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HomeMy WebLinkAbout05-13-2003 Communication INSTRUCTIONS FOR UNTIMELY COMPLAINTS 1. Stamp each page with date and "Confidential? 2. Label with next consecutive number (i.e. PCRB #99-__) 3. Make two copies of the original complaint 4. Give a copy of the original complaint to Chief Winkelhake and/or Steve Atkins, with Form Letter A. 5. On the second copy, delete all references to officer names 6. Distribute this second copy to PCRB members in the next packet 7. Send Form Letter B to the complainant 8. Subsequent to the meeting at which the complaint's timeliness is considered: · Form Letter C is sent to the complainant · Form Letter D is sent to the Chief and/or City Manager · Public Report of Summary Dismissal is approved and forwarded to the City Council POLICE CITIZENS REVIEW BOARD A Board of the City of Iowa City 410 East Washington Street Iowa City IA 52240-'I 826 (3 '19)356-504 '1 FORM LETTER A Date R. J. Winkelhake, Chief of Police and/or Steve Atkins, City Manager Dear xxxxxx: The Police Citizens Review Board has received Complaint #01-xx filed on xxxxx xx, 2001. This complaint appears to be an untimely complaint and will be reviewed by the Board at its next meeting. Sincerely, John Watson, Chair Police Citizens Review Board cc: PCRB PCRBFFimeliness Form Ltr. A:4/13/99 POLICE CITIZENS REVIEW BOARD A Board of the City of Iowa City 410 East Washington Street Iowa City IA 52240-1826 (319)356-5041 FORM LETTER B Date To Complainant Dear xxxxxx: The Police Citizens Review Board has received your Complaint dated xxxxx xx,2001 regarding an incident that took place on xxxxxx xx, 2001. Under Section 8-8-3 D of the City Code of Iowa City, the PCRB can only consider complaints brought within 60/90 days of the incident complained of. It appears that your complaint may have been filed too late. At our next meeting on xxxxx xx, 2001, we will consider whether we should dismiss your complaint because it was filed too late. The Board would be glad to receive and review any written information from you relevant to your complaint's timeliness. Any materials you want the PCRB to consider should be sent to the Board before its meeting on xxxxx xx. If you have any questions about this matter, please contact the PCRB office at 356-5041. Sincerely, John Watson, Chair Police Citizens Review Board cc: R.J. Winkelhake, Chief of Police Steve Atkins, City Manager Eleanor Dilkes, City Attorney PCRB PCRB?Timeliness Form Ltr. B:4/13/99 POLICE CITIZENS REVIEW BOARD A Board of the City of Iowa City 410 East Washington Street Iowa City IA 52240-1826 (319)356-5041 FORM LETTER C Date To Complainant Dear xxxxxxx: The Complaint you filed with the Police Citizens Review Board on xxxx xx, 2001 was summarily dismissed by the Board at its meeting on xxxxx xx, 200'1 because it was not filed on time. The PCRB Ordinance does not permit the Board to consider complaints filed more than 90 (ninety) days after the incident complained of. You may file a complaint directly with the Iowa City Police Department if you wish to. If you have any further questions regarding this, please call the Board office. Sincerely, Leah Cohen, Chair Police Citizens Review Board cc: PCRB PCRB/Timeliness Fon'n Ltr C:4/13/99 POLICE CITIZENS REVIEW BOARD A Board of the City of Iowa City 410 East Washington Street Iowa City IA 52240-1826 (319)356-5413 FORM LE'I-I'ER D Date R. J. Winkelhake, Chief of Police and/or Steve Atkins, City Manager RE: PCRB #99-xx Dear xxxxxx: In accordance with Section 8-8-3(E) of the PCRB Ordinance and Section 1 .B of its Standard Operating Procedures, the Police Citizens Review Board considered Complaint #99-xx in executive session on xxxxxx xx, 1999. The incident which is the subject of this complaint occurred on xxxxxx xx, 1999. The PCRB hereby summarily dismisses Complaint #99-xx. The Police Department [or City Manager] does not need 'to proceed with an investigation of this complaint. Sincerely, Leah Cohen, Chair Police Citizens Review Board cc: PCRt~ FORM PCRB REPORT OF SUMMARY DISMISSAL TO THE CITY COUNCIL PCRB Complaint #01-xx, filed xxxxx, 2001, was summarily dismissed as required by the City Code, Section 8-8-3 D and 8-8-3 E. The complaint was not filed within 90 (ninety) of the alleged misconduct. DATED: PCRBFrimeliness Report Form:4/13/99 City of Iowa City MEMORANDUM Date: May 8, 2003 To: PCRB From: Marian K. Karr, City Clerk Re; State Budget Reductions The attached memo was sent to the City Council in their May 8 information packet. Work sessions are scheduled for May 12 and 13 on the matter. Please call me with any questions you may have. City of Iowa City MEMORANDUM Date: May 6, 2003 To: City Council From: City Manager Re: Budget Reduction Plan ~' As we are all aware, the State legislature has seen fit to approve legislation resulting in a dramatic reduction in State aid to municipal governments. These reductions, which involve a repeal of existing law, are applicable to our FY04 budget and thereafter. The FY04 budget was approved by the City Council and submitted to the State in Mamh as required by law. The State aid to municipal governments involved the consolidated payment from the State for population, personal property tax reimbursement, monies and credits, as well as the bank franchise fees. These amount to slightly over $1 million in our FY04 General Fund. Considering we levy $18,500,000 in property taxes for our General Fund operations, this represents 5.4% of General Fund property tax revenues for FY04. Additionally, we have also been advised the residential rollback for FY05 will decline dramatically from its current 51.3% to 47% or less. The rollback represents another loss of income to our General Fund and is projected to result in a further revenue reduction in FY05 of $800,000. In order to effectively address these circumstances, both fiscal years 04 and 05 need to be considered in order to assess the full impact of these State reductions. All of these issues in combination require we permanently reduce our proposed FY04 budget and our projected 05 budget, as well as consider what other future revenue alternatives might be available. We are using maximum taxing authority for our General Fund Operations. One of the greatest problems in reducing any government's budget is the highly political question of the relative value of public services. All public services are valuable, at least to those citizens who utilize the particular service. Most everyone would agree there are varying levels of public services. Some services benefit many, others a few. The continuum of public services ranges from mandated programs that cannot be reduced to programs that have evolved because of community interests. As we work to reduce our services/programs in the face of the recent State executive/legislative action, we would hope to achieve some balance in the task of reducing - a daunting task for the Council. State Reduction in Aid May 6, 2003 Page 2 In order to develop a Budget Reduction Plan that minimizes the effect on public services and our employees, as well as meet the financial constraints imposed upon us, we initiated abbreviated but intense review of departmental operations and have prepared for your consideration program reductions and revenue increases, as well as an implementation strategy. Some of the service reductions involve internal accountability and administrative systems that support our organization, and others that provide direct service to the'community. The new and/or amended revenues suggested will require Council legislative authorization, preferably early in the process. In order to minimize the impact of the budget reductions implemented and others as you might direct, we are proposing, to the fullest extent possible, these reductions be phased in over the next 18 months - July 1, 2003 to January 1, 2005. Our current cash position that has supported our highly favorable credit rating and due to our historic efforts to maintain these healthy reserves will allow us some discretion in implementing budget changes. This can protect us from severe and immediate changes such