01/10/2022 - Packet '� City of Tigard
16 a Memorandum
To: Members of the Public Safety Advisory Board
From: Chief McAlpine
Re: Professional Standards Sergeant
Date: December 8, 2021
For the last year and a half, the demands for police reform, accountability, and transparency
have reached a level not seen in decades, if ever. The national narrative continues to evolve to
the point that police agencies across the country must better police themselves and be more
responsive to community demands. Just over a year ago when we first created the vision for a
Professional Standards Sergeant it was in response to this changing climate. We recognized at
the time it was long overdue for an agency of our size.
Looking back to 2018 when we lost a lieutenant position to budget cuts, the responsibilities of
that position were divided among the remaining 3 lieutenants and 2 commanders. The
professional standards role however, fell almost entirely on the investigations/inspections
lieutenant. This increased span of control and responsibility simply became too much to
execute properly and effectively.
Over the past eleven months we have piloted a new position in the Services Division of
Professional Standards Sergeant. While this is an entirely new position to the department it has
quickly become one that has proven its importance and need. When the initial proposal was
made, I envisioned the position being responsible for many tasks. They included, but were not
limited to; Professional Standards Investigator, Force Response Incident Reviewer, Department
Training Coordinator, SRO Unit Supervisor, PSAB Coordinator/Liaison, PowerDMS
Administrator, Department Emergency Operations coordinator.
Looking back some of these have proven to be a bit ambitious for one person to take on but the
areas we have really benefitted from are invaluable. The key is that the work done in this
position becomes more important every day, transparency and accountability is the cornerstone
of this position. Community expectations are that we are reviewing ourselves and holding
ourselves accountable now more than ever. This has made what became the primary
responsibility of doing internal investigations more focused than I imagined at the outset. The
sergeant in this role has completed to date, 6 internal investigations concerning Tigard PD
employees, 2 investigations at the request of outside agencies where there was a concern of
possible criminal implications, and he created and delivered an introduction to internal affairs
investigations class to Marion County agencies at their request.
For the internal investigations alone the sergeant conducted more than 30 interviews as a part of
those. Additionally, he has worked with TPOA leadership to standardize the internal
investigation process. This helps to make the process of the investigation itself more predicable
to those involved, increase communication, create equity and reduce the level of anxiety often
associated with these types of investigations.
Of particular note is with the addition of this position we have been able to move to a more
transparent process internally. Since the span of control is much smaller for this position and
resides in the Services Division, it has allowed for more transparent investigations. As most of
the complaints the department receives come in about those in the Operations Division,we
have reduced the likelihood that a direct supervisor would be investigating one of their team
members to almost zero. By doing this it shows a higher level of accountability with our
community in an attempt to exceed their expectations.
A primary responsibility is reviewing Force Response Reviews and making training
recommendations to the appropriate training teams. These practices are important to the
community in that we are checking our practices to ensure what we are doing is meeting the
expectations of the community. By having this process in place,where one person reviews all of
these, it increases our continuity of review and makes identifying potential negative patterns
easier. Thus, providing a quicker path to correcting identified areas of needed improvement.
In the area of training,we developed a department training calendar to make sure all necessary
training was scheduled. Recognizing that delivering training is expensive, the Sergeant is also
responsible for working with program leads to attempt to schedule training creating the least
financial impact possible.
The Sergeant reviews the training plans prior to submittal to the program lieutenant ensuring all
training points identified in the reviews have been included in the training plan. This is an area
where we were seriously lacking prior to the advent of this position and moving forward it will
become more and more valuable as we get better at delivering training regularly. The position
also took over the coordination and planning of all new hire training. This typically requires
scheduling two weeks, or more, of training and orientation for new employees.
As a part of the assignment associated with training, there have been training directives created
associated with recent legal changes. These directives only become more important as the
political landscape around police accountability continues to evolve. We continue to monitor
these changes and train our officers in a timely manner to understand and meet these new legal
standards. Having this role in the department is critical to achieving this new requirement.
