HomeMy WebLinkAboutPolice Advisory & Accountability Committee 2025-08-20 Agenda PacketPOLICE ADVISORY AND ACCOUNTABILITY COMMITTEE
WEDNESDAY, AUGUST 20, 2025, AT 6:00 PM
In-Person:
San Rafael City Council Chambers
1400 Fifth Ave, San Rafael, California
Virtual:
Watch Online: https://tinyurl.com/PAAC2025
Listen by Phone: (669) 444-9171
Meeting ID: 861 8590 4369
AGENDA
How to participate in the meeting:
• You are welcome to provide comments in person at the meeting. Each speaker will have
2 minutes to provide public comments.
• Submit your comments by email to PAAC@cityofsanrafael.org by 4:00 p.m. the day of
the meeting.
CALL TO ORDER–6:00 PM MINUTES
1. Approve regular meeting minutes from the June 18, 2025, meeting.
OPEN TIME FOR PUBLIC EXPRESSION
The public is welcome to address the Police Advisory and Accountability Committee at this
time on matters not on the agenda that are within its jurisdiction. Comments may be no longer
than 2 minutes and should be respectful to the community.
OTHER AGENDA ITEMS
If necessary to ensure the completion of the following items, the Chairperson may establish
time limits for the presentations by individual speakers.
2. Other Agenda Items:
a. Response to Human Trafficking, SRPD Staff Liaisons
Recommendation: Provide feedback.
b. Police Culture, Beth Dansie, Public Safety Counseling Group, Sgt. Mike Mathis,
SRPD
Recommendation: Receive the informational report.
STAFF LIAISON REPORT
3. Other brief program updates or reports on any meetings, conferences,
and/or seminars attended by staff.
COMMITTEE REPORTS
4. Other brief reports on any meetings, conferences, and/or seminars attended by the
Committee members.
ADJOURNMENT
Any records relating to an agenda item, received by a majority or more of the Board less than 72 hours before the meeting, shall be
available for inspection online and in the city hall large conference room, third floor, 1400 5th Avenue, San Rafael, California placed
with other agenda-related materials on the table in front of the location prior to the meeting. Sign Language interpreters may be
requested by calling (415) 485-3066 (voice), emailing city.clerk@cityofsanrafael.org, or using the California Telecommunications Relay
Service by dialing “711”, at least 72 hours in advance of the meeting. Copies of documents are available in accessible formats upon
request
POLICE ADVISORY AND ACCOUNTABILITY COMMITTEE (PAAC)
WEDNESDAY JUNE 18, 2025, AT 6:00 PM In-Person:
San Rafael City Council Chambers
1400 Fifth Ave, San Rafael, California
Virtual:
Watch Online:
https://tinyurl.com/PAAC2025
Listen by Phone: (669) 444-9171
Meeting ID: 898-5264-7245#
MINUTES
CALL TO ORDER
Chair Tokolahi called the meeting to order at 6:00 PM and requested a roll call.
ROLL CALL
Present: Member Daniel Alm
Member Marilyn Alvarez
Vice Chair Daryoush Davidi
Member Paula Kamena
Member Mydung Nguyen
Member Darlin Ruiz
Chair Fatai Tokolahi
Alternate Member Salamah Locks
Alternate Member Karla Valdez
Absent: None
Staff Present: Angela Robinson Piñon, Assistant City Manager
David Spiller, Police Chief, San Rafael Police Department
Scott Eberle, Lieutenant, San Rafael Police Department
Teresa Komoda, Sr. Mgmt. Analyst II, San Rafael Police Department
Chris Duncan, Sergeant, San Rafael Police Department
Lieutenant Scott Eberle informed the community that the in-person
meeting would also be recorded and streamed live to YouTube and
through Zoom. He noted the two-minute time for public comment and
closed captioning on Zoom.
1. MINUTES
Chair Tokolahi invited public comment; however, there was none.
Member Kamena moved to approve the May 21, 2025, minutes with two minor
typographical corrections. Member Alm seconded the motion.
AYES: MEMBERS: Alm, Alvarez, Davidi, Kamena, Nguyen, Ruiz, Tokolahi,
NOES: MEMBERS: None
ABSENT: MEMBERS: None
The motion carried 7-0-0.
OPEN TIME FOR PUBLIC EXPRESSION
Kevin Bruner spoke about drinking and drug use at Gerstle Park.
Katie spoke about illegal activity at Gerstle Park.
2. OTHER AGENDA ITEMS
a. HUMAN TRAFFICKING
The Committee asked questions.
Chair Tokolahi invited public comment.
Speakers: Marlene Capra, Jonathan Freiman
The Committee provided comments.
Member Davidi moved to recommend that the City allocate funding to SRPD to staff
additional investigators dedicated to Human Trafficking investigations. Member
Kamena seconded the motion.
AYES: MEMBERS: Alm, Alvarez, Davidi, Kamena, Nguyen, Ruiz, Tokolahi,
NOES: MEMBERS: None
ABSENT: MEMBERS: None
The motion carried 7-0-0.
STAFF LIAISON REPORT
• Ms. Komoda informed the committee that there is no regularly scheduled PAAC
meeting in July, and that the next regular PAAC meeting will take place on
Wednesday, August 20, 2025.
