Transcript ORG ASSESSMENT OF THE SFPD

Organizational Assessment
of the
San Francisco Police Department
by the Police Executive Research Forum
Craig B. Fraser, Ph.D. - Director, Management Services
Chuck Wexler, Ph.D. - Executive Director
Presentation Agenda
Location: San Francisco City Hall,
Board of Supervisor’s Chambers
Date:
December 17, 2008
Time:
6:00 pm
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Presentation Objectives
 To present to the Police Commission and the
Board of Supervisors Public Safety
Committee the key findings of PERF’s yearlong assessment of the SFPD.
 The full 353-page report, which includes
nearly 200 individual recommendations, may
be found on www.sfpolicereview.org
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About the Police Executive Research Forum (PERF)
 PERF is a Washington, D.C.-based
research and consulting firm
specializing in policing.
 PERF has performed more than
180 management studies of police
agencies, and has published many
other reports on policing issues.
 PERF stimulates debate about
police issues within the profession
and among policy-makers, the
media, and the public.
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About the Police Executive Research Forum (PERF)
 PERF conducts research on the issues of greatest concern to police
executives. Recently these topics have included:
- the impact of the economic recession on police budgets and operations
- violent crime
- use of force
- illegal immigration
 PERF’s Senior Management Institute for Police
(SMIP) educates current and future police
leaders.
 PERF is a recognized leader in setting policing standards. PERF was
one of founding agencies of the Commission on Accreditation for Law
Enforcement Agencies (CALEA).
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Project Oversight
Project Steering Committee
 Heather Fong, Police Chief
 Joe Marshall, Police Commission Vice President
 Ross Mirkarimi, Board of Supervisors - Public Safety
Committee Chair
 Ben Rosenfield, Controller
 Kevin Ryan, Mayor’s Office of Criminal Justice Director
 Theresa Sparks, Police Commission President
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The Process: Reaching Out to San Franciscans
COMMUNITY INPUT
 Strategic Review Committee –
approximately 25 community
representatives invited to participate.
Provided feedback on draft
recommendations
 Focus Groups – 6 discussion groups of
community members in different San
Francisco neighborhoods conducted
by Pendergrass Smith Consulting
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The Process: Reaching Out to San Franciscans
COMMUNITY INPUT
 Citywide Outreach –
- 525 community-based organizations
- Email communications
- San Francisco Police Effectiveness
Review website
- Project hotline/email address
- Online feedback tool
 Two Community Workshops –
Opportunity for community to review and
comment on PERF Study recommendations
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The Process: Reaching Out to San Franciscans
INTERNAL INPUT
 SFPD One-on-One Interviews –
- Chief of Police
- Assistant Chief of Police
- Command Staff
- Key managers and supervisors
 Focus Groups – 4 discussion groups of
civilian employees, sworn and civilian
representatives of Field Operations and
Investigations Bureaus, supervisors, and
mid-managers
 On-line feedback – available
to all members of the department
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The Process: Reaching Out to San Franciscans
EXTERNAL STAKEHOLDERS
47 key external San Franciscan stakeholders were interviewed by
Barbary Coast Consulting and PERF including:
- San Francisco Mayor and
Board of Supervisors
- Director, Office of Citizen
Complaints
- Representatives of Police Commission
- SF Superior Court
- SFUSD and Board President
- SF Chamber of Commerce
- Ella Baker Center for Human Rights
- SF LGBT Center
- Bay Area Immigration Rights Coalition
- Communities of Opportunity
- SF Sup. Court, DA and Public Defender
- Juvenile Probation Dept.
- Dept of Children, Youth and Families
- ACLU
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What We Asked Community Members
We asked questions about:
 The strengths and weaknesses
of the Police Department
 The crime problems in the city
 What kind of a Police
Department people would like
to see in the future
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A New Vision for the SFPD
THE SAN FRANCISCO POLICE DEPARTMENT VISION STATEMENT
The San Francisco Police Department is committed to being a world-class police department and a leader among
urban police departments by hiring and promoting talented officers and professional staff, employing the
highest standards of performance, best practices in policing, and accountability, and reflecting the values of the
world-class city it serves.
San Francisco has an international reputation for its commitment to human values: compassion, fairness, diversity,
human rights, and justice. These values must be at the forefront of the SFPD as it fulfills its public safety
mission.
The San Francisco Police Department strives to adhere to the highest standards and reflect the diversity of its
community members. The people of our communities and members of the Police Department must be united
in their commitment to addressing crime, violence, and quality-of-life issues by engaging one another and all
city agencies in problem-solving partnerships.
Police strategies and tactics must be driven by accurate, timely and reliable information supplied by current and
emerging technologies and supported by the Department’s systematic engagement of all of San Francisco’s
diverse neighborhoods.
The Police Department strives to maintain the trust of San Francisco community members by actively engaging with
the neighborhoods it serves. The Police Department seeks to make its policies and operations as open as
possible. When there are complaints involving the police department, both the public and the police are best
served by a system of accountability that is expeditious and fair to all involved.
