Report Finding #37
The promotion process allows for significant discretion by the Chief and the Command Staff.
Recommendation #40:
Clearly define in policy the processes that will be used for promotion at each rank and the relative weight of each element.
Recommendation #42:
Ensure that all criteria for candidate evaluation can be evidenced in some way through documentation such as performance evaluations, awards, community recognition, training accomplishments, and self assessments.
Recommendation #41:
Consider eliminating the Chief’s waiver of service requirements, or as an alternative to ensure transparency and constancy, specify under what conditions it may be employed and what benefit it provides to the Department.
Action: Recommendation #40
These recommendations will be reviewed against current practice and implemented where appropriate. Clarification in policy and procedure has been addressed and will likely coincide with our work toward accreditation.
Action: Recommendation #42
These recommendations will be reviewed against current practice and implemented where appropriate. Clarification in policy and procedure will be addressed and likely coincide with our work toward accreditation.
Action: Recommendation #41
The “Chief’s Waiver” has been removed from the promotional process policy. Clearly identifiable qualifications were established in the Police Corporal Policy. The next rank to be reviewed will be the Sergeant rank.
Progress: Recommendation #40 - Under Review
The Action is under review.
Progress: Recommendation #42 - Under Review
The Action is under review.
Progress: Recommendation #41 - Completed
The Chief’s Waiver has been removed from the promotional process, and the Department may choose to review the qualifications for other ranks at its discretion.
Report Finding #38
Evaluation criteria in the promotion process are so extensive they are impractical to measure in a meaningful and consistent manner.
Recommendation #46:
Consider reducing rating categories to three, or alternatively, use a rubric approach to better clarify performance expectations.
Action: Recommendation #46
Department Evaluation revamping will need to be considered in discussions with the City of Lawrence Human Resources Department.
Progress: Recommendation #46 - Under Review
The department member evaluation process is created by the City’s Human Resource Department and they would need to oversee any changes to that process as with other City of Lawrence employees.
Report Finding #39
There is no guidance for Department members seeking a path to promotion, and no management training is required during a probationary period that is shorter than industry standards.
Recommendation #43:
Extend the probationary period to 12 months and provide management training during this time for employees receiving their first promotion.
Recommendation #44:
Outline training or assignments employees should seek to prepare them for promotion and include succession planning as part of the Department’s strategic planning.
Action: Recommendation #43
These recommendations will be reviewed against current practice and implemented where appropriate. Clarification in policy and procedure will be addressed and likely coincide with our move work toward accreditation.
Action: Recommendation #44
Succession planning discussions have begun and will likely be formalized in future policy.
Progress: Recommendation #43 - Under Review
These recommendations will be reviewed against current practice and implemented where appropriate. Clarification in policy and procedure has been addressed and will be revisited when appropriate and addressed in our work toward accreditation.
Progress: Recommendation #44 - Under Review
Additional training opportunities are now available, and the Corporal program has allowed officers to gain experience in supervision. Additional formalized training programs will be formalized and covered in policy.
Report Finding #40
Succession planning is not an element of the Department’s culture.
Recommendation #44:
Outline training or assignments employees should seek to prepare them for promotion and include succession planning as part of the Department’s strategic planning.
Action: Recommendation #44
Succession planning discussions have begun and will likely be formalized in the future policy.
Progress: Recommendation #44 - Under Review
Additional training opportunities are now available, and the Corporal program has allowed officers to gain experience in supervision. Additional formalized training programs will be formalized and covered in policy.
Report Finding #41
Evaluations are not tailored to positions or reflective of the training police officers receive as recruits. In practice, the evaluation process serves more as the fulfillment of a policy requirement than as a tool to coach, train, mentor, and shape the culture of the Department.
Recommendation #45:
Evaluations are not tailored to positions or reflective of the training police officers receive as recruits. In practice, the evaluation process serves more as the fulfillment of a policy requirement than as a tool to coach, train, mentor, and shape the culture of the Department.
Recommendation #48:
Provide training to help supervisors use the evaluation process as a continual means of coaching employee performance.
Action: Recommendation #45
Department Evaluation revamping will need to be considered in discussions with the City of Lawrence Human Resources Department.
Action: Recommendation #48
Department Evaluations, training on that process, and incentives will need to be reworked in concert with the City of Lawrence Human Resources Department if appropriate to do so.
Progress: Recommendation #45 - Under Review
The department member evaluation process is created by the City’s Human Resource Department and they would need to oversee any changes to that process as with other City of Lawrence employees.
Progress: recommendation #48 - Under Review
Department Evaluations, training on that process, and incentives will need to be reworked in concert with the City of Lawrence Human Resources Department.
Report Finding #42
Similar to evaluations, the rewards systems are not designed to promote strategic objectives or the desired organizational culture.
Recommendation #49:
Add awards and competencies that recognize employees for achieving performance in support of the strategic plan of the City and goals of the department.
Action: Recommendation #49
Department awards have been altered over time through the Award Committee to reflect the values of the department and support the goals of the City and Police Department.
Progress: Recommendation #49 - Under Review
Department awards have been altered over time through the Award Committee to reflect the values of the department and support the goals of the City and Police Department.
Report Finding #43
Officer competencies are not measured to the standards of their intended purpose.
Recommendation #47:
Model Patrol evaluations after the core competencies used during the Police Training Officer program.
Recommendation #50:
Ensure that the annual assessment of all competencies provides relevant proof of their maintenance. Such proof should be clearly outlined in the Memorandum of Understanding.
Action: Recommendation #47
Department Evaluations, training on that process, and incentives will need to be reworked in concert with the City of Lawrence Human Resources Department and the Memorandum of Understanding between the City of Lawrence and the employee group.
Action: Recommendation #50
Competencies are considered and part of the Memorandum of Understanding creation process and will ultimately reflect what skills add value to the department and membership in the performance of their duties. The process for documentation of those skills will be considered for improvement.
Progress: Recommendation #47 - Under Review
Department Evaluations, training on that process, and incentives will need to be reworked in concert with the City of Lawrence Human Resources Department and the Memorandum of Understanding between the City of Lawrence and the employee group.
Progress: Recommendation #50 - In Progress
Evaluation of the “competencies” will coincide with MOU negotiations. Evaluating the documentation of those ha been done and the appropriate documentation is being collected and maintained.
Lawrence Strategic Plan Progress Indicators
- 1.SaS-11: Employee Engagement Index for Police
- 2.SaS-8: Percent of residents rating trust in emergency services departments as satisfied or very satisfied
- 3.SaS-2: Part 1 crimes per 1,000 residents
- 4.SaS-13: Percent of Law Enforcement Officers meeting or exceeding 80 hours of annual training