>> GOOD AFTERNOON.
TODAY IS
THURSDAY, SEPTEMBER 19th.
IT IS 2:01 PM.
AND THIS IS A
SPECIAL MEETING OF THE GENDER
EQUITY COMMITTEE.
I'M THE CHAIR
OF THIS COMMITTEE.
COUNCIL
MEMBER HAS ANOTHER ENGAGEMENT
CURRENTLYISM KNOW SHE WILL BE
ARRIVING A LITTLE BIT LATER TO
THIS MEETING.
>> IF THERE IS NO OBJECTION, THE
AGENDA WILL BE ADOPTED.
HEARING
NO OBJECTION, TODAY'S AGENDA IS
ADOPTED.
THERE WILL BE THREE
ITEMS ON TODAY'S AGENDA OF THE
THE FIRST IS AN ITEM RELATED TO
THE SEATTLE FIRE DEPARTMENT.
WE
WILL HEAR A LIKELY VOTE ON THE
COUNCIL BILL THAT WOULD AMEND
THE SEATTLE FIRE CODE TO PROVIDE
THE SEATTLE FIRE DEPARTMENT
PERSONNEL WITH THE AUTHORITY TO
WRITE CIVIL CITATIONS TO ENFORCE
THE FIRE CODE.
THE SECOND AND
THIRD RELATE TO THE SEATTLE
POLICE DEPARTMENT HIRING AND
RECRUITMENT AND RETENTION
ISSUES.
THE 71ST AN UPDATE ON
SPD'S HIRING AND RECRUITMENT
EFFORT, WHICHING AN INTERIM
STATUS REPORT ON THE HIRING
BONUS PROGRAMS, WHICH THE
COUNCIL APPROVED EARLIER THIS
YEAR.
THE SECOND BRIEFING WILL
INCLUDE A DETAILED LOOK AT THE
EXECUTIVES' RECOMMENDATIONS TO
IMPROVE HIRING RETENTION AND
OFFICER MORALE.
THESE
RECOMMENDATIONS ARE RELATED TO A
$1.7 MILLION INVESTMENT THAT THE
MAYOR RECENTLY ANNOUNCED AND
WILL INCLUDE IN HER PROPOSED
BUDGET THAT WILL BE UNVEILED
FULLY ON MONDAY, SEPTEMBER 23rd.
SO WE BEGIN ALL OF OUR MEETINGS
WITH A PERIOD OF PUBLIC COMMENT
SO MUCH WE'LL GO AHEAD AND MOVE
INTO THE PUBLIC COMMENT PERIOD.
EACH SPEAKER WHO IS SIGNED UP
FOR PUBLIC COMMENT WILL BE
ALLOTTED UP TO TWO MINUTES TO
PROVIDE THE CITY COUNCIL
COMMITTEE WITH THEIR TESTIMONY
ON EYE SUBJECT ON THE AGENDA.
A
SUBJECT ON THE AGENDA.
CLOCKS
ARE IN THE FRONT.
MICROPHONES
ARE IN THE FRONT END.
AND WE
WILL BEGIN.
WE HAVE ONE
INDIVIDUAL SIGNED UP FOR PUBLIC
COMMENT TODAY, DAVID HAYNES.
>> GOOD AFTERNOON.
>> THIS HAS TO DO WITH THE
SUSPECTED HIRING.
WE DON'T NEED
ANYMORE ILL-TRAINED COPS OR
CAN'T OR WON'T STOP EVIL DRUG
PUSHERS, ROOT.
THAT THE MAYOR
IS RESPONSIBLE FOR AFTER THE
MAYOR AS ATTORNEY GENERAL
SABOTAGED PROPER POLICE REFORM.
A SENTENCE THAT EXEMPTED DRUG
PUSHERS FROM JAIL.
WE DON'T NEED
ANYMORE PARKING ENFORCEMENT OR
REVENUE-GENERATING COPS WHO
ALLOW CRIMINALS TO SELL DRUGS
WHILE THEY'RE ISSUING A PARKING
TICKET.
AND WE DENT NEED ANYMORE
RACIST, DISHONEST COPS LIKE WE
HAVE IN LEADERSHIP NOW.
WE DON'T
NEED ANYMORE COPS HIRED BASED ON
SKIN COLOR, AND WE DON'T NEED
ANYMORE COPS GETTING OVERTIME
AND THINKING BECAUSE YOU'RE A
CRIMINAL.
>> THANK YOU.
WE DON'T HAVE
ANYONE ELSE SIGNED UP FOR PUBLIC
COMMENT.
IS THERE ANYONE IN THE
AUDIENCE WHO SHOWED UP LATE OR
FORGOT TO SIGN UP FOR PUBLIC
COMMENT?
THAT WOULD LIKE TO GIVE
US COMMENT BEFORE I CLOSE THIS
PERIOD OUT?
SEEING NO ONE, WE
WILL GO AHEAD AND CLOSE OUT THE
PUBLIC COMMENT PERIOD.
THE FIRST
MATTER IS RELATED TO THE SEATTLE
FIRE DEPARTMENT.
>> AGENDA ITEM 1, COUNCIL BILL
119650 RELATING TO VIOLATIONS OF
AND COMPLIANCE WITH THE SEATTLE
FIRE CODE FOR BRIEFING,
DISCUSSION, AND POSSIBLE VOTE.
>> THANK YOU, CODY.
ALL RIGHT.
I
UPON WE HAVE A POWERPOINT
PRESENTATION AND FOLKS
REPRESENTING THE SEATTLE FIRE
DEPARTMENT.
WE'LL GO AHEAD AND
START WITH A ROUND OF
INTRODUCTIONS, AND I WILL HAND
IT OVER TO YOU FOLKS TO BEGIN
THE PRESENTATION.
>> GREG DOSS, CENTRAL STAFF.
>> SEATTLE FIRE CHIEF.
>> FIRE MARSHAL.
>> KAREN GROVE, SEATTLE FIRE
PREVENTION MANAGER.
>> THANK YOU.
AND THANKS, IF
WITH US.
GREG, DID YOU HAVE ANY
INTRODUCTORY REMARKS?
>> NO, I'LL JUST LET THE CHIEF
KICK IT OFF.
>> GREAT, PLEASE.
>> THANK YOU FOR TAKING THE TIME
THIS AFTERNOON TO LISTEN AND
HOPEFULLY UNDERSTAND INFORMATION
WE'RE TRYING TO PRESENT AS WE
ASK FOR MODIFICATION TO THE FIRE
CODE.
SOME BACKGROUND, THE
SEATTLE FIRE DEPARTMENT INSPECTS
ALL BUSINESSES, BUILDINGS,
MULTIFAMILY PROPERTIES
THROUGHOUT THE CITY, AND I THINK
WE DO AN EXCELLENT JOB WITH
THAT.
APPROXIMATELY 25,000
INSPECTION TYPES THAT WE DO EACH
YEAR.
OUR FIRE PREVENTION
BUILDING INSPECTION, WE THINK
IT'S THE KEY TO OUR SUCCESS.
IT'S ONE OF THOSE THINGS THAT WE
CAN DO TO PREVENT THOSE THINGS
FROM HAPPENING.
HOPEFULLY IT
GIVES US THE TOOLS TO DO THAT A
LITTLE BIT BETTER.
FOR THE MOST
PART, THE COMMUNITY RESPONDS
VERY WELL.
WE HAVE A VERY HIGH
COMPLIANCE RATE, 98%, AND THAT
WOULD LEAD ONE TO THINK THAT
IT'S ALREADY A SUCCESSFUL
PROGRAM.
BUT OUR CHALLENGE IS A
LITTLE BIT DIFFERENT.
WHEN WE DO
HAVE A PROBLEM, IT'S A VERY LONG
AND DRAWN-OUT PROCESS TO REALLY
TRY TO BRING A BUILDING INTO
COMPLIANCE.
AND THAT'S THE
INTERIM SET THAT WE'RE TRYING TO
CREATE WITH THIS MODIFICATION TO
THE FIRE CODE.
WHAT THE
ORDINANCE DOES, IT CREATES
CITATION AUTHORITY FOR THE FIRE
CODE FOR A SMALL NUMBER OF FIRE
PREVENTION OFFICERS FOR EIGHT
SPECIFIC THINGS THAT WE'RE
ASKING FOR THE AUTHORITY TO LEVY
A CITATION FOR.
THE PENALTY
AMOUNT, WE THINK IT'S A
REASONABLE, LOW AMOUNT.
BUT IT'S
AN AMOUNT THAT WILL GET ONE'S
ATTENTION.
AND HELP US BRING
MORE BUILDINGS INTO COMPLIANCE.
WITH A BUILDING EXAMINER, IF
THEY THINK IT'S UNFAIR, OR IF WE
MISS A STEP ALONG ALONG THE WAY,
THERE'S A PROCESS IN PLACE FOR
THAT ALSO.
EACH YEAR, WE RESPOND
TO MANY NUISANCE ALARMS, 5,000
ANNUALLY.
THAT'S A PRETTY
SIGNIFICANT NUMBER.
12 TO 15 A
DAY.
THROUGHOUT THE CITY.
WE'RE
GOING ON A NUISANCE ALARM.
THERE'S NO FIRE.
THERE'S NO
THREAT.
FOR THE MOST PART,
THERE'S A SYSTEM THAT'S BEEN
ACTIVATED BECAUSE OF LACK OF
COMPLIANCE WITH MAINTAINING OR
TESTING THE SYSTEM.
AND THAT'S A
BIG DEAL BECAUSE EVERY TIME, TO
THESE TYPE OF RESPONSES, WE MAY
NOT JUST USE ONE RESOURCE.
GENERALLY IT'S MULTIPLE
RESOURCES, LIGHTS AND SIRENS IN
THE STREETS OF SEATTLE TO GET
ON-SCENE, FIGURE OUT THAT THAT'S
A FALSE ALARM THAT.
CREATES
PROBLEMS ON MULTIPLE LEVELS WITH
OUR VEHICLES MOVING RAPIDLY
THROUGH THE STREETS, CAUSING
PEOPLE TO STOP OR IT COULD CAUSE
AN ACCIDENT.
ALL FOR WHAT IS A
HIGH LIKELIHOOD OF A FALSE
ALARM.
1 IN 3 OF OUR FIRE
RESPONSES END UP IN THIS MANNER.
AND THAT'S WHY THIS IS VERY
IMPORTANT.
AND FOR THE SAFETY OF
THE PUBLIC AND OCCUPANTS IN THE
BUILDING.
THAT BECOMES A VERY
BIG DEAL.
BECAUSE IT'S LIKE MOST
THINGS.
YOU BECOME CONDITIONED
TO IT.
SO YOU START TO THINK
THAT THERE'S NOT VALUE TO GOING
OUTSIDE THE BUILDING WHEN THESE
THINGS HAPPEN.
>> CHIEF, I'M NOTICING TO THIS
SLIDE, THE SORT OF TREND, FULL,
IN TERMS OF THE BARS ON THIS
GRAPH.
IT APPEARS TO ME THAT
IT'S PRETTY CONSISTENT IN TERMS
OF THE VOLUME OF NUISANCE ALARMS
THAT THE FIRE DEPARTMENT
RECEIVES, AT LEAST FOR A PERIOD
OF 12 YEARS.
>> IT IS.
IT'S PRETTY
CONSISTENT.
BUT I SHOULD THINK,
YOU THE COUNCIL AND THE MAYOR,
BECAUSE I DO BELIEVE THAT THOSE
BARS ON 16, 17, 18 WOULD BE A
LITTLE BIT HIGHER IF WE HADN'T
TAKEN INTENTIONAL STEPS.
SO A
COUPLE OF YEARS AGO, COUNCIL
GAVE US AUTHORITY TO HIRE A
HIGH-RISE BUILDING INSPECTOR.
>> RIGHT.
>> SO INTENTIONALLY WE ARE
TRYING TO ADJUST THE HIGH-RISES.
WE ALSO BROUGHT ON OUR BRICER
COMPLIANCE INSPECTION SYSTEM.
SO
IT'S AN OUTSIDE VENDOR THAT
HELPS US KEEP TRACK OF ALL THESE
SYSTEMS.
SO WE HAVE TAKEN
INTENTIONAL STEPS, AND THAT'S
HELPED WITH THIS.
I THINK THAT'S
ACTUALLY STOPPED THE GROWTH AS
OUR CALL LOAD HAS CONTINUED TO
GROW.
THOSE STEPS HAVE BEEN VERY
INTENTIONAL.
AND I DO BELIEVE
THAT'S KEPT THE BAR LEVEL.
BUT
IF YOU LIVE IN ONE OF THESE
PROPERTIES, WHERE THE ALARMS GO
OFF OVER AND OVER.
YOU START TO
BECOME A LITTLE BIT
LACKADAISICAL WHEN THE ALARM
DOES GO OFF.
SO WE HAD A FIRE IN
AUGUST OR JULY?
WHICH ONE WAS
IT?
>> AUGUST.
>> IT WAS AN AUGUST HIGH-RISE
FIRE ON THE 16th FLOOR.
AND
WE'RE GONNA SHOW YOU A LITTLE
VIDEO.
BUT I WANT TO CHANGE THE
SCENARIO FOR YOU A LITTLE BIT.
THIS FIRE WAS ON THE 16th FLOOR
IN THE LATE AFTERNOON.
OF A
16-STORY BUILDING.
IF THIS FIRE
HAD BEEN AT 2:00 IN THE MORNING
ON THE SEVENTH FLOOR OF A
16-FLOOR BUILDING, THINK ABOUT
THE WORDS THAT YOU'RE GONNA HEAR
FROM THIS OCCUPANT AT 2:00 IN
THE MORNING IF IT WAS ON THE
SEVENTH FLOOR.
BECAUSE HE DID AN
INTERVIEW.
AND I THINK YOU'LL
SEE IT TO GET THE CONTEXT OF
WHAT I THINK WE'RE DEALING WITH.
>> Reporter: THE RESIDENTS HERE
SAYS IT GOES OFF A FEW TIMES A
WEEK.
>> I WAS THINKING ABOUT NOT
LEAVING.
>> Reporter: SOMETHING MADE
SCOTT HEAD OUTSIDE.
THEN HE SAW
THE FLAMES ON THE 16th FLOOR.
>> SOME PEOPLE ON TWO APARTMENTS
OVER ON THE SAME FLOOR, THEY
WERE JUST LOOKING OUT THEIR
WINDOW.
WE WERE SCREAMING TO
THEM, YOU NEED TO LEAVE.
IT'S
ACTUALLY ON FIRE.
IT'S ON FIRE.
>> Reporter: FIREFIGHTERS GOT
THERE IN JUST A FEW MINUTES.
>> I COULD SEE THE GLASS IN THE
GROUND.
>> YEAH, THERE MAY BE SOMETHING
ELSE GOING ON.
MAY BE A GOOD
IDEA FOR ME TO GO AHEAD AND GET
OUT OF HERE.
>> Reporter: GETTING OUT OF HE'S
HIGH-RISES DURING A FIRE, ISN'T
EASY.
ELEVATOR ACCESS STOPS, AND
RESIDENTS MUST USE STAIRS.
FORTUNATELY NOBODY WAS INSIDE
THE APARTMENT THAT WAS ON FIRE,
AND THERE WERE NO INJURIES.
BUT
IN A CITY THAT SEEMS TO GROW
BIGGER AND TALLER ALL THE TIME
--
>> IF THAT WAS ON THE SEVENTH
FLOOR AT 2:00 AM, AND HE RODE
OVER AND SAID THAT'S JUST
ANOTHER FIRE ALARM, THAT WOULD
HAVE BEEN A VERY DIFFERENT
SCENARIO.
THAT'S WHY THIS
BECOMES VERY IMPORTANT.
AND ON
THAT FIRE THERE, WE HAD PEOPLE
WHO HAVE DIFFICULTIES MOVING
AROUND, SO WE SHELTERED THEM IN
PLACE INSTEAD OF BRINGING THEM
DOWN FROM THE 16th AND 15th
FLOOR.
BUT IF IT WOULD HAVE
HAPPENED MIDLEVEL IN THAT
BUILDING, AND SMOKE WOULD HAVE
BEEN GOING UP THROUGH THE
PASSAGEWAYS, IT WOULD HAVE BEEN
A VERY DIFFERENT PROBLEM.
SO
WHAT WE'RE GONNA FOCUS IS ON OUR
NIGHT CLUBS.
WE WORK WITH THE
ENFORCEMENT PEOPLES.
KING COUNTY
HEALTH.
SO WE HAVE A TEAM OF
PEOPLE THAT GOES OUT TO THE
BUSIEST NIGHT SPOTS ON THE
BUSIEST NIGHTS TO TRY TO ENSURE
FIRE SAFETY, PUBLIC HEALTH
SAFETY, POLICE SAFETY.
ALL FOR
THE MEMBERS OF THAT TEAM THAT
ARE WITH US.
THEY ACTUALLY HAVE
THE ABILITY TO ISSUE A CITATION
IF THEY FIND A VIOLATION.
WE'LL
ISSUE A NOTICE OF VIOLATION,
WHICH THERE'S NO FINANCIAL
IMPACT SO WE MAY COME BACK NEXT
WEEK.
THEN WE COME BACK A COUPLE
MONTHS LATER, THEY'RE BACK IN
COMPLIANCE AGAIN.
SO THIS CYCLE
FOR US HAPPENS OVER AND OVER AND
OVER AGAIN.
WITH THE PROPERTY
MANAGER OR THE CLUB MANAGER OR
THE BUILDING MANAGER NOT REALLY
TAKING THINGS SERIOUSLY TO BRING
THIS INTO COMPLIANCE AND KEEP IT
INTO COMPLIANCE.
THAT'S WHY THIS
IS VERY IMPORTANT.
TO GIVE YOU A
PERSPECTIVE, 27,000 SYSTEMS IN
SEATTLE, ALARM SYSTEMS,
SPRINKLER SYSTEMS, ALL DIFFERENT
TYPES OF SYSTEMS.
