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FISCAL YEAR 2024-25 THIRD QUARTER UPDATE ON IMPLEMENTATION OF THE MARSHALL PLAN
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RECOMMENDATION
Information item only.
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Summary
City staff will present program updates for Fiscal Year 2024-2025 Third Quarter January 1, 2025 through March 31, 2025.
DISCUSSION
Background
One of the Strategic Initiatives adopted by the City Council to reduce crime and increase public safety was the Marshall Plan on Crime. The Marshall Plan is a comprehensive, multi-jurisdictional approach to address the violence in San Joaquin County. Stockton voters approved Measure A (and the companion Measure B) in November of 2013, which allocated funding to implement four components of the Marshall Plan:
1. Rebuild the Stockton Police Department by adding 120 new police officers and 33 civilian support personnel.
2. Expand the Neighborhood Services Section.
3. Establish a Neighborhood Betterment Team.
4. Establish an Office of Violence Prevention.
Present Situation
POLICE DEPARTMENT
Within the law enforcement profession, there is a natural attrition rate that impacts the Department’s net gain in staffing levels, which continually fluctuate throughout the year. Staffing levels are impacted due to officers working their way through the police academy and departmental field training program, succession, other opportunities, injuries, and retirements.
On December 5, 2023, the City Council approved the renewal of Measure A and the implementation of a recruitment & retention plan with the Stockton Police Officers’ Association. This action reprogrammed funding for 60 vacant positions to implement a retention and recruitment plan to address police officer shortages. This went into effect on April 1, 2024.
Staffing data as of March 31, 2025:
1. Police Department Staffing:
a. Sworn Positions
i. 425 approved positions
ii. 380 filled positions (as of 3/31/2025)
iii. 45 vacancies (as of 3/31/2025)
• 17 officers hired 1/1/2025 through 3/31/2025)
• 14 officers separated (1/1/2025 through 3/31/2025)
b. Miscellaneous Positions
i. 236 approved positions
ii. 190 filled positions (as of 3/31/2025)
iii. 46 vacancies (as of 3/31/2025)
• 26 out of the 33 professional support positions were filled (as of 3/31/2025)
• These positions included police records assistants, telecommunicators, administrative analysts, property clerks, evidence technician, program manager, and a police services manager.
c. Neighborhood Services Section
i. 9 of the 11 professional staff positions were filled (as of 3/31/2025)
d. Neighborhood Betterment Team
i. 3 of the 5 professional staff positions were filled (as of 3/31/2025)
PD program Updates:
1. Neighborhood Betterment Team
a. Participated in 1 community event
b. 216 Citations
c. 1341 Inspections
d. 27 Engagements
e. 274 Violations
f. 0 sq ft Graffiti removal
g. 0 Abatement
h. 6 Abandoned vehicles
2. Violent Crime
a. 7 Homicides
b. 21 Non-Fatal Shooting Incidents
3. Recruiting
a. 267 Recruiting Events
b. 24 Current Recruiters
c. Currently in Background Process
i. 76 Officer Candidates
ii. 33 Professional Staff Candidates
OFFICE OF VIOLENCE PREVENTION
The Office of Violence Prevention continues to implement initiatives of the Marshall Plan efforts approved by the City Council in 2013.
Staffing data as of March 31, 2025:
i. 6 of 6 professional staff positions were filled (as of 3/31/2025)
ii. 8 of 8 Peacekeepers positions were filled (as of 3/31/2025)
OVP Program Updates:
1. Gun Violence Intervention
a. Emergency/Permanent Housing: 29
b. Conflict Mediations: 18
c. Shooting Responses: 22
d. Referral Follow-ups: 19
2. Mental Health and Wellness
a. Individual Sessions: 21
b. Group Sessions: 9
c. Cognitive Behavioral Training Sessions: 4
3. Reflective Travel: 18
4. Community Engagement:
a. Hot meals provided: 358
b. Groceries delivered: 180