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San Bernardino Police Department
Strategic Plan
, 2004 -: 2009
Working Together Toward a Brighter Future
.,"'c, _ IW\f BERNARDINO POLICEDEPARTDIE\\TIll.t:: 'l.
-"' ., \JlJ.il Celebrates 100 Years of Ul , a '!Y
ON Service to the Community
1905 2005
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V ision, Mission and Core Values
of the
San Bernardino Police Qepartment
Vision
To be a leader in establishing the Standard for excellence in policing.
Mission Statement
The San Bernardino Police Department is committed to providing:
Progressive, Quality Police Service;
A Safe Environment to Improve the Quality of Live;
A Reduction in Crime Through Problem Recognition and Problem Solving.
Core ValDes
Commitment to Public Service and Safety
Integrity
Loyalty
Respect for the Law _
Accountability
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Table of Contents
Message from the Mayor ........................................................ 1
Bernardino City Council Members ......................................... 2
Message from the Chief of Police............................................. 3
ategic Planning Process ........................................................ 5
ategic Plan........................................................................ 6
Executive Summary...... ...... ...... ...... ............ .... ..... .... ......... 6
A Changing City ...... ............. ...... ................. ......... ........... 9
Homeland Security ......... ........ ..... ..... ...... ............... .......... 10
Strategies. ........ ...... ...... ...... ...... .............. ...... ... ...... ... 11
First Year Objectives .................................................... 11
Success Indicators.......................... ............................ 11
napshot of the Department ............ ...... ... ..................... ......... 12
at the Community Had to Say................................................ 14
ategic Issues...................................................................... 15
sure Adequate Staffing.......................................................... 16
Strategies................................................................. 17
First Year Objectives................................................... 17
Success Indicators...................................................... 17
titute Innovative Workload Management ................................. 19
Strategies....................................................................... 19
First Year Objectives........................................................ 20
Success Indicators......................................................... ... 20
align Organizational Structure ...... ..... ................... .................. 21
Strategies ... ...... ...... ...... ...... ...... ...... ..... .... ...... ... ...... ........ 21
First Year Objectives ... .... ....... ................ ...... .... ...... ...... ..... 22
Success Indicators ... ...... ............. ........... .............. ....... ...... 23
pport Employees ...... .......... ............. ..... ...... ..... ...... ..... ......... 24
Strategies................................ .................................... .... 24
First Year Objectives...... ........... ...... ........... .... ..... ..... .... ...... 24
Success Indicators ...... ...... ........ .... ...... .......... ..... ......... ...... 25
grade Organizational Infrastructure ......................................... 26
ategies .............................................................................. 26
rst Year Objectives ................................................................ 27
cess Indicators.................................................................. 27
hance Department's Image .................................................... 29
Strategies....................................................................... 29
First Year Objectives ......................................................... 29
Success Indicators ...... ...... ...... ...... ...... ..... .......... ...... ......... 30
nelusion ... ...... ...... ...... ......... ...... ...... .......... ....... .... ......... .... 31
A Message from the Mayor
It is with extreme pleasure that I announce my support for
the Strategic Plan developed by the San Bernardino Police
Department. I recognize the importance of public safety to
residents, visitors, and businesspersons here in San
Bernardino. The Strategic Plan developed by the San
Bernardino Police Department reflects a commitment to
community policing as well as an understanding of the
public's role as a partner in developing public safety. By
working cooperatively and establishing fruitful relationships
at the neighborhood and business level, we can, and will,
have a great impact on both the perception and reality of
crime and fear of crime.
This Strategic Plan looks at strategies that will be
implemented over the next five years to help us stay on Judith Valles, Mayor
course and prepare for the future. Some of the newly created
strategies are expected to provide more proactive time for patrol officers, thereby, allowing
them to devote more time to work with the community on conditions that impact their
quality of life. The goal is to allow officers time to respond to radio calls for service, yet at
the same time have sufficient proactive time to work on conditions that have been
identified by the community.
The Strategic Plan was not developed by the Police Department alone. It is a document
and a process that was shared with the community and community stakeholders. As a
result, it is not just the Police Department's document, it is also the community's
document. I am extremely confident that by all of us working together our city will
continue to ensure an outstanding quality of life. Please join with me as we enter into this
journey with Chief Garrett Zimmon and the men and women of the Police Department as
we all work toward truly making a difference in our community.
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SAN BERNARDINO CITY COUNCIL MEMBERS
Susan Longville
Second Ward
Gordon McGinnis
Third Ward
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1.1 Neil Derry
I. Fourth Ward
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Rikke Van Johnson
Sixth Ward
Wendy McCammack
Seventh Ward
Chas Kelley
Fifth Ward
Page 2
A Message from the
Chief of Police
Change is inevitable. Whether we like it or not things
change daily in our community. One of my goals upon
assuming .command of the San Bernardino Police
Department was to work collectively with the community
and the men and women of the San Bernardino Police
Department to develop a Strategic Plan that would help
anticipate change and guide the future of the Department.
We embarked on the strategic planning process. in 2003.
Literally hundreds of hours were spent collecting
information, defining priorities, developing and debating
various alternatives and selecting the strategies that are
outlined in this plan. The plan is not a product of the
Department alone. It involved community members, elected
and appointed officials, and employees of every
classification and function throughout the San Bernardino Police Department.
Garrett w. 7)mll/01/. Olief of Polin>
The Strategic Plan is a road map that will help guide the San Bernardino Police Department
over the next five years. However, the plan itself is not the only product. An equally
important result was the collaborative process used to create the plan. Our partnership with
the community meant that we were able to conduct and honest assessment of how we
operate in order to identify different ways to better provide service to the community in San
Bernardino.
The plan is divided into three integral parts. I) Service to our community. 2) Service to our
employees; and 3) ensure adequate resources. Although each of those parts is important in
its own right, the real value comes in the integrated whole: we must ensure that we have the
resources and personnel to assist in achieving the many challenges that face this
organization in meeting the needs of the community.
The future of San Bernardino is indeed a bright one. This plan is part of the journey to help
us reach that future and is a dynamic document that will be updated each year for the next
five years. As strategies are met and completed, new ones will be identified so we can keep
positioning the Department to meet community needs. To ensure accountability of the
strategic planning process, the San Bernardino Police Department will prepare a report each
year outlining the Department's performance in meeting the goals from the prior year.
The strategic planning process has generated a lot of excitement and energy within the San
Bernardino Police Department. We did not wait for the plan to be published. Instead, we
started working on some of the strategies that were identified during the planning process.
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The Department has already taken many very positive steps in realigning resources and
developing a beat plan we believe will provide better, more responsive service to the public.
I look forward to working with the community, our elected officials, and the men and
women of the San Bernardino Police Department as we move forward in both implementing
the plan and meeting the challenges facing us. The year 2005 will mark the lOO'h year that
the San Bernardino Police Department has been providing quality service to our community.
With the help of this plan, we will embark upon a second century of exceptional service
with well-defined goals.
Serving
The
Community
Serving
The
Employees
Ensuring
Adequate
Resources
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STRATEGIC
PLAN
STRATEGIC PLANNING PROCESS
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STRA TEGIC PLAN
EXECUTIVE SUMMARY
The City of San Bernardino is facing significant challenges and opportunities in the coming
years. As the county seat of this nation's largest geographic county, San Bernardino sits in the
middle of a rapidly growing region in a rapidly changing State. Population growth is inevitable
as residents from Los Angeles and Orange counties seek affordable housing, employment and
quality neighborhoods for families.
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Much of the prosperity associated with this regional population and economic growth has
occurred in surrounding communities, but not in San Bernardino itself. Yet, San Bernardino is
the gateway to the rapidly growing high desert. The city's central location provides an easy
commute for those employed in Riverside, Orange and Los Angeles Counties. Expanding
enrollment and staff at Cal State San Bernardino will fuel home starts and businesses. The.
emergent potential of the economic engine of the San Bernardino Airport will create jobs.
economic stability, visibility, and revenues for the City. These factors, added to the availability
of still relatively affordable housing will, over time, increase homeownership in the city and
support revitalization of neighborhoods and businesses.
Perhaps the most important factor to accelerating this prosperity and ensuring long-term success
is the quality of public safety in the city. The San Bernardino Police Department, with just under
300 sworn personnel and approximately 450 total employees, is challenged every day to meet the
workload demands and service expectations of the community it serves. The police department
has traditionally been structured to emphasize community policing service areas, core patrol
services, and spccialized units addressing specific needs. With an upturn in crime over the last
few years and the need to constantly shift and realign its available resources to deal with specific
problem areas, the department struggles to keep a handle on public safety issues and concerns in
the city. Accordingly, forward progress on key issues such as community partnerships,
neighborhood improvements, quality of life, and long-term problem solving is episodic and
sporadic.
In 2003 the police department began a broad-based strategic planning process to realign itself in
preparation for the challenges and opportunities created by the dynamic changes in the city. Ten
focus groups were conducted gathering input from a broad cross section of the community.
Input was sought individually from approximately fifty community leaders representing unique
constituencies and perspectives. Internally the department formed a Strategic Planning Steering
Committee to gather information, conduct analysis, solicit input from all employees, identify key
strategic issues, generate creative solutions, and make sound recommendations for change and
improvement. The charge to the committee by the Chief of Police was as clear as it was
challenging: recommend changes to ensure the ongoing success of the San Bernardino Police
Department in ways that Serve the Community, Serve the Employees, and Ensure Adequate
Resources. These three themes became the filter through which all ideas and recommendations
had to pass before they became part of this strategic plan.
Pag~ (i
Six fundamental strategic issues are the foundation for the police department's future
success. These issues, summarized below and detailed in the plan, will provide focus, priorities
and accountability for the dcpartment over the next five ycars.
· Ensure Adequate Staffing - The department needs to secure adequate staffing to handle
current and anticipated workload and service demands associated with current and future
growth in the city. Staffing levels need to ensure employee safety, responsiveness to
community service expectations, quality work, and the ability to address and resolve
long-term neighborhood problems. As increases in front-line employees occur, there
must also be balanced growth in both support staff and supervisory personnel.
· Institute Innovative Workload Management - The police department will continually
scek innovative approaches to deliver services in the most cost effective manner while
still meeting the community's expectations. New approaches in how and who provides
the service will be implemented, including expanded use of civilian employees and an
increased use of emerging technologies to provide timely service to the community.
· Realign Organization Structure - To serve the community, serve the employees, and
effectively utilize available resources, the police department will have to realign its
structure. Rethinking roles, responsibilities, allocation of resources, and geographic
boundaries of the area commands is essential to respond to changes in the community and
establish appropriate accountability for community policing and community partnerships.
Realigning staff resources, particularly in patrol, will occur to further support the
community and create tighter linkages between officers and the neighborhoods they
serve. Ensuring the department's capacity to respond to planned and unanticipated
events is cssential to the quality of public safety in the community and the city's image in
the region. A key component of the realignment will be the creation of processes to
gather relevant information for effective decision-making and accountability.
· Support Employees - Policing is a human service business. The quality of services
received by the community is tied directly to the quality of employees in the police
department. The department will continue to place a high priority on recruiting,
selecting, and retaining the most qualified candidates for all positions. Minimizing
vacancies is essential to the department's ability to provide reliable community service in
terms of both quality and amount. Building a diverse workforce is the structure for
increasing partnerships and credibility with the community. Retaining employees, and
supporting and training them in their career goals, provides the department with
continuity of leadership and the community with continuity of committed public safety
partners.
· Upgrade Organizational Infrastructure - In order for the police department to meet
the community's service expectations and respond to anticipated growth in the city, its
employees must have the tools and resources to do the job. Communications and
information technologies need to be continually evaluated and enhanced to handle
anticipated workload increases. These tools must be compatible with other agencies for
Paf!e 7
coordination during natural disasters and potential homeland security situations.
Anticipated growth in staffing will generate the need for expanded facilities that provide
employees with a safe and effective workspace. Long-term commitment to the area
commands will require adequate, permanent community facilities. There must be a
commitment to provide each employee with the basic safety and productivity tools
necessary to do the job. Current equipment must be maintained and periodically replaced.
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· Enhance Department's Image - The most effective way to enhance an organization's
image is to improve its performance. The police department will implement a number of
strategies to enhance customer service that will provide the community with alternative
ways to contact the department for service. Patrol personnel should have the time
necessary to interact effectively with the public to further build trust and credibility. In
addition, the police department will positively represent the future prosperity and
economic opp0l1unities in the City of San Bernardino.
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This plan outlines the police department's approach to addressing each of these key strategic
issues. This plan is intended to be a guide for moving the department into the future. It is not a
detailed roadmap. Accordingly, the department and the city must routinely assess performance,
priorities, unanticipated emerging issues and unique opportunities. There must also be a realistic
assessment of available resources in uncertain economic times. While these realities may delay
accomplishment of certain goals or necessitate the rethinking of strategies and objectives, they
should not alter the department's nor the city's commitment to continually seek improvement in
each of these critical strategic areas.
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Although the quality of the document, the quality of the process, and the quality of the thinking
are important, the real measure of value is in the quality of the implementation. Ultimately, the
police department should be evaluated on its success in implementing the strategies outlined in
this plan within available resources. This plan outlines success indicators that should be
periodically used by the department, the city and the community to assess performance and
provide feedback and suggestions for improvement. A commitment to continuous assessment
and feedback will greatly enhance the likelihood of continuous success.
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The city is faced with exciting and challenging opportunities over the next five years. The police
department can and must playa critical role in supporting the city's goals for community health,
economic vitality and long-term prosperity. Implementation of the strategies outlined in this plan
will ensure the department's capacity to fulfill its role.
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Pa!!t: g
A CHANGING CITY
The State Depal1ment of Finance has projected a 21 percent population increase in the San
Bernardino County between 2000 and 20 I 0, or 488,000 new residents. Some of these new
residents will move into the City of San Bernardino, and some will live in adjacent cities and
unincorporated areas. There is no questions that as the city grows so will the demand for police
services.
The City currently is facing several key challenges. Much of the economic growth in the region
has occurred in surrounding cities, putting the city behind the curve in creating long-term
economic vitality and stability. As a mature community, San Bernardino has many
neighborhoods that suffer from blight. Much of this is driven by a low owner-occupied housing
rate of approximately 51 percent as estimated by the U.S. Census Bureau. In 1999 over 71
percent of the families in the city had incomes of less than $50,000 and over 21 percent fell
belqw the poverty level. As the county seat, much of the,high value land is owned by county,
state and federal entities, thus depriving the city of economic benefit. Additionally, when Norton
Air Force Based closed in 1994, there was a significant loss of employment.
The on-going uncertainty and unpredictability of the fiscal situation in the state makes resource
planning extremely difficult. At the same time, the city is faced with many exciting opportunities
important to its future. With all the growth and vitality in the county, there is a sense of
inevitability that the city will soon start to see the benefits. Comparatively speaking, the housing
in San Bernardino is affordable for families struggling in the more densely populated urban areas
in Southern California. The growth of California State University - San Bernardino is fueling
both jobs and new home starts in the City's Northwest area. The new projects and continuing
development of areas such as the Lakes and Streams Project, the Verdemont Project, Hospitality
Lane, Norton development by Inland Valley Development Agency, and others will enhance the
future of San Bernardino. There is a strong commitment to complete revitalization of some
downtown neighborhoods and reestablishment of downtown as a core business center. The
projected economic benefits of fully developing the Lakes and Streams Project and the San
Bernardino Airport site are tremendous.
With proper planning, the city can take advantages of some of these key opportunities, which are
directly impacted by the quality of public safety and the performance of the police department.
The department must address current policing problems and simultaneously position itself to
support improved public safety and quality of life in the future.
Mattei Distribution Center
Kohl's Distribution Center
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HOMELAND SECURITY
In addition to providing law enforcement services to the citizens of San Bernardino, the threat of
terrorism poses a myriad of problems for emergency first responders. To ensure that the San
Bernardino Police Department is prepared to respond appropriately, we need to provide on-going
instruction relative to Homeland Security issues. To reinforce the lessons learned in the
classroom, the police department must work with other law enforcement agencies and participate
in large-scale training exercises. The objectives should include documentation of community
response plans, local resource coordination, awareness of state and federal capabilities and
coordination of the same.
There is a need to establish multi-jurisdictional protocols to ensure a coordinated response
following a major incident. These include police, fire, emergency medical services and public
health. There is also a need to expand our intelligence-gathering network to optimize
information sharing at the local, state and federallevels.
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Preparation in the area of Homeland Security never stops. We must identify potential hazards
and protect targets throughout the city. Ongoing communication with public/private sectors,
local, state and federal agencies is a must. We need to continually explore innovative ways of
improving coordination between the county's public safety agencies.
San Bernardino Police Department
Firearms Training Facility
Page 10
Strategies
· Plan and implement intervention and response programs to address criminal acts
directly related to Homeland Security
· Provide first responders with appropriate equipment for personal protection
· Ensure the department's ability to conduct and disseminate intelligence and crime
analysis information through the use of technology such as Geographic Information
Systems (GIS)
· Coordinate with the Department of Homeland Security, California Department of
Justice and the Joint Terrorism Task Force to enhance the intelligence
gathering/sharing capabilities of the department
First Year Objectives (Calendar Year 2004)
· Participate in a full-scale Federal A viation certification exercise at the San
Bernardino International Airport.
· Deploy personal protection equipment to all law enforcement first responders.
· Work with other law enforcement agencies toward the establishment of a dedicated
countywide critical incident radio frequency.
. Develop a master training plan for Homeland Security.
· Identify funding sources for GIS software and training for crime analysis personnel
· Acquire Joint Regional Information Exchange System (JRIS) software
Success Indicators
. Level of training provided to line level officers
· Level of Personal Protection equipment issued to line level officers
· Implementation of a countywide critical incident radio frequency
· Continued dedication of a detective to the regional Joint Terrorism Task Force
· A Crime Analysis Unit with personnel adequately trained in the use of GIS
. A staffed and functional JRIS terminal
Page II
A SNAPSHOT OF THE DEPARTMENT
The San Bernardino Police Department has an authorized strength of 296 sworn officers and 163
civilian personnel. The Chief and Assistant Chief oversee all administrative functions. Captains
serve as division commanders for Patrol, Investigations and Administrative Services.
Based upon a long-standing commitment to community
policing, the department is organized around five geographic
area commands. Each area is headed by a lieutenant and has
dedicated personnel assigned for problem solving, parolee
coordination and other community policing services.
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Commitment to the area command structure as a vehicle for
community policing remains strong. Unfortunately, the realities
of workload, staffing shortages and periodic spikes in violent
.
crime have not allowed the department to consistently assign
staff commensurate with this commitment. While patrol officers
are assigned to an area command, calls-for-service and dispatch practices have limited the actual
time they spend in their areas.
Officer Janzen at Annual
Bicycle Rodeo
In 2003 the department responded to approximately 107,000 community initiated calls-for-
service. There was little variation of workload by day of week or month of year. Approximately
21 percent of these calls were categorized as emergency and immediate response calls for
service. Approximately 71 percent were categorized as non-emergency and lower response calls
for service such as non-injury traffic accidents and public disturbance calls.
Based upon current patrol staffing and calculation formulas used in the industry, on average San
Bernardino patrol officers spent 99 percent of their time handling these calls. This left only one
percent of their time to engage in self-initiated activity such as traffic stops, problem solving
with residents, meeting new business owners and monitoring problem spots. This one percent
compared quite unfavorably with the 31 percent to 51 percent desired time for self-initiated
activity discussed in community policing literature. Additionally, this call volume did not
support leaving officers in their assigned areas. Instead, patrol officers were dispatched across
the entire city to meet emerging needs.
Staffing shortages and critical crime problems have forced the department to reassign area
command staff to patrol and special task forces. This has left area commanders without
dedicated staff for community policing and problem solving, and it makes it difficult to sustain
community partnerships on an ongoing basis. Continuity of service in the area commands can be
further interrupted by the fact that the commands are located in rented space around the city.
