Santa Ana police department annual report, 1990

PDF

Download

Open document

Flip pages

Download a page range

Download transcript

Copy asset link

Request this asset

Transcript (if available)

Content SANTA ANA POLICE DEPARTMENT
1 9 9 0
ANNUAL REPORT
PAUL M. WALTERS
CHIEF OF POLICE
TABLE OF CONTENTS
Profile of the City 1
Introduction - Chief Walters 3
Table of Organization 4
SAPD Budget 5
Authorized Personnel 5
Field Operations Division 6
Watch Commanders 7
Westend District 9
Santiago District 10
Midtown District 11
Central District 11
Southeast District 12
Southcoast District 13
Field Support Division 15
Community Relations Section 16
Crime Prevention Unit 16
Labor Relations 16
Community Relations Unit 16
D.A.R. E. Program 17
Communications Section 17
Traffic Section 17
Special Weapons and Tactics Team 18
Canine Unit 18
Helicopter Program 19
Mounted Enforcement 19
Animal Control Unit 20
Internal Investigation Unit 20
Hispanic Affairs Units 20
Media Relations Unit 20
Investigation Division 21
Crimes Against Persons 22
Crimes Against Property 22
Special Investigation 22
Vice Detail 23
Narcotics Detail 23
Criminal Intelligence 23
Court Liaison 23
Administrative Services Division 24
Property Service 25
Forensic Sciences 25
Police Human Resources 26
Records 27
Police Computer 28
Fiscal 28
Planning and Research 28
OUR VISION
A Community Oriented Police Department committed to:
High Quality Services
Innovative Leadership
Problem Prevention
through highly trained and professional employees in modem
facilities using the latest technology.
OUR PURPOSE
To ensure the safety and security of all people in our city by
providing responsive and professional police services with
compassion and concern. Our mission is accomplished within the
moral and legal standards of our community, through a problem
solving partnership with the community and members of
the Department.
OUR VALUES
Integrity
We value adherence to the rule of law, to the Constitutions of
California and of the United States, and to utmost honesty.
Safety and Security
We value working to create and maintain a safe, secure, and
enjoyable working and living environment for community
members, for visitors, and for ourselves.
Community Participation
We value working with Santa Ana's diverse communitites to
ensure the safety and security of our neighborhoods.
Service
Wevalueprovidingequallytoall peoplefair,courteous,responsive,
and efficient service which observes each individual's dignity
and worth.
Organizational Growth
We value the creation of an environment which focuses on solving
problems through teamwork, participation, cooperation, and
enthusiasm fostered by decisive, professional leaders who support
creativity and innovation.
PROFILE OF
THE CITY
nn Gaspar Portola, a Spanish expedition party leader,
discovered a picturesque valley and river in Southern California
which he christened Santa Anna, in honor of Saint Anne, on July 26,
1796. Antonio Yorba, a youthful expedition soldier, and Juan
Peralta, his nephew, were given a Spanish land grant for the area.
They developed the Rancho Santiago de Santa Ana for cattle
grazing and productive farmland. In 1869, William H. Spurgeon
purchased 70 acres from the Yorba family and plotted a townsite.
The new town was given the name Santa Ana. In 1886, Santa Ana
was incorporated as a city. Orange County was separated from Los
Angeles County in 1889 and Santa Ana was made the County seat.
Today, Santa Ana has become the financial and governmental
center of Orange County and a major city in the State.
(continued next page)
2
ELEVATION 135 feet above sea level (U.S.
Climatological Report, August, 1988)
AREA 27.2 square miles (City Planning
Department, 1988)
GEOGRAPHICAL LOCATION
Longitude: 117 degrees, 51.9 minutes West;
Latitude: 33 degrees, 45.8 minutes North
(National Atlas of United States of America)
AVERAGE RAINFALL 13.30 inches (Hydro
grapher, Orange County Environmental
Management Agency, 1988)
AVERAGE TEMPERATURE January, 54 de
grees Fahrenheit. July, 72 degrees Fahrenheit.
Overall 63 degrees Fahrenheit (City of Santa Ana
Annual Report 1984)
ATTRACTIONS Bowers Museum, Santa Ana
Zoo, Santa Ana Public Library, Historic Downtown
Santa Ana (Listed on the National Register of
Historic Places)
CITY TREE Jacaranda
CITY FLOWER Hibiscus
CITY MOTTO OR SLOGAN
"The Golden City"
DEMOGRAPHIC AND
ECONOMIC DATA
POPULATION 293,742 (U.S. Census Bureau,
1990)
ETHNICITY 65% Hispanic; 23% Anglo;
9% A.-i.an; 2% Black; 1 % Other (U.S. Census
Bureau, 1990)
MEDIAN AGE 28.9 (U.S. Census Bureau,
Department of Commerce, 1990)
SCHOOL ENROLLMENT 45,183 (Santa Ana
Unified School District, 1990-1991)
VOTERS REGISTRATION 64,626 (Orange
County Voters Registrar, July, 1991)
SIZE Largest city in Orange County; Ninth
largest in California (U.S. Census Bureau,
Department of Commerce, 1990)
CIVILIAN LABOR FORCE 134,574 (California
Employment Development Department, October,
1988)
UNEMPLOYMENT RATE 4.1% (California
Employment Development Department,
December, 1990)
LARGEST PRIVATE EMPLOYERS 1,000 or
more employees: Cherry Textron; ITT Cannon;
McDonnell Douglas Electronics; Medical Plastics;
Microsemi Corporation; The Register; Ricoh
Electronics Inc.; Western Medical Center (Santa
Ana Chamber of Commerce, 1991)
TAXABLE SALES $2,676,423,000 (Taxable
Sales in California, 1989)
HOUSING UNITS 74,973 (U.S. Census
Bureau, 1990)
ASSESSED VALUATION $11,241,369,703
(Orange County Assessor Office 1989)
BUILDING ACTIVITY $369,675,000 (Orange
County Progress Report 1987-88)
MEDIAN HOUSEHOLD INCOME $30,444
(Sales and Marketing Management 1990 Survey
of Buying Power)
SANTA ANA CITY GOVERNMENT
The City of Santa Ana was incorporated on June 1,
1886. A City Charter was adopted in 1952, which
established a Council/Manager form of
government. The City is governed by a seven
member Council elected to four-year terms.
Council members are nominated from wards, but
elected by voters from the entire City. Beginning
inNovember, 1988, themayoriselectedfora two
year term of office in the general election. City
Council meets in regular sessions the first and
third Mondays of each month at 4:00 P.M. and 7:30
P.M. in the City Council Chamber, at 22 Civic
Center Plaza. (If Monday is a holiday, then it will
be held the next day, Tuesday.)
CHIEF'S
MESSAGE
As Police Chief serving the City of Santa Ana, I am proud of
and pleased to present the annual report for 1990.
During the past year, the police department experienced a positive
direction within our organization. We have increased our personnel,
implemented technological improvements, made great strides in
our Community Oriented Policing Program and the development
of a new police facility is underway.
ThepopulationofSantaAnahascontinuedtogrow.Thedepartment
has added fifteen new positions to meet the increase in service
demands. Specialized enforcement programs coupled with these
positions have proven extremely successful.
Advanced technology is essential in meeting the complex demands
of the police role in society. A major goal to develop state-of-the
art computer systems began in 1989. Technical support continued
to be an important priority in 1990. These improvements have
increased our operational and administrative capabilities. The
Computer-Aided-Dispatch system renovation is planned for
completion during 1991.
