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sr-030982-6a3 CA:RMM:r City Council Meeting 3-9-82 STAFF REPORT W ~iAR 91982 Santa Monica, California ~ _.~ TO: Mayor and City Council FROM: City Attorney SUBJECT: Ordinance Adopting Comprehensive Crime Prevention Program At its meeting on February 23, 1982, the City Council introduced for first reading an ordinance adopting a Compre- hensive Crime Prevention Program. The ordinance is now pre- sented to the City Council for adoption. RECOMMENDATION It is respectfully recommended that the accompanying ordinance be adopted. PREPARED BY: Robert M. Myers, City Attorney ~LJ a PEAR 9 iSS2 DISTRIBUTION OF RESOLUTION # Council Meeting Date /J Agenda Item # ~ --~ - ~~A. Was it amended? ~'~ VOTE: Affirmat Negative Abstain: Absent: ORDINANCE. z~L ~ ~~~ Introduced: Adopted: ~-z3-~Z 3'I-r7`~i DISTRIBUTION: ORIGINAL to be signed, sealed and filed in V ~r__ ~~ ~~.ti NEWSPAPER PUBLICATION (Date: `~ ) ~ ~- Department originating staff report ( /~~f~~y^,~r) 1 City Attorney (those with their codes) ~ Agency mentioned in document or staff report (certified?) Subject file (agenda packet) Counter file Others: Airport Auditoium Building Dept.. Environ. Serv. Finance Fire General Serv. Library Manager 1 Parking Auth. _ TAPE ITEM# Personnel ~~~ Planning EDWAR S /~ JENNI G Police (en- f forcement?) ,! PRE 'S f J-~ / T Purchasing RE j ~ ZA y- LDWAY Recr/Parks Transportation Treasurer SEND FOUR COPIES OF ALL ORDINANCES T0: CODED SYSTEMS, Attn Peter Mac earie PROFESSIONAL CENTER, R~IUTE 71 BRIELLE, NEW JERSEY 08730 SEND FOUR COPIES OF ATT ORDTNANCF~ TO PRESIDING JUDGE SANTA MONICA MUNICIPAL COURT 1725 MAIN STREET SANTA MONICA, CA 90401 !1 y OTAL COPIES CA:RMM:r City Council Meeting 3-9-82 Santa Monica, California ORDINANCE NUMBER 1248 (CCSj {City Council Series) AN ORDINANCE Or^ THE CITY COUNCIL OF THE CITY OF SANTA MONICA ADOPTING A COMPREHENSIVE CRIME PREVENTION PROGRAM! WHEREAS, on April 14, 1981, the voters of the City of Santa Monica adopted Proposition A; and WHEREAS, Proposition A added Article XIX to the City Charter of the City of Santa Monica relating to Police and Protective Services; and WHEREAS, the purpose of Article XLX of the City Charter as stated in Section 1900 thereof is "to promote and facil- itate additional police and other protective services neces- sary to reduce .major crime in this City"; and WHEREAS, Section 1901 of the City Charter requires that the City Council adopt by ordinance a comprehensive crime program intended to reduce major crime within the City and that the crime prevention program include, among other things, provisions for the optimum use of existing and addi- tional police and other law enforcement resources, plans to improve the safety of streets and neighborhoods, and ways to encourage public involvment in the reduction of crime; and bdHEREAS, in order to formulate the comprehensive crime. program required by Section 1901 of the City Charter the City Council created by the adoption of Resolution Number 6265 (CCS) a Crime Prevention Task Force consisting of a cross- section of the community; and WHEREAS, the Crime Prevention Task Force diligently performed its functions and received public hearings through a number of community forums; and WHEREAS, on February 9, 1982, the Crime Prevention Task rForce presented. to the City Council its report entitled "A Comprehensive Crime Prevention Program for Santa Moniea"; and WHEREAS, the City Manager and Chief of Police have reviewed the report of the Crime Prevention Task Force and made its recommendations to the City Council thereon; and WHEREAS, the City Council has duly considered the report of the Crime Prevention Task Force and the recommenda- bons thereon of the City Manager and Chief of Police;. and WHEREAS,. the purpose of this ordinance is to adopt a Comprehensive Crime Prevention Program intended to reduce major crime in the City through by the optimum use of exist- ing law enforcement resources, .the immediate addition of 9 sworn personnel, the addition of other non-sworn personnel, specific programs to improve the safety of streets and neigh- borhoods, a capital program to improve the facilities of the Police Department, the addition of data processing capability for the Police Department, and a variety of programs to involve the public in the reduction of crime, _2_ NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES ORDAIN AS FOLLOWS: SECTION 1. The following Comprehensive Crime Preven- tion Program is adopted for the City of Santa Monica: (a) Crime Impact Team. A Crime Impact Team is hereby created in the Police Department to consist of one sergeant and seven officers. The Crime Impact Team will direct its .resources toward specific problem areas,. particularly crimes against persons. The necessary hiring and training shall commence immediately so that the Crime Impact Team will be operational on or before becember 31, 1982. (b) Domestic Violence Unit. A Domestic Violence Unit is hereby created in the Police Department to consist of one non-sworn position. The Domestic Violence Unit shall concen- trate on domestic violence crimes and will work in close relationship with investigators, the offices of the District Attorney and City Attorney, and the Commission on the Status of Women, The Domestic Violence Unit will provide informa- tion, assistance and .coordination of activities with victims. The necessary hiring and training shall commence immediately so that the Domestic Violence Unit will be operational on or before May 1, 1982. (c) Crime Analysis Unit. A Crime Analysis Unit is hereby created in the Police Department to consist of four non-sworn positions. The Crime Analysis Unit will provide timely crime information, enabling the Police Department and crime prevention groups to act swiftly to counter criminal -3- activity. The hiring and training for the Crime Analysis Unit commenced. on February 22, 1982, and the Crime Analysis. Unit will be operational on br before July 1, 1982. (d) Computer Systems Unit. A Computer Systems Analyst will be employed in the Data Processing Department for the purpase of studying the computer needs of the Police Depart- ment and to provide assistance. The computer system for the Police Department shall be upgraded and a police information system shall be acquired. The Computer Systems Analyst shall be hired on or before May 1, 1982, ahd the computer software shall be acquired on or before June 1, 1982. (e) Arson Investigations Unit. An Arson Investiga° tions Unit is hereby created in the Fire Department to consist of one sworn position, The arson investigator may be staffed up to the level of fire captain and shall imp12- ment the arson program developed by the Fire Department. The arson investigator shall conduct investigations, make arrests, and assist in arson prosecutions.. The necessary hiring and training shall commence immediately so the the Arson Investigations Unit will be operational on or before May 1, 1982. (f) Community Crime Prevention Specialist. The .position of Community Crime Prevention Specialist is hereby added to the Criine Prevention Division of the Police Depart- meet. The position will consist of one non-sworn officer to assist the community in crime prevention efforts, The neces- nary hiring and training shall commence immediately so that -4- the Community Crime Prevention Specialist will be functioning on or before May 1, 1982. (g) Capital Improvement Program for Police Department. The following capital. improvement program is hereby approved for the Police Department: (1) A second story addition to accommodate the expanding number of female police officers and to provide additional office space. This program shall commence immed- lately so that it may be completed within 18 to 24 months. (2) Modernization of the appearance and working environment of the Police Department facility. This program shall commence immediately so that it may be completed within 12 to 16 months. th) Maintenance and Enhancement of Existin Fro rams. The City shall: (1) Continue the. development of neighborhood organizations which have a strong emphasis on comprehensive crime prevention programs and encourage. a close working relationship with the Police Department. (2) Continue efforts to hire bilingual, women, and minority employees in the Police Department. (3) Continue to work with the school system, the community, and the Police Department to develop truancy prevention programs. (4> Continue to work in close cooperation with senior citizens in such .programs as the Community Crime Resistance Project. _5 (i) New Program Development. The following. new pro- grams shall be explored for possible implementations (1) Have protective services personnel review crime safety and security aspects of development projects and provide input as appropriate. (2) Explore providing additional street lighting as a crime prevention measure. (3] Reveiw and make recommendations on any ordi- nances necessary in the area of crime prevention and public safety. (4) Review Crime Prevention Task Force recom- mendations that require further study. {j) Community Crime Prevention Mana ement Team. A Community Crime Prevention Management Team is hereby created to develop a citizen participation program to enhance the crime prevention work of the City as a whole and to continue the examination of of=ective community-based crime