C
ity Council Report
915 I Street, 1st Floor
Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2022-00982 May 17, 2022 Discussion Item 16
T
itle: Fiscal Year (FY) 2022/23 Proposed Budget for the Sacramento Police Department Locat
ion: Citywide
R
ecommendation: Receive and consider for the final budget adoption.
C
ontact: Katherine Lester, Chief of Police, (916) 808-0800, [email protected]; Brenda Delgadillo, Police Administrative Manager, (916) 808-0858, [email protected], Police Department
P
resenter: Katherine Lester, Chief of Police, (916) 808-0800, [email protected], Police Department
A
ttachments:
1-Description/Analysis
2-Measure U Update
3-Police Department Budget
4-Police Department Staffing
Description/Analysis
Issue Detail: The Fiscal Year (FY) 2022/23 Proposed Budget (Budget) for the Sacramento Police Department (Department) totals $221.7 million and includes authority to fill 1,126.96 Full- Time Equivalent (FTE) positions (769 sworn and 357.96 professional staff). Following is a summary of approved position changes and Measure U, Capital Improvement Program, and Multi-Year Operating Project funding.
Position Changes
One vacant position was deleted (1.0 FTE Administrative Technician) and one new position was added (1.0 FTE Administrative Analyst) in the Office of Specialized Services’ Crime Analysis Unit. The proposed add/delete better aligns the job classification to the job duties being performed. The cost of the position change will be offset with an on- going reduction in the Department’s service and supplies budget.
Measure U Program
The Department’s proposed Measure U budget totals $5.73 million and includes authority to maintain 63.5 FTE professional staff positions (10.5 Student Trainee, 7.0 FTE Community Service Officer I, and 46.0 FTE Community Service Officer II). An update on the FY2021/22 Measure U Program is included in Attachment 2.
Capital Improvement Program (CIP)
The FY2022/23 Department CIP budget totals $4.08 million and includes:
Body-Worn Cameras (BWC) and Conductive Electrical Device (CED) Program ($1,594,500 General Fund) : Funding for BWC and CED equipment, accessories, licensing, software, media/data storage, and periodic device upgrades.
IT Critical Infrastructure ($600,000 General Fund): Funding to address mission critical technology infrastructure including data storage, network infrastructure, software, electronic citation platform, and backup solutions.
Police Department Fleet Equipment and Technology ($1,000,000 General Fund) :
Funding to maintain and replace the mobile data computers (MDCs), in-car camera (ICC) systems, and ballistic door panels on police patrol vehicles.
Police Department Safety Equipment ($881,000 General Fund): Funding for safety equipment including portable radios and less-than-lethal equipment.
Multi-Year Operating Projects
The FY2022/23 Other Multi -Year Operating Projects total $6.35 million (General Fund) and includes:
Impact Team ($572,000): Funding to continue seven- day per week coverage for the Impact Team.
IT Critical Infrastructure ($473,000): Funding for increased software, licensing, maintenance, and data storage expenses.
Police Fleet Replacements ($4.96 million): Funding to replace existing Police fleet assets including patrol vehicles, unmarked sedans, motorcycles, etc. in FY2022/23.
Police Observation Devices (PODs) ($30,000): Funding for on-going cellular expenses for existing PODs.
ShotSpotter ($314,600): Funding for North and East gunfire detection system. The East area system is in Oak Park.
Policy Considerations: This report is consistent with Council’s direction and adopted budget principles to use one -time resources strategically, maintain a fiscally sustainable balanced budget, and keep the Council informed on the fiscal condition of the City. The Budget includes funding to address initiatives that will provide or enhance services and programs for the residents of Sacramento, as well as provide the opportunity to implement efficiencies and address critical needs.
Economic Impacts: None.
Environmental Considerations: The proposed activity is not a project pursuant to the California Environmental Quality Act (CEQA), CEQA Guidelines Section 15378(b)(5). The activity is an organizational or administrative activity of governments that will not result in direct or indirect physical changes in the environment and is not subject to CEQA. CEQA Guidelines Section 15060(c)(3).
