City of Sacramento
City Council - 5PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00532 5/16/2023 Discussion Item 21.
Fiscal Year (FY) 2023/24 Proposed Budget for the Sacramento Police Department File ID: 2023-00532
Location: Citywide
Recommendation: Receive and consider for final budget adoption.
Contact: Katherine Lester, Chief of Police, (916) 808-0800, [email protected]; Brenda Delgadillo, Police Administrative Manager, (916) 808-0858, [email protected], Police Department
Presenter: Katherine Lester, Chief of Police, (916) 808-0800, [email protected], Police Department
Attachments:
1 - Description/Analysis
2 - Measure U Update
3 - FY2023/24 Proposed Budget Excerpts: Police Department Budget & Staffing Additional Description/Analysis
Issue Detail: The Fiscal Year (FY) 2023/24 Proposed Budget (Budget) for the Sacramento Police Department (Department) totals $228.2 million and includes authority to fill 1,134.16 Full-Time Equivalent (FTE) positions (769 sworn and 365.16 professional staff). Following is a summary of approved budget and position changes, and Measure U, Capital Improvement Program, and Multi- Year Operating Project funding:
Budget and Position Changes
File ID: 2023-00532 5/16/2023 Discussion Item 21.
Measure U Program
The Department’s proposed Measure U budget totals $9.9 million and includes authority to maintain
65.5 FTE professional staff positions (1.0 FTE Administrative Analyst, 1.0 FTE Special Projects Manager, 10.5 Student Trainee, 7.0 FTE Community Service Officer I, and 46.0 FTE Community Service Officer II) and add 1.0 professional staff position (1.0 FTE Administrative Technician for the Office of Violence Prevention (OVP)). This total also includes funding for multi-year operating projects for OVP programming described below. An update on the FY2022/23 Measure U Program is included in Attachment 2.
Capital Improvement Program (CIP)
The FY2023/24 Department CIP budget totals $4.25 million and includes:
File ID: 2023-00532 5/16/2023 Discussion Item 21.
Body-Worn Cameras (BWC) and Conductive Electrical Device (CED) Program ($1,644,500 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 ($1,001,000 General Fund) : Funding for safety equipment including portable radios, rifle-rated protection, and less-than-lethal equipment.
Multi-Year Operating Projects
The FY2023/24 Other Multi-Year Operating Projects total $10.3 million (General Fund/Measure U) and include:
Impact Team ($584,000): Funding to continue seven-day per week coverage for the Impact Team.
IT Critical Infrastructure ($483,000): Funding for increased software, licensing, maintenance, and data storage expenses.
Office of Violence Prevention, GPIT ($1.4 million): Funding to continue OVP’s Gang Prevention and Intervention Task Force to deter at-risk youth from becoming involved in gangs.
Office of Violence Prevention, DRIP ($1 million): Funding to support OVP’s Evidence-based Interruption, Disruption, and Suppression program.
Police Fleet Replacements ($5.2 million): Funding to replace existing Police fleet assets including patrol vehicles, unmarked sedans, motorcycles, etc. in FY2023/24.
Police Observation Devices (PODs) ($31,000): Funding for on-going cellular expenses for existing PODs.
ShotSpotter ($321,000):
Funding for North and East gunfire detection system. The east area system is in Oak Park.
Youth Development, Family and Youth Investments ($1.3 million): Funding to continue youth drop-in events by community-based organizations in priority neighborhoods. The Police Department will continue to work with the Office of Youth Development to manage these funds with the goal of increasing spaces that support belonging, promote community, and connect
File ID: 2023-00532 5/16/2023 Discussion Item 21.
with the goal of increasing spaces that support belonging, promote community, and connect youth to trusted adult mentors.
Additional Proposed Changes
Since the FY2023/24 Proposed Budget was developed, additional needs have emerged in the Police Department, including a reorganization to create an additional Patrol district. After consultation with the City Manager’s Office, it is recommended that these changes be processed between the Proposed and Approved budgets. The additional changes will not have a material effect to the General Fund and are as follows:
Division Description Fund Revenue/ Offset
Adjustment
Expenditure
Change
FTE
Change
Auto Theft Delete one position (1.0 FTE Police Officer) and corresponding offset because the position is no longer
needed for program purposes.
