city of stockton concurrent civil · 2/16/2017 · 11.1 17-3340 request a public hearing to amend...

Civil Service/Equal Employment

Commission Concurrent

City of Stockton

Meeting Agenda - Final

Concurrent Civil

Service/Equal Employment

Commission Meeting

Pamela Sloan, Chair

Annette Sanchez, Vice Chair

Shellie Lima, Commissioner

Sarbjeet Singh, Commissioner

Douglas Vigil, Commissioner

Council Chamber - City Hall, 425 N. El Dorado

Street, Stockton CA

3:00 PMThursday, February 16, 2017

1. CLOSED SESSION CALL TO ORDER/ROLL CALL

2. PUBLIC COMMENT*

(Comments will be limited to the Closed Session items listed below).

3. ANNOUNCEMENT OF CLOSED SESSION

3.1 17-3328 EVIDENCE TECHNICIAN I (OPEN/PROMOTIONAL) ELIGIBLE LIST

CERTIFICATION

RECOMMENDATION

Adopt a resolution certifying the results of the open/promotional

examination for Evidence Technician I.

Department: Human Resources

Proposed Resolution - Evidence Technician IAttachments:

3.2 17-3347 SENIOR ADMINISTRATIVE ANALYST (OPEN/PROMOTIONAL)

ELIGIBLE LIST CERTIFICATION

RECOMMENDATION


examination for Senior Administrative Analyst.


Proposed Resolution - Senior Administrative AnalystAttachments:

3.3 17-3286 SENIOR EVIDENCE TECHNICIAN (OPEN/PROMOTIONAL) ELIGIBLE

LIST CERTIFICATION

RECOMMENDATION

City of Stockton Printed on 2/10/2017

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February 16, 2017Civil Service/Equal Employment




examination for Senior Evidence Technician.


Proposed Resolution - Senior Evidence TechnicianAttachments:

3.4 17-3350 SYSTEMS ANALYST I (OPEN/PROMOTIONAL) ELIGIBLE LIST

CERTIFICATION

RECOMMENDATION


examination for Systems Analyst I.


Proposed Resolution - Systems Analyst IAttachments:

3.5 17-3364 FIRE FIGHTER TRAINEE ELIGIBLE LIST - REMOVAL OF NAME(S)

RECOMMENDATION

Approve by motion the removal of name(s) from the Fire Fighter Trainee

eligible list.

Department: Fire

3.6 17-3339 OFFICE SPECIALIST/SECRETARY ELIGIBLE LIST - REMOVAL OF

NAME(S)

RECOMMENDATION

Approve by motion the removal of name(s) from the Office

Specialist/Secretary (Open/Promotional) eligible list.


3.7 17-3325 POLICE OFFICER ELIGIBLE LIST - REMOVAL OF NAME(S)

RECOMMENDATION

Approve by motion the removal of name(s) from the Police Officer

Eligible Lists.


4. RECESS FROM CLOSED SESSION

5. REGULAR SESSION CALL TO ORDER/ROLL CALL


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6. PLEDGE TO THE FLAG

7. REPORT OF ACTION TAKEN IN CLOSED SESSION

8. CITIZENS COMMENTS/ANNOUNCEMENTS*

9. ADOPTION OF CONSENT CALENDAR

9.1 17-3376 APPROVAL OF COMMISSION MINUTES

Recommended Action: Approve minutes from the Civil Service/Equal Employment Commission

meeting of January 19, 2017.

Department: City Clerk

2017-01-19 Minutes for ApprovalAttachments:

9.2 17-3359 REQUEST FOR CERTIFICATION OF CANDIDATES FROM THE FIRE

BATTALION CHIEF ELIGIBILITY LIST, PROBATIONARY STATUS

RECOMMENDATION

Adopt a resolution certifying the names of Jonathan Smith and Shannon

Lewis, in respective order, to the position of Fire Battalion Chief,

probationary status, effective February 17, 2017.

Department: Fire

Proposed Resolution - Probationary Appointments of Smith and LewisAttachments:


CAPTAIN ELIGIBILITY LIST, PROBATIONARY STATUS

RECOMMENDATION

Adopt a resolution certifying the names of Matthew Uhrich and Nicholas

Ferroni, in respective order, to the position of Fire Captain, probationary

status, effective February 17, 2017.

Department: Fire

Proposed Resolution - Probationary Appointments of Uhrich and FerroniAttachments:


FIGHTER ENGINEER ELIGIBILITY LIST, PROBATIONARY STATUS

RECOMMENDATION

Adopt a resolution certifying the names of Michael Blohm and

Christopher Buckley, in respective order, to the position of Fire Fighter



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Engineer, probationary status, effective February 17, 2017.

Department: Fire

Proposed Resolution - Probationary Appointments of Blohm and BuckleyAttachments:

9.5 17-3362 REQUEST FOR CERTIFICATION OF CANDIDATE FROM THE FIRE

BATTALION CHIEF ELIGIBILITY LIST, CONDITIONAL

APPOINTMENT

RECOMMENDATION

Adopt a resolution certifying the name of Travis Winton to the

conditional position of Fire Battalion Chief, conditional appointment

effective February 17, 2017.

Department: Fire

Proposed Resolution - Conditional Appointment of WintonAttachments:

9.6 17-3363 REQUEST FOR CERTIFICATION OF CANDIDATE FROM THE FIRE

CAPTAIN ELIGIBILITY LIST, CONDITIONAL APPOINTMENT

RECOMMENDATION

Adopt a resolution certifying the name of Paul Gonsolis to the

conditional position of Fire Captain, conditional appointment effective

February 17, 2017.

Department: Fire

Proposed Resolution - Conditional Appointment of GonsolisAttachments:

9.7 17-3336 REQUEST FOR ONE-YEAR EXTENSION OF ONE-YEAR-OLD

ELIGIBILITY LIST

RECOMMENDATION

Approve by motion the one-year extension of the Miscellaneous

Employee Eligibility List for Fire Prevention Inspector I

(Open/Promotional).


9.8 17-3337 REQUEST FOR ONE-YEAR EXTENSION OF ONE-YEAR-OLD

ELIGIBILITY LIST

RECOMMENDATION

Approve by motion the final extension of the Miscellaneous Employee

Eligibility List for Office Specialist/Secretary (Open/Promotional).



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10. UNFINISHED BUSINESS

11. REQUEST FOR APPEALS/PUBLIC HEARINGS

11.1 17-3340 REQUEST A PUBLIC HEARING TO AMEND RULE VII, SECTIONS 3,

5, 8 AND 10 OF THE CIVIL SERVICE RULES AND REGULATIONS

FOR POLICE AND FIRE EMPLOYEES REGARDING CERTIFICATION

AND APPOINTMENT OF THE POLICE AND FIRE DEPARTMENTS

Recommended Action: RECOMMENDATION

Move to schedule a public hearing for March 16, 2017, to amend the Civil

Service Rules and Regulations for Police and Fire Employees regarding

Certification and Appointment of the Police and Fire Departments.


Attachment A - Rule VII Certification and Appointment - RedlineAttachments:

12. APPEALS/PUBLIC HEARINGS

13. NEW BUSINESS*

13.1 17-3355 ANNUAL EQUAL EMPLOYMENT REPORT - POLICE DEPARTMENT

RECOMMENDATION

Accept by motion the 2016 Annual Equal Employment Report of the

Police Department.

Department: Police

2016 EEO Annual Report.pdf

Attachment A - 2017 Org Chart.pdf

Attachment B - SPD Strategic Plan 2017 2019 .pdf

Attachments:

14. REPORTS/WRITTEN COMMUNICATIONS/ INFORMATIONAL ITEMS

14.1 17-3291 ANNUAL REPORT TO CITY COUNCIL REGARDING MEETING

DATES, MEMBER ATTENDANCE, SUMMARY OF DUTIES AND

RESPONSIBILITIES, ACCOMPLISHMENTS WITHIN THE PAST 12

MONTHS AND PROGRESS AND CHALLENGES

RECOMMENDATION

Council Policy 100-2 City Council and Mayoral Appointments to Boards,

commissions, and Committees, section IX, Commission Annual Reports

to the City Council, amended by the City Council December 17, 2013,

requires that each City Board/Commission submit an annual report to

the City Council.



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Annual Report 2016 - Signed.pdf

Report to Council Regarding Attendance 2016

Attachments:

15. BOARD/COMMISSION COMMUNICATIONS OR COMMENTS

16. ADJOURNMENT

CERTIFICATE OF POSTING

I declare, under penalty of perjury, that I am employed by the City of Stockton

and that I caused this agenda to be posted in the City Hall notice case on

February 10, 2017, in compliance with the Brown Act.

Bonnie Paige, CMC

By: ________________________________

Deputy


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Agendas, staff reports and minutes can be viewed on the City of Stockton web site

http://www.stocktongov.com/government/oMeetings/boardComMeetings.html

Citizens may comment on any subject within the jurisdiction of this governing body, including items on the

Agenda. Anyone wishing to speak on a consent item or public hearing item, please complete a “Request to

Speak Card” and submit it to the Recording Secretary prior to the meeting. No speaker cards will be received

after the close of the Citizen's Comments portion of the meeting. Each speaker is limited to five minutes.

Speakers must be prepared to speak when called. Speakers should hold comments on items listed as a Public

Hearing until the Hearing is opened. If a large number of people desire to speak at a Public Hearing, the Chair

may reduce the amount of time allocated to each speaker to three (3) minutes.

NOTE: All proceedings are conducted in English. The City of Stockton does not furnish language interpreters

and, if one is needed, it shall be the responsibility of the person(s) needing one.

In accordance with the Americans With Disabilities Act and California Law, it is the policy of the City of Stockton

to offer its public programs, services and meetings in a manner that is readily accessible to everyone, including

those with disabilities. If you are disabled and require a copy of a public hearing notice, or an agenda and/or

agenda packet in an appropriate alternative format; or if you require other accommodation, please contact the

Office of the City Clerk located at 425 North El Dorado Street, Stockton, California 95202 during normal business

hours or by calling (209) 937-8459, at least 5 days in advance of the hearing/meeting. Advance notification within

this guideline will enable the City/Agency to make reasonable arrangements to ensure accessibility.

AGENDA ITEMS: Information concerning the agenda items have been forwarded to this governing body prior to

the meeting. Unless a governing body member or member of the audience has questions concerning a particular

item and asks that it be removed from the Consent Calendar, the items are approved at one time by a roll call

vote.

* For any person wishing to address this governing body on any matter not on the printed agenda. The

Chairperson may set a time limit for individual speakers/groups.


City of Stockton

Legislation Text

File #: 17-3328, Version: 1

EVIDENCE TECHNICIAN I (OPEN/PROMOTIONAL) ELIGIBLE LIST CERTIFICATION

RECOMMENDATION

Adopt a resolution certifying the results of the open/promotional examination for Evidence TechnicianI.

DISCUSSION

The examination for the position of Evidence Technician I (Open/Promotional) was conducted inaccordance with the Rules and Regulations for Miscellaneous Employees. You will receive theresults of the examination, along with exhibits that list applicants receiving passing scores in rankorder, and confidential applicant flow data worksheets for approval and adoption at your meeting ofFebruary 16, 2017.

AUTHORITY

Rule VI, section 12(a) of the Civil Service Rules and Regulations for Miscellaneous Employeesprovides that the Civil Service Commission shall certify the results of each examination conducted byother than continuous examination.

