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HomeMy WebLinkAboutItem 11 - Police Department 2019 Crime Report Comparison and UpdateItem 11 GtT Y Ofi rn O Council AgendaReport CIS O Department Name: Cost Center: For Agenda of: Placement: Estimated Time: FROM: Deanna Cantrell, Police Chief Prepared By: Brian Amoroso, Police Captain Police 8000 March 3, 2020 Business 30 minutes SUBJECT: POLICE DEPARTMENT 2019 CRIME REPORT COMPARISON AND UPDATE RECOMMENDATION Receive and file the 2019 Police Department Crime Report. REPORT -IN -BRIEF On March 3, 2020, staff will provide the City Council with an update regarding Police Department activities for 2019. This update will provide Council and the public with information regarding community outreach, crime, police operations, homelessness, traffic, noise and downtown. At the conclusion of 2019 the Police Department saw a .5% decrease in violent crime and a 4% decrease in property crime, with a 4% decrease in crime overall. The presentation that will be presented on March 3, 2020, will highlight the Police Department's success with intelligence led policing efforts, review some of the new programs and positions added in 2019, detail some of the reasons the City of San Luis Obispo experienced a decrease in Part I crime, discuss the Police Department's continued community outreach, review noise related calls for service, homelessness, and briefly discuss some of the continued challenges faced in 2020. At the beginning of FY 2019-20, police staffing was at 87.5 Full Time Employees (FTE). Staffing increased by four FTE, bringing the Department's total to 91.5 FTE. These FTE include a Field Service Technician, Training and Hiring Coordinator, an Evidence and Property Lead Technician and a sworn Cannabis Detective. DISCUSSION Community Outreach: The Police Department is incredibly fortunate to have a community in San Luis Obispo that understands many of the challenges and whole-heartedly partners with the City to work on challenging issues, change public perception, help prevent crime and establish a safer community. One of the Police Department's primary goals is to reduce harm. We reduce harm by reducing crime and victimization, reducing traffic collisions and increasing multi -modal safety, strengthening our regional partnerships, strengthening the health and well-being of our employees, and strengthening our relationship with the community we serve. Packet Page 139 Item 11 To meet our goal of reducing harm by strengthening our community/police relationship, we started the Police and Community Together (PACT) in January 2017. PACT represents a committed and diverse group of community members/advocates that partner with law enforcement to affect positive social change through dialogue, education and understanding. Currently, PACT has representation from major groups representing the Jewish, Black, Latino, Muslim, LGBTQ, Interfaith, Student and Homeless/Mentally Illness communities. The Police Department has officers that serve as liaisons to each of these groups, then report back monthly to each other about what each group is working on. The liaisons connect with and learn about their respective communities, then serve as a conduit between the Police Department and the community. Additionally, the community works with law enforcement to develop training that is important for law enforcement to experience, and we in turn, educate them about policing. In 2019, all of our sworn staff attended Principled Policing, received training in helping with people in crisis, and the Police Department received the Helene and Joseph Sherwood Award for Combatting Hate from the Anti -Defamation League. In 2019, the Police Department continued our partnership with the Homeless Services Oversight Council (HSOC), Transitions Mental Health (TMHA), County Behavioral Health, and the Sheriff's Office to address concerns surrounding homelessness and impacts within our community. The HSOC has proven to be a successful endeavor as we all look for reasonable, fair and common -sensed solutions to homelessness county -wide. Our partnership with County Behavioral Health and TMHA has been incredibly successful with the addition of John Klevins to our Community Action Team (CAT). Lastly, police officers assigned to neighborhoods continued to attend neighborhood outreach meetings to discuss current issues and neighborhood safety. Outreach was already in place, such as the neighborhood officer program, neighborhood outreach and civility effort and Cal Poly partnerships, and those have and will continue to grow. Crime: Overall, the Police Department has had significant success with intelligence led policing efforts. The City experienced an unprecedented increase in crime in 2015 (21% from 2014 to 2015), and that trend continued in 2016 (11 % from 2015 to 2016). After starting a part time Crime Analyst, the City realized a 13% reduction in Part I (one) crime' from 2016 to 