city and council that confronted the room, turned out to be an economic development and one part of the city discussion and skewering and where are we going to put that new baseball stadium. so we transformed ourselves with the community while it sounds good were a chief to tell you we have transformed. it is rewarding to have officers say, you know, chief, they actually like us. we are part of the community. so about four months ago we sat down with a group of officers and we said you know, we need to change who we are by telling folks what we are and what we believe. our slogan if you will now is this: one agency, one community, one family, one. that is who we are in fayetteville, north carolina.

thank you. [applause] >> good evening, i am robert monroe. i have been in law enforcement 40 years and i have been the chief of police for 15 years. it has probably been one of the most rewarding things i have ever had the opportunity to do and because of that is based on having the ability to serve. i considered myself as a servant and looked at the job as a servant-type job. i have gone to three departments as chief and it has been more or less to try to transition those departments into more engaging, more opportunities as it relates to the community.

i ask myself over the last 15 years three specific questions ever place i went. they are questions all of the time. transformation or reform shouldn't be something that happens on a particular incident. you have to be honest with the answer of that question. number two, are there risks within our community as it relates to the police and our community. you have to be honest enough to answer that one correctly. the faction of the community believe the police respond fairly to the community and if you ask those and the answer is

now you start from there and try to move forward. i think you will start to see the success of bringing together the community. you can see in a lot of reports and a lot of engagements there is a lack of trust among african-americans, minorities, youth, mentally ill individuals, those who represent mentally ill individuals, ex-offenders, offenders. if you look at the barometer of trust in those individuals compared to other groups you can see a division.

i think we have to be in a position of looking to engage the community. if you look at the issues that caused that trust to erode among that group you only need to look at issues such as racial profiling, arrests, drugs, lack of youth programs. all of those things are at the trust of the trust and leg legitamacy of the organization. that will allow you to look forward, look to engage all segments of your community in order to bring people together. the president's 21st century task force on policing was revolutionary.

it was the first time i believe you had the opportunity with people from all different walks of life to come together and speak about the issues and concerns affecting communities and policing across the country. i mean every segment of the community as a country was represented. they traveled across the country in order to hear and listen to people. it wasn't necessary new things we heard. but it allowed us to solidify things we knew were true and coming together with a national report and recommendations to go out to law enforcement and communities around the country. i believe that is truly one of the most revolutionary things that happened in policing and community relations in the

history of policing. one of the biggest areas i look to focus on is the pillar number one that talks about building trust and legit. you need the community's trust but you need the officers to believe they, too, are trusted and are legiteimate. we will give everyone a voice, right wrong, indifferent, and allow people to speak and be heard as it relates to their situation. how they proceed their particular situation within the community. respect. you must respect everyone whether it is the senior citizen

that is calling to ask for your assi assistance in getting in her house to the individual you just arrested for murder. everyone must be treated with the same level of respect. where you call an individual arrested for murder, mister or sir, or called a 78-year-old gentlemen looking to get his home sir. respect goes a long way in policing your community. neutrality. we have all biases going in but recognizing them and allowing yourself to always be neutral. always be willing to explain and listen to what your purpose is and how you operate. understanding. we must be understanding of the issues and the concerns that people have. what we experience as police

officers, many of us have never experienced those things before in our lives. not listening with empathy and understanding causes rifts. being able to listen and understand people's perspectives c carry you an along way. and finally another ten ant is being helpful. that is where the guardian versus warrior comes in. being a guardian is not weak, being able to be trusting of individuals, being able to help individuals, be the strength for individuals versus always looking for that fight as a warrior. so when you hear the word guardian, embrace it. allow officers to understand the true value and meaning of being a guardian. with that, let's talk about

real-life scenario and how do these things come into play. whether you are developing groups to help families who lost loved ones to homicide, allowing families to help engage to bring comfort, and to help bring very valuable information to your a mother of a homicide case sitting there with another mother who is being interviewed for a current case can bring respect to the family and the case. that is where the respect of procedural justice comes in. when families x to a homicide scene, creating safe spots where

they can have contact with the police and can be separated from the rest of the crowd. getting the crowd rallied up and having that family separated and comforted and having that family informed about what your investigation entails goes a long way in solidifying the respect for that particular family. diversion programs. creating diversion programs for young people. young people make mistakes. at 16-17 you break into a car; why not provide another opportunity for that individual that allows that individual to be diverted out of that harsh criminal justice system that in many cases doesn't give a 14-16-year-old any good. being able to divert them out of that system. again you are being a guardian of our youth.

you are providing other opportunities for our young people. ex-offenders. i believe that police departments should look with other organizations, not necessarily as the lead, but a support mechanisms for whether it is a church group, whether it is some other organization out there working with ex-offenders. a lot of times the officers don't have the where with all or the muscle to push through for funding. but i believe if you partner with the right organizations for the right reasons that are doing the right things to rehabilitate that ex-offender to police department can play a role and help hold the individuals accountability going into the future.

they are able to better that relationship and understanding. and giving people the opportunity to believe there is another chance for them to succeed and law enforcement needs to be a part of that. we will never arrest our way out of the issues and problems we have so wie not look to reduce the recidivism rate from 68% to 50% to 40%. engaging and supporting those types of initiatives can help reduce your prime rate within your particular communities. technology. technology is something we truly need to make greater investments in. if you are not measuring what you are doing in law enforcement is it is hard to manage it. we have our computer dispatched

system, arrest records, those on probation, whether it is other stop data. being able to take those systems and merge them together whereby now they are talking to one another, where you can look at crime, you can look at arrests, you can look at gun recoveries and look at other things that will give you a clearer picture of what is going on within your community. not only what is going on but how the officers are performing particular issue. it is easier to go in and ask governing bodies that we need more officers an at a tune of 5-7 million than it is to go ask for a 500,000 to million dollar investment in technology. but i believe in a lot of cases that buy-in to technology in many cases can prove much more beneficial than a number of other officers within your community.

in charlotte, we had a lot of opportunities to enhance our technology abilities with predictive analytics where we were looking at crime, predicting when crime was occurring not only on calls to service or records but things such as weather, school closings,holds, even paydays. it gave us a picture of what was going on as it relates to robberies on certain days of the week. never underestimate or undervalue the impact technology can have on you. we believe being open and honest during critical issues is important in setting, building that trust, and establishing that legitimacy.

i will close with this. officer-involved shooting. questionable, meet with the officer, show the officer a fair, impartial and make sure the officer has proper representation during the question. but at the same time reaching out to the family, meeting the family at the airport when they arrive in town, within 24 hours showing them the video of the shooting, in the presence of their attorney. walking through this process, bring n in officers, once an arrest was made, bringing in officers around the department and explain to them why we made the decision we made. continuing to keep the family updated on particular incidents. the result of that initially

presented and allowed officers within the community to voice their concerns and gather better understanding and moving forward, i think it just allowed the community to say that we believe and we trust in the organization that is representing us. but always remember that trust is only at a certain level and there is always a level above that and a level above that you can reach and always look to try to reach the highest level of that trust and legitimacy within your organization. thank you. [applause] [inaudible] >> so i have one. i want to thank chief medlock

for introducing one of my favorite new police metrics; hugs. i would like to ask each of you three how has your involvement in reform changed performance measurements and metrics? and noel, i will ask you to react to that. can you do that? >> if you were to take training as an area, when we talk about situational reality, training, those type of things especially in the area of use of force but also dealing with de-escalation and retreat and actually measuring those things. all too often we only measure how many bullets were directly down range in the target.