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CIVIL SERVICE COMMISSION

Resolution No. CS

RESOLUTION CERTIFYING THE RESULTS OF THE OPEN/PROMOTIONAL EXAMINATION FOR THE POSITION OF EVIDENCE TECHNICIAN I.

The Chief Examiner for the Civil Service Commission conducted an

open/promotional examination for EVIDENCE TECHNICIAN I for the City of Stockton;

and

The open/promotional recruitment evaluated applicants for specified knowledge,

skills, and abilities to perform the duties of the Miscellaneous position of EVIDENCE

TECHNICIAN I, as set forth in the job announcement prepared in accordance with the

Rules and Regulations of this Commission; and

The Chief Examiner has filed with this Commission a report of the results of the

open/promotional examination, in accordance with Rule VI, section 12(a) of the City of

Stockton Civil Service Rules and Regulations for Miscellaneous Employees, which

report is on file with the Human Resources Department; now, therefore,

BE IT RESOLVED BY THE CIVIL SERVICE COMMISSION OF THE CITY OF

STOCKTON, AS FOLLOWS:

1. That the report of the open/promotional examination for the Miscellaneous

position of EVIDENCE TECHNICIAN I is hereby approved.

2. That the open/promotional list of eligibles for the Miscellaneous position of

EVIDENCE TECHNICIAN I for the City of Stockton, attached hereto as Exhibit 1, is

hereby certified.

3. That the candidates appearing on Exhibit 1 are hereby declared eligible

for appointment to the Miscellaneous position of EVIDENCE TECHNICIAN I, and shall

be certified to the appointing authority to fill vacancies approved by the Personnel

Officer in accordance with the Stockton Municipal Code and the Rules and Regulations

of this Commission.

4. That the list certified herein shall remain in effect for two (2) years and

shall expire on February 17, 2019, unless the duration is otherwise changed by this

Commission.

PASSED, APPROVED, and ADOPTED this 16th day of February 2017.

________________________________PAMELA SLOAN, CHAIRCITY OF STOCKTON CIVIL SERVICE COMMISSION

ATTEST:

BONNIE PAIGESECRETARY TO THE CIVIL SERVICE COMMISSION

By: ___________________________

City of Stockton

Legislation Text


SENIOR ADMINISTRATIVE ANALYST (OPEN/PROMOTIONAL) ELIGIBLE LIST CERTIFICATION

RECOMMENDATION

Adopt a resolution certifying the results of the open/promotional examination for Senior AdministrativeAnalyst.

DISCUSSION

The examination for the position of Senior Administrative Analyst (Open/Promotional) was conductedin accordance with the Rules and Regulations for Miscellaneous Employees. You will receive theresults of the examination, along with exhibits that list applicants receiving passing scores in rankorder, and confidential applicant flow data worksheets for approval and adoption at your meeting ofFebruary 16, 2017.

AUTHORITY






Resolution No. CS

RESOLUTION CERTIFYING THE RESULTS OF THE OPEN/PROMOTIONAL EXAMINATION FOR THE POSITION OF SENIOR ADMINISTRATIVE ANALYST.


open/promotional examination for SENIOR ADMINISTRATIVE ANALYST for the City of

Stockton; and


skills, and abilities to perform the duties of the Miscellaneous position of SENIOR

ADMINISTRATIVE ANALYST, as set forth in the job announcement prepared in

accordance with the Rules and Regulations of this Commission; and



Stockton Civil Service Rules and Regulations for Miscellaneous Employees, which report

is on file with the Human Resources Department; now, therefore,




position of SENIOR ADMINISTRATIVE ANALYST is hereby approved.


SENIOR ADMINISTRATIVE ANALYST for the City of Stockton, attached hereto as

Exhibit 1, is hereby certified.

3. That the candidates appearing on Exhibit 1 are hereby declared eligible for

appointment to the Miscellaneous position of SENIOR ADMINISTRATIVE ANALYST, and

shall be certified to the appointing authority to fill vacancies approved by the Personnel

Officer in accordance with the Stockton Municipal Code and the Rules and Regulations

of this Commission.

4. That the list certified herein shall remain in effect for one (1) year and shall

expire on February 17, 2018 unless the duration is otherwise changed by this

Commission.



ATTEST:


By: ___________________________

City of Stockton

Legislation Text


SENIOR EVIDENCE TECHNICIAN (OPEN/PROMOTIONAL) ELIGIBLE LIST CERTIFICATION

RECOMMENDATION

Adopt a resolution certifying the results of the open/promotional examination for Senior EvidenceTechnician.

DISCUSSION

The examination for the position of Senior Evidence Technician (Open/Promotional) was conductedin accordance with the Rules and Regulations for Miscellaneous Employees. You will receive theresults of the examination, along with exhibits that list applicants receiving passing scores in rankorder, and confidential applicant flow data worksheets for approval and adoption at your meeting ofFebruary 16, 2017.

AUTHORITY






Resolution No. CS

RESOLUTION CERTIFYING THE RESULTS OF THE OPEN/PROMOTIONAL EXAMINATION FOR THE POSITION OF SENIOR EVIDENCE TECHNICIAN.


open/promotional examination for SENIOR EVIDENCE TECHNICIAN for the City of

Stockton; and


skills, and abilities to perform the duties of the Miscellaneous position of SENIOR

EVIDENCE TECHNICIAN, as set forth in the job announcement prepared in

accordance with the Rules and Regulations of this Commission; and



Stockton Civil Service Rules and Regulations for Miscellaneous Employees, which

report is on file with the Human Resources Department; now, therefore,




position of SENIOR EVIDENCE TECHNICIAN is hereby approved.


SENIOR EVIDENCE TECHNICIAN for the City of Stockton, attached hereto as Exhibit

1, is hereby certified.

3. That the candidates appearing on Exhibit 1 are hereby declared eligible

for appointment to the Miscellaneous position of SENIOR EVIDENCE TECHNICIAN,

and shall be certified to the appointing authority to fill vacancies approved by the

Personnel Officer in accordance with the Stockton Municipal Code and the Rules and

Regulations of this Commission.


expire on February 17, 2018, unless the duration is otherwise changed by this

Commission.



ATTEST:


By: ___________________________

City of Stockton

Legislation Text


SYSTEMS ANALYST I (OPEN/PROMOTIONAL) ELIGIBLE LIST CERTIFICATION

RECOMMENDATION

Adopt a resolution certifying the results of the open/promotional examination for Systems Analyst I.

DISCUSSION

The examination for the position of Systems Analyst I (Open/Promotional) was conducted inaccordance with the Rules and Regulations for Miscellaneous Employees. You will receive theresults of the examination, along with exhibits that list applicants receiving passing scores in rankorder, and confidential applicant flow data worksheets for approval and adoption at your meeting onFebruary 16, 2017.

AUTHORITY






Resolution No. CS

RESOLUTION CERTIFYING THE RESULTS OF THE OPEN/ PRO-MOTIONAL EXAMINATION FOR THE POSITION OF SYSTEMS ANALYST I.


open/promotional examination for SYSTEMS ANALYST I for the City of Stockton; and


skills, and abilities to perform the duties of the Miscellaneous position of SYSTEMS

ANALYST I, as set forth in the job announcement prepared in accordance with the Rules

and Regulations of this Commission; and



Stockton Civil Service Rules and Regulations for Miscellaneous Employees, which report

is on file with the Human Resources Department; now, therefore,




position of SYSTEMS ANALYST I is hereby approved.


SYSTEMS ANALYST I for the City of Stockton, attached hereto as Exhibit 1, is hereby

certified.

3. That the candidates appearing on Exhibit 1 are hereby declared eligible for

appointment to the Miscellaneous position of SYSTEMS ANALYST I, and shall be

certified to the appointing authority to fill vacancies approved by the Personnel Officer in

accordance with the Stockton Municipal Code and the Rules and Regulations of this

Commission.


expire on February 17, 2018 unless the duration is otherwise changed by this

Commission.



ATTEST:


By: ___________________________

City of Stockton

Legislation Text


FIRE FIGHTER TRAINEE ELIGIBLE LIST - REMOVAL OF NAME(S)

RECOMMENDATION

Approve by motion the removal of name(s) from the Fire Fighter Trainee eligible list.

AUTHORITY

Rule VI, Section 12(d)(5) of the Civil Service Rules and Regulations for Miscellaneous Employeesallow for the Commission to remove candidates from the eligible list when the eligible has requestedin writing that his/her name be removed.




City of Stockton

Legislation Text


OFFICE SPECIALIST/SECRETARY ELIGIBLE LIST - REMOVAL OF NAME(S)

RECOMMENDATION

Approve by motion the removal of name(s) from the Office Specialist/Secretary (Open/Promotional)eligible list.

AUTHORITY

Rule VI, section 12(d) of the Civil Service Rules and Regulations for Miscellaneous Employeesauthorizes the Personnel Officer to remove an eligible from an eligible list in the event the eligible iscertified to three (3) different vacancies and is not appointed.




City of Stockton

Legislation Text


POLICE OFFICER ELIGIBLE LIST - REMOVAL OF NAME(S)

RECOMMENDATION

Approve by motion the removal of name(s) from the Police Officer Eligible Lists.

AUTHORITY

Rule VI, Section 12(d) of the Civil Service Rules and Regulations for Miscellaneous Employees andRule V, Section 4(a)(6) of the Civil Service Rules for Police and Fire Employees allow for theCommission to remove candidates from the eligible list for failure to complete and/or successfullypass a background investigation.

Rule VI, Section 12(d)(5) of the Civil Service Rules and Regulations for Miscellaneous Employeesand Rule V, Section 11(d)(4) of the Civil Service Rules and Regulations for Police and FireEmployees allows for the Commission to remove of candidates from the eligible list when the recordsof the Personnel Officer show the candidate has requested in writing that his/her name be removed.




City of Stockton

Legislation Text


APPROVAL OF COMMISSION MINUTES

Approve minutes from the Civil Service/Equal Employment Commission meeting of January 19,2017.




City of Stockton

Legislation Text


REQUEST FOR CERTIFICATION OF CANDIDATES FROM THE FIRE BATTALION CHIEFELIGIBILITY LIST, PROBATIONARY STATUS

RECOMMENDATION

Adopt a resolution certifying the names of Jonathan Smith and Shannon Lewis, in respective order, tothe position of Fire Battalion Chief, probationary status, effective February 17, 2017.

DISCUSSION

The City Manager has approved the filling of these vacancies created by a reassignment and apromotion within the Fire Department. Fire Chief Erik Newman requests that the names of JonathanSmith and Shannon Lewis, in respective order, be certified for appointment to the position of FireBattalion Chief, probationary status, effective February 17, 2017.

AUTHORITY

Rule VII, Section 5(c) of the Civil Service Rules and Regulations for Police and Fire Employees.When an appointing authority desires to fill a promotional vacancy, the Commission shall certify thename at the top of the eligible list for that class, or, in the event of two (2) or more vacancies in oneclass, they shall certify the same number of names as the number of vacancies.





Resolution No.