One of the areas that was also of considerable community interest and concern was the SRO
program. This program has seen a significant change due to recent contract changes with the
district. The sergeant has overseen the implementation of the new contract ensuring TPD is
following all the provisions set forth. He has worked with the school district DEI Coordinator,
the individual schools, City of Tigard staff and outside agency partners making sure expectations
are being met.
By design, this position also attends a variety of trainings to become a subject matter expert in
multiple areas. To date, the sergeant has attended training on internal investigations, realistic de-
escalation, a SRO training conference, as well as other leadership topics. Since the position is
still very new some of the trainings that will be necessary to best fill the role have not yet been
offered. Having a subject matter expert in training topics and professional standards is best
practice and in the best interest of the community and their expectations as well.
We recently began a deeper review of STOP data. This review,when complete,will provide
insight into what violations we are stopping people for and ensure we are not targeting certain
groups in the community. It is likely this project will take several months to complete as it will
require the comparison of many months'worth of data.
Overall looking back over the past eleven months, reviewing the work that has been assigned
and completed, I have a hard time realizing how we even operated without the position. It has
certainly increased the professionalism of the department in a variety of areas and is without a
doubt a way to create a greater level of transparency and accountability with the community.
It is estimated that the annualized cost for this position is about $174,000 including salary and
benefits. We are currently covering the cost through salary savings, but this is not sustainable
over the long term. Moving forward the recommendation is to convert the vacant transit
sergeant position into the Professional Standards Sergeant position using General Fund monies.
Tigard Public Safety Advisory Board Recommendation
Endorsement of Professional Standards Sergeant
January 10, 2022
Recommendation from Tigard Public Safety Advisory Board
The PSAB endorses the Tigard Police Department's recommendation to convert the vacant transit
sergeant position into the Professional Standards Sergeant position using General Fund monies.
This position duties will include, but are not limited to; Professional Standards Investigator, Force
Response Incident Reviewer, Department Training Coordinator, SRO Unit Supervisor, PSAB
Coordinator/Liaison, PowerDMS Administrator, Department Emergency Operations Coordinator.
How does this recommendation promote racial equity and anti-racism in the community?
With the addition of this position focused on professional standards,the Tigard Police Department
can increase the level of transparency, promote racial equity, and show greater accountability to
the community.
This position will reside in the Services Division with focused responsibilities and a smaller span of
control. Since most of the complaints the department receives are related to the Operations
Division,this position allows for more transparent investigations and reduces the likelihood that a
direct supervisor will investigate one of their team members to almost zero. This shows a higher
level of accountability to the community.
As part of the duties list above, this position will also:
• Participate in all Force Response Reviews to provide continuity and help identify negative
patterns and improve the community experience.
• Review STOP data to ensure no single community group is being targeted by traffic stops.
• Oversee the School Resource Officer program and contract so Tigard youth are also
guaranteed fair police interactions.
• Review training plans and ensure that legal and community obligations are being met by
the Tigard Police Department.
Vote Results
Additional Comments from Board Members
Decision Maker
ACTIONS TAKEN BY CITY COUNCIL, POLICE CHIEF, CITY MANAGER, OR POLICE UNION
Discipline & Personnel Complaints
Two Separate Topics Not Necessarily Linked
Public Safety Advisory Board Presentation
To protect and serve all who live, play and work in Tigard.
,+. .,.
.� Af
4
�y�AVERS�Iff,�r'��
• � _ qw pI.IC ��
12
Robert Rogers
Commander
Operations / (Patrol)
To protect and serve all who live, play and work in Tigard.
1 1 Questions
HAVE YOU FORGOTTEN
HOW TO HAVE A I'LL TAKE
CONVERSATION oUE571oNS
WITKOUT POWERPOINT? AT THE END.
EJ
To protect and serve all who live, play and work in Tigard.
I
Police disciplinary procedures have long been a source of frustration for nearly everyone involved in the
process and those interested in the outcomes.
• Police executives are commonly upset by the months and sometimes years it takes from an
allegation of misconduct through the investigation and resolution.
