2 Views On Chertok’S Performance
Before Alan Chertok resigned as Spokane police chief last week, City Manager Bill Pupo gave him a list of concerns about the chief’s performance. This is Chertok’s response, dated May 15. Pupo’s concerns are in bold type, followed by Chertok’s responses. It has been edited for space reasons. The full text is available at www.spokane.net/news/live/chertok.asp
Pupo’s letter to Chertok on his performance
City Manager Bill Pupo sent this letter to Police Chief Alan Chertok on May 5, outlining his concerns about Chertok’s job performance.
I have completed the first half of your six-month performance evaluation. So far, I have interviewed approximately 20 members of the Police Department and citizens. As a result of those interviews and my observations of your performance, I have identified the following areas of concern:
Demonstrated Leadership:
Has not articulated a vision, goals, objectives corporately for the department
Appears to have no big picture concept for department
Does not participate in over all department areas
Does not conduct productive staff meetings
Delegates erratically
Decision-making:
Has not made any major decision in eight months
Does not engage command staff in substantive discussions
Professionalism:
Shows up unprepared at public appearances
Shows up late for meetings and appointments
Abrupt and impolite behavior
Poor judgment
Loss of interagency respect Communications:
Does not communicate with members of department effectively
Alan, your response to the above major topics are due in my office on or before Monday, May 10. If you have any question or need clarification on any of these issues, please call me.
Demonstrated leadership
Has not articulated a vision, goals, objectives corporately for the department
The SPD currently has a mission statement of Service, Pride and Dedication, which I support. Upon arriving in Spokane, my perception of a personal department vision statement was that my vision would be an understood concept rather than a document that needed to be specifically stated. I’ve done this through interaction with the Department, in group settings and through the newsletter. I have now decided to provide a formal direction to the Department. To do so I will consider engaging appropriate facilitation to assist the department in reviewing what is current and building on our mission, vision and values statements: This would incorporate staff expectations and hopes for the Department and direct us in the coming years….
I will solicit members of the Department interested in re-examining our core values to serve on a mission, vision, and values committee. The committee will conduct the aforementioned review of the SPD mission, vision and values and present to the senior staff its findings….
Since my arrival I have repeatedly expressed to members of the Department and outside groups that the definition of public safety includes not only police but also fire, transportation and other City departments. This is your philosophy and I have supported it by publicly reiterating that we were not in a financial position to simply push blindly for more police funding. I’m sure you recognize this is a departure from previous years and it is resulting in some people interpreting this as me not being sufficiently supportive for the interests of the Department.
Appears to have no big picture concept for the department
I have a clear big picture for the Department. We are a department that is constrained by budget, with the largest portion of that budget going to wages dictated by union contracts. We need to continue advancing the implementation of technology and related equipment. For example, we creatively used grant funding to allow us to purchase mobile laptop computers to replace mobile data terminals in the patrol cars. We need to constantly train our personnel in the use of this technology. However, we currently lack funds to do all we’d like. In other words, we have to do more with less.
The only manner in which these needs can be met with current constraints will be through direct community involvement, specifically through community partnerships. The idea of community orientated policing is a concept which has evolved through necessity and one that is taking shape in other jurisdictions throughout the country. We must continue to forge relationships that will allow the community to take ownership and pride in the safety of their community for the long-term. I see the future of this Department, as well as departments nationwide, moving away from the concept of being the enforcers and moving toward partnerships…. We must recognize and accommodate the growing diversity of this community and work toward making it inclusive. This accounts for the extensive amount of time that I have given to meeting and participating in community groups.
For a partnership concept to work it will be necessary for police departments in general to work at rebuilding community comfort and trust. The Department has made great strides in this concept of partnership and I’d like to continue those strides….
Diversity, recruitment and the Civil Service
It has been my goal to diversify the ranks of the organization to a greater extent. To do this I’ve met with Harvey Harden and other Civil Service employees. We’ve had discussions because of my concern that testing once each two years hurts recruitment efforts in general and our ability to attract minority candidates in particular. I have gone into the community and encouraged participation in the process from the pulpits of minority churches. I sat in on the last written examination.
Liaison with the county prosecutor
With other senior staff I met with Steve Tucker. There we began a dialogue to work together on issues of mutual interest. Following the first meeting we agreed to eliminate certain repetitive paperwork, thus reducing the administrative load on the detectives. Future meetings will occur.
If you have a different “big picture” for the Department, it would be helpful for you to share your thoughts with me. We apparently have not been successful at communicating our wants and expectations for the Department, and hopefully some good will come from the current situation by allowing us to better communicate.
Does not participate in overall department areas
I regularly participate in all areas of the Department to include:
Sitting in with call-in reporting module
Spending time in radio, sitting in with radio dispatchers
Spending time with detectives. I had scheduled this month to dress down and spend an entire tour of duty with detectives.
