Data Analysis of Berkeley’s Police Response
67 Table 14. Berkeley Police Department Priority Codes by Call Types Appendix B. Priority Codes and Call Types According to BPD Policy Priority Code Call Type
1F & P1*
Boat Fire, Encampment Fire, Encampment Medical, Hazardous Material, Multiple Causality Incident, Water Rescue, Retrieval of a Patient, Structure Fire, Vegetation Fire, Medical Emergency with Gun Shot, Vehicle Accident, Vehicle vs Ped or Bike
P0 Pedestrian Stop, Suspicious Vehicle, Bike Stop, Vehicle Stop P1
Person Down, Person Calling For Help, Explosion, Unknown Injury Accident, Priority Code Assist, Officer Needs Help, Hit & Run w/ Injuries, GPS Tracker Alarm, Silent Alarm, Pronet Alarm, Video Alarm, Threat of Suicide, Missing Person at Risk, Missing Juvenile, Injury Accident Complaint of Pain, Ascertain 911, Aid to BFD, Bomb Tech, Officer Flagged Down, Foot Chase, Person w/ a Gun, Vehicle Pursuit, Knock & Talk, Battery w/ grievous bodily harm (GBH), Assault w/ Caustic Substance, Assault w/ Deadly Weapon, Suicide w/ Ambulance, Major Injury Accident, Suicide Attempt, Dead Body Found, Shooting w/ Ambulance, Injury Accident, Injury Accident Inv Ped or Bicyclist
Priority 1/Priority 2 Kidnap, Robbery, Carjacking, Attempted Rape, Shot At Dwelling, Rape, Spousal Abuse w/o Injury, Home Invasion, Attempt Assault w/Deadly Weapon, Child Abuse, Family Disturbance, Shoplifter In-Custody Priority 1/Priority 3 Battery, Brandishing, Arson, Burglary, Prowler, Bomb Threat, Auto Burglary, Court Order Violation, Loud Report Priority 1/Priority 4 Temporary Restraining Order Violation Priority 2
Welfare Check, Reckless Driver, DUI Driver, Shooting Cold Report, Dog Bite, Vicious Dog, Hit & Run w/ Injuries Report, Battery w/ grievous bodily harm (GBH) report, Assault w/ Caustic Substance Report, Assault w/ Deadly Weapon Report, Oral Copulation, Found Juvenile, Found Person, Create New Call, Outside Agency Assist, Unknown Problem, Wireless 911
Priority 2/Priority 3
Child Molest, Forgery, Grand Theft, Animal Cruelty, Mental Illness, Stolen Vehicle, Vandalism to Vehicle, Hit & Run Non-Injury, Speeding Vehicle, Throwing Object(s) at Vehicle, Peeper, Fall On City Property, Hate Crimes, LoJack Stolen Car, Suspicious Circumstance, Suspicious Person, Suspicious Vehicle Priority 2/Priority 4 Indecent Exposure, Disturbance, Petty Theft, Defraud Hotel/Restaurant, Malicious Damage, Forged RX Priority 3
Runaway, Missing Person, Transportation, Non-Injury Accident, Audible Alarm, Civil Standby, Injury Accident Report, Child Neglect, Under the Influence, Firearm Destruction, Stolen Vehicle Recovery, Search Warrant, Ticket Sign Off, Traffic Hazard
Priority 3/Priority 4 Possession of Stolen Property, Incorrigible, Trespassing, Drug Activity, Misc Penal Code Violation Priority 3/Priority 9 Misc Vehicle Code Violation
Priority 4
Abandoned Vehicle, Stolen Rental Vehicle, Posted No Parking, Barking Dog, Vehicle Blocking Driveway, Vehicle Blocking Sidewalk, Vehicle Double Parking, 5 or More Unpaid Parking Tickets, No Vehicle Identification, Expired Vehicle Registration, Inoperable Vehicle, Noise Disturbance, Identity Fraud, Annoying Phone Calls, Red Zone Cite, Obstructing Traffic, Construction Zone, Advice, Aid to Citizen, Animal Matter, Berkeley Municipal Code (BMC) Violation, Car Alarm, Court Order Report, Found Property, Parking Violation, Security Check, VIN Verification
Priority 4/Priority 5 Gambling
Priority 4/Priority 6 Prostitution, Lodging in Public
Priority 4/Priority 9 Illegal Dumping
Priority 6 Business & Professions Violation, Warrant Arrest
Data Analysis of Berkeley’s Police Response
68 Source: Berkeley Police Department
Priority Code Call Type
Priority 9
Bait Bike, City Manager Report, Property Damage, Demonstration, Extra Surveillance, Information, Lost Property, Mental Health, Repossession, Storm Log, Subpoena Service, Surveillance, Test Call, Temporary Restraining Order Log, Vehicle Release
Data Analysis of Berkeley’s Police Response
69 Figure 38. Officer-Initiated Stops by Race, 2015-2019 Source: Auditor’s analysis of Berkeley Police Department Computer Aided Dispatch data Appendix C. Stops by Race, 2015-2019
Data Analysis of Berkeley’s Police Response
70 The graphs below show trends in enforcement outcomes of searches by race during the 2015 to 2019 audit period. Each data point on the trend lines represents the percentage of searches for that race group that resulted in the specified enforcement outcome (not the percentage of total searches for all race groups). Note that the graphs are intended to allow comparison between race groups, and the percentages on the left (y- axis) vary depending on the range of data in the graph.