as those recently imposed by the State. However, our reserves cannot provide monies to offset the overall effect of the reductions in revenue by the State. Permanent reductions and/or revenue increases must be initiated. A phased approach is somewhat unique and does require commitment to a plan of reduced service, but also allows a more thoughtful, deliberate approach to the overall reduction in force that will need to occur. There are service reductions you may find acceptable and others you may not. Proposed reductions and options have been prepared. The ability to phase a particular service reduction will also need to be determined as you assess each reduction proposal. You have the ability to move decisively and make reductions immediately. However, we believe our planned approach, which incorporates managed attrition, is better for all concerned - the community, our employees, and our overall financial position. In the preparation of the Budget Reduction Plan, a basic underlying premise was used - we would "manage our way" through these difficult circumstances and not create a knee-jerk response. We applied the following principles to our proposal: State Reduction in Aid May 6, 2003 Page 3 1. We have attempted to bring a balanced approach to service changes/reductions without severely compromising the overall mission of the department which provides the particular public service. 2. We would attempt a managed process whereby a phasing of these reductions would occur. Wherever possible in implementing our managed attrition plan, the direct impac~ on employees (immediate layoff) is minimized. This also has an added benefit of minimizing unemployment compensation costs (we are self-insured). 3. With a managed attrition plan, we utilize our historic retirement patterns and annual turnover experience to support a phased implementation policy for the Budget Reduction Plan. As of January 1, 2005 we will have 25 employees eligible for retirement. Please note we cannot make someone retire, but our experience is that many will choose to do so. Also annual turnover and other resignations are factored into the reduction in force. If there is not sufficient reduction in proposed permanent employment as outlined in the Budget Reduction Plan, it will of necessity require implementation (layoff) of the reduction. We are working to minimize those circumstances. In implementing a managed attrition plan, my office will need discretion in determining which positions are filled and those which are not. In order to reduce total employment, attrition plans and/or freezes must be used wisely. Attrition is random, that is those who wish to retire or resign are not the positions involved in the service reduction. Certain positions may need to be filled. Without management discretion, an effort to reduce overall employment cannot effectively occur. 4. We would use our cash reserves to support the planned phasing of reductions. However, certain services do not lend themselves to phasing and will require immediate reduction. 5. We must be vigilant in preserving our Aaa credit in order to assure no long-term slippage of our financial position. This cannot be guaranteed due to the State's control over local governments as clearly represented by the imposed revenue reductions. We are vulnerable to State financial policy, but it will remain our goal to preserve our superior credit and the long-term savings it represents. 6. Departments will be given goals and directions in accordance with the Budget Reduction Plan approved by Council, and given no more than 18 months to fulfill the Budget Reduction Plan. Periodic reports will be prepared for Council in order to update our efforts. State Reduction in Aid May 6, 2003 Page 4 7. County governments as well as cities will have their State aid reduced. We note we have contracts with the County for library and senior services. If they were to reduce their participation, we would need further reductions in the General Fund. 8. Wage freezes were not considered as a component of the Budget Reduction Plan. By postponing adjustments for a period of time, we gain little in attempting to provide for permanent reductions in the costs of our program of services. Additionally, there is a question of fairness, i.e. singling out any group of employees in order to have them bear an extraordinary financial burden while other groups do not. There is often a tendency to apply such a freeze to administrative employees since they are not subject to collective bargaining agreements. Many of these are long-term employees and they have been encouraged over the years that hard work and achievement will provide certain rewards. To single out that group discourages ambition. Like other organizations, including the universities and the State of Iowa, we should work to assure that the compensation for our employees is fair. We also propose that our Enterprise Funds be left out of the equation in the reductions of our General Fund. There will be employee turnover within these funds as well as others, and we can create an opportunity to have those employees leaving General Fund service to possibly seek employment with a position financed by an Enterprise Fund. I must reiterate that the circumstances we face are a direct result of the State's control over local government finances and cleady demonstrate our financial vulnerability to tt'{e State. Be that as it may, we must move decisively to respond to these changes. The Budget Reduction Plan represents $1,340,000 in reductions, and $497,000 in new revenues, or a total of $1,837,000. We recognize that expenses and revenues projected out much beyond eighteen months are difficult to guarantee (also another session of the State Legislature will occur January 2004). We believe we have made accurate projections based on the information available. Also included in this report are "options" which will give you some ideas about alternative revenue increases or budget reductions. Many of the options need additional work in order to estimate their financial consequences. Attachment BUDGET REDUCTION AND REVENUE PROPOSALS (not in priority order) 04 05 1. Reduction of one Associate Planner. Will result in delays in implementing -40,000 the Comprehensive Code Update. -40,000 2. Elimination of neighborhood newsletters, preparation, printing and mailing. -16,000 Will consider use of web page and encourage neighborhoods to create their own financial resources. -16,000 3. Eliminate PIN grants from General Fund. Street and related right-of-way -15,0b0 improvements can be financed from Road Use Tax. A PIN grant program related to right-of-way improvements could include minor street repair, -15,000 trees in right-of-way, neighborhood signing, trails, bikeways. 4. Reduce contribution to ICAD by 10%, or $5,000. This contribution has been -5,000 $50,000 for many years. Note the Department of Planning and Community Development also has not filled the Economic Development Coordinator -5,000 position. These duties have been assumed, part-time, by our Community and Economic Development Coordinator. · 5. Reduce library pdnting and postage by $15,000. Library newsletter and -15,000 circulation notice distribution will be reduced. They will be sent electronically to the fullest extent practical. -15,000 6. Reduce library materials budget to FY03 levels and establish this as the -15,000 new base amount. The reduction is $15,000. -15,000 7. Elimination of one FTE position. Library operational policy will determine -45,000 the specific positions. -45,000 8. Increase library fines and fees. +15,000 +15,000 9. Library commercial space to be leased and rental income accrue to -0- General Fund. The space represents 4200 square feet on first floor and 7000 square feet in basement. Originally the income was to be used to +50,000 retire library building debt. The estimated income would be directed to the General Fund, not debt service. An annual income when fully leased $100,000. 10. Eliminate library parking reimbursement ($10,000) begun in 2000 to -10,000 -10,000 address library users' most persistent complaint. 