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Home My WebLink About19D - PUBLIC SAFETY REPORTREQUEST FOR COUNCIL ACTION CITY COUNCIL MEETING DATE; SEPTEMBER 15, 2015 NON I4=1 PUBLIC SAFETY REPORT {STRATEGIC PLAN NO. 1, 5} C . rZ, CITY MANAGER RECOMMENDED ACTION Receive and file. DISCUSSION CLERK OF COUNCIL USE ONLY; "C• I ❑ As Recommended ❑ As Amended ❑ Ordinance on 1®` Reading ❑ Ordinance on 2 "� Reading p Implementing Resolution ❑ Set Public Hearing For CONTINUED TO FILE NUMBER Through the Strategic Plan, the Police Department and Orange County Fire Authority have been charged to "Provide Police and Fire /Emergency Medical Services report to the City Council on an annual basis to review and identify opportunities for improvement." The attached report was created jointly by the two agencies to provide Council with information on issues such as staffing, service delivery, public outreach, Strategic Plan efforts, and fiscal sustainability. This information should be helpful to the Council in understanding the successes, challenges, and realities of the two public safety agencies and help identify areas of possible improvement in the future. STRATEGIC PLAN ALIGNMENT This item is directly related to Goal #1 - Community Safety, Objective #5, Provide high quality Police and Fire /Emergency Medical Services response within the City of Santa Ana. FISCAL IMPACT There o fi al i pact associated with this item. Carlos Rojas Chief of Police Santa Ana Police Department Exhibit 1. Public Safety Report 19D -1 19D-2 Exhibit 1 PUBLIC SAFETY #51b Strategic Plan 2015 19D-3 CITY OF SANTA ANA VIBE v 46 9UFONA rHOxcl` Santa Ana Police Department Staffing In 2014, the Santa Ana Police Department had an authorized strength of 329 sworn and 251 non -sworn positions. At the conclusion of 2014, the Department had a total of 525.5 employees, 298 of which were sworn police officers. The Police Department is actively recruiting and hiring qualified candidates for funded sworn and non -sworn positions in an effort to provide the best service possible to the community. Service Delivery The Santa Ana Police Department operates from the main Police Administrative Building and Jail Facility, which is centrally located in the City. In addition, the Police Department provides community outreach at four other police substations including the Jose Vargas Community Affairs Office in City Hall, the Law Enforcement and Fire Training Center at Centennial Park and substations located in the Westend Policing District and the Santa Ana Regional Transportation Center. The Patrol Division is dedicated to providing prompt and exceptional service during times of emergency or crisis to residents and business operators within the city. Patrol conducts the initial investigation of most crimes, addressing quality of life issues and conducting community outreach through numerous Community Oriented Policing initiatives. In combination with the Communications Division, 131,333 calls for service were handled in addition to many more inquiries and requests for information. Always striving to provide a high level of service, priority calls were answered and an officer was on scene within seven minutes for emergencies and 12 minutes for urgent calls. An officer typically arrived at lower priority calls within 37 minutes or more depending on the type of call and activity level at the time the calls were received. This is an area where the Santa Ana Police Department will make every effort to improve as staffing levels improve. 2014 Calls for Service (monthly) 0'06AJPO 0p'PN Pyol- 00 �o1 jJvy 0" g+ �g. 160, 05t"' NU VGsE jM0CN p ECE o 145,000 140,000 135,000 130,000 125,000 120,000 115,000 Calls for Service 2010 - 2014 2010 2012 ___2013 2014 19D-4 7.15 12.07 37.77 43.55 52.62 429 724 2266 2613 3157 The West Policing Division is comprised of the Westend and Southcoast policing districts, and the East Policing Division is comprised of the Northeast and Southeast policing districts. Both divisions are overseen by a District Commander. The primary purpose of the District Policing model is to address community concerns through a Community Oriented Policing approach where on -going crime trends, community outreach and quality of life issues are addressed in an efficient and effective manner using resources from throughout the organization as well as collaboration with other government agencies, non - profits and businesses. District Commanders and their staff attend meetings throughout the community and partner with Neighborhood Watch captains to remain engaged with the public to the greatest degree possible. They are also responsible forseveral community based programs such as theJr. COP, Teen Academy, Parent Academy, Community Emergency Response Team (CERT). These programs provide valuable skills to the attendees. The Santa Ana Police Department will seek to continue and improve attendance at these programs throughout 2015. The Investigations Bureau follows up on criminal investigations to identify suspects and pursue prosecution on behalf of victims of crime. In addition, the Santa Ana Police Department has improved service delivery through the creation of the Orange County Homicide Task Force, which leverages resources from law enforcement agencies throughout the County to investigate cold case homicides. This unit has been very successful in solving numerous unsolved crimes in Santa Ana and beyond. 6 5.54 VIOLENT CRIMES PROPERTY CRIMES 2007 - 2014 2007 2008 2009 2010 2011 2012 2013 2014 10 886 2007 -2014 8.04 7.45 7.48 8 6.72 6.58 6.9 s 6.25 6 4 2 ...� -. 