2017. Based on the success of our part time Crime Analyst, the City Council authorized and funded a fulltime benefited position, which began in early 2019. The Crime Analyst has continued to focus attention on high -crime locations and high -rate offenders to effectively reduce crime within the community. In addition, the Crime Analyst works to help Police Department staff and officers understand when, where, and how to focus limited resources, as well as how to evaluate the effectiveness of our strategies. Sound public safety analysis has been paramount to our success. In 2019, the Crime Analyst worked closely with City GIS to develop and implement a crime dashboard that allows for near real-time analysis of violent and property crimes, interactive mapping and case summaries. This dashboard has been very successful and has already been used as a model for other agencies. 1 See PART 1 CRIMES table for crime type and 2018-2019 data Packet Page 140 Item 11 By the end of 2019, the City realized a .5% decrease in violent crime and a 4% decrease in property crime, with a 4% decrease in overall Part 1 crime. Throughout 2019, the Police Department saw a decrease in the number of reported sexual assaults, with a 25% decrease over 2018. Generally associated with more awareness and willingness for victims to report issues, the #MeToo movement is largely thought to have resulted in more sexual assaults being reported and thus a large increase in crimes. The positive impact was that victims of sexual assault and rape were far more likely to report their attacks to police than in previous years. Research has shown that up to 90% of sexual assault victims on college campuses do not report the crime, making sexual assault crimes one of the most underreported crimes. We continue to train and be ready to assist victims of sexual assault. In 2019 the Police Department saw a significant decrease in the number of residential burglaries, from 164 in 2018 to 104 in 2019, a 37% decrease. Targeted enforcement, education, social media reporting and increased officer presence were utilized to address the 2018 increase (59%) in crime during the past year, and the 37% reduction shows those efforts were fruitful. In the area of commercial burglaries, the City experienced an increase of 116%, from 80 reported burglaries in 2018 to 173 in 2019. 79 of the reported commercial burglaries were related to four incidents at storage units or multi -building locations. Per Department of Justice reporting requirements, each storage unit, shed or structure is reported separately, even though they may have occurred at the same time. Adjusting 2019 statistics for this fact and counting each incident as one commercial burglary would result in an adjusted increase in commercial burglaries of 18%. The Police Department continued to receive complaints in 2019 regarding adverse homeless behavior in the downtown. Many of these behaviors can be attributed to substance abuse, mental illness or a combination of both. In 2018 the Police Department added a full-time mental health specialist to the CAT. TMHA was awarded the contract from County Behavioral Health and worked with the Police Department to hire John Klevins. At the conclusion of 2019, after a full year of collaboration, downtown had a 16% decrease over 2018 in total calls for service and a 12% reduction in homeless calls for service. Downtown Metro Bicycle Officers were returned to bicycle patrol in April of 2019 as a result of new Officers successfully completing their field training program. The Downtown Metro Bicycle Team has been instrumental in being a visual deterrent and enforcement option in the downtown core and also played a large part in the reduction of calls in the downtown. The Police Department added two additional resources to further reduce harm in the downtown area: Sergeant and a civilian Field Services Technician (FST). The Downtown Sergeant has focused efforts in first -line supervision of the bicycle officers, built collaborative relationships with numerous organizations including Downtown SLO, the Chamber of Commerce, the Restaurant and Bar Association and numerous business owners. The civilian FST completed a field training program at the end of 2019 and has begun handling non -priority calls for service and proactive policing, in order to create more proactive patrol time for our officers. In the first five months, since September 20, 2019, the FST responded to 367 calls for service, took primary responsibility for 171 of those calls and wrote 80 reports. 