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Santa Monica

Police Department

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Biennial Review2013 & 2014

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OUR MISSION

We are dedicated to safeguarding our community by improving quality of life

and

upholding public trust.

OUR VISION We endeavor to be law enforcement’s benchmark for excellence as we seek

to eliminate crime and social disorder

in collaboration with our community partners.

OUR CORE VALUES

Integrity: adhering to strict, unequivocal standards of conduct in keeping with our ethicalobligations;

Courage: displaying the strength of character to confront fear, danger, uncertainty, or intimidation;

Accountability: accepting individual and collective responsibility for our oath, duty, and actions;

Innovation: adapting to changes in society through strategic integration of technology and equipment;

Respect: valuing human life and dignity with an equal commitment to justice and acceptance of diversity.

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LAW ENFORCEMENT CODE OF ETHICS

As a law enforcement officer, my fundamental duty is to serve the community; tosafeguard lives and property; to protect the innocent against deception, the weakagainst oppression or intimidation and the peaceful against violence or disorder; and torespect the constitutional rights of all to liberty, equality and justice.

I will keep my private life unsullied as an example to all and will behave in a mannerthat does not bring discredit to me or to my agency. I will maintain courageous calm inthe face of danger, scorn or ridicule; develop self-restraint; and be constantly mindful of the welfare of others. Honest in thought and deed both in my personal and official life, I will be exemplary in obeying the law and the regulations of my department. Whatever Isee or hear of a confidential nature or that is confided to me in my official capacity willbe kept ever secret unless revelation is necessary in the performance of my duty.

I will never act officiously or permit personal feelings, prejudices, political beliefs,aspirations, animosities or friendships to influence my decisions. With no compromisefor crime and with relentless prosecution of criminals, I will enforce the law courteouslyand appropriately without fear or favor, malice or ill will, never employing unnecessaryforce or violence and never accepting gratuities.

I recognize the badge of my office as a symbol of public faith, and I accept it as apublic trust to be held so long as I am true to the ethics of police service. I will neverengage in acts of corruption or bribery, nor will I condone such acts by other policeofficers. I will cooperate with all legally authorized agencies and their representatives in the pursuit of justice.

I know that I alone am responsible for my own standard of professional performanceand will take every reasonable opportunity to enhance and improve my level ofknowledge and competence.

I will constantly strive to achieve these objectives and ideals, dedicating myself beforeGod to my chosen profession . . . law enforcement.

TABLE OF CONTENTS

Content Page AMessagefromtheChief 4

CityGovernment(2013-2015) 6

ExecutiveLeadership 8 DepartmentReorganization 10

AuthorizedPersonnelStrength 14

2013&2014PersonnelAwards 16

AdoptedBudget:FiscalYear2013-2014&2014-2015 21

Crime&Statistics(1960-2014) 22

Homelessness 27

TrafficStatistics&Summary 28

CommunityResources 30

BeatMaps 31

Code20E-Zine 32

GeneralContactPhoneNumbers 33

SantaMonicaPoliceatWork 34 InRemembrance 36

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EXECUTIVE TEAM

FROMCENTER-RIGHT

JACQUELINESEABROOKS ChiefofPoliceDANSALERNO Captain

RUDYCAMARENA SergeantKENSEMKO Captain

NICOLEDIBLING-MOORE SeniorAdministrativeAnalyst

FROMCENTER-LEFT

WENDELLSHIRLEY CaptainALVENEGAS DeputyChief

BIANCAJIMENEZ ExecutiveAssistanttotheChief

MESSAGE FROM THE CHIEF OF POLICEIammorethanpleasedtopresenttoyoutheSantaMonicaPoliceDepartment’sbiennialreport, “2013-2014, in Review.” In keeping with the City of Santa Monica’s biennialbudgetcycle,weshareinformationregardingtheDepartment’sperformanceonasimilarschedule.

Overthecourseofthesetwoyears, themenandwomenoftheSantaMonicaPoliceDepartmentaccomplishedasignificantnumberofremarkableachievementsevenasourattentionunwaveringlyfocusedonreducingcrime,thefearofcrime,andonnurturingthe collaborativepartnershipswe soheavily relyupon to assistus in enhancing thequalityoflifeforallofourvisitors,businessowners,andresidents.Iamproudtoleadthisfinelawenforcementagencywhichiscommittedtoservingitscommunityevenasitstrivestobethebenchmark for excellenceintheprofession.IhopeyouenjoytheSantaMonicaPoliceDepartment’s2013-2014biennialreport.

Two thousand thirteen:ThePoliceDepartmentwasfirmlyensconcedintheprocessofembracingnewexecutiveleadershipandchartinganeworganizationaldirection,basedonrecommittingtothefundamentalsofthelawenforcementprofessionandpreparingforthefuture.In2013,webegantheinternalworkrequiredtooptimizethe organization’s responses to the array of pressing external challenges whichincluded increasing service demands resulting from traffic congestion, increasesinthehomelessstreetpopulation,gangandyouthviolence,andincreasingcrime.Evenastheorganization’smenandwomenrespondedtotheseexternalchallenges,we were attentive to the Department’s internal needs which included team-building,restructuringtheorganization’sframework,evaluatingservicedeliverysystems,layingthefoundationforsuccessionplanning,beingresponsivetothe

needsofourcivilianmemberswhomakeup55%oftheorganization,andensuringprofessional development opportunities were readily available to all of our personnel even as newleadershipopportunitieswerecreatedthroughouttheorganization.

A watershed moment arose for the men and women of the Santa Monica Police Department when two officers, along witha member of the Santa Monica College Police Department, responded to and masterfully resolved a spree shooting whichencompassedadynamiccrimescenespanning1.5milesandwhichultimatelyclaimedthelivesofsixindividuals,includingthepersonresponsible.Thisincident,whichoccurredagainstthebackdropofaPresidentialvisit,demonstratedthevalueofconsistent,on-goingtacticaltraining,andtheimportanceofmaintainingcollaborativepartnershipswithourlawenforcementpartners.ThistragiccircumstancenotonlygalvanizedourPoliceDepartmentandourmunicipalstructure,butitalsostrengthenedtheresolveofourcommunity.Thecommunity’sresiliencywasreflectedinitsabilitytogrieve,heal,andmoveforwardintheaftermathofthisdefiningmoment.Thesamecouldbe said for thePoliceDepartment.Becauseweunderstoodthegravitas associatedwithouractionsonJune7,2013,weunderstoodtheneedtorecognizethevalorousandmeritoriousconductofthosedirectlyandindirectlyinvolvedinresolvingthisincident;wealsograspedtheimportanceofcontinuingourcommitmenttotacticaltrainingandmaintainingourhighperformancestandards.

Two thousand fourteen:ThePoliceDepartment completed its internal restructuringwhich included revising thePatrolBeatPlan;consolidatingunitswithsimilaroperations;implementingserviceefficiencieswhichenhancedourabilitytodelivertimelyservices; recommitting to the tenets of Constitutional policing, the Law Enforcement Code of Ethics, values-based policing,andour revisedMission,Vision,andValuesStatements.To further solidify thenew lookand feelof theSantaMonicaPoliceDepartment, we redesigned our metal badge returning City Hall to its rightful place on our uniforms. And we championedthemenandwomenwhomakeuptheorganizationthroughthecreationoftheCode20,amonthlye-zinepublicationwhichhighlightsourstrengths…ourpeople.

