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HomeMy WebLinkAbout39-City Administrator ORIGINAL CITY OF SAN BERNARDINO — REQUEST FOR COUNCIL ACTION From: Fred Wilson, City Administrator Subject: Discuss and take possible action regarding crime reduction initiatives and the Dept: City Administrator's Office FY 2005/2006 budget Date: December 1, 2005 M/CC Meeting Date: December 5, 2005 Synopsis of Previous Council Action: November 23, 2005 — Ways and Means Committee requests that issues related to crime reduction be agendized for a workshop discussion by the Mayor and Council on December 5 Recommended Motion: Discuss and take possible action regarding crime reduction initiatives and the FY 2005- 2006 budget. ignature Contact person: Fred Wilson Phone: 5122 Supporting data attached: staff report, attachments Ward: all FUNDING REQUIREMENTS: Amount: Source: (Acct. No.) (Acct. Description) Finance: Council Notes: Agenda Item No. 39 JJ5- m- STAFF REPORT Subject: Discuss and take possible action regarding crime reduction initiatives and the FY 2005/2006 budget Background: At the November 21 meeting of the Mayor and Council, it was proposed that a workshop be held to discuss potential initiatives that would help address the issue of crime in the community. On November 23, the Ways and Means Committee reviewed the Finance Department's year-end report for FY 2004-05, and first quarter report for FY 2005 -06. In the context of that discussion, the Committee recommended that the Mayor and Council consider several initiatives at a workshop. Accordingly, the following concepts will be discussed at the dinner hour workshop on December 5: • Use police retirees to augment Police Department personnel — This was discussed as one way to quickly add staff resources. Retirees that did not receive industrial disability retirements and are still able to perform their duties could work as police officers for up to 960 hours per calendar year. Subsequent to the Committee meeting, staff from the Police Department and Human Resources have developed a plan to use police retirees to form a new unit that would handle alarm response calls. More information on this concept is attached(Attachment A). • Conduct a staffing and deployment study of the Police Department — An staffing and deployment study could identify ways to maximize the use of existing resources in the Police Department. After gathering samples of RFP's from other agencies, staff has drafted a proposed outline of points of analysis for such a study (Attachment B). The cost of a study of this nature is estimated to be in the $150,000—$200,000 range. • Offer incentives to lateral hires and new recruits —Filling sworn police positions continues to be a significant challenge. Most hiring now focuses on new recruits that come to SBPD from police academies. Incentives could be offered to make the department a more attractive career choice to officers currently serving in other agencies, as well as new recruits. The Police Department and Human Resources have provided further information concerning possible incentives (Attachment Q. • Allocate additional General Fund resources to fund police department positions and/or other resources — The Finance Department's FY 2004-05 year-end report notes that the General Fund's undesignated fund balance is higher at year end than was initially projected. The Committee unanimously recommended that this additional money be used for police purposes. Finance has been asked to develop projections for FY 2006-07 that will provide some longer- term context for this discussion. i Financial impact: To be determined, depending upon the actions taken by the Mayor and Council. Recommendation: Discuss and take possible action regarding crime reduction initiatives and the FY 2005-2006 budget. i Attachment A Executive Summary Workload Analysis— Reduction in Calls for Service Alternative Alarm Response Unit Proposal The Police Department is proposing that an alternative alarm response unit be created to respond to specified burglary and robbery alarm calls received from private alarm companies. The goal of this program is to dramatically reduce the number of alarm calls that police officers respond to, thus freeing up their time for proactive policing activities. Police officers would respond only to alarm calls that the alarm response unit had verified as involving a crime. They would not respond to false alarms. The alarm response unit would be staffed by police officers who retired in good standing from their respective police agencies with CCW endorsements. Employment would be part-time, limited to a maximum of 960 hours annually. All retirees from agencies other than SBPD would be subject to successfully completing a background investigation. Employees will operate a two-person police unit to maximize employee safety and minimize response costs (vehicle operations). Alarm response