HomeMy WebLinkAbout2003.1009.TCWSM.PacketMayor Wally Nichols
Vice Mayor Rick Melendez Councilwoman Kathy Nicola
Councilwoman Leesa Stevens Councilman John Kavanagh
Councilman Mike Archambault Councilwoman Susan Ralphe
WHEN: THURSDAY, OCTOBER 9, 2003
TIME: 5:30 P.M. - 7:30 P.M.
WHERE: COMMUNITY CENTER
13001 N. LA MONTANA DR. (BALLROOM #1)
M
ALL ITEMS LISTED ARE FOR DISCUSSION ONLY. NO ACTION CAN OR WILL BE TAKEN. The primary purpose of
work session meetings is to provide the Town Council with the opportunity for in-depth discussion and study of specific subjects.
Public comment is not provided for on the Agenda and may be made only as approved by consensus of the Council. In appropriate
circumstances, a brief presentation may be permitted by a member of the public or another interested party on an Agenda item if
invited by the Mayor or the Town Manager to do so. The Presiding Officer may limit or end the time for such presentations.
• CALL TO ORDER AND ROLL CALL— Mayor Nichols
1.) DISCUSSION of establishing a Public Safety Commission and the Emergency Management
Coordinator position.
2.) ADJOURNMENT.
DATED this 7th day of October, 2003
Bevelyn f' Bender, Town Clerk
The Town of Fountain Hills endeavors to make all public meetings accessible to persons with disabilities. Please call 837-2003
(voice) or 1-800-367-8939 (TDD) 48 hours prior to the meeting to request a reasonable accommodation to attend this meeting or to
obtain agenda information in large print format.
Supporting documentation and staff reports furnished the council with this agenda are available for review in the Clerk's office.
E:\Clerk\AGENDAS\WS\2003\Work Session 10-9-03.doc Page 1 of 1 Last printed 10n12003 3:56 PM
TOWN OF FOUNTAIN HILLS
INTEROFFCE MEMORANDUM
TO: Mayor Nichols and Town
DT: October 7, 2003
Councilmembers
THROUGH: Tim Pickering, Town Manager
FR: Sergeant Barry Roska,
RE: Public Safety Commission —
Maricopa County Sheriff's Office
Work Study Session
Introduction
The Maricopa County Sheriff's Office is pleased to provide this report to be discussed at the
October 9th Town Council Work Study Session. It will assist in providing an outline of the
typical duties and responsibilities of a Public Safety Director.
Discussion
Researching various commissions around the country some of the starting points were to define
the purpose of the commission, define the scope of their authority, how do they derive their
authority and how does the selection process to the commission take place.
Definition of Purpose
(Examples)
(Dallas PD)
To improve the sense of public safety and confidence in the Dallas Police Department within
the community by providing:
• A means for citizens to communicate their concerns regarding alleged inappropriate
police behavior;
• An avenue for the public to obtain some remedial action regarding Internal Affairs
Division investigations and Chain -of -Command reviews in circumstances in which the
Board deems same appropriate and as provided for in the Board's enabling ordinance;
• A vehicle (the board) for making impartial recommendations for changes or
improvements in the operation of the Dallas Police Department;
• An advisory body to the City Council with regard to the operations and policies of the
Dallas Police Department, its policies, operations and practices, as well as the public's
perception of same.
(Iowa City)
To review Police Department investigations into allegations of misconduct lodged against
police officers, conduct further investigation of the complaint when the Board deems it
necessary, and issue a public report which explains why and the extent to which the complaint
is sustained or not sustained; maintain a central registry of complaints against sworn police
officers and issue annual reports regarding the disposition of the complaints to the City
Council; review police policies and practices from time -to -time and recommend changes to the
City Council.
(Minneapolis)
N.►
The Minneapolis Civilian Police Review Authority investigates and makes
determinations regarding complaints brought against any Minneapolis Police Officer. If
you feel that you or someone else has been treated unfairly or improperly, a complaint
can be made with our office. To file a complaint, you must have personal knowledge of
the misconduct, either as a victim or a witness. The complaint must concern misconduct
of members of the Minneapolis Police Department in their work as police officers.
What will be the scope of the committee's authority?
(Examples of other commissions/committees/panels)
Complaints include, but are not limited to the following:
• Use of excessive force
• Inappropriate language or attitude
• Harassment
• Discrimination in the provision of police services
• Failure to provide adequate or timely police protection
• Retaliation for filing a complaint with the review authority
• Use of discourteous or demeaning language
• Improper stop, arrest, search and seizure
• Inadequate investigation or improper police reports
• Discrimination on the basis of race, color, creed, ancestry, age, sexual orientation,
sex, religion, disability, or national origin or any other criteria defined in federal
and state guidelines.
• Improper police procedures
• Improper traffic citation or police tow
How will Selection/appointment of committee membership be made?
(Examples)
Baltimore
The Mayor of Baltimore, with the approval of the City Council, appoints members for
three-year terms. Terms are staggered with three members rotating off each year;
members cannot serve for more than two full successive terms. The Board is composed
of nine voting members and three non -voting members. The voting members consist of
one citizen representative of each of the nine Baltimore police districts. The non -voting
members consist of one representative each from the Fraternal Order of Police, the
Vanguard Justice Society, and the Baltimore City Police Commissioner. Voting members
may not be a current employee of a municipal, county, state, or federal law enforcement
agency.
