Issue link: http://lawandordermag.epubxp.com/i/74973
What are the number and severity of preventable traffic crashes? What was the activity leading up to the crash? does not have to be complicated to be effective. It simply needs to record pattern and practices and then flag conduct or activi- ties that lead to remediation or training. This Personnel Early Warning System is based on an easy administer model that does not require much staff time, re- sources or a full-time Internal Affairs function. In other words, it is ideal for small agencies that have limited resources. How Does It Work? A total of 18 categories of performance data are tracked. The 18 performance categories may be tailored to your department, i.e., rural versus urban. Twice a year, this is summarized by a com- mander assigned to the Internal Affairs function of the depart- ment. Performance data is extracted from the officer's personnel records, evaluation files and internal affairs files. It takes two hours every six months to complete the review process in small law enforcement agencies consisting of less than 50 sworn officers. If an officer has more than two trigger events in any one category, or more than three events total during the review period, that officer is flagged. A written referral is generated to the officer's immediate supervisor requesting a further re- view. The number of trigger events may also be ranked in terms of the need for immediate action. For example, two preventable accidents in a six-month pe- riod, or two complaints from prisoners seems like the right number to flag an officer. On the other hand, the first incident of garnished wages or incident of workplace violence may be the right number to flag an officer. This can all be decided ahead of time by the chief or Internal Affairs. The supervisor is one of the key players in the review of the employee's performance. After he / she reviews the informa- tion, it is up to the supervisor to make the next step. One step is the need for further action. On the other hand, the supervi- sor may determine there are legitimate reasons for the events that have occurred. The supervisor's review and determina- tion is in turn reviewed by his / her immediate supervisor, who is often a commander. 1. Allegations of Misconduct: the number of allegations; the number of substantiated complaints; the profile of the complainant; the number of off-duty events; and a pattern of allegations. 2. Number of Use-of-Force Incidents (including K9 bites): the number of allegations; the types of force used; the com- parison year to year. 3. Preventable Motor Vehicle Accidents (the highest area of police liability): the seriousness of the accident; the type of violation or activity that lead to the accident, i.e., backing up in a parking lot or the result of a pursuit. 4. Civil Litigation: the number and types of lawsuits; the find- ings form the suits; the adverse effects of media attention, if any. 5. Notices of Intent to Sue: the number and types of intent to sue notices; the findings from the suits; the adverse effects of media attention, if any. 6. Abuse of Sick Leave (a big red flag): the number of sick days; the type of illness (specific or vague); the remaining number of sick days; the days of the week, i.e., always Mon- day, always Friday. 7. Habitual Tardiness: the number of tardy days; the typi- cal reasons given (excuses); the number of times verbally (in- formally) warned. 8. On-Going Poor Performance (retired on-duty): the exact nature of the performance problem; the relative severity of the problem; articulatable attitude issues. 9. Inability to Work with Co-Workers: the number of com- plaints; the nature of the inability, i.e., mouthy or openly hos- www.lawandordermag.com 49 What are the number and type of discretionary arrests? What are the number and types of use-of-force? What are the number and nature of complaints from prisoners?