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Home My WebLink About2026-03-24; City Council; 12; Establishment of Police Department Community-Oriented Policing and Problem-Solving (COPPS) TeamCA Review JRT Meeting Date: March 24, 2026 To: Mayor and City Council From: Geoff Patnoe, City Manager Staff Contact: Christie Calderwood, Chief of Police christie.calderwood@carlsbadca.gov, 442-339-2216 Reid Shipley, Assistant Chief of Police reid.shipley@carlsbadca.gov, 442-339-2257 Subject: Establishment of Police Department Community-Oriented Policing and Problem-Solving (COPPS) Team Districts: All Recommended Action Adopt a resolution establishing a Police Department Community-Oriented Policing and Problem-Solving Team and authorizing six additional full-time employees, $684,350 of additional appropriations to the Police Department from the General Fund’s fiscal year 2025-26 operating budget and reducing the Asset Replacement Reserve in the General Fund by $2,900,000. Executive Summary The Police Department presented an informational report to the City Council on March 4, 2025, outlining the department’s service demands, operational challenges and anticipated staffing needs over the next five years. That report indicated the department would return to the City Council with requests for 19 additional positions during that period. The department is now requesting approval of six of those positions to establish a Community- Oriented Policing and Problem-Solving (COPPS) team. COPPS teams create a cycle of engagement through which police and community members jointly identify problems, share perspectives and implement tailored strategies that promote the safety and well-being of everyone. The COPPS team would provide dedicated resources to identify and address criminal trends and quality-of-life issues throughout the city, enabling the department to not just respond to calls for service but to proactively build trust through collaboration and long-term solutions. This team would also support the department’s efforts to reduce response times for calls for service. March 24, 2026 Item #12 Page 1 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 Carlsbad is one of only four cities in San Diego County without a COPPS team and this proposal would align the city’s service level with that provided in most of our region. Establishing this team would help the Police Department maintain the high level of service expected by people who live, work, visit and conduct business in Carlsbad while addressing growing service demands and complying with state law. To establish this team, the Police Department is requesting the City Council authorize six additional full-time positions and approve $684,350 in additional appropriations from the General Fund’s fiscal year 2025-26 operating budget. To help fund these positions, staff recommend reducing the radio replacement allocation from $3 million to $100,000 in the Asset Replacement Reserve. The remaining $2,900,000 will then be moved to the General Fund Reserve. Explanation & Analysis Community-oriented policing and problem-solving philosophy Community-oriented policing is a philosophy that promotes partnerships between police officers and the communities they serve. It emphasizes: •Trust-building •Collaboration •Prevention over reaction •Addressing acute issues related to quality-of-life concerns •Long-term problem solving The philosophy was formally supported at the federal level with the creation of the Office of Community Oriented Policing Services under the U.S. Department of Justice in 1994. It promotes collaborative partnerships and proactive problem-solving to address public safety concerns. Instead of making repeated arrests for the same issue, the team focuses on why the issues keep happening and addresses them at the root cause. While the Carlsbad Police Department has long embraced a community-oriented policing philosophy in its daily operations, national and countywide trends show that establishing a team dedicated to this work would help ensure these efforts remain a sustained priority, despite the growing complexity in calls for service and the high expectation from the community for an immediate response to crime and quality-of-life issues. The COPPS team also would take the lead in the important role of building relationships with community groups, businesses, non-profit organizations, schools and other entities. COPPS teams typically: •Identify recurring crime trends and quality-of-life issues •Conduct data analysis using calls-for-service reports and crime mapping •Engage community stakeholders through meetings and outreach •Develop and implement the police