Item 6: Report to City Council from Police Auditor

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investigations to explain the investigations, show them video and audio and related reports. They have exhibited customer service in assisting complainants understand outcomes. Internal Affairs case files are organized in a logical manner and maintained in a secure environment as required. Weekly meetings are held with the Auditor's office, command staff and Internal Affairs staff to ensure that timelines and investigative courses are followed and reported. We found no evidence of interference with IA investigators in fulfilling their duties; IA investigators are sensitive to the concerns and cultural needs of complainants and witnesses; they provide all reasonable administrative rights of employees; command staff does not attempt to steer or guide the investigative path; with the implementation of Blue Team, the department is holding supervisors accountable for their oversight responsibilities; IA investigators are receiving appropriate training in the specialized field of administrative investigations; and the Professional Standards Lieutenant has taken the lead role in policy improvements. I remain concerned that higher risk policy and systemic issues identified by my office have not met the pace or language as recommended. 4. Benchmarking investigative outcomes with like organizations. We continue to obtain, compare and track other oversight agencies in the U.S., consent decrees and policy recommendations. We remain in the upper percentiles for sustained allegations and also review uses of force and other major incidents. While a smaller city, per capita statistics in various categories remain favorable. No two oversight groups work alike. There is no one blueprint for agencies in the U.S. The model in Eugene has a depth far beyond many cities in the U.S. We believe it is necessary and effective. We wish that the Oregon Public Records law more broadly allowed for the disclosure of personnel matters in government. 5. Enhance training for CRB members. Not only did the CRB vigorously take on case reviews, they engaged in a variety of training that appreciated the differing life, cultural, professional and educational backgrounds and varying degrees of exposure to law enforcement and corrections professionals, municipal government operations, the criminal justice system, and the full and diverse range of communities served by local law enforcement agencies. 6. Communicate outcomes more effectively. Our newsletter stretched the parameters for providing the community, stakeholders, media and interested parties with as much information as possible regarding complaints, outcomes and focus topics. I am not aware of any oversight agency with our volume of complaints that provides this service to the community. As indicated above, the next step is working with other city boards and commissions to better coordinate information to the public, particularly when English is not their first language. 7. Advocating for the CRB to review difficult (where adjudication recommendations are "close" calls) cases. I believe the CRB (unfortunately with little media coverage or public attendance) heard difficult cases involving many different policies and policy implications. These ranged from a serious use of force to accommodating a woman's need to use a bathroom while in custody. Search and seizure cases and bias policing allegations were also explored. Even though they are only required to meet four times in a 6 1 Office of the Police Auditor 2012 Annual Report