HomeMy WebLinkAbout02-20-2013 Ad Hoc Diversity Committeer
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� MEMORANDUM
Date: February 15, 2013
To: Ad Hoc Diversity Committee Members
From: Marian K. Karr, City Clerk
Re: Committee Packet for meeting on February 20, 2013
The following documents are for your review and comment at the next Committee meeting:
Agenda for 02/20/13 (page 1)
Minutes of February 11 (pages 2 - 5)
Recommendations from Transportation Subcommittee 2-13-13 (pages 6-8)
Recommendations from Police Subcommittee 2-13-13 (pages 9-29)
THE PUBLIC IS INVITED TO ATTEND ALL MEETINGS
AD HOC DIVERSITY COMMITTEE
MEETING AGENDA
Wednesday, February 20, 2013
Harvat Hall in City Hall
410 East Washington Street
4:00 PM
1. Approve February 11 minutes
2. Reports from subcommittees and discussion of recommendations / timeline
3. General Board discussion
4. Tentative Meeting Schedule
February 25
March 4
5. Public Input
6. Adjournment
Ad Hoc Diversity Committee, February It, 2013
MINUTES DRAFT
AD HOC DIVERSITY COMMITTEE
FEBRUARY 11, 2013
HARVAT HALL IN CITY HALL, 4:00 P.M.
Members Present: Cindy Roberts (4:30), Joe Dan Coulter, Orville Townsend, Sr., Joan
Vanden Berg, Kingsley Botchway II
Members Absent: LaTasha Massey, Bakhit Bakhit
Staff Present: Dilkes, Markus, Karr
Others Present: Charlie Eastham
REVIEW MEETING MINUTES:
Page I
Chairperson Botchway began the meeting at 4:05 P.M., asking if there were any changes or
amendments to be made to the January 31, 2013, meeting minutes.
Coulter moved to approve the January 31, 2013, meeting minutes as presented.
Townsend seconded the motion.
The motion carried 4-0; Roberts, Massey, and Bakhit absent.
REPORTS FROM SUBCOMMITTEES AND DISCUSSION OF RECOMMENDATIONS/
TIMELINE:
The discussion began with the police subcommittee sharing the outcome of their recent meeting.
Vanden Berg noted that she and Townsend met last week to discuss this, and that she then sent
their notes to Coulter for his review. She shared and distributed with Members the
recommendations that the subcommittee discussed. She noted that they lumped the three areas
into one: a change in culture; education and communication; and an increase in transparency,
accountability, and some type of reporting system. Vanden Berg continued, noting that she
herself looked into the "community policing" idea, and that this is actually quite an undertaking.
Coulter then spoke to the community policing, stating that he agrees with Vanden Berg, that they
would need some help with this type of recommendation. He spoke to the type of model that
would need to be followed for something like this to work.. Members began to discuss the
subcommittee's recormnendations in more depth. Townsend stating that he believes they need to
find a `positive' approach, not a negative one, when they think about community policing
models.
Coulter continued the discussion by stating that he believes these are some excellent ideas and he
asked how they should go about wording them for a Council recommendation. He added that to
just say we're going to do these things is one thing, but he asked how the recommendations
could be worded so they would carry the force and the intent needed to actually take place.
Townsend added that he believes they need to meet again and review this material so that they
Ad Hoc Diversity Committee, February 11, 2013 Page 2
can become more specific in their recommendations. By reviewing everything and narrowing it
down, they should be able to figure out what the strategies would be.
Botchway suggested they find out what the current model is here for the ICPD. Markus
suggested they have someone come speak to them about community policing and what it means.
Coulter added that it would be especially helpful if the person understood how to actually
implement community policing into a community. Karr asked if the subcommittee has met with
the Police Chief about this issue. Vanden Berg added that some things could be implemented
easily — better customer service, knowing kids by name, saying hello. She suggested they
research community policing and see what models would fit best in the Iowa City community.
Townsend again stated that he needed to digest this information and would like to have the
subcommittee meet again to further clarify these recommendations.
Botchway then reviewed the timeline before them. With today's meeting, Members have this
preliminary list to digest and review. This will then be reviewed at the next Committee meeting.