prevention programs developed elsewhere. The City Manager and Chief of Police shall designate a Community Crime Prevention Manage- ment Team on or before March 15, 1982. On or before July 1, 1982, the Community Crime Prevention Management Team shall submit a plan to the City Council to include: (i) Increasing the organization of the citizenry into neighborhood .groupings with crime prevention and neighborhood assistance programs. (2) Broadening of the crime prevention programs of already existing neighborhood organizations. -6- (3) Continuing the cooperation between the Police Department and neighborhood organizations. {a) Continuing the work of the Community Rela- tions Division with neighborhood organizations and the stimu- lation of new citizen .crime prevention groups. i5) Providing crime analysis information to com- munity-based crime prevention programs to create a more. informed and involved community. (6) Emphasis on the special needs of senior citizens. {k) Additional Police. Additional police will be pro- vided in Fiscal Years 1983-84 and 1984-85 at the same rate of growth as recommended in the report of the Crime Prevention Task rr^orce subject to the availability of financial resources and the evaluation of program effectiveness. (1) Annual Review. In connection with the annual bud- get process, the City Council shall review the Comprehensive Crime Prevention Program and make such modifications as its deems necessary and appropriate. SECTION 2. Any provision of the Santa Monica Municipal Code or appendices thereto inconsistent with the provisions of this ordinance, to the extent of such inconsistencies and ho further, are hereby repealed br modified to that extent necessary to affect the provisions of this ordinance. SECTION 3. If any section, subsection, sentence, clause, or phrase of -this .ordinance is for any. reason held to be invalid or unconstitutional by a decision of any court of -7- competent jurisdiction, such decision shall not affect the validity. of the .remaining portions of the ordinance. .The City Council hereby declares that it would have passed this ordinance and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional, SECTION 4. The Mayor shall sign and the City Clerk shall attest to the passage of this ordinance. The City Clerk shall cause the same to be published once in the official newspaper within l5 days after its adoption. .The ordinance shall become effective 30 days from its adoption. APPROVED AS TO FORM: ROBERT M. MYERS City Attorney -8® ADOPTED AND- APPROVED THLS 9th DAY OF ~4arch 7 982. I HEREBY CERTIFY THAT THE FQREGOING ORDINANCE, N0. 7248 (CCS), WAS DULY RND REGULARLY I~tTRODUCED AT A MEETING OF THE CLTY COUNCIL ON THE 23rd DAY Or February 1982; THAI' THE SAID ORDINANCE WAS THEREAFTER DULY ADOPTED AT A MEETING OF THE CITY COUNCIL ON THE 9th DAY OF March 1982 BY THE FOLIQWING COUNCIL VOTE: AYES::: COUNCILMEMBERS: Edwards, Jennings, Press, Reed,. Zane, Yannatta Goldwy NOES: COUNCILMEMBERS: none RBSEPlT: COUNCILMEMBERS: Conn ABSTAIN: COUNCILMEMBERS: None ATTEST: ,~ ~^ C-LTY CLERK . ~, .; r ~ Y t pRF; C - .__. fort ®f tie Crt a rv ttn Ts ®rc ~. J®nu®r 1982 CRI'~iE PRE~~NTION TASK FORCE i:en Edwards, Chairman: Councilmember, 1layor Pro Tempore, City of Santa Sionica; Deputy Probation Officer, Los Angeles County Probation Department. Gail Abarbanel: Founder, Director of Santa Monica Rape Treatment Center, Santa ?ionica Hospital ?iedical Center. Harry Block: Representative of various Santa Monica senior citizen organizations. Steven Brackett: Police Sergeani, Santa Monica Police Department, 15 year veteran; former Chairman of the Santa Monica Police Officers Association. 3lary Griffiths: Member, Executive Committee and Board of Directors, Chair, Crime Committee, Ocean Park Community Organization. Brenda Heavers: Parking Checker, Santa Monica Police Department; Member, Board of Directors, Pico Neighborhood Association. ',Ielissa Hill: Partner, law firm of Fischer and Hill; formerly Deputy Public Defender, County of Los Angeles. Billy King: Police Captain, Santa tilonica Police Department, 21 year veteran. Patrician:oicCarthv: Film writer, producer, director; Member, Crime Committee, Ocean Park CoL.vunity Organization; Member, Crime Committee, Ocean Park Electoral Network. Andrea Roman, Executive Director, National Conference of Christians and Jews, Santa :donica. Douglas Scott: Senior Associate, Juarez & Associates, ':Vest Los Angeles; Resident Consultant, Rand Corporation, Santa Monica; formerly Aeting Assistant Professor of Political Science, IICLA; and Consultant to Los Angeles Police Department. Robert Simoneau: Folice Sergeant, Santa Monica Police Department, 14 year veteran; certified by California State Department of Justice as Crime Prevention Specialist; past President, Santa Monica Police Officers Association. Herbert A. Spurgin: Operations Manager, Henshey's Department Store, Santa 1lonica; former Ma;~or of Santa ~',4onica; Chairman of the Santa Monica Chamber of Commerce Anti-Crime Task Force. Shane Stark: Assistant City Attorney, City of Santa 1lonica. Carol Thompson: District Attendance Facilitator, Santa Monica unified School District, (provides counseling and related services to students with truancy problems). Pierce {Matson: Project Engineer, Hughes Aircraft, Space and Com- munications Group; Member, Board of Directors, Santa ?ionicans Against Crime; former Santa Monica City Council candidate. Ken 4Phite: Battalion Chief, Santa Monica Fire Department, 26 year veteran. COhSPREHE:QSIVE CRIME PREVENTION PROGRAM Adopted February 1, 1982 by the Crime Prevention Task Force TABLE OF CONTENTS I. INTRODUCTION A) Purpose of Task Force and Program P) Summary of Report II. C~ATERAL BACKGROUND A) Existing Police Department Crime Prevention Programs B) Summary of Public Hearings . C} Overview of Crime Statistics . III RELATED TO NEI 1 1 1 3 3 6 8 11 A) Neighborhood Organizations and their Interrelationship with Protective Services 11 B) Projective Service Agency Programa 14 C) Sources of Revenue Explored 15 IV. RECOMMENDATIONS 20 A) Neighborhood Organizations 20 B) Public and Private Sector Collaboration 20 C) Protective Service Agencies 21 D) Revenue Sources and Financial Factors 23 V. APPE'~~ICES • 26 A1) Distribution of Part 1 Crimes for 1979 and 1980 in Santa Monica 2g A2) Crime Related Statistics in Surrounding Cities 27 E) City Treasurer's Analysis of Revenue Proposals 28 C) Task Force Membership and Subcommittee 9ssignments 29 D) Changes in City Personnel. 30 E) Costs of Police Personnel. 30 9NIZATIONS, PRt In the General Background section there is a list of brief descriptions of various programs that currently exist in the city which attempt to educate and involve citizens in pre- venting crime. Also contained in this section is a summary of the comments and concerns expressed during public hearings held throughout the city by the Crime Prevention Task Force. Finally there are certain observations made on the crime situation with police and fire statistics related to Santa Monica and surrounding communites. In Section III entitled "Findings Related to Neighborhood Organizations, Protective Service Agencies and Revenue Sources" observations and conclusions of the Task Force are presented on their analysis of the public perception of crime, the interrelationship between neighborhood organizations and protective service agencies, and potential sources of revenue as well as probable constraints to raising funds for crime prevention programs. The analysis reflects a consolidation of input from experts in Santa Monica and other communities, interested lay people, police and city administrative personnel and from the expertise and awareness acquired by the Task Force members themselves during their deliberations and research into other relevant materials and programs. Section IV contains the Task Force recommendations which are divided, for reference purposes, into four groups: Neighbor- hood Organizations, Public and Private Sector Collaboration, Protective Service Agencies and Revenue Factors. A prevailing theme throughout the recommendations is that the people within a community should be as involved as possible in the prevention of crime. To facilitate this objective the recommendations emphasize means, such as encouragement of neighborhood organi- zations, that will keep citizens informed and provide them with tools to be the most effective in dealing with crime. The recommendations also address the needs of protective service agencies by the establishment of special crime impact teams, increase in arson investigators and computerization and system analysis of crime data. The final group of recommendations outline variaus sources of revenue which can be utilized to finance the preceding recommendations. 