Theyear2014wasachallengingtimeforCalifornialawenforcement.Crimewasontheuptickasaresultofprisonrealignment(AB109),thereclassificationofanumberofseriouscrimes(Proposition47),andothersocietalfactors.Despitethesecircumstances,thededicatedmen andwomenof theSantaMonicaPoliceDepartment continued to raise theperformancebar.Part I crimeinSantaMonicawasatits lowestlevelinmorethan50years;calendaryear2014closedwitha13.1%declineinPartIcrimeascomparedagainst2013.2014alsoprovedtobeasaferyear forourpedestrians inthat20%fewervehicleversuspedestriancollisions occurred than in 2013. And of vital importance, community support of the Police Department was at an all-timehigh.EvenasweundertookthestepsnecessarytomovetheorganizationfurtheralongthepreparednesscontinuumrelatingtothereturnofLightRailservicein2016,welookedahead,throughourworkwiththeRANDCorporation,toensurethattheorganizationwillhavetheempiricaldataneededtosupportourfuturerequestsforthestaffingenhancementsneededtomeettheincreasingservicedemandsandexpectations.

These first two years as the Santa Monica Police Department’s Chief of Police have been quite busy, certainly exciting, andsupremelyrewarding.AndIexpectednolessanexperiencefromaCityandaPoliceDepartmentIhadtheprivilegeofservingforovertwenty-fiveyearsbeforemyreturninMay2012.Ioffermysincerestappreciation,gratitudeandrespecttothemenandwomenofthePoliceDepartmentfortheircommitment,dedication,andsupportaswecontinuetoworktogethertomakeforasaferSantaMonica!

JACQUELINE A. SEABROOKSChief of Police

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SANTA MONICA CITY COUNCIL & CITY MANAGER’S OFFICE

SANTA MONICACITY COUNCIL(December 2014-December 2016)

KevinMcKeown MayorTonyVazquez MayorProTemporeTerryO’Day CouncilmemberPamO’Connor CouncilmemberGleamDavis CouncilmemberTedWinterer CouncilmemberSueHimmelrich Councilmember*

CITY MANAGER’S OFFICE

ElainePolacheck AssistantCityManager

Front Row, L-R: Mayor Pro Tempore Tony Vazquez, Mayor Kevin McKeown, Ted Winterer; Back, L-R: Gleam Davis, Sue Himmelrich, Terry O’Day, Pam O’Connor

*Elected December 2014

CITY GOVERNMENT 2013-2015

SANTA MONICACITY COUNCIL(December 2012-December 2014)

PamO’Connor MayorTerryO’Day MayorProTemporeGleamDavis CouncilmemberRobertHolbrook CouncilmemberKevinMcKeown CouncilmemberTonyVazquez CouncilmemberTedWinterer Councilmember

CITY MANAGER’S OFFICE

RodGould CityManager

Front Row, L-R: Mayor Pro Tempore Terry O’Day, Mayor Pam O’Connor, Gleam Davis; Back, L-R: Robert Holbrook, Tony Vazquez, Ted Winterer, Kevin McKeown

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ClintonMuirLieutenant

DarrickJacobLieutenant

CalisseLindseyLieutenant

RichardLewisLieutenant

DarrellLoweLieutenant

JayMorosoLieutenant

KenSemkoCaptain

ArtLopezActing Public Services Administrator

JenniferEstradaJail Administrator

AlejandroMendozaAnimal Control Administrator

DougTheusLieutenant

EXECUTIVE LEADERSHIP

JacquelineSeabrooksChief of Police

LisaJackson-RobinsonForensics Administrator

MohamedMarhabaLieutenant

AlVenegasDeputy Chief

VirginiaConnollyRecords Administrator

DaveHunsckeLieutenant

WendellShirleyCaptain

MikeBeautzLieutenant

JayTrislerLieutenant

DanSalernoCaptain

PasqualeGuidaLieutenant

RobertAlmadaLieutenant *

*currently in the Office of Emergency Management

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In terms of the Department’s reorganization, the recommendations made by staff were sound and, as a result, many of the recommendations were put into action. One of the major components of the Department’s reorganization included the creation of the civilian Police Administrator position. Police Administrators, the functional equivalent of police lieutenants, oversee internal and external functions including the Animal Control Section, the City Jail, Forensics, Public Services (Airport, Parks, and Downtown), and Police Records. Because approximately 55% of the Police Department’s total staff consists of civilian personnel, it is more than fitting that civilian personnel are represented in the organization’s managerial structure. Ideally, in time, civilian leadership will extend to the executive level as well. A new position

classification, Public Services Officer, was created via the consolidation of the Airport Services Officers, Downtown Services Officers, and Park Rangers. This consolidation resulted in a substantial service enhancement as the larger unit is now able to address citywide service needs. Tangential benefits of the consolidation include greater staffing flexibility and enhanced professional development opportunities for those who make up this new work group.

The Police Department also formed a Planning Unit to coordinate the staffing and preparation associated with dignitary visits, demonstrations, intelligence gathering, collaboration with regional law enforcement agencies, and large scale police deployments, including the LA Marathon, GLOW, and the Twilight Concert Series. The Planning Unit is also tasked with formulating the Department’s response to the return of Light Rail service to our community.

The Department’s reorganization also included restructuring the framework for the top leadership. Previously, the Deputy Police Chief ’s position was directly responsible for one of four divisions, the day-to-day operations of the organization, and oversight of the three captains. This structure was ineffective. Accordingly, the organization’s framework was reduced to three functional divisions; each division’s sections and units were aligned in accordance with internal and external service demands. This resulted in enhanced functional alignment, improved communication, service efficiencies, and clearer lines of accountability, communication, and leadership. The end result of this restructuring is a more efficient and effective operation wherein the Deputy Chief is now clearly a true “second in command.”

DEPARTMENT REORGANIZATION

During the first quarter of 2013, a Department assessment was conducted to identify an organizational structure that would enhance our ability to effectively combat crime and the fear of crime, reduce impediments to clear communication, align units/sections that worked closely together, and improve both our internal and external operational efficiency. Committees consisting of sworn and civilian personnel representing line level personnel, supervisors, and managers were formed and given direction to design an organizational

structure which would best address the organization’s needs. The resulting organizational structure needed to be responsive to the issues of today while providing sufficient elasticity to address future demands. These committees met individually and collectively to develop a series of recommendations on how the organization should be configured. Drawing upon the committee members’ diverse perspectives and years of experience, the resulting recommendations were consolidated and presented to the executive staff. The best elements from the recommendations served as the basis for the Department’s structural reorganization and the redesign of the patrol beat configuration.

