HomeMy WebLinkAbout02-11-2013 Ad Hoc Diversity Committeer
CITY OF IOWA CITY
MEMORANDUM
Date: February 7, 2013
To: Ad Hoc Diversity Committee Members
From: Marian K. Karr, City Clerk
Re: Committee Packet for meeting on February 11, 2013
The following documents are for your review and comment at the next Committee meeting:
Agenda for 02/11/13 (page 1)
Minutes of January 31 (pages 2 - 6)
Materials from City Clerk:
• Proposed list of recommendations (pages 7 - 9)
Materials from Committee Member Roberts:
Article — Report: Diversity and poverty increase (page 10)
THE PUBLIC IS INVITED TO ATTEND ALL MEETINGS
AD HOC DIVERSITY COMMITTEE
MEETING AGENDA
Monday, February 11, 2013
Harvat Hall in City Hall
410 East Washington Street
4:00 PM
1. Approve January 31 minutes
2. Reports from subcommittees and discussion of recommendations /timeline
3. General Board discussion
4. Tentative Meeting Schedule
5. Public Input
6. Adjournment
Ad Hoe Diversity Committee, January 31, 2013
MINUTES DRAFT
AD HOC DIVERSITY COMMITTEE
JANUARY 31, 2013
HARVAT HALL IN CITY HALL, 4:00 P.M.
Members Present: Cindy Roberts, Joe Dan Coulter, Orville Townsend, Sr.,
Joan Vanden Berg (4;12), LaTasha Massey, Kingsley Botchway II
Members Absent: Baklrit Bakhit
Staff Present: Bentley (left 4:32), Dilkes, Karr, Markus (arrived 4:32)
Others Present: Charlie Eastham
Page 1
REVIEW MEETING MINUTES:
Chairperson Botchway began the meeting with the January 14, 2013, meeting minutes, asking if
there were any changes or amendments to be made.
Roberts moved to approve the January 14, 2013, meeting minutes as presented.
Massey seconded the motion.
The motion carried 5 -0; Vanden Berg and Baldrit absent.
VIEW POLICE RECRUITMENT VIDEO:
Due to some technical problems, Karr suggested the Committee move to the next agenda item
and return to view the video later in the meeting.
DISCUSSION OF RECOMMENDATIONS AND TIMELINE:
Botchway asked if Members had a chance to review the recommendations list to date. He asked
how they would like to review them, either line by line or however they feel it would work best.
Karr noted that this is an ongoing list and items added but not removed along the way.
Therefore, Members might see duplications or ideas that have evolved into other areas.
Starting with the PCRB, Botchway reviewed the recommendations with Members. After reading
through the list of ideas, Members began to discuss how they would like to craft these
recommendations. Townsend spoke to the advocacy role of the Human Rights department, as
well as the PCRB's role. He also noted that having the City Manager involved in the interviews
will be critical. The discussion continued, with Karr noting what the PCRB's recommendations
to Council have been and that the Council is awaiting this Committee's recommendations before
considering changes to the ordinance. Vanden Berg asked if the Human Rights department
could also be involved in a `pre- complaint' process, such as being a safe place for someone to
talk so they can decide if they want to proceed with a formal complaint process. Coulter agreed
that this would be an important part of the process, as did other Members. Botchway continued
Ad Hoc Diversity Committee, January 31, 2013 Page 2
to lay out the recommendations for PCRB. Karr and Dilkes helped to clarify issues for Members
along the way.
Botchway brought Members back to how they should lay out the PCRB recommendations,
noting that the first heading should be `education & awareness,' with the next being `policy &
procedure.' He further explained what would be under each heading, with Members weighing in
and asking for clarification along the way. One major factor that all Members agreed with is the
need for a process that will actually be carried out once the recommendations are made. The
conversation continued, with Members reviewing the outreach aspects and education aspects of
getting the needed information out to the community. Roberts spoke to having a speaker at a
neighborhood association meeting, for example, to speak to these issues and share information
with the public so that people know what help is available for them. Vanden Berg noted how
important this type of relationship building is, with others agreeing. Massey noted that even
having a video with some of this crucial information on it can be just as effective as an actual
speaker, and is typically better than a written pamphlet in getting information out to the public.
The discussion then turned more to process and procedures for a complaint. Townsend stated
that one of his concerns, after having been at the Pheasant Ridge meeting, was that most people
were not even aware there was a Police Citizens Review Board. Coulter spoke to the need to
articulate these recommendations in writing within the subcommittees, and then have it reviewed
with the entire Committee before finalizing their recommendations. Others agreed that with this
framework to work with, they should be able to craft the necessary language for these
recommendations.
Vanden Berg asked Karr what the PCRB wants to rename itself. She referred to page 9 of the
meeting packet, and that it is for `Citizens Police Review Board.' Karr shared some of the other
recommendations that have been forwarded to Council, awaiting this Committee's
recommendations. Members asked for some history on these recommendations, to which Karr
responded. The issue of timeframe was discussed at some length, with Members noting how
time - intensive the complaint process can be and the interest to the 45 day reporting period. Karr
explained the PCRB's timeframes and how they request time extensions through the City
Council when needed.
VIEW POLICE RECRUITMENT VIDEO (CONT.):
Members then watched the ICPD recruitment video. Immediately following the video they
began to give their opinions on the content. Roberts noted that she does not like the message
being conveyed in the video. Botchway agreed, noting that it is definitely a tough message.
Vanden Berg shared that in her visits in the schools, students say they just want officers to smile,
to know their names, and just say `hi' when they see them. The `protect and serve' motto is not
seen in this video. Members also noted how militaristic the video appears. The discussion
continued with how other cities have handled their police department recruitment videos.
