Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more
Download
Standard view
Full view
of .
Save to My Library
Look up keyword
Like this
2Activity
0 of .
Results for:
No results containing your search query
P. 1
March 17 2011 Case Management Conference Status Report from the Chief

March 17 2011 Case Management Conference Status Report from the Chief

Ratings: (0)|Views: 579 |Likes:
Published by ali_winston

More info:

Published by: ali_winston on Mar 17, 2011
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less

03/17/2011

pdf

text

original

 
Case3:00-cv-04599-TEHDocument593-1
Filed03/10/11
Page5of18
CITY
OF
OAKLAND
POLICEADMINISTRATIONBUILDING
455-71H
STREETOAKLAND,CALIfORNIA94607-3985
PoliceDepartmentOfficeofChiefofPoUce
Office
(510)238·3365Fax(510)232321Han.TheltonE.HendersonUnitedStatesDistrictCourtNorthernDistrictofCalifornia450GoldenGateAvenueSanFrancisco,CA94102March
10,2011Re:DelphineAllenv.City
of
Oakland,et
at.
C004599THE
(JL)
March17,2011CaseManagementConference
StatusReportfromtheChiefofPoliceDearJudgeHenderson:
I
respectfullysubmitthisreportto
theCourt.
TheMonitorrecentlypublisheditsFourthQuarterlyReportdetailingtheDepartment'sprogresstowardcompliance.Twelveofthe22tasksareinfullcompliance,eightareinpartialcompliance,andonetask
is
deferreddueto
a
lackofdata.Onetask
remains
outofcompliance.TheDepartmentmovedintofullcompliancewithTasks26and30(ForceReviewBoards)andintopartialcompliance
with
Tasks33(ReportingMisconduct),34(Stop
Data),and40
(pAS
Database).
-
)
TheDepartmenthasnowdemonstratedoneyearofsustainedcomplianceforseveraltasks.
We
haverequestedtheMonitorremovethese
tasksfrom
activemonitoring.
We
believe
the
Departmentwillalsohavedemonstratedoneyearofsustainedcomplianceforseveraladditional
tasks
by
theendof
2011.
Removingthese
tasks
fromactivemonitoring
will
allowtheDepartmentandMonitortoconcentrateonandsuccessfullyresolve
the
remainingtasks.ThereareindicatorsofpositiveprogressbytheDepartmentanditsmemberstoward
achievingthe
goalsofthe
NSAComplaintsofmisconductdeclined
18.5%
during2010·thefirstreductioninseveralyears.Of
all
theallegationsofmisconduct,only14%involveduseofforce;ofthese,72%involvedlowerlevelsofforcesuchas
 
Case3:00-cv-04599-TEHDocument593-1Filed03/10/11Page6of18
Continued-Page2handcuffing,controlholds,andthedrawingoffirearms
in
high-risksituations.Incomparison,
37%
of
aU
misconductallegationsinvolveservicecomplaints--compIaintsrelatedtoservicedelays,Departmentalpolicyorprocedure,
or
othercomplaints
of
unsatisfaeteryservice.Thenumberofinstancesof
use
offorcealsodeclined,by19%.This
is
particularlynotablegiventhattheDepartmenthandledtwosignificantcrowdcontroleventsduring
thistime
period.
Both
eventswere
handled
with
minimal
damage,
use
offorce,
or
complaints.The"Departmenthasbeenpraised
by
themediaandthecommunityforallowingindividualstoexercise
their
rightstoassembleandexpresstheirviews,whilemaintainin.gpublicsafetyandminimizingpropertydamage.Focuson
Key
RemainingTasks
Key
tasksrelatedtoInternal
Affairs
investigations,thePersonnelAssessmentSystem(PAS),stop-datacollection,andconsistencyofsupervisionrequiremorefocusedattention.The.Departmentexpectsto
attain.
complianceintheseareasthisyear.Achievingcompliance
in
these
areas
isthetoppriorityfortheDepartment.AchartdetailingtheactionstepstheDepartmentisimplementingtoreachcomplianceinthesetasksisattached.Manyoftheactionstepsare
in
placeorinprogress.Somerequiremoretimetoimplement,andsomerequirenewfundingfromtheCity.Theplan
has
beensubmittedtotheMonitorforreviewandrecommendationsforimprovement.
An
extensionoftheMOUisrecommendedtoensureoneyearofpracticecomplianceisachievedfortheabovedescribedtasks.CulturalChangeatOPDTofullyrealizeaculturalshiftatthePoliceDepartment,Iamworking
with
theCitytoimplementchangesfocusedonincreasingaccountabilityacross
all
supervisoryandcommandlevels,enhancingtransparency.andre-emphasizingcustomerservice.These
include:
CommanderofPolicePosition-TheDepartmentisworking
with
theCitytoestablishthepositionofCommanderofPolicetoimprovemanagerialaccountability.Thiswillbeanupper-managementpositionwithintheDepartment,
withdirect
responsibilityforimplementingtheChiefsvisionandpolicies.Thispositionwillbeopento-bothinternalandexternalcandidate,enablingtheDepartmenttoselectthebestandbrightestleaders.Thecommanderpositiondiffersfromthecaptainposition
in
beingat-willandisoutsidetheproceduralrulesandattendantdelaysprovidedbycivilservicerules.
In
thepast,ithasbeennearlyimpossibletoremoveacaptainorlieutenantexceptincasesofsignificantmisconduct.ThenewstructuregivestheChiefdiscretion
to
appointcommanderswhohavedemonstratedleadership,willingnesstoholdpeopleaccountable,andadedicationtocommunitypolicing.Commanderswho
are
unabletoperformatanacceptablelevelcanberemovedwithouta
lengthy
and
 
