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HomeMy WebLinkAbout4-16-2013 Police Citizens Review BoardMEMORANDUM POLICE CITIZENS REVIEW BOARD A Board of the City of Iowa City DATE: April 11, 2013 TO: PCRB Members FROM: Kellie Tuttle RE: Board Packet for meeting on April 16, 2013 Enclosed please find the following documents for your review and comment at the next board meeting: • Agenda for 04/16/13 • Minutes of the meeting on 03/06/13 • Minutes of the meeting on 04/02/13 • Diversity Committee Report to the City Council • Complaint Deadlines • Office Contacts — March 2013 • Extension request to City Council regarding PCRB Complaint #12-06 Other resources available: National Association for Civilian Oversight of Law Enforcement NACOLE provides information regarding civilian oversight in law enforcement nation wide. For more information see: www.NACOLE.org AGENDA POLICE CITIZENS REVIEW BOARD April 16, 2013 — 5:30 P.M. EMMA J. HARVAT HALL 410 E. Washington Street ITEM NOA CALL TO ORDER and ROLL CALL ITEM NO. 2 CONSIDER MOTION ADOPTING CONSENT CALENDAR AS PRESENTED OR AMENDED • Minutes of the meeting on 03/06/13 • Minutes of the meeting on 04/02/13 ITEM NO. 3 NEW BUSINESS • Diversity Committee Report ITEM NO. 4 OLD BUSINESS • Community Forum ITEM NO. 5 BOARD INFORMATION ITEM NO. 6 STAFF INFORMATION ITEM NO. 7 PUBLIC DISCUSSION ITEM NO. 8 TENTATIVE MEETING SCHEDULE and FUTURE AGENDAS • April 23, 2013, 6:00 PM, IC Public Library, Room A (Community Forum) • May 14, 2013, 5:30 PM, Helling Conference Rm • June 11, 2013, 5:30 PM, Helling Conference Rm • July 9, 2013, 5:30 PM, Helling Conference Rm ITEM NO. 9 ADJOURNMENT POLICE CITIZENS REVIEW BOARD MINUTES — MARCH 6, 2013 CALL TO ORDER: Chair Joseph Treloar called the meeting to order at 5:32 P.M. MEMBERS PRESENT: Melissa Jensen and Donald King, MEMBERS ABSENT: Kingsley Botchway and Royceann Porter STAFF PRESENT: Staff Kellie Tuttle STAFF ABSENT: Staff Catherine Pugh OTHERS PRESENT: UI Journalism students: Trevor Zavagno, Alec Gluesing, Candace McCrutcheon, Veronica Pieper, Jaiyeon Lee, Yoon Lee, Rachel Nolan, Kirsten Baron, Erin Manfall, Hannah Wickberg, and Mackenzie Moffitt. RECOMMENDATIONS TO COUNCIL None CONSENT CALENDAR Motion by King and seconded by Jensen to adopt the consent calendar as presented or amended. • Minutes of the meeting on 02/06/13 • ICPD Memorandum #13-05 (4th Quarter 2012 Use of Force Review) • ICPD Use of Force Report —October 2012 • ICPD Use of Force Report — November 2012 • ICPD Use of Force Report— December 2012 Motion carried, 310, Botchway and Porter absent. OLD BUSINESS Community Forum — The Board confirmed the forum date. Treloar suggested in addition to the required issues maybe someone could do a brief presentation on the 4th and 5th Amendment Rights at the forum. He suggested either Legal Counsel for the Board or asking someone form the Johnson County Attorney's office to present. The Board agreed it should be brief but would be geared toward educating the public on their rights. It was also suggested that the topic be regarding a specific area in order to keep the presentation brief. BOARD INFORMATION None. STAFF INFORMATION None. PUBLIC DISCUSSION Since there was UI Journalism students present; Treloar gave some background information regarding the PCRB and briefly explained the complaint process. The Board also answered questions from the student group. March 6, 2013 Page 2 EXECUTIVE SESSION Motion by King and seconded by Jensen to adjourn into Executive Session based on Section 21.5(1)(a) of the Code of Iowa to review or discuss records which are required or authorized by state or federal law to be kept confidential or to be kept confidential as a condition for that government body's possession or continued receipt of federal funds, and 22.7(11) personal information in confidential personnel records of public bodies including but not limited to cities, boards of supervisors and school districts, and 22-7(5) police officer investigative reports, except where disclosure is authorized elsewhere in the Code; and 22.7(18) Communications not required by law, rule or procedure that are made to a government body or to any of its employees by identified persons outside of government, to the extent that the government body receiving those communications from such persons outside of government could reasonably believe that those persons would be discouraged from making them to that government body if they were available for general public examination. Motion carried, 3/0, Botchway and Porter absent. Open session adjourned at 5:52 P.M. REGULAR SESSION Returned to open session at 6:18 P.M. Motion by King, seconded by Jensen to set the level of review for PCRB Complaint #12-06 to 8-8-7 (13)(1)(d), Request additional investigation by the Police Chief or City Manager, or request police assistance in the Board's own investigation; And request a 45-day extension for PCRB