HomeMy WebLinkAbout25-Police Department
1- CITY OF SAN ~RNARDINO
~/
- REQUEST FOR COUNCIL ACTION
From:
Wayne Harp
Assistant Chief of Police
Subject:
Police Department Report on
Operational Initiatives
Dept:
Police
ORIG"~~;!~l
Date:
September 8, 1997
Synopsis of Previous Council action:
None.
Recommended motion:
Receive and File.
./
Contact person: Wayne Harp. Assistant Chief of Police
Supporting data attached: Yes
Phone: 384-5603
Ward:
FUNDING REQUIREMENTS:
Amount: N/A
Source:
Finance:
Council Notes:
75.0262
q/J5/11-
Agenda Item No.l5
CITY OF SAN BERNARDINO - REQUEST FOR COUNCIL ACTION
STAFF REPORT
The Police Department reports on its Operational Initiatives twice yearly. A related report to follow from the
City Administrator's Office will update the Crime Fighting Strategic Plan. As a founding group member in
that effort, and therefore by request of the Chief of Police, Assistant Chief Harp will describe how the Police
Department's Operational Initiatives dovetail into the Crime Fighting Strategic Plan. The August 1997 Report
on Operational Initiatives is the final report for fiscal year 1996/1997. (See attached). The Initiative process
is key to the Department's problem-solving philosophy. Initiative Management provides a structured, systematic
approach to problem solving. The San Bernardino Police Department has identified four major Initiatives: I)
Cooperative Problem Solving, 2) Violent Crimes/Gangs/Narcotics, 3) Efficiency, 4) Information Management.
The steering groups working on the Initiatives consist of a cross section of Department members and others who
bring their views and expertise to the table. Each Initiative is tasked with the responsibility of developing an
annual planning matrix to define goals, responsibilities, and performance measures. As noted, each Initiative
reports twice annually on their progress. This report provides two planning matrixes for each Initiative. One
matrix is a summary of all projects for fiscal year 1996/97. The second matrix describes the work to be
undertaken in fiscal year 1997/98. Brief descriptions of each of the matrix items are also provided. By
reporting in this fashion, elected City officials, City staff, Police Department employees, and members of the
public are able to evaluate the Department's accomplishments and areas where we will be working in the
upcoming year. This assures and underscores our ongoing commitment to one of the organization's core values,
accountability.
CoolJerative Problem Solvin!!
This is our broadest Initiative. It's purpose is to identify cooperative strategies, which will allow the Department
to achieve the goals and objectives outlined in San Bernardino's Crime Fighting Strategic Plan and in the Police
Department's Organizational Development and Community Service Prospectus. Quite simply, it focuses on
solving indigenous community problems which contribute to crime and disorder.
Violent Crimes/Gan!!s and Narcotics
The overarching goal of this Initiative is to reduce the amount and types of narcotics activity, violent crimes,
and gangs in our community. This Initiative also recognizes the importance of expanding beyond'the traditional
law enforcement role and generating community-based solutions.
Information Mana!!ement
One of the tasks critical to the ongoing operation of a police department is the management of information. The
collection, storage, processing and dissemination of information is critically important to the effective delivery
of police services. As good managers, Police Department personnel recognize our responsibility to constantly
seek out the most effective ways to manage the volume of information generated by the Department. Critical
to the management of this information is dissemination for the purposes of crime analysis and personnel
deployment.
Efficiencv
This Initiative focuses on the Department's commitment to be good stewards of the resources entrusted to us
by the public. The Efficiency Initiative is tasked with continuously examining the processes and procedures of
the Department in an effort to maximize our effectiveness and constantly search for better ways of getting the
job done.
75-0264
City of San Bernardino
Police Department
Report on Operational
Initiatives
lee Dean
Chief of Police
August 1997
TABLE OF CONTENTS
Table of Organization ............................................... 1
Initiative Management Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Initiative Overview ............................................... 3-5
Cooperative Problem Solving Initiative. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 6-18
Violent Crime/GangslNarcotics Initiative .............................. 19-28
Information Management Initiative .................................. 29-35
Efficiency Initiative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-41
City of San Bernardino Crime Fighting Strategic Plan ................. Appendix
CITY OF
San Bernardino
POLICE DEPARTMENT
LEE 0 E A N
CHIEF OF POLICE
August 15, 1997
Message from Chief Lee Dean
To The Honorable Mayor, City Council, City Administrator,
Members of the San Bernardino Police Department, and
Citizens of San Bernardino
Change brings challenge. Given opportunity and support, men and women can get extraordinary
things done. Opportunities to challenge the status quo and introduce new perspectives opens the
door to untapped skills, abilities, energy and creativity. Enthusiastic support for efforts aligned
with restoration of public order is essential, from City leaders, volunteers, business, civic and
community groups - Thank you.
The need to streamline resources was recently presented to the men and women of the Police
Department. Employees at all levels rose to the challenge and sharpened their focus by
generating recommendations for adapting to fiscal constraints. Each employee's suggestion was
respectfully considered. Many were incorporated into organizational restructuring.
Restructuring converted the functions of three divisions into two. Assistant Chief Harp absorbed
additional responsibility for Personnel and Training. Captain Billdt remains in charge of the
Patrol Division and has assumed command of the Communications Center. Captain Curtis now
heads up the Investigations Division, which includes responsibility for the Records Bureau. New
area lieutenants include Wesley Farmer ("E" Team) and Roger Poyzer ("B" Team). Lieutenant
Steve Jarvis became Patrol's new Executive Officer; while, Lieutenant W.D. Smith was assigned
as the Chiefs Executive Officer. These changes are shown on the accompanying table of
organization.
Reorganization harnessed the vitality of new ideas and perspectives. This report on Operational
Initiatives gives the reader a detailed look at work in progress. The resourcefulness and
dedication of the men and women of the Police Department in facing challenges squarely,
produced a common direction toward our core value of: Commitment to Public Service and
Safety.
~V~
Lee Dean
Chief of Police
POST OFFICE BOX 1559, SAN BERNARDINO,
CALIFORNIA 92401 - 1559 (11011)384-5742
I Chief of Police I
I Senior Secretary : Executive
Officer/P.I.O.
I Assi!!tant Chief I
I Internal Affairs : : Personnel & Training I
I
I Budget : Payroll
I I
I Patrol Division ~ Executive I Investigations Division ~ Admin
Officer Analyst
I Secretary : Senior
Fleet Watch Intelligence f-- Secretary
Maintenance Command
I Area "A" Command ~r- I Vice/Narcotics ~ : Records
: Jail I -
CFMH
I POP/BMET f-- I Transcription
Traffic : Desk I I M.E.T. I
I NST : Bureau Detective
-
Bureau
Narcotic
Alarm Street Team r-
I Ordinance Homicide ~
Area "B" Command -
IIRNET I
I POP/BMET ~ I Area "C" Command I Specialized -
I Lab Crimes
I POP/BMET I Task Force
I Area "0" Command - I FBI
Task Force -
I POP/BMET ~ I I Narcotic -
Area "E" Command Street Team
I DistricUPOP -
I Crimes
I SBME : : POP/BMET I I Vice I I D/Property ~
: IVDA Crime SANCATT
Communications - Analysis Task Force
Bureau
POP Detectives
(TOY Patrol)
Crime Analysis Unit.
K.S.
Effectfve7/1197
1
INITIATIVE MANAGEMENT INTRODUCTION
Taking the initiative in gangs, violence, narcotics, problem solving, efficiency, and information
management, allows us to chart our own course. Understanding "Initiative Management" is key
to understanding these reports. Adopting a philosophy of proactive problem solving is essential.
Planning for the future by understanding contemporary issues and translating that understanding
into strategies based on today's needs and tomorrow's challenges, is the essence of Initiative
Management.
Proactive problem solving motivates the manager to incorporate accountability into his or her
leadership, as we become empowered to solve problems. As problems are identified, the
Initiatives plan a cooperative strategy that often employs a community partnership to remedy the
cause, not the symptoms. An Initiative steering group facilitates solutions by removing obstacles
and empowering employees to take action. This is the initiative process in a nutshell: proactive,
coordinated, partnership based on finding solutions to problems.
The San Bernardino Police Department has four major Initiatives that had in their genesis input
from members of the Department. In asking what should be our focus for the coming years, the
need to adapt our approach to policing arose. Department meetings of leaders, as well as line
personnel, identified I) Cooperative Problem Solving 2) Violent Crime/Gangs/Narcotics 3)
Efficiency and 4) Information Management as key issues affecting the Police Department's public
safety mission.
The Initiative Management process, led by a cross section of the Department, is a critical element
in preserving community trust, confidence and good will. Semi-annual reports on each Initiative
are consistent in format to provide a reader-friendly model for future reports. Each report has
an introduction, list of key events and accomplishments, current projects update and prospective
(97/98) planning matrix.
2
INITIATIVE OVERVIEW
SEMI-ANNUAL REPORT
SELECTED KEY EVENTS/ACCOMPLISHMENTS
COOPERATIVE PROBLEM SOLVING
. We have reconfigured our Area Command System from three to five areas. This
reconfiguration brings with it improved efficiency in work load management. This new
structure improves our work load imbalance, from area to area, from 13.7 percent to 5.9
percent.
The area commands have been enhanced by decentralizing Crime Prevention. Formerly,
Crime Prevention was an autonomous unit, solely responsible for Neighborhood Watch
and other related programs. In our new configuration, their resources have been
distributed equally to each of the area commands. This approach will allow each of the
area commands to develop crime prevention programs specific to their unique needs. This
is consistent with the Cooperative Problem Solving Initiative, focused on developing a
general and area-specific crime prevention prospectus.
. The area commanders are developing a community-oriented policing and problem-solving
training curriculum. This training will be delivered to the Department's supervisors and
managers. Our curriculum will be fme tuned and, ultimately, presented to the
Department's line-level personnel. Our goal is to integrate the problem-solving approach
into regular patrol. Each patrol officer will possess the skills, knowledge, and ability to
successfully initiate and complete problem-oriented policing projects. Additionally, a
detective has been assigned to each of the area commands. This detective will be
responsible for the identification and case management of area-specific crime patterns and
series.
. On February 19th, May 17th, and July lOth, joint training workshops were held between
the Police Department, Fire Department, Code Enforcement, and the City Attorney's
Office. These workshops provided an opportunity to develop, streamline, and integrate
City processes designed to deal with community problems and blight. Members of the
workshops have developed: (1) Warrant information work sheet and, (2) Reference guide
to San Bernardino's Municipal Code. The ultimate goal of this process is to enhance the
transition from community-oriented policing to community-oriented government.
VIOLENT CRlME/GANGS/NARCOTICS
. One of the Department's key performance measures, as articulated in the organization's
five-year prospectus, is an increase in violent crime clearance rates. For purposes of
evaluating our progress in this area, the first six months of 1996 are compared to the first
3
six months of 1997. For the first six months of 1996, there were 1,643 violent crimes,
with 555 cleared, for a clearance rate of 33 percent. For the first six months of 1997,
there were 1,542 violent crimes, with 668 cleared, for a clearance rate of 43 percent. This
is within I percent of our 44 percent goal, which we had projected to reach by the year
2000.
.
