FINANCIAL PLANNING DIVISION ANALYSIS FY Budget. Police Bureau Mayor Adams

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1 DRAFT FINANCIAL PLANNING DIVISION ANALYSIS FY Budget Police Bureau Mayor Adams Report Date: March 7, 2011 Analysis by: Tess Jordan I. Overview Budget Summary Actual Revised Request Base Request Total Percent FY FY FY FY Change Resources Budgeted Beginning Fund Balance 15, , , , % Licenses & Permits 1,858,921 2,287,000 1,781,000 1,781, % Charges for Services 2,007,159 2,089, , , % Intergovernmental Revenues 13,346,686 8,650,431 7,268,844 7,268, % Interagency Revenue 1,995,553 3,413,352 3,521,091 3,521, % Fund Transfers - Revenue 165, NA Miscellaneous Sources 1,220,635 1,178, , , % General Fund Discretionary 144,930, ,448, ,223, ,488, % Total Resources $165,540,956 $160,570,233 $161,098,223 $166,363, % Expenditures Personal Services 120,390, ,040, ,018, ,178, % External Materials and Services 15,605,286 11,253,842 6,125,637 10,730, % Internal Materials and Services 28,528,569 30,053,814 30,949,027 30,949, % Capital Outlay 10, ,958 1,500, % Fund Transfers - Expense 0 1,728 4,991 4, % Ending Fund Balance 1,006,168 0 Total Requirements $165,540,956 $160,570,233 $161,098,223 $166,363, % Total Bureau FTE 1, , , , % Percent Change is the change from FY Revised Budget to FY Total Requested Budget. II. Key Issues Ongoing Revenue Reductions The Portland Police Bureau FY Requested Budget adjusts to the loss of two significant revenue streams: towing revenue and the pension portion of Tri-Met reimbursement for Transit Police. 1. Tow revenue: In 2009 the City Attorney recommended sharply curtailing the bureau s towing practice to only those situations in which 1. A car is in danger of being damaged, 2. The car itself is a hazard in its current location, or 3. The driver lacks insurance. This recommendation aligns with a U.S. Circuit Court of Appeals decision and is not expected to be overturned. Portland is one of a handful of cities that towed much more broadly, encouraged by City ordinances to do so since This practice generated considerable Police Bureau Page 1 of 14 FY Budget Analysis

2 revenue for the bureau, peaking in FY Over the past three years, budgeted tow revenue has fallen from $2.6 million to $200,000. Program costs have also declined, but never approached the program s level of revenue. 2. FPD&R Reimbursement: The Police Bureau began providing Tri-Met with police services via the Transit Police program in the early 90s. Tri-Met reimburses the organization for both salary and benefits costs; City Code specifies the percentages the bureau charges for disability, retirement and insurance. In the current year, it was determined that both Police and Fire have historically failed to pass through pension funds to FPD&R. This practice resulted in $500,000 in revenue for PPB above staffing costs that was directed to general bureau operations. Combined, the bureau estimates these two revenue sources generated $2.5 million annually in net additional revenue for bureau operations that now must be corrected. Efficiencies have reduced net need to $1.7 million. The bureau cannot easily adjust to a revenue decline of this magnitude in addition to the budget cuts the bureau has taken over the last two years. If the bureau does not receive General Funds to backfill the decreased revenue it faces moving forward, FPD recommends that PPB close programs rather than continuing to limit training, supplies and support staff. After two years of reductions focused on support staff and a five-year history of absorbing the bureau s share of citywide budget contractions via its EM&S budget, resizing the bureau s external revenue budget would require reducing its sworn strength. The City must therefore decide: 1. Should the bureau be maintained at current size, which in the current fiscal environment likely comes at the expense of other City bureaus and services; or 2. Should the bureau s sworn staff be reduced. The scale of necessary reductions is illustrated below via cut packages discussed (and not accepted) during the FY budget development process: Unit/Position FTE Savings Reduce Background Investigators 6 $436,000 Eliminate Mounted Patrol (transfer 4 officers to 6 $571,000 bike patrol) Reduce Cold Case division 4 $405,000 Eliminate Air Support Unit Sergeant 1 $101,000 Eliminate Internal Affairs Sergeant 1 $101,000 Eliminate one additional Sergeant or Detective 1 $101,000 Total 19 $1,715,000 The above table describes the loss of 19 positions (2% of the bureau s sworn force), the closure of one program (Mounted Patrol) and significant reductions in two additional programs (background investigators and cold case). These may not be cuts the bureau would recommend; FPD provides this table to illustrate the magnitude of reduction that absorbing the revenue loss would require. If staff reductions are requested, it will counter Council direction in the current fiscal year and come on the heels of months of careful planning to generate the funds necessary to hire up to full sworn strength: 15 officers were brought on in January 2011 and another are identified for hire dates prior to June 30, with the help of $800,000 that Council allocated in the Winter BMP to prepare for public safety retirements. Hiring has been a priority in preparation for an estimated 40 Police retirees in July With 17 sworn vacancies as of February 9, if hiring and retirements proceed as Police Bureau Page 2 of 14 FY Budget Analysis