Boise
On July 20, 1999 the Boise City Council officially established the Office of the
Community Ombudsman. This office was established to investigate complaints of
misconduct against Boise City police and law enforcement officers. The Community
Ombudsman's Office is independent from all other City departments and reports directly
to the Mayor and City Council. In addition to investigating misconduct, the Community
Ombudsman's Office seeks to ensure that police policies and practices reflect the needs of
the community.
How will the power of the committee be derived (voter imitative, town
code amendment, county charter amendment)?
Some of the agencies researched are listed below.
A= How are committee members appointed?
B= How were they created?
C= What authority do they have?
W
10,
II
A
B
C
III
A
B
C
IV
A
B
C
V
A
San Diego County
County Chief Administrative Officer nominates candidates, board of
supervisors appoints
Created by county administrative Code
Can compel testimony of officers
Orange County, Florida
Appointments made by County Commissioners
committee are law enforcement officers)
Established by County Charter
May issue subpoenas
Miami -Dade County
(2 members of oversight
Appointments by County Commission (executive officer appointed by
chief judge of 1 lth circuit)
Powers established by county charter
Can not compel testimony
City of San Francisco
Police commission of S appoints 31 employees
Voter imitative established amended city charter
Can issue subpoenas
Los Angles County
Each station commander forms committee with local citizens
B No powers- program recognized by Sheriff Office
C Does not investigate complaints
VII City of Boise, Idaho
A Hires Ombudsman- appointed by city council
B Powers derived by city code
C Employees hired in Boise are required to comply with request during
investigation
VIII City of Berkeley, California
A Appointments by city council
B Powers derived by voter imitative to amend city charter
C Employees are required to cooperate
Additional information can be found at: www.parc.info (related links)
After review of the minute entry from the August 12 workshop the following comments
of the council and town staff were were noted:
➢
Prepare a draft that would describe in detail what powers and duties the public
safety commission would have, and who should serve on that commission.
➢
The council also stated that the commission for a rapidly growing community like
Fountain Hills was to the benefit of the town.
➢
The desire for this commission to report to the town council was expressed and
the desire to grant this commission the same recognition by the council that is
currently afforded the town planning and zoning commission.
➢
The council would like to consider a resolution that incorporates its vision of the
Towns' future while addressing the present needs of it citizens.
➢
The scope and direction of the commission was to be considered when drafting
this document.
➢
The commission should interact with other committees in town to access
community needs.
➢
The commission should be comprised of individuals that have experience in
dealing with fire/law enforcement and emergency management services in
governmental settings. An advisor from local law enforcement and fire serve
should be present to respond to technical questions.
➢
Recommendations or opinions of the commission should not be binding on the
council. Communications issued by the commission should be reviewed by Town
staff before being published.
➢
These recommendations should not encompass areas that are outside the
responsibilities of the commission
➢
Further it was discussed that the commission should have a narrow focus and set
of responsibilities while providing the community and its citizens with a place to
use as a sounding board for the future direction of the towns fire, law and
�•-
emergency management services
➢
It should not be a legislative or investigative body.
Conclusion:
Compiling the above listed requests of the council members, incorporating the opinions
of town staff and after reviewing the research, the closest existing commission to the
above stated criteria is a committee used by the Los Angeles County Sheriffs
Department. Contact was made with that agency and a copy of their Community
Advisory Committee Handbook was requested. That handbook was used to form the
bases for the draft.
Los Angeles County sheriff's Department
..�._;
r
Rev: 8/99
Sheriff's Message
Since the formation of our Community Advisory Committees in 1993, 1 have been
extremely proud of the work accomplished by CAC members and their Department
counterparts. The many positive programs created, and influx of fresh ideas has helped
to make our Department stronger and more efficient than ever before. Advisory
Committees have helped us to better understand our communities' needs, not just what
we think they are, but what the community itself tells us they are. This has helped lead to
an overall decrease in crime and an increase in the quality of service we are able to
provide.
I applaud you, the community and Department members who have helped our Advisory
Committees become the success that they are. I encourage you to continue your efforts
to make our County a safer place to live.
LEROY D. BACA
SHERIFF
Note from the Author
At the 1998 Los Angeles County Sheriff Department's Community Advisory Committee
(CAC) Conference held in Whittier, California, I was asked many questions regarding the
goals and operations of CAC's.
The questions were similar to ones I had heard in past years when working as a CAC
advisor at the Station level. While talking with my supervisors about this issue, it occurred
to us that there was a need for information and guidance not only for CAC members
themselves, but also for Department personnel who are involved with the administration
of CAC's.
In writing this handbook, I tried to meld the vision of the CAC's creators with today's CAC
program. Special thanks goes out to Frank Gleberman from the Marina Del Rey CAC for
his advice and to Director Natalie Macias from the Community / Law Enforcement
Partnership Programs Unit for her guidance. It is my hope that CAC members and
Department advisors will take this information and use it to bring their CAC to an even
higher level of excellence.
- Deputy Sven Crongeyer
Community / Law Enforcement Partnership Programs
*�
W(Ail
I. History and Formation of the Sheriffs Community Advisory Committees (CAC) ...... 1
11. The Administration and Operation of CAC's .............................. 2
Ill. Objectives and Goals: What makes a successful CAC? 5
IV. Tracking CAC's: Technical Notes for advisors ................................ 9
V. Innovative CAC Projects and Programs: Breaking new ground .................. 11
VI. Appendix .................................. ........ ................ 13
A. Field Operations Directive 93-5 . .................... .......... 14
B. Sample Agenda . .... .................... . ...... ........ . 15
C. Project Management (Baca Board) example ....................... 16
I. History and Formation of the Sheriff's
Community Advisory Committees
In December of 1991, the Los Angeles County Board of Supervisors appointed retired
Judge James Kolts as special counsel for the purpose of reviewing the "policies, practices
and procedures of the Sheriffs Department." The Kolts report was released in July of
1992. One of the recommendations listed in the report was to increase two way
communication between the public and the Sheriffs Department.
