HomeMy WebLinkAbout03-4-2013 Ad Hoc Diversity Committeer
CITY OF IOWA CITY
MEMORANDUM
Date: March 1, 2013
To: Ad Hoc Diversity Committee Members
From: Marian K. Karr, City Clerk
Re: Committee Packet for meeting on March 4, 2013
The following documents are for your review and comment at the next Committee meeting:
Agenda for 03/04/13 (page 1)
Minutes of February 25 (pages 2 - 8)
Correspondence from Immigrant Voices Project: Proposals for Diversity Comm. (page 9-12)
Draft Recommendations/Report (page 13)
THE PUBLIC IS INVITED TO ATTEND ALL MEETINGS
AD HOC DIVERSITY COMMITTEE
MEETING AGENDA
Monday, March 4, 2013
Harvat Hall in City Hall
410 East Washington Street
4:00 PM
1. Approve February 25 minutes
2. Adoption of recommendations to City Council
3. Public Input
4. General Board discussion
5. Meeting Schedule
Council Work Session April 9
6. Adjournment
Ad Hoc Diversity Committee, February 25, 2013
MINUTES DRAFT
AD HOC DIVERSITY COMMITTEE
FEBRUARY 25, 2013
HARVAT HALL IN CITY HALL, 4:00 P.M.
Page 1
Members Present: Cindy Roberts (left 5:40), Joe Dan Coulter, Orville Townsend, Sr.,
Joan Vanden Berg; LaTasha Massey, Kingsley Botchway II (arrived 4:30)
Staff Present: Dilkes, Karr, Markus
Others Present: Charlie Eastham
Co -Chairperson Roberts began the meeting at 4:12 P.M. with the February 20, 2013, meeting
minutes, asking if there were any changes or amendments to be made.
Coulter moved to approve the February 20, 2013, meeting minutes as presented.
Townsend seconded the motion.
The motion carried 5-0; Botchway absent.
DISCUSSION OF DRAFT RECOMMENDATIONS:
Roberts began the discussion by asking them how they would like to approach this review.
Townsend stated that he would like to discuss a possible change with the PCRB section, on page
12, item 6. He noted the section that reads: accomplish through a committee appointed by City
Council or a Council designee. Townsend suggested adding: "If at that time it is felt that there
are still problems and that the process isn't working, it is recounnended that the Police Citizens
Review Board be eliminated. It is further recommended that if the City Council chooses to
create a new system, that several members from the minority communities be involved in the
process." Roberts then asked the group for their thoughts on Townsend's suggested wording of
this recommendation.
Coulter moved to approve the addition to the above -referenced recommendation, as
discussed.
Roberts seconded the motion.
The motion carried 5-0; Botchway absent.
The discussion then turned to the staff changes and updates for the PCRB section.
-a-
Ad Hoc Diversity Committee, February 25, 2013 Page 2
Coulter moved to approve the staffs' suggested changes to the recommendations for the
PCRB as specified in the late handout of February 25, 2013.
Roberts seconded the motion.
The motion carried 5-0; Botchway absent.
Townsend then brought up the section regarding the high school visits. On page 14, item 2,
where it says: during a meeting with students at a city high school; Townsend suggested they
make this "students at City High School" or "students at a high school." Karr asked what the
preference was here. Members agreed to have this worded as "...students at a high school" to
keep things neutral.
Roberts then asked about the police section and whether or not they are going to incorporate
examples into this section. Vanden Berg stated that she still believes they need some type of
introduction as to why they are giving the recommendations that they are. She believes this will
give some clarity to the recommendations being made. Vanden Berg distributed and reviewed
her handout (Introduction / Needs Assessment) with Members, briefly clarifying the additions
and changes she has made here, noting that this can serve as a cover letter, of sorts, for the police
section.
Coulter then spoke to anecdotal examples and the use of officer names in the recommendations
or in Introduction / Needs Assessment, stating that he does not believe they should get specific
with groups or individuals, or instances. Instead they should summarize what they have heard in
the public information gathering sessions. For instance, Coulter noted that he would not mention
Officer Bailey by name, but instead would say something like "some officers," keeping the
statement broad. Townsend stated that he disagrees with Coulter's comment, that he believes
Officer Bailey is doing a fantastic job and that the goal behind Bailey's position is to foster
community relationships. Massey suggested they sum it up with whatever Bailey's title is, that
this would eliminate his name but would still point out the success of this position. Coulter
suggested they change the wording to: "positive comments regarding the Iowa City Police
Department's community relations officer". Some discussion ensued here, with Members
sharing their input on this wording change. Roberts shared that she believes when they present
these recommendations, including the Introduction / Needs Assessment that they need to let the
Council know how positive Officer Bailey's position has been to the southeast side of town.
