Volume 3, Section 105 - 156: Management Rules and Procedures PDF

VOLUME 3 Management Rules and Procedures SUPERVISION 105. SUPERVISORY TERMINOLOGY. The following terminology shall be used in describing the levels of supervision within the Department:  "Staff Officer" shall be used to describe an officer above the rank of captain;  "Commanding Officer" shall be...

VOLUME 3 Management Rules and Procedures SUPERVISION 105. SUPERVISORY TERMINOLOGY. The following terminology shall be used in describing the levels of supervision within the Department:  "Staff Officer" shall be used to describe an officer above the rank of captain;  "Commanding Officer" shall be used to describe an employee in charge of a bureau, a group, an Area, or a division of the Department;  "Director" shall be used to describe a commanding officer of an Office;  "Field Commander" shall be used to describe an officer who takes command of an emergency situation or who is in command of field details at planned special events. A field commander may establish a field command post;  "Watch Commander" shall be used to describe an employee having charge of a specific watch in a division or geographic Area;  "Supervisor" shall be used to describe an employee engaged in field supervision or in general supervision of a section or unit; and,  "Officer in Charge" shall be used to describe an officer having charge of a section or unit. 108. COMMAND POSTS 108.20 THE DEPARTMENT COMMAND POST. The Office of the Chief of Police is the Department Command Post. When the Office of the Chief of Police is closed, the Department Command Post is Department Operations Center (DOC). 108.40 FIELD COMMAND POST. A Field Command Post is a location established by a field commander for the purpose of:  Directing operations in the field during emergency incidents;  Collecting information pertinent to the incident and relaying it to the Department Operations Center;  Requesting emergency personnel, equipment, and supplies from the Department Operations Center to assist the field forces;  Requesting assistance from other agencies when needed through the Department Operations Center, to assist the field forces; and,  Directing operations in the field at planned special events. 108.50 FIELD COMMAND POST DIVISION. During a serious or major unusual occurrence, the Chief of Police, or his/her representatives, or the Commanding Officer, Emergency Services Division, may activate the Field Command Post Division as a temporary division to direct operations in the field. The Area Field Command Post Cadre shall staff a field command post until relieved, by personnel assigned to the Field Command Post Division. 108.60 DEPARTMENT OPERATIONS CENTER. During a major or serious unusual occurrence, upon direction of the Department Commander, the Department Operations Center shall be activated as a temporary division. It shall be concerned with the following:  Coordinating the Department's emergency control activities;  Collecting and disseminating information from the Field Command Post, hospitals, and other concerned agencies;  Determining the needs for, and providing, emergency personnel, equipment, and supplies to the Field Commander and the field forces;  Maintaining chronological logs, situation maps, and situation reports; and,  Completing necessary reports regarding the emergency incident and preparing a final report for submission to the Chief of Police. Deactivation of the Department Operations Center (DOC) for purposes of the City's Emergency Operations Organization (EOO), shall be at the direction of the EOO. Deactivation for Department purposes remains with the Department Commander. 108.70 DEPARTMENT OPERATIONS CENTER - EMERGENCY OPERATIONS ORGANIZATION - ACTIVATION. The Commanding Officer, Department Operations Center (DOC), upon receiving notification of the activation of the Emergency Operations Organization (EOO), shall be under the line supervision of the Emergency Operations Board (EOB) as delineated in the City Emergency Operations Master Plan and Procedures, and shall:  Staff the positions necessary in the DOC to meet the demands of the emergency;  Forward the appropriate EOO policy directives received from the Department's representative on the EOB's Emergency Management Committee to the Department Commander; and,  Coordinate the functions of the various EOO Division representatives located in the Coordination Room of the Emergency Operations Center (EOC). Note: DOC when activated under the EOO, remains under the functional supervision of the Chief of Police or the designated Department Commander. 110. SUCCESSION OF COMMAND 110.20 OFFICER OF SENIOR RANK ASSUMING COMMAND. An officer of senior rank may take command of a situation by identifying himself/herself and informing the officer then in charge of his or her intent. Such assumption of command shall be undertaken whenever the situation appears to the senior officer to be beyond the control of the officer then in charge, when jurisdiction is concurrent over a particular duty, or for disciplinary purposes. 