calea assessment report - redacted

CALEA THE GOLD STANDARD IN PUBLIC SAFETY

Assessment Report

Grand Forks (ND) Police Department

2014

Grand Forks (NO) Police Department Assessment Report

June 2014

Table of Contents

Section Page

A Agency name, CEO, AM 1

B Assessment dates 1

c Assessment team 1

D Program Manager 1 Type of Assessment 1

E Community and Agency Profile 1 Community Profile 1 Agency Profile 2 Demographics 2 Future Issues 3 CEO Biography 3

F Public Information 4 Public Information Session 4 Telephone Contacts 4 Correspondence 5 Media Interest 5 Public Information Material 5 Community Outreach Contacts 6

G Essential Services 6 Chapters 1 - 17 6

Biased Based Profiling 9 Use of Force 10

Chapters 21 - 35 12 Grievances 13 Discipline 13 Recruitment 14 Promotions 16

Chapters 41 - 61 18 Vehicle Pursuits 21 Critical Incidents, Special Operations and Homeland Security 22 Internal Affairs 23

Chapters 70 - 84 24

H Applied Discretion 27

Non-compliance 29

J 20 Percent Standards 30

K Future Performance/Review Issues 30

L Standards Summary Table 31

M Summary 31

A. Agency name, CEO and AM

Grand Forks (ND) Police Department 122 South Fifth Street Grand Forks, NO 58206-5548

Michael Kirby, Interim Chief of Police Jeff Burgess, Accreditation Manager

B. Dates of the On .Site Assessment:

June 22-25, 2014

C. Assessment Team:

1. Team Leader:

2. Team Member:

Larry L. Schultz Chief of Police (Retired) South Beloit Police Department 519 Blackhawk Boulevard South Beloit, IL 61073

Kerry Jackson Captain (Retired) Alameda County Sheriffs Office 1401 Lakeside Drive, ih Floor Oakland, CA 94612-4305

D. CALEA Program Manager and Type of On-site:

Christy Goddard, Program Manager Karen Shepard, Assessment Manager Initial Accreditation C size (97 personnel; 82 sworn and 15 nonsworn) Fifth-Edition Law Enforcement Advanced Accreditation The agency uses the CACE-L software program.

E. Community and Agency Profile: 1. Community profile

Grand Forks is the third largest city in the State of North Dakota with a population base of approximately 56,000. The city is situated on the banks of the Red River of the North which forms the boundary between North Dakota and Minnesota. Grand Forks sits at the crossroads of two major transportation routes, Interstate 29 and Highway 2.

The Grand Forks Air Force Base is located 15 miles west of Grand Forks and has a revolving population base between 1,500 and 5,000. The University of North Dakota

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sits within the city and has an ~nnual enrollment of approximately 13,000. During the year, numerous entertainment, cultural and sporting events can be found taking place at the Alereus Center, and the Ralph Engestad Arena. The city is also home to Altru Health Systems, LM Wind Power, and Amazon.

The city of Grand Forks government is administered by an elected mayor and a sevenmember city council, one for each of the city's seven wards. The council is the governing body of the city, and members are elected to four-year terms. Members are: Mayor Michael Brown, Terry Bjerke, Crystal Schneider, Bret Weber, Jeannie Mock, Doug Christensen, Dana Sande, and Ken Vein. The city administrator, Todd Feland, reports to the mayor and is charged with overseeing the day- to-day operations of the city government ·

2. Agency profile

The Grand Forks Police Department operates. under the command of a chief of police who is appointed by the mayor. The agency's current fiscal year operating budget is approximately $9.4 million, and the fiscal year runs from January 1 through December 31. The agency's organizational structure comprises two primary divisions, each commanded by a captain: operations and administrative. Each division is subdivided, according to functions and responsibilities, into several bureaus that are each commanded by a lieutenant with the exception of a civilian records bureau supervisor.

The agency's main headquarters is located at 122 South 5th Street, Grand Forks, North Dakota. The three-story building also houses the Grand Forks Sheriffs Office, Regional Public Safety Answering Point, and Emergency Operations Center.

The Robert Martin Annex is named in memory of Officer Martin's duty-related death, which was the results of a police motorcycle crash in 1966. The agency's annex is located about two miles south frorri the main police facility at 2002 17th Avenue South. The Annex houses the Special Operations Group {SOG) and related vehicles and equipment. SWAT, crisis negotiations, and bike patrol all use the facility for storage, locker rooms, offices, and briefing rooms

The Public Safety Center {PSC) provides training and storage for both the police and fire departments. The PSG has two classrooms. simulators, an indoor firing range, and a K-9 training area as well as large storage areas for specialized vehicles.

3. Demographics

The demographic composition of the service area and agency are represented In the following table:

The following statistical data pertaining to service population and available workforce were compiled by the United States Census Bureau.


D emoaraoh1cs Reoort S.ervice Available Population Workforce

# % # % Caucasian 47,382 89.4 33,611 89.0 African- 1,061 2.0 755 2.0 American Hispanic 1473 2.8 1132 3.0 Other 3 098 5.8 2,265 6.0 Total 53,014 100 37,763 100

Current Current Sworn Female Officers Sworn

Officers # % # % 79 96.4 10 12

2 2.4 0 0

1 1.2 0 0 0 0.0 0 0

82 100 10 12

The agency has a current comprehensive recruitment plan to improve under representation in its sworn positions. The plan has specific objectives to assist in recruiting all demographic groups and is evaluated on an annual basis to ensure continued relevance.

4. Future issues

The existing RMS/CAD system lacks the features and process infrastructure to support NexGen 911 and effective data driven crime/traffic safety analysis. As a result, the agency is planning to procure an interoperable RMS/CAD system suitable to the needs of the agency, communication center, and other criminal justice agencies within Grand Forks County. The new system would ideally be capable of sharing data between municipal, county, and university law enforcement agencies, prosecutors, courts, and the correctional facility within the service area.

Cumulative moderate community growth, expansion of the community's footprint, associated workload, and response requirements are beginning to strain both the sworn and nonsworn resources of the agency. Although the agency is consistently monitoring the impact of community growth, the agency will need to develop a more comprehensive long-term growth strategy for consideration by community leaders.

5. CEO biography

Michael Kirby began his law enforcement career with the University of North Dakota Police Department in 1981 and transferred to the Grand Forks Police Department in 1982. During the past 32 years, he effectively handled positions of major responsibility on a continuous path of professional advancement, ultimately being appointed interim chief of police in February 2014.

Chief Kirby is a graduate of the Federal Bureau of Investigation's National Academy, 216th Session, the School of Police Staff and Command, 145th Session, Northwestern University, and the Minnesota Chief Law enforcement Officer and Command Academy. He holds a master's degree in management from the University of Mary, Bismarck, North Dakota, and an undergraduate degree in criminal justice from the University of


North Dakota. He is also a member of numerous professional law enforcement associations and community organizations.

F. Public Information Activities: Public notice and input are cornerstones of democracy and CALEA accreditation. This section reports on the community's opportunity to comment on their law enforcement agency and to bring matters to the attention of the commission that otherwise may be overlooked.

a. Public Information Session

A public information session was held on Monday, June 23, 2014, in the Finch Room of the Alerus Center, located at 1200 South 42"d Street Grand Forks, North Dakota. The meeting was called to order at 6:05 p.m. Eleven individuals were in attendance. Of those in attendance, two chose to make comments to the assessment team during the public information sess.ion.

Mr. Terry Bjerke, a member of the city council representing Ward 1, spoke of the mayor and council's support for the police department. He spoke positively of the agency and his interaction with numerous officers and command staff of the agency. He cited several examples of officers performing their duties in a professionalism manner.