The subcommittee will meet this week to firm up the recommendations, having them ready for
Committee review at the next meeting. Members briefly discussed this timeline and what they
need to accomplish in subcommittee before meeting again as a full committee. Botchway then
noted that he would like to add to this list something about a policy, such as how the ICPD
handles certain things — minority populations, language barriers, for example. Townsend stated
that he believes they could recommend have standard policies across the board, that the
discretion the police have is causing problems.
Vanden Berg then drew Members' attention to the last page of the recommendations, where she
read what was listed there. When done she asked others if this doesn't cover the `standard
policies' discussion. She agreed with Townsend, that they all need some time to digest this
information before compiling their final recommendations. Roberts arrived at this point, and
Botchway brought her up to date on where the Committee is headed next. Karr reviewed the
Committee's timelines with them, discussing previous Committee discussion regarding soliciting
feedback and questioned how they may want to handle this. Most agreed that their timeframe is
such that they probably won't be able to get any feedback this late, other than at the remaining
meetings. Coulter stated that his worry is that they will come up with recommendations that
aren't even feasible and won't be taken seriously. He believes they need to take into account the
impacts of such recommendations, both fiscally and legally. Dilkes added after a quick review
of the recommendations distributed that she does not see any legal hurdles in the
recommendations.
Members continued to discuss the issue of whether or not recommendations need to be reviewed
by the public and other City departments that would be impacted. Karr suggested that they move
ahead as planned with getting the recommendations finalized for the meeting on the 20°i, and
then at that time decide how they wish to proceed. Roberts then asked if the transportation
subcommittee would also be meeting later this week. Botchway noted they would. Members
then briefly discussed format and wording when working on the final recommendations.
Botchway gave some examples on how they should approach this. Roberts asked Karr if there
will be an actual discussion with Council when they present these recommendations. She
responded that if not that evening, it may be at a later time, once the Council has time to review
to
Ad Hoc Diversity Committee, February 11, 2013 Page 3
them fully. Botchway asked what is meant by "present" when talking about giving the
recommendations to Council. Karr outlined option including presenting recommendations in
person at a Council meeting; and/or along with a memo put in the Council's weekly packet for
ftrture discussion; or scheduling as part of the Council's work session.
Botchway moved the discussion to the transportation subcommittee recommendations. He asked
that Members review these, and if anyone has questions or concerns to contact Karr. The issue
of a transit survey was discussed. Roberts noted that one idea is to have one survey go out to
current riders, and another survey go out to those who do not ride the bus. Botchway shared his
conversation with Transportation Services Dir. Chris O'Brien regarding collaboration with other
transit systems, such as Coralville. One issue identified was the difference in radio systems and
therefore the lack of communication in that regard. Townsend suggested having Iowa City,
Coralville, and Kirkwood College work together on such issues, and the possibility of writing
grants to get needed Rinds.
Karr then asked that Members review the last page of their proposed recommendation in the
meeting packet that show the recommendations from the Police Citizens Review Board (PCRB)
and Human Rights to Council; and stated Council is waiting for this Committee's
recommendations. Members briefly discussed how they could incorporate these
recommendations into their own; or whether they may opt to have no comment on some.
TENTATIVE MEETING SCHEDULE:
After some discussion, the next frill committee meeting will be Wednesday, Febtzrary 20, 2013,
at 4:00 P.M. Karr noted that the packet will go out the Friday before. Karr asked if Members
want to set aside February 25 and March 4 as tentative meeting times, to which they agreed.
PUBLIC INPUT:
Charlie Eastham spoke to the Members, noting that there is a Coalition for Racial Justice
meeting this week. He stated that some of the groups involved in this coalition will want to
comment on these recommendations. He asked if they should wait until the recommendations
reach Council, or if they should attend one of the meetings between February 20t" and March
10'x'. Botchway stated that he believes they should come to the Committee's meetings and speak
during "public input." He added that this is one of the things he had talked about before, in
having some groups vet these recommendations. This led Members back to discussing the
timeline for their recommendations, perhaps having the 20"' be the draft version so they can get
some feedback from various areas.
ADJOURNMENT:
Townsend moved to adjourn the meeting at 5:15 P.M.
Vanden Berg seconded the motion.
The motion carried 5-0; Massey and Bahbit absent.
