Oakland Police Department

Transcription

1 Oakland Police Department Annual Management Report 2013

2 TABLE OF CONTENTS BUREAU OF FIELD OPERATIONS...1 BUREAU OF RISK MANAGEMENT...62 BUREAU OF SERVICES CRIMINAL INVESTIGATION DIVISION...145

3 Bureau of Field Operations Bureau of Field Operations Annual Management Report

4 Bureau of Field Operations TABLE OF CONTENTS BUREAU OF FIELD OPERATIONS Bureau of Field Operations Overview...3 Bureau of Field Operations Area Bureau of Field Operations Area Bureau of Field Operations Area Bureau of Field Operations Administration Section...17 Bureau of Field Operations Area Bureau of Field Operations Area Bureau of Field Operations Support Operations Division...30 Support Operations Division Animal Services Section...35 Support Operations Division Special Operations Section...41 Special Operations Section Police Reserve Program...42 Special Operations Section Canine Program...43 Special Operations Section Marine Program...46 Special Operations Section Tactical Operations Team Program...48 Special Operations Section Air Support Unit...51 Special Operations Section Alcohol Beverage Action Team (ABAT)...53 Special Operations Section Special Events Unit...55 Support Operations Division Traffic Operations Section...56 Traffic Operations Section Vehicle Enforcement Unit...58 Traffic Operations Section Traffic Safety Unit...60 Traffic Operations Section Parking Enforcement Unit

5 Bureau of Field Operations BUREAU OF FIELD OPERATIONS OVERVIEW The Bureau of Field Operations (BFO) is the largest subordinate unit of the Oakland Police Department. Units within BFO carry out various duties including: administrative; air support; community policing; crime reduction; patrol; and traffic functions. It is the primary working assignment for 392 sworn police officers and 229 civilian professional staff. BFO is further divided by geography and function: BFO 1 (West) is commanded by Deputy Chief David Downing and covers Area 1, Area 2, Area 3, and the BFO Administrative Section. BFO 2 (East) is under the command of Deputy Chief Eric Breshears and covers Area 4, Area 5, and the Support Operations Division, which provides specialized capabilities, resources, and enforcement throughout the City. The Division consists of two major Sections: Special Operations Section and Traffic Operations Section. At the start of 2013, BFO was divided into two Policing Areas (Area 1 and Area 2). Based on recommendations by the Bratton Group, the Department reorganized to a Neighborhood Policing Plan on June 8, 2013 BFO was restructured into five Policing Areas, each under the command of an Area Captain. Each captain was given the responsibility for crime in his/her area and accountability for designing and implementing responses to address crime conditions. Beyond the recommendations of the Bratton Group, the Department assigned two Deputy Chiefs to BFO, each with responsibility for approximately half of the City of Oakland. Additionally, Watch Commanders were transferred from the BFO Administration Section to the Area Captains. Their role changed from primary responsibility for Patrol Division Operations over a specified time period to a geographic focus under the Area Captains with Patrol Operations as a collateral duty. STAFFING Staffing grew during 2013 as the result of hiring by the City for both sworn and civilian professional staff positions as well as the reorganization of the Department. Vacancies still exist; however, the hiring process is still ongoing. The City has authorized additional positions for the Department which will result in continued growth throughout The actual growth of BFO will be determined by the successful completion of training programs by new personnel and deployment to other units due to critical need for staffing across the Department. FISCAL MANAGEMENT REPORT Organizational (Org) codes used to track expenditures were not changed at the same time as the Department reorganized from three areas to five. Rather, previous Org codes for Area 1 and Area 2 were used for BFO 1 and BFO 2 until the new Org codes were made to match the five policing areas. The table that follows represents the appropriations and expenditures for the entire Bureau for BFO remained within budget to the extent possible. Staffing shortages resulted in salary savings in personnel costs (excluding overtime), but the staffing shortages of sworn personnel also had the effect of exceeding the overtime budget to maintain minimum staffing levels. The overtime 3

6 Bureau of Field Operations budget was also impacted by street protests (demonstrations) that required overtime staff to meet public safety needs. Appropriation Categories Budget Appropriation Actual Expenditures Difference O&M 3,729,108 3,079, ,637 Grants 6,220,328 4,909,936 1,310,392 Personnel (excluding Overtime) 88,839,196 83,705,439 5,133,757 Overtime 9,402,970 16,600,654 (7,197,684) Total 108,191, ,295,500 (103,897) Estimated Patrol overtime hours are reported to Area Captains in the Daily Notification Report (DNR), an internal document distributed electronically to Department command staff. The overtime report only covers backfill overtime for vacant Patrol positions based on shift length and computed at a Top Step Patrol Officer s rate. The report does not cover unplanned extensions of shift, court overtime or special enforcement projects. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL BFO staff, excluding those absent due to extended leave, completed all required policy training and information using PowerDMS, which is the Department s online computer-based training system. Additionally, sworn staff completed 40 hours of In-Service Training. This consisted of Continuing Professional Training (CPT) for sergeants and officers and Command Retreats for lieutenants and above. Due to staffing shortages, training opportunities were to a large degree limited to mandatory training for a member s or employee s position or to refresh perishable skills. SIGNIFICANT ACCOMPLISHMENTS For 2013, BFO set an ambitious goal: to reduce violent crime in Oakland by 10%. The Department tracked the five major categories of violent Part 1 Crimes as reported under Uniform Crime Reporting (UCR) criteria. These crimes include: murder, non-ucr murders, aggravated assaults, rape, and robbery. The Department saw reductions in all categories except Robbery. While the goal of a 10% reduction in violent crime was not fully realized, significant progress was made in the key areas of homicides and firearm related assaults which were down 28% and 16%, respectively. PRODUCTIVITY PERFORMANCE DATA Despite staffing challenges and a high number of calls for service, BFO remained productive. The enforcement actions of officers resulted in 10,530 arrests, of which 1,807 were narcoticsrelated and 768 involved firearms. In 1,390 instances, equating to less than 8% of all arrests, officers used force in the performance of duty. BFO officers were involved in 223 pursuits while attempting to make stops for vehicular and criminal violations. Between the officers 4

7 Bureau of Field Operations enforcement of vehicle code violations and the Parking Enforcement Unit s efforts, over 320,000 citations were issued. PLANS, EXPECTATIONS, AND GOALS Crime reduction remains one of the main goals of the Department. BFO will continue its efforts in maintaining a downward trend of violent crime in Oakland with a goal of reducing homicides to 60 for This will be done through the collection and analysis of criminal intelligence, trend identification, and focusing resources where needed. BFO will continue to strive for organizational excellence by ensuring that all personnel are trained appropriately for their positions. Staff will continue to be held accountable for their actions and results. Superior work will be recognized and rewarded, demonstrating how much the Department values such efforts. As the public face of the Department, BFO personnel will continue to increase community involvement and engagement to create partnerships with the residents of Oakland. 5

8 Bureau of Field Operations BUREAU OF FIELD OPERATIONS AREA 1 BFO 1 (West) is commanded by Interim Deputy Chief David Downing and covers Area 1, Area 2, Area 3, and the BFO Administrative Section. In 2013, Area 1 (Beats 1-7) was commanded by Acting Captain Eric Lewis. Area 1 is the area traditionally known as West Oakland. It is bordered by the City of Emeryville and Area 2 on the north, Lake Merritt on the east, the Oakland Estuary on the south, and the Bay on the west. Area 1 is a diverse community with multiple thriving business districts, including Jack London Square, Downtown Oakland, and City Hall (Frank Ogawa Plaza). STAFFING Position Authorized Actual Captain 1 1 Lieutenant 3 3 Sergeant Officer Canine Officer 1 1 PET 3 2 PST 2 0 Although all of the command positions in Area 1 were filled, the captain s position and one of the lieutenant s positions were staffed by personnel acting at a higher rank. The three sergeant vacancies were the result of loans and/or re-deployment of the Administrative/Relief Sergeants to other positions in the Department. The table above reflects staffing at the end of December and includes loans and vacancies. The actual number of officers fluctuated throughout the year due to loans, transfers, and other long term absences. The 32 officer positions listed do not include those officers in training during their field training assignments. Officers in training cycled through certified field training officers in four-week rotations. Promotions and Retirements A sergeant was promoted to lieutenant and transferred to Area 3 as a Special Resource Commander. Thirty-six other sworn members left Area 1 during the year which includes 2 resignations and the following retirements (2 service & 3 disability): Officer Keith Dodds, 7607 Service Retirement 25 years of service Officer Aaron Frye, 7596 Disability Retirement 25 years of service Officer Kevin McDonald, 7802 Service Retirement 23 years of service Officer Rafek Saleh, 8829 Disability Retirement 6 years of service Officer Ashlei Williams, 8849 Disability Retirement 6 years of service There were 23 transfers or reassignments in to Area 1. Six of these were officers that successfully completed field training. 6

9 Bureau of Field Operations Two officers were promoted to sergeant on June 8, One transferred to Area 1 from Area 5. The other remained in Area 1. FISCAL MANAGEMENT REPORT Area 1 fiscal data regarding O&M, Personnel, Grants, and Overtime for 2013 cannot be parsed from the consolidated Bureau of Field Operations statistics due to Department reorganization. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL Training Title Rank of Attendee Number Attending Hours Total Hours Crisis Intervention Officer Critical Incident Response for Managers and Supervisors Sergeant Critical Thinking Course Lieutenant 1 Officer Field Training Officer Course Officer Field Training Officer Update Officer Firearms Instructor Update Officer Police Service Officer Course Sergeant Officer Prostitution Enforcement and Undercover Course Officer Sherman Block Leadership Institute (SLI) Sergeant Search Warrant School & Informant Management Officer Search Warrant Digital Evidence Officer Total Station Training Officer Undercover Course (Drug) Officer Total 1,672 The preceding table does not include on-line training through the Peace Officer s Standard and Training (POST) learning portal, the Department s PowerDMS, or other Departmentally required training. SIGNIFICANT ACCOMPLISHMENTS Area 1 had the following accomplishments: Murders decreased from 26 in 2012 to 15 in 2013, a 42% reduction Shootings decreased from 105 in 2012 to 54 in 2013, a 49% reduction Rapes decreased from 42 in 2012 to 35 in 2013, a 17% reduction Strategies were implemented to help reduce street level robberies and the arrest of several offenders: Officers were directed to conduct thorough preliminary investigations Periodic audits by commanders to ensure investigations were efficient 7

10 Bureau of Field Operations Problems Solving Officers assisted Criminal Investigations Division (CID) investigators with follow ups by looking for additional witnesses and/or video Officers conducted compliance checks of Area 1 probationers and parolees with a robbery history Officers worked with Neighborhood Service Coordinators on known Hot spots and disseminated informational flyers on robbery prevention Outreach was conducted in Latino and Asian communities. Information was provided in Spanish, Cantonese, Mandarin and Vietnamese on how to avoid being a victim and how to report incidents. Other accomplishments include: Collaboration with the Youth and Family Services Division to help sexually exploited women and teens along the International Boulevard corridor Conducted decoy operations and identified pimps Provided informational handouts on services available Partnered with social service agencies to help women victimized by pimps Partnered with Federal Bureau of Investigation to identify pimps Built partnerships with all Neighborhood Crime Prevention Councils Created and worked with the Area 1 Captain s Community Advisory Committee Conducted operations that curbed robbery and burglary incidents Awards and Recognition An officer received a Chief s Commendation for his actions upon discovering a family with children had all of their Christmas toys stolen by a burglar. He personally paid for and replaced the toys that had been taken by the burglar so the children could have a Merry Christmas. PRODUCTIVITY PERFORMANCE DATA Narcotics Firearm Vice Crimes Total Citations Field Arrests Arrests Arrests Arrests Issued Contacts ,475 2,673 1,977 OTHER PERFORMANCE DATA Uses of Force Level 1 Level 2 Level 3 Level 4 Total Incidents Other Data Internal Affairs Vehicle Collisions Vehicle Collisions Pursuits Complaints (Preventable) (Non-Preventable)

11 Bureau of Field Operations PLANS, EXPECTATIONS, AND GOALS Area 1 will continue to focus on street level robberies, shootings, human trafficking and residential burglaries. Patrol officers will, as time permits, continue to focus directed patrol activities on identified Hot Spots. Additionally, First and Second Watch Officers will walk in business districts and meet with merchants. Third Watch officers, will focus their directed patrol activities on Hot Spots and the 7 th Street corridor. All community policing beats are filled and more is going to be expected from the Problem Solving Officers (PSOs). PSOs will be expected to: Develop larger and more sophisticated problem solving projects; Coordinate and utilize patrol and other Department resources; and Work with Criminal Investigation Investigators on street level robberies and assist with canvasses, recovering video and additional witnesses. Crime Reduction Team officers will focus on violent offenders, Hot Spots and serving search warrants. Area 1 supervisors will continue to ensure compliance with policy and law by conducting thorough administrative investigations and by reviewing Personal Digital Recording Device (PDRD) footage. Administrative/Relief Sergeants will be used to organize and track administrative tasks, conduct Division Level Investigations, conduct quality reviews of crime reports, assist with crime reduction efforts, and provide consistent supervisory relief in the absence of a patrol team s primary sergeant. With the reduced administrative duties, Patrol supervisors will be expected to spend more time in the field developing their officers through, coaching, mentoring, and supervision. Supervisors will also be held accountable to make certain that officers are proactive in the Area to achieve the goal of crime reduction. Commanders will be expected to conduct random audits of PDRD footage to ensure compliance with law and policy as well as ensuring the quality of administrative investigations. Commanders will be expected to provide field leadership by response to major scenes and the management of personnel. 9

12 Bureau of Field Operations BUREAU OF FIELD OPERATIONS AREA 2 Area 2 (Beats 8-14) is commanded by Captain Anthony Toribio. Area 2 is the area traditionally known as North Oakland. It is bordered by the City of Emeryville and the City of Berkeley to the west, Contra Costa County to the north, and Area 1, the City of Piedmont and Area 3 to the south and east. Area 2 has a combination of residential neighborhoods and the commercial districts of Rockridge, KONO, Temescal, Montclair, and Piedmont Avenue STAFFING Position Authorized Actual Captain 1 1 Lieutenant 3 3 Sergeant Officer Canine Officer 3 3 PET 2 2 PST 1 0 All of the command positions in Area 2 were filled. However, one of the lieutenant s positions was covered for a portion of the year by a sergeant acting in higher rank. When he was promoted to lieutenant, he remained in his position as Patrol Day Operations Commander. A sergeant was promoted to lieutenant on June 8, 2013 and transferred from the Office of Chief of Police as a Special Resource Commander. Sergeant vacancies existed for most of the year as the result of loans and/or re-deployment of the Administrative/Relief Sergeants to other positions in the Department. The table above reflects staffing at the end of December 2013 and includes loans and vacancies. The actual number of officers fluctuated throughout the year due to loans, transfers, and other long term absences. Further, the officer positions do not include those officers in training during the field training assignments. Officers in training cycled through certified field training officers in four week rotations. 23 sworn members left Area 2 during the year. One vacancy was the result of Officer Sor Yang losing his battle with cancer. There were four resignations and the following retirements: Sergeant Barry Hoffman, 7619 Disability Retirement 27 years of service Sergeant Mark Thomas, 7229 Service Retirement 28 years of service Officer Angela Coaston, 7777 Disability Retirement 23 years of service Officer Cesar Garcia, 8458 Disability Retirement 12 years of service Officer Albert Smith, 7755 Disability Retirement 23 years of service Officer Phong Tran, 8244 Disability Retirement 15 years of service There were 22 transfers or reassignments in to Area 2 during Four of the reassignments were officers who had successfully completed Field Training. Upon promotion to sergeant on June 8, 2013, one member was transferred to Area 2 from Youth and Family Services. 10

13 Bureau of Field Operations FISCAL MANAGEMENT REPORT Area 2 fiscal data regarding O&M, Personnel, Grants, and Overtime for 2013 cannot be parsed from the consolidated Bureau of Field Operations statistics due to Department reorganization. The Police Area 2 data under Org Code was for the central portion of the City until reorganization and did not include the current service Area. After reorganization, Org Code was used for BFO 2 until separate Org Codes were created to match the new policing areas. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL Training Title Rank of Attendee Number Attending Hours Total Hours Canine Emergency Medicine Officer Crisis Intervention Officer Critical Incident Response for Managers and Supervisors Sergeant Field Training Officer Course Officer Firearms Instructor Update Officer Instructor Development Course Officer MILO Facilitator Course Officer Police Service Officer Course Sergeant 1 Officer Search Warrant School & Sergeant 1 Informant Management Officer Prostitution Enforcement and Undercover Course Officer Total 1,236 The preceding table does not include on-line training through the Peace Officer s Standard and Training (POST) learning portal, the Department s PowerDMS, or other Departmentally required training. SIGNIFICANT ACCOMPLISHMENTS Area 2 had the following accomplishments: Street level robberies increased 3% in 2013 vs However, at the start of area command on June 2013, robberies were up 40% YTD 2013 vs Robberies decreased substantially (37%) after the implementation of geographic command. Shooting incidents decreased 6% overall compared to In June 2013, shootings were up 8%. There was a reduction of 14% after the implementation of geographic command. Burglaries decreased overall 7% compared to In June 2013, burglaries were equal to 2012 numbers. There was a reduction of 7% after the implementation of geographic command. Creation of Community Advisory Committee. Increased use of Social Media to include: Twitter, Nixle, and NextDoor. Creation of a Crime Reduction Team for North Oakland. 11

14 Bureau of Field Operations Established regular meetings with surrounding law enforcement agencies to discuss crime patterns, trends, and strategies. Partners include Berkeley PD, BART PD, Piedmont PD, and Emeryville PD. Established regular meetings with security patrol companies to discuss crime patterns, trends, and strategies. Implemented regular Coffee with the Captain meetings throughout the Area to meet community members and discuss public safety. Developed collaborative partnership with Criminal Investigation Division to identify crime pattern and trends. Awards and Recognition The Area 2 Crime Reduction Team (sergeant and six officers) received the Chief s Certificate of Commendation for outstanding service. Two officers received the Chief s Certification for outstanding service. Captain s Commendations were presented four officers for arresting an armed robbery suspect. PRODUCTIVITY PERFORMANCE DATA Narcotics Arrests Firearm Arrests Vice Crimes Arrests Total Arrests Citations Issued Field Contacts ,069 1,043 1,293 OTHER PERFORMANCE DATA Uses of Force Level 1 Level 2 Level 3 Level 4 Total Incidents Other Data Internal Affairs Vehicle Collisions Vehicle Collisions Pursuits Complaints (Preventable) (Non-Preventable) PLANS, EXPECTATIONS, AND GOALS At least 10% reduction in overall crime and 20% reduction in violent crime. Ensure compliance with all related Negotiated Settlement Agreement areas. Identify and provide training to personnel to improve performance, career development, community relations, and supervision & leadership. Maintain fiscal discipline related to discretionary overtime and leaves. 12

15 Bureau of Field Operations BUREAU OF FIELD OPERATIONS AREA 3 Area 3 (Beats 15-22) is commanded by Captain Ricardo Orozco. Area 3 is centrally located within the City of Oakland. It is bordered by Area 1, Area 2, Lake Merritt, and the City of Piedmont on the west, Redwood Regional Park on the north, Area 4 to the west, and the estuary to the south. Area 3 is a diverse community with several thriving business districts: Lakeshore; Eastlake; Park; Dimond; Laurel; and Fruitvale. STAFFING Position Authorized Actual Captain 1 1 Lieutenant 3 3 Sergeant 12 9 Officer Sworn Evidence Technician 1 1 Canine Officer 2 2 PET 2 2 PST 1 0 One lieutenant position was staffed by a sergeant acting at a higher rank for the majority of the year. There were three sergeant vacancies for most of the year as the result of loans and/or redeployment of the Administrative/Relief Sergeants to other positions in the Department during The table above reflects staffing at the end of December 2013 and includes loans and vacancies. The actual number of officers fluctuated throughout the year due to loans, transfers, and other long term absences. The officer positions do not include those officers in training during the field training assignments. Officers in training cycled through certified field training officers in four week rotations. Thirty six sworn members left Area 3 during the year. Curtis Worcester was promoted from officer to sergeant and transferred to Area 1. The School Safety Team was reassigned from the Criminal Investigations Division to Area 3. This unit was moved to the Youth and Family Services Section as a result of reorganization. Among the other 25 persons that left Area 3 during the year, there were 3 resignations and the following retirements: Sergeant Larry Riggs, 7553 Service Retirement 27 years of service Officer Evan Frazier, 8530 Disability Retirement 11 years of service Officer Jaime Majarucon, 8361 Disability Retirement 13 years of service Officer Marco Rodriguez, 8278 Disability Retirement 14 years of service Officer Maureen Vergara, 8562 Disability Retirement 11 years of service There were 32 transfers or reassignments in to Area 3. Ten transfers were the result of the School Safety Team being reassigned from the Criminal Investigations Division to Area 3. 13

16 Bureau of Field Operations FISCAL MANAGEMENT REPORT Area 3 fiscal data regarding O&M, Personnel, Grants, and Overtime for 2013 cannot be parsed from the consolidated Bureau of Field Operations statistics due to Department reorganization. The Police Area 3 data under Org Code was for the eastern portion of the City until reorganization and did not include the current service Area 3. The current Area 3 was funded through Org Code before reorganization and Org Code after reorganization. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL Training Title Rank of Attendee Number Attending Hours Total Hours Below 100 Train the Trainer Officer Crisis Intervention Officer Critical Incident Response for Managers and Supervisors Sergeant Critical Thinking Course Sergeant 2 Officer EVOC Train the Trainer Officer Field Training Officer Course Officer Field Training Officer Update Officer Firearms Instructor Update Officer Instructor Development Course Officer POST Police Service Officer Sergeant 1 Course Officer Prostitution Enforcement and Undercover Course Officer Search Warrant School &Informant Management Officer Total Station Training Officer Underwater Robot Training Officer Total 1,526 The preceding table does not include on-line training through the Peace Officer s Standard and Training (POST) learning portal, the Department s PowerDMS, or other Departmentally required training. SIGNIFICANT ACCOMPLISHMENTS The goals for Area 3 from June to December 2013 were to reduce street level robberies, reduce human trafficking and build relationships with community partners: Area 3 had the following accomplishments: Street level robberies were decreased by 9%; prior to the implementation of Area Command, Area 3 robbery rate was at 22%. At the end of the year the robbery rate dipped to 13%. 1 Murders decreased from 23 in 2012 to 12 in 2013, a 48% reduction 1 Numbers based on COMPSTAT report for the weeks of 10 Jun and 23 Dec

17 Bureau of Field Operations Shooting incidents decreased 14% overall compared to 2012 Rapes decreased from 55 in 2012 to 35 in 2013, a 36% reduction Burglaries decreased overall 23% compared to 2012 Auto Thefts increased by 3% compared to last year Strategies Implemented to Help Reduce Street Level Robberies Officers directed to conduct thorough preliminary investigations Periodic audits by commanders to ensure officers are conducting thorough investigations Problems Solving Officers working with investigators to assist with follow up looking for additional witnesses and/or video Conduct compliance checks on known Area 3 probationers and parolees for robbery Work with Neighborhood Service Coordinators on known Hot spots disseminating flyers on robbery prevention Provide outreach to Latino and Asian community, providing information in Spanish, Cantonese, Mandarin and Vietnamese on how not to be a victim and how to report incidents. Other Accomplishments Working with Youth and Family Services to help sexually exploited women along the International corridor. Conducting decoy operations and identifying pimps Providing information handouts on services available Partner with social service agencies to help women victimized by pimps Partner with Federal Bureau of Investigation to identify pimps Dear John letter writing campaign Building partnerships with all Neighborhood Crime Prevention Councils. Creating and working with the Area 3 Captain s Community Advisory Committee. Awards and Recognition Patrol 1st Watch, Team 3B (a sergeant and 6 officers) received the Department s Unit Citation. A sergeant was awarded the Chief s Leadership Award PRODUCTIVITY PERFORMANCE DATA Narcotics Firearm Vice Crimes Total Citations Field Arrests Arrests Arrests Arrests Issued Contacts ,800 1,106 1,147 15

18 Bureau of Field Operations OTHER PERFORMANCE DATA Uses of Force Level 1 Level 2 Level 3 Level 4 Total Incidents Other Data Internal Affairs Vehicle Collisions Vehicle Collisions Pursuits Complaints (Preventable) (Non-Preventable) PLANS, EXPECTATIONS, AND GOALS Area 3 will continue to focus on street level robberies, human trafficking and residential burglaries. Patrol officers will, as time permits, continue to focus directed patrol activities on identified Hot Spots. Additionally, First and Second Watch will walk in business districts and meet with merchants. Third Watch officers will focus their directed patrol activities on hot spots and the International corridor. All community policing beats are filled and more is going to be expected from the Problem Solving Officers (PSOs). PSOs will be expected to: Develop larger and more sophisticated problem solving projects, Better coordinate and utilize patrol and other Department resources, Work with Criminal Investigation Investigators on street level robberies and assist with canvass, recovering video and looking for witnesses. Crime Reduction Team officers will focus on violent offenders, Hot Spots and serving search warrants. Area 3 commanders and supervisors will continue to ensure compliance, by reviewing crime reports, use of force reports and reviewing PDRD footage. Commanders will be expected to conduct random audits to ensure compliance with Use of Force, by reviewing reports and PDRD footage. Supervisors will also conduct thorough use of force investigations and making sure officers are following policy and the law. Supervisors will also be held accountable to ensure officers are proactive in the Area and working on crime reduction. 16

19 Bureau of Field Operations BUREAU OF FIELD OPERATIONS ADMINISTRATION SECTION The Bureau of Field Operations Administrative Division (BFO Admin Sec) is under the command of Lieutenant Demetrio Lozares, II. It is comprised of three separate units: the BFO Admin Unit; the Field Training Unit; and the Property and Evidence Unit: The BFO Admin Unit The BFO Admin Unit works to ensure adequate staffing in Patrol. The Unit coordinates the Annual Shift Draw for officers and sergeants as well as subsequent draws for mandatory overtime. The BFO Admin Unit is also responsible for ensuring compliance with timelines by tracking the following documents for the BFO: Discipline Reports Division Level Investigations Monthly Management Reports Performance Appraisals Performance Assessment System Reports and Follow Ups Pursuit Reports Use of Force Reports and Investigations The BFO Admin Unit maintains the Use of Force Database, scheduling of Force Review Boards, and ensures completion of deliverables from Review Board findings. It also tracks Departmental training and vehicle inspections. BFO Admin confirms community meeting attendance and coordinates the Civilian Ride Along program. The Court Liaison Detail is part of the BFO Admin Unit. The Detail receives, processes, and ensures the timely service of all subpoena requests for Departmental personnel. Court Liaison facilitates personnel appearances when schedule conflicts exist, maintains the Department Court Log, and updates the Court Cancellation Line Monday through Friday. The Court Liaison Detail is also responsible for tracking court attendance by members and employees for overtime purposes. The Field Training Unit The Field Training Unit (FTU) is responsible for recruitment, testing, selection, and training successful candidates to become Field Training Officers (FTO s). Additional training is provided to Patrol Commanders, Patrol Sergeants, FTO s, and Officers in training regarding the program. The FTU ensures that the Field Training Program meets the standards of the Commission on Peace Officer Standards and Training (POST) and remains in compliance with all Department Field Training Program Standards. The Unit monitors the performance of all trainees assigned to field training and conducts focus groups for continuous evaluation of the program. The Property and Evidence Unit The Property and Evidence Unit (PEU) is responsible for receiving and retaining custody of evidence in criminal cases and property which has either been found, taken for safekeeping, or has been turned in by its owner for destruction. Evidence items must be retained by the unit until one of the following dispositions occurs: 17

20 Bureau of Field Operations The case is adjudicated The case was presented to the District Attorney and not charged The statute of limitations has been reached It has been determined that no crime has been committed; or The case was filed and not presented to the District Attorney PEU makes reasonable attempts to return found property, safekeeping property, and evidence items that have been authorized for release to their rightful owner. When this is not possible, the items are disposed of in accordance with law and Department policy. The PEU is also responsible for stocking, issuing, and tracking OC in accordance with the Negotiated Settlement Agreement and Departmental policy. STAFFING The following table displays the staffing of the Bureau of Field Operations Administrative Division: Position Authorized Actual Lieutenant 1 1 Sergeant 3 4 Police Property Supervisor 1 1 Officer 3 3 Administrative Analyst II 1 1 Police Property Specialist 5 5 Police Record Specialist 5 5 Police Service Technician 3 16 Command staffing levels changed during BFO Admin Sec. was staffed by a captain and 8 lieutenant Watch Commanders in Patrol. The lieutenants were reassigned to the Area Captains during reorganization and the captain s position was converted to a lieutenant s position. The overage in sergeants is the result of a transitional assignment. Staffing also increased as the result of the PEU being moved from Bureau of Investigations to BFO Admin Sec. Police Service Technicians (PST s) exceed the number of positions due to newly funded positions in the Department. They are temporarily assigned for training prior to reassignment to Patrol and other units within the Department. There were no resignations from BFO Admin Sec. The following staff retired during the year: Lieutenant Johnny Davis, Jr 7508 Service Retirement 28 years of service Lieutenant Ronald Yelder 7815 Disability Retirement 23 years of service PST Richard Torres 3805 Service Retirement 30 years of service FISCAL MANAGEMENT REPORT Fiscal data for the units in BFO Admin were reported under two separate Org Codes (BFO Admin) and (PEU). 18

21 Bureau of Field Operations Appropriation Categories BFO Admin Org Code Budget Appropriation 19 Actual Expenditures Difference O&M 558, , ,481 Grants 2,785,831 3,345,009 (559,177) Personnel (excluding Overtime) 1,541,264 4,048,508 (2,507,244) Overtime 4, ,155 (673,155) Total 4, ,342,064 (3,563,095) BFO Admin exceeded its budget, most notably in the areas of Personnel and Overtime. This is largely due to the movement of the Watch Commanders into and out of BFO during the year. Additionally, some unanticipated protest overtime was charged to BFO Admin. Appropriation Categories Budget Appropriation PEU Org Code Actual Expenditures Difference O&M 96,205 95, Grants 604,320 3, ,381 Personnel (excluding Overtime) 474, ,044 (110,965) Overtime 12,100 26,971 (14,871) Total 1,186, , ,593 PEU exceeded its budget for both Personnel and Overtime. During 2013 a police officer was loaned to the Unit for firearm tracing. Overtime was necessary to keep PEU open to backfill for staff that was absent due to approved leave. Additional overtime was required to relocate evidence items to comply with Occupational Safety and Health Administration (OSHA) safety standards. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL The City approved additional PST positions for the Department during Due to the increase in Police Officer Trainee hiring, the Training Division was not able to provide training for the PST s. BFO Admin provided and coordinated training for a newly created PST Basic Course of four weeks. Training Title POST Child Abuse and Sexual Assault Investigator Course Critical Incident Response for Managers and Supervisors Leading for Performance, Productivity & Morale Rank of Attendee Number Attending Hours Total Hours Sergeant Lieutenant Police Property Supervisor PST Basic Course Police Service ,680