unit employees would wear City provided uniforms similar to those worn by active police officers. Badges and shoulder patches would identify employees as alarm response unit employees. They would be issued safety equipment, including firearms, leather gear, ballistic vests, and pepper spray. Employees would drive marked CSO police units. Workload Analysis Nationally and locally police agencies have determined that a large majority of alarm calls are determined to be false and do not involve crimes that require a police officer to respond. For a recent three-month period (August— October 2005) our Communications Center received 3,561 alarm calls. Of this total 2,805 (79%) calls were false, 679 (19%) were canceled by alarm companies prior to dispatch or before police arrival, and 77 (2%) resulted in an arrest or crime report. On the average, the false alarm calls took 22 minutes to handle and required 1.9 officers per call for a time expenditure of 1,954 police officer hours. This calculates to an annual time expenditure of 7,816 hours that could potentially be shifted to the alternative alarm response unit. A workload analysis will be performed to identify peak periods of alarm calls and the number of alarm response unit employees needed to respond in an efficient manner. Historically, our peak alarm periods are weekdays, in the mornings and evening when businesses are opening and closing, followed by the late evenings due to janitorial services. For cost analysis this proposal would provide 10-hour coverage, Monday through Friday, on our Day Shift (7:00 a.m. to 5:00 p.m.) and 10-hour coverage on Friday and Saturday nights (6:00 p.m. to 4:00 a.m.). There are other time periods where the workload may not justify alternative handling of alarm calls. Deployments will be monitored and adjusted based on need. When there are no alarm calls, alarm response employees could also handle other non- emergency calls for service that do not require a police officer or CSO. These would include extra patrols, vacation checks, traffic control, etc. i Cost Analysis The cost of minimum deployment (Scenario#1) is based on the initial deployment described under Workload Analysis with two alarm response unit employees deployed 260 weekdays and 104 evenings for a total of 364 10-hour shifts. 7,280 hours of coverage would be needed. This would require a minimum of eight employees (rounded up) since alarm response unit employees are limited to working 960 hours annually. Additional two-person units may be needed on some days or evenings as determined by a workload analysis. 7,280 Hours @ $25.4654 per hour $ 185,388.11 Uniform Costs @ $ 255.00 per officer $ 2,040.00 ,Department Issued Equipment @ $2,310.00 per officer $ 18,480.00 TOTAL COST $ 205,908.11 To expand minimum deployment to five nights (Scenario#2)would require a total of 520 10-hour shifts. 10,400 hours of coverage would require a minimum of eleven employees (rounded up). 10,400 Hours @ $25.4654 per hour $ 264,840.16 Uniform Costs @ $ 255.00 per officer $ 2,805.00 !Department Issued Equipment @ $2,310.00 per officer $ 25,410.00 TOTAL COST $ 293,055.16 l i Alternative Alarm Response Unit Tentative Deployment Plan with Two-Employee Teams Scenario #1 Day Shift (07:00 a.m. to 5:00 p.m.) Sunday Monday Tuesday Wednesday Thursday Friday Saturday Off 10 10 10 10 10 Off Cover Shift (6:00 p.m. to 04:00 a.m.) Sunday Monday Tuesday Wednesday Thursday Friday Saturday Off Off Off Off Off 10 10 Alternative Alarm Response Unit Tentative Deployment Plan with Two-Employee Teams Scenario #2 Day Shift(07:00 a.m. to 5:00 p.m.) Sunday Monday Tuesday Wednesday Thursday Friday Saturday Off 10 10 10 10 10 Off Cover Shift (6:00 p.m. to 04:00 a.m.) Sun ay Monday Tuesday Wednesda Thursday Frida Saturday Off Off 10 10 10 10 10 i i Attachment B Points for Analysis - Police Department Staffing and Deployment Study 121112005 4:45 PM City Administrator's Office Purpose The purpose of this request is to solicit proposals from potential consultants willing to provide an evaluation of the overall organization and operations of the San Bernardino Police Department. Specifically, the City seeks an examination and assessment of the economy and effectiveness of current practices and resources within each branch of the organization, with the goal of identifying ways in which the Department can enhance its effectiveness in combating and preventing violent crime, and addressing the needs of the city in the future. The evaluation will compare the operations and organization of SBPD with the operations and organization of other similar sized agencies that have been effective in reducing violent crime. The final report will describe what is functioning well,point out existing or potential problems, draw conclusions and make recommendations for future growth and progress based on the findings. The City's ultimate goal of the study is to ensure