We are continuing our focus on Community Oriented Policing. To
further enhance this philosophy we have implemented" problem
solving" at the neighborhood level. To facilitate the problem
solving program, police districts were reorganized increasing the
number from four to six. Currently one of our six districts is a
developmental policing district. Data obtained from the West End
Developmental District affords our department the opportunity to
field test innovative techniques for city wide consideration.
The department has outgrown the existing police building. To
meet the future needs of our organization, substantial progress has
been made toward the programming and designing of a new
administration and holding facility. We look forward to an
anticipated completion date in 1995.
The Santa Ana Police Department is dedicated to maintaining the
highest standard of service to the community. Most assuredly, we
will continue to face numerous challenges in the upcoming decade.
It is the intent of our department to continue as a leader and an
innovator in the profession of policing.
1/L(-t,,. /41ks
PAULM. WALTERS
Chief of Police
3
TABLE OF
4
ORGANIZATION
INVESTIGATIONS
DIVISION
I I
CRIMES VS. PROPERTY SPECIAL
PERSONS CRIMES INVEST-
GATIONS
I I
ROBBERY/ BURGLARY/
GANGS THEFT NARCOTICS
I I
HOMICIDE/ CHECKS
ASSAULTS AUTO VICE
THEFT
I I
JUVENILE & COURT CRIMINAL
SEX CRIMES LIAISON INTEL-
LIGENCE
SANTA ANA POLICE DEPARTMENT
FY 1990-91
PLANNING
BUDGET
ADMINISTRATIVE
SERVICES
DIVISION
--
I
PROPERTY
& RECORDS
FACILITIES
I
DISTAi• MICRO
BUTION GRAPHICS
I
PROCURE· TELETYPE
MENT &
WARRANTS
I
WORD
EVIDENCE PROCESSING
I
CRIMINAL-
ISTICS STATS
CHIEF OF POLICE
LEGAL INTERNAL
ADVISORS AFFAIRS
I I
HUMAN COM-
RESOURCES MUNITY
RELATIONS
I I
PERSONNEL EDUCATION
I I
TRAINING MEDIA
I
CRIME
PREVENTION
I
HISPANIC
AFFAIRS
ADMINISTRATIVE
ASSISTANT
FIELD
SUPPORT
DIVISION
INSPECT-
TIONS
I
OPERA-
TRAFFIC TIONS
SUPPORT
I
CIVILIAN
ACCIDENT CANINE
INVEST.
I
ACCIDENT ANIMAL
INVEST- CONTROL
GATIONS
I
MOTOR- S.W.A.T.
CYCLES H.N.T.
I
COMMUN!-
PARKING CATIONS
FIELD
OPERATIONS
DIVISON
I
WATCH
COMMAND DISTRICTS (6)
I
WATCH I
PATROL FOOT PATROLS
I
WATCH II
PATROL COMMUNITY CENTERS
I
WATCH Ill
PATROL
BUDGET
AUTHORIZED
_______________________
1
PERSONNEL 1--__
5
_
$50,000
$40,000
$30,000
$20,000
$10,000
85/86
TOTAL600
POLICE DEPARTMENT BUDGET
IN MILLION DOLLARS
$35,445
$30,294
86/87 87/88 88/89 89/90
AUTHORIZED PERSONNEL 1990
SWORN
406
$43,000
90/91
NON-SWORN
194
6
I n the Spring of 1990, the Field Operations Division began an
ambitious project to implement Problem Oriented Policing as the
guiding philosophy for the delivery of high quality police services
to residents of Santa Ana. Santa Ana's Problem Oriented Policing
philosophy is a comprehensive program of service delivery aimed
at improving the quality of life in our community by providing
lasting solutions to persistent problems of crime and disorder.
Our POP philosophy involves a systematic process of identifying,
analyzing, and responding to the underlying circumstances which
breed crime and disorder. Through this process the Department
works in partnership with the community to develop new an
innovative strategies designed to remedy these adverse conditions
and promote a healthy neighborhood environment.
ToimplementthePOPphilosophy,thestructureandprocessofthe
Field Operations Division needed to be redefined. The major
components of this change are:
Decentralization of Services
Strong Community Focus
Employee Empowerment
Decentralization-One of our primary objectives in implementing
Problem Oriented Policing was to bring the organization closer to
the community which it serves.
Over the years, increases in criminal activity and changes in
demographic patterns throughout the City made it increasingly
difficult to provide police services in an effective manner. Our
antiquated centralized deployment scheme was no longer able to
cope with the rapidly evolving issues of our diverse community. It
became necessary to decentralize our field operations and redeploy
our resources in a manner reflective of existing natural
neighborhood boundaries and demands for service.
The Field Operations Division initiated an extensive and
comprehensive process which redefined our old patrol areas into
six new neighborhood policing districts. A police lieutenant was
given operational command of each district and was allocated
personnel and resources commensurate with the actual service
demand of the district. All field operations were administered and
conducted at the neighborhood policing district level.
This decentralization process formed a foundation from which we
would cultivate a working partnership with the community. We
are then able to foster the responsiveness necessary for solving
neighborhood problems.
CAPTAIN F. PETER JENSEN
Strong Community Focus - Problem Oriented
Policing recognizes the interdependence of the
police and the community in identifying and
resolving neighborhood concerns of crime and
disorder. It is this relationship which is the focal
point of problem solving activities.
Through Problem Oriented Policing, special
emphasis is placed on communicating and
interacting with community and neighborhood
groups. These groups are intimately aware of the
unique problems and issues facing their
neighborhoods and possess an unparalleled
concern in preserving the quality of their life in
their neighborhoods. This close interaction with
the community helps the Department in preparing
individually tailored strategies for resolving
specific neighborhood concerns.
This new and revitalized form of police/
community interaction allows for greater
community participation in problem solving
activities. It also promotes a sense of mutual pride
in the community and provides the Department
the grassroots citizen support necessary to make
lasting improvements in the overall quality of life
in Santa Ana.
Employee Empowerment - For the concept of
Problem Oriented Policing to become an
operational reality, all Field Operations personnel
must believe that they are an integral part of the
organization and that their input and participation
are vital to the overall success of the program. In
order to accomplish this, the organization must
recognize our personnel's professional knowledge
and skills, and management must be committed
to allowing our personnel the independence and
discretion necessary to use those skills.
Encouraging our ~mployees to participate in the
decision making process promotes a sense of
ownership in neighborhood issues and builds the
confidence necessary for meaningful interaction
with the community. Empowered employees
become more productive problem solvers through
the development of individual and
neighborhood specific solutions to problems.
In cities across the nation, Problem Oriented
Policing has proven significantly more effective
in dealing with contemporary community
problems than traditional policing
methodologies. In Santa Ana, Problem Oriented
Policing is more than a whimsical new program
or a flashy new police tool; rather it is a new way
of doing business which affects every aspect of
the job. Establishing problem solving as
"standard operating procedure" of the Field
Operations Division involved significant
changes in the fundamental structure and
process of how we police. These changes form a
solid foundation for the Department to pursue
a course of continuous improvement in the
delivery of high quality police service to the
residents of Santa Ana.
WATCH COMMANDERS
The Patrol Section is the largest single unit in the
Police Department and is responsible for the 24-
hour, 7-day-a-week police response to
emergency (9-1-1) and non-emergency calls for
service. This uniformed force enforces laws,
arrests criminals and conducts the initial
investigation of any criminal activity
encountered during routine patrol or in response
to a call from the community. The primary
responsibility of Patrol is the protection of life
and property and response to calls are prioritized
on that premise.