Figure 39. Percentage of Searches that Resulted in Arrest by Race, 2015-2019 Source: Auditor’s analysis of Berkeley Police Department Computer Aided Dispatch data
Appendix D. Enforcement Outcomes of Searches by Race, 2015-2019
Data Analysis of Berkeley’s Police Response
71 Figure 40. Percentage of Searches that Resulted in a Citation by Race, 2015-2019 Source: Auditor’s analysis of Berkeley Police Department Computer Aided Dispatch data Figure 41. Percentage of Searches that Resulted in a Warning by Race, 2015-2019 Source: Auditor’s analysis of Berkeley Police Department Computer Aided Dispatch data
Data Analysis of Berkeley’s Police Response
72 Figure 42. Percentage of Searches that Resulted in No Enforcement by Race, 2015-2019 Source: Auditor’s analysis of Berkeley Police Department Computer Aided Dispatch data
Data Analysis of Berkeley’s Police Response
73 Table 15. Berkeley Police Department Personnel Responses by Unit, 2015-2019
Source: Auditor’s analysis of Berkeley Police Department Computer Aided Dispatch data Appendix E. Responses by Units, 2015-2019
2015 2016 2017 2018 2019 Total
Patrol Supervisors
Captain 38 26 34 20 17 135
Lieutenant 773 794 788 1,344 1,207 4,906
Sergeant 8,612 8,049 8,617 7,537 7,600 40,415
Patrol Officers
Reserve Officers 993 651 615 208 638 3,105
Team 1 14,053 13,614 14,128 13,395 12,823 68,013
Team 2 11,417 12,084 12,928 12,219 12,125 60,773
Team 3 14,876 13,563 14,708 13,905 13,633 70,685
Team 4 14,136 16,764 16,452 15,240 13,975 76,567
Team 5 15,510 15,926 15,909 15,236 14,840 77,421
Team 6 14,301 16,347 15,590 12,314 13,583 72,135
Team 7 20,180 20,290 21,036 18,680 18,671 98,857
Sworn non-patrol officers 8,577 7,744 8,189 6,202 9,945 40,657 Other
Animal Control - 2 1 1 - 4
Mobile Crisis 967 1,156 1,185 787 816 4,911
CSOs - 1 1 1 3 6
Crime Scene Techs 1,551 1,523 1,497 929 680 6,180
Parking Enforcement Officers 243 264 375 352 425 1,659
Police Aides - - - - 1 1
University of California Officers 22 23 12 5 6 68
Area Coordinators 386 273 357 258 1,015 2,289
Bike Unit 3,536 2,596 2,178 - - 8,310
Motor Unit 136 57 3 - - 196
Special Enforcement 8 2 4 - 6 20
Data Analysis of Berkeley’s Police Response
74 Table 16. List of Mental Health and Homeless Search Terms Applied to Narrative Search Source: Berkeley City Auditor
Appendix F . List of Terms Applied in Narrative Search
Mental Health Search Terms Homeless Search Terms
1056
5150
sees things
antipsychotic
anxiety
bacs
bipolar
bmh
bonita house
breakdown
case manager
counsel
crazy
crisis
deliri
deluded
delusion
dementia
depress
disorder
dissociat
dual diagnosis
first break
hallucinat
hear voices
hearing voices
hears voices
ideation
john george
mania
manic
mct
medication
meds
mental
mh
mobile crisis
nervous breakdown
paranoi
peer support
pharmacist
psych
ptsd
residential care
schizo
seeing things
self harm
self talk
social worker
suicid
talking to self
talk to self
therap
trauma
treatment
unable to talk
warm line
warmline
bacs
bfhp
camped out
person down
berkeley covid respite
berkeley drop in center
berkeley community resource center
women’s daytime drop-in center
fred finch turning point
berkeley food and housing project
dorothy day
encamp
encampment
harrison house
homeless
homeless outreach
housing status
living on the street
nomad
obstructing sidewalk
shelter
sleeper
street outreach
tent
transitional housing
unhoused
pathways
vagrant
no address
no residence
undomicilized
coordinated entry
Data Analysis of Berkeley’s Police Response
75 Appendix G. Summary Data by Call Type, 2015-2019
Call Type
2019
Events
Total
Events
Average
Yearly
events
Priorities
Assigned in
CAD
Average
Personnel
per Event
Median Time Spent on
Event after Dispatch
(Minutes and Seconds)
Alarm Classification (n = 21,317)
1033A - Audible Alarm 4,228 19,920 3,984 0,1F,2,3 1.7 9:00 1033S - Silent Alarm 234 1,314 263 0,1F 2.4 9:00
