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HomeMy WebLinkAboutCC MINUTES 2006 06 19 - SPEC MINUTES OF THE SPECIAL MEETING OF THE CITY COUNCIL TUSTIN, CALIFORNIA JUNE 19,2006 CALL TO ORDER - 5:32 P.M. ATTENDANCE Present: Mayor Doug Davert; Mayor Pro Tem Tracy Worley Hagen; Councilmembers Jerry Amante, Lou Bone, and Tony Kawashima Absent: None City Clerk: Maria Huizar, Chief Deputy Others Present: William A. Huston, City Manager and Douglas C. Holland, City Attorney PUBLIC INPUT - None PRESENTATION - Tustin Police Department's Transition to Community Governance by Police Chief Scott Jordan Strategic Plan: Three Committees: . The Transition to Community Governance . Reinventing the Organization . Employees - The Department's Most Valuable Resource Community Governance: The Next Level of Community Policing . "Community Oriented Policing" - 1970's . "C.O.P.P.S." -1990's . "Community Governance" - 2000's Community Oriented Policing of the 1970's . Result of crime, violence and racial activism of the 1960's . Intended to end decades of police isolation . Community relations / education based . Community asked to be the "eyes and ears" of the police . Mission remained narrow - crime fighting C.O.P.P.S. of the 1990's . Result of studies of the 1980's . Three primary discoveries 1. Random patrol, rapid response and investigations of crime did not necessarily reduce crime or community fear 2. The police and community members were not necessarily concerned about the same issues 3. Quality, face-to-face contact between the police and community members made the police feel better about their jobs and the community members feel safer City Council Special Meeting Minutes June 19, 2006 Page 1 of 3 . Result was a shift towards "Community Oriented Policing and Problem Solving" 1. Broadened police mission beyond crime control: improve quality of life, increase satisfaction with police services 2. Encouraged the police to pursue creative solutions to a myriad of community problems, including crime, the fear of crime, disorder, and neighborhood decay 3. "Broken Windows" theory 4. Goal was for the police to have sustained contact with law abiding citizens, so that in partnership, they explore creative solutions to community problems Community Governance of the 2000's . Capitalize on the successes of Community Oriented Policing and Problem Solving . Overcome the short-comings 1. Police-driven, not necessarily city-driven 2. Police seeking resources from other departments 3. Police taking all the credit for successes 4. Revenue shifts/cuts affected other departments, and not necessarily the police department 5. Police portion of general fund increased significantly Police Department Percentage of City's General Fund . FY 1989-90 33.5% . FY 1999-00 38.1% . FY 2004-05 45.5% What is Community Governance? . The next level of Community Policing . Joint city-wide endeavor instead of just a police model . Extends beyond crime control · Addresses a myriad of community needs including crime, the fear of crime, disorder, and neighborhood decay . Goal is to increase citizen satisfaction with all city services, not just police services . Use of area commands, making community policing a philosophy, not a program · Use of technology and special enforcement units to address the anticipated increase in crime Mission Statement The Tustin Police Department is committed to a policing model of Community Governance. To that end, the mission is to work in partnership with other city departments, the residential and business community, and other governmental and non-profit agencies to reduce crime, provide a sense of safety and security, and to improve the quality of life for those who visit, live, and work in the City of Tustin. Organizational Changes · Reorganization to create a Community Policing Division 1. Ensure Community Policing is a philosophy, not a program 2. Place enforcement units in the same division as patrol . Transition to an Area Command system - North and South 1. Lieutenants as mini "Chiefs of Police" City Council Special Meeting Minutes June 19, 2006 Page 2 of 3 2. Sergeants as both watch and field commanders 3. Expand the role of the officer 4. Area goals and objectives 5. New patrol scheduling system . Create Community Impact Officer positions . Create a Special Enforcement Detail . Create a Crime Analysis Unit Beyond the Police Department . Chief's Forum . Community Policing Forum . Neighborhood Improvement Task Force . Block Captain Network 1. Neighborhood Advisory Groups 2. Beyond traditional neighborhood watch Budget Implications . Reallocation of sworn positions 1. Management position cuts - one captain and one lieutenant 2. Administrative positions cuts - two officers 3. Add four sergeant positions 4. Move sworn fleet coordinator position to the field 5. Sworn labor savings of $14,000 annually . Total 94 sworn . Add three civilian positions 1. Civilianize Fleet Coordinator 2. Add a second Crime Prevention PSO 3. Create a PSO Supervisor position 4. Add one Crime Analyst position 5. Eliminate one Police Support Specialist position . Total 50 civilian . Total Cost - $250,000 . Funding Sources 1. Sworn labor savings - $14,000 2. SLESF Grant - $98,000 3. VLF savings - $29,000 4. Vehicle vendor savings - $24,000 5. General Fund - $85,000 ADJOURNED - 6:25 P.M. DOUG DAVERT Mayor PAMELA STOKER City Clerk City Council Special Meeting Minutes June 19, 2006 Page 3 of 3