Document elcerrito_gov_doc_ef729c50d3

103 SECTION 5: FIRE DEPARTMENT The Fire Department’s mission is to enhance community safety by reducing loss of life and property and safeguarding the environment by effectively responding to fire, rescue, and medical emergencies, hazardous material incidents, and major disasters. The Department achieves this mission by helping the community reduce the frequency and severity of these emergencies by providing public education programs; reducing threats to public safety by enforcing laws, codes, and ordinances covering fire and life safety; abating identified fire hazards on City, private, and other agencies’ property; and maintaining personnel, apparatus, equipment, and facilities in a constantly ready condition. DEPARTMENT OVERVIEW The Fire Department’s primary responsibility is to keep the residents of El Cerrito and Kensington as safe as possible by developing, providing, and maintaining cost effective fire prevention, fire suppression, and advanced emergency services. The Department operates three fire stations: Station 71 on San Pablo Avenue, Station 72 on Arlington Boulevard, and Station 65 in Kensington. The City contracts with the Kensington Fire Protection District to provide the full range of fire services to the residents of Kensington. This contract increases the level of service offered to both communities. The majority of the Department’s revenue comes from the payment received from the Kensington Fire Protection District for these services. The amount of the contract is proportionately related to the budgeted costs for the Department each fiscal year. Services to the Kensington Fire Protection District represent approximately 30% of the Department’s expenditures. The Department is able to provide a timely and appropriate level of response through automatic aid response agreements with the City of Richmond Fire Department, the Contra Costa County Fire Protection District and the City of Albany Fire Department. These active partnerships utilize the combined resources of all three agencies to serve the area irrespective of jurisdictional lines. Department personnel also assist when requested through the use of the State’s Master Mutual Aid Program and can be sent all over the western states to assist others in need. In addition, the Department staffs one State Office of Emergency Services (OES) engine that can be called upon to respond throughout the State for major emergencies or disasters. All of the aforementioned departments participate in the cost sharing of dispatch and training services. Meeting common staffing, training, apparatus, and performance standards ensures reciprocity of services. ---PAGE BREAK--- 104 Prevention and preparedness are another key priority for the Fire Department. The Department is responsible for the City’s Emergency Operations Center (EOC) and development of the City’s Emergency Operations plan in the event of a major disaster that affects El Cerrito and Kensington. Additionally, the Department runs the very successful Community Emergency Response Teams (CERT) program that trains citizens to be self sufficient in the event of an emergency. The Department also conducts outreach and educational opportunities to residents, businesses, and schools in order to inform the public about fire prevention and emergency preparedness techniques. Organizational Structure The Fire Department’s resources are organized into four divisions: Fire Prevention, Training/EMS, Operations and Support Services. Fire Administration provides management oversight to these four divisions. Fire Prevention Division The Department utilizes a line Battalion Chief as Fire Marshal to oversee the Fire Prevention Division. The full fire prevention program includes development, interpretation, and enforcement of codes; review of construction plans; testing of fire protection systems; abatement of identified hazards; and educational programs for the public. A key component of this fire prevention is vegetation management on City, private, and public lands to minimize the effects of a wildland/urban interface fire and resulting structural conflagration. A Fire Prevention Officer provides code enforcement, specialized inspections, and coordination of the Department’s line and staff prevention duties. Training/EMS Division A significant portion of the Fire Department’s resources are dedicated to the task of maintaining departmental resources in a ready state. A department Battalion Chief serves as the company Training Officer and EMS Director. All personnel must maintain a high skill level for a diverse range of responsibilities. Many of these skill levels must be tested and certified annually. Training is both a daily priority and a program vital to providing reliable emergency services. Complex equipment and apparatus require continual testing and training. The Training Officer also supervises and manages the Emergency Medical Programs which encompass the training and operations of the Department’s EMTs and Paramedics. The neighborhood disaster preparedness component of the Department’s public education program, known as the CERT Program (Community Emergency Response Team), is also managed under this Division. Operations Division Emergency Operations of the Fire Department include controlling and extinguishing fires, intervention in medical emergencies that threaten life and health, and protection of life, the environment, and property from the effects of storm, flood, earthquake, disaster, hazardous chemical releases, and other emergency events. This division assists the Training/EMS Division in identifying and prioritizing the necessary training to provide safe and efficient delivery of service. A line Battalion Chief also manages this division. Support Services Division The Support Services Division is tasked with ensuring that Department facilities, apparatus, and equipment are maintained in a constant state of readiness that ---PAGE BREAK--- 105 includes annual testing, maintenance, and purchasing. This Division is also in charge of the comprehensive administrative reporting system and the Department’s Health and Wellness program. Chart 5-1 provides an organizational overview of the Fire Department: Chart 5-1 Fire Department Organization Chart Table 5-1 shows the adopted personnel authorization for the Department. In FY 2012- 13, the overall staffing level will remain the same. This staffing model is designed to assign two paramedic assignments on each responding engine to provide advanced life support services during emergency medical responses. Fire Chief A Shift Battalion Chief Fire Marshal 71 Captain Paramedic Engineer Paramedic Engineer Firefighter 72 Captain Engineer Paramedic Firefighter Paramedic 65 Captain Engineer Paramedic Firefighter Paramedic Fire Prevention Officer B Shift Batallion Chief Support Services 71 Captain Engineer