RESOLUTION CERTIFYING JONATHAN SMITH AND SHANNON LEWIS, IN RESPECTIVE ORDER, TO THE PROMOTIONAL POSITION OF FIRE BATTALION

CHIEF, PROBATIONARY STATUS

The City Manager has approved the filling of two vacancies in the Fire Battalion

Chief rank of the Fire Department due to the reassignment of one and promotion of one

Fire Battalion Chief; and

In accordance with Rule VII, section 5(c) of the Rules and Regulations for Police

and Fire Employees, the names of the highest ranked on the eligible list shall be certified

for appointment; and

The names of Jonathan Smith and Shannon Lewis, in respective order, are ranked

highest on the eligibility list for the position of Fire Battalion Chief, and

The rules of this Commission provide that all promotional appointments in the Fire

Department are made to a probationary status; now therefore,



1. That the names of Jonathan Smith and Shannon Lewis, in respective order,

are hereby certified for appointment to the position of Fire Battalion Chief,

probationary status, in the Fire Department.

2. That said appointment shall become effective on February 17, 2017.

PASSED, APPROVED, and ADOPTED, this 16th day of February, 2017.

________________________________ATTEST: PAMELA SLOAN, CHAIR

CITY OF STOCKTON CIVIL SERVICEBONNIE PAIGE COMMISSIONSECRETARY TO THE CIVIL SERVICE COMMISSION

By: ___________________________________

City of Stockton

Legislation Text


REQUEST FOR CERTIFICATION OF CANDIDATES FROM THE FIRE CAPTAIN ELIGIBILITYLIST, PROBATIONARY STATUS

RECOMMENDATION

Adopt a resolution certifying the names of Matthew Uhrich and Nicholas Ferroni, in respective order,to the position of Fire Captain, probationary status, effective February 17, 2017.

DISCUSSION

The City Manager has approved the filling of these vacancies created by two promotions within theFire Department. Fire Chief Erik Newman requests that the names of Matthew Uhrich and NicholasFerroni, in respective order, be certified for appointment to the position of Fire Captain, probationarystatus, effective February 17, 2017.

AUTHORITY






Resolution No.

RESOLUTION CERTIFYING MATTHEW UHRICH AND NICHOLAS FERRONI, IN RESPECTIVE ORDER, TO THE PROMOTIONAL POSITION OF FIRE CAPTAIN,

PROBATIONARY STATUS

The City Manager has approved the filling of two vacancies in the Fire Captain

rank of the Fire Department due to the promotion of two Fire Captains; and




The names of Matthew Uhrich and Nicholas Ferroni, in respective order, are

ranked highest on the eligibility list for the position of Fire Captain, and





1. That the names of Matthew Uhrich and Nicholas Ferroni, in respective

order, are hereby certified for appointment to the position of Fire Captain,

probationary status, in the Fire Department.





By: ___________________________________

City of Stockton

Legislation Text


REQUEST FOR CERTIFICATION OF CANDIDATES FROM THE FIRE FIGHTER ENGINEERELIGIBILITY LIST, PROBATIONARY STATUS

RECOMMENDATION

Adopt a resolution certifying the names of Michael Blohm and Christopher Buckley, in respectiveorder, to the position of Fire Fighter Engineer, probationary status, effective February 17, 2017.

DISCUSSION

The City Manager has approved the filling of these vacancies created by one resignation and onepromotion within the Fire Department. Fire Chief Erik Newman requests that the names of MichaelBlohm and Christopher Buckley, in respective order, be certified for appointment to the position ofFire Fighter Engineer, probationary status, effective February 17, 2017.

AUTHORITY






Resolution No.

RESOLUTION CERTIFYING MICHAEL BLOHM AND CHRISTOPHER BUCKLEY, IN RESPECTIVE ORDER, TO THE PROMOTIONAL POSITION OF FIRE FIGHTER

ENGINEER, PROBATIONARY STATUS

The City Manager has approved the filling of two vacancies in the Fire Fighter

Engineer rank of the Fire Department due to the resignation of one, and promotion of one

Fire Fighter Engineer; and




The names of Michael Blohm and Christopher Buckley, in respective order, are

ranked highest on the eligibility list for the position of Fire Fighter Engineer, and





1. That the names of Michael Blohm and Christopher Buckley, in respective

order, are hereby certified for appointment to the position of Fire Fighter

Engineer, probationary status, in the Fire Department.





By: ___________________________________

City of Stockton

Legislation Text


REQUEST FOR CERTIFICATION OF CANDIDATE FROM THE FIRE BATTALION CHIEFELIGIBILITY LIST, CONDITIONAL APPOINTMENT

RECOMMENDATION

Adopt a resolution certifying the name of Travis Winton to the conditional position of Fire BattalionChief, conditional appointment effective February 17, 2017.

DISCUSSION

Travis Winton will fill the vacancy created due to the extended leave of one Fire Battalion Chief.Travis Winton’s conditional appointment is pursuant to Civil Service Rule VII, Section 10(b) (2) forPolice and Fire Employees, “Extended Illness or Injury.”

Fire Chief Erik Newman has notified Captain Winton and explained the terms of his conditionalappointment and Captain Winton agreed to the terms of his appointment to Fire Battalion Chief.

AUTHORITY

Rule VII, Section 10(b) (2) of the Civil Service Rules and Regulations for Police and Fire Employees.When the declaration of the City Physician shows that the illness or injury of a regularly appointedemployee will incapacitate such employee from performing normal work for thirty (30) days or more,a conditional appointment may be made as set forth in this Rule for an indefinite period of time oruntil the previous holder of the position is able to return to regular duty.





Resolution No. CS

RESOLUTION CERTIFYING TRAVIS WINTON TO THE CONDITIONAL APPOINTMENT OF FIRE BATTALION CHIEF

The City Manager has approved the filling of one vacancy in the Fire Battalion

Chief rank of the Fire Department under conditional appointment; and

In accordance with Rule VII, section 10(b)(2) of the Rules and Regulations for

Police and Fire Employees, the City has declared that due to the medical leave of one

regularly appointed Fire Battalion Chief will cause a vacancy for an indefinite period of

time or until the previous holder of the position returns to regular duty; and

In accordance with the rules of this Commission, the name of the highest ranked

on the eligible list shall be certified for conditional appointment; now, therefore,



1. That Travis Winton is hereby certified for appointment to the conditional

position of Fire Battalion Chief in the Fire Department.


3. That this certification is subject to the return of the previous holder of the

regular position, in which event the conditional appointee certified herein shall be placed

back into his/her previously held position.



CITY OF STOCKTON CIVIL SERVICEBONNIE PAIGE COMMISSIONSECRETARY TO THE CIVIL SERVICE COMMISSIONBy: ___________________________________

City of Stockton

Legislation Text


REQUEST FOR CERTIFICATION OF CANDIDATE FROM THE FIRE CAPTAIN ELIGIBILITY LIST,CONDITIONAL APPOINTMENT

RECOMMENDATION

Adopt a resolution certifying the name of Paul Gonsolis to the conditional position of Fire Captain,conditional appointment effective February 17, 2017.

DISCUSSION

Paul Gonsolis will fill the vacancy created due to the special assignment of one Fire Captain. PaulGonsolis’ conditional appointment is pursuant to Civil Service Rule VII, Section 10(3) for Police andFire Employees, “Special Assignments and Other Extended Leaves.”

Fire Chief Erik Newman has notified Paul Gonsolis and explained the terms of his conditionalappointment and Paul Gonsolis agreed to the terms of his appointment to Fire Captain.

AUTHORITY

Rule VII, Section 10(3) of the Civil Service Rules and Regulations for Police and Fire Employees.When a regularly appointed employee in the upper ranks is unable to perform assigned duties forsixty (60) days or more due to any type of special assignment or other approved leave, a conditionalappointment may be made as set forth in this Rule; except that, no person shall serve more than four(4) months in any one fiscal year under this subsection.





Resolution No. CS

RESOLUTION CERTIFYING PAUL GONSOLIS TO THE CONDITIONAL APPOINTMENT OF FIRE CAPTAIN

The City Manager has approved the filling of a vacancy in the Fire Captain rank of

the Fire Department under conditional appointment; and

In accordance with Rule VII, Section 10(b)(3) of the Rules and Regulations

for Police and Fire Employees, when a regularly appointed employee in the upper ranks

is unable to perform assigned duties for sixty (60) days or more due to any type of special

assignment or other approved leave, a conditional appointment may be made as set forth

in this Rule; except that, no person shall serve more than four (4) months in any one fiscal

year under this subsection; and

In accordance with the rules of this Commission, the name of the highest ranked

on the eligible list shall be certified for conditional appointment; now, therefore,



1. That Paul Gonsolis is hereby certified for appointment to the conditional

position of Fire Captain in the Fire Department.


3. That this certification is subject to the return of the previous holder of the regular

position, in which event the conditional appointee certified herein shall be placed back

into his/her previously held position.

PASSED, APPROVED, and ADOPTED this 16th day of February, 2017.



By: ___________________________________

City of Stockton

Legislation Text


REQUEST FOR ONE-YEAR EXTENSION OF ONE-YEAR-OLD ELIGIBILITY LIST

RECOMMENDATION

Approve by motion the one-year extension of the Miscellaneous Employee Eligibility List for FirePrevention Inspector I (Open/Promotional).

DISCUSSION

The Fire Prevention Inspector I (Open/Promotional) eligibility list was established on February 19,2016, with twelve (12) names on the list. Eleven (11) names remain on the list. At this time, we areasking for a one-year extension.

It is the practice of the Civil Service Commission to extend eligibility lists, unless the PersonnelOfficer recommends that such lists be abolished for reasons consistent with the principles of meritand good personnel administration.

Having received no objections to the extension, the Fire Prevention Inspector I (Open/Promotional),with eleven (11) eligible names remaining on the list, will be extended for one year, to be effectivefrom February 19, 2017 to February 19, 2018.

AUTHORITY

In accordance with Rule VI, Section 12 (b) of the Civil Service Rules and Regulations forMiscellaneous Employees - the period of eligibility for appointment from eligible lists shall be at thediscretion of the Civil Service Commission, but shall not exceed three (3) years.




City of Stockton

Legislation Text


REQUEST FOR ONE-YEAR EXTENSION OF ONE-YEAR-OLD ELIGIBILITY LIST

RECOMMENDATION

Approve by motion the final extension of the Miscellaneous Employee Eligibility List for OfficeSpecialist/Secretary (Open/Promotional).

DISCUSSION

The Office Specialist/Secretary (Open/Promotional) eligibility list was established on March 18, 2016with forty (40) names on the list. Twenty (20) eligible names remain. At this time, we are asking for aone-year extension.

It is the practice of the Civil Service Commission to extend eligibility lists, unless the PersonnelOfficer recommends that such lists be abolished for reasons consistent with the principles of meritand good personnel administration.

Having received no objections to the extension, the Office Specialist/Secretary (Open/Promotional),with twenty (20) eligible names remaining on the list, will be extended for one-year, to be effectivefrom March 18, 2016 to March 18, 2018.

AUTHORITY

In accordance with Rule VI, Section 12 (b) of the Civil Service Rules and Regulations forMiscellaneous Employees - the period of eligibility for appointment from eligible lists shall be at thediscretion of the Civil Service Commission, but shall not exceed three (3) years.




City of Stockton

Legislation Text


REQUEST A PUBLIC HEARING TO AMEND RULE VII, SECTIONS 3, 5, 8 AND 10 OF THE CIVILSERVICE RULES AND REGULATIONS FOR POLICE AND FIRE EMPLOYEES REGARDINGCERTIFICATION AND APPOINTMENT OF THE POLICE AND FIRE DEPARTMENTS

RECOMMENDATION

Move to schedule a public hearing for March 16, 2017, to amend the Civil Service Rules andRegulations for Police and Fire Employees regarding Certification and Appointment of the Police andFire Departments.

