Jul 10, 2024 Police Oversight Commission

COMMISSIONER SOTO

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VICE

[ROLL CALL]

HERE.

CHAIR PARKIN PRESENT.

THANK YOU.

WE HAVE A QUORUM.

UH, MR. CLERK FOR THE RECORD.

COMMISSIONER BROWN IS EXCUSED FROM TONIGHT'S MEETING, AND IF YOU COULD PLEASE READ THE FIRST ITEM RECEIVED.

[1. 24-54078 Recommendation to approve the minutes for the Police Oversight Commission meeting of Wednesday, March 13, 2024.       Suggested Action: Approve recommendation. ]

CAN I GET A MOTION ON THIS ITEM? IT HAS BEEN MOVED AND SECONDED.

IS THERE ANY COMMENT OR ON THE MINUTES? ANY PUBLIC COMMENT? SEEING NONE, MEMBERS, PLEASE CAST YOUR VOTE.

MOTION CARRIES.

COULD YOU PLEASE READ THE SECOND ITEM? ITEM TWO.

RECOMMENDATION

[2. 24-54079 Recommendation to receive and file a presentation on the Long Beach Police Department (LBPD), Office of Constitutional Policing.       Suggested Action: Approve recommendation. ]

EXCUSE ME.

COULD WE PLEASE GET A MOTION? AND SECOND FOR THIS ITEM, WE HAVE A MOTION BY COMMISSIONER ROCO.

AND A SECOND BY COMMISSIONER OCO.

THANK YOU.

I I'LL NOW HAND IT OVER TO DIRECTOR CARRIAGE TO INTRODUCE THE ITEM.

THANK YOU.

CHAIR PARKIN.

UH, JUST WANTED TO SAY THAT WE APPRECIATE THE POLICE DEPARTMENT'S WILLINGNESS TO BE AVAILABLE TO US AND DO PRESENTATIONS TO THE COMMISSION.

UM, AS I MENTIONED IN OUR FIRST MEETING, I THINK THAT IS VERY IMPORTANT THAT WE HAVE A GREAT WORKING PROFESSIONAL RELATIONSHIP WITH THE POLICE DEPARTMENT, AS WE WILL BE WORKING ON SOME OF THE THINGS THAT THEY'RE ALSO WORKING ON.

UM, PART OF WHAT THE OFFICE WOULD LIKE TO DO IS MAKE SURE THAT THE COMMISSION IS WELL AWARE OF THE DIFFERENT LEVELS OF ACCOUNTABILITY THAT CURRENTLY EXISTS WITHIN THE CITY, AS WELL AS THE POLICE DEPARTMENT.

UM, AND THE OFFICE OF CONSTITUTIONAL POLICING, WHICH IS LED BY BUREAU CHIEF RUBY, MARIN JOHNSON, AND JORDAN, SORRY.

AND ADMINISTRATOR REED BRANCH WILSON, UM, IS PART OF THAT OVERSIGHT AND ACCOUNTABILITY CURRENTLY EMBEDDED WITHIN THE POLICE DEPARTMENT.

I DID HAVE THE OPPORTUNITY TO MEET WITH THEM AND THEIR TEAM.

UM, IT WAS AWESOME TO HEAR SOME OF THE THINGS THAT THEY'RE WORKING ON.

I THINK THAT THERE COULD POSSIBLY BE SOME INTERSECTION BETWEEN THE COMMISSION AND, UM, THAT PARTICULAR BUREAU.

SO IT'S IMPORTANT THAT WE'RE AWARE OF MAYBE SOME OF THEIR WORK TO JUST BE CAUTIOUS OF THE OVERLAP, UM, AND JUST KIND OF LIKE HAVE A GOOD WORKING RELATIONSHIP WITH THEM.

SO I WANTED THEM TO COME AND INTRODUCE SOME OF THE WORK THAT THEY'RE DOING.

SO THANK YOU AGAIN TO THEM FOR THIS PRESENTATION.

GOOD EVENING.

IT IS A PLEASURE TO BE HERE TONIGHT TO PROVIDE YOU WITH SOME INSIGHT INTO THE LONG BEACH POLICE DEPARTMENT.

MY NAME IS RUBY MARIN JORDAN, AND I AM THE BUREAU CHIEF OVER THE STRATEGIC INITIATIVES BUREAU, WHICH IS COMPRISED OF THREE DIVISIONS, ONE OF WHICH IS THE OFFICE OF CONSTITUTIONAL POLICING.

WITH ME IS REED BRANCH WILSON, WHO'S THE ADMINISTRATOR OVER THE OFFICE OF CONSTITUTIONAL POLICING.

SPECIFICALLY, WE'RE HERE TO SHARE WITH YOU SOME OF THE GOOD WORK THAT THE OCP IS DOING WITHIN THE POLICE DEPARTMENT.

BROADLY, THE OFFICE OF CONSTITUTIONAL POLICING ANALYZES CURRENT POLICY AND PRACTICE TO ENSURE ALIGNMENT WITH INDUSTRY STANDARDS, LEGISLATIVE MANDATES, AND COMMUNITY EXPECTATIONS.

IN 2019, THE CHIEF OF POLICE AND ASSISTANT CHIEF IDENTIFIED A NEED TO PROACTIVELY EVALUATE DEPARTMENT POLICIES AND PRACTICES, ENSURE ALIGNMENT WITH INDUSTRY STANDARDS, BEST PRACTICES, AND INCORPORATE COMMUNITY INVOLVEMENT TO MEET COMMUNITY EXPECTATIONS.

A NEW CIVILIAN POSITION CALLED PROFESSIONAL STANDARDS ADMINISTRATOR WAS CREATED TO MEET THOSE GOALS.

I WAS FORTUNATE ENOUGH TO HAVE BEEN HIRED FOR THAT POSITION.

IN 2020, A POLICE LIEUTENANT WAS REASSIGNED TO SUPPORT THE PROFESSIONAL STANDARDS ADMINISTRATOR TO ESTABLISH THE BUILDING BLOCKS FOR THE OFFICE OF CONSTITUTIONAL POLICING, WHICH OFFICIALLY BEGAN OPERATIONS IN JULY, 2020, JULY 14TH, 2020.

OCP WAS A DIRECT REPORT TO THEN ASSISTANT CHIEF WALLY ISH.

IN FISCAL YEAR 23, THE DEPARTMENT INVESTED IN OCP BY BOLSTERING ITS STAFFING TO SUPPORT ITS GOALS OF INCREASING COMPLIANCE REVIEWS, TRANSPARENCY EFFORTS, AND EVALUATION OF CURRENT POLICY AND PRACTICE.

OCP HAS BECOME AN ASSET FOR THE DEPARTMENT IN MANY WAYS.

AND I HANDED OFF TO REED TO GO OVER SOME OF THE GROWTH AND ACCOMPLISHMENTS OF THIS DIVISION.

HELLO ALL, AND APOLOGIES IN ADVANCE THROUGH MY SNIFFLES AND COUGHS.

I HAVE A SUMMER COLD, WHICH SEEMS I'VE NEVER HAD BEFORE CALIFORNIA, AND NOW I HAVE 'EM ALL THE TIME.

SO I GUESS THE JOYS OF CALIFORNIA LIVING.

BUT, UH, YES, MY NAME IS REED BRANCH WILSON.

I THINK I MET MOST OF YOU, UM, EARLIER THIS YEAR.

SO IT'S NICE TO SEE

[00:05:01]

SO, OFFICE OF CONSTITUTIONAL POLICING, WE HAVE A HYBRID STRUCTURE OF SWORN IN, UH, PROFESSIONAL STAFF LED BY MYSELF, THE CIVILIAN ADMINISTRATOR.

WE HAVE A LIEUTENANT POSITION AS WELL AS TWO POLICE OFFICERS POSITIONS.

AND FOR A TOTAL OF 11, UH, BUDGETED POSITIONS, WE HAVE ADMINISTRATIVE ANALYSTS AND ASSISTANT ADMIN ANALYSTS AS WELL.

UM, I REALLY WANNA HIGHLIGHT THAT WHAT MAKES MY JOB SO EASY IS HOW TALENTED AND AND GIFTED MY TEAM IS.

WHEN YOU LOOK AT OUR HIGHLIGHTS, UH, THE EMPLOYEE OF THE YEAR FOR LAST YEAR WAS OUT OF OUR OFFICE.

THE RICHARD A, UH, ROSE CAREER ACHIEVEMENT AWARD WAS THE LIEUTENANT WHO IS NOW A COMMANDER.

UM, WE ALSO HAVE A CIVILIAN LEADERSHIP AWARD GRADUATE.

YOU JUST LOOKED THROUGH, AND I ALSO DIDN'T MENTION IN THE BULLETS, BUT WE HAVE A POLICE OFFICER OF 15 YEARS WHO WORKED IN, UH, INVEST BUREAU BEFORE THIS AND WORKING ON VERY DIFFICULT CASES, AND ALSO WORKED IN PATROL.