1033G - GPS Bank Alarm 8 79 16 - 7.1 21:00
1033T - ETS (Bank) Pronet alarm - 4 1 - 1 15:30
Community Classification (n = 88,031)
415E - Noise Disturbance 2,709 15,773 3,155 1F,4 1.1 9:00 SEC - Security Check 3,682 15,262 3,052 0,1F,2,4,9 1.8 29:00 SUSCIR - Suspicious Circumstance 2,145 11,547 2,309 0,1F,2,3,4 2.6 17:00 ADVICE - Advice 1,728 8,498 1,700 1F,2,3,4 1.1 26:00
SUSPER - Suspicious Person 1,512 8,247 1,649 0,1F,2,3 2.3 15:00 AID - Aid to Citizen 1,327 5,984 1,197 0,1F,2,3,4,9 2.1 18:00 FLAG - Officer flagged down 1,209 5,215 1,043 0,1F,2,4 1.6 12:00 FOUND - Found Property 722 4,202 840 0,2,3,4 1.1 30:00
SUSVEH - Suspicious Vehicle 596 3,351 670 0,1F,2,3,4 1.7 14:00 647J - Lodging in Public 33 2,221 444 1F,3,4,6 1.4 12:00 1057 - Missing Person 249 1,326 265 0,1F,2,3 1.5 42:00
LDRPT - Loud Report 183 1,071 214 0,1F,2,3 4.2 12:00
ANIMAL - Animal Matter 194 1,065 213 2,4 1.3 15:00
1067 - Call for Help 180 969 194 0,1F 3.4 14:00
1062B - Civil Standby 150 822 164 3 1.8 28:00
ILLDMP - Illegal Dumping 54 463 93 4,9 1.1 14:00
1091B - Barking Dog 72 454 91 4 1.1 10:00
601 - Runaway 46 372 74 0,3 1.6 47:00
1057AR - Missing At Risk 41 289 58 0,2,3 4.9 40:30
601I - Incorrigible 31 184 37 1F,2,3,4 2.5 38:00
FNDPER - Found Person 23 134 27 0,1F,2 1.7 29:00
1057J - Missing Juvenile 21 122 24 - 5.1 14:00
1091E - Dog Bite 16 101 20 1F,2 1.7 28:00
1091V - Vicious Animal 13 101 20 2 1.8 21:00
LOST - Lost Property 16 86 17 4,9 1.1 22:00
Table 17. Summary Data by Call Type with Auditor Classifications, 2015-2019
Data Analysis of Berkeley’s Police Response
76 Call Type
2019
Events
Total
Events
Average
Yearly
events
Priorities
Assigned in
CAD
Average
Personnel
per Event
Median Time Spent on
Event after Dispatch
(Minutes and Seconds)
FNDJUV - Found Juvenile 10 74 15 2 2.5 25:00
DEMO - Demonstration 7 52 10 9 17.7 6:19:00
FIRE - Structure Fire - 34 7 - 1.4 2:00
1080 - Explosion 2 9 2 - 2.8 24:00
BART - Bart Tunnel Incident 2 2 - 6.5 36:00
BOAT-FR - Boat Fire - 1 - 1 1:00
FBI Part II Crimes Classification (n = 77,820)
415 - Disturbance 6,925 35,696 7,139 0,1F,2,3,4 2 14:00 602L - Trespassing 1,944 11,058 2,212 1F,2,3,4 1.5 12:00 242 - Battery 1,383 6,991 1,398 0,1F,2,3 3.1 22:00
BMCVIO - Berkeley Municipal Code
(BMC) Violation 1,014 5,934 1,187 1F,2,4,5 1.2 10:00
415F - Family Disturbance 583 3,254 651 0,1F,2 3.4 25:00 594 - Vandalism 330 1,939 388 0,1F,2,4 1.7 28:00
PCVIO - Misc Penal Code Violation 450 1,538 308 0,1F,2,3,4 1.3 48:00 DRUGS - Drugs Inv. 184 1,440 288 0,1F,2,3,4 1.6 11:00
10852 - Vehicle Damage 303 1,392 278 1F,2,4 1.5 33:00
530 5 - Identity Theft 175 1,112 222 4 1.1 47:00
647F - Intoxicated in Public 146 1,018 204 0,1F,2,3,4 1.9 12:00 653M - Harassing Phone Calls 132 969 194 4 1.1 33:30
417 - Brandishing Weapon 187 845 169 0,1F,2,3 4.8 23:00 314 - Indecent Exposure 140 698 140 1F,2,4 2.3 18:00
TROV - Temporary Restraining Order
Violation 140 601 120 0,1F,4 2.5 37:00
23152 - DUI 72 484 97 0,2,3 2 15:00
273 5 - Domestic Violence 67 314 63 0,1F,2 3.8 39:00
273A - Child Abuse 51 278 56 0,2,3 1.5 29:00
470 - Forgery 28 265 53 2,3 1.6 57:00
CRTVIO - Court Order Violation 58 262 52 0,2,3 1.7 34:30 GUN - Person with Gun 50 237 47 0,1F,2 8.3 24:00
23110 - Throwing Object(s) at Vehicle 39 210 42 2,3 1.4 11:00 243E1 - Domestic Violence 54 205 41 0,1F,2 3.5 44:30
Data Analysis of Berkeley’s Police Response
77 Call Type
2019
Events
Total
Events
Average
Yearly
events
Priorities
Assigned in
CADK
Average
Personnel
per Event
Median Time Spent on
Event after Dispatch
(Minutes and Seconds)
537 0 Defrauding Innkeeper (Hotel/
Restaurant) 28 179 36 2,4 2 20:00
597 - Cruelty to Animals 23 160 32 1F,2,3 1.8 14:30
1070 - Prowler 13 119 24 0,3 3.4 18:00
300WI - Child Neglect 13 109 22 2,3 1.9 27:00
330 - Gambling 10 101 20 4 1.4 8:00
BPVIO - Business & Professions