SUMMARY

Human Resources is tasked with reviewing Civil Service rules on an on-going basis. The proposedrule change will allow the Civil Service Commission to certify names for appointment at the sametime that they approve an eligible list. This will allow Police and Fire management staff to makeappointments, in rank order, immediately as positions become vacant.

This amendment is aligned with the Charter of the City of Stockton Section 2508, Appointments toVacant Positions, Certification, as follows:

“Whenever a position in the classified service of the Police or Fire Department becomesvacant, the appointive officer, if it is desired to fill the vacancy, shall make requisition upon theCommission for the name and address of a person eligible for appointment thereto. TheCommission shall certify the name of the person highest on the eligible list from the class towhich the vacant position has been allocated, who is willing to accept employment…”

Approving this rule change will give City staff the ability to fill Police and Fire promotionalappointments in a timelier manner, which is expected to reduce overtime and administrative costs.

The proposed amendments to Rule VII, sections 3, 5, 8 and 10 of the Civil Services Rules andRegulations for Police and Fire Employees are provided in Attachment A (changes in red).Specifically:

SEC. 3. METHOD OF APPOINTMENT

In the event of a vacancy, persons on the reemployment list shall be given preference.If no persons are available for reemployment, the Commission approved and certified eligiblelist shall be used to make appointments after successful completion of a background andmedical investigation. Lateral entry and academy graduate persons shall be certified inaddition to and in the same manner as persons on the original eligible list.





SEC. 5. CERTIFICATION FOR APPOINTMENT

At the time that the Civil Services Commission approves an eligible list, theCommission shall also certify all of the names on the list for appointment, in rank order, to anycurrent or future vacancy. For each promotional appointment vacancy to be filled, one (1)certified name from the eligible list will be provided, in rank order, to the appointing authority.For all other vacancy appointments, the appointing authority will be provided with two (2) morenames, in rank order, than the number of vacancies to be filled.

SEC. 8. APPOINTMENT

The appointing authority shall make the appointment in rank order from those personslisted on the Commission approved and certified eligible list. The Director of HumanResources, or designee, will notify the person appointed. If an appointee does not report forduty within the time prescribed by the appointing authority, he shall be deemed to haverefused appointment.

SEC. 10. METHOD OF FILLING TEMPORARY VACANCIES

(a) Conditional Appointment. If the appointing authority desires to fill a temporaryvacancy in the upper ranks of the Police or Fire Department caused when a regularlyappointed classified employee is unable to perform assigned duties as set forth in subsection(b) below, a conditional promotional appointment may be made first from a reemployment listand then from a Commission approved and certified eligible list in accordance with Section 5(Certification and Appointment) as outlines above.

CONCLUSION

The proposed amendments to Civil Service Rule VII, sections 3, 5, 8 and 10 will streamline theappointment process. This change will allow Police and Fire management staff to make appointmentsimmediately as positions become vacant from existing eligible lists instead of taking eachappointment back to the Civil Service Commission for approval prior to placement. As it stands now,the need to fill critical positions is often delayed because Civil Service Commission meetings are onlyheld once a month.

AUTHORITY

Stockton Municipal Code section 2.36.030 states “It shall be the duty of the Civil Service Commissionto Establish Rule and Regulations: To adopt, amend or repeal rules for the administration of the CivilService System.” Therefore, these amendments are being proposed in accordance with section2.36.30




City of Stockton

Legislation Text


ANNUAL EQUAL EMPLOYMENT REPORT - POLICE DEPARTMENT

RECOMMENDATION

Accept by motion the 2016 Annual Equal Employment Report of the Police Department.




MEMORANDUM February 16, 2017 TO: CIVIL SERVICE/EQUAL EMPLOYMENT COMMISSION FROM: ERIC JONES, CHIEF OF POLICE

SUBJECT: 2016 ANNUAL EQUAL EMPLOYMENT REPORT Introduction The Stockton Police Department reports that in 2016, the overall percentage of underrepresented groups employed by the Department increased by two percent. The percentage of Hispanic, Black, Asian/OPI, and Native American employees remained the same as in 2015. The increase of two percentage points was in the new category of “Two or More Races,” still reflective of the overall increase of underrepresented groups employed by the Department. The overall percentage of female employees increased from 29% in 2015 to 30% in 2016. The 2015 Annual Report identified the Police Department’s goal in 2016 to continue the improvement shown the previous year in increasing the relative percentages of underrepresented ethnic groups employed by the Department. The Department planned on achieving this goal by continuing our short-term and long-term recruiting and hiring strategies designed to develop a qualified employee base that more closely mirrors the diverse population of the city of Stockton. During 2016, the Department worked extensively on our recruiting and hiring process toward achieving our goals. As a part of the Department’s continuing participation in the City Council’s Ad Hoc committee on diversity, the immediate and long-term strategies to increase diversity in our Departmental hiring have been implemented and are ongoing. Although modest, the increases reported in the overall percentage of underrepresented employees follows three years of similar increases, reflecting these ongoing efforts. The Department continued to provide training in diversity and equal employment in order to ensure a workplace that is free of harassment and discrimination, thereby increasing worker morale and retention. Organizational Structure and Responsibilities

MISSION STATEMENT To work in partnership with our community, to build and maintain relationships founded on trust and mutual respect, while reducing crime and improving the quality of life.

Civil Service/Equal Employment Commission February 16, 2017 Page 2

The Stockton Police Department is divided into two Bureaus, which are each managed by a Deputy Chief of Police who reports directly to Chief of Police Eric Jones. Deputy Chief of Police Rick Salsedo heads the Logistics Bureau, and Deputy Chief of Police Trevor Womack heads the Operations Bureau. The Bureaus are comprised of Divisions, which are managed by Captains. Under the Operations Bureau, Captain Jeff Coon commands the Field Operations Division, Captain Scott Meadors commands the Investigations Division, and Captain Aaron Rose commands the Special Operations Division. The Field Operations Division is responsible for responding to calls-for-service made by citizens, initial investigations, and other duties typically handled by a patrol officer. The Investigations Division is responsible for most criminal follow-up and gang suppression efforts. The Special Operations Division is responsible for Traffic enforcement, Police Department deployment during special events, Strategic Operations, Neighborhood Services, and the Neighborhood Blitz Team. Under the Logistics Bureau, Captain Antonio Sajor commands the Technical Services Division, which includes Records, Telecommunications, the Crime Information Center, Information Technology, Evidence Identification, and the Property Room. Captain Tom Jernigan commands the Administrative Services Division, which includes Personnel and Training, Animal Services, Volunteers in Police Service, Facility/Fleet Maintenance, the Chaplaincy Program, the Cadet Program, and the Reserve Officer Program. The Professional Standards Section, Planning and Fiscal Affairs Unit, Public Information Officer, Chief of Staff, and Legal Advisor all report directly to Chief Jones. (Please see Attachment “A” for the Police Department Organizational Chart.) Workforce Composition As of December 31, 2016, the Stockton Police Department was made up of 417 sworn and 198 non-sworn members, for a total of 615 full-time employees. In comparison, at the end of 2015, we had 390 sworn members and 177 non-sworn members, for a total of 567 full-time employees, representing a net increase of 48 employees in 2016. The tables and charts on the next page show the demographic breakdown of the full-time Police Department employees (both sworn and non-sworn) compared to the demographics of all City of Stockton employees, and the 2010 census populations for both Stockton and San Joaquin County.


59%

5%

24%

10% 1% 1%

City of Stockton Employees 2016

White

Black

Hispanic

Asian

NativeAmerican

Two or MoreRaces

Police

Department City

Employees City of

Stockton San Joaquin

County Male 429 70% 991 68% 142,925 49% 341,230 50% Female 186 30% 464 32% 148,782 51% 344,076 50% Total 615 100% 1455 100% 291,707 100% 685,306 100%

Police Department

City Employees

City of Stockton

San Joaquin County

White 365 59% 856 59% 66,836 23% 246,025 36% Black 25 4% 75 5% 33,507 12% 48,657 7% Hispanic 160 26% 341 24% 117,590 40% 266,584 39% Asian/OPI 51 8% 151 10% 61,945 21% 97,999 14% Native American/Alaskan

6 1% 16 1% 1,237 0% 3,427 1%

Two or More Races

8 2% 16 1% N/A N/A N/A N/A

Other N/A N/A N/A N/A 10,592 4% 22,614 3% Total 615 100% 1,455 100% 291,707 100% 685,306 100%

59%

4%

26%

8% 1%2%

Police Department 2016

White

Black

Hispanic

Asian

NativeAmerican

Two or MoreRaces


Personnel Changes in the Department The Department is currently approved for 485 sworn and 227 civilian support employees. The Personnel and Training Section is working hard to fill all of the vacant positions within the Department with a diverse workforce. In 2016, the Police Department hired 81 sworn officers, 74 of those hired are male, and seven are female. Of the males, 38 are White, 20 are Hispanic, eight are Asian/OPI, three are Black, one is American Indian/Alaskan, and four are Two or More Races. Of the seven females hired, four are White, two are Hispanic, and one is Asian/OPI. We also hired 31 full-time civilian support employees, of which 25 are female, and six are male. Of the males, three are White, one is Asian/OPI, one is Hispanic, and one is Black. Of the females, 14 are White, six are Hispanic, two are Black, two are Two or More Races, and one is Asian/OPI. The Department lost 53 sworn officers in 2016 (compared to 52 in 2015); 27 of these were newly-hired officers who resigned or did not pass their probation. In addition, 12 tenured officers resigned to work at other departments, 11 officers retired due to reaching retirement age or because of a disability, one officer resigned and left the state for unknown reasons, one officer passed away (not in the line of duty), and one officer was terminated. There were 11 full-time, civilian support employees who also left the Department in 2016: nine resigned, and two retired. Of the 64 employees who left the Department in 2016, 49 were male, and 15 were female; 24 were White, 31 were Hispanic, five were Asian/OPI, and four were Black.

23%

12%40%

21%

4%

City of Stockton 2016

White

Black

Hispanic

Asian

Other

36%

7%

39%

14%1% 3%

San Joaquin County 2016

White

Black

Hispanic

Asian

NativeAmerican

Other


As previously stated, the Department saw a two percent increase in the total percentage of underrepresented groups (those belonging to the Black, Hispanic, Asian/OPI, Native American/Alaskan and Two or More Races ethnic groups) employed by the Police Department in 2016 compared to 2015. This was reflected by a two percent increase in the percentage of employees with Two or More Races (this category was not reported in 2015 and represented two percent of employees in 2016). There was a corresponding two percent decrease in the percentage of White employees (59% in 2016 compared to 61% in 2015). The percentage of female employees increased by 1% in 2016. Overall, the number of underrepresented employees within the Police Department is the same as it is for all City employees at 41%. This number improved by one percent compared to 39% and 40%, respectively, in 2015. In 2016, the Department promoted ten employees to new positions. Of these employees, one was female, and nine were male; five were White, four were Hispanic, and one was Asian/OPI. The following chart explains the ethnic breakdown of Police Department supervisors and subordinates (sworn and non-sworn) as compared to the previous year.