Leasing practices of the property owner or other economic issues periodically require the
commands to be moved.
Like many cities in California, San Bernardino enjoyed a drop in the crime rate through much of
the 1990's; however, in 2001 that picture began to change. Part I Crimes such as murder, rape,
robbery, aggravated assault, larceny theft, and motor vehicle theft increased 7.1 percent from
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2000 to 2001. San Bernardino experienced another 7.1 percent increase from 2001 to 2002.
There were dramatic increases in violent crime during this period. Murders alone increased by 41
percent from 200 I to 2002. As a result of gang activity in 2003, criminal homicides grew to 51, a
10.1 percent increase over 2002.
Most of the police retirements in the next several years will be in the management and
supervisory ranks. This will cause two potential problems: I) the challenge of hiring an adequate
number of qualified employees in a very competitive market, and 2) the potential for vacancies at
all levels of the organization. The Chief has made succession planning a top priority.
The San Bernardino Police Department must adequately address today's public safety problems
in the city, as well as prepare for the future. Part of the preparation for the future should be to
anticipate problems and implement strategies to prevent them. For the police department to take
on both of these challenges it must secure requisite resources, rethink the way it provides service
and es\ablish meaningful and productive partnerships with the community and other
governmental entities.
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WHA T THE COMMUNITY HAD TO SAY
In spring of 2003, the police department, with the assistance of two consultants, facilitated a
series of community focus groups. These groups provided community input concerning what
they felt was important. As shown in Figure I, the focus groups rated partnership as the most
important quality of life issue with a score of 4.81 on a scale of I to 10. The groups also
evaluated the current performance of the police department as shown in Figure 2. Ten focus
group sessions were held - two in each of the five area commands. Over 150 community
members participated in these sessions. Three themes emerged across the ten focus groups: I)
crime issues; 2) quality of life issues; and 3) community relations/customer service issues.
Community Feedback Ratings
3~.on ~ualit~ of Life ~ssues. ;
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*Scoring was based on a scale of 1.10 with 10 being most important
o Feeling Safe . Safety of Children
D Partnership
C Codes & Enforcement
The community expects the San Bernardino
Police Department to enhance the quality of
life. There was concern about the safety of
children both in the schools and out in the
community. Participants want local codes enforced to address problems that contribute to
neighborhood blight. They want to feel safe and secure. They want the police department to
establish partnerships with the community.
. No Fear of Retailiation
Figure J
The community expects the San Bernardino
Police Department to address crime, in
particular felonies and dangerous crime. The
common concerns repeated by the
participants were drugs, gangs, robbery,
chronic offenders, and juvenile offenders.
The community expects quality professional service from the San Bernardino Police Department.
By service they mean increased visibility, shorter response times to calls for service and a
stronger presence through community policing. It is also important that the department hire
qualified candidates that reflect the diversity of the community.
Two summary conclusions are
reached from the results of these
focus groups. First, the community
wants sufficient basic police
services to deal with crime and the
fear of crime. The community
expects that police services should
be provided when requested, and
that the service should be provided
in a professional and caring
manner. Second, it is clear that the
community has confidence and
trust in the San Bernardino Police
Department. There was nothing in
the focus groups that suggest there is a fear of the police, although a few expressed some minor
concerns about police misconduct.
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Performance Ratings For Areas
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Figure 2
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STRATEGIC ISSUES
This plan is structured around six strategic issues identified by the Police Department's Strategic
Planning Steering Committee. A strate~ic issue is defined as a major organizational priority
that impacts the entire department. A strategic issue must be effectively addressed or the
department's long-term performance will be demonstrably lacking. Multi-faceted approaches
are required to address a strategic issue and true success can only be measured over the long
term.
For each strategic issue, the committee identified a series of strategies. A strategy is a specific
action to be taken by the department to positively impact the strategic issue. While a strategy
may be implemented in one year, it is usually a long-term modification in the department's
processes, priorities or methods that represents a permanent change. Some strategies for a
strategic issue may not be pursued until other strategies are imple,mented first.
Every multi-year strategic plan begins with the first year. A first year objective is a specific
task or set of tasks to be accomplished in the next twelve months. The objective will support one
or more of the strategies. A first year objective should be specific enough so it can be readily
determined whether or not it was accomplished.
Organizations need to measure what is important. If implementation of the strategic plan is
important, there should be agreement as to what constitutes progress and success. Each strategic
issue has success indicators articulated. A success indicator is a specific measurement that can
be used to assess progress and success. It can usually be quantified if desired.
For each strategic issue identified by the Strategic Planning Steering Committee, strategies, first
year objectives and success indicators have been outlined.
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ENSURE ADEQUATE STAFFING
At its core, policing is about assisting people in stressful situations who cannot or should not
help themselves. It takes personnel to provide these services and any adjustments in the size of
the staff can demonstrably impact the amount and quality of service provided. The mix of
employees needs to be constantly assessed to ensure that the designated employee providing
service is the best skilled and most cost-effective solution to the problem. The critical factors in
reaching a decision about appropriate staffing levels are workload, policy set around proactive
problem solving, and employee and citizen safety.
The essence of workload in policing is requests for service from the community. The police
department receives approximately 300 such requests per day. There are mechanisms to manage
this workload by providing "differential response" to different types of service requests. A range
of responses may include a police officer, a civilian employee, service provided via telephone,
walk-in service at the front counter, service via .mail or the internet, or choosing to not service
the request. In exploring these alternatives, the department will consider community
expectations, professional standards, and resource availability. Community expectations, as
reflected in the focus group results, are that the police department will have visibility on the
street and that they will respond in a timely manner.
Policy should set the desired amount of unstructured patrol time to allow the department to
invest in community policing, problem solving, and long-term problem prevention. This can
range from no time at all, in which case the City will have a purely reactive police force, to 31
percent to 51 percent as recommended in some community policing literature. Roles and
responsibilities for related activities need to be assigned, and a determination made as to whether
there will be specialist positions for this work or if everyone will be held accountable. In San
Bernardino, there appears to be a strong linkage between the perception of public safety and the
City's future goals of economic vitality and quality neighborhoods.
The nature of crime and policing means that sometimes citizens and officers are in life
threatening situations. Every call for service has the potential for injury or death of all parties
involved. If adequate officers are not available, response will be delayed, or the responding
officer will place hirnlherself and the citizens in a dangerous situation. Inadequate resources for
a call can make a bad situation worse. Officers may elevate their use of force because they lack
the backup to respond in less confrontational ways. A commitment to safety is a fundamental
measure that police officers use to evaluate the quality of their work environment.
Ultimately, there are fiscal realities. Approximately 81 percent of any police department's
budget is personnel costs. Changes in staffing have a direct impact on changes in service. If the
resources are not available to ensure the staffing levels necessary to respond to the workload,
proactively engage the community in problem solving, and meet employee and citizen safety
needs, then the expectations of level and quality of service need to be adjusted. Staffing for the
San Bernardino Police Department needs to be sufficient to handle today's problems and support
the City in achieving its future goals.
Page 16
Stratel!ies
· Over the next five years, ensure adequate patrol staffing to cover a 21-beat system
· Ensurc adequate additional civilian staff commensurate with increases in sworn personnel
to ensure sufficient support and desired gains in productivity
· Maximize the use of civilian personnel for direct service delivery without sacrificing
employee safety or community satisfaction
· Continually realign staffing levels to match peak workload times
· Establish a staffing formula to define future needs based on workload, desired proactive
community policing expectations, and citizen and employee safety
,
· Pr6fieient use of personnel through collaboration dn task forces to maxtmlze
effectiveness and personnel effieiency
First Year Obieetives (Calendar Year 2004)
· Add civilian staff to the evidence and property functions to ensure availability of
services, quality of work, and effective management of these high liability components of
the department
. Staff 15 of the 21 beats
· Create specific geographical beats within each area command. Identify the core beats -
those with the highest calls for service - within each area command. Dedicate police
officer positions exclusively to expanding patrol and staffing those core beats to
maximize deployment citywide and meet the community's expectations of visibility and
ti mel y response
· Evaluate scheduling of the four patrol shifts to better match workload demand by time of
day and day of week
· Measure the workload impact of additional patrol officers on Records, Dispatch and other
support functions to assess staffing needs in these areas in the future
· Begin dialogue with council members to identify funding sources for additional officers
to provide proactive community policing time
.
Success Indicators
· Percentage of time that all beats have a dedicated patrol unit. This may entail staffing a
minimum number of established beats with incremental staffing increases over several
years to achieve a 21 beat system
. A verage length of response time in each call priority category
Page 17
· Percentage of calls handled by civilian cmployees
· Degree to which growth in staffing for support functions matches growth in staffing for
operational functions
· Percentage of time patrol officers have available to engagc in proactive problem solving
activities
· Total number of (person) days when officers need to be shifted out of other assignments
to backfill patrol to minimum staffing levels
· Number of overtime hours used to till patrol shifts to minimum staffing levels
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Old Fire - October 2003
Pi.lge IR
INSTITUTE INNOVATIVE WORKLOAD MANAGEMENT
The police department continually strives to provide service in the most cost-effective manner
without compromising quality, employee and citizen safety, or significantly impacting
community satisfaction. Investigating alternate methods of service delivery opens the door to
innovation as well as testing approaches already in place at other police departments. The focus
is on more effective management of the existing and projected workload while managing
personnel costs.
There are four broad strategies to innovation of workload management: I) define calls that can
be handled by personnel other than sworn officers; 2) define calls that can be handled by use of
technology rather than personal response; 3) define calls that can be self-reported; and 4)
increase education about service timeliness and levels. These strategies will guide our actions
when considering alterations to the manner in which the police department serves the
community, as well as how support units serve operational units within the department.
, .
A large number of the calls-for-service in San Bernardino do not require the experience or
authority of a police officer. Civilian employees can effectively handle many of these calls
without compromising citizen and employee safety. To realize cost-effectiveness with this
application requires adequate staffing of those civilian positions. Alternative approaches to
service delivery can also be employed that do not require a person to respond to a call location.
Technology can be utilized internally to improve service, employee productivity, and quality and
timeliness of work product.
Strateeies
· Establish and implement policies to maximize the use of civilian employees to handle
appropriate calls in the field without compromising citizen or employee safety
· Deploy a sufficient number of civilian employees to work in patrol to take reports and
provide the services which do not require police officers
· Develop alternative methods for the community to receive services that do not require a
police department employee to respond to a call location in the field
· Revise dispatch practices so that the caller is encouraged to use the most appropriate and
cost-effective service delivery approach
· Ensure that dispatch resources and practices are aligned to maximize responsiveness to
the community, service to the employees, and support citizen and employee safety
· Reengineer report writing and Records Bureau functions to improve employee
productivity, minimize officer report writing time, and maximize the availability of
accurate and timely information to the organization and the community
· Improve connectivity between centralized records and the area command offices to
increase telephone and walk-in reports from the public
Page It)
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· Ensure that calls-for-service receive the appropriale level and timeliness of response
based upon criticality of need
l<'irst Year Obiectives (Calendar Year 2004)
· Develop procedures whereby most burglary reports and most non-fatal daytime traffic
accidents are handled by civilian employees in the field. Develop handout reports or
customer self-reports through the police department websile
. Increase civilian employee positions to support patrol
I;
· Hire additional crime sccne technicians to minimize the time patrol officers spend
securing crime scenes
· Revise report-writing practices with the goal of maximizing patrol officer time In the
field
· Establish reqUIsite connectivity with area command offices to increase efficiency for
telephone and walk-in reports
· Expand resources committed to phone based report taking including availability to
complete reports through the department's website, the Internet, mailers, and other
technologies
Success Indicators
· Percentage of burglaries and traffic collisions handled in the field by civilian employees
. Timeliness and quality of information available from the Records Bureau to both the
community and department members
· Adequacy of dispatch resources to meet FCC standards and support use of differential
responses to calls- for-service
. Percentage of patrol officer time available for proactive community policing
· Number of calls-for-service handled directly by area command office staff
Page 20
REALIGN ORGANIZATIONAL STRUCTURE
To better serve the community, serve the employees and effectively utilize available resources,
the San Bernardino Police Department will have to rethink roles, structure, responsibilities and
allocation of resources. The four components of this restructuring are: I) expansion of the role
and responsibilities of the area commands; 2) reconfiguration and staffing of the beat system; 3)
dedication of resources to plan for special events; and 4) creation of processes to ensure timely
and accurate information for operational and managerial decision making.
In San Bernardino, the area commands are the heart of community policing. The roles and
responsibilities need to be expanded and clarified. Each area should be allocated dedicated
resources to attack specific problems, build community partnerships, and support patrol units
assigned to the area. The authority should be granted to use these resources to meet the unique
needs of the area, and Area Commanders should be held accountable for the outcomes. Each
Area Commander should work with other city departments and the community to formally
address quality of life problems and focus on revitalizing blighted portions of the community.
The boundaries of the area commands should be analyzed and evaluated to better reflect natural
and man-made borders and retain the integrity of Neighborhood Cluster Associations. The
names of the area commands should be changed to geographic locations so the community can
more easily identify with the office located near where they live and work.
The beat system in San Bernardino should be revitalized with the goals of increased patrol
visibility, faster response times to critical incidents, and accountability for beat integrity. Using
area command geography and existing reporting districts, the department should establish a beat
system structure, allocate officers to those beats, and eventually fill all beats on primary shifts.
Dispatch practices and call management policies need to be modified to support beat integrity for
officers whenever possible.
Planned community events and preparation for potential critical events requires resources and
commitment. How the police department performs under these strenuous conditions often
defines their image in the eyes of the community. Resources should be dedicated to plan for and
coordinate scheduled events. These same resources should serve as the department's emergency
planning unit, as well as provide a requisite liaison with other agencies.
In order to measure the department's overall performance, make accountability a reality, and be
able to realign resources and priorities in an effective manner, accurate information must be
available in a timely and easy-to-use format. Using data from dispatch, records, and crime
analysis, routine information needs to be available to patrol and area commands for realignment
of operational resources and priorities. Routine reports need to be provided to department
management that directly support the success indicators contained in this strategic plan.
Stratel!ies
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. Staff each area command with a flexible group of personnel who can be used to support
beat officers in problem solving, community policing or to supplement beat coverage
Page 21
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· In concert with other city departments, establish a Neighborhood Improve Team (NIT) in
each area command to work with community groups to address quality of life issues and
blight
· Establish permanent locations for area command offices to improve visibility, continuity,
and ease of access in the community
· Ensure "intact" neighborhoods are served by a single area command
· Establish a 2 I -beat system and staff it to the level necessary for officer beat integrity
· Alter dispatch and call management practices to provide maximum support to beat
intcgrity and continuity of service in the area commands
· Evaluate the possible centralization of an Office of Special Events and Planning to serve
as liaison with other organizations and coordinate related staff needs for permitting and .
training
· Clearly define management and operational information needs to assess implementation
of this strategic plan, and modify reporting relationships and processes to provide a single
point of accountability for timely and accurate progress reports
First Year Obiectives (Calendar Year 2004)
. Prepare a concept paper for Neighborhood Improvement Teams and present to policy
makers for discussion
· Formally change area command designations from alpha identifiers to geographic names
to enhance identity in the community
· Realign area command boundaries to retain "intact" neighborhoods
· Identify three core beats within each area command. Implement" IS-beat plan" pending
sufficient personnel increases to attain the 2 I -beat staffing
· Develop a staffing plan that results in full beat coverage on primary shifts in three years
· Alter dispatch practices, call priority assignments, and call management policies to
maximize time officers spend in their assigned area commands
· Develop a plan for an Office of Special Events that articulates roles, responsibilities, and
resource requirements
· Define information needs to assess implementation of this strategic plan, and modify
reporting relationships and processes to provide a single point of accountability for timely
and accurate progress reports
Page]. ].
Success Indicators
· Number of problems solved by multi-department city teams
· Awareness by the community of the area command location and services
· Percentage of time that each beat has an assigned officer
· Percentage of time patrol officers have for problem solving within their assigned beats
· Percentage of dispatched calls when an officer is sent out of his/her assigned area
command
· A functioning Office of Special Events
· Timeliness and quality of routine reports for strategic and operational decision-making
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SUPPORT EMPLOYEES
The recruitment and retention dynamics in law enforcement are challenging. The labor pool is
limited by state mandates and stringent professional standards. The recruitment market is limited,
as agencies throughout the region vie for the small number of qualified candidates. Natural
attrition plus recruiting for anticipated growth will require a unity of purpose between the police
department and the city.
I
The community expressed an expectation that the police department represent the diversity of the
city. While the San Bernardino Police Department has and continues to make strides in this
regard, more work needs to be done to meet our goal.
I!
Recruitment is one challenge. The other is retention. Like other industries, job mobility has
impacted law enforcement. Officers with three to six years on the job are aggressively recruited
by other agencies that offer better pay, shorter commutes, and affordable housing. It is
imperative that the San Bernardino Police Department maintain an attractive work environment'
that is sufficient to counter these enticements. Part of the retention challenge is to purposely
prepare employees for career advancement and ensure the continuity of effective organizational
leadership
Strategies
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· Ensure testing and selection processes are easy to access and oriented to serving
interested candidates
· Calculate anticipated attrition to adequately meet the staffing needs of the organization
· Develop community partnerships for outreach to prospective qualified candidates who
can help achieve the community's expectation of a diverse workforce
· Develop career survival strategies to enhance the retention of current employees
· Develop employees through POST mandated and specialized training
· Sponsor/conduct seminars to educate employees and communicate with the community
and law enforcement partners on a variety of issues including Homeland Security.
First Year Obiectives (Calendar Year 2004)
· In cooperation with the City Human Resources Department, develop continuous testing
processes readily accessible to candidates
· Project retirement and employee turnover rates for the next five years, and develop plans
to ensure continuity of staffing and leadership resources
· Identify community partners who can directly assist the department In outreach to
minority and female candidates
Pa?~ 2-J
· Assign mentors to new employees, introduce all
employees to the peer-counseling program, and make all
employees aware of the Employee Assistance Program
· Develop an early warning program to identify and
mitigate potential liability-creating practices or employee
conduct
· Evaluate promotional processes to determine to what
degree they support or hinder career development
· Develop a strategy to celebrate 2005 as the 100'h
anniversary of the police department
Suecess Indicators
· Reduced vacancy rates in accordance with budgetary factors
· Level of diversity throughout the department
1 oo~ Y car Commemorative Badge
· Reduction in number of employees who voluntarily leave for similar jobs in other law
enforcement agencies
· Reduction in citizen complaints and liability claims
· Percentage of qualified employees who seek career enhancement assignments
and test for promotional opportunities
Page 2 ')
UPGRADE ORGANIZATIONAL INFRASTRUCTURE
While approximately 81 percent of the police department's budget is for personnel, the other II
percent provides the infrastructure that allows personnel to do their jobs in a safe, productive,
and efficient manner. Infrastructure falls into three broad categories: facilities, information and
communications technology, and basic tools.
II
Facilities require periodic upgrading, expansion, or reconfiguration based upon the
organization's size and operational practices. Police department headquarters, while well
maintained, is not sufficiently large to hold all personnel and work units. Some critical units are
located in adjacent leased space that may not meet needs for permanency, and there is a critical
shortage of parking for both employees and the public. Area command offices are in leased
spaces and are periodically subject to changes in property management practices. If the
department realigns roles and responsibilities on a more decentralized basis, and associated
resources are connected to this decentrali'zation, the department's overall facilities use plans need
to reflect this shift.
Information and communications technologies have been an indispensable part of policing for
many years. Reliable communication supports responsive and timely service delivery and is
absolutely essential for employee safety. Interagency communication and interoperability is
becoming increasingly critical to effectively respond to major incidents, and is now being
mandated to support Homeland Security. Reliable information systems should allow front line
employees to more effectively serve the community by having necessary information available
immediately. Current and accurate information is vital for employee safety as well as ensuring
that critical decisions about detainment and arrests are correct. Connectivity between
communication and information systems improves in a wireless environment and is necessary to
meet minimum operating standards. Specific technologies are the key to enhancing individual
employee productivity and accountability.