General 146,729 (146,729) (1.00)
Central Command Delete one position (1.0 FTE Police Officer) and corresponding offset because associated grant funding
has ended.
General 198,597 (198,597) (1.00)
Hospitals Delete six positions (6.0 FTE Police Officer) and corresponding revenue budget because the two hospital
contracts ended.
General 1,187,600 (1,058,427) (6.00) Metro Delete four position (4.0 FTE Police Officer) and corresponding offset to support the Department's
reorganization in creating a new patrol district.
General 815,431 (815,431) (4.00)
Patrol* Delete five positions (5.0 FTE Police Officer) and $23,763 in service & supplies budget and add three
positions (1.0 FTE Police Lieutenant and 2.0 FTE Police Sergeant) and a vehicle (sedan) to support the
Department's reorganization in creating a new patrol
district.
General - - (2.00) Hiring Pipeline* Delete seven positions (7.0 FTE Community Service Officer I) and add thirty-six positions (0.50 FTE Student Trainee) to create additional entry-level positions for college students.
Measure U - (9,780) 11.00
Total Change: $ 2,348,357 $ (2,228,964) (3.00) * Position offset amounts will be finalized in the Approved Budget.
Of the proposed $1 million Measure U funding to replace OVP ARPA funding, the Department requests contract authority to extend and increase the not-to-exceed amounts of four grant agreements, for an aggregate total of $200,000, per the below table:
Contract Authorized Increase Total
2022-0907: Brother 2 Brother Mentoring, Inc 249,999 62,500 312,499 2022-0908: Helping Our People Eat (HOPE) 249,999 62,500 312,499 2022-0939: Self Awareness and Recovery 100,000 25,000 125,000 2022-0945: Voices of the Youth, Inc. 200,000 50,000 250,000 Total $799,989 $200,000 $999,998
File ID: 2023-00532 5/16/2023 Discussion Item 21.
The Department also requests contract authority to extend and increase the not-to-exceed amounts of six grant agreements, for an aggregate total of $249,999 from the Proposed GPIT Measure U funding, per the below table:
Contract Authorized Increase Total
2021-0981-1: Brother 2 Brother Mentoring, Inc. 499,980 62,500 562,480 2021-0985-1: Impact Sac 499,998 62,500 562,498
2021-0973-1: Neighborhood Wellness Foundation 499,980 62,500 562,480 2021-0974-1: Rose Family Creative Empowerment Center 166,666 20,833 187,499 2021-0971-1: Academics 4 Athletes (A4A) 166,660 20,833 187,493 2021-0986-1: Helping Our People Eat (HOPE) 166,666 20,833 187,499 Total $1,999,950 $249,999 $2,249,949
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 9, 2023 and forwarded to the City Council for consideration.
Rationale for Recommendation: The actions recommended in this report address the funding necessary to implement the City’s financial plan for FY2023/24.
Financial Considerations: Detailed information regarding the FY2023/24 Police Department Budget are included in Attachments 3 and 4.
Local Business Enterprise (LBE): Not applicable.
Attachment 2
Police Department - Measure U
FY2022/23 Update
The Measure U budget for the protection and restoration of services and for Office of Violence Prevention (OVP) funding for FY2022/23 is $8.7 million with authority to maintain 65.5 Full Time Equivalent (FTE) professional staff positions (10.5 FTE Student Trainee, 7.0 FTE Community Service Officer I, 46.0 Community Service Officer II, 1.0 FTE Administrative Analyst, and 1.0 FTE Special Projects Manager).
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:
Public Safety: Hiring Pipeline - Budget: $5.73 million (63.5 FTE) Purpose: Staffing for the Hiring Pipeline Program. This Program 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. Vacancies are expected to remain as many of these hires promote into other classifications within the Department and/or City.
