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Council Mt g: February 23, 1982
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T0: Mayor and City Council
FROM: City Staff
SUBJECT: Crime Prevention Task Force Study
INTRODUCTION
This report .contains Staff recommendations and comments on
the Crime Prevention Task Force study. It proposes major
fiscal increases in the Police Department budget, based on
detailed analyses of costs, provided in the appendix of the
report. Funding of those elements of the comprehensive crime
prevention program recommended by the Task Force with which
Staff concurs will cost $1,841,595 for the first sixteen
months of program operation.
The Crime Prevention Task Force report was prepared over a
nine-month period by a 17-member panel representing a cross
section of community interests from both the public and
private sectors. The Task Force studied model crime
prevention programs in other cities, conducted public
hearings and attempted to resolve the divergent points of
view resulting from the complex nature of crime in the City
of Santa Monica.
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The comprehensive crime prevention program developed by the
Task Force is an excellent product, especially considering
the broad scope of the panel's assignment. Staff is
recommending a program which includes the optimum use of
existing law enforcement resources, the immediate addition of
sworn personnel, the addition of other non-sworn personnel,
specific programs to improve the facilities of the Santa
Monica Police Department, the addition of data processing
capability for the Santa Monica Police Department, a
continued strong commitment to affirmative action goals and a
variety of other programs to involve the public in the
reduction of crime.
The Task Force was required to balance the fiscal constraints
of the City budget with the need to reduce maior crime within.
the City. The Task Force is to be commended for its long
hours of study and meetings, and its examination and
recommendation of crime prevention methods that are both
practical and cost effective. However, major financial
expenditures by the City are required.
In analyzing the Task Force report, Staff became convinced
that the following objectives can be met with additional
resources. These objectives are listed below:
1. Use the Crime Analysis Unit to establish a base line for
Police Department response time to calls for service.
Use additional manpower to improve upon the average call
for service response time.
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2. Increase efforts to suppress crimes against persons by
utilizing the Crime Impact Team.
3. Increase resources devoted to combatting domestic
violence, utilizing the new Domestic Violence Unit and
coordinating unit activities with those of other
personnel and programs within the Police Department and
in the community.
4. Increase the effectiveness of patrol deployment and
investigative personnel based on information provided by
the Crime Analysis Unit.
5. Improve working conditions and morale by expansion and
modernization of the police facility.
To meet these objectives, Staff believes the following
elements of the Task Force proposal are essential: Crime
Impact Team, Domestic Violence Unit, Crime Analysis Unit,
Computer Systems Unit, Arson Investigations Unit, Community
Crime Prevention Specialist, Capital Improvement Program for
the Police Department, and maintenance and enhancement of
existing programs. We also have suggested new programs we
believe should be explored for possible implementation and we
are proposing creation of a Community Crime Prevention
Management Team to continue to study and suggest additional
approaches for increasing and maintaining citizen
participation in all aspects of public safety.
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Staff believes these recommendations will continue the growth
and increasing sophistication of the Police Department which
is, as shown in Figure 1, greater than all other City
Departments. Figure 1 presents, by department, the change in
authorized General Fund and Special Revenue Fund personnel
from FY 1976-77 to FY 1981-82. The chart is based on data
taken from Appendix Table VII of Santa Monica Municipal
Finance: History and Outlook (January 1982), a report
prepared for the City of Santa Monica by the consulting firm
of Hamilton, Rabinovitz and Stanton, Inc. For each
department, personnel change data is presented in two forms:
the change in full-time permanent authorized positions
(unshaded bars), and the change in total available authorized
strength as the sum of: (a) permanent full-time positions;
(b) overtime position equivalents; and (c) temporary position
equivalents, and (d) CETA positions.
Last June, Council added four sworn officers to the Police
Department. If another eight sworn officers are added, as
recommended here, the growth rate of the Santa Monica Police
Department in fiscal 1981-82 is considerably higher than the
growth rate of police departments in many surrounding cities,
judging from current trends as shown in Figure 2. (This
growth rate is even higher with the addition of the arson
investigator at the Fire Department). Staff strongly
believes this continued growth is necessary and urges the
Council to adopt its recommendations. Staff does not
anticipate making any additional recommendations for major
increases to the Police Department budget in the 1982-83
fiscal plan to be presented at the end of the current fiscal
year.