Sustainability: Not applicable.
Commission/Committee Action: The Budget was presented to the Budget and Audit Committee on May 6, 2022, and forwarded to Council for consideration.
Rationale for Recommendation: The actions recommended in this report address the funding necessary to implement the City’s financial plan for FY2022/23.
Financial Considerations: Detailed information regarding the FY2022/23 Police Department Budget are included in Attachments 3 and 4.
Local Business Enterprise (LBE): Not applicable.
Attachment 2
Police Department - Measure U
FY2021/22 Update
The Measure U budget for the protection and restoration of services for FY2021/22 is $5.67 million with authority to maintain 63.5 Full Time Equivalent (FTE) professional staff positions (10.5 FTE Student Trainee, 7.0 FTE Community Service Officer I, and
46.0 Community Service Officer II).
The following chart provides a status of the hiring to date and projection for filling positions restored with Measure U resources.
The following provides a summary of the Measure U program:
Hiring Pipeline - Budget: $5.67 million (63.5 FTE)
Purpose: Staffing for the Hiring Pipeline Program. It has been successful in recruiting and retaining diverse candidates from the Criminal Justice Magnet Academies, Police Cadet Program, and local junior colleges and universities and in preparing them for a law enforcement career.
Status: The Police Department continues to actively recruit and hire diverse applicants to pipeline positions. There will always be vacancies as many of these hires promote into other classifications within the Department and/or City.
Program/Service FTE
Positions
As of
5/1/2022
Projected
7/1/2022
Projected
1/1/2023
Hiring Pipeline 63.5 39.0 46.0 56.0
Total 63.5 39.0 46.0 56.0
FY2022/23 Proposed Budget
20 SECTION - 20
Police
FY2022/23 Proposed Budget
FY2022/23 Proposed Budget
Police
The mission of the Police Department is to work in partnership with the community to protect life and property, solve neighborhood problems, and enhance the quality of life in our City.
The Police Department (PD) is dedicated to the philosophy of service and professionalism through the principles of community policing and endeavors to build public trust with all members of the community. The Department is committed to transparency, fairness, and impartiality and supports accountability at all level s of the organization. The men and women of the PD are a professional and well -trained police force (769 sworn positions and 357.96 professional staff positions). All PD employees value the diversity of the public they serve and strive to provide a strong fabric of public safety through the implementation of best practices and dedicated service.
• Office of Investigations: Responsible for the development of information leading to the arrest of criminal offenders. This
office encompasses the following divisions:
Forensics; Evidence and Property ; Records;
Emergency Services ; Finance; Fleet
Management; Human Resources ; and
Research, Development and Training.
• Office of Operations: Responsible for providing frontline police services, including the Patrol division (located
among three neighborhood substations) and the
Communications division (911 Center).
• Office of the Chief: Responsible for developing and communicating the Department’s vision. This office oversees the
Public Information Office, Government Affairs,
Internal Affairs, Professional Standards, Public
Safety Information Technology, and Special
Projects units.
FY2022/23 Proposed Budget
• Office of Specialized Services: Responsible for Outreach and Engagement, Support Services, Contract Services, and the
Metro division which includes specialty teams
such as the K9, Special Weapons and Tactics
(SWAT), and Air Operations units.
PROGRAMS/SERVICE HIGHLIGHTS
• Continued to focus training efforts by creating the Advanced Officer Training (AOT) Team. The primary role of the AOT Team is to seek, develop, refine, and deliver the highest caliber of law enforcement related training utilizing a variety of modalities to engage the learners, improve officers ’ skills, abilities, perspectives, and wellness, thus improving outcomes in the field. Training is designed to be seamless and integrated throughout each employee’s career. The AOT team develops training that is consistent with department policy, contemporary law, current industry best practices and in compliance with California Peace Officer Standards and Training (POST). This training includes crisis intervention, less - lethal tools and tactics, implicit bias, critical decision making, peer intervention, and de-escalation. A list of all course curriculum can be found on the Department’s website under the transparency tab.