Coulter suggested the ICPD develop a community service approach, but he questioned how to
form that into a recommendation. Roberts followed up by saying they need a video that displays
the message that any police department should have — to protect and serve. Coulter stated that lie
believes it is up to the City Manager and the Police Department to develop community policing,
but that this Committee can help by showing what the expectations would be. Townsend noted
Ad Hoc Diversity Committee, January 31, 2013 Page 3
that there is a need to have a video that shows the positive side of Iowa City, not a negative view.
Roberts noted that she would like to actually ask the Chief what was behind the making of this
particular video. Other Members agreed, asking who would have had final approval of this
video and what type of process this goes through. Townsend stated that he believes this is one
area they need to look into further, especially since the `perception' of the ICPD is one of the
issues here. He added that putting some procedures in place now could help to alleviate
problems like this in the future.
Karr stated that one possible idea is to have the subcommittee meet with the Chief as they are
formulating their recommendations. This could help them in coming up with final
recommendations to bring back to the Committee as a whole. Markus then spoke to Members
about `ranger' type programs, or cadet programs, where youth recruiting can be done, to help
further the relationship between youth and City police and fire, and the community. Coulter then
distributed a recommendation that he believes incorporates some of the things they've been
discussing. Botchway suggested this type of information go to the subcommittees as they form
the actual recommendations.
Botchway then spoke to having clear, set policies within their recommendations. Such as why
multiple police cars are being sent on minor incidents, when in fact communication problems
requiring an interpreter are often the determining factor in such situations. Townsend noted that
consistency is a concern, as well as having clear, set policies. When officers respond to
situations, they should respond consistently, and not show a preference. Massey spoke to the
community outreach meetings previously noted by the ICPD and how these are all committees
with supervisors attending and not public meetings with participants. She stated that having the
ICPD come to information fairs and that type of thing is more of a community outreach. She
added that she recently made such a request and was denied. To her that spoke more to their lack
of community outreach. Botchway suggested they put `improved customer service' under
`improve community relations' as they really address the same issues. Vanden Berg added that
she would like to see them keep the simple ideas or the simplistic way of approaching some of
these issues, and to not lose the point of why they were suggested in the first place. Townsend
stated that he believes they should gravitate to the `protect and serve' philosophy approach as he
believes it will improve many of the negative areas they are dealing with.
Members continued to discuss a `community policing approach,' and how the subcommittee can
bring together the various parts of these recommendations. Coulter added that what he sees is a
need for the City to monitor and report on the progress that they make once they have adopted
such recommendations. Letting the Committee know if the recommendations are truly working
would be good to know, according to Coulter. Massey agreed, stating that she agrees that they
need to hear the positive things, in addition to the negative things or those things not working, in
order to better evaluate such processes. Townsend added that they need to emphasize this
upfront. Members agreed that building relationships between the police and the public is the
critical issue here.
Moving on to Communications section of the proposed recommendation list, Botchway spoke to
putting items here under both Police and Transportation. The subcommittees can then review
these as they work on the recommendations.
Ad Hoc Diversity Committee, January 31, 2013 Page 4
Under Transportation, Botchway quickly reviewed the recommendations thus far, with Members
asking for clarification. Coulter brought up the fact that they had suggested communication
between Coralville and the University of Iowa, as well as the public school transportation, to
look at collaboration and coordination. He stated that he believes there needs to be some type of
coordination recommendation made here. Vanden Berg brought up the issue of the survey that
Transit was going to be doing and where they are with that survey. Massey noted that she
followed up on this and that this effort fell through, and that Transit is now working on a survey.
The discussion continued on transit issues, with Sunday service and extended routes being
looked at. Dilkes and Markus provided some background history for the Members as they
reviewed their draft recommendations.
Members agreed that they need to take the information that they have gathered from their various
public input sessions and formulate this into clear, concise recommendations for the City Council
to review. They continued to discuss transit issues and the need to collaborate with other transit
systems, such as Coralville and Cambus, to alleviate duplication and to help with problem routes.
At this point Members broke into subcommittees :
Law enforcement - Vanden Berg, Townsend, and Coulter
Transportation - Roberts, Massey, and Bakhit
Botchway being the alternate for both subcommittees. City Atty. Dilkes reminded members that
no subcommittee should be made up of more than three Committee members. Coulter suggested
these subcommittees meet and then everyone meet back up again soon to bring this together for
finalization March 10.
TENTATIVE MEETING SCHEDULE:
The next meetings will be for subcommittees and they will plan those themselves. The next firll
committee meeting is scheduled for Monday, February 11, 2013, at 4:00 P.M. at City Hall. Karr
noted that she can help set up meeting places for subcommittees if need be. Botchway
questioned if they want to have one more public session where their proposed recommendations
could be unveiled for input. Karr suggested a press release or an advertisement in the local
paper, asking for public comments. The public could also be encouraged to attend a Committee
meeting to share their input, as well.
Botchway stated in this section of the meeting that the question is whether or not police should
track data of arrests and supply that information directly to the public. Coulter added that this is
in his recommendation, as well. Massey agreed that the information needs to be broken down
for better clarification, as well. Townsend suggested a semi - annual report, rather than an annual
one. Botchway also brought up the topic of a potluck or community party where the police and
the community come together to help build relationships.
ADJOURNMENT:
Townsend moved to adjourn the meeting at 5:55 P.M.
Vanden Berg seconded the motion.
The motion carried 6 -0; Bakhit absent.
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PROPOSED LIST OF RECOMMENDATIONS (page I of 3)
01 -31 -13
Police Citizens Review Board
A. Education & Awareness
1. Better distribution of pamphlets and materials
2. Prepare video for speakers, organizations, and cable use
B. Policy & procedure
1. Option for PCRB member to participate in complainant interview with Police
2. City Manager participation in officer interview
3. Human Rights Coordinator involvement at front end of a complaint; advocacy role
4. Provide exit survey to the complainant
5. Limit members to two 4 -year terms
6. If Council approves the PCRB recommendation to change the Board's 45 day
reporting period to 90 days, the Committee recommends that the change include a
provision that the PCRB strive to report as soon as possible.
