HomeMy WebLinkAboutItem B: Update on Implementation of Measure 20-106 (Police Auditor)
ECC
UGENE ITY OUNCIL
AIS
GENDA TEM UMMARY
Work Session: Update on Implementation of Measure 20-106 (Police Auditor)
Meeting Date: March 13, 2006 Agenda Item Number: B
Department: City Manager’s Office Staff Contact: Mary Walston
www.eugene-or.gov Contact Telephone Number: 682-5406
ISSUE STATEMENT
This is a work session to provide information and recommendations on the recruitment and
selection processes for the police auditor from the ad hoc committee appointed by the City
Council on January 18, 2006.
In addition, the Police Commission has requested that the City Council adopt its work plan.
When the Police Commission met with the City Council in July 2005, it requested a nine-month
extension of its existing work plan. The City Council approved this request and an updated work
plan covering July 2005 through March 2006. As a part of this work session, the Police
Commission is requesting review and approval of the work plan addressing the remainder of
FY06. The activities proposed in the plan are largely a continuation of work already in progress
and include several tasks to assist the City Council in the implementation of the civilian oversight
model.
BACKGROUND
On November 8, 2005, the voters of Eugene approved an amendment to the City Charter which
created the authority of the City Council to hire a police auditor and create a civilian review
board. At the work session on January 18, 2006, the City Council voted to create an ad hoc
committee to make recommendations on the position description, compensation, and recruitment
and selections process for the police auditor. This work session is an opportunity for the
committee members to present their recommendations. The members of the ad hoc committee
are Mayor Piercy, City Council President Solomon, City Council Vice President Ortiz and Police
Commission Chair Tim Laue.
At the February 22 meeting, the ad hoc committee offered preliminary recommendations. These
are listed below:
· The auditor should be an “at will” employee, subject to termination for any lawful reason, but
not entitled to “due rights” processes as are other city employees.
· The auditor should be hired and terminated by a simple majority vote of the City Council.
· A position description for the auditor was offered and with one amendment, approved by the
City Council (Attachment B)
· Compensation for the auditor should be set at some point between Range 35 – 37 in the
City’s exempt compensation salary schedule. (Attachment C)
· The standard benefit package offered to regular city employees should be given to the
auditor; in addition a cell phone and car allowance as provided to the Executive managers
would also be made available to the auditor (Attachment D).
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· Allocate funds from the general fund contingency to pay the expenses incurred by the Human
Resources and Risk Services Department for the recruitment and selection process.
(Attachment E)
· Hold one or more public forum to hear elicit public comment on a candidate profile
Councilors offered comments on the preliminary recommendations during the February 22
meeting. The ad hoc committee was also charged with the responsibility to develop a proposal
for recruitment and selection. This proposal is being offered at the March 13 work session as an
information item; no action is being requested at this time.
The City Council is being asked to approve the plan for community input at the City Council
meeting on April 10, 2006. As proposed, a separate agenda item would be placed on the April
10, 7:30 p.m. City Council agenda to hear comments from the public on the candidate profile.
One issue the council may wish to consider in addition to those outlined herein is that of the
qualifications for the position. At the February 22 meeting, Councilor Kelly offered an
amendment to the proposed “other qualifications” which was subsequently approved by the
council. The language (see Attachment B) approved on February 22 is as follows:
“Candidates for this position may not have any past employment by or past contract
within the past 20 years with the City of Eugene Police Department.”
While this language is lawful and does not discriminate against any protected class, it does present
technical problems in the application and understanding of the word “contract” and could result in
some unintended consequences. The City Council may wish to consider language that preserves
the intent and spirit of the requirement, but offers the council a broader set of screening criteria
and more discretion in the selection processes.
RELATED CITY POLICIES
This update on the work of the committee does not directly address any City policies. It is an
opportunity for the members of the council to receive and approve information on the work of the
committee and to continue the progress to hire the police auditor.
COUNCIL OPTIONS
The City Council is being asked to approve the final recommendations from the committee so that
the recruitment process may begin. Once the job description and compensation package have
been approved, the initial steps of the recruitment may begin. The ad hoc council committee
would continue to work with Human Resources staff on these phases of the recruitment process
and other work as requested by the council. Attachment E is a detailed proposal for the
recruitment and selection processes. It is being offered as an informational item at this time;
members of the council are encouraged to offer comments and feedback to members of the ad hoc
committee. The plan will then be presented in April for final approval by the City Council. No
dates have yet been established for this.
