Changes in police policy praised.

Byline: Bill Bishop The Register-Guard

In the wake of a scandal that undermined public trust, Eugene police are well on their way to implementing the most important policy and procedure changes recommended by the International City-County Management Association, according to the group's final report, which was released Monday.

But the effort is far from done, Police Chief Robert Lehner said. "Policy-related work is, in fact, perpetual," he said.

Some of the department's changes are highly public, such as the hiring of an independent police auditor for outside review of citizen complaints about police.

Likewise, the department's hiring policies - widely criticized for failing to screen out former police officers Roger Magana and Juan Lara - have been revised, Lehner said.

Magana, 43, is serving a 94-year prison term after his conviction for the rape, kidnapping and sexual abuse of prostitutes and drug addicts he encountered on the job.

Lara, 33, was released last year after serving a reduced sentence for official misconduct, coercion, harassment and public indecency for using his badge to coerce women into sexual acts.

Lehner, who was hired after the scandal surfaced, said the complaint process and hiring system were top priorities for action, but the changes that will matter for the long haul are more behind-the-scenes and less dramatic.

For example, police managers are in the second year of a long-range strategic planning process that will ensure police keep in step with professional standards and community expectations, Lehner said.

The department is updating its policy manual to reflect a range of newly developed procedures to ensure that the recent changes are long lasting and sustainable.

The department also is striving for accreditation under recently revised state standards. Accreditation, which may be achieved in 18 months, is another step to ensure continual review and attention to professional standards. "That is an important next step," Lehner said.

Other important changes will require resources, or the confidence that develops only with time. For example, patrol sergeants are spending more time on the street supervising officers, but are still hampered by a lack of administrative staff to give them more time away from their desks, he said.

Only time can build the "culture of integrity" called for in the management association's review, Lehner added.

One important step in that direction came with the revised internal affairs process - which funnels all serious allegations of officer misconduct away from immediate supervisors and into the formal internal investigation arena.

Over time, the process should earn the confidence of officers and help build the bedrock of integrity in the organization, Lehner said.

Similarly, the extent to which the department's efforts earn community support remains to be seen, he added. "It will depend on who you are. Those who understand human systems are large and difficult to change will appreciate the plan, the strategy and the evolution of how this works," Lehner said.

Those who focus on controversial episodes may be less impressed, he said.

Monday's final report concludes the International City-County Management Association's role in advising the department, which began in 2005 and cost the city $108,000.

The panel recommended 57 changes. Its report gave the city an overall grade of B for implementing the measures.

"It tells us we made good decisions on what to prioritize and we're making good progress," Lehner said. "Our actions are matching our priorities."