• Police officers and their unions generally feel discipline is arbitrary and fails to meet the fundamental
requirements of consistency and fairness.
• Unless it is a high-profile case or one is directly involved, few in the community are interested in the
police disciplinary process. Those interested are mystified by both the time involved in dealing with i
complaints of misconduct and the various steps n a lengthy, confusing and overly legal process.
• The one area about the administration of police discipline where there is general agreement: it is a
frustratingexperience that leaves everyone with a sense that it has fallen well short of the primary
purpose f holding officers accountable for their actions and encouraging behavior that falls witin
departmental expectations and values
To protect and serve all who live, play and work in Tigard.
Creating the Right Environment
�Ihttps://www.ojp.gov/pdfrilesl/nii/234052.pdf
The best situation for a police department, its employees and the
community is to create an environment in which the formal
disciplinary process to deal with employee mistakes and misconduct is
both the last option and the one least used.
Creating that environment requires the department's leadership to pay
close attention to several essential elements that play central roles in an
effectively managed organization.
To protect and serve all who live, play and work in Tigard.
• The Hiring Process
• Finding and employing the right people is the foundation for creating an
organization that effectively serves the community. Employment
standards must be clear.
• With clear standards the selection process can identify and screen out
candidates that may have difficulty maintaining the conduct and ethical
behavior expected of a police officer.
To protect and serve all who live, play and work in Tigard.
• Training
• Officers must have the skills and knowledge to effectively do their jobs.
• High quality, entry-level, field and in-service training programs are key to
ensuring that officers not only understand the department's expectations
but have the skill level to meet them.
• Police departments and their employees must commit to a regimen of
lifelong learning.
To protect and serve all who live, play and work in Tigard.
1
• Clear Expectations
• The department's mission, vision, values and ethical standards convey
essential messages to employees, as do formalized departmental goals
and objectives.
• The policies and procedures the department has developed to guide
decisions provide a framework for acceptable performance.
• These must not only be written in clear, understandable language but
must also be reinforced in daily operations.
To protect and serve all who live, play and work in Tigard.
• Effective (and Engaged Supervision
• One of the most important steps in creating a healthy work environment is the
frontline supervisor and the level just above.
• These front-line supervisors are largely responsible for translating the
department's mission, vision, values, policies, rules and regulations into
operational practice.
• By emphasizing some things and not others, they establish the organizational
expectations for officers and shape the culture.
• Effective supervision is critical to creating an environment in which coaching,
not the threat of discipline, helps mold officers into professionals
To protect and serve all who live, play and work in Tigard.
jT i � ll
• Performance Standards and Review
• Officers need to know what the work standards are and periodically review with
their supervisor how they are doing.
• This is a difficult process for most police agencies. Setting standards is very
challenging given the workload and types of problems officers encounter in
different artts of the community and at differnt times of the day.
p Y Y
• Some officers are assigned to areas where the only work they can do is handle
calls for service while others must self-initiate most of their work.
• Whatever the standards and review processes are in the department it is
important that officers understand them and that supervisors are helping to
achieve them.
To protect and serve all who live, play and work in Tigard.
• Complaint Reception and Investigative Procedures
• The department must have effective complaint reception protocols and
investigative procedures.
• It should not be difficult for a citizen to lodge a complaint against a police
employee.
• Like employees, citizens should be informed of the steps that will be taken to
follow up on the complaint and should also be informed of the outcome.
• The investigative process should also have defined time frames for completion,
with complainants notified of any delays.
To protect and serve all who live, play and work in Tigard.
• Technology
• Police agencies have increasingly turned to technology to help deter misconduct
and investigate it when it occurs.
• Automatic vehicle locators and in-car camera systems have become standard
equipment in many police agencies in America.
• Many agencies (like Tigard) have BWC that record what officers see and hear
when they are away from their vehicle handling a call. Although this technology
has not been subjected to rigorous evaluation as an investigative aid or deterrent
to misconduct, most police agencies believe that it serves those purposes.