YOU LOOK ACROSS OUR DIVISION AND WE HAVE INCREDIBLY TALENTED PEOPLE WORKING ON THIS IMPORTANT WORK EVERY DAY.

AND, AND AGAIN, THAT JUST MAKES MY WORK THAT MUCH EASIER.

UM, I'M GONNA TRY TO GO FORWARD ONE SLIDE AND NOT 15 LIKE I'VE BEEN DOING, BUT OH GOSH, THIS IS SO SENSITIVE.

OKAY, SO THE PICTURE ON THE RIGHT IS A PICTURE OF OUR TEAM.

UM, AND, UH, WE ALSO WALK THROUGH THE GOALS OF THE OFFICE OF CONSTITUTIONAL POLICING.

AND BROADLY, WHEN I THINK ABOUT THESE GOALS, I'LL, I'LL LET YOU ALL READ EACH INDIVIDUAL GOAL.

WE'LL GO INTO MORE DETAIL ABOUT THEM AS AS WE GO THROUGH THE FUTURE SLIDES.

BUT BROADLY, WHEN I THINK ABOUT THESE, THEY ARE TRYING TO INCORPORATE BEST PRACTICE PRACTICES, EMPLOYEE VOICE AND DATA INTO OUR OPERATIONS AND PRACTICES AND POLICIES TO IMPROVE OUR POLICING OPERATION, TO IMPROVE PUBLIC SAFETY, AS WELL AS INCREASE THE TRUST BETWEEN THE COMMUNITY AND THE DEPARTMENT.

SO, AGAIN, GONNA GO THROUGH EACH OF THESE INDIVIDUAL GOALS, BUT THAT'S HOW I KIND OF BROADLY THINK ABOUT THESE, UH, DIFFERENT LISTED ITEMS. OKAY, SO, OH GOSH, DARN IT.

OKAY.

UM, SO SORRY.

THE FACILITATE DATA-DRIVEN, UH, DECISION MAKING.

UM, SO THERE'S KIND OF TWO WAYS WE THINK ABOUT THE DATA-DRIVEN DECISION MAKING.

THERE'S, UH, WE THINK ABOUT IT FROM THE QUALITATIVE PERSPECTIVE AS WELL AS THE QUANTITATIVE PERSPECTIVE.

THE QUA QUALITATIVE PERSPECTIVE IS LEARNING FROM OUR DEPARTMENT EMPLOYEES AS WELL AS CALLING OTHER AGENCIES, READING WHITE PAPERS AND ACADEMIC RESEARCH ON HOW A PARTICULAR ISSUE IS BEST ADDRESSED, RIGHT? LOOKING AT, IN ESSENCE, THE INDUSTRY STANDARD ON AN ISSUE.

WE'VE DONE DEEP RESEARCH ON RECRUITMENT AND RETENTION TO SUGGEST AND RECOMMEND, UH, NEW STRATEGIES TO ENSURE THAT WE HAVE ENOUGH OFFICERS ON THE STREET.

WE ALSO HAVE PROVIDED CRITICAL SUPPORT TO THE LAUNCH OF THE REAL-TIME CRIME CENTER, THROUGH, AGAIN, DOING, TALKING TO OUR OWN EMPLOYEES FIRST, BUT ALSO REACHING OUT TO OTHER AGENCIES, ATTENDING CONFERENCES, HEARING FROM PEOPLE HOW THEY'VE HAD SUCCESSFUL REAL-TIME CRIME CENTER LAUNCHES.

UH, AND THAT GENERALLY IS ALSO, WE'VE DONE RESEARCH ON TECHNOLOGY ADOPTION ACROSS DIFFERENT PLATFORMS AND BUREAUS.

THE SECOND PART, THAT'S KIND OF THE QUALITATIVE.

THE SECOND QUANTITATIVE IS REALLY OPERATIONALIZING OUR DEPARTMENT DATA.

WHEN WE THINK ABOUT THE, OUR CRIME INCIDENTS, OUR CAUSE FOR SERVICE TO UNDERSTAND CRIME TRENDS IN OUR CITY TO ENSURE THAT WE'RE DEPLOYING OUR RESOURCES CORRECTLY, UM, I'M VERY EXCITED FOR THAT.

UH, LAST BULLET ON THE SLIDE.

WE'RE TENTATIVELY WE'RE, WE'RE LOOKING TOWARD 2025 TO HAVE PUBLIC FACING DASHBOARDS IN PARTNERSHIP WITH INFORMATION MANAGEMENT DIVISION, WHICH IS ANOTHER DIVISION UNDER MY BOSS, UH, RUBY, MARIN, JORDAN, AND THE TECHNOLOGY AND INNOVATION DEPARTMENT TO HAVE THESE PUBLICLY FACING DASHBOARDS THAT WILL EMPOWER THE PUBLIC TO BE ABLE TO MORE EASILY ACCESS DATA, UH, IN THEIR HANDS, RIGHT? SO THEY BETTER UNDERSTAND HOW THEIR DEPARTMENT IS WORKING FOR THEM.

I REALLY HAVE A LACK OF FAITH IN BEING ABLE TO DO THIS.

OKAY, I DID IT RIGHT.

UM, SO OCP POLICY WORKFLOW.

SO I COME FROM A, A LEAN SIX SIGMA BACKGROUND.

I HAVE A BLACK AND GREEN BELT IN LEAN SIX SIGMA, AND I APPLY THAT CONTINUAL IMPROVEMENT LENS TO DEPARTMENT POLICY AND PRACTICE.

AND SO WHAT THAT MEANS IS, WHENEVER WE'RE UPDATING POLICY, WE KNOW IT'S A CONSTANT PROCESS, RIGHT? IT'S A NEVER ENDING PROCESS WHERE WE'RE CONTINUALLY TRYING TO TWEAK IT AND MAKE IT BETTER.

UM, AGAIN, LOOKING AT THE DIAGRAM TO YOUR ALL'S RIGHT,

[00:10:01]

THEN WE WORK HAND IN HAND WITH WHOEVER IS MOST IMPACTED BY THAT POLICY, TO, TO MAKE WHATEVER UPDATES THAT ARE ARE NECESSARY.

WE THEN WORK WITH VARIOUS BUREAUS ACROSS THE DEPARTMENT TO HEAR FROM THEM IF THERE'S ANY UNANTICIPATED IMPACT THAT THAT CHANGE COULD HAPPEN AND MAKE ANY, UH, CHANGES THEREAFTER.

WE ALSO WORK WITH THE COMMUNITY FOR COMMUNITY FACING POLICIES TO HEAR COMMUNITY INPUT BEFORE THAT POLICY IS ENACTED AND HEAR FROM THEM ON THEIR PERSPECTIVES.

UH, THE EXAMPLE OF A POLICY THAT WOULDN'T GO TO THE COMMUNITY ADVISORY COMMITTEE IS TIMEKEEPING, RIGHT? WE'RE NOT GOING TO WASTE THE VOLUNTEERS' TIME WITH HOW WE PROCESS TIME.

UM, SO WE ALSO TAKE THESE POLICIES TO THE EMPLOYEE, UH, UNIONS, OF COURSE, AND THEN WE MAKE THE UPDATE.

AND IN THAT UPDATE, WE TRY TO ENSURE THAT THERE ARE ACCOUNTABILITY STRUCTURES SO WE CAN ENSURE THAT THE POLICY MATCHES THE PRACTICE.

AND THEN YOU CAN SEE THE PROCESS STARTS AGAIN, BECAUSE SOMETIMES WE DON'T QUITE HIT THE MARK AND WE NEED TO MAKE AN UPDATE AGAIN.

UM, AND THERE ARE THREE FULL-TIME EMPLOYEES WHO WORK ON THIS, THIS EFFORT GENERALLY, AS WELL AS, UH, SOME OF OUR, UH, PART-TIME EMPLOYEES ALSO WORK ON THIS.

THE BULK OF OUR WORK IS RIGHT HERE IN POLICY.

SO I MENTIONED A LITTLE BIT THE COMMUNITY ADVISORY COMMITTEE.

THE COMMUNITY ADVISORY COMMITTEE IS AN ALL VOLUNTARY COMMITTEE THAT, UH, BEGAN IN, UH, FEBRUARY OF 2021, LAUNCHED BY MY, UH, BOSS AGAIN, UH, RAVI MARINE JORDAN, TO REVIEW POLICIES THAT IMPACT COMMUNITY POLICE INTERACTIONS.

THIS, UH, COMMITTEE IS COMPRISED OF DIVERSE, UH, CITY OF LONG BEACH, UH, COMMUNITY REPRESENTATIVES.

AND SINCE 2021, WE'VE HAD 70 HOURS OF REVIEWED AND REVIEWED REALLY ALL POLICIES THAT YOU THINK OF WHEN YOU THINK OF POLICIES THAT GARNER COMMUNITY INTEREST.