Another key performance measure from the organization's five-year prospectus, is a
reduction in part-one crimes. For the first six months of 1996, there were a total of 8,832
part one crimes. For that same period of 1997, there were 8,523 part-one crimes. This
is a current reduction of 3.49 percent.
Multiple efforts are afoot within the Department to favorably impact this initiative. One
key effort is the work of investigative supervisors to evaluate the population of crime
victims and crime suspects for their repeat involvement in part-one crimes. Our intent is
to identify crime patterns associated with repeat victims and suspects in an effort to
prevent future crimes. Current criminal justice research reveals that this is fertile ground
for crime reduction effort.
. Another initiative item designed to reduce criminal activity is the obtaining of civil
injunctions restraining gangs. Deputy City Attorney Paula Coleman has been assigned to
develop an injunction process focused on curtailing gang members' activities. She is
working with Deputy District Attorney Cheryl Kersey to draft this injunction. These
injunctions will be based on declarations by Multiple Enforcement Team officers
regarding gang contacts, expertise, escalations of problems, etc.
INFORMATION MANAGEMENT
. One of the key initiatives being managed by Information Management is our laptop
program for patrol officers. The original COPS More Grant, received in October 1996,
provides us $292,616 to pay for 80 laptop computers, along with ancillary equipment,
licenses, etc. An appropriate laptop computer has been selected, purchased, and delivered.
These laptops have been programmed with Penal Code, Vehicle Code, and California
Peace Officers' Legal Sourcebook software. Twelve officers have attended a two-day
"Train the Trainer" program in laptop use. These same officers will train the rest of the
Patrol force and our five problem-oriented policing teams beginning in August.
. The Investigations Division has purchased an upgrade of the ARCVIEW software
currently owned by the Department, as well as a copy of CRIMEVIEW, an add-on
software. These programs will allow the creation of "hotspot" maps of crime locations
by the Department's Crime Analysis Unit. This data will allow area commanders to
immediately identify places in the City which are being disproportionately impacted by
crime. This data will allow us to precisely deploy our officers where they can be most
effective. It will also allow for ready identification of potential problem-oriented policing
projects, and evaluation of their success.
4
. In March, the Department initiated action to participate in the Law Enforcement
Automation Data System for Parole (Parole LEADS). This computer application shares
adult California parolee information with qualified local law enforcement agencies over
a secure public Internet connection. LEADS features both statewide or local Web-based
searches and a "group" data base download feature. After City Council approval in May,
this program was implemented with a stand-alone P.C. in the Detective Bureau, and
appropriate Department staff have been trained in its use. The LEADS computer will
provide police officers and detectives with invaluable information in identifying and
tracking parolees in our community.
EFFICIENCY
. One of the key initiatives the Department is pursuing involves creating a cadre of
volunteer report writers. These people will be trained to take non-technical, basic police
reports. This will allow more time for community service representatives and police
officers to target chronic service locations, repeat victims, and offenders. A core group
of citizen volunteers have completed basic training in report writing. They are now
awaiting field training. The Department's new volunteer coordinator, CSR III Margaret
Diamond, is monitoring this program.
. A great deal of police officer time is spent awaiting prisoner medical clearances at the San
Bernardino County Medical Center. One of the issues being evaluated by the Efficiency
Initiative is the concept of paying private security to monitor these prisoners. This would
allow police officers to return immediately to duty, as opposed to spending many hours
awaiting prisoner checks.
CITY OF SAN BERNARDINO CRIME FIGHTING STRATEGIC PLAN
. The City of San Bernardino's Crime Fighting Strategic Plan was adopted by City Council
on July 1, 1997. In that plan, five critical issues were identified. They are: blight,
employment, criminal activity, education, and image. The Police Department is
responsible for implementation of the goals and strategies articulated in the criminal
activity portion of the strategic plan.
The majority of these goals and strategies are being addressed via the initiative process.
At the time of this report, the Department's initiative process has expanded to such an
extent that it has gone into areas not anticipated by the strategic plan. Those areas in the
initiative process which are broadly related to the Crime Fighting Strategic Plan, are
cross-referenced for accountability purposes on the four FY 1997/98 planning matrixes.
Cross-referencing the strategic plan to the initiative matrixes, was also done in the
February 1997 report and, as noted, is being placed in this report.
The Department intends to report in a similar fashion through January 1998, to be noted
in the February 1998 report. At that time, the breadth and scope of the Department's
initiative process will have exceeded the initial scope of the Crime Fighting Strategic Plan
to such an extent that any further reporting will be unnecessary. A copy of the criminal
activity portion from the Crime Fighting Strategic Plan is attached and referenced as
Appendix A.
5
COOPERATIVE PROBLEM SOLVING INITIATIVE
SEMI-ANNUAL REPORT
AUGUST 15, 1997
INTRODUCTION
The Cooperative Problem Solving Initiative is composed of a cross section of departmental
employees. Our purpose is to identify cooperative strategies that will allow us to achieve the
goals and objectives outlined in San Bernardino's Crime Fighting Strategic Plan and the Police
Department's Organizational Develooment and Community Service Prosoectus. Collaborative
efforts are essential in accomplishing our mission.
The Initiative process creates synergy, an essential dynamic required to drive and sustain our
progress towards short-term and long-term goals. This is the second time our members have
worked through the Initiative process together. We have matured in the process; and now, are
more comfortable with its demands. We understand that the Crime Fighting Strategic Plan. the
Organizational Develooment and Community Service Prosoectus. and community support provide
the steel girders for our policing efforts. The matrix items are the rivets. Harnessing the energy
of the Initiative process, focusing the power of collaboration, and embracing the vigor of new
ideas enables our Initiative to contribute to our agency's success.
KEY EVENTS/ACCOMPLISHMENTS
IMPLEMENT "SAFE STREETS NOW"
Instead of "Safe Streets Now," we created a new program entitled, "Clean Neighborhoods." This
prograrn allows neighbors to initiate civil actions against residents causing blight conditions. We
are working with Code Enforcement to compile an easy-to-follow guide which will explain the
small claims process.
Also, we are working with the City Attorney to develop an injunction process against public
nuisances, including prostitution. The City Attorney's Office is conducting a final review.
DEVELOP CHRONIC SERVICE REDUCTION PROGRAM
Patrol officers spend a great deal of time returning to repeat locations. Consequently, we set a
goal for each area command to reduce calls for service at one chronic service location by at least
one-half. Our ability to preempt conditions that cause repeat calls for service allows more free
time for our line officers. Consequently, more free patrol time allows officers to become more
involved in problem-solving activities. As a result of this matrix item, each area commander
identified the locations with the highest number of calls for service, prioritized the locations, and
developed reduction strategies. Each area command exceeded the established goal.
6
STRENGTHEN NEIGHBORHOOD WATCH BY EXAMINING CURRENT STRUCTURE
The Department facilitates the formation of neighborhood groups and helps them form a sense
of ownership and control over the residents' neighborhood. In San Bernardino, two associations
have evolved which promote this concept: The Neighborhood Watch Association and the Cluster
Association. Seeking greater efficiency and effectiveness, we have recommended that the Cluster
Association continue as the umbrella organization for the neighborhood groups. This
recommendation will have minimal impact on the continuing operations of active neighborhood
groups. Additionally, this consolidation will require the area command offices to assume support
responsibilities for the neighborhood groups' responsibilities previously performed by Crime
Prevention.
POLICE DEPARTMENT NEWSLETTER
An important communication link between the community and the Department is a newsletter.
We will be able to better inform citizens about crime trends and issues. Currently, we are
researching the feasibility of purchasing the necessary publishing software.
The 1997/98 Project Summary requires each area command to develop an area-specific crime
prevention prospectus. To assist the area commanders in reaching this goal, the Police
Department's Community Programs Unit has been decentralized. This required two additional
community service representative II (CSR II) positions. One responsibility of these newly
assigned CSR II's will be to identify noteworthy information for the newsletter.
"CAT." (COMBAT AUTO THEFT) PROGRAM
Auto theft is a significant component of San Bernardino's Part I crimes. As part of our strategy
to reduce auto theft, we are initiating the Combat Auto Theft (C.A.T.) program. Community
members who wish to participate are given a sticker to place on their cars. These stickers are
highly visible and give patrol officers the right to stop the vehicle during late night/early morning
hours to determine if the car has been stolen. This program is the result of a partnership with
the Automobile Association of America (AAA). AAA printed the brochures, forms, and C.A.T.
stickers at no cost to us. These items were received and distributed to the area offices in March,
1997.
CITIZEN INVOLVEMENT IN NEIGHBORHOOD PROBLEM SOLVING EFFORTS
The following two-point approach is being recommended to track citizen involvement in our
problem-solving efforts:
1. Community-Oriented Policing and Problem Solving (COPPS) training will be offered at
the Cluster Group president level. Once trained, the presidents will provide similar
training to members of their respective clusters. To assist us in evaluating the training,
we will:
7
. Survey and track the participants' comments about the training
. Adapt future training with those comments in mind
. Track continued participation by training graduates.
2. During COPPS training for our personnel, it will be recommended to our officers that
citizen involvement in the problem-solving process be placed on our problem-solving
form, emphasizing the importance of documenting citizen involvement during the analysis
phase of the process. This will allow us to track and assess citizen involvement. We will
examine this information semi-annually/annually.
INTEGRATE PROBLEM-SOLVING APPROACH INTO REGULAR PATROL
The area commanders are developing a community-oriented policing and problem-solving training
curriculum. They will deliver this training to the Department's supervisors and managers. The
supervisors and managers will be responsible for providing similar training to their employees.
The goal is to integrate our problem-solving methodology at the line level and provide time for
them to operationalize our policing strategies. Once this has been achieved, each patrol officer
will possess the skills, knowledge and ability to successfully initiate and complete projects.
Additionally, a detective has been assigned to each of the area commands. The detectives will
be responsible for the identification and case management of area-specific crime patterns and
series. In addition these investigators will act as mentors to line officers.
DEVELOP AND IMPLEMENT A SURVEY TO MEASURE PRIORITIES/OUTCOMES/
EFFECTIVENESS
In collaboration with the Marketing Department from California State University San Bernardino,
we are developing a community survey instrument. The purpose is to measure:
. Our responsiveness to community priorities
. The outcomes/effectiveness of our efforts
. Attitudes/perceptions towards the Department
. Awareness of Departmental programs.
Each area office will conduct a random phone survey. Additionally, a mailer will be sent to a
larger survey population.
DEVELOP METHOD TO ASSESS FUNCTIONALITY OF COMMUNITY SERVICE OFFICES
The community service offices were assessed on the basis of cost, uSe by citizens and officers,
and the public perception of their utility. The results revealed that the offices are used
intermittently, but daily, by officers. There is significant walk-in traffic by citizens. However,
citizen use is primarily by phone. The cost per office averages $3,000 per year. One office per
area command is necessary to the success of COPPS. The offices convey the Department's
commitment to community-oriented policing and problem solving.
8
,-----
PROVIDE PROS TRAINING TO EACH AREA COMMANDER/ADMINISTRATIVE
SERGEANT
As reported in the annual report, the PROS system experienced hardware and software problems.