To protect and serve all who live, play and work in Tigard.
• Code of Silence
• The "code of silence" has been a significant issue for policing for many years.
• Creating the right environment to discourage misconduct requires that police
executives confront this issue.
• The code severely hampers a police department's ability to learn about and
investigate misconduct. It also undermines credibility in the eyes of the
community.
• Even with indications that things .may be improving, research su ests the code
of silence is alive and well in policing and Baldwin2 7 Rothwellp g >
G.R. and Baldwin, J.N. 2007).
"Whistle Blowing and the Code of Silence in Police Agencies Policy and Structural Predictors." Crime & Delinquency 53 (4): 605-632.
To protect and serve all who live, play and work in Tigard.
�4�v j�acn
4
0 Department Policy
0 City of Tigard
TPOA Contract
Past precedents Fairness
0 New issues
0 Community Expectations
Attitude * Leadership * Integrity e Service e Teamwork
�-: .-rte'. __ ��5,�� r;:��_ , . � �• �.,...�.
�1
• Counseling - Informal
• Coaching vs. Documented
• Recorded in Performance Evaluations
• Rebuttable when recorded in Evals
• Recorded in writing - carried in "side files"
• Purged after evaluations (unless crash related)
• Discipline - Formal
• Certain actions agreed upon via the contract
• Letter of Reprimand
• Punitive Transfer / Loss of Assignment ($)
• Suspension /Demotion
• Termination of Employment
Attitude • Leadership • Integrity • Service • Teamwork
Tigard
I ■ ■ i i
,. Polic3rviDlaiirnsthatore egregious or seriorndy umdermine corrmurityr Examplesz IJnhutMulness tnsnrbordnatior�failnre to chary a a in
11 rust publks ty'ordwprofessianal imaW of the departrnenL - thefield■loss ofDP55TcertifrcatiarLracial pr inD%Wdcid rWb
1lmlatloRr4.faiure ofd■WU retusaf to rake substanoe test seraral iDulact
_IF i on linty.acisofworloaeevnolennl
cagmrwameddlsc*nrnatiogfraud,
�ev�e ethical breath,lelarioushehavior,improper UDF[serious
physical iniuar"'
Poiq'vidadDns Iha1 negWiv*irnpaetaperatiorrs, F Minor CrirninaUMajor Traffic LEVEL 2 Exarrrpks_Wolatfonol saleweapon handng procedun2s,acts
serious misuEeJabuse orf authority elhical offense or thatjeapardiaea cirmal orark&istratireime;tigation,
unprofessional behatiior. IF i _I i _ kI
uct reddessoperation Df a City vehicle resulting in serious i*ryr,
t-■-ESSIONAISTANDAFM dsdcdmre of confidential information,IEe❑f radal epdheis
40 1-0 240 HIOUR ' it dne workplace,improper UDF—rnore serious than minor
+ , DEMOTION i njuFy irequkes medd treatment IntgubDrdinadDrL&&Fe
to obeys a superior_
Paliry violationswithminorq:erationalinpact,not LEVEL 3 Examples:Improper us&damage to,City pmpertKfaiure
irvafving rnisusWabuse or authority of an edical nor cy ons to appear,faLre to mair"n imudompDwKfip�
offense.More serxyus offense than a minor ir PROFESSIGNALLSTANDAWSsecure or lass of evide-ntiary harrrn lailure to secure or
paticy vieladorr_ . . , - 1 : 4 . lamoldeptfireankirrprcpler LIOFOolrninori*r6
I'dicyviolabonsv hmioroperakonlalinilmd MINOR FO + These are handled whhthe Chain olCammand,
orincIwk-smin or perfarrnaacesi!meswhere r CHAIN OF COMMIRID ML ung various t3ok 04coadring,menmring,
beNavnDrlSguL'hf lD becorrected 9rlmpowe•d Coachiiinqj%lon-Disciipline CwTecdw1. i Disckine warkstakon entrV baling(,CxrEYth'eaction
through ncrHis iplinaryr corrective a erAggravating1 invesdgationsplan,et4 [.e.missed court,Dlsiourtesy,
low-IevddlsciplirArl• ID be chEipline area NellaK mnge I missed training,tail IDaornplete report,6W
VA*F A 3rd yiolatianmissed trairing hnissed vk}IatlDin etL).