• Continued to build community trust through transparency and community partnerships. The Department has bolstered transparency efforts by encouragi ng inclusion, keeping residents better informed about major incidents, and fostering collaboration between the Department and community -based organizations. PD partnered with organizations such as Highlands Charter Adult School, Neighborhood Wellness, Brot her to Brother and other nonprofits, faith- based leaders, and education administrators to co -produce safer, more positive, and longer-lasting outcomes. PD has endeavored to keep the community more informed through a variety of sources including traditional news outlets, social media, web- based media, and face- to-face interactions at regular and special meetings with community members.
• Continued to invest in the health of Department employees based on an enhanced Employee Services Unit (ESU) focused on building employee and organizational resiliency through physical, emotional, and financial wellbeing. The Department made use of wellness grant funds to create a POST certified course for employees that provided knowledge, training, and tools to develop anxiety reduction techniques, healthy work -life balance, mindfulness, physical fitness, financial fitness, and creating supportive employee systems. ESU is exploring the addition of a Law Enforcement Annual Wellness consultant to develop an annual assessment and evaluation of all sworn and professional staff. The Department believes that investment in employee wellness will assist officers and professional staff in making better work -related decisions resulting in better outcomes for our community.
FY2022/23 Proposed Budget
• Continuous recruiting efforts with a focus on diversity recruitment through print, digital, streaming, and social media platforms. These efforts range from traditional recruiting events to new digital content creation and delivery utilizing new technologies such as immersive 3D virtual reality experiences.
DEPARTMENT EFFICIENCIES
• Continued to evaluate and implement improvements to the hiring process. The Department has implemented t he eSOPH backgrounds management system which is a cloud- based software system designed to efficiently process in-depth pre-employment background investigations. By modernizing our process, we have increased our responsiveness and service to community members that seek to join the police department.
• The Department has worked collaboratively with the City and contractors to create promotional and hiring exams that are both gender and race neutral in alignment with the City’s Workforce Equity Goals. Additionally, the hiring process has been converted to “blind applications” to ensure that biases are minimized or eliminated in the hiring and promotional process es. The Department continues to examine the recruiting and hiring process to ensure it is fair, equitable, and accessible to all members of our community.
• Continued to build upon the existing Administrative Services Division which among other units, includes the Professional Standards Unit, the Inspections and Standards Team and the Video Redaction Team. Included in the responsibilities of these units are the monitoring of changing law to assure policy compliance and best practices, conducting department audits and administrative investigations to ensure superior service and the redaction of video to assure timely release in compliance with State law and City policy.
• The Department continues to expand and integrate the use of emerging technologies such as Police Observation Devices (PODs), Unmanned Aerial Systems (UAS), and the Real Time Crime Center (RTCC). The Department’s 121 PODs are strategica lly located throughout the city and in 2021 , they enabled officers to respond to and investigate over 1,000 POD generated calls-for-service.
In addition, officers use POD data to conduct follow-up on criminal investigations.
The Department expanded the UA S program which assists with area searches, rooftop checks, yard searches, searches for missing persons, and scene assessment. The program enhances both community and officer safety while increasing employee efficiency. This program is an additional layer of de- escalation utilized by officers. The RTCC allows for the centralization of data from various sources, all of which can be displayed on a video wall system. Information from the RTCC is used to provide real time information during critical incidents and large-scale events.
• Continued to work diligently to redact and release video, audio, and other records related to incidents which fall under the release requirements mandated by S tate laws (e.g., Senate Bill (SB) 1421 (2017/2018) and Senate Bill 16 (2021/2022)). The FY2022/23 Proposed Budget
Department has also published a comprehensive index of incidents meeting the criteria for public disclosure which is now posted to the Department’s transparency website. This index will be continually updat ed, and additional materials will be added as they become available to provide accountability and transparency to the public.
