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BUILDIN G T RU S T & L E GI T I M ACY

Join Dr. Brian H. Williams, Board Chair of the Citizen Police Review Board, as he addresses the broken relationship between police and the community. Learn about the problems, the solution, and the plan for rebuilding trust, strengthening accountability, and improving relations. Don't miss this important discussion!

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BUILDIN G T RU S T & L E GI T I M ACY

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  1. BUILDINGTRUST &LEGITIMACY TownHallSeries–January2019 Dr.BrianH.Williams,BoardChairCitizenPoliceReviewBoard

  2. AGENDA • TheProblems • TheSolution • PlanDetail • Summary • NextSteps • Q&A

  3. THEPROBLEMS

  4. THEPROBLEMS • Historically,therelationshipbetween policeandmanypartsofthecommunity has been andremainsbroken. • Foralmost 40 years,theCivilianPoliceReviewBoard(CPRB)has beenan ineffectivetoolin fulfillingit’s missionto: • Rebuild trust • Strengthenaccountability,and • — Improverelations.

  5. THETRUSTPROBLEM:PART1 Dallascommunity demandsforoversightand accountabilityhavebeenignored, blockedorwatereddownfor almost40 years. Communityorg.filesformalcomplaintwithDOJ Communityleaderspetitionforpoliceoversightafterseries ofshootings. Fatalpoliceshootings ofEttaCollinsand DavidHorton, ages70&81 CPRBcreated. ReliedonDPDinvestigators.30 policeshootings(‘83) ChiefHallbeginsmeetingswithpolicereformgroups Today 2016-7 2014 1986-8 1981-3 1980 EBJtaskforce(ledbyMAPB)distributesCPRBreformRecommendations2017 Congresscriticizeslackofoversight. NewpoliceshootingscauseBoardtobegivenindependentinvestigatorand subpoenapowers. DPAforceslimitationsonthosepowers. Boardabolishedafteroneyearforlackofcredibility. 4of5memberswereNorthDallaslawyers.

  6. THETRUSTPROBLEM:PART2 CitizensPoliceReviewBoardLearning • Noneofouroversightgoalsarebeingfullyaccomplished. • Noinvolvement orimpactontheComplaintProcess • Manyresidentsare notcomfortable takingcomplaintstopolice. • Complaintprocess deterspeoplefromsubmittingcomplaints. • ReviewsoccurafterPoliceinvestigationshave beencompleted. • Itmakesnodifference iftheBoarddoesnot agreewith Police. • Officersinvolvedincomplaintsignorerequests toaddress Board. • Requestsfor policedata areignored. • No real-timeinsightinto DPD’scomplaintinvestigation.

  7. THETRUSTPROBLEM:PART2(cont.) • CitizensPoliceReviewBoardLearning • NoImpactonPolicePolicy • Noaccess topolicedata tomake recommendations. • Lackofstafftoreview,analyze. • NoRealFreedomtoConductIndependentInvestigations • Constraints preventusinginvestigativeandsubpoenapowers. • — Expertiseandbudgetneededtodirectandconductinvestigations. • NoCommunityEngagement • No on-going,structurallinktothebroadercommunity, norstaff. • Preventscommunity-policetrustbuilding,and listeningaspartof“earlywarning”system. • NoProfessionalStaffExpertise orBudget • The Boardneedsprofessionalstafftobetter identify andinform recommendations.

  8. IGNORING THEPROBLEMSHURTSALLOFDALLAS Ifmarginalizedor targeted(byothers)communitymembers...cannotreport,ordo not feelsafe reporting(crimesorcomplaints), law enforcementcannoteffectivelyaddressthesecrimes,therebyjeopardizingthesafety ofall. Source:Post-CharlottesvilleHate CrimesSummitCoalition Recommendations totheDepartmentofJustice,September15,2017submittedbyover 80organizations

  9. THESOLUTION: NEW,EFFECTIVE COMMUNITY-FOCUSEDOVERSIGHT

  10. ACOMMUNITY-DRIVENSOLUTION The Board Chairand membersoftheCPRBPolicyCommitteehave been talkingand researchingideas withthe CommunityCoalitionsinceDr.WilliamsbecameChair. DemocraticSocialists of America NorthTexas 10

  11. ACOMMUNITY-DRIVENSOLUTION • OnDec.11,theBoardvoted tosupporttheCoalition’sobjectivesandstrategic pillarsforchange. • Toinformthesolution,the CPRBandCoalition: • Metregularly,participatinginweeklycallsand statusmeetings • Reviewedbestpractices of oversightboards from acrossthe country. • Reviewedthe EBJTaskForce report andrecommendations. • Metwith key stakeholders,includingthe Chiefand City Councilmembers. • Participatedin 3 Coalitionpresentationstothe fullBoard. • Wantmorecommunity TownHallinput. 11