In the fall of 1992, concept papers were drafted by the three Field Operations Chiefs
discussing issues relating to the formation and administration of Community Advisory
Committees (CAC's). They also reviewed what type of advisory groups were already in
place.
April of 1993 saw the release of Field Operations Directive 93-5 (see appendix A), which
ordered the establishment of CAC's for each Sheriff Station countywide. At the
headquarters level, responsibility for overseeing and administering the Department's CAC's
was given to Professional Standards and Training Division and the Community / Law
Enforcement Partnership Programs (CLEPP) Office. Individual stations were given the
responsibility for forming their own CAC's at the direction of the unit commander.
With the assistance of Director Natalie Macias from CLEPP, CAC members were recruited,
and formal CAC's were formed by the end of September, 1993. In November of that
same year, training was put on for CAC members from Century, Lennox, Lomita, Carson,
and West Hollywood Sheriffs Stations.
CAC's came into full swing in 1994. They began to grow and work with their individual
Station commanders and staff. In January of 1995, CAC's from all over the County of Los
Angeles joined together for the First Annual Community Advisory Committee Conference
which was held at STARS Center in Whittier. A CAC conference facilitated by CLEPP has
been held every year since then.
Each conference is not only a way for CAC members to get information on upcoming
trends in law enforcement, but also to share their ideas and programs with other CAC's
from around the County. They discuss issues which concern their communities, and how
they are working with the Sheriff's Department to reduce crime, solve problems and make
our neighborhoods safer places to live.
II. The Administration and Operation of CAC's
There are many challenges which face the administrator of a CAC. Whether it be a Station
Captain, a designated Lieutenant, Sergeant or Deputy, the ability to successfully maintain
a healthy CAC requires time and effort. This chapter will discuss four of these challenges:
membership, recruitment, CAC identification cards and public safety committees.
Membership
Field Operations Directive 93-5 states that CAC members shall serve two year terms and
that renewal of terms is allowed. The Captain shall periodically review the membership to
ensure that it is representative of community composition and needs. Membership on
advisory committees ebbs and flows. It is not unusual for a CAC to have a large
membership one year, only to find that the following year membership has dropped off to
a few persons. Don't let this discourage you, in fact, it is healthy for CAC's to get new
members and fresh perspectives. CAC participation is cyclical and its performance
depends on the dynamics of the group, not the quantity of its members.
A CAC with a large membership does not necessarily guarantee a successful committee.
What seems to make the difference is the quality of the member. Four well informed and
conscientious CAC members can outperform a group of twelve members who cannot attain
focus because they are pursuing too many different agendas.
Members who show up every month on time should be praised, not only by the
Department, but by the committee members themselves. It is these quality CAC members
that need to be challenged with the best that an individual Sheriffs Station has to offer.
These quality members should be encouraged to continue to attend and participate. How
this is done, depends on the leadership of the particular CAC involved.
Recruitment
One of the best ways to recruit new CAC members is to use current CAC members. Not
only can current members explain what a CAC is, but they know best which persons in
their community would make good advisors.
Another simple and extremely effective way to recruit new members is to attend the last
meeting of a graduating Community Academy Class. These academies are put on by the
crime prevention or community relations staff at most Sheriff's stations. The graduates of
these classes often make excellent CAC candidates because they have already been
trained in the basic operation of the Sheriff's Department.
-2-
Another way to recruit CAC members from the community, is to query the crime prevention
staff as to probable candidates. Candidates may include community activists,
neighborhood watch block captains, or other service organizations that the station works
closely with. Remember that Field Operations Directive 93-5 states that CAC members
shall not seek or hold an elected office.
Other methods of recruitment involve advertising. Some local papers may print ads forfree
or at a reduced cost for the Station. Cable TV companies may also be willing to give some
of their community access time to the Station. Try using a link from the Sheriff's web site
as a recruitment tool.
Patrol Deputies constantly run across members of the community who would make great
advisors. Keep in close contact with them and inform them of your needs.
Community leaders will attract other persons much like themselves. Consider recruiting
some of the following types of persons to strengthen your CAC:
• President or past president of the leading service club
• President or past president of the chamber of commerce
• Publishers or editors of local media companies
• Presidents of homeowners associations
• Owners or representatives of large and small businesses
• Community affairs officers or public: relations persons from local firms
• Religious leaders
• Community Based Organization leaders
• School principals or representatives
• Local professionals such as CPA's, Medical Doctors, etc.
• High school or college students with an interest in public safety
While it is important to recruit a balanced cross section of the community, CAC's must be
careful to avoid people who frequently dominate or disrupt meetings. These persons
neglect to consider the feelings of the entire community. They work against the very nature
of an Advisory Committee and could even be cause for its demise.
CAC Identification Cards
Upon completion of a background check. screening and appointment to a CAC, the new
member is issued an I.D. card. The Department provides a standard green CAC I.D. card
to all Sheriff's Stations. Thy local station must obtain a photograph df the CAC member
and then have the card typed up. Finally.. the card is submitted for signature by the Unit
Commander, laminated, and issued to the member.
