Oakland Police Department. Personnel Section. Annual Report 2010

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1 Oakland Police Department Annual Report 2010

2 Table of Contents I. Section Functions / Responsibilities...3 II. Staffing...3 III. Fiscal Management...4 IV. Training Received...4 V. Significant Accomplishments...4 VI. Performance Data...5 VII. Other Performance Data...6 VIII. Plans and Goals...6 Page 2 of 7

3 Section Functions / Responsibilities In the second half of 2010, the Department reorganized and the various units formerly under the were reassigned to other work units. The Personnel Administration Unit and the Medical Unit were assigned to the newly formed Personnel and Fiscal Services Division. The Recruiting and Background Investigation Unit was assigned to the Training Section. The Personnel Assessment System (PAS) Administration Unit was moved under the Bureau of Investigation. The (former Personnel Administration Unit) is responsible for the daily processing of all personnel-related matters for every sworn member and professional employee in the Police Department. The unit is responsible for maintaining and updating over 1,100 personnel files. Among other responsibilities, the unit processes and monitors bilingual test requests; processes annual salary step increases; tracks badge assignment and inventory; generates personnel rosters; handles the initial processing of all new employees and the final checkout for separating employees; facilitates movement and transfer of members and employees by updating the Personnel Database system that feeds and updates ipas; monitors and updates Telestaff; maintains filled/vacancy records and position control reports and coordinates the Department s promotional ceremonies. The unit also maintains the Sworn Transfer Book, coordinates and tracks the performance appraisals, responds to personnel surveys, Public Records requests and verifications of employment. The Medical Unit manages the workers compensation program; processes and tracks all injury reports, maintains medical files, administers payroll for injured members/employees; coordinates disability retirements; manages the Transitional Assignment program to return injured workers to limited duty whenever possible; tracks FMLA requests, and schedules ergonomic workplace evaluations. Staffing The s authorized vacant Administrative Analyst II position was offered up due to budget cuts. At the end of 2010, the s authorized staffing was as follows: Police Personnel Operations Specialist Minnie Chan Personnel Administrative Analyst II Jennifer Foster Administration Unit Administrative Analyst I Cynthia Jay Police Records Specialist Keith Wilson Police Records Specialist Aki James Storekeeper II Mark Halal Medical Unit Medical Coordinator (JT2 staff) Mary Costello Administrative Support (JT2 staff) Jean Harris Page 3 of 7

4 Fiscal Management () Budget Appropriations Actual Expenditures Difference O & M $259,707 $252,273 $7,434 Personnel $777,240 $740,693 $36,547 Overtime $11,416 $12,843 ($1,427) TOTAL $1,048,363 $1,005,809 $42,554 Training Received by Staff The staff received numerous hours of training in various subjects during Below is partial listing of trainings received: Police Personnel Operations Specialist M. Chan Suicide Prevention, Sick and Injury Procedures, Sexual Harassment Awareness, etc. Administrative Analyst II J. Foster Language Access, CLETS certification, Response to Calls and On-line Reporting, etc. Administrative Analyst I C. Jay Civilian Badges, Alarm System, California Law Enforcement Memorial, etc. Police Records Specialist K. Wilson Request for Bldg Maintenance, Departmental Discipline Policy, Sexual Harassment Awareness, etc. Police Records Specialist A. James Sworn and Civilian Standby, Language Access, Civilian Badges, etc. Storekeeper M. Halal Discipline Matrix, CLETS Exam Part 1, Complaint Notification and Contact Requirement, etc. Significant Accomplishments Continue to work toward bringing Task 44 to full compliance. Continued compliance of NSA Tasks 19, 23 and 46. Managed the multiple Reduction In Force effects by facilitating the movement of employees in and out of the Police Department to include the layoff of 80 sworn members. Participated in special assignment during Operation Verdict by staffing the Logistics Section. Page 4 of 7

