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HomeMy WebLinkAbout02-25-2013 Ad Hoc Diversity Committeer p CITY OF IOWA CITY MEMORANDUM Date: February 22, 2013 To: Ad Hoc Diversity Committee Members From: Marian K. Karr, City Clerk Re: Committee Packet for meeting on February 25, 2013 The following documents are for your review and comment at the next Committee meeting: Agenda for 02/25/13 (page 1) Minutes of February 20 (pages 2 - 8) Draft Recommendations Transportation 2-21-13 (pages 9-11) Draft Recommendations Police 2-21-13 (pages 12-33) Proposal from Committee Member Coulter: Annual Equity Report (page 34) Correspondence from Immigrant Voices Project: Proposals for Diversity Comm. (pages 35-37) THE PUBLIC IS INVITED TO ATTEND ALL MEETINGS AD HOC DIVERSITY COMMITTEE MEETING AGENDA Monday, February 25, 2013 Harvat Hall in City Hall 410 East Washington Street 4:00 PM 1. Approve February 20 minutes 2. Discussion of draft recommendations a) Transportation b) Law Enforcement/Police c) Annual Equity Report (Coulter) d) Correspondence/attachments 3. Public Input 4. General Board discussion 5. Tentative Meeting Schedule March 4 6. Adjournment Ad Hoe Diversity Committee, February 20, 2013 Page 1 MINUTES DRAFT AD HOC DIVERSITY COMMITTEE FEBRUARY 20, 2013 HARVAT HALL IN CITY HALL, 4:07 P.M. Members Present: Cindy Roberts, Joe Dan Coulter, Orville Townsend, Sr. (left 6:30), Joan Vanden Berg (arrived 4:15), LaTasha Massey (arrived 4:08), Kingsley Botchway II Members Absent: Bakhit Bakhit Staff Present: Markus, Dulek, Karr, REVIEW MEETING MINUTES: Chairperson Botchway began the meeting with the February 11, 2013, meeting minutes, asking if there were any changes or amendments to be made. Coulter moved to approve the February 11, 2013, meeting minutes as presented. Roberts seconded the motion. The motion carried 4-0; Vanden Berg, Massey, and Bakhit absent. REPORTS FROM SUBCOMMITTEES & DISCUSSION OF RECOMMENDATIONS / TIMELINE: This portion of the meeting began with members from the Immigrant Voices Project speaking to the Members about their preliminary recommendations. With the help of an interpreter, Marcela Marquez spoke first to the issues. The first topic addressed was the need for the ICPD to always have an interpreter available when dealing with individuals who do not speak English. She also noted that when individuals want to file a complaint with the PCRB, there should be an option to do so through a third party. She added that this is due to the various communities not trusting that the PCRB will take their complaint seriously, or that they could face retaliation for lodging a complaint. Another point that Marcela made was the need to stop 'over -policing' those neighborhoods where there are concentrations of minority populations. She added that police should not be taking over the role of immigration with its citizens. A last suggestion was to have a municipal I.D. that residents could obtain. The card would provide the police the person's information without any miscommunication. Misty Rebik, the interpreter, spoke next to the Members. She noted that she sits on the Board of the Center for Worker Justice of Eastern Iowa and also volunteers with the Immigrant Voices Project. She thanked the Committee for the work they have been doing in preparing these recommendations, noting that they would like to see some more specific items added to these. In the area of transportation, Rebik noted that Sunday service is definitely an area of concern, as are more routes from the Pheasant Ridge area (west side) to the Kirkwood College area (east side). Another concern that Rebik voiced was for routes to be on-time, and not early, as this has caused numerous issues, as well. Roberts spoke up, noting that the Committee did address this issue with the Transit Department. It is the policy of the Transit Department that no bus should leave any stop before their designated time. Roberts suggested they bring this issue back to Transportation Services Dir. Chris O'Brien, to make him aware that this policy is not always being followed. Botchway noted that the additional routes issue is being addressed OW cza. Ad Hoc Diversity Committee, February 20, 2013 Page 2 in the survey. He then spoke to the 'rider's rights' and how this issue could be dealt with. Botchway further clarified the upcoming survey and what is hoped to be accomplished with this information. Townsend noted that two areas they have discussed with both Transit and Police is the need for more education and better communication. In the case of buses leaving stops too early, he noted that this is a perfect example of the need for better communication. He added that this is the type of thing that if communicated to Transportation Services Dir. O'Brien could be easily solved. Rebik agreed, stating that another example of adding more specifics to these recommendations is in the law enforcement area. She stated that there really should be a policy that whenever an individual is pulled over who does not speak or communicate in English that an interpreter be available. Another issue that Rebik brought up is the need for officers to meet with community groups on a regular basis so they are aware of the issues citizens face. Rebik then asked for clarification on one of the recommendations on page 11 of the meeting packet — encourage more relationship building. She stated that this is part of the problem right now -the officers are too visible in the minority communities, in a way that appears very targeted. This goes to the group's recommendation to stop over -policing in these neighborhoods. Mukhtar Adarob of the Immigrant Voices Project spoke to this issue, giving Members an example of over -policing in the community regarding taxi businesses and taxi drivers. Botchway noted that what he believes they want to encourage is having the officers out in the community talking to