Police
1. Education
2. Develop "Community Policing" approach
3. Improve Community Relations and focus on customer service
4. Annual evaluation of police performance re diversity issues; annual public report
5. Video — not representative of culture
6. Improve interaction with citizens; emphasis positivity
7. More involvement in "outreach"; not just participation in meetings not open to public
8. Protect & serve; not monitor and control
9. Promote "cadet" youth interaction
10. Communicate expectation in handling certain situations /consistency in responding
11. Better use of neighborhood associations to educate and inform
12. Orientation of new residents
13. Improve education of issues with School District
14. Statement on website re City's concern for diversity /working to promote and collaborate
cultural communities
15. Create "Know Your Rights" Session
16. Build relationship with the community
17. Create an evaluation and reporting mechanism to monitor the effectiveness of the
recommendations
PROPOSED LIST OF RECOMMENDA TIONS (twee 2 of
01 -31 -13
Transportation
1. Explore flexibility re Sunday Service
2. Involve Kirkwood in discussion re direct service routes for students
3. Language /respective behavior
4. Youth liaison or supr. so driver can "drive"
5. BONGO isn't always precise
6. Later service on Saturday
7. Better routes & schedules for business on Hwy. 6 (partner with local business /shifts)
8. Transfers not "friendly"
9. Involve youth in educating (create video)
10. Improve condition of environment at hub & stops (trash/language /seating /dirt)
11. Three entities work with Kirkwood and provide service to Cedar Rapids campus
12. Buses don't always run on schedule/ leave early (tardy for school)
13. Delays for entire bus while waiting for police
14. Coordination with other systems (University /Coralville /School)
15. Broader needs assessment of where the service should be
16. "free downtown shuttle" charge and use funds for late Saturday or Sunday service
17. When making changes /decision in service take different approach other than just
financial
18. Better use of neighborhood associations to educate and inform
19. Orientation of new residents
20. Improve education of issues with School District
21. Statement on website re City's concern for diversity /working to promote and collaborate
cultural communities
22. Create "Know Your Rights" Session
23. Create an evaluation and reporting mechanism to monitor the effectiveness of the
recommendations
PROPOSED LIST OF RECOMMENDA TIONS (Vgge 3 of 3)
01 -31 -13
Pending Recommendations to Council from Human Rights Commission:
The Human Rights Commission recommends to the Iowa City City Council that a
committee be established to review the Police Citizen Review Board. That committee
can be compromised of city staff, councilors or community members, but must contain at
least one human rights commissioner. The review board would investigate the strengths
and challenges of the current Police Citizen Review Board model and consider whether it
is the right model for the city. In reviewing the strengths and the challenges of the
current Police Citizen Review Board, the review committee would determine whether the
current structure best serves the city. (March 20, 2012)
2. The Human Rights Commission would support the City in pursuing a municipal issued
identification card, implemented in a manner to protect the safety of undocumented
persons. (December 18, 2012)
Pending Recommendations to Council from Police Citizens Review Board.
1. To change the name to Citizens Police Review Board. (June 12, 2012)
2. To remove the language regarding Formal Mediation within the City Code and from the
Standard Operating Procedures. (June 12, 2012)
3. To offer as an option, the ability for a Board member to accompany the complainant
during the police investigation interview process for a PCRB complaint, at the
complainant's request. (June 12, 2012)
4. Reconuuendation to change the Board's 45 -day reporting period to 90 -days. (October 9,
2012)
Public Concerns
1. Continuation of Diversity issues / discussion/ Committee
2. Oversight and implementation of recommendations
Marian, I found this recent CR Gazette article interesting. Could you include this in the next packet for
the Ad Hoc Diversity Committee?
Thanks,
Cindy Roberts
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EDUCATION
Report: Diversky is poverty i t..i ,�, ase
By Mogn Fluker, The Gazette
DES MOINES — The
diagnosis of Iowa's
student body is, in one
word, ambiguous.
That's the message
coming from the 2012
Annual Condition of
Education Report, which
the Iowa Department
of Education released
Thursday morning. The
document, a profile of
the state's 506,248 hin-
dergarien through 12th
grade students in both
public and non -public
schools during the 2011-
12 academic year, shows
that these learners are
more ethnically diverse
than ever before.
"I think the state is
seeing unprecedented
challenges," said Jay
Pennington, chief of the
Bureau of hrformation
and Analysis Services
for the education de-
partment. "The key is.
how do we digest this
Information and come
together and seta few
priorities that can cata•
pull the state ahead in
achievement in the next
few years ?"
In fact, learners of
color matte up 19.3
percent of the state's
public school popula-
tion and 40.1 percent of
public school students
are eligible for free- and
reduced -price lunches,
a designation used to
measure poverty. Both
of those rates are at the
highest level in Iowa his-
tory.
Hispanic students
made the largest leap,
from comprising 3.6
percent of the student
population in 2001 -02 to
8.9 percent in 2011 -12.
During that same time
frame, the proportion
of white learners has
dropped 9.6 percent,
from 90.3 percent in
2000 -01 to 80.7 percent in
2011-12. Overall public
schoolenrolbnenthas
dropped as well, from
487,021 in 2002 -03 to
473,504 in 2011 -12.
One program Pen-
nington is optimistic
about is statewide
implementation of Re-
sponse to httervention,
a framework that calls
for repeated testing
throughout the year
and additional targeted
instruction for students
who struggle with sub-
ject matter.
":There's a great
example of a state-.
level program that we're
working with [Area
Education Agencies]
to implement that will
matte a difference in
raising achievement for
all students," he said
As those numbers
rise, student progress is
a fuzzier picture.
"The nation has
caught tip to Iowa and
now we score middle of
the pack," Pennington
said of the results on
the Iowa Tests of Basic
Skills, which were re-
placed by the Iowa As-
sessements in 2011. Pro-
ficiency rates sunk for
fourth- and eighth -grade
students, but the news
was brighter for Iowa's
2010 -12 high school ju-
niors.
