LASD Phase I Study

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OUR CORE VALUES

As a leader in the Los Angeles County Sheriffs Department,
commit myself to honorably perform my duties with
respect for the dignity of all people,
integrity to do right and fight wrongs,
wisdom to apply common sense and fairness in all I do and
courage to stand against racism, sexism, anti-Semitism,
homophobia and bigotry in all its forms.
PREFACE
The Los Angeles County Sheriff's Department provides high quality and diversified
municipal law enforcement services. The Sheriff's Department is the municipal police
agency for 1.75 million residents in forty of the county's eighty-eight incorporated cities,
as well as the over 1 million residents throughout the unincorporated communities. Law
enforcement service is also provided to the Metropolitan Transit Authority, the Southern
California Regional Rail Authority, Los Angeles Community Colleges, and a multitude of
other public and private entities. The system of community oriented policing is a
coordinated, well managed and cost efficient program designed with each individual
community's needs in mind.
Contract services are provided pursuant to Article 11 of the California Constitution,

Section 51301 of the California Government Code, and Section 56 (et seq.) of the
Los Angeles County Charter.
This study will present a proposal on the cost of providing municipal law enforcement
service to the City of Sierra Madre. Information contained in this proposal was obtained
from documents provided by the City of Sierra Madre, the Sierra Madre Police
Department and publicly available information.
INTRODUCTION
Phase
This Phase 1 study provides a preliminary assessment of annual costs for contract law
enforcement services for the City, based on a comparative service level. It is not
restrictive and can be further adapted to meet specific community needs and desires.
This proposal is designed to give the City sufficient information to estimate their annual
operating expenditures, as well as the type of services to be received. Personnel,
facility, and equipment issues, commonly referred to as "start-up costs", are not
discussed in this report because of time and resource constraints.
Phase II
Once the Phase I report has been reviewed by the City, Council may wish to explore
the feasibility of a contract arrangement in greater depth. The next step would be a
Phase II study in which a detailed assessment of facilities, equipment and personnel is
conducted to determine potential "one time start-up" costs and the impact on City
personnel who would be affected by a potential merger. The Phase I I study would
include a detailed assessment of such areas as:
1.
2.
3.
4.
5.
6.
7.
Facility
Safety equipment
Vehicles
Personnel issues
Records/automated systems
Communications
Fixed assets
This assessment would take an estimated 3-6 months to conduct. The results of the
Phase II study can then be utilized by Council to make an informed decision regarding
the available alternatives for municipal police services. Should the City subsequently
elect to begin a contract relationship, the necessary contracts are signed and the
transition of services would be made in a seamless fashion.
2
Should the City of Sierra Madre elect to request a Phase II study, it is recommended
that the Sierra Madre Police Department provide a person, preferably at the
management level, to assist with the Phase II study and serve as direct liaison with the
Sheriff's Department. A nominal charge may be assessed with this phase to cover staff
work on the Phase II study and any medical examinations for prospective merger
candidates.
The Phase II study can be requested by sending a letter to William T. Fujioka, Chief
Executive Officer of Los Angeles County, Kenneth Hahn Hall of Administration,
500 W. Temple Street, Los Angeles CA 90012., with a copy to Sheriff Baca.
Transfer of Personnel
Provisions in State Law and the Charter of the County allow for the transfer and merger
of municipal employees, peace officers, and municipal operations into County
Government. The transfer of Municipal Police Department employees into the Sheriff's
Department must be accomplished by the terms and conditions of a merger agreement.
In the event the City should ultimately elect to contract for law enforcement services
with the Sheriff's Department, and thereby merging the Sierra Madre Police Department
personnel into the County work force, every effort would be made to fairly and
objectively transfer each affected City employee into County service.
Municipal employees may be transferred into county service, pursuant to Los Angeles
County Charter Section 56 s~4, according to various prerequisite factors including (but
not limited to) rank, salary level, tenure, experience, training, personal history, and the
range of duties performed. No independent forecast of the outcome of any individual's
appointment may be made until a Phase II study is concluded.
BENEFITS OF CONTRACTING
The Los Angeles County Sheriff's Department has been providing contract law
enforcement services longer than any law enforcement agency in the nation. The
Sheriff's Department pioneered the contract law enforcement movement when the City
of Lakewood incorporated in 1954. Faced with the burdensome costs and public
indebtedness needed to finance its own police department, Lakewood looked for a
method to provide law enforcement services at a reduced cost. Lakewood officials and
the Sheriff's Department formulated the first Contract Law Enforcement Program.
Since that time, 40 of the county's 88 cities have adopted the Sheriff's Department's
Contract Law Enforcement Program.
One of the most common questions asked by city officials when considering the
contract law enforcement option is, "What are the benefits?" The answer, in short, is
efficient service with significant savings while retaining local control.
Many cities in Los Angeles County have adopted acontract-based approach to

providing City services. Instead of forming their own police or fire departments they
contract with the County of Los Angeles for those services. This approach, often called
the "Lakewood Plan" after the first City to adopt it, has resulted in Los Angeles County
serving as a major provider of municipal services.
The following information describes just some of the benefits of contracting for law
enforcement services, and is derived from independent studies, audits and
investigations, as well as the observations of contract service recipients, both
collectively and individually.
INDEPENDENT REPORTS AND AUDITS
PUBLIC POLICY INSTITUTE OF CALIFORNIA

In January 2000, the San Francisco based Public Policy Institute of California (PPIC)
issued a report entitled Riskv Business: Providing Local Public Services in Los Angeles
County. Part of the purpose for this report was to evaluate the county's role as a
municipal service provider. PPIC's analysis determined that:
`..the `contract city'is an efficient means of providing municipal services at both
the county and city level, and offers one model for local governments working
closely togefher to provide local services."
`..at both the counfy and contract city level, those we interviewed resoundingly
felt that the contract city model resulfed in the most efficient allocation of services
and was a positive relationship for both sides."
ORANGE COUNTY REGISTER

The Orange County Regisfer ran a series of periodic reports on how local governments
spend tax dollars. One of those reports, published on Sunday, November 4, 1999,
entitled "What cops cost: Some cities provide police services by contracting out Are
then getting their money's worth?" examined the use of contract municipal police
services through the county sheriff. Although this report focused on a comparison of
the Orange County Sheriff's Department with that county's independent police
agencies, the issues and benefits of contract law enforcement prove to be the same.
The article states:
Às an analysis of budget numbers makes clear, cities that contract with the
sheriff's department generally pay less to police their communities than cities that
run their own departments."
Ànother advantage: City councils and mayors no longer have fo deal with police
unions and contentious police-related political issues...passing the buck to the
county frees up time for cities to deal with more fundamental governance issues,
and it keeps the local cops from becoming too much of a political player."
"Although aper-capita measure is not the be-all and end-all, it is a good starting
point when comparing cities of different sizes...8ut even when comparisons are
between similar size cities, the cost differences are significant...8ut, cosf-wise,
the proof is in the per-capita pudding...The sheriff's department still provides a
lower cost for the most basic of economic reasons, economies of scale."
"...the advantages and disadvantages of contracting police services with the

sheriff's department should be discussed...those that are willing to considers
switch might find themselves with more cops on the street and more money
that can be spent on other priorities."
SERVICE RECIPIENT REPORTS
CALIFORNIA CONTRACT CITIES

In May of 2000, members of the California Contract Cities Association prepared a
document entitled "The Contract City Model: Right for California" in response to a report
issued by the California State Controller's Office regarding revenue allocation. This
document provides information which shows that the Contract City Model is a cost
effective, efficient, and successful form of municipal government.
"It has long been a maxim in local government that contracting for law
enforcement or fire service from the county provides a more cost effective
method of meeting the needs of fhe public. In many cases, this also provides a
higher level of service. For this reason, almost every new city created in fhe
State of California in the past 50 years has been a contracf cify, taking
advantage of the vast and huge resources of a county sheriff's department and
tailoring those resources to meet the needs of each individual city or community."
"The contract city model offers tremendous flexibility in meeting the changing
needs of a community. This model also provides the best method of responding
to difficult times such as economic downturns. A contract city is able to meet
changes in service demands quickly and efficiently. This flexibility makes
contract cities much more cost effective and responsive to resident's needs."
"Law enforcement is usually every city's top priority and is the most costly
municipal service. Contracting for law enforcement with regional agencies like
the Los Angeles County Sheriff's Department is extremely cost effective and
offers cities a wide array of crime fighting tools." "By contracting, small cities are
able to tap into existing and vast resources without busting their budgets.
A recent study showed that the per capita cost of law enforcement services is
significantly lower with contract cities compared to independent cities."
"By being innovative and accommodating, the L.A. County Sheriff's Department
7
a first rate
has made it possible for many cities to have the best of both worlds
table to
and cost effective police force that's also highly accessible and accoun
residents."
SUMMARY
law enforcement
It is readily apparent that certain significant benefits regarding contract
are commonly mentioned throughout these various reports.
...most
Contract law enforcement provides efficient service: "...an efficient means
pecialized
efficient allocation...flexibility... wider range of specialty services...s
force...no police
resources...greater flexibility...maintenance of quality...a first rate police
police-related
unions...no personnel issues...no labor negotiations...no contentious
political issues..."
.lowercost...cost
Contract law enforcement is cost effective: "...less cost...payless..
services is
effective...cost differences are significant...cost of law enforcement
s...economies
significantly lower...economical...less expensive...significant cost saving
of scale..."
sponsive to
Contract law enforcement provides local control: "...local control...re
a positive
resident's needs...highly accessible and accountable to residents...
relationship..."
LOCAL CONTROL AND IDENTITY

The issue of local control and identity is common among all communities. The Sheriff's
Department recognizes that each community is unique, with differing priorities,
concerns, and solutions. Station Commanders confer with City officials regularly to
ensure optimum satisfaction with the quality of services provided by the Sheriff's
Department. While City officials are relieved of the burden of managing day-to-day
policing operations, the Station Commander and City officials work together to identify
goals and programs that create a safer community and strengthen the public's faith in
its local government. Each contracting City, while sharing many common needs with its
neighboring Cities, is thereby recognized as a unique community.
Our Contract Cities often utilize distinctive logos on their dedicated Sheriff's cars which
reflect the uniqueness of their community. The following pictures are but a few
examples of those community based cars.
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City of Paramount
City of Norwalk
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City of Cerritos
City of Santa Clarita
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City of La Mirada
City of Carson
City of Compton
City of Lynwood
RVICES
SHERIFF'S CONTRACT SE
h the Sheriff's
ways from their relationship wit
ny
ma
in
t
efi
ben
ies
cit
ct
tra
Con
ch are
onal services and benefits whi
iti
add
of
es
pl
am
ex
are
ing
Department. The follow
:
ct Cities at no additional charge
tra
Con
t's
men
art
Dep
the
to
provided
vestigations
Specialized Enforcement /In
aster Response and Planning.
Dis
au
re
Bu
ion
rat
Ope
y
nc
Emerge
1.
e.
am and Hi-Risk Warrant servic
Te
T
WA
-S
au
re
Bu
t
en
em
rc
Special Enfo
2.
tion patrol and investigations.
ura
sat
t
en
em
rc
fo
en
g
an
-G
Safe Streets Bureau
3.
rescue Air-5.
ergency response, including
Em
e)
vic
ser
er
opt
lic
(he
au
Aero Bure
4.
ly ill.
olving incidents with the mental
res
in
ts
lis
cia
Spe
am
Te
n
Mental Evaluatio
5.
raud &narcotics.
llance teams, vice, forgery/f
vei
Sur
ns
tio
iga
est
Inv
ed
liz
Specia
6.
7.
Homicide Investigations
8.
pos
Arson/Explosives -Bomb dis
9.
Child Abuse
10.
K-9 Units
al/ bomb/arson investigations.
Staffing Flexibility
but staffing flexibility

efits from economy of size,
ben
y
onl
not
nt
me
rt
pa
De
The Sheriff's
potential
emented without concern for
pl
im
ly
mpt
pro
be
n
ca
s
ge
an
as well. Staffing ch
a
ect changes in service levels in
aff
to
y
Cit
the
ows
all
s
Thi
s.
hiring needs or layoff
prompt and seamless fashion.
10
Supervision
Basic supervision (field and watch sergeants, detectives, station administration) is
included in the basic service rates. Supplemental or dedicated supervision may be
purchased for specific duties exclusive to the City.
Administrative Support
All administrative support(management, supervision, clerical, communications,
technical services, etc) is included in the basic cost for service.
Relief Personnel
leave
All personnel necessary to provide coverage for vacation, sick, IOD, and elective
absences are included in the basic cost for service (excluding non-relieved positions).
Overtime
All routine overtime, including court, late arrests/calls, absences (relieved positions),
etc., is included in the basic cost for service. Special event overtime is billed
separately.
Helicopter Service
The Sheriff's Department provides emergency helicopter service, including rescue
helicopter Air-5, at no additional charge to the recipient Cities. Routine service or patrol
time, should a City select this option, is billed according to "time over scene" at an
hourly rate.
11
Personnel Selection
ion and assignment of personnel

ect
sel
the
for
le
sib
pon
res
is
t
The Sheriff's Departmen
to be involved in
However, Cities are encouraged
ts.
uni
e
vic
ser
rol
pat
the
to
ed
assign
y feel that
ignment positions. Should the Cit
ass
l
cia
spe
for
nel
son
per
of
ion
the select
station
ular assignment within the City, the
tic
par
a
for
ted
sui
be
not
y
ma
any personnel
can be
, when practical, reassignments
commander may be consulted and
accommodated.
Liability
ement service unit rate with those

orc
enf
law
ic
bas
the
to
d
rge
A 6% liability cost is cha
s fund is
tract City Liability Trust Fund. Thi
Con
the
o
int
ed
err
nsf
tra
ng
bei
funds
nty Counsel.
Risk Management Bureau and Cou
t's
men
art
Dep
f's
rif
She
the
by
managed
ies, serves to
resentatives from the contract cit
rep
of
g
tin
sis
con
,
tee
mit
com
An oversight
ion of
riff contract city services. Select
She
m
fro
g
sin
ari
ts
sui
law
and
review all claims
liability costs and
is made by the contract cities. All
the members to that Committee
service rates.
coverage is included in the basic
Overheads
(assigned
following components: Salaries
the
es
lud
inc
e
vic
ser
for
ts
cos
ic
The bas
al/civilian) and
nt, supervision, detectives, cleric
me
ge
na
ma
,
nel
son
per
ef
reli
,
personnel
nance and
and civilian), auto (vehicle mainte
related Benefits, overtime (sworn
nty
t support costs and general Cou
men
art
Dep
,
ies
ppl
&su
es
vic
replacement), ser
overhead.
12
ES
CONTRACT RATE ISSU
s Office
County Auditor-Controller'
s
le
ge
An
s
Lo
e
th
by
d
pe
Contract rates are develo
referred to as
rnment Code (commonly
ve
Go
a
rni
ifo
Cal
e
th
of
0
pursuant to Section 5135
through
n, and can't, be charged
ca
at
wh
s
rn
ve
go
0
35
51
ction
the "Gonsalves Bill"). Se
in part:
contract rates. It reads,
, boards,
appropriate deparfinents
its
h
ug
ro
th
es
ic
rv
se
es
A counfy which provid
as
y pursuant fo confracf or
cit
y
an
fo
s,
ee
oy
pl
em
commissions, officers or
h are incurred in
city all(hose costs whic
e
th
ge
ar
ch
l
al
sh
w,
la
authorized by
a
county shall not charge
A
.
ed
iz
or
th
au
or
ed
ct
contra
providing the services so
ct overhead
ther as a direct or an indire
ei
e,
ic
rv
se
r
ula
tic
par
a
r
city contracting fo
de
attributable to services ma
e
ar
h
ic
wh
s
st
co
e
os
th
charge, any portion of
e board of
rmined by resolution of th
te
de
as
,
ty
un
co
e
th
of
available to all portions
of the county
erhead costs of operation
ov
l
ra
ne
ge
e
ar
h
ic
wh
or
supervisors,
e
e of this section, are thos
os
rp
pu
e
th
r
fo
s,
st
co
ad
erhe
government. General ov
ovided a
ss of whether or not if pr
le
rd
ga
re
r
cu
in
d
ul
wo
ty
costs which a coun
a city.
service under contract fo
on and are
oller's Accounting Divisi
ntr
r-Co
to
di
Au
e
th
by
ly
al
nu
Rates are determined an
utilize
year, allowing the Gity to
cal
fis
w
ne
e
th
g
in
ed
ec
pr
rch
generally finalized by Ma
rates
cal year budget. These
fis
w
ne
y's
Cit
e
th
of
n
io
eparat
this information in the pr
any possible
d do not change, despite
an
ar
ye
cal
fis
ire
ent
e
th
r
remain in effect fo
ling would result
. The only impact on bil
nt
me
rt
pa
De
f's
rif
She
e
changes in cost to th
part of their
requested by the city as
el
lev
e
ic
rv
se
in
se
ea
cr
from any increase ar de
approval of
n only take effect with the
ca
s
ge
an
ch
el
lev
e
ic
rv
policing strategy. These se
ntract cities.
s are the same for all co
te
t
ra
uni
e
ic
rv
se
t
en
em
rc
fo
the City. Contract law en
13
CONTRACT RATE COMPONENTS
The following components are included in contract service rates:

PERCENTAGE
CATEGORY
Salaries (sworn)
45.1
Overhead Salaries (sworn &civilian)
12.5%
Employee Benefits (sworn &civilian)
30.0%
Overtime (sworn &civilian)
0.9%
Automotive (maintenance &replacement)
2.2%
Services &Supplies
0.84%
General County Overhead
0.93%
Department Support
6.9%
Contract Law Enforcement Bureau
0.63%
Total
100%
14
SIERRA MADRE CITY COUNCIL

City Manager to function as the Chief
The five member City Council appoints the
sets the policy direction for the City,
Administrator of the City. The City Council
from local citizens and several Councilincorporating public input received directly
ager is charged with implementing City
appointed city commissions. The City Man
informed of City operations, preparing the
Council directions, keeping the City Council
t activities.
annual budget and coordinating departmen
MaryAnn
MaeGillivray
Mayor
Donald Watts
Mayor Pro Tem
John Buchanan
Councilman
Joseph M. Mosca
Councilman
Elaine
Kurt Zimmerman
Councilman
Aguilar
City Manager
15
COMMUNITY PROFILE
ry 2,1907 as a
1881 and incorporated on Februa
in
d
nde
fou
s
wa
re
Mad
rra
The
Sie
The City of
r/City Council form of government.
age
Man
y
Cit
a
er
und
ing
rat
general law City, ope
d at the base of the
of about 11,000 residents locate
ity
mun
com
al
nti
ide
res
que
uni
a
City is
rra Madre is called "Village of the
Sie
.
nty
Cou
s
ele
Ang
Los
in
ins
San Gabriel Mounta
vice City in which
commercial industry. It is afull-ser
t
ligh
and
il
reta
l
ima
min
h
wit
user fees
,
Foothills"
perty taxes, sales and use taxes,
pro
h
oug
thr
ded
fun
are
es
vic
governmental ser
and assessments.
Demographics:
Area
Population
Median Age
Industry:
Agriculture
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation
Information
Finance
Education
Entertainment
Public Administration
Other
3.06 sq miles
11,251
42.6
0.3%
5.3%
8.4%
3.1
7.4%
3.4%
7.5%
10.1%
25.1
6.9%
3.3%
19.2%
Revenue Sources FY 09-10:

2,952,000
Property Tax
200,000
Sales Tax
1,960,000
Utility Users Tax
852,000
VLF Tax
410,000
Franchise Fees
130,000
Business Licenses
657,000
Miscellaneous
61,000
7,1
TOTAL REVENUES
Income Profile:
Median Household Income 2000
Household Incomes
Less than $10,000
$10,000 to $14,999
$15,000 to $24,999
$25;000 to $34,999
$35,000 to $49,999
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999
$150,000 to $199,999
$200,000 or more
Occupations:
Management, Professionals
Service Occupations
Sales and office occupations
Farming/Fishing/Forestry
Construction
Production/Transportation
TOTAL EMPLOYED
Population Distribution:
Distribution by age
Under age 18
19-24
25-44
45-64
65+
0:
Gen. Fund Appropriations FY 09-1
,000
923
Administration
353,000
Elected and Appointed
255,000
Community Personnel
522,000
Fire
750,000
Library
3,341,000
Police
309,000
Public Works
6,453,000
TOTAL EXPENDITURES
Sources:
City of Sierra Madre Website &
US Census Bureau 2000
16
4,753
144
88
369
415
645
1,121
567
643
308
453
57.2%
8.2%
25.2%
0.2%
4.9%
4.3%
5962
2,172
348
3,255
3,138
1,665
DEPARTMENT
CITY OF SIERRA MADRE POLICE
BUDGET AND PERSONNEL
Budget
9-10 budget for
the City of Sierra Madre, the FY 200
by
ed
vid
pro
nts
ume
doc
to
ing
ord
Acc
ts for
Police Department budget accoun
The
2.
,29
421
$3,
is
t
men
art
Dep
the Police
sources of
d expenditures. The three major
Fun
l
era
Gen
y's
Cit
the
of
/o
53
y
approximatel
Taxes and
d are Property Taxes, Utility User's
revenues for the City's General Fun
at
artment expenditures are projected
Dep
d
Fun
l
tota
y's
Cit
The
.
fill
VLF/Property Tax Back
approximately $20 million dollars.
P~+rcnnnAl
ees, 5 part-time
ment consists of 23 full time employ
The Sierra Madre Police Depart
rn
Of the full time positions, 18 are swo
s.
eer
unt
vol
16
and
rs,
ice
off
e
employees, 5 Reserv
and 5 are civilian.
17
TY
SIERRA MADRE POLICE FACILI
Sierra Madre Police Station

242 West Sierra Madre Bivd.
Sierra Madre, CA 91024
(626)355-1414
x, and shares its
ly adjacent to the City Hall comple
ect
dir
is
n
tio
Sta
ice
Pol
e
dr
The Sierra Ma
functioning
artment. The station has a fully
Dep
e
Fir
eer
unt
Vol
e
dr
Ma
rra
facility with the Sie
patching
a communications desk with dis
ins
nta
mai
It
m.
roo
ce
den
evi
ty
jail and new proper
to the public on a 24/7 basis.
capability. The station is open
SIERRA MADRE POLICE DEPARTMENT

SWORN PERSONNEL
gned sworn positions for the Sierra
This chart indicates the master roster of currently assi
assigned personnel data was
Madre Police Department. Master roster and currently
obtained from the Sierra Madre Police Department.
Sworn Personnel Positions
Organizational Assignment
Assigned
Police Chief
Chief of Police
Captain
Administration
Sergeant
Patrol, Detective and Traffic
Corporals
Patrol
Detectives
Detective Bureau
Police Officer
Patrol and Traffic
*(Reserve Police Officer)
Patrol and Traffic
Total Regular Sworn
18
19
0500
0400
0300
0200
0100
2400
2100
2000
1900
1800
1700
1600
1500
1400
1300
1200
1100
1000
0900
0800
0700
0600
HOURS
~.
Off.
4 Police
Off.
2 Police
2 Police
1 W.G
Off.
2 Police
1 W.C.
TUESDAY
1 W.C.
Off.
1 Police
1 W.C.
MONDAY
1 W.C.
Off.
2 Police
1 W.C.
SUNDAY
20
Off.
2 Police
1 W.C.
Off.
2 Police
1 W.C.
WEDNESDAY
Off.
1 Police
1 W.G
off
4 Police
1 W.C.
Off.
1 Police
1 W.C.
Off.
1 Police
1 W.C.
Off.
1 Police
1 W.C.
Off.
2 Police
1 W.C.
from 0600 hours to 1830 hours.

per day, seven days a week."A" shift operates
shifts
hour
12.5
two
on
tes
opera
nt
rtme
Depa
Lead Officer and (1) Patrol Officer per
The Sierra Madre Police
mum staffing level of(1) Watch Commander or
mini
a
is
e
Ther
.
hours
0630
to
hours
"B" shift operates 1800
staffin levels.
er len the throu hout the week to su lement
SATURDAY
shift. Officers also work various shifts of short
FRIDAY
THURSDAY
LOYMENT
SIERRA MADRE AVERAGE SWORN FIELD DEP
DEPARTMENT
CE
LI
PO
E
R
D
A
M
RA
SIER
L
CIVILIAN PERSONNE
the Sierra Madre Police
r
fo
s
on
ti
si
po
an
ili
civ
currently assigned
ment.
This chart indicates the
ra Madre Police Depart
er
Si
e
th
om
fr
ed
in
ta
was ob
Department. This data
Assis~ned
tion
Civilian Personnel Posi
time}
Chief's Assistant (part
icer
Code Enforcement Off
)(3 part time}
Desk Officers (4 full time
s(4 part time)
Total Civilian Position
1
7
9
21
SIERRA MADRE STATISTICAL DATA

CRIME, TRAFFIC AND ARRESTS
The following pages represent the criminal, arrest and traffic statistics reported by the
Sierra Madre Police Department for the calendar years of 2007, 2008 and 2009. These
ment in
statistics were reviewed and analyzed by the Los Angeles County Sheriff's Depart
the preparation of this proposal. A crime rate comparison table is also included in this
section of the report. The Sheriff's Department tabulates its crimes by Uniform Crime
Reporting standards.
of
The crime rate comparison table depicts city crime rate comparisons between the City
Sierra Madre, various contract cities policed by the Los Angeles County Sheriff's
In
Department, and neighboring independent cities located adjacent to Sierra Madre.
creating these crime rate comparisons, the Sheriff's Department used the standardized
per capita population 100,000 variable, which is used for the State of California and the
FBI.
Factors contributing to crime are numerous and vary place to place. Readers are
cautioned against drawing conclusions from direct comparisons of crime rates between
individual communities of similar populations and size.
22
E STATISTI
SIERRA MADRE CRIM
2007- 2009
Reported Part I &Part
Part I Crime Statistics