but really being open and honest about the measures how an officer performs as it relates to the information. how does an officer perform as it relates to decision making and judgment? those budgets that do that score, that would allow you to understand where you have challenges, where that officer may still have challenges, but more importantly we'll have greater opportunities to show all of your officers the importance and value of those types of training. just don't stop at saying we going to train people in de-escalation. really device a metric and measure determining whether or not comprehending, understanding and performing the way the curriculum has been designed. >> i will build on that.

i think self-awareness from the officer perspective is probably one of the most telling aspects and that is their willingness to become more transparent with calls for service and how they handled them in de-escalating a situation or in some cases we call it slowing down. instead of retreat we want to slow the action down and take control of it. as the officers are now becoming more comfortable in slowing down situations and resolving them peacefully we are taking an active role in celebrating those. we can say we are documenting that activity and it goes in a file and at the end of the year someone signs off on a piece of paper. but it is celebrating day in and day out that great bit of police

work where people went home safely or were taken into custody safely and the cops went home safely. when the cop buys in the idea on a daily basis that their actions are going to be acknowledged for a job well-done and performance becomes even at a higher level. you know, cops are competitive. they want to get the latest and greatest. they want to be that person that does the best job. so i think as we as leaders continue to encourage that at every level of the department it is going to improve our performances, our self awareness, and our self satisfaction of the job. i think it also allows the community to say, you know, these people know what they are doing and they are really concerned about getting people

home safely every day. and i don't mean the cops but the public and the folks we are out there keeping the peace for. >> metrics in violent crime, we often measures an effective officer by how many cars he made or felony arrests he made. the metric has to change with what is the common goal and should the officer turn left or right that night? is the mission to make arrests that matter and impact the community in ways that make our strategies known and effective and trusted by the community? and i think the most important metric is what those efforts show us can never be measured because what is prevented, never happened, and can't be accounted for. >> metric, i will talk it from the standard of national standards. -- standpoint.

i don't think there is a leader that should every say they don't know how to police in the 21st century. there is a 21st century book on policing, there are commissions taking place since the 1960's, there is cna, police executive research forum, there is the police foundation and cops that release publication over and over again. take that information, line it up with what our national best practices are, and then leakalize it to your community -- localize -- and i mean get the community involved, internal officers involved but the last thing i will say and i say this because i heard the panelist talk and i know many of them up here, the third thing is you can get all the standards you want but what they have done takes courage. it takes a willingness to step

up and say this is where we need to be and we will do everything we need to do to get there. that takes courage. we know what the standards are, we know the best practices. it is time for us to have more courage is do it. >> things that you all talked about is the important of transparency and transformation. most of the information talked about in improvement is ant anecdotal. have you done surveys internally on the departments or externally on the community to get a sense of feelings?

thank you. >> thank you, chip. i guess many people are aware that there is currently an assessment of police departments as it relates to the 221shgs 1shgs 1 -- 21st century policing and being able to measure the effects of the recommendations that will serve as guide posts for other organizations to say here are the pillars, here are the recommendations, this is how you go about imp llemenimplemen because it involves the chief, command staff, every officer in the organization, and many members in the community. i believe that is the assessment that would allow other

organizations to see how can i help move my organization toward 21st century policing. it has been there but it has never been packaged in the way others can pick it up and really note how to you go about truly implementing 21st century policing initiatives and strategies. >> so, formally whu talk about surveys and this is -- when you texas s-- cities and when you d a survey usually only folks that look like isrespond. the only interaction we had is when the conley alarm went off

and they were afraid. we have to find a way to int interact daily. the soccer moms and dads in the bleachers are not going to have time to do a survey and send it back and they will not have time to sit on the phone and talk about someone's satisfaction. we need to figure out how to survey folks who do have the interaction with us, an example, a traffic stop, with the way texting works now why not be able to have a number you hand the person that just got the ticket, also a business card with us, a text survey and you have the immediate feedback. you know? some cops are going to say you know they will stick it to us because they got a ticket but we are trying to find out how that person was treated.

do they feel they were treated with respect? did they feel good about the interaction with the officer not necessarily the interaction because they got the ticket. we, as a profession, have to find a way to be more immediate with feedback so we can develop new training, new opportunities to reach people that we are serving every day and interacting with everyday. >> with the survey of police satisfaction, and police services and things we can conscentrate on. some areas it sent a shock where we need to improve and some of the most robust relationships are outlined as well. they do a good job.

it is straight from the city manager's office. >> we contact them out to an independent agency. all of the data and information is correlated at both places but pushed out by our innovation offices and assistant. >> we used the university of north carolina, charlotte for our surveys. >> keeping on schedule, let me thank you, gentlemen, for excellent presentations. i feel like we heard from the best the country has to offer. please give another round of applause. [applause] we are going to go to a 15 minute break and come back and hear what they think on the other side of the street.

>> the cna conference on public safety taking a 15-minute break. another panel is coming up focusing on the cost and benefits of police reform featuring the mayor of kansas city and the deputy city manager for arlington texas. later there is a closing remarks from the former chief of the tampa, florida police department. here are some remarks from ron gold. he is a former city manager for santa monica, california and spoke about 90 minutes ago. >> thanks.

it is a pleasure to be with you and thank you for participating in this executive session. i think we need to start with the why. why police reform? i think the answer which is clear to all of you is we face a crisis of confidence in american policing these days. rarely does a week go by when there isn't a new national news story with an officer-involved shooti shooting, where the victim is a person of color, who dies and sparks community outrage. and despite tremendous improvements in crime suppression and declines in crimes nationwide, public confidence in american policing has been dropping and continues to drop. particularly amongst the poor, young people, and people of color and likewise, the police

view of the people that they are there to protect and serve is also being harmed. according to gallop research. currently 58% of white americans trust their police department and only half of african-americans feel the same way. and 49% of all americans believe the criminal justice system is bias. we know the systems and cultures of many police department give rise to acts of brutality and violence and lethal acts that are far too common in the american society and tear at the community fabric. the advent of reality has been

made apparent of what has been happening too long. 680,000 law enforcement personal in america are stigmatized with every viral video. the police are loosing competence but there is evidence policing has never been more difficult or demanding and requiring higher levels of judgment and using the backlash against the police officers put many at risk of bodily harm or worse. how do we make sense of these adverse trends and facts? i think we should examine police agencies from top to bottom and commit to comprehensive reform

if we stem the tied of confidence and trust in american policing. we must revamp law enforcement agencies in terms of system and culture. only by addressing the systems with under gird policing and the sometimes malignant aspects of police culture can law enforcement regain its rightful place in society and prevent needless tragedies and losses. the president's task force on 21st century policing gave us a great guideline and helps city managers, police chiefs, and sheriffs. i suggest people examine it to determine what reforms would be most appropriate in your local jurisdictions. while systems and cultures are intertwined, i would like to parse some of the more prominent

reforms for you this afternoon. let's start with governance. sir robert peal who many believe is the father of modern policing, 19th century british fellow, had a principle that said police are the public and the public are the police. police are the public and the public are the police. so on that end whether you support a strong mayor form of government, council, or commission oversees the police department, whether you are an elected chief or sheriff, you need to engage more deeply with policing because the stakes have never been higher. this is more than budgeting, advocating and legacy. we need oversight and new forms of civic engagement to protect the police. this is somewhat controversial. the research is yet to show a

