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FISCAL YEAR 2018-19 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, 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 Betterment 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
Program updates through December 31, 2018:
1) SPD Staffing:
a. 27 officers were hired, 30 separated, and the total sworn staffing level was 467.
b. All 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. All 9 civilian positions were filled.
3) Neighborhood Betterment Team
a. 4 out of 5 civilian positions on the Team were filled.
b. During the reporting period, the Neighborhood Betterment Team completed cleanup efforts in the Airport South Corridor Area (NBT 7). The NBT participated in seven community events, including an outreach event with Potter’s House Community Church, trash resource training and ride-alongs with Trust Builders, a book fair with STAND, a drive-through breakfast event, a fishing trip and finally a cleanup of the Fox Creek. On the enforcement side, 89 citations were issued for 207 violations, 3 abatements, and approximately 2,175 square feet of graffiti was removed.
c. NBT 8 in Midtown Magnolia kicked off in the second quarter with NBT staff participating in twelve community events including coordination meetings with Midtown Magnolia community, SUSD, and the Kitchen Coalition; outreach events at Eden Park, Pitman and Van Buren Schools; a trust building workshop; and cocoa with the Police. For enforcement in this area, 209 citations were issued for 587 violations, 23 abandoned vehicles were cited and 2,045 square feet of graffiti was removed.
4) Office of Violence Prevention
a. Six of eight Peacekeeper positions were filled. All (two of two) Supervisor and administrative positions (four of four) were filled.
b. Maintained Ceasefire client Management Data Dashboard (Attachment A).
c. Updated Ceasefire client services expenditures to include the second quarter of Fiscal Year 2018-19 (Attachment B).
d. Hosted the 2018 Quarter 4 Data & Donuts presentation (Attachment C).
Attachment A - Key Indicators from Management Data Dashboard
Attachment B - Client Incentive Expenditure Summary
Attachment C - 2018 Quarter 4 Data and Donuts Presentation