COMMITTEE REPORTS
• Member Alvarez - nothing to report.
• Member Alm shared that the topics of traffic safety and E-bikes remain prevalent
issues of importance.
• Member Davidi thanked his former teacher, Cecilia Zamora of the Leadership
Institute, for attending the meeting and acknowledged her leadership in the
community.
• Member Kamena acknowledged Cecilia Zamora’s work and shared that she attended the
retirement of Deputy Director of the Center for Domestic Peace Kate Kain and thanked
her for her years of service. She mentioned a recent article published in the Marin
Independent Journal on the topic of scams targeting senior citizens and acknowledged
May 15th was National Peace Officers Memorial Day.
• Member Locks shared that the County Community Land Trust Initiative meetings have
started under the leadership of the San Francisco chapter. She also shared that she
spoke at a rally for Medicare For All in San Francisco on May 31st.
• Member Nyguen - nothing to report.
• Member Ruiz shared she attended the Festival for Vegetables and Fruits on June
7th.
• Member Tokolahi recognized the Juneteenth holiday. He shared that a work
group focusing on the RIPA recommendations brought forth during the May 21,
2025, PAAC meeting was formed. The work group includes Members Davidi,
Kamena, and himself. The initial meeting for the work group is anticipated to take
place in late July. The work group will report out and update the full committee in
the future.
• Member Valdez - nothing to report.
ADJOURNMENT
Chair Tokolahi adjourned the meeting at 7:34 PM.
Teresa Komoda
Teresa Komoda, Staff Liaison
APPROVED THIS _____DAY OF_______, 2025
Page 1 of 1
POLICE ADVISORY AND
ACCOUNTABILITY COMMITTEE
AGENDA REPORT
August 20, 2025
Item 2a
TITLE: RESPONSE TO HUMAN TRAFFICKING
RECOMMENDATION: Provide feedback.
BACKGROUND:
At the June 18, 2025, meeting of the Police Advisory and Accountability Committee (“Committee”),
the Committee heard a presentation from SRPD Sergeant Chris Duncan. The presentation is
provided as Attachment 1, and the staff report as Attachment 2.
During the meeting, several Committee members requested staff to compile and present
additional statistical data covering the past five years to aid ongoing discussions and provide
broader context. In response, staff has collected and analyzed the relevant data, now included as
Attachment 3 for the Committee’s review.
DISCUSSION:
Staff delivered much of the background and context related to Human Trafficking during the June
18, 2025, meeting. The recommendation is for the Committee to provide feedback during the August
20, 2025, PAAC meeting to staff about the content covered in the presentation. Staff will also address
any questions regarding the June 18, 2025, Committee meeting.
FISCAL IMPACT:
There is no fiscal impact associated with this report.
Submitted by:
Teresa Komoda
Teresa Komoda
Senior Management Analyst II
ATTACHMENTS:
1. June 18, 2025, Presentation
2. June 18, 2025, Staff Report
3. Five-year statistical data
Human Trafficking
Detective Sergeant Chris Duncan
San Rafael Police Department
Forms of Human Trafficking
▪Policy and research focus on two forms
of trafficking: labor and sex.
▪Understanding the extent of human
trafficking is challenging.
Victims of Trafficking
▪Anyone can be a victim of human trafficking;
however, typically those with vulnerabilities.
▪Many underage.
▪Social media used to lure victims.
Sex Trafficking
Sex traffickers use violence,
threats, lies, and a false sense of
love to force adults and children to
participate in commercial sex acts.
Victims have a trafficker, or “pimp,”
who arrange the “dates.” The pimp
will keep all or part of money that
is earned.
Victims of human trafficking -
not prostitutes.
The Sex Trafficker or “Pimp”
▪Romeo Pimp : Operate by making the
victim fall in love with him/her. Once
the victim is under their influence, the
trafficker will exploit the victim by
forcing him/her to engage in
prostitution.
▪Guerilla Pimp: Uses psychological
and physical abuse to influence
victims. Often force victims to use
drugs, then restrict drugs as a form of
punishment.
▪CEO Pimp : Approach sexual
exploitation and prostitution as a
business, the buying and selling of
human beings as a transaction and
their victims as property.
Modes of Solicitation
▪Online: Traffickers will
create an advertisement
online for the victim on
an escort website.
▪Street : Traffickers will
have victims walk the
“track” or “blade.” These
are streets in a city
where victims will walk
back and forth waiting for
solicitation.
▪Business : Massage
Parlors.
▪“Johns” or “Tricks” are
those who solicit victims
for sex.
How Officers Identify Victims
▪Seemingly walking without purpose or
direction in an area known for human
trafficking.
▪Avoiding eye contact until contacted
by law enforcement and then
becoming overly aggressive.
▪Clothing is inappropriate for the
weather or time of day.
▪No form of identification or money.
▪No shoes.
▪Being approached/approaching
different men.
▪Unexplainable visible injuries.
▪“Branding” tattoos.
How Officers Identify Traffickers
▪Luxury or high value vehicle circling an
area known for human trafficking.