Basic tools of the business need to be periodically replaced and upgraded. Some tools such as
cars, weapons and vests are essential for employee and citizen safety. Some emerging tools,
such as less lethal weapons, allow the employee to create a better fit between the situation and
the response. Some tools facilitate productivity and make working a stressful job less trying.
Stratel!ies
· Develop and implement a long-range facilities plan that factors in projected staffing
levels, moves toward decentralization, and enhances ease of access to the department by
the community
· Pursue long-term reliable solutions to area command offices based on defined centralized
and decentralized services
· Develop and implement a long-range technologies master plan that accounts for system
upgrades, system connectivity, interagency operability, enhanced employee productivity,
facilities configuration, and timeliness and reliability of systems performance
Page 26
· Contractually require connectivity and performance specifications when selecting
technology vendors
· Establish an internal technology management unit staffed with qualified, experienced
civilian employees
· Establish and implement standard equipment replacement schedules based on
performance standards, obsolescence, employee safety, and cost benefit
· Conduct an analysis of less lethal weapons uscd by the department to determine
effectiveness and take appropriate steps for future applications
First Year Obiectives (Calendar Year 2004)
· Develop a short-term plan to address employee and public parking needs at police
department headquarters
· Upgrade vehicle and dispatch Mobile Data Computer, Computer Aided Dispatch and
Records Management computer systems
· Shorten officer report writing time through a mix of technology tools, short forms, and
revised standards
· Conduct a jail management study to determine long-term staffing needs, space utilization,
liability exposure, revenue opportunities, and alternatives to in-house operations
· Conduct a cost benefit analysis of leasing versus purchasing future technology systems
and upgrades
· Develop a proposal for an internal technology management unit
· Ensure all employees have requisite safety equipment that meets industry standards
· Establish a less lethal weapons study team to evaluate alternatives and develop
recommendations for consideration
Success Indicators
· Adequacy of work space to accommodate current and future organizational needs
· Area command offices have locations that provide adequate space for staff and
community meetings
· Technology connectivity is seamless and reliable
· Equipment replaced/upgraded per established maintenance schedules
· Reduction in number of employee injuries due to inadequate or faulty equipment
Page 27
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· Effective use of less lethal weapons that protect the City's liability and promote officer
and citizen safety
· Develop long range technology plan outlining major needs over the next five years
Chiefs Inspection Circa 1938
SHPD Traflie Bureau
Page 2X
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ENHANCE DEPARTMENT'S IMAGE
Quality customer service yields organizational credibility, which in turn creates a positive image
for the San Bernardino Police Department. Oftentimes community members are under duress
when they contact the department for service. What is routine for a police officer may be the
most stressful event that has ever occurred for the citizen. A citizen may only contact the police
department once every five years for service. If the level and quality of responsiveness is not
satisfactory, that citizen leaves believing his or her tax dollars are wasted. Quality customer
service delivered with caring and empathy needs be to part of every employee's job description.
Citizens sometimes express concerns that officers in the field show indifference to their situation.
Concerns are also expressed about how citizens are treated on the phone and during walk-in
contacts. An initial phone contact perceived negatively by the citizen can set the tone for the rest
of his or her experience regardless of the quality of effort by subsequent service providers.
Reasonable or not, citizens expect the same quality of service from their police department as
they expect from a shop owner, bank, or medical facilitY. In fact, the case for quality service is
even more compelling for a police department because citizens do not have a choice of providers
when it comes to police services.
Strateeies
· Sufficiently staff all walk-in counters with trained employees to effectively handle the
level of activity
· Provide lobby space with adequate seating and signage to present a professional service-
oriented image
· Maximize availability of multi-lingual employees and multi-lingual documents to
effectively serve the non-English speaking public
· Ensure the phone systems are sufficient to handle call load and have the ability to transfer
the caller one time to the employee who can provide the requested service
· Reaffirm organizational expectations with the aspect of handling service requests
· Realign staff scheduling at counters to better match workload demand
· Provide all employees with a clear expectation of quality customer service and establish
relevant accountability systems
First Year Obiectives (Calendar Year 2004)
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· Conduct a workload study at all walk-in counters to determine staffing, scheduling, and
training needs
· Upgrade the main lobby at the police department to provide appropriate signage
Page 29
· Assign a volunteer to the front lobby during peak hours to provide directions. hand out
information and assist with basic paperwork
· Provide Spanish language versions of self-reporting forms and informational hand outs
· Provide all area command office staff with the training and tools necessary to take
telephone and walk-in reports
· Develop a plan to provide all employees with law enforcement specific customer service
training
· Develop a plan to upgrade the phone system with appropriate phone tree and messaging
options
· Ensure every employee receives feedback on their customer service performance during
their annual evaluation ' .
· Develop a plan to conduct random customer service audits in the department
Success Indicators
· Lower number of complaints (formal and informal) about customer service
· Number of reports effectively handled at all counter locations
· Number of forms and information material available in Spanish
. Customer satisfaction ratings from service audits
· Percentage of employees receiving law enforcement specific customer service training
· Professional appearance of public areas in police department facilities
Paf!e ~o
CONCLUSION
The challenges are many, but the opportunities are limitless. The department's success in the
future is in our own hands and will be measured by our ability to help the city realize its vision of
prosperity and vitality. Hard work, effective partnerships, commitment, and the willingness to
take risks and be innovative are required.
This plan has detailed six critical strategic issues the department must effectively address over
the next five years. While these issues are discussed separately, they are systematically linked to
the whole. An examination of the success indicators shows that some are repeated for several
strategic issues. Whole systems theory says you cannot alter one part of the system without
impacting other parts. Sometimes these impacts will be positive, and other times, negative.
These impacts must be closely monitored and appropriate adaptations made in strategies and
tactics if we are to ensure success.
This plan is a guidebook not a straight jacket. There needs to be a continuous revisiting of
assumptions about the future and the foundations on which these strategies are based. If changes
are appropriate, then changes need to be made. Accordingly, only the first year objectives have
been articulated. The department will monitor implementation on a monthly basis and utilize a
formal assessment of progress. Each year the steering committee will identify new objectives
that will be developed for the subsequent year with accountability assignments for
accomplishment. This will occur during the last quarter of each calendar year. City policy
makers should expect periodic reports of implementation and accomplishments.
Three themes are the central threads that tie this plan together: Serve the Commullity, Serve the
Employees, alld Ellmre Adequate Resources. Successful implementation of this plan will result
in exceptional service to both the community and the employees of the San Bernardino Police
Department. The reality, though, is that much of this plan is resource dependent. The City's
ability to ensure the requisite resources at the time and level necessary to support the strategies
will greatly determine when and how well the goals are accomplished.
Successful implementation is the real measure of the quality of a strategic planning process. City
policy makers and the community should ultimately evaluate the San Bernardino Police
Department's performance on the successful implementation of the strategies articulated in this
plan.
Page.) I
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r will never act .litIpermit personal feelings,
prejudices, politiail, <aspirations, animosities, or
friendships to In nalmy decisions. With no
compromise :fIrme and with relentless
prosecution of . .,1na.ls, r wi/~ enforce the (.
courteously and appropnately Without fear:.
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in acts of corruption or bribe
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representatives in the pursuit of)
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San Bernardino Police Department
Strategic Plan Progress
,. The First Six Months ,.
2004-2009 Strategic Plan
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Working Together Toward a Brighter Future
~,_,. SAN BERNARDINO POLICEDEP#\TUNT.t::.
1: ';'. Celebrates 100 Years of ~ .,
Service to the Community
1905 2005
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· Restru
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Six Month Progress Report
Major Accomplishments
ctured Area Commands to District Commands
gned District Boundaries
uted Management Paper on Beat Plan Philosophy
mented a Beat System (currently 15 fully staffed beats)
ded Computer Aided Dispatch (CAD)
ed Records Management System (RMS)
hase of Mobile Data Computer (MDC) Upgrade Has Begun
-wide Red Channel
eted Homeland Security Training
egional Information Exchange System (JRIS) Software Acquired
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ENSURE ADEOUATE STAFFING
First Year Obiectives (Calendar Year 2004)
. Add civilian staff to the evidence and property functions to ensure availability of services, quality of
work, and effective management of these high liability components of the department
Our efforts in this regard have been delayed due to budget constraints. We are currently operating with
the two property/evidence technicians we are authorized under the existing budget.
. Restructure our deployment after analysis of current deployment.
. Fill all vacant positions in patrol, with the priority being staffing of 15 beats. Department policy has
been adopted that ensures patrol is a priority assignment with exceptions requiring approval of the
Chief of Police.
We are working diligently to fill these positions. We are currently operating with 183 patrol officers,
which is 14 fewer than we are authorized under the existing budget.
. Create specific geographical beats within each area command. Identify the core beats - those with
the highest calls for service - within each area command. Dedicate police officer positions
exclusively to staffing patrol and staffing those core beats to maximize deployment citywide and
meet the community's expectations of visibility and timely response
We have created specific beats within each of the five palicing districts. Our beat configuration is based
on workload and community and natural boundaries. Our initial goal, given our current complement of
officers, was to staff 15 of the 21 core beats (those with the highest number of calls for service and the
lowest percentage of unstructured time) on a 24/7 basis on each of the three primary shifts (I, 3, and 4).
We were able to accomplish this by realigning available resources. When staffing permits, additional
officers will be added to selected beats to impact callsfor service and create a higher percentage of
unstructured time for pro-active policing and problem solving.
I
. Realign Jcheduling of the four patrol shifts to better match workload demand by time of day and day
of week I
A committee reviewed all available data. It was determined that our current shift alignment best served
.
our purposes. We have, however, modified our schedules by shifting days off to ensure adequate staffing
on the days when the workload demand is highest.
. Measure the workload impact of additional patrol officers on Records, Dispatch and other support
functions to assess staffing needs in these areas in the future
.
Our efforts in this regard have thus far been minimal, as our modest increase in patrol staffing has not
yet measurably impacted suppart services. We know, based on experience, that in order to ensure
desired gain~ in productivity there is an absolute need for balanced growth in both support stqff and
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. Begin dialogue with policy makers as to benefits and costs of various standards for proactive
community policing time
We are continually reinforcing our beat philosophy, which includes beat integrity, territorial imperative
and community parl1lerships. We are stressing the fact that moving accountability to the beat has
provided our officers with a sense of ownership, as evidenced by the evolving parl1lerships. Our long-
term goal is 33% unstmctured time for pro-active pa/icing and problem solving, the cost of which has
not yet been determined
The beat plan was implemented on January 19, 2004 with the goal of staffing 15 beats throughout the
City. When comparing the average number of beats staffed after implementation to the mlmber of beats
staffed during the 30 days immediately preceding implementation, we find that shift 1 beats staffed
increased 25%, shift 2 beats staffed increased 67%, shift 3 beats staffed increased 7%, and shift 4 beats
staffed increased 25%. Staffing of 21 beats is needed to create 30% proactive patrol time.
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WORKLOAD MANAGEMENT
A plan was implemented based on the findings of a committee that was formed to review workload
management and call mitigation.
First Year Obiectives (Calendar Year 2004)
. Target most cold burglary reports and non-fatal daytime accidents to be handled by civilian
employees in the field. Develop handout reports or customer self reports through website.
Dispatch and the Watch Commanders have implemented and are using a call back policy to more
actively monitor and provide appropriate responses to calls for service.
. Provide adequate training to civilian employees to ensure their success
Civilian employees received a total of 488 hours of training during this period Additionally, some
Citizen Patrol volunteer's were provided training concerning the enforcement of certain municipol
codes.
. Establish requisite connectivity with the area command offices to increase efficiency for staff taking
telephone and walk-in reports.
Speed Shift (personnel scheduling software) and Records Management System (RMS) manuals were
developed and training for Desk and District staff has occurred This allows for more accurate staffing
and planning decisions.
. More effectively utilize the staff assigned to area command offices through better connectivity with
centralized records to increase telephone and walk-in reports from the public.
Desk operator has, when able, begun to route calls to the District Offices for increased service and
responsiveness to citizens.
During this portion of the year Districts were named and realigued. Our Records Management System
(RMS) and Computer Aided Dispatch (CAD) systems were upgraded to increase productivity. However,
due to technical difficulties with the new systems we are looking at some modifications to reduce and
free up time for increased productivity in the field
. Re-engiJeer report writing and records functions to improve employee productivity, minimize
officer r~port writing time, and maximize the availability of accurate and timely information to the
organization
I
Increase in Automated Reporting System (ARS) reporting at the Desk. Deployment to the District offices
.
has been slowed by technology problems.
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We have had some setbacks due to budget constraints that directly affect the ability to move forward on
either persoAnel or technology enhancements to meet the stated goals.
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We will begin to work on making changes in report forms and procedures to facilitate reporting
efficiency. I
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REALIGN ORGANIZATIONAL STRUCTURE
First Year Objectives (Calendar Year 2004)
. The Area Command designations have been changed to enhance their identity in the community.
The previous alpha designators were confusing to the average citizen. The designations have been
revised to denote a geographic region of our community. Each Area Command was renamed to the
following:
Western District - fonnerly the "A" Area Command
Northern District - fonnerly the "B" Area Command
Eastern District - formerly the "C" Area Command
Central District - fonnerly the "D" Area Command
Southern District -formerly the "E" Area Command
The level of community awareness of our new districts has improved. We have received positive
feedbackfrom a substantive cross section of our community regarding their improved ability to
relate to and identify with our current district structure.
. Each Area Command has been realigned into districts to more effectively serve our community. The
five districts were created to reflect natural and man made borders, as well as, to insure the integrity
of Neighborhood Associations. The realignment has improved communications between
neighborhood groups, business groups and the police department. The current structure improves
our efficiency in identifying and resolving community problems and in reducing crime.
. A beat plan has been created to improve crime reduction throughout the city. The city is divided into
21 beats. The beat plan was developed to promote beat integrity, beat ownership and community
partnerships. The beat plan insures that officers will be available within their beats for a greater
period of time to handle problems. Initially, each of the five districts identified three "core" beats
based on crime, calls for service and manpower needs. These fifteen core beats have been staffed to
include seven day coverage in each beat. The balance of the 21 beats will be staffed over the next
four years. The complete staffing of all 21 beats requires staffing additions to include 21-25 police
officers; 3 sergeants; and up to 12 civilian employees in support roles. A matrix of anticipated
personnel costs can be found on page 4 of this document.
. Input from community meetings indicates the need for more Police Department vehicles, increased
patrol of alley and other obscure locations, and better recognition of beat officers by the community.
. Dispatch practices have been revised to insure that officers maximize time spent in their beats. New
policies have been implemented to reduce crossover from district to district. Officers are currently
spending more time within their assigned districts and beats than at any time in the recent past.
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SUPPORT EMPLOYEES
First Year Obiectives (Calendar Year 2004)
.
In cooperation with City Human Resources, develop continuous testing processes readily accessible
to candidates
Applicatio/1S for Law Enforcement Trainee (L.E. T.), as well as for lateral entry and pre-service (police
academy graduate) are now available via Internet on an "open and continuous" basis. Additionally,
weekend testing has recently been instituted with the goal of increasing the number of candidates who
can take the exam.
.
Project retirement and employee turnover rates for the next five years, and develop plans to ensure
continuity of staffing and leadership resources.
In evaluating turn over rates, all potelltial service-related retirements for sworn personnel were
calculated through 2004. A single purpose management meeting on succession planning is scheduled for
October 20, 2004. Projections have been communicated throughout the organization, and succession
planning is ongoingfor development of future leaders.
.
Identity community partners who can directly assist the department in outreach to minority and
female candidates.
We contimle to utilize valuable resources such as o.P.AL (Outreach Police Advisory Liaison) as we
explore collaborative efforts with concerned African American churches; institute standardized site
visits and dialogue with extended academies (attendees are typically full-time working adults) in San
Bernardino, Orange, San Diego, and Los Angeles COUllties; maintain efforts regarding focus of pre-
service cadets in local and regional academies and attend job fairs.
. Assign mentors to new employees, introduce all employees to the peer-counseling program, and
make all employees aware of the Employee Assistance Program.
In September 2004, personnel from The Counseling team provided training to all managers and
supervisors. A full time Lieutenant currently oversees our Peer cou/1Seling program. A second full time
Lieutenant is assigned to our Family Support Group. Additionally. Lieutenant Frank Mankin is
developing a department palicy based on extensive research he has conducted on employee mentoring.
Initial Field Training Officers (F. T.O's), in cOlyunction with selected recently (off probation) hired
police officers to serve in mentoring capacity; new hire orientation to include names of department peer
counselors along with an overview of the peer counseling program. Also during orientation,
information regarding E.A.P. (Employee Assistance Program) will be shared.
. Evaluate promotional processes to determine to what degree they support or hinder career
development.
A questionnaire was developed and distributed agency wide. Personnel and training organized a
committee of selected employees to critically assess, analyze and provide recommendations for
promotional processes for detective, corporal, sergeant and lieutenant to make them more job related
,
and inline with state practices.
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. 100-year anniversary badges - commitment to service
The San Bernardino Police Historical Society was recently formed; a board of directors was named;
research and submission of documents seeking tax-exempt status is in progress; plans are underway for
a May 16, 2005 Open House Bash-Very Special Commemorative Occasion.
A committee was appointed to replicate the circa 1905 police badge to promote and commemorate the
Departments 10dh Anniversary, and to recognize the Department's first sworn pal ice officers. The
official use of this badge during 2005 has been approved
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INFRASTRUCTURE
Stratel!ies
. Develop and implement a long range facility plan that factors in projected staffing levels, moves
toward decentralization, and enhances ease of access to the department by the community.
Because of current budgetary constraints it has not been possible to make any decentralization moves
outside the current configuration of our central police facility and our six satellite substatiollS.
. Pursue long term, reliable solutions to area command offices, based on defined centralized and
decentralized services.
(See above)
. Establishment of an internal technology unit staffed with qualified, experienced, civilian employees.
This unit will be charged with developing and implementing a long range technologies master plan,
which includes system upgrades, system connectivity, interagency operability, and enhancement of
employee productivity. The plan will facilitate performance configuration, timelines, and reliability.
Because of budgetary constraints we have not been able to upgrade or expand our civilian technology
management staff
. Contractually reqUire connectivity and performance specifications when selecting technology
vendors
The Information Services (IS) Department in conjunction with the Administrative Services Division has
developed a five-plus year master technology plan that covers communication issues, to inelude radio
and Mobile Data Computer (MDC), CAD/RMS upgrades, and document imaging system (FileNEl)
improvements.
. Establish and implement standard equipment replacement schedules based on performance
standards, obsolescence, employee safety, and cost benefits.
The Administrative Services Division has a system in place, which takes a global/oak at equipment
performance standards, whether or not that equipment is obsolete, and whether the equipment is safe
and cost effective. 35 Handi-Talkie radios will be replaced in FY 04/05. Current Motorola STX models
have been out of production since 1994 and all average of three units are taken out of service each
month due to a lack of replacement parts.
. Conduct analysis of less lethal weapons used by the department to determine effectiveness and take
appropriate steps for further applications.
A training regiment is now in place for selected members of the patrol force on the use of 40mm less
lethal munitions. The Department is sending a cadre of personnel to use of force training to evaluate
current and future less lethal weapon issues. The Chief of Police attended the Cal-Chiefs Conference
which ineluc{ed a workshop on less lethal munitiollS.
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. Establish a less lethal weapons study team to evaluate alternatives and develop recommendations for
consideration.
Currently selected members of the Patrol Division are undergoing qualification training with 40mm less
lethal munitions. These tools along with tasers, which are also being issued to selected patrol officers,
are being used to supplement the less lethal weapons the supervisors carried in previous years.
