The Alton Community Relations Commission. The Alton Community Policing Strategic Plan

Transcription

1 The Alton Community Relations Commission is pleased to release this draft of The Alton Community Policing Strategic Plan This draft was approved to be released for three weeks of public comment. Please read the plan carefully and give feedback to the Commission by Friday, March 30, 2018, at 5:00pm. You may submit comments in writing at the City Clerk s Office in Alton City Hall (101 E. 3rd St.) or electronically by ing AltonCommunityPolicing@cityofaltonil.com The Community Relations Commission will review public comments at the Commission s regularly scheduled meeting on Wednesday, April 4, 2018, at 5:30pm at the Scott Bibb Center (1004 E. 5th St., Alton). The Community Policing Strategic Plan will be revised based on public comment and submitted to the Alton City Council for approval and implementation. The Community Relations Commission will continue to provide visibility, accountability, and opportunities for public engagement for the Community Policing Plan. Three new Commissioners will be appointed by April 4, If you would like to apply for the Commission, please fill out an application, which is available at the City Clerk s Office. Applications must be submitted to the City Clerk s Office by Friday, March 23, 2018, at 5:00pm. Page 1 of 10

2 Alton Community Policing Strategic Plan 2018 VISION A community where citizens and police officers work together to create an environment free from fear and marked by mutual understanding and respect. MISSION To create a partnership between the Alton community and its police department that focuses on preserving life, building trust, and increasing cooperation and communication. BACKGROUND Strategic Planning Process The Community Policing Strategic Plan is the result of more than a year of work by dozens of people throughout the city. The effort was groundbreaking in its inclusion of both community members and police officers. Alton s Community Policing Strategic Plan is the result of a three phase process combining the insights and ideas of community members, police officers, and strategic consultants. In the first phase of the project an internal review and assessment of the Alton Police Department was conducted through surveys, interviews, and data analysis. A police focus group was then convened to review the results of the research and identify major areas of focus. In the second phase of the project a community survey was administered to key stakeholders including residents, businesses, employees, students, and churches. A community focus group met to review the results of over 1200 survey responses and identify key priorities. In the third phase of the project a joint workshop of community leaders and police officers agreed upon three strategic priorities: communication, education, and diversity. Working groups of officers and community members were then assigned to each strategic priority to draft the strategic plan. The Community Policing Strategic Plan is a living roadmap, a document that accomplishes nothing on its own. The benefit of this plan will be realized only in continued cooperation between the Alton community and its police department. Community Policing Essentials Three essential components mark successful community policing plans: 1. Departmental Transformation In addition to the strategic priorities below, the Alton Police Department also has an internal plan for organizational improvement. A. Communication and Morale Develop an improved internal communication strategy Page 2 of 10

3 B. Accountability and Performance Establish clear job descriptions Improve call for service coding for tracking and evaluation Performance evaluation of officers, supervisor, and commander leadership 6-month climate surveys to assess morale Citizen surveys to assess police performance C. Talent Management Develop a recruiting plan and change hiring process Establish a retention strategy Engage and motivate officers Improve field training program Restructure allocation of personnel 2. Community Partnerships The strategic priorities require and therefore outline partnerships between the community and police department. But this plan aims for a posture of willing cooperation resulting in numerous decentralized, grassroots projects that put officers and community leaders in direct contact. 3. Problem Solving Mechanisms The Community Relations Commission will act as the project manager to evaluate progress and hold responsible parties accountable. The Commission will also advocate for resources necessary for achieving the goals listed here. The Commission s monthly meetings will be the primary place for addressing obstacles that arise from implementation of this plan, as well as proactively solving problems as a part of the community s partnership with the Alton Police Department. STRATEGIC PRIORITIES 1. Communication The goal of the communication priority is to increase and improve communication between the Alton Police Department and the Alton community. Objective 1-1 Create better bonds between the police and community: Use available forms of media to communicate effectively with public (i.e. Facebook, website(s), Twitter, Texting, , television, radio). Maintain public calendar of APD events and community events. Increase opportunities for positive police/community interactions, especially with children. Find community sponsors and build community partnerships to alleviate budget issues. Page 3 of 10

4 Assign at least one APD member and one community member to each form of media to encourage and help stay on task Assignments complete June 30, 2018 Create/Continue special events/programs to break down barriers 4 Events 300 Total people in attendance Create/update communication policy for the police department to ensure transparency and ensure information is disseminated in a timely manner New policy adopted and enacted 2. Diversity The goal of the diversity priority is to ensure a diverse and inclusive police department that represents our community in multiple social identities and that has empathy to understand the differences within our community and allow trust to grow between the police department and the community. Objective 2-1 Update and change City of Alton Civil Service Rules to improve the City s ability to attract and hire officers of color. Change Civil Service rules to eliminate bias in the hiring process Change and update the recruitment policy to proactively advertise and seek out candidates of color New rules adopted June 30, 2018 At least 1 new advertising or recruiting effort June 30, 2018 Create a hiring strategic plan to better attract police candidates of color to apply for positions with the City of Alton 10% increase in applicants who are people of color Implement a Cadet program Cadet program ready to launch Page 4 of 10

