Chief of Police - · PDF fileChief of Police provides direction over all Police operations...

Chief of Police

Crimes against persons and property

Special investigations Community Response

Teams (CRT) Programs and Special

Units:- Ceasefire- Auto Theft Award- FBI Task Force- Parole and Corrections

Team- Multi-Agency Gang

Task Force- METRO Narcotics- Community Corrections

Partnership Task Force

- Delta Regional Auto Theft

Telecommunications- Answer 9-1-1 calls- Dispatch calls for police

service Records

- Internet, telephone report services

- Manage police records Crime Information Center Evidence Identification

- Process crime scenes- Identify and analyze

guns and bullets- Process fingerprints

Property Room- Store, track and

dispose of seized property

Programs and Special Units:- Radios- Cameras- Body Worn Cameras

Public Information Office Crime Stoppers S.W.A.T. Command Professional Standards Legal Advisor Fiscal Affairs Planning & Research

24 hour patrols/call response

Programs and Special Units:- Patrol rifle team- Shotspotter- Mobile Field Force- Emergency Services

Unit- Canine Unit- Explosive Ordnance

Detail- Tasers- Crisis Negotiation Team- Critical Incident

Investigation- Transportation Officer

Personnel & Training- Recruitment- Background

Investigations Animal Services

- Operate animal shelter- Provide animal control- Manage spay/neuter

programs Programs and Special

Units:- Field Training Officer- Chaplaincy program- Volunteers In Police

Service (VIPS)- Reserve officer program- Sentinals- Historians- Jr. Cadet- Honor Guard- Emergency Vehicle

Operations Center (EVOC)

- Peer Support Team

Field Operations Division

Special Operations Division

InvestigationsDivision

Administrative Services Division

Technical Services Division

POLICE DEPARTMENT

Strategic operations command

Provide community policing Neighborhood Services

- Health & Safety Code compliance

- Hotel/Motel permits- Rental inspections- Neighborhood Blitz

Team- Graffiti removal- Abandoned vehicles- Vacant property- Alarm Reduction

Traffic enforcement Event security Court Liaison Services Programs and Special

Units:- Homeless/transients- Crimefree multi-family

housing- Strategic Community

Officers- Bicycle patrol- Mobile Command Post- Air Support- School Resource

Officers- Mental Health liaison- Neighborhood/Business

Watch

Operations Bureau Logistics Bureau

City of Stockton D - 1 FY 2017-18 Adopted Annual Budget

POLICE DEPARTMENT

MISSION STATEMENT

To work in partnership with our community, to build and maintain relationships founded on trust and mutual respect, while reducing crime and improving the quality of life.

DEPARTMENT DESCRIPTION

The Chief of Police is appointed by the City Manager and under state law, is responsible for the delivery of law enforcement and related emergency services within the City of Stockton. The Chief of Police provides direction over all Police operations including:

Field Operations Division, commonly known as Patrol.

Special Operations Division, including Neighborhood Services and Neighborhood Blitz Team, Traffic and Events, and Strategic Operations sections.

Investigations Division, including Crimes Against Persons and Property, Special Investigations and Ceasefire sections as well as the Community Response Team.

Technical Services Division, including Telecommunications, Records Management, Evidence/Identification, Property Room and Crime Analysis sections.

Administrative Services Division, including Personnel, Training, and Animal Services sections.

Professional Standards section; Fiscal Affairs and Planning section; and Public Information Office.

There are also programs and specialized units that operate under the Divisions such as Special Weapons and Tactics (SWAT), Crisis Negotiations, Explosive Ordnance Disposal (EOD), Mobile Field Force, and the Canine Unit.

KEY CONSIDERATIONS

In January 2017, the Stockton Police Department released its 2017-2019, three-year Strategic Plan, which includes the above Mission Statement, discussion of the Department’s policing philosophy, core values, and identified goals and objectives, to focus the Department’s work over the term of the plan. Each of the Strategic Plan goals is tied to the City Council’s Priority Goals for increasing officer diversity, improving customer service and response times, increasing the number of officers, and further implementation of the Marshall Plan.

