TO: Mayor and City Council
FROM: Krishna Namburi, Interim City Manager
SUBJECT: Safety and Livability Update
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A safe, clean and healthy Salem
Ward(s): 1, 2, 5, 6, and 8
Councilor(s): All Councilors
Neighborhood(s): CANDO, ELNA, NESCA, NOLA, Northgate, SCAN, WSNA
Result Area(s): Safe and Healthy Community, Strong and Diverse Economy, and Welcoming and Livable Community.
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SUMMARY:
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This report outlines community engagement and progress since the August 11 City Council meeting regarding an actionable strategy for a safe, clean and healthy Salem. The initial focus is on downtown and northeast Salem. These two areas of Salem experience higher volumes of requests for police support and emergency medical response, and concerns about cleanliness and unsanitary conditions.
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ISSUE:
Information only.
RECOMMENDATION:
recommendation
Information only.
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FACTS AND FINDINGS:
At the June 9, 2025, City Council meeting, Interim City Manager Namburi indicated that staff would provide a report on options to enhance safety in the downtown. At the June 23 City Council, July 21 Work Session, and August 11 City Council meetings, staff provided an update on continued engagement with businesses and residents, and shared updates on current community-led and City-supported activities to improve safety, livability, and cleanliness in two areas of Salem experiencing higher volumes of requests for police support and emergency medical response: downtown and northeast Salem.
Based on City Council and community feedback, there is a strong desire to maintain clean streets and public spaces and prevent crimes (property, theft, and violent crime) so that Salem remains a safe and vibrant city. In addition, there is interest in exploring Operations Fee restructuring as a potential funding source. Our response takes into account both the need for support in managing crime and the needs of individuals in these areas.
Community Engagement: Broad, Inclusive Conversations
As Council conversations have progressed, staff have sought input from residents, downtown and Northeast Salem area businesses, the Salem Main Street Association, and representatives of service organizations, those with lived experience, and advocates for Salem’s unsheltered population. Summaries of these conversations have been attached to earlier Council reports. A summary from an August 20 engagement of approximately 60 people largely representing personal or professional experience with Salem’s unsheltered population is attached (Attachment 1).
In each setting, those present sought opportunities to work collaboratively with the City on a broader solution. Staff continue to engage with interest groups, businesses, residents, and community partners. Conversations will continue with both downtown and northeast stakeholders, and staff will report this information to the Council in future meetings.
Actionable Strategy for Safety, Cleanliness, and Health
While staff continue to build a broader coalition of support for a holistic, comprehensive solution, City Council has expressed interest in advancing an actionable strategy (Attachment 2) with immediate, near-term, and longer-term options for City action and possibilities for future funding to support a safe, clean and healthy Salem.
• Since mid-July, staff have enhanced Police visibility in both downtown and in Northeast Salem by allocating additional overtime assignments, funded by salary savings, under the direction of a dedicated Sergeant.
• For greater efficiency and impact, staff are looking at employee engagement organized around teams focused on how we are providing existing services to improve safety, cleanliness and health outcomes. Through this type of employee engagement, we think we can increase our efficiency and have a greater impact.
• The City Council’s September 15 Work Session focuses on a status report on the budget, possible funding strategies, and priorities. Pending City Council direction, staff are prepared to build out proposals for a possible mid-FY26 Budget adjustment for:
o Funding two additional Homeless Services Team (HST) Police officers to expand coverage to seven days per week. (staff & materials / services - $418,700 annually)
o Piloting Salem Fire Department Community Health – Co-response model that would deploy integrated teams consisting of a paramedic, EMT-basic, and mental health clinician to incidents involving emotional disturbance, overdoses, and other health emergencies while also conducting proactive outreach to prevent emergencies before they occur. (Fire Department Costs: $196,302 for six months for an EMT-Basic and a Paramedic)
o Staff are also exploring opportunities to expand cleaning services in high response areas to further improve health and safety.
• In longer-term, for FY27, the actionable strategy considers:
o Funding eight additional Police officer positions in FY27 to restore a pro-active community policing approach to needs in downtown and northeast Salem. The goal of pro-active community policing is to address issues before they escalate and work closely with service providers, businesses, and city departments to resolve underlying issues. (staff & materials / services- $1,663,650 annually)
o Restoring Salem Outreach and Livability Services (SOS) funding and sustain the SOS team before September 2026 to improve cleanliness. (staff & materials / services - $400,000 for 9 months)
o Learning from McKay Park pilot of small, single-stall public restroom, staff are considering installation of a self-contained, single-stall public restroom (commonly referred to as a Portland Loo) as part of the park improvement project. For future installation of this restroom in the park, a pad with electricity for automatic doors and lighting, water service, and sewer hook up is being prepared. While this pilot is underway, should council direct staff, the City will also explore possible locations in downtown area with electrical, water service and sewer hookup options.