Ms. Kim Greendahl, a Greenway Specialist, described the 900 acre recreational space project along the river and the excellent support received by officers of the agency. She stated the police were very helpful and informative about city ordinances pertaining to issues associated with the recreational space. She added that the agency was always responsive to any calls for service that were made.

b. Telephone Contacts

A public telephone call-in session was held on Tuesday, June 24, 2014, between 1:00 p.m. and 3:00 p.m. During the call-in session, assessors received six calls. With the exception of one call, all callers spoke positively about the agency and its personnel, and were very supportive of the agency and its efforts to attain accreditation.

The ller that had a complaint: Randy fOI<:>nrlnne number

Mr. Holkesvig's complaint pertains to a criminal investigation in which he was a suspect in a stalking case during 2008. He claimed that he came into the police department voluntarily to be interviewed during January 2008. He alleged that during the interview, he was threatened by a detective of the Grand Forks Police Department. He alleges that the detective stated, "I will personally toss your ass into the Grand Forks Prison for a year so you can think about it." According to Mr. Holkesvig, the interview had been

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recorded, but he has since found out that the audio portion of the recording was recorded over to remove the verbal threat portion of the recording. He indicated that he has filed complaints with a number of agencies, including the Grand Forks Police Department, Grand Forks Sheriff's Office, Polk County Sheriff's Office, State's Attorney General's Office, North Dakota Governor's Office, Federal Bureau of Investigation, and United States Department of Justice. According to Mr. Holkesvig, none of his complaints have been investigated. He claims to have also filed 11 law suits and an additional80 judicial complaints. In addition, he has filed a number of freedom of information requests, but he has not received all of the requested documents. Mr. Holkesvig advised the assessment team that he has an 18-page complaint and approximately 200 pages of related documentation that he is planning on sending to CALEA headquarters as a supplement to his verbal complaint. After receiving the oral complaint, the assessment team checked with the Office of Professional Standards as to the status of his 2008 complaint. According to Lieutenant Dwight Love, a complaint was filed with his office in September 2009. The complaint was thoroughly investigated and ultimately classified as "not sustained."

c. Correspondence

The assessment team received seven letters and two emails pertaining to the agency during the on-site assessment. Six of the letters were from law enforcement agencies expressing support for the agency's effort to achieve accreditation. They also commented positively on its professionalism, integrity, and true the commitment to accreditation process. The seventh letter was from Randy Holkesvig, whose comments are summarized within the Telephone Contacts section above. The two emails were from Darcy Thompson and William Martin, both citizens of the community. Both emails commented positively about their personal experiences with and observations of the agency's personnel.

d. Media Interest

The agency distributed a press release to numerous local media outlets prior to the on-site assessment. Two articles were published in the Grand Forks Herald pertaining to the on-site assessment. In addition, the assessment team was interviewed by Sarah Volpenhein from the Grand Forks Herald and Cynthia Johnson from WDAZ TV news channel 8.

e. Public Information Material

On June 2, 2014, the agency distributed a public notice concerning the onsite activities, to encourage input during the on-site assessment. The public notice was posted in a number of public buildings as well as distributed to numerous community leaders, elected officials, and area chiefs of police. Also, on June 9, 2014, local media outlets, including television, radio, and print media, received a media release addressing the same details as the

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public notice. The content of the media release and public notices followed commission guidelines.

f. Community Outreach Contacts

During the on-site assessment, assessors spoke with several community leaders. The following are excerpts from their comments:

• Kathrine Dachtler, resettlement coordinator of Lutheran Social Services (LSS). The LSS provides relocation opportunities as well as other related services to immigrants and refugees that come into the area. Ms. Dachtler stated that she works very closely with Officer Jessica Thorfacius and was very complimentary of her services. Officer Thorlacius also represents the Grand Forks Police Department during monthly meetings to address new and ongoing issues.

• Kristi Haii-Jiran, executive director of the Community Violence Intervention Center. Ms. Hall-Jiran spoke very highly of the cooperation received from the agency, as well as from the entire criminal justice system. These organizations work together to provide a pathway toward justice services and to ultimately reduce domestic violence and childhood exposure. Personnel of the center co-train with agency personnel annually, to improve response to domestic violence, sexual assault, and stalking. According to Ms. Haii-Jiran, the most recent data collected by the center are reflective of the overall success of the efforts of all involved.

• Mr. Jody Thompson, assistant superintendent of the Grand Forks Public School District. Mr. Thompson spoke highly of the school resource officer (SRO) program that has been in place for nearly 16 years and provided an overview of the District Safety and Security Committee, of which the agency participates. He also commented on the different drills and lock downs that are conducted at the schools with assistance from members of the Grand Forks Police Department.

G. Essential Services

Law Enforcement Role, Responsibilities, and Relationships and Organization, Management, and Administration. (Chapters 1-17)

The legal authority and law enforcement role and responsibilities of the chief of police and officers are defined and mandated in the State of North Dakota Century Code and Grand Forks City Code. The Grand Forks Police Department provides law enforcement services within the city limits of Grand Forks. Officers have jurisdiction within the city limits, on city-owned property outside the city limits, and for a distance of one and onehalf miles in all directions outside the city limits. The agency has concurrent jurisdiction

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within the geographical boundaries of the city with the Grand Forks County Sheriffs Department, University of North Dakota Police Department, and federal and state agency, as outlined in a mutual aid agreement

The agency's written directives and current organizational chart clearly define the organization and delineate the primary responsibilities of each component. The agency is divided into two primary divisions: Administrative Division and Operations Division. Currently, the Operations Division commander, Captain Mark Nelson, is also serving as the interim commander of the Administrative Division.

The Administrative Division provides support services to the agency as well as to regional law enforcement agencies, and the community. The division comprises three bureaus: the Human Resources Bureau, the Records Administration Bureau, and the Facilities and Equipment Bureau.

The Operations Division provides the primary law enforcement function of the agency. The diVision comprises three bureaus: the Uniform Patrol Bureau, the Community Resource Bureau, and the Criminal Investigations Bureau.

The Office of Professional Standards (OPS), accreditation manager, and administrative specialist senior report directly to the chief of police. The OPS is responsible for inspections, internal investigations, grant submission and management, and media relations. The accreditation manager is responsible for developing and implementing new policies, revising present directives, initiating and monitoring the annual review of all directives, and ensuring that all authorized revisions are incorporated into the written directive system. The administrative specialist senior is responsible for payroll and budgetary related issues.

The agency has a written agreement with the Grand Forks School District to provide law enforcement services using specially trained SRO's at the district's middle and high schools. Three SROs cover the district's two high schools and three middle schools. The district pays the city a set sum for the services provided. The agreement has previsions for annual review and revision by members of the city and the district.

The agency's Directives Manual clearly addresses the mandated authority and responsibilities of agency members. The manual is available electronically on the agency server and is also available on all agency computers.

The chief of police is the sole authority for issuing, modifying, or approving agency directives. In the absence of the chief of police, division commanders have the authority to issue modifications in the form of a special order. A bridging document is currently in place since the appointment of the interim chief of police.

Each employee receives an electronic copy of the agency's Directives Manual. For accountability purposes, each employee acknowledges receipt of written directives in

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writing, or, if distributed electronically, the record of the file being opened constitutes proof of receipt and review.

All sworn officers of the agency take and abide by an oath of office, swearing to uphold the U.S. Constitution and the law of the land. Biennial agency-wide ethics training was provided to all agency members during in-service training in 2013.

Officers are vested with the authority to exercise discretion in their capacity as law enforcement officers and are permitted to use alternatives to taking persons into actual physical custody. ·written procedures, training, and supervision are in place to guide officers in the proper and ethical application of discretion.

The agency's written directives specifically address all applicable constitutional requirements pertaining to interviews, interrogations, and access to counsel as well as search and seizure.

The Planning and Research Unit is under the direction of the chief of police and includes the agency's commanders. The unit researches and develops effective management strategies.