When ranked against
their peers across the
country, their perfor-
mance on the National
Assessment of Educa-
tional Progress remain-
ing virtually stagnant.
The Condition of
Education Report also
showed that 98 percent
of evaluated teachers
receive high marks for
their work.
But that high per-
centage is more a
cause for concern than
celebration, said Iowa
Department ofEduca-
tion Director Jason
Glass, who thinks the
number proves there's
something wrong with
the teacher evaluation
system.
"It's typical of teacher
evaluations in Iowa
and across the country
in that you see every-
one in the very highest
categories," Glass said.
"Basically, the story is
the current evaluation
system we have results
In everyone coming out
above expectations and
very small amounts of
our educators are given
any amount of critical
feedback. That begs the
question on should we
be improving our evalu-
ations."
This year was the fist
time the report included
evaluation data for
teachers, and it's limited
to the 2010 -11 school
year. But the depart-
ment also is in the midst
of evaluating teacher
data from the 2011-12
year.
Tammy Wawro, presi-
dent of the Iowa State
Education Association,
said "it doesn't surprise.
me" that 98 percent
of teachers met or ex-
ceeded standards, which
she called "critical" to
a teacher's professional
development.
"Any system that you
have in place is only as
good as the process that
you use to utilize it. In
theory, there's an ad-
ministrator who has the
training on how to de-
liver it," she said. "Right
now, our administrators
are so tasked. They don't
have time to do those
critical conversations in
every case." '
u Gazette Des Moines Reporter
Mike wiser contributed to this
report. Comments:.meryn.
Buker @sourcemedio.net; (319)
398 -8273; (W) 422 -9061;
Mlchael.Wiser @lee.net
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Ad Hoc Diversity Committee /Transit topics
Discussion with Chris O'Brien on Monday, Feb 4, 2013
Committee members present: Kingsley, LaTasha, Cindy
Chris O'Brien input noted in italics below each topic
Service /schedule topics
*Sunday service /exploring Sat evening service options for certain routes
Per Chris: A reoccurring topic for several years(especially Sunday service); wants to get
more detailed user needs feedback via transit survey and other public response forums;
any new bus route requires a duplicate SEATS /paratransit route
•Routes /schedules that service hwy 6 manufacturing area better;
Per Chris: He's wondering how a joint effort of businesses in that area could help with this
question.
•Involving KWood in discussions related to direct service for students from west IC to east IC?
Kingsley & LaTasha: I recall we talked about this but don't recall the specifics that Chris
shared.cr
*What's the history and purpose of the free shuttle?
Per Chris: Was designed help alleviate downtown parking issues; the no charge
implemented to streamline riders getting on the bus quickly.
Climate/ behavior topics
*What is the role of the bus driver related to behavior issues while en route?
•If behavior issue is extreme —what are support options for the driver?
Per Chris: Primary role of the driver is to drive the bus; driver has access to recorded messages that can
be played on the bus — several options depending on situation; transit supervisor on call at all times
buses are operating; in extreme cases of behavior /Police are called.
*Examples of when a driver would tell a rider to get off the bus.
Per Chris: multiple warnings; repeat offender, inappropriate physical contact;
o- Improving environment conditions at downtown interchange and certain stops:
Ex: trash, language, seating
Per Chris: downtown mall property is an issue for seating
Communication topics
*-BONGO not always being accurate —is this an ongoing problem?
Per Chris: Not aware of ongoing problems, wonders if this is an education issue.
• -Buses that leave a stop early —is there a policy that states this should not happen?
Per Chris: Yes, the policy is never to leave a bus stop early.
•What type of communication is used among the various transit options: ic, cviue, uI cambus, IcssD
Per Chris: In the early stages of developing an across the board bongo trip planner that
incorporates IC, C'Ville, and Cambus; IC, C Ville, and UI Camus meet 2 -4 times a month
on the average.
•Involving youth in educating about acceptable /unacceptable behavior — creating a video?
Per Chris: They are considering developing some type of video, public service
announcements. Perhaps the video is something that could be part of downtown
interchange.
-Youth liaison person on the bus /working with ICSSD related to behavior issues.
Per Chris: Want to establish better communication with ICSSD related to transit use and
behavior expectations for all riders.
Additional questions:
•When will the transit survey happen?
Per Chris: In progress. They want to do a survey for current riders and for those who do
not currently use the transit system. He suggested that some questions from our
committee could be incorporated into the survey.
*Are transit audio /video tapes reviewed routinely or just as complaints are received?
Per Chris: Not routinely, reviewed if problems are reported and /or "as time allows ".
*Diversity training? Per Chris: Being developed for spring 13
Topics pulled from 1 -14 -13 Ad Hoc Diversity Committee notes - croberts
Introduction / Needs Assessment
(This section needs some work. The connnittee should discuss if ive are in agreement about the
themes. There may be additional stories to share, or perhaps they should be paraphrased
differently)
The committee looked at ways to approach getting information from citizens regarding their
views on law enforcement in Iowa City. Several public meetings were held.
November 15, 2012: Iowa City Public Library
January 8, 2013: Pheasant Ridge Neighborhood Center
January 9, 2013: West High
Waterfront Hy -Vee
January 10, 2013: City High
The Spot
As a result of these meetings the following information was received, themes emerged:
1. Lack of awareness and faith in the Police Citizen Review Board
The majority of citizens participating in the community forums had never heard of the Police
Citizen Review Board (PCRB). The few number of community members who did know about
the PCRB said that it was "a joke."
2. The importance of relationship- building and "customer service."
At our public forums, the committee consistently received extremely positive comments
regarding Officer Jorey Bailey. Students and adults alike praised officer Bailey's work: "He
knows us." "He gives us good advice." "He understands."
Students gave additional examples of other officers who smiled and said "hi" to them. Students
noted how they appreciated when officers know their names. However, students also cited
examples of officers who "just look at you like you are about to do something bad" and felt that
some officers assumed the worst of them without knowing who they are.