9ppendix A is a compendium of crime statistics for Santa Monica and other communities which allow for comparative evaluation. Appendix B is a fiscal analysis of recommendations and Appendix C shows the membership of the Task Force. Appendix D compares the changes in personnel between city departments over the past three years and Appendix E shows costs of police personnel as of January 1982. -2- I. INTRODliCTION A) Purpose of Task Force and Program: On April 14, 1981, the voters of the City of Santa :1lonica approved Proposition A, an initiative measure requiring, among other things, that the City Council adopt by ordinance, no later than February of 1982, a comprehensive crime preven- tion program. Although Proposition A did nothing to provide additional revenue, it did authorize exceeding the spending limits established by the Gann Initiative (Proposition 4 on the November 6, 1979, State ballot) by ~3 million per year for a period of four years. However, Proposition 13, the Jarvis-Gann Initiative in effect since July 1, 1978, restricts the city's ability to raise tax revenues and has reduced the amount of money available from property taxes. Pursuant io the mandate of its citizens, on ?4ay 12, 1981, the City Council adopted a resolution creating a Crime Prevention Task Force, to be composed of members of the public, including but not limited to representatives from protective service agencies such as the Police and Fire Departments, and from existing neighborhood and community organizations involved in crime prevention programs. The Crime Task Force; by resolution, was directed to "assist the City Council in preparation of a crime prevention plan and make recommendations concerning the staffing. of the Police Department, methods of 'involving community organizations and utilizing community outreach in crime prevention, improving building security and neighborhood lighting and any ordinances necessary for such improvement, improving the efficiency of the Police Department and existing facilities, and such other recommendations as requested by the City Council." The Task Force was also directed to make recommendations concerning methods of raising the revenue required for implementation of the recommended program. The following report sets forth the recommendations of the Crime Prevention Task Force in accordance with the request of the Ciiy council. B) summary of Report This report represents the efforts of the Crime Prevention Task Force over the period May 1981 through January 1982 to develop a comprehensive Crime. Prevention Program. The report attempts to account for the diversity of interests within Santa 4.4onica by consolidating these interests into a policy document which will give direction in addressing the community's crime problem. Including this introduction, the report is divided into five main sections as follows: Section I. Introduction II. General Background III. Findings Related to Neighborhood Organizations, Protective Service Agencies and Revenue Sources IV. Recommendations V. Appendices iI. GENERAL BACKGROL'~VD A) Existing Police Department Crime Prevention Programs Crime prevention generally involves five basic concepts of different ways to: deter, delay, detect, deceive and deny opportunities for criminals to commit crimes. The Santa Monica Police Department (SMPD) has established a number of citizen oriented programs which have proven successful in facilitating people's involvement, increasing their awareness and enhancing their ability to address each of those five concepts and thus help prevent crime. The following is a summary of the current programs: 1) Newspaper/Radio/Television The Crime Prevention office of the Santa Monica Police Department has utilized all medics of communication to convey crime prevention messages to the public. Over 900 radio spots, ranging in duration from 15 seconds to a minute or more, have been aired during the first six months of 1981. These messages deal with relevani crime factors and provide timely information and referrals to appropriate agencies. In addition, the Evening Outlook has begun publishing "dot maps" which graphically demonstrate where certain crimes (burglary°, robbery, murder, assault and rape) have occurred in the city over the preceding month. 2) Neighborhood Awareness Bulletin The Crime Prevention office also provides bulletins which give statistical data and other relevant crime information pertinent to a specific neighborhood. These bulletins are distributed periodically as apparent trends begin to emerge in an area, and often in conjunction with a neighborhood watch meeting. The purpose is to make people aware of crime patterns in their neighborhood, indicate what to look out for and how to respond to assist in the prevention of 'rime. Neighborhood Watch This program was initiated in April 1974 in Santa hicnica and has been implemented in many communities throughout the country. The concept is to organize neighborhoods into individual blocks and arrange. for residents to meet one another. During these meetings a crime prevention specialist describes physical techniques to deter burglary and methods by which neighbors can cooperate with each ether to keep their block under casual surveillance. The advantage of neighborhood watch comes from everyone being totally familiar with their neighborhood along with enhancing their communi- cations with neighbors. When these things occur it makes it -3- that much more difficult for a stranger to intrude into the area and successfully commit a burglary. In 1980, 3,082 citizens were contacted by the Community Relations Division of the SMPD via the Neighborhood 39atch Program. 4) 5) Lady Beware Rape prevention lectures are provided by trained depart- ment personnel upon request. These lectures include awareness training to avoid a possible assault, physical techniques to ward off an actual assault and instruction on what to do should you become a rape victim. During the first six months of 1981 over 950 women have attendAd this program. Public Speakers cn all Phases of Crime Prevention Trained personnel are provided upon request in all areas of crime prevention. Some enforcement areas that have generated public attention for which the Santa Monica Police Department has provided educational programs, include: a) Narcotics: Officers make presentations to interested groups and schools on the awareness and detection of narcotics, as well as its hazards. b) Vice: The growing problem of street crimes as it relates to prostitution and its effects on the community. c) Bunco: This presentation is directed towards senior citizens because of their particular vulnerability to this type of crime. A film is used along with a discussion on how to detect various bunco schemes. d) Forgery: A presentation is given on how to avoid forgery of checks and credit cards. e) Juvenile Crune: Alternatives to the criminal justice system are presented such as efforts by a r_ivilian Youth Services Counselor to divert juveniles to private and public agencies that attempt to help a juvenile offender. f) Robbery Prevention and Retail Security: The discussion emphasizes internal and external loss prevention techniques and other robbery precautions.. g) Officer Bill: Programs are offered to all public and private schools in Santa Monica. Officer Bill teaches, in an entertaining way, pedestrian safety and proper conduct outside of school grounds to grades kindergarten through second. A Board of Education approved film on child molesters is shown to children in grades two through six. -4- 6) Operation Identification This program was initiated in April 1974 to discourage the theft of valuables. Citizens are shown how to mark personal effects with a driver's license number utilizing an engrav- ing tool. These engraving tools are loaned by the Santa 4Sonica Police Department to citizens of the community, free of charge. Implementation of this program serves two purposes. The first is discouraging the thief from stealing the item because it is readily identifiable and secondly if a law enforcement agency shculd recover a marked item the mark itself would facilitate the return of the item to its owner. Citizens are also encouraged to keep photographic records of their valuables. 7) Security Surveys Free security surveys by traihed crime prevention special- ists are provided io residents or businessmen for any building within Santa Monica. A total of 701 security surveys were conducted in 1980. Of these, 553 were residential and 148 were commercial. During the first quarter of this year, a follow-up survey was conducted to determine the effectiveness of the Crime Prevention Unit's residential security survey program. The random sample survey of 1980 security survey recipients showed that: - 650 of the respondents stated they had implemented two or more of the suggested security measures. - Only 15% of the respondents stated they had not yet implemented any security measures. - 7.590 of the respondents had been burglarized after the security survey but none had yet implemented security measures that could have deterred these bL.rglaries. - 100go of those who implemented security measures had not been the victim of a burglar since. 8) Lock Installation Bits Since 1974 the Santa Moniea Police Department has loaned lock installation kits to members of the community at no charge. The purpose of this program is to encourage individuals to improve the physical hardware of their residence to ultimately discourage a thief from even attempting an entry of their home. -5- 9) Ride Along Program Initiated in April of 1974, the purpose is to open lines of communication between the citizenry and police depart- ment by providing the opportunity to ride in a patrol car and to experience actual crime problems from an officer's perspective. This program has enlightened the citizen to the different types of crimes occurring in the community, along with police procedures and patrol techniques. 