SR 06-13-2017 3J
C i ty Council
Report
City Council Meeting : June 13, 2017
Agenda Item: 3.J
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To: Mayor and City Council
From: Jacqueline Seabrooks, Police Chief , Police Department
Joseph Cevetello, Chief Information Officer, Information Systems Department
Subject: Bid Award for the Purchase of 345 Mobile Phone Tablets
Recommended Action
Staff recommends that the City Council
1. Award Bid# 4273 to Lehr Auto Electric, Inc., a California based company for the
purchase and delivery of up to 345 rugged mobile phone tablets
2. Authorize the Purchasing Services Manager to issue a Purchase Order wit h Lehr
Auto Electric, Inc., for the purchase and delivery of up to 345 rugged mobile
phone tablets in an amount not to exceed $727,481
Executive Summary
The purchase of the proposed rugged mobile phone tablets would enable the Police
Department to underta ke an innov ative mobility project whereby police o fficers and
field -based , civilian personnel would be equipped with a mobile device. As the Police
Department adjusts its patrol methods to a higher utilization of bicycles and foot patrols,
the need exists to enable staff to access the same data normally accessed from a patrol
vehicle’s mobile computer. The proposed hand -held mobile devices would support all
of the same functionality of a traditional mobile computer while extend ing the access to
real -time data and the ability to capture data when not using or away from a patrol
vehicle. The proposed mobile device would support a variety of functions, including the
ability to receive information related to call s -for -service from the Computer Aided
Dispatch (CAD) system, issue various forms of citations including parking, traffic and
administrative citations, perform queries of various Department of Justice and local
criminal databases for wanted vehicles and persons, and securely capture digital
evidence. Th e device would also enable the Department to capture and report the
demographic data required for Departmental compliance with the Racial and Identity
Profiling Act of 2015 (RIPA) also known as AB 953.
Background
The Police Department has a long history o f utilizing mobile computers in police
vehicles which dat es back to the mid -1990s. The mobile computers enable officers to
receive real -time dispatch information from the CAD system, query various Department
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of Justice databases for wanted persons and veh icles, and access internal systems for
information sharing. The Police Department has adjusted its patrol model during the
last few years to include more officers on bicycles and foot patrols. These officers often
have an unfulfilled need to access the s ame information normally available via a mobile
computer mounted in a police vehicle.
In 2015 , the California legislature passed Assembly Bill 953, which addressed the
collective public concern about bias in policing. Assembly Bill 953, enacted as the
R acial and Identity Profiling Act of 2015, includes a mandate that law enforcement
agencies report the demographic data on subjects contacted during the course of all
enforcement stops. The data to be reported would include the perceived race, ethnicity,
an d gender of the person stopped. For the Police Department, the reporting mandates,
which are based on agency size, would go into effect as of 2022 with the first annual
report due on April 1, 2023. As noted in an Information Item dated December 8, 2015,
th e Department set forth plans and a reasonable timetable to begin collecting this data
well in advance of the deadline with a target of January 2018. In order to accurately
capture the data in a timely and automated manner, a mobile device would be needed.
Discussion
The Police Department, working with the Information Systems Department, has
researched options to meet the unfulfilled needs and has developed a comprehensive
mobility program that supports all of the functions of a traditional mobile computer , and
more. The proposed mobile devices are one of two models depending upon the staff
member’s assignment, either the Panasonic FZ -N1 or the Panasonic FZ -X1. Both
devices are Android -based devices that would utilize secure connections that meet or
excee d FBI requirements for criminal justice data security.
The proposed mobile devices would enable staff to access systems such as e -mail,
time keeping, scheduling, and policy management in the field. The ability to access
these systems from the field wou ld decrease the amount of time staff spends
performing administrative tasks at the Public Safety Facility. The proposed mobile
devices provide full cellular phone capability, which enables officers to more efficiently
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communicate with the public, support the ability to access specialized systems used by
Police, including the capability to:
Receive real -time call -for -service information from the CAD system, and provide
status updates for responses to the CAD system.