Community members also commented that they would like to have an opportunity to visit with
police officers directly, and they like to see officers at neighborhood gatherings.
3. Participants in the public forums shared multiple examples of how they felt there was a lack
of consistency of how officers carried out police policies. The following examples were sited:
Two young ladies indicated that they were stopped by a police officer. They stated that the
police officer approached the car and began asking them questions, at one point the officer asked
if they had drugs in the car. The young ladies asked the officer wiry they had been stopped and
he indicated that the license plate light was not working. Both young ladies questioned if it was
standard procedure for an officer to inquire if they had drugs in the car when the stop based on a
malfunctioning license plate light. They also questioned if it was appropriate for the officer to
not inform them of the reason of why he stopped the car.
At the forums it was observed that multiple squad cars frequently report to calls made to a
minority community member's home. Similarly, they observed that additional police officers are
often called in for traffic stops. A gentleman who does not speak English shared that he was
pulled over for a traffic stop. The officer called for an interpreter, but additional officers were
also called to the scene. It was questioned whether additional back -up was needed just because a
translator was needed.
At one of the student groups, a student shared a story of how an officer used unnecessary force
with an African- American student after a party had been shut down. The student wasn't doing
anything and the police officer got rough, and wrestled the student to the ground.
4. Lack of community understanding of rights and responsibilities.
Questions, particularly from the immigrant community, were asked about how our law
enforcement system works here. What are their rights? What are their responsibilities? How
are fines determined? Participants at the forums stated that they would appreciate more
opportunities to learn about our system works.
5. A lack of data that accurately reflects what our current situation is and if progress is being
made on the issue of disproportionality.
Recommendations for the Police Citizen Review Board
Issue:
The majority of citizens participating in the community forums had never heard of the PCRB.
Recommendation:
Increase Public Awareness of the PCRB and the process by which to file a complaint
I) Distribute literature regarding the PCRB in the community so that information is readily
available to the public.
2) Prepare a video to be shown to a variety of local organizations and on the City's Channel
3) Increase police officer involvement in community activities to share information about
PCRB.
Issue:
Of those who had heard of the PCRB, a major area of concern was that the current system is
structured so that the police department is policing itself. The high level of public suspicion
related to the PCRB is such that many citizens feel that if they participate in process the outcome
will prove disadvantageous to them.
Recommendations:
The committee prop
address issue of nub
in the process „and procedure for the PCRB to
The person filing the comp ,laint will have the option of requesting that a member from the
PCRB participate in the complainant's interview with the police chief.
2. Once a complaint has been received, the Human Rights Coordinator will be informed and
will send a letter to the person filing the complaint to offer support through the process.
The Human Rights Coordinator will be available to address any questions or concerns
that the individual may have and will extend an invitation to participate in the meeting
with police. It is recommended that the role of the Human Rights Coordinator is that of
education and advocacy.
It is recommended that the City Manager will participate in the interview with Police
Chief and officer in question.
4. The Human Rights Coordinator will conduct an exit survey with complainant.
5. PCRB terms on the board should be limited to two four -year terms.
6. It is recommended that no changes be made at this time regarding the 45 day reporting
period. The above recommended changes in procedures may impact the time needed to
process a complaint.
Recommendations for the Iowa City Police Department
Issue
After receiving comments from the public, it is the belief of the committee that the police
department is currently functioning under a "control and monitor" approach to dealing with our
minority citizens, which has led to mutual feelings of distrust.
Recommendations
Changes need to be made in the department to create a more positive culture that focuses on a
"protect and serve."
(is this place to insert this ?)
A publication from the National Institute of Justice on Police Integrity (see attached) states the
following:
"Current research finds that the management and culture of a department are the most important
factors influencing police behavior. How the department is managed will dramatically affect
how officers behave toward citizens. And how officers behave toward citizens will affect
whether citizens view law enforcement as an institution with integrity."
1. Replace the recruitment video
The committee reviewed the Police Department's Recruitment video and believes that it is a
reflection of the current culture in our police department that is leading to much of the public's
concerns about negative treatment that they are receiving. It is recommended that the current
recruitment video be removed from the website and that a new video that emphasizes a public
service be created. More importantly, the culture underlying the video needs to be changed to
one that is more of "protect and serve"
2. Encourage more relationship- building activities ivith the police officers and members of the
public
Chief Hargadine shared with the committee a list of outreach activities in which his officers were
currently participating. Most of the activities listed were committees, and not meetings that were
open to the general public. It is our recommendation that the police officers be more visible in
all parts of the Iowa City community, but especially in the minority communities. This can be
accomplished by participation in community and neighborhood events, but also through the day -
to -day interactions with individual community members. The expectation should be clear to all
officers that they are to provide good customer service to all members of the community -- which
includes greeting all citizens in a friendly manner, respectfully sharing information and using all
contacts with the public as an opportunity to develop relationships and build trust.
3. Research the viability of restructuring the Police Department to adopt a Community
Policing inodel (This needs Committee Discussion)
Attached is a description from the US Department of Justice on the key principles of a
Community Policing Program. Community Policing is more than a single program or a
Community Relations Officer, it is the transformation of a traditional police department. Police
departments who adopt a community policing model, transform from being a closed system,
designed to react to crime to an open and proactive department designed to prevent crime.
It is recommended that the City of Iowa City continue to research the viability of the Police
Department receiving additional training and administrative support to adopt a Community
Policing approach.
Issue:
There is a lack of mutual understanding between some police officers and members of the
minority community.
Recommendation:
All Police Officers need to receive information / education so that they are less likely to make
assumptions regarding our minority populations. The expectation needs to be clearly
communicated that officers need to handle situations consistently, no matter what the race or
ethnicity of the involved community members may be.
Similarly, it is recommended that additional education and information be provided to members
of the minority community for them to gain an understanding of their rights and responsibilities.
