Common use of CRITICAL RESPONSE TECHNICAL ASSESSMENT REVIEW Clause in Contracts

CRITICAL RESPONSE TECHNICAL ASSESSMENT REVIEW. Police Accountability—Findings and National Implications of an Assessment of the San Diego Police Department Comprehensive approach One of the primary lessons learned from this review is that the instances of misconduct were not enabled by any one single problem. Instead, these incidents occurred as the result of a number of issues that were left unaddressed and that indirectly contributed to misconduct—in particular, a lack of effective supervision. These issues resulted in a series of significant and ongoing incidents of misconduct by a handful of officers. The solution lies in a comprehensive approach in which various SDPD systems and policies are revised with an eye toward preventing misconduct. The national implications are that these types of misconduct incidents could occur in any police department where supervision is lacking or ineffective and where there are gaps in policies, practices, and systems designed to ensure department accountability and officer integrity. Police agencies across the nation can read this report and ask themselves whether they have similar problems and can learn from the experience in San Diego. Update—implementation of recommendations has begun. While this has been a critical assessment of the SDPD, the COPS Office, and PERF, many within San Diego’s diverse communities have appreciated the willingness of SDPD leaders to open up the department to outside review in efforts to improve its systems and ensure these types of incidents do not occur again. PERF received full cooperation and assistance in this review from the department and the community. Since the beginning of this assessment, PERF has been advising the SDPD about its findings as they emerged from the review. The SDPD has already begun implementation efforts in many of the areas recommended in this report, including the development of a policy that strengthens the recruitment and background check processes, a directive eliminating the Public Service Inquiry process, the implementation of a truly randomized drug testing cycle, and the development of PowerPoint presentations for cultural sensitivity awareness when interacting with San Diego’s Muslim and transgendered communities. Under the leadership of Chief Xxxxxxxxx, the SDPD has also committed to providing transparency in depart- ment operations and decision making that the community has requested. The SDPD piloted a program of video recording with body-worn cameras for officers in 2014, which supports the goal of providing assurances to the community that the department is accountable and transparent in its operations. The SDPD plans to fully implement this program. Additional recommendations PERF also recommends that the SDPD undertake a review of the misconduct cases and the conditions that allowed the misconduct to occur undetected and to use this information as case studies for training officers in how to detect any misconduct by their peers. The recovery process for the SDPD will take time and an ongoing commitment on the part of the city govern- ment, the police department, and the community. For the SDPD, this commitment must involve leaders at all levels within the department to rebuild trust and partnerships with community members. Strong efforts must be taken to ensure transparency and responsiveness to community concerns and complaints. The SDPD ap- pears to have strong support and willingness among its diverse communities to work collaboratively with the Chapter 8. Summary and Conclusion police department in making these changes. Although PERF heard critical comments at the public hearings, it also heard a number of positive comments about conscientious officers and statements by community mem- bers that the misconduct cases were at variance with their experiences with the police. While the SDPD has already begun implementing many changes, other important changes, such as address- ing the agency’s budget and staffing shortfalls, will be critical to the department’s long-term success and will require the support of other leaders who serve the City of San Diego.