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ANALYSIS OF CRIME PREVENTION TASK FORCE RECOMMENDATIONS
The fiscal climate of the City necessitates a balance between
the desires of our citizens and the available resources the
City can provide. In this section, each recommendation of
the Task force is stated in full with Staff recommendations
and comments noted below.
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.
Concur with recommendation.
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 NEIGHBORHOOD ORGANIZATIONS.
Concur with recommendation.
Public and Private Sector Collaboration
i) 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.
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Concur with recommendation.
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 PREVENTION 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.
bJarrants further study to determine,
precisely, the number of positions that
can be fully ,justified and effectively
utilized.
B) THE AREA CSO'S, AS LIAISONS FOR THE POLICE
DEPARTMENT, SHOULD WORK IN CONJUNCTION WITH A
NEIGHBORHOOD ORGANIZATION WHERE POSSIBLE AND
APPROPRIATE TO PROVIDE THE TYPES OF SERVICES
ENUMERATED IN THE FINDINGS SECTION OF THE 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.
Concur that Community Relations
Division of the Police Department
should continue to work with community
based organizations. and neighborhood
groups.
C) INCLUDED '' :TH THIS RECOMMENDATION,'- HE TASK FORCE
URGES THE EMPLOY, AS WELL AS VOLUNTEER USE, OF
ADDITIONAL BILINGUAL SPEAKING PERSONNEL, MINORITIES,
AND SENIOR CITIZENS.
Concur with recommendation.
3) FURTHER DEVELOP TRUANCY PREVENTION PROGRAM AND OTHER
APPROPRIATE YOUTH PROGRAMS WITH THE ASSISTANCE OF
ORGANIZATIONS WITHIN THE COMMUNITY, THE SCHOOL SYSTEM AND
THE SMPD.
Concur with recommendation.
4) DEVELOP PROGRAMS SPECIALLY ORIENTED TO SENIOR CITIZENS.
A) IT IS RECOMMENDED THAT THE COMMUNITY RELATIONS
DIVISION OF SMPD INCREASE ITS OUTREACH TO SENIOR
CITIZENS 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
tJHO 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
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ORGANIZATl .~S WOULD MAKE A SPECIAL EF''. RT 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.
Concur with recommendations. The City
has applied for and received a
Community Crime Resistance Program
grant which is directed toward these
suggestions.
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.
Staff recommends the hiring of eight
additional officers to form a Crime Impact
Team. This unit would be a directed
resources team to impact specific crime
problems. Recommend that the team consist
of one sergeant and seven police officers.
To accommodate the increasing number of
female police officers it is necessary to
provide additional locker space. Because
the existing facility is being utilized to
capacity, a 2nd floor expansion project is
recommended.
Staff believes employee morale could be
enhanced by improvement of the police
facility. This would encompass painting,
lighting, carpeting, air conditioning and
some new office fixtures. The present
environment is not conducive to employee
efficiency or citizen satisfaction.
2) INCENTIVES ~ ~ULD BE DEVELOPED TO AT ACT OFFICERS TO
LIVE AND WORK IN SANTA MONICA.
Although the objective of City employees
residing in Santa Monica has merit, Staff
does not believe it is feasible at this
time based upon the inherent complexity
involved in implementation.
3) IMPLEMENT THE OFFICIAL RECOGNITION AND FUNDING OF THE
DOMESTIC VIOLENCE 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.
Concur with recommendation. Staff
recommends creating and staffing a neev
position to be filled by a non-sworn
employee. Domestic violence training
seminars for officers will be provided.
4) PROVIDE THE POLICE DEPARTMENT 4iITH 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.
Staff supports increased computer
capability for the Department. Recommend
hiring a Systems Analyst to study Police
Department needs and provide related
assistance. However, financial resources
of approximately $500,000 are not currently
available for installation of computer
terminals in patrol cars.