that the Police Department is organized and staffed in a manner that balances the need for adequate response times, time for proactive patrol, time for clearing unsolved cases, and time to work with the community on specific problems. The goal is not to point fingers, but rather to identify root causes and strategies for correcting any issues that are identified. Evaluation Areas The efficiency study will analyze and evaluate the following areas: 1. Personnel a. Sworn officer staffing and deployment 1. Comparison of number of sworn positions to that of agencies that have similar demographics, similar levels of calls for service, and similar population sizes. Comparisons should include ratio of calls for service to staffing levels 2. Analysis of current work schedules and recommendations for alternatives, if they would improve overall performance of the department 3. Specific recommendations to increase/decrease the numbers and/or functions of sworn staff 4. Projected staffing needs in 5 years (2011) and in 10 years (2016) b. Deployment system evaluation 1. Evaluation of the beat system as a strategy in reducing crime 2. Specific recommendations to improve the effectiveness of the beat system 3. Other recommended strategies to improve the Department's effectiveness in addressing violent crime c. Organizational Structure (sworn and civilian) 1 Attachment B 1. Organization of sections/units d. Civilian Staffing 1. Comparison of number of civilian positions to that of agencies that have similar demographics, similar levels of calls for service, and similar population sizes 2. Adequacy/competency of civilian staffing to support sworn positions 3. Analysis of current work schedules an recommendations for alternatives, if they would improve overall performance of the department 4. Recommendations to increase/decrease the numbers and/or functions of civilian staff 5. Projected staffing needs in 5 years (2011) and in 10 years (2016) e. Other area(s)recommended by consultant 2. Finance a. Expenditures 1. Evaluation of use of budgeted funds for personnel, including overtime 2. Evaluation of use of budgeted funds for maintenance and operations (equipment, supplies, etc.) 3. Evaluation of use of budgeted funds for capital items (computers, etc.) b. Revenues 1. Use of grant funding 2. Use of asset forfeiture funding b. Other area(s) recommended by consultant 3. Technology a. Assessment of currently implemented technology 1. Sufficiency of technological tools to meet the department's mission b. Long-term technology needs 1. Recommendations to fulfill future technology needs c. Other area(s) recommended by consultant Submission Guidelines All respondents shall submit an original and 4 copies of the completed proposal by 4:30 p.m. on Friday, January 20, 2006. Proposal Elements Complete proposals shall include the following three elements: Cover Letter- The cover letter shall state the consultant's intent to perform the work as outlined in the proposal narrative and show a single total cost inclusive of all time and materials necessary 2 Attachment B to complete the study and produce the desired receivables. A principal of the organization shall sign and date the letter. Proposal Narrative—The proposal narrative shall outline in detail the proposed method(s)to evaluate each of the three evaluation areas listed in this RFP. Proposers should also indicate the access to staff, facilities, or data they will require to complete each element of the evaluation, and describe their proposed information-gathering methodologies in detail. The narrative should help the City frame the best methodology that will meet the City's goals, based on the consultant's past experience with similar projects. The selected consultant may be asked to work with a Project Steering Committee formed to assist in the development of this study. Proposers should also include monthly progress workshops which will be held with the Mayor and Council with the goal of keeping the Mayor, Council, and other stakeholders updated and informed regarding the study's progress and findings. A timeline including key milestones and projected completion date should be included. It is the City's desire to complete the study expeditiously, but in a manner that allows for thorough consideration of the issues. Qualifications of Consultant -All proposers shall submit a list showing the names and contact information of other law enforcement agencies previously studied by their company. Proposers should list the individuals that would be responsible for performing the study work, and provide their background information including previous experience in studying law enforcement agencies. Receivables At the conclusion of the study,the consultant shall submit 20 copies of a written report of findings addressing each of the evaluation areas listed in the RFP. This report will include an assessment of the strengths