ACTION 01
Public Safety Capacity & Emergency Readiness Plan
Plan police, fire, medical, dispatch, equipment, stations, training, and disaster capacity before shortages become visible in response times or street conditions.
Owner: City Administrator, Police Chief, Fire Chief, Finance, and Human Resources.
First step: Require one annual report showing authorized and functional staffing, vacancies, recruitment and training pipelines, attrition, overtime, response by priority, specialized capacity, major equipment needs, and future service demands.
Voters will see: Protected emergency response, a predictable staffing and capital pipeline, and an honest funding path for each material gap.
ACTION 02
Healthy Streets Operating Plan
Manage State Street and downtown every day through visible safety presence, lighting, sanitation, restrooms, emergency access, repair standards, business reporting, and legitimate activity.
Owner: City Administrator with Police, Public Works, Parks and Recreation, Community Development, and downtown partners.
First step: Publish a block-by-block operating map for lighting gaps, cameras, foot and bike coverage, restrooms, cleaning, blocked access, emergency routes, recurring hazards, and responsible departments.
Voters will see: Lighting uptime, cleanup and repair response, felt-presence coverage, repeat-location review, usable sidewalks, and public spaces that remain active and welcoming.
ACTION 03
Crisis Care Ladder + City-County Safety & Health Compact
Match the response to the situation: emergency intervention, clinical care, co-response, outreach, shelter, treatment, housing navigation, or enforcement when conduct harms others.
Owner: City and County leadership with police, fire, behavioral health, hospitals, courts, shelters, and service providers.
First step: Map the current 911, 988, co-response, emergency-room, outreach, shelter, treatment, and housing handoffs; assign an owner, escalation path, and outcome measure to each break.
Voters will see: More successful handoffs, fewer repeat crisis contacts, clearer responsibility, and faster movement from acute crisis toward stabilization.
ACTION 04
Shelter Bed & Care Response Accountability
If public or partner dollars fund a bed, outreach team, navigation service, or care pathway, residents should know whether it is being used and what result it produces.
Owner: Housing and Community Vitality with the City Administrator, County partners, and contracted providers.
First step: Create a public contract table showing funded capacity, utilization, eligibility, placements, exits, repeat returns, cost, and the next decision required.
Voters will see: Better use of funded capacity, fewer unexplained empty beds, stronger placement outcomes, and contracts renewed on evidence rather than habit.
ACTION 05
Public Safety Trust & Performance Dashboard
Show residents the work, the definitions, and the results: calls, response, staffing, training, de-escalation, use of force, complaints, co-response, community engagement, fire and medical demand, and readiness.
Owner: Police and Fire departments, City data staff, City Administrator, and Fire & Police Commission.
First step: Consolidate existing public reporting into one consistent trend dashboard with privacy safeguards, clear definitions, and explanations for material changes.
Voters will see: Whether service is improving, where capacity is tight, how accountability works, and what corrective action follows a missed standard.
ACTION 06
Public Safety Service Shadow Test
Before major street, event, land-use, or public-asset decisions become permanent, show the effect on emergency access, call demand, evacuation, staffing, sanitation, equipment, and cost.
Owner: The sponsoring department with Police, Fire, Public Works, Finance, and the City Administrator.
First step: Add a service-impact section to major Council reports involving State Street, large events, major housing plans, public-space redesign, and parking or public-land redevelopment.
Voters will see: Safety and emergency-service tradeoffs before the vote, a funding owner for added demand, and a post-implementation review of actual impacts.