First Year Objectives (Calendar Year 2004)
. Develop a short-term plan to address employee and public parking needs at the police department.
Because of budgetary constraints, no action has been taken on this issue.
. Ensure connectivity between MDCs and CAD/RMS upgrades by imposing contractual commitments
on the CAD/RMS vendor and replacing MDCs.
New MDCs are being purchased in the upcoming budget to replace all the existing units. A new
CAD/RMS system was installed during the first half of this year and is now functioning.
. Shorten officer report writing time through a mix of technology tools, short forms, and revised
standards.
Item still pending.
. Conduct a jail management study to determine long-term staffing needs, space utilization, liability
exposure, revenue opportunities, and alternatives to in-house operations.
Lieutenant Soderbloom is currently conducting this study. Completion is expected before the end of the
year.
. Conduct a cost benefit analysis of leasing versus purchasing future technology systems and
upgrades.
This program is currently underway by the IS Department and Administrative Services Division with an
anticipated completion date of the end of 2004.
. Develop a proposal for an internal technology management unit.
Item placed on hold because of budgetary constraints this year.
. Ensure all employees have requisite safety equipment that meets industry standards.
The Administrative Services Personnel & Training Unit and Homeland Security has issued all
employees the proper safety equipment needed to complete their job. They were either issued new
equipment or ensured that the existing equipment meets industry standards. These items include gas
masks, ballistic vests, etc.
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ENHANCE DEPARTMENT'S IMAGE
First Year Obiectives (Calendar Year 2004)
. Conduct a workload study at all walk-in counters to determine staffing, scheduling and training
needs
An ad hoc committee will be formed in the second half of the first year of the strategic planning process
to conduct a workload study.
. Upgrade the main lobby at the police department to provide seating and appropriate signage
In the second half of the first year of the plan, a feasibility study will be conducted to determine the
practicality and cost factors associated with a lobby upgrade.
. Assign a volunteer to the front desk lobby during peak hours to provide directions, hand out
information and assist with basic paperwork
A volunteer recruitment effort has been started by the front desk civilian supervisor, to include
recruiting at local volunteer centers and the use of local access public television.
. Provide Spanish language versions of self-reporting forms and informational hand outs
Marry informational forms provided to the public are now printed in Spanish, and during the second half
of the first year of plan implementation additional work will be done to expand Spanish language
materials. Identification of other widely spoken language groups will be included in efforts to improve
communication with the community. The Mexican Consulate has volunteered to assist with translations.
. Provide al\ district command office staff with the training and tools necessary to take telephone and
walk-in reports
All district commands have been provided with up-to-date training on computer systems as well as
reportingforms to take telephone and walk-in reports
. Develop a plan to provide all employees with law enforcement specific customer service training
Development of law enforcement specific customer service training will be moved to the second year of
plan implementation.
. Develop a plan to upgrade the phone system with appropriate phone tree and messaging options
During the finalization of the implementation plan, the ad hoc committee researched the feasibility of
accomplishing a phone system upgrade. The cost associated with a system was found to be cost-
prohibitive at this time. This strategy will be shifted to the third year of plan implementation when the
fiscal situation will, hopefully, be much improved
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. Ensure every employee receives feedback on their customer service performance during their annual
evaluation
All mallagers ami supervisors include customer service performance feedback during the evaluation
process.
. Develop a plan to conduct random customer service audits in the department
Executive Staff will develop a customer service audit plan during the second half of first year
implementation.
Success Indicators
. Lower number of complaints (formal and informal) about customer service
Complaints about customer service are being monitored and tracked ami will be reported on in the next
progress report.
. Number of reports effectively handled at all counter locations
With the training provided as a component of first year strategies, the number of reports being
effectively handled at all police department locations has improved The actualll1lmbers of reports
handled at the community service centers and the central police station will be reported on at the
conclusion of the first year of implementation.
. Number of forms and information material available in Spanish
Most informational materials printed by the police department are now available in Sponish. In the
second half of the first year of implementation, additional materials will be reviewed and printed in
Sponish as fiscally practical.
. Customer satisfaction ratings from service audits
A standard customer satisfaction survey will be developed in the next six months and implemented in the
second year of plan implementation.
. Percentage of employees receiving law enforcement specific customer service training
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Law enforcement specific customer service training will be developed and implemented in the second
year of the plan.
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. Professional appearance of public areas in police department facilities
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Constant attention to the professional appearance of all public areas in police deportment facilities is
emphasized through the efforts of the department's aesthetics committee. The committee's focus is not
limited to the public areas of the facilities. but attention is also dedicated to all areas of department
facilities.
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HOMELAND SECURITY
First Year Objectives (Calendar Year 2004)
. Provide emergency first responders with on-going instruction relative to mass casualty incidents,
particularly those involving chemical or biological agents
As a part of our preparedness efforts we have focused primarily on operational considerations, incident-
specific actions, and agency-related actions. Grant funded weapons of mass destruction and homeland
defense experts have provided quarterly in-house training to supervisory and patrol personnel. In
addition, we have conducted exercises to help prepare for emergencies and improve our response
capabilities. We also appliedfor and received a United States Department of Justice Grant that enabled
us to send many of our field officers and supervisors to specialized training in other states.
Our goal in this case is to respand and implement with skill and efficiency the policies and procedures
that are in place, thus saving lives, maintaining safety, and calmingfears.
. Reinforce the lessons learned in the classroom by working in conjunction with the U.S. Department
of Justice and participating in large-scale training exercises
We participated in a terrorism tabletop exercise on May 25th, 2004.
Specialized personal protection equipment such as HAZMAT suits has been purchased utilizing
Homeland Security funds. We are in the process of test fitting and issuing this equipment to our
emergency first responders.
. Establish multi-jurisdictional protocols to improve communications interoperability between and
among all those who must act and coordinate their actions following a major incident, including
police, fire, emergency medical services and public health
We have re-visited and are in the process of fine tuning our mutual aid agreements and multi-
jurisdictional protocols. The City's Homeland Security Coordinator has participated in lmmerous
multi-discipline training exercises involving city, county, state and federal agencies and reported that
the various disciplines are working collaboratively to address and resolve critical issues in an effort to
ensure an appropriate response in the event of a threshold incident.
The department will seek Homeland Security grant funding for the replacement of Mobile 800 MHZ
radios to allow inter-connectivity with allied law enforcement agencies. The countywide Red Channel
project will ensure increased connectivity for police vehicles.
. Expand our intelligence-gathering network
We participate in the San Bernardino/Riverside Terrorism Early Warning Group (TEWG). The lEWG
is a multi-agency approach to recognizing a broader view of terrorism and identifying possible attacks
within a regioll.
We receive land share information with other law enforcement officers through the California Anti-
,
Terrorism Information Center (CA17e). CA17C is a state intelligence center designed to gather and
disseminate 'relevant information collected from law enforcement officers throughout the state.
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We have acquired Joint Regional Information Exchange System (J.RJ.S.) software for natiollWide
information gathering and sharing.
We participate in the San Bernardino/Riverside Joint Terrorism Task Force (JTTF). The JTTF is
composed of federal, state and local law enforcement agencies and is capable of receiving classified
information and investigating terrorist organizations.
14
San Bernardino Police
Department
I Strategic Plan
I Presentlltial to City Coun:il
October 18,ZOO4
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Purpose
Provide quality policing for the
future
City of San Bernardino
r strateg:c Planning Theorems
If you do not control your future - someone will
control it for you
It is better to do 10 things well - than 100 things
poorly
Change must be a managed effort
Thelrocess is os valuable os the product
1f-:J.. ,
/0-/'1'-0'/
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The Organizational Challenge
t
r-
L ~
rcore-Jremises of the SBPD
I Strategic Plan
Serve the Community
Serve the Employees
Ensure Adequate Resources
~T~
~~TEGIC 1P
il PLAN j I
X~ 1;
~Jp ,<
S/'IlATI!G/C PWINING PROCESS
-
2
~ The Process
Community Input (10 meetings held)
Create Strategic Planning Steering
Committee
Define the Future of San Bernardino
Evaluate Community Focus Group Input
Conduct Community Interviews
ID Organizational Improvement
Opportunities
Ge Process (cont)
ID Key Strategic Initiative
Establish Ad Hoc Task Forces
Develop Draft Plan
Set First Year Objectives
Present to City Council
Implement, Implement, Implement
r ~om~unitY Focus Groups
10 Structured Focus Groups
Address dangerous crime (drugs. gangs, robbery,
repeat offenders, juveniles)
Enhance quality of life (safe children, oode
enforcement, blight, community partnerships)
P ld Q I' '( , 'b'l' ,
roVl e ua lty service VlSI llty, response time,
colmuni'Y policing, diversity)
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3
~etfo""ance Ratings For Areas
I P, _"".~..IJ.It/!
. . 'II
i .",,' -;- '"
p ~
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I.c..... .CualIt)Iof...... CConwrunoIyR_--.<:_s..v-1
~ommunity Feedback Ratings
On Quality of tife Issues
5~
i. . - . ; . 4.23. .
o .
_""s.:.leoCl" 10
gFull~1 Sar, .SduyofCIIUdr...
OPartunlllp OCodu &E.forcrlQru
.No FrarofRttllllatloo
~lIengeS in the City
County population ina-ease of 488,000 from 2000 to
2010
CitYis in the position to capitalize on economic vitality
of the region
Ma~re city - Blight, Redevelopment
Only 51% owner occupied housing
21% of families below poverty level (1999)
CitY is the County Seat
Instability of State government (Budget)
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~rtunities in the City
Affordable housing
Expansion of CSSB
Lak.es and Streams
Project
Ve~emont Project
. 210 Freeway
Expansion
215 Freeway Project
Downtown
Revitalization
Hospitality Lane
Norton Development
-SBIA
r Police ~epartment - Analysis
100,000+ community initiated CFS in 2003
21 % were priority E and 1
Responding to CFS required virtually 100% of patrol
officers' time
Left no time for officer initiated activity (30-50% desired
for community policing)
Staffing shortages and response to crime forced
realignment of resources out of Area Commands
~ Department (cant)
HQ building is currently full
Instability of Area Command facilities
Critical need for Succession planning
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5
~ Strategic Issues
Ensure Adequate Staffing
Institute Innovative Workload
Management
Realign Organizational Structure
Support Employees
Upgrade Organizational Infrastructure
Enhance Department's Image
r
~e Adequate Staffing
Patrol staffing for 21 beat system
Balanced growth in support functions
Civilians as direct service providers
Staffing levels to match workload times
Future staffing formula (CFS, proactive
time, employee and citizen safety)
Task force participation
rlriStitutllnnovative Workload
Management
Civilians as direct service providers
Service delivery without on-scene response
Dispatch practices to encourage most oost-effective
service delivery strategy
Match dispatch resources with changing policies
Reengineer report writing
Reengineer records functions
Area Command office report taking capability
Matb, level and timeliness of CFS response with need
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nREra~ign Organizational
Structure
Staff Area Command with flexible workforce
Permanent Area Command Offices
Se"e -intact- neighborhoods
Establish 21 beat system
Oisplatch and call management practices support beat
and Area Command integrity
Office of special events and planning
~pport Employees
Easy access to testing and selection
processes
Anticipate attrition rates to minimize
vacancies
Community partnerships for diverse
workforce
Career survival to enhance employee
retention
ropg~ade Organizational
I Infrastructure
Facilities plan to support decentralization and
community access
Long-term solutions to Area Command offices
Long-range technology master plan for upgrades,
connectivity, interoperability, productivity and system
reliability
Con'},ectivity and performance specifications
Standard equipment replacement schedules
Lesl than lethal weapons
..
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r En'hanc~ Department's Image
. Staff walk-in counters
. Service oriented lobbies
. Multi-lingual services
. Service oriented phone system - Live
Person
. Organizational culture of service
orientation
. Staff scheduling to match workload
r A~dre~s Homeland Security
. Interventions for Homeland Security
related crime
. First responder equipment and protection
. Disseminate intelligence and crime
analysis info through technology
. Interagency coordination and info sharing
~ Conclusion
. Guidebook, not straight jacket
. Continuous updating and accountability
.
. Multi-year strategies with one-year
objectives
. Ci~'s commitment for requisite resources
. It wili change the way people work and
the work they do
. EvtryOne has responsibility for
1
8
.
Jajor Six-Month
Accomplishments
. Restructured Area Commands to District
Commands
. Realigned District Boundaries
. Distributed Management Paper on Beat
Plan philosophy
. Implemented a Beat System (curren~y 15
fully staffed beats) - Based on workload
. Upgraded Computer Aided Dispatch
(CAD)
r-~ajor Six-Month
I Accomplishments
Upgraded Records Management System (RMS)
Firsl Phase of Mobile Data Computer (MDC) upgrade
has begun
County-wide Red Channel
Homeland Security Training Exercise
Joint Regional Information Exchange System (JRIS)
software acquired.
Crime Information - Timely and Accountability
9
s. Bemao Poice Depamnent
Annual Report 2,003
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OMlfe1tt W.. ZimmOll
C'bdje;:f of POJ]iQe
ff;)G
/O-f't-OY
Table of Contents
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Messal!e from the Mavor..... ....... ............ .... ........ ...... ....... ..... ................ ..... 1
Messal!e from the Chief of Police... ...... ......... ....... ..... ... ................. ..... ..... ..... 2
Police Commission.................................................................................. 3
San Bernardino Police Officers Association Board of Directors 4
Service A wards...................................................................................... 5
Messal!e from Assistant Chief Michael Billdt...... ...... ...... ...... ...... ................... 7
Police Department Tahle of Orl!anization... ......... ........ ....... .... ...... ..... ...... ...... 8
Part I Crime Statistics 1999-2003.............................................................. .. 9
Patrol Division: Messal!e from Captain Jenifer Aral!on...... ...... ......... ...... ......... 10
District Reports:
Western District.......................................................................... ... 12
Northern District....... ........ ...... ............ ...... ...... ....... ..... ................... 14
~astern District.............................................................................. 16
Central District... ...... ... ....... ..... ...... ...... ......... ...... ...... ..... .... ...... ...... 18
Southern District...... ...... ...... ...... ...... ...... ........ ...... ...... .... ...... .... ...... 20
Watch Command...... ....... ........ ...... ...... ...... ...... ...... ....... ..... ...... .... ..... ...... 22
Traffic Unit........................................................................................... 24
Mounted Enforcement Detail......... ...... ...... .... ........ .................. ... ...... ......... 25
Rapid Deplovment Force....................................................................... .... 27
Canine Unit........................................................................................... 28
San Bernardino International Airport.............. ....... ...... ...... ............... ...... .... 29
Crime Free Rental Housin~..................................................................... .. 30
CIT~ II................................................................................................ 32
Communitv ~nhancement and Specialized ~nforcement (C~ASE)......... ...... ....... 34
Jail Operations.................................................................................... ... 35
Graffiti Task ForcelIMPACT Report. ...... ........... ...... ....... ..... ............... ........ 36
Fleet Service.......................................................................................... 37
Reserve Unit.......................................................................................... 38
Administrative Division: Messal!e from Captain Robert Curtis... .............. .......... 39
Personnel & Traininl!..................................................................... .. 41
Recruitinl!............................................................................. . 41
Citizen Volunteers.... ..... ...... ...... ...... ...... ...... ...... ...... ...... ... ........ 42
Records Bureau..... ....... ........ ...... .... ...... ......... ...... ...... ...... ... ...... ...... 44
Financial Unit................................................................................ 45
Communications Bureau.................................................................. 46
Investil!ations Division: Messa~e From Captain Wes Farmer............................. 48
Special ~nforcement Bureau.... ...... ..... ...... ........ .................. .... ...... ..... 49
Strate~ic Plan ~xecutive Summarv.... ...... ..... ...... ....... ...... ..... ..... ..... ..... 51
District Crimes............................................................................... 54
Crime Analysis............................................................................... 55
Identification Bureau..... ....... .......... ....... ....... ...... ...... ............... ........ 56
PropertylEvidence Bureau................................................................ 58
,
Special Events......... ....... ...... ..... ..... .... ...... ...... ........ ....... ..... ....... ........ .....
2003 Community Summit....... ......... ........... ........ ................... ............ 59
Route 66........................................................................................ 61
Inland Empire Enforcers Football Team...... ...... ...... ...... ............ ........... 62
SBPD Baker to Vel!as Team....... ..................... ............. ............. ......... 63
Old Fire Ooerations.............................. ...... ....... ..... ...... ......... ......... 64
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OFFICE OF THE MAYOR
JUDITH VALLES
300 North "D" StreetoSan BernardinooCA 92418-0001
909.384.5133oFax: 909.384.5067
www.ci.san-hcrnardino.ca.us
8M
March 1, 2004
MESSAGE FROM MAYOR JUDITH VALLES:
The men and women of the San Bernardino Police Department truly have set a
standard of excellence for law enforcement, as well as created unique programs and
partnerships that have provided models for law enforcement agencies throughout
the state and nation.
I commend Police Chief Garrett Zimmon on his leadership, and for his proactive
approach to community problem solving and policing through some very specialized
crime prevention and enforcement programs, such as the enhanced Community
Oriented Policing, annual Community Summit and the new beat patrol system that
increases neighborhood and business district security, response and public awareness
in all jurisdictions of the City.
My sincere thanks to all of our Police Department professionals for an outstanding job
during 2003. This report is a reflection of their excellent service to our City, and
contributes greatly to the positive quality of life for all of our residents and visitors.
Sincerely,
~
MESSAGE FROM THE CHIEF
Chief Garrett W. Zimmon
The year 2003 brought many challenges to the City of San
Bernardino. The men and women of the San Bernardino
Police Department worked seven days a week, 24 hours a day
to help the City of San Bernardino meet many of those
challenges. including the disastrous wildfires in October.
The attached report is an overview of your Police Department
and provides insight to the many programs and activities that
the officers and civilian personnel engaged in throughout the
calendar year. It has been an exciting year for the community.
I am proud to say that the partnership between the Police
Department, the Mayor, the Common Council, and the
community made a real difference in the quality of life in our
city.
During 2003, the San Bernardino Police Department started a strategic planning process that will
lead the organization through the next five years. We will be unveiling that Strategic Plan in
2004. Our goal will be to work in partnership with the City, other governmental agencies, and
members of both the residential and business communities to accomplish three things:
. To solve crime problems
. To reduce the fear of crime in our community
. To improve the quality of life
It is my belief that by working together we can and will make a difference here in the City of San
Bernardino.
~~
2
POLICE COMMISSION
The San Bernardino Police Commission has a rich history in San
Bernardino city government. Appointed by the Mayor and
Common Council, Police Commission members act to provide
community input to the Chief of Police. Police Commission
members help to improve ongoing communications between Law
Enforcement, Elected Public Officials and Citizens.
As the City of San Bernardino has evolved, so has the San
Bernardino Police Commission. The current Commission
is comprised of ten members. Each of the seven council
members appoints a member representative of their Ward, and the
Mayor appoints three 'at large' members. Once appointees are
confirmed, they elect within the Commission a Chairperson, Vice
Chairperson, and Secretary as prescribed by the San Bernardino
Municipal Code. Currently, the Police Commission meets on the
second Monday of each month with the Police Chief, or Police
Department Management Designee, to discuss, report, inquire, and provide information to
enhance the quality of living in the San Bernardino community.
Police Commission President
George Schnarre
The San Bernardino Police Commission promotes, supports and serves to increase the quality of
living for all citizens of the City of San Bernardino.
