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V. Recommendations <br /> <br />As noted earlier, this report contains a series of far-reaching recommendations and <br />advisories that fall into three broad categories: <br /> <br />· Police-Community Relations <br /> <br />· Governance <br /> <br />· Police Management Procedures and Practices <br /> <br />These recommendations and advisories have been numbered for discussion <br />purposes. This numbering system, however, in no way reflects any assigned order of <br />priority or level of importance. In addition to these specific findings and <br />recommendations, the review team offers one general recommendation concerning <br />the overall management of this change process. <br /> <br />The review team strongly recommends the City of Eugene contract this effort <br />to someone from outside the city whose sole job is to oversee this <br />transformation process. Implementation of the recommendations provided in <br />this report will take time and focused commitment. As Police Chief Lehner <br />has indicated on several occasions, this process could well take over a year <br />and up to eighteen months. While the review team has provided specific <br />recommendations and advisories, implementation will require the <br />development of action plans and other strategies involving numerous <br />stakeholders. Overseeing this process will be time-consuming and protracted. <br /> <br />As is often stated, "It is difficult to be a prophet in one's own land." Someone from <br />inside the city govennnental structure, particularly a current employee, would most <br />probably encounter difficulty holding the city accountable for moving along this <br />change continuum. The other difficulty of having someone inside the local <br />government oversee this process is the potential of having his/her job or promotion <br /> <br /> 16 <br /> <br /> <br />