HomeMy WebLinkAboutAgenda Report - January 26, 1993She c c a 1 aw,n � G l
CITY COUNCIL MEETING
January 27, 1993 .
BUDGET PRESENTATION FOR POLICE DEPARTMENT
CC -21(b) Mayor Pennino opened the meeting and reminded the audience
of the following guidelines for public input at the "Town
Hall" meetings.
"Specifically, the public is invited to tell the City
Council:
1. what City services do you (the public), feel
could be reticed or eliminated?
2. what ideas do you have for making the City
more efficient?
3. what City services are you willing to pay.
more for in order to maintain .them?
4. what City services are you DNWZLLINCi''to see
cut, no matter what?"
Police Chief Williams introduced the.subjeci�en& presented :.
an overview of the responsibilities of."I'the Police
Department. The Police Chief also informed :'the`;: City
Council and the public that due to the increased.voii2oad.
and a temporary reduction of staff in the RecoidsDivision .
the Police Department is closing this section to the yublic.!'�
on Wednesdays beginning February 3, 1993-until;:it is,`;CaughV-.*
up on its workload.
The following speakers then presented the specifics of
their Divisions in the Police Department:
a) Captain Larry Hansen, Patrol Division;
b) Captain Jim Schick, Police Services Division;
c) Sergeant Garold Murray, investigations
Division; and
d) Sergeant Richard Dean, Narcotics/Gang
Division.
Following a lengthy discussion among the Council and those
who had made presentations, the Mayor then opened the
hearing to the public. Speaking regarding the matter were
the following:
a) Frank Alegre, 2000 Edgewood Drive, Lodi;
b) Virginia Snyder, 412 East Oak Street, Lodi;
c) Clarence Hartley, Lodi resident;
d) Arthur Price, 1053 Port Chelsea Drive, Lodi;
CITY COUNCIL MEETIN.i
January 27, 1993
e) Virginia Lahr, 311 East Elm Street, Lodi;
and
f) Jean Davenport, 445 Almond Drive•#45, Lodi.
4rI". 2
L 0 D I P 0 L I C E D E P A R T M E N T
M e m o r a n d u m
To: City Manager
From: Police Chief
Date: January 26, 1993
Subject: Closure of Records Section
We have been short a polide clerk in the records section
since Oct. 1992 due to maternity leave. She will not be
back to work until April. Due to the budget problems we
have not been able to hire additional help and the data
entry and filing have been falling behind. At the time she
went on leave data entry was about three days behind. At
present we are thirty days behind. In addition to this we
have just learned another clerk from records has been
selected for jury duty in a homicide trial, expected to
last at least four weeks.
In order to relieve the work load on the remaining
personnel I feel it is necessary to close records section
to the public every wed. This will allow the remaining
clerks an opportunity to complete the work without having
to deal with the public.
The impact on the public should be minimal as the section
will still be open four days a week to provide reports,
etc. Prior to implementing this on Wed. 2-3-93 we will
have the news sentinel run a story and will also post a
notice at the counter.
i
LODI POLICE DEPARTMENT
An Honor to Serve ... A Duty to Protect
LODI POLICE DEPARTMENT
An Honor to Serve ... A Duty to Protect
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CRIMINAL S[NG►ANT
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NUMICS OE[ICn [.1
teang Unit (2) •�•"� "•" �•
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Animal Control
Officer
Assistant Animal
Control Officer
Animal Control
Aide (Part Time)
Reserve Officer
Volunteers (12)
60
LODI POLICE DEPARTMENT
PATROL DIVISION
Patrol Division
Commander
Watch Commander
Lieutenant (4)
Field Supervisor
Seraeant (6)
Page 2
JANUARY 1993
Police Records
Clerk III
Police Officer (35)
Traffic Unit
Motor Officer (3)
Community Service
Officer (CSO) (3)
Police Explorer
Volunteers (13)
RECORDS
Warrants Cl
Traffic Cle
Corresponde
Data Entry
L 0 D I P 0 L I C E D E P A R T M E N T
SERVICES DIVISION
Page 3
AILERS
off sequence
(6)
off sequence
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JANUARY 1993
LODI POLICE DEPARTMENT
INVESTIGATIONS DIVISION
Page 4
Crime Anal st
Community Service
Officer (CSO)
Page 4
LODI POLICE DEPARTMENT
20+ YEAR COMPARISON (1971 - 1993)
NO. OF SWORN TOTAL LPD
SWORN OFFICERS TOTAL LPD EMPLOYEES
YEAR POPULATION OFFICERS per 1,000 EMPLOYEES per 1,000
1971/72
29,078
40
1.37
51
1.75
1972/73
29,950
40
1.34
51
1.70
1973/74
31,231
44
1.40
59
1.88
1974/75
31,100
44
1.41
59
1.89
1975/76
31,500
44
1.39
59
1.87
1976/77
32,150
44
1.36
59
1.83
1977/78
32,250
44
1.36
60
1.86
1978/79
32,932
48
1.45
64
1.94
1979/80
33,350
50
1.49
66
1.97
1980/81
35,221
50
1.41
66
1.87
1981/82
35,574
50
1.40
66
1.85
1982/83
36,928
50
1.35
66
1.78
1983/84
38,318
54
1.40
70
1.82
1984/85
39,475
56
1.41
74
1.87
1985/86
41,281
56
1.35
80
1.93
1986/87
43,293
60
1.38
84
1.94
1987/88
45,794
62
1.35
91
1.98
1988/89
48,042
63
1.31
96
1.99
1989/90
49,221
64
1.30
100
2.03
1990/91
50,328
68
1.35
104
2.06
1991/92
51,874
69
1.33
105
2.02
1992/93
52,539
69
1.31
105
1.99
Page 5
FISCAL YEAR
1988-1989
1989-1990
1990-1991
1991-1992
1992-1993
STAFFING CHANGES - FIVE-YEAR PERIOD
TECHNICAL
PATROL INVESTIGATIONS SERVICES ADMIN. TOTAL
52 12 19 6 89
54 13 20 6 93 +1
56 14 22 6 98
56 16 24 6 102
53 20 23 6 102
Above total employees do not include Reserve Officers (which
are volunteer), Explorers volunteer high school students), or
the Animal Shelter.