AND ABOUT
55,000 CALLS AND LETTERS HAVE
GONE OUT TO TRY TO BRING THESE
SYSTEMS INTO COMPLIANCE.
THIS IS
THE RESULT OF THE BRYCER
COMPLIANCE PARTNER THAT WE HAVE
TO HELP US THROUH THAT.
A
FEW YEARS AGO, WE DIDN'T HAVE
THIS TYPE OF INFORMATION.
WE DIDN'T THE ABILITY TO DO THIS
REACH-OUT AND BRING THESE
SYSTEMS INTO COMPLIANCE.
AND FOR
THE MOST PART, WE REALLY DO A
GOOD JOB.
AND THERE'S A SMALL
NUMBER THAT WE HAVE A CHALLENGE
IN BRINGING INTO COMPLIANCE.
AND
THAT'S WHO WE NEED TO ADDRESS IN
THIS.
THIS SLIDE SHOWS TWO PATHS
THAT ARE DARK BLUE.
OUR CURRENT
TWO PROCESSES THAT WE HAVE.
SO
IF YOU HAVE TWO OR MORE
INSPECTION, WE GENERALLY WILL
BRING YOU INTO VOLUNTARY
COMPLIANCE.
OR IF YOU HAVE THAT
THIRD INSPECTION AFTER THAT,
THERE'S A $1,000 A DAY FINE.
BUT
WE HAVE TO GET THE LAW
DEPARTMENT INVOLVED.
AND
GENERALLY THAT'S A PRETTY LONG,
DRAWN-OUT PROCESS TO ACTUALLY
WORK THAT PROCESS THROUGH.
AND
IF IT'S A $1,000 A DAY, AND IT
TAKES 30 DAYS, THAT'S A PRETTY
BIG BILL FOR SOMEONE.
AND IT MAY
NOT BE WORTH THE EFFORT THERE.
BUT THE PIECE WE'RE TRYING TO
PUT IN HERE IS TWO OR
INSPECTIONS.
THERE WOULD BE A
$373 CITATION.
ISSUED
IMMEDIATELY.
AND THAT WOULD
ACTUALLY BE FOR QUARTER.
SO IF
YOU HAVE TWO OR MORE VIOLATIONS
OF A NUISANCE ALARM, FOR
EXAMPLE, IN QUARTER ONE, AND YOU
HAVE THAT THIRD ONE IN QUARTER
ONE, THEN THAT'S WHERE THIS
WOULD ACTUALLY COME INTO PLAY.
AND THAT'S VERY IMPORTANT.
BECAUSE WE HAVE MANY BUILDINGS
AROUND THE CITY THAT WE'RE
RESPONDING TO ON NEWS AN ALARMS
FIVE, TEN, 15, 20 TIMES A YEAR.
THOSE RESOURCES COULD BE USED
BETTER IN OTHER PLACES.
AND THEY
COULD NOT BE DELAYING A RESPONSE
TO A CARDIAC EVENT, A VEHICLE
COLLISION, OR A REAL LIFE THAT'S
ACTUALLY HAPPENING.
SO THE
DIFFERENT CITATION TYPES WE'RE
TALKING ABOUT IS NUISANCE
ALARMS.
THAT'S ONE WE ALREADY
TALKED ABOUT.
OVERCROWDING OF
COURSE THAT'S A BIG DEAL.
AND
WHEN WE GO INSIDE THESE PLACES.
AND THEY HAVE AN OCCUPANCY LOAD,
CLEARLY POSTED, AND THEY'RE
SUPPOSED TO KEEP THE COUNT AND
YOU CAN VISUALLY ASK THE COUNT
OR SEE THE COUNT WHEN THEY'RE
OVERCROWDED, WE NEED TO HAVE THE
ABILITY TO DEAL WITH THAT
IMMEDIATELY.
HAVING CLEARLY
MARKED EXITS.
SO IF SOMETHING
DID HAPPEN, THEY'RE NOT BLOCKED,
THEY'RE LIT UP LIKE THEY'RE
SUPPOSED TO BE.
THOSE ARE THINGS
THAT IF YOU'RE A BUSINESS AND
YOU'RE RUNNING AN ESTABLISHMENT,
IT SHOULD BE AN AUTOMATIC.
IF I
LIVE, VISIT, OR WORK IN THE AREA
AND I GO TO ONE OF THESE PLACES,
IT SHOULDN'T BE SOMETHING THAT I
HAVE TO THINK ABOUT.
I SHOULD
EXPECT IT TO BE IN COMPLIANCE.
THAT'S VERY IMPORTANT FOR US.
REMOVAL OF OR TAMPERING WITH THE
EQUIPMENT FROM TIME TO TIME,
THAT HAPPENS.
IF A PLACE HAS A
PROBLEM WITH PEOPLE SNEAKING IN
THEIR ESTABLISHMENT FROM TIME TO
TIME.
WE FIND THE DOORS ARE
CHAINED.
AND IF THE DOORS ARE
CHAINED AND THERE'S A
SIGNIFICANT EVENT THAT HAPPENS,
THAT EXIT BECOMES NO LONGER
USABLE IF THE DOORS ARE CHAINED.
VERY UNSAFE CONDITIONS.
AND MANY
FIRES OVER THE COURSE OF
HISTORY, WHERE THERE'S ONE LARGE
LIVES LOST IN THESE TYPE OF
FIRES.
AND FAILURE TO COMPLY
WITH THE STOP-WORK ORDER.
IF WE
GO THERE, WE IDENTIFY THE ISSUE,
AND WE NEED YOU TO STOP WHAT
YOU'RE DOING TO FIX WHATEVER IT
IS, IT DOESN'T MEAN KEEP GOING
AND FIX IT LATER.
IT MEANS RIGHT
NOW WE NEED TO YOU DEAL WITH
THIS RIGHT NOW.
AND THAT BECOMES
VERY IMPORTANT.
AND THEN
BUILDING OWNERS, FAILURE TO TEST
OR REPAIR SYSTEMS.
MANY OF OUR
SYSTEMS THAT WE HAVE THESE
NUISANCE ALARMS AT HAPPEN
BECAUSE OF LACK OF TESTING AND
LACK OF MAINTENANCE.
AND THAT'S
THE RESPONSIBILITY OF THE
PROPERTY OWNER, THE BUILDING
MANAGER.
IF THIS IS YOUR
BUSINESS AND THIS IS YOUR
BUSINESS MODEL, THIS IS ONE OF
THE THINGS THAT YOU HAVE TO DO.
IMPORTANT.
AND ALSO THE ABILITY
TO LEV'S CITATION AGAINST A
TESTING COMPANY.
BECAUSE
SOMETIMES THEY MAY NOT DELIVER
THE PROPER REPORTS ON TIME IF
THEY HAVEN'T BEEN PAID BY THE
PROPERTY OWNER SO MUCH THEN
WE'RE CAUGHT IN THE MIDDLE OF
THIS.
AND WHEN WE'RE TRYING TO
ENSURE FIRE AND LIFE SAFETY IN
THESE PLACES.
SO THIS
PICTURE GIVES YOU PERSPECTIVE ON
WHAT WE THINK THIS IS.
THIS IS
ABOUT 400 DIFFERENT INSPECTIONS.
AND THIS IS ABOUT A 2%, IF YOU
LOOK AT THE ORANGE DOTS THERE,
2% OUT OF COMPLIANCE.
SO NOT A
LARGE NUMBER.
BUT GENERALLY IF
YOU HAVE A FIRE AND LIFE SAFETY
SYSTEM, GENERALLY IT'S GONNA BE
AN ASSEMBLY, A LARGER BUILDING
WHERE YOU HAVE A LOT OF PEOPLE.
THAT'S WHY THIS BECOMES VERY
IMPORTANT FOR US.
THE NEXT SLIDE
GIVES YOU PERSPECTIVE ON WHAT
OTHER OUR JET PARTNERS HAVE AS
THEIR ABILITY TO ISSUE THESE
TYPE OF CITATIONS.
AND SEATTLE
MUNICIPAL CODE SECTIONS.
SO
THESE ARE ALL INDIVIDUALS IN ALL
DIFFERENT DEPARTMENTS IN THE
CITY THAT HAVE THIS ABILITY TO
DEAL WITH THINGS METED.
THINGS
IMMEDIATELY TO TRY TO BRING
THING BACK INTO COMPLIANCE FOR
THE SAFETY OF THE PUBLIC.
OUR
NEIGHBORS AROUND THE COUNTRY,
WHO TO THE SAME TYPE OF
CITATIONS.
TACOMA IN THERE,
WHICH IS LOCAL.
BOTHELL,
BELLEVUE.
SO THERE'S A LOT OF
LOCAL AGENCIES.
ALONG WITH
OTHERS AROUND THE CONCERN
THERE ARE MANY MORE THAN THIS.
>> LIKELY WOULD NEED TO, AND
THEY HAVE BEEN TRAINED TO
DELIVER THE MESSAGE ON OUR
BEHALF.
SO THE EDUCATION WILL
NOT STOP.
WHAT THE NEXT SLIDE
SHOWS ARE ALL THE PLACES WE'VE
BEEN.
WE'VE BEEN TO THE BUILDING
OWNERS AND MANAGERS ASSOCIATION.
HOMELESS SERVICES, MAINTENANCE
COMPANY, LONG-TERM CARE
FACILITIES.
WE'VE TALKED TO
NIGHTCLUBS AND NIGHTLIFE
ESTABLISHMENTS, RESTAURANTS,
WASHINGTON HOSPITALITY GROUP,
SEATTLE CHAMBER.
SO WE HAVEN'T
DONE THIS IN A VACUUM.
WE'VE
BEEN OUT, WE'VE BEEN TALKING TO
PEOPLE.
WEVE BEEN LETTING THEM
KNOW THIS IS COMING.
AND MANY
UNDERSTAND THAT IT'S LIKE
ANYTHING, IT'S NOT REALLY A BIG
DEAL UNTIL IT HAPPENS TO YOU.
EVEN IF IT HAPPENS TO YOU,
IF IT'S A NUISANCE ALARM,
GENERALLY THAT'S THE THIRD TIME
IN A QUARTER.
SO IT'S NOT THE
FIRST TIME.
AND IF IT DOES
HAPPEN, THERE'S A PROCESS TO
APPEAL THAT ALONG THE WAY, IF
THERE WAS A CIRCUMSTANCE THAT
MAYBE WE DIDN'T SEE OR HEAR.
AND
IT'S IMPORTANT TO NOTE KNOW, THE
ENTIRE FIRE DEPARTMENT WILL NOT
HAVE THE ABILITY TO DO THIS.
ONLY OUR FIRE PREVENTION BUREAU,
AND ONLY APPROXIMATELY EIGHT, A
HANDFUL, OF INSPECTORS WOULD
HAVE THE ABILITY TO DO THIS.
SO
THIS IS NOT A BLANKET D.-WIDE
AUTHORITY.
THIS IS VERY A SMALL
GROUP OF PEOPLE TO ADDRESS
ISSUES.
RCI AND LANGUAGE
OUTREACH, SO THESE ARE SOME OF
THE THINGS THAT WE'RE DOING.
OUR
CITATION LEGAL FORM WE'RE
GETTING TRANSLATED INTO MULTIPLE
LANGUAGES.
IT'LL BE DONE BEFORE
WE START THIS PROSPECT.
WE'RE
MAKING ALL OF OUR FORMS AND
DOCUMENTS CLEAN AND PLAIN-TALK,
SO THERE'S NO MISINTRNGZ.
CLIENT
ASSISTANCE MEMO, BUILDING
INSPECTION PROGRAM, MOST
FREQUENT VIOLATOR.
WE'RE MAKING
OURSELVES AVAILABLE AND REACHING
OUT TO THEM.
AND WE'RE SAYING
HEY, WE KNOW YOU HAVE EYE NUMBER
OF PROBLEMS.
WHAT CAN WE DO TO
TRY TO ROMP THOSE PROBLEMS TO
REDUCE THE NUMBER OF ALARMS?
OUR
IMPLEMENTATION PLAN THIS IS.
OCTOBER, 2019, OUR GOAL IS TO
START BROADCASTING THIS,
COMMUNICATING, THIS CREATE OUR
LANGUAGE BASE OUTREACH AND
COMMUNITY.
SUPPORT FOR OUR
PARTNERSHIPS WITH OUR COMMUNITY,
FIRE SAFETY ADVOCATES AND
CONTINUE TO GET THE MESSAGE OUT.
WE GATHER A LOT OF DATA ALREADY.
WE'LL CONTINUE TO DO THAT.
WE
KNOW THE PLACES WHERE WE'RE
GOING OVER AND OVER AGAIN.
WE
KNOW THE PLACES WHERE THE JET
TEAM IS GOING ON THE WEEKENDS
AND HAS THE CONSISTENT
VIOLATIONS.
SO WE'LL CONTINUE TO
HAVE THE CONVERSATIONS WITH
THEM, PROVIDE BUILDING-SPECIFIC
DATA SO RESPONSIBILITY PARTIES
CAN TAKE ACTION.
WE'LL GO THERE
WITH THE FILE AND THE HISTORY OF
VIOLATIONS FOR THE PROPERTY
MANAGER, BUILDING OWNER.
AND SAY
HOW CAN WE WORK THROUGH THIS
TOGETHER?
AND IF THEY'RE WILLING
TO WORK THROUGH THIS TOGETHER,
THEN WE CAN SOLVE A LOT OF THESE
PROBLEMS.
AND OUR GOAL IS TO
ACTUALLY START ISSUING CITATIONS
IN JANUARY OF 2020.
>> I WAS GONNA ASK ON THE SLIDE
THAT WAS SHOWING THE PROPOSED
PENALTY AMOUNTS FOR THE
PREVENTIBLE ALARM, THAT ONE.
THIS IS BASED ON THAT $373, SIX
TO EIGHT VIOLATIONS OR THE NINE
OR MORE VILLAGES WHICH IS
OBVIOUSLY MUCH HIGHER.
I'M
ASSUMING THAT THIS GRAPH SHOWS
THAT TWO TO FIVE VIOLATIONS
SPECTRUM IN TERMS OF CITATION
AMOUNTS RELATING TO THE
JURISDICTION?
>> THAT'S RIGHT.
>> YES.
>> GREAT.
AND I KNOW WE'RE
TRYING TO CREATE A TOOL FOR THE
FIRE DEPARTMENT TO INCIDENT VISE
COMPLIANCE.
THE $373, IS IT
ENOUGH OF AN INCENTIVE BASED ON
YOUR EVALUATION AND HOW THE
POTENTIAL PENALTY COMPARES TO
OTHER JURISDICTIONS?
>> WE THINK IT'S ENOUGH RIGHT
NOW.
IF IT DOESN'T BRING
COMPLIANCE, THEN WE'LL CLEARLY
BE COMING BACK AND ASKING TO
INCREASE THAT.
BUT IF SOMEONE
úGETS OUT OF COMPLIANCE FOR FOUR
QUARTERS IN A ROW, THAT STARTS
TO ADD UP OVER THE COURSE OF THE
YEAR.
>> SURE.
>> SO WE LOOK BACK AT OUR
NUISANCE ALARMS, FOR EXAMPLE.
AND THERE'S A LOT OF CONSISTENT
VIOLATORS RIGHT NOW WITH NO
INCENTIVE TO COME INTO
COMPLIANCE.
SO THIS IS MORE THAN
WHAT WE HAVE.
WE THINK THIS IS
AN ATTENTION-GETTER.
IT GIVES
THEM AN AVENUE TO MITIGATE IT OR
GET IT DISMISSED.
SO WE'RE
TRYING TO HEAR ALL THE CONCERNS
AND HAVE PASSION WHERE WE NEED
TO, BUT THINK ABOUT, GENERALLY,
THE PERSON WE'RE TALKING TO IS
NOT THE CUSTOMER THAT'S COMING
IN.
WHO EXPECTS TO HAVE A SAFE
PLACE.
AND THAT'S IMPORTANT.
BECAUSE WE MAY BE TALKING TO THE
PROPERTY OWNER OR THE BUILDING
MANAGER OR SOMETHING LIKE THAT.
THEY MAY NOT BE THE PERSON
THAT'S THERE ON A WEEKEND NIGHT
WHEN THE CLUB IS CONSISTENTLY
OVERCROWDED.
AND WHEN SOMETHING
BAD HAPPENS, THEY MAY NOT EVEN
BE IN THE BUILDING.
AND WE CAN
LOOK AT SOME OF THE MOST RECENT
TRAGEDY, FOR EXAMPLE, THE
GHOSTSHIP IN OAKLAND, AND WE CAN
LOOK AT WHAT HAPPENED THERE.
AND
THE NUMEROUS VIOLATIONS.
WE HAVE
A TEAM OUT THERE RIGHT NOTICE IN
SEATTLE WORKING TO MAKE SURE
THAT DOESN'T HAPPEN HERE.
IT
GIVES OUR PERSON ON THAT TEAM A
TOOL TO HELP.
>> THAT WAS THE ONLY ADDITIONAL
QUESTION THAT I HAD.
GREG, IS
THERE ANYTHING ELSE THAT YOU'D
LIKE TO ADD?
I KNOW YOU DIRECTED
A MEMORANDUM ON THIS.
FOR THE
COMMITTEE TO CONSIDER.
IF
THERE'S ANYTHING THAT YOU THINK
THE CHIEF MISSED OR THAT COULD
JUST BE HELPFUL TO HEAR, I'D
LOVE TO HEAR IT.
>> I DON'T THINK THERE'S
ANYTHING THAT THE CHIEF MISSED.
I THINK THE ONE THING THAT I
WOULD POINT OUT, WHICH IS A
CREDIT TO THE 49, IS THAT
THEY'RE TAKING A VERY MEASURED
APPROACH ON THIS.
THEY DO HAVE
CITATION AUTHORITY FOR $1,000 A
DAY, AND EVEN MISDEMEANOR
CRIMINAL CITATION ABILITY.