3 projected the bureau could have up to 40 vacancies in August However, there is considerable uncertainty associated with the retirement projection, particularly in light of pay increases voted in by the Portland Police Association (PPA) in February 2011, which provide an incentive for sworn staff to delay retirement. Ongoing Increased Expenses: Contract Costs In addition to revenue losses, the Police Bureau is unique in that it also faces increased contract costs in FY as a result of the both the new PPAA and Portland Police Commanding Officers Association (PPCOA) contracts, which extend through June The contract provides for changes in management and incentive structures that were priorities for both the bureau and the City. The estimated cost increases associated with the contract are: FY : $200,000 PPA FY : $2.7 million PPA/$200,000 PPCOA FY : $3.2 million PPA/$210,000 PPCOA Costs are expected, at minimum, to be $3.9 million per year when the contract is renegotiated for FY and beyond. Contract cost elements in FY break down as follows. Contract Component FY Cost Est. Notes PPCOA contract $0.20 M 44 PPCOA members 2% pay increase (above COLA) $1.69 M 933 PPA members Shift differential (2% night, 1% afternoon) $0.45 M 130 Night officers; 219 afternoon Physical fitness 1% premium (must pass test) $0.48 M Assumes less than 100% qualify Education 1% premium (for bachelor s degree) $0.00 M Increasing to $800k by FY Drug testing $0.07 M Estimated administration costs All components $2.89 M If the bureau does not receive additional General Fund dollars to cover these cost increases it estimates that up to 37 sworn staff will be laid off or held vacant (4% of sworn force), with corresponding impacts to level of service. The citywide forecast will include these contract costs when it is released in late April. Absorbing these costs in the General Fund will mean the elimination of all new on-going funding and $2.0 million in one-time funds in FY , increasing in out years. Again, the question facing the City is: 1. Should the bureau be maintained at current size, which in the current fiscal environment likely comes at the expense of other City bureaus and services; or 2. Should the bureau s sworn staff be reduced. Right Sizing the Police Bureau Whether the bureau is appropriately sized is difficult to accurately measure. For its Bureau Advisory Committee process, the bureau s Strategic Services Division reviewed the City Auditors list of six comparable cities and adjusted/expanded it based on bargaining and other processes, and was able to obtain verifiable data from 5-19 cities (the number varies by measure) to compare according to the metrics in the following table. Police Bureau Page 3 of 14 FY Budget Analysis

4 Comparable Cities: Police Workload, Spending, Effectiveness, Output, Staffing Sample Size Sample Portland: Metric Metric Portland High Low (cities) Median Median 1 Officers/1,000 residents Staffing % Comparison city Cleveland San Jose 2 Calls per sworn officer Workload % Comparison city Oakland Long Beach 3 Response time (avg. min.) Effectiveness % Comparison city Oklah. City Phoenix 4 Part I crimes/1,000 residents Output % Comparison city Memphis San Jose 5 Police GF spending per capita Spending $264 $291 $168 6 $ % Comparison city Denver Oklah. City The table shows that Portland police are relatively lower staffed on a per capita basis than comparison cities, handle relatively more calls per sworn officer, report faster than average response times, lower than average Part I (most serious) crime rates, and are relatively better funded in relation to the size of Portland s population. For this last metric, only five comparison cities are included due to the difficulty of understanding pension treatment in other jurisdictions and ensuring that bureau spending is comparable. These comparisons are useful but also come with extensive caveats listed on the following page that variation in how jurisdictions administer law enforcement functions greatly impacts the results. With regard to right-sizing the bureau, available data can support a wide range of conclusions. A decrease of e.g. 25 officers would impact the comparable city metrics officers per 1,000 residents would fall to 81% of the median survey value, calls per officer would increase to 129% of the survey median, and General Fund spending would fall to 105% of survey median but would not materially change Portland s comparative ranking. Another important consideration is a gauge of need, or crime rates. After peaking in 1988, Portland crime rates are at their lowest level since 1967, a trend mirrored nationwide. Crime rates are projected to increase slightly in 2010 over 2009, driven primarily by burglaries and thefts (see chart on following page). Academics debate the relationship between crime rates and a broad range of socio-economic and demographic factors, not least of which is the number of residents in the demographic most likely to commit crime: males age Studies have shown that nationwide, increases in police force in the 1990s correlate to falling crime rates. In Portland however, for most of the previous decade, the bureau was officers short of full staffing while crime rates continued to fall. Police Bureau Page 4 of 14 FY Budget Analysis