Crime
Homicide
Rape
Robbery
Assault
Burglary
Child Abuse
Larceny
GTA
Total
Adult
Juvenile
TOTAL
II Crimes
2007
2008
2009
30
19
25
43
46
36
88
81
132
10
177
158
207
2007
2008
2009
342
295
461
29
21
40
371
316
501
2008
2009.
2007
45
22
49
31
14
27
91
38
120
196
167
74
Arrest Statistics
Year
CS
l Statistics
Part II Crime &Additiona

Year
DUI
s
Liquor Laws/Drunkenes
Vandalism
TOTAL
23
TRAFFIC SUMMARY
are listed
The Traffic Bureau incidents handled by the Sierra Madre Police Department
t Officer.
below. The parking enforcement is handled primarily by the Code Enforcemen
Traffic Collisions
2007
2008
2009
Injury Collisions
17
16
15
Non-Injury Collisions
54
44
35
Fatal
Total
71
60
50
Year
2007
2008
2009
Traffic Citations
1116
1455
1631
Parking Citations
2928
3283
3463
Total
4044
4738
5094
Year
Citations
24
CRIME RATE COMPARISON
Item of Comparison
ES
CRIME RATE CONTRACT CITIES PART I CRIM
Malibu (2)
La Canada
City of Sierra
Flintridge (2)
Madre (~)
Westlake
Village (2)
10,578
20,817
13,100
8,516
Homicide
Rape
Robbery
30
15
20
Assault
43
156
93
37
Burglary
88
202
212
107
Larceny
17
22
GTA
170
397
355
155.
Total
342
275
707
146
Adult Arrests
29
45
22
Juvenile Arrests
371
320
729
153
Total
Population
CITIES PART 1 CRIMES

CRIME RATE NEIGHBORING INDEPENDENT
South Pasadena (3)
La Verne (3)
San Marino (3)
City of Sierra
Item of Comparison
Madre ~~~
24,608
33,298
12,902
10,578
Population
1
0
0
0
Homicide
7
5
0
0
Rape
23
20
6
0
Robbery
9
33
13
30
Assault
154
181
65
43
Burglary
271
482
166
88
Larceny
78
28
8
9
GTA
543
749
258
170
Total
ment, Calendar year 2008.
(1) Information obtained from Sierra Madre Police Depart
's Department Information Management Systems.
Sheriff
County
s
Angele
Los
(2) Information obtained from 2008
Crime Reports.
gation
of
Investi
(3) Information obtained from 2008 Federal Bureau
2$
DEPUTY SHERIFF SERVICE UNIT

of
it is important to understand the method
al,
pos
pro
fing
staf
this
d
tan
ers
und
y
To full
Department. The Sheriff's Department
contract staffing utilized by the Sheriff's
level of
number of personnel, but for a specific
generally does not contract for a specific
the
sonnel are then provided to ensure that
service. The necessary number of per
take
oughout the year, typical City employees
service level is properly maintained. Thr
tive leave, typically causing a staffing
elec
and
ory
sat
pen
com
e,
tim
sick
s,
tion
vaca
the absence of a Sheriff's Department
n,
iso
par
com
In
e.
enc
abs
r
thei
in
ge
shorta
level of service as we are contractually
employee generally does not impact the
of
level. These obligations are met as part
obligated to meet that designated service
City will
cost to the City. This guarantees the
the basic service cost, without additional
and is paying for, without interruption.
receive the service level it has requested
rn employee works approximately 224
swo
t
men
art
Dep
s
iff'
Sher
or
ce
Poli
e
rag
The ave
tive
days off, vacation time, sick time and elec
days annually when considering regular
e the
es, this means there is nobody to replac
leave time. For municipal police agenci
a
rtime is expended, thereby resulting in
officer during his/her absence, unless ove
fluctuating service level.
puty Sheriff Service Unit"(DSSU)for its
The Sheriff's Department utilizes the "De
uty sheriff but the relief personnel,
contract services. A DSSU is not just a dep
and
logistics, clerical, administrative support
supervision, management, equipment and
of
ement service for the designated period
supplies necessary to provide law enforc
item budget all the personnel and service
time. This eliminates the City's need to line
the City increases or decreases service
As
t.
men
art
dep
ce
poli
r
thei
for
res
itu
expend
amount of "overhead" services required by the
levels, it only pays for the proportionate
agreed upon staffing level.
26
E UNIT COMPONENTS
DEPUTY SHERIFF SERVIC
riff Service Units. These
ty She
luded in the cost of the Depu
The following items are inc
e Unit.
act as support to the Servic
are overhead items which
nt
1. Departmental Manageme
2. Jailers
3. Watch Commanders intenance
4. Use of Vehicles and Ma ch Sergeants
5. Supervision - Patrol &Wat
l Events)
6. Overtime (Except Specia
7. Watch Deputies
8. Investigators
cal
9. Administration &Cleri
10. Services and Supplies
e provided by the
er of annual days of servic
mb
nu
the
of
e
pl
r
am
ex
an
The following is
to the standard police office
ed
ar
mp
co
en
wh
U)
SS
(D
t
Deputy Sheriff Service Uni
deployment process.
Days of Annual Service
Position
224 days (approx.)
(1) Police Officer
224 days (approx.)
(1) DSSU (no relief)
261 days
(1) DSSU (40 hr, relief)
(1) DSSU (56 hr)
365 days
ch day, 7 days per

Deputy Sheriff for 8 hours ea
a
es
vid
pro
SU
DS
ur
ho
The standard 56
ts. This
all support personnel and cos
es
lud
inc
SU
DS
e
Th
r.
yea
week, 365 days per
sences,
regular days off, vacation ab
by
d
cte
ffe
una
el,
lev
ng
ffi
ensures a consistent sta
cific
e the City contracts for a spe
us
ca
Be
,
off
me
ti
ve
cti
ele
or
injury or illness absences,
nt
tent. The Sheriff's Departme
sis
con
in
ma
re
els
lev
nt
me
level of service time, deploy
y is receiving the
a daily basis to ensure the Cit
on
els
lev
e
vic
ser
the
its
tracks and aud
requested level of service.
27
LOS ANGELES COUNTY SHERIFF'S DEPARTMENT

PROPOSED SIERRA MADRE DEPLOYMENT AND COST
City of
The following patrol staffing proposals are suggested deployments for the
number of
Sierra Madre. It reflects a suggested deployment configuration utilizing the
with
personnel provided by these proposals. The first proposal, Proposal A, is made
public 7
the assumption that the Sierra Madre Police Station will remain open to the
All after
days a week for a period of 16 hours per day (approx 6:OOam to 10:OOpm).
n or
hour routine public inquiries will be handled by either the Altadena Sheriff's Statio
ent
Temple City Sheriff's Station desk personnel; however, this will not affect emerg
public
public inquiries. The after hour Sierra Madre Field Sergeant will handle any
ent after
complaints or inquiries occurring during the early morning hours. Any emerg
na Sheriff
hour incidents will be supervised and coordinated by either the on-duty Altade
al,
Station or Temple City Sheriff Station Watch Commander. The second propos
n will
Proposal B, is made with the assumption that the Sierra Madre Police Statio
remain open to the public 24 hours a day, 7 days of the week. Proposal B is more
hours.
costly, due to the increased staffing and supervision required for the operating
patrol
With either proposal, the Sheriffs Department intends to deploy all Sierra Madre
g Sierra
units and personnel for 24 hour law enforcement coverage out of the existin
Madre Police Station. All patrol units will be filled daily and service will not be
duty
interrupted for vacancies such as vacations, sick calls, holidays, and injured on
personnel.
Deployment and Cost Summary

Total Sworn Staff
Total Civilian
Total
2,607,461
18
26
Proposal B
Total Sworn Staff
Total Civilian
Total
23
31
Proposal A
3,246,895
OPOSED
ERIFF'S DEPARTMENT PR
LOS ANGELES COUNTY SH
DEPLOYMENT "A"
SIERRA MADRE PATROL
Number of Units
Personnel Required
3.26
1.63
3.26
1.63
3.26
1.63
r
56 hour Sergeant Superviso
t
40 hour non-relief Motor Uni
(5/8 or 4/10 schedule}
nt
Special Assignment Sergea
12
18
Complete Patrol Coverage
Unit Type
Shift
EM ~2zoo -osoo no~rs~
56 hour Criminal Unit

r
AM ~osoo-~aoo nours>

r
PM ~~aoo-ZZOO no~~s~
Supplemental Units
(May work any shift}
, Bonus
Dedicated Investigator Deputy
Personnel Required
4
Overhead Staffing
n (civilian staff)
Law Enforcement Technicia
{c~v~iian stag}
Community Service Assistant
n staff)
Sheriff Station Clerk II {civilia
3
1
8
Station Overhead Staffing
12
Personnel Required
18
20
26
Number of Units
Patrol Deployment Total

al Contract Deployment
Tot
29
OPOSED
ERIFF'S DEPARTMENT PR
LOS ANGELES COUNTY SH
"
PLOYMENT "B
SIERRA MADRE PATROL DE
Number of Units
Personnel Required
3.26
1.63
3.26
1.63
3.26
1.63
t
40 hour non-relief Motor Uni
le)
edu
(5/8 or 4/10 sch
Special Assignment Deputy

, Bonus I
Dedicated Investigator Deputy
Special Assignment Sergeant

n
Law Enforcement Technicia
l staff)
Sheriff Station Clerk it (professiona
17
23
Unit Type
Shift
EM (2200 -osoo hours)

56 hour Sergeant Supervisor
AM ~osoo-iaoo nours~
PM ~~aoo-2zoo no~rs>

Supplemental Units
(May work any shift)
(professional staff)
Personnel Required
3
Overhead Staffing
Sergeants
lian staff)
Law Enforcement Technician (civi
(civilian staff)
Community Service Assistant
3
2
8

Total Contract Deployment
~~
Number of Units
17
Personnel Required
23
25
31

PROPOSED DEPLOYMENT COST
Contract Pricing
The total deployment costs of Proposal "A" $2,607,461 and Proposal "B" $3,246,895
are for contracted services based on the 2009-2010 fiscal year costs. As previously
mentioned, law enforcement service costs are determined by the Los Angeles County
Auditor-Controller and renewed annually.
Grant Personnel and Programs

The Sheriff's Department actively participates in various state and federal grant programs.
The Department currently has over 35 grant funded positions deployed in various contract
cities. The Sheriff's Department actively seeks, in conjunction with cities, new grant funding
sources and opportunities which serve to benefit cities and their law enforcement mission.
31
Deputies
~soo
Sergeant
~soo
Deputies
2400
Sergeant
0300
0500
0400
ozoo
0100
Sergeant
Sergeant
Sergeant
Sergeant
Sergeant
Sergeant
32
Deputies
Deputies
Deputies
Deputies
Deputies..
Deputies
2
2
2
2
Schedule
Schedule
Schedule
Schedule
Schedule
2200
2300
Flexible
Flexible
Flexible
Flexible
Sergeant
Sergeant
Sergeant
Sergeant
Sergeant
Sergeant
Sergeant
Sergeant
Sergeant
Sergeant
Sergeant
Flexible
1
SAO
1
Deputies
SAO
Deputy
Deputies
SAO
Deputy
Deputies
Motor
~
Sergeant
SAO
Deputy
Motor
~
Sergeant -
Reputies
SATURDAY
Deputies
Motor
2
Deputies
FRIDAY
SAO
Deputies
Deputy
Deputy
Motor
Motor
~
Sergeant
2
Deputies
THURSDAY
Deputies
1
Sergeant
1
Sergeant
Deputies
WEDNESDAY
Deputies
TUESDAY
Sergeant.
Deputies
MONDAY
2~0o
2000
1800
1700
~
Sergeant
Deputies
SUNDAY
i5oo
1400
1300
i2oo
1000
1l0o
0900
0800
o~o0
osoo
Hours
SHERIFF FIELD DEPLOYMENT FOR PROPOSED SERVICE LEVEL "A"
Deputies
~soo
Sergeant
lsoo
Deputies
2ao0
Sergeant
0300
0500
0400
0200
0100
2300
2200
2100
2000
1800
i 700
Ser9eant
2
Deputies
SUNDAY
1500
1400
~30o
1200
ltoo
~000
osoo
osoo
o~o0
osoo
Hours
Sergeant
Deputies
Sergeant
Deputies
Sergeast
1'
2
Deputies
Schedule
Flexible
Sergeants
SAO
Deputy
SAO
Deputy
Motor
MONDAY
Sergeant
Deputies
Sergeant
Deputies
Sergeant
2
Deputies..
Schedule
Flexible
Sergeants
SAO
Deputy
SAO
Deputy
Motor
TUESDAY
33
Sergeant
Deputies
Sergeant
Deputies
Sergeant
2
Deputies
Schedule
Flexible
Sergeants
SAO
Deputy
SAO
Deputy
Motor
WEDNESDAY
Sergeant
Deputies
Sergeant
Deputies
Sergeant
2
Deputies
Schedule
Flexible
Sergeants
SAO
Deputy
SAO
Deputy
Motor
THURSDAY
Sergeant
Deputies
Sergeant
Deputies
Sergeant
2
Deputies
Motor
Schedule
Flexible
Sergeants
SAO
Deputy
SAO
Deputy
FRIDAY
"
OSED SERVICE LEVEL "B
MENT FOR PROP

SHERIFF FIELD DEPLOY
Sergeant
Deputies
Sergeant
Deputies
Sergeant-
2
Deputies
SATURDAY
BENEFITS OF PROPOSALS
under the command of either the
The Sierra Madre Police Station will be assigned
Station. Each Station is commanded
Altadena Sheriff Station or Temple City Sheriff
supervisory and investigative
by a Sheriff's Captain with a full contingency of
full access to this Captain and
support staff. The City of Sierra Madre will have
e Police Station under either the
administrative staff. Assigning the Sierra Madr
opportunity to police neighboring
Altadena or Temple City command allows for the
ce Station. These County Deputies
unincorporated areas from the Sierra Madre Poli
l coverage, should the Sierra Madre
increase patrol visibility and would provide patro
incidents. The selection of this
patrol units become unavailable due to critical field
II study.
Station command would be made during the Phase
s by approximately 24%.
Proposal A reduces current law enforcement cost
Proposal B reduces current law enforcement cost
ty for increased traffic

Both proposals include a Dedicated Motorcycle Depu
s by approximately 5%.
enforcement.
gned to the Sierra Madre

Both proposals include a Dedicated Investigator assi
Police Station.
gnment Sergeant for

Both proposals include a Dedicated Special Assi
.
direct liaison with Sierra Madre City Officials and staff
nt Deputy.
Proposal B includes a Dedicated Special Assignme
personnel for 24/7 Police

Proposal B includes increased Dedicated Sergeant
Station coverage.
34
PROPOSED SHERIFF PROGRAMS

The following personnel and programs are included in this proposal.
Traffic Enforcement
would be
Both proposals include the deployment of a full time Motorcycle Deputy who
program is
deployed on a flexible schedule during the week. The traffic enforcement
traffic
coordinated through the Sheriff's Traffic Services Detail which provides
hout Los
enforcement training to all municipal police agencies (except LAPD)throug
s policy is to
Angeles County. Unlike some municipal agencies, the Sheriff's Department
investigate and prepare reports for both injury and non-injury collisions alike.
Special Assignment Deputy and Sergeant
nt. This
Both proposals include the deployment of a Special Assignment Sergea
Madre. It is the
Sergeant would become the direct liaison supervisor to the City of Sierra
ts from the
Sergeant's responsibility to perform and manage specific enforcement reques
. This
City. Proposal B includes the deployment of a Special Assignment Deputy
ons at
Deputy, who receives additional bonus pay, can perform a wide variety of functi
be increased
the direction of the City. One suggested deployment for this Deputy could
not be
directed patrol to combat residential and vehicle burglaries. This position would
y
utilized to supplant contracted patrol vacancies. The Deputy would be directl
supervised by the Special Assignment Sergeant.
Dedicated Investigations
Sierra
Both proposals include a dedicated Investigator Deputy assigned directly to the
nal
Madre Police Station. This Investigator's workload will be supported by additio
n
investigators and supervisors from either the Altadena or Temple City Sheriff Statio
commands. This Investigator enhances the Detective services for the City of Sierra
Madre and would be responsible for investigating a wide variety of crimes.
35
SUMMARY OF PROPOSAL A
3,421,292
ice Department's current budget is $
It is estimated that the Sierra Madre Pol
City of Sierra
te law enforcement coverage for the
ple
com
es
vid
pro
A
al
pos
Pro
ly.
ual
ann
s to an
of $2,607,461 annually. This equate
rate
r
yea
al
fisc
10
9-20
200
the
at
Madre
a 60/a
Madre's law enforcement budget, and
estimated 24% cost savings in Sierra
same.
. Sworn personnel totals remain the
increase in full time civilian personnel
~---SIERRA MADRE POLICE DEPT.
LASD PROPOSAL "A"
Altadena or Temple Captain
Police Chief
Altadena or Temple WC
Captain
Sergeants
Sergeants
Deputies
10
Police Officers
Detectives
Detectives
Motorcycle Deputies
Motorcycle Officers
Additional Deputies
Corporals
Civilian Personnel
Civilian Personnel
23
TOTAL PERSONNEL
26
TOTAL PERSONNEL
TOTAL COST
$3,421,292
TOTAL COST
36
$2,607,461
SUMMARY OF PROPOSAL B
$ 3,421,292
It is estimated that the Sierra Madre Police Departments current budget is
City of Sierra
annually. Proposal B provides complete law enforcement coverage for the
es to an
Madre at the 2009-2010 fiscal year rate of $3,246,895 annually. This equat
and an
estimated 5% cost savings in Sierra Madre's law enforcement budget,
approximate 35% increase in full time sworn and civilian personnel.
LASD PROPOSAL "B"
SIERRA MADRE POLICE DEPT.

1
Altadena or Temple Captain
Captain
Altadena or Temple WC
Sergeants
Sergeants
10
Police Officers
Deputies
10
Detectives
Detectives
Motorcycle Officers
Motorcycle Deputies
Corporals
Additional Deputies
Civilian Personnel
Civilian Personnel
TOTAL PERSONNEL
23
TOTAL PERSONNEL
31
TOTAL COST
TOTAL COST
$3,421,292
37
Police Chief
$3,246,895
~~ ~ nC~
~~
~, .
`
-'_"mot
~Er
~ ~' Tr~drlio~ p~
OUR CORE VALUES

As a leader in the Los Angeles County Sheriff's Department,

PREFACE
as well as the more than 1 million residents throughout the unincorporated
communities. Law enforcement service is also provided to the Metropolitan Transit
Authority, the Southern California Regional Rail Authority, Los Angeles Community
Colleges, and a multitude of other public and private entities. The system of community
oriented policing is a coordinated, well managed and cost efficient program designed
with each individual community's needs in mind.

Section 51301 of the California Government Code, and Section 56 (et seq.) of the Los
Angeles County Charter.
service to the City of Pomona. Information contained in this proposal was obtained
from documents provided by the City of Pomona, the Pomona Police Department and
publicly available information.
INTRODUCTION
Phase
This Phase I study provides a preliminary assessment of annual costs for contract law
enforcement services for the City of Pomona, based on a comparative service level. It
is not restrictive and can be further adapted to meet specific community needs and
desires. This proposal is designed to give the City sufficient information to estimate
their annual operating expenditures, as well as the type of services to be received.
Personnel, facility, and equipment issues are not discussed in this report because of
time and resource constraints.
Phase II
personnel who would be affected by a potential merger. The Phase II study would
Facility
Safety equipment
Vehicles
Personnel issues
Communications
Fixed assets
elect to begin a contract relationship, the necessary contracts are signed and the
2
mended that the

Should the City of Pomona elect to request a Phase II study, it is recom
ement level, to
Pomona Police Department provide a person, preferably at the manag
Department.
assist with the Phase II study and serve as direct liaison with the Sheriff's
on the report
A nominal charge is assessed with this phase to cover staff hours worked
and any medical examinations for prospective merger candidates.
a, Chief
The Phase II study can be requested by sending a letter to William T. Fujiok
stration,
Executive Officer of Los Angeles County, Kenneth Hahn Hall of Admini
letter should
500 West Temple Street, Los Angeles, California, 90012. A copy of this
be sent to Sheriff Baca.
er and merger
Provisions in State Law and the Charter of the County allow for the transf
y
of municipal employees, peace officers, and municipal operations into Count
the Sheriff's
Government. The transfer of Municipal Police Department employees into
merger agreement.
Department must be accomplished by the terms and conditions of a
t services
In the event the City should ultimately elect to contract for law enforcemen
Department
with the Sheriff's Department, and thereby merging the Pomona Police
and
personnel into the County work force, every effort would be made to fairly
objectively transfer each affected City employee into County service.
Los Angeles
Municipal employees may be transferred into County service, pursuant to
including (but
County Charter Section 56 spa, according to various prerequisite factors
of duties
not limited to) rank, salary level, tenure, experience, training, and the range
appointment
performed. No independent forecast of the outcome of any individual's
may be made until a Phase II study is concluded.
The Los Angeles County Sheriff's Department has been providing contract law
enforcement services longer than any law enforcement agency in the nation. The
Sheriff's Department pioneered the contract law enforcement movement when the City
of Lakewood incorporated in 1954. Faced with the burdensome costs and public
indebtedness needed to finance its own police department, Lakewood looked for a
method to provide law enforcement services at a reduced cost. Lakewood officials and
the Sheriff's Department formulated the first Contract Law Enforcement Program.
Since that time, 40 of the county's 88 cities have adopted the Sheriff's Department's
One of the most common questions asked by city officials when considering the
contract law enforcement option is, "What are the benefits?" The answer, in short, is
efficient service with significant savings while retaining local control.
Many cities in Los Angeles County have adopted acontract-based approach to

providing City services. Instead of forming their own police or fire departments they
contract with the County of Los Angeles for those services. This approach, often called
the "Lakewood Plan" after the first City to adopt it, has resulted in Los Angeles County
The following information describes just some of the benefits of contracting for law
enforcement services, and is derived from independent studies, audits and
investigations, as well as the observations of contract service recipients, both

issued a report entitled Riskv Business: Providing Local Public Services in Los Angeles
Countv. Part of the purpose for this report was to evaluate the county's role as a
`:..the `contract city'is an efficient means of providing municipal services at both
closely together to provide local services."
"...at both the county and contract city level, those we interviewed resoundingly
felt that the contract city model resulted in the most efficient allocation of services
andwas a positive relationship for both sides."