connection. the demands are great and each community needs to figure out what community involvement is important. involving the public in functions' were previously closed off is hem full. that will include recruiting, training and ongoing dialogue on policing issues. review of critical policy is now essential in all police agencies across the country whether you are an elected leader or chief you need to start looking at the key policies. obviously the biggest one of

course is use of force. in this we don't have a national standard. and there is a debate that is upon us and amongst the police associations, and the police executive research form issued guidelines about what use of force should be nationwide. they take issues with the recommendations feeling they go too far and will put officers at risk. you need to engage in this discussion. you need to engage the community and officers and find what is the right level and policy on use of force and train and enforce it within your communities. the same goes for consent before searches. too many communities, police are a little lax here. you must ask permission and let the people know they have a right to refuse. it has to be trained and be part of an active policy. mass demonstrations have taught many lessons in america, some

terrible, about how to avoid a peaceful demonstration becoming a riot. there are tactical and policy lessons to be learned here and you need to develop them way before the incident and the the demonstration. you need to know how to protect people, exercising their first amendment rights and protect other civilians and the police themselves so everyone's rights are protected and it isn't generated into needless violence. gender identification is becoming an increasingly issue. we must respect people's gender identity and that means in the holding cells and we cannot do bodily searches to determine gender. we have to be more much more respectful. there is a prohibition on racial profiling. it is illegal in the united states even though there is a candidate running for president

who would like to institute it for a particular religion. it is wrong and you must train and discipline as necessary. performance measures, what is measured is done according to management. so you need to ask yourself what are you measuring in your police department? there may be unintended conscioequenc consequences for what you are measuring. you need to ask yourself what are you doing with that information and does the public have access to it? a collection and reporting of data. police department generate a lot of data, some is more useful than others. you need to go back and audit and ask yourself are we collecting the right data and putting it to purpose and use and how much is accessible to the public. how much are we going to report? then there is the use of technology. technology is a wonderful thing. it is aulalso a vein on many fo

municipal service. it will always show the policy. body cameras, drones, facial recognition software, advance uses of social media, the technology will always outstrip our ability to decide how and when to use it. if you embrace the technology you need to get out front and understand what circumstances you will use it, how you will protect privacy, who gets to control it, how much is made public, what are non-essential uses, what is off limits. you need to get clear on your technology policies. and then you need to emphasize partnerships. too often police departments operate separate from the rest of the organization and believe they and they alone can keep order and prevent crime in the community. that is absolutely false. unless the police departments

works with other community agencies and city departments and community mental healths, the schools, non-profits, social services and the like -- you need to emphasize this in your policies and practices. ... we need to recruit people who are more reflective of the communities they're going to serve. that's easily said. that's harder to do.

one thing you can do is ask the community directing people who might become good police officers. after that horrific situation in dallas where five officers were gunned down by a madman, the police chief put out a call to the community. they had many vacancies in the dallas -- >> there is a reception after this session this afternoon. we encourage you to join us and continue the conversation. you will receive if you don't have them in the package he received a feedback form. we intend to continue this series. we're interested in your thoughts and your suggestions about how we should do this and what we should be doing when you these sessions. thank you for that. so as i said when we went to break we are not about to hear primarily from what the people on the other side of the street have just about this whole reform issue. probably not surprisingly several efforts several managers have law-enforcement backgrounds. i think that's kind of a good

mix in a good way to transition in the next discussion. we will start out with rebecca who just recently joined the bureau of institute of the justices seemed to for policing. she's director of policing, prior to that she was the director of research and policy and planning for the newark city police department. if you look through her body will see she has a number of other research credentials, you know, in her background. and actually some local government work, the new york city office of management and budget. iffi the pleasure to work with her on a couple projects with the city police department and have always found her to be very helpful. next to her is sly james, mayor of kansas city and we are very

pleased to have been there since we had jill mcgill from kansas city. great if someone from the same city on the other side of the street. mayor james was elected to his position in 2011. is focused in his passion for the work that does have to do with education, employment, efficiency and enforcement. and i had a very interesting conversation with him when i was in kansas city result for a workshop on police committed collaboration where he presented. he was very passionate about this work. following sly is going to be a ron bowman. he rose up through the ranks and his deputy city manager in arlington, texas, and director of public safety. he is involved in several projects here at sine and he is a valued and respected colleague.

he brings a wonderful perspective of city management from his experience as a police officer andy police chief. then we have my new friend, leonard matarese, director of research for project is open at the center for public safety your the thing i like most about him is that when i was an undergraduate at rutgers in new york in sociolog sociology, he was an undergraduate in political science at the same campus. we went to school together and long time ago. he has actually been very helpful to us through his role as chief consultant, chief advisor for the international city and county management association on issues regarding public safety and policing and law enforcement. he and i have been talking and through our conversations actually the idea for this

session bubbled up. i'm very glad to have him. let's turn it over to rebecca to start us off. >> thank you so much for that introduction. i'm delighted to be with my esteemed panelists, and we have a to b. with all of you in the audience as well as those who are participating with us today virtually. as the other panelists in our opening key speaker mentioned, there's really a crisis in policing today. i think that rod described just as perfectly as anybody could, that it's a crisis in confidence. in the 1990s we had another type of crisis in policing, a crisis that involve violence and disorder in our communities. thankfully we have moved beyond that at least a bit and many other u.s. cities but the police and the community are at an all time sort of odds. the confidence is really very lacking in both directions. we talk a lot about how the

confidence of community members and police is lacking, but i think it's also important to note police officers are not recovered and the communities that they are serving either and that they are scared every single day they go to work. many of the problems that we see today have to deal with fears of trust, anxiety and just over all fear for safety and well being. we also know now that no community is immune to the problems that we have seen. it's happening all around us. i'm from new york city and we think about our community based organizations and the police have a very long history of working with our communities but we've had the same problems in many similar circumstances to wt we've seen in ferguson as well as all across the country. so it's clear that we need reform, but what kind of reform and how do we reform. this panel is designed to discuss the costs and benefits. so i want to focus a little bit

are the sort of research aspect of this work. the costs and benefits at this moment in time are more profound than they have been at any point in my lifetime anyway. we must think about and discuss the status quo, and the empirical in a thoughtful way as possible. our anecdotes and her feelings are important but we need to be able to measure and quantify what the values of the reform side are as well. in the next few minutes i will describe the institute of justice's approach to police reform. so didn't have much time i will talk quickly i'm a new york is why apologize if i talk to quickly but i will be conscious of the time. but i also just want to note before you begin that works with local government and community leaders all across the country, so if anything it's a debate resonates with you please feel free to reach out to me. we would love to figure out ways to explore collaborations with

other units of government that we've not worked with in the past. so i think i have a powerpoint. there we go. today i will briefly provide an overview of the institute of justice as well as a description of our historical work on police reform in our energy strategy to develop models that will benefit law enforcement as well as the communities that they serve. we work with others who share our vision to tackle the most pressing injustices of our day, from the cause of the consequences of mass incarceration racial dispariti disparities, and the loss of public trust in law enforcement to the unmet needs of the vulnerable, the marginalized and those harmed a crime and violence. we have to think about the criminal justice system in the context of are really changing and dynamic society. in less than three decades its projected that is going to be a