Regularly visit COP shops
Attending all departmental graduations including CO-OP and volunteer graduations
Attend Explorer meetings
Attended the opening and graduation of all Citizen Police Academies since arriving
Participated in two daylong Saturday training sessions since August being in attendance the entire morning
Ride along with officers, observing training, and participating in specialized operations, such as the execution of search warrants. In my private vehicle I am always logged-on to the CAD computer, occasionally assigned as a back-up officer.
I’ve worked 12-15 hours daily since my arrival. I would like to have specifics of what areas of the Department I’m not participating in. I’m unsure how it is possible to become further involved in the Department….
Does not conduct productive staff meetings
My philosophy is to hold regular meetings and disseminate information rather than to practice “management by crisis.” Upon assuming command of the SPD, I instituted weekly staff meetings for the purpose of assembling staff and disseminating information to the staff and Department in a consistent fashion. Union representatives were invited to attend these from the beginning. Minutes of these meetings are transcribed and distributed throughout the Department. You have allowed me to use them to provide you with the monthly information you require to report on the Department to the City Council….
Delegates erratically
I currently operate under a modified chain of command system. All assignments are assigned first to the deputy/assistant chiefs, imbuing them with the responsibility for making the assignment. Simultaneously I notify a lower-ranking official of the assignment to alert them that the assignment is coming down. This is done electronically for more than 95 percent of the assignments, using e-mail. It is not erratic delegation, rather delegation to a deputy chief with an alert to the subordinate. I would be glad to respond with more specificity, if specific examples or circumstances of erratic delegation are identified….
Decision-making
Has not made any major decisions in eight months
You will recall that at the beginning of my tenure I stated that I would do a considerable amount of listening and looking during the first year. I publicly stated that it would take 90-120 days before I would even begin to formulate a plan. As an outsider, I felt it was necessary for me to:
Observe the operation of the SPD, its relationship to other city departments and law enforcement agencies
Understand the Department’s players and their roles in the agency
Evaluate the role of the Department in the community
Learn the history of where we have come from and where we are going
Learn Washington law Determine what the community expects of this agency
See how the needs of the agency, community and city government can come together realizing that there must be compromise from all
Learn the culture of Spokane
Each of these is a critical area in formulating a plan for moving the Department forward. As the climate and culture of Spokane are different from my previous law enforcement experiences, this will take significant time. As relates to initiating change internally please recognize that I may have a different management style and philosophy than you. Based on this and the fact that there may well be some natural resistance to changing the former administration’s programs, policies and procedures the Department would be more accepting with a series of smaller changes in the first year, rather than radical change….
Does not engage command staff in substantive discussions
I have tended to engage individuals on a one-on-one basis rather than as a group. This is a change from how senior staff had been operating from the previous 10 years, and may have caused them to feel that they are not included in substantive discussions. In fact, I’ve discussed substantive issues with staff members frequently, for example, deployment of canine, organizational structure with specific ideas of how administration and planning fits into the upper hierarchy.
To begin to bring senior staff together into a more cohesive group I intend to take several actions. First will be meetings with Roger Bragdon and John Sullivan in a mini-retreat, away from the Department during which we will spend at least eight hours in frank conversation regarding my expectations of them and to review their advice to me. It’s possible that I may employ a facilitator in this endeavor. Later, we’ll bring together the command staff to more clearly delineate the types of issues I will take to them as a group….
Professionalism
Shows up unprepared at public appearances
Throughout my career I have always spoken without notes, as I am very comfortable with public speaking. I have the ability to organize my thoughts in my mind rather than using paper and pen.
I have decided that for most public speeches in the future I will use talking point notes rather than speaking extemporaneously and will review these notes prior to the speaking engagement. This review will articulate specific points with more generic references to law enforcement experiences rather than specific to the Spokane area. This will serve to avoid any inference that I am discussing SPD matters….
We can all improve in our public appearances, and this is a new position for me. I will endeavor to improve how I am perceived at such appearances, and pledge to you to continually strive for excellence in representing the Department and the City.
Shows up late for meetings and appointments
When I arrived in Spokane there were a large number of meetings that were necessary in order for me to become acquainted with the citizens of Spokane as well as meetings for budget, capital planning, strategic planning with the executive team and interagency relations. Additionally, I maintain an open door policy, which often results in unscheduled visitors to my office sometimes as I was preparing to leave for meetings. Coupled with a lack of familiarity with the geography and various buildings and their layouts, I have been late for some meetings. This was both unfortunate and wrong….