Page 6
LODI POLICE DEPARTMENT
FIVE-YEAR BUDGET SUMMARY
Fiscal Year
Total Personnel $
Total Other $
Yearly Total
1988-1989
$4,088,670
$436,870
$4,525,540
1989-1990
$4,233,561
$540,474
$4,774,035
1990-1991
$5,056,505
$608,845
$5,665,350
1991-1992
$5,512,480
$694,920
$6,207,400
1992-1993
$5,991,687
$601,473
$6,593,160
Page 6A
CITIZEN COST FOR POLICE PROTECTION
BASED ON
AVERAGE HOUSEHOLD OF THREE (3)
Household Cost
City
Population
Police Budget
Per Month
Manteca
41,500
$ 4,500,000
$27.11
Lodi
52,539
$ 6,593,160
$31.37
Tracy
38,000
$ 4,788,900
$31.50
Roseville
50,000
$ 7,000,100
$35.00
Stockton
221,585
$37,000,000
$41.74
*Manteca has the lowest police staffing in San Joaquin County.
Page 7
Year
1988
1989
1990
1991
1992
LODI POLICE DEPARTMENT
Calls For Service
41,947
42,953
44,830
42,720
57,899
This represents a 35.6% increase in calls in the last five
years. Lodi population has increased approximately 9.48 in the
last five years.
Page 8
LODI POLICE DEPARTMENT
*Calculations include all larcenies.
Page 9
20+ YEAR COMPARISON
(1971 - 1993)
No. of
PART 1
CRIME RATE
YEAR
POPULATION
CRIMES
per 1,000
'_==--xaxxoacxxaxo==a=xxcaax=-oxxcc==oc=aexxccs=xaxaaasxssas:ansa
1971/72
29,078
418
1.43
1972/73
29,950
611
2.04
1973/74
31,231
618
1.97
1974/75
31,100
752
2.41
1975/76
31,500
777
2.46
1976/77
32,150
784
2.43
1977/78
32,250
835
2.58
1978/79
32,932
1057
3.20
1979/80
33,350
*2808
8.41
1980/81
35,221
2697
7.65
1981/82
35,574
2833
7.96
1982/83
36,928
2775
7.51
1983/84
38,318
2571
6.70
1984/85
39,475
2982
7.55
1985/86
41,281
3401
8.23
1986/87
43,293
3786
8.74
1987/88
45,794
3964
8.65
1988/89
48.042
4497
9.36
1989/90
49,221
4537
9.21
1990/91
50,328
4413
8.76
1991/92
51,874
4509
8.69
1992/93
52,539
4227
8.04
*Calculations include all larcenies.
Page 9
L O D I P O L I C E D E P A R T M E N T
M e m o r a n d u m
To: City Manager
From: Police Chief
Date: January 26, 1993
Subject: BUDGET REDUCTIONS
The following are options I would suggest as ways to reduce
the Police Department budget in the 1993-94 fiscal year.
With personnel costs being 908 of our total budget it
becomes obvious any meaningful cuts can only come through a
reduction in personnel. It is almost certain that
reductions in personnel must result in the level of service
delivery, be it the loss of programs, the increase in
response time, or the manner in which we provide the
service.
I would like to list several options for cost reduction
with the approximate savings attached to each. Depending
on the actual loss of revenues, any one, or a combination
of the options, could be used.
The first thing I have attempted to do is to cut costs
without having to lay anyone off. This does not mean we
would not lose positions. For instance, between now and
July, there will be three retirements in the Department;
Myself, Lt. Bruce Dick, and Officer Leland Schmiedt. If
both my position and the Lieutenant's position were filled
from the ranks we would have three vacancies on patrol.
With the current hiring freeze we would be able to save
approximately $187,500 in personnel costs. Obviously this
would leave us with three less patrol officers. When you
consider I removed one patrol officer from the street for
the Gang Unit, this would make us four short on the
street.
We now have a choice to make. Do we reduce the level of
service on the street by not responding to certain types of
calls, taking them over the phone or by mail rather than
assign an officer, or do we cut programs?
Two officers are currently assigned to the Combined Rural
and City Narcotics Enforcement Team (CRACNET). One of
those positions is funded by a grant, and the funding is
Page 10
January 26, 1993
Page 2 •
contingent on the City funding one person for the team. By
bringing these two officers back to the City we would make
up for half of our manpower shortage. By the same token we
would be picking up one more salary and our net savings
would only be $125,000. The negative impact to this
proposal would be the lack of ability to work major drug
dealers. Our own narcotics unit often develops the
information, but only CRACNET has the resources to pursue
major dealers, which is their Main focus.
A second source of manpower would be the Drug Suppression
Unit (DSP). We currently have two officers assigned to
this unit. The officers teach in the schools in an effort
to stop drug abuse before it starts. Once again, we have
one officer funded by the City, and one funded by the
school district. If we were to disband this unit, we would
have two additional officers for the street one of which we
are noc presently funding. The negative side of disbanding
this unit needs no further explanation than we are removing
an investment in our future. I will discuss this further
under privatization.
Another possible cost reduction without loss of personnel
would be to eliminate the Canine Unit. This would result
in a cost savings of approximately $50,000, based on care
and feeding of the animals and overtime costs. The
negative aspect of this would be the loss of the dogs in
searches, both building and outdoor. This could result in
more danger to officers, fewer suspect apprehensions and
more time spent in searches. Of equal importance is the
loss in goodwill the dogs bring with the public.
Further significant cost reductions would require laying
off employees. If my first recommendation were to be
followed, then I do not believe we could afford to lose
further sworn officers. This would mean cutting non -sworn
positions. While I do not believe dispatch is sacrosanct,
there would be no cost savings in further cuts in that
area. Due to the combination of duties, police, fire, 911
and the jail, overtime would be dictated to keep at minimum
staffing levels. Historically, this unit has been
undermanned due to turnover. At the present time we are
one dispatcher short, another is in training (which takes
six months), and a third is on light duty due to injuries.
