CITY AND COUNTY OF HONOLULU

HONOLULU POLICE DEPARTMENT

CHIEF OF POLICE PERFORMANCE EVALUATION
PERIOD: JANUARY 1 THROUGH DECEMBER 31, 2019
Appointed by the Police Commission of the City and County of Honolulu, this position is the
administrative head of the Honolulu Police Department. The Chief of Police: exercises overall
executive direction, management, coordination, and control of departmental functions/activities;
promulgates policies, rules, and regulations necessary for the organization and internal
administration of the department; and reports directly to the Police Commission on a regular basis.
The Chief shall not engage in any outside employment without first securing written approval from
the Commission.

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 E M B ACTION PLAN

Provide to the Commission at least annually an Action Plan with objectively

X measurable metrics for the upcoming evaluation period.

Executes on the Action Plan for this evaluation period attached to this Performance
X
Evaluation as Attachment A.

X OVERALL ACTION PLAN

ACTION PLAN COMMENTS:

We appreciate the Chief’s time and attention spent on updated strategic plans, as well as her
self-evaluation according to the 2019 action plan.

An Action Plan was provided as required, and the Chief has largely executed per the plan.
Continuous improvement of the process is underway.

E=Exceeds Expectations
M=Meets Expectations
B=Below Expectations

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E M B LEADERSHIP
Is an effective, competent and motivated leader who leads by example and inspires
X others to perform optimally.

Maintains a positive attitude and a high degree of morale among all uniformed,
X plainclothes, reserve, and civilian employees.

Instills the highest degree of personal and professional credibility ensuring a culture
X based on integrity, trust, respect, and fairness.

Seeks out and encourages suggestions, participation and collaboration to achieve

X and improve the goals and objectives of the Department.

Maintains positive relationships with other law enforcement agencies including the
X Federal, State and other municipalities.

Actively participate in structuring State and City and County policies by advocating
X
to the State legislature, City Council and other agencies and departments.

X OVERALL LEADERSHIP

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 LEADERSHIP COMMENTS:

Chief Ballard is a respected and effective leader, inside and outside the Department. Since
her appointment in 2017, morale within the Department has grown. This can be attributed to
her honest, can do, and transparent leadership style, and the result of her hard work and her
unimpeachable integrity has been greatly enhanced public trust.

Chief Ballard continues to welcome and encourage employee suggestions to improve the
goals and objectives of the HPD. An example of a suggested program by a department
employees is the HONU program, which has been welcomed by communities.

Commissioners appreciate Chief Ballard’s efforts to improve and rebuild relationships with
other law enforcement agencies, and would like her to continue maintaining and improving
the relationships. Commissioners would like Chief Ballard to consider where her personal
participation on boards may benefit the Department e. g., the State of Hawaii Law
Enforcement Standards Board.

Chief Ballard’s work in the past two legislative sessions has been upstanding, whereby
members of her administration are present at hearings and meetings before the state
legislature. Maintaining positive relationships with other law enforcement can be expanded to
allow better coordination with others in execution of initiatives.

The Chief exhibits excellent leadership capabilities. At the same time, she is encouraged to
listen to competing or adverse points of view. She has succeeded in improving the morale of
the Department and increasing the public’s confidence in the Department greatly. She has
had to change the culture within the Department, which is a major challenge. She may not be
completely there yet but has made significant progress. We are fortunate to have such an
excellent leader in this position.

E=Exceeds Expectations
M=Meets Expectations
B=Below Expectations

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E M B MANAGERIAL
Heads a dynamic and interactive Department making organizational changes as
X needed to ensure optimum departmental functionality and efficiency.

Plans, advocates for, coordinates, delegates and directs, through subordinate

management and supervisory personnel, departmental functions and activities to
meet the Department objectives and goals utilizing the human resources,
X
equipment resources, technology, facilities, and financial resources, both provided
and ideally beneficial.

Selects and appoints, within the authority of the Office of the Chief and in
accordance with the Civil Service rules and regulations, personnel to staff key
X managerial positions; promotes, assigns, and reassigns personnel as necessary to
ensure continued growth, knowledge, team building, and resource maximization.

Follows the appropriate collective bargaining agreements and laws when imposing
disciplinary actions, including, but not limited to, reprimands, suspensions, and
X
dismissal of personnel utilizing the written standard of conduct.

X OVERALL MANAGERIAL

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 MANAGERIAL COMMENTS:

Chief Ballard is an energetic leader and interacts well with department employees. She has
formed a leadership team (deputies and assistant chiefs) who support her vision for the
Department.