The Orange County Register ran a series of periodic reports on how local governments
spend tax dollars. One of those reports, published in November 1999, entitled "What
cops cost: Some cities provide police services by contracting out. Are then getting their
money's worth?" examined the use of contract municipal police services through the
county sheriff. Although this report focused on a comparison of the Orange County
Sheriff's Department with that county's independent police agencies, the issues and
benefits of contract law enforcement prove to be the same. The article states:
"As an analysis of budget numbers makes clear, cities that contract with the
"Another advantage: City councils and mayors no longer have to deal with police
"Although aper-capita measure is not the be-all and end-all, it is a good starting
point when comparing cities of different sizes...But even when comparisons are
between similar size cities, the cost differences are significant...But, cost-wise,

sheriff's department should be discussed...those that are willing to consider a

In May 2000, members of the California Contract Cities Association prepared a
document entitled "The Contract Citv Model: Right for California" in response to a report
issued by the California State Controller's Office regarding revenue allocation. This
document provides information which shows that the Contract City Model is a cost
effective, efficient, and successful form of municipal government.
"It has long been a maxim in local government that contracting for law
enforcement or fire service from the county provides a more cost effective
method of meeting the needs of the public. In many cases, this also provides a
higher level of service. For this reason, almost every new city created in the
State of California in the past 50 years has been a contract city, taking
advantage of the vast and huge resources of a county sheriff's department and
tailoring those resources to meet the needs of each individual city or community."
"The contract city model offers tremendous flexibility in meeting the changing
needs of a community. This model also provides the best method of responding
to difficult times such as economic downturns. A contract city is able to meet
changes in service demands quickly and efficiently. This flexibility makes
contract cities much more cost effective and responsive to residents' needs."
"Law enforcement is usually every city's top priority and is the most costly
municipal service. Contracting for law enforcement with regional agencies like
the Los Angeles County Sheriff's Department is extremely cost effective and
offers cities a wide array of crime fighting tools." "By contracting, small cities are
able to tap into existing and vast resources without busting their budgets.
A recenf study showed that the per capita cost of law enforcement services is
significantly lower with contract cities compared to independent cities."
has made it possible for many cities to have the best of both worldsa first rate
and cost effective police force that's also highly accessible and accountable to
residents."
SUMMARY
It is readily apparent that certain significant benefits regarding contract law enforcement
Contract law enforcement provides efficient service: "...an efficient means...most

efficient allocation...f/exibility...widerrange of specialty services...specialized
resources...greater flexibility...maintenance of quality...a first rate police force...no police
unions...no personnel issues...no labor negotiations...no contentious police-related
Contract law enforcement is cost effective: "...less cost...pay less...lower cost...cost

effective...cost differences are significant...cost of law enforcement services is
significantly lower...economical...less expensive...significantcost savings...economies
of scale..."
Contract law enforcement provides local control: "...local control...responsive to

resident's needs...highly accessible and accountable to residents...a positive
relationship..."
concerns, and solutions. Station Commanders confer with City officials regularly to
ensure optimum satisfaction with the quality of services provided by the Sheriff's
Department. While City officials are relieved of the burden of managing day-to-day
policing operations, the Station Commander and City officials work together to identify
goals and programs that create a safer community and strengthen the public's faith in
its local government. Each contracting City, while sharing many common needs with its
,:,~~~,, ~...... _o
SN~R1F'F
City of Norwalk
City of Cerritos
Temple City
~/I~
~_ ~-
.N
~!.
-
4A
,g~SBIJrF
:,~~~
~~"^
t,7rn r~rzuruYr
~.
.~-.~~t~
City of La Mirada
_._
City of Paramount
City of Carson
City of San Dimas
SHERIFF'S CONTRACT SERVICES &DEPARTMENT OVERVIEW

The Sheriff's Department's patrol services are divided among three Field Operations
Regions. The proposed Pomona Sheriff's Station would be part of Region III, which
currently consists of Cerritos Station, Industry Station (La Habra Heights, La Puente),
Lakewood Station (Artesia, Bellflower, Hawaiian Gardens, Paramount), Norwalk Station
(La Mirada), Pico Rivera Station, San Dimas Station, and Walnut Station (Diamond
Bar).
Detectives assigned to Pomona Sheriff's Station will investigate local property crimes
and crimes against persons. The Sheriff's Department's centralized Detective Division,
comprising a variety of specialty units, supplements station detective activities and
investigates certain specific crimes including homicide, fraud, narcotics and vice.
Pomona Sheriff's Station will be commanded by a Captain. Acting for the Sheriff, the
Captain will fill the role of Chief of Police for the community of Pomona, and will
maintain a close working relationship with Pomona city officials. It is the Captain's
responsibility to ensure that the needs and expectations brought forth by Pomona city
officials are addressed, and that an adequate level of service is provided.
Other support services are readily available from nearby field operations stations and
from specialized divisions. Uniform operating procedures, common radio frequencies
and a unified command structure enable the Sheriff's Department to function as a
highly efficient law enforcement agency when handling local emergencies and
countywide disasters.
10
m their relationship with the Sheriff's

Contract cities benefit in many ways fro
of additional services and benefits which are
Department. The following are examples
es at no additional charge:
provided to the Department's Contract Citi
ons
Specialized Enforcement /Investigati
m and high-risk warrant service
Tea
Special Enforcement Bureau -SWAT
ster
Emergency Operations Bureau - Disa
Response and Planning
ement
Safe Streets Bureau -Gang enforc
saturation patrol and investigations
ncy response, including rescue Air-5
rge
Aero Bureau (Helicopter Service) - Eme
ill
in resolving incidents with the mentally
Mental Evaluation Team - Specialists
s
ance teams, vice, forgery/fraud &narcotic
eill
Surv
ns
atio
stig
Inve
zed
iali
Spec
b/arson investigations
Arson/Explosives -Bomb disposal/bom
eau
Victims Bur
Child Abuse Investigations Special
Canine Service
y
from economy of size, but staffing flexibilit
The Sheriff's Department not only benefits
l
implemented without concern for potentia
as well. Staffing changes can be promptly
to affect changes in service levels in a
hiring needs or layoffs. This allows the City
Supervision
, detectives, station administration) is
Basic supervision (field and watch sergeant
plemental or dedicated supervision may be
included in the basic service rates. Sup
to the City.
purchased for specific duties exclusive
ll
All administrative support(management, supervision, clerical, communications,
technical services, etc) is included in the basic cost for service.
Relief Personnel
All personnel necessary to provide coverage for vacation, sick call-ins, IOD, and
elective leave absences are included in the basic cost for service (excluding nonrelieved positions).
Overtime
All routine overtime, including court appearances, late arrests and calls, absences
(relieved positions), etc. is included in the basic cost for service. Special event overtime
is billed separately.
Helicopter Service
The Sheriff's Department provides emergency helicopter service, including rescue
helicopter services, at no additional charge to the recipient Cities. If a city requests
routine service or patrol time, it is billed according to "time over scene" at an hourly rate.
Personnel Selection
The Sheriff's Department is responsible for the selection and assignment of personnel
assigned to basic law enforcement service units. However, Cities are encouraged to be
involved in the selection of personnel for special assignment positions. Should the City
feel that any personnel may not be suited for a particular assignment within the City, the
station commander may be consulted and, when practical, reassignments can be
made.
12
Liability
Liability is included in the basic law enforcement service unit rate with those funds being
transferred into the Contract City Liability Trust Fund. This fund is managed by the
Sheriff's Department's Risk Management Bureau and County Counsel. A Liability Trust
Fund Oversight Committee, consisting of representatives from various contract cities,
serves to review all claims and lawsuits arising from Sheriff contract city services.
Selection of the members to that Committee is made by the contract cities. All liability
costs and coverage is included in the basic service rates.
Overheads
The basic costs for service includes the following components: Salaries (assigned
personnel, relief personnel, management, supervision, detectives, clerical/civilian) and
related Benefits, Overtime (sworn and civilian), Auto (vehicle maintenance and
replacement), Services &Supplies, Department support costs and General County
Overhead.

The Sheriff's Department actively participates in various state and federal grant
programs. The Department currently has more than 35 grant funded positions
deployed in various contract cities. The Sheriff's Department actively seeks, in
conjunction with cities, new grant funding sources and opportunities which serve to
benefit cities and their law enforcement mission
13
PUBLIC TRUST POLICING PROGRAMS

Public trust policing is the use of police resources in a manner that includes the public's
participation in the mission of public safety.
The purpose of public trust policing is to provide a higher level of public safety to
communities such as Pomona. It is incumbent upon law enforcement to recognize that
without the full faith and cooperation of the public, the mission of public safety is
severely impaired.
The process of public trust policing involves moving from what was generally known as
a closed system to an inclusive and open system of public participation in the public
safety mission.
The creative planning of public participation and programs that build public trust is the
responsibility of the public safety service. The following programs are examples of how
the public lends (heir helping hands, eyes, and ears to partner with the Los Angeles
County Sheriff's Department to enhance public safety.
CLEPP(Community Law Enforcement Partnership Program)
This office organizes community groups and programs to fight gangs, drugs and
violence, in addition to providing support to stations through the Volunteers on Patrol
program. It also assists in planning and executing special events, such as sheriff's
station grand openings, town hall meetings, and Neighborhood Watch meetings.
Success Through Awareness and Resistance(STAR)

Since 1985, deputies in the STAR Unit have helped teach drug, gang, and violence
prevention to more than 100,000 youth in 370 Los Angeles County schools each year.
The program is geared toward grades four through seven, when drugs and gangs can
become very influential.
14
Community Academies
These programs are specifically designed to
educate community members on law
enforcement's role. For 13 weeks, they attend
classes which focus on topics such as criminal
law, firearms, internal investigations, patrol
procedures and gang enforcement. They
observe deputies on patrol and tour the
Weapons Training Center, Emergency Operations Bureau, and a custody facility.
Community Advisory Committees
These councils act as liaisons between sheriff's
stations and the communities they serve. They
consist of members selected who best represent
the diversity of the area. They provide direct
input from the public regarding local issues and
assist in the development of programs suited to
their communities.
Ethnic Advisory Councils

There are a dozen councils dedicated to
bridging cultural gaps and connecting with
groups that historically might have felt
disenfranchised. Sheriff Lee Baca meets with
the councils every year to hear their concerns,
facilitate dialogue and discuss the
implementation of programs.
15
vices) Bureau
COPS(Community-Oriented Policing Ser
nd Neighborhood Watch meetings and
Deputies are assigned to each station to atte
the community's needs in terms of qualityconduct door-to-door surveys to determine
S Bureau also runs an outreach program
of-life issues and crime prevention. The COP
in an effort to improve their lives.
that offers social services to the homeless
Uniformed Volunteers
These citizens are the eyes and ears of the
r to
Department in the community. They voluntee
uding
perform non-hazardous patrol duties, incl
dren, and
traffic control, searching for missing chil
conducting residential vacation checks.
Uniformed Reserves
Reserve deputy sheriffs work part time to
They
supplement the Department's manpower.
are professionally trained and sworn law
e
enforcement personnel. They have the sam
powers of arrest and perform general law
calls,
enforcement duties, including responding to
investigating crimes and controlling traffic.
ives
Vital Intervention and Directional Alternat
VIDA
d
This 16-week program aims to help waywar
toward
teenagers get along with parents and look
ly
the future. It includes physical fitness, fami
counseling, and other intervention measures.
16
Youth Activities League(YAL)

Youth Activities Leagues provide a safe,
supportive haven for counseling, educational
tutoring, and after-school recreational activities
for youth. The program includes academic
classes, computer labs, tae kwon do, dance
classes, fishing, overnight camping, cultural
trips, basketball, and soap-box derbies. These
programs provide youth an alternative to gangs and drugs.
Office of Independent Review (OIR)

The Office of Independent Review, staffed by six civil rights attorneys, monitors all
criminal and internal affairs investigations from start to finish. Its goal is to ensure
accuracy, objectivity, fairness, and compliance with the disciplinary standards of the
Department. Based upon its independent viewpoint, OIR may recommend policy and
procedure changes to Department management.
The Sheriff's Department also works with an independent ombudsman, who responds
to the public's complaints regarding the quality or status of any complaint inquiry. This
backup process ensures that all public initiated grievances are heard and explained to
the fullest extent possible.
17
CONTRACT RATE ISSUES

Contract rates are developed by the Los Angeles County Auditor-Controller's Office
pursuant to Section 51350 of the California Government Code (commonly referred to as
the "Gonsalves Bill"). Section 51350 governs what can, and cannot, be charged
through contract rates. It reads, in part:
A county which provides services through its appropriate departments, boards,

commissions, officers or employees, to any city pursuant to contract or as
authorized bylaw, shall charge the city all(hose costs which are incurred in
providing the services so contracted or authorized. A county shall not charge a
city contracting for a particular service, either as a direct or an indirect overhead
charge, any portion of those costs which are attributable to services made
available to all portions of the county, as determined by resolution of the board of
supervisors, or which are general overhead costs of operation of the county
government. General overhead costs, for the purpose of this section, are those
costs which a county would incur regardless of whether or not it provided a
service under contract to a city.
Rates are determined annually by the Auditor-Controller's Accounting Division and are
generally finalized by March preceding the new fiscal year, allowing the City to utilize
this information in the preparation of the City's new fiscal year budget. These rates
remain in effect for the entire fiscal year and do not change, despite any possible
changes in cost to the Sheriff's Department. The only impact on billing would result
from any increase or decrease in the service level requested by the city as part of their
policing strategy. These service level changes can only take effect with the approval of
the City. Contract law enforcement service unit rates are the same for all contract cities.
The following components are included in the Sheriff's Department contract service
rates:
CATEGORY
PERCENTAGE
44.76%
Overhead Salaries (sworn &non-sworn)
12.61
Employee Benefits (sworn
30.42%
&
Salaries (sworn)
nnn-sworn)
Overtime
1.42%
1.33%
Services &Supplies
.91
.84%
Department Support
7.1
.61
Total
100%
19
POMONA CITY COUNCIL

The seven member City Council appoints the City Manager to function as the Chief
Administrator of the City. The City Council sets the policy direction for the City,
incorporating public input received directly from local citizens and several Councilappointed city commissions. The City Manager is charged with implementing City
Council directions, keeping the City Council informed of City operations, preparing the
annual budget and coordinating department activities.
Elliott Rothman
Mayor
Danielle Soto
Council Member
District 1
Freddie Rodriguez
Council Member
District 2
Cristina Carrizosa
Council Member
District 3
Paula Lantz
Council Member
District 4
Tim Saunders
Council Member
District 5
Stephen Atchley
Council Member
District 6
POMONA COMMUNITY PROFILE

The City of Pomona was incorporated on January 6, 1888. Pomona has acouncil/city
manager form of government and in 1911 became a charter city. Pomona encompasses
22.85 square miles, and boasts a strong work force and attractive shopping. Pomona is the
fifth largest city in Los Angeles County with a population of 149,473(as of the 2000
census).
Demographics:
Area
Population
Median Age
22.85 square miles

*149,473
26.5 years
Industry:
Agriculture
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation
Information
Finance
Professional Services
Education
Entertainment
Other
Property Tax
Sales and Use Tax
Utility Tax
Other Taxes
Fines
Use of Money
Intergovernmental Revenue
License and Fees
Miscellaneous Revenue
Transfers In
Prospective Revenue
Total Revenues
Distribution by age
U p to age 19
19-24
25-44
45-64
65+
0.5%
7.1
20.7%
5.5%
10.9%
4.8%
2.7%
5.1
9.3%
17.2%
7.4%
3.3%
5.5%
$29,139,450
$13,563,100
$18,750,000
$10,626,700
$2,090,000
$813,296
$1,820,200
$4,742,593
$2,211,355
$2,558,433
$5,702,145
$92,017,272
57,627
13,491
45,647
23,157
9,551
21
Income Profile:
Household Incomes
Less than $10,000
$10,000 to $14,999
$15,000 to $24,999
$25,000 to $34,999
$35,000 to $49,999
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999
$150,000 to $199,999
$200,000 or more
Occupations:
Service Occupations
Sales and Office
Farming, Fishing
Construction
Production, Transportation
Total Pomona Employment:
$37,997
9.8%
6.7%
14.9%
12.7%
17.1%
18.7%
10.1%
7.0%
1.4%
1.6%
22.2%
17.2%
24.5%
0.4%
11.4%
24.3%
53,512
General Fund Appropriations FY 09-10:

$4,550,744
General Government Services
5
$45,020,38
Police Department
$23,184,423
Fire Department
$2,390,638
Community Development
204,597
$2,
Library
$14,665,752
Other
$92,016,539
Total Appropriations:
Sources: City of Pomona Website &

*The California Department of Finance reported the City
of Pomona's population as of 2009 to be 162,817.
However, a more detailed breakdown of demographic
and financial information was not available.
RTMENT
CITY OF POMONA POLICE DEPA
Budget
get
FY 2010-11 Police Department bud
the
,
ice
off
r's
age
Man
y
Cit
the
to
According
t the City
report. However, it is reported tha
s
of
thi
e
tim
the
at
ng
goi
on
e
deliberations wer
artment will be approximately $36
Dep
ice
Pol
the
for
get
bud
11
0of Pomona's FY 201
account for
ted Police Department budget would
million. If this holds true, this estima
ns, which are
2009-10 general fund appropriatio
FY
y's
Cit
the
of
%
39
y
tel
ima
rox
app
perty taxes,
three City revenue sources are pro
top
The
ion.
mill
2
$9
r
ove
t
jus
at
budgeted
es.
utility taxes, and sales and use tax
Personnel
it is unknown
rations at the. time of this report,
ibe
del
get
bud
y
Cit
g
din
pen
the
Based on
2010-11.
na Police Department will be for FY
mo
Po
the
of
th
eng
str
ed
get
bud
l
what the fina
ons, and
ment had 172 full-time sworn positi
As of April 2010, the Police Depart
FY
icipated upon final approval of the
ant
is
It
.
ons
iti
pos
orn
-sw
non
approximately 146
h sworn and nonget that a significant number of bot
bud
t's
men
art
Dep
ice
Pol
11
0201
strength of the
reby greatly reducing the budgeted
the
d,
ate
min
eli
be
will
ons
iti
pos
sworn
munity.
service hours delivered to the com
rol
pat
the
,
tly
uen
seq
sub
,
and
t
Departmen
22
POMONA POLICE FACILITY
Pomona Police Station

490 W. Mission Boulevard
Pomona, CA 91766
(909)622-1241
The Pomona Police Station is a full service station with a functioning jail and a
communications center with dispatching capabilities. The station is open to the public on a
24/7 basis. The station provides offices for all police services and does not share office
space with any other City Department.
23
POMONA POLICE DEPARTMENT COMMUNICATIONS

The Pomona Police Department is currently a member of the ICIS network. The ICIS
network consists of individual municipal radio systems linked together to create a wide area
communications system shared by more than 20 agencies, serving more than 1 million
citizens in the greater Los Angeles area. Pomona currently has six ICIS channels.
The Los Angeles County Sheriff's Department is working diligently toward a new
communications system. This system is called LA-RIGS (Los Angeles Regional
Interoperable Communications System). LA-RIGS is a collaborative effort of law
enforcement, fire service and health service professionals, with elected and appointed
officials, to implement a regional interoperable radio communication system. The new
system will allow interagency coordination and response to routine, emergency and
catastrophic events countywide. This system is the future of communications in Los
Angeles County. It will provide improved response to the region's 10 million residents. It
will be an essential component to emergency planning and response to the potential
threats the Los Angeles Region faces against a serious terrorist attack.
Pomona's ICIS communications system and the Sheriff's Department's current analog
radio system are not compatible. The short-term goal would be to fully build out the
Sheriff's Communications System to allow the new Pomona Sheriff's Station to be fully
functioning with all dispatch, 911, and radio capabilities. The Sheriff's Department's
existing Computer Aided Dispatch and Radio Systems would have to be expanded to add
another Sheriff's Station. Both local and remote radio site infrastructure would need to be
enhanced. Engineering studies would have to be completed and on-site visits to the
existing Pomona facilities would need to occur. This solution provides all the services and
capabilities of any existing Sheriff's Station. Following this communications changeover,
the Sheriff's Department would continue on its path toward the full implementation of the
LA-RIGS communications system. The full build out of this communications system would
be at considerable cost. A detailed cost estimate would be provided in the Phase II study.
POMONA POLICE DEPARTMENT PERSONNEL

The currently assigned sworn and non-sworn positions, as of April 2010, for the Pomona
Police Department are outlined below. The information was taken from deployment data
provided by the Pomona Police Department entitled, "Schedule of Deployment for Police
Department Personnel by Shift and Hours." The data consisted of lists of sworn and nonsworn full-time and part-time Pomona Police Department personnel, separated into four
sections (Operations Division, Investigative Services, Chief's Office Roster, and
Administrative Services).
The following deployment represents the total number of sworn and non-sworn police
personnel. This number of personnel does not represent the number of officers actually
available to provide patrol service hours to the community. Personnel variances such as
vacation time, compensatory time, sick call-ins, injuries, FMLA, and training days need to
be taken into account to determine the actual number of officers deployed into the
community for any given shift. Additionally, this deployment does not accurately reflect the
projected cuts to services or personnel, expected to occur sometime in June 2010. LASD
was unable to complete a comparative analysis of the current patrol service hours
delivered to the Pomona community for this report, due to the absence of in-service sheets
and other deployment data not provided by the Pomona Police Department.
Sworn Personnel
TDTAL
Non-Sworn Personnel
TQTAL
Police Chief
Operations Division
Captains
Investigative Services Division
27
Lieutenants
Chief's Office
Sergeants
21
Administrative Services Division
109
Corporals
15
Detectives
26
Officers
101
Total Regular Sworn
172
Total Non-Sworn
146
25
POMONA STATISTICAL DATA

The following pages represent the criminal, traffic and arrest statistics reported by the
Pomona Police Department for the calendar years 2005 through 2009. These statistics
were reviewed and analyzed by the Los Angeles County Sheriff's Department in the
preparation of this proposal. A crime rate comparison table is also included in this section
of the report. The Sheriff's Department tabulates its crimes by Uniform Crime Reporting
standards. The tables and graphs on the upcoming pages use crime statistics obtained
from both the FBI and the California Department of Justice.
The crime rate comparison table depicts city crime rate comparisons between the City of
Pomona, various contract cities policed by the Los Angeles County Sheriff's Department,
and neighboring independent cities located adjacent to Pomona. The contract cities
included in the comparison were chosen because of their geographical proximity to the city
of Pomona and/or their similar population totals. In creating these crime rate comparisons,
the Sheriff's Department used the standardized per capita population 10,000 variable,
rather than the 100,000 population variable which is used by the State of California as well
as the FBI. This makes the rates more significant in view of the population distribution
among the independent and contract cities.
26
POMONA CRIME STATISTICS
Listed below is the total number of Part I Crimes and Arrests handled by Pomona Police
Department personnel for 2005-2009.
Reported Part I Crimes

Crime
2005
2006
2007
2408
2009
Homicide
21
19
27
21
1.7
Rape
44
17
32
37
46
Robbery
385
464
485
463
344
Aggravated Assault
785
752
691
638
561
Burglary
997
1026
972
1101
854
Larceny
2774
2767
3085
2663
2273
Motor Vehicle Theft
1538
1419
1155
1176
1007
Arson
25
22
22
22
39
Total
6569
6486
6469
6121
5141
Arrest Statistics
Actjvity
2005
206
2007
2008
2409
Bookings
8848
8290
8106
6937
6688
Arrests
1630
1803
3785
3262
3163
Total
10478
10093
11891
10199
9851
27
POMONA TRAFFIC STATISTICS
Listed below is the total number of Traffic Bureau incidents handled by Pomona Police
Department personnel for 2005-2009.
Traffic Collisions and DUI Arrests

2005
2Q06
2007
2008
20U9
Traffic Collisions
1978
1646
2062
1812
1646
DUI Arrests
684
739
635
661
707
Citations
2005
2006
X007
2008
2009
Moving Traffic Citations
11275
9334
17638
20637
25070
Parking Citations
24395
24151
27819
29478
30220
52.5
139.6
Burglary
Larceny
316.7''
2.4*
160
0.2
294.7
1.9
32.3
134.7
93.2
13.1
71.6*
33.5
17.5
39.5
6.6
6.6
2.7
0.5
150,782
29
nia Department of Finance revised 2009 estimates.

City Population values were taken from the Califor
of Justice - Criminal Justice Statistics Center.
ment
Depart
nia
Califor
Information obtained from 2009
`*'Denotes highest rate in crime category
Total
Arson
GTA
34.5*
Assault
61.8'
21.1 *
0.8
1.0
2.8*
92,550
162,817
Robbery
Rape
Homicide
Population
f~cr a#
Compavisn~
241
2.1
55.8
105
36.3
22.8
16.3
1.5
1.2`
109,612
243
13.3
155.9*
45.4
16.6
2.5
0.3
36,744
2U0.1
2.2
18.5
115.3
39.9
15.5
7.3
1.1
0.3
176,494
OR SIMILAR CONTRACT CITIES (PART I CRIMES)

CRIME RATES OF POMONA AND NEIGHBORING
Sang Clarita
San Dimas
Norwalk
Palmd~e
Walnutf0~mond 8a~
~~y at Pomona
Per Capita 10,000 Population
6.9
48.6
138.1
26
1.1
233.1
8.2
10
64.9*
160.1
27.7
2.5
275.3
16.5
22.7
57
185.5*
55.1
2.7*
342.6`
21.1
34.5'
52.5
139.6
61.8'
2.4
315.7
Robbery
Assault
Burglary
Larceny
GTA
Arson
Total
City Population values were taken from the California Department of Finance revised 2009 estimates.
Information obtained from 2009 California Department of Justice -Criminal Justice Statistics Center.
"'Denotes highest rate in crime category
11.2
1.1
1.8
2.8*
2.8*
Rape
*
0.1
0.1
0.3
1.0*
Homicide
177,051
Rancho
Cucamonga
84,053
Chino
172,908
Ontario
162,817
City of Pomona
Population
Item of Comparison
CRIME RATES OF NEIGHBORING INDEPENDENT CITIES (PART 1 CRIMES)
~;,q~
300.0 -' ~,
_
-~
R
a
c6
Q~
~.
Statistics Center
v~
r
o~
rid
li
1
~~ ~ ~
31
1000 - ~.
2~~~
3000 -; ~-
4000 -,
5000 -~~~
January 1 December 31, 2009
Total Part 1 Crime
Part I Crime in Pomona and Other Cities
of Justice - Criminal Justice

Crime Data Source: California Department
1~~.~
t ~S~`
200.0 -` ` ,
.._ ::
~:.At
a
~; 150.0 -~;,.
o
0
o
a 250.0 -"~`,.-:'
350A _, .~
~~ -~~
~~,, ti
C ~i
~ ;
vl ~
rn
E UNIT
DEPUTY SHERIFF SERVIC
e method of
important to understand th
is
it
al,
pos
pro
ng
ffi
sta
s
thi
To fully understand
nt
nt. The Sheriff's Departme
me
rt
pa
De
f's
rif
She
e
th
by
contract staffing utilized
level of
personnel, but for a specific
of
er
mb
nu
ic
cif
spe
a
for
generally does not contract
ensure that the
rsonnel are then provided to
pe
of
er
mb
nu
y
ar
ss
ce
ne
service. The
y employees take
ughout the year, typical Cit
ro
Th
.
ed
in
ta
in
ma
ly
per
pro
service level is
g a staffing
ctive leave, typically causin
ele
d
an
ry
to
sa
en
mp
co
e,
vacations, sick tim
rtment
absence of a Sheriff's Depa
e
th
,
on
is
ar
mp
co
In
e.
nc
shortage in their abse
y
vice as we are contractuall
ser
of
el
lev
e
th
ct
pa
im
t
no
employee generally does
t of
e obligations are met as par
es
Th
el.
lev
e
vic
ser
ed
at
gn
obligated to meet that desi
y will
City. This guarantees the Cit
e
th
to
st
co
l
ona
iti
add
t
the basic service cost, withou
t interruption.
d and is paying for, withou
te
es
qu
re
s
ha
it
el
lev
e
vic
receive the ser
proximately 224
sworn employee works ap
nt
me
rt
pa
De
f's
rif
She
or
The average Police
d elective
, vacation time, sick time an
off
ys
r
da
ula
reg
ng
eri
sid
days annually when con
e the
s there is nobody to replac
an
me
s
thi
,
es
ci
en
ag
ice
pol
leave time. For municipal
ed, thereby resulting in a
nd
pe
ex
is
me
ti
er
ov
ss
le
un
officer during his/her absence,
for its
Sheriff Service Unit"(DSSU)
y
ut
ep
"D
e
th
es
liz
uti
nt
me
The Sheriff's Depart
nel,
sheriff but the relief person
ty
pu
de
a
t
jus
t
no
is
SU
contract services. A DS
ort and
clerical, administrative supp
,
ics
ist
log
d
an
t
en
pm
ui
eq
supervision, management,
for the designated period of
e
vic
ser
t
en
em
rc
fo
en
w
la
e
supplies necessary to provid
nel and service
e item budget all the person
lin
to
ed
ne
y's
Cit
e
th
s
ate
time. This elimin
ses service
the City increases or decrea
As
.
nt
me
rt
pa
de
ice
pol
ir
expenditures for the
ed by the
of "overhead" services requir
nt
ou
am
e
nat
tio
por
pro
e
th
levels, it only pays for
32
ONENTS
MP
DEPUTY SHERIFF SERVICE UNIT CO
se
of the Deputy Sheriff Service Units. The
t
cos
the
in
ed
lud
inc
are
ms
ite
ing
The follow
port to the Service Unit.
are overhead items which act as sup
Departmental Management
Overtime Except Special Events)