The CAC Identification card is a privilege and not a right. It is the property of the Sheriffs
Department, and as such, can be recalled at any time. Its only purpose is to identify the
holder as a member of the CAC. It has no other purpose and shall not be used for any
other purpose. While in a Sheriffs facility, the I.D. card should be worn where it can be
easily seen by others. This is for the safety of the CAC member as well as the security of
the Station.
CAC's and Public Safety Committees
Confusion often arises between Public Safety Committees and CAC's. A "public safety
committee" as it is most often called, is a committee which is formed by an incorporated
city. What authority they have is determined by their city council. Most, if not all cities
within Los Angeles County have some type of public safety committee.
The purpose of these committees, is to advise the municipality on ways in which it can
enhance the safety of its residents. They do this via liaison with their local Police or
Sheriff's Department, Fire Department and any other public safety entity that the city may
administer. The plans and recommendations that these committees produce are then
forwarded to, and often implemented by the city council. Membership in these committees
varies from city to city, but the majority of them include city staff workers, sheriffs
department (police) officials, fire department officials and members of the community.
CAC's are similar in that they provide information and make recommendations about public
safety. The major difference however, is that CAC's are representative of unincorporated
county area (not cities). Information and recommendations from a CAC go directly to the
Sheriff's Department. For this reason, it is important to note that some topics which include
°quality of life" issues may not be appropriate for discussion in a Sheriff's CAC.
Beautification projects, street lighting and many other issues may certainly be discussed
in a CAC, but members must realize that the Sheriffs Department has no jurisdiction or
authority in these areas and would forward any of this information to the appropriate
County Department.
III. Goals and Objectives: What snakes a
successful CAC?
The Goals and Objectives that CAC's set for themselves are an excellent barometer of how
creative and empowered a CAC really is. At one meeting I attended, I was confronted by
a member who was very upset that his CAC wasn't doing nearly as many things as some
of the other CAC's he saw at the annual conference. He felt that his group wasn't on the
same level and I think he was feeling slightly embarrassed. I thought about this for a while
and then I told him that he was missing the point.
I asked him if his group met four times a year or more? He said "yes." Then I asked him
if they expressed their concerns to the Department advisor, and if the Department advisor
shared information with him and the group? Again, he said "yes." I then told him that he
and his group were a success! He looked at me in amazement and said, "but look at what
all these other CAC's are doing!" I told him that those projects and special programs are
fantastic, but they are icing on the cake. They have gone above and beyond what is
expected of an advisory committee.
At the core of every successful advisory committee, is a basic exchange of information.
VAs long as community concerns are being listened to and addressed, the committee is
successful. I think that he began to understand what the role of a CAC member really is.
And to be a good CAC member, one must be in touch with what the neighborhood
problems are. This means listening to your neighbors and sharing information with them.
It means reading your local papers and keeping abreast of current events in your area.
Other goals of CAC's include:
• Enlisting community support for local law enforcement activities
• Educating the community to the needs and goals of law enforcement
• Assisting the local station staff in conceptualizing new programs which are uniquely
suited to the communities needs
Field Operations Directive 93-5 specifically states that the scope and responsibility of a
CAC is not limited merely to the aforementioned objectives. This was done with a specific
purpose in mind. Lamely, that of enabling a CAC to be creative in such a manner that
benefits everyone.
-5-
Keeping the group focused
Keeping the focus of a CAC means understanding what an advisor is. According to
Webster's Dictionary, an advisor is someone who:
1. Gives advice, counsels, warns, cautions, or recommends.
2. Gives information or notice to another.
Both definitions apply in the case of CAC members, and it is critical to remember that these
are their primary responsibilities.
I remember speaking to a CAC member once who told me that she wanted to help with
victim assistance follow up in the Detective Bureau. I told her that this was a great idea
and that she should immediately see the station volunteer coordinator and get signed up.
She looked at me in a perplexed manner and said "but I am a CAC member already." She
had not made the distinction between being a station volunteer and being an advisory
committee member. Could she do both? Of course, why not? The point is however, that
these are two distinct roles, each with different purposes and objectives. Department
personnel need to make this clear to current and prospective members. When a CAC
starts to stray from an advisory capacity, and starts volunteering to do station related work,
the CAC begins to lose some of its purpose.
This is not to say that CAC members cannot or should not perform certain functions
beyond just meeting at the station. Indeed not. CAC members have a duty to inform the
community about what the Department has to offer and what its limitations are. How they
do that is up to them, and may involve many hours of volunteerwork outside of the regular
monthly meetings.
Operating a CAC
Customizing a CAC to fit in with the local station's needs is a challenge that troubles many
committees. i have seen committees with chairpersons, and committees without
chairpersons. Some committees utilize Robert's Rules of Order, while others debate and
discuss issues in an open forum. Many CAC's have discovered that creating internal
regulations has helped bring order to the group. Finding out what works best for your CAC
depends on the membership, and what works best for that particular group.
Some of the more successful CAC's usually choose a leader (not a Department member)
from the group to act as a chairperson. The chairperson opens the meetings, facilitates
most of the discussion, and keeps things rolling along while focusing on important issues.
It is a difficult job, and getting sidetracked is not unusual. If a CAC does not have this sort
of person, the job may fall on a Department advisor.