Commissioners appreciate Chief Ballard’s management style of planning for the future. A
good example is the HPD’s assumption of recruitment, which has increased the number of
recruit classes per year. In order to accomplish measurable goals, Chief Ballard has revised
her strategic plan to include goals that are reasonable and measurable.

While Chief Ballard and employee unions may not agree on certain disciplinary decisions or
departmental issues, the relationship is respectful and continues to improve.

Chief Ballard continues to tackle difficult issues within the Department, including strategically
filling vacancies and increasing transparency around patrol, cyber and other functions, and
the Commission wholeheartedly supports her in that endeavor.

The Chief is an active, committed and thorough manager. She leads and works as part of
teams effectively. She is willing to make decisions and is open to different ideas and
alternate positions on issues. She is willing to make the difficult personnel changes that may
be unpopular and has put together an excellent leadership team.

E=Exceeds Expectations
M=Meets Expectations
B=Below Expectations

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E M B BUDGET AND FISCAL
Provides timely financial information with sufficient details to the Commission which
shall enable the Commission to make recommendations on proposed budgets to
X
the Mayor and to evaluate the Chief’s fiscal performance.

Advocates for and secures budgetary appropriation; ensures the approval of

expenditures follow proper and responsible fiscal procedures including accounting
X
controls, monitoring, auditing practices and procedures are followed.

Researches, explores, and implements new technology, methods, and cost savings
measures that enhance employee safety, manage workloads, and improve time
X
management and accountability.

Seeks out, evaluates and applies for appropriate grants; explains budgetary
X variances which are more than 10% of the budgeted amounts.

X OVERALL BUDGET AND FISCAL

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 BUDGET AND FISCAL COMMENTS:

Commissioners would like to be more informed of HPD’s budgetary issues. As Chief

acknowledges in her self-evaluation, communication from the Department to the Commission
needs to be improved, including regarding budget-to-actual expenditures as the review of the
budget by the Commission is a Charter-mandated responsibility.

Chief Ballard is an effective advocate when securing funding and securing the annual
operating and capital improvement annual budgets. Improvement to monitoring overtime
expenditures, availability of funding for special programs, and adhering to requested baseline
budgets is needed.

Chief Ballard, through managers, continues to consider new technology in order to address
officer safety and efficient service to the public. This can be see through the body worn
camera program, online reporting, and alternate call servicing.

Chief Ballard, through managers, continues to apply and secure grant funding.

As mentioned by Chief in her 2019 self-evaluation – she offered to do quarterly budget

updates for commission. The Commission requests that Chief provide the quarterly budget
updates and it be added to our meeting schedule on a regular basis.

The Chief manages the Department’s budget effectively but could communicate more
effectively with the Commission to ensure better buy-in and understanding. With public safety
as her number one priority, she has, at times, pushed the fiscal envelope, but supports her
requests with sound reason and necessity. As a key department, HPD is expected to follow
Budget and Fiscal Services guidelines, and should attempt to accomplish such.

E=Exceeds Expectations
M=Meets Expectations
B=Below Expectations

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E M B TRAINING AND DEVELOPMENT
Creates, implements, supports, and encourages participation in training and
educational programs to develop and enhance the skills, abilities, knowledge,
X
awareness and performance of departmental employees.

Maintains an accessible management training program and a career guidance

program for departmental personnel which promotes upward mobility with
X
increasing responsibility.

Evaluates and enhances the recruit training program so as to ensure that the best
X qualified personnel are vetted, recruited, and retained.

Minimizes vacant positions by instilling integrity and pride and by providing support
X for all personnel.

X OVERALL TRAINING AND DEVELOPMENT

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 TRAINING AND DEVELOPMENT COMMENTS:

Since 2017, Chief Ballard has continued to encourage employee training through City
sponsored classes and/or outside agencies i e., EPIC program. Commissioners encourage
Chief Ballard to use technology to increase training for employees.

In addition to the Annual Recall Training, commissioners would like Chief Ballard to ensure
officers receive training and updates on investigative techniques and laws as well as legal
issues and decisions that may affect police work and prosecution by the Department of the
Prosecuting Attorney.

Chief Ballard continues with the STRIPES and Lieutenants programs. This allows for those
who may apply for a promotion or serving in an “acting” capacity to know the duties and
responsibilities of sergeants and lieutenants.

