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HomeMy WebLinkAbout03/28/1995, C-2 - FEDERAL CRIME BILL GRANT POSITIONS SIIqPa city of San L"I S OBISPONjj �•-�d 9s %�II COUNCIL AGENDA REPORT �,Z FROM: James M. Gardiner, Chief of Police:' SUBJECT: Federal Crime Bill Grant Positions CAO RECOACMENDATION: Approve application for two sworn police officer positions under the COPS FAST program of the 1994 Federal Crime Bill. BACKGROUND Late last year at the request of the Police Department, the City Administrative Officer approved initial application for two sworn officer positions under the provisions of the COPS FAST element of the 1994 Federal Crime Bill. These positions are specifically designated for cities with a population of less than 50,000 and have to be used in some aspect of a "community oriented" policing program. These positions provide funding of$25,000 per officer for each of the three years of the grant period. There is a requirement that these positions be new or "re-hired" officers and have to be retained for at least three years after the grant ends. In the initial proposal to the CAO, the Police Department identified the re-establishment of the School Resource Officer (SRO) program as one of the positions. While less definitive, the second position was proposed for dealing with police service issues in the downtown. In late January, the City was notified that our initial application for both positions had been approved. The full application package was received at the beginning of March. DISCUSSION This grant offers an excellent opportunity to enhance our already strong community based policing philosophy. Both of the proposed positions will develop closer contacts within the community. Most significantly, each of the positions will significantly enhance our preventative efforts through education and visibility. School Resource Officer As you are aware, the very successful School Resource Officer (SRO) program was shifted to the DARE program in 1988. The SRO was a partnership with the San Luis Coastal Unified School District (SLCUSD) with both entities sharing the costs of the program. The efforts of this officer were primarily focused on the high school campus. While both the District and the City would have preferred to keep the program, budget considerations precluded having both DARE and SRO at that time. Again working in partnership with the SLCUSD, we believe that the SRO program will help work with one of the most important groups in our community - our youth Since the loss of the initial program, there have been few opportunities to provide non-enforcement contacts on 02- city of San tuts osIspo MiN COUNCIL AGENDA REPORT the high school campus. We have not had the opportunity to participate in classroom instruction on a regular basis. We have also lost the immediate accessibility to an officer on campus for students, teachers, and administrators. Since 1988 we have also seen increasing problems related to our youthful population and schools. Even with an effective DARE program, there have been increasing problems related to illegal drugs and substance abuse both on and off campus. There have also been increasing reports of assaults and complaints of verbal and physical intimidation of students and faculty. We propose reestablishing the program in the same spirit of collaboration and mutual cost sharing. Working closely with Superintendent Ed Denton, we have developed eleven key objectives for the position. They are to: 1. Expand on our community oriented policing concepts in preventing local youth crime at the high school and middle school levels. 2. Maintain and create positive relationships with students, faculty, and the police department. 3. Provide support and be a resource to school faculty and staff relating to criminal behavior committed by or upon any student. 4. Provide classroom instruction to high school and middle school students about law enforcement's role and improving the quality of life in our community. 5. Provide training for school staff in law enforcement related topics such as child abuse reporting, search and seizure laws, and drug symptomology. . 6. Identify and provide referral services to students and their families who would benefit from juvenile diversion programs. 7. Provide youth programs and activities during after-school hours and summer vacations. 8. Provide mobile campus security during arrival and departure times of students on school days. 9. Provide police services and youth guidance at school athletic events and other school functions. 10. Identify criminal behavior occurring on or around campus and coordinate enforcement efforts. 