Violation 18 101 20 6 1.1 8:00
CRTRPT - Court Order Violation 12 98 20 4 1.2 45:00
496 - Poss. Stolen Prop. 11 50 10 3,4 1.7 27:00
FOOT - Foot Chase 6 46 9 - 4.3 32:00
288 - Sexual molest 5 35 7 2,3 1.7 2:15:30
HATE - Hate Crime 4 34 7 2,3 1.3 48:00
647AB - Prostitution 2 15 3 4 1.5 21:00
4390 - Prescription Fraud 2 12 2 2 1.8 35:00
207 - Kidnapping 2 11 2 0,2 6.7 1:10:00
1079 - Bomb Threat - 6 1 3 4 54:00
148 - Resisting/Obstructing - 2 - 15.5 1:29:00
REG- Registration for certain criminal
offenders 1 2 - 1 1:15:30
Information or Administrative Classification (n = 12,434) W911 - Wireless 911 2,830 9,899 1,980 1F,2 1.1 7:00
INFO - Information 205 1,093 219 0,2,9 2.1 16:00
FALL - Fall on City Prop. 181 965 193 1F,2,3 1.5 23:00
DAMAGE - Property Damage 60 234 47 0,1F,2,9 2 38:00
FADEST - Firearm Destruction 37 205 41 3 1.1 58:00
CM - City Manager Report 5 18 4 9 2.3 47:30
SUBP - Subpoena Service 2 14 3 9 1 26:30
REPO - Repossession - 4 1 1.2 4:00
TROL - Temporary Restraining Order
Log 1 2 - 1.5 38:00
Investigative or Operational Classification (n = 10,350) A911 - Ascertain 911 995 6,859 1,372 0,1F,2 1.5 9:00
Data Analysis of Berkeley’s Police Response
78 Call Type
2019
Events
Total
Events
Average
Yearly
events
Priorities
Assigned in
CAD
Average
Personnel
per Event
Median Time Spent on
Event after Dispatch
(Minutes and Seconds)
OUTAID- Outside Agency Assist 286 1,419 284 0,1F,2,3 1.8 22:00 KNOCK - Knock & Talk 73 463 93 - 2.1 36:00
1198- Code 1 assist 91 436 87 0,1F,2 4.4 15:00
SEARCH - Search Warrant 30 408 82 3 8.9 5:19:00
UNK - Unknown Problem 44 322 64 0,1F,2 3 14:00
WARARR - Warrant Arrest 65 269 54 0,2,3,6 2.1 47:00
LJ - LoJack Incident 36 96 19 2 3.9 16:00
SURVE - Surveillance 15 78 16 9 4.1 3:50:00
Medical or Mental Health Classification (n = 22,797)
1042 - Welfare Check 3,065 15,030 3,006 0,1F,2 1.9 19:00 5150 - Mental Illness 827 4,807 961 0,1F,2,3 2.4 20:00
1053 - Person Down 255 1,450 290 0,1F 2.1 12:00
1056 - Suicide 277 1,113 223 0,1F,2 3.6 34:00
DBF - Dead Body 97 397 79 0,1F 3.3 1:12:00
Property Crime (FBI Part I Crimes) Classification (n = 26,421) 484 - Theft 2,161 10,556 2,111 0,1F,2,3,4 1.7 28:00
459A - Auto Burglary 1,590 6,667 1,333 0,1F,2,3 1.5 32:00 459 - Burglary 597 3,911 782 0,1F,2,3 2.1 44:00
10851 - Stolen Vehicle 631 3,639 728 0,2,3 1.3 48:00
487 - Grand Theft 299 1,034 207 2,4 1.9 37:00
484C - Theft In-Custody 72 407 81 0,1F,2 1.9 48:00
451 - Arson 37 134 27 0,1F,3 2.9 26:00
10855 - Embezzled Vehicle 18 68 14 4 1.1 1:27:00
212 5 - Residential Robbery 1 5 1 - 7.4 37:00
Traffic Classification (n = 89,165)
T - Traffic Stop 9,129 44,795 8,959 0,1F,2 1.5 7:00
1194 - Pedestrian Stop 1,739 9,157 1,831 0,1F,2,4 1.8 13:00 PRKVIO - Parking Violation 1,112 6,508 1,302 0,1F,2,4 1.1 13:00 20002 - Hit & Run Prop. 917 4,562 912 0,1F,2,3 1.6 33:00 1196 - Suspicious Vehicle 859 4,360 872 0,1F,2 2 11:00
TRFHAZ - Traffic Hazard 792 3,719 744 0,1F,2,3 1.3 11:00 23103 - Reckless Vehicle 553 2,894 579 2 1.3 8:00
Data Analysis of Berkeley’s Police Response
79 Source: Auditor’s analysis of Berkeley Police Department Computer Aided Dispatch data Call Type
2019
Events
Total
Events
Average
Yearly
events
Priorities
Assigned in
CAD
Average
Personnel
per Event
Median Time Spent on
Event after Dispatch
(Minutes and Seconds)
1182 - Non Injury 496 2,819 564 0,1F,2,3,4 1.6 26:00
1194B - Bike Stop 442 2,784 557 - 1.6 9:00
1181 - Minor Injuries 478 2,635 527 0,1F,2,3 3.4 38:00
RECOVR - Stolen Vehicle Recovery 214 1,325 265 0,2,3 1.5 56:00 1183 - Unknown Injuries 200 1,261 252 0,1F,2,3 3 33:00
1148 - Transportation 255 623 125 3 1.9 2:48:00
VCVIO - Vehicle Violation 140 584 117 3,4 1.2 13:00
1124 - Abandoned Vehicle 134 459 92 3,4 1.4 13:00
20001 - Hit & Run Injuries 74 330 66 0,1F,2,3 3.3 38:00 23109 - Exhibition of Speed 49 220 44 2 1.2 8:00