Members continued to struggle with the wording on whether or not to remove Bailey's name.
Coulter stated it as: "At public information gathering sessions, they consistently received
extremely positive comments regarding the Iowa City Police Department's Community
Relations officer."
Coulter moved to adopt the two paragraphs under #2 (the second and third paragraphs of the
Introduction / Needs Assessment) as reviewed above. Townsend asked for some clarification on
this, stating that he believes they need to show the `serve' part of law enforcement by using
Bailey as an example of the mentality they are encouraging. Members continued to discuss this
portion as they attempted to show the positive side of having the position of a community
relations officer. Dilkes interjected at this point, stating that she is not concerned about the
Ad Hoc Diversity Committee, February 25, 2013 Page 3
mentioning of the officer's name here. She then reiterated what she believes the Members are
trying to get at with this recommendation and/or Introduction / Needs Assessment.
The discussion then turned to the use of anecdotal evidence in these recommendations and/or
Introduction / Needs Assessment. Coulter stated that he believes they need to remove anything
that would point to a specific or personally- identifiable incident. This led to a discussion among
Members on how to word their recommendations, with Vanden Berg asking Coulter how he
would word this. Coulter stated that when talking about police policies, or a lack of consistency
in carrying out these policies, he believes they should cite what policy they mean and how it is
being imposed inconsistently, without referring to a specific incident. Townsend stated that he
believes since the public gave them this information, in public settings, they should use that
information. Coulter then questioned the timing of these incidents, asking if any of them were
recent. Roberts reiterated that the examples they have from the various public settings are very
important for the City Council to hear, that they should know what the public is saying.
Townsend added that if there was going to be a problem with using this evidence as part of their
recommendations (or Introduction / Needs Assessment) , he believes the City Attorney would
have told them there was a problem. Dilkes stated that she does not believe there is a legal
problem here.
Botchway then stated his concerns with the second paragraph of Vanden Berg's. He questioned
Introduction / Needs Assessment, the first statement, asking what it is referring to. Vanden Berg
clarified what the citizen was referring to with multiple squad cars being sent for minor
incidents. Roberts then shared an incident where she called the police, a non -emergency call,
and three squad cars showed up. She questioned what the policy is on calls like this, stating that
she wished she had had the foresight to ask the officers if this was normal policy to send three
cars on a non -emergency call. Dilkes suggested a change to the introduction on this suggesting
adding: "Participants in the public information gathering sessions shared multiple concerns
about a lack of consistency of how officers carried out police policies. The following continents
were shared with the committee." Karr stated that she will distinguish between the Committee's
public forum and the subcommittee information gathering sessions when finalizing the
recommendations.
Members continued to discuss the issue of multiple police cars being dispatched to a location, as
well as specific wording for the recommendation itself. Massey suggested they bullet some of
the points they are making in this section. Others agreed, stating that that will help to clarify this
section. The Members moved on the fourth recommendation, with Botchway stating that here
too they should bullet the points they are trying to make. Karr noted that on page 15, at the top,
she has some questions on how the Members want # 3 worded. Members agreed the item was
covered in another recommendation and could be deleted. Vanden Berg will send the electronic
master version of the introduction distributed to Karr for revising and distribution at the next
meeting.
The discussion turned to the issues raised by Immigrant Voices and what changes the Members
want to make to their recommendations in light of the February 21 email response. Members
reviewed each of the 9 points contained in the email. Coulter spoke to the issues raised at last
week's meeting, stating that the preference for these immigrant individuals who do not speak
OW t, W�
Ad Hoc Diversity Committee, February 25, 2013 Page 4
English fluently is to have an interpreter. He spoke to how an interpreter would be used, whether
they would be on the police staff or be under contract with them. Botchway reminded Members
that they are making recommendations, not mandates, so they can word their recommendations
such as "train police officers to learn different languages", for one, and also ask that the ICPD
find a way immediately to deal with this communication issue. Massey stated that what she took
away from the conversation with Immigrant Voices is they would not mind having an officer and
an interpreter present. They understand that there may a need for it to be someone besides the
officer. The issue of having several officers present, when they don't speak Spanish or whatever
language is needed, is what they consider `over -policing' in the minority communities. This led
the conversation back to what is the regular policy for these types of calls. Dilkes noted at this
point that she spoke with the Police Chief about the issue of interpreters, and that they do have a
protocol for interpreters. There is a state law about informed consent and if a person is unable to
understand English, they would be unable to give informed consent and understand what they are
doing. Townsend noted that this is another point about educating the public on what the normal
policy and procedure is so they know what to expect when dealing with the police. Members
continued to fine-tune the wording for this piece of the recommendation. Townsend suggested
how they should approach this, so that both the public and the police can be a part of the process.
