SR-9-A (98)
9A
PD:JTB:HA Santa Monica, calilornftAy 2" ..-
May 18, 1994 HAY 3 1 1991t
STAFF REPORT
TO: Mayor and city council
FROM: city Staff
SUBJECT: Discussion of City Policing Issues and Recommendations
for a Public Safety Plan in Palisades Park and the
Downtown Area
INTRODUCTION
As directed by the City Council, the Police Department has studied
the issue of public safety in Palisades Park and has developed a
deployment plan recommendation to deal with criminal activity there
and on Ocean Avenue. The report studies this issue in the context
of overall policing issues within the City of Santa Monica.
Also in response to Council direction, the report responds to a
proposal by the Bayside District Corporation for additional funding
to support a pilot program that places a community Service Officer
at a kiosk on the Third street Promenade. The BDC proposal also
requests additional funding for a supervised host program which is
evaluated in this report.
Staff also evaluated the need for the city Council to direct the
City Attorney's Office to draft ordinances regulating the use of
the beach parking lots, the pier lot and the city-owned parking
structures to reduce larcenies, auto theft and other crimes. HAY 3 1 1991t
1 9A
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MAY 2 It _
BACKGROUND
Santa Monica is a densely populated community with 68.1% of the
housing units renter occupied. On a daily basis, thousands of
business people enter the city to work and annually millions of
visitors from outside Los Angeles County come to enjoy the beaches,
public parks and amusements centered in the western sector of the
City . A large number of public parking facilities and subterranean
garages for multi-family dwellings provide abundant opportunity for
auto burglary and grand theft auto.
Those with less legitimate reasons for entering the City are drawn
here by the same attractions and the multitudes they can prey on.
Gang members with criminal intent, drug dealers and other predators
find easy ingress and egress by the freeway and the excellent
transportation system. Local criminals also contribute their share
of offenses.
Santa Monica had 10,891 Part I crimes reported in 1993, a sizable
crime rate based on the 86,909 resident population. In comparison,
there were 9,684 Part I crimes in Pasadena in 1993, a city with a
popular tourist area, ethnic diversity, a high daytime population
and a moderate homeless population. The city's resident population
is 131,591. An additional indicator of the demand for police
services was Santa Monica's 109,845 calls for service recorded in
1993. By comparison, Pasadena had 92,654 calls for service.
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The Santa Monica Police Department responds to all of these
demands, using its resources in a flexibly deployed manner to
protect the lives and property of residents and visitors. The
Department employs both reactive and proactive strategies to
deliver police services in the most productive and timely manner.
crime analysis data is used to target crimes and crime patterns in
order to deploy officers to directed patrol areas. A computerized
deployment model using Computer Aided Dispatch data is used to
deploy uniform patrol officers to the various watches as well as to
periodically update the start and end of watch times to more
closely correlate with the service and workload demands. Crime data
and Department resources are constantly monitored to assure
efficient deployments and response.
Department management is equally committed to proactive policing
and finding long-term solutions to enforcement problems and
community livability issues. The Department based its goals and
priorities on input received at Neighborhood Watch and community
meetings, reported crime data and feedback from field operations
personnel. For the past two fiscal years, the Department set four
goals for community-wide, preemptive enforcement. These goals are
the suppression of; armed robberies, narcotics sales and use, gang
violence and auto thefts. Maintaining control of these crimes is
the Department's top proactive law enforcement priority. One of
these goals, the control of narcotics sales and use, coincides with
the concerns generated by periodic narcotics activity in palisades
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Park.
Each of the Department's organizational units have formulated
performance-based objectives to help carry out the goals. For
example, the Resource Development Section, which coordinates the
Department's training, has emphasized officer expertise pertaining
to the goals. To further the auto theft and robbery suppression
goals, both investigators from the Office of Criminal
Investigations and patrol officers from the Office of Operations
work closely with outside groups and organizations. Their joint
tactics include coordinating with the California Highway Patrol on
recovering "rolling" cars, that is, cars driven by a suspect and
inspecting auto repair shops under a new Vehicle Code section
permitting searches for stolen vehicles.