-6-
The role of the Department advisor is to listen to what is being said, and to respond to
technical questions as best as he or she can. Questions that cannot be answered or
issues that need follow up work, should be written down and addressed during the month,
or at the next meeting. CAC members should understand that the Department advisor has
the CAC as a collateral duty, and that it is not the only thing that he or she does, but rather,
one of many other tasks that must be performed throughout the month.
All CAC's require some sort of order during their meetings. The easiest way to give order
to a meeting, is to prepare an agenda in advance, and keep the group focused on the
agenda (see appendix B).
The contents of the agenda should be written and discussed in advance by both the
Department advisor and the committee chairperson.
Make sure that your CAC plans for the future. Consider putting together a list of current
and future projects. Include timelines, execution dates, and assignments. Ask your
Department advisor about "Baca Boards." Our Department uses these to track internal
projects, and you will see these boards at Sheriff's facilities throughout the County (see
appendix C).
A typical CAC meeting
A typical CAC meeting opens with introductions of new and current members and guests.
It could be opened by a chairperson or a Department advisor. Following introductions,
there will usually be a briefing by the Department advisor on current crime trends or
Department related events. There may be some discussion about this briefing and
questions asked of the advisor. When this is completed, the committee will deal with new,
current, and old business issues.
The final phase of the typical CAC meeting ends with reports from individual members
about the status of their neighborhood, and any crime concerns i.e. graffiti, abandoned
cars, illegal vendors, etc. Keeping CAC meetings under 2 hours is a good rule of thumb
to follow. Not only do many people have busy schedules, but most meetings start at 6:30
p.m., or 7:00 p.m.
Many successful organizations meet for breakfast or lunch. Service Clubs and Chambers
of Commerce are a prime example. If you are having difficulty with night meetings, why
not try something different? It may also be possible to .meet from 4:00 p.m. to 5:30 p.m.
A late afternoon meeting time is a good compromise that still allows members to be with
their families, or pursue other activities during the evening.
-7-
What works best for a particular CAC must be decided by those members involved, and
will often times need to be adjusted as the group evolves.
Training CAC Members
The Department advisor is responsible for ensuring that members receive training.
Training does not necessarily need to come in the way of formal instruction, but rather, can
be accomplished incrementally, by bringing in guest speakers or taking field trips. CAC
members should develop a list of topics that they are interested in learning more about.
This list would then be forwarded to the Department advisor for follow up.
In general, speakers should not lecture more than half an hour at a CAC meeting. 15 to
20 minutes should be allowed for speaking, and 10 to 15 minutes for answering questions.
It is important not to dominate CAC meetings with speakers, but rather, to use them to
enhance your program. I have found that other Sheriff's Department units are very
cooperative with tours, visits and often times with providing speakers.
Outstanding speakers from the local station should be recognized by the CAC as having
value in speaking to the public. Presentations can be developed that are suitable for local
service clubs, chambers of commerce and other community based groups. Speakers can
open doors to funding for Station equipment and programs. They bring community
members into harmony with the goals and objectives of the local station and CAC. Lastly,
it is another great way to recruit new CAC members.
Keeping CAC members informed about Department events and policies is critical to a
successful program. The Department website at www.lasd.org, is another great way to
keep members up to date.
III. Tracking CAC's:
Technical notes for advisors
Keeping track of CAC paperwork is not necessarily as difficult as one might think. With the
aid of a computer, basic records can be stored and retrieved easily.
It is recommended to use the Sheriffs Windows NT system whenever possible to store
records. Not only does this system allow for the easy transfer of documents from one
Department member to another, but it has e-mail capabilities. With more and more CAC
members getting "on-line," the future of correspondence via e-mail is a must.
If you cannot get access to the Department's NT system, you should attempt to keep
records using Corel Word Perfect Suite, or a compatible version of one of its programs.
This is the same software currently in use by the Sheriffs Department. It is important to
note that Word Perfect can read files from other word processing programs, such as,
Microsoft Word. Converting files is usually not very difficult and the more advanced that
software becomes, the easier it is becoming to perform such functions.
CAC members can create documents at home, or on the road with a laptop computer and
send them electronically to the station. Members could also bring them in on a computer
disk. Not only does this save time, but it allows the Department advisor to edit the
documents prior to distribution.
Consider bringing in a computer expert or Data Systems Bureau employee to give a lecture
on the current status of computer systems and ways in which your CAC can benefit from
modern technology.
Among the most important documents that require maintenance and retention are the
individual CAC members files and the membership roster. These files should be kept by
the station in a secure file cabinet.
A CAC member's file should contain the following:
• Original application
• Photo
• Background and screening paperwork
• Fingerprint card
• Commendations
• Letters and any other CAC paperwork which refers to the member.
The Department advisor should also maintain a current roster of the CAC membership.
This roster should be updated with the C.O.P.S. Bureau, Community / Law Enforcement
Partnership Programs Office a minimum of once a year. The roster should have the CAC
member's name, address, home and work telephone numbers, fax number and e-mail
address. Finally, the roster should include the Department advisor's name and work
telephone number.
Technical questions regarding the operation of a CAC can be referred to the Community
/ Law Enforcement Partnership Programs Office, Sheriff's Headquarters Building, 4700
Ramona Boulevard, Monterey Park California, 91754, tel: (323) 526 5015.
-10-
Real life examples
Below are examples of actual projects that CAC's have undertaken.
A CAC in the north county area found out about a problem that Deputies at their station
were having. They discovered that deputies in the field were lacking some minor, but
useful supplies which were not covered by the station fund. The station budget, being as
tight as it was, did not allow for extra money to purchase these supplies. The CAC wanted
to purchase the supplies, but they too, did not have any money.