The next issue is having a third -party file the complaint, in addition to being there to support the
claimant. Karr and Dilkes noted that this is already part of the ordinance, with Dilkes clarifying
that it needs to be a person with personal knowledge of the event who files a complaint. Massey
noted that she specifically remembers Misty stating at the last meeting that individuals do not
wish to remain anonymous, but that they need that third party to carry out the complaint process
with them.
The Committee continued to review the recommendations. Minimal changes to wording were
addressed, with Townsend questioning again whether or not the actual complainant mist be
present for the complaint interview. He understood the immigrant community to say that they
wanted a third party to do all of this for them, that they do not want to be present themselves. He
stated that they need to stress in the recommendation that the person must be present at the
proceedings, that they cannot just send a third party to represent them. Dilkes stated that this is
more of an education piece, not an actual recommendation.
Moving on Dilkes spoke to Members about the memo she shared with them recently about the
ICE requirement, where any time an individual is fingerprinted by the police that the fingerprints
nnust go to ICE. She explained how this issue plays out with immigration enforcement and what
is beyond the City's control. State and federal laws come into play here. Looking at the sixth
item of the email, Botchway noted that this is covered in Coulter's wording/hand-out. On the
seventh item, this will be covered by the upcoming surveys, as will the eighth and ninth items.
Townsend spoke to the issue of buses arriving earlier than expected at stops and not sticking
around for riders. He suggested they add that the buses cannot leave until the designated
departure time at each stop.
Roberts stated at this point that she would have to leave the meeting shortly for another
appointment. Karr asked if March 4 will work for everyone for the next meeting, with another
draft of the recommendations to review. This was agreed to prior to Roberts' departure. The
Members then moved on to review Coulter's suggestions. He began by reviewing item F —
Ad Hoe Diversity Committee, February 25, 2013 Page 5
community outreach and communications, programs and services, and language interpretation
skills. Botchway stated that this should really go under the `training' area, with Massey adding
that they should do this as an i.e, or e.g. under `training.'
Coulter suggested they review the fifth item. Botchway, however, stated that he believes the
wording is fine the way it is. Coulter reviewed this with Members, pointing out how the report
would be developed in collaboration with the Human Rights Commission, the City Manager, and
the constituency offices of the City. Markus noted that the perspective on this issue is that it is
very expansive. Coulter stated that it is, but that they have heard extensive feedback from the
public and this is where it is being addressed in the presentation. Markus responded to some of
Coulter's wording, noting that the City has no control over the School District, or the Library for
that matter. Members continued to review the various issues they received concerns on, that had
nothing to do with either transportation or law enforcement. Housing is a top issue, according to
Members. Coulter suggested they add the departments of the City that would be impacted by
these various issues and delete the other items, such as the Library and the School District.
Massey suggested that a future committee be formed to look at housing issues. Dilkes added that
it could be included in the report but not that it be a recommendation. Massey then suggested
they strike item five and have an addendum that suggests that housing and other issues be looked
into by future commissions or committees. Majority agreed that they should strike number five.
Dilkes asked Coulter for some clarification on the information gathering (44c), where he has put
`immigrant status.' She noted that this seems contrary to the notion that status should not be
asked about. Members discussed how this should be approached in reporting. Markus spoke
briefly to who all would be asked to vet these recommendations, noting that ultimately the
Council should make this decision, along with the Human Rights Commission's review.
Moving on to transportation recommendations, Karr referenced page 9, # 4, and clarified the
time issue had been identified but questioned the wording Members wanted for the report. She
clarified earlier discussions regarding the use of cell phones, noting that all cell phones should
show the same time. Members spoke to how they can approach the time issue and expected
arrival times at the various stops. Botchway next spoke to the survey issue and the updating
from the email on this. The last part to review would be the translation piece. Vanden Berg
asked if they will want the survey information results released to the public, or just how this
information will be reported. Botchway and Karr reviewed the language, which will be added to
the final draft. Members spoke briefly to adding many of the same education pieces from law
enforcement to the transportation piece. Karr noted that she will make these changes to the final
draft.