Perform queries via the California Law Enforcement Telecommunications System
(CLETS) of various Department of Justice databases to identify wanted persons
and vehicles. Traditionally, the queries of these databases require officers, who
do not have ready access to a mobile computer equippe d vehicle, to utilize their
portable radio to perform the query via the Communications Center (Public
Safety Dispatch). The handheld devices would enable officers to scan a
person’s driver license or identification card and immediately perform the query
w ithout entering any data or communicating over the radio system.
Capture field contact information and transmit the information directly into the
Records Management System. The current method of documenting field
contacts requires officers to manually write on a small pre -printed card, which is
routed to the Records Unit for data entry, a process that can take days to
complete. The mobile device would enable officers to capture the information
from the field and transmit directly to the Records Managem ent System enabling
real -time tracking of field contacts. The capture of the field contact information
via the proposed mobile devices would enable the Police Department to begin
reporting data associated with Assembly Bill 953.
Issue all three forms o f citations issued by various Police Department staff
including traffic citations, parking citations and administrative citations. The
issuance of citations will require the purchase of mobile printers. The Police
Department and Information Systems Depar tment are in the process of
evaluating mobile printer solutions for a future purchase.
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Capture digital evidence such as photographs and videos, and securely transfer
the digital evidence to the Police Department’s Digital Evidence Management
System. Th e current method of digital evidence capture requires officers to
utilize a small camera and then manually transfer a memory card to the
Forensics Section to upload to the Digital Evidence Management System.
The proposed mobile devices are highly rugged a nd durable. The devices meet or
exceed various standards, including MIL -STD -810G; IP65 (high -pressure jet spray) and
IP67 (submersible up to 3.3ft. for 30 minutes); 6' drop -resistant and tumble tested.
Panasonic FZ -N1 Panasoniz FZ -X1
The proposed mobile devices would enable staff to utilize Android -based applications
that , in many cases , are available from companies that develop highly specialized
software already used by the Police Department.
Vendor/Consultant Selection
In March 2017, the Ci ty published a b id to furnish and deliver 300 Panasonic FZ -N1
Android -based mobile phone tablets, or an equivalent model 45 Panasonic FZ -X1
Android -based mobile phone tablets, or an equivalent model; batteries, battery chargers
and five years of maintenanc e and repairs, including repairs for accidental damage. The
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bid was posted on the City’s online bidding site, and notices were advertised in the
Santa Monica Daily Press in accordance with the City Char t er and Municipal Code
provisions. There were 43 pros pective bidders that downloaded the bid package and 4
bidders submitted a bid.
Bidder Bid Amount
Lehr Auto Electric , Inc. $727,481
Barcoding, Inc. $735,600
Zones, Inc. $763,424
Winn Solutions $804,352
Bids were evaluated based on the criteria in SMM C 2.24.072, including price and
compliance with City specifications. Based on these criteria, Lehr Auto Electric, Inc.,
the lowest bidder, is recommended as the best bidder.
An alternative to purchasing the equipment would be to lease it . Staff determin ed that
the costs to lease the equipment over a five -year period would cost between
approximately 15% more than purchasing the equipment. A primary factor causing the
lease costs to be higher than the purchase costs, aside from interest, is that the
equip ment would be considered obsolete at the end of the five -year lease and there
would be almost no residual value. S ince the technology has no real value at the end of
the lease, the lease pricing runs higher making purchase the equipment a better option
for the City.
Financial Impacts and Budget Actions
The purchase order to be awarded to Lehr Auto Electric, Inc. is for an amount not to
exceed $727,481. Funds are available in the FY 2016 -17 Capital Improvement Program
budget in account C019148.589000.