Impacting narcotics activity, particularly street level dealing, is
the primary objective of the Narcotics Unit. Drug dealing demands
a significant amount of enforcement time and resources (197 felony
drug cases filed in the first quarter of 1994 alone), and requires
constant and flexible redeployments of those resources. Policing
methods for narcotics include informants and intelligence
gathering, undercover buy programs, plainclothes and bike
surveillance, and Problem-Solving Policing (PSP) narcotics
abatement programs such as stop Problems Involving Drug Exposed
Real Estate (SPIDER) which aims to eliminate drugs at specific
locations. Resources and methods are continuously shifted to try
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and control the problem.
other unit objectives are those of the Crime Analysis Unit which
disseminates specific information pertaining to the crime
suppression goals, such as up-to-date summaries on each of the
targeted crimes and trend analyses.
As can be seen, policing problems and priorities receive a multi-
faceted approach throughout the Department. However, what is
described above only touches on the very complex set of issues the
Department deals with on a daily basis. Policing problems and
community concerns do not remain static; even the most persistent
policing problems ebb and flow, demanding a flexible organization
with the ability to make independent decisions concerning its
operations. The problems and their solutions must be looked at both
from a traditional policing and a Problem-Solving policing (PSP)
perspective and must be worked on in partnership with community
members.
Despite the ability to swiftly redeploy such mobile details as the
Metro Unit or the Crime Impact Team, or to practice collaborative
efforts within the Department and with outside entities, or to work
to reduce chronic community "quality of life" issues with Problem-
solving Policing (PSP), we have had success in temporary
curtailment and problem displacement. However, we do not want to
displace crime and criminal behavior from one neighborhood to
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another; we want to stop crime within the boundaries of Santa
Monica.
Public Safety Plan for Palisades Park, the Bayside District and the
Pier.
On April 19, 1994, the city Council requested that the Police
Department evaluate the need for additional staffing to address
public safety concerns in Palisades Park and along Ocean Avenue.
One of the best long-term strategies for studying policing problems
is to examine them in a geographic area viewed as a contextual
whole in which there are interrelated conditions. If the whole of
the downtown area, consisting of Palisades Park, the Bayside
District and the Pier is examined, it shows a high number of the
four crimes targeted as Department goals. In 1993, the district
had a disproportionate amount of Part I crime, including street
crimes such as robbery and aggravated assault, and more than half
of the drug sales and possession offenses. Specifically, there are
drug problems and personal safety perception concerns in Palisades
park; criminal gang and drug activity on the pier; and panhandling,
robberies, auto theft and theft from autos in the Bayside
District. In addition, Palisades Park and the Bayside District are
the source of a large number of calls for service relating to the
homeless population. Some homeless people sell drugs as runners
for suppliers in the park. Some panhandle on the Promenade for
6
money to buy drugs. The area bounded by Lincoln Blvd to the east,
Wilshire Blvd to the north, Colorado to the south, and Ocean
Ave/Palisades Park to the west accounted for approximately 25% of
the City's reported Part I crime in 1993. This area accounts for
approximately 4% of the City's geography.
The downtown area is the business and tourist hub of the City.
visitors congregate there, moving from the natural beauty of the
beach and park areas to the entertainment attractions. It is the
area of concentration for most of the city's larger hotels, and is
the location where a large number of automobiles are warehoused in
parking structures and on the streets while people shop and visit
entertainment locations in the city.
Significant enforcement, legal and design/renovation measures have
been taken by the City to mitigate the narcotics problem in
Palisades Park. Beginning in October 1991, a major 3-month police
operation resulted in 420 arrests. From that time until May 14,
1993, 1,467 arrests were effected. The Metro unit and the Crime
Impact Team were highly successful in case filings and conviction
rates resulting from these operations. The two units and other
special details maintained park safety when they were there, but
the problem returned when they were reassigned to another area.