10) Nypum Program The National Youth Project Using Minibikes was implemented in 1975 to divert potential juvenile offenders. Volunteer police officers establish rapport with problem juveniles by taking them on overnight trips to the mountains and teaching them to ride and repair motor bikes. This program is co-sponsored by the YMCA. At the moment there are fifteen juveniles participating in the program. 11) Explorer Post The police department sponsors and advises Post 709 to give career awareness and guidance to boys and girls of the community. This program is designed to improve the youth's abilities to be a constructive member of the community. B) Summary of Public Hearings From September 14 to October 12, 1981, the Task Force conducted eight public hearings in various locations throughout the city. The purpose of the hearings was to solicit comments from the general public and to provide an open forum for citizens to express their concerns on the subject of crime prevention. The following attempts to summarize these comments and concerns: A surprising number of citizens who testified at the public hearings had been recent victims of crime. A general perception from those victims and others who testified was that not only was crime on the rise, but that they had greater expectations than ever before that they would be victims of crime. Over and over again we heard that people were afraid on the streets and in their homes and that they were desperate to feel safe again. Many people spoke to the issue of wanting/needing more police officers. Included in their remarks were suggestions on how to disperse the new officers, such as more police on walking beats, a more even distribution of officers city-wide, more attention to "problem areas" such as alleys and dark residential streets, and residential areas near schools. There was also a great con- cern that all of the sworn officers be removed from "desk-type" positions, when feasible, and be assigned out in the field. -6- In general, people seemed supportive of our police force--they just wanted more; more sworn officers, more outreach to the citizens, more education programs, more information distri- bution, more participation in community groups. A very high number of people who testified wanted some form of community participation and involvement with the police force. This extended from those whc were critical of the police department to those who were supportive of it. zany people felt that a police department could not, and/or should not, be solely responsible for the prevention of crime. Among those who spoke at the hearings,-the perception of crime in the one area that has been organized by a neighborhood group was markedly different than the other areas in which the Task Force held hearings. In this area, Ocean Park, where neighbors are working closely with each other and protective service agencies, there seemed to be less of a feeling of hopelessness and more of a sense of neighborhood power in being able to reduce crime. Various other items were cited at the public hearings. Many people who testified were very curious about crime in their neighborhoods and city. They wanted to know what types of crimes were committed, where, when, by whom and why. A need was expressed to promote communications between the community and the Community Relations Division of the police department so that citizens may be educated and kept informed about crime statistics and preventive programs. One means cited to accomplish this was the continued use and expansion of the Yeighborhood Awareness Bulletin. Others felt that crime statistics and related data need to be computerized in order to speed the process of investigations and to more effectively utilize current data for crime analysis and prevention. It was perceived that the criminal justice system is soft on criminals and that heavy probation caseloads preclude programs from being effective. Many people who testified spoke of the problem of youth and crime and asked for more school programs, city sponsored youth programs and juvenile diversion programs. A concern was also expressed that police be more efficient in dealing with- domestic violence service calls. There was an expressed need for programs to facilitate making homes safer and more secure from potential criminal activity. A need was stated to develop "defensible space" design criteria for buildings. Also, concern was stated about the inability of police and fire services to gain access to certain structures because of inappropriate design considerations. Street lighting and lighting in recreational areas were often cited as factors in reducing the potential for crime, as well as alleviating the sense of fear within the community at nighttime. -~- Behind all of these were concerns about future funding sources. It was noted that state and federal funding, as well as some Los Angeles County crime programs, are being cut, which may impair further crime prevention efforts in Santa Monica. C} Overview of Crime Statistics In 1979 the Santa Monica Police Department (SMPD) received 8,693 reports oh what are termed Part 1 crimes. These types of offenses include the most serious crimes which fall into eight major reporting categories, as established by the FBI Uniform Crime Code: Homicide, Rape, Aggravated Assault, _°.obbery, Burglary, Larceny, Auto Theft, and Arson. The eighth category of Arson was added in 1979 but statistics have not been collected on a regular basis by the FBI until 1981; there- fore the figures shown here only reflect the other seven categories. For 1980 the SMPD had 10,635 Part 1 crime reports representing a rather dramatic increase (from 1979 to 1980) of 22 percent: During 1981 there were 10,432 Part 1 crime reports which resulted in a slight reduction of 2 percent below the 1980 level. Refer to Table #1 for trend analysis of figures for 1979, 1980, and 1981. Further reference can be made to the appendix for comparison to other cities, as well as other statistics related to Santa Monica. The City of Santa Monica appears vulnerable to crime for a variety of reasons, no one of which appears decisive. For example the city is bisected by a freeway which means that criminals have easy access to Santa Monica. Indeed two-thirds ~,~. of the arrested burglary and robbery suspects live outside of Santa Monica. Although exact data are not reported, it is very likely that those "outsiders" find freeway access very conve- nient. The sworn officer per thousand population ratio in Sahta Monica, in 1980, of 1.50 was less than the adjacent cities {Los Angeles, 2.23, Culver City, 2.28, Beverly Hills, 3.43) and :when the "workday" population may expand by 50 percent and up, .and weekend population considerably higher, police resources are :further strained. The national average is 2.1 officers per `thousand population. Population densities appear to contribute to crime vulnerability, Santa Monica and Inglewood, the two most densely populated cities (of the 16 comparative cities in appendix A2) rank in the top five in rates of Part 1 crimes per 100,000 population, In addition, Santa Monica has the highest Fart 1 crime rate in those cities over 10,000 in Los Angeles County. In order to obtain more definitive statements about statistical relationships involving crime, computer analysis is imperative. Time and time again the Task Force found that the lack of police department computerization of its data has made it more diffi- cult in relating "crime analysis" findings to programatic needs. Elsewhere in this report it is recommended the City Council address the computer needs of the Santa Monica Police Department. -8- Arson is becoming an ever increasingly serious crime. In Santa Monica, during the fiscal year 1979-80, those fires designated as Incendiary/Suspicious (Arson) resulted in an estimated loss of $815,055. During the period 1980-1981 these figures rose to an estimated loss of $2,507,025 attributed to arson. In Santa Monica arson investigations are currently a shared responsibility between the Fire Department and the Police Department. Other communities such as Los Angeles, Culver City and Redondo Beach have been successful in addressing 9rson problems by concentrating the investigative responsibilities for arson with the Fire Department. -9- Part 1 Crimes TABLE rl SA:v^PA MONICA CRIME STATISTICS NIIh4BER OF OFFENSES F~TOWfiT TO POLICE 11979-81 __ ( 1979 f 1980 11979a80e I 1981 1. Homicide 2. Rape a. Force b. Attempt 3. Aggravated Assault 4. Robbery 5. Burglary 6. Larceny a. over $200 b. $50-200 c. below $50 7. Auto Theft 8. Arson* TOTALS lz 17 32 34 25 33 +45c + 6ro +32 0 260 290 +12a 520 660 +270 2628 2911 +11°~ 561 899 1470 2082 2029 2422 1156 1287 8,693 ~ 10,635 +60 0 +42 0 +19 0 +11 0 6 43 45 304 621 2718 912 1932 2702 1149 32* o Change 1980-81 -65 a +26 0 +36 0 + 5 - 6 0 - 7~0 + 1 a - 7 ~c +12 a -11°0 +220 ~ I0,432 ~ - 20 ource: anta onica o ice epartment *Statistics have not been collected on a regular basis by the FBI until 1981; arson figures are not included in total for 1981. ----------------------------------------------------------------------------------- TABLE ~2 STRIICTLTR.9L FIRES - GENERAL CAIISES 1979-80 1980-81 Incendiary and/or Suspicious Fires............ 51 71 (Arson) Smoking ....................................... 30 35 Mechanical/Electrical ......................... 29 34 Cooking ....................................... 