3
SAN BERNARDINO POLICE
OFFICERS ASSOCIA nON
Board of Directors for 2004
President
Richard Lawhead
Vice President
Jarrod Burguan
Secretary / Treasurer
Dave Dillon
Patrol Division Revs
Gilbert Ruvalcaba
Dario Robinson
Carlos Quiroz
Mark Magill
Henry Birkes
Investif.!ations Division Revs
John Vasek
Mike Reynolds
Mike Hudson
Met / Traffic / Vice-Narcotics Division Revs
Eric McBride
Gary Schuelke
Non-Sworn Rev
Tracy Shaw
Past President
Steve Filson
4
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POLICE EXCEPTIONAL SER VICE A WARDS
POllCE CnUhN MEDAL
Agent Robert Cortez, U.S. Border Patrol
DISPATCHER OF TIlE YEAR
Melissa Scherfenberg
STAR OF MERIT
Officer Kevin Savage
Officer Christopher Gray
Sergeant Steve Lowes
POLICE CROSS MEDAL
Officer Tim Matlock
Officer Scott Roebuck
Officer Michael Taylor
Officer Joey Zink
Officer Tim Matlock
Officer George Gabera
Officer Brent Baker
Topping
Officer Brett Baumgartner Detective Rodney
MERITORIOUS SERVICE MEDAL
Sergeant Scott Paterson
Detective James Tossetti
LIFESA VING MEDAL
Officer Ronald Passo
Officer Erick Bennett
POLICE CHIEF'S COMMENDATION
Sergeant Brian Boom
Detective Glenn Carr Detective Dave Dillon
Detective John Munoz Detective Michael VasiIis
Detective Emil Kokesh Detective Marco Granado
Detective Gary Robertson Detective William Flesher
10851 A WARD
Officer Joey Zink
Officer Perry Thomas
Officer John Echevarria
Officer Ronald Passo
Officer Rueben Cordoba
Officer Richard Peterson
5
SHOOTING PINS
MARKSMAN
Officer Ronald Passo
Officer Kevin Ford
Officer Dennis Houser
EXPERT
Officer Christopher Gray
DEPARTMENT CERTIFICATE OF APPRECIATION
Detective Michael Gilliam - San Bernardino County Sheriff's Department
Deputy City Attorney Jolena Grider
CERTIFICATE OF RECOGNITION
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Pastor Paul Reed
Rabbi Hillel Cohn
Major Russell Fritz
Pastor Ray Miller
Father Mike Urrea
Pastor Joshua Beckley
Mr. Richard Prieto
POLICE DEPARTMENT CITATION
Mr. Carl Patterson
6
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MESSAGE FROM THE ASSISTANT CHIEF
"
Assistant Chief Mike Billdt
II
All of the men and women of the San Bernardino Police
Department can be proud of their accomplishments in 2003.
The district command structure continues to be an efficient,
effective method of delivering police services. A key
component of community policing is problem solving. We
believe the new beat system will not only enhance our
delivery of service to the community, but improve our
problem-solving capabilities by giving officers a sense of
ownership for the geographic area they are assigned to. As
the city continues to invest in its police department, we will
increase resources so that problem solving can be taken to
the next level.
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Members of the department have worked hard in developing
a strategic plan that will help guide the department during
future years. The strategic planning committee is putting the
final touches on the document, which will be published and
presented to the City Council during the weeks ahead.
I am optimistic about the coming year. Whatever comes our way, members of the San
Bernardino Police Department are committed to creating new opportunities through community
partnerships.
7
Sin Bernudino Polke Deputment
lible of Orglnwtion
Chief of Police
Senior ~l
Secretary
, Internal
Execut~ Assistant Cnlef
Officer Affairs
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,1mestigations
~Secretary 1 Captain I1.{lntelligenCe Patrol AdmiOlstratM!
I Secretary Captain Captain
I
Specialized I Records
Enforcement Imestigations ~atrol District III CFRH Bureau
Bureau ~ , Watcn
Executiie ,
Officer Command Commands
I I Dispatch
SpeCIalized ~roperty j ..
Crimes Crimes Traffic
~ P~"ufl!l~1 &
I I '- Training
Jail I
- IRAT elllP I I
Auxiliary Range Financial Webmasterl
Fleet Resources Unll Dept Publisner
, Crime Management
I.D. Bureau i Analysis
Property SHO
,1
'- S,lNCATT San Bernardino Police Department
1.19-04
8
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During the latter summer months of 2003 certain areas within the city saw an upswing in violent
crimes. To reduce these crimes the Executive Staff created two separate specialized units.
CEASE (Community Enhancement and Specialized Enforcement) combined the resources of
several internal units to address the reporting districts that had been experiencing the highest
level of violent crime. CITE II (Community Interagency Traffic Enforcement) was the combined
efforts of members of the Western District and the California Highway Patrol. They specifically
addressed gang and drug violence on the west side of San Bernardino. Both programs were
successful and we saw a decrease in violent crime in areas they were assigned.
I
,
Part I Crimes
Murder
I
,
20000
~ 15000
..
.a
E 10000
"
Z 5000
0 ~
1999 2000 2001 2002 2003
,DPart I Crimes 11909 11871 12803 13757 15102
6<1
50
~
.. 40
.a
E 30
" 20
Z
10
0
~
199'
23
2000
32
2001
30
2002
42
2003
48
Rape
II 140
120
~ 100
..
.a 80
E 60
"
Z 40
20
0
~ 1999
~pe 81
1
2000 -jT~J ~J
99 89 102 ~
Aggravated Assault
2000
1500
~
..
.a
E
"
z
'000 -
~~J 200'
~aull 1207 ~1~ 1449
2002 I 2003 ]
1454 1664
500
Vehicle Theft
4000
~ 3000
..
.a
E 2000
"
Z '000
0
1999
EJ Vehicle Theft 1795
9
PATROL DIVISION REPORT
MESSAGE FROM CAPTAIN JEN/FER ARAGON
The crime rate in San Bernardino saw sharp increases in most
of the major categories with a particularly sharp rise in auto
theft. The continued efforts to prepare the city and the
department for the possibility of terrorist activity taxed
resources and personnel already working at full capacity. In
October, the worst wildfire in over twenty years swept through
the northern limits of the city destroying over 300 homes in the
process. Although the loss of property was extraordinary,
there were no lives lost as a result of the fire. Three members
of the San Bernardino Police Department family lost their
homes in the disaster. Through it all, the women and men of
Captain Jenifer Aragon the San Bernardino Police Department responded to the
Patrol Division occasion and demonstrated exceptional attention to duty and
service. With a measure of courage that inspired fellow
members of the department, those three employees stayed on the job after the loss of their own
homes, to serve their community.
pl~j~~.
, ,"y'
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As in years past, 2003 brought challenges and triumphs to the
City of San Bernardino. And, as in the past, the women and
men of the San Bernardino Police Department answered the
call of duty and represented the department and the community
in the highest tradition of the policing service.
.~~'
The rise in crime was evident by the spring of 2003, and as summer approached, the department
realized that dynamic measures were indicated. To that end, the reorganization of many
resources allowed the creation of two groups of officers to be deployed where they could have
the greatest impact. Operation CEASE (Community Enhancement and Specialized
Enforcement), and Operation CITE " (Community lllleragency Traffic Enforcement), were
devised. Crime analysis reports indicated there were thirteen reporting districts across the city
driving the crime rate. The direction was clear: apply pressure on those areas with the goal of
reducing crimes that can be impacted through an enforcement posture. Thanks to the hard work
and dedication of the members of the taskforces, and the cooperation of the community, a 20%
reduction in crime in each of the thirteen reporting districts was achieved. This reduction also
translated to a significant slowing of the citywide crime rate as well.
That same devotion to duty evident in Ihe strategies employed to meel the challenges of a rising
crime rate also created a more efficient way to serve the citizens of San Bernardino. While many
members of the department have shared in the development of the Strategic Plan, the district
10
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commanders were vital to the facilitation of community focus groups designed to gather
community input and insight regarding important problems. The information gleaned from these
meetings serve as the underpinnings for a plan that will better serve the community, serve the
employees of the department and help to ensure adequate resources to get the job done.
Members of the Strategic Planning Committee engaged in comprehensive workload studies of
the five geographic police districts to create a structure that will better serve the community
while giving police officers a greater sense ownership of their assigned beats. In years past,
small groups of officers were dedicated to the task of problem solving. By creating a beat
structure where officers have an opportunity to develop relationships with the community we
anticipate greater collaboration and shared problem solving. Our goal is to be more a part of the
community, rather than being apart from the community. Next year the Patrol Division Annual
Report will include an assessment of how well the strategy plays out following implementation.
II
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The department participated in a full-scale "mock" chemical weapons exercise designed to test
the readiness of the city and surrounding service-providing agencies. The Police Department
members worked extraordinarily well with the Fire Department and all the other city
departments in responding to the incident. The exceptional performance was made even more
noteworthy as the exercise took place just weeks after the city was ravaged by the October
wildfires. Imbued with a true sense of community, all the participants rose to the occasion,
exceeding expectations.
"
Within the Patrol Division there are other specialty units that compliment the rest of the division.
Our K-9 officers and their partners provide invaluable service through a wide variety of
enforcement methods. The Mounted Enforcement Detail, or equestrian unit, has become very
popular at Market Night as well as parades and holiday deployments. The Traffic Bureau
provides support to the district operations focusing on the high accident locations citywide. The
Crime Free Rental Housing staff provides training to landlords and property owners, giving them
the tools to more effectively manage their properties and support policing efforts.
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The finalization of the Strategic Plan, the implementation of the "beat plan", and steps the
department will take to better serve the community will transpire throughout 2004. We look
forward to the work ahead and to the augmented partnerships that will help all of us build a
better community.
tt
~
was also the second year that the District liaison staff put on the Public Safety Academy at
Arroyo High School. This program is an introductory course into the field of emergency services
taught by three officers and a sergeant. The classes, which were held at the school on the
weekends, provided an opportunity for students to learn about jobs in the field of public safety
and allowed time for personal interaction with the officers.
The District officers have also been active in areas that concern youth enrichment. Classes in
youth to adult development were taught at the Johnson Hall Center. Several of the officers have
volunteered to serve as mentors for at-risk youth in some of the gang areas. The District's
participation with the Wests ide Boys and Girls Club has reached a new high. During this year,
the District Operations Sergeant sat on the board of directors for the club.
At the end of 2003, the Western District not only received a new name, it also expanded its
borders. The southwest section of San Bernardino, previously under the control of the Southern
District is now part of the Western District as is the Hallmark Parkway area north to Devore that
was formerly in the Northern District. This realignment of areas better facilitates both the
natural and neighborhood boundaries found throughout the city. In the past, neighborhoods have
been divided by policing districts, which led to overlapping services. In 2004 the Western
District will be divided into five separate beat areas. With officers permanently assigned to these
beats, we anticipate this will create a greater sense of ownership among the officers who police
the Western District.
13
Northern District
The Northern District encompasses much of northwest San
Bernardino extending north from Highland A venue to the
foothills and west from Waterman Avenue 10 Interstate 215.
The Northern District is geographically the largest of the
San Bernardino Police Department's five command
districts. It includes portions of four Council Wards and
has over 52,000 residents. The density of the Northern
District continues to increase with the expansion of new
residential and commercial developments.
There is a high level of citizen involvement in
neighborhood and business aSSOCiatIOns who work
cooperatively with the Northern District staff to improve
our area's quality of life and to resolve community
problems. Crime problems associated with high-density
apartment complexes continue to challenge Northern
District staff and account for a high percentage of our calls
for service. We continue to work diligently to improve
communication with owners and managers, as well as to
provide information to them relative to crime prevention through environmental design. It is
expected that this collaborative effort will lead to reduced crime in the future.
Lieutenant Mitch Kimball
Northern District Commander
In terms of problem recognition and problem solving, Northern District officers successfully
completed dozens of enforcement or abatement projects, increased safety, and reduced area
blight conditions. Many of these projects were the result of a collaborative multi-agency
response coordinated by area officers.
The San Bernardino Police Department began a partnership with the California Department of
Justice (DOJ) in March of 2003, participating in the California Armed Prohibited Program
(CAPP) Inland Empire Task Force. This cooperative effort is managed by the command staff of
the Northern District and targets
those individuals who are
precluded from possessing firearms
due to past convictions for criminal
activity. The task force also targets
criminal organizations that use
firearms for violent crime. A
successful example of this
cooperative effort occurred in April
of 2003 when 24 search warrants
were served simultaneously in the
City of San Bernardino and
surrounding communities. The
purpose of this focused effort was to dismantle the leadership and infrastructure of several
14
warring street gangs. The operation was the culmination of an investigation conducted by the
San Bernardino Police Department and the DOl CAPP Task Force related to 10 retaliatory
shootings between the two gangs. Several arrests of gang members were made for illegally
possessing firearms and for possession of drugs. The program successfully ended the violence
and bloodshed. As of December 31, 2003 the partnership between the San Bernardino Police
Department and the CAPP Inland Empire Task Force has resulted in the seizure of 428 illegal
weapons including assault rifles, assault pistols, machine guns, and explosive devices.
Another special project managed by the Northern District command staff is a grant-funded
collaborative effort between the San Bernardino Police Department, the California Alcohol
Beverage Control Bureau, and California State University, San Bernardino. This grant has both
enforcement and educational components. Officers enforce laws regulating underage drinking
by conducting programs at local nightclubs, parties, and other gatherings where such activity is
prevalent. The grant also allows officers to work in an educational capacity by attending health
fairs and local school activities.
The Northern District continues to host many civic activities, including the Soapbox Derby
Regional Finals held in May and the Western Regional Little League Championship Tournament
held in August. These events draw many contestants, family members, and thousands of other
visitors to the City of San Bernardino. These events are nationally recognized and continue to be
a positive reflection on our city.
15
Lieutenant Wall Goggin
Eastern District Commander
EASTERN DISTRICT
The Eastern District encompasses the northeast portion of the
city. The area consists of a blending of residential, commercial,
and business districts. It is bordered by the National Forest
along the north, the city of Highland on the east, pockets of San
Bernardino County and Monterey Street on the south and
Waterman Avenue on the west.
An ongoing challenge for our district is the fact that we have
the largest number of apartment complexes in the city. This
offers us an opportunity to work with the many different
landlords, managers, and tenants. We strive to provide
progressive quality police service and a safe environment in
which to live. With a team of dedicated officers working
closely with the community within their assigned beat areas,
district team members provide a high standard of excellence in
policing. Each officer identifies community-specific problems
and works with team members and the community to resolve
any issues in their beat.
Our District's Community Service officer works closely with the Crime Free Rental Housing
Unit. This team collaborates with involved parties to assist landlords and tenants in reducing
crime, cleaning up properties
and increasing property value
throughout San Bernardino. The
district is proud of the many
active Neighborhood Cluster
Groups and Neighborhood
Watch Groups. These groups
meet throughout the district at
private residences, businesses,
and at our Community Service
Center.
The officer assigned as the
district's parolee coordinator
participates with other district
officers and State Parole officers to identify and track all parolees in the district. This program
includes making home visits and working with community groups, including "Cops and Clergy",
to assist the parolees with productive reentry into the community. The officer tracks these
registrants and ensures their compliance with registration laws. The parolee coordinator also
identifies all registered sex offenders living in the district.
16
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We are honored to announce that the Eastern District, in partnership with "Patrons of the
Roosevelt Bowl" and the City of San Bernardino, are completing our first year of Market Night
at Perris Hill Park. This has been an extremely successful community event involving many
participants from around the Inland Empire and provides a safe place where families can join
together for a night of enjoyable fun.
Perris Hill Park is also the site for a number of successful annual events such as the Chili Cook-
off sponsored by "Friends of San Bernardino City Parks", Over-The-Hill-Gang Car Show,
National Night Out and the Neighborhood Jazz Festival.
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The Eastern District has joined in working with the Highland Police Department (contracted by
the San Bernardino Sheriffs Department) to reduce crime in the Eastern District and East Valley
areas. With these concentrated efforts, we will continue to provide the best public service,
increase safety, and make our community a great place in which to live, work, and play.
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CENIRAL DIS'lRICT
The Central District Command covers the area from Rialto
Avenue north to 16th Street and Waterman Avenue west to the
1-215 Freeway. Over the last year the Central District
Command has continued to be one of the lowest areas of crime
in the city - a result of hard by the Central District personnel and
strong community partnerships. The Central District Response
Team has created innovative responses to identified problems
which has significantly reduced calls for service, crime, and
citizen concerns in our area.
Early in 2003 robberies, burglaries and auto thefts increased
significantly from the previous year. In analyzing the data we
found that the significant increases were all crimes of
opportunity. The Central District Response Team committed to
reducing the crimes of opportunity by focusing on three primary
areas maximizing effective deployment, applying CPTED
principles to area problems, and increasing community
partnerships. As a direct result of our efforts we realized a
significant decrease in these three categories of crime over the last quarter of 2003.
Lieutenant Mark Garcia
Central District Commander
In addition to the focus on crime, we engaged in many special projects - including the Chronic
Offender Program, Community Prosecution Program, New Approach Anti-Drug Grant (NAAD),
and the Value-Based Initiative Grant (VBI) to name a few.
The chronic offender program identifies suspects who were frequently arrested within our area.
Our efforts center on identifying root causes and solving the identified problems. During 2003
we identified 49 people who were chronic offenders. Of those cases, 22 have been successfully
resolved, eliminating the chronic service
drain and six others were referred to
other agencies for assistance.
Our area was chosen to partner with the
San Bernardino County District
Attorney's Office on an innovative
program, the Community Prosecution
Program. Our primary focus was to
reduce nuisance crime within the Central
District. In concert with Deputy District
Attorney Michael Martinez, we
successfully reduced the chronic service drains identified as part of our program. Mr. Martinez'
involvement raised the level of accountability for those committing nuisance crimes. The
benefits to our community from the Community Prosecution Program are significant.
'''lJD,~..t~'''' '. . ..==~ II
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The Central District in collaboration with the community prosecution unit hosted a community
health fair at the Central District office. The community health fair provided the residents of our
area with gun locks, health information and education designed to improve overall community
health.
The Central District also partnered with the Consulado de Mexico to participate in a health
education fair for the Spanish-speaking community. Our partnership helped to improve public
trust within this segment of our community, as well as providing education on how to work
effectively with our police department.
II
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Our participation in the Value-Based Initiative (VBI) Grant has created new community
partnerships that will last long after the grant is depleted. The VBI provides community
education within a number of key areas including juvenile mentoring training, cooperative
problem solving, crisis intervention training, life skills for the homeless, and faith-based funding
opportunities. The VBI team has provided training to over 500 people from within our
community.
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The NAAD Grant provided our area with the opportunity to partner with two retirement
apartment buildings downtown, St. Bernardine's Plaza and Pioneer Plaza. Together we have
focused on reducing violent and narcotic related crime in and around these retirement complexes.
The grant provided overtime expenditures for officers to reduce crime, provide education for the
tenants of the complexes, and to improve the security of the facilities. Our partnership has
reduced actual crime in and around the complexes and the fear of crime for the residents.
The Central District has the privilege each year of hosting a variety of events. The most
significant events in 2003 included the Route 66 Rendezvous, the Red Ribbon Parade, Cruz'n
"E" Street, and the YMCA Christmas Parade. All of these events were well attended and proved
to be enjoyable community celebrations.
As noted above, we have enjoyed a number of successes in 2003 and we believe these successes
are directly attributable to the commitment of our line personnel, concerned community groups
and our citizens.
19
SOUTHERN DISTRICT
The Southern District is comprised primarily of south
San Bernardino extending to the city limits at Highland,
Redlands and Lorna Linda, and to Colton.
This district contains some of the showcase areas of the
City including:
. Hospitality Lane, the City's premier, master-
planned
development featuring business parks, government
offices, golfing, shopping and entertainment as well
as more than 20 well-known restaurants and cafes.
The grand opening of a spectacular new Sam's Club
store was a highlight in October 2003. More
expansion is planned in the coming year.
. Inland Center Mall, a one million square foot enclosed super-regional shopping center
Lieutenant Richard Taack with more than 100 specialty shops and four major department
Southern District Commander stores.
Arrowhead Credit Union Stadium, home of the Inland Empire 66ers, the Seattle Mariners
Minor League baseball team, two-time winner and defending California League
Champion.