and weakness in each area as well as noteworthy practices, recommendations for improvement, and potential cost savings. Recommendations should not include calls for proposed additional studies, and should not be reliant upon modifying existing City Charter provisions concerning the organization and management of the police department. The written report should also include a detailed action plan for implementation of the study's recommendations, and estimated costs or savings associated with each recommendation. Recognizing that not all the recommendations may be pursued by the City,the implementation plan should note if a given recommendation must be taken together with other(s), or can stand alone, as appropriate. Questions All questions associated with this solicitation should be directed to Lori Sassoon, Assistant City Administrator, at 909-384-5122. 3 Attachment C POLICE OFFICER RECRUITMENT INCENTIVES • Employee referrals—could apply to any City of San Bernardino employee. Employee would receive $500 upon appointment of referred Police Officer and an additional $500 after referred Police Officer passes probation. 10 referrals = $10,000 25 referrals = $25,000 • Signing bonuses for lateral Police Officers—Upon appointment, Police Officer would receive bonus of$2000 and another$3000 upon successful completion of probation. If employee stays less than 3 years, the amount must be refunded to the City. Could consider additional bonus amounts for laterals with bilingual skills and education. Another option is a larger bonus spread out over three years of employment. 10 lateral hires = $50,000 25 lateral hires= $125,000 • Signing bonuses for new recruits—Upon appointment, they would receive a bonus of$1250 and another $1250 upon successful completion of probation. If employee stays less than 3 years, the amount must be refunded to the City. . 10 lateral hires = $25,000 25 lateral hires = $62,500 • Relocation expenses for laterals and new recruits—Offer potential employee $2000 to relocate to the City of San Bernardino. Relocation expenses must be repaid if Police Officer fails probation or leaves City employment within 2 years. 10 relocation incentives = $20,000 25 relocation incentives= $50,000 • Provide immediate sick and vacation leave balances for new recruits - upon appointment the City would provide him/her the equivalent of six month's leave accruals for immediate use. 40 hrs vacation leave per 10 employees = $13,896 48 hrs sick leave per 10 employees= $16,675 Total soft cost for 10 employees = $30,571 40 hrs vacation leave per 25 employees =$34,740 48 hrs sick leave per 25 employees= $41,688 Total soft cost for 25 employees = $76,428 • Allow lateral employees to receive 100 hours of sick leave balance upon hire a Attachment C • Accelerated sick and vacation leave accruals—Lateral Police Officers' leave accruals would be based on years of service as a Police Officer with the agency they leave. Maximum cost of all incentives for 10 hires = $135,5 71 Maximum cost of all incentives for 25 hires = $338,928 12/01/05 i I, I , I l rrrrr� *Updated 12/05/05 DRAFT CITY OF SAN BERNARDINO PROJECTED GENERAL FUND BALANCE FISCAL YEARS 2005-2006 APPROVED UPDATED VARIANCE BUDGET ESTIMATE APPROVED / DESCRIPTION FY 2005-2006 FY 2005-2006 UPDATED Estimated Revenues $112,629,300 $ 114,899,500 $ 2,270,200 Transfers In $ 8,148,700 $ 7,982,700 $ (166,000) Other Sources-Bond Proceeds $ - $ - $ - Total Available $120,778,000 $122,882,200 $ 2,104,200 Estimated Expenditures $126,200,300 $ 126,264,500 $ (64,200) Vacancy Savings (950,000) (950,000) - Transfers Out 4,191,600 3,941,600 250,000 Total Expenses $129,441,900 $129,256,100 $ 185,800 Excess/(Deficiency) of Available over Deduction $ (8,663,900) $ (6,373,900) y 2,290,000 Estimated Beginning Balance $ 15,065,500 $ 18,240,400 $ 3,174,900 Estimated Ending Balance $ 6,401,600 $ 11,866,500 $ 5,464,900 Budgeted Reserve $ 6,398,200 $ 7,659,200 $ 1,261,000 Budget Excess/(Deficiency) $ 3,400 $ 4,207,300 $ 4,203,900 + ntn Record at �rc3rf ms Mtg: _[z S- U,'f 4G� . re ;_ 4da Item /2 City ClerkICDC Secy City of San Bernardino GI 1 Y OF SAN BERNARDINO GENERAL FUND PROJECTIONS FISCAL YEAR 2005 - 2006 REVENUES FY 05-06 Adopted FY 05-06 Revenue Budget $ 112,629,300 Decrease Sales Tax Estimate (2,000,000) UUT Additional Growth (Utility Rate Incr) 200,000 Increase Property Tax 500,000 Increase Prop Tx in Lieu Sales Tax 331,500 Increase Prop Tx in Lieu VLF 2,707,100 Decrease EMS User Fee (150,000) Increase Dev. Services Permits/Fees 300,000 Carryover Revenue 81,600 Franchise Audit Findings 300,000 ¢ TOTAL $ 114,899,500 TRANSFERS - IN FY 05-06 Adopted FY 05-06 TSF-In Budget $ 8,148,700 Decrease Cultural Dev TSF to GF 166,000 TOTAL $ 7,982,700 CITY OF SAN BERNARDINO GENERAL FUND PROJECTIONS FISCAL YEAR 2005 - 2006 EXPENDITURES FY 05-06 Adopted FY 05-06 Expenditure Budget $ 126,200,300 Carryover Expenditures from FY 04-05 