Complaint #12-06, due to the request for more information from the Iowa City Police Department; And direct staff to request the additional information from the Iowa City Police Department regarding PCRB Complaint #12-06. Motion carried, 3/0, Botchway and Porter absent. TENTATIVE MEETING SCHEDULE and FUTURE AGENDAS (subject to change) • April 9, 2013, 5:30 PM, Helling Conference Rm (Rescheduled to 4/16) • April 16, 2013, 5:30 PM, Emma J. Harvat Hall • April 23, 2013, 6:00 PM, Iowa City Public Library, Rm A (Community Forum) • May 14, 2013, 5:30 PM, Helling Conference Rm • June 11, 2013, 5:30 PM, Helling Conference Rm Motion by King, seconded by Jensen to move the April 9th meeting to the following week TBD based on room availability. Motion carried, 3/0, Botchway and Porter absent. ADJOURNMENT Motion for adjournment by King, seconded by Jensen. Motion carried, 3/0, Botchway and Porter absent. Meeting adjourned at 6:28 P.M. I F(2«mot +»a ` x x x x x$ x x x x x) x x x x x\ \ * \ * ® \ x x * x x \ o \ x x x $ e POLICE CITIZENS REVIEW BOARD MINUTES — April 2, 2013 CALL TO ORDER: Chair Joseph Treloar called the meeting to order at 12:04 P.M. MEMBERS PRESENT: Kingsley Botchway (12:05 P.M.), Donald King, and Royceann Porter MEMBERS ABSENT: Melissa Jensen STAFF PRESENT: Staff Kellie Tuttle present RECOMMENDATIONS TO COUNCIL Accept PCRB Report on Complaint #12-06 W/XilljA►y/2 SESSION Motion by King and seconded by Porter to adjourn into Executive Session based on Section 21.5(1)(a) of the Code of Iowa to review or discuss records which are required or authorized by state or federal law to be kept confidential or to be kept confidential as a condition for that government body's possession or continued receipt of federal funds, and 22.7(11) personal information in confidential personnel records of public bodies including but not limited to cities, boards of supervisors and school districts, and 22-7(5) police officer investigative reports, except where disclosure is authorized elsewhere in the Code; and 22.7(18) Communications not required by law, rule or procedure that are made to a government body or to any of its employees by identified persons outside of government, to the extent that the government body receiving those communications from such persons outside of government could reasonably believe that those persons would be discouraged from making them to that government body if they were available for general public examination. Motion carried, 4/0, Jensen absent. Open session adjourned at 12:05 P.M. REGULAR SESSION Returned to open session at 12:42 P.M. Motion by King, seconded by Botchway to forward the Public Report for PCRB Complaint #12-06 to City Council. Motion carried, 4/0, Jensen absent. TENTATIVE MEETING SCHEDULE and FUTURE AGENDAS (subject to change) • April 16, 2013, 5:30 PM, Emma J Harvat Hall • April 23, 2013, 6:00 PM, Iowa City Public Library, Rm A (Community Forum) • May 14, 2013, 5:30 PM, Hel ling Conference Rm • June 11, 2013, 5:30 PM, Helling Conference Rm ADJOURNMENT Motion for adjournment by King and seconded by Botchway. Motion carried, 4/0, Jensen absent. Meeting adjourned at 12:44 P.M. I ' / Q ? ? ? ? } ) ( x x x x x$ x x x x x\ x x x x x) x x x o x x x x \ & POLICE CITIZENS REVIEW BOARD A Board of the City of Iowa City 410 East Washington Street Iowa City, IA 52240-1826 (319)356-5041 April 2, 2013 To: City Council Complainant City Manager Sam Hargadine, Chief of Police Officer(s) involved in complaint From: Police Citizen's Review Board Re: Investigation of PCRB Complaint #12-06 This is the Report of the Police Citizens Review Board's (the "Board") review of the investigation of Complaint PCRB #12-06 (the "Complaint"). BOARD'S RESPONSIBILITY Under the City Code of the City of Iowa City, Section 8-8-76 (2), the Board's job is to review the Police Chief's Report ("Report") of his investigation of a complaint. The City Code requires the Board to apply a "reasonable basis" standard of review to the Report and to "give deference" to the Report "because of the Police Chiefs professional expertise", Section 8-8-7 B (2). While the City Code directs the Board to make "Findings of Fact", it also requires that the Board recommend that the Police Chief reverse or modify his findings only if these findings are "unsupported by substantial evidence', are "unreasonable, arbitrary or capricious" or are "contrary to a Police Department policy or practice, or any Federal, State or local law", Section 8-8-7 B (2) a, b, c. BOARD'S PROCEDURE The Complaint was initiated by the Complainant on November 26, 2012. As required by Section 8-8-5 (B) of the City Code, the Complaint was referred to the Chief of Police for investigation. The Chief's Report was filed with the City Clerk on February 22, 2013. The Board voted to review the Chiefs Report in accordance with Section 8-8-7 (13)(1)(a), On the record with no additional investigation. The Board