Youth: Office of Violence Prevention (OVP) - Budget: $3 million (2.0 FTE) Gang Prevention and Intervention (GPIT), Budget: $1.412 million Purpose: Funding to continue OVP’s Gang Prevention and Intervention Task Force to deter at -risk youth from becoming involved in gangs. The Gang Prevention and Intervention Task Force is made up of stakeholders representing a broad range of sectors including service providers, health care providers, school administrators, faith leaders, law enforcement personnel, and elected officials. The purpose of the GPIT program is to encourage cross-collaboration and align all entities under a unified violence prevention framework. Community -Based Organizations (CBOs) are serving targeted populations (at risk, gang involved, hard core), providing Program/Service FTE
Positions
As of
4/21/2023
Projected
7/1/2023
Projected
1/1/2024
Hiring Pipeline 63.5 41.5 54.5 54.5
OVP Operations 2.0 2.0 2.0 2.0
Total 65.5 43.5 56.5 56.5
Attachment 2
service support for youth, family and community development (life skills, student enrichment, workforce readiness, crisis response) and providing service in high -need geographic areas, including Valley Hi, Del Paso Heights, Meadowview, Oak Park, and Fruitridge/Lemon Hill).
Status: The OVP awarded six CBOs a total of $999,975 in FY2022/23 grant funding:
CBO Grant Award
Academics 4 Athletes 83,330
Brother 2 Brother 249,990
Helping Our People Eat 83,333
Impact Sacramento 249,999
Neighborhood Wellness Foundation 249,990
Rose Family Creative Empowerment
Center
83,333
Total $999,975
As of December 2022, the grantees supported 705 participants and provided 111,785 hours of program services in the following areas:
Service Area Program Hours
Life Skills/Cognitive
Development
47,219
Academic Support &
Enrichment
37,189
Social Justice 27,377
Total 111,785
Family and Youth Investments, $1.3 million
Purpose: Funding to continue youth drop-in events by community-based organizations (CBO) in priority neighborhoods including the Oak Park, Del Paso Heights, and Meadowview/Valley Hi communities. The Police Department will continue to work with the Office of Youth Development to manage these funds with the goal of increasing spaces that support belonging, promote community, and connect youth to trusted adult mentors.
Status: This cycle of funding was managed by the Office of Youth Development. From September 2022 through February 2023, 27 CBO partners served nearly 13,000 youth through more than 200 drop-in events across the City’s priority neighborhoods.
OVP Operations, Budget: $288,249 (2.0 FTE)
Attachment 2
Purpose: Staffing to carry out OVP program operations. OVP is responsible for gang prevention and intervention programming as well as overseeing the implementation of other evidence-based violence prevention activities.
Status: The two positions are both filled and managing OVP programming.
FY2023/24 Proposed Budget
20 SECTION - 20
Police
FY2023/24 Proposed Budget
FY2023/24 Proposed Budget
Police
The mission of the Police Department is to work in partnership wi th 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 member s of the community. The D epartment is committed to transparency, fairness, and impa rtiality and supports accountability at all levels of the organization. The men and women of the PD are a professional and well-trained police force (769 sworn positions and 365.16 professional staff posit ions). All PD employees value the diversity of the public they serve and strive to prov ide 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;
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, Finance,
Fleet Management, Public Safety Information
Technology, and Special Projects units.
Office of Specialized Services: Responsible for Outreach and Engagement, Support Services, Contract Services, Emergency
Services, Office of Violence Prevention, and the
Metro division which includes specialt
y teams
FY2023/24 Proposed Budget
such as the K9, Special Weapons and Tactics
(SWAT), and Air Operations units.
PROGRAMS/SERVICE HIGHLIGHTS
In October 2022, the Sacramento Police Department was one of six cities across the country who were awarded the National Public Safety Partnership (PSP) grant through the U.S. Department of Justice Bureau of Justice Assistance (BJA). The National Public Safety Partnership was established by the U.S. Department of Justice (DOJ) to provide an innovative fr amework to enhance federal support of state, local, and tribal law enforcement and prosecut ion authorities in enhancing public safety. PSP supports law enforcement and community partners in deploying data-driven, evidence-based strategies tailored to local needs. This grant, valued at $700,000, will provide expedited, coordinated training and technical assistance (TTA) and an array of resources from DOJ to enhance local public safety strategies. This grant has already enhanced SPD’s al ready strong partnerships with our local and Federal law enforcement partners.