New Beat Design

Traditionally, the City has been divided into as many as eight (8) patrol beats. In simpler times, these beats served as the basis for deploying police resources and tracking crime. This 8-beat configuration was established in an era preceding even the most basic form of geospatial technology. With the advent of more robust and affordable geographic information systems (GIS), the Department possesses the tools and the present ability to simplify the beat design without losing valuable historical crime data. The new four (4) beat configuration not only is more in keeping with the City’s evolving landscape, which incorporates the return of Light Rail and enhanced commercial and private development, but it also promotes more effective police-community relations and enhances efficiencies by more evenly distributing workload demands.

THE STUART

HOUSEBUDDYBENCH

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Strategic Services Division

Jail / Custody Section

Animal Control Section

Traffic Services Section

Operations Division

Operations Administration

Day Watch

Night Watch

Morning Watch

Criminal Investigations Division

Criminal Investigations Section

Forensics Section

Community Services Section

Criminal Investigations Support

Property Unit

Court Services Unit

Records Unit

Crime Analysis Unit

Crime Impact Team& Gang Unit

Narco / Vice Unit& Taskforce

Downtown Services Section

Robbery/Homicide Property Crimes

Youth Services & CAPS Unit

Downtown Bicycle Unit

Public Service Officers

HLP Team

Traffic ServicesTraffic Enforcement Crossing Guard

Chief of Police

Deputy Chief

Budget/Procurement Audits

Executive OfficeProfessional Standards

Internal Affairs Personnel & TrainingPolicy Development Technology

Public Services Section

Harbor Unit

Planning Community Affairs

Community

Municipal Government

POSTREORGANIZATION

POSTREORGANIZATION

SANTA MONICA POLICE DEPARTMENT ORGANIZATIONAL CHART

Police DepartmentChief of Police

Operations Division Special Enforcement DivisionAdministrative Services Division Criminal Investigations Division

Audit, Inspection andIntelligence

Unit

Jail/Custody Unit

Police Technology Unit

Budget & Procurement Unit

Operations Administration Section

Day Watch Section

Night Watch Section

Morning Watch Section

Communications Section

Harbor Unit

Park Ranger Unit

Homeless Liaison Program Unit (HLP)

Mounted Unit

Third Street Bike Unit& CSO I Unit

Special Operations Section

Traffic SectionYouth and Family Services Section

Criminal Investigations Section

Youth Services Unit

Robbery Homicide Unit

Property Crimes Unit

Forensic Unit

Traffic Services Unit

Traffic Enforcement Unit

Crossing Guard Unit

Narcotics / Vice Unit

Airport & Transit Services Unit

Resource Development Unit

SANTA MONICA POLICE DEPARTMENT ORGANIZATIONAL CHART

SWAT

Community Relations Unit

Administrative Section

CSO II Unit

Colla

tera

l U

nits

Revis

ed 0

5/1

2/2

01

0

Professional Standards Section

Property Unit

Records Unit

Crime Analysis Unit

Gang and YouthIntervention Unit

LA Impact

Crimes Against Persons Unit

CNT

NRO Program

Administrative ServicesSupport Unit

Animal Control Unit

Air Support Unit

Event Planning Unit

Internal Affairs Unit

Peer Support Unit

K-9 Unit

PREREORGANIZATION

PREREORGANIZATION

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ASD - Administrative Services Division / OD - Operations Division / SSD - Strategic Services Division / CID - Criminal Investigations Division*These numbers are rounded up and do not reflect the temporary employee totals in the City’s Finance Budget Book.

Police Chief

Deputy Chief

Police Captain

Police Lieutenant

Police Sergeant

Police Officer

Total Sworn

Civilian Staff

Temporary

Totals By Division

Admin. Services

(ASD)

1

1

0

2

5

7

16

53

6

75.0

Operations(OD)

1

5

18

94

118

61

4

183.0

StrategicServices

(SED)

1

4

3

36

44

48

19

111.0

Criminal Invest. (CID)

1

2

4

30

37

14

3

54.0

Animal Control

Unit

0

12

0

12.0

Harbor Unit

0

7

2

9.0

Total By Rank

1

1

3

13

30

167

215

195

34

444.0

FY2014-2015

AUTHORIZED PERSONNEL STRENGTH

Police Chief

Deputy Chief

Police Captain

Police Lieutenant

Police Sergeant

Police Officer

Total Sworn

Civilian Staff

Temporary

Totals By Division

Admin. Services

(ASD)

1

1

0

2

5

7

16

53

6

75.0

Operations(OD)

1

5

18

94

118

60

4

182.0

StrategicServices

(SED)

1

4

3

36

44

48

19

111.0

Criminal Invest. (CID)

1

2

4

30

37

14

3

54.0

Animal Control

Unit

0

12

0

12.0

Harbor Unit

0

7

2

9.0

Total By Rank

1

1

3

13

30

167

215

194

34

443.0

FY2013-2014

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LIFESAVING MEDAL

On December 31, 2013, Sergeant Mike Braaten was flagged down by citizens outside a movie theatre in the 1300 block of the Third Street Promenade. The citizens were frantically reporting that a child was inside the theatre choking. Sergeant Braaten immediately entered the theatre and found the victim, a nine-year old girl and tourist visiting Santa Monica. Sergeant Braaten recognized the girl’s distress as choking and without hesitation, picked up the girl in order to administer the Heimlich Maneuver in an attempt to dislodge the object. The chaotic

scene included the girl’s mother screaming hysterically for her child to breathe. Witnesses reportedly said that at one point during the incident, the girl went limp and they “…thought we had lost her.” Sergeant Braaten said he too experienced a moment of despair when the girl suddenly went limp and he feared that the girl was dying in his arms. Sergeant Braaten continued to administer abdominal thrusts and eventually dislodged an object and restored her breathing. Sergeant Braaten then carried the now breathing girl up the stairs to the waiting Fire paramedics. The girl was later released to her very grateful mother.

Sergeant Braaten’s actions were determined to have the direct result of saving the girl’s life and reflected the true spirit of police service.

Lifesaving MedalMikeBraaten,2014

2013 & 2014 PERSONNEL AWARDS

In addition to the outstanding work performed daily by our staff, a number of our personnel, as well asmembers of the community, received special commendations for their exemplary actions in 2013 and2014. Staff members who are awarded commendations by the Santa Monica Police Department areselected by a committee of their peers after being nominated by a supervisor. Additionally, manyexternal organizations request nominations for staff members who have made significant contributionsto the community they serve. Together, these awards serve as an important way to showcase the workof those who go above and beyond the call of duty, and help reinforce the Department’s commitment toits mission, vision and values.

Medal of Valor: Awarded to any Police Department employee for anact of extraordinary heroism above and beyond the call of duty, andperformed while acting as a member of the Department. The actionmust be discharged in a manner reflecting favorably upon the policeservice, the individual, the Police Department and the City.

Medal of Lifesaving: Awarded to any Police Department employee foran act, which directly results in the saving of another person’s life. Theact must be exemplary in nature and reflect the true spirit of policeservice.

Medal of Merit: Awarded to any member ofthe Department for distinguished andoutstanding service of an exemplary nature.