Members wrapped up their discussion of the wording additions and changes to be made to their
recommendations. Discussion continued about follow-up meetings with the public to continue to
get feedback about such issues. Botchway asked if there would be a reconvening of some type
of committee to make sure that these recommendations are being implemented. He stated that he
believes they should have this as a general statement at the end of their presentation, that the
Committee recommends that after a year either another committee or this one be given the
charge of looking into whether these changes have been made. The discussion briefly centered
on an equity report, with Markus suggesting they say that in the first equity report the City
Manager will include a status report on all of the recommendations made by the Ad Hoc
Ad Hoc Diversity Committee, February 25, 2013 Page 6
Committee, as approved by the City Council. Members agreed to make this the fifth
recommendation in this section.
A final wrap-up of recommendations included a discussion by Members of having timeframes on
some of these recommendations. Markus addressed this, stating that they can also use the City's
web site to show updates, once the Council has made their final approval of the
recommendations. Townsend added that he would like to have this information from the Police
Chief, as well, with timeframes on when recommendations will be met. Massey brought the
discussion to page 17, noting that they were going to add the other issues they heard from the
public here, such as housing and employment. Massey will provide what she has written as the
introduction to the transportation recommendations with Karr, who will incorporate it into the
final draft.
TENTATIVE MEETING SCHEDULE:
The next meeting of the Ad Hoc Diversity Committee will be held on Monday, March 4, 2013, at
4:00 P.M. at City Hall.
ADJOURNMENT:
Townsend moved to adjourn the meeting at 6:25 P.M.
Coulter seconded the motion.
The motion carried 5-0; Roberts absent.
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Marian Karr
From: Immigrant Voices Project<immigrantvoicesproject@gmail.com>
Sent: Tuesday, February 26, 2013 2:49 PM
To: Marian Karr
Subject: Re: Proposals for Diversity Committee
Hi Marian,
Hopefully the examples and descriptions provided below help to clarify details for the Diversity Committee.
4. Avoid local police involvement in immigration enforcement, where not required by federal law
There have been complaints of law enforcement officials who upon interactions with immigrant community
members ask about their immigration status. Sometimes these questions are:
"What kind of visa are you here on?"
"Do you have papers? "
Legally there is no law in the state of Iowa that requires local law enforcement to engage in conversations
regarding immigration status with local residents. Inquiry of immigration status is only in the jurisdiction of
federal officials associated with Immigration and Customs Enforcement (ICE). When local
law enforcement officials engage in such behaviors, it is intimidating to our immigrant friends, and often is
perceived as some sort of discriminatory act on behalf of the officials.
Residents need to know that if they call upon local law enforcement for help or to report a crime that they will
not, under any circumstance, be questioned about their inunigration status. It is important that all people in our
community feel safe calling upon officials, this makes our neighborhoods safer and helps to prevent crime. If
officials insist on engaging in immigration enforcement, community members will not trust law enforcement
and may avoid calling them at all costs.
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)
As outlined on page 12 of the current recommendations regarding an annual report to the City Council, it is
recommended that records be kept transparent and accurate about the number of arrests, race, ethnicity, etc. We
would like to see that the stats collected by officials include the types of infractions people (especially, minority
and irrunigrant populations) are receiving, and in what parts of town.
For example, what is the typical violation given to somebody on Foster Road near the entrance to Forest View
Trailer Park, and what percentage of those tickets are issued to minorities versus Anglos?
These sorts of stats would help us understand the balance, or lack thereof, in the kinds of infractions police are
stopping people for and who is being issued violations. From more detailed information we could better inform
the community on how to avoid committing such traffic violations and/or assist in law enforcement in dealing
with trends that seem to be targeted towards a certain group of residents, etc. From more information, both sides
are able to take appropriate actions to alleviate conflict.
Marian, let us know if you have any more questions or comments. Again, please do let us know if the Diversity
Committee plans to introduce any/all of our proposals to their final recommendation.
Sincerely,
Misty Rebik
on behalfoflnvnigrant Voices Project
On Mon, Feb 25, 2013 at 7:11 PM, Marian Karr <Marian-Karr@iowa-ci .org> wrote:
Good evening Misty,
The Diversity Committee met earlier this evening and wanted you to provide more information or clarification on items
# 4 and #6 highlighted below. Examples would be helpful. Please respond as soon as possible so I can include in the
packet of meeting materials going out later this week.
Thank you,
Marian
From: Immigrant Voices Project[mailto:immigrantvoicesp_roiect(a cimail.com]
Sent: Thursday, February 21, 2013 12:08 PM
To: Marian Karr
Subject: Re: Proposals for Diversity Committee
Misty Rebik (myself)
Muklrtar Adarob
Marcela Marquez
On Thu, Feb 21, 2013 at 12:06 PM, Marian Karr <Marian-Karrna iowa-citv.org> wrote:
Thank you Misty. Could you also provide me the names of the individuals who spoke last night for the minutes?