Watch Deputies
Jai~er5
Watch Commanders
Use of Vehicles and MaintenanceSuper~isian Patrol8~ Watch Sgts.
Investigators
Administration and Clerical
Services and Supplies
~i
the
of annual days of service provided by
ber
num
of
the
e
mpl
exa
an
is
ing
low
The fol
ce officer
when compared to the standard poli
Deputy Sheriff Service Unit(DSSU)
deployment process.
Position
Days of Annual Service
(1) Police Officer
224 days (approx.)
224 days (approx.)
261 days
(1) DSSU (56 hr)
365 days
, 7 days per
a Deputy Sheriff for 8 hours each day
The standard 56 hour DSSU provides
costs. This
includes all support personnel and
week, 365 days per year. The DSSU
ences,
cted by regular days off, vacation abs
ffe
una
l,
leve
fing
staf
t
ten
sis
con
a
s
ensure
ific
Because the City contracts for a spec
off.
e
tim
tive
elec
or
es,
enc
abs
ess
injury or illn
sistent. The Sheriff's Department
con
ain
rem
els
lev
t
men
loy
dep
e,
tim
level of service
receiving the
on a daily basis to ensure the City is
tracks and audits the service levels
33

PROPOSED POMONA DEPLOYMENT AND COST
The following patrol staffing proposal is a suggested deployment for the City of
Pomona. It reflects a suggested deployment configuration utilizing the number of
personnel provided by this proposal.
The Sheriff's Department intends to deploy all Pomona patrol units and personnel for
24 hour law enforcement coverage out of the existing Pomona Police Station. All patrol
deployment units will be filled daily and service will not be interrupted for vacancies
such as vacations, sick calls, holidays, and injured on duty personnel.
The following deployment cost summary includes a 4% liability insurance charge. Each
LASD contract city pays 4% of their total contract costs into a Liability Trust Fund. The
funds are collectively maintained and managed in a separate fund.
The total deployment cost of $32,539,479 is for contracted services based on the
2010-2011 fiscal year costs. As previously mentioned, law enforcement service costs
are determined by the Los Angeles County Auditor-Controller and renewed annually.
FY 2Ui0-11 Cost
Pomona Sheriff's Station Staffing Total
$32,539,479
243
PARTMENT PROPOSED
LOS ANGELES COUNTY SHERIFF'S DE
NT
POMONA PATROL DEPUTY DEPLOYME
Shift
AM (0600-1400 hours)
PM (1400-2200 hours)
Supplemental Units
Non-relieved
Number of
Patrol Units
Deputies
Required
13
21.21
56 hour Traffic Unit
6.53
56 hour. Criminal Unit
17
27.75
8.16
24
39.17
8.16
40 hour Motor Unit

(5/8 or 4/10 schedule)
Youth Services/
Community Services Deputy
Special Problem Deputy
Gang Deputy
91
134
Unit Type
35
Units
5
Traffic
Units
7soo
1600
y7o0
taoo
Patrol
Units
2200
P300
~.g~nts
0400
0500
2
Fie}d
0300
0200
0100
2400
4
Traffic
Units
~3
Zy~
2000
2
Field
Sergeants
1900
24
Patrol
~~o
1300
1200
2
Fleld
~rgeants
Traffic
ltn{ts
1000
1100
~7
patrot
Unity
SUNDAY
oeoo
oaoo
0700
0600
Hours
Sergeants
2
Fieiq
Schedule
Flexible
Deputies
Patrol
Unita
4
~~~~~
Units
Ga^9
8
Special
P~Ob~~m
Deputies
4
Youth &
Camm.
Services
Deputies
ry~otors
13
Field
Sergeants
5
Traffic
Units
Units
24
Patrol
2
Ffeld
Sergeants
$
Traffic
U n ita
17
Patrol
Units
MONDAY
Sergeants
Field
4
Traffic
Units
Patrot
Units
13
Field
Sergeants
5
Traffic
Units
Units
24
Patrol
2
Field
Sergean#S
__
r~~~G
Units
17
Patrol
Units
Schedule
Flexible
Deputies
Gang
SP~~a~
Problem
Deputies
4
Youth &
Comm.
Services
Deputies
Motrs
TUESDAY
36
Schedule
Flexible
Deputies
Gang
Sp~~a~
Problem
Deputies
4
Youth &
Comm.
Services
Deputies
Motrs
Sergeants.
Field
4
Traffic
~y~~~
Patrol
Units
13
Field
Sergeants
5
Traffic
Units
Units
24
Patrol
2
F1eld
Sergea7~ts
5
Traffic
Units
17
Patrol
Units
WEDNESDAY
Sergeants
Field
4
Traffic
Units
Patrol
Units
13
Field
Sergeants
5
Traffic
Units
Units
24
Patrol
2
Fleld
Sergeants
5
~rat#ic
Units
i7
Patro!
Units
Schedule
Flexible
Deputies
Gng
Sp~~a~
Problem
Deputies
4
Youth &
Comm.
Services
Deputies
Motrs
Sergeants
Field
4
Traffic
~~~~
Patrol
Units
~3
Field
Sergeants
5
Traffic
Units
Units
24
Patrol
2
Field
Sergeants
S
Traffic
Units
17
Patrol
Units
Schedule
Flexible
Deputies
Gang
SP~~a~
Problem
Deputies
4
Youth &
Comm.
Services
Deputies
Moors
FRIDAY
SERVICE LEVEL
THURSDAY
R PROPOSED PATROL
SHERIFF DEPLOYMENT FO
Sergeants
Field
4
Traffic
Units
2
Patrol
Units
y3
2
Field
Sergeants
5
Traffic
Units
Units
24
Patrol
2
Field
Sergeants
5
Traffic
Units
f7
Patrol
Units
SATURDAY
BENEFITS OF PROPOSAL
tion as part of this proposal:
given considera
The following benefits were
mona
x. 9.6% savings to reported Po
ro
pp
(A
ts
cos
t
en
em
rc
fo
en
Reduction in law
for 2010-11).
Police Department budget
.
public 24 hrs, 7 days a week
the
to
en
op
in
ma
re
l
wil
n
tio
The Pomona Police Sta
ed
police neighboring unincorporat
to
s
end
int
nt
me
rt
pa
De
f's
The Sherif
oyment and
which will enhance patrol depl
n,
tio
Sta
na
mo
Po
the
om
fr
communities
rmined
ncorporated areas will be dete
uni
ng
ori
ghb
nei
e
es
Th
y.
visibility in the Cit
dy.
in the Phase 2 feasibility stu
14 Traffic Units, and 1 Traffic
,
ors
Mot
5
h
wit
t
en
em
rc
fo
Emphasis on Traffic En
Investigator, Bonus I.
lem Deputies
t Teams with 8 Special Prob
en
em
rc
fo
En
ed
liz
cia
Spe
Enhanced
and 6 Gang Deputies.
ons).
puties (wide variety of functi
De
es
ic
rv
Se
ty
ni
mu
om
/C
4 Youth Services
r patrol service hours
Deputies delivering greate
rol
pat
of
er
mb
nu
sed
rea
Inc
deployment.
ice Department patrol officer
Pol
na
mo
Po
ng
sti
exi
to
ed
compar
f Station and acting
mmanding the Pomona Sherif
co
n
ai
pt
Ca
nt
me
rt
pa
De
Sheriff's
l have full access
e City Officials and staff wil
Th
y.
Cit
the
for
ice
Pol
of
ef
as the Chi
idance
staff to provide direction and gu
ve
ati
str
ini
adm
r
/he
his
d
an
to the Captain
sion.
in their law enforcement mis
37
RTMENT PATROL SERVICES
ENHANCED SHERIFF'S DEPA
Traffic Enforcement
f's Traffic Services
m is coordinated through the Sherif
gra
pro
nt
eme
orc
enf
fic
traf
e
Th
agencies
nt training to all municipal police
eme
orc
enf
fic
traf
es
vid
pro
ch
whi
Detail
ncies, the
County. Unlike some municipal age
s
ele
Ang
Los
t
hou
oug
thr
)
PD
(except LA
ury and
te and prepare reports for both inj
iga
est
inv
to
is
icy
pol
t's
men
Sheriff's Depart
non-injury collisions alike.
Special Problem Teams
se
(8) Special Problem Deputies. The
of
t
men
loy
dep
the
es
lud
inc
al
This propos
Suggested
ctions at the direction of the City.
fun
of
y
iet
var
e
wid
a
m
for
per
Deputies can
on
glary/Grand Theft Auto Suppressi
Bur
a
as
be
ld
cou
es
uti
Dep
se
deployments for the
fill behind
itions would not be utilized to
pos
e
es
Th
t.
Uni
ism
dal
Van
Unit, or Graffiti and
l Assignment
would be supervised by a Specia
es
uti
Dep
e
Th
.
ies
anc
vac
rol
pat
for coordinating these activities.
le
sib
pon
res
be
ld
wou
o
wh
nt,
Sergea
Ganq Teams
These Deputies
loyment of(6) Gang Deputies.
This proposal includes the dep
uties work in
street gangs in the city. These dep
by
ted
mit
com
mes
cri
te
iga
est
inv
orcement
s Bureau (OSS), other law enf
eet
Str
e
Saf
ion
rat
Ope
h
wit
on
cti
conjun
.
agencies, probation, and parole
ograms Deputy
Youth Services /Community Pr
munity Programs
loyment(4) Youth Services /Com
dep
the
es
lud
inc
al
pos
pro
s
Thi
nate the activities of
deployed into schools or coordi
be
y
ma
es
uti
Dep
e
es
Th
es.
Deputi
oughout the City.
community relations programs thr
38
~,
SUMMARY OF PROPOSAL
POMONA SHERIFF'S STATION
PROPOSED STAFFING
~~
wv. , ,o
~~ ~~~
fsert~~
~~
-~1ra,tt~tian
o s~n~ei8so
approximately $36,000,000
It is reported that the Pomona Police Department's budget will be
cement coverage for the
annually for FY 2010-11. This proposal provides complete law enfor
ly. This equates to an estimated
City of Pomona at the FY 2010-11 rate of $32,539,479 annual
, while providing an 11%
9.6% cost savings in Pomona's reported law enforcement budget
tment as of April 2010.
increase in sworn personnel as reported by Pomona's Police Depar
ndent, regional station with no
It is recommended that the Pomona Sheriff Station be an indepe
based upon the assumption
al
management reliance on any other sheriff station. This propos is
tment facility. In addition, some
that the Sheriff's Department will utilize the current police depar
the Pomona Station, thereby
neighboring unincorporated communities will be serviced from
increasing the number of patrol deputies assigned to the station.
worn staffing which would
The following personnel will constitute the estimated sworn and non-s
be assigned to the Pomona Sheriff Station.
TOTAL POMONA SHERIFF STATION
STAFFING:
CONTRACT POSITIONS
LIEUTENANT
SERGEANT
DEPUTY
BONUSIDEPUTY
LAW ENFORCEMENT TECH
COMMUNITY SERVICE ASST
STATION CLERK II
1
8
134
10
4
4
2
CAPTAIN
LIEUTENANT
SERGEANT
DEPUTY
BONUS I DEPUTY
BONUS II DEPUTY
STATION CLERK II
COMMUNITY SERVICE ASST
CUSTODY ASSISTANTS
EVIDENCE &PROP CUST I
OPERATONS ASST II
SECRETARY V
SUPER STATION CLERK
SENIOR CLERK
TELEPHONE OPERATOR
STATION OVERHEAD POSITIONS

CAPTAIN
LIEUTENANT
SERGEANT
BONUS I DEPUTY
BONUS II DEPUTY(MFTO)
STATION CLERK II
CUSTODY ASSISTANTS
EVIDENCE &PROP CUSTODIAN I
OPERATIONS ASST II
SECRETARY V
SUPER STATION CLERK
SENIOR CLERK
TELEPHONE OPERATOR
1
6
14
16
1
14
14
7
1
1
1
1
1
2
1
7
22
134
26
1
18
16
4
7
1
1
1
1
1
2
TOTAL SWORN
TOTAL NON-SWORN
191
52
TOTAL STAFFING
243*
'
Does not include additional Deputies serving unincorporated areas.
39
..~
OUR CORE VALUES

PREFACE

service to the City of Cudahy. Information contained in this proposal was obtained from
documents provided by the City of Cudahy, the Maywood /Cudahy Police Department
and publicly available information.
INTRODUCTION
Phase
This Phase 1 study provides a preliminary assessment of annual costs for contract law
enforcement services for the City, based on a comparative service level. It is not
restrictive and can be further adapted to meet specific community needs and desires.
This proposal is designed to give the City sufficient information to estimate their annual
operating expenditures, as well as the type of services to be received. Personnel,
facility, and equipment issues, commonly referred to as "start-up costs", are not
discussed in this report because of time and resource constraints.
Phase II
personnel who would be affected by a potential merger. The Phase II study would
1.
2.
3.
4.
5.
6.
7.
Facility
Safety equipment
Vehicles
Personnel issues
Communications
Fixed assets
a
contract relationship, the necessary contracts are signed and the

elect to begin
ended that the

uest a Phase II study, it is recomm
req
to
ct
ele
hy
da
Cu
of
y
Cit
the
Should
h the Phase it
management level, to assist wit
the
at
y
abl
fer
pre
,
son
per
a
e
City provid
lly, a
Sheriff's Department. Additiona
the
h
wit
n
iso
lia
ect
dir
as
ve
study and ser
d for
artment will need to be identifie
Dep
ice
Pol
d
oo
yw
Ma
the
m
representative fro
s phase to cover staff work on the
thi
h
wit
ed
ess
ass
be
y
ma
rge
inquiries. A nominal cha
Phase II study.
letter to William T. Fujioka, Chief
a
g
din
sen
by
ted
ues
req
be
The Phase II study can
stration,
nty, Kenneth Hahn Hall of Admini
Cou
s
ele
Ang
Los
of
r
ice
Off
ive
Execut
f Baca.
s CA 90012., with a copy to Sherif
500 W. Temple Street, Los Angele
ger
nty allow for the transfer and mer
Cou
the
of
r
rte
Cha
the
and
w
La
Provisions in State
nty
municipal operations into Cou
and
rs,
ice
off
ce
pea
,
ees
of municipal employ
ees into the Sheriff's
icipal Police Department employ
Mun
of
er
nsf
tra
e
Th
t.
men
ern
Gov
agreement.
terms and conditions of a merger
the
by
hed
lis
omp
acc
be
t
mus
t
Departmen
orcement services
tely elect to contract for law enf
ima
ult
uld
sho
y
Cit
the
nt
eve
In the
rently outsourced
ce the policing services are cur
sin
and
t,
men
art
Dep
f's
rif
She
with the
ly.
ditions of a merger would not app
con
and
ms
ter
the
d,
oo
yw
Ma
of
with the City
ing contract law
s Department has been provid
iff'
Sher
nty
Cou
s
ele
Ang
Los
The
. The
enforcement agency in the nation
law
any
n
tha
ger
lon
es.
vic
ser
nt
enforceme
y
enforcement movement when the Cit
law
ct
tra
con
the
red
nee
pio
t
men
Sheriff's Depart
lic
h the burdensome costs and pub
wit
ed
Fac
4.
195
in
ted
ora
orp
of Lakewood inc
od looked for a
its own police department, Lakewo
e
anc
fin
to
ded
nee
ess
edn
ebt
ind
od officials and
services at a reduced cost. Lakewo
nt
eme
orc
enf
law
e
vid
pro
to
hod
met
nt Program.
the first Contract Law Enforceme
d
ate
mul
for
t
men
art
Dep
f's
rif
the She
ment's
have adopted the Sheriff's Depart
es
citi
88
's
nty
cou
the
of
40
e,
tim
Since that
m.
Contract Law Enforcement Progra
ng the
ed by city officials when consideri
ask
ons
sti
que
on
mm
co
t
mos
One of the
rt, is
the benefits?" The answer, in sho
are
at
"Wh
is,
ion
opt
nt
eme
orc
contract law enf
ings while retaining local control.
efficient service with significant sav
to
pted acontract-based approach
ado
e
hav
nty
Cou
s
ele
Ang
Los
Many cities in
y
own police or fire departments the
r
thei
g
min
for
of
d
tea
Ins
es.
providing City servic
roach, often called
eles for those services. This app
Ang
Los
of
nty
Cou
the
h
wit
ct
tra
con
eles County
y to adopt it, has resulted in Los Ang
Cit
t
firs
the
r
afte
n"
Pla
ood
kew
the "La
pal services.
serving as a major provider of munici
tracting for law
just some of the benefits of con
bes
cri
des
on
ati
orm
inf
ing
low
fol
The
audits and
d from independent studies,
ive
der
is
and
es,
vic
ser
nt
enforceme
s, both
ons of contract service recipient
ati
erv
obs
the
as
l
wel
as
investigations,

issued a report entitled Risky Business: Providing Local Public Services in Los Angeles
Countv. Part of the purpose for this report was to evaluate the county's role as a
"...the `contract city'is an efficient means of providing municipal services at both
"...at both the county and contract city level, those we interviewed resoundingly
felt that the contract city model resulted in the most efficient allocation of services

The Orange County Register ran a series of periodic reports on how local governments
spend tax dollars. One of those reports, published on Sunday, November 4, 1999,
entitled "What cops cost: Some cities provide police services by contracting out. Are
they aettinq their money's worth?" examined the use of contract municipal police
services through the county sheriff. Although this report focused on a comparison of
the Orange County Sheriff's Department with that county's independent police
agencies, the issues and benefits of contract law enforcement prove to be the same.
The article states:
"As an analysis of budget numbers makes clear, cities that contract with the
5
er have to deal with police

"Another advantage: City councils and mayors no long
s...passing fhe buck to the
unions and contentious police-related political issue
amental governance issues,
county frees up time for cities to deal with more fund
of a political player."
and it keeps the local cops from becoming too much
-all, it is a good starting

"Although aper-capita measure is not the be-all and end
even when comparisons are
point when comparing cities of different sizes...8ut
ficant...But, cost-wise,
between similar size cities, the cost differences are signi
department still provides a
the proof is in the per-capita pudding...The sheriff's
omies of scale."
lower cost for the most basic of economic reasons, econ
e services with the

g
"...the advantages and disadvantages of contractin polic
are willing to consider a
sheriff's department should be discussed...those that
street and more money
switch might find themselves with more cops on the

s Association prepared a
In May of 2000, members of the California Contract Citie
ornia" in response to a report
document entitled "The Contract Citv Model: Right for Calif
revenue allocation. This
issued by the California State Controller's Office regarding
Contract City Model is a cost
document provides information which shows that the
nt.
effective, efficient, and successful form of municipal governme
g for law
"It has long been a maxim in local government that contractin
cost effective
enforcement or fire service from the county provides a more
s, this also provides a
mefhod of meeting the needs of the public. In many case
created in the
higher level of service. For this reason, almost every new city
act city, taking
State of California in the past 50 years has been a contr
f's department and
advantage of the vast and huge resources of a county sherif
idual city or community."
tailoring those resources to meet the needs of each indiv
meeting the changing
"The contract city model offers tremendous flexibility in
method of responding
needs of a community. This model also provides the best
is able to meet
to difficult times such as economic downturns. A contract city
flexibility makes
changes in service demands quickly and efficiently. This
resident's needs."
contract cities much more cost effective and responsive to
most costly
"Law enforcement is usually every city's top priority and is the
regional agencies like
municipal service. Contracting for law enforcement with
cost effective and
the Los Angeles County Sheriff's Department is extremely
acting, small cities are
offers cities a wide array of crime fighting tools." "By contr
ng their budgets.
able to tap into existing and vast resources without busti
rcement services is
A recent study showed that the per capita cost of law enfo
ent cities."
significantly lower with confract cities compared to independ
has made it possible for many cities to have the best of both worldsa first rate
and cost effective police force that's also highly accessible and accountable to
residents."
SUMMARY

efficient allocation...flexibility...wider range of specialty services...specialized
resources...greater flexibility...maintenance of quality...a first rate police force...no police
Contract law enforcement is cost effective: "...less cost..pay less...lower cost..cost

etfective...cost differences are significant..cost oflaw enforcement services is
significantly lower...economical...less expensive...significantcost savings...economies
of scale..."

relationship..."

iff's
common among all communities. The Sher
The issue of local control and identity is
es,
munity is unique, with differing prioriti
Department recognizes that each com
y to
ders confer with City officials regularl
concerns, and solutions. Station Comman
iff's
quality of services provided by the Sher
the
with
tion
sfac
sati
m
imu
opt
ure
ens
of the burden of managing day-to-day
eved
reli
are
s
cial
offi
City
le
Whi
t.
Departmen
identify
der and City officials work together to
policing operations, the Station Comman
faith in
r community and strengthen the public's
goals and programs that create a safe
with its
City, while sharing many common needs
its local government. Each contracting
d as a unique community.
neighboring Cities, is thereby recognize
which
logos on their dedicated Sheriff's cars
Our Contract Cities often utilize distinctive
a few
ity. The following pictures are but
reflect the uniqueness of their commun
.
examples of those community based cars
City of Norwalk
City of La Mirada
City of Paramount
City of Cerritos
City of Lynwood
City of Carson
SHERIFF'S CONTRACT SERVICES

s
m their relationship with the Sheriff'
fro
s
way
y
man
in
fit
bene
es
citi
Contract
which are
es of additional services and benefits
Department. The following are exampl
Cities at no additional charge:
provided to the Department's Contract
Specialized Enforcement /Investigations

Response and Planning.
1.
Emergency Operation Bureau - Disaster
2.
Special Enforcement Bureau -SWAT Tea
m and Hi-Risk Warrant service.
6.
nt saturation patrol and investigations.