Being the entrepreneurial and innovative CAC that they were, they went to another
organization that worked closely with the station and asked them for some money to start
a fund raising campaign. When the organization saw what the CAC intended, they
donated the money and the CAC started raising funds. They did this via a mailer to the
community. The campaign was very successful and in the end, it allowed them to purchase
more than enough supplies for the station.
Another CAC that I visited, told me that they were able to get a few hundred dollars from
their County Supervisor. They used the money to put out a community newsletter which
talked about crime trends, educated the public, and listed a calendar of events which were
sponsored by the CAC. They even introduced deputies to the community by having the
deputy write a small statement for the newsletter.
A chairperson from a CAC across town told me that they sponsor a Haunted House at a
local park in their neighborhood. She said that every year it gets bigger and bigger. The
CAC invites station personnel to participate and the community comes out and mingles
with their local law enforcement and has a great time.
A CAC in the south county area had a member who was fortunate enough to own a large
boat. He was also kind enough to invite the entire CAC along for a cruise! That month's
meeting was held at sea, and everyone involved said it was a fantastic experience they will
never forget.
One CAC hosted a Regional luncheon by inviting all of the other CAC's in their Sheriff's
Region. The gathering was a great success with good food and interesting speakers.
Take a look at the fantastic job that the Whittier CAC has done with their website at
www.whittiercac.org.
An advisory committee is only limited by what the Department advisor and the members
believe are their limits. We are excited about the challenges that lay ahead in the next
millennia, and we look forward to working with CAC members in a continuing partnership
to address future concerns.
-12-
COUNTY OF LOS ANGELES
SHERIFF'S DEPARTMENT
DATE: May 1, 1999
OFFICE CORRESPONDENCE
FROM: WILLIAM T. SAMS, CHIEF TO: STATION COMMANDERS
CURTIS L. SPEARS, CHIEF FIELD OPERATIONS REGIONS
KENNETH L. BAYLESS, CHIEF
FIELD OPERATIONS REGIONS
SUBJECT: FIELD OPERATIONS DIRECTIVE 93-5 (REVISED MAY 1, 1999)
SHERIFF'S COMMUNITY ADVISORY COMMITTEES
PURPOSE
Public trust and support is vital to ensuring the success of the mission of the Los
Angeles County Sheriffs Department. To gain that public trust and support, we
must foster a collaborative relationship with the public in determining the best course
in achieving community order. While we must continually seek new and innovative
ways to develop cooperative relationships with the communities we serve, direct
community input can be best encouraged through the use of Community Advisory
Committees. Therefore, each station shall establish that number of Community
Advisory Committees which is necessary to be representative of the unincorporated
communities served. Community advisory committees may also be established
within contract cities at the discretion of the contract city officials.
Community Advisory Committees are intended to build a better understanding
between the public we serve and the Sheriffs Department through education and
communication. In addition, they will provide the Sheriffs Department with direct
input from the public regarding local community issues and concerns and establish
a true partnership between the community and their Sheriffs Department.
Additionally, direct interaction between community and police provides greater
insight into local conditions, circumstances and events of interest to law
enforcement.
SCOPE
Community Advisory Committees shall serve to act as a liaison between their local
Sheriffs Station and the communities it serves. They will consult with the concerned
station commander and his or her staff on matters relating to public perception of
law enforcement issues.
The scope of responsibilities for Community Advisory Committees shall include, but
not be limited 1o.
Aidina their local station in determining the law enforcement focus for the
FIELD OPERATIONS DIRECTIVE 93-5
COMMUNITY ADVISORY COMMITTEES
community.
- Advising their local station on matters relating to public perception of law
enforcement issues, services and performance.
- Enlisting community support for local law enforcement activities.
- Representing the views of the local community relating to law enforcement
efforts, programs, needs and concerns.
- Assisting local station staff in the conceptualization of programs which are
uniquely suited to the community's needs.
- Assisting in establishing community partnerships and the education of the
community to the needs and goals of law enforcement.
Community Advisory Committees shall meet at least quarterly, although meetings
may occur as frequently as once a month if deemed appropriate. The unit
commander should attend each meeting if possible. Additionally, each unit
commander shall ensure that, when necessary, appropriate station personnel, i.e.,
Liaison Lieutenant, Detective, Team Leader, area patrol personnel, etc., attend the
Community Advisory Committee meeting so any community needs or concerns that
are raised at this forum are addressed.
SELECTION
Community Advisory Committee members shall be selected from the community at
large and shall reflect the diversity of that particular community. The members shall
be representative of the ethnic, religious, gender, labor, business, age, and overall
composition of the general public and must reside or work within the area they
serve.
Prospective members can be nominated to serve by any legitimate source, or from
individual applications received as a result of local media advertising. Nominations
can be made by local elected officials, representatives from various governmental
agencies, members of local community organizations and service groups, or
independent community members. When selecting committee members, the local
unit commander shall ensure proper community representation and diversity.
Acceptance onto a Community Advisory Committee will be predicated upon the
successful completion of a background check, performed via specified databases
accessible by the Sheriff's Department. This will include a criminal history, wants
and warrants, and Department of Motor Vehicles check. Prospective members
shall be made aware of these requirements at the time of application to the
Community Advisory Committee.
Community Advisory Committee members shall:
Be a resident or business representative of the community represented.
Not be seeking or hold an elected office.