22 Bureau of Field Operations Training Title Property and Evidence Handling Search Warrant School &Informant Management Rank of Attendee Technician Police Property Specialist Number Attending Hours Officer Total Hours Total 1,840 The preceding table does not include on-line training through the Peace Officer s Standard and Training (POST) learning portal, the Department s PowerDMS, or other Departmentally required training. SIGNIFICANT ACCOMPLISHMENTS BFO Admin had the following accomplishments by unit. BFO Admin Increased the functionality of Internal Personnel Assessment System (i-pas) by linking copies of use of force reports to the database Reorganization of lieutenant s positions from Watch Commanders to Area Command Reorganization of BFO to increase supervisory relief positions for Crime Reduction Teams, Patrol, on Police Service Officer squads Training and deployment plans for new PST s Awards and Recognition A PRS was honored as the Bureau Professional of the Year A PRS received the Department s Spirit Award. Field Training Unit The FTU made modifications to the Field Training Program to meet the need of the Department. These modifications were approved by POST on 27 Aug 13. The FTU also intensified its recruitment efforts which are anticipated to double the number of FTO s from July Property and Evidence Unit Received a total of 147 firearms from two gun buy-back programs. Completed destruction of 450 firearms. Completed modifications to former jail dorm for evidence storage Achieved compliance with OSHA standards for freezer occupant safety and stacking of packages by assigning PPS s to relocation project. From July 2012 through November 2013 sent items to auction, totaling revenue of $12, Increased the number of property processed for return, destruction, and auction. 20

23 Bureau of Field Operations Awards and Recognition A PPS received the Team Support Award at the Department s Award Ceremony in December. PRODUCTIVITY PERFORMANCE DATA BFO Admin tracked all staff work from Patrol, Special Resources, and the Special Operations Division including 339 Division Level Investigations. Additionally, staff also coordinated participation for 207 individuals in the Civilian Ride Along program for persons interested in the operations of the Department. The FTU has been responsible for coordinating the training of new officers upon completion of the academy and lateral officers after the transition course. From January 2013 to present, 77 officers entered Field Training and 68 have successfully completed the program. 5 others are still in training. The following table shows the items processed by PEU in 2013: Item Type Received Processed Out Evidence 27,345 8,317 Firearms Money $367,137 $429,313 OTHER PERFORMANCE DATA Uses of Force Level 1 Level 2 Level 3 Level 4 Total Incidents Internal Affairs Complaints Other Data Vehicle Collisions Vehicle Collisions Pursuits (Preventable) (Non-Preventable) PLANS, EXPECTATIONS, AND GOALS BFO Admin will continue to seek ways to improve efficiency and capacity of staff assigned to the Bureau of Field Operations. The FTU will maintain its high standards to ensure that new officers demonstrate proficiency to perform as solo Patrol officers. It will continue its efforts to recruit, select, and train FTO s to meet Departmental needs for current academies and those planned in the future. PST s will be deployed to Patrol to take over duties that do not require the services of a sworn officer. PEU expects to modernize its evidence management system through purchase and implementation of a bar code system. Additionally to reduce the need to increase storage capacity, personnel will increase purging of evidence and property to match the number of items taken in. 21

24 Bureau of Field Operations BUREAU OF FIELD OPERATIONS AREA 4 Area 4 (Beats 23-28) is commanded by Captain Steven Tull. Area 4 is located toward the central part of Oakland. It is bordered by Area 3 to the west, Redwood Regional Park to the north, Area 5 to the east, and the estuary to the south. Area 4 is a diverse community with the thriving business districts of Fruitvale and Macarthur Boulevard. STAFFING Position Authorized Actual Captain 1 1 Lieutenant 3 3 Sergeant Officer Sworn Evidence Technician 1 1 Canine Officer 1 1 Administrative Analyst II 1 1 PET 4 4 PST 0 0 One of the Area 4 lieutenant positions was staffed by a sergeant who was acting at a higher rank for approximately half the year. Three sergeant vacancies existed for the majority of These vacancies were the result of loans and/or re-deployment of the Administrative/Relief Sergeants and a PSO sergeant to other positions in the Department. The table above reflects staffing at the end of December 2013 and includes loans and vacancies. The actual number of officers fluctuated throughout the year due to loans, transfers, and other long term absences. The officer positions do not include those officers in training during the field training assignments. Officers in training cycled through certified field training officers in four week rotations. 16 sworn members left Area 4 during the year. An officerwas promoted from officer to sergeant and remained in Area 4. He was not counted as leaving the Area. Two sworn members resigned and one was terminated from employment. The following officers retired: Officer Martin Burch 8713 Disability Retirement 7 years of service Officer James Fisher 7498 Disability Retirement 28 years of service Officer Francisco Lopez 8618 Disability Retirement 8 years of service Officer Sarah Whitmeyer 8133 Disability Retirement 16 years of service Area 4 had an increase of eight sworn positions in 2013 as the result of one of the School Safety Units being moved to the Area from Youth and Family Services. FISCAL MANAGEMENT REPORT Area 4 fiscal data regarding O&M, Personnel, Grants, and Overtime for 2013 cannot be parsed from the consolidated Bureau of Field Operations statistics due to Department reorganization. Prior to reorganization, the current Area 4 was reported under Org Code Fiscal data was not reported at the Area level until the new Org Codes were dedicated to the individual Areas 22

25 Bureau of Field Operations TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL Training Title Rank of Attendee Number Attending Hours Total Hours Below 100 Train the Trainer Sergeant Crisis Intervention Officer Critical Incident Response for Lieutenant 2 Managers and Supervisors Sergeant Critical Thinking Course Sergeant Defensive Tactics for Night EVOC Officer EVOC Train the Trainer Sergeant Field Training Officer Course Officer Field Training Officer Update Officer Instructor Development Course Officer MILO Facilitator Course Officer POST Police Service Officer Sergeant 1 Course Officer Prostitution Enforcement and Undercover Course Officer Search Warrant School Sergeant 2 &Informant Management Officer Total Station Training Officer Underwater Robot Training Officer Undercover Course (Drug) Officer Total 1,138 The preceding table does not include on-line training through the Peace Officer s Standard and Training (POST) learning portal, the Department s PowerDMS, or other Departmentally required training. SIGNIFICANT ACCOMPLISHMENTS Area 4 took the initiative to become proactive in dealing with the rise in violent crimes. In dealing with violence, staff incorporated non-traditional methods of enforcement to increase productivity and decrease chances of negative contacts. Some of the efforts consisted of: Significant reduction in overall violent crimes in areas historically known for high crime rates. Homicides and shootings saw the most reductions in 2013 in Area. The Special Resources Unit, under the command of a lieutenant, conducted numerous successful Human Trafficking operations, resulting in the reduction of prostitution related incidents along the International corridor. Conducted training on the Dear John letter to enable the community to participate in the reduction of Human Trafficking operations. Formation of an Advisory Group consisting of diverse community members to engage in problem solving and offer solutions/recommendations to address quality of life issues. Multiple joint operations with outside agencies in enforcement efforts 23

26 Bureau of Field Operations Awards and Recognition An officer was presented with the Silver Star and Blue Star Medals. The officer was shot while pursuing an armed suspect. Despite his injury, he continued his pursuit of the armed suspect who was subsequently taken into custody. An officer was awarded the Department s Silver Star Medal for his courageous actions of chasing an armed suspect who had just shot another officer and taking him into custody. A lieutenant was honored with the Department s Community Service Award for assistance in helping a young man threatened by gang members. Lieutenant Wingate helped him access social services, enroll in junior college, and supported him academically. Members of the Area 4 Crime Reduction Team (sergeant and seven officers) all received the Chief s Certificate of Commendation for outstanding service. PRODUCTIVITY PERFORMANCE DATA Narcotics Firearm Vice Crimes Total Citations Field Arrests Arrests Arrests Arrests Issued Contacts ,941 1, OTHER PERFORMANCE DATA Uses of Force Level 1 Level 2 Level 3 Level 4 Total Incidents Other Data Internal Affairs Vehicle Collisions Vehicle Collisions Pursuits Complaints (Preventable) (Non-Preventable) PLANS, EXPECTATIONS, AND GOALS Area 4 personnel continued to do exceptional work in Officers balanced the need to respond to emergency calls for service and handle critical incidents while engaging in proactive enforcement efforts to reduce crime and completing community based problem-oriented policing projects. Supervisors and commanders provided strong and effective leadership managing critical incidents, investigating and reviewing use of force, vehicle pursuits, and division level investigations. As part of OPD s overall violence reduction plan, Area 4 resources will still be focused on reducing/preventing homicides, shootings, and robberies. This focus will support and complement the Department s overall crime reduction plan and will require multi-dimensional thinking. The gathering, analyzing, and dissemination of intelligence information to Patrol officers to disrupt criminal activity will continue to be the primary objective for

27 Bureau of Field Operations This will require a high degree of integration, cooperation, and alignment across all the divisions, sections, and units within the Department and Community. Creative and innovative ideas on the part of commanders, supervisors, and officers to confront and reduce crime will be required given our limited resources. 25

28 Bureau of Field Operations BUREAU OF FIELD OPERATIONS AREA 5 Area 5 (Beats 29-35) is commanded by Captain Kirk Coleman. Area 5 is the area traditionally known as East Oakland. It is bordered by Area 4 and the City of Alameda to the West, Chabot Regional Park to the north, The City of San Leandro to the east, and the San Francisco Bay to the south. Area 5 has a diverse community and is home to the Coliseum Complex and the Oakland International Airport. The goals for Area-5 for 2013 were (1) reduce violent crime, (2) strengthen the relationship with the community, and to (3) train and develop staff. STAFFING Position Authorized Actual Captain 1 1 Lieutenant 3 3 Sergeant 12 9 Officer Sworn Evidence Technician 1 1 Canine Officer 2 2 PET 3 3 PST 3 1 PRS 1 1 All Area 5 command positions are filled. Kirk Coleman was the Acting Captain for Area 5 during most of the year. One lieutenant position was filled for the majority of 2013 by a sergeant acting in higher rank. Sergeant vacancies existed for most of the year. The table above reflects staffing at the end of December 2013 and includes loans and vacancies. The actual number of officers fluctuated throughout the year due to loans, transfers, and other long term absences. The officer positions do not include those officers in training during the field training assignments. Officers in training cycled through certified field training officers in four week rotations. During reorganization, District 6 positions were eliminated and the beats were moved into Area 5. The sworn members leaving District 6 prior to the reorganization have been counted as Area 5 staff for the purposes of this report. Two promotions were counted in the staff losses for Area 5. A officer was promoted to sergeant and transferred to Area 1. Another officer was promoted to sergeant and transferred to Area other sworn members and one member of the professional staff left Area 5 during the year which including 3 resignations and the following retirements: Sergeant Robert Crawford, 6485 Service Retirement 45 years of service Sergeant Robert Endow, 8531 Disability Retirement 11 years of service Officer Samuel Francis, 8365 Disability Retirement 13 years of service Officer Justin Buna, 8646 Disability Retirement 8 years of service Officer Anthony Ramos, 8112 Disability Retirement 5 years of service PST Elaine Belt-Jointer, 4127 Service Retirement 22 years of service 26

29 Bureau of Field Operations There were 26 transfers or reassignments in to Area 5. This includes the addition of seven positions as the result of a School Safety Unit being transferred to the Area from Youth and Family Services. FISCAL MANAGEMENT REPORT Area 5 fiscal data regarding O&M, Personnel, Grants, and Overtime for 2013 cannot be parsed from the consolidated Bureau of Field Operations statistics due to Department reorganization. The current Area 5 was originally under Org Code for Police Area 3. After reorganization, Area 5 moved under Org Code until separate Org Codes were created for each of the existing Areas. Fiscal data is now reported under Org Code TRAINING RECEIVED AND/OR PROVIDED BY UNIT Training Title Rank of Attendee Number Attending Hours Total Hours Canine Emergency Medicine Officer Crisis Intervention Officer Critical Incident Response for Managers and Supervisors Sergeant Critical Thinking Course Officer Defensive Tactics for Night EVOC Officer Field Training Officer Course Officer Field Training Officer Update Officer Firearms Instructor Update Officer Instructor Development Course Officer MILO Facilitator Course Officer POST Police Service Officer Course Sergeant 1 Officer Prostitution Enforcement and Undercover Course Officer Search Warrant School &Informant Sergeant 1 Management Officer Underwater Robot Training Officer Undercover Course (Drug) Officer Total 1,648 The preceding table does not include does not include on-line training through the Peace Officer s Standard and Training (POST) learning portal, the Department s PowerDMS, or other Departmentally required training. SIGNIFICANT ACCOMPLISHMENTS A major goal for Area 5 was the reduction of violent crime. Area 5 took the initiative to become proactive in dealing with the rise in gun violence. In dealing with this violence, staff incorporated non-traditional methods of enforcement to increase productivity and decrease chances of negative contacts. Some of the efforts consisted of: 27

30 Bureau of Field Operations Incorporated Operation Ceasefire as the primary model for reducing shootings in East Oakland Multiple probation and parole operations Multiple joint operations with outside agencies in enforcement efforts Awards and Recognition Five officers were each awarded the Medal of Merit for saving the life of a man trapped and severely injured in a vehicle crash. Three officers received the Medal of Merit. The Area 5 Crime Reduction Team (sergeant and seven officers) received the Chief s Certificate of Commendation for outstanding service. PRODUCTIVITY PERFORMANCE DATA Narcotics Firearm Vice Crimes Total Citations Field Arrests Arrests Arrests Arrests Issued Contacts ,215 1,827 1,683 OTHER PERFORMANCE DATA Uses of Force Level 1 Level 2 Level 3 Level 4 Total Incidents Other Data Internal Affairs Vehicle Collisions Vehicle Collisions Pursuits Complaints (Preventable) (Non-Preventable) With the assistance of i-pas and the review process, staff has been monitoring at risk behavior, exceptional work, and low performance. Assistance From Outside Law Enforcement OPD has a long history of cooperating with, and working with outside agencies to solve crime issues that affect the City of Oakland. In the past, California Highway Patrol (CHP) and Alameda County Sherriff s Office (ACSO) have assisted by sending officers to help with Sideshow enforcement. Recently, the City of Oakland collaborated with the CHP and ACSO to work out a plan to provide high visibility police enforcement in the City of Oakland, specifically East Oakland. CHP conducted enforcement operations from January 2013 to January CHP continues to provide enforcement coverage in East Oakland four days per week. 28

31 Bureau of Field Operations CHP Arrest Statistics for 2013 Felony Arrests Misdemeanor Arrests DUI s Total Arrests ,641 Other Statistics of Note Guns Seized Citations Issued Vehicles Towed 47 5,129 1,858 ACSO provided assistance from February April 2013 ACSO Arrest Statistics for 2013 Felony Arrests Misdemeanor Arrests DUI s Total Arrests Other Statistics of Note Guns Seized Citations Issued Vehicles Towed PLANS, EXPECTATIONS, AND GOALS There are several plans currently working, such as increased preliminary investigations, gang enforcement and database training for Patrol. With each of the Community Policing Beats filled and a new laser focus on crime and rebuilding community relationships, more is going to be expected from all staff. PSOs will be expected to: Develop larger and more sophisticated problem-solving projects, and Better coordinate and utilize patrol and other Department resources. Patrol officers will be expected to follow the lead of their respective PSO and to properly and formally document their contributions. 29

32 Bureau of Field Operations BUREAU OF FIELD OPERATIONS SUPPORT OPERATIONS DIVISION Under the command of Captain Darren Allison, the Support Operations Division provides specialized capabilities, resources, and enforcement throughout the City. The Division consists of two major Sections: Special Operations Section and Traffic Operations Section. Note: The GITF was added to Support Operations in July 2012; however, in March 2013, the Gang Investigation Task Force was moved to the Criminal Investigations Division. Due to the number of units in SOD, specific information has been reported by entity unless it cannot be separated from the Division s data sets. STAFFING SOD Command changed briefly during Acting Captain Donna Hoppenhauer replaced Captain Allison in June. Captain Allison returned in July and Acting Captain Hoppenhauer was transferred to BFO Admin. Lieutenant Nishant Joshi took command of SOS in May replacing Lieutenant Blair Alexander who transferred to Training as the Acting Captain. Director Megan Webb resigned from the Department in February and was replaced by Interim Director Dave Cronin. The following table displays the staffing levels of the Support Operations Division at the end of the calendar year for 2013: Position Authorized Filled Captain 1 1 Lieutenant 2 2 Director 1 1 Special Operations - SOS Admin Sergeants 3 3 Officers 7 6 Administrative Analyst II 1 1 Reserves 80 8 Special Operations Animal Services Sergeants 0 2 PRS 2 1 Animal Control Supervisor 1 1 Animal Control Officers Volunteer Specialist 1 0 Animal Care Attendant, PT Veterinarian Veterinarian Technician 2 2 Traffic Operations Traffic Section Sergeants 2 2 Officers 9 9 PST PRS 3 3 Crossing Guards

33 Bureau of Field Operations Tactical Team Staffing Traffic Operation Parking Enforcement Police Services Manager 1 1 Parking Control Supervisors 4 4 Parking Control Tech (FT) Parking Control Tech (PPT) 8 8 Parking Control Tech (PT) Members and employees serve on the Tactical Operations Team as a collateral duty to regular assignment in other Departmental units. The Tactical Operations Team is called out as needed for exigent and planned missions. Position Authorized On Hand Tactical Commander 5 5 Entry Element Leader 5 3 Entry Element Sniper Element Leader 1 1 Snipers Observers 2 0 TNT Leader 1 1 TNT TOST Supervisor 1 1 TOST 9 8 Totals Note: Staffing changes that occurred in subordinate units are in their unit specific section of this report. FISCAL MANAGEMENT REPORT Fund Type General Purpose Fund (GPF) 1010 Suppport Operations Section (107710) (less Oakland Animal Services) Appropriation Categories Budget Appropriation Actual Expenditures Difference O&M 177, ,654 28,524 Grants See Grant Table Personnel (excluding Overtime) 3,011,951 2,997,451 14,500 Overtime 2,768,842 4,320,288 (1,551,446) Subtotal 5,957,971 7,466,393 (1,508,422) Non GPF O&M 288,606 30, ,366 Grants See Grant Table Personnel (excluding Overtime) 1,080, , ,675 Overtime 79,689 2,091,394 (2,011,705) Subtotal 1,448,502 3,101,166 (1,652,664) Total 7,406,473 10,567,559 (3,161,086) The difference between budgeted and actual overtime expenditures is due to two factors: Special Events overtime yet to be collected from event organizers and Occupy Oakland overtime. 31

34 Bureau of Field Operations The Special Operations Section also continued its active participation in the Bay Area Urban Area Security Initiative (UASI) and the Port Security Grant Programs (PSGP). The Bay Area UASI is designed to sustain and improves the region s capacity to prevent, protect against, respond to, and recover from terrorist incidents and catastrophic events. The PSGP provides funding for transportation infrastructure security activities to implement Area Maritime Transportation Security Plans and facility security plans among port authorities, facility operators, and state and local government agencies required to provide port security services. The following table provides a summary of OPD equipment requested via Bay Area UASI and PSGP grants. Grants Equipment Grant Cost Status Argus Techsonic Radios 2008 PSPG 150,000 Delivered/Installed 20 Trailer 2008 PSGP 25,000 Delivered /Operational Cellular Downlink Video 2008 PSPG 100,000 Delivered/Operational Robot 2008 PSGP 248,000 Delivered/ Operational Multicam Body Armor 2008 PSGP 53,000 Delivered/Awaiting Approval for Operations TNT Command Vehicle 2010 UASI 225,000 Delivered/Operational Command Post Tent 2010 UASI 50,000 Delivered/Operational Polaris ATVs (2) 2011 UASI 90,000 Delivered/Operational SWAT Personnel Delivery 2011 UASI 60,000 Delivered/Operational Vehicle Helicopter Pilot Helmets 2011 UASI 21,000 Delivered/Operational Zodiac Boat 2011 PSGP 200,000 Delivered/Operational Command Post Tent 2012 UASI 50,000 Delivered/Operational Riot Control Gear 2012 UASI 190,000 Delivered/Operational Ballistic Observation 2013 UASI 190,000 Delivered/Operational Tower Note: Information regarding the Animal Services Section, Traffic Operations Section, and the Parking Enforcement Unit are reported under separate Org Codes and can be found in their unit specific section of this report. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL During 2013, SOD personnel attended training regarding various topics outlined in OPD policies. In addition to mandated training, personnel received or presented training in various subjects consistent with their assigned duties. Training that was provided or received by staff in subordinate units is reported in the unit specific section of this report. SIGNIFICANT ACCOMPLISHMENTS Significant accomplishments are reported in the unit specific sections of this report. Challenges The staffing level in sworn and non-sworn positions remains below authorized strength. This continues to challenge Traffic s ability to manage statistics, investigate collisions, conduct enforcement, respond to complaints, manage grants, and compete for new grants. 32

35 Bureau of Field Operations OTHER PERFORMANCE DATA Uses of Force Level 1 Level 2 Level 3 Level 4 Total Incidents Other Data Internal Affairs Vehicle Collisions Vehicle Collisions Pursuits Complaints (Preventable) (Non-Preventable) Note: This table does not include information related to members of the Tactical Operations Teams or Canine Handlers assigned to other units. Generally, members in the Support Operations Division are in administrative assignments. However, some members engage in field duties during events like ABAT operations, Mandatory Overtime, Special Events, Crowd Control, and Tactical Operations). PLANS, EXPECTATIONS, AND GOALS Special Operations Section Obtain UASI Grant funding to address various Tactical Operations Team equipment requirements. Publish a revised DGO K-9 (Canine Program), which will incorporate recommendations from the 2011 OIG audit for the canine unit. Leverage the services of the outside training contractor to provide a uniform and comprehensive training methodology for the Canine Program. Publish a revised DGO K-5 (Tactical Operation Team). Publish Tactical Operations Team Policy and Procedures (SWAT Manual). Bring new Tactical Commanders and Team Leaders onto the Tactical Operations Team. Certify a second Command Pilot and an addition Tactical Flight Officer for the Air Support Unit. Conduct an assessment of the Oakland Animal Services to determine how well it is supporting public safety. As a result of the assessment, consider divesting the Section of some of its current non-public safety related functions and restructuring the organization to maximize its public safety service capabilities. Oakland Animal Services Obtain authorization and then hire a Shelter Manager for the Animal Services Section, thereby freeing up the Section s Manager to provide more effective management of Section operations. Hire new Volunteer Manager and expand the volunteer program with a goal of 22,000 donated hours. Hire and train an additional PRS and Animal Care Attendants. Continue to expand their ability to investigate animal related crime cases and present cases to the District Attorney. 33

36 Bureau of Field Operations Train OPD Dispatchers on animal related issues. Work with City Attorney s office to create a process for service dog tags and training on service animals. Participate in the fourth annual Maddie s Adoptathon to raise funds for OAS. Create and implement programs to increase adoption rates for both dogs and cats. Add doggy playgroups as a section of our dog temperament test and our cleaning process in the morning and allow dog crew members to lead shelter dog play groups in our lawn area to help showcase our dogs for adoption; Purchase and implement Petpoint Enterprise advanced database system to improve the tracking of our animals and make the follow up on cases more efficient. Identify methods to screen service calls more effectively to reduce the number of GOA calls. Work with all Oakland veterinary clinics to ensure they comply with the rabies vaccination-reporting ordinance. Currently, 9 of the 21 (43%) Oakland clinics are compliant. Traffic Operations Section Expand partnerships with local, State, and Federal agencies to assist in traffic enforcement and crime reduction. Obtain State and Federal grants to assist with traffic enforcement. Ensure efficient processing of Redflex System. Assess the need and possibly develop a civilian transfer policy. Assess the need and possibly the implementation of a collision tracking system. Integrate the Parking Enforcement Unit s communication system with Department s communication system. Explore the increase in enforcement operations with existing Motor staff. Assess the need and possibly the geographical reconfiguration for the Parking Enforcement Unit In 2013, the Support Operations Division provided assistance to both Departmental Field Bureaus. Whether it is on land, sea or in the air, the men and women assigned to SOD worked diligently to improve police services delivered to the City of Oakland. In 2014, the SOD will continue its efforts to support field operations in addressing violent crime and enhancing community policing. 34

37 Bureau of Field Operations SUPPORT OPERATIONS DIVISION ANIMAL SERVICES SECTION Under the management of Mr. David Cronin, the Oakland Animal Services (OAS) has the dual responsibility of maintaining public safety and supporting animal welfare. The Section regulates animal related activities within the City of Oakland and responds to a variety of animal-related calls-for-service (e.g. vicious and injured animals, animal cruelty, dead animal pick-up, license compliance, barking dogs, etc.). The Section investigates and provides follow-up on violations of both Penal and Oakland Municipal animal-related Code violations. Finally, the Oakland Animal Services operates a robust shelter that houses abandoned animals, facilitates adoptions, and controls dog licensing. STAFFING Director Megan Webb resigned from the Department in February and was replaced by Interim Director Dave Cronin. An acting sergeant transferred from Animal Services to Patrol. A sergeant transferred to Animal Services from Training. Doctor of Veterinarian Medicine Jennifer Woolf resigned. One Veterinarian Technician was hired. Two PRSs were transferred to other assignments in the Department. Three Animal Care Attendants (ACAs) were hired and five resigned for a net loss of two ACAs. FISCAL MANAGEMENT REPORT Appropriation Categories Animal Services Section (103130) Budget Appropriation Actual Expenditures Difference O&M 352, , ,193 Grants 1, ,495 Personnel (excluding Overtime) 2,078,861 2,011,589 67,272 Overtime 89,350 92,276 (2,926) Total 2,521,813 2,308, ,034 In 2013, OAS generated donations of $77,000 from the Maddie s Foundation. These funds are meant to be used to improve the quality of life of animals at the Shelter and to support the volunteer program. The acceptance of funds is pending City Council approval. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL OAS personnel received the following training: November 2013 Animal Control Academy. November 2013 Complete Euthanasia course November completed CLETS training December attended EVOC training. December attended PetPoint training. 35

38 Bureau of Field Operations SIGNIFICANT ACCOMPLISHMENTS The OAS volunteer program has grown significantly in the last ten years. Volunteers donated approximately 18,000 hours to OAS in This was down slightly from 2012 due to the loss of the Volunteer Coordinator. Replacement of the critical position is expected to be completed by June Volunteers are an integral part of the OAS team and are critical to the functioning of the shelter. They play a primary role in adoption counseling and are the key to socializing marginal animals in order to make them adoptable. Volunteers are responsible for rehabilitating hundreds of dogs and cats and we estimate they perform the work of 8 FTEs. Year and number of hours donated to OAS by volunteers Year Hours/Year , , , , , , ,450 OAS expanded the role volunteers play in socializing animals and created a Dog Crew and Cat Crew manned by motivated volunteers who key in on hard to place animals. Their rehabilitation work has saved hundreds of dogs and cats from euthanasia and is a key reason the shelter live release rate was the best it has ever been. The shelter saved 70% of all the animals that passed through its doors, up from 64% in 2012 and 59% in The volunteer Mentor group continued to be a guiding force within the shelter by screening all new volunteers, conducting training for all new volunteers, and providing input into critical decisions faced by the animal control division. Animal Shelter Improvements Exercise yards were added to the shelter using volunteer donations and this has allowed both small and large dogs valuable exercise time outside of their kennels. This exercise eliminates stress, a key factor in dogs deteriorating in our care. The OAS street sign, the first impression the shelter has on citizens, was renovated this year through a generous donation of time and materials. Installation was done at no cost to the City and we now present a much more professional appearance. In June, OAS participated in the fourth annual Maddie s Adoptathon. OAS adopted over 100 animals in two days and raised approximately $70,000 for projects that will improve the quality of life of animals at the Shelter. OAS partnered with East Bay SPCA, transferring hundreds of animals to this agency. In addition, the EBSPCA provides back up veterinary care and spay/neuter services for OAS that otherwise would cost tens of thousands of dollars. The EBSPCA is the Shelter s #1 rescue partner. OAS expanded efforts to re-home animals in 2013 and the key indicator or benchmark is called Live Release. In 2011, 56% of all animals were saved and 44% euthanized saw an increase in live release to 64% saved and 36% euthanized was our best year 36

39 Bureau of Field Operations ever with a save rate of 69.7% and a euthanasia rate of 30%. In 2013, OAS worked to expand its network of rescue organizations and for the first year ever rescues exceeded Adoptions. Key partners include the East Bay SPCA, SFSPCA, Cat Town, Rocket Dog, and many smaller Internal Revenue Service 501(c)(3) rescues. Over 100 animals were transferred to shelters throughout the western United States by Wings of Rescue, a private group of pilots volunteering their time to rehome our animals. Organizations Accepting Animals (over five) San Francisco SPCA 100 East Bay SPCA 490 Idaho Humane Society 128 Cat Town 193 Solano SPCA 30 Hound Haven <20 German Shepherd Recue 57 Berkeley Humane Society 142 Brighthaven Inc. <20 Pets Unlimited 77 ChickenMan <20 Companion Animal Rescue <20 Paws Crossed 81 Santa Cruz Animal Services 24 DogSpot Rescue 46 All Creatures 20 Tony La Russa s ARF <20 Dusty Paws 27 Tenth Life Foundation 29 Bay Area Turtle Rescue <20 East Bay Rabbit Rescue <20 Harvest Home <20 Safe Cat Foundation 33 Other 386 OPD assigned one sergeant and one acting sergeant to the Animal Control Enforcement improving cruelty investigations and adding a much needed level of professionalism to the agency, not to mention the impact on shelter safety for staff. OAS Personnel Also Participated in Community Outreach Dia De Los Muertos Girl Scout career day Two personnel taught an Animal Temperament tests class Career day and several local schools OAS partnered with Carrington College so that students may complete community service hours at OAS OAS created a small community service program so local high school children can complete community service hours at the Oakland animal shelter OAS partnered with Envision Academy to provide mentorship to students interested in shelter work. 37