minority/majority in this country. so thinking about things about language access and due process is really important. as the climate and environment of our country is changing. there are centers and programs bring together staff with different pathological perspective to work on shared subject areas. we work on issues addressing overincarceration, communities of color to improving government systems that affect the lives of immigrants and developing responses to the mental health needs of people involved with the justice system. we bring together researchers, technical assistants experts and providers of direct service and a way that amplifies our expertise and encourages the exchange of new ideas and creative problem-solving. to our capacity to manage programs and conduct rigorous research include performing cost-benefit analysis which are often a key component to our

projects. our cost-benefit knowledge bank was initially funded by the bureau of justice assistance and it seeks to inform practitioners and policymakers about the budgetary impacts of criminal justice policy choices and provide researchers and decision-makers with tools to of incorporated cost-benefit analysis into their policy development. we developed this knowledge bank in response to the growing need for cost-benefit analysis capacity in the criminal justice field. as a part of this work we have the capacity to conduct work and other costs related studies to provide assistance to local jurisdictions decade own studies and to carry out research to prevent the knowledge and application of cost-benefit analysis in the field. a little bit of history on the vera institute of justice. so vera began doing criminal justice research over 55 years ago. the way the organization works

is that we identify any within the criminal justice system in which we feel like there's a needed reform. we develop a sort of policy lever or sort of solutions in order to address that problem and then rigorously test that solution in a pilot. off until the call demonstration products. network will call -- include a cost-benefit analysis, and impact, qualitative interviews with stakeholders and community members. the very first project began in manhattan in 1961 that was not as the manhattan rail project. this is a groundbreaking reform and do so revolutionary and effective in its benefits that it was not only taken to skip in new york city and now continues to serve as new york city's retail services agency, but it continues to serve as best practices for pretrial and they'll decision-making all across the world. building on this success vera began his first project in the

policing feel. in 1964, vera began working with police officials of the project was called him on hadn't summits project. as the title suggests, the idea was that police officers which is an actuarial tool, risk assessment of sorts, that police officers to determine on the spot who was most likely to fail to appear for arraignment. and then dedicate the resources to put them in custody those individuals to individuals who are likely to show up for arraignment would instead be issued a summons and not be escorted by a patrol officer throughout the entire arraignment process. this was a huge cost saver for new york city, and he was soon expanded across the city and has also served as a natural model for the issuance of summons is all across the country. since that time vera has worked extensively with law enforcement community partners throughout the country to promote efficient

policing and strengthen police community relationships. to our research demonstration projects and technical assistance. while vera policing products expand a broad range of issues that historically fallen into five different categories. police management practices, an example of this work is the vera institute of justice work with the nypd to develop the first ever an electronic crime mapping system in the 1990s which was used for the nypd to launch compstat and that is that when you're probably has heard its operatives but in the compstat process, some of vera's early work helped design compstat from inception. police use resources, the summits project which is described as an example of that work. police oversight come in 2001 the vera institute of justice develop the please of that resource center which served as

as a center to assist monitors and share lessons of reform process as we'll just for innovation. we focus on police community relations. in the 1980s vera worked with nypd and subsequent other police departments in order to develop models that serve sort of as the backbone for community policing nationwide. finally, policing and democratic societies worldwide. more recently our work has focused on building police immigrant relations, particularly post-september post-september 11th. this was in response to the policing community concerns and the desire to improve relations between law enforcement and new immigrants. in 2003 we focus a series of forums designed to -- regular channels documentation between police department and unrepresented immigrant groups. we publish a series of guidebooks on best practices for policing and immigrant communities. and otherwise diverse communities including engaging

police and immigrant communities and uniting communities post-9/11. most recently we released a series of publications written for and by police officers to help guide building trust in the diverse nation. copies of these publications, you can find in the back of this room and for those of you who are participating remotely you can access the report on vera's website or on the cops office website. recently with an eye towards emerging issues in the field and prejudice 21st century task force, vera is dedicated institutional resources to a scale of our work with a renewed focus on integrating and testing models for effective police reform and developing an action plan to achieve both community and office of satisfaction. this is something that was discussed quite a bit in the prior panel. enabling police to be effective problem solvers, policing has lived in a complex profession with a serious impact on society. however, never has this

profession been at the center of political and social debate like it is never were asking police officers to solve all of our social problems but yet we don't understand whether or not that's even an appropriate role for police officers to play. we need to have them on his conversation that's empirically guided through research and in a very frank understanding of the resources that we have available to us within our countries. to figure out which problems please go successfully solve and what solves -- falls outside the airport working to promote internal and external accountability. there are a number of 21st century task force recommendations that address the need to infuse community policing practices throughout the police culture and operations. including my track and measuring changes in public trust of police overtime come engaging committee members and identifying problems and managing public safety and collaborative with community members to design crime reduction strategy.

additional action items include evaluating officers on community policing efforts as part of the performance evaluation process. chip mentioned by viable ones that the nypd, and my primary assignment while i worked with the police department was to help them redesign their police officer performance process. while there are a number of sort of best standards and sort of guideposts to help departments figure out how to measure the performance of officers, it's so easy to establish the court, even without a quarter. think about the pharmaceutical industry of any sort of field and you have benchmarks. but it makes it sort of easy and straightforward. you can't really blame these departments for setting the standards in a way that you're asking officers to come up with numerical progress towards the effort. but the problem is that have

perverse consequences. if you're saying write this number of tickets or stop this number of cars, there's no sort of qualitative component of that. it's the field i think we need to spend a lot of time thinking about how do we measure quality. quantity is easy. that's what it is existed in the field for so long. but measuring quality in defining quality is a much more difficult thing to do. ensuring access for this incapable and emerging communities is a final area that we are focusing on. recommendations issued by the 21st century task force includes guidance on how law enforcement should engage vulnerable populations including youth, people with physical and mental disabilities, people with limited english proficiency, a deaf and hard of hearing the population, the lgbtq populations of immigrants and others. several emerging issues we are

focused on include internal and external accountability, like i mentioned before with a focus on redefining officers performance evaluated as well as developing and evaluating best practices for oversight entities, ensuring equal access to policing services and reforms for urban and suburban areas, and determining the role of policing in the 21st century and rightsizing the role and impact. our current effort i managed by a small team including susan who is the director of programs and strategy at vera myself, the director of policing, retired chief who is serving as vera senior advisor of policing, and caitlin, our senior research associate. we would love to learn more about the interests and opportunities in the field that you all are pursuing, so please contact me at any point if you have ideas that you would like

to explore in regards to cost-benefit analysis or other types of research. and please feel free to ask any questions of me later on. we would love to learn more about what you were doing in your work with local jurisdictions. thanks so much. and speaking of local jurisdictions -- >> i guess that would be me. >> thanks for having me. i'm very honored to be here, to appear with major mikhail. i'm an old triumph over and as i sat and listened to him talk, i had this flashback to "my cousin vinny" and the opening statement, i just want to stand up and yell, everything that that guy just said is bogus, but i didn't. because i like to joke way too much. [laughter] and also want to give a shout out to police chief daryl. and i was elected by virtue of being elected, became a member

of the board of police commissioners, the first being that we had within the first few months was just like a new police chief. we laboriously went through the process, did a national search, even though their work, it's really funny. you talk about this trust and to talk about the issues but you going to find i'm going to be kind of real. when we did that and we were looking at several candidates, the african-american committee was upset with us because they thought that the only time we're done and natural search with one at a viable african-american candidate. that was obviously not true and we were able to say that, but it does go to show some of the depth and the level of distrust that exists between the civilian community and the police department. i am not going to be as informed by research as rebecca.

