HomeMy WebLinkAboutFS 2012-09-18 Item 2A - Report - Crime Reduction InitiativeCity of Tukwila
Jim Haggerton, Mayor
INFORMATIONAL MEMORANDUM
TO: Mayor Haggerton
Finance and Safety Committee
FROM: Mike Villa, Chief of Police
DATE: September 12, 2012
SUBJECT: Crime Reduction Initiative
ISSUE
The issue is to reduce the crime rate in the city of Tukwila.
BACKGROUND
The Police Department and the city want our community to be safer and want to see a
reduction in crime. On July 12, police department staff met for a day -long workshop to
identify and recommend strategies to reduce crime in Tukwila. Command staff,
supervisors, and line personnel participated on the team. BERK consulting facilitated
the workshop.
The team identified three strategies and determined the required resources for full
implementation. The cost, including all the desired resources, was about five million
annually. Recognizing that we have limited resources, we then worked to reduce the
costs. The group brought each strategy to its minimum resource requirements and then
prioritized the strategies based upon what they believed would have the greatest
positive impact on crime.
During the following weeks after the workshop, command staff considered the input and
further developed the strategies and alternatives. BERK consulting then transferred the
meeting notes and command staff input into a written report and crime reduction
proposal.
The Council was informed of the workshop in the August 1 City Administrator's Report.
During the August 6 Regular Council Meeting, Councilmembers Robertson and Quinn
(the Finance and Safety Committee Chair) asked that the Finance and Safety
committee discuss the crime reduction initiative.
DISCUSSION
The report and proposal was completed on August 29. It was provided to the Mayor and
City Administrator for their consideration. It is now being provided to the Finance and
Safety Committee for discussion purposes and at the committee's request.
A different format and color version of the proposal will be provided at the Finance and
Safety meeting. There will be no change in content.
INFORMATIONAL MEMO
Page 2
FINANCIAL IMPACT
There are three alternatives suggested in the proposal with expected outcomes of a
significant reduction in crime, a significant to moderate reduction, and a moderate
reduction in crime.
Alternative #1 requires 18 new positions and has an estimated annual cost of
$2,021,000. Alternative #2 requires eleven positions and has an estimated annual cost
of $1,305,000. Alternative #3 requires seven new positions and has an estimated
annual cost of $860,000.
RECOMMENDATION
The report is for information and discussion only. The Finance and Safety Committee is
not being asked to make any decisions.
ATTACHMENTS
City of Tukwila Police Department Crime Reduction Initiative Proposal
2 C:ltemp\ Content. Outlookl TD8KICPZ1 InfoMemoComeReductionlnitiative (4).doc
police department
crime reduciton initiative proposal
El
Here in Tukwila, we are lucky to have many distinct, attractive features: the
largest shopping center in the State, a very strong employment base, a diverse
population, an exceptional array of ethnic restaurants, an in -city light rail
station that provides easy access to Downtown Seattle, and perhaps most
importantly a location at the geographic center of a large, bustling, and
prosperous metropolitan region. Unfortunately, for many Tukwila residents
and others across the region, these qualities are overshadowed by the negative
impacts of the City's high crime rates. The quality of our neighborhoods suffers,
businesses are hesitant to invest in many of our commercial districts, and our
residents often move to safer communities once they have the means. While
the presence of Westfield Southcenter Mall and a high daytime population do
inflate the City's crime statistics somewhat, these factors alone do not account
for our disproportionately high crime rates. In fact, as the numbers below
demonstrate, crime is a major problem in Tukwila no matter how the data is
sliced.
What we are proposing is a Crime Reduction Initiative that would represent the
beginning of a long -term effort by the Tukwila Police Department, City
leadership, and the community as a whole to tackle Tukwila's crime problem
head -on. What we seek is not a quick -fix or a "Band -Aid" to temporarily
improve statistics or garner headlines. Instead, the Initiative aims to implement
proven, effective strategies that will reduce crime over the long -term and have
a measurable, significant, and lasting impact in the form of:
Safer neighborhoods;
A more stable population base;
More business investments throughout Tukwila;
A more visually appealing city; and
Various other social, economic, and cultural benefits.
