Information Item
Date: February 8, 2024
To: Mayor and City Council
From: Ramon Batista, Chief of Police
Subject: Santa Monica Analytical Real Time Center (S.M.A.R.T Center)
Introduction
The City of Santa Monica researched, developed, secured funding, and is currently implementing a Real Time Crime Center (RTCC). Housed within the Santa Monica Police Department (SMPD), the center will be referred to as the Santa Monica Analytical Real Time Center (SMART Center). The SMART Center will be the central command and control nexus for the fusion of technology and support staff with the objectives to detect, prevent, and rapidly investigate criminal activity in the City of Santa Monica. The SMART Center will produce real-time, actionable, information focusing police resources in support of the SMART Center’s goals of a Clean and Safe City of Santa Monica.
Background
According to the Bureau of Justice Assistance at the Department of Justice, “The mission of a Real Time Crime Center (RTCC) is to provide a law enforcement agency with the ability to capitalize on a wide and expanding range of technologies for efficient and effective policing. Such efforts may allow law Information Item: S.M.A.R.T Center
2 enforcement officers to respond quickly, or even immediately, to crimes in progress or to those that recently occurred. The technologies available allow law enforcement agencies and officers to respond to crime events more efficiently, more deliberately, with improved operational intelligence, and with a proactive emphasis on officer, citizen, and community safety.” The National Real Time Crime Center Association has tallied over 150 different RTCCs have been developed by law enforcement agencies. RTCCs are becoming best practice in terms of data and technology integration. The conceptual definition and actual implementation of an RTCC may very depending on resources, nature of crime in a community and local governmental interests.
Recognizing the evolving process of creating its own center, the City of Santa Monica assembled a collaborative team to explore the efficacy of such a project.
The team included staff from the City Manager’s office, Finance, ISD, Public Works, and the Santa Monica Police Department. The team was tasked with identifying the benefits of such a Center, quantifying the necessary components, diagnosing potential challenges and create solutions for implementation.
Discussion
A RTCC is a sophisticated and integrated system designed to collect, analyze, and disseminate real-time information and data to support law enforcement agencies in their efforts to prevent and respond to criminal activities and public safety emergencies. A RTCC is the integration of streaming camera feeds and analytical technologies, coupled with law enforcement and open-source databases, all consolidated into one platform.
Information Item: S.M.A.R.T Center
3 RTCCs have rapidly proven to be a successful and effective tool in 21st Century Policing. Police Magazine, in its article “How Technology Powers Real Time crime Centers” details tangible examples of the advantages of RTCCs in action. The article states, “RTCCs are providing police departments with game-changing crime-fighting capabilities. For example, after unveiling its RTCC in 2021 Newport News, VA, saw an immediate boost in solving crimes. Most notably, the city was able to capture homicides on video, as well as quickly solve a series of carjacking cases.” In addition, the article claimed, “RTCCs also help police gather evidence and solve cases faster. In one incident in Memphis, a shooting occurred at a community basketball court. When police arrived, the suspects fled in different directions. Officers detained as many people as possible. Later, RTCC detectives reviewed the video data and identified the shooter—who was already in police custody. Although no witnesses had pointed out the shooter, the video evidence allowed police to apprehend the culprit.”
Another tangible example of RTCC’s effectiveness, this one closer to home, involved the Beverly Hills Police Department’s (BHPD)RTCC. The Los Angeles Police Department (LAPD) was investigating the murder of four unhoused victims.
The LAPD used video camera images from the homicide scenes and distributed a crime bulletin to all local area law enforcement agencies detailing the suspect vehicle and license plate. Within a day of receiving the information, BHPD’s RTCC identified the suspect vehicle in their city. The RTCC relayed the information to their dispatch center, leading to a traffic stop and subsequent safe arrest of the homicide suspect.
Information Item: S.M.A.R.T Center
4 To better understand RTCCs, SMPD personnel met with over 17 different agencies across California, Louisiana, Nevada, and Arizona with functioning RTCCs. These agencies included:
Beverly Hills, CA Fresno, CA
Glendale, AZ Las Vegas Metropolitan, NV
Mesa, AZ Long Beach Airport, CA
Salt River, AZ Livermore, CA
Scottsdale, AZ Modesto, CA
Anaheim, CA Sacramento, CA
Chino, CA Southern California Edison
Elk Grove, CA New Orleans, LA
Witnessing the daily operations in various RTCCs and interviewing the teams allowed for the collection of lessons learned.