The Patrol Watch Commander is responsible
for the functional control over all units that
respond to routine and emergency calls for
service. The Watch Commander manages the
front desk service area, station and booking
functions. Additionally, the Watch Commander
is the primary Police Department representative
on a day-to-day basis and is the highest ranking
official after normal business hours and on
weekends and holidays.
7
8
NEIGHBORHOOD
POLICING
A R E A S
Neighborhood Policing Districts
~
-.;..
~
al
�l"q
~
<
en "11')_
"'O
"/;':. c= c=
It):
·;
f
~
c.,
I
Garden Grove Fwy. -+--------r
Westminster Ave.
+ + +
+ + + +
+ +
+ + +
+ +
+
+ + +
+ +
+ + +
Warner Ave. --1-----..
MacArthur Blvd. -~-ff::L.11...LIIJ.:~'f"-,',-./
San Diego Fwy.
i
en
i:i3
~
...
~
]
0
.E ~
...
"i: ('II
~ ::c:
cQ
-.;..
al
£
<
...
...
·E
8.
~
i
z
+
+
WESTEND DISTRICT
Chief Walters has designated the Wes tend District
as the Developmental Policing District (DPD). In
addition to providing basic police services to the
community, the Westend has the responsibility of
developing contemporary policing strategies for
Santa Ana, emphasizing a problem solving
approach. After refining and tailoring systems
which support Problem Oriented Policing, changes
were made to the assignment of Westend District
personnel and their responsibilities. Functions
such as investigations and traffic have now been
decentralized in the DPD and fall under the direct
authority of the Westend District Commander.
The operations of the District was relocated to 724
S. Harbor Boulevard during 1990. All members of
the District including field officers, investigators,
motor officers and support personnel work directly
from the substation. Other City and governmental
agencies such as Code Enforcement, Probation
and Parole will also work out of the substation on
a part-time basis to assist in the long-term
resolution of District problems. The new substation
has been designed to serve as a functioning police
station for District officers as well as a meeting
place for the Westend community.
Westend Investigators are no longer
II
specialists"
in handling a single type of criminal investigation.
Rather, the
II
generalist" investigators in the DPD
investigate a myriad of cases to better understand
the totality of crime in the District. Two rotational
investigative positions have been implemented in
the Westend District. By allowing field officers the
opportunity of a temporary assignment as an
investigator, the District is better served while
providing diversity and greater job enrichment
opportunities for officers.
Other enhancements to the District in 1990 include
the adoption of a School Liaison Officer (SLO)
program. Each day watch officer selected a school
geographically located in the Westend District. It
is the SLO' s responsibility to contact school
administrators on a regular basis to identify,
discuss and resolve problems unique to that
particular school. An Asian Liaison Officer has
been implemented to build upon the relationship
between the Asian business and residential
community in the Westend District. By refocusing
the responsibilities of personnel in the District, the
Westend is better able to utilize resources to work
with the community to address District problems.
During 1990, the Westend District has
implemented several programs designed to
organize the community and enhance both
relations and communications with the Westend
District. The Harbor Boulevard Motel/Hotel
Owners Association has been designed to help
unify the hotels/motels against prostitution on
Harbor Boulevard. This association will be ex
panded in the future to include all businesses on
Harbor Boulevard located in the Wes tend District.
The fifteen mobile home parks in the Westend
District are likewise being organized to address
problems unique to mobile home park living.
The Westend District continues to work closely
with the Community Oriented Policing Program,
one of the Police Department's strongest
community supporters. The Westend District is
committed to working together with the Westend
District COP to provide a safe and secure
community for those residing in the District. The
DPD have also worked closely with the Riverview
West Homeowners Association in 1990, to improve
upon the quality of life of those in the District.
Westend District personnel has shown a
tremendous amount of skill and enthusiasm in
their problem solving efforts during 1990. Thirty
two
II
problems" were identified by District
9
10
personnel during the year and integrated into the
Problem Solving approach. There are many
examples of successful Problem Oriented Policing
efforts during the year of which a few are listed:
• A residence was identified which was
responsible for nearly all the deterioration of its
entire neighborhood. Over an 18 year period,
family members had been arrested in excess of
100 times for crimes ranging form attempted
murder to various property and narcotic
violations. Officers conducted an analysis of
the problem before designing a response which
included the coordinated efforts of the Police
Department, Fire Department, Code
Enforcement, Probation and Parole
Departments, City Electric Engineer and
Southern California Edison. Officers' responses
resulted in the arrest of 15 individuals as well as
the family's decision to sell their residence due
to their inability to comply with housing codes,
thereby solving the neighborhood's problem;
• Officers identified residential and auto
burglaries occurring within a mobile home park
in the District. A meeting was held with park
occupants to discuss environmental en
hancements to the park which would crime
harden the area and educate home owners. An
analysis was conducted of the times in which
the burglaries had occurred in the park since
the problem solving intervention;
• A Westend Officer identified an abandoned
residence which served as a meeting place for
gang members and narcotic users. The owner
of the property was identified and arrangements
were made to have the building boarded up,
pro-viding a short-term solution. Officers
continued to work this problem and with the
assistance of several City departments, the
residence was ultimately demolished. This
location is no longer a meeting place for
neighborhood criminals and crime in the area
has been reduced.
Westend personnel look forward to the many
challenges and rewards of 1991. The
Developmental Policing District is committed to
furthering the Department's problem solving
efforts and in cooperation with the community,
providing the most effective policing possible for
the Westend District.
SANTIAGO DISTRICT
During 1990, the Santa Ana Police Department
embarked on an ambitious new strategy to focus
attention on neighborhood concerns. As a result,
the Santiago Policing District was created.
Recognizing the need to tailor our response to
unique problems, Santiago District officers
concentrate their efforts on evaluating crime and
trends allowing them to formulate a response that
will have lasting effects.
A major component of problem solving is the
integration of effort between law enforcement,
the community and other City services. To that
end, we have been working to strengthen our San
tiago DistrictC.O.P. Program and include them in
identifying district needs. We have been educating
residents and business people as to how they can
involve themselves in solving their own problems.
Representatives from the City have been
introduced to the community in order to inform
residents as to what services they can provide.
Some of our accomplishments have included:
• Santiago District Substation - The substation
is located at 1234 E. 17th Street. This location
was selected because it is the center of the
district and also because it is east of the 1-5
Freeway. This was an important consideration
because of reduced east/west access resulting
from the I-5 Freeway widening project.
• Santiago District Special Projects Team -
This unit is designed to respond to complex
community issues while at the same time
enhancing the problem solving skills of our
officers. This detail is supervised by a sergeant
and is staffed by officers who are rotated in and
out every six months. In this way, the overall
competency level of our officers, regardless of
shift, is increased.
• Specific Neighborhood Problem - Since the
creation of Santiago District in July 1990, we
have been able to identify a number of
community concerns and address them. For
example, residents in the area of 1200 E. Grace
Place complained about health conditions and
criminal behavior resulting from the boarded
up homes purchased by CalTrans for their
freeway project. Working cooperatively with
CalTrans management, we were able to get the
homes closed up securely until demolition,
thus removing a haven for misconduct.
Many more successes, some much more complex,
have been achieved during 1990. With this
platform of achievement from which to build,
Santiago District looks to 1991 with excitement
and enthusiasm bolstered with the knowledge
that citizens and government in partnership can
be far more successful than working alone.