SO, UH, FACIAL RECOGNITION, USE OF FORCE, BODY WORN CAMERA, A LPR CANINE POLICY ARE JUST A COUPLE OF POLICIES THAT THE COMMUNITY ADVISORY COMMITTEE HAS PROVIDED INPUT ON .

ALL RIGHT.

AND OUR FINAL GOAL IS TO ENACT THE RELEVANT, UH, PORTIONS OF THE RACIAL EQUITY AND RECONCILIATION REPORT, UM, FROM 2020.

AND WE'VE REALLY BEEN FOCUSED ON GOAL TWO AND THREE.

GOAL TWO, DESIGNING AND INVESTING IN COMMUNITY SAFETY.

AND, UH, VIOLENCE PREVENTION WAS A GOAL THAT OCP REALLY LED FROM THE STARTING POINT.

BUT SINCE COMMUNITY SERVICES BUREAU WAS LAUNCHED, I THINK TWO YEARS AGO, OR A YEAR, TWO YEARS AGO, UM, THEY HAVE TAKEN OVER THAT GOAL AND STRATEGY.

SO WE'RE REALLY FOCUSED ON GOAL THREE, REDESIGN, POLICE APPROACH TO COMMUNITY SAFETY.

AND THE FIRST, I, I'M SORRY, I'M GONNA NEED A SIP OF WATER.

HOLD ON.

SO, UH, THE FIRST IN GOAL THREE, THERE'S MULTIPLE STRATEGIES WITHIN EACH GOAL OF THIS REPORT.

AND, UH, STRATEGY ONE WAS TO EXPLORE NON-POLICE ALTERNATIVES TO LAW ENFORCEMENT EMERGENCY RESPONSE.

UM, WE DID WORK HAND IN HAND WITH THE HEALTH DEPARTMENT AND OTHER CITY DEPARTMENTS TO HELP INFORM THE COMMUNITY CRISIS RESPONSE, WHICH HAS SINCE LAUNCHED.

AND WE, AND WE ALSO WORKED WITH DEPARTMENT MEMBERS WITHIN OUR DEPARTMENT, THE POLICE DEPARTMENT AS WELL, TO PROVIDE PERSPECTIVE.

WE ARE CONTINUALLY LOOKING FOR DIFFERENT, UM, WAYS TO ENSURE THERE ARE EFFECTIVE AVENUES OF COMMUNICATION AND COLLABORATION ACROSS DEPARTMENTS IMPACTING PUBLIC SAFETY, NOT JUST AT KIND OF OUR LEVEL, BUT ALSO ON THE GROUND LEVEL TO ENSURE FOLKS ARE ENACTING THE PLANS THAT ARE, ARE ENVISIONED.

UM, GOING TO THE NEXT SLIDE.

UM, AND SO THE BULK OF OUR RACIAL EQUITY WORK IS IN THE STRATEGY THREE.

AND I REALLY THINK WE'RE DOING THIS EVERY DAY WHEN WE'RE TALKING ABOUT THOSE POLICY UPDATES, WHEN WE'RE TALKING ABOUT THE POLICY COMPLIANCE REVIEWS, RESEARCHING BEST PRACTICE, WHAT WE'RE DOING IS WE'RE CONSIDERING HOW WE MAY BE REDESIGNING POLICE TRA TACTICS, TRAINING, RETENTION, AND ACCOUNTABILITY.

SO I'M GONNA WALK THROUGH A COUPLE OF THINGS THAT HAVE BEEN COMPLETED AS WELL AS, UM, WHAT'S IN PROGRESS.

SO, UH, SOME OF THESE THINGS WERE COMPLETED BEFORE I BEGAN.

SO THE LAUNCHING OF THE EARLY INTERVENTION PROGRAM WAS, UH, SUCCESSFULLY COMPLETED BY, AGAIN, MY BOSS, RAVI MARINE JORDAN BEFORE I ARRIVED, UH, AT THE DEPARTMENT.

WE ALSO HAVE ENACTED, UH, QUITE A FEW POLICIES SINCE THIS REPORT CAME OUT.

AND YOU CAN SEE THEM LISTED HERE.

THE

[00:15:01]

THE OTHERS ARE SIGNIFICANT UPDATES TO EXISTING POLICY.

WE SIGNED AN AGREEMENT WITH THE CENTER FOR POLICING EQUITY TO REVIEW OUR OWN DATA.

I'M VERY EXCITED ABOUT OUR AGREEMENT WITH THIS.

UH, WHAT'S CALLED C-P-E-C-P-E HAS RECEIVED OUR DATA ON TRAFFIC STOPS, USE OF FORCE ARRESTS, UM, INCIDENT DATA, REALLY PRETTY MUCH ALL OF OUR DATA THEY'VE RECEIVED, AND THEY'RE NOW ANALYZING IT.

AND THEY'RE GONNA CREATE A REPORT THAT WILL BE PUBLICLY AVAILABLE WITH RECOMMENDATIONS ON HOW TO IMPROVE PRACTICE.

THAT REPORT SHOULD BE COMING OUT SOON, NO EXACT DATE YET, BUT VERY EXCITED FOR THAT TO BE FORTHCOMING.

UM, AND ANOTHER ACCOMPLISHMENT THAT, UH, I, I TOOK A LOT OF JOY OF BEING A PART OF THAT.

RUBY KICKED OFF, UM, IT WAS THE PARTNERSHIP WITH RAND CORPORATION, WHERE WE BROUGHT COMMUNITY AND POLICE OFFICERS TOGETHER TO HAVE DIFFICULT CONVERSATIONS IN, UH, A THIRD PARTY SETTING, RAN BY RAND, UM, TO HELP CREATE UNDERSTANDING BETWEEN THE POLICE DEPARTMENT AND, UM, AND COMMUNITY MEMBERS.

I REMEMBER A CONVERSATION SURROUNDING BODY-WORN CAMERAS, AND TALKING THROUGH BATTERY LIVE WHEN CAMERAS SHOULD BE ACTIVATED, THINGS LIKE THIS, THAT COMMUNITY MIGHT JUST HAVE MISUNDERSTANDINGS ABOUT WHY POLICE OPERATIONS ARE THE WAY THEY ARE.

AND THAT CREATING THAT COMMON SPACE WHERE WE COULD HAVE THESE CONVERSATIONS CREATED.

MUTUAL UNDERSTANDING, LOOKING ACROSS THE OTHER THINGS THAT ARE IN PROGRESS.

I TALKED A LITTLE BIT ABOUT THE PUBLIC FACING DASHBOARDS AS WELL.

WE ALSO ARE IN PROCESS OF TRAINING ALL DEPARTMENT PERSONNEL ON OUR RACIAL EQUITY TRAINING IN PARTNERSHIP WITH THE OFFICE OF EQUITY.

WE'RE AT ABOUT, UH, 10% OF PERSONNEL TRAINED AT THAT AT THAT MOMENT.

AND I MENTIONED PREVIOUSLY THAT, UM, OUR NEXT STEP WILL BE TO PUBLISH THAT CPE FINDINGS, UM, PUBLICLY.

AND THAT SHOULD BE, AGAIN, SOON.

DON'T HAVE A SPECIFIC DATE.

NONE OF THIS WORK IS POSSIBLE WITHOUT PARTNERSHIPS WITHIN THE DEPARTMENT.

SO WE WORK HAND IN HAND WITH DIFFERENT BUREAUS EVERY SINGLE DAY TO ENACT THE VARIOUS THINGS I'VE TALKED ABOUT.

SO WE TRY VERY HARD TO FOSTER THOSE RELATIONSHIPS WITHIN THE DEPARTMENT.

AND YEAH, I, I THINK THAT'S ALL I HAVE TO SHARE, RUBY, UNLESS YOU HAVE ANYTHING ELSE? NO.

SO, THANK YOU ALL.

THANK, THANK YOU FOR THE PRESENTATION.

VERY, VERY HELPFUL.

VERY GOOD.

UH, COMMISSIONERS, ANY QUESTIONS FROM THE COMMISSION? YES, COMMISSIONER RUS.

THANKS AGAIN FOR THAT PRESENTATION.

SO, UM, REGARDING THE PUBLIC FACING DASHBOARD, UH, IS THAT, UH, SOMETHING THAT YOU'VE TALKED TO, MAYBE LIKE NEIGHBORHOOD ASSOCIATIONS OR, UM, OTHER COMMUNITY GROUPS TO SEE WHAT KIND OF DATA THEY SPECIFICALLY WANT? 'CAUSE I KNOW I'VE BEEN TO A COUPLE NEIGHBORHOOD ASSOCIATIONS WHERE THEY WANT, USUALLY THEY, THEY HAVE POLICE OFFICERS THERE, UM, REPORTING ON SPECIFIC, UH, CRIMES OR SPECIFIC, UM, INCIDENTS IN THE NEIGHBORHOOD.