An annual strategic planning retreat is coordinated through the office of the administrative captain. One of the topics during the retreat is the development and review of goals and objectives. Goals and objectives are promulgated to members of the agency through electronic media.

The agency's strategic multiyear plan provides a clear written articulation of goals and objectives, anticipated workload, population, personnel trends, capital improvement, equipment needs, and a plan for achievement in each area. The plan covers successive years through the 2017 budget year, and is reviewed, updated, and revised annually.

Agency personnel are allocated to and distributed within all organizational components in accordance with documented workload assessments. The agency completes an annual workload assessment analysis as part of its strategic planning.

During 2013, agency personnel worked closely with other city departments to implement electronic traffic citations, crime mapping, mobile computer-aided dispatch, and a digital information management system. The agency is evaluating on-body camera systems, Web-based crime reporting, and updating patrol-based mobile data systems.

The authority and responsibility for the fiscal management of the agency are clearly defined. The chief of police and the division commanders guide the agency's annual budget development process in accordance with the criteria set by the mayor's office and the direction of the city's Office of Finance and Administration. Agency


commanders, with the input of their personnel, are responsible for submitting budget recommendations to the chief of police to formulate a proposed budget.

All cash funds are tightly controlled and regularly audited. Monthly budget status reports are provided to the chief of police from the city's financial management system to ensure the accuracy and integrity of all internal transactions. The fiscal management practices of the agency are sound and promote accountability in order to maintain the integrity of the system and the agency.

An annual audit of the agency is conducted by the city or an independent external audit agency. The audit reviews the agency's financial statements, fiscal internal control structure, compliance with laws and regulations, and compliance with generally accepted accounting principles and governmental accounting standards.

Bias Based Profiling

The agency has written directives specifically prohibiting bias-based profiling in traffic contacts, field contacts, and asset seizures. Corrective measures are available through the agency's disciplinary process should any violation occur.

ra c T ffi W am1ngs an 1tations- 0 dC" . 2 13 Race/Sex Warnings Citations Total Caucasian/Male 85 2629 2,714 Caucasian/Female 63 1,799 1,862 African-American/Male 4 254 258 African-American/Female 1 58 59 Hispanic/Male and Female• unknown unknown unknown Asian/Male 1 43 44 Asian/Female 0 18 18 Other/Male and Female 82 457 539 TOTAL 236 5,258 5494 . . .

*The agency s system does not track Htspamc tnfonnation •

ra c T ffi W arnmgs an d C"tati I ons- 2012 R.ace/Sex Warnings Citations Total

Caucasian/Male 45 3,616 3,661 Caucasian/Female 28 2,362 2,390 African-American/Male 1 332 333 African-American/Female 2 98 100 Hispanic/Male and Female* unknown unknown unknown Asian/Male 0 32 32 Asian/Female 0 10 10 Other/Male and Female 62 429 491 TOTAL 138 6879 7,017

*The agency's system does not track Hispamc Information.


T ffi W ra 1c ammgsan d C"tati I ons- 2011 Race/Sex Warnings Caucasian/Male 72 Caucasian/Female 59 African-American/Male 2 African-American/Female 3 Hispanic/Male and Female* unknown Asian/Male 0 Asian/Female 0 Other/Male and Female 55 TOTAL 191 . .

*The agency's system does not track Htspantc Information .

Citations Total 3,091 3,163 1,940 1,999

235 237 52 55

unknown unknown 29 29 15 15

323 378 5,685 5,876

The agency conducts duty position-specific biennial training on bias-based profiling issues, including legal aspects and cultural diversity. Training records presented to the reviewing assessor demonstrated that the agency is conducting the training in accordance with commission requirements.

During 2012, the agency participated in several grant-funded "Click It or Ticket" enforcement campaigns. The campaigns were the primary reason for the increase in citations for that year.

Biased Based Profiling Complaints

Complaints from: 2011 2012 2013 Traffic Contacts 0 0 0 Field Contacts 0 0 1 Asset Forfeiture 0 0 0

The sole biased-based field contact complaint in 2013 centered on the towing of an illegally parked vehicle. The complaint was investigated and determined to be unfounded.

The Office of Professional Standards conducts the annual administrative reviews of agency personnel activities and practices with the intent of identifying any bias-based profiling issues or concerns. From the documentation presented to the assessment team, it appears that the agency is making a good faith effort to maintain its ethical standing and the trust of the citizens of Grand Forks.

Use of Force

The agency has written directives in place addressing use of force, and related training is well documented. The agency requires a written report for all circumstances in which force is applied, from empty-hand control techniques through the use of deadly force. The agency monitors compliance and has established procedures for the review and tracking of all instances involving an officer's use of force. A supervisor review of all use-oMorce incidents is initially conducted by the involved officer's supervisor. The use of force report is forwarded to the Office of Professional Standards for an administrative

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review to determine whether all policies were adhered to and whether further action is required.

The authority to carry a variety of weapons while on duty and off duty is clearly articulated in the agency's written directives. The agency utilizes a number of lessthan-lethal weapons with relative policies, procedures, and documented training. The agency requires and ensures that only personnel demonstrating proficiency in the use of agency-authorized weapons are approved to carry the weapons whether on duty or off duty.

Quarterly in-service training pertaining to the agency's policies on use of force, as well as meeting sidearm proficiency standards, are mandated by the agency. Annual proficiency requirements are in place for T aser and all other firearms. Tactical officers receive additional training in specialized weapons. In-service training for Jess-thanlethal weapons and weaponless control techniques occurs at least biennially.

Officers who fail to meet minimum established training and proficiency requirements are not allowed to carry, use, or deploy the weapon until such time as they demonstrate the required proficiency. Those officers are provided remedial training utilizing a designated performance improvement plan. North Dakota Police Officer Standards and Training (POST) requirements limit failed certification attempts to three in a oneyear period. Remedial training was successfully utilized during 2013. No officers failed to meet North Dakota POST qualification requirements during the past three years.

Use of Force 2011 2012 2013

Firearm 0 1 0 Firearm (animal) 2 3 2 ECW 17 6 12 Baton 1 0 1 K-9 Apprehensions 0 0 0 Oleoresin Capsicum (OC) 1 1 6 Weaponless 165 140 146 Total Uses of Force 184 148 165 Total Use of Force Arrests 132 89 110 Complaints 3 1 0 Total A_g_encyCustodial Arrests* 663 1,611 1,526

*A new software system was installed on March 31,2011.

The officer-involved shooting during this assessment cycle was investigated by the agency as well as internally by the agency's Office of Professional Standards (OPS). The shooting was classified as being justified. The internal investigation found the involved officer acted within the scope of his authority and did not violate any agency policies. The shooting was also independently reviewed by the state attorney's office, which also classified the shooting as justified. The officer was removed from line duty pending the administrative review of the shooting.


During this assessment cycle, only a small number of arrests required officers to use force. As reflected by the data contained within the Use of Force table, less than one percent of the custodial arrests involved officers using some type of force to complete the arrest.

Lieutenant Dwight Love of the OPS conducted an annual analysis of all use of force reports submitted during 2013. No patterns or trends were identified during this assessment cycle, and all policies, equipment, and training were considered adequate.

Personnel Structure and Personnel Process (Chapters 21-35)

The agency's human resources bureau is commanded by Lieutenant Brett Johnson. The primary function of the bureau is to organize, coordinate, and oversee the agency's recruitment, retention, hiring, promotions, work force safety, pay and benefit issues, performance evaluation system, training educational internships, work study positions, and other miscellaneous volunteer programs.

All classified positions throughout the agency are identified by individual job descriptions and job codes established by the personnel classification plan. The plan identifies the type and total number of positions allocated to each organizational component in the agency.