Paramedic Engineer Paramedic Firefighter 72 Captain Paramedic Engineer Paramedic Firefighter 65 Captain Engineer Paramedic Firefighter Paramedic C Shift Battalion Chief Operations 71 Captain Engineer Paramedic Engineer Firefighter Paramedic 72 Captain Engineer Paramedic Firefighter Paramedic 65 Captain Paramedic Engineer Paramedic Firefighter Fire Secretary Battalion Chief/ Training EMS ---PAGE BREAK--- 106 Table 5-1 Fire Department Position Listing FY 09-10 FY 10-11 FY 11-12 FY 12-13 Fire Chief 1.00 1.00 1.00 1.00 Battalion Chief/Training Officer 1.00 1.00 1.00 1.00 Battalion Chief 3.00 3.00 3.00 3.00 Captain/Fire Prevention Officer 1.00 1.00 1.00 1.00 Captain/Paramedic Assignment 3.00 3.00 3.00 3.00 Captain 6.00 6.00 6.00 6.00 Engineer/Paramedic Assignment 8.00 10.00 10.00 10.00 Firefighter/Paramedic Assignment 7.00 5.00 5.00 5.00 Engineer 6.00 2.00 2.00 2.00 Firefighter 2.00 4.00 4.00 4.00 Fire Secretary 1.00 1.00 1.00 1.00 Total 37.00 37.00 37.00 37.00 FY 2011-12 ACCOMPLISHMENTS Received a Department of Homeland Security Assistance to Firefighter Grant in the amount of $2.6 million for the purchase of portable radios for all participating agencies in Contra Costa County Trained seven firefighters to the level of Rescue Systems II funded by a Department of Homeland Security grant Completed the process for the community of Kensington to achieve the Heartsafe Community designation from Contra Costa County and the American Heart Association Completed a promotional exam for the position of Fire Captain Developed a digital supply tracking program for all advanced life support equipment Completed the local hazard mitigation plans for the City of El Cerrito and the community of Kensington Designed and managed a multi-casualty incident training program for all Fire Agencies in Contra Costa County FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Develop a Task Book Training Program for the rank of Captain • Public Safety Review and strengthen all automatic aid agreements with surrounding Departments • Public Safety • Fiscal Responsibility • Community Engagement and Partnership Complete promotion exams for the rank of Engineer • Public Safety Seek Federal grant funding for the replacement of Ladder Truck 71 • Public Safety • Fiscal Responsibility ---PAGE BREAK--- 107 Train four Firefighters in the area of Trench Rescue, Water Rescue, and Rescue Systems II, funded by a Department of Homeland Security Grant • Public Safety • Fiscal Responsibility Complete Firefighter/Paramedic recruitment to fill vacancies created by retirement. • Public Safety • Fiscal Responsibility FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL Continue to assertively implement the City’s CERT Program • Public Safety • Community Engagement & Partnership Continue to cooperate with Diablo Fire Safe Council and East Bay Regional Park District to reduce wildland/urban interface threat along the eastern boundary of Kensington and El Cerrito • Public Safety • Community Engagement & Partnership • Responsive Government Continue to conduct Code Compliance activities and investigate hazard concerns, meeting 100% of targeted occupancies and properties, ensuring compliance with Fire and Life Safety codes including exterior hazard abatement • Public Safety • Fiscal Responsibility • Responsive Government Continue to evaluate and adjust programs and structure to maximize the organizational effectiveness and public value of the Department • Fiscal Responsibility • Responsive Government Revise and update Department’s Policies and Procedures • Public Safety Enhance personnel skill levels in wildland firefighting and incident command by continued participation in the Regional Wildland Fire Response Training Exercise • Public Safety Continue comprehensive maintenance and certification testing programs to ensure a constant state of readiness for the Department’s complex fire apparatus and equipment • Public Safety Support and develop the Department’s Medical Priority Dispatch System and Quality Improvement Program. • Public Safety • Fiscal Responsibility Continue to train and prepare for all Risk Disasters • Public Safety Continue a comprehensive Wellness/Fitness program for Fire Personnel • Public Safety • Fiscal Responsibility ---PAGE BREAK--- 108 Service Indicators The information provided below gives the reader an overview of the annual Department activities. Based on a review of the Department activities for prior fiscal years, the workload has remained relatively stable. The Department will be able to meet the anticipated workload for FY 2012-13 with current staffing levels as shown in the adopted budget. Table 5-2 lists six response types, depicted graphically in Chart 5-2: • Fire: Structure fire, fire in mobile property, wildland fire • Emergency Medical Service/Rescue: Rescue, medical assistance, vehicle accident • Hazardous Condition: Toxic condition, electrical arcing, flammable gas or liquid condition • Service Call: Person(s) in distress, water problem, odor problem, unauthorized burning • Good Intent: Hazardous material investigation/no hazard found, EMS call/patient self transported • False Calls: Unintentional alarm, system malfunction, malicious, bomb scare; no hazard Table 5-2 Emergency Response Workload Response Type 2007 2008 2009 2010 2011 Fires 111 124 110 103 113 EMS/Rescues 1799 1610 1624 1536 1529 Hazardous Conditions 62 83 72 64 69 Service Calls 282 299 264 255 256 Good Intent 491 596 605 663 693 False Calls 181 169 148 143 160 Chart 5-2 Emergency Response Workload ---PAGE BREAK--- 109 Table 5-3 shows that the Department responds to nearly 3,000 calls per year. Fire loss over this five-year period averages $510,688 per year. However, fire loss averages remain very low compared to cities with similar demographics. In 2011 the Fire Department showed a slight increase in fire loss due to a pair of unintentionally caused structure fires for a combined fire loss of $850,000. This in turn raised the Department’s annual fire loss average by $109,559 over the previous year’s average of $401,129. The Department anticipates that requests for service will remain flat over the next calendar year. Table 5-3 Total Responses, by Year Year Number Dollar Loss 2006 2,929 $891,270 2007 2,926 559,370 2008 2,881 181,425 2009 2,823 367,250 2010 2,764 561,445 Average 2,864 $401,129 Tables 5-4 through 5-5 illustrate the Department’s commitment to continued training and education and public outreach: Table 5-4 Training Hours Type 2007 2008 2009 2010 2011 Medical – EMS 540 875 950 887 782 Operations 17,280 16,348 13,785 13,882 12,907 Physical Fitness 1,372 1,372 1,285 1,349 1,113 Online N/A N/A 967 815 840 Total 19,912 18,594 16,987 16,933 15,642 Table 5-5 Fire Prevention Activities Inspection Type 2007 2008 2009 2010 2011 Fire Inspections ( Fire Company) 447 468 488 440 495 Mandatory ( Schools/Jails/Convalescents) 22 16 18 18 23 Self-Inspection 