▪Picking up or dropping off someone
who appears to be a victim based on
location, time, clothing, victim’s
subsequent actions.
▪Possession of the victim’s identification,
clothes, or shoes.
▪Multiple cell phones.
▪Possess a lot of cash.
Human Trafficking in San Rafael
Why here?Who is
involved?
Where does
this occur?
When does this
occur?
What is the San
Rafael Police
Department
Doing?
Investigation&Prosecution Difficulties
▪SB 357- Repeal of Penal Code
653.22.
▪Consensual contacts vs. Detentions
▪Most victims refuse any kind of
services.
▪Many victims claim they are working
as a prostitute on their own volition.
▪Lack of victim cooperation in
criminal cases where trafficker was
arrested.
Labor Trafficking
▪Forced labor is a situation in which victims are
forced to work against their will, under threats
of violence and other forms of punishment.
▪Their freedom is restricted, and a degree of
ownership is exercised over them.
▪Domestic servitude such as nannies or maids,
agricultural work, and factory work.
▪Often victims are isolated where the employer
controls access to food, transportation, and
housing.
Red Flags
▪Unusual restrictions at work - including long and unusual
hours.
▪Fearful of law enforcement.
▪No form of identification.
▪Exhaustion.
▪Confusion- lost sense of time, lack of knowledge of
whereabouts.
▪Visible injuries.
▪Luggage in massage businesses.
▪Improper masseuse attire.
Victim Resources
Organizations and
agencies who ensure
the safety and healing
of abuse victims
through accessible,
comprehensive,
coordinated, and
culturally sensitive
services.
▪Law Enforcement
▪Community Violence Solutions
▪Sane Sart
▪Marin County Coalition to End
Human Trafficking
▪Child and Family Services
▪Center for Domestic Peace
▪Marin County District Attorney’s
Office Victim/Witness Assistance
▪National Center for Missing &
Exploited Children
▪National Human Trafficking Hotline
Questions?
Page 1 of 4
POLICE ADVISORY AND
ACCOUNTABILITY COMMITTEE
AGENDA REPORT
June 18, 2025
Item 2a
TITLE: HUMAN TRAFFICKING
RECOMMENDATION: Accept the informational report.
BACKGROUND:
At the January 11, 2025, Special Meeting, the PAAC identified their workplan for 2025. One of
the priority subjects identified was human trafficking. Staff is now presenting this topic for review
and discussion.
This staff report aims to provide a comprehensive overview of the current landscape of human
trafficking, highlighting key trends, challenges, and the efforts being undertaken at the local and
national levels. It also outlines the roles and responsibilitie s of SRPD in identifying, preventing,
and responding to trafficking cases, with a focus on interagency collaboration, victim support, and
policy development.
The goal of this report is to provide the PAAC with the knowledge and tools necessary to
contribute meaningfully to anti -trafficking initiatives, ensure compliance with relevant laws and
protocols, and foster a culture of vigilance, compassion, and account ability.
DISCUSSION:
Human trafficking is a serious and growing concern that affects communities across the nation,
including our own. Defined as the exploitation of individuals through force, fraud, or coercion for
purposes such as forced labor or commercial sexual exploitation, trafficking undermines public
safety, threatens vulnerable populations, and challenges the integrity of local institutions.
According to a UNICEF study, human trafficking is the second most profitable illegal industry in
the United States. While illegal narcotics can be continually created and are highly profitable, the
product is sold and then consumed. Human trafficking victims can be used repeat edly, making it
an incredibly lucrative and heinous crime. Despite growing awareness, human trafficking
continues to thrive in both visible and hidden forms across communities of all sizes.
According to the Federal Bureau of Investigation (FBI), the North Bay region and San Francisco
are among the top sex trafficking areas in the United States. California consistently reports the
highest number of human trafficking cases in the United States, with significant activity in both
sex and labor trafficking. The National Human Trafficking Hotline has received over 50,000
signals from California since its inception, indicating the state's prominence in trafficking cases.
Sex trafficking remains the predominant form of human trafficking in California. In 2021, 89% of
reported human trafficking cases in the state involved sex trafficking, an increase from 87% in
2015. Labor trafficking also poses a significant concern in Cal ifornia. California has implemented
various measures to combat human trafficking, including enacting its first anti -trafficking bill in
2005 (AB 22), which made trafficking a felony and assisted victims. However, challenges persist,
and continued efforts are necessary to address and prevent human trafficking effectively. More
current legislation, such as SB 357, decriminalized loitering with the intent to prostitute.
Page 2 of 4
In 2022, California passed Senate Bill 357 (SB 357), which repealed Penal Code §653.22.
Previously, this law allowed for the arrest of individuals suspected of loitering for the purpose of
engaging in a prostitution offense. The repeal was motivated by concerns about disproportionate
enforcement against marginalized groups, including transgender women and communities of
color.
Impacts of the repeal of the Penal Code limits law enforcement’s ability to stop and question
individuals based solely on appearance or perceived behavior. Proponents of the legislation
argued that it aims to reduce profiling and civil rights violations . Conversely, it requires a shift in
policing strategies away from loitering-based arrests toward intelligence -led investigations
focused on traffickers and exploiters.