The Grand Forks Police Department and its employees do not engage in the collective bargaining process. However, the employees' salary compensation, disability and death benefits, liability protection, retirement, and other benefits programs are clearly documented by Grand Forks City Code. The agency does not have any different salary levels for employees with special skills nor does the agency provide hazardous duty pay or academic incentive pay. The agency provides new officers a one-time clothing allowance for uniforms and equipment vital for officers to perform their assigned duties.

The agency offers employees the use of in-house exercise equipment at no cost where the employees can engage in exercise routines. All employees are urged to use the equipment on their own time to maintain their individual physical fitness. Personnel may earn the agency's fitness award and administrative leave on an annual basis by meeting defined physical fjtness criteria. The city also has wellness programs provided by Grand Forks Public Health and Blue Cross/Blue Shield.

The agency permits employees to engage in approved off-duty employment that meets agency defined conditions and criteria subject to specific restrictions. Sworn personnel may also participate in approved extra-duty employment; however, all extra-duty employment opportunities are contracted through the agency. All extra-duty employment is processed, coordinated, and overseen by the operations division commander. The city invoices the requesting party, and employees working the assignment are paid at an overtime rate directly by the city.


Pursuant to North Dakota Century Code, employers are required to provide full-time law enforcement officers with physical examinations on a scheduled basis~ The purpose of the examination is to identify any condition or impairment of health caused by lung or respiration disease, hypertension, heart disease, or exposure to a blood-borne pathogen occurring in the course of employment. Firearms instructors and personnel who regularly work on the range are required to have an annual blood test completed to measure blood lead levels. The medical examinations are provided at no cost to the employee.

Employees Assistance Program (EAP) services are contracted out by the city to Magetlan Behavior Health. The services are available free of charge to all agency employees and their family members. All supervisors of the agency receive training upon promotion and periodically thereafter on the program's services and, supervisors' roles and responsibilities as well as employee behaviors that might indicate the existence of employee concerns.

The agency also has recently established a Peer Assistance Support Team (PAST) to assist agency employees and their immediate families when needed and requested. The team comprises public safety and mental health professionals who serve on a voluntary basis. Members of the team receive training on stress awareness, reduction, referrals, and critical incident stress management techniques and procedures.

Grievances

The agency's written directives establish policy and procedures whereby employees may resolve disputes or complaints associated with their employment in a prompt and equitable manner. The agency's grievance procedures outline the matters relevant to the grievance process and time frames for each procedural step of the process. The grievant has the right to be represented during each step by legal counselor or an employee representative.

The decision by the chief of police is the final formal step in the internal grievance process. If the decision of the chief of police is not favorable to the grievant, an appeal may be filed with the mayor with the last appeal to the civil service commission, which is the final authority. The OPS is responsible for coordination of the grievance process as well as maintenance and control of grievance reports.

The OPS conducts an annual analysis of all grievances and provides the chief of police with an annual recap of all grievances. No grievances or appeals were filed during this assessment cycle so no table has been provided.

Disciplinary


The agency's Directives Manual clearly outlines the agency's standards of conduct and the disciplinary process. The agency uses training, counseling, and a variety of punitive actions, ranging from oral counseling to termination, as part of its disciplinary program.

The agency's written directives specify the role of supervisors and the authority attendant to each level of supervision and command relative to disciplinary action. Only the chief of police and mayor have the authority to suspend an employee without pay or to, demote or discharge an employee of the agency. Supervisors may take immediate action and relieve a member from duty if the member's conduct is grounds for disciplinary suspension or discharge.

Members receiving disciplinary action have appeal rights available to them as governed by Grand Forks City Code to the Civil Service Commission. Employees may seek the assistance of the human resources bureau commander or the City of Grand Forks Human Resources Office regarding appeal process, procedures, and timelines.

Records of all disciplinary actions are securely maintained for an indefinite period in the office of the chief of police and personnel files in the City of Grand Forks Human Resources Office.

Personnel Actions 2011 2012 2013

Suspension 1 1 0 Demotion 0 0 0 Resignation in Lieu of Termination 0 1 0 Termination 0 0 0 Other 0 0 0 Total 4 5 8 Commendations 53 58 69

The agency recognizes members of the police department, members of other agencies, and the public in general for meritorious service, bravery, and valor. Recognition is in the form of medals, plaques, certificates, and/or ribbons. Award procedures are in

.. place for nominating individuals. An awards committee is in place to make recommendations on the appropriateness of each nomination for an award.

Recruitment and Selection

The chief of police encourages all members of the agency to be involved in the recruiting process. Recruitment teams attend area job fairs, visit local colleges, and use Web-based recruitment to attract the most qualified candidates. Recruiters took part in 12 sanctioned recruiting events during 2013. The team members are also provided training in recruitment techniques and equal employment opportunity concepts. The Human Resources Bureau conducts the annual analysis of the agency's recruitment efforts and plan. The analysis is complete and very well done.


The agency's selection process is in accordance with the Grand Forks Civil Service Commission, which approves all processes for employment selection within the city. The agency works collaboratively with the commission to implement a selection process. All records used as part of the selection process are kept in a secured cabinet in the Human Resources Department with a specific retention schedule.

The agency accepts applications and conducts testing for the position of police officer twice annually. Applications are only accepted during the time periods from January 1 through January 31 and June 1 through June 30 of each year. Throughout the selection process, applicants are notified in writing of their status in a timely manner.

If the applicant is a licensed peace officer in any state and has served one or more years in the capacity of a full-time peace officer, the applicant may opt to use the agency's lateral transfer matrix screening form in lieu of taking the written entrance examination.

Applicants scoring high enough on the written examination or matrix move on to the physical assessment screening and background investigation stage, both of which are pass/fail. An oral interview is then conducted from which applicants are placed on a hiring register based on their overall accumulated point total. The hiring register is valid for up to one year. The agency fills police officer vacancies from the established hiring register.

For every opening, the top three names on the hiring register are submitted to the mayor for appointment selection. The chief of police normally conducts an informal interview with the three candidates and makes a recommendation to the mayor prior to appointment.

When a conditional offer of employment is made, the applicant must successfully pass a medical examination, health assessment, drug screen, polygraph exam, and psychological examination prior to beginning employment.

Sworn Officer Selection Activity in the Past Three Years{2011-2013l Race/Sex Applications Applicants Percent Percent of

received hired hired workforce pop_ulation

Caucasian/Male 200 12 6.0 89.0 Caucasian/Female 25 1 4.0 African-American/Male 7 1 14.3 2.0 African-American/Female 0 0 0.0 Hispanic/Male 15 1 6.7 3.0 Hispanic/Female 2 0 0.0 Other 12 0 0.0 6.0 Total 261 15 5.7 100.0


All elements of the process, rating criteria, and minimum qualifications are based upon job-related criteria that measures knowledge, skills, and abilities needed to perform the job. The selection process is administered in a uniform manner.

Training

The agency ensures that every new employee is afforded initial essential training as well as continued in-service training during their employment with. the agency.

Newly hired officers who have not completed a basic training academy are sent to the first available Basic Law Enforcement Training Academy in Bismarck, North Dakota. New officers who have completed a basic training academy in another state are required to attend the two-week criminal and traffic law portion of the full academy. The agency has also teamed with Lake Region State College to host a Basic Law Enforcement Training Academy in Grand Forks every May through August.

Upon licensure, new officers are placed into a two week orientation program and then a comprehensive Field Training and Evaluation Program (FTEP) for a minimum of 16 weeks. The FTEP is based on the Kaminski model and utilizes field training officers to train and mentor new officers. The program provides for standardized training of each new officer. Upon successful completion of the FTEP, the new officer is assigned to one of three shifts within the Uniform Patrol Bureau.

The Grand Forks Police Department, Fire Department, and Health Department share a multimillion-dollar training facility. The facility includes classrooms, training tower, driving and use of force simulator systems, outdoor shooting range, and outdoor training areas for canine, snowmobile, and ATV.