5) DEVELOP A PERMANENT CRIME ANALYSIS STAFF TO ENHANCE
INVESTIGATION CAPABILITIES AND TO INCREASE CITIZEN
AWARENESS OF CRIME PATTERNS.
Concur with recommendation. Police
Department has received a Career Criminal
Apprehension Program grant. The grant
provides for 4 full-time crime analyst
positions. Staff supports a permanent
commitment to crime analysis not dependent
on grants.
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6) THE CITY S JLD CONTINUE TO INCREA THE PERSONNEL
RESOURCES OF THE POLICE DEPARTMENT AT A RATE COMPARABLE
TO THE RATE OF INCREASE REFLECTED FOR THE PAST THREE
YEARS (3-5%), 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.
See Recommendation Number 7. Consistent
with the Task Force recommendation, Staff
concurs that a three to five percent growth
rate in police personnel should be
continued in the second and third year of
the program, subject to the availability of
financial resources and the evaluation of
program effectiveness.
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
RECOMMENDATIONS SHOULD BE CONTINGENT UPON AN ANALYSIS OF
THE CITY'S FISCAL POSITION AND ON THE IMPACT OF PRIOR
YEAR HIRINGS ON PUBLIC SAFETY.
Staff recommends filling 16 positions as
outlined in this report. Further staffing
warrants study based upon effectiveness of
first year staffing and fiscal outlook.
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 AND/OR
BURGLARY CRIME SUPPRESSION UNIT, DOMESTIC VIOLENCE UNIT
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AND AN INCRE' 'E IN THE DEPARTMENT'S CAi CITY 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.
Staff concurs with the Crime Prevention
Task Force recommendation of (a) creation
of an 8-officer Crime Impact Team, (b)
initiating a one person Domestic Violence
Unit, and (c) increasing the department's
capacity to analyze patterns of crime and
crime enforcement by staffing positions in
addition to requesting necessary computer
back up and hiring a systems analyst.
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.
Staff recommends an additional sworn
position devoted to arson investigations.
The arson investigator may be staffed up to
the level of fire captain and shall
implement the arson program developed by
the Fire Department. The arson
investigator shall conduct investigations,
make arrests, and assist in arson
prosecutions.
IO) HAVE PROTECTIVE SERVICES PERSONNEL REVIEW SAFETY AND
SECURITY ASPECTS OF DEVELOPMENT PROJECTS AND PROVIDE
INPUT TO THE PLANNING COMMISSIOP! AND CITY COUNCIL, AS
APPROPRIATE.
A) DEVELOP ENVIRONPQENTAL 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.
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C) ASSIGN ' ?OTECTIVE SERVICE PERSONN 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.
Concur that these objectives are
important. However, the complexities
involved in coordinating joint reviews
by various City departments and
commissions require that Staff report
on these proposals at a later date.
At first impression, Staff has
reservations regarding the potentially
prohibitive costs that may be involved
in implementation.
11) PROVIDE ADDITIONAL PUBLIC LIGHTING WHERE NEEDED.
A) IN PUBLIC FACILITIES AND PARKS THE CITY SHALL
IMMEDIATELY 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.
Concur with this recommendation and
will explore fiscal costs and related
considerations involved in providing
additional street lighting as a crime
prevention measure.
12) URGE- 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.
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Coni r with recommendati( of
implementing the "911" system as soon
as practical. But, Staff disagrees
with recommendation to change present
police telephone number. The
necessary lead time and the cost of
publicizing the new number do not
justify an expenditure of staff time
and money because shortly thereafter
the "911" system would be operational.
Anticipated start date of the "911"
system is January 1984.
13) SUPPORT THE USE OF THE POLICE PLANE FOR SURVEILLANCE AND
PATROL.
Maintain current level of operations.
14) SUPPORT THE IMPLEMENTATION OF A NARCOTIC SUPPRESSION
PROGRAM.
Police Department presently has an
outstanding Narcotic Suppression Program
which is recognized by other agencies for
its outstanding enforcement achievements.