OBJECTIVES FOR FY2022/23
• Expand community engagement and transparency
o Maintain, enhance, and expand the Department transparency webpage; o Proactive release of videos that are of public interest in addition to officer- involved shooting videos;
o Partner with academic institutions to gather community input through continued surveys and studies, specifically an updated survey following the 2019 effort, will be conducted by the California Endowment, California Wellness, California State University Sacramento (CSUS), and the University of San Diego;
o The addition of professional staff to expedite SB 1421, SB 16, and other Public Records Act requests;
o Continued collaboration with the Sacramento Community Police Review Commission;
o Intentional and increased focus on attracting, hiring, and retaining a more diverse workforce through a variety of virtual and in-person efforts; o The development of a Community Advancement Unit focused on collaborating with Sacramento community -based organizations and alignment of department -wide efforts to enhance police community relationships;
o Foster collaborative partnerships with other City departments focused on youth engagement; and
o Pledge to and participate in the 30x30 Initiative to address the under - representation of women in line- level and leadership law enforcement positions.
• Reduce violent crime
o Partner with the City’s Office of Violence Prevention to collaborate on integrated strategies;
o Expand upon existing relationships with local, State , and Federal law enforcement partners with a focus on gun related crimes; o Work closely with Sacramento -area non- profit organizations focused on prevention, intervention and disruption of the cycle of violence; FY2022/23 Proposed Budget
o Partner with the University of San Diego which is leading a community survey to assess community concerns and seek input on community policing strategies . This particular survey also will also specifically seek input from the youth in the community;
o Use of internal analytical tools in order to guide investigative efforts towards the specific areas experiencing increases in violent crime; o The addition of a Police Social Services Administrator focused on services navigation and community healing following incidents of violent crime; o Build upon our ongoing relationship with WEAVE, Inc. to reduce the incidents of domestic violence in the community and work closely with victims of sex assault and family violence; and
o Complete technology upgrades to the RTCC to include an expanded video wall and improved software.
• Enhance service and professionalism
o Advanced Officer Training continues to create and deliver cutting edge training, to ensure officers can deliver the highest level of service; o Expand the Department mentorship program for employees at all levels; o Further develop the Inspections and Standards Team’s capacity to conduct methodical audits to assess policy compliance, professionalism, and the constitutionality of arrests and the associated reports; o Refine the Use of Force Review Board process in which senior executive management reviews and evaluates all uses of force to assure policy compliance;
o Enhance the Use of Force Review Committee’s continuous evaluation of significant uses of force to seek training solutions that increase community and officer safety and improve outcomes; and
o Participate in and support the American Leadership Forum’s Human Centered Design Study to collect community and police officer feedback and evaluate how implicit bias can affect police-community interactions and community needs/values.
POSITION CHANGES
• One vacant position was deleted (1.0 FTE Administrative Technician) and one new position was added (1.0 FTE Administrative Analyst) in the Office of Specialized Services’ Crime Analysis Unit . The proposed add/delete better aligns the job classification to the job duties being performed. The cost of the position change will be offset with an on-going reduction in the Department’s service and supplies budget.
FY2022/23 Proposed Budget
Department Budget Summary
Division Budget Summary
Staffing Levels
MEASURE U
The following chart summarizes the Department’s Measure U programs.
