Karl Ross, acting Chief of Police since 2003, was appointed
to the permanent position of Chief of Police in January 2005.
Shortly thereafter, UCPD began reporting to the newly created
position of Vice Chancellor of Business and Administrative
Services. We are pleased to be included in this division and
appreciate the support and additional resources being provided
to insure the overall safety our community.
We provide law enforcement services to the campus and nearby
neighborhoods. Additionally, we serve properties located throughout
the Los Angeles region from student housing complexes in the
Palms/Westdale area of Los Angeles to hospitals and clinics
in Santa Monica. UCPD serves an estimated daily campus population
of over 70,000 people including approximately 10,000 in on
campus residence halls.
Two thousand and five saw a reduction in crime from the previous
year. For Part I (more serious offenses) crime reports are
down approximately 15 %, with the greatest reduction in larceny
(theft) reports. For Part II crimes, reports are down approximately
3 1/2 percent.
Our successful community policing philosophy emphasizes involvement.
Our accomplishments are dependent on the relationships established
by officers and staff. We are involved in a number of problem
solving partnerships for example, with the Center for Women
and Men, LGBT Resource Center, Student Government, Athletics,
Residential Life, Fraternity and Sorority Relations, the Dean
of Students office and local neighbors.
Additional information regarding UCPD at UCLA can be found
on our website, www.ucpd.ucla.edu.
The Chief of Police oversees the entire department, which
is divided into three bureaus responsible for planning, day-to-day
operations/programs, coordination, community involvement and
The Operations Bureau in 2005, under the command of a Lieutenant,
combines the traditional police services of uniformed patrol
officers and investigative follow-up. The Operations Bureau
includes the Patrol Division, the Investigations Division,
Field Training Officer Program, Workplace Violence/Threat
Assessment and the Special Events Unit.
In 2005, we responded to 96,529 calls for service. Patrol
officers are the first responders to our community’s
seven beats that include both on and off campus locations.
In addition to marked patrol cars, we also utilize motorcycles,
bicycles and foot patrols. Uniform personnel play a key role
in our community oriented policing efforts with the good will
engendered by the lead officer program a critical component.
Lead officers are assigned to areas such as, the two medical
centers, off campus housing, fraternities and neighbors, and
residence halls. Field training officers have an important
function in patrol assuring that new officers at UCLA receive
appropriate training and have an understanding of the campus
Detective personnel were assigned 3,225 cases in 2005. A
case that brought national media attention was the vandalism
of three Robert Graham sculptures donated to UCLA and installed
in a campus courtyard. UCPD investigated this crime, quickly
apprehending a suspect. The sculptures are being restored.
Increased calls are being received regarding computer, identity
theft and other technology related crimes. One case involved
a burglary ring where suspects using entry cards and varied
account information gained access to individuals’ funds
and property. In this case 11 felony counts were file against
The workplace violence/threat assessment unit is an integral
part of a campus-wide, multi-disciplinary team that collaborates
to provide resolutions for incidents of workplace violence,
personnel actions, and/or disciplinary actions. In 2005, approximately
35 instances of workplace violence were brought to our attention.
The Special Events Unit is responsible for coordinating,
planning and implementing security services for a variety
of events including concerts, intercollegiate, athletics,
demonstrations, film shoots, cash escorts and VIP dignitary
The Support Operations Bureau in 2005, supervised by a lieutenant,
is comprised of the following units: Community Service Officer
Programs (CSO), Records, Communications, Property/Evidence,
Hiring, Training, Backgrounds and Alarms.
The CSO Programs are a primary outlet for student participation
in campus safety at UCLA. CSOs provide evening escorts throughout
the year and a campus shuttle service during academic quarters.
Currently, CSOs, stationed in and/or patrolling 13 campus
buildings, all parking lots, and all libraries, act as the
"eyes and ears" of the UCPD.
In 2005, the Communications Unit was fortunate to hire three
dispatchers, filling many prolonged vacancies. We also are
planning a major remodel of the Center with the assistance
of state funding sources. The long awaited Mobile Digital
Computer (MDC) project that places computers in the patrol
cars has been reworked and a beta test initiated.
The Records Unit is responsible for maintaining records and
reports, meeting legal mandates for statistical reporting
and livescan fingerprint operations. The Hiring, Training
and Backgrounds Unit works hard to insure a high quality of
recruits in addition to insuring the quality of training programs
and meeting POST requirements. This unit cosponsors with the
FBI an annual violent crime seminar.
This bureau, supervised by a civilian administrator, is a
resource for the department and community. The bureau's responsibilities
include: crime prevention, crime analysis, public information
and campus liaison, community education, grants management,
special projects and last but not least, the university ambulance
Crime prevention efforts are designed to enhance public safety
awareness and prevent crime through education, environmental
design and outreach. In 2005, we provided crime prevention
presentations/activities that reached approximately 13,000
students, faculty, and staff.
The Los Angeles area is an active media market often featuring
news from UCLA. We are challenged to provide accurate and
timely responses to complex issues. The UCPD web page is routinely
updated and improved to provide information on UCPD and public
safety to the community, which also includes the posting of
crime briefs and safety alerts. The crime briefs notify the
campus community about recent crime activity or trends in
and/or around the campus. The safety alerts provide timely
warnings about significant crimes impacting the campus. The
Safety Listservs provide information to interested community
members with one list dedicated to UCLA building coordinators.
We were recognized for “Going Above and Beyond”
by the California State Office of Traffic Safety for our public
information program for the “Click It or Ticket”
State and National seat belt campaign.
A crime analysis program priority is to enhance the effectiveness
and efficiency of the Police Department's crime suppression
efforts, and provide the public with accurate information
regarding crime at UCLA.
UCLA Emergency Medical Services (EMS) is a student-run program,
employing UCLA students trained as emergency medical technicians
(EMTs) to staff the campus ambulance. The program is currently
in its 26th year of operation, serving the campus and surrounding
areas. EMS responds to 9-1-1 medical calls 24 hours a day,
365 days a year. In 2005, EMS responded, averaging less than
three minutes for a call, to 1190 medical aid calls and transported
907 patients to the UCLA Emergency Medicine Center, with complaints
ranging from a sprained ankle to cardiac arrest. Aside from
responding to medical emergencies, EMTs, serving as station
officers, wrote approximately 700 of the department's police
As a department, we also focused on infrastructure in 2005
– looking at internal systems, how we relate to the
larger picture, our strategic objectives, accomplishments
and where we need to proceed for future enhancements. The
B&AS Division, of which we are now part, is consistently
engaged in the practice of aligning services with campus academic
priorities and improving services and products to meet the
needs of campus customers. This priority is certainly complementary
to our goals allowing us to provide a high level of service
to our community in 2005 while improving internal structures.