.
.
National Orange Show Fairgrounds, known for the four-day National Orange Show in
May that draws more than 150,000 people for festive family fun.
.
Vehicle dealerships on Auto Center Drive featuring a huge selection of domestic and
foreign trucks and autos from major auto makers.
As home to so many businesses, it
follows that the Southern District has
many large parking areas. Car-related
thefts are among the most common
calls for service. At one point during
2003, the Southern District led the
City in car thefts. In response,
officers and civilian staff have worked
with property owners and managers to
improve surveillance with improved
lighting, fencing, and other Crime
Prevention Through Environmental
20
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!
Design (CPTED) features. Additionally, some businesses have augmented their security with
private patrols.
The type of businesses that have proven to be a continuing concern are nightclubs that cater to
the 18-21 year-old clientele. Officers routinely respond to reports of fights, disorderly conduct,
public intoxication, and drug sales. Neighboring businesses have been affected. For example,
following a double murder at the location, a convenience store on Redlands Boulevard now
closes for two hours after the local nightclub does. Two service stations, two restaurants and a
motel have also had their businesses disrupted and either close at that time or have taken other
precautions. This matter is currently under review for long-term solutions by the City Attorney.
The "Smoke Out" concert held November 15, 2003 attracted approximately 20,000 people, far
fewer than anticipated. Inclement weather that turned into a thunderstorm by the concert's end
may have kept some concert goers away. Drug Enforcement Administration officers assisted
our Narcotics Unit in undercover activities among the crowd that resulted in 45 arrests and the
recovery of a significant amount of narcotics and paraphernalia.
The Southern District is home to ethnically and economically diverse residential areas. Officers
and civilians have spoken to the Riverview, Valley View, International and Valley College
Neighborhood Associations, participated in the Hospitality Corridor Business Association,
consulted with the Social Action Community Health Systems Clinic, and taken part in education
programs for school children. The Rock Church, a 1,500-person capacity facility, opened June
18, 2003.
Officers and civilian staff have worked tirelessly to educate residents about how to increase
safety in their neighborhoods through problem solving and partnerships. The goal is to have
them assist the police department with identifying neighborhood needs, and to develop and
implement plans to address them.
21
Lieutenant Frank I\1ankin
WATCH COMMAND
Lieutenant Diane Holmes
,
lit.. ... &:~
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Lieutenant Don Soderbloom
Often described as the "nerve center" or the "hub" of the Police Department, the Watch
Commander's Office is tasked with the smooth operation of 24 hour-a-day field operations.
Three lieutenants serve as watch commanders on day, evening, and graveyard shifts. Three
sergeants serve as assistant watch commanders and are assigned to each of the three shifts,
working in conjunction with the lieutenants. This group of managers is responsible for
conducting shift briefings, training, and ensuring adequate levels of staffing. They provide
support to the district commanders in the furtherance and accomplishment of district problem-
solving activities.
Watch commanders monitor and manage calls
received from the community in an effort to
provide the highest quality police service
possible. The implementation of the new "beat
plan" will, no doubt, see some non-emergency
calls-far-service hold for a time before being
dispatched. With the assistance of the dispatch
center, watch commanders will make sure that
citizens are called back and informed about delays
in response times. Alternative means of police
response may be directed by watch commanders.
Calls for service may be handled by professional
civilian staff in the field, ar over the telephone, to
maximize the use of police resources. All responses are geared to accomplish the department
goal of providing better service to the community.
22
r
An essential extension of the Watch Commander's Office is the Front Desk. The professional
civilian staff handles hundreds of telephone calls and walk-in requests for police assistance each
day. Their service to the public is a critical link to other units and bureaus of the Police
Department.
Professional, efficient, and effective community servIce is the central goal of the watch
command.
23
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TRAFFIC UNIT
The Traffic Unit IS
committed to assisting
District Commands in
addressing traffic safety
issues in each of their
respective commands. The
Traffic Unit monitors all
traffic-related activities
citywide. This includes
accidents and DUl's as
well as enforcing traffic
related laws. In order to
provide the most up-to-
date information, all
accidents are tracked by
day of the week, time,
location, and primary collision factor. We also have a system for citizens to report concerns to
the unit and these are forwarded to motorcycle officers assigned to that specific district.
The Traffic Unit is currently in the second year of a 2-year traffic safety grant provided by the
State of California Office of Traffic Safety. This $204,000 grant is dedicated to reducing the
number of fatal and injury accidents involving intoxicated drivers, unsafe speed, and vehicle
occupants not wearing seat belts. We have seen an increase in the arrests of intoxicated drivers
and this equates to fewer injuries and death caused by these violators. During the grant we also
participated in the national campaign of seat belt law enforcement. At the beginning of the 2003
campaign the city compliance average was at 87%. At the end of the campaign we had reached
93% compliance. This is 2% higher than the current state average.
In October 2003, the San Bernardino Police Department hosted the annual Southern California
Police Motorcycle Skills Competition at the Arrowhead Credit Union Stadium. The event was an
overwhelming success with over 110 police motorcycle officers participating from as far away as
San Jose, California.
The Traffic Unit also participated in the I Sl annual "California Law Enforcement Challenge", a
program sponsored by the Office of Traffic Safety and the California Highway Patrol. This event
invites traffic enforcement units from throughout California to submit traffic programs and
projects that target three major traffic safety priorities: occupant protection, impaired driving,
and speed enforcement. We are proud to report that the San Bernardino Police Traffic Unit was
awarded I Sl place among those departments with 251-500 officers.
24
.
MOUNTED ENFORCEMENT DETAIL (MED)
The San Bernardino Police Department Mounted
Enforcement Detail (MED) has had the
opportunity for considerable development over the
past year and a steady progression of improvement
and expanded use since the inaugural deployment
in 1999. Having demonstrated that officers on
horseback are valuable, unique tools giving the
Department expanded capabilities in a wide
variety of deployment scenarios, the Mounted
Detail has received a significant increase in
requests for deployments. As a direct result we are
actively seeking the unique combination of
qualified officers who own, or have access to,
horses suitable for police work and who are
willing to go through the necessary, challenging training with those horses. As we expand our
complement of mounted officers, our ability to respond to more incidents and requests for
deployment will be enhanced.
To this end, Sergeant Dan Klucas successfully completed the instructors' course in Sacramento
and became the first-ever San Bernardino Police sergeant certified to teach officers in mounted
patrol methods and tactics. He has assisted in instructing multiple P.O.S.T. mounted
enforcement training classes in Southern California and coordinates our monthly local training
sessions. A typical training session for the Mounted Enforcement Detail includes: tack and
equipment inspection and proper use, horse care, groundwork (handling your horse from the
ground), equitation (riding skills and horsemanship), arrest techniques, subject/suspect contacts
from horseback, tactical formations and crowd handling, baton training (using the extended
length horse baton or boken),
exposure to sensory stimuli (balloons,
tarps, flags, umbrellas, barriers,
fireworks, gunfire), and legal aspects
(penal codes specific to mounted
enforcement and civil liability).
MED has had the opportunity to
provide meaningful assistance over
the past year far beyond the
stereotypical notion that we are there
"for parades". Our training and
capabilities have helped us realize our
mission of enhanced tactical response
for the San Bernardino Police
Department. When an Alzheimer's
patient became lost in the foothills above San Bernardino, MED played an integral part in the
25
search. When initial crowds exceeded
expectations at the market night at Perris Hill
Park, MED was deployed to provide an
effective police presence on a weekly, on-
going basis so as to make it a safe
environment for folks in San Bernardino
wanting to attend the event. Route 66
revelers enjoyed making comparisons of their
multi-horse powered cars to the "one-
horsepower" of MED's mounts deployed at
this now famous event. Shoppers at the malls
over the holidays felt safer as mounted San
Bernardino officers rode through the cars and
crowds making themselves visible and available. MED helped promote a Safe Holiday when we
escorted the Budweiser Clydesdale Team the length of Hospitality Lane.
...'" .If. .." . ! '"..
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MED also made appearances in the Black History Parade, 4" of July Parade, at the National
Night Out held at Perris Hill Park, police officers' picnic at Yucaipa Regional Park, Dispatchers
Annual Appreciation picnic at Yucaipa Regional, and selected schools. The presence of the
horses seemed to stimulate interest and increased communication with the public.
MED is active with the California
Mounted Officers' Association
(CMOA) and attended the most
recent conference in Palm Springs
where they exchanged ideas and
information with mounted officers
from all over California as well as the
Royal Canadian Mounted Police who
were also in attendance.
~
The SBPD Mounted Enforcement
Detail will continue to enhance our
police service during special
enforcement needs that are
experienced at the holidays, special
events at the National Orange Show
and other venues in the City of San Bernardino, crowd control situations and extra patrol
wherever a focused, high visibility police presence is
desired. MED will also continue to have very positive
public contacts representing the Police Department at
parades and other special events.
26
THE RAPID DEPLOYMENT FORCE
II
The Rapid Deployment Force (RDF) is a composite unit consisting of approximately 60
personnel from the district commands, Traffic, and MET units. The mission of the RDF is two-
fold. First, RDF provides the Police Department with a group of officers trained to respond
under the state-mandated Law Enforcement Incident Command System guidelines for instances
of civil disobedience, crowd control, and similar circumstances. The second mission is to provide
the department with a flexible group of officers to respond and deploy for special events, natural
disasters, terrorist incidents, and special criminal investigations.
During 2003, RDF personnel were involved in providing security for a presidential visit, Route
66, dignitary protection for Governor Davis and governor candidate Arnold Schwarzenegger,
and responded to the Old Fire.
The RDF was the focal source for identifying and coordinating training for Weapons of Mass
Destruction (WMD). The RDF commander coordinated with the City's Disaster Preparedness
Coordinator to train RDF personnel in three significant WMD specialties: Force Protection
Operations through California POST, Incident Response to Terrorist Bombings School at
Socorro, New Mexico, and WMD Incident Command School at Anniston, Alabama through the
Department of Homeland Security Office for Domestic Preparedness. These officers returned
from these sessions and conducted in-service training for patrol officers. Patrol personnel were
also trained on first responder tactics to WMD as well as WMD detection equipment training.
As part of the Nunn-Lugar-Domenici Grant award, the City was required to hold a joint
operation WMD full-scale exercise. The exercise was postponed due to the "Old Fire" from an
October scheduled date to December 4th. This exercise was conducted using most of the RDF
assigned personnel and through support from other department units. The Police Department was
able to fulfill its role of force
protection, crime scene security,
witness interviewing, and many other
functions. RDF members participated
by coordinating operations with federal,
state, county, and local agencies as well
as conducting tactical operations in a
simulated contaminated environment.
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The RDF will continue to be the focal
point for WMD training, exercises, and
equipment evaluation and purchase for
the foreseeable future. Additionally the
RDF will be the SBPD representatives
to other agencies through mutual aid
for events of civil disobedience, natural disaster or terrorist incidents.
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27
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CANINE UNIT
..--
II
The department's three
patrol canine teams -
~ Steve Lyter and Breston,
Brian Tully and Rudy,
Robert Richards and Zeke
- all continued to work
II throughout 2003 and were
joined in July by Gary
Schuelke and Trapper
who came to patrol from
Narcotics. In addition,
Jeff Harvey and his wife,
Lisa, provided the
services of their
bloodhounds, Shelby and
Dakota, to the
department. The Harveys
also added a new puppy,
Tank, to their Bloodhound family. He is being trained and will be ready for service in 2004.
The three patrol teams handled 377 patrol calls during 2003 and the dogs made 42 arrests, the
majority of which were of felony suspects who ran and may have been dangerous to the public
and to officers searching for them, or may not have been found at all. In nearly 80 percent of the
arrests, the suspect surrendered without any further resistance once the dog found them. Over
300 hours of patrol officer time were saved by the use of the dogs. The dogs also did 13 public
demonstrations and Officer Tully and Rudy took three first place awards - in box search, vehicle
search, and agility - in their first competition at the Riverside Sheriffs Department K-9 Trials.
Officer Schuelke and Trapper have also proven to be a great asset to patrol. In six months they
located and seized over $39,000 worth of narcotics.
28
I
SAN BERNARDINO INTERNAnONALAIRPORT
San Bernardino International Airport (formerly Norton Air Force Base), is a 2,100 acre facility
and home to more than 80 businesses. A full-time San Bernardino Police supervisor oversees the
security of the airport and its surrounding properties. The airport supplies more than 2,000 local
jobs. This year saw the beginning of construction on the 1.2 million square foot Mattei
warehouse. Mattei will use the site for trucking and warehousing toys and other goods, serving
both retailers and the company's national distribution network. The San Bernardino warehouse
will replace several facilities in Chino. Construction of the building is to be completed in the
second quarter of 2004. Kohl's also opened a 600,000 sq. ft. distribution warehouse on airport
property in 2003.
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Airport hangars and other facilities were used
during the October wildfires as temporary
quarters for mountain residents and other
evacuees. The U.S. Post Office set up a
delivery system, the Federal Emergency
Management Administration opened an
office, the Red Cross and Salvation Army
provided a variety of services and for a time
a city-in-miniature was born, complete with
concerts and recreation. The Airport
provided shelter and services for evacuees for
nearly two weeks until everyone could be
relocated or returned to their homes.
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CRIME-FREE RENTAL HOUSING
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Crime Free Rental Housing
(CFRH) is a three-phase
program that was
developed in an effort to
reduce crime, clean up
rental properties, and
increase property values
throughout the City. [n
Phase [, landlords and
property managers can
participate in a free, eight-
hour training class on
various aspects of effective
property management.
Currently over 2,000
individuals have attended.
We continue to have
representatives from
outside agencies attend who
are interested in implementing the program in their cities. Phase II of the program is an on-site
property review utilizing the tools of crime prevention through environmental design (CPTED).
Over 529 properties, representing over 15,013 rental units have participated in Phase II. Over
122 properties, representing over 6,854 rental units have become certified in Phase Ill, which
includes tenant involvement through resident crime prevention training. Currently there are 97
properties throughout the city that have Crime Free Rental Housing Program signs posted.
II
The Crime Free Rental Housing Unit along with the Mayor's Office developed the San
Bernardino Apartment Association (SBAA). The association was designed in an effort to bring
landlords and property managers together to network with each other and develop a support
system between city departments and the rental industry. The monthly meetings are filled with
on going property management information, updated laws, and material that applies to the
industry. The association was also showcased on KYCR.
[n response to the "Old Fire" disaster, SBAA landlords and property managers were able to assist
approximately 25 families with housing by creating a list of readily available rental units for
them to move into immediately.
Crime Free Rental Housing was involved in the Crime Suppression Task Force in various areas
of the City. We sent follow-up letters to the owners of the properties encouraging them to
participate in the CFRH program along with an invitation to attend upcoming training classes.
As a part of the orientation for newly hired officers, CFRH gave presentations and information
on the training program, current laws, and legislation on landlord/tenant issues that they may
encounter.
30
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Crime Free Rental Housing referred landlord information to city business licensing to ensure
they have a business license within the city to rent out their property. CFRH also collected
current information for premise history and responsible party information on rental properties
within the City for dispatch.
The CFRH Program is nationally recognized in the U. S. Department of Justice Monograph,
"Keeping Illegal Activity Out of Rental Property". Also within the state of California over 85
cities have requested copyright permission to use The City of San Bernardino CFRH "Landlord
Training Manual". In addition, we have assisted neighboring agencies with basic information and
materials necessary for implementing the Crime Free Rental Housing Program in their
jurisdictions. By doing so this creates a network with local agencies to reduce crime through
proactive measures and sharing of information.
Crime Free Rental Housing continues to work closely with the Economic Development Agency
on various projects and grant programs they offer throughout the city. CFRH has been
continuously promoted
through advertising on the
local access cable
television channel as well
as through City Business
Licensing.
The Crime Free Rental
Housing Program and San
Bernardino Apartment
Association continue to
have a positive impact on
City rental properties and
is an integral part of the
Police Department's crime
prevention strategies.
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COMMUNITY INTERAGENCY TRAFFIC ENFORCEMENT (CITE) II
During the latter part of 2003, the Western District saw a dramatic upswing in gang-related
homicides. In response, CITE II was formed to contain the six major gang factions that were
responsible for this violence. Officers from the San Bernardino Police Department and the
California Highway Patrol combined resources and expertise to aggressively enforce state and
local statutes as they encountered gang members.
Believing that the best strategy to effectively address gang violence would be a direct approach,
this 13-person unit worked in close cooperation, repeatedly saturating targeted areas. This tactic
proved to be extremely effective. The program was initiated on November I, 2003 and
culminated on January 18,2004. During that 71-day period, the CITE Team accomplished the
following:
,
l
32
. 185 felony arrests
. 285 misdemeanor arrests
Total of' 470
. Arrested 68 parolees-at-Iarge
. Seized 10 guns
I I
. Issued 508 citations
.
.1
. Completed 375 field interview cards
. Impounded 331 vehicles
· Recovered 27 stolen vehicles, which resulted in II suspects being taken into custody for
grand theft auto
During the course of the program, there was not one single homicide on the west side of San
Bernardino. During that same period, there were only five reported shootings, three of which
were immediately solved by the CITE Team. In conjunction with the enforcement action that
was being taken in the Western District, CITE officers were continually developing information
on crimes that were occurring elsewhere in the city. During one such incident, CITE officers
developed information that led them to a suspect in a double homicide that had taken place in the
Eastern District.
The CITE Program proved to be more successful than ever anticipated and the Western District
continues to feel the residual positive effects.
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COMMUNITY ENHANCEMENT AND SPECIALIZED ENFORCEMENT
-OPERA nON CEASE-
The San Bernardino Police Department faced a daunting challenge in 2003 with a rapidly rising
crime rate and increased violence. Responding proactively, Chief Garrett Zimmon and the
Executive Staff of the San Bernardino Police Department devised a strategy to counteract this
disturbing trend. Mayor Judith Valles and city leaders joined together to work in tandem with
the police department to improve safety in the affected neighborhoods. Partnering with the
Mayor's Office, City Attorney's Office, City Fire Department, City Code Compliance,
California State Parole, San Bernardino County District Attorney's Office, and Probation
Department, a task force was formed to focus on crime reduction as well as other quality of life
issues.
I
This consolidated effort was entitled Operation CEASE, an acronym for Community
Enhancement And Specialized Enforcement. Task force operations began on September 10,
2003 and concluded on January 17,2004. Crime analysis information was used to identify those
areas in the city that were highest in calls for service and violent crime. Thirteen areas citywide
were identified as the focus for task force operations. Neighborhood groups, business groups,
and individual citizens worked closely with task-force members to resolve blight and crime
problems in their neighborhoods.
These combined efforts resulted in 51 search warrants being served which targeted community
health and safety issues. Over the course of task force operations, 1,700 individuals involved in
criminal activity were arrested and 4,672 citations were issued for violations of state and
municipal laws. Operation CEASE was a resounding success, effectively reducing crime 20
percent in the thirteen citywide focus areas.
34
JAIL OPERATIONS
II
The San Bernardino Police Department Jail is a temporary holding facility, which operates 24
hours-a-day, seven days-a-week in accordance with standards prescribed by the California
Department of Corrections. The facility is staffed by eight custody officers and one custody
supervisor, all employed by Wackenhut Corporation. The mission of the jail staff is to provide a
constitutionally safe, secure, humane, just, and fair setting for those who are incarcerated and
confined for 24 hours or less pending release, transfer to another facility, or court appearance.
This lessens the financial burden (Le., booking fees) associated with lodging prisoners at the San
Bernardino County Jail.
,I
The facility is subject to annual inspections by state, county and city agencies to ensure
compliance with applicable mandates and an ancillary responsibility of the jail staff is to
supervise inmates who participate in the Work Release Program administered by the San
Bernardino County Sheriffs Department. These inmate workers perform an array of duties
associated with general facility and equipment maintenance.
