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FISCAL YEAR 2017-18 THIRD 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 March 31, 2018.
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. Stockton’s voters approved Measures A and B in November 2013 that provide funding to implement four components of the Marshall Plan: 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 2017-18 quarter ending March 31, 2018, updates:
1) SPD Staffing:
a. 45 officers were hired, 38 separated, and the total sworn staffing level was 452.
b. 17 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 Betterment Team
a. 5 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 started planning community engagement and enforcement action in the Airport South Corridor area. The Team participated in one community event, a barbeque at Weberstown Park. On the enforcement side, 314 citations were issued, 11 abatements completed, 25 abandoned vehicles cited and removed, and over 27,000 square feet of graffiti was removed.
4) Office of Violence Prevention
a. All 8 Peacekeeper positions were filled. One of two Supervisor positions was filled. Four of four administrative positions were filled. The Community Engagement Coordinator position was filled during this quarter. However, this hire resulted in a Supervisor vacancy, as one of the Supervisors was the successful candidate for the Coordinator position.
b. Successful submission of the CalVIP violence prevention grant application.
c. Continued Intensive Case Management Training.
d. Maintained Ceasefire client Management Data Dashboard (Attachment A).
Attachment A - Key Indicators from Management Data Dashboard