2016 2015 Supervisors Subordinates Supervisors Subordinates White 70 72% 295 57% 71 80% 278 58% Black 1 1% 24 5% 3 3% 19 4% Hispanic 19 20% 141 27% 10 11% 138 28% Asian/OPI 5 5% 46 9% 4 5% 44 9% Native American 1 1% 5 1% 1 1% 4 1% Two or More Races

1 1% 7 1%

Total 97 100% 518 100% 89 100% 483 100% In 2016, we saw an eight percent increase in the percentage of supervisors belonging to underrepresented ethnic groups. The increase was reflected by a nine percent increase in the percentage of Hispanic supervisors, a two percent decrease in the percentage of Black supervisors, and a one percent increase in the percentage of supervisors with Two or More Races, which was not previously reported. The percentage of Native American/Alaskan and Asian/OPI supervisors remained the same. There was a corresponding eight percent decrease in the percentage of White supervisors. Professional and Diversity Training

During 2016, the Stockton Police Department continued to provide training in diversity and equal employment to all Department employees to ensure a workplace that is free of harassment and discrimination. All new employees receive a two-hour block of


training regarding our policy on discrimination and harassment (General Order I-2) and the City’s policy (Directive HR-15) during their orientation. The policy is also reviewed twice annually with all employees by their supervisors, and this training is entered into their performance or training logs. The new employee training is also now provided to all new volunteers, including Sentinels, VIPS, Junior Cadets, and Chaplains. In addition to this, AB 1825 requires mandatory EEO training for new supervisors within six months of appointment, as well as biennial training for all supervisors. The Department EEO Officer coordinates and schedules AB 1825 EEO update training for all supervisors in the Department. Recruitment Efforts As noted above, there was a slight increase in the number of sworn officers who left the Department due to resignations and retirements in 2016, compared to 2015. Due to our ongoing recruitment efforts, we were still able to produce a net increase of 27 sworn officers. Although the Police Department recognizes that it continues to be underrepresented concerning employees belonging to the Black, Hispanic, and Asian/OPI ethnic groups, our ongoing hiring and recruitment strategies will give us a continued opportunity to recruit, train, and retain a more diversified employee base that better represents the diversity of the city we serve. The Department continues to operate a robust and diverse recruiting team. Our Department recruiting team now has 23 members, with 16 members from the underrepresented population groups, up from 19 and 13 respectively, in 2015. Our recruitment team attends events all over the State of California and across the nation, focusing on events that are likely to pull more qualified applicants from underrepresented groups. In 2016, the Department recruiting team attended 111 events in an effort to recruit all classifications of police officers, including lateral officers from other agencies, police academy graduates, and trainees (non-sworn, entry-level officers with no police academy training or previous law enforcement experience). Noted events attended by the team include:

National Organization of Black Law Enforcement Executives Conference in Washington, DC

NAACP National Conference in Cincinnati, OH Black College Expo in Oakland and Los Angeles, CA Stockton’s HIREevent Stockton Black Family Day


Diversity Employment Day Career Fair in Sacramento, CA Diversity in Law Enforcement Careers in Sacramento, CA. Chinese New Year Celebration in Stockton, CA.

These events, among many others, give us an ongoing opportunity to focus our recruiting on a more diverse applicant pool that may otherwise not consider a career in law enforcement. Recruitment team members also follow up on interest cards submitted through these events to build relationships with potential applicants, to help them through the hiring and testing process. As previously noted, because of our participation in the City Council’s Ad Hoc committee on diversity, the Police Department has continued several immediate and long-term strategies to increase diversity in our Departmental hiring. The strategies included proactively engaging underrepresented applicants throughout the hiring process, forming and strengthening partnerships within the underrepresented communities through the ongoing implementation of Principled Policing, and our participation in the National Initiative for Building Community Trust and Justice. The Department also set benchmarks to be measured at six-month intervals to help gauge our progress and stay on track for implementing these strategies. The benchmarks and the corresponding results are listed below:

Hold fewer testing dates for the trainee position.

o Hiring is regulated by the City Charter and Civil Service Commission, requiring an eligibility list. Testing was being done too often, which caused the merging of lists. This continually pushed lower-testing applicants who were still eligible to the bottom of the list, as opposed to exhausting a single list of qualified applicants. The Department held two Police Trainee tests in 2016, in April and December.

o Police Trainee tests were also moved from Wednesdays to Saturdays to reduce conflict with class and occupation schedules, thereby decreasing no-show rates.

Hold three or more orientations for each test for Police Trainee.

o The Department hosted seven testing orientation sessions in 2016, three for the April 9, 2016, trainee test and four for the December 3, 2016, trainee test. At each orientation, the testing process was explained, recruiting was conducted, and applications were accepted onsite via Internet-connected iPads. A practice physical agility course was given and recruiters answered questions and coached the potential candidates. These orientations were very helpful for female and smaller-statured


candidates who at first had difficulty completing the wall-climb and dummy drag portions of the course but were successful on testing day. The goal of the orientation sessions is to help increase the number of candidates in attendance who successfully pass the physical and written tests and move on in the hiring process.

Evaluation of the Requirements for Police Officer Trainee and Recruit.

o The minimum Pellet-B score was previously lowered for Police Officer Recruit applicants to 42, consistent with the POST standards and requirements with our academy partner, the San Joaquin Delta College Police Academy. In 2016, the minimum Pellet-B score for Police Officer Trainee was lowered to 42 as well, further opening our available applicant pool, while still ensuring we are hiring applicants that are likely to be successful in the police academy.

Continue to work with the Career Pathway Alliance to develop a Public Safety Academy for K-12 students.

o The Public Safety Academy was opened in August 2016. The goal of the Public Safety Academy is to give a career pathway for local students to becoming a local officer.

o The curriculum is focused on the Six Pillars of Character, increasing the likelihood that students will pass background checks in the future.

o The Academy is a joint venture with the Stockton Unified School District,

Delta College, the California Highway Patrol, and the San Joaquin County Sheriff’s Office.

o The Academy initially began with grades 5-8 and will add a new grade

level each year as the students progress all the way through 12th grade.

o Department recruiting team members will work alongside academy staff to recruit students for the Public Safety Academy. They will also be recruiting students for future sworn positions in the Department.

Focuses Recruiting via Volunteer Opportunities

o The Department implemented an adult volunteer program called the Sentinels and continued to operate the Junior Cadet program, giving potential applicants an opportunity to become familiarized with Law Enforcement and establish a pathway into a full-time career. Out of the Sentinels and Junior Cadets, 55% are female, and 65% belong to an underrepresented group.


The Stockton Police Department also continued advertising in 2016 to target a more ethnically diverse demographic. The advertisements included two online magazines, Saludos Hispanos, which focuses on Hispanic employment opportunities, and The Cause, reaching out to the Black community. These both contain links directing viewers to the City of Stockton job application website and the JoinSPD.com recruiting web page. The Stockton Police Department is also advertising with the National Organization of Black Law Enforcement Executives (NOBLE), on both the national and San Francisco Chapter websites. There are also recruiting billboards that have been strategically placed in diverse locations throughout the city of Stockton and other, more diverse, nearby cities. The Department has recruitment videos playing at local theaters. The recruiting team has also placed “QR Codes” on every police car that can be scanned to direct the individual to the Department’s recruiting website. The team has also installed a full-color vehicle wrap on the Department’s recruiting SUV to increase interest and visibility. The City is still considering adjusting the minimum applicant age for all categories of Police Applicants to 19 ½, from 20 ½. This change will open up a large pool of applicants from our local area, giving them an opportunity to start the hiring process and a career with the Stockton Police Department prior to being eligible with other departments or embarking on another career. A 19 ½-year- old applicant will still meet the minimum age requirement of a sworn Officer, due to the length of the application and background processes, and academy training. The Department is continuing its study of the feasibility and best location for a “storefront” recruiting location where potential applicants and interested individuals can seek information, have questions answered, and apply at Internet-enabled computers. This will be at a location where local applicants especially can receive assistance with the application process. Summary In 2016, the Police Department saw a two percent increase in the overall percentage of underrepresented employees within the Department. While this percentage remains smaller when compared to the populations of the city and county, progress is still being made. The Department also experienced an eight percent increase in the percentage of underrepresented supervisors and female employees during the year. We successfully followed the short-term recruiting strategies that were outlined in last year’s report by proactively engaging underrepresented applicants throughout the hiring process and increasing our attendance at recruiting events held by underrepresented groups. Our long-term recruiting strategies, such as the Public Safety Academy and implementation of our adult volunteer programs, will give us more opportunities to increase the percentage of underrepresented groups employed by the


Department as we continue to work toward filling our open positions with a workforce that better reflects the community we serve. Our goal for 2017 will be to continue to develop a qualified employee base that closely mirrors the diverse population of the city of Stockton. In order to improve the relative percentages of underrepresented groups employed by the Department, we will continue our emphasis on local recruitment and targeted advertising of underrepresented groups. We will continue to monitor our progress as we work toward our goals for next year. Attachment B is the Stockton Police Department Strategic Plan for 2017-2019. The Strategic Plan also emphasizes a few of the recruiting efforts mentioned in this report. ERIC JONES CHIEF OF POLICE EJ:JS:vs Attachments

CHIEF OF POLICEEric Jones

Professional StandardsLieutenant Joshua Doberneck

Legal AdvisorSusana Wood

Stockton Police Department

S.W.A.T.Lt. Ivan Rose

FIELD OPERATIONS DIVISIONCaptain Jeff Coon

Crimes Against Persons/Property Section

Lieutenant Grant Bedford

TECHNICAL SERVICES DIVISIONCaptain Antonio Sajor

Special Investigations SectionLieutenant Eric Kane

Effective February 1, 2017

EEO OfficerSergeant Jonathan Swain

Watch Commanders Lieutenant Scott Votino Lieutenant Tina Talamantes Lieutenant Toby Will Lieutenant Sean JohansenLieutenant Kevin Smith Lieutenant Kathryn Nance

Personnel SectionLieutenant Rodney Rego

Community Response TeamLieutenant Timothy Swails

ADMINISTRATIVE SERVICES DIVISIONCaptain Tom Jernigan

SPECIAL OPERATIONS DIVISIONCaptain Aaron Rose

Traffic & Events SectionLieutenant Travis Diguilio

Strategic Operations Section(N) Lieutenant Richard Ridenour

(S) Lieutenant Augustin TellyNeighborhood Services SectionPolice Services Mgr. Peter Lemos

LOGISTICS BUREAUDEPUTY CHIEF OF POLICE

Rick Salsedo

OPERATIONS BUREAUDEPUTY CHIEF OF POLICE

Trevor Womack

INVESTIGATIONS DIVISIONCaptain Scott Meadors

Training SectionLieutenant Michael Reynosa

Fiscal Affairs & PlanningDirector Erin Mettler

Chief of StaffLieutenant James Chraska

Public Information OfficeOfficer Joseph Silva

Ceasefire SectionLieutenant Ivan Rose

Animal Services SectionPolice Services Mgr. Phillip Zimmerman

Analytics & CommunicationsPolice Services Mgr.

Melissa Murray

Evidence & RecordsPolice Services Mgr.

