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
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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:
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3'I-r7`~i
DISTRIBUTION: ORIGINAL to be signed, sealed and filed in V ~r__
~~ ~~.ti
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Department originating staff report ( /~~f~~y^,~r) 1
City Attorney (those with their codes) ~
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Subject file (agenda packet)
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Others:
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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
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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
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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.
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(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
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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:
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C-LTY CLERK
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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.
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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
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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.
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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.
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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