11b. Presentation - Final Policing Assessment Report
Item No. 11b_supp Meeting Date: September 14, 2021 Commission Task Force on Policing and Civil Rights Final Report September 14, 2021 1 BACKGROUND, GOALS & PROCESS 2 Commission Motion 2020-15 Directed a comprehensive assessment of the Port of Seattle Police Department Established a Commission Task Force on Port Policing and Civil Rights to lead the assessment and develop recommendations for action Nine Areas for Assessment: 1. Diversity in Recruitment and Hiring 6. Police Union Participation 2. Training and Development 7. Mutual Aid 3. Equity 8. Advocacy 4. Use of Force 9. Budget, Roles, and Equipment 5. Oversight and Accountability 3 Task Force Work & Goals Engaged over 50 internal and external stakeholders in Task Force, subcommittees; conducted a POSPD employee survey & interviews Most of the recommendations are the direct result of stakeholder engagement Task Force worked not only to identify areas for improvement, but also serve as an example of how to productively engage in a thorough review of police practices, protocols and internal processes. Goal was to help POSPD achieve the highest nationwide standards for public safety, protection of civil rights, equity, accountability and oversight. 4 Key Next Steps Finish gathering/incorporating feedback from stakeholders on the final report to ensure transparency/alignment with Task Force contributions. Co-chairs will provide an addendum of additional suggestions not incorporated into final report based on stakeholder feedback. Advance the Port's Implementation Plan, which will prioritize recommendations and provide proposed timelines, budget and other details. ED and Task Force Co-chairs will present that plan to Commissioners at a future meeting; potential for Commission Order codifying the plan at that time POSPD is already working to incorporate substantive changes required through legislation passed during the Washington State Legislature's 2021 session 5 Policing Assessment Findings 6 POSPD Has Strong Foundation For Success Clear commitment to mission and goals Good policies and procedures Robust training program Use of force is infrequent and, with few exceptions, reasonable, necessary, and proportional. Few POSPD misconduct complaints; all investigated in a timely and objective manner. Forward thinking leadership 7 Opportunities For Improvement Exist More than 50 recommendations based on the work of the subcommittees as well as additional engagement efforts Focus on three priority areas: How increased organizational transparency can improve external perceptions about the POSPD; Supporting the POSPD's move away from a traditional police response on homelessness on Port property; and The need for the POSPD to focus on internal procedural justice to address a perception of inequity experienced by many, but particularly Non-White employees. Over 25% of recommendations focus on increasing equity through internal procedural justice trainings and processes. 8 Select Recommendations Include: Use of Force De-escalation policy should be updated to make de-escalation attempts mandatory, when possible, and to add de-escalation tactics Create a standing use of force review committee Oversight & Accountability Create a quarterly public safety committee to bring interested stakeholders together Enhance internal procedural justice at the POSPD Develop protocols between POSPD, Customer Services, and Human Resources on the handling of complaints and compliments about police officers 9 Select Recommendations, Con't. Mutual Aid Take the lead on updating current mutual aid agreements Add levels of approval required before deploying resources for mutual aid Budget, Roles and Equipment Develop first responder alternatives to homelessness that do not involve armed POSPD officers Implement recommended policies to guide the use of body-worn cameras Advocacy Incorporate new legislative requirements into policy and training Continue to engage with key stakeholders and elected officials on emerging state and federal legislation. 10 Select Recommendations, Con't. Diversity in Recruitment & Hiring Develop a police officer recruitment plan aimed at increasing the number of Hispanic/Latinx police officers Update race/ethnic identification data for employees, benchmarks to use for assessing availability and utilization, and consolidate data sources Training & Development Increase transparency around promotional and special team processes Commence a campaign of internal procedural justice training; continue to train de-escalation as a core engagement philosophy; continue to stress a "guardian mentality" in trainings 11 Task Force Members 1. Marin Burnett Port of Seattle, Strategic Initiatives, Strategic Planning Manager 2. Milton Ellis Port of Seattle, Labor Relations, Labor Relations Manager 3. Sean Gillebo