>> up next on c-span, a form on ways to make improvements for community policing programs. then hillary clinton campaigns in reno, nevada.

later, a conversation with co-authors of the book "trump revealed." >> society of certified senior advisers hold a conference on aging and wellness. speakers will address various quality of life issues facing senior citizens. it gets underway tomorrow at 10:45 eastern live on c-span two. on c-span3, a look back at the 2016 brazil summer olympics which finished last weekend. the director of george washington university sport management programs will give her perspective on the games. begins at 2:00 p.m. eastern on c-span3. the c-span radio app makes it easy to continue to follow the 2016 election wherever you are. it is free to download from the apple app store or google play.

get audio coverage and up-to-the-minute schedule information for c-span radio and c-span television. as podcast times for popular public affairs and history programs. stay up to date on all the election coverage. c-span's radio app means you always have c-span on the go. >> local government and public safety officials discussed the cost and benefits of community policing efforts. you will hear from former cap up, -- cap obey, florida leased fee. -- tampa bay, florida police chief.

>> hello. this a timely thing for me to say. this is being broadcast live on c-span. maybe you did not know that. we are pleased about that. i do say two things and then it will interest the panel. number one, there is a reception after this session this afternoon. we encourage you to join us and continued to conversation. you will receive if you don't have them in the package he

-- package, you will receive 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 -- we have 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 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 center 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 -- biography, you 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. i have had 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 -- have him here since we had jill mcgill from kansas city. it is great to have someone from the same city on the other side of the street. mayor james was elected to his position in 2011. his focus and his passion for the work that he does has 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 -- community collaboration where

he presented. he was very passionate about this work. following sly is going to be a bowman.g -- t 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 and he is a valued and respected colleague. he brings a wonderful perspective of city management from his experience as a police officer and a police chief. then we have my new friend, leonard matarese, director of research for project development at the center for public safety . the thing i like most about him is that when i was an undergraduate at rutgers in new york in sociology, he was an undergraduate in political science at the same campus.

we went to school together and -- a long time ago. he has actually been very helpful for 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 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 -- i am happy to be 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 involved violence and disorder in our communities. thankfully we have moved beyond that at least a bit and many of our 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 very confident in 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 overall 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 what 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 on the 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 and topple aspects. aspects -- thoughtful aspects. 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 i begin that they work with-- new york works 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 and our emerging 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 disparities 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 it's 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. 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. 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 -- to help incorporate 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 conducting their 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 -- an area 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 we rigorously test that solution in a pilot. often called demonstration products. the work will 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 -- known 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 -- to scale 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 decision-making all across the world. building on this success vera began his first project in the -- its first project in the policing field. in 1964, vera began working with police officials of the project was called him on hadn't summits -- manhattan summons 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. 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 -- it 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. through our research, demonstration projects and technical assistance. while vera policing products expand a broad range of issues , they have 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 electronic crime mapping system in the 1990s which was used for the nypd to launch compstat and that is that when

-- they have all probably heard or participated in the process. please use of resources. police oversight come in 2001 -- oversight, in 2001 the vera institute of justice develop the police 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 officer satisfaction. this is something that was discussed quite a bit in the prior panel. enabling police to be effective problem solvers, policing has always been 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 now. 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 an honest 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. -- localities. henry into figure out which

problems we can solve and what paul's outside the airport -- 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 by tracking and measuring changes in public trust of police overtime come -- over time, 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 my prior role was at 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, -- quota even without a quota. think about the pharmaceutical industry or 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 -- has 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. as a 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 -- and defining quality is a much more difficult thing to do. ensuring access for this -- disengaged 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 -- the deaf and hard of hearing populations, the lgbtq populations, immigrants and others. several emerging issues we are focused on include internal and external accountability, like i mentioned before with a focus on redesigning how 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 -- are doing in your work with local jurisdictions. thank you 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 trial lawyer 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. when i was elected by virtue of being elected, became a member of the board of police commissioners, the first being -- real duty that we had within the first few months was just -- to select a new police chief. we laboriously went through the process did a national search, , even though their work, it's really funny. to 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 -- we had done a national search is when we had 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 contact with doing please 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

fountains than rome. but totally racially divided. and liberally done so by the person who developed the plaza in kansas city. when it was a big economic center where the folks who had money list and shopped, and as folks migrated for the south to keep the jews and african-americans and other undesirables from moving with them, real estate covenants were put into the real estate deeds of trust, et cetera, that forbid selling to them. so it became the one on the east which african-americans in jews -- and 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 deliberately divided itself along 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 a little bit 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. now compare that with 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 -- tax related 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 -- and 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 at 95% or so, underemployed, incomplete homes. i won't say broken because you -- just because there is not a particular party there doesn't mean that the family 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 are where all of these factors have come home to roost,

and they have been present for a long, long time. all right, so getting to the issue of cost. our budget in the city is about $1.25 billion. that's divided into three basic parts. on the one hand, we have the enterprise areas. one of those enterprise areas is the airport, federal money goes and 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 the day after we did that so we replaced the water infrastructure at the same time. and in the process of doing so we were pulling mains out of the