1,201,600 Estimated Expenditure Savings Mayor (100,000) Estimated Expenditure Savings Code (100,000) Estimated Expenditure Savings Gen Gov (1 ,059,000) Estimated Expenditure Savings Admin (10,000) Estimated Expenditure Savings HR (10,000) Estimated Expenditure Savings Finance (20,000) Estimated Expenditure Savings Dev Sev (200,000) Estimated Expenditure Savings Fire (200,000) Estimated Expenditure Savings Facilities (150,000) Estimated Expenditure Savings Parks (200,000) Estimated February Election Costs 290,000 Additional PD Costs 621,600 TOTAL $ 126,264,500 *NOTE: General Gov. is estimated to have $1,059,000 of savings but it has been assumed that $1 million of this savings will be put into the reserve for future Safety PERS Costs. TRANSFERS - OUT FY 05-06 Adopted FY 05-06 TSF-Out Budget $ 4,191,600 Estimated Other Depts Exp. Savings 250,000 TOTAL $ 31941,600 i "Updated 12/05/05 DRAFT CITY OF SAN BERNARDINO PROJECTED GENERAL FUND BALANCE FISCAL YEARS 2005-2006 and 2006-2007 APPROVED UPDATED PROJECTED . BUDGET ESTIMATE ESTIMATE DESCRIPTION FY 2005-2006 FY 2005-2006 FY 2006-2007 Estimated Revenues $112,629,300 $114,899,500 $120,560,500 Transfers In $ 8,148,700 $ 7,982,700 $ 7,982,700 Other Sources-Bond Proceeds $ - $ - $ - Total Available $120,778,000 $122,882,200 $128,543,200 Estimated Expenditures $126,200,300 $126,264,500 $129,011,700 Vacancy Savings (950,000) (950,000) (950,000) Transfers Out 4,191,600 3,941,600 4,541,600 Total Expenses $129,441,900 $129,256,100 $132,603,300 Excess/(Deficiency) of Available over Deduction $ (8,663,900) $ (6,373,900) $ (4,060,100) Estimated Beginning Balance $ 15,065,500 $ 18,240,400 $ 11,766,500 Estimated Ending Balance $ 6,401,600 $ 11,866,500 $ 7,706,400 Budgeted Reserve $ 6,398,200 $ 7,659,200 $ 7,659,200 Budget Excess/(Deficiency) $ 3,400 $ 4,207,300 $ 47,200 >,tnrod into Record at ;,�,-.vnPvcros Mtg: /; /,40_5 ;e Item City CIerkICDC Secy City of San Bernardino CITY OF SAN BERNARDINO GENERAL FUND PROJECTIONS FISCAL YEAR 2006 - 2007 REVENUES FY 06-07 Updated FY 05-06 Revenue Projections $114,899,500 Increase Sales Tax Estimate 1,375,000 UUT Additional Growth (Utility Rate Incr) 500,000 Increase Property Tax 300,000 Increase Prop Tx in Lieu Sales Tax 300,000 Increase Prop Tx in Lieu VLF 1,000,000 Carryover Revenue (81,600) Reinstate Prop. Tax/Gov. Agreement 1,867,600 Business Registration Growth 200,000 Misc. Other Revenue Increases 200,000 TOTAL $120,560,500 TRANSFERS - IN FY 06-07 Updated FY 05-06 TSF-IN Projections $ 7,982,700 TOTAL $ 7,982,700 CITY OF SAN BERNARDINO GENERAL FUND PROJECTIONS FISCAL YEAR 2006 - 2007 EXPENDITURES FY 06-07 Updated FY 05-06 Expenditure Projections $126,264,500 Removed Election Costs (375,000) Additional Safety Overtime Costs 400,000 Safety Charter 186 Costs 1,400,000 Increase for MOUs/PERS Costs/Health Costs 500,000 Fire Charter Initiative Costs 422,200 Internal Service Costs (Gas, Electric, IS, Fleet, etc.) 400,000 TOTAL $129,011,700 TRANSFERS - OUT FY 06-07 Updated FY 05-06 TSF-OUT Projections $ 3,941,600 Additional TSF to Liability Fund 300,000 Additional TSF to Workers Comp Fund 300,000 TOTAL $ 4,541,600 INTER OFFICE MEMORANDUM TO: Mayor and Common Council FROM: James F. Penman City Attorney SUBJECT: Counter Force Initiative DATE: December 2, 2005 On Monday, December 5, the Council will discuss crime reduction initiatives. The following is for your information. From 1995 to 2000, Part I Felony Crimes in the City of San Bernardino decreased by over 39%. The architect of most of the strategies that produced this successful result was Lee Dean, San Bernardino Police Chief from 1996 to 2002. Attached is a Counter Force Initiative based on Chief Dean's proven strategies, solutions, and synergy that made his administration of our Police Department one of the most successful in the City's history. Prepared with Chief Dean's assistance, this Counter Force Initiative adds to the model he produced and used in his successful attack on our City's criminal population. Several new features, some of which were planned by Chief Dean while he was in office, but not implemented due to the political constraints he encountered, are present in this initiative, along with a few others. The next mayor will not be an expert in policing no matter whom is elected. Therefore, it only makes sense to turn to one of our most recent, successful former Police Chiefs for guidance in taking back our City's streets. The main task of the next mayor will not be to run the Police Department. He should not substitute his leadership orjudgment for that of our qualified, professional Chief of Police. The mayor's job will be to insure that our Police Chief has the resources he needs to do the job, the flexibility to do what is necessary, whether popular or not, and the support of Mayor and Common Council December 2, 2005 Page 2 that mayor. Our Chief will have to take the gloves off our officers and make