As a result of SB 357 and related reforms , investigating human trafficking and prostitution has
become significantly more difficult. The actual acts associated with human trafficking almost
always take place behind closed doors—in private spaces where law enforcement cannot legally
enter without a warrant or specific cause. Previously, the law prohibiting loitering for the purpose
of prostitution provided officers with a legal means to identify and intervene in precursor activity
occurring in public spaces. With the repeal of that law, law enforcement has lost a critical tool for
proactively detecting and disrupting human trafficking operations before victims are moved into
private, inaccessible locations. As a result, the ability to identify, investigate, a nd rescue victims
has become much more complex and limited. Additional challenges include identifying and
rescuing victims who may not self-identify or be willing to engage with law enforcement.
Prostitution and human trafficking are most prevalent in the Canal area of San Rafael, a
neighborhood historically associated with such activity due to its dense population and
concentration of hotels. While street-level prostitution has long been visible in the area, the rise
of technology has shifted much of this activity online. Victims of human trafficking are now often
advertised on underground websites, allowing traffickers and buyers to arrange meetings in
private settings such as hotel rooms, vehicl es, or residences—further complicating detection and
enforcement efforts. This evolution underscores the ongoing challenges law enforcement faces
in addressing these crimes, particularly when they occur out of public view. Because of the
underground and covert nature of these crimes, obtaining accurate statistics is challenging;
however, it is estimated that prostitution and human trafficking occur in the area on a weekly —if
not daily—basis.
Human trafficking is inherently difficult to detect and is often underreported. Victims may be
moved frequently from one county or state to another, making it difficult for law enforcement to
track traffickers or establish jurisdiction. This constant reloc ation contributes to a victim’s sense
of isolation, fear, and disorientation, particularly when they are unfamiliar with their surroundings
or lack access to trusted support systems. As a result, many victims are unable or unwilling to
seek help, which further complicates efforts to identify and assist them.
Law enforcement agencies are adapting by increasing their training on trauma -informed
approaches and building stronger partnerships with other law enforcement entities and social
service providers. An example of such is the Marin County Coalition to End Human Trafficking
(MCCEHT). The MCCEHT is a public/private partnership of non-profit organizations, law
enforcement, civic groups, county agencies, and members of the public whose aim is to develop
a regional and collaborative approach to end all forms of human trafficking. Victims of human
trafficking may be women, men, or children and can come from any racial, socio -economic, or
national background, including both U.S. citizens and individuals residing in or arriving from other
countries.
Page 3 of 4
As the co-chair organization of the MCCEHT, the Marin County District Attorney’s Office is
addressing the problem and working with partnering non -profits and agencies to increase public
awareness, prosecute those who commit crimes, and put a halt to all types of slavery.
There are many local and national organizations that specialize in victim services, education, and
prevention efforts. In San Rafael, the San Rafael Police Department (SRPD) partners with
Community Violence Solutions and the Center for Domestic Peace. Once a referral is made, these
organizations provide victims with confidential support as they begin the process of rebuilding
their lives. Services may include counseling, job placement assistance, educational support, and
help securing stable housing.
A comprehensive and effective response to human trafficking requires strong, coordinated efforts
across regional, state, and federal jurisdictions. Trafficking networks often operate across the city,
county, and state lines, making it essential for agencies to collaborate and to share intelligence,
align enforcement strategies, and ensure continuity of victim services.
One of the most impactful examples of national coordination is Operation Cross Country (OCC)—
an annual, nationwide anti-trafficking initiative spearheaded by the FBI in collaboration with the
National Center for Missing and Exploited Children (NCMEC) and a wide network of local and
state law enforcement partners. OCC is specifically designed to identify and recover child victims
of sex trafficking and dismantle the criminal networks responsible for their exploitation.
These operations are conducted in high -risk urban areas with known trafficking activity and
typically involve:
• Undercover investigations
• Surveillance and intelligence-gathering
• Victim rescue and recovery operations
• Arrests of traffickers and facilitators
OCC has proven highly effective in identifying at -risk youth, uncovering complex trafficking
operations, and connecting survivors with immediate support services. In recent cycles, the
operation has led to the recovery of dozens of juvenile victims and the arrest of hundreds of
individuals involved in trafficking-related crimes.
The San Rafael Police Department has participated in Operation Cross Country for many years
by contributing personnel, intelligence, and logistical support. Participation in OCC enhances
interagency coordination, broadens the geographic scope of investigations, and helps ensure that
victims receive trauma-informed care and long-term support.
Human trafficking remains a complex and evolving public safety and human rights issue that
requires a coordinated, multi-disciplinary response. As enforcement tools and legal frameworks
shift—such as the repeal of loitering statutes—so must our strategies for identifying victims,
disrupting criminal networks, and supporting survivors. Effective prevention and intervention
depend on strong collaboration between law enforcement, social service providers, educators,
community organizations, and the criminal ju stice system.
FISCAL IMPACT:
There is no fiscal impact associated with this report.