Ultimately, we believe this Initiative will play a key role in allowing the City to
reach its full potential as a safe, dynamic, and attractive regional hub.
Unfortunately, limited resources and a strained budget represent significant
challenges to obtaining the staffing and equipment necessary to implement
even a portion of the Initiative as envisioned. While we recognize that funding
is not available to fully implement the Initiative all at once, the current
proposal presents three alternatives to City Council for additional support to
partially fund the Initiative (at varying levels). While more funding will likely
improve the Initiative's effectiveness and chances for success, we believe each
of these alternatives represents a critical step towards creating long- standing
change and making the City a safer place to be.
This proposal is organized as follows:
1) The current introduction;
11) A look at trends and patterns in criminal activity in Tukwila;
111) The Department's vision for a safer Tukwila: desired outcomes of the
Initiative and quantitative measures indicating success;
IV) A detailed description of the three strategies that make up the core of the
Initiative:
A) Target Hotspots and Key Offenders,
B) Strengthen Investigations and Timely Arrests, and
C) Increase Accessibility, Visibility, and Responsiveness;
A look at several no- and low -cost measures that can be taken to improve
effectiveness regardless of additional funding; and
VI) A description of each of the three alternatives for additional funding to
support the implementation of the Initiative.
Tukwila has an exceptionally high amount of criminal activity (even in
comparison to the rest of South King County), with crime rates remaining at
relatively similar levels since the early 2000s. While data indicates that criminal
activity is dispersed throughout much the City, the areas with the highest
concentration of crime overall, and violent crime in particular, are Tukwila
International Boulevard between 152 and 140 and the areas immediately
surrounding Westfield Southcenter Mall (i.e. the CBD).
At 163 crimes committed per 1,000 residents, Tukwila has a much higher
crime rate than the State (38 per 1,000), the County (43 per 1,000), and its
neighboring cities. The city with the second highest crime rate in South King
County is SeaTac, at 59 crimes per 1,000 residents. Tukwila's violent crime rate,
at 10 crimes per 1,000 residents, is nearly three times higher than the County
average, and more than twice as high as SeaTac's. The property crime rate, at
153 crimes per 1,000 residents, is almost four times higher than the County
average and three times higher than SeaTac's.
While the presence of Westfield Southcenter Mall and a very high jobs -to-
housing ratio likely inflate these numbers, it is clear that Tukwila stands out as
having exceptionally high crime rates, including both violent crimes and
property crimes. Within South King County, which has higher crime rates than
the County overall, Tukwila stands out as being particularly unsafe.
The table below shows 2011 Tukwila crime rates compared to regional and
State benchmarks. Included in the table is a hypothetical calculation, showing
crime rates in Tukwila if we remove all crimes committed in the CBD (which
includes Southcenter Mall). While the exercise does cause the numbers to
decrease significantly, it highlights that even without crime in the CBD, Tukwila
would still have the highest crime rate in King County.
Exhibit 1
Crime Rates in Tukwila and Regional and State Benchmarks, 2011
Total Crimes
Total Crime
Violent
Violent
Property
Property
City
Population
Committed
Rate
Crime Total
Crime Rate
Crime Total
Crime Rate
Tukwila
19,050
3,110
1633
193
10.1
2,917
153.1
*Tukwila (without CBD)
19,050
1,351
703
168
8.8
1,183
61.9
SeaTac
27,110
1,601
59.1
125
4.6
1,476
54.4
Auburn
70,705
4,105
58.1
279
3.9
3,826
54.1
Burien
47,660
2,586
54.3
223
4.7
2,363
49.6
Federal Way
89,370
4,509
50.5
245
2.7
4,264
47.7
Renton
92,590
4,563
49.3
295
3.2
4,268
46.1
Kent
118,200
5,584
47.2
577
4.9
5,007
42.4
Des Moines
29,680
1,146
38.6
90
3.0
1,056
35.6
King County
1,966,075
84,892
43.2
6,776
3.4
78,116
39.7
Washington State
6,761,195
258,996
38.3
19,568
2.9
239,428
35.4
Source: Tukwila Police Department, 2011; Washington
Association of Sheriffs and
Police Chiefs, 2011; BERK, 2012
Note: Rates per 1,000 population
*Tukwila (without CBD)
shows crime rates
in Tukwila
excluding all crimes
committed
in the CBD.