residents, getting to know people on a more personal level, and letting citizens know they are here to help. He added that the idea is to have a 'serve' mentality, not a mentality of finding out who is doing something criminal. Townsend spoke to this further, adding that he believes that if they could get to the point where the mentality was to 'serve and protect,' the police would handle situations totally different. Thus, some of these issues would no longer even be issues. Rebik spoke further to the issue of police treatment in these minority neighborhoods, asking how they can help to change the culture and treatment of those individuals who live in poverty or in immigrant areas to one with more dignity and respect. She added that the Police Chief has met, and continues to meet with, these groups, but that he does so in a capacity to inform. She stated that these communities believe that part of that responsibility has to go back on the officers and their treatment of these individuals. Townsend responded to this, stating that he believes it will take some time, that where they are currently is unacceptable. However, once the Council gets the recommendations and understands the expectations the citizens have, things will begin to change. Massey asked that Rebik and her group compile a list of these suggestions and the recommended detail they believe is needed. She added that they have many of the same concerns and that this will help them in writing the final recommendations. Botchway asked that the comments be included in the packet going out for Monday's meeting, and if possible be provided ahead of time to Committee members. Townsend reassured the group that the Committee does hear their concerns and that they will do everything they can to address these issues. Rebik interpreted this information for those present. She then shared that the Immigrant Voices Project has met with both the ICPD Chief and the Sheriff about their upcoming recommendations. The Police Chief will continue to meet with the group monthly, according to Rebik. Botchway asked what the Chief's reactions were to the over -policing policy and the policy for having an interpreter available. She responded that the Chief does not believe that over -policing is happening, that there just happens to be more crime in these areas so more police are sent there. Markus asked for clarification about the incidence of there being four or more police cars at the entrance to Forest View. Johnnie spoke to this issue, stating that he moved to Iowa City from Mexico and lives in Forest View. He WA Ad aloe Diversity Committee, February 20, 2013 Page 3 stated that around two years ago the police started parking at the Parkview Church, which has made people fear going to the church now. He shared several incidents where he has been pulled over by the police. Rebik shared another story, where an individual who lives in Forest View also stated that there are always police in the area, anywhere from one to four vehicles at a time. She also noted how these individuals get pulled over constantly for having the license plate sticker in the wrong spot, for example, or for other non -traffic type violations. Coulter asked for clarification on the recommendation of always having an interpreter available, adding that this would be increasing police presence, not decreasing it like the group would like to see done. Rebik stated that the idea is to get the interpreter there immediately, instead of calling in further officers and creating more or less an uncomfortable situation. Botchway also spoke to this issue, stating that his question is do you call the interpreter on the phone, say via speaker phone, or do you have the individual come to the location. Again, this speaks to having less police presence. Members discussed this, noting that this goes to the police procedure, as they would be the ones requesting the interpreter. Markus spoke to police procedures and how general orders typically outline how specific situations are dealt with Rebik translated for Marcela at this point, referring to the incident where she was stopped by the police. Marcela questioned why it was necessary to call three more officers when the officer could see it was a mother with two young children who were both upset over being stopped. Markus asked what the Police Chief's response was to this incident when told about it. Rebik stated that he said officers use their own discretion in these situations, and that the incident had happened a long time ago (a year and a half). She added that the Police Chief wants the citizens to provide more information about such incidents, such as date, time, officer name, etc., that otherwise these incidents can't be pinpointed. Markus stated that incidents may have been recorded, so having the date and time would allow Police the ability to go back and look for more information and identify the officer. Townsend spoke to the issue of consistency among the ICPD, having policies in place so all officers respond in the same manner. Rebik stated that what is clear to those she has worked with over the past year or so is that the face of the Iowa City community is changing demographically. It appears to this group that the ICPD is not adapting well to these changes in demographics. Mukhtar Adarob, a cab driver, shared some of the times when he has interacted with the ICPD. He said the officer was very aggressive with him. When he shared this story with the Chief, he stated that the Chief said it happened too long ago. Townsend brought the topic back to having a third party involved, and whether this third party could call the Chief when such incidents are reported and find out what the procedure is for this type of situation. He added that the Chief and those at the top can't deal with situations they know nothing about, that they need to be a part of this communication. Adarob