VVER - VIN Verification 15 127 25 4 1.1 21:00
HOT - Vehicle Pursuit - 2 - - 4 40:00
VREL - Vehicle Release - 1 - 2 1:14:30
Violent Crime (FBI Part I Crimes) Classification (n = 2,465) 211 - Robbery 341 1,571 314 0,1F,2,3 5.8 29:30
245 - Assault w/Deadly Weapon 74 383 77 0,1F,2,3 5.3 39:00 261 - Rape 55 267 53 0,2 2.5 1:42:00
243 - Serious Battery 5 63 13 0,2 3 45:00
244 - Assault w/ Caustic Substance 13 47 9 0,2 3.3 21:00 246 - Shots at Dwelling 8 44 9 0,2 2.8 37:00
215 - Carjacking 14 40 8 0,1F,2 7 33:00
1071 - Shooting 8 24 5 0,2 11.4 1:32:00
220 - Sexual Assault 1 16 3 0,2 2.4 50:30
288A - Child molest 2 10 2 2 1.9 1:11:00
Mission Statement
Promoting transparency and accountability in Berkeley government.
Audit Team
Erin Mullin, Senior Auditor
Caitlin Palmer, Senior Auditor
Tracy Yarlott-Davis, Auditor II (Former)
Alejandra Barrio Gorski, Auditor I
City Auditor
Jenny Wong
Office of the City Auditor
Phone: (510) 981-6750
Email: [email protected]
Website: www.cityofberkeley.info/auditor
Photographs provided by Berkeley Police Department
Copies of our audit reports are available at
www.cityofberkeley.info/Auditor/Home/Audit_Reports.aspx
2180 Milvia Street, Berkeley, CA 94704 ● Tel: (510) 981-6750 ● TDD: (510) 981-6903 ● Fax: (510) 981-6760 E-mail: [email protected] Website: http://www.CityofBerkeley.info/auditor
CONSENT CALENDAR
May 11, 2021
Updated July 2, 2021
To: Honorable Mayor and Members of the City Council
From: Jenny Wong, City Auditor
Subject: Audit Report: Data Analysis of the City of Berkeley’s Police Response
RECOMMENDATION
We recommend City Council request that the City Manager report back by November 16, 2021, and every six months thereafter, regarding the status of our audit recommendations until reported fully implemented by the Police Department.
CURRENT SITUATION AND ITS EFFECTS
We analyzed the Berkeley Police Department (BPD) Computer Aided Dispatch (CAD) data from 2015 to 2019. We analyzed characteristics of events, characteristics of officer-initiated stops, and characteristics of police responses.
From 2015-2019, Berkeley police responded to a total of 350,800 events, or an average of 70,160 events per year. Ten call types accounted for 54 percent of all events— traffic stops, disturbance, audible alarm, noise disturbance, security check, welfare check, suspicious circumstance, trespassing, theft, and Wireless 911. Officer-initiated responses were 26 percent of event responses, while 55 percent were the result of calls to the non-emergency line and 19 percent were from 911 calls.
During that time, Berkeley police initiated 56,070 stops. We found 78 percent of officer-initiated stops were vehicle stops, the majority of which did not lead to a search and most led to a warning. Mirroring prior findings by the Center for Policing Equity, data we reviewed showed Black people were stopped at a significantly higher rate than their representation in the population (34 percent compared to 8 percent), and Blacks and Hispanics were more likely to be searched following a stop.
BPD dispatched an average of 1.8 personnel per event. Three or more personnel responded to 41 percent of police responses. Events designated as (high) Priority Level 1-2 accounted for 40 percent of events, which require a response time of 20 minutes or less, while 43 percent were lower priority requiring a response time of an hour or longer from a call.
We found that the number of events that involved homelessness or mental health and the amount of time police spent responding to these events are not quantifiable due to insufficient data. We also found that The City’s Open Data Portal provides the public with limited information about events that BPD responds to. There are opportunities for BPD to improve transparency by increasing the type and scope of data available on the portal.