11. Reduce the complement of Police Officers personnel by 5. Immediate 250,000 impact will be the elimination of DARE, reduction in Community Relations activities, reduced patrol strength and investigative work. Other possible 250,000 staffing reductions, in lieu of, will be considered as alternative reduction options continue to be explored. 12. Eliminate 2 full-time equivalent permanent employees in parks and/or -80,000 recreation. Final positions vacated to be determined by program reductions, attrition and retirement effects on total departmental -80,000 employment. O4 O5 13. Reduce all Community Events and Aid to Agencies for FY04 by 10%; and -37,000 10% for FY05. Each recipient would be notified of the reduction of 10% in the amount the Council approved for FY04. It would become the new base -34,000 for FY05. 14. Reduce the complement of Public Works, Engineering, and related support -130,000 staff by 2% full-time equivalents. Much of the staff time is devoted to design, management, inspection-related services for capital and -130,000 maintenance related projects. 15. Reduce the complement of Finance and General Administrative support by -130,000 2% full-time equivalents. These positions support our internal management programs/policies and provide support to other City departments. -130,000 16. Charge the Housing Authority for the administrative time of the Housing +10,000 Assistant in performance of Housing Quality Standards required by the Department of H.U.D. +10,000 17. For the Housing Inspection Division to be fully funded by fee revenue and +90,000 maintain the same staff level, the fees would need to be increased by 42%, or $93,000 per year. +90,000 Option - To be fully funded AND hire an additional inspector would need to increase 66% and generate $145,000. 18. Eliminate Saturday Bus service. This service represents 11% of our -180,000 revenue miles/cost, but only 4% of our ridership. -180,000 19. Reduce advertising budget for Transit (current budget is $20,000) -5,000 -5,000 20. Charge a $.25 fare for the Downtown Shuttle. +30,000 +30,000 21. Re-do our employee training and education policies to concentrate on -75,000 continuing education requirements, training and education transferable to other employees. Review all out of state travel related to training and -75,000 education. Discourage City employee participation in leadership roles for professional association. 22. Increase Building Inspection fees by $70,000. Current fees amount to +70,000 $800,000 annually. An increase of $70,000 or 8% - our fee schedule would remain similar to other area communities. +70,000 23. Eliminate the Saturday night concert series planned for downtown -8,000 pedestrian mall. -8,000 24. Reduce Parkland Acquisition Fund from $320,000 to $50,000. These +100,000 Funds would be payable to the General Fund for FY04 of $100,000; FY05 of $100,000; and $70,000 in FY06. This eliminates capital Project +100,000 contributions and a means for financing the Parks & Recreation Master Plan. 04 05 25. Increase parking violations from $3 to $5, assuming the State Legislature +75,000 authorizes the ability to increase. +75,000 26. Reduce Hotel Tax contribution to the CVB from $137,500 to $100,000, and -37,000 change annual % contribution of Hotel tax from 25% to 20%. -37,000 27. Eliminate Public Power study for FY04. This preliminary study was -50,000 financed in FY03 for $18,000. This would have the effect of no additional financing available for any follow-up studies and related costs such as -0- litigation for consideration of this proposal. 28. Increase cable revenues paid to the General Fund from current $30,000 +70,000 annually (was new in FY04) to $100,000. Will require program reductions in cable operations. +70,000 29. Reduce Fire staff from 59 to 55. The Department is currently one over staff -184,000 (authorized 58). In 2002, 6 new firefighters were hired in anticipation of the proposed 4~ station. The new station will be on indefinite hold. -184,000 30. Good bids, mild weather "fund." 50,000 50,000 mg~oroposals04-28.doc Options (not in priority order) 1. Develop a use of right-of-way fee for water, sewer, and storm water utilities. As Enterprise Funds these services operate in the public right-of-way, without charge. The consequences, depending on the system used to measure the financial implications, will have a direct impact on water and sewer rates, and the proposed fees for a storm water utility. 2. Eliminate selected Boards and Commissions. Will discontinue staff time commitment for newest boards. They are: Public Art Advisory Committee and Police Citizen Review Board. Direct expenses in value miscellaneous materials support and legal assistance, $4,000 and $7,000 respectively. 3. Eliminate transit service after 7 p.m. Would be an annual savings of $226,000. 4. Direct that negotiations for airport lease payments be initiated with increased rents as the goal. Establish a subsidy as a percentage of operations costs. 5. Assess the impact of the proposed nuisance abatement ordinance currently being considered. 6. Assess capital improvement project (those in current plan years and those unfunded) - decide on those that have the greatest potential to increase the property tax base. Economic development (tax base) to be higher priority in capital investment (CIP) - ~bang for the buck" economic policy. 7. Review all planning and development fees (currently they are inflation adjusted). 8. Review the biennial deer kill ($100,000/year) planned for FY04 and FY06 9. Restructure internal loans to Airport for Hangars, Senior Center, and Fire capital projects - Extend payments? (not recommended) Declare them paid? (can be done selectively) 10. Renegotiate SEATS agreement with County. Currently 40 hours of SEATS services are provided on weekends (Saturday and Sunday). If service is eliminated, a savings of $48,000 annually. 11. Expanded advertising on buses, painted to reflect a product promotion. Estimated annual income of $20,000. Could be as high as $40,000 if used on all 21 buses. 12. Eliminate selected national membership participation by the City in organizations representing City issues, most often at the Federal level. Such as: - National League of Cities $4,400 - American Public Transit $5,000 14. Eliminate payment of the $20,000 multi-county assessment from General Fund to EClCOG. Maintain an involvement in ECICOG Solid Waste Management issues with funds from Landfill revenues. 15. Increase parks and recreation fees. These include recreation programming, cemetery, shelter rental, and City park amusements. Recreation fees are sensitive to public reqbests for these types of services and are reviewed periodically. Cemetery and shelter fees have not been adjusted in several years. 16. Eliminate downtown shuttle. A savings of $80,000. 17. Consider an "Adopt-a-Trail" program for City trails and pedestrian ways, This would be similar to the IDOT "Adopt-a-Highway" program and our "Adopt-a-Park", 18. Consider rental of the Salvage Barn and Furniture Project. These two organizations use City- financed facilities at the Landfill for no charge. THE NACOLE REVlE SPRING 2003 IN THIS ISSUE 2 LETTER FROM THE PRESIDENT, NAT/ONAL ASSOCIATION FOR CZVILIAN OVERSIGHT BOARD OF DIRECTORS OF LAW ENFORCEMENT (NACOLE) 3 NACOLE MEMBERSHIP 9TH ANNUAL CONFERENCE APPLICATION September 21 - September 24, 2003 4 OMAHA: A Y~AR IN REVIEW MILLENNIUM BILTMORE HOTEL I LOS ANGELES BY TRISTAN BONN 506 S. Grand Avenue 5 CIVILIAN OVERSIGHT: TOOLS LOS Angeles, CA 90071 FOR SUCCESS - TOOLS FOR JUSTICE Reservations: 800.245.8673 6 NACOLE 2003 CONFERENCE HOTEL INFORMATION ~ ON THE WEB @ W~'~,N.NACOLE.ORG 7 NACOLE 2003 CONFERENCE REGISTRATION FORM Contents 8 Los ANGELES COUNTY CREATES A Home; History i FAQ NeN MODEL OF OVERSIGHT Membership Application BY STEPHEN ], CONNOLLY, RAY Board of Directors ]URADO, ILANA B.R. ROSENZWEIG Nacole Review 10 POLICE RESPONSE TO PERSONS National Conferences WTTH MENTAL ILLNESS: SEA1TLE NACOLE Update Mailing List CREATES NEW UNIT BY L,]. EDDY Information &Guidance 12 NACOLE 2002 ANNUAL REPORT U.S. Oversight Agencies Resources for Oversight