SO IS THAT SOMETHING THAT'S BEING TAILORED TO THE COMMUNITY SPECIFICALLY, OR IS IT KIND OF BEING MORE BROAD AND JUST THE, THE, THE PUBLIC THAT'S USING IT IS GONNA KIND OF PULL DATA HOWEVER THEY KIND OF SEE FIT? DOES THAT MAKE SENSE? YEAH.

UM, SO WE DO GET A LOT OF PRAS FOR, UM, DATA THAT WE WOULD MAKE AVAILABLE ON THE DASHBOARD.

SO I THINK THAT'S A GOOD FRAMEWORK FOR WHAT KIND OF DATA THE PUBLIC IS LOOKING FOR.

UH, WE DID NOT, UH, AND, UH, CONSIDER NEIGHBORHOOD ASSOCIATIONS, BUT THAT SEEMS TO BE A GOOD IDEA.

UM, BUT IT'S PRETTY STANDARD, UM, WHAT PEOPLE ARE ASKING FOR.

AND THEN COMPARING, UH, WITH OTHER POLICE DEPARTMENTS AND WHAT THEY SHARE ON THE DASHBOARDS, IT SEEMS PRETTY STANDARD NOT TO, THERE'S NOT TOO MUCH TO, UH, WIGGLE ROOM OR TOO MUCH OUTSIDE OF WHAT'S ALREADY BEING PUBLISHED BY OTHERS AND WHAT THE PRA REQUESTS ARE.

SO, UM, BUT CERTAINLY HAPPY TO HEAR, UH, THROUGH NEIGHBORHOOD ASSOCIATIONS OR ANY OTHER COMMUNITY GROUPS, UH, WHAT THEY MIGHT BE INTERESTED IN.

ANYTHING ELSE? YES, COMMISSIONER.

OH, K.

THANK YOU SO MUCH FOR THE PRESENTATION.

UH, THIS QUESTION IS ABOUT THE COMMUNITY ADVISORY COMMITTEE.

UM, YOU MENTIONED THAT IT'S COMPRISED OF DIVERSE COMMUNITY MEMBERS, WAS INTERESTED IN HOW, UM, THEY'RE SELECTED AND ALSO DOES THAT TIE IN AT ALL TO THE, UM, UH, RACIAL BIAS, UH, TRAINING THAT IS BEING, UH, UTILIZED NOW? SO, NO, IT DOESN'T, UM, TIE INTO THE RACIAL BIAS TRAINING.

THE RACIAL, UH, EQUITY TRAINING IS A TRAINING THAT IS A CITYWIDE EFFORT FROM

[00:20:01]

IT'S THE RACIAL, UH, EQUITY 1 0 1 TRAINING.

THE, UH, COMMUNITY ADVISOR ADVISORY COMMITTEE IS SOMETHING THAT'S AVAILABLE TO ANY COMMUNITY MEMBER.

WE HAVE THE POSTING, UM, ONLINE NOW, AND WHAT HAPPENS IS YOU SUPPLY YOUR RESUME AND A SHORT PARAGRAPH OF YOUR INTEREST WE INTERVIEW, HAVE A DISCUSSION, AND, AND THEN, YOU KNOW, IF IT'S A GOOD FIT, WE'LL MOVE FORWARD WITH THAT PERSON JOINING THE CAC.

THAT'S HOW IT'S BEEN GOING.

VICE CHAIR.

SO I HAVE A QUESTION.

I HAVE TWO QUESTIONS.

ONE IS THE NUMBER OF PEOPLE ON THE CAC, AND THEN THE SECOND QUESTION COMES OUT OF MY OWN BACKGROUND.

AS YOU'RE DOING THIS CONTINUOUS IMPROVEMENT MODEL, WHO IS DOING THE EVALUATION THAT FEEDS INTO THE NEXT STEP? THE MODIFICATION OR CHANGE OR, OR KEEPING IT, KEEPING A POLICY ? SO GENERALLY FOR THE FIRST QUESTION, GENERALLY IT'S ABOUT 10.

UM, IT FLUCTUATES HERE AND THERE WITH PEOPLE, YOU KNOW, LEAVING AND PEOPLE JOINING, BUT GENERALLY AROUND 10.

AND THE ANSWER TO YOUR SECOND QUESTION REALLY DEPENDS ON THE POLICY.

CANDIDLY, A LOT, SOMETIMES WE ENACT A NEW POLICY AND IT HAS A, WE'VE CREATED AN ACCOUNTABILITY STRUCTURE AND WE SEE, OH, THERE'S A MISUNDERSTANDING AND WE CAN UPDATE.

A LOT OF TIMES WHAT HAPPENS THOUGH IS WE HEAR FEEDBACK FROM PEOPLE SAYING, WE DON'T, WE MISUNDERSTOOD THE INTENT.

WE ARE NOT CLEAR ON THIS PORTION.

AND THEN FROM THOSE CONVERSATIONS, WE MAKE UPDATES AND, AND MOVE ON FROM THERE.

SO IT REALLY DEPENDS ON THE POLICY AS TO HOW THOSE UPDATES ARE MADE, IF THAT MAKES SENSE.

IT'S NOT LIKE A ONE FITS ALL ONE, WHAT'S THAT PHRASE? ONE SIZE? ONE SIZE, YEAH.

ONE SIZE FITS ALL.

I WAS MISSING ONE WORD.

SORRY.

I'LL BLAME THE COLD MEDICINE.

OKAY, THANK YOU.

I WILL ADD JUST ONE LITTLE POINT TO THAT IS THAT WE ALSO, PART OF THE GOAL OR THE, UH, STRUCTURE OF OCPS TO CONSTANTLY MONITOR INDUSTRY PRACTICES, UH, WE'VE, UH, BEEN JOINING, UH, ASSOCIATIONS INVOLVING LAW ENFORCEMENT.

WE'VE GONE TO SOME CONFERENCES JUST TO ENSURE THAT WE ARE KEEPING UP, UM, WITH OUR POLICIES AND PRACTICES TECHNOLOGY, UH, SO THAT WE'RE ALSO NOT FALLING BEHIND.

AND I SHOULDN'T PROBABLY ADMIT THIS IN A PUBLIC SETTING, BUT I ALSO LISTEN TO LOTS OF PODCASTS IN MY FREE TIME TO, UH, KEEP UP WITH, UH, THE INDUSTRY STANDARDS AND, UH, YOU KNOW, THE ACADEMIC ARTICLES ON, UM, POLICING AND, AND CRIMINAL JUSTICE.

COMMISSIONER SOTO, THANK YOU.

AND THANK YOU FOR THE PRESENTATION.

UM, A QUESTION, A FOLLOW-UP QUESTION ABOUT POLICY AND YOUR RECOMMENDATIONS AND, AND HOW THAT'S RECEIVED BY THE DEPARTMENT.

SO COULD YOU EXPLAIN, WHEN YOU RECOMMEND A POLICY CHANGE, UM, OR POLICY CREATE TO BE CREATED, IS IT SOMETHING THAT'S AUTOMATICALLY, UM, ADHERED TO OR DOES IT GO THROUGH A PROCESS WITH THE DEPARTMENT AND IT CAN BE SHOT DOWN, SOME ARE ADOPTED, SOME ARE NOT.

WHAT DOES THAT LOOK LIKE? YOU'RE SAYING WHEN THE, UH, LIKE OCP RECOMMENDS A POLICY CHANGE? CORRECT.

SO YEAH, WE, SO GENERALLY WE'RE WORKING WITH THE DIVISION OR BUREAU THAT'S MOST IMPACTED BY THE CHANGE AND MAKING THAT RECOMMENDATION TOGETHER.

UM, BECAUSE LIKE FOR A PATROL OPERATION, WE WOULDN'T WANNA MAKE A RECOMMENDATION ON PATROL OPERATION WITHOUT WORKING WITH PATROL AND UNDERSTANDING THEIR PERSPECTIVE BEFORE MOVING FORWARD.

ULTIMATELY, THE CHIEF IS THE ONE WHO MAKES THE FINAL DETERMINATIONS, RIGHT? AND SO WE REQUEST WHAT, HOW IT GENERALLY WORKS IS WE REQUEST A PROJECT THROUGH THE CHIEF'S OFFICE SAYING, HEY, WE WANNA WORK ON X, Y, Z ISSUE, AND THEN GET APPROVAL FROM THE CHIEF SAYING, YES, MOVE FORWARD ON THIS.

I LIKE THAT GENERAL PLAN, RIGHT? THEN WE ACTUALLY WORK THROUGH IN THAT, THAT WHOLE FLOW CHART, RIGHT? WHERE WE WORK THROUGH ALL THOSE STEPS AND THEN WE SAY, CHIEF, REMEMBER THAT PROJECT YOU ASSIGNED US? IT'S DONE.

WE'VE GONE THROUGH ALL THE STEPS, AND THEN WE GO LINE BY LINE THROUGH THAT AND ENSURE THAT OUR INTENT IS MATCHED WITH WHERE HE WANTS THE DEPARTMENT TO MOVE FORWARD.