brought up the question of whether or not they are allowed to ask an officer his name and badge number. Markus responded that of course they can do this, and he added that he understood that in other countries you would not do this. The discussion centered around how officers should be wearing a badge with a visible number and name plate. Rebik talked about how these minority communities can be educated on what to look for, but that these issues are a two-way street. Henry Harper spoke to the Members next, stating that trust is a major issue here on both sides. He added that there needs to be a way to build this trust between the citizens, the City of Iowa City, and the Iowa City Police Department. Harper stated that all of the policies and procedures don't mean a thing if there still is no trust between the citizens and city government and the police. He added that how the message is delivered to the citizens is important. Roberts asked Harper more about the trust issue, asking him how he believes they can work on improving this. He stated that having a person that that minority community trusts intervene between them and Ad Hoc Diversity Committee, February 20, 2013 Page 4 the City is what is really needed. Townsend noted that there is a history in Iowa City that has developed a negative culture, and that culture is what needs to be changed. Markus stated that he is somewhat confused with the PCRB issue, that he thought it was related to the Police Chief's role in the investigation of complaints, and the appearance of police policing themselves. He added that what he heard suggested by Mr. Harper is to carry this even further, to have someone from the person's community, whom they trust, also be involved with the City Manager in the process. Botchway stated that education is still a big piece of this, that the community is not even aware that they have always been able to have someone else come with them when filing a complaint and going through the process. Harper noted again that they need to think outside of the box. They need to ask themselves what are we trying to do here — we're trying to move forward. Coulter asked specifically what steps Harper would take to build trust in the PCRB. Harper stated that the structure of the PCRB itself is a problem. It was noted that the 'perception' of the PCRB is what needs to change. Coulter asked how they could go about this then. Townsend spoke to this, stating that one of the recommendations of this Committee is to have the City Manager involved in the investigation process, along with the Human Rights department and a Member of the Police Citizens Review Board. Harper tried to further clarify what he means by having another party involved in these matters. He stated that they need to getaway from all of the 'finger pointing' and move on. Vanden Berg spoke to how Officer Jorey Bailey is so trusted and admired in the minority community. She added that that is the type of thing they would like to see. She believes some officers may have a different attitude than others. Townsend agreed, stating that they need to encourage their officers to do a better job of communicating and working with the public. Botchway stated that he believes this is where a policy can help them achieve this goal and he gave an example of this. Townsend agreed that they need to add an example such as this as they finalize their recommendations. Massey turned the conversation back to the PCRB and the perception that nothing positive has come from that committee. She noted how some events in the recent past created even more distrust with the PCRB, as some of the newsworthy cases did not even elicit an apology. Massey continued, adding that the hope is that the Council will look at these issues and consider some serious procedural changes. She spoke to the need for them to be patient as it will take time for these changes to occur. Massey also noted the need to revisit these issues on a regular basis, to keep on top of what works and what doesn't. Members continued to discuss communication and the need to educate the public on just what they can do when they believe they have a complaint against the police. Roberts noted that when something does not appear to be transparent, people immediately show a distrust in the process. She believes that this is part of the problem with the PCRB. GENERAL BOARD DISCUSSION: Botchway noted that they need to add to both areas of recommendations. He started with the transportation side, speaking to adding specificity to their recommendations. He gave some examples of how they might approach these details within their recommendations. Massey spoke to the bus issue, of the bus coming too early, and whether there would be some way for people to sync up their clocks with the Transit's system. Botchway noted that when he drove a bus there was no clock, that you used your cell phone or watch. This led to a discussion by Members on how times being off by minutes can lead to missed buses very easily. Roberts offered to ask Transportation Services Dir. O'Brien about this timing issue. Members then briefly discussed the survey and how this will be handled. It was noted that Transit will handle getting the surveys out — one for current riders and one for non -riders. The idea is to gather as much information as possible as to why people don't ride the bus, as well as to find out what Ad Hoc Diversity Committee, February 20, 2013 Page 5 can be improved for those who do ride the bus now. The issue of language was addressed here as well, that the surveys will need to be in several different languages if they truly want to get information from all of the communities. Members asked Karr for some clarification on their timeline. She reiterated that the resolution establishing the Committee noted an expiration of March 10; Asst. City Atty. Dulek added the Committee will cease to exist