Oakland Police Department Bureau of Services. Records Division
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1 Oakland Police Department Bureau of Services Records Division Annual Report 2008
2 Records Division Annual Report I. Staffing Classification Authorized Filled + / - Administrative Services Manager II Police Officer Police Records Supervisor Administrative Assistant 1 Police Records Specialist In July the position of Administrative Services Manager II was filled. The Warrant Officer position was filled in October. The current Warrant Officer has the responsibility for Fleet Administration as well as the Warrant Officer duties. Upon receipt of the latest Position Control report it was noted that a second officer position has been added to the Records Division. As a result of budget cuts two vacant positions were eliminated from the division for a loss of one PRS position and one Supervisor position from the previous year. Currently there is one PRS position on loan to the Communications Division. There is on vacant PRS position that has not been filled due to a hiring freeze. Due to the reduction in staffing and the mandate to reduce overtime significantly three staff members were reassigned to second watch to reduce overtime for backfill. Minimum staffing was reduced on most shifts to reduce overtime. The Records Division utilizes student interns to assist with filing and pulling reports. For two months an officer on light duty entered tow reports from Name (needs updated) Title - Classification Years Type of Retirement of Service Retirements Fallehy, Deborah Administrative Services 37 Service Retirement Manager II Tse, Patricia O. Public Records Specialist 18 Service Retirement Separations No Names Reason There was one separation from the Division. 1
3 II. Fiscal Management Report FY Appropriation Category Budget Appropriation Actual Expenditures Difference O&M $188, $18, Grants Personnel Costs $3,030, $2,658, $371, Overtime $567, $812, $244, O&M The full amount budgeted was utilized by the Records Division the remaining $ was encumbered and utilized to purchase paper and office supplies. Personnel Cost Vacancies in the Manager position and Warrant Officer Positions for the entire year coupled with other partial vacancies contributed to a large salary savings. Overtime Overage From January until October there were an average of 38 overtime positions a week. All full data entry and CAR entry was accomplished on overtime. Due to the minimum staffing levels and the number of employees on each shift a significant amount of backfill was required daily on second watch to assist customers and complete the minimum level of work. In October there was a mandate to reduce overtime significantly. To accomplish this the manager evaluated priorities on each shift, moved three PRS positions to second watch to mitigate the backfill issues. A focused effort was placed on streamlining, monitoring and tracking the data entry functions in the office. Data entry and CAR entry were added as daily positions for second watch. This significantly reduced overtime because all data entry was completed on overtime in the past. Currently overtime is needed when there is any vacancy for sick or vacation to meet minimum staffing on most shifts. In this report the activities are discussed for the calendar year but the numbers presented are actuals of the prior fiscal year. On overtime you will see an overage of nearly 245 thousand dollars and reduction of 155 thousand dollars from the prior year. All of this is from before the mandatory reduction on overtime. III. Training Received and/or Provided by Unit Personnel Division personnel received training in all NSA required updates and changes in Department General Orders and Procedures for an average of 25 hours. As a CLETS agency, all of the Records staff must re-certify their training on Department of Justice policies and procedures every other year. One of the Police Records Supervisors is a certified trainer. She successfully administered the required training to all persons 2
4 required to re-certify during this year. In September most of the Records staff attended an introduction to Excel taught by the Records Manager. IV. Significant Accomplishments Increase of productivity and getting overtime under control Productivity increased through accountability, a renewed focus on supervising employees and creating a sense of urgency for change. The Manager and Supervisors discuss the weekly goal for data entry the resources and challenges are identified to make certain the goal can be achieved. The work of the PRS is closely monitored by the Supervisors. New processes for assigning work helped to increase the amount of time for actual data entry. To comply with the mandate to reduce overtime priorities were identified and work is completed on a prioritized basis, priorities are reviewed weekly. Soft launch of Cop Logic In December Cop Logic the online reporting tool for Citizen Crime Reports became available for use on the Police Department website. In one month 115 reports were filed. These reports are reviewed by a Sergeant in CID then routed to LRMS, where the report is numbered and detailed to the appropriate place. Citizens receive automatic responses via . This service is a vast improvement over the paper report filing process. Citizens are able to be served in a timelier manner. Serving citizens online also reduces the amount of data entry done by staff in the Record s Division. V. Productivity Performance Data Distribution of Reports One of the Division goals was to ensure that 95% of daily crime reports were reproduced, maintained and distributed to Crime Analysis by 9:00 AM on weekdays, except holidays. In the previous calendar year the Division reported exceeding this measure with a rating of 98%. During this calendar year I estimate that the Division did not reach the measure but more likely reached the goal 90% of the time. Issues with training and continuity effect the accurate reporting of this measure. Distribution of Reports to Investigators - The Records Division performance goal was to reproduce, distribute, and assign to an investigative unit, all crime reports received from field units within 16 hours of arrival to the Records Division 95% of the time. In the previous calendar year the Division reported exceeding this measure with a rating of 96%. During this calendar year I estimate that the Division did not reach the measure but more likely reached the goal 90% of the time. Issues with training and continuity effect the accurate reporting of this measure. 3
5 VI. Other Performance Data Category 2008 Personnel Complaints 4 Vehicular Collisions 1 Uses of Force 0 Personnel complaints consisted of 4 Internal Investigation complaints, 2 were resolved informally, 1 resulted in counseling and training and one received a written reprimand. There was one collision and no use of force reported. Change Change Change Service Report Reproducing Reports Processed 107,879 99,323 96,098-9% -3% -12% Releasing Vehicles Towed Vehicles Processed 25,264 20,965 19,026-21% -10% -33% (P) VC Tows 4,110 1,795 2, % 22% -79% Vehicle Release Fees $802,590 $659,765 $922,490-22% 28% 13% Information Requests Subpoena/Court Orders Processed % 51% 16% Subpoena Fees $765 $360 $ % 45% -16% Public Records Act Requests % 30% 54% Peddler Permits Peddler Solicitor Permits % 35% 50% Peddler Solicitor Fees $530 $730 $1,220 27% 40% 57% Sealing Record Sealing % -21% 15% Record Sealing Fees $700 $280 $ % -33% -233% Explanation of Service and Fee changes In 2008 the change in the number of crime reports is decreasing which might be explained by a reduction in crime. In 2008 fees collected for vehicle releases were up by 28% from the previous year, this can be attributed to an increase in tows and fees. Information requests in 2008 are almost double of previous years. This change can be attributed to better logging of information and increased requests. Peddler permits are on the rise and are expected to increase even more as neighborhoods and officers are focused on this issue. Record sealing appears to be less than in previous years but this may be due differences in data collection. 4
6 VII. Plans, Expectations and Goals.Full implementation of Cop Logic. Expand use of Cop Logic as appropriate. Coordinate with the City as it launches a new website to include easy links to Cop Logic. Work within OPD to expand the type of reports that can be filed as appropriate and needed. Participate in the Records Management Committee to assist OPD with updating Records Management Procedures and provide training materials. Work with each Division to review the Retention Schedule and be a conduit of information regarding records management information. Provide LRMS users more access to the paper police report by scanning and attaching copies in LRMS. Develop a plan and implement a scanning and document management solution. Focus on excellent customer service to all constituents. Provide training to supervisors and staff on customer service. Develop a plan for evaluating customer service in the Records Division. Cross-train supervisors and staff on procedures for different roles in the Records Division. Update the procedural manual. 5
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