HomeMy WebLinkAbout08.B- Police 8.B
DOC ID: 2574
CITY OF SAN BERNARDINO—REQUEST FOR COUNCIL ACTION
Information/Report
From: Robert Handy M/CC Meeting Date: 07/01/2013
Prepared by: Raymond King, (909) 384-5742
Dept: Police Ward(s): All
Subject:
Formal Update on Code Enforcement Transition by Chief of Police Robert Handy(#2574)
Current Business Registration Certificate: Not Applicable
Financial Impact:
Account Budgeted Amount: N/A
Account Description: N/A
Balance as of:N/A
Balance after approval of this item: N/A
Motion: Receive and file.
Synopsis of Previous Council Action:
N/A
Background•
On December 17, 2012, Code Enforcement (under the management of Community
Development) was transferred to the Police Department. Code Enforcement Manager Steve
Willkomm was charged with daily operations and assigned under Captain Raymond King,
Commander of the Police Department's then Patrol Support Services Division.
On January 21, 2013 Mr. Willkomm resigned from the City of San Bernardino. Police
Lieutenant Paul Williams then assumed daily operational duties. Code Enforcement is now
under the Police Department's new Community Services Division.
Mission of Code Enforcement:
• Provide excellent and ethical customer service
• Provide a link between San Bernardino residents and the municipal government
• Insure the physical condition of residential and commercial neighborhoods comply with
established community standards and codes.
• Enabling citizens to take personal responsibility for their neighborhood and homes
• Support neighborhood and business groups and associations regarding neighborhood
empowerment and revitalization efforts
• Respond effectively and efficiently to threats to public health, safety and general welfare
Primary goals of Code Enforcement:
• Prevent deterioration of buildings
• Rehabilitate the existing housing stock
• Educate the public to recognize the need for preventive maintenance
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• Protect the public from unsafe, substandard buildings
• Prevent future blight/decline of property values
• Improve the quality of life of the residents of San Bernardino
Methods used to achieve goals:
• Verbal contact/warning (courtesy notice sent to property)
• Notice of Violation(NOV)
o A 10 business day notification that demotes an activity and/or condition that is in
violation of an ordinance.
• Administrative Citation(Ad Cite)
o An order that represents that a violation has occurred without remedy or
compliance. (Fine, could lead to liens, abatements etc.)
• Administrative Civil Penalties (ACP)
o Fine (daily fine up to $1000 per day) and has a hearing process. While the case is
in a pending status waiting for the hearing, the unit is unable to continue
enforcement actions on the properties while waiting for the hearing (due process)
for the property owner.
• Criminal Citations
o Written at any time for ordinance violations (building, housing, Municipal codes)
In 2012 the City's bankruptcy influenced Code Enforcement's abatement ability, so Code
transitioned from performing abatements (board and clean-ups) to issuing ACPs for non-
cce ompliance. Code began testing if issuing ACPs at various points during the enforcement process
may be a solution to the abatement issue in gaining compliance with properties that could not be
abated. For example, in certain cases an ACP would be issued after the first administrative
citation or after the NOV rather than after several months of progressive enforcement actions.
Transition
The Police Department utilizes a four district-16 beat model for deployment. This model ensures
adequate management, supervision and patrol coverage. To create a more efficient structure,
Code Enforcement Officers were deployed using the Police Department's existing model. The
employees were placed on a 4/11 work week (one hour unpaid lunch to meet MOU
requirements) with the majority of coverage being Monday through Friday and having four
officers provide coverage on Saturday and Sunday. Code employees have received Police
Department identification cards,radio call signs and employment files.
Table 1 shows comparative staffing levels in Code Enforcement during 2012 and current staffing
levels in 2013. The reduction of staff occurred before the pre-pendency plan and was not a result
of the plan. In total, Code Enforcement staff has been reduced by five (5)positions from the
2012 level. Besides the two current vacancies, a third vacancy(customer service representative)
is expected to occur on 8/1/13
Table 1
2012 2013
Manager 1 Manager 1 (1 vacant)
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Supervisor 3 Supervisor 3
Senior Code Officer 2 Senior Code Officer 2
Code Officer II 23 (2 vacant) Code Officer II 19 (1 vacant)
Code Officer I 1 Code Officer I 1
Weed Abatement 1 Weed Abatement 1
Admin Supervisor 1 Admin. Supervisor 1
Customer Svc Reps 14 Customer Svc Reps 3 (4, 8/1/13)
Total 36 (2 vacant) Total 31 (2 vacant)
In 2011, a management study on Code Enforcement operations was conducted. The study was
not adopted however; there are several valid points that have been addressed.