Mike Eckley, of MIS, reviewed the system and determined that the vendor would have to fix a
software malfunction that prohibits the system from operating. To fix the problem, the vendor
demanded a substantial service fee and maintenance contract. Mr. Eckley indicated that our new
CAD/RMS system will provide the same management and personnel deployment information as
PROS. It is anticipated that the system will be on-line next year. Therefore, the most
appropriate decision was to wait for the new system. Meanwhile, the existing CAD/RMS will
be utilized to the fullest extent to produce personnel deployment data.
JOINT TRAINING/WORKSHOP BETWEEN POLICE. FIRE. CODE ENFORCEMENT. CITY
ATTORNEY
On February 19th, May 7th and July 10, 1997, the City Attorney's Office, Code Enforcement,
Fire Department and Police Department participated in j oint workshops. The workshops provided
us with the opportunity to develop, streamline and integrate City processes designed to deal with
community problems and blight. Members of the workshops have developed: (1) Warrant
Information Worksheet; and, (2) Reference Guide to San Bernardino's Municipal Code.
CRIME ANALYSIS PROGRAMS
The Crime Analysis matrix item has been carried over into the next Cooperative Problem Solving
matrix because the demands on Crime Analysis will be restructured under the new decentralized
area command structure.
PLANNING PHASE COMPLETE FOR FY 1997/98
The Cooperative Problem-Solving Initiative (CPSI) continued developing a comprehensive matrix
for FY 1997/98, as well as monitoring FY 1996/97 projects. Project development meetings were
scheduled. Members identified areas supporting community policing and problem-solving.
Sixteen matrix items for 1997/98 were developed. Some of the projects included in the 1997/98
matrix are:
. Provide COPPS Training to Neighborhood Association Presidents
. Provide COPPS Training to Elected Officials
. Develop Youth Services/Mentoring Program
. Develop Evaluation System to Track/Report Community Policing Outcomes
. Strengthen Crime-Free Rental Housing Program Through Incentives
. Develop Performance Measures to Determine Effectiveness
. Develop and Implement COPPS MarketinglPublicity Strategies.
Most of these projects have implementation dates near the end of 1997, however, a few have
implementation dates early in 1998. All of the projects have review dates in the last quarter of
1997.
9
SUMMARY OF FY 1996/97
REPORT ON PROJECT IMPLEMENTATION:
DEVELOP AND IMPLEMENT CURFEW PROGRAM
This was a series of curfew programs implemented by several Patrol Division officers, our
Reserve Unit, and the ~erious Habit Offender Unit. Each segment of the operation was
successful. Many offenders included juveniles cataloged in the SHO files. The curfew program
will likely be implemented again; most probably, in coordination with Operation Safe Streets III.
JOINT TRAINING ON DAYTIME CURFEW LAW WITH SCHOOL POLICE
This training was a component of our overall Curfew Program. It was aimed at juvenile crime
during daytime hours. The combined training of School officers and our personnel proved
beneficial and strengthened our professional partnership.
INTRODUCE AREA COMMAND STAFF TO CRIME-FREE RENTAL HOUSING (CFRH)
STAFF
This allowed problem-solving officers to develop a thorough understanding about the CFRH
Program. In addition, POP officers spoke at CFRH presentations to the landlords/property
managers, strengthening police-community partnerships.
STRENGHTEN CFRH PROGRAM THROUGH TRAINING OF POP OFFICERS
This item is on-going because POP officers rotate in the Patrol Division. Training and
participation in CFRH presentations is also on-going.
IDENTIFY OFFICERS FROM EACH AREA TO ASSIST WITH CFRH TRAINING
This item was modified to include all area POP officers and Area POP sergeants. This expansion
seemed logical given that Area POP staff work closely with the property owners and managers.
This item will be on-going as Area POP staff rotate with semi-annual review dates.
IMPLEMENT "SAFE STREETS NOW"
This program was eliminated during the matrix review cycle. "Clean Neighborhoods" was
created in its place. The program allows neighbors to initiate civil actions against residents
causing blight conditions. We are working with Code Enforcement to develop a "guide" to the
San Bernardino Court's small claims process.
DEVELOP CHRONIC SERVICE REDUCTION PROGRAM
Reducing calls for service at one chronic service location by one-half was a goal for each Area
Command. The goal is to increase unobligated patrol time. This increase provides more time
10
for problem-solving and the further reduction of chronic service drains. Each area succeeded in
exceeding the established goal.
STRENGTHEN NEIGHBORHOOD WATCH BY EXAMINING CURRENT STRUCTURE
There was a revision of the neighborhood group structure to mirror the Cluster Association. The
new structure will have little impact on the continuing operations of the active neighborhood
groups. The consolidation will be assisted by newly assigned community service representatives
at the area command offices. They will assume support responsibilities for the neighborhood
groups.
DEVELOP. ENHANCE AND STRENGTHEN COMMUNITY INVOLVEMENT
The Police Department wants to expand the Citizen Patrol by recruiting ten (10) new candidates.
This intent is to build new community partners who can perform a variety of non-hazardous
police functions. By redirecting these tasks away from sworn police officers, additional problem-
solving time will be captured.
DEVELOP. ENHANCE AND STRENGTHEN COMMUNITY INVOLVEMENT THROUGH
PUBLICITY
This matrix item has been modified. Now, our goal is to develop and implement a Community
Oriented Policing & Problem-Solving "MarketingIPublicity" strategy. The difference between
this and the original item is that the new marketing campaign will focus on public education and
awareness of our agency's Community Policing & Problem-Solving model. The campaign will
"showcase" the Initiative Management model.
HOLD CITIZEN ACADEMIES REGULARLY
This item will be completed through the combined efforts of an area Crime Prevention
representative and members of Citizen's Patrol. Details for implementation will be developed
in an on-going process and as new candidates are identified.
"CAT." (COMBAT AUTO THEFT) PROGRAM
As part of the strategy to reduce auto theft, the Department is initiating the Combat Auto Theft
(C.A.T.) program. Community members who wish to participate are given a sticker to place on
their cars. The stickers are highly visible and give patrol officers the right to stop the car during
late night or early morning hours to determine if it is stolen. This effort is sponsored by the
Automobile Association of America (AAA). AAA provided brochures, forms, and C.A.T.
stickers at no cost to the Department or the public. This program is on-going.
11
DEVELOP TRACKING METHOD FOR CITIZEN INVOLVEMENT IN PROBLEM-SOLVING
California State University at San Bernardino (CSUSB) was enlisted to participate in this effort
along with members of the Cooperative Problem Solving Initiative. The project has been
completed.
DEVELOP & IMPLEMENT SURVEY TO MEASURE RESPONSIVENESS TO COMMUNITY
PRIORITIES
This matrix item is a collaborative effort on the part of CSUSB and Initiative members.
Recently, we received drafts of surveys created by the University's Statistical Research
Department. Employees of the Police Department will critique them to ensure that we will be
able to capture the desired information. Implementation will occur after a final review of the
survey instrument and any "fine tuning" that may need to be done.
INTEGRATE PROBLEM SOLVING APPROACH THROUGHOUT THE PATROL DIVISION
The effort to integrate a division-wide approach to problem solving requires comprehensive
involvement by the Department's managers and supervisors. To this end, the area command
staff, in partnership with other key members of the Department, are currently involved in
developing a curriculum for the next Leadership Development session, September 1997. The
curriculum will focus on "Training-the-trainers." This ensures that each member of the
organization will receive training critical to the success of the Initiative Process.
DEVELOP COMPREHENSIVE EVALUATION TO TRACK/REPORT ON COMMUNITY-
POLICING OUTCOMES
The need to track and report outcomes from community policing strategies is key to our
"Marketing/Publicity" campaign. Data will be gathered through an evaluation instrument. It will
provide information for decision-making on community education and awareness, specifically
regarding the success of shared problem-solving efforts. This item is the developmental phase.
DEVELOP PERFORMANCE MEASUREMENT SYSTEM TO DETERMINE EFFECTIVENESS
The Marketing Department from California State University San Bernardino is collaborating with
the Police Department in developing a survey instrument. A variety of survey methods will be
employed to measure our effectiveness.
DEVELOP METHOD TO ASSESS FUNCTIONALITY OF COMMUNITY SERVICE OFFICES
The community service offices were assessed on the basis of cost, use by citizens/officers, and
the public perception of their utility. The offices are used intermittently by officers on a daily
basis. Citizen use is generally via the telephone with some walk-in use. The offices convey the
Police Department's commitment to community-policing and problem-solving. The cost is
approximately $3,000 per year. We have determined that at least one office per area is necessary
to the success of COPPS.
12
CONCLUSION
The Police Department, through the momentum of the initiative process, has implemented several
strategies which further our Crime Fighting Strategic Plan and Organizational Develonment and
Community Service Prosnectus. Members of the Cooperative Problem Solving Initiative are
eager to implement the programs identified in our 1997/98 project summary. These programs
will have positive results for San Bernardino.
~.
13
COOPERATIVE PROBLEM SOLVING INITIATIVE
PROJECT SUMMARY
FY 1996/97
Restructure of area commands
Develop and implement
Curfew Program
Joint training in daytime
curfew with School Police
Introduce Area Commanders
and POPIBMET personnel to
CFRH staff
Strengthen CFRH program -
schedule POP officer training
Identify officers from each
area to assist CFRH with
training
Implement "Safe Streets
Now"
Develop "Chronic Service
Reduction Program" (reduce
by at least It, chronic return
calls for service at one service
location) per area/per quarter
Strengthen Neighborhood
Watch by examining current
structure, level of
involvement, and number of
active groups.
Develop, enhance and
strengthen community
involvement; expand Citizen
Patrol by recruiting 10
candidates
Develop, enhance and
strengthen community
involvement by implementing
a publicity program
Captain Billdt
Lt. Smith
Completed
N/A
Pat Paramo
N/A
Completed
Lt. Aragon
Ofc. Otey
Pat Paramo
9-30-96
Completed
Lt. Mankin
Det. Mulleavey
Completed
9-15-96
Lt. Mankin
Det. Mulleavey
Lt. Mankin
Area Commanders
Completed
9-15-96
10-1-96
Completed
Lt. Snell
Lt. Aragon
12-16-96
3-31-97
Captain Billdt
Area Commanders
3-31-97
12-16-96
CSR Jim Hamlin
CSR Gary Jacobs
Area Commanders
4-30-97
11-4-96
CSR Jim Hamlin
CSR Gary Jacobs
Ofc. Lawhead
Completed
10-7-96
CSR Jim Hamlin
CSR Gary Jacobs
Ofc. Lawhead
10-7-96
Ongoing
14
Hold a Citizens Academy CSR Jim Hamlin 11-15-96 Completed
during the second week of CSR Gary Jacobs
January (see "Citizen Patrol"
above)
Increase awareness of crime Lt. Snell 10-11-96 2-24-97
prevention information - CSR Gary Jacobs
"CAT." (Combat Auto Ofc. Lawhead
Theft) Program
Develop methods for tracking Lt. Gile 4-1-97 June 1997
citizen involvement in CSR Gary Jacobs
neighborhood problem solving
efforts
Develop and implement a Lt. Jarvis 12-2-96 June 1997
survey to measure our Area Commanders
responsiveness to community Cal State Intern
priorities
Integrate problem solving Lt. Smith 11-11-96 Ongoing
approach into regular patrol Kim Sayano
Develop comprehensive Captain Billdt 11-11-96 May 1997
evaluation system to provide Lt. Smith
tracking and reporting of Area Commanders
community policing outcomes
Develop performance Captain Billdt 12-2-96 May 1997
measurement system to Lt. Smith
determine effectiveness Area Commanders
Develop method to assess Lt. Aragon 11-1-96 3-1-97
functionality of Community Area Commanders
Service officers
Provide PROS training to Lt. Mankin 12-16-96 3-31-97
each Area Commander/Admin Area Commanders
Sgt. - assess deployment Sgt. Dale Blackwell
Joint training/workshop Captain Billdt 1-1-97 Completed
between PolicelFire/Code Guy Burdick
Enforcement/City Attorney Bill Skiles
Huston Carlyle. Jr.