MELD OPERATIONS DIRECTIVE 93-5
COMMUNITY ADVISORY COMMITTEES
Not be involved in any criminal or civil dealings against the Los Angeles
County Sheriffs Department.
TRAINING
Community Advisory Committee members shall receive a minimum of 24 hours of
training to provide each member with a basic understanding of Sheriffs Department
policy and procedures.
Training shall include, but not be limited to:
- Organizational structure of the Sheriffs Department
- Review of policy and procedures
- Complaint procedures
- Internal investigations
r Peace Officer Bill of Rights
Review of relevant patrol training and procedures
Ride -along (quarterly)
Use of force/firearms
Criminal Justice System overview
Overview of existing local community programs
A standardized course outline will be provided to each unit commander with local
station staff conducting the training.
Additional training covering topics not initially provided may be conducted at the
request of the Community Advisory Committee according to need.
ORGANIZATION AND TENURE
The size and number of station Community Advisory Committees shall be
determined according to local needs and desires. The Committees will consist of
a sufficient number of members to ensure fair community representation based upon
community demographics.
The terms for Community Advisory Committee members shall be two years, with the
exception of one-half of the first members selected, who shall serve only one-year
terms in order to stagger the members' tern -is of service. Membership on an
advisory committee is not restricted to a given number of terms; however, the station
commander shall periodically review the membership to ensure that it is truly
representative of community composition and needs.
Any Community Advisory Committee member who violates any of the afore-
mentioned selection standards shall be removed from the Community Advisory
Committee.
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DRAFT
RESOLUTION NO.
A RESOLUTION OF THE MAYOR AND COUNCIL OF THE TOWN OF
FOUNTAIN HILLS, ARIZONA, ESTABLISHING A PUBLIC SAFETY
COMMISSION.
WHEREAS, it is the mission of the Mayor and Council of the Town of Fountain Hills
(the "Town Council"), the Town of Fountain Hills Fire Department (the "Fire Department") and
the Maricopa County Sheriff's Office (the "Law Enforcement Department") to foster a
collaborative relationship with the community to gain public trust and support; and
WHEREAS, the Town Council must continually seek new and innovative ways to
develop cooperative relationships between the citizens of the Town of Fountain Hills (the
"Town") and the Fire and Law Enforcement Departments (collectively, the "Departments"); and
WHEREAS, the Town Council desires to encourage and promote communication
between the Town's citizens and the Departments by forming a commission to (i) identify law
enforcement, fire and emergency services issues that affect the community and (ii) provide
recommendations to the Departments that will yield responsive law enforcement, fire and
emergency management services for all the citizens of the Town; and
WHEREAS, the Town Council desires to establish the Public Safety Commission (the
"PSC") to foster communication between the Town's citizens and the Departments through
education and communication. The PSC will provide the Departments with input from the
public regarding local community issues and concerns and will establish a true partnership
between the community and the Departments.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COUNCIL OF
THE TOWN OF FOUNTAIN HILLS, ARIZONA, as follows:
SECTION 1. That the PSC is hereby formed and shall consist of five Town residents,
one Fire Department designee and one Law Enforcement Department. The Fire Department
designee and the Law Enforcement designee shall serve in an advisory capacity only, without
voting rights.
SECTION 2. That the Mayor shall appoint and the Town Council shall confirm PSC
members. Prospective members shall be selected from the community at large and shall reflect
the diversity of the Town in accordance with the following criteria:
a. PSC members shall:
1. Be residents of the Town.
2. Not be involved in any criminal or civil proceedings against or relating to
the Town's law enforcement or fire and emergency services at any time during their terms of
appointment.
b. Two members of the PSC shall have extensive experience in the performance of
law enforcement services for a government entity.
C. Two members of the PSC shall have extensive experience in the performance of
fire and/or emergency medical services for a government entity.
d. One member of the PSC shall have extensive experience in performing
emergency management services for a government entity.
e. If a PSC member, at any time during their appointment, does not meet the
aforementioned selection standards, that member shall be removed from the PSC by the Mayor.
SECTION 3. That service on the PSC is strictly voluntary, and there will be no monetary
compensation for PSC members.
SECTION 4. That the terms of the PSC members shall be two years, except that two of
the first members appointed by the Mayor shall be designated to serve one year terms in order to
stagger the member's terms of service. Thereafter, all appointments shall be for two years.
Members shall serve at the pleasure of the Town Council and are subject to removal at any time.
Membership on the PSC is not restricted to one term, but the Town Council will periodically
review the membership to ensure it is truly representative of the Town's composition and needs.
SECTION 5. That the members of the PSC shall, at their first meeting, elect a chair
among their own members, who shall serve until his/her successor is appointed and confirmed.
The chair shall preside at all meetings.
SECTION 6. That the duties of the PSC shall be as follows:
a. Reporting to the Departments' commanders on matters relating to public
perception of the Town's law enforcement and fire and emergency medical services and
performance.
b. Aiding the Departments' commanders in determining the focus and goals of the
Town's law enforcement, fire and emergency medical services.
C. Enlisting community support for the Departments' activities.
d. Assisting in establishing community partnerships to educate the community
regarding the needs and goals of the Departments.
9196.001\10-03Public Safety.ms.doc
10-03-03-1
2
SECTION 7. That the PSC shall meet at least quarterly, although meetings may occur
more frequently as deemed appropriate by the PSC members. The Departments' commanders,
or their authorized designees, shall be encouraged to attend the meetings, but attendance is not
required.