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MEDAL OF VALOR & MEDAL OF MERIT

On June 7, 2013, the Santa Monica Police Department responded to an incident of shots fired in the area of Yorkshire Avenue and Kansas Avenue. A short time later, an additional radio call was received of a structure fire at that same location. The incident quickly expanded as the suspect carjacked and kidnapped a victim and ordered her to drive to Santa Monica College. While en route to the college, the suspect exited the vehicle at a busy intersection and began to indiscriminately shoot an assault rifle at a municipal bus and other cars in

the area. Upon arrival at Santa Monica College, the rampage continued as the suspect fired several rounds at a vehicle killing both occupants. The suspect then walked through the college campus firing his weapon and killing one person before entering the college library. Inside the library, the suspect hunted for other victims until he was engaged by two Santa Monica Police Officers and one Santa Monica College Police Sergeant. An officer involved shooting occurred, resulting in the death of the suspect and an end to the carnage that began on Yorkshire Avenue, and continued for a distance of 1.5 miles.

Medal of ValorRobertSparks,2014

JasonSalas,2014

Medal of MeritMiguelRodriguez,2014

DavidHaro,2014EdgarNavarro,2014KathyWagner,2014

RosalieGutierrez,2014RobertSeeman,2014OrlandoValdez,2014

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PD BUDGET FY 13/14 & 14/15

GENERAL FUND - POLICE DEPARTMENT

Salaries and Wages

Supplies and Expenses

Subtotal Department

Subtotal

PIER FUND - HARBOR UNIT

Salaries and Wages

Supplies and Expenses

Subtotal Unit

TOTAL of ALL FUNDS

Salaries and Wages

Supplies and Expenses

Subtotal

Adopted BudgetFiscal Year

2014-15

$69,759,275

$5,920,689

$75,679,964

$75,679,964

$1,095,611

$164,267

$1,259,878

$70,854,886

$6,084,956

$76,939,842

Revised Budget Fiscal Year

2013-14

$70,398,321

$5,696,843

$76,095,164

$76,095,164

$1,071,930

$160,203

$1,232,133

$71,470,251

$5,857,046

$77,327,297

Percentage Change

-0.91%

3.93%

-0.55%

-0.55%

2.21%

2.54%

2.25%

-0.86%

3.89%

-0.50%

“Ask the Chief” is a CityTV aired broadcast call-in show.

*FY13-14 was more than FY14-15 due to the Police and Fire Communications Center consolidation and transfer to the Office of Emergency Management.

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COMMENDATIONS AWARDED BY EXTERNAL ORGANIZATIONS

CITIZEN INVOLVEMENT AWARDS

Governor’s Public Safety Officer Medal of Valor AwardRobertSparks,2014JasonSalas,2014

Attorney General Medal of Valor AwardRobertSparks,2014JasonSalas,2014

California Peace Officers’ Association Award of ValorRobertSparks,2014JasonSalas,2014

Elks - Law Enforcement Officer of the YearRobertMartinez,2014ThomasMastin,2014

JohnC.Smith,2014ShirinAbdohSmith,2013

Jaycees – Outstanding Young Officer of the YearNickKrueger,2013SidneyHodges,2014

Rotary Club Public Service Recognition Day AwardJonMurphy,2013PeterZamfirov,2014IshmaelTavera,2014

Chamber of Commerce – New Heroes AwardAdamBarry,2013K-9Landor,2013RobertSparks,2014JasonSalas,2014

American Legion – Officer of the YearLowellWatson,2013ErikaAklufi,2014CarlosJaen,2014

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Minimum Deployment for Patrol

The Department increased the minimum staffing levels for all of the Patrol shifts (watches) to enable an enhanced contingent of field officers to combat crime. In addition to implementing internal service efficiencies, more officers were deployed in the field, a circumstance which resulted in increased visibility in the community and an enhanced ability for officers to engage in more self-initiated activity. All of the Department’s patrol watches benefited and productivity increased in all measurable categories.

High Visibility Patrol – Chronic Locations

In 2013 and 2014, the Operations Division increased patrol visibility in those locations where the service demands associated with public intoxication and other quality of life issues were disproportionately high. These locations regularly generated high levels of calls-for-service and adversely impacted the Operations (Patrol) Division’s opportunity to engage in proactive work more broadly within the City. Accordingly, the Operations Division focused on those convenience stores where chronic inebriates and other quality of life concerns were most significant. Local parks and other public spaces were also the focus of the Patrol Division’s attention. Public Services Officers and Police Officers worked collaboratively to address crime and those factors which detract from the quality of use of the public spaces.

Criminal Investigations Division

Detectives from the Criminal Investigations Division worked undercover surveillances to identify and arrest suspects in those areas where a more covert approach was warranted. In those cases, detectives followed up the arrests with the service of search warrants in order to recover evidence.

All Hands Plan

For a limited period, the Department implemented an All Hands plan which required police officers assigned to administrative, detective, and support functions to work one uniformed patrol shift per month. The All Hands plan had the positive effect of bolstering the patrol watches by increasing the number of officers assigned uniformed field duties while also reinforcing the value and importance of field operations.

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CRIMEA Reoccurring C.R.I.M.E. / Focus Meeting

An increase in crime brought about the creation of a weekly meeting that focused on the effectiveness of the Department’s strategies to reduce the increase in Uniform Crime Reporting (UCR) Part I crime. Part I crime includes serious crimes such as homicide, rape, robbery, aggravated assault, burglary, auto theft, and larceny. Increases or decreases in Part I crime may be an indicator of a law enforcement agency’s effectiveness; on the other hand, there are also a variety of societal factors which must be considered when examining a community’s crime picture. These factors include the community’s well-being as measured by employment and educational opportunities, and changes in legislation affecting the criminal justice system.

As part of the focused effort to address increasing crime, the Department initiated the Crime Reduction Information Management and Enforcement (C.R.I.M.E.) meetings. The C.R.I.M.E. meetings shifted responsibility to divisional lieutenants who were accountable for leading the crime-fighting efforts for seven (7) day cycles. All of the organization’s lieutenants were tasked with collaborating with the Department’s Crime Analysts as a precursor to leading the weekly C.R.I.M.E. meetings, reviewing and identifying trends from crime maps and other databases and establishing an action plan for the seven day cycle. This approach required the organization’s mid-level

managers to be fully aware of the crimes in his/her area of responsibility and to implement proactive measures to interdict, reduce, and/or deter criminal activity. A cross-section of the Department’s personnel were included in these C.R.I.M.E. strategy sessions to provide insights and information and to offer suggestions, resources, and/or available personnel to the collective crime fighting effort. These meetings coupled with various strategically focused crime reduction strategies ultimately resulted in the Department recording reductions in Part I crime. 2014 closed with slightly more than a 13% reduction in Part I crime when compared against 2013 Part I crime figures. Overall, Part I crime in Santa Monica continues to be at historic lows; current occurrences of Part I crime are consistent with crime trends from the early to mid-1950s.

Operation Lincoln Corridor

During an uptick in UCR Part I crime, Department resources were focused on the Lincoln Boulevard Corridor, stretching from the south city limit to Downtown Santa Monica. Related crime data and experienced officers’ observations exposed a possible connection of reported thefts to illegal narcotics-related offenses. As a result, the Department focused on prevention, public education, and enforcement efforts when undertaking action along this corridor. As a result of the internal and external collaborations, supported by enforcement, crime reduced significantly along the Lincoln Boulevard corridor.