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Pr epared By: Eric Uller, Systems Analyst (Lead) - Public Safety
Approved
Forwarded to Council
Attachments:
A. Lehr - Oaks 2017
B. Info Item Dec 8 2015
Information Item
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Date : December 8 , 2015
To: Mayor and City Council
From: Jacqueline Seabrooks, Chief of Police
Subject: Presidential Task Report on 21 st Century Policing – SMPD’s Response
Introduction
The past two years have been challenging for law enforcement acro ss the nation . A number of
high profile incidents have strained police -community relations engendering questions about
police legitimacy and procedural justice with the result being a national conversation about
policing generally and policing in communiti es of color specifically . In response, CY 2015 saw
the release of the final report from the President’s Task Force on 21 st Century Policing, a high
level government -led effort to foment action to address foundationally the existing concerns
about law enfor cement . In California, 2015 saw the introduction of a n array of legislative items
focused on enhanc ing police accountability and reinforcing procedural justice principles .
The Police Department has been tracking legislative developments at both the fede ral and the
state level and has actively participated in the broader national conversation s about police
reform . The Department is preparing to host a series of community conversations , to be held in
2016, focusing on the contemporary policing issues incl ude d in the Task Force’s report , new
legislation, and various concerns expressed within this community.
This Information I tem report s on the Police Department’s response to new California legislation
concerning police accountability and provides insight a bout the Department’s performance
regarding the recommendations contained in the Task Force ’s report on 21 st Century Policing .
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Discussion
State Legislation
In California , the S tat e L egislature passed a key piece of legislation , Assembly Bill (AB) 953,
w hich addresses the collective public concern about bias in policing. AB 953 enact ed a s the
Racial and Identity Profiling Act (RIPA) of 2015 will , among other changes, revise the definition
of raci a l profiling to instead refer to racial or identity profil ing, and make a conforming change to
the prohibition against law enforcement ’s engaging in that practice. Beginning as early as
January 2017 and extending through 2023, law enforcement agencies will be mandated to
report the demographic data on subjects co ntacted during the course of all enforcement stops ;
the data to be reported include the perceived race, ethnicity, and gender of the person stopped.
For the Police Department , the reporting mandates, which are based on agency size, will go into
effect as of 2022 with the first annual report due on April 1, 2023. The Department has ,
however, set forth plans and a reasonable timetable to begin reporting this data well in advance
of the deadline. T he California Attorney General , along with other stakeholders , will release
regulations and guidelines for the collection and reporting of data by January 1, 2017 .
To prepare , the Department will evaluate the capabilities of its existing data systems and assess
the market place for economically feasible, readily available data -capture technolog y deemed
the most effective in enabling the Department to meet the new law’s reporting requirements.
T he Police Department will acquire and implement the best integrative technolog y supported by
model policies following the release of the final recommendations by the California Attorney
General . T he Department expects to begin capturing the data by January 2018, well in advance
of the 2022 timeline .
In 2015, the C alifornia Legislature pa ssed AB 71, Criminal Justice: R eport ing , which requires
the police chief to furnish an a nnual report to the Department of Justice on justifiable homicides.
This bill requ ires each law enforcement agency to report specified incidents , including officer -
involved shootings and other officer -inv olved uses of force resulting in serious bodily injury or
death , to the California Department of Justice (DOJ) on an annual basis beginning January 1,
2017 . The Police Department intends to fully cooperate with this expansion of existing force
reporting re quirements.
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Currently , the Police Department makes available all call -for -service , crime , and incident report
data on the City’s open data site. In addition, the Police Department’s website currently hosts
demographic data for arrests, citations, and fiel d contacts for the years 2013 – 2015 ; the data
for 2015 is refreshed daily . Police employee demographic data is also posted ; this data
includes the race and gender make -up of the entire Department as well as the sworn and
civilian classifications . Begin ning in December 2015, the Department will broaden the type of
employee data provided to include its personnel’s education levels and military service
experience even as additional contextualized information regarding Internal Affairs
investigations, emplo yee -related traffic collision data, is posted. M oving forward, the
Department will contin ue to update and expand its publicly available data to include Department
policies and other aggregated data .