2020 will be an exciting year as the culmination of these efforts will be seen in the continued proactive policing and patrols in the downtown core. Packet Page 141 Item 11 For the first time in several years, the Police Department became fully staffed (although several officers remained in training) in June of 2019. Being fully staffed will eventually allow the Police Department to fill all specialty positions that had been unfilled in the past. These specialty positions, including Motorcycle, CAT and Bicycle Officers, perform a critical function in the policing of the City. Having these specialty positions filled will drastically increase the amount of proactive policing that occurs in the community. Hiring, for all agencies has continued to be very challenging. Like many law enforcement agencies, the Police Department is having difficulty recruiting lateral employees. Lateral officers are through training in about a third of the time (4 months) that it takes for a new cadet (12 months) and allow us to reach full staffing sooner. The Police Department has completed a recruiting video, strengthened our outreach on Social Media and within communities outside of San Luis Obispo County, implemented a hiring bonus for out of county laterals, and increased employee morale. These efforts have been successful and have allowed the Police Department to attract high -caliber candidates when vacancies have occurred. PART 1 CRIMES Violent Crime 2018 2019 % Change Homicide 1 0 -100 Rae 51 39 -24 Robbery 33 34 Agg. Assault 103 114 Total Year Violent 188 187 Total Part I Crime 1999 1 1925 Police Operations: Property Crime 2018 2019 Chanue Commercial Burglary 80 173 +116 Residential Burglary 164 104 -37 Theft from Vehicle 432 434 0 Stolen Vehicle 74 74 0 General Theft 1061 953 -10 Total Year Property 1811 1738 -4 Records: In the Records Division, the number of reports processed went from 7,465 in 2018 to 6,828 in 2019 (9% decrease). The number of citations processed by the Records Division decreased from 6,018 in 2018 to 4,683 in 2019 (22% decrease). The number of Public Records Act requests also decreased, from 87 in 2018 to 61 in 2019. Although the number of requests was lower, the requests are becoming far more complex and time consuming to draft a timely response. In addition, changes to California Law in Senate Bill 1421 and Assembly Bill 748 required all Law Enforcement Agencies to disclose qualifying reports, audio and video beginning on July 1, 2019. This new procedure requires the review and redaction of related files, which can be extremely time consuming and highly technical. Packet Page 142 Item 11 Property In the Property Division, the number of Evidence Items booked in went from 7,035 in 2018 to 7294 in 2019. (4% increase) Discovery Orders processed decreased from 906 in 2018 to 666 in 2019. (26% decrease). Video evidence continues to be an area of significant increase requiring staff time. This evidence takes a great deal of time to review and produce. WatchGuard video recorded went from 79,375 in 2018 to 74,294 in 2019. (6% decrease) WatchGuard Video/Cases booked in as evidence went from 745 in 2018 to 1083 in 2019. (45% increase) The numbers are by case number, not by the number of videos in each case, which can be upwards of 10-15 videos per case. Dispatch: In the Communications Center staff saw an increase regarding the number of calls into the center. The number of calls increased by 4%, from 106,780 in 2018 to I11,193 in 2019. Calls for service decreased by 2% from 38,662 in 2018 to 37,943 in 2019. Dispatch reached full staffing in 2019 for the first time in several years after training several new Dispatchers. Investigations: In the Investigations Bureau, the number of cases assigned for follow up by an Investigator went from 293 in 2018 to 276 in 2019. (6% decrease). With the continued reassignment of the Special Enforcement Team (SET — four Officers) for the duration of 2019, fewer cases were generated with this vacancy. In 2019, the Investigations Bureau also had four of the five investigator positions turnover and start new in the unit, requiring additional training time to become a proficient investigator. The SET Team has been brought back to the bureau and will be operating at full capacity in 2020, employing proactive and creative solutions to address chronic and difficult to solve problems throughout the City. Staffing: During 2019, the Police Department lost approximately 13,420 hours due to illness, vacation, on - duty injuries and other assorted leave types. This total equates to a loss of almost seven officers for the year. The average uniformed officer handles roughly 900 calls for service per year assuming full staffing levels, or approximately 1100 calls per year when adjusted for lost time. Homelessness: This past year the police department responded to numerous complaints regarding the increase in transient camp occupancies and locations. The CAT, City Rangers and patrol officers increased their presence in known transient camp locations to enforce violations committed in their presence. The challenge law enforcement often faces is when there is no law or city code violation being committed, but there is considerable nuisance behavior. Being homeless or being in a group of transients in a space open to the public is not a crime. We have continued to educate