met to consider the Report on March 6, 2013 and April 2, 2013. FINDINGS OF FACT On November 25, 2012 at 0408 am, Officer A observed a male running on the sidewalk in 700 blk of East Burlington. Officer A spoke with the subject, identified as the Complainant, and observed him to be intoxicated. Officer A asked the Complainant if he would consent to a search, to which the Complainant said yes, and then changed his mind. The Complainant said he was going to leave, at which point Officer A advised him he could not. The Complainant ran from Officer A, was told to stop, and was tackled after a short foot chase. The Complainant resisted while on the ground. Officer B arrived, followed by Officer C, and assisted Officer A in handcuffing the Complainant. During this time he appeared to sustain an abrasion to the side of his face, which officers believed to be minor. The Complainant was searched after being arrested, where a "one -hitter" (small pipe) was found. While Officers attempted to place him in the patrol car, the Complainant again began to resist and was taken to the ground again. Officer D was present at this point; his involvement with the Complainant was to take pictures of the Complainant's injuries. The Complainant was taken to the Johnson County Jail, and was charged with Public Intoxication, Interference with Official Acts, and Possession of Drug Paraphernalia. ALLEGATION #1 — Excessive Force Based on the provided witness statements, including the Complainant's, and the investigative reports, there is no evidence to suggest the use of excessive force. During his interview, the Complainant admitted his was never punched, kicked, or struck by officers. Allegation 1: Excessive force — Not sustained ALLEGATION #2 — Illegal Search There is no evidence to suggest the search was illegal. Officer A, after being advised by his supervisor to do so, was giving extra attention to an area with a high burglary rate. The Complainant was observed running in this area at 0408 am, at which time Officer A stopped him. The Officer asked the Complainant if he would agree to a search, the Complainant said "no" and was not searched. The Complainant was searched only after he was arrested which is standard practice. There is no violation of the Iowa City Police department policies indicated. Allegation 2: Illegal search — Not sustained COMMENTS None. Diversity Committee Presents Recommendations Page 1 of 1 A-L Index ICaov oro Home u Residents Business Government Visitors Diversity Committee Presents Recommendations On April, 9lh the ad -hoc Diversity Committee presented their recommendations to the City Council. The City Council, along with the City Manager's Office, Police Department and Transportation Services Department would like to extend our appreciation for the time, effort and hard work that each committee member invested in this important process. City staff is currently reviewing the recommendations and will be developing an implementation plan for City Council consideration in the next couple of months. To view a copy of the ad -hoc Diversity Committee report, please click here. A-Z Index Residents Business Government Visitors Citizen Service Center Transit Routes News E-Subscriptions Jobs Calendar Store Contact Information Web Policies City Employee Resources Copyright© 2006-2012 City of Iowa City 410 E Washington St., Iowa City, IA 52240 Phone (319)356-5000 littp://www.icgov.org/?id=2268 4/11/2013 DIVERSITY COMMITTEE REPORT TO THE CITY COUNCIL March 2013 TABLE OF CONTENTS I. Background Page II. Introduction and Recommendations for Law Enforcement ............ 4 (Police & Police Citizens Review Board) III. Introduction and Recommendations for Transportation Services ..... 29 IV. Oversight, Implementation and Further Study ........................... 33 a. Equity Report b. Housing and City Employment c. Public access and updates Page t 1 A t -0-= + ryMmnip� .0d CRY Of '4 4 In June 2012 the City Council passed Resolution 12-320 (pages 2-3) 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 9117/12) 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 (Sub -committee) January 10, 2013: City High (Sub -committee) The Spot (Sub -committee) 410 EAST WASHINGTON STREET e IOWA CITY, IOWA 52240-1826 9 (319) 356-5000 s FAX (319) 356-5009 Page 2, Prepared by: Susan Dulek, Asst. City Ally., 410 E. Washington St., Iowa City, IA 62240 (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. MAYOR �` - ^-�-- Apg ove 2 6,13-i� City Attorneys 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 felt it was ineffective and lacking in fairness. 