Schenectady Police Department Reform & Reinvention Collaborative Recommendation Report DENIC Nae tg ee oeMil) eT ee Cn Ra uaer erate] CETLOFFICE OF THE MAYOR CITY OF SCHENECTADY NEW YORK City Hall, 105 Jay Street, Rm 111 Schenectady, N.Y. 12305 Oftie (518) 382-5000 Gary R. McCarthy Cells (518) 382-424-0483 Mayor smocarthy@schenectadyny.g0v March 5, 2021 Dear Friends of Schenectady: Lam proud of how our community has come together over the most trying times. The last year ‘our city and our nation, faced the challenges of the COVID-19 pandemic. This health crisis not only paralyzed our economy, paused our vibrant City, but took the lives of many in our community. ‘Throughout the pandemic, we adapted to the complicated challenges of this word-wide health crisis. We continued to provide expected city services and saw our police department and fire department respond in a timely and professional manner to requests for service. Despite those efforts, events nationwide and locally compromised the public’s trust in policing. Governor Andrew Cuomo issued Executive Order 203 in June 2020, mandating every locality in New ‘York State to establish a Police Reform and Reinvention Collaborative. That order designated myself and Chief of Police Eric Clifford to Chair this project. We did extensive outreach, we listened and actively engaged in conversations with our residents and stakeholders as to how to best create trust, legitimacy and equity between our community and the Schenectady Police Department. ‘These conversations illuminated the fact that as a city we needed to improve our ability to respond to citizens requests for services, Maintaining public safety is imperative, however there are ‘many situations that at times call for a response that would be better handled by an agency other than the police department. Whether an individual is in a health crisis or needs to file a report, we encourage our ‘community members to make the right call so we can respond appropriately. ‘Our recommendations for the reform and reinvention of the Schenectady Police Department take into consideration and are reflective off what our community conveyed during this process. We as a City will work towards responding and providing the service best suited for what is called for and will work tirelessly to improve and strengthen the relationship between the community and our police department. I personally thank Dr. Sarah McLean and Dr, Robert Worden from The John F. Finn Institute for Public Safety for their independent work and partnership. Additionally, I thank and recognize the work of Jason Benitez, Vice President of Talent and Inclusion for the Capital Region Chamber of Commerce as well as our Steering Committee members who provided insight, guidance, and compassion throughout this process. Vay truly yours, © Schenectady Mayor Gary McCarthy @SchdyCityHall ~ @@schenectadyMayorMeCarthyOFFICE OF THE PUBLIC SAFETY COMMISSIONER CITY OF SCHENECTADY NEW YORK City Hal, 105 Jay Steet, Rm 111 Eugene P. Devine Schenectady, N.Y. 12305 eo Devin Office (518) 382-5000 Commissioner Cel: (518) 382-424-0883 edevine@schenectadyny gov It is truly an honor to have been appointed by Mayor McCarthy during this time of reform and reinvention, I am so pleased that the focus of criminal justice reform has finally shifted to the street level where all these proposed reforms are designed to be implemented prior to, or at the time of, an individual’s introduction to the criminal justice system. This important task is both exciting and daunting. Itis also critical to remember this is just one stop on a long voyage as all participants are desirous of continuing the conversations. I would be terribly remiss if I did not give tremendous credit to my two predecessors, who have put in so much effort already. In mid 2008, then Commissioner Wayne Bennett issued General Order #0-43, which set forth an entirely new Disciplinary Process for the Schenectady Police Department. Litigation followed and the issue was finally resolved nearly ten years later when New York’s highest court ruled in Schenectady’s favor, placing police discipline squarely in the hands of the Public Safety Commissioner. Former County Judge Michael Eidens was appointed Public Safety Commissioner in November of 2017, after the death of Commissioner Bennett. He developed discipline policies and procedures. The Second Class Cities Law states that “The Commissioner of Public Safety shall have ...jurisdiction, supervision and control of the . discipline of the police department...” and that when an officer disputes the misconduct charges, the Commissioner shall preside over a public trial and decide whether the officer is guilty or not. The Commissioner's discipline responsibility is quasi-judicial since both due process and trial procedures are involved. Commissioner Eidens retired on December 1, 2020. He revised and stream-lined the original General Order. Paralleling the disciplinary process is the Civilian Review Board’s authority to review the Department's investigation of citizen complaints, the effectiveness of Policies and Procedures as well the ability to recommend changes to those Policies and Procedures. With the cooperation of the Police Department a series of changes to the Board’s authority are currently under consideration outside of this process. I would like to take this opportunity to thank both prior Commissioners. Without their dedication and hard work, Schenectady would not be prepared to take the huge steps forward that our communities deserve. It is with great interest that I have drawn upon my prior experience, listened to the advocacy groups, community leaders, Mayor McCarthy and the Schenectady Police Department Leaders together with reading the Finn Report, the Thirteen Demands and the survey. To this administration's credit many reforms have already taken place and this city is poised for even more. 1 look forward, optimistically to the future. I have always believed, through my 25 year career as an assistant and Chief Public Defender, attorney engaged in private practice, 7 years on the trial bench as a Supreme Court Justice and 7 years as an Appellate Division Judge, that true criminal justice reform needs to start at the street level. This is where we can make the most impact. This is our chance! The Administration, the Community and the Police are ready to implement change. With all the stakeholders on the same page this is truly an exciting time. Thanks to everyone who took the time to assist in this monumental task. Ve wal ay P. DevineOFFICE OF THE CHIEF OF POLICE CITY OF SCHENECTADY 531 Liberty Street NEW YORK Schenectady, N.Y. 12305 7 (S18) 382-5000 Erie S. Clifford Fax: (518) 382-5282 Chief of Police eclfford@schenectadyny gov March 5, 2021 ‘The Schenectady Police Department is proud to have been a leader in reform and reinvention for over the past twenty years. Throughout the years, changing times have been met with progressive responses by the department. When we began discussions in 2020 regarding reform and reinvention, I committed to listening, Teaming and reflecting on the current strategies, goals and objectives of the Schenectady Police Department. This process began and continues to be a reflection upon whether we are delivering to the community the level of service it expects. For the past seven months the leadership of the Schenectady Police Department steadfastly upheld the commitment to a transparent and genuine effort. While community conversations provided insightful feedback on our policies and practices, in addition to the perspectives of the community, we considered what changes and improvements could be done in-real time and implemented simultaneously; an example of this is the Community Hiring Advisory Panel. Since 2016 the Schenectady Police Department has maintained focus on the six pillars outlined in the Final Report of The President’s Task Force on 21* Century Policing. Building Trust & Legitimacy (Pillar 1), Policy & Oversight (Pillar 2), Technology & Social Media (Pillar 3), Community Policing & Crime Reduction (Pillar 4), Training & Education (Pillar 5), and Officer Wellness & Safety (Pillar 6) have been and remain our focus. This is when our reform process really began. The introduction of Lexipol (2017) as our law enforcement policies and procedures framework (Pillar 2,3,5) brings policies and training to officers using an online and application based technology. In 2018 Schenectady Police Officers began piloting Body Wom Cameras (Pillar 1,3,5), with all officers wearing them by the beginning of 2019. ‘The introduction of this technology was embraced by all officers. In 2019 the Schenectady Police Department created the Office of Community Engagement (OCE), the unit responsible for forming the Schenectady Cares program and many community health initiatives (Pillar 1,4). Lastly, the Office of Central Intelligence (OCI) was created in 2018 (Pillar 3). This office includes an analytical director and three analysts who provide intelligence gathering and analysis for the department. It also supports software and technology geared towards