LL_ c n.
Historical trends show that there was a significant reduction in violent and
property crime rates between the mid -1990s and early 2000s. However, since
the early 2000s, overall crime rates have remained at relatively similar levels,
with a number of spikes during that time. Crime rates in 2010 (172 per 1,000
people) and 2011 (161) are nearly identical to rates in 2001 (172) and 2002
(163), with significant spikes occurring between 2004 and 2006 and again in
2009.
It is notable that violent crime rates have generally increased since the early
2000s, while property crime rates have decreased slightly. A couple of
significant trends regarding crimes not specified in the table below include:
The number of robberies has steadily increased between 2000 and 2011,
from 51 incidents in 2000 to 97 incidents in 2011.
Aggravated Assault saw a significant spike in 2011, with 79 incidents
reported, compared to 51 the year before.
The table below details Tukwila crime statistics between 1994 and 2011.
Exhibit 2
Crime Rates in Tukwila between 1994 and 2011
Total Crime
Violent
Violent
Property
Property
Year
Population
Total Crime
Rate
Crime Total
Crime Rate
Crime Total
Crime Rate
1994
14,690
3,486
237.3
241
16.4
3,245
220.9
1995
14,750
3,952
267.9
242
16.4
3,710
251.5
1996
14,880
3,732
250.8
238
16.0
3,494
234.8
1997
14,930
3,706
248.2
172
11.5
3,534
236.7
1998
14,990
3,212
214.3
153
10.2
3,059
204.1
1999
14,840
3,275
220.7
140
9.4
3,135
211.3
2000
17,181
3,091
179.9
129
7.5
2,962
172.4
2001
17,230
2,961
171.9
147
8.5
2,814
163.3
2002
17,270
2,773
160.6
151
8.7
2,622
151.8
2003
17,230
3,149
182.8
200
11.6
2,949
171.2
2004
17,240
3,469
201.2
175
10.2
3,294
191.1
2005
17,240
3,873
224.7
197
11.4
3,676
213.2
2006
17,240
3,403
197.4
178
10.3
3,225
187.1
2007
17,240
3,069
178.0
159
9.2
2,910
168.8
2008
17,930
3,015
168.2
181
10.1
2,834
158.1
2009
18,080
3,443
190.4
165
9.1
3,278
181.3
2010
18,190
3,130
172.1
154
8.5
2,976
163.6
2011
19,050
3,110
163.3
193
10.1
2,917
153.1
Source: Tukwila Police Department,
2012; BERK, 2012
Note: Rates per
1,000 population
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Criminal activity is dispersed throughout Tukwila (aside from the
extreme northern and southern sections of the City), with
especially high concentrations along Tukwila International
Boulevard between 152 nd Street and 140 Street and areas in or
adjacent to the CBD
W
SeaTac'
N
_Or
id
2 r
.0 Kei
Mfes
Source: Tukwila Police Department, 2012; BERK, 2012
Exhibit 3
All Criminal Case Reports in Tukwila, January-June 2012
Seattle me
Number of Cri
0, 61 1-5
L%
'N �9 6- 20
21 40
41-80
*k V
-1.37
VG S1
V
A
ary, -D e
Q
WO
U
9
0
ESYO]9
Burien
P
412
SU
Renton
The majority of violent crimes in Tukwila occur on Tukwila
International Boulevard between 152 ind and 140 and to a lesser
degree in or around the [BD. Outside of these areas, the
frequency of violent crimes appears tobe much lower.
Exhibit
Frequency of Violent Crime Offenses, January-June 2O12
y
Seattle
Violent Crimes
Number
Renton
SeaTac
2 Ac
Milles
Source: Tukwila Police Department, 2012; BERK, 2012
The CBD and adjacent areas have, by far, the highest
concentration of auto theft and theft from vehicles. In addition,
there is a broader buffer around the mall areas extending from
144 Street to 180 Street, where there is a higher
concentration of these types of criminal activities. Higher
concentrations also occur around Tukwila International
Boulevard between 152 Street and 140th Street.