President’s Task Force on 21 st Century Policing
On Dec ember 28, 2014, President Obama signed an executive order establishing the Task
Force o n 21 st Century Policing. The President charged the T ask F orce with identifying best
practices in policing and developing recommendations on how policing practices can pr omote
effective crime reduction while building public trust. In May 2015, the President’s Task Force on
21 st Century Polic ing released its final report. The report organizes its recommendations into six
pillars which are intend ed to serve as a contemporary blueprint for the nation’s law enforcement
agencies.
• Pillar One: Building Trust and Legitimacy
• Pillar Two: Policy and Oversight
• Pillar Three: Technology and Social Media
• Pillar Four: Community Policing and Crime Reduction
• Pillar Five: Training and Educat ion
• Pillar Six: Officer Wellness and Safety
The Police Department is well informed about the Task Force’s report and wholeheartedly
agrees with the recommendations. The Policing Department’s operating philosophy is shaped
by and strives to operate in acc ordance with these pillars.
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Pillar One: Building Trust and Legitimacy
“Building trust and nurturing legitimacy on both sides of the police/citizen divide is the
foundational principle underlying the nature of relations between law enforcement agencies an d
the communities they serve. Decades of research and practice support the premise that people
are more likely to obey the law when they be lieve that those who are enforc ing it have authority
that is perceived as legitimate by those subject to the authorit y.”
-Final Report of The President’s Task Force on 21 st Century Policing
In 201 4 , the Police Department formally recommitted t o the tenets of Constitutional P olicing, the
Law Enforcement Code of Ethics, and values -based policing in accordance with the
De partment’s Mission, Vision, and Values Statements ; the Department’s values are a lso
reflect ed in the City’s recently adopted Code of Ethics . T he men and women of the Police
Department ha ve long recognized their individual and collective obligation to treat all community
members fairly , with dignity , and with respect. The Department’s personnel recognize that all
persons with whom it interacts have a voice and are to be heard, actions which faci litate a view
of the Department as legitimate and trustworthy , particularly with in vulnerable populations .
To enhance public trust and police legitimacy , t he Police Department collaborates with its
federal and state justice system partners , various acad emic institutions , and select community
group s to ensure that its policies, practices, and training are consistent with procedural justice
principles. The Police Department is working with these same partners to develop a robust
series of community -police conversations regarding those community -generated concerns
associated with public trust, police legitimacy, and procedural justice .
The Police Department has a strong track record of solid relationships with its community
partners. The Department routin ely initiates community -based activities, such as Coffee with a
Cop, Community Academy (Spanish and English version), the call -in CityT V program,
“Ask the Chief”, National Night Out, Pizza in the Park, and an array of other activities which
promote and en hance trust in the City’s policing service.
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T he Police Department is widely recognized for its diversity. Nevertheless , efforts continue to
bolster the Department’s diversity in recruitment , hiring, retention, and promotion to en sure that
over time, its make -up continue s to be well -balanced across gender, race, age, language ,
culture , and position classification/rank lines . The Department has a dedicated Recruitment
Strateg ies Team tasked with developing new and innovative methods for reach ing into dive rse
talent pools.
The Department meets regularly with the U.S. Department of Justice’s local conciliation
specialist for the region . These meetings focus on proven methods for fostering enhanced
community -police relations and developing strategies to pro actively address tensions when they
do arise. The Police Department is working alongside this regional spe cialist in crafting the
framework for the upcoming community conversations regarding race and policing.
Pillar Two: Policy and Oversight
“Pillar t wo emphasizes that if police are to carry out their responsibilities according to
established policies, those policies must reflect community values. Law enforcement agencies
should collaborate with community members, especially in communities and neighbor hoods
disproportionately affected by crime, to develop policies and strategies for deploying resources
that aim to reduce crime by improving relationships, increasing community engagement, and
fostering cooperation.”