problem-solving strategy of SARA, for scanning, analysis, response and assessment •Collaborate with other government agencies, nonprofits, schools and businesses •Document and evaluate outcomes of initiatives to find ways to improve March 24, 2026 Item #12 Page 2 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 Additional areas of focus in Carlsbad In the City of Carlsbad, the department proposes to have the COPPS team perform all of the functions described above while also assuming several important responsibilities currently distributed among officers and detectives, whose primary duties involve patrol response or investigative caseloads. Consolidating these responsibilities within a COPPS team will allow for greater focus, consistency and more proactive engagement with the community. These responsibilities include: • Organizing and participating in community engagement events, community meetings and community presentations • Planning, coordinating and managing responses to public demonstrations and protests • Addressing ongoing quality-of-life concerns raised by residents, businesses and homeowners’ associations • Acting as a point of contact for business associations and other community partners • Serving as a point of contact for the service and hospitality industry • Attending homeowners’ associations meetings to provide direct engagement and problem-solving support • Managing seasonal and high-traffic public safety initiatives such as the Holiday Beach Detail, which include patrols on foot and by Polaris watercraft • Conducting lagoon patrols and other waterfront-related community policing activities • Engaging in crime prevention through environmental design consultation with community members and the department’s Crime Prevention/Crime Analyst • Coordinating the Citizen’s Police Academy • Managing and supporting specialized community policing programs, including the department’s Drone Program, Boat Patrol, Polaris/Beach Patrol, Bike Patrol, and the Police Ride-Along Program How the team would fit into the department The staffing request consists of six sworn positions: • One lieutenant • One sergeant to supervise the COPPS Team • Four COPPS team officers If the request is approved, the department would establish a new Community Engagement Division that would include the COPPS team and the department’s seven-member Homeless Outreach Team (HOT). The division will also include the department’s two rangers, who patrol beaches, parks and open space, to tackle quality-of-life and criminal issues as well as a community service officer who will be moved from the Patrol Division. March 24, 2026 Item #12 Page 3 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 Lieutenant A Community Engagement Division lieutenant would provide cohesive leadership for community-focused initiatives, enabling a more coordinated and collaborative approach to problem-solving and ensuring consistent oversight of response plans. This division leader would: • Supervise 15 personnel while managing significant administrative responsibilities, including maintaining multiple programs and coordinating ongoing engagement with community groups and spontaneous events requiring thoughtful police representation • Address issues that require coordination across multiple police divisions and city departments, other governmental and nongovernmental entities, and community organizations • Oversee the Homeless Outreach Team and coordinate its efforts with the new COPPS team as well as with the city’s rangers Under the department’s current structure, related assignments addressing quality-of-life concerns must be shared by multiple lieutenants, which can lead to inconsistent or uncoordinated deployments. Centralizing oversight under a single manager would increase efficiency, improve accountability and provide focused leadership for these initiatives. The lieutenant will also assume the responsibility to conduct strategic site surveys of critical infrastructure and other high-vulnerability locations throughout the city. These surveys provide the Police Department with information needed to respond to critical incidents and review security protocols, helping ensure clear response plans and reducing risks at these sites. Locations requiring regular surveys include places such as Legoland, ViaSat and Carlsbad schools following upgrades or remodels, as well as commercial or industrial facilities with unique emergency response challenges. COPPS Team Having this specialized team will enable the Police Department to address community needs and concerns without pulling patrol officers away from 911 responses or detectives away from their caseloads, which is