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35
GRAFFITI TASK FORCE I IMPACT
The Graffiti Task Force has the responsibility to identify, catalog, and prosecute graffiti vandals
known as "taggers". The task force is one of the first units of its type to effectively research the
differences in the gang and tagger cultures. The task force uses that knowledge to successfully
suppress tagger graffiti, which accounted for about 85% of the highly visible graffiti citywide in
2003 and had a direct effect on crime and the perception of crime in the community.
The tactics of the Graffiti Task Force
were so effecti ve that the team created
an 8-hour class certified by California
Commission on Peace Officer
Standards and Training (POST) to
train law enforcement personnel. This
class was taught twice in 2003 and
drew participants from across the
country. San Bernardino has become
known nationally for being the leader
in effective tagger graffiti
enforcement.
The Intervention and Management of Probationer Accountability and Compliance of Terms
(IMPACT) program consists of 5 two-person teams - one police officer and one Juvenile
Probation officer per team. IMPACT was responsible for dealing with the over 850 juvenile
probationers as well as other at-risk youth in the city. The teams were responsible for over 5,000
contacts and confiscations of narcotics and guns. A comparison showed a 25% decrease in
criminal activity by probationers and a 44% decrease in crime by at-risk youth contacted by the
officers from 2002 to 2003.
Because of budget issues,
federal funding was cut
in October 2003 and the
IMPACT unit was
reduced to one two-
person team. This team
continues to deal with the
juvenile probation issues
citywide and maintains
contact in the
community. They also
continue to monitor and
document juveniles into
the automated database to
assist with crime issues.
~_.
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F1.F.F.T SERVICE UNIT
II
During the year 2003 the Fleet Service Unit placed 15 new patrol units in service. We also
placed four new motorcycles in service for the Traffic Division. The maintenance factor included
keeping an average of 84% of the black and white patrol fleet in readiness.
Ten patrol vehicles were completely reconditioned to extend the service life: eight were
redistributed as unmarked police vehicles, and two were redistributed as vehicles for community
service officers. This saved the city thousands of dollars by not having to purchase new vehicles
for the Detective Bureau and Community Service Officers. When feasible, we will continue to
use this program to save money and keep the unmarked fleet at an acceptable level of service
readiness.
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RESERVE UNIT
On Friday January 23, 2004, the annual Reserve Awards banquet was held to honor and
recognize members of the reserve unit for their contributions to the organization. Reserve
Officer Carl Devlin was honored as Reserve Officer of the Year for his dedicated service and his
contribution in creating and organizing training sessions at the shooting range. Officer Peter
Larios was awarded as "Peer of the Year" for his unselfish service and willingness to always
assist his fellow officers. Members of the unit vote on this coveted award. Two officers, Officer
Harry Jenkins (30 years) and Officer Robert Cravens (20 years) were also honored for their
retirement from the unit and their many years of dedicated service.
II
Last year the reserves volunteered approximately 7,500 hours, resulting in many thousands of
dollars saved for the city. Additionally the unit conducted several special patrols, warrant
programs, parole/probation compliance checks, and traffic safety checkpoints. These programs
resulted in numerous arrests, citations, and vehicle impounds.
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38
ADMINISTRATIVE DIVISION REPORT
MESSAGE FROM CAPTAIN ROBERT CURTIS
Calendar year 2003 was a challenging and rewarding year for
the men and women of the Administrative Division. Members
performed in an exemplary manner in their roles of support to
the Patrol and Investigations Divisions and the delivery of
quality, progressive police services. I am justifiably proud of the
performance of each and every member.
'I
The Communications Bureau is an invisible but indispensable
link between the community and our police officers. The
volume of work performed, quality of work, and the
professionalism of our dispatchers are remarkable. In 2003,
their accomplishments include:
o Answered more than 500,000 telephone calls including
138,089 calls made to 9-1-1.
o Dispatched 108,741 calls-for-service (CFS) generated by
the public.
o Secured grant funding from the State of California to not
only upgrade the 9-1-1 system but also to purchase
replacement radio consoles, chairs, computer processors,
computer monitors, and partially cover the cost ofa Computer Aided Dispatch (CAD)
software upgrade.
Capt. Robert Curtis
Administrative Division
The Personnel & Training Unit's commitment to Settillg the Stalldard of Excellellce in
recruitment, hiring, and training is commendable. Their major accomplishments include:
Reducing the number of funded vacancies to one police officer and two non-sworn
positions.
Providing 40-hour block training to all police officers under the rank of lieutenant and
reserve police officers.
Complying with Peace Officers Standard Training (P.O.S.T.) training requirements
for advance officer training and training for police dispatchers.
Administering the department's reserve police officer, citizens patrol, and citizens
volunteer programs that augmented police services and saved scarce budget dollars.
I
I
The Records Bureau efficiently receives, processes, and disseminates all police crime, arrest
and traffic reports, and citations. Their efforts include:
Processing over two million pages of police-related reports.
Transcribing 14,175 follow-up reports dictated by patrol officers and detectives.
Data entry of stolen vehicles and property, missing persons, and all points bulletins
(APB's) into state and national law enforcement automated databases.
.
.
39
Finally, the Financial Unit continues its vital role of administering the department's budget,
payroll system, and alarm compliance program. Members have effectively:
Processed purchases of needed equipment, materials and supplies.
Accurately processed employee payroll including overtime expenditures.
Tracked personnel, equipment, and supply expenditures arising from the "Old Fire"
to aid in cost recovery from FEMA.
Tracked, billed, and deposited significant revenue resulting from police deployment
to special events and response to false intrusion and robbery alarms.
II
40
PERSONNEL AND TRAINING
Lieutenant Ted Henson
Personnel & Trainin~
Approximately 454 applications for employment were
processed during 2003. Thirty-five police officers, one
reserve ofticer, and 15 non-police officer positions were
filled. Additionally, unit personnel facilitated promotional
examinations leading to the promotion of 13 officers and one
non-sworn employee.
The Training Unit facilitated 31,578 hours of P.O.ST.
(Peace Officer Standards and Training), non-P.O.S.T., and
in-house training for police personnel. The unit also hosted
and coordinated several outside trainers who utilized our
facility to present specialized training for other agencies, as
well as our department. The training programs projected a
positive public statement that the San Bernardino Police
Department values professionally trained and skilled
employees to serve the community.
RECRUITING
The Recruitment Officer attended 16 job fairs and distributed over 900 applications for police
officer, dispatcher, and range master. Additionally, the recruiter visited area police academics,
college campuses and military bases in an effort to fill the department's vacancies. The
Recruitment Officer again used the help of the Outreach Police Advisory Liaison (OPAL) board
to assist in the recruitment of women and minority applicants. OPAL enlists community leaders,
school district personnel, and police department employees to teach, advise, and recruit from the
City's vast ethnic population. Over 75 men and women interested in a career in law enforcement
attended two OPAL workshops.
41
[n an effort to further community relations and build partnerships with the community, the Police
Recruiter, along with Clifford Hackney, Executive Director of the Boys and Girls Club of San
Bernardino, hosted a job fair at the facility. The Police Recruiter, Motor Officers, Citizen Patrol
volunteers, and personnel from the Fire Department participated in the worthwhile event. A
diverse group representative of our community's multi-ethnic population, gained valuable insight
and was also given the opportunity to tour the department's state-of-the-art Police Mobile
Command Post.
CITIZEN VOLUNTEERS
Our citizen volunteer program continued to be an indispensable component of the San
Bernardino Police Department's success in providing quality service to the community. These
dedicated men and women are a constant resource in responding to various situations that arise
.. ~'1l1
~ .... ...-.., - -
in the city from traffic accidents to major disasters. Truly invaluable, they continuously make
themselves visible throughout the city, they are the "eyes and ears" of the San Bernardino Police
Department. Throughout this past year, the volunteers donated a total of 8,442 hours in patrol
and station duties. During this time they:
Issues 439 "917 A" (abandoned vehicle) tags, located and recovered 159 stolen automobiles and
issued 411 handicap citations generating approximately $102,750 in fines.
Volunteer patrol duties this past year included:
.
San Bernardino Market Night at Perris Hill Park
Terrorism Response Exercise with the city's Emergency Operations Center at Arrowhead
Credit Union Stadium
Staffed fixed posts at the Disaster Evacuation Center during the "Old Fire" disaster
.
.
42
. National Orange Show "Smoke Out"
. Veteran's Day Youth Parade and Cruising "E" Street
. Visits by President George W. Bush and Governor-elect Arnold Schwarzenegger
. 14th Annual Route 66 Rendezvous
. LillIe League Western Regional Baseball Tournament
. California Divisional LillIe League Baseball Tournament
. Celtic Soccer Tournament
Citizen volunteers have also assisted the police department's recruiter at job fairs, helped the
crime prevention specialists at community programs by fingerprinting children and passing out
crime prevention information, and lent a helping hand at the annual Special Olympic Torch Run.
They are utilized at the station's front desk as greeters, in the Detective Bureau as file clerks, and
in the ID Bureau for filing fingerprints and photos.
Clearly these citizen volunteers are priceless assets to the San Bernardino Police Department.
43
RECORDS BUREAU
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The Records Bureau is an essential part of the
Administrative Department. Our employees take great
pride in the efficient and expedient processing of
information for dissemination throughout the Police
Department as well as to other local law enforcement
agencies.
During the past year, the Records Bureau has seen
tremendous changes resulting in increased productivity
and streamlined dissemination of information throughout
the Police Department. The Records Bureau is staffed by
35 full-time employees and 9 part-time transcribers. Their
primary duties include the collection, processing,
dissemination, and storage of all crime related reports
generated by the San Bernardino Police Department.
Additionally, the Unit prepares and distributes weekly and
monthly Part I crime statistics for the State Department of
Justice.
John Block
Records Manager
The following key accomplishments in 2003 have enhanced the abilities of the Records Bureau
and increased service to the public:
. A new FileNET document imaging system was installed and made operational.
. Desktop computers with faster processors were purchased and are being installed.
. Scanning of Part I crimes into FileNET is current.
. Contractual employees performing scanning of police reports were replaced with full-time
city employees.
. Two full-time police transcriber positions were added.
. The hours of the Public Counter were extended to include Saturdays.
44
FINANCIAL UNIT
The Police Department's Financial Unit consolidates payroll, budget, revenue collection, grant
administration, and alarm ordinance administration functions into a single, centrally located unit.
This consolidation provides an excellent opportunity for cross training of duties and
responsibilities. It also creates a synergistic bond between the employees assigned to that unit.
The Financial Unit is also home to the department's publisher/webmaster. This position is
responsible for coordinating publishing of the department's many reports, documents, and
brochures, as well as keeping the department's webpage up-to-date.
2003 was an exceptionally
productive year for the
Financial Unit. Due to
personnel changes and
additions in 2002, the Alarm
Compliance Unit had two
new account clerks. By the
time 2003 rolled around,
both clerks were fully trained
and operations were running
smoothly. Unit members did
an exemplary job tracking
overtime expenditures,
billing for extraordinary
reimbursable overtime, and
collecting reimbursements for the City's General Fund. In October and November 2003, the
"Old Fire" generated additional tasks for unit members, in accordance with the Federal
Emergency Management Agency (FEMA) rules and regulations. All employees worked together
and operations continued to run smoothly.
\.',
Members of the Financial Unit had the
privilege of participating in the department's
strategic planning. They also worked in concert
with the Annual San Bernardino Community
Summit Committee, taking reservations,
ordering materials, creating various Summit
documents, and tracking monies associated
with the event. Additionally, they took the
lead in planning the police department's annual
"Retirees 10-48" gathering.
The extraordinary efforts of this unit during the
past year supported the department's mission
and commitment to provide quality.
professional police services.
45
COMMUNlCA'I10NS BUREAU
In 2003 dispatchers answered more than 500,000 telephone
calls including 138,089 calls on 911 lines. A total of 109,317
telephone calls resulted in a call-for-service (CFS) requiring a
police response. Each CFS is electronically transmitted from
dispatch to a mobile data computer in the responding officer(s)
vehicle, and all high priority calls are voice dispatched as welL
The bureau received State of California funding this year to
upgrade the 911 system and the allotment stretched far enough
to pay for the purchase of new consoles and chairs, new
Computer Aided Dispatch (CAD) computers and monitors, and helped to augment the purchase
of replacement CAD software.
"
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Dodie Alsop
Dispatch Manager
Communications Bureau dispatchers are the invisible but
indispensable link between the community and our police
officers, performing the duties of 9-1-1 call-taking and radio
dispatching in a state-of-the-art facility. Each of their duties
demands composure during emergencies, exceptional technical
and multi-tasking skills, knowledge of many policies and
procedures, and the ability to make multiple, good decisions
throughout each shift.
The volume of work that is handled and the level of professionalism that is demonstrated by each
of our dispatchers is remarkable. Each individual works approximately 20 hours per week as a
call taker and 20 hours as a radio dispatcher. As a call taker, each individual handles in excess of
19,000 telephone calls annually and a complaint is rare. (Fewer than 10 complaints are received
annually for the entire bureau, making the complaint factor less than .00002%.) As a radio
dispatcher they must have the expertise and skill to support up to 50 officers on a radio channel,
and manage dozens of additional pending or queued calls during busy afternoon and evening
hours. Beyond the routine, on average each dispatcher will handle more than 600 emergency
calls in a one-year period,
including pursuits, shootings,
stabbings, robberies, fights, and
domestic violence.
Beyond call taking and
dispatching duties, dispatch
personnel voluntaril y handle
many special projects. A few of
the highlights include: one-to-
one training of new personnel;
in-service and scenario-based
training; timekeeping; CAD
mapping and information
updates; special operational
46
details; research and production of dispatch evidence packages for the District Attorney, the
Detective Bureau, and Internal Affairs; updating the 91 I-Master Street Address Guide; computer
link; participation on various committees including the Strategic Planning Steering Committee
and several subcommittees; and responsibility for facets of the facility's emergency power back-
up equipment.
Our dispatchers have a commitment to excellence that they demonstrate every day through the
high standard of quality service they provide 24 hours a day, seven days a week to the public and
our officers.
Recognizing that the demand for police services may at times exceed the police department's
ability to provide immediate response to all incidents, an established call for service
prioritization protocol is followed. This protocol emphasizes protection of life and balances our
commitment to Community Oriented Policing and Problem Solving with the delivery of services
citywide. Calls for service are designated Priority E, Priority 1, Priority 2, Priority 3, or Priority 4
based on the need for an immediate response. Priority E calls are those requiring the most urgent
response and Priority 4 calls are those requiring the least urgent response. The chart below shows
a monthly breakdown of the number of calls for service by priority for 2003.
2003 Calls For Service By Priority
4500
4000
3500
3000
Q:; 2500
.c
E
::l
Z 2000
500
000
500
L1.J; _r _!
0
Jan Feb Ma, Ape May Jun
.E 165 123 140 116 162 167
~.
., IOB7 971 1156 1069 1205 1237
02 3589 3262 3687 3412 3845 3968
03 2975 2566 3040 2924 3295 3456
_.~ L 972 699 1014 _9~ 1038 1336
.~
Jul ~
176 178
1342 1349
4H)~_+-. 4162
3197 3116
969 1021
Month
[ [ r r
Sept Oct I Nav Dee
153 149 I 129 134
1255 1345 1051 1115
3901 3970 3526 3523
3163 ~_~~_1--2_~1--2~~
1086 968 867 809
47
-
INVESTIGA TION DIVISION REPORT
MESSAGE FROM CAPTAIN WES FARMER
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Captain Wes Farmer
Investigations Division
Support for the patrol officers handling calls for service is a
critical component of the work of the men and women in the
Investigations Division, Composed predominantly of
detective level police officers, the division conducts and
completes intensive investigative follow-up work with the
mission of successful submission of cases to the district
attorney for prosecution.
The division is responsible for much of the special operations
of the department. The Special Enforcement Bureau (SEB)
combines the knowledge resources of our gang enforcement
unit (Multiple Enforcement Team - MET), the homicide
detail, and the narcotics detail. Because experience has shown
that gangs and narcotics are often factors in murders, effective
use of valuable resources compels the combination of these
three details under the management of one lieutenant (Lt. Jeff
Breiten). Lt. Breiten is also responsible for vice-related
investigations.
Finally, much of the bulk of crime requiring the investment of additional investigative resources
falls under the direction of Lt. Roger Poyzer. He is accountable for the management of our
property/evidence storage, identification bureau (where forensic field work is performed), and
specialized crime investigations (forgery/fraud, missing persons, robberies, burglaries, sex
crimes and crimes against children/elderly). Lt. Poyzer also manages the Graffiti Task Force,
IMPACT (Juvenile accountability program), and the crime analysis unit.
I am proud of the hard work performed last year by the men and women in this division.
Coping with an increased workload, coordinating their efforts with patrol officers, and
communicating with citizens has resulted in some outstanding accomplishments. Their
achievements are worth careful reading.
48
SPECIAL ENFORCEMENT BUREAU (SEB)
The Special Enforcement Bureau consists of the Homicide Unit,
Multiple Enforcement Team (SWAT/Gangs) and the Vice-
Narcotics Unit. Lieutenant Jeff Breiten supervises the SEB Unit
under the direct command of the Investigations Division
Commander, Captain Wes Farmer.
The SEB Unit was formally created and activated on July 16,
200 I. Violent crime, homicide in particular, has a devastating
effect not only on the involved parties and surviving family
members, but the community as a whole. The combination of
the Homicide, Gang, and Narcotics units under one lieutenant
has proven to be a successful endeavor. All the units within SEB
engage in proactive tactics in identifying those involved in gang
violence and narcotics activity.
In April 2003, the SEB Unit conducted the first joint gang
association warrant served against targeted gang members. This
unique investigative tactic brought together 120 officers from the
San Bernardino Police Department, District Attorney's Gang
Prosecution Unit, and the Department of Justice Armed Prohibitive Task Force. In total, 24
search warrants were served simultaneously in five Inland Empire communities. This resulted in
the recovery of 15 firearms, a variety of narcotics, and 17 arrests. This is just one example of the
many successes of the SEB Unit in the year 2003.
Lieutenant Jeff Breiten
Special Enforcement Bureau
49
All of the members of the Homicide Unit, Narcotics Unit, and Multiple Enforcement Team have
integrated the SEB philosophy to reduce the negative impact that gangs and narcotics have on
our city. Even though the individual units within SEB work independently, the sergeants
assigned to the SEB Unit ensure their unit members routinely communicate with each other.
This ensures that members of the various units are being deployed in the most effective manner,
with the goal of reducing violent crime in the City of San Bernardino.
50
STRA TEGIC PLAN
EXECUTIVE SUMMARY
The City of San Bernardino is facing significant challenges and opportunities in the coming
years. As the county seat of this nation's largest geographic county, San Bernardino sits in the
middle of a rapidly growing region in a rapidly changing State. Population growth is inevitable
as residents from Los Angeles and Orange counties seek affordable housing, employment and
quality neighborhoods for families.
Much of the prosperity associated with this regional population and economic growth has
occurred in surrounding communities, but not in San Bernardino itself. Yet, San Bernardino is
the gateway to the rapidly growing high desert. The city's central location provides an easy
commute for those employed in Riverside, Orange, and Los Angeles counties. Expanding
enrollment and staff at Cal State San Bernardino will fuel home starts and businesses. The
emergent potential of the economic engine of the San Bernardino Airport will create jobs,
economic stability, visibility, and revenues for the City. These factors, added to the availability
of still relatively affordable housing will, over time, increase homeowners hip in the city and
support revitalization of neighborhoods and businesses.