Crime Analyst: Reduction is approximately $45,000.00.
This individual currently prepares bulletins for patrol on
the "most wanted" individuals, and conducts research for
crime trends in an effort to be proactive rather than
reactive.
Page 11
January 26, 1993
Page 3
Community Services Officer (CSO): Reduction is
approximately $32,000.00. We currently have seven
community service officers as follows:
Three - Patrol
One - Investigations
One - Technical Services
Two - Administration
Prior to the current budget year there were no CSO's in the
Services Division and four in Patrol. Due to the need to
reduce the current budget, we eliminated one dispatch
position, which was vacant at the time.
Upon the retirement of Property & Evidence Technician Mack
Flanders in 1987, the position was downgraded and filed by
a dispatcher on special assignment for two reasons, a
salary reduction and a .place to assign a dispatcher who
needed a break from the stress of dispatch. Recently this
position has been downgraded further and is now being
filled by a CSO reassigned from patrol.
We have two CSO's assigned to the Crime Prevention Unit.
Their duties include:
Neighborhood Watch - 3,000 Citizens Actively Participating
Over 250 groups developed in Lodi
118 Group meet on a regular basis
Average of 33 new groups developed each year
CSO's organize and instruct all new groups
3,000 members receive a monthly newsletter
Interact with and resolve neighborhood disputes
Hold follow-up meetings
Inform groups of activity in their area regularly
Citizens Awareness - Over 1,200 Have Completed This Course
85 to 100 attend classes annually
11 week course offered twice each year
Crime Prevention Fair
10,000 people attended last year
Working on 7th Annual event set for May 16, 1993
Raise approximately $5,000 annually through local
contributions
Over 50 organizations & businesses take part in the
event
Page 12
January 26, 1993
Page 4 `
National Night Out
Organized over 50 Neighborhood Watch groups to meet
Each group was visited by the CSOs
Lodi received a National Award for efforts in 1991 &
1992
Lodi's Hilborn Street -California's 1992 Grand Prize
Winner
Programs & Presentations
Program Type 0 Programs
Attendees
Safety Patrol'Training
it
390
K -6th School Programs
20
600
K -6th Assembly Programs
19
5,600
Preschool/After School
78
2,340
Bicycle Safety Rodeos
17
620
Tours of Police Dept.
52
780
High School & Jr. High
15
489
Citizens Awareness
22
80
Neighborhood watch Programs
33
500
Churches/Civic Groups/etc.
57
1,740
Business Safety/Security
13
210
In-touch/Home & Business
29
29
Security Checks, etc.
Total
366
13,378
Student Safety Patrol - 400 Students Participate Each Year
Monitor Student Safety Patrol activities weekly
Secure contributions and hold annual appreciation
parties
Provide Safety Patrol training to students
Handle all Safety Patrol complaints against drivers
Special Activities
*Stranger Dai:cer - Programs were given to 2,500 Lodi
students and adults in an immediate response to
attempted abduct' -on in January, 1992
*Red Ribbon week -3,600 Students Attended Assembly
Programs
*Distribute Crime Prevention Information at 10
individual Fairs, Carnivals & Special Community
Events annually
*Coordinate volunteers to assist in special events
*Provide SID the Police Robot, McGruff the Crime Dog,
and Vince and Larry (Safety Belt Dummies) at special
events
*Fingerprint Children
Page 13
January 26, 1993
Page 5
Additional Responsibilities_
Compile informational newsletter for Neighborhood
Watch
Design brochures covering Crime Prevention Issues
Document Police Department training on videotape
Review commercial development plans for impact on law
enforcement concerns
Compile crime statistics for citizens
Maintain Free video checkout library of over 30 tapes
Communicable Disease Prevention Video - City of Lodi
Safety Committee
120 Follow-up letters sent to victims regarding Police
response/sarvice
We could eliminate all or part of this program. To do so
puts us in a reactive rather than proactive position, which
I believe will ultimately cost money due to the increase in
crime, requiring more police response in addition to the
cost to the taxpayer in losses.
We have three CSO's assigned to patrol. While the duties
are interchangeable I have chosen not to lump them together
at this time. Each person's duties keep them busy full
t?ane .
One CSO is primarily responsible for.the removal of
abandoaad cars from City streets. This individual is also
assigned to assist property owners who desire to have
abandoned vehicles removed from their property. This is
necessary as the tow services will not remove the vehicle
until we have inventoried it.
The second CSO position is responsible for subpoena
service. In 1992 we received 2,677 subpoena's for
service. A subpoena may require service on one person or
several persons. In addition the person under subpoena
often moves between the time of the incident and the
issuance of the subpoena, requiring extra work to locate
the individual.
The third CSO preforms a variety of tasks which would be
considered beneficial to both patrol and services
division. These tasks include: setting up the radar
trailer and Officer Gregory (the dummy) each morning;
transporting police vehicles to MSC for both routine and
emergency service; monitoring the entrance door, taking
telephone reports and directing citizens to the proper
location; processing tvidence which has been brought in for
finge_prints, etc.; and delivering Council packets.
Page 14
January 26, 1993
Page 6
In addition to the above duties, all of these CSO's are
trained as Field Evidence Technicians and are called to
crime scenes to attempt to locate finger prints, collect
evidence and take photographs. They also handle theft
reports and other crimes which would not necessarily
require a patrol officer.
Cay, we cut one of these positions? Yes, but not without
providing less service. We must serve subpoena's and we
must have the cars serviced. We would still be able to
respond to abandoned vehicles but not in the proactive mode
we are in at present.
Administrative Assistant: Reduction is approximately
($54.114.00). This position does much of the background
research for projects such as this one. The following is a
list of the job responsibilities of the Administrative
Assistant:
Coordinate, prepare, monitor & evaluate the Police
Department Budget.
Approve, coordinate & monitor all purchasing for
the Police Department in conjunction with the
Purchasing Department.
Review, prepare & submit grant applications to
funding agencies. Monitor grants for compliance
with government guidelines and prepare quarterly
reports. Analyze data to see if goals & objectives
of grant were achieved and generate final report.