MIDTOWN DISTRICT
1990 was a very challenging and busy year for the
Midtown District. The District has a growing and
vibrant community that provides a multitude of
policing challenges.
During this past year, our District emphasis has
been to develop a close working relationship with
the many community groups, such as C.O.P. and
neighborhood associations. Within the District,
Problem Oriented Policing was implemented as a
basis to help resolve community problems and to
give the District officers the freedom to provide
innovative solutions to the problems within
the district.
Some of the major programs implemented in the
district this year included:
• A multifaceted problem solving effort directed
toward prostitution problems occurring along
major streets.
This included an educational program aimed
toward potential customers, workingwith Code
Enforcement on inspection of motels frequented
by prostitutes, and an intensive enforce
ment effort to arrest both the prostitutes and
their customers.
• The implementation of a school liaison officer
program for every school within the district.
In this program, patrol officers from Midtown
develop a liaison contact at each school and
work with the school's representative to stop
any potential problems that could affect
the schools.
• Re-implemented a footbeat in the major retail
area in Midtown. This program involved as
signing two officers to work with the businesses
in the district. The officers received specialized
training in crime prevention in order to provide
police service to the business community.
The officers working in Midtown have completed
numerous successful Problem Oriented Policing
efforts and they are actively researching others to
implement, including solutions to neighborhood
drug sales problems, a program to help reduce
crime and public disorder in the Civic Center and
several smaller neighborhood problems.
The Midtown officers look forward to a challenging
year in 1991 and they will strive to continue
providing the highest quality service possible.
CENTRAL DISTRICT
In 1990, Central District experienced a multitude
of challenging police problems. Included are
persistent narcotic and gang related activity in
various neighborhoods.
These problems continue to be a concern to the
community and to the Police Department. The
personnel now working Central District
individually chose to work in these neighborhoods
and to deal with diverse issues. Their personal
commitment to work closely with the community
has developed into a strong mutual relationship
with citizens who are also working to improve the
community. The District officers have also placed
11
12
an emphasis on working with such groups as
C.O.P. and neighborhood associations.
Some of the major programs carried out in the
District this year were:
AREA PROJECTS
The area of 800/811 S. Sullivan is one of the many
locations that officers have used as a problem
solving approach to attack persistent narcotic
dealing in the area. Cooperation of the property
owners has helped to reduce drug dealing in this
area. By comparing 1989 statistical information
of up to 90 narcotic reports to the same 1990
statistical information, we show only five narcotic
related incidents.
Cruisers in the area of South Bristol had been an
ongoing problem for both Central and Southcoast
Districts during 1990. With the cooperation of the
public and the passing of an Anti-Cruising
ordinance by the City Council, our officers were
able to eliminate all cruising in this area.
The Problem Solving Coordinator at the Central
sub-station has completed initial P.O.P. training.
He is now working as a liaison with the community
and aiding district officers in identifying and
evaluating ways of solving area problems.
CONTINUING PROJECTS
The area of 1200 S. Bristol is a problem-solving
project we hope will produce significant results in
1991. Several officers have developed_ a P.O.P.
report suggesting various environmental changes
coupled with enforcement efforts. These officers
have met with the property owner and affected
merchants, and progress is now being made in the
development of permanent change.
The area of 2100 W. Myrtle is also a problem
solvingprojectwhichhas many criminal obstacles
that must be addressed in unique ways. A P.O.P.
report has been submitted. and implementation
will soon begin on attacking this problem area.
Central District officers look forward to the coming
year with a sense of challenge and direction so that
in 1991 solutions to some very difficult problems
will be developed.
SOUTHEAST DISTRICT
The Southeast District encompasses the area south
of First Street to the City limits and east of Main
Street to the City limits to form what is considered
a diverse, vibrant and active area in Santa Ana.
The district is unique in that it has a varied mix of
residential neighborhoods, retail corridors, and
one of the City's largest commercial and industrial
segments. During 1990, this rich mix of people,
businesses, community organizations and schools
provided a challenge and a tremendous base of
support for our Department. The District officers
worked hand-in-hand with other government
agencies, community-based organizations,
residents and school officials to achieve some
clear and impressive victories over what were
once considered insidious and entrenched
community problems.
In an effort to provide positive long-term results,
the Southeast District officers relied substantially
on the problem-solving approach to policing,
which included a comprehensive analysis of
complex problems and the use of all available
resources to target the underlying conditions
which create or contribute to them. Through
excellent police work, officers were able to
eliminate and/ or impact problems such as the
sales of narcotics and counterfeit government
documents near a local supermarket. This was
accomplished by suggesting physical design
changes such as removing the automatic photo
machines and several of the pay phones which
were often used by criminals, and by working
with other government agencies in undercover
operations aimed at career criminals.
Other problem-solving efforts include the eviction
of a family who for thirteen years had been directly
involved in a myriad of gang-related crimes. By
working with the property managers, officers ini
tiated an abatement proceeding which resulted in
the family moving away. Several other narcotic re
lated properties were condemned and boarded up.
In addition, several long-term and demanding
projects have been concluded or are nearing
completion. For example: Madison Park has
undergone a transformation which includes the
near elimination of narcotic sales and use in the
park. This was accomplished through extensive
environmental design changes and constant police
pressure on the narcotic users and dealers in the
area. The Cedar/Evergreen neighborhood has
formed a property owners association through
the help and direction of the Police Department
and neighborhood improvement office, and
substantial changes have already begun to take
place in the area. The McFadden/Standard
business complex has also formed a business
owners association through the Police Department
and our officers' guidance and leadership, and
have virtually turned the center in to a positive
role model for other businesses to emulate.
Through the dedication and professional efforts
of its officers, and through the involvement of
citizen groups, schools, businesses and
neighborhood-based organizations, the Southeast
District is continually improving the quality oflife
for its residents. Not only did the number of
crime-related incidents decline slightly in 1990,
but the visible signs of disorder, such as graffiti,
have been substantially reduced. We strongly
believe that 1991 will be an even better year and
look forward to continueci cooperation between
citizens and police.
SOUTHCOAST DISTRICT
The Southcoast Police District was formed on July
1, 1990. The District is geographically the largest
policing District, and is approximately two-thirds
moderate density residential area, with the
remainder light industrial and retail shopping
areas. The District features Centennial, Sandpointe,
Adams, Memorial, Bomo Koral, and Thornton
Parks, as well as Valley, Saddleback, Mountain
View and Mater Dei High Schools. District
population is estimated at 65,000 persons.
Since formation, the Southcoast District has
experienced many challenges, characterized by
identification of community concerns and
aggressive enforcement activity to enhance the
quality of life in the District. Major activities and
programs carried out during this period were:
• The construction and opening of a new substa
tion at 2901 W. MacArthur Boulevard, Suite 101.
This site will enhance the Department's ability
to provide service within the Southcoast District.
• Project teams were identified to address specific
District problems. It is anticipated that
comprehensive solutions to District problems
will be implemented in early 1991, to address
specific quality of life issues both regulatory
and criminal in nature.
13
14
• An innovative approach to providing effective
police service in the District's parks and large
shopping areas was implemented through a
mounted bicycle patrol. This strategy offers the
advantages of mobility and direct citizen
interaction while presenting a positive, low
profile police image in our shopping, residential
and recreational areas.
