TO: Honorable Mayor and Members of the City Council
ATTENTION: Ryan Smoot, City Manager
FROM: Brian McNerney, Interim Director of Public Safety
SUBJECT: Consideration and possible action to discuss and provide direction to the City Manager regarding Public Safety Department operations.
DATE: January 28, 2025
EXECUTIVE SUMMARY
Beginning in May 2024, the City Manager requested the Interim Public Safety Director (“Director”) conduct an assessment of the operations of the Public Safety Department (“Department”) - both internal operations and contract services - to be presented for discussion to the Public Safety Commission and the City Council. The findings and recommendations of that assessment were presented to and discussed by the Public Safety Commission in September 2024, and those findings, including recommendations from the Commission, are being presented to the City Council for review, discussion, and possible consideration and direction. The assessment focused on seven key areas:
• Administrative review
• Internal operations
• Evaluation of staffing levels, current and future
• Contracted services
• Technology
• Addressing Homelessness and Encampments
• Public and internal communication
Each of the key areas was analyzed by the Director and by Phillip Marquez of P.M. Law Enforcement Services who conducted his own independent review of various department functions.
The overarching goal of the Department is to fulfill its mission to “protect and serve the Bellflower community by providing timely, efficient, and effective law enforcement and law enforcement support services.” The findings and recommendations resulting from this review, at their core, are intended to assess the Department’s efforts and better support this mission. Ultimately, this assessment identifies areas for improvement and makes recommendations for adjustments to the City’s services that will enhance the Department’s ability to fulfill its mission.
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Staff Report –Study Session Public Safety Assessment
January 28, 2025
RECOMMENDATION TO CITY COUNCIL
1) Discuss and provide direction to the City Manager to implement the recommendations stemming from the assessment of Department operations; or
2) Alternatively, discuss and take other action related to this item.
FISCAL IMPACT
None with this action, though implementation of the recommended actions may need further City Council approval and could each have their fiscal impacts, which will be assessed as part of those discussions.
DISCUSSION
The Department was created in 1993 as part of the establishment of the City’s community policing program. Since its creation the Department experienced various transformations and modifications (some highlights include: 1996 – first year contracting for dedicated Sheriff Department resources; 1999 – contract with Strategies Against Gang Environments (SAGE) program; 2020 – Loss of Sheriff Lieutenant position; and 2022 – transfer of Code Enforcement to Public Safety). The current Department underlying tasks, responsibilities, and organizational makeup evolved as the City’s needs shifted.
The assessment of the City’s existing programs consisted of seven primary focus areas (mentioned above) and was conducted both internally by the Director and by an independent consultant - P.M. Law Enforcement Services evaluated internal Department operations, Sheriff Department service minute compliance, deployment of Sheriff resources, and an analysis of existing contracted services and possible future use of additional services (the full report is attached).
Administrative Review
The Department conducts a variety of administrative functions related mostly to parking and code enforcement. These functions independently require proper procedural steps to ensure they are carried out efficiently and by applicable laws and regulations. Since May 2024, and in conjunction with this assessment, various administrative changes have incrementally been introduced into the Department to better serve residents and streamline operations. These minor adjustments include a call tree system for incoming calls and the adjustment of Bellflower Municipal Code (“BMC”) fine amounts to bolster the City’s enforcement efforts. The assessment also revealed additional areas where further improvements and adjustments might be considered, including the following:
• Simplifying processes: tow releases, payment plans, and citation appeals. • BMC modifications (more detailed review below).
• Communication between the Code Enforcement Division and Building Division. • Case handling by Code Enforcement Inspectors (more detailed review below). • Continued involvement of Community Service Officers in visual blight code cases.
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Staff Report –Study Session Public Safety Assessment
January 28, 2025
DISCUSSION – Continued
Code Enforcement and Case Management
A reevaluation of case management practices and handling by Code Enforcement Division staff was identified as an area for improvement. From the start of a case through to its conclusion, inspectors play an important role in ensuring compliance is achieved and violations are corrected. Without their continued involvement , cases linger, and compliance is not achieved in a timely period. As an example, it is the Division’s common practice to close a case for unpermitted construction once the property owner pulled the required permits for construction. But, in some cases the property owner failed to complete the necessary construction and allowed the permits to expire leaving the violations in place. In working with the Building and Safety Division, this process has recently been modified to require that inspectors now continue to monitor cases until construction is complete and permits are finalized. The expectation for inspectors is to continually monitor cases until compliance is achieved.
Bellflower Municipal Code Modifications
The assessment also specifically examined existing BMC sections and made recommendations for modifications that could improve the City’s ability to ensure compliance is achieved. There are opportunities to streamline efforts by establishing new regulations to address specific situations not currently addressed in the BMC and utilizing creative enforcement mechanisms to address them. One such modification would be to amend the allowable uses in commercial areas to require a Conditional Use Permit for smoke shops and similar uses to address specific impacts of these businesses and provide more tools for enforcement of violations when those impacts are identified.
Another suggested modification is to draft and consider an ordinance to make vehicles participating in unlicensed business activity subject to a parking citation . It is recommended that the Department continue to identify code language improvements and work with the City Attorney’s Office to implement them. Should the Council provide direction to explore these types of modifications more thoroughly, the necessary ordinances will be drafted and brought back to the City Council for consideration.
Internal Program Analysis
Numerous programs were developed by the Department over the past five years targeted at improving the City’s ability to respond to and address public nuisance and quality of life violations. Such programs include response and enforcement of loud party calls, street race spectating, unlicensed street vending, bulky items left within the public right of way, and authority to issue misdemeanor citations for specific municipal code violations. One of the more successful programs has been the City’s annual fireworks enforcement program. Using a combination of technology and proactive enforcement methods, the fireworks enforcement program has developed into an effective strategy for curbing the use of illegal fireworks over time. The program has drawn the attention of the cities of Paramount, Norwalk, Lakewood, Pico Rivera, Lawndale, and Carson as each is developing similar programs modeled on Bellflower’s program .