Conduct surveys & perform research and statistical
analysis for a variety of subject matter, including
crime statistics, traffic statistics, arrest & jail
population analysis.
Provide and evaluate specific statistical information
on certain areas and crimes.
Provide statistical analysis for performance
evaluation of all patrol officers.
Assists in the design & implementation of various
operational issues (i.e. beat design for
dep loymer t ) .
Design & implement all departmental forms (must verify
government compliance on some forms).
Manage inventory of all forms.
Monitor police inventory of equipment (i.e. radios,
computers)
Assist with revisions of various departmental
policies.
Generate reports (including computer graphics).
Implement community service programs (In -Touch) and
supervise other employee.
Interface with media.
Page 15
January 26, 1993
Page 7
Represent the Police Department at professional and
community meetings as needed.
If we eliminate this position, some of the duties could be
divided up between other staff members. The area most
affected would be in statistics and research, which require
a great amount of tire, but would then have to be low on
the list of priorities.
I have asked each Division Commander to prepare an
organization chart for their respective division and to
list division and personnel responsibilities. These are
included for your information.
CIVILIANIZATION:
Over the past nine years we have made every possible
attempt to civilianize the department. This has been done
for two reasons. The first was as a cost savings, both in
salary and benefits. The second was to relieve officers
from performing tasks which do not require a sworn
officer.
The results of this can be seen in the number of Community
Service Officers we presently have. Not only has this been
cost effective, but has provided a higher level of
service. The reason for the higher level of service lies
in the fact that when they were hired the CSO's knew what
their job was going to be and wanted to do that job. Prior
to that we hired sworn officers who knew those tasks were a
part of their job, but in reality, they were not the
important aspects.
In times of cutbacks we find ourselves in a quandary. Do
we cut back the number of sworn officers or civilians? If
we cut the number of sworn positions and a major event
occurs, will we have the necessary manpower to respond and
protect public safety? If we reduce Civilians, do the
sworn personnel then pick up the slack left by that
vacancy?
I believe it will be necessary to do a combination of
things. We presently maintain a level of service which
most departments reduced a number of years ago. I believe
we need to:
1) Not respond to some calls, such as non -injury
traffic collisions, and
Page 16
January 26, 1993
Page B
2) Establish a telephone report unit to take all
reports which would not require the presence of an
officer. (Captain Hansen's report addresses this
issue further.)
SERVICES DIVISION COMMANDER:
Some departments (approximately 50%) have civilianized this
position, as this division head has no sworn personnel
working for them. I do not believe there would be a salary
savings by doing this, but we could save roughly $9,500 in
benefits.
DRUG SUPPRESSION PROGRAM:
As I mentioned earlier in my remarks, we currently have two
officers in the Drug Suppression Program, one funded by the
school. Some departments have replaced the officers with
civilians with a varying degree of success. This could be
considered, but the results are questionable.
ALARM RESPONSE:
In 1992 the police department responded to 2,225 alarm
calls. Of those calls approximately 15 were bonified
entries, and of those 15, in only three cases was the
responsible arrested. The average time spent on an alarm
call is roughly 20 minutes. This means 741 man-hours in
1992. In addition to the cost in dollars is the liability.
We look at each alarm as a valid alarm requiring as rapid a
response as possible, placing both officers and citizens in
jeopardy. I would propose that the alarm company
installing the alarm respond to the alarm and notify us in
those instances where there is a break in. This would
reduce the officer's time responding, standing by and
writing E report. It would also reduce time for
dispatchers and police clerks. This is a case of a small
portion of the population receiving a higher level of
service and the entire community paying for it.
I can think of no other area where we could use civilians.
As you are aware, we have been considering the use of
senior volunteers for some time and this is currently
scheduled for a future shirt sleeve session. I believe
this program, if properly administered, can be very
valuable.
Page 17
January 26, 1993
Page 9
INCREASE IN USER FEES:
The David Griffith Study has identified $74,900 in user
fees. I recommend we implement these fees.
Page 18
STAFFING OF PATROL DIVISION
1988 (53)
Division Commander (1)
Patrol Lieutenant (4)
Patrol Sergeant (6)
Motor Officer (3)
Police Officer (34)
Community Svs. Officer (4)
Police Records Clk III (1)
PATROL PERSONNEL
1993 (53)
Division Commander (1)
Patrol Lieutenant (4)
Patrol Sergeant (6)
Motor Officer (3)
Police Officer (35)
Community Svs. Officer (3)
Police Records Clk III (1)
Patrol officers work 10 hour shifts and although it does not
happen every day, it is not unusual for our officers to go from
call to call the entire shift. On a busy shift there is an
average of 5-7 calls waiting for an officer to clear. We average
•five police officers on a shift plus a supervisor.
Our average response time to a call is 11 minutes for non -emergency
calls and 3-5 minutes for emergency type calls. Our calls for
service have increased dramatically over the past five years:
41,947 in 1988 - 57,899 in 1992. Calls for service are incidents
that require a police officer's attention such as reported crimes,
suspicious circumstances, suspicious persons, traffic stops,
follow-up investigations, etc.
The Lodi Police Department Traffic Unit was established in 1986
with the assignment of three police officers to full time traffic
enforcement. Since this program was initiated, our accidents have
consistently decreased from 1,325 in 1986 to 999 in 1992. To
reduce or eliminate officers from this program would definitely
cause our accident rate to increase again.
DUTIES OF THE PATROL DIVISION
Prevent crime, detect and arrest violators of the law, protect
life and property, preserve the public peace, and enforce all
criminal laws of the state of California and the ordinances of the
City of Lodi.
SERVICES PROVIDED BY THE PATROL DIVISION
1. Respond to crimes in progress and enforce all appropriate laws
2. Respond to citizens calls for service
3. Respond to silent alarms
4. Investigate all reported crimes and document on appropriate
crime reports (14,777 in 1992)
5. Investigate unusual or suspicious activities
6. Enforce traffic laws and investigate all traffic accidents
Page 19
7. Develop tactical plans to address specific crime and/or
community issues
B. Develop and implement DUI checkpoints
9. Provide patrol and security of special events such as:
• Lodi Grape Festival
• Fourth of July Celebration at Lodi Lake
• Field and Fair Day
e Lodi Street Fair
e Crime Prevention Fair
• Lodi/Tokay Band Review
• Numerous other events such as the triathlon, Memorial
Hospital Walk for Life, March of Dimes Walkathon, etc.