the department’s current model. It would also provide a more focused approach, with the same officers working on each issue through its resolution rather than handing it off to the next shift. A COPPS team would take on community engagement and outreach initiatives and focus on quality-of-life concerns, even during periods of increased calls for service involving higher- priority crimes. In doing so, COPPS officers would serve as consistent, knowledgeable specialists on these ongoing issues while allowing patrol officers to remain focused on swift and effective responses to calls for service. The COPPS officers will also be primarily responsible for beach, boat and bicycle operations. Consolidating these related assignments under the Community Engagement Division will improve organizational and operational effectiveness. This team would be scheduled to provide community policing coverage seven days a week. March 24, 2026 Item #12 Page 4 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 HOT Team Placing the Community Oriented Policing team under the same leadership as the department’s Homeless Outreach Team aligns two functions that routinely address quality-of-life concerns and neighborhood issues raised by residents and businesses. Coordinated oversight would strengthen collaboration, streamline problem-solving and ensure a consistent, community- focused approach to issues that often intersect in the field. Rangers There were requests from community members in 2025 to add an additional Ranger to the Police Department to address issues on the city’s trails. Instead of adding a Ranger under this plan, the COPPS team will be trained in many of the same duties, including the use of drones, to address quality-of-life issues in the city’s parks and on its trails, creating a force multiplier for these particular issues to be addressed. Community Service Officer The Community Service Officer would support and augment the team by collecting evidence, conducting interviews, writing crime reports and other duties as needed. COPPS teams in the region The Carlsbad Police Department is one of four cities in San Diego County without a dedicated COPPS team or officers primarily focused on community-oriented policing and crime prevention. Carlsbad and La Mesa are the only local cities with municipal police departments that do not have dedicated COPPS teams. The La Mesa Police Department is hoping to create one soon. The following agencies with COPPS teams report that they have experienced great success by deploying the community-oriented policing model: • Chula Vista Police Department • Coronado (not a full team, but one officer) • El Cajon Police Department • Escondido Police Department • National City Police Department • Oceanside Police Department • San Diego Harbor Police Department • San Diego Police Department • The San Diego Sheriff’s Department, which deploys COPPS teams in the following cities it polices: Encinitas, Imperial Beach, Lemon Grove, San Marcos, Santee, Solana Beach and Vista Benefits Crime prevention The establishment of a COPPS team would strengthen the department’s overall crime prevention strategy. Crime prevention is a proactive approach focusing on reducing opportunities for crime, addressing risks and strengthening protections within the community before incidents occur. It includes strategies such as education and awareness, environmental design improvements, data-informed deployment, and collaborative problem-solving with community partners. March 24, 2026 Item #12 Page 5 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 By identifying patterns, understanding contributing conditions, and implementing targeted solutions, crime prevention seeks to interrupt cycles of repeat calls for service and create safer, more resilient neighborhoods. Trained, dedicated COPPS officers will also allow the department to resume its Crime Prevention Through Environmental Design program, which provides tangible actions that business and property owners can take to deter criminal activity at their locations. Often small changes can significantly reduce the potential for crime and increasing service is one tangible way to collaboratively work with the community. Through this proposed relaunch, the department would be aligning resources to ensure prevention remains a core component of its public safety strategy in the City of Carlsbad. Response times The city’s 5-Year Strategic Plan includes the goal of maintaining response times under six minutes for Priority 1 calls, those of the highest priority. While the Police Department did not meet that benchmark in 2025, Priority 1 response times improved compared to 2023 