  12. OVERSIGHTGOALS • Improvepublicsafetyand trustbypromotingrespect,transparencyand accountabilitybetweenresidentsandtheDallasPoliceDepartment • PoliceOversightGoals* • Improving public-policetrust • Ensuringan accessiblecomplaintprocesses • Promotingthorough,fairinvestigations • Increasingtransparencyand accountability • Improving policepolicyandpractices todetermisconduct *Source:NationalAssociationfor CivilianOversightofLawEnforcement

  13. STRATEGICPILLARSFORCHANGE Procedural Fairness PublicOutreach &Engagement StructuralIndependence Transparency&Accountability Training&ContinuingEducation

  14. WHATWILLBEDIFFERENT ANEWOVERSIGHT BOARDWILL: • Be comprisedofmembers vettedforthe necessary community knowledge and/orexperience,and whoreflecttheCity’sdiversity. • Focus on buildingcommunity-policetrustandimprovingpublicsafety. • Managethe civiliancomplaintprocess. • Create anon-threatening,helpfulintake andcomplaintprocess. • Witnesspoliceinterviews;Reviewallevidenceinrealtime. • Offermediationforminorcomplaints. • Inconsultationwithstaff,make recommendationsregardingPolicefindings,disciplineandrequestsforfurtherinvestigationbefore they are finalized.

  15. WHATWILLBEDIFFERENT(cont.) ANEWOVERSIGHT BOARDWILL: • Recommendpoliciesand practices toimprovepolicing. • Accesspolicedataandanalyzeforopportunities. • Providetransparencyand accountabilitytotheCommunityandCity. • Recommendationstothe Chiefand responseswillbe public. • Keep CityCouncilinformedaboutDPDdenialsofrecommendations. • Conductcommunity outreach todialogue,listenand learnwith the benefitofa CommunityAdvisory Council.

  16. WHATWILLBEDIFFERENT(cont.) ANEWOVERSIGHT BOARDWILL: • Be moreeffectiveandcapablewiththesupportof paid,professionalstaff. • Use investigativepowerspreviouslygrantedat any time,with consultationfromstaff. • Monitor andwitnessInternalAffairsinvestigationsofcriticalincidentsand shootings(withoutcomplaint). • — OpenindependentinvestigationofInternalAffairs’ handlingofcriticalincidentsand shootings(withoutcomplaint) • — Use subpoenapowerspreviouslygranted,asneeded.

  17. MYTHSABOUTTHEPLAN ANEWOVERSIGHT BOARDWILLNOT: • Take awaytheChief’sdecision-makingabilities. • Create a newinvestigativeprocess forDPD. • DisruptPoliceoperationsoradd bureaucracy. • Take fundingaway fromPolicebudgets. • —The CityCouncildeterminesif/howCity services are funded. • Be againstpolice– The OversightBoardandDPDshare common objectives- playingcomplementaryandsupportiverolestoimprovepublictrust,accountabilityand transparency.

  18. OVERSIGHTPLANDETAILS

  19. STRUCTURALINDEPENDENCE • Anindependent oversight agencyaccountabletotheCommunity,CityCouncil&Mayor. • Provideswindowinto IAprocessforcomplainants: • Acceptscomplaintsand routingtoIA • MonitorsIAinvestigationsofcomplaints& criticalincidents • MakesrecommendationsaboutinitialPolicefindings&disciplinaryaction beforeDPDfinaldecision • Abilitytolaunchindependentinvestigationsifrecommendationsare not acted upon. • Proactivelymakesrecommendationsconcerningpolicy,practices, earlywarningsystem,etc.

  20. PROCEDURALFAIRNESS • A civilian-ledcomplaintprocessthatisaccessible,transparentandinformstheCommunity. • Simpleforms,with convenientaccess onlineand at publicfacilitiesCitywide;multiplesubmissionmethods. • Standardizedintake conductedbyStafftohelpcomplainantswalkthrough theprocess. • Reasonable,establishedtimeframesforresolution.Complainantcantracktheprogress ofthecomplaint. • Offersa mediationoptiontoresolveminorcomplaints. 20

  21. PUBLICOUTREACH&ENGAGEMENT • Dedicated,on-goingoutreach forthecommunitytogivefeedback,learn,andhaveinputintoBoarddecisionmaking. • AnewCommunityAdvisoryCouncilwillcreatea lastinglinkbetweenworkon thegroundand the Board. • Buildcommunity awarenessof oversightagency. • Facilitatecommunity feedback on policingand policyrecommendations. • ApublicfacetoengagewiththeCommunityaboutcriticalincidents.