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!!!!

!!!

Part I Crimes in Santa Monica – 1960 Through 2014

198519861987198819891990199119921993199419951996199719981999200020012002200320042005200620072008200920102011201220132014

1 9 6 0 1961 1 9 6 2 1 9 6 3 1 9 6 4 1965 1 9 6 6 1967 1 9 6 8 1 9 6 9 1970 1971 1972 1973 1974 1975 1976 1977 1978 1979 1 9 8 0 1981 1 9 8 2 1 9 8 3 1 9 8 4 1985 1 9 8 6 1987 1 9 8 8 1 9 8 9 1 9 9 0 1991 1 9 9 2 1 9 9 3 1 9 9 4 1995 1 9 9 6 1997 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2011 2 0 1 2 2 0 1 3 2 0 1 48% 7% 4% -5% 22% -5% 2% 15% 11% -4% 14% 0% -6% -9% 12% 13% -1% 6% -2% 1% 22% -6% -5% 1% -5% 2% -7% -3% 3% 2% 2% 11% 1% 3% -18% -9% -9% -13% -16% -9% -4% 5% -4% -4% -9% -1% -4% -5% -7% 9% -7% -5% 14% 2% -13%

Person Crimes 142 224 244 193 384 372 394 512 603 597 660 623 679 632 666 593 650 774 801 849 1034 1019 968 928 979 916 954 969 1119 1063 1282 1314 1414 1445 1050 1083 929 835 651 628 645 654 647 555 557 551 590 597 536 393 390 369 395 324 338Homicide 8 6 10 10 10 9 7 6 13 7 7 6 9 7 14 10 9 10 14 12 17 6 7 10 9 8 8 7 9 6 6 13 7 9 8 8 4 1 12 1 2 2 8 2 2 4 2 3 4 3 1 1 2 7 0R a p e 6 11 20 19 26 12 11 31 52 66 73 69 49 35 51 48 30 77 47 57 67 88 79 71 84 56 62 62 67 61 66 67 50 49 46 48 45 39 22 29 31 24 33 21 29 21 26 30 21 14 12 24 23 27 30Robbery 78 136 127 117 149 150 154 169 254 229 299 281 305 335 331 330 430 445 485 520 660 621 602 553 549 477 456 460 552 487 616 652 704 716 507 522 438 393 268 279 268 312 299 242 244 241 256 236 218 162 164 129 151 120 120Aggravated Assault 50 71 87 47 199 201 222 306 284 295 281 267 316 255 270 205 181 242 255 260 290 304 280 294 337 375 428 440 491 509 594 582 653 671 489 505 442 402 349 319 344 316 307 290 282 285 306 328 293 214 213 215 219 170 188

Property Crimes 4294 4539 4696 4495 5346 5056 5126 5855 6436 6179 7039 7112 6619 5999 6733 7751 7601 7956 7785 7844 9601 9413 8987 9163 8565 8851 8156 7842 7956 8153 8101 9082 9109 9446 7837 6986 6447 5597 4762 4293 4087 4297 4091 3996 3552 3512 3327 3125 2911 3382 3138 2977 3408 3565 3048Burglary 826 866 992 971 1221 1328 1216 1572 1698 1736 1758 1868 1919 1571 1656 2092 2065 2340 2459 2628 2911 2718 2242 2357 1868 1707 1700 1478 1459 1311 1482 1614 1604 1511 1580 1112 1038 767 703 560 603 720 737 769 752 788 733 683 557 516 408 484 586 573 535Larceny 2971 3193 3213 3099 3477 3251 3384 3646 4090 3788 4490 4426 3955 3748 4255 4826 4749 4518 4209 4060 5403 5546 5746 5715 5470 5775 5239 5095 5099 5307 5078 5574 5827 6181 5091 4795 4469 4005 3300 3120 2962 3020 2811 2715 2370 2286 2187 2099 2104 2578 2541 2299 2634 2806 2314Auto Thef t 497 480 491 425 648 477 526 637 648 655 791 818 745 680 822 833 787 1098 1117 1156 1287 1149 999 1091 1227 1369 1217 1269 1398 1535 1541 1894 1678 1754 1166 1079 940 799 730 576 484 515 494 462 418 422 394 327 243 264 166 188 178 165 177Arson n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 26 29 37 38 42 49 50 12 16 13 16 7 24 23 6 10 21 22

UCR Tota ls 4436 4763 4940 4688 5730 5428 5520 6367 7039 6776 7699 7735 7298 6631 7399 8344 8251 8730 8586 8693 10635 10432 9955 10091 9544 9767 9110 8811 9075 9216 9383 10396 10523 10891 8887 8069 7376 6432 5413 4921 4732 4951 4738 4551 4109 4063 3917 3722 3447 3775 3528 3346 3803 3889 3386

* Arson offenses are not included in the Total Part I C rimes as they are reported separately to the State of California Department of Justice. Prior to 1997, arson investigations were handled by the Santa Monica Fire Department.

PA R T I C R I M E S I N S A N TA M O N I C A - 1 9 6 0 T H R O U G H 2 0 1 4Part I Crimes in Santa Monica – 1960 Through 2014

0

3000

6000

9000

12000

196019611962196319641965196619671968196919701971197219731974197519761977197819791980198119821983198419851986

1 9 6 0 1961 1 9 6 2 1 9 6 3 1 9 6 4 1965 1 9 6 6 1967 1 9 6 8 1 9 6 9 1970 1971 1972 1973 1974 1975 1976 1977 1978 1979 1 9 8 0 1981 1 9 8 2 1 9 8 3 1 9 8 4 1985 1 9 8 6 1987 1 9 8 8 1 9 8 9 1 9 9 0 1991 1 9 9 2 1 9 9 3 1 9 9 4 1995 1 9 9 6 1997 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 1 2 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2011 2 0 1 2 2 0 1 3 2 0 1 48% 7% 4% -5% 22% -5% 2% 15% 11% -4% 14% 0% -6% -9% 12% 13% -1% 6% -2% 1% 22% -6% -5% 1% -5% 2% -7% -3% 3% 2% 2% 11% 1% 3% -18% -9% -9% -13% -16% -9% -4% 5% -4% -4% -9% -1% -4% -5% -7% 9% -7% -5% 14% 2% -13%

Person Crimes 142 224 244 193 384 372 394 512 603 597 660 623 679 632 666 593 650 774 801 849 1034 1019 968 928 979 916 954 969 1119 1063 1282 1314 1414 1445 1050 1083 929 835 651 628 645 654 647 555 557 551 590 597 536 393 390 369 395 324 338Homicide 8 6 10 10 10 9 7 6 13 7 7 6 9 7 14 10 9 10 14 12 17 6 7 10 9 8 8 7 9 6 6 13 7 9 8 8 4 1 12 1 2 2 8 2 2 4 2 3 4 3 1 1 2 7 0R a p e 6 11 20 19 26 12 11 31 52 66 73 69 49 35 51 48 30 77 47 57 67 88 79 71 84 56 62 62 67 61 66 67 50 49 46 48 45 39 22 29 31 24 33 21 29 21 26 30 21 14 12 24 23 27 30Robbery 78 136 127 117 149 150 154 169 254 229 299 281 305 335 331 330 430 445 485 520 660 621 602 553 549 477 456 460 552 487 616 652 704 716 507 522 438 393 268 279 268 312 299 242 244 241 256 236 218 162 164 129 151 120 120Aggravated Assault 50 71 87 47 199 201 222 306 284 295 281 267 316 255 270 205 181 242 255 260 290 304 280 294 337 375 428 440 491 509 594 582 653 671 489 505 442 402 349 319 344 316 307 290 282 285 306 328 293 214 213 215 219 170 188