Case3:00-cv-04599-TEHDocument593-1
Filed03/10/11
Page?of18
Continued-Page3difficultappealprocess.ThisisamajorsteptowardacceleratingculturalchangeandincreasingaccountabilityinthePoliceDepartmentTheadditionofacommanderrankissubjecttomeetandconferwiththePoliceManagementAssociationandtheOaklandPoliceOfficer'sAssociation(OPOA);theDepartmentwillbeengaging
in
thispr
ocess
soon.
Organizational
Structurl~
Realignment-The
Department
is
developing
a
planto
reorganize.The
f~1IS
ofthisreorganizationisonprovidingbetterservicetothecitizens
of
Oakland,
and
will
provide
a
moremanageablespan
of
controlforsupervisorsandcommanders,includingattheexecutivelevel.
It
willalsoimprovecommandandcontrol,supervision.
and
accountahility.Theobjectivesofthiseffortinclude:
o
Moreevenly
distribute
Department
staffamongExecutiveManagement;
oFlatteningtheorganizationalstructuretoreduceoverheadand
maximize
productivetime;
o
Maintaining
positive
community
relationsthroughdecentralized/geograpbicresponsibility;
a
Resolvingthefi:nctionalversusgeographicorganizationalstructureconflicts;
and
oDevelopingconsistentadministrativeandtechnicalexpertisethroughmoreconsistent
assignmentof
responsibilityofthesesupportfunctionstocivilianmanagers.
IndependentOversightFunction-Along
with
thisintemalreorganization,the
City
isexploringwaystoimplementbetterindependentoversight
I
madetherecommendationtoestablishaCivilianOfficeofInspectorGeneral(010),modeledaftertheSanJoseOfficeofIndependentPoliceAuditor,topromotetransparencyandcontinuethesuccesseswehavemadeinimplementingreformevenaftertheconclusionoftheNSA.ThenewMayor,Ms.
JeanQuan,
stronglysupportsindependentoversight.Thegoal
is
to
strengthen
the
community'strust
in
thePoliceDepartment.IncreasedOutsideInteraction-Tofurtherbuild
community
trust,
Iamseekinghelpoutsidethe
agency
to
increasetransparency,improveorganizational
effectiveness,and
place
therightpeople
in
the
rightpositions.TheDepartmentcontinuestolook
outside
thePoliceDepartment
when
it
develops
training,revises
policy,orreorganizes
itself
forefficiency.
Overthelastfewmonths,Departmentstaffhaveconductedsitevisitswith:oLosAngelesPoliceDepartmenttoseekinformationonhowtoimproveintegrity
testing;
oDetroitPoliceDepartment
to
observetheirManagementAccountabilityMeeting;
and
oCityofSanJosetoseehowtheIndependentPoliceAuditoroperates.

You're Reading a Free Preview

Download
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->