To make this vision a reality, the Police Department must reward the hard work, ingenuity, and resourcefulness
demonstrated by its employees, and must offer state-of-the-art training, development and career opportunities
for advancement and retention. This will ensure that employees see the Police Department as a lifelong career
and strive to become the department’s next generation of leaders.
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Themes from the Vision Statement
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Community policing
Problem-solving policing
Community engagement
Crime-fighting
A better quality of life
Accountability
Transparency that brings community trust
Building leadership and developing personnel
Maintaining departmental values
Information-driven tactics
Four Types of Recommendations
 High-level policy decisions
 Improvements in the SFPD’s
capability to fight crime and
solve neighborhood problems
 Improvements in the
effectiveness of the internal
operations of the SFPD
 Effective management of use of
force
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Policy Recommendations
Staffing for the Future
Meeting community policing and crime reduction goals
Four options for staffing levels according
to a community engagement target are based on:
•
•
•
Time available for community engagement and community
policing
Time available for officer initiated activities and
administrative tasks
Time consumed by calls for service response
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Policy Recommendations
Staffing for the Future
Meeting community policing and crime reduction goals
Four options for staffing levels according
to a community engagement target range from:
•
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Primary emphasis on calls for service response with
reduced community engagement allowing 110 fewer
patrol positions, to
Heavy emphasis on community policing and
maintaining calls for service response, requiring 268
more patrol officers.
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Policy Recommendations (Continued)
• Reform the assignment process for investigators and
supervisors
• Expand mandatory rotation to all sworn personnel
• To enlarge the pool of highly qualified potential
managers in the department, initiate a leadership
developmental plan
• Maintain the accelerated hiring program
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Policy Recommendations (Continued)
• Establish a contract for the chief
of police in order to provide
stability at the top of the
department to lead essential
organizational change
• Speed up the disciplinary
system and increase the Chief’s
authority
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Crime Recommendations
• Combat crime and improve quality-of-life
more effectively by integrating community
policing, problem-solving, and CompStat
• Create an Information Utilization Strategic
Plan in order to provide accurate and timely
information to all districts on a daily basis and
utilize the information in a Compstat process
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Crime Recommendations (Continued)
• Restructure the Police Department to reflect
an emphasis on crime control through
community policing and problem-solving
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Crime Recommendations (Continued)
• Make community policing, community
engagement, crime fighting and problemsolving an integral part of training
• Make community policing and crime-fighting
expertise a requirement for career
advancement
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Crime Recommendations (Continued)
INVESTIGATIONS BUREAU
• Give the Investigations Bureau a
“specialists” structure
• Assign sergeants to the
Investigations Bureau as supervisors
• Create a new Police Investigative
Aide position
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Improve SFPD Internal Effectiveness
• Use the Assistant Chief’s position to help the
Chief with oversight of day-to-day operations
• Create a high-level office to ensure that the
Vision remains a top priority
• To improve the use of technology, create an
enhanced Information Services Division
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Improve SFPD Internal Effectiveness (Continued)
• Standardize sergeants’ span of control
• Create a corps of officer “mentors” to
encourage aspiring officers from various
groups
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Improve SFPD Internal Effectiveness (Continued)
• Create a professional development program
to nurture employees and cultivate tomorrow’s
leaders
• Expedite implementation of the Early
Intervention System
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Effective Management of Use of Force
• Further restrict the Use of Firearms policy regarding shooting at
moving vehicles
• Include Conducted Energy Devices as a force option
• Create an Office of Officer-Involved Shootings
• Use of the carotid restraint should be designated the second
highest use-of-force option, just before firearms
• Change canine policy to “Bark and Hold”
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Implementation & Moving Forward
WHAT HAPPENS NEXT?
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Early Implementation Examples
 The Risk Management Division now reports to the
Assistant Chief, as recommended by PERF.
 A lieutenant has been assigned to the Strategic
Management Division, as recommended by PERF.
 PERF has provided expertise and assistance in
developing a violence reduction strategy and
Compstat model.
 PERF identified patrol schedules that better match
workload.
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Moving Forward
• PERF will work with the Chief of Police, Police
Commission, Mayor’s Office, Board of Supervisors,
and Controller’s Office in developing next steps.
• PERF will work with the city to look for opportunities
for public dialogue throughout the implementation
process.
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Moving Forward
• PERF will assist in analyzing and coordinating the
results of the multiple studies of the San Francisco
Police Department, including the Organizational
Assessment, Foot Patrol, District Boundaries and others
to identify major recommendations that may be
implemented over the next year.
• Based upon crime challenges and budget restrictions,
PERF will work with San Francisco to identify
recommendations that may be achieved in the
upcoming year.
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CONTACT US
 Website:
www.sfpolicereview.org
 Phone:
(415) 554-5297
 E-mail:
[email protected]
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