enforcement in San Bernardino as aggressive as the law allows. In 1999, our City had 23 murders, the lowest number in our city's recent history. As of today, we have 56. The time for "hand-holding" and "neat", politically correct law enforcement has passed. Chief Dean understands successful policing in our city, knows our crime problems, and was able to address them effectively. No one can honestly quarrel with his success as Police Chief of San Bernardino. Respectfully submitted, l{ :lames F. Penman City Attorney CITY OF SAN BERNARDINO COUNTER FORCE INITIATIVE CRIME REDUCTION STRATEGIES, SOLUTIONS, SYNERGY Proven strategies, updated applications and a determined vision are what will turn the corner on the road ahead for public safety in San Bernardino. Resource Allocation/Deployment, Problem Solving, Information Management, and Leadership Development; these four key interconnected elements will create a powerful force for reducing crime in San Bernardino. Expectations, accountability and feedback, by way of on-going reporting and evaluation, are at the heart of this model. Key Elements: Resource Allocation/Deployment • Needs/Priorities/Data Driven • Community Based - North, South Divisions by Areas • Maximum Utility via Technology Problem Solving • Interagency Collaboratives - City, Government, Private • Violent Crime Reduction • Neighborhood Enhancement - Locations/Victims/Perpetrators Information Management • Mapping • Crime Prevention • Semi-Annual Initiative Reporting on Four Key Elements Leadership Development • Public - Parole, Legislative, Drug Assistance, etc. • Private - Community, Clergy, Business, Non-profit Organizations • Police - Interagency Program Specifics -- "Work smarter and not just harder:" 1 . Suspect Contacts - No nonsense, zero tolerance policing - Enforcement will be as aggressive as the law allows. 2. Address the 10% er's - • Target the 10% of criminals who commit 55% of the crime - go after them, catch them, arrest them, revoke their freedom. • Target the 10% of locations where 60% of the crimes repeatedly occur - i.e., the gang and drug infested apartments. Many are substandard and out of compliance with fire and building codes - close them - bulldoze them. • Identify and track the 10% of victims who represent 40% of the total caseload - in other words, these are repeat victims. 3. Monitor, track, and reduce violent parolees - Parolees commit many, if not most of our crimes - return to 1999 program when arrests of parole violators increased 22% over the pervious year. In September, I proposed GPS Tracking of the most violent parolees. There are over 1800 parolees in our City. 250 GPS Tracking Blue Tags (ankle bracelets) by STOP, Inc. cost $8.75 per day per unit. $8.75 x 365 = $3,193.75 x 250 = $798,437.50. Partner with State Parole, calling on state legislators and area congressmen who have offered to help. State Parole pays 1/2, we pay 1/2. Cost to City $399,218.75 per year. (If we are the 18t" most dangerous City in the nation, this could be a federally funded pilot program. When the pilot program ends, depending on the results, we may want to increase the Blue Tag units from 250 to 500.) 4. Distressed Neighborhood Force - Reinstate successful initiative that concentrated in the high crime areas and was significant in the 39% reduction of Part I felonies over a 5-year period in San Bernardino. 5. Rapid Deployment Force - (RDF) - Comprised of officers regularly assigned to Problem Oriented Policing Teams, Bicycle Mounted Enforcement Team personnel, Traffic Officers, Distressed Neighborhood Team, and Multiple Enforcement Team. Mission: respond to extraordinary events - Target civil unrest, gang wars or increase in area gang activity, disasters or other events that would unnecessarily task the normal Patrol Division Operations. 1 6. Increase gang unit from 8 to 16 officers - 8 officers on each team, 2 teams, one in each division (see item #16). 7. Reinstate Violent Crime/Gangs/Narcotic Initiative - Target those with history of commission of these crimes. In 1999, violent crime was reduced by 20% in San Bernardino as a result of this now defunct initiative. 8. Close illegal parolee halfway houses - There are more of these illegal facilities in our City then are found in other cities in the county. Fire, Code and City Attorney have the means to close them if permitted by the Mayor. 9. Assign MET and POP Teams to target top three problem crime areas - When those areas are cleared, move to the next three. Mission involves saturation patrols, proactive enforcement, vehicle stops and searches, and completing gang cards on undocumented gang members. (Gang cards result in clearing homicides.) 10. Balance Problem Oriented Policing (POP) Projects and calls for service. Few POP projects require 100% of an officer's time. Every patrol officer will be responsible for some POP projects and will respond to calls when not working on the POP projects. A minimum of two, 3 officer POP Teams will be assigned to each division. 