HomeMy WebLinkAboutPolice Advisory & Accountability Committee 2025-10-15 Agenda PacketPage 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
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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.
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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
THE OFFICER
SURVIVAL
CREED
This line of work has always
been
a threat to the spirit….
Joseph Wambaugh
Echoes in the Darkness, 1987
Pew
Research
Caliber
Press T.R.I.P.S.
•
•
•
•
•
6
Pandemic to Protests
CALIBER PRESS
•
•
•
•
OVERALL JOB SATISFACTION
Extremely Satisfied 9.1%
Pleased, but not as much as I used to
be
50.8%
Somewhat pleased to be on the job 18.2%
Very little job satisfaction 14.2%
Definitely not satisfied with law
enforcement
7.7%
LEAVING THE JOB
Remain as long as possible 30 %
Retire but waiting for eligibility 44.5
Eligible and will retire ASAP 16.3
Not eligible but leaving
anyway
8.0
New to LE but leaving no
matter what
1.2
T.R.I.P.S.
•
•
•
SCREENED FOR MH ISSUES
Positive for PTSD 47%
Moderate – Severe Anxiety 29%
Moderate – Severe Depression 37%
Feeling trapped, helpless, or
hopeless
59%
IMPACT ON JOB PERCEPTION & PRODUCTIVITY
Impacted on daily/weekly basis 63%
Considered quitting on daily/weekly
basis
55%
Would not recommend LE
Inadequate MH services
69%
38%
WHY THE
INCREASED
SUFFERING?
•
•
•
•
Page 1 of 4
PAAC 2025 WORKPLAN
The work plan feedback encompasses the finalized work plan, as approved during the
January 11, 2025, special meeting, along with detailed comments and specific requests
from committee members. Additionally, staff has outlined tentative dates for the scheduled
topics, providing a preliminary timeline for the planned discussions.
Topic Number of PAAC
Members Interested in
Topic
Date/Speakers
Youth and Policing 8 TBD- September or October
Police Culture 7 August 20, 2025- Beth Danise &
SRPD Staff
Prostitution/Human-
Trafficking
6 TBD
Transparency 6 TBD
ICE/Immigration 6 February 19, 2025-Cpt. Leon
Homelessness 5 May 21, 2025- Mel Burnette &
Lynn Murphy
AB481 4 April 16, 2025- Lt. Eberle
RIPA 4 March 19, 2025- David Swing,
COP (retired), Kyle Williams,
Marin Co So RIPA Analyst &
SRPD staff
• For all topics: Invite speakers on any topic who have voiced an opinion or
submitted public comments on the item.
Youth and Policing
• Speakers:
• SRPD Leadership
• SR School Board
• I would like an update on the status.
• I would like to hear a balance of viewpoints (negative and positive) directly from
youth.
• Community feedback to date has been negative from graduates/adults.
Police Culture
• Speakers:
• SRPD Leadership
Page 2 of 4
PAAC 2025 WORKPLAN
• Representative from outside or an advisor on culture
• I want some sort of presentation that covers what it is like to work as a
police officer day in and day out. I would have tied this with a police
wellness presentation. I think Joel Fay would be great.
• Kevin Gilmartin to talk about emotional well-being. Dr. Gilmartin is a
behavioral scientist specializing in law enforcement and public safety-
related issues. He is the author of the book Emotional Survival for Law
Enforcement: A Guide for Officers and Their Families. He previously spent
twenty years working in law enforcement in Tucson, Arizona. During his
tenure, he supervised the Hostage Negotiations Team and the Behavioral
Sciences Unit. He is a former recipient of the International Association of
Chiefs of Police-Parade Magazine, and the National Police Officer Citation
Award for contributions during hostage negotiations. He presently
maintains a consulting relationship with public safety and law enforcement
agencies in the U.S., Canada, and Australia. The Department of Justice,
FBI, Royal Canadian Mounted Police, New South Wales Police , and
International Association of Chiefs of Police have published his work. He
holds a doctoral degree in Clinical Psychology from the University of
Arizona. He is a veteran of the U.S. Marine Corps and resides in Tucson,
Arizona, and Bend, Oregon.