Possible funding resources may include: (1) possible additional revenue from the transition to paid on street parking to support additional safety and cleanliness services in downtown; (2) later, in January, more information on transition to City-provided EMS; (3) Ending Tax Increment Collections on Urban Renewal Areas return resources to General Fund; and (4) continued efforts to secure Capitol District funding from the State of Oregon.
Other ideas of interest include further exploring:
• Expansion of Homeless Services Team, in co-response with qualified mental health professional
• Funding models, including collaboration with Marion County and private sector partnerships
• Engaging businesses, through an ambassador program paid for and/or managed by a downtown business improvement district or business association with the intent of keeping business districts welcoming, clean, and safe
Topics for Council Discussion
The Council has not yet had an in-depth discussion about drug prevention and enforcement program or public restrooms in downtown. The following information is provided to help facilitate that conversation.
Drug Prevention and Enforcement:
Identifying specific, targeted strategy to reduce drug distribution remains a priority. In Salem, we continue to proactively conduct drug investigations, focusing on low and high-level drug distribution operations, as well as drug activity complaints which impact community livability. This is accomplished through two dedicated teams within Salem Police Department: Strategic Investigations Unit and our Drug Enforcement Unit.
• Drug Enforcement Unit is comprised of 1 full time detective and 1 part-time sergeant. This team is part of the local Drug Enforcement Agency (DEA) task force, which is supported by our local Oregon-Idaho HIDTA (High Intensity Drug Trafficking Area) office. This longstanding partnership with the DEA focuses on high-level illegal narcotics trafficking and leverages the resources of that federal agency. The DEA task force continues to make significant arrests and seizures of contraband in our region. We are the only local law enforcement agency with a fulltime dedicated staff member on the task force. Neither the Oregon State Police nor Marion County Sheriff’s Office have assigned fulltime task force members. Task force membership also results in significant asset forfeiture funds, which can be used for police equipment but not staffing.
• Strategic Investigations Unit, formerly "street crimes" team, is comprised of six specialized drug and gang detectives led by a sergeant. With the elimination of the downtown bike team, the Strategic Investigations Unit and our two Homeless Services Team officers are the only two teams within the Department that are not assigned to respond to calls for service, like patrol officers. These team proactively build cases. The Strategic Investigation Unit's mission is (1) to investigate violent assaults such as shootings and illegal gun possession cases; and (2) investigate drug crimes, focused on the delivery of drugs (sales) in and around Salem. These often are the same, although at times the drugs and violence aren't related.
Drug prevention efforts:
The City receives funding from joint settlements with Opioid manufacturers. These funds are restricted to specified activities and programs such as opioid prevention, first responder wellness, and supplies that combat opioid addiction (such as Narcan). To this end, the City’s youth outreach coordinator position works with youth and young adults on substance use prevention and education through a multi-year, multi-sector plan, and strong collaborations with Marion County Health and Human Services, Salem Keizer School District, and Polk County Family and Community Outreach – Prevention.
With additional resources, the City could expand these prevention services by:
• Collaborating with the State of Oregon, counties, community-based organizations, business resource organizations and Neighborhood Associations, and building relationships with residents; and
• Use of data to informing strategies, such as increasing calls for service (may show more trust in capacity to respond).
Public Restrooms:
Two types of public restrooms are currently in use in Salem: chemical toilets and brick-and-mortar restroom buildings. Salem is also preparing to install a third type—a single-stall restroom known as the Portland Loo. At the request of the Bond Infrastructure Committee, staff are preparing comparative information on all three restroom types for the Committee’s September 25 meeting. This information will also be provided to the City Council as an informational item in this report.
Next Steps
• October City Council meeting – budget proposals for consideration in January
• Fall 2025 – Council and Community engagement: City’s Strategic Plan. In October, findings from the statistically valid Community Satisfaction Survey will be available. In November, City Council will hold a Work Session to set the mission, vision, values and goals for next 3 to 5 years for the City and community. In January, City Council will hold a Work Session to consider feedback and adoption of the Strategic Plan.
• January 2026, Council will consider a revised Budget Proposal, reflecting safe, clean and healthy Salem priorities.
BACKGROUND:
At the June 9, 2025, City Council meeting, Mayor Julie Hoy indicated she would bring a motion at the June 23, 2025, meeting to direct staff to report on ways to increase police presence in the downtown to improve public safety. On July 21, City Council held a work session to consider comprehensive information concerning public safety and livability in the downtown and reflect on results of additional community engagement and concern for both downtown and northeast Salem. The Council also received an information report on Aug 11 and discussed potential service improvements in downtown and northeast Salem.
Courtney Knox Busch
Chief Strategy Officer
Attachments:
1. Feedback from the August 20, 2025, safety and livability listening forum with service providers and resident advocates.
2. Actionable Strategy for Safety, Cleanliness, and Health