Abrupt and impolite behavior
Your letter did not give specific instances of this so I will respond to this in general terms. As you are aware, I am from the metro Washington, D.C., area. This is a much faster-paced area of the country with different customs, quality of life and workplace philosophy. It’s a fast-paced, cosmopolitan area. Because it is the center of the political arena, it fostered for me an atmosphere of forthright speaking and immediacy. I believe that comments regarding my behavior being abrupt or impolite are a matter of cultural difference. At no time have I intended to be impolite. If I have inadvertently offended anyone, I assure you that it was without intention on my part. This part of the country is different from the East Coast and is causing me to make adjustments and I’m confident you’ll observe this change….
Poor judgment
Without specific instances of this I am unable to address this issue. I am interested in hearing specifics on this to determine what corrective action, if any, may be needed. I pride myself on having good judgment, a quality that I have found most important through years of public service.
Every move I make is thought through; I consider the potential downside to my actions. For example, I purchased a vehicle and tend to use it off-duty with passengers, even though you allow me unrestricted vehicle use. I still endorse daily wear of the uniform; however, I now change for the evening unless I’m officially representing the Department.
Occasionally, everyone has a lapse in appropriate behavior, which is often without intention. Things can be blown out of proportion by special interest groups or the media. In such instances, it is important for City government to work together to provide an impression of leadership to the community. I have always endeavored to be and continue to desire to remain a team player.
Loss of interagency respect
I will first address this topic with regard to the Sheriff and the Ferris High School talk, which I recently gave. The remark made during that talk was to emphasize the lack of validity of some of the leads we are given regarding the Homicide Task Force. It was never intended to implicate a man who is a respected former Chief of Police and current FBI employee. Sheriff Sterk unnecessarily magnified an incident by reporting to you rather than coming to me personally and addressing the issue. I attribute this to his lack of tenure in a leadership position and lack of courtesy normally shown fellow law enforcement professionals….
If there is a loss of interagency respect on the part of the SCSO I believe that it is in the opposite direction from what your letter indicates. Prior to now, Sheriff Sterk and I have worked well together in a number of areas, such as the upcoming bond issue and the Regional Drug Task Force….
I’m confident that as two law enforcement professionals we will continue to work together in matters of mutual interest. In fact, a meeting following the Ferris HS incident was friendly. I intend to meet with Sheriff Sterk to reinforce this sentiment; I’m certain our future interactions will be positive and professional….
You may assist me in maintaining the respect of the WSP and other agencies. Recently you received an anonymous rumor alleging that I detained motorists at gunpoint on a traffic stop west of Spokane. You contacted the State Patrol and inquired of them if they had received this complaint. We agree that you could have handled this differently. Having you as the leader of the City contacting WSP employees could diminish my reputation and undermine my credibility and respect with that organization. I would ask that you extend to me the courtesy, as a member of your executive staff, of approaching me first before you make inquiries of outside agencies regarding unsubstantiated rumors. As I have shown since arriving, I will be happy to discuss any issue with you. I feel that openness, integrity and mutual respect are necessary to any good working relationship and I welcome the opportunity to meet with you at any time on any issue of concern….
Communications
Does not communicate with members of Department effectively
As previously stated, I maintain an “open door” policy, allowing any individual or group of individuals to speak with me directly. I make it my policy to communicate this open door policy and to encourage anyone to meet with me on any chosen topic. I’ve repeatedly publicized this policy in the newsletter, at roll calls and in meetings. The door is open for every employee, from civilian through the deputy chiefs.
I disseminate information via e-mail to provide an audit trail of my communication. My correspondence is serialized in order to ensure that a response is given as well as the promptness of that response. I spend a great deal of time and effort among the rank and file whether it is in the physical location of the police department or on the street for the purpose of communicating with them….
In conclusion, many of the issues raised in this evaluation are indicative of becoming acclimated to a new way of operation in a new culture. Any time there is a change in leadership there is apprehension over how the operation will now be managed. Like “newlyweds,” employees may find it easier to “run home to Mom” rather than to work out differences with the boss. I believe that the cultural and management differences can be effectively overcome if allowed to be resolved within the Department. It is my hope that you will see fit to encourage individuals to exhaust normal channels before seeking to intervene. If the members of the Department feel that it is an easier road to immediately seek the intervention of the City Manager rather than address the issues at the department level, then the cohesiveness of the organization will suffer as a whole. As you are aware from your experiences in coming up through the ranks of city government, any group of individuals working together will require compromises from all parties concerned. I stand ready and willing to come to the table and discuss these issues with the members of the Department, and I am always willing to change for the better of both the Department and myself….
I will be happy to discuss any of the above issues with you at your convenience, and look forward to doing that in the near future. Thank you for affording me the opportunity to respond to these issues. I stand ready to strengthen those steps necessary to interact more closely with my senior staff and maintain a close relationship with you.