and 2024. Establishing a COPPS team with four officers, a supervisor, and a lieutenant would help improve response readiness by reducing the non-emergency workload currently handled by patrol officers, such as community meetings, presentations and ongoing neighborhood or quality-of- life issues. By assigning these responsibilities to dedicated personnel, the department can have patrol officers remain on their beats and available to respond more quickly to Priority 1 calls. Resolving recurring issues — such as chronic nuisance properties, neighbor disputes and other quality-of-life complaints — would also reduce repeat calls for service. Addressing these problems at their source also frees patrol officers for emergency responses and other higher- priority incidents. The additional positions would also slightly improve the city’s sworn officer-to-population ratio. With 132 sworn officers in 2025, the department operated at 1.14 officers per 1,000 residents, ranking seventh in the region and below the regional average of 1.32. Increasing staffing to 137 sworn officers in fiscal year 2025-26, as approved in the fiscal year 2025-26 budget, raised the ratio to 1.19 per 1,000 residents. Adding the proposed COPPS positions would bring the total to 143 sworn officers, or 1.24 officers per 1,000 residents, moving the city closer to the regional average while strengthening the availability of patrol officers. City Council district liaisons The four City Council districts within the city each face their own unique crime trends, quality- of-life issues and expectations from the public. Each one of the four COPPS officers will be assigned to a council district to address crime trends or unique quality-of-life issues. The officer will serve as a liaison to the district, coordinating with the public and being the consistent, direct connection to the community members. A consistent, focused approach is superior to the current model, which requires patrol officers to try to resolve these issues while balancing the demands of calls for service, and to hand issues off to officers on other shifts. The current system isn’t ideal for coordination, sharing information and developing and implementing long-term plans. March 24, 2026 Item #12 Page 6 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 Presence at community requests and special events The city’s 5-Year Strategic Plan includes the Police Department supporting annual special events. As the department reported in its March 4 update to the City Council, there is a growing need for increased police presence at various community events. These annual events include: • City events - These include the TGIF Concerts in the Park and the Citizen's Academy, as well as the Police Department’s Citizen Academy • Community events - Almost 40 events, including the Carlsbad Marathon, Carlsbad 5000, spring and fall Street Faires, Art in the Village, Art Walk, Lancer Day Parade and 4th of July fireworks. • Community requests - More than 30 events, including events at elementary schools and senior facilities, homeowners’ association meetings, neighborhood watch meetings, active shooter and workplace violence training, e-bike safety classes, and other miscellaneous requests. These events often require the department to have officers take on mandatory overtime shifts to work the events. For example, the Carlsbad Marathon requires 42 police personnel to staff the event, while each street faire requires 31 police personnel. The COPPS team would assist in supplementing personnel at these events when appropriate. Keeping protests safe The department’s March 4 update did not note the increased demand for planning for and staffing protests in Carlsbad. Since 2020, the Police Department has staffed over 90 protests, with 17 in 2025. Depending on the subject matter of the protest and the expected crowd, the Police Department may deploy anywhere from 15 to 30 personnel to ensure safety for those protesting, and the community as a whole. Larger protests have larger staffing needs. Currently, the coordination and planning that takes place for protests is handled by a patrol watch commander. The patrol watch commander is not only responsible for planning, coordination and communication with the organizer, but is also responsible for managing the department’s oversight of the actual event. While managing the protest response, the patrol watch commander is also responsible for all calls for service occurring throughout the city. With a dedicated COPPS team in place, the department will have a division that can specifically take on the planning, communication and staffing of these protests, providing relief for