As stated in the Managerial section, HPD, under the leadership of Chief Ballard, has
assumed all aspects of recruitment, which has resulted in a greater number of recruits and
recruit classes.

Lateral recruitment program shows innovation and willingness to get creative. While vacancy
numbers appear high, the true number does not reflect the number of recruits awaiting formal
entry into positions.

The Department could devote greater emphasis and resources to Police Academy training
and post Police Academy continuing education regarding the governing law (criminal
procedure, constitutional law, current Hawaii case law) that police officers must know and
implement in discharging their duties.

The Chief has successfully improved recruitment and processing through training. There
seems to be some concern that staff turnover in some key areas has diminished the
department’s capabilities, which needs to be addressed.

E=Exceeds Expectations
M=Meets Expectations
B=Below Expectations

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E M B COMMUNICATION AND COMMUNITY RELATIONS
Communicates, articulates, and conveys ideas, thoughts, knowledge and
X information, both orally and in writing, in easy to understand language.

Develops, fosters and maintains public relations by instilling confidence, trust,

respect, common courtesy, openness and transparency with the public, the private
X
sector, and the media.

Provides the public with efficient access to police services, including 911, articulates
the values, including leadership, integrity, excellence, accountability and teamwork,
X
of the Department to the community.

Enhances public awareness of police presence and protective mission while

X promoting the guardian relationship.

X OVERALL COMMUNICATION AND COMMUNITY RELATIONS

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 COMMUNICATION AND COMMUNITY RELATIONS COMMENTS:

The chief is an excellent communicator with the community, her staff and other law
enforcement organizations. She has worked very hard on this and has been successful in
improving the Department’s image as well as most stakeholder’s confidence in her and the
department. She should be aware that sometimes her message sometimes gets diluted as it
is communicated down through the ranks.

Chief Ballard does not shy away from media questions and is open and transparent during
media conferences. Her participation in community events and speaking engagements have
assisted in the community relations.

Chief Ballard personally and through officers of the HPD handled the Kahuku windfarm
protest and the protest at Waimanalo Bay Beach Park with professionalism. Communication
with community leaders whether well received or not, shows HPD is invested in its
community.

Commissioners appreciate Chief Ballard’s leadership in making online reporting and alternate
call service programs successful and more convenient for the public as well as her desire to
improve access to the HPD through its webpage. Communication of the expectation for
employees to be “about the mission” would be beneficial to the HPD’s community relations
and teamwork among employees.

Programs such as Coffee With A Cop, Meet the Major, and various keiki and kupuna events
allows community members to meet the police officers in their neighborhoods/communities.
HPD’s representatives who attend neighborhood board meetings also allow for direct contact
with the HPD.

E=Exceeds Expectations
M=Meets Expectations
B=Below Expectations

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E M B POLICE COMMISSION
The Chief shall be accountable solely to the Commission as the appointing
authority, except as may be otherwise provided by the Charter. To foster this
accountability, the Chief shall:

Inform the Commission regarding the decisions enumerated in the Position

X Description For Chief of Police;

Maintain a cooperative relationship with the Commission in readily sharing

information, concerns, and problems, seeking counsel/advice from the Commission
X
on matters within its purview;

Regularly attend meetings of the Commission;

X
Provide the Commission with any and all information and/or documentation
necessary for the Commission to conduct the annual evaluation of the Chief’s
performance, including, but not limited to, making an annual report to the
X
Commission on the state of affairs and condition of the Department, as required by
HRS, Section 52D-2;

Provide the Commission with a copy of the Chief’s annual disciplinary report to the
X Legislature, required by HRS Section 52D-3.5;

Develop for Commission review and recommendation a reasonable five-year plan

for the Department, including objectives and goals. Periodically update the plan’s
goals and objectives and oversee the departmental progress in the achievement of
X the goals and objectives reporting the same to the Commission. Works with the
Commission in monitoring and evaluating whether the Department objectives and
goals are being met.

X OVERALL POLICE COMMISSION

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 POLICE COMMISSION COMMENTS:

The Chief has been diligent in attending Commission meetings, and ensuring relevant staff
also attend. The regular presentations are good, but the Commission would like to see more
consultation rather than merely informing. The Commission has few tools to oversee the
department so questioning is to be expected, and encouraged.

The Chief would benefit from considering strategies designed to maximize direct and
forthcoming responses to inquiries in areas she would rather avoid discussing.