Wrnonth periDd mews bD Lewd 3 disciplineI
Investigator reeeivesinforrnalionthar OEPARTMENTINOUIRrY Irmeshgato-documentsthe'aornplaint'
demonstrates Me cDimplant is unfDunkd, and the 2nd LeMed reviewer rnap
resohnedtothe corn plainarn'ssat"staction, � F y 'admiristraliNef�dase_
urmutswfiated r;wewr Df WC vid*
CIPUNE
the oxr&irt"be administratiwelyr
i
dosed as liepartrnerrtlnqulry 4 i■ ■ 4 ccilisian
wrthDlna formal inves*rtlon f ICN
%ftarling FactDm Efforts were made to correct the problem,receptive tD correctionf lY j jrax&q Fwkws:Hi degree of operational impact,unreceptive to corrective IdiEplay poor
displayed proper attitude,acts would rratharre come to light v■ftautself-report member attiucle} uncDoperativewith the investigation,belayed report oratl,effnpt to conceal,high valnardollar
tenure to the assignrnerrk exemplaryreaordl,gs1uWpolicyitraining issue,demonstrated loss,speed(vehicular colFsiorn),rruh*evehidepreventahle eollisiccswithin 35 morth period,bias
culture of accepflancerpractice- or harassment-based actimn,rank tenure or positiom lack of due regard,corrstrnmanal imprKations,
DEPARTMENT INGUIRY
MAN
y NAL STAN DAR
DISCIPLINENO
* i i partrn r • be used to ment first prevent* a
dEL EL A j"
Department Inquiry — Chain of Command Handles (May be Professional Standards)
Non-disciplinary corrective actions — these are often Warnings that future conduct or
unsatisfactory performance may lead to discipline
Documented and considered for assignments, promotions and other supervisory input
decisions when requested
Note: Repeated conduct can elevate to a minor policy violation / entry into performance
evaluations via supervisors "side files"
DEPARTMENT INGUIRY
MAN
y NAL STAN DAR
DISCIPLINENO
* i i partrn r • be used to ment first prevent* a
dEL EL A j"
Department Inquiry — Chain of Command Handles (May be Professional Standards)
investigator receives information that I nvestigator docu mems the `"cempla i ni
demonstrates the complaint is unfounded,
and the 2nd Level reviewer may
resolved to the com pIci i nci nt satisfaction, administratively 5a close.
unsubstantiated review of B C video
the compla i nt may be ad m i n istratively
closed as a department inquiry
without a formal investigation (NOI).
F r MINOR POLICY VIOLATION
Policy violations with minor operational impact These are handled with the Chain of Command,
or includes minor performances issues where CHAIN OF • using various tools (e.g. coaching, mentoring,
behavior is likely to be corrected or improved Discipline ' ' workstation entry, training, corrective action
through non-disciplinary corrective active or N■ . ` 'gravati n' facto rs m ay move Ch a!n of Co m m a n d 1 nvesti g atio ns plan, etc.) (i.e. missed court, Discourtesy,
low-level discipline. to the discipline , ', •' or -• missed training,fail to complete report, BWC
Note:FF ■ violationof •■ training/missedcourt) violation etc.).
36-month period moves to Level 3 discipline sanction.
Minor Policy Violation — Chain of Command Handles
Minor Discipline / Coaching / Corrective Actions
Presumptive Punishment Recommendation — If aggravating factors exist, Level 3/2/1 can
be contemplated as appropriate
Note: 3rd violation of similar conduct w/i 36-months moves to Level 3
Policy violations with minor operational impact, not F LEVEL 3 Examples: Improper use/damage to City property,failure
involving misuseiabuse or authority of an ethicalMisconduct/Repeated to appear,failure to maintain custodylimpoundiproperly
offense. More serious offense than a minor PROFESSIONAL STANDARDSsecure or loss of evidentiary items,failure to secure or
policy violation, Written Reprimand T. 40 HOURloss of dept. firearm, improper UUF(no/minor injury).