24 87 h4iscellaneous ................................. 68 66 Total Structure Fires.... 202 293 Source: Santa Monica Fire Department -10- III. FI:v~3I:~TGS RELATED TO NEIGHBORHOOD a> IONS, PROTECTIVE From the eight public hearings conducted by the Crime Preven- tion Task Force people repeatedly said they were frightened of becoming victims of crime, that they felt isolated in their neighborhoods. On numerous occasions, during the public hearings, pleas were expressed for more police. Unfortunately, what so many people envisioned in those pleas was to have a police officer in their neighborhood - streets, alleys, hallways - at all times. This is an impossible demand for any police department to fulfill. What was encouraging, though, was the sense of community support for the Santa Monica Police Department and the desire to work with them as part of the community. Public testimony was substantiated by research of the Task Force which indicated that a significant difference in the perception and fear of crime can occur in areas where citizens and protective service agencies have organized to work cooperatively with each other in crime prevention. Neighborhood Organizations and their Interrelationship with Drntorr iim Rorvi no A.. ~.. ..; ..~ 1} The Advantage of Community Involvement: As crime affects all people in a community - regardless of age, sex, income or profession, the answers to crime prevention lie within the community itself. Thus, more and more neighborhood organizations and projects have begun to address and combat crime and the fear of crime, and to restore/redevelop a sense of community. Studies have found that areas that are perceived by criminals to be united are also perceived by the criminals to be high-risk areas for the criminal, and he will tend to avoid that neighborhood. There are many successful community based crime prevention programs and neighborhood Organizations which have a strong crime prevention emphasis, throughout the nation. The Task Force has explored and evaluated a number of programs. !~ sampling of these programs, most of which were funded by LEAH (with the exception of PNA and the Santa Ana Program) includes: a) OPCO, Ocean Park Community Organization and PNA, Pico Neighborhood Association in Santa Monica, CA b) CAPTtiRE, San Mateo, CA c) CACP, Las Vegas, Nevada -11- d) CASH, Harlem New York, NY e) Act One, Lenox Hill, New York, NY f) Asylum Hill, Hartford, Connecticut g) CCPP, Seattle, Washington h) Project New Pride, Denver, Colorado i} Community Oriented Policing, Santa Ana, CA and many others. 2) (Typically, the term "community based" refers to a city-wide orientation, while the term "neighborhood organization" refers to an organization dealing with a particular portion of the City; an exception to this general definition is in the Ocean Park portion of Santa Monica where OPCO has "community" in its title, while it is basically a neighbor- hood oriented organization.) The underlying theme in all of these projects is that crime, and the fear of crime, are issues which can best be resolved by community based and neighborhood organizations supplementing the responsibilities of the police. The Need for Cooperation: Crime prevention programs are most effective at deterring crime when they incorporate the collaborative efforts of neighborhood and community organization and public sector departments such as police and fire. Additionally, crime prevention programs provide the most cost effective service for the public dollar when they involve collaborative efforts of community organizations and public sector depart- ments. Public awareness of crime prevention programs and timely communication between the public and local law enforcement is essential to successful resistance to criminal activity. Crime prevention programs that are not coordinated with the police department and have input solely from community based leadership frequently lose accurate and timely knowledge of the true criminal threat. 3} The Range of Potential Activities: Specifically, one of the most cost-effective crime preven- tion programs is the community based Neighborhood Organi- zation which works closely with the local protective services, and which provides services (or access to services) traditionally expected directly from the protective services. -12- Neighborhood Organizations, with the assistance of, and in coordination with, publically employed Community Service Officers assigned to specific areas, can perform many roles in the area of crime prevention. Each Neighborhood Organi- zation and area CSO can work in the community on a variety of tasks which can include: a) Reducing the fear of crime by "n..eighborhood recognition," enhancing the perception, both by residents and criminals, that a neighborhood is united, and fostering genuine interest in itself; reducing fear in a neighborhood removes the barricade mentality of residents and controls the rumors of crime that reinforce those fears. b) Promoting the opportunity to form a solid, gositive, on-going relationship between residents and the police department and protective service agencies. c) Providing a forum and facilitating means of input and liaison to the City's protective service agencies on the types of protective services needed in the neighborhood. d) Facilitating the opportunity for neighbors to work with the police department in the prevention of crime, including the establishment of Neighborhood i9atches. e) Organizing community meetings. f) Disseminating specific and timely crime information. g) Expanding public awareness of police crime prevention programs. (1) Providing information on, and facilitating the installation of, upgraded security hardware, including tae installation of such hardware in low and moderate income households. (2) Promoting the concept of defensible space coor- dinated with Police, Fire, Planning and Building Departments. (3) Offering and/or facilitating specialized self- defense classes geared especially to seniors, women and children. h) Addressing unique minority needs. i) Providing referral services, including information, unbiased referrals to citizens with domestic and/or civil problems, and referrals for community social services. j) Providing referrals and/or assistance to victims of crime k) Being able to work closely with the school system and Recreation and Parks Department on youth oriented programs and services. -13- 1) Providing assistance for senior citizens to: (1) have outreach for education and training, (2) create a cadre of senior citizen volunteers, (3) develop home security surveys oriented to senior citizens, and (4) provide victim assistance programs. B) Protective Service A ency Programs* The Task Force, in exploring a wide range of possible public sector crime prevention programs, found that the most successful types of public sector programs were already employed in some form by the Santa Monica Police Department. An exception to this was the use of crime-specific impact teams. Agencies with crime impact teams are significantly more proficient at decreasing specific types of crimes than those agencies with only general patrol and conventional investigative capabilities. Crime impact teams can significantly reduce suppressible crimes such as burglary and robbery. Such sup- pression activity also has a peripheral suppressive affect on certain other types of crimes. To effectively accomplish the wide variety of uniformed and plainclothes tasks a crime impact team needs to be comprised of twelve to fifteen members. 1) Lack of personnel resources inhibits public safety responsibilities of the Santa Monica Police Department and Fire Department. 2) In the last two years, there has been a significant increase in Police Department personnel resources. (See Appendix D foi• comparison to personnel increases in other city depart- ments. ) 3) At the present time, no data exists which demonstrates that increases in the number of sworn police personnel leads to a decrease in crime. However, allocation of more personnel resources to the Police Department will reduce the response !j time of police, thereby increasing the number of crimes f solved and persons convicted. Additionally, increased Police Department personnel resources will improve working conditions for employees and improve the department's investigative capacity and efficiency. *The Range of Potential Activities, listed in the preceding section, may also apply to Protective Service Agency Programs. -14- 4) The training and recruitment process necessary to insure the maintenance of high standards for sworn police personnel requires a long lead time or delay between the time a position is authorized and the time a sworn officer is fully trained and able to assume all the responsibilities and y duties of his job. The expansion of the Police Department by several officers, for example, has major components within the process that require a time frame as follows: Recruitment Testing and Selection - 138 days Employment Transition and Orientation - 19 days Academy Training - 105 days Field Training with Field Officer - 84 days The mandated training requirements do not allow much flexibility in reducing the time from the present 346 days it takes to get an officer onto the street working independently. 5) Evaluation of the cost effectiveness of increases in prote^,tive service resources necessitates incremental increases which will allow for proper analysis. 