field personnel. Effective communication, coordination and planning have proven essential to the safe outcome of protests. A community engagement lieutenant will be able to work with protest coordinators and oversee the event planning and deployment, ensuring a consistent, cohesive approach while enabling the patrol watch commander to focus on the rest of the city. Managing community meetings In addition to large-scale protest events, the Police Department also manages many smaller meetings, gatherings and community events, including City Council and school board meetings that may touch on potentially controversial subjects. While not on the same scale, these scenarios require personnel who are adept at facilitating First Amendment protected speech while ensuring safety and professionally maintaining security. This often requires direct interaction between police personnel and participants. Officers assigned to the COPPS team will be trained and skilled at operating in these environments with a thoughtful, nuanced approach. March 24, 2026 Item #12 Page 7 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 Fiscal Analysis Due to the extensive background and recruitment process that would begin immediately upon approval of these positions, which typically takes a few months, and because the city is already nearing the end of fiscal year 2025-26, budget for salary, benefits, and other ongoing costs such as training, office supplies, uniforms and accessories, will not be needed until fiscal year 2026-27, when the department anticipates filling all requested positions. However, certain one-time purchases can have long lead times and require immediate appropriation into the fiscal year 2025-26 budget. For example, it is most prudent to buy vehicle purchases, safety equipment and radios now rather than later, when they may be more costly. The department is requesting appropriation for these one-time costs in the current fiscal year, while appropriations for salary and benefits and all ongoing costs will be incorporated into the preliminary budget for fiscal year 2026-27. If the City Council chooses to act on the requested positions, the breakdown of each position’s estimated costs and associated fiscal year appropriation is listed below: Proposed Police Department budget increases Personnel FY25-26 One- time appropriations1 FY26-27 salary, benefits, overtime2 FY26-27 one- time and ongoing other costs3 FY26-27 other department one- time and ongoing costs4 1 Community Engagement Division Lieutenant $113,775 $335,126 $7,685 $27,760 1 COPPS Sergeant $115,475 $283,638 $7,685 $27,760 4 Police Officers $455,350 $930,328 $34,740 $111,040 Total $684,350 $1,549,092 $50,110 $166,560 1 This includes vehicles and safety equipment. Vehicle purchase includes six Ford Interceptors at $92,900 each, consisting of $56,000 in vehicle costs, $27,000 in outfitting and $9,900 in vehicle supplies. One of the six vehicles for the sergeant position will require an additional $1,700 in vehicle supplies for a total purchase price of $94,600. 2 Estimates are based on current pay and benefits rates. 3 These costs include training, contract increases and office supplies. 4 These costs include software, hardware, fuel and maintenance, which will be appropriated to the Information Technology and Fleet Departments’ operating budgets March 24, 2026 Item #12 Page 8 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 Other fiscal impacts to other departments as a result of these position requests may include: • Fleet replacement costs beginning in fiscal year 2028-29 of approximately $11,000 annually • Additional labor hours for vehicle maintenance • Increase to the city’s auto insurance premium • Other indirect costs, such as increases to the city’s workers’ compensation costs Based on the information presented above, staff are requesting a total of $684,350 from the General Fund to be appropriated into the Police Department’s fiscal year 2025-26 budget. All remaining ongoing budgetary needs will be included in the preliminary budget for fiscal year 2026-27. The Police Department previously requested $3,000,000 to be added to the Asset Replacement Reserve schedule in fiscal year 2024-25 for a full department radio replacement. After careful review, it has been determined that full radio system replacement is not necessary. The Police Department has instead been replacing radios in small batches and only replacing radios that can no longer be repaired, and plans to continue to do so. This can be supported through savings and other funding sources. The Police Department plans to request the remaining $100,000 in the Asset Replacement Reserve schedule