City of Sacramento
Personnel and Public Employees Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00914 7/25/2023 Discussion Item 6.
Annual Report and Performance Evaluation for City Council Appointive Officer - Director of the Office of Public Safety Accountability
File ID: 2023-00914
Location: Citywide
Recommendation: Receive annual report and pass a Motion forwarding to the City Council for review.
Contact: Dr. LaTesha Watson, Director, (916) 808-7525, [email protected], Office of Public Safety Accountability
Presenter: Dr. LaTesha Watson, Director, (916) 808-7525, [email protected], Office of Public Safety Accountability
Attachments:
1-Description/Analysis
2-2023 Appointee Performance Evaluation
Description/Analysis
Issue Detail: The mayor and city council is committed to performing regular annual reviews of its appointive officers.
The annual report and appointed officer evaluation is intended to move forward to the city council.
The city council will meet in closed session, per Government Code section 54957(b), to provide feedback on past accomplishments and to give direction on the workplan for the upcoming year.
Policy Considerations: Council Rules of Procedure, Chapter 18.
Economic Impacts: Not applicable.
Environmental Considerations: Not applicable.
File ID: 2023-00914 7/25/2023 Discussion Item 6.
Sustainability: Not applicable.
Commission/Committee Action: Not applicable.
Rationale for Recommendation: Clear communication and performance metrics are at the core of the work of the council and the city. To evaluate council appointive officers on a consistent basis, the Personnel and Public Employee (P&PE) Committee has the role and responsibility of developing and leading annual performance metrics and evaluations.
Financial Considerations: Not applicable.
Local Business Enterprise (LBE): Not applicable.
2023 APPOINTEE PERFORMANCE EVALUATION
Appointee: Dr. LaTesha Watson
Position: Director – Office of Public Safety Accountability (OPSA) Review Period – June 30, 2022 – July 1, 2023
The Mission of the Office of Public Safety Accountability is to enhance relationships between the City of Sacramento’s public safety employees and the community by independently accepting, monitoring, and investigating complaints of misconduct.
BACKGROUND
I
n 1999, the City of Sacramento Mayor and City Council established the Office of Police Accountability (OPSA) for the purpose of monitoring the investigations of citizens’ complaints concerning misconduct by employees of the Sacramento Police Department. In 2004, the Office’s scope of responsibility was expanded to include the Sacramento Fire Department. (City Council Resolution R2004- 0611)
The D
irector has broad oversight powers that include the evaluation of the overall quality of performance by employees and the authority to encourage systemic change. The Office specifically tracks and monitors high-profile or serious complaint cases to conclusion, reviews completed investigations, and advises the City Manager of any deficient investigations. Until June 1, 2017, the Director was under the direction, control, and supervision of the City of Sacramento City Manager. The Mayor and City Council approved the reorganization of the Office under the City Mayor’s Office. (Source: City Council meeting Minutes, November 29, 2016)
The Director of the Office of Public Safety Accountability is under the direction, control and supervision of the Mayor and City Council.
The Director shall have the following authority and responsibility as related to the Sacramento Police Department and Fire Department:
Audit all citizen complaint investigations of the police department and fire department, as the director deems necessary. Monitor all citizen complaint investigations conducted by the police department and fire department. Request the police department and fire department perform further investigation in those citizen complaint cases that require additional investigation as determined by the director. Receive all documents, reports, or any other item necessary to monitor or audit a complaint investigation. Assist the city council, or any duly appointed committee of the council, in performing its investigative functions under section 34 of the charter.
As needed, request the city council, or any duly appointed committee of the council, to issue subpoenas as provided in section 34 of the charter. The city council may, by resolution, establish the procedures for the request, issuance, and service of those subpoenas.
Perform such other inquiries and investigations as prescribed by council resolution. Accept and document complaints directly from citizens as an alternative procedure for citizen complaints concerning public safety personnel, using a complaint form distinct from that used by the police department or fire department. All such complaints shall be promptly forwarded to the respective public safety department for investigation. Provide complainants with timely updates on the status of investigations, excluding disclosure of any information that is confidential or legally protected.
Explain how the complaint process works to all complainants. Monitor or independently investigate any other matter as directed by the city council pursuant to section 34 of the charter. Serve in a public information capacity, including providing public information, excluding disclosure of any information that is confidential or legally protected, on pending investigations as directed by the city council; and making presentations in community forums.
Respond to critical incidents involving police or fire personnel and provide a report to city council regarding the details and concerns of those incidents.
Note: Responsibilities listed under City Council Report #2016-01504, Nov 29th, 2016.
PERFORMANCE PERIOD HIGHLIGHTS
PERFORMANCE PERIOD EVALUATION
Ranking: Each category contains a statement that describe a behavior standard. For each statement, rank the appointive officer’s performance using the following scale:
5 Excellent Almost always exceeds the performance standard 4 Above Average Generally exceeds the performance standard 3 Average Generally meets the performance standard
2 Below Average Usually does not meet the performance standard 1 Poor Rarely meets the performance standard
CORE COMPETENCIES
Consider each core competency separately and check the rating which most accurately reflects the employee’s most typical performance.
Ranking
1-5 Comments
Ensures the office has a long-range strategy which achieves its mission and makes consistent and timely progress.
Ensures thorough and proper review of Office investigations, audit, and internal reviews of public safety investigations, processes, and use of force incidents
Evaluates how well goals and objectives have been met
Demonstrates quality of analysis and judgment in Office strategy planning, implementation, and evaluation
Meets or exceeds Office goals and objectives in quantity and quality.
Diligent and thorough in the discharge of duties.
Anticipates and analyzes problems to develop effective
approaches for solving them.
Maintains and utilizes a working knowledge of significant developments and best practices in the public safety field
CORE COMPETENCIES - ADMINISTRATION
Consider each core competency separately and check the rating which most accurately reflects the employee’s most typical performance.
Ranking
1-5 Comments
Divides and assigns work effectively, delegating appropriate levels of freedom and authority
Maintains appropriate balance between the administration the Office and projects
Ensures compliance with Office policies, city policies, and federal, state, and local laws
Recruits diverse staff and maintains a climate which attracts, retains, and motivates top quality team members
Encourages staff development and education and assists team members in relating their specialized work to Office effectiveness.
Ensures team members are licensed and credentialed as
required, and ensures proper training is maintained
Ensures that job descriptions are developed, and that regular performance evaluations are completed for staff
Serves as an effective spokesperson for the Office, represents an objective point of view of the Office, city, and public Establishes working relationships with internal and external stakeholders (i.e., Community groups, activists, advocates, residents, city leaders, elected officials)
Works effectively with Mayor and City Council
Ensures Council is kept informed on the condition of the Office and all important factors influencing the Office
ADDITIONAL MAYOR AND COUNCIL COMMENTS
Ar
e there specific performance objectives, either for the director or the office, which you would suggest we add for the upcoming year? A
re there any other comments that you would like to make?