6) Increase in Police Department personnel will result in increased need for allocation of other resources to the Police Department, i.e., to increase the size of the physical plant, and to modify existing structures to accommodate anticipated increases in the number of female police officers. Such increased financial demands must be considered in determining a fiscally responsible growth rate for the department. C) 7) The goal of recruiting and retaining qualified police officers cannot be achieved without allocation of substantial fiscal resources to increasing benefits and salaries for currently employed officers. Hence, first priority must be given to achieving an adequate level of compensation for protective services personnel before resources are allocated to increasing the number of such personnel. Sources of Revenue Explored 1) Federal Funding: The Task Force has explored the availability of federal revenues for the purpose of implementing Proposition A. Assemblyman Mel Levine has advised that no additional assistance can be expected from the federal government due to current fiscal policies. _1F_ Through revenue sharing, Santa Monica already receives direct from the federal government a certain amount of revenue. Each year during the past few years, the amount received has steadily increased by small increments. Although such funds were allocated for the 1981-82 fiscal year, the federal government is seeking a 12.5 percent reduction in the allocation which Congress may or may not accept. However, it is likely that future revenue sharing monies will decrease rather than increase. 2) State Funding: The Task Force has explored the possibility of obtaining assistance from the state for implementation of local crime prevention efforts. Assemblyman Mel Levine has advised that there will be little or no support for local programs forthcoming from the state. The Office of Criminal Justice Planning has a State Crime Resistance Task Force which just received approximately 1.25 million dollars total for assistance to local programs. To be eligible to receive .such revenue, local programs must demonstrate a large degree of community based involvement. The City has recently received a $50,000 grant from this fund. However, due to the small total amount of such funds, it is unlikely that Santa Monica can rely to a large degree on the expectation of receiving further state funds of a substantial amount. 3) The Santa Monica City Budget Surplus: The current city surplus contains two elements: a) .5 million dollars in unappropriated funds b) 6.5 million dollars in other reserves for capital improvements. The city surplus is being used up at a rate of approximately 4 million dollars per year because of the effects of Prop- osition 13 at the local level. The Crime Prevention Program cannot, therefore, rely on use of the city surplus for implementation of Proposition A. 4) City Enterprises: a) In general, Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises, where the intent is that the costs of providing goods or services, to the public on a continuing basis, be financed or recovered primarily through user charges. Revenue remaining in an enterprise fund is normally used to sustain the service -16- demand growth and additional capital needs of the operation. The nature of most operations, financed and accounted for through proprietary funds, is such that the demand for goods and services provided determines the appropriate level of revenues and expenses. Enterprise funds are thus NOT limited by the appropriation limits of Proposition 4 (Gann) PROVIDED THAT ALL THE PROCEEDS ARE RETAINED IN EACH RESPECTIVE ENTERPRISE FOR CARRYING OUT ITS PURPOSE. However, any excess proceeds transferred from one enterprise fund to another city operating fund will be considered proceeds from taxes within the meaning of Proposition 4 (Gann) and will thus be subject to those limitations. There is an exception to the above Gann limitation which allows the individual Enterprise Fund to be "taxed" by the city for "costs reasonably borne" -- meaning all costs which are incurred in providing regulation, products or services to the enterprise, including but not limited to administrative overhead, operation, debt service, depreciation, emergency, cagital improvements, replacements, and other expenses incurred by the city which are deemed necessary and proper by it. b) The Airport: There currently exists a Federal Aviation Administration lease which may have to be honored until the year 2015. This could postpone large-scale develop- ment of the airport until that time. The current relocating of airport tenants may ultimately free up some of the airport space for development. However, litigation and/or the threat of litigation may inhibit such development for some time to come. Assuming revenues could be realized, it is likely that they would be usuable for crime prevention because such revenues are probably exempt from Jarvis-Gann limitations as revenue from long-term lease or sale of real property. c) Santa Monica Civic Auditorium: Currently, the Civic Auditorium does not generate enough revenue to pay for its own operations. The city subsidizes the auditorium from $100,000 to $200,000 per fiscal year. Although the enterprise could theoretically be assessed for police and fire protection IF it could be made profitable, the "costs reasonably borne" for such protection might be low because the auditorium hires private security guards for special events. -i7- d) Santa Monica Pier: The pier currently raises approx- imately $700,000 per year in gross revenues. The entire amount is returned to the pier: half is used for costs of staff and half for repairs. The city currently has an obligation to perform repair work on the pier which would cost 2-3~ million dollars if paid for all at once. The pier could also theoretically be assessed for "reasonable costs borne" for protective services; however, there are already private security personnel provided and foot patrols funded through the Recreation and Parks Department budget. 5) Taxes, User Fees, and Other Assessments: The Task Force also explored the possibility of imposing various types of taxes on individuals, development, and businesses. However, any tax, fee, or assessment used for implementation of Proposition A will be subject to the limits of Proposition 13 (Jarvis) and Proposition 4 (Gann). In most cases this means the taxes and assessments could not be collected without placing a Jarvis override on the ballot during the next general (or special) election. There is a possibility that pending legislation in Sacramento will make it easier to get a Jarvis override (by reducing the percentage of votes needed) where such funds are to be used for protective services. a) The Crime Prevention Task Force has requested and received a preliminary analysis of its financial recommendations pursuant to its memo to City Council dated December 7, 1981. A copy of the analpsis is appended to the report as Appendix B. b) The Director of the City's Treasury Division reports the following in regards to potential revenue likely to be raised through implementation of the Crime Prevention Task Force's financial recommendations. (1) The city will potentially realize approximately $960,000 in additional revenue per year as a result of the increase in parking fines already implemented pursuant to the Task Force's recom- mendations. However, no prediction can be made by city staff concerning the proportion of this revenue that will be allocated to crime prevention programs. (2) Due to the need for further analysis and study it is impossible to accurately predict the amount of revenue which might be realized from the other sources recommended to be tapped by the Task Force. However, the Task Force has been advised that it is unlikely that significant amounts of revenue can be generated through these sources within the period of the Proposition A Gann Initiative override. 6) A thorough study of the city's fiscal condition was recently undertaken by a professional Fiscal Consulting Firm; that evaluation reveals that the city will be functioning under increasing fiscal restraints in the foreseeable future due to the impact of inflation, the limitations on debt, spending, and taxing power imposed by the Gann and Jarvis Initiatives, and other factors. The recommendations of the Citizens' Crime Prevention Task Force must consider the realities of such budget constraints, and must be flexible enough to meet public safety needs while allowing the city to responsibly increase or decrease the growth rate of protective service agencies in response to the city's fiscal condition. -19- I~'. RECO!IMbiENDATI0N5 A) Neighborhood Organizations 1) Encourage and facilitate the development of Neighborhood Organizations which have a strong emphasis on comprehensive crime prevention programs which would provide services and assistance to their neighborhoods. Such programs may include, but not be limited to, those enumerated in the Findings section of this report under "Neighborhood Organizations and their Interrelationship with Protective Service Agencies, 3) The Range of Potential Activities." 