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Staff Report –Study Session Public Safety Assessment
January 28, 2025
DISCUSSION – Continued
Evaluation of Staffing levels, Current and Future
As part of the internal assessment of the Department, staffing levels and functions have been considered to ensure that the City maintains sufficient staffing to accomplish the goals and objectives of the Department. When comparing historical staffing levels across the last twenty years, budgeted full-time positions in the Department have remained relatively consistent while part-time staffing has decreased by approximately 30%, and supervisory level staff has been reduced by 50% since 2005 or two full-time supervisor positions.
2005 2015 2025
Public Safety Department, full-time staff 10 8 8
Public Safety Department, part-time staff
(full-time equivalent) 7.0 5.20 5.10
Code Enforcement Division, full-time
staff 7 5 6
Despite reduced staffing, departmental productivity has continued to increase within the Department. For example, code enforcement cases opened annually have increased from 1,022 in 2005 to 1,449 in 2024 and parking citations have increased from 25,926 in 20151 to 34,798 in 2024. Given the current workload undertaken by the Department, staff levels are sufficient to meet demand. Note, however, that one of the two budgeted supervisory level positions within the Department (Public Safety Manager) is currently vacant and should be filled to maintain overall supervision and direction to support operational functions.
The assessment of staffing resources not only examined historical and current staff levels but also examined the future to determine what future needs could be and it breaks down to one idea, internal control of service delivery. With contracted services there is an overall loss of control over how services are delivered. For example, the City has minimal authority over changes to Sheriff Department policy affecting law enforcement services.
On the other hand, there is a great deal of control when services are provided directly by City staff. It is a balancing act between maximizing control and utilizing cost effective contracted services. The Department has already demonstrated an ability to take on services internally, for example the firework enforcement program, where internal control has been maximized to achieve an effective result. There are opportunities to expand this control over services to other areas such as internalizing enforcement of animal violations of the BMC. The Department will need to focus on the future evolution of public safety services and isolate opportunities to maximize service delivery through internal control; this increased level of service ultimately would translate into additional staffing needs at some point.
1 Parking citation totals could not be sourced for calendar year 2005. -4-
Staff Report –Study Session Public Safety Assessment
January 28, 2025
DISCUSSION – Continued
It is recommended to consider the following actions:
• Fill the vacant Public Safety Manager position (already budgeted). • Establish or reiterate working standards and expectations for staff. • Reinforce Code Enforcement priorities, procedures and expectations. • Develop an internal workforce plan to meet service delivery goals. o A workforce plan is a strategic process which examines existing staffing needs and planning for future needs, ensures a workforce is supporting the goals of the organization, and identifying gaps in staffing which will affect service delivery.
• Hire an additional full-time Code Enforcement Inspector to address animal violations of the BMC (explained more below).
• Hire an additional full-time Community Services Officer and two part-time Maintenance Workers to conduct dedicated homeless outreach and encampment cleanups (explained more below).
Improving Code Enforcement Procedures and Communications
The City’s Code Enforcement Division operates under a set of priorities and procedures approved by the City Council as well as general administrative policies and procedures.
During the course of the review, staff has identified areas for reinforcement and clarification of existing procedures, as well as development of new methods to improve communication between Code Enforcement and other City divisions. The City Manager and the Director established a program to reinforce Council approved priorities and improve communication between Code Enforcement staff and the Building Division to ensure that cases requiring Building and Safety intervention are presented clearly and completely with clear and coordinated expectations for compliance requirements.
Contracted Services
The Department offers many services through contract agreements with different service providers. For example Los Angeles County Sheriff’s Department (law enforcement services), All City Management Services (crossing guard services), Southwest Patrol (security guard services), and Southeast Area Animal Control Authority (animal control services). Contracted services provide resources not directly offered by the Department and serve a role in providing needed community services. An assessment was conducted to review the effectiveness of current services and to explore the potential use of new ones.
• Los Angeles County Sheriff
Bellflower has contracted its primary law enforcement services with the Los Angeles County Sheriff’s Department for many decades. The Sheriff provides all services needed to maintain a law enforcement operation (patrol, 9-1-1 dispatching, jails, detective investigations, and supervision of deputies). Overall, the City pays approximately $13.6 Million for these services annually. The review conducted here has been a joint effort between PM Law Enforcement Services, and City staff. Should the Council desire to explore any of these alternatives further, a specific detailed analysis of that service should be conducted.
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Staff Report –Study Session Public Safety Assessment
January 28, 2025
DISCUSSION – Continued
Most of the services provided by the Sheriff are exclusive to them, meaning there are limited other contracting options available which can deliver similar services at the same price. Line items of the Sheriff contract were assessed and reviewed for its cost and ability to be sourced elsewhere.
Services Cost (Approx.) Ability to be Replaced
Patrol Services $9.2 Million
Low: Patrol services are the
backbone of our law enforcement
services. There are minimal other
opportunities which could replace it.
Special
Assignment
Officers (SAOs)
$2.2 Million
Medium: Majority of homeless
patrols now handled by Southwest
Patrol; however, law enforcement
patrol and investigations would be
difficult to replace.
Motor Unit/Traffic
Enforcement $800,000 FY 23/24
Low/Medium: Could use the Station
Cities JPA to contract services at a
shared cost, but there could be a loss
of services.
AERO (Helicopter) $91,000 FY 23/24
Medium: A high-cost hourly item, the
City of Lakewood offers a similar
service at reduced service hours but
at a 60% decrease in price.