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Recommendation from Transportation Sub -Committee (2-13-13)
Service/schedule Issue:
Pursue additional transit needs for certain areas of the community and minority populations as it relates
to service and schedule.
Recommendation:
The committee proposes the Iowa City Transportation Department work on providing additional transit
needs as specified below:
1. Sunday Service options
a. Assessing the Free Downtown Shuttle as a potential revenue route to offset additional
bus services or researching how to develop a free shuttle service in other areas
2. Expand time on Saturdays
3. Increase start times for weekday services
a. Specifically for certain routes that services areas where there are swing shifts such as
the Heinz Road Area. We are also suggesting that Transit Services will contact
management in that area that may be able to assist with surveying bussing needs
Education Issue:
Lack of education about acceptable behavior on public transit and understanding how to use public
transit.
Recommendation:
This committee recommends the Iowa City Transit Department look into alternatives to notifying the
public about acceptable behavior expectations and procedures. Specifically, the committee
recommends:
• Creating a document/pamphlet outlining the procedure followed by the Iowa City Transit
Department when there is an incident on the bus
o This information should display on the bus, website, Downtown Interchange, and
schools.
Create youth liaison by partnering with local schools to find students in leadership roles to help
driver with incident involving other youth
o Youth liaisons can be rewarded with free bus passes and/ or other incentives to help
maintain= during school times.
o Youth liaisons would be trained in peer mediations and de-escalation techniques and
bus safety protocols.
o Youth liaisons need to be current riders
16 r
This committee recommends the Iowa City Transit Department increases their community outreach
efforts. Specifically, the committee recommends:
o Creating a video with local youth/community members explains how to appropriately
use city transit services. The video would address but is not limited to the following
suggestions:
• How to understand transit maps/schedules
• How to understand and use the website
® Provide access to online language translator
How to understand and use Bongo
o Providing an interactive informational kiosk at the Downtown Interchange
• How to understand transit maps/schedules
o Connecting with local schools, neighborhood associations, etc. to inform the community
on ongoing changes and improvements in transit services.
o Iowa City Transit Department staff participate in ongoing culturally and linguistically
diversity trainings as the community continues to grow.
This committee recommends the Iowa City Transit Department create a survey addressing current
transportation needs of the community. Specifically, the committee recommends questions assessing:
o Community needs for Sunday and extended Saturday service
o Community needs for extending service both AM & PM on weekdays
o Assessing needs for low-income areas
Note: This survey needs to be implemented and analyzed in 2013. Subsequent surveys should be
completed every two years.
Environment Issue:
Improve overall environment of Downtown Interchange and high volume bus stops/shelters.
Recommendation:
The committee proposes the Iowa City Transportation Department work on providing additional transit
needs as specified below:
o Pursue additional seating in downtown interchange
o Increase number of shelters
o Increase frequency of maintaining bus stops (e.g. litter, overall appearance)
Communication Issue:
Improve communication between other transit services in Iowa City/Coralville vicinity.
WA
Recommendation:
The committee proposes the Iowa City Transportation Department work on providing additional transit
needs as specified below:
o Establish radio communication with the other transit services in order to provide
transfer options
o Trip planner to include all local transit services and assist riders to travel throughout
the Iowa City/Coralville area
o Review current services for streamlining and/or duplication of services with other
transit services
Recommendation from Police Sub -Committee (2-13-13)
I. Recommendations for the Police Citizen Review Board
Issue:
The majority of citizens participating in the community forums were unaware of the Police
Citizen Review Board.
Recommendation:
Increase Public Awareness of the Police Citizen Review
complaint
1) Distribute literature regarding the Police
information is readily available to the pu
2) Prepare a video to be shown to a variety,
3) Increase police officer involvement in;c
Police Citizen Review Board.
Issue:
Of those who had heard of the Police
current system is structured so that th
public suspicion related to the Police
they participate in processtlie outcon
Recomn:enrlations: i:;:
The committee propo3
Citizen Review Board
Citizen
the process by which to file a
in the community so that
•ganizatio'ii
Committee Response to the Pending Recommendations to Council from the Police Citizen's
Review Board and the Human Rights Committee
It is recommended that the name be changed to the Citizens Police Review Board.
2. It is recommended that the language regarding Formal Mediation within the City Code
and from the Standard Operating Procedures be removed.