The Department has five sworn police officer vacancies. In
addition, council has recently passed an emergency ordinance that
removed the problematic sleeping exemption from the park closure
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ordinance. The Police Department began vigorous enforcement of the
revised ordinance for palisades Park on May 7, 1994. Further, the
year-long renovation of Palisades Park has added security elements
such as brush clearance to improve line of sight and reduce areas
of concealment. At the request of the Police Chief, each of the 13
light poles in the park is equipped with 400 watt high-pressure
sodium lamps to better light the park. These measures combined
with improved deployment will aid in maintaining park safety.
Policing the area of Palisades Park and the downtown business
district is a top priority for the Department. If it is the City's
intent to have zero-tolerance for the four Department goals of
armed robbery, narcotics sales and use, gang violence and auto
theft in the area, the Department must maintain a proactive,
permanent presence there without depleting resources in other parts
of the city.
The Department proposes that a six-month pilot pUblic safety
program be implemented in the area from 4th street on the east,
Palisades Park on the west, Pico Boulevard on the south, Wilshire
Boulevard on the north with jurisdiction to the north end of the
park. operationally, the area will be one policing district and
will include the pier and the new pier sub-station when it opens.
(This proposal does not include the officers who will staff the
Pier sub-station or weekend pier overtime.) The type of policing
will be community-based, using foot and bicycle patrols and
8
maintaining a continuous interaction with members of the business
and residential district. It is recommended that a Police
Department newsletter be used to share information and activities
occurring in the district.
It is recommended that the area be staffed by police officers on
overtime, seven days a week from 12:00 noon to 5:00 a.m. with the
majority of officers patrolling during peak activity hours from
12: 00 noon to 10:00 p.m. Six-month costs for seven officers on
overtime, the number needed for the suggested staffing, would be
$547,820. The period of six months is proposed for two reasons.
First, because it is sufficient time to discover if the project is
viable and will control criminal activity in the area. Second,
because it is questionable whether the Department has the capacity
to field officers on overtime on a longer term basis. At best,
adding overtime of this magnitude will be difficult to staff
consistently.
The evaluation component of the project will include comparative
cr ime data and, most importantly, the perceptions of residents,
merchants and visitors. In the same manner as the Department
currently solicits community concerns and priorities, feedback on
the program will be obtained from the public through community
meetings or complaints. The Convention and Visitors Bureau, the
Chamber of Commerce and other organizations which represent
particular constituencies can also offer relevant information.
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Bavside District Corporation Pilot Kiosk and Suoervised Host
ProDosal
As outlined in the attached letter from the Bays ide District
Corporation Board of Directors to the City Council, the BDC
recently asked the city Council to consider a proposal to
t1effectively deal with current the Aggressive Panhandling situation
and perception that our downtown business community is not a safe
environment to be in." In order to address their concerns about
public safety in the Bayside District, the BDC Board of Directors
unanimously approved a resolution calling on the city Council to
provide supplemental funding for a pilot program that contained two
primary features. The first feature was the activation of a kiosk
on the Third street Promenade to be staffed with a Santa Monica
Police Department Community service Officer. The proposal involved
staffing from 10:00 a.m. to 10:00 p.m. and included funds for
capital expenses. The total cost of this proposal was estimated at
$89,803.
The second part of the BDC proposal was to establish "a supervised
host program.t1 According to the BDC, the host would walk the
Bayside District area in a distinguishable uniform to inform the
visiting public of alternatives to giving money directly to
aggressive panhandlers. Additionally, the hosts would report any
"situation which is unlawful or which is of a public safety
concern. 11 The BDC Board of Directors believes that the use of the
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hosts would give the visiting public an enhanced sense of security
while visiting the Bayside District. The BDC proposal suggests
that the hosts would be hired from a private security firm that is
fully insured and would be supervised by Bayside District
employees. The specific proposal by the BDC Board of Directors
involves "deployment" from 10: 00 a.m. to 12: 00 midnight, seven days
a week. staffing would include 7 hosts (2 per block of the
Promenade and one roving on Second and Fourth Streets.) The BDC's
estimated the cost of this program is $397,488.