providing data to support crime reduction and personnel management. Tremain committed to community conversations regarding the policing of OUR community. ‘The foundation that has been established through conversations will provide structure to reinforce changes. Combined with the John F. Finn Institute for Public Safety report, this report generated by the Schenectady Police Department will highlight reforms that the department has been involved in for years, in addition to recommendations for reforms and reinventions moving forward. The recommendations will range from things the department plans to implement immediately to plans to restructure the delivery of service on many levels that may take time and resources to accomplish. I would like to thank every member of our community who participated in this process. Your voice, feedback, ‘and support matters. Safety is abasic human need. The Schenectady Police Department is committed to providing that safety in line with what the community deserves and expects. Sincerely, & Aft? Eric S, CliffordReform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 Table of Contents Executive Summary. p.3 Summary of Recommendations. p.4-6 Use of Force/Response to Resistance, p. 7-10 Harm Reduction Initiatives p. 11 Community Health Initiatives p. 12-13 De-Escalation Training. p. 14-15 Diversity, Inclusion, & Recruitment. p. 16-19 Officer Wellness p. 20-21 Procedural Justice p. 22-23, Community Engagement. p. 24-25 Technology & Policing. p. 26 Civilian Police Review Board p.27 Appendices p.28 OOReform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 Executive Summary ‘The Schenectady Police Department Reform and Reinvention Collaborative, co-chaired by the Mayor of the City of Schenectady Mayor Gary R. McCarthy and Chief of Police Eric S. Clifford was created in July of 2020 in compliance of New York State Governor Andrew Cuomo’s Executive Order 203. This report reflects the needs expressed by the community the Schenectady Police Department serves is aimed to foster trust, fairness, and legitimacy by addressing any racial bias or disproportionate policing of ‘communities of color. Embedded within the report are recommendations put forth by the leadership of the Schenectady Police Department based upon input from the community. This process began with the establishment of a Steering Committee comprised of community leaders who were tasked with providing insight and guidance to aid in a thorough and transparent process. The collaborative also asked The John F. Finn Institute for Public Safety to serve as an independent research partner to aid in the review of PO's current policies, practices, strategies, and procedures, as well as ‘analyze input gathered from the community. Lastly, the Collaborative chose to adopt a format of hosting a series of community conversations hosted by a moderator, allow for testimonials to be submitted in writing, and conduct a survey at the end of the conversation series to bolster community feedback. While the Schenectady Police Department Reform and Reinvention Collaborative acknowledges the death of George Floyd and other events which have undermined the public's confidence and trust in policing, it was important to create a welcoming space to lift the voices of community members to participate in a meaningful yet at times uncomfortable conversation. This was done to maintain the integrity of the lived-experiences that our community members expressed. The Collaborative is grateful to have had Jason Benitez, Vice President of Talent, and Inclusion for the Capital Regional Chamber of Commerce to serve as the moderator of community conversations. Additionally, the Collaborative also acknowledges the support of the Schenectady County Clergy Against Hate and the Schenectady County Office of Community Services provided during these conversations as well. (Over the course of eight months, the Collaborative hosted community conversations elicited feedback ‘on PO's policies, procedures, and practices. Complementary to the report generated by The John F. Finn Institute for Public Safety titled “Schenectady Police Reform and Reinvention: Current Practice, Empirical Evidence, and Community Input”, authored by Dr. Sarah J. McLean and Dr. Robert E. Worden, this report outlines ten themes that emerged throughout this process, resulting in twenty-four recommendations. ‘The Schenectady Police Department Reform and Reinvention Collaborative acknowledges that the implementation of these recommendations come with challenges, and the conversations regarding, police reform and reinvention will continue to be ongoing with the community. aReform & Reinvention Collaborative Reccommendation Report City of Schenectady Police Dept. - March 2021 ummary of Recommendations ‘The following recommendations are meant to reflect the particular needs of the community that the ‘Schenectady Police Department serves, as well as the implications that were outlined in The Finn Institute's report. Use of Force / Response to Resistance New Response to Resistance Report- update current form to include more metrics to be documented. 2. Electronic collection of Response to Resistance data- digitize the report to allow for easier analysis of force used. 3. Update to Handcuffing and Restraints Policy to include an explicit ban on securing hand restraints to leg restrains (aka hog-tie).. Harm Reduction Initiatives 4, Community Engagement Officers (CEO} commit to a unit of officers who receive specialized training in the areas of harm reduction, in addition to community health initiative training, Build a model within community policing where these officers will work to reduce the negative consequences of using drugs, while understanding that an individual may not immediately stop. Community Health Initiatives 5. Community Engagement Officers (CEO} create a unit of officers who receive specialized training in the areas of harm reduction, homelessness, and community mediation and diversion. Build a model within community policing where these officers will respond to community members who are in crisis or need assistance. 6. Request that the City seek funding for these initiatives independent of the police department to reduce the number of additional officers needed for that unit. De-escalation & Training 7. Continued De-Escalation Trainingand Education- de-escalation will remain 2 focus forall trainings conducted by the Schenectady Police Department. The department will also remain committed towards engaging technology when possible to assist with the training and de-escalation of individuals. 8. Weaponizing the Police Reduction- the department will limit its response to calls where the police are used to intimidate another party. TOReform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 Diversity, Inclusion, and Recruitment 9. City of Schenectady Affirmative Action Officer (AAO}- recognizing the need to diversify the department, the city AAO will be asked to take a more active role in recruitment and onboarding of new officers. 10. Reimagine the hiring process- utilizing case management type software, the department will expand its background investigation process and pull together all information on candidates in an efficient manner to create a candidate profile that is more in depth and engaging with the candidates. 111. New hire advisory panel- formal adoption of the pilot program currently in place with the creation of policy and structure. 112. Anti-racism training- the department will bring anti-racism training to all employees and introduce the training by hosting the 21 Day Equity Challenge. 13. Civil Service- it is recommended that the New York State Civil Service Commission invite police administrators in to consider the challenges faced with diversifying their respective agencies under the current civil service system. Consider the college credit requirement. Officer Wellness 14, Re-Imagine Officer Wellness- normalizing help-seeking behavior and expand the program to include a wellness component. 15. Active Bystandership for Law Enforcement (ABLE) the department will build upon the standards set forth within the ABLE program and consider adoption of the program in the future once the training requirements are sustainable. Procedural Justice 16, Further education on Procedural Justice principles- the department will increase departmental training to include Procedural Justice I for all members, provide Procedural Justice training to the community, and continue to promote the principles of procedural justice in everything that we do. Community Engagement 17. Expand community policing- staff the department to allow for a Community Policing Unit that will build neighborhood collaboratives to build trust, solve problems, and reduce crime. 