Vacant

Property Room Sup. Linda Engrav-Clarke

Records SectionSup. Lorena Quiroz

Sup. Rhonda Winkler

Evidence/Identification SectionSup. Darren Antonovich

Sup. Mardy Beggs-Cassin

Crime AnalysisSup. Ruth Padilla

Telecommunications Center

Attachment A

Stockton Police Department Programs and Special Units

PACTLt. Eric Kane

Honor GuardLt. Kevin Smith

INVESTIGATIONS DIVISION CAPTAIN

ADMINISTRATIVE SERVICES DIVISION CAPTAIN

Mobile Field Force TeamLt. Grant Bedford

Explosive Ordnance Disposal (EOD) Team

Lt. Kevin Smith

Chaplaincy Sr. Chaplain Jesse Kenyon

Auto Theft AwardLt. Grant Bedford

Homeless/TransientLt. Augustin Telly

School Resource Officers Lt. Richard Ridenour Volunteers In Police Service

(VIPS)Becky Plath

Peer Support TeamLt. Rodney Rego

Critical Incident Inv. (CII)Lt. Toby Will

Emergency Svcs Unit (ESU) Lt. Grant Bedford

Mobile Command Post (MCP)Lt. Travis Diguilio

CadetsLt. Rodney Rego

Reserve Officers Tom Cantrell

Crisis Negotiations Team (CNT) Lt. Tina Talamantes

CanineLt. Tim Swails

Taser Lt. Richard Ridenour

Crimefree Multi-Family Housing

Lt. Richard Ridenour

Mental Health LiaisonLt. Richard Ridenour

FBI Task ForceLt. Eric Kane

Neighborhood/ Business WatchLt. Richard Ridenour

EVOCLt. Michael Reynosa

METRO NarcoticsLt. Eric Kane Sentinels

Lt. Rodney Rego

Field Training Officer (FTO)Lt. Michael Reynosa

CameraMelissa Murray

Community Corrections Partnership Task Force

Lt. Eric Kane

Multi-Agency Gang Task ForceLt. Eric Kane

RadioPolice Services Mgr Vacant

Effective February 1, 2017

Transportation OfficersLt. Sean Johansen

FIELD OPERATIONS DIVISION CAPTAIN

SPECIAL OPERATIONS DIVISION CAPTAIN

TECHNICAL SERVICES DIVISION CAPTAIN

Historians Lt. Rodney Rego

Bicycle Officer ProgramLt. Augustin Telly

Delta Regional Auto TheftLt. Grant Bedford

Air SupportLt. Scott Votino

ShotspotterLt. Sean Johansen

Special EventsLt. Travis Diguilio

RTD, HUD Contract OfficersLt. Augustin Telly

CSO LiaisonLt. Augustin Telly

S.W.A.T.Lt. Ivan Rose

Body CamerasLt. Grant Bedford

Patrol Rifle Lt. Ivan Rose

National Initiative / Community Advisory Board / SPARS

Lt. Jim Chraska

Neighborhood Blitz TeamLt. Richard Ridenour

PIO / CrimestoppersOff. Joseph Silva

OPERATIONS BUREAUDEPUTY CHIEF OF POLICE

LOGISTICS BUREAUDEPUTY CHIEF OF POLICE

CHIEF OF POLICE

Attachment A

Strategic Plan

2017-2019

Stockton Police Department

To work in partnership with our community, to build and maintain relationships founded on trust and mutual respect, while reducing crime and improving the quality of life.

ATTACHMENT B

By the Numbers

315,592CITY

POPULATION

485AUTHORIZED

SWORN

733,383COUNTY

POPULATION

227CIVILIAN SUPPORT

EMPLOYEES

727,683CALLS

RECEIVED

$203 MCITY

BUDGET

405,548CALLS FOR

SERVICE

$110 MPOLICE DEPARTMENT

BUDGET

ATTACHMENT B

Chief Eric Jones

3Stockton Police Department

MessageFrom the Chief

Our department is committed to the success and safety of Stockton, and I am incredibly proud of the Stockton Police Department (SPD) staff for the tireless work invested to that end. The sheer volume of 400,000 calls-for-service annually is significant, however, our department members look beyond workload and instead look at work product and what we can do to improve the City we serve. I am also incredibly proud of our community in helping us to make Stockton a better place.

We have had many successes in recent years, such as our early adoption of Real-Time Policing, to an evolution of data-driven strategies and dedication to evidenced-based practices. The SPD has led trust-building efforts with the community we serve and, in the process, developed a refined policing philosophy now recognized as Principled Policing. This innovative approach resulted in expanded work with both the State Attorney General’s Office, through its 21st Century Policing Working Group, and the U.S. Department of Justice - National Initiative for Building Community Trust and Justice. Our department has since been recognized as a leader at the national level for contributions to the law enforcement profession, attested by the fact that our programs are being replicated in other cities.

Among these programs are those which expand our community outreach.

The Police Chief’s Community Advisory Board has helped shape spaces for candid dialogue with our community. The Neighborhood Impact Teams have put our staff and volunteers into neighborhoods that need them the most, allowing them to share information and resources, and simply show we care. The SPD has also worked hard on improving the quality of life and reducing blight in Neighborhood Blitz zones across Stockton, and we’ve increased our Animal Shelter’s live release rates. The hiring of police officers and other staff continues to climb, and we recently experienced the lowest total crime rate for Stockton in the last 16 years. We have also shown a commitment to our employees by the development of a very robust Wellness Network.

These successes are significant and the SPD is already an outstanding organization. However, we also recognize the need and opportunity for continual improvement. To that end, what follows is the result of much collaboration amongst and within SPD staff. I’m excited to move forward in pursuit of the goals and objectives included in this strategic plan; and confident that this plan’s successful implementation will keep the SPD positioned at the forefront of contemporary, effective law enforcement organizations nationwide.

Chief Eric Jones

ATTACHMENT B

4 Strategic Plan 2017-2019

A strategic plan communicates the common goals, roles, and benchmarks for an organization and all its members. To be successful, the strategic plan must be flexible to adjust to the unexpected, promote innovation, progress and development, and fluidly transition from one strategic planning cycle to the next. It recognizes an organization’s strengths and weaknesses and builds a foundation and structure supporting the action needed to reach its goals. This document sets forth the Stockton Police Department’s policing strategy. It acknowledges the past, addresses our current challenges, and looks to our future.

In November 2013, the Stockton Police Department (SPD) created and implemented its first three-year strategic plan. Much of the plan was focused on implementing the Marshall Plan on Crime, which contained four primary objectives: (1) hiring additional police staff, (which had been drastically cut during the preceding financial crisis), (2) implementation of Operation Ceasefire, an evidence-based violence reduction strategy, (3) creation of the Neighborhood Blitz Team (NBT) to provide a targeted approach to blight reduction and improve quality of life, and (4) creation of the Office of Violence Prevention (OVP), which seeks to build community by connecting those in need

with services to help them succeed.Between 2013-2016, the SPD hired record

numbers of new employees and realized a net gain of over 70 sworn officers. Sworn staffing levels surpassed 420 — the highest level since 2009. These staffing gains, combined with the implementation of Operation Ceasefire and the department’s focused policing strategies, helped Stockton realize significant and steady annual decreases in its overall crime rate, reaching a 15-year low in 2015. While violent crime remains a significant and persistent challenge, this reduction in overall crime is a positive step in the right direction.

As the plan’s three-year time frame neared conclusion, development of this newly refined plan began. The approach taken included obtaining input from key stakeholders through an extensive community survey conducted in partnership with the University of the Pacific. It also included the formation of an internal strategic plan development committee to validate the primary goals and objectives, garner input and ideas from across the entire department, and lead a series of feedback and review sessions with the management team of the Stockton Police Department.

Introduction

Two primary factors guided the above plan development work:

The Chief’s refined policing philosophy, which is founded upon the pillars of Smarter Policing and Principled Policing.

2.

The City’s overall direction and focus as established by the City Council per its Strategic Workplan. Specific to public safety, that plan seeks to achieve improved police response times, customer service and follow-ups, and the hiring of additional personnel to increase diversity.

1.

Finally, with the institutionalization of the tenets of Procedural Justice in mind, the department updated its Mission Statement to better reflect the current values and focus of the agency.

Foundation of Culture and Leadership

SMARTERPOLICING

PRINCIPLEDPOLICING

Intelligence-Led Policing: Evidence-based, Data-driven, Strategic, Innovative, Utilize Technology, Real-Time-Policing,Improved Service Delivery

Ethics, Values & Principles: Accountability,Transparency,Training, Evaluation,Listening, Dialogue,Community Outreach,Relationship-based,Problem-Solving

Philosophy Meets Science, Research & Technology

ATTACHMENT B

Our Core Values

Our core values define who we are and what we as an organiza-tion hold as paramount. They are unchanging and universal. The Core Values for the Stockton Police De-partment include:

• Integrity• Professionalism• Sensitivity• Cooperation• Innovation

Our values are the lens through which we view our decisions and actions. These values are reflected in our Mission Statement.

Also, it is important as a depart-ment that we hold ourselves to the highest standards when it comes to:

• Accountability• Transparency• Training• Evaluation • Communication• Community Outreach• Relationship-based Policing • Problem-solving

To continually evaluate ourselves and our efforts while training to be better at what we do, to reach out to the community and commit to dialogue, even when uncomfortable and difficult, and to maintain an attitude of problem-solving through relationship-based policing. These are the standards to which we hold ourselves accountable.

Our Strategic Goals for 2017-2019

The Stockton Police Department will focus on accomplishing the following goals over the next three years:

1. Reduce crime and blight

2. Increase trust between the community and police

3. Recruit and hire a qualified, diverse workforce

4. Employ staff that are highly trained, knowledgeable and prepared

Mission Statement

To work in partnership with our community, to build and

maintain relationships founded on trust and mutual respect,

while reducing crime and improving the quality of life.

5Stockton Police Department

Mission, Values and Strategic Goals

ATTACHMENT B

Strategic Goal 1REDUCE CRIME AND BLIGHT

We have developed four primary objectives in support of overall crime and blight reduction: (1) reducing violent crime, (2) reducing property crime, (3) reducing traffic collisions, and (4) reducing blight. Our overarching framework also remains the “Four P’s” - Partnership, Prediction, Prevention, and Pursuit.

While various specialized sections and units within the department will focus on specific objectives and strategies, we recognize that our uniformed patrol officers play a critical role in achieving our goals. Accordingly, 75% of Measure A will support uniformed field assignments, while 25% will support non-uniformed investigative assignments.

PARTNERSHIP We will partner with community members, groups, and

other law enforcement agencies to analyze and respond to community problems that lead to crime.

PREDICTIONEffective policing demands a data-driven and evidence-

based approach informed by the latest technologies. Through Project ForeBoDe (Forecast Based Deployment) we use advanced technology to analyze intelligence and data to forecast crime (area-based) and deploy resources. Through our regular Operation Ceasefire shooting reviews, we identify individuals most at risk of being involved in violent criminal activity (person-based) for focused interventions.

PREVENTIONWe prevent criminal activity by maintaining a visible

presence in areas and at times when crime is most likely to occur. We educate the community on crime prevention and safety, using concepts such as Crime Prevention Through Environmental Design (CPTED), Neighborhood and Business Watch groups, and through social media. We work with our partners to reach out to those most at risk of being involved in crime and offer them alternatives to the lifestyles carrying them down that path, using proven intervention efforts.

PURSUITWe conduct detailed and thorough investigations of

criminal activity to identify and arrest those responsible. Council Goals Addressed

This goal supports several City Council Priority Goals by working to improve police response times and customer service, through the hiring of additional officers and implementation of the Marshall Plan.

Objective 1: Reduce Violent Crime The department will focus and manage its violent

crime reduction efforts through our monthly location-based Information, Communication, and Planning (ICAP) meetings; coupled with our Operation Ceasefire individual-based group violence intervention strategy. Both ICAP and Operation Ceasefire are premised upon our commitment to data-driven, intelligence-led, and evidence-based policing strategies.