5 Crime Trends: Reported Part I Crimes in Portland per 1,000 Residents Part I crimes include murder, rape, aggravated assault, burglary, robbery, larceny, motor vehicle theft and arson. Data Caveats. There are enormous caveats associated with the above metrics. For all metrics, Portland s ranking is dependent upon the composition of its comparison set. A fairly limited number of cities were included in the above table due to data limitations and the research time required to determine whether a city is a reasonable comparable for PPB. Officers per 1,000 residents: This metric is impacted by: 1. Service provision. Bureaus and jurisdictions vary in the services they provide directly, versus services provided by other agencies and/or jurisdictions. Services that vary across jurisdictions include: training academy, forensic evidence labs, animal control, court security, prisoner transportation, search and rescue, river patrol, and dispatch. 2. Population density. Response time is a key service metric; denser development may support faster response times even at lower officer per resident ratios (and thereby require fewer officers). 3. The extent to which a bureau is sworn vs. civilianized. PPB has had a civilianization policy for several years with the goal of not using sworn personnel in desk jobs. 4. Daytime population. Residential population does not include employment counts, which also impact service need and necessary staffing. 5. Over-time. Bureaus can balance their need for additional staffing through the use of overtime. Per Capita Spending.: 1. Service provision (see above). 2. Extent of specialized services. Airborne units, mounted patrols, etc. are more expensive than foot and car patrol. 3. Area cost of living (wage levels). Many of the comparison cities identified by PPA are lower cost-of-living cities; there are no West Coast cities in the sample set. The cities, in addition Police Bureau Page 5 of 14 FY Budget Analysis

6 to Portland, were: Denver, Austin, Charlotte/Mecklenburg, Albuquerque, and Oklahoma City. 4. Negotiated staff benefits. Response Time: 1. Traffic 2. Weather conditions 3. Size of area covered 4. Geography of area covered, e.g., bridge access, freeway access, terrain such as the West Hills. Crime Rates: 1. Daytime population levels 2. Underreporting of various crimes Police Bureau Page 6 of 14 FY Budget Analysis

7 III. Decision Package Analysis & Recommendations Mandatory Reduction Packages Police Administration Support Specialist/PL_06, ($58,296), (1.00) FTE, Bureau Priority #1 This employee was laid off to generate one-time savings for the FY Adopted Budget. This cut holds the position vacant a second year. The bureau reports that some duties have been reassigned and some delayed. There is no front desk presence to greet visitors to the Chief s office and the general phone number is now an automated voice mail system. FPD recommends the continuation of this cut. FPD Recommendation: ($58,296), (1.00) FTE Senior Administrative Specialist/PL_07, ($65,434), (1.00) FTE, Bureau Priority #2 This position was vacant, and held vacant through FY to generate one-time savings. This package holds the position vacant for one additional year. Duties have been reassigned to the Administrative Supervisor; the bureau reports that this position will become more critical as the bureau further pursues predictive-policing strategies. FPD recommends the continuation of this cut. FPD Recommendation: ($65,434), (1.00) FTE Police Fleet Coordinator/PL_08, ($100,010), (1.00) FTE, Bureau Priority #3 This employee was laid off to generate one-time savings for the FY Adopted Budget and replaced by a sworn employee to retain full sworn strength. The position coordinates and maintains the 600-plus vehicle fleet used by the bureau, serving as a liaison between the bureau and City Fleet. The bureau s fleet contract will be roughly $8.7 million in FY In the current year, changes to program management were estimated to create $90,000 in one-time savings and $134,000 in ongoing savings, more than the cost of this position. Documentation of recommended actions being undertaken has not been obtained by City Fleet or FPD despite repeated requests. FPD recommends the continuation of this cut and encourages continued management of this significant contract to ensure potential efficiencies are realized. FPD Recommendation: ($100,000), (1.00) FTE Police Background Investigators/PL_09, ($872,934), (12.00) FTE, Bureau Priority #4 The 12 employees in these positions were laid off to generate one-time savings for the FY Adopted Budget and replaced by eight sworn employees to retain the bureau s full sworn strength. Background investigators perform background checks on all employment candidates. This package maintains the use of sworn officers in these positions. FPD recommends the continuation of this cut. FPD Recommendation: ($872,934), (12.00) FTE Police Bureau Page 7 of 14 FY Budget Analysis