Continued to focus training efforts through 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 learner s, improve officers’ skills, abilities, perspectives, and wellness, thus improving outcomes in the field. Training is designed to be seamless and integrated throughout each em ployee’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. The Emergency Vehicle O peration Course ( EVOC) instructors developed and administered augmented driver ’s training focused on the highest employee collision factors in our continued efforts to reduce the collision rate. A list of all course curriculum can be f ound on the Department’s website under the transparency tab.
Continued to build community tr ust through transparency and community partnerships. The Department has bolstered transparency efforts by encouraging inclusion, keeping residents better info rmed about major inci dents, and fostering collaboration between the Department and community- based organizations. PD partnered with organizations such as Neig hborhood Wellness, Brother to Brother and other nonprofits, faith- based leaders, and education administrators to co- produce safer, more positive, and longer-l asting outcomes. PD has endeavored to keep the community more informed th rough 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.
FY2023/24 Proposed Budget
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 used wellness grant funds to create and im plement a POST certified course for employees that provided knowledge, tr aining, and tools to develop anxiety reduction techniques, healthy work-life balance, mindfulness, physical fitness, financial fitness, and creating supportive employee systems. The Department has been awarded state funding for the addition of a Law Enforcement Wellness consultant to develop an annual assessm ent and evaluation of all sworn and professional staff. The Department believes that investment in employee wellness will assist officers and prof essional staff in making bet ter work-related decisions resulting in better outcomes for our community.
Continuous recruiting efforts with a focu s on diversity recruitment through print, digital, streaming, and social media platforms. These efforts range from traditional recruiting events to new digital cont ent creation and delivery utilizing new technologies such as immersive 3D virtual reality experiences. Recruiting efforts have become more focused through program s such as the 30x30 Initiative, the California State University Sacrament o’s Law Enforcement Candidate Scholars programs, and the Hiring Pipeline Program.
Continue violence prevention efforts with the transfer of the City’s Office of Violence Prevention to the Police Departm ent. This office has been responsible for the City’s response to gang and gun viol ence which includes administering a gang prevention and intervention gr ant program and overseeing the implementation of other ev idence-based violence pr evention activities. OVP continued the Evidence-Based Community Violence Intervention (EB-CVI) and Evidence-Based Violence Interruption, Disruption, and S uppression (EB-VIDS) grant programs in FY2022/23. OVP will continue to operate the programs in FY2023/24.
DEPARTMENT EFFICIENCIES
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 processes. 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, the Force Investigat ion Team, and the Video Redaction Team.
The responsibilities of these units include 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.
FY2023/24 Proposed Budget
The Department continues to expand and integrate the use of emerging technologies such as Police Observat ion Devices (PODs), Unmanned Aerial Systems (UAS), the Real Time Crime Center (RTCC), and the deployment of smart phones to operations staff to enhance connectivity to e ssential law enforcement databases. The Department’s 141 PODs are strategically located throughout the city and in 2022, they enabled officers to respond to and investigate nearly 1,000 POD generated calls-for-service. In addition, officers use POD data to conduct follow-up on criminal investigations. The Department expanded the UAS program which assists with area sear ches, rooftop checks, yard searches, searches for missing persons, and scene assessment. The program enhances both community and officer safety while increasing empl oyee efficiency. This program is an additional layer of de-escalation utilized by officers. The RTCC allows for the centralization of data from various sour ces, 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 t he release requirements mandated by State laws (e.g., Senate Bill (SB) 1421 (2017/2018) and Senate Bill 16 (2021/2022)). The Department has also published a comprehens ive index of incidents meeting the criteria for public disclosure which is now posted to the Department’s transparency website. This index will be continually updated, and ad ditional materials will be added as they become available to provide accountability and transparency to the public.