DOES THAT ANSWER YOUR QUESTION? YEAH, I HAVE A FOLLOW UP QUESTION TO, TO THAT.

UM, SO HOW DOES IT LOOK LIKE WHEN IT'S BEING EFFECTUATED WITHIN THE DEPARTMENT, IF, DOES OCV PLAY ANY, ANY ROLE IN THAT? OR IS THAT LEFT UP TO THE DEPARTMENT TO GET BUY-IN FROM, FROM THE OFFICERS WHO ARE GONNA BE AFFECTED BY THE POLICY CHANGE? SO BASICALLY ASKING HOW DO WE GET BUY-IN FROM EMPLOYEES ON THE POLICY CHANGE? WELL, I DON'T KNOW IF OCP PLAYS ANY ROLE IN THAT.

MAYBE IT'S JUST SOMETHING THAT WE'RE, IT, THE, THE DEPARTMENT TAKES, TAKES OVER THAT, THAT ROLE IN THAT, IN THAT TASK.

SO I'M ASKING IF OCP DOES PLAY A ROLE IN THAT AT ALL.

I, YES,

[00:25:01]

HOWEVER, I I, WHAT I'D LIKE TO TRY TO CHALLENGE, OR I HOPE OCP CHALLENGES IS THAT IT'S NOT LIKE A DICHOTOMY BETWEEN OCP AND THE REST OF THE DEPARTMENT, RIGHT? SO THE CHANGE SHOULD BE OCCURRING.

OCP WITH WHATEVER DIVISION IS MOST IMPACTED.

WE'RE WORKING HAND IN HAND ON THAT CHANGE.

SO ONCE WE GET, WE MOVE FORWARD WITH THAT CHANGE, WE'RE WORKING WITH EVERY DIVISION OR REALLY EVERY BUREAU TO TALK THROUGH THAT CHANGE AND ENSURE THERE'S NO UNANTICIPATED CONSEQUENCES.

THAT BEING SAID, POLICY, LIKE THERE ARE SOME POLICIES THAT NOT EVERYONE AGREES ON, RIGHT? AND ULTIMATELY THE DEPARTMENT NEEDS TO MAKE THE DETERMINATION THAT, THAT IT MAKES.

AND SO WHEN THERE'S THOSE TYPES OF CONCERNS, THAT'S WHEN THE IMPORTANCE OF TRAINING AND ROLLING OUT THAT, THAT WE WORK IN PARTNERSHIP.

I DON'T KNOW.

OR GO, YEAH, SORRY.

SO I, I WAS TALKING IN GENERALITIES, BUT ONE KEY COMPONENT THAT I HAVEN'T MENTIONED IS WHEN, WHEN WE'VE RESEARCHED THE POLICY AND WE'VE GOT A GOOD DRAFT, WE TAKE IT TO WHAT'S CALLED THE POLICY REVIEW COMMITTEE.

AND THAT IS WHERE EACH BUREAU SENDS A REPRESENTATIVE AND SOME ACTUALLY SEND TWO REPRESENTATIVES TO REVIEW THE POLICY AND PROVIDE INPUT.

AND SO FROM THAT, WE GET THAT KIND OF PERSPECTIVE ON FROM A BUNCH OF DIFFERENT BUREAUS, AND THIS IS ALL KIND OF SERGEANT LEVEL GENERALLY, UM, PERSPECTIVES ON THAT POLICY BEFORE IT MOVES FORWARD TO THE NEXT STEP.

SO I THINK THAT IS, THANK YOU, RUBY.

ANOTHER KEY STEP.

THANK YOU FOR THAT.

I THINK ONE, ONE POINT I WANTED, I GUESS TO FIND OUT MORE IS, IS THAT IF THERE'S AN EFFORT BY OCP TO, TO NOT BE FRAMED AS THE, THE BOOGEYMAN OR SOMEONE THAT'S OUT TO GET POLICE OFFICERS, WHICH SOUNDS LIKE YOU, YOU ARE MAKING THAT EFFORT.

YEAH, ABSOLUTELY.

AND THAT, THE OTHER THING THAT I WILL MENTION ALSO IS THE IMPORTANCE OF MY TEAM AND, AND MYSELF INCLUDED, DOING RIDE-ALONGS, UM, AND TRYING TO GET OUT THERE AND MEETING OFFICERS.

SO, UM, HAVE ALSO PARTICIPATED IN SOME SQUAD MEETINGS, BUT RIDE-ALONGS, UH, ATTENDED THE EMPLOYEE ADVISORY GROUP AND TRIED TO HAVE CONVERSATIONS LIKE WE'RE HAVING TODAY HONESTLY, ABOUT WHAT WE ACTUALLY DO, WHAT IT LOOKS LIKE, THE ROLE THAT POLICE OFFICERS PLAY IN POLICY UPDATING.

UM, THAT IT'S NOT JUST, WELL, YEAH, THAT THE VARIOUS THINGS THAT WE DO.

AND SO, YEAH, THAT IS A CONTINUALLY THING THAT WE'RE THINKING ABOUT AND TRYING TO ENSURE THAT THERE'S A STRONG RELATIONSHIP AND PARTNERSHIP.

THANK YOU.

I SURE.

SO THIS IS A FOLLOW UP TO THAT.

UH, SO WHO, I'LL GO BACK A BIT.

TWO OF THE MOST IMPORTANT ARTICLES I READ WHEN I WAS A GRADUATE STUDENT, ONE WAS CALLED STREET LEVEL BUREAUCRATS.

THAT'S COPS, THOSE ARE POLICE OFFICERS, THEY'RE TEACHERS TOO.

BUT IT'S, AND THEN THE OTHER WAS ON THE, ON THE POSSIBILITY OF EVALUATING NON-EVENTS, WHICH IS THERE'S A POLICY, BUT WHO'S MONITORING IMPLEMENTATION OF THAT POLICY? 'CAUSE IMPLEMENTATION IS ACTUALLY WHAT COUNTS WITH A POLICY.

SO, I'M SORRY, I, YOUR QUESTION IS WHO'S MONITORING IMPLEMENTATION? WELL, SO THERE, IT REALLY DEPENDS ON THE POLICY, BUT GENERALLY IT'S INCUMBENT UPON THE SUPERVISOR, RIGHT? TO ENSURE THAT NEW POLICIES ARE ADHERED TO.

UM, AND THE REALITY IS, IS THAT, AGAIN, DEPENDING UPON EVERY POLICY, IT'S LIKE ONE AND SIZE DOES NOT FIT ALL, BUT GENERALLY IT'S GOING TO BE THAT DIRECT SUPERVISOR WHO'S GONNA HAVE THAT KEY ROLE OF MENTORING HIS EMPLOYEES OR HER EMPLOYEES.

AND THEN OF COURSE, THE LIEUTENANT OR THE, THE SUPERVISOR'S SUPERVISOR IS GOING TO NEED TO ENSURE THEIR SUPERVISORS ARE MENTORING THEIR EMPLOYEES.

I, THAT, THAT'D BE, I THINK THE BEST WAY TO ANSWER THAT QUESTION.

IT'S GENERALLY SUPERVISION.

AND THEN WHAT WE'RE DOING IS JUST ENSURING THERE ARE PROCESSES IN PLACE THAT, UM, ARE, THAT, I'M TRYING TO THINK OF THE BEST WAY TO FRAME IT.

WHAT WE'RE DOING IS TRYING TO ENSURE THAT THOSE POLICIES, UH, ARE ADHERED TO, OF COURSE, WHEN WE'RE DOING THE POLICY COMPLIANCE REVIEWS, BUT GENERALLY IT'S JUST IN ENSURING THE SUPERVISOR IS SUPERVISING, I GUESS.

UM, I, RUBY, IS THERE ANYTHING THAT YOU WANT TO ADD ON TO THAT? I WOULD JUST ADD THAT WE HAVE A PROCESS BY WHICH WE DISTRIBUTE ANY CHANGES, UH, TO POLICY, UH, DIRECTLY TO EVERY SINGLE EMPLOYEE.

AND IT'S THEIR RESPONSIBILITY TO REVIEW IT.

UM, MANY OF THEM HAVE AN ATTACHED TRAINING BULLETIN.

SO THE TRAINING BULLETIN

[00:30:01]

UH, AND THEN YEAH, WE RELY ON THE, UM, OR IMPOSE UPON THE SERGEANTS OR EXPECT THAT THEY'RE GOING TO BE SUPERVISING OR ALL VISORS REALLY, THAT THEY'RE GOING TO BE SUPERVISING THEIR EMPLOYEES AND ENSURING THAT THEY'RE FOLLOWING THE POLICY.

DOES THAT, UH, ANY OTHER QUESTIONS FOR THE COMMISSION? THANK YOU.

THANK YOU VERY MUCH FOR THOSE RESPONSES.

UH, SCENE, NO PUBLIC COMMENT.

MEMBERS, PLEASE CAST YOUR VOTE.

MOTION CARRIES.