and encourage the public and business owners to contact the Police Department when they observe violations being committed. In 2019, the Police Department leveraged a Service Level Agreement created in 2018, to direct which City Department is responsible for posting and removal of trash from identified camp locations. This agreement provides City departments guidance in addressing these issues collaboratively and in a timely manner. In evaluating calls for service pertaining to the homeless population during 2019 (to include contacts as suspects, victims or witnesses) these contacts decreased by 559 for a total decrease of 7% compared to 2018. Homeless calls for service have risen each year (except a small decline in 2014) from 4307 calls in 2012 to a high of 7591 calls in 2018. Homeless related calls for service Packet Page 143 Item 11 in 2012 accounted for 14% of all calls for service, and that number has steadily risen each year, to a high in 2018 of 23%. In 2019, the percentage of overall calls for service that are homeless related dropped for the first time since 2012, to 22%. In 2019 the Police Department's overall calls for service decreased by a total of 3% to 31,376 calls. Much of this decrease was seen early in the year and corresponded to an exceptionally wet winter resulting in lower calls for service and Officer on -view activity, and to the overall decrease in homeless calls for service for the year. One of the challenges the Police Department faced this past year was shortages in patrol, which had an impact on our downtown bike team and CAT. For the entire year, CAT has only had one CAT officer and a social worker. The combination of social worker and CAT officer has been a tremendous success and has provided far more services and outreach than could be possible working alone. When the Police Department reaches full staffing, a second CAT officer position will be filled. This will create a future need to identify a funding source for a second social worker to effectively double the amount of outreach and referral services provided to the community. Three of the four officers assigned to the downtown metro bicycle team were reassigned to patrol for the first three and a half months of 2019. This limited some of the effectiveness the team can have on many of the crimes and negative transient impacts within downtown. Traffic: Vehicle collisions have increased by 12%, with an 11% increase in pedestrian involved collisions, and a decrease of 18% in collisions involving bicycles. The Police Department has continued to focus on public outreach related to bicycle safety and primary collision factors related to these accidents. At the beginning of the 2018 school year, the Police Department implemented a new warning and education program related to bicycle violations. The goal was to use warnings when contacting individuals committing bicycle related violations. Officers were given the option to provide a warning and ask the violator to share the details regarding the violation they committed to help educate others. The violator was provided a card with the legal definition of the violation committed and asked that they share this information on Social Media. The goal of this program was to educate a greater number of individuals, while promoting a positive police image by helping to educate the public. The reduction in bicycle collisions in 2019 correlates to the increased messaging started in the 2018/2019 school year. The traffic team also conducted special enforcement related to primary collision factors in bicycle collisions. Packet Page 144 Item 11 In 2019, the Police Department received a grant through the Office of Traffic Safety (OTS) which funded eight special enforcements to address bicycle violations and three two-hour presentations on bicycle safety. Traffic and patrol continue to collaborate with Public Works as we examine collision prone locations in our City to address through education, enforcement and engineering efforts. In 2019, there was an 18% decrease in traffic citations issued and a 9% decrease in warnings. In 2019 there were 8,853 traffic stops completed, compared to 2018 when there were 10,224, a 15% decrease. One traffic officer has been vacant due to staffing for the entirety of 2019, which accounts for approximately 800 traffic stops in a year. In addition, we had several new officers in training during the first six months of 2019. These factors drastically reduce the amount of time our officers have to conduct proactive traffic enforcement. DUI arrests decreased by 31 % in 2019, from 329 to 226. The new officers in training, along with the surge in popularity of various ridesharing services and the implementation of downtown loading zones has reduced the number of DUI driver's in the community. We look forward to this trend continuing in 2020. Noise: Party related noise complaints decreased by 15% in 2019. This decrease marks the third year in