� c=
From: Immigrant Voices Project[mailto:immigrantvoicesproiect(cbgmail.com]
Sent: Thursday, February 21, 2013 11:59 AM
To: Marian Karr
Subject: Proposals for Diversity Committee
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.
O//Ovo
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 ofbmnigrant Voices Project
IWIM
DIVERSITY COMMITTEE REPORT
TO THE CITY COUNCIL
March 2013
TABLE OF CONTENTS
Page
I. Background................................................................. 1
II. Introduction and Recommendations for Law Enforcement ............ 4
(Police & Police Citizens Review Board)
III. Introduction and Recommendations for Transportation Services ..... 27
IV. Oversight, Implementation and Further Study ........................... 31
a. Equity Report
b. Housing and City Employment
c. Public access and updates
Page 1
In June 2012 the City Council passed Resolution 12-320 (attached) establishing an Ad Hoc Diversity
Committee to study City transit and law enforcement operations as they relate to minority
populations.
Members appointed to the six month Ad Hoc Committee were:
Bakhit Bakhit (resigned 1/31/13)
Kingsley Botchway, Chair
Joe Dan Coulter
Donna Henry (resigned 9/17/12)
LaTasha Massey (started 9/24/12 replacing Henry)
Cindy Roberts
Orville Townsend
Joan Vanden Berg
The City Manager, City Attorney, and City Clerk, or their designees staffed the meetings.
Over the course of six months, the Ad Hoc Diversity Committee held 22 Committee meetings.
Several public information gathering sessions were held to meet with local community members from
diverse backgrounds to discuss and receive feedback about transit and law enforcement operations.
November 15, 2012: Iowa City Public Library (Full Committee Meeting)
January 8, 2013: Pheasant Ridge Neighborhood Center (Sub -committee)
January 9, 2013: West High (Sub -committee)
Waterfront Hy -Vee
January 10, 2013: City High (Sub -committee)
The Spot
410 EAST WASHINGTON STREET* IOWA CITY, IOWA 52240-1826 • (319) 356-5000 • FAX (319) 356-5009
Page 2
Prepared by: Susan Dulek, Asst. City Atty., 410 E. Washington St., Iowa City, IA 52240 (319) 356-5030
RESOLUTION NO. 12-320
RESOLUTION ESTABLISHING AN AD HOC DIVERSITYCOMMITTEE TO STUDY CITY
OPERATIONS AS THEY RELATE TO MINORITY POPULATIONS
WHEREAS, the population of Iowa City is becoming increasingly racially diverse; and
WHEREAS, on May 15, 2012, City Council passed a resolution of intent to establish an ad hoc
committee to study City operations as they relate to minority populations with a view toward
promoting just and harmonious interaction between local government and minority segments of
the community (Resolution No. 12-260).
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA
CITY, IOWA, THAT:
1. The Ad Hoc Diversity Committee is established.
2. The Diversity Committee shall consist of seven (7) members to be appointed by the City
Council. Members of other City boards and commissions may serve on the Diversity Committee.
Members must be residents of Iowa City.
3. Applications for membership on the Diversity Committee shall be announced, advertised,
and available in the same manner as those for all City boards and commissions.
4. City Council shall select the Chair, who when present will preside over all meetings, and
the Vice -Chair, who will serve as chair in absence of the Chair.
5. The City Manager, City Attorney, and City Clerk, or their designees, shall staff the Diversity
Committee.
6. The Diversity Committee shall determine the frequency and conduct of its meetings. The
meetings will be open to the public in accordance with Chapter 21 of the Iowa Code.
7, The Diversity Committee shall have an organizational meeting no later than September
10, 2012.
8. The charges of the Diversity Committee are as follows:
A. To study the operation of the City's transit system, including but not limited to the
downtown interchange, as it relates to minority populations with a view toward
promoting just and harmonious interaction between City government and minority
segments of the community.
B. To study the operations of City law enforcement, including but not limited to the
Police Citizen Review Board (PCRB), as it relates to minority populations with a
view toward promoting just and harmonious interaction between City government
and minority segments of the community.
Resolution No. 12-320
Page 3
9. The Diversity Committee shall submit a written report to the City Council by March 10,
2013, that responds to each of the charges listed above and that contains recommendations, if
any, with respect to each of the charges.
10. Absent further action by the City Council, the Diversity Committee will dissolve on March
10, 2013.
Passed and approved this 19th day of - June , 2012.
ATTEST:/I,i, CITY t
:r
Ap ove
City Attorney's Office
Page 4
Police Citizens Review Board and Law Enforcement Introduction / Needs Assessment
(3-1-13)
As a result of the input received at public information gathering sessions, a public forum, and
Committee meetings the following themes emerged:
1. Lack of awareness and faith in the Police Citizen Review Board
The majority of citizens participating in the community sessions 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 public information gathering sessions, we consistently received extremely positive comments
regarding the Iowa City Police Department's Community Relations officer.
