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appear to a great problem. The more important issue is that discipline is being <br />avoided completely in some instances because of incomplete or improper <br />investigations. Discipline avoided in this manner represents the greatest measure of <br />inconsistency. <br /> <br />In response to the auditor's report (2003) and its many concerns about the internal <br />investigations process and the administration of discipline, the chief of police has <br />initiated some changes. Discipline is recommended by the subject officer's <br />supervisory chain of command, beginning with the immediate supervisor. In the <br />event any superior member in the chain of command does not concur, that member <br />is to add his/her concerns to the report and the matter goes to the police chief for a <br />final determination. Under this scenario, the role of Human Resource Services is to <br />provide ilTformation about like discipline when asked by IA. The decision to impose <br />discipline and at what level rests with the chief in accordance with departmental <br />and city rules and regulations. Should a discipline matter be contested beyond the <br />police chief's decision, the city manager has final administrative authority for <br />discipline, adverse actions, and issues of the labor contract before the courts and/or <br />an arbitrator. <br /> <br /> Recommendation No. 48: The investigation of disciplinary infractions is <br /> solely within the purview of the Eugene Police Department. In conjunction <br /> with Human Resource Services, the EPD should develop a table of offenses <br /> and penalties for minor offenses. This table would guide the investigating <br /> official's recommendations for discipline. The final authority to approve or <br /> disapprove the recommendation for discipline, if any, rests with the city <br /> manager who has administratively delegated this responsibility to the policy <br /> chief° <br /> <br /> 70 <br /> <br /> <br />