The City Council can revise or modify the position description, the compensation package, and
the recruitment process at this work session. It is, however, asked to approve the expenditure of
funds to cover the expenses of the initial recruitment and selection processes and adopt a motion
approving the Police Commission work plan for the remainder of FY06.
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CITY MANAGER’S RECOMMENDATION
The City Manager recommends that the council set the compensation and benefit package, and
approve the allocation of funds from the contingency account, as well as approve the Police
Commission work plan.
SUGGESTED MOTIONS
Move to approve the Police Commission work plan for the remainder of Fiscal Year 2006.
Move to set the salary for the Police Auditor at Range ____ on the City of Eugene exempt salary
schedule.
Move to provide the benefit package as outlined in Attachment C, the basic package for the
position of Police Auditor.
Move to allocate up to $17,000 from the general fund contingency for the purpose of recruitment
and selection expenses of the Police Auditor; the funds to be allocated to the Human Resources
and Risk Services Department.
Move to hold a specific public forum at the City Council meeting on April 10, 2006, to hear
community comments on the auditor candidate profile.
ATTACHMENTS
A. FY06 Police Commission Work Plan
B. Position Description for Police Auditor (as approved on February 22, 2006)
C. Police Auditor Salary Information and Recommendation
D. Exempt Employee Benefit Summary Recommended for Police Auditor
E. Details of Anticipated Expenditures for Recruitment and Selection Processes
F. For Information Review: Proposed Recruitment and Selection Processes
FOR MORE INFORMATION
Staff Contact: Mary Walston
Telephone: 682-5406
Staff E-Mail: mary.f.walston@ci.eugene.or.us
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ATTACHMENT A
Police Commission Work Plan
March - June 2006
Background
Eugene City Code requires the Police Commission to submit a yearly work plan to City Council
for review and approval. Over the past two years, the approved work plans have focused almost
exclusively on an extensive review of internal affairs and civilian oversight processes. The
commission presented its recommendations for civilian oversight of the police complaint system
to the City Council in July 2005. The commission also reported on other work plan projects,
such as policy development for a new digital patrol car video system. The commission’s
accomplishments over the last year are documented in its FY05 Annual Report, also presented to
the Council in July.
The Police Commission normally develops a new work plan for City Council consideration
during its June and July meetings. This year, the commission’s attention was devoted to
completing the conceptual police oversight model and associated procedural recommendations.
Recognizing the on-going and evolving body of work related to the police complaint system and
its own meeting time constraints, the commission requested a nine-month work plan extension.
An updated version of its existing work plan was presented and approved by the City Council.
The interim work plan, spanning July 2005 through March 2006, covered three main areas:
continuing work on the complaint process and civilian oversight model;
o
initiating the joint Police and Human Rights Commission Mediation and Advocacy Task
o
Team to develop recommendations around alternative complaint resolution options; and,
providing input into the development of police department strategic plan and monitoring
o
implementation of the ICMA/PERF recommendations.
A status report describing progress on these items during the September through December 2005
time period has been provided to the City Council under separate cover.
The projects proposed for the remainder of the year are largely a continuation of the work
already in progress. However, the commission was able to refine some of the project tasks in
this iteration of the work plan, as several outstanding issues related to the civilian oversight
project have been resolved (most significantly the governance issue and a determination that the
City Council will move forward with implementation of the proposed model).
Work plan projects fall under three primary categories described in more detail on the following
pages: 1) Civilian Oversight Model Implementation; 2) Committee Projects; 3) EPD Strategic
Plan; and, 4) Work Sessions. Attachment A is a Gantt chart showing the anticipated timeline for
project completion.
Work Plan Objectives
Civilian Oversight Model
?
After presenting its civilian oversight recommendations to the City Council in July, the
commission’s work on this project was on hiatus pending the outcome of the November election.
Following the community’s affirmative vote authorizing the Council to hire a police auditor and
appoint a civilian review board, the commission offered to assist with several immediate next
steps pertaining to the auditor recruitment process. In November, a task team was convened to
research and present to Council:
?elements to be considered in a police auditor job description tailored to the
responsibilities proposed in the Police Commission’s proposal;
?recommendations for a set of characteristics for possible inclusion in a police auditor
candidate profile; and
?recruitment process options.
