I n t e g r i t y • C o m p a s s i o n • A c c o u n t a b i l i t y • R e s p e c t • E x c e l l e n c e • S e r v i c e

November 2012

Inside: Precinct Info • Creating Community • Strategic Initiatives • Bureau Funding • Performance Measures 2007-11 ... and more.

Portland Police BureauAt a glance...

2

.... aandndnnd mmmmmororororee.ee

2

Issues loom despite low crime PPBAbout the

MissionThe mission of the Portland Police Bureau is to reduce crime and the fear of crime. We work with all community members to preserve life, maintain human rights, protect property and pro-mote individual responsibility and community commitment.

GoalsThe four goals for the Portland Police Bureau refl ect our com-mitment to developing long term solutions to serious crime issues and to maintaining a safe city. The goals and the strate-gies that follow are designed to create and sustain healthy, vital neighborhoods.1. Develop long term solutions

to reduce crime and social disorder.

2. Build community trust.3. Create a professional work

force to meet public safety needs of the City.

4. Implement best practices for eff ective policing.

More ABOUT PPB on Page 2

Portlanders currently enjoy currently enjoy relatively low crime rates; however there

are crime problems that must be addressed such as drug dealing, gun traffi cking, gangs, human sex traf-fi cking and social disorder. We need to be able to quickly move teams of offi cers and resources to address emerging crime trends and chronic nuisance problems.The bureau and our mental health partners are exploring how best to use the limited available funds and to reduce the number of police en-counters with people experiencing a mental health crisis. As a police bureau, we are enhancing our train-ing of offi cers in de-escalation skills and identifying individuals who are in crisis.Current trends refl ect escalating gun violence involving gang members. To address the increased use of fi re-arms, we employ multiple strategies to confront and suppress violence. We have formed specialized groups rather than add additional resources and moved resources from one branch to another.

Adequate staffi ngOur core services of patrol, emer-gency response and major crime investigation is dependent on our ability to meet the emergency public safety needs of the communities we

serve with adequate staffi ng levels. In December a number of eligible sworn members will retire. We need to match the number of retirements with new offi cer hires to keep at minimum staffi ng. With resources signifi cantly reduced this budget year and the knowledge that more reductions may be need-ed, the bureau is forced to triage in certain investigative areas. The bu-reau now has 987 authorized sworn positions. This ultimately leaves the bureau unable to maintain adequate levels of staffi ng in most areas.

See ISSUES on Page 2

Ofc. Parik Singh in SE Portland

At a glance...At a glance...PPBPPB

OrganizationThe Bureau is led by a Chief of Police, two Assistant Chiefs and one civilian Director of Services. The bureau is divided into three branches, Operations, Investi-gations and Services and has an authorized strength as of 11/6/12 of 987 sworn offi cers and 226 non-sworn staff .

Operations BranchMade up of Central, North, and East Precincts, the Transit Divi-sion, the Traffi c Division and the Youth Services Division. The members in this branch are fi rst responders and provide uni-formed service to our commu-nity and youth.

Investigations BranchIncludes Detectives, Drugs and Vice, Family Services, Forensic Evidence, Property Evidence and Tactical Operations. This branch is primarily responsible for inves-tigations of major crimes.

Services BranchIncludes Fiscal Services, Infor-mation Technology, Personnel, Professional Standards, Strategic Services, Training and Records. This branch is responsible for supporting business operations, training and organizational ac-countability.

About the PPB(Continued from Page 1)

2

DOJ settlement agreementThe Mayor, City Council, Portland Police Bureau and the Department of Justice have reached a tentative agree-ment regarding encounters between police and persons with mental illness or experiencing a mental health crisis. Over the next fi ve years, DOJ and the bureau will work to adopt new and revised policies; improve use of force reporting, collection and analysis of force data; train offi cers on policies and procedures; create and host community based mental health services such as mobile crisis units at each precinct; and institute a specialized volunteer Crisis Intervention Team to complement the existing training of all sworn offi cers in

crisis intervention.The bureau will also work on its public outreach processes to develop a plan for community engagement.This agreement requires the hiring of sworn and non-sworn personnel to implement the requirements in the agreement. It is understood that this agreement will take time to implement and new or additional revenues have not been identifi ed as yet to fund the agreement.

(Continued from Page 1)Issues

Category 2007 2008 2009 2010 2011

Person Crimes/1000 population 7 6 5 5 5

Property Crimes/1000 population 56 52 46 49 52

Total Part I Crimes/1000 population 63 58 52 54 57

Dispatched Calls for Service 219,840 213,723 191,956 192,654 198,261

Self-initiated Calls for Service 190,705 185,038 214,452 209,689 190,388

Total Calls for Service 410,545 398,761 406,408 402,343 388,649

Offi cers/1000 population (Authorized) 1.76 1.75 1.68 1.68 1.68

Domestic Violence Cases 5,842 5,414 5,066 4,925 4,964

Traffi c Collisions/1000 population 27 26 23 24 24

Population 568,380 575,930 582,130 583,776 585,845

Performance Measures: 5-Year Trend

GirlStrength at NE Community Center

3

• Portland's rate of 1.64 sworn offi cers per 1,000 population is one of the lowest. By contrast, Cleveland (OH) offi cers per 1,000 population was more than double Port-

land's rate. • The rate of 54 major crimes

per 1,000 population for Port-land was slightly below the compa-rable cities' average of 56.