11. Reinstate High Impact Curfew and Truancy Enforcement programs. 12. Tagger Tracking and Data Base. 13. Review current beat system - It can be effective if tied to other plans. 14. Reinstate Area Detectives - Two per area: focus on each area's intractable, complex problems. Analyze chronic service drains and current crime trends. Area detectives will focus on suspects and locations. 15. Reinstate Bicycle Mounted Enforcement Team (BMET) - Highly effective in countering drug sales and broken window syndrome responses. 16. Reorganize Command Structure: Divide City into two divisions, North and South under supervision of a captain in charge of each division including patrol and investigations in each division - Three area commands per division headed by three lieutenants in each division. 17. Decentralize "Public Disorder" Crime investigations (robbery, burglary, theft, narcotics, GTA's, assaults) to North/South Divisions. 2 18. Develop the "Model" during facilitated sessions to operationalize the "plan." 19. Each Division Command will be given one year to reduce crime by 20%. Reporting will be quarterly. Police managers will implement mandatory programs in "tool kit" and select other programs to be emphasized in their division. • Quarterly meetings of all sworn and non-sworn police supervisors and managers (about 80 people). 20. Tool Kit Projects • At Risk Youth Program -Won Governor's Award for employment of At-Risk Youth by partnering between private employers and City. - Mandatory both divisions. • Faith-Based Parenting - Partnership between religious organizations, police chaplains, churches, synagogues, temples to target parents for training in faith- based parenting. - Mandatory both divisions. • "Broken Windows" Program - Mandatory in both divisions - focuses on "locations", rental housing, etc. • Crime-Free Rental Housing Program - Mandatory in both divisions. • Gang Injunctions - Mandatory in both divisions. • Curfew and Truancy Program - Mandatory in both divisions. • Illegal Parolee Halfway Houses - Identify and close - Mandatory in both divisions. 21. Explore • Other projects in other cities and states, such as the Boston Gun Project's Operation Cease-Fire -Aimed at reducing youth homicides. Cease Fire targeted: Gun trafficking - Fear among youths Gangs and chronic offenders • Aviation Division - Used by cities of Riverside, Ontario and Fontana Research any grants that may be available for police airships. - Cost is less than $650,000 per year to maintain Highly effective for patrol, pursuits, and is a visible deterrent 3 • Other Projects that will be suggested in the facilitated sessions that will be convened to work through the City's current and future problems. 22. "Buy-in" by all city departments - Parks and Recreation, Fire, Code Enforcement, City Attorney, Public Services, etc. - Develop a sense of shared purpose and a vision that is presently non-existent in city government. (Get our own house in order first.) 23. Mapping/Presentation/Reporting • Map crime accurately and continuously. Identify crime occurrences, demographics, business locations, and residential data. This allows police managers to make educated guesses, and take measured risks — not gambles. This is proactive policing. • Crime prevention will be built on accurate mapping and directly linked to the crime triangle: suspect/victim/location. • Develop separate "early warning" systems for residential neighborhoods and for the business community. • Insist on semi-annual reports on the four key elements. 24. Assistance from other agencies and groups • Collaborative efforts with state parole, courts, sheriff, CHP, federal agencies. • Legislative solutions - Enlist area leaders and identify laws needing modification and new laws responding to unaddressed crime problems. • Increase educational efforts about crime issues directed at leaders in community, clergy, business and non-profit groups. Partner with such leaders and their groups at every available opportunity. 25. Replicate the 1979-1980 program that was under the auspices of the Los Padrinos Youth Service Bureau. Partnering among City of San Bernardino and area non- profits targeted three generations of Hispanic youth gangs; developed programs for all age groups and eliminated "family graduation" cycle. (i.e. "Baby" Counts to "Junior Counts" to "Royal" Counts.) By 1980, all traditional Hispanic gangs in the city had disbanded. 26. Deportation of Illegal Immigrants — Federal Law allows us to cross-train police to enforce immigration laws, but we don't. Civilian employees who staff the City jail and some sworn officers will be cross-trained to enforce immigration laws against arrested suspects who are here illegally and turn them over for deportation. 