FINANCIAL RECOMMENDATIONS
These recommended programs involving increased costs to the
City must be considered in the context of the City's general
financial condition. The City contracted with the firm of
Hamilton, Rabinovitz, and Szanton, Inc. (HRS) to study the
City's current and projected financial situation. The HRS
report indicates that:
o The General Fund lapsed into deficit beginning
in fiscal year 1980-81.
o Assuming no corrective action, the General Fund
deficit will be between $3 and $5 million in
each fiscal year between now and 1984-85.
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The HRS report sumes all service and au?' prized personnel
levels remain constant. In this report, Staff recommends
that public safety service levels and authorized personnel be
increased. Assuming all other factors remain constant, the
cost of these increases will expand the deficits projected in
the HRS report.
Therefore, in its review of Task Force financial
recommendations, Staff has considered statutory limitations,
revenue constraints, and the need for maintaining financial
flexibility and stability of the General Fund over the next
several years. Task Force financial recommendations and
Staff response are provided below.
Revenue Sources and Financial Factors: Analysis of Task
Force Recommendations
1) MUNICIPAL PARKING FEES: INCREASE MUNICIPAL PARKING FINES
TO REFLECT LEUELS IN ADJACENT JURISDICTIONS. THIS SHOULD
RAISE APPROXIMATELY X960,000 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.
The increased parking fines went into
effect January 1, 1982. Staff estimates
this should generate an additional $960,000
annually. This amount is an estimate and
will vary depending on the general level of
compliance with the City's parking laws and
the delinquency rate on parking fines.
Staff does not favor earmarking of this
revenue. In Staff's opinion, earmarking
of revenues creates unnecessary budget
inflexibility. Given the City's tight
financial condition, it is important the
City retain financial flexibility if it is
to respond effectively to changing
conditions.
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2)
STATE FUNDIh ,
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.
Concur with recommendation.
3)
4)
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.
Concur with recommendation. Effective
February 1, 1982, the City was awarded
a $75,000 Community Crime Resistance
Program grant.
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.
Staff concurs with this recommendation.
Immediate implementation of the crime
prevention program proposed by the Crime
Task Force and endorsed by Staff will
require "borrowing" from City surplus.
Staff feels it is important to recognize
this is only an extremely short-term
solution. In the very near future (within
the next 18-24 months) revenues must be
balanced to expenditures.
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 rOR ADDITIONAL PROTECTIVE S~rtVICES. THE NEW
ENTERPRISE RESEARCH DEPARTMENT SHALL THEREFORE BE
DIRECTED TO STUDY EXISTING AND NEW ENTERPRISES FOR
THE PURPOSE OF RAISING ADDITIONAL REVENUES.
Staff believes all enterprises should
break even and that certain enterprises
should be profitable. For example, the
goal of the water utility is to break
even. The City Staff does not believe
it is desirable to fund general
protective services through water
utility profits. Moreover, there are a
number of unresolved questions
concerning the legality of such a
proposal. On the other hand,
enterprises such as the Airport are of
an inherently different character than
basic service utilities such as Water
and Refuse. Staff feels, where
possible, enterprises such as the
Airport should be made profitable.
Staff concurs that the Enterprise
Research Department should study
existing and new enterprises for the
purpose of raising additional revenues.
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.
Staff concurs in principle with this
recommendation. However, as pointed
out in HRS's financial study, these
enterprises are not currently
profitable. Accordingly, these
enterprises cannot now support
additional charges for protective
services.
C) THE CITY SHALL ASCERTAIN THE COSTS TO THE CITY OF
PROVIDING PROTECTIVE SERVICES TO EACH ENTERPRISE AND
SHALL ASSESS EACH INDIVIDUAL ENTERPRISE FOR THE COSTS
D)
REASONAB~, BORNE BY THE CITY IN PROVIDING PROTECTIVE
SERVICES.
Staff concurs in principle with this
recommendation. Since, with the
exception of the Airport, the City's
enterprise funds are not profitable,
these funds cannot now support
additional charges for protective
services. With regard to the Airport,
it appears this enterprise does not
generate a high demand for protective
services.