CRITICAL RESPONSE TECHNICAL ASSESSMENT REVIEW. Police Accountability—Findings and National Implications of an Assessment of the San Diego Police Department Comprehensive approach One The PERF assessment team conducted ride-alongs with officers and supervisors in different divisions and with varying years of experience. The ride-alongs provided the PERF team one-on-one access to officers in an at-ease setting. This provided opportunities for candid conversations about departmental culture, adequacy of super- vision, and perceptions of how and why misconduct can take place. The ride-alongs also allowed PERF team members to observe the implementation of policies, procedures, and training in daily practice. Importance of community involvement As stated at the outset of this assessment, community involvement and transparency of the primary lessons learned from this review is process were of paramount importance to ensure that the instances of misconduct recommendations are useful. Providing the community with the opportunity to participate in the process and to make the process as transparent as possible were not enabled by any one single problemcritical steps for the SDPD to rebuild trust with the community. InsteadCommunity meetings Overall, these incidents occurred as the result of a number of issues that were left unaddressed recommendations and that indirectly contributed to misconduct—findings in particular, a lack of effective supervision. These issues resulted in a series of significant and ongoing incidents of misconduct by a handful of officers. The solution lies in a comprehensive approach in which various SDPD systems and policies are revised with an eye toward preventing misconduct. The national implications are that these types of misconduct incidents could occur in any police department where supervision is lacking or ineffective and where there are gaps in policies, practices, and systems designed to ensure department accountability and officer integrity. Police agencies across the nation can read this report represent the cumulative knowledge of research and ask themselves whether they have similar problems best practices in policing among PERF’s assessment team members and can learn from the experience in San Diego. Update—implementation of recommendations has begun. While this has been a critical assessment of the SDPD, the COPS Office, as well as the advice of experienced police executives and PERFother academics. PERF participated in three community meetings hosted by community groups, many within including the City Heights Town Council, the CRB, the ACLU of San Diego and Imperial County, Women Occupy San Diego, and the Nation- al Lawyers Guild. In addition to the community meeting hosted by the CRB, the PERF team also met with several representatives of the CRB to better understand their role and concerns they may have with the SDPD’s diverse communities have appreciated citizen-initiated complaint process. The community meetings took place in three different areas of the willingness city in order to facilitate participation by all segments of SDPD leaders to open up the department to outside review in efforts to improve its systems and ensure these types of incidents do not occur again. PERF received full cooperation and assistance in this review from the department and the community. Since The most common concerns heard from community members were about negative attitudes displayed by of- ficers during routine interactions; a lack of understanding of diversity issues, specifically in the beginning Muslim commu- nity; issues of this assessment, PERF has been advising the SDPD about its findings as they emerged from the review. The SDPD has already begun implementation efforts in many of the areas recommended in this report, including the development of a policy that strengthens the recruitment and background check processes, a directive eliminating the Public Service Inquiry process, the implementation of a truly randomized drug testing cycle, and the development of PowerPoint presentations for cultural sensitivity awareness when interacting with San Diego’s Muslim and transgendered communities. Under the leadership of Chief Xxxxxxxxx, the SDPD has also committed to providing transparency in depart- ment operations and decision making that the community has requested. The SDPD piloted a program of video recording with body-worn cameras for officers in 2014, which supports the goal of providing assurances to the community that the department is accountable and transparent in its operations. The SDPD plans to fully implement this program. Additional recommendations PERF also recommends that the SDPD undertake a review of the misconduct cases and the conditions that allowed the misconduct to occur undetected and to use this information as case studies for training officers in how to detect any misconduct by their peers. The recovery process for the SDPD will take time racial bias; and an ongoing commitment on the part overall decline in community policing and problem-oriented policing practices. (For a detailed discussion of the city govern- mentthese community meetings, the police department, and the community. For the SDPD, this commitment must involve leaders at all levels within the department to rebuild trust and partnerships with community members. Strong efforts must be taken to ensure transparency and responsiveness to community concerns and complaints. The SDPD ap- pears to have strong support and willingness among its diverse communities to work collaboratively with the Chapter 8. Summary and Conclusion police department in making these changes. Although PERF heard critical comments at the public hearings, it also heard a number of positive comments about conscientious officers and statements by community mem- bers that the misconduct cases were at variance with their experiences with the police. While the SDPD has already begun implementing many changes, other important changes, such as address- ing the agency’s budget and staffing shortfalls, will be critical to the department’s long-term success and will require the support of other leaders who serve the City of San Diegosee chapter 3.)