• I think it would be good to hear from the HR person who negotiates with
the unions, and a union rep to explain their position.
• Set aside state/fed law and directives from city elected and staff; who/what
internally, is the foundation of SRPD’s culture?
• How will the new federal administration impact SRPD’s culture?
• Policies on culture expectations are established, how are those expectations
measured?
• What is SRPD’s equity scorecard tool?
• How does SRPD know if they are meeting expectations/goals?
• What is done with measured data points on culture and equity?
• There is a great article on police culture at https://www.pewresearch.org/social-
trends/2017/01/11/police-culture/ It is very long, to say the least. But wouldn’t it
be great for the committee to understand all the issues pointed out in it?
• There are many other treatises on Police Culture - some say it is characterized
by Solidarity, Secrecy, and Social Isolation. Robert Peel describes the 9 keys
to police work.
• Explain the day-to-day life of a police officer, the things that they face and worry
about, and whether has policing changed from this (hopefully) dated scenario or
not.
Prostitution/Human Trafficking
• Speakers:
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PAAC 2025 WORKPLAN
• SRPD Leadership
• Sex worker advocate
• Human trafficking advocate- Regarding prostitution and
Human Trafficking, the Marin coalition is not very active now. I suggest
having Marlene Capra do her presentation on trafficking and exploitation
of youth along with one of her contacts at Homeland Security to present
on the adult side. Marlene is also a good resource for youth and
police. She has a youth team with her program and can bring some
young folks along to speak.
• Is there a solution from the City, the Police, and our committee, so that something
could really be done at the local level to eliminate this problem that until now
continues to cause so much inconvenience?
• I am concerned about the demonization/criminalization of sex workers who are
freely choosing to use their bodies to support themselves.
• Removing criminal code, how are people not under duress, coercion , and/or
obligation to another person separated from those that are under duress,
coercion, and/or obligation to another person?
• Are there tools to determine the differentiation?
• How many persons contacted or charged for sex work in San Rafael are
“trafficked” individuals?
Transparency
• Speakers:
• SRPD Leadership
• City Attorney
• City Manager
• How and how quickly do personnel matters or complaint information get to the
public?
The burning example is the Pacific Sun reporter and Brandon Nail’s
reinstatement. My understanding is that the arbitrator ’s report is
confidential. If so, I am assuming that it was leaked by his attorney or
someone who favors him.
• How is an arbitrator selected?
• Is the SRPD agreement (MOU) with the union on par with other departments?
• Is this guided by state regs?
• Are arbitration hearings public? Why or why not?
• Who is the primary person/department for compiling mandatory reporting?
• What is the audit process for accuracy?
• Who is involved in sign-off before submission?
• Who is the primary for community communication?
• What is the process for drafting communication to the community?
Page 4 of 4
PAAC 2025 WORKPLAN
• What are the key points to ideal communication?
• Who is involved in sign-off approval?
• What are the timeline goals?
NACOLE/Transparency
• NACOLE has a new board member, John Alden, who is local to the North Bay. I
think John would be a great invite to the transparency conversation.
ICE/Immigration
• Speakers:
• SRPD Leadership
• City Attorney
• City Manager
• What is SRPD’s official stance on federal executive orders on immigration?
• Who is giving the directions?
• Can SRPD officers act on their own, outside of leadership direction?
• If done, are there repercussions?
Homelessness
• Speakers:
• City staff
• SRPD leadership
• What is SRPD doing to support the un-housed that are obliging lawfully? I am
concerned about the demonization/criminalization of homelessness.
RIPA (Racial and Identity Profiling Act)
• Speakers:
• Data analyst
• SRPD leadership
• What does SRPD do with RIPA data to inform PD culture?
• Are there any opportunities, perceived or known, on data points RIPA misses?
