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HomeMy WebLinkAboutPolice Presentation Q4 2018Police SB Stat November 29, 2018 Agenda I.Department Updates I.Part Time Officer Pilot Evaluation II.Transparency and Open Data II.21st Century Policing •Performance Evaluation Reflections •Career Path Development Reflections •Next Steps III.Prospective Projects IV.Celebrating our Values Department Updates Part Time Officer Pilot Program Evaluation Assisted with time-intensive calls, outreach, and special events •Scene watches •Prisoner watches •Funeral escorts •“Blue Book” business visits •Parking > 40 school buses for children to attend the South Bend Symphony at the Morris Transparency and Open Data 1.Recruiting 2.Part I Crimes Report 3.Public Bulletins 4.Part I Crimes Incidents Complete: Part I Crime Report •Annual Part I Crimes totals, by category •Was always published in BPS minutes •Now also available on Police Transparency Hub and COSB Open Data Portal •FBI statistics only available online through 2014 In Progress Open Data •Public Bulletin •Part I Crime Incidents 21st Century Policing Sustainable Practices and Closing the Loop Goals Focus on systematizing our efforts to incorporate lessons learned and promote sustainability •Career Path Development •Performance Reviews Performance Evaluations PE Original Milestones MILESTONE DATE Supervisor Training September Roll Call Training for Everyone September –October Patrol Evaluations October –December All Other Evaluations November Data Entry October –December Evaluate Pilot Process January Implementation Status •All employees have completed an evaluation •Next round of evaluations planned for early 2019 Reflections and Learning •Challenges with paper forms •Establish cadence of regular conversations on performance and employee development •Supervisors should be involved in establishing specialized competencies •Relationship to quarterly probationary reviews Technology and Tracking •2018 evaluations were done on paper forms which had high administrative overhead •Will make it easier to share CPD information with the Training Division •Long Term Solution: Kronos HRIS Timeline: Spring 2019 Performance Evaluations Six Month Check Ins •Goal: Establish a regular cadence of conversations between supervisor and employee •Greater focus on CPD •Opportunity to follow up on challenges •Will be documented with simple form Timeline: Beginning Fall 2019 Additional Competencies •“Basic” competencies provide a foundation •Introduce new competencies for each division and specialty unit •Division/specialty unit leadership involved in process Timeline: Select competencies Spring 2019, introduce Fall 2019, Evaluations include Spring 2020 Quarterly Probationary Reviews •Goal: Provide extra support to those new to their role •Build on existing process for promotions and introducesimilar process for new hires •Will be consistent with performance evaluation •Will drill down into actionable and tangibletask/behaviors associated with performancecompetencies Timeline: Prepare and Implement Winter 2019 Original Metrics •Employee Workplace Survey: In the past year, I have had a formal performance review •Performance reviews inform transfers and promotions •Gut check: Greater accountability Revised Metrics •Everyone completes an annual performance review •Employee Climate Survey: Questions measuring accountability and feeling supported at work •Later: Informs promotions and transfers In the past year, I have had a formal staff performance evaluation or review In my most recent evaluation, my supervisor and I discussed and made I plan for what I need to do to maintain or improve my performance I have regular meetings or discussions with my supervisor about my performance, and my supervisor acts as a coach (formal or informal) When I discuss my performance with my supervisor, I receive actionable feedback Supervisors in my work unit support all levels of employee development (support staff, supervisors, leadership) In my work unit, differences in performance are recognized in a meaningful way In my work unit, supervisors take steps to address individuals whose poor performance impacts the team Career Path Development CPD Original Milestones MILESTONE DATE Gather Employee Feedback Summer 2017 Hire Coordinator Late2017 Develop and Institute Policy Early 2018 Online Education Pilot May –June 2018 Job Rotations Pilot Fall 2018 Evaluate Pilots Late 2018 Implementation Status •Gathered information on career interests •Virtual Academy (online education) is available •Piloting job rotations (Strategic Focus Unit + Shooting Response Teams) •Identified existing training opportunities Virtual Academy Participation •40 officers participated since August 1 •264 credit hours earned •171 total courses completed •Most popular •The Bullet Proof Mind •Jonesboro School on Gang Violence/ISIS •Legal Updates •Leadership classes Reflections and Learning •Increase understanding of how CPD elections are used •Supervisors need resources and training to support •Training audit will identify gaps to address •Currently supports transfers (specialization) over promotions (leadership) •Need to make assumptions clear to test and evaluate the success of the program Impact Hypothesis If we identify what career interests our employees have, we can provide appropriate training opportunities If we provide appropriate training opportunities, employees will participate in them and will advance in the department Input Identified career interests Assumption Honest and accurate assessment Training available Appropriate & active participation Output Training completion Assumption High quality training Training improves outcomes Employees feel supported Outcomes Achieve transfers Succeed in specialty Employee satisfaction Original Metrics •Retention of officers with 5-9 years of service •For 2013- 2017: 11.5% of attrition was in this range •More competition for promotions •2016 –2017 Average: 4.38 applicants/position •Increased certified officer applicants and hires •23 applied in 2017 •Better qualified candidates for leadership positions •CPD survey responses Revised Metrics •Training opportunities aligning with interests •Training participation aligning with interests •Transfers achieved •Performance following transfer •Employee retention •Employee satisfaction (Employee Climate/CPD Surveys) My training needs at work are addressed I have discussed my career aspirations and a career path development plan with my supervisor this year CPD Process Select/Update CPD Interests Record in Database Audit Available Opportunities Suggested Opportunities Shared with Employee Employee Requests Training Request Validated Against CPD Interests Employee Completes Training Record in ACADIS Track Participant Outcomes CPD RACI Matrix Task Training Supervisor Employee Div Chiefs Maintain list of CPD interests R C I A Gather CPD preferences I R C A Record CPD preferences R I A Maintain list of training opportunities R C I A Audit training opportunities and address gaps R C C/A Train supervisors and employees on CPD R I I A Share suggested opportunities with employee C R I A Request opportunities relevant to interests C A R Review training requests for relevance R I C A Record CPD training completed R A Record CPD outcomes R A Setting Priorities PE Phase 2 Milestones MILESTONE DATE INVOLVED Refresh promotion probationary reviews Q1 2019 HR/D&I Implement digital PE/CPD forms Q1 2019 IT Implement new hire probationary reviews Q1 2019 Select additional competencies Q2 2019 HR/D&I Introduce additional competencies Q3 2019 HR/D&I Implement six month check ins Q3 2019 HR/D&I Implement PE with additional competencies Q1 2020 HR/D&I Career Path Development •Audit existing training opportunities •Identify and begin addressing gaps •CPD communication to all employees •CPD tool training for supervisors •Tracking outcomes •Process to update interests CPD Phase 2 Milestones MILESTONE DATE Track CPD training participation Ongoing starting immediately Track CPD outcomes Ongoing starting immediately Review training resources for gaps Beginning January 2019 Visit role calls to explain CPD Q1 2019 Supervisor resource training Q1 2019 Update CPD Interests Q2 2019 Prospective Project: Recruiting •Medium to Long Term Strategy •Increasing Diversity •Inter-Departmental Working Group Celebrating our Values Halloween Event Around 6000 people attended this year! Chief Ruszkowski –National Network for Safe Communities Superstar!!