This information- sharing is particularly important for community members new to our
community. It is recommended that an orientation to new residents be organized. Additionally,
neighborhood associations could be used to educate and inform.
It is recommended that the Police Department partner with the schools and community youth
groups to implement a Cadet Program ( ?), which introduces youth to the field of law
enforcement. This will not only help young people gain an understanding of police work, but
would also be an opportunity for minority youth to become interested in the field of law
enforcement, a "grow your own" strategy to get more diversity on the police force.
These education efforts would also address the need to develop relationships in the community
as described previously. Strengthening community partnerships to build relationships and
provide education opportunities would be an integral component of a Community Policing
Program.
Issue:
Data that reflect what is happening in the Iowa City Police Department with our minority
population is not being collected or shared in a meaningful manner.
Recommendation:
Increase the transparency and accountability of the police department by providing an annual
evaluation of police performance and to the City Council.
(Insert Joe's proposal for an annual report)
The Primary Elements of Community Policing
Other GovernmentAgencles
Community Members/Groups
Nonprofits/Service Providers
Private Businesses
Media
Agency
Management
Organizational
Structure
Personnel
Information
Systems (tech
1
Scanning
Organizational I I Problem
Transformation Solving
Community policing
is comprised of
Community Partnerships
Collaborative partnerships between the law enforcement agency and the
individuals and organizations they serve to develop solutions to problems and
increase trust in police.
Organizational Transformation
The alignment of organizational management, structure, personnel, and
information systems to support community partnerships and proactive
problem solving.
Problem Solving
The process of engaging in the proactive and
systematic examination of identified problems
to develop and evaluate
effective responses.
Other Government
Agencies
Community .
Members /Groups
Nonprofits /service Community
Providers Partnerships
Private
Businesses
Media
Community
Partnerships
Collaborative partnerships between the law enforcement agency and the
individuals and organizations they serve to develop solutions to problems
and increase trust in police.
Community policing, recognizing that police rarely can solve public
safety problems alone, encourages interactive partnerships with relevant
stakeholders. The range of potential partners is large and these partnerships
can be used to accomplish the two, interrelated goals of developing solutions
to problems through collaborative problem solving and improving public trust.
The public should play a role in prioritizing and addressing public
safety problems.
Other Government Agencies
Law enforcement organizations can partner with a number of other
government agencies to identify community concerns and offer alternative
solutions. Examples of agencies include legislative bodies, prosecutors,
probation and parole, public works departments, neighboring law enforcement
agencies, health and human services, child support services, ordinance
enforcement, . and schools.
Community Members /Groups
Individuals who live, work, or otherwise have an interest in the community —
volunteers, activists, formal and informal community leaders, residents,
visitors and tourists, and commuters —are a valuable resource for identifying
community concerns. These factions of the community can be engaged in
achieving specific goals at town hall meetings, neighborhood association
meetings, decentralized offices /storefronts in the community, and team beat
assignments.
Nonprofits /Service Providers
Advocacy and community -based organizations that provide services to the
community and advocate on its behalf can be powerful partners. These groups
often work with or are composed of individuals who share common interests
and can include such entities as victims groups, service clubs, support groups,
issue groups, advocacy groups, community development corporations, and the
faith community.
Private Businesses
Media
For -profit businesses also have a great stake in the health of the community
and can be key partners because they often bring considerable resources
to bear in addressing problems of mutual concern. Businesses can help
identify problems mid provide resources for responses, often including their
own security technology and community outreach. The local chamber of
commerce and visitor centers can also assist in disseminating information
about police and business partnerships and initiatives, and crime prevention
practices.
The media represent a powerful mechanism by which to communicate with
the community. They can assist with publicizing community concerns and
available solutions, such as services from government or community agencies
or new laws or codes that will be enforced. In addition, the media can have a
significant impact on public perceptions of the police, crime problems, and
fear of crime.
Organizationa
Agency Management
• Climate and culture
• Leadership
• Labor relations
• Dedslon- making
• Strategic planning
• Policies
• Organizational
evaluations
• Transparency
Organizational Structure
• Geographlcassignment
of officers
• Despeclallzatlon
• Resources and finances
Personnel
• Recruitment, hiring,
and selection
• Personnel supervision/
evaluations
• Training
Information Systems
(Technology)
• Communication /access
to data
• Quality and accuracy
of data
The alignment of organizational management) structure, personnel, and
information systems to support community partnerships and proactive
problem solving.
The community policing philosophy focuses on the way that departments
are organized and managed and how the infrastructure can be changed to
support the philosophical shift behind community policing. It encourages
the application of modern management practices to increase efficiency and
effectiveness. Community policing emphasizes changes in organizational
structures to institutionalize its adoption and infitse it throughout the entire
department, including the way it is managed and organized, its personnel, and
its technology.
Agency Management
Under the community policing model, police management infuses community
policing ideals throughout the agency by making a number of critical changes
in climate and culture, leadership, formal labor relations, decentralized
decision- making and accounta6ility; strategic planning, policing and
procedures, organizational evaluations, and increased transparency.
Climate and culture
Changing the climate and culture means supporting a proactive
orientation that values systematic problem solving and partnerships.
Formal organizational changes should support the informal networks and
communication that take place within agencies to support this orientation,
Leadership
Leaders serve as role models for taking risks and building collaborative
relationships to implement community policing and they use their position
to influence and educate others about it. Leaders, therefore, must constantly
emphasize and reinforce communitypohcing's vision, values, and mission
within their organization and support and articulate a commitment to
community policing as the predominant way of doing business.
Labor relations
If community policing is going to be effective, police unions and similar forms
of organized labor must be a part of the process and function as partners in
the adoption of the community policing philosophy. Including labor groups
in agency changes can ensure support for the changes that are imperative to
community policing implementation.
