1. Police Department FY 2015 Operating Budget June 2, 2014

2. Police FY 2015 Sources - $66.660 million  General Fund - $62.569 million  L.A. Impact Fund - $0.141 million  New Years Day Events Fund - $1.325 million  Foothill Air Support Team Fund - $0.278 million  Supplemental Law Enforcement Fund – $0.227 million  Public Safety Augmentation Fund - $1.392 million  Asset Forfeiture Fund - $0.407 million  Fire Grants Fund - $0.321 million 2 FY 2015 Sources and Uses

3. Police FY 2015 Uses - $66.660 million  Personnel – $56.139 million  Services and Supplies – $4.532 million  Equipment - $0.220 million  Internal Service Charges - $5.509 million  Transfers Out - $0.260 million (debt service for MD 500 helicopter) 3 FY 2015 Sources and Uses

4. 4 Police Budget History By Division or Major Budget Area DivisionFY 2013 ActualFY 2014 Revised FY 2015 Recommended Administration$14.783 million$12.976 million$13.621 million Criminal Investigation$16.525 million$16.888 million$17.167 million Field Operations$19.749 million$20.545 million$21.216 million Strategic Services$12.701 million$13.856 million$14.656 million Total:$63.758 million$64.265 million$66.660 million FTEs382.40367.75

5. 5 Police General Fund Increase of $2,478,718  Personnel increase of $1,542,650 or 2.9 percent resulted from salary, benefit and insurance changes and included $125,000 for FLSA compliance and $116,000 for Old Pasadena Foot Beat overtime. Overtime costs related to one-time traffic grant funding in the amount of $245,397 were eliminated.  One Police Captain position was reclassified to Police Lieutenant to reflect existing assignments.  Services and Supplies increased $427,340 for the addition of Proposition 30 realignment funding to support early prisoner release programs.  Internal Service Charges increased $42,232 for fleet maintenance and fuel costs. Asset Forfeiture Fund Increase of $59,491  The Asset Forfeiture Fund budget increased $55,000 to cover escalating costs for conductive energy devices and cartridges, replacement of small equipment items, law enforcement conferences and training, and refurbishment of the helipad. Significant Changes From FY 2014 Budget

6. Police Key Issues Review and reallocation of priorities as balanced against available resources Strategies Continue to assess ‘best practices’, monitor grant funding and regional partnerships to ensure that the Department can maximize the services provided. 6 FY 2015 Key Issues and Strategies SwornNon SwornReserve OfficersTotal FY 2010262143.802.25408.05 FY 2015239126.52.25367.75 Total reduction of 40.3 FTE’s since FY 2010 to resolve structural deficits in the General Fund and non-General Funds. 23 sworn FTE’s - 8.8%, 17.3 non-sworn FTE’s – 12%

7. Police Key Issues Continue to enhance Community Service Policing and decentralizing traditional law enforcement services Strategies Problem solving and partnerships with community organizations and residents remain the focus of community safety and crime prevention efforts. Community collaborations such as “See Something, Say Something”, “Curbside Coffee and Chat” and outreach to residents such as “PPD in Español.” 7 FY 2015 Key Issues and Strategies

8. Police Key Issues Parole re-integration Strategies AB-109 Proposition 30 re-alignment funding will be used to support the West San Gabriel Valley Anti-Crime Task Force, Pasadena/Altadena Parole Re-Integration Program and services provided by local non-profit organizations. These services include contacting individuals in the Los Angeles County Jail system who will be returning to the community to inform them of services available through the reintegration program to increase the potential for success and to reduce recidivism thereby reducing crime. 8 FY 2015 Key Issues and Strategies

9. Police Key Issues Predictive policing Strategies Crime analysis software and programs were developed, implemented, trained on, and made available Department wide. These tools allow for quick and simple data-mining with enhanced mapping and evaluation capabilities. Police officers are now acquiring the tools which will allow them to not only respond, but to identify trends where crime may occur. A crime analyst will be recruited or developed from internal candidates to analyze regional crime trends, providing statistical data and analytical reports to assist in developing strategic solutions to ongoing crime problems. 9 FY 2015 Key Issues and Strategies