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. Comments shared with the Committee included the following: ➢ 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 communities member's home for minor incidents. ➢ Similarly, they observed that additional police officers are often called in for traffic stops. A gentleman who does not speak English shared that he was pulled over for a traffic stop. The officer called for an interpreter, but additional officers were also called to the scene. It was questioned whether additional back-up was needed just because a translator was needed. ➢ At one of the student 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 from the 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 the Iowa City law enforcement system works. Page 6 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 the advisory group include members from the minority communities, and that public information sessions such as focus groups 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. Operating Procedures (June 12 2012) - it is recommended that the language regan 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 arrmmnanv tha mmnIninnnt 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 It. 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. (pages 11-12) 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 community meetings that were open to the general public: It is our recommendation that the police officers be more positively engaged 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 communities. 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 communities 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 (pages 13-28) Police Integrity I National Institute of Justice Page 11 U.S. Department of Justice, Office of Justice Programs National Institute of Justice The Research, Development, and Evaluation Agency of the U.S. Department of Justice Police Integrity On this page find: • Overview of Integrity • Management and Culture Affect Integrity • How to Improve Integrity Overview of Integrity A police force with integrity Is one with little or no misconduct or corruption. In the past, most studies viewed the problem of misconduct as one of individual problem officers, the so-called bad apples on the force. More recent studies show that whites generally see misconduct as episodic and confined to individual officers, while blacks tend to see misconduct as a more entrenched aspect of policing.lil Management and Culture Affect Integrity Current research finds that the management and culture of a department are the most important factors influencing police behavior.121 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 131: • 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. How to Improve Integrity Findings from a study of 3,235 officers from 30 mostly municipal law enforcement agencies reveal the following recommendations for police managerslal: • Address and discipline minor offenses so officers learn that major offenses will be disciplined too. • Open the disciplinary process to public scrutiny. • Rotate officer assignments to discourage the formation of bonds that lead officers to cover up the misconduct of others. Many departments are improving integrity and raising the standards for officers by taking the following steps: • Improving the way they hire and train officers in ethics and cultural awareness. • Collecting data to track traffic stops and other encounters with citizens. http://www.nij.gov/nij/topics/law-enforeement/legitimacy/integrity.htm 3/5/2013 Police Integrity I National Institute of Justice Page 12 • Soliciting community input through citizen review boards, ombudsmen or community problem - solving initiatives. Learn more from Enhancing Police Integrity (pdf, 16 pages) by Carl B. Mockers et al. 2005. Loam more from Principles for Promoting Police Integrity (pdf, 45 pages) a report from the U.S. Department of Justice, 2001. Back to: Law Enforcement: Race, Trust and Legitimacy. Notes 1t1 Weitzer, Ronald, and Steven A. Tuch, "Race and Perceptions of Police Misconduct," Social Problems 51 (August 2004): 305-325. 121 Fridell, Lorie, Robert Lunney, Drew Diamond, and Bruce Kubu, Racially Biased Policing: A Principled Response (pdf, 175 pages), Washington, D.C.: Police Executive Research Fomm, 2001, Exit Notice 131 Gatligan, Steven J., and Phyllis P. McDonald, eds., Police Integrity: Public Service With Honor (pdf, 103 pages), Washington, D.C.: U.S. Department of Justice, National Institute of Justice, January 1997, NO 163811. k1 Klockars, Carl B., Sanja Kutnjak Ivkovich, and Maria R. Haberfeld, Enhancing Police integrity (pdf, 16 pages), NIJ Research in Brief, Washington, D.C.: U.S. Department of Justice, National Institute of Justice, December 2005, NO 209269. Date Created: January 10, 2013 http://www.nij.gov/nij/topies/law-enforcement/legitimacy/integiity.htm 3/5/2013 Comm1 in'll',i i'�ICIrIQ Defined 0... U.11y.111SNQa rawma aSq er, 04..,.A1.1N a/JVSIw( The Primary Elements of Community Policing j Other Government Agencies I j Community Members/Groups I Nonprofits/Service Providers Private Businesses Media Agency Management Organizational Structure Commu Organizational I®� Problem Transformation