Submitted by:
Christopher Duncan
Page 4 of 4
Police Sergeant, Investigations Unit
ATTACHMENT S:
1. Human Trafficking Presentation
1
DATE: August 5, 2025
TO: Police Advisory and Accountability Committee (PAAC)
FROM: Teresa Komoda, Senior Management Analyst II
RE: Human Trafficking Data
As requested during the June 18, 2025, PAAC meeting, this report presents additional statistical data concerning
reports, arrests, and calls for service related to human trafficking over the past five years.
The peak in both reports (11) and calls for service (41) occurred in 2023, possibly reflecting increased public
awareness, targeted enforcement efforts, or a combination of both. Arrest numbers have remained relatively
stable and low, which is consistent with the complex nature of human trafficking investigations—these cases
often require extended, multi-agency collaboration before enforcement action can be taken.
On the following pages, the graphs illustrate:
• Annual trends in reports, arrests, and calls for service from 2020 to 2025.
• Comparative changes between categories over time, showing how increases in calls for service may not
directly translate to increased arrests.
• Peaks and declines that may correspond with enforcement initiatives, public education campaigns, and
legislative changes.
• The gap between incident reports and arrests highlights the investigative challenges unique to human
trafficking cases.
Year Reports Arrests Calls for Service
2020 8 3 16
2021 8 3 14
2022 5 1 17
2023 11 3 41
2024 5 3 28
2025 4 1 28
Total 41 14 144
2
2020 2021 2022 2023 2024 2025
8 8
5
11
5
4
POLICE REPORTS ANNUALLY
3
• 266I(A)(1) PC – Pandering: Procure a Person for Prostitution
• 273.5(A) PC – Inflict Corporal Injury on a Spouse
• 647(B)(1) PC – Disorderly Conduct: Prostitution
• O/W Fel – Felony Warrant
• O/W Misd – Misdemeanor Warrant
• 211 PC – Robbery
• 652.23 PC – Supervise/Aide or Direct Prostitution
2020 2021 2022 2023 2024 2025
3 3
1
3 3
1
ARREST TOTALS ANNUALLY
266 I(A)(1) PC 273.5(A) PC 647(B)(1) PC O/W Fel O/W Misd 211PC 652.23 PC
Total 1 1 5 1 4 1 1
1 1
5
1
4
1 1
ARRESTS BY OFFENSE 2020-2025
4
The table below presents an analysis of calls for service received from 2020 through July 15, 2025, involving
potential human trafficking or prostitution-related activity. The call taker classified each incident based on the
nature of the information provided by the caller at the time of the report.
Call Classification Count of Type % of calls
647B - Possible Prostitution Activity 56 38.89%
Extra Patrol Request 28 19.44%
Suspicious Circumstance 21 14.58%
Advice Request 7 4.86%
Suspicious Vehicle 7 4.86%
Disturbance - Unwanted Subject 5 3.47%
Information 5 3.47%
Miscellaneous 3 2.08%
Welfare Check 3 2.08%
Verbal Disturbance 2 1.39%
Trespass 2 1.39%
Suspicious Person 2 1.39%
911 - Text 1 0.69%
Assist Outside Agency 1 0.69%
Drinking Complaint 1 0.69%
Total Calls For Service 144
Page 1 of 7
POLICE ADVISORY AND
ACCOUNTABILITY COMMITTEE
AGENDA REPORT
August 20, 2025
Item 2b
TITLE: POLICE CULTURE
RECOMMENDATION: Accept the informational report.
BACKGROUND:
At the January 11, 2025, Special Meeting, the PAAC identified its work plan for 2025. One of the
priority subjects identified was Police Culture. Staff are now presenting this topic for review and
discussion.
This report presents an overview and analysis of the culture of policing and the current
organizational culture within the SRPD. It identifies key strengths and challenges and offers
recommendations to promote a more transparent, accountable, and community-focused
approach to policing.
DISCUSSION:
Police culture refers to the values, norms, and practices shared among members of a law
enforcement agency. It influences how officers interact with the public, how they approach their
duties, and how misconduct is perceived and handled internally.
In recent years, public discourse has increasingly scrutinized police culture, particularly about
transparency, use of force, racial equity, and community trust. As such, understanding and
shaping police culture is central to any transformation or improvement initiative.
Organizational culture is shaped from the top—and sustained by consistent leadership, shared
values, and a unified vision. At the SRPD, Chief Spiller plays a vital role in defining and fostering
this culture. His leadership has been instrumental in creating a strong foundation that guides the
Department's operations, priorities, and commitment to service.
In the 2024 SRPD Annual Report, Chief Spiller outlines his vision and shares four core tenets that
serve as the cultural cornerstone of the Department. These tenets reflect a deep commitment to
community, integrity, and professional excellence—and continue to influence every level of the
organization.
Working Together: All that we accomplish as a professional law enforcement
organization, we will accomplish TOGETHER and in support of one another. Recognizing
the value of teamwork, success in all we do comes from the strength in our numbers and
the consistency in the delivery of our product of service as public safety professionals. We
will be a stronger organization through greater connectedness to one another and greater
connectedness to the community.