Perhaps the most important factor to accelerating this prosperity and ensuring long-term success
is the quality of public safety in the city. The San Bernardino Police Department, with just under
300 sworn personnel and approximately 450 total employees, is challenged every day to meet the
workload demands and service expectations of the community it serves. The police department
has traditionally been structured to emphasize community policing service areas, core patrol
services, and specialized units addressing specific needs. With an upturn in crime over the last
few years and the need to constantly shift and realign its available resources to deal with specific
problem areas, the department struggles to keep a handle on public safety issues and concerns in
the city. Accordingly, forward progress on key issues such as community partnerships,
neighborhood improvements, quality of life, and long-term problem solving is episodic and
sporadic.
In 2003 the police department began a broad-based strategic planning process to realign itself in
preparation for the challenges and opportunities created by the dynamic changes in the city. Ten
focus groups were conducted gathering input from a broad cross section of the community.
Input was sought individually from approximately fifty community leaders representing unique
constituencies and perspectives. Internally the department formed a Strategic Planning Steering
Committee to gather information, conduct analysis, solicit input from all employees, identify key
strategic issues, generate creative solutions, and make sound recommendations for change and
improvement. The charge to the committee by the Chief of Police was as clear as it was
challenging: recommend changes to ensure the ongoing success of the San Bernardino Police
Department in ways that Serve the Community, Serve the Employees, and Ensure Adequate
Resources. These three themes became the filter through which all ideas and recommendations
had to pass before they became part of this strategic plan, resulting in the identification of six
fundamental issues that needed to be addressed.
..J
51
:1
These issues, which are summarized below and detailed in the plan, will provide focus, priorities,
and accountability for the department over the next five years.
· Ensure Adequate Staffing - The department needs to secure adequate staffing to handle
current and anticipated workload and service demands associated with current and future
growth in the city. Staffing levels need to ensure employee safety, responsiveness to
community service expectations, quality work, and the ability to address and resolve long-
term neighborhood problems. As increases in front-line employees occur, there must also be
balanced growth in both support staff and supervisory personnel.
· Institute Innovative Workload Management - The police department will continually seek
innovative approaches to deliver services in the most cost effective manner while still
meeting the community's expectations. New approaches in how and who provides the
service will be implemented, including expanded use of civilian employees and an increased
use of emerging technologies to provide timely service to the community.
· Realign Organization Structure - To serve the community, serve the employees, and
effectively utilize available resources, the police department will have to realign its structure.
Rethinking roles, responsibilities, allocation of resources, and geographic boundaries of the
area commands is essential to respond to changes in the community and establish appropriate
II accountability for community policing and community partnerships. Realigning staff
resources, particularly in patrol, will occur to further support the community and create
tighter linkages between officers and the neighborhoods they serve. Ensuring the
department's capacity to respond to planned and unanticipated events is essential to the
quality of public safety in the community and the city's image in the region. A key
component of the realignment will be the creation of processes to gather relevant information
for effective decision-making and accountability.
· Support Employees - Policing is a human service business. The quality of services
received by the community is tied directly to the quality of employees in the police
department. The department will continue to place a high priority on recruiting, selecting,
and retaining the most qualified candidates for all positions. Minimizing vacancies is
essential to the department's ability to provide reliable community service in terms of both
quality and amount. Building a diverse workforce is the structure for increasing partnerships
and credibility with the community. Retaining employees, and supporting and training them
in their career goals, provides the department with continuity of leadership and the
community with continuity of committed public safety partners.
· Upgrade Organizational Infrastructure - In order for the police department to meet the
community's service expectations and respond to anticipated growth in the city, its
employees must have the tools and resources to do the job. Communications and
information technologies need to be continually evaluated and enhanced to handle
anticipated workload increases. These tools must be compatible with other agencies for
coordination during natural disasters and potential homeland security situations. Anticipated
growth in staffing will generate the need for=expa1ided facilities that proVide eriiployees with
a safe and effective workspace. Long-term commitment to the district commands will
52
require adequate, permanent community facilities. There must be a commitment to provide
each employee with the basic safety and productivity tools necessary to do the job. Current
equipment must be maintained and periodically replaced.
· Enhance Department's Image - The most effective way to enhance an organization's image
is to improve its performance. The police department will implement a number of strategies
to enhance customer service that will providc the community with alternative ways to contact
the department for service. Patrol personnel should have the time necessary to interact
effectively with the public to further build trust and credibility. In addition, the police
department will positively represent the future prosperity and economic opportunities in the
City of San Bernardino.
This plan outlines the police department's approach to addressing each of these key strategic
issues and is intended to be a guide for moving the department into the future. It is not a detailed
road map. Accordingly, the department and the city must routinely assess performance,
priorities, unanticipated emerging issues, and unique opportunities. There must also be a
realistic assessment of available resources in uncertain economic times. While these realities
may delay accomplishment of certain goals or necessitate the rethinking of strategies and
objectives, they should not alter the department's nor the city's commitment to continually seek
improvement in each of these critical strategic areas.
Although the quality of the document, the quality of the process, and the quality of the thinking
are important, the real measure of value is in the quality of the implementation. Ultimately, the
police department should be evaluated on its success in implementing the strategies outlined in
this plan within available resources. This plan outlines success indicators that should be
periodically used by the department, the city, and the community to assess performance and
provide feedback and suggestions for improvement. A commitment to continuous assessment
and feedback will greatly enhance the likelihood of continuous success.
The city is faced with exciting and challenging opportunities over the next five years. The police
department can and must playa critical role in supporting the city's goals for community health,
economic vitality and long-term prosperity. Implementation of the strategies outlined in this plan
will ensure the department's capacity to fulfill its role.
53
DIS'lRICT CRIMES UNIT
Lieutenant Ro~er Poyzer
Investigations Division
The District Crimes Unit is responsible for property crimes
including robbery, auto theft, burglary and pawnshop
enforcement. The District Crimes Unit is currently staffed
with five Burglary Detectives, four Robbery Detectives,
three Auto Theft Detectives, and two Supervisors.
Professional Support Staff assist District Crime Detectives
with processing citation releases and packaging
misdemeanor arrests and juvenile cases.
The focus of the District Crimes Unit has become
increasingly proactive over the year. Detectives are
responsible for tracking crime throughout the city and
identifying crime trends and patterns. Once a problem is
identified, the detectives are responsible for developing a
collaborative response in conjunction with district
command resources to alleviate these crime problems.
District command resources include Parole Coordinators,
Investigative Liaison, Code Enforcement, Impact and
Graffiti Task Force.
In keeping with our community policing philosophy, detectives assigned to district crimes work
closely with district commands and community members to obtain and pass on information.
District Crime Detectives make effective use of information by formulating innovative responses
that not only solve crime but also resolve the underlying problems that lead to crime. Working as
a team with these groups and the community, District Crime Detectives make effective use of a
large pool of resources.
54
CRIME ANALYSIS UNIT
The Crime Analysis Unit clerks entered detailed information from over 17,380 reports and Field
Interview Cards into the Records Management System in calendar year 2003. The detailed entry
of this data allowed the unit to generate information from 3,316 computer searches to assist
Patrol and Detective personnel in their efforts of crime solving and prevention.
In an effort to increase the responsiveness of the Police Department to the community, the
Investigative Crime Analyst conducted a comprehensive study using community surveys and
feedback forms on community concerns and perceptions of effectiveness of the Police
Department.
Along these same lines, the Investigative Crime Analyst conducted many detailed studies to
assist with reallocation of existing patrol resources to enhance efficiency and customer service
without the added expenditure of funds.
The Investigative Crime Analyst was instrumental in the identification and apprehension of a hit
and run suspect who killed a citizen. Based on partial license plate information and a partial
suspect description, the analyst was able to provide investigators with a possible suspect who
then surrendered to police. The analyst also conducted a detailed study on kidnapping and rape
cases to determine what risk factors contribute to a victim's elevated risk level for these types of
crimes.
The Crime Analysis Unit continued to lend support to special efforts/teams such as the citywide
Graffiti Task Force and intra-agency effort with Juvenile Probation (IMPACT) as well as
assisting with efforts in the Old Fire investigation.
55
IDENTIFICATION BUREAU
The Identification Bureau continues to make significant contributions to the law enforcement
goal of identifying criminals. During 2003, forensic specialists recovered fingerprints that
identified 449 suspects and resulted in arrest warrants and prosecutions. These identifications
are the result of thorough investigations at all crime scenes that resulted in the frequent locating
of latent (or hidden) fingerprint evidence. The recovered latent evidence is sent to Cal-ID to be
compared to local and statewide Automated Fingerprint Identification System databases (AFIS)
of persons fingerprinted. The Identification Bureau enjoys a high percentage of identifications
through this process. In addition to fingerprint identifications through Cal-ID, the forensic
specialists maintain their status as fingerprint experts and are often called upon to give expert
testimony in court.
Forensic specialists also enter information into the Rapid Brass Identification (RBI) database.
The RBI system digitally records the individual characteristics of fired cartridge casings and is
linked directly to the Integrated Ballistics Identification System (IBIS). IBIS enables
participating law enforcement agencies to link several crimes to a specific weapon.
Forensic specialists collect technical evidence at crime scenes such as fibers, hair, paint samples,
blood and, any other physiological fluids. They use a variety of tools to accomplish their job
from tweezers and vacuums to the high-tech forensic lights and goggles as seen on television
shows. They can even recover a dusty shoe print from carpet.
The ID Bureau designed a new form to reduce report writing time. Greater efficiency was also
built into the documentation of recovered latent lifts to provide more detailed information and to
speed the reports out of the ID Bureau and into the Records Bureau.
I .AlD'3;
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56
Digital photography is becoming commonplace in crime scene and forensic sCIence
investigations. Forensic specialists received basic digital camera training in June 2003. In 2004
the Identification Bureau will proceed with purchasing higher-end digital cameras to reduce the
need to develop and print standard 35mm color photographs, saving money on film processing.
The Identification Bureau provides services to the community by giving lectures and
demonstrations at the local colleges and providing fingerprinting services to several non-profit
organizations.
57
""=
PROPERTYIEVIDENCE BUREAU
The Property/Evidence Bureau consists of two Property and Evidence Technician II's and a
supervisor. In 2003 more than 30,000 items were tagged for evidence or safekeeping.
Investigators are required to submit dispositions
identifying evidence for release to owner,
destruction, or retention pending further
investigation or trial. To assist the investigators,
the Information Services Unit created a
computerized batch file listing evidence tagged in
by case number. The supervisor generates and
submits the batch files once a month to the
investigators for their review and disposition.
To handle the influx of tagged evidence,
safekeeping, and found property, and the
dispositions received from investigators, a cadet
has been assigned to work in the
Property/Evidence Bureau.
Bar-coding evidence, safekeeping, and found
property is in its infancy stage. Approximately
six employees are using the system. Eventually
bar coding will replace evidence tags that will
reduce employee time, increase efficiency, and
give better service to the community.
58
2003 COMMUNITY SUMMIT
The summit focused on Youth Opportunity, Deve!oplllellt llnd Emp!oymellt. Critical themes
included health and physical well-being, citizenship, leadership, educational opportunity, career
development and interpersonal communications. Community and business leaders agreed to be a
part of this dynamic undertaking, grasping the importance of the Community Summit as an
"investment in our future". The shared vision of the Summit implementation team was
transformed into action through the development of a workshop concept.
New partnerships were forged with public and private entities in order to provide onsite "real
time" opportunities for youth attendees. Eight workshops were designed and presented during
the Community Summit that provided information and specific opportunities for young people in
an effort to help them from falling into the "cycle of violence". Workshop participants were
provided with job interview
skills, clothing and grooming
tips, job opportunities and
applications, college and
vocational information as well
as scholarships and resources
to help them escape violent or
abusive relationships.
Based on rising juvenile crime
and shrinking state and local
budgets, the San Bernardino
Police Department recognized
the need to improve long-
standing community
partnerships. With California
~ facing a budget deficit in the
billions of dollars, every segment of society is affected in one form or another. Education and
youth programs are adversely affected. Non-profit and faith-based social programs struggle to
meet growing needs. At no time in recent memory has the importance of identifying and
responding to youth crime problems as a collective community been so critical.
Recognizing this, the San Bernardino Police Department provided vision and leadership for a
new level of partnership and problem solving relative to juvenile crime. This innovative
problem-solving strategy became the Annual San Bernardino Police Department Community
Summit. The first Summit, held in October 2002, developed a foundation of police, business,
education, and community leaders who began to focus on increasing youth opportunities in a
proactive effort to staunch the llow of young people into the judicial system.
Three hundred and eighty individuals attended the 2003 Community Summit. One hundred and
forty of them were young people age 15 to 18, some of whom were considered at risk by virtue
of their direct exposure to violence or criminal activity. They all attended the eight interactive
59
Route 66 Rendezvous
The Route 66 Rendezvous continues to be the hallmark event for our city. Once again we
realized record setting attendance, with over 600,000 people coming into our city to enjoy our
14th annual event. The four-day rendezvous proved to be a safe, fun-filled family experience
enjoyed by visitors from all over the world. This event was an economic boon for the city. The
police department had the privilege of policing the Route 66 Rendezvous, which yielded few
problems.
.
:.
61
INLAND EMPIRE ENFORCERS
The Inland Empire Enforcers Football Team went four and one for the 2003 season. The
Enforcers are a multi-agency amateur football team comprised of members of local San
Bernardino County law enforcement agencies, fire departments, emergency services and
probation officers. Seven members of this agency are on the starting rotation. This year, the
Enforcers are celebrating their 20'h Anniversary so it is fitting that they made the top 20 state and
national rankings in semi-professional football.
The Enforcers Team is part of the Southern California Public Safety Football League. This year
the league embarked on a new journey by aligning itself with the National Public Safety Football
League, which is comprised of members from agencies located in New York, Dallas, Orlando,
Philadelphia, and
Los Angeles just to
name a few. This
coming season, the
Enforcers will play
host to the Orange
County Lawmen,
Los Angeles Fire
(Heat) and they
will travel to
Orlando, Florida to
play the
"Guardians".
The main focus of
the Enforcers is to
raise money for the Loma Linda University Children's Hospital, Boys and Girls Club of San
Bernardino, Youth Football, and Little League Baseball Programs. Donations from the proceeds
of the games played by the Enforcers have enabled disadvantaged children and youth to
participate in team sports and other activities in order
to establish appropriate socialization and interaction
skills. Last year, the Enforcers donated $10,000 to the
Loma Linda University Medical Clinic Children's
Hospital
and the
local Little
League
Baseball
program.
62
. - -
SAN BERNARDINO POLICE DEPARTMENT
BAKER TO VEGAS TEAM
The Roadmonsters competed for the ninth time in the Baker-to-Vegas Challenge Cup Relay.
Originated with 12 teams in 1985 as a way for officers to improve their physical fitness, this 20-
leg, 120-mile race has grown to become the largest law enforcement sporting event in the world
and is considered the Super Bowl of relay races. 198 teams participated this year and 20,000
people, all from the law enforcement community, flooded a small road through the desert from
Baker, CA, toward Death Valley and then into Vegas for the two-day event.
The SBPD team consists of 20 runners, about 30 support team members, and as many alternate
runners as they can get to show up. It takes six months of planning to make sure that people,
vehicles, and equipment are where they need to be when they need to be there, and every runner
and possible alternate trains throughout the year to be in top shape on race day. Our team
completed the race this year in 16 hours, 48 minutes, finishing 84th overall and 11th in their
division for departments with under 300 sworn. The goal for most teams in this race is to "mug"
- the top half of the teams in each division win a large commemorative mug for each team
member - and our team brought home their third mug
this year. A great time was had by all!
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SAN BERNARDINO POLICE DEPARTMENT
OLD FIRE OPERA nONS
Prior to the Old Fire event, members of the San Bernardino Police Command Staff were
involved in joint planning on fire prevention and joint response with federal, state, county, and
local government agencies. The planning centered on initial responses, evacuations and support
procedures. The planning, however, was unable to forecast the sudden and unpredictable nature
of the firestorm the City experienced in late October.
The San Bernardino Police Department conducted several
operations during and after the Old Fire wildfire. Shortly after the
fire was started by an arsonist, existing staffing provided the first
response and establishment of the command post and activation of
the city's Emergency Operations Center (EOC) located in the
main police station. Within the first two hours, additional people
and equipment were deployed to both the first response and the
Emergency Operations Center. First responders during these first
few days were also used in support of the San Bernardino Sheriffs
Department (SBSD) through mutual aid to the unincorporated areas In and around San
Bernardino and the City of Highland.
By the end of the first day, the San Bernardino Police Department
instituted 12.hour shift deployment for all personel to manage fire
response, evacuations, property protection, animal evacuation and
sheltering, traffic control, access to residents only. looting
prevention. and mutual aid support for San Bernardino County.
The remainder of the San Bernardino Police Department was
assigned to handle response to regular police operations. Officers
and deputies from Riaho, Redlands, CHP, Riverside Sheriff,
Fontana, School Police, and San
64
Bernardino Sheriff departments joined San Bernardino Police Department officers through
mutual aid.
After the fire left the San Bernardino city limits, the police department's Eastern District staff
established the first Mobile Community Service Center (MCSC) in the San Bernardino Valley.
The police department conducted 24/7 patrols in the fire burn areas to protect property, manage
traffic, and offer a community service support central location for residents and victims of the
fire to access information, obtain services, meet with relief agencies and begin the recovery
process. At the same time, we conducted patrols in the unincorporated areas of the city to
support San Bernardino County until the sheriffs department could provide law enforcement in
those areas.
The Eastern District staff worked with the Southern District
staff to establish the formation of the Old Fire evacuation
center at the San Bernardino International Airport (SBIA).
This center maintained basic services for thousands of
residents of the Old Fire, Grand Prix, and Big Bear fires.
Additionally, the mobile community service center was the
focal point for the development of a San Bernardino PD
construction fraud information campaign, booklet, and
eventual press conference by the State Insurance
Commissioner, District Attorney, Chief of Police, and
Mayor.
Staff assigned to the Mobile Community Service Center and the airport were also dedicated for
VIP security on two separate occasions. The first was when then Governor Gray Davis arrived
and toured the airpoI1 and the burn area. The second was when gubernatorial candidate Arnold
Schwarzenegger arrived for a visit at the airport, Fire EOC, and took an aerial tour of the burn
area.
The Mobile Community Service Center was in operation at the
burn area from October 28th through November 2nd. After
November 2nd, support and recovery services were consolidated
at the Red Cross, FEMA and FELAC centers at the San
Bernardino International Airport evacuation center. After the
Mobile Community Service Center was decommissioned,
concentrated patrols in the Old Fire burn areas continued for
several days. Over the next several weeks, required extra
patrols in the burn areas were scheduled for regular beat units.
Old Flr.PMirMttr. Nor,mber01 DUlO PM
.
II.
The Eastern District staff assisted the Detective Bureau in
organizing joint operations between the San Bernardino Police
Department, District Attorney's Office and State Contractor's
Licensing Board. A zero tolerance position was taken on contractor and construction fraud in the
burn areas. Several enforcement operations and investigations were conducted and dozens of
arrests were made for construction fraud.
65
While looting and theft were of grave
concern for the police department, only four
incidents were reported during the first few
days after the fire. In all cases, arrests were
made and property recovered by those
officers assigned to patrol the burn areas.
The dedicated patrols in the burn areas also
resulted in the arrests of several suspects for
various charges unrelated to the fire but
resulting from the heightened concern and
vigilance of the remaining residents.
The Eastern and Northern Districts
continued protecting the burn areas by dedicating extra patrols in those affected neighborhoods.
The Eastern District will continue these protection efforts by researching and developing a
Construction Site Security Plan to provide those rebuilding with security and crime prevention
tips to mitigate loss of materials and equipment on the various rebuilding sites.
The fires presented the department with an additional challenge; the probability of flooding. On
Christmas Day, in conjunction with county and city agencies, the department responded to
flooding that was primarily located in the Old Waterman Canyon wash. Planning for flood
events. However, is very uncertain as the variables of weather and geography do not allow for
precise action plans. Despite this, a tactical action flood evacuation plan was developed and will
be used as the template for police response to future flooding incidents.
66