4 i { i 27. Number of Police Officers — San Bernardino needs a minimum of 450 sworn Police Officers given the large number of parolees (1800+), gang members (approximately 5000), and other crimimals (not counting illegal immigrants in our city). Presently we are authorized to employ 312 officers. While we cannot presently afford another 138 officers, we should budget for as many more as possible, as soon as possible. 28. Grants — We must aggressively pursue ALL available grants. This will enable us to put more cops on the streets. The argument that we can't afford to continue to retain those officers when the grants run out, as most grants require, is specious — San Bernardino has never laid off police officers. We have always found a way to keep them after each grant ended. i Summary A. • Managing resources according to state of art technology is key B. • Violent crime reduction is key C. Preventing crime is key D. Building leaders is key 5 TALKING POINTS Weed and Seed Program • We reviewed this grant opportunity in early 2005 and again in July/August 2005. Refer to Staff Report dated August 30, 2005. • We did not apply for this grant because: ➢ The city,police department and community would have to make a large front end investment of time and money into the program with no promise that grant funding would be received. ➢ The city and community's local funding commitment (in-kind, fiscal and volunteer)would be fives time the grant award amount. ➢ The long-term public commitment to serve on the neighborhood steering committee and administer the 50% of grant funding designated for seeding activities may not be sustainable. ➢ There is a long-term program retention requirement after grant funding is exhausted. • Weed and Seed provides up to $175,000 in federal grant funding in year one and up to $225,000 in each of the following four years, contingent upon funding and program performance. • The city would be limited to three awards totaling no more than $675,000 each fiscal year. • The city would be required to apply for and qualify for"Official Recognition" prior to becoming eligible to apply for a competitive Weed and Seed Grant. OR involves establishing a neighborhood steering committee, developing a written strategic plan for crime prevention and neighborhood revitalization. The OR process takes up to one year to complete and only 25% of all OR applications are approved. Project Safe Neighborhoods Program • The last solicitation for applications appears to have been in federal FY 2004. • PSN is a comprehensive, strategic approach to reducing gun crime in America through a partnership of federal, state, and local law enforcement,prosecutors, and community leaders. • Grant funding was used to hire new federal, state, and local prosecutors; provide training; hire research and community outreach support; and develop and promote effective prevention and deterrence efforts. • In early 2004 (before I retired)we prepared a"White Paper" outlining the grant solicitation that was presented to the County Chiefs Association in an effort to develop a countywide approach and grant application. We believed a countywide approach might interest the US Attorney's Office in LA as opposed to just the city of San Bernardino. We were unable to obtain countywide support for the proposal. • In FY 2004, California OES received allocations of a little more than$1 million for Northern California and a similar amount for Central California. California �,.D/d . f .., Peace Officer's Association received slightly over $1 million for Central California. These funds were used for the state Safe School Initiative. • The San Diego County District Attorney's Office received $455,445 for Project Sentry. The goals of Project Sentry were: ➢ Develop a protocol between the U.S. Attorney and San Diego County DA's Office on prosecuting firearm violations. ➢ Hire a Crime Lab Technician for National Integrated Ballistic Information Network(NIBIN). ➢ Have 10 schools implement a Gun Safety Campaign. ➢ Implement a Handgun Violence Prevention Curriculum in eight after-school programs. • We have implemented Project ChildSafe which provided a free gun lock giveaway program administered by our District Commands. • Our Forensic Unit has implemented the NIBIN program. Safe Streets Violent Crimes Initiative • This probably was the FBI task force grant that addressed organized crime and prison gangs such as the Mexican Mafia,Hells Angels, etc. • Possibly the grant funds were re-directed due to 9-11. • I am unable to locate a current or past grant with this title or similar title. • I have checked the following federal sources: ➢ www.grants.gov—back through 3/10/2003 ➢ Office of Justice Programs (OJP) ➢ National Criminal Justice Reference Service (NCJRS) ➢ U.S. Department of Housing and Urban Development ➢ Bureau of Justice Assistance (BJA) ➢ National Institute of Justice (NIJ) ➢ Office for Victims of Crimes (OVC) ➢ Office on Violence Against Women(OVW)