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FISCAL YEAR 2017-18 FIRST AND SECOND QUARTER UPDATE ON THE IMPLEMENTATION OF THE MARSHALL PLAN
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RECOMMENDATION
Information item only.
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Summary
City staff will present an update on Marshall Plan implementation through December 31, 2017.
DISCUSSION
Background
One of the Strategic Initiatives adopted by the City Council to reduce crime and increase public safety is the Marshall Plan on Crime (Marshall Plan). Adopted in 2013, the Marshall Plan is a comprehensive, multi-jurisdictional approach to addressing the violence endemic in San Joaquin County. In November 2013, Stockton’s voters approved Measures A and B that provide general tax funding and policy guidance to implement four components of the Marshall Plan. Those components are: 1) rebuild the Stockton Police Department (SPD) by adding 120 new police officers and 33 civilian support personnel, 2) expand the Neighborhood Services Section, 3) establish a Neighborhood Blitz Team, and 4) establish an Office of Violence Prevention.
Within the law enforcement profession, there is a natural attrition rate that impacts overall staffing levels from the very start as officers work their way through the police academy and then the departmental field training program. The first several years on the job are rigorous, and when combined with routine departures through retirement, injury, and other opportunities, the department’s net gains in staffing levels fluctuate throughout the year. The SPD has maintained an aggressive hiring pace in its efforts to increase sworn staff and civilian support personnel. The SPD retooled its recruitment efforts, created a full-time recruitment section, and expends a tremendous amount of staff time and effort to meet its goal of hiring 80 officers each year.
Similarly, the Office of Violence Prevention has been hiring staff and implementing initiatives since the beginning of the Marshall Plan efforts to address the ten-year plan approved by Council in 2013.
Present Situation
Fiscal Year 2016-17 quarter ending December 31, 2017, updates:
1) Stockton Police Department Staffing:
a. 31 officers were hired, 31 separated, and the total sworn staffing level was 445.
b. 13 of 19 civilian support positions were filled including police records assistants, telecommunicators, administrative analysts, property clerks, evidence technician, and a police services manager.
2) Neighborhood Services Section
a. 8 out of 9 civilian positions were filled.
3) Neighborhood Blitz Team
a. 4 out of 5 civilian positions on the Team were filled.
b. During the reporting period, the Neighborhood Betterment Team completed reinspection of the previous area and kicked off community engagement and enforcement action in the Gleason Park NBT area. The Team participated in nine community events including Neighborhood Clean-up Day, slough clean-up, Coffee with the Police, and several holiday events. On the enforcement side, 299 citations were issued, 11 abatements completed, 25 abandoned vehicles cited and removed, and over 25,000 square feet of graffiti was removed.
4) Office of Violence Prevention
a. 8 of 8 Peacekeeper positions were filled. Two supervisor positions were filled. Three of four administrative positions were filled. The Community Engagement Coordinator position was advertised after this reporting period, and the interview process for that position will begin this month.
b. Completed close-out and transition of older client cases, reducing caseloads to 45 Ceasefire clients.
c. Continued Intensive Case Management Training. Maintained Ceasefire client Management Data Dashboard (Attachment A).
Attachment A - Key Indicators from Management Data Dashboard