While this assessment is not a full examination of the costs and benefits of seeking other alternatives to our law enforcement services, it does reveal there are opportunities which could be leveraged by the Department to offer additional or supplementary service s.
Specifically, it is recommended a more detailed analysis take place regarding helicopter services.
• Southwest Patrol
For the past seven years the Department has contracted with Southwest Patrol to provide additional services beyond what the Sheriff’s Department is currently able to offer. These services include park patrols, checks of city facilities, stationary posts guarding city property, and roving patrols dedicated to engagement with the City’s homeless population. In 2024, the City expanded its contract with Southwest Patrol to provide additional focus on engagement with and coordination of services for homeless individuals in the community. In assessing the City’s use of this service, it has proven to be a cost-effective means to supplement the LASD’s efforts to address quality-of-life issues. It is recommended to maintain this use of contracted service and explore additional avenues (if available) with which more services can be provided by Southwest Patrol.
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Staff Report –Study Session Public Safety Assessment
January 28, 2025
DISCUSSION – Continued
One possible avenue for expansion related to addressing chronic issues with encampment resolution is discussed in more detail below.
• Southeast Area Animal Control Authority (SEAACA)
The City has contracted with SEAACA for over twenty years for animal control services.
During this time service quality has declined, community complaints have been received, less services are being provided, and costs are increasing. The current agreement with SEAACA costs the City approximately $641,800 annually. Having already conducted a survey of other contracting options prior to this assessment, it was discovered opportunities are limited. Since the last discussion with the City Council, City staff have initiated discussions with the City of Lawndale to explore the possibility of securing these services through contract with their agency. This potential contract could include a full range of services such as a dedicated animal control officer, animal welfare investigations, animal abuse investigations, pickup and drop off live animals to the Society for the Prevention of Cruelty to Animals Los Angeles (SPCALA), and the removal of deceased animals. Should the City Council desire to explore this option further, an additional full-time Code Enforcement Inspector position would be recommended to supplement the contract and as a means to provide specific enforcement of animal violations contained within the BMC. Approximate costs of this alternative are estimated below.
Cost
One full-time Code Enforcement Inspector $104,000 per Fiscal Year City of Lawndale contract $550,000 (estimate)
Animal Licensing (if not contracted out) $100,000 (estimate) Supplies/other additional services $30,000 (estimate)
The City Council also requested that staff analyze the possibility of providing animal control services by employees. While control over the service delivery would be increased, the cost of providing the same level of services in house would be substantially higher. Currently, the City’s annual net cost of animal control is approximately $650,000 per year (when licensing fees revenues are accounted for). The cost to provide the base level of field services (not accounting for any capital investments or facilities necessary to do so) in house is estimated to be roughly 30% higher, or $900,000 - $1 Million annually. The cost becomes even greater should the City take on the housing of animals internally (numerous additional staff would need to be hired, new facility to accommodate animals, medical care, and adoption services). There are also numerous soft costs associated with internalizing this service which are difficult to calculate, such as increased use of legal services, human resource management for increased staff, vehicle fuel and maintenance costs, and utility costs for an animal intake facility. Though this option is not recommended (instead staff is recommending further consideration of contracting with the City of Lawndale), the table below provides an estimate of the costs associated with this service if the City were to provide it directly.
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Staff Report –Study Session Public Safety Assessment
January 28, 2025
DISCUSSION – Continued
Cost Total
Two Full-time Animal Control
Officers
Approx. $100,000 per officer, per
Fiscal Year $200,000
Two Administrative Staff $75,000 per staff, per Fiscal Year $150,000 Animal Housing (Contracted) $550,000 for live and dead animal intake $550,000
Animal Housing (Internal)
Unknown but significant Unknown
but
significant
Vehicles/Supplies Approx. $225,000 $225,000
Animal Licensing Approx. $25,000 $25,000
• Station Cities Public Safety Joint Power Authority
In November 2024, the City entered a joint powers authority (JPA) agreement specifically aimed at addressing public safety issues collectively with our neighboring communities of Lakewood and Paramount. In November 2024, the City entered a joint powers authority (JPA) agreement specifically aimed at expanding our ability to address public safety issues collectively with our neighboring communities of Lakewood and Paramount . The JPA provides an opportunity to take advantage of additional services (either through contract or provided directly by the JPA) to better address community needs while offering the possibility of economies of scale.
The JPA Agreement has been filed with the State, and the City Council has appointed the Mayor and Mayor Pro Tem to serve as representative and alternate to the JPA Board.
Initial meeting for the newly formed JPA board is being coordinated currently to discuss the scope and services the JPA should explore. In the immediate, it is recommended the City strongly pursue having the JPA entering into a contract with the Los Angeles County District Attorney’s Office for their Community Prosecutor Program (CPP). This program, formally the Strategy Against Gang Environments (SAGE) Program of which Bellflower was a member for over a decade, specifically targets gang and narcotics related activities in the community. Since the elimination of the SAGE program in 2022 Bellflower has experienced an increase in local gang activity/crimes and lacks a mechanism to proactively address these issues. The CPP provides another layer of proactive resources which can be used to address public safety and quality of life issues in a direct and targeted manner.
Technology
The assessment of the City’s Public Safety Department included an analysis of the City’s use of technology to better provided services. Throughout the review, it is apparent, the City has not invested in modern resources to address public safety concerns and improve departmental operations. However, over the past twelve months City staff have placed an emphasis on exploring alternative resources to address this shortfall.