Change
Police FY2019/20 FY2020/21 FY 2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Ap proved Amended Proposed Proposed/Amended Employee Services $163,766,149 $171,214,636 $196, 746, 806 $197,885,577 $208,599,299 $ 10,713,722 Other Services and Supplies 11,083,814 10,490,057 11, 861, 671 12,104,630 12,981,327 876,697 City Property 683,602 610,344 502, 614 513,119 513,119 - Multi-Year Operating Projects - - 4,939,963 1,378,676 6,353,492 4, 974,816 Transfers (529,095) (253,615) - - - -
Labor and Supply Offset (39,677,801) (45,908,719) ( 2, 744,434) (4,227,027) (6,739,427) (2,512,400) Total $135,326,669 $136,152,703 $211,306, 620 $207,654,975 $221,707,810 $ 14,052,835 Change
FY2019/20 FY2020/21 FY2021/22 FY 2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Ap proved Amended Proposed Proposed/Amended General Fund $134,815,232 $135,650,614 $205, 080, 406 $201,428,761 $215,414,361 $ 13,985,600 Measure U - - 5,665,434 5,665,434 5,729,766 64, 332
Risk Mgmt 511,437 502,089 560, 780 560,780 563,683 2,903 Total $135,326,669 $136,152,703 $211,306, 620 $207,654,975 $221,707,810 $ 14,052,835 Change
Police FY2019/20 FY2020/21 FY 2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Ap proved Amended Proposed Proposed/Amended Office of the Chief Division $ 7,146,127 $ 8,574,437 $ 12, 511, 552 $ 12,481,071 $ 12,355,081 $ (125,990) Office of Investigations Division 41,093,183 41,731,078 56, 807, 766 53,937,014 61,256,632 7,319,618 Office of Specialized Services Division 22,943,771 22,862,795 25, 639, 070 25,713,827 26,153,572 439,745 Office of Operations Division 64,143,588 62,984,394 116, 348, 232 115,523,063 121,942,525 6,419,462 Total $135,326,669 $136,152,703 $211,306, 620 $207,654,975 $221,707,810 $ 14,052,835 Change
Police FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Chief Division 40.00 41.00 46.00 54.00 55.00 1.00 Office of Investigations Division 249.30 272.30 330.30 330.30 330.30 - Office of Specialized Services Division 128.66 127.66 129.66 126.66 128.66 2.00 Office of Operations Division 681.50 657.00 597.00 616.00 613.00 (3.00) Total 1,099.46 1,097.96 1,102.96 1,126.96 1,126.96 -
Funding Category Program Name FTE
FY2022/23
Proposed
Public Safety - Police
Operations Hi ring Pipeline - MU 63.50 5,729,766 Grand Total 63.50 $ 5,729,766
FY2022/23 Proposed Budget
PERFORMANCE MEASURES
Department-wide
*Top 10 California Cities by Population, source: https://crime-data- explorer.app.cloud.gov/explorer/national/united-states/prelim-quarter, FBI Uniform Crime Report, January –December 2020
*Top 10 California Cities by Population, source: https://crime-data- explorer.app.cloud.gov/explorer/national/united-states/prelim-quarter, FBI Uniform Crime Report, January – December 2020
**Participating Agency Staffing Report, source:
https://post.ca.gov/Portals/0/post_docs/hiring/le-employment-stats.pdf, January 2021
On January 1, 2021, the Federal Bureau of Investigation (FBI) retired the Summary Reporting System (SRS) and implemented the National Incident-Based Reporting System (NIBRS). The 2021 Quarterly Uniform Crime Report was based on NIBRS data received from 53% of law enforcement agencies for the year. As of November 2021, California was still developing NIBRS capability at t he state level. Therefore, there is no 2021 UCR data available.
FY2022/23 Proposed Budget
The measure of crime is an indicator of safety in a community. Safe neighborhoods and safe public spaces create a sense of wellbeing for residents and visitors. Crime rate comparisons to California’s other large cities provide a baseline to measure progress in managing crime. The universal benchmark of crime is referred to as Part 1 crime. Part 1 crimes are reported to the US Department of Justice as part of the Uniform Crime Reporting (UCR) system and include: Homicide, Rape, Robbery, Aggravated (Felony) Assault, Burglary, Larceny (Theft), Motor Vehicle Theft, and Arson.
The above Part 1 crime statistics were retrieved from the FBI’s Crime Data Explorer and contain data received from law enforcement agencies across the country. The data reflected in these tables were provided by 12,974 of 18,952 reporting agencies from January to December 2020. Sworn FTE data was retrieved from the California Commission on Peace Officer Standards and Training’s (POST) Participating Agency Report, January 2021.