Pride & Professionalism: The men and women of the San Rafael Police Department will
deliver consistently exceptional and ethical service to our community. Members of this
organization will set themselves apart through the respectful, responsible, and
Page 2 of 7
conscientious delivery of public safety service - exceeding the expectations of the
community. Our professionalism will be measured through the eyes of the community we
serve and by each other within the organization. We will be uncompromised in our ethically
based, principled enforcement of the law.
Service: Our effectiveness will be deepened by maintaining our personal connection and
reflection to our calling to public service. We will maintain a perspective of our role and
responsibility to serve the community, remaining prideful but not arrogant, and recognizing
our authority comes from the very public we serve. Never acting officious, we will continue
to emphasize proactive policing strategies to keep San Rafael safe for all who live and
work here in "our" community.
Succession / Focus on our Future: I intend to value and reward hard work and believe
the Department leadership should focus on the development of our staff, so we are more
effectively prepared for what's ahead. Supporting training opportunities and working to
support the professional development of our Department members, we will create future
leaders in the organization to keep the organization contemporary, responsive, and
innovative.
Subculture within a Police Organization & Understanding the Unique Cultural Dynamics
A police organization, just like any organization, private or public, represents more than just a
formal structure of policies, roles, and responsibilities. Beneath its surface lies a rich and complex
subculture, shaped by shared experiences, beliefs, values, and norms that influence the behavior
and attitudes of its members.
Police subculture refers to the set of informal values, practices, and expectations that govern the
daily interactions and decision-making processes within a police organization. It is characterized
by a strong sense of solidarity, loyalty, and mutual support among officers, often fostered by the
unique challenges and risks they face regularly. This subculture can serve as both a source of
strength and resilience and a potential barrier to change and reform.
One clear example of police subculture initially acting as a barrier to change was the introduction
of Body Worn Cameras (BWCs). When BWCs were first proposed, some officers accepted and
even welcomed the added transparency and accountability, recognizing their potential to protect
both the public and the officers themselves. However, many others were skeptical or resistant,
viewing the cameras as a threat to their discretion and a sign of mistrust. Over time, through
policy, consistent leadership, clear communication, and a strong emphasis on the benefits of
BWCs for officer safety, public trust, and evidentiary value, this resistance was overcome. Today,
Body Worn Cameras are considered one of the most important pieces of equipment by officers
across the profession, widely recognized for their role in enhancing credibility and accountability
on both sides of the badge.
The nature of police work often involves exposure to high-risk situations, violence, and trauma.
As a result, officers develop a strong bond with one another, creating a sense of camaraderie and
solidarity. This camaraderie is reinforced through shared experiences and traditions that foster
trust and mutual reliance. These dynamics are further compounded by the unique and often
isolating realities of police work. Officers frequently work 12-hour shifts, including overnights,
weekends, and holidays, which can significantly affect their work-life balance and limit meaningful
time with family and friends. The demands of the job, including exposure to trauma, confrontation,
and high-stress situations, can lead to emotional fatigue and social withdrawal.
Page 3 of 7
Adding to this challenge is the nature of police work itself: officers routinely handle confidential
information and sensitive investigations, which they cannot share outside the Department,
including with their loved ones. This inability to process experiences openly can contribute to
feelings of isolation, reinforce internal-only trust circles, and deepen elements of subculture that
discourage vulnerability or emotional expression. Exposure to crime, deceit, and human suffering
can lead to a sense of cynicism and distrust among officers. This outlook can impact their attitudes
towards the public, superiors, and even the justice system. While a certain level of skepticism is
necessary for effective policing, excessive cynicism can erode community relationships and affect
officers' well-being.
Recognizing these occupational stressors and cultural risks, the SRPD actively works to support
officer wellness and create an environment that prioritizes connection, trust, and transparency,
both internally and with the community. The Department implements strategies to mitigate the
negative aspects of police subculture while preserving its benefits.
Key strategies include:
• Peer Support and Wellness Programs: SRPD’s trained peer support team provides
confidential, internal resources to help officers navigate personal and professional
challenges, including those related to shift work, trauma, and emotional exhaustion.
• Leadership Modeling and Open Communication: Supervisors are encouraged to model
vulnerability and approachability, breaking down traditional barriers that discourage open
dialogue.
• Community Engagement: Officers participate in events that humanize law enforcement
and create space for meaningful, low-stress public interaction—offering opportunities to
connect beyond enforcement roles.
• Training and Development: SRPD offers education on stress management, trauma-
informed care, and mental health resilience, acknowledging the realities of long shifts,
isolation, and confidentiality as key wellness concerns.
• Encouragement of Work-Life Balance: While shift work is an operational necessity, the
Department works to build consistent scheduling, promote mental health days, and offer
flexible resources that help staff sustain personal relationships outside the job.
By addressing these challenges holistically, SRPD strengthens its internal culture, supports the
well-being of its employees, and reinforces a department-wide commitment to professionalism,
integrity, and community connection.