• Close liaison was established with existing
neighborhood associations, and District
personnel assisted Neighborhood Im
provement in the formation of additional
residential neighborhood associations. As of
year's end, 11 residential neighborhoo_d
associations are functioning with direct Police
Department involvement.
• A merchant's association was formed bySouth
coast District personnel within the Southcoast
Village Shopping Center. This association con
sists of the owners of the property and 26 busi
nesses with direct Police Department support.
• A comprehensive problem solving effort was
completed within the Rosewood court
apartment complex. This project resulted in
significant improvement of the physical
environment and the removal of undesirable
tenants through the formation of a management
cooperative involving a management company
and the property owners. This project has
resulted in the reclamation of a previously
deteriorating residential area and significant
reduction in criminal activity.
• A comprehensive problem solving effort to
address auto burglaries ina large condominium
andapartmentcomplexareaonSouthFairview
resulted in a reduction of incidents to zero by
December of 1990.
Through a cooperative effort of citizen and mer
chant groups, the police and other government
agencies, the Southcoast Policing District
anticipates asuccessfulnewyear. We look forward
to a significant improvement in quality of life and
a measurable reduction in criminal activity. The
officers and civilian staff of the Southcoast District
shall continue to provide the highest quality service
to the community.
TOTAL NO. OF ARRESTS
30,000 -..---------------
25,000 -
20,000 -
15,000 -
10,000 -
5,000
0
1985 1986 1987 1988 1989 1990
CAPTAINC.R.MILLER
Le Field Support Division provides services which contribute
to the day-to-day delivery of law enforcement activity in our
community. The division consists of Community Relations, Crime
Prevention, Labor Relations, Media Relations, D.A.R.E. Program,
Hispanic Affairs, Traffic, Communications, Helicopter, Animal
Control, S.W.A.T., mounted enforcement and Internal
Investigations.
During 1990 a number of programs were expanded to enhance
service delivery to our community including:
• National Highway Traffic Safety Administration's Drug
Recognition Expert Program
• Holiday Traffic Safety Campaign including Driving Under the
Influence checkpoints
• Canine narcotic detection resulting in the seizure of $6 million
in drug money
• Helicopter coverage 7 days per week
• S.W.A.T. enforcement teams during holidays to discourage
shooting guns into the air
• Includeall7thgradestudentswiththecurrent5thgradestudents
in the D.A.R.E. program
• The Driving Under the Influence Team was responsible for the
arrest of over 1,000 drunk drivers which contributed to a 9%
decrease in injury accidents.
• Presentation of the Bicycle Safety Program to over 20,000 youths
of our community.
During 1990 the employees in the Field Support Division have
provided a personal commitment and professional contribution to
increased service demands in a highly commendable manner
resultinginanincreaseinproductivityandservicetothecommunity
of Santa Ana.
15
16
COMMUNITY RELATIONS
SECTION
The Community Relations Section has six distinct
units within the Section. They are Crime
Prevention, Community Relations, Media
Relations, Hispanic Affairs, Labor Relations and
the D.A.R.E. Program.
The following personnel are assigned to the
Community Relations Section: One lieutenant,
one sergeant, two corporals, one police officer,
one police information officer and four police
service officers.
CRIME PREVENTION UNIT
The Crime Prevention Unit is responsible for
conducting public safety presentations on such
topics as commercial and residential burglary
prevention, rape prevention, commercial robbery
prevention, and check and credit card fraud. In
1990 a total of 181 crime prevention presentations
were given with approximately 10,000 residents
and business people attending.
The unit is also responsible for managing the
City's False Alarm Ordinance. The alarm ordinance
has reduced false alarm calls by more than a third
since its implementation. Since the implementation
of the ordinance in 1981, false alarm calls have
been reduced from an average of 950 false alarm
calls per month to approximately 700 per month.
This results in a savings of 1,800 officer hours per
year. In addition, the City assessed $190,000 in
assessment fees for false alarm calls.
The Crime Prevention Unit is also responsible for
the enforcement and application of the Building
Security Ordinance. This ordinance requires that
any residential or commercial construction done
in the City follow certain security and design re
quirements. The Building Security Ordinance is
designed to provide the Police Department with a
proactive target-hardening approach to crime pre
vention with the theory that if the potential crime
target is made 'hard' enough to break into the
criminal will leave and look for an easier target.
In keeping with the target-hardening approach,
the Crime Prevention Unit completed approxi
mately 350 home and commercial security
inspections in 1990 making recommendations on
how to better secure the premises.
The Community Relations Section Commander
also represents the Police Department to the City
Planning Commission.
LABOR RELATIONS
The Community Relations Lieutenant and
Sergeant act as the liaison between the Police
Department and various labor groups in the City
(both union and non-union). They are responsible
for dissemination of information on labor problems
and making sure that no criminal violations occur
during labor demonstrations.
COMMUNITY RELATIONS UNIT
The Community Relations Unit is responsible for
maintaining contact with numerous City-wide
service clubs such as Kiwanis, Elks, Rotary and
Lion Clubs. This Unit also presents programs for
local schools and churches such as Barney the
Talking Police Car and Corporal Reed's Child
Safety Program.
The Community Relations Unit also does
presentations through the City on various
department-related subjects such as drug
awareness and bicycle licensing. In addition, the
Community Relations officer assists City
businesses and residents with any police-related
problems they may have. The Community
Relations sergeant serves as the Police
Department's representative to the City Human
Relations Commission.
Monthly educational classes are held for various
refugee groups such as Vietnamese, Cambodians,
and Hmongs on the new citizen's responsiblities
in such areas as traffic laws, and local rules
and laws.
D.A.R.E. PROGRAM
In September 1986, the Santa Ana Police
Department and the Santa Ana Unified School
District joined forces for the purposes of educating
our youth on the subject of drug abuse and
gang awareness.
This program is call Project D.A.R.E (Drug Abuse
Resistance Education) and teaches 5th and 7th
grade students in all public and private Santa Ana
schools how to say NO to peer pressure and to not
get involved with drugs and gangs.
The D .A.R.E. instruction staff consists of a corporal
and three former police officers. They spend
a total of 17 weeks in each of the schools providing
a one-hour session each week to each class at
the schools.
When the classes are not being instructed on
Project D.A.R.E., the officers are free to visit
students at the lower grade levels for the purpose
of teaching them safety and crime prevention. An
entire day is spent at the school by the officers who
also enjoy noon lunch and the activities that follow
with the children.
The 17 sessions taught by the D.A.R.E. instructors
deal with such concepts as consequences,
resistance techniques, assertiveness, building self
esteem, managing stress, and resisting gang
pressures, to mention only a few.
Project D.A.R.E. has proven to be an effective
program on drug education and a positive lasting
relationship between the officer and the students
at each of the schools.
COMMUNICATIONS SECTION
The Communications Section is responsible for
the processing of all emergency telephone calls
and relaying of information to the police officers.
In addition to this responsibility, they are the
control center for a variety of police, governmental
and civilian agencies associated with providing
service to the community. Our Communications
Center is the initial 9-1-1 answering point for the
City of Santa Ana. All emergency requests for
police, medical and fire assistance is handled in a
manner to ensure the most expedient response. In
1990, our Communications Center handled over
236,000callswithanadditional 148,584emergency
9-1-1 calls.
The Communications Center has a staffing
capabilityof28full-timeoperatorsandfourcivilian
supervisors. Equipment includes two separate
phone systems, computer aided dispatch system,
and a 24-hour recording instrument.
Plans are underway to upgrade computer
capability and add a supervisor's radio console to
improve our service to the community.