18. Community police substation- create a substation imbedded within neighborhoods most affected by over policing. The substation would provide a hub for officers conducting walking beats and community members who would like to speak to an officer and may be resistant to calling them to their home, 19, Community conversations- regular conversations hosted by the police department that clude officers, supervisors, and command staff. OOReform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 20. Community Outreach Officers- officers trained in cultural sensitivity to assist with serving members of the community who; may have language barriers, be victims of hate crimes, and promote cultural awareness the department. 21. Improve online reporting- adopt an online reporting platform that is more user friendly, may be easily referred by the Schenectady County Unified Communications Center, and can include the ability to make an online complaint against a member of the police department. Technology and Policing 22. Commitment to transparency- the Schenectady Police Department will commit to fully integrating police calls, reported crime and enforcement activity within a custom designed application that will be shared on the department website. This commitment to a public facing application will reinforce the departments commitment to transparency to the community. 23. Stop Reporting- Adapt and deploy a module from our current Computer Aided Dispatch (CAD) software used by the Schenectady County Unified Communications Center and the Schenectady Police Department, to feature a racial profiling data collection system and gather data on the race of individuals that police stop. Use this information, analyze it and seek to gain greater insight into the nature, characteristics and demographics of their police enforcement patterns. Civilian Police Review Board (CPRB) 24, The Schenectady Police Department will commit to supporting the work done by the CPRB.Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 Uae WA ORO Cy The use of force by law enforcement personnel is a matter of critical concern, both to the public and to the law enforcement community. Officers are involved, on a daily basis, in numerous and varied interactions and, when warranted, may use reasonable force in carrying out their duties. Officers must have an understanding of, and true appreciation for, their authority and limitations. This is especially true with respect to overcoming resistance while engaged in the performance of law enforcement duties. ‘The Police Department's Use of Force policy provides guidelines on the reasonable use of force. While there is no way to specify the exact amount or type of reasonable force to be applied in any situation, every member of the department is expected to use these guidelines to make such decisions ina professional, impartial, and reasonable manner (Executive Law § 840). In addition to those methods, techniques, the guidelines for the reasonable application of force contained in the Use of Force policy shall also apply to al policies addressing the potential use of force, including but not limited to the Control Devices and Conducted Energy Device policies. ‘The Schenectady Police Department recognizes and respects the value of all human life and dignity without prejudice to anyone. Vesting officers with the authority to use objectively reasonable force and to protect the public welfare requires monitoring, evaluation and a careful balancing of all interests. Officers shall use only that amount of force that reasonably appears necessary given the facts and circumstances perceived by the officer at the time.of the event to accomplish a legitimate law enforcement purpose. Officers also have a duty to intercede and report another law enforcement officer Using force that is clearly beyond that which is objectively reasonable under the circumstances and they must, when in a position to do so, intercede to prevent the use of unreasonable force. ‘Over the course of 2020 the Schenectady Police Department revised its Use of Force policy three times (April 23, 2020; July 1, 2020; and December 18, 2020). These revisions were in compliance with NYS ‘Accreditation; the Governor's executive orders, the NYS Division of Criminal Justice Services, Use of Force Model Policy (revised September 2020) and national/local discussions involving policing in America, specifically the way in which police use force. Changes within the policy consist of, but are not limited to: the elimination of Carotid Control Hold; the prohibited placement of an officer’s knee or body ‘weight to the head of an individual; duty to intercede and report; alternative tactics - de-escalation; state restrictions on the use of other restraints; use of force to seize evidence; additional state requirements; supervisor responsibilities and other modifications within the policy. Below are policy changes made within the Use of Force policy. They do not represent all the changes within the policy and should not be judged on their own, rather they should be encompassed into the totality of the policy. They are as follows: —Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 30.2.1 Duty to Intercede and Report Any officer present and observing another law enforcement officer or a member using force that is clearly beyond that which is objectively reasonable under the circumstances shall, when in a position to do so, intercede to prevent the use of unreasonable force. Any officer who observes another law enforcement officer or a member use force that is potentially beyond that which is objectively reasonable under the circumstances should report these observations toa supervisor as soon as feasible. Section 300.3 Use of Force ‘The placement of an officer’s knee and body weight on the head of an individual attempting to control the individual is prohibited unless deadly physical force is authorized. Nor shall an officer use a knee to the head to control that individual unless no other option is available. 30.3.4 Alternative Tactics ~ De-Escalation When circumstance reasonably permit, officers should use non-violent strategies and techniques to decrease the intensity ofa situation, improve decision-making, improve communication, reduce the need for force, and increase voluntary compliance (e,, summoning additional resources, formulating a plan, attempting verbal persuasion) 00.3.5 State Restrictions on the Use of other Restraints ‘Any application of pressure to the throat, windpipe, neck, or blocking the mouth or nose of a person ina manner that may hinder breathing, reduce intake of air or obstruct blood circulation is prohibited unless deadly physical force is authorized (Exec. Law § 840). 30.3.6 Use of Force to Seize Evidence In general, officers may use reasonable force to lawfully seize evidence and to prevent the destruction of evidence. However, officers are discouraged from using force solely to prevent a person from swallowing evidence or contraband. In the instance when force is used, officers should not intentionally use any technique that restricts blood flow to the head, restricts respiration, or which creates a reasonable likelihood that blood flow to the head or respiration would be restricted. Officers are ‘encouraged to use techniques and methods taught by the Schenectady Police Department for this specific purpose. es:Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 300.6.1 Additional State Requirements {An officer should take steps to obtain medical attention for a person who reasonably appears to be mentally il and is behaving in a manner that is likely to result in serious harm to the person or to others. Officers should document requests for medical or mental health treatment as well as efforts to arrange for such treatment. 300.7 Supervisor Responsibilities A supervisor will respond to the scene of a reported application of force incident resulting in injury (visible or reported), unless unavailable due to urgent circumstances (e.g.: on the scene of a felony incident, etc.) Ifa patrol supervisor is unavailable to respond to the reported incident the Desk Sergeant shall respond or make arrangements for another supervisor to respond. NYS Use of Force Mandated Reporting Effective July 11, 2019 New York State law (Executive Law 837-t) requires every police department and county sheriff's office to report any occurrence in which a police officer or peace officer employs the use of force under the following circumstances: a) When an officer engages in conduct which results in the death or serious bodily injury of another person. Serious bodily injury is defined as bodily injury that involves a substantial risk of, death, unconsciousness, protracted and obvious disfigurement, or protracted loss or impairment of the function of a bodily member, organ, or mental faculty. b) Inthe absence of either death or serious bodily injury, when one of the following is initiated by an officer: « brandishes, uses or discharges a firearm at or in the direction of another person; © uses a chokehold or similar restraint that applies pressure to the throat or windpipe of a person in a manner that may hinder breathing or reduce intake of air; © displays, uses or deploys a chemical agent, including, but not limited to, oleoresin capsicum, pepper spray or tear gas; © brandishes, uses or deploys an impact weapon, including, but not limited to, a baton or billy; or © brandishes, uses or deploys an