Fiscal Year 2013-2015 Special Budget Meeting

Deanna J. Santana, City Administrator Subject: Proposed FY 13-15 Proposed Policy Budget Date: April 25, 2013 Page 13 City of Oakland Costs for Different Police Academy Scenarios 55 in/40 out 40 in/30 out 40 in/30 out ACSO Pre-Academy $1,120,000 $1,120,000 $1,120,000 Academy POT salary and benefits $1,920,000 $1,396,364 $1,396,364 POT salary and benefits for eight weeks of OPD-specific academy training NA NA $465,455 OPD instructor $486,000 $486,000 $162,000* Non-OPD instructors $30,000 $30,000 $10,000** Training materials and equip $289,000 $210,182 $0 Field training (included in baseline) $0 $0 $0- Costs related to new officers $214,700 $156,145 $156,145 Total $4,059,700 $3,398,691 $3,309,964. Cost per officer out $101,492.50 $113,289.70 $110,332.13 *OPD instructor cost due to eight weeks of Oakland-specific academy training performed by the City **Non-OPD instructor cost due to eight weeks of Oakland-specific academy training performed by the City If the yield for an ACSO academy is similar to that of the City's own academies, 55 in/40 out (73%), then 40 officers in would result in approximately 30 officers out. As such, the staffing level achieved through one City academy per year (Year 1: 665; Year 2 657) plus a 40- trainee ACSO academy graduating 30 officers per year would be 665+30 = 695 in year 1 (FY13-14) and 695 + 40 (City academy) - 48 (attrition) + 30 (ACSO academy) = 717 in year 2(FY14-15). 5) What is OPD doing to learn from misconduct and learning from incidents in order to prevent them in the future? As a part of their vision, OPD is committed to effectively utilizing information and technology to improve management, operations and performance. For example, in Internal Affairs investigations, regardless of whether an instance of misconduct is non-sustained or sustained, the accompanying investigation many of times identifies areas in which additional training is required of the Officer. This can include general areas anywhere fi-om the use of force, investigations, tactical, communication and supervisory skills, to the types of ways to handle those suffering ft"om mental disorders. Another example is OPD's commitment to implementing a second-generation early warning system, known as the Internal Personnel Assessment System (i-PAS). This system is a database for maintaining, integrating, and retrieving the data necessary for ideritifying Officers with performance issues. Early warning systems are found to utilize data to enhance police accountability by reducing behaviors that can lead to instances of misconduct. The City is currently in the process of hiring a vendor to develop the RFP and manage the implementation process. Item: City Council April 30, 2013