3. It is recommended that the performance of the Police Citizen Review Board be reviewed
and evaluated one year after changes have been impleni�iifed. Citizen involvement
will be critical to the process; this could be accornpJish6d through a committee
appointed by City Council or Council designee,::-.'.:":"':"..**:,:"
4. It is recommended that no changes be ma&t this time regarding the 45 day reporting
period. The recommended changes in: `oCedures may impacfiletime needed to process
a complaint.
Il. Recommendations for the Iowa,City Police Deriax tmerit
Issue
After receiving comments from the pul t c,, it'i§`7iihe belief of it e committee that the police
department is currently functioning under: "contiol andmonitor"<avmoaeh to dealing with our
minority citizens, which has 16d to mutual`feglings 9f distrust.
A publication from tli'&Nafronal Institute of Justteo`mn Police Integrity dated January 10, 2013.
(See attached) states the #`ollowingj j ,
"CurreutLeseareh finds_that the lanageme'ntsn(i.ctlire of a department are the most important
factors:arifluencingpolrce behavlo'; How the dej sitment is managed will dramatically affect
how officeis. behave toward, itizens1nd how officers behave toward citizens will affect
_.:.
whether citizens view law e ifo cemeiit as an institution with integrity."
Organizations thatblace prioriti6 in the following areas will do better at maintaining integrity:
Accountabilify of managers and supervisors
Equal treatmerif.for.all nembers of the organization
Citizen accessibifli},,J tl e department
Inspections and audits'
Quality education for employees.
Defining values and principles and incorporating them into every facet of operations may be
more important than hiring decisions. Diligence in detecting and addressing misconduct will
show officers that managers practice what they preach."
Recommendations
Em
Changes need to be made in the department to create a more positive culture that focuses on a
"protect and serve."
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, which is leading to much of the
public's concerns about negative treatment. 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 with the;l%olice officers and members of the
public
Chief Hargadine shared with the committee a list
currently participating. Most of the activities list
open to the general public. It is our reconrmeiic2
all parts of the Iowa City community, but especi
accomplished by participation in community and
to -day interactions with individual co ununity in
officers that they are to provide €
includes greeting all citizens in a
contacts with the public as,an op]
which his officers were
rere committees; 4 id.not meetings that were
that the police offreeTsbe more visible in
n the minority commuffities. This can be
fiborlopd'events, but alsojthrough the day -
e s Ub expectation should be clear to all
e to allsmembers of the community-- which
pectlully_sharing information and using all
tolationshi S':and build trust.
3. Research the viability of restiuotilring the Polic bepartnlci t to adopt a Community Policing
model
Attached is a descriptioiT£fiom the US Department of Justice on the key principles of a
CommumtyPolieing Program Corlurrunity Pohcri .>;is more than a single program or a
Conmwttat} Itelahons.Ufficer; rk:ts,the tra sfgizimtio'r of a traditional police department. Police
departfnetrts who adopta conirnunitv. policing "do], transform from being a closed system,
designed foseact to crime torah op&fijA ld proactive department designed to prevent crime.
It is recomriietided that the Cit}^of Iowa;city continue to research the viability of the Police
Department receiving additional training aiid administrative support to adopt a Community
Policing approacl 's ,
Issue:
There is a lack of mutual"'i de standing between some police officers and members of the
minority community.
Reeommendtdions for officer education:
All Police Officers need to receive information / education so that they are less likely to make
assumptions regarding our minority populations.
2. Officers need to handle situations consistently for all community members. This expectation
needs to be clearing communicated and officer behavior needs to monitored.
Recommendationsfor Cofm iniity Education
1. Additional education and information needs to be provided to members of the minority
community for them to gain an understanding of their rights and responsibilities. Information -
sharing and outreach is particularly important for people who are new to our community.
2. Strengthen conununity partnerships with community and neighborhood organizations to
provide education opportunities, disseminate information.
3. Develop partnerships with the schools and community: yb*i ;groups to implement a Police
Cadet Program, which introduces youth to the field ;of law' enfo'iceinert. This will not only help
young people gain an understanding of police wgt,kl but would also',be:an opportunity for
minority youth to become interested in the field" law enforcement,`n'`grow your own" strategy
to get more diversity on the police force.