(e.g. "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 information gathering sessions shared multiple concerns about
a lack of consistency of how officers carried out police policies. The following comments
were shared with the committee:
➢ 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 was 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.
➢ It was reported that multiple squad cars frequently respond to calls made to a minority
community member's home for minor incidents.
➢ Similarly, they observed that additional police officers are often called in for traffic stops.
A 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 group sessions, 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.
Page 5
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 how
our system works.
Page 6
DRAFT Recommendation Police (3-1-13)
I. Recommendations for the Police Citizen Review Board
A. 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 Cable Channel
3. Increase police officer involvement in community activities to share information about Police
Citizen Review Board.
B. 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 the 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.
(See recommendation # 3 from PCRB)
2. It is recommended that the Human Rights Coordinator serve as an advocate and provide
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 complainant's interview with the police department.
3. It is recommended that the City Manager participate in the interview with the police department
and officer in question.
4. The complainant will be offered an exit survey.
5. Terms for the Police Citizen Review Board should be limited to two four-year terms.
Page 7
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. If at that time it is felt that there are still problems and that the process isn't
working, it is recommended that the Police Citizens Review Board be eliminated.
It is further recommended that if the City Council chooses to create a new system, that several
members from the minority communities be involved in the process.
Committee Response to the Pending Recommendations to Council from the Police Citizen's Review
Board:
1. 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 language regarding Formal Mediation within the City Code and from the Standard
Operating Procedures. (June 12, 2012) - It is recommended that the language regarding Formal
Mediation within the City Code and the Standard Operating Procedures be removed.
3. To offer as an option, the ability for a Board member to accompany the complainant during the
police investigation interview process for a PCRB complaint, at the complainant's request. (June
12, 2012) — It is recommended the person filing the complaint be given the option of requesting
that a member from the Police Citizen Review Board participate in the complainant's interview
with the police department.
4. To change the Board's 45 -day reporting period to 90 -days. (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.
Page 8
II. Recommendations for the Iowa City Police Department
A. 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" approach.
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 committees, and not meetings that were
open to the general public. It is our recommendation that the police officers be more visible in all
parts of the Iowa City community, but especially in the minority communities. This can be
accomplished by participation in community and neighborhood events, but also through the day-to-
day interactions with individual community members. During the meeting with students at a 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.
Page 9
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.
B. 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.
During the public meeting two young ladies shared that a police officer stopped them. He
approached their car and began asking questions. At one point he asked if they had drugs in the
car. They replied "no" and then asked why he stopped them. He stated that the license plate
light wasn't working. It is questionable that this is standard department procedures and It is
recommended there be more training and accountability to assure that procedures are followed.
Officers need to handle situations consistently for all community members. This expectation
needs to be clearly communicated and officer behavior needs to monitored.
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.
C. Issue:
Data that reflects what is happening in the Iowa City Police Department with our minority population
is not being collected or shared in a meaningful manner.
Recommendation:
See "Oversight, Implementation, and Further Study" Section III
Page 10
Committee Response to the Pending Recommendations to Council from the Human Rights
Commission:
The Human Rights Commission recommends to the Iowa City City Council that a committee be
established to review the Police Citizen Review Board. That committee can be compromised of
city staff, councilors or community members, but must contain at least one human rights
commissioner. The review board would investigate the strengths and challenges of the current
Police Citizen Review Board model and consider whether it is the right model for the city. In
reviewing the strengths and the challenges of the current Police Citizen Review Board, the
review committee would determine whether the current structure best serves the city. (March 20,
2012) — 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
INSERT PDF
Commun'l Polli'IClrl
De--e-ined
IkF
d
1
♦ �i T F..
iit
The Primary Elements of Community Policing
Other Government Agencies
Community Members/Groups
Nonprofils/Service Providers
Private Businesses
Media
Organizational
Structure
Organizational /. Problem
Transformation I Solving
Page 12
Community policing
is comprised of thr
lkoq
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.
Page 14
Other Government
Agencies
Community
Members/Groups
Nonprofits/service/ Community
Providers I\ Partnerships
Private
Businesses
Media — --
Community
Partnerships
Collaborative partnerships between the law enforcement agency and the
individuals and organizations they serve to develop solutions to problems
and increase trust in police.
Community policing, recognizing that police rarely can solve public
safety problems alone, encourages interactive partnerships with relevant
stakeholders. The range of potential partners is large and these partnerships
can be used to accomplish the two interrelated goals of developing solutions
to problems through collaborative problem solving and improving public trust.