COULD YOU PLEASE READ THE NEXT ITEM? ITEM THREE IS RECOMMENDATION TO RECEIVE AND FILE

[3. 24-54080 Recommendation to receive and file a presentation providing an overview of the City Auditor’s process.       Suggested Action: Approve recommendation. ]

IF I COULD GET A MOTION AND A SECOND TO RECEIVE THIS REVIEW.

THANK YOU.

AT THIS TIME, I WILL HAND IT OVER TO DIRECTOR CARES TO INTRODUCE THE ITEM.

THANK YOU SO MUCH, CHAIR PARKIN.

NEXT WE WILL HAVE DEPUTY CITY AUDITOR ALVIN CHU DOING A PRESENTATION.

IT'S BASICALLY A HIGH LEVEL ON AUDITING, UH, WHAT IT LOOKS LIKE.

AND THANK YOU FOR BEING HERE.

GOOD EVENING COMMISSIONERS.

UH, MY NAME IS ALVIN CHU.

I'M A DEPUTY CITY AUDITOR IN THE CITY AUDITOR'S OFFICE, AND I'M HERE TO TALK ABOUT OUR AUDIT PROCESS, UM, BASED OFF OF THE PRIOR PRESENTATION, THE QUESTIONS THAT YOU GUYS ARE ASKING OF OCP, I THINK THAT THERE'S A LOT OF OVERLAP THERE.

SO, UM, I'LL TRY AND BE, UH, PRETTY CLEAR HOW WE DO THINGS, AND MAYBE THAT'LL HELP INFORM YOU GUYS ON HOW YOU GUYS WANT TO PROCEED GOING FORWARD.

SO, UH, THINGS I WANT TO COVER TODAY.

UH, WHAT ARE AUDITS? THAT'S A GREAT QUESTION.

I THINK, UH, HOPEFULLY SOME PEOPLE HAVE AN IDEA.

UM, I LIKE TO THINK OF MYSELF AS AN AMBASSADOR FOR AUDITORS, BECAUSE I THINK THAT THE AUDITOR NAME IS SCARY TO A LOT OF PEOPLE.

A LOT OF FOLKS MIGHT HAVE BEEN ON THE OTHER SIDE OF AN AUDIT AND MAY NOT HAVE ENJOYED THAT EXPERIENCE, AND IT'S MAYBE SOMETHING AKIN TO GOING TO THE DENTIST'S OFFICE.

UM, I'M HERE TO EXPLAIN WHY AUDITS ARE IMPORTANT.

UM, WHY ARE OUR AUDITS LEGITIMATE? UH, HOW DO WE CONDUCT OUR AUDITS? WHAT MAKES OUR AUDITS EFFECTIVE, COMMON MISTAKES AND PITFALLS IN THE AUDIT PROCESS? AND THEN PROVIDE AN EXAMPLE OR SEVERAL EXAMPLES OF AUDITS THAT ARE RELEVANT TO LONG BEACH POLICE DEPARTMENT.

SO HOPEFULLY I CAN CONVINCE YOU GUYS BY THE END OF THIS PRESENTATION, THE AUDITS ARE ACTUALLY GOOD, AND THEY'RE NOT SOMETHING TO BE AFRAID OF.

UM, SO THE FIRST THING I WANT TO GO OVER IS, UH, WHAT MAKES OUR AUDITS LEGITIMATE AND HOW DO WE ACHIEVE AUDIT QUALITY? SO THE MAIN THING IS THAT WE ADHERE TO PROFESSIONAL AUDITING STANDARDS.

WE HAVE STANDARDS JUST LIKE OTHER PROFESSIONS.

UM, THESE STANDARDS ENSURE COMPETENCE, INTEGRITY, OBJECTIVITY, INDEPENDENCE THROUGHOUT THE ENTIRE PROCESS, INCLUDING THE PLANNING, CONDUCTING, AND REPORTING PROCESS IN AN AUDIT.

AND THIS REALLY HELPS THE USERS OF OUR AUDIT REPORTS TO HAVE CONFIDENCE THAT THESE REPORTS AND THE INFORMATION CONTAINED WITHIN IT IS OBJECTIVE AND RELIABLE.

ONE OF THE THINGS I'D LIKE TO THINK ABOUT IS, UH, ANALOGY IS, UM, IF WE DID NOT FOLLOW STANDARDS, IT WOULD BE LIKE THE DIFFERENCE BETWEEN A JOURNALISTIC ARTICLE AND AN OP-ED.

WE ARE NOT HERE TO PROVIDE OPINIONS ON THINGS BASED OFF OF OUR PERSONAL BELIEFS.

WE'RE HERE TO LOOK AT THINGS OBJECTIVELY AND TO FOLLOW A SET OF STANDARDS SO THAT, YOU KNOW, THE INFORMATION THAT WE'RE PROVIDING IS FACTUAL.

UM, ANOTHER MAJOR IMPORTANT PILLAR TO AUDITING IS INDEPENDENCE.

UM, INDEPENDENCE IS WHAT GIVES US, UH, ADDITIONAL LEG TO STAND ON WHEN WE SAY, HEY, LOOK, OUR AUDIT RESULTS ARE THINGS THAT YOU SHOULD REALLY CONSIDER AND THAT YOU SHOULD REALLY LOOK INTO.

UM, I DON'T HAVE A DOG IN THE FIGHT, .

I I DON'T HAVE A HORSE IN THE RACE.

I AM JUST HERE TO LOOK AT SOMETHING

[00:35:01]

I BELIEVE THAT THE POLICE OVERSIGHT COMMISSION IS ALSO INDEPENDENT, AND THAT'S WHAT GIVES THE OVERSIGHT COMMISSION ADDITIONAL AUTHORITY WHEN YOU MAY PURSUE POTENTIAL AUDITS IN THE FUTURE.

UM, THE, YOU, YOU, YOU'RE NOT APPOINTED BY THE POLICE CHIEF.

YOU DO NOT REPORT TO THE POLICE CHIEF, YET.

YOU ARE AUDITING THE POLICE DEPARTMENT.

AND THE SAME FALLS TRUE FOR THE CITY AUDITOR'S OFFICE, THE CITY AUDITOR.

SHE IS NOT APPOINTED BY THE MAYOR.

SHE'S NOT APPOINTED BY COUNCIL, SHE'S NOT APPOINTED BY ANYONE.

SHE DOESN'T REPORT TO THE CITY MANAGER.

SHE'S ELECTED BY THE PEOPLE, AND SHE REPORTS TO THE PEOPLE.

SO WE HAVE A ORGANIZATIONAL INDEPENDENCE, WHICH GIVES US CREDIBILITY WHEN WE, UH, AUDIT ANY DEPARTMENT OR COMMISSION OR ANY TYPE OF PROGRAM.

ANOTHER THING THAT WE FOCUS ON IS INTERNAL QUALITY CONTROLS, MAKING SURE THAT OUR AUDITS UNDERGO A PROCESS, UM, SO THAT THE, THE AUDIT ITSELF IS AS ACCURATE AND AS, UM, FOLLOWS OUR STANDARDS AS POSSIBLE.

SO WE HAVE POLICIES AND PROCEDURES, WE HAVE SUPERVISORS THAT REVIEW OUR AUDIT REPORTS.

WE HAVE INDEPENDENT INTERNAL QUALITY REVIEWERS.

SO ANOTHER DEPUTY MAY REVIEW MY AUDIT TO MAKE SURE THAT I FOLLOWED STANDARDS AND THAT I'M PRESENTING THE INFORMATION CORRECTLY.

UM, AND WE ALSO PERFORM ANNUAL PROCEDURES SUCH AS, UH, UH, EVALUATING OUR QUALITY CONTROL ASSURANCE, JUST TO MAKE SURE THAT WE TAKE A STEP BACK AND SAY, HOW ARE WE DOING? CAN WE IMPROVE INTERNALLY OURSELVES? AND THEN OF COURSE, WE ALSO DO EXTERNAL QUALITY CONTROL REVIEW.

SO WE'RE ACTUALLY GONNA BE GOING THROUGH THAT PROCESS NEXT WEEK.

WE'VE GOT THREE AUDITORS FROM OTHER AUDIT SHOPS THAT ARE COMING INTO OUR OFFICE, AND THEY'RE GONNA BE ASKING US QUESTIONS.

THEY'RE GONNA BE LOOKING OVER OUR PAPERS TO MAKE SURE THAT WE ARE FOLLOWING AUDITING STANDARDS.

SO I WANT TO DESCRIBE WHAT OUR OFFICE DOES, AND I THINK THAT THERE MAY BE SOME OVERLAP WITH THE POLICE OVERSIGHT COMMISSION.

UM, WHAT ARE THE AUDITS THAT WE DO? UH, TYPICALLY WHEN PEOPLE THINK ABOUT AUDITORS, THEY'VE FOR SOME REASON JUST AUTOMATICALLY THINK ABOUT THE IRS AND THEY'RE LIKE, OH, YOU CAN DO MY TAXES.