• Portland's crime rate is mainly driven by the property crimes of theft and burglary.

• The rate for the person/violent crimes of murder, rape, robbery, and aggravated assault was 5 per 1,000 population. Only two com-parable cities were lower.

• While comparable jail bed data was diffi cult to obtain, Multnomah County's jail beds per 1,000 popu-lation rate of 2.3 was below the average rate of the other compa-rable areas.

FYI...

Precinct Sworn 2010 Population Square miles Street miles

Central 169 181,160 41.3 821.0

East 175 225,024 36.0 736.5

North 161 177,554 58.6 894.9

Precinct Total 505 583,738 135.9 2,452.4

*as of Jan. 2012 *2010 U.S. Census

•

pm

la• Th

North Precinct

Central Precinct

PPB PrecinctPPB PrecinctinformationinformationPortland’s three precincts are each unique, serving very diff erent communities.

Largest precinct in square miles, gentrifi cation of storefront businesses, movement of African American community from its roots in north and northeast outward to east, unique business corridors.

East PrecinctIncreasing number of immigrant communities, schools with most number of languages spoken, large apartment complexes, major arterials, I-205 split.

Downtown shopping, government buildings, entertainment district, homeless population, social service agencies.

Offi cer Sarah Taylor of Central Precinct

Michael ReeseChief of Police

Portland Police Bureau1111 SW 2nd Ave.

Portland, OR 97204www.portlandpolice.com

Communications Unit-CHO/November 2012

At a glance...At a glance...PPB

The General Fund provides 90.1% of the Police Bureau’s FY 2012-13 Adopted Budget. External and internal revenue, grants, and the Police Special Revenue Fund comprise the remaining 9.9% of the bureaus operating resources.This table summarizes the Police Bureau’s budget over the last fi ve years, including ongoing and one-time cuts and additions to resources and positions.

Bureau fundingFY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12* FY 2012-13

Adopted Adopted Adopted Adopted Adopted

Budget 152,975,376 156,822,001 158,215,781 168,841,012 167,081,739

Positions 1,285.0 1,243.0 1,236.0 1,230.9 1,211.7

Cuts/ Additions:

Ongoing 238,465 -3,829,576 374,191 1,572,677 -3,739,907

One-time 3,102,948 4,600,364 1,326,286 5,600,794 2,234,106

Total Budget 3,341,413 770,788 1,700,477 7,173,471 -1,505,801

Positions -6.0 -45.0 -17.0 -7.7 -12.7

*Note: The FY 2011-12 Adopted Budget included an ongoing addition of $2.9 million for increased cost associated with collective bargaining agreements for sworn members and ongoing cuts of $1.3 million. One-time funds of $5.6 million included $3.3 for pass-through programs and $2.0 million for external materials and services plus $0.25 million for training center pre-development costs. Every year the City budget includes an infl ation adjustment based on the CPI-W for Portland-Salem area.

Building community trust The Bureau is implementing steps to build productive relationships with all Portland communities, particu-larly with those communities that are underserved. Some steps include meeting the needs of the public by listening through our living and dining room dialogues, at our meet and greets with new immigrants, by attending neighborhood and business meet-ings and sharing information about what’s happening in neighborhoods. We are improving our transparency and accountability by providing complete investigative materials on offi cer involved shootings, and work closely with IPR to make system changes to the oversight processes.

Strategic InitiativesInvesting in our employees

The Bureau is striving for a work environment that is positive and supports our members, sworn and non-sworn. This can be achieved by setting clear expectations, recognizing the exceptional work of our employees, holding employees accountable and creating opportunities for them to grow through promotions, train-ing and education.The Diversity and Inclusion Leader-ship Council of Bureau members meets to explore avenues of diver-sity important to the culture and practices of the city and to learn what areas of diversity and inclu-sion matter to bureau members.Our Labor and Management Coun-

cil hold regular monthly meetings and our combined Safety Commit-tee meets regularly to advise the Chief’s Offi ce on employee con-cerns.Maintaining a safe city

Portland is one of the safest cities in our nation and crime is near a his-toric low. However, crime rates for burglaries, car prowls and auto theft are beginning to edge upward.The Bureau needs to be agile in responding to emerging trends. One example is moving to central-ize the property crime detectives to address increasing residential burglaries and to focus on individu-als fencing stolen property.Being good fi scal stewards ofpublic dollars

During tough economic times, all city bureaus must manage their dollars appropriately. With that in mind, the volunteers on the Budget Advisory Committee were recruited with fi scal and budget experience.Members assist in reviewing the bureau’s benchmarks and perfor-mance results relative to expendi-tures. The committee is charged with creating a fi nancial picture of this organization and to provide solid and detailed information for a realistic fi nancial snapshot of our budget.

Shop with a Cop