Issue:
Data that reflect what is happening ui.the;iowa City Police IDepartrnent with our minority
population is not being collected or slfa'ed $i>a meaningffiP'ffiamrer.
Recommendation:
Increase the transparency and accountabilit3^of the police department by providing an annual
evaluation of police pe•fermanCe`. grid to the City .Council
1. It is recommended tl at;ahe City;"cli yelop and i"ApIement a comprehensive racial equity impact
analysis ofthej1pwa. City P611Ce;Depaifi Tent's cuue it•policies, practices, budget and staffing and
they relate to}the dep ttnients' :fitctioni�ig-and outc`orries. It is recommended that the Police
Chief &Adc an amu'lal report to the.:City of lowa_`City Council (City Council) and the public
concerniigthe status of law'anforceient as it relates to the needs and concerns of the City's
racial/ethnic!,"minority, immig'ant, juve ic,and elderly, disabled, poor, and other special
populations. ' `i
• The Raport forrna(and composition shall be developed by the Police Chief in
consulfaf tip ,�yitli the City Manager, the City Council, the City of Iowa City
Human Rig'b " Commission, other relevant City Commissions, Boards, and
Committees,and the City's Departments, Programs and Services.
The Report will include the most recent data and information available regarding
the Iowa City Police Department: a.) arrests, b.) incarcerations, c.)
offences/infractions, d.) complaints, e.) administrative procedures and practices,
e.g. personnel, training, f.) community outreach and communication programs and
services, g.) other pertinent information.
• The Report data and information (whenever available and aggregated to protect
individual/personal identification) shall include: a.) race, b.) ethnicity, c.)
immigrant status, d.) gender, e.) juvenile/adult status or age, £) disability status,
g.) geographical location, h.) socio-economic status.
2. It is recommended that the performance of police department be reviewed and evaluated one
year after the recommended changes have been implemented. Citizen involvement will be
critical to the process. This could be accomplished through a committee appointed by City
Council or council designee.
MM
Commun'l Po icin9
Defined
The Primary Elements of Community Policing
Other Government Agencies
Community Members/Groups
Nonprofits/Service Providers
Private Businesses
Media
Agency'
Management
Organizational
Structure
Organizational Problem
Transformation Solving
Community policing
its comprised
pp��ofp�tyhro.,
Ikey COM pj nn olllll�e)e
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.
SOD /0 00
Other Government
Agencies
Community
Members/Groups
Nonprofits/Service
Providers
Private
Businesses
Media
Community
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 factionsof 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 arecomposed 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 and 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.
Organizational
Transformation
Agency Management
• Climate and culture
• Leadership
• Labor relations
• Decision-making
• Strategic planning
• Policies
• Organizational
evaluations
• Transparency
Organizational Structure
• Geographic assignment
of officers
• Despecialization
• Resources and finances
Personnel
• Recruitment, hiring,
and selection
• Personnel super Sion/
evaluations
• Training
Information Systems
(reelmology)
• 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 infuse 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 accountability, 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 community policing'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 -malting
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
a0so
problem -solving efforts, and allowing officers discretion in handling calls, In
addition, providing sufficient authority to coordinate various resources to
attack aproblem 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 a written 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 he well -versed in it and be able
to give examples of their efforts that support the plan. Components such
as the organizations mission and values statement should be 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 frill partner, the
department needs mechanisms for readily sharing relevant information on
crime and social disorder problems and police operations with the community.
a— e i
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 and 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 infitsed throughout the
entire personnel system of an agency including recruitment, hiring, selection,
and retention of all law enforcement agency staff, from sworn officers to
civilimis and volunteers. Personnel evaluations, supervision, and training must
also be aligned with the agencies' community policing views.
— =am
Recruitment, hiring, and selection
Agencies need a systematic means of incorporating community policing
elements into their recruitment, selection, and biringprocesses. 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—mast 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
Solving
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 mid 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/offend er/location)
1
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 Who?, What?, When?, Where?, How?, Why?, and Why
Not? 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 acrd programs can
-al
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 solations 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 innnediate conditions
(victim/offender/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.
t
r.t•t.