SPECIFICALLY, WITH RESPECT TO SANTA MONICA PIER:
(I) 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 PARTICULARLY ON HOLIDAYS, THE
PIER AND SURROUNDING AREAS, INCLUDING THE
PARKING LOT NORTH OF THE PIER, AND THE PROMENADE
ADJACENT TO THE PIER, GENERATE 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.
Warrants further study. The
Pier's urgent need for capital
renovations to its structure and
the current marginal financial
position of the pier enterprise
make it highly unlikely that
additional resources for
protective services can be
generated.
E) SPECIFIC~_.~Y WITH RESPECT TO AIRPORT _ANDS:
(I) 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 SERUICES TO IT.
Staff concurs in principle with
this recommendation. The Airport
now employs and is charged for
three full-time security guards.
Additional charges for protective
services at this time do not
appear warranted. Staff will,
however, continue to review the
cost of protective services to the
Airport enterprise.
(2) IT IS FURTHER RECOMMENDED THAT THE CITY COUNCIL
PROCEED WITH DILIGENCE WITH THE DEVELOPMENT OF
UNDER USED AND UNUSED AREAS OF THE AIRPORT IN
ORDER TO OBTAIN AN IMMEDIATE REVENUE STREAM.
Staff concurs with this
recommendation. Development of
the Airport involves many complex
policy, legal ,and financial
issues. Because of these
circumstances, Staff feels it is
impossible to predict when
significant revenues will be
received from Airport development.
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.
Staff, in conjunction with the
consulting firm of Hamilton,
Rabinovitz, and Szanton, Inc., is
currently studying the City's
development assessment policies.
B) THE CUR' NT TRANSIENT OCCUPANCY Ti SHALL BE RAISED
IN AN AMOUNT TO BE DETERMINED BY THE CITY COUNCIL TO
RAISE ADDITIONAL REVENUES TO BE USED FOR PROTECTIVE
SERVICES.
Warrants further study. There are a
number of unresolved questions
concerning the legality of such a
proposal.
C) INCREASE BEACH PARKING FEES BY 25 CENTS TO BE USED
FOR PROTECTIVE SERVICES.
Current fees are at the maximum allowed
by state law.
D) BEACH CONCESSIONS:
(I) 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.
In Staff's opinion, the earmarking
of revenues creates unnecessary
budget inflexibility. Given the
City's tight financial condition,
it is important that the City
maintain financial flexibility if
it is to respond effectively to
changing conditions. In addition,
the HRS study projects a deficit
for the Beach Operating Fund.
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 AVAILABLE FOR IMPLEMENTATION OF CRIME PREVENTION
i~
PROGRAMS BOTH WITHIN AND BEYOND PERIOD OF THE
"PROPOSITION A" 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 ONLY. THIS
MEASURE SHOULD AUTHORIZE BOTH IMPOSITION OF A SPECIAL
TAX TD 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 ABODE, 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).
If ;ouncil and the communi.~ wish
additional staff resources beyond those
recommended here for police protection
and if Council wants to provide the
Police and the community with a modern
and adequate police facility, then
Staff recommends Council study placing
on the ballot a "Jarvis-Gann Tax
Override Measure".
STAFF RECOMMENDATION
This section summarizes Task Force recommendations. It also
includes items not recommended by the Crime Task Force, but
which are supportive of Task Force goals to improve employee
morale and maintain affirmative action commitments. The cost
analysis of each of the recommendations cited below is
contained in the Appendix.
Increased Personnel
a) Crime Impact Team consisting of one sergeant and seven
officers. Team should direct its resources toward
specific problem areas, particularly crimes against
persons. The necessary hiring and training should
commence immediately so that the Crime Impact Team will
be operational on or before December 31, 1982.
b) Domestic Violence Unit consisting of one non-sworn
position to concentrate on domestic violence crimes. The
Domestic Violence Unit should work closely with
investigators, the offices of the District Attorney and
City Attorney, and the Commission on the Status of Women.