I Solving Page 14 Community policing is comprised of three y components: Community Partnerships Collaborative partnerships between the law enforcement agency and the individuals and organizations they serve to develop solutions to problems and increase trust in police, Organizational Transformation The alignment of organizational management, structure, personnel, and information systems to support community partnerships and proactive problem solving. Problem Solving The process of engaging in the proactive and systematic examination of identified problems to develop and evaluate effective responses. Page 16 Other Government Agencies Community Members/Groups Nonprofits/Service Providers Private Businesses Media Community Partnerships Collaborative partnerships between the law enforcement agency and the individuals and organizations they serve to develop solutions to problems and increase trust in police. Community policing, recognizing that police rarely can solve public safety problems alone, encourages interactive partnerships with relevant stakeholders. The range of potential partners is large and these partnerships can be used to accomplish the two interrelated goals of developing solutions to problems through collaborative problem solving and improving public trust. The public should play a role in prioritizing and addressing public safety problems. Other Government Agencies Law enforcement organizations can partner with a number of other government agencies to identify community concerns and offer alternative solutions. Examples of agencies include legislative bodies, prosecutors, probation and parole, public works departments, neighboring law enforcement agencies, health and human services, child support services, ordinance enforcement, and schools, Community Members/Groups Individuals who live, work, or otherwise have an interest in the community — volunteers, activists, formal and informal community leaders, residents, visitors and tourists, and conunuters—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 community. They can assist with publicizing community concerns and available solutions, such as services from government or community agencies or new laws or codes that will be enforced. In addition, the media can have a significant impact on public perceptions of the police, crime problems, and fear of crime. Page 17 Page 18 Agency Management • Climate and culture • Leadership • Labor relations • Decision -making • Strategic planning • Policies • Organizational evaluations • Transparency Organizational Structure • Geographic assignment of officers • Despecialization • Resources and finances Personnel • Recruitment, hiring, and selection • Personnel supervision/ evaluations • Training Information Systems (Technology) • Communication/access to data • Quality and accuracy of data Organizational Transformation The alignment of organizational management, structture, personnel, and information systems to support conununity partnerships and proactive problem solving. The community policing philosophy focuses on the way that departments are organized and managed and how the infrastrucnire 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 infirses community policing ideals throughout the agency by staking 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 comminnent to community policing as the predominant way of doing business. Labor relations If community policing is going to be effective, police unions and similar forms of organized labor must be a part of the process and function as partners in the adoption of the community policing philosophy. Including labor groups in agency changes can ensure support for the changes that are imperative to community policing implementation. Decision -making Community policing calls for decentralization both in command structure and decision -making. Decentralized decision -making allows front-line officers to take responsibility for their role in community policing. When an officer is able to create solutions to problems and take risks, he or she ultimately feels accountable for those solutions and assumes a greater responsibility for the well-being of the community. Decentralized decision -making involves flattening the hierarchy of the agency, increasing tolerance for risk -taking in Page 19 Page 20 problem -solving efforts, and allowing officers discretion in handling calls. In addition, providing sufficient authority to coordinate various resources to attack a problem and allowing officers the autonomy to establish relationships with the community will help define problems and develop possible solutions. Strategic planning The department should have a written statement reflecting a department - wide commitment to community policing and a plan that matches operational needs to available resources and expertise. If a strategic plan is to have value, the members of the organization should