a row that the Police Department has seen an all-time low in party related noise complaints since tracking began in 1998. This decrease is attributed to a variety of efforts made by the Police Department and building upon past initiatives and campus partnerships. Police Department staff continued to participate in summer orientation assemblies for over 4,500 incoming Cal Poly Freshmen and parents. These presentations provide staff with the opportunity to "front load" incoming students and their supporters with information on living in the City, City laws that are important to know and how to stay safe. Neighborhood officers continue to be engaged in community outreach, providing education at neighborhood meetings and conducting problem -oriented policing at locations before calls for service are generated. Neighborhood officers also visit properties that have had multiple noise violations to help educate residents and encourage wise social event planning. We have seen continued success with the newly instated party registration program which launched in May 2017. In 2019, 339 party registration applications were received and 242 were approved. Of the approved, only 38 phone warnings were made, and 3 citations were issued to events that failed to eliminate noise after the warning phone call. A wide variety of messaging methods are used by the Police Department to reach residents: social media ads, doorhangers, posters/flyers, e-blasts, in -person presentations, media releases and participation in the Student Community Liaison Committee. Lastly, the partnerships with Cal Poly and Cuesta College continue to provide many more opportunities for the noise and neighborhood wellness messaging. Information shared is dispersed through many different avenues including, student government, housing, Greek life, athletics, clubs and Off -Campus Programs. Packet Page 145 Item 11 llnwntnwn Downtown calls for service for daytime activity decreased by 14% and nighttime activity decreased by 17%. As previously mentioned, the Police Department operated with several shortages in specialty bicycle and CAT units for portions of the year. When fully staffed, the daytime bicycle team stays very proactive within the downtown, often handling problems prior to them being called in by the public. Downtown will continue to be a priority for bicycle officers, the downtown FST, CAT and all of patrol. In 2019, the Police Department saw a 26% decrease in officer initiated calls in the downtown, which is attributed to the reassignment of both the day and nighttime bicycle teams and the impacts of training several new officers simultaneously. Downtown officers have been utilizing crime prevention through environmental design techniques while partnering with Public Works and local businesses to improve conditions such as lighting, landscape, building maintenance, fencing, programming and traffic flow. By addressing some of these issues the City and local businesses can deter criminal activity. Currently there are 14 public cameras placed throughout the City, with the majority used in the downtown core and City parks. Conclusion: Our efforts are shown positively in many areas as demonstrated by the information above. Crime will continue to be a major priority for the Police Department. After significant increases in crime in 2015, and 2016, and the implementation of numerous crime reduction initiatives and community programs, the City has seen a 4% decrease in Part 1 crime for 2019. The Police Department also saw a 4% decrease in property related crimes for 2019. Property crimes continue to be a significant issue within the City, and throughout the State. Theft from unsecured vehicles and residences continue to be a problem within the City. Continued education has helped with decreasing the trend, which we will continue throughout 2020. These measures will include directed patrols targeted at problem locations, utilization of stings and undercover operations to catch criminals engaged in or looking for crimes of opportunity and using print media, social media and community meetings to educate our citizens to reduce victimization and increase awareness. The San Luis Obispo Police Facility was built in 1969 and was originally 9,000 square feet. Additions since then have increased the usable space to 12,800 square feet. The building is not ADA compliant, lacks any additional space for evidence storage, staff, equipment, training space, is not compliant to withstand major natural disasters, has significant plumbing, electrical, roofing, parking and HVAC issues. These infrastructure needs will be addressed through SLO Forward, as to not impact police service to the community. Public Engagement The public may submit comments in writing at the meeting regarding this item. No other public engagement was completed. Packet Page 146 Item 11 ENVIRONMENTAL REVIEW The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a "Project" under