OBJECTIVES FOR FY2023/24
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 profes sional staff to expedite SB 1421, SB 16, and other Public Records Act requests;
o Refocus professional staff to comp ly with reporting requirements to the POST Certification Commission as required by SB 2 (2021/2022); o Intentional and increased focus on attr acting, hiring, and retaining a more diverse workforce through a variety of virtual and in-person efforts; FY2023/24 Proposed Budget
o Continue to foster collaborative partnerships with City departments and external organizations focused on youth engagement; and o Continue to participate in the 30x30 Initiative to address the under- representation of women in line-level and leadership law enforcement positions.
Reduce violent crime
o Continue to collaborate with the Offi ce of Violence Prevention to work together on integrated strategies;
o Expand upon existing relationships and viol ent crime strategies with local, State, and Federal law enforcement partners with a focus on violent crimes through the strategies of the PSP grant;
o Work closely with Sacramento-area non-profit organizations focused on prevention, intervention and disruption of the cycle of violence; o Partner with California State Un iversity Sacramento’s Institute of Social Research (ISR), in surveying comm unity residents to solicit feedback regarding rising violent crime, including gun violence; o Partner with the University of S an Diego which is leading a community survey to assess community concer ns and seek input on community policing strategies. This particular surv ey 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 Continue to work closely 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 The introduction of focused customer service training that includes best practices and instructed, in part, by the Chief of Police; o Expand the Department mentorship program for employees at all levels; FY2023/24 Proposed Budget
o Further develop the Inspections and Standards Team’s capacity to conduct methodical audits to assess policy co mpliance, professionalism, and the constitutionality of arrests and the associated reports; o Continue the thorough review of use of force incidents through the Use of Force Review Board process in which senior executive management reviews and evaluates all uses of force to assure policy compliance; o Continue the Use of Force Review Committee’s ongoing evaluation of significant uses of force to seek training solutions that increase community and officer safety and improve outcomes; and
o Establish a mobile police substati on program which increases community engagement and access to police services.
BUDGET AND POSITION CHANGES*
Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Alarm Billing Unit* Add a position (1.0 FTE Administrative Analyst) to support the increased false alarm workload and verify
companies are complying with ordinance changes.
The FTE cost will be offset by additional revenue
generated from the Alarms Unit.
General (130,000) 131,599 1.00
Communications Unit Add three positions (2.0 FTE Dispatcher III, 1.0 FTE Supervising Dispatcher) to support the City Auditor's
staffing recommendation and ensure the City has
adequate recourses to meet the emergency needs of
the growing population.
General
- 4
22,718 3.00
Community Advancement
Unit
Delete one position (1.0 FTE Administrative Assistant)
and add one position (1.0 FTE Administrative
Technician) in the Office of Specialized Services’
Community Advancement Unit. This aligns the job
classification to the job duties being performed.
General (106,788) 106,401 -
Crime Analysis Unit Add a position (1.0 FTE Administrative Analyst) to support the increased crime analysis and analytical
needs of the Office of Investigations’ Crime Analysis
Unit (CAU) for the community.
General
- 1
31,599 1.00
Crime Analysis Unit Delete six positions (2.8 FTE Security Officer) and add a position (1.0 FTE Program Specialist) in the
CAU. The proposed change adds a necessary
supervisor in the CAU.
General (167,422) 160,236 (1.80)
Department-wide Increase funding to replace ballistic protection equipment every five years. $600,000 is needed for
the front/back replacement cycle.
General
- 1
20,000 -
Professional Standards Unit Add a position (1.0 FTE Administrative Analyst) to ensure compliance with AB 481, requiring law
enforcement to create, maintain, track and report on
the use of equipment.
General
- 1
31,599 1.00
Violence Prevention Unit Add a position (1.0 FTE Administrative Technician) for administrative support and reporting functions.
Measure U - 1
05,171 1.00
Violence Prevention Unit Continue funding for community-based organizations' efforts to combat violence in Sacramento
communities. The program was established with one-
time ARPA funds (new Multi-Year Operating Project -
I11003200).