Officers must complete a minimum of 60 state-mandated hours of in-service training annually to maintain POST certification. On average, each officer receive 1 00 hours of training yearly. The majority of training is certified by the North Dakota Peace Officer Standards and Training Board (POST). The agency holds continual in-service training sessions weekly, and officers are sent to advance training in a wide variety of topics based upon individual and department need.

Career development opportunities are available to officers through temporary and special assignments. The assignments allow exposure to agency positions that enhance the probability of future growth within the organization.

Promotions

The chief of police is responsible for the promotional processes within the agency and for making recommendations to the mayor for final appointment. The agency adheres to the Grand Forks City Code assigning the responsibility for approving all processes


used for promotional purposes and the certifying of all promotional registers as prescribed by the Civil Service Commission.

The agency's Human Resources Bureau is responsible for administering the agency's role in the promotional process and serves as a liaison to the city's Human Resources Department. Promotional testing occurs for the positions of corporal, sergeant, lieutenant, and captain. Lateral entry promotions are not permitted. The city's Human Resources Department has the responsibility for the security of all promotional materials, tests, and answer keys. All materials were secured in locked storage cabinets located inside the city's Human Resources Department.

Sworn Officer Promotions

PROMOTIONS - 2009 -2012 2011 2012 2013

GENDER/RACETESTED Caucasian/Male 9 21 0

Caucasian/Female 2 2 0 African-American/Male 0 0 0

African-American/Female 0 0 0 Hispanic/Male 0 0 0

Hispanic/Female 0 0 0 Other/Male 0 0 0

Other/Female 0 0 0 GENDER/ RACE ELIGIBLE

AFTER TESTING Caucasian/Male 9 16 0


African-American/Female 0 0 0 Hispanic/Male 0 0 0


Other/Female 0 0 0 GENDER/ RACE

PROMOTED Caucasian/Male 2 3 4


African-American/Female 0 0 0 Hi~anic/Male 0 0 0


Other/Female 0 0 0

Promotional notifications that detail the procedures to be utilized and the elements of the promotional process are distributed agency-wide. The measurement instruments include but are not limited to: educational accomplishments, work experience, written examination, oral examination, work history review, and candidate assessment.


Upon completion of the promotional testing process, all examination and measurement scores are provided to the Civil Service Commission for final approval and certification of a promotional register. The promotional register is listed in the order of overall scores. Candidates remain on the promotional register list for a period of one year. The list may be extended by approval of the mayor for demonstrated need; however, in no event may the total period during which an individual remains on a register exceed two years. Each promotion vacancy is filled in the order the candidates appear on the promotional register. The mayor is the final appointing authority.

The examinations and screening measurement instruments are job-related and appear to ensure fairness and, impartiality, are nondiscriminatory, and provide for equal employment opportunity. Based on the promotional documents reviewed during the assessment, the agency promotional process appeared to be fairly and equitably administered.

No promotional testing was conducted during 2013. However, four promotions were made from the 2012 eligibility Jist. The eligibility list is valid for 12 months from the date of posting.

Sworn personnel who are promoted must successfully serve a probationary period of one year. All individuals promoted during the last three years have successfully completed their probation.

The agency conducts annual evaluations of employees along with quarterly evaluations of probationary employees. The agency is mandated to use the employee performance evaluation system designated by the city code. The appraisal outlines the performance level criteria used and is specific to the employee's assignment. Annual performance evaluations are conducted in October of each year and forwarded to the City Human Resources Department for inclusion in the employee's personnel file and for any applicable merit pay increases. The system appears to effectively and fairly measure an employee's performance during a defined period of time in a manner designed to provide the employee with the information needed to improve his/her performance.

Employees are encouraged to complete self-evaluations using the Lotus Notes Based Performance Evaluation System or by providing written feedback on their annual job performance to their respective supervisor.

Law Enforcement Operations and Operations Support {Chapters 41-61)

The Operations Division is the agency's principal provider of law enforcement patrol service, with 24-hour response to emergency calls for service, community patrol, preliminary and follow-up investigations, motor-vehicle-related issues, and crime suppression and prevention efforts.

ASSESSMENT REPORT GRAND FORKS (ND} POLICE DEPARTMENT PAGE 19

The Uniform Patrol Bureau's primary responsibility is to provide the first response to emergency and nonemergency calls for service within the city of Grand Forks. In addition, officers assigned to the Uniform Patrol Bureau perform a variety of specialized functions. The bureau is commanded by Lieutenant Mike Ferguson.

The agency deploys uniform patrol officers using three semi-rotating, overlapping patrol shifts. Officers work a 1 0-hour shift based on a 28-day work schedule with rotating days off. Shifts are 7:30a.m. until5:50 p.m., 5:00p.m. unti13:00 a.m., and 10:00 p.m. until 8:00 a.m. Officers are allowed to bid shifts annually based on seniority, however they may not bid the same shift more than four years in a row. Officers' district assignments are rotated every two months. The city is divided into seven patrol districts. The districts' boundaries are based on a variety of factors, including population density, level of demand for agency services, and geographic barriers.

Shift briefings are conducted by the shift sergeants at the beginning of every shift. An assessor attended a shift briefing during the on-site assessment. In attendance were Sergeant Duane Simon, Sergeant Barb McLeod, and seven uniformed officers. The briefing addressed duty assignments and discussed the activities of the previous shift utilizing an electronic clipboard display.

Officers are provided well-equipped patrol vehicles~ Agency directives specify the equipment that is to be included in every patrol vehicle and the method for replenishment of needed supplies or damaged equipment. Specialized equipment includes in- car audio/video recording equipment and mobile data computers (MDCs). The MDCs are also equipped with automated electronic ticketing capabilities through TraCs, a North Dakota Department of Transportation software program. The recording and TraCs information is automatically downloaded to the police department building server at the end of the officer's tour of duty. This equipment enhances the officers' efficiency, allowing a myriad of functions to be completed by the officer in the field rather than returning to the office.

The agency has two well-trained canines and handlers. The police service dogs are certified annually in their specialized skill sets. Chico is a yellow Labrador retriever and is trained as a single-purpose narcotics detection police K-9. Rino is a Belgian Malinois and is trained as a dual-purpose narcotics detection and patrol functions police K-9. Both canines are trained to assist with SWAT operations.

The Community Resource Bureau (CRB) is commanded by Lieutenant Bill Macki. The primary responsibility of the bureau is to provide a partnership between police officers and the residents of the community through community policing-based programs and initiatives. Each ward within the city is assigned a specific CRB officer to work closely with the businesses and residents of the ward. CRB officers undergo specialized training in non-traditional areas of law enforcement to better provide the public with a personalized contact and source of information within the agency. During this assessment period, the CRB also conducted a door-to-door community survey to elicit


comments and concerns from citizens and also conducts an annual documented review of their crime prevention programs.

The police department is an active sponsor and supporter of Grand Forks Regional Law Enforcement Explorer Post #2038, a youth development program centered on law enforcement careers. Explorers range from 15 through 20 years of age learn many different duties, responsibilities, and skills required of law enforcement from officers belonging to a variety of local agencies. In addition, members become involved in the local community, and have an opportunity to develop leadership skills.

The agency has specific guidelines in place for the recognition of mental illness in people employees may encounter. Employees are provided with a list of resources for handling mentally ill persons and with guidelines for how to interact with the mentally ill on the street. The agency also participates in a number of criminal justice and social service diversion programs. Two officers have attended crisis intervention team training, and the agency intends to have additional personnel receive the training in the future.

All officers are required to collect intelligence during their normal tour of duty. All intelligence files are maintained in a locked filing cabinet in CIB. Confidential informant files are maintained within a Master File Index and are kept in a secured area in a locked filing cabinet. Agency personnel are careful to ensure that the identity of the informant remains confidential by documenting the informant using an assigned number rather than the informant's name.