electronic control weapon, including, but not limited to, an electronic stun gun, flash bomb, or long-range acoustic device. These reports are submitted by the Police Department to DCIS monthly. ~—Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 Recommendations New Response to Resistance Report ‘The Police Department is in the process of modifying its “Use of Force Report”, which documents a use of force incident. The new form will be referred to as the “Response to Resistance Report” and will gather greater information in respect to suspects resistance, officer's response, injury, environmental factors, and supervisor's review. Electronic collection of Response to Resistance Data ing the form used by officers when documenting Response to Resistance has many benefits. Creation of electronic Response to Resistance form on Benchmark Analytics software program will allow for easier analysis of force used, more metrics to gauge how, when, and why force is used, and whom it is used upon. These metrics guide training within the department and alert command staff to developing trends. Update to Handcuffing and Restraints Policy It is recognized that the community has a concern regarding the use of restraint technique commonly referred to as “Hot-tie”. While the existing policy on handcuffing and restraints covers guidelines that are to be followed for the use of leg restraints, that if followed, would make it impossible to “hot-tie” a person, the policy fails to specifically address the securing of hand restraints to leg restraints, thereby “hog-tying” a person. It is recommended that the following language be added to Policy 302: “At no time shall any member secure handcuffs, flex cuffs, or any other restraint used to secure the hands to any restraint used to secure the legs (also know has “Hog-tie”) to restrain any individual”. * The Schenectady Police Department Use of Force Policy and The Schenectady Police Department Response to Resistance form are included in this report's appendix. —Reform & Reinvention Collaborative Reccommendation Report City of Schenectady Police Dept. ~ March 2021 Harm Reduction is built upon the foundation of respect and dignity for those who use drugs. At an organizational level, it is a commitment to enact policies and programs that work to reduce the negative consequences of using drugs, while understanding that an individual may not immediately stop. For many years police departments have utilized mainly arrests to address those living with a Substance Use Disorder. This approach was not only harmful to the individual, did litte to improve their circumstances, but also neglected to improve the overall health and safety of the community. in 2019 the Schenectady Police Department established Schenectady Cares, the Department's first specific harm reduction program. Through Schenectady Cares, and individual is welcomed to come to the police department and ask for help, without fear of judgements or arrest. Officers trained in the Schenectady Cares Program will reach out to the program's dedicated partners, New Choices Recovery Center or Catholic Charities. Upon making contact, a representative from either organization will then work to address the needs of the individual seeking up. This may include, but is not limited to, connecting the individual with a Medication-Assisted Treatment and/or accessing inpatient, outpatient, or counseling services. The officer will then assist in transporting the individual to a local recovery center ifneeded. It cannot be stressed enough, that the Schenectady Cares Program offers this assistance to community ‘members without judgement and offers amnesty to those seeking help. Even if an individual wishes to ‘turn over drugs at the time they meet with an officer, they will not be persecuted. This program is proof ‘that SPD can partner with outside agencies in order to provide and/or support services that the department necessarily doesn't offer itself. SPD acknowledges that this scope of work must continue to address those that struggle with a Substance Use Disorder as well as those who succumb to an overdoes devastate their families and damage the fabric of our community. Proactive outreach must be integrated into future operations. Recommendation Create a unit of officers who receive specialized training in the areas of harm reduction, homelessness, and community mediation and diversion. Build a model within community policing where these officers will respond to community members who are in crisis or need assistance.Reform & Reinvention Collaborative Reccommendation Report City of Schenectady Police Dept. - March 2021 Ce Aa cua Many situations that result in police/community interactions may not be best handled by the police alone. This sentiment was voiced consistently throughout the Reform and Reinvention process. In terms of Harm Reduction, the Schenectady Police Department recognized that an improved response was necessary and had begun addressing ways to establish improved systems to address these interactions and the Department's response. Specifically, addressing the underlying reasons as to why dividuals overall have contact with the police and how to improve or best offer services other than the Departments that would help those in need, Meaningful and sustainable solutions occur when the Department partners with a network of agencies and organizations that can best support the help that is needed. Several components of community health are listed below. Mental Health need the assistance of a professional counselor. SPD continues to work to strengthen partnerships with services in the area. Northern Rivers Mobile Crisis Team ‘The Schenectady Police Department continues to expand upon the partnership with Northern Rivers. This partnership has resulted in allowing officers to contact professional counselors who are available to assist on-scene of an individual in crisis. Prior to this, when officers responded to the scene, there were litle to no options to provide a service outside of the normal scope of work. Officers would determine whether an Emotionally Disturbed Person (EDP) would voluntarily go to the hospital or if they fit the Mental Health Law criteria, resulting in the individual being detained and then brought to the hospital. This new, holistic approach gives the officer the ability to bring mental health professionals right to the scene, working hand in hand with the officers to develop treatment plans that reduce the likelihood of further police involvement. Adults at Risk Adults at Risk is @ continued partnership of service agencies throughout Schenectady County that meet monthly to discuss those most at-risk individuals in our community. Lead by the Schenectady County Office of Community Services and attended by organizations ranging from the Schenectady Police Department, Ellis Hospital health professionals, homeless service agencies to mental health services, it is ‘an opportunity to work collaboratively and identify and address the needs of those with mental health conditions in our community. Homelessness Homelessness is another area that often leads to police interaction and intervention. As with calls involving mental health, calls involving the homelessness are not best handled by police themselves. ‘The community and the Schenectady Police Department agree that more meaningful, sustainable solutions will only come through partnerships with service agencies from throughout the Capital Region. —Reform & Reinvention Collaborative Reccommendation Report City of Schenectady Police Dept. - March 2021 a) The Department continues to increase our collaborative efforts to assist our homeless population. Work has already begun through partnerships with the Office of Community Services, Bethesda House, Mohawk Opportunities, SCAP, Altamont Program and The City Mission to commit to work together. b) Additionally, The Schenectady Police Department is a continued partner in CODE Blue. Recommendations Although issues of substance use, mental health, and homelessness continue to be drivers of. police/community contact, traditionally these issues have been under-supported by law enforcement. ‘Most patrol officers and detectives are devoted to investigating suspected criminal activity, very few officers traditionally work in the areas of harm reduction and community health Over the past two years, the Schenectady Police Department has been fortunate to have two officers dedicated solely to community services. These two officers work tirelessly to address the issues surrounding those struggling with a substance use disorder, a mental health crisis, or any situation that calls for an additional response other than that of a “traditionat” officer. This work is vital to rebuilding. the community and connecting individuals with the help that they need ~ additional officers are necessary to continue forward progress. ‘A proposal of adding additional Community Engagement Officers that will receive specialized training in the areas of harm reduction, homelessness, mental health, community mediation, and diversion, who will work under the leadership of the Office of Neighborhood Engagement, is recommended. These officers will be responsible for engaging with individuels in need of services and connecting them with agencies throughout the Capital Region. This is done with the understanding that, although police officers cannot replace a professional counselor or peer advocate, they are often the first on the scene and the first to make contact. Having the right person at the right time, who has a better understanding of an individual's needs and challenges, could increase the chances of a successful outcome for the individual. It is also recommended that the City seek funding for these initiatives independent of the police department to reduce the number of additional officers needed for that unit.Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. ~ March 2021 De-escalation & Training Each year, Schenectady Police Officers receive approximately 40 hours of in-service training. Certain training topics are required by New York State Bureau of Municipal Police (BMP) as well as New York State Department of Criminal Justice (DCIS). Additionally, the Department strives to take a proactive approach by researching new and progressive officer trainings. SPD incorporates de-escalation training, whenever possible, in all training scenarios and classes. The Department continues to incorporate outside agencies (Northern Rivers Mobile Crisis, YWCA Domestic Violence Advocates, New Choices Rehab, etc.) into in-service trainings to provide officers with the best tools possible to handle the diverse calls for service that arise daily. Recommendations Continued De-Escalation Training and Education ‘The Department will continue to incorporate Reality Based Training in as many aspects and topics as possible. Incorporating Reality Based Training (Scenario Based Training) allows the officers to not only implement the intended topic, but also to incorporate several other subtopics (communication skills, de- escalation skills, use of force, etc) Although additional funding is necessary, implementing Virtual Reality Training into the Department's current platform would prove to be beneficial. Modern virtual reality programs with certified training content are ideally sulted for police training for multiple reasons. The ability to customize scenarios in real-time allows an encounter to branch off into many directions, emulating a real-life situation. When a Virtual Reality Program is in place, department trainers can conduct many sessions per officer, giving them the chance to reinforce positive behaviors through repetition. They can review video sessions to highlight the officer's use of verbal skills and provide guidance for escalated actions. It enables officers to learn about judgmental use-of-force and how different variables warrant different reactions and result in varied outcomes. It provides a low risk, yet intense and realistic, stage for police training and improvement. Using this technology would allow SPD to train officers on a wide variety of topics. SPD is currently exploring the possibility of Virtual Reality Training with several different agencies. Continued training (and recertification) of the current part-time training officers is important to maintain a well-rounded group of instructors that currently exist at the department. itis recommended to increase the training department with additional full-time officers to allow for the continued expansion of officer training. It would allow for a far more progressive and proactive approach in seeking out new partnerships and trainings, ensuring that officers are at the forefront of police training. In addition, adding fulltime officers to the training department would allow for the expansion of training to civilians as well, potentially reintroducing the Civilian Police Academy, training for the Civilian Police Review Bord, and training for Neighborhood Associations and various other groups. AReform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 Weaponizing the Police Although proactive policing is a critical component of any department, most of calls for service are ‘generated by the public. The majority of these calls are for reasons that require an officer to respond, but there are a small percentage that are not. The department regularly finds itself called upon to respond to issues such as: a) A child refusing to go to school b) A child acting out at school ©) Neighbor trouble, where one side uses the police to intimidate another. d) Community agencies utilizing police presence for leverage. Recommendation ‘SPD will continue to analyze calls for service and limit responses in situations an officer may be utilized {for the purposes of intimidation. Further, the department will limit its response in situations where another agency or organization is using an officer’s presence to absolve itself from liability. In situations where a caller knowingly falsifies information in order to elicit a police response, the department will pursue an arrest.Reform & Reinvention Collaborative Reccommendation Report City of Schenectady Police Dept. - March 2021 Diversity, Inclusion, & Recruitment ‘The goal of the Office of Professional Standards isto recruit and employ a police force that is representative and reflective of the community that we serve. Efforts have been and will continue to be made to recruit for and diversify the Schenectady Police Department. Interested and qualified candidates register with Schenectady county civil service for the open competitive police officer exam, Candidates can find Schenectady County Civil Service exam information directly from their website or the Schenectady Police Department. They are required to apply for the exam two months before the posted exam date. Upon the day of the exam, each candidate must meet a minimum set of requirements; the candidate must: be nineteen (19) years of age on or before that day (will not be an eligible candidate for processing until age twenty), but no older than thirty-five (35); have a valid NYS Driver's License; legally reside in Schenectady, Albany, Schoharie, Montgomery or Saratoga County; possess a high schoo! diploma, high schoo! equivalency diploma, or the United States Armed Forces GED; have completed thirty (30) college credit hour — accompanied by a college transcript. The exam is a written test, approximately one hundred questions, designed to evaluate knowledge, skills, and abilities in applying written information, memory for facts and information, reading/understanding/interpreting written information, and preparing written material in a police officer setting. ‘The New York State Civil Service commission establishes a rating key for each exam before the date of such. Once the exam has been graded, all passing candidates are placed on a ranked list by their score. Police Departments within Schenectady County may then begin canvasing those individuals beginning at the top of the list and moving down, following guidelines set forth by the commission. Candidates who wish to continue with the process are given a physical fitness test consisting of push-ups, sit-ups, and a timed one and a half-mile run, They must then complete a personal history questionnaire and interview with SPD administrators. Candidates are also given a psychological test and evaluation as well as a polygraph. The candidates that have passed all other aspects of the hiring process to this point and have been approved by Schenectady county civil service as “reachable” on the certified list will then participate in a guided discussion with the newly formed community hiring advisory panel. The panel is comprised of selected volunteer community stakeholders and is overseen by the Schenectady county affirmative action officer. After discussions with each candidate, the advisory panel provides feedback to the SPD administration accompanied with a recommendation to hire or not. The recommendations provided by the advisory panel play a large role in moving forward with offering employment to successful candidates. Our current hiring practice Is primarily based on the results of the Civil Service Exam results, The reflection of eligible candidates from the Schenectady County Civil Service exam is far from a fair representation of the community at large The U.S. Census Bureau in 2019 estimates that the City of Schenectady residents comprises approximately 57% White, 20% Black, 11% Hispanic, and 12% Other. OOReform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 In 2018, the Office of Professional Standards (OPS) broke down the statistics for eligible candidates that were processed for the July academy class. Of 163 candidates, there were: 2 Hispanic males, 1 Hispanic female, 8 Black males, 6 Black females, and 6 candidates on the Spanish Speaking list. Out of this group, two Black males were hired, except for one that was disqualified due to legal issues, the remainder either never responded, failed to show up, or deferred for unknown reasons. We do not want the minimum requirements of Civil Service to deter anyone from pursuing their passion. However, proposing