be well -versed in it and be able to give examples of their efforts that support the plan. Components such as the organizations mission and values statement should be simple and communicated widely. Policies Community policing affects the nature and development of department policies and procedures to ensure that community policing principles and practices have an effect on activities on the street. Problem solving and partnerships, therefore, should become institutionalized in policies, along with corresponding sets of procedures, where appropriate. Organizational evaluations In addition to the typical measures of police performance (arrests, response times, tickets issued, and crime rates) community policing calls for a broadening of police outcome measures to include such things as greater community satisfaction, less fear of crime, the alleviation of problems, and improvement in quality of life. Community policing calls for a more sophisticated approach to evaluation —one that looks at how feedback information is used, not only how outcomes are measured. Transparency Community policing involves decision -making processes that are more open than traditional policing. If the community is to be a full partner, the department needs mechanisms for readily sharing relevant information on crime and social disorder problems and police operations with the community. Organizational Structure It is important that the organizational structure of the agency ensures that local patrol officers have decision -making authority and are accountable for their actions, This can be achieved through long-term assignments, the development of officers who are'generalists, and using special units appropriately. Geographic assignment of of£cers 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 adoptioti agency -wide, notjust by special units, although there may be a need for some specialist units that are tasked with identifying and solving particularly complex problems or managing complex partnerships. Resources and finances Agencies have to devote the necessary human and financial resources to support community policing to ensure that problem -solving efforts are robust and that partnerships are sustained and effective. Personnel The principles of community policing need to be infused throughout the entire personnel system of an agency including recruitment, hiring, selection, and retention of all law enforcement agency staff, from sworn officers to civilians and volunteers. Personnel evaluations, supervision, and training must also be aligned with the agencies' conununity policing views. Page 21 Recruitment, hiring, and selection Page 22 Agencies need a systematic means of incorporating community policing elements into their recruitment, selection, and hiring processes. Job descriptions should recognize community policing and problem -solving responsibilities and encourage the recruitment of officers who have a"spirit of service; instead of only a"spirit of adventure:' A community policing agency also has to thoughtfully examine where it is seeking recruits, whom it is recruiting and hiring, and what is being tested. Agencies are also encouraged to seek community involvement in this process through the identification of competencies and participation in review boards, Personnel supervision/evaluations Supervisors must tie performance evaluations to community policing principles and activities that are incorporated intojob descriptions, Performance, reward, and promotional procedures should support sound problem -solving activities, proactive policing, community collaboration, and citizen satisfaction with police services. Training Training at all levels —academy, field, and in -service —must support community policing principles and tactics. It also needs to encourage creative thinking, a proactive orientation, communication and analytical skills, and techniques for dealing with quality -of life concerns and maintaining order, Officers can be trained to identify and correct conditions that could lead to crime, raise public awareness, and engage the community in finding solutions to problems. Field training officers and supervisors need to learn how to encourage problem solving and help officers learn from other problem -solving initiatives. Until community policing is institutionalized in the organization, training in its fnidanrental principles will need to take place regularly. Information Systems (Technology) Community policing is information -intensive and technology plays a central role in helping to provide ready access to quality information. Accurate and timely information makes problem -solving efforts more effective and ensures that officers are informed about the crime and community conditions of their beat. In addition, technological enhancements can greatly assist with Page 23 improving two-way communication with citizens and in developing