The policing philosophy of the Department is founded upon the pillars of Smarter Policing and Principled Policing. Smarter Policing refers to intelligence-led policing, an approach which includes evidence-based, data-driven, strategic, and innovative use of technology to inform and support real-time-policing and improved service delivery. Principled Policing refers to the underlying ethics, values, and principles of accountability, transparency, training, evaluation, listening, dialogue, community outreach and relationship-based problem solving which guide the actions of the Department.

The Department’s core values include: integrity, professionalism, sensitivity, cooperation, and innovation. The core values define who we are and what we as an organization hold as paramount. Combined, the mission statement, policing philosophy, and core values establish a strong foundation for accomplishing the following four goals over the next three years:

Budget at a Glance:

Total Expenditures $127,391,861

Total Revenues $14,214,175

Total Net Cost $113,177,686

Total Staff 713


POLICE DEPARTMENT

1. Reduce crime and blight. A primary focus of resources and manpower is on the reduction of violent crime, property crime, traffic collisions, and other quality of life impacts such as neighborhood blight. The framework to achieve this goal remains the “Four P’s” of Partnership, Prediction, Prevention, and Pursuit.

2. Increase trust between the community and police. Identifying trust as a key component to a sustainable and collaborative approach to improving public safety in Stockton has led the Department to implement several innovative strategies to increasing trust between the community and police. Building upon these initial efforts with the assistance of the National Initiative research effort, procedural justice and implicit bias training, and participating at local, regional, state and national levels of this important dialog will further Stockton’s ability to increase trust.

3. Recruit and hire a qualified diverse workforce. Rebuilding the Police Department while maintaining a commitment to high quality standards for hiring and by valuing all forms of diversity, including ethnicity, gender, culture, education, and experience will ensure Stockton builds a department that is representative of the community it serves. We are looking for those who see police service as a calling and not just an occupation. We are also focused on a long-term recruitment strategy which includes supporting the Public Safety Academy and increasing participation in our Cadet and Sentinel volunteer programs.

4. Employ staff that are highly trained, knowledgeable and prepared. The Department’s extensive turnover and hiring of new staff over the last few years requires a renewed focus on training, both in-house and industry specific. Police Officers have to meet specific mandates related to training to maintain Police Officer Standards and Training (POST) certification through the State. This goal includes implementation of a comprehensive training plan by developing professional training staff, a succession and career plan, and providing adequate training facilities and equipment for staff.

The Police Department FY 2017-18 Annual Budget includes funding for 713 full time staff, part-time staffing, academy costs for new hires, and funds to cover the cost of enhanced recruiting and training strategies. Highlights of the General Fund budget include:

o Funding for part-time staff has been retained on an ongoing basis to enhance police services, improve revenue collections, and increase hiring capacity.

o Police service contracts with two school districts, Housing Authority of San Joaquin, San Joaquin Regional Transit District and Parking Authority continue, reflecting approximately $1 million in both revenues and employee expenses.

o Other Services funding increased to reflect higher rates for contracts including records management, hazardous material disposal, and property storage, to fund costs related to enhanced neighborhood services activity through the San Joaquin County Regional Conservation Corps, additional cellular service costs as part of the vehicle conversion to digital technology, and professional services costs related to Project Ceasefire, the Wellness Unit and San Francisco Society for Prevention of Cruelty to Animals (SF SPCA).

o Other Expenses increased to fund training needed to maintain POST certifications and provide for professional development and memberships.

o In FY 2017-18, 17 Police Officers previously funded through the 2011 Federal COPS Hiring Grant have been reallocated to the General Fund.


POLICE DEPARTMENT

o One Police Officer has been moved from Measure W funding to the General Fund to maintain a balance between Measure W and sales tax revenues and expenses.

o Eight 9-1-1 emergency dispatch consoles will reach end-of-life and be replaced in FY 2017-18. The new technology will allow our Telecommunications Center to maintain high quality customer service to those calling in with emergencies and be able to dispatch our Police Officers to assist where needed.

o Additional funding for surveillance cameras is included to cover repair, replacement and new equipment for the Police Department's Camera Operations Center, which assists our Officers tracking cars and persons of interest during calls for service in key hot spot intersections throughout the city.