40 Bureau of Field Operations PRODUCTIVITY PERFORMANCE DATA OAS receives animals of all types at intake. During 2013 the shelter took in 3,609 dogs, 1834 cats, and 345 animals of other types for a total of 5,788 animals. Intake Versus Outcome for Domestic Animals Intake Source Dogs Cats Outcome Dogs Cats Owner/Guardian Surrender Adoption Return 24 8 Euthanasia 1, Seized Return to Owner Stray 2,625 1,384 Transfer Out 1, Totals 3,609 1,834 Totals 3,655 1,909 OAS staff responded to numerous types of calls for service including: Potentially dangerous dogs and vicious determinations: OAS investigates dog bites; quarantines dogs for rabies when necessary; and makes recommendations on potentially dangerous and vicious dogs to the City Administrator s Office. OAS investigated approximately 402 dog bite/aggressive dog cases. Barking Complaints: OAS received over 202 dog barking complaints. Complaints can be received online or over the phone. When a barking complaint is received, OAS will send a letter to the dog owner for the first complaint. If complaints persist, OAS will send out an Animal Control Officer (ACO) who will either leave a compliance notice or cite the owner if the ACO hears the dog barking. If there is sufficient evidence, OAS will submit the case to the City Administrator as a nuisance property. Dead Animal Removal: OAS has a part time Animal Control Officer assigned to remove dead animals. Dead animal calls can be received online or over the phone. OAS received approximately 1,550 calls for dead animal removal. For private property request, OAS will accept appointments for an ACO to pick the dead animal for a cost of $62. Incidents / Calls to Dispatch by Call Type and Number Call Type Number Vicious Animal 1,578 Cruelty to Animal 1,218 Injured Animal 1,311 Straying Animal 1,477 Pound 730 Dead Animal Pick Up 562 Animal Bite 398 Animal Bites/Attacks 350 Barking Dog 269 Live Animal Pick Up 246 Leash Law 202 Failure to Provide Care 11 Animal Control Unit 20 Total 8,372 38

41 Bureau of Field Operations Incidents / Calls to Dispatch by Disposition and Number Disposition Number Pound 4,020 Gone on Arrival 1,898 Unable to Locate 333 Call Handled 543 Canceled 321 Abated 135 Report 123 Stop Data 2 Unfounded 92 Cover 74 Total 7,541 Dog Licensing All dogs over four months of age must have a valid City of Oakland dog license, valid rabies vaccination, and a microchip. Total revenue generated by license sales in 2013 is $159,918. As of December 2013, there were 10,465 licensed dogs in the City (this includes two and three year licenses that are still current). The 2010 census listed 153,791 households in Oakland. Based on the AVMA estimations, there are approximately 97,196 dogs in the City, placing license compliance at 10.7%. Although low, the sale of dog licenses has increased since 2007 (when PetData was implemented) and is almost a full percentage higher than Dog Licensing Revenue per Month(rounded to nearest dollar) 2013 License Sold Revenue Jan ,595 Feb ,896 Mar ,336 Apr ,086 May ,614 Jun ,734 Jul ,717 Aug ,015 Sep ,409 Oct ,059 Nov ,807 Dec 354 8,652 Total 6, ,918 PLANS, EXPECTATIONS, AND GOALS OAS is significantly understaffed for the number of animals that are housed at the Shelter. As a result, Animal Control Officers are used to work in the Shelter to provide animal care which reduces the amount of time they are available to work in the field and respond to calls for service. ACOs provide customer service at the front counter, a job usually performed by clerical staff, and they handle all euthanasia in the shelter. These duties limit the time they devote to responding to calls. It is the hope that in the upcoming year, the Shelter will expand staffing levels and increase field officer hours, resulting in faster response to calls for service. 39

42 Bureau of Field Operations OAS does not have an Animal Shelter Manager position. There is no other animal shelter in the Bay Area without this critical staff position. It is anticipated that in FY2014 approval for this position will be achieved. 40

43 Bureau of Field Operations SUPPORT OPERATIONS DIVISION - SPECIAL OPERATIONS SECTION Under the command of Lt. Nishant Joshi, the Special Operations Section provides the Department with expertise, selection processes, training and specialized equipment. Program assignments are a collateral duty to primary assignment elsewhere in the Department with the exception of the Reserve Program whose members are volunteers. Their Program Coordinators are assigned to the Special Operations Section Administrative Unit. SOS coordinates a variety of specialized units within the Department which includes the following units and programs: Police Reserve Program Canine Program Marine Program Tactical Operations Team Program Air Support Unit Alcoholic Beverage Action Team Special Events Unit STAFFING In January, a sergeant transferred from Patrol to SOS Admin, replacing a sergeant who transferred to Patrol. In December, an officer transferred from the SOS Admin / Reserve Coordinator to Training. SIGNIFICANT ACCOMPLISHMENTS The Special Operations Section assisted with the City s planning and implementation of the Domain Awareness Center. The Section also assisted with the analysis of transitioning Animal Services to another City Department. In addition, the Section worked on drafts for Department General Order K-5 (Tactical Operations), Department General Order K-9 (Canine Operations), and the Tactical Team Policies and Procedures Manual. In order to enhance the quality, consistency, and defensibility of our canine program, the Section selected and hired an outside consultant in canine training. The contract will continue to February

44 Bureau of Field Operations SPECIAL OPERATIONS SECTION - POLICE RESERVE PROGRAM The Oakland Police Department Police Reserve Program provides volunteer support to the Department by supplementing full-time Patrol officers in the Bureaus of Field Operations as well as the Marine Program. The Reserve Coordinator is a sworn officer responsible for facilitating the selection, training, and deployment of reserve officers. STAFFING In April, Reserve Officer Ken Parris resigned from the Reserve Program. SIGNIFICANT ACCOMPLISHMENTS Reserve Program provided over 1,400 hours of voluntary time to assist with Patrol functions and security for events such as Homeland Security Maritime Operations, Music in the Redwoods, Walking details, First Friday Security, and the Oakland Museum s White Elephant Sale. PRODUCTIVITY PERFORMANCE DATA Activity Totals Traffic enforcement (citations issued) 41 Stolen Vehicles recovered 7 Towed vehicles 21 Felony Arrests 10 Misdemeanor Arrests 20 Reports submitted (offense and assignment) 134 Primary dispatched unit 376 Cover assignments 410 Total Hours Worked 1,436 42

45 Bureau of Field Operations SPECIAL OPERATIONS SECTION - CANINE PROGRAM The Canine Program is responsible for the staffing, training, and equipping of the Department s police canines in order to enhance the safety of officers and citizens. Police canines include patrol canines and narcotic detection canines. Patrol canine are assigned to the Bureaus of Field Operation, on Patrol Watches. Narcotics detection canines can be assigned to any organizational unit. The Canine Program is managed by the Canine Program Coordinator, who is supervised by the Canine Program Supervisor. The Canine Coordinator is the subject matter expert for the Department on police canines, developing and implementing canine training plans, and collecting all canine-related statistics. STAFFING In 2013, canine teams were assigned throughout the Department. Most teams were assigned to Patrol. However, two canine teams were assigned to the Special Operations Section. In addition, two narcotics detection canines were assigned to the Criminal Investigations Division and Special Resources Section. Canine Patrol K9s: Patrol Division Drake Tlaloc Cuda & Evo Kito & Clyde Kaiser Baker Argo & Hilo Mia Arthur Titus Jesse Kaiser Patrol K9s: Special Operations Section Zuess & Kosar Nero Narcotics only K9s: CID & SRS Xena Zeuss In January, a sergeant transferred from Patrol to the Canine Program as the Canine Program Supervisor. He was joined by a Canine Handler who transferred from Patrol to the Canine Coordinator position. 43

46 Bureau of Field Operations Four officers left the Canine Program during the year: Officer Sam Armerding was medically retired, 1 officer resigned from the position, and 2 others were removed by order of the Chief of Police. Canines Baker, Cuda and Drake were retired due to age and released to their handlers. Five Police Service Dogs (PSDs) were removed from the program after being deemed unsuitable for service. Four of these were returned to the vendor and one was released to its handler. Four canines were purchased during the year. One was acquired through Department funds. The remaining three were obtained through grants from the Oakland Police Foundation TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL Every Patrol canine handler attends a weekly five-hour training session conducted by the Canine Program Coordinator and Canine Program Supervisor. Additionally, contracted trainer Mr. Donn Yarnall attends these training sessions once a month. These training events are 10-hour sessions which provide training for the handlers and dogs, as well as instructor development for Officer Patterson to continue using this methodology once Mr. Yarnall s contract is complete. Collectively, the canine handlers conducted a total of 7,677 hours of training, which includes both group and individual training. Mr. Yarnall conducted a 4-week course during the month of February that all handlers at the time attended. The purpose of this course was to implement his new Drive Training methodology, as well as to conduct an assessment of each of the dogs for their suitability for service under this methodology. In August, the Canine Program conducted its first comprehensive Basic Handler School for both new handlers and new dogs. The school lasted 12-weeks and was designed to produce certified canine teams upon its conclusion. Four of the six teams that began the school graduated and were certified for deployment. The remaining two had medical issues that delayed their training. The course curriculum has been submitted to POST for certification. In November, a sergeant attended the California Association of Tactical Officers (CATO) annual conference. In December, he began a training program for all sergeants within the Department that he began implementing during Sergeant s CPT. SIGNIFICANT ACCOMPLISHMENTS In 2013, members of the Canine Program participated in 19 public appearances. These appearances were demonstrations of the canines skills in obedience and agility, as well as a Q&A session. The public appearances were conducted for various community groups, schools, and Department events throughout the City. In addition, the canine program obtained grant funding from the Oakland Police Foundation for the purchase of additional canines. 44

47 Bureau of Field Operations PRODUCTIVITY PERFORMANCE DATA The table below shows the total number of requests for all of the Department s canine teams, how those canine teams are deployed, and the success of those varied deployments. Requests for Canine Teams Response Types Totals Requests for Service (Patrol dogs) 254 Dogs Deployed 180 Suspects Found 12 Bites on Finds 3 Bite Ratio 25% Directed Bites 4 Prevention by Presence* 34 Yard Searches 54 Building Searches 105 Narcotics Searches Seizures: Marijuana Cocaine Heroin Methamphetamines Money OTHER PERFORMANCE DATA 143 oz. 8 lbs. ½ oz. ¼ oz. $110,000 *Prevention by Presence means that the canine team contributed to the successful detention and/or arrest of suspects by preventing flight and/or resistance of suspect(s). Uses of Force Level 1 Level 2 Level 3 Level 4 Total Incidents The data above applies to canine handlers assigned to Patrol. The Patrol canine handlers are not assigned to the Support Operations Division. However, the above table reflects their performance data while assigned to the program. All Level 2 use of force incidents involved canine deployments and/or bites. Patrol canine handlers were also the subject of 12 Internal Affairs complaints during

48 Bureau of Field Operations SPECIAL OPERATIONS SECTION - MARINE PROGRAM The Marine Program provides security for the Estuary and Port of Oakland facilities. The program utilizes four patrol boats to patrol the harbors around Oakland and respond to assist other marine related law enforcement agencies. The boat patrols are also employed to conduct critical infrastructure inspections (bridges, Port, etc.), underwater searches with side-scan sonar, and underwater ROV (Remotely Operated Vehicle) searches. The boats also support the Tactical Operations Team in the execution of waterborne-related operations (e.g. static and underway ship boarding, and vessel searches). STAFFING The Marine Program is managed by a coordinator who is assigned to the Traffic Section (Commercial Enforcement at the Port of Oakland), under the supervision of the Special Operations Section Administrative Sergeant. The program itself is comprised of officers from a variety of different organizational units who are certified to pilot Departmental boats. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL Members of the Marine Program participated in a variety of different courses and exercises, including: The Open Water Boat Operator Instructors Course (certifying one member as instructors by the National Boating Safety Council), Participated in radiation detection exercises with the NEPTUNE Coalition utilizing an onboard radiation detector on loan from Lawrence Livermore Lab and our own Detector and Analyzer purchased with Homeland security funds, Participated in USCG-sponsored scenario based exercise on the Delta, Participated in the Urban Shield Exercise by deploying tactical teams to a tactical scenario on a Ferry in Alameda, Members of the Marine Program, along with the Tactical Operations Team conducted an all-day ship boarding during the Bay Ferries III Exercise, Underwater ROV Training, Members of the Marine Program and the Canine Program completed a USCG-sponsored K-9 ship-interdiction Training Utilizing Hoist and Harness purchased with Homeland Security Funds SIGNIFICANT ACCOMPLISHMENTS The Marine Program supported a variety of diverse and significant activities including: Assisted in supporting Americas Cup Races, Opening Day on the Bay, and July 4th Fireworks. Assisted in supporting the Secret Service and the SFPD Marine Unit in providing dignitary protection from the water for President Obama s visit. 46

49 Bureau of Field Operations Provided security and vessel traffic control for the Lighted Yacht Parade in the Oakland Estuary. Secured funding and commitment from the Federal Environmental Protection Agency (EPA) and Cal Recycling in the clean-up and the removal of over 60 vessels, over half sunken, this included two 160 tugboats that were leeching asbestos, lead, fuel and oil into the estuary causing an environmental hazard. This project gained the attention of the City Administrator and the Mayor s office, and put the Marine Unit and the Police department in a positive light. Provided Mutual Aid to the SFPD Marine Unit in providing security and enforcing a safety zone around the shoreline of the San Francisco Airport in the aftermath of the Asiana Air plane crash. Responded to two Mutual Aid Requests for the deployment of the ROV for searching of human remains. One request came from Sonoma County S.O. at Lake Sonoma; the other request came from Butte County S.O. at Lake Oroville. Deployed four Boats and Radiation detection while enforcing a security zone for the opening the new span of the Oakland/San Francisco Bay Bridge. Awards and Recognition An officer received the Department s Medal of Merit for his project leadership and coordination efforts with the EPA and Cal Recycling to clean up the estuary. PRODUCTIVITY PERFORMANCE DATA The Marine Unit handled a variety of assignments as noted in the following table: Radio Assignments Marine Hours Dispatched 8 General Patrol 568 Self-Initiated 70 Urban Shield Support 24 Total 78 Mutual Aid - ROV 24 USCG Assists 20 Meeting/Training Hours OFD Assists 6 Neptune Coalition Meetings 30 VIPR (TSA) Oakland 10 Urban Shield Meetings 8 July 4 th Fireworks 10 Maritime Security Meetings 20 Opening Day on Bay 16 CA Boating Conference 40 Lighted Yacht Parade 6 Abandoned Boat Meetings 30 Estuary Cleanup 108 Radiation Detection Meetings 20 HLS CI checks 375 OFD/Fireboat Meetings 4 America s Cup 64 Radiation Detection Training 12 Bay Bridge Opening Day 14 Multi-agency Training Day 10 President Obama s visit 5 ROV Training 40 Mutual Aid, Asiana Crash 16 General Training 24 Maintenance/Repair 40 Total Hours 238 Total Hours 1,306 47

50 Bureau of Field Operations SPECIAL OPERATIONS SECTION TACTICAL OPERATIONS TEAM PROGRAM The Tactical Operations Team conducts tactical interventions during critical and high risk incidents or when specially trained personnel or equipment are required. The Team receives specialized training and equipment in order to accomplish its mission. Missions and/or incidents the Team may support include barricaded suspects, hostage rescue, mobile intercepts, high risk search/arrest warrants, and crowd control. Members and employees serve on the Tactical Operations Team as a collateral duty. The Team is administratively overseen by the Special Operations Section Commander, and the Team s training, equipping and operational planning needs are coordinated by the Special Operations Section Administrative Sergeant. The Team is divided into six elements: 1. Command Element responsible for the ongoing operation of the Team, including administrative duties. Tactical Commanders respond to critical incidents and provide command presence whenever the Team is deployed. 2. Entry Element responsible for arrest / react, chemical agent deployment, physical entries into structures and vessels, etc. 3. Sniper Element responsible for observation, and intelligence and has the capability to deliver precision shots at long, medium and short distances. 4. Tactical Negotiation Team responsible for negotiations in critical incidents including hostage situations, suicide attempts, barricaded suspects and civil disorder. TNT also acts as the intelligence branch during operations. 5. Electronic Surveillance Unit responsible gathering, analyzing, and providing information derived from electronic sources during the incident to various Team elements. During operations, this element reports the Tactical Negotiation Team. 6. Tactical Operations Support Team responsible for the documentation, dispatch and outside agency liaison for the incident and tactical commander during a critical incident. The Tactical Operations Team exceeds the California POST Level Two requirements and recommendations. STAFFING A sergeant was assigned as the Sniper Element Leader, replacing the sergeant who was promoted to lieutenant earlier in the year. Sergeant Gregg Porritt resigned from the Department leaving a vacancy in the Entry Element. The Tactical Negotiations Team lost Officer Ed Bermudez due to retirement. He was replaced by an officer. A PCS took over Tactical Operations Support Team as the supervisor, replacing the then-current PCS. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL The Entry and Sniper Elements conducted two 10-hour training sessions per month, TNT conducted 10-hour training sessions every quarter, TOST conducted 8-hour training sessions every other month, 48

51 Bureau of Field Operations In September, the Sniper Element planned, coordinated and conducted their annual 40- hour Severe Angle Shooting Course. This course was developed by members the Sniper Element and it is only one of its kind in California, In October, various members from the Entry and Sniper Elements participated in Urban Shield, In November, select Tactical Commanders, Team Leaders, and various Team members attended the California Association of Tactical Officers annual conference in November, Throughout the year, Tactical Commanders attended the quarterly Alameda County Tactical Commanders meetings SIGNIFICANT ACCOMPLISHMENTS The Tactical Operations Team provided vital support to the Gang Unit during the Case Gang investigation. This operation was designed to target arrest and remove violent criminal offenders, and to dismantle criminal organizations. At the conclusion of the investigation, Tactical Operations Team coordinated 8 tactical teams to serve 10 search warrants. This support continued with the ENT/Money Team investigation, which culminated with the service of multiple high risk search and arrest warrants throughout the City and neighboring jurisdictions. The Tactical Team also assisted the FBI in a multi-location high risk warrant service in the Acorn area. The Tactical Operations Team also fielded an 8-member team that participated in the ACSO s annual Urban Shield Exercise. The OPD placed 8 out of thirty SWAT teams during this year s exercise. An updated DGO K-5 (Tactical Operation Team) was completed and is currently undergoing the command review process. Furthermore, the Tactical Operations Team Policies and Procedures Manual has been compiled and is in the command review process. Awards and Recognition A sergeant was awarded the Department s Medal of Merit for outstanding service as a lead negotiator with the Blueford and Grant families prior to planned protests. The Sniper Element received a Unit Citation for development and presentation of a 40-hour Severe Angle Shooting Course. This is the first and only POST approved course of this type. PRODUCTIVITY PERFORMANCE DATA Incident Types Totals Outside Agency Assists 3 Arrests 27 Tango Team Deployments 19 Firearms Recovered 9 Pre-Planned Operations 19 Team Call Outs 10 Total Call Outs 29 49

52 Bureau of Field Operations OTHER PERFORMANCE DATA Uses of Force Level 1 Level 2 Level 3 Level 4 Total Incidents The Tactical Team members are not all assigned to the Support Operations Division. Some members work out of Special Operations or Traffic. However, most are assigned to other divisions within the Department. The above table reflects the performance data of Command, Entry, and Sniper Element members regarding use of force incidents while assigned to the program. Team members were also subject to 43 Internal Affairs complaints. This data reflects use of force incidents and complaint allegations associated with Tactical Operations and regular operations within the members primary assignments. 50

53 Bureau of Field Operations SPECIAL OPERATIONS SECTION AIR SUPPORT UNIT The primary goal of the Air Support Unit is to assist officers in the apprehension of suspects by quickly responding to crimes in progress. The unit, which operates citywide, uses aerial surveillance to assist in ground searches, high-speed vehicle pursuits, foot chases, and large area searches. The Air Support Unit is a critical component of dealing with crowd control issues. The aerial advantage provided by the Air Support Unit enhances officer safety, minimizes risks to citizens and assists in the deployment of patrol units during major incidents. The Air Support Unit also acts as a Force Multiplier conducting flights over various calls for service and enabling a smaller work force to complete other assignments and tasks. The Air Support Unit also provides vital assistance to the Oakland Fire Department by locating unreported fires, saving numerous hours in fire suppression through early detection. STAFFING In March, an officer transferred from Air Support to Patrol. SIGNIFICANT ACCOMPLISHMENTS The Air Support Unit accomplished a variety of significant activities, many of which involved supporting inter-agency entities, including: Assisted with an extensive wiretap operation. Assisted Vallejo PD with an OIS. Helped with the Oakland Marathon. Supported a multi-agency, multi-location FBI led take down and Acorn warrants. Multiple arrests and guns were recovered. Assisted with an immigration march and rally from Fruitvale plaza to FOP. Assisted with the May Day protest. Participated in a simulated crash landing/mass casualty, exercise at the Oakland International Airport. Assisted with 3 protests/marches around downtown. Additionally, supported Trayvon Martin protest response and communication with CHP when protesters went up on the freeway. Installed the PA systems on both patrol aircraft Flew to support the Bay Bridge Opening. Attended the Coast Guard s Multi Agency Training day. Assisted Richmond PD with locating a vehicle that had driven off the dock and into the water. PRODUCTIVITY PERFORMANCE DATA Radio Assignments Arrest Assists* Dispatched 433 Murder, 187 PC 2 Self-Initiated 444 Robbery, 211 PC 11 Total 877 Assault w/ Deadly Weapon, 245 PC 9 51

54 Bureau of Field Operations Flight Hours Burglary, 459 PC 10 General Crime Vehicle Theft, VC 8 Narcotics 14 Narcotics, H/S 0 Traffic 15.2 Felony Hit & Run, VC 1 Special Assignments 51.4 Misdemeanor Hit & Run, VC 0 Training 16.6 Felony Warrants 3 Oakland Fire Department Assist 12.2 Misdemeanor. Warrants 0 Maintenance & Repair 26.8 Other Felonies 16 Homeland Security 28.0 Other Misdemeanors 5 Total Flight Hours Total Arrest Assists 65 *The Air Support Unit also provided assistance to outside agencies for a variety of activities on 73 different occasions. 52

55 Bureau of Field Operations SPECIAL OPERATIONS SECTION ALCOHOLIC BEVERAGE ACTION TEAM (ABAT) The ABAT Unit is responsible for licensing, inspecting and conducting enforcement operations at all alcohol and tobacco establishments within the City of Oakland. They also responded to citizen complaints regarding nuisance bars and stores. ABAT currently has in excess of 360 alcohol establishments and in excess of 200 tobacco-only establishments in the Deemed Approved & Tobacco Retailer programs. Additionally, ABAT monitors in excess of 155 restaurants within the City of Oakland that have full-service bars. ABAT also conducts investigations of unlicensed premises, cabaret violations, and any other premises that sell alcoholic beverages that are determined to be a nuisance to the community. STAFFING In March, an AAII transferred from ABAT to the Office of the Chief of Police. She was replaced in September by an AAII who transferred from Personnel. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL ABAT officers received the following training, provided by the California Narcotics Officer Association: Emerging drug trends Bath Salts training 49th Annual Training Institute Conference Driver Training Instructor Driver Awareness instructor ABAT Officers also provided the training to outside entities as detailed below. Training Title Hosting Agency Topics ABAT Merchant Training OPD LEAD Training Drug/Tobacco Paraphernalia BOE, Sacramento Tobacco Retail License, Identifying Drug paraphernalia Learning Domain 13, Alcohol Alcohol and Tobacco Laws (trained OPD Basic Academy Beverage Control Law 166 th and 167 th Academy) PRODUCTIVITY PERFORMANCE DATA ABAT conducted numerous operations to include the following: 54 attempts by minors to purchase tobacco which resulted in six buys; Shoulder Tap Operations which resulted in 10 buys out of 130 attempts; and Minor Decoy Operations which resulted in seven buys out of 17 attempts. ABAT also conducted training and inspections during 2013, including one Licensee Education on Alcohol and Drugs (LEADS) Training Seminar in which 17 merchants were trained and a Community Policing Through Environmental Design (CPTED) Inspection. ABAT issued 34 reinspection fee charges which resulted in reimbursement of $6,800 in police related service costs. 53

56 Bureau of Field Operations Performance Area Data Bar Compliance Inspections 5 Annual Store Site Visits/Inspections 544 Operating Restrictions Letters 6 CPTED Reports/Assessments 1 Minor Decoy Operations 17 attempts/7 buys Shoulder Tap Operations 130 attempts/10 buys Tobacco Seizures and Hearings 15 Tobacco Hearings Funds generated $11,600 Nuisance Abatement Notices 90 Re-inspection Fee Charges 34 issued/$6,800 Drug Nuisance Letters 2 Alcohol & Tobacco Merchant Education 17 Merchants Community Outreach/Meetings 5 54

57 Bureau of Field Operations SPECIAL OPERATIONS SECTION SPECIAL EVENTS UNIT In general, any organized activity that impacts City of Oakland services, or that uses/affects public property, public facilities, sidewalks, or street areas, is considered a special event and requires a permit. The Special Events Unit assists organizers in planning an event and providing police services when required. The Special Events Unit works in conjunction with all professional sports and entertainment/festival organizations to provide a safe and enjoyable environment for everyone who attends and/or participates. SIGNIFICANT ACCOMPLISHMENTS The Special Events Unit successfully coordinated event planning for the 3rd Annual Oakland Marathon an event with over 8500 participants from all over the United States. Both Sergeant Espinoza and Officer Cabral received recognition from the organizer for successfully planning the event. The unit also coordinated with the same promoters for the 2 nd Annual Hella-Ween Running Festival. The Special Events Units also planned, coordinated, and oversaw the successful execution of the Home Games for Oakland s three major sports teams: Golden State Warriors (48 games), Oakland Athletics (84 games and the America League Division Series), and the Oakland Raiders (2 pre-season and 8 regular season games). Finally, it should be noted that in response to staffing shortfalls, the Special Events Unit completely revised and improved the Oakland Raiders game deployment plan to more efficiently and effectively support these games during the year. Coordinated over 1,000 special event applications and providing police services for 150 large events including: o Oakland Athletics (84) o Oakland Raiders (10) o Golden State Warriors (48) o Various Musical Concerts sponsored by AEG o Cinco De Mayo Festival o Dia de los Muertos Festival o Oakland Pride Festival o Black Cowboys Parade o Chinatown Street Festival o Lunar New Year Bazaar Festival o The Art and Soul Festival o America s Children s Holiday Parade o Oakland Marathon o Lady of Guadalupe March 55

58 Bureau of Field Operations SUPPORT OPERATIONS DIVISION TRAFFIC OPERATIONS SECTION Under the command of Lt. Peter Lau, the Traffic Operations Section (TOS) focuses on vehicle enforcement and traffic safety. The TOS provides support to area commanders through traffic enforcement (motor vehicle violations and DUI checkpoints), traffic investigations, and vehicle abatement. The TOS receives traffic concerns from a variety of sources, including community members, accident data, and officer observations. The following units operate out of the Traffic Operations Section: Traffic Enforcement Unit Traffic Investigations Unit Vehicle Enforcement Unit Traffic Safety Unit Parking Enforcement Unit STAFFING One officer transferred from Traffic to Patrol; and another officer transferred to Traffic from Patrol. FISCAL MANAGEMENT REPORT Appropriation Categories Traffic Operations Section (107510) Budget Appropriation 56 Actual Expenditures Difference O&M 1,299, , ,830 Grants 1,004, , ,403 Personnel (excluding Overtime) 7,442,674 3,978,091 3,464,583 Overtime 211, ,037 10,463 Total 9,957,958 5,607,679 4,350,279 SIGNIFICANT ACCOMPLISHMENTS The TOS had the following accomplishments: Implemented a SafeTREC Sobriety Checkpoint grant for $55, designed to address driving under the influence. Participated in the regional Avoid 21 Program Participated in the regional Click it-ticket Program Participated in the regional Distracted Driving campaign Awarded a SafeTREC Sobriety Checkpoint grant for $48,500 Awarded a Selective Traffic Enforcement Program grant for $175,000 Partnered with Department of Motor Vehicles in Disabled Placard sting Traffic Enforcement Unit Due to staffing shortages, the Department currently does not staff this unit. Any enforcement operations are funded through grants and conducted on overtime.