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Staff Report –Study Session Public Safety Assessment
January 28, 2025
DISCUSSION – Continued
The Department secured a nearly one-million-dollar grant for a citywide security camera system. Part one of the citywide automated license plate reading (ALPR) system has already been implemented, and more phases are forthcoming. To streamline code enforcement productivity, tablet computers are being used to allow inspectors full access to their files and programs while in the field instead of having to take field notes and return to the Sub Station to access their files. The report from P.M. Law Enforcement Services also recommends the implementation of Shot Spotter (or similar) technology to more quickly identify, quantify and respond to shooting incidents within the community, as well as the implementation of a graffiti tracking system to better connect and prosecute vandalism. P.M. Law Enforcement Services also recommends the implementation of Net- Watch (or a similar system) that would allow real-time monitoring of City facilities (parks for instance) and remote intervention should incidents arise.
The City Council has also discussed and expressed a desire for the Department to be more proactive and consistent in the enforcement of parking regulations in key areas of the City. Technology can also serve a more prominent role in parking enforcement operations. For example, ALPR technology can be used to eliminate the need for manual walking and chalking of vehicles for timed parking areas streamlining the enforcement process. A physical identification of the violation is still required, but this type of technology would allow the City to be more consistent and efficient with its existing staffing resources.
Addressing Homelessness and Encampments
Homelessness and the number of homeless individuals has been identified as one of the most important issues facing the Bellflower community. Over the last several years, the City Council has invested millions of dollars to combat homelessness by building and operating the New Hope Temporary Shelter, contracting with City Net for dedicated outreach services (no longer contracted with the City), increasing our contract with Southwest Patrol for engagement and enforcement efforts, and devoting significant Public Works and Public Safety resources to clean up encampments to provide assistance to those who desire it. While these efforts have produced many successes, the issue continues to be a top priority, and a significant challenge for City staff. This assessment examined the current state of the City’s efforts to address homelessness in the City and what steps can be taken to have more success.
In general, through interactions and engagements with homeless individuals in the City, we have found that when an individual has connections to Bellflower that allow them to utilize the services we can offer (the New Hope Temporary shelter), and is willing to accept assistance, we are able to successfully get them off of the street and into the shelter. However, there are a significant number of individuals who either do not have the requisite connections to the community, or more commonly, simply refuse to accept the assistance offered. In these instances, City staff, Southwest Patrol and the Sheriff’s Department work to enforce the City’s municipal code requirements for public and private spaces, though often, enforcement and prosecution of these violations is challenging.
Homelessness was the top-rated issue facing Bellflower in a recent citizen survey conducted in December 2024.
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Staff Report –Study Session Public Safety Assessment
January 28, 2025
DISCUSSION – Continued
The City Council has taken steps to combat homelessness including creating the New Hope Temporary Shelter, contracting with City Net for dedicated outreach services, and utilizing Housing and Urban Development funding as a prevention to homelessness.
While there have been positive strides made, issues continue on this front.
The City Council has recently provided direction and authority to the City Attorney’s office to enforce misdemeanor violations of the BMC. In recent months, the City received approval of its bail schedule for these violations from the courts and has begun utilizing this new tool in our encampment cleanup efforts. This additional enforcement action has proven to be successful in discouraging chronic violations. The City should continue to expand this enforcement when possible.
Secondly, there are a number of public and private areas (within the City boundaries and surrounding areas outside the City’s jurisdiction) which are prone to encampments due to their secluded locations (such as Caltrans properties, METRO properties, and Los Angeles County Flood Control properties). Often the City’s enforcement in these area’s is limited by our jurisdictional boundaries or by the ownership of the property.
The City is currently working with the City of Cerritos to enter into an agreement that would allow Bellflower to enforce our BMC requirements in specific areas within Cerritos jurisdictional boundaries. It is recommended to finalize this agreement and expand it to include other government agencies responsible for public spaces with the City – i.e., METRO, Los Angeles County, and CalTrans where possible. Working with government partners, there needs to be a concerted effort to make these locations less desirable.
The City should also consider encouraging, and when necessary proactively implementing physical improvements to private property and public property owned or controlled by the City or other government agencies to discourage and reduce the likelihood of encampments. Maintenance of vegetation, installation of fencing, graffiti removal, and trash removal are all ways in which areas can be made less desirable, and the agreement (or agreements similar to ) described above could allow the city to better make these improvements where and when needed. Although the City’s efforts have traditionally been reactive to complaints or requests from citizens or city staff, recent proactive efforts in this area have proven successful in reducing or eliminating encampments, and the City should expand these efforts further.
To that end, as part of this examination, City staff also consider other agencies’ approaches to similar problems. Of particular note was the City of Norwalk’s Homeless Operation, Prevention, and Engagement (HOPE) program. Norwalk’s HOPE team represents a framework for proactive encampments resolutions that balance the need for assistance with the necessity to maintain public safety.
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Staff Report –Study Session Public Safety Assessment
January 28, 2025
DISCUSSION – Continued
The City of Bellflower’s approach to address encampments and engagements requires redirecting public works and public safety personnel in response to complaints - sometimes for days or even multiple weeks at a time. This not only forces the City to be reactive in nature but also pulls resources away from other maintenance and public safety duties and projects. In contrast, in the City of Norwalk, the HOPE team is a coordinated team of Public Safety and Public Works personnel who are dedicated to and charged directly with proactively addressing encampments and engaging with homeless individuals. This approach allows that city to be proactive in its efforts and provide resources and clean ups in a more timely and effective manner.
Based on this review, the City Council should consider establishing a similar HOPE team operation in Bellflower aimed at and directly responsible for outreach and cleanup efforts in a more proactive and consistent manner. Should the City Council desire to explore this further, a more detailed cost analysis and proposal could be brought back for consideration, but generally, the team could be comprised of a full-time Community Services Officer, a Southwest Patrol Guard, and two part-time Maintenance Workers. An example of the estimated costs of this sort of approach are shown below.