Exhibit 5
Concentration of Auto Theft and Theft from Vehicles, January -June 2012
Seattle 1 i Auto Theft and
Theft from Vehicles
a
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warm
Le r,..��'* Hot
1 t` I Hottest
,fig, r���
Burien
Tu I< w i Fa
X 518
J r
fat imioii�l
r "'�F Benton
i
SeaTac
w
1 2 Kent
Miles�
Source: Tukwila Police Department, 2012 BERK 2012
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Simply put, the purpose of the Crime Reduction Initiative is to make Tukwila a
safer place to live, work, shop, and play. Tukwila residents and visitors should
feel safe in every neighborhood in the City at any time of day or night, without
exception. Likewise, there should be a perception among criminals that Tukwila
is not a good place for them to be and that they will likely be caught if they
commit a crime. We want the City to be more visually appealing, with fewer
eyesore properties and less graffiti and vandalism. Ultimately, we believe these
changes will lead to a more stable population base, where residents take great
pride in where they live and want to stay in the community.
We also believe a safe community means having a police force that is
accessible, responsive, and trusted. It is critical that resources and time are put
into crime reduction and prevention, but also into building positive
relationships with the community. This is the Tukwila we envision.
VE'; r 0 a ek n dk
The Initiative's success will be indicated through several key measures,
including benchmarking against ourselves, South King County, and the State.
We expect to see a significant decrease in overall crime rates, including a
decrease in calls for service overall and among specific categories. We'd like to
achieve a favorable crime rate compared to other South King County cities,
with the long -term goal of having the lowest crime rate in South King County.
Finally, we'd like to achieve comparable changes relative to the State overall; in
other words, if State figures go down, so too should Tukwila's.
More specific performance targets /anticipated results depend on the level of
resources available to put towards an effective Initiative. Estimated outcomes
are provided in Section VI below.
A
The Initiative is made up of three different but related strategies. Ideally, we'd
like to implement all strategies in full, but we recognize that limited resources
mean we have to confront tradeoffs and target more limited investments to be
as effective as possible. This section outlines the three strategies, while the
next presents three alternatives at various levels of cost. Each strategy
represents a key component of an effective long -term crime reduction effort
that moves Tukwila towards becoming a safer city. The strategies include:
Strategy A: Target Hot Spots and Key Offenders Helps ensure that
officers are patrolling the right areas and tracking repeat offenders.
Strategy B: Strengthen Investigations and Timely Arrests Improves the
Department's ability to identify and arrest criminals in a timely manner.
Strategy C: Increase Accessibility, Visibility, and Responsiveness Helps
to ensure that officers are always within reach and able to respond as
quickly as possible whenever they are needed.
'ALratte rVI't I 5.'j�s°ots K In k ;ffene' a«nre
Rationale: Data analysis has demonstrated that a disproportionate amount of
crime in Tukwila occurs in specific hot spots and is committed by a relatively
small number of key offenders. Focusing efforts on problem areas and
targeting known repeat offenders has proven to be an effective crime
reduction strategy in other cities and appears to be a good fit for Tukwila. It
would increase crime solvability rates, improve visual appeal, change criminals'
perceptions about what they can get away with in certain areas, and ultimately
reduce criminal activity overall.
Primary Means of Implementing this Strategy:
The central component of Strategy A is the establishment of a specialized
team that focuses on hot spots and key offenders, and would include six
new "Community Police Officer" positions. The team would have the
capacity to patrol throughout the City if needed, but would focus primarily
on identified hot spots. They would be under the Investigations Division
(reporting to Commander Eric Drever) and would not be directly tied to
911 calls. These Community Police Officers would also secondarily support
Strategies B and C.
The Community- Oriented Policing Coordinators would serve as the primary
managers of the City's Nuisance Ordinance.
This strategy also includes an increase in support staff to process additional
records and evidence.
Additional license plate readers would also be purchased.
Partners and Timing: Strategy A includes potential partnerships with the
Department of Community Development (DCD) code enforcement, as well as
the City courts. As it takes time to build capacity, it would likely take 12 -18
months before the new Community Police Officers were on the streets. There
could potentially be an incremental phase -in at the 9 -month mark.
'*.'n 0` 3.'4 5F4 n':. 8„ 0`3.'4: 3 4 8. 8. T-, 8.