8 Bureau Requested Add Packages Service Coordination Team/PL_01, $1,767,636, 1.00 FTE, Bureau Priority #1 The SCT was developed in 2007 in response to the City s discontinuation of its Drug Free Zones and concern over the impact of chronic offenders on community livability. It was originally sponsored by the Housing Bureau and transferred to PPB in FY The program s central principle is to keep chronic offenders with frequent police interaction under intensive supervision, providing them with a spectrum of services and incentives to complete treatment and remain drug free. The funding package supports the following elements, now requesting one-time funding for the fourth year: Program Component Adopted FY Adopted FY Proposed FY Program Manager (Limited term PPB employee) $108,090 $108,090 $108,090 Multnomah County Deputy Attorney and 0.5 assistant $142,000 $60,000 $60,000 Multnomah County Parole Officer $96,256 $0 $0 Police Walking Beat (over-time funds) $212,000 $0 $0 Central City Concern: 54 dry housing units $1,259,441 $988,546 $988,546 Volunteers of America: 12 wet beds & 20 day treatment slots $741,000 $611,000 $741,000 Total $2,558,787 $1,767,636 $1,897,636 In FY program funds were decreased 31%, most significantly reducing the Central City Concern and Deputy Attorney contracts. The program manager reports that these cuts are acceptable to the program. In the above table, the proposed FY includes a $130,000 increase in Volunteers of America wet beds cut in FY Wet bed funding was filled by a one-time grant. These beds are an important program component, allowing participants to enter the program before they achieve sobriety. The bureau requests the reinstatement of these funds. As this is above the current year appropriation, the reinstatement of these funds is requested in a separate add package (PL_14). The program reports strong success metrics including a significant reduction in the average arrests per individual on the City s Chronic Arrestee List. In the 2010 calendar year 41 participants graduated the program, exceeding the program target of 20 per year. FPD recommends this package because it reduces workload for PPB by targeting individuals with the highest rate of Police interaction and furthers a range of City goals. FPD Recommendation: $1,767,636, 1.00 FTE Sobering Station & CHIERS Van/PL_02, $911,077, Bureau Priority #2 Central City Concern operates the Hooper Detoxification Center's Sobering Station and Hooper's CHIERS roving response van. The City has funded these programs since 2006, also initially in the Housing Bureau. The request includes $487,897 for Hooper Detox (an amount roughly matched by Multnomah County), and $432,180 for the CHIERS van. Area hospitals supported the sobering station in FY and FY with the understanding that it was a two-year commitment allowing the City and County to secure long-term funding (which has yet to be identified). Police Bureau Page 8 of 14 FY Budget Analysis