AND IT'S LIKE, NO, WE DON'T DO THAT.

UM, INSTEAD, WHAT WE DO SPECIFICALLY HERE ARE PERFORMANCE AUDITS.

THEY'RE NOT EVEN FINANCIAL AUDITS, PERFORMANCE AUDITS.

THE, THE OFFICIAL DEFINITION, IT'S, YOU KNOW, ASSESSMENT OF PROGRAMS, FUNCTIONS, OPERATIONS, OR MANAGEMENT.

AND IT'S DESIGNED TO ENHANCE PERFORMANCE, COST SAVINGS, EFFICIENCY OR SERVICE IMPROVEMENTS.

IF I CAN SUMMARIZE THAT, WE ARE JUST TRYING TO MAKE THINGS WORK BETTER.

THAT'S ALL IT REALLY IS.

WE ARE TRYING TO MAKE THINGS BETTER, AND THAT'S ONE OF THE CITY AUDITOR'S, UM, UH, MISSION AND GOALS.

UM, THIS IS DIFFERENT THAN A COMPLIANCE OR A FINANCIAL AUDIT, UH, COMPLIANCE AUDIT.

YOU'VE GOT LIKE A CONTRACT, OR YOU'VE GOT SPECIFIC LAWS OR REGULATIONS, AND YOU'RE MAKING SURE THAT A FUNCTION IS PERFORMING IN ACCORDANCE WITH THOSE LAWS OR REGULATIONS OR CONTRACT.

A FINANCIAL AUDIT IS SOMETHING WHERE YOU'RE LOOKING AT THE FINANCIAL STATEMENTS AND OPINING ON WHETHER OR NOT THE INFORMATION PRESENTED WITHIN THOSE FINANCIAL STATEMENTS IS, IS TRUE.

WE DON'T DO ANY OF THOSE THINGS, ALTHOUGH WE SOMETIMES DO A LITTLE BIT OF COMPLIANCE AUDITS.

WE FOCUS ON THE PERFORMANCE AUDIT.

HOW CAN WE MAKE THINGS BETTER? SO HOW DO WE GO ABOUT DOING OUR AUDITS? THE VERY FIRST THING IS FIGURING OUT WHAT DO WE WANT TO AUDIT? UM, THE WORLD IS OUR OYSTER, BUT WHERE DO WE START? SO THE WAY THAT OUR OFFICE SELECTS AUDITS, IT'S USING A RISK BASED AND IMPACT APPROACH, AND IT FOCUSES ON FINANCIAL, OPERATIONAL, AND PUBLIC NEEDS.

WE DON'T HAVE ALL THE RESOURCES IN THE WORLD.

WE WOULD LOVE TO AUDIT EVERY SINGLE THING IN THE CITY, BUT WE JUST DON'T HAVE THAT CAPACITY.

SO WE'VE GOT TO BE VERY SELECTIVE.

UM, BUT AT THE SAME TIME, WE'VE GOTTA ALSO BE FLEXIBLE BECAUSE AUDIT TOPICS, THEY CAN COME FROM ANYWHERE.

IT CAN BE FROM A RISK ASSESSMENT THAT WE PERFORM.

IT COULD BE FROM A FRAUD HOTLINE TIP THROUGH THE CITY AUDITOR'S FRAUD HOTLINE.

UH, OR IT CAN BE FROM INPUT FROM KEY STAKEHOLDERS SUCH AS COUNCIL, UH, MAYOR, UH, CITY MANAGEMENT, CITY MANAGER'S, OFFICE, OR COMMISSIONS, OR IT CAN BE FROM THE PUBLIC.

IT CAN COME FROM ANYWHERE.

AND WE'VE GOTTA BE FLEXIBLE.

UM, WHEN WE TALK ABOUT WHAT IS, UH, LIKE OF RISK, UH, YOU KNOW, YOU'VE GOTTA THINK ABOUT IS THERE A HIGH LIKELIHOOD OF SOMETHING GOING WRONG? AND THEN

[00:40:01]

IF SOMETHING WENT WRONG, HOW BIG OF AN IMPACT WOULD THAT BE? SO I'LL GIVE YOU AN EXAMPLE.

UM, ARE WE GOING TO AUDIT, UH, THE, UH, THE CITY'S RESPONSE TO POTENTIALLY POTENTIAL NUCLEAR FALLOUT? YOU KNOW, THAT IMPACT IS VERY, VERY HIGH ON THE CITY, BUT THE RISK OF THAT HAPPENING, I'D LIKE TO BELIEVE IS RELATIVELY LOW, RIGHT? ON THE FLIP SIDE, ARE WE GOING TO AUDIT SOMETHING WHERE, UM, MAYBE A CASHIER STEALING, UH, THE POCKET CHANGE AND NOT GIVING CHANGE TO PEOPLE THAT, THAT POTENTIAL OF THAT HAPPENING MIGHT BE HIGH, BUT THE OVERALL IMPACT OF THAT IS NOT THAT HIGH.

SO WE'VE GOTTA BALANCE THE RISK AND THE IMPACT.

ONCE WE'VE GOT AN AUDIT TOPIC IDEA FIGURED OUT, WE THEN GO THROUGH THE STAGES OF OUR AUDIT.

UM, IT STARTS WITH PRELIMINARY RESEARCH AND, AND PLANNING.

UH, SO SIMILAR TO, UM, UH, THE OCP, YOU KNOW, THEY'VE, THEY COME UP WITH AN IDEA OF A POLICY AND THEY RUN IT THROUGH WITH THEIR POLICE CHIEF.

SAME THING FOR US.

WE, WE THINK OF AN AUDIT IDEA, AND THEN WE START LOOKING INTO IT, FIGURING OUT WHAT, UM, THE, THE, THE PARAMETERS AROUND A POTENTIAL AUDIT OBJECTIVE.

UM, WE, WE START TO TRY AND SCOPE IT.

AND, AND THE PURPOSE OF ALL OF THIS IS REALLY JUST TO GATHER INFORMATION ON THE TOPIC.

AND, AND, AND WE'VE GOT TO FIGURE OUT WHAT ARE POTENTIAL FINDINGS.

UM, BECAUSE IF WE DON'T THINK ANYTHING MIGHT GO WRONG, THEN MAYBE WE DON'T WANT TO AUDIT IT.

BUT AT THE SAME TIME, WE HAVE TO KEEP AN OPEN MIND BECAUSE WE DON'T WANNA WALK INTO AN AUDIT WITH, UH, PRECONCEIVED NOTIONS OF WHAT WE MIGHT FIND.

ONCE WE HAVE OUR OBJECTIVES AND SCOPE, THEN WE GO INTO FIELD WORK.

UM, AND THIS IS A PROCESS OF GATHERING AND ANALYZING EVIDENCE.

UM, WE CAN DO THAT THROUGH A REVIEW OF DOCUMENTATION.

WE CAN INTERVIEW PEOPLE, WE CAN ANALYZE DATA LIKE THE OCP DOES.

THEY DO RIDE ALONGS.

WE MIGHT DO OBSERVATIONS.

WE'LL GO AND VISIT THAT FUNCTION AND WATCH THEM PERFORM THEIR JOB FOR A DAY OR TWO.

AND THEN ONCE WE'VE COMPLETED FIELD WORK, WE THEN HAVE REPORTING.

UM, AND THAT'S WHERE WE GO OVER OUR AUDIT FINDINGS AND RECOMMENDATIONS.

SO WHAT MAKES OUR AUDITS EFFECTIVE? UM, WE ASK MANAGEMENT TO RESPOND TO OUR AUDIT RECOMMENDATIONS.

SO IF YOU LOOK AT THE, THE, WHAT WE'VE GOT ON THE SCREEN, THE LEFT SIDE IN WHITE, THAT IS WHAT THE RECOMMENDATIONS ARE RELATING TO OUR AUDIT FINDINGS AND EVERYTHING.

SHADED YELLOW IS COMPLETED BY MANAGEMENT.

WE ASK MANAGEMENT TO AGREE OR DISAGREE WITH OUR RECOMMENDATION.

WE ALSO GIVE THEM SPACE TO PROVIDE ADDITIONAL COMMENTS.

WE ASK THEM TO PROVIDE A TARGET DATE FOR IMPLEMENTATION, NOT JUST, I AGREE WITH IT, AND I'LL GET TO EVENTUALLY, BUT I AGREE WITH IT AND I, I PROMISE YOU I'LL GET THIS DONE.

I ANTICIPATE BY THIS DATE, UM, LIKE THE OCP TWO, WE ALSO HAVE A ITERATIVE PROCESS.

IT'S NOT WHEN WE ISSUE REPORTS.

IT'S NOT THE FIRST TIME THAT THE AUDITEE HAS SEEN THESE RECOMMENDATIONS THROUGHOUT THE AUDIT PROCESS.

WE'RE WORKING WITH THEM.