-Final Report of The President’s Task F orce on 21 st Century Policing
The Police Department is committed to serving the community in a fair, informed, and unbiased
manner. Ongoing in -service training and thorough investigation s of any allegations of
misconduct are key components to ensuring thi s commitment is met. T he Police Department
consistently relies on clear and comprehensive polic ies to effect ively guide all of its personnel in
the performance of their duties . The Department is particularly attentive to the need and, in
some cases, the le gal obligation to periodically review all policies governing use of force, vehicle
and foot pursuits, mass demonstrations, searches , and bias in policing. The Professional
Standards Section uses Lexipol, a software tool which has become the industry stand ard, to
regularly review , update, and amend the Department’s polic ies and procedures to ensure they
are in accordance with changes in law , court decisions, and professional standards . The
Professional Standards Section consults with the City Attorney’s Off ice for legal guidance and
assistance with policy development.
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The Police Department complies with S ection 832.5 of the California Penal Code, which
mandates that a description of the personnel complaint process be available upon request. For
ease of acce ss by members of the public, i nformation regarding the Department’s complaint
process is publicly posted on the Department’s website and is also available , in written from, at
various locations throughout the City . The Police Department utilizes a n interna l affairs
management software program, IA Pro (IA refers to Internal Affairs) which, in addition to
assisting the Department in standardizing the management of the administrative investigations
process, also provides the Department’s leadership with contem porary information regarding
trends in employee performance. IA Pro has an embedded early warning /early intervention
mechanism which enabl es the Department to promptly identify performance and/or behavioral
pattern s warranting intervention by the Police D epartment’s leadership.
In the most serious circumstance a law enforcement officer can face, an officer -involved
shooting , separate but parallel investigations are conducted by the Department’s criminal
detective s and administrative staff . External ov ersight is provided by the Los Angeles County
District Attorney’s O ffice ; the District Attorney’s Office conducts an independent criminal
investigation. Should the circumstances warrant, additional independent oversight may be
provided by the U.S. Justice Department and/or the California Attorney General. These external
oversight mechanisms are in addition to an external review by the City Attorney’s Office. The
Police Department has separate, formal internal systems in place to examine all uses of force,
employee -related traffic collisions, vehicle and foot pursuits, and other critical incidents.
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Pillar Three: Technology and Social Media
“The use of technology can improve policing practices and build community trust and legitimacy,
but its implementat ion must be built on a defined policy framework with its purposes and goals
clearly delineated… Pillar three guides the implementation, use, and evaluation of technology
and social media by law enforcement agencies.”
-Final Report of The President’s Task F orce on 21 st Century Policing
The Police Department strongly embraces technology and social media not only as tools for the
law enforcement function but also as opportunities for innovation and communication . The
Police D epartment regularly tracks trends in social media . The Department uses social media
to engage and interact with the community . The Department maintains an active web and social
media presence , including Facebook, Twitter, Nixle , Nextdoor , SM Alerts, and a YouTube
channel ; the Department a lso utilizes traditional media in the local area and CityTV to
disseminate information . The Department consistently scans the environment to evaluate the
efficacy of other existing and emerging social media platforms. The Department maintains a
cadre of Pu blic Information Officers who work regularly with the media and the City’s Public
Information Team . The Department recognizes that a well -informed community is vital to
maintaining a safe city . T he Department makes every effort to communicate in a myriad of
ways while also creat ing similar channels for the community to communicate with its police
department ; two -way communication is sought and highly valued by the P olice D epartment .