for radio replacement in fiscal year 2027-28 and will reassess future funding needs during each budget cycle to determine whether additional funds should be requested or deferred. This approach preserves $2,900,000 in available funding that can be reduced from the Asset Replacement Reserve immediately to provide additional General Fund reserve funding for the COPPS team’s one-time budget needs. Next Steps If the City Council decides to act on the personnel requests ahead of the fiscal year 2026-27 budget cycle, the Police Department will work with Human Resources to begin the recruitment process for the new positions immediately. Finance will reduce the Asset Replacement Reserve by $2,900,000, thereby increasing the unassigned fund balance in the General Fund by the same amount. The City Manager or designee will appropriate $684,350 from the General Fund to the Police Department’s fiscal year 2025-26 operating budget. The Police Department’s annual operating budget will increase by an estimated $1,599,202 beginning in fiscal year 2026-27. The Fleet & Facilities and Information Technology departments will budget for their associated increases in ongoing costs beginning in fiscal year 2026-27. March 24, 2026 Item #12 Page 9 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 Environmental Evaluation The proposed action is not a “project” as defined by California Environmental Quality Act, or CEQA, Section 21065 and CEQA Guidelines Section 15378(b)(4) and does not require environmental review under CEQA Guidelines Section 15060(c)(3) as it is a government fiscal activity and does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. Exhibits 1. City Council resolution 2. Staff report from March 4, 2025 (on file in the Office of the City Clerk) March 24, 2026 Item #12 Page 10 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 Exhibit 1 RESOLUTION NO. 2026-069 . A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ESTABLISHING A POLICE DEPARTMENT COMMUNITY- ORIENTED POLICING AND PROBLEM-SOLVING TEAM AND AUTHORIZING SIX ADDITIONAL FULL-TIME EMPLOYEES, $684,350 OF ADDITIONAL APPROPRIATIONS TO THE POLICE DEPARTMENT FROM THE GENERAL FUND’S FISCAL YEAR 2025-26 OPERATING BUDGET AND REDUCING THE ASSET REPLACEMENT RESERVE IN THE GENERAL FUND BY $2,900,000 WHEREAS, the City Council of the City of Carlsbad, California has determined that the Police Department requires additional staffing; and WHEREAS, on March 4, 2025, the Chief of Police and Assistant Chief of Police presented an informational report on the Police Department’s demands for service, challenges and anticipated staffing needs over the next five years; and WHEREAS, the Police Department is requesting the addition of six full-time staff in fiscal year 2026-27 including one Community Engagement Division Lieutenant, one COPPS team Sergeant, and four Police Officers; and WHEREAS, the costs associated with six additional full-time staff include salary, benefits, training, equipment, professional services, software and the purchase of six vehicles; and WHEREAS, the budget for one-time costs needed for the remainder of fiscal year 2025-26 will be $684,350; and WHEREAS, the estimated increase in annual ongoing costs beginning fiscal year 2026-27 of $1,652,116 will be included in the preliminary fiscal year 2026-27 budget; and WHEREAS, the city’s Asset Replacement Reserve in the General Fund as of July 1, 2025, has a balance of $10,500,000; and WHEREAS, the General Fund’s Asset Replacement Reserve schedule included $3,000,000 for radio replacements in the Police Department in fiscal year 2025-26; and WHEREAS, the Police Department does not need the full allocation for radio replacements and the Asset Replacement Reserve in the General Fund may be reduced by $2,900,000. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1.That the above recitations are true and correct. March 24, 2026 Item #12 Page 11 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 2. That this action is not a “project” as defined by California Environmental Quality Act, or CEQA, Section 21065 and CEQA Guidelines Section 15378(b)(4) and does not require environmental review under CEQA Guidelines Section 15060(c)(3) as it is a government fiscal activity and does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. 3.That the Police Department is authorized to hire six additional full-time employees. 4. That the City Manager or designee will appropriate a total of $684,350 from the General Fund to the Police Department’s FY 2025-26 operating budget, including $569,300 for the purchase and outfitting of six vehicles. 