⚠️ Aviso de traducción: Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 11 findings
F1
The Detective Bureau manager is considered by staff to be straightforward, professional, accessible, and fair.
No recommendations for this finding
F2
Approximately one-third of Detective Bureau staff have Bachelor Degrees and the average law-enforcement experience is approximately fourteen years. Continuing education is encouraged.
No recommendations for this finding
F3
Written performance evaluations are given only every two years after probation and the reviews do not include documentation of poor performance.
Related Recommendations (1)
R3
Develop a mechanism which ensures that written evaluations are accurate and reflect actual performance, poor as well as good.
F4
Performance expectations and how well they are being met are verbally communicated at both Bureau and Unit levels.
No recommendations for this finding
F5
Staff perceives that it is difficult to discipline or remove poor performers after the probation period.
Related Recommendations (1)
R2
Develop and implement a process for removing employees for poor performance during and after the probation period.
F6
Individual commendations from upper management are handled impersonally (handed down through chain of command).
No recommendations for this finding
F7
Morale and communication were reported as excellent within units but not the overall Bureau.
Related Recommendations (1)
R4
Establish quarterly Bureau-wide communication meetings conducted by Sheriff and/or Assistant Sheriff-Law Enforcement Division.
F8
When an extreme emergency arose in one unit, detectives from other units were assigned to help. After the emergency, these detectives returned to their accumulated backlog and the inter-unit cooperation quickly faded.
Related Recommendations (1)
R7
Strengthen the use of integrated teams and include members from Bureau units and key law enforcement officials from outside the Bureau such as a Deputy District Attorney. Responses Required to Findings Sheriff: F11 Responses Required to Recommendations Sonoma County Director of Human Resources: R2, R3, and R6 District Attorney: R7 Sheriff: R1, R2, R3, R4, R5, R6, and R7
F9
The detective selection process has allowed several detectives to be appointed who were found not capable of meeting their job requirements.
Related Recommendations (1)
R1
Overhaul and strengthen tests (add written component) and apply objective criteria to determine how well suited an applicant is for detective work.
F10
There is a widely held misperception that Bureau management expects and requires all detectives to transfer out of the Bureau after three years.
Related Recommendations (1)
R5
Establish and implement a written Bureau policy regarding detective tenure.
F11
When asked, employees frequently mentioned the following as ways to improve the operation of the Bureau: 1. Change the work week to four ten-hour days 2. Provide additional specialized training 3. Improve intra unit communication both professionally and socially 4. Increase interaction with “Top Brass” 5. Encourage detectives to stay longer than three years in the Bureau (e.g. go to another unit or to a mentoring role for new detectives). 6. Base promotion on “what you know not whom you know”. Conclusions Several challenges must be addressed effectively by unit and Bureau management and supported by Division and Department management if the Sheriff’s Department is to fulfill its community obligation for public safety. Those challenges are listed below. Detective Selection A few detectives have been selected who did not perform to the high standards expected of Bureau staff. This was verified by observations from within the Bureau and alluded to in accusations in citizen complaints. It is the Jury’s opinion that more rigorous entrance tests likely would have enhanced the objectivity and success of the hiring process. Detective Performance Management The Jury found that one-on-one verbal coaching for improved performance is effective. However, the implementation of the written performance evaluation system has two serious flaws: (1) Poor performance is not reflected in the evaluations and (2) counseling and reprimand letters do not appear in personnel files. Although the current system allows management to fulfill their disciplinary responsibility, management does not use it. The Jury also found that the Bureau is not adequately aggressive in disciplining and removing detectives who do not meet performance standards, beginning with the probationary period and continuing through their tenure. Detective Tenure The first six months after becoming a detective is a probationary period. A detective who “passes” the probation period is considered by management to be capable of working effectively for the next two and one half years and will seldom be transferred out of the Bureau except for a policy violation. The detective is expected to complete the full three years as a detective. After the third year, Bureau management can choose to transfer the detective to a different organization if it seems appropriate and similarly the detective can choose to transfer elsewhere. There is no written policy as to whether a detective is to stay or leave after three years. Sheriff Interaction Bureau employees indicate that the Sheriff and the Assistant Sheriff of the Law Enforcement Division should interact more frequently with staff.
Related Recommendations (1)
R6
Establish and implement objective promotion standards
Conclusions 1
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CL1 Page 3Several challenges must be addressed effectively by unit and Bureau management and supported by Division and Department management if the Sheriff’s Department is to fulfill its community obligation for public safety. Those challenges are listed below. Detective Selection A few detectives have been selected who did not perform to the high standards expected of Bureau staff. This was verified by observations from within the Bureau and alluded to in accusations in citizen complaints. It is the Jury’s opinion that more rigorous entrance tests likely would have enhanced the objectivity and success of the hiring process. Detective Performance Management The Jury found that one-on-one verbal coaching for improved performance is effective. However, the implementation of the written performance evaluation system has two serious flaws: (1) Poor performance is not reflected in the evaluations and (2) counseling and reprimand letters do not appear in personnel files. Although the current system allows management to fulfill their disciplinary responsibility, management does not use it. The Jury also found that the Bureau is not adequately aggressive in disciplining and removing detectives who do not meet performance standards, beginning with the probationary period and continuing through their tenure. Detective Tenure The first six months after becoming a detective is a probationary period. A detective who “passes” the probation period is considered by management to be capable of working effectively for the next two and one half years and will seldom be transferred out of the Bureau except for a policy violation. The detective is expected to complete the full three years as a detective. After the third year, Bureau management can choose to transfer the detective to a different organization if it seems appropriate and similarly the detective can choose to transfer elsewhere. There is no written policy as to whether a detective is to stay or leave after three years. Sheriff Interaction Bureau employees indicate that the Sheriff and the Assistant Sheriff of the Law Enforcement Division should interact more frequently with staff.
No Responses Found 3
Government entities assigned to respond to this report. No response documents have been linked in our database.
County of Sonoma
Agency
Sonoma County District Attorney
Elected County Office
Sonoma County Sheriff
Elected County Office