WE HAVE BIWEEKLY MEETINGS WITH THEM, AND WE GO OVER THE FINDINGS IN ADVANCE.

WE DISCUSS POTENTIAL RECOMMENDATIONS.

UM, A LOT OF TIMES WITH OUR AUDITS, ONE OF THE RECOMMENDATIONS WE WOULD LOVE TO SAY IS, WE NEED MORE MONEY IN THIS PROGRAM.

THEY NEED MORE STAFF, THEY NEED MORE RESOURCES.

BUT THAT CAN'T BE THE ANSWER.

SO WE'VE GOTTA GET A LITTLE BIT MORE CREATIVE.

THINK ABOUT OTHER SOLUTIONS.

UM, LOOK AT WHAT OTHER SHOPS ARE DOING, OTHER LOCAL GOVERNMENT AGENCIES ARE DOING, HOW ARE THEY SOLVING THEIR PROBLEM? CAN WE TAKE SOME OF THEIR BEST PRACTICES AND APPLY IT HERE? BUT HAVING MANAGEMENT RESPOND, AND FOR THE MOST PART, THEY TYPICALLY AGREE WITH OUR RECOMMENDATIONS BECAUSE WE'VE GOTTEN THEIR BUY-IN THROUGHOUT THE PROCESS.

THAT THEN MAKES OUR AUDIT SO MUCH MORE EFFECTIVE, BECAUSE WHAT GOOD IS AN AUDIT? IF YOUR RECOMMENDATIONS OR YOUR FINDINGS, THEY'RE NOT AGREED TO.

SO I WANTED TO GO OVER SOME PITFALLS.

UM, COMMON MISTAKES IN THE AUDIT PROCESS, THINGS TO WATCH OUT FOR.

UM, ONE OF THEM IS OVERLY BROAD AUDIT OBJECTIVES.

UH, I'LL GIVE YOU AN EXAMPLE.

WE WANT TO EVALUATE THE EFFICIENCY OF EMERGENCY RESPONSE SERVICES.

THAT SOUNDS PRETTY GOOD, RIGHT? BUT WHAT ARE WE MISSING IN THERE? WELL, WHAT'S THE DATE RANGE? ARE WE LOOKING AT ABOUT IT IN PERPETUITY, OR IS IT MAYBE THE PAST TWO YEARS? UH, WHAT EFFICIENCY OF WHAT, UM, ARE WE LOOKING AT RESPONSE TIMES? ARE WE LOOKING AT RESOURCE UTILIZATION? UM,

[00:45:01]

ANOTHER THING THAT HAPPENS A LOT IS SCOPE CREEP.

UM, FOR EXAMPLE, GOING BACK TO MY EVALUATING THE EFFICIENCY OF EMERGENCY RESPONSE SERVICES.

UH, WHAT IF DURING THE AUDIT PROCESS YOU'RE LIKE, WAIT A MINUTE, SHOULD WE ALSO BE LOOKING AT NON-EMERGENCY SERVICE, UH, RESPONSES? UM, SO YOU SETTING YOUR SCOPE AND STICKING TO IT.

OBVIOUSLY YOU CAN ADJUST IT DEPENDING ON, ON THE AUDIT.

BUT BEING COGNIZANT THAT, YOU KNOW, AUDITS HAVE, UH, THEY SOMETIMES HAVE BIRTHDAYS AND WE TRY AND AVOID THEM.

SO TRYING TO KEEP IT MOVING FORWARD WITHOUT EXPANDING TOO MUCH, MAKING SURE THAT YOUR DATA IS RELIABLE, MAKING SURE THAT YOU'RE ANALYZING THE RIGHT DATA.

UM, SOMETIMES YOU HAVE AN UNRESPONSIVE OR SLOW AUDITEE.

WHAT WE LIKE TO DO IS HAVE AN ENTRANCE CONFERENCE BEFORE THE AUDIT STARTS TO GO OVER EXPECTATIONS, COMMUNICATION PROTOCOL, UH, POINT OF CONTACT, ET CETERA.

UH, AUDITEE SURPRISES.

WILL, WILL WRITE A REPORT.

EVERYTHING SEEMS FINE.

AND THEN THE AUDITEE COMES BACK AND SAYS, YOU KNOW WHAT? LET ME TELL YOU ABOUT THIS.

LET ME TELL YOU ABOUT THAT.

YOU DIDN'T LOOK AT THIS, YOU DIDN'T LOOK AT THAT.

AND IT'S LIKE, I REALLY WOULD'VE HOPED THAT DURING THOSE 30 CONVERSATIONS WE HAD, YOU WOULD'VE BROUGHT THAT UP, UH, SO THAT WE COULD HAVE RESOLVED IT RATHER THAN DUKING IT OUT.

UH, ON, ON, ON PAPER BIAS AND POTENTIAL INDEPENDENCE ISSUES.

UM, OBVIOUSLY IF THERE'S, UH, YOU'VE GOT ISSUES WITH YOUR INDEPENDENCE, THEN YOUR AUDIT MAY BE JEOPARDY, UH, IN JEOPARDY.

UM, OUR OFFICE, WE DO ANNUAL INDEPENDENCE FORMS WHERE EVERYONE STATES THAT THEY'RE INDEPENDENT, AND WE ALSO LIST DOWN INDIVIDUALS IN THE CITY THAT MAY, WE MAY HAVE A PERSONAL RELATIONSHIP WITH, SO THAT, YOU KNOW, IF IT ENDS UP BEING AN AUDIT IN THAT, UM, THAT PERSON'S, UH, AREA, THEN WE WILL SAY, OKAY, THIS PERSON CANNOT WORK ON IT BECAUSE OF POTENTIAL INDEPENDENCE ISSUES.

AND THEN EVERY AUDIT PROJECT ITSELF, WE ALSO FILL OUT INDEPENDENCE FORMS. AGAIN, RE-CERTIFYING THAT WE ARE, UH, FREE AND CLEAR AUDIT REPORT TONE AND COMMUNICATING FINDINGS.

THAT'S REALLY IMPORTANT.

WE TRY TO STAY NEUTRAL.

UH, HOWEVER, WE DON'T WANT TO WHITEWASH OR DOWNPLAY THE FINDINGS.

THE FACTS ARE THE FACTS, AND WE LEAVE OUR OPINIONS AT HOME.

THE IMPORTANCE OF AUDITS ON LONG BEACH POLICE DEPARTMENT.

SO, QUICK SET OF FACTS, 41% OF THE TOTAL GENERAL FUND BUDGET IS FOR THE LONG BEACH POLICE DEPARTMENT.

41% FOR ONE DEPARTMENT.

THIS AVERAGE IS $255 MILLION ANNUALLY.

THIS IS JUST THE GENERAL FUND, UM, BASED ON MY READING OF THE BUDGET BOOK, THE POLICE OVERSIGHT DEPARTMENT AND COMMISSION, THEY, YOU KNOW, YOU GUYS ARE IN THIS ROLE ABOUT, ONE OF THE THINGS IS, UH, CONDUCTING AUDITS.

UM, YOU KNOW, IT SAYS CONDUCT SYSTEMIC REVIEWS OF LBPD OPERATIONS, POLICIES, PROCEDURES, AND TRAINING, UM, REVIEW POLICE DEPARTMENT OPERATIONS, POLICY PROCEDURES, AND TRAINING, AND MAKE RECOMMENDATIONS ON SUCH REVIEW.

UM, WE HOPE THAT THAT'S SOMETHING THAT THE COMMISSION AND THE OVERSIGHT DEPARTMENT, UH, PLAYS AN ACTIVE ROLE IN IN THE FUTURE.

ONE OF THE THINGS THAT MAY BE A HELPFUL RESOURCE, UH, IN ADDITION TO OUR OFFICE AND MYSELF AND CITY, OUR LAURA DOWD IS, UH, WE, OUR OFFICE DID A 2007 STUDY ON LONG BEACH POLICE DEPARTMENT EFFICIENCY, AND THAT'S THAT SPIRAL BOUND, UM, REPORT THAT I JUST PASSED OUT TO YOU.

THIS IS A PUBLIC DOCUMENT.

IT'S NOTHING PRIVATE.

WE HAVE IT ON OUR WEBSITE.

UM, BUT THERE, THERE'S CERTAIN THINGS IN HERE THAT I THINK MIGHT BE RELEVANT TO THE POLICE OVERSIGHT COMMISSION.

UM, THIS REPORT WAS, UH, PERFORMED BY AN OUTSIDE CONSULTANT THAT WE HIRED, AND THERE WAS A STEERING COMMITTEE THAT WAS CREATED, WHICH INVOLVED LBPD COMMAND STAFF, THE HR DEPARTMENT, AND THE CITY, OUR FINANCIAL MANAGEMENT DEPARTMENT AND THE CITY MANAGER, AND IDENTIFIED POTENTIAL INITIATIVES IN IZATION, REDEPLOYMENT TECHNOLOGY UPGRADES, AND FINE ENFORCEMENT.