In evaluating the BDC's proposal, City staff analyzed previous
staffing patterns dedicated to pUblic safety in the Bayside
District. For many years the Police Department has dedicated staff
to the downtown business district. Prior to the establishment of
the Bayside District and the development of the Third street
Promenade, the Police Department dedicated 7 parking structure
guards and one police officer on foot patrol to the downtown mall
area. Beginning in 1989, the one police officer began patrolling
using a bicycle and the number of structure Guards was increased to
9. When the Third street Promenade partially opened in 1990, the
Police Department calls for service in this area rose dramatically
and a decision was made to assign one officer to the district
during both the day shift and the night shift. In early 1991, the
Police Department saw a need to dedicate additional resources to
the area and assigned 6 police off icers to the district. This
dedication of resources made it possible to assign one officer to
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the district from 7:30 a.m. to 5:30 p.m. and 2 officers from 5:00
p.m. to 3:00 a.m., seven days a weeks. The Police officers were in
addition to the 9 structure guards. At the same time the structure
guards received expanded responsibilities to include providing
directions and reporting crime to police officers. During this
transition, the structure guards were re-named as Community Service
Officers (CSO) . In the latter part of 1991 the Police Department
also added a Sergeant to the Bayside District detail in order to
provide supervisory oversight. The supervisor was assigned other
duties such as managing the Park Rangers and Officer training. The
staffing scheme remained relatively static until late 1993 and
early 1994 when the Crime Impact Team and the Metro unit were
temporarily reassigned to the Bayside District to assist the
existing deployment with crime issues such as aggressive
panhandling, burglary prevention and automobile thefts. In
addition, the Sergeant was fully dedicated to the issues on the
Bayside District. other duties were reassigned and the Sergeant
was allowed to focus on the issues pertaining to the Bayside
District. Currently, the Police Department dedicates 1 sergeant,
6 police officers, 9 eso's and varying other special resources to
the Bayside District. In total, the eity currently dedicates more
than 33,000 police department staff hours in the Bayside District
which costs approximately $1.1 million per year.
Specifically regarding the BDC proposal to provide supplemental
funding for the Kiosk operation, staff determined that this
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proposal has merit. It is believed that additional presence by a
uniformed employee of the Santa Monica Police Department may assist
in improving the perception of public safety in the Bayside
District. Implementation of this proposal may also enhance
communication between the community and Police Department
personnel. Staff has evaluated the BDC's proposal and determined
that the hours the Kiosk will be staffed should be from 12:00 a.m.
to 10:00 p.m. , seven days a week. Based on this proposal, the
additional cost to the City is projected to be $101,494, which
would require two additional Community Service Officers. It should
be noted that this staffing pattern would require some shifts to be
without staff at the Kiosk due to vacation, sick leave, training or
other absences of the eso. Moreover, the Police Department
believes that this program should be undertaken as a pilot project
in connection with other recommendations proposed in this staff
report.
Regarding the proposal to establish the host program, there are
policy issues that the Council should address prior to making a
decision. There are three primary issues. The first policy
consideration is an equity issue. The approval of this request may
set a precedent for requests from other groups in the city to
request further dedication of resources to their geographic area.
Second, the effectiveness of the host program to address issues
such as aggressive panhandling and thefts from autos should be
13
evaluated. Aggressive panhandling is a city-wide issue that should
not be subject to localized solutions. The impact of a localized
response to an issue like aggressive panhandling might displace the
problem to another area of the city.
Third, the city Attorney has some concerns regarding the city's
liability associated with this proposal including any liability
that would arise under the City's Agreement with the BDC. These
concerns arise from the differences in immunity provided for
private contractors (like employees for a private security firm)
and public employees.
It should be noted that other cities are using a guide/ambassador
programs that focus on providing visitors with information about
the available resources in the business district. Phoenix,
Portland, Long Beach and Philadelphia have premiere
guide/ambassador programs. None of the "good will" programs are
primarily intended to enhance public safety service in the business
district and are generally financed through a redevelopment agency
or an assessment district.