The task team’s recommendations were forwarded to City Council for review at its January 18
work session. The commission proposes the following next steps to assist with the
implementation of a redesigned police complaint system:
?craft operating principles and refine procedures for the oversight model to address
outstanding issues and create a framework for future ordinance and/or policy
1
development;
?refine recommendations for civilian review board membership qualifications and the
selection process and develop training requirements;
?identify potential changes to the role and/or structure of the Police Commission with
regard to the new oversight system;
?continue public outreach and involvement of stakeholder groups in the model
implementation process; and,
?assist City Council with the disposition of other outstanding issues and/or participate
in other immediate next steps related to implementation of the model as requested.
EPD Strategic Plan
?
The Police Commission will assist in monitoring the implementation of the 2005 ICMA/PERF
report recommendations, the most significant of which were included in the department’s
strategic plan. The commission was pleased to participate in the development of the strategic
plan, adopted December 30, 2005. As the department’s policy advisory board, the commission
plans the following next steps:
review and comment on strategic plan quarterly reports, providing feedback on both
o
content and structure of the reports; and
1
Two committees will be formed to draft the operating principles; one focused on the auditor’s function
and the other on the review board.
Police Commission Work Plan
Page 2
assist in prioritizing strategic initiatives as requested given resource availability and
o
emerging public safety issues.
Individual commissioners may also serve on task teams that are formed to help develop the
longer-term strategic initiatives in the plan.
Committee Projects
?
2
1)In Car Video (ICV) Policy Committee
The ICV Policy Committee was formed in 2004 to assist the police department in creating a
policy for the use of digital cameras in patrol vehicles. The committee presented a draft policy to
the commission for conceptual approval in February 2005. Since then, a funding source for the
project has been identified and the vendor solicitation and product evaluation process has begun.
In crafting the draft policy, several outstanding issues were identified for later resolution pending
the capabilities of the specific product selected. Once a video system is selected, the draft policy
will be revisited and finalized. The commission proposes the following next steps for the ICV
committee:
?reconvene to discuss outstanding technical and procedural issues specific to the product
selected and where appropriate, incorporate those issues into the draft policy;
?assist in ICV project evaluation by identifying data collection needs to assess program
outcomes and policy effectiveness;
?present a final policy to the Police Commission for review and possible recommendation
to the Chief for adoption.
2)Mediation and Advocacy Task Team
In its review of different civilian oversight systems, the Police Commission noted that more
communities were utilizing, or were in the process of developing, mediation programs as an
alternative dispute resolution option. The commission agreed that the redesigned police
oversight model should include both mediation and advocacy options. It recommended that to
ensure a thorough and inclusive discussion on this topic, a separate task team with
representatives from the Police Commission and Human Rights Commissions, city staff, and
community stakeholders be formed to take a comprehensive look at this issue.
The Mediation and Advocacy Task Team (MATT) was convened in September 2005. The
team’s objectives are to:
?evaluate the city’s existing mediation program and review other programs in place
nationally, using this information to develop recommendations that will optimize the use
of alternative methods of resolving complaints against police employees;
2
The interim work plan contained a committee project to explore the potential deployment of ‘tasers’ as a
less lethal weapon. While a pilot project was tentatively planned for this year, Chief Lehner has decided
to postpone this effort pending the results of national studies on the risks posed by these ‘tasers’ and
related weapons. The commission has since tabled this project.
Police Commission Work Plan
Page 3
?identify key issues and where feasible, develop options and recommendations for
addressing the issues areas under discussion;
?develop and present a report to both commissions that if accepted, can be used as a
framework for future program redesign.
MATT expects to have its draft recommendations to the commissions this Spring.
Work Sessions
?
Work sessions are scheduled to provide opportunities for information sharing and discussion of
items that do not necessarily require Police Commission action. This is enables the commission
to explore emerging issues that may need additional follow-up at a later time. The following
work sessions are planned:
FY07 EPD Budget Review
o
Accreditation and Policy Manual Revision Process
o
Internal Affairs Annual Report
o
Family Violence Investigations
o
Cultural Competency Training Update
o
Party Patrol Report
o
Next Steps
The projects proposed for the remainder of this fiscal year are a continuance of work already in
progress and are closely aligned with the commission’s charge to provide input on police policy
and resource issues that reflect community values. Implementation of the civilian oversight
model, progress on the short-term strategic plan initiatives, and the institution of digital video
cameras in patrol cars are significant projects. Taken together, they represent a magnitude of
change that will build public confidence in its police department and improve services to, and the
relationship with, the community. These projects will require a considerable resource and
leadership commitment to be successful. The commission is willing to participate as suggested
in its work plan, or in other ways as deemed most appropriate, to assist in bringing these efforts
to fruition. And while the activities planned will provide for a full schedule over the next several
months, the Police Commission will accommodate work plan changes as directed by the City
Council or as necessary to respond to emerging community concerns.