Investigative Guidelines Varieties of Oversight Mediation i Board Training Bias Based Policing A Student's Guide to Police Practices Independent Investigation into Police Conduct in an Environment of Terrorism Citizen Review of Police Complaints: Four Critical Dimensions of Value LETTER FROM THE PRESIDENT This is the first issue of the newsletter for 2003. I would like to take this opportunity to thank the entire membership and all those who attended the 2002 conference in Cambridge, Massachusetts. Additionally, I want to thank the NACOLE Board of Directors for their contribution and commitment to the organization. Welcome to new Board Members Denise Deforest, Eduardo Diaz and Pierce Murphy. The 2002 conference was a huge success. The conference evaluation feedback we received was a key indicator of the excellent level of satisfaction with the quality of panels, workshops, top-notch speakers and the overall program offered. Enclosed is the annual report detailing 2002 accomplish- ments and the Board of Directors management of the association's business. The planning for the 2003 conference is well under way. As a result of feedback from the general membership, the NACOLE Board of Directors has selected topics broad enough to allow thought provoking and spirited discussions on a range of issues in Policing and Civilian Oversight Post Sep- tember 11th. The theme of this year's conference is Civilian Oversight: Tools for Success - Tools for .~ustice. The two and one-half day conference will be from Sunda¥~ September 21 to Wednes- day, September 24~ 2003. As always, NACOLE is committed to bringing dynamic speakers, keynotes and panelists from far and wide to address the conferees, and at the same time, fostering an exceptional environment for exchange of ideas and life experiences from many perspectives in policing and civilian oversight in the United States and abroad. In closing, there is no doubt that one of the most important features of our conference is the oppor- tunity to meet and talk with otd friends and make new ones. You will have the added advantage of networking opportunities with government representatives from all levels and individuals from the private sector both nationally and internationally. As we face new challenges brought on by the ever- changing world situation, this is a conference you certainly don't want to miss! MALV][NA MONTEt'RO~ NACOLE PRESIDENT NATIONAL ASSOCIATION FOR CIVILIAN OVERSIGHT OF LAW ENFORCEMENT 866.4NACOLE I nacole@nacole.org B~RD OF D~R~ ~cro~ OFFZCERS President :: Malvina Monteiro :: Cambridge, MA Vice President :: Barbara Attard :: Berkeley, CA Secretary :; James Johnson :: Cincinnati OH Treasurer :: Rose Ce.ia-Aragon :; Denver, CO Past President :: Sue Quinn :: San Diego, CA MEI~IBERS AT LARGE Robert Aaronson ;: Palo Air'o, CA Denise DeForest :~ Omaha, NE Eduardo Diaz :: Miami, FL Teresa Guerrero-Oaley ~: San Jose, CA Pierce Murphy :: Boise, ID Dede Wilhelm :: Kauai, HI ~ NACOLE Review Spring 2003 Page 2 ~ MEMBERSHIP APPLICATION PLEASE CHOOSE ONE OF THE FOLLOWZNG: [] Organizational: Name of Civilian Oversight Agency on which you serve/have served or for which you work/have worked. Dates of service or employment: Organizational members are agencies that provide civilian oversight of law enforcement by legislative or executive mandate. These agencies will receive one transferable regular membership and non- voting memberships for the remaining members of their boards/ staffs. Annual dues: $300 [] Regular: Regular members are individuals who are not sworn law enforcement officers and who serve/have served as Board/Commission members or staff for agencies mandated by legislative or executive authority to investigate and review complaints against law enforcement officers· Annual dues: $150. Dates of service or employment: [] Associate: Associate members are individuals concerned with the oversight of law enforcement. These members shall be able to participate in all NACOLE activities, including serving on committees, but are ineligible to vote or serve as officers. Annual dues: $100. Please fill in the following: Name Organization 1-~le Organization telephone (with area code) Organization address City, State, Zip Home address City, State, Zip Home telephone (with area code) .Organization fax Home fax Home e-mail Organization e-mail Are you a sworn member of a law enforcement agency? [] Yes [] No IV~AKE CHECKS PAYABLE TO NACOLE. MAIL FORM AND PAYMENT TO| P.O. Box 19261 DENVER, CO 80219 PLEASE CALL OR E-MAIL IF YOU HAVE QUESTIONS TELEPHONE; 866.4NACOLE (866.462.2653) E-MAIL: NACOLE~NACOLE.ORG ~ NACOLE Review [ Spring 2003 i Page 3 } OMAHA: A YEAR IN REVIEW sY TRISTAN BONN ] PUBLIC SAFETY AUDITOR I OMAHA, NEBRASKA In August 2000, the Omaha City citizen complaints and report the matter was well attended. Council adopted an ordinance patterns and trends of com- Supporters of the office showed creating the Office of the :[nde- plaint through the publication of up en masse and recounted, pendent Police Auditor. With a quarterly report. [n addition, again, the reasons why they the support of a strong grass the auditor would conduct supported oversight. Those roots movement and the na- public outreach to advise the opposing the Auditor, including tionally recognized expertise of public about the functions of the the Police Union and several local university professor Sam office. The office was originally councilmen, voiced the opinion Walker, the community opted for budgeted for the auditor, an that the office was unnecessary an auditor model of oversight, assistant auditor, and a secre- and that funds were needed for Oversight was opposed by the tary for a total first year budget more pressing matters. The Police Union, Police Chief and of $170,000.00. item was set over for a vote. the Mayor, but largely sup- Before the final vote could be ported by City Council. The taken, the City received a gift ordinance, although adopted in To supporters of the office, a from an anonymous donor that August 2000, was not funded covered the costs of the sufficient budget was critical : until January 200:1 and an Auditor's Office. Concerns over auditor was not hired until the to the office's success, potential conflicts of interest spring. A funny thing happened were quieted when the donor's ~' on the way to opening the identity was revealed; a local office .... An election was held. From the beginning, the cost of private foundation had made Runn ng on the issue of the the office has been a point of the gift. With the funding issue Auditor's Office, among other contention. To opponents, the solved, opponents, lead by the things, the incumbent Mayor, auditor represented a waste of union, called for oversight of the and most of City Council, was taxpayer dollars; money better entire City, claiming it was not t unseated. The result was a spent on police services. To fair to single out the Police mayor who supported the supporters of the office, a Department. Supporters of the Auditor's Office and a City sufficient budget was critical to office maintained this was a Council that, largely, did not. the office's success. The week further attempt to dilute the the new mayor and council auditor's focus and undercut The Auditor's Office opened were sworn in, they learned of the effectiveness of the office. June 4, 2001, one week before a $1S million revenue shortfall. :[n the end, a compromise was the new administration took lin its first month of existence, reached. The ordinance, with office. The Auditor's Office was the Auditor's Office was threat- the addition of the Fire Depart- charged with oversight of the ened with closure. While the ment and a name change to citizen complaint process Auditor's Office survived the "Public Safety Auditor," survived, conducted by the internal affairs budget cuts, the assistant's but the funding authorization unit of the Omaha Police De- position did not. was repealed. All of this oc- partment. To that end, the curred in the first six months of auditor would monitor and audit Then, in October 2001, one of the office's opening. citizen complaints investigated the