Decision - making
Community policing calls for decentralization both in command structure
and decision - making. Decentralized decision - making allows front -line officers
to take responsibility for their role in community policing. When an officer
is able to create solutions to problems and take risks, he or she ultimately
feels accountable for those solutions and assumes a greater responsibility for
the well -being of the community. Decentralized decision- making involves
Flattening the hierarchy of the agency, increasing tolerance for risk - taking in
problem- solving efforts, and allowing officers discretion in handling calls. In
addition, providing sufficient authority to coordinate various resources to
attack a problem and allowing officers the autonomy to establish relationships
with the community will help define problems and develop possible solutions.
Strategic planning
The department should have awritten statement reflecting a department-
wide commitment to community policing and a plan that matches operational
needs to available resources and expertise. If a strategic plan is to have value,
the members of the organization should be well- versed in it and be able
to give examples of their efforts that support the plan. Components such
as the organization's mission and values statement should he simple and
communicated widely.
Policies
Community policing affects the nature and development of department
policies and procedures to ensure that community policing principles and
practices have an effect on activities on the street. Problem solving and
partnerships, therefore, should become institutionalized in policies, along with
corresponding sets of procedures, where appropriate.
Organizational evaluations
In addition to the typical measures of police performance (arrests, response
times, tickets issued, and crime rates) community policing calls for a
broadening of police outcome measures to include such things as greater
community satisfaction, less fear of crime, the alleviation of problems,
and improvement in quality of life. Community policing calls for a more
sophisticated approach to evaluation —one that looks at how feedback
information is used, not only how outcomes are measured.
Transparency
Community policing involves decision - making processes that are more
open than traditional policing. If the community is to be a full partner, the
department needs mechanisms for readily sharing relevant information on
crime and social disorder problems and police operations with the community:
Organizational Structure
It is important that the organizational structure of the agency ensures that
local patrol officers have decision - making authority and are accountable
for their actions. This can be achieved through long -term assignments,
the development of officers who are generalists" and using special units
appropriately.
Geographic assignment of officers
With community policing, there is a shift to the long -term assignment of
officers to specific neighborhoods or areas. Geographic deployment plans can
help enhance customer service and facilitate more contact between police and
citizens, thus establishing a strong relationship mid mutual accountability.
Beat boundaries should correspond to neighborhood boundaries and other
government services should recognize these boundaries when coordinating
government public- service activities.
Despecialization
To achieve community policing goals, officers have to be able to handle
multiple responsibilities and take a team approach to collaborative problem
solving and partnering with the community. Community policing encourages
its adoption agency -wide, notjust by special units, although there may be a
need for some specialist units that are tasked with identifying and solving
particularly complex problems or managing complex partnerships.
Resources and finances
Agencies have to devote the necessary human and financial resources to
support community policing to ensure that problem- solving efforts are robust
and that partnerships are sustained and effective.
Personnel
The principles of community policing need to be infused throughout the
entire personnel system of an agency including recruitment, hiring, selection,
and retention of all law enforcement agency staff, from sworn officers to
civilians and volunteers. Personnel evaluations, supervision, and training must
also be aligned with the agencies' community policing views.
Recruitment, hiring, and selection
Agencies need a systematic means of incorporating community policing
elements into their recruitment, selection, and hiring processes, Job
descriptions should recognize community policing and problem - solving
responsibilities and encourage the recruitment of officers who have a "spirit of
service;' instead of only a "spirit of adventure" A community policing agency
also has to thoughtfully examine where it is seeking recruits, whom it is
recruiting and hiring, and what is being tested. Agencies are also encouraged
to seek community involvement in this process through the identification of
competencies and participation in review boards.
Personnel supervision /evaluations
Supervisors must tie performance evaluations to community policing
principles and activities that are incorporated intojob descriptions,
Performance, reward, and promotional procedures should support sound
problem- solving activities, proactive policing, community collaboration, and
citizen satisfaction with police services,
Training
Training at all levels— academy, field, and in- service —must support
community policing principles and tactics. It also needs to encourage creative
thinking, a proactive orientation, communication and analytical skills, and
techniques for dealing with quality-of- -life concerns and maintaining order.
Officers can be trained to identify and correct conditions that could lead to
crime, raise public awareness, and engage the community in finding solutions
to problems. Field training officers and supervisors need to learn how to
encourage problem solving and help officers learn from other problem - solving
initiatives. Until community policing is institutionalized in the organization,
training in its fundamental principles will need to take place regularly.
Information Systems (Technology)
Community policing is information - intensive and technology plays a central
role in helping to provide ready access to quality information. Accurate and
timely information makes problem- solving efforts more effective and ensures
that officers are informed about the crime and community conditions of
their beat. In addition, technological enhancements can greatly assist with
improving two -way communication with citizens and in developing agency
accountability systems and performance outcome measures,
Communication /access to data
Technology provides agencies with an important forum by which to
communicate externally with the public and internally with their own staff:
To communicate with the public, community policing encourages agencies to
develop two-way communication systems through the Internet that allow for
online reports, reverse 911 and e-mail alerts, discussion forums, and feedback
on interactive applications (surveys, maps), thereby creating ongoing dialogues
and increasing transparency.
Technology encourages effective internal communication through
memoranda, reports, newsletters, e-mail and enhanced incident reporting,
dispatch functions, and communications interoperability with other entities
for more efficient operations. Community policing also encourages the use of
technology to develop accountability and performance measurement systems
that are timely and contain accurate metrics and a broad array of measures
and information.
Community, policing encourages the use of technology to provide officers with
ready access to timely information on crime and community characteristics
within their beats, either through laptop computers in their patrol cars or
through personal data devices, In addition, technology can support crime/
problem analysis functions by enabling agencies to gather more detailed
information about offenders, victims, crime locations, and quality -of -life
concerns, and to further enhance analysis.
Quality and accuracy of data
Information is only as good as its source and, therefore, it is not useful if
it is of questionable quality and accuracy. Community policing encourages
agencies to put safeguards in place to ensure that information from various
sources is collected in a systematic fashion and entered into central systems
that are linked to one another and checked for accuracy so that it can be
used effectively for strategic planning, problem solving, and performance
measurement.