In terms of technology, the Police Department utilizes an array of integr ative technolog y
solutions to enhance workplace productivity. The Department uses accountability -focused
technology, such as IA Pro and Lexipol, to facilitate internal operations. In the near term, the
Department will implement a Body Worn Camera Pilot P rogram , which was described in an Info
Item dated July 23, 2015 . This 18 -month pilot program will comport with the p rovisions of AB
69 . Passed in 2015, AB 69 adds Section 832.18 to the Penal Code which establishes general
rules and best practices for downloading and storing the video c aptured by Body Worn Camera
technology . AB 69, prohibit s the unauthorized use, duplic ation, or distribution of the data, and
establish es storage periods for evidentiary and nonevidentiary data. As with it does with all
legal mandates, the Police Department will comply with th is new law.
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Pillar Four: Community Policing and Crime Reductio n
“Pillar four focuses on the importance of community policing as a guiding philosophy for all
stakeholders. Community policing emphasizes working with neighborhood residents to co -
produ ce public safety.”
-Final Report of The President’s Task Force on 21 st Century Policing
The Police Department recognizes that the princip les of c ommunity p olicing and collaborative
police -community partnerships are key elements in the public safety function in Santa Monica.
Adhering to and employing the pri nciples of commun ity policing are the responsibility of each
employee, both as a matter of course and as a matter of expectation. Accordingly, t he
Department , by way of its Community Affairs Unit , engag es in community outreach to
collaborat e with schools, various community -based organizations, businesses, community
leaders , and certainly the city’s residents . C ommunity outreach includes crime prevention
programs, community meetings, special events (National Night Out, New Hire & Promotional
Ceremonies , etc.), and special c ommunity needs (Chaplaincy Services, community volunteers ,
etc.).
The Department has a dedicated Youth and Family Services Unit (YFSU) which focuses on all
aspects of the Department’s youth -related efforts. The YFSU includes a full -time Youth and
Famil y Services Support Coordinator; two full time S chool R esource Officers who also sponsor
the DARE program for the community’s elementary and middle school students; and the Police
Activities League (PAL), a resource for youth ages 6 – 17 years. PAL operates to foster trust
between young people and the Department’s personnel.
The Police Department has undertaken a series of actions designed to minimize the opportunity
to stigmatize youth and marginalize their voices in the s chools and in the communit y . Th ese
actions include establishing a local Teen Court to expand existing juvenile diversion efforts . The
Police Department is examining other strategies for insuring both procedural and restorative
justice principles are reflected in its youth justice effor ts.
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Pillar Five: Training and Education
“As our nation becomes more pluralistic and the scope of law enforcement’s responsibilities
expands, the need for expanded and more effective training has become critical…Pillar five
focuses on the training and edu cation needs of law enforcement.”
-Final Report of The President’s Task Force on 21 st Century Policing
The P olice Department has long understood the need for ongoing professional development for
its personnel . Ongoing staff t raining is critical to the pro fessional evolution of the organization ;
moreover, training is used as a vehicle to enrich the Department as those who attend
professional development coursework are required to bring back , share, and apply new skills,
knowledge and abilities within the De partment for the betterment of the services delivered .
The Department’s personnel, and in particular, the sworn officers receive extensive continuous
training. The California Commission on Police Officer Standards and Training (POST), the
governing body which regulat es all police training , both in the police academy and in the post -
academy, in -service training setting . Academy recruits receive 960 hours of training which
includes instruction on anti -bias or racial/identity profiling in policing (formerly Racial Profiling),
cultural diversity , and force de -escalation . All police academy training is supplemented by a
combination of in -house and externally provided , continuous in -service professional
development. POST mandates that all peace officers underg o in -service training for a minimum
of 24 hours every two years. T he Police Department routinely requires substantially more in -
service training, particularly in the area s of Constitutional -policing, anti -bias in policing, anti -
discrimination/harassment, and force de -escalation training.
