02 - Laserfiche WebLink

D.A.R.E. program since 1989 and noted that the program has evolved to include such topics as internet awareness although the program's focus is on relationship building. He shared several stories of the program's historic effectiveness, including those of current-day Pleasanton police officers who fondly recall the D.A.R.E. officers of their childhood years. He advised this unit's expenses are $241,994 for personnel and $49,301 for non-labor expenses. Chief Swing highlighted the Unhoused Program, which consists of two officers partnering with other City departments and service agencies such as CityServe and Adobe, which incorporates specialized training in crisis intervention and strategies on working with the unhoused. He explained the program helps find them housing and bring stability to their lives. Chief Swing spoke with Assistant to the City Manager Becky Hopkins about how helpful these services are to Pleasanton's unhoused. He shared several success stories from the PPD's Homeless Outreach Team (HOT) including one involving an individual with multiple emergency psychiatric holds and another who was medically fragile. Both individuals found housing during the COVID-19 panic through HOT's efforts. He advised this unit's personnel expenses are $531,482 and the non-labor cost is $80,094 which represents a significant but successful outreach by the City for the unhoused. Chief Swing discussed PPD's Training Program which is critical to successful operations and helps reduce officer stress, injury, and enhances officer's ability to effectively serve the community and mainly occurs during on-duty time. He reported in-house training includes de-escalation, implicit bias, and force options taught by local instructors and is provided through the Advanced Officer Training Program. He reported additional training is provided by Peace Officer Standards and Training (POST) which oversees law enforcement officer standards and training throughout California. Additionally, he reported non-POST training is offered which includes topics such as Civilian Leadership. He advised the budget for this unit is $341,761 which is considered a significant and reasonable investment. Chief Swing reported on Calls for Service and advised the department responds to a five-year average of 65,965 police incidents per year with an average of 38,038 in response to requests for services from the community. He noted the Patrol Division is deployed in five beats with six patrol shifts with a response time goal of under four minutes for emergencies and under 20 minutes for non-emergencies. He reported the average for the last five-years is 3:50 minutes for emergencies which meets the goal and 24:01 minutes for non-emergencies which is being evaluated. He reported the most frequent type of police calls are traffic stops at 13,572 annually followed by patrol checks at 4,531 annually. He reported violent crimes have risen from 87 in 2015 to 112 in 2019 which is what other cities in California are seeing but that number should decrease in 2020 due to COVID-related shelter in place orders. The overall crime total has been steady over the past five years however, he is concerned by the increase in aggravated assault and robbery. Chief Swing reported on the Alternate Response Model which shows how PPD can do things differently and better for the community to reduce law enforcement involvement. He presented the Crisis Assistance Helping Out On The Streets (CAHOOTS) model from Eugene, Oregon which replaces law enforcement officers with a paramedic and social worker in non-police vehicles and is currently being piloted in western Alameda County. He reported on a second model, the Psychiatric Emergency Response Team (PERT) program, which has been used in San Diego and is currently being piloted in Morgan Hill in Santa Clara County. He explained the program pairs a plainclothes officer with a psychiatrist or clinician in a non-police vehicle who respond to mental health calls and initiate preventative work on identified individuals. He reported the third model is a secondary assignment which would have a police patrol officer and a clinician on call responding to calls together. Lastly, he reported that 10% of calls could potentially be diverted using an Alternate Response Program but would not require a reduction of the police workforce. Chief Swing reported on use of force policies and advised Pleasanton collaborates with Lexipol to develop its policy. He explained Lexipol encompasses at least 400 law enforcement agencies in California and provides updated legal standards, legislative policy updates, and best practices to law City Council Minutes Page 2 of 12 August 20, 2020