Information, Communication, and Planning (ICAP)Key department personnel meet during monthly ICAP

meetings to share and analyze intelligence gleaned from investigations, staff expertise, community contacts, and our forecasting model - Project ForeBoDe. Plans are developed and managed specific to those neighborhoods identified as having the highest risk for violent crime. Resources are then focused into these areas to prevent crime and interrupt violence through presence, education and focused enforcement. Results are analyzed for effectiveness and used to inform future strategy development.

Operation CeasefireOperation Ceasefire is a proven evidence- and

partnership-based violence prevention strategy. In partnership with the City’s Office of Violence Prevention and community leaders, Operation Ceasefire reaches out to groups and individuals identified as being most at risk for involvement in firearms-related violence to provide education on the impact of violence to those involved, their families and the community. Resources are offered to assist individuals in making positive life changes that

6 Strategic Plan 2017-2019ATTACHMENT B

lower their risk of gang/group violence. Additionally, the department partners with other local, state, and federal law enforcement agencies to conduct targeted enforcement and prosecution of those who ignore the message and continue their violent behaviors. As additional personnel from Measure A are allocated, Operation Ceasefire will continually be evaluated and refined for greatest effectiveness. Objective 2: Reduce Property Crime

The department will use community groups, increase and improve the quality of investigations, and leverage Strategic Community Officers to reduce property crime. Watch Groups

Our Crime Prevention Section is responsible for building Neighborhood, Business and Apartment Watch groups throughout the City. They also work in partnership with the Housing Authority of the County of San Joaquin to provide Crime Free Multi-Housing program training and certification to properties choosing to participate in this program. These formal partnerships promote information sharing between the Watch Groups and the department about problems in the community and provide regular opportunities for crime prevention education.

Increased Follow-up InvestigationsPatrol officers and community service officers conduct

most initial investigations of property crimes reported to the Stockton Police Department. Increased patrol staffing will allow time for more thorough investigations by patrol and community service officers. Staffing increases and additional Investigators assigned to the General Crimes Unit will allow more time to conduct investigative follow-up on cases.

Strategic Community Officers

In 2015, the department implemented the Strategic Community Officer (SCO) assignment as staffing levels improved. SCOs are uniformed police officers primarily assigned to geographical areas who work in the Strategic Operations Section along with the Crime Prevention Unit. SCOs partner with the community and watch groups to

address ongoing problems. One area of focus for SCOs is to work with the General Crimes Unit and Field Operations Division to develop and implement strategies in response to crime trends and series. Objective 3: Reduce Collisions

The department will increase staffing in the Traffic Section. Evidence shows traffic violations, accidents, and crime are reduced in areas where high-visibility traffic enforcement is conducted.

Through Measure A, Traffic Section staffing can be increased significantly. Special enforcement areas will be determined using accident data and ICAP.

The Traffic Section will continue to educate the public regarding traffic safety through community meetings, presentations at local schools, participation in National Bicycle Safety Month, involvement with collaborative courts (DUI Court), and assisting the California Highway Patrol with the “Every 15 Minutes” program, which focuses on educating high school students on the consequences of drinking and driving.

Objective 4: Blight ReductionThe department’s Neighborhood Services Section (NSS),

responsible for enforcing the Health & Safety Code, will use multiple tools to reduce blight and nuisance properties. Through partnerships such as the Neighborhood Blitz Team and Greater Valley Conservation Corps, and using strategies such as Stockton’s Top Offending Properties (STOP) program, the department will continue to be proactive with neighborhood clean sweeps and graffiti,

7Stockton Police DepartmentATTACHMENT B

blight, garbage, junk, and debris abatement. NSS will also be implementing audits for the Residential Rental Program, ensuring rental properties meet minimum code standards for tenants.

Neighborhood Blitz Team (NBT)The NBT is an innovative approach to reducing blight and

crime in narrowly-defined target neighborhoods through the combined effort of code enforcement personnel and sworn police officers. Team members partner with area residents, businesses, community groups and service providers to address the needs of the area.

Community EventsThe NSS Community Service Officer (CSO) will

proactively engage neighborhoods through the coordination of community events to build trust, increase interaction and improve communication with our residents.

Stockton’s Top Ten Offending PropertiesThe newly created Stockton’s Top Offending Properties

(STOP) Program identifies Stockton’s top ten nuisance properties and proactively addresses blight and health and safety issues at each location.

Strategic Goal 2INCREASE TRUST BETWEEN THE COMMUNITY AND POLICE

To improve trust and relationships between the police and the community, it is important that we build and enhance our partnerships through community oriented policing and increase legitimacy using Procedural Justice. While providing a stellar level of service to our community, the officers and civilian employees of the Stockton Police Department regularly handle over a thousand calls for service each day. However, we also acknowledge that there is always room for improvement and we will use the following objectives to build an even greater relationship with our community. The department will continue leading the nation by remaining at the forefront of agencies working to strengthen the public’s perception and understanding of law enforcement using Principled Policing and Procedural Justice.

As mentioned, one of the pillars of our policing philosophy is Principled Policing, which speaks to our ethics, values, and principles and uses relationship-based policing to solve problems. Our three-year strategic goal to improve trust between the department and the community directly aligns with this philosophy. Accomplishing this goal will result in a community more actively engaged in the police department’s programs and outreach, improved two-way communication between the community and the police department, reduced citizen complaints, and a department that fully supports and applies Procedural Justice.

Council Goals AddressedThis goal supports the City Councils Priority Goal No. 1

by working to improve the department’s level of customer service.

Objective 1: National Initiative for Building Community Trust and Justice

The National Initiative for Building Community Trust and Justice (often referred to as simply the National Initiative) has highlighted three areas that research indicates hold great promise for concrete, rapid progress in building


community trust, police legitimacy, and reconciliation. Stockton Police Department personnel have been receiving intensive training in three areas:

• Procedural Justice focuses on how the characteristics of police interactions with the public shape the public’s views of the police, the public’s willingness to obey the law, and actual crime rates. Beyond the intensive training department employees receive in this area, the department has begun assessing its employees on their ability to practice Procedural Justice and acknowledges those who show exceptional progress through special assignments, promotions, and annual evaluations. Additionally, departmental policies are being revised to integrate Procedural Justice.

• Implicit Bias focuses on how largely subconscious psychological processes can shape authorities’ actions and lead to racially disparate outcomes, even where actual prejudice is not present.

• Reconciliation facilitates honest conversations between communities and police that allow them to address historical tensions, grievances, and misconceptions with the ultimate goal of resetting relationships.

Procedural Justice will be applied throughout the department, included in policies, employee evaluations, and special assignment requests.

Objective 2: Public Information Officer (PIO)The department’s Public Information Officer is

tasked with answering questions from the media and disseminating press releases. We plan to expand this office to facilitate improved two-way dialog with the community, increase transparency, and communicate in a timely and accurate manner through several avenues including social media and face-to-face contact. We will continue using Facebook, Twitter, Instagram, blogging and other outreach tools to remain proactive in the dissemination of information.

Objective 3: Neighborhood Impact Team (NIT)The Neighborhood Impact Team works in partnership

with the Stockton Police Chaplaincy. This team, consisting of the PIO, volunteers and Community Service Officers (CSOs), goes into the community after a traumatic event, such as a homicide or an officer involved shooting. The team talks to affected community members about the incident and the many resources available to them, answers questions and helps build trust through disseminating accurate information as well as gaining input from the community. Objective 4: Chief’s Community Advisory Board (CAB)

The Chief’s Community Advisory Board is comprised of a cross-section of Stockton’s civic, business and religious leaders. The CAB encourages two-way communication between the department and the community. The CAB meets with the Chief on a regular basis to share concerns on crime and police relations and to receive information on current department initiatives. Courageous Conversations, the latest project being worked on by the CAB, reaches further into the community to create additional dialogue.

Courageous ConversationsCAB members help shape spaces for candid dialogue

with our community and facilitate town hall style meetings in schools, churches and community centers where participants are encouraged to discuss issues such as racial prejudice and police community relations.

Objective 5: Operation CeasefireOperation Ceasefire is a proven group violence

intervention strategy which focuses resources on those most likely to be involved in gun violence – those most likely to shoot or be shot. Operation Ceasefire comprises a partnership of community-based organizations, service providers, and law enforcement, which communicates with those at risk through “call-ins,” offering help and resources to get out of the violent lifestyle. Those who do not take advantage of these resources and continue to engage in violence face criminal sanctions by a broad array


of committed criminal justice system partners at the local, state, and federal levels.

Operation Ceasefire’s partnership-based, focused enforcement and direct, respectful communication impacts violent crime while also establishing trust with individuals and families most affected by violence.

Objective 6: Body Worn Camera ProgramWe believe Body Worn Cameras (BWCs) tend to reduce

the overall number of police use-of-force incidents and lower the incidence of complaints against officers – thus benefiting both officer and citizen safety. In 2015, the department implemented the BWC program and has now deployed 350 BWCs. Having cameras on our officers makes the department more accountable and often provides valuable evidence in all manner of investigations.

A recent survey of our officers showed a large majority believe the BWC is a positive tool for policing and they are in favor of using them. The same study found 26 percent of officers believe they have had to use less force now that they are wearing the cameras.

Objective 7: Strategic Community OfficersThe Strategic Community Officer (SCO) program places

officers in communities challenged with higher levels of crime and blight where there is great potential for strengthening relationships. These officers integrate themselves into the community by attending meetings

and talking with people where they help develop and implement solutions to problems. These officers maintain relationships with the community members to ensure satisfaction and continued resolutions.

Strategic Goal 3RECRUIT AND HIRE A QUALIFIED DIVERSE WORKFORCE

The department is committed to maintaining its high standards for hiring and values all forms of diversity, including ethnicity, gender, culture, education, and experience, understanding it is important to build a department that is representative of the community it serves. With a reinvigorated focus in 2012, the department changed its recruiting approach to be more transparent, robust, and focused on attracting a highly qualified, diverse workforce to better reflect the makeup of our community. Many law enforcement agencies are actively hiring and competition is high so attracting quality candidates over the past three years has been an immense challenge – one compounded by our community’s increased level of violent crime, high poverty, and low literacy rates.

Stockton is home to over 300,000 people, with a nearly equal split in gender. Census data from 2010 shows the largest ethnic group is Hispanic or Latino, at 40 percent. The next most represented group is White at 23 percent, followed by Asian at 21.5 percent and Black at 12 percent.

The department values diversity and has demonstrated


its strong interest in employing a police force reflective of the community in which they serve, yet much work remains. The residents of Stockton are also asking for a police force with ties to Stockton — officers who see service as a calling and not just an occupation. Residents desire a police force that is moved to engage with the community beyond the margins of work. The department has developed a framework by which to achieve a more diverse workforce while maintaining the high standards expected by our community and our profession.

Council Goals AddressedThis goal mirrors the City Council Strategic Work Plan

Priority Goal No. 1 by working to improve officer diversity.

Objective 1: Recruitment and Hiring Strategic recruitment should be focused, purposeful and

attract quality candidates representative of the community without lowering standards. There are several short-term strategies utilized by the department to attract a robust applicant pool, including a recruiting team and expanded volunteer opportunities. Both are important components of a robust strategy. However, it is important the department also recognizes the need to instill a belief throughout the organization that every employee, in every assignment, plays a role in recruiting the department’s next generation. All employees should incorporate recruiting into all existing presentations such as: Neighborhood Watch and Business Watch groups, active shooter demonstrations/training, and business safety awareness. The ideal applicant in these opportunities is a working adult who wants to make a difference in their community and may be contemplating a career change.