Cost
Full-time Community Services Officer $95,401 per Fiscal Year Southwest Patrol Guard No cost if an existing guard
Two Part-time Maintenance Workers $90,000 (approximate)
Even with successful outreach and enforcement, there a certain number of individuals whose needs go beyond housing or traditional support. Often these individuals require some form of mental health or other professional support.
Through this assessment staff has identified a resource to connect Public Safety personnel, and our outreach coordinators to proactively engage with these more resistant or chronically resistant individuals and help them connect to the services they need.
Southern California Health and Rehabilitation Program (SHARP) is a free service offered by the Gateway Cities Council of Governments which focuses on housing, mental health, and substance abuse assistance for. Using this resource adds another tool in the toolbox focused on getting those who have specific needs in these areas. The City should engage with SHARP to offer these services in Bellflower to better address chronically homeless individuals with specific needs.
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Staff Report –Study Session Public Safety Assessment
January 28, 2025
DISCUSSION – Continued
Public and Internal Communication
The City of Bellflower has devoted significant resources to the safety and security of the community, and over the last 30 years has seen significant decreases in overall crime rates as a result. But, public perceptions of public safety, including the perception toward the Sheriff’s Department, have diminished in recent years. It is readily apparent that the City, and specifically the Public Safety Department can improve our efforts to communicate and engage with our residents to highlight successes and identify areas for future improvement. As an example, Bellflower was the first city in the region to utilize Southwest Patrol to supplement Sheriff’s services, but many residents are not even aware that the City is providing this service. The recent community survey revealed only 30% of respondents have knowledge of the work being performed by Southwest Patrol. The Public Safety Department should proactively evaluate our communication efforts (both outward to residents and inward from residents) to both keep the community informed more readily, and tailor public safety programs to the needs of the community.
Conclusions
Overall, this review of the City’s internal and Contract Public Safety services has highlighted many areas the City has seen significant success in keeping community safe.
Still, it has also identified several key changes that we can implement to serve our residents better and meet their needs. While the information included here is not an exhaustive list of every aspect of public safety, the recommendations included above would allow the department to grow and improve over time. Should the City Council desire to implement these recommendations, City staff will bring detailed analysis, contracts and adjustments necessary to make these improvements back for the Council’s ultimate approval.
ATTACHMENT
P.M. Law Enforcement Services Report ........................................................................ 13 -12-
6-Month Public Safety Review
for
The City of Bellflower
CONSULTANT PHILLIP MARQUEZ
[email protected]
Prepared By:
P.M. Law Enforcement Services, LLC.
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CITY OF BELLFLOWER 6-MONTH REVIEW & RECOMMENDATIONS Page 1 of 8 City of Bellflower Public Safety
Six-Month Review & Recommendations
INTRODUCTION
On July 1, 2024, PM Law Enforcement Services, LLC, entered into an agreement with the City of Bellflower to conduct a six-month review of its public safety services. This review encompassed the city's contracts with the Los Angeles County Sheriff’s Department, Southwest Security Company, and the current operations of the Code Enforcement Department. This independent assessment aimed to identify findings, present factual data, and provide actionable recommendations to improve public safety for the Bellflower community. The evaluation aims to assist stakeholders in addressing ongoing challenges, enhancing resource allocation, and strengthening the city’s commitment to safety and quality of life.
FINDINGS:
1. LOS ANGELES COUNTY SHERIFF’S DEPARTMENT
During my overview of the operations of the Los Angeles County Sheriff’s Department in the City of Bellflower, I leveraged my extensive experience of over 30 years with the Los Angeles County Sheriff’s Department, to include being a retired station captain, department reports, spreadsheets , crime reports, crime statistic and conversations with sworn personnel assigned to the Bellflower Sub-Station to come up with my findings.
I learned that most of the Sheriff’s Department personnel assigned to the Bellflower Sub -Station have been working in the city for a longer length of time. This is extremely important because it gives deputies a chance to build familiarity and ownership with the community and understand its safety concerns.
The City of Bellflower is well represented by Sergeant Fergerson and Detective Sergeant Lavan, who are currently in leadership roles at the sub-station. Both the sergeants are well respected by the line staff and are great examples of the compassion and work necessary to provide professional law enforcement services to the community of Bellflower. Both Sergeants Ferguson and Lavan have set a high standard for themselves and those they supervise. Their work product and ability to stay organized made it very easy to receive the information I requested during my overview. I can say with confidence that crime issues, tracking problem locations, and quality-of-life issues are being addressed daily by both patrol deputies and the Special Assignment Team led by Sergeant Ferguson.
An area of concern identified is the current shortage of sworn personnel available to fill the law enforcement contractual obligations to the city of Bellflower. Currently, sergeants and detectives are being utilized to help fill in the gap in patrol by “Cadre of Administrative Reserve Personnel,” CARPing them from their supervisor and detective duties to patrol. Currently, the sergeants are mandated to CARP twice a month, while detectives are mandated to CARP four times a month or once a week. On top of this, the regular patrol personnel have been currently mandated to go from six overtime spots to eight spots a month to fill shortages in patrol.
The shortage of personnel, CARPing, and overtime mandates brings fatigue and burnout. These current working conditions and mandates can affect decision-making, effort, and one’s physical and mental health.
The concern and effect of the personnel shortage on the City of Bellflower’s law enforcement contract are explained in more detail under the Service Compliance Section of the report. City leaders are encouraged to continue proactive discussions with county stakeholders to address these shortages collaboratively. -14-
CITY OF BELLFLOWER 6-MONTH REVIEW & RECOMMENDATIONS Page 2 of 8 The City of Bellflower currently has a $13,636,399.95 contract with the Los Angeles County Sheriff’s Department to provide policing services. The contract includes the following resources:
▪ Fourteen (14) 56-hour units (must fill)
▪ Four (4) 40-hour units (must fill)
▪ Six (6) Special Assignment Deputies (non-relief) Two (2) Items Currently Suspended ▪ One (1) Traffic Unit (non-relief)
▪ One (1) Special Assignment Sergeant (non-relief)
▪ Overhead positions such as the Detective Bureau are also included.
