Policy Text
TRAINING BULLETIN
partment Training Bulletins shall be used to advise members of current police techniques and
procedures and shall constitute official policy.” Index Number: VI-K
Alpha Index:Effective Date:
26 May 06
Performance Deficiency Notices
“De
PERFORMANCE DEFICIENCY NOTICES
Whenever a member or employee’s behavior or perfor mance persists at an unacceptable level and other
corrective measures have not been eff ective or successful in raising the performance to a fully effective level,
the person shall be formally notified throu gh a Performance Deficiency Notice (PDN).
A supervisor or Field Training Officer (FTO) who identifies a performance failure on the part of a
subordinate or Trainee Officer is expected to take immediate action by calli ng the deficiency to the
subordinate’s attention and by telling the individual exactly what must be done to correct it. Unless the
person's performance appraisal is due in a matter of a fe w days, it is not appropriate to wait until the regularly
scheduled performance appraisal to call attention to th e deficiency, and it is improper to use the regular
performance appraisal to make an interim notification. Instead, the supervisor is expected to issue a Performance Deficiency Notice (PDN) to the individual.
A PDN is nothing more than a non-disciplinary memorandum that is prepared by the supervisor or FTO and
personally delivered to the involved subordinate (See P DN exemplars in Figures 1 an d 2). No special format
is required, but:
• A PDN must set forth the facts of the deficiency as speci fically as possible. Include the dates and times
of acts or incidents giving rise to the PDN when possible, and include the dates that any previous
admonitions or discussions concerning the problem took place.
• A PDN must set forth a precise statement of the corrective action required, a date by which correction is
expected, action that will be taken or recommended if correction is not accomplished, and a specific date
on which a follow-up meeting will take place to review success or failure.
A corrective action or intervention plan may include performance improvement strategies, such as:
• Administering a PDN;
• Attendance Management;
• Remedial training;
• Additional training;
• Reassignment;
• Transfer;
• Additional supervision;
• Coaching;
• Referral to the Early Intervention System (DGO B-18);
• Referral to the Employee Assistance Program;
• Personal counseling;
• Substance abuse rehabilitation; and
• Integrity audits.
2
Performance Deficiency No tices, Index Number VI-K
• Performance and intervention strategies being utilized and the outcome or progress shall be noted in the
performance appraisal.
• A PDN must have a precise closure date and must not extend beyond the person's next regularly
scheduled performance appraisal due date.
Procedures
A PDN shall be prepared as a memorandum and addressed to the member or employee and shall minimally
include:
1. Descriptions or examples of the unsatisfactory performance;
2. Dates of previous discussions or admonitions regarding the unsatisfactory performance;
3. An explanation of expected performance, corrective action, or intervention strategy required;
4. Consequences if performance does not improve to a satisfactory level;
5. Time frames for follow-up meetings, review, and ending date;
6. Resources to assist the person in attaining satisfactory performance; and
7. Member or employee’s feedback, comments, and commitment regarding the performance
improvement strategies.
Discuss the terms and conditions of the PDN with your immediate supervisor and/or first-line commander. Incorporate any recommendations made by your superior.
Discuss the terms and conditions of the PDN with the involved subordinate and have him/her date and sign both copies of the document to acknow ledge receipt. (If the person refuses to sign, simply reco rd that fact on
the PDN.) Give a copy to the subordinate and retain a copy to ensure the follow-up date is convened as
scheduled.
The member or employee shall be given the opportunity to sign a copy of the PDN to acknowledge that it has
been received. If the member or employee declines to si gn the form, that fact sh all be noted on the PDN.
1. The original PDN form shall be given to the member or employee.
2. A copy of the PDN file shall be:
a. Retained by the issuing supervisor;
b. Forwarded to and retained by the supervisor’s immediate superior; and
c. Forwarded to and retained by the Personnel Division.
It is extremely important that the follow-up meeti ng arranged in the PDN takes place on schedule. If the
subordinate has not corrected the problem, you shall immediately initiate the action that was outlined in the
PDN.
In some cases, such as when partial correction has been accomplished or more time is needed, you may want
to issue a new PDN with modified goals and a new timetable or extend the existing PDN. In that case, follow the same procedures as before – a copy to your unit commander, a copy for your file, and a copy to the
individual following a discussion of the new provisions and new closure date. Remember, however, that the
new closure date cannot extend beyond the individual’s next performance appraisal due date.
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26 May 06 ● Oakland Police Department
Performance Review
In the event the unacceptable performance or behavior cannot be corrected with a PDN, the member or
employee shall be subject to a performance review by the unit commander/manager.
Responsibilities
Commanders/managers shall undertake a more intensive review of the member/emp loyee’s performance and
personnel history in the event a PDN does not corr ect a member/employee’s unacceptable performance or
behavior. Members/employees shall be directed to attend a documented,