CRITICAL RESPONSE TECHNICAL ASSESSMENT REVIEW. Police Accountability—Findings and National Implications of an Assessment of the San Diego Police Department Comprehensive approach One of the primary lessons learned from this review is that the instances of misconduct were not enabled by any one single problem. Instead, these incidents occurred as the result of a number of issues that were left unaddressed and that indirectly contributed to misconduct—in particular, a lack of effective supervision. These issues resulted in a series of significant and ongoing incidents of misconduct by a handful of officers. The solution lies in a comprehensive approach in which various SDPD systems and policies are revised with an eye toward preventing misconduct. The national implications are that these types of misconduct incidents could occur in any police department where supervision is lacking or ineffective and where there are gaps in policies, practices, and systems designed to ensure department accountability and officer integrity. Police agencies across the nation can read this report and ask themselves whether they have similar problems and can learn from the experience in San Diego. Update—implementation of recommendations has begun. While this has been a critical assessment of the SDPD, the COPS Office, and PERF, many within San Diego’s diverse communities have appreciated the willingness of SDPD leaders to open up the department to outside review in efforts to improve its systems and ensure these types of incidents do not occur again. PERF received full cooperation and assistance in this review from the department and the community. Since the beginning of this assessment, PERF has been advising the SDPD about its findings as they emerged from the review. The SDPD has already begun implementation efforts in many of the areas recommended in this report, including the development of a policy that strengthens the recruitment and background check processes, a directive eliminating the Public Service Inquiry process, the implementation of a truly randomized drug testing cycle, and the development of PowerPoint presentations for cultural sensitivity awareness when interacting with San Diego’s Muslim and transgendered communities. Under the leadership of Chief Xxxxxxxxx, the SDPD has also committed to providing transparency in depart- ment operations and decision making that the community has requested. The SDPD piloted a program of video recording with body-worn cameras for officers in 2014, which supports the goal of providing assurances to the community that the department is accountable and transparent in its operations. The SDPD plans to fully implement this program. Additional recommendations PERF XXXX also recommends that the SDPD undertake a review of the misconduct cases and the conditions that allowed the misconduct to occur undetected and to use this information as case studies for training officers in how to detect any misconduct by their peers. The recovery process for the SDPD will take time and an ongoing commitment on the part of the city govern- ment, the police department, and the community. For the SDPD, this commitment must involve leaders at all levels within the department to rebuild trust and partnerships with community members. Strong efforts must be taken to ensure transparency and responsiveness to community concerns and complaints. The SDPD ap- pears to have strong support and willingness among its diverse communities to work collaboratively with the Chapter 8. Summary and Conclusion police department in making these changes. Although PERF heard critical comments at the public hearings, it also heard a number of positive comments about conscientious officers and statements by community mem- bers that the misconduct cases were at variance with their experiences with the police. While the SDPD has already begun implementing many changes, other important changes, such as address- ing the agency’s budget and staffing shortfalls, will be critical to the department’s long-term success and will require the support of other leaders who serve the City of San Diego.

CRITICAL RESPONSE TECHNICAL ASSESSMENT REVIEW. Police Accountability—Findings and National Implications of an Assessment of the San Diego Police Department Comprehensive approach One The PERF assessment team conducted ride-alongs with officers and supervisors in different divisions and with varying years of experience. The ride-alongs provided the PERF team one-on-one access to officers in an at-ease setting. This provided opportunities for candid conversations about departmental culture, adequacy of super- vision, and perceptions of how and why misconduct can take place. The ride-alongs also allowed PERF team members to observe the implementation of policies, procedures, and training in daily practice. Importance of community involvement As stated at the outset of this assessment, community involvement and transparency of the primary lessons learned from this review is process were of paramount importance to ensure that the instances of misconduct recommendations are useful. Providing the community with the opportunity to participate in the process and to make the process as transparent as possible were not enabled by any one single problemcritical steps for the SDPD to rebuild trust with the community. InsteadCommunity meetings Overall, these incidents occurred as the result of a number of issues that were left unaddressed recommendations and that indirectly contributed to misconduct—findings in particular, a lack of effective supervision. These issues resulted in a series of significant and ongoing incidents of misconduct by a handful of officers. The solution lies in a comprehensive approach in which various SDPD systems and policies are revised with an eye toward preventing misconduct. The national implications are that these