Based on our assessment, the current deployment of Deputy Sheriffs per shift is appropriate for the City’s current needs. This conclusion is supported by:
▪ Part One Crime Report: A slight overall decrease in Part One crimes (criminal homicide, forcible rape, robbery, aggravated assault, burglary, larceny-theft, grand theft auto, and arson) from January 1, 2024, to December 31, 2024.
▪ Response Time Report: The response times to emergencies, priority, and routine calls for service indicate efficient use of resources and fall within the Sheriff’s Departments guidelines of response time requirements.
SERVICE COMPLIANCE (MINUTES PURCHASED)
On July 1, 2024, the City of Bellflower and the Los Angeles County Sheriff’s Department entered a new contract (Service Level Authorization – AH-AD-575) to provide law enforcement services for the fiscal year July 1, 2024, through June 30, 2025. Under this new contract, law enforcement services would be purchased in approximately 3,811,692 minutes. These minutes would be shared among the sergeant, patrol deputies (DSG), and Special Assignment Deputy (SAO) categories on the Monthly Services Compliance Report. The sergeant position is scheduled for 107,340 minutes for the fiscal year. Patrol deputies: 3,274,992 minutes for the fiscal year, and Special Assignment Deputies: 429,360 minutes for the fiscal year. This contract requires adherence to a strict allocation of service minutes by category, reflecting the city's commitment to accountability and efficient resource use. As with the past contracts, this year, sworn minutes in one category can’t be used or moved into another category to bolster up minutes that may be lacking.
As of December 2024, the Monthly Service Compliance Report indicates sergeants are at 103.12% of scheduled minutes and the Special Assignment Deputies are at 108.48% of their scheduled minutes for the fiscal year. The patrol category is currently at 92.91% of the total minutes scheduled for the fiscal year. Year to date; there have been 1,650,959 minutes scheduled for patrol and of those 1,533,915 minutes have been provided, which is a shortage of 117,040 minutes or approximately 243.83 (8) hour shifts.
INVOICES FOR LAW ENFORCEMENT SERVICES
The City of Bellflower is issued monthly detailed invoices by the Los Angeles County Sheriff’s Department, regarding law enforcement services provided. These invoices include traffic enforcement, helicopter, crime suppression, and contract services. After carefully examining each of the invoices over the past six months, I have found just a couple of procedural errors in the documents. None of the errors alluded to change the law enforcement services provided or the billing amount indicated on the invoices.
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CITY OF BELLFLOWER 6-MONTH REVIEW & RECOMMENDATIONS Page 3 of 8
2. DISTRICT ATTORNEY GEORGE GASCON’S POLICIES AND THEIR IMPACT ON BELLFLOWER In 2020, the election of District Attorney George Gascón brought significant changes to the prosecutorial approach in Los Angeles County, with immediate and profound effects on the City of Bellflower. His Special Directive 20-07, which focused on the handling of misdemeanors, established policies that automatically declined certain misdemeanor cases before arraignment unless specific exceptions applied. This directive directly impacted Bellflower’s quality of life by limiting the ability to prosecute offenses that are critical to maintaining community standards, such as:
• Trespass (602 PC)
• Disturbing the Peace (415 PC)
• Driving Without a Valid License (12500(a) PC)
• Driving on a Suspended License (14601.1(a) CVC)
• Criminal Threats (422 PC)
• Drug & Paraphernalia Possession (11350, 11357, 11364, & 11377 HS) • Minor in Possession of Alcohol (25662(a) BP)
• Drinking in Public (12.18.010 LACMC)
• Under the Influence of a Controlled Substance (11550 HS) • Public Intoxication (647(f) PC)
• Loitering (647(b), (c), (d) PC)
• Loitering to Commit Prostitution (653.22(a)(1) PC)
• Resisting Arrest (148(a) PC)
The Bellflower Sub Station Detective Bureau, composed of seven detectives and one sergeant, were greatly affected by these policy changes. Each detective carries a case load of approximately 20 cases a month they are assigned to investigate. When the District Attorney’s Office declined filing cases due to the directive, detectives were still required to complete investigations, assemble filing packages, and close these cases in addition to the other cases assigned to them. This resulted in a significant waste of resources, with thousands of hours devoted to cases that went unfilled.
From 2022 to 2024, the following numbers of cases in Bellflower were rejected solely due to Special Directive 20-07:
• 2022: 463 cases
• 2023: 532 cases
• 2024: 61 cases (reflecting a reduction during the election year)
The inability to prosecute these offenses undermined efforts to address quality -of-life crimes in Bellflower, placing additional strain on law enforcement and eroding community trust in the criminal justice system. While policy changes have presented challenges, continued dialogue with the District Attorney’s Office is crucial to aligning enforcement strategies with community needs.
3. CONTRACTED SOUTHWEST PRIVATE SECURITY
Many cities have turned to contracted private security services to enhance public safety while working in conjunction with their local law enforcement, often resulting in positive outcomes. Currently, Southwest Security provides an integral layer of public safety to the City of Bellflower, focusing on quality-of-life concerns such as homelessness and encampment cleanups. Operating under a $950,000 annual contract, twelve officers are deployed across varying shifts to ensure visibility in parks, shopping cen ters, and other critical areas. From July 2024 to December 2024, Southwest officers made 1,762 contacts with homeless individuals, successfully connecting three with services. Their proactive approach also includes recovering -16-
CITY OF BELLFLOWER 6-MONTH REVIEW & RECOMMENDATIONS Page 4 of 8 stolen vehicles, responding to alarms, and assisting with traffic management, resulting in residents reporting higher satisfaction and a sense of safety with the city’s hiring of additional security.