Safe Streets Bureau -Gang enforceme
ncy response, including rescue Air-5.
Aero Bureau (helicopter service) - Emerge
resolving incidents with the mentally ill.
Mental Evaluation Team - Specialists in
teams, vice, forgery/fraud &narcotics.
Specialized Investigations - Surveillance
7.
8.
Arson/Explosives -Bomb disposal/ bomb/
9.
Child Abuse
10.
K-9 Units
3.
4.
5.
arson investigations.
ity
from economy of size, but staffing flexibil
fits
bene
only
not
t
men
art
Dep
s
iff'
The Sher
lemented without concern for potential
imp
ly
mpt
pro
be
can
s
nge
cha
fing
as well. Staf
ls in a
the City to affect changes in service leve
hiring needs or layoffs. This allows
10
Supervision
nistration) is
sergeants, detectives, station admi
Basic supervision (field and watch
ision may be
Supplemental or dedicated superv
included in the basic service rates.
to the City.
ns,
supervision, clerical, communicatio
nt,
eme
nag
(ma
t
por
sup
ve
rati
All administ
basic cost for service.
technical services, etc) is included in the
Relief Personnel
elective leave
coverage for vacation, sick, IOD, and
All personnel necessary to provide
d positions).
cost for service (excluding non-relieve
ic
bas
the
in
ed
lud
inc
are
es
enc
abs
Overtime
tions),
arrests/calls, absences (relieved posi
late
t,
cour
g
udin
incl
me,
rti
ove
ine
All rout
is billed
service. Special event overtime
for
t
cos
ic
bas
the
in
ed
lud
inc
etc., is
separately.
Helicopter Service
including rescue
es emergency helicopter service,
The Sheriff's Department provid
e or patrol
to the recipient Cities. Routine servic
helicopter Air-5, at no additional charge
r scene" at an
on, is billed according to "time ove
opti
this
ect
sel
City
a
uld
sho
time,
hourly rate.
11
Personnel Selection
The Sheriff's Department is responsible for the selection and assignment of personnel
assigned to the patrol service units. However, Cities are encouraged to be involved in
the selection of personnel for special assignment positions. Should the City feel that
any personnel may not be suited for a particular assignment within the City, the station
commander may be consulted and, when practical, reassignments can be
accommodated.
Liabili
A 4% liability cost is charged to the basic law enforcement service unit rate with those
funds being transferred into the Contract City Liability Trust Fund. This fund is
.
managed by the Sheriff's Department's Risk Management Bureau and County Counsel
An oversight committee, consisting of representatives from the contract cities, serves to
review all claims and lawsuits arising from Sheriff contract city services. Selection of
the members to that Committee is made by the contract cities. All liability costs and
coverage is included in the basic service rates.
Overheads
related Benefits, overtime (sworn and civilian), auto (vehicle maintenance and
replacement), services &supplies, Department support costs and general County
overhead.
12
Contract rates are developed by the Los Angeles County Auditor-Controller's Office
pursuant to Section 51350 of the California Government Code (commonly referred to as
the "Gonsalves Bill"). Section 51350 governs what can, and can't, be charged through
contract rates. It reads, in part:
A county which provides services through its appropriate departments, boards,

commissions, officers or employees, to any city pursuant to contract or as
authorized by law, shall charge the city all those costs which are incurred in
providing the services so contracted or authorized. A county shall not charge a
city contracting for a particular service, either as a direct or an indirect overhead
charge, any portion of those costs which are attributable to services made
available to all portions of the county, as determined by resolution of the board of
supervisors, or which are general overhead costs of operation of the county
government. General overhead costs, for the purpose of this section, are those
costs which a county would incur regardless of whether or not it provided a
Rates are determined annually by the Auditor-Controller's Accounting Division and are
generally finalized by March preceding the new fiscal year, allowing the City to utilize
this information in the preparation of the City's new .fiscal year budget. These rates
remain in effect for the entire fiscal year and do not change, despite any possible
changes in cost to the Sheriff's Department. The only impact on billing would result
from any increase or decrease in service level requested by the city as part of their
policing strategy. These service level changes can only take effect with the approval of
the City. Contract law enforcement service unit rates are the same for all contract cities.
13
ENTS
CONTRACT RATE COMPON
The following components are
rates:
included in contract service
45.1
Salaries (sworn)
12.5%
vilian)
Overhead Salaries (sworn &ci
&civil
Employee Benefits (sworn
30.0%
ian)
0.9%
2.2%
cement)
&repla
Automotive (maintenance
0.84%
Services &Supplies
0.93%
6.9%
Department Support
0.63%
eau
Contract Law Enforcement Bur
100%
Total
14
CUDAHY CITY COUNCIL

the Chief
City Manager to function as
the
ts
oin
app
l
nci
Cou
y
Cit
er
The five memb
the City,
sets the policy direction for
l
nci
Cou
y
Cit
e
Th
y.
Cit
Administrator of the
eral Councilfrom local citizens and sev
ly
ect
dir
ed
eiv
rec
ut
inp
incorporating public
l
d with implementing City Counci
rge
cha
is
r
ge
na
Ma
y
Cit
e
Th
appointed city commissions.
rations, preparing the annual
ope
y
Cit
of
ed
orm
inf
l
nci
Cou
directions, keeping the City
ment activities.
budget and coordinating depart
David Silva
Mayor
Frank Gurule
Vice Mayor
Juan Romo
Council Member
Josue Barrios
Council Member
George Perez
City Manager
15
Osvaldo Conde
Council Member
COMMUNITY PROFILE
1960. The City is a municipal
The City of Cudahy was incorporated on November 10,
il form of government. Cudahy
corporation and operates under a City Manager/City Counc
s a unique name and colorful
is both a small city and part of a large metropolis. It boast
meat packing baron Michael
only-in-California history. The City is named for its founder,
io in 1908 for development.
Cudahy, who purchased the land known as Rancho San Anton
Demographics:
Area
Population
Median Age
Industry:
Agriculture
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation
Information
Finance
Education
Entertainment
Other
1.1 sq miles
25,870
23.8 years
0.1
6.9%
31.6%
9.0%
9.4%
5.6%
1.5%
2.5%
11.8%
6.9%
1.4%
6.2%
Income Profile:
Household Incomes
Less than $10,000
$10,000 to $14,999
$15,000 to $24,999
$25,000 to $34,999
$35,000 to $49,999
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999
$150,000 to $199,999
$200,000 or more

18,000
Property Transfer Tax
000
500,
1,
Sales Tax
920,000
Utility User's Tax
75,000
Transient Occupancy Tax
000
796,
Fees
Licenses/Permits and
000
845,
Fines/Use of Property
Intergovernmental Transfers 1,651,000
108,000
Fees/Other Service Charges
,000
2,190
Miscellaneous Revenue
$8,103,000
TOTAL REVENUES
Gen. Fund Appropriations FY 09-10:
398,769
Legislative &Administrative
769,498
City Manager
593,886
Community Development
309,958
Finance
87
044,1
1,
Streets and Parks
,879
1,408
Community Services
3,421,292
Community Safety
327,420
ces
Servi
ic
Housing &Publ
3,889
$8,27
TOTAL EXPENDITURES
Occupations:
Service Occupations
Sales and office occupations
Farming/Fishing/Forestry
Construction
Production/Transportation
TOTAL EMPLOYED
10.8%
15.0%
24.0%
0.3%
12.2%
37.7%
7,557
Distribution by age
Under age 19
20-24
25-34
35-44
45-54
55-59
60-64
65+
10,545
2,126
4,555
3,266
1,877
573
382
558
Sources:
City of Cudahy Website &
16
5,424
660
575
1,105
922
958
844
180
113
17
50
CITY OF CUDAHY PUBLIC SAFETY

Budget
According to documents provided by the City of Cudahy, the FY 2009-10 budget for the
The Police Department budget accounts for
Police Department is $3,421,292.
approximately 41% of the City's General Fund expenditures. The three major sources of
revenue for the City's General Fund are Sales Tax, Utility User's Taxes, and VLF/Property
Tax Backfill (Intergovernmental Transfers).
Dnr~nnnnl
The City of Cudahy currently contracts with the City of Maywood for their police services,
and the current agreement is due to expire in January of 2011. The City of Maywood
provides twelve sworn officers and. three professional staff employees that are dedicated to
the contract. During the term of the agreement, the Police Chief of Maywood serves as the
Chief of Police of Cudahy. Other support staff, including sergeants, detectives, records
clerks, and dispatchers are included as indirect costs within the rate. The City of Cudahy's
Public Safety Department also employs four parking control officers, and two code
enforcement officers who work in concert with the Maywood /Cudahy Police Department.
17
CITY OF CUDAHY
Cudahy City Hall

5220 Santa Ana Street
Cudahy, CA 90201
(323) 773-5143
Cudahy Police Sub-Station

Clara Park
4835 Clara Street
Cudahy, CA 90201
The Cudahy Police Sub-Station is located at Clara Park, approximately three blocks from
Cudahy City Hall. The sub-station, located inside the park's facilities, provides an office for
officers to perform administrative responsibilities, and a place for citizens to conduct Police
Department business when an officer is present. Incase of emergency, there is a phone
outside the door of the facility that connects directly to a Maywood /Cudahy Police
Department 911 operator.
MAYWOOD / CUDAHY POLICE DEPARTMENT

DEDICATED SWORN /CIVILIAN PERSONNEL
result of
This chart indicates the dedicated personnel currently assigned as a direct
d
contract positions for the Maywood /Cudahy Police Department. Currently assigne
personnel data was obtained from documents provided by the City of Cudahy.
19
N FIELD DEPLOYMENT
0500
0400
0300
0200
0100
0000
2300
2200
2100
2000
1900
1800
1700
1600
1500
1400
1300
1200
1100
1000
0900
0800
0700
Hours
0600
2
police
~~ers
2
Police
p{ficers
20000200
2
Police
Officers
2
Police
Officers
Sunday
2
Aolice
Officers
2
Police
Officers
2
Police
Officers
20000200
2
Police
Officers
1
Molar
Monday
2
Police
Officers
2
Police
Offices
2
Police
Officers
20000200
2
Police
Officers
~'
Mator
Tuesday
20
2
Police
tJfficers
2
Police
Officers
2
Police
Officers
20000200
2
Police
Officers
i
A+4p3or
Wednesday
2
Pafice
f?fficers
2
Police
Officers
2
Police
Officers
20000200
2
Police
Officers
1
tvlotor
Thursday
Friday
2
Fotice
Officers
2
Police
Officers
2
Police
Officers
20000200
2
Police
Officers
i
Motor
2
Po(ice
C?ftioers
2
Police
Officers
2
Police
Officers
20000200
2
Police
Officers
tion, PM shift fields two

seven days a week. In addi
ts,
shif
ur
-ho
S
ee
thr
in
,
per day
k. EM shift generally
ds two patrol units 24 hours
8-hour shifts, 5 days per wee
fiel
in
t
unit
rs
men
or
art
mot
Dep
ice
one
Pol
ds
o
fiel
ahy
als
The Cud
erally operates from 1400 hou
PM shift
1400 hours. PM shift gen
ur shifts, 7 days per week.
to
-ho
rs
6
hou
in
s
0
unit
060
m
me
fro
cri
al
es
rat
tion
addi
lly ope
0600 hours. AM shift genera
operates from 2200 hours to
rol Officers per shift.
Pat
two
of
l
leve
fing
staf
minimum
to 2200 hours. There is a
Saturday
CUDAHY AVERAGE SWOR
CUDAHY STATISTICAL DATA

The following pages represent the criminal, arrest and traffic statistics reported by the
Maywood/Cudahy Police Department for the calendar years of 2006, 2007, and 2008. At
the time of this study, the 2009 statistics were not available. These statistics were
reviewed and analyzed by the Los Angeles County Sheriff's Department in the
preparation of this proposal. A crime rate comparison table is also included in this
Reporting standards. These rates are based on a population of 10,000 rather than
100,000 as in the State of California and Federal Bureau of Investigation reports. This
makes the rates more significant in view of the population distribution in the various Los
Angeles County areas.
Cudahy, various contract cities policed by the Los Angeles County Sheriff's Department,
and neighboring independent cities located adjacent to Cudahy.
21
TICS
CUDAHY CRIME STATIS

2006 - 2008
Reported Part
Part 1 Crime Statistics
Homicide
Rape
Robbery
Assault
Burglary
Larceny
GTA
Arson*
Total
61
60
37
69
94
65
79
45
45
280
207
141
199
177
188
702
595
482
eau
m 2006 - 2008 Federal Bur
ained fro
'Statistics for Arson obt
of Investigation Crime Rep
orts
Arrest Statistics
ment, Calendar year

d/Cudahy Police Depart
woo
May
m
fro
ed
ain
obt
{1) Information
available)
22
2006, 2007,8 2008(2009
information not
TRAFFIC SUMMARY
ment are
d /Cudahy Police Depart
oo
yw
Ma
e
th
by
d
le
nd
ha
The Traffic Bureau incidents
g
ily by City of Cudahy parkin
mar
pri
d
le
nd
ha
is
t
en
em
rc
fo
listed below. The parking en
enforcement officers.
Traffic Collisions
Injury Collisions
Hit &Run
24
34
34
34
61
57
34
39
49
93
135
140
Fatal
Total
Citations
7, & 2008(2009 information
t, Calendar year 2006, 200
Departmen
m Maywood/Cudahy Police
(1j Information obtained fro
available)
23
not

CRIME RATE CONTRACT CITIES PART I CRIMES
Duarte (2~
South EI Monte (2~
Hawaiian Gardens(2)
24,541
23,220
22,493
15,970
Homicide
Rape
Robbery
60
28
46
68
Assault
94
39
71
53
Burglary
44
144
105
61
Larceny
206
287
245
175
GTA
182
66
186
148
Arson
Total Mcidents
565
667
518
Part 1 Crime Rate
243
296
324
637
1071
688
Juvenile Arrests
90
53
172
Total
727
12i6
660
Item of Comparison
Population
Adult Arrests
Not Categorized
CRIME RATE NEIGHBORING INDEPENDENT CITIES PART 1 CRIMES

Bell Gardens(2)
Beli(2)
Huntington Park (2)
24,541
44,939
36,877
61,307
Homicide
Rape
11
13
14
Robbery
60
115
71
378
Assault
94
125
98
159
Burglary
44
169
162
301
Larceny
206
304
307
1396
GTA
182
412
179
987
15
Ta3al incidents
1142
833
3253
Part F Crime Rate
254
238
530
item of Comparison
Population
Arson
(2) Information obtained from 2006 - 2008 Federal Bureau of Investigation Crime Reports (2009 information not available)
24
To fully understand this staffing proposal, it is important to understand the method of

contract staffing utilized by the Sheriff's Department. The Sheriff's Department
generally does not contract for a specific number of personnel, but for a specific level of
service. The necessary number of personnel are then provided to ensure that the
service level is properly maintained. Throughout the year, typical City employees take
vacations, sick time, compensatory and elective leave, typically causing a staffing
shortage in their absence. In comparison, the absence of a Sheriff's Department
employee generally does not impact the level of service as we are contractually
obligated to meet that designated service level. These obligations are met as part of
the basic service cost, without additional cost to the City. This guarantees the City will
receive the service level it has requested and is paying for, without interruption.
The average Police or Sheriff's Department sworn employee works approximately 224
days annually when considering regular days off, vacation time, sick time and elective
leave time. For municipal police agencies, this means there is nobody to replace the
officer during his/her absence, unless overtime is expended, thereby resulting in a
The Sheriff's Department utilizes the "Deputy Sheriff Service Unit" (DSSU) for its
contract services. A DSSU is not just a deputy sheriff but the relief personnel,
supervision, management, equipment and logistics, clerical, administrative support and
of
supplies necessary to provide law enforcement service for the designated period
time. This eliminates the City's need to line item budget all the personnel and service
expenditures for their police department. As the City increases or decreases service
levels, it only pays for the proportionate amount of "overhead" services required by the
25
DEPUTY SHERIFF SERVICE UNIT COMPONENTS

e Units. These
The following items are included in the cost of the Deputy Sheriff Servic
are overhead items which act as support to the Service Unit.
6. Overtime (Except Special Events)
7. Watch Deputies
8. Investigators
9. Administration &Clerical
1. Departmental Management
2. Jailers
3. Watch Commanders
4. Use of Vehicles and Maintenance
5. Supervision - Patrol &Watch Sergeants
ed by the
The following is an example of the number of annual days of service provid
officer
police
rd
standa
Deputy Sheriff Service Unit(DSSU) when compared to the
deployment process.
each day, 7 days per

The standard 56 hour DSSU provides a Deputy Sheriff for 8 hours
and costs. This
week, 365 days per year. The DSSU includes all support personnel
vacation absences,
ensures a consistent staffing level, unaffected by regular days off,
cts for a specific
injury or illness absences, or elective time off. Because the City contra
's Department
level of service time, deployment levels remain consistent. The Sheriff
is receiving the
tracks and audits the service levels on a daily basis to ensure the City
FL

PROPOSED CUDAHY DEPLOYMENT AND COST
The following patrol staffing proposal is the suggested deployment for the City of
Cudahy.
It reflects a suggested deployment configuration utilizing the number of
personnel provided by this proposal. This deployment is made with all associated
personnel being based at East Los Angeles Sheriff's Station which will remain open to
the public seven days a week, 24-hours per day.
The Sheriff's Department intends to deploy all Cudahy patrol units and personnel for
24-hour law enforcement coverage out of East Los Angeles Sheriff's Station. All patrol
units will be filled daily and service will not be interrupted for vacancies such as
vacations, sick calls, holidays, and injured on duty personnel.
The following deployment cost summary includes a 4% liability insurance charge that is
managed by the County's Chief Executive's Office and the Sheriff's Department's Risk
Management Bureau.
2~
DEPARTMENT PROPOSED
LOS ANGELES COUNTY SHERIFF'S
CUDAHY PATROL DEPLOYMENT
Number of
Units
Personnel
Ret~uired
3.26
1.63
3.26
1.63
3.26
1.63
10
16
Unit Type
Shift
EM ~2zoo -osoo no~~s~
AM ~osoo-iaoo no~~s~
PM ~iaoo-2zoo no~~s~
Supplemental Units

Number of Units
Personnel Required
10
16
10
16
ART
LOS ANGELES COUNTY SHERIFF'S DEPT
COS
PROPOSED DEPLOYMENT
MENT
Contract Pricing
ed services based on the 2010-2011
The total deployment cost is $3,232,887 for contract
rcement service costs are determined
fiscal year costs. As previously mentioned, law enfo
wed annually.
by the Los Angeles County Auditor-Controller and rene
y $60,000 to cover supplemental
It is recommended that the City budget for approximatel
ent coverage associated with the EI
overtime costs of providing additional law enforcem
Potrero Night Club.

ous state and federal grant programs.
The Sheriff's Department actively participates in vari
ions deployed in various contract
The Department currently has over 35 grant funded posit
unction with cities, new grant funding
cities. The Sheriff's Department actively seeks, in conj
s and their law enforcement mission.
sources and opportunities which serve to benefit citie
~:~~;
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1
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SHERIFF'S FIELD DEPLOYMENT FO
.
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1
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2
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1
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SATURDAY
t
be assigned under the command of Eas
The City of Cudahy policing services will
n
ion is commanded by a Sheriff's Captai
Los Angeles Sheriff's Station. The Stat
investigative support staff. The City of
with a full contingent of supervisory and
n and administrative staff.
Cudahy will have full access to this Captai
total
of Cudahy will experience an increase in
With the suggested proposal, the City
, for approximately the same cost.
patrol hours, approximately one shift a day
cial Assignment Sergeant assigned for
This proposal includes a Dedicated Spe
cials and staff.
direct liaison with the City of Cudahy Offi
Sheriff's Department's program allows
As stated previously, the flexibility of the
changes in the deployment staffing
the City the ability to promptly implement
levels.
31

are included in this proposal.
The following personnel and programs
Traffic Enforcement
fic Services
coordinated through the Sheriff's Traf
The traffic enforcement program is
es (except
nt training to all municipal police agenci
Detail which provides traffic enforceme
the Sheriff's
. Unlike some municipal agencies,
nty
Cou
s
ele
Ang
Los
t
hou
oug
thr
D)
LAP
non-injury
prepare reports for both injury and
and
ate
stig
inve
to
is
cy
poli
t's
men
Depart
collisions alike.
geant. This
ment of a Special Assignment Ser
loy
dep
the
es
lud
inc
al
pos
pro
s
Thi
the
supervisor to the City of Cudahy. It is
son
liai
ct
dire
the
ome
bec
ld
wou
nt
Sergea
specific enforcement requests from the
age
man
and
m
for
per
to
ty
bili
onsi
resp
Sergeant's
City.
Investigations
m the East
by investigators and supervisors fro
ted
por
sup
be
will
ad
klo
wor
s
ator
Investig
tract
if the City of Cudahy chooses to con
al,
pos
pro
this
on
ed
Bas
ion.
Stat
LA Sheriff
services, investigating services would
nt
eme
orc
enf
law
for
t
men
art
Dep
s
with the Sheriff'
ic violence,
mes including, robbery, assault, domest
be enhanced in a wide variety of cri
sexual assault, and property crimes.
32
CITY OF CUDAHY
AL
POLICE SERVICES PROPOS
21,292
ment's current budget is $ 3,4
art
Dep
ice
Pol
hy
da
Cu
the
t
It is estimated tha
City of
enforcement coverage for the
law
te
ple
com
es
vid
pro
al
pos
annually. This pro
an
,886 annually. This equates to
232
$3,
of
e
rat
r
yea
cal
fis
11
Cudahy at the 2010-20
get, and a 23%
dahy's law enforcement bud
Cu
in
s
ng
vi
sa
t
os
%c
1
5.5
estimated
sonnel.
increase in full-time sworn per
33
ERROR: undefined
OFFENDING COMMAND:
STACK:
f
~. f.
~~. ~ ~y
o~
~ ~ ~Ti-aditia~~r
~Ervree
7~
OUR CORE VALUES

PREFACE
as well as the more than 1 million residents throughout the unincorporated
communities. Law enforcement service is also provided to the Metropolitan Transit
Authority, the Southern California Regional Rail Authority, Los Angeles Community
Colleges, and a multitude of other public and private entities. The system of community
oriented policing is a coordinated, well managed and cost efficient program designed
with each individual community's needs in mind.

Section 51301 of the California Government Code, and Section 56 (et seq.) of the Los
Angeles County Charter.
service to the City of Maywood. Information contained in this proposal was obtained
from documents provided by the City of Maywood, the Maywood Police Department
and publicly available information.
INTRODUCTION
Phase
This Phase I study provides a preliminary assessment of annual costs for contract law
enforcement services for the City of Maywood, based on a comparative service level. It
is not restrictive and can be further adapted to meet specific community needs and
desires. This proposal is designed to give the City sufficient information to estimate
their annual operating expenditures, as well as the type of services to be received.
Personnel, facility, and equipment issues are not discussed in this report because of
time and resource constraints.
Phase II
The next step would be a Phase II study in which a detailed assessment of facilities,
equipment and personnel is conducted to determine potential "one time start-up" costs
and the impact on City personnel who would be affected by a potential merger. The
Phase II study would include a detailed assessment of such areas as:
Facility
Safety equipment
Vehicles
Personnel issues
Communications
Fixed assets
the available alternatives for municipal police services.
providing contract law

The Los Angeles County Sheriff's Department has been
cy in the nation. The
enforcement services longer than any law enforcement agen
ent movement when the City
Sheriff's Department pioneered the contract law enforcem
me costs and public
of Lakewood incorporated in 1954. Faced with the burdenso
nt, Lakewood looked for a
indebtedness needed to finance its own police departme
cost. Lakewood officials and
method to provide law enforcement services at a reduced
Enforcement Program.
the Sheriff's Department formulated the first Contract Law
the Sheriff's Department's
Since that time, 40 of the county's 88 cities have adopted
when considering the

One of the most common questions asked by city officials
The answer, in short, is
contract law enforcement option is, "What are the benefits?"
control.
efficient service with significant savings while retaining local
t-based approach to
Many cities in Los Angeles County have adopted acontrac
e or fire departments they
providing City services. Instead of forming their own polic
This approach, often called
contract with the County of Los Angeles for those services.
ted in Los Angeles County
the "Lakewood Plan" after the first City to adopt it, has resul
its of contracting for law

The following information describes just some of the benef
es, audits and
enforcement services, and is derived from independent studi
ce recipients, both
investigations, as well as the observations of contract servi

Policy Institute of California (PPIC)
In January 2000, the San Francisco based Public
c~Local Public Services in Los Angeles
issued a report entitled Riskv Business: Providin
evaluate the county's role as a
Countv. Part of the purpose for this report was to
rmined that:
municipal service provider. PPIC's analysis dete
iding municipal services at both
`:..the `contract city'is an efficient means of prov
l for local governments working
the county and city level, and offers one mode
e we interviewed resoundingly
"...at both the county and contract city level, thos
efficient allocation of services
felt that the contract city model resulted in the most

odic reports on how local governments
The Orange County Register ran a series of peri
d in November 1999, entitled "What
spend tax dollars. One of those reports, publishe
contracting out. Are they petting their
cops cost: Some cities provide police services by
municipal police services through the
money's worth?" examined the use of contract
comparison of the Orange County
county sheriff. Although this report focused on a
ent police agencies, the issues and
Sheriff's Department with that county's independ
the same. The article states:
benefits of contract law enforcement prove to be
, cities that contract with the

"As an analysis of budget numbers makes clear
their communities than cities that
sheriff's department generally pay less to police
"Another advantage: City councils and mayors no longer have to deal with police
"Alfhough aper-capita measure is not the be-all and end-all, it is a good starting
point when comparing cities of different sizes...8ut even when comparisons are
between similar size cities, the cost differences are significant...But, cost-wise,

sheriff's department should be discussed...those that are willing to consider a
S
SERVICE RECIPIENT REPORT

a
tract Cities Association prepared
Con
a
rni
ifo
Cal
the
of
s
er
mb
me
In May 2000,
California" in response to a report
for
ht
Rig
el:
Mod
v
Cit
ct
tra
Con
document entitled "The
s
regarding revenue allocation. Thi
ice
off
r's
lle
tro
Con
te
Sta
a
rni
ifo
issued by the Cal
Model is a cost
ch shows that the Contract City
whi
on
ati
orm
inf
es
vid
pro
nt
me
cu
do
l form of municipal government.
effective, efficient, and successfu
law
al government that contracting for
"!t has long been a maxim in loc
ive
county provides a more cost effect
m
enforcement or fire service fro the
o provides a
the public. In many cases, this als
method of meeting the needs of
ated in the
reason, almost every new city cre
s
thi
For
e.
vic
ser
of
el
lev
her
hig
rs has been a contract city, taking
yea
50
t
pas
the
in
a
rni
ifo
Gal
of
State
ment and
ces of a county sheriff's depart
our
res
ge
hu
d
an
t
vas
the
of
advantage
ity."
of each individual city or commun
s
ed
ne
the
et
me
to
ces
our
res
tailoring those
changing
mendous flexibility in meeting the
tre
ers
off
l
de
mo
y
cit
ct
tra
con
e
"Th
ponding
o provides the best method of res
als
l
de
mo
s
Thi
.
ity
mun
com
a
of
needs
. A contract city is able to meet
rns
ntu
dow
ic
nom
eco
as
h
suc
es
to difficult tim
ity makes
ckly and efficiently. This flexibil
changes in service demands qui
' needs."
ective and responsive to residents
contract cities much more cost eff
top priority and is the most costly
y's
cit
ry
y
eve
all
usu
is
nt
eme
orc
"Law enf
es like
enforcement with regional agenci
law
for
ng
cti
tra
Con
e.
vic
ser
municipal
ective and
Department is extremely cost eff
the Los Angeles County Sheriff's
fighting tools."
offers cities a wide array of crime
into existing and vast resources
tap
fo
e
abl
are
ies
cit
ll
sma
ng,
cti
"By contra
t of
showed that the per capita cos
dy
stu
ent
rec
A
s.
get
bud
ir
the
g
without bustin
mpared to
icantly lower with contract cities co
law enforcement services is signif
independent cities."
D
L.A. County Sheriff's Department