Port of Seattle Police Department, Commander 4. Monisha Harrell Equal Rights Washington, Chair 5. John Hayes Seattle Police Department, Captain 6. Jesse Johnson Washington State Representative 7. Deborah Jacobs Consultant, Police Accountability 8. Anne Levinson Retired Judge, Deputy Mayor, and police accountability Oversight Auditor 9. Sofia Mayo Port of Seattle, Central Procurement Office, Senior Manager Service Agreements 10. Sam Pailca Microsoft, Associate General Counsel, Office of Legal Compliance; Board Member of ACLU Washington 11. Eric Schinfeld Port of Seattle, External Affairs, Senior Manager, Federal and International Government Relations 12. Ericka Singh Port of Seattle Human Resources, Talent Acquisition Manager 13. Jessica Sullivan REI, Corporate Security and Emergency Manager; retired Captain, King County Sheriff's Office 14. Veronica Valdez Port of Seattle, Commission Office, Commission Specialist 15. Michelle Woodrow Teamsters, Local 117, President and Executive Director 16. Shaunie Wheeler Teamsters, Local 117, Political & Legislative Director Joint Council of Teamsters No. 28 12 Questions? 13 APPENDIX 14 Engagement Activities Outreach to Community Groups POSPD Survey / Engagement Shilshole Bay Marina residents and Dock Captains 111 surveys received out of Duwamish Valley Stakeholders approximately 151 employees Harbor Island Stakeholders Drayage Truck Companies and Drivers Remote listening sessions for officers, sergeants, Aviation Community Stakeholders commanders, and non- Airport Customer Service/Pathfinders commissioned employees. Homelessness advocates/service providers City of Sea-Tac government 15 Identified Processes That Support Equity Goals De-escalation Procedural Justice Recognition of the sanctity of human life Accountability system that provides checks and balances Acknowledge value of continuous improvement 16 Task Force Leadership Task Force Co-Chairs Bookda Gheisar, Senior Director of Equity, Diversity and Inclusion Delmas Whittaker, Senior Manager of Fishing Vessel Services; President of the Port's chapter of Blacks in Government (BIG) Task Force Commissioners: Commissioner Peter Steinbrueck Commissioner Ryan Calkins 17 Consultant 21CP Solutions Selected through a rigorous RFP process, 21CP was formed by members of President Obama's Task Force on 21st Century Policing 21CP Solutions "helps cities and communities effectively tackle the challenges of delivering safe, effective, just, and constitutional public safety services in the 21st Century." Role of consultant: Conduct analysis of police department policies, practices and programs Facilitate subcommittee meetings Prepare reports, minutes and recommendations 18 Task Force Structure Task Force Leadership Co-Chairs and Commissioners Steinbrueck/Calkins Task Force Staff Marin Burnett Task Force Eric Schinfeld Veronica Valdez Subcommittee Chairs: Subcommittee Chairs: Subcommittee Chairs: Subcommittee Chairs: Subcommittee Chair: Oversight, Subcommittee Chairs: Subcommittee Chair: Diversity in Recruitment Training & Use-of-Force Budget, Roles and Accountability, Racial Mutual Aid Advocacy and Hiring Development Equipment Equity and Civil Rights Subcom mittee Subcommittee D: Subcommittee E: Subcommittee A: Subcommittee B: Subcommittee C: Oversight, Subcommittee: F Subcommittee G: Budget, Roles an Diversity in Recruiting Training & Development Use-of-Force Accountability, Racial Mutual Aid Advocacy Equipment Equity and Civil Rights Each member of the Task Force (excluding Commissioners, Co-Chairs and staffers) will lead a subcommittee 19 Phase 1 Phase 2 Phase 3 UPDATED (12.9.20) Policing Motion Subcommittees C,D,E,G Subcommittees A,B Subcommittees F,H 18 weeks 9 weeks 6 weeks Subcommittee Meeting structure 7-9 meets 3-5 meets 3-5 meets Sept-Jan Feb-Apr Apr-May Phase 2 recommendations to Commission Apr 27 Phase 1 Recommendations Phase 3 Recommendations Task Force mtg Task Force mtg Task Force mtg Task Force mtg Task Force mtg Task Force mtg Task Force mtg Task Force mtg Task Force mtg Task Force mtg CDF CDF CDF CDF CDF CDF CDF CDF CDF AB AB AB AB EG EG EG EG FINAL RECS due to Commission Task Force mtg Sep Oct Nov Dec 2021 Feb Mar Apr May Jun Jul Aug Tod ay SubCom C - Use -of-Force Sep 8 - Jan 29 SubCom D - Ov ersight, Accountability & Civil Rights Sep 8 - Jan 29 SubCom F - Mu tual Aid Sep 8 - Jan 29 SubCom A - Div & Hiring Feb 8 - Apr 2 SubCom B - Training & Dev Feb 8 - Apr 2 SubCom E - Budget, Roles & Equip Apr 19 - May 31 SubCom G - Advocacy Apr 19 - May 31 Note: Due to anticipated variances in the complexity of certain issues, subcommittees have varying numbers of meetings. All timelines/dates are tentative. Subcommittees are activated at their allotted start time but may be disbanded before or after the estimated dates depending on necessity.
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