ground that were stamped 1878, 1872. when we did the power of the light 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 -- for a long time. deferred maintenance. so the airport is locked in. water department is locked in, which leaves 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 -- goes to a 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 who live and work in the city. it generates about $240 million of our $540 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 extra sets of handcuffs back i guarantee you i , would 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 exemplified 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. we're going to try to do an $800 million bond initiative to take off some of the pressure and address other problems. that does not relieve the pressure on the budget of providing the services. should we provide police services, absolutely. we should. we should provide them as

effectively as we can. because our ridiculous we cap homicide rate is unacceptable. our high assault with deadly revenue 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. the other 10%, uniform, cars. where is the money going to come from? i believe if it is going to

solve the problem and it will cost us a little more let's find , a way. 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%. it has been a rise every year. every year there is more. every year 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. the state operates the police

department. the statute does. the state doesn't actually do anything but the governor appoints a peace commissioner, -- police 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 any background on policing. we learned on the job and went through the learning curve. that is cool. the good news is when we selected darryl we selected a great partner to work with. we worked very well together. we were conscious of what we were looking for.

we wanted someone who will -- would change the police department and from my perspective it needed to be changed because the fact the police department wasn't responsible to the political structure of the city and they were not accountable to anybody and grew up a little arrogant. in the process of doing that, 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 proud of them for doing. when we had marches and pro

protesters, are protesters marched down 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. it is hard to get mad at that if you are protesting. 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 disobedient but nobody was hurt. when you look at the entire film 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 solved it and that was the

end although they were very unhappy. they came to board of orlando -- board of police 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 are you just concerned about 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 all of this, one thing we -- things we do know is that as we continue to need look at how he provide police services, one of the things we have learned from our work with the kansas city no violence alliance, which i think is a wonderful collaborative effort between my office, jackson county prosecutor, police department, probation parole unkc, u.s. , attorney's office, atf, fbi, all together and all of the heads of those 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. i will give some credit to joe because he was the very first guy who put another nova with -- together 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.

-- added. -- at it. you have to look at it from a cost benefit analysis, what is the best thing we can do to make the life and job situation of or -- our police officers better and more productive while doing it at a cost that allows us to perform the other functions we have other city? for example, we have 6300 lane miles of road. every time it snows in kansas city we plow the equivalent of boston to san diego and back. when you have those things and you don't know what they are coming, it puts pressure on us to be efficient with our budget. we don't want to be so efficient we are cutting our own throats by not providing the level of police inenforcement we -- police enforcement we need. we also know from our satisfaction surveys a couple

things. priority for citizens, streets, roads, sidewalks, what is the organization in the city they are happiest with? the 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 has happened 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.

how do we address that? andllaborative police chief 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. and put down all that stuff and find a way to work together. 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 can i get a phone call right now saying 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. those things pay dividends because it is a change from what used to happen. 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 we can do that, we can afford the cost and reap the benefits. thank you. [applause] >> i think i have a presentation loaded up here but i am not sure how to get to it. while we are figuring 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. because he was so articulate, 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 today, the 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. you throw into 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 look at the reforms recommended in the 21st century pleasing report, -- policing report, 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 are looking at full implementation in the city after going through a 90-day project. just the cost of the cameras is

small piece of the overall program. we have equipment costs and installation costs, 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 odd 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.

so, to make a long story short, we have a lot of work that goes into adopting new policies and debates, thens and support, new publicity, the documentation, analysis on the front end and the backend as bullet that interpretation. well as data interpretation. so, when we look at local governments and i want to right quick borrow a little piece prom emergency management and 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.

may be a fire or some other catastrophe. we want to be prepared for these offense. body worn cameras provide to us, i see that it is analogous to the weather radar. they don't stop events from occurring but they do help us see something out there 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 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 resiliency. you see the definition of community resiliency and we

ofnk of it in terms consequence 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 ofstrengthening -- 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 a manager it makes sense we also prepare for those other police disasters that will occur. when they do we are able to avoid some of the civil disturbances and disruptions and we canhappen make through community justice and civil engagement. >> thank you. [applause] i am with the washington day center for public safety. we are the exclusive provider of

open safety technical services for the icma which is the worldwide association of public 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 some of the human resource challenges presented by the 21st century policing recommendations. to give you a sense that this is not just a financial issue for the program, it is much deeper. , labor bureaucratic issues that you have address to achieve many of the recommendations. i want to start by looking at the diversity issue. recommendation 1.8 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 s 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. the first is that most police agencies operate under a strict civil service system. in some communities they develop 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 under that protected class environment that will get you into the court 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 study -- safety studies around the country. we have seen a lot of different systems. right now, we are screening out of the applicant pool people that, in my opinion, should be police officers. by a somewhat antiquated set of screening instruments. 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 has changed a little bit 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. that goinggest you back to the initial discussion about 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 can also improve the relationship between the policing community. they come from the inner-city community. they are the people that we are looking for. they might be recommended that the local basketball coach or pastor 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 had 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 college credits in subject matter whatsoever. could be social, physical ed, history, mathematics. no 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? no one has identified what is successful. 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 sense of how difficult this challenge is going to be. that challenge gets worse when you think about promotional examinations within the department. within the agency there has been a lot of litigation with the most recent case in new haven that involved allegations taking into the account raying racial -- racial outcomes in the candidate list and the supreme court makes that process, which has been used in the past with success to change the racial makeup of leased apartments and fire departments and 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.