Police DepartmentFY 2017-18 Adopted Budget

General Fund Measure Asset StateW Seizure COPS

010 081 023 024

See Page D-8 See Page D-11 See Page D-13 See Page D-15

Beginning Available Balance 170,330$ 646,413$

RevenuesTaxes - 5,144,000 - - Grants - - - 500,000 Program Revenue 7,121,067 - 78,000 - Other Revenue - 7,500 1,800 2,500

7,121,067 5,151,500 79,800 502,500

ExpendituresSalary & Benefits 97,861,336 4,461,868 - 899,790 Services & Supplies 22,007,193 453,349 149,726 - Administration Overhead - 230,127 - - Capital Outlay 4,000 - - -

119,872,529 5,145,344 149,726 899,790 -

TransfersTransfer In - - - - Transfer Out - - - -

- - - -

Net Annual Activity (112,751,462) 6,156 (69,926) (397,290)

Ending Available Balance 100,404$ 249,123$

- - - -


Police Department, ContinuedFY 2017-18 Adopted Budget

PoliceSpecial Special

Revenue Revenue Police025 645 Total

See Page D-18 See Page D-21

Beginning Available Balance 1,664,329$ 482,891$

Revenues- - 5,144,000

Grants 1,091,373 - 1,591,373 Program Revenue - 126,435 7,325,502

Other Revenue 117,500 24,000 153,300 1,208,873 150,435 14,214,175

ExpendituresSalary & Benefits 1,208,873 - 104,431,867 Services & Supplies - 45,599 22,655,867 Administration Overhead - - 230,127 Capital Outlay - - 4,000

1,208,873 45,599 127,321,861

TransfersTransfer In - - - Transfer Out - (70,000) (70,000)

- (70,000) (70,000)

Net Annual Activity - 34,836 (113,177,686)

-Ending Available Balance 1,664,329$ 517,727$

- - -

Revenues 14,214,175$ Transfers -

Total Sources 14,214,175$

Expenditures 127,321,861$

Transfers 70,000 Total Appropriations 127,391,861$

-


FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18Current Adopted

Actual Actual Budget Budget

Total Police Department

Employee Services 68,926,148$ 75,824,259$ 95,151,080$ 97,861,336$ Other Services 15,554,424 15,942,495 17,559,742 18,723,509 Materials and Supplies 2,546,154 2,038,466 2,522,930 2,208,524 Other Expenses 715,538 975,472 878,635 1,075,160 Capital Outlay 1,128,352 2,734,146 2,011,504 4,000 Total 88,870,616$ 97,514,838$ 118,123,891$ 119,872,529$

Administration

Employee Services 5,270,801 5,671,781 7,232,919 7,145,867 Other Services 2,640,821 2,643,805 2,764,438 2,858,804 Materials and Supplies 346,623 321,372 424,134 392,016 Other Expenses 469,580 680,007 474,850 110,700 Total 8,727,825 9,316,965 10,896,341 10,507,387

Marshall Plan - Administration

Employee Services 198,773 531,351 876,579 881,029 Other Services 32,903 16,145 36,282 30,541 Materials and Supplies 9,132 1,064 1,000 1,000 Other Expenses - - - - Total 240,808 548,560 913,861 912,570

Field Services

Employee Services 39,154,383 39,374,200 40,937,200 40,265,257 Other Services 5,156,978 4,823,886 5,061,816 5,054,030 Materials and Supplies 1,089,670 844,051 784,521 840,934 Other Expenses (11,925) 20,833 (3,835) 202,950 Capital Outlay - - 4,000 4,000 Total 45,389,106 45,062,970 46,783,702 46,367,171

Marshall Plan - Field Services

Employee Services 2,206,792 7,074,947 13,420,134 11,918,237 Other Services 351,431 657,945 1,091,213 1,224,206 Materials and Supplies 622,629 262,656 796,944 489,161 Other Expenses 233,567 271,285 400,340 539,000 Capital Outlay 1,128,352 1,233,766 2,007,504 - Total 4,542,771 9,500,599 17,716,135 14,170,604

Investigations

Employee Services 13,029,511 14,170,177 20,198,480 21,645,263 Other Services 1,066,599 1,291,403 1,443,970 1,459,923 Materials and Supplies 183,008 159,674 154,566 158,353 Other Expenses 3,704 2,285 6,050 126,250 Capital Outlay - 20,528 - - Total 14,282,822 15,644,067 21,803,066 23,389,789