Problem
F)(n)0veng
The process of engaging in the proactive and systematic examination
of identified problems to develop and evaluate effective responses.
Community policing emphasizes proactive problem solving in a systematic
and routine fashion. Rather than responding to crime only after it occurs,
community policing encourages agencies to proactively develop solutions to
the immediate underlying conditions contributing to public safety problems.
Problem solving must be infused into all police operations and guide decision -
making efforts. Agencies are encouraged to think innovatively about their
responses and view making arrests as only one of a wide array of potential
responses. A major conceptual vehicle for helping officers to think about
problem solving in a structured and disciplined way is the SARA (Scanning,
Analysis, Response, and Assessment) problem - solving model.
Scanning:
Identifying and
prioritizing problems
Analysis:
Researching what
is known about
the problem
Response:
Developing solutions to
bring about lasting reductions
In the number and extent
of problems
Assessment:
Evaluating the success
of the responses
Using the crime triangle to
focus on immediate conditions
(victim /offenderAocation)
Scanning: Identifying and prioritizing problems
The objectives of scanning are to identify a basic problem, determine the
nature of that problem, determine the scope of seriousness of the problem,
and establish baseline measures. An inclusive list of stakeholders for the
selected problem is typically identified in this phase. A problem can be
thought of as two or more incidents similar in one or more ways and that is of
concern to the police and the community: Problems can be a type of behavior,
a place, a person or persons, a special event or time, or a combination of any
of these. The police, with input from the community, should identify and
prioritize concerns.
Analysis: Researching what is known about the problem
Analysis is the heart of the problem solving process. The objectives of analysis
are to develop an understanding of the dynamics of the problem, develop an
understanding of the limits of current responses, establish correlation, and
develop an understanding of cause and effect. As part of the analysis phase,
it is important to find out as much as possible about each aspect of the crime
triangle by asking Whoe, What ?, Whene, Where ?, How ?, Why ?, and Why
Note about the victim, offender, and crime location.
Response: Developing solutions to bring about lasting reductions
in the number and extent of problems
The response phase of the SARA model involves developing and
implementing strategies to address an identified problem by searching for
strategic responses that are both broad and uninhibited. The response should
follow logically from the knowledge learned during the analysis and should
be tailored to the specific problem. The goals of the response can range from
either totally eliminating the problem, substantially reducing the problem,
reducing the amount of harm caused by the problem, or improving the quality
of community cohesion.
Assessment: Evaluating the success of the responses
Assessment attempts to determine if the response strategies were successful
by understanding if the problem declined and if the response contributed
to the decline. This information not only assists the current effort but also
gathers data that build knowledge for the future. Strategies and programs can
be assessed for process, outcomes, or both. If the responses implemented are
not effective, the information gathered during analysis should be reviewed.
New information may have to be collected before new solutions can be
developed and tested. The entire process should be viewed as circular rather
than linear meaning that additional scanning, analysis, or responses may
be required.
Using the crime triangle to focus on inunediate conditions
(victinl/of foil der /location)
To understand a problem, many problem solvers have found it useful to
visualize links among the victim, offender, and location (the crime triangle)
and those factors that could have an impact on them, for example, capable
guardians for victims (e.g, security guards, teachers, and neighbors), handlers
for offenders (e.g., parents, friends, and probation), and managers for locations
(e.g, business merchants, park employees, and motel clerks). Rather than
focusing primarily on addressing the root causes of a problem, the police
focus on the factors that are within their reach, such as limiting criminal
opportunities and access to victims, increasing guardianship, and associating
risk with unwanted behavior,
S�l
Y
�A0111
Target/Vicbm
Eck John E. 2003. "Police Problems: The Complexity of ProblemTheavy, Research and
Evaluation. "In Johannes Knmsson, ed. Probleut- Or ten t,d Policing: From Innovation to Mainstream.
Crime Prevention Studies, vol. 15. pp. 79- 114.Monsey, New York: Criminal]ustice Press and
Devon, U.K.: Willan Publishing.
About the COPS Office
The Office of Community Oriented Policing Services (COPS Office) is the component of the
U.S. Department of Justice responsible for advancing the practice of community policing by
the nation's state, local, territory, and tribal law enforcement agencies through Information
and grant resources.
Rather than simply responding to crimes once they have been committed, community
policing concentrates on preventing crime and eliminating the atmosphere of fear It creates.
Earning the trust of the community and making those Individuals stakeholders In their own
safety enables law enforcement to better understand and address both the needs of the
community and the factors that contribute to crime.
COPS Office resources, covering a wide breadth of community policing topics —from school
and campus safety to gang violence —are available, at no cost, through Its online Resource
Information Center at www.cops.usdoj.gov, This easy -to- navigate website is also the grant
application portal, providing access to online application forms.
31-mod -/ /i
Police
I. Change in Culture
5. Video — not representative of culture
2. Develop "Community Policing" approach
3. Improve Community Relations and focus on customer service
6. Improve interaction with citizens; emphasis positivity
7. More involvement in `outreach "; not just participation in meetings not open to
public
8. Protect & serve; not monitor and control
16. Build relationship with the community
II. Education / Communication
(Of officers)
10. Communicate expectation in handling certain situations /consistency in responding
14. Statement on website re City's concern for diversity /working to promote and
collaborate cultural communities
(Of the community)
9. Promote "cadet" youth interaction
11. Better use of neighborhood associations to educate and inform
12. Orientation of new residents
13. Improve education of issues with School District
15. Create "Know Your Rights" Session
14. Statement on website re City's concern for diversity /working to promote and
collaborate cultural communities
III. Increased Transparency
4. Annual evaluation of police performance re diversity issues; annual public report
(insert Joe's proposal for an annual report)
17. Create an evaluation and reporting mechanism to monitor the effectiveness of the
recommendations