Rationale: Tukwila Police Department requires additional capacity to carry out
quality investigations in a timely manner and ensure that arrests occur as
quickly as possible. The longer an investigation takes, the less likely the
Department is to identify and apprehend criminals.
Primary Means of Implementing this Strategy:
The central component of Strategy B is to add six new Detectives: two new
Property Crimes Detectives, two new People's Crime Detectives, one new
Narcotics Detective, and one Gang Detective. In addition, one new
Investigations Sergeants would be added.
The Gang Detective would be a new position that would focus solely on
gang activity. This new detective could be part of a regional task force.
Strategy B also includes hiring a new Intelligence Officer
Timing: Strategy B would likely take at least 12 -18 months to implement, as
new detectives would need to be trained and facilities and schedules would
need to be reconfigured.
ire.. rate,,, r I r
.kr p n I' ve m
Rationale: Improving officers' accessibility, visibility, and responsiveness is
critical to improving crime prevention in Tukwila. A police presence needs to be
seen, heard, and felt across the City so that potential criminal activity is
discouraged and residents feel safe and comfortable throughout the
community. Effective crime prevention means officers are always within reach
and able to respond as quickly as possible whenever they are needed. Along
with adding capacity, a key emphasis of this strategy is freeing up personnel so
that more officers are on the street, rather than making traffic stops or doing
administrative work.
Primary Means of Implementing this Strategy:
A key piece of Strategy C would be additional patrol staff to increase our
on- the street presence, including Bike Officers and K -9 units.
It would also include a rotating deployment of the mobile command post
reporting to patrol.
This strategy would entail acquiring additional technical tools (cameras,
plate readers, etc.), as well as the capacity to monitor cameras 24 hours a
day, or at least during peak times.
Finally, Strategy C also includes additional resources designed to free up
patrol personnel to focus on the core mission of crime reduction and
response. These include:
Additional Traffic Officers
IT Support, Grant Writer and Patrol Admin; and
Records Specialist.
r cc
Full implementation of Strategy C would likely require an additional office
(potentially a Neighborhood Resource Center (NRC)), with an optimal location
for the office being the Tukwila Community Center (TCC). TCC is in the middle
of a highly populated, residential area, and the addition of an NRC there, in
combination with the NRC on Tukwila International Boulevard and the police
office in the CBD, would serve as a good base for providing City -wide coverage.
Either the Bike Team or the new Community Police Officers (from Strategy A)
could work out of the office, with additional volunteer staff as well. If the TCC is
not available, an alternative would be setting up workstations at fire stations.
The new office space would include a range of new technological tools.
Regardless of additional staff positions and other resources, the following no-
and low -cost measures will be taken to improve the Department's functioning
and effectiveness in reducing crime:
Implementation of online reporting,
Better use of data and mapping capabilities to identify need and trends,
and
Evaluation of current policing zones and personnel deployment.
Partners and Timing: Potential partners would include the TCC and local fire
departments (for additional office space or workstations). It would likely take
12 -18 months for the new staff and resources described in Strategy C to be
deployed.
we; r
Currently, the Tukwila Police Department supports 87 commissioned and non-
commissioned staff positions, with an annual operating budget (excluding
capital costs) of approximately $11.7 million. Full implementation of the
strategies outlined above would require approximately $5 million /year in
additional annual operating costs. As we recognize this amount is too high to
be feasible, we present three alternatives to City Council as proposals for
additional funding, to support portions of the three strategies.
Alternative #1: $2.0 million in additional funding (18 new positions)
o Provides relatively strong support for Strategies A, B, and C.
Alternative #2: $1.3 million in additional funding (11 new positions)
o Provides relatively strong support for Strategies A and B, but cuts a
good portion of the positions and funding that address Strategy C (as
well a few positions from Strategies A and B).
Alternative #3: $860,000 in additional funding (7 new positions)
o Provides relatively strong support for Strategy A, but cuts most of the
positions and funding that address strategies B and C (as well as a few
positions from Strategy A).
While all three strategies represent key components of a successful Initiative,
we believe Strategy A is the most fundamental, which is why each of the three
alternatives provides relatively robust support for Strategy A. As noted below,
however, there are significant differences in the expected outcomes of the
three alternatives, with Alternative #1 likely to have a greater measurable
impact on crime reduction than the other two, and Alternatives #2, and
especially #3, likely to have more moderate impacts. In addition, all strategies
benefit from the addition of four Pipeline Officers to help keep positions filled.