Target/Victim
Eck, John E. 2003."Police Problems: The Complexity of Problem Theory, Research and
Evaluation"In Johannes Knutsson, ed.Proble.nOrie.trd Policing: Fran Innovation to Mainstream.
Crime Prevention Studies, vol. 15. pp. 79-114. Monsey; New York: Criminal justice Press and
Deco., U.K.: Willa. Publishing.
i a7
i
About the COPS Office
The Office of Community Oriented Policing Services (COPS Office) Is the component of the
US. 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.
_ag
U.S. Department of Justice
Office of Community Oriented Policing Services
145 N Street, N.E.
Washington, DC 20530
To obtain details on COPS Office programs,
call the COPS Office Response Center at 800.421.6770.
Visit COPS Online at www.cops.usdoi.gov.
SA—
ISet1: 978 4-935676 06-5
051229476
MgW2012
J
Marian Karr
From:
Coulter, Joe D <joe-coulter@uiowa.edu>
Sent:
Monday, February 18, 2013 10:56 AM
To:
Marian Karr
Cc:
botchwayk@gmail.com; Roberts, Cindy
Subject:
Absence for Ad hoc Divisity Committee meeting Feb. 20 2013
Attachments:
Draf Reccomendation JDC City of Iowa City Ad hoc Diversity CommitteeJanuary 31.docx
Marian:
I must attend an all -day meeting in Des Moines of the Iowa Commission on Native American Affairs, for the State Dept.
of Human Rights, on this coming Wednesday, February 20, 2013. Please excuse my absence from the Ad Hoc Diversity
Committee on that date.
I do hope that the Committee will give some consideration to my recommendation (attached) about the City Manager
giving an annual "Equity Report" about the operation of the Iowa City Police Department and the Transit System.
Joe D. Coulter, Ph.D.
Professor
Community and Behavioral Health
College of Public Health
105 River Street, N414 CPHB
The University of Iowa Phone (319) 384-1478
Iowa City, Iowa 52242 FAX (319) 384-4106
Joe Dan Coulter
City of Iowa City Ad hoc Diversity Committee
January 31, 2013
Proposed recommendation to the Ad hoc Diversity Committee, submitted by J. D. Coulter, Committee
member.
That the City of Iowa City (City), City Manager provide an annual report to the City
of Iowa City Council (City Council) and the public concerning the status of law
enforcement, public transportation, and other City services or programs as these
City services relate to the needs and concerns of the City's racial/ethnic minority,
immigrant, juvenile and elderly, disabled, poor, and other special populations.
This annual report of the City Manager shall be called "The City of Iowa City
Annual Equity Report" (Report) and shall involve and include the following:
1. The Report format and composition shall be developed by the City Manager
in consultation with the City Council, the City of Iowa City Human Rights
Commission, other relevant City Commissions, Boards, and Committees, and
the City's Departments, Programs and Services.
2. The Report will include the most recent data and information available
regarding the Iowa City Police Department: a.) arrests, b.) incarcerations,
c.) offences/infractions, d.) complaints, e.) administrative procedures and
practices, e.g. personnel, training, f.) community outreach and
communication programs and services, g.) other pertinent information.
3. The Report will include the most recent data and information available
regarding the Iowa City Transportation Services Department: a) routes and
frequency of service, b.) occupancy/ utilization, c.) coordination with other
public transportation services, including public schools, d.) users/ridership
communication services, e.) use of surveillance technology, f.) disruptions of
service, g.) complaints, h.) administrative procedures and practices, i.) other
pertinent information.
4. The Report data and information (whenever available and aggregated to
protect individual/personal identification) shall include: a.) race, b.)
ethnicity, c.) immigrant status, d.) gender, e.) juvenile/adult status or age,
f.) disability status, g.) geographical location, h.) socio-economic status.
Marian Karr
a/ao
From:
Kingsley Botchway <kbotchwa@co.johnson.ia.us>
Sent:
Tuesday, February 19, 2013 10:57 AM
To:
Marian Karr
Subject:
FW: (Coalition for Racial Justice) Fwd: Draft recommendations from the Ad Hoc Diversity
Committee
Attachments:
2-20-2013_AdHocDiversityCommittee_Agenda. pdf
Marian,
Can we make sure we have this email available for us tomorrow?