newly elected city council- by the internal affairs unit. The men, who opposed the office, The controversy surrounding auditor would have complete placed the ordinance that the office diminished at the access to investigative files and created the Auditor's Office on beginning of 2002. Since then, the ability to attend interviews the agenda for repeal. This the office has been conducting and request further investiga- action prompted another round its usual business. While there tion. The auditor would also of debates about the merits of was very little start-up time, the collect statistical data regarding the office. A public hearing on office began monitoring cases continued on page 8 >> NACOLE Review Spring 2003 Page 4 CIVILIAN OVERSIGHT: TOOLS FOR SUCCESS - TooLS FOR JUSTICE 2003 NACOLE 9-m ANNUAL CONFERENCE NACOLE's 2003 training and development conference will be held in Los Angeles, California from Sunday, September 21 to Wednesday, September 24, 2003. Distinguish speakers, presenters and practitioners in the field of Civilian Oversight from through US will be featured. Series of professional and development training workshops, individual and panel presentations and networking sessions will be offered at this year's conference. There will be a lot more time for ques- tion and answer periods between presenters and conferees. The conference agenda will focus on the following topics: Recognizing Excessive Force :: Including Demonstrations Force Applied "Case Studies" :: Foot/Vehicle Pursuits and Menta~ illness 3ustice Post 9~.;I. :: Intelligence Gathering, Mass Demonstrations & First Amendment issues Insights on a Serious Police Misconduct Case Success in Civilian Oversight :: What Programs Work? Forum :: Vadoos Models of Civilian Oversight Interviewing Tough Witnesses and .ludging Credibility Mediation Save these dates on your calendar and plan to stay a few days before and after the conference and visit the beautiful City of Los Angeles. More detailed information about the conference wilt be posted to: www.nacole,org as it becomes available. BENEFitS OF THE CONFERENCE · Exposure to critical law enforcement issues shaping our future. · Opportunities to undertake new roles in civilian oversight nationally and locally. · Opportunities to meet and share ideas with leaders in the civilian oversight field. · Excellent written materials, handouts and sample reports from other practitioners in civilian oversight. · Membership in a fast-growing national network of civilian oversight and law enforcement leaders across the United States. · Development of essential skills to involve the community as a partner in community policing. · Extensive national dialogue between law enforcement personnel, citizens and civilian oversight practitio- w Define what communities need to know when establishing a civilian oversight system, changing existing review mechanisms and what accomplishments can be expected in the short and long term in any jurisdic- tion. · Network with city and state agencies to promote civilian oversight and police accountability reform pro- · Explain types of resistance used to derail or co-opt any form of civilian oversight system and effective strategies of countering that resistance. · Discuss what a community can expect to gain from a functioning civilian review process, and how citizen review agencies are effective in the reduction of municipal liability suits. ~ NACOLE Review i Spring 2003 j Page 5 ~ NACOLE 9TM ANNUAL CONFERENCE (NATIONAL ASSOCIATION FOR CIVTLIAN OVERSIGHT OF LAW ENFORCEMENT) MEETING DATES: SUNDAY, SEPTEMBER 21, 2003, THROUGH WEDNESDAY, SEPTEMBER 24, 2003 CONFERENCE HOTEL: MTLLENN1~UM B1'LTMORE HOTEL I LOS ANGELES 506 S, Grand Avenue Los Angeles, CA 90071 Reservations: 800.245.8673 Room RATES: Single/Occupancy $:1.29.00 per night Double Occupancy $13g.00 per night Additional Person $20.00 per night Suites $450.00+ per night A historic landmark, the IVlillennium Biltmore Hotel, Los Angeles, has been home to presidents, kings and Hollywood celebrities since it opened in 1923. The hotel's central location in downtown's busi- · ness district provides an inner-city retreat for your group's attendees. A full array of concierge ser- vices, health club facilities and business services are offered in the old-world charm and elegance of great European hotels. ; Millennium Biltmore Hotel, Los Angeles is located at the corner of Fifth and Grand, in the financial and cultural heart of downtown Los Angeles. The hotel is within close proximity to the Staples Center Arena, Music Center, the Civic Center, theaters, shopping and restaurants..lust up the street are freeways which enable quick and easy access to Beverly Hills, Hollywood, Marina del Rey, Disneyland and Universal Studios. The Hetro Subway is located across the street from the hotel. L.A. Tnterna- tional Airport is just 30 minutes away. For more information visit: http://www.millenniumhotels.com. The rates are extended for the period three days before throuoh three days after the conference. The Room Rates do not include taxes. Current taxes on hotel guest rooms are ~.4%, which rate is subject to change without notice. RESERVATIONS Guest reservations will be made by call in and must be received by the cut-off date, Friday, September 5, 2003. A valid major credit card or other deposit satisfactory must secure reserva- tions to the Hotel. The hotel accepts American Express, Master Card, Visa, Diner's Club and Discover Card. To make room reservations by telephone, please call 800,245.8673. Check-in time is 3:00 p.m. on the first date reserved. Check out time is :~2:00 noon. A late- departure charge may apply for any room occupied after the checkout time. TRANSPORTATION The Millennium Biltm0re Hotel is served by Super Shuttle (currently $13,50 each way) from LAX Airport on a regular daily schedule. PARIO:NG Overnight valet parking is available at the rate of $22.00 per day. HEALTH CLUB A full service Health Club is available for use by your attendees, currently at $7 daily· Health Club features include saunas (wet and dry), exercise equipment (Nautilus, Life Cycles, imported Italian tile swimming pool circa 1926), steam room, whirlpool and massage therapists (additional fee). NACOLE Review Spring 2003 Page 6 NACOLE 2003 CONFERENCE REGISTRATION FORM (PLEASE PRIN*/ PE) Name: Title/Agency: Address: City: State/Zip: Telephone: Fax: Email: EARLY REGZSTRATZON (by August 2gl 2003) $275 Regular Member - early registration/before August 29, 2003* $325 Regular Member - late registration/after August 29, 2003 $375 Non-Member - early registration/before August 29, 2003 $425 Non-Member - late registration/after August 29, 2003 *AGENCIES WITH ORGANIZATIONAL MEMBERSHIPS CAN REGISTER STAFF AND BOARD MEMBERS AT $275/$325 RATE. Amount Enclosed $ Please make checks payable to NACOLE and mail to: P. O. Box 19261 Denver, CO 80219 Telephone 866.4NACOLE (866.462.2653) :: Fax 303.256.5491 :: E-mail Nacole@Nacole.org Please call or e-mail if you have questions For office use only Date postmarked Date paid Received by p Cash p Check Check No. Member Status Registration Status p Early p Late No REFUND FOR CANCELLATION AFTER SEPTEMBER 10, 2003 TRAVEL ARRANGEMENTS MUST BE MADE EARLY AND THROUGH YOUR LOCAL TRAVEL AGENCY OR ANY MAJOR AIRLINE CARRIER ~ ~ ~ NACOLE Review I Spring 2003 I Page 7 } Los ANGELES COUNTY CREATES A NEW MODEL OF OVERSIGHT BY STEPHEN ]. CONNOLLY, RAY ]UP, ADO, ILANA B. R. ROSENZV~'EIG I STAFF A~ORNEYS I OFFICE OF INDEPENDENT REVIEW I COUNTY OF LOS ANGEl ES, CALIFORNIA The Office of Independent tion. At NACOLE's 2002 Fall Along with overseeing LASD's Review (OIR), which monitors Conference in Cambridge, internal investigation of the the Los Angeles County Sheriff's Massachusetts, OIR's six attor- incident, OIR identified systemic Department (LASD), began its neys reported on their first year deficiencies that had contrib- work in October of 2001. The and shared their approach to uted to the problems in the County Board of Supervisors achieving systemic change, case. The deputies' alleged and LASD have provided OIR misconduct (including false with many of