2) Broaden the scope of existing Neighborhood Organizations, such as the Ocean Park Community Organization and the Pico Neighborhood Association, in the area of their crime prevention programs; and facilitate the development of training programs for new Neighborhood Organizations. B) Public and Private Sector Collaboration 1) Further encourage all Neighborhood Organizations and the police department, as well as other protective service departments, to work closely together in a supportive, cooperative way in the area of crime prevention. A strong emphasis of the existing good relations between the community and the SMPD should be nurtured and enhanced. 2) Sufficiently expand the scope of responsibilities and staffing of the Community Relations Division of the Santa Monica Police Department so that it may work closely and responsively with the community and Neighborhood Organizations on crime preven- tion programs. a) The City should be divided geographically into areas, with one Community Service Officer (civilian) assigned to each area as direct liaison of the police department to the community. b) The area CSO's, as liaisons for the police department, should work in conjunction with a Neighborhood Organi- zation where possible and appropriate to provide the types of services enumerated in the Findings section of this report under "Neighborhood Organizations and their Interrelationship with Protective Service Agencies." Where Neighborhood Organizations do not exist, the area CSO's should work with residents, or informal groups of residents, to provide these services. These informal groups of residents may wish to solicit information and help from Neighborhood Organizations elsewhere in Santa Monica. c) Included with this recommendation, the Task Force urges the employ, as well as volunteer use, of additional bilingual speaking personnel, minorities, and senior citizens. 3) Further develop truancy prevention programs and other appro- priate youth programs with the assistance of organizations within the community, the school system and the SMPD. 4) Develop programs specially oriented to Senior Citizens. a) It is recommended that the Community Relations Division of SMPD increase its outreach to senior citizen organizations by providing more crime resistance education and training, when its staff is increased. The objective of this increased effort is to provide more general crime prevention education and to create a cadre of senior citizen volunteers who will assist the CRD in organizing neighborhood watches for seniors and the general public. b) It is recommended that senior citizen organizations and community organizations identify senior citizens who would become trained volunteers assisting CRD. c) With increased staffing, it is recommended that CRD develop and advertise senior citizen oriented Home Security Surveys. Senior, community and neighborhood organizations would make a special-effort to identify their seniors in need of such surveys. d) It is recommended that community and neighborhood organizations create victim assistance support programs/ networks aimed at senior citizen crime victims. C) Protective Service Agencies 1) Hire more police officers (including a continuing emphasis on bilingual, women, and minority officers) to allow for (a) deployment of crime impact teams to deal with specific criminal behavior and (b) provide for timely response to increased calls for service created by a more crime conscious citizenry. 2) Incentives should be developed to attract officers to live and work in Santa Monica. 3) Implement the official recognition and funding of the Domestic Vialence Unit of SMPD. Also, all officers in the SMPD should understand the concept of the Domestic Violence Unit and receive training in dealing with the Domestic Violence Unit and related service calls. 4) Provide the police department with computer capability to facilitate the most efficient deployment of the department's personnel, including computer terminals in patrol cars, and to promote rapid and timely analysis of crime statistics. 5) Develop a permanent crime analysis staff to enhance investigation capabilities and to increase citizen awareness of crime patterns. -21- 6) The City should continue to increase the personnel resources of the police department at a rate comparable to the rate of increase reflected for the past three years (3-50), for the next two years. In the third year, the appropriate rate of growth should be reevaluated in light of the City's then existing fiscal condition, and the effectiveness of increases already implemented. 7) The Task Force recommends immediate authorization of 9-14 full time positions to the police department, which is consistent with an annual growth rate of 5 percent in police department personnel for this fiscal year. The Task Force further recommends an addition of 9-14 full time positions in the second year. The third year recommendation should be con- tingent upon an analysis of the City's fiscal position and on the impact of prior year hirings on public safety. 8) The Task Force recommends that the City Manager and the Chief of Police advise the City Council regarding the appropriate allocation of the above (9-14) full time positions between sworn and non-sworn personnel. However, it is recommended that priority be given (to the extent financially feasible within the recommended increase in personnel) to creation of a robbery andfor burglary crime suppression unit, Domestic Violence IInit and an increase in the department's capacity to analyze patterns of crime and crime enforcement in the City of Santa Monica, each recommendation being equally important to a comprehensive crime prevention program. 9) Support thorough arson investigations and increase the number of arson investigators. The complete arson investigation process should be based within the Santa Monica Fire Department. 10) Have protective services personnel review safety and security aspects of development projects and provide input to the Planning Commission and City Council, as appropriate. a) Develop environmental design guidelines aimed at reducing opportunities for crime. These shall include security standards and defensive design criteria for all structures, present and planned. b) Review city parks, beaches, and other public facilities with regard to implementing low cost improved safety measures. c) Assign protective service personnel to participate on joint staff review conferences of development permits. d} Ensure that at least one Planning Commissioner and one planning department staff have expertise and experience on crime prevention aspects related to the design of structures subject to Commission review. -22- 11) Provide additional public lighting where needed. a) In public facilities and parks the city shall immedi- ately address the public concern to provide adequate lighting where it is deemed necessary. b) The city shall facilitate the process for residents to obtain street and alley lighting where desired. 12) IIrge GTE to quickly effect the emergency hot-line "911." During the interim the city should implement an easily rememberable phone number for police emergency services. 13} Support the use of the police plane for surveillance and patrol. 14) Support the implementation of a narcotic suppression program. D) Revenue Sources and Financial Factors 1) Municipal Parking Fees: Increase municipal parking fines to reflect levels in adjacent jurisdictions. This should raise approximately $960,000 to go into the General Fund. The city should earmark any amount of general revenue raised for the general fund to be used for protective services. 2) State Funding: a} Revenue sharing: Continue to seek revenue sharing funds as long as they are available. To the extent revenue sharing funds are used for implementation of Proposition A, adopted April 14, 1981, that revenue should go to one time, or capital improvement, expenditures rather than the hiring of personnel; revenue sharing is granted on a yearly basis and reliance cannot be placed on it as a means for long term financing of permanent personnel. b) Office of Criminal Justice Planning Funds: The city shall apply for funds from the State Crime Resistance Task Force to the extent such funds become available. 3) City Surplus: Borrow from the city surplus to finance immediate implementation of certain programs until longer term revenue is raised from increased parking fines, etc. 4) City Enterprises: a) It is a general principle that it is beneficial to the city for all enterprises to be profitable. Excess funds may be transferred to the general fund and used for additional protective services. The new Enterprise Research Department shall therefore be directed to study existing and new enterprises for the purpose of raising additional revenues. -23- b) The Crime Prevention Task Force finds that enterprises such as the Civic Auditorium, Pier, Mall, and Beaches are magnets for crime, and therefore when each is determined to be profitable the city shall provide that all reasonable protective service costs attributed to them be paid for out of the revenues raised by the enterprises. c) The city shall ascertain the costs to the city of pro- viding protective services to each enterprise and shall assess each individual enterprise for the costs reasonably borne by the city in providing protective services. d) Specifically with respect to Santa Monica Pier: (1) The pier shall be assessed for costs reasonably borne by the city in providing protective services. Findings of the CPTF include a sample of police records which indicate that .7 full time police employees are dispatched to the pier on a yearly basis; in addition, during summertime and partic- ularly on holidays the pier and surrounding areas including the parking lot north of the pier, and the promenade adjacent to the pier, generaie heavy police activity. (2) Renegotiate pier leases to increase revenues to the pier. (3) Explore long-term financing of pier repairs to free existing income for other uses, i.e., additional protective services for pier area. e) Specifically with respect to Airport lands: (1) To the extent the Santa Monica Airport continues to operate as such, the airport shall be assessed for the costs reasonably borne by the city for providing protective services to it. (2) It is further recommended that the City Council proceed with diligence with the development of underused and unused areas of the Airport in order to obtain an immediate revenue stream. 