Strategic Plan 2007 - 2009

The core mission of the Office of Professional Accountability Review Board (OPARB) is:

To strengthen the system of police accountability by providing an independent review of the Office of Professional Accountability (OPA), by making recommendations that address both citizen and law enforcement officer concerns, and thereby building confidence and credibility in police-community relations in Seattle.

To accomplish this mission the OPARB will follow this Strategic Plan in the next two years. This plan is guided by four key values: Transparency of police accountability, Integrity in the police accountability system, Legitimacy in the process of police accountability, and Consistency in the outcomes of police accountability.

Goals and Actions

I. Implement an Ongoing Evaluation Process to Monitor and Report on the OPA System

1. Obtain and review the OPA Policy and Procedure Manual.
2. Determine consistency of application and effectiveness of OPA Investigations Section (IS-OPA) standards and procedures with the current Seattle Police Department (SPD) policies and procedures.
• Review and monitor the current OPA classification system;
• Review a random sample of all closed cases each month;
• Review specially selected closed cases on specific accountability topics;
• Continue the quarterly meetings with the OPA Director and the OPA Auditor.
3. Make recommendations on IS-OPA standards and procedures based upon feedback from complainants, officers, witnesses, and other interested parties; review best practices from the academic literature and other jurisdictions.
4. Make informed recommendations to the City Council and other city leaders to enhance public accountability of the Seattle Police Department.
5. Request, review and report on the data established in SMC 3.28.910 which includes but is not limited to the following:
1. The number of closed, completed cases reviewed;
2. The total number of complaints received by the OPA;
3. The number of complaints by category and nature of allegation;
4. The percentage of complaints sustained and not sustained;
5. The nature of disciplinary action taken in sustained cases;
6. Patterns of complaints including:
1. Type of complaint,
2. Geographic area of complaint,
3. Race, ethnicity, gender of complainants,
4. Race, ethnicity, gender, assignment, seniority of officer(s) who is/are subject of complaint;
7. The number of officers who have received three (3) or more sustained complaints within one (1) year;
8. The number of follow-up investigations requested by the OPA Auditor, the number of follow-up investigations completed by the Department, and the number of follow-up investigation requests denied by the Department;
9. The number of contact log cases and line referral cases where the OPA Auditor recommended that full investigations take place, the number of such investigations completed by the Department, and the number of follow-up investigation requests denied by the Department;

II. Increase General Awareness of and Confidence in the OPA Complaint and Commendation System while Fostering Better Communication between Civilians and Police

1. Make recommendations on the semi-annual reports of the OPA Director and OPA Auditor with special attention to trends, patterns, and impact.
2. Work with the City Council to implement the new OPARB legislative package.
3. Explore ways to work with the OPA Director to define and measure increases in civilian and law enforcement confidence in the use of the complaint system.
4. Collaborate with core stakeholders to provide information and receive input from the community regarding critical police accountability issues.
5. To work with city and community leaders to provide input and advice on key police accountability issues that effect collective bargaining with the Seattle Police Officers Guild pursuant to Resolution Number 30871.
6. Host a police accountability forum.
7. Host the annual National Association of Civilian Oversight of Law Enforcement (NACOLE) conference.
8. Review the number and disposition of minority community complaints filed with OPA.
9. Assess adequacy of OPA follow-up with complainants
10. Review all commendations and recognitions received by and awarded to SPD officers.
11. Continue to participate in special and regular SPD training opportunities.
12. Continue to participate in patrol ride alongs and precinct roll calls.

III. Evaluate Annually the OPARB Performance in Light of the Goals and Planned Actions in this Strategic Plan

1. Issue two semi annual reports to City Council;
• Interim (6 months)
• Final (12 months)
2. Provide in the Final Report a set of conclusions and recommendations summarizing the year’s work, including an annual review of past recommendations, identifying which ones have been accepted, implemented, and their effectiveness;
3. Meet with City Council and other city entities to discuss OPARB semiannual reports and assess OPARB success in fulfilling its mission, consistent with the Seattle Municipal Code;
4. Hold an open meeting no less than once a year to invite public feedback and comment on OPARB performance;
5. Continue to develop and adopt OPARB policy and procedures;
6. To work with city staff to develop and advocate for police accountability budgets;
7. Conduct a self-evaluation to include compliance with the OPARB’s Code of Ethics, strategic plan and policy and procedures.

Seattle City Hall
600 4th Ave. 2nd Floor
Seattle, WA

Mailing Address:
PO Box 34025
Seattle, WA 98124-4025

Phone: 206.684.8888
Fax: 206.684.8587
TTY/TDD: 206.233.0025
Listen Line: 206.684.8566