the advantages report writing, false testimony, associated with effective civilian [DENTIFY THE iSSUE(S) and evidence planting) was ::~:' oversght including adequate never substantiated. However, resources and full access to OiR's work with LASD has two several avoidable lapses ended departmental records, meet- primary components: the up lending credence to the ings and personne Impor- independent monitoring of plaintiff's claims. Some of these ;; tantly, the outspoken support of specific investigations into were related to inadequate the Sheriff himself also helped alleged officer misconduct, and training and failure to establish establish a favorable climate the broader evaluation of stricter protocols for surveil- from the start, policies, practices, and training lance operations of the sort issues that may be implicated that led to the plaintiff's arrest While these factors provided a by those investigations. For for possession of drugs for sale· strong foundation, the process example, one of OIR's first Others had to do with faulty of turning opportunity into major projects involved an protocols for responding to results has nonethe- incident that had provoked a defense subpoenas, which kept less involved a learning curve civil rights lawsuit against Los important evidence from the for the new entity. One of the Angeles County. The history of jury and later resulted in the lessons to emerge is a "recipe" that case through the criminal appellate reversal of the · of sorts for recommending and then civil courts revealed a plaintiff's conviction. OIR reforms to LASD and guiding number of issues that war- eventually settled on four them through to implementa- ranted further consideration, different problematic areas and ? OMAHA: A YEAR IN REVIEW (CONTINUED FROM PAGE 4) and prepar ng reports a most affairs department completed Auditor's Office was left out of mmed~ately. The Auditors 59 investigations of citizen the general fund. The original Office has published six full complaints. In 2001, six months private funding was matched quarter reports, with a fourth of which the Auditor's Office with another grant and the that served as a year-in-review was open, the department Auditor is now funded through published shortly after the June investigated 77 citizen com~ the end of 2003. Truthfully, this 30, 2002 cut off. in the first plaints. Both the Police and Fire probably saved another attack three reports, the Auditor's Departments have cooperated on the office. The Auditor's Office made 29 recommenda- fully, allowing the Auditor's Office will likely remain privately tions, 20 of which have been Office needed access and funded until there are public acted on positively (more recent integration into their investiga- funds to support it. Currently, recommendation data will be tions, we are looking for more grant published in the next report), money to keep the office in The number of completed In 2002, the City went through existence. While this is not an investigations increased during another budget cycle and ideal situation, it beats the the first six months the office another dramatic budget alternative. was open. In 2000, the internal shortfall. Once again, the NACOLE Review Spring 2003 Page 8 .~ L LOS ANGELES COUNTY CREATES A NEW ~V~ODEL OF OVERS[GFIT (CONTINUED) sought ways to prevent their back from the parties who tions to the executives who had recurrence, would be responsible for the authority over the relevant tasks covered by proposed new areas of the department, in DETERHTNE THE EXiSTiNG policies~ ascending order of authority. ][t APPROACH AND THE REASONS FOR IT included the background to O[R's involvement, a description O[R recognized from an early O:[R recognized from an early of the perceived problems and point that it would need to "do point that it would need to the proposed solutions, and a its homework" in order to be "do its homework" in order to discussion of how implementa- credible and effective in sug- be credible and effective in tion could efficiently occur. This gesting reforms. The input of suggesting reforms, process, and the interactions I(nowledgeable parties became they involved, allowed for an early priority in helping O[R further refinement and con- determine whether perceived For example, one of the new structive discussion. Moreover, shortcomings or gaps in LASD policies OIR advocated was a securing the support of the practices really could and broader interpretation of supervisors at each level of the should be fixed. Because a big defense subpoenas requesting LASD hierarchy helped build issue in the case involved the records of radio and mobile momentum for the reforms as surveillance protocols of the computer transmissions among they made their way to the deputies who arrested the deputies. These transmissions ultimate decision-makers. plaintiff, O[R spoke with LASD's fall into several different cat- surveillance experts to deter- egories, and LASD had a prac- mine the applicability of their rice of narrowly interpreting OIR's client is the Los techniques to other specialized subpoenas to limit the catego- Angeles County Board units in the department. O[R ries provided. Offen, defen- of Supervisors. also learned about the history dants and their counsel lacked and the evolving priorities of the "magic words" to ad- the community-policing unit from equately describe and receive SEEK iNPUT FROM NoN-DEPART- which the deputies came. O[R the specific communications HENTAL SOURCES chose to focus on a couple of they sought. O[R consulted the specific protocols that could Communications Bureau per- O[R's client is the Los Angeles have made a difference in the sonnel who actually respond to County Board of Supervisors. case at issue, and which were such subpoenas, and asked Accordingly, before seeking not required under the unit's whether a more inclusive implementation of O[R-initiated existing directives, interpretation would be imprac- reform, it seeks input from the tical, burdensome, or otherwise Board. This allows OIR to learn TEST THE PROPOSED CHANGE WITH inadvisable· This interaction about and incorporate the THE PEOPLE BEST ABLE TO EVALUATE helped O[R to refine its recom- perspective of the entity most Tr, mendati0n, and to eliminate directly responsible for protect- potential obstacles before they lng the public's interests. [na LASD's executives are obviously could impede reforms, similar way, when O[R recog- the parties who must approve nizes that one of its proposed changes in policy or practice, Go uP THE CHAIN OF COMMAND reforms may effect a particular but the line-level personnel are outside entity (such as the those whose execution of them Once the groundwork was in court system in the subpoena will dictate their ultimate value, place for each of the proposed response issue described Accordingly, OIR pursued feed- changes, O[R made presenta- contmued on page 10 >> '{'i NACOLE Review Spring 2003 Page POLICE RESPONSE To PERSONS VVITH MENTAL ILLNESS: SEARLE POLICE CREATES NEW UNIT BY L.], EDDY I SERGEANT~ SEAllLE POLICE DEPARTNENT ]COORD[NA'rOR, SPD CIT I HOSTAGE NEGOTIATOR Since the deinstitutionalization person as "part of the con- The Seattle Police Department of the mentally ill in the mid spiracy'; and immediately find has developed a program that sixties, our jails have become themselves in an adversarial works to improve its overall the most often used "mental role. Public safety needs must response to persons who are health facility", more so than always be taken care of first emotionally upset, or may be any hospital. Nationally, over before further assessment or mentally ill. 7% of police calls involve a intervention occurs. Once a person suffering from a mental situation is stabilized, good In 1998 the Seattle Police illness. A large percentage of training in communication and Department joined in partner- these contacts are the result of assessment of the person with ship with the Seattle-King some kind of disturbance, or mental illness can become County Health Department, misdemeanor criminal activity, extremely valuable in t~ing to Mental Health Division and