Identify Crime Analysis Lt. Hilder 1-20-97 4-30-97
programs Lt. Poyzer
Kim Sayano
15
COOPERATIVE PROBLEM SOLVING INITIATIVE
PROJECT SUMMARY
FY 1997/98
Goal 4
Strategy I
Goal I
Strategy S
GoalS
Strategy 2
GoalS
Strategy 2
Goal 4
Strategy 2
Goal 4
Strategy 2
GoalS
Strategy I
Goal I
Strategy S
Provide training to cluster group
presidents with regard to
COPPS/COP/POP and how this effects
their associations and work within the
City
Provide overview of the COPPS
philosophy to the Mayor & common
council. Follow the program outline
given by the Ca. Attorney General's
office utilizing program materials from a
recent training session.
Use copy of Santa Ana's recent customer Lt. Jarvis
satisfaction survey, done through
University at Irvine, to aid with
completion of matrix item reference
snrvey already on line regarding
involvement of neighborhood groups.
Train Crime Prevention Specialist CSR
II's as community program
representatives to be responsible for
providing training consistent with the
curriculum established for CFRH
Enhance & strengthen community
involvement by assigning officers to visit
the elementary schools & participate in
school activities.
Integrate the P.O.P philosophy into the
day-to-day operations of the Patrol
Division
Examine in-house training; ensure the
incorporation of COPPS philosophy
Strengthen CFRH programs-Train POP
officers/newly assigned officers/dispatch
Identify officers from each area to assist
w/CFRH training
Integrate Neighborhood Watch w/other
community groups
Develop youth services program to
include mentoring program
Jill Fonzi
Andi Robbins
Quarterly
Area Commanders
Monthly
Area Commanders
Kim Sayano
Quarterly
Dena Alvarez
Area Commanders
Training Sergeant
Ofc. Lawhead
10-1-97
Lt. Smith
Lt. Gile/Sgt. Sellas
9-1-97
Captain Billdt
Lt. Gile/Sgt. Sellas
9-1-97
10-1-97
Ongoing
Ongoing
Ongoing
11-1S-97
10-31-97
10-IS-97
11-1-97
Lt. Mankin 8-1-97 9-1-97 Ongoing
Jill Fonzi
Lt. Mankin 8-1-97 9-1-97
Area Commanders
Lt. Mankin 9-1-97 1-1-98
Area Commanders
Lt. Mankin 8-1-97 1-1-98
Area Commanders
16
Develop COPPS training for all Lt. Smith 8-1-97 9-1-97
department members Lt. Mankin/Lt. Gile
Area Commanders
Goal 6 Develop evaluation system to track/report Captain BilIdt 9-1-97 11-7-97
Strategy 2 community policing outcomes Lt. Smith
Lt. Mankin
Area Commanders
Develop police response to welfare Lt. Mankin 7-11-97 9-1-97 Ongoing
reform issues Area Commanders
ReviselUpgrade capability of existing Andi Robbins 8-15-97 9-1-97
landlord computer system to generate
reports by area
Goal 4 Develop community network group of Jill Fonzi 9-1-97 10-24-97 Ongoing
Strategy I properlY managers within the various Andi Robbins
patrol area commands
Goal 4 Use area maps for a visual view of Jill Fonzi 9-1-97 Ongoing
Strategy I program progress Andi Robbins
Goal 4 Conduct extensive marketing campaign to Jill Fonzi 9-1-97 10-1-97
Strategy I promote CFRH program participation and Andi Robbins
posting of program signs
Goal 4 Create landlord program displays for COP Jill Fonzi 9-1-97 9-15-97
Strategy I offices
Goal 4 Develop an incentive for Jill Fonzi 9-1-97 9-15-97
Strategy I landlords/properlY managers to be part of
the landlord program
Goal 4 Update file information in the new CFRH Andi Robbins 8-15-97 9-1-97
Strategy I computer system
Goal 4 Create procedure for Phase II of the Jill Fonzi 8-15-97 9-9-97
Strategy I Landlord program Andi Robbins
Goal 5 Conduct crime prevention meetings and Crime Prevention 8-15-97 9-10-97 Ongoing
Strategy 3 assist with Phase II properlY reviews Specialist (CSR II)
Goal 4 Develop a power point presentation for Jill F onzi 9-15-97 10-31-97
Strategy I the Landlord Certification Program Lt. Mankin
Goal 4 Develop Chronic Service Reduction Area Commands Quarterly Ongoing
Strategy 4 Program (reduce 1/2 chronic return calls
for service at one service location) per
area/quarter
Goal 6 Develop comprehensive evaluation system Captain BilIdt 9-1-97 10-1-97
Strategy 2 to provide tracking & reporting of COP Lt. Smith
outcomes Area Commanders
Goal 3 Develop performance measures to Captain BilIdt 9-1-97 10-1-97
Strategy 3 determine effectiveness Lt. Smith
Area Commanders
Develop and evaluate phased problem- Lt. Smith 9-15-97 10-31-97
solving Lt. Farmer
Sgt. Anderson
17
Goal 4 Develop "Clean Neighborhood" program Lt. Aragon 8-1-97 9-1-97
Strategy 3
Goal 4 Provide training to cluster groups on Lt. Aragon 9-1-97 10-1-97
Strategy 3 "Clean Neighborhood" program
Integrate Reserves into Patrol Lt. Jarvis Ongoing
Sgt. Lemos
GoalS Develop and implement COPPS Lt. Smith 1O-IS-97 11-IS-97
Strategy 3 "marketing/publicity" strategies
GoalS Integrate initiative efforts with new Margaret Diamond 10-1-97 ll-IS-97
Strategy 2 Volunteer Coordinator
Track, assist and provide input from Lt. Mankin 10-31-97 12-1-97
"PROS" system to new computer Mike Eckley
GoalS Develop general and area specific crime Area lieutenants 10-1-97 Ongoing
Strategy 3 prevention prospectus CSRlI's
Area POP teams
18
VIOLENT CRIME/GANGS/NARCOTICS INITIATIVE
SEMI-ANNUAL REPORT
AUGUST, 1997
INTRODUCTION
The members of the Violent Crime/GangslNarcotics Initiative are committed to provide a
framework of intervention strategies for action focused on reversing the trends and culture of
violence in our community. Since its inception, Initiative members have identified and developed
strategies and programs to combat these social ills. This is an ongoing process which builds on
our successes.
The over-arching goal of our initiative process is to reduce in the amount and types of narcotics
activity, violent crimes and gangs in our community. These are serious community-wide
problems requiring total community involvement. Ultimately, we must obtain the commitment
of all stakeholders, expand beyond our traditional role in law enforcement, and generate
community-based solutions. This may require utilizing existing community resources in non-
traditional manners or teaching the community how to recognize and correct evolving problems.
The next step is to increase the involvement of committed community members and community-
based organizations in implementing the Initiative's projects and strategies.
One of the key events during this reporting period is the growing use of multi-agency task force
operations in several of the strategies. This shows our commitment to formulating partnerships
to address these projects.
Our Initiative programs for the next fiscal year utilize technological advances and new
public/private partnerships to assist the Department in identifying violent offenders. The State
Parole L.E.A.D.S. program uses secure Internet data lines to track, identify, and locate parolees
while the DOJ Wanted Persons Website allows the Department the ability to publicize the names
and photographs of violent wanted criminals.
Our gun bounty program to reduce weapon availability and our early warning business robbery
alert program depend upon the cooperation and funding sources available in the community for
their success. Initiative members have been creative in identifying funding sources in the
community .
KEY EVENTS / ACCOMPLISHMENTS
ZERO TOLERANCE
The training component for "Zero Tolerance," designed for under-the-influence offenses, has been
completed. The training of officers who demonstrated .self-initiative by voluntarily attending the
classes was successful. The training resulted in an increase in under-the-influence arrests.
19
HATE CRIMES
The policy for investigation and documentation of hate crimes has been implemented. The
completion of this portion of the project revealed the need for an association of police agencies
and community-based organizations to deal with issues of racial mistrust stemming from bias
motivated crimes.
CONFLICT RESOLUTION
Training in conflict resolution will be provided to patrol briefings by domestic violence
investigators. This is a part of our continuing effort to reduce incidents of domestic violence.
PLANNING PHASE COMPLETE FOR FY 1997/98
Initiative members are implementing six new projects for FY 97/98 that are natural extensions
of current programs. Parole L.E.A.D.S. (Law Enforcement Automated Data System) is an
innovate, state-of-the-art computer program designed to provide our agency with up-to-date
information about parolees. L.E.A.D.S. is designed primarily to meet the crime analysis needs
of investigators and field officers as an investigative asset. It provides biographical, physical, and
criminal pattern data on parolees.
After the development of a hate crimes policy and protocol, the formation of an Inland Empire
Hate Investigators Association is the next step. This organization would promote sensitivity,
awareness, and a closer coordinated relationship between law enforcement and community based
organizations with the purpose of combating hate crimes and misunderstandings.
The increase in youth violence and the potential growth for violence and deaths among at-risk-
youth necessitates an evaluation of possible community-based solutions by Initiative members.
The evaluation of a community-wide sununit to examine those issues is being reviewed.
Narcotics has identified rental properties that are chronic narcotics problems necessitating three
or four search warrants before eviction of tenants. Property owners who habitually rent their
properties to drug dealers will be billed for these extraordinary law enforcement services under
an existing municipal code.
The Department of Justice has established a website on the Internet that allows agencies to
publish information of wanted violent offenders. We plan on using this forum to alert the public
of wanted persons and increase the probability of apprehension.
Operation Safe Streets III is a target-specific "zero tolerance" enforcement program, utilizing
Multiple Enforcement Team members, officers assigned to Problem-Oriented Policing, the
Bicycle Mounted Enforcement Team, and Traffic personnel for those areas which have been
identified with extensive drug and gang problems. Area commanders and Crime Analysis are
providing the unit with current criminal patterns and activities.
20
SUMMARY OF FY 1996/97
REPORT ON PROJECT IMPLEMENTATION:
INCREASE VIOLENT CRIME CLEARANCE RATE
The partnership between the Detective Bureau, Crime Analysis, and the new area detective
positions promises to enhance prosecution, address chronic criminal problems, and identify
merging crime trends and patterns in a more timely manner, thereby providing the Investigative
Division more latitude in attacking violent crimes. The POP detectives broaden the role and
abilities of the division by adding suppression and validation to our goal of apprehension of
violent offenders.
"HATE CRIMES" POLICY AND PROTOCOL
This project has been completed following the Department's adoption of a policy for the
investigation and documentation of bias-motivated (hate) crimes.