Police DepartmentGeneral Fund - 010

FY 2017-18 Adopted Budget


FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18Current Adopted

Actual Actual Budget Budget

Police DepartmentGeneral Fund - 010


Marshall Plan - Investigations

Employee Services - - 670,297 4,145,813 Other Services - 15,050 51,348 222,186 Materials and Supplies 3,935 5,265 18,900 14,147 Other Expenses - - - - Total 3,935 20,315 740,545 4,382,146

Support Services

Employee Services 3,645,590 3,685,207 4,465,528 4,538,402 Other Services 693,719 779,879 1,326,044 1,977,748 Materials and Supplies 254,279 368,567 216,524 212,598 Other Expenses 20,392 750 1,010 21,010 Total 4,613,980 4,834,403 6,009,106 6,749,758

Marshall Plan - Support Services

Employee Services 25,726 95,820 307,226 377,925 Other Services 722 2,903 8,135 10,760 Materials and Supplies 1,657 483 5,000 - Other Expenses - - - - Total 28,105 99,206 320,361 388,685

Telecommunications

Employee Services 5,365,345 4,719,969 5,945,434 6,130,916 Other Services 5,599,346 5,627,888 5,645,187 5,559,536 Materials and Supplies 34,584 52,951 40,615 78,115 Other Expenses 220 312 220 75,250 Capital Outlay - - - - Total 10,999,495 10,401,120 11,631,456 11,843,817

Marshall Plan - Telecommunications

Employee Services 29,227 500,807 1,097,283 812,627 Other Services 11,905 83,591 131,309 325,775 Materials and Supplies 637 22,383 80,726 22,200 Other Expenses - - - - Capital Outlay - 1,479,852 - - Total 41,769 2,086,633 1,309,318 1,160,602

See summary of Public Safety Measure A funded Marshall Plan expenditures on page C-7.


POLICE DEPARTMENT

MEASURE W FUND (081)

History

City of Stockton voters approved Measure W in November, 2004 authorizing a one-quarter percent Transaction and Use Tax. (Ordinance No. 038-04 CS, adding Chapter 3.52 to the Stockton Municipal Code).

This Ordinance provided authorization for the proceeds to be used for police and fire protection services and to contract with the State Board of Equalization to perform all functions necessary for the administration and operation thereof.

The Police Department uses 50% of the Measure W tax proceeds. These funds primarily pay for Police Officer salaries and benefits, but have also been used to purchase equipment, vehicles, and radios for those Police Officers funded with the proceeds.

FY 2016-17 Events

Measure W funds pay the salary and benefits for 25 Police Officers.

Revenues continue to be monitored closely to ensure they are sufficient to cover expenditures and maintain an adequate fund balance.

The overall budget projection for year-end indicates that the balance in the Measure W Economic Uncertainty Fund will meet or exceed the program guidelines.

FY 2017-18 Budget Changes

Measure W proceeds are anticipated to increase 3% from prior year projections.

The State Board of Equalization charges a quarterly administration fee for services associated with collection of the Measure W Public Safety Sales Tax. A sales tax audit contract provides auditing/compliance services to ensure sales tax is properly collected and distributed.

Measure W will pay for salaries, benefits, and equipment for 24 Police Officer positions in FY 2017-18 assigned to Field Operations Division for street patrol.

Due to the salary and benefit increases in FY 2017-18, the majority of officer supplies will be funded from other sources to maintain the recommended balance in the Measure W Economic Uncertainty Fund.

The Program Guidelines include an Economic Uncertainty Fund provision to be funded at 25% of annually budgeted revenues. In FY 2017-18 this would be $1,286,000.


FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18Adopted

Actual Actual Projected Budget

Beginning Available Balance 2,991,209$ 3,049,867$ 3,404,851$ 2,858,273$

RevenuesPolice

Measure W Sales Tax 4,698,142 4,905,605 4,994,000 5,144,000 Interest 6,084 13,429 6,893 7,500

4,704,226 4,919,034 5,000,893 5,151,500 Fire

Measure W Sales Tax 4,698,142 4,905,605 4,994,000 5,144,000 Interest 7,445 17,753 9,107 7,500

4,705,587 4,923,358 5,003,107 5,151,500

9,409,813 9,842,392 10,004,000 10,303,000

ExpendituresPolice

Salary & Benefits 3,865,830 4,110,723 4,546,368 4,461,868 Services & Supplies 559,624 389,171 398,338 453,349 Administration Overhead 215,787 223,854 243,176 230,127 Capital Outlay 136,556 - - -

4,777,797 4,723,748 5,187,882 5,145,344 Fire

Salary & Benefits 4,084,454 4,258,743 4,622,435 4,561,723 Services & Supplies 93,087 113,453 148,583 203,086 Administration Overhead 213,147 222,976 244,702 231,142 Capital Outlay 182,670 168,488 346,976 258,180

4,573,358 4,763,660 5,362,696 5,254,131

9,351,155 9,487,408 10,550,578 10,399,475


- - - -

Net Annual ActivityPolice (73,571) 195,286 (186,989) 6,156 Fire 132,229 159,698 (359,589) (102,631)

58,658 354,984 (546,578) (96,475)

Ending Available Balance 3,049,867$ 3,404,851$ 2,858,273$ 2,761,798$

Available Balance Calculation

Current assets 3,986,742$ Current liabilities (581,891) Ending Available Balance 3,404,851$

(a) The portion of Measure W Fund - 081 relating to Fire is also presented in Fire on page E-15.

Police and Fire DepartmentsMeasure W - 081(a)



POLICE DEPARTMENT

ASSET SEIZURE FUND (023)

History

Asset seizure accounts were established to allow the Police Department to properly manage the proceeds of the sale of seized property under State and Federal forfeiture laws.

There are three sources of asset seizure funding. One source is properties from cases adjudicated by the San Joaquin County District Attorney’s Office. The other two sources are from cases adjudicated by the Federal government. Each agency allocates a share of the proceeds from their case to the City. These funds are restricted by State and Federal law for expenditures that enhance law enforcement and drug/crime prevention, and cannot be used to supplant existing General Fund programs or operations.

To comply with state and federal asset seizure laws, the Police Department established the following priority and program expenditures for asset forfeiture proceeds.

o Purchase of VICE/Narco Unit and Special Weapons and Tactics (SWAT) Team special surveillance and safety equipment, and related services and supplies.

o Purchase of Explosive Ordnance Detail (EOD) specialized equipment unique to this unit that does not depend on internal service fund support for replacement.

o Purchase of Firearms Training System equipment for computer training program scenarios, equipment, and accessories used to train sworn staff in use-of-force decision making to improve officer and citizen safety and reduce liability to the City.

FY 2016-17 Events

Federal seizure amounts remained low while local seizure amounts increased compared to recent years.

Funds are being spent on ammunition and SWAT equipment such as protective vests and sniper rifle replacement.


Revenues are projected to maintain at levels experienced in FY 2016-17 based on actual amounts received in prior years and known activity throughout the year. Projected staffing increases in the Special Investigations section should contribute to a higher volume of asset seizure cases; however, payments are largely tied to court proceedings and can still take several years to materialize.

The level of safety equipment and supply purchases is in line with the availability of cash in the fund.

Planned purchases in FY 2017-18 include ammunition and equipment for the SWAT Team, EOD and VICE, as well as some replacement investigative software.




Beginning Available Balance 146,317$ 211,448$ 228,120$ 170,330$

RevenuesState/local seizures 64,942 30,943 83,210 75,000 Federal DOJ seizures 2,200 2,932 - 2,500 Federal Treasury seizures - - - 500 Interest - - 1,800 1,800

67,142 33,875 85,010 79,800

ExpendituresState/local seizures 2,011 15,042 106,800 100,000 Federal DOJ seizures - 2,161 28,500 30,000 Federal Treasury seizures - - 7,500 19,726

2,011 17,203 142,800 149,726

TransfersTransfer In - - - - Transfer Out - 025 - - - -

- - - -

Net Annual Activity 65,131 16,672 (57,790) (69,926)

Ending Available Balance 211,448$ 228,120$ 170,330$ 100,404$


Cash and interest receivable 228,660$ Vouchers payable (540) Ending Available Balance 228,120$

Police DepartmentAsset Seizure - 023



POLICE DEPARTMENT

STATE CITIZENS OPTIONS FOR PUBLIC SAFETY FUND (024)

History

The Citizens Options for Public Safety fund was established by the State of California to assist in funding front line law enforcement activities.