the Currently, in most police training control situations that could Washington State Alliance for academies, officers receive little escalate and result in the use of the Mentally Ill (WAMI) to more than 4 hours of instruction force, organize, train and implement a in how to communicate with the . specialized team of police mentally ill, The unfortunate officers. This unique and fact is that, as a direct result of The unfortunate fact is that, creative alliance was estab- their illness, some persons as a direct result of their lished for the purpose of devel- engage in behaviors that are illness, some persons engage oping a more intelligent, under- defined as criminal, (for ex- in behaviors that are standable and safe law enforce- ample: the person who busts defined as criminal.., ment approach to people who up a TV in a store, because the are in mental crisis. This com- television was "causing them munity effort is the genesis of pain"; or the person who Because of a lack of training in the Seattle Police Department's assaults another because of dealing with persons suffering Crisis Intervention Team (CIT). their delusional belief that the from mental illness, most other person is part of a con- officers have limited options The CIT consists of volunteer spiracy to kill them). All too when encountering a disturbed, officers from each of the five : often, responding police officers distraught, and possibly violent, precincts. CIT officers respond are viewed by the mentally ill person who may be mentally ill. to mental disturbance calls that Los ANGELES COUNTY CREATES A NEW ~V~ODEL OF OVERSIGHT (CONT/NUED FROt-1 PAGE 9) ), OIR attempts to consult implementation. This involve- sible made the approval and with representatives from that merit took different forms, all of implementation process much entity in order to weigh their which were intended to pro- less cumbersome and time- views of the change and adjust mote the ultimate success of intensive than a broader-based the proposed reform if appropri- the reforms by facilitating them initiative would require, while ate. in concrete ways. For example, still accomplishing significant OIR offered to draft the lan- improvements in the identified IMPLEMENT THE PROPOSED CHANGE guage of the policy changes areas. Finally, OIR has commit- and accompanying memoranda, ted to monitoring the reforms on Securing LASD's approval for This saved LASD some effort an ongoing basis, in order to recommended changes was and obviously increased OIR's evaluate their effectiveness and certainly a critical moment in the level of input. OIR also recog- help the department maintain its process, but OIR remained nized that tailoring the specific own level of focus in these active through their actual changes as narrowly as pos- areas. ~ NACOLE Review Spring 2003 Page 10 } POLICE RESPONSE TO PERSONS WITH MENTAL XLLNESS: SEATTLE POLICE CREATES NEW UNIT (CONTINUED) bring officers face to face with a panacea for all police involve- [n addition to its close relation- complex issues relating to lent with persons who may be ship with the Mental Health mental illness. (CIT officers have mentally disturbed. Such a Court staff, the CIT maintains a regular duty assignments as program is a beginning for liaison with community mental patrol officers, but are identified necessary adjustments that health providers who are in the dispatch system as being must be made from traditional tasked with supervising those mental illness specialists), police responses to similar designated as Dangerous situations. The CIT program Mentally Ill Offender (DMIO). CIT officers participate in spe- (modeled after a program CIT is also in constant commum- cialized training under the developed in Memphis, Tenn.) cation with the Department of instructional supervision of has been developed in other Corrections regarding the mental health providers, family cities across the United States. supervision of offenders who advocates (WAMI) and mental The Seattle program has been struggle to maintain compliance health consumer groups. A 40- studied for possible replication because of their mental illness. hour multi-discipline training in other Washington State program enables officers to agencies, as well as the United better understand and respond Kingdom. The CIT model has The Seattle Police to calls involving persons been instrumental in offering: 1) Department has taken the demonstrating signs of mental specially trained officers (CIT) to illness. The CIT consists of respond immediately to crisis C]'T program a step further, approximately 260 officers and calls; 2) ongoing training of CIT sergeants. (2:[2 are assigned in officers provided by mental the patrol division). These health professionals; 3) estab- The Crisis Intervention Team officers maintain 24 hour, 7- lishment of partnerships of program is a community effort days a week coverage. CIT police, mental health providers, bringing the police aha the training provides officers with mental health consumers, and community together for common education about mental illness the State Alliance for the Men- goals of safety, understanding, and how best to handle a tally Ill, as well as Department and service to those suffering person who is experiencing a of Corrections. (Direct involve- from mental illness and to their crisis. With this training, CIT lent in the Dangerous Mentally families, it is to these goals officers can confidently offer a Ill Offender (DMIO) program) that the Seattle Police Depart- more humane and calm ap- lent stands committed. proach. CIT officers also learn The Seattle Police Department more about local resources and has taken the CIT program a services and how to effectively step further. Almost coinciden- refer to appropriate service tally, the Seattle Municipal Court providers, developed a Mental Health Court model to better handle situations involving persons A Crisis Intervention Team who are mentally ill and is not a panacea for all charged with misdemeanor police involvement with crimes. The cl-r works closely persons who may be with the Mental Health Court mentally disturbed, staff to assist the court clients in maintaining their safety and fulfilling their obligations to the A Crisis Intervention Team is not court. ~ NACOLE Review Spring 2003 Page THE NATIONAL ASSOCIATION FOR CIV:[LIAN OVERSIGHT OF LAW ENFORCEMENT 2002 ANNUAL REPORT The National Association for Civilian Oversight of Regular Members are individuals who are not Law Enforcement, or NACOLE, is made up of currently sworn law enforcement officers; who persons and organ zations in the Un ted States serve or have served as Oversight Board/ Commis- : } who work in civilian oversight, and of others sion members; or who work or have worked for hour the world who are interested in the agencies mandated by legislative or executive development and progress of oversight in the U.S. authority to investigate and/ or review complaints . NACOLE ncorporated n :~995; approved Bylaws in about law enforcement in the United States. :~998 obtained nonprofit status in 1999 and Regular Members hold a non-transferable vote and elected its first Board in 2000. That Board con- are eligible for one Member Conference fee. its two year term on December 31, 2002. Regular Piembership dues are $150 annually. THE rVIIsSION As of December 3:~, 2002, NACOLE's regular members represented various jurisdictions in NACOLE is a nonprofit organization of civilian Hawaii; California; Minnesota, Colorado, Ohio, oversight practitioners and supporters working to Florida, Idaho, Pennsylvania, Nebraska; Illinois; )romote fair, firm and consistent law enforcement New Hampshire; and Tennessee. in the United States through the practice of civilian oversight. Associate Members are individuals concerned with civilian oversight of law enforcement, but who do NACOLE is based on the belief that law enforce- not meet the requirements for Organizational or Tent derives its authority from the community; it Regular Membership. Associate Members include requires a two way dialog between the community persons who work in civilian oversight outside