to change those requirements by the Civil Service Commission may prove to be unnecessarily complicated. Instead, it may be more beneficial to offer those individuals interested ina career as a police officer assistance towards meeting the exams minimum requirements to apply ‘and then exceeding on the exam and following subsequent steps. These ideas can be accomplished on a large-scale group level or individually as it is needed In conjunction with Schenectady's Affirmative Action Officer, Ron Gardiner, SPD would like to expand ‘our outreach to the community. We plan to take a more widespread approach, reaching the masses to stimulate interest in becoming a police officer. Starting within our city and expanding from there, ‘exam/career information along with our assistance program information can be spread by means of billboards and news media. Guardian Alliance Technologies is an online-based platform that SPD has recently acquired to streamline how our background investigations are managed. Besides the many logistical and organization problems this software will solve, the best feature is its time-saving efficiency. Asa result, OPS will be afforded an opportunity to conduct a more extensive background of each candidate, which will allow us to offer employment to those who are the best fit for everyone's standards moving forward. ‘Accompanied by this software, we wish to expand our Office of Professional Standards to a four-person team. Currently, OPS is comprised of one Lieutenant and one Sergeant. With the addition of two more officers (Sergeant, Detective, or Patrolman), our team will expand our capabilities, increase our effectiveness and improve our efficiency in every facet of our job. Recommendations Gity of Schenectady Affirmative Action Officer Involvement Recognizing that it has been difficult diversifying the department to adequately reflect the community ‘we serve; itis recommended that the City of Schenectady Affirmative Action Officer take a more active role in recruitment and encouraging community members to become interested in law enforcement careers. Reimagine the Hiring Process ‘The Schenectady Police Department is proud of the current structure in place that forms the hiring process. Through conversations with the community, itis recommended that the department build upon the current process and create a structure that is more custom and able to embrace candidates more thoroughly for a fit into the community they wish to serve. Utilizing software, such as Guardian Alliance Technologies: Background Investigation Solutions ("Guardian"), the department can better manage the hiring process, get a better understanding and background of candidates, and more —Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 efficiently process candidates. Guardian is a secure online-based platform that is streamlining the way background investigations are managed. Guardian is not specific to law enforcement, other departments, and agencies such as: Corrections, Fire, EMS, Codes, Probation and Parole can and have utilized the platform to enhance their hiring process as well. There are many features of this software that will prove its worth over time. SPD will be able to customize the platform to meet its needs and h standards. There are currently hundreds of Police Departments and other agencies using Guardian. This technology will be most useful if every Department from the Federal to Local level used it. Any agency using Guardian will be able to share documented information effectively and efficiently about an individual that processed with them. Prior to this technology, members of the Office of Professional Standards (OPS) were required to maintain a system of organization for each test, canvas, academy class, individual, and every document in between. Often, these categories overlap in some fashion creating a unique problem when. determining how to organize. Guardian will provide our department the opportunity to save time and money by complementing our already in-depth hiring process. From the beginning, when an individual is contacted by the Civil Service Commission, through the many steps of our specific background investigative steps, to the end when an eligible candidate is offered employment - this platform will keep everything organized and on track. With Guardian, any officer involved in future hiring processes can search a candidate’s name and can immediately view everything we have documented, all in one location. It is recommended that the Schenectady Police Department begin to use this software technology. New Hire Advisory Panel ‘The Schenectady Police Department New Hire Advisory Panel was born out of a community conversation in November of 2020 and is a spinoff from a police cadet conversation that was held in June of 2020 at the Zone Five Regional Police Academy. The concept is to present candidates for the position of police officer to a panel of community stakeholders with the goal of allowing community members to be active participants in the hiring process for the Schenectady Police Department. The expected outcomes for this process are to increase legitimacy of officers serving the public by promoting an unbiased, transparent, and engaging introduction of police candidates to members of the community that they strive to serve. The Chief of Police assembled the inaugural committee, which includes the president of the organization that partners with public safety to provide outreach to those most prone to violence, the executive director of organizations that provide re-entry into the community from the criminal justice system, the vice chairman of the Civilian Police Review Board (who also represents the local chapter of the NAACP), and the Director of Special Projects at the SEAT Center (Social Enterprise and Training Center). It is recommended that the Schenectady Police Department formally adopt this program, create policy regarding its function, and provide access to necessary training for their role, ee |Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 ‘Anti-Racism Training ‘Throughout the Reform and Reinvention process, the need for specific anti-racism training for officers has been identified. The Schenectady Police Department has received formal training in areas such as Implicit Bias and Procedural Justice, but never in anti-racism. Itis recommended that the department prioritize anti-racism training forall officers and staff. An. introduction will be our participation in the 21 Day Equity Challenge, which is a daily collection of readings and multimedia communication designed to educate an individual on topics of racism and bias. Following the completion of the 21 Day Equity Challenge, the department will source specific ant training which will make up a module of required curriculum. Givil Service The current civil service structure is a barrier to recruitment and diversity efforts. It is recommended that the city and department take an active role in lobbying for changes in civil service and requesting that they invite police administrators to prevent the challenges the current system presents. Consider 30 credit hour requirement.Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 Officer Wellness Law enforcement leaders need to care for their personnel. The Task Force on 21st Century Policing asserted that police leaders must build resilient officers. Just as agencies regularly assess officer safety initiatives, they should constantly evaluate the effectiveness of their wellness programs. These efforts must adapt and evolve when necessary and need to be reinforced from the top down. To build a culture of wellness, we need to create a process to emphasize wellness throughout an officer's career. Recommendations Re-Imagine Officer Wellness and Peer Support Re-invention of our Peer Support Program will consist of two parts: 1. Normalizing help-seeking behavior. 