COMING UP WITH A $373 CITATION
IS A WAY THAT THEY CAN REACH A
GOAL OF BRINGING FOLKS INTO
COMPLAINS.
IT GIVES THEM A MORE
MINIMAL TOOL TO WORK WITH.
IF
YOU LOOK AT THE PHYSICAL
ESTIMATES, THE $NINETY,000, I
TALKED WITH THE DEPARTMENT, AND
THAT DERE FLEKTS THAT THEY'RE
GOING, AND THAT REFLECTS THAT
THEY'RE GOING TO FOCUS ON THE
MOST EGREGIOUS PROBLEMS LIKE THE
BACKDOORS THAT ARE BLOCKED.
THEY
COULD BRING IN MUCH MORE REVENUE
AND DO MORE ENFORCEMENT.
BUT AS
THE CHIEF SAYS, THEY'RE GOING TO
FOCUS ON THOSE AREAS WHERE
THERE'S A MAXIMUM DIFFERENCE.
SO
JUST TO SAY THAT THIS IS A
THOUGHTFUL PROCESS WHERE THEY
HAVE PICKED A PENALTY AMOUNT AND
AN ENFORCEMENT LEVEL THAT SEEMS
TO BE GOOD, I THINK THAT IT
MIGHT NOT BE BAD TO LOOK BACK IN
IN SIX MONTHS AND SEE HOW THINGS
ARE LOOING.
WHAT KIND OF
PENALTIES HAVE BEEN WRITTEN FOR
SPECIFIC VIOLATIONS.
AND I THINK
THE CHIEF HAS ALREADY SAID
THEY'RE WILLING TO DO THAT.
SO
I'M HAPPY TO LOOK AT IT.
>> GREAT.
THANK YOU, GREG FOR
THAT ADDITIONAL CONTEXT.
I
AGREE.
I HAD AN OPPORTUNITY TO
LOOK AT ALL THE MATERIAL
MATERIALS.
IT'S
CERTAINLY LESS PUNITIVE THAN THE
CURRENT STRUCTURE.
WHICH FOCUSES
ON VIOLATIONS AND A $1,000
PENALTY AS THE ONLY TOOL.
WHO
REALLY JUST NEED A LITTLE
ADDITIONAL HELP.
I ALSO
APPRECIATE THE FACT THAT THERE
IS GOING TO BE A PERIOD OF TIME
OF EDUCATION TO MAKE SURE THAT
FOLKS UNDERSTAND THE NEW
REGULATORY FRAMEWORK AND
CONSEQUENCES OF NOT COMPLYING.
I
NOTICED THAT ON THE OUTREACH
SHEET, ONE OF THE ORGANIZATIONS
OR INDUSTRIES THAT WASN'T
INCLUDED IN THERE WAS CHILDCARE
FACILITY, FOR EXAMPLE.
OR
ORGANIZATIONS THAT WORK WITH
THAT VULNERABLE POPULATION.
I'M
NOT SURE IF THAT'S JUST BECAUSE
THEY DON'T TEND TO BE THE ONES
WHO ARE IN THE NUISANCE
CATEGORY.
GREAT, OKAY.
>> BUT WE CAN MAKE A POINT TO
REACH OUT TO THEM.
AS A MATTER
OF FACT, WE MAKE IT A POINT TO
GET INTO ALL OF THE PUBLIC AND
PRIVATE SCHOOLS ANNUALLY.
BUT WE
CAN REACH OUT.
>> THE FIRE DEPARTMENT AND THE
OFFICE OF MANAGER MANAGEMENT ARE
DELIBERATE ABOUT DOING OUTREACH
TO THOSE GROUPS ITCH JUST WANTED
TO MAKE SURE THAT PERHAPS
WEREN'T ONE OF THE GROUPS THAT
DIDN'T GET OUTREACH.
BUT I
APPRECIATE THE SLOW APPROACH TO
MAKE SURE PEOPLE UNDERSTAND THAT
THERE'S GONNA BE DIFFERENT
CONSEQUENCES AS A RESULT OF
THIS.
I ALSO APPRECIATE THAT IT
IS CREATING A CIVIL TOOL FOR
COMPLIANCE AS OPPOSED TO
DOUBLING DOWN ON THE CRIMINAL
ASPECT OF IT.
I APPRECIATE THE
THOUGHTFULNESS AROUND THAT.
AND
OF COURSE THE OUTREACH IN A
LINGUISTICALLY APPROPRIATE
MANNER IS ALWAYS IMPORTANT.
WE
KNOW THAT WE HAVE BUSINESS
OWNERS FROM ALL BACKGROUNDS IN
OUR VERY DIVERSE CITY.
AND
SOMETIMES WE FORGET TO REACH
DEEPLY INTO THOSE COMMUNITIES TO
MAKE SURE THAT WE'RE
UNDERSTANDING WHERE THE
DISCONNECT IS.
SO I APPRECIATE
THAT.
THAT EFFORT ON THE
COMMUNITY ENGAGEMENT PIECE AS
WELL.
>> THANK YOU.
>> ANYTHING ELSE TO ADD?
BEFORE I MOVE TO RECOMMEND
PASSAGE HERE?
>> NO, I WE'RE GOOD.
>> I'M GONNA MOVE THAT THE
COMMITTEE RECOMMEND THE CITY
COUNCIL PASS COUNCIL BILL
119650.
I'M GONNA SECOND MY OWN
MOTION, BECAUSE I'M HERE BY
MYSELF, WHICH MEANS I'M A
DICTATOR.
AYE, THOSE OPPOSED?
NO OPPOSITION.
AND THERE ARE NO
ABSTENTIONS, THE COMMITTEE WILL
RECOMMEND THAT THE COUNCIL PASS
THE BILL.
AND I'M GOING TO MOVE
THAT WE SUSPEND THE COUNCIL RULE
TO ALLOW THE BILL TO BE
CONSIDERED BY THE CITY COUNCIL,
THIS MONDAY, APARTMENT 23rd.
SEPTEMBER 23rd.
DO I HAVE TO
SECOND THIS AS WELL?
IF IT'S A
REAL MOTION?
>> NO.
>> OKAY.
SO I'M JUST GONNA
DICTATE THAT WE'RE GONNA SUSPEND
THE RULES TO ALLOW US TO
CONSIDER THIS ON SEPTEMBER 23rd
SO THAT YOU ALL CAN GO AHEAD AND
MOVE FORWARD WITH YOUR COMMUNITY
ENGAGEMENT ON -- STARTING
OCTOBER 1st IF YOU WISH.
SO WE
WILL CONSIDER THIS IN FRONT OF
THE FULL COUNCIL THIS MONDAY.
SEPTEMBER 23rd AT 2:00 PM.
>> THANK YOU VERY MUCH.
>> THANK YOU ALL SHOECH.
SO
MUCH.
APPRECIATE IT.
SO WE'RE
NOW GONNA MOVE TO THE SECOND
AGENDA ITEM.
WHICH IS RELATED TO
AN UPDATE ON STAFFING DATA, AND
THE HIRING INCENTIVE PROGRAM.
IF
YOU'RE HERE TO PRESENT AN
AGENDA, MAKE YOUR WAY UP TO THE
TABLE.
>> ITEM 2, ANALYSIS OF SEATTLE
POLICE DEPARTMENT'S STAFFING
DATA AND HIRING INCENTIVE
PROGRAM FOR BRIEFING AND
DISCUSSION.
>> SO WE HAVE A RATHER LARGE
GROUP WITH US TODAY.
SO WE'LL GO
AHEAD AND START WITH A ROUND OF
INTRODUCTION
INTRODUCTIONS.
AND I THINK GREG
IS GOING TO PRESENT THE TOPIC
AND PRESENT AN INITIAL SUMMARY
OF THE MONTHLY AND QUARTERLY
REPORTS.
THEN WE'RE GONNA HEAR
FROM THE SEATTLE POLICE
DEPARTMENT REPRESENTATIVES AND
OTHERS ON THE HIRING BONUS.
SO
LET'S DO A QUICK ROUND OF
INTRODUCTIONS.
AND GREG, I'M
GONNA KICK IT OVER TO YOU.
>> MIKE FIELD, HR DIRECTOR WITH
SPD.
>> RECRUITERS WITH SEATTLE PD.
>> GREG DOSS, CENTRAL STAFF.
>> INNOVATION AND PERFORMANCE.
>> JULIE KLEIN, MAYOR'S OFFICE.
>> MARK BERACHIEVE OPERATING
OFFICER, SPD.
>> ORGANIZATIONAL DEVELOPMENT
ADVISOR, SPD.
>> SPD BUDGET DIRECTOR.
>> THANK YOU SO MUCH FOR BEING
WITH US.
REALLY KNIGHTED TO --
I'VE BEEN, OF COURSE, READING
THESE MONTH TO MONTH, BUT IT'S
EXCITING TO BE HERE AND HAVE AN
OPPORTUNITY TO DO A QUARTERLY
REVIEW IN ADDITION TO REVIEWING
THE LAST MONTH.
I'M GONNA KICK
IT OVER TO YOU.
>> THERE ARE THREE THINGS THAT
THE COMMITTEE WILL HEAR ABOUT
TODAY.
THE QUARTERLY STAFFING
REPORT AS YOU MENTIONED REQUIRED
UNDR STATEMENT OF LEGISLATIVE
INTENT 386-A2, AS WELL AS A
REPORT ON THE HIRING BONUS
PROGRAM THAT THE COUNCIL PASSED
EARLIER THIS YEAR.
THAT WAS
COUNCIL BILL 119468.
AND THE
MAYOR'S REPORT ON RECRUITMENT
AND RETENTION.
THIS COMES AS THE
RESULT OF A YEAR-LONG EFFORT
THIS YEAR, A WORKGROUP THAT
COMPRISED OF EXECUTIVE STAFF,
CENTRAL STAFF, COUNCIL STAFF, A
HOST OF FOLKS WORKING ON THE
REKRUMENTD AND RETENTION
PROBLEM.
I'M GONNA START OUT
WITH THE BORING DATA.
AND THE
GUY WHO TALKS ABOUT THE NUMBERS.
THEN FROM THERE I'M GONNA TURN
IT OVER TO THE DEPARTMENT TO
TALK A LITTLE BIT ABOUT SOME OF
THE HIRING TRENDS THAT WE'RE
SEEING.
>> CAN YOU PUT IT BACK IN THE
PRIOR MODE?
IT'S TOO SMALL TO
READ.
>> ALL RIGHT.
WE CAN FIGURE OUT
SIGNIFICANT, COMPLEX POLICY
ISSUES BUT DON'T HAVE US DRIVE A
PDF PRESENTATION.
>> OKAY, THANKS.
LET'S START
WITH THE BIG PICTURE.
IF WHAT
YOU CAN SEE HERE IS THAT IN
2018, SPD EXPERIENCED A LOWER
HIRING RATE AND A HIGHER THAN
NORMAL SEPARATION RATE.
YOU CAN
SEE THERE WERE 109 SEPARATIONS.
AND FEWER HIRES BOTH IN LATERALS
AND RECRUITS THAN THEY HAD SEEN
IN A NUMBER OF PRIOR YEARS.
AND
THE DEPARTMENT HAS THIS YEAR
GIVEN US A NUMBER OF REASONS WHY
THAT'S THE CASE.
THEY'VE TALKED
ABOUT HOW ON THE HIRING SIDE,
THERE'S BEEN A NATIONAL SHORTAGE
IN RECRUIT APPLICANTS PAIRED
WITH HIRING INCIDENTIVES THAT
ARE BEING INCENTIVES THAT ARE
BEING OFFERED TO LATERALS TO
LEAVE SPD AND GO TO OTHER
DEPARTMENTS.
SO THAT MAKES IT
DIFFICULT FOR THE DEPARTMENT TO
PICK UP LATERAL HIRES AND
RECRUITS.
THE GOOD NEWS IS THAT
THE BILL THAT WAS PASSED EARLIER
THIS YEAR GAVE SPD THE ABILITY
TO -- ITS OWN HIRING CENTER.
ON
SEPARATIONS, THE DEPARTMENT SAID
THAT THE 109 SEPARATINGS THAT
THEY SAW LAST YEAR CAME AS A
RESULT OF A NUMBER OF DIFFERENT
FORCES, SO TO SPEAK.
HIGHER
HOUSING COSTS, COMMUTE TIMES,
HISTORICALLY LOW UNEMPLOYMENT,
AND NEGATIVE PERCEPTIONS AROUND
POLICING.
AND THE RECRUITMENT
AND RETEKZ R TENSION, RETENTION
PART IS GONNA GO INTO DEPTH ON
THAT.
MOVING ALONG, I'M GONNA
TALK A LITTLE BIT ABOUT
FULLY-TRAINED OFFICERS.
FULLY-TRAINED OFFICER, I USE
THIS MEASURE BECAUSE IT'S A GOOD
MEASURE TO SHOW SWORN STRENGTH.
A FULLY-TRAINED OFFICER IS AN
OFFICER WHO HAS COMPLETED THE
ACADEMY, TAKEN THE SWORN OATH,
AND GONE THROUGH THE PART OF
FIELD TRAINING THAT REQUIRES
THEM TO RIDE ALONG WITH A MORE
SEASONED OFFICER.
ONCE THEY'RE
FULLY TRANED, HAY CAN BE
DEPLOYED BY THE 9-1-1 SYSTEM ON
THEIR SEWN.
ON THEIR OWN.
SO
THEY BECOME A RESOURCE TO THE
DEPARTMENT.
AS CHART 1
ILLUSTRATES, IN 2018, THE NUMBER
OF FULLY-TRAINED OFFICERS
STARTED TO GO DOWN, WE CAN
EXPECT TO SEE THAT BECAUSE OF
THE DATA THAT I WAS SHOWING A
BIT EARLIER.
FORTUNATELY IN
19 AND 20, IT'S PROJECTED TO
REBOUND AND GET BACK TO WHERE IT
WAS ABOUT LAST YEAR.
OR 2017.
AND MAYBE EVEN A LITTLE BIT
HIGHER.
TALK A LITTLE BIT ABOUT
WHAT THIS EFFECT CAN HAVE ON
PATROL STAFFING.
HISTORICALLY,
WHEN SPD HAS HAD DIFFICULTY
HIRING OFFICERS AND MORE
SEPARATIONS THAN NORMAL, WHAT
THEY HAVE OFTEN DONE IS MAKE IT
A PRIORITY TO MAKE SURE THAT THE
9-1-1 FORCE STAYS CONSTANT.
AND
THAT APPEARS TO BE WHAT THEY
HAVE DONE AGAIN THIS YEAR.
AT
THE END OF THE YEAR, THERE WERE
5389-1-1 RESPONDERS.
AND.
AND AS
OF RIGHT NOW, THERE ARE STILL
938 9-1-1 RESPONDERS.
THERE ARE
OTHER AREAS WHERE THE POLICE
INTERFACE WITH THE PUBLIC.
ANTICRIME TEAMS.
COMMUNITY
POLICE TEAMS.
OFFICERS ON BIKES,
OFFICERS ON FOOT.
THEY DID SEE
SOME REDUCTION THERE.
A NET OF
NEGATIVE 41 OFFICERS.
YOU'D
EXPECT TO SEE SOME REDUCTIONS.
AND IT LOOKS LIKE THERE WERE
RUCKS OF 17 OFFICERS.
MOSTLY
AROUND FOOT BEATS AND BIKES.
IT'S POSSIBLE THAT THE CHIEF IS
USING THE OVERTIME EMPHASIS
PATROLS, SPECIFICALLY THE
SEVEN-NEIGHBORHOOD EMPHASIS
PATROL TO BACK UP SOME OF THOSE
FOOT BEATS.
I'M SURE THE
DEPARTMENT WILL ADDRESS THAT
SHORTLY AS YOU KNOW THE MAYOR
HAS ALSO PROPOSED AN EXTENSION
OF THE SECHL SIS PATROLS INTO
NEXT YEAR.
AND THAT COULD ALSO
HELP WITH STAFFING, SHOULD
THINGS NOT GO WELL THIS YEAR.
BUT THE GOOD NEWS IS THEY
ARE GOING WELL THIS YEAR.
THIS
IS A DETAILED LOOK AT STAFFING.
AND WHAT YOU CAN SEE HERE IS
THAT IN TERMS OF RECRUITS, THE
TOP LINE, THE ORIGINAL GOAL OF
56 IS BEING MET AND THROUGH THE
MONTH OF AUGUST, THEY'RE ON
TRACK TO REACH THEIR GOAL OF 84
RECRUITS.
THAT MAY BE BEING
HELPED BY THE BONUS, WE'LL FIND
OUT SHORTLY.
LATERAL HIRE, NOT
AS WELL.
THEY'RE ABOUT 50% OF
THEIR GOAL.
THEY'RE MISSING 70.
I GUESS THEY'RE A LITTLE OVER
50% OF THEIR GOAL.
AND A COUPLE
REHIRES.
AND A SITUATION LAST
YEAR, THEY WERE IN THE RED
OFFICERS.
NOW THEY'RE ONLY
WITHIN OFFICER SHORT OF THEIR
HIRING PLAN.
AND THEIR HIRING
PLAN WAS QUITE AGGRESSIVE.
AT
THIS POINT IN TIME, THEY'RE
LOOKING BETTER THAN RECENT
HISTORY.
SO THE OTHER THING
I WOULD MENTION IS THAT IN TERMS
OF THE ANNUAL
THESE ARE
ACTUALS THAT WE'RE SEEING.
WHAT
WE SEE ON THE RIGHT-HAND SIDE OF
THIS TABLE ARE THE PROJECTS FROM
NOW TILL THE END OF THE YEAR.
IF
THINGS KEEP GOING AS WELL AS
THEY'RE GOING, WE COULD EXPECT
THAT THEY WOULD HAVE A NET OF
PLUS-EIGHT OFFICERS AT THE END
OF THE YEAR.