on March 10, 2013. Botchway then moved to the law enforcement side of the recommendations. Townsend suggested that on page 11, #2, where it talks about 'day-to-day interactions with individuals and individual community members,' that they add what Vanden Berg had stated earlier about being at the high school meeting where the students stated that they would like for officers to be more friendly and talk to them. Vanden Berg stated that she believes they need to have some background explaining their recommendations, such as the high school students' comments, so the public understands their reasoning. Members continued to discuss the detail that they believe should be included with these recommendations. This led to a discussion of how they may want to present their recommendations, with some background info given to back up their recommendations. Karr responded to questions on what the Committee can do in their presentation of the recommendations to Council. She also stated that she spoke to the Mayor and the City Manager about this, and that a presentation is scheduled for the April gth City Council work session from the Ad Hoc Diversity Committee. Members continued to discuss the structure of the recommendations, and Townsend suggested wording additions for two recommendation under law enforcement contained in the meeting packet as follows: ll. Recommendations for the Iowa City Police Department Under "Recommendations" ➢ # 2 on page 11 of the packet Second paragraph starting with "Chief Hargadine shared with the committee .... Insert "During the meeting with students at a City high school several students stated that they would like Police Officers to be more friendly and talk with them" after "....the individual community members." in the sixth line. ➢ # 2 on page 12 of the packet Top of the page continue with rest of parag Massey suggested they have a couple of paragraphs explaining why they are suggesting the recommendations. Then with each issue, before they state what the issue is, have a little piece that gives some background. Members continued to discuss the actual verbiage for these recommendations. Coulter noted that often anecdotal information is dismissed out -of -hand, that they need to base good policy on solid data and evidence to get results. A majority agreed to insert the language. 0 Ad Hoc Diversity Committee, February 20, 2013 Page 6 The discussion then turned to police and the discretion they have in their daily jobs. Botchway suggested several scenarios why several police cars may be sent to the scene of a call. He suggested that something needs to be said about policy in these situations, that it should not be left to discretion alone. This led to a conversation about police having access to language interpreters when needed. Several noted that the Language Line is not necessarily a good front-line tool, however. The need for actual persons to interpret was then discussed briefly. Karr asked if the Members would like to add a number 3 on this point, where it would address the policies of the ICPD. Karr then clarified the timeline of the Committee, noting that packets will be out on Friday for the Monday meeting. Coulter than stated that he wrote out a recommendation which was distributed to Members some time ago, and distributed again this evening, that an annual equity report be conducted by the City, with the Human Rights Commission taking part, as well as other City bodies. He further explained his reasons for writing this recommendation. Massey made a suggestion at this point, noting that she believes they can address these final issues at the next Monday meeting. Members continued to discuss what needs to be completed in order to finalize their recommendations. Vanden Berg asked what they should do with the recommendation for a municipal I.D., noting the Committee had not discussed the issue. Coulter agreed and suggested that they should endorse this recommendation to support pursing, as vetted by the Human Rights Commission. Coulter then moved that they support the recommendation of the Human Rights Commission that the City of Iowa City pursue a municipal issued identification card in a manner to protect the safety of an undocumented person. Townsend seconded the motion. The motion carried 6-0; Bakhit absent. The conversation went back to the correspondence/details they wish to attach to their recommendations. Members further discussed how they would like to address this, with Coulter stating they could make a general overall recommendation as well, that would address those issues outside of their original charge. Members reviewed what their original charge was (law enforcement and transportation) and what has occurred along the way to somewhat change how they are looking at their final recommendations. Markus suggested they say all of this to the Council in their presentation, to let them know the path that has been followed to get to this point. At this point Botchway asked that they table this discussion until the next meeting. TENTATIVE MEETING SCHEDULE: The next meeting will be held on Monday, February 25, 2013, at 4:00 P.M.; and then again on March 4, 2013. Karr suggested they review calendars at the February 25 meeting. Members continued their discussion of how they would like to handle those issues that were brought up at public forums that are basically unrelated to this Commission's original charge. Massey stated that she believes that all of these comments and examples that were made at the various public forums should be shared with the Council in some manner. At this point Botchway asked that they table the conversation until the next meeting. ADJOURNMENT: Vanden Berg moved to adjourn the meeting at 6:45 P.M. Coulter seconded the motion. The motion carried 5-0; Townsend and Bakhit absent. W_ m go �O L) w V N W N U N � Z r Q o N Z ow s vQ Q IIII W_ `.1X00 E N 2 (6 O Z It 2 Z 