types of misconduct incidents could occur in any police department where supervision is lacking or ineffective and where there are gaps in policies, practices, and systems designed to ensure department accountability and officer integrity. Police agencies across the nation can read this report represent the cumulative knowledge of research and ask themselves whether they have similar problems best practices in policing among PERF’s assessment team members and can learn from the experience in San Diego. Update—implementation of recommendations has begun. While this has been a critical assessment of the SDPD, the COPS Office, as well as the advice of experienced police executives and PERFother academics. XXXX participated in three community meetings hosted by community groups, many within including the City Heights Town Council, the CRB, the ACLU of San Diego and Imperial County, Women Occupy San Diego, and the Nation- al Lawyers Guild. In addition to the community meeting hosted by the CRB, the PERF team also met with several representatives of the CRB to better understand their role and concerns they may have with the SDPD’s diverse communities have appreciated citizen-initiated complaint process. The community meetings took place in three different areas of the willingness city in order to facilitate participation by all segments of SDPD leaders to open up the department to outside review in efforts to improve its systems and ensure these types of incidents do not occur again. PERF received full cooperation and assistance in this review from the department and the community. Since The most common concerns heard from community members were about negative attitudes displayed by of- ficers during routine interactions; a lack of understanding of diversity issues, specifically in the beginning Muslim commu- nity; issues of this assessment, PERF has been advising the SDPD about its findings as they emerged from the review. The SDPD has already begun implementation efforts in many of the areas recommended in this report, including the development of a policy that strengthens the recruitment and background check processes, a directive eliminating the Public Service Inquiry process, the implementation of a truly randomized drug testing cycle, and the development of PowerPoint presentations for cultural sensitivity awareness when interacting with San Diego’s Muslim and transgendered communities. Under the leadership of Chief Xxxxxxxxx, the SDPD has also committed to providing transparency in depart- ment operations and decision making that the community has requested. The SDPD piloted a program of video recording with body-worn cameras for officers in 2014, which supports the goal of providing assurances to the community that the department is accountable and transparent in its operations. The SDPD plans to fully implement this program. Additional recommendations PERF also recommends that the SDPD undertake a review of the misconduct cases and the conditions that allowed the misconduct to occur undetected and to use this information as case studies for training officers in how to detect any misconduct by their peers. The recovery process for the SDPD will take time racial bias; and an ongoing commitment on the part overall decline in community policing and problem-oriented policing practices. (For a detailed discussion of the city govern- mentthese community meetings, the police department, and the community. For the SDPD, this commitment must involve leaders at all levels within the department to rebuild trust and partnerships with community members. Strong efforts must be taken to ensure transparency and responsiveness to community concerns and complaints. The SDPD ap- pears to have strong support and willingness among its diverse communities to work collaboratively with the Chapter 8. Summary and Conclusion police department in making these changes. Although PERF heard critical comments at the public hearings, it also heard a number of positive comments about conscientious officers and statements by community mem- bers that the misconduct cases were at variance with their experiences with the police. While the SDPD has already begun implementing many changes, other important changes, such as address- ing the agency’s budget and staffing shortfalls, will be critical to the department’s long-term success and will require the support of other leaders who serve the City of San Diegosee chapter 3.)

CRITICAL RESPONSE TECHNICAL ASSESSMENT REVIEW. Police Accountability—Findings and National Implications of an Assessment of the San Diego Police Department Comprehensive approach One The San Diego CRB comprises 23 board members, who usually are selected by the mayor. The CRB is managed by the executive director of the primary lessons learned from this review board, who is a city employee and reports directly to the mayor. All selected CRB members volunteer their time to the position. The CRB is not part of the SDPD and is presented as an inde- pendent and impartial body. Community members reported that it has sometimes been difficult to follow up on the instances status of misconduct were not enabled by any one single problemcomplaints with the CRB and the SDPD. Instead, these incidents occurred as There is no formal tracking mechanism in place for the result CRB to inquire about the sta- tus of a disciplinary case once it has been forwarded to the internal affairs unit of the police department. When a community member files a complaint through the CRB and that complaint is sent to internal affairs, the CRB is not able to easily track that complaint while it is being investigated by SDPD. (For a discussion of related issues, see chapter 6, “San Diego’s Citizens’ Review Board,” on page 44.) Criminal complaints related to the San Diego Unified School District PERF heard other important concerns that were voiced by