  22. TRANSPARENCY&ACCOUNTABILITY • Publicreportingtohelpthecommunityunderstandpolicepolicyandpractices and theeffectivenessoftheoversightboard. • AnnualperformancereviewstotheCommunity,City CouncilandMayor. • Reviewboard&staffactivitiesandperformance. • Present data-basedtrendsin community-policing,incidentsandcomplaints,etc. • ReportCommunity outreachperformance, peoplereachedand learning. • AllrecommendationstotheChiefwillbe public,including: • Casedisposition • Officerdiscipline • Policies,practices,earlywarningsystems,etc.

  23. TRAINING&CONTINUINGEDUCATION • Ensure boardandstaff areequippedwithtoolstoprovideeffective oversightforallcommunities. • Increasedtrainingfor oversightBoardandstaff,for example: • Constitutionalandstatelaw,and DPDpolicyandpractices. • Residentperspectivesfrom diversecommunities,ledby advocates andexperts regardinglocalhistorical,racial,socio economicissuesthatinformcommunity-policeinteractions • Issuesdealingwith vulnerablesegments:juvenilesandmentallyill.

  24. HOWMUCHWILLITCOST? SAN JOSE AUSTIN OfficeofthePolice Monitor DENVER Officeofthe IndependentMonitor OfficeoftheIndependent PoliceMonitor Staff:6 Budget:$1,503,942 Staff:9 Budget:$1,159,532 Staff:13 Budget:$1,565,923 Budgetis drivenbyscopeof oversightmissionand duties,as wellastype and quantity of paidstaff. Degreeofsimilaritytoproposedplan DETROIT BoardofPoliceCommissioners Staff:35 Budget:$3,682,410

  25. THECOST:INPERSPECTIVE 2012-2017 CityofDallasPolice MisconductPayouts $11.5MM* 2018CityBudget 2018DPDBudget $1.3B $487MM Similaroversightboardbudgetsrangefrom$1.1MMto$1.6MM *Therearecurrently38policemisconductlawsuitsinprocess.

  26. SUMMARY

  27. WHATWILLBEDIFFERENT ANEWOVERSIGHT BOARDWILL: • Be comprisedofmembers vettedforthe necessary community knowledge and/orexperience,and reflecttheCity’sdiversity. • Focus on buildingcommunity-policetrustandimprovingpublicsafety. • Managethe civiliancomplaintprocess. • Create anon-threatening,helpfulintake andcomplaintprocess. • Witnesspoliceinterviews;Reviewallevidenceinrealtime. • Offermediationforminorcomplaints. • Inconsultationwithstaff,make recommendationsregardingPolicefindings,disciplineandrequestsforfurtherinvestigation,before they are finalized.

  28. WHATWILLBEDIFFERENT(cont.) ANEWOVERSIGHT BOARDWILL: • Recommendpoliciesand practices toimprovepolicing. • Accesspolicedataandanalyzeforopportunities. • Providetransparencyand accountabilitytotheCommunityandCity. • Recommendationstothe Chiefand responseswillbe public. • Keep CityCouncilinformedaboutDPDdenialsofrecommendations. • Conductcommunity outreach todialogue,listenand learnwith the benefitofa CommunityAdvisory Council.

  29. WHATWILLBEDIFFERENT(cont.) ANEWOVERSIGHT BOARDWILL: • Be moreeffectiveandcapablewiththesupportof paid,professionalstaff. • Use investigativepowerspreviouslygrantedat any time,with consultationfromstaff. • Monitor andwitnessInternalAffairsinvestigationsofcriticalincidentsand shootings(withoutcomplaint). • — OpenindependentinvestigationofInternalAffairs’ handlingofcriticalincidentsand shootings(withoutcomplaint) • — Use subpoenapowerspreviouslygranted,asneeded.

  30. NEXTSTEPS 30

  31. TAKETHESURVEY ShouldtheCity ofDallasrestructurethe CPRB? ShouldtheCPRBbe giventhe powertoacceptcomplaintsdirectlyfromcitizensandconductadministrativeinvestigationson allegedviolationsofDPDproceduresbyDPDofficers? ShouldtheCPRBhave subpoenapowerforDPDofficers? ShouldtheCPRBmake recommendationson disciplineforviolationsofDPDprocedurestotheChiefofPolice? Basedon informationreceived,doyou have any additionalrecommendations? 31

  32. ATTENDYOURTOWNHALL *To identifyyourdistrict,visithttp://gis.dallascityhall.com/cityinfo/

  33. JOINTHECITYHALLDISCUSSION • February11,2019–PublicSafetyCriminalJusticeCommittee • February/March2019–CouncilBriefing,ReviewandAction

  34. WEWANTTOHEARFROMYOU DallasCitizenPoliceReviewBoardDr. BrianH.Williamsbrian@brianwilliamsmd.com DallasCommunityPoliceOversightCoalitionChanga Higginsdallasoversightcoalition@gmail.com Facebook:DallasCommunityPoliceOversightCoalition

  35. THANKYOU!QUESTIONS?

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