Measure U
- 1
,000,000 -
Total Change: $ (404,210) $ 2,309,323 5.20
* Position offset amounts will be finalized in the Approved Budget.
FY2023/24 Proposed Budget
Department Budget Summary
Division Budget Summary
Staffing Levels
MEASURE
U
The following chart summarizes the Department’s Measure U programs.
Change
Police FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $192,923,510 $202,416,418 $208,831,036 $208,831,036 $210,988,090 $ 2, 157,054
Other Services and Supplies 10,490,057 13,141,712 12,981,327 12,981,327 13,067,595 86,268 City Property 612,814 382,820 513,119 513,119 513,119 - Multi-Year Operating Projects - - 9,065,188 4,102,188 10,288,568 6,186,380 City Debt Service - 13,475 - - - -
Transfers (253,615) (227,150 )--- -
Labor and Supply Offset (45,908,719) (69,408,714) (6,739,427) (6,739,427) (6,692,531) 46,896 Total $157,864,048 $146,318,562 $224,651,243 $219,688,243 $228,164,841 $ 8, 476,598
Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $157,361,959 $142,224,982 $215,358,739 $210,395,739 $217,693,420 $ 7,
297,681
Measure U - 3,585,697 8,728,821 8,728,821 9,907,479 1,178,658 Risk Mgmt 502,089 507,884 563,683 563,683 563,942 259
Total $157,864,048 $146,318,562 $224,651,243 $219,688,243 $228,164,841 $ 8, 476,598
Change
Police FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(L ess) Budget Summar y Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Chief Division $ 16,104,307 $ 14,883,623 $ 12,352,409 $ 20,503,724 $ 28,814,234 $ 8,310,510 Office of Investigations Division 39,686,545 35,072,735 61,244,227 48,379,286 57,352,019 8,972,733 Office of Specialized Services Division 24,435,293 23,798,993 29,145,496 27,474,005 28,590,896 1,116,891 Office of Operations Division 77,637,903 72,563,211 121,909,111 123,331,228 113,407,692 (9,923,536) Total $157,864,048 $146,318,562 $ 224,651,243 $219,688,243 $228,164,841 $ 8,476,598 Change
Police FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Office of the Chief Division 58.80 71.80 72.80 72.80 84.00 11.20 Office of Investigations Division 255.50 312.50 311.50 311.50 355.50 44.00 Office of Specialized Services Division 119.66 118.66 123.66 123.66 124.66 1.00 Office of Operations Division 664.00 624.00 621.00 621.00 570.00 (51.00) Total 1,097.96 1,126.96 1,128.96 1,128.96 1,134.16 5.20 Funding Category Program Name FTE
FY2023/24
Proposed
Public Safety - Police
Operations Hiring Pipeline - MU 63.50 5,802,308
Youth
MYOP Gang Prevention and Intervention 1,398,567
Family and Youth Investments 1,300,000
OVP Disruption, Response, Intervention & Prevention 1,000,000 Operations Violence Prevention 3.00 406,604
Grand Total 66.50 $ 9,907,479
FY2023/24 Proposed Budget
PERFORMANCE MEASURES
Department-wide
*Table 8:
Offenses Known to Law Enforcement_California_By_City_2020, source: https:/
/cde.ucr.cjis.gov/LATEST/webapp/#, FBI Uniform Crime
Report, Jan
uary – December 2020.
*Table 8: Offenses Known to Law Enforcement_California_By_City_2020, source: https://cde.ucr.cjis.gov/LATEST/webapp/#, FBI Uniform Crime Report.
** Participating Agency Staffing Report, source:
https://post.ca.gov/Portals/0/p
ost_docs/hiring/le-employment-stats.pdf,
January 2021.
The me
asure 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: Ho micide, Rape, Robbery, Aggravated (Felony) Assault, Burglary, Larceny (Theft), Motor Vehicle Theft, and Arson.