CEQA Guidelines Sec. 15378. FISCAL IMPACT Budgeted: Yes Funding Identified: Yes Budget Year: 2019-20 The Police Department is funded through the General Fund's annual budget appropriation adopted by the City Council. All efforts within the report are covered through the annual program allocations as outlined in the City's Financial Plan. ALTERNATIVES The City Council could choose not to receive and file the report. This is not recommended as the report provides a record of key crime related statistics and trends that are important for policy makers and the public to be aware of in our community. Attachments: a - 2019 Crime Report Update Packet Page 147 Item 11 Page intentionally left blank. Packet Page 148 Police Department 201812019 Crime Report Item 11 Packet Page 149 Item 11 COMMUNITY& POLICING Reducing Harm in SLO Packet Page 150 Accomplishments ■ PACT/PEACE/Community Engagement ■ Online Reporting ■ Social Media Outreach and Engagement ■ Homeless Calls for Service down 7% for 2019 (-559 calls) ■ Peer Support Team Training and Newsletter ■ Principled Policing/Police Legitimacy Training for all Officers ■ Cannabis businesses review and background checks ■ Lowest noise on record for the second consecutive year ■ Compstat — New dashboard and mapping with GIS for near real-time crime statistics and trends ■ FTE Crime Analyst, Property and Evidence Lead, Downtown Field Service Tech, Cannabis Detective Item 11 Packet Page 151 Crime Comparison 201812019 Murder 0 1 0 -100% Rape 39 51 31% 39 -24% Robbery 23 33 43% 34 3% Agg. Assault 111 103 -7% 114 11 % Burglary 172 244 42% 277 14% Larceny 1516 1493 -2% 1387 -7% MV Theft 94 74 -21 % 74 0% Part 1 Violent 173 188 9% 187 -.5% Part 1 Property ,M 1811 2% 1738 -4% Total Part 1 1955 1999 2% 1925 -4% Item 11 Packet Page 152 Item 11 Violent Crime — CA 2018 CRIME TRENDS STATEWIDE Crime in California has declined across all categories except for rape cases. Experts say that's largely because the definition was expanded in 2013. Crime 2018 incidents Change since 2009 Aggravated Assau It 105,315 P5% Arson 8,523 0-8% Burglary 164,540 Homicide 1,739 0-12% Larceny (Theft) 621,288 M 1% Motor Vehicle Theft 155.170 0-5% Rape 15,500 on Robbery 54,312 Ell-15% The definition €arrape was expanded in 2013. Source: California Department of Justice - Get the data Change since 2017 -1% -3% Packet Page 153 Item 11 Violent crime in CA 2018 ■ After reaching a low in 2014, the violent crime rate increased by 8.4 percent from 2014 to 2015, 4.1 percent from 2015 to 2016, and 1.5 percent from 2016 to 2017. In 2018, the violent crime rate decreased 1.5 percent. ■ Between 2013 and 2018, arson increased by 9.7 percent and burglary decreased by 31.9 percent. Over the same period of time, aggravated assault increased by 13.7 percent. ■ Violent crime CA — 4.44/1000 SLO 4/1000 Packet Page 154 Item 11 Property Crime in CA 2018 ■ The property crime rate decreased by 5.1 percent from 2017 to 2018 after decreasing 2.1 percent from 2016 to 2017. ■ SLO Property crime percentages in 2019 are 80% larceny, 16% burglary, 4% auto thefts. ■ Property crime CA — 23.6/1000 SLO 38.5/1000 Packet Page 155 Traffic 201812019 Collisions 534 527 -1% 588 12% Pedestrian 37 28 -24% 31 11 % Bike 39 47 21% 44 -6% Traffic Cites 5937 5003 -16% 4090 -18% Warnings 4945 5221 6% 4763 -9% DUI Arrests 364 329 -10% 226 -31 % acket Page 156 Noise 201812019 Noise Complaints 1483 1439 -3% 1228 -15% Cites 209 204 -2% 149 -27% DACS 456 363 -20% 376 4% UTL 117 140 20% 113 -19% Neg. Violation 661 681 3% 559 -18% Landlord Cites 122 97 -20% 84 -9% Packet Page 157 NSPY 2009-2019 r1spy co 500 IN r, CD IN cr) 2000 Rt Rt r- 1500 IN IN mm mm 1000 500 0 2D10 2D11 2012 2D13 2D14 2D15 2016 2D17 2D18 2019 Item 11 Total Calls for Service 2009-2019 35000 30812 30336 29963 31917 31376 3DOOO 28165 28774 26996 . { 25000 2DOOO 15000 1DOCOO 5COO 0 0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Calls for service have increased 11 % in the past 10 years. Packet Page 159 Item 11 2019 Call for Service by Type Trespassing 6% Theft 8% Welfare Check 10% 9-1-1 ABANDON 6% Loitering % Alarm Audible 9% Assist Req 10% Packet Page 160 Item 11 Homeless SLO City & County Sheltered 158 189 20% 156 -17% Unsheltered 324 222 -31 % 326 47% Total 482 411 -15% 482 17% Sheltered 392 345 -12% 311 -10% Unsheltered 1123 780 -31 % 1172 50% Total 1515 1125 -26% 1483 32% Packet Page 161 Item 11 Homeless Calls for Service Homeless CFS ors. Total CFS 35000 30000 25000 20000 15000 10000 soon 0 2012 2013 2014 2015 2016 2017 ■ Total CFS 30818 30360 29974 31928 32738 33106 ■ Homeless CFS 4307 4645 4498 5503 6285 7102 ■ of Total 1490 15l 15% 17% 19% 21% 2018 2019 32421 31376 7591 7032 23% r 22% 2019 — 22% of Citywide CFS In 2019 there was a 7% decrease from 2018 Packet Page 162 Item 11 Downtown Calls for Service Downtown CFS ors. Total CFS 35000 30000 25000 20000 15000 16 10000 5000 6 ■ ■ 0 2012 2013 2014 2015 2016 2017 2018 2019 ■ Total CFS 30818 30360 29974 