After deliberating on these policy issues, should the City Council
decide to fund the host program, staff suggests that this be done
as a pilot project of a limited duration and the BDC should require
sufficient liability insurance from the private security firm. .
In the event that the pilot program is successful, then it would be
14
appropriate for the tenants and property owners to fund the program
on an on-going basis.
Ordinances to requlate parkinq facility usaqe
In order to reduce crimes in the pier lot, beach parking lots and
the city-owned parking structures, staff recommends that ordinances
be drafted to regulate the use of the parking facilities. The
ordinances would include language stating that no person could be
in the parking areas during the hours specified any longer than
necessary to go to or leave his or her vehicle if lawfully parked.
Nor could any person be in the vehicle in the parking areas during
the specified hours longer than necessary to lawfully park the
vehicle or drive it out of the parking lot. Nothing in the
ordinances would prohibit members of the public from parking in the
lots or structures.
A large number of larcenies from vehicles and grand theft auto
are committed in the defined area, particularly in the parking
structures. In 1993, there were 807 thefts from auto out of a
Citywide total of 2,957. That is 25 percent in the area from
Lincoln Boulevard to the 3rd street Promenade and Colorado Avenue
to Wilshire Boulevard. This area also had the highest number of
auto thefts in police reporting districts, 180 out of 1,754 or 10
percent of the total.
The Pier and beach lots are also perceived as unsafe areas and
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police reports substantiate that view. During the 12-month period
from April I, 1993 through March 31, 1994, there were 846 calls for
service involving the beach and pier lots. Of this total, 319 or
38% of the calls were received during the nighttime hours of 10
p . m. to 6 a. m. , a high volume of calls given the limited amount of
nighttime use compared to daytime beach use. In the same period,
there were 174 police reports taken, 97 Part I crimes and 77 Part
II crimes, in the combined lots. Of the Park I crime reports, 60
were theft from vehicle and 19 were grand theft auto.
In addition, there are particular concerns relating to the group-
related incidents which occur in the lots. Those calls are coded
by the Department's automated system as fighting and noise (P. C.
415), gang-related and shots fired, and are recorded in addition to
Part I crimes. During the period from April 1, 1993 to March 31,
1994, 58 of those calls for service were recorded during the
nighttime hours of 10 p.m. to 6 a.m. Police experience reveals
that those incidents generally involve groups from outside the City
limit who come to the pier and beach areas and congregate in the
parking lots. Often there is an abuse of alcohol or drugs and the
situations become volatile, escalating into the types of calls
cited above. Staff of the Pier Restoration Corporation share the
Police Department's concern about crime in the parking lots and
support the recommendation for an ordinance.
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BUDGET/FINANCIAL IMPACT
Even though staff believes it is prudent to address these issues
within the context of the budget process, as directed by the city
Council staff has evaluated the budget implications of the plans
related to Palisades park, Ocean Avenue and the Bayside District.
The six-month personnel cost of six existing police officers and
one sergeant on overtime is $561,324. The cost of supplies, safety
equipment and equipment maintenance for the officers is $14,376.
This includes police bicycles, helmets, eye protection, gloves, web
duty gear and uniforms.
If the project were to continue with the same level of non-overtime
staffing, it will be necessary to hire eleven new police officers
and one sergeant. The annual personnel expenses would be
$1,166,449. The equipment and maintenance expenses for five
officers (in addition to the equipment purchased for the seven
overtime officers) will cost $8,069. The total expenditure for
personnel and supplies is $1,174,518.
The yearly expense for staffing of the Kiosk in the Bayside
District is $101,494. These funds are in addition to the existing
resources currently dedicated to the Police Department
RECOMMENDATIONS
Should the Council decide to act on this matter prior to the budget
process staff presents the following recommendations.