a smaller number of issues that were left unaddressed individuals and that indirectly contributed to misconduct—in particularthose advocat- ing a particular issue. For example, a few individuals expressed their anxiety about the policing of the San Diego Unified School District. Parents of several children complained of a lack of effective supervisionaction by the SDPD regarding allega- tions of child abuse in the school system. They recognized that these crimes fall under the jurisdiction of the San Diego Unified School District Police. These issues resulted in a series of significant concerned community members asked the SDPD to increase its communication and ongoing incidents of misconduct by a handful of officers. The solution lies in a comprehensive approach in which various SDPD systems and policies are revised collaboration with an eye toward preventing misconduct. The national implications are the school system to ensure that these types of misconduct incidents could occur in any crimes are fully investigated. This issue and others may be considered for action by the city and police department where supervision is lacking or ineffective and where there are gaps in policiesas appropriate. A common thread Overall, practices, and systems designed the most common suggestions heard from community members regarding how to ensure department accountability and officer integrity. Police agencies across the nation can read this report and ask themselves whether they have similar problems and can learn from the experience improve policing in San DiegoDiego were to increase police-community engagement through proactive and positive interactions and to address issues of perceived bias, especially racial bias. Update—implementation As an example, some individuals suggested that commu- nity members and police officers conduct joint neighborhood walks. Community forum and interview partici- pants recalled these walks with the police in the past and thought this would be a good practice to resume on an ongoing basis. By walking through the communities with the people who live there, police officers would get to know the residents and their concerns and see the area through the eyes of recommendations has begunthose who know it best. While this has These walks would also provide community members an opportunity for positive, informal interactions with officers upon which to build relationships and share information about cultural and diversity issues that could help them in the future when responding to a call for service in that neighborhood. PERF frequently heard of previous involvement by police officers in community meetings and functions that no longer occur. Interviews with department personnel indicate that specialized units, many designed specifi- cally to work with and address the needs of the community, have either suffered a staff reduction or have been a critical assessment of eliminated. This is not unique to the SDPD, as budget-driven staff reductions have affected law enforcement agencies all across the COPS Office, and PERF, many within San Diego’s diverse communities have appreciated the willingness of SDPD leaders to open up the department to outside review in efforts to improve its systems and ensure these types of incidents do not occur again. PERF received full cooperation and assistance in this review from the department and the community. Since the beginning of this assessment, PERF has been advising the SDPD about its findings as they emerged from the review. The SDPD has already begun implementation efforts in many of the areas recommended in this report, including the development of a policy that strengthens the recruitment and background check processes, a directive eliminating the Public Service Inquiry process, the implementation of a truly randomized drug testing cycle, and the development of PowerPoint presentations for cultural sensitivity awareness when interacting with San Diego’s Muslim and transgendered communities. Under the leadership of Chief Xxxxxxxxx, the SDPD has also committed to providing transparency in depart- ment operations and decision making that the community has requested. The SDPD piloted a program of video recording with body-worn cameras for officers in 2014, which supports the goal of providing assurances to the community that the department is accountable and transparent in its operations. The SDPD plans to fully implement this program. Additional recommendations PERF also recommends that the SDPD undertake a review of the misconduct cases and the conditions that allowed the misconduct to occur undetected and to use this information as case studies for training officers in how to detect any misconduct by their peers. The recovery process for the SDPD will take time and an ongoing commitment on the part of the city govern- ment, the police department, and the community. For the SDPD, this commitment must involve leaders at all levels within the department to rebuild trust and partnerships with community members. Strong efforts must be taken to ensure transparency and responsiveness to community concerns and complaints. The SDPD ap- pears to have strong support and willingness among its diverse communities to work collaboratively with the Chapter 8. Summary and Conclusion police department in making these changes. Although PERF heard critical comments at the public hearings, it also heard a number of positive comments about conscientious officers and statements by community mem- bers that the misconduct cases were at variance with their experiences with the police. While the SDPD has already begun implementing many changes, other important changes, such as address- ing the agency’s budget and staffing shortfalls, will be critical to the department’s long-term success and will require the support of other leaders who serve the City of San Diegocountry.