2. Expanding the program to include a preventative “Wellness Program.” Currently, our peer support program is effective and widely used by officers seeking help. However, there is still room for improvement. These improvements will come in the form of normalizing help seeking behavior and adding a preventative component to our program. Normalizing Help Seeking Behavior Seeking help for personal problems is largely viewed as admitting weakness. This is accompanied with fear of being stigmatized by the organization and receiving special treatment by the same. This stigma’s prominence is multiplied when considering the LE community. This stigma is a large part of why officers sometimes refuse to seek help. Giving the Peer Support Team the needed resources to get through to officers by offering constant communication, assistance and education will help break down the stigma of seeking help. Additionally, the ability to get an Officer seeking help into a Doctor or Therapist office immediately is imperative. Mental Health experts are currently in very high demand. As a result, people seeking help often wait weeks or in some cases months for appointments with qualified Therapists. Developing a system that can facilitate this for Officers within 48 hours of their request is essential. This will make certain that the Officers who are skeptical about treatment begin receiving it before they have a change of heart. a) Expanding the role of the Clinical Director. Currently the Clinical Director has roles and responsibilities regarding the Peer Support Team. With additional funding the Director can not only oversee the operations of the team, but also: Coordinate and conduct training for Peer Support Team Members and rank and file officers, obtain guest speakers and or instructors for team or departmental training, purchase produce promotional material for PST, regularly conduct critical incident debriefings, be available to promptly address departmental needs, interact regularly with department members and set up a network of ‘Mental Health / Social Work professionals who are not only equipped to deal with issues specific to police culture, but be available to meet with our members on short notice. —Reform & Reinvention Collaborative Reccommendation Report City of Schenectady Police Dept. - March 2021 Addition to an Overall Wellness Component to the Program Historically, Peer Support teams have been made available at a moment of personal crisis or after a critical incident. Putting an emphasis on overall officer wellness will help to better equip officers to deal with the unique stressors of Law Enforcement. A comprehensive, well-constructed wellness program will strive to prevent officers from reaching a moment of personal crisis by building their psychological ‘and physical strength. Educating officers on both psychological and physical wellness will reinforce help seeking behavior and its benefits. A product of this will be an officer that is better suited to serve the community, a) Implementing a wellness coordinator who will work collectively with the Peer Support Team and its Clinical Director. A Wellness coordinator who is familiar with the types of stress Law Enforcement members face, understands the physiological impact of this stress on the body and mind, and is skiliful in a variety of methods to mitigate these negative effects is essential. This wellness coach will be available to work alongside Officers in constructing a lifestyle that maintains a healthy mind, body, and spirit. Determine if this role needs to be sworn or can be civilian. b) Funding to set up an electronic peer support network in the station. This will include electronic bulletin boards in all squad rooms, muster room, gym, and locker rooms. Additionally, this will include an app that officers can access on their phones that gives them access to the Peer Support Team info, current events, healthy lifestyle strategies etc. Active Bystandership for Law Enforcement (ABLE| ‘The ABLE Project is based out of Georgetown Law School and stands for Active Bystandership for Law Enforcement and was established to help prepare officers to successfully intervene to prevent harm and create a law enforcement culture that supports peer intervention. At this time, the Schenectady Police Department has policies which cover an officer's duty to intercede should they witness any form of brutality or misconduct by a fellow officer. Itis specifically covered in Policy 300.2.2, the department's Use of Force policy. Recommendation ‘ABLE Implementation The department should expand its consideration of implementing ABLE. Although there is currently a policy requiring officers to intercede if they witness misconduct, continuing to create a culture of peer accountability and officer wellness must be a priority. The department should begin to build upon the standards set forth the ABLE program, which will not only strengthen our focus in this area, but also set the foundation for our adoption of ABLE in the future, Determine if civilian oversight is possible, OOReform & Reinvention Collaborative Reccommendation Report City of Schenectady Police Dept. - March 2021 Laer E a ‘The Schenectady Police Department has adopted procedural justice as the guiding principle for internal and external policies and practices, which has guided interactions with the citizens that we serve. Since 2017, Procedural Justice and Implicit Bias training has been a focus of educating our officers. This training facilitates a discussion with officers about the concepts of Legitimacy and Procedural Justice. ‘These concepts are easily related to, and what officers can agree, is good police practice. Through Procedural Justice practices, such as treating the public fairly and with the proper respect, legitimacy can be achieved. Legitimacy is achieved when the public accepts police authority to maintain social order and views the police as enabled to exercise that authority. Procedural Justice is defined as procedures and practices used by police officers where the citizens are treated fairly and with proper respect as human beings. Legitimacy is the goal while procedural justice is the method ‘The Principles of Policing are reinforced within the Schenectady Police Department using the Standard Quality Control Reports (SQCRs), Performance Observation Forms (POFS) and the annual Performance ‘Appraisal. Supervisors are encouraged to utilize the principles: 1) Voice, 2) Neutrality, 3) Respect, and 4) Trustworthiness, as a lens to view officer interaction with the public and provide feedback accordingly. ‘The SQCR is a brief report that is used to review an officer's response to calls for service and document feedback. The POF is a more significant document in that itis utilized to substantiate ratings on the yearly performance appraisal. The POF is categorized as: exceeds, meets, or is below expectations. The yearly Performance Appraisal consists of four standards that include Professionalism, Knowledge, Skill, and Ownership. Supervisors have a fifth standard of evaluation: reviewing their supervision. When completing the performance appraisal, two POFs are required to mark someone as exceeds or below in any of the four standards. ‘The Schenectady Police Department is committed to the continued integration of the four principles of policing into the culture of the organization. Procedural Justice is a guiding principle that should be practiced from the top down, internally and externally. Its useful to think about police-community engagement in three levels: at the leadership level, the neighborhood level and on the street level, as officers interact with citizens. Through these different perspectives, we are reminded that the critiques of our actions are multi-faceted, representing varied stakeholders within our community. Thus, it s imperative to be mindful of the overall goal of Procedural Justice, treating the public fairly and with proper respect it deserves. Legitimacy is the goal; procedural justice is the method. rs 2 |Reform & Reinvention Collaborative Reccommendation Report City of Schenectady Police Dept. - March 2021 Recommendations Future implementation includes Principles of Policing lI, which will be presented to the department as a refresher, highlighting scenario-based trainings. Police supervisors will receive additional training in the review of Procedural Justice in SQCRs, POFs and the yearly Performance Appraisals. They will be encouraged to utilize SPD video in rol call training. The training will be integrated with department training and reinforced going forward as part of the agency's commitment to de-escalation. The department will also utilize signage throughout the station to reinforce the fundamentals of Procedural Justice. a) Provide procedural justice training to the community. b) Increase training through 3 levels. ) Train the trainer.Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 Community Engagement ‘Acommon theme that developed during our community conversations was that the community wants ‘to engage more with police officers. The current effort being made by the Schenectady Police Department's two community police liaisons, while appreciative, is simply not enough. A commitment to the concept of Community Policing with walking beats, taking the time to get to know residents and business owners, problem solving, engaging with youth, and addressing quality of life issues is what is being asked, Community Policing, when done effectively, is a relatively inexpensive and efficient way to solve problems, reduce crime, and build trust. Neighborhoods policed using community policing models tend to police themselves. Community members joining police officers to share information, collaborate on how to best address problems, and maintain an open dialogue tend to drive criminals away. Finally, the ‘most important benefit to investing in community policing is to foster trust, fairness, and legitimacy in each neighborhood, and to address and confront any racial bias and disproportionate policing of communities of color. This is done by requiring accountability of the police officer, knowing that they have a vested interest in the neighborhood that they are policing. Recommendations Develop Community Policing Plan ‘The Schenectady Police Department needs to