5 Processed 200+ Carry Concealed Weapon applications, 900+ Performance Appraisals, and approximately 600+ Step Increases. Filled 20 full-time positions during a city-wide hiring freeze. Medical Unit completed 70 Transitional Assignment placements, of which 64 returned to full-duty. The Transitional Assignment program saved the City $699,900 in potential costs. Collaboration of the Medical Unit, Risk Management and JT2 resulted in 19 disability retirements. Performance Data In 2010, the processed transactions for 68 additions, 143 separations (excludes laid off Officers who transitioned to Reserve Officers), and the following member promotions: Date Member Rank 24Mar10 Randell Wingate (Reinstate to Sergeant) 17May10 Darren Allison Captain 17May10 Ersie Joyner Captain 17May10 Blair Alexander Lieutenant 17May10 Dana Flynn Lieutenant 17May10 Danielle Outlaw Lieutenant 17May10* William Bacon Sergeant 17May10* Jack Doolittle Sergeant 17May10* & Bryan Hubbard Sergeant 11Dec10 17May10* Steven Nowak Sergeant 17May10* Gregory Porritt Sergeant 14Jun10 Anthony Banks, Sr. Captain *These Sergeants were reverted to Police Officers in July 2010 as a result of the layoff impact. Bryan Hubbard was re-promoted to Sergeant in December Department Awards Department awards were presented at the Department s Annual Awards Ceremony. The following medals and commendations were awarded in 2010: Medal of Valor 2 Medal of Merit 7 Unit Citation Award 7 Page 5 of 7

6 Workers Compensation Program The Workers Compensation Management Program continued to operate successfully during Supervisors continue to improve their knowledge of the process and injured workers are returning to work faster due to the Transitional Assignment Program. The Transitional Assignment Program requires injured workers assigned to modified duty to receive medical updates after each medical visit, and, every 90 days, at minimum. Transitional assignments are reviewed upon receipt of updated medical information. The period may be adjusted based on the updated medical information. At the time of review, the Department decides on the best course of action, which may include the extension of an injured worker s transitional assignment. Such decisions are made on a case-by-case basis. The process of contacting Company Nurse was added in Although it does not eliminate any of the steps of the reporting process, it does support the reporting process because Company Nurse will do an intake/claim, obtain your information and may make a referral for medical care. The intake/claim form is then forwarded to the claims administration for follow up and handling of the claim. Other Performance Data A review of the employees performance data, including uses of force, discharges of firearms, personnel complaints, vehicle pursuits, and vehicle collisions, showed no patterns of behavior needing corrective action. Plans and Goals The Personnel Administration Unit goals for 2011 are to: Maintain compliance with all Negotiated Settlement Agreement training requirements; Maintain full compliance with NSA Tasks 29, 23 & 46; Be in full compliance with NSA Task 44; Continue to process, monitor and conduct audits of the performance appraisal system; Continue to monitor and update records in Telestaff; Pursue possible grant funding to replace the current old identification system; Minimize vacancies through the timely submission of personnel requisitions and examination requests; Continue to improve the personnel database to track additional personnel information and to produce more accurate reports; Create and maintain accurate Transfer and Order of Merit lists; Service all personnel-related requests in a timely and professional manner; Process all member/employee transactions accurately and timely; and Continue to improve and provide quality customer services. Page 6 of 7

7 Medical Unit goals for 2011 include: Continue to improve and expedite injury reporting through, employee, supervisor and command staff training. Continue returning workers to duty promptly, making full use of transitional assignment opportunities. Process all reports of workers compensation injuries promptly. Process all members /employees (assigned to the Medical Unit) payroll adjustments promptly. Eliminate overpayments to injured workers by providing close and effective oversight of pay status. Track and monitor Family Medical Leave Act applications. Track and monitor Fair Employment and Housing Act (FEHA)/Americans with Disabilities Act (ADA) applications. Page 7 of 7

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