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staff recommends that the city Council approve a six-month public
safety pilot project in a policing district which would encompass
the area from 4th street west to Palisades Park and from Pico
Boulevard north to wilshire Boulevard with jurisdiction to the
north end of Palisades Park. overtime police officers on foot or
bike patrol would be on-duty seven days a week from 12:00 noon to
5 a.m. with the majority of officers assigned during peak crime
hours. The project would be funded with additional Council-
approved overtime monies.
staff also recommends that the city council approve a pilot program
that places a Community Service Officer at a kiosk on the Third
street Promenade. This project should be funded with additional
resources approved to the Police Department.
Staff additionally recommends that the city council direct the City
Attorney's Office to draft two ordinances to control parking area
crime. One ordinance to amend section 3.04.020 of the Santa Monica
Municipal Code to regulate the use of the public beach parking lots
and the Pier parking lot from 10 p.m. to sunrise of the next
succeeding day and another ordinance to add Section 3.16.330 to
regulate the use of all parking structures in parking meter zones
nc," non and nEn on a 24-hour basis.
Prepared by: James T. Butts, Jr. , Chief of Police
Katie E. Lichtig, Sr. Management Analyst
18
Attachment: Bayside District Corporation letter regarding Public
Safety Pilot Program
19
6 BAYSIDE DISTRICT CORPORATION
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IIlII_il""} _la D1.~:{tL~':a.'Uti~ 1427 Third Street Promenade SUite 202
Santa Monica. CalifornIa 90401-2358
310393-8355 Fax 310 458-3921
Apn118,1994
Mayor Judy Abdo and CIty CouncIl \lembers
CIty of Santa MOnIca CIty Hall
1685 Mam Street
Santa MOnica, CA 90401
Re. Pubhc Safety PIlot Pr02:ram
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Dear Honorable !vlayor and :\.leml:ers of the CIty CouncIl.
Over the past several months the Board of DIrectors of the Bayslde DIstnct
Corporation, wIth the mput from our bus mess commumty and VlsltIng publIc,
have researched and dIscussed alternative means to effectIvely deal wIth the
current AggreSSIve Panhandhng sItuatIon and perceptIon that our downtown
busmess commumty IS not a <:.afe enVironment to be m. In a recent meetmg wIth
our CIty :\;lanager we shared our concern that Unlmvful AggreSSIve Panhandhng
and the mcreasmg number of auto thefts and break-ms wlthm our parkmg
structures senouslv affects our abIlItv to retam and attract busmesses lvlthm our
J ~
DIstnct In addItIon, the qualIty of commumty hfe and enjoyment \nthm the
DIstrIct has sIgmfIcantly been Impacted.
On ~'1arch 31, 1994 representatIves from the Bayslde Dlstnct along WIth our City
CouncIl LiaIsons met WIth CIty Manager John Jahh, Cluef Butts, and CIty staff to
present and dISCUS~ our concerns Resultmg from tlus meetmg was a request to
have the BDC present our recomrnendatlOns to the CIty CounCIl for
supplemental fundmg for a comprehensIve PIlot Program that would be
deSIgned to accomplIsh the followmg objectIves
1. To restore our downtown Busmess DIstnct to a center for commumty
hfe where everyone In our commumty can enJoy themselves WIthout the
fear for then personal safety.
2. To partIcIpate In a comprehenSIve approach to effectively and
compassIOnately support commumty WIde efforts to address the needs of
the homeless wIthm our commumty.
3. To effectively dIscourage unlaldul behaVior assocIated \\'Ith Cnlawful
AggreSSIVe Panhandhng and other \-ndespread cnmes agamst people and
personal property.