agency accountability systems and performance outcome measures. Communication/access to data Technology provides agencies with an important forum by which to communicate externally with the public and internally with their own staff. To communicate with the public, community policing encourages agencies to develop two-way communication systems through the Internet that allow for online reports, reverse 911 and e-mail alerts, discussion forums, and feedback on interactive applications (surveys, maps), thereby creating ongoing dialogues and increasing transparency. Technology encourages effective internal communication through memoranda, reports, newsletters, a-utail and enhanced incident reporting, dispatch ftutctions, and conrntmtications interoperability with other entities for more efficient operations. Community policing also encourages the use of technology to develop accountability and performance measurement systems that are timely and contain accurate metrics and a broad array of measures and information. Community policing encourages the rise 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. Page 24 Problem Solving The process of engaging in the proactive and systematic examination of identified problems to develop and evaluate effective responses. Community policing emphasizes proactive problem solving in a systematic and routine fashion, Rather than responding to crime only after it occurs, community policing encourages agencies to proactively develop solutions to the immediate underlying conditions contributing to public safety problems. Problem solving must be infused into all police operations and guide decision - making efforts. Agencies are encouraged to think innovatively abort their responses and view making arrests as only one of a wide array of potential responses. A major conceptual vehicle for helping officers to think about problem solving in a structured and disciplined way is the SARA (Scanning. Analysis, Response, and Assessment) problem -solving model. Scanning: Identifying and prioritizing problems Analysis: Researching what is known about the problem Response: Developing solutions to bring about lasting reductions In the number and extent of problems Assessment: Evaluating the success of the responses Using the crime triangle to focus on immediate conditions (victim/offender/location) 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 art 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?, WhaO, When?, Where?, How?, Why?, and Why Note about the victim, offender; and crime location. Response: Developing solutions to bring about lasting reductions in the number and extent of problems The response phase of the SARA model involves developing and implementing strategies to address an identified problem by searching for strategic responses that are both broad and uninhibited. The response should follow logically from the knowledge learned during the analysis and should be tailored to the specific problem. The goals of the response can range from either totally eliminating the problem, substantially reducing the problem, reducing the amount of harm caused by the problem, or improving the quality of community cohesion. Assessment: Evaluating the success of the responses Assessment attempts to determine if the response strategies were successf 1. 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 fixture. Strategies and programs can Page 25 Page 26 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 useftd to visualize links among the victim, offender, and location (the crime triangle) and those factors that could have all 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 our 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. Eck, John E.2003.To1ice Prablems:'Phe Complexity of Problem'I7teopf Researdt and Evaluation."in Johannes Knutson, ed. Problens•Oriented Policing: Front Innovation to Mainstream. Crime Prevention Studies, vol. 15. pp. 79-114. Monsey, New York: Criminal Justice press and Devon, U.K.: WiIlan publishing. Page 27 I:L'ui Riiii>ilI17fZ.317i1[�P The Office of Community Oriented Policing Services (COPS Office) is the component of the U.S. Department of Justice responsible for advancing the practice of community policing by the nation's state, local, territory, and tribal law enforcement agencies through information and grant resources. Rather than simply responding to crimes once they have been committed, community policing concentrates on preventing crime and eliminating the atmosphere of fear It creates. Earning the trust of the community and making those individuals stakeholders in their own safety enables law enforcement to better understand and address both the needs of the community and the factors that contribute to crime. COPS Office resources, covering a wide breadth of community policing topics —from school and campus safety to gang violence —are available, at no cost, through its online Resource Information Center at www.cops.usdoj.gov. This easy -to -navigate webslte is also the grant application portal, providing access to online application forms. I/ COPS Ls./ couuuxrtr oN,[xrzovo[x:aoswvau U R OLP1„IxLN) Or JVSLN[ U.S. Department 01 Justice Office of Community Oriented Policing Services 145 N Street, N.C. 