We recommend BPD identify all calls for service that have an apparent mental health and/or homelessness component. We also recommend BPD expand the current calls for service data available
Data Analysis of the City of Berkeley’s Police Response CONSENT CALENDAR May 11, 2021
Updated July 2, 2021
Pg. 2 of 2
on the City Open Data Portal to include all call types and data fields for as many years as possible. BPD agrees with our recommendations.
BACKGROUND
Following the killing of George Floyd by Minneapolis police in May 2020, a national conversation ensued about policing, race, and the proper level of resources cities should devote to law enforcement. The Berkeley City Council held several meetings and hundreds of community members provided. Initially proposed by Councilmember Bartlett and incorporated by Mayor Arreguín, analysis of police data was included in Safety for All: The George Floyd Community Safety Act, a broader item on policing that City Council passed in July 2020. We offered to conduct the analysis.
This audit is intended to give decision makers and the public a broad overview of calls for service, officer-initiated stops, and police responses and to help inform the community engagement process around reimagining policing in Berkeley, which is currently underway. Our report examined data from 2015 through 2019.
ENVIRONMENTAL SUSTAINABILITY
There are no identifiable environmental effects or opportunities associated with this report.
RATIONALE FOR RECOMMENDATION
Implementing our recommendations will increase transparency and build a richer data set. The audit does not propose recommendations with regard to police activities or personnel allocations. There is a separate community process for reimagining public safety and policing.
CONTACT PERSON
Jenny Wong, City Auditor, City Auditor’s Office, 510-981-6750
Attachments:
1: Audit Report: Data Analysis of the City of Berkeley’s Police Response
New Resources Budgeted Resources Estimated Costs Justification Timeline $5.7 million
(already budgeted) $ 5,700,000 Included in FY23 proposed budget
and staff costs
Reimagining Public Safety(RPS) TF
Recommendation: Review Transportation Laws,
Fines and Fees to Promote Safety and Equity;
Fully Fund the BerkDOT Planning Process
Ongoing
Included in FY23 proposed budget
and staff costs
Reimagining Public Safety(RPS) TF
Recommendation: Move forward with the
transfer of both collision analysis and school-
crossing-guard management away from BPD and
over to Public Works
FY2023
$300,000
$ 300,000
Primarily for consulting support, not in proposed
budget and staff costs. Reimagining Public Safety
(RPS) TF Recommendation: Fully Fund the
BerkDOT Planning Process
FY2023-24
$150,000
$ 150,000
Primarily for consulting support, not in proposed
budget and staff costs. Reimagining Public Safety
(RPS) TF Recommendation: Review
Transportation Laws, Fines and Fees to Promote
Safety and Equity
Expect to include in FY25 proposed
budget
Reimagining Public Safety (RPS) TF
Recommendation: Fully Fund the BerkDOT
Planning Process
Decision in FY 2024
Underway to 6 months
(1) Community Services Officer
Salary and Benefits FY23 Budget FTE =
$150,952
(1) Police Officer Salary and
Benefits FY23 Budget FTE =
$293,334 (deferred)
$ 444,286
BPD Community Service Officers (CSO) proposed
increase in staffing will support public safety
goals and build non-sworn response to address
responses where the call type or specific call
factors indicate a sworn response is not
necessary. The CSO's will be focused on
community supports and other community based
work being directed through other Departments
or personnel such as code enforcement. BPD
formalize a unit focused on revitalizing
community engagement. This team will be made
up of sworn and non-sworn personnel
developing stronger relationships with CBO, faith-
based organizations, youth groups and others.
This unit will have the lead in partnering with
community based organizations on violence
interventon programs such as Ceasefire.
12-24 months
(1) Project Manager postion Salary
and Benefits FY23 Budget FTE -
$314,465
$ 314,465
Ongoing
Ongoing
(5) Parking Enforcement Officer
Salary and Benefits FY23 Budget FTE =
$132,074 + (1) Parking Enforcement
Officer Supervisor Salary and Benefits
FY23 Budget FTE = $157,753
$ 818,123
Reimagining Public Safety(RPS)
Recommendation: Develop additional capacity to
provide non-sworn parking enforcement and
traffic safety response. Anticipated annual
revenue generated per employee is $222,192
based on January 2022 actuals. Budgeted at mid-
step. Expanded Preferential Parking Program
Reimagining Public Safety(RPS)
Recommendation: To ensure the required
supervision for the additional PEO positions
described above. Anticipated annual revenue
generated per employee is $222,192 based on
January 2022 actuals. This position is required to
supervise the additional PEO positions. Expanded
Preferential Parking Program
24-30 months
Ongoing
BPD expand capacity to provide non-sworn parking enforcement and emergency traffic response BPD collaborate with City Departments on redirecting enforcement responsibilities where appropriate Continue to plan for a civilian traffic enforcement unit, both by informing the content of state law changes to enable such a unit, and by developing an implementation plan once state law does change
Summary of City Manager's Response
REIMAGINE
Implement the Specialized Care Unit Pilot using all of the recommendations of the consultant and the SCU Steering Committee as a road map Continue legislative advocacy for changes in state law to grant cities the authority for non-sworn civilian traffic enforcement, enable automated enforcement for speeding, and modify red light camera enforcement. This continues the City Council’s advocacy for state law changes on these issues that started in 2021, and will help ensure the City’s input in changes are ultimately adopted by the state legislature In the FY 2023 and FY 2024 Budget, move crossing guards from the Police Department’s Traffic Unit to Public Works’ Division of Transportation. This consolidates a transportation function into the Transportation Division and aligns this function with the Vision Zero Program Review Berkeley Municipal Code for proposed changes to increase equity and racial justice in the City’s existing transportation fines and fees, especially related to parking. Involve the Transportation Commission in the recommendation of such changes to City Council.
