Policy Text
DEPARTMENTAL GENERAL ORDER
R-01: RISK MANAGEMENT
Effective Date: 15 Apr 22
Coordinator: Bureau of Risk Management
Page 1 of 10
COMMAND INTENT
Understanding, assessing, and managing risk – to officers, the Department, and the City of
Oakland – is critically important. The Department’s Bureau of Risk Management conducts data-based assessments of risk behavior, helps the Department mitigate risk by developing interventions and other strategies for individual officers, and promotes policies and procedures to reduce risk in the Department.
While the Bureau of Risk Management is primarily focused on risk related to the operating
responsibilities of its staff and their actions on duty, the Department also recognizes that other
areas of risk (such as the impacts of off-duty conduct
1, discrimination and harassment in the
workplace2, or threats to member wellness3) can also impact the organization.
A. OVERVIEW OF RISK MANAGEMENT AND DEFINITIONS
A - 1. Defining Risk
With regard to the practice of law enforcement, risk refers to the potential for
damage, injury, inability to achieve objectives, or other negative occurrences. These negative occurrences adversely impact the community, the Department, and its
members individually. The failure to address risk may result in lawsuits and legal
claims, injuries to police officers or community members, property damage, damage to the Department’s reputation, harm to offi cers’ law enforcement careers, and the
erosion of trust between the Department and the community it serves.
A - 2. Risk Management
Risk Management is a comprehensive, proactive approach to the reduction of risks associated with organizational operations. While it i s impossible to eliminate all risk,
a comprehensive risk management program, along with planned outcomes, allow an organization to fulfill its mission and build a culture where risk management is engrained at every level of the organization. Risk management involves recognizing, prioritizing, and mitigating risks. Some common risk mitigation strategies include a clear vision from leadership, data collection/analysis, training, supervisory review, and accountability measures.
A - 3. Role of the Bureau of Risk Management
The goal of the Bureau of Risk Management ( BRM ) is to identify and manage risk
through analysis of individual and organizational activity , and includes employee
1 See for example DGO D- 18, Member Personal Social Media
2 See for example DGO D- 20, Equal Employment Opportunity, Anti -Discrimination, and Non- Harassment Policy
3 See for example DGO B -17, Critical Incident Stress Management Program
DEPARTMENTAL GENERAL ORDER R-01 Effective Date
OAKLAND POLICE DEPARTMENT 15 Apr 22
Page 2 of 10
conduct, citizen contacts, use of force, pursuits, traffic collisions, training, command
and supervisory direction, and personnel decisions.
The BRM analyzes levels of risk, develops focused and specific risk management
interventions, and provides training throughout the Department to ensure that all members understand and implement the overall risk management strategy of the Department. The BRM is integral in maintaining a c ulture of risk awareness and risk
management throughout the different levels and units of the organization. It includes the Office of Inspector General, the Training Division and the Internal Affairs Division.
Within the Office of Inspector General , there are four Units dedicated to risk
management : the Risk Analysis Unit (RAU) , the Personnel Assessment System
(PAS) Unit
4, the Risk Impact Unit (RIU) , and the Audit Unit5. While the Training
Division6 and Internal Affairs Division7 also fall under the BRM, their roles and
responsibilities are clearly defined within other policies . The co -location of all these
Divisions and Units allow for a coordinated approach to risk management. The Bureau of Risk Management is also the overall reviewer of all risk data via the VISION risk management system.
B. CONSTITUENT PARTS OF THE DEPARTMENT ’S RISK MANAGEMENT
SYSTEM
B - 1. Risk Management as Organization- Wide Responsibility
The Department’s risk management strategy depends on an overall understanding that every member of the organization has the responsibility to identify, respond to, and mitigate risk when possible, without fear of retaliation . This is consistent with the
requirements that all members take steps to intervene if they observe another member using excessive force (as set forth in DGO K-3
) and report any offenses in violation
of Department al policy (as required by the Manual of Rules , Reporting Violations-
Failure to Report Misconduct When Required, 314.48-1).
B - 2. Role of Supervisors and Commanders /Managers in Risk Management
Supervisors play a key role in risk management by being a primary identifier of behavior or actions that could increase risk to their subordinates. It is incumbent on supervisors to constantly identify risk, manage it at their level whenever appropriate, and provide training to their s ubordinates on ways to appropriately manage
acceptable risk and avoid unacceptable risk.
4 Reference DGO D- 17, Personnel Assessment System
5 Reference DGO N- 12, Departmental Audits and Inspections , and Training Bulletin V -P, Guidelines for Audits and
Inspection.
6 Reference DGO B -20, Departmental Training Program
7 Reference IAD P&P 21 -01, IAD General Operating Procedures, as well as Training Bulletins V-T Discipline
Policy , V-T (Appendix) Discipline Matrix, V-T.01 Internal Investigation Manual , V-T.02 Investigation Appendices ,
V-T.03 Reporting Misconduct, and V-T.04 Due Process Hearings
DEPARTMENTAL GENERAL ORDER R-01 Effective Date
OAKLAND