02/25/13 z X X z X X X X 02/20/13 z X X O X X X X 02/11/13 z X X O X X X O W 01/31/13 z X X O X X X X 01/14/13 z X X O O X X X 01/03/13 z X X X X X X X 12/17/12 z X X O X X X X 12/10/12 z X X OW X X X OW 12/3/12 z X O W X X X X X 11/19/12 z X X O w O w X X X 11/15/12 z X X X X X X O w 11/13/12 z X XX X X X O w 10/29/12 z X O W X O W X X X 10/22/12 z X XX O w X X X 10/15/12 z X X X X X X X 10/8/12 z X X X X X X X 09/24/12 z X X X X X X X 09/17/12 z X X X X X X z 09/10/12 X X X X X X X z 08/29/12 O w X X X X X X z:� M M M M M M M M �• O O O O O O O O F W o 0 0 0 0 0 0 M ibp CSS t �, cue G ctl A .fl F7 'D ,G .q v (ai C7 0.10.1 �U Rano OF hU sd IIII W_ `.1X00 E N 2 (6 O Z It 2 Z DRAFT Recommendation Transportation (2-21-13) ----Changes indicated in italics, underlined and hlghlighted---- 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 4. Explore consistent "clock" to avoid confusion 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 order 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 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 comrnunity..;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 o Broad outreach and publicizing of survey In addition consideration must be made for individuals not being able to access the survey electronicallv (access to hard copvl and translation needs for different languages. 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) k� Al cow Communication Issue: Improve communication between other transit services in Iowa City/Coralville vicinity. Recommendation: The committee proposes the Iowa City Transportation Department work on providing additional transit needs as specified below: o Establish radio communication with the otK 'Aransit services in order to provide transfer options o Trip planner to include all local transjt;:servicss;:and assist riders to travel throughout the Iowa City/Corajvjltearea o Review current services for streamlining and/or duplication of services with other transit services _... DRAFT Recommendation Police (2-21- 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 Board and the process by which to file a complaint. 1) Distribute literature regarding the Police Citizen Review Board 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 Cable Channel 3) Increase police officer involvement in community activities to share information about Police Citizen Review Board. Issue: Of those who had heard of the Police Citizen Review Board, 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 Police Citizen Review Board is such that many citizens feel that if they participate in process the outcome will prove disadvantageous to them. Recommendations: The committee proposes the following changes in the process and procedure for the Police Citizen Review Board to address issue of public distrust. The person filing the complaint will have the option of requesting that a member from the Police Citizen Review Board participate in the complainant's interview with the police chief. 2. It is recommended that the Human Rights Coordinator serves as an advocate and provides education about the process. 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. 3. 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. Terms for the Police Citizen Review Board should be limited to two four-year terms. 6. It is recommended that the performance of the Police Citizen Review Board be reviewed and evaluated one year after 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. _ra_ Committee Response to the Pending Recommendations to Council from the Police Citizen's Review Board and the H-rnmmn W, hts G „,mittee. To change the name to Citizens Police Review Board. (June 12 2012) - It is recommended that the name be changed to the Citizens Police Review Board. 2. To remove the lanauaae reaardino Formal Mediation within the Citv Code and from the Standard Operating Procedures. (June 12 2012) - It is recommended that the language regarding Formal Mediation within the City Code and from the Standard Operating Procedures be removed. 3. To offer as an option, the ability for a Board member to accompany the complainant complainant's request. (June 12, 2012)—;I.11s recommended„ the person filing the complaint will have the option of reque5t.j.h ;that a member froi7j::the Police Citizen Review Board participate in the complainant's interview with the jolice chief. 4. To change the Board's 45 -clay reporting period to 90 -days. (October 9, 2012) - It is recommended that no changes be made at this:time red arding the 45 day:reporting period. The recommended changes in procedures may impact the time needed to process a complaint. It. 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. A publication from the National Institute of Justice on Police Integrity dated January 10, 2013. (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." Organizations that place priorities in the following areas will do better at maintaining integrity: Accountability of managers and supervisors Equal treatment for all members of the organization Citizen accessibility to the 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 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 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 committeesi 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 coniiY unities. This can be accomplished by participation in community and neighborhood events, buf.also through the day- to-day interactions with individual community members. During the meeting with students at a City high school several students stated that they would like Police Officers to be more friendly and talk with them. 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 model 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.l:::„ Issue: There is a lack of mutual understanding between some police officers and members of the minority community. Recommendations for officer education: 1 All Police Officers need to receive information / education so that they are less likely to make assumptions regarding our minority populations. 