Level 3 — Professional Standards Handles (most times)
Misconduct / Repeated Minor Policy Infractions
Presumptive Punishment Recommendation — Reprimand to 40 hours suspended w/o pay
Policy violations that negatively impact operations, LEVEL 2 Examples: Violation of safe weapon handling procedures, acts
serious misuse/abuse of authority ethical offense or FF Minor Criminal/Major that jeopardize a criminal or administrative investigation,
unprofessional behavior. reckless operation of a City vehicle resulting in serious injury,
rF Violation/Major Misconduct PROFESSIONAL STANDARDS disclosure of confidential information, use of racial epithets
� , � in the workplace, improper UOF —more serious than minor
40 HOUR SUSPENSION, injury (requires medical treatment) Insubordination/failure
POSSIBLE INVOLUNTARY DEMOTION
to obey a superior.
Level 2 — Professional Standards Handles
Minor Criminal / Major Traffic Violation / Major Misconduct
Presumptive Punishment Recommendation — 40 to 240 Suspended w/o pay or Demotion
M •
P1
Policy violations that are egregious or seriously undermine community Examples- Untruthfulness, Insubordination/failure to ober a superior in
trust, public safety or the professional image of the department. + ' the field, loss of DPT certification, racial profiling/willful civil rights
violations, failure of/willful refusal to take substance test, sexual contact
Violation on duty, acts of workplace violence/harassment/discrimination, fraud,
Chance Agreernerd severe ethical breach, felonious behavior, improper UOF (serious
DEMOTIONIDISMISSi I physical injury/death).
Level 1 - Professional Standards and/or Outside Agency via DA with jurisdiction
Serious Criminal / Severe Misconduct / Violations of Last Chance Agreements
Presumptive Punishment Recommendation — Demotion / Dismissal
'r
Mitigating Factors: Efforts were made to correct the problem , receptive to correction/
d ispla ed p roper attitude , acts wo u Id n of have come to light without self-report, mem ber
tenure to the assignment, exemplary record , system/policy/training issue+ demonstrated
culture of acceptance/practice.
Attitude * Leadership • Integrity e Service • Teamwork
A
Aggravating Factors: High d eg re-e of o pe rat i o n a I impact, unreceptive to corrective (display poor
attitude), uncooperative with the investigation, delayed report or attempt to conceal, high value/dollar
fossa speed (vehicular collisions) , multiple vehicle preventable collislions within 36 month period , bias
or ha rassiment-based action, rank tenu re or position , lack of d ue regard,. constitutional im plications.