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Part 1 Crimes Reported per 1,000 Residents 39.96 37.88 43.76 46.97 42.14 Rank ing*
1 2
3 4
5 6
7 8
9 10
Part 1 Crimes
Reported per 1,000
City Residents
San Diego 20.61
San Jose 27.41
Los Angeles 28.70
Long Beach 32.53
Riverside 33.31
Sacramento 34.28
Fresno 37.42
Bakersfield 45.38
San Francisco 49.38
Oakland 64.57
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
Part 1 Crimes Reported per Sw orn FTE Position 28.28 26.22 29.98 32.85 29.33 Workload Part 1 Crimes Sw orn FTE
Measure Reported per per 1,000
Ranking* City Sworn FTE ** Residents**
1 Los Angeles 11.71 2.45
2S a n D i e g o 15.93 1.29
3 Long Beach 18.67 1.74
4 San Francisco 19.81 2.49
5F r e s n o 25.56 1.46
6 Sacramento 25.94 1.32
7S a n J o s e 26.47 1.04
8 Riverside 30.75 1.08
9 Oakland 38.53 1.68
10 Bakersfield 43.61 1.04
FY2023/24 Proposed Budget
The above Part 1 crime statistics were retrieved from the Federa l Bureau of Investigation’s (FBI) Crime Data Explorer and conta in data received from law enforcement agencies across the country. The data reflected in this tables is from 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.
On January 1, 2021, the FBI retired the Summary Reporting S ystem (SRS) and implemented the National Incident-Based Reporting System (NIBRS). In 2021, only 15 of 740 California law enforcement agencies reported NIBRS data to the FBI, and in 2022, 25 agencies made submissions – only three of the top 10 cities reported in 2022. Therefore, there is insufficient 2022 data for comparison.
The De
partment 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. The second measure reflects the percentage of new hires into sworn and Hiring Pipeline vacancies. The Department will conti nue 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 repo
rted crime is vi tal 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 prio rity. The response time of all calls is tracked by the Department’s Crime Analysis Unit.
The projections for the remainder of t he current fiscal year and the next fiscal y ear 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.
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
Percentage sw orn SPD employees w ho are w omen or
minorities 42% 42% 43% 45% 46%
Percentage of new hires into sw orn or Hiring Pipeline Program vacancies that are w omen or minorities 72% 68% 76% 72% 73% FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
Key Measure in minutes
Median response time for priority 2 and 3 calls
(mm:ss) 10:55 11:36 12:09 12:16 11:44
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
Percentage of 911 calls answ ered w ithin 15 seconds 97% 97% 91% 88% 95% FY2023/24 Proposed Budget
FY2023/24 Proposed Budget
Police
FY2022/23
Amended
FY2023/24
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 -
Administrative Analyst 27.00 30.00 3.00
Administrative Assistant 1.00 -
(1.00)
Administrative Officer 5.00 5.00 -
Administrative Technician 11.00 13.00 2.00
Community Service 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 9.00 9.00 -
Dispatcher II 71.00 71.00 -
Dispatcher III 10.00 12.00 2.00
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 20.00 20.00 -
Police Records Specialist II 36.00 36.00 -
Police Records Specialist III 3.00 3.00 -
Police Records Supervisor 9.00 9.00 -
Police Sergeant 94.00 94.00 -
Police Social Services Administrator 1.00 1.00 -
Program Manager 1.00 1.00 -
Program Specialist - 1.00
1.00 Public Safety Admin. Manager 1.00 1.00 -
Public Safety Communications Manager 1.00 1.00 -
Reserve Police Officer I 0.50 0.50 -
Reserve 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 -
FY2023/24 Proposed Budget
Police (continued)
FY2022/23
Amended
FY2023/24
Proposed Change
Senior Staff Assistant 1.00 1.00 -
Special Projects Manager 1.00 1.00
Student Trainee (Most Majors) 10.50 10.50 -
Supervising Dispatcher 2.00 3.00 1.00
Supervising Forensic Investigator 4.00 4.00 -
Supervising Property Assistant 1.00 1.00 -
Total 1,128.96 1,134.16 5.20