59 Bureau of Field Operations Traffic Investigations Unit The Traffic Investigations Unit (TIU) conducts follow-up investigations to all reported traffic collisions. The TIU also coordinates and directs all traffic fatal investigations. The TIU manages and controls the Red Light Camera Program which was implemented to reduce red-light-related accidents. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL Traffic Investigation officers attended training sessions regarding various topics outlined by policy. Additionally, officers received training on the following subjects: Advanced Roadside Impaired Driver Enforcement (16 hours) DUI Checkpoint Planning and Management (8 hours) SAFETREC DUI Checkpoint Planning (4 hours) Traffic Investigation Course-Basic (40 hours) Traffic Investigation Course-Intermediate (40 hours) Traffic Investigation Course-Advanced (80 hours) Traffic Collision-Reconstruction (80 hours) Interview and Interrogations (40 hours) Critical Incident Response (24 hours) Total Station/Mapscenes (40 hours) Supervisory Leadership Institute (208 hours) POST Management Course (40 hours) SIGNIFICANT ACCOMPLISHMENTS Red Light Camera issued 24,764 citations in 2013 generating $636,408 in revenue for the City of Oakland. On-line selling of reports continues to be an added tool to the unit helping reduce wait times for customers at the counter. Instituted a pilot program to record incoming calls in an effort to reduce citizen s complaint. Participated in Every 15 Minute, an alcohol avoidance education presentation at Oakland High School. PRODUCTIVITY PERFORMANCE DATA Performance Area Data Hit & Run Reports Investigated 3,538 Fatal Collisions Investigated 21 Total Collision Reports Investigated 6,655 DUI w/injury Reports Investigated 28 Average DUI Blood-Alcohol Content (BAC) 0.18% Total DUI Reports Investigated

60 Bureau of Field Operations TRAFFIC OPERATIONS SECTION VEHICLE ENFORCEMENT UNIT The Vehicle Enforcement Unit (VEU) consists of Vehicle Abatement, Abandoned Auto, Scofflaw, Commercial Enforcement and Taxi Details. These units work to improve Oakland s neighborhoods and enhance Oakland s physical assets by addressing the problems of abandoned vehicles on public and private property and aggressively pursuing parking citation scofflaws. The Unit also enforces rules and regulations pertaining to commercial trucking particularly around the Port of Oakland as well as the City of Oakland Taxi industry. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL An officer assigned to VEU taught over 300 elementary school students the Gang Resistance Education and Training (GREAT) curriculum. His service is another example of this Division s commitment to community policing and crime prevention. SIGNIFICANT ACCOMPLISHMENTS Participated in the Commercial Officers of Southern Alameda County operations. Conducted covert sting operations to reduce illegal cabs in the City. PRODUCTIVITY PERFORMANCE DATA VEU performed the following functions: Performance Area Data Moving Citations Issued 32 Parking Citations Issued 0 Total Complaints Investigated 15 Total Inspections 122 Accident s Investigated 1 Total Vehicles Towed 0 Recovered Stolen Vehicles 0 Vehicle Abatement performed the following functions: Performance Area Data Sites Inspected 2,291 Vehicles Removed 595 Vehicles Towed 127 Cases Cleared Cites 115 Commercial Enforcement performed the following functions: Performance Area Data Moving Citations Issued 168 Parking Citations Issued 68 Vehicles Towed 86 Complaints Resolved 26 Permits Issued 250 Inspections 358 Accident Investigated 14 58

61 Bureau of Field Operations The Abandoned Auto Unit performed the following functions Performance Area Data Complaints Received 9,242 Towed Vehicles 1,229 Complaint Vehicle s Marked 2,962 On View Marked Citations 90 The Scofflaw Unit performed the following functions Performance Area Data Total Value of Citations $1,717,617 Vehicles Booted 1,558 Vehicles Towed

62 Bureau of Field Operations TRAFFIC OPERATIONS SECTION TRAFFIC SAFETY UNIT The Traffic Safety Unit (TSU) focuses on pedestrian and bicycle safety programs providing tools and safety equipment (provided through grant funding) to individuals who attend training seminars directed by the Unit. It also coordinates, trains, and supervises the school crossing guards who provide diligent assistance to the City s youth as they walk to and from school. SIGNIFICANT ACCOMPLISHMENTS In previous years, the Traffic Safety Unit administered a bicycle, pedestrian, and vehicle occupancy grant from the Office of Traffic Safety (OTS). That grant allowed for bicycle and child passenger seat safety equipment distribution. Even though OTS no longer distributes this funding to the Department, the Traffic Safety Unit was still able to provide 85 bicycle helmets, bells, and lights because of equipment surpluses. Additionally, 59 child passenger seats were distributed to Cal SAFE, an organization that provides educational opportunities for teenaged parents. As a part of the ongoing collaboration with Cal SAFE and Improving Pregnancy Outcomes Program (IPOP), a similar program with Alameda County, the Traffic Safety Unit has continued to provide vehicular occupancy education and support. In support of the City s Department of Human Services, the Traffic Safety Unit participated in the annual Week of Child event, providing child passenger seat instruction and assistance, as well as providing crossing guards to provide pedestrian safety support with the large number of participants. In collaboration with Alameda County Public Health, this Unit has participated in providing training for seven people certified as Child Passenger Restraint Assistants, who may go on to be certified as Child Passenger Restraint Technicians. Also, there are currently 24 elementary schools that participate in AAA Safety Patrol, which the Traffic Safety Unit also supervises. Three hundred fifty children participated in the Annual Traffic Safety Review on May 29, 2013 at the Scottish Rite Temple. 60

63 Bureau of Field Operations STAFFING TRAFFIC OPERATIONS SECTION PARKING ENFORCEMENT UNIT In March, Manager Yvonne Cropp was hired for Parking Enforcement. Nine Parking Control Technicians (PCTs) resigned from the Department. Nine PCTs were hired during the year resulting in no net gain of staffing. Eight Crossing Guards separated from the Department during 2013 and four were hired for a net loss of four positions. FISCAL MANAGEMENT REPORT Appropriation Categories Parking Enforcement Unit (107511) Budget Appropriation Actual Expenditures Difference O&M 77,739 65,308 12,431 Grants 702,702 1, ,353 Personnel (excluding Overtime) 3,522,686 3,599,877 (77,191) Overtime 0 19,467 (19,467) Total 4,303,127 3,686, ,126 SIGNIFICANT ACCOMPLISHMENTS Hiring of a permanent Police Service Manager to oversee the day to day operation Replacement of Enforcement Vehicles Formalized Standard Operating Procedures PRODUCTIVITY PERFORMANCE DATA Performance Area Data Parking Citations Issued 312,652 61

64 Bureau of Risk Management Bureau of Risk Management Annual Management Report

65 Bureau of Risk Management TABLE OF CONTENTS BUREAU OF RISK MANAGEMENT CRIMINALISTICS DIVISION...64 INTERNAL AFFAIRS DIVISION...84 OFFICE OF INSPECTOR GENERAL...93 PAS ADMINISTRATION...98 PERSONNEL SECTION TRAINING SECTION

66 Bureau of Risk Management CRIMINALISTICS DIVISION The Criminalistics Division (Criminalistics) consists of several units, each of which is responsible for the scientific evaluation, analysis and interpretation of physical evidence. The laboratory is structured into three areas: Latent Prints Unit Drug Analysis Unit Major Criminalistics, which in turn includes: o Forensic Biology/DNA Unit o Firearms Unit o General Criminalistics o Specialized crime scene response. In some cases, technical staff is assigned to more than one unit depending on individual skills and unit caseloads was yet another challenging year for the Division. Adequate technical and supervisory oversight of operations was finally resolved with the addition of a Latent Print Unit supervisor position. This position was filled with an internal candidate in October For the first time in the history of the Laboratory, each technical unit is supervised by an individual who has discipline-specific technical knowledge, skills and abilities. We expect this to result in improvements to each of the units, including efficiency gains and better case management. We successfully completed all requirements for ASCLD/LAB-International accreditation to ISO requirements on December 16, This was the crowning achievement of the year and caps a two-year preparatory process to which every member of the laboratory was fully committed. We are very proud of this achievement. An additional grant-funded position was added to the Forensic Biology Unit during the year. All existing vacancies were filled. A new Criminalist III position was authorized in FY This position will provide much needed relief to the current Criminalist III supervisor and allow her to shift some of her considerable responsibilities to the new supervisor. We plan to open recruitment for this position in February 2014 and fill it as soon as possible. FY brought a welcome end to mandatory furloughs and business shutdown days. By the end of FY 12-13, we estimate we lost the equivalent of almost five work years of time as a result of these measures. The furloughs and shutdowns contributed to the high rise in backlogs and other delays in service and project completion. While we received 7 additional authorized positions, there is not adequate space in the current laboratory to accommodate all. We do not have space to accommodate two additional Criminalist II positions that are needed to expand the Firearms Unit. There is an over-reliance on federal grants for basic supplies and services which cannot continue. Increased allocations to the laboratory budget are needed. Significant O&M (about 40-45%) of our budget is derived from grants. These monies pay from DNA kits/ supplies and instrument service contracts. Two Biology Unit positions 64

67 Bureau of Risk Management are funded by federal DNA backlog reduction grants. Beginning in the 2014 federal funding cycle, new grant rules will bring significant changes, most notably, a 25% salary match for any positions and the prohibition on using grant funds to pay for instrument service contracts. A significant increase in our budget will be required to maintain these positions and programs. Portions of the budget are inadequate (e.g. funding for equipment service contracts, accreditation, proficiency testing, technical supplies) especially in light of the increase in staffing and case throughput increases that will accompany full staffing. We have no budget for mandatory training and continuing education of staff apart from a small, inadequate federal grant. We have received no support during 2013 in the way of department-wide training funds. Realistic funding for training is essential if we are to maintain expertise and meet ongoing certification requirements. Despite challenges they face, Division staff continue to provide high quality forensic work while maintaining remarkably good morale. Case throughput did not reach the levels desired due to many factors addressed in this report. However, staff work contributed to the successful outcomes of many investigations. They are a great team and a valuable resource to the Department and City. They thrive on being of service to the criminal justice system in which they play a critical role. STAFFING Staffing Challenges - Vacancies Total authorized staff in the Division at the beginning of 2013 was 25 FTE, which included 23 technical positions. The Division began the year with 5 vacancies: 1 Criminalist II (Firearms Unit) 2 Criminalist II (Forensic Biology Unit) 1 Criminalist II (Drug Unit) 1 Criminalist I (Drug Unit) Promotions of Criminalist I staff to Criminalist II vacancies in the Drug Unit in August 2012 and in the Forensic Biology Unit in February 2013 resulted in a total of two unfilled Criminalist I positions. Initially, these positions were funded at the Criminalist I level, which posed a structural impediment to flexible staffing. Therefore, they were converted to Criminalist II positions for the Forensic Biology Unit using Proposition 69 funds to provide the additional funding. Accordingly, a General Purpose Fund (GPF) funded Criminalist II position was reassigned from Forensic Biology to the Drug Unit to maintain staffing levels in the Drug Unit. In January 2013, a recruitment was requested to fill two Drug Analysis vacancies. These vacancies remained unfilled at the end of 2013 due to numerous delays encountered at every stage of the process. 65

68 Bureau of Risk Management Authorized strength in the Division was increased by a total of 7 positions beginning in FY 13-14, giving the Division a total of 32 positions. These positions required realignment and assignment within the laboratory. This work is ongoing. The realignments and desired assignments are as follows: Positions Realignment To Number Unit Assigned Criminalist III No change 1 Forensic Biology Unit Criminalist III No change 1 Quality Assurance Program (Admin) LPE III No change 1 Latent Print Unit LPE II No change 1 Latent Print Unit Criminalist II LPE II 1 Latent Print Unit Criminalist II No change 2 Firearms Unit The Latent Print III supervisor position was filled by an internal candidate in October; the LPE II vacancy resulting from the promotion was filled in November. A recruitment for the pre-existing Firearms Unit vacancy failed to yield a viable candidate and must be re-opened. We ended the year with nine vacancies as detailed below. Crime Laboratory Staffing as of December 31, 2013 Classification Authorized Vacancies Affected Units Forensic Technician 1 0 Grant funded Latent Print Examiner III 1 0 Latent Print Examiner II underfilled at the LPE I level Criminalist I 1 0 Biology Unit (grant funded position) Criminalist II 17 5 Firearms (3) Drugs (2) Criminalist III 5 2 Biology Unit (1) Quality Assurance (1) Office Assistant II 1 0 Crime Lab Manager 1 0 Total 32 9 Two of the vacancies in the Firearms Unit cannot be accommodated in the current facility due to lack of space. There were no resignations or retirements during the year. FISCAL MANAGEMENT REPORT The data below is based on Period 13 of FY budget data for all accounts under Organization Code The Laboratory receives funding from the GPF, a revenue fund restricted to DNA-related activities, and from various grants. To fully understand the contribution of each source to the overall budget, funds are apportioned as shown in the table below. 66

69 Bureau of Risk Management Org FY (Period 13) Appropriation Categories GPF Budget Appropriation Encumbrance Actual Expenditures Difference Salaries & Benefits $2,778,148 0 $2,507,285 $270,863 Overtime $42,750 0 $63,074 ($20,324) O&M (materials, $168,514 $145,754 $534 supplies, services) $22,226 GPF Total (1010) $2,989,412 $22,226 $2,716,113 $251,073 Non-GPF /Grants Non-GPF/ Grants $2,331,933 $254,683 $539,225 $1,538,025 Grand Total $5,321,345 $276,909 $3,255,338 $1,789,098 Notes: The GPF budget increased by less than 1% over the previous year. 44% of total funding is derived from grants and non-gpf sources, unchanged compared to last year. GPF O&M allocation increased by 33% over the previous year. However, it is still only 54% of what it was in FY There continues to be an over-reliance on grant funding to support the general operations of the laboratory. This will not be sustainable going forward given full staffing, cancellation of furloughs, and changes in grant funding rules, which will affect how funds can be used starting in the 2014 cycle. There were cost overruns in overtime due to crime scene callout, rush casework and OT required to sustain 24 hour turnaround in the Drug Analysis Unit. The entire period was one in which furloughs (20 days per person per year) were still in full effect. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL Training Received Criminalistics staff (n=21) attended Department training as required for their positions and were also trained on all Department policies and procedures published in 2013 through Power DMS. Department/City related training totaled 458 events as reflected in IPAS. In addition, 33 forensic science related training events were also attended as listed in the table below. 67

70 Bureau of Risk Management Forensic Science Related Training Events # Staff Trained Length (hours) CCI * Kinship Analysis Course 2 40 DNA Study Group Meeting 1 4 Annual Review of Data Accepted at NDIS 9 9 International Symposium on Human Identification California CODIS Meeting National CODIS Meeting 1 20 CCI Microscopy of Sexual Assault Evidence 1 32 DNA Technical Leader Training 1 16 SART Summit II Meeting 1 16 Drug Enforcement Administration Forensic Chemist Seminar 1 40 National Institute of Standards and Technology Emerging Trends in Synthetic Drugs Workshop 1 32 CA Assn of Criminalists Firearms Study Group 3 8 Association of Firearms and Toolmarks Examiners Conference 1 40 FORAY Adams Training Sessions I, II, III 3 3 Latent Prints: Reducing Erroneous Exclusions Training 2 6 Statistics, Ridgeology and ACE-V 3 40 International Association for Identification 2013 Conference 1 40 FBI Latent Print Advanced Testimony Workshop 2 16 SWGFAST Overview Training 1 1 Latent Print Enhancement Workshop 2 2 Universal Latent Workstation Software Workshop 1 1 CCI Firearms Safety Course 1 24 CCI Crime Scene Investigation I 2 40 CCI Crime Scene Investigation II 2 40 CCI Courtroom Presentation of Evidence 1 16 CA Assn. of Criminalists Spring Conference 2 36 CA Assn. of Criminalists Fall Conference 5 33 Forensic Science Society Meeting 1 24 American Academy of Forensic Sciences Conference 4 34 American Society of Crime Laboratory Directors Conference 2 32 CA Assn of Crime Laboratory Directors Spring Conference 1 16 CA Assn of Crime Laboratory Directors Fall Conference 1 16 ASCLD/LAB Assessor Training Course for Testing Laboratories 1 40 *California DOJ California Criminalistics Institute 68

71 Bureau of Risk Management All forensic science/technical training was paid for by grant funds. Training Provided Instrumental organizer of a course for latent print examiners in Alameda County entitled From Fingerprint Individualization to Fingerprint Statistics, May Presented a California Department of Justice CCI course on Mass Spectra Interpretation in March Invited speaker at the National Institutes of Standards and Technology (NIST) workshop in Gaithersburg, Maryland, May 2013, with expenses covered by the federal government. The workshop covered Emerging Trends in Synthetic Drugs (Bath Salts and Synthetic Cannabinoids). Invited opening speaker at Forensic Science Society meeting held in Manchester, England. Spoke about the impact of the National Academy of Sciences report on forensic science in the United States. Invited to speak at the Metropolitan Police Laboratory Scotland Yard, London, England. Spoke about the types of cases and case load at the Oakland Police Department Laboratory in 2012 to an astonished audience who had only 3 homicides in London that year. Made presentation on use of computer graphics in forensic firearms cases, Northern California Firearms Examiners. Made presentation on the historical firearms collection at the Royal Armories in Leeds, Northern California Firearms Examiners. SIGNIFICANT ACCOMPLISHMENTS Completed Goals from the 2012 Annual Report As detailed below, several of the goals set at the end of 2012 were accomplished in 2013, including successfully complete all requirements for accreditation under ISO standards by the end of 2013; recruit and fill remaining vacancies; maintain or improve percentage of staff that are certified (then at 77.7%); complete the latent print comparison training of a Latent Print Examiner early in 2013; complete latent print processing training of two LPE s by end of 2013; and develop uncertainty measurement estimates in Drug Unit applications required for ASCLD- LAB for re-accreditation. Accreditation The top achievement of the year was the completion of all requirements for accreditation to ISO standards through ASCLD/LAB-International. Success depended on every member of the Division pulling together for this purpose. Through their efforts, a process of transition that began in November 2011 was successfully concluded on December 16, 2013 with the news of our successful accreditation for a five year period. Completed overhaul of all Division manuals to make them ISO compliant and up to date prior to our assessment in July. 69

72 Bureau of Risk Management Established ASCLD/LAB-International compliant measurement uncertainty estimates for Drug Unit casework and a labwide balance program by the December 31, 2013 deadline specified by ASCLD/LAB-International. Filling Vacancies and Making Promotions Successfully filled a new Latent Print Examiner III supervisor position in the Latent Print Unit with an internal candidate. Filled the resulting Latent Print Examiner II vacancy with a former employee who brings over 20 years of experience to the position. Filled all vacancies in the Forensic Biology Unit. The unit is now at full strength. In the Firearms Unit, a Criminalist II position was filled by promotion. Recruited for two Drug Unit openings and finally received a certified list during the last week of In process of interviewing these candidates; decisions to be made shortly. Not able to fill an existing vacancy in the Firearms Unit. Plan to reopen recruitment at both the Criminalist II and I levels. Opened a recruitment for two Latent Print Examiner II vacancies in December and extended to 28 Feb Labwide Certification of Scientific Staff Met and exceeded external certification goal (77.7% certified). Lab-wide, 80% of eligible staff are certified in general criminalistics or in their area of specialization by external, nationally recognized forensic science certification bodies. Some laboratory members hold both certifications. The breakdown by unit of staff certified is: o Biology (82%) o Latent Prints (75%) o Firearms (66%) o Drugs (50%). Unit Accomplishments Latent Print Unit A Latent Print Examiner completed her training program and advanced to independent latent print and AFIS casework in January Latent print processing training of two examiners made progress in 2013 and is expected to be completed in The Unit has prepared preliminary estimates for a long overdue infrastructure and equipment update project to accommodate more staff. Completion is expected by mid Forensic Biology Unit We have fully implemented a new automated process for one of the most laborious steps in the examination of sexual assault evidence. The process has significantly increased the number of sexual assault evidence collection kits that can be processed at one time. Throughput in Forensic Biology is increasing and turnaround times are decreasing. A contractor, funded under the DNA Backlog 2012 grant, completed a draft functional requirements document intended to support an RFP for a commercial LIMS. The 70

73 Bureau of Risk Management requirements document is under review. Funding permitting, he will also assist in the implementation of the system. The Unit was awarded a $427,368 National Institute of Justice (NIJ) DNA Backlog Reduction Grant. Together with other grants, the grant funds two positions in the unit through June The Unit underwent an FBI DNA Quality Assurance Standards Audit as required. The grant manager for the $514,444 DNA Training Grant received in 2011, a POST certified master instructor, developed a highly acclaimed course for investigators that covers the collection of biological material, interpretation of DNA typing results, and the use of CODIS. As of the end of 2013, she has trained 198 individuals of which 15 are OPD investigators and police evidence technicians. Two more courses exclusively for OPD investigators and PET s will be presented in April 2014, in addition to two additional courses to be held in the San Francisco Bay Area. The course consistently receives rave reviews from students. The Unit developed protocols to support outsourcing of sexual assault evidence as necessary. Eleven of 12 Unit members hold advanced academic degrees (91%). Drug Analysis Unit The Uncertainty of Measurement program for labwide balances and reporting in drug analysis casework was launched in December to meet ISO requirements. The Unit provided weekly Drug Evidence Gap Reports to the BRM Deputy Chief as required by policy. A Criminalist II attended a week long federal Drug Enforcement Agency Training seminar in June. Firearms Analysis Unit The Firearms Unit continued to provide assistance in shooting incidents where trajectory analysis was needed. These cases included shots though a freezer door at a Wingstop business, multiple shots through a front door into an apartment, and an officer involved shooting. The Unit received an updated IBIS terminal from the Bureau of Alcohol, Tobacco, Firearms and Explosives known as BrassTrax3D. This equipment replaced the Heritage IBIS equipment. Awards, Appointment, Professional Activities Education An employee completed the ASCLD/LAB-International assessors training course, enabling her to conduct accreditation assessments of other laboratories. An employee is pursuing her Master s degree in Forensic Science at U.C. Davis. Professional Activities Editor of the California Identification Digest the official publication of the California State Division of the International Association for Identification. Member of SWGFAST a national advisory group organized by the FBI to develop best practices in the latent print analysis field. 71

74 Bureau of Risk Management Section Chair of the American Academy of Forensic Sciences Criminalistics Section. Appointee to the California Associations of Criminalists (CAC) Exam Committee of the American Board of Criminalistics the primary national criminalistics certification organization. Member of the Ethics Committee of the CAC. Member of the CAC Seminar Planning Committee. Immediate Past President of the California Association of Criminalists. ISO assessor for a Texas laboratory in April Member of the Major Cities Chiefs Association s Forensic Science Committee, which advises the MCCA Executive Board on forensic technology matters, including pending federal legislation. Publications Hospital Wet Mount Examination for the Presence of Sperm in Sexual Assault Cases is of Questionable Value accepted for publication by the Journal of Forensic Science. National Commission on Forensic Science and SWGFAST, current status and future presented to the Northern California Forensic Study Group. Automating the Differential Digestion Method in the Analysis of Sexual Assault Cases using Selective Degradation presented at the Promega International Symposium of Human Identification. PRODUCTIVITY PERFORMANCE DATA Latent Print Unit Casework Activities The Unit received latent prints recovered in 858 offenses during This level of field collection represents a: 9% decrease compared to % decrease since 2005, and 48% decrease since 2000 (1,655). The number of incidents resulting in the collection of prints does not correspond to the crime rate and the reasons for the downturn should be reviewed and understood. Collection and analysis of latent prints both need to increase. Latent Print Casework Received Description % Change Total # Offenses with Latent Prints % Offenses with Computer Quality Latent Prints % Latent Print Processing Requests Received % Comparison Cases Received % Named Comparisons % Computer Comparisons % 72

75 Bureau of Risk Management Latent Print Casework Reported Description % Change Latent Print Processing Requests Completed % # Exhibits Processed % Comparison Cases Completed* % Named Comparisons % Computer Comparisons % Named Suspect Examined % Total Suspects Identified % Named Suspects Identified (Hit Rate) Suspects Identified By Computer (Hit Rate) 17 (49%) 15 (47%) 23 (59%) *(41%) 31 (91%) *(65%) (36%) *(36%) 52 (75%) *(57%) 11 (24%) *(18%) 15 (43%) *(31%) *This figure is derived from the number of requests that yielded at least one identification. Multiple suspects can be identified in one request. Latent Print Processing A small decrease of 8% in processing requests received was noted over last year s requests. Completed requests for latent print processing was almost half compared to the work done the previous year. Completed processing cases have dropped 87% since 2007 when we were able to complete 75 requests. This was the last year in which we had 1 full-time technician assigned exclusively to processing casework. The loss of this technician position still factors into the timely completion of latent print processing requests. Processing was conducted primarily on priority homicide-related cases. Named Cases Demand for named comparison casework, as reflected by requests for service received in 2013, continued to rise (by 28%) over Of the 46 named suspects provided in 45 completed requests, examiners were able to identify 24% of those suspects to the investigator s case. For the amount of crime that occurs in metropolitan cities of our size, overall numbers for comparison work remain low. The addition of staff and the recent addition of a dedicated supervisor to this unit will provide the much needed resources to supply investigators with leads and timely information while reducing backlog. Computer Cases Computer searchable latent prints were recovered in 492 incidents. We received 174 requests to search latent prints, an increase of 54% from the previous year. The marked increase of requests can be attributed to the addition of a Police Records Specialist to CID who filters computer searchable cases based on the daily Quality Log. From the 35 completed requests searched in the -52% -62%

76 Bureau of Risk Management computer, 15 subjects were identified as a result of this powerful and relatively inexpensive tool at our disposal. Hit rate in 2013 was 31%, meaning almost 1 of 3 cases searched resulted in an identification of an individual in the database. Missed Opportunities If we searched the 492 submissions with searchable quality prints received in 2013 alone, we would expect to identify at least one person of interest in 164 incidents. This aspect of latent print work has produced a high hit rate year after year with similar lost opportunities to provide valuable investigative leads that can solve crime that total in the thousands, including homicides, due to chronic understaffing. Additional personnel will result in a more rapid turnaround time and will yield names that were previously unknown to the case thus saving valuable investigative resources that can be utilized elsewhere. The mandatory and floating furlough days for the first part of the year equate to almost two weeks of lost productivity per person for the year. This burden added to the missed opportunities and delays in service. During 2013, in addition to the supervisor position, which has been filled, we received two additional authorized LPE II positions for the unit. Recruitment to fill these positions opened in late These additional staff will help to reduce backlogs; make full, systematic use of the local, state and national computer search systems to provide investigative leads; and provide information in a timeframe that meets investigative needs. The unit supervisor will undertake a review of procedures in other accredited laboratories with an eye to streamlining our processes and maximizing output in the unit without sacrificing quality. Latent Print Unit Request Backlog Request Type Backlog Latent print development 247 Named Comparison 175 AFIS 590 Uncategorized 97 Total 1,109 Backlogged laboratory requests that are over three years old and appear to be past the statute of limitations for the case have been cancelled and will be returned to the requesting units. Requests may be resubmitted by the current investigator if the work is still needed. Drug Analysis Unit Casework Activities The laboratory attempts to provide 24-hour turnaround time on all drug analysis cases. This effort supports the Department s and the District Attorney s interest in charging suspects prior to 74

77 Bureau of Risk Management release, thus avoiding the need to locate and re-arrest. Historically, the Unit has required a minimum of 3 FTE analysts devoted to casework and a unit supervisor to maintain 24-hour turnaround on case requests. Since the retirement of the unit supervisor in September 2009 and the subsequent freezing of the position, the promotion of one analyst to the supervisor position and the loss of an analyst in 2012, the unit has been staffed with 1 FTE devoted to casework and has had two vacancies for over a year. Because the unit supervisor conducted casework in 2013, and significant overtime was performed by both members of the unit, the estimated caseload analytical output was performed by an equivalent of 1.8 FTE. Description % Change Cases Received 4,424 2,864 2,208 2, % Cases Analyzed 2,473 1, % Exhibits Analyzed (Casework) 3,485 1,938 1,382 1, % Exhibits Analyzed per Case % Random reanalysis of Exhibits for Quality Control Purposes % The Drug Analysis Unit supervisor has ancillary duties in addition to supervisory tasks. The Unit supervisor acts as the program coordinator for the laboratory s safety program. As the City and the Department are increasing emphasis on safety, this position has accrued more departmental and City-wide floor warden activities. Additionally, there are ISO accreditation duties related to safety that accrue to the Unit supervisor. Lastly, ISO accreditation required that uncertainty of measurement estimates be established for drug analysis activities by the end of the year. This task was assigned to and completed by the Unit supervisor within deadline. The previous three years showed a marked drop in drug evidence submissions and casework. However, the last quarter of 2013 showed an uptick in caseload. This is likely due to the graduation of an academy class in the spring. We anticipate that the increase in sworn staffing will result in an increase in drug evidence submissions and the need for analysis. Such an increase will give rise to the burden of chain of custody duties for the laboratory and may well cause an increase in alertable incidents involving incorrect, incomplete or a complete failure to use the Drug Evidence Release Receipt form (TF 3356). Such incidents are conveyed to commanders and supervisors by means of the Drug Gap Report. Due in large measure to understaffing, the unit was able to maintain a 24-hour turnaround on over 95% of cases only in the third quarter of the year. In addition, the supervisor was detailed to revise and update the Drug Analysis Unit Statement of Purpose, leaving one examiner to conduct casework and related activities. Significant supplemental duties related to maintaining accreditation were placed on all unit staff. Recruitment efforts through the City of Oakland Department of Human Resources to fill the two unit vacancies began in January A list of candidates was supplied to the laboratory in December. It is expected that two candidates will be extended offers in February We hope that the resulting background investigations are given priority. As there is an expected rise in 75

78 Bureau of Risk Management caseload this year due to new officers hitting the streets, this will be a necessary and we look forward to welcoming the additions to the unit by the end of March. The Quality Control Program has been successful in proving analytical robustness of the reports issued by the unit s analysts. Random reanalysis of 88 previously tested exhibits confirmed the accuracy of the original results. Another 38 samples are currently undergoing QC tests. In 2011, the unit received badly needed analytical equipment during the year from a Coverdell 2010 Discretionary Grant to replace aging instruments. The most outdated instrument, the UV- Visible spectrophotometer, was validated and placed into service in The new FT-IR and GC/MS spectrometers, which duplicate current capabilities, await validation. It is a goal to place them into operation by summer of Staffing shortfalls have prevented this from occurring sooner. Major Criminalistics Unit Casework Activities Major criminalistics cases consist of firearms examinations, biological material identification and genetic typing using DNA directed methods, recovery of trace evidence, and field investigations. Major Criminalistics Casework Received Description % Change Cumulative Backlog Cases Received % NA Requests Received No change 2567 (2050) Firearms % 1958 (1500) IBIS Only % 54 (43) Biology/DNA % 555 (505) Gen l Crim * NA 0 (0) Crime Scenes % 2 (1) * trace recovery, impressions, physical match, serial number restoration, toolmarks ( ) = backlog year end 2012 The Laboratory received 1,357 major criminalistics requests in 1,219 cases in 2013 this represents no significant change in the number of requests over Backlogged requests increased by 25% to 2,567 due largely to the disparity between the number of firearms requests submitted (748) and the capacity of the unit (245). Firearms requests are on par with 2012, but have almost doubled compared with This steep rise is due, in part, to the increase in gun-related crime generally. But, it is compounded by CID s practice of putting in firearms requests on apparently all investigations that involve firearms related evidence before they close the case pending further information (disposition code 13). There is no way for current firearms staff to address this number of requests. Insufficient space in the current laboratory prevents the expansion of staff. Firearms requests completed (245) is up slightly over