10. Initiate proactive patrol activities on a continuous basis.
DUTIES OF PATROL SUPERVISORS (4 Lieutenants / 6 Sergeants)
1. Coordinate activities of police officers, community service
officers, motor officers and dispatchers
2. Direct personnel in major incidents
3. Review and approve all crime reports
4. Oversee Lodi City Jail operations and Dispatch Center
(1700-0800 hours weekdays, 24 hours a day on weekends)
5. Investigate citizen complaints against police officers
6. Supervise major crime investigations
7. Provide direction and interpretation on enforcement of all
codes and ordinances
8. Respnnd to citizen inquiries
9. Direct officers in proactive stance to deal with community
concerns
REDUCTIONS IN PATROL DIVISION IN PAST FIVE YEARS
In 1992-93 one police officer position was taken from Patrol
Division and added to the Investigations Gang Unit. In addition,
one community service officer position was transferred from Patrol
Division to Services Division to fill in for a vacated dispatcher
position. The crime analyst position was transferred to the
Investigations Division. Patrol Division now has 35 officers and
10 first line supervisors assigned to four shifts (refer to
organizational chart). In addition, three police officers are
assigned to motorcycles and three community service officers are
assigned to Patrol Division.
If police officer or community service officer positions are
eliminated, the following impacts could occur:
1. Eliminate investigation of private property accidents
2. Non-injury/property damage only traffic accidents could be
low priority (more than 1 hour response time)
3. Dramatic increase in our telephone reporting unit in which
citizens would be required to call the police department
between certain hours to report low priority type calls over
the phone.
Pag. 20
4. Dramatic decrease in towing of abandoned automobiles
5. Dramatic decrease in the amount of technical identification
work conducted during investigations (i.e., eliminate most of
the fingerprinting wort-)
6. Could result in a "cod blue" stance in which citizens would
be told that we are responding to nothing but emergency type
halls and to call back in one to two hours to see if an
officer is available, or to call back the next day
7. Eliminate animal calls after dark and weekends
8. Reduce or eliminate civic type presentations in schools and
service clubs (i.e., K-9 demos, Traffic presentations, Crime
Prevention presentations, etc.)
9. Eliminate extra patrol requests
10. Loud party calls and loud stereo calls could become very low
priority
11. Eliminate DUI checkpoints and reduce our ability to respond
to D.U.I.R.R. calls
12. we could possibly eliminate our presence at special events
such as the Fourth of July or Grape Festival, and turn that
function over to private security. However, our experience
has been that we end up sending officers anyway, and often
times the private security personnel have created the problem
13. It is difficult to access the impact of preventive patrol
tactics if the number of police officers is reduced. A patrol
presence has an impact that is at the very least comforting
to citizens and often prevents crimes from occurring
14. Preventive patrol tactics could be virtually eliminated and
we could become reactive rather than proactive
Page 21
1988
Police Captain
Dispatchers (13)
Records Clerks full time (5)
Records Clerks part time (2)
STAFFIN6:
Page 22
1993
Police Captain
Services Supervisor
Dispatchers (14)
Records Clerks full time (6)
Community Service Officer (1)
i
STAFFING CHANGES 1988 - 1993
1. In 1988, the position of "Services Supervisor" was added to
Services Division.
Z. in 1990. two part tine Records Clerks positions were
consolidated into one full time position.
3. In 1991, two dispatcher/jailer positions were added.
4. No positions have been added to Services Division since 1991.
Page 23
DISPATCH/JAIL -SECTION:
---------------------
The Lodi Police Department has fourteen (14) dispatcher/jailer
positions. One position is a "Special Assignment" as the Court Liaison
person. This position is rotated among dispatcher/jailers every two to
four years. The remaining staff perform both dispatch and jail
functions during their work hours.
1. DISPATCH:
Dispatchers receive complaints and requests for police. fire,
and emergency medical services from citizens entering the Police
Department and via telephone. They receive. coordinate. and
broadcast radio and telephone messages for police officers.
Dispatch deploys fields units for general and emergency
situations and monitors the status of all pciice units. They
access City, County and State lar enforcement computerized
information systems for police officers and the Fire Department.
2. JAIL:
Jailers assist arresting officers in processing prisoners
Including searching, booking, and transportation. Take custody
of prisoner property and issue property receipts. Photograph
and fingerprint prisoners and allow telephone access. They are
responsible for care and safety of prisoners including medical
screening, visitation, and meals. Jailers perform security
checks and move prisoners as required. Upon the prisoner's
release jailers complete release documents and return property.
Page 24
RECORDS_SECTION_
ftte:
W awage pay, With benefits, far each position is $30,618 amually.)
1.
WARRANTS
CLERA:
Processes incoming, outgoing and foreign warrants (approximately
200 per month). Enters warrants into State computer system.
Sends warrant abstracts to other agencies. Processes and mails
warrants with citations to other agencies and processes warrants
and bail for distribution to courts. Processes civil
Restraining Orders, maintains Restraining Order files and enters
them into State computer system. Corrects LPD computer data and
does name consolidations. Processes suopoenas for records.
Keeps warrant pouches/files current for officers.
2. PHOTOCOPY CLERK:
Copies all police reports (an average of sixty (60) per day, and
distributes to appropriate units within the police department
and to State agencies as mandated. Prepares forms to notify
owners of towed and stored vehicles. Performs data entry into
department computer.
3. DRIVER LICENSE COMPLAINT CLERK:
Prepares a daily average of 20-25 license complaint files in
duplicate for District Attorney for prosecution of suspended
licenses and unlicensed driver citations. Obtains Department of
Motor Vehicle printouts, alleges prior convictions, retrieves
and photocopies related reports. Enters citations into LPO
computer. Orders office supplies for the Department. Processes
mai_ for City Hall daily. Performs data entry.