REDUCTION IN THE NUMBER OF PART I VIOLENT CRIMINAL OFFENSES
Investigative supervisors continue to work closely with Patrol supervisors in reviewing crime
reports to ensure the accurate reporting of all criminal offenses. Report correction notices
continue being used to correct misidentified offenses and reports that lack necessary interviews
and/or investigations.
Investigative supervisors continue to evaluate victims and suspects for their repeat involvement
in Part I crimes. The purpose is to identify crime patterns of repeat victims and suspects in an
effort to prevent future crimes.
STREET LEVEL DRUG SUPPRESSION
Between August I, 1996, and July 31,1997,352 search warrants were served. This resulted in
the arrest of over 450 individuals for drug related charges. There were 60 clandestine drug
manufacturing laboratories investigated and closed down, removing eminent dangers from the
city's neighborhoods. The Department's Narcotic Unit has relentlessly attacked neighborhood
drug dealers using buylbusts, reverse stings, and search warrants. Reporting districts with
significant narcotic-related crime have been identified and targeted for enforcement action.
Additionally, narcotic officers have worked in tandem with area POP officers and City code
enforcement officers to identify and abate those properties where drug dealing is occurring.
The Narcotics Unit has received positive feedback from the community for its work within high
crime neighborhoods. The unit will continue to network with established community groups,
acting as a resource for them, and assisting them in dealing with neighborhood drug problems.
Violent crime is on the decline within the city. Stepped-up narcotic enforcement has played a
part in that reduction.
21
"ZERO TOLERANCE" FOR "UNDER THE INFLUENCE" OFFENSES
The "Zero Tolerance" matrix item has been completed. There has been an increase in officers
attending Department-sponsored "under the influence of drugs." The training was put on by our
drug recognition expert officers. The training was approved by California Police Officers
Standards and Training. Overtime constraints precluded mandated training for the entire
department; however, attendance in the self-initiated classes is steadily rising as line personnel
become increasingly aware of the connection between drug use and crime. Expanding the
training base in Patrol, through self-initiated classes, should continue to aid in reducing drug-
related crime. Narcotics personnel will be used for in-house training to supplement training and
enforcement efforts. In fact, several narcotic training classes have been scheduled specifically
targeting methamphetamine laboratories.
MONITOR. TRACK AND REDUCE ADVERSE IMPACT OF VIOLENT PAROLEES
Under the aegis of this program, MET established a cooperative and ongoing working relationship
with the Inland Empire PAL. Recovery Unit. Additionally, SBPD coordinated and hosted two
separate multi-agency task force operations. Each task force operation was labor intensive. The
results to date: 42 apprehensions with 121 addresses/locations checked for parole violators.
MULTIPLE ENFORCEMENT TEAM (MET) TARGETING VIOLENT CRIME/OFFENDERS
There were 141 felony arrests made during this reporting period. Of those felony arrests, 55
were gang members. Specifically, 17 violent offenders were targeted and arrested. We have
recovered 11 weapons. Some were stolen. Some were fully automatic. We have conducted five
juvenile probation and Serious Habitual Offender sweeps. We also assisted in a parole sweep.
The MET Team assisted the Detective Bureau with a 290 registrant sweep.
SCHOOL ANTI-GANG AND PEACE BUILDERS PROGRAM
The school anti-gang project has progressed well. Nine San Bernardino police officers have been
recruited to join in this project. Judy White of the School District was contacted and informed
this group is available to conduct street gang programs for the schools as well as participate in
Peace Builders Programs. We have televised an anti-gang program, a 30-minute program on
Channel 3.
REGIONAL CURFEW PROGRAM
The Regional Curfew Center program was not adopted by the area Chiefs and no other planning
was conducted. The Department continued its enforcement of San Bernardino's curfew ordinance
by operating a curfew center on 3-9-97. During this operation 23 juveniles were arrested. The
program is ongoing, scheduled for the summer months.
In July, the City Council revised the curfew ordinance, changing the curfew hours for Monday
through Thursday to II :00 pm until 6:00 am. The hours for Friday, Saturday, and Sunday were
changed to 12:01 am to 6:00 am.
22
DOMESTIC VIOLENCE EDUCATIONIREDUCTION PROGRAMS AND CONFLICT
RESOLUTION
The Detective Bureau's Domestic Violence Unit has created and implemented training at patrol
briefings. The purpose is to assist police officers in properly investigating and documenting
domestic violence cases. The Department's Domestic Violence Resource Guide has been updated
with current information on family violence counseling and emergency support services. Patrol
briefings are scheduled to review a Police Officer Standards and Training mandated training video
on domestic violence.
Domestic violence investigators recently received training in conflict resolution and domestic
violence. Investigators gave a domestic violence presentation to battered women at Option
House. Investigators identified chronic victims of domestic violence with the assistance of the
Crime Analysis Unit. They formed a partnership with community-based organizations to send
letters to the victims of chronic violence. The purpose is to identify and list available options
and alternatives. The goal is to break the cycle of domestic violence.
IDENTIFY CASES FOR IRAT INVESTIGATION. APPREHENSION. AND WHERE
POSSIBLE. FEDERAL PROSECUTION
The Inland Regional Apprehension Team (IRAT) has the responsibility of filing Unlawful Flight
to Avoid Prosecution/Unlawful Flight to Avoid Confmement (UP AP/UF AC) warrants. This team
identifies potential Hobbs Act violations for federal prosecution. Specifically, this includes cases
involving interference with interstate commerce by threats or violence. During this period, IRAT
obtained 12 Unlawful Flight to Avoid Prosecution warrants for San Bernardino County and 18
Unlawful Flight to Avoid Prosecution warrants for Riverside County. Also, the team opened
three Hobbs Act cases for investigation.
EXPLORE CIVIL INJUNCTIONS TO RESTRAIN GANGS FROM ENGAGING IN CRIMINAL
ACTIVITY
A new attorney from the City Attorney's office has been assigned to proceed with developing the
injunction process aimed at curtailing gang members' activities. Deputy City Attorney Paula
Coleman has met and will coordinate with the assigned gang Deputy District Attorney Kersey
to draft this injunction. Declarations by MET officers regarding gang contacts, expertise,
escalation of problems, etc. are being assembled. These declarations and other steps towards
implementing a request for injunction will be completed during the next six months as the initial
stages of the project are being set in motion between the Police Department, City Attorney's
office, and the District Attorney's office.
IMPLEMENT GUN "BUY-BACK" PROGRAM TO REDUCE WEAPON AVAILABILITY
After conducting research and data analysis on a gun buy-back/anmesty program, it was
determined that a better approach might be a gun recovery bounty program. This program
reduces the availability of weapons to criminals. It creates a hotline for callers to report the
description or identity of person/s in illegal possession of a firearm. If the person is in possession
23
of an illegally concealed firearm and arrested, the caller would be entitled to a cash reward. The
possibility of a citywide ordinance prohibiting the sale of certain types of handguns (known as
Saturday night specials) is also being proposed. Potential funding sources for the Gun Recovery
Bounty Program are being explored.
BUSINESS ROBBERY ALERT PROGRAM
The San Bernardino Police Department recognizes that armed robberies are crimes that
immediately instill fear in citizens and business owners. Also, with the increasing amount of
media coverage that surrounds bank takeovers, it is our intent to implement a program that
immediately provides critical information to the financial institutions in our city.
A fax machine capable of rapidly providing information to all the financial institutions in San
Bernardino is necessary. The officer assigned the call would provide critical information; Le.,
number of suspects and their descriptions, vehicle description, types of weapons used (such as
the information provided on an APB) to the watch commander who would input the information
into the fax machine; thereby alerting the fmancial institutions.
The program's short term goal is to provide specialized police service to fmancial institutions by
providing immediate suspect information from local bank robberies. Obtaining a fax machine
with the capability of multiple dialings would require the financial cooperation, with either a
purchase or donation by the business community since current budgetary constraints prohibit a
purchase by the Department. The intermediate goal is to enhance the business community's
knowledge and awareness of bank robberies. The ultimate goal would be the
reduction/prevention of robberies by proactive means.
SBPD/SCHOOLS MOU ON NOTIFICATION OF POLICE ACTIVITY
The resolution concerning the memorandum of understanding with the San Bernardino City
Unified School District Police Department acknowledging School Police's responsibility regarding
events on or near school campuses in the City of San Bernardino has been submitted to the
Mayor and Council for approval.
CONCLUSION
Our Initiative members discovered related programs while implementing or completing existing
projects during this reporting period. The completion of the "Hate Crimes" policy and protocol,
for example, revealed the need to involve more entities than originally thought. The need to
involve a county-wide association of police agencies and community-based volunteer
organizations to address the issue of racial distrust in the investigation of hate crimes has led to
the creation of an additional project. The Initiative process is evolutionary and during the next
period emphasis will involve community members in planning and implementation of projects.
Three projects were completed during this period and six additional projects were initiated for
the next reporting period. The net result is that we have moved from 15 projects to 18 for the
next period.
24
VIOLENT CRIME/GANGSINARCOTICS INITIATIVE
PROJECT SUMMARY
FY 1996/97
Increase violent crime clearance Lt. Malone 11-1-96 Ongoing
rate Lt. Kinsman
"Hate Crimes" policy and Lt. Kinsman 9-6-96 Completed
protocol
Reduction in number of Part I Sgt. Evans 10-1-96 Ongoing
criminal offenses
Street Level drug suppression Sgt. Kimball 10-1-96 Ongoing
"Zero tolerance" for under the Sgt. Kimball 11-1-96 Completed
influence offenses Det. Desrochers
Monitor, track and reduce Sgt. Henson 10-15-96 Ongoing
violent parolees
MET targeting violent crimes Sgt. Taack 10-1-96 Ongoing
Cpt. R.C. Garcia
Expand school anti-gang and Sgt. Chennault 10-15-96 Ongoing
Peace Builders programs
Regional curfew program Ofc. John 9-12-96 Ongoing
Domestic violence education! Sgt. Blum 10-15-96 Ongoing
reduction programs and conflict
resolution
Identify cases for I.R.A.T. Det. Diaz, IRA T 11-1-96 Ongoing
investigation, apprehension, and Egon Dezihan, IRA T
where possible, federal
prosecution
Explore civil injunctions to Sgt. Taack 1-10-97 Ongoing
restrain gangs from engaging in
criminal activity
25
Implement gun "buy-back" Ofc, Macias 2-1-97 Pending
program to reduce weapon
availability
Business robbery alert program Del. Pancucci 3-1-97 Ongoing
SBPD/Schools MOU on Lt. Malone 3-25-97 Completed
notification of police activity Del. Waterhouse
"
'.