Police Commission Work Plan
Page 4
ATTACHMENT B
EEO cat: 2 City of Eugene
FLSA-Exempt 2/06
Administrative Exemption Range ________
AS ADOPTED ON FEBRUARY 22, 2006
POLICE AUDITOR
DEFINITION
The Police Auditor provides independent, external oversight of investigations of complaints
involving police employees. The auditor’s responsibilities include receiving complaints,
monitoring or participating in internal investigations to ensure objective, thorough and high
quality investigations; and preparing reports on complaint trends and police practices in general.
S/he promotes organizational changes that improve police services and community relations,
and reduce risk to the City by identifying, analyzing and making recommendations regarding the
complaint investigation process and policies, practices and training. The auditor provides staff
support to the Civilian Review Board appointed by the City Council.
DISTINGUISHING CHARACTERISTICS
This high-visibility position is characterized by the auditor’s ability to provide fair and objective
oversight of the police complaint process, build credibility among diverse audiences, and instill
public confidence in the complaint system. The responsibilities of the police auditor are broad in
scope and require the highest degree of professional, independent judgment, personal integrity,
and accountability. The auditor performs work that is highly complex, and often involves issues
that are sensitive and confidential.
SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the City Council.
Exercises day-to-day operational supervision over Police Auditor office staff.
EXAMPLES OF DUTIES
– Duties may include, but are not limited to, the following:
Plans, implements and oversees the operations of the Auditor’s Office, which receives
complaints about police employee conduct; establishes program priorities and procedures;
manages the implementation and evaluation of work programs to achieve program objectives.
Classifies and routes complaints based on established criteria, including identification of cases
suitable for mediation, and acts as liaison to complainants on case status and resolution. May
initiate a complaint based on reported public statement, news report, or other feedback of police
activity.
Identifies “community impact cases” and refers these cases, and other cases the Auditor
determines are appropriate, to the civilian review board and assists them in the review of these
cases.
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Actively monitors internal affairs investigations for thoroughness and fairness; reviews evidence
and mayattend witness and employee interviews; recommends additional investigation and/or
;
contacts and outside investigations as warrantedmay recommend case disposition to the Chief
of Police and may review discipline administered for consistency.
Researches and analyzes problems identified through the monitoring of investigations and
reviews of risk and tort claims; makes recommendations to the Police Department or the Police
Commissionregarding training, policies, procedures and best practices to prevent future
complaints and allegations of misconduct and improve performance.
,
Responds to the scene of critical or major incidentssuch as field force deployment, or use of
force incidents to be a first-hand observer; participates in the review of use of force as a
member of the use of force review board.
Oversees the development and implementation of a management information system to track
complaints in coordination with the Police Department’s internal affairs section; uses data from
the system to report case statistics and trends, and provide performance indicators to evaluate
the effectiveness of the Auditor’s Office and Police internal investigations.
Conducts public outreach in tandem with the Civilian Review Board to educate the community
on the role of the Auditor’s Office and the process for police complaint intake and investigation.
Prepares and delivers reports to the Civilian Review Board, City Council, Police Commission
and the public on the status and resolution of complaints, trends and patterns analysis,
recommendations for system improvements, and other performance indicators.
Develops procedures for the operation of, and provides staff support to, the Civilian Review
Board, including establishing standards of professional conduct, ensuring confidentiality, and
implementing a comprehensive training program for board members.
Provides operational supervision of staff in the Auditor’s Office, including scheduling and
assigning work, monitoring and directing activities, and providing coaching and training;
participates in hiring processes and provides input on performance evaluations.
Ensures implementation of, and adherence to the City’s Affirmative Action Plan, and diversity
initiatives. Facilitates staff development on such issues as diversity and creating a respectful
working environment.
Performs other duties as assigned.
QUALIFICATIONS
Knowledge of:
Principles and practices of program planning, management, and administration.
Principles and practices of police operations, policies and procedures.
AS ADOPTED ON FEBRUARY 22, 2006
Fundamentals of administrative investigative principles and methods, including interview
techniques and rules of evidence.