Funds are predominantly used for equipment and public safety programs. During the years of fiscal uncertainty, the City began funding Community Service Officer personnel from this source.

FY 2016-17 Events

The Police Department purchased officer equipment such as body worn camera digital storage, other safety equipment, photographic equipment, evidence identification microscope, and specialized investigations software.

Two Community Service Officer positions were funded during FY 2016-17.


Revenue projections remain stable as staff continues to monitor any available information from the Board of State Community Corrections on potential changes to funding allocations.

Two Community Service Officer positions remain funded through this source.

Funds will be used to purchase equipment and supplies that are one-time in nature and do not require ongoing financial support. Purchases slated for this fiscal year include: rifles and duty equipment for sworn personnel. Other anticipated equipment purchases: specialized investigation equipment, mobile command post equipment, updgrades to crime scene evidence collection equipment, and various items for special teams.





RevenuesState COPS Grant 307,760 426,469 792,243 500,000 Interest 3,684 2,728 4,700 2,500

311,444 429,197 796,943 502,500

ExpendituresState COPS Grant 307,760 426,468 881,523 899,790

307,760 426,468 881,523 899,790


- - - -

Net Annual Activity 3,684 2,729 (84,580) (397,290)



Cash and interest receivable 737,052$ Accounts Payable (6,059) Ending Available Balance 730,993$

Police DepartmentState Citizens Options for Public Safety (COPS) - 024



POLICE DEPARTMENT

SPECIAL REVENUE GRANTS FUND (025)

History

This fund maintains and finances certain Police Department activities through special revenues including Federal and State Grants and Supplemental Police Services event contracts.

This fund is intended to provide accountability for restricted sources of revenue.

FY 2016-17 Events

New grants awarded include:

o State of California Department of Alcoholic Beverage Control – funding for staff costs, training and equipment dedicated to reduction and eradication of alcohol related crimes which includes the sale of alcohol to minors.

o State of California Board of State and Community Corrections – joint funding with community and faith based organizations intended to strengthen the relationship with the community and reduce shootings and recidivism among these at highest risk of violence using the evidence-based ceasefire initiative, and additional training focused on practice and policy, training, and community engagement.

o Byrne Memorial Justice Assistance – joint funding with San Joaquin County for continued operations of the Firearms Reduction Consortium, including upgrades for the Integrated Ballistics Identification System, a full-time Firearms Examiner positon, training, and overtime for Police, Sheriff, and Probation to conduct firearms missions.

o Office of Traffic Safety’s DUI Enforcement, Distracted Driving and Checkpoints – funded various overtime missions to improve traffic safety.

Several local businesses and organizations requested additional police services for special events via Supplemental Services Contracts. During FY 2016-17, six organizations are estimated to pay approximately $110,000 for these services.

The Community Corrections Partnership Taskforce proactively addresses violent crimes and early-release offenders. Funds cover salaries, overtime, and equipment for Task Force participants from Police Departments of Stockton, Lodi, Manteca, and Tracy as well as the San Joaquin County Sheriff.

The 2011 Federal COPS Hiring Grant term for 17 entry-level Police Officers completed in December 2016.

The Police Department began drawing down funding from the 2014 Federal COPS Hiring Grant to partially fund 15 entry-level Police Officer positions. The use of these funds coincides with the fulfillment of the 120 Police Officers in support of the Marshall Plan.


POLICE DEPARTMENT

SPECIAL REVENUE GRANT FUND (025) (CONT.)


Per the grant agreement, the 17 Police Officers hired under the 2011 Federal COPS Hiring Grant funds must be retained for at least one additional year and are included in the FY 2017-18 General Fund budget.