Recruitment TeamThe department created an extremely diverse

recruitment team consisting of a cross-section of the organization, specifically selected and specially trained to engage interested candidates, establish rapport and form a relationship which helps guide candidates throughout the application, testing, and background process. Online interest cards are solicited and prospective applicants are quickly connected to a recruiter to explain the process,

provide information, and inspire continued interest. Orientation sessions are held for interested applicants to better prepare them for the rigorous hiring process. The Recruitment Team also attends local and national job fair events and uses diverse strategies of marketing and advertising such as online ads, billboards, magazine, radio, and videos to entice additional applications. This team was recently expanded to include civilian staff and incorporate similar recruitment strategies for the non-officer vacancies within the department.

Volunteer ProgramsPolice volunteer programs provide for community

participation in the police department and an opportunity for community members to explore their interest, and potentially a career in law enforcement. The department restructured its volunteer programs to fill age gaps and realign volunteer resources. A reorganized Cadet program provides opportunities for those aged 14-17, and a newly created Sentinel program allows for volunteers between the ages of 18 and 40. These volunteers contribute to the department and community by participating in such duties as: assisting with traffic control, finding missing persons, conducting special checks and participating in the Neighborhood Impact Team (NIT). Both programs have gained tremendous support and interest, as demonstrated by the staffing levels of 25 people in each program.


Public Safety AcademyIn August 2016, Stockton’s first ever Public Safety

Academy (PSA) opened on the grounds of Stagg High School. Designed as a criminal justice career pipeline for Stockton’s youth, the PSA is a partnership with Stockton Unified School District, Stockton Police Department, San Joaquin Delta College Police Department and California Highway Patrol. The PSA initially opened for youth in 5th-8th grade with a curriculum built on criminal justice and a focus on character building based on the Six Pillars of Character. Each subsequent year, one grade will be added until the program includes the 12th grade. Ultimately, youth in grades 11 and 12 will be able to begin working on their AA or AS degree before completing high school by taking administrative justice classes through San Joaquin Delta College.

Strategic Goal 4EMPLOY STAFF THAT ARE HIGHLY TRAINED, KNOWLEDGEABLE AND PREPARED

Due to severe financial challenges in past years, the department lost an enormous amount of experienced and well-trained employees, as well as a significant portion of the resources to train them. Since 2012, over 330 sworn officers have been hired; however, with an unusually high turnover rate, the department has realized only a net gain of a little more than 100 officers. With emphasis and resources placed on hiring, it has been a struggle to complete California Commission on Peace Officer Standards and Training (POST) mandated training. Specialty and team training was not possible. Moreover, joint training with other sections within the police department, such as code enforcement, dispatch, Animal Services and Field Evidence Technicians, was not an option.

While the department has consistently met minimum training requirements, those requirements have changed and the number of staff has increased. Moving forward, the department will need to accomplish the following objectives to meet the overall goal of having highly trained, knowledgeable and prepared staff.

Work is needed to achieve additional diversity within management. The promotional path from subordinate to supervisor and manager must support and encourage this

through skills preparation and testing, which includes a renewed mentorship and training program.

Council Goals AddressedThis goal supports several City Council Priority Goals

by working to improve police response times, customer service and implementation of the Marshall Plan.

Objective 1: Implement a Comprehensive Training Plan

We will create a training plan for all sections within the department that identifies preferred POST schools and required POST training, identifies relevant specialty training and tracks all such training. To accomplish this objective, we will establish a Training Committee tasked with the following:

1. Considering all mandated and specialty training as it applies to each section within the department,

2. Identifying the most desired and beneficial POST schools and take advantage of Train the Trainer courses, thus saving money by locally training employees and eliminating travel costs,

3. Tracking employee training in the Training Management System (TMS),

4. Conducting in-house on the job training in team settings,

5. Identifying nationwide crime trends, crime reduction strategies, and response tactics to ensure our staff receives relevant training.


Objective 2: Develop Professional Training StaffTo accomplish this objective, we will:1. We will develop full and part time trainers to meet

the needs of a growing department. Each shift will have an appointed trainer within all areas of the police department to ease the heavy burden being placed on trainers. With this in mind, we will need to identify appropriate Train-the-Trainer courses to develop quality training staff.

2. Work with other agencies, such as the District Attorney’s Office and mental health workers, to take advantage of their expertise with training our trainers.

3. Hold quarterly trainer development workshops to ensure consistency and quality of training.

Objective 3: Succession and Career Planning

With the anticipated supervisory and management turnover during the next three years, succession and career planning is important to plan for the long-term success of the department. To prepare for this turnover and to increase the diversity within the supervisory and management ranks, we will complete the following:

1. Partner with the University of the Pacific to develop an in-house and custom-fit leadership and promotion course. This course will be designed to prepare employees for the challenges associated with supervisory and management positions.

2. Have all Field Training Officers (FTOs) complete the Tactical Sergeant Course, which prepares them for the role and challenges of being a field sergeant.

3. Create and develop a Special Assignment Tour of Duty Plan. This plan will allow patrol officers to temporarily work in the various special assignments throughout the department to expose patrol officers to the different aspects associated with solving and managing crime.

4. Develop an in-house mentorship program where supervisors and managers are encouraged to mentor and develop their employees, preparing them for career advancement.

Objective 4: Training Facility

Thousands of hours are spent every year conducting POST-mandated and in-house training. POST requires semi-annual training for all police officers in three specific areas: Firearms, Arrest and Control Techniques, and Emergency Vehicle Operations. Additionally, the department conducts in-house specialty training such as Procedural Justice, mental health, use of force, and tactical training. Tactical training consists of classroom lecture and field training. Special teams, such as SWAT, Mobile Field Force and K-9, train at least once each month. Training needs have and will continue to grow as the department expands its ranks.

The department’s training facility is located within the Port of Stockton and leased from the Port. It consists of four shooting ranges and a 1940s era range-house, which need significant upgrades and repairs. Additionally, the facility does not have an Emergency Vehicle Operations Course or Arrest and Control Techniques training area. This necessitates the use of outside training locations. A comprehensive plan needs to be developed that outlines the current and future training needs of the department and the necessary resources required to acquire and build these facilities.


14 Strategic Plan 2017-2019

It is critical that the department implements the four strategic goals of:

• Reducing crime and blight• Increasing trust between the community and police• Recruiting and hiring a qualified, diverse workforce• Employing staff that are highly trained, knowledgeable

and preparedTo ensure the success and implementation of these goals, each member of the Stockton Police Department will be held accountable. Beyond the continuous monitoring and updating, progress will be tracked and measured and annual reviews and updates will be implemented.

AccountabilityThe department’s top leadership is committed to the

successful implementation of this strategic plan. The Chief of Police, Deputy Chiefs and Captains take personal responsibility for the strategic plan objectives. They will work together as a team to assign strategy leaders and balance resources as the department moves forward with the plan.

Tracking and MeasurementStrategic plan progress is continually tracked, measured,

and reviewed during monthly Information, Communication and Planning (ICAP) strategy meetings. In addition to the monthly ICAP meetings, progress reports highlighting key accomplishments and progress are reviewed during quarterly management team meetings and are distributed department-wide for the benefit of all employees.

Annual Review and UpdateThe strategic plan is reviewed and updated as needed on

an annual basis, in conjunction with the City’s annual budget preparation cycle. The department’s overall objectives and strategies are assessed and reprioritized if necessary, based on operating expenses, service indicators, crime statistics, or special initiatives. This process allows for plan flexibility given ever changing realities, ensuring the strategic plan remains a viable and legitimate tool that supports annual operating budget development, capital improvement project (CIP) development, and equipment and personnel planning. The report is available for download from the City’s website at http://stocktongov.com/government/departments/police/default.html.

Implementation and Evaluation of the Strategic Goals

ATTACHMENT B

Deputy ChiefTrevor WomackOperations Bureau

Erin MettlerDirector of Fiscal Affairs & Planning

LieutenantGrant BedfordInvestigations Section (Committee Chair)

LieutenantJoshua DoberneckProfessional Standards Section

The production of this three-year strategic plan is the culmination of many hours of quality work by a dedicated team of professionals comprising the Strategic Plan Development Committee. We would like to recognize and praise their leadership throughout this process, which has resulted in an extremely well-informed plan that best represents our mission, vision, values and goals for the Stockton Police Department over the next three years.

Acknowledgments

LieutenantIvan RoseOperation Ceasefire Manager

LieutenantRodney RegoPersonnel Section

Peter JohnsonDirector, Westgate Center for Leadership & Man-agement Development, University of the Pacific

LieutenantMichael ReynosaTraining Section

ATTACHMENT B

Stockton Police Department425 N. El Dorado StreetStockton, CA 95202

www.stocktongov.com/[email protected]

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01.2017 v1.5

ATTACHMENT B

City of Stockton

Legislation Text


ANNUAL REPORT TO CITY COUNCIL REGARDING MEETING DATES, MEMBER ATTENDANCE,SUMMARY OF DUTIES AND RESPONSIBILITIES, ACCOMPLISHMENTS WITHIN THE PAST 12MONTHS AND PROGRESS AND CHALLENGES

RECOMMENDATION

Council Policy 100-2 City Council and Mayoral Appointments to Boards, commissions, andCommittees, section IX, Commission Annual Reports to the City Council, amended by the CityCouncil December 17, 2013, requires that each City Board/Commission submit an annual report tothe City Council.




Commission Name: Civil Service/Equal Employment Commission

Reporting Period (12 months prior): January 1, 2016 – December 31, 2016

Description of CommissionTo adopt, amend or repeal rules for the Civil Service System.

To make an investigation either upon complaint or upon its own motion concerning any matter touching the administration of the Civil Service System.

To act in an advisory capacity to the City Manager on problems concerning personnel administration.

As provided by rule, to hear appeals of dismissals, demotions or reductions submitted by any person in the competitive service. Prepare or cause to be prepared a written statement of facts, findings, and recommendations on every appeal. The effect of the Commission's recommendation in case of discharge, demotion or reduction shall be final and binding upon all parties.

To make an annual report and such other reports as it deems desirable to the City Council covering the administration of the personnel system.

Regular Meeting Dates & Times Third Thursday of each month at 3:00 p.m.; Resolution CS10-014City Hall, Second Floor 425 N. El Dorado Street, Stockton CA 95202

Attendance Summary

Number of Meetings Held 12 Regular Meetings/0 Special Meetings

Commissioner Name Number of AbsencesPamela Sloan 0Annette Sanchez 2Sarbjeet Singh 4Shellie Lima 5Douglas Vigil 1

Ethics Training Required ⊠Yes / ☐NoCommissioner Name Date Completed Next Training DuePamela Sloan 8/6/2015 8/6/2017Annette Sanchez 8/6/2015 8/6/2017Sarbjeet Singh 1/29/2014 OverdueShellie Lima 5/27/2015 5/27/2017Douglas Vigil 5/9/2015 5/9/2017

Statements of Economic Interest (Form 700) Required ⊠Yes / ☐NoCommissioner Name Date FiledPamela Sloan 3/21/2016Annette Sanchez 3/3/2016Sarbjeet Singh 4/4/2016Shellie Lima 1/4/2016Douglas Vigil 2/23/2016

Accomplishments and CommentsSee Annual Report

city of stockton concurrent civil · 2/16/2017 · 11.1 17-3340 request a public hearing to amend...

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