Property Crimes 4294 4539 4696 4495 5346 5056 5126 5855 6436 6179 7039 7112 6619 5999 6733 7751 7601 7956 7785 7844 9601 9413 8987 9163 8565 8851 8156 7842 7956 8153 8101 9082 9109 9446 7837 6986 6447 5597 4762 4293 4087 4297 4091 3996 3552 3512 3327 3125 2911 3382 3138 2977 3408 3565 3048Burglary 826 866 992 971 1221 1328 1216 1572 1698 1736 1758 1868 1919 1571 1656 2092 2065 2340 2459 2628 2911 2718 2242 2357 1868 1707 1700 1478 1459 1311 1482 1614 1604 1511 1580 1112 1038 767 703 560 603 720 737 769 752 788 733 683 557 516 408 484 586 573 535Larceny 2971 3193 3213 3099 3477 3251 3384 3646 4090 3788 4490 4426 3955 3748 4255 4826 4749 4518 4209 4060 5403 5546 5746 5715 5470 5775 5239 5095 5099 5307 5078 5574 5827 6181 5091 4795 4469 4005 3300 3120 2962 3020 2811 2715 2370 2286 2187 2099 2104 2578 2541 2299 2634 2806 2314Auto Thef t 497 480 491 425 648 477 526 637 648 655 791 818 745 680 822 833 787 1098 1117 1156 1287 1149 999 1091 1227 1369 1217 1269 1398 1535 1541 1894 1678 1754 1166 1079 940 799 730 576 484 515 494 462 418 422 394 327 243 264 166 188 178 165 177Arson n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a 26 29 37 38 42 49 50 12 16 13 16 7 24 23 6 10 21 22

UCR Tota ls 4436 4763 4940 4688 5730 5428 5520 6367 7039 6776 7699 7735 7298 6631 7399 8344 8251 8730 8586 8693 10635 10432 9955 10091 9544 9767 9110 8811 9075 9216 9383 10396 10523 10891 8887 8069 7376 6432 5413 4921 4732 4951 4738 4551 4109 4063 3917 3722 3447 3775 3528 3346 3803 3889 3386

* Arson offenses are not included in the Total Part I C rimes as they are reported separately to the State of California Department of Justice. Prior to 1997, arson investigations were handled by the Santa Monica Fire Department. **Data is available since 1956 but the above graph begins with 1960.

26 27

HOMELESSNESSThe Department’s nationally recognized Homeless Liaison Program (HLP), which consists of six officers, a supervisor, and a part-time Department of Mental Health clinician, partners with the City’s Human Services Division, City Attorney’s Office, and localservice providers to provide a continuum of

care to members of the City’s homeless population with the goal of assisting even the most entrenched of those experiencing homelessness to transition into services. In an effort to expand the reach of HLP and the Department’s collaborative partners, the Department expanded the HLP model’s precepts to encompass the entirety of the organization. With the assistance of various community partners all of the Department’s field personnel received training on alternative methods for addressing homeless related problems. The tools and skills received from this training have enabled more of the Department’s officers to provide alternate solutions to enforcement, where appropriate.

A direct benefit of this collaborative model is demonstrated in the Department’s work with the City Attorney’s Office. Instead of being funneled through the traditional court system, chronic inebriates are routed to Homeless Court where referrals to social service programs are frequently made as an alternative

to the criminal court process. The success of this effort is reflected in the 17% reduction in chronic inebriate arrests made in 2014 when compared to similar arrests made in 2013.

According to social service providers and front line personnel, the characteristics of the City’s homeless street population are changing to a more transitory orientation. While our strategies have focused on long-term, well-known homeless individuals who are highly vulnerable, the population appears to be shifting towards individuals who are new arrivals who come to Santa Monica from other parts of the country. This change is reflected in the increased use of Project Homecoming, the City’s family reunification program. 2014 utilization of Project Homecoming reunification services increased from 2013 usage levels.

In response to this new trend of more transitory homeless subjects, HLP and its collaborative partners developed and implemented new strategies. Part of this new strategy includes working alongside local and state mental health agencies to develop programs designed to divert subjects who suffer from mental illness away from the judicial system and into mental health services.

27

CRIME CONTINUED...Furthermore, the Criminal Investigations Division’s detectives worked closely with our allied law enforcement partners to link suspects responsible for crimes committed in Santa Monica to additional crimes occurring outside the City limits. These collaborative investigative efforts operated to enhance the strength of those arrests made on the Santa Monica cases. Detectives met their obligations by presenting their investigative results to either the District Attorney’s Office or the City Attorney’s Office for filing consideration on the criminal complaints. These actions were another layer in the Department’s efforts to reduce crime and the fear of crime.

During this period, the Police Department’s Criminal Investigations Division contracted with Los Angeles County Sheriff ’s Department to hire a full-time Criminalist having expertise in DNA analysis. As a result, our detectives can fast track the analysis of DNA evidence. In years past, extraction of DNA and analysis of critical evidence could take up to six months’ time. Today, analysis times have reduced from an average of 70 days to 47 days, for a 32.9% decrease. Additionally, having ready access to a criminalist enables the Department to focus on DNA evidence from all crimes, not just on violent crimes as traditionally has been the case. Another benefit of having a criminalist on staff is that it enables the Department to

establish the order of priority for the analysis of evidence. As a result of this staffing addition, suspects have been more quickly identified and stronger cases have been presented for adjudication in court. These benefits equate to court-cost savings and stiffer penalties for the offender due to the overwhelming nature of the evidence presented. All of these benefits ultimately aide our victims in feeling that both the Police Department and the criminal justice process, as a whole, are working well.

Well-Timed Crime Analysis

During the past two years, the Crime Analysis Unit worked diligently to identify crime trends, modus operandi (MO) and subjects of interest in a timely fashion. Their communication, via e-mails, charts, diagrams, and C.R.I.M.E. meeting presentations, was exceptional and represented another factor in the reduction of reported crime.

Crime Impact Team (CIT)

The Department’s Crime Impact Team (CIT) proactively, and often independently, identified crime trends and subjects of interest. The men and women of CIT engaged in a variety of enforcement actions, including surveillance, the service of search warrants, high-visibility patrols, and plainclothes operations, to reduce crime. CIT’s enthusiasm, positive attitude, and professionalism were infectious and added great value to the crime reduction effort.