SECTION 8. That the PSC will issue an annual report to the Town Council each July
regarding activities of the PSC. The Chairperson of the PSC shall present the report to the Town
Council at the first regularly scheduled meeting in August. At said meeting, the Council will
review whether the PSC shall continue in its function. No reports, memoranda, statements or
correspondence (written and/or verbal) of the PSC shall be publicly issued without first obtaining
the review and approval of both the Town Manager and the Town Attorney.
SECTION 9. That the PSC will have no involvement in the resolution or review of
citizen complaints by directly giving orders to any Department commander or their authorized
designees or employee of the Town either publicly or privately.
PASSED AND ADOPTED BY the Mayor and Council of the Town of Fountain Hills,
Arizona, , 2003.
FOR THE TOWN OF FOUNTAIN HILLS: ATTESTED TO:
W. J. Nichols, Mayor
REVIEWED BY:
Tim G. Pickering, Town Manager
9196.001\10-03Pubbc Safety.ces.doc
10-03-03-1
3
Bevelyn J. Bender, Town Clerk
APPROVED AS TO FORM:
Andrew J. McGuire, Town Attorney
JOB DESCRIPTION - EMERGENCY MANAGEMENT COORDINATOR
JOB OBJECTIVES
To serve as the Town's liaison on emergency preparedness issues, coordinating training programs
and emergency operations drills, and assisting departments with their emergency and mitigation
plans, response and recovery activities. Assist in evaluating emergency service contracts.
SUPERVISION RECEIVED
The Emergency Management Coordinator reports to the Town Manager and works only under the
most general supervision. Work is evaluated primarily on the basis of results achieved.
ESSENTIAL DUTIES AND RESPONSIBILITIES
Manages the daily activities and coordination of Town's emergency management
services. program and
Reviews the Town of Fountain Hills emergency plans to identify and resolve hazards and
potential shortfalls in preparedness for community
emergencies.
Provides or coordinates training and instruction in disaster preparedness,
emergency operations
and procedures with State and regional emergency
management programs, orientations, drills and
exercises.
Serves as liaison to state emergency management agency (ADEM) and Maricopa County
Emergency Management.
Administers the Emergency Management Program budget, supplies, grants and reporting
compliance requirements.
Coordinates the response and recovery activities of departments, organizations
involved in disasters. and agencies
Establishes, implements and evaluates operational emergency response systems such as alerting
the public, recalling personnel, managing
resources and cost recovery.
Responsible for ensuring that all emergency management
documents, manuals, plans and recall
lists are up to date.
Identifies resources and/or agencies available to the Town of Fountain Hills in the event of
an
emergency. The resources should include, but are not limited to, other agencies, available
equipment and manpower.
Initiates, develops and delivers public outreach and awareness campaigns, public service
announcements and media releases for emergency and non -emergency information.
'
Develops marketing materials, pamphlets, brochures and instruction manuals on emergency
awareness, preparedness and safety procedures.
Coordinates with sheriff's department all investigations for liquor, alarm and peddler licenses as
required by the state,
county and town, including preparation of written reports with
recommendations on all investigations.
Acts as liaison with law enforcement and fire departments, focusing on contract negotiation and
developing accountability measurements.
Assists in reviewing, evaluating and negotiating contracts for emergency services (police, fire,
medical, and animal control).
Writes memos, Town Council reports, damage reports, and other administrative reports.
Point person for homeland security issues.
grants and
Resolves routine problems encountered in performance of work assignments.
Performs other related duties as assigned.
Fiscal Year 2003-2004 Budget
44
- 156 -
4
KNOWLEDGE, SKILLS, ABILITIES
Knowledge of:
Federal, State, regional, County and Town emergency operations plans and management laws,
statutes, rules, regulations, guidelines practices and procedures;
Education and training methods and practices;
Emergency management program development, administration and management;
Geographical layout of local and regional area;
Computer hardware, software and peripherals;
Customer service and public relations practices and procedures
Ability to:
Communicate effectively in oral and written form;
Develop and present public awareness education and training;
Identify emergency hazards and develop a variety of resolutions;
Administer and coordinate resources for emergency management;
Research, analyze and interpret cost recovery regulations;
Determine long range planning;
Establish and maintain effective working relationships with others.
Work independently.
Skill in:
Use of computers, databases, and software.
MINIMUM QUALIFICATIONS
An Associate's Degree in Emergency Management or related field; five (5) years emergency
planning and disaster operations experience; or any equivalent combination of experience,
education and training which provides the knowledge, skills and ability to perform these duties.
ADDITIONAL REQUIREMENTS
An employee in this class is required to live within fifteen (15) miles of the Town limits, and
within the United States.
Physical Requirements:
Involves extended workdays outside the regular working hours to respond, manage and
investigate emergency response incidents.
Requires data entry, lifting, carrying, and transporting equipment weighing up to 50 pounds.
Vision and hearing is required to perform essential functions.
Work Environment:
Work is performed in office and field environments.
May involve potential exposure to extreme weather conditions, extreme heat, hazardous
chemicals and materials, emergency disaster situations, body fluids, infectious diseases and air
and water borne pathogens when responding to and managing emergency situations.
Requires the safe use of a Town vehicle on Town business.
License or Certificate: Must possess a valid Arizona Driver's License, Certified Emergency
Manager (CEM) is preferred.
FLSA Status: Exempt.
Fiscal Year 2003-2004 Budget
- 157 -