208 223 202 217 252 Construction Plan Checks 115 83 92 70 59 Construction Inspections 170 111 80 63 232 Vegetation Management Inspections 12,059 12,059 12,059 15,351 14,270 Vegetation Management Re-inspections 315 131 100 237 329 Total 13,336 13,091 13,039 16,396 15,660 ---PAGE BREAK--- 110 Table 5-6 Current Certifications Held Type 2007 2008 2009 2010 2011 Chief Officer 2 1 1 1 1 Fire Officer 21 18 20 22 22 Firefighter II 32 31 34 34 34 Firefighter I 35 36 34 34 34 Driver Operator I 32 29 32 32 34 CERT Instructors 5 8 9 9 10 Rescue Systems I 22 23 25 25 26 Rescue Systems II N/A N/A N/A N/A 7 EMT 19 17 16 16 16 Paramedic 17 18 18 18 18 Total 185 181 189 191 202 Table 5-7 Public Education Contacts Contact Type 2007 2008 2009 2010 2011 Station Tours 32 245 245 331 150 Preschool Programs 145 407 430 516 477 Open Houses 100 400 400 35 201 School Age Programs K-4 275 373 350 456 830 School Age Programs 5-8 80 238 205 239 672 Senior Programs 30 27 29 58 25 First Aid/ CPR 20 59 108 230 140 Car Seats N/A N/A N/A N/A 56 Public Functions 4,400 4,591 3,520 7,050 7,000 Total 5,082 6,340 5,287 9,915 9,495 ---PAGE BREAK--- 111 FIRE DEPARTMENT BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Adopted Revenue Account: 45410 - Federal Grant-Operating 221-2510 - Grants 226,506 Account: 45430 - Federal Grant-Capital 221-2510 - Grants 147,765 475,000 Account: 45550 - OES Reimbursement 101-2510 - General Fund 101,826 25,739 90,000 50,000 Account: 45720 - Kensington Fire District 101-2510 - General Fund 2,091,031 2,087,423 2,215,000 2,318,862 Account: 45790 - Other Local Reimbursement 101-2510 - General Fund 104,185 96,685 90,000 90,[PHONE REDACTED] - Grants 46,400 Account 45790 Totals: 150,585 96,685 90,000 90,000 Account: 46010 - Plan Check Fees 101-2510 - General Fund 32,070 31,463 35,000 45,000 Account: 46520 - Program Fees 101-2510 - General Fund 11,378 14,223 10,000 10,000 Account: 49990 101 - Operating Xfer In-GEN 221-2510 - Grants 27,107 Account: 49990 601 - Operating Xfer-In I/S 221-2510 - Grants 273,000 Revenue Totals 2,640,504 2,403,299 3,188,000 2,513,862 Expenditures Account: 51110 - Regular Salaries & Wages 101-2510 - General Fund 3,750,963 3,730,883 4,216,443 3,998,384 Account: 51140 - Overtime Pay 101-2510 - General Fund 413,283 439,912 450,000 450,[PHONE REDACTED] - Grants 569 Account 51140 Totals: 413,852 439,912 450,000 450,000 Account: 51145 - FLSA Overtime Pay 101-2510 - General Fund 80,089 73,924 87,306 87,306 Account: 51146 - Fire Non-Supp OT 101-2510 - General Fund 102,811 106,161 105,086 85,[PHONE REDACTED] - Grants 21,229 Account 51146 Totals: 124,040 106,161 105,086 85,806 Account: 51147 - Fire OES Response 101-2510 - General Fund 88,469 23,303 Account: 51210 - PERS Contributions 101-2510 - General Fund 1,378,667 1,386,517 1,839,167 1,777,170 Account: 51220 - FICA/Medicare 101-2510 - General Fund 59,756 57,842 69,753 61,[PHONE REDACTED] - Grants 284 Account 51220 Totals: 60,039 57,842 69,753 61,207 Account: 51230 - Insurance & Benefits 101-2510 - General Fund 666,375 703,661 816,419 819,085 Account: 51240 - Workers Compensation 101-2510 - General Fund 50,388 58,087 113,275 95,207 Account: 51990 - Salary Savings 101-2510 - General Fund (217) (393,842) Account: 52120 - Legal & Financial Svcs 601-2510 - Vehicle/Equip Replacement 4,400 Account: 52190 - Miscellaneous Prof Svcs 101-2510 - General Fund 15,702 6,994 20,000 13,000 Account: 52220 - Medical Services 101-2510 - General Fund 13,171 13,533 25,000 20,000 Account: 52230 - Other Technical Services 101-2510 - General Fund 505 636 ---PAGE BREAK--- 112 Account: 52240 - Miscellaneous Services 101-2510 - General Fund 1,074 1,189 Account: 52250 - Instructor Services 221-2510 - Grants 17,000 Account: 52260 - OES Equipment & Apparatus 101-2510 - General Fund (224) (832) Account: 53110 - Utilities 101-2510 - General Fund 31,283 36,566 35,000 35,000 Account: 53230 - Building Maint Services 101-2510 - General Fund 10,544 19,272 15,000 15,000 Account: 53240 - Landscape/Park Maint Svcs 101-2510 - General Fund 18,698 16,625 20,000 20,000 Account: 53250 - Vehicle & Equip Maint Svc 101-2510 - General Fund 88,593 76,449 75,000 80,000 Account: 53290 - Miscellaneous R&M Svcs 101-2510 - General Fund 22,653 38,181 40,000 50,000 Account: 53330 - Vehic Rental Chrg 101-2510 - General Fund 30,000 135,600 135,600 135,600 Account: 53910 - Solid Waste Services 101-2510 - General Fund 6,075 6,376 5,000 5,000 Account: 54210 - Telephone Expenses 101-2510 - General Fund 16,742 15,115 15,000 15,000 Account: 54220 - Mobile/Wireless Expenses 101-2510 - General Fund 14,298 15,953 12,000 12,000 Account: 54310 - Legal Notices & Advertise 101-2510 - General Fund 52 1,000 1,000 Account: 54410 - Printing & Binding 101-2510 - General Fund 99 909 500 1,000 Account: 54610 - Travel & Training 101-2510 - General Fund 19,548 16,198 30,000 30,000 Account: 54910 - Dues & Subscriptions 101-2510 - General Fund 9,478 10,067 11,000 11,000 Account: 54990 - Other Administrative Svcs 101-2510 - General Fund 8,720 6,584 15,000 15,000 Account: 55110 - General Office Supplies 101-2510 - General Fund 6,957 5,206 6,171 6,000 Account: 55120 - Postage & Delivery 101-2510 - General Fund 1,159 957 1,300 1,300 Account: 55130 - Photocopying Charges 101-2510 - General Fund 1,717 623 3,000 3,000 Account: 55210 - Fuel 101-2510 - General Fund 40,817 47,187 35,700 40,000 Account: 55230 - Medical Supplies 101-2510 - General Fund 21,748 14,997 20,000 20,000 Account: 55240 - Clothing & Uniform Supply 101-2510 - General Fund 23,006 24,796 25,000 20,000 Account: 55250 - Vehicle & Equip Supplies 101-2510 - General Fund 50 Account: 55290 - Other Operating Supplies 101-2510 - General Fund 6,910 8,355 7,100 7,100 Account: 55520 - Building Supplies 101-2510 - General Fund 3,684 7,352 10,000 10,000 Account: 56310 - Improvements, not 101-2510 - General Fund 9,356 6,276 10,000 10,000 Account: 56410 - Office Equipment <$10K 101-2510 - General Fund 1,029 1,465 Account: 56710 - Other Equipment <$10K 101-2510 - General Fund 18,791 20,685 30,000 15,000 Account: 56720 - Other Equipment >$10K 221-2510 - Grants 260,932 147,765 475,000 Account: 58120 - Interest Payments ---PAGE BREAK--- [PHONE REDACTED] - Vehicle/Equip Replacement 26,656 48,018 48,017 48,017 Account: 58220 - Licenses & Permits 101-2510 - General Fund 778 1,073 1,000 1,000 Account: 59110 - Loans & Grants 221-2510 - Grants 3,028,000 Account: 59990 221 - 101-2510 - General Fund 27,[PHONE REDACTED] - Vehicle/Equip Replacement 273,000 Account 59990 221 Totals: 27,107 273,000 Expenditure Grand Totals: 7,391,719 7,330,512 11,731,995 8,013,462 ---PAGE BREAK--- 114 ---PAGE BREAK--- 115 SECTION 6: POLICE DEPARTMENT The El Cerrito Police Department is committed to safety, service, and enhancing the public trust through professionalism and leadership. The Department’s vision is to continue to foster an environment of collaboration, honesty, and respect with each