The details for each alternative are presented on the following pages,
including:
New positions or changes to the existing staffing model;
An indication of which strategy is addressed by each position;
Cost breakdown of new positions;
For Alternatives #2 and #3, an indication of which positions are eliminated
or reduced from the previous alternative; and
Anticipated outcomes, in relation to our measures of success.
Please note that the cost estimates used for the alternatives include salary and
benefits, equipment, and various other operational costs associated with each
respective position. These numbers are approximations that are sufficient for
planning purposes, but are not precise.
11 HYtg 1L
Alternative #1 requires approximately $2.0 Million in additional funding and
establishes a net total of 18 new positions. It addresses Strategy A by creating a
team of six Community Police Officers to patrol hot spots and monitor key
offenders, as well as adding several key support positions, including a Transport
Services Officer, a Professional Standards Administrative Assistant, and a
Community- Oriented Policing Coordinator. Strategy B is addressed through a
new Evidence Tech and the addition of four new Detectives, including two
People's Crimes Detectives, one Property Crimes Detective, and an
Investigations Sergeant. And Strategy C is addressed by adding two new Patrol
Officers, a new Patrol Administrative Assistant, and several positions intended
to free up personnel, including: two Traffic Enforcement Officers, an IT tech, a
Grant Writer, and an additional Records Specialist
Alternative #1 would likely take 12 -18 months to implement in full. Expected
outcomes would be a significant decrease in overall crime within one year of
implementation, most notably in targeted hotspots including TIB and the CBD.
The table below details the positions and costs associated with Alternative #1.:
Exhibit 6
Alternative #1: Positions and Costs
Source: Tukwila Police Department, 2012; BERK, 2012
*Total cost of new positions for traffic enforcement officers is reduced by $160,000 because each new traffic officer brings in
approximately $80,000 in revenue.
*The new Community Police Officers primarily support Strategy A, but also provide support for Strategies B C secondarily.
Strategy
Positions Added or Total of Positions
Approx. Cost Per
Total Cost of
Position Title
Addressed
Subtracted
(Changes Included)
Additional Staff
New Positions
PATROL
Patrol Admin. Assistant
C
1
1
$100,000
$100,000
Patrol Officer
All
2
32
$142,000
$284,000
Traffic Enforcement Officer
A,C
2
3
$146,000
*$132,000
Pipeline Officer
All
4
4
$132,000
$528,000
Transport Services Officer
A
1
2
$112,000
$112,000
SPECIAL SERVICES
Evidence Tech
B
1
2
$88,000
$88,000
ITTech
C
1
1
$88,000
$88,000
Grant Writer
C
1
1
$100,000
$100,000
Record Specialist
C, A
1
8
$79,000
$79,000
INVESTIGATIONS
Investigations Sergeant
B,A
1
3
$150,000
$150,000
People's Crimes Detective
B
2
7
$139,000
$278,000
Property Crimes Detective
B
1
4
$139,000
$139,000
Community Police Officer
*A
6
6
$139,000
$834,000
Professional Standards Officer
-1
0
$139,000
$139,000
Professional Standards Admin Assistant
A
1
1
$100,000
$100,000
Community Oriented Policing Coordinator
A,C
1
1
$100,000
$100,000
Trainee
-3
0
$132,000
$396,000
Police Team CBD Officer
-2
0
$139,000
$278,000
Police Team TIB Officer
-2
0
$139,000
$278,000
Total
18
$2,021,440
Source: Tukwila Police Department, 2012; BERK, 2012
*Total cost of new positions for traffic enforcement officers is reduced by $160,000 because each new traffic officer brings in
approximately $80,000 in revenue.
*The new Community Police Officers primarily support Strategy A, but also provide support for Strategies B C secondarily.
AI a in at ivee ft
Alternative #2 requires approximately $1.3 Million in additional funding and
establishes a net total of 11 new positions. It is similar to Alternative 1, but
eliminates much of the support provided for Strategy C, including the new
Patrol Officers, the Traffic Enforcement Officers, the IT Tech, and the Grant
Writer. It also eliminates the Transport Services Officer, which addresses
Strategy A.