26
VIOLENT CRIME/GANGS/NARCOTICS INITIATIVE
PROJECT SUMMARY
FY 1997/98
_1 11Iil'ltI.ljlfi11i ''',flll.flll 1.11 i;i;;;_
Goal I Increase violent crime Lt. Malone 11-1-96 Ongoing
Strategy I clearance rate Lt. Kinsman
Goal 5 Form an Inland Empire Lt. Kinsman 8-1-97 12-1-97
Strategy 2 Hate Investigators
Association to evaluate and
track local cases
Goal 2 Evaluation ofa community Lt. Kinsman 8-1-97 12-1-97
Strategy 5 based At-Risk Y outhlCrime
Summit
Goal I Reduction in number of Sgt. Evans 10-1-96 Ongoing
Strategy I Pari I criminal offenses Sgt. Blum
Goal 3 Domestic violence Sgt. Blum 10-15-96 Ongoing
Strategy 1-4 education! reduction Sgt. Sepulveda
programs and conflict
resolution
Goal I Continued street level drug Sgt. Kimball 10-1-96 Ongoing
Strategy 2 suppression coordinated
with area detectives
Goal 4 Extraordinary law Sgt. Kimball 8-1-97 11-1-97
Strategy 4 enforcement for drug Det. Desrochers
related offenses-cost
recovery program
Goal I Monitor, track and reduce Sgt. Henson 10-15-96 Ongoing
Strategy 4 violent paroles Det. Pancucci
Goal 5 Coordinate early warning Det. Pancucci 3-1-97 Ongoing
Strategy 2 business robbery alert
program with private sector
27
Goal 2 MET selective enforcement Sgt. Taack 10-1-96 Ongoing
Strategy I of targeted problem sites by Cpt. R.C. Garcia
area in concert with POP
teams
Goal 4 Explore civil injunctions to Sgt. Taack 1-10-97 Ongoing
Strategy 4 restrain gangs from
engaging in criminal
activity
Goal 2 Expand school anti-gang Sgl. Chennault 10-15-96 Ongoing
Strategy 2 and Peace Builders
programs
Goal 2 Develop and implement Ofc. John 9-12-96 Ongoing
Strategy 3 high impact curfew
enforcement programs
Identify cases for I.R.A.T. Del. Diaz, IRA T 11-1-96 Ongoing
investigation, apprehension, Egon Dezihan, IRA T
and where possible, federal
prosecution
Publication of violent Del. Diaz 8-1-97 10-1-97
offenders on DOJ Wanted
Persons Internet website
Implement gun recovery Ofc. Macias 2-1-97 Pending
bounty program to reduce
weapon availability
Expand Parole L.EAD.S. CSR Cheri Williams 6-20-97 8-1-97
data base training and use
Goal I Planning and Sgt. Taack 7-16-97 9-13-97
Strategy 1-2 implementation of Sgt. Schwenka
Operation Safe Streets III
28
INFORMATION MANAGEMENT
SEMI-ANNUAL REPORT
AUGUST 15, 1997
INTRODUCTION
The Information Management Initiative, cognizant of its supporting role to other Department
Initiatives and, ultimately, the Department's goals and strategies, continued to actively steer,
monitor and research technology issues of immediate and long-ranging needs. Fluid membership
composition, interaction with other Initiatives and Departments, staff and vendor visits providing
input and visual demonstration of technology are taking place to contribute to a growing
knowledge base among Initiative members. This is essential to make informed recommendations
and research decisions.
KEY EVENTS/ACCOMPLISHMENTS
COMPUTERIZATION OF FIELD REPORTING - COPS MORE GRANT
The original COPS MORE grant, received in October 1996, moved towards its final stage. The
grant amount of $292,6 I 6 was initially slated to pay for 80 laptop computers for patrol officers,
along with site licenses, training, maintenance and supplies. Requests for Proposals were mailed
to 180 vendors and generated 31 qualified responses. An evaluation committee comprised of
Police and MIS staff examined the bids received and chose the Toshiba Tecra 500CS model.
Highly rated in quality, this model yielded substantial savings in hardware costs. Additionally,
software site license and training cost savings generated sufficient surplus funds to submit two
bid modification requests which allowed the purchase of a total of 123 laptops, 105 carrying
cases, 3 high speed laser printers, 15 Toshiba docking stations, and color monitors. Eight of the
docking stations, monitors and printers will be installed in the report room and seven in the COP
offices to speed up the report generating process.
The laptops have been received and programmed with Penal Code, Vehicle Code, California
Peace Officers Legal Sourcebook software. A subcommittee is concluding the development of
report forms to be programmed into the laptops. Twelve officers have attended a two-day "train-
the-trainer" program in laptop use at CompUSA and will train the rest of the patrol force and five
POP officer teams in early August.
The forms being programmed into the laptops are for interim use pending the purchase of
Tiburon' s TRAVIS system, part of the anticipated 1998 upgrade of the Department's Records
Management System. TRAVIS enhances the report writing efficiency of officers by transferring
case data after one-time entry into the various documents associated with a report as well as into
the Records Management data base.
29
Final implementation of the laptop program is anticipated in August, 1997, when the units are
issued to patrol officers and five POP officer teams.
ENHANCEMENT OF DOCUMENT IMAGING - COPS GRANT
Purchase of the original document imaging system in 1996 provided the Department with enough
hardware to initiate start-up. However, more hardware was needed to enhance the efficiency and
effectiveness of the system. The federal COPS Grant, received in October 1996, provided for
the purchase of 13 additional PCs, 2 printers, a 24-port lO-Base T on-line concentrator and 13
Pathworks site licenses for the additional computers. This equipment has been received and is
awaiting installation. It will increase efficiency in the Detective and Records Bureaus by making
retrieval of reports from the document imaging system accessible to more personnel.
C.R.I.M.E.S. LAB IMAGE ENHANCEMENT SOFTWARE
The Detective Bureau purchased a digital imaging program (Crime Reduction, Image
Management, and Enhancement System) which creates full-color, photo-realistic suspect
composites. It also updates old photos/video tapes/mug shots, projects what a suspect might look
like today by altering appearance in various ways and thereby becomes an essential tool for
creating photo line-ups and assisting in suspect identification.
PLANNING PHASE COMPLETE FOR FY 1997/98
The Information Management Initiative has compiled a planning document which will be used
in monitoring fiscal year 1997-98 projects. At this time, the document consists of 21 ongoing
and upcoming issues.
Among them is the completion of the document imaging system which includes outsourcing of
clerical functions. The anticipated upgrade of the Computer-Assisted Dispatch and Records
Management systems, themselves being issues during this upcoming year, will prompt other
projects such as a CAD/RMS link with the San Bernardino Unified School District Police and
enhancement of the computerized field reporting. The latter ties in with a project of the
Efficiency Initiative to improve the forms used by field officers.
Problem solving issues for patrol will be addressed through Auto Cite, the computerized
generating of citations by traffic officers; and a digital mugshot system. Administrative efficiency
is anticipated to increase through the STAR network interface with the District Attorney's Office,
which allows the Department computer access on the status of cases submitted to the D.A. A
computer generated property bar code system is being explored to improve the speed and
accuracy of recording property and evidence. A Dispatch Service Desk custom program is
expected to enhance the efficiency of this position, and the purchase of five PCs for area
commanders will allow them to tie in to document imaging and run "hot spot" reports and other
essential information. Funding for several of these projects will come from the upcoming Law
Enforcement Block Grant.
30
SUMMARY OF FY 1996/97
REPORT ON PROJECT IMPLEMENTATION:
Within this reporting period, we dealt with six continuing issues, three of which are listed as key
events above. Eight new issues were examined, five of which were adopted as matrix items.
Four issues were completed during this period.
DOCUMENT IMAGING
Records personnel have been trained in the input and retrieval of documents in the system.
Crime Analysis, Traffic and Detective personnel have received training in retrieval. This
completes the file storage and retrieval aspect of the system. Implementation of the second
aspect, the electronic distribution of documents (workflow), has been rescheduled by the public
safety programmer to a tentative August 1997 date. The workflow is essential to achieve
efficiency and time savings in Records and Detectives Bureaus.
COMPUTERIZED "PIN MAP" - ARCVIEW/CRIMEVIEW SOFTWARE
The Investigations Division purchased an upgrade of the Arcview software currently owned by
the Department as well as a copy of Crimeview, an add-on software. Installation is expected in
August 1997. This program allows the creation of "hot spot" maps of crime locations. Initially,
the Crime Analysis Unit will run these maps. Later on during FY 1997-98, the Law Enforcement
Block Grant is expected to fund additional copies of Crimeview which will enable area
commanders to run the maps themselves.
JOINT OVERSIGHT VENTURE OF CRIME ANALYSIS UNIT
The Crime Analysis Unit, under joint oversight of Detectives and Patrol, is: establishing their
mission statement; creating a system to identify a core group of routine products and reporting
frequency to area commanders, POP personnel, patrol responders and detectives; examining work
capacity; evaluating training and equipment needs; and developing a system to prioritize specific
requests. This matrix item will be carried forward to the next reporting period.
P.O.P. PROJECT TRACKING
Problem-oriented policing (POP) is an integral part of the Department's Patrol Division, and a
need existed for information on the numerous projects worked by officers to be made available
to others within the Department. Based on a POP officer's suggestion, a tracking system for POP
projects was implemented through the Computer-Assisted Dispatch (CAD) and Records
Management Systems (RMS). Officers now enter information on projects they are working into
CAD and are able to gain access to the information on current and previous POP projects through
case files in Records and RMS. This prevents duplication of efforts and helps in creatively
abating problems. This matrix issue has been completed.
31
LAW ENFORCEMENT AUTOMATION DATA SYSTEM FOR PAROLE ("PAROLE
L.E.A.D.S.")
In March, the Department initiated action to participate in L.E.A.D.S., a computer application
which shares adult California parolee information with qualified local law enforcement agencies
over a secure public Internet connection. L.E.A.D.S. features both statewide or local web-based
searches and a "group" data base download feature. After approval by City Council in May, the
program was implemented with a stand-alone PC in the Detective Bureau, and several staff
members from Crime Analysis, Detectives and the Multiple Enforcement Team have been trained
in its use. This matrix issue has been completed.
"MEGAN'S LAW" IMPLEMENTATION
Based on changes set forth in AB 1562, known as "Megan's Law", the Department of Justice
supplied the Department with a CD Rom of convicted California sex offenders who have
committed offenses against adults and children, and are classified as "serious" and "high risk."
It contains photographic and descriptive information on the offenders. It can be used by officers
and detectives to track and verify sex registrant information. Its installation on a stand-alone PC
in the Detective Bureau protects access.
DUTY ROSTER IMPROVEMENT
Interaction with the Efficiency Initiative resulted in the computer-generated duty roster being
reviewed for improvement. So far, the format has been changed to a more user-friendly size.
More changes are anticipated during the upcoming months.
RECORDS MANAGEMENT SYSTEM LINE TABLE ADDITIONS
The public safety programmer reviewed the RMS line table and activated 17 additional lines for
the Detective Unit as well as one in Records. This matrix item was completed.
CONCLUSION
The Department has made giant strides during this quarter toward the incorporation of current
technology into its field-level and administrative workings. Making information available to
patrol officers and detectives through technological advances has had a positive impact on their
effectiveness and is expected to further improve through continuing and new projects. Likewise,
administrative information management continues on a positive course toward a paperless system,
crime analysis enhancements, and greater efficiency in report handling while allowing citizens
quicker access to reports and information.
With new technology being announced almost daily and law enforcement revenues being
scrutinized more carefully than ever, the effective and efficient use of technology and resources
remains a key factor in our continued focus to combat crime by "working smarter" on every level
from street-level law enforcement to administrative support.