member of our community, our department, and our allied agencies. We will represent the highest ideals of public service in carrying out our mission and living our values. The El Cerrito Police Department will be known for its commitment to steadfast compassionate service and vigorous crime fighting. DEPARTMENT OVERVIEW The Police Department provides a full range of services to the community through three Divisions: Administrative and Support Services, Field Operations, and Investigations/Special Operations. These Divisions work in concert to achieve the common mission of efficiently providing professional service delivery of the highest quality, which will form a sense of pride and satisfaction in all members of our community. The City partners with the State and other local agencies to provide services and support the Department in the most cost effective manner. Police dispatching is provided through a contract with the Richmond Police Department, while Crime Lab and Animal Control Services are contracted to Contra Costa County. The Department cooperates with other police agencies and the California Department of Justice to provide a Detective to the West Contra Costa County Narcotics Task Force. The Police Department also contracts with the State of California for the California Identification System, which utilizes computer technology to evaluate fingerprint evidence to identify criminals. The City and the Department are also active members of the East Bay Public Safety Corridor Partnership. Overall Goals The overall goals of the Department are to enhance public safety by: • Creating a safer environment within our community by enforcing federal, state and local ordinances • Maintaining effective partnerships with our regional law enforcement partners to enhance efficient service delivery • Reducing the occurrence of criminal activity through proactive responses to crime and utilizing public education and crime prevention programs • Cultivating and maintaining genuine partnerships with our community ---PAGE BREAK--- 116 Organizational Structure The personnel making up the Police Department are deployed into three Divisions. While each division has different assignments and individual goals, each division is responsible for striving to achieve the Departmental goals which center around increasing community safety. Administrative/Support Services Division Members of this Division are responsible for commanding and supervising personnel, constructing and maintaining budgets, processing of records, internal investigations, recruiting new personnel, training of department personnel and policy making. Field Operations Members of this Division are our front line uniformed personnel responsible for responding to calls for service, documentation, and preliminary investigation of incidents. Patrol Officers provide the first level of traffic safety as well as addressing community “quality of life” issues. Special Operations Members of this Division are responsible for responding to and examining major crime scenes, conducting criminal investigations, providing liaison services to community groups as well conducting proactive investigations into events or circumstances that could negatively impact the safety of our community. Chart 6-1 shows the organizational layout of the Department: Chart 6-1 Police Department Organization Chart Chief of Police Captain Lieutenant Field Operations Patrol Sergeant Patrol Corporal Patrol Officer (17) Lieutenant Investigations/ Special Operations Detective Sergeant Detective Corporal Detective Traffic /Special Ops Sergeant Community Policing Team Traffic Officer Parking Enforcement (2.2) Crossing Guard (.35) SRO Officer Lieutenant Administrative/ Support Services Records Supervisor Senior Records Specialist Records Specialist Property Specialist Cadets Executive Assistant Explorers Reserve Officers ---PAGE BREAK--- 117 Position Listing The total authorized strength for the Police Department is 46 sworn Officers. Table 6-1 shows the current authorized strength of the Department. Not included are the Department’s part-time Cadets. Table 6-1 Police Department Position Listing FY 09-10 FY 10-11 FY 11-12 FY 11-12 Police Chief 1.00 1.00 1.00 1.00 Police Captain 1.00 1.00 1.00 1.00 Police Commander 0.00 0.00 0.00 0.00 Lieutenant 3.00 3.00 3.00 3.00 Police Sergeant/Detective Assign 1.00 1.00 1.00 1.00 Sergeant 6.00 5.00 5.00 5.00 Corporal/Detective Assign 1.00 1.00 1.00 1.00 Corporal 4.00 4.00 4.00 4.00 Police Officer/Detective Assign 4.00 4.00 4.00 4.00 Police Officer 23.00 23.00 23.00 23.00 Police Officer (Traffic) 3.00 3.00 3.00 3.00 Records Supervisor 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 Senior Records Specialist 1.00 1.00 1.00 1.00 Police Property Specialist 0.00 0.00 1.00 1.00 Police Records Specialist 5.00 5.00 4.00 4.00 Parking Enforcement Rep 1.00 1.00 1.00 1.00 Parking Enforcement Rep PT 1.20 1.20 1.20 1.20 Crossing Guard 0.35 0.35 0.35 0.35 Total 56.55 56.55 56.55 56.55 Service Indicators Chart 6-2 shows the total Calls for Service for the past 10 years, and Table 6-2 shows the Police Department’s response times to calls in that same timeframe, reflecting the commitment to arrive at a callers’ location within five minutes for Priority 1 and 2 calls. Priority 1 and 2 calls for service are considered to be emergencies with the potential for serious injury and/or death. Response times are calculated by when the call is received by dispatch and when the first unit arrives on scene. Chart 6-2 El Cerrito Police Dept. Total CAD Incidents / Calls for Service- Past 10 years "Total CAD Incidents" includes all self-initiated activity conducted by Department Personnel "Calls for Service" are incidents generated by Dispatch pursuant to calls from Residents 19749 23204 25403 23860 22173 23866 24215 26020 24551 25429 23295 13155 14917 16260 15009 14699 15305 15018 13279 12521 12705 10912 0 5000 10000 15000 20000 25000 30000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Total CAD Incidents Calls for Service ---PAGE BREAK--- 118 Table 6-2 Police Response Times (Minutes) Priority 1 Priority 2 Priority 3 Priority 4 Number of Calls Average Response Time Number of Calls Average Response Time Number of Calls Average Response Time Number of Calls Average Response Time 2001 180 3.51 6,702 3.19 3,231 10.25 4693 17.45 2002 183 3.64 9,675 3.02 3,737 9.00 5516 16.16 2003 292 6.41 5,806 9.32 3,130 13.14 3808 26.76 2004 217 6.37 3,662 9.05 2,580 10.87 2718 23.30 2005 228 4.91 4,114 10.10 2,459 13.74 2918 22.02 2006 207 4.91 4,330 8.67 2,972 11.57 3075 21.71 2007 195 5.49 4,239 8.04 3,859 9.05 2895 17.47 2008 181 4.24 3,473 7.30 4,926 6.83 2688 16.02 2009 191 4.53 3,448 6.62 4,846 5.17 2325 13.86 2010 218 4.36 4,786 6.18 6,561 17.40 3179 21.09 2011 191 4.34 5,055 7.09 6,054 5.3 3937 14.37 Average 190 4.79 4,567 7.14 3,482 10.21 3,074 19.11 Response Times are calculated