the and those charged with the duty to enforce laws. United States; persons currently working as law enforcement officers; academics and others not NACOLE provides training; referrals; information directly providing or experienced in oversight. sharing and technical assistance to the oversight Associate Membership dues are $:L00 annually. community and to persons and jurisdictions at- tempting to establish oversight As of December 31, 2002, NACOLE's Associate Members came from California; Iowa; Illinois; and THE ~4ErVlBERSHIP Indiana, as well as Canada, Hong Kong, Northern has several categories of Membership: Ireland and the Republic of Ireland. Organ zatona Members, Regular Members and Associate Members. NACOLE held its Annual General Membership Meeting on the third day of the Annual Conference, ?. Organizational Members are agenc es that prov de November 3, 2002, in Cambridge, Mass. Forty civilian oversight of law enforcement by legislative persons attended including 27 voting members. executive mandate. They receive one transfer- able regular (voting) membership and non-voting THE BOARD AND THE CONDUCT OF BUSINESS memberships for the remaining members of the r oversight Boards/ Corem ss ons or staffs They are NACOLE's Board is a racially diverse Board and eligible for IViember Conference Fees for a board represents all areas of the United States. It or staff members. Most organizational members consists of President Sue Quinn (San Diego; Calif.); Vice President Malvina iVlonteiro (Cambridge, are municipal or county jursdctons; some are organizations contracted by governmenta entities IVlass.); Treasurer Rose Ceja-Aragon (Denver, Colo.); Secretary Barbara Attard (Berkeley, Calif.) to provide oversight. Organizational Membership and Past President Brian C. Reeder (Indianapolis, dues are $300 annually; Organizational Member- Indiana). Directors are Jim Johnson (Cincinnati, ship is the most cost effective means for an over- Ohio); Joe Sandoval (Denver, Colo.); Teresa sight agency to receive the benefits of member- Guerrero Daley (San Jose, Calif.); Robert Aaronson ship. (Palo Alto, Calif.); Don Casimere (Sacramento, Calif.) and Dede Wilhelm (Kauai, Hawaii). As of December 31, 2002, NACOLE's organizational members represented the cities of Albany, NY; The Board provides and directs NACOLE's pro- Austin, TX; Berkeley, CA; Cambridge, IVlA; grams. The Board contributed approximately 3650 Claremont, CA; Indianapolis, IN; Ithaca, NY; Long hours to NACOLE in 2002. About 1550 Board hours Beach, CA;, Los Angeles, CA; Minneapolis, PIN; were spent on NACOLE's governance and 2100 New Haven, CT; New York, NY; Novato, CA; Oak- hours on NACOLE's programs. NACOLE members land, CA; Dayton, OH;Philadelphia, PA; Pittsburgh, who are not on the Board volunteered approxi- PA; Portland, OR; Riverside CA; San Diego, CA: San mately 800 hundred hours of work on governance Francisco, CA; Santa Cruz, CA; Seattle, WA; Syra- and programs. These hours equate to approxi- cuse, NY; Washington, DC and the counties of Los Angeles and San Diego, CA. mately two staff years. continued on next page >> ~L NACOLE Review Spring 2003 '. Page :[2 1~,' The Board met twice in 2002; held twenty-one evidence-driven process her office uses; and the Board teleconference meetings and conducted absolute necessity of robust, adequately funded other business by telephone and mail. The Fi- oversight in an environment that includes terror- nance, Conference and Fundraising Sub-commit- ism. tees held additional teleconferencing meetings. Both these papers are available on NACOLE's FINANCIAL REPORT website, at NACOLE.org. The Finance Committee continued to implement Other presentations included the use of oversight the systemic revisions begun in 2001. Clyde Davis, analyses to reduce taxpayer liability for police the Treasurer since NACOLE's founding, was misconduct and/or errors; creative new oversight succeeded by Finance Committee Member Rose experiments; investigative skill building; and Ceja-Aragon who generously and indefatigably overviews of oversight models. applied her corporate comptroller experience to further NACOLE's goal of becoming grant-ready. The eight NACOLE founders were recognized for NACOLE's income derives from memberships, their contributions in shaping the organization. donations, conference enrollments, interest, the donated hours of the Board and other volunteers. Expanding NACOLE Programs - In 2002, NACOLE NACOLE's principle cash income derives from membership dues of $:16,500 and conference fees Expanded its informational website at NACOLE.org of $36,340. Donations in 2002 were $2,695. As NACOLE has no staff~ NACOLE programs are Expanded the NACOLE ListSecv wherein current queries, provided by the labor of the Board and several discussions and articles regarding police oversight and members. That in-kind labor is valued at $:L80,845. accountability are electronically distributed NACOLE's net income in 2002 was $6,8:~4. On Enhanced electronic and telephonic communications in order December 3:~, 2002, NACOLE's assets were to respond to public inquiries without delay }$44,375. Produced two editions of The NACOLE Review NACOLE's 8T. ANNUAL CONFERENCE Conducted outreach activities through out the year and "The Value 9f Civilian oversight: Dollars and Sense'' provided ongoing Technical Assistance to individuals, NACOLE returned to the east coast for the Annual jurisdictions and the media. Conference, held from October 3:Lst through November 3rd in Cambridge, Mass. Over fifty Work we hope ko accomplish in the future includes ~.agences and jurisdictions in the U.S. were repre- these goals: i sented, as were England, Northern :Ireland and i Br tan Over one hundred twenty-five persons ~ Growth of NACOLE membership; fundraising and obtaining attended grants in order to open a national off~ce and hire staff Deborah Livingston's Keynote Address outlined ~ Establishment of minimum training standards for oversight four dimensions of value we obtain from civilian Board/Commission members oversight: Holding officers accountable for miscon- duct; Keeping a record; recognizing complaints ~ Establishment of standards or accreditation for Boards/ provide vital sources of information about a de- Commissions and Auditor models partment and its relationship with the community it ; serves; identifying patterns and problems related ,~ Creation of advanced training for practitioners, Boards and to policies or supervision rather than misconduct; Commission Members and Building public trust and community cohesion through patient listening to all complaint parties. Participation in national and local dialogues about "post- MS. Livingston's discussion provided a blueprint September 11" policing and oversight other jurisdictions can use to analyze complaint data in reports such as Annual Reports and to NACOLE's Board is grateful to the membership for educate their communities, having had the opportunity to contribute to the development of oversight in 2002. We invite your in a second Keynote, Northern ireland's Police participation in this important work. Ombudsman, Nuala O'Loan discussed the impor- tance of conducting independent investigations into police conduct in an environment of terrorism. Ms. O'Loan's riveting discussion described the cdt ca questions citizen oversight must raise; the { NACOLE Review I Spring 2003 I Page THE NACOLE REVTEW SPRZNG 2003 ~ NATLONAL ASSOCIAI'[ON FOR CMUAN ~ OVERSZGHT OF LAW ENFORCEMENT ~ '~.. ~ PO Box 19261, ' ~' ~ ~'" DENVER~ CO 80219 '"'~:' -~* 1,1,1,,,I,1,,I,1,1,,111,,,,,,111,,I,,,I,1,1,1,,,,1111,,,11,,,I John Watson Police Citizens Review Board 410 E WasNngton St Iowa City IA 52240-1825 first class mail THE NACOLE RENEW %S PUBL/SHED TWICE A YEAR FOR ZHE HE~SERS O; NACOLE. NATIONAL ASSOCIATION FOR CZVILIAN OVERS%GeT OF : ~ ~ LAW ENFORCEMENT PO Box 19261, DENVER~ CO 80219 866.4NACOLE ~ FAX 301.794.0264 E-HA;L: NACOLE~)NACOLE,ORG OR CONTACT THE NACOLE BOARD AT H,, P://WWW.NACOLE.ORG EDTrOR-%N-CHZEF.' MALVLNO t~ONTF. ZROr HONTEZRO~)NACOLE.ORG EDTrOR-TN-CH%EF: PZERCE JgIURPHY EDZTOR,' LZSA ROBERTS © 2003 NACOLE~ TNC. ALL RZGHTS RESERVED.