Principles of law enforcement policy development and evaluation, training and instruction, and
work performance assessment.
Relevant employment laws, including discrimination laws and labor laws, and relevant
administrative rules.
Principles and practices of employee and labor relations, including effective disciplinary policies
and procedures.
Public records law.
Principles and practices of public process, public information and community relations.
Methods and techniques of research, policy review, data analysis and evaluation.
Procedures for the intake and review of complaints and methods of complaint resolution,
including alternative dispute resolution models.
Automated data systems and associated software such as spreadsheets, word processing or
information tracking data bases.
Public policy issues related to police complaint systems and civilian oversight.
National trends and research affecting police complaint systems and civilian oversight.
Skill to:
Take responsibility for program and policy development; determine how to effectively implement
operating procedures and practices by identifying potential problems and constraints and
involving key people.
Make timely decisions about program direction and evaluate operations and make
recommendations for improvement.
Establish long range objectives and specify the strategies and actions to achieve those
objectives.
Identify complex problems and review related information to develop and evaluate options and
recommend solutions.
Use logic and reasoning to identify the strengths and weaknesses of alternative solutions,
conclusions or approaches to problems.
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Oversee and monitor the investigation of personnel-related matters in a unionized, pubic
agency. Plan and evaluate the results of independent investigations of sensitive police conduct
matters.
Communicate effectively orally and in writing to a variety of audiences.
Identify measures or indicators of system performance and the actions needed to improve or
correct performance, relative to the goals of the system.
Exercise sound, professional judgment in all phases of program implementation and operation,
weighing all interests and ramifications of decisions.
Develop training, operating procedures and professional standards for civilian volunteers
charged with reviewing policy complaints and investigations.
Use relevant information and individual judgment to determine whether events or processes
comply with laws, regulations, or standards.
Ability to:
Articulate information, procedures and practices clearly and concisely one-on one or before
groups.
Listen effectively to individuals and groups and build trust with diverse populations.
Use tact and diplomacy in dealing with sensitive and controversial situations.
Bring together diverse or opposing groups and individuals, and work issues through to a
mutually acceptable solution.
Establish and maintain constructive and effective working relationships over time with diverse
groups and individuals, including city elected officials and managers, community groups, police
employees, the public, media and others.
Maintain highly sensitive and confidential information.
Demonstrate sensitivity for individuals’ rights and differences in ethnic and cultural heritage,
age, gender, sexual orientation, disabilities, beliefs, interests, or economic status.
Effectively manage staff and create a welcoming and productive work environment.
Model highest standards of professional integrity and demonstrate a commitment to protecting
the constitutional rights of all affected parties.
Experience and Training Guidelines
– Any equivalent combination of education and
experience which provides the applicant with the knowledge, skills and abilities required to
perform the job. A typical way to obtain the knowledge and skills would be:
AS ADOPTED ON FEBRUARY 22, 2006
Experience:
Five years of progressively responsible experience overseeing and
performing administrative investigations and performing program development, analysis,
and complex professional staff support preferably in the public sector.
Training:
A Bachelor’s degree from an accredited school in public administration,
business administration, human resources, criminal justice, or a related field is required.
A Master’s degree or Juris Doctorate from an accredited school is desirable.
Other Requirements
Candidates are subject to a background investigation.
Candidates for this position may not have any past employment by or past contract within
the past 20 years with the City of Eugene Police Department.
Possession of or ability to obtain, and maintain an appropriate, valid Oregon driver’s license.
Respond to incidents within a reasonable period of time.
WORKING CONDITIONS
Daily use of computer. May be periods of standing and sitting for prolonged periods. Periodic
attendance at meetings or activities outside of normal working hours. Periodic operation of a
motor vehicle on public roads.