28 29

TRAFFIC STATS

1999**

2000

2001

2001

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

Change 2013

to 2014

Total

Collisions

2,023

1,960

1,966

1,937

1,842

1,745

1,722

1,834

1,867

1,862

1,845

1,792

1,692

1,775

1,541

1,400

-10%

Injury

Collisions

467

553

594

542

426

437

444

487

515

569

579

620

556

592

599

555

-7%

Hit and

Run

589

596

585

583

535

502

420

543

557

690

716

603

525

581

552

575

4%

Drunk Driving

Arrests

417

320

245

311

367

324

361

292

414

376

382

329

289

195

188

193

5%

Pedestrians

Involved

106

120

130

130

97

110

108

116

123

117

106

112

118

132

113

91

-24%

Fatalitites

3

8

8

2

10*

0

3

3

6

6

3

1

6

6

3

4

33%

DUI as

Primary Factor

9

76

53

94

138

126

86

58

96

48

41

55

46

84

86

62

-38%

Traffic Collisions 1999 to 2014

*All 2003 fatalities resulted from the Farmers’ Market Incident on July 16, 2003.**Traffic Collision information prior to 1999 can be found through the California Highway Patrol - State Wide Integrated Traffic Records Systems.

TRAFFIC CIRCULATIONThe Traffic Services Section continues itscommitment to implementing creative strategiestowards the improvement of traffic circulation andmobility through the combination of education,engineering, and enforcement. The Section worksclosely with City staff and an array of communitypartners to determine how traffic flow can beenhanced while increasing safety for motorists,bicyclists, and pedestrians. The Section’s staffrecently worked in collaboration with TrafficEngineering to create and implement a trafficmanagement program known as “Go with the Flow”to address seasonal traffic congestion in thedowntown and beach areas. This program includedstaff members from other City departments,including Public Works and Parking Operations,who assisted with pedestrian traffic control. Theimplementation of this program proved to beeffective. The Traffic Services Section utilizedsimilar strategies during large size events including,the Los Angeles Marathon and Twilight ConcertSeries.

In Santa Monica, parking can be a scarce resource.The Traffic Services Section works closely with

Parking Operations, Traffic Engineering, andPlanning, to address parking related issues thatarise in preferential parking, residential parking,and commercial zones. The primary goal is toenforce parking regulations, to improve publicsafety,andtoensurefairutilizationofsharedpublicparking spaces. Annually, the Traffic Sectionhandlesahighvolumeofcalls forservice; thestaffis committed to the community it serves and isresponsivetothecommunity’sconcerns.

TheTraffic Services Section also assists with trafficsafety by enforcing all applicable traffic laws. TheTraffic Services Section has an integral role in theDepartment’s efforts to address traffic collisionsinvolving vehicles, bicyclists, and pedestrians. TheTraffic Enforcement Unit utilizes grant fundsreceivedfromtheCaliforniaOfficeofTrafficSafetyto coordinate weekly targeted enforcement effortsand to conduct DUI checkpoints. In addition totraditionalmedia outlets, socialmedia is alsousedto publish the “Violation of the Month” a trafficsafety effort which is designed to target, viaenforcement, those violations likely to be theprimarycauseoftrafficcollisions.

28

30 31

BEAT MAPS

DELAW

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Civic Center Drive

Beat 4

Beat 2

Beat 3

Beat 1

Palisades Park

Clover Park

Santa Monica College

City Yards

Woodlawn Cemetery

Santa Monica High School

Civic Center

John Adams Middle

Memorial Park

Lincoln Middle

Marine Park

Virginia Ave Park

St. John's Hospital

Tongva Park

Grant Elementary

Ocean View Park

McKinley Elementary

Stewart Park

Douglas Park

Santa Monica Big Blue Bus

Yards

Roosevelt Elementary

Franklin Elementary

Will Rogers Elementary

Edison Elementary

Main Library

Olympic High School

Joslyn Park

SMC Madison Campus

Los Amigos Park

Santa Monica Hospital

County Court House

Christine Emerson Reed Park

San Vicente Median Park

Hotchkiss Park

Crescent Bay Park

SMCTech Campus

Mount Olivette Reservoir

FS #5

Goose Egg Park

Animal Shelter

Ashland Park

Montana Library

FS #1

Fire Station #3

Fairview Library

Pico Library

John Muir Elementary

City Hall

FS #2Ocean Park

Library

0 0.5 10.25

Miles

¶ Disclaimer:This map of the City of Santa Monica has been provided for illustration purposes only. Every reasonable effort has been made to ensure the accuracy of the maps provided, however, some information may not be accurate. The City of Santa Monica ("City") provides this map on an "AS IS" basis. The City assumes no liability for damages arising from errors or omissions. THE MAPS ARE PROVIDED WITHOUT WARRANTY OF ANY KIND, either expressed or implied, including but not limited to, the implied warranties of merchantability and fitness for a particular purpose. Do not make any business decisions based on this map before validating your decision with the appropriate City office.

© City of Santa Monica. All Rights Reserved. Prepared by Information Systems Department, GIS Division, 7-15-2014\\csmfs1\CityWideShare\Information Systems\GIS\Police\beats_2014_update\beat_update07152014.mxd

Police Neighborhood Resource Boundaries

City of Santa Monica

P a c i f i c O c e a n

Santa MonicaHigh Schoo l

SantaMo nicaCollege

Santa MonicaBig BlueBus Yard s

San VicenteMedian Park

San VicenteMedian Park

San VicenteMedian Park

San VicenteMedian Park

Lot # 9Palisades Park

Palisades Park SMURRF

Mou ntOli vet te

Reser vo ir

Lin colnMidd le

Fran klinElemen tary

Crescen tBay Park

Barnard WayLinear Park

Barnard WayLinear Park

Lot #2 North

Publ icSafety Faci lity CCPS

City Hall

Woo dlawnCemetery

Will Roger sElemen tary

VirginiaAve Park

StewartPark

St. John 'sHo spital

SouthBeachPark

Scho olDis tr ictOffices

Schader Park

Santa MonicaHo spital

SantaMo nicaCollege

SMCMad isonCampus

SMASH

RooseveltElemen tary

PierLot

Pier

Struc #9

Struc#8

Struc#7

Struc#6

Struc#5

Struc#4

Pa rkingSt ruc #3

Struc#2

Struc#1

Lot # 9A

Lot #8

Lot#7

St ruc#10

Lot#26

Lot#12

Lot # 11

ParkDrivePark

Par k

OzonePark

Olymp icHigh Schoo l

OceanViewPark

OceanPark

Library

MontanaLibrary

Memo rialPark

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Civic Center Drive

Pacific Ocean

BEAT-A7

BEAT-A6

BEAT-A5BEAT-A4

BEAT-A1

BEAT-A3BEAT-A2

BEAT-A8

Information Systems Department. Geographic Information Systems. 2009 © City of Santa Monica. All Rights Reserved.

Disclaimer:This map of the City of Santa Monica has been provided for illustration purposes only. Every reason able e ffort has been made to ensure the a ccuracy of the maps provided, however, some information may not be accurate. The City of Santa Monica ("City") provides this map on an "AS IS" basis. The City assumes no liability for da mages ar ising from errors or omissions. THE MAPS ARE PROVIDED WITHOUT WARRANTY OF ANY KIND, either expressed or implied, includ ing b ut not lim ited to, the implied warrantie s of merchantability and fitne ss for a particular purpose. Do not make any business decisions based on this map before valida ting your decision with the a ppropriate City office.