2. During the public meeting two young ladies shared that a police officer stopped them. He plate light wasn't working. It is questionable that this is standard department procedures and it is recommended there be more traininq and accountability to assure that procedures are followed. Officers need to handle situations consistently for all community members. This expectation needs to be clearing communicated and officer behavior needs to monitored. 3. general policy .... Recommendations for Community 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 community partnerships with community and neighborhood organizations to provide education opportunities, disseminate information. 3. Develop partnerships with the schools and community youth groups to implement a Police 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. 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. 1. It is recommended that the City develop and implement a comprehensive racial equity impact analysis of the Iowa City Police Department's current policies, practices, budget and staffing and they relate to the departments' functioning and outcomes. It is recommended that the Police Chief provide an annual report to the City of Iowa City Council (City Council) and the public concerning the status of law enforcement as it relates to the needs and concerns of the City's racial/ethnic minority, immigrant, juvenile and elderly, disabled, poor, and other special populations. • The Report format and composition shall be developed by the Police Chief in consultation with the City Manager, 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. 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.) demographic information re stops, f.) administrative procedures and practices, e.g. personnel, training, g.) community outreach and communication programs and services, h.) other pertinent information. i t-" C-_. • 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. 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. ff 19 OP/Or 000' Recommendations referred Human Rights Commission (2-21-12) 1. 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)' -NO ACTION 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) - SUPPORT Pirh/ic Concerns 1. Continuation of Diversity issues / discussion/ Committee 2. Oversight and implementation of recommendations Commun'l Pollsinq Defined 11 - wwwa t,F . r,44- '! X07 Fn PoIKUEffn VKFf 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 Personnel M Community policing is comprised of three Prey components: 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 Providers 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. Nonprotits/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 and provide resources for responses, often including their own security technology and community outreach. The local chamber of commerce mid 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. �� i Organizationa Transf®rmatim 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 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 infuse it throughout the entire department, including the way it is managed and organized, its personnel, and its technology. -;� 3 - 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 policinis 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 _ a V _ 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 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 be 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 -snaking 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 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, norjust 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 thisprocess 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 — a7 0-- 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 `LiI) n n g 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 Analysts: — Researching what A is known about the problem Response:- —) - - Developingsolutionsto 1\ 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/offe n der/location) -a1- 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 theresponse 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 now 30 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 immediate 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 focuson the factors that are within their reach, such as limiting criminal opportunities and access to victims, increasing guardianship, and associating risk with unwanted behavior. Eck, John E. 2003.`Police Problems:'lhe Complexity of Problem Theoq; Research and Evaluation."In Johannes Knutmon, ed. Problem -Oriented Policing: Frons hHUn tion to Afnieslrenm. Ctime Prevention Studies, vol. 15. pp. 79-114. Monsey, Nev, York: Criminal Justice Press and Devon, U.K.: Willan Publishing. 0-3/00- 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. am 34a _ 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 file COPS Office Response Center at 800.421.6770. Visit COPS Online at www.cops.usdoj.gov. ISBN: 978-1-935676-06-5 0651229476 August 2012 7 rd?tet . SDS C�OCc��ef- 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 From: Immigrant Voices Project<immigrantvoicesproject@gmail.com> Sent: Thursday, February 21, 2013 11:59 AM To: Marian Karr Subject: Proposals for Diversity Committee Attachments: Memo for DC.docx Hi Marian, Here are the proposals that we spoke about yesterday to the City's Diversity Committee. Attached you will also find a memo that IVP leaders had given the Diversity Committee at the Pheasant Ridge Public Forum. This memo explains in detail the issues that have been identified by the group, and the proposed solutions. Again, we hope that these proposals will be included in the Diversity Committee's final proposals for the City Council, Proposed Changes: 1. Consistently use interpreters in interactions involving people with limited English language abilities, and seek interpretation services that do not cause unreasonable delays. 