CRITICAL RESPONSE TECHNICAL ASSESSMENT REVIEW. Police Accountability—Findings and National Implications of an Assessment of the San Diego Police Department Comprehensive approach One The San Diego CRB comprises 23 board members, who usually are selected by the mayor. The CRB is managed by the executive director of the primary lessons learned from this review board, who is a city employee and reports directly to the mayor. All selected CRB members volunteer their time to the position. The CRB is not part of the SDPD and is presented as an inde- pendent and impartial body. Community members reported that it has sometimes been difficult to follow up on the instances status of misconduct were not enabled by any one single problemcomplaints with the CRB and the SDPD. Instead, these incidents occurred as There is no formal tracking mechanism in place for the result CRB to inquire about the sta- tus of a disciplinary case once it has been forwarded to the internal affairs unit of the police department. When a community member files a complaint through the CRB and that complaint is sent to internal affairs, the CRB is not able to easily track that complaint while it is being investigated by SDPD. (For a discussion of related issues, see chapter 6, “San Diego’s Citizens’ Review Board,” on page 44.) Criminal complaints related to the San Diego Unified School District XXXX heard other important concerns that were voiced by a smaller number of issues that were left unaddressed individuals and that indirectly contributed to misconduct—in particularthose advocat- ing a particular issue. For example, a few individuals expressed their anxiety about the policing of the San Diego Unified School District. Parents of several children complained of a lack of effective supervisionaction by the SDPD regarding allega- tions of child abuse in the school system. They recognized that these crimes fall under the jurisdiction of the San Diego Unified School District Police. These issues resulted in a series of significant concerned community members asked the SDPD to increase its communication and ongoing incidents of misconduct by a handful of officers. The solution lies in a comprehensive approach in which various SDPD systems and policies are revised collaboration with an eye toward preventing misconduct. The national implications are the school system to ensure that these types of misconduct incidents could occur in any crimes are fully investigated. This issue and others may be considered for action by the city and police department where supervision is lacking or ineffective and where there are gaps in policiesas appropriate. A common thread Overall, practices, and systems designed the most common suggestions heard from community members regarding how to ensure department accountability and officer integrity. Police agencies across the nation can read this report and ask themselves whether they have similar problems and can learn from the experience improve policing in San DiegoDiego were to increase police-community engagement through proactive and positive interactions and to address issues of perceived bias, especially racial bias. Update—implementation As an example, some individuals suggested that commu- nity members and police officers conduct joint neighborhood walks. Community forum and interview partici- pants recalled these walks with the police in the past and thought this would be a good practice to resume on an ongoing basis. By walking through the communities with the people who live there, police officers would get to know the residents and their concerns and see the area through the eyes of recommendations has begunthose who know it best. While this has These walks would also provide community members an opportunity for positive, informal interactions with officers upon which to build relationships and share information about cultural and diversity issues that could help them in the future when responding to a call for service in that neighborhood. XXXX frequently heard of previous involvement by police officers in community meetings and functions that no longer occur. Interviews with department personnel indicate that specialized units, many designed specifi- cally to work with and address the needs of the community, have either suffered a staff reduction or have been a critical assessment of eliminated. This is not unique to the SDPD, as budget-driven staff reductions have affected law enforcement agencies all across the COPS Office, and PERF, many within San Diego’s diverse communities have appreciated the willingness of SDPD leaders to open up the department to outside review in efforts to improve its systems and ensure these types of incidents do not occur again. PERF received full cooperation and assistance in this review from the department and the community. Since the beginning of this assessment, PERF has been advising the SDPD about its findings as they emerged from the review. The SDPD has already begun implementation efforts in many of the areas recommended in this report, including the development of a policy that strengthens the recruitment and background check processes, a directive eliminating the Public Service Inquiry process, the implementation of a truly randomized drug testing cycle, and the development of PowerPoint presentations for cultural sensitivity awareness when interacting with San Diego’s Muslim and transgendered communities. Under the leadership of Chief Xxxxxxxxx, the SDPD has also committed to providing transparency in depart- ment operations and decision making that the community has requested. The SDPD piloted a program of video recording with body-worn cameras for officers in 2014, which supports the goal of providing assurances to the community that the department is accountable and transparent in its operations. The SDPD plans to fully implement this program. Additional recommendations PERF also recommends that the SDPD undertake a review of the misconduct cases and the conditions that allowed the misconduct to occur undetected and to use this information as case studies for training officers in how to detect any misconduct by their peers. The recovery process for the SDPD will take time and an ongoing commitment on the part of the city govern- ment, the police department, and the community. For the SDPD, this commitment must involve leaders at all levels within the department to rebuild trust and partnerships with community members. Strong efforts must be taken to ensure transparency and responsiveness to community concerns and complaints. The SDPD ap- pears to have strong support and willingness among its diverse communities to work collaboratively with the Chapter 8. Summary and Conclusion police department in making these changes. Although PERF heard critical comments at the public hearings, it also heard a number of positive comments about conscientious officers and statements by community mem- bers that the misconduct cases were at variance with their experiences with the police. While the SDPD has already begun implementing many changes, other important changes, such as address- ing the agency’s budget and staffing shortfalls, will be critical to the department’s long-term success and will require the support of other leaders who serve the City of San Diegocountry.