• Religion
• Marital status
• Pregnancy
• Disability
• Medical condition
• Gender
• Sexual orientation
Page 1 of 1
POLICE ADVISORY AND
ACCOUNTABILITY COMMITTEE
AGENDA REPORT
October 15, 2025
Item 2b
TITLE: RIPA WORKING GROUP UPDATE
RECOMMENDATION: Receive updates from the Racial and Identity Profiling Act (RIPA) Working
Group on their recent activities, progress, and next steps.
BACKGROUND:
The RIPA Working Group was announced by Chair Tokolahi at the June 18, 2025, meeting of the
Police Advisory and Accountability Committee (PAAC), and consists of three members: Vice
Chair Davidi, Member Kamena, and himself. The RIPA Working Group will convene to discuss
the recommendations presented during the May 21, 2025, PAAC meeting and will present a report
at a future meeting of the PAAC.
DISCUSSION:
The RIPA Working Group reviewed data and discussed strategies to address concerns related to
racial and identity profiling within the San Rafael Police Department (SRPD). The group has met
three times—on July 28, 2025; September 4, 2025; and October 9, 2025. In addition, members
met with Chief Navarro of the Mill Valley Police Department on September 4, 2025, to gain insight
into regional practices and comparative data. The data reviewed by the RIPA Working Group
included the following:
• SRPD traffic stop data for 2025 (Attachment 1)
• SRPD DUI arrest and accident data for 2025 (Attachment 1)
• SRPD DUI accident data for 2024–2025 (Attachment 1)
• 2024 RIPA Report
• Pennsylvania State Police Traffic Stop Study
• SRPD Policy 401 (Attachment 2)
At this meeting, the RIPA Working Group members will summarize their activities and present
their findings and recommendations.
FISCAL IMPACT:
There is no fiscal impact associated with this report.
Submitted by:
Teresa Komoda
Teresa Komoda
Senior Management Analyst II
ATTACHMENTS:
1. SRPD 2025 DUI Data & Mechanical Violation Cases
2. SRPD Policy 401
1
DATE: October 1, 2025
TO: Police Advisory and Accountability Committee (PAAC)
FROM: Teresa Komoda, Senior Management Analyst II
RE: SRPD Mechanical Violation Vehicle Stop Data
The following data has been collected at the request of the RIPA Working Group. This
document provides a comprehensive review of vehicle stops for mechanical violations
that resulted in Driving Under the Influence (DUI) or other criminal activities. It includes
information on DUI accidents, injury-related DUIs, traffic stops, citations, and blood
alcohol concentration (BAC) levels. The analysis also highlights the percentage of DUI
arrests that were prompted by mechanical or administrative stops, offering insights into
enforcement patterns and outcomes.
The report also provides detailed statistics on BAC, highlighting the different levels of
intoxication among offenders. Additionally, it includes a summary of several significant
cases that took place between January and July 2025. These cases initially started as
vehicle stops for mechanical or administrative violations and demonstrate the real-world
impacts of enforcement activities.
Table 1. DUI Accidents & Injury DUI by Year (2023–2025 YTD)
Year DUI Accidents Injury DUI
2023 84 19
2024 88 22
2025 1 41 13
Table 2. Traffic Stops, Citations & Stop: Citation Percentage
Year Traffic Stops Citations Stops: Citations
2023 2728 1589 58.25%
2024 3422 1830 53.48%
20251 2855 1560 54.64%
1 2025 Data reflects January – July 2025.
2
Table 3. 2025 DUI Reports through July & Mechanical Stops
2025 DUI Reports through July 111
DUI resulting from mechanical stops 26
% of DUIs from mechanical stops 23.42%
• Roughly one in four DUI arrests began as a mechanical/equipment stop.