9 Both programs reduce PPA staff time and costs, support Central City livability and protect vulnerable populations. CHIERS provides transportation for citizens who are inebriated (incapable of caring for self; danger to self or others) via a driver deputized to put the inebriated individual under civil hold under mental health statutes. Hooper sobering station treats 11,000 14,000 individuals per year (30-40 per night), the vast majority at the Police bureau s request. This program is recommended for its costs savings to the City and community benefits. As an ongoing program like the Service Coordination Team FPD encourages identification of an ongoing funding source (either the general fund or external sources). In addition to PPB, the program benefits Downtown Clean and Safe, the Portland Business Alliance, Central City business districts, Central City URAs, Portland Downtown Neighborhood Association, local hospitals and programs seeking to aid individuals with mental health and addiction issues. FPD Recommendation: $911,077 Crisis Intervention Mobile Crisis Unit/PL_03, $105,984, Bureau Priority #3 This package provides $105,984 in one-time funding to fund a qualified mental health professional clinician to ride with a uniformed police officer in a Central City patrol car. In FY , the program was initially designed to provide on-scene mental health assessment and evaluation, in the wake of growing concern over police interactions with the mentally ill. However, calls for service were very low, averaging 19 per month. In September 2010 the pilot project was realigned to focus on outreach to those individuals with repeated police contact with the goal of stabilizing their situation. The Mobile Crisis Unit now provides a resource linkage for these people, helping them into housing, treatment, medical care, etc. to prevent dangerous situations from escalating. Currently, the MCU has received 68 referrals and is working with an active caseload of people on any given day. It often works with individuals referred by SCT with dual diagnosis (mental illness + drug addiction) who are too mentally ill to participate in the group dynamic that SCT requires. In its current form, the program is still developing appropriate outcome metrics. FPD recommends continuing to fund this program in its second year of development, with the goal of establishing metrics and reporting on those at fiscal year end to determine the effectiveness of this investment. FPD Recommendation: $105,984 Prostitution Coordination Team/PL_04, $125,000, Bureau Priority #4 The bureau s prostitution reduction efforts are coordinated with Multnomah County District Attorney and LifeWorks Northwest, which provides counseling and treatment programs to prostitutes and monitors compliance with the program. This package requests repeated one-time funding to support the DA position, equivalent to the FY allocation. The Prostitution Coordination Team focuses predominately on 82 nd Avenue, where the City s prostitution activity is centered. There has been a notable decrease in activity since this program began in FY The focus in FY will be prostitution over the internet, a shift in how prostitution is practiced to which law enforcement must adapt new strategies. PPB will also be seeking additional grant funds to maintain the counseling portion of its program. FPD recommends this request. Police Bureau Page 9 of 14 FY Budget Analysis

10 FPD Recommendation: $125,000 IPR Ordinance Implementation/PL_05, $200,000, Bureau Priority #5 In March 2010 City Council passed Ordinance #183657, establishing a Police Review Board and clarifying the investigatory powers and complaint handling procedures of the Office of Independent Police Review. To accommodate the professional facilitation of IPR monthly meetings required by the ordinance, $200,000 in one-time funds was added to the bureau s budget in FY Three facilitators were selected to work with IPR. Based on current fiscal year billings, each meeting s facilitation has cost $3,100 - $3,800. Annualized, these costs are below the original allocation, which has been reduced accordingly. As an on-going cost, if Council accepts the bureau s ongoing EM&S increase (see PL_11), this cost should be rolled into that package. FPD Recommendation: $50,000 Bargaining Costs: 2% Salary Increase/PL_17, $1,689,425 Funds the portion of July June PPA contract associated with 2% increase in salary schedule over and above COLA (cost of living adjustment). FPD Recommendation: $1,689,425 Bargaining Costs: Shift Differential Incentives/PL_17, $446,313 Funds the portion of PPA contract associated with shift differentials: premium pay of 2% for night shift (currently 130 officers) and 1% for afternoon shift (currently 219 officers). FPD Recommendation: $446,313 Bargaining Costs: Fitness Premium + Drug Testing/PL_18, $483,304 Funds the portion of PPA contract associated with incentive premium pays: 1% (of top step officer salary) for officers who pass an annual health and fitness test and 2% (of top step officer salary) for officers holding a bachelor s degree. The education premium takes effect January There are no costs for this incentive in FY ; costs are estimated to increase to over $800,000 in FY FPD Recommendation: $548,313 Bargaining Costs: PPCOA /PL_19, $197,664 Funds PPCOA contract cost increases. FPD Recommendation: $197,664 Commissioner Requested Add Packages Training Facility/PL_10, $1,500,000, Bureau Priority #1 This package requests funding for the construction of a Portland Public Safety Training Facility on 16 City-owned acres at Portland International Raceway, allowing the bureau to consolidate its training functions (currently dispersed throughout the tri-county area). This package requests ongoing 10+ year funding for the estimated debt service for a $15 million facility. Police Bureau Page 10 of 14 FY Budget Analysis