79 Bureau of Risk Management The number of Biology/DNA requests received (574) increased by 9.5%. Requests completed increased by 18.5%. This is due to the filling of vacancies and benefits from technology investments we have made. Major Criminalistics Casework Reported Description % Change Cases Reported % Requests Reported % Firearms % IBIS Only % Biology/DNA % Gen l Crim * NA Crime Scenes % * trace, impression evidence, physical matches, serial number restoration, toolmarks. Forensic Biology Unit Casework Activities The Unit started the year with 12 authorized casework positions; two Criminalist positions were vacant. One grant funded Criminalist I was selected to fill one vacant Criminalist position. One grant funded Forensic Technician was selected to fill the second vacant Criminalist position. This resulted in vacancies for the two grant-funded positions. The grant funded Criminalist I position was filled in November and the one grant funded Forensic Technician position will be filled in early January The Forensic Technician position assists the Criminalists in non-interpretation casework endeavors. A new Criminalist III supervisor position was authorized in FY 13-14, bringing the unit to 13 FTE. Requests completed were up 18.5% in This is a modest but welcome outcome. However, it falls short of the throughput we achieved in previous years with full staffing. Factors preventing better gains included the following: two vacant Criminalist positions for almost the entire year, staff time to prepare the Forensic Biology Unit Operations Manuals to meet new laboratory accreditation standards, a staff member devoted 90% of time to design, development, and expansion of LIMS to meet the new accreditation standards, and mandatory furlough and business shutdown days. Thus, the Biology Unit had the equivalent of six FTE available to conduct casework. Nevertheless, the staff completed more casework than was completed in % of Forensic Biology/DNA requests result in a DNA analysis. 77

80 Bureau of Risk Management Victim Sexual Assault Kit Status Count Number of requests submitted to the laboratory at year end 2013 (cumulative since 2000) 2,032 Number of requests submitted to the laboratory for year * Total number of kits completed at year end 2013 (cumulative since circa 2000) 1,856 Number of kits completed in Number of requests awaiting analyses (backlog) 273 Number of kits determined to not need analyses 173 (canceled requests since circa 2001) *Number of requests for 2013 is above the average due to SVU investigation into prior years incidences CODIS Activity CODIS is the acronym for the Combined DNA Index System and refers to the state and national DNA identification databases. In 2011, the FBI issued new directives for characterizing associations (hits). The purpose was to distinguish true cold hits which the FBI refers to as offender hits from other types of associations. An offender hit is the first association made in CODIS between an evidence DNA profile in which the source is unknown and a convicted offender at the state or national level. Subsequent associations between this DNA profile and additional convicted offender samples are referred to as conviction matches. Conviction matches may also be associations between an evidence DNA profile for which the source is known (having been confirmed through the processing of a reference sample) and a convicted offender at the state or national level. Forensic Hits are associations between casework evidence samples, often called case-to-case hits. The source of the DNA profiles involved with forensic hits may or may not be known. The Laboratory scrubbed the associations in CODIS, re-characterizing them to conform to FBI directives. As a consequence, we are now able to distinguish and report true cold hits distinctly from other types of associations. In addition, we reconciled metric data between the CODIS and LIMS databases. The result is a more accurate count of cases, profiles and associations. Activity is shown in the table below. Profiles Uploaded to CODIS Case Type 2012 YTD* 2013 YTD Cases Profiles Cases Profiles Cases Profiles Homicide Sexual Assaults Other Total

81 Bureau of Risk Management CODIS Associations: 2012 Cumulative Case Type 2012 YTD* Known Unknown Total Cases Hits Cases Hits Cases Hits Homicides Sexual Assaults Other Total Hit Rate 11% 13% 53% 47% 63% 61% *Changes in 2013 to a 2012 association and disposition can result in the change of the previous year s YTD hit totals. This is expected where, after further investigation by the Laboratory, known or unknown associations are reassigned to a duplicate category and removed from the count. Duplicate matches occur when an offender s DNA sample has been uploaded by a databank laboratory more than once. While the Laboratory makes best efforts to identify such duplicate associations as they occur, they are sometimes not uncovered until the following calendar year, thus necessitating an update of results reported in the previous Year End Report. CODIS Associations: 2013 Case Type 2013 Known Unknown Total Cases Hits Cases Hits Cases Hits Homicides Sexual Assaults Other Total Hit Rate 18% 15% 71% 61% 88% 76% CODIS Associations: 2013 Cumulative YTD Cases with Case Type Confirmed Known Unknown Total YTD Cases Hits Cases Hits Cases Hits Homicides Sexual Assaults Other Total Hit Rate 12% 13% 55% 49% 66% 62% CODIS Associations: OPD Case-to-Case Linkages Case Type Case-to-Case Linkages YTD Homicides Sexual Assaults Other Total Hit Rate 6% 1% 9% A total of 1,616 profiles from 1,291 cases have been entered into CODIS since the inception of the program in the year In 2013, 190 new DNA profiles associated with 146 cases were submitted to CODIS. 79

82 Bureau of Risk Management The Laboratory has obtained 1,007 named individual matches in 857 cases since the inception of the program. Of these, 789 hits in 707 cases involved a match to a previously unknown offender (i.e. a true cold hit). In 2013, 144 matches in 129 cases were achieved of which 115 matches in 103 cases were true cold hits. We added 2 case-to-case matches during 2013 bringing the total to 76 since the inception of the program. Hit rate is defined as the number of cases having at least one database association compared to the total number of cases entered into the database by this laboratory. The data below are for unknown (cold) hits only. Cumulative Data Hit Rate Number of Cases with Associations / Number of Cases with DNA profiles entered into CODIS Overall hit rate 66% 857 cases / 1,291 cases entered Offender hit rate 55% 707 cases / 1,291 cases entered Offender hit rate in homicide cases: 62% 133 cases / 215 cases entered Offender hit rate in sexual assault cases: 65% 563 cases / 867 cases entered Year 2013 Data Hit Rate Number of Cases with Associations / Number of Cases with DNA profiles entered into CODIS Overall hit rate 88% 129 cases / 146 cases entered Offender hit rate 71% 103 cases / 146 cases entered Offender hit rate in homicide cases: 67% 14 cases / 21 cases entered Offender hit rate in sexual assault cases: 71% 62 cases / 87 cases entered Sexual Assault Evidence Kit Outsourcing Initiative In response to an initiative proposed by the District Attorney whereby untested victim sexual assaults kits might be outsourced, free of charge, to a private laboratory for analysis and paid for by a third party non-profit organization, the Unit invested significant time in researching the number of untested victim sexual assault kits in the Department s possession. We determined whether the laboratory had received a request for the examination of the kit. We worked with SVU to determine which of the remaining kits warranted testing. With the help of the City Attorney s Office staff along with OIG staff Ms. Kristen Burgess-Medeiros, we developed MOU s and contracts to address all the obligations of the various parties to this complex initiative. We put in place new Laboratory policies and procedures addressing outsourcing. With the SVU unit commander, we developed a case prioritization scheme. We have identified a group of kits in the Department s possession as of December 31, 2013 which are eligible for inclusion in this project should funding become available. Forensic Biology Unit Grants Six grants were active during 2013 (see table, following page). 80

83 Bureau of Risk Management Award Award Period Amount of Award FY 2009 Solving Cold Cases with DNA 10/1/09 12/31/13 $582,088 FY 2010 Forensic DNA Backlog Reduction 10/1/10 9/30/13 $371,622 FY 2011 Forensic DNA Backlog Reduction 10/1/11 3/31/14 $443,201 FY 2011 DNA Training 10/1/11 6/30/14 $514,444 FY 2012 Forensic DNA Backlog Reduction 10/1/12 9/30/14 $408,415 FY 2013 Forensic DNA Backlog Reduction 10/1/13 3/31/15 $427,369 Total $2,747,139 Forensic Firearms Unit Casework Activities The Firearms Unit consists of 3 fully trained examiners: 1 Criminalist III supervisor and 2 Criminalist II s. Criminalist I S. Molloy promoted to Criminalist II during the year. There was one existing vacancy at the beginning of the calendar year. Two Criminalist IIs from among the additional positions authorized at the beginning of FY have been assigned to the Firearms Unit. However, there is no space in the existing laboratory to accommodate these personnel. There is no designated staff to operate IBIS. We have recommended that at least one forensic technician position be authorized for this work. Potential expansion space for the Laboratory to ease overcrowding is under consideration. The Firearms Unit received 748 firearms requests in A total of 245 firearms requests were completed, with 142 of these requests arising from homicide cases. Many of the requests involve the examination of large numbers of evidence items (cartridge cases, fired bullets and firearms). In 2013 Firearms Unit staff examined a total of 2,700 fired casings, 552 bullets and fragments, and 111 firearms for a total of 3,363 objects. The current number of uncompleted requests in firearms is 1,958. Firearms Unit staff provided expert testimony 23 times in the year. We have identified a need for two Forensic Technicians to work IBIS only gun cases to meet demand for service. IBIS Casework The number of weapons evaluated for IBIS database entry (111) increased by 9% over last year (102). Most firearms entered into IBIS this year were part of homicide investigations and not felony possession only type cases. We received 22 IBIS gun only requests to examine firearms and completed 10. The backlog of IBIS only gun requests is 54. We confirmed 21 IBIS cold hits in 2013, bringing the total to 331 since the start of the program in Additionally a number of unconfirmed high confidence hits were found for investigation purposes. 81

84 Bureau of Risk Management IBIS Activity Description Total** % Change 2012 v 2013 Weapons evaluated % Weapons test fired and databased % Primary Evidence # Shooting incidents involved # Evidence items databased # Hits % Hit Rate* 13% 15% 16% 13% 17% * The hit rate is defined as the number of IBIS linkages versus the number of primary evidence cases entered into the system. ** Total is total for the program since its inception in The Firearms Unit received the next generation of IBIS equipment, Brasstrax3D, in August The new system brings improvements over the old system such as a smaller footprint, higher resolution images, and more automation of acquisition. Acquisition times and correlation search times remain about the same. The Unit s IBIS Only protocol was used to examine evidence in a group of possibly gang related cases (wrap-up), in which a list of approximately 40 incidents were provided by the CID unit commander. Laboratory work on these cases established 23 links between the Oakland cases and cold hits to cases with Stockton PD, Emeryville PD, and the CHP. Firearms Unit staff responded to 6 crime scenes this year providing trajectory analysis. These scenes included one OIS the Wingstop double homicide and the shooting death of an 8-yearold child in her home. Firearms Unit staff also contributed many hours to the scene investigation of an alleged kidnapping that was later determined to be a falsified report. The Top 10 Priority List was implemented in 2013 in the Unit providing quick turnaround on those cases identified by the Homicide unit commander as the most pressing. This approach will continue in Field Examination Casework Activities Laboratory staff reported on 10 crime scene requests in 2013 up 10% from last year. These scenes included one officer involved shooting incident and the examination of a dwelling for physical evidence of a homicide that occurred in As previously mentioned, call outs were made in a kidnapping report later determined to be a false report. Division Court Activity The Criminalistics Division made 47 court appearances in 2013, down 27% from last year. Most of the subpoenas arise from drug cases, however most court appearances involve major crimes against persons. A subpoena count is not available due to the switch to an electronic distribution system whereby subpoenas are sent to each analyst. 82

85 Bureau of Risk Management OTHER PERFORMANCE DATA This is an entirely civilian operation. Therefore, the following productivity data do not apply to us: citations issued, arrests, cases investigated/cleared, community meetings attended, policies completed, projects closed, vehicles towed, warrants cleared, written or served, uses of force and vehicle pursuits. There was no need for corrective action in the Division during 2013 pertaining to applicable indicators listed in DGO A-7 Annual and Departmental Reports. There were no complaints and no vehicle collisions during the year involving Division personnel. PLANS, EXPECTATIONS, AND GOALS Improve throughput in case work units o Streamline IBIS entry, search, and documentation/reporting protocols o Review Latent Print Unit procedures to identify process changes that can reduce turnaround time without diminishing quality of results. o When fully staffed, assign one LP examiner FTE to AFIS work on property crimes cases o Use automated processes on all sexual assault evidence in the Forensic Biology Unit. o Achieve and maintain 24 hour turnaround on at least 95% of requests in the Drug Analysis Unit. Recruit and fill remaining vacancies that can be accommodated within current space. Complete remodel of Latent Print Unit (5th floor) to accommodate two additional examiners. Obtain estimates for cost of remodel of 6th floor PAB West Wing space and repurposing of Biology Unit space in current lab to expand Firearms Unit and Latent Print processing areas, and determine the feasibility of this possible option to ease overcrowding. Complete validation and launch of the latent print imaging systems. Complete latent print processing training of two LPE s by 30 June 14. Re-establish connectivity to the national and state AFIS databases. We are currently waiting for Alameda County Sheriff s Office CALID staff to complete their work on this project. Make further progress at identifying requests that can be cancelled so as to refine backlog figures. Maintain or improve upon the percentage of certified staff, which currently stands at 80%. Complete RFP development for a new LIMS, request bids, review and select vendor, obtain council approval and begin implementation. Complete validation of new Drug Unit instrumentation. Expand automation in Forensic Biology Unit Launch Y-STR typing Validate the Fusion DNA typing kit, containing 23 genetic markers. Eliminate victim sexual assault kit backlog by conducting analyses on kits per month in-house. Successfully undergo an ASCLD/LAB-International surveillance visit in FY

86 Bureau of Risk Management INTERNAL AFFAIRS DIVISION The Internal Affairs Division (IAD) is committed to protecting and defending the constitutional rights of all citizens, as well as the integrity of the Department and individual members and employees. It is our mission to provide the highest quality professional service to every member of the community by conducting thorough, impartial, and ethical investigations regarding allegations of misconduct and policy failures within the Department. We treat each citizen, member, and employee with fairness, dignity and respect at all times. It is through our commitment with honor and integrity that we uphold the core values of the Oakland Police Department. The primary function of IAD is to accept, process, and investigate complaints from any source alleging misconduct by Departmental personnel. Additionally, IAD investigates firearm discharges from sworn members and certain critical incidents involving death and serious injury. IAD investigations identify policy violations, training needs, equipment failures, and as well as make recommendations for policy revisions. Departmental Values and the Law Enforcement Code of Ethics serve as our guiding philosophy. The Departmental Strategic Plan serves as the roadmap to achieve these goals. IAD is committed to creating a sustainable relationship based on trust and integrity with citizens in the community as well as with the Oakland Police Department (OPD) and other City of Oakland personnel. Complaints received by IAD are investigated, and the findings of these investigations are reported back to the complaining citizen or personnel as well as the accused member or employee(s). The Division responds to subpoenas and requests for records involving claims against the Department. The Division also works collaboratively with the staff of the Citizen s Police Review Board (CPRB) to provide information necessary for the completion of their investigations and the Office of the City Attorney (OCA) in providing pertinent information pertaining to civil suits. IAD is designated as the custodian of records for all complaints. IAD Complaint Database, feeds vital information into the Internal Personnel Assessment System (ipas) used by supervisors to evaluate their subordinates and identify areas for recognition or intervention. Nowhere in the Oakland Police Department is there a more critical function than that within IAD. Tasked with maintaining the integrity and values of the Department, IAD has a longstanding tradition of conducting fair and objective investigations of misconduct allegations and policy failures. IAD has broadened its span of influence and direction for the entire Department by identifying performance trends as well as at-risk behavior of all personnel, units, sections and divisions. Every citizen has an absolute right to voice a complaint when they feel wronged by a member, employee or policy of the Department. To deny this right greatly deviates from the Department s mission to establish strong, enduring relationships with the entire Oakland community. Every contact made in this division is an essential opportunity for every member or employee of our team. These opportunities bridge gaps in communication even under the greatest scrutiny. Moreover, these opportunities assist with the Department s goal of increasing the quality of work performance by our personnel, holding our personnel accountable to the Oakland community and 84

87 Bureau of Risk Management each other, as well as promoting a positive working relationship with the community to make Oakland a safer place to live, work and play. STAFFING IAD staff numbers fluctuated in 2013, ending with a total of 35 filled positions compared to 41 in Throughout the year, IAD received assistance from several transitional and light duty employees. Internal Affairs Division Assignments 2013 Classification Authorized Filled Loan Vacant Captain of Police Lieutenant of Police Sergeant of Police Police Officer Performance Audit Manager Police Records Supervisor Police Records Specialist Annuitants Total Organizational Structure IAD continued to progress in 2013 and reorganized to reflect the experience and expertise of the personnel working in the Division. IAD s responsibilities are divided among the Administration Section, Investigations Section, Force Investigations Section, Integrity Testing Unit, and Division Level Unit, as depicted in the chart on the following page. 85

88 Bureau of Risk Management Administration Section (1) Lieutenant of Police Administrative Unit (1) Performance Audit Manager (1) Police Records Supervisor (3) Police Records Specialists DLI Compliance Unit (1) Sergeant of Police Intake A & B Unit (1) Sergeant of Police (6) Police Officer (5) Annuitant Internal Affairs Division (1) Captain of Police Investigative Section (1) Lieutenant of Police (8) Sergeant of Police 1 Captain 3 Lieutenants 1 Police Audit Manager 1 Police Records Supervisor Integrity/Pitchess Unit (2) Sergeant of Police (2) Police Officer Force Investgation Section (1) Lieutenant of Police (1) Sergeant of Police IAD Organizational Year End Chart FISCAL MANAGEMENT REPORT This Annual Report covers the calendar year The Fiscal/Budget Report herein reflects Fiscal Year (FY) 2013, which covers July 1, 2012 to June 30, The table below shows that IAD remained within budget in three categories: Personnel, Grants and Overtime. However, IAD exceeded the Operations & Maintenance (O&M) budget by $4,140. Summary of Budget Appropriation and Expenditures for FY Category Summaries Budget Appropriation Encumbrance Actual Expenditures Difference O&M $715,106 $40,385 $678,861 ($4,140) Grants Personnel $6,291,642 0 $6,291,624 0 Overtime $513,417 0 $513,417 0 Total $7,520,165 $40,385 $7,520,165 ($4,140) 86

89 Bureau of Risk Management IAD expenditures were $1,998 under the budgeted amount. Due to a fourth quarter City Council Resolution, the O&M budget decreased by $6,000, resulting in the negative balance of $4,140. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL In addition to the 914 training hours outlined in IAD Training Received and/or Provided chart, IAD personnel have also collectively received over one thousand hours of training on various issues related to Departmental policies and procedures as well as POST mandated requirements. Course Title Hours Students Total Hours Critical Incident Response/Sup/Mgr Critical Thinking As an Instructional Model Crowd Control (Sid Heal) EOC Jurisdiction/Section Specific Training EOC Situational Awareness (SA) & Common Operating Picture Interview & Interrogation Introduction to Social Media/Ecomm (Lab & Lecture) Leadership & Accountability LAPD Rampart Scandal Officer Safety/Force Encounters Analysis Peace Officer Bill of Rights Course (POBOR) PG&E Handling Gas and Electric Hazards Principles of Force Science Public Records Act Course Records Supervisor Course Search Warrants A Through Z Sovereign Citizen Extremists Total SIGNIFICANT ACCOMPLISHMENTS In 2013, the staff of IAD successfully identified and overcame numerous challenges which lead to significant accomplishments, many of which are identified below: IAD Integrity Testing Unit (IADITU) is responsible for conducting integrity tests, administrative reviews, policy development, compliance checks, administrative and criminal investigations, and supervising the Pitchess Motion process. This program continues to actively and successfully seek to ensure integrity and high performance standards throughout the Department. In several instances, the Unit identified individual performance deficiencies and made policy and procedure recommendations promoting a healthy organization and a high standard of excellence. The Division Level Unit is staffed by a Sergeant of Police who is responsible for tracking and reviewing all internal investigations completed by investigators not assigned to IAD. 87

90 Bureau of Risk Management The unit reviewed 721 investigations during 2013, an increase of 9% from Approximately 244 (34%) of these investigations required the completion of additional investigative steps or editing prior to their final approval by IAD Commander or Chief of Police. The overall quality of the investigations continued to improve throughout the year, most notably in the areas of Credibility Assessments and Supervisor/Member Accountability. The required timelines for completion and approval of investigations were consistently met, and on the few occasions where timelines were exceeded, there was ample justification for the delays (i.e. complexity of investigation, availability of witnesses, etc.). IAD Intake Unit has maintained compliance with Departmental Policy, thus demonstrating the proper level of preliminary investigation of each complaint has taken place and that it does not resolve complaints of misconduct without first determining/documenting whether the OPD member or employee committed misconduct. IAD Performance Audit and Administrative Support Section continues to maintain compliance with the Departmental General Order M-3, which requires IAD to maintain a centralized system for documenting and tracking all forms of discipline and corrective action, whether imposed centrally or at the Division level. The Section also developed and initiated divisional audits to ensure a high level of performance was maintained and/or to identify areas of improvement. IAD maintained a collaborative relationship with the offices of the City Attorney, the Independent Monitoring Team (IMT) and the Citizen Police Review Board (CPRB), which continue to benefit the Division, the Department, and the City. The complaint process has been restructured pursuant to the revision of Department General Order M-3. As a result, there has been a significant corresponding decrease in IA cases and an inherent increase in communication with the community, particularly by way of field supervisor responses to incidents. The Administrative Support Unit worked tirelessly at maintaining high quality and professional work product. The staff prepared Skelly documents for review by a Skelly hearing officer. It prepared, distributed and tracked over 1500 investigative files for division level and internal investigations, processed hundreds of requests for information from the Office of the City Attorney (OCA), the Independent Monitoring Team for the NSA (IMT), the Citizens Police Review Board (CPRB), the Department and other units within IAD, and sent thousands of letters informing complainants of the outcome of their complaints showed a decrease in the number of complaints compared with the prior year. Without compromising investigative quality, steps were taken to streamline the process to increase efficiency which yielded the following: o Reduced the case load in intake o Decreased amount of time to accept and process complaints to ensure sufficient time is given to case investigators to complete a thorough investigation o Developed administrative, leadership and/or investigative skills by increasing outside training of both civilian and sworn staff members. o Increased investigative sufficiency for all investigated cases Refocused attention on the adherence of all OPD policy and procedures (incorporated from the Negotiated Settlement Agreement) rather than individual Negotiated Settlement Agreement tasks. This promoted a belief of supporting best patterns and practices in law 88

91 Bureau of Risk Management enforcement and seeking high performance standards rather than viewing compliance as a temporary mandate to be followed. Developed cross training for every titled position to ensure consistent performance and compliance measures are attained and/or retained despite movement of personnel Provided training throughout the Department in key compliance areas Identified core training requirements for all assigned personnel to ensure consistent individual and divisional performance and growth were achieved. IAD revised policy that governs the complaint taking process, procedures and subsequent investigations and ensured the entire Department was properly trained. Awards to Staff Members Employees assigned to IAD received awards recognizing their hard work in supporting IAD, the Department and the City of Oakland. In 2013, personnel assigned to IAD received numerous awards including: Good Conduct Bar Outstanding Performance Evaluation Bar Advanced POST Bar Medal of Merit Certificate of Commendation Chief s Commendation Bureau Employee of the Year Letters of Appreciation. PRODUCTIVITY PERFORMANCE DATA In support of Departmental policies and procedures, the work product of IAD includes, but is not limited to: Received 1,531 complaints and conducted background research Created case files and gathered various evidentiary documents Assigned and tracked investigations Investigated complaints Coordinated and reviewed division-level investigations (DLIs) Facilitated and tracked the discipline process Managed legal claims, litigation and Pitchess motion inquiries involving Departmental personnel Updated, monitored, tracked and audited the Information Business Card (IBC) Log Conducted records management and reporting Responded to six 24-hour callouts for certain critical incidents, including discharge of a firearm and vehicle pursuits that resulted in serious injury or death Conducted Integrity testing Managed IAD Complaint Hotline Collaborated with the CPRB, OCA, IMT, and the Compliance Director Tracked performance trends for recognition, corrective actions, and training needs. 89

92 Bureau of Risk Management Workload Decrease IAD workload decreased by 41% during calendar year IAD received 2,593 internal investigations in 2012 and 1,531 in 2013 (see figure below) '01 '02 '03 '04 '05 '06 '07 '08 ' 09 '10 '11 '12 '13 IAD Complaints Received, Findings for Allegations 2013 Allegations by Manual of Rules Violations 2013 No MOR, Service, Duplicate Performance of Duty (Class II) Conduct (Class II) Use of Force Retaliation, Interfering, Refusal to Take Complaint or Provide Name Performance of Duty (Class I) Preventable Collision Obedience to Laws & Regulations (Class II) Truthfulness and False Reports Obedience to Laws (Class I) Supervision and Command Exonerated Unfounded Not Sustained Sustained

93 Bureau of Risk Management There were 614 Class I Allegations and 1213 Class II Allegation in IAD DLI Currently in Intake Investigations Handled by IAD Compared to Division Level Areas of Interest and Measures to Address These Matters New complaint policies and procedures were incorporated and preliminary training modules were conducted for all Department personnel. Many areas of the policy were new, providing varying guidelines to support the complaint process and improve the Oakland Police Department s standing with the Oakland community. To promote and guide the successful application of the new policy, IAD staff fielded hundreds of questions from all personnel. Instead of continuing to field the questions individually, IAD provided timely notification to all Department personnel regarding patterns and trends noted as it directly related to queries received and the practical application of the new complaint process. An additional measure to address any and all complaint taking and investigative issues will consist of providing formalized quarterly Department training in IAD supported civilianizing the Administrative Section and actively participated in the selection process toward the end of In preparation of the transition, a training program was developed by the IAD supervisor and commander to enhance the ability to have a seamless transition for our new Civilian Intake Technicians, who are replacing sworn Intake Officers for Another challenge and area of interest for IAD was assigning and tracking preliminary complaint investigations. Preliminary complaint investigations are initiated when a citizen contacts IAD directly or a field supervisor contacts a citizen who wishes to initiate a complaint against the Department or any Department personnel. IAD identified an issue regarding the timely tracking of preliminary investigations and began developing a procedure and practice that promotes a more efficient and timely tracking protocol and practice to be initiated within the first quarter,

94 Bureau of Risk Management OTHER PERFORMANCE DATA IAD sworn personnel were included in the mandatory deployment of officers to backfill patrol positions in addition to their regular assigned duties. There were no UOF, discharging a firearm, personnel complaints, or vehicle pursuit incidents requiring corrective action. One officer was given corrective action counseling and training in regards to an IAD administrative task failure. PLANS, EXPECTATIONS, AND GOALS Leading into 2014, IAD is stable with a clear understanding and direction. Throughout 2013, IAD continued to improve performance by developing solutions, revising policy and procedures, and presenting training. While challenges remain, movement continues in a positive direction. IAD has been unwilling to compromise investigative quality. Steps to streamline the processes are continually being taken to increase efficiency as well as to enhance the quality of administrative investigations throughout the Department. In order to further the credibility of the division, additional training is paramount. IAD 2014 goals include the following: Reaching full authorized staffing for our civilian support staff and Civilian Intake Technicians Successfully completing civilianization the Administrative Section Increasing training opportunities for all IAD personnel Providing quarterly training to Department personnel Tracking all preliminary and administrative investigations while meeting all established timelines Conducting timely and efficient internal audits to improve all areas of performance Increasing accountability, promoting corrective action, and improving the performance of all Department personnel Completing our duties with fairness, integrity, and objectivity in a manner that reflects professional service, increased knowledge, outstanding work ethic and a premier quality product. Promoting career development of all IAD personnel 92

95 Bureau of Risk Management OFFICE OF INSPECTOR GENERAL The Office of Inspector General s (OIG s) Annual Report summarizes performance data for the division. It also reflects activities and efforts to assess the success and efficiency of the Department s operations within the parameters of the Negotiated Settlement Agreement (NSA). The reporting period covered is January 1, 2013 through December 31, OIG performs a risk management function for the Department, including compliance management for the NSA and NSA-mandated audits and reviews. These efforts aid the Department s focus on meeting the standards of increased responsiveness, effectiveness, and accountability as set forth by the Agreement. OIG is responsible for oversight and review of departmental policy and practices. Through audits, reviews, compliance oversight, and regular meetings with executive management, OIG serves a risk management and self-monitoring function for the Department. OIG consists of two units: Audit/Inspections and Compliance. The Audit/Inspections Unit assesses compliance with Department policies, evaluates practices, and makes recommendations to fix deficiencies and improve management accountability. The Compliance Unit serves as a liaison between the Department, the court-appointed independent monitoring team (currently Police Performance Solutions Independent Monitoring Team [IMT]), the Compliance Director s Office, and the plaintiff s counsel. It also supports OPD compliance with the NSA by ensuring that documents, data, and records are maintained as required by the NSA. OIG assists in the collection and processing of data and documents for the IMT and the Compliance Director s Office, and provides team members with access to Department personnel as needed. Finally, OIG continually works to enhance the public s confidence in the integrity of the officers who honorably serve the citizens of Oakland. STAFFING OIG experienced many personnel changes throughout the year. The Police Program & Performance Auditor served as interim Inspector General twice during the year as the officers serving as Inspector General were given command of different areas within the Department. In May, an acting lieutenant was placed in command of OIG and served out the rest of the year, although she was absent due to a long-term injury for approximately three months. No one retired from the Office of Inspector General during this review period. The Technical Communications Specialist resigned in January; the Police Records Specialist was promoted and transferred to IAD in January. In August, another PRS joined OIG. 93

96 Bureau of Risk Management OIG Staffing for 2013 Classification Authorized Filled Vacant Captain of Police Lieutenant of Police Sergeant of Police Police Officer Police Program & Performance Auditor Internal Auditor III Police Records Specialist Totals FISCAL MANAGEMENT REPORT While this document reports on the 2013 calendar year, the City of Oakland s fiscal year reporting period is from July to June. As a result, the expenditures listed in Table 2 below reflect activity from Fiscal Year , rather than the calendar year period. Fiscal Management of Expenditures July 2012 June 2013 Appropriation Categories Budget Appropriation (dollars) Actual Expenditures (dollars) Difference (dollars) O&M 795, ,014 62,094 Grants 1, ,239 Personnel 1,573,311 1,541,920 31,391 Overtime 8,610 19,307 (10,697) Total 2,378,268 2,294,241 84,027 OIG expenditures were less than budget appropriation, resulting in a positive balance of $84, OIG exceeded the budget for overtime by $10, due to technical support and IMT document requests. The timelines required by IMT document requests resulted in many of the Department s units turning documents over to OIG at the end of the week before a Monday due date. This required OIG staff to work on their regularly scheduled days off to confirm that all requested documents were submitted and to compile the documents for delivery to the IMT. Grants Summary OIG received no grant funding in Fiscal Year The $1, is a Prior Year Carryforward. 94