Assess progress in incorporating equity, mobility, Vision 2050, and Vision Zero in transportation functions, and determine which organizational structure best matches a new or revised mission for transportation functions: a stand-alone Berkeley Department of Transportation, Department of Transportation and Infrastructure, or Division of Transportation Develop BPD and Community-Based organization engagement and collaboration structures Implement formal BPD community engagement unit
Support reimagining efforts of City Departments
BPD support and assistance implementing Vision Zero goals and BERKDOT process
New Resources Budgeted Resources Estimated Costs Justification TimelineSummary of City Manager's Response (9) Community Services Officer Salary
and Benefits FY23 Budget FTE =
$150,952 + (1) Supervising
Community Services Officer Salary
and Benefits FY23 Budget FTE =
$171,466
$ 1,530,037
Reimagining Public Safety(RPS)
Recommendation: To develop additional
capabilities to address public safety goals with
appropriate response level, increase capacity for
community engagement. Budgeted at mid-step
with 3% COLA.
Reimagining Public Safety(RPS)
Recommendation: To ensure the required
supervision for the additional CSO positions
described above. Budgeted at mid-step with 3%
COLA. BPD Community Service Officers (CSO)
proposed increase in staffing will support public
safety goals and build non-sworn response to
address responses where the call type or specific
call factors indicate a sworn response is not
necessary. The CSO's will be focused on
community supports and other community based
work being directed through other Departments
or personnel such as code enforcement.
24-36 months
24 months
$200,000 for consulting support $100,000 (already budgeted) $ 300,000.00 Reimagining Public Safety(RPS) Recommendation: The
establishment of a Tiered Dispatch/CERN Pilot
Program; Contracting with local Community Based
Organizations (CBOs) for Tier 1 CERN response; Adopt
City Auditor’s Recommendations for Call Processing
and Dispatching of First Responders and Others
Contained in Report, and Add ‘Substance Use’ to 911
Recommendations; Implement Specialized Care Unit
(SCU): Alternative Non-Police Responder to Meet the
Needs of People Experiencing Behavioral Health
Challenges; Implement A Behavioral Health General
Order for the Berkeley Police Department That
Emphasizes Diversion Away from Policing Whenever
Possible; Include PEERS in Developing Behavioral
Health Responses; Have a Reconciliation Process with
People with Behavioral Health Challenges and Police;
Clarify the Risk Assessment by Call Takers,
Dispatchers, and Police for Behavioral Health;
Improve De-Escalation Training for Police & Offer
Public Education on Behavioral Health; Account for
Overlapping Systems of Care for People Living with
Behavioral Health Challenges
12-72 months
$ 3,756,911
Analyze the current dispatch center including available hardware and software, current staffing model, current level of training, existing facility, accreditation status and accreditation options, and existing quality improvement practices. Phase I includes a recommendation for a prioritized emergency fire & medical dispatch system
Develop additional capabilities to address public safety goals with appropriate response level Explore additional or alternate responses specifically related to traffic and bicycle safety
REIMAGINE TOTAL
New Resources Budgeted Resources Estimated Costs Justification TimelineSummary of City Manager's Response $50,000
(already budgeted) $ 50,000 $175,000 (Included in FY23 proposed
budget) $ 175,000 Ongoing
Ongoing
Ongoing
(1) Supervising Public Safety
Dispatcher Salary and Benefits FY23
Budget FTE = $206,510 + (8) Public
Safety Dispatcher II Salary and
Benefits FY23 Budget FTE = $180,050
$ 1,646,910
Reimagining Public Safety (RPS)
Recommendation: To address City Auditor OT
Report and support expanding dispatch
responsibilities (including PMD) and overall
expertise.
36 months
1 FTE data analyst (already
budgeted) 12 months
Costs are ongoing and dependent on
training needs - TBD estimated at
$100,000
$ 100,000
Reimagining Public Safety (RPS)
Recommendation: Conduct ongoing training in
support of Fair and Impartial Policing concepts,
officer safety and professional development.
Ongoing
TBD estimated at +$70,000
$ 70,000
Reimagining Public Safety (RPS)
Recommendation: Conduct staffing assessment
to ensure departmental staffing levels meet
public safety expectations and employee health
and wellness. Assessment will consider quality of
service, overtime expenditures, administrative
responsibilities and ongoing training needs of
personnel.
24-30 months
Increase annual wellness budget by
$50,000 and reassess at FY23 budget
cycle to determine appropriate
funding
$ 50,000
Reimagining Public Safety(RPS)
Recommendation: Costs required to support
Critical Incident Stress Contract, Peer Support
Team, and emerging wellness needs.