i'm not going to be as informed on matters of police policy as people who have been chiefs of police. my soul contactless acts are doing police work was four years as a military policeman in the marine corps during the vietnam era, which was i assure you a different type of policing. [laughter] especially in the philippines. i come from kansas city. it's a broad and beautiful city. more boulevards than paris, more violence than broker some of the nicest people you'd ever want to meet but totally racially divided. and delivery done so by the person who developed the plaza in kansas city. when it was a big economic center with where the folks who have money left and shot it and as they begin to migrate further south into the city in order to keep the jews and

african-americans and other undesirables from moving with them, real estate covenants were put in the real estate deeds of trust, et cetera, that forbid selling to them. so truth became the one on the east which african-americans in jews lived, and on the west side of which white folks live. that line is still there, and although we are doing a lot to obliterate the physical line, the emotional psychological line still exists. and if you can imagine a city that delivered the fight itself a long racial and religious lines, indeed you can imagine who controlled the power structure, including police, then you can understand how things have grown up in kansas city over a period of time. i'm happy to report, however, that they are significantly better than they used to be.

kansas city is 318 square miles. i give you this information because we are going to talk about costs, then we have to talk about costs in the context of a city budget. at 318 square miles, and if you want all of it of an understanding as to what that means, san francisco would fit into kansas city eight times. it has a population of 470,000 which is the density of about 1460 people per square mile. when you do that which you would need to be thinking is every person is a dollar of taxes, or every person is a dollar for infrastructure. compared that, of course, to san francisco which is a much smaller city, about 40 square miles. has a density of 17,000 per square mile and 820,000 people. or new york city, 27,000 per square mile. or manhattan, 22 square miles, 69,000 people per square mile.

when you look at that and you understand the connection between density population, dollars for taxes, et cetera, without of course factoring in the various levels of tax schemes, whether it's more property tax relief or in the place of san francisco, tourism and shipping of those types of things related, you understand the constraints that we have. the reason i bring that up is because of the divided city situation, it has created an exacerbated some of those underlying factors, poverty, lack of access to quality educational institutions over the long-term, et cetera. and created an area of town that is under educated, free and reduced lunch that 95% or so, underemployed, incomplete homes.

i won't say broken because you because this to a particular party there doesn't mean that them is broken but it's an incomplete home in that all the normal parts may not be present. and high crime. most of our violent crime sits in an area of 18 square miles, joe, or 13? 13 square miles in the city. and if you overlay poverty information, educational information, it gets pretty easy to see why it's in that 13 square miles. those over all of these factors have come home to roost, if they been present for a long, long time. all right, so getting to the issue of cost. our budget in the city is about 1.2, 1.25 billion. that's divided into three basic parts. on the one hand, we have the interface areas. one of those enterprise areas is the airport, federal money goes in, stacy and doesn't come up if we can't use it to do streets, roads, bridges were schools. the water department.

it goes in, they generate their own funds, they replenish the ridiculous amount of underground infrastructure. when we put in the streetcar and we decided that if we're going to lay track for $100 million streetcar it would be good if the water mains did not blow up day after we do that so we replaced the water infrastructure at the same time. and in the process of doing so we were pulling names out of the ground that were stamped 1878, 1872. when we did the power of the district immediately adjacent to were actually some civil war wooden sewers that we pulled up, yada, yada, yada. that's not uncommon in large american cities to have that kind of infrastructure. it's like, it's kind of like we treat our houses. if you want to sell the house, slap some paint on the puppy, put a new roof on the, hang some

shingles up there and hope like heck they don't check the pipes. we've done that in cities along time, deferred maintenance. so the airport is locked in. water department is locked in, which leads the part that we get to play with. we have taxes, sales taxes by the bunch. but sales taxes are always earmarked. we have a sales tax for the zoo. we have a sales tax for fire safety. we have a sales tax for capital improvement. we have sales taxes, but every one of those sales taxes those two specific thing. the only one that goes really to the city, and it's not a sales tax, it's an income tax, is the earnings tax. the earnings taxes 1% on all the profits and earnings of the people live and work in the city. it generates about $240 million of our 540 or $50 million

general fund. it's very important it's under attack by the legislature. we had to go down and if i had those three factors sets of handcuffs back i said you had, i guarantee you i will be dragging some legislators around with me. but this is actually being televised. my name is joe mchale. [laughter] all right. at any rate, some of that $540 million general fund, 72% is allocated to fire, police and endless. the rest issues were streets, curbs, sidewalks, trees, 90 yada, yada. anything else. and it's beginning to be an issue. and it's beginning to be an issue because as we do our five year projections, the percentage keeps going up and up and up and up. and as it goes further and further up, the pressure on us to do the things that the public

wants to do as example five our citizen satisfaction survey, which is streets, roads, particularly sidewalks and curbs, is becoming greater and greater and we have less and less money to do it. .. ... sdwl reour >> it is unacceptable and our assault with a deadly weapon rate is unacceptable. from a relative lay person position, my question is do you solve that problem by more police officers or do you solve it in other ways? i am not sure i have the answer but i know as we are talking

about new methods and modalities of training and things that need to be done and the cost associated with those i am wondering how it will happen from a city standpoint because 90% of the police department is on personnel. where is the money going to come from? i believe if it is going to solve the problem and cost a little more let's find a way. but can someone show me paying a little more is going to solve the problem. there have been times when the police departments ranks have been higher than now and the homicide rate is higher. so i am not sure i see the

correlation between number of police on the streets and number of homicides or reduction in the number of homicides. that is problematic for somebody who works 8-9 months a year on the budget with the city manager because as you are trying to figure out how to pay for everything one of the things we have to do is look at what is the data on success and the data on return of investment. if we didn't believe there was significant return on police, fire and ambulance it would not be at 72% of the general budget. but it has to level off and stop or we will have no money to do anything else. in the five years i have been in office it has gone from 79% --

69% to 72%. there is more every year but every when we get the budget from the police department say they are need more. this is an anomaly in kansas city that i doubt exists anywhere else. until recently kansas city and st. louis did not control their police departments. they were state office or the statute. the state doesn't actually do anything but the governor appoints a peace commissioner, some he might know, and the board of police commissioners is supposed to govern the police department. but the board of commissioners is selected on whether they are republican or democrats so we have a balance, north of the river, south of the river, east of the river or west of the river so we have a balance, and everyone of them is a good

person but not necessarily coming from a place of knowledge on how to do police work. none of us walked in with background on policing. we learned on the job and went through the learning curve. the good news is when we selected darryl we selected a great partner to work with. we worked very well together. we wanted someone who will change the police department and from my perspective it needed to be changed because the fact the police department wasn't responsive to the political structure of the city and they were not accountable to anybody and grew up a little arrogant. they became distrustful of the

city. we thought they were incompetent and we thought they were arrogant and now we solve problems by working together and talking now. that is a good thing. joe, i love you but i always keep it real. that is how it is. our police department, for the most part, is extremely well trained, highly qualified and highly confidant. they do things in the way i am prod -- proud of them for doing. when we had marches and p protesters, our protesters marched to end of the street with the officer and they were tired at the end and the chief picked them up and took them back to the car. those who wanted their time on cnn and were deciding to upgrade their level of protest were thwarted very effectively.