by when the call is received by dispatch and when the first unit arrives. Priority 1: Incidents that require an immediate police response in order to preserve life or where an immediate response would be essential to apprehend a felony suspect when a felony is less than 5 minutes old. A Priority 1 incident requires an immediate broadcast and response. Priority 2: Incidents that require an immediate police response that are less than 15 minutes old, where the need to apprehend suspects is great or where apprehension would be imminent. This would also include misdemeanor property crimes. Priority 2 details may be held up to 15 minutes. A Priority 2 incident requires an immediate broadcast and/or response by any available unit. Priority 3: Incidents that require a police response in a timely manner, where there is no immediate or expected threat to the safety of responding officers or the public. Priority 3 incidents require a timely response of 30 minutes or less of any available unit. If 30 minutes elapse without the detail being dispatched, dispatch will make a call back to the reporting party. Priority 4: Incident reports that require police contact in a timely manner. Priority 4 incidents require contact within 1 hour. If the time limit expires without the call being dispatched, dispatch will make a call back to the reporting party. ---PAGE BREAK--- 119 Tables 6-3 and 6-4 depict workload statistics for Priority One offenses, historical Calls for Service, and miscellaneous statistics for the calendar year 2011. Table 6-3 El Cerrito Police Department Priority One Offenses- Past 10 years 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 Average Criminal Homicide Murder and Non-negligence Homicide 0 0 0 0 2 2 3 0 0 0 0.70 Manslaughter by negligence 0 0 0 0 0 0 0 0 0 0 0.00 Total 0 0 0 0 2 2 3 0 0 0 0.70 Forcible Rape Rape by Force 3 0 6 0 4 2 2 1 3 1 2.20 Attempts to commit 0 2 0 0 0 0 0 0 1 0 0.30 Total 3 2 6 0 4 2 2 1 4 1 2.50 Robbery Firearm 28 25 28 43 51 39 51 43 22 21 35.10 Knife / Cutting Instrument 5 5 2 2 1 1 5 5 0 8 3.40 Other Dangerous Weapon 4 3 7 6 12 13 12 4 10 15 8.60 Strong-arm (Hands, fists etc) 23 42 41 47 50 86 52 45 75 46 50.70 Total 60 75 78 98 114 139 120 97 107 90 97.80 Assaults Firearm 0 2 1 0 5 2 5 2 5 1 2.30 Knife / Cutting Instrument 1 0 2 2 4 3 5 2 3 5 2.70 Other Dangerous Weapon 9 9 21 15 24 25 24 19 13 12 17.10 Hands, Fists, Feet Aggravated Injury 36 46 48 17 24 36 31 24 25 25 31.20 Other Assaults-Simple, Not Aggravated 68 79 76 100 124 152 97 125 106 143 107.00 Total 114 136 148 134 181 218 162 172 152 186 160.30 Burglary Forcible 137 112 111 114 139 110 145 154 165 143 133.00 Unlawful Entry - No Force 85 74 88 101 102 124 82 110 84 71 92.10 Attempted Forcible Entry 8 20 16 2 12 4 14 9 15 7 10.70 Residential 106 113 120 139 161 119 135 151 172 142 135.80 Commercial 50 80 95 78 92 119 106 122 92 77 91.10 Total 230 206 215 217 253 238 241 273 264 221 235.80 Larceny - Theft Over $400.00 159 133 150 191 155 217 174 173 234 203 178.90 $200.00-399.00 85 111 106 119 102 150 146 134 158 145 125.60 $50.00-$200.00 159 170 142 152 153 229 224 265 220 256 197.00 Under $50.00 185 175 213 204 231 328 334 375 338 416 279.90 Total 588 589 611 666 659 924 878 [PHONE REDACTED] 783.20 Motor Vehicle Thefts Autos 107 129 95 176 224 264 303 268 401 332 229.90 Trucks 2 19 10 14 8 15 16 14 13 4 11.50 Others 2 2 1 3 1 5 5 1 7 0 2.70 Total 111 150 106 193 233 284 324 283 421 336 244.10 Total Part 1 Offenses by Year 1106 1158 1164 1308 1446 1807 1730 1773 1898 1854 1524.40 ---PAGE BREAK--- 120 Table 6-4 El Cerrito Police Department Miscellaneous Statistics -2011 January February March April May June July August September October November December Total Arrests Adult 96 82 73 59 61 53 61 57 72 39 55 93 801 Juvenile 24 17 15 10 11 8 12 8 12 5 11 19 152 Total 120 99 88 69 72 61 73 65 84 44 66 112 953 Driving Under the Influence Misdemeanor 53 32 15 11 8 9 9 9 17 5 9 37 214 Felony 0 0 0 0 1 0 0 1 0 0 0 1 3 Total 53 32 15 11 9 9 9 10 17 5 9 38 217 Malicious Mischief Total 13 11 12 9 6 8 3 8 6 7 6 3 92 Traffic Collisions Injury 7 2 5 4 3 2 2 2 5 5 2 5 44 Fatal 0 0 0 0 0 0 0 0 0 0 0 0 0 Non-Injury 22 23 24 14 23 23 25 23 32 16 17 19 261 Hit-and-Run 7 8 4 4 7 7 6 5 4 1 9 12 74 Total 36 33 33 22 33 32 33 30 41 22 28 36 379 Abandoned Autos Total 3 4 2 12 12 19 33 34 50 69 41 21 300 Impounded Vehicles Total 35 62 39 18 21 11 19 49 18 23 12 15 322 Stolen Motor Vehicles Recovered Stolen Locally and Recovered Locally 5 2 2 6 4 3 1 5 3 1 1 1 34 Stolen Locally and Recovered by Other 7 8 2 7 8 8 4 4 8 4 5 3 68 Stolen Other Jurisd/Recovered Locally 10 10 8 4 6 2 5 10 4 1 4 6 70 Total 22 20 12 17 18 13 10 19 15 6 10 10 172 ---PAGE BREAK--- 121 POLICE ADMINISTRATIVE & SUPPORT SERVICES DIVISION The Administrative & Support Services Division plays an essential role in the management, training, risk reduction, and effectiveness for the Department. The mission of the Division is to manage, support, and develop programs by ensuring the services provided are consistent with the expectations of the community, are practiced under the standards established by the law enforcement profession, and are completed in accordance with legislatively mandated and continual professional training. The Division personnel recruits and hire employees who will work to support the mission, vision, and values of the Police Department and strive to provide quality service to the community that we serve. Administrative and Support Services is also responsible for providing initial and ongoing training to all personnel to maintain a constant state of readiness. The Division ensures all personnel are prepared to encounter the complexity and diversity of issues in the community including violent street crime, cyber-crime, cold case investigations, neighborhood nuisances, and major incident and disaster response. Support Services also ensures the aging public safety building is repaired and maintained in a functional capacity to handle the daily operational stresses and demands on a law enforcement agency. Those assigned to this Division ensure that training; inter-agency agreements and policies are aligned with contemporary practices and legal standards. Support Services includes the professional staff members comprising the Records Unit, who are responsible for the management and dissemination of the detailed records maintained by the Department and Property Unit. The Property and Evidence Unit is responsible for the legal, structured, and safe handling and storage of evidence and the property submitted to the Department. FY 2011-12 ACCOMPLISHMENTS Lieutenants transferred roles to develop and broaden professional experiences Completed the recruitment, selection and hiring of eight new Police Officers Completed the recruitment, selection, and selection of eight new Reserve Police Officers Recruited, selected, and hired one Police Cadet