6-12 months
Increase annual training budget by
$100,000 and reassess at FY23 budget
cycle to determine appropriate
funding
$ 100,000
Reimagining Public Safety(RPS)
Recommendation: Conduct ongoing training in
support of Fair and Impartial Policing concepts,
officer safety and professional development.
12-24 months
(7) Police Officer Salary and
Benefits FY23 Budget FTE =
$293,334 (deferred)
$ 2,053,338
Lack of adequate staffing and limitations on
tools and technology can negatively impact not
only overall safety, but also morale and mental
health of personnel.
18-24 months
6-12 months
24 months
18 months
6 months
12-72 months
$100,000 for consultant grant writing
support
$ 100,000.00 12-72 months
(3) Police Officer Salary and
Benefits FY23 Budget FTE =
$293,334 (deferred)
$ 880,002
Reimagining Public Safety(RPS)
Recommendation: These additional positions will
address various facets of enhanced community
engagement and related services to support
enhanced safety through increased criminal
investigation, collaboration with Community
Based Organizations, and victim support.
24-30 months
(10) Police Officer Salary and
Benefits FY23 Budget for 1 FTE =
$293,334 (deferred)
$ 2,933,340
Reimagining Public Safety(RPS)
Recommendation: To develop flexible
capabilities to support public safety goals
through problem solving focused and data driven
approaches. Building off of Bike Team success in
both engagement capabilities and violent crime
reduction. Budgeted at mid-step with 3% COLA
24-30 months
(1) Police Officer Salary and
Benefits FY23 Budget FTE =
$293,334 (deferred)
$ 293,334
To support continued efforts and partnerships
with Transportation to prevent, educate, reduce,
assess impact of traffic violations and collisions
on community safety.
24-30 months
Conduct regular analysis of data to ensure that departmental responses align with Fair and Impartial Policing concepts Conduct ongoing training in support of Fair and Impartial Policing concepts Strengthen investigation capabilities and victim support network Support expanding dispatch responsibility and expertise Continued support of employee health and wellness
Continued support of employee training and professional development Ensure public and employee safety through recruitment efforts aligned with adequate staffing levels and technology Provide transparency through public facing data dashboards Provide transparency and community engagement through increased information sharing Build relationships with community groups to support best possible outcomes Gather data around mental illness and homelessness to support overall City responses and needs assessment Create a detailed implementation plan for Priority Dispatch including timelines and critical dependencies, a budget identifying one-time and on- Conduct staffing assessment including beat study to ensure departmental staffing levels meet public safety expectations and employee health and wellness
IMPROVE
Evaluate the Specialized Care Unit Pilot and use quantitative and qualitative data to make identified improvements Continue to partner with the SCU Steering Committee, the Mental Health Commission, and community members in implementation Continue the consolidation of transportation-related functions in existing Public Works’ Division of Transportation. Public Works has both the Approve a new Vision Zero staff position in Public Works’ Division of Transportation to conduct collision analysis. This will promote the City’s Vision Zero approach by boosting the City’s capacity to analyze collision data collected by the Police Department, and, with Police input, propose Continue to address disparities in traffic and other enforcement stops Continue to address disparities in Use of Force incidents Support reimagining efforts including grant writing services Promote traffic and pedestrian safety through data analysis, education and enforcement where appropriate Expand problem-oriented teams to support community needs and address violent crime
New Resources Budgeted Resources Estimated Costs Justification TimelineSummary of City Manager's Response $ 8,401,924
$50,000 (already budgeted) $ 50,000 (1) Police Officer Salary and
Benefits FY23 Budget FTE =
$293,334 (deferred)
$ 293,334
Developing Community violence prevention and
intervention programs can be effective in
reducing violent crime and create meaningful
opportunities for community members to give
back. These community based organizations
work with to interrupt cycles of violence and the
department and crime data can be critical to the
success of this work. Programs such as Ceasefire
or Voices Against Violence could be supported
through dedicated staff managing these efforts.
12-24 months
12-72 months
$ 293,334 12-24 months
$ 12,452,169
Assist the Communication Center with change management and implementation of the plan. This will include considerations for design changes to
REINVEST TOTAL
OVERALL TOTAL
Develop and implement a finance strategy for long-term sustainability of the SCU Develop and implement violence prevention programs such as Ceasefire
IMPROVE TOTAL
REINVEST
City of Berkeley
City Manager’s Office
2180 Milvia Street
Berkeley, CA 94704
Serving Berkeleyoften requires
tackling issues of broad scope and importance. Doing
that well takes significant time. But when values align with operations, that means our budget, work plan and
staffing are synchronized and we can accomplish
remarkable things. That’s exactly what our Strategic
Plan sets out to do.
Our City Council identified a need in our homeless
services: a structured place for people who are homeless to receive supportive services and temporary housing
as they transition to permanent housing. Using Council’s vision, city staff implemented this reality within 12 months to create a place where a broad range of people who are homeless receive housing, meals and access to services
such as addiction treatment, mental health and job
assistance. Achieving this Strategic Plan priority so quickly was exceptional, but it is just one of many ways we are building toward a stronger Berkeley.
New STAIR Navigation Center.
City Manager’s Office
City of Berkeley
Central Administrative Offices
2180 Milvia Street
Berkeley, CA 94704