32
INFORMATION MANAGEMENT INITIATIVE
PROJECT SUMMARY
FY 1996/97
- Illll.lf1! lll~_illlll
'$:<:~<:rw<:}B:<:~<:$::::=::=:Jlt::-'-::~#:'-B~:::~::::;'>:;:'<-::;:::;:::::::
;A4-::1\ft:.4f)P}:;:lh\?::jt):::8~MMtmn
Document Imaging Mike Eckley 8-31-97 To be detennined after
review date
COPS Grant Purchases Lt. Poyzer 8-31-97 To be detennined after
review date
COPS MORE Grant Ofc. Birnbaum 8-3 1-97 9-30-97
C.R.1.M.E.S.--software for Lt. Poyzer 6-3-97 Completed
police photos
LlVESCAN--fmgerprint Sgt. Good 6-3-97 Completed
system
LOJACK--tracking of stolen Lt. Hilder 12-31-96 Completed
vehicles
RAPIDTEXT --transcribing Anita Perry 12-15-96 Completed
system
"HOTSPOT"--report of Lt. Hilder 9-25-96 Ongoing
crime activity
ARCVIEW/CRlMEVIEW-- Kim Sayano 9-30-97 12-1-97
computerized pin map
Joint Oversight Venture-- Lt. Poyzer 8-3 1-97 To be detennined after
Crime Analysis Unit review date
Problem Oriented Policing Ofc. Birnbaum 4-1-97 Completed
Project Tracking
Law Enforcement Lt. Poyzer 6-3-97 Completed
Automation Data System CSR Cheri Williams
for Parole
Megan's Law Lt. Poyzer 6-3-97 Completed
Implementation CSR Cheri Williams
Duty Roster Improvement Sgt. Good 6-3-97 9-30-97
Records Management Mike Eckley 6-3-97 Completed
System Line Table
Additions
33
INFORMATION MANAGEMENT INITIATIVE
PROJECT SUMMARY
FY 1997/98
Document Imaging Mike Eckley 8-31-97 Ongoing
COPS Grant purchases Lt. Poyzer 8-31-97 Ongoing
GoalS COPS MORE Grant Ofc. Birnbaum 8-31-97 Ongoing
Strategy 6 Ofc. Richards
ARCVIEW/CRIMEVIEW Kim Sayano 8-31-97 Ongoing
Computerized pin map Mike Eckley
Joint oversight venture Lt. Poyzer 8-31-97 Ongoing
Crime Analysis Unit
Duty roster improvement Sgt. Good 8-31-97 9-30-97
Fax server for Anita Perry 10-31-97 To be determined after
Records PC Mike Eckley review date
Printer link of Anita Perry 10-31-97 To be determined after
Transcription PC's review date
Outsourcing Document Anita Perry 8-31-97 8-31-97
Imaging
PC network upgrade Mike Eckley 8-31-97 To be determined after
review date
Computer Aided Mike Eckley 8-31-97 To be determined after
Dispatch/Records review date
Management System
replacement
Computer Aided Dispatch Mike Eckley 8-31-97 9-30-98
Microsoft interface
GoalS Police Website Mike Eckley 8-31-97 To be determined after
Strategies 3,6 review date
SBPD-School Police Mike Eckley 8-31-97 To be determined after
Computer Aided review date
Dispatch/Records
Management System link
34
Dispatch service desk Dodie Alsop 8-31-97 To be determined after
custom program Mike Eckley review date
Property Bar Code CSR Cheri Williams 8-31-97 To be determined after
System Mike Eckley review date
5 PCs for pop detectives Sgt. Good 8-31-97 To be determined after
review date
STAR Network interface Det. Voss 8-31-97 To be determined after
with District Attorney's review date
Office
Auto Cite Ofc. Montecino 8-31-97 To be determined after
Mike Eckley review date
Digital Mugshot System Sgt. Good 8-31-97 To be determined after
review date
Goal 5 Enhancement of Ofc. Richards 8-31-97 To be determined after
Strategy 6 computerized field review date
reporting
35
EFFICIENCY
SEMI-ANNUAL REPORT
AUGUST 15, 1997
INTRODUCTION
The Efficiency Initiative was successful in closing several projects. Among them were efforts to
recruit citizens to volunteer in writing crime reports. That particular project has resulted in a
small core of volunteers who have received initial training and will be available for assignment.
The Initiative also added new members who have produced some innovative ideas for the next
cycle.
KEY EVENTS/ACCOMPLISHMENTS
STREAMLINED PROCESSES
We identified redundant processes as documents moved from the Detective Bureau and Records.
Specific steps were taken to enhance the paper flow. We will monitor these improvements and
evaluate their effectiveness.
A form was created to expedite the information flow on cases which had already been filed by
the District Attorney's Office. This will smooth the integration of new information from our
office to their's.
TRAINING
Volunteer report writers were trained to take non-technical, basic reports. This will allow more
free time for community service representatives and officers to target chronic service locations,
repeat victims and offenders.
One strain on dispatch resources has been caused by officers requesting dispatchers to perform
functions the officers can perform on their MDT's. We examined the impact of training officers
on what functiond they have access to and how to use them. This training will have a significant
impact on improving dispatch and officer efficiency. Consequently, we will continue to work
on this item during the next reporting period.
PLANNING PHASE COMPLETE FOR FY 1997/98
The Efficiency Initiative is exploring ways to provide efficient and productive community service
and identify unnecessary duplication of effort. Consequently, we will be looking into the
following issues:
36
. Many officers sit at County Hospital waiting for jail checks prior to going to County Jail.
We will look into financing a private security officer to accomplish this for us.
. A significant number of wasted work hours occurs while officers wait for crime scene
processing. Therefore, we are examining the possibilities of training officers to conduct
some of the processing, equipping supervisors with better equipment to accomplish some
of the processing, and reprioritizing requests for the Identification Bureau.
. We will work with the Information Management Initiative to find ways to improve the
flow of information from the field to the detectives.
. We will examine ways to evaluate and incorporate academy training into the daily
operations of our Department. This will avoid confusion when methods used by veteran
officers conflict with newer techniques. We will look into ways to get
messages/information to our officers to provide quicker response to public inquiries. One
method is to provide officers with voice mail. Preliminary conversations with technicians
has indicated that this is a possible alternative.
SUMMARY OF FY 1996/97
REPORT ON PROJECT IMPLEMENTATION:
USE OF FLEET
We will keep this project open, as we continue to evaluate our use of rolling stock. This is a
large item within the Police Department's budget, and we want to make certain that we are being
the best possible stewards of this resource.
Several ideas for more efficient use of the black-and-white fleet were examined and were found
to be cost-effective. However, they required a large capital expenditure which is not feasible due
to current budget restraints.
VOLUNTEER REPORT WRITERS
A need to reduce the work load for the community service representatives at the front desk, as
well as at the community service offices, (CSO's) was identified. A "citizen volunteer report
writer" position was explored and created to assist in the completion of basic reports that can be
taken over the phone or in person at the CSO's. Under the supervision of Jim Hamlin of the
Personnel and Training Unit, a core group of citizen volunteers have completed basic training in
report writing. They now await field training, coordinated by Training Sergeant Ernie Lemos,
before they can be assigned to the CSO's. This is being monitored by Margaret Diamond, the
Volunteer Coordinator.
37
MDT USE
Better efficiency in the use of the MDT's will result in a lessening Dispatch Center work load.
The Radio Users Group Committee has agreed to work on training and information issues
surrounding MDT use. Our easy-to-use guide will be reissued. Also, we are designing training
which will focus on showing officers how to access information on their MDT's instead of
requiring a dispatcher to run their requests. This item has been carried over to the next period.
FALSE ALARM ORDINANCE
Members of the Initiative have discovered that the alarm industry has a trade association with
experience in working with municipalities. We also discovered that San Bernardino was not
alone in having a high false alarm rate - 96% is the norm. However, the project managers for
this matrix item will be working on a future plan to reduce this rate substantially as this item is
carried over to the next reporting period.
WORK FLOW BETWEEN DETECTIVE BUREAU AND RECORDS
Members of the Initiative worked on streamlining the paper flow occurs between the Detective
Bureau and Records. Some specific steps were implemented which should reduce redundancy.
We will monitor the results to measure improved efficiency.
Our initial efforts have led to other areas of efficiency which will be explored during the next
reporting cycle.
INTERNAL AUTOMOTIVE MECHANIC
Working with the City's Fleet Manager, we explored the concept of an "in-house" automotive
mechanic to improve the rapid turnaround of repairs and assist in maintaining the serviceability
of the police fleet. Work on this project was put on hold due to fiscal restraints. We will
continue to examine this idea during the next cycle.
TRIAL BY DECLARATION
We evaluated "Trial By Declaration". Here a motorist cited for a traffic violation can opt to
submit a written declaration to the court stating his perspective of the alleged violation. The
officer does likewise. Both declarations are sent to a judge who makes his decision based on the
declarations and notifies the parties by mail. This process eliminates court overtime/stand-by
time. It is helpful for motorists who have difficulty getting to court during normal court hours.
After careful consideration, we decided to recommend the continuation of our existing process.
This project was closed.
INVESTIGATIONS INFORMATION FORM
A member of the Investigations Bureau submitted a form which will assist in gathering follow-up
information received by field personnel which may impact cases already filed. This should
38
enhance a prosecutor's ability to successfully litigate cases. The use of this form has been
implemented.
CONCLUSION
The Efficiency Initiative members are excited about the results of the closed projects, continuing
projects and the potential success of new projects. As our progress meets the boundaries of our
primary area of concern and pushes into another Initiative's domain, we are eager to work with
them toward the completion of the project and the overall improved working conditions of the
department. Our mission: "Progressive quality police service; a safe environment to improve the
quality of life; and a reduction in crime through problem recognition and problem solving."
39
EFFICIENCY INITIATIVE
PROJECT SUMMARY
FY 1996/97
1IIIillli.I~11Itlllll~ lli~llj~t~lllllllltiilfii!!j)IWN!#jM"
Review fleet use. Explore
efficient alternatives
Explore concept of volunteer
report writers
Review training! information
issues surrounding MDT use
(Patrol/Dispatch)
Review False Alarm Ordinance
and patrol response issues
Review paper flow between
Del. Bureau and Records
(interim while waiting for
document imaging)
Evaluate concept of in-house
automotive mechanic to
maintain police fleet.