2. Allow complaints to be logged by 3rd party advocates- not anonymous, but that an organization advocate could be actually file the complaint for a person wishing to file a complaint with the Police Review Board or the general office. 3. Hold ongoing meetings with groups of immigrants, such as the Immigrant Voices Project and other community groups. 4. Avoid local police involvement in immigration enforcement, where not required by federal law 5. Consider implementation of a municipal ID, to provide a low-cost ID option to all Iowa City residents and avoid unnecessary confusion in police interactions. 6. Pursue means of assessing trends in local law enforcement interactions with area immigrants, such as number of minor violations in neighborhoods with large immigrant populations, and traffic stop statistics (the current proposal already has something similar). 7. Expand weekend and week -day bus service to accommodate those who work 2nd and 3rd shift. 8. Add an additional bus route that would come from the Pheasant Ridge area to the Kirkwood/Sycamore Mall area without delay at the downtown hub. 9. Increase number of stops per hour in neighborhoods that are heavily dependent on bus service- like Forest View. Please let us know if the Committee will decide to include any/all of these proposals in their final report to the City Council. Also, please don't hesitate to contact IVP through this email. Sincerely, Misty Rebik on behalf oflnnnigrant Voices Project W� Center for Worker Justice of Eastern Iowa Immigrant Voices Project im migrantvoicesprolectCoDemaiLcom January 8, 2013 To: City of Iowa City Ad Hoc Diversity Committee Members From: Sergio Irund A -wan, Secretary Subject: Law Enforcement and Transportation -Related Concerns in Iowa City Thank you for your work reviewing the City's law enforcement and transit systems, as they relate to minority populations. The Immigrant Voices Project (IVP), a committee of the newly -formed Center for Worker Justice of Eastern Iowa, has brought together over 250 immigrants in the Iowa City area over the past year, to identify shared concerns and to develop proposals for improving this community for all its residents. Through a successful survey that involved over 150 area immigrants from 18 countries of origin, as well as months of meetings and educational forums, IVP has identified several priority concerns shared by the area's diverse immigrant communities: • Workplace Injustices • Lack of Adequate and Affordable Housing • Poor Relationship Between Local Law Enforcement and Immigrant Communities • Inadequate Access to Transportation Because of the limited scope of this committee, I will focus this memo on the issues of law enforcement and transportation. However, we look forward to continuing to work with the City to improve the range of issues of concern to local immigrant communities. 1. Relationship Between Local Law Enforcement and Immigrant Communities Overwhelmingly, our survey respondents expressed that they have chosen this community because it is peaceful, safe, and a good place to raise children; and they expressed appreciation for the role law enforcement plays in deterring crime. However, survey respondents also raised serious concerns about local law enforcement policies and practices — in fact, law enforcement received the highest negative rating compared with all other issues listed on the survey. Many of the comments reflected broad mistrust of the police, such as: • "I think they are becoming racist. They will stop you for nothing if they see you are Hispanic. • "When I worked as a taxi driver, I felt police were targeting taxi drivers" • "When you speak English well, they treat you better." • "The law enforcement needs to treat people with respect, play fair with all" • "I don't feel safe, I am afraid, I feel harassed" 311� .e • "The worst part about Iowa City is police handling of immigrants, I feel discrimination, there is not equality between white people and others" In meetings and discussions, we identified 6 priority concerns relating to law enforcement: 1) Need for consistent, timely language interpretation 2) No current system for submitting PCRB complaints through a 3`d party 3) Inappropriate involvement of local police in federal immigration matters 4) Over -policing of neighborhoods with large immigrant populations 5) Poor treatment of Sudanese -American taxi drivers by local law enforcement 6) Racial profiling — targeting minorities for minor (or no) traffic violations The Immigrant Voices Project recommends that the City take the following steps: 1) Consistently use interpreters in interactions involving people with limited English language abilities. Seek interpretation services that do not cause unreasonable delays. 2) Allow PCRB complaints to be logged by 3`d party advocates 3) Study examples of concrete steps other communities have taken to improve the relationship between immigrants and local law enforcement, such as: municipal ID programs, policies that clarify the limits of local police involvement in federal immigration matters, ongoing meetings with local immigrant groups, and other initiatives. We believe it is essential that the City take concrete steps to improve the relationship between local law enforcement and immigrant communities. Fear of police can mean that victims of crime do not report the incidents, and that witnesses may not cooperate in police investigations for fear of mistreatment — in other words, everyone is less safe and the job of police is more difficult when large communities fear and distrust law enforcement officials. Inadequate Access to Transportation Most survey respondents felt positively about the City s transit system — it was clear that many of the respondents rely on the bus system, and use it regularly. However, there were three priority concerns regarding the City's transit system: 1) Lack of evening and weekend service for low-wage workers who must travel to jobs. For low-wage workers, particularly new arrivals to the area, it is common to work in jobs that require 2nd shift, 3`d shift, and weekend hours. 