when donald trump came to town and brought his traveling show the anti-trump protesters were contained. some got very disobediant but nobody was hurt. you can see what happened and why. it was like the police were saying get back inside the barricade and when they continued to surge outside of them they pepper sprayed them and stalled that and that was the end although they were very unhappy. they came to board of orlando commissioners and made their position known. we had another group of activists who came to the board of commissioners with interesting demands having to do with a shooting incident that is currently involved in litigation. they wanted us to divulge military gear and wanted to know

why we used horses in the crowds because horses hurt people and my question was are you complaining about a specific incident or horses in general and she was concerned about horses in general because nothing happened. they left us with a long list of questions which we have gathered together as a board and answered. so that is the atmosphere we are dealing with and the atmosphere we are all dealing with and why the attention to the civilian population is both reasonable and necessary at this time. so, in the process of dealing with this one thing we know is that as we continue to need thoolook at how he provide police services, one thing we learned from kansas city no

violence alliance, which i think is a wonderful collaborative effort between my office, jackson county prosecutor, police department, probation, patrol, unkc, u.s. attorney's office, atf, fbi, all together and all of the heads of sar hazardous departments. what we learned is we can do some things that we haven't been very effective in doing in how he enhance capabilities and structure and organize the department. joe was the very first guy who put another nova with the chief and was our executive on this. i remember standing out on the street at a couple functions with joe and asking how is it going and he said we need to do this and that. and he said we need you to get it done.

we talked to the chief and wallah stuff is done. he got a promotion out of it and by the way, you still owe me 10%. we found out there was more impact by how we used various people, information, shared information, desiminated information than there was just throwing bodies at. from a cost benefit analysis, what is the best thing we can do to make the life and job situation of or police officers better and more productive while doing it at a cost that allows us to perform the other functions we have in the city. for example, we have 6300 lane

miles of road. every time it snows in kansas city we plow the equivalent of boston to new york city and back. it puts pressure on us to be efficient with our budget. we don't want to be so efficient we are cutting our own throat by not providing the level of police enforcement we need. priority for citizens, streets, roads, sidewalks, what is the organization in the city they are happiest with? police department. they love the police. so we have to satisfy both of those needs with the budget. what is the benefit? the benefit of what had in the five years i have been in office and that is all i will speak to except for some of the other stuff that happened before but

the five years i have been in office the benefit is we have a police chief who is focused on transforming the department in a number of ways, who is very focused on the issue of inclusion in the rank, who is looking down the road saying if all of the minority officers in the command staff leave there is not much behind them to step in so we get back it a monocramatic situation again. people like joe who will drop the non-sense of who is territory and who is jurisdiction and realize it doesn't matter because if somebody is shot and killed in kansas city it will impact everybody. how do we do this at a cost we

can afford? the benefit is we have not have things break out like in other cities. it would be absolutely naive to think i don't get a phone call something horrible happened and people are marching and burning stuff in the streets because it can happen anywhere. we know we have done things to try to stop that. we know the police chief is meeting the public in churches, community centers, on a bases. we know that joe mchill gets out into the community. and -- basis -- i am not talking about sitting in a car but out talking with people and creating the relationships that are necessary. so the benefit of having a police department that is aware

of the current environment and making adjustments to fit in is absolutely priceless. the cost of doing that, not necessarily always the money. maybe we need to think about deploying technology, reorganizing organizations, how do we care down the walls and silos in departments so information flows easier and people collaborate so there is a more cohesive, focused approach to the problem and we can afford the cost and reap the benefits if we do that. thank you. >> i think have a presentation loaded up here but i am not sure how to get to it. while we are figure that out, i

am t boldman and a deputy city manager in arlington, texas and i am lucky to follow the mayor because he was articulate on talking about the demands of the city budget. that will allow me to cut the to chase and save a few minutes of time as well. while i talk about the cost and benefits of police reform. in the city of arlington, just like many other cities, the budget is impacted by the fiscal environment. the fiscal environment as well as the political environment. in my city, like so many others recently, we have seen a very much improved local economy. we are seeing higher tax revenues. but at the same time the

political environment is forcing us to make decisions to actually lower the tax rate. so we have the pressure to lower the tax rate although we are seeing higher revenue which results in increasing competition for limited funding. the police are always the highest priority department. just like every other city we heard from the and police and fire department represent about 2/3rd of the overall budget. but this isn't the only important department and contribution. i like to think of our librarians as crime fighters. they are crime fighters because what they do with literacy, enhancing long-term literacy in the community places downward pressure on long-term crime.

i like to think of the parks and recreation folks as being crime fighters because of the structured programming they provide for the young people in the community especially keeps them off of the streets during those hours where they could be engaged in a lot of mischief. the police department places a high amount of demand on city resources so do other departments. we have to make decisions to balance the budget based on the hole and not just an individual department. pursuant to that employee pay raises, employee health insurance cost places pressure on our city budget. so when it comes to the cost that we are looking at and meeting now we see direct costs and indirect costs.

we see from implementing those forms some direct cost as well as some indirect benefit -- some direct benefit as well as indirect costs. let me give an example looking at body worn cameras. we have looking at full implementation in the city after going through a 90-day project. just the cost of the cameras is small overall. we have storage requirements and whether they are going to be in the cloud or on local servers. we have data collection issues and somebody earlier talked about the compatibility with legacy systems.

we have to look at that and what could be a 4500 body camera could turn into a 20,000 piece of equipment when you throw all of the other costs associated with that equipment into the puzzle. that is not all but when we implement new technologies and the business process changes. we have to make sure the work flow is synchronized with the old and new technology and with the people and training. to make a long story short, we have a lot of work that goes into the adopting new policies and support and documentation. so, when we look at local

governments and i want to right quick borrow a little piece prom emergency management and consequen consequence management. local governments provide for the health, safety and welfare of our people and more than anything else we want to be prepared for the critical incidents that occur. for my city and any other city that could be water events, it could be a terrorism event, it could be a catastrophic event. i see they are an analogous to the weather radar. they don't stop events from coming but help us figure out something is happening and it is on the way. it helps them make sure we know

what is happening. critical incidents do happen in every city. the mayor said it. it is not matter of whether or not they will. it a matter of when they are going to happen. so when they happen we want to make sure we are prepared for those incidents. so that brings me to the word resilience. you see the definition of community risiesillance and we think of consequence or management of a major incident. the aftermath of a major incident. since we know these incidents are going to occur why don't we be more pro-active? why don't we place the police in the position of being responsible for being prepared for these incidents so that the

community, when they occur, have the ability to bounce back and return to their original form after these events happen. well, to me, procedural justice and community policing and citizen engagement strategies are another way strengthening community resilience against these critical disasters. if we are spending part of our budget on being prepared for the natural disasters, the hurricanes and earthquakes and so on and so forth, to me as manager it makes sense we also prepare for those other police disasters that inevitable occur so when they do we are able to

avoid some of the december bankru disruptions that often come through community justice and civil engagement. >> thank you. [applause] >> i am with the washington day center for public safety. we provide services to icma which is the worldwide association of public service administrators. it is a hundred year organization and their annual conference is in kansas city so i will have the opportunity to see the mayor and the captain next month. i thought i would spend a few minutes talking about

