Police Oversight Summary

Loaned Executive Management Assistance Program

Port of Seattle Police Department

Preliminary Executive Summary

The Washington Association of Sheriffs and Police Chiefs (WASPC) conducted a Loaned Executive Management Assistance Program (LEMAP) review of the Port of Seattle Police Department (POSPD) on October 29th through October 31st, 2007. The LEMAP team was staffed by Chief Ed Holmes, Mercer Island Police Department, Chief Kevin Milosevich, Renton Police Department, Manager Penny Bartley, Renton Police Department, Director Mark Morgan, Valley Communications Center, and Retired Chief Garry Anderson, WASPC Management Services Coordinator.

LEMAP uses a structured process to conduct management reviews. The process includes information gathering through document review and personal interviews. Teams evaluate organizations in seventeen dimensions or areas.

Those dimensions are:

1. Goals and Objectives, Role and Authority, Use of Force
2. Management, Staffing, Organization and Utilization of Personnel
3. Policies and Procedures
4. Records Management
5. Unusual Occurrences—Health and Safety
6. Fiscal Management
7. Recruitment and Selection
8. Police Reserves and Volunteer Programs
9. Training
10. Performance Evaluation System
11. Discipline
12. Internal Affairs
13. Patrol Function
14. Traffic Function
15. Investigative Function
16. Evidence and Property Control System
17. Prisoner Security

The LEMAP team found the members of the POSPD to be very receptive to the review. It should be recognized that it takes significant courage for an organization to open itself to outside review, knowing that there is a potential for challenging recommendations. The staff seems willing and enthusiastic about moving the department from “good to great” under the leadership of recently appointed Chief of Police Colleen Wilson. It should be noted that Chief Wilson requested the review and is totally supportive of the process.

The LEMAP team is in the process of completing its’ final report which should be issued by the end of December. The report will include commentary/findings in the dimensions that were reviewed along with specific recommendations. The final report is expected to contain approximately 100 recommendations. Many of these recommendations are minor in nature will be easily implemented. Some are more complex and will take significant organizational commitment.

The following major themes will be discussed in more detail in the final report:

The POSPD has a quality workforce and a strong organizational infrastructure that if maximized could allow the POSPD to be a premier law enforcement agency in the state of Washington.
Currently the POSPD is lacking a clear and understood mission statement. The current statement is apparently under review. The Department should move quickly to develop a mission statement that is law enforcement specific, but it should also include recognition of the unique environment in which the POSPD operates. The mission statement and accompanying core values should be clearly communicated throughout the organization.
Performance measures, goals and objectives, and a strategic plan should be developed that point back to the mission statement and core values. All POSPD stakeholders should be involved to some extent in this development process. Current employees at all levels and in all parts of POSPD are important stakeholders.
POSPD should move to complete and publish an updated Policy and Procedure Manual. Additionally, POSPD should insure that the Manual is regularly and routinely updated. POSPD should receive training on the Manual emphasizing “low frequency—high risk” policies.
A review of staffing levels and organizational structure should be completed. The LEMAP report will include specific recommendations in this area.
POSPD is well prepared to respond to a natural or man-made disaster event.
POSPD continues to invest in training for its employees. The function and process can be reorganized to enhance the effectiveness of the training program.
The new Police Chief has moved to instill a sense of accountability. She should be supported in that difficult endeavor. Regular performance reviews should be completed on all employees. Internal investigations should be completed in a timely manner. POSPD should consider developing and implementing a Personnel Early Warning System. (PEWS). An early warning system is a process to identify employees who are exhibiting warning signs of poor performance and intervene to correct behavior. The goal of any early warning system is detection and prevention rather than discipline.
The communications center is staffed with dedicated telecommunicators with a unique mission. The center appears to have been a low organizational priority disproportionate to the risk or impact related to their failure. The telecommunicators are clearly not recognized as the third leg of public safety along with police officers and firefighters even though their success has a direct correlation to the success of the entire organization.

The POSPD continues to operate effectively in a unique environment. The new police chief is well versed in the concepts of community policing, organizational development, and employee relations. She understands who are the customers at the Port of Seattle and is committed to creating a strong customer service environment.

In conclusion, the LEMAP team found much more that is “right” with the Department than is “wrong.” By the very nature of the process, the review focuses on areas where the team felt there could be improvement. The team would like to emphasize that the Department is performing well. Many of the areas of concern identified by the team have been “on the radar” of the POSPD management staff for the past year and the department has made progress even during a difficult time of transition and the appropriate responses are in process. It is important to move the “in process” improvements to completion.

Port of Seattle Police Department Values

Leadership:

Providing resources and good atmosphere to work in
Enabling subordinates to succeed their purpose (provide employees skilled training and tools necessary to do their jobs)
Provide constructive feedback
Influence behavior
Lead by example
Respect and value diversity
Making tough decisions
Modeling behavior consistent with our core values
Selflessness
Inspire and motivate others to proactive solutions

Integrity:

Use good judgment
Recognize the impact of your behavior on your image, the Department’s and the Port’s
Walk the talk
Commitment to honesty, professionalism and service
Treat all with respect and dignity
Embrace courtesy and understanding
Demonstrate fairness and consistency
Adhere to ethical standards

Accountability:

Accept responsibility – how can I make it happen?
Be accountable to ourselves
Demand nothing less than consistency with our guiding principles and expect the same from others
Be accountable to coworkers and supervisors
Be accountable to those we supervise – provide safe,
Be accountable to Port of Seattle
Be accountable to the Community

Measuring and Implementation of
Values-Based Behaviors

POSPD IA Policy (w/Lt. McAllister)
POSPD IA checklist – (create with Lt. McAllister)
Discipline Review Matrix (from HR Subcommittee)
Evaluations based on values – (Lt. Fiola)
Evaluation tracking system (w/procedure)
Training plan based on performance expectations
Performance expectations based on values (LIA)
Finalized OPM

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