97 Bureau of Risk Management TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL OIG staff attended Department training as required for their positions, including In-Service Firearms Qualifications, Telestaff, California Law Enforcement Telecommunication System (CLETS), Sexual Harassment Awareness, and Command Retreats. As well, staff was trained on all Department policies and procedures published in Additional trainings, conferences and seminars are listed below. COSO Guidance Update (November 19, 2013, 2 hours), Concord, CA Data Analytics Panel Discussion (September 19, 2013, 3 hours), Concord, CA Risk Management: Accountability and Transparency in Law Enforcement (October 7-8, 2013, 12 hours), Austin, TX Core Skills for the Investigations of Cellular Devices (January 2013, 24 hours), Sacramento, CA. Shot Spotter Train the Trainer (September 2013, 32 hours), Newark, CA. Cybercop 315 Windows Artifacts (October 2013, 40 hours), San Jose, CA. Critical Thinking Course (April, 2013, 24 hours), Oakland, CA. SIGNIFICANT ACCOMPLISHMENTS As well as facilitating technical support throughout the Department, during this reporting period OIG had several significant accomplishments, identified below. Risk Management and NSA Oversight OIG provided risk management services to Executive Commanders via audits, reviews, policy development, and NSA compliance updates. OIG continued to work closely with the Monitor (Police Performance Solutions, LLC), facilitating document requests, scheduling meetings, and participating in compliance discussions. OIG worked closely with the newly appointed Compliance Director s Office, facilitating document requests, scheduling meetings, and participating in compliance discussions. OIG prepared and facilitated numerous monthly Risk Management Meetings. This required a significant allocation of resources due to the amount of data analysis necessary to present a useable and accurate presentation. OIG assisted with the development of new policies and processes related to the NSA and risk management, and conducted numerous audits and reviews (listed in Table 3 below). When audits and reviews identified compliance deficiencies or areas of risk, OIG made recommendations to resolve deficiencies and mitigate risk. This critical work ensures that the Department successfully implements the requirements of the NSA and achieves and maintains the most contemporary practices in law enforcement. 95

98 Bureau of Risk Management Audits and Reviews Completed by OIG in Officer Involved Shootings (Conducted by Mark J. Wittenberg Training, Inc.) Transporting Detainees and Citizens (Task 36) Academy and In-Service Training (Task 43) Management Level Liaison (Task 22) Community Policing Plan (Task 47) Mobile Data Terminals Reserve Police Program Control and Management of Active Informant Files PRODUCTIVITY PERFORMANCE DATA During 2013, OIG engaged in the following activities: Tracked progress for NSA Tasks. Completed eight internal audits/reviews. Conducted quality assurance reviews of internal investigations. Provided regular compliance updates to the Chief of Police and senior managers regarding status of NSA tasks. Scheduled Monitor site visit meetings. Provided oversight to various working groups charged with developing or revising policies. Provided policy reviews for compliance with the NSA. Coordinated compliance issues for all tasks and Independent Monitoring Team document requests. Facilitated contracts with consultants in the areas of audits and internal investigations. Prepared and facilitated nine Risk Management Meetings. OTHER PERFORMANCE DATA There were no major attendance and/or performance employee matters, and minor infractions were handled through the normal supervisory procedures. OIG had no performance information to report during this calendar year (no complaints, vehicle pursuits, preventable vehicle collisions, or firearms discharges). PLANS, EXPECTATIONS, AND GOALS OIG has continued to provide sound assessment of Department compliance with the NSA. However, OIG has struggled to fulfill its obligations this year due to a significant decrease in staffing in anticipation of a plan to transition OIG out of the Police Department s chain of command. The planned new OIG was to be led by a civilian Inspector General who reported directly to the City Administrator. This did not occur. Additionally, OIG has incurred additional responsibilities responding to requests and tracking benchmark items from the newly appointed 96

99 Bureau of Risk Management Compliance Director s Office. With this in mind, the goals of OIG for the forthcoming year are as follows: 1. Complete mandated audits in a timely manner and maximize auditing capacity by utilizing outside consultants when possible. 2. Provide the Chief of Police with thorough and unbiased analysis of OPD s policies and procedures. a. Focus on the root causes of Departmental inefficiencies along with solutions. b. Identify areas that expose the Department to liability or embarrassment and provide specific recommendations to mitigate risk. c. Ensure OIG staff conducts audits and reviews consistent with industry standards. 3. Ensure compliance with the NSA through an emphasis on compliance with Departmental policies. a. Conduct competent audits to assess the Department s compliance with the NSA and/or other topic areas assigned by the Chief of Police. b. Provide independent and objective information about the Department s compliance status and the challenges it faces. 4. Continue to prudently manage OIG budget and not exceed appropriations. 5. Increase OIG staffing by filling all authorized positions. Additionally, OIG will explore the possibility of increasing authorized staffing with two additional auditor positions. 6. OIG will remain committed to ensuring personnel receive relevant, contemporary training. 97

100 Bureau of Risk Management PAS ADMINISTRATION The Personnel Assessment System Administration Unit (PAS) is responsible for the following tasks: thresholds, PAS Program, administrative and technical aspects of the PAS system, custodian of records, and NSA-related issues. With the additional responsibility of completing PAS reviews within the PAS Administration Unit and the loss of one employee to retirement, the unit is currently running at full capacity to sustain its responsibilities. The future goals of the unit, as listed above, revolve around increasing efficiency and simplifying the process without sacrificing the core functions of the PAS system. With less time spent on administrative tasks, more time and energy can be focused on evolving and improving the program. The PAS Admin team works well together and has a collective skill set capable of achieving these goals. Thresholds Prepare bi-monthly normative threshold reports (histograms) for the preceding 18 months to identify outliers. Prepare and forward threshold notifications and single event threshold notifications to the appropriate Bureau Deputy Chief and responsible commander or manager. PAS Program Produce PAS Activity Review Reports for individuals identified by the threshold reports. Review all PAS Activity Reports for completeness, clarity, and consistency. Conduct PAS Panel reviews to evaluate reports, updates, and recommendations made by the chain of command of members in the program. Monitor the scheduling and frequency of PAS Disposition and Follow-Up Meetings. Monitor and evaluate intervention strategies. Administrative Have primary administrative responsibilities for the PAS policy. Provide reports relevant to the PAS program upon request. Maintain confidential files on all persons in the PAS program. Retain all PAS files, reports, and other documents for a minimum of five (5) years. Prepare bi-weekly reports to the Deputy Chief of Police summarizing various aspects of the PAS system. Technical Maintain an error log relevant to the IPAS system. On a daily basis, monitor IPAS data to ensure stability and accuracy. Conduct regular comparisons of IPAS data against database records, via Hummingbird BI Query, to verify complete and accurate data transfer. Identify any problems with the system and work with DIT to resolve the issues. 98

101 Bureau of Risk Management Custodian of Records Receive and ensure any notification of discrepancy in a PAS file is forwarded to the custodian of records and corrected. Receive weekly custodian of records backlog updates and make that information available to IPAS. Hold annual meetings with each custodian of record to verify IPAS is receiving the proper data and the custodian s business practices are unchanged. Conduct periodic audits of IPAS data to custodian of records databases to ensure accuracy. NSA Related Prepare and distribute a written summary of the Oversight Committee meeting to committee members and the Chief of Police within 30 days of the meeting date. Compliance Assessor for Task 40 & 41. Audit all sub-tasks associated with Task 40 & 41. STAFFING Staffing Changes During FY12-13, one supervisor position, four AAII positions, and two PRS positions were authorized and filled. Staffing changes including the loss of a PRS due to death, the hiring of a new PRS, transfer of an AAII, hiring of a new PRS, retirement of a PRS, loan of a sergeant of police to oversee day-to-day operations in September, and assignment of the PPPA to oversee development of IPAS 2. PRS Conklin passed away and was officially removed from the personnel record. PRS Winston retired from the Oakland Police Department. Classification Notes Portion of Year Police Program and PAS Special Projects Performance Auditor 14 Sep Sergeant of Police Loan from CID 14 Sep Administrative Analyst II 1 Administrative Analyst II 1 Administrative Analyst II Transfer to Personnel 13 Sep Administrative Analyst II Transfer from Fiscal 14 Sep Administrative Analyst II 1 Police Records Specialist Deceased 22 Jun Police Records Specialist Hired 01 Jul Police Records Specialist Service Retirement (15 years) 27 Dec

102 Bureau of Risk Management Staffing Challenges The staffing level is nearly adequate to maintain the volume of work and current expectations of the Unit. The Unit and the Department could benefit from the addition of a skilled Administrative Analyst II by reclassifying a PRS position. The new AAII would be able to assist in the completion of PAS Review Reports, a task recently assigned to the PAS Admin unit as the result of a recent policy revision. FISCAL MANAGEMENT Funds for the PAS Administration Unit are included in the Research and Planning Section budget. Planning and Research Section's expenditures are included in organizational code The overtime difference was mainly spent on one person, Shanda Wright prior to her job reclassification. The new classification is a management position with no overtime attached. The Fiscal Services Division was contacted regarding the negative $48 in the grants category. It is a result of a data entry error in FY11-12 and will be corrected when the grant is closed in Oracle. Categories Budget Encumb. Expenditure Difference Bureau of Risk Management Research, Planning & Crime Analysis Personnel 1,000, , ,936 Overtime 10, ,949 (2,949) O & M 3,582 2, Grants (48) 0 0 (48) Research, Planning & Crime Analysis Total 1,013,808 2, , ,700 TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL Training Received The PAS Administration Unit staff received training in various subjects throughout the year. Below is a listing of the training completed for 2013 for the months staff were assigned to the PAS Administration Unit (routine policy update training from PowerDMS was excluded for brevity unless related to PAS Administration): Police Program and Performance Auditor 20-Nov-13 D-17 Personnel Assessment System (PAS) The purpose of this order is to set forth - 0.5HR Sergeant of Police 27-Dec Dec Dec Dec Dec-13 Sergeant of Police, cont. BRM Bureau of Risk Management-PASAU-0.5HR Ford Explore Driving Training-1HR First Aid/CPR Refresher (CC#21771)-4, 3, 2HR PG&E - Handling Gas and Electric Hazards-1.5HR DRIVING-EVOC-CPT/PSP-8, 6 or 4HR 100

103 Bureau of Risk Management 12-Dec Dec Dec Dec Dec Dec Dec Dec Dec Dec Dec Dec Nov Nov Nov-13 OPD Chaplain Program-0.5, 1HR Peer Support-1HR FIREARMS/Force Options-CPT/PSP-10 or 8 or 5HR Legal UPDATE-Case Law-CPT-2HR Field Personnel Community Interaction-3.5HR Crowd Management-1, 1.5, 2, 3HR Multimedia-Human Trafficking UPD (FY233)-2HR Weapons Identification-1, 2HR Use of Force-Case Law Review (K-3/K-4)-1, 2, 3HR Domestic Violence Update-CPT-2HR Multimedia-(FY230)-High Technology Crimes & Digital Evidence-2HR ARSTCTL-Arrest & Control-CPT/PSP-4, 5, 6 or 8HR D-17 Personnel Assessment System (PAS) The purpose of this order is to set forth 0.5HR Firearms Secondary Weapon-1HR In-Service Firearms QUALIFICATION-4HR Administrative Analyst II 27-Dec Nov-13 Administrative Analyst II 27-Dec Dec Nov-13 Administrative Analyst II 27-Dec Nov Mar-13 Police Records Specialist 27-Dec Dec-13 Training Provided BRM Bureau of Risk Management-PASAU-0.5HR D-17 Personnel Assessment System (PAS) The purpose of this order is to set forth 0.5HR BRM Bureau of Risk Management-PASAU-0.5HR D-17 Personnel Assessment System (PAS) The purpose of this order is to set forth 0.5HR How to Excel at Managing and Supervising People-16HR BRM Bureau of Risk Management-PASAU-0.5HR D-17 Personnel Assessment System (PAS) The purpose of this order is to set forth 0.5HR Alameda County Leadership Academy 18HR BRM Bureau of Risk Management-PASAU-0.5HR D-17 Personnel Assessment System (PAS) The purpose of this order is to set forth 0.5HR The PAS Admin Unit staff provided continuous training to supervisors via telephone and inperson on how to access IPAS, interpret profile data and the PAS activity review process. SIGNIFICANT ACCOMPLISHMENTS A new version of DGO D-17 was released. PAS Admin transitioned into the primary preparers of the PAS Review Reports for individuals identified as reaching a threshold. Bureau of Risk Management Policy and Procedure was released to establish operating procedures for the PAS Admin Unit. A color-coded prioritization system was introduced to assist DIT in coordinating their workload with PAS Admin s needs. 101

104 Bureau of Risk Management A new database was created to consolidate outlier history and to produce a simpler report. Every PAS Admin staff member has a new computer which allows consistency when using desktop applications. Awards and Recognition One PRS was posthumously honored for his service to the City of Oakland. One PRS B received a Captain s Commendation for her service to the City of Oakland. An AAII was voted Employee of the Year in 2013 and received a Certificate of Commendation An AAII received a Certificate of Appreciation from City of Oakland s Department of Human Resources, a Certificate of Award from Chabad Jewish Center of the East Bay, and a Charter Membership Certificate from the National Language Service Corps A sergeant received a Tactical Operations Team Bar PRODUCTIVITY PERFORMANCE DATA Generated 8 threshold reports (January, February, March, May, July, August, October and December), to identify at-risk behavior, sub-standard performance or exemplary performance. The reviews included an analysis of histogram graphs depicting performance activity of supervisory, normative and relational comparison thresholds. Queried single event thresholds via IPAS Administration Model to identify incidents that require a PAS Activity Review within specified time periods. Evaluated over 1194 records of individuals meeting or exceeding thresholds to determine the need for a review, reassessment, or notification. Reviewed and processed over 126 PAS Activity Review Reports and 375 PAS Follow- Up & Strategy Completion Reports. Tracked NSA required follow-up meeting dates and follow-up documentation for personnel in intervention and supervisory monitoring. Maintained the PAS Notification database. The database captures all of the members/ employees identified for a PAS review from the initiation of the review process until the final disposition of each review. Prepared and presented the PAS Activity Status Report to attendees of the Semi-Annual PAS Meetings and PAS Oversight Committee Meetings. Maintained an Intervention Progress Matrix depicting the complaint activity for each member in intervention for presentation at the Semi-Annual PAS Meeting. Maintained an IPAS Request Log to document all requests for IPAS data received from by the PAS Administration Unit. Maintained an IPAS Discrepancy Log to document errors and discrepancies in IPAS data and technical problems. Opened, tracked, and confirmed over 316 help desk tickets with DIT to correct errors in IPAS. 102

105 Bureau of Risk Management Met regularly with DIT to discuss corrections and enhancements to IPAS and the development of an automated threshold report. Maintained a Histogram Tracking Database and matrix to document the cut-off points for each peer group by threshold category. Maintained a PAS Activity Review Timeline for all members/employees in intervention and supervisory monitoring. The timeline captures the receipt of mandatory documents, document approval dates, PAS panel review dates, intervention/supervisory monitoring start dates, NSA required follow-up meeting dates and the dates the PAS files are closed. The PAS Coordinator completed the assignments of the Compliance Assessor for Task 40 & 41. PLANS, EXPECTATIONS, AND GOALS Create a system to obtain qualitative feedback from members released from the PAS Program to assess the effectiveness of strategies and to solicit recommendations for better options. Improve the process used to track individuals that have been released from the program to evaluate success. Provide training to employees at all levels to improve the ability to use and understand the system. The training will initially target supervisors as the primary users of the system. Consolidate the PAS databases used to track members in the program, documents received, and outliers. Create a backup of all historical PAS documents and reconcile PAS databases. Reevaluate the usefulness, accuracy, and relevance of various statistics gathered and used by the PAS admin unit. Simplify the histogram process, review process, and paperwork to make them more efficient and accurate. Automate the majority of the PAS review document preparation in order to reduce the number of documents that are maintained by the PAS Administration Unit. Review and revise DGO B-22 to make supervisory notes files more consistent and easier to use. Transition histogram production from Archon to SAP software to improve functionality and flexibility and adding the ability to create histograms on more than one computer. The PAS Administrative Unit plans to transition the current PAS activity review workflow into a paperless reporting system known as IPAS 2. The Department will have an electronic personnel assessment system that incorporates the needs of the members/employees, supervisors and executive command staff through statistical dashboard displays, links to source documents and statistical reports for analysis. The project is currently soliciting bids for a vendor to complete the work with an expected completion date in mid to late The Personnel Assessment System is a proactive, non-disciplinary, early identification and intervention program designed to identify and positively influence conduct, correct performance-related problems and recognize exemplary performance. The PAS 103

106 Bureau of Risk Management Administration Unit will continue to enhance and develop a program that will make the process more efficient, reliable, usable, and capable to achieve those goals. 104

107 Bureau of Risk Management PERSONNEL SECTION During 2013 the Personnel Section (Personnel) experienced a number of changes. The Section was transferred from Bureau of Services as a division to the Bureau of Risk Management as a section. Personnel is a section of the Personnel and Training Division and consists of Personnel Administration, Payroll, Medical and Recruiting and Background Investigations Unit. The responsibilities of these Personnel Units are detailed below. The Personnel Administration Unit (Personnel Administration) is responsible for the daily processing of all personnel-related and payroll matters for every sworn member and civilian employee in the Police Department. Personnel Administration is responsible for maintaining over 1,100 active personnel files and the files of all ex-oakland Police Department (OPD) employees. Among other responsibilities, the unit processes and monitors bilingual test requests; annual salary step increases; badge assignments and inventory; generates personnel rosters; handles new employees and processes the final checkout for separating employees; facilitates movement, transfer and reassignments of members and employees, updates the Personnel Database system that feeds into ipas; monitors and updates Telestaff; maintains filled/vacancy records and the position control report and coordinates the promotional and Awards ceremonies. Personnel Administration also maintains the Sworn Transfer Book; initiates and tracks personnel surveys, handles the public records requests for personnel records and verifies employment. Payroll workload includes inputting of the weekly timecards, processing of payroll corrections and adjustments, requests of initial and annual uniform allowances, disbursement of the check advices, research and respond to payroll questions from employees, complete quality control checks for annual auditor request and serve as liaison for the self-serve training and monitoring between the employees and the city payroll department. The Medical Unit manages the worker 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. The Recruiting and Backgrounds Unit main function is to actively recruit, hire and develop qualified candidates who are hired within the OPD. Responsibilities include maintaining a constant flow of information to the public concerning employment opportunities within the Police Department; coordinating the extensive selection processes for Police Officer Trainee, and Lateral Police Officer; conducting extensive background investigations on perspective members, employees and other City of Oakland agencies. During 2013, OPD experienced an increase in hiring that affected the Department s resources and warranted an increase in sworn staffing to address the demands to hire sworn and civilian 105

108 Bureau of Risk Management employees in the Agency. OPD transferred two additional sworn members to the Recruiting & Backgrounds Unit, utilized sworn members on temporary assignments and use annuitants to address the resource needs. The challenges placed on Perdsonnel resulted in increased workload demands that affected Payroll, Personnel and Recruiting and Background Investigations units by increasing workloads, resulting in increased overtime demands. In 2014, an analysis will be completed to determine Personnel s true human resources needs based on the increase authorized positions to fully support OPD. STAFFING Classification Authorized Actual Vacancies FTE FTE (+/-) Police Services Manager I Support Services Supervisor Administrative Analyst II Police Records Specialist Storekeeper II Payroll Clerk III Payroll Clerk II Police Personnel Operations Specialist Police Officer Temporary Contract Services Employee Police Services Technician FISCAL MANAGEMENT Organizational Number Budget Appropriations Actual Annual Expenditures Difference O & M $299,431 $282,108 $17,324 Personnel $1,241,321 $988,190 $253,132 Grant $0 $0 $0 Overtime $57,359 $58,265 ($906) TOTAL $1,598,111 $1,328,562 $269, O & M $476,598 $344,171 $132,427 Personnel $421,721* $1,392,854 ($971,133) Grant $0 $0 $0 Overtime $836,746 $748,684 $88,062 Internal Service Funds $3,000 $2,769 $231 TOTAL $1,738,066 $2,488,478 ($750,413) Overtime increased in 2013 due to vacant positions. However the increase in overtime is covered from the salary savings additional sworn, 1 additional civilian and a temporary employee were assigned to assist with recruiting and background services resulting in increase in Personnel cost not included in the actual budget. 106

109 Bureau of Risk Management TRAINING RECEIVEDAND/OR PROVIDED BY UNIT PERSONNEL Personnel staff attended Department training as required for their positions. As well, staff was trained on all Department policies and procedures published in Additional training, conferences and seminars are listed below: Course/Training Course Hours Number Attended First Time Supervisory Training MS Excel Proof Reading and Business Writing Webstaff Training Memorandum of Understanding from Local 1021 & IPAS and Reporting running Self Service Time Entry & Mass Background Investigation Training 5 Background Investigations CMD Officer Administration Agenda Report Writing Public Record training Internal Affairs Investigative Training Skelly Training SIGNIFICANT ACCOMPLISHMENTS Grand Opening of 7 th Floor Reception Area to provide services to customers Implemented in-house Employee Feedback Survey. Maintained full compliance of NSA Tasks 19, 23, 44 and 46. Continued to process, monitor and conduct audits of the four NSA tasks. Continued to monitor and update assignments and schedule records in Telestaff. Fully implemented Self Service Time Reporting to all level of full time classifications within OPD. Developed and facilitated Measure Y training to all applicable users and supervisors. Created Self Service General Order providing instructions for Measure Y officers. Implemented New Hire Orientation Process for OPD employees. Developed and facilitated the Customer Service and Emotional Intelligence Team Building Activities for Personnel, Communications and Record Divisions Annual Retreats. Implemented and developed a process to track and monitor Part Time Employees within OPD to ensure compliance with step and annual increases. FML Eligibilities provided to Risk Management = 121; Responses were distributed to employee, supervisor, and payroll coordinators. EDD Disability Insurance Application Information Requests provided to Risk Management = 26 Completed a clean-up of the return of equipment for employees out on leave over 4 months. Processed approximately 230 new injury claims within a 24 hour window. 36 long-term medical leave claims processed resulting in disability retirements. Health Fair at PAB and Eastmont in October. 107

110 Bureau of Risk Management Created Standard Operating Procedures for the Medical and Recruiting Units. Attended/Conducted the following Recruiting Events o Monthly seminars (Women in Policing; Selection Process; Practice Physical Ability Test) o Attended 35 job fairs/career events 1. Oakland Tech Job Fair 2. Dreams, Pumps & Pearls Women and Girls Event 3. East Bay Diversity Hire Event 4. Running Festival 5. San Bernardino Job Fair 6. Oakland Military Institute 7. Oakland Ice Center Women s Hockey Event 8. Castlemont High School Career Day 9. Santa Rosa Junior College Fair 10. Acts Full Gospel Health Fair 11. Carmen Flores Recreation Center Latino Community Event 12. OPD 2 nd Annual Open House 13. Merritt College Spring 2013 Career Fair 14. Recruit Military OcO Coliseum 15. Law Enforcement Resource Fair/Miramar Military Base 16. E.C. Reems Enthusiasm, Energy and Excellence Job Fair 17. Neighborhood Summer Fiesta 18. Tree of Life Empowerment Ministries Job Fair 19. Art & Soul Festival 20. New Hope Baptist Church Health Fair 21. Dragon Boat Festival, Lake Merritt th Annual Laurel Street Fair th Annual Chinatown Street fest 24. Career Day at ATT Park 25. West Oakland Community Education Expo 26. Black Cowboy Parade 27. Asian Community Safety and Awareness Fair 28. Brandman College Criminal Justice Fair 29. Family Day Health Fair 30. Hartman College Career Fair 31. Dirty Girl Mud Run 32. Honor a Hero, Hire a Vet Job and Resource Fair 33. Dia de Los Muertos 34. Latina Career Fair 35. Heald College Processed background investigations for: o Sworn 802 o Civilian 371 (table below) 108

111 Bureau of Risk Management Civilian Background Investigations Processed 2013 Account Clerk II Custodian Police Communications Dispatchers/Operators Administrative Analyst II Director of Animal Services Police Evidence Technician Administrative Services Manager II Emergency Planning Coordinator Police Record Specialist Animal Care Attendant Entry Level Firefighter Police Services Manager I Ceasefire Program Analyst Fire Inspector Police Services Technician II Citizens Police Academy Volunteer Firefighter/Paramedic Provisional Vet Tech City Administrator Analyst Forensic Technician Retired (CCW) Renewal Civilian CCW Forensic Technician Spatial Data Analyst III Code for America Fellow Gas Pump Engineer Systems Programmer II Council Aide Crisis Services Coordinator Information Technology Technician OPD Interns Systems Programmer III Temporary Services Contract Employee Crossing Guard Police Cadet OPD Volunteer Assisted Department of Human Resources Management in testing over 3,900 POT applicants. Ensured all units within the Department are in compliance with the Department of Justice background requirements. PRODUCTIVITY PERFORMANCE DATA A review of Personnel employees performance data, including use of force, discharges of firearms, personnel complaints, vehicle pursuits, and vehicle collisions, showed no patterns of behavior needing corrective action. The Personnel Unit came in under budget in the labor cost while work output was doubled during the year. Payroll staff processed over 1,100 employee time and record transactions on a bi-weekly basis 330 new hires processed 104 separations (service and disability) 6,500 payroll adjustments 11 promotions (see chart below) 109

112 Bureau of Risk Management Serial # Job Class Title Start Date 8296 Lieutenant of Police (PERS) 6/8/ Lieutenant of Police-84 (PERS) 6/8/ Sergeant of Police (PERS) 6/8/ Sergeant of Police (PERS) 6/8/ Sergeant of Police-84 (PERS) 6/8/ Sergeant of Police-84 (PERS) 6/8/ Sergeant of Police-84 (PERS) 6/8/ Sergeant of Police-84 (PERS) 6/8/ Sergeant of Police (PERS) 8/3/ Sergeant of Police (PERS) 8/3/ Captain of Police (PERS) 12/7/2013 Awards Medal of Valor Silver Star Medal of Merit Blue Star Chief s Leadership of Commendation Award Community Service Award Unit Citation Award Chief s Certificate of Commendation Challenger, Spirit, Night-Owl & Team Support Awards PLANS, EXPECTATIONS, AND GOALS Negotiated Settlement Agreement training requirements Continue to strengthen the control over accurate and timely payroll charged to Measure Y Continue to process, monitor and conduct audits of the four NSA tasks Maintain full compliance with NSA Tasks 19, 23 & 46 Continue to work with vendor to identify and streamline Telestaff process including upgrading the server and roll out latest version of the Webstaff Provide technical Telestaff training to Administrators and Coordinators to ensure maximize usage of the system functionality and clearer definition of roles/responsibilities Continue to work with Department of Human Resources Management (DHRM) to minimize vacancies through the timely submission of personnel requisitions and examination requests Enhance the Personnel Database to incorporate certain functionality that will streamline and reduce the manual entry required during annual watch change Continue to improve the personnel database to track additional personnel information and to produce required reports 110

113 Bureau of Risk Management Continued to maintain accurate Transfer and Order of Merit information Continued to create, maintain and update Standard of Operating Procedures Provide the highest level of quality customer services. Development of skills assessment for personnel staff and identify necessary training Enhanced and broaden newly hired front line supervisor training with coaching/feedback and customer service modules Develop audit process to ensure accuracy for time card reporting Revision of DGO Payroll with committed turnaround time and accountability/ownership to users Revision of DGO D-4 Maintain Professional Services Contracts Provide health or well-being information to all employees Implementation of workshops during line-up throughout the year Annual Health Fair Long Term Workers Comp Plan Complete the transition to on-line background investigation process Recruit and hire candidates for the External & 170 th Academies Improve and provide quality background investigations and investigator training through ongoing training Establish workshops and educational resources through the local educational and faith based organizations to increase applicant pool Revise oral board workshop Incorporate and maintain Equal Access requirements for all public contact positions during the recruitment and hiring process. Ensure ongoing pool of qualified candidates for the following positions: Police Officer, Dispatcher and Police Cadet Attend available P.O.S.T. approved courses for background investigations and methods of recruiting that are offered throughout the year. In conclusion, Personnel anticipates that there will continue to be related challenges and impacts associated with providing services to the Agency due to limited resources; however it is the goals and expectations of this Section to prioritize the work and provide the highest level of services using the resources available. 111

114 Bureau of Risk Management TRAINING SECTION The Training Section (Training) has the primary responsibility for training Department personnel. It is divided into two primary training components: the Recruit Training Unit (Recruit Training) and In-Service Training Unit (In-Service Training). Additionally, Training is responsible for tracking, logging, and keeping the Training Management System (TMS) up-todate on any Negotiated Settlement Agreement training throughout the Department that is not captured by the Power DMS System. Training is responsible for developing, duplicating, preparing, and distributing written training bulletins, policies, special orders, officer safety notices, and other Departmental publications. Recruit Training Recruit Training consists of the following units: the Police Academy; the Cadet program; the Department Safety Program; the Reprographic Shop; the Mental Health Liaison Officer; and Policy and Publications, as detailed below. Recruit Training is tasked with the operation and the presentation of a 27-week (1169- hour) Police Academy for Police Officer Trainees (POTs). The Police Academy is presented to Department trainees and nearby law enforcement agencies. This Police Academy more than satisfies the requirements established by the California Commission on Peace Officer Standards and Training (POST). It prepares police officers for work in the community in a variety of skill and knowledge areas. Students are given written, practical, and job simulation examinations in accordance with POST regulations. They are exposed to resources within the Department and the community to do their job in the most effective, efficient, and safest manner for all concerned. The curriculum emphasizes ethics and professionalism, critical thinking and problem solving, conflict resolution, and relationships with the community. Four highly trained police officers, overseen by a sergeant, handle daily Academy operations. After successful completion and graduation from the Academy, the newly sworn officers are placed in the Field Training Program. The Police Academy allows the Department to manage the training in accordance with POST requirements and in support of the operating philosophy of the Department. Instructors are carefully selected for their teaching ability, expertise in the subject area being taught, and their knowledge of objectives, teaching methods, and current training philosophy. All instructors receive Academy Development Instructor training. The Police Academy uses classroom facilities at the Department, and local sites for applicable instruction, practical exercises and examinations. Local agencies request inclusion in the Academy due to the high quality of instruction, training philosophy, and reliability of quality Academy training. The Cadet Program is designed for hardworking ambitious young men and women who desire to explore and develop careers in law enforcement while attending college. Cadets are hourly, part-time employees who receive training and experience in various aspects of the police profession. They are rotated through a variety of assignments designed to 112