The agency's written directives clearly delineate the responsibilities of first responders and detectives in relation to preliminary and follow-up phases of investigations. The Criminal Investigation Bureau (CIB) is responsible for investigating crimes that occur within the city of Grand Forks. The CIB consists of one lieutenant, two sergeants, and seven detectives. One of the detectives is assigned full time to the Regional Drug Task Force. Two of the detectives are also certified polygraph examiners. Detectives work two shifts and are on call on a rotating basis to provide 24-hour coverage. The agency has a case management system in place.

Detectives attend patrol's roll call regularly to share information related to criminal activity with the patrol officers. The CIB also has a roll call shift briefing schedule to ensure regular information sharing occurs.

The agency has memorandums of understanding in place for the drug task force, which include the purpose, defining authority, and responsibilities for the task force. The agency also conducts regular reviews/evaluations of the task force to determine if the results warrant continued participation.

The agency provides clear direction to officers regarding the treatment, arrest, interrogation, and detention of juveniles. Officers are given ample discretion in dealing


with juvenile offenders, and are explicitly instructed that not every juvenile contact need include a referral to juvenile court.

The agency's victim assistance procedures require all members of the agency to provide victims with rights and source information while maintaining confidentiality. Victims are provided with information on the judicial process, 24-hour contact numbers, and referral information for available services.

Year End Crime Stats 2011 2012 2013

Murder 0 1 0 Forcible Rape 32 39 32 Robbery 9 20 26 Aooravated Assault 90 93 87 Buffila_ry 312 237 199 Larceny-Theft 1,198 1,169 1,146 Motor Vehicle Theft 97 93 75 Arson 6 2 3 Total 1,744 1654 1 568

Crime statistics have remained at a relatively static level in most types of reported criminal activity over this accreditation cycle. There was a decrease in the number of burglaries reported in 2013. The agency attributes the decrease to an emphasis on conducting after-hour commercial building security checks.

Calls for Service 2011 2012

Total Calls 41,308 44858

The number of calls for service remained fairfy consistent during this assessment cycle with the exception of a slight increase in 2012.

Vehicle Pursuits

The agency has a comprehensive general order addressing pursuits that is quite liberal in nature and not overly restrictive. The directive provides guidance for the equipment to be used, the termination of a pursuit, and the reports and other documentation required when a pursuit is initiated. Under defined circumstances, stop sticks, roadblocks, boxing, and pitting methods are authorized to forcibly stop vehicles being pursued. During this assessment period, there were no forcible stops of vehicles.

Supervisors are responsible for monitoring any pursuit involving agency personnel. The supervisor evaluates the nature of the pursuit in light of its danger and makes a judgment whenever necessary to terminate the pursuit. All pursuits are reviewed through the chain of command. During this assessment cycle no pursuit was classified as being noncompliant.


Vehicle Pursuits PURSUITS 2011 Total Pursuits 7 Terminated byA_gency 0 Policy Compliant 7 Policy Noncompliant 0 Accidents 1 Injuries: Officer 0

:Suspects 0 : Third Party 0

Reason Initiated: Traffic Offense 6 Felony 1 Misdemeanor 0

2012 2013 11 12 1 3

11 12 0 0 4 2 1 0 2 2 1 0

7 9 4 0 0 3

Documented annual analyses of vehicle pursuits were conducted in accordance with commission requirements. No patterns or trends indicated a need for training or policy modifications during this assessment cycle.

Critical Incidents, Special Operations and Homeland Security

The agency has a well-written, comprehensive All Hazard Plan (AHP) and continuously trains to stay current with emergency protocols. All agency personnel have been trained on the Incident Command System/National Incident Management System (ICS/NIMS). Although the agency's written directives require that annual training be conducted on the agency's plan, the agency conducts several training sessions each year that address responding to such incidents. All of the equipment the agency uses for critical incidents is inspected for operational readiness monthly, which exceeds CALEA standards.

The agency has implemented the ICS/NIMS during some significant events within the city, such as an active shooter situation and a barricaded subject. Detailed after-action reports are prepared after all significant events.

The agency's special purpose vehicle program consists of approximately 30 officers from the agency who are trained in the operation of A TV's and snowmobiles. Sergeant Ellingson provided the assessors with an overview of the program. The special purpose vehicles are used to patrol the city trails and Greenway along with deployment to major city events, gatherings, and in times of emergencies.

Sergeant Benson provided the assessors with an overview of the agency's Special Weapons and Tactics (SWAT) team. The 18-member team trains one 10-hour day each month and maintains its own certified cadre of instructors in various tactical areas such as chemical munitions, light and sound diversionary devices, specialty impact munitions, microwave sensor systems, and fiber optics. The agency's SWAT team handles unusual occurrences consisting of hostage incidents, barricaded persons, sniper incidents, aggravated suicide attempts, high-risk warrant service, search and

ASSESSMENT REPORT GRAND FORKS {ND) POLICE DEPARTMENT PAGE23

rescue, and any other type of activity for which their skills and talents may be utilized. The team is well equipped to properly handle dangerous tactical functions. The team responds to requests for tactical assistance all over the northeast region of North Dakota.

The agency participates in a multiagency crisis negotiation team, which is trained to deal with people involved in crisis situations. At least one team member accompanies the SWAT team on all calls and is also available for other incidents should the services of a negotiator be required.

The bomb squad is also a multiagency regional unit that is very well equipped and certified by the Federal Bureau of Investigation (FBI). Corporal Riedinger provided the assessors with an informative overview of the unit's equipment and operations. The team responds to bomb threat and explosive emergencies and conducts post blastinvestigations.

The agency has a state-of-the-art tactical command vehicle that incorporates the newest video, audio, and communications technology available to assist personnel during critical incidents. The unit has numerous applications, to include use during emergency operations and special events. The agency has a mobile command unit as well as a number of other response units and related equipment that was obtained through Homeland Security funding.

Internal Affairs and Complaints against employees

The agency investigates all complaints, including anonymous ones against employees of the agency. There are procedures in place to address both formal and informal complaints.

All employees who are the subject of an internal affairs investigation are given notice that a complaint has been filed, the date of the complaint, names of the investigators assigned to conduct the investigation, and the specific allegations made against them. Employees are permitted to have representation in the form of an attorney and other representative during an investigation.

If the allegation is serious enough, an employee may be relieved from duty pending disposition of the internal investigation. Investigations have a time limitation of (30) thirty days unless an extension is granted by the chief of police.

The Office of Professional Standards prepares an annual statistical summary of internal affairs complaints to use in evaluating the process and to identify any patterns or trends that indicate the need for changes in training, equipment, or agency policy. The annual summaries· did not identify any patterns or trends, training or equipment needs, or policy changes.

ASSESSMENT REPORT GRAND FORKS (ND) POLICE DEPARTMENT PAGE 24

omp1am san nerna a1rs nves lga ons C l"t dlt IAff" I ti ti External 2011 2012 Citizen Complaint 10 7 Sustained 2 2 Not Sustained 2 1 Unfounded 2 1 Exonerated 4 3 Polic;y Failure 0 0

Internal Directed complaint 3 4 Sustained 3 3 Not Sustained 0 0 Unfounded 0 0 Exonerated 0 1 Pendinq 0 0

2013 9 0 0 5 3 1

2 2 0 0 0 0

Detainee and Court Related Activities; Auxiliary and Technical Services (Chapters 70-84)

The agency has a written directive addressing procedures and guidelines for security and control of arrestees when they are transported. Officers routinely transport prisoners following arrest. The searching of detainees and of the transporting vehicles is mandated and well documented.