City of Santa MonicaPolice Neighborhood Resource Boundaries µ

AVAVAEE

ST

ALTATAT

ARGU

MONT

ATATNA

EORG

IN

AVAVA

Frararlem

NAA

C

RGIN

AA

CARL

YLE

UERRI

TAST

21ST PL

FEl

NEW BEAT

DESIGN

26TH ST

OLD BEAT

DESIGN

COMMUNITY RESOURCESIn 2014, the Santa Monica Police Department hosted the “Get with Your Beat, Summer Kick Off ” event introducing community residents to the City’s new patrol beat configuration and the consolidation of the former Community Relations Unit and the Neighborhood Resource Officer Program which was rebadged as Community Affairs.

The Strategic Services Division’s Community Affairs Unit is overseen by a police sergeant and is comprised of four Neighborhood Resource Officers,

CPCAsch&NROMilosevich

NRO=NeighborhoodResourceOfficer CPC=CrimePreventionCoordinator *RetiredasofDecember27,2014

CPCCveyich&NROMcGee CPCSanchez&NROVerbeck

SergeantRudyFlores

CPCLockwood&NROAmiache

and four civilian Crime Prevention Coordinators. Under this new configuration, an assigned Crime Prevention Coordinator and a Neighborhood Resource Officer are paired together to work collaboratively in one of the four assigned patrol beats. Each team’s primary mission is to engage our community members in the process of addressing quality of life issues, assess and respond to crime trends, promote police programs and services among residents, and serve as liaisons between the community and the Police Department.

1

2

3

4

Supervisor

Officer Marilyn Amiache

Officer Erik Milosevich

Officer Richard Verbeck

Officer Scott McGee

Sergeant Rudy Flores

(424) 200-0682

(424) 200-0687

(424) 200-0683

(424) 200-0685

(424) 200-0689

Suzie Lockwood

Lauralee Asch

Alexandra Sanchez

Mike Cveyich *

(310) 434-2627

(310) 458-8618

(310) 458-8774

(310) 458-8421

Beat Assigned NRO NRO Phone # Assigned CPC CPC Phone #

32 33

GENERAL CONTACT PHONE NUMBERS

Category Number Service Provided

Emergency 911 Reportanin-progress,life-threateningemergency.Non-emergency 310-458-8491 Requestnon-emergencypoliceservice.AnimalShelter 310-458-8594 Reportanimalcontrolviolations,wildanimalproblems; petadoption.Community 310-458-8474 Crimepreventioninformation.Carseatinstallations.AffairsUnit

FrontDesk 310-458-8495 Generalinformation;fileareport.Recruitment 310-458-8413 Informationonhiring.GraffitiHotline 310-458-2231 Requestremovalofgraffitifrompublicproperty.Jail 310-458-8482 Informationonpersonsincustody.LivescanServices 310-458-8435 Fingerprintingforemployment, license/certificates/permits,andadoption.OperationsOffice 310-458-8461 Requestofficersforfilmassignments.PressInformation 310-434-2650 Recordedpressinformation.PropertyRoom 310-458-8440 Releaseofitemsheldasevidence;lostorfounditems.Records 310-458-8431 Obtaincopiesofpolicereportsandotherdocuments. Obtaininformationabouttowedvehicles.TrafficServices 310-458-8466 Informationregardingparkingtickets,parking enforcementandTemporaryNoParking(TNP)signs.

33

CODE 20 E-ZINE“The basic building block of good

communications is the feeling thatevery human being is unique and of

value.”

— Unknown

In September 2014, the Santa Monica Police Department officially launched the “Code 20 E-Magazine”.This monthly publication is put together by a committee and sent out to the entire Department via e-mail. The“Code 20” features an attention-grabbing layout, which together with multi-media material provides Departmentpersonnel with a short, fun, quick update on what is happening across the Department. While official businesscommunication continues to happen via the traditional memorandum to the Department, the Code 20 aims tobuild an engaged communication network within the Police Department with a focus on stories about the staff inthe department. The Code 20 is an opportunity for Police Department personnel to share information aboutinteresting things that happen in and out of the work place such as travels and accomplishments so that people know what is going on with their collegues.

The development of the project and forming of the first Code 20 Committee has been an exciting venture andcontinues to evolve. The committee is made up of both sworn and civilian staff from across the Department. Theongoing vision for the Code 20 is for each month’s edition to be brief, interesting, exciting and informative. Thedesign of the Code 20 allows each publication to be easily accessible from a phone. Videos and photos are thekey visual elements in each edition. Operating with the understanding that fewer words are better, the committeemakes every effort to communicate to the Department primarily with videos and photos, utilizing text mainly tosupport the visuals.

Stories featured in the Code 20 include a wide array of human interest pieces, such as recognition of graduationsand award recipients, as well as covering special upcoming events and volunteer opportunities. Regularly, theCode 20 will “Zoom In” on a member of the Department or a team in the Department to recognize their goodwork. Zoom In Features have included the Public Service Officers, Crime Impact Team, Military Veterans in theDepartment, and the Explorer Program, as well as others.

In each edition, readers can expect to learn something new and unexpected about a fellow employee or thePolice Department’s rich history, say farewell to old friends, welcome new ones and learn about the great workbeing done within the Santa Monica Police Department. The intent is not to redefine the culture of theSanta Monica Police Department, but to reaffirm the Department’s bond as a family within a historic organization.

The Department’s interest and participation drives the ongoing success of the Code 20. As the Santa Monica Police Departmentgrows and changes to meet the demands of our vibrant city, our ability to work together and communicate will be a crucial component of our future successes.

34 35

SANTA MONICA POLICE DEPARTMENT @ WORK

36 37

IN REMEMBRANCE

2013Sergeant Jim Needham

1959-1977

Officer Jack Hopkins1952-1967

Detective Leo F. McNamara1955-1969

Forensic Specialist Victor R. Alferos1967-1996

2014Mr. Leonardo Reyes

(service years not available)

Veteran SMPD Volunteer, Al Weintraub(18 years of Service)

Police Officer Warner Day Brooksbank1958-1967

Police Sergeant Wesley Miles Pymm1956-1973

Crossing Guard Diana Dearn2010-2014

2013 Canine Anton 2004-2011

CREDITS

Written and published for theSanta Monica Police Department

by Bianca Jimenez

Information contributed byDeputy Chief Venegas

Cpt. Wendell ShirleyCpt. Dan SalernoCpt. Ken Semko

Lt. Pasquale GuidaLt. Clinton MuirLt. Jay Moroso

Nicole Dibling-MooreNeela Patel

Photographs byEd Burns

Mel WeinsteinNick Steers

Rick VerbeckForensics Unit

Cover Photo byEd Burns

Publishing byCharlie Chan Printing

3838

Santa Monica

Police Department

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Follow us on Twitter athttps://twitter.com/SantaMonicaPD

Biennial Review2013 & 2014