The Department recognizes that a workforce that mirrors the community it serves is important. It is committed to an intentional and increased focus on attracting, hiring, and retaining a more diverse workforce through a variety of virtual and in-person efforts. The first measure reflects the percentage diversity among all Police employees. Currently, approximately 42 percent of sworn employees are women or minorities. The second measure reflects the percentage of new hires into sworn and Hiring Pipeline vacancies. The Department will continue its efforts to increase the number of women and minority new hires into sworn and Hiring Pipeline vacancies.
Field Services Division
The timely arrival of a police officer to a reported crime is vital to prevent injury or death, apprehend suspected criminals , identify witnesses and evidence, and enhance the solvability of the crime. The Police Department prioritizes all calls for service with emergency and in-progress crimes given the highest priority. The response time of all calls is tracked by the Department’s Crime Analysis Unit .
The projections for the remainder of the current fiscal year and the next fiscal year are based on current trends. Comparable jurisdictional data is not available as each agency uses different criteria and policies governing the definition of priority calls for service.
The faster a call to 911 is answered, the faster units can be dispatched and made available at the scene of an emergency. The State of California standard is answering 95% of all 911 calls within 15 seconds. Call answer times are tracked by the Department’s Communications Center. The projection for the remainder of the current fiscal year is based on prior month averages. The projection for next fiscal year is based on the minimum state standard. Actual results vary depending on staffing and call volume.
FY2022/23 Proposed Budget
Police
FY2021/22
Amended
FY2022/23
Proposed Change
Account Clerk I 1.00 1.00 -
Account Clerk II 1.00 1.00 -
Accountant Auditor 1.00 1.00 - Accounting Technician 2.00 2.00 - Administrativ e Analyst 25.00 26.00 1.00 Administrativ e Assistant 1.00 1.00 - Administrativ e Officer 5.00 5.00 - Administrative Technician 12.00 11.00 (1.00) Community Serv ice Officer I 7.00 7.00 - Community Service Officer II 46.00 46.00 - Community Service Representative I 3.00 3.00 - Custodian II 5.00 5.00 -
Deputy Police Chief 3.00 3.00 - Dispatcher I 13.00 13.00 -
Dispatcher II 67.00 67.00 -
Dispatcher III 10.00 10.00 -
Evidence & Property Technician 9.00 9.00 - Fingerprint Clerk 3.00 3.00 - Forensic Investigator I 10.00 10.00 - Forensic Investigator II 11.00 11.00 - Media and Communications Specialist 1.00 1.00 - Media Production Specialist I 1.00 1.00 - Media Production Specialist II 2.00 2.00 - Personnel Transactions Coordinator 1.00 1.00 - Police Captain 11.00 11.00 -
Police Chief 1.00 1.00 -
Police Clerk II 17.00 17.00 -
Police Clerk III 2.00 2.00 -
Police Lieutenant 24.00 24.00 -
Police Officer 636.00 636.00 -
Police Records Specialist I 12.00 12.00 - Police Records Specialist II 44.00 44.00 - Police Records Specialist III 3.00 3.00 - Police Records Supervisor 9.00 9.00 - Police Sergeant 94.00 94.00 -
Police Social Serv ices Administrator 1.00 1.00 - Program Manager 1.00 1.00 -
Public Safety Admin. Manager 1.00 1.00 - Public Safety Communications Manager 1.00 1.00 - Reserv e Police Officer I 0.50 0.50 - Reserv e Police Officer II 0.16 0.16 - Security Officer 2.80 2.80 -
Senior Evidence/Property Tech 4.00 4.00
Senior Personnel Transaction Coordinator 1.00 1.00 - Senior Police Records Supervisor 3.00 3.00 - FY2022/23 Proposed Budget
Police (continued)
FY2021/22
Amended
FY2022/23
Proposed Change
Senior Staff Assistant 1.00 1.00 - Student Trainee (Most Majors) 10.50 10.50 - Supervising Dispatcher 2.00 2.00 - Supervising Forensic Investigator 4.00 4.00 - Supervising Property Assistant 1.00 1.00 - Total 1,126.96 1,126.96 -