Mayor & City Council ( Public Safety Pilot Progrflffi
Page 2
4 To establIsh a publIc education! publIc relatIons campaIgn that
encourages people to support programs and orgamzatwns that deal ,-.nth
the needs of the homeless, such as the Dolphm Change Program and other
commuruty based non-proht serVIce orgaruzatlOns
In order to meet these obJectIves, at Its Apnl 18th meetrng, the Board of DIrectors
unammously passed a resolution respectfully urgmg CIty CounCIl approval of
the followmg Pdot Program
1. ActIVatIOn of the 1400B KIOsk, utilIzmg one (1) CSO dunng the hours of
1000 a m - 1000 pm seven (7) days a week at an hourly rate of $1827 for
an estImated cost of $79,803, plus $10,000 for capItal Improvements and
contmgenCles for an estimated program total cost of S89,803
2 The ImplementatIOn of a BDC supernsed Host Program, lvhLCh l\'e
belIeve to be conSIstent \vlth stated objectIves for the creatIOn of a "scour'
Program, as dehned In our CIty I BDC SerVIce Agreement. The program
objectIves would be to have the Hosts walk the DIstnct area m
dlstmgUIshable umforms and to mform the VISItIng publIc that there are
alternahves to gIvmg dIrectly to AggreSSIve Panhandlers by eIther gIVIng
to the Dolphm Change Program or any of the many non-proht
orgaruzabons servmg the City of Santa :\JonlCa Secondly, to bnng to the
attention of the PolIce Department, through the CSO aSSIgned to the 1400B
KIOSk, any situatIon \Vhlch IS unlawful, or -whIch IS of a publIc safety
concern Thirdly, to gnre the VIsItmg public and those that \vork and do
busmess In the BaysIde Dlstnct a feelmg of secunty so that the DIstnct IS
accepted as a place where famlhes, semor CItIzens, and the youth of our
commumty feel safe. Fourth, WIthout reducmg the eXistmg number of
personnel deployed to the Bayslde Dlstnct, to allow more effecllve
utIlIzatIOn of PolIce Department Sworn Personnel by not plaCIng such
great relIance on them for the types of actIVItIes outlmed above To
accomplIsh these objectives the Cornrmttee recommends utIlIzmg contract
personnel from a fully quahhed pnvate secunty hrm who are fully
Insured and tramed and to be deployed under the superVlslOn of the BDC
Sundar programs have been undertaken by the CIty of Los Angeles
Commumt)' Redevelopment Agency; ;\-'ITA, etc Actual Deployment IS
recommended as fo11O\.\:s'
Between the hours of 10.00 a ill ~ 12 nudmght, seven (7) Hosts
\'nll be deployed wlthm the DIstnct ( hvo per each Promenade
block area and one (1) rovmg Host speCIfIcally deployed for Second
and Fourth Streets, and other streets ill the Dlstnct) The estimated
cost for the seven Hosts at $1300 per hour seven days a l:veek IS
$397.488
Mayor and City Council/ Pubhc Safety Pilot Program
page 3
\Ve have dIscussed our concerns wIth our CounCll LIaIsons Rosenstem and
Holbrook and \ve are all In agreement that the Proposed PIlot Program IS
worthy of Implementahon and evaluation on a one (1) year pdot baSIS. We
have reahshcally eshmated the annual cost of the Program to be $487,488
Furthermore, for your mformatIOn, our City IVlanager, ChIef Butts, and Jeff
IvJatrueu have been very supportive of BDC's recorrunendahon for thIS PIlot
Program, along With redeployment of eXIStIng authonzed PolIce Department
resources and establIshment of a mInImUm level of deployment that 15
COI'\ST"~'\JT, PREDICTABLE, A:-ZO DEPE).,TDABLE to more effectIvely address
the needs of our Dlstnct lYe look forward to the Apnl 26th meetmg to answer
any questIons the CounCIl may have regardmg our proposal
On behalf of the Board of DIrectors, and the busmess commumty and the
VISItIng publIc, \ve thank you for thIS opportumty to better serve the needs of
our commu
~- I f.l4M ~~
Cesar Scolan, ChaIrman
BDe Board of DIrectors BDC PublIC Safety CommIttee
1J[ ,/
j~nald y/Cano
BDC ExecutIve Director
cc Tohn Jahh, City Manager
James Butts, SIVIPD PolIce ChIef
Jeff MathIeu, Resource Management Director
BDC Board of Duectors