Alternative #2 would likely take 12 -18 months to implement in full. Expected
outcomes would be a significant to moderate decrease in overall crime within
one year of implementation, most notably in targeted hotspots including TIB
and the CBD.
The table below details the positions and costs associated with Alternative #2.
Exhibit 7
Alternative #2: Positions and Costs
Position Title
PATROL
Patrol Admin. Assistant
Pipeline Officer
art h C, iii:_
SPECIAL SERVICES
Evidence Tech
Record Specialist
INVESTIGATIONS
Investigations Sergeant
People's Crimes Detective
Property Crimes Detective
Community Police Officer
Professional Standards Officer
Professional Standards Admin Assistant
Community- Oriented Policing Coordinator
Trainee
Police Team CBD Officer
Police Team TIB Officer
Total
Strategy Positions Added Total of Positions Approx. Cost Per Total Cost of
Addressed or Subtracted (Changes Included) Additional Staff New Positions
C
1
1
$100,000
$100,000
All
4
4
$132,000
$528,000
B
1
2
$88,000
$88,000
C, A
1
8
$79,000
$79,000
B, A
1
3
$150,000
$150,000
B
2
7
$139,000
$278,000
B
1
4
$139,000
$139,000
*A
6
6
$139,000
$834,000
-1
0
$139,000
$139,000
A
1
1
$100,000
$100,000
A,C
1
1
$100,000
$100,000
-3
0
$132,000
$396,000
-2
0
$139,000
$278,000
-2
0
$139,000
$278,000
11
$1,305,000
NOTE: THE GREY ITALICIZED LINES INDICATE POSITIONS THAT WERE PART OF ALTERNATIVE #1, BUT ARE NOT INCLUDED IN
ALTERNATIVE #2.
Source: Tukwila Police Department, 2012; BERK, 2012
*The new Community Police Officers primarily support Strategy A, but also provide support for Strategies B C secondarily.
A i t�,'4 n t t4 4
Alternative #3 requires approximately $860,000 in additional funding and
establishes a net total of 7 new positions. It is similar to Alternative #2, but
reduces support for Strategy B by eliminating a People's Crimes Detective and a
Property Crimes Detective. It also eliminates an Evidence Tech and a Records
Specialist, which support Strategies A and C.
Alternative #3 would likely take 8 -12 months to implement in full. Expected
outcomes would be a moderate decrease in overall crime within one year of
implementation, most notably in targeted hotspots including TIB and the CBD.
The table below details the positions and costs associated with Alternative #3.
Exhibit 8
Alternative #3: Positions and Costs
Position Title Strategy Positions Added Total of Positions Approx. Cost Per Total Cost of
Addressed or Subtracted (Changes Included) Additional Staff New Positions
PATROL
Patrol Admin. Assistant
rl7j i n 77i i.11
Pipeline Officer
rr r i SPECIAL SERVICES
N
INVESTIGATIONS
Investigations Sergeant
Community Police Officer
Professional Standards Officer
Professional Standards Admin Assistant
Community- Oriented Policing Coordinator
Trainee
Police Team CBD Officer
Police Team TIB Officer
Total
C
1
1
$100,000
$100,000
All
4
4
R
$132,000
$528,000
B, A 1
3
$150,000
n
$150,000
n
*A 6
6
$139,000
$834,000
-1
0
$139,000
$139,000
A 1
1
$100,000
$100,000
A,C 1
1
$100,000
$100,000
-3
0
$132,000
$396,000
-2
0
$139,000
$278,000
-2
0
$139,000
$278,000
7
$860,000
NOTE; THE GREY ITALICIZED LINES INDICATE POSITIONS THAT WERE PART OF ALTERNATIVE #1, BUT ARE NOT INCLUDED IN
ALTERNATIVE #3. THE BROWN ITALICIZED LINES INDICATE POSITIONS THAT HAVE BEEN REDUCED IN ALTERNATIVE #3.
Source: Tukwila Police Department, 2012; BERK, 2012
*The new Community Police Officers primarily support Strategy A, but also provide support for Strategies B C secondarily.