Example of Prompt Response Leads to Safe Resolution at Simms Park On December 26, 2024, at approximately 1:30 PM, Southwest Patrol Security Officers were contacted by Parks and Recreation staff at Simms Park regarding a potential altercation near the basketball courts involving two individuals. Southwest Officers promptly responded to the scene, where a public works employee reported that an individual had made threats. Upon further investigation, a victim stated that the suspect, an adult male, had brandished a firearm. The officers acted swiftly, engaging the suspect, who voluntarily placed a black handgun on the ground when questioned. Following protocol, the suspect was secured while coordination with the Los Angeles County Sheriff’s Department (LASD) was initiated for backup. Two witnesses provided statements corroborating the events, strengthening the case. Within minutes, LASD deputies arrived, taking the suspect into custody without incident. Further investigation determined that the firearm was a pellet gun, and the suspect was also wanted on two outstanding warrants.
This incident underscores the critical importance of teamwork, effective communication, and calm, decisive action. By working collaboratively with Parks and Recreation staff, witnesses, and LASD, the situation was resolved efficiently and professionally, ensuring the safety of all individuals at the park.
RECOMMENDATIONS FOR FUTURE RESOURCES
CITY OF BELLFLOWER PUBLIC SAFETY DEPARTMENT
The City of Bellflower has a proactive, thoughtful, and creative public safety department led by Interim Public Safety Director Brian McNerny. Two major issues that have affected several cities across Los Angeles County are illegal fireworks and street racing/spectating. Knowing how difficult and dangerous it is to thwart these two violations, the public safety staff thought unconventionally and started using cameras and citations to hold individuals responsible for these violations. The violation is captured on video and the individual(s) are then issued a citation and receive them in the mail. This unorthodox way of enforcing the law not only limits confrontation between staff and the community but has been upheld in court in favor of the city when appealed by those receiving the citation.
PUBLIC SAFETY STAFFING RECOMMENDATIONS
1. Fill Vacant Public Safety Manager Position to provide daily oversight and allow the Public Safety Director to focus on strategic planning and contract management.
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CITY OF BELLFLOWER 6-MONTH REVIEW & RECOMMENDATIONS Page 5 of 8
2. Hire an Additional Full-Time Code Enforcement Inspector to Enhance field coverage and reduce response times to community complaints. Currently, four (4) Code Inspectors and the supervisor split the city into five (5) districts. The supervisor maintains their district while also trying to assist other staff with their caseload. The hiring of a fifth Code Inspector will allow the supervisor to focus on assisting the inspectors with their cases. Also, an additional inspector will put another person in the field to look for and observe code violations in the community. Based on council and community feedback and requests for code enforcement, an additional inspector will allow Public Safety to meet these requests/expectations timelier and effectively.
3. Recommendation to Hire Brian McNerney as Director of Public Safety Given his outstanding leadership and proven effectiveness, it is highly recommended that Brian McNerney be formally appointed to the role of Public Safety Director. In his current capacity, Mr.
McNerney has demonstrated exceptional leadership by effectively directing public safety operations, fostering strong partnerships with law enforcement, and implementing impactful community policing and emergency preparedness strategies. He has managed contracts f or essential services such as animal control, code enforcement, and parking regulation while also overseeing the development of innovative crime prevention initiatives. Additionally, Mr. McNern ey is a trusted liaison to public commissions and community organizations, promoting collaboration and trust while ensuring compliance with public safety policies. His ability to balance operational oversight with positive community engagement makes him the ideal candidate for this critical role. Suggestion, ongoing support and professional development opportunities for the leadership team to maintain excellence.
ADDITIONAL RECOMMENDED RESOURCES
▪ Graffiti Tracker
This web-based system enables documentation and analysis of graffiti incidents. Photos captured during clean-ups are uploaded to a database that links patterns of vandalism, aiding law enforcement in building cases and pursuing restitution for cleanup costs. With thirty-three reported cases of graffiti year to date, adopting this technology would bolster investigative efforts and community restoration.
▪ "Sky Knight" Helicopter Program
An airborne law enforcement program started in the City of Lakewood. The helicopter is operated by a non-sworn pilot, employed by the city of Lakewood, partnered with a sworn deputy sheriff assigned to Lakewood Sheriff Station. Due to “Sky knight’s” limited area of responsibility, their availability and quick response is rarely a challenge for the cities they service. In addition, “Sky Knight” also conducts routine patrol over the cities when not dispatched to assist on a call for service. This valuable resource of air support cannot be overstated for the safety of both the community and deputies. The services for “Sky Knight” come with a start-up cost of a $25,000.00 retainer and does not exceed $100,000.00 dollars per year. The cost for “Sky Knight” helicopter services is billed at $950.00 an hour.
The City of Bellflower currently contracts for law enforcement helicopter services from the Los Angeles County Sheriff’s Department. Under the current contract, there is no additional cost when air support is requested for calls for service such as Assault with a deadly weapon, robbery, person with a gun, etc... When helicopter support is needed on calls for service regarding stolen vehicles, domestic violence, and drunk drivers to name a few, the helicopter service comes with an additional billing cost of $2457.42 an hour. For Fiscal year July 2023 through June 2024, the city of Bellflower was invoiced for helicopter services totaling $91,209.43 , an average of $7,600.79 monthly, by the Los Angeles County Sheriff’s Department.