The SRPD takes a proactive approach to preserving the strengths of its subculture while
addressing potential pitfalls. The Department leadership promotes a culture of professionalism,
openness, and continual growth. Several key strategies are in place to support this goal:
1. Transparent and Ethical Leadership - Leadership sets the tone. SRPD leaders are
trained and expected to model ethical decision-making, fairness, and communication—creating
an environment where openness is normalized and expected. Effective leadership is essential for
shaping and transforming police subculture. Leaders must exemplify the values of integrity,
transparency, and accountability, setting a positive example for their subordinates. By fostering
an inclusive and ethical organizational culture, leaders can influence the attitudes and behaviors
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of officers.
2. Wellness and Peer Support Programs - Officer wellness is a foundational element of an
effective and ethical police organization. Law enforcement professionals routinely encounter high-
risk situations, traumatic incidents, and emotionally charged environments. These stressors can
lead to long-term consequences, including burnout, anxiety, depression, substance misuse, and
post-traumatic stress. Ensuring Department personnel are physically, mentally, and emotionally
healthy is not only a duty of care but also a strategic investment in public safety, performance,
and community trust.
Rather than relying solely on informal support networks, SRPD has formalized a Wellness and
Peer Support Team that offers confidential assistance across ranks and roles. This reinforces
healthy coping mechanisms without relying on potentially toxic elements of subculture like
suppression of emotions.
SRPD is committed to supporting the wellness of all its personnel, both sworn officers and
professional (non-sworn) staff. The Department has established a dedicated Wellness and Peer
Support Team composed of members from both groups, including sworn personnel up to the rank
of Sergeant and non-sworn professional staff. To ensure they are well-prepared to support their
colleagues, all members of the team complete a comprehensive 40-hour training program through
the International Critical Incident Stress Foundation, Inc. This evidence-based training equips
team members with the skills needed to provide emotional support, crisis intervention, and stress
management resources.
Currently, the SRPD Wellness and Peer Support Team includes 10 trained members, reflecting
a cross-section of the Department and promoting a culture of trust, accessibility, and shared
responsibility for mental and emotional well-being. The team also assigns a peer support member
to newly hired officers as support during the Field Training Officer Program (FTO).
Prioritizing wellness supports not only the well-being of individual officers but also improves
performance, decision-making, and community interactions. Key areas of focus include:
• Mental Health Support: Access to confidential counseling services, peer support
programs, and regular mental health check-ins. SRPD offers an employee assistance
program (EAP) and has an active peer support/wellness team.
• Physical Health and Fitness: Wellness programs that promote exercise, nutrition, and
injury prevention. SRPD offers employees access to a gym on-site. In addition to providing
emotional and peer support, the Wellness Team has also taken steps to promote physical
health. Most recently, the team partnered with a local vendor to install a fresh food vending
machine on-site, offering healthy meals and snack options to staff. This initiative reflects
SRPD’s broader commitment to holistic wellness, addressing both mental and physical
well-being in the workplace.
• Stress and Trauma Management: Training in resilience, mindfulness, and trauma-
informed care to help officers cope with job-related pressures. SRPD collaborates with
external mental health providers for crisis support.
• Work-Life Balance: Policies that support adequate rest, flexible scheduling, and family-
friendly practices are key to employee well-being. In November 2024, SRPD expanded its
wellness efforts by introducing a dedicated Wellness Room available to all employees.
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This space was created to support the physical, mental, and emotional health of
Department members. Designed as a quiet, private area to decompress, the room
includes amenities such as a massage chair to help relieve stress and promote relaxation.
Departments that invest in employee wellness often see benefits in morale, retention, and
community trust. Ongoing attention to wellness is essential for creating a healthy organizational
culture and reducing the long-term costs of burnout, absenteeism, and liability.
3. Community Engagement - Officers are routinely trained in de-escalation techniques and
community policing practices to strengthen relationships with the public and reduce the sense of
separation or adversarial mindsets. Building strong, collaborative relationships with the
community is crucial for transforming police subculture. Engaging with community members
through outreach programs, forums, and partnerships can help officers develop empathy,
understanding, and mutual respect. By involving the community in decision-making processes,
police organizations can create a more inclusive and responsive approach to public safety.
SRPD actively engages with the community in a variety of ways, using both traditional and modern
methods to build trust, enhance transparency, and foster open communication. Through social
media platforms, the Department shares timely updates, safety tips, and behind-the-scenes
insights into police operations—allowing the public to stay informed and connected.
In addition, informational campaigns are developed to educate the community on issues such as
crime prevention, traffic safety, emergency preparedness, and other public safety initiatives.
These efforts are often paired with interactive events like Coffee with a Cop, the Marin County
Fair, Movies in the Park, car shows, careers fairs, Touch-a-Truck Events, Community Academy,
National Night Out, neighborhood meetings, and outreach programs, which create space for
dialogue and relationship-building outside of crisis situations.
SRPD also partners with local schools, businesses, and nonprofits to support collaborative
programs aimed at addressing broader social challenges such as immigration, homelessness,
and mental health. Transparency tools, such as dashboards, press releases, and annual reports,
are regularly published online at SRPD.org to keep the public informed about crime trends, policy
changes, and Department performance.
Together, these engagement strategies help humanize the badge, break down barriers, and
ensure the Department is seen not just as law enforcement—but as an invested, responsive, and
accessible part of the San Rafael community.