Successfully passed the Annual POST Audit of training and hiring practices Implemented a new Crime Prevention Through Environmental Design program for residents Completed the testing and promotion of five officers into the supervisory ranks Redesigned interior office space to create more workable areas within the Public Safety building ---PAGE BREAK--- 122 FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Recruit, hire, complete background investigations, and train police officers to fill vacancies • Public Safety • Fiscal Responsibility Recruit and hire two Cadets • Public Safety Implement a Peer Support Program for the Department • Public Safety • Responsive Government Implement a Citizens Police Academy and Volunteer Program • Community Engagement & Partnership • Fiscal Responsibility Proctor professional examination in order to promote a new supervisor due to retirement • Public Safety • Responsive Government Recruit, test, and select a new Records Supervisor due to retirement • Public Safety • Responsive Government Coordinate and implement disaster preparedness and active shooter training • Public safety FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(S) Continue “Cops and Coffee” meetings with the public • Community Engagement & Partnership Enhance training activities for sworn and professional staff • Public Safety Increase participation and presence at regional events • Public Safety • Community Engagement & Partnership Enhanced supervisory mentoring and education • Public Safety ---PAGE BREAK--- 123 POLICE ADMINISTRATIVE & SUPPORT SERVICES DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Adopted Revenue Account: 44010 - Interest Income 208-2011 - Asset Seizure Fund 2,314 415 1,000 1,[PHONE REDACTED] - Vehicle Abatement Fund 1,839 358 1,000 1,000 Account 44010 Totals: 4,153 773 2,000 2,000 Account: 44920 - Unclaimed Assets 208-2011 - Asset Seizure Fund 187 1,000 1,000 Account: 45410 - Federal Grant-Operating 221-2011 - Grants 20,002 12,000 12,000 Account: 45510 - Abandoned Vehicle Abatem 209-2011 - Vehicle Abatement Fund 25,449 22,766 20,000 20,000 Account: 45540 - POST Reimbursement 101-2011 - General Fund 24,268 12,987 12,000 Account: 46210 - Fingerprinting Services 101-2011 - General Fund 64,940 57,137 65,000 45,000 Account: 46520 - Program Fees 101-2011 - General Fund 77,735 84,772 65,000 90,000 Account: 46910 - Reproduction Fees 101-2011 - General Fund 665 Account: 48990 - Other Misc Revenue 101-2011 - General Fund 137,529 Revenue Totals 216,734 316,628 165,000 182,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-2011 - General Fund 785,333 751,495 865,146 881,[PHONE REDACTED] - Grants 20,002 Account 51110 Totals: 805,335 751,495 865,146 881,505 Account: 51120 - Part-Time Salaries & Wage 101-2011 - General Fund 115,240 36,905 64,863 37,849 Account: 51140 - Overtime Pay 101-2011 - General Fund 2,067 3,668 10,200 10,200 Account: 51150 - Special Pay 101-2011 - General Fund 38,384 27,760 31,334 28,885 Account: 51210 - PERS Contributions 101-2011 - General Fund 229,034 254,458 320,281 334,757 Account: 51220 - FICA/Medicare 101-2011 - General Fund 42,139 37,852 44,996 45,842 Account: 51230 - Insurance & Benefits 101-2011 - General Fund 167,591 179,638 208,981 229,866 Account: 51240 - Workers Compensation 101-2011 - General Fund 14,255 34,520 36,648 30,802 Account: 52110 - Collect & Admin Services 101-2011 - General Fund 664,221 699,974 765,000 827,500 Account: 52190 - Miscellaneous Prof Svcs 101-2011 - General Fund 16,834 25,214 25,500 25,000 Account: 52210 - Lab & Investigative Svcs 101-2011 - General Fund 28,847 24,238 25,500 25,500 Account: 52230 - Other Technical Services 101-2011 - General Fund 21,589 21,827 23,000 25,000 Account: 53110 - Utilities ---PAGE BREAK--- [PHONE REDACTED] - General Fund 19,119 23,690 24,000 24,000 Account: 53230 - Building Maint Services 101-2011 - General Fund 12,172 16,051 20,000 20,000 Account: 53250 - Vehicle & Equip Maint Svc 101-2011 - General Fund 8,269 13,622 13,260 15,000 Account: 53290 - Miscellaneous R&M Svcs 101-2011 - General Fund 14,402 14,117 15,300 17,500 Account: 54210 - Telephone Expenses 101-2011 - General Fund 19,635 20,770 22,440 22,500 Account: 54220 - Mobile/Wireless Expenses 101-2011 - General Fund 9,512 10,469 14,280 14,000 Account: 54310 - Legal Notices & Advertise 101-2011 - General Fund 1,148 1,039 1,020 1,500 Account: 54410 - Printing & Binding 101-2011 - General Fund 3,875 5,382 5,900 5,900 Account: 54610 - Travel & Training 101-2011 - General Fund 62,336 74,551 64,900 60,000 Account: 54910 - Dues & Subscriptions 101-2011 - General Fund 1,700 1,832 2,040 2,000 Account: 54990 - Other Administrative Svcs 101-2011 - General Fund 1,319 2,629 3,570 3,500 Account: 55110 - General Office Supplies 101-2011 - General Fund 12,620 13,266 15,010 15,000 Account: 55120 - Postage & Delivery 101-2011 - General Fund 4,685 3,965 3,970 3,970 Account: 55130 - Photocopying Charges 101-2011 - General Fund 7,747 5,621 9,180 9,180 Account: 55210 - Fuel 101-2011 - General Fund 5,521 7,550 8,568 11,400 Account: 55220 - Safety Supplies 101-2011 - General Fund 13,075 12,949 17,240 25,[PHONE REDACTED] - Grants 12,000 12,000 Account 55220 Totals: 13,075 12,949 29,240 37,000 Account: 55230 - Medical Supplies 101-2011 - General Fund 686 Account: 55250 - Vehicle & Equip Supplies 101-2011 - General Fund 6 Account: 55290 - Other Operating Supplies 101-2011 - General Fund 2,864 3,611 3,966 4,200 Account: 55590 - Other Maintenance Supply 101-2011 - General Fund 226 Account: 56410 - Office Equipment <10K 101-2011 - General Fund 3,834 3,393 6,900 7,[PHONE REDACTED] - Grants 22,391 14,771 Account 56410 Totals: 26,225 18,164 6,900 7,800 Account: 56520 - Vehicles >10K 101-2011 - General Fund 50,000 50,000 Account: 56710 - Other Equipment <10K 101-2011 - General Fund 5,000 5,[PHONE REDACTED] - Asset Seizure Fund 2,552 Account 56710 Totals: 2,552 5,000 5,000 Account: 56720 - Other Equipment >10K 101-2011 - General Fund 60,[PHONE REDACTED] - Grants 18,530 Account 56720 Totals: 78,574 Account: 58920 - Misc Finance Expense ---PAGE BREAK--- [PHONE REDACTED] - General Fund 657 1,088 Expenditure Grand Totals: 2,372,645 2,429,732 2,739,993 2,832,156 POLICE OPERATIONS DIVISION The uniformed members of the Field Operations Division are the front line of the El Cerrito Police Department’s law enforcement effort. This division includes patrol officers, traffic officers, canine handlers, school resource officers, and special enforcement officers. If a person calls the Police Department with a problem, members of the Field Operations Division respond to help. These officers respond to emergencies, both large and small. Patrol officers are among the first to arrive at traffic collisions, medical crises, and crimes in progress. School Resource Officers often deal with emergencies of a different nature, not only acting as on-scene emergency personnel, but also