Attitude * Leadership • Integrity e Service • Teamwork
Tigard
I ■ ■ i i
,. Polic3rviDlaiirnsthatore egregious or seriorndy umdermine corrmurityr Examplesz IJnhutMulness tnsnrbordnatior�failnre to chary a a in
11 rust publks ty'ordwprofessianal imaW of the departrnenL - thefield■loss ofDP55TcertifrcatiarLracial pr inD%Wdcid rWb
1lmlatloRr4.faiure ofd■WU retusaf to rake substanoe test seraral iDulact
_IF i on linty.acisofworloaeevnolennl
cagmrwameddlsc*nrnatiogfraud,
�ev�e ethical breath,lelarioushehavior,improper UDF[serious
physical iniuar"'
Poiq'vidadDns Iha1 negWiv*irnpaetaperatiorrs, F Minor CrirninaUMajor Traffic LEVEL 2 Exarrrpks_Wolatfonol saleweapon handng procedun2s,acts
serious misuEeJabuse orf authority elhical offense or thatjeapardiaea cirmal orark&istratireime;tigation,
unprofessional behatiior. IF i _I i _ kI
uct reddessoperation Df a City vehicle resulting in serious i*ryr,
t-■-ESSIONAISTANDAFM dsdcdmre of confidential information,IEe❑f radal epdheis
40 1-0 240 HIOUR ' it dne workplace,improper UDF—rnore serious than minor
+ , DEMOTION i njuFy irequkes medd treatment IntgubDrdinadDrL&&Fe
to obeys a superior_
Paliry violationswithminorq:erationalinpact,not LEVEL 3 Examples:Improper us&damage to,City pmpertKfaiure
irvafving rnisusWabuse or authority of an edical nor cy ons to appear,faLre to mair"n imudompDwKfip�
offense.More serxyus offense than a minor ir PROFESSIGNALLSTANDAWSsecure or lass of evide-ntiary harrrn lailure to secure or
paticy vieladorr_ . . , - 1 : 4 . lamoldeptfireankirrprcpler LIOFOolrninori*r6
I'dicyviolabonsv hmioroperakonlalinilmd MINOR FO + These are handled whhthe Chain olCammand,
orincIwk-smin or perfarrnaacesi!meswhere r CHAIN OF COMMIRID ML ung various t3ok 04coadring,menmring,
beNavnDrlSguL'hf lD becorrected 9rlmpowe•d Coachiiinqj%lon-Disciipline CwTecdw1. i Disckine warkstakon entrV baling(,CxrEYth'eaction
through ncrHis iplinaryr corrective a erAggravating1 invesdgationsplan,et4 [.e.missed court,Dlsiourtesy,
low-IevddlsciplirArl• ID be chEipline area NellaK mnge I missed training,tail IDaornplete report,6W
VA*F A 3rd yiolatianmissed trairing hnissed vk}IatlDin etL).
Wrnonth periDd mews bD Lewd 3 disciplineI
Investigator reeeivesinforrnalionthar OEPARTMENTINOUIRrY Irmeshgato-documentsthe'aornplaint'
demonstrates Me cDimplant is unfDunkd, and the 2nd LeMed reviewer rnap
resohnedtothe corn plainarn'ssat"staction, � F y 'admiristraliNef�dase_
urmutswfiated r;wewr Df WC vid*
CIPUNE
the oxr&irt"be administratiwelyr
i
dosed as liepartrnerrtlnqulry 4 i■ ■ 4 ccilisian
wrthDlna formal inves*rtlon f ICN
%ftarling FactDm Efforts were made to correct the problem,receptive tD correctionf lY j jrax&q Fwkws:Hi degree of operational impact,unreceptive to corrective IdiEplay poor
displayed proper attitude,acts would rratharre come to light v■ftautself-report member attiucle} uncDoperativewith the investigation,belayed report oratl,effnpt to conceal,high valnardollar
tenure to the assignrnerrk exemplaryreaordl,gs1uWpolicyitraining issue,demonstrated loss,speed(vehicular colFsiorn),rruh*evehidepreventahle eollisiccswithin 35 morth period,bias
culture of accepflancerpractice- or harassment-based actimn,rank tenure or positiom lack of due regard,corrstrnmanal imprKations,
7
� TIGAR❑ ,��
O�
�cE*TE AICA
Discipline
Questions?
�% Intake of Information for Complaints
Personnel Complaints - Policy 1020.2
Ryan FiLax COmPUba: pod, The Tigard Police Department takes seriously all complaints
i ''rte nm L— regarding the service provided by the Department and the
■b.r�.1i4=.rte iW
� Pk
of its members.
N liFdo PhilR WPr �i�a1W 'i--�.+--.
IKWM Wm"INA We will accept and address all complaints of misconduct in
L� NO no.i accordance with this policy and applicable federal, state and
Wftk,fi UMMMel WaLt local law, municipal and county rules and the requirements of
QP--iNd MM41"r any CBA.
0 a.0 nn&a� d mil iiir
0M+ GNMW.MW 0LMPW It is also the policy of this department to ensure that the
QAP °cop community can report misconduct without concern for reprisal
or retaliation.