4. CORRESPONDENCE CLERK:
Maintains traffic accident log. Processes all correspondence
requests to records, copies. mails, and files reports
requested. Checks arrest files for accuracy and issues files
for new arrests. Purges marijuana reports and seals records per
State mandates. Conducts monthly Department of Justice
validations. Bilis insurance companies for reports. Prepares
background checks for other agencies. Tracks photocopier use
and prepares time sheets for records personnel.
Page 25
S. DAILY L06 CLERK:
4M
Corrects errors in daily log. Tracks missing reports and
follows up with officers. Hakes corrections to Uniform Crime
Report files. Performs data entry.
b. TRAFFIC CLERK:
Processes and files traffic citations. Enters citation
information into LPD computer. Corrects Uniform Crime Report
files. Performs data entry.
T. ALL CLERKS:
Assist citizens at the police counter with a variety of
requests. Answer and direct telephone calls, collect fees, do
administrative purging of records, fax police correspondence,
issue bicycle licenses. issue police clearance letters, conduct
weapons registrations, and perform data entry. File reports,
citations, court disposition forms, arrestee photographs, and
other department records. One clerk Is assigned to Detective
Division as temporary secretary when their secretary takes
vacation, holiday or sick leave (an average of five weeks per
year).
Paae 26
SUPPORT POSITIONS:
1. COURT LIAISON: ($39,620)
A special assignment for a dispatacner. Processes all arrests
and routes comolaint information to the District Attorney and
Courts. Processes all City permit applicants and billing for
same. Fingerprints citizens. Attends daily court arraignment
of prisoners in custody. Acts as liaison between Courts and
District Attorney regarding problems with complaint filings.
Maintains narcotics and sexual offense registration files.
Processes driving under the influence forms to Department of
Motor Vehicles. Issues City employee ID cards. Makes
photograpns from negatives. Prepares State required monthly
population and jail feeding reportsfor the Chief of Police.
Prepares monthly juvenile population report for the State.
Submits fingerprints to the State on unidentified persons.
Substitutes as property technician in her absence.
2. PROPERTY TECHNICIAN: ((90 $35,202)
Receives, maintains. and disperses all property and evidence for
the Department. Inventories, orders, and receives supplies for
the jail and Field 'evidence Technicians. Receives. maintains,
and tracks all property records for property and evidence in the
custody of LPD. Obtains court orders for destruction and
dispersal of drugs, weaoons, and other property. Pick up and
delivery of evidence at the Department of Justice laboratories.
Maintains and disposes of bio -hazardous materials. Maintains
booking camera. Cleaps and maintains photograph developer.
Substitutes for Court Liaison in her absence.
Page 27
SERVICES DIVISION BUDGET REDUCTION
Elimination of one Records Clerk II position:
Budget savings: $29,876.70 (including benefits).
One Records Clerk is currently on maternity leave since October, 1992.
When she left, the unit was two to three days behind on data entry, which
is normal. All filing was up to date. Since her absence, the work load
has been redistributed to the remaining clerks. As a result, we are
approximately thirty (30) days in arrears on data entry. Filing of
property reports. photograph negatives and court disposition reports are
approximately tnree months in arrears.
Elimination of one Dispatcher/Jailer position:
Budget savings: $39,620.46 (includes benefits).
One dispatch position has already been eliminated during this fiscal
year. The Property Officer (special assignment for a dispatcher)
position was replaced by a Community Service Officer at an annual salary
savings of $4,452.48.
The elimination of one dispatch position would Le the one "Overlap"
dispatcher. This position is used to cover for training schools,
vacations, and vacant positions which would otherwise require overtime
to maintain staffing.
Elimination of a dispatch position would be counter productive to the
department. Dispatch requires a minimum of six months training before
employee is capable of functioning without a training officer. Due to
vacancies and turnover, nearly 1,000 hours of overtime has already been
expended in dispatch during fiscal year 1992/93 to maintain minimum
staffing levels. In the past five yearn dispatch has had a turnover of
SIXTEEN (16) persons. This in a unit which only has thirteen (13)
positions.
I do not recommend any reduction in staffing for Services Division.
Page 28
STAFFING OF POLICE !HVESTIGATIONS DIVISION
1988 STAFF (12)
Division Commander
Admin Clerk III
Division Sergeant
Persons Detective
Property Detective
Property Detective
Juvenile Detective
Co -Op Detective
Narcotics Detective
Narcotics Detective
CRACNET Detective
DSP/At Risk Detective
(1/2 Paid LPD, 1/2 LUSD)
1993 STAFF (20)
Division Commander
Police Records Clerk III
Criminal Unit Sergeant
Persons Detective
Persons Detective
Property Detective
Property Detective
OSP/At Risk Detective
*OSP/At Risk Detective
Community Service Officer
*Crime Analyst
*Marco/Gang Unit Sergeant
Narcotics Detective
Narcotics Detective
Narcotics Detective
Narcotics Detective
Gang Detective
Gang Detective
CRACNET Detective
*CRACNET Detective
*DSP One position paid by LUSD and one position paid by LPO for
"Here's Looking At You 2000" program. This is a parallel
program to DARE that was originally started with one
officer, and it was found that a minimum of two Police
Officers are critical to keeping this a viable program.
*CRACNET One position is paid by grant funds, and is tied to us
committing one position. If we pulled our one position
we would lose the grant position, thus discontinuing our
part of the County -Wide Task Force.
*NARCO/GANG Was not an additional Sergeant position in the department.
UNIT SERGEANT It was an upgrade position within Investigations Division.
*CRIME ANALYST Was originally part of Patrol Division and later assigned
to Investigations Division.
SUMMARY:
Excluding intra -departmental re -distribution of resources and one position
upgrade, in the past five years the Investigations Division has experienced
the addition of: Two (2) Narcotics Detectives, one (1) DSP Detective, one
(1) CRACNET Detective and one (1) Community Service Officer. As stated
earlier, the DSP and CRACNET positions are tied to reciprocal obligations
LPD has with other agencies (LUSD & OCJP).