5.The Asset Replacement Reserve in the General Fund will be reduced by $2,900,000 for a new balance of $7,600,000 as of March 24, 2026, which results in an increase of $2,900,000 to the city’s unassigned fund balance in the General Fund. PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of Carlsbad on the 24th day of March, 2026, by the following vote, to wit: AYES: Blackburn, Bhat-Patel, Acosta, Burkholder, Shin. NAYS: None. ABSTAIN: None. ABSENT: None. ______________________________________ KEITH BLACKBURN, Mayor ______________________________________ SHERRY FREISINGER, City Clerk (SEAL) March 24, 2026 Item #12 Page 12 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 Exhibit 2 Staff report from March 4, 2025 (on file in the Office of the City Clerk) March 24, 2026 Item #12 Page 13 of 13 Docusign Envelope ID: 4F020C47-9B44-4D35-A25E-DA0971A25645 Adriana Trujillo From: Sent: To: Cc: Diane Nygaard <dnygaard3@gmail.com> Monday, March 23, 2026 9:34 AM Geoff Patnoe; Cristine.Calderwood@carlsbadca.gov City Clerk All Receive -Agenda Item # 12- For the Information of the: CITY COUNCIL Oat~ vt c ~ CM ~CM ~CM (3).:::::: Subject: Comments on # 12 Community Oriented Policing and Problem-Solving Team City Manager Patnoe and Chief Calderwood Last year a number of community members identified serious issues with damage to natural resources and public safety issues in our natural lands and trails from intentional and unintentional actions by the public. We asked for the city to hire the two additional Rangers that were necessary to achieve the minimum staffing included in the Open Space Management Plan adopted over 20 year ago . We note that the city of Vista has 4 Park Rangers, with a much smaller area to patrol than the 2 Rangers that are assigned to in Carlsbad. We appreciate that these concerns were heard. But have no assurances that what is being proposed will provide any additional staff support to protect our natural lands and the safety of persons using them. Rangers are a cost effective way to address these issues. Relocating that responsibility to this new Community Oriented Policing and Problem-Solving Division is also an important step in the right direction. It is very difficult to actually catch people in the act of intentional vandalism in our preserves. But like other community policing/quality of life issues, community education and prevention actions could have a huge impact. Community education on things like how building bike jumps and berms in these areas presents a safety hazard for trail users and damages native plants and wildlife., safe operation of bikes on mixed use trails, not feeding feral cats, reducing night time lighting, etc would all help achieve the program goals. Working with HOAs and nearby residents to become more effective stewards of our natural lands would benefit the entire community. We ask you to demonstrate your commitment to improving the conditions in our natural lands and the success of this program by: 1. Establishing a collaborative process to address these issues-including a broad range of stakeholders. You have had good success with such an approach in addressing e-bike use by children. 2.Reviewing the monthly reports ofTrail Captains to identify patterns and focus on key problem areas. These long term city volunteers express frustration about reporting issues and feeling like no one is listening. Engage them as part of the team. 3. Attend preserve manager meetings to solicit their input and help coordinate/focus activities. 4. Document hours spent on natural lands patrol/outreach. This was required by SAN DAG when the initial Ranger program was created with grant funds. 5. Establish specific program goals, monitor progress and take corrective action as needed. Such a comprehensive approach would include revising patrol plans to focus on key areas, considering things like sign age for the public (maybe through a QR Code) to report observed violations, increased Trail volunteer participation and others. We look forward to working with you to be part of the solution. Diane Nygaard On behalf of Preserve Calavera !CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe.I 1 Christie Calderwood, Chief of Police Reid Shipley, Assistant Police Chief March 24, 2026 Establishing a COPPS Team 1 TONIGHT’S PRESENTATION •Recap of 3/4/25 presentation •Proposed action •COPPS philosophy & present-day example •Staffing requests in budget cycle FY 26-27 •Staffing justifications •Budget appropriations to fund six Police Department positions ITEM 12: ESTABLISHING A COPPS TEAM 2 RECAP OF 3/4/25 PRESENTATION ON 5-YEAR STRATEGIC STAFFING PLAN •Increasing population & housing units •Crime trends & changing landscape •Calls for service •Response times •Factors impacting workload •Staffing challenges •Staffing requests in future budget cycles •Staffing justifications •Impacts ITEM 12: ESTABLISHING A COPPS TEAM 3 PROPOSED ACTION Consider adopting a resolution authorizing additional appropriations from the General Fund to the Police Department’s operating budget. 