Chma-inal InWm Wn- Complaints include any allegation of misconduct or improper
MINE�Mrhm*u I bb*ModwifW..I job performance that, if true, would constitute a violation of
MW AFM-,`„-d I department policy or of federal, state or local law, policy or
,.—ho ron-_,MJ-&-FMA ir—bd� rule. Personnel complaints may be generated internally or by
the public
To protect and serve all who live, play and work in Tigard.
jT i � ll
The following applies to the source of complaints:
(a) Individuals from the public ma make complaints in any form, including in
writing, by email, in person or y telephone.
(b) Any department member becoming aware of alleged misconduct shall
immediately notify a supervisor.
(c) Supervisors shall initiate a complaint based upon observed misconduct or
receipt.from any source alleging misconduct that, if true, could result in
disciplinary action.
(d) Anonymous and third-party complaints should be accepted and investigated to
the extent that sufficient information is provided.
(e) Tort claims and lawsuits may generate a personnel complaint.
Attitude • Leadership • Integrity e Service 9 Teamwork
• It is the responsibility of all supervisors to receive any and all allegations.
• If a supervisor is not available, it is the responsibility of any member who
becomes aware of an allegation to receive it.
• An intake form shall completed and forwarded to the Division Commander.
• In the event the allegation involves a command level member the intake form
shall be forwarded directly to the Chief. If a complaint involves an allegation
about the Chiefs misconduct, it will be forwarded directly to the City Manager.
• A supervisor may attempt to resolve an allegation by explaining department
policies and procedures and will so note on the intake form.
Attitude • Leadership • Integrity • Service • Teamwork
Complaints Process — Procedures continued
t �
101(1 COMPLAINANT INFORMATION
Upon receipt of the allegation the
Division Commander shall determine Sex Race Date of Dinh
whether it alleges a violation of policy, Address Cit IState2i
Y P
procedure or law.
Home Phone Work Phone Cell)Pager
If the allegation does not rise to the
WITNESS INFORMA'nON 40
0
level of a complaint the Division
Commander shall send a letter to the
Name Address Phone Date of Birth
complainant advising of this decision. =I
Name Address Phone Date of Birth
Copies shall be sent to the affected e__
member and the Inspections Officer Address Phone Dateaf8irthME
List addirional waness or officer information at beginning of summary(see next page).
for entry into the database ' '
INVOLVED OFFICERS
ir
❑A ❑W
Call Sign Unit# DPSST#
To protect and serve all who live, play and work in Tigard.
jT i � ll
If the allegation does rise to the level of a com laint the Inspections Officer will
evaluate to determine which process is applica le:
(a) Mediation
(b) Non-disciplinary investigation
(c) Disciplinary investigation
(d) Criminal investigation
Temporary Relief from Duty: Any supervisor ma suspend with pay a member
(administrative leave), pending the completion o a formal investigation
• Criterion exists for this, and the Chain of Command will be notified
Attitude • Leadership • Integrity • Service 9 Teamwork
• Complaints related to profiling should be clearly marked to assist in
reporting as required in the Bias-Based Policing Policy # 402
• Services Commander prepares a report for the Chief's office to submit
annually (ORS 131 .920)
• Contains all details required and the outcomes of the complaints
• All source and involved persons' data is anonymized
• State prepares a report for the Governor and State Legislature
Attitude • Leadership • Integrity • Service • Teamwork
CBA — City of Tigard and TPOA
ADDENDUM B — DISCIPLINARY INVESTIGATION PROCEDURES
A. Advance Notice Prior to any disciplinary investigation which could result
in suspension or discharge, the employee concerned shall be notified not less
than twenty-four (24) hours before the interview or such time as written
reports are required, except when, in the opinion of the City, a delay will
jeopardize the success of the investigation or when criminal conduct is at
issue.
To protect and serve all who live, play and work in Tigard.
,+. .,.
.� Af
4
�y�AVERS�Iff,�r'��
• � _ qw pI.IC ��