2) The current focus on the downtown hub causes long delays for those traveling to other cross-town destinations. For example, many Sudanese -American students live in Pheasant Ridge apartments and take classes at Kirkwood — they face a long commute under the current system, and would benefit greatly from a more direct route. 3) Infrequent stops in neighborhoods that depend on bus service. For example, in Forest View Trailer park, the bus comes only once per hour. Please don't hesitate to contact us at immigrantvoicesproiect@gmail.com if you would like clarification or further information about these recommendations. Thank you. -37- 1w .�611t/ zevl ���er/ Introduction / Needs Assessment (This section needs sane work. '!'he conunittee should discuss if we are in agreement about the themes. There nirty be additional stories to shro•e, or perhaps they should be paraphrased differently) The committee looked at ways to approach getting information fiom 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 why 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. City of Iowa City Ad hoc Diversity Committee Revised 2/22/2013 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, veteran, 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.) stops and arrests, b.) incarcerations, c.) offences/infractions, d.) complaints, e.) administrative procedures and practices, e.g. personnel, recruitment, training, performance reviews, 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, stops, 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, i) veteran status. 5. The Report will include the most recent data and information available regarding other Iowa City Services, Departments, and governmental regulatory functions, including housing, planning/zoning and community development, schools, Fire Department and emergency services, jobs (human resources and personnel), inspection services, streets, Library, parks and recreation, airport, senior citizen's services and water/sewer and solid waste services. STAFF SUGGESTIONS TO CLARIFY PCRB RECOMMENDATIONS DRAFT Recommendation Police (2-21-13) ----Changes indicated in BLUE ---- 1. 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 Board.#and the process by which to file a complaint. 1) Distribute literature regarding the Police Citizen Review Board 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 Cable Channel 3) Increase police officer involvement in coiriinunity activities to share information about Police Citizen Review Board. Issue: Of those who had heard of the Police Citizen Review Board, 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 Police Citizen Review Board is such that many citizens feel that if they participate in process_ the outcome will prove disadvantageous to them. Recommendations: The committee proposes the following changes in the pr'oeess and procedure for the Police Citizen Review Board to address issue of public distrust. 1. The person filing the complaint will have the option of requesting that a member from the Police'Citizen Review Board participate in the complainant's interview with the police department shied ndation 11 3 from PCRB) It is recommended that the Human Rights Coordinator serves as an advocate and provides education about the process. Once a complaint has been received, the Human Rights Coordinator will be informed and will send a letter to the person filing the complaint fo: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 complainant's interview with the police department. 3. It is recommended that the City Manager will participate in the interview with the Police Chief department and officer in question. 4. The Human Rights SeeFelinator complainant will be offered sendust an exit survey with complainant. 5. Terms for the Police Citizen Review Board should be limited to two four-year terms. 6. It is recommended that the performance of the Police Citizen Review Board be reviewed and evaluated one year after 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. Committee Response to the Pending Recommendations to Council from the Police Citizen's Review Board and th^ u^^„^ Rights Committee., To change the name to Citizens Police Review Board. (June 12, 2012) - It is recommended that the name be changed to the Citizens Police Review Board. 2. Standard Operating Procedures. (June 12, 2012) - It is recommended that the language regarding Formal Mediation within the City Code. and from the Standard Operating Procedures be removed. 3. complainant's request. (June 12, 2012) — It is recommended the persop;filing the complaint will have the option.Rf requesting that a member from the Police Citizen Review Board participate in`the domplainant's interview with the police departmen st�ief. 4. To change the Board's 45 -day repotting period to 90 -clays. (October 9, 2012) - It is recommended that no changes be made at this time regarding the 45 day reporting period. The recommended changes in procedures may impact the time needed to process a complaint. II. 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. A publication from the National Institute of Justice on Police Integrity dated January 10, 2013. (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." Organizations that place priorities in the following areas will do better at maintaining integrity: Accountability of managers and supervisors Equal treatment for all members of the organization Citizen accessibility to the department Inspections and audits Quality education for employees.