Information, assistance, and coordination of activities
with victims should also be provided. The necessary
hiring and training should commence immediately so the
Domestic V'~ enr,e Unit will be operat',~nal on or before
May 1, 1982.
c) Crime Analysis Unit consisting of four non-sworn
positions. Unit would provide timely crime information
enabling the Police Department and crime prevention
groups to act swiftly to counter criminal activity.
Hiring and training for the Crime Analysis Unit commenced
on February 22, 1982.
d) Computer System Analyst. A computer System Analyst would
be employed in the Data Processing Division to study the
computer needs of the Police Department and provide
related assistance. The computer system for the Police
Department should be upgraded and a police information
system should be acquired. Computer Systems Anal .yst
should be hired on or before May 1, 1982, and computer
software should be acquired on or before June 1, 1982, if
feasible.
e) Arson Investigations Unit consisting of one sworn
position devoted to arson investigations. The arson
investigator position should be staffed up to the level
of Fire Captain and implement the arson program developed
by the Fire Department. The Fire Department should have
complete responsibility for arson investigations. The
arson investigator shall conduct investigations, make
arrests, and assist in arson prosecutions. The necessary
hiring and training should commence immediately so that
the Arson Investigations Unit would be operational on or
before May 1, 1982.
f) Community C` ne Prevention Specialist,` ,nsisting of one
non-sworn position to be added to the Crime Prevention
Division of the Police Department. The Community Crime
Prevention Specialist should assist the community in
crime prevention efforts. The necessary hiring and
training should commence immediately so that the
Community Crime Prevention Specialist would be
functioning on or before May 1, 1982.
Capital Development
g) Police Department 2nd floor addition should be carried
out to accommodate the increasing number of female police
officers and provide adequate office space. Project should
begin immediately and would take 18-24 months to complete.
h) Modernize appearance and working environment of the
police facility. Improvements will include air conditioning,
painting, new furniture, lighting, carpeting, and amenities.
Project should begin immediately and would take approximately
12-16 months to complete.
i) Maintain or Enhance Progra
The City should:
1) Continue development of neighborhood organizations
which have 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) Continu to work with the sc' ~l system, the
community, and the Police Department to develop
truancy prevention programs.
4) Continue to work in close cooperation with senior
citizens in programs such as the Community Crime
Resistance Project.
j) New Program Exploration
The following new programs should be explored for possible
impl ementation:
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) Review and make recommendations on any ordinances
necessary in the area of crime prevention and public
safety.
4) Review Crime Prevention Task Force recommendation
that require further study.
k) Community Programs
A Community Crime Prevention Management Team should be
established to develop a citizen participation program that
would enhance the crime prevention work of the City as a
whole and continue the examination of effective
community-based crime prevention programs developed
elsewhere. The City Manager and Chief of Police should
~n
designate a Comd. .ity Crime Prevention Mana', ,Went Team on or
before March 15, 1982. On or before July 1, 1982, the
Community Crime Prevention Management Team should submit a
plan to the City Council to include:
1) Increasing the organization of the citizenry into
neighborhood groupings with crime prevention and
neighborhood assistance programs.
2) Broadening of crime prevention programs of existing
neighborhood organizations.
3) Continuing the cooperation between the Police
Department and neighborhood organizations.
4) Continuing the work of the Community Relations
Division with neighborhood organizations and the
stimulation of new citizen crime prevention groups.
5) Providing crime analysis information to
community-based crime prevention organizations to
create a more informed and involved citizenry.
6) Emphasis on the special needs of senior citizens.
7) Increasing the role of the private sector in
assisting in crime prevention.
Council Action
In order to implement the foregoing recommendations, it is
respectfully recommended that the accompanying ordinance be
introduced for first reading and that the sum of $1,232,821
be appropriated for the present fiscal year ($169,901 from
the General Fund and $1,062,920 from the Capital Improvement
Fund).
Prepared by: John H. Alschuler
Chief James Keane
Chief Thomas Tolman
Nick Rives
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