Police Supplemental Service Contracts for event specific overtime assistance continue to be accounted for in this fund. Current contracts include:

o Stockton Ports – Thursday, Friday, and Saturday home baseball games

o San Joaquin Regional Transit District – Bus fare evasion missions

o High School Football – Bear Creek, Lincoln, and McNair

o Stone Brothers and Weberstown – Holiday mall shopping

o SMG Stockton Arena and the Bob Hope Theatre – Hockey, concerts, and other community events as needed.

o San Joaquin County Fairgrounds – special events

Budget for the Community Corrections Partnership Task Force increased to reflect personnel cost changes implemented in FY 2016-17. This special revenue continues to carry a fund balance for economic uncertainty and sustainability of the task force.

Overall expenditures in this fund will vary based on the amounts of the grants received during the year.

The Police Department will continue to partially fund 15 entry-level Police Officer positions with the 2014 Federal COPS Hiring Grant, in conjunction with the 120 Police Officers added to support implementation of the Marshall Plan.




Beginning Available Balance 32,917$ 36,314$ 1,647,562$ 1,664,329$

RevenuesFederal Grants 2,451,749 2,701,808 2,540,232 1,091,373 State Grants 1,870,065 1,632,981 2,039,617 - Other Grants 21,643 1,241 - - Contract Reimbursements 141,348 127,015 111,356 117,500 Donations 496,622 185,989 5,535 - Interest 3,397 2,567 - -

4,984,824 4,651,601 4,696,740 1,208,873

ExpendituresFederal Grants 2,451,747 2,762,383 2,610,178 1,091,373 State Grants 1,869,235 1,632,981 2,041,851 - Other 518,265 185,989 5,535 - Contract Reimbursements 141,348 127,015 111,356 117,500

4,980,595 4,708,368 4,768,920 1,208,873

TransfersTransfer In - Grant Match

General Fund - VAWA Match (832) 60,575 88,947 - Asset Forfeiture - VAWA Match - - - -

(832) 60,575 88,947 -

Net Annual Activity 3,397 3,808 16,767 -

Ending Available Balance 36,314$ 40,122$ 1,664,329$ 1,664,329$


Cash and interest receivable 1,983,315$ Accounts Payable (335,753) Due to Other Governments - Ending Available Balance 1,647,562$

Police DepartmentSpecial Revenue Grants - 025




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POLICE DEPARTMENT

POLICE SPECIAL REVENUE FUND (645)

History

The Police Department maintains a variety of special revenue programs in this fund. These programs historically provided accounting and management support for activities that are specific to the funding sources, but do not require the same level of oversight as a grant or contract.

Revenues in this fund are derived from donations or charges for services from programs.

The Geraldine Schmidt Trust was established to provide a direct benefit to the Stockton Animal Shelter and provides the majority of the Police Special Revenue fund balance.

FY 2016-17 Events

Donations for the Cadet Program, miscellaneous equipment and community events are trending upward in comparison to prior years.

Funds from the Geraldine Schmidt Trust as well as additional grants and donations are allocated for capital improvements at the Animal Shelter, specifically for an upgrade to the electrical panel which will allow for the installation of a portable x-ray machine.


Staff continue to review available balances and expend funds for their intended purposes including community events, equipment, and special programs such as Cadets, Sentinels, and Volunteers in Police Service (VIPS).

The Pet Overpopulation Fund supports Spay and Neuter Clinics under the guidance of a Memorandum of Understanding with the San Francisco Society for the Prevention of Cruelty to Animals. Revenues have been insufficient to cover program expenditures and thus, program activities will cease from this fund until revenues can support the associated costs.





RevenuesPet Overpopulation Program 166,734 134,759 124,657 126,435 Other Revenue 123,807 31,485 32,670 24,000

290,541 166,244 157,327 150,435

ExpendituresPet Overpopulation Program 411,644 249,790 125,095 - Miscellaneous Expense 2,388 1,933 11,902 45,599

414,032 251,723 136,997 45,599

TransfersTransfer In - - - - Transfer Out - Capital Fund - - (30,000) (70,000)

- - (30,000) (70,000)

Net Annual Activity (123,491) (85,479) (9,670) 34,836



Cash 505,410$ Vouchers Payable (12,849) Ending Available Balance 492,561$

Police DepartmentPolice Special Revenue - 645




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