In addition to visiting these agencies, SMPD received product demonstrations from multiple technology companies offering software and hardware commonly used in RTCCs.
Based on the research, site visits, demonstrations, and consultations, the collaborative team identified crucial benefits of creating the SMART Center:
1. Enhanced Public Safety: The SMART Center would enable faster response times and better situational awareness leading to enhanced public safety.
2. Crime Prevention: Real-time data analysis and predictive analytics empowers SMPD to identify crime trends, enabling proactive measures to prevent criminal activities.
Information Item: S.M.A.R.T Center
5 3. Preparation for and Response to Large Events: The SMART Center will aid in SMPD’s response to large scale events which require extensive logistics and planning. Examples of such future events include the FIFA World Cup and NBA All-Star Game in 2026, the Super Bowl in 2027, and the Olympic Games in 2028.
4. Resource Allocation: Efficient allocation of resources based on real-time data would reduce response times, optimize human resources, and increase the overall effectiveness of public safety efforts.
5. Interagency Collaboration: The SMART Center will facilitate seamless collaboration and information sharing among local, state, and federal agencies, improving overall response to emergencies and investigations.
6. Community Engagement: By utilizing data-driven strategies, the SMPD can tailor community policing efforts to address specific needs and concerns, thereby fostering stronger ties with residents.
7. Cost Efficiency: The SMART Center's data analysis capabilities will lead to more efficient resource utilization, potentially reducing long-term operational costs.
By studying RTCCs, the collaborative team identified the necessary components for the SMART Center. These included:
1. Video Management System (VMS)
2. Data Integration Software, Dashboards and Visualization Tools
3. Camera Network and Automated License Plate Recognition (ALPR) Cameras
4. Integration with Computer-Aided Dispatch (CAD) and Records Management System (RMS)
Information Item: S.M.A.R.T Center
6 5. Geographic Information System (GIS)
6. Analytics and Predictive Policing Tools
7. Intelligence Database and Information Sharing
8. Training and Personnel
9. Cybersecurity Measures
10. Policy and Legal Frameworks
When considering the City's current financial challenges and infrastructure, it was clear that several significant barriers needed to be addressed for a timely and successful implementation of the SMART Center. The following outlines challenges that were identified:
1. Cost of Implementation
The estimated cost for the initial set up of the SMART Center was approximately $2.8 million. The annual cost for operation was estimated at $1.5 million. Staff examined opportunities to seek funding through the city’s capital improvement program (CIP). However, Santa Monica’s CIP budget remains constrained with mounting priorities for deferred maintenance on the city’s physical and digital infrastructures, utilities, and buildings.
Information Item: S.M.A.R.T Center
7 2. Legacy Video Management System (VMS) and Camera Network The city's current VMS is over two decades old. This poses a significant technological challenge. Replacing the VMS would be necessary to ensure compatibility with modern video cameras and to fully integrate it into the SMART Center. The current camera network of the city is comprised of over 900 various cameras with some of the cameras obsolete, damaged, or inoperable. Repairing and modernizing existing video camera network presents a major operational challenge.
3. Vendor and Technology Selection
Selecting the right vendors and technology solutions for the SMART Center can affect the timeline of implementation. Ensuring chosen vendors provide reliable products and support is essential. Conducting thorough evaluations and negotiations can be a protracted process.
4. Operational Considerations
Implementing a comprehensive SMART Center may disrupt ongoing department operations. Coordinating the transition to the various new systems while maintaining public safety and law enforcement activities is critical. Staff training and adjustments to new protocols will require planning and coordination across the police department.
5. Data Privacy and Legal Compliance
Ensuring the SMART Center complies with data privacy laws and regulations is essential. Developing and adhering to data privacy and legal compliance will require robust policies and practices especially when dealing with sensitive law enforcement data.
Information Item: S.M.A.R.T Center
8 6. Public Perception and Trust
The implementation of advanced video management and data collection systems may raise concerns about privacy and civil liberties among the public. Building and maintaining public trust through transparency, communication, and adherence to legal and ethical standards is crucial to gain community support for the SMART Center.