develop and deploy a model of community policing where neighborhoods are defined by zones that are patrolled by community police officers. Each zone will also be assigned a detective responsible for maintaining community intelligence and solving persistent problems within the zone. Community Police Officers, working closely with the community members, and Community Intelligence Detectives have an opportunity to form @ community collaborative to address all issues. This collaborative would welcome all stakeholders, from local city council members to the heads of neighborhood organization groups, to business owners and community leaders. It is recommended that the Schenectady Police Department create a task force to determine how this ‘community policing model will work best in Schenectady and the resources needed to implement from additional staffing needs to equipment needs. *To develop this plan itis recommended that ‘community-lead discussions occur to develop the vision of how this will look, Community Police Substation It is recommended that the city consider creating a police substation that will be a hybrid of traditional police services (i.e., Report writing, speaking to an officer) with an inviting community gathering area, where people can meet to have a small meeting, exchange online transactions, enjoy a cup of coffee with a police officer, or seek assistance with a problem. The community has longed ask for a substation in Hamilton Hill and Mt. Pleasant. It is recommended that the city create a model that may be duplicated in other communities that most need it. rs |Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 Continued Commitment to Community Conversations The feedback gathered throughout the Collaborative process has provided invaluable insight and guidance. It is recommended that the Schenectady Police Department host regular community conversations and be provided the resources necessary to accomplish this. Qutreach Officers {As a part of the overall community policing model, it is recommended that the Schenectady Police Department create the position of Community Outreach Officers who specialize in methods and strategies to help members of the community who may have language barriers, be victims of hate crimes, and assist with cultural awareness. Including but not limited to; a Spanish speaking officer, Hearing impaired, Guyanese/Caribbean). Improved Online Reporting The current online reporting platform is one that is simplistic and can be confusing or difficult to complete. It only offers reports in English and it does not immediately go to a Police Supervisor for review, rather has to be printed out by the records department and forwarded to the police supervisor for review and classification. It is recommended that the Department purchases LexisNexis Desk Officer Reporting System which would make it easier for citizens to report crime, offer tips, report police misconduct, and document minor motor vehicle accidents. Once the report is completed it will be electronically sent to the SPD Sergeants Desk for review. If further action is warranted, an officer will be summoned to contact the complainant. This system also supports multiple languages while the Sergeant can review the report in English. Crime victims automatically receive a PDF copy of the approved report to their emailReform & Reinvention Collaborative Reccommendation Report City of Schenectady Police Dept. - March 2021 eee aaa ‘The City of Schenectady leads in the implementation and use of technology and software. Our goal is to deploy city resources more effectively and efficiently, while simultaneously improving transparency and data-sharing with the public. Body Worn Cameras ‘The Schenectady Police Department pledges to continue investing in and to strengthen its Body Worn ‘Camera program. Adding additional resources to ensure that its Officers Public Interactions can be reliably captured and made available for review in a timely manner. ‘Street Smart FivePoints Solutions Street Smart ™ will continue to be used to quickly communicate information received from the community to public safety personnel in real-time. It also allows for Field Services to better align its resources with the needs of our community by geographically displaying the real-time trends layered with those requests. Environmental Systems Research institute “ESRI” ‘The City of Schenectady envisions building out its use of the World’s Leading Geospatial software, ESRI™, by publishing to a Public a Data Share. This platform will greatly aid in transparency by displaying, tens of years of City and Police Data, including near real time all in an easy to search website that also hhas easy to navigate dashboards of commonly requested queries. Stop Reporting /SajetyNet Mobile Racial Profiling Data Collection System ‘The current Computer Aided Dispatch (CAD) software used by the Schenectady County Unified Communications Center and the Schenectady Police Department can be customized to run an additional ‘module which would feature a racial profiling data collection system. Through research resulting from the Finn Institute Implication #19, this customization could be used to gather data on the race of dividuals that police stop. This information can then be analyzed by agencies seeking to gain greater, insight into the nature, characteristics and demographics of their police enforcement patterns. Recommendations Commitment to Furthering Trans parence E fforts through Technolo: a) Fully integrate city police/fire calls, reported crime and enforcement activity within custom designed applications aimed at supporting city department operations. b) Launch a public-facing ESR! application accessible to all, designed to provide the public and stakeholders with non-sensitive city-wide activity, geo-spatial analyses, and development projects. ‘¢) Encourage and obtain community feedback on public facing applications. 4d) Pursue development and deployment of a customized Stop Reporting module inside the existing Computer Aid Dispatch, and to analyze, dissect and discuss the data once implemented. e) Provide progress updates on training periodically (quarterly or semi-annually). —Reform & Reinvention Collaborative Reccommendation Report City of Schenectady Police Dept. - March 2021 CeCe mA) ‘The Schenectady Police Department recognizes the important role that the Schenectady Civilian Police Review Board within the community. It is recognized that the citizens of the community will be best served with civilian oversight of internal police complaint procedures and investigations, and in addition to have a permanent body whose mission shall include the bettering of relations between civilians and police. The Schenectady Police Department is committed to supporting the work done by the Civilian Police Review Board, and to working closely with the board on education and outreach. It is recommended that the Schenectady Police Department and the Civilian Police Review Board work together to: a) b) 2) a) e) Design programs to foster improved relations between the Schenectady Police Department and the citizens of the City of Schenectady. Become knowledgeable on procedures and operations. Provide a forum by which the citizens of Schenectady can educate themselves about general police operations, as well to educate and inform the Police Department on the ever-changing needs of the citizens. Cooperate with the various civic organizations wit objectives in the City of Schenectady to fulfill these. Provide insight and recommendations to the Mayor and Council of the City of Schenectady on new and existing procedures which will improve the effectiveness of police and community relations. Prepare and/or recommend and/or promote youth outreach programs.Reform & Reinvention Collaborative Recommendation Report City of Schenectady Police Dept. - March 2021 EY Tear Governor Andrew Cuomo Executive Order 203: New York State Police Reform and Ré Collaborative New York State Police Reform and Reinvention Collaborative Plan Certification Form Schenectady Police Department Policy Manual Schenectady Police Reform and Reinvention Collaborative Plan of Action Document ‘Schenectady Police Department Steering Committee Members ‘Schenectady Police Reform and Reinvention Collaborative Kick Off PowerPoint Presentation Mayoral Executive Orders ‘Community Conversations; (agendas, meeting links available online) Community Conversation Guidelines ‘Community Conversation Questions for Thought ‘Compilation of Written Submissions from Community Members All of Us Community Action Group 13 Demands Against Police Brutality, State Sanctioned Violence, and Abuse of Power with Annotation Schenectady Police Department Steering Committee Meeting (videos) Schenectady Police Department Use of Force Report Schenectady Police Department Arrest Demographic Report ‘The Finn Institute for Public Safety, Inc; “Schenectady Police Reform and Reinvention: Current Practice, Empirical Evidence and Community Input” Report Al Appendices are available online at httos://www.cityofschenectady.com/665/SPD-Reform-Reinvention-Collaborative