Alameda County Sheriff’s Office members must be mentally and physically capable of performing their duties.  Agency members are frequently exposed to reprehensible and high-stress situations.  Over time, the cumulative impact of these situations on an individual can lead to mental and physical challenges.  The community expects agency members to show up at their best in each interaction.  To do so, the Alameda County Sheriff’s Office must create an environment were discussing mental and physical wellness is infused into the agency culture.  Additionally, studies have shown that members of an agency are more likely to accept and voluntarily comply with policies when they feel respected by their leadership.  The Alameda County Sheriff’s Office must adhere to internal procedural just practices fostering an environment where agency members respond in procedurally just ways when engaging with community members.


Over the past 6 months, the Agency Health working group disseminated two agency-wide surveys.  To introduce the first survey, working group members visited every duty station to explain the importance of their feedback and answer any questions from staff.  The second survey was conducted electronically.  Both surveys were conducted anonymously with the option to include their name if the respondent desired. The survey results were provided to the agency’s members via an internal communication process.




Improve agency communication




TASK 1.1


Establish clear measures of evaluation which provide employees with a clear understanding of their strengths and deficiencies.




TASK 1.2


Reintroduce daily Sheriff’s Technician musters at Santa Rita Jail (SRJ).




TASK 1.3


Establish a cut-off time for notifying agency members of transfers and promotions and make every effort to avoid late notifications.




TASK 1.4


Ensure all duty stations are aware of upcoming changes to the written directives by reviewing proposed changes at Executive Management Meetings and/or communicating with the responsible Commanding Officer of the affected duty stations prior to distribution.




TASK 1.5


Produce a Sheriff Sanchez update video on a reoccurring basis.




TASK 1.6


Inform agency members the reasons for transfers and the criteria used to evaluate applications.




TASK 1.7


When possible, Internal Affairs should brief agency members on lawsuits against the agency and the circumstances surrounding them.




TASK 1.8


Provide information to agency members anytime a significant decision or change is made.




TASK 1.9


Make the agency budget easily accessible to all agency members.




TASK 1.10


Create an annual report on exit interview/survey results that can be presented at the Annual Town Hall.




TASK 1.11


Analyze and present the results of the Agency Health surveys to the agency membership.






Ensure the agency practices are equitable and provide ample opportunities for all agency members




TASK 2.1


Reevaluate the transfer process and produce clear objectives.




TASK 2.2


Create a user-friendly employee evaluation system that provides agency members with explicit feedback on their performance, identifies areas for improvement, and has deliverables specific to the job classification of the person being evaluated.




TASK 2.3


Establish a fair promotional process that provides equal opportunities for all eligible employees to compete for promotion based on merit, skills, and qualifications, without discrimination or favoritism.




TASK 2.4


Work with SEIU and Human Resources to evaluate the creation of promotional opportunities for those professional positions where limited career advancement opportunities exist.




TASK 2.5


Create a transfer request packet that includes items not typically in the agency member’s personnel/unit file, i.e., supervisor recommendations, transfer request memo from the employee.






Ensure all processes and policies are looked at through a procedural justice lens




TASK 3.1


Ensure the agency has a fair and consistent disciplinary process where all employees are treated fairly when it comes to disciplinary actions.




TASK 3.2


Consider one central location and consistent personnel responsible for conducting exit Interviews.  This person should not be a supervisor of the departing agency member.




TASK 3.3


Agency leadership should ensure the disciplinary process is applied consistently across the agency.




TASK 3.4


Remove the Sheriff from determining whether an incident or complaint will be investigated.




TASK 3.5


Ensure agency members are transferred from their current positions only due to documented low performance or the needs of the agency.




Restrict the use of transfers as a disciplinary tool.


TASK 3.6






Ensure agency members are provided with the best training and educational opportunities




TASK 4.1


Increase training to ensure that agency members have the knowledge, skills, and ability to perform their jobs effectively and efficiently.


TASK 4.2


Provide extensive training on the agency’s disciplinary process and the effectiveness of positive discipline when used correctly.


Conduct a needs assessment to identify the specific training needs of agency members.


TASK 4.3




Provide diverse training methods, such as classroom training, online courses, on-the-job training, and workshops.


TASK 4.4




Work along Human Resources to research the possibility of providing educational incentives to those agency job classifications that do not already receive them.


TASK 4.5




TASK 4.6


Work along Human Resources to research the possibility of providing a tuition reimbursement program.




Provide more accessible training opportunities for professional staff to ensure they are provided with the best resources/training to be successful in their positions.


TASK 4.7










Generate an agency feedback loop so employees feel heard and validated




TASK 5.1


Create a rotating schedule for Command Staff to visit musters and duty stations to allow for opportunities for open dialogue with agency members.




TASK 5.2


Ensure all agency members have an opportunity to voice their opinions to agency leadership.




TASK 5.3


Conduct periodic Agency Health surveys in order to obtain feedback from agency members on a continuous basis.




TASK 5.4


Reevaluate the exit Interview process to ensure the agency obtains feedback from departing members that can be used to improve the agency’s operations and staff retention efforts.




TASK 5.5


Modify the format of the annual Town Hall to ensure agency members are comfortable with expressing their opinions and asking valuable questions.




TASK 5.6


Set up an electronic suggestion box where agency members can submit suggestions electronically and anonymously.




TASK 5.7


Create a comprehensive, anonymous exit survey to gather as much information as possible as to the opinions and thoughts of the exiting agency member.




TASK 5.8


The agency should analyze the feedback received from exit interviews to identify common themes or concerns.




Inform agency members about progress made on concerns addressed during the Agency Health survey.


TASK 5.9




Ask for feedback after team building events to determine if the event achieved its goal and if any improvement can be made for future events.








Create an agency where its members feel cared for, respected, and appreciated




TASK 6.1


Reevaluate the promotional roundtable process to ensure all voices in support or opposition of a specific candidate are considered.




TASK 6.2


Work with SEIU and Human Resources to create promotional opportunities for those professional positions where limited career advancement opportunities exist.




TASK 6.3


Do not allow negative comments provided in an exit interview by a departing agency member to impact the possibility of their return to the agency in the future.




TASK 6.4


Make sure the survey is anonymous, with an option for the agency member to identify themselves.




TASK 6.5


Identify types of team bonding activities in which agency members would be interested in participating.




TASK 6.6


Agency leadership should support agency members in organizing team bonding events.