TRAFFIC SECTION
The Traffic Section's responsibility is to provide
responsive traffic safety services to the community
through a consolidated program of education and
enforcement. During 1990, a total of 163,692
citations were issued, which is a 15% increase over
1989. Additionally, 14,607 vehicles were abated,
impounded, stored or otherwise removed from
public and private property in the City.
17
18
In 1990, we had 25 sworn officers and eight non
swornPolice Service Officers assigned to the Traffic
Section. The sworn officers, 15 of which are
Motorcycle Officers, are assigned to enforcement
activities such as issuing traffic citations,
apprehension of drinking drivers and the
investigation of hit-and-run accidents. The non
sworn personnel are assigned to non-enforcement
duties such as responding to motor vehicle
accidents, vehicle abatement and the coordination
of over 130 school Crossing Guards. The Section
also has 15 Parking Control Officers who issue
parking citations and investigate abandoned
vehicle complaints.
The Traffic Section has continued to handle the
enforcement aspect of the City's Street Sweeping
Program, with 55,170 citations issued in 1990.
During 1990, the Traffic Section's DUI Team was
recognized as one of Orange County's most
productive DrunkDrivingArrestTeams. The team
of two officers arrested 1,000 drunk drivers which
contributed significantly to a 9% decrease in injury
accidents. During December 1990, our City-wide
Holiday Traffic Safety campaign was in effect and
consisted of a high profile enforcement program
involving sobriety checkpoints on major streets
during the holiday season. DUI enforcement pins
were distributed to all City employees with the
national Don't Drink and Drive insignia asking
that they help spread the message of our
enforcement and educational campaign.
In 1990, the Traffic Section was the first department
in Orange County to implement the D.R.E. (Drug
Recognition Effort) Program which was adopted
by the Department of Transportation National
Highway Traffic Safety Administration.
Our mission for 1990 has been accomplished
through a program of providing traffic education
and enforcement sufficient to reduce traffic
collisions, regular and effective parking
enforcement to maintain available parking, and
by processing traffic collision reports and accident
investigations in a timely fashion.
SPECIAL WEAPONS AND
TACTICS TEAM AND
HOSTAGE NEGOTIATIONS
The Special Weapons and Tactics Team (S.W.A.T)
and the Hostage Negotiations Team (H.N.T.) are
both staffed by volunteers from the Department.
Each team is comprised of specially trained
personnel that have primary duties within other
sections of the Department. When activated and
during training, they are part of the Field Support
Division and under the direction of the SW AT
Commander. There are 25 personnel in SW AT
and 10 Hostage Negotiators. Both tactical units
are trained, equipped and prepared to respond to
an critical incident involving hostages, barricaded
suspects, or armed confrontation that exceeds the
routine capabilities of Patrol. Additionally, the
SWAT Team is used for high-risk warrant service
and dignitary protection assignments within
Santa Ana.
CANINE UNIT
The Canine Unit is a highly trained special unit
designed to support Patrol and other enforcement
units in the Department. The Unit consists of six
Police K-9 handlers with dogs and one Administra
tion/Training Sergeant. With 24-hour coverage,
the Unit is versatile in its ability to handle a variety
of called-for services and provide an element of
officer safety in emergency situations.
In addition to the dogs' abilities to conduct searches
for suspects, we now have the ability to search for
narcotics and related evidence. During 1990, our
narcotics dog has played an important roll in the
seizure of 150 lbs. of marijuana, 6 lbs. of tar heroin,
75 kilos of cocaine, and the recovery of $6 million
in drug money.
K-9 units are particularly effective in answering
alarm calls because they can conduct a more
efficient search and can eliminate the need to
dispatch two patrol units to the call. In 1990, our
K-9 Units handled over 4,000 alarm calls as well as
1,500 non-report calls.
K-9 teams provide an effective and uncom
promising enforcement tool but they also have
another side. Our officers and their dogs have
held many public demonstrations and are a proven
community relations tool.
HELICOPTER PROGRAM
Our Department contracts with the City of Costa
Mesa Police Department for helicopter coverage
in our City. This cost-effective approach provides
us with seven-day-a-week rapid response as well
as a significant increase in tactical advantage.
Air support has increased our capability to conduct
searches, improve narcotic surveillance and
coordinate crime scenes. This efficient method of
responding to a variety of calls has reduced the
work load on our ground units and increased
public opinion on our capabilities.
In 1990, the helicopter responded to approximately
3,000 calls for service. For many of these calls, it
was the only police response necessary. In others,
it significantly improved efficiency of the overall
response including apprehension of criminals.
MOUNTED ENFORCEMENT UNIT
The Mounted Enforcement Unit consists of six
Police Officers and a Sergeant who volunteer their
equipment and horses. The primary assignments
include enforcement and crowd control at major
public events.
In 1990, the unit worked 28 events including the
Presidential Visit to the cities of Santa Ana and
Yorba Linda, the Police-Fire Show, visits to
elementary schools and three festivals at
Centennial Park. They worked high profile patrol
assignments on Minnie, McFadden and Myrtle
Streets, and MainPlace Shopping Center.
19
20
-
.. ·.·
ANIMAL CONTROL UNIT
The Animal Control Unit enforces State and
Municipal Code Sections on licensing, leash
law, and mistreated or abandoned animals.
They respond to calls of loose, dangerous and
wild animals as well as a variety of animal
related situations.
In 1990, our Animal Control officers handled
approximately 16,500 calls for service, issued over
2,350 citations, and impounded 4,100 animals.
During 1990, we negotiated a contract with an
independent shelter facility for an annual savings
of approximately $103,000. In addition to the
savings provided by the shelter contract, the Unit
has continued its animal licensing campaign for
an additional $200,000 in revenue.
INTERNAL INVESTIGATION UNIT
The Internal Investigation Unit consists of two
sergeants responsible for investigating allegations
of officer misconduct and assisting the Legal
Advisor's Office in preparing completed
investigations for the appeals process.
During the year 1990, there were 89 citizen
complaints of misconduct logged and ap
proximately 321 miscellaneous complaints and
general inquiries filed. Internal Investigations
received and/ or investigated a total of 136 civil
claims for damages involving police personnel,
112 officer involved traffic collision reports and
423 officer commendations documented.
HISPANIC AFFAIRS UNITS
The Hispanic Affairs officers act as liaisons
between the large Hispanic population in Santa
Ana and the Police Department. This office is
responsible for maintaining contact with all
Hispanic news media organizations within
Southern California. It also acts as a liaison with
the many Hispanic organizations within Southern
California and Mexico, such as the Consilio of
Orange County, LULAC and MANA. In addition,
this office also coordinates law enforcement
activity between Santa Ana Police and Mexico
and other Latin American countries through
their consulates in Santa Ana, Los Angeles and
San Diego.
MEDIA RELATIONS UNIT
During 1990, the Media Relations Unit launched a
major publicity campaign for Police Officer re
cruitment. To kick off the program a press confer
ence was held and the print ad campaign featured
on a Gannett billboard was unveiled at the event.
The dangers of shooting guns into the air was also
publicized through the "No More Bullets"
education campaign. At various holidays
throughout the year these dangers are presented
in flyers, posters and advertisements in both
English and Spanish medias. Approximately
45,000 flyers were distributed through schools,
churches, businesses and shopping centers for the
five major holidays during the year.