115 Bureau of Risk Management develop their interest in police work. Intensive supervision, counseling, training, and evaluation develop their leadership qualities and prepare them for careers in law enforcement. The goal is for cadets to transition to police officers, providing for a bettereducated and skilled police officer. Cadets are assigned to different units within the Department. They are assigned to write crime reports; tow abandoned vehicles; issueparking citations; provide traffic control; routine transportation and notifications; record keeping and data entry; and provide investigative assistance. They also provide assistance to training activities, acting as role players and logistical support to the Police Academy, and In-Service Training. Cadets are often utilized for community events and activities. The Department Safety Program is coordinated by the Department Safety Coordinator (DSC). The DSC is responsible for receiving and reviewing all accident reports. The DSC reviews each accident report and refers reports to the Departmental Safety Committee as required. The Reprographic Shop produces training material as well as printed material for all units in the Department. This includes copies of all police report forms, brochures for citizen distribution, and material for Home Alert groups, City Council reports, and Annual reports. Mental Health Liaison is primarily responsible for conducting Crisis Intervention Training (CIT) for all members of the Department, as well as creating a working relationship with key members of the Mental Health Community. In addition, the Mental Health Liaison Officer is responsible for researching, creating, and updating policies and training bulletins. Policies and Publications maintains Power DMS which is designed to provide an up-todate index of Department publications, a comprehensive index of commonly used forms, and useful information regarding Critical Incident Stress Debriefing, peer support, and the medical unit. Power DMS continues to be a useful tool that ensures that all personnel have access to the most current versions of policy and procedure documentation. It uses electronic signatures to ensure compliance and provides command personnel snapshots of training in the Department. Organizational units within the Department can use it to disseminate policy and procedure information specific to the organizational unit. In-Service Training In-Service Training is made up of a number of components, all providing training to officers after Academy graduation as well as members of other ranks and civilians. These components include a 40-hour Continuous Professional Training courses for Officers and Sergeants, mandated by POST to maintain certification and the requirements of the Negotiated Settlement Agreement. These schools are taught by Department and City personnel. In-Service develops, coordinates, implements and monitors training in the Advanced Officer and Sergeant School (CPT s) based on POST mandates and the requirements of the Negotiated Settlement Agreement. The In-Service sergeant maintains this responsibility and works with staff to ensure the highest quality product. This training is provided at Department facilities, with at least one of the listed classes in session at almost any given time. 113

116 Bureau of Risk Management In-Service acts as a liaison with outside groups and the Department to make training available at Patrol line-ups or for the Citizens Police Review Board (CPRB). Groups such as the District Attorney s Office work with this unit to bring the latest issues to all personnel assigned to the division to develop knowledge and limit liability. Currently, In-Service sergeant responsibilities include acting as the Department s legal research officer. The responsibilities of the legal research officer include reviewing and researching new case law; providing refresher training for members on legal principles; writing draft policies and procedures; facilitating training; and identifying outside instructors who can provide legal training. Other In-Service groups include the Department Range Masters, electronics weapons coordinator, and arrest and control. The Department Range Masters conduct firearms qualifications and transition shooting scenarios. This training emphasizes appropriate force options and de-escalation opportunities. All sworn personnel are required to pass two qualifications proficiency courses a year with their pistols and shotgun. The Range Masters conduct training offsite. Additionally, the range staff has been conducting supplemental 10-hour firearms training. This training will be continued throughout the 2014 calendar year and will incorporate Less-Lethal munitions and TASER recertification. In 2014, In-Service will also add 20 additional hours of use of force training to include lineup training, MILO, and 10-hour force options scenario training. The Electronics Weapons Coordinator is responsible for the tracking and monitoring of all training regarding this subject matter. In addition, the coordinator, as deemed the subject matter expert (SME), writes and revises all policies and procedures related to this subject. Arrest and Control is responsible for providing 100+ hours of arrest and control training for the Recruit Basic Academy and six hours of arrest and control training in officer and sergeant CPT. They are also responsible as the primary subject matter experts for the force options of physical prowess, baton, OC, and TASER and also provide an expertise in patrol procedures and tactics. They additionally fulfill numerous FRB/EFRB deliverables like drafting memos of best practices and provide remedial training subsequent to board findings and training need assessment surveys. The Arrest and Control Staff is also responsible for drafting policy specific to their expertise and train on these policies. In addition, In-Service Training provided publications and/or lesson plans to Department Sections to conduct Negotiated Settlement Agreement. Further, In-Service Training provided funding and/or processed numerous travel requests to send Oakland Personnel to non-department training. 114

117 Bureau of Risk Management STAFFING Classification Authorized Actual Difference Number Number (+/-) Lieutenant Sergeant Police Officer (1) Admin. Asst. II Police Cadet (FTE) 18 7 (11) Police Record. Spec. 2 1 (1) Repro/Offset Oper Total FISCAL MANAGEMENT REPORT In accordance with General Order A-7, the Training budget has been broken down into four components. The expenditures listed below (rounded to nearest dollar) represent the 2013 fiscal year. Fund Type Category Budget Actual* Difference General Purpose Salaries & Benefits 3,187,537 6,732,914 (3,545,377) Overtime Grants 668, ,095,120 0 (426,686) 0 Material, Supplies & Services 1,781,367 1,396,004 (209,092) Gen Purpose Total 5,637,338 9,224,038 (4,181,155) NON GPF Salaries & Benefits 116,173 52,521 63,652 Overtime Grants 0 0 1,632 0 (1,632) 0 Material, Supplies & Services 8,191 (3,140) 11,331 Non GPF Total 8,191 (1,508) 9,699 * Actual does not include encumbrances, though Difference does as technically the expenditures are in process (e.g. POs in process) and therefore not available for spending. The overages in General Purpose, Salaries and Benefits, are attributed to officers on loan to Training to assist with major areas of instruction (Defensive Tactics & Firearms). We are addressing this overage by permanently transferring personnel to Training. Additionally, when officers or employees return from injury, they are temporarily assigned to Training pending the completion of required training. The salaries are charged against the budget in Training. The General Purpose Overtime is related to staff costs to provide training. Many of our instructors provide training as an extra duty and on an overtime basis. The Section has also incurred overtime as a result of extra training for Academy students. The Non General Purpose Fund covers costs related to the cadet program and other training costs not charged to the General Purpose Fund. 115

118 Bureau of Risk Management TRAINING RECEIVED AND/OR PROVIDED BY SECTION PERSONNEL The following training was provided to the Oakland Police Department by the two components of Training Staff: Course Name Number of Students Course Length (Hours) Total Hours of Instruction Command Staff Retreat CPT - Continuing Professional Training (Sergeant) CPT - Continuing Professional Training (Officer) Academy Instructor Development-40HR ALS Holster/Weapon, Mounted-Light Course-40HR Basic Academy J-4-Pursuit Policy-2HR Basic Investigators School-40HR Basic Recruit Academy (166th, 167th, 168th) Basic Swat School-120HR C3 Maestro Dispatch Console-Harris On-Line Course (P25)- 1HR Canine Advanced Patrol-K9 Course-10HR Canine Unit WEEKLY Training-K9-5, 10HR Carbine Orientation Class-2HR Child ABUSE/Sexual Assault INVEST (CC#32340)-40HR CIT-Crisis Intervention Team-OPD-38HR CLETS-Full Access-3 or 4HR Commander/Manager Role in Budget-Fiscal UPD-1, 2HR Counseling-STC-2HR CRIMS ECAR-1HR Crowd Control (Sid Heal)-24HR Crowd Control Training/Field Exercises-3HR Crowd Control Update (September 2013)-1HR Crowd Control Update-Formations, Movements, Signals- 1HR Crowd Control/Mutual Aid Policy-1HR CTO UPD-Communications Training Officer UPD-4, 10HR Defensive Tactics Instructor Update-10HR Dispatcher, Public Safety-BASIC-120HR Dispatcher/Crisis Intervention-16HR DLI-Division Level Investigations (DGO M-Series)-STC-3HR Double Blind Sequential Photo-2HR DT Training-Defensive Tactics-2, 4, 5HR Electronic Weapons-Taser-CERT-8 or 10HR Electronic Weapons-Taser-RECERT-2, 4, 5, 6, 7HR

119 Bureau of Risk Management Course Name Number of Students Course Length (Hours) Total Hours of Instruction Ethical Decision Making (DVD Interactive Training)-2HR EVOC-Basic Recruit 167th-32HR Field Personnel Community Interaction-3.5HR Field Training Officer (FTO)-40HR Firearms INSTRUCTOR UPD-8HR Firearms Secondary Weapon-1HR Forensic Logic-Computer Program-3HR Grievance Procedures-STC-0.5, 1.5HR IAD Investigations-SGT-2HR IAD-Division Level Invest-Sgt CPT/DLI/Complaint Intake Proc-2, 3, 4HR In-Service Firearms Qualif-CPOA-10 or 8HR In-Service Firearms QUALIFICATION-4HR INTCOM-Interpersonal Comm-2HR Intermediate Government Accounting-8HR Introduction to Munitions-1HR ipas-stc-1hr Leadership / ETHICS-STC-10, 5, 4, 2, 1HR LERT-Law Enforce Response TERRORISM-8HR Less Lethal RECERT (12 Guage)-2HR Mental Health Procedures Update-0.5HR MILO Interactive-2HR MILO Intructor Facilitation-8HR MOU Training-Civilian-2HR Multimedia-(FY045)-Domestic Violence: A Matter of Culture- 2HR Multimedia-(FY148)-Missing Persons Investigations-2HR Multimedia-(FY165)-Sexual Assault Investigation-2HR Multimedia-(FY237)-Recruit Training Officer Orientation- 2HR Multimedia-Child Abuse Issues (FY068)-2HR O.C. -Oleoresin Capsicum Certification-4HR Off Duty/Back Up Firearm Qualification-4HR Officer Involved Shooting-OPD Invest-Interview-0.5HR OIS Investigations-Responsibilities of On-Scene Personnel- 0.5HR On-Duty Injury (ODI)-STC-1, 2HR OPOA MOU Overview-1, 2, 3HR PC859.5 & Custodial Interviews with Juvenile Homicide Suspects-0.5HR Peer Support/Critical Incident Stress Debriefing-1HR

120 Bureau of Risk Management Course Name Number of Students Course Length (Hours) Total Hours of Instruction Performance Appraisals (DGO B-6)-STC-3, 2, 1HR Positional Asphyxia Training-0.5HR Prop. 35-1HR PRO-Patrol Rifle Officer Quarterly Training-10HR PRO-Patrol Rifle Officer SCHOOL-40HR Report Review/Arrest Approvals (DGO M-18)-STC-2.5HR Rifle Marksmanship & Sniper (OPD)-40HR Scenario Evaluator COURSE-4HR Search Warrant & Informant Management-30, 36, 40HR Sexual Harassment AWARENESS-2, 1HR Skelly Officer Training UPD-1.5, 2HR Stop Data Collection-STC-2HR Suicide Prevention-2HR Supervising Vehicle Pursuits (DGO J-4)-STC-2HR Tactical Team Overview-2.5HR Tactical Team-Entry ELEMENT-10HR Tactical TEAM-SNIPER-10HR TASK 16 & 33 - Benchmark Training - IAD-2.5HR TeleStaff-STC-1HR Training Needs Assessment-1HR Undercover Drug LE Training-40HR Undercover Operations/Vice Officer-20HR Use of Force-Report Writing (K-3/K-4)-STC-2HR Use of Force-Scene Management (K-3/K-4)-STC-2HR Vehicle Collision (DGO J-2)-STC-2, 1HR YFSS Operational Overview-1HR Negotiated Settlement Agreement (NSA) Tracking Training / 40 MM Re-Certification-2.5HR TOTALS Training (01/01/13-11/26/13) 7,665 2, ,600.5 SIGNIFICANT ACCOMPLISHMENTS The Commander of Training completed a comprehensive Department wide training needs assessment. In-Service Training has been extremely busy providing Continuing Professional Training for all sworn members and Police Service Technicians (PST). Furthermore, In-Service Training has provided specialized training for the immediate needs of the Department. Examples of this type of specialized training include the following: 118

121 Bureau of Risk Management Scheduling and conducting mass training for various Negotiated Settlement Agreement tasks. Conducting tactical driving updates for all personnel involved in collisions that were determined to be preventable. Scheduling mandatory crowd control training for all sworn personnel. Scheduling MILO training for all field units (four times per calendar year). Scheduling remedial use of force training. Scheduling policy training for the entire department. Scheduling mandatory crisis intervention lessons for all sworn personnel. Scheduling 10-Hour supplemental firearm training for all sworn personnel. Scheduling mandatory Use of Force Training for all sworn managerial personnel. Schedule an Undercover Officer School. Scheduling mandatory IAD Update Class for all sworn managerial personnel. Scheduling lineup training pursuant to recent case law and policy publications. Scheduling a 40 hour Transition Course for newly promoted sergeants. Ensuring all promoted Sergeants and Lieutenants attended their mandated Management training. Developing the 20 hour Use of Force supplemental training per the benchmark plan. Training not only coordinates and facilitates this training, but in many instances provides the primary instructors for the instruction. Training personnel also assist with developing the curriculums for all of the training presented. Training has also been working on rewriting all Department lesson plans so they are presented in the same format. Other In-Service Training accomplishments: Trained all active Officers/Sergeants during the Continuing Professional Training cycle. Coordinated and trained Departmental personnel on a variety of Departmental topics including critical thinking, emotional intelligence, and MOU. Processed travel requests for numerous personnel to attend non-departmental training courses. Trained Officers in a 40 hour Sergeants Transition Course. Developed and implemented a tracking system to monitor compliance rates for CPT, Range qualifications, Less than Lethal (LL) qualifications as well as TASER qualifications; Developed and implemented a monthly Line-up PowerPoint presentation to address training and compliance issues as well as address other current affair matters as a means to enhance overall communication within the Department; Implemented a monthly Information Bulletin to inform the membership of Force Board findings as well as training issues; Presented a training event to the member of the Force Boards on roles, functions and responsibilities of the boards; Provided search warrant training Provided Use of Force-Case Law training Provided Crowd Control training 119

122 Bureau of Risk Management Provided private pursuit driving training (DGO J-4) Provide Ford Explorer Integration training Scheduled Police Services Technician (PST) training Scheduled Police Evidence Technician (PET) training Provided Stop Data Collection training Provided Search and Seizure training Continued its development of the Mental Health Liaison position Provide training upon specific requests from supervisors, managers, commanders, or force review boards. Range Masters training: Provided remedial training based on training needs assessments and FRB/EFRB deliverables Provided firearm update training for OPD Reserves Numerous purchase orders for safety equipment Began process to purchase 9mm Glock firearm platform Supplemental firearms training for plain-clothes members Supplemental firearms training for UC officers Completed lesson plans and policy amendments Arrest and Control Staff training Provided remedial training based on training needs assessments and FRB/EFRB deliverables Supplemental DT training for plain-clothes members Supplemental DT training for UC officers Completed lesson plans and policy amendments Electronic Weapons Coordinator Attended a 2 day, 16hr Taser Instructor recertification course and a 2 day, 16hr Taser Technicians course. Recruit Training Unit The Recruit Training Unit had the following accomplishments: Successfully passed the Basic Course Certification Review from POST. Prepared and equipped a new Academy Classroom. Completed and graduated the 166 th Basic Academy. Started the 168 th and the 169 th Basic Academies in September and December respectively. Conducted the Third POST Academy Graduate Transition Course. 120

123 Bureau of Risk Management Mental Health Liaison Coordinated (quarterly) Chief s Mental Health Advisory Committee Meeting. Coordinated a county wide Crisis Intervention Training (CIT) program in collaboration with Alameda County Behavioral Health Care Services (ACBHCS). CIT for Public Safety Dispatchers was completed and the first course was held October 23-24, 2013 with 2 more scheduled for Reviewed the Applications for an Emergency Psychiatric Application. Followed up with Alameda County Crisis Response Team regarding persons of concern. Attended meetings of the Multi-Disciplinary Forensic Team [MDFT], lead by BART PD, to collaboratively problem solve chronic consumers who are high users of emergency services. Made presentation to Alameda County Chief s of Police Meeting. Reviewed/updated the Departmental General Orders, Training Bulletins, and Information Bulletins related to mental illness or related topics. Continued to add information and policies to address the addition of the CIT Program. The documents have been submitted and are waiting approval. Continued to negotiate a Mobile Evaluation Team (MET) with Alameda County BHCS, with an expected start date in March Provided an annual report to the Mayor s Commission on Persons with Disabilities. Obtained a contract with Partners in Communication to fulfill an on-call sign language interpreter service. Provided instruction for the Family Education and Resource Centers on Consumer Training and Caregiver Training. Member of the Crisis Support Services: Suicide Prevention for LE Workgroup for Best Practices. Police Cadet Program Participated in 20 Patrol ride-a-longs. Participated in 85 special assignments. Safety Coordinator Reviewed all Pursuit Reports. Assisted in developing the new pursuit policy that will be in effect in early EVOC Coordinator for both Basic Academy and CPT instruction, including the implementation of the updated POST LD 19 requirements. Responsible for training OPD members in driving of the New Ford Explorer police SUVs. Responsible for reviewing documents from the Department of Occupational Safety and Health that was a result of members or employees getting injured. Responsible for the Security for the PAB and EMM. Coordinated the remodel of the Sergeant s BFO 1-3 offices. Coordinated the remodel of the PSO offices for PSO

124 Bureau of Risk Management Coordinating the remodel of the OPD auditorium. Reprographic Unit Completed two Sharp Scanning Orders. Filled numerous other miscellaneous order requests for Department Policy and Publication Unit Issued numerous Information Bulletins to reinforce or clarify existing policies. Developed new policies and processes and expedited publication and training on NSArelated subject matter. Achieved and exceeded substantial policy and training compliance in published policies for all NSA tasks. Facilitated the development and/or revision of a number of policies critical to ensuring successful implementation of NSA requirements. Created and updated numerous forms to facilitate the collection of required NSA information. Issued Special Orders revising policy and/or procedures. Maintained Power DMS database and issued reports to commanders, upon request, to allow them to hold subordinates responsible for completing training. Served as technical writer for the Use of Force Boards. Provided relevant information for Public Records Requests. Provided the CPRB with policy and guidance on the policy as requested. PRODUCTIVITY PERFORMANCE DATA In-Service Training The In-Service Training had the following performance data/significant accomplishments: Coordinated all NSA training and obtained an overall 95% compliance rate for Departmental personnel within court specified deadlines. Obtained 97% compliance in firearms qualifications. Range Masters 600+ members provided 10hrs of firearms/force options in CPT and Command Retreats All field personnel received 6hr of MILO training All members completed 4hr range qualification All members completed 10hr range qualification Graduated ten people in SWAT school Trained over 100+ recruits in the basic academy 122

125 Bureau of Risk Management Arrest and Control Staff 600+ members provided 6hrs of Defensive Tactics(DT) training in CPT Graduated ten people in SWAT school Trained over 100+ recruits in the basic academy Self-defense training for two PST academies Electronic Weapons Coordinator Increased the number of units deployed with Tasers from 531 to 653 in Performed 225 Taser unit maintenances, including software upgrades, Taser downloads etc. Conducted 12 Certification classes, each 8 hours in duration. Conducted 51 Recertification classes at the Ten hour Range Day (which included Force Options). Conducted training at 25 CPT range day classes (Force Options), 2 SWAT training classes, and 2 Basic Academy classes. Reviewed 70 Taser Incidents & other UOF Incidents. Recruit Training Unit Mental Health Liaison CIT has been attended by 16 agencies within Alameda County, and 12 from outside of the county. A total of 78 OPD officers and 389 Law Enforcement Officers have completed the CIT course. Police Cadet Program Participated in 20 Patrol ride-a-longs. Participated in 85 special assignments. Safety Coordinator Convened nine Safety Committee Boards (Accident Hearing Boards). Reviewed, logged and tasked 49 Collision reports. Responsible for the Clean-up and restoration of the PAB after two major water leaks/floods that cost over $650k. Reprographic Unit Total Number of Scan Processed: 315 pages scan. Sharp Mx-M-1100 B&W copier, 34,831 Total Copies Total Number of Orders Processed

126 Bureau of Risk Management OTHER PERFORMANCE DATA Category Number of Incidents Personnel Complaints 1 Vehicular Collisions 0 Uses of Force 12 (level 4 s) IPAS Reports 4 Pursuits 0 There was one sustained complaint against Training personnel. There were no sustained complaints against any civilian employees. Citations, arrests, tows, warrants, beat projects, audits, etc., are not applicable to Training for performance data. PLANS AND GOALS Training has a set plan in place to ensure Officers/Sergeants will receive 40 hours of CPT every months, by running the classes over a shorter duration and thus starting the next session earlier. Challenges in 2013 to complete CPT within the 18-month period were late cancellations of CPT sessions due to Occupy Oakland protests. Training has the following goals for 2014: 95% of all newly promoted Lieutenants will attend a POST management course within 6 months of promotion. 95% of all newly promoted Sergeants will attend a pre-supervisor course prior to their promotion. 95% of all Commanders will receive 20 hours of supervisory/command training every 18 months. 95% of all Sergeants will attend 40 hours of Continual Professional Training every 18 months. 95% of all Officers will attend 40 hours of Continual Professional Training every 18 months. 95% of all sworn personnel will complete their in-service firearms qualifications. 95% of all sworn personnel will complete the 10-hour supplemental firearm training. The 10-Hour supplemental firearm training will continue to incorporate yearly recertification of all applicable sworn personnel with their TASER and Less-Lethal status. In addition, force options and tactics training will be enhanced to address current issues. An effective and practical Training Needs Assessment system will be implemented. DGO B-20, Training, will be revised to include specifications for instructors, subject matter experts (SMEs) and the process for units to present training events. Training will identify other outside funding sources that can be used for training purposes, e.g., UASI funding, to off-set overtime expenditures. Procurement and installation of an on-line training delivery platform. Enter into a contract with the Peralta Community College District for course certification and college credit. 124

127 Bureau of Risk Management Increase instructor development courses available to instructional staff. Create a management team to help assess and bring additional management training to the department. Develop and implement Professionalism in Policing Course and Managing High Risk incident course for the entire department. Incorporate the use of PDRD into training scenarios Provide additional Use of Force case law updates and Use of Force investigation training for supervisors/commanders Provide a Professionalism in Policing Course to Department staff Facilitate training in Search and Seizure, search warrant, use of informants, and case law updates Institute the Below 100 campaign Facilitate training in Internal Affairs Procedures and Investigations Facilitate training in crowd management Facilitate training in supervisory and management skills Facilitate training in basic criminal investigations and basic technology competencies 125

128 Bureau of Services Bureau of Services Annual Management Report

129 Bureau of Services TABLE OF CONTENTS BUREAU OF SERVICES COMMUNICATIONS SECTION FISCAL SERVICES DIVISION RECORDS DIVISION

130 Bureau of Services COMMUNICATIONS SECTION The Communications Section (Communications) is the Public Safety Answering Point (PSAP) for the City of Oakland, receiving all emergency calls for police, fire, and medical service. Communications answers and evaluates calls, both emergency and non-emergency, to determine whether or not police resources should be dispatched or if the call should be referred to a more appropriate agency or organizational unit. Communications provides the following services: Answers calls for service on and the seven-digit emergency and non-emergency lines. Reroutes fire and medical calls to the Fire Services Agency. Dispatches police officers, animal control officers, and other civilian responders. Refers non-emergency calls to other areas within the Oakland Police Department when appropriate. Provides CAD purges and audio recordings of calls and other incidents for the court, attorneys, and departmental personnel. Answers and processes calls received on the Internal Affairs Division 24-Hour Complaint Hotline, documenting misconduct allegations and service complaints, notifying the Watch Commander, and dispatching a supervisor if appropriate. Monitors ShotSpotter equipment and creates related calls when applicable. Provides basic dispatch training for new hires and in-service training for entire staff as mandated by POST (Police Officer Standards & Training) and section training needs. Supports tactical and other emergency operations via the Tactical Operations Support Team (TOST). STAFFING Classification Authorized Number Actual Number Percent (+/-) Lieutenant % Police Services Manager % Sergeant % Police Communications Supervisor (PCS) % Police Communications Dispatcher (PCD) % Police Records Specialist (PRS) % Staffing Changes Over the year, staffing changes have occurred as detailed in the tables below. 128

131 Bureau of Services New Hires Transitional Assignments Promotions Staffing Changes 9 Dispatchers began their 40-week training on December 30, PCD to Internal Affairs Division 1 PCD to Medical Unit PCD Parlette promoted to Police Communications Supervisor on August 17, Long Term Injury/Illness Absences Position Reason Absent Since PCD On Duty Injury 20 Apr 18 Jul 13 PCD Personal Illness 18 Jul 13 PCD Personal Illness 17 Oct 13 Voluntary Resignations Position Hire Date Severance Date Tenure Reason PCD 11 Sep Jun years Personal PCD 11 Sep Sep years Personal PCD 7 Feb 11 9 Aug 13 2 years Personal PCD 29 Mar Jul 13 3 years Personal PCT 29 Oct Feb months Personal Reclassifications Position New Classification Date of Reclassification PCT PET 2 Nov 13 PCT Records Supervisor 6 Jul 13 Maintaining adequate staffing is crucial to the timely delivery of emergency services and in reducing the number of repetitive stress injuries. At the beginning of 2013, seven PCD trainees brought the total number of PCDs to 64 of the 70 authorized positions. Unfortunately, one of the seven trainees resigned and two were reclassified. In July, the number of FTE PCD positions was increased from 70 to 75. In December, nine trainees were hired, bringing total staffing for the end of 2013 to 68 Police Communications Dispatchers. However, due to injuries and other illnesses, only 55 of the positions are actively filled. With reclassifications and resignations, the overall dispatcher attrition rate for 2013 was 5.3%. Because is one of the most vital services provided by the Department, the City will continue the testing and hiring process in an effort to effectively manage attrition and fill all vacancies. In 2013, Communications had 3 Sergeant of Police positions filled. 129

132 Bureau of Services FISCAL MANAGEMENT REPORT The following table shows the Communications FY 2012/2013 Budget Categories Budget Appropriation Actual Expenditures Difference O&M $84, $65, $16, Personnel $8,856, $7,775, $1,081, Overtime $997, $1,382, ($384,496.00) Total: $9,938, $9,223, $713,819 The above figures for Communications expenditures were provided by the Fiscal Services Section. Overtime The section commander, the watch sergeants and the supervisors closely monitor the use of overtime. Overtime for both civilian and sworn staff is primarily authorized to backfill for absences due to authorized leaves and illnesses, as well as to alleviate situations where staffing shortages would seriously impact the safe and efficient operation of the Public Safety Answering Point. Section overtime expenditures are also reflective of resignations, reclassifications and temporary assignments which create openings requiring backfill. Training new hires also has an impact on staffing. A full-time dispatcher is taken out of service for each trainee hired. The training program consists of 40 weeks of on-the-job training and a 3- week Basic Dispatcher Academy of POST-mandated curriculum taught by both civilian and sworn staff. In addition, POST mandates continuous professional training for non-probationary civilian and sworn staff as well. While training is essential to job performance, the outcome is an increase in call answering speed due to the reduction in staff. In turn, mandatory overtime is enforced in an attempt to reduce the impact of staffing shortages on the community. TOST is totally comprised of PCDs with a PCS team lead. When deployed or conducting training, TOST amounts to approximately 6.8% of the total dispatch staff. Positions vacated by TOST members when in training or deployed have to be backfilled by other dispatchers to ensure continuity of service. O&M The Communications O&M budget reflects funds (54919) which are obligated for agency contracts. These agency contracts are for Language Line Non-Emergency translation service. 130

133 Bureau of Services TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL January began a new cycle of POST mandated in-service training. Although staffing levels created some challenges, training remained a priority. The chart below lists all of the training provided in Training Hours per employee Number of Employees Dispatch Academy Comm In-Service Training- Acting Sgt. Comm In-Service Training - Acting PCS POST Continuous Professional Training POST Instructor Symposium CLETS Training for Trainers POST Surviving Dispatcher Wellness California Association of Tactical Officers Conference Maestro Dispatch Console Course POST First Aid/CPR Refresher Leadership Training POST Instructor Development IAD Investigative Update Course POST Media Course/Domestic Violence POST Media Course/Child Abuse POST Media Course/Sexual Assault POST Media Course/Missing Persons POST Media Course/Human Trafficking Introduction to Khat CTO Update POST Interpersonal Communications Crisis Intervention Training Executive Image and Presentation Skills Public Records Act Critical Thinking Dispatchers Crisis Intervention SGT s Mackson, Clark, Land PCD s 10 All Dispatchers 24 1 PCD 2 1 PCS, 1 PCD 8 2 PCD S 32 2 PCD S 1 All Dispatchers 4 6 PCD S 40 2 PCS s 40 1 PCD, 1PCS 4 3 SGT s, 1 PCS 2 9 Dispatchers 2 6 Dispatchers 2 11 Dispatchers 2 9 Dispatchers 2 20 Dispatchers 1 19 Dispatchers 4 12 Dispatchers 2 2 PCS s, 7 Dispatchers 16 5 Dispatchers 24 1 PSM 16 1 PCS 24 1 PSM, 1PCS, 1PCD 16 1 PCD 131

134 Bureau of Services Training Hours per employee Number of Employees POST Basic Tactical Dispatcher Academy Shot Spotter Training Fire Extinguisher Training 40 2 PCD 1 All Dispatchers 2 4 PCS, 9 Dispatchers SIGNIFICANT ACCOMPLISHMENTS Nine new PCDs were hired in The call answering time in 2013 was reduced to 14.5 seconds. Although the current average answering speed is still above the State recommended guidelines of 10 seconds for calls the chart below shows the progress we are making towards the State s recommendation. Year Answering Speed (seconds) A review of Communication s Policies and Procedures was conducted, resulting the revision of 48 Policies and Procedures. These documents will be published on PowerDMS. Several changes have already been implemented to improve professionalism, maintain the highest possible customer service standards, comply with the Negotiated Settlement Agreement (NSA) and meet the Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) guidelines. The Communications Complaint Unit was remodeled with state-of-the-art ergonomic consoles. Upgrade of NICE system to P25. Upgrade of Vesta phone system. PRODUCTIVITY PERFORMANCE DATA The following is a summary of the Productivity Performance Data for Communications during Calendar Year Calls Received As shown in the table below, Communications received and processed 606,359 telephone calls in 2013; a decrease of 0.5% from It processed 154,965 calls on 9-1-1, which represents 25.6% of total calls received. A total of 115,386 or 19% of all calls were handled via the 7-digit emergency number. Lastly, 203,122 or 33.5% of all calls were processed via the 7-digit nonemergency lines. 132