11. Act as member and resource to the School Attendance Review Board (SARB) in locating truants and placing them back into the appropriate school setting. As the objectives identify, the SRO program will involve close interaction with school administrators, faculty, and students. We believe it will help fill a critical need and link in city of San L"iS OBISpo COUNCIL AGENDA REPORT preventative and enforcement efforts on and around school campuses. The program also represents another collaborative effort between the SLCUSD and the City in dealing with our mutual issues and responsibilities. Downtown Police Services The downtown remains one of the City's most vital and important assets. Recent improvements and additions have brought even more people into the downtown for shopping, entertainment, and relaxation. It is in the best interests of all community members to ensure that this area retains its generally safe and secure environment Over the past several years we have seen numbers of calls for service in the downtown. In 1994 they represented approximately 13% of all calls for service in the City. More importantly, these 1994 totals for downtown were an increase of 78% over 1993. These increasing demands for service required the establishment of a downtown foot beat for four hours a day. Since regular resources were not available, the position has been staffed on overtime at a cost of approximately $40,000 annually. While this has been effective, it is clear that a consistent, long-term commitment and focus on the downtown is needed. As part of the police department's planning for the future, the downtown was identified as one of the primary issues. A working group of line personnel is currently involved in a planning process to determine the range of problems, clients, and potential strategies for dealing with the service issues in this vital part of our community. While the full plan will is being developed for the beginning of the fiscal year this July, preliminary objectives include: 1. Provide increased patrol and follow-up for downtown businesses, tourists, shoppers, and special events. 2. Provide increased crime prevention services to local businesses by working with the Business Improvement Association and the Chamber of Commerce. 3. Coordinate the efforts other City departments, businesses, and other groups or individuals to ensure the safety and quality of the overall environment in the downtown. As full plans for the downtown are developed, the full time commitment of a sworn officer to the area will be necessary. Additionally, initial discussions with local business owners has produced the offer for the free use of some building space as an office for the position. This opportunity to include some kind of"store-front" operation provides even more possibilities for interaction with the public. With these general parameters, we believe that this position is exactly the kind envisioned in the grant guidelines. It will provide the resources to focus on this increasingly important part of our community. ''►111111111011111 city of san tins osIspo COUNCIL AGENDA REPORT CONCURP"CES 1. SRO position - Superintendent Denton has given his full support and will include funding for their portion of the position in the District's 1995-96 budget with a recommendation for continued support as required by the grant 2. Downtown position - Discussions with downtown business owners have been very positive concerning the position. A verbal commitment has been given by a property owner for use of office space for the program. If it is determined that this space is to be used, a formal written agreement would be developed. FISCAL EMPACT 1. SRO position - Program personnel costs are: FY 95/96 FY 96/97* FY 97/98* Officer cost $58,740 $58,740 $58,740 Grant funding 259000 257000 25,000 Balance 339740 339740 332740 City cost 16,870 162870 16,870 SLCUSD cost 16,870 162870 16,870 *Costs for these years adjusted by any negotiated salary increases. Under the shared costs concept of the program, the salary costs for both the City and the District would be split equally during the three year requirement after grant funding ends. The actual costs would be dependent upon salary and benefits in place at that time: There would be a one time cost for equipment for this new position (Le., radio, vest, etc.) of approximately $2,500. Since this equipment would stay with the City, it is proposed that this be a City expense. 2. Downtown position - Program personnel costs are: FY 95/96 FY 96/97* FY 97/98* Officer cost $58,740 $589740 $587740 Grant funding 259000 25,000 25,000 City cost 331740 33,740 33,740 *Costs for these years adjusted by any negotiated salary increases Liz-1� �I�� ►�IIII@�- City Of San LjIS osispo OwMA COUNCIL AGENDA REPORT If this position is approved, the current downtown foot beat will be discontinued. This will eliminate the current $40,000 in overtime currently used for this program. There would be a one time cost for equipment for this new position (Le., radio, vest, etc.) of approximately $2,500. Office Imurovements If the "store-front" office is implemented, it is anticipated that there will be an additional expense of approximately $5,000 for tenant improvements and equipment CONCLUSION In these difficult fiscal times, this grant money provides a unique opportunity to improve our police services through education, prevention, and enforcement. Both of these positions will enhance our direct contacts with various segments of our community. If in the unlikely situation that budgetary decisions force these positions to not be recommended as part of the 1995-97 financial plan, the City will incur no obligation by the completion of the application. I