After identifying the challenges above, the following outlines the solutions pursued and developed to make the SMART Center a reality.
Solution 1: Cost of Implementation
In April of 2023, the implementation team became aware of a grant opportunity with the Board of State and Community Corrections (BSCC). The BSCC was responsible for administering the Organized Retail Theft (ORT) Prevention Grant Program, which provides resources to assist law enforcement agencies to address organized retail theft, motor vehicle theft, and cargo theft. SMPD submitted a grant proposal to fund the SMART Center Implementation. The SMPD grant project was selected and awarded funding of $6.125 million. This funding will cover the initial implementation cost of the SMART center and the first 3 years of operational costs.
Solution 2: Legacy Video Management System (VMS) and Camera Network To upgrade the City’s VMS and camera network, the outdated VMS will be replaced. This is crucial to ensure compatibility with modern cameras and to meet the SMART Center’s operational needs. This will not only serve the SMART Center but the entire city network. Also, a comprehensive assessment of the City’s Information Item: S.M.A.R.T Center
9 camera network will be performed, and aging cameras will be restored, refurbished, or replaced. As needed, additional cameras and ALPRs will be installed. To take advantaged of the enhanced systems, Fusion software will be acquired to create a single platform that provides an integrated display of all technologies incorporated in the SMART Center and Video Analytics software will be acquired to provide the SMART Center with the capability to quickly review and assess hundreds of hours of video collected by the city's camera network. The software will be used for both live operations and investigations. All of this information will be stored on a new scalable video storage platform. City resources, resulting from a one-time allocation of Measure CS funds, will pay for acquiring a video storage platform to maintain all of the city’s video storage needs, including Big Blue Bus, the Library, Public Works, and Transportation. The estimated cost of the video storage unit is estimated at $700,000. This component was not part of the original grant allocation but is vital to the center.
Solution 3: Vendor and Technology Selection
SMPD will develop all proposals for equipment, software, and services and will work with other departments (i.e., Finance, Information Services, and Public Works) on all RFP processes. To expedite the process, where possible, existing contractors / vendors will be utilized.
Solution 4: Operational Considerations
This SMART Center will be located in the Public Safety Facility and includes infrastructure and technology installations, to accommodate operations. SMPD has already partnered with Public Works to design and configure the selected location in the Public Safety Facility. SMPD will also conduct recruitment, training, and onboarding of staff to ensure that staff are well versed in the SMART Center.
Information Item: S.M.A.R.T Center
10 Staffing will consist of a combination of sworn and professional personnel. The optimum staffing model is still being developed, but the initial operational target is 6 days a week for at least 8 hours a day. Prior to implementation, comprehensive testing of all systems, processes, and software will be performed.
Solution 5: Data Privacy and Legal Compliance
SMPD will develop comprehensive policies and procedures for the operation of the SMART Center, including data privacy, legal compliance, and standard operating procedures. The best practices from around the country and from existing RTCCs will be incorporated into department policy governing the center.
Solution 6: Public Perception and Trust
SMPD will develop a communications campaign to provide information on the SMART Center for the community and key stakeholders. In addition, data regarding the effectiveness of the center in supporting public safety and policing efforts will be made available on the City’s website.
With such variety of projects, the implementation of the SMART Center is a complex endeavor. As a result, the project is divided into three distinct phases, each with its own set of projects, milestones, and deliverables. The following provides an overview of how the implementation will progress through these phases:
Phase 1: Implementation and Configuration (Start Date: 10-01-23) In this initial phase, the focus is on setting up the foundation for the SMART Center.
Phase 2: Testing and Training (Start Date: 06-03-24)
Information Item: S.M.A.R.T Center
11 This phase is focused on ensuring the SMART Center has been thoroughly tested and assigned personnel are adequately trained.
Phase 3: Operational GO Live (Start Date: 11-01-24)
The phased approach to implementation allows for a systematic and manageable rollout.
Conclusion
The SMART Center is a critical component of SMPD’s goal of implementing best practices for effective policing. In addition, the SMART Center will bolster community trust in their law enforcement agency’s ability to identify public safety problems, allocate resources efficiently and to swiftly investigate crimes.
Prepared By: Captain William Heric