�yngSCey Wotchway 11
Deputy Auditor of Elections
Johnson County Auditor's Office
913 S. Dubuque St. Ste.101
Iowa City, IA 52240
Direct: (319)-688-8102
Office: (319-356-6004
From: Rod Sullivan
Sent: Tuesday, February 19, 2013 10:40 AM
To: Kingsley Botchway; LaTasha Massey; Joan VandenBerg (VandenBerg.Joan@iccsd.kl2.ia.us)
Subject: FW: (Coalition for Racial Justice) Fwd: Draft recommendations from the Ad Hoc Diversity Committee
Friends:
I read this document and like it a lot, but I feel there is a critical step that is missing.
In the policing section you refer to data on arrests. That is not our problem. We need demographic data on STOPS.
Officer B asked three 15 year olds where they were going. We MUST get demographic data on this type of thing. This
intimidation is causing as much (if not more) difficulty as actual arrests.
If you do not SPECIFICALLY list stops, they will not be included.
Thanks for your consideration.
From: coalition-for-racial-iustice@googlegroups.com fmailto:coalition-for-racialyustice(c@googiegroups.com] On Behalf
Of Dorothy Whiston
Sent: Friday, February 15, 2013 3:52 PM
To: coalition-for-racial-justice(algooglegroups.com
Subject: (Coalition for Racial Justice) Fwd: Draft recommendations from the Ad Hoc Diversity Committee
CRJ Friends,
Here are the draft recommendations of the Ad Hoc Diversity Committee (courtesy of Charlie Eastham) along with the
Committee's schedule for getting them in final order and submitting them. You'll notice that they recommend people read
them at this stage and attend the next meeting to address any concerns with the Committee before they're
submitted. LaTasha Massey (Imasseyanco.johnson.ia.us) serves on the Committee and Charlie Eastham
(easthamCcDmchsi.com) has attended the meetings regularly so either of them could probably answer questions.
Dorothy
Joining together to promote racial justice through action, education and empowerment.
You received this message because you are subscribed to the Google Groups "Coalition for Racial Justice"
group.
To unsubscribe from this group and stop receiving emails from it, send an email to coalition-for-racial-
justice+unsubscribeggooglegrou sp co311.
To post to this group, send email to coalition-for-racial-justicc@goojzlegroups.co
Marian Karr
From:
Charlie Eastham <eastham@mchsi.com>
Sent:
Monday, February 18, 2013 4:36 PM
To:
Kingsley Botchway; LaTasha Massey; Orville Townsend; Bakhit; joe-coulter@uiowa.edu;
cindy-roberts@uiowa.edu; vandenbergJoan@iccsd.k12.ia.us
Cc:
Center for Worker Justice of Eastern Iowa; Robin Clark -Bennett; Misty Rebik; Marian Karr
Subject:
Changing Public input to the second agenda item of the Diversity Committee meeting on
February 20
Kingsley,
I am writing to request that the Ad Hoc Diversity Committee move Public input for your meeting on February 20 to be
the second item on the agenda. The reason for making this request is that directors from the Immigrant Voices Project
and the Center for Worker Justice plan to attend the meeting and several of them will have to leave before 5:00 in order
to be meet their children coming home from school. Those wanting to talk to the Committee have reviewed your draft
recommendations and would very much like to share their reactions with you.
The Committee may also be interested to know that members of the Immigration Voices Project met separately with the
Iowa City Chief of Police on February 15. 1 believe the Diversity Committee will find the observations and impressions of
the IVP participants of that and previous meetings with the police department to be of considerable interest as you
complete your final recommendations.
Thank you for considering moving public input for your February 20 meeting to occur soon after the starting time of
4:00.
Charlie Eastham
Marian Karr���
From: Bakhit Bakhit <bakhiet5@gmail.com>
Sent: Tuesday, February 19, 2013 9:08 AM
To: Marian Karr
Subject: Re: WEDNESDAY meeting packet
Diversity committee members
For personal reasons which keep me occupied and travel frequently I was not able to attend a number of meeting and
I'm afraid Will not be able to attend future meetings.
Bakhit
On Fri, Feb 15, 2013 at 1:51 PM, Marian Karr <Marian-KarrC@iowa-citv.ora> wrote:
> See you next Wednesday,
> Marian