SO AGAIN, THAT IS A
VERY DISTINCT TURNAROUND FROM
LAST YEAR.
IT'S IN THE AS HIGH
AS WHAT THEY HOP FOR WHICH IS
14 OFFICERS BUTCH IT'S COMING IN
PRETTY WELL.
AND WITH THAT, I
THINK I'M GOING TO TURN THINGS
OVER TO THE DEPARTMENT.
>> I DON'T HAVE ANY SPECIFIC
QUESTIONS ABOUT THE DATA.
I HAVE
A QUESTION ABOUT WHAT THE DATA
IS COMMUNICATING TO US AND
TELLING US.
THOSE ARE PROBABLY
BETTER PRESERVED FOR THE HIRING
PRESENTATION.
>> ALL RIGHT.
AND OUR
PRESENTATION CUED UP?
>> THANKS.
I'M JUST KICK US OFF.
AS WE'LL SEE LATER IN THE
PRESENTATION, SWORN APPLICANT
NUMBERS CONTINUE TO TREND DOWN,
WHICH IS SOMETHING THAT
JURISDICTIONS REGIONALLY AND
NATIONALLY ARE EXPERIENCING.
AND
AS GREG MENTIONED, HISTORICALLY
LOW.
A DEMOGRAPHIC BUBBLE THAT
IS DRIVING RETIREMENTS CONTINUES
TO MAKE SWORN HIRING A
CHALLENGE.
>> THAT'S JUST MAKING IT BIGGER,
NEVER MIND.
>> I THINK YOU HAVE TO JUST
SCROLL DOWN.
>> THERE WE GO.
>> TEAMWOK.
>> SO JUST TO SAY A LITTLE BIT
OF ABOUT OUR OUTREACH EFFORT,
YEAR-TO-DATE, SPD HAS
PARTICIPATED IN DOZENS OF
COMMUNITY EVENTS, MEDIA, THE
INTERNATIONAL EXAMINER,
NORTHWEST ASIAN WEEKLY.
WE'VE
ENGAGED IN PROGRAMATIC OUTREACH
AS WELL.
THE SHORER PROGRAM,
WHICH YOU MAY BE FAMILIAR.
WITH
YOUTH EMPLOYMENT, AND SPD NIGHT
OUT.
ADDITIONALLY, CARY AND
OTHER RECRUITERS HAVE CONDUCTED
FIVE PRETEST WORKSHOPS DURING
Q2, WHICH IS SOMETHING THAT
TRACKS WELL WITH APPLICANT
SUCCESS.
AND THAT'S A TWO-HOUR
-- 2.5 HOUR WORKSHOP THAT HE WUT
APPROXIMATE BEFORE THE, PUT ON
BEFORE THE TEST IS CONDUCTED.
IN
TERMS OF SUCCESS WITH OUTREACH
EFFORT, OUR YEAR-TO-DATE HIRING
HAS GONE WELL.
AT THE END OF Q2,
34% OF OUR HIRES WERE PEOPLE OF
COLOR, AND 25% IDENTIFIED AS
FEMALE.
BEFORE WE MOVE ON,
DETECTIVE MCNALLY, WOULD YOU
LIKE TO ADD ANYTHING ABOUT
WORKSHOPS?
RECRUITING?
>> THE SUMMER WAS TYPICALLY VERY
BUSY.
WE LEVERAGED A LOT OF OUR
RECRUITING SUPPORT TEAM FOR
COMMUNITY EVENTS.
THAT WAS THE
MAJORITY OF THE WORK THAT WE HAD
DONE.
THERE ARE NOT A LOT OF
TRADITIONAL CAREER FAIRS OR
COLLEGE FAIRS.
SO OUR FOLK WAS
LARGELY ON COMMUNITY ENGAGEMENT
AND COMMUNITY EVENTS AND WORKING
WITH OUR YOUTH TO IDENTIFY
POTENTIAL OPPORTUNITIES THAT WE
COULD FIND TO CONNECT WITH
YOUNGER PEOPLE WITH OTHER PEOPLE
IN THE COMMUNITY.
I BELIEVE THIS
SUMMER HAS TYPICALLY BEEN
ON-PACE, WE INVITE PEOPLE TO
SIGN UP FOR THE WORKSHOP WHETHER
THEY WANT TO TEST OR NOT.
SO
IT'S AN OPPORTUNITY TO LEARN
ABOUT HOW THE HIRING PROCESS
WORKS.
AND WE WANT THEM TO TEST
WHEN THEY'RE READY AND MOST
PREPARED TO DO THAT.
AND THAT'S
REALLY OUR JOB.
THAT'S BEEN A
GREAT EFFORT THAT WE HAVE HAD.
WE FOUND THAT THROUGH THE
MAYOR'S STUDY.
WE LISTENED TO A
LOT OF THE THINGS THAT CAME OUT
OF THE STUDY AND MADE SOME
IMMEDIATE CHANGES THAT WE COULD.
AND WE CONTINUE TO TRY TO GET
BETTER.
>> GREAT.
ONE OF THE NUMBERS
THAT REALLY STRUCK ME WAS OUR
SUCCESS AMONG FEMALE RECRUITS AT
25%.
MAYBE YOU CAN SAY A LITTLE
BIT ABOUT SOME OF OUR
FEMALE-SPECIFIC EVENTS.
>> ABSOLUTELY.
FOR ME, THAT'S
CERTAINLY SOMETHING WE HAVE BEEN
WORKING ON.
THAT COMMUNITY
ENGAGEMENT AND BRINGING WOMEN
UP.
WE DO A LOT OF MARKETING
SPECIFICALLY AROUND THAT.
I
MEAN, WE HAVE A FEMALE CHIEF, A
FEMALE MAYOR, WE HAVE GREAT
FEMALE LEADERS IN THIS AREA.
THIS IS SOMETHING THAT I KNOW
ACROSS THE COUNTRY THEY'RE
STRUGGLING WITH.
NOT ONLY ARE
THEY HAVING DIFFICULT TIME
FINDING CANDIDATES BUT DIVERSE
CANDIDATES AND WOMEN.
IN 20 17,
WE HIRED 17% OF OUR HIRE WERE
WOMEN.
IN 2018, IT WAS 17%.
AND
THIS YEAR, WE'RE ON PACE FOR
ABOUT 20% AS OF THE END OF THIS
MONTH WHICH IS MUCH HIGHER THAN
TE AVERAGE AVERAGE.
THE
NATIONAL AVERAGE.
WE HAVE A
WONDERWOMAN EVENT COMING UP IN
THE NEXT FEW WEEKS.
AND FEMALE
FIREFIGHTERS WILL BE RUNNING THE
EVENT IN FULL UNIFORM.
THERE ARE
A LOT OF EVENTS THAT WE TARGET
SPECIFICALLY TO BRING IN MORE
FEMALE CANDIDATES AND HIGHLIGHT
THE GREAT FEMALE LEADERS THAT WE
HAVE IN OUR ORGANIZATION.
>> ALL RIGHT.
I APPRECIATE THAT
FOCUS AS WELL.
BECAUSE I KNOW
AND IT'S BOTH WE WANT TO MAKE
SURE THAT WE HAVE RACIAL AND
ETHNIC DIVERSITY.
BUT WE ALSO
WANT TO MAKE SURE THAT WE'RE
ENSURING GENDER DIVERSITY
AMONGST OUR FORCE.
I HAVE
CERTAINLY NOTICED THE DIFFERENCE
ON THE STREETS AS I'M WALKING
AROUND.
FESTIVALS AND FARMERS
MARKETS.
I'VE REALLY SEEN A
NOTABLE INCREASE IN THE NUMBER
OF PATROL OFFICERS WHO APPEAR TO
BE FEMALES.
AND I THINK THAT
THAT DOES GO A LONG WAY IN TERMS
OF SIGNALLING THE VALUES AND THE
CULTURE THAT THE POLICE
DEPARTMENT WANTS TO CONTINUE TO
PRIORITIZE IN ITS HIRING, IN ITS
RECRUITMENT AND ITS RETENTION.
SO CUEDOSE.
>>> SLIDE 3 TALKS ABOUT THE
HIRING INCENTIVE, AND AS WEAN,
IT'S A $15,000 INCENTIVE FOR
LATERAL.
THE IMPLEMENTATION OF
THE INCENTIVE ONLY HAD ONE
TESTING CYCLE.
DUE TO THIS
LIMITATION, IN FACT, ONLY HALF
OF THE APPLICANTS DURING THAT
CYCLE EVENT REPORTED BEING AWARE
OF THE INCENTIVE WHEN THEY
APPLIED FOR THE TEST.
>> REMIND ME THE CYCLE, WHAT ARE
THE PERIODS?
>> SURE.
SO TALKING ABOUT Q2, WE
HAD TWO ENTRY-LEVEL TESTS, ONE
IN GENERAL.
IN JULY.
THE
INCENTIVE HAD JUST GONE LIVE
BEFORE THE JULY TEST.
WE TRIED
TO GET THAT OUT AS SOON AS WE
HEADLIGHT AUTHORITY TO DO SO.
WE'LL ADVERTISE FOR HAEXAM AND
SEE WHERE THAT GOES.
>> GREAT.
>> NEXT SLIDE, PLEASE.
>> SO WITH ONLY ONE TESTING
CYCLE, A FULL ANALYSIS OF THE
INCENTIVES WOULD BE PREMATURE AT
THIS TIME.
HOWEVER, THE
INDICATIONS ARE POSITIVE.
APPROXIMATELY 18% OF SPD
APPLICANTS, 20% AMONG APPLICANTS
OF COLOR AND 19% AMONG FEMALE
APPLICANTS CITED THE INCENTIVE
AS AN IMPORTANT FACTOR IN THEIR
DECISION TO APPLY TO SPD.
ALSO
INTERESTING, AS THE CHART SHOWS,
THOSE WHO RECENTLY CONSIDERED A
CAREER IN LAW ENFORCEMENT FOUND
THE INCENTIVE TO BE MORE
EFFECTIVE.
AND 100% ARE CITING
IT AS AN IMPORTANT FACTOR IN
THEIR DECISION.
I WOULD NOTE
THAT SPD DRAWS APPLICANTS FROM
ACROSS THE STATE AND THE REGION.
IN THE LAST CYCLE, ONLY 14% OF
FOLKS HAD A SEATTLE ADDRESS WHO
APPLIED.
SO JUST INDICATING
AGAIN THAT WE ARE IN A REGIONAL
AND NATIONAL COMPETITION FOR
APPLICANT, NOT JUST SEATTLEITES.
>> I THINK I ALSO HEARD, AND WE
ALSO IN MY OFFICE HAVE AN
OPPORTUNITY TO LOOK AT MANY OF
THE EXIT SURVEYS.
AND ONE OF THE
THINGS THAT HAS REALLY BEEN
DRAMATIC OVER THE YEARS IS ALSO
THE HOUSING AFFORDABILITY ISSUES
IN THE CITY.
AND APPRECIATING, I
THINK, IF POLICY-MAKERS AND FOR
YOU FOLKS AS LEADERS WITHIN THE
DEPARTMENT, THAT THE HOUSING
AFFORDABILITY ISSUES IMPACTS ARE
-- ALL OF OUR EMPLOYEES,
INCLUDING POLICE OFFICERS, AT A
PRETTY SIGNIFICANT RATE.
SO I
CAN APPRECIATE WHY WE'RE SEEING
SORT OF A SLOWER GROWTH RATE OF
THE NUMBER OF APPLICANTS WHO
CURRENTLY HAVE A SEATTLE ADDRESS
APPLYING FOR JOBS AT SPD.
>> AND WE CERTAINLY HEAR ABOUT
HOUSING COST AND COMMUTE TIME AT
CAREER FAIRS.
JUST BEING A
CHALLENGE FOR FOLKS AS THEY'RE
THINKING ABOUT WHERE TO HIRE,
AND DANNY WITH JURISDICTIONS
SORT OF EVERYWHERE HIRING IN A
ROBUST WAY IT, ADDS TO THE
COMPETITIVE ENVIRONMENT.
IN FACT
52% OF OUR ENTRY LEVEL
APPLICANTS REPORTED APPLYING TO
ANOTHER JURISDICTION.
INCLUDING
51% AMONG APPLICANTS OF COLOR,
AND 52% AMONG FEMALE APCAN.
>> AN INCREDIBLY COMPETITIVE
MARKET.
>> YES, HALF THE FOLKS HERE ARE
ARNGZ PLYING ELSEWHERE.
ARE
APPLYING ELSEWHERE.
IN TERM WAS
HOW APPLICANTS LEARNED OF THE
INCENTIVES, MOST COMMON OF THE
SPD WEBSITE, FOLLOWED BY AN
OFFICER, MEDIA OUTLETS AND A
FAMILY MEMBER.
IN TERMS OF SOME
OF THE NUMBERS, SPD HAS PAID A
TOTAL OF 42 INCENTIVES.
AMONG
THOSE RECEIVING THE INCENTIVES,
40.5% WERE PEOPLE OF COLOR.
AND
2010.4% WERE FEMALE.
NEXT SLIDE.
THIS IS JUST SHOWING YOU
MULTIYEAR TREND IN APPLICANT
NUMBERS.
I BELIEVE IT CONTINUES
TO TREND DOWN.
>> ON THE LEFT SIDE WE SEE THE
ENTRY LEVEL NUMBERS.
THOSE ARE
ENTRY LEVEL NEW HIRES.
AND ON
THE RIGHT SIDE ARE THE
APPLICATIONS FOR LATERAL.
SO
THIS ISN'T INDICATIVE OF HIRING
SUCCESSFULLY, ONE WAY OR THE
OTHER.
IT'S JUST TELLING US WHAT
THE APPLICANT POOL LOOKS LIKE.
>> EXACTLY.
IT'S HOW MANY FOLKS
WE HAVE TO WORK WITH ON THE
FRONT END.
AND IT'S A STEEPER
DRP OFF ON THE LATERAL SIDE.
>> YEAH, AS OPPOSED TO THE ENTRY
LEVEL OR NEW HIRES THE LEVEL
THERE, SO THE APPLICATIONS
RECEIVED IN JULY WERE 11% HIGHER
THAN JANUARY.
>> YES.
CORRECT.
>> WHICH IS A TREND IN THE RIGHT
DIRECTION, I WOULD SAY.
>> YES.
SO IN TERMS OF
HIRING THROUGH AUGUST, WE'VE
HIRED 66 OFFICERS, INCLUDING 56
ENTRY LEVEL, EIGHT LATERAL, AND
TWO RETURNING OFFICERS WHO LEFT
FOR ANOTHER JURISDICTION AND
CHOSE TO RETURN TO SPD.
DURING
THAT TIMEFRAME, WE SEPARAT
OFFICERS.
NEXT SLIDE PLEASE.
IN
TERMS OF NEXT STEP AS THE
APPLICANT AND HIRING DATA SHOWS,
THE MARKET REMAINS COMPETITIVE.
OTHER JURISDICTIONS CAN CONTINUE
TO ADD SWORN POSITIONS.
80% OF
THE 25 LARGEST JURISDICTIONS IN
WASHINGTON HAVE BUDGETED FOR
GROWTH IN THEIR SWORN RANKS IN
THE LAST FIVE YEARS, OUTPACING
POPULATION GROWTH BY 17%.
AS A
RESULT, JURISDICTIONS REGIONALLY
HAVE MAINTAINED OR IN SOME CASES
INCREASED THEIR INCENTIVE IN THE
CASE OF EVERETT WHO INCREASED
THEIRS FROM $15,000 TO $20,000.
AND BECAUSE OF THIS CONTINUED
COMPETITION, WE WOULD RECOMMEND
CONTINUING OUR INCENTIVE AT THIS
TIME.
WE HAVE SUBSEQUENT REPORTS
TO COUNCIL.
THAT WILL BE COMING
FORTH AFTER WE HAVE MORE
POINTS.
AND MORE TESTING CYCLES
THAT ARE FURTHER AWAY FROM WHEN
WE IMPLEMENTED THE INCENTIVE.
AT
THE SAME TIME WE'LL BE
REFRESHING OUR ADVERTISING AND
WEBSITE IN THE COMING MONTHS, AS
WELL AS CONTINUING THE OUTREACH
ACTIVITIES WE DESCRIBED EARLIER.
BE HAPPY TO ANSWER ANY
QUESTIONS.
>> SURE.
THE NUMBERS RELATED TO
-- AS WE GO DOWN THE PATH OF
COMPARING THE NUMBER OF NEW
HIRES AS IT RELATES TO LATERAL
HIRES, OBVIOUSLY IT APPEARS TO
ME THAT IN THE NEW HIRE
CATEGORY, THE DEPARTMENT IS
HITTING THE MARK IN TERMS OF THE
FORECASTED PROJECTIONS AND SORT
OF STATED DESIRE BY THE
DEPARTMENT IN TERMS OF HOW MANY
FOLKS YOU ALL WANT TO HIRE IN
THAT GRAR.
IN THAT AREA.
THERE'S
A DIFFERENT STORY IN THE LATERAL
CATEGORY.
I THINK IT'S WORTH
SPENDING A LITTLE BIT TIME ON
SORT OF TALKING ABOUT WHY THAT
COULD BE.
AND I KNOW WE'RE GONNA
GET TO A LITTLE MORE IN THE NEXT
BRIEFING AROUND SOME CHANGES
THAT COULD HAPPEN.
BUT I NOTICED
ON THE SEPTEMBER 16th, 2019
HIRING INCENTIVES REPORT TO
COUNCIL, IT WAS DELIVERED TO US
BY THE SEATTLE POLICE
DEPARTMENT.
THERE'S A TABLE
THERE THAT TALKS ABOUT THE
HIRING INCENTIVES OF OTHER
FERSS.
AND IT ALSO LAYS OUT THE
ANNUAL SALARY BY JURISDICTIONS
THAT ARE SURROUNDING US.
I
NOTICE THAT THE LATERAL STARTING
SALARY IS FOR THE CITY OF
SEATTLE AT ABOUT $91,000 A YEAR.