31928 32738 33106 32421 31376 ■ Downtown CFS 5123 4102 4211 4424 4950 5076 4828 4053 ■ % of Total 17% 14% 14% 14% 15% 15% 15% 13% 2019 — 13% of Citywide CFS In 2019 there was a 16% decrease from 2018 Packet Page 163 Homeless vs. Downtown Homeless CFS Homeless CFS vs. Downtown Homeless CFS 7000 6000 5000 4000 3000 2000 1000 0 ■ DT Homeless ■ Total Homeless CFS ■ of Total 11 2012 901 4307 21% 2013 2014 2015 2016 2017 956 1016 1214 1404 1509 4645 4498 5503 6285 7102 21% 23% 22% 22% 21% 201811 1557 7591 21% II 2019 1366 7032 19% In 2019 19% of all Homeless Calls for Service occurred in Downtown ket Page 164 Item 11 Mental Health Related Calls for Service 2016 288 88 31% 2017 303 111 37% 2018 207 103 50% 2019 252 119 47% 2018/2019 - 22% increase 14W Packet Page 165 Item 11 Top 10 Offenders ■ Average age is 44 Years Old ■ Total arrests — 229 ■ 90% are homeless and refuse services (CAT team) ■ Violations Include ■ Alcohol Offenses ■ Drugs ■ Trespassing ■ Smoking in Public Place ■ Leash Law ■ Warrants Packet Page 166 Item 11 Community Action Team (CAT) Social Worker John Klevins completed his first year with CAT ■ Over 582 different individual engaged in the past 16 months ■ Over 290 new contacts during this period (7/1/19 to present) ■ 99 of these new contacts have engaged in Behavioral Health Programming (mental health or substance abuse) ■ 82 individuals have received assistance in getting off the streets. This included: Relocation to Prado 50 Now Program Family Reunification Drug & Alcohol Programs ■ Over 300 governmental employees (City, County, Parks, Fire, Police, Library) have received CIT related training from SLOPD CAT ■ There will be a future need for a second social worker as the second CAT Officer comes online Packet Page 167 Item'W— " Records Reports 8073 A- 7465 -7% 6828 -f% A Cites 7084 6018 -15% 4683 -22% Evidence IMEMEMINEMINIMA, INM� W, �§Wffll ONE Evidence 7801 7035 -10% 7294 4% Booked X A m PRR 816 906 +10% 666 -26% Video 62,815 791375 +21 % 74294 -6% Evidence Video 757 745 -2% 1083 45% Booked Packet Page 168 Item 11 Strategies for Crime Reduction ■ Intelligence led policing efforts — New Crime Dashboard ■ Community outreach and education ■ Innovative enforcement strategies ■ Online Reporting ■ CFS reduction initiatives ■ Focus on downtown ■ Partnership with residents, businesses ■ Continued partnership with homeless outreach agencies ■ Cal Poly and Cuesta outreach and collaboration ■ Increased enforcement efforts ■ Added Downtown Sergeant and Downtown Civilian FST Packet Page 169 Item 11 Current Challenges ■ Meeting community needs while addressing increases in workload ■ Length of new Officer training program ■ Homeless and transient impacts ■ Crime and nuisance ■ Increased special events/protests ■ Continued impacts related to changes in California Law Packet Page 170 Item 11 Current Projects ■ Supporting FHRP (Dispatch Consolidation/Contract Feasibility Study) ■ Working with the cannabis industry for successful integration in SLO (expected opening of first storefront in 2020) ■ Update and extension of the Police Department strategic plan (Original Plan was 2016-2020) ■ Development of goals to incorporate regionalism, climate action multi -modal safety and diversity/inclusion ■ Crime reduction strategies ■ Planning for SLO Forward and a new police facility Packet Page 171 Item 11 QUESTIONS? Packet Page 172 Police Department 201812019 Crime Report Current Projects ■ Supporting FHRP (communications, technology —reduce workload, increase efficiency, staffing) ■ Working with the cannabis industry for successful integration in SLO (expected opening of first storefront in 2020) ■ Update and extend the Police Department strategic plan (Original Plan was 2016-2020) ■ Development of goals to incorporate regionalism, climate action multi -modal safety and diversity/inclusion ■ Focus on reducing harm ■ Planning for SLO Forward and a new police facility COMMUNITY& POLICING Accomplishments ■ PACT/PEACE/Community Engagement ■ Online Reporting ■ Homeless Calls for Service down 7% for 2019 (-559 calls) ■ Peer Support Team Training and Newsletter ■ Principled Policing/Police Legitimacy and CIT Training ■ Cannabis Det and business integration ■ Lowest noise on record for the second consecutive year ■ Compstat — New dashboard and mapping with GIS for near real-time crime statistics and trends, LexisNexis, Analyst ■ Focus on Downtown with dedicated staff with 16% decrease in calls for service and lowest in 8 years ■ Crime reduction 4% and lowest in 5 years Violent Crime in CA 2018 ■ Murder, Rape, Aggravated Assault, Robbery ■ After reaching a high in 2014, the violent crime rate decreased by 19% percent from 2014 (237) to 2015 (191) and has continued to decrease to where we are in 2019 at 187. ■ Violent crime CA — 4.44/1000 SLO 3.97/1000 Property Crime in CA 2018 ■ Residential, Commercial and Vehicle Burglary, Theft, Vehicle Theft ■ The property crime rate increased 28% from 2014 (1439) to 2015 (1844) with another 12% increase in 2016 (2076) but has decreased since to where we are in 2019 at 1738. ■ SLO Property crime percentages in 2019 are 80% larceny (theft and vehicle burg), 16% burglary, 4% auto thefts. ■ Property crime CA — 23.6/1000 SLO 36.97/1000 Total Calls for Service 2009 - 2019 35000 30812 30336 29963 32720 33066 31917 32398 31376 30000 28165 28774 _ 26996 25000 SEE 20000 15000 10000 5000 0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Calls for service have increased 11 % in the past 10 years. 