Pace 29
M e m =1 r- .-t n] L
To: Chief Williams
From: Captain Adams
Date: Januar-v 20. 1997
suaiect: INFORMATION FvR TOWN -HALL :"EET:NG
INVESTiGFTIONS :.!VISION
Criminal Investigations Unit:
Total of nine (9) personnel as follows: (1) Detective Sergeant,
(2) Persons Detectives, (2) Property Detectives, (2) DSP
Detectives assigned to LUSD to administer the Drug Suppression
Program & At Risk, after- school programs, (1) CSO Evidence Teck /
Documents Investigator, (1) Crime Analyst. The assignment
breakdowns for duties are as follows;
Persons Detectives: Conduct original and follow-up
investigations on major- crimes involving homicide, robbery,
sexual assaults, Felony assault. domestic violence, rirearms
offenses. child molests and abuse °: other cases as assigned.
Property Detectives: Conduct original & follow-up investigations
related to burglary, grand theft, possession of stolen property,
auto theft, embezzlement, fraud, questioned documents / forgery &
other assigned cases.
DSP / At Risk Detectives: Conduct 4 th b grade classes for LUSD
using "Here's Looking At You 2000" curriculum, which parallels
the DARE concept. Detectives also deveiope and supervise after
school programs at Woodbridge and Sr- Elementary schools, public
speaking to service clubs and parents grouos to educate the
community to substance abuse issues. LUSD pays the salary oi: one
Detective and LPD pays the other.
CSO Evidence Teck / Document Investigator: (civilian) Conducts
investigations on numerous documents fraud cases fie checks) to
obtain all court evidence (excluding suspect contacts) and
submits cases to DA ror- criminal complaint. Crime scene evidence
processing on major- crime scenes and evidence processing. This
service is becoming more critical now that the State is starting
--o charae cities ror various evidence services not biilao in the
past.
Page 30
zvaae
Crime Analyst:=oncucts -ese4r= - om _ vdr 1zL: .r sources to
assist :n cr-iminai investigations Ana _�taministrative "asks.
Proouces the Toiiowino arocucts: Aeev'l Lodi Most Wanted Ad.
Stolen =rooer-ty lists ror detectives and patrol. lists of names
and photos of suspects with out=_tanoino warrants. Assists in the
criminal compiaint process
or _riminal history and driving
records to the LSA.
Investigations Unit Activity 1992:
Averaae cases investigated per-nontn: Persons Detective 21
Prooerty Detective 26
unit cases ov type :'?92:
Persons =
744
Prooerty =
460
Others =
315
Total =
1119
Complaints filed to the DA's Office through Investigations = 287
*(average 24 per month)
Arrests made by Criminal Investigations Unit 1992 = 105
*(average 9 per month)
DSP Detectives made a total of 616 presentations in 1992, to a
total 16526 students, facility and parents attending.
Changes in the Criminal Investigations Unit:
1) November 1992. Investiqations unit reduced by one Detective
who was transferred into the Gang unit along with one patrol
officer.
2) June 1992, LUSD lost State funding to DSP program, but
continued funding out of general fund because of importance of
this joint effort between LPD and LUSD.
3) August 1991. Crime Analyst transferred into Investigations
from Petrol. This was done in conjunction with the installation
of the AS400 computer system.
4) Computer terminals and printers obtained through asset
seizure funds to provide the Investigations Division with a case
management system to better- follow criminal cases through
assignment to conclusion and prosecution. This system when
completely on-line should save detective time in accessing state
and local files along with more efficient case manaaement.
Page 31
±1� .nve5Li3at'_z+n5 v1510r an assioneo
='agar, =+ale wlt.n asset sei=- -e 4'unas. ''els nay creatiY 1 icr•easeo
accessability to on and Detectives. Iwo Ceilular phones
are uses In the lnvestioatlons Unit Basset :eizur'e/ whlcn are
invaluable on certain types c-- investigations. +he -%iarcotic3 Unit
is also equipped with pagers Ana cellOiar phones.
NARCOTICS AND GANG UNITS:
The Narcotics ano Gana Units nave a total .3f nine +.9) personnel
as follows: (1) Detective Seraeant. t4) Narcotics Detectives. (2)
GF:AC-NET Detectives and =' =ang Detectives.
Narcotics Detectives: We -'asoons.eie -=ter _ne :nvest_gation of
narcotics usage, sales +ana=:str:oution. 'hey-_or.ouct undercover
investigations, write search war -rants, coordinate activities with
other agencies and account --or the majority of narcotic arrests,
drug and asset seizures:
1992 Arrests
Felony Narcotics 114
Misdemeanor Narcotics 40
Other Felony & Misdemeanor 73
Total 227
1992 Seizures
Marijuana 30 Pounds Methamphetamine IS Pounds
Cocaine 12 Ounces Heroin 1 Ounce
Total Street Value of Drugs Seized - $746,000.
Cash and Property Seized $55,000. (LPD's approximate cut
33-30 500 )
A typical narcotics investigation including: a controlled buy
using an informant, preparation of a search warrant, execution of
the warrant, seizure and processing of evidence and assets,
booking and interviews of suspects, preparation of reports and
discussions with DA, preliminary hearing and other court
appearances, takes approximately 40 hours each.
Staffing minimums for basic narcotics operation include:
Meeting with an informant away from LPD, ........... 2 Detectives
Search warrant service ............................4 Det's & 1 Sgt
Controlled buy....................................3 Detectives
Buy/Bust..........................................4 Det's & i Sgt
Rolling surveillance ............................... Detectives
Sacramento St. surveillance & arrest..............3 Detectives
Page 32
'ownnall
page A
CRAC-NET Detectives: LPD has two (2) Detectives committed to the
Combined Rural and City Narcotics Enforcement Team (CRAC-NET).
One position if funded by a state OCJP grant and is tied to our
commitment to staffing the second position. The CRAC-NET Unit is
based out of Stockton and it's mission is to investigate and
arrest what would be termed "Large Scale" drug dealers, which
require considerable investigative time and financial resources.
The unit is supervised by a State Bureau of Narcotic Enforcement
Agent (BNE) and is overseen by a council of Chief's of Police.