IN SEATTLE.
IT DESN'T SAY WHAT
THE NUMBER IS FOR BELLEVUE.
EVERETT IS $95,000 A YEAR.
KENT
IS ABOUT $68,000 TO $89,000 A
YEAR.
AND I DON'T HAVE THE
NUMBER FOR RENTON OR KING COUNTY
ON THE CHART.
AND I GUESS THE
REASON I'M POINTING THAT OUT IS
BECAUSE I WONDER WHAT IS
CONTRIBUTING TO THE -- NOT BEING
ABLE TO MAKE THE MARK ON THE
LATERAL, THAT THAT HAS SOMETHING
TO DO WITH THE STARTING SALARY.
>> IT VERY WELL COULD BE.
A
COUPLE OF THINGS WE'RE LOOKING
AT RELATIVE TO LATERALS, IS ONE
ABOUT WHAT STEP YOU'RE GOING TO
START.
AND PERHAPS GIVING CREDIT
FOR SOMEONE WHO HAD WORKED FOR
20 YEARS IN ANOTHER
JURISDICTION.
ANOTHER
POSSIBILITY WOULD BE GIVING
VACATION CREDIT, ACCRUAL, BASED
ON YEARS IN LAW ENFORCEMENT
INSTEAD OF YEARS IN THE CITY OF
SEATTLE.
STARTING AT ZERO YEARS
OF SERVICE WITH SEATTLE, YOU'RE
SIGNIFICANTLY AT A DIFFERENT
SPOT IN THE VACATION TABLE.
>> RIGHT.
>> WE'RE LOOKING AT SOME OF
THOSE THINGS TO MAKE US MORE
COMPETITIVE WITH
JURISDICTIONS.
>> IN TERPS OF THE DEPARTMENT'S
PERSPECTIVE, I KNOW WHEN THE
MAYOR'S OFFICE ORIGINALLY
PROPOSED HIRING INCENTIVES,
THERE WAS A FOCUS JUST ON
LATERAL
LATERALS.
AND I ADVOCATED TO
INCLUDE NEW HIRES AND I'M GLAD I
DID THAT.
>> I AM TOO.
>> AND SO MAYBE WALK ME THROUGH
HOW THE DEPARTMENT IS VIEWING
SORT OF THE DIFFERENCE BETWEEN
THE BENEFITS OF HIRING LATERALS
VERSUS NEW HIRES.
PARTICULARLY
AS IT RELATES TO THE
FUNCTIONALITY.
>> SURE.
THE NUMBER OF FOLKS
THAT TOOK THE LATERAL TEST SINCE
IMPLEMENTATION OF THE INCENTIVE,
I THINK, IS SIX FOLKS.
SO WE
HAVE SMALL DATA POINTS IN TERMS
OF POST INCENTIVE PARTICIPATION.
IN TERMS OF LATERALS IN GENERAL,
THE REASON WE PERCEIVE --
DEMROIBL MUCH QUICKER THAN ENTRY
LEVEL.
THEY PARTICIPATE IN A
TWO-WEEK ACADEMY INSTEAD OF A
16-WEEK ACADEMY.
FIELD STRAINING
GREATLY COMPRESSED.
THAT'S
A GROUP WHAT WE'RE TARGETING.
>> SO ARE YOU SEEING THE
COMPETITIVENESS THAT YOU WERE
DESCRIBING BEFORE, IS THAT MORE
--
[ INAUDIBLE ]
>> I BELIEVE IT IS, AND IT IS
REFLECTED IN THE CHART SHOWING
THE NUMBER OF APCANTS HAVING A
STEEPER DROP-OFF THAN,
APPLICANTS HAVING A STEEPER
DROP-OFF THAN ENTRY-LEVEL.
>> I DON'T THINK I HAVE ANY
OTHER QUESTIONS ABOUT THIS
PARTICULAR REPORT.
I DO
APPRECIATE THE THOROUGHNESS OF
THE REPORT.
AND THANK YOU, GREG,
FOR WALKING US THROUGH THE
DETAIL
DETAILS.
IF THERE'S NOTHING
ELSE, WE'LL MOVE ONTO THE OTHER
ITEM.
>> I WAS JUST GONNA THANK THE
DEPARTMENT FOR HELPING ME PUT
TOGETHER THE REPORT.
IT'S THEIR
DATA, AND IT'S NICE THAT THEY
SHARE IT WITH US.
>> THANK YOU, GREG.
CODY WANTS
ME TO ASK ANOTHER QUESTION.
ONE
OF THE RECOMMENDATIONS OR
IMPLICATIONS OF THE FRNGZ IS
WANTING TO RENEW OR IT BE THE
INCENTIVE PROGRAM.
PAST ITS
EXPIRATION DATE.
IS THAT
SOMETHING WE CAN SEE IN OUR
BUDGET PROCESS?
>> TRYING TO REMEMBER WHEN OUR
EXPIRATION DATE IS.
>> MARCH.
>> IF SOMETHING WE NEED TO DO TO
CONTINUE IT PAST MARCH, THAT IS
SOMETHING YOU CAN EXPECT, YES.
>> GREAT.
WE'D BE HAPPY TO
CONTINUE THOSE CONVERSATIONS.
AND GREG, IF YOU COULD JUST MAKE
A NOTE OF THAT SO WE CAN MAKE
SURE IT'S PART OF OUR ISSUE
IDENTIFICATION WORK, THAT WOULD
BE GREAT.
I KNOW THAT WE ARE
STILL COLLECTING DATA.
WE HAVE
THE SECOND CYCLE.
THIS IS MORE
INDICATIVE OF THE SUCCESS OF THE
PROGRAM.
I THINK WE'LL HAVE A
LITTLE BIT MORE DATA TO WORK
WITH AFTER THE BUDGET PROCESS
AFTER THIS OCTOBER CYCLE.
>> VERY GOOD.
>> HAPPY TO WWITH YOU ALL ON
THAT.
AND MAKE SURE THAT WE'RE
FLAGGING IT AS AN ISSUE
CONSIDERATION FOR THE 2020
BUDGET.
>> VERY GOOD THANK YOU.
>> ARE ALL OF THESE FOLKS
STAYING HERE FOR THE NEXT
PRESENTATION?
YES.
IT'S A PARTY.
ALL RIGHT.
WHY DON'T WE GO
AHEAD AND TRANSITION INTO THE
SECOND -- EXCUSE ME, INTO THE
THIRD AGENDA ITEM?
I'LL HAVE
CODY READ THIS INTO THE RECORD
AND WE'LL DIG INTO THE FINAL
PRESENTATION.
>> ITEM 3 REPORT RECOMMENDATIONS
OF THE SEATTLE POLICE DEPARTMENT
RECRUITMENT RETENTION WORKGROUP
FOR BRIEFING AND DISCUSSION.
>> THANK YOU, CODY.
I KNOW WE
HAVE A PRESENTATION ON THIS AS
WELL.
THERE IT IS.
WE CAN
DISPENSE WITH INTRODUCTIONS.
IT'S LITERALLY DITTO THE SAME
GROUP BEFORE.
I WANTED TO MAKE A
COUPLE OF REMARKS ON THIS
PARTICULAR BODY OF WORK.
I'M
REALLY EXCITED THAT WE'RE AT A
PLACE WHERE WE CAN HAVE THIS
CONVERSATION ABOUT SIX MONTHS
WORTH OF WORK THAT HAS BEEN
HAPPENING IN THE BACKGROUND IN A
COLLABORATIVE INTERDEPARTMENTAL
AND MULTIBRANCH MANNER TO REALLY
TO REALLY DIG INTO IDENTIFYING
SOME ROOT CAUSES AND SOME
EVIDENCE-BASED SOLUTIONS TO
ADDRESS RECRUITMENT, HIRING AND
RETENTION.
AND ONE OF THE THINGS
THAT HAS BEEN REALLY IMPORTANT
TO ME, IN ADDITION TO THE HIRING
AND THE RECRUITMENT PIECE HAS
BEEN AROUND THE RETENTION PIECE.
WE'VE KNOWN THAT RETENTION HAS
BEEN A DIFFICULT THING FOR THE
POLICE DEPARTMENT SINCE AT LEAST
2018.
SO I THINK IT WAS REALLY
IMPORTANT FOR US AS A CITY
COUNCIL IS IT TO SHOW THAT WE'RE
SERIOUS ABOUT PARTNERING
TOGETHER TO SUPPORT THE
LEADERSHIP, AND ADDRESSING NOT
JUST THE HIRING AND RECRUITMENT
PIECES BUT ALSO RETENTION.
ONCE
WE'RE ABLE TO IDENTIFY GOOD
RUFFS AND HAVE GOOD OFFICERS ON
THE FORCE, WE WANT TO MAKE SURE
WE STAND AS BIG A CHANCE AS
POSSIBLE OF RETAINING THOSE
INDIVIDUALS.
AND WE WANT TO MAKE
SURE THAT OUR PATROL OFFICERS
AND OTHER OFFICERS IN THE POLICE
DEPARTMENT FEEL LIKE THEY'RE
BEING VALUED AND HAVE AN
OPPORTUNITY TO SUCCEED.
IN THE
JOB THAT WE'RE ASKING THEM TO DO
THAT THEY'VE SIGNED UP TO DO.
I'M REALLY EXCITED ABOUT FINALLY
BEING IN A PLACE WHERE WE CAN
TALK ABOUT THIS WORK TUMBLELY.
PUBLICLY.
AND THERE ARE SEVERAL
RECOMMENDATIONS THAT I'M
PERSONALLY VERY EXCITED TO SEE
HERE.
AND I THINK THAT THE
WORKGROUP DID A FANTASTIC JOB OF
WORKING TOGETHER AND
COLLABORATIVELY TO REALLY COME
UP WITH THE SET OF INITIATIVES
THAT WE CAN BEGIN THE PROCESS OF
IMPLEMENTING.
THERE'S AN
IMPLEMENTATION TIMELINE, AND
NUMBERS OF PEOPLE BEING IN
CHARGE.
THAT MAKES ME EXTREMELY
HAPPY.
LOOKING FORWARD TO
FINALLY HAVING A PUBLIC
CONVERSATION ABOUT THIS.
AND
LOOKING FORWARD TO IDENTIFYING
HOW WE CAN CONTINUE TO WORK
COLLABORATIVELY TOGETHER AS THE
LEGISLATIVE AND EXECUTIVE BRANCH
TO MAKE SURE THAT WE ARE ABLE TO
BE SUCCESSFUL IN FULL
IMPLEMENTATION OF THESE
PROPOSALS.
WHO'S GONNA KICK US
OFF?
>> THANK YOU VERY MUCH, COUNCIL
MEMBER.
I THINK I SPEAK ON
BEHALF OF THE ENTIRE MAYOR'S
OFFICE WHEN I SAY DEEPLY THANK
YOU FOR GIVING US TIME TO REPORT
ON THIS PROJECT AND FOR YOUR
SUPPORT AND COLLABORATION DURING
THIS ENTIRE PROCESS AND
PARTICIPATION IN THE WORKGROUP.
BEING AN OFFICER IS A HIGHLY
REWARDING JOB BUT A TOUGH JOB
EVEN UNDER IDEAL CIRCUMSTANCES.
AND CONDITIONS ARE NOT IDEAL.
AND WITH THE RETENTION ISSUES,
IT BECOMES SORT OF A DOWNWARD
SPIRAL.
INCREASING POLICE
CAPACITY AND PRESENCE IS ONE OF
THE RECURRING DEMANDS THAT WE'RE
HEARING IN THE MAYOR'S OFFICE
OVER AND OVER AGAIN FROM
RESIDENTS ALL OVER THE CITY.
SPD'S RECAP ON 2018 AND THE Q1
NUMBERS GIVES US A GOOD CONTEXT
AND SEGUE FOR WHAT WE'RE ABOUT
TO HEAR, WHICH IS THE FINAL
REPORT IN THE INNOVATION
PERFORMANCE-LED WORKGROUP.
THEY
TOOK A DEEP DIVE INTO THE DATA,
AS I KNOW, COUNCIL MEMBER, YOU
ARE VERY AWARE.
AND ISSUES
SURROUNDING OUR EFFORT TO KEEP
THE SEATTLE POLICE DEPARTMENT
FULLY STAFFED.
TO KEEP UP WITH
OUR CITY'S GROWING POPULATION
AND TO MAINTAIN PUBLIC SAFETY
SERVICE EXPECTATIONS AND TO
RETURN TO A MANAGEABLE WORKLOAD
FOR OUR CURRENT OFFICERS AND
RECENTLY OVERTIME DEMANDS.
SO
THEY THEY CAN SAFELY CONTINUE TO
SERVE IN THE COMMUNITY.
SORT OF
THE REASON THE MAYOR HAS MADE
THIS SUCH A HIGH PRIORITY.
WE
ARE BEYOND PLEASED WITH THE
BREATH OF RECOMMENDATIONS THAT
CAME OUT OF THIS WORKGROUP.
DTH OF RECOMMENDATIONS THAT
CAME OUT OF THIS WORKGROUP.
RICHARD TO YOUED WHO IS SITTING
IN THE AUDIENCE THERE.
AND AMY
FOWL, AND INNOVATION PERFORMANCE
TEAM IN THE MAYOR'S OFFICE.
SHE'LL DETAIL THE METHODOLOGY
SHORTLY AND HIT THE HIGH PINS OF
THE REPORT.
AND OUTLINE THE
RECOMMENDATION.
I THINK SUFFICE
IT TO SAY THIS PROJECT IS
ALREADY SETTING A NATIONWIDE
EXAMPLE ON HOW TO COLLABORATE
WITH OFFICERS IN THE COMMUNITY
TO SOLVE SWORN OFFICER STAFFING
PROBLEMS WHICH IS A NATIONAL
ISSUE RIGHT NOW.
BY IMPLEMENTING
THE FULL RANGE OF
RECOMMENDATIONS AS QUICKLY AS
POSSIBLE, THAT'S THE TIMELINE,
AND MAKE SURE THAT THERE ARE
PEOPLE DESIGNATED AS POSSIBLE
FOR GETTING IT DONE.
I THINK WE
HAVE A REAL SHOT AT PROVIDING
SOME RELIEF.
AND MEETING OUR
HIRING GOALS IN 2021, OR 2020
AND BEYOND.
AND GETTING OUR OUT
OF THAT 2018 HOLE WHICH WE'RE
STILL WORKING ON.
I'M GONNA TURN IT OVER TO
CATHERINE.
>> GOOD AFTERNOON.
IN LATE 2018,
THE ISSUE OF SPD'S WORKFORCE WAS
IDENTIFIED AS A PRIORITY WHEN
THE TOTAL NUMBER OF SWORN
OFFICERS DECLINED FOR ANOTHER
YEAR, AND SPD FAILED TO MEET ITS
ANNUAL HIRING TARGET.
ALL THIS
DESPITE EFFORTS TO ACTIVELY
EXPAND THE FORCE.
THAT BEING
SAID, WE'RE NOT ALONE, HIRING
REMAINS A CHALLENGE FOR POLICE
AGENCIES ACROSS THE COUNTRY.
OUR
RECENT WORKFORCE STUDY FOUND
THAT THE PERCENTAGE OF STATE AND
LOCAL GOVERNMENT RATED POLICE
OFFICERS AS A HARD-TO-RECRUIT
POSITION AS GROWN FROM 3% IN
2009 TO 27% IN 2018.
HAVING
FEWER OFFICERS CLEARLY HAS
IMPLICATIONS FOR NEW SPD MEETS
SURFACE GOALS AND MAINTAINS ITS
PRESENCE IN THE COMMUNE, THE
MAYOR'S OFFICE 2019 CHALLENGES.
TO BETTER UNDERSTAND WHY NEW
HIRES AND OVERALL SWORN OFFICER
COUNTS WERE DECLINING.
TWO, TO
IDENTIFY SHORT AND LONG-TERM
STRATEGIES TO IMPROVE
RECRUITMENT AND RETENTION
OUTCOME.
THE WORKGROUP IS TASKED
WITH SUMMARIZING FINDINGS AND
ISSUING RECOMMENDATIONS IN A
REPORT RELEASED LAST WEEK.
THE
WORKGROUP MENTIONED BEFORE,
BROUGHT TOGETHER STAFF AND
PERSPECTIVES FROM VICTIMS OF
EXPERTISE.
COMPRISED OF MEMBERS
OF SPD, SEATTLE DEPARTMENT OF
HUMAN RESOURCE, THE MAYOR'S
OFFICE, CENTRAL BUDGET OFFICE,
AND CITY COUNCIL.
WE'RE VERY
GRATEFUL FOR GREG AND CODY FOR
THEIR PARTICIPATION.
WE ARE ALSO
GRATEFUL FOR THE PARTICIPATION
OF FIVE KEY ADDITIONAL PARTNERS
WHO HELPED US IDENTIFY
CHALLENGES, FIND SOLUTIONS AND
REFINE OUR RECOMMENDATIONS.
A
SINCERE THANK YOU TO THE POLICE
OFFICERS GUILD, SEATTLE POLICE
MANAGEMENT ASSOCIATION.
HERE
WITH US IN OUR AUDIENCE,
DIRECTOR ANDREW MIREBURG, AND
BETSY SCOTT WITH THE COMMUNITY
POLICE COMMISSION AND THE OFFICE
OF THE INSPECTOR GENERAL.
I'LL
JUMP INTO A BRIEF OVERVIEW OF
OUR PROCESS FINDING
RECOMMENDATIONS.
ONE OF THE
STRENGTHS AND UNIQUE ELEMENTS OF
THIS PROJECT IS THAT WE USED
AIDATE-DRIVEN AND DESIGNED
APPROACH.
WE RELIED QUALITATIVE
AND QUANTITATIVE DATA TO SPLER
THE CHALLENGES FACING SPD'S
RECRUITMENT.