The agency has a temporary detention area located directly off of the sally port Interview rooms are available and specifically designated for use in connection with the temporary detention of individuals. Firearms are required to be secured in lockboxes located outside the booking areas; however, less-than-lethal weapons may be carried at the officer's discretion. Detainees may not be left unsupervised at any time while in the temporary detention area. The temporary detention area has video monitoring capabilities and is also videotaped.

All arrestees are taken directly to the Grand Forks County Corrections Center for all processing and lodging. The booking of prisoners, including fingerprinting and photographing, is completed in a designated area within the center. All GALEA standards associated with holding facilities are considered to be "N/A by function."

The Grand Forks Municipal Court is responsible for the adjudication of city and park district ordinance violation cases, which include Class B misdemeanor offenses, infractions, noncriminal traffic offenses, and other noncriminal offenses. The agency has sole responsibility for courtroom security during open sessions of the Grand Forks Municipal Court. The Grand Forks County Sheriffs Department has responsibility for overall security within the Grand Forks County Correctional Center, where the municipal court is housed. Normally, the municipal court is in session from 8:30 a.m. until 10:30 a.m. Monday through Friday.


The agency provides a bailiff on every occasion court is in session. The bailiff is required to be in full-duty uniform and is responsible for the security of the municipal courtroom while it is in session. When not in session, the courtroom is a secure area to which the public is not admitted. Bailiffs follow the direction of the presiding municipal judge and provide for the maintenance of order within the courtroom.

During April 2013, Corporal LaVonne Nelson conducted a security survey of the municipal court. The survey addressed the facilities, equipment, plans, and procedures. The agency's written directive requires a documented security survey be conducted once every three years.

Officers of the agency service criminal process; however, by state statute, the sheriff of the county is responsible for the service and execution of all civil process.

The Grand Forks Public Safety Answering Point (PSAP) Regional Dispatch is governed by a 9-1-1 Authority Board under a joint powers agreement. The Grand Forks Authority Board is responsible for the overall policy and direction of the 9-1-1 Center and delegates responsibility for the day-to-day operations to the director of the center. Representatives appointed by the City of Grand Forks, the Grand Forks County Commission, and the University of North Dakota act as liaisons between the respective governmental units and the authority.

During the on-site assessment, the dispatch center supervisor, Margaret Emmanuel, provided an assessor with a tour and an informative overview of the center's operations. The 9-1-1 Center provides 24-hour emergency and nonemergency communications and dispatch for the agency and the sheriff's office as well as six other local law enforcement agencies, 17 fire departments, and six emergency medical service agencies. The center is operated in accordance with FCC requirements.

Within the agency, the central records function is assigned to the Records Administrative Bureau. The bureau is the central storage point for original department records and is responsible for the archiving and maintenance of all agency records. The bureau also handles and directs telephone and walk-up inquires to the agency. The normal business hours for the bureau are from 8:00 a.m. to 5:00 p.m. Monday through Friday. At the end of each day, the records storage area and hall doors entering the bureau are locked and controlled by building card access system based upon an office's need to enter.

Information contained within agency records is accessible to agency operational components through the agency's computer network system. Access is controlled by use of assigned usemames and passwords, which grant access in accordance with the user's security profile. Expiration of passwords occurs every 180 days. Officers are able to submit incident and investigative reports electronically by use of an MDT from the patrol squad or from computers within the law enforcement center. Certain reports may be handled by telephone but are limited to those types where an


on-scene police presence is not essential. Even if the type of incident meets the specific criteria to be handled by telephone, if the caller has an expectation to see an officer in person, an officer will make personal contact.

Agency records are released and redacted in accordance with North Dakota Century Code. Retention and destruction of records is maintained in accordance with the records retention schedule that is published within the North Dakota City Records Management Manual.

The agency submits reports of all crimes and arrests monthly to the North Dakota Bureau of Criminal Investigation (NDBCI) and adheres to reporting standards established by the FBI for National Incident-Based Reporting. NDBCI is a repository for the incident and arrest data, and reports to the FBI for the purpose of including agency crime data in the National Incident-Based Reporting System.

Property and Evidence

The officer initially assigned to a call is responsible for assessing a crime scene in order to determine personnel, equipment, and special requirements as dictated by the situation. The officer is responsible, within the limits of his or her expertise, for the collection of evidence. If additional expertise is needed, an agency detective is requested to process the scene. Detectives and traffic crash scene investigators are available 24 hours a day to assist with or conduct crime scene processing and crash scene processing activities.

The Property and Evidence Unit is responsible for the accounting, coordination, and reporting of evidence. The section is staffed by one property and evidence coordinator and one community service officer.

During a tour and review of the Property and Evidence Unit, Lieutenant Greg Lahaise and Diane Schull, the property and evidence coordinator, walked an assessor through the evidence receiving process that is followed from the time an item of evidence or property is received through final disposition and disposal. All property areas were found to be spacious as well as neat, clean, and orderly.

All in-custody and evidentiary property is logged into the agency records system and properly secured before the officer ends his/her tour of duty. The impounding officer properly marks and packages all evidence and property following established guidelines and procedures. After evidence is collected, packaged, and sealed, a bar code label is placed on the exterior of the packaging, so that it is clearly visible. The agency uses the Bar Code Evidence Analysis and Statistical Tracking (BEAST) program for its property and evidence records system. The system reflects the location of the property, date and time when the property was received and/or released, type and amount of property on hand, and chain of custody from the time the property was initially received until its destruction or other final disposition.

-- --- ---- -------


All property and evidence is taken to one of two designated storage locations, where it is tagged and placed in the custody and control of the agency. Temporary storage lockers are available at the Jaw enforcement complex. The main property room is at the complex on the lower level. The second is a remote storage location at the impound lot located at 1800 N. 36th Street. The building at the impound lot is for items too large to be stored at the main location. Both designated storage locations are well secured using a combination of key locks, card control locks, and video recording. Once property is placed into the system, the property is stored within designated secure areas having limited access. The agency has established a number of secured storage locations depending on the particular type of evidence to be stored and the level of security required.

During the tour of the Property and Evidence Unit, the assessor checked the documentation of several items of property being stored within the unit and, upon request, the items were located, confirming that the tasks associated with the property and evidence process were being completed properly.

The agency does use narcotics training aids furnished by the federal Drug Enforcement Agency (DEA). The training aids have been weighed and inventoried with a current DEA Controlled Substance Registration Certificate. The aids are checked into the agency's evidence system and then checked back out by the specific authorized trainer. Safeguards and guidelines are in place in order to maintain security, accountability, and evidentiary integrity of the aids. The training aids are inventoried quarterly by the trainer as well as inventoried and weighed annually by the evidence officer, trainer, and canine officer. Firearms ammunition and explosives are released to the bomb team for training and disposal purposes.

Documentation examined by the assessment team indicated that the required inventories and audits were conducted in compliance with commission standards during this assessment cycle.

H. Applied Discretion Compliance Discussion:

There were six standards identified as applied discretion.

1.2.9 The agency has a written directive governing bias based profiling and, at a minimum, includes the following provisions: d. a documented annual administrative review of agency practices including citizen concerns. (M)

ISSUE: The written directive was issued in July 2013 and did not address citizen concerns. The annual administrative review for 2013 was conducted in 2014; however, the review that was conducted addressed agency practices and citizen complaints and did not include citizen concerns.


AGENCY ACTION: The agency's written directive was revised to specifically include citizen concerns. Arrangements were also made tq provide in-service training to address the modification.

1.3.9 A written directive requires that only weapons and ammunition authorized by the agency be used by agency personnel in the performance of their responsibilities. The directive shall apply to weapons and ammunition carried both on and off duty, and must address: Bullet a: the types and specifications of a// lethal and less lethal weapons approved for use, including those weapons used by members of tactical teams or other specialized personnel; (M)

ISSUE: The agency's written directive addressed the carrying of side arms off-duty but did not address the carrying of all weapons and ammunition off-duty.