• The use of geographical areas has been implemented.
• Expanded monthly reporting on daily activity with emphasis on individual accountability.
• Use of GoEnforce as a tracking tool with an emphasis on data entry to increase accuracy
and accountability.
• Regularly scheduled training.
• Use of an ACP during the enforcement process.
• Increased working relationships with business owners.
The Police Department is in the process of developing/amending performance measures. Current
fee structures are being re-evaluated as well as establishing benchmarks to better assist with staff
advancement.
Code Enforcement currently has twenty-four (24) field personnel who handle the lion's share of
code-related issues. The Code officers are deployed in three teams of eight and are assigned a
beat within a police district. Each team has a direct supervisor. This action ensures each officer
is responsible for the full range of City ordinances within the assigned geographical area. Each
supervisor is held accountable to ensure the quality and completeness of data in the GoEnforce
system assigned to their team members.
For CRM purposes, the three (3) field supervisors are each assigned a district with two sharing
the fourth district. CRMs are assigned to the corresponding supervisor. The supervisor then
assigns the CRM to the employee in the affected area. The supervisor then monitors and tracks
the employee's response. This coordination was communicated with SB-Direct to ensure
assignment, tracking and accountability for all issues. The current GoEnforce system and daily
activity logs are being used to certify proper case management and time tracking. Supervisors
have also been tasked with development of in-house training to be conducted during staff
meetings.
Complimenting field personnel and assisting with workloads are the Weed Abatement
Coordinator and the Code Enforcement Officer I positions.
The Code Enforcement administrative supervisor was moved to the main station to make better
use of this employee's skill set. The three customer service representatives now share the
ancillary duties that the administrative supervisor once held.
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The responsibility for tracking and releasing of vehicles towed by Code officers during their
normal duties has been transferred to the Traffic Unit at the main station. This allows for
tracking, data input and accountability for release fees.
In the later part of May 2013, the Code Enforcement Unit began enforcing the Deemed
Approved Ordinance. Training was provided by the City Attorney's Office. Statistical
information will be compiled and included within monthly reports.
Crime Free Multi-Housing (CFMH)
This program is designed to develop and maintain partnerships and share the responsibility of
preventing crime in the community. In June 2011 the city adopted ordinance MC-1351 that
added the CFMH program to the Municipal Code under Chapter 15.27. The program consists of
two mandatory phases and a third voluntary phase for completion. The CFMH program contains
877 properties meeting the requirements of the San Bernardino Municipal Code. As of April
2013, 34 properties have completed all three phases (2 of which are multi-address complexes).
341 properties are out of compliance and the ACP process is beginning. 62% are in compliance
in one of the three phases.
Phase I- 8 hour course
Phase II- Inspection-CPTED (Crime Prevention through Environmental Design)
Currently Code Enforcement has 6 officers CPTED qualified. Through the assistance of
the Institute for Public Strategies further training and qualification is expected as part of
the Byrne grant.
Phase III - completion of program and issuance of Crime Free signage for property
Weed/Vehicle abatement
Prior to the transition, weed abatement for the entire city was handled by two code officers.
Currently under the beat system each officer is responsible for identifying issues and
coordinating a response with the Weed Abatement Coordinator. Prior to the transition, vehicle
abatement was the responsibility of one code officer for the entire city. Now each beat officer is
responsible for addressing this issue.
Code Enforcement Statistics (as of 06/04/13)
Actions 2012 Total Jan-May 2012 Jan-May 2013 %
Inspections 24,993 11,708 9,174 -21.6%
NOV 6,027 2,472 2,994 21.0%
ACP 152 52 103 98.0%
Admin Citations 1,947 795 631 -20.6%
Hearings 141 94 74 -21.2%
Warrants 136 100 3* -97.0%
*reduction related to a lack of abatement funds
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Compliance Rate 2011 2012 2013 YTD
85% 57% 47%
Supportinp, Documents:
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