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Police Auditor Salary Information
ATTACHMENT C
2/16/06
San Jose
Indep. Police Auditor $144,997 34% 5
Chief of Police $194,293
Director of Empl. Relations $194,293
Denver
Indep. Monitor $118,224
Info not available and program significantly different
Portland
IPR Program Manager $101,400 41% 8.5
Police Chief $151,798
HR Director $134,930
Boise
Community Ombudsman $93,134 26%
Police Chief $117,000
HR Manager $117,000
Austin
Asst. Police Monitor $90,958
(unable to locate Police Monitor, Police Chief, or HR
Director comp on website)
Omaha
Public Safety Auditor
Police Chief
Unable to locate HR Director
$91,289
$124,141
36%
Other Comparison
State of Oregon
Emp. Rela. Bd. Hearings Officer
$72,900
EUGENE
Police Auditor
Salary Range 34
Salary Range 35
Salary Range 36
Salary Range 37
Exec Dir - Police
Exec Dir - HRRS
HR Mana er
3
$86,341
$90,230
$94,286
$98,509
$118,435
$107,640
$82,618
19%* /37%**
14%* /31%**
9%* /26%**
4%* /20%**
*Compared to avera e ($102,898) of two Exec Dir positions & HR M r salaries
**Compared to Police Chief onl
NOTE: This information inclu,des salary only. Generally PERS employee pickup is included in salary
comparisons since some jurisdictions don't pay it, e.g. Boise and San Jose don't pay a pickup.
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City Division Manager Positions at Range 34 and Above *
Range 34Range 36
City Engineer
Facility Mgt Div Mgr
Fire/EMS Deputy Chief
Neigh/Hous/Comm Dev Mgr
Maintenance Director
Parks & Open Space Div Mgr
Police Captain
Planning Div Mgr
Range 35
Range 37
Airport Mgr
No classes at this range.
Bldg/Permit Svcs Div Mgr
Next class is HRRS Director
Finance Director
Info Svcs Director
Police Tech Svcs Div Mgr
WW Div Director
*Some positions are recommended for an increase as part of a current market review.
Annual Salary with PERS
Salary RangeAnnual Salary @ Step 66% Employee Pick-Up and
2% Deferred Comp
Salary Range 35$90,230.00$97,556.68
Salary Range 36$94,286.00$101,942.02
Salary Range 37$98,509.00
$106,507.93
NOTE: Fringe Rate: PERS 37.41% or OPSRP 32.15% (includes PERS employee pick up; does not
include 2% deferred comp or insurance). Car Allowance adds $3,600 annually.
Exempt Employee Benefit Summary Recommended for Police Auditor ATTACHMENT D
Health Insurance Choice of two plans:
City Health Plan - City Managed Care
Preferred Provider Plan – Point of Service
Organization (PPO) (POS)
Payroll Deduction Premium Contribution is 8% of
premium based on tiered rate
Life and AD&D Insurance City-paid benefit
One-times annual salary for life insurance to a
maximum of $250,000
Additional one-times annual salary to a maximum
of $250,000 for AD&D if death is due to an
accident
Supplemental Portable Term Life and Optional coverage is available for purchase
AD&D Insurance
Long Term Disability City-paid benefit
60% of salary ($3,000 month maximum) paid after
90 day waiting period
PERS/OPSRP Retirement Plan Employee contribution of 6% of salary paid by the
City of Eugene. If vested and retiring under
PERS/OPSRP, will also receive a portion of the
actuarially determined Employer contribution.
Deferred Compensation Retirement Plan A Deferred Comp Benefit of 2% of salary will be
credited to the employee’s salary if employee
defers at least 3% of their salary into the Deferred
Compensation program. Convenient pre-tax payroll
deduction.
Vacation Begin at 96 hours per year plus 10 days
Management Vacation per year. Maximum accrual
of 576 hours (Accrue based on hours worked and
years of service)
Sick Leave 96 hours per year. Maximum accrual of 960 hours.
Accrue based on hours worked.
Flexible Spending Account Optional program. Able to contribute up to $5,000
per year pre-tax into a Medical FSA and/or
Dependent Care FSA to pay qualifying out-of-
pocket expenses. Convenient payroll deduction.
Car and Cell Phone Allowance Executives only - $300
One time expenses:
?
Cost up to specified amount
Moving Allowance
10% of starting salary (in pay or leave)
?
***Signing bonus***
***Could be used as added incentive
up front in lieu of on-going salary
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ATTACHMENT E
Details of Anticipated Expenditures for Recruitment and Selection Processes
Police Auditor – March 8, 2006
Process Component Estimate Cost
Advertising (print, newspapers, website) $2,500
Printing costs (recruitment brochure) 600
Travel expenses and lodging costs for finalists 5,000 – 7,000
Interview expenses (room rental, beverage,
food) 800
Background investigation and reference check
(travel and/or out of pocket reimbursement) 1,000 – 5,000
TOTAL $9,900 - $16,400
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ATTACHMENT F
FOR INFORMATION AND REVIEW: PROPOSED
AND SELECTION PROCESS FOR POLICE AUDITOR
March 8, 2006
The Committee on Police Auditor Recruitment and Selection recommends the following process
components.