4. Emphasis on Training and Professional Development - Ongoing training in Diversity,
Equity, Inclusion, and Belonging (DEIB), ethics, bias awareness, de-escalation, leadership, and
accountability helps officers reflect on their roles in shaping the Department’s culture and their
impact on the community. Comprehensive training programs that focus on ethics, community
policing, and cultural competence can help officers develop a broader perspective and challenge
ingrained biases. Ongoing education and professional development opportunities can also equip
officers with the skills needed to navigate complex social dynamics and build positive relationships
with the community.
5. Accountability and Early Intervention Systems - The Department utilizes early
intervention systems to identify patterns of behavior that may signal stress, misconduct, or cultural
drift. Supervisors are trained to step in with support or correction early, before issues become
systemic. Implementing mechanisms for accountability and transparency, such as independent
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bodies, whistleblower protections, and clear reporting procedures, can help break the code of
silence and ensure that misconduct is addressed promptly and fairly. Encouraging open
communication and fostering a culture of trust can also enhance transparency within the
organization.
Trauma Exposure in Law Enforcement
The culture of law enforcement is shaped not only by training and tradition but also by the realities
of the job, particularly repeated exposure to traumatic events. This aspect of the profession often
goes unspoken, yet it has profound and lasting effects on both individual officers and the overall
health of the organization.
Police officers are consistently placed in high-stress situations: violent crime scenes, fatal
accidents, incidents involving children, and encounters with individuals in crisis. These are not
occasional occurrences; they happen multiple times over the course of a shift, week, and career.
Law enforcement professionals are frequently exposed to traumatic incidents that can have long-
term psychological impacts. SRPD acknowledges the risk of Post-Traumatic Stress Injury (PTSI)
and other stress-related conditions among its members.
Research shows that police officers may experience more trauma in the first three years of service
than the average civilian does in an entire lifetime. This includes responding to violent crimes,
accidents, child abuse cases, sudden deaths, and other high-stress incidents that can significantly
affect mental and emotional health.
A 2018 study by the Ruderman Family Foundation found that first responders experience PTSI
and depression at rates between 19% and 35%, far above the general public’s average. The
same study noted that officers encounter approximately three critical incidents every six months,
meaning they face repeated, intense psychological stress throughout the entirety of their careers.
“The repeated exposure to trauma creates a cumulative toll on officers’ emotional
resilience, increasing their risk of mental health issues, substance misuse, and
even suicide.”
— Ruderman Family Foundation, 2018
This data underscores the urgent need for robust wellness infrastructure within police
departments. SRPD recognizes this reality and continues to prioritize resources and policies that
proactively address both immediate and long-term mental health needs, reduce stigma, and
promote early intervention.
PTSI is a well-documented risk among first responders. It can result from a single overwhelming
event or develop cumulatively over time. Symptoms may include flashbacks, emotional numbing,
anxiety, irritability, sleep disruption, and withdrawal from relationships or job responsibilities. If left
unaddressed, PTSI can significantly impair an officer’s personal well-being, job performance, and
decision-making ability.
To proactively address the psychological impact of trauma, many departments—including
SRPD—utilize Critical Incident Stress Management (CISM). CISM is a structured, peer-driven
approach to mental health support that is designed to mitigate the effects of stress following
traumatic events. Key components include:
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• Defusing and Debriefing after critical incidents
• Peer support programs led by trained personnel
• Access to professional counseling and referrals
o Free access to the Cordico Mobile Application
• Education and training on stress recognition and management
These interventions provide a safe and confidential space for personnel to process traumatic
experiences, normalize stress reactions, and reduce the likelihood of long-term psychological
harm.
SRPD’s Peer Support and Wellness Team is trained in CISM and provides an essential internal
resource for employees affected by trauma. Their presence reinforces the Department’s
commitment to normalizing mental health conversations and providing timely, meaningful support.
By embedding CISM principles into its wellness strategy, SRPD continues to build a culture that
prioritizes the mental and emotional health of its personnel—recognizing that caring for those who
protect others is foundational to both departmental effectiveness and public trust.
The Department works to reduce stigma around mental health and encourages early intervention
and access to resources. Peer support, external counseling referrals, and the availability of EAPs
are key components of this approach.
The culture within a police organization, both formal and informal, profoundly shapes how officers
interact with each other, respond to the community, and cope with the unique demands of their
work. Repeated exposure to trauma is a defining aspect of the profession, placing officers at
elevated risk for PTSI, depression, and emotional burnout. As such, wellness must be integrated
into the fabric of organizational culture—not as a peripheral benefit, but as a core operational
priority. SRPD recognizes this imperative and remains committed to fostering a culture of
wellness, transparency, and continuous growth. By confronting the realities of trauma,
encouraging open dialogue, and supporting the physical and psychological health of its workforce,
SRPD strengthens its ability to serve the community with empathy, integrity, and professionalism.
Maintaining a healthy culture is a continual process. SRPD remains committed to transparency,
accountability, and meaningful engagement to ensure it evolves in step with the community it
serves.
FISCAL IMPACT:
There is no fiscal impact associated with this report.
Submitted by:
Teresa Komoda
Teresa Komoda
Senior Management Analyst II
ATTACHMENTS:
None