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- . . . . - what those expectations are up front, as opposed to them being determined by the average. For nearly 20 years, the Redwood City Police Department has used statistical - measurements in the evaluation of police officers." Chief Bolanos read ITom previous evaluations through the years to illustrate that the use of performance measures is not a new concept. Chief Bolanos said, "Our intent was to provide our personnel with minimum expectations up front. Using shift averages to determine a minimum level of acceptable performance allows patrol officers to set the priorities of the Department. That is my job, and I do it in conjunction with the community. He addressed the question of what happens to an officer if he/she does not meet minimum expectations stating the "same thing that always happens, except now employees know up ITont what is expected." Chief Bolanos said the first step was a discussion with the Supervisor to see why the expectations hadn't been met. He said that more often than not there are a number of acceptable reasons, including time consuming duties that keep them occupied in other areas. Chief Bolanos said, "we try to provide support, assistance and guidance to those officers who don't meet the measures, and are unable to articulate to us what other activities they were involved in. We are prepared to provide retraining to them if necessary, and we also have a Performance Improvement Plan that would be instituted that would identify in very clear terms the performance that is expected and the support that will be provided in order to achieve the objectives. As a last resort, it becomes a progressive disciplinary matter, which is not different ITom any employee who cannot or will not achieve minimum acceptable performance in any area of job performance, such as report writing, officer safety or inter -' personal relations." Chief Bolanos said, "The Police Department evaluates officers in six major categories: Communications, relationships with others, job expertise, judgment, job related personal habits and initiative and reliability. The use of numerical averages of enforcement activity and evaluations is only a cornponent of the evaluation of the initiative and reliability category. Other criteria include problem solving, planning, flexibility, creativity, job skills and abilities, punctuality, and consistency in reporting to work and meeting deadlines. All of these areas are evaluated." Chief Bolanos said the performance standards were developed by the patrol staff which includes the Captain and all of the Patrol Sergeants. He said, "the performance measures were then sent to the POA leadership for comments. The POA President did respond back that she had some concerns regarding the number of arrests that we had established as a measure. We took that into consideration. As we continue to fine tune our performance . measures we will continue our efforts to collaborate with the Union and try to come up with numbers that are clear and measurable and attainable, while at the same time address the needs of the community." Chief Bolanos said he wanted to separate the issue of performance measures and employee recognition. He described the leader board the media wrote about and a memo - regarding employee recognition that had been posted on the leader board. He said, "one of REGULAR COUNCIL MEETING MINUTE BOOK NO. 56 FEBRUARY 2,1998 MINUTES Page No. 221 PAGE 6