5) Miscellaneous Fees and Assessments: a) New development in the city shall be assessed a fee for costs of protective services necessitated by such developments. The size of such assessments shall be tied to the size of the development and other factors reasonably related to the need for protective services generated as a result of such development. -24- b) The current transient occupancy tax shall be raised in an amount to be determined by the City Council to raise additional revenues to be used for protective services. c) Increase beach parking fees by 25 cents to be used for protective services. d} Beach concessions: (1) To the extent beach concessions and leases come up for renegotiation it is recommended that additional revenue raised through such long-term leases be used for protective services. (2) Beach concessions and leases shall be assessed a fee to pay the costs reasonably borne by the city in providing protective services to such concessions and leases. 6) Jarvis-Gann Tax Override a) The City Council shall immediately undertake further study of the amount of revenue able and likely to be made avail- able for implementation of crime prevention programs both within and beyond the period of the "Proposition 9" Gann Initiative override. b) If pursuant to such study, the City Council finds that sufficient revenue per annum cannot be made available for long-term implementation of the programs recommended by this Task Force, the Council should cause to be placed on the ballot, at the next general election (or at the soonest possible time thereafter) a "Jarvis-Gann Tax override measure" authorizing imposition of a "protective services tax" to be used for crime prevention purposes onl . This measure should authorize both imposition of a special tax to raise revenue for long-term crime prevention efforts, and an increase in allowable government spending above the limits set by the Gann Initiative beyond the period of Proposition A (during which 3 million dollars per year of increased spending has been authorized). c) In furtherance of the above, the City Council should immediately schedule public hearings for the purpose of obtaining public input and expert advice regarding the type of tax to be proposed (i.e., utility tax, sales tax, transient occupancy tax, other), and the amount of tax necessary to insure implementation of a long- term crime prevention program in the City of Santa Monica which would not have to be terminated at the end of the Proposition A spending override period {April 1985). _~~_ APPENDIX DISTRIBLTION of PART 1 CRIMES for 1979 & 1980 Al in Santa tdonica; with percentages of total 1979 Total Part 1 Crimes: 8,693 ~-- Homicide .l0 Burglary 300 Larceny below $50 23 Larceny $50 to $200 170 2980 Total Part 1 Crimes: 10,634 Burglary 270 Larceny below $50 23% Larceny $50 to $200 20ro Rape .70 Aggravated Assault 30 Robbery 6~c to Theft 130 -Larceny over $200: 70 Homicide .2 Rape . 6 0 Aggravated Assault 30 Robbery 60 to Theft 120 --Larceny over $200: 8% -26- APPENDI% A2 CRI31E RELATED STATISTICS IV SURROUNDING CITIES Ranked in order of Part 1 Crimes/100 000 population (1980) ITY Part 1 Crimes per 100,000 pop. Sworn Officers per 1000 population Part 1 Crimes per Officer I Density Fopulation Per square mile 1) Santa 19onica 12,063* 1.50 I 79* 10,819* 2) Culver City 11,519 2.28 50 •7,736 3) Compton 11,158 1.76 63 8,041 4) Beverly Hills 10,656 3.43* 30** 5,665 5) Inglewood I 10,367 1.70 60 10,326 6) Los Angeles 9,952 2.23 44 6,355 7) Gardena 9,912 1.80 55 8,432 8) Pasadena 9,905 1.53 64 5,112 9) Long Beach 9,053 1.64 55 I 7,179 10) ~3anhattan 7,126 1.68 42 8,264 11) Alhambra 6,792 1.33 51 8,475 12) Redondo 6,402 1.68 37 9,183 13) Downey 5,773 1.21 47 6,489 14) Glendale 5,675 1.17** 48 4,510** 15) Torrance 5,626 1.61 34 6,586 16) Burbank 5,458** 1.56 34 4,889 *highest **lowest Source: Uniform Crime Reports for the United States, Federal Bureau of Investigation -2?- APPENDIX C CRIME PREVENTION TASK FORCE Subcommittee Assignments Steering Committee: Ken Edwards, Chairman Melissa Hill Patrician McCarthy Bob Simoneau Subcommittee on Community Based Programs: Gail Abarbanel Mary Griffiths Brenda Heavens Patrician McCarthy Carol Thompson Billy King Subcommittee on Finance: Harry Block Melissa Hill Doug Scott Herb Spurgin Steve Brackett Subcommittee on Public Sector Programs: Shane Stark/* Ed Germain* Andrea Roman Bob Simoneau Pierce Watson Ken White Staff: Terrie Mapes Richard Mills Dennis Quilliam *Alternate representatives of the City Attorney's Office _29_ APPEb'DIX B DATE: January 8, 1982 T0: CRIME TASK FORCE FINANCE SUBCOMMITTEE FROM: K. Watanabe, Staff SLBJECT: CRZME PREVENTION TASK FORCE REVENUE AND EXPENDITURE PROPOSALS The Finance subcommittee has done a very comprehensive study of revenue and expenditure proposals to fund protective service. (A) Municipal Parking Fines: I have one slight difference in the analysis of revenue to be raised by increasing parking fines. The Task Force estimates doubling of revenues by $1,200,000. My belief is, if the fines get so high there is a point of diminishing returns and the revenue will not increase. A revenue projection of appreximately $960,000 instead of $1,200,000 might be more realistic. (An 80o increase instead of a 100° increase). (B) State Funding: State funding to municipalities is decreasing so this revenue cannot be anticipated. (C) City Surplus: This fund is gradually being depleted except for prudent working capital for the city's cash flow purposes and is not a good source of additional funding for crime prevention. (D) City Enterprises: Some Enterprises do fund City police service. The various Enterprises funding City police services are: Annually 1) Pier - approximately $15,500 for Pier patrol 2) Beach - approximately $58,000 for Beach Parking Lot 3) Airport - approximately $8,000 for Airport security Annually, the Auditorium does not generate adequate revenue to pay for its own operation. (E) Revenue Bonds: Issuing Revenue Bonds to restore the Pier and freeing current funds for protective services will not be feasible since the Pier is already paying $15,500 per year for Pier patrol and the rest of the current funds will have to be used for Pier purposes. KW:e:tm _28_ APPENDIX D CHANGES IN CITY PERSONNEL By Department - FY 78-79 to FY 81-82 FY 78-79 FY 81-52 Numerical Full-Time Full-Time* Full-Time Full-Time* Chan es De artment Personnel Equivalent Personnel E uivalent Pers.. E uiv.* City Attorney 14 15.6 31 32.7 +17 +17.1 City Clerk 6 7.3 9 9.2 + 3 + 1.9 City Council 1 1.5 2 2.1 + 1 + .6 City ?:tanager 5 5.1 9 9,6 + 4 + 4,5 Com.&. Env.Svcs. 28 30.9 37 40.3 + 9 + g.4 Finance 42 44.9 51 53.1 + 9 + 8.2 Fire 97 103.3 110 123.8 +13 +20.5 3eneral Svcs. 107 115.1 127 143.1 +20 +28.0 Harbor 6 6.5 6 7.2 0 + ,7 Library 53 70.3 56 84.6 + 3 +14.3 Personnel 18 18.6 21 21:4 + 3 + 2.8 Police: Sworn 132 142.2 137 149.9 + 5 + 7,7 Non-Sworn 82 107.3 111 139.5 +29 +32.2 Purchasing 6 6.2 6 6.2 0 0 4ec.& Parks 84 112.1 90 148.7 + 6 +36.6 ~ity Enterprises 348 407.3 383 458.4 +35 +51.1 Total ( 1,029 1,194.2 1,186 1,429.8 +157 +235.6 *Full-Time Equivalent includes the total for full-time authorized personnel, over-time equivalent, and temporary positions equivalent. These equivalents are calculated by dividing the number of overtime flours and/or temporary position hours by the number of normal work hours in a year(2080 hours); eg: 1040 overtime hours divided by `L 080 equals .5 equivalent personnel. Note: FY(fiscal year)78-79 totals do not include 313 CETA positions, which were eliminated as of FY 81-82. APPENDIX E COSTS OF POLICE PERSONNEL Yearly Salary Entry Top With Benefits Personnel Step A Step E Step A Step E Community Service Officer $15,732 $19,428 $20,845 $25,742 Police Officer $20,076 $24,780 $35,113 $43,340 Police Sergeant $23,508 $29,016 $40,786 $50,343 -30- page two CTF - Community Based Sub-committee Our subcommittee also supports 1. hiring more police officers and personnel 2. incentives such as housing bonuses to police officers who live in SM 3. Computer capability to the police department 4. urging GTE to stop stalling and install the 911 number 5. the priority of orgainizind heavy tenant populated neighborhoods 6. .encouraging neighborhoods to actively participate in the area of crime prevention from within their communities rather than hiring from 'without°. 7. developing environmental design guide-lines aimed at reducing opportunities for crime