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CITY OF BELLFLOWER 6-MONTH REVIEW & RECOMMENDATIONS Page 6 of 8 Making a cost comparison, if “Sky Knight” was utilized as air support for the exact same amount of 37 hours 12 minutes, time billed by the aero bureau from the Los Angeles County Sheriff’s Department, the cost difference for the City of Bellflower would have been reduced from $91,209.43 to $35,264.00.
Based on proximity, availability, additional sky patrol, and cost, I recommend that the city of Bellflower contract with the city of Lakewood for “Sky Knight” helicopter services.
▪ Shot Spotter
ShotSpotter is a gunshot detection technology that uses acoustic sensors to detect and locate gunfire incidents in real-time. This system can help law enforcement and medical services respond more quickly to shooting incidents, often within seconds of shots being fired. The technology can also provide valuable data to help reduce gun violence in high -risk areas.
▪ Netwatch
Netwatch is a proactive video surveillance system that uses real-time monitoring to prevent crimes before they occur. The system’s live monitoring capabilities allow security personnel to intervene and communicate with potential offenders, thereby deterring crimin al activity. Integrating Netwatch into the city’s public safety strategy could enhance surveillance and reduce crime.
▪ Southern California Health and Rehabilitation Program (SCHARP) SCHARP provides comprehensive mental health services, including crisis intervention, counseling, and support for individuals experiencing mental health issues. Partnering with SCHARP can help the city address mental health-related incidents more effectively, ensuring that individuals in crisis receive appropriate care and reducing the burden on the Public Safety Department.
▪ Community Prosecutor Program (CPP)
The Los Angeles County District Attorney’s Office’s Community Prosecutor Program, formerly known as the SAGE Program, currently operates in the cities of Lakewood and Paramount.
The Community Prosecutor Program (CPP) primarily focuses on quality -of-life issues with proactive efforts and enforcement through Informal Nuisance Abatements, Juvenile Diversion Programs, and Court advocacy for each city protecting its interest and citizens through the obtainment of stay-away orders and other Court orders to deter and/or eliminate offense behavior that underlies nuisance and quality of life complaints and problems.
SHERIFF’S STATION RELOCATION RECOMMENDATION
The current Bellflower Sheriff’s Sub Station is situated at 16615 Bellflower Boulevard, within a multi-use commercial area. Its location presents several logistical and safety challenges due to the shared nature of its surroundings. Identified Concerns:
• Shared Parking Lot: The parking area at the rear of the building is shared by various parties, including:
o Sheriff patrol vehicles
o City Code Enforcement vehicles
o Southwest Security patrol vehicles
o Personal vehicles of station employees
o Delivery vehicles servicing nearby businesses.
o Customer vehicles for adjacent businesses
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CITY OF BELLFLOWER 6-MONTH REVIEW & RECOMMENDATIONS Page 7 of 8 • Lack of Restricted Access for Public Safety Personnel:
o There are no dedicated, secure parking or entry points exclusive to public safety staff.
• No Gated Parking Area:
o Public safety and personal vehicles are left exposed, creating potential vulnerabilities for both property and personnel.
• Public Visibility During Operations:
o Officers arriving or leaving the sub-station, including during sensitive operations such as executing search warrants, are in full view of the public, potentially compromising safety, and discretion.
• Inadequate Privacy for Internal Operations:
o The back offices are visible from the lobby, limiting confidentiality and exposing sensitive areas to the public.
• Building Condition Issues:
o The current structure suffers from significant maintenance problems, including:
▪ A leaking roof
▪ Mold contamination
RECOMMENDED LOCATION FOR THE NEW BELLFLOWER SHERIFF’S SUB-STATION A viable alternative is the city-owned property at 16824 Bellflower Boulevard, formerly occupied by “Bank of the West.” This location offers numerous advantages that address the current sub stations shortcomings:
Key Features of the Recommended Location:
1. Adequate Space and Accessibility:
o The building encompasses 8,800 square feet, providing ample space for current needs and future growth.
o Approximately Forty-four staff parking spaces are available, including handicap- accessible spots.
o Approximately ten public parking spaces are available, including handicap -accessible spots.
2. Secure and Exclusive Staff Parking:
o The property includes a designated parking area for staff, which can be gated for security. o Separate, secure entrances and exits for personnel to ensure enhanced safety.
3. Strategic Location for Public Access:
o The site is easily accessible to the public while avoiding competition for parking from nearby businesses.
4. Enhanced Security and Privacy:
o The secure parking area prevents public monitoring of law enforcement activities. o Internal offices and workspaces are positioned away from public view, ensuring privacy and operational integrity.
5. Opportunity for Expansion:
o The property has room for future development, accommodating the growing needs of public safety operations.
***see example property map on next page.
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CITY OF BELLFLOWER 6-MONTH REVIEW & RECOMMENDATIONS Page 8 of 8
AREAS FOR IMPROVEMENT
• Fill vacant management and inspector roles.
• Additional full-time Code Enforcement Inspector
• Graffiti Tracker Program
• Implement the Sky Knight Helicopter Program
• Shot Spotter Technology
• Netwatch Camera Technology
• Partnering with a Mental Health Clinic
• Establish a Community Prosecutor Program (CPP)
• Relocate the Bellflower Sheriff’s Sub-Station
CONCLUSION
The Bellflower Public Safety Department is on a progressive trajectory under Interim Public Safety Director Brian McNerny and his team. Their collaborative and proactive approach and thoughtful resource allocation set a strong foundation for future improvements. Implementing these recommendations will strengthen Bellflower’s public safety framework, reduce costs, and enhance the community’s quality of life. To achieve these goals, ongoing consultation and collaboration among city management, public safety teams, and community stakeholders are recommended to ensure the timely implementation of these strategies.
This report serves as a roadmap for building a safer, more efficient City of Bellflower with a commitment to transparency and excellence in public service.
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