AGENCY ACTION: The agency's written directive was revised to address all weapons and ammunition.

Bullet c: the procedure for review, inspection, and approval of all weapons intended for use by each employee in the performance of duty, prior to carrying, by a qualified weapons instructor or armorer; (M)

ISSUE: The agency's written directive addressed review, inspection, and approval after the weapons had been issued and not prior to carrying.

AGENCY ACTION: Although the agency was in functional compliance with the standard, the agency's written directive was modified to include a complete procedure for review, inspection, and approval of all weapons prior to carrying.

Bullet f: guidelines for the safe and proper storage of agency authorized firearms. (M)

ISSUE: The agency's written directive was lacking specificity for the safe and proper storage of agency firearms.

AGENCY ACTION: The agency's written directive was revised to offer guidelines that included a number of different scenarios to provide for safe and proper storage.

1.3.1 0 A written directive requires that only agency personnel demonstrating proficiency in the use of agency authorized weapons be approved to carry such weapons. (M)

ISSUE: The agency's written directives addressed "use or deploy" and do not address approved to carry such weapons.


AGENCY ACTION: Although the agency was in functional compliance with the standard, the agency's written directive was modified to include the criteria for being approved to carry such weapons.

1.3.12 A written directive requires that all agency personnel authorized to carry lethal and Jess lethal weapons be issued copies of and be instructed in the policies described in standards 1.3.1 through 1.3.5 before being authorized to carry a weapon. The issuance and instruction shall be documented. (M)

ISSUE: The agency's written directives addressed "use or deploy" and do not address the requirement of before being authorized to carry a weapon.

AGENCY ACTION: Although the agency was in functional compliance with the standard the agency's written directive was modified to include the requirement of before being authorized to carry a weapon.

12.2.2 A written directive establishes procedures for the dissemination and storage of agency written directives, and addresses at a minimum, the following. Bullet c: acknowledgment indicating receipt and review of disseminated directives by affected personnel whether in written form or in some other way that is at least equally effective. (M)

ISSUE: The agency's written directive stated that each employee will acknowledge in writing receipt of the directive or, if distributed electronically, the record of the file being opened will constitute proof of receipt. Nothing addressed that the acknowledgement also indicated review of the directive.

AGENCY ACTION: The written directive was revised to include acknowledgment indicated the review of the directive.

41.1.3 A written directive governs the operation of agency-owned or controlled specialpurpose vehicles, and includes the following provisions for each kind of vehicle: Bullet a. authorization, conditions, and limitations of usage.

ISSUE: The agency did not address limitations of usage for the operations.

AGENCY ACTION: The written directive was revised to include limitations of the usage of special-purpose vehicles. Arrangements have been made to provide in~service training to address the revised written directive.

I. Standards Noncompliance Discussion:

This section does not apply.

ASSESSMENT REPORT GRAND FORKS (NO) POLICE DEPARTMENT PAGE 3D

J. 20 Percent Standards:

The agency was in compliance with 89.2 percent of applicable other-than-mandatory (0) standards.

K. Future Performance I Review Issues

Six standards were placed in the future performance/review issues category. The following standards should be reviewed closely during the next assessment.

22.2. 7 The agency has a written directive concerning personnel identification that includes provisions for: c. verbal identification over the telephone. (M)

The agency's written directive does not address verbal identification over the telephone. Compliance with this bullet is not required until April 2015.

33.6.1 A written directive identifies the assignments for which specialized training is required, and includes the following: a. a description of the required training; b, retraining requirements, if any; and c. supervised on-the-job training, if applicable. (M)

The agency's written directive does not address supervised on-the-job training. Compliance with this bullet is not required until April2015.

46. 1. 10 The agency has a written directive addressing active threats to include: a. public notifications for unawareness and safety; b. notification of additional public safety departments and other resources; c. response to threats when lives are in imminent danger; d, public sheltering and containment of the incident; and e. documented annual review of policy and training needs. (M)

The agency has not completed the written directive and its implementation. Compliance with this bullet is not required until November 2014.

52.2.4 The agency has a written directive regarding complainant notification that includes: Bullet a: verification that the complaint has been received; Bullet b: a schedule for status notification to the complainant; and Bullet c: notification that the investigation has concluded. (M)

The standard was revised and compliance changed from (0) to (M). Compliance with this standard is not required until November 2014.

71.4.3 A written directive governs the frequency of the temporary detention room(s) and provides for the administrative review of temporary detention areas and procedures at least once every three years. (M)

The agency's written directive was issued in August 2013. Compliance with the once every three years requirement must be made prior to 2016.


84. 1. 6 In order to maintain a high degree of evidentiary integrity over agency controlled property and evidence, the following documented inspections, inventory, and audits shall be completed: Bullet a: an inspection to determine adherence to procedures used for the control of property is conducted semiannually by the person responsible for the property and evidence control function or his/her designee; Bullet b: an audit of property occurs whenever the property and evidence custodian is assigned to and/or transferred from the position and is conducted jointly by the newly designated property and evidence custodian and a designee of the CEO to ensure that records are correct and properly annotated; Bullet c: an annual audit of property and evidence held by the agency is conducted by a supervisor not routinely or directly connected with control of property and evidence; and Bullet d: unannounced inspections of property storage areas are conducted, as directed by the agency's chief executive officer, at least once a year. (M)

Although a number of inspections and audits were conducted during thiS assessment period, the agency's written directive addressing the standard was not implemented until July 2013, so the standard should be reviewed closely at the next assessment.

L. Table: Standards Summary:

Mandatory (M) Compliance (M) Noncompliance Waiver Other-Than-Mandatory Compliance (0) Noncompliance (0) Elect 20% Not Applicable

TOTAL

M. Summary:

TOTAL

310 0 0

66 0 8

98

482

During this on-site assessment, the assessment team reviewed all standards and found all standards to be in compliance with agency practices, meeting the intent of GALEA standards. Thirteen files were returned for additional proofs of compliance that were already in possession of the agency. Six standards were listed as "applied discretion." Agency files were found to be relatively well organized and for the most part well documented. The agency filed all required annual reports in a timely manner. The assessment went very well and was not problematic.


Fourteen individuals attended the public hearing. Of those in attendance, two elected to make comments to the assessment team. The comments were complimentary of the agency and the quality of law enforcement services provided to the residents of the community. Six telephone call were received during the call-in session. The comments were complimentary of agency personnel and the quality of law enforcement services provided to residents of the community.

The agency conducted a community-wide citizen survey during 2013. Using a sample size of 1 00 locations, selected randomly from each of the city's seven wards, members of the Community Resource Bureau attempted to make contact with 700 participants to get a representative cross section of citizen views concerning the overall performance and competency of agency. The results concluded that 91 percent of responses reflect a public perception that agency personnel perform in a professional manner; 94 percent of responses believe officers are courteous and respectful; and 93 percent of the respondents who had contact with an officer in the last 12 months believed the officer was fair, courteous, and respectful. The survey also gave insight into what citizens were most concerned about within the city and their neighborhood.

The assessment team is not aware of any significant lawsuits, use of force events, civil rights violations, or consent decrees involving the agency. Nor were there any sustained issues concerning bias-based policing. No trends were observed in grievances filed by employees.

During the on-site assessment, many other officers, supervisors, and staff members were introduced to the assessment team. Every member of the agency with which the assessors came in contact presented a professional image. They were courteous, well spoken, and knowledgeable concerning the operations of the agency.

Chief Kirby and the members of the Grand Forks Police Department are obviously committed to the process of accreditation and to providing a high level of professional Jaw enforcement services to the community they serve.

Larry L. Schultz Team Leader

August13,2014

calea assessment report - redacted

Documents