combined-10th-11th-report.pdf

Negotiated Settlement Agreement, Combined Tenth and Eleventh Semi-Annual Report December 2008 for promoting personnel who meet Agreement requirements. Accountability has been improved by implementing policies and procedures that require supervisors to evaluate tactical decisions, identify training needs, and approve arrests in the field. Supervisors have received training on investigating complaints of misconduct and the use of force. Field supervisors are required to conduct biweekly performance reviews and annual performance evaluations of subordinates. The span of control has been reduced to 1:8, allowing supervisors to better focus attention on their squads. Administrative investigations of force and misconduct are carefully tracked, monitored, and reviewed at several levels to ensure timely completion, thoroughness, and compliance with policy. Moreover, force and misconduct investigations are closely examined to review the circumstances around the incident to identify any training or policy concerns involving the officer and his or her supervisor or commander. Administrative investigations now have a much broader view, allowing the Department to identify and address problems at every level of the organization. In i-PAS, Field Supervisors have a powerful tool to aid in identifying high performers as well as those who may need intervention to avoid career-ending incidents. It makes performance information readily available to supervisors and holds them accountable: ignorance of poor performance or at-risk behavior is not accepted. Department personnel know that a cultural shift has occurred and that they will be held accountable for their actions or neglect of duty. Identification of personnel not meeting our standards and implementation of plans to address the specific issue are expected. PAS threshold reports are produced as a check to reinforce supervisory and managerial accountability. Personnel know what is expected of them. The standard must be high if we are to be a model police agency. Model Community Policing Programs The City Council has an established policy on Community Policing. The Agreement advances that policy by requiring the Department to develop and implement a plan to strengthen its commitment to and relationships with local communities. This is an ongoing process as the Department continues to establish and strengthen its community relations. Personnel from the Department’s Bureau of Field Operations attend quarterly meetings with community members at local Neighborhood Crime Prevention Council meetings. These interactions not only provide a venue for residents to get information from the Department, but also help in identifying criminal and quality of life issues that are affecting the community. The Department remains committed to sustaining and expanding its community partnerships. Problem-Solving Officer Program The Problem-Solving Officers continue to be central to the Department’s community policing efforts. PSOs deploy daily into all areas of Oakland to work with community members on projects they have deemed important in their respective neighborhoods. PSOs have been trained to use the SARA (Scanning, Analysis, Response and Assessment) model of problem solving, which has proven to be an effective tool. Successful projects are later presented to other officers as well as the command staff during the biweekly Crime Stop meetings. In September 2008, the goal of 57 fulltime PSOs and 6 experienced supervising sergeants was reached. 13