110.40 OFFICER OF EQUAL OR JUNIOR RANK OR PAYGRADE ASSUMING COMMAND. An officer of equal or junior rank or paygrade may take command by identifying himself or herself and informing the officer then in charge of his or her intent. Such assumption of command shall only be undertaken when the officer then in command is unable, because of physical or mental inability, to perform his or her duties. An officer, regardless of rank or paygrade, shall assume command of a situation when so instructed by an officer of superior rank or paygrade then in command. An officer placed in command of an operation shall maintain that responsibility until relieved by competent authority. 115. RECOGNITION OF COMMAND. In the normal performance of routine duties, or at the scene of a police problem, employees shall recognize and respect the position of the officer in charge by effectively and efficiently carrying out all lawful orders that may be issued by the commanding authority. 120. BREVET RANKS PROHIBITED. Brevet (acting) ranks shall not be used to designate the officers discharging the functions and duties of the various levels of supervision of the Department. An officer, regardless of the level of supervision to which he or she is assigned, shall be described by his/her Civil Service rank, indicating the acting position held. Example: Lieutenant John Doe, Acting Commanding Officer. 125. SENIOR OFFICER - DETERMINATION. The senior officer at a police incident shall be determined by rank, then by paygrade assignment within rank, then by seniority within paygrade assignment within rank. Note: The rank of detective is of a specialized-nature and shall normally be considered separate from line command. When an incident is the result of investigative activity, when an incident has reached the stage where the remaining functions are investigative in nature, or when the concerned detective or specialized unit desires to take over the investigation and complete the necessary reports, the senior concerned detective shall be in command. A senior officer assuming command shall do so by identifying himself or herself and informing the officer then in command. 130. SENIORITY - CIVILIAN EMPLOYEES. Seniority of civilian employees shall be determined in the following order: Civil Service Classification. In accordance with the Civil Service rating, whereby one position is classified as being higher in grade than another. Length of Service. By length of continuous service in the classification. By Designation. When designated as being in charge of a particular situation or group by competent authority. 135. LINE SUPERVISION - DEFINED. A supervisor who has the specific responsibility of issuing directions and orders to designated subordinates shall be considered as having the duty of line supervisor and shall be held accountable for achieving conformance with the directions and orders that he/she issues. 140. FUNCTIONAL SUPERVISION - DEFINED. Functional supervision is the temporary supervision of employees not normally under the command of one designated to furnish specialized or technical knowledge necessary to the accomplishment of Department objectives. 150. GENERAL SUPERVISORY DUTIES. A supervisor shall be responsible for the performance of general supervisory duties (Manual Sections 3/152, 3/154, and 3/156), in addition to having the technical skills and knowledge necessary to the performance of the duties particular to his/her specific assignment. 152. SUPERVISORY PLANNING. A supervisor shall initiate, or receive and consider, proposals for changes in policy affecting activities within the scope of his or her jurisdiction. 152.20 SUPERVISORY KNOWLEDGE OF DEPARTMENT ORDERS. A supervisor shall be familiar with the contents of Department manuals, procedural orders and instructions, directives, teletypes, and Police Bulletins, and shall disseminate such information to his/her subordinates. Information shall be disseminated in such a manner as to achieve Department objectives. 152.40 ORGANIZATION OF ACTIVITIES - SUPERVISORS. Supervisors shall organize their own work and that of their subordinates to insure the adoption and practice of the best principles and procedures to meet current, unusual, and changing conditions. 152.60 KNOWLEDGE OF OTHER SUPERVISORY POSITIONS. A supervisor shall acquaint himself/herself with the duties and responsibility of other supervisory positions which, in the normal course of operations, he/she may have to discharge. 152.80 MAJOR DISASTER AND EMERGENCY OPERATIONS ORGANIZATION PLANS - SUPERVISORS. A supervisor shall be familiar with the role of the Department and with his/her own responsibility and duties, and shall maintain plans for his/her activities in the event of a major disaster or the activation of the Emergency Operations Organization Plans. 154. SUPERVISORY COMMAND AND COORDINATION 154.20 DELEGATION OF DUTIES. Supervisors may delegate to their subordinates appropriate portions of their responsibilities, together with equivalent authority; but they may not delegate or relinquish their overall responsibility for results nor any portion of their accountability. 