Le Investigation Division is divided into three sections: Crimes
Against Persons, Crimes Against Property, and Special
Investigations. Ninety sworn Investigators and seven Police Service
Officers provide investigative follow-up on all criminal acts reported
in Santa Ana. In addition to working to ensure appropriate
prosecution on suspects, recovery of property and restitution to
victims, Investigators are committed to crime prevention activities
and community education. Recent Investigation Division programs
for auto theft, checks and gangs have reduced victimization and
improved service to the community.
INVESTIGATION
DIVISION
CAPTAIN BRUCE R. CARLSON
21
22
CRIMES AGAINST PERSONS
SECTION
The Crimes Against Persons Investigations Section
is responsible for the investigation of crimes such
as homicide, robbery, assault, rape and crimes
against children. In addition, the section has units
assigned to gang control, school campuses, missing
persons and domestic violence. The thirty-seven
investigators in this section handled approxi
mately 8,100 assigned cases during 1990. Many of
these cases are highly complex and require days of
investigative effort. Statistically, the section
maintains a 53% clearance rate and a filing rate of
79% with the District Attorney's office.
During 1990, the section expanded its role in the
area of gang control on the high school campuses.
There is currently a School Resource Officer as
signed to each of the four high schools. The School
Resource Officer works closely with school officials
and the Gang Unit in efforts to educate and control
gang activity in and around the school facilities.
The Gang Unit was also increased form four to
eight investigators. This enhancement of the unit
greatly improved productivity with gang related
crimes reduced by over 40%.
The Crimes Against Persons Section continually
strives to improve the level of service it provides.
Efforts arecontinuingin the area of case management
to insure a proper prioritization of assigned cases.
As a result, this section is one of the highest in the
State in bringing cases to a successful conclusion.
PART ONE CRIME 1990
CRIMES AGAINST PROPERTY
TOTAL
14,493
BURGLARY
3,574
TI-EFT
7,001
CRIMES AGAINST PROPERTY
INVESTIGATION SECTION
The Property Crimes Investigation Section is
responsible for the investigation of cases such as
burglary, theft, auto theft, forgery, fraud, and
embezzlement.
The Section has developed proactive programs
such as the check print system and an aggressive
auto theft enforcement program. The results have
demonstrated the effectiveness of the programs.
The frequency of auto theft in Santa Ana remained
at its 1989 level, in spite of increases in neighboring
cities. Forgery decreased by 14% and burglary
decreased by 4% in 1990.
SPECIAL INVESTIGATION
SECTION
The Special Investigation Section is comprised of
three separate areas of responsibility-Narcotics,
Vice and Criminal Intelligence. The section
receives community complaints and develops
information to conduct investigations into
narcotics and vice-related offenses. The objective
is to suppress and prevent criminal activity
through arrests, case referrals, the elimination
ofproblemlocations,assetforfeitures,community
education and officer training. The section
also serves as a resource for other investigative
sections, field operations and other law
enforcement agencies.
PART ONE CRIME 1990
CRIMES AGAINST PERSONS
ROBBERY
1,553
AGGRAVATED
ASSAULT
994
HOMICIDE
43
TOTAL
2,663
VICE DETAIL
The Vice Detail investigates and enforces laws
and ordinances concerning gaming, public
decency and morals as defined by the community
within the established standards that have been
set by the community. Emphasis has been placed
on enforcing laws relating to prostitution, lewd
conduct, gambling and pornography in an effort
to prevent this type of criminal activity from
impacting the quality of life in our community.
NARCOTICS DETAIL
The Narcotics Detail is compromised of a major
violator unit, street level enforcement units, and a
career criminal unit. We also participate in a
regional narcotic enforcement program. The
detail's primary responsibility is the detection
and reduction of narcotics trafficking at the street
level and above. We also work closely with the
community in an effort to provide a long term
solution to this ongoing problem.
CRIMINAL INTELLIGENCE
The Criminal Intelligence Detail bears primary
investigative responsibility for crim~nal activity
concerning organized crime and terrorist-related
groups/individuals. Thedetailservesasaninvesti
gative resource for the office of the Chief of Police
and through timely analysis identifies criminal
activities and crime trends in our community.
14,000 -.-----------------
12,000 -
10,000 -
8,000 -
6,000 -
4,000 -
2,000 -
0
COURT LIAISON
The Court Liaison Detail is responsible for
coordinating all of the Department's efforts with
the District Attorney's Office. This includes the
filing of all arrest cases for prosecution and the
serving of subpoenas to officers to ensure court
appearances and courtroom testimony.
In 1990, the Court Liaison Detail presented 12,546
cases to the District Attorney's Office of which
11,352 (90%) were prosecuted. Additionally, 4,629
Santa Ana Municipal code arrests were filed with
the court and 21,055 subpoenas were served for
police personnel.
The Police Department realizes the importance of
a close and professional working relationship with
the District Attorney's Office, and the Court Liaison
Detail's efforts are examples of our desire to
improve this relationship.
CASES PRESENTED 1990
TO DISTRICT ATTORNEY
MISDEMEANORS
9,349
TOTAL
12,546
FELONIES
2,003
1985 1986 1987 1988 1989 1990
CRIMINAL CASE FILING CASESPRESENTED
1985-1990 LJ CASESFI_LED
23
24
ADMINISTRATIVE
SERVICES
DIVISION
T he AdministrativeSetvices Division provides the Department
with the essential managerial, technical and logistical support
necessary for the day-to-day delivery of police services. The Division
is comprised of five operational Sections: Personnel, Training,
Records, Property & Facilities and Forensic Sciences. Their broad
range of responsibilities encompasses such areas as human resource
management, facilities management, supply and equipment
management and crime scene investigation.
There are 88 employees assigned to the Division: Eight sworn
officers and 80 non-sworn personnel. Because of the highly
specialized and diverse nature of the work, the Division makes
extensive use of non-sworn paraprofessionals.
The Administrative Services Division is dedicated to developing
and maintaining an organizational infrastructure that facilitates
the prompt, effective and efficient delivery of police services to the
citizens of Santa Ana.
CAPTAIN DANIEL G. MCCOY
PROPERTY SERVICES SECTION
The Property Services Section is made up of two
units: The Property Services/ Central Distribution
Center Unit and the Evidence Unit.
The Property Services/ Central Distribution Center
Unit is responsible for the ordering and issuance
of all safety equipment, uniforms and operating
supplies, the coordination of fleet and building
maintenance, and the control of fixed asset
inventories and purchases. The Central
Distribution Center, which centralizes the control
and issuance of all Department property, is
operational seven days per week, 24 or 18 hours
per day, depending upon staffing availability.
During 1990, a team of Property Services
employees attended the transformation of
American Industry Course (Deming Quality Team
Training). Team members acquired skills which
will involve them in the decision-making process
directly affecting their work. Team members
selected the in-house office supply acquisition
process as their project. Changes were made and
new ideas implemented, such as a department
supply catalog and order form, which provided
better customer service.
The Evidence Unit is responsible for providing for
the secure storage and lawful release/ disposal of
evidence and other property held in police custody.
In 1990, the Evidence Unit processed 62,282 items
of booked property. Computerization of the unit,
utilizing bar code technology, has greatly assisted
in the overall organization of evidence.
FORENSIC SCIENCES SECTION
Forensic Sciences is composed of two units:
The ID Laboratory Unit and the Crime Scene
Investigations Unit.