The public should play a role in prioritizing and addressing public
safety problems.
Other Government Agencies
Law enforcement organizations can partner with a number of other
government agencies to identify community concerns and offer alternative
solutions. Examples of agencies include legislative bodies, prosecutors,
probation and parole, public works departments, neighboring law enforcement
agencies, health and human services, child support services, ordinance
enforcement, and schools.
Community Members/Groups
Individuals who live, work, or otherwise have an interest in the community—
volunteers, activists,. formal and informal community leaders, residents,
visitors and tourists, and commuters—are a valuable resource for identifying
community concerns. These factions of the community can be engaged in
achieving specific goals at town hall meetings, neighborhood association
meetings, decentralized offices/storefronts in the community, and team beat
assignments.
Nonprofits/Service Providers
Advocacy and community-based organizations that provide services to the
community and advocate on its behalf can be powerful partners. These groups
often work with or are composed of individuals who share common interests
and can include such entities as victims groups, service clubs, support groups,
issue groups, advocacy groups, community development corporations, and the
faith community.
Private Businesses
Media
For-profit businesses also have a great stake in the health of the community
and can be key partners because they often bring considerable resources
to bear in addressing problems of mutual concern. Businesses can help
identify problems 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 comntunitl: 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.
Page 15
i
Organizational
Transformation
11
Organizationa
Page 16
Agency Management
• Climate and culture
• Leadership
• Labor relations
• Decision-making
• Strategic planning
• Policies
• Organizational
evaluations
• Transparency
Organizational Structure
• Geographic assignment
of off lcers
• Despeciallzation
• Resources and finances
Personnel
• Recruitment, hiring,
and selection
• Personnel supervision/
evaluations
• Training
Information Systems
(Technology)
• Communication/access
to data
• Ouality 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 callsfor 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
Page 17
Page 18
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 be well -versed in it and be able
to give examples of their efforts that support the plan. Components such
as the organizatiotfs 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 full partner, the
department needs mechanisms for readily sharing relevant information on
crime and social disorder problems and police operations with the community.
Page 19
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 somespecialist 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.
Page 20
Recruitment, hiring, and selection
Agencies need a systematic means of incorporating community policing
elements into their recruitment, selection, and hiring processes, Job
descriptions should recognize community policing and problem-
solving
responsibilities and encourage the recruitment of officers who have a"spirit of
service," instead of only a"spirit of adventure:'A community policing agency
also has to thoughtfully examine where it is seeking recruits, whom it is
recruiting and hiring, and what is being tested. Agencies are also encouraged
to seek community involvement in this process through the identification of
competencies and participation in review boards.
Personnelsupetvision/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 problemsolving 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
Page 21
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.
Cotnmunication/access to data
Technology provides agencies with an important formu 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 interopera6ility with other entities
for more efficient operations, Community policing also encourages the use of
technology to develop accountability and performance measurement systems
that aretimely 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
Page 22
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 infiised into all police operations and guide decision-
making efforts. Agencies are encouraged to think innovatively about their
responses and view snaking arrests as only one of a wide array of potential
responses. A major conceptual vehicle for helping officers to think about
problem solvingin a structured and disciplined way is the SARA (Scanning;
Analysis, Response, and Assessment) problem -solving model.
Scanning:
Identifying and
prioritizing problems
Analysis:
Researching what
Is known about
the problem
Response:
Developing solutions to
bring about lasting reductions
in the number and extent
of problems
Assessment: —
Evaluating the success A
of the responses
Using the crime triangle to —
focus on immediate conditions
(victim/offender/location)
Page 23
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?, Wirat?, 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 and programs can
Page 24
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 usefil 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.
TargeWlctim
Eck,Iohn E. 2003." Police Problems: The Complexity of Problem Theory, Research and
Evaluation'
"In Johannes Knutsson, ed. Probinn�Oriented Policing. Froin Innovation to Mainstream.
Crime Prevention Studies, trot. 15. pp. 79-114. Monse}; New York: Criminal Justice Press and
Devon, U.K.: will= Publishing.
Page 25
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 wvw.cops.usdoj.gov, This easy -to -navigate website Is also the grant
application portal, providing access to online application forms.
S& COP;
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.ijsdoj.gov.