acting as mediators and role models for El Cerrito students. The canine (K-9) handler and special enforcement officers tackle problems from other perspectives: canine handlers rely on the enhanced senses of their canine partners, while the special enforcement team acts on crime trends and uses non- traditional policing strategies to prevent and respond to crimes in the City. Traffic officers bring their own special expertise to round out the diversity of the Division, using advanced collision investigation training to untangle major traffic accidents and focus much of their patrol efforts on increasing motorist safety. The budget for the Operations Division includes the costs of salaries as well as the expenses involved in maintaining a modern patrol force. Police cars and must be maintained and replaced; ballistic vests and other safety gear must be replaced at regular intervals. Additionally, officers routinely train in the use of firearms, vehicles, and arrest techniques to maintain certifications and adhere to legislative mandates. FY 2011-12 DIVISION ACCOMPLISHMENTS After the death of K-9 King, purchased and trained a new K-9, Kato Reduced Part I crimes in the City Promoted two corporals and one sergeant to fill vacancies Successfully trained newly hired officers Began using patrol officers to conduct Crime Prevention Thru Environmental Design (CPTED) evaluations in our community ---PAGE BREAK--- 126 FY 2012-13 DIVISION PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Train officers in the principles of crime analysis to increase awareness of crime patterns, series, and crime reduction methodologies such as Crime Prevention Thru Environmental Design (CPTED) • Public Safety • Community Engagement & Partnership Increase officer and community interaction at special events • Public Safety • Community Engagement & Partnership Continue to fine-tune video surveillance systems on the Ohlone Greenway • Public Safety Deploy new incident command vehicle and continue to train officers in the principles of the Incident Commands System and National Incident Management System • Public Safety • Community Engagement & Partnership Examine feasibility of digital transcription service for reporting • Environmental Stewardship • Public Safety Start in-field reporting to keep officers in the community while writing reports • Public Safety Replace 2 aging parking enforcement vehicles with newer, more fuel efficient vehicles • Environmental Stewardship FY 2011-12 DIVISION OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL Train and mentor new officers as they progress through the Field Training Program • Public Safety Continue to guide, develop, mentor, and train probationary employees • Public Safety • Responsive Government Continued presence in the Regional Mobile Field Force • Public Safety Continue to team with BART and other allied agencies in intelligence gathering and dissemination • Public Safety ---PAGE BREAK--- 127 POLICE OPERATIONS DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Adopted Revenue Account: 43010 - Moving Vehicle Citations 101-2012 - General Fund 180,156 145,225 155,000 125,000 Account: 43020 - Parking Citations/Fines 101-2012 - General Fund 163,823 112,784 176,000 125,000 Account: 45410 - Federal Grant-Operating 221-2012 - Grants 8,870 Account: 45430 - Federal Grant-Capital 221-2012 - Grants 355,000 Account: 45440 - State Grant-Operating 101-2012 - General Fund 1,[PHONE REDACTED] - Grants 100,000 100,000 Account 45440 Totals: 101,770 100,000 Account: 45790 - Other Local Reimbursement 101-2012 - General Fund 420,000 425,843 420,000 470,000 Account: 46520 - Program Fees 101-2012 - General Fund 1,979 1,474 Revenue Totals 876,598 785,326 1,106,000 720,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-2012 - General Fund 2,605,092 2,769,770 3,398,721 3,227,[PHONE REDACTED] - Grants 75,726 69,806 Account 51110 Totals: 2,680,818 2,839,576 3,398,721 3,227,462 Account: 51120 - Part-Time Salaries & Wage 101-2012 - General Fund 32,131 35,699 62,197 56,118 Account: 51140 - Overtime Pay 101-2012 - General Fund 244,794 239,357 260,000 260,[PHONE REDACTED] - Grants 9,984 11,391 Account 51140 Totals: 254,778 250,748 260,000 260,000 Account: 51142 - StraightOT 101-2012 - General Fund 3,652 3,131 Account: 51150 - Special Pay 101-2012 - General Fund 119,866 83,633 57,142 52,660 Account: 51210 - PERS Contributions 101-2012 - General Fund 1,067,537 1,139,110 1,520,671 1,482,358 Account: 51220 - FICA/Medicare 101-2012 - General Fund 50,761 49,853 61,292 59,[PHONE REDACTED] - Grants 72 157 Account 51220 Totals: 50,832 50,010 61,292 59,101 Account: 51230 - Insurance & Benefits 101-2012 - General Fund 596,984 649,414 761,034 789,164 Account: 51240 - Workers Compensation 101-2012 - General Fund 118,980 90,818 123,270 98,007 Account: 51990 - Salary Savings 101-2012 - General Fund (297,805) Account: 52190 - Miscellaneous Prof Svcs 101-2012 - General Fund 4,940 12,924 58,000 29,000 Account: 52230 - Other Technical Services 101-2012 - General Fund 1,507 165 2,040 2,040 Account: 53250 - Vehicle & Equip Maint Svc ---PAGE BREAK--- [PHONE REDACTED] - General Fund 43,274 48,905 56,100 56,[PHONE REDACTED] - Vehicle Abatement Fund 4,887 19,614 10,000 10,000 Account 53250 Totals: 48,161 68,519 66,100 66,100 Account: 54610 - Travel & Training 101-2012 - General Fund 9,702 12,306 10,200 14,[PHONE REDACTED] - Grants 481 Account 54610 Totals: 10,183 12,306 10,200 14,900 Account: 54990 - Other Administrative Svcs 101-2012 - General Fund 6,981 8,397 8,670 8,[PHONE REDACTED] - Grants 749 Account 54990 Totals: 7,730 8,397 8,670 8,670 Account: 55210 - Fuel 101-2012 - General Fund 67,083 78,396 61,200 73,440 Account: 55220 - Safety Supplies 101-2012 - General Fund 14,008 13,977 13,260 13,[PHONE REDACTED] - Grants 8,420 Account 55220 Totals: 22,429 13,977 13,260 13,260 Account: 55250 - Vehicle & Equip Supplies 101-2012 - General Fund 48 22 Account: 55290 - Other Operating Supplies 101-2012 - General Fund 14,081 15,999 15,000 15,[PHONE REDACTED] - Vehicle Abatement Fund [PHONE REDACTED] - Grants 4,763 187 Account 55290 Totals: 18,843 16,479 15,000 15,000 Account: 56410 - Office Equipment <10K 101-2012 - General Fund 1,651 6,168 5,000 5,[PHONE REDACTED] - Grants 2,125 Account 56410 Totals: 3,775 6,168 5,000 5,000 Account: 56510 - Vehicles <10K 221-2012 - Grants 8,131 Account: 56520 - Vehicles >10K 101-2012 - General Fund 95,598 100,000 100,[PHONE REDACTED] - Vehicle Abatement Fund 60,000 Account 56520 Totals: 95,598 160,000 100,000 Account: 56710 - Other Equipment <10K 101-2012 - General Fund 1,[PHONE REDACTED] - Grants 868 11,595 Account 56710 Totals: 868 13,377 Account: 56720 - Other Equipment >10K 208-2012 - Asset Seizure Fund 11,[PHONE REDACTED] - Grants 63,988 355,000 Account 56720 Totals: 63,988 11,660 355,000 Expenditure Grand Totals: 5,183,263 5,480,124 6,700,992 6,352,280 ---PAGE BREAK--- 129 POLICE