The ID Laboratory Unit receives all incoming
photographic and fingerprint evidence. The ID
Unit is staffed by Forensic Specialists who are
court qualified experts in fingerprint compar~so_n
and photographic techniques. The ID Urut 1s
capable of producing specialized photo~aphy
from ultraviolet to infrared needed evidence
generated by the ID Unit. In 1987, Santa Ana
became a host agency for a county and statewide
automated fingerprint identification system. The
California Automated Latent Fingerprint
Identification System (Cal ID) included regional
and local host agency sites. The computers are
capable of examining a latent fingerprint received
from a crime scene against regional and state
databases of known criminal fingerprints. This
system is one of the greatest advances in crimi~al
investigation in the last 25 years because of its
speed and accuracy.
25
26
During 1990, a record 325 state and local suspect
identifications were made by our own ID personnel
on Santa Ana cases.
The Crime Scene Investigation Unit provides
specialized forensic science services in the field.
This unit is responsible for the recognition,
preservation, collection and recordation of
evidence at crime scenes. Individuals working in
the unit receive specialized training in
photography, fingerprinting and other scientific
areas so that they can handle crime scenes ranging
from burglaries to homicides.
POLICE HUMAN RESOURCES
SECTION
The Human Resources Section provides
comprehensive personnel and training
management services to the agency. Services
provided are both organizational in scope as well
as individually based, to include: Recruitment,
pre-employment testing, hiring actions, police
service training, field and continuing in-service
training programs and maintenance of police
personnel and training records.
The Section coordinates and facilitates internal
promotional examinations and administers or
servesasliaisonforoccupationalsafety,affirmative
action, employee insurance, Worker's Com
pensation and retirement benefit programs.
Section responsiblities encompass the production
of written and video training materials, public
service announcements, and budget and special
presentations.
During 1990, the Section:
• Produced a cultural awareness training film in
conjunction with the Orange County Human
Relations Commission, a model program for
the State of California.
• Completed a study in conjunction with City
Personnel Services to revise pre-employment
testing and hiring procedures.
• Initiated a study to more accurately reflect the
amount of man-days expended in conducting
background investigations on sworn and non
sworn applicants.
• Designed and facilitated the construction of a
new physical agility course at Eddie West
Stadium, under the supervision of City
Personnel Services, thus eliminating our
dependence on outside sources for testing sites.
• Conducted two specialized in-service training
seminars for all Police managers and
supervisors reference the investigation of and
psychological impact on our officers who are
involved in shooting incidents.
• Expanded our salary range for hiring of sworn
employees by implementing a program to
compensate applicants commensurate with
their educational level.
• Conducted numerous in-service training semi
nars for all sworn and non-sworn employees as
required by the State Department of Justice.
• Provided audio-visual support at ap
proximately 50 meetings and presentation for
various departments throughout the City.
• Trained 46 officers in the Department's Field
Training Program.
• Conducted/ facilitated 20,393 hours of P.O.S.T.
approved training, 6,797 on non-P.O.S.T.
training, and 3,746 hours of in-house training,
totalling 3,867 man-days of Departmental
Training.
• Produced seven major videos, made 630 tape
copies, and re-edited some existing materials.
• Conducted police recruit testing of 1,593
applicants during eight testing sessions, and
1,116 applicants in 26 sessions for non-sworn
positions resulting in the hiring of 84 police,
sworn and non-sworn personnel.
• Conducted and completed 137 background
investigations.
• Provided and facilitated 25 days of P.O.S.T.
required training for outside agencies.
• Coordinated and provided audio-visual
surveillance of the Presidential Visit to Santa
Ana, abortion protests and criminal
investigations into drug activities.
• Established long and short-term strategies on
recruitment using a variety of media campaigns
including television, radio and written media.
• Enhanced recruitment by redesigning our
current recruitment brochure, purchasing anew
portable recruiting display board, and
displaying recruitment advertising on
billboards and bus benches.
• Participated in recruitment efforts at 41 job
fairs, primarily in the Southern California area.
• Promoted the department through 38 presenta
tions to college, high school, and civic groups.
• Initiated a long-term recruitment liaison with
Operation Advancement of Ethnic Re
presentation and Opportunities (A.E.R.O) at
Golden West College.
• Participated in the development of the High
School Pilot Law Enforcement Program
in conjunction with the Santa Ana Unified
School District with an expected start date in
September 1991.
• Facilitated and participated in training eighteen
officers for future recruiting endeavors.
RECORDS SECTION
The Records Section operates on a 24-hour basis
and is responsible for the storage and retrieval of
crime reports, warrants, traffic accident reports,
statistical reports and other designated
Departmental records. Records staff provides
information and data to Departmental personnel
~~ citize~ and is also responsible for maintaining
ha1son with Department of Justice and its
telecommunications network. In 1990 over 81,000
reports were processed, over 55,000 teletype
messages sent, more than 676,000 documents were
microfilmed, and we responded to over 400,000
requests for information.
During 1990, the Deming Quality Team Training
approach was expanded in the Records Section.
There are currently a total of nine teams now in the
Records Section working on ways to improve
service to the Department and to citizens of Santa
Ana. The teams consist mostly of volunteers from
the Records Section with expertise in a particular
area. The volunteer percentage rate for Records
personnel is 87%.
27
28
The purpose of the Quality Teams in the Records
Section is to select a project that is based on an
improvement in the area of Records service. Each
team gathers information based on data collected
and interprets it. Their interpretation leads to the
areas needing the most improvement in the service
of Records. The Records Section is fully involved
and committed to the Quality Team Training
concept. The goal of the Section is to continually
improve its operation and to provide quality
service to its customers, as well as provide positive
morale and imaging to the employees in the
Records Section.
The Planning and Budget Section is composed
of the Police Computer Unit, Fiscal Unit, and
the Planning and Research Unit. Together,
they provide valuable technical assistance for
police managers.
POLICE COMPUTER UNIT
The Police Computer Unit is dedicated to
providing essential statistical and managerial
information for the effective and efficient
deployment of Departmental resources, and for
the evaluation of personnel and field activity.
1990 saw further expansion of the VAX computer
network and the implementation of a Department
wide automated scheduling system. The
Computer Unit provides timely statistical
information to the field officer foruse in identifying
and monitoring community problems and
evaluating intervention methods. In addition,
Investigators can now directly access Records
information which is often vital to solving
complex crimes.
FISCAL UNIT
Under the direction of the Planning and Budget
Manager, the Fiscal Section is responsible for
preparing the Department's annual budget of over
45 million dollars. During the year, the Fiscal Unit
monitors budgetary accounts, contracts,
processing of payments, purchases, and payroll.
Increased automation now provides information
on the current budget status to the Department's
Senior Management Team within two weeks after
the end of each month and enhances management
decision making.
PLANNING AND RESEARCH UNIT
The Planning and Research Unit's primary
function is to conduct research on projects for
police managers from throughout~e Department.
This unit works as a major information resource
for all Departmental Managers.
During 1990, the work of Planning and Research
included research into the design of the proposed
City Jail, expansion and enhancement of the
Department's computer and communications
system, development and review of Departmental
Orders, and strategies and evaluation of various
Problem Oriented Policing projects.

C I T Y 0 F S A N T A
MAYOR
Dan Young
MAYOR PRO TEM
Miguel A. Pulido
COUNCIL MEMBERS
John Acosta
Daniel E. Griset
Patrica A. McGuigan
Rick Norton
Robert L. Richardson
CITY MANAGER
David N. Ream
CITY A TIORNEY
Edward J. Cooper
CLERK OF THE COUNCIL
Janice C. Guy
A N A

Linked assets