"By being innovative and accommodating, the
best of both worldsa first rate
has made it possible for many cities to have the
ly accessible and accountable to
and cost effective police force that's also high
residents."
SUMMARY
regarding contract law enforcement
It is readily apparent that certain significant benefits
ous reports.
are commonly mentioned throughout these vari
ice: "...an efficient means...most

Contract law enforcement provides efficient serv
specialty services...specialized
efficient allocation...flexibility...wider range of
ty...a first rate police force...no police
of
resources...greater flexibility...maintenance quali
ions...no contentious police-related
unions...no personnel issues...no labor negotiat
ess cost...pay less...lower cost...cost
Contract law enforcement is cost effective: "...l
sf of law enforcement services is
effective...cost differences are significant...co
e...significantcost savings...economies
significantly lower...economical...less expensiv
of scale..."
"...local control...responsive to
Contract law enforcement provides local control:
untable to residenfs...a positive
resident's needs...highly accessible and acco
relationship..."
concerns, and solutions. Station Captains confer with City officials regularly to ensure
optimum satisfaction with the quality of services provided by the Sheriff's Department.
While City officials are relieved of the burden of managing day-to-day policing
operations, the Captain and City officials work together to identify goals and programs
that create a safer community and strengthen the public's faith in its local government.
Each contracting City, while sharing many common needs with its neighboring Cities, is
thereby recognized as a unique community.
...
SHERIFF
City of Norwalk
Temple City
City of Cerritos
City of La Mirada
City of Carson
City of Paramount
City of San Dimas
SHERIFF'S CONTRACT SERVICES &DEPARTMENT OVERVIEW

The Sheriff's Department's patrol services are divided among three Field Operations
Regions. The City of Maywood would be policed under the command of the East Los
Angeles Sheriff's Station, which is assigned under Region I. This Region currently
consists of Altadena Station, Crescenta Valley Station (La Canada Flintridge), East Los
Angeles Station (Commerce), Lancaster Station, Palmdale Station, Lost Hills Station
(Malibu, Calabasas, Agoura Hills, Hidden Hills and Westlake Village), Santa Clarita
Station and Temple Station (Temple City, Bradbury, Rosemead, South EI Monte and
Duarte).
Detectives assigned to the City of Maywood will investigate local property crimes and
crimes against persons. The Sheriff's Department's centralized Detective Division,
comprising a variety of specialty units, supplements station detective activities and
investigates certain specific crimes including homicide, fraud, narcotics and vice.
East Los Angeles Station is commanded by a Captain. Acting for the Sheriff, the
Captain will fill the role of Chief of Police for the community of Maywood, and will
maintain a close working relationship with Maywood city officials. It is the Captain's
responsibility to ensure that the needs and expectations brought forth by Maywood city
officials are addressed, and that an adequate level of service is provided.
Other support services are readily available from nearby field operations stations and
from specialized divisions. Uniform operating procedures, common radio frequencies
and a unified command structure enable the Sheriff's Department to function as a
highly efficient law enforcement agency when handling local emergencies and
countywide disasters.
G~
h the Sheriff's
from their relationship wit
ys
wa
ny
ma
in
t
efi
ben
ies
Contract cit
e
vices and benefits which ar
l
ser
ona
iti
add
of
es
pl
am
ex
are
Department. The following
at no additional charge:
ies
Cit
ct
ra
nt
Co
's
nt
me
rt
pa
provided to the De
/Investigations
Specialized Enforcement
vice
am and high-risk warrant ser
Te
T
WA
-S
au
re
Bu
t
en
em
Special Enforc
Planning
- Disaster Response and
au
re
Bu
ns
io
at
er
Op
y
nc
ge
Emer
estigations
ent saturation patrol and inv
em
rc
fo
en
g
an
-G
au
re
Bu
Safe Streets
vice} - Emergency respon
ro Bureau (Helicopter Ser
se, including rescue Air-5
Ae
e mentally ill
in resolving incidents with th
ts
lis
cia
Spe
am
Te
n
tio
Mental Evalua
cs
vice, forgery/fraud &narcoti
s,
am
te
nce
lla
vei
Sur
ns
Specialized Investigatio
estigations
b disposal/bomb/arson inv
Arson/Explosives -Bom
au
tions Special Victims Bure
Child Abuse Investiga
Canine Service
ty
y of size, but staffing flexibili
om
on
ec
om
fr
ts
efi
ben
y
not onl
The Sheriff's Department
n for potential
plemented without concer
im
ly
pt
om
pr
be
n
ca
s
ge
an
as well. Staffing ch
els in a
affect changes in service lev
to
y
Cit
e
th
ows
all
is
Th
hiring needs or layoffs.
n.
prompt and seamless fashio
Supervision
is
ives, station administration)
ect
det
,
nt
ea
rg
se
h
tc
wa
d
Basic supervision (field an
supervision may be
Supplemental or dedicated
es.
rat
e
vic
ser
ic
bas
e
included in th
exclusive to the City.
purchased for specific duties
10
ications,
ement, supervision, clerical, commun
nag
(ma
t
por
sup
ve
ati
str
ini
adm
All
in the basic cost for service.
technical services, etc) is included
Relief Personnel
, and
ge for vacation, sick call-ins, IOD
era
cov
e
vid
pro
to
ary
ess
nec
nel
All person
ic cost for service (excluding non
bas
the
in
ed
lud
inc
are
es
enc
abs
elective leave
relieved positions).
Overtime
ls, absences
appearances, late arrests and cal
rt
cou
ing
lud
inc
me,
rti
ove
e
tin
All rou
l event overtime
the basic cost for service. Specia
in
ed
lud
inc
is
.
etc
),
ons
iti
pos
(relieved
is billed separately.
Helicopter Service
rescue
ncy helicopter service, including
rge
eme
es
vid
pro
t
men
art
Dep
The Sheriff's
recipient Cities. If a city requests
the
to
rge
cha
l
ona
iti
add
no
at
helicopter services,
e.
"time over scene" at an hourly rat
to
ing
ord
acc
ed
bill
is
it
e,
tim
rol
routine service or pat
Personnel Selection
ignment of personnel
ponsible for the selection and ass
res
is
t
men
art
Dep
f's
rif
She
e
Th
encouraged to be
vice units. However, Cities are
ser
nt
eme
orc
enf
law
ic
bas
to
ed
assign
Should the City
for special assignment positions.
nel
son
per
of
ion
ect
sel
the
in
involved
y, the
particular assignment within the Cit
a
for
ted
sui
be
not
y
ma
nel
son
feel that any per
be made.
en practical, reassignments can
Captain may be consulted and, wh
11
Liabilit
Liability is included in the basic law enforcement service unit rate with those funds being
transferred into the Contract City Liability Trust Fund. This fund is managed by the
Sheriff's Department's Risk Management Bureau and County Counsel. A Liability Trust
Fund Oversight Committee, consisting of representatives from various contract cities,
serves to review all claims and lawsuits arising from Sheriff's contract city services.
Selection of the members to that Committee is made by the contract cities.
Overheads
related Benefits, Overtime (sworn and civilian), Auto (vehicle maintenance and
replacement), Services &Supplies, Department support costs and General County
Overhead.

The Sheriff's Department actively participates in various state and federal grant
programs. The Department currently has more than 35 grant funded positions
deployed in various contract cities. The Sheriff's Department actively seeks, in
conjunction with cities, new grant funding sources and opportunities which serve to
benefit cities and their law enforcement mission
12
PUBLIC TRUST POLICING PROGRAMS

Public trust policing is the use of police resources in a manner that includes the public's
participation in the mission of public safety.
The purpose of public trust policing is to provide a higher level of public safety to
communities such as Maywood. It is incumbent upon law enforcement to recognize
that without the full faith and cooperation of the public, the mission of public safety is
severely impaired.
The process of public trust policing involves moving from what was generally known as
a closed system to an inclusive and open system of public participation in the public
safety mission.
The creative planning of public participation and programs that build public trust is the
responsibility of the public safety service. The following programs are examples of how
the public lends their helping hands, eyes, and ears to partner with the Los Angeles
County Sheriff's Department to enhance public safety.
CLEPP(Community Law Enforcement Partnership Program)
This office organizes community groups and programs to fight gangs, drugs and
violence, in addition to providing support to stations through the Volunteers on Patrol
program. It also assists in planning and executing special events, such as sheriff's
station grand openings, town hall meetings, and Neighborhood Watch meetings.
Success Through Awareness and Resistance(STAR)
Since 1985, deputies in the STAR Unit have helped teach drug, gang, and violence
prevention to more than 100,000 youth in 370 Los Angeles County schools each year.
The program is geared toward grades four through seven, when drugs and gangs can
become very influential.
13
Community Academies
These programs are specifically designed to
educate community members on law
enforcement's role. For 13 weeks, they attend
classes which focus on topics such as criminal
law, firearms, internal investigations, patrol
procedures and gang enforcement. They
observe deputies on patrol and tour the
Weapons Training Center, Emergency
Operations Bureau, and a custody facility.
Community Advisory Committees
These councils act as liaisons between sheriff's
stations and the communities they serve. They
consist of members selected who best represent
the diversity of the area. They provide direct
input from the public regarding local issues and
assist in the development of programs suited to
their communities.
Ethnic Advisory Councils

There are a dozen councils dedicated to
bridging cultural gaps and connecting with
groups that historically might have felt
disenfranchised. Sheriff Lee Baca meets with
the councils every year to hear their concerns,
facilitate dialogue and discuss the
implementation of programs.
14
COPS(Community-Oriented Policing Services) Bureau

ngs and
Deputies are assigned to each station to attend Neighborhood Watch meeti
of qualityconduct door-to-door surveys to determine the community's needs in terms
ch program
of-life issues and crime prevention. The COPS Bureau also runs an outrea
that offers social services to the homeless in an effort to improve their lives.
Uniformed Volunteers
These citizens are the eyes and ears of the
Department in the community. They volunteer to
perform non-hazardous patrol duties, including
traffic control, searching for missing children, and
conducting residential vacation checks.
Uniformed Reserves
Reserve deputy sheriffs work part time to
supplement the Department's manpower. They
are professionally trained and sworn law
enforcement personnel. They have the same
powers of arrest and perform general law
enforcement duties, including responding to calls,
investigating crimes and controlling traffic.
Vital Intervention and Directional Alternatives
VIDA
This 16-week program aims to help wayward
teenagers get along with parents and look toward
the future. It includes physical fitness, family
counseling, and other intervention measures.
15
Youth Activities League(YAL)

e,
Youth Activities Leagues provide a saf
cational
supportive haven for counseling, edu
activities
tutoring, and after-school recreational
demic
for youth. The program includes aca
dance
classes, computer labs, tae kwon do,
cultural
classes, fishing, overnight camping,
s. These
trips, basketball, and soap-box derbie
to gangs and drugs.
programs provide youth an alternative
R)
Office of Independent Review (OI
itors all
fed by six civil rights attorneys, mon
The Office of Independent Review, staf
ensure
ns from start to finish. Its goal is to
atio
stig
inve
irs
affa
rnal
inte
and
al
crimin
of the
ance with the disciplinary standards
pli
com
and
ss,
rne
fai
ity,
ctiv
obje
accuracy,
and
wpoint, OIR may recommend policy
vie
nt
nde
epe
ind
its
n
upo
ed
Bas
Department.
management.
procedure changes to Department
responds
with an independent ombudsman, who
ks
wor
o
als
t
men
art
Dep
s
iff'
Sher
The
iry. This
quality or status of any complaint inqu
the
ing
ard
reg
s
int
pla
com
ic's
publ
to the
ned to
d grievances are heard and explai
iate
init
ic
publ
all
t
tha
s
ure
ens
s
ces
backup pro
the fullest extent possible.
16

r's Office
Angeles County Auditor-Controlle
Los
the
by
ped
elo
dev
are
es
Contract rat
ed to as
ernment Code (commonly referr
Gov
a
rni
ifo
Cal
the
of
0
35
51
n
tio
pursuant to Sec
not, be charged
350 governs what can, and can
the "Gonsalves Bill"). Section 51
in part:
through contract rates. It reads,
,
appropriate departments, boards
its
h
oug
thr
es
vic
ser
es
vid
pro
ch
A county whi
ct or as
, to any city pursuant to contra
commissions, officers or employees
incurred in
the city all those costs which are
authorized by law, shall charge
charge a
d or authorized. A county shall not
cte
tra
con
so
es
vic
ser
the
ing
provid
rhead
either as a direcf or an indirect ove
e,
vic
ser
r
ula
tic
par
a
for
ng
cti
city contra
es made
ts which are attributable to servic
charge, any porfion of those cos
of
ined by resolution of the board
erm
det
as
,
nty
cou
the
of
ns
tio
available to all por
county
!overhead costs of operation of the
supervisors, or which are genera
n, are those
ts, for the purpose of this sectio
cos
ad
rhe
ove
l
era
Gen
t.
men
govern
ed a
less of whether or not it provid
ard
reg
ur
inc
ld
wou
nty
cou
a
ch
costs whi
.
service under contract to a city
are
troller's Accounting Division and
r-Con
ito
Aud
the
by
ly
ual
ann
d
ine
Rates are determ
cal year, allowing the City to utilize
fis
w
ne
the
ing
ced
pre
ch
Mar
generally finalized by
get. These rates
on of the City's new fiscal year bud
ati
par
pre
the
in
on
ati
orm
inf
s
thi
any possible
year and do not change, despite
cal
fis
ire
ent
the
for
ect
eff
in
remain
would result
ment. The only impact on billing
art
Dep
f's
rif
She
the
to
t
cos
in
changes
t of their
level requested by the city as par
e
vic
ser
the
in
se
rea
dec
or
se
from any increa
roval of
can only take effect with the app
s
nge
el
cha
lev
e
vic
ser
e
es
Th
policing strategy.
es.
are the same for all contract citi
es
rat
t
uni
e
vic
ser
nt
eme
orc
enf
the City. Contract law
17

ice
in the Sheriff's Department contract serv
The following components are included

rates:
PERCENTAGE
CATEGORY
44.76%
Salaries (sworn)
12.61
n)
Overhead Salaries (sworn &non-swor
30.42%
rn)
Employee Benefits(sworn &non-swo
1.42%
Overtime
)
Automotive (maintenance &replacement

Services &Supplies
Department Support
1.33%
.91
.84%
7.1
.61
100%
Total
MAYWOOD CITY COUNCIL

The City Council appoints the City Manager to function as the Chief Administrator of the
City. The City Council sets the policy direction for the City, incorporating public input
received directly from local citizens and several Council-appointed city commissions.
The City Manager is charged with implementing City Council directions, keeping the
City Council informed of City operations, preparing the annual budget and coordinating
department activities.
Veronica Guardado
Vice Mayor
Ana Rosa Rizo

Mayor
Felipe Aguirre
Council Member
Edward Varela
Council Member
19
Thomas Martin
Council Member
Y PROFILE
MAYWOOD COMMUNIT
d has a city
ptember 2, 1924. Maywoo
Se
on
ed
at
or
rp
co
in
s
re miles, and
The City of Maywood wa
encompasses 1.14 squa
d
oo
yw
Ma
.
nt
me
rn
ve
re,
go
of
its small town atmosphe
s
ain
council/city manager form
ret
d
oo
yw
Ma
.
71
,9
pulation of 29
idential
as of 2008 boasted a po
d still offers an ideal res
oo
yw
Ma
.
is
ol
op
tr
me
e
iv
ss
though surrounded by a ma
s.
g surrounding communitie
in
rk
wo
e
os
th
for
y
it
un
mm
co
Income Profile 1999:
$30,480
:
d Income 7999
ol
eh
us
Ho
an
Demographics 2008
di
Me
s
le
1.14 square mi
Area
Household Incomes
*29,971
10%
$10,000
an
th
Population
ss
Le
s
ar
ye
9%
.6
26
Median Age
$10,000 to $14,999
21%
$15,000 to $24,999
18%
Jobs by Sectors 2008:
$25,000 to $34,999
2%
16%
Construction
$35,000 to $49,999
17%
16%
9
99
4,
$7
to
0
00
0,
Manufacturing
$5
7%
6%
Wholesale Trade
$75,000 to $99,999
15%
2%
Retail Trade
$100,000 to $149,999
5%
1%
Transportation
$150,000 to $199,999
1%
1%
Information
$200,000 or more
3%
Finance
4%
Professional Services
Occupations 1999:
25%
10%
sionals
fes
Pro
n
,
nt
me
ge
Educatio
na
Ma
15%
14%
Entertainment
Service Occupations
1%
21%
Sales and Office
5%
1%
Other
Farming, Fishing
11%
Construction
43%
10:
, Transportation
on
ti
uc
od
Pr
Revenue Sources FY 0900
,0
$865
Property Tax
$960,700
ions FY 09-10:
Sales Tax
General Fund Appropriat
0
00
2,
$9
$1,149,800
)
vernment Services
l
Go
ra
ne
Ge
Vehicle License Fee (VLF
00
,0
00
$2,3
$7,274,150
ment
rt
pa
De
ice
VLF (Property Tax In-Lieu
Pol
00
$360,0
$750,000
tion
ea
cr
Re
d
an
s
rk
Franchise Fees
Pa
$258,800
$326,000
e
nc
na
Licenses
Fi
00
,0
00
,1
$198,200
$1
ation
str
ini
Adm
Utility Users Tax
y
Cit
00
,0
$801,850
for Police $3,005
r
he
Ot
Payments from Cudahy
$450,000
$10,500,000
Fines and Penalties
Total Appropriations:
,000
06
$2
Fees and Charges
$452,500
Other Revenue
$10,050,000
Total Revenues
2008:
Population Distribution
Distribution by age
Up to age 19
19-24
25-44
45-64
65+
40%
10%
33%
13%
4%
20
d Website,
Sources: City of Maywoo
and
08
ation of Governments 20
oci
Ass
a
rni
ifo
Southern Cal
PARTMENT
CITY OF MAYWOOD POLICE DE
Budget
9-10 total
the City of Maywood, the FY 200
According to documents provided by
approximately $4,764,250, after
is
t
men
art
Dep
ice
Pol
d
woo
May
expenditures for the
policing services.
m the City of Cudahy for contracted
eliminating the revenue received fro
9-10 general fund
roximately 45% of the City's FY 200
app
for
ts
oun
acc
re
itu
end
exp
s
Thi
ee City
roximately $10.5 million. The top thr
app
at
ted
ima
est
are
ch
whi
ns,
tio
appropria
utility taxes, and contracted services.
revenue sources are property taxes,
Pprcnnnpl
and
t had 48 budgeted sworn positions,
men
art
Dep
ice
Pol
the
0,
201
e,
As of Jun
ludes
positions. This budgeted strength inc
orn
-sw
non
e
t-tim
par
and
full
35
y
approximatel
with the City of Cudahy for policing
ct
tra
con
the
by
set
off
e
enu
rev
positions that are
the City of
the Maywood Police Department for
services. The final deployment of
worker's
d due to vacancies, medical leave,
uce
red
y
antl
ific
sign
s
wa
d
woo
May
ent
administrative issues. Due to the rec
and
ve,
lea
tary
mili
,
ues
iss
ion
sat
compen
rent
e thorough examination of the cur
mor
a
t,
men
art
Dep
ice
Pol
the
of
on
eliminati
sideration.
deployment was not given further con
21
MAYWOOD POLICE FACILITY
~'
r
~~~ -.
'6
:::.:
;.
":1
..~~:...
7
4
..3`<~
'.
. ,: y, ~
~~
._
Maywood Police Station

4317 E. Slauson Avenue
Maywood, CA 90270
(323)562-5005
The Maywood Police Station is a full service station with a functioning jail and a
on a
communications center with dispatching capabilities. The station is open to the public
24/7 basis. The station provides offices for all police services and does not share office
space with any other City Department.
22
MAYWOOD STATISTICAL DATA

S
CRIME,TRAFFIC AND ARREST
by the
traffic and arrest statistics reported
al,
min
cri
the
ent
res
rep
es
pag
The following
istics
rs 2007 through 2009. These stat
yea
ar
end
cal
the
for
t
men
art
Dep
Maywood Police
Department in the
the Los Angeles County Sheriff's
were reviewed and analyzed by
n
n table is also included in this sectio
iso
par
com
e
rat
me
cri
A
al.
pos
preparation of this pro
m Crime Reporting
ment tabulates its crimes by Unifor
art
Dep
f's
rif
She
The
.
ort
rep
of the
cs obtained
upcoming pages use crime statisti
the
on
phs
gra
and
les
tab
The
.
standards
tions Uniform Crime Reports.
from the Federal Bureau of investiga
of
e comparisons between the City
rat
me
cri
city
s
ict
dep
le
tab
n
iso
The crime rate compar
Sheriff's Department,
policed by the Los Angeles County
es
citi
ct
tra
con
s
iou
var
d,
woo
May
contract cities
ated adjacent to Maywood. The
loc
es
citi
nt
nde
epe
ind
ng
ori
ghb
and nei
to the city
ause of their geographical proximity
bec
sen
cho
e
wer
n
iso
par
com
included in the
me
. Data from the 2008 Uniform Cri
als
tot
n
tio
ula
pop
r
ila
sim
ir
the
/or
of Maywood and
es chosen for
d availability of 2009 data in the citi
Report was utilized due to the limite
artment used the
rate comparisons, the Sheriff's Dep
me
cri
se
the
ng
ati
cre
In
n.
iso
par
com
,000 population
10,000 variable, rather than the 100
n
tio
ula
pop
ita
cap
per
zed
rdi
standa
makes the rates
California as well as the FBI. This
of
te
Sta
the
by
d
use
is
ch
whi
variable
contract
bution among the independent and
tri
dis
n
tio
ula
pop
the
of
w
vie
in
nt
more significa
cities.
Readers are
erous and vary place to place.
num
are
me
cri
to
ing
but
tri
con
s
tor
Fac
es between
from direct comparisons of crime rat
ns
sio
clu
con
g
win
dra
t
ins
aga
cautioned
ulations and size.
individual communities of similar pop
23
MAYWOOD CRIME STATISTICS

Listed below is the total number of Part I Crimes handled by Maywood Police Department
personnel for 2007-2009. The Department only provided arrest data for 2008 and 2009.
Reported Part I Crimes

Crime
2007
2U0$
2009
Homicide
Rape
Robbery
88
92
67
Aggravated Assault
78
93
74
Burglary
90
116
76
Larceny
168
215
208
Motor Vehicle Theft
188
214
183
Arson
Total
622
739
617
Arrest Statistics
2008
2009
Adult
623
618
Juvenile
65
49
Total Arrests
688
667
24
MAYWOOD TRAFFIC STATISTICS

d Police
Listed below is the total number of Traffic Bureau incidents handled by Maywoo
for
Department personnel. The Department only provided collision and citation data
calendar year 2009.
2009
Traffic Collisions
Fatal
Injury
37
Non-Injury
91
Hit &Run
71
Total Collisions
199
2009
Citations
Moving
1978
Non-Moving
565
Parking
7162
Total Citations
9705
20D7
2008
2009
DUI-Fatal-Hwy-Alcohol
DUI-W/Injury-Hwy-Alcohol
DUI-Non-Injury-Hwy-Alcohol
DUIOn-Highway-Alcohol
23
36
40
DUI Off-Highway-Alcohol
DUI On-Highway-Drugs
DUI Off-Highway-Drugs
33
49
44
DU! Collisions and
incidents
Total DUI Collisions and Incidents

25
CRIME RATE COMPARISONS

te Comparison
Independent Cities Crime Ra

Item of Comparispn
Population
Maywood
Bell
Huntington Park
36,877
61,307
28,411
.8
.5
3.5*
2.3
1.8
32.4
19.6
62.0*
26.6
26.0
32.7*
44.0
49.1*
40.8
75.7
83.2
227.7`
75.3
49.0
161.0*
2.4*
0
260.1
226.7
531'
1.4*
Homicide
Rape
Robbery
Assault
Burglary
Larceny
GTA
Arson
Total
ies Crime Rate Comparison
Cit
Sheriff's Department Contract
Item of Cost~partson
Population
Homicide
Rape
Robbery
Assault
Burglary
Larceny
GTA
Arson
Tot~f
Duarte
Maywaoti
Walnut
31,035
21,973
28,411
0.3
0.5
1.8*
5.8
12.7
32.4*
10.3
17.7
32.7*
40.8
44.5
65.5*
75.7
84.1
130.6*
18.4
30.0
75.3*
0
1.3*
260.1
164.7
1.4*
orm Crime Reports

ral Bureau of Investigation Unif
Information obtained from 2008 Fede
gory
""Denotes highest rate in crime cate
26
0
257.0
soo.o
0.0
`~
~ 30
100.0
cad
2&,413.
08
Bell
36,877
2~
orm Crime Reports 20
Investigations Unif
City
Population*
Huntington Park
61,307
Walnut
31,035
Total Part 1 Crime

1, 2008
3
r
e
b
m
e
c
e
D
1
y
Januar
Federal Bureau of
Crime Data Source:
~
a
~ ~ 200.0
~
oc
a
~ o
~ ~ 400.0
~Y- .~~'~ ~
s~ ~~~
and
d
o
o
w
y
a
M
n
i
e
m
i
Part I Cr
Comparable Cities
Duarte
21,973
RVICE UNIT
DEPUTY SHERIFF SE
rstand the method of
de
un
to
t
an
rt
po
im
is
it
is staffing proposal,
ment
To fully understand th
. The Sheriff's Depart
nt
me
rt
pa
De
s
f'
if
er
Sh
ed by the
ific level of
contract staffing utiliz
rsonnel, but for a spec
pe
of
er
mb
nu
ic
if
ec
ract for a sp
the
generally does not cont
ovided to ensure that
pr
en
th
e
ar
l
ne
on
rs
y number of pe
take
service. The necessar
typical City employees
,
ar
ye
e
th
ut
ho
ug
ro
ly maintained. Th
g a staffing
service level is proper
leave, typically causin
ve
ti
ec
el
d
an
ry
to
sa
mpen
partment
vacations, sick time, co
nce of a Sheriff's De
se
ab
e
th
,
on
is
ar
mp
co
nce. In
lly
shortage in their abse
e as we are contractua
ic
rv
se
of
l
ve
le
e
th
ct
es not impa
part of
employee generally do
obligations are met as
e
es
Th
l.
ve
le
e
ic
rv
designated se
City will
obligated to meet that
. This guarantees the
ty
Ci
e
th
to
st
co
al
on
, without additi
the basic service cost
interruption.
is paying for, without
d
an
d
te
es
qu
re
s
ha
it
vel
receive the service le
4
rks approximately 22
wo
ee
oy
pl
em
n
or
sw
or Sheriff's Department
and elective
The average Police
cation time, sick time
va
,
off
ys
da
r
la
gu
re
g
considerin
place the
days annually when
there is nobody to re
s
an
me
is
th
,
es
ci
en
pal police ag
in a
leave time. For munici
ed, thereby resulting
nd
pe
ex
is
me
ti
er
ov
sence, unless
officer during his/her ab
vel.
fluctuating service le
for its
f Service Unit"(DSSU)
if
er
Sh
y
ut
ep
"D
e
th
es
ment utiliz
nel,
The Sheriff's Depart
f but the relief person
if
er
sh
ty
pu
de
a
st
ju
t
SU is no
support and
contract services. A DS
erical, administrative
cl
s,
ic
st
gi
lo
d
an
t
en
ment, equipm
od of
supervision, manage
for the designated peri
e
ic
rv
se
t
en
em
rc
fo
provide law en
rvice
supplies necessary to
the personnel and se
all
et
dg
bu
em
it
ne
li
the City's need to
time. This eliminates
or decreases service
s
se
ea
cr
in
ty
Ci
e
th
r police department. As
required by the
expenditures for thei
"overhead" services
of
nt
ou
am
e
at
on
ti
r the propor
levels, it only pays fo
level.
agreed upon staffing
MPONENTS
DEPUTY SHERIFF SERVICE UNIT CO
These
cost of the Deputy Sheriff Service Units.
the
in
uded
incl
are
ms
ite
g
owin
foll
The
t to the Service Unit.
are overhead items which act as suppor
Departmental Management
Overtime (Except Special Events

Watch Deputies
Mailers
Watch Commanders
investigators
Use of Vehicles and Maintenance
Administration and Clerical
Supervision Patrai & Wateh Sgts.
Services and Supplies
by the
ber of annual days of service provided
num
the
of
e
mpl
exa
an
g
is
owin
foll
The
cer
n compared to the standard police offi
Deputy Sheriff Service Unit(DSSU) whe
deployment process.
Position
Days of Annua{ Service
(1) Police Officer
224 days (approx.)
224 days (approx.)
261 days
(1) DSSU (56 hr)
365 days
s per
Deputy Sheriff for 8 hours each day, 7 day
The standard 56 hour DSSU provides a
This
ludes all support personnel and costs.
week, 365 days per year. The DSSU inc
absences,
fected by regular days off, vacation
unaf
l,
leve
fing
staf
nt
iste
cons
a
s
ure
ens
Because the City contracts for a specific
off.
e
tim
tive
elec
or
es,
enc
abs
ess
illn
injury or
ment
remain consistent. The Sheriff's Depart
level of service time, deployment levels
iving the
a daily basis to ensure the City is rece
tracks and audits the service levels on
29

MAYWOOD DEPLOYMENT PROPOSALS AND COST
The following patrol staffing proposals are suggested deployment models for the City of
Maywood. Proposal A is the same suggested service level recommendation submitted
to the Maywood City Council on June 21, 2010, as an interim proposal. Proposal A
provides complete law enforcement coverage for the City, but does not include any
additional staffing to keep the Maywood Police facility open to the public. Proposal B
provides complete law enforcement coverage for the City and includes additional
staffing to keep the Maywood Police facility open to the public for 16 hours per day, 7
days a week.
With either proposal, the Sheriff's Department intends to deploy all Maywood patrol
units and personnel for 24 hour law enforcement coverage out of the existing Maywood
Police Station. All patrol deployment units will be filled daily and service will not be
interrupted for vacancies such as vacations, sick calls, holidays, and injured on duty
personnel.
The following deployment cost summary includes a 4% liability insurance charge. Each
LASD contract city pays 4% of their total contract costs into a Liability Trust Fund. The
total deployment cost of Proposal A is $3,812,790 and for Proposal B is $4,140,415.
These costs are based on FY 2010-11 rates, which are renewed and adjusted annually
by the Los Angeles County Auditor-Controller.
Praposai A
3,812,790
Proposal B
4,140,415
Tota{ Sworn Staff
Total Civilian
Total
25
2.5
27.5
7ota4 Sworn Staff
Total Civilian
Total
25
6.5
31.5
30
LOS ANGELES COUNTY SHERIFF'S DEPARTMENT PROPOSED

MAYWOOD PATROL DEPLOYMENT "A"
Number of
Patrol Units
Personnel
Required
3.26
1.63
3.26
1.63
1.17
4.90
1.63
Special Assignment Sgt.
12
19
Unit Type
Shift
AM (0600-1400 hours)
PM (1400-2200 hours)
Supplemental Units
Non-relieved
Personnel Required
Maywood Pollce Station Overhead StafiFing

Sergeants
Bonus I Deputies
3
2
Law Enforcement Technician (civilian staff)

Custody ASSlstant (civilian staff)
.50
8.50
Number of Units
Personnel Required
12
19
8.50
8.50
20.50
27.50
31
LOS ANGELES COUNTY SHERIFF'S DEPARTMENT PROPOSED

MAYWOOD PATROL DEPLOYMENT "B"
Number of
Patrol Units
Personnel
Required
1.17
3.26
1.63
3.26
1.63
4.90
1.63
Special Assignment Sgt.
Law Enforcement Technician
16
23
Unit Type
Shift
EM (2200 -060o hours)
AM (0600-1400 hours)
PM (1400-2200 hours)
Supplemental Units
Non-relieved
Personnel Required
Maywood Police Station Overhead Staffing

Sergeants
Bonus I Deputies
3
3
Law Enforcement Technician (civilian staff)
Custody ASSIStaflt (civilian staff)
.50
8.50
Number of Units
Personnel Required
16
23
8.50
8.50
24.50
31.50
32
Field
Sergeant
Field
~rg~nt
oaoo
0500
0200
0300
Traffic
Units
~ff~~
Units
2400
2
Patrol
Untts
1
Field
Sergeant
2
patrol
Units
1
Field
Sergeant
0100
2300
2200
2~0o
2000
1900
~
Traffic
Units
1
gqp
Sergeant
Traffic
Units
Traffic
Units
~eoo
5A0
Field
Sergeant
33
1
Field
Sergeant
1
Ffeld
Sergeant
1
Field
Sergeant
1
Field
Sergeant
Trat(ic
Units
2
Patrol
Units
1
Field
Sergeant
1
Traffic
Units
SAO
Sergeant
Traffic
Units
2
Patrol
Units
~
Field
Sergeant
~
Traffic
Units
1
SAO
~rgeant
Traffic
Units
2
Patrol
Units
1
Field
Sergeant
1
Traffic
Units
Units
3
Patrol
Sergeant
Units
3
Patrol
1
F{e!d
S~'geant
~
Traffic
Units
2
Patro[
Units
SATURDAY
TraTflc
Units
2
Patrol
Units
1
Field
Sergeant
Units
Units
Traffic
Units
Patrol
Patrol
Unit
3
Patrol
Patrol
Unit
1
Field
Sergeant
~
Tratfic
finite
1
Traffic
Units
1
Field
Sergeant
2
Patrol
Units
FRIDAY
2
Ratrol
Units
1
Patrol
Unit
THURSDAY
SAO
Sergeant
~
Patrol
Unit
t
Ffeid
Sergeant
7
Traffic
Units
2
Patrol
Units
WEDNESDAY
Traffic
Units
2
Patrol
knits
1
Field
Sergeant
Units
100
Units
Units
3
Patrol
~eoo
3
Patrol
1
Patrol
Unit
1
Field
Sergeant
1
Traffic
Units
2
Parrot
Units
TUESDAY
3
Patrol
Field
Sergeant
1
Field
Sergeant
y
Traffic
Units
z
Patrol
Units
MONDAY
1500
1400
1300
1200
Traffic
Units
~000
iioo
2
Patrol
Units
SUNDAY
0900
0800
o~o0
osoo
Hours
SHERIFF'S DEPARTMENT PROPOSED PATROL DEPLOYMENT "A"
osoo
oaoo
0300
0200
o~oo
2400
2300
2200
210o
2000
~soo
180o
1700
teoo
iso0
1400
1300
1200
1100
1000
0900
0800
0700
0600
Hours
Field
~~~t
1
Traffic
Units
2
patrol
!lnits
1
Field
nt
gea
Ser
~
Traffic
Units
3
Patrol
Units
SUNDAY
Field
gergeant
1
Traffic
Units
2
Pairoi
Uniis
1
Field
nt
gea
Ser
1
Traffic
Units
3
Patrol
Units
SAO
Unit
Patrol
Sergeant
MONDAY
Field
Sergeant
1
Traffic
Un9ts
2
Patrol
Units
~
Field
Sergeant
1
Traffic
Units
3
Patrol
Units
SAO
Unit
Petrol
g~y~~;
TUESDAY
34
Field
Sergeant
i
Traffic
Units
2
Patrc7t
Units
1
Field
Sergeant
1
Traffic
Units
3
Patrol
Units
giant
~
SAO
Unit
Patrol
WEDNESDAY
Field
Sergeant
1
Traffic
Units
2
Patrol
Units
Field
Sergeant
1
Traffic
Units
3
Patrol
Units
~g~~t
SAO
unit
Qa~~~
Fie{d
Sergeant
1
Traffic
Units
2
Patrol
Units
Field
Sergeant
1
Traffic
Units
3
Patrol
Units
FRIDAY
DEPLOYMENT "B"
THURSDAY
PROPOSED PATROL
SHERIFF'S DEPARTMENT
Sergeant
1
SAQ
Unit
Ratrot
Field
Servant
1
Traffic
Units
2
Patrol
Unfits
Fleld
Sergeant
1
Traffic
Units
3
Patrol
Units
SATURDAY
BENEFITS OF PROPOSALS
The following benefits were given consideration as part of these proposals:

Proposal A provides an approximate 20% reduction in law enforcement costs as
compared to the FY 09-10 Maywood Police Department budget.
Proposal B provides an approximate 13% reduction in law enforcement costs as
compared to the FY 09-10 Maywood Police Department budget and keeps the
Maywood Station open to the public for approximately 16 hours a day/7 days a
week.
The Sheriff's Department intends to police a neighboring contract city (Cudahy)
from the Maywood Station, which will enhance patrol deployment and visibility in
the City.
Dedicated investigative services for the Maywood community.
Contractually obligated patrol Deputies delivering greater patrol service hours
compared to current Maywood Police Department patrol officer deployment.
Both proposals include a dedicated Special Assignment Sergeant that will act as
a direct liaison to the City.
Sheriff's Department Captain commanding the East Los Angeles Sheriff Station
and acting as the Chief of Police for the City. The City Officials and staff will have
full access to the Captain and his administrative staff to provide direction and
guidance in their law enforcement mission.
35
SUMMARY OF
STAFFING PROPOSALS
~;~
~:~, r.;~
~ ~:~,~r,
o~ SeY
~r
'~ Tradition.~r
~3 o Since 1850
It is estimated that the Maywood Police Department's 2009-10 fiscal year budget was
approximately $4,764,250. Proposal A provides complete law enforcement coverage for
the City of Maywood at the 2010-11 fiscal year rate of $3,812,790 annually. This equates
to an estimated 20% cost savings in Maywood's law enforcement budget. Proposal B
provides complete law enforcement coverage for the City of Maywood at the 2010-11
fiscal year rate of $4,140,415 annually. This equates to an estimated 13% cost savings
in Maywood's law enforcement budget and provides the staffing necessary for the
Maywood Police Station to remain open to the public for approximately 16 hours a day/7
days a week.
LASD PROPOSAL "B"
LASD PROPOSAL "A"

Sergeants
Sergeants
Bonus I Deputies
Bonus I Deputies
Deputies
18
Deputies
18
Law Enforcement
Technicians
Law Enforcement
Technicians
Custody Assistant
.5
Custody Assistant
.5
TOTAL
PERSONNEL
27.5
TOTAL
PERSONNEL
31.5
TOTAL COST
$3,812,790
TOTAL COST
$4,140,415
36
,f ~.
c,~rvice'
I'rrrditi~~~tt~~
~~~
OUR CORE VALUES

PREFACE

service to the City of Irwindale. Information contained in this proposal was obtained
from documents provided by the City of Irwindale, the Irwindale Police Department and
publicly available information.
INTRODUCTION
Phase
ct law
ment of annual costs for contra
ss
se
as
ry
ina
lim
pre
a
es
vid
This Phase 1 study pro
level. It is not
sed on a comparative service
ba
y,
Cit
the
for
es
vic
ser
nt
eme
enforc
eds and desires.
to meet specific community ne
d
pte
ada
r
the
fur
be
n
ca
d
an
restrictive
te their annual
y sufficient information to estima
Cit
the
e
giv
to
ed
ign
des
is
al
This propos
Personnel,
of services to be received.
e
typ
the
as
l
wel
as
,
res
itu
operating expend
and
in this report because of time
sed
cus
dis
not
are
ues
iss
t
en
facility, and equipm
resource constraints.
Phase II
e
City, Council may wish to explor
the
by
ed
iew
rev
en
be
s
ha
Once the Phase I report
p would be a
nt in greater depth. The next ste
eme
ang
arr
ct
tra
con
a
of
ty
ili
the feasib
t and personnel is
ssment of facilities, equipmen
se
as
ed
ail
det
a
ch
whi
in
dy
Phase II stu
on City
start-up" costs and the impact
e
tim
ne
"o
ial
ent
pot
ine
erm
conducted to det
would
ial merger. The Phase II study
ent
pot
a
by
ed
ect
aff
be
ld
personnel who wou
of such areas as:
include a detailed assessment
1.
2.
3.
4.
5.
6.
7.
Facility
Safety equipment
Vehicles
Personnel issues
Communications
Fixed assets
s of the
months to conduct. The result
3-6
ted
ima
est
an
e
tak
ld
This assessment wou
arding
make an informed decision reg
to
l
nci
Cou
by
ed
liz
uti
be
n
Phase II study can the
City subsequently
pal police services. Should the
ici
mun
for
ves
ati
ern
alt
ble
ila
the ava
ned and the
the necessary contracts are sig
,
hip
ons
ati
rel
ct
tra
con
a
in
elect to beg
made in a seamless fashion.
transition of services would be
that
study, it is recommended
II
e
as
Ph
a
t
es
qu
re
to
ct
ele
Should the City of Irwindale
level,
ably at the management
fer
pre
,
on
rs
pe
a
e
vid
pro
ment
the Irwindale Police Depart
riff's
as direct liaison with the She
e
rv
se
d
an
y
ud
st
II
e
as
Ph
to assist with the
dical
with this phase to cover me
ed
ss
se
as
is
ge
ar
ch
l
na
Department. A nomi
ve merger candidates.
examinations for prospecti
ioka, Chief
ing a letter to William T. Fuj
nd
se
by
d
te
es
qu
re
be
n
ca
The Phase II study
ation,
eth Hahn Hall of Administr
nn
Ke
,
ty
un
Co
s
le
ge
An
s
Executive Officer of Lo
Angeles CA 90012.
500 W. Temple Street, Los
er
ow for the transfer and merg
all
ty
un
Co
e
th
of
r
te
ar
Ch
d the
Provisions in State Law an
o County
d municipal operations int
an
rs,
ice
off
e
ac
pe
s,
ee
oy
of municipal empl
the Sheriff's
Department employees into
ice
Pol
pal
ici
Mun
of
er
nsf
tra
Government. The
er agreement.
and conditions of a merg
s
rm
te
e
th
by
ed
sh
li
mp
co
Department must be ac
ement services
to contract for law enforc
ct
ele
y
tel
ima
ult
ld
ou
sh
y
In the event the Cit
partment
ing the Irwindale Police De
rg
me
y
eb
er
th
d
an
,
nt
me
rt
with the Sheriff's Depa
d
would be made to fairly an
ort
eff
y
er
ev
ce,
for
rk
wo
personnel into the County
e.
y employee into County servic
Cit
ed
ect
aff
ch
ea
er
nsf
tra
objectively
s Angeles
unty service, pursuant to Lo
co
o
int
ed
err
nsf
tra
be
y
Municipal employees ma
ing (but
prerequisite factors includ
s
iou
var
to
g
in
rd
co
ac
,
si4
County Charter Section 56
ining, and the range of duties
tra
,
ce
en
ri
pe
ex
,
ure
ten
el,
lev
not limited to) rank, salary
l's appointment
the outcome of any individua
of
st
eca
for
t
en
nd
pe
de
in
performed. No
II study is concluded.
may be made until a Phase
t has been providing contract law

The Los Angeles County Sheriff's Departmen
orcement agency in the nation. The
enforcement services longer than any law enf
law enforcement movement when the City
Sheriff's Department pioneered the contract
the burdensome costs and public
of Lakewood incorporated in 1954. Faced with
ce department, Lakewood looked for a
indebtedness needed to finance its own poli
at a reduced cost. Lakewood officials and
method to provide law enforcement services
the Sheriff's Department formulated the first
e adopted the Sheriff's Department's
Since that time, 40 of the county's 88 cities hav
by city officials when considering the
One of the most common questions asked
benefits?" The answer, in short, is
contract law enforcement option is, "What are the
e retaining local control.
efficient service with significant savings whil
ted acontract-based approach to

Many cities in Los Angeles County have adop
their own police or fire departments they
providing City services. Instead of forming
e services. This approach, often called
contract with the County of Los Angeles for thos
pt it, has resulted in Los Angeles County
the "Lakewood Plan" after the first City to ado
.
serving as a major provider of municipal services
of the benefits of contracting for law
The following information describes just some
pendent studies, audits and
enforcement services, and is derived from inde
contract service recipients, both
investigations, as well as the observations of

cy Institute of California (PPIC)
In January 2000, the San Francisco based Public Poli
Public Services in Los Anc1eles
issued a report entitled Riskv Business: Providing_Local
the county's role as a
County. Part of the purpose for this report was to evaluate
ed that:
municipal service provider. PPIC's analysis determin
municipal services at both
"..the `contract city'is an efficient means of providing
governments working
the county and city level, and offers one model for local
interviewed resoundingly
`:..at both the county and contract city level, those we
efficient allocation of services
felt that the contract city model resulted in the most

reports on how local governments
The Orange Counfy Register ran a series of periodic
Sunday, November 4, 1999,
spend tax dollars. One of those reports, published on
services bYcontractinq out. Are
entitled "What cops cost: Some cities provide police
contract municipal police
they getting their money's worth?" examined the use of
t focused on a comparison of
services through the county sheriff. Although this repor
ty's independent police
the Orange County Sheriff's Department with that coun
rcement prove to be the same.
agencies, the issues and benefits of contract law enfo
The article states:
that contract with the

"As an analysis of budget numbers makes clear, cities
unities than cities that
sheriff's department generally pay less to police their comm
5
wifh police
yors no longer have to deal
ma
d
an
ls
nci
cou
y
Cit
e:
ag
nt
va
Ànofher ad
the
cal issues...passing the buck to
iti
pol
ed
lat
-re
ice
pol
us
tio
unions and conten
ues,
fundamental governance iss
re
mo
h
wit
l
dea
to
ies
cit
for
e
county frees up tim
cal player."
becoming too much of a politi
om
fr
ps
co
al
loc
the
s
ep
ke
it
and
ng
l and end-all, it is a good starti
-al
be
the
not
is
e
ur
as
me
ita
Àlthough aper-cap
comparisons are
ferent sizes...But even when
dif
of
ies
cit
g
in
ar
mp
co
en
wh
point
cost-wise,
differences are significant...But,
t
cos
the
,
ies
cit
e
siz
r
ila
sim
between
vides a
e sheriff's department still pro
.Th
g..
din
pud
a
pit
r-ca
pe
the
the proof is in
sons, economies of scale."
rea
ic
om
on
ec
of
ic
bas
st
mo
lower cost for the
with the
of contracting police services
s
age
ant
adv
dis
d
an
es
ag
`:..the advant
a
se that are willing to consider
fho
...
sed
cus
dis
be
ld
ou
sh
nt
sheriff's departme
nd more money
with more cops on the street a
es
lv
se
em
th
d
fin
ht
mig
tch
swi
orities."
that can be spent on other pri
RTS
SERVICE RECIPIENT REPO
TIES
CALIFORNIA CONTRACT CI
ation prepared a
ifornia Contract Cities Associ
Cal
the
of
s
er
mb
me
,
00
20
of
In May
se to a report
Right for California" in respon
l:
de
Mo
y
ct
Cit
tra
Con
he
"T
document entitled
ing revenue allocation. This
ard
reg
ice
Off
r's
lle
tro
Con
te
issued by the California Sta
is a cost
that the Contract City Model
s
ow
sh
ch
whi
on
ati
orm
inf
es
document provid
.
form of municipal government
l
sfu
ces
suc
d
an
,
ent
ici
eff
,
effective
ng for law
local government that contracti
in
m
xi
ma
a
en
be
g
lon
s
ha
"!t
effective
county provides a more cost
the
m
fro
e
vic
ser
e
fir
or
t
en
em
enforc
many cases, this also provides a

method of meeting the needs of the public. In
every new city created in the
higher level of service. For this reason, almost
been a contract city, taking
State of California in the past 50 years has
of a county sheriff's department and
advantage of the vast and huge resources
of each individual city or community."
tailoring those resources to meet the needs
flexibility in meeting the changing
"The contract city model offers tremendous
ides the best method of responding
needs of a community. This model also prov
A contract city is able to meet
to difficult times such as economic downturns.
iently. This flexibility makes
changes in service demands quickly and effic
responsive to resident's needs."
contract cities much more cost effective and
priority and is the most costly
"Law enforcement is usually every city's top
ement with regional agencies like
municipal service. Contracting for law enforc
is extremely cost effective and
the Los Angeles County Sheriff's Department
s." "By contracting, small cities are
offers cities a wide array of crime fighting tool
out busting their budgets.
able to tap into existing and vast resources with
of law enforcement services is
A recent study showed that the per capita cost
ed to independent cities."
significantly lower with contract cities compar
L.A. County Sheriff's Department
"By being innovative and accommodating, the
the best of both worldsa first rate
has made it possible for many cities to have
ly accessible and accountable to
and cost effective police force that's also high
residents."
SUMMARY

efficient allocation...flexibility...wider range of specialty services...specialized
resources...greater flexibility...mainfenance of quality...a first rate police force...no police
Contract law enforcement is cost effective: "...less cost...pay less...lower cost...cost

effective...cost differences are significant...cost of law enforcement services is
significantly lower...economical...less expensive...significanf cost savings...economies
of scale..."
relationship..."

s. The Sheriff's
The issue of local control and identity is common among all communitie
ing priorities,
Department recognizes that each community is unique, with differ
City officials regularly to
concerns, and solutions. Station Commanders confer with
ded by the Sheriff's
ensure optimum satisfaction with the quality of services provi
ing day-to-day
Department. While City officials are relieved of the burden of manag
work together to identify
policing operations, the Station Commander and City officials
the public's faith in
goals and programs that create a safer community and strengthen
common needs with its
its local government. Each contracting City, while sharing many
ated Sheriff's cars which

Our Contract Cities often utilize distinctive logos on their dedic
are but a few
reflect the uniqueness of their community. The following pictures
City of Norwalk
City of Paramount
City of Cerritos
'~
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..~
:i~ ~..
~~
~#~ n
~I
~+~
V ~
~y' A
~1~.~Y.
~-x
,
y
.,
~
~~
City of La Mirada
City of Carson
.
;.:..
~ ~~>
~~~{7}~g~y9~
~a(~L'7SQY'~
.
_ .
SHERIFF'S CONTRACT SERVICES

Contract cities benefit in many ways from their relationship with the Sheriff's
Department. The following are examples of additional services and benefits which are
provided to the Department's Contract Cities at no additional charge:
Specialized Enforcement /Investigations