implementing the problem. many of the recommendations in the task force are highlighted. i want to start by looking at the diversity issue. recommendation 1.85 talks about law enforcement agencies should strive to create a workforce with a broad range of diversity including race, gender, language, life experience, cultural background and i would add age to that. i need to remind everybody here that we still have not fully achieved fully integrated police departments on a racial and gender bases. that is despite the fact we have been involved in three decades worth of litigation, court

orders, consent decree, collective bargaining agreements, we still haven't achieved that for race and gender which are the protected classes. how much more difficult, and i know this sound like debby downer, but how much more difficult is it going to be expand the workforce we all think are important of cultural backgrounds and language. it is an enormous challenge and that is because there are significant impediments to accomplish that. most police agencies operate under a strict service system. in some communities they developed the rules, policies and procedures developed locally. in other places regionally. we have implemented a system from early part of last century to try to insure some fairness

in the selection process to hire the best individual based upon, i think what we all understand, is not a very accurate assessment tool and that is a check off or fill in the blanks or check the box written on examination which in many cases don't stand-up to detailed scrutiny as to whether or not they are accurately measuring the skill sets needed to become a police officer in this case. if language and background and life experience don't fall thunr this system how will we move these different types of individuals into the selection process? that is number one. the second part of that is right now, having looked at -- we have completed about 250 public st y

study -- studies. we are screening out of the applicant pool people that, in my opinion, should be police officers. one of the outdated screening sets is we are doing credit reporting. some police departments do a credit report on a 21-year-old individual who is applying to be a police officer and if they are below a certain score they are knocked out of consideration. no one shows correlation between the ability to have a higher credit score and the ability to do police work successfully. we screen out people with minor drug use. that changed a little but we are pushing away people who have minor experiences with marijuana in particular and preventing them from becoming police officers. people who have minor encounters

with the police, minor records as juveniles or young adults, are typically screened out. we want people with broader life experiences and aren't those the kind of people who want to be part of the police force because they do represent in many ways the community they are going to be policing. we are in some ways taking out the people that can qualify. they might be recommended by the local pastor, basketball coach, or teacher and get screened out of the process. another area that we have dramatically screened out good

candidates in my opinion is the educational requirement that we imposed on a lot of police agencies around the country. some departments have a four-year college requirement. many police departments have a 60-college credit requirement. 60 cleenl credits in subject matter whatsoever. could be social, physical ed, history, mathematics. so requirement whatsoever to be related to the job you are trying to get yet we force these people away from consideration because they don't have the 60 college credits. and again, you know, i have actually working for a city and done research in this. no one has demonstrated a correlation between 60 college credits and being a successful police officer. even worse, no one identified

what a successful police officer is. they make a lot of arrests? avoid suits or litigation? write a lot of tickets? do they stay out of trouble? complaints filled against them or stand on the sidelines? so again, we are using this educational requirement to eliminate solid candidates. if you roll it back up to the issues identified in the task report about wanting to bring in people that are more diverse you get a scent of how difficult this challenge is going to be. that challenge gets worse when you think about professional examinations within the department. within the agency there has been a lot of litigation with the most poplar in new haven that involved allegations taking into the account raying racial outcomes and the supreme court

makes that process, which has been used in the past with success to change the racial make-up of orlando and fire department, it makes that illegal. another area we screened out people is residency requirements. this is one of those areas that has pros and cons. the pro is if you have a residency requirement for people to apply for the job you are giving greater opportunities to people in the community that these police officers are going to police. however, when you do that, you are reducing the candidate pool because you are prohibiting people with who don't live in the city from applying for the job. ...

was identified some years ago. i use that as a human resources commission to do significant recruiting effort in a city that was under court order by the way. we use some of the guidelines in the hhs brochures and programs and was very successful. we were able to attract a different kind of candidate to the job. in the way the hiring spirit of service program described as we watch why are people who want to be police officers because of service not because of the danger. the other what i like used to describe please officers is a steeper. i think that is even a better way to describe and guarding the it's a peace keeper between

people who are maybe going to be warring with each other if the police don't interact. one area that i think with the best chance to be successful in increasing the diversity in the agency's is on female police officers. as rod talked about there's a lot of research that shows women bring a different skill set come in many cases a better skill set to being a police officer. they are a protected class of course and a lot of women who if we did a better job marketing and reaching out to them what into the police force the same way that has happened with the military. some of my career past i had a lot of work with the coast guard. they been enormously successful in attracting women to the coast guard, both as officers and has been listed. so that could be an area when needed we take a look at. this requires money. if you're going to do a marketing campaign you have to our marketing people.

you can't have someone in h.r. department was never done this work before come up with a successful marketing campaign that includes television and radio and print advertising and direct mail and social media. that's the cost that if we're going to implement this particular recommendation, and if we're going to do it successfully is not only going to face bureaucratic hurdles but also fiscal hurdles as well. that is a dollar costs. i do think it's a tremendous opportunity for us to reach out to females to become police officers. i had the opportunity first written law enforcement to work with some of the first police, theme police officers and patrol down in miami-dade county. they sent these four young ladies out in a line skirts and heels working in liberty city. that changed eventually. they were i'm not -- they were by the way not allowed to become police sergeant. we now know the research shows

clearly that their significant opportunities for us to change the direction of police department by hiring females. more females. one quick area of what to talk about this implementation of a lot of the things that are in the task force report and i want to talk about body cameras. in many places implementation of body cameras is a mandatorily negotiable subject for labor. and right now we are seeing some cities, cincinnati for example, this past week sent a cease-and-desist letter to the city to stop them from admitting body cameras until the negotiated the impact of that. i was reading the other day that boston had negotiated a short-term program that wanted f police officers were going to go into the body cameras test. they would be paid $500 extra for completing the test. not a single police officer has volunteered to be part of the test as of two days ago. so we are going, if were going

to continue with a lot of these changes can't even things like mandatory vest wearing, maybe mandatory negotiable in some states. so as we tried implementation on officer safety and wellness and diversity, we are going to have to think about what the of occasions are both financially, from a bureaucratic standpoint and also from a labor relations standpoint. my guess, my best recordation is when you get involved in talking about internally to any of these kinds of things you need to have the city attorney involved in the discussion right at the beginning. is inevitably these are going to end up either as collective bargaining issues or litigation come on both. i'd like to close by reading you at the couple of paragraphs from a report your to the earlier we decided deep hostility between police and minority communities as a cost of the disorders reserve it. in practically every city that

experienced destruction, abusive relationship between the police and community members have been a major source of grievance, tension and ultimately disorder. in a fundamental sense it's wrong to define the problem solely as hostility to the police but in many ways the police office only symbolizes much deeper problems. a police officer in a synthesis of not only of law but entire system of law enforcement and criminal justice. as such they become the tangible target for grievances against shortcomings throughout the entire system. against justice, teeming lower courts against widespread disparities in sentences against antiquated correctional facilities, against the basic inequities imposed on the system on the poor to whom for example, the option of bail really only means jail. the police officer in the city a system of increasingly bitter social debate over law enforcement on one side, who are disturbed and perplexed by sharp rises in the black life movement and so forth, and crime and

violence. they exerted pressure on the police for tougher law-enforcement. another group inflamed against police as agents of suppression tends toward defiance and would regard as ordered means that expense of justice. the police officers a simple filing of a society which many minorities are increasingly alienate. at the same time police responsibilities have grown as other institutions of social control have lost much of their authority. schools because so many are segregated, old and inferior. religion which is becoming irrelevant to those of lost faith as they have lost hope. our aspirations for which many minorities are totally lacking. the family because its bonds was drenched, no longer supported. and as a result the officer who must know these institutional vacuums is then presented for his or her involvement. and yet precisely because the police officer in the city is a symbol and symbolizes so much, it is of critical importance of the police and society to take

