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Police Operations and Data Analysis Report, Morgan Hill, California
3
information from the committee was inconsistently provided. As well, the department holds
an annual meeting for all employees to facilitate an exchange of information in both
directions. CPSM would offer another option that involves executive staff hosting a
quarterly lunchtime “State of the Department” briefing where staff can give a short status
report on important issues, changes, new programs, etc. facing the department and allow
for questions or input from all employees. This effort will not be a panacea, but it will enable
those who are truly interested in department activities outside of their “workspace” to get a
better understanding of the department’s work plan and how they may contribute to the
betterment of the department. For those who have selective awareness, they have only
themselves to blame should they choose not to participate.
Finally, at the request of Chief Swing, CPSM staff met with a group of citizens and police
volunteers, selected by the department, to solicit input from the broader community. The
group encompassed neighborhood residents, property managers, and business
owners/representatives, along with volunteers. Given the departments responsiveness to
community issues, it was not surprising to hear the support for the department from this
group. The common denominators of the concerns raised were a perceived uptick in the
number of thefts in neighborhoods, some concern about groups of young people gathering
in both the downtown and surrounding neighborhoods, and concerns about traffic offenses.
One comment was provided concerning interaction with the mentally ill. State training
mandates exist for dealing with the mentally ill, and the department includes this training
as part of its training curriculum. Concerns raised by the group were shared with the
department.
Recommendations
Empanel a calls for service (CFS) committee to evaluate service demands and attempt to
reduce and/or eliminate the number of nonemergency responses.
Maintain the current patrol shift schedule and continue to utilize 12-hour tours for patrol.
Examine the reasons for, and minimize, the excessive time spent by patrol officers on out-
of-service tasks.
Add one sergeant position to Field Operations for coordinating administrative and planning
efforts.
Address “hot spots” in the community by leveraging all operational assets of the
department.
Embrace a more strategic approach to traffic safety. Place the responsibility for traffic safety
with the supervisor of the Traffic Division and use this section as the research and planning
arm to support this effort.
Incorporate data management (caseload, clearances, etc.) into the operations of the
Detective Bureau.