2019 Call for Service by Type Trespassing 6% Theft 8% Su 9-1-1 ABANDON Welfare Check 6% 10% _\ Loitering 7% ABAND VEHICLE 8% Disorderly 11% \farm Audible 9% Assist Req 10% Crime Comparison 201812019 Murder 0 1 100% 0 -100% Rape 39 51 31 % 39 -24% RotAery J�LO'Q`_ 43% ML. 3% Agg. Assault 111 103 -7% 114 11 % Murglary _L 172 J�� 42% �L 14°/AM Larceny 1516 1493 -2% 1387 -7% Motor Veh. Theft Part 1 Violent 173 188 9% 187 -.5% Part 1 Property ][782 18Z_K1738 -40/1[ Total Part 1 1955 1999 2% 1925 -4% Traffic - 2018 / 2019 Collisions AM 534 527 IM1588 12% Pedestrian 37 28 -24% 31 11 % 47 21 % Ammr -6% Traffic Cites 5937 5003 -16% 4090 -18% Pedestrian 896 707 -21 % 610 -14% Bike 506 415 -18% 230 -46% Warnings 4945 5221 6% 4763 -9% DUI Arrests 364 329 -10% 226 -31 % Noise 2018/ 2019 Noise Complaints 1483 1439 -3% 1228 -15% Cites 209 204 -2% 149 -27% DACS 456 363 -20% 376 4% UTL 117 140 20% 113 -19% Neg. Violation 661 681 3% 559 -18% Landlord Cites 122 97 -20% 84 -9% NSPY 2009-2019 NSPY 2500 rn IN N m r-I CD Ncn rn 2000UD Ln 1500 1000 500 0 2010 2011AL2012 2013 2014 2015 2016 m rn 00 rm 00 N 2017 2018 2019 Party Registration Since Inception Year Submitted Approved Denied Warning Call Citation 2017* 35 24 11 5 0 2018 115 99 27 9 1 2019 339 242 91 38 3 *program launched in May 2017 APPROVED 242 DENIED 91 • LATE SUBMITTAL 33 • PREMISED 35 • COMMON AREA 3 • NOT IN CITY 1 • DAY REQUESTED NOT ELIGIBLE 18 • 2 PRIOR PHONE WARNINGS 1 PHONE WARNINGS 38 CITATIONS ISSUED 3 Homeless SLO City &county Sheltered 158 189 20% 156 -17% Unsheltered 324 222 -31% 326 47% Total 482 411 -15% 482 17% Sheltered 392 345 _ -12% 311 -10% Unsheltered 1123 780 -31% 1172 50% Total 1515 1125 -26% 1483 32% Homeless Calls for Service Homeless CFS vs. Total CFS 35000 30000 25000 20000 15000 10000 50000 2012 2013 2014 2015 2016 2017 2018 2019 ■ Total CFS 30818 30360 29974 31928 32738 33106 32421 31376 ■ Homeless CFS 4307 4645 4498 5503 6285 7102 7591 7032 ■ % of Total 14% 15% 15% 17% 19% 211YG 23% 22% 2019 — 22% of Citywide CFS In 2019 there was a 7% decrease from 2018 Downtown Calls for Service Downtown CFS vs. Total CFS 35000 30000 25000 20000 15000 10000 50000 2012 2013 2014 2015 2016 2017 2018 2019 ■ Total CFS 30818 30360 29974 31928 32738 33106 32421 31376 ■ Downtown CF5 5123 4102 4211 4424 4950 5076 4828 4053 ■ % of Total 17% 14% 14% 14% 15% 15% 15% 13% 2019 —13% of Citywide CFS In 2019 there was a 16% decrease from 2018 Homeless CFS vs. Downtown Homeless CFS Homeless CFS vs. Downtown Homeless CFS 8000 7000 6000 - 5000 4000 3000 2000 10000 2012 2013 2014 2015 ■ DT Homeless 901 956 1016 1214 ■ Total Homeless CFS 4307 4645 4498 5503 ■ Y. of Total 21% 21% 23% 22% 2016 2017 2018 2019 1404 1509 1557 1366 6285 7102 7591 7032 22% 21% 21% 19% In 2019 19% of all Homeless Calls for Service occurred in Downtown Community Action Team (CAT) Social Worker John Klevins completed his first year with CAT 09/2018 to present ■ Over 582 individuals engaged ■ Over 290 new contacts during this fiscal period (7/1/19 to present) 99 of new contacts have engaged in Behavioral Health Programming (mental health or substance abuse) ■ 82 accepted assistance in getting off the streets. ■ Relocation to Prado ■ 70 Now Program ■ Family Reunification Drug & Alcohol Programs ■ Over 300 governmental employees (City, County, Parks, Fire, Police, Library) have received CIT related training from SLOPD CAT ■ Anticipate a future need for a second social worker as the second CAT Officer comes online Mental Health Related Calls for Service 2016 288 88 31% 2017 303 111 37% W, 207 103 50% F249 252 119 47% 2018/2019 - 22% increase Current Challenges ■ Meeting continually changing community needs ■ Time required to hire and train new Officers to solo status (overtime, over hires, lost time, IOD) ■ Homeless and transient impacts ■ Crime and nuisance ■ Increased special events ■ Continued impacts related to changes in California Legislation Current Projects ■ Supporting FHRP (communications, technology —reduce workload, increase efficiency, staffing) ■ Working with the cannabis industry for successful integration in SLO (expected opening of first storefront in 2020) ■ Update and extend the Police Department strategic plan (Original Plan was 2016-2020) ■ Development of goals to incorporate regionalism, climate action multi -modal safety and diversity/inclusion ■ Focus on reducing harm ■ Planning for SLO Forward and a new police facility QUESTIONS?