OUR PROCESS BEGAN
WITH ANALYZING ANY AND ALL DATA
WE COULD FIND.
WE EXAMINED
NATIONAL, LOCAL, DATA PERTAINING
TO RECRUITMENT AND HIRING.
THEE
ANALYSES INFORMED THE QUALITY OF
THE RESEARCH WHICH SOUGHT TO
UNDERSTAND THE EXPERIENCES OF
THOSE IMPACTED.
IN THIS CASE OUR
PERSPECTIVE APPLICANT, INPROCESS
HIRES AND CURRENT STAFF.
WE THEN
MOVED TO SYNTHESIZING OUR
FINDINGS AND DEFINING OUR KEY
CHALLENGES.
NEXT WE BEGAN THE
SOLUTION GENERATION PHASE.
WE
REENGAGED OUR KEY STAKEHOLDERS.
THE DELIVERY PHASE OF THE
PROJECT, ISSUING OUR FINAL
REPORT, WHICH INFORMED THE NEXT
STEP PHASE.
PROTOTYPING.
THE
OPPORTUNITY TO BUILD AND TEST
THE IDEAS PUT FORTH IN THIS
REPORT.
TO GIVE YOU A SENSE OF
WHAT THIS LOOKS LIKE AS A VERY
HIGH LEVEL, OUR QUANTITTIVE
ANALYSIS FOCUSED ON FIVE DRIVERS
OF OFFICER GROWTH.
EVALUATING
JOINERS AND LEADERS.
WE WERE
ABLE TO LINK DATA SETS TO
ANALYZE APPLICANT
CHARACTERISTICS AND BEHAVIOR.
HIRING CONVERSION RATES, AND
EMPLOY SEPARATION TRENDS.
IT
TAKES ABOUT 100 APPLICANTS TO
YIELD TWO HIRES WHICH IS
SIGNIFICANT TO OTHER
JURISDICTIONS THAT WE SPOKE TO.
THIS IS PARTICULARLY CHALLENGING
SINCE AT SPD, WE'VE EXPERIENCED
A 20% DECLINE IN ENTRY-
APPLICATIONS.
SECOND OUR PROCESS
IS TIME-CONSUMING.
IT TAKES ON
AVERAGE 180 DAYS TO HIRE.
WHICH
IS HIGHER THAN SOME OF OUR
SMALLER AGENCIES.
THIS IS A
CHEMICAL FOR HOW WE CAN COMPETE
FOR TALENT RIGHT NOW.
AND GIVEN
THAT WE'RE NOT ALONE, WE KNOW
THAT 80% OF THE 25 LARGEST
FORCES IN WASHINGTON HAVE
BUDGETED FOR GROWTH IN THE LAST
FIVE YEARS.
SHIFTING TO THE
OTHER KEY DRIVERS OF STAFFING,
WE LOOK AT THOSE LEAVING THE
FORCE.
ANALYZE REVEALED THAT
INCREASED SEPARATIONS ABOVE
TREND IN 2018 WERE PRIMARILY
DRIVEN BY RESIGNATION.
IT WASN'T
RETIREMENTS DRIVING OUR NUMBERS,
IT WAS RESIGNATIONS.
80% OF
THOSE RESIGNING OVER THE PAST
TWO YEARS WERE PATROL OFFICERS.
ARTICULARLY NEW TO THE
OFFICERS.
WE'RE CURRENTLY LOSING
THE EXACT PEOPLE WHOM WE'RE
TRYING TO HIRE.
IN 2018, THIS
MEANT THAT 23 OF THE 33
FULLY-TRAINED RESIGNATIONS WERE
PATROL OFFICERS EMPLOYED FIVE OR
FEWER YEARS.
23 OFFICERS, THE
EQUIVALENT OF A PRECINCT, WAS
THE ENTIRE SHIFT WATCH.
WE ALSO
LEARNED THAT 70% OF THOSE WHO
RESIGNED LEAVED TO JOIN ANOTHER
FORCE WITHIN 100 MILES OF
SEATTLE.
PEOPLE ARE NOT LEAVING
POLICING, THEY'RE LEAVING US.
OUR TAKEAWAY WAS THAT WE HAVE A
RECRUITMENT AND RETENTION
PROBLEM.
IF WE'RE GOING TO
STABILIZE AND GROW THE FORCE, WE
CAN'T JUST FOCUS ON RECRUITMENT
AND HIRING.
WE MUST ADDRESS
RETENTION.
THE QUANTITATIVE
PHASE -- TO ANSWER, WE LEVERAGED
ETHNOGRAPHIC RESEARCH WHICH
DRAWS UPON OBSERVATIONS AND
INTERFACE.
FOR RECRUITMENT, WE
FOCUSED ON WHO WAS EMPLOYED.
THE
TYPE OF QUALITY APPLICANTS WE
DESIRE.
WHAT IS MOTIVATING
PEOPLE TO APPLY FOR POLICE
OFFICER AND YOUR THEY INTERESTED
IN SPD SPECIFICALLY?
REGARDING
HIRING, WE WANTED TO BETTER
UNDERSTAND HOW PEOPLE EXPERIENCE
OUR HIRING PROCESS.
GIVEN SO
MANY NEW OFFICER OTHERS LEAVING,
WE WANTED TO KNOW MORE ABOUT
THEIR CURRENT EXPERIENCES AND
WHAT WAS DRIVING THEIR BEHAVIOR.
TO UNDERSTAND THE EXPERIENCES OF
PEOPLE MOVING THROUGH OUR HIRING
PROCESS, AND THOSE CURRENTLY
EMPLOYED AS POLICE OFFICERS.
WE
SPENT SIX WEEKS INTERVIEWING
MORE THAN TEN PERSPECTIVE
APPLICANT, 20 RECRUITS, 60
OFFICERS ACROSS THE FIVE
PRECINCTS, AND 30 SUBJECT
MATTERS FROM COMMAND STRAF, CITY
DIAMETER, AND OTHER POLICE
AGENCIES.
WE ATTENDED WORKSHOPS
FOR PERSPECTIVE APPLICANTS.
PARTICIPATED IN TRAINING
ACTIVITIES.
PARTICIPATED IN
RIDE-ALONGS.
AND WE SURVEYED
APPLICANTS AND OFFICERS TO
BETTER UNDERSTAND INDIVIDUALS'
MOTIVATIONS AND EXPERIENCES AS
THEY ENGAGED WITH SPD.
ON THE
LEFT IS A VISUAL FROM ONE OF
CARY'S WORKSHOPS.
YOU CAN SEE
THAT IN THE LOWER LEFT.
AND
PROBABLY SHOULD HAVE JUST GOTTEN
OUR OWN BADGE.
I WILL NOTE THAT
WE KNEW FROM THE BEGINNING THAT
WE WOULD FOCUS ON PERSPECTIVE
AND CURRENT APPLICANTS AND
HIRES.
BUT WE SHIFTED TO EXPAND
THAT FOCUS ON CURRENT OFFICERS
BASED ON THAT QUANTITATIVE
ANALYSIS.
KNOWING THAT SPD WAS
STRUGGLING TO RETAIN P
OFFICERS.
WE ENDED UP MAKING A
SHIFT IN EXPANDING THAT
QUALITATIVE RESEARCH TO SPEND A
SIGNIFICANT AMOUNT OF TIME WITH
BOTH KEY PATROL OFFICERS.
IN
THIS APPROACH, WE'RE MIND THAFL
WHILE WE DID NOT TALK TO
EVERYONE, WE WERE INTENTION
ABOUT INTERVIEWING A
REPRESENTATIVE OF A PERCEPTION
AS POSSIBLE.
WE ALSO CONTINUED
UNTIL ESSENTIALLY WE HEARD THE
SAME RECURRING THINGS IN OUR
CONVERSATION.
I WILL NOTE
THAT WE ARE VERY APPRECIATIVE OF
THE TIME OFFICERS SPENT WITH US.
WE INITIALLY TOLD PRECINCTS THAT
WE WERE THERE FOR TWO HOURS,
ANTICIPATING WE WOULD TALK TO
OFFICERS FOR TEN MINUTES OR SO.
WE ENDED UP SPENDING SIX TO
EIGHT HOURS AT EACH PRECINCT,
SPENDING OVER 30 MINUTES.
OFFICERS WERE LINING UP PAST
THEIR SHIFT FOR THE OPPORTUNITY
TO SIT AND TALK.
AND I THINK
IT'S BECAUSE WE TOOK AWAY TWO
KEY THINGS.
PEOPLE REALLY CARE.
I THINK THERE'S A DEEP SENSE OF
FRUSTRATION.
I THINK IT'S FAIR
TO SAY THAT MORALE IS LOW, OR IT
WAS WHEN WE WERE THERE IN MARCH
AND APRIL.
BUT PEOPLE AREN'T
LOST.
AND I'M GRATEFUL FOR THE
OFFICERS WHO ARE WILLING TO SIT
DOWN AND CONFIDE.
SO THANK YOU
TO ALL OF THOSE INDIVIDUALS.
SO
TO SHARE SOME VERY HIGH-LEVEL
KEY FINDINGS FROM OUR
QUALITATIVE RESEARCH.
I WANT TO
KNOW A COUPLE THINGS.
ONE, GOOD
NEWS.
WE'RE RECRUITING AND
HIRING SERVICE-MINDED PEOPLE.
WHO ARE MOTIVATED TO HELP THE
COMMUNITY.
OVERWHELMING, WHEN WE
SPOKE TO PERSPECTIVE APPLICANT,
THEY'RE DOING THE JOB BECAUSE OF
A DEEP SENSE OF PERSONAL
CONVICTION THAT THIS IS THEIR
CALLING.
THEY WERE MEANT TO HELP
PEOPLE.
WE'RE ALSO ATTRACTING
DIVERSE APPLICANTS IN TERMS OF
RACIAL DIVERSITY, NEW HIRES ARE
MORE DIVERSE THAN THE CURRENT
WORKFORCE.
BUT ALSO IN TERMS OF
LIVED EXPERIENCE.
I WAS TAKEN
ARBITRATION BACK BY THE BREADTH
AND DEPTH AND EXPERIENCE OF
FOLKS COMING IN.
FOLKS WHO ARE
FRESH OUT OF COLLEGE, FOLKS WHO
ARE MAKING MID-CAREER CHANGES.
I
SPOKE TO A LOVELY WOMAN WHO WAS
A LAWYER AND PUBLIC DEFENDER AND
NOW IS SOMEONE WHO HAD RECEIVED
A MASTERS DEGREE IN PUBLIC
HEALTH AND FELT LIKE THIS WAS A
BETTER WAY TO GIVE BACK TO THE
COMMUNITY.
WE'RE CURRENTLY
RECRUITING A REAL VARIE
FOLKS.
THAT BEING SAID, THERE
ARE CHALLENGES.
A FEELING OF
LACK OF SUPPORT FROM LEADERSHIP,
WITHIN COMMAND AND ELECTIVE
LEADERSHIP.
A FRUSTRATION WITH
LACK OF CLARITY ABOUT WHAT IT
MEANS TO BE A LAW ENFORCEMENT
AGENT IN THE CITY OF SEATTLE.
A
SENSE OF FRUSTRATION THAT FOLKS
FEEL LIKE THEY'RE UNABLE TO HELP
ADDRESS COMMUNITY CONCERNS.
A
STRONG SENTIMENT THAT POLICE
HAVE BEEN OTHERED TO THE EXTENT
THAT THEY'RE NO LONGER SEEN AS
PART OF THE COMMUNITY.
AND MANY
OTHER FACTORS CULMINATING IN LOW
MORALE.
AND ONE SUMMARIZING
STATISTIC ON OFFICER
SATISFACTION THAT I FIND THAT IS
NOT IMPACTFUL, IS WHEN WE ASK
FOLKS WOULD YOU REFER A FRIEND
OR FAMILY TO WORK AT SPD, 75% OF
THE OFFICERS SURVEYED SAID NO.
AND MORE THAN HALF OF OUR NEWLY
EMPLOYED ZERO TO FIVE YEARS
OFFICERS SAID THEY WOULD NOT
REFER A FRIEND OR FAMILY TO WORK
FOR SPD.
THE PROJECT TEAM
THEN ANALYZED THE TRENDS, THE
INTERVIEW NOTES, SURVEY DATA
COLLECTED DURING A QUANTITATIVE
AND QUALITATIVE RESEARCH PHASES.
THE FIRST TWO ADDRESS
RECRUITMENTS, THE THIRD
ADDRESSES HIRING, AND THE FOURTH
RETENTION.
WE FLEED TO INCREASE
THE POOL OF VIABLE APPLICANTS BY
SOURCING QUALITY APPLICANTS WHO
OTHERWISE WOULDN'T APPLY.
SECOND, WE NEED TO THINK ABOUT
HOW TO FIND QUALITY CANDIDATES
RECRUITING THROUGH OUR CURRENT
EMPLOYEES.
POLICE OFFICERS CAN
POTENTIALLY BE OUR MOST
EFFECTIVE RECRUITERS.
WE
NEED TO FIND WAYS TO EASE AND
SHORTEN THE LENGTH OF THE
RECRUITMENT AND HIRING PROCESS
TO MAXIMIZE THE CHANCES OF
CATCHING VALUABLE TALENT.
ONCE
IN THE DOOR, WE MUST CONTINUE TO
SET CANDIDATES UP FOR SUCCESS.
WE MUST FIND WAYS TO ENSURE
POLICE OFFICERS FEEL SUPPORTED
BY CITY LEADERSHIP AND COMMAND
STAFF.
DIRECT FROM THEIR
SERGEANTS UP TO THE CHAIN OF
COMMAND.
PEOPLE WANT TO KNOW
THEIR LEADERSHIP IS INVESTED IN
THEM AND THEIR SUCCESS.
WE HEARD
FROM OFFICERS -- IELS, I WANT TO
MAKE NOTE THAT WE CERTAINLY
HEARD FROM OFFICERS THAT THEY
ARE IN FULL SUPPORT OF THE
ACCOUNTABILITY CHANGES LIKE THE
REQUIRED USE OF BODY CAMERAS.
HOWEVER, WE SHOULD TAKE TIME TO
EVALUATE AND REFINE OUR
ACCOUNTABILITY SYSTEMS TO ENSURE
THAT WE'RE ACHIEVING OUR
PERFORMANCE GOALS WHILE
MINIMIZING ANY UNATTENDED
CONVINCE CONSEQUENCES.
PEOPLE
WANT A SYSTEM THAT'S FAIR TO
THEM.
NUMBER 6, WE HEARD THAT
POLICE OFFICERS WANT TO HELP
PEOPLE AND TO MAKE A DIFFERENCE
THROUGH THE PRIMARY ROLE OF LAW
ENFORCERS.
AS SOCIETAL
EXPECTATIONS CHANGE, OFFICERS
NEED A CLEAR SENSE OF PURPOSE
AND OPPORTUNITY TO DO MEANINGFUL
WORK.
NUMBER 7, PERCEPTION OF
THE GENERAL PUBLIC IS NOT ALWAYS
AWARE OF THE MANY ASPECTS OF
POLICE WORK.
WE SHOULD FIND MORE
OPPORTUNITIES TO SHARE THE
STORIES OF POLICE WORK AND
CELEBRATE THE DEPARTMENT'S
SUCCESSES.
SO WE TOOK THOSE
SEVEN KEY RECOMMENDATIONS AND WE
RETURNED TO OUR STAKEHOLDERS.
WE
WENT BACK TO THE TRAINING
FACILITY, EVERY PRECINCT.
AND WE
ASKED FOLKS TO COME UP WITH AS
MANY IDEAS AS POSSIBLE.
A
FACILITATED IDEATION SESSION
WITH A WORKGROUP.
TWO, WE
FAMILIARITIATED ACTIVITIES THAT
EACH OF US AND THE RECRUIT
TRAINING FACILITY.
SO WE SET UP
THESE COLORFUL POSTERS IN THE
BACK.
EACH OF THOSE SEVEN
FINDINGS WITH OFFICER QUOTES.
AND BRAINSTORMING QUESTIONS.
WE
LEFT THOSE UP AT THE PRECINCTS.
THEY PLACED STICKERS WHERE THEY
SECONDED OPTIONS.
THESE WERE ALL
LEFT IN PRESIFRNTS FOR A WEEK TO
TWO WEEKS TO GENERATE IDEAS.
THIRD WE ISSUED AN ONLINE SURVEY
TO GATHER IDEAS FROM THE ENTIRE
STAFF.
AND FOUR WE CONDUCTED A
NUMBER OF INTERVIEWS WITH
SUBJECT MATTER EXPERT HERE IN
SEATTLE, AS WELL AS THE AGENCIES
AND OTHER INNOVATION AND
PERFORMANCE TEAMS ACROSS THE
COUNTRY.
TO TRY TO FIGURE OUT
WHAT ARE OUR PEERS DOING THAT'S
PROVED SUCCESSFUL.
WE THEN
TRANSITIONED INTO THE IDEA OF
ELECTION PROCESS.
WE LEARNED
FROM OUR RESEARCH THAT THE
SELECTIVE PORTFOLIO OF
INITIATIVES MUST ACCOMPLISH
THREE AIMS.
ONE, IT SHOULD FOCUS
ON RETENTION AS WELL AS
RECRUITMENT.
TWO, IT SHOULD
INCLUDE QUICK WINS TO GARNER
INITIAL SUPPORT, AND LONGER TERM
MORE STRATEGIC EFFORTS TO AFFECT
SYSTEM LEVEL CHANGE.
IT
SHOULD ADDRESS ALL SEVEN KEY
FINDING TO MAXIMIZE COLLECTIVE
IMPACT.
THE PROJECT TEAM APPLIED
THE FOLLOWING DESIGN CRITERIA.
ASSESSING THE ANTICIPATED IMPACT
AND FEASIBILITY FOR EACH IDEA.
ESSENTIALLY IMAGINE US WITH AN
EXCEL SPREADSHEET GOING THROUGH
AND RAVENING A THOUSAND IDEAS.
