Fiscal Year 2013-2015 Special Budget Meeting

Case3:00-cv-04599-TEH Document930 Filed05/01/13 PageS of 59 The Compliance Director has a part-time staff of three individuals. Collectively, the Office has 162 years of full-time experience at all levels of law enforcement (Federal and municipal). The Director resides full-time in Oakland, and the Office is located in Oakland as well. The Remedial Action Plan is a living document. The first iteration connects strategies (as ordered by the Court) with out-of-compliance NSA tasks, and with over-arching policies and practices that weave throughout the organization. The Office of the Compliance Director aspires to be clear that this document is preliminary in nature. Given the extensive time period required to conduct reviews, research and exploration of the Department, the Director believes the provision of strategies rather than finite objectives are most appropriate. As knowledge, discovery and awareness of the Department and of community concerns increase, commensurate revision of the Plan will likely occur. The Compliance Director Order makes clear that a document with substantially more specificity and benchmarking will be forthcoming 30 days after the due date of this Plan. How the Plan facilitates Sustainable Compliance The Court has ordered the Compliance Director to provide an explanation for how the Plan will facilitate sustainable compliance with the NSA tasks. Understanding the organizational history, and the reasons for why the listed deficiencies have prevented the City and the Department from attaining compliance with the NSA tasks, are important. However, what is critical to the sustained compliance of the NSA tasks and of preferred practices in law enforcement are age-old, tried and true, fundamental principles. The Plan illustrates the necessity for sustained reform based on training, supervising, accountability, and professional leadership and administration in all facets of the Department; from recruiting, background investigations, and hiring of new officers to civilian support services to succession planning to community collaboration, these strategic principles will positively impact every component in the OPD. Policy, mandates, inexorable pride and ethics, quality assurance, performance auditing, and community oversight all aggregate to ensure that, once the OPD evolves to 21®' century policing, it will sustain the achievement and continue to remain a contemporary and professional provider of law enforcement services.