Gang Unit: The Gang unit is in the developmental stages. The
Gang Detectives are conducting investigations of gang related
crimes, developing information on gangs and gang members in the
community, they participate in the City Gang Task Force and help
manage the Late Night Basketball Program. Later duties will
include an intervention program in the schools, witness
protection, and tactical operations. The Unit has already proved
invaluable in the investigation of recent drive-by shooting
cases.
CHANGES IN PAST FIVE YEARS
In January of 1991 a Detectives position within the
Investigations Division was upgraded to Sergeant and it was
becoming impossible for one Sergeant to adequately supervise
fourteen employees performing a wide variety of jobs. The upgrade _
allows for one Sergeant to supervise the Criminal Investigations
Unit and one Sergeant to supervise the Narcotic and Gang Units.
In October of 1992 two officers were assigned to the newly formed
Gang Unit. These positions were not additional LPD positions, but
were existing resources. One officer was taken from Patrol
Division and one officer was taken from Investigations Division.
SERVICES CONTRACTED OUT
Currently we send urine out to F&M Analytical Services for
analysis. Up until December of 1992 the DA's Office was paying
the bill out of a special fund. That fund was eliminated and now
agencies are responsible for the total bill. At this time best
estimates F-fe that our annual cyst will be approximately $8,000.
to $10,000.
Page 33
Townnall
page 5
Another procedure change may ena-up costing us significantly. In
the past CRAC-NET has covered the cost of clean-up of clandestine
labs, through a state DOJ fund. It appears now that LPD will
have to pay the clean-up costs or these drug labs. The cost for
lab clean-up can range between $3.000. and $15,000. each. In
1992 LPD did four (4) lab cases and there is no reason to expect
that number will decrease. Sgt. Dean & I are working with the
City Attorney to determine the best way to recoup the costs from
the arrestee and or property owner. At present the funding is
available through asset seizure funds, but we strongly feel that
the people responsible for the labs or the people owning the
property who benefit from the clean-up should pay.
SERVICE REDUCTIONS
1) The Criminal Investigations Unit Detectives are already
stretched to minimum levels. Any reduction in Persons and
Property Detectives would severely impact the ability of
investigate serious crimes which impact the community.
2) Drugs and Gangs are the root cause of a number of crimes
including; burglary, robbery, auto theft, assaults, domestic
violence, etc.. It is unreasonable to believe that we can
eliminate drugs and gangs completely, but creating an environment
where being involved in drugs and gangs is not tolerated, keeps
the problems in check. The Narcotics end Gang Units make Lodi a
community where drug dealers and gang members feel vulnerable. A
reduction in either of these units will no doubt have a ripple
effect on the crime rate and the public's sense of security.
3) CRAC-NET attacks large scale and mobile drug dealers who do
not limit themselves to city and county boundaries. The
elimination of one il) Detective from LPD's CRAC-NET commitment
would ,cease LPD's participation in this coordinated effort as the
state grant would stop, thus eliminating both positions. The
ripple effect could be a total elimination of the program as
agencies do not participate.
4) DSP /At Risk Detectives do not normally through bad guy's in
jail or seize large amounts of drugs or property, therefore
traditional impressive police statistics are not available. Their
effectiveness is more difficult to measure as the educate and
touch the lives of young people, parents and faculty. Their
mission is to teach and inspire out young people to SAY NO to
drugs and substance abuse, to stand-up against peer pressure and
to think for themselves and think responsibly. The non-
traditional role Police Officers fill does make a difference and
experts in the field all advise the "Working- Enthusiastic Police
Officers" are the best people to fill this role. If we cut the
program to one (1) DSP we would most likely loose funding from
LUSD for their part and it is not a viable program with only one.
Page 34
Townnail
page 6
5) Crime Analyst position does provide valuable services to
Investigations as noted. This position may oe the ONLY real area
we could cut without a substantial reduction in service delivery.
We would have to transfer some duties to the CSO (ie LPD Wanted)
and eliminate some investigations and administrative research.
The new computer system may assist us in retrieving information
that the Crime Analyst normally would have done. This is a
resource that is very nice to have, but in these tight economic
times and budget reductions we could function without it.
Although the position would be lost, the, person filling that
position could presently be absorbed into the department with a
current opening in the 911 dispatch area. The net savings to the
City per year would be -442.357. (salary & benefits).
6) Community Support Officer (CSO) is invaluable in fraudulent
documents investigations, evidence processing and major crime
scene evidence collection. Although we have a criteria and
screening process for acceptance of fraud documents we still do a
lot of work in this area and the CSO saves us from using a
Detective to investigate these cases. If we stopped all fraud
documents investigations we would be in essence saying that
writing bad checks in Lodi was now legal, a signal I hope we
never send. Also. if the Crime Analysis position were eliminated'
the CSO would be needed to do weekly projects that we would need
to continue.
Respectfully,
Jer y Adams
Co manger,
Investiaations Division
cc/ Sergeant Dean
Sergeant !`Murray
Page 35
CITY OF LODI
ANIMAL CONTROL STATISTICS
Page 36
1988
1989
1990
1991
1992
Complaints
5,892
5,723
5,521
5,786
5,314
Miles Driven
12,713
12,938
12,681
13,289
13,477
Dogs Impounded
937
953
906
962
813
Dogs Redeemed
332
322
301
307
258
Dogs Sold
61
75
82
85
100
Dogs Destroyed
543
556
523
570
455
Cats Impounded
1,236
1,292
1,309
1,438
1,113
Cats Redeemed
65
58
63
58
42
Cats Sold
5
11
11
10
16
Cats Destroyed
1,149
1,223
1,276
1,370
1,055
Citations Issued
40
35
57
23
17
Dead Dogs Impounded
98
104
90
100
95
Dead Cats Impounded
276
307
288
250
261
Misc. Impounded
101
82
211
174
224
Misc. Fees
Collected
$6,539.50
$7,090.00
$7,128.50
$7,157.50
$7,428.75
License Fees
Collected
$2,039.00
$1,909.50
$1,862.00
$1,784.00
$1,524.00
Page 36