WE CODED EACH, APPLIED OUR
CRITERIA HERE.
THEN ULTIMATELY
PRIORITIZED 12 INITIATIVES FOR
IMPLEMENTATION.
AS YOU CAN SEE
HERE, WE ACCOMPLISHED OUR AIM OF
ADDRESSING ALL SEVEN KEY
FINDINGS ACROSS THE PORTFOLIO.
THREE INITIATIVES RETAINED TO
RECRUITMENT, FOUR TO HIRING, AND
FIVE ADDRESS RETENTION.
I'LL
PROVIDE A VERY BRIEF OVERVIEW OF
THE 12 RECOMMENDATIONS.
BUT I
ENCOURAGE THOSE INTERESTED TO
CONSULT THE REPORT WHERE WE
PROPOSED A DESCRIPTION OF THE
PROBLEM, A MORE DETAILED
INFORMATION ON THE PROPOSAL, AS
WELL AS THE DESIRED OUTCOME,
INDICATOR OF SUCCESS.
AND AS YOU
MENTIONED, A TIMELINE WITH DATES
AND SUGGESTED RESOURCES AND OUR
ASSUMPTION THAT WE NEED TO TEST.
TRZ SO THE FIRST CHANCE TO
RECRUITMENT, AND HERE I WANT YOU
TO SEE AN OFFICER WHO IS AN
ENTRY-LEVEL OFFICER.
SHE WAS ONE
OF THE INDIVIDUALS THAT SPENT A
FAIR AMOUNT OF TIME WITH US,
WALKING US THROUGH HER
EXPERIENCE.
PERTAINING TO
RECRUITMENT, WE ARE FOCUSING ON
INITIATIVES THAT ONCE INCREASE
THE NUMBER AND DIVERSITY OF
APPLICANTS BY TARGETING NEW
SOURCES OF TALENT.
TWO, LEVERAGE
OFFICERS' NETWORKS.
AND THREE
PROVIDE APPLICANTS WITH
FIRSTHAND KNOWLEDGE OF SEATTLE
POLICING.
OUR FIRST IDEA, WE'VE
ENTITLED CIVILIANS TO SWORN
PATHWAY.
THE AIM SHEER FOLKS WHO
ARE FAMILIAR WITH THE SEATTLE
BRAND, FOLKS WHO MADE ALREADY
HAVE A RELATIONSHIP TO THE
SEATTLE POLICE DEPARTMENT.
WH
MAY BE INTERESTED IN A VIABLE
SOURCE OF CANDIDATES FOR US.
WE'RE ALSO LOOKING AT CREATING
PIPELINES AND STRENGTHENING
EXISTING PIPELINES TO SOME OF
OUR PATHWAY PROGRAMS.
SPD
EXPLORERS, WHICH MIKE MENTIONED
EARLIER.
AS WELL AS ONE OF THE
CITY'S NEW PROGRAMS.
THE SECOND
IDEA RECRUITMENT ROTATION AIMED
TO SOLIDIFY AND BUILD UPON A
CURRENT PRACTICE WHICH WOULD
TAKE A CORE OF OFFICER
RECRUITERS WHO COULD THEN
LEVERAGE THEIR ALUMNI TO
PROFESSIONAL NETWORKS TO HELP
EXPAND OUR RECRUITMENT TO
PERSPECTIVE APPLICANT
APPLICANTS.
THE
THIRD ITEM IS THE RIDE-ALONG
PROGRAM WHICH IS MODELED AFTER
WHAT BALTIMORE, MARYLAND, HAS
RECENTLY DONE.
THIS IS
FORMALIZING AND EXPANDING A
PRACTICE THAT SPD HAS DONE.
MEMBERS OF THE COMMUNITY IDEALLY
TO GET FIRSTHAND EXPERIENCE OF
SEATTLE POLICING.
SO ONE OF THE
ELEMENTS THAT WE HEARD FROM
RECRUITERS AND FROM FOLKS,
PARTICULARLY FOR LATERALS IS
THEY WANT TO BE ABLE TO HAVE
THAT FIRSTHAND EXPERIENCE.
BEFORE THEY CONSIDER APPLYING OR
ENGAGING IN OUR HIRING PROCESS.
WE'D LIKE TO CREATE A WAY TO
STREAMLINE THAT OPPORTUNIT
APPLICANTS.
IN THEIR IS OFFICER
BRITTNEY ROY WHO SAY LATERAL
HIRE FROM NYPD.
SHE HAS A PRETTY
GREAT STORY.
HER FATHER WAS AN
NYPD OFFICER WHO PASSED AWAY,
UNFORTUNATELY IN 9/11.
SHE
JOINED NYPD AND CAME AND JOINED
OUR FORCE IN 2018 BECAUSE SHE
FELT SPD'S VALUES AND POLICING
APPROACH WERE BETTER ALIGNED TO
HER VALUES.
REGARDING HIRING,
FOUR INITIATIVES TO INCREASE THE
EFFECTIVENESS OF THE HIRING
PROCESS.
THEY FOCUS ON
LEVERAGING TECHNOLOGICAL
SOLUTIONS AND ENHANCE BUS
PROCESSES.
ENGAGE CANDIDATES
DURING THE HIRING PROCESS.
AND
EXTEND OFFERS IN A MORE
COMPETITIVE TIMEFRAME.
TESTING WOULD BE DONE IN
ADDITION TO THE QUARTERLY
SCHEDULE.
ONE THAT WE FOUND, WE
SURVEYED THE PARTICIPANTS IN THE
JULY CYCLE AND FOUND THAT 48% OF
THE PEOPLE WHO CAME AND TESTED
WITH US ALREADY HAD A SCORE ON
RECORD WITH THE NATIONAL TESTING
SERVICE.
SO WE'RE LOOKING AT HOW
CAN WE MAKE SURE THAT WE'RE NOT
OVERALL BURDENING THEM, CREATING
OPPORTUNITIES TO PERHAPS SHORTEN
OUR ENGAGED APPLICANTS IN MORE
THAN JUST A QUARTERLY BASIS TO
GET THEM IN OUR HIRING PROCESS.
WE'RE ALSO LOOKING, AND THIS IS
MODELED OVER PORTLAND, HOW TO
PROVIDE SOME FLEXIBILITY IN THE
ORDER IN WHICH CANDIDATES
COMPLETE TASKS.
SO FOR EXAMPLE
IN PORTLAND, YOU CAN GO COMPLETE
YOUR PHYSICAL ABILITY TEST PRIOR
TO COMPLETING YOUR WRITTEN TEST.
THERE'S AN ELEMENT THERE TO
INTRODUCE SOME FLEXIBILITY.
NUMBER 5, LEAVE NO CANDIDATE
BEHIND.
NOW DO WE AUGMENT OUR
CURRENT EFFORTS TO ENGAGE
APPLICANTS DURING THE HIRING
PROCESS?
PEOPLE WERE VERY
FAVORABLE AND KIND ABOUT
DETECTIVE MCNALLY AND HOW THEY
WERE BROUGHT INTO SEATTLE EARLY
ON.
THEY'RE TWO INDIVIDUALS.
THEY CAN'T HAVE THAT CONNECTION
TO EVERYONE ONCE THEY'VE GOTTEN
INTO THE HIRING PROCESS.
SO
WE'RE LOOKING AT HOW CAN WE
ENHANCE OUR BUSINESS PROCESSES
SO THAT FOLKS ARE BETTER AND
MORE CONSISTENTLY AND THANKFULLY
ENGAGED DURING THE HIRING
PROCESS?
THAT WILL GIVE US A LEG
UP COMPARED TO OTHER
JURISDICTION.
WE'RE LOOKING
SPECIFICALLY AT LEVERAGING
TEXTING PLATFORMS, E-MAILS,
VIDEO CONTENT TO HELP KEEP
APPLICANTS INFORMED OF THEIR
PROGRESS.
BACKGROUND CHECKS.
AGAIN, THIS AIMS AT ENHANCING
AND INCREASING THE EFFICIENCY OF
OUR CURRENT PROCESS.
WE'D LIKE
TO IMPLEMENT AN ELECTRONIC
SYSTEM TO TRACK AND MANAGE
CANDIDATES' PROGRESSION THROUGH
THE HIRING PROCESS.
THIS SYSTEM
WOULD CERTAINLY HELP STREAMLINE
OUR REFERENCE CHECK PROCESS AND
PROVIDE US BETTER INSIGHT INTO
WHO'S ADVANCING AND HOW QUICKLY.
AND THEN SEATTLE SAMPLER.
THIS
AIMS TO IMPLEMENT TRAINING
OPPORTUNITIES.
IT'S MODELED
EVERY NYPD'S COMMUNITY-LED
INITIATIVE IN WHICH CIVILIAN
COMMUNITY EXPERTS LEAD TRAININGS
FOR SPD RECRUITS.
SPD IS
PREHIRING WHICH MEANS THAT
RECRUITS HAVE A POTENTIALLY
LONGER PERIOD OF TIME BEFORE
THEY DEPART FOR THE ACADEMY.
THIS IS A GREAT OPPORTUNITY TO
LEVERAGE THIS IN THEIR TIME WITH
US DURING THAT PERIOD.
SO
OFFICERS WOULD RECEIVE BY
COMMUNITY EXPERTS AND STAFF ON
TOPICS SUCH AS CULTURAL
LITERACY, HISTORY OF SEATTLE'S
NEIGHBORHOODS AND COMMUNITIES.
HISTORY OF CRIME IN PUBLIC
SAFETY.
TO BETTER UNDERSTAND THE
SEATTLE CON.
CONTEXT. GIVEN
THAT SUCH A SMALL PERCENTAGE OF
OUR APPLICANTS ARE COMING FROM
SEATTLE, WE HEARD FROM
APPLICANTS THEY DESIRE TO GET TO
THEIR COMMUNITY IN A MORE
PERSONAL WAY BEFORE THEY BECOME
MEMBERS OF IT.
TO CREATE SOME OF
THOSE BONDS WHILE THEY'RE IN
THEIR RECRUIT PERIOD.
HERE WE
HAVE A FORMER SPD OFFICER.
HE
HAS BEEN WITH SPD FOR SEVERAL
YEARS AS WELL.
GREAT QUOTE THERE
WE'RE RECOMMENDING FIVE
INITIATIVES TO HELP US RETAIN
OUR TALENTED STAFF, PARTICULARLY
OUR PATROL OFFICERS.
OUR FIVE
INITIATIVES FOCUS ON LEVERAGING
SOME TECHNOLOGICAL SOLUTIONS AND
BUSINESS PRACTICES TO PROMOTE
OFFICERS' HEALTH AND WELL BEING.
MITIGATE UNINTENDED CONSEQUENCES
OF THE SYSTEM, LEVERAGE THE
EXPERTISE STAFF, DEVELOP
SUPERVISOR LEADERSHIP SKILL, AND
INCREASE LEADERSHIP
UNDERSTANDING OF THE REALITY WAS
PATROL WORK.
THE FIRST IS BY ONE
OF THESE TOP ITEMS REQUESTED BY
SPD STAFF.
OUR AGE IS TO CHANGE
THE SHIFT SCHEDULES TO PROVIDE
OFFICERS MORE TIME TO REST AND
RECUPERATE BETWEEN SHIFTS.
WE
ARE REGARDED AS HAVING ONE OF
THE WORST SHIFT SCHEDULES IN THE
AREA.
WHETHER IT'S A 4/10 OR ONE
THAT WE MOVE TO, THERE IS A
STRONG DESIRE BY THE CURRENT
FORCE AND APPLICANTS TO MOVE TO
A MORE FRIENDLY WORK SCHEDULE.
WE PROPOSE EVALUATING SHIFT
TIMES TO MAKE THEM MORE
AVAILABLE FOR FAMILY TIME AND
OPERATIONAL NEEDS.
THE NEXT
ITEM, CLEAR MY CARD.
SO SOCIAL
CONTACTS.
OFFICERS HAVE
PERSONALIZED CARDS, WHICH IS A
WORD DOCUMENT THAT CONTAINS
INFORMATION THAT IS HOUSED
WITHIN A DATABASE.
THIS
INITIATIVE AIMS TO DO TWO
THINGS.
IT ASKS OPA IF WE COULD
PLEASE REMOVE AFTER THE
RETENTION PERIOD ANY BIAS,
EXCESSIVE FORCE, AND CRIMINAL
CONDUCT COMPLAINTS THAT HAVE
BEEN INVESTIGATED AND DEEMED NOT
SUSTAINED.
I WANT TO BE CAREFUL,
NOT SUSTAINED COMPLAINTS.
THE
OTHER ASKS TO, IN THE INTERIM,
WHEN THOSE NOT-SUSTAINED
COMPLAINTS APPEAR ON THAT
OFFICER'S CARD TO ADD A
QUALIFIER THAT ALREADY EXISTS.
SO IT WOULD STIPULATE WHAT TYPE
OF NOT-SUSTAINED FINDING IT WAS.
THIS INITIATIVE AIMS TO ADDRESS
A PERCEPTION BY OFFICERS THAT
WHEN THAT CARD IS VIEWED BY
ANOTHER AGENCY, MAYBE THEY'RE
LATERALING, OR TWO, SPD REVIEWS
THOSE FOR PROMOTIONAL
OPPORTUNITIES, OFFICERS FEEL
THAT EVEN THOUGH IT SAYS NOT
SUSTAINED, MERELY HAVING THOSE
ON THEIR CARD SOMEHOW DENOTES
GUILT.
THE PERCEPTION OF GUILT.
SO WE WOULD ASK TO REMOVE THOSE
OR ADD SOME ADDITIONAL
INFORMATION IN THE INTERIM.
WE'RE NOT REQUESTING INTEREST
CHANGE TO THE UNDERLYING DATA OR
WHAT'S STORED WITHIN THE ACTUAL
SYSTEM.
AND FOR SOME CONTEXT, IN
2018, 60% TO 65% OF POLICE
OFFICERS IN THE PATROL BUREAU
RECEIVED A COMPLAINT.
OF THOSE
COMPLAINTS INVESTIGATED IN 2018,
THE VAST MAJORITY, 91% WERE NOT
SUSTAINED.
NEXT ON THE ITEM IS
THE BUREAU ADVISORY COUNCIL.
THIS IS A RESPONSE TO OFFICERS'
DESIRE TO PROVIDE FEEDBACK IN
SOME OF THE POLICIE
PROCEDURES.
THAT THEY SHOULD
HAVE A VOICE THROUGH THE CHAIN
OF COMMAND.
SO THEY ASKED US TO
CREATE A BUREAU ADVISORY
COUNCIL, IN WHICH SELECTIVE
REPRESENTATIVES FROM EACH BUREAU
MEET REGULARLY TO PROVIDE
GUIDANCE AND FEEDBACK TO COMMAND
TO CURRENT AND PROPOSED
POLICIES, PROCEDURES AND
OPERATIONAL ELEMENTS.
THE BURS
WOULD MEET SEPARATELY AND
COLLECTIVELY TO ADDRESS
INTERNAL, CROSS, AND
ORGANIZATIONAL ISSUES.
WE AIM TO
LEVERAGE THE EXPERTISE OF OUR
FRONT LINE STAFF WHILE PROVIDING
EFFECTIVE CHANNELS FOR FEEDBACK
TO SPD COMMAND.
NEXT WE HAVE
DEVELOP OUR PEOPLE LEADERS.
WE
KNOW THAT YOUR MANAGE HAS A
SIGNIFICANT IMPACT ON YOUR
ENGAGEMENT AT WORK.
HOW
PROFESSIONALURE.
HOW
PROFESSIONAL YOU ARE.
SO WE
THINK ABOUT THIS A
LEADERSHIP-BASED DEVELOPMENT
PROGRAM FOR SERGEANTS.
THIS AIMS
TO EXPAND THE EXIST SERGEANT
SCHOOL.
WE UNDERSTAND THAT WE
CAN'T JUST MAKE AN INVESTMENT
WHEN IT COMES TO LEADERSHIP IN
ONE ISOLATED LAIR OF COMMAND.
WE
NEED TO ADDRESS A HOLISTIC
ELEMENT WHEN IT COMES TO
CREATING THE COMFORT THAT WE
WANT AT SPD.
WITHIN THIS ITEM,
ALTHOUGH THE BIG ITEM IS
CERTAINLY DEDICATED TO THAT
SERGEANT LEADERSHIP ELEMENT,
WE'RE LOOKING AT PROVIDING
ADDITIONAL OPPORTUNITY, COMMON
LANG FOR ALL STAFF AND FOLKS WHO
ARE IN THAT SERGEANT THROUGH
COMMAND STRUCTURE.
THE OTHER
ELEMENT AFFECTS FOLK IN THIS
ROOM, ENCOURAGING ALL ELECTED
OFFICIALS AND RELEVANT MAYOR'S
OFFICE STAFF TO COMPLETE AN SPD
TOUR TO GO ON A RIDE-ALONG
WITHIN THE FIRST COUPLE MONTHS
ON THE JOB.
AND THE GOAL THERE
BEING TO HELP EXPAND THE
KNOWLEDGE OF OUR KEY
DECISION-MAKERS.
TO TOUCH
QUICKLY ON SOME OF THE PROPOSED
IMPLEMENTATION TIMELINES IN OUR
NEXT STEP, THE REPORT OUTLINES A
PROPOSED IMPLEMENTATION START
DATE.
AND BUDGETARY RESOURCES
FOR EACH INITIATIVE.
FIRST ON
THE DOCKET WOULD BE TO IMPLEMENT
OUR LEAVE NO CANDIDATE BEHIND
AND CLEAR MY CARD.
THIS IS US
THINKING THROUGH HOW TO RESTART
DEPLOYING THOSE.
ESTIMATES
REQUESTING ONE-TIME AND
RECURRING COSTS.
THERE ARE TWO
STAFFING RESOURCES THEY WANT TO
HIGHLIGHT.