11 FPD recommends against this request due the bureau s simultaneous request for $1.7 million in ongoing revenue replacement, a City forecast indicating no new available funding, and the lack of certainty around the facility s cost estimate and achievable timing. The building s cost estimate is extremely preliminary; the services of a construction cost estimating firm have yet to be employed, and the building s long-term operating costs and potential to generate rental revenue have yet to be estimated. The bureau was given $200,000 in the FY Winter BMP to pursue predevelopment efforts. This amount could be increased in the FY budget at Council s discretion. Although the bureau hopes to break ground in the coming fiscal year, with no project timeline estimating the duration of architecture, engineering and permitting which must address on-site wetlands and Parks master planning issues FPD feels it is premature to budget for debt financing costs in a constrained fiscal context. Even if construction began in FY 11-12, it is likely that debt payments could be structured to begin in FY If Council supports the construction of a training facility, FPD recommends adding the ongoing costs to the forecast in FY and beyond. FPD Recommendation: $0 Fund EM&S/PL_11, $1,215,000, Bureau Priority #2 This request is generated by the bureau s loss of tow revenue discussed above under Key Issues, Right Sizing the Bureau. The bureau s External Materials & Services (EM&S) budget is a residual category funded after Personal Services and Internal Materials and Services largely set costs are funded. Like all bureaus, PPB s EM&S budget is a combination of contracted services, training, technology, costs that vary with staffing (such as uniforms and ammunition) and various purchases and repairs. Comparing EM& S across Police bureaus in other cities is challenging as cities vary in their treatment of fleet (in Portland, a $9 million item that resides outside of the bureau s IM&S budget). Loss of tow revenue results in a $3.4 million EM&S FY Requested Budget once pass through contract dollars for six programs are excluded (administration of these programs has varied over the years, making a trend comparison across years difficult when they are included). Based on FY spending, the bureau estimates that this number is $1.2 million below the bureau s actual need. The current fiscal year is not employed as a comparison because revenue declines had already led to spending reductions that are reportedly unsustainable without a decline in service level. An FPD review of SAP actuals from FY to FY confirms that this range of funding would be necessary to bring the bureau s EM&S spending to its historic level. The question of whether historic spending levels are appropriate to the bureau is more challenging to resolve. PPB fiscal staff is developing a long-term EM&S need estimate for each of the bureau s programs, which should be complete by the bureau s Council work session. In the absence of direction to reduce the bureau s sworn staff, FPD recommends this package. FPD Recommendation: $1,215,000 Funding FPD&R/PL_12, $100,000 - $500,000, Bureau Priority #3 The Police Bureau began providing Tri-Met with police services via the Transit Police program in the early 90s. Tri-Met reimburses the organization for both salary and benefits costs; City Code Police Bureau Page 11 of 14 FY Budget Analysis

12 specifies the percentages the bureau charges for disability, retirement and insurance. In the current year, it was determined that both Police and Fire have historically failed to pass through pension funds to FPD&R. This practice resulted in $500,000 revenue for PPB above staffing costs. Similar to towing revenue, this income was a roughly 20 year miscalculation in the bureau s favor that is now being corrected. PPB and FPD&R have agreed to a phase-in for the transfer of revenues, beginning with $100,000 in FY and then increasing annually to 50%, 75% and 100% by FY The $500,000 represents 4% of the bureau s FY target program revenue. Absent this revenue, a decrease in level of service may be required. FPD recommends against this package due to the citywide context of no new resources and the recommendation to increase EM&S funding. The bureau is encouraged to re-present this package in FY FPD Recommendation: $0 Less Lethal Weapons/PL_13, $193,531, 1.00 FTE, Bureau Priority #4 This package requests on-going funding for an additional training position ($84,481) and one-time funds to purchase new less lethal technology ($109,050), a shoulder-fired TASER system better capable of penetrating thick clothing worn in cold weather. This investment aims to reduce lethal encounters between police and the community. The Training Division reports that current staff is at full capacity supporting existing training programs. Without additional staffing, the bureau will need to move staff to the Training Division from another assignment, so that tracking and training around emerging non-lethal technologies can occur. FPD recommends the EM&S allocation for the purchase of weapons, given the importance of reducing lethal encounters and changing technology within this field. Due to competing bureau requests and limited citywide resources, FPD does not recommend funding for new permanent staffing at this time. FPD Recommendation: $109,050, 0.00 FTE Graffiti Abatement/PL_13, $64,600, 1.00 FTE, Bureau Priority #4 This package continues funding for a 12-month pilot initiated in the FY Winter BMP and funds one limited term sworn officer. The package complements the Office of Neighborhood Involvement s Enhanced Graffiti Abatement package, which includes a staff position to coordinate volunteer cleaners and funds for cleaning supplies and a mural. Prior to the $40,000 appropriated to PPB in the FY Winter BMP, PPB allocated a single officer to graffiti abatement and response, citywide. Staff reports a noticeable uptick in graffiti; however, as one of the most under-reported crimes, trends are difficult to report with confidence. The public has multiple reporting options with some redundancy, including PPB, ONI, and a webbased tracking system (Blue Archer). The graffiti recidivism rate is very high; PPB feels that a home visit with a graffiti offender and his or her parents is the most effective means of deterring recidivism (for non gang-related graffiti). With a single officer, there is limited time for this activity. Response including documentation and paperwork dominate the current workload. Additional staffing + immediate graffiti removal (including a 24/7 clean up service) is a successful strategy documented in other cities such as San Bernardino. Police Bureau Page 12 of 14 FY Budget Analysis