Figure 1. DUI Mechanical Violation Data January-July 2025
Table 4. DUI Blood Alcohol Statistics
Blood Alcohol Content Count % of Total
0.04 1 0.90%
0.08 3 2.70%
0.09 5 4.50%
0.11 2 1.80%
0.12 1 0.90%
0.13 5 4.50%
0.14 6 5.41%
0.15 5 4.50%
0.16 2 1.80%
0.17 6 5.41%
0.18 9 8.11%
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DUI Arrests January -July 2025
Mechanical Violations
Reason for Stop
3
0.2 3 2.70%
0.21 6 5.41%
0.22 6 5.41%
0.23 3 2.70%
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•Nearly half of all DUI arrests (48%, or 53 out of 111 cases) involved drivers with a
blood alcohol concentration at least twice the legal limit.
Figure 2. DUI Blood Alcohol Data
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Figure 3. DUI Demographic Data (January–July 2025)
Figure 4. DUI Location by Patrol Beat (January–July 2025)
*OOJ- Out of Jurisdiction-includes freeways, areas in Marin County, and others.
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DUI Demographic Data
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DUI Location by Beat
January -July 2025
5
Figure 5. San Rafael Police Department Patrol Beat Map
The map below illustrates the locations of patrol beats in San Rafael.
6
Figure 6. DUI Accident Location Data
DUI Accident Locations January - July 2025
The map below illustrates the locations of the DUI Accident Reports from January to
July 2025.
7
Figure 7. DUI Accidents Jan 2024-August 2025
DUI Accident Locations Jan 2024 - August 2025
The map illustrates the locations of the 133 DUI Accidents from 2024 to August 13,
2025.
8
Figure 8. DUI Arrest Location Data
DUI Arrest Locations January - July 2025
The map below illustrates the locations of the 111 DUI Arrest Reports from January to
July 2025.
SIGNIFICANT
SRPD CASES
FROM VEHICLE STOPS FOR MECHANICAL
OR ADMINISTRATIVE VIOLATIONS
JANUARY-JULY 2025
TRAFFIC ENFORCEMENT STOP FOR A CRACKED TAILLIGHT AND EMITTING A WHITE LIGHT TO THE REAR.
A FIREARM, COCAINE, MARIJUANA, STOLEN CREDIT CARDS, AND BURGLARY EQUIPMENT WERE LOCATED.
2/27/2025
Vehicle stopped for expired registration in excess of two
months, tinted front passenger side windows, and rear
brake lights not functioning.
4.7 grams of Methamphetamine and 5.5 grams of
Fentanyl were located.
4/5/2025
VEHICLE STOPPED FOR REGISTRATION EXPIRED IN 2020.
A SEARCH OF THE VEHICLE REVEALED 7.4G OF SUSPECTED METHAMPHETAMINE.
5/14/2025
VEHICLE STOPPED FOR ILLEGAL WINDOW TINT. THE OFFICER NOTICED VARIOUS MARIJUANA PRODUCTS IN THE REAR PASSENGER SEAT OF THE VEHICLE.
A SEARCH OF THE VEHICLE REVEALED LARGE QUANTITIES OF MARIJUANA, NICOTINE, AND MARIJUANA PRODUCTS, A SCALE, AND $1790 IN CASH.
5/14/2025
Vehicle stopped for illegally tinted windows.Subject arrested
for possession of a methamphetamine and driving without a
license.
5/24/2025
Vehicle stopped for expired registration.
During a search of the vehicle, a large quantity of
methamphetamine, a meth pipe, mushrooms, and
several hundred dollars in cash were located.
The driver was also found to be DUI and arrested.
5/24/2025
TRAFFIC ENFORCEMENT STOP FOR ANON-FUNCTIONING TAILLIGHT.
DURING A SEARCH INCIDENT TO ARREST, OFFICERS LOCATED SEVERAL BAGGIES OF COCAINE SECRETED IN A BAG THAT LOOKED LIKE A $100 BILL
5/26/2025
VEHICLE STOPPED FOR EXPIRED REGISTRATION.
THE DRIVER WAS IN POSSESSION OF 2.2 GRAMS OF HEROIN. AND 1.9 GRAMS OF METHAMPHETAMINE.
6/20/2025