ISBN: 978-1-935676-06-5
e/051229476
August 2012
Page 27
DRAFT Recommendation Transportation (3-1-13)
Transportation Introduction / Needs Assessment
During the course of community information gathering sessions and committee meetings we
repeatedly listened to issues regarding miscommunications between the Iowa City Transit
Department and community members about:
• rules and regulations while being a passenger,
• procedures for disruptions
• the role of Transit Bus drivers in regards to their position when en route
Community members and local organizations who serve and work with diverse populations also
expressed frustration with:
• long bus rides due to lack of information
• missing the bus due to time interpretations
• delays in riders with cross-town destinations due to the downtown interchange
We continued discussion with community members to find that citizens felt as though the current
transit system is not set up for citizens who work in all types of employment which is evident by the
limited hours and days that bus services are unavailable particularly for late evening and weekend
service needs. Other concerns such as the cleanliness of high volume bus stops and the lack of
community outreach to assist youth and new residents about acceptable rider conduct were
mentioned.
Page 28
A. 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 service areas where there are swing shifts such as the
Heinz Road Area. We are also suggesting that Transit Services contact management of
the business in that area that may be able to assist with surveying the bussing needs of
their employees.
4. Public forum input suggested there may be issues with buses leaving a bus stop early. Current
transit policy requires drivers not to leave a stop early. The central bus facility uses an atomic
clock for the purpose of drivers to sync their clocks/watch.
Recommendation: Transit office place a clock at the downtown interchange that syncs with a clock
we post on bongo and City website. This would allow drivers and riders to routinely sync their
watches, etc. with the transit time.
B. 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 be displayed on the bus, website, Downtown Interchange,
and schools.
Create youth liaison by partnering with local schools to find students in leadership roles to
help drivers with incident is 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.
Page 29
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 that 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
appropriate 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
o Broad outreach and publicizing of survey
In addition consideration must be made for individuals not being able to access the survey
electronically (access to hard copy) and translation needs for different languages and email
distribution.
Note: This survey needs to be implemented and analyzed in 2013. Subsequent surveys should be
completed every two years. All survey results should be accessible to the general public.
C. 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)
D. Communication Issue:
Improve communication between other transit services in Iowa City/Coralville vicinity.
Page 30
Recommendation:
The committee proposes the Iowa City Transportation Department work on providing additional
transit needs as specified below:
Establish radio communication with the other transit services in order to provide
transfer options
Trip planner to include all local transit services and assist riders to travel
throughout the Iowa City/Coralville area
Review current services for streamlining and/or duplication of services with other
transit services
Page 31
a. EQUITY REPORT
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, and any other
committees determined by the City Council.
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
(e.g. culturally and linguistically and interpretation skills), 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 and colleges, 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.) ethRisity, nationality, G.)
stains, c.) gender, d.) juvenile/adult status or age, e.) disability status, f.) geographical
location, g.) socio-economic status, h) veteran status.
b. HOUSING AND CITY EMPLOYMENT
Comments were received regarding housing and city employment issues not related to the scope of
the work of this Committee.
c. PUBLIC ACCESS AND UPDATES
After adoption of the recommendations by the City Council the recommendations should be
available to the public via the City website and timeframes identified for each and progress updates
provided to the site.
Ad I loc Diversity Committee, City of Iowa City
Recommendations
Revised from Feb. 25 2013 Committee Minutes
March 4, 2013
Submitted by Joe 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, and any other committees determined by the city Council.
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, and training,
including cultural, linguistic interpretation and communication skills,
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, e.g. personnel, recruitment, and training, including cultural,
il
linguistic interpretation and communication skills, i.) other pertinent
information.
4. The Report data and information (whenever available and aggregated to
protect individual/personal identification) shall include: a.) rac%thnicity,
b.) citizenship, c.) gender, d.) juvenile/adult status or age, e.) disability
status, f.) geographical location, g.) socio-economic status, h.) veteran
status.
5. The Report, as determined by the City Council, may contain data and
information, as specified above, regarding other City Departments and
Services.
EQUITY REPORT (From the 2/25/2013 Ad Hoc Diversity Committee
Agenda and Minutes)
BELOW
a, EQUITY REPORT
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, and any other
committees determined by the City Council.
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
(e,g. culturally and linguistically and interpretation skills), 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 Transportalton Services Department: a) routes, stops, and frequency of service, b,)
occupancy/ utilization, c.) coordination with other public transportation services, including
public schools and colleges, d,) userslridership communication services, e,) use of
surveillance technology, f.) disruptions of service, g.) complaints, h.) administrative
procedures and practices, L) other pertinent information.
4. The Report data and information (whenever available and aggregated to protect
individuallpersonal identification) shall include: a.) race, b,) 4*4 , nationality, 0. immigrant
status; c.) gender, d.) juvenile/adult status or age, e.) disability status, f.) geographical
location, g.) socioeconomic status, h) veteran status,
p
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