every possible step to rely grievances that flow from a sense of injustice and increased tension and turmoil. that is a quote from the president's commission on rights, the commission report written 50 years ago. i have had this book since you and i were in college because he and i went to school several blocks away from springfield avenue that was burned to the ground into riots. if you are in law enforcement or if you're watching this on c-span, you need to get a copy of this book and read it. and look at the pictures which are incredibly disturbing. heartbreaking. talks about negroes in ghettos but it has been a positive sense of the kinds of problems they were facing 50 years ago. you can get this on ebay for about five bucks, a used copy. please take the time to do that because it puts everything that we're talking about today into perspective and how badly we

have done as a country with the numerous commission reports, numerous studies and reseller facing essentially the same issues today 50 years later. there are recommendations in your that essentially mirror the presence -- president task force. almost word to word similar language we still haven't implemented. thank you. [applause] >> wow. they did teach us something. spin i think you get the hard dose of reality. i'd appreciate the comments today. we are little overtime but i'm not going to let you get away with a question or two. does anyone have a question? >> good afternoon. thank you for your comments. i'm and lieutenant with the arlington, texas, police department, currently serving as

-- here in the d.c. area. just a couple of comments, really probably more for doctor molin and mayor james. i that opportunity to kind of go by the country talk about 21st century policing, particular task force recommendations. we've also been -- talking to the national league of cities. many chiefs of the police have really talked about trying to adopt a 21st century police document and model it. since we've been having these conversations, i've learned dramatically that policing is different across this country, in how people operate and how they do serving the public are a lot of police chiefs or some police chiefs have a drawback from dealing with city management to the point to where they probably have even written a white paper on their own and

giving it to the city management. if you could, as people are watching, kind of thing attention, why is it important for city leaders to those in city management, mayors and city government, to take a look at this task force report and adopt it as we continue to see police evolving in the future? >> okay. good question. from the city management side, that touches on what i just talked about. the city manager, and the mayor as well, has to have the overall well being of the entire city at heart. that's our responsibilities. and to the extent that we go through the report, we fully understand what the tenant kind of recommendation of the report say. then we can also integrate, and what i found, we can integrate a

lot of those tenants into other aspects of running the city as well. procedural justice is just as critical in the courts. it's just as critical for the code compliance people. it's just as critical for any other area of the city that comes into contact with citize citizens. and so the recommendations, while the task force is focused on 21st century policing, the recommendations help us to have just a better government. generally. and so i think every city manager should be very familiar. people ask me quite often about my transition from policing to city management in the difficulties there with. i tell them that it hasn't been difficult at all. i think any community minded police chief going into city management will find that the

opportunities are greater with more departments, to implement recommendations like this for the benefit of the city. so i can't agree more that it is just critical that city managers do. >> from my perspective, because if i'm not aware of what's going on in policing, i'm going to be at a very critical disadvantage when day after day people walk d up to me and say, what are you doing about the homicides in the city? and i don't know is not an acceptable answer. it is also important, particularly considering the structure of our city, and our police department, to be able to have a conversation with the police chief who was responsible for setting the tactics and strategy of the police

department without being totally oblivious to what the options are. if we don't have direct city control, we at least need to know what the options are and have discussions about that. the kern report you're talking about, the update on it, a quote i love this commission zwart of ominous consequences if nothing changed. i think we seemed ominous consequences and we will continue to see them if nothing changes. it is important to be able, to be in a political position between the citizenry and the police department in order to talk about options and with the built in order to make the lives of the policeman safer and better and the lives of the citizens safer and better. you have to know your stuff. that's why it's important to be up-to-date. speak as a former lee's chief and public safety director and city manager, i would see this as risk management.

that's really what this is about because if we don't change things america is going to cost the city's even more, not just in human lost but in financial loss as well. that's one thing a manager to understand this risk management and importance to reduce exposures. >> this is about a cost-benefit in a political environment, which is always almost an oxymoron. my question really is to all of you is what is it that you need in terms of analysis or something to make the argument that it's worth the investment to do the reform? are you sinking back into that? because leonard brought up a lot of things about this just as structural obstacles that have been around for 55, maybe 100 years that prevent lots of these things to happen. so what is it that you need? >> i think that you're right,

there are obstacles and i think we are expressing some of those right now when you talk about who's going to replace the command staff in three, four, five years when they retire and how do you do that? the policy certainly is not going to shepherd that in. there's going to be the replacement, then there has to be a change. what do you have to see? you have to see something that says we did this and, therefore, that. that's hard to deal. but we do know, we do know that if we make some adjustments internally that we're going to get better outcomes on certain things. for example, one of the things that you wanted was more flow between games and who else was there, joe? [inaudible] >> exactly. so that the two areas for the enemies of the police department were sharing information between the two which then made it easier to do its job.

i think if we can look at things that restructure not necessarily having to put new people in. i think that's a critical but with the people that we have come restructure it so that it's not this quasi-military 1950s version of how police departments were. if doctor department over here, you've got your section over there and they don't talk to each other. that doesn't work anymore. information is the currency of everything right now, and that's true in policing as well i would think. >> i guess i would add to that, onone concern that i have, and i've heard it mentioned, the term mentioned police culture. and while there's a lot of talk about police reform, on noticing a lot of really detailed research based information on how to actually change the police culture without making the police feel like they are

being picked on. and so i think it will be helpful to have some significant research and some tta on what changing the police culture entails and how to do that in a logical, methodical way that's not offensive but yet effective two and four police officers. i think that would go a long ways in helping, helping them to understand who they are and that a lot of them, we talked about this 50 year old report. a lot of what police officers do today are relics from 50-100 years ago. they do and don't understand why. i think this focus on culture will help us all understand what it is we do what we do and help us understand how to get beyond it. spent the police culture dish is a big barrier to inclusion. it's easier to recruit somebody that it is to retain them.

you can get in there with promises of glory and get to wear uniform and do all this great policing, but when you get there, if the culture is such that you don't feel welcome and that you are an outsider and that you are somewhat different than the others, then you don't stay long. plus the reality also is that if you are really good and you have an opportunity after a few years, somebody's going to come up and snatch you up and want to make you a major or something. i'm sorry. or a police chief in a small town or something big you get opportunities because there's a critical mass and the pipeline is not full. culture is everything. even when i was in the marine corps, the culture in the military police company was different. it was really were are the good guys? everybody else is a suspect when it was time to go out and eat we went out and ate together. when it was time to go out and drink, we went out and drank

together. when we got together for a patent we got together as a group that's the culture and the culture that excludes the very people we are now saying needs to be a part of it spent i think there's real scarcity of research in the field. one of the panelists on the prior panel mentioned police institutions traditionally have been very silent. there is an opportunity in the 21st century task force recommendations embrace this idea of working with third party partners as partners and not somebody that is there to sort of gotcha and until some sort of terrible thing that's going on. it's a collaborative work together to forget what works. i think we have a feeling about what works and what doesn't but we don't have a lot of empirical evidence to back that up. >> there are some things very easily quantifiable. the attorney general eric holder had a commission on officer safety and