13 While a worthy program, FPD recommends against this package in the current citywide fiscal context. Graffiti abatement is not a priority the bureau has identified, and is was not ranked as a high priority crime in the bureau s survey of Safety Advisory Committees this winter (vandalism ranked 8 out of 11 on a priority list of problem areas). FPD Recommendation: $0, 0.00 FTE Residential Treatment Beds/PL_14, $130,000, Commissioner Requested Bureau Priority #5 The Service Coordination Team is described above in PL_01. This package requests $130,000 above its FY allocation, to enable the retention of the program s 12 wet beds, funding for which was back-filled by a one-time grant in FY This program successfully performed after 31% reduction. The wet bed program component is a priority for its continued success. FPD recommends this request to retain the program s unique spectrum of supervision, services and incentives upon which its results are based. FPD Recommendation: $130,000 Personal Video System/PL_15, $50,000, Bureau Priority #6 This request follows a $50,000 allocation in FY to fund an in-car video pilot to increase police documentation. The bureau opted to research personal video systems instead due to operational and financial considerations, and determined that personal video devices currently available on the market are not suitable for PPB. No equipment was purchased with the bureau s FY allocation. The bureau does employ five helmet cams that are used during public demonstrations. This package provides placeholder funds for additional tracking and potential purchase of emerging technologies. The bureau reports the following shortfalls in current technology: Wearable video tends to be unfocused and jerky. Video must have the ability to be water-marked for Chain of Evidence rules, to prove the video has not been altered. Hobbyist cameras (such as the helmet cams the bureau currently owns) do not have this ability. One camera, the Taser Axon, meets standards of ruggedness and chain of evidence. These are employed in San Jose. That department reports that the cameras are bulky and cumbersome to wear and adds wires and gear that an offender can grab in a tussle. They are widely disliked by the department. Given the lack of viable options currently on the market and the context of citywide fiscal constraint, FPD recommends against this package. FPD Recommendation: $0 Police Bureau Page 13 of 14 FY Budget Analysis

14 V. Performance and Accountability Program Summaries and Key Performance Measures The Police did not rank programs this year; Police management instead went to the Neighborhood Coalition Safety Advisory Committees to ask those standing committees what crimes were of greatest concern in their neighborhoods via a Police Services Survey. Top identified problem areas were: 1. Traffic safety 2. Street corner crime 3. Theft from vehicles 4. Other (including transit security,panhandling, excessive force, need for patrol presence) 5. Burglary 6. Gang activity 7. Vandalism 8. Chronic nuisance property 9. Drug houses 10. Park crimes 11. Commercial property crimes These rankings do not align perfectly with the bureau s programs but indicate top community concerns for livability. The bureau is completing its program summary template with program rankings and performance metrics for its scheduled April 7 City Council budget work session. Baseline Template The Baseline Template provides a concise overview of key bureau objectives and initiatives. Service Improvement Plan SIP elements for FY are: 1. Create a new 5 year Strategic Plan, 2. Establish a consolidated, web-based policies and procedures manual, and 3. Expand statistical analysis of crime trends, including predictive crime analysis. The bureau s Customer Service Improvement Status Report references the bureau s existing Strategic Plan, its Police Services Survey, and its efforts to develop customer service competency via diversifying its workforce: in January 2011, 7 of 15 new recruits were minorities. The bureau notes that training for new recruits and on-going training include customer service competency and improving communication skills. Police Bureau Page 14 of 14 FY Budget Analysis