1.Posting
a.The position will be posted from March 27, 2006 to April 28, 2006, unless the job
description and salary have not been approved prior to that date.
b.Staff will implement the advertising and announcement plan previously distributed.
c.Staff will begin by contacting current auditors to ask for additional recommendations
and to solicit names of potential applicants to contact.
d.The advertising plan will be shared with the City Council and any councilor is welcome
to recommend additional steps.
e.Applicants will be asked to submit a cover letter explaining how they have obtained the
qualifications for the position and a resume.
2.Community Feedback
a.Community members will be asked to provide feedback to the City Council on the
profile of the position and the characteristics and background that should be evaluated
in the selection process through a specific public forum at a City Council meeting.
b.Feedback will also be solicited by providing a copy of the recruitment announcement on
the City’s website and through emails to interested groups and parties.
3.Initiate Contact with Potential Candidates
a.Staff will contact applicants who have expressed interest to obtain more detail on their
background and interest.
b.The information gathered will be shared, along with all materials submitted by
candidates, with the City Council ad hoc committee to assist them in the screening
process.
4.Develop and Finalize Selection Process
a.The City Council ad hoc committee, with the assistance of Human Resources staff, will
finalize a recommendation of the selection process components and forwarded to the
City Council for approval.
5.Review and Screen Applications
a.Human Resources staff will develop the screening criteria to be used in the initial
screening of applications for review by the City Council ad hoc committee.
b.Human Resources will collect and review applications and sort them into several
categories for screening by the City Council ad hoc committee (i.e., well qualified to
not qualified).
c.The City Council ad hoc committee will review all applications and make a decision of
the top group to continue on to the next stage of the process.
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d.Any City Councilor, who chooses to, may individually review all applications and
provide input on applicants to be considered further/selected as a finalist. Note –
applications will be considered confidential at this stage of the process.
e.An outside expert(s) (e.g. an auditor) may be brought in by the ad hoc committee to
assist in the screening or to review the selection of top candidates.
6.Telephone Interviews
a.The City Council ad hoc committee will conduct telephone interviews with top
applicants to select applicants for the on-site interview process. (Note – this step may be
waived if the ad hoc committee decides the step is not needed, based on the number of
qualified applicants.)
b.The ad hoc committee will outline the strengths and weaknesses of each candidate and
make it available to any City Councilor, allowing him/her to review the reasoning for
the selection of the finalist.
7.Initial Reference Check (Optional)
a.Human Resources and/or City Council ad hoc committee members will complete
reference calls on top applicants and prepare feedback for review by the City Council ad
hoc committee and the City Council.
8.Preparation of Selection Process
a.Each councilor and the Mayor will submit one to two questions for the interview
process. (Note – An outside expert could be consulted to suggest critical interview
questions. Additionally, HR has a bank of questions that can be reviewed to assist in
preparing questions).
b.The City Council ad hoc committee review questions and select 12 to 14 questions for
the interview process.
9.Optional Components for the Selection Process
a.The City Council will conduct interviews of all finalists. Feedback from any other
groups involved in the selection process would be given to the Council prior for their
consideration prior to selecting a finalist(s).
b.An internal interview panel (i.e. representatives from EPD – supervisors/managers and
union representatives, Human Rights staff, Human Resources staff, and City Manager
staff) will interview all candidates and provide feedback to City Council for its
consideration. An outside expert(s) will also join the panel.
c.A group of selected community members (approximately 20 people) will meet with
each candidate. The candidate will be asked to give a brief presentation (oral resume)
and then there will be a moderated question/answer session. The City Council ad hoc
committee will determine who will be included in the community group. Any councilor
may suggest to the ad hoc committee individuals or groups to be included in the
process. All people who participate will be asked to complete a feedback form which
will be forwarded to the City Council for review prior to making a decision on the
finalist. Feedback will also be shared from this process, as well as the two interview
panels, with the people conducting the background checks.
10.Options for Background Investigation and Reference Checking
a.A neutral outside background investigator will be hired, mostly likely from a recruiting,
human resources, or investigation firm, to complete the investigation.
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b.A subject matter expert (i.e., police auditor) will be identified and made available assist
to in completing the background investigation and reference checking.
c.The City Council ad hoc committee will participate in the completion of reference
checking.
d.A complete report would be provided to the City Council for review and subsequent
hiring decision.
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