135 Bureau of Services Measure % Change Total Calls Received 609, , % Average Calls Per Month 50,780 50, % Average Calls Per Day 1,670 1, % Average Calls Per Hour % Calls Dispatched Communications dispatched a total of 244,564 calls for service in This is a decrease of 1.9% from Year Priority 1 Priority 2 Priority 3 Priority 4 Total , , , , ,524 44,117 7, ,564 Call Priority Call Priority 1 2 Definition Potential danger for serious injury to persons; prevention of violent crimes; serious public hazards; felonies in progress with possible suspect on scene. Urgent, but not an emergency situation; hazardous/sensitive matters; inprogress misdemeanors and crimes where quick response may facilitate apprehension of suspect(s). 3 Cold reports and non-emergencies. Non-emergency and/or informational type incidents which generally do 4 not require a response by field units. OTHER PERFORMANCE DATA IPAS Monitoring Ten Communications employees required IPAS monitoring. Supervisors produced a detailed performance plan outlining the strategy for correcting any potential at risk behavior and for further development of the employee. The objective was to educate the employee and improve employee awareness, provide employee development and improve customer service. Supervisory monitoring was conducted for employees who reached the IPAS threshold for supervisor intervention or action. Complaints There were 52 Internal Affairs complaints that resulting in 59 MOR Violations, as detailed below. 133

136 Bureau of Services Number of Violations Manual of Rules Violation Title Manual of Rules Number 34 Conduct Towards Others - Demeanor MOR Performance of Duty General MOR General Conduct MOR Refusal to Accept or Refer a Complaint MOR Obedience to Laws MOR Notification MOR Refusal to Supply Name & Serial Number MOR As the table illustrates, the majority of complaints concerned Conduct Towards Others Demeanor, specifically rudeness. Employees receiving a sustained finding for complaints regarding Conduct Towards Others either received training and counseling or were mandated to attend a Customer Service class. All complaints resulting in allegations of Conduct Towards Others in the arena of professionalism were addressed immediately. All activities and progress of monitoring were documented in the IPAS database. The results of the Division Level Investigations of the 59 allegations resulted in the following findings: Findings Number Exonerated 2 Not Sustained 3 Sustained 7 Unfounded 25 Administrative Closure 4 Informal Complaint Resolution 8 Under Review 4 Open 6 Total 59 PLANS, EXPECTATIONS, AND GOALS Training, legislative activity, and Next Generation (NG 9-1-1) will be significant areas of focus for Communications during 2014 and into the foreseeable future. Communications will continue to be progressive and responsive to the needs of the Department and the community. Critical Goals for 2014 Achieve and maintain answering 90% of all incoming calls within 10 seconds (the State recommended guideline). 134

137 Bureau of Services Alleviate staffing shortages resulting from vacancies and retirement by continual hiring to increase the actual assigned PCD staff by seven to achieve full staffing of 75 PCDs. Support the Department in the accomplishment of the Negotiated Settlement Agreement mandates. Conduct in-service training to meet State mandates and to provide professional development opportunities for our personnel and outside agencies. Form an NG working group to begin planning process for Next Generation Enhance the Section Quality Assurance program to ensure that the public is receiving the highest level of service. Major Projects for 2014 Complete revision of all section policies and procedures to comply with changes in Departmental policy embodied in the community policing philosophy and as provided for in the Negotiated Settlement Agreement. Upgrade radio hardware and install new workstations in the Dispatch Unit. Implement new mapping system in Dispatch Unit. 135

138 Bureau of Services FISCAL SERVICES DIVISION The Fiscal Services Division (Fiscal Services) was responsible for managing the Department s $ million operating budget and related forecasting and financial reporting; accounts payable and receivable. Fiscal Services provided staff support, technical assistance and training with regard to procurement, financial and overtime management and reporting, budget analysis, as well as grants and contracts administration. In addition, the FY budget was developed and finalized. On a day-to-day basis, Fiscal Services processed payment requests for the receipt of merchandise and services; invoiced and booked revenue for the Department s Special Events Units; processed travel requests; performed pre- and post-award grant activities for the Department s grants; administered the False Alarm Reduction Program; assisted the Department with contract administration; provided information for Measure Y and other audits; and worked with City staff to implement City fiscal policies, etc. In addition, the False Alarm Reduction Unit worked with PMAM Services to implement the City s alarm ordinance and administer the Department s false alarm program. STAFFING Fiscal Services authorized staffing level started at 17.0 FTE; however, the division ended at 12.0 FTE after the Project Resource Management (PRM) Unit became a standalone division. Classification Authorized FTE Filled FTE Accountant III 1 0 Accountant II 2 2 Account Clerk III 1 1 Account Clerk II 3 3 Administrative Analyst II 2 2 Administrative Services Manager II 1 1 Grants Coordinator 1 1 Information Systems Supervisor* 1 0 Police Officer* 3 3 Police Records Specialist** 1 0 Police Services Technician II* 1 1 Grand Total * Positions associated with the PRM Unit ** Position was deleted and an Account Clerk II position added There were several staffing changes throughout the year. The PRM Unit separated from Fiscal Services, removing five positions. Fiscal Services welcomed two new Account Clerk IIs, an Administrative Analyst II, and an Acting Grants Coordinator. The division also welcomed a temporary employee filling the role of an Account Clerk II. The Police Records Specialist transferred out of the division and an Accountant II and the Administrative Services Manager took leaves of absence at the end of the year. 136

139 Bureau of Services FISCAL MANAGEMENT Below please find a snapshot of the Division s budget for FY (rounded to nearest dollar): Budget Actual* Difference General Purpose Salaries & Benefits 1,319,610 1,220,739 98,871 Overtime 19,000 16,765 2,235 Material, Supplies & Services 6,897 6, General Purpose 1010 Total 1,345,507 1,243, ,363 Non GPF Salaries & Benefits 515, ,475 91,098 Overtime 456, , ,132 Material, Supplies & Services 1,411,185 2,143,578 (839,991) Non GPF Total 2,383,132 2,760,296 (484,761) Total 3,728,639 4,004,279 (383,398) * Actual does not include encumbrances, though Difference does, as technically the expenditures are in process (e.g. POs in process) and therefore not available for spending. Year-end spending in FY reflects overspending in one main category: Material, Supplies & Services. The overage in the Material, Supplies & Services category is primarily due to lack of appropriated funds in the False Alarm Reduction Program. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL During the calendar year, 11 employees participated in a total of 184 hours of training. Staff completed training in a variety of areas designed to facilitate adherence to the Department s guiding principles, maintain compliance with the Negotiated Settlement Agreement (NSA), increase knowledge, augment skills, and ensure ongoing proficiency. Much of the training was mandatory (e.g., Command Retreat, CLETS and review of General Orders and Special Orders). Information pertaining to this mandatory training is available in the Department s IPAS system and/or Power DMS. In addition, Fiscal Services hosted technical assistance as well as attended several professional development trainings and events for OPD staff, such as: Team-building events Customer Service Overtime Management Asset Management Accounts Payable General Ledger Contracts Travel 137

140 Bureau of Services Communications training Management and Supervisory training Oracle training Grant and Project Accounting training Government Accounting training SIGNIFICANT ACCOMPLISHMENTS Noteworthy accomplishments for Fiscal Services in 2013 include: Implementation of the FY Adopted Budget Updated academy costing Administration of approximately $47M in grant funds, including implementation of $4.5M COPS Hiring grant to add 10.0 officers Administration of projects associated with the Department s participation in operations with third party agencies (e.g., DEA [Drug Enforcement Administration], ATF [Bureau of Alcohol, Tobacco, Firearms and Explosives], BAIT [Bay Area Intelligence Task Force], FBI [Federal Bureau of Investigation], Secret Service, OIG [OPD Office of Inspector General], etc.) and related seizures that result in asset forfeiture revenue Hosted two summer interns, two fall interns, two Cadets, one Police Officer Trainee, and one volunteer Successfully implemented the City s False Alarm ordinance; accomplishments of the False Alarm Reduction Unit (FARU) include: o Collected $1,682,959 in alarm fees during FY o Reduced the number of alarm calls by 11% from 2012 to 2013 o Finalized a new 3-year contract with PMAM PRODUCTIVITY PERFORMANCE DATA Fiscal Services continued to process purchase orders, requisitions and payments to enable the purchases of merchandise and services vital to Department operations; worked with the Budget Office to develop the FY baseline Budget; sought supplemental funding for the City by researching, applying for, and administering OPD s grant agreements; administered various Department checking accounts (e.g., Imprest Account) along with petty cash and change funds; reconciled and reported on the use of monies from various funds and projects; billed for specials events; provided technical assistance to the Department for contract administration; provided front desk service for Fiscal and Payroll; administered the False Alarm Reduction program; and performed a variety of other miscellaneous financial transactions. Below are some specific performance data based on FY : Processed approximately nine professional services agreements Created over 1,200 requisitions and purchase orders Processed over 3,600 payments for invoices 138

141 Bureau of Services Processed approximately 580 travel requests Administered approximately $47M in grant funds Costed approximately 10 Add/Deletes Created and processed over 355 invoices Processed 34 subpoena requests In terms of the False Alarm Reduction Unit, the Oakland Police Department received a total of 17,772 alarm calls in The number of overall alarm calls decreased by 11%. OTHER PERFORMANCE DATA Fiscal Services had no use of force, vehicle pursuits, vehicle collisions or discharging of firearms incidents during the calendar year. Fiscal Services had no complaints that resulted in a finding of sustained, not sustained or informally resolved. PLANS, EXPECTATIONS, AND GOALS Fiscal Services main goals for 2014 is to assist OPD in crime reduction, Negotiated Settlement Agreement (NSA) compliance, cost reduction/containment, and improving OPD s relationship with the community by identifying resources and helping to plan and manage resource use. In addition, another goal is to support operational efforts by ensuring that financial transactions are processed in a timely and accurate manner as well as continuing to empower operational staff with knowledge pertaining to the Department s and City s fiscal guidelines. Further, Fiscal Services aims to minimize expenditures and maximize revenue in order to facilitate a more solvent financial position for the Department as well as assist in aligning administrative resources with operational priorities and need. Fiscal Services anticipates that challenges and impacts associated with staff turnover and limited resources will continue. However, Fiscal Services will work to improve business processes to minimize the potential challenges. Fiscal Services has prioritized the following goals for 2014: Complete the necessary grant award documents and accept funds in the amount of $450,000 for the Project Safe Neighborhood grant, which will support the Department s ceasefire efforts. Update and distribute travel authorization forms. Continue to develop, update and document fiscal policies and procedures to facilitate the ability of Departmental staff to self-serve, minimizing disruptions to Fiscal Services staff; provide key forms and documents on shared space easily available to OPD staff. Host trainings to OPD staff regarding financial management and Fiscal Services policies and procedures. Continue to improve financial management, including reconciling projects and funds and closing out old projects. 139

142 Bureau of Services Continue to improve revenue management, including better tracking of revenues and pursuit of competitive funding opportunities. Continue to mentor, train and support Fiscal Services staff with technical skills and professional development. The False Alarm Reduction Unit (FARU) has the following plans and goals for 2014: Cross-functional OPD meetings to discuss alarm calls and how to improve OPD s response and customer service. Work with PMAM and the City s IT Department to update the False Alarm website. Work with the City s finance team to seamlessly transfer the False Alarm lockbox to JP Morgan Chase. 140

143 Bureau of Services RECORDS DIVISION In 2013 the Records Division (Records) worked diligently to meet its commitment to the community by providing courteous service and prompt, accurate information to all who required or needed our assistance. As in previous years, Records faced staffing shortages and challenges with equipment and technology, but we were determined to provide consistent, quality customer service in spite of the hardships we faced. As the primary point of contact for many citizens and community members seeking assistance from the Police Department, we were able to increase the level of professionalism and efficiency in the Division by continuing to make accountability a priority. Records will continue to be dedicated to the core values of dependability, reliability, and efficiency. Records provides critical operational support to the Department by processing and maintaining records concerning reported incidents (excluding vehicle collision information), such as crimes, arrests, towed vehicles, restraining orders, warrants, teletypes, peddler/solicitor permits and public records requests. Records also provides staff support, technical assistance and training with regard to incident reports, warrants, public records, record sealing, subpoenas and UCR crime reporting. On a dayto-day basis, Records details and assigns incident reports; processes payments for towed vehicles and taxi permits and addresses all vehicle needs; retrieves, redacts and provides reports to citizens and law enforcement personnel; distributes and manages responses to public records requests; validates data entry for the Federal Bureau of Investigation (FBI) Uniform Crime Report (UCR), and other crime reporting purposes; warehouses records related information; and enters, updates and purges warrants. Records remains committed to providing quality customer service to the community we serve. By focusing on professional development for front line staff and supervisors in the upcoming year, we will continue to assist the Department in the process of fostering community trust by providing accurate and reliable data. STAFFING Records authorized staffing level for 2013 was 30 FTE: Classification Authorized Filled Loaned Vacant Police Services Manager I Police Records Supervisor Police Records Specialist 25.0 * Grand Total Note: *Although 20 Police Records Specialist positions were filled at the end of 2013, one employee assigned to the classification was on extended leave for the entire year and another was on work-related restrictions and unable to perform all the duties of the classification. Due to vacant positions throughout the entire year, Records struggled to keep up with demands and an increasing workload. For the entire year Records operated below minimum staffing levels; however, we remained committed to providing dependable, reliable and efficient 141

144 Bureau of Services customer service. The Division hired three new PRSs in 2013 and anticipates hiring five more in the upcoming year, which will bring the total number of PRSs to 25, the current authorized staffing level for the Division. FISCAL MANAGEMENT REPORT Fiscal data for Records were reported under two separate Org Codes: (Records) and (Records/Warrants). (103240) Records Records Budget Encumb YTD Spent Available Personnel 463, , ,460 Overtime 4, ,307 (3,397) O & M 78,984 9,985 64,736 4,264 Internal Service Funds Grants Records Total 547,286 9, , ,711 (103242) Records/Warrants Records/ Warrants Budget Encumb YTD Spent Available Personnel 1,953,724 (0) 1,789, ,653 Overtime 238, ,035 (125,325) O & M 5, , Grants Records/Warrants Total 2,197,750 (0) 2,158,409 39,342 Records year end spending reflects overspending in both overtime categories, (103240) $3,397 and (103242) $125,325. Overspending was due to staffing shortages and the need to backfill vacant positions; however, Records did not exceed its total appropriated expenditures for FY TRAINING RECEIVED AND/OR PROVIDED Records personnel received over 212 hours of training in a variety of areas designed to facilitate adherence to the Department s guiding principles, maintain compliance with the Negotiated Settlement Agreement, increase knowledge, enhance skills, and ensure ongoing proficiency. Much of the training was mandatory, such as the California Law Enforcement Telecommunications System (CLETS) training and review of Department General Orders and Special Orders. Specific information pertaining to these trainings is available in the Department s IPAS system and/or Power DMS. In addition, the professional development trainings detailed in the following table were attended by staff in

145 Bureau of Services Training Hours Number of Personnel California Law Enforcement Association of Records Supervisor (CLEARS) 39th Annual 40 1 Police Records Supervisor Training and Technology Seminar Critical Thinking Course 16 2 Police Records Supervisors and 1 Police Records Specialist Records Supervisor Training 40 2 Police Records Supervisors and 1 Police Records Specialist Public Records Act 16 1 Police Services Manager, 4 Police Records Supervisors and 3 Police Records Specialist Business Grammar & Proofreading 8 2 Police Records Supervisors Tactical Communications 2 1 Police Records Specialist In addition to the above training received by staff, Records held its first staff retreat, which included a personality assessment for each employee and training in the areas of emotional intelligence, customer service and tactical communication. Records also provided warrants/teletype training to Department personnel. SIGNIFICANT ACCOMPLISHMENTS Noteworthy accomplishments in 2013 included the following: Records returned to a 24-hour operation, making it more accessible to the public, for more efficient customer service. Records supervisory staff received an unprecedented amount of training in 2013, which aided in an increased level of professionalism and efficiency within the Division. Records continued to consistently process in-custody crime reports in a timely manner so that investigators could have access to necessary information needed to charge criminal cases. Three full time employees were hired to help decrease the backlog of work in the Division. Records achieved timely submission of annual UCR numbers to the Department of Justice and the FBI. PRODUCTIVITY PERFORMANCE DATA In support of Departmental policies and procedures, Records processed the following: Incident reports (a decrease of 9% from 2012) 70,891 Online reports from citizens (a decrease of 23% from 2012 ) 13,123 Public records requests (an increase of 186% from 2012) 12,977* Law enforcement requests (an increase of 22% from 2012 ) 6,220 Tow releases (an increase of 9% from 2012) 3,956 *The number of public records requests increased drastically from the previous year because in 2012 the number of requests the Department received from insurance agencies was not included. The number of public records requests excluding those received from insurance agencies was 4,349 for the year, a decrease of 4% from

146 Bureau of Services OTHER PERFORMANCE DATA During the 2013 calendar year, Records personnel had no incidents of use of force complaints, vehicle collisions, discharging of firearms, vehicle pursuits, or preventative vehicle collisions. Of the 13 complaints filed against Records personnel, 12 were internally generated by another employee within the Department and one was generated by a member of the public. PLANS, EXPECTATIONS AND GOALS The main goals of Records are to continue to assist the Department in crime reduction, NSA compliance, cost reduction/containment, and improving relationship with the community through better customer service and by ensuring accuracy and reliability with regard to the Department s crime data. Records has also prioritized the following goals for 2014: Create and implement a network interface that will allow arrest reports entered by OPD personnel into the Alameda County Consolidated Records Information Management System (CRIMS) to import directly into the Department s Law Enforcement Records Management System (LRMS), which will eliminate manual data entry of OPD arrests, improving the accuracy and reliability of this data. Install a recording system on Records Division telephone lines that will allow for quality assurance checks to assist with enhancing customer service and providing necessary constructive feedback to Records Division personnel. Continue to facilitate supervisory leadership and enhance professional development through training and ongoing mentoring. Provide mandatory and ongoing customer service training for all Records Division personnel. 144

147 Criminal Investigation Division Criminal Investigation Division Annual Management Report

148 Criminal Investigation Division TABLE OF CONTENTS CRIMINAL INVESTIGATION DIVISION CRIMINAL INVESTIGATION DIVISION OVERVIEW HOMICIDE SECTION ROBBERY & BURGLARY SECTION THEFT / MISDEMEANOR CRIMES & FIELD SUPPORT FELONY ASSAULT, GANGS, AND CEASEFIRE FAMILY SERVICES AND INVESTIGATIONS SECTION

149 Criminal Investigation Division CRIMINAL INVESTIGATION DIVISION OVERVIEW The Oakland Police Department Criminal Investigation Division (CID) serves as the formal investigative branch of the Department and at year s end was divided into five separate sections: 1. Felony Assault & Gangs 2. Homicide 3. Robbery & Burglary 4. Theft/Misdemeanor Crimes & Field Support 5. Youth & Family Services Each section is assigned specific tasks/responsibilities that contribute to the overall mission of the Oakland Police Department, as detailed in individual subsections below. Members assigned to CID investigate criminal cases referred by the Patrol Division, answer citizen complaints, and respond to crime scenes. Each case is reviewed for solvability factors and is assigned to an investigator for follow-up based on the type of crime. Members of the Division conduct interviews and lawful searches during an investigation to gather information and/or evidence that are useful in reconstructing the occurrence or circumstances of an illegal act. The primary duties of an investigator include: Identification and apprehension of offenders Recovery of property Preparation of cases for court prosecution Presentation of evidence in court cases In 2013, the state of the unit: Teamwork on major investigations has been outstanding. Resilient personnel. The quality and thoroughness of follow-up investigations continues to increase. Significant increases in training opportunities have been extremely beneficial. Staffing challenges were persistent. STAFFING For the calendar year 2013, there were many reorganizational changes in CID. The two tables below illustrate some of the major changes. March 30, 2013 changes to CID Major Crimes Section 1 before March 30, 2013 after March 30, 2013 Major Crimes Section 1 (MCS1) Major Crimes Section 1 / Homicide Team 1 Multiple Two-person Unit Team 2 Shooting Unit (1 Sergeant and 2 Officers) Team 3 Evidence Technician Program Coordinator Team 4 Team 5 147

150 Criminal Investigation Division September 21, 2013 changes to CID before September 21, 2013 after September 21, 2013 Major Crimes Section 1 / Homicide Homicide Section Multiple Two-person Investigative Teams Two person Investigative teams Shooting Unit (1 Sergeant and 2 Officers) Cold Case Unit (2 Officers) Evidence Technician Program Coordinator Evidence Technician Program Coordinator Major Crimes Section 2 (MCS2) Robbery & Assault (other than shootings) Field Support Services (FSS) Field Support Unit (FSU) o Arson/Bomb o Fugitive Recovery Unit o Alcohol Tobacco and Firearms (ATF) o United Stated Marshals (USM) o (Replaced Federal Bureau of Investigation (FBI) o Drug Enforcement Administration (DEA) o Alameda County Narcotics Task Force (ACNTF) o United States Secret Service (USSS) o Narcotics Charging Unit o Weapons Charging Unit Theft Unit Family Services Section (FSS) Juvenile Intake Unit (JIU) o Missing Persons Unit (MPU) o Police Activity League (PAL) o OK (Our Kids) Program Family Investigation Section (FIS) Special Victims Unit (SVU) Domestic Violence Unit (DVU) Identification (ID) Unit / Photo Lab Vice & Child Exploitation Unit (V/CEU) Robbery & Burglary Section Robbery Unit Burglary Unit Theft/Misd. Crimes & Field Support Unit Theft/ Misdemeanor Crimes Unit Field Support Unit (FSU) o Arson/Bomb o Fugitive Recovery Unit o Alcohol Tobacco and Firearms (ATF) o United Stated Marshals (USM) Replaced Federal Bureau of Investigation (FBI) o Drug Enforcement Administration (DEA) o Alameda County Narcotics Task Force (ACNTF) o United States Secret Service (USSS) o Charging Unit o o Weapons Unit Reestablishment of Alameda County Regional Auto Task Force (ACRATT) on 26 Oct 13 Youth & Family Services Section (YFSS) Juvenile Intake Unit (JIU) o Missing Persons Unit (MPU) o Police Activity League (PAL) o OK (Our Kids) Program Special Victims Unit (SVU) Domestic Violence Unit (DVU) Identification Unit (IDU) / Photo Lab Vice & Child Exploitation Unit (V/CEU) A reorganization of CID Major Crimes Section 1 (MCS 1, Teams 1-5) occurred on March 30, The reorganization resulted in the abolishment of large homicide investigation teams (1 sergeant and several officers) assigned to investigate homicides and shootings and the establishment of MCS 1/ Homicide Section, which utilized the two-investigator team (sergeants and officers) concept to investigate homicides. A unit staffed with one sergeant and two officers was established to investigate all shootings in the City of Oakland. On September 21, 2013, CID had a major reorganization and renaming of Section and Unit titles occurred in CID. MCS 1 was renamed Homicide and the responsibilities of overseeing the 148

151 Criminal Investigation Division investigation of shootings were removed from the Homicide Commander. MCS 2 was renamed to incorporate the Robbery and Burglary Units commanded by a single commander. A Felony Assault Unit was established and staffed to handle all shootings and other felonious assault investigations. The Felony Assault Unit, the Gang Unit (previously named GITF) and the Ceasefire Crime Reduction Team were combined under the command of a single commander to provide better communication and collaboration between the units. The Theft and Charging Units remained combined with Field Support Unit (Task Forces) and a Misdemeanor Crimes Unit was added. On March 16, 2013, the School Safety Enforcement Units 2 & 3 were transferred to the Bureau of Field Operations (BFO). School Services Unit 1 (Mentors) was transferred to BFO on October 12, Because the September 21 reorganization created major changes in CID, the staffing table below contains staffing numbers from before and after that date ( pre and post ), Classification CID Staffing Before ( Pre ) and After ( Post) September 21, 2013 Authorized Number Actual No. Vacancies (+/-) Vacancies, % Pre Post Pre Post Pre Post Captain of Police % 0% Lieutenant of Police % 0% Sergeant of Police % 64% Police Officer % -28% Police Ofc., Loaned to CID, TA Unknown 8 8 Unknown Unknown N/A N/A Admin. Analyst II % 0% Admin. Asst. I % 0% PST II % 11% PRS % 43% Civilian, Loaned to CID, TA Unknown 1 1 Unknown Unknown N/A N/A Overall Total % 3% Overall Total w/o TA On Loan % 11% Staffing limitations continued to impact the Department s ability to conduct follow-up investigations. Staffing levels have decreased to the point where, with the exception of homicide cases, only in-custody cases and a limited number of out of custody investigations assigned for follow-up are presented to the District Attorney s Office for charging. These cases are screened for investigative leads to provide the follow-up investigators a higher probability of solving them. The Section s Administrative Sergeant (Compliance Unit) dealt with Risk Management issues and investigated misconduct complaints through Division Level Investigations (DLI). This position has been vacant since the lieutenant was promoted and transferred to Patrol on 10 Dec

152 Criminal Investigation Division CID Personnel Movements in 2013 In 2013, 110 officers and civilians transferred in to CID; 89 civilians and officers transferred out of CID; there were 55 internal transfers within CID; 17 people were on medical leave, 4 people were promoted, and the following people retired, resigned, or passed away: Sgt. George Phillips, MCS1/2 Service Retirement (28.3 years) Ofc. Edwin Somarriba, Theft Service Retirement (27.0 years) Ofc. Francisco Lopez, SVU Disability Retirement (8.1 years) Ofc. Patrick Gerrans, SOD/GITF Resigned (to SFPD) (6.9 years) Ofc. Sor Yang, Theft Deceased (5 years) Lt. Michael Johnson, YFSS Disability Retirement (29.0 years) Lt. Dana Flynn, Field Support Sec. Disability Retirement (25.2 years) PST Sharon Bickham, IDU Service Retirement (10.9 years) PRS Christine San Jose, SVU Service Retirement (12.9 years) Ofc. Ryan Chan, SVU Resignation (11.2 years) Ofc. Timothy Bergquist, VCEU Resignation (24.4 years) PRS Claudette Colbert, DVU Service Retirement (24.1 years) Ofc. Gregg Williams, Narcotics Charging Service Retirement (21.0 years) Ofc. John Littrell, Ceasefire CRT Resignation (6.2 years) FISCAL MANAGEMENT REPORT For 2013, most of the overtime expenditures were caused by call-outs and extensions of shift for investigative purposes, especially for homicide investigations, mandatory training and field deployments and meeting strict investigative deadlines for misconduct complaints. See table on following page, which provides fiscal information for all sections and units of CID. There was insufficient funding, in some cases, to cover regular salary, modified duty, educational expenses, retirement costs and fringe benefits. TRAINING RECEIVED AND/OR PROVIDED BY UNIT PERSONNEL During 2013, all CID personnel were in compliance with all Departmental and NSA-required training. In late June 2013, CID commanders implemented a foundational and progressive training plan for all investigators. Each investigator was advised that he/she had to attend the below four courses: OPD Basic Investigator Course (POST certified) OPD Search Warrant Preparation Course (POST certified) Behavior Analysis Training Institute (BATI) Interview and Interrogation Course Institute for Criminal Investigation (ICI) Core Investigation Course (See Specific Section Reports for details on investigator attendance at each course) 150

153 Criminal Investigation Division Fiscal Year General Purpose Fund (1010) and Non Gen Purpose Funds (Non GPF) Org Category Budget Encumbrance Actual Difference Personnel DV1020 1,264, , ,907 Overtime DV , ,735 (21,225) O & M DV ,649 20, ,868 (16,090) Grants DV ,471 2, ,872 (112,558) Personnel DV1020 2,719, ,573, ,515 Overtime DV ,470 (0) 1,028,757 (174,287) O & M DV (90) Grants DV (849) Personnel DV1020 1,323,648 (0) 3,620,613 (2,296,965) Overtime DV , ,913 (6,643) Personnel DV1020 2,066,794 (0) 1,762, ,256 Overtime DV ,070 (0) 598,749 (121,679) Grants DV (152) Personnel DV1020 1,891, ,075 1,309,924 Overtime DV , ,389 (42,239) Grants DV , ,456 (8,762) Personnel DV1020 6,764, ,528,088 (763,211) Overtime DV ,270 (0) 550,996 (209,726) O & M DV ,541 1,729 8, Grants DV ,999, ,810 3,540,485 8,276, Personnel DV1020 1,086, , ,684 Overtime DV1020 8, ,936 (9,236) O & M DV ,484 3,622 9,193 9, Personnel DV1020 2,851, ,103,587 1,747,508 Overtime DV , ,531 (51,761) O & M DV1020 (33) 0 0 (33) CID TOTAL 34,594, , ,156, ,227,

154 Criminal Investigation Division SIGNIFICANT ACCOMPLISHMENTS A total of 68 awards were received by the members and non-members of CID for exceptional performance in PRODUCTIVITY PERFORMANCE DATA CID Vehicle Collisions, Pursuits & IAD Cases 2013 Vehicle Collisions / City Property 5 Vehicle Pursuits 54 IAD Investigations 45 IAD cases received and investigated. No patterns of misconduct or unacceptable behavior were identified CID Use of Force 2013 (see figure below) Level 1 UOF 2 Level 2 UOF 6 Level 3 UOF 10 Level 4 UOF 240 OTHER PERFORMANCE DATA During 2013, four CID members were placed on Intervention or Supervisory Monitoring. In three of the four instances, the incidents or group of incidents which led to the Intervention or Supervision occurred prior to the officers' assignment to the CID. (CID Use of Force totals based on CID staffing occurrences in Jan 2014 i-pas numbers) 152