1.
Emergency Operation Bureau - Disaster Response and Planning.
2.
Special Enforcement Bureau -SWAT Team and Hi-Risk Warrant service.
3.
Safe Streets Bureau -Gang enforcement saturation patrol and investigations.
4.
Aero Bureau (helicopter service)- emergency response, including rescue Air-5.
5.
Mental Evaluation Team - Specialists in resolving incidents with the mentally ill.
6.
Specialized Investigations - surveillance teams, vice, forgery/fraud &narcotics.
7.
8.
Arson/Explosives -bomb disposal/ bomb/arson investigations.
9.
Child Abuse
10.
K-9 Units
ty
The Sheriff's Department not only benefits from economy of size, but staffing flexibili
l
as well. Staffing changes can be promptly implemented without concern for potentia
hiring needs or layoffs. This allows the City to affect changes in service levels in a
10
Supervision
on) is
geant, detectives, station administrati
Basic supervision (field and watch ser
be
plemental or dedicated supervision may
included in the basic service rates. Sup
to the City.
ns,
nt, supervision, clerical, communicatio
All administrative support(manageme
basic cost for service.
technical services, etc) is included in the
Relief Personnel
ve
for vacation, sick, IOD, and elective lea
ge
era
cov
e
vid
pro
to
ary
ess
nec
nel
son
All per
tions).
t for service (excluding non-relieved posi
absences are included in the basic cos
Overtime
s),
arrests/calls, absences (relieved position
All routine overtime, including court, late
arately.
ice. Special event overtime is billed sep
etc. is included in the basic cost for serv
Helicopter Service
cue
rgency helicopter service, including res
eme
es
vid
pro
t
men
art
Dep
s
iff'
Sher
The
ol
the recipient Cities. Routine service or patr
to
rge
cha
al
tion
addi
no
at
,
Air-5
er
helicopt
an
billed according to "time over scene" at
time, should a City select this option, is
hourly rate.
11
Personnel Selection
nel
The Sheriff's Department is responsible for the selection and assignment of person
raged to be
assigned to basic law enforcement service units. However, Cities are encou
the City
involved in the selection of personnel for special assignment positions. Should
the City, the
feel that any personnel may not be suited for a particular assignment within
be
station commander may be consulted and, when practical, reassignments can
made.
Liabilit
being
Liability is included in the basic law enforcement service unit rate with those funds
ed by the
transferred into the Contract City Liability Trust Fund. This fund is manag
oversight
Sheriff's Department's. Risk Management Bureau and County Counsel. An
review all
committee, consisting of representatives from the contract cities, serves to
of the
claims and lawsuits arising from Sheriff contract city services. Selection
and
members to that Committee is made by the contract cities. All liability costs
coverage is included in the basic service rates.
Overheads
ned
The basic costs for service includes the following components: Salaries (assig
vilian) and
personnel, relief personnel, management, supervision, detectives, clerical/ci
related Benefits, overtime (sworn and civilian), auto (vehicle maintenance and
y
replacement), services &supplies, Department support costs and general Count
overhead.
12

County Auditor-Controller's Office
Contract rates are developed by the Los Angeles
rnment Code (commonly referred to as
pursuant to Section 51350 of the California Gove
can, and can't, be charged through
the "Gonsalves Bill"). Section 51350 governs what
contract rates. It reads, in part:
opriate departments, boards,

A county which provides services through its appr
uant to contract or as
commissions, officers or employees, to any city purs
costs which are incurred in
authorized bylaw, shall charge the city all those
A county shall not charge a
providing the services so contracted or authorized.
a direct or an indirect overhead
city contracting for a particular service, either as
butable fo services made
charge, any portion of those costs which are attri
ed by resolution of the board of
available to all portions of the county, as determin
operation of the county
supervisors, or which are general overhead costs of
ose of this section, are those
government. General overhead costs, for the purp
her or not it provided a
costs which a county would incur regardless of whet
ller's Accounting Division and are

Rates are determined annually by the Auditor-Contro
l year, allowing the City to utilize
generally finalized by March preceding the new fisca
fiscal year budget. These rates
this information in the preparation of the City's new
ge, despite any possible
remain in effect for the entire fiscal year and do not chan
impact on billing would result
changes in cost to the Sheriff's Department. The only
ested by the city as part of their
from any increase or decrease in service level requ
only take effect with the approval of
policing strategy. These service level changes can
s are the same for all contract cities.
the City. Contract law enforcement service unit rate
13
The following components are included in contract service rates:

PERCENTAGE
CATEGORY
Salaries (sworn)
45.1
Overhead Salaries (sworn &civilian)
12.5%
Employee Benefits (sworn &civilian)
30.0%
0.9%
2.2%
Services &Supplies
0.84%
0.9%
Department Support
6.9%
0.63%
Total
100%
14
IRWINDALE CITY COUNCIL

on as the Chief
oints the City Manager to functi
app
l
nci
Cou
y
Cit
er
mb
me
e
The fiv
the City,
ncil sets the policy direction for
Cou
y
Cit
e
Th
y.
Cit
the
of
r
ato
Administr
several Councilectly from local citizens and
dir
ed
eiv
rec
ut
inp
lic
pub
g
incorporatin
ing City
ger is charged with implement
na
Ma
y
Cit
e
Th
ns.
sio
mis
com
appointed city
paring the
ormed of City operations, pre
inf
l
nci
Cou
y
Cit
the
g
pin
kee
Council directions,
department activities.
annual budget and coordinating
-.~- - ~
- 'Y,
:,
Larry G. Burrola
Mayor
H. Manuel Oritz
David "Chico" Fuentes
Councilman
Mayor Pro Tem

~,~
Mark A. Breceda
Manuel R. Garcia
Councilman
Councilman
15
COMMUNITY PROFILE
The City of Irwindale was incorporated on August 6, 1957 as a general law city until 1986
then a Charter City from 1986 to present. Irwindale currently encompasses 9.46 square
miles, with a population of approximately 1,446. Irwindale is known for its sand and gravel
industry and its long-standing successful businesses like Miller Brewing Company, Ready
Pac Produce, Davis Wire, Nu-Way Industries, the Irwindale Speedway, Pepsi, Sparkletts,
Jacmar Food Service and Hallet Boats. It is also the home of the popular Sante Fe
and
Recreational Park. All of these things combined make Irwindale a place to invest in
grow.
Demographics:
Income Profile:
Land Use:
Residential
Commercial/Professional Office
Industrial
Recreation/Parks/Open Space
Government/Institutional
Other
.98%
2.62/a
43.14/a
31.58/a
7.45%
14.23%
$45,000

Household Incomes
Less than $10,000
$10,000 to $14,999
$15,000 to $24,999
$25,000 to $34,999
$35,000 to $49,999
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999
$150,000 to $199,999
$200,000 or more
9.4%
3.9%
17.6%
8%
22.5%
23.2%
6.8
7%
1.2
0.5%
/a
9.46 square miles

1,446
1,242,062
28.5
$1,304,000,000
$358,435,300
/a
Area
Population
Population-10 Mile Radius
Median Age
Assessed Valuation
Taxable Sales
Business Profile:
Top five Non-Government Employers
# of Employees
Business Name
Revenue Source:
Expenditures:
39%
1
21
1
38%
%
Operations
Capital Projects
Benefits
Capital Outlays
Salaries
1700
970
800
750
400
700
Total Irwindale Employment:
40,000
Distribution by age
Under age 18
18-24
25-44
45-64
65+
Sources: City of Irwindale, Website
*US Census Bureau 2000
16
33.4%
10.0%
32.0%
16.5%
8.1
&
5%
25%
19%
11
9%
10%
21
%
Property Tax
Sales Tax
Utility Users Tax
Excavation Tax
Other Agencies
Other Local Taxes
Miscellaneous
Ready Pac Produce

Charter Communications
Decor-ative Specialties
Miller Brewing Company
CA Community News
TOTAL Amount of Businesses:
CITY OF IRWINDALE POLICE DEPARTMENT

Bud et
2008-09 budget for the
According to documents provided by the City of Irwindale, the FY
al benefits, workers
Police Department is $7,034,647 including retirement benefits, medic
33% of the City's total
compensation, etc,. This Police budget accounts for approximately
n of which the top
expenditures. The City's total expenditures are projected at $21.3 millio
three revenues are sales tax, utility users tax, and excavation tax.
Personnel
budgeted for Fiscal Year
The Irwindale Police Department has forty-two full-time positions
are filled. Thirty-one
2008-09. All but three positions (1-Lieutenant and 2-Police Officers)
positions are sworn. Eleven positions are full-time civilian.
17
IRWINDALE POLICE FACILITY
Irwindale Police Station

5050 North Irwindale Avenue
Irwindale, CA 91706
(626)430-2244
adjacent to the City Hall complex, and shares a
The Irwindale Police Station is directly
functioning jail with (7) single person cells. It
South adjoining wall The station has a full
dispatching stations. The station is open to
maintains a communications bureau with (2)
not
provides offices for all police services and does
the public on a 24/7 basis. The station
Department.
share office space with any other City
IRWINDALE POLICE DEPARTMENT

SWORN PERSONNEL
This chart indicates the master roster of currently assigned sworn positions for the
Irwindale Police Department. Master roster and currently assigned personnel data was
obtained from the Irwindale Police Department.
Sworn Personnel Positions
Organizational Assignment
Assigned
Police Chief
Chief of Police
Lieutenant
Administration
Sergeant
Patrol, Detective and Traffic
Corporals
Patrol
Detectives
Detective Bureau
Motorcycle Officers
Traffic Motors
Police Officer
12
Patrol, K-9, Commercial, DARE, Spec Project
"Reserve Police Officer
Patrol and Detective
Total Regular Sworn
28
19
~~
11
~~
~~
~~
~~~~
~~
"
~~
11
111
1.11
1:11
1 11
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.~.,R.~.....
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,~,.,.....:.:.,
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~~
The Irwindale Police Department operates on two 12.5 hour shift per day, three days a week. There is a minimum staffing level of(1) Watch
Commander and (3) Officers. Since officers work only thirty-seven and a half hours per week, there is a required 10 hour payback shift. The
payback shifts may occur anytime during the week, thereby increasing the staffing for that particular shift. "A" shift operates from 0600 hours to
1830 hours. "B" shift operates 1800 hours to 0630 hours. The (2) Motorcycle Officers work a flexible 10 hour shift, over a five day week.
IRWINDALE AVERAGE FIELD DEPLOYMENT
IRWINDALE POLICE DEPARTMENT

CIVILIAN PERSONNEL
This chart indicates the currently assigned civilian positions for the Irwindale Police
Department. This data was obtained from the Irwindale Police Department.
Civilian Personnel Positions
Assigned
Chief Secretary
Records Supervisor
Records Clerk
Police Dispatcher
Police Cadet
Total Civilian Positions
11
21
IRWINDALE STATISTICAL DATA

The following pages represent the criminal, traffic and arrest statistics reported by the
Irwindale Police Department for the calendar years of 2006, 2007 and 2008. These
statistics were reviewed and analyzed by the Los Angeles County Sheriff's Department in
the preparation of this proposal. A crime rate comparison table is also included in this
Reporting standards.
Irwindale, various contract cities policed by the Los Angeles County Sheriff's Department,
and neighboring independent cities located adjacent to Irwindale. In creating these crime
rate comparisons, the Sheriff's Department used the standardized per capita population
10,000 variable, rather than the 100,000 population variable, which is used for the State
of California and the FBI. This makes the rates more significant in view of the population
distribution among the independent and contract cities. As such, all of the cities' Part
and II crimes were statistically adjusted to assume a rate of crime equivalent to a
population of 10,000. Due to the small residential population of Irwindale and the lack of
comparable contract and independent cities with similarly small populations, it may
appear that Irwindale's crime rate is artificially inflated. This perception cannot be
avoided since the per capita population 10,000 variable is an accepted and standardized
methodology in crime reporting.
22
IRWINDALE CRIME STATISTICS

2006-2008
Reported Part I &Part II Crimes
Part I Crime Statistics
2006
2007
2008
Homicide
Rape
Robbery
2~
Assault
Burglary
123
220
85
Child Abuse
Larceny
76
101
138
GTA
135
110
95
Total
341
452
333
Year
2006
2007
2008
Adult
895
1,006
1,080
Juvenile
53
69
52
Total
948
1,075
1,132
2006
2007
2008
Drug Related Crimes
88
71
71
Unlicensed Driver
527
612
698
Total
615
683
769
Crime
Arrest Statistics
Part II Crime &Additional Statistics

Year
23
TRAFFIC SUMMARY
ents handled by the Irwindale
Listed below are the total number of Traffic Bureau incid
ng enforcement, but use a
Police Department personnel. Patrol officers handle parki
private vendor to process payments for parking citations.
Traffic Collisions
2006
2007
2008
Injury Collisions
94
79
65
199
205
220
Hit and Run Injury/Non-Injury
18
Fatal
Total
311
293
293
Year
2006
2007
2008
Traffic Citations
1,372
2,079
2,877
850
744
758
2,222
2,823
3,635
Year
Citations
Parking Citations
Total
24

Item of Comparison
CRIME RATE CONTRACT CITIES PART I CRIMES

Duarte (2)
Commerce (z)
City of Irwindale (~)
South EI Monte (2~
1,446
13,514
23,148
22,514
Homicide
Rape
47
20
55
10
Robbery
61
32
48
17
Assault
115
47
588
62
Burglary
954
349
124
109
Larceny
657
308
29
83
GTA
882
294.
2,302
243
Total
981
1,071
1,080
637
Adult Arrests
52
67
90
53
1,132
1,048
727
1,124
Population
Juvenile Arrests
Total
Item of Comparison
S PART 1 CRIMES
CRIME RATE NEIGHBORING INDEPENDENT CITIE
Baldwin Park (s)
Azusa (s)
City of Irwindale ~~>
Covina (3)
47,403
78,943
47,961
1,446
0
Homicide
Rape
55
12
14
20
Robbery
48
29
20
21
Assault
588
43
50
85
Burglary
954
172
103
258
Larceny
657
52
90
41
GTA
311
dad
2,302.
286
Total
Population
Calendar year 2008.

(1) Information obtained from Irwindale Police Department,
s Department Information Management Systems.
Sheriff'
County
s
Angele
Los
2008
from
d
obtaine
tion
(2) Informa
Crime Reports (Most Current).
gation
Investi
of
l
Bureau
Federa
2007
from
(3) Information obtained
25
To fully understand this staffing proposal, it is important to understand the method of

contract staffing utilized by the Sheriff's Department. The Sheriff's Department
generally does not contract for a specific number of personnel, but for a specific level of
service. The necessary number of personnel are then provided to ensure that the
service level is properly maintained. Throughout the year, typical City employees take
vacations, sick time, compensatory and elective leave, typically causing a staffing
shortage in their absence. In comparison, the absence of a Sheriff's Department
employee generally does not impact the level of service as we are contractually
obligated to meet that designated service level. These obligations are met as part of
the basic service cost, without additional cost to the City. This guarantees the City will
receive the service level it has requested and is paying for, without interruption.
The average Police or Sheriff's Department sworn employee works approximately 224
days annually when considering regular days off, vacation time, sick time and elective
leave time. For municipal police agencies, this means there is nobody to replace the
officer during his/her absence, unless overtime is expended, thereby resulting in a
The Sheriff's Department utilizes the "Deputy Sheriff Service Unit'(DSSU)for its
contract services. A DSSU is not just a deputy sheriff but the relief personnel,
supervision, management, equipment and logistics, clerical, administrative support and
supplies necessary to provide law enforcement service for the designated period of
time. This eliminates the City's need to line item budget all the personnel and service
expenditures for their police department. As the City increases or decreases service
levels, it only pays for the proportionate amount of "overhead" services required by the
26
ENTS
DEPUTY SHERIFF SERVICE UNIT COMPON
of the Deputy Sheriff Service Units. These
The following items are included in the cost
the Service Unit.
are overhead items which act as support to
1. Departmental Management
2. Jailers
3. Watch Commanders
4. Use of Vehicles and Maintenance
5. Supervision - Patrol &Watch Sergeants.
6. Overtime (Except Special Events)

7. Watch Deputies
8. Investigators
9. Administration &Clerical
of annual days of service provided by the

The following is an example of the number
pared to the standard police officer
Deputy Sheriff Service Unit(DSSU)when com
deployment process.
Days ofi Annual Service
(1) Police Officer
224 days (approx.)
224 days (approx.)
(1 DSSU (40 hr, relief)
261 days
(1) DSSU (56 hr)
365 days
Position
uty Sheriff for 8 hours each day, 7 days per

The standard 56 hour DSSU provides a Dep
udes all support personnel and costs. This
week, 365 days per year. The DSSU incl
ed by regular days off, vacation absences,
ensures a consistent staffing level, unaffect
Because the City contracts for a specific
injury or illness absences, or elective time off.
consistent. The Sheriff's Department
level of service time, deployment levels remain
y basis to ensure the City is receiving the
tracks and audits the service levels on a dail
27
T
LOS ANGELES COUNTY SHERIFF'S DEPARTMEN
T
COS
AND
PROPOSED IRWINDALE DEPLOYMENT
oyment for the City of
The following patrol staffing proposal is a suggested depl
ion utilizing the number of
Irwindale. It reflects a suggested deployment configurat
with the assumption that
personnel provided by this proposal. This deployment is made
c 7 days a week for a period of
the Irwindale Police Station will remain open to the publi
hour routine public inquiries will
16 hours per day (approx 6:OOam to 10:OOpm). All after
nnel; however, this will not
be handled by the San Dimas Sheriff's Station desk perso
Field Sergeant will handle any
affect emergent public inquiries. The after hour Irwindale
morning hours. Any emergent
public complaints or inquiries occurring during the early
the on-duty San Dimas Station
after hour incidents will be supervised and handled by
Watch Commander.
patrol units and personnel for
The Sheriff's Department intends to deploy all Irwindale
dale Police Station. All patrol
24 hour law enforcement coverage out of the existing Irwin
interrupted for vacancies
deployment units will be filled daily and service will not be
duty personnel.
such as vacations, sick calls, holidays, and injured on
liability insurance charge. Each
The following deployment cost summary includes a 6%
toward liability insurance.
L.A.S.D. contract city pays 6% of their total contract costs
separate liability trust fund.
The funds are collectively maintained and managed in a
Cost
5,268,585
Total Sworn Staff
Total Civilian
Total
31
40
ARTMENT PROPOSED
LOS ANGELES COUNTY SHERIFF'S DEP
IRWINDALE PATROL DEPLOYMENT
Number of Units
Personnel Required
3.26
1.63
1.63
3.26
1.63
1.63
3.26
3.26
1.63
40 hour non-relief Motor Unit
Traffic Investigator Deputy, Bonus I
Special Assignment Deputies, Bonus I
Dedicated Investigator, Commercial

Crimes Deputy, Bonus
19
27
Unit Type
Shift
EM ~zzoo -osoo no~~s>
AM (0600-1400 hours)
PM ~~aoo-z2oo no~~s>
Supplemental Units
(5/8 or 4/10 schedule)
Personnel Required
Irwindale Police Station Overhead Staffing
Liaison Lieutenant
1
2
Investigators
Law Enforcement Technician (professional staff)
(professional staff)
Sheriff Station Clerk II
Community Service Assistant (Protessionai staff)
4
1
4
13
Station Non-Patrol Deployment
19
Personnel Required
27
13
13
32
40
Number of Units

Station Non-Patrol Deployment
29

PROPOSED DEPLOYMENT COST
Contract Pricing
The total deployment cost of $5,268,585 is for contracted services based on the 20092010fiscal year costs. As previously mentioned, law enforcement service costs are
determined by the Los Angeles County Auditor-Controller and renewed annually.

The Sheriff's Department actively participates in various state and federal grant programs.
The Department currently has over 35 grant funded positions deployed in various contract
cities. The Sheriff's Department actively seeks, in conjunction with cities, new grant funding
sources and opportunities which serve to benefit cities and their law enforcement mission.
30
Deputies
Sergeant
i600
t7oo
~soo
Deputies
zaoo
Sergeant
0300
0500
0400
0200
0100
2300
zzoo
2100
2000
1900
Sergeant
Depufies
SUNDAY
1500
~aoo
1300
1200
1100
1000
O90o
oaoo
0700
osoo
Hours
Sergeant
Deputies
Schedule
Flexible
Deputies
1
Sergeant
Deputies
Additional
Deputies
Sergeant
Deputies
Sergeant
Motors
Sergeant
Deputies.
Sergeant
1,
Deputies
MONDAY
Schedule
Flexible
Deputies
Additional
Motors
TUESDAY
31
Sergeant
Deputies
Sergeant
Deputies
Sergeant
Deputies
Schedule
Flexible
Deputies
Sergeant
Deputies
Sergeant
Deputies
Sergeant
Deputies
Schedule
Flexible =:
Deputies
Additional
Motors
- 2
THURSDAY
3
Sergeant
Deputies
Sergeant
Deputies
Sergeant
Schedule."
Flexible
Deputies
Additional
Motors
FRIDAY
Deputies
SERVICE LEVEL
Additional
Motors
WEDNESDAY
SHERIFF DEPLOYMENT FOR PROPOSED
Sergeant
Deputies
Sergeant
Deputies
Sergeant
Deputies
SATURDAY
eration as part of this proposal:
The following benefits were given consid
x. 25% savings to current IPD budget).

pro
(Ap
ts
cos
nt
eme
orc
enf
law
in
ion
Reduct
7
open to the public from 0600-2200 hrs,
The Irwindale Police Station will remain
days a week.
t
ce its unincorporated areas situated Wes
The Sheriff's Department intends to poli
and
Police Station. The County patrol units
of Grand Avenue out of the Irwindale
m the Station. These Deputies will be
Deputy personnel will be deployed fro
should the Irwindale patrol units be taken
available to provide patrol coverage,
s etc...).
from the field (bookings, critical incident
, 4 Traffic Units, and 1 Traffic
Increased Traffic Enforcement(2 Motors
Investigator)
with (2)
Increased Supplemental Enforcement
Bonus I (wide variety of functions)
Special Assignment Deputies,
Traffic Investigator Deputy, Bonus

Staff
Liaison Lieutenant to City Officials and
mercial Crimes Deputy, Bonus
Additional Dedicated Investigator, Com
32

uded in this proposal.
The following personnel and programs are incl
Traffic Enforcement
tional traffic enforcement unit which
The proposal includes the deployment of an addi
k, 24 hours a day. The traffic
would be routinely deployed seven days a wee
the Sheriff's Traffic Services Detail which
enforcement program is coordinated through
cipal police agencies (except LAPD)
provides traffic enforcement training to all muni
municipal agencies, the Sheriff's
throughout Los Angeles County. Unlike some
are reports for both injury and non-injury
Department's policy is to investigate and prep
collisions alike.
Special Assignment Deputies and Sergeant
Special Assignment Deputies. These
This proposal includes the deployment of(2)
perform a wide variety of functions at
Deputies, who receive additional bonus pay, can
loyment for these Deputies could be as a
the direction of the City. One suggested dep
A portion of the Deputies' time could also
Burglary/Grand Theft Auto Suppression unit.
hborhood Watch Program. These positions
Neig
a
of
es
duti
the
orm
perf
to
d
cate
dedi
be
ncies. The Deputies would be supervised
would not be utilized to fill behind patrol vaca
d be responsible for coordinating these
by a Special Assignment Sergeant, who woul
activities.
Dedicated Investigations
ator Deputy, in addition to the (2)
This proposal includes a dedicated Investig
ndale Police Station. This Investigator
Investigators who will be assigned to the Irwi
d normally receive and would be
enhances the Detective services Irwindale woul
including Commercial Crimes and Forgery /
responsible for investigating various crimes
Fraud.
33
SUMMARY OF PROPOSAL
It is estimated that the Irwindale Police Department's current budget is $ 7,034,647

annually. This proposal provides complete law enforcement coverage for the City of
Irwindale at the 2009-2010 fiscal year rate of $ 5,268,585 annually. This equates to an
estimated 25% cost savings in Irwindale's law enforcement budget, and an
approximate 11%increase in sworn personnel.
IRWINDALE POLICE DEPT.
LASD
Police Chief
Lieutenant
Lieutenant
Sergeants
Sergeants
Police Officers
12
Deputies
16
Detectives
Detectives
Motorcycle Officers
Motorcycle Deputies
Corporals
Additional Deputies
Civilian Personnel
11
Civilian Personnel
TOTAL PERSONNEL
39
TOTAL PERSONNEL
40
TOTAL COST
TOTAL COST
$7,034,647
34
$5,268,585

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~,

OUR CORE VALUES

Contract services are provided pursuant to Article 11 of the California Constitution,

Many cities in Los Angeles County have adopted acontract-based approach to

INDEPENDENT REPORTS AND AUDITS

PUBLIC POLICY INSTITUTE OF CALIFORNIA

ORANGE COUNTY REGISTER

"...the advantages and disadvantages of contracting police services with the

SERVICE RECIPIENT REPORTS

CALIFORNIA CONTRACT CITIES

LOCAL CONTROL AND IDENTITY

City of Santa Clarita

al/ bomb/arson investigations.

but staffing flexibility

ion and assignment of personnel

ement service unit rate with those

CONTRACT RATE ISSU

CONTRACT RATE COMPONENTS

The following components are included in contract service rates:

Overhead Salaries (sworn &civilian)

Employee Benefits (sworn &civilian)

Overtime (sworn &civilian)

Automotive (maintenance &replacement)

General County Overhead

Contract Law Enforcement Bureau

SIERRA MADRE CITY COUNCIL

Revenue Sources FY 09-10:

SIERRA MADRE POLICE FACILI

Sierra Madre Police Station

SIERRA MADRE POLICE DEPARTMENT

Sworn Personnel Positions

Patrol, Detective and Traffic

Patrol and Traffic

*(Reserve Police Officer)

Patrol and Traffic

Total Regular Sworn

from 0600 hours to 1830 hours.

SIERRA MADRE STATISTICAL DATA

Part I Crime Statistics

Part II Crime &Additiona

CRIME RATE COMPARISON

CITIES PART 1 CRIMES

DEPUTY SHERIFF SERVICE UNIT

DEPUTY SHERIFF SERVIC

riff Service Units. These

ch day, 7 days per

LOS ANGELES COUNTY SHERIFF'S DEPARTMENT

Deployment and Cost Summary

Total Sworn Staff

Complete Patrol Coverage

56 hour Criminal Unit

56 hour Criminal Unit

56 hour Criminal Unit

Station Overhead Staffing

Patrol Deployment Total

Special Assignment Deputy

Special Assignment Sergeant

Complete Patrol Coverage

56 hour Criminal Unit