2007 2008 2009 2010 2011 2012 2013 2014 The Santa Ana Police Department started several new initiatives that will continue into 2015 and beyond. Many of these projects are designed to improve the Department's capacity through the use of technology. The integrated software program, electronic citations and new mobile computers will improve the agency's ability to effectively respond to community needs while leveraging technology to maximize personnel and resources. Community Outreach The Santa Ana Police Department constantly seeks opportunities to improve current community outreach efforts through programs such as the Santa Ana Police Athletic and Activity League (SAPAAL) and participation in Neighborhood Association meeting, Com -Link, Council Committee meetings, Downtown groups, non - profit organizations and partnerships with City Departments as well as other government agencies. One excellent example is the Santa Ana Police Department's partnership with the Orange County District Attorney and the Santa Ana Unified School District to offer the Gang Reduction Intervention Partnership (GRIP). This program reaches hundreds of local school children and their families, offering 19D -5 alternatives to gang membership through interactive processes and an opportunity to earn rewards for positive behavior. In addition, the Department was proud to announce the implementation of the Coffee with a Cop program, which provides a forum for community members to interact with their law enforcement officers on a regular basis in a comfortable, informal environment. The Department will continue to engage the community as described above and constantly seek out additional opportunities to improve the excellent relationship our Department enjoys with the community. City Strategic Plan The Police Department continues to focus on the City's Strategic Plan and has made significant progress in the research, design and implementation of various goals and objectives. In an effort to increase our Community Oriented Policing presence in the community, the Santa Ana Police Department launched a Geographic Policing Plan in which officers are assigned to smaller geographical areas. This program will be monitored closely in the coming months to assess its effectiveness, particularly in the areas of priority call response time and community policing activities such as the handling of community complaints. In addition, the Santa Ana Police Department commissioned a study by the University of North Texas to examine the department's Patrol Division staffing levels and make recommendations based on best practices in law enforcement. In addition, the department is currently having the University of North Texas conduct a study of other areas within the organization, such as the Investigations Bureau and the Traffic Division, to determine appropriate staffing levels necessary to respond to incidents and adequately serve the community. Orange County Fire Authority Staffing Fire /EMS Services throughout the City have remained constant throughout 2014. The 10 fire stations are continually staffed with 49 personnel on duty daily. Fire Prevention staffing has been increased by 2 (Fire Prevention Specialist Trainees) to assist in managing the fire prevention workload throughout the City. There are currently six personnel assigned to manage the City's fire prevention workload. Administrative staff assigned to the City remains unchanged; (1) Division Chief, (1) Staff Fire Captain, and (1) Administrative Assistant. Service Delivery Service delivery model remains unchanged with a total of 9 Engine Companies, 3 Truck Companies, 2 Paramedic Vans, and 1 Battalion Chief. Overall there are 15 units assigned to the City; 11 of which are Paramedic Units (at least 2 paramedics assigned each day), and 3 are Paramedic Assessment Units (at least 1 paramedic assigned each day). OCFA responded to 20,273 calls for service in the City during 2014. This represents an increase of 1,122 incidents from 2013, overall a 9.5% increase of emergency responses. 19D-6 OCFA implemented a new Computer Aided Dispatch (CAD) system in September of 2014. The new CAD utilizes "closest unit' based on travel distance and road speed. OCFA average response times to emergency incidents within the City during 2013 (last full year operating under the old CAD system) was 4 minutes, 56 seconds. Preliminary data from the first three months of 2015 indicate an average response time within the City of 4 minutes, 44 seconds. With the added benefit of the new CAD system, preliminary statistics from the first three months of 2015 indicate a reduced average response time of 36 seconds (9% decrease in response time). Facility /Apparatus Improvements Facility improvement - In cooperation with City staff, OCFA coordinated station improvements to four fire stations within the City, financing for these fire station improvements was provided with the assistance of CDBG funds: • Fire Station 72 (kitchen and bathroom remodel) • Fire Station 74 (kitchen and bathroom remodel) • Fire Station 75 (bathroom remodel - upgrading the restrooms for the crews as well as the public. This was needed to meet ADA requirements in support of the SAFD museum located at the station.) • Fire Station 76 (bathroom remodel). Apparatus improvement - Part of the City's contract for Fire /EMS Service Agreement with the OCFA includes annual contributions to OCFA's "vehicle replacement fund." This fund provides the OCFA the ability to replace apparatus, in accordance with OCFA's vehicle replacement plan, without having to ask the City for additional funding. OCFA has recently taken delivery of five new fire engines. One of those units was placed in service at Fire Station 70 during May of 2015. This vehicle replacement is good news for the City and the firefighters at Fire Station 70 were looking forward to this new apparatus. The cost to purchase and put the new Engine 70 in service was approximately $580,000.00 (which is covered under the vehicle replacement fund). Communitv Outreach OCFA has aggressively worked with City staff to market a variety of public safety messages throughout 2014 participating in over 167 community outreach opportunities during 2014 OCFA provided community outreach through the following events: • Fire Safety Presentations • Fire Station Tours • Drowning Prevention • Disaster Preparedness • Fire Extinguisher Demonstration • Community Member Ride -Along 19D-7 • Smoke Alarm Install /Canvas Campaign • Career Day Participation • "Every 15 Minute" Prevent Drinking and Driving Campaign • City -wide Community Events (Fiestas Patrias, Townsend Raitt Street Fair, etc. Fiscal Stability As outlined under the Fire /EMS Service Agreement between the City and the OCFA annual costs for services are capped at a maximum of 4.5% per year. OCFA projects the costs increases for FY 2015/2016 to be approximately 2.38 %. C: \city report.doc 19D-8