In addition to developing internal subject -matter experts, t he Department routinely engages
external subject -matter experts to provide training on various topics . Doing so enhances the
legitimacy of curricula being pre sented. For example, since 1993, the Police Department has
enjoyed a long -standing relationship with Th e Museum of Tolerance (MOT), an educational
center dedicated to addressing all forms of prejudice and discrimination ; the Museum has a
POST -certified training curriculum specifically for all ranks of law enforcement. Th e
Department ’s personnel, both sworn and civilian , have not only attended a variety of
presentations at the MOT , but some have also been trained as facilitators and have conducted
train ing sessions at the MOT . In CY 2015 , during the annual Advanced Officer Training, the
MOT provided the training on the subject of bias in policing for all of the Department’s officers ;
during the same week, the Department’s officers also attended Brothers Respecting Others
(BRO), a n extension of the coursework articulated in the Male Violence Prevention Project
(MVPP); both iterations were co -presented by members of the community. In early 2016 , the
Los Angeles LGBT Center will provide officers with a 2 -hou r training session on transgender
awareness to supplement recently implemented policy governing transgender interactions .
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A significant number of the Department’s sworn personnel have higher education ; 95% have
some college experience and 57% have a Bach elor’s degree or higher, percentages which are
replicated in the Department’s civilian corps. T he Department’s personnel are required to seek
ongoing professional development opportunities which exceed the POST -mandated training
requirements . The Departme nt boasts an array of graduates from Command College, the FBI
National Academy, the Kenne d y School ’s (Harvard) Executive Certificate Programs, the Police
Executive Research Forum’s (PERF) Senior Management Institute for Police, the Supervisory
Leadership I nstitute, the Delinquency Control Institute, as well as other leadership training
hosted by nationally recognized universities .
Pillar 6: Law Enforcement Wellness and Safety
“The wellness and safety of law enforcement officers is critical no t only for the officers, their
colleagues, and their agencies but also to public safety. Pillar six emphasizes the support and
proper implementation of officer wellness and safety as a multi -partner effort.”
-Final Report of The President’s Task Force on 21 st Century Policing
T he Police Department recognizes that employee wellness and safety are critical to enabling
officers to do their job s well. The Department has in place safety policies which mandate the
wearing of seatbelts and bullet resistant vests . Officers are provided with trauma kits and
personal protective equipment for hazardous environments. Importantly, the organization also
offers support for the officers’ emotional health as well. The Police Department has a Peer
Counseling Program and Chaplaincy P rogram for personnel who need assistance ; these
programs are also available for the officers’ families . Formal Employee Assistance Programs
(EAP), sponsored by both the City and the Police Department , are also available. The Early
Intervention System men tioned in Pillar 2 provides another mechanism for assistive oversight.
The Department’s contract psychologists offer critical incident debriefing services following an
employee’s exposure/involvement with certain types of critical incidents. These debrie fings
supplement the non -punitive incident reviews conducted for lessons learned. In CY 201 5 , to
further promote employee and employee family wellness, the Department brought in a subject
matter expert who presented on the subject of “Emotional Survival fo r Law Enforcement.” This
seminar was open to officers’ family members as well . Additional physical and mental health
resources and training are available to all of the Department’s personnel , including programs
resulting from collaborations with the Cit y’s Human Resources Department and Risk
Management Division.
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Conclusion
The Police Department sees itself as a law enforcement organization which sets the
“benchmark for excellence” in the profession. This view requires that the organization evolves
be cause of constant , systematic analys e s of the organization’s structural framework, its
practices and procedures , and its operating environment . The Police Department’s men and
women are acutely aware of the need to actively engage in and live up to the pri nciples
articulated in the Presidential Task Force report on 21 st Century Policing. Throughout the
organization, it is recognized that there is n o panacea for the challenges of policing in a
contemporary environment. On the other hand, it is clearly unde rst ood that the Police
Department must carefully and holistically embrace the principles of procedural justice,
comprehensive policy promulgation , effective community relations, and collaboration with
community partners even as an ongoing investment i s mad e in the professional development of
the Department’s personnel and their overall well -being .
Prepared By: Nicole Bustamante , Senior Administrative Analyst
Jacqueline A. Seabrooks, Chief of Police