154.40 DIRECTION OF SUBORDINATES. A supervisor shall exercise the control over his or her subordinates necessary to the accomplishment of Department objectives. He or she shall analyze and evaluate the personality, temperament, traits, and capabilities of each subordinate in order to realize from every employee the maximum degree of service commensurate with his or her abilities and limitations. 154.60 TRAINING OF SUBORDINATES. Training shall be considered the process of aiding employees to gain effectiveness in their present or future assignments through the development of appropriate habits of thought, action, skill, knowledge, and attitude. Emphasis shall be placed on respect for the personality and human dignity of each employee, in order to allow maximum development of his/her natural capacity. 154.80 GUIDANCE OF SUBORDINATES. A supervisor shall take a personal interest in the welfare and problems of subordinates and shall make himself or herself available to employees seeking guidance and counseling. The supervisor shall give appropriate advice and personal instructions to immediate subordinates for the development of administrative and supervisory skills. 156. SUPERVISORY CONTROL 156.20 PERFORMANCE EVALUATION. A supervisor shall be responsible for the appraisal and analysis of the work accomplishment of subordinates coming within the scope of his/her supervision. Such evaluation shall be based on continuous observation and inspection and shall take into consideration the quality of the employee's work accomplishment and those personal traits that are related to his or her duty performance. Commanding officers shall ensure that supervisory personnel provide a Training Evaluation and Management Systems II (TEAMS II) summary report to each employee in conjunction with the service of the employee’s annual (post-probationary) performance evaluation report. 156.40 SUPERVISORY REPORTS. Supervisory reports shall be made in a prompt and effective manner. All pertinent facts shall be incorporated, and the welfare of the Department shall be of primary consideration. Supervisors shall reflect the feelings of subordinates to supervisors by permitting information to flow up, as well as down, the channels of authority. 156.60 TECHNIQUES OF SUPERVISION. A supervisor must frequently command the actions of subordinates by orders and directions in order to carry out proper police operations. This must be done forcefully and effectively and is essential to the control of the most critical police situations. A supervisor shall make use of positive disciplinary techniques, such as the following, to promote satisfactory supervisor-subordinate relationships: Inspiration. The ideals and objectives of public service in the police field shall be developed and exemplified by the conduct and actions of supervisory members of the Department. Explanation. Department policies and objectives shall be presented to the employee by means of reasoned consideration of issues. Supervisors shall adopt an attitude of guiding employees by sound logic and clear thinking, rather than by arbitrary orders and commands and shall strive for willing response and cooperation from subordinates. Encouragement. Supervisors shall be aware that recognition of good work is an indispensable need in the employee's relationship with the Department and shall make certain that meritorious acts and accomplishments are rewarded, either by personal encouragement and praise, or by formal commendation. 156.80 NEGATIVE DISCIPLINARY ACTION. The negative disciplinary procedures available to supervisors (Manual Section 3/800) shall be used only after determining that the correction of delinquency by positive disciplinary means is not feasible. GENERAL MANAGEMENT PROCEDURES 201. ADMINISTRATIVE REVIEW AND ADJUDICATION OF A VEHICLE PURSUIT. Back to top Pursuit Initiation and Involvement/Pursuit Tactics Adjudication Classifications. The pursuit adjudication classifications require separate adjudications for each officer involved in the pursuit regarding initiation and involvement/pursuit tactics. The classifications for the adjudications of pursuit initiation and involvement/pursuit tactics are the following: Initiation Findings: • In Policyo No Further Action Taken; o Training; • Administrative Disapproval - Out of Policy: o Formal Training; o Notice to Correct Deficiencies (Form General 78); or, Personnel Complaint (Form 01.28.00). Note: In general, the initiation findings should only be done for the primary unit initiating the pursuit. Reasons for initiation shall be considered in adjudicating this section as delineated in Department Manual Section 1/555.10, Initiation of a Vehicle Pursuit. Officers shall not initiate a pursuit based only on an infraction, misdemeanor evading (including failure to yield), or reckless driving in response to enforcement action taken by Department personnel, or when the driver fails to yield. Involvement/Pursuit Tactics Findings: For the purposes of this section, "involvement" includes any ground unit actively pursuing the suspect vehicle; which can include the primary, secondary, or third unit, or