INVESTIGATIONS/SPECIAL OPERATIONS DIVISION The Special Operations Division Contains the Investigative, Traffic Enforcement, School Resource Officers (SRO), and Special Events Sections of the Police Department, as well as volunteer programs. The Investigations Section conducts the on-scene investigations of major incidents, investigates crimes that require an extended time commitment or a specific expertise in an effort to solve crimes and thoroughly prepare cases for prosecution, and maintains liaisons with other investigative bodies to increase department potential to efficiently address investigative needs. The Traffic Enforcement Unit leads the Departments efforts to identify traffic related concerns and addresses them through Education and Enforcement. The Special Operations Division conducts a majority of the Department’s community outreach efforts through events such as Crime Prevention & Neighborhood Watch meetings, National Night Out, Martin Luther King Jr. Parade, ECHS Homecoming Parade, Little League Baseball Parade and fundraisers for the Special Olympics. The Division also oversees the activities of the Department’s representatives to the County Mutual Aid Mobile Field Force, Evidence Technicians, Mounted Patrol, Honor Guard and Crisis Negotiation Team, as well as volunteer programs including Reserve Officers, and the upcoming Volunteer in Police Service Program. FY 2011-12 ACCOMPLISHMENTS Added three new Detectives replacing others who returned to Patrol duties Hosted regional information sharing meetings with neighboring jurisdictions Began a new system of ensuring compliance with Video Surveillance Ordinance Worked with four allied agencies to solve high profile violent home invasion robberies and car- jackings that occurred in El Cerrito Filled the Traffic Sergeant position which had been vacant for almost a year Trained the new Traffic Sergeant on the (obtained via grant), RADAR and Intermediate Collision Investigations Obtained a new vehicle for use by Parking Enforcement personnel Trained one Traffic Officer in Advanced Collision Investigations (80-hour course) Selected and trained a new SRO to work at Portola Middle School Renewed the contract with WCCUSD to continue funding SRO positions for the next fiscal year Trained SROs to be Instructors in Active Shooter Responses Trained SROs to be Tactical Field Medics, i.e. Advanced First Aid FY 2012-13 PRIMARY OBJECTIVES CORRESPONDING CITY COUNCIL GOAL(S) Focus on suppression of Part I crime through innovative methods and cooperative efforts with other agencies • Public Safety ---PAGE BREAK--- 130 Increase percentage of Part I crimes solved and cases cleared • Public Safety • Community Engagement & Partnership Increase communication and interaction with victims • Public Safety • Community Engagement & Partnership Increase community outreach to residents and businesses through the use of educational workshops and liaison efforts • Public Safety • Community Engagement & Partnership Continue to coordinate involvement in the nationally recognized National Night Out event • Public Safety • Community Engagement & Partnership Focus on reduction in collisions • Public Safety Increase the percentage of hit & run crimes solved and cases cleared • Public Safety • Community Engagement & Partnership Increase communication and interaction with motorists • Public Safety • Community Engagement & Partnership Increase community outreach to residents and businesses through public gatherings and management of parades and special events. • Public Safety • Community Engagement & Partnership Conduct Sobriety Checkpoints and Commercial Vehicle Inspection Checkpoints • Public Safety • Community Engagement & Partnership FY 2012-13 OPERATIONAL ACTIVITY GOALS CORRESPONDING CITY COUNCIL GOAL(s) Continue examining solvability factors to clear cases • Public Safety Continue training of detectives and officers for general and specific investigative areas • Public Safety • Responsive Government Continue tactical training to enhance safety during high risk entries and apprehensions of offenders • Public Safety • Responsive Government Continue liaison with businesses on operation and storage of video surveillance cameras • Public Safety Focus on maintaining a safe environment at schools • Public Safety Engage youth and encourage membership in the Police Explorer Program • Public Safety • Community Engagement & Partnership Increase communication and interaction with parent groups • Public Safety • Community Engagement & Partnership Decrease truancy at ECHS and PMS • Public Safety • Community Engagement & Partnership Increase security at school events by utilizing the ECPD Reserves • Public Safety • Community Engagement & Partnership ---PAGE BREAK--- 131 POLICE INVESTIGATIONS DIVISION BUDGET SUMMARY FY 2009-10 Actual FY 2010-11 Actual FY 2011-12 Amended FY 2012-13 Adopted Revenue Account: 48990 - Other Misc Revenue 101-2013 - General Fund 300 50 2,000 Revenue Totals 300 50 2,000 Expenditures Account: 51110 - Regular Salaries & Wages 101-2013 - General Fund 568,805 682,313 737,488 721,534 Account: 51140 - Overtime Pay 101-2013 - General Fund 54,545 43,716 50,000 50,[PHONE REDACTED] - Grants 2,959 901 Account 51140 Totals: 57,505 44,617 50,000 50,000 Account: 51142 - StraightOT 101-2013 - General Fund 309 Account: 51150 - Special Pay 101-2013 - General Fund 16,722 24,281 25,292 15,597 Account: 51210 - PERS Contributions 101-2013 - General Fund 222,506 274,615 326,360 331,113 Account: 51220 - FICA/Medicare 101-2013 - General Fund 9,810 11,498 12,384 11,[PHONE REDACTED] - Grants 38 13 Account 51220 Totals: 9,848 11,511 12,384 11,935 Account: 51230 - Insurance & Benefits 101-2013 - General Fund 108,409 143,351 157,785 124,747 Account: 51240 - Workers Compensation 101-2013 - General Fund 9,012 11,959 23,321 19,601 Account: 51990 - Salary Savings 101-2013 - General Fund Account: 52110 - Collect & Admin Services 101-2013 - General Fund 205 Account: 52190 - Miscellaneous Prof Svcs 101-2013 - General Fund 15,225 13,417 15,300 15,300 Account: 52210 - Lab & Investigative Svcs 101-2013 - General Fund 108,852 93,808 100,000 100,000 Account: 53250 - Vehicle & Equip Maint Svc 101-2013 - General Fund 2,881 1,842 15,300 15,300 Account: 54610 - Travel & Training 101-2013 - General Fund 4,120 2,957 3,000 3,000 Account: 54910 - Dues & Subscriptions 101-2013 - General Fund 616 745 750 750 Account: 54990 - Other Administrative Svcs 101-2013 - General Fund 5,276 3,601 4,200 4,200 Account: 55210 - Fuel 101-2013 - General Fund 4,105 7,279 9,000 10,800 Account: 55220 - Safety Supplies 101-2013 - General Fund 2,879 3,407 3,000 3,000 Account: 55290 - Other Operating Supplies 101-2013 - General Fund 5,077 4,919 10,000 10,000 Account: 56410 - Office Equipment <10K 101-2013 - General Fund 2,113 2,221 5,000 5,000 Expenditure Grand Totals: 1,144,463 1,326,843 1,498,180 1,441,877 ---PAGE BREAK--- 132