Evaluate Use of "Trial by
Declaration" CHP form for
efficiency savings
Investigations information form
Sgt. Williams
Ofc. Ken Peary
Lt. Farmer
Ofc. Heams
DISP Cheri Cram
(RUG Committee
Captain Curtis
Captain Billdt
Mike Eckley)
Sgt. Emoto
Ofc. Vasek
Cheri Cram
Del. Blechinger
PRC Barbara Fox
CSR Cheri Williams
Sgl. Williams
Ofc. Peary
Scotty Clay
Bill Oppenheim
Sgt. Schwenka
Sgt. Emoto
Ofc. Hearns
Ofc. Vasek
Del. Lowes
40
10-1-96
Ongoing
10-1-96
February 1997
10-15-96
May 1997
11-1-96
Ongoing
10-15-96
12-1-96 - Completed
(Re-examine, report on
3-7-97)
1-15-97
Prior to budget submission
March 1997
1-30-97
Closed
1-12-97
Closed (Publish Procedure)
EFFICIENCY INITIATIVE
PROJECT SUMMARY
FY 1997/98
Goal 3 Review fleet use. Explore Sgt. Williams 10-1-96 Ongoing
Strategy 3 efficient alternatives Ofc. Peary
Goal 3 Review training & information Disp. Cheri Prostler 10-15-96 July 1997
Strategy I issues surrounding MDT use Disp. Mike Fox
(PatrollDispatch)
Goal I Review false alarm ordinance Sgt. Emoto 11-1-96 Ongoing
Strategy I and patrol response issues Ofc. Peary
Disp. Cheri Prostler
Goal 3 Evaluate concept on in-house Sgt. Williams 1-15-97 Ongoing
Strategy 3 automotive mechanic to Ofc. Peary
maintain police fleet Scotty Clay
Bill Oppenheim
Goal 3 Evaluate prisoner medical Sgt. Holmes 9-1-97 12-1-97
Strategy 3 clearances Gail check) Ofc. King
Goal 3 Field J.D. requests (down time) Sgt. Holmes 9-1-97 12-1-97
Strategy 3 Sgt. Breiten
Goal 3 Review FTOI Academy Training Sgt. Holmes 9-1-97 12-1-97
Strategy 1 for recruits Sgt. Emoto
Goal 3 Crime report processing (from Sgt. Blechinger 9-1-97 12-1-97
Strategy 2 Patrol to Det. Bureau)
Goal 2 Voice MaillE-mail for patrol Sgt. Breiten 9-1-97 12-1-97
Strategy I officers
Goal 3 Traffic reports/investigations Ofc. Vasek 9-1-97 12-1-97
Strategy 1 protocol
41
Critical Issue: Criminal Activity
Crime-fighting Stralegic Plan
Page 8
The community is most concemed about
drug use, gangs, youth violence, and do-
mestic violence. For the purposes of strat-
egy development, these activities have
been combined into the single critical issue
of crime. Because these problems are so
inter-related, many of the following goals
and strategies also overlap one another.
Please note that some of these strategies
support the use of a process called an "ini-
tiative". In this process, employees from
throughout the Police Department are
brought together to form a steering com-
mittee which examines certain operational
issues and/or crime problems. The com-
mittee then develops innovative solutions
and makes recommendations to the Chief
of Police.
1. Goal: Reduce the use and sale of illegal
drugs through enforcement and prevention
techniques
Stratei:ies:
I. Use the methods developed through
the Violent Crime/GangslNarcotics Initia-
tive to reduce crimes designated by the
FBI as Part I offenses. These include
murder, robbery, rape, and aggravated as-
sault
2. Target efforts towards enforcing laws
regarding street and residential drug sales
3. Use a "zero tolerance" approach to
enforce the laws against under the influ-
ence offenses
4. Develop an ongoing cooperative effort
with the state Parole Board and legislative
officials to monitor and track the place-
ment of parolees in San Bernardino
5. Reduce juvenile drug use as part of an
at-risk youth program by using prevention
and diversion techniques
6. Explore the possibility of starting a
drug court for juveniles much like the ex-
isting County drug court
2. Goal: Reduce the amount of youth vio-
lence and gang activity
Stratei:ies:
I. Continue the Police Department's nine
member Anti-Gang unit
2. Expand the current program of
anti-gang education, which is being con-
ducted in the San Bernardino City Unified
School District
3. Enhance the enforcement of curfew
laws during the summer months
4. Begin a training and implementation
program with the school police to coordi-
nate the enforcement of the city's daytime
truancy ordinance
5. Use the initiative process within the
Police Department to develop an at-risk
youth program employing the following
tasks:
Task I: Explore the potential of
using conflict resolution curricu-
APPENDIX
lum in the schools that will help
prevent and deter youth violence
Task 2: Identify and address risk
factors for both individuals and
families
Task 3: Develop the cooperation
between families, schools, govern-
ment, social, and community re-
sources that is needed to make the
program successful
Task 4: Work with County proba-
tion and juvenile courts to develop
progressive sentencing/treatment
that becomes more serious with
each additional crime committed by
an individual
3. Goal: Reduce the amount of domestic
violence
Strate\1ies:
I. Develop a training bulletin for officers
that covers laws, department policies,
intervention, local victims' assistance, etc.,
and distribute the bulletin at Police Depart-
ment in-service training sessions
2. Use community-based resources to as-
sist the victims of domestic violence, and
provide training for prevention
3. Make the department's Violent Crime
Initiative responsible for the development
of a domestic violence reduction program
4. Study other cities with effective do-
mestic violence enforcement and preven-
tion programs,
Crime-Fighting Strategic Plan
Page 9
and use successful ideas to improve San
Bernardino's program
4. Goal: Make better use of police re-
sources by taking steps to reduce or elimi-
nate the causes of continued drain on po-
lice services
l
Stratellies:
I. Encourage more property owners and
managers to become involved in th~ Rental
Housing Program
2. Designate officers from each area com-
mand to assist with the Rental Housing
Program
3. Implement a "Safe Streets Now" pro-
gram. This program equips residents to
file for small claims judgements against
people in their neighborhood who sell
drugs or engage in other crimes.
4. Use the initiative process within the
Police Department to develop additional
ways to reduce chronic drains on police
servIces
5. Goal: Create a more involved, responsi-
ble commtmity by strengthening commtmi-
ty partne11lhips and delivering progrnms
that create involvement in problem solving
and crime prevention
Strate\1ies:
I. Use the Police Department's Problem
Solving Initiative Committee to develop
ways to enhance and strengthen community
involvement
2. Examine the possibility of decentraliz-
ing the Neighborhood Watch program so
that it is operated by each area command
3. Increase citizens' awareness of com-
munity crime prevention information and
programs
4. Develop methods for tracking citizen
involvement in neighborhood problem
solving efforts
5. Use annual community surveys to de-
termine community needs. This informa-
tion can then be used to remain responsive
to community priorities
6. Strengthen the Citizens' Patrol program
6. Goal: Develop a clear, well-defined
process that will allow the Police Depart-
ment to address the challenges to public
safety, now and in the future
Strate~ies:
I. Endorse the community policing model
and "initiative management" structure set
forth in the Police Department's Organiza-
tional Prospectus of June 1996 (Appendix
D)
2. Use the "initiative" concept set forth in
the Police Department's Organizational
Prospectus
3. Develop a comprehensive evaluation
system that includes the use of
community-based performance measures.
This system will allow the city to track and
report the results of community policing
efforts.
Crime-Fighting Strategic Plan
Page 10
4. Develop performance measurement
systems that can measure the effecti veness
and efficiency of individual programs on
reducing calls for service, crime rates, etc.
5. Continue the new leadership develop-
ment programs established by the Chief of
Police
l
6. Ensure that training for management
and supervisors is consistent with commu-
nity policing goals, and that personnel are
clear on their roles and skilled at applying
community policing techniques
7. Implement strategies to shift from a
process-based management structure to an
outcomes-based management structure
8. Where practical, integrate the problem
solving approach to regular patrol work on
all shifts
Critical Issue: Education
Crime-Fighting Strategic Plan
Page II
Education was identified as one of the top
critical issues by participants in the com-
munity forums, as well as by the Steering
Committee members themselves. By pro-
viding better educational opportunities for
children, youth, and adults, our community
can hopefully help to prevent future crimi-
nal activity and attract businesses, thus
providing jobs.
Education does this by making people
more prepared for employment. By provid-
ing a strong academic background, voca-
tional training, and work experience,
schools can prepare their students for jobs
in the future. In the long run, this helps to
lower unemployment and
raise personal income levels in the commu-
nity.
Many of these strategies will require the
cooperation of law enforcement, city offi-
cials, the District Attorney's Office, reli-
gious organizations, business community,
and other members of
the community. Parents are particularly
important in helping to achieve these goals.
It is the belief of the Steering Committee
that with the sup-port of all these groups,
these strategies will be effective in prevent-
ing and reducing crime in San Bernardino.
1. Goal: Increase opportunities for stu-
dents to receive vocational trnining and
wOIk experience, and to become acquainted
with mentol1l who have highly marketable
skills
Strateilies:
I. Encourage a Career Development Plan
for high school students. The Plan will
give each student' the chance to select an
employment area that is "in demand" for
the purposes of learning skills and planning
for a career
2. Provide on- and off-campus work
experience for high school students in the
area of their selected career
3. Sponsor employer/student shadowing
opportunities to introduce students to suc-
cessful mentors in the community
2. Goal: Provide a variety of after-school
programs designed to meet the needs and
interests of the city's divel1le population
Strateilies:
I. Find new ways to transport students
from school to home so that students can
participate in after-school programs
2. Engage community agencies to provide
on-campus after-school programs
3. Goal: Sponsor educational programs,
campaigns, and events aimed at improving
the self-esteem of students and promoting
effective woJk/social relationships, healthy
lifestyles, and drug- and alcohol-free envi-
ronments
StrateilY:
I. Coordinate district- and city-wide com-
mittee and organizational efforts dedicated
to promoting healthy lifestyles for students
Crime-Fighting Strategic Plan
Page 12
4. Goal: Enhance school safety plans
through city police, school, police, com-
munity, and school staff partnel1lhips
Strateliies:
I. Review school safety plans to deter-
mine the level of effectiveness and coordi-
nation, target areas where additional sup-
port is needed, and project roles for school
and city law enforcement
2. Improve city police and school district
coordination by providing liaisons from the
school district to the police department,
and from the police department to the
school district
5. Goal: Involve parents in implementing
the Stmtegic Plan stmtegies
Strate"ies:
I. Provide training, neighborhood meet-
ings, and ongoing educational certificate
programs for parents
2. Use school-based parent organizations
to host/sponsor neighborhood and commu-
nity efforts dedicated to the five critical
issues
1
GUN RECOVERY BOUNTY PROGRAM
INTRODUCTION
This idea was originally suggested to Police Chief Lee Dean by
Councilwoman Rita Arias. Chief Dean assigned the concept to the
Police Department's Violent Crime/Gangs/Narcotics Initiative for
analysis. One of the initiative members, Officer John Macias,
pursued the concept.
STUDY
Initially, the idea of implementing a Gun Buy-Back Amnesty Program
was researched. After evaluating existing information on these
programs, a superior solution was identified. This solution is a
Gun Recovery Bounty Program.
CONCLUSIONS
The Violent Crime/Gangs/Narcotics Initiative concluded that a
successful gun reduction program would have to be measured against
three goals:
1. Immediate: largest number of guns collected
2. Intermediate: Enhancement of awareness
3. Ultimate: Reduction in the frequency and severity of the
problem.
A Gun Recovery Bounty Program appears to have the highest
probability of reaching these goals.
GUN RECOVERY BOUNTY PROGRAM
Definition: To provide a hotline for anonymous callers to report
specific knowledge of a person in illegal possession of a gun in a
public place. If upon receipt of this knowledge the police do find
and arrest the suspect, the first person calling in to report it
would qualify for an immediate cash reward. Cash rewards in most
cases would not be awarded to victims where the call would have
been made without the inducement of a reward.
Obviously, this program will require funding for purposes of
providing adequate rewards. It is the intention of the Police
Department to obtain this funding from private and corporate
donations, which will be used exclusively to pay gun bounties
directly to the reporting party. 'nlerer! into Recordar
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re Agenda Item ..:"'5
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~lty Clerk/COC Seey
City of San Bernardino