I THINK OFTEN TIMES
WE CAN COME IN AND DO A REPORT
AND ISSUE THAT REPORT AND IT'LL
SIT ON SOMEONE'S SHELF.
I AM
VERY OPTIMISTIC ABOUT THIS WORK
AND GRATEFUL THAT SPD HAS VALUED
IT SUCH THAT THEY'RE PUTTING TWO
KEY RESOURCES BEHIND THE WORK.
ONE IN PROCESS ALREADY IS THE
HIRING OF A DESIGNATED PROJECT
MANAGER.
IT WILL BE A
TERM-LIMITED POSITION.
BUT THAT
VISIT'S SOLE DUTY FOR THE NEXT
YEAR AND A HALF WILL BE TO
DEVELOP MORE DETAILED
IMPLEMENTATION PLANS AND THE
COORDINATION OF THIS WORK MOVING
FORWARD.
THE SECOND RESOURCE,
GIVEN HOW IMPORTANT THAT DESIGN
THINKING WAS.
AND BY THAT, I
MEAN CONSTANTLY GOING BACK TO
THOSE END USERS WITH THOSE
IMPACTED ASKING THEIR OPINIONS,
ASKING THEM HOW WOULD THIS
AFFECT ME, WHAT ARE YOU LOOKING
FOR?
WE ARE HIRING A LOCAL HIRE.
A PART-TIME DESIGN CONSULTANT TO
SUPPORT THAT PROJECT MANAGER AND
TO ENSURE THAT WE CONTINUE TO DO
THAT WORK.
THAT INDIVIDUAL WILL
BE RESPONSIBLE FOR ACTUALLY
CREATING PROTOTYPES THAT BRING
THESE INDIVIDUALS TO LIFE.
THEY'LL HELP IDENTIFY
IMPLEMENTATIONS AND TEST THEM TO
BE SURE THEY WILL TRULY HAVE THE
IMPACT THAT WE WANT.
>> I'M SORRY.
DID YOU SAY THAT
THE PROJECT MANAGER HAS ALREADY
BEEN HIRED?
>> HAS NOT ALREADY BEEN HIRED.
THE POSITION HAS BEEN POSTED FOR
SEVERAL WEEKS NOW.
AND I BELIEVE
YOU'RE GETTING INTERVIEWS.
>> WE'VE BEGUN REVIEWING
RESUMES.
THE POSITION FORMALLY
CLOSES NEXT TUESDAY.
AND WE'LL
MOVE QUICKLY TO FILL THE
POSITION AFTER THAT.
>> OKAY.
AND THE PART-TIME
CONSULTANT WAS BROUGHT ON THE
FIRST WEEK OF SEPTEMBER.
ALL RIGHT.
THIS IS A QUICK
HIGHLIGHT.
WE KNOW THAT THE
MEASURING OF PROGRESS, WE'VE
OUTLINED HERE THE HIGH LEVEL
OUTCOMES THAT WE AIM TO ACHIEVE
WITH EACH OF HE'S.
AS WELL AS A
SAMPLE OF SOME OF THE INDICATORS
THAT WE'RE RECOMMENDING SPD
EVALUATE AS WE BEGIN AN EFFORT
TO ESTABLISH BASE LINE DATA AND
MEASURE PROGRESS MOVING FORWARD.
JUST WANTED TO HIGHLIGHT A FEW
OF THOSE FOR YOU HERE TODAY.
>> TERMS OF THE MEASUREMENT
FRAMEWORK AND OVERALL -- THE
EFFORT TO MAKE SURE THAT WE'RE
STILL ON THE RIGHT TRACK HERE, I
NOTICED THAT IN THE REPORT, IT'S
ON PAGE 54, APPENDIX I, IT
FOCUSES ON THE RETIRING, THE
HIRING, THE RETENTION.
IT TENDS
TO BE PRETTY FOCUSED ON THE
QUANTITATIVE PIECES, AS OPPOSED
TO THE QUALITATIVE PIECES.
ONE
QUESTION I HAVE IS WHAT IS THE
IS THE QUALITY OF THE PROGRAM
THAT COMES IN SO WE'RE NOT JUST
SLIPPING INTO A WIDGETS ACCOUNT
HERE AND SAYING WE CHECK THE
BOX, WE'RE GOOD TO GO.
AND
SECOND THE REPORT INDICATES THAT
IT'S A RECOMMENDED MEASUREMENT
FRAMEWORK FOR THE POLICE
DEPARTMENT.
IT DOESN'T INDICATE
WHETHER THE POLICE DEPARTMENT
HAS ACTUALLY ACCEPTED THAT
MEASUREENT FRAMEWORK OR WHETHER
THE POLICE DEPARTMENT INTENDS TO
MODIFY THAT FRAMEWORK.
>> YOU ARE EXACTLY RIGHT.
THE
PROPOSED MEASUREMENT FRAMEWORK
WAS ATTEMPTED NOT TO OVERWHELM
READER BUT TO PROVIDE SOME
HIGH-LEVEL INITIAL
RECOMMENDATIONS.
CERTAINLY
QUALITATIVE RESEARCH THROUGHOUT
THIS ENTIRE PROCESS HAS BEEN
VERY VALUABLE.
I KNOW IN THE
PROGRAM ADMINISTRATION, THE
DEMROIRMENT OF THE LEADERSHIP,
THE RECRUITMENT OPPORTUNITY
THERE IS TO SEE WHETHER OR NOT
IT'S WORKING WELL.
AND WE
CERTAINLY ARE I'M SURE SPD IS
INTERESTED IN COMING UP WITH A
MORE FORMAL APPROACH IN HOW
WE'LL CONTINUE TO GATHER
FEEDBACK FROM OFFICERS AND OTHER
STAFF.
>> DOES SOMEBODY FROM THE POLICE
DEPARTMENT WANT TO RESPOND?
>> SURE.
ONE IS THIS MEASUREMENT
METHODOLOGY IN TERMS OF THE
NUMBERS MAKES SENSE TO US.
NUMBER 2, THE QUALITY PIECE JUST
HAS TO BE THERE.
AND ALTHOUGH IT
MIGHT BE TEMPTING IN A DOWNYEAR
LIKE IT WAS LAST YEAR TO LOWER
YOUR STANDARDS, TO GET THE
NUMBERS, THAT'S JUST SOMETHING
THAT'S NOT GOING TO HAPPEN.
WE
CONTINUE TO HAVE A ROBUST REVIEW
PROCESS THROUGH THE BACKGROUND
PROCESS AND OUR HIRING MEETINGS.
SO THAT PIECE IS GONNA REMAIN IN
TACT.
>> OKAY, GRAY.
GREAT.
>> IN TERMS OF NEXT STEP, WE ARE
LOOKING FORWARD TO ONBOARDING
THAT PROJECT MANAGER.
WE'VE
ALREADY BEGUN IMPLEMENTING OR
THINKING THROUGH SOME OF THE
NEXT STEPS FOR SOME OF THESE
INITIATIVES.
PART OF THAT IS
CLOSE COORDINATION WITH SPD.
HOW
DID WE DEVELOP EFFICIENCIES
AROUND RECLIMATE AND HIRING.
AND
THE NEXT STEP WILL BE TO FLESH
OUT MORE DETAILED IMPLEMENTATION
PLANS FOR THOSE RECOMMENDATIONS.
THEN WE WANTED TO END WITH A
SMALL SAMPLE.
CODY AND GREG BOTH
KNOW THAT MANY OF OUR REPORTS
OUR PRESENTATIONS, I SHOULD
SAY,S IN THE WORKGROUP WERE VERY
FOCUSED ON THE FOLKS MOST
IMPACTED.
IT WOULD NOT FEEL
RIGHT IF WE DIDN'T END WITH A
FEW QUOTES HERE.
>> ALL RIGHT.
THAT IS THE LAST
SLIDE.
OF YOUR PRESENTATION.
IS
THERE ANYONE ELSE AT THE TABLE
WHO WANTED TO ADD ANYTHING ELSE?
>> I WOULD JUST LIKE TO A
ADBRIEFLY THANK YOU TO COUNCIL
FOR FOR PARTICIPATING IN THE
WORKGROUP.
AND THANK YOU TO
CATHERINE AND HER TEAM WHO DID
FABULOUS WORK.
THIS WAS
DATA-DRIVEN, GROUND-UP.
LISTENING DIRECTLY TO OFFICERS.
AND GENERATING THE IDEAS FROM
THE GROUND UP RATHER THAN US
SITTING IN A ROOM COMING UP WITH
THOSE ON OUR OWN.
SO THANK YOU
TO HER AND COUNCIL.
>> GREAT.
ANYONE ELSE?
OKAY.
SEE I APPRECIATE THE WORK
HERE.
OBVIOUSLY THE REPORT HAS A
LOT MORE GRANULAR DETAIL TO IT.
INCLUDING TICKET PRICES FOR MANY
OF THESE RECOMMENDATIONS.
AND
SOME OF THESE ARE GONNA BE NEW
REVENUE REQUIREMENTS, NEW BUDGET
ADDS IN THE 2020 PROPOSED
BUDGET.
SOME OF THEM APPEAR TO
BE EXISTING WITHIN EXISTING
RESOURCES.
I APPRECIATE THE
IDENTIFICATION OF THOSE AS WELL.
IN TOTAL, IF LOOKS LIKE THE
PACKAGE TO IMPLEMENT ALL OF
THESE RECOMMENDATIONS IS $1.7
MILLION.
WHICH IS NOT AN
INSIGNIFICANT AMOUNT OF MONEY TO
INVEST IN THIS PARTICULAR AREA.
THE DEPARTMENT AND THE MAYOR'S
OFFICE CAN EXPECT THIS WILL BE
PART OF OUR IMPLEMENTATION
PROJECT DURING THE BUDGET TO
MAKE SURE THAT COUNCIL MEMBERS
ARE COMFORTABLE WITH THE
PROPOSED ADDITION TO THE SEATTLE
POLICE DEPARTMENT'S BUDGET FOR
PURPOSES OF BEING LASER-FOCUSED
ON SOME OF THESE RECOMMENDATIONS
AND THEIR IMPLEMENTATION.
I
APPRECIATIVE THE THOROUGHNESS,
AGAIN, OF ALL OF THE
RECOMMENDATIONS AND MAKING SURE
THAT WE HAVE SOMETHING IN
RECRUITMENT AND HIRING AND
RETENTION IS REALLY IMPORTANT.
I
WILL NOTE THAT IN THE RETENTION
CATEGORY, THAT'S WHERE WE SEE
MOST OF THE RECOMMENDATIONS.
SO
WE HAVE FIVE DIFFERENT
STRATEGIES IN THAT PARTICULAR
BUCKET OF WORK.
AND THE ONE
THING I WOULD WANT TO CONTINUE
TO WORK WITH THE DEPARTMENT ON
IS THE RECOMMENDATION RELATING
TO -- WHAT'S IT CALLED?
STEP
INTO OUR SHOES?
THAT PARTICULAR
PROPOSAL I NOED IN THE
IMPLEMENTATION PLAN, AT LEAST,
EVEN THOUGH IT APPEARS THAT THE
FEEDBACK, THE QUALITATIVE
FEEDBACK FROM OFFICERS WANTED TO
MAKE SURE THAT IT WAS ALL
ELECTED LEADERS.
THE
IMPLEMENTATION PLAN SEEMS TO NOT
INCLUDE CITY COUNCIL OR OUR
MEMBERS.
SO I WOULD LIKE TO WORK
TO MODIFY THAT TO MAKE SURE THAT
IF THAT IS -- I THINK IT IS
REALLY IMPORTANT.
MAYBE IT WAS
JUST AN ERROR.
>> THAT IS AN ABSOLUTE ERROR.
YOU ARE CERTAINLY INCLUDED IN
THAT GROUP.
WE'LL MAKE SURE THAT
WAS CORRECTED.
>> IT'S ON PAGE 35 AT THE TOP.
IT JUST BUSINESS OWNERS,
DESIGNERS, MAYOR'S OFFICE STAFF.
>> TERMS OF PEOPLE THAT WOULD BE
REQUIRED.
>> YES, I APOLOGIZE.
YOU ARE
MENTIONED IN THE IMPLEMENTATION
PLAN FOR BEING PEOPLE WHO WOULD
COME AND DO A RIDE-ALONG.
WE'LL
MAKE SURE YOU'RE INCLUDED IN
THAT AS WELL.
THANK YOU.
>> ABSOLUTELY.
I'M HAPPY TO
COORDINATE ON BEHALF OF THE CITY
COUNCIL HOW WE CAN GARNER SOME
INTEREST FROM MY COLLEAGUES IN
THIS PARTICULAR PROPOSAL.
OF
COURSE I CAN'T FORCE ANYBODY TO
DO ANYTHING THEY DON'T WANT TO
DO.
I PERSONALLY COMMIT TO
LEADING BY EXAMPLE IN THIS BASE,
AND WANTING TO PARTICIPATE IN
THE STEP INTO OUR SHOE
OPPORTUNITY AS SOMEBODY WHO'S
BEEN ATTENDING THE PUBLIC SAFETY
COMMITTEE FOR FOUR YEARS NOW.
I'D REALLY APPRECIATE THE
OPPORTUNITY TO DO IT.
AND ALL
MEA CULPA AND SAY I HAVE NOT YET
DONE A RIDE-ALONG AND WOULD VERY
MUCH LIKE TO DO ONE.
AND TO HAVE
AN OPPORTUNITY TO HAVE ON THE
GROUND CONVERSATIONS WITH PATROL
OFFICERS AND OTHERS IS I THINK
SLIGHTLY IMPORTANT PART OF THE
WORK THAT WE HAVE TO DO AS
ELECTED LEADERS AND
POLICY-MAKERS IN THIS TO GET A
BETTER UNDERSTANDING OF
OPERATIONS MANAGEMENT AND JUST
WHAT IT FEELS LIKE TO BE DOING
THIS WORK.
SO REALLY DO
APPRECIATE -- WOULD REALLY
APPRECIATE THE OPPORTUNITY TO
WORK TOGETHER COLLABORATIVE ON
STARTING TO IMPLEMENT THOSE AS
WELL.
WE'RE WRAPPING UP.
>> HAPPY TO BE HERE.
>> DON'T WORRY ABOUT IT.
I THINK
ONE THING I WANTED TO OFFER TO
YOU ALL.
SORT OF AN OPPORTUNITY
AND HAPPY TO THINK THROUGH THE
SPECIFIC PIECES THAT CITY
COUNCIL COULD PARTICIPATE IN AS
IT RELATES TO THAT STEP INTO OUR
SHOES COMPONENT.
I
THINK
THAT'S A GOOD MODEL AND GOOD
EXAMPLE, AND THERE'S NO REASON
WHY WE SHOULDN'T DO THAT WITH
THE POLICE DEPARTMENT.
AND SORT
OF JUST EXPERIENTIAL LEARNING
AND AN OPPORTUNITY. TO MAKE SURE
THAT THINGS ROBOT LEFT TO THE
IMAGINATION ABOUT WHAT OUR
INTENTS ARE AND ARE NOT.
I THINK
THAT'S AN IMPORTANT PART OF
BEING LEADERS IN THE CITY.
AND
BEING PUBLIC SERVANTS IN
GENERAL.
SO VERY HAPPY TO BE
ABLE TO COMMIT SOMETHING LIKE
THAT.
LASTLY, I JUST WANTED TO
THANK YOU ALL FOR THE MANY, MANY
MONTHS OF WORK THAT HAVE
OCCURRED IN THIS SPACE.
THERE'S
A VERY LONG LIST OF
ACKNOWLEDGEMENTS ON PAGE 42.
THERE ARE LITERALLY ABOUT THREE
DOZEN PEOPLE WHO HAVE BEEN
INVOLVED AND ENGAGED IN THIS
WORK.
IN SOME WAY.
BUT MANY OF
THE PEOPLE WHO RUN THE TABLE
HAVE BEEN REALLY IN THE WEEDS AS
THEY SAY, DOING THE WORK, AND
THE DATA-CRUNCHING.
AND I WANT
TO SPECIFICALLY THANK YOU CODY
FROM MY OFFICE FOR ATTENDING
ATTENDING ALL THE MEETINGS AND
BEING A PARTICIPATE ACT IN THE
PROCESS.
AND GREG DOSS FROM
CENTRAL STAFF WHO ALSO
PARTICIPATED IN PROCESS.
AND I
REALLY WANT TO THANK YOU ALL FOR
ALLOWING US TO BE MEMBERS OF THE
WORKGROUP.
AND FOR THE ONGOING
COLLABORATION AND COOPERATION IN
THIS SPACE.
IT'S A GOOD EXAMPLE
OF HOW WE CAN IDENTIFY AN ISSUE
IDENTIFY A STRUCTURE FOR TO US
WORK TOGETHER.
ON IDENTIFYING
SOME SOLUTIONS.
LOOKING FORWARD
TO CONTINUING TO HAVE THIS
CONVERSATION DURING OUR BUDGET
PROCESS.
AND LOOKING FORWARD TO
GETTING ANSWERS TO ANY QUESTIONS
THAT COUNCIL MEMBERS MIGHT HAVE
AS IT RELATES TO THE $1.7
MILLION PROPOSED.
I KNOW YOU
JUST GOT HERE COUNCIL MEMBER BUT
I DON'T KNOW IF YOU CAME
PREPARED WITH ANYTHING.
OKAY,
GREAT.
OKAY.
THANK YOU ALL SO
MUCH.
YOU HAVE DONE A GREAT JOB
HERE.
THIS IS OUR LAST AGENDA
ITEM.
IT IS ALSO OUR LAST
COMMITTEE HEARING UNTIL
DECEMBER.
SO WE'LL HAVING HAD
TWO COMMITTEE HEARINGS THIS
WEEK, I THINK WE'VE DONE ALL WE
CAN DO NOW.
AND WE WILL SEE
FOLKS BACK IN CHAMBERS SOMETIME
IN DECEMBER.
WE ARE ADJOURNED.
THANK YOU.