4 ITEM 12: ESTABLISHING A COPPS TEAM COPPS PHILOSOPHY 5 ITEM 12:ESTABLISHING A COPPS TEAM Community-oriented policing is a philosophy that promotes partnerships between police officers and the communities they serve. It emphasizes: •Trust -building •Collaboration •Prevention over reaction •Addressing acute issues related to quality-of-life concerns •Long-term problem solving of crime trends 6 ITEM 12:ESTABLISHING A COPPS TEAM •3/1/26 Major injury collision solo bicyclist •3/1/26 Stabbing outside a local bar •3/2/26 Hot prowl home burglary •3/4/26 Social Media influencer gained access to LCCHS via students •3/5/26 Notification of Poinsettia Park fight between juveniles becomes national news •3/5/26 Elder scam turned foot pursuit & arrest In the last 3 weeks 7 ITEM 12:ESTABLISHING A COPPS TEAM •3/9/26 Domestic violence strangulation •3/10/26 Domestic violence strangulation—suspect taken into custody •3/11/26 Notification of vehicle collision that occurred on 2/19/26 resulted in a fatal collision •3/11/26 Attendance at CUSD Board Meeting •3/12/26 Notification of shooting at Jewish synagogue in Michigan brings heightened fear and need for connection and safety protocols at six locations in Carlsbad In the last 3 weeks 8 ITEM 12:ESTABLISHING A COPPS TEAM •3/13 & 3/17 Proactive e-bike enforcement operations •3/17/26 St Patrick’s Day/Major injury DUI collision/shooting on Carlsbad Blvd •3/18/26 Notification to the community of four massage parlor closures •3/19/26 Citywide 290PC- Sex Registrant Compliance Op •March Preparation for Jewish Founders multi-day event in the city. Preparation for National No Kings Protest on 3/28. Preparation for Pro Tem Cup 2026—multi-day event in the city. In the last 3 weeks COPPS TEAMS IN SAN DIEGO COUNTY 9 ITEM 12:ESTABLISHING A COPPS TEAM •Chula Vista Police Department •Coronado (not a full team, but one officer) •El Cajon Police Department •Escondido Police Department •National City Police Department •Oceanside Police Department •San Diego Harbor Police Department •San Diego Police Department •The San Diego Sheriff’s Department, which deploys COPPS teams in the following cities it polices: Encinitas, Imperial Beach, Lemon Grove, San Marcos, Santee, Solana Beach and Vista FY 2026-27 STAFFING REQUESTS •(1) Community Engagement Division Lieutenant •(1) Community-Oriented Policing and Problem- Solving Team (COPPS) Sergeant •(4) Community-Oriented Policing and Problem- Solving Team Officers 10 ITEM 12:ESTABLISHING A COPPS TEAM COPPS TEAM STRUCTURE 11 ITEM 12:ESTABLISHING A COPPS TEAM STAFFING JUSTIFICATIONS 1 CED LIEUTENANT •Responsible for COPPS, HOT & Rangers •Highly responsive to community concerns •Program manager for multiple department functions •Coordinate planning and response to events of significant public interest •Collaborate across divisions and departments for enforcement of quality-of-life issues 12 ITEM 12:ESTABLISHING A COPPS TEAM STAFFING JUSTIFICATIONS 1 COPPS SERGEANT 13 ITEM 12:ESTABLISHING A COPPS TEAM •Directly responsible for the supervision of 4 COPPS Officers, 2 Rangers and 1 CSO •Will provide “boots on the ground” supervision •Coordinate responses to community members STAFFING JUSTIFICATIONS 4 COPPS OFFICERS 14 ITEM 12: ESTABLISHING A COPPS TEAM •Improve response times •More effectively address quality of life issues and enforce violations •Direct connection with each Council District to address ongoing issues that need a continuity of personnel and communication •Address issues at their core with long-term solutions Proposed Police Department budget increases Personnel FY25-26 One-time appropriations1 FY26-27 salary, benefits, overtime2 FY26-27 one-time and ongoing other costs3 FY26-27 other department one-time and ongoing costs4 1 Community Engagement Division Lieutenant $113,775 $335,126 $7,685 $27,760 1 COPPS Sergeant $115,475 $283,638 $7,685 $27,760 4 Police Officers $455,350 $930,328 $34,740 $111,040 Total $684,350 $1,549,092 $50,110 $166,560 ITEM 12:ESTABLISHING A COPPS TEAM RECOMMENDED ACTION •Adopt a resolution authorizing $684,350 of additional appropriations from the General Fund to the Police Department’s FY 2025-26 operating budget, and •Authorize a transfer of $2,900,000 from the Asset Replacement Reserve to the General Fund Reserve to fund six positions within the Police Dept. 16 ITEM 12:ESTABLISHING A COPPS TEAM QUESTIONS? 17 ITEM 12:ESTABLISHING A COPPS TEAM