5 Objective 2-2 A police department that reflects the racial and gender demographics of the City of Alton and embraces diversity, inclusion and equity as a core value of the department. Continue Community Policing events to encourage positive interactions between the police officers and the community 4 Events 300 Total people in attendance Provide implicit bias, diversity, and inclusion training every year Review of officer conduct and internal policies to ensure a culture of inclusion is established and sustained within the police department 8 hours of training for every officer December 31, 2019 Inclusion and equity department created 3. Education The goal of the education priority is to build trust and decrease fear between the community and police officers by aligning expectations in officer-citizen interactions, providing for the highest trained officers in the area, and creating an ongoing partnership for accountability, oversight, and evaluation. Objective 3-1 Review the Alton Police Department s policies and procedures, especially those related to the use of force to reinforce or establish: Preservation of life as the highest goal. A commitment to using the least amount of force necessary to secure a situation. A use of force continuum that details the level of force appropriate to the situation. Limitations on the use of deadly force, including a responsibility, if possible depending on the circumstances, to exhaust all other options before resorting to deadly force, a ban on using deadly force against those who pose a danger only to themselves or to property, a ban on shooting at or into moving vehicles unless the person poses a deadly threat, and a requirement, when possible and time permitting, to issue a verbal warning whenever possible before using deadly force. A duty to intervene where one officer observes another officer using force inappropriately. A commitment to promptly render first aid to those injured by the use of force. An obligation to report each time force is used or threatened to be used at a level above officer presence and verbal commands. Page 5 of 10

6 Review and update use of force policy according to best practice benchmarks Create a clear and unintimidating channel of communication for citizens to report interactions with officers Full policy implemented and communicated to the community 5 citizen reports received and updated policy on citizen complaints June 30, 2019 Create a plan for responding to protests, demonstrations, and civil unrest that preserves life, respects constitutional rights, and protects property Create a civilian review board for providing feedback to the police department on use of force matters All officers trained and community informed June 30, 2019 Identify a model appropriate for our context June 30, 2018 Objective 3-2 Invest in police officers to ensure they are highly trained, fairly evaluated, and properly focused. Provide training in de-escalation tactics and improve the overall field training program Review officer evaluations to ensure that the performance measured matches the desired outcomes of the Community Policing Strategic Plan, including increased positive contacts with the community to ensure that officers are not evaluated solely on their ability to make arrests, seize drugs, and generate revenue 8 minimum hours of training for every officer All officers evaluated annually under new rubric December 31, 2019 Review department policies and procedures to identify demands on officers that reduce overall wellness and readiness Identify potential policies to change and survey officers to assess wellness Page 6 of 10

7 Proactively address as a whole community issues that could decrease the number of negative interactions between citizens and police officers, including substance abuse prevention, mental health care, youth programs, and warrants for fines and other municipal violations Identify issues and community partners Objective 3-3 Educate the public to better understand both their rights and the duties of police officers. Launch annual Citizen s Police Academy: Revise and relaunch the Citizen s Police Academy to encourage diverse participation, to teach citizen s their rights and responsibilities in interactions with law enforcement, to show how officers respond to situations based on their training and experience, and to improve the community s understanding of the demands of policing 25 diverse participants Create PSA videos targeting youth Include training in driver s education course for young drivers to understand and handle a traffic stop Develop pamphlets to communicate rights and responsibilities to citizens Officer presentation in driver s education June 30, 2018 Publish and distribute materials Page 7 of 10

8 List of Objectives by deadline: End Date Objective Activity or Task Measure June 30, Assign at least one APD member and one community member to each form of media to encourage and help stay on task Assignments complete June 30, Change Civil Service rules to eliminate bias in the hiring process New rules adopted June 30, 2018 June 30, 2018 June 30, Change and update the recruitment policy to proactively advertise and seek out candidates of color 3-1 Create a civilian review board for advising the police department on use of force matters 3-3 Include training in driver s education course for young drivers to understand and handle a traffic stop At least 1 new advertising or recruiting effort Identify a model appropriate for our context Officer presentation in driver s education 1-1 Create/Continue special events/programs to break down barriers 4 Events 300 Total people in attendance 1-1 Create/update communication policy for the police department to ensure transparency and that information is disseminated in a timely manner 2-1 Create a hiring strategic plan to better attract police candidates of color to apply for positions with the City of Alton New policy adopted and enacted 10% increase in applicants who are people of color 2-1 Implement a Cadet program Cadet program ready to launch 2-2 Continue Community Policing events to encourage positive interactions between the police officers and the community 2-2 Review of officer conduct and internal policies to ensure a culture of inclusion is established and sustained within the police department 3-1 Review and update use of force policy according to best practice benchmarks 3-2 Provide training in de-escalation tactics and improve the overall field training program 4 Events 300 Total people in attendance Inclusion and equity department created Full policy implemented and communicated to the community 8 hours of training for every officer Page 8 of 10

9 End Date Objective Activity or Task Measure 3-2 Review department policies and procedures to identify demands on officers that reduce overall wellness and readiness 3-2 Proactively address as a whole community issues that could decrease the number of negative interactions between citizens and police officers, including substance abuse prevention, mental health care, youth programs, and warrants for fines and other municipal violations Identify potential policies to change and survey officers to assess wellness Identify issues and community partners 3-3 Launch annual Citizen s Police Academy 25 diverse participants June 30, 2019 June 30, Develop pamphlets to communicate rights and responsibilities to citizens 3-1 Create a clear and unintimidating channel of communication for citizens to report interactions with officers 3-1 Create a plan for responding to protests, demonstrations, and civil unrest that preserves life, respects constitutional rights, and protects property Publish and distribute materials 5 citizen reports received All officers trained and community informed December 31, Provide implicit bias, diversity, and inclusion training every year 8 hours of training for every officer December 31, Review officer evaluations to ensure that the performance measured matches the desired outcomes of the Community Policing Strategic Plan, including increased positive contacts with the community to ensure that officers are not evaluated solely on their ability to make arrests, seize drugs, and generate revenue All officers evaluated annually under new rubric Page 9 of 10

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