Chief Ballard has provided commissioners with a five-year plan and an update for calendar
year 2019. Commissioners appreciate her notifying commissioners that she will be revising
the five-year plan for 2020 and will include measurable goals.

E=Exceeds Expectations
M=Meets Expectations
B=Below Expectations

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 Attachment A
Chief of Police 2018 Action Plan

1. PREVENT AND SOLVE CRIME

A. DEVELOP AND IMPLEMENT A CYBERCRIME UNIT
B. EXPAND THE USE OF THE COMPUTER FORENSIC SECTION
C. WORK WITH AND IMPLEMENT PROCEDURES TO CONTINUE TO COMBAT
DOMESTIC VIOLENCE
D. EXPAND THE INVESTIGATIONS FOR ELDER ABUSE AND FRAUD AGAINST
THE ELDERLY
E. CREATE A JUVENILE SERVICES DIVISION
F. INITIATE A STUDY ON PATROL STAFFING
G. INITIATE A STUDY ON BEAT ALIGNMENTS
H. PARTICIPATE IN COORDINATED RESPONSES TO HOMELESS

2. RECRUIT AND RETAIN QUALITY EMPLOYEES

A. REVIEW AND REVISE STANDARDS OF CONDUCT
B. EXPEDITE THE HIRING PROCESS FROM ONE YEAR TO 7 MONTHS OR LESS
C. EVALUATE AND MODIFY THE DISQUALIFICATION CRITERIA FOR INCOMING
RECRUITS
D. FILL 200+ SWORN VACANCIES
E. FILL 100+ CIVILIAN VACANCIES
F. CREATE NEW POSITIONS BASED ON THE PATROL STAFFING AND BEAT
ALIGNMENT STUDIES
G. EXPAND THE POLICE RESERVE PROGRAM BY 10%
H. EXPAND THE EXPLORERS PROGRAM AS PART OF THE RECRUITING EFFORT
BY 10%

3. IMPROVE ORGANIZATIONAL EFFICIENCY

A. EVALUATE CRIME REPORTING SYSTEM AND REPLACE WITH A NEW
COMPUTER AIDED DISPATCH AND RECORD MANAGEMENT SYSTEM
B. REVIEW THE CRIME INTELLIGENCE UNIT PURPOSE AND PERSONNEL
C. REVIEW THE PROFESSIONAL STANDARDS OFFICE PROCEDURES TO SPEED
UP INVESTIGATIONS
D. EVALUATE ORGANIZATION CHART AND COMBINE DIVISIONS IF NEEDED FOR
EFFICIENCY
E. INCREASE THE USE OF ON LINE REPORTING BY 10%
F. CREATE REPORTING AREA FOR THE PUBLIC AT THE ALAPAI STATION

4. ADVANCE USE OF TECHNOLOGY

A. INCREASE THE USE OF BODY WORN CAMERAS TO 1,000 PATROL OFFICERS
B. INITIATE THE USE OF DASHBOARD CAMERAS IN CITY OWNED PATROL
VEHICLES
C. EVALUATE AND IMPLEMENT THE USE OF VIRTUAL REALITY TRAINING

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 D. EXPAND THE USE OF ON LINE TRAINING BY 10%

5. IMPROVE TRAINING
A. AUDIT RECRUIT TRAINING AND ALIGN THE TRAINING WITH CURRENT BEST
PRACTICES
B. AUDIT THE ANNUAL RECALL TRAINING AND ALIGN THE TRAINING WITH THE
CURRENT BEST PRACTICES
C. ANNUAL ETHICS AND INTEGRITY TRAINING FOR ALL EMPLOYEES
D. CONTINUE LEADERSHIP TRAINING CLASSES FOR THE COMMAND STAFF
E. EXPAND EDUCATIONAL OPPORTUNITIES FOR OFFICERS

6. RESTORE COMMUNITY TRUST

A. PATROL DIVISIONS DEVELOOP COMMUNITY SPECIFIC PRIORITIES
B. DEPARTMENT SPOKESPERSONS
C. MAINTAIN COMMUNITY OUTREACH, PARTNERSHIPS
a. Coffee with a Cop
b. Citizen Police Academy
c. Business Police Academy
d. Youth Police Academy
D. RESPOND TO COMMUNITY REQUESTS FOR POLICE INFORMATION IN A
TIMELY MANNER

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CHIEF OF POLICE COMMENTS

I appreciate the feedback from the Commission and the confidence they continue to
have in the Department and me.

CHIEF OF POLICE SIGNATURE:

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