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.osdoj.ffov. ISBN: 978-1935676 06-5 e051229476 August 2012 Page29 Transportation Introduction / Needs Assessment During the course of community information gathering sessions and Committee meetings the Committee repeatedly listened to issues regarding miscommunications between the Iowa City Transportation Department and community members about: • lack of Sunday service • limited Saturday service • difficulty accessing public transit to get to work • rules and regulations while being a passenger • procedures for disruptions • the role of Transit bus drivers in regards to their position when an 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 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 30 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. The Transit office is placing a clock at the downtown interchange that syncs with a clock posted on BONGO and the City website. This would allow drivers and riders to routinely sync their watches, etc. with the transit time. The Committee concurs. 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 Transportation 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 Transportation 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 31 o Youth liaisons need to be current riders This Committee recommends the Iowa City Transportation 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 Transportation Department staff participate in ongoing culturally and linguistically appropriate diversity trainings as the community continues to grow. This Committee recommends the Iowa City Transportation 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/Coralviile vicinity Page 32 Recommendation: The Committee proposes the Iowa City Transportation Department work on providing additional transit needs as specified below: o Establish radio communication with the other transit services in order to provide transfer options o Trip planner to include all local transit services and assist riders to travel throughout the Iowa City/Coralvilie area o Review current services for streamlining and/or duplication of services with other transit services o Consideration should be given to social and cultural issues when considering structural changes to the transit system Page 33 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.) police calls from schools and action taken, c.) incarcerations, d.) offences/infractions, a.) formal complaints made to or about the Police Department, f.) administrative procedures and practices, e.g. personnel, recruitment, and training, including cultural, linguistic interpretation and communication skills, and performance reviews, g.) community outreach and communication programs and services, h.) 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, a.) use of surveillance technology, f.) disruptions of service, g.) complaints, h.) administrative procedures and practices, e.g. personnel, recruitment, and training, including cultural, linguistic interpretation and communications skills, i.) other pertinent information. 4. The Report data and information (whenever available and aggregated to protect individual/personal identification) shall include: a.) race/ethnicity, b.) citizenship, c.) gender d.) juvenile/adult status or age, a.) 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. April 16, 2013 Mtg Packet PCRB Complaint #13-01 Filed: 03/21/13 Chief's Report due (90days): 06/19/13 Chief's Report filed: ??/??/13 PCRB Mtg #1 (Review & Assign) ??/??/l3 PCRB Mtg #2 (Review) ??/??/l3 PCRB Report due (45days): ??/??/13 PCRB MEETING SCHEDULE April 23, 2013 (Community Forum) May 14, 2013 June 11, 2013 July 9, 2013 POLICE CITIZENS REVIEW BOARD OFFICE CONTACTS March 2013 Date Description 3-22-13 Complainant called regarding mediation and complaint process. A Board of the City of Iowa City 410 East Washington Street Iowa City IA 52240-1826 (319)356-5041 March 7, 2013 Mayor Matt Hayek 410 E. Washington Street Iowa City, IA 52240 Dear Mayor and Council Members: At the March 6, 2013 meeting, the PCRB voted in open session to request a 45-day extension to its regular 45-day reporting deadline for the Public Report according to the City Code for PCRB Complaint #12-06 for the following reasons: Request for more information from Iowa City Police Department e Public Report presently due April 8, 2013 45-day Extension request — Report would be due on May 23, 2013 The Board appreciates your prompt consideration of this matter. Sincerely, Joseph Treloar, Chair Police Citizens Review Board cc: City Attorney