https://sleepyhollow.localarchives.org/files/original/436fa3cd8966a96f5cc1c43afd403ae7.pdf e73b5377f109b91dfffcf733d3e44253 PDF Text Text <2~11 A regular meeting of the Board of Trustees of the Village of Sleepy Hollow was held on Tuesday, October 23, 2001 at 8:00 pm in Village Hall, 28 Beekman Avenue, Sleepy Hollow, New York. Present: Mayor Philip Zegarelli Patricia Rodriguez Mario DiFelice James Hart Robert Higle Donald Stever Richard Zieja Trustees Also Present: Dwight Douglas, Village Administrator Barbara Napoli, Village Treasurer Brian Murphy, Village Attorney Mayor Zegarelli called the meeting to order with a prayer and pledge to the flag. r Approval of Minutes " Trustee Higle moved, seconded by Trustee DiFelice to approve the minutes of September 18, 2001, motion carried unanimously. Trustee Hart moved, seconded by Trustee Zieja to approve the minutes of October 9,2001, motion carried unanimously. Trustee Stever moved, seconded by Trustee Hart to approve the minutes of October 16,2001 worksession, motion carried unanimously. DeSanto Report of Police Department Mayor Zegarelli gave a brief overview of what will be presented. The Executive Summary was then presented to the Board and the public. (Part of official minutes) Police Chief, Jimmy Warren, then presented his action plan. (See attached) Trustee Zieja commented that this will increase the efficiency of the Police Department and will be very useful for years to come. Trustee DiFelice thanked the Administrator and PoHce Chief for all the time and effort they spent on working with this group. Mayor Zegarelli commented that this is just an executive summary. The final full document is privy information for the board only. Public Comments Don Caetano commented that he felt certain items were left out of the report such as dress uniforms and the use of police vehicles. He suggested that a Civil Review Board should be reviewing whether the Chief is doing his job. He also wanted to know if the Ethics Board was ever contacted. �xft The Mayor commented that these items and others will be addressed in the full document. Trustee DiFelice responded that the Police Committee meets with the Police Chief periodically to review and discuss certain issues. He stated that this is not the responsibility of the Ethics Board. Jim Paolantonio and Mario Belanich wanted to know why the full report will not be made available to the public. Mayor Zegarelli commented that there are legal issues still before the Courts and we need to discuss the issue with Village Counsel. The best interest of the village needs to be taken into account due to certain circumstances still under discussion. Dwight Douglas, Village Administrator, commented that there is a safety issue involved with certain procedures that need to be followed. Due to the late hour, Trustee DiFelice moved, seconded by Trustee Higle to adjust the agenda to move to #4(Approval of Warrants) and #9 (Resolutions), carried 6-0. Approval of Warrants Trustee Stever moved, seconded by Trustee DiFelice to approve the warrant of October 23,2001 and authorize the Treasurer to pay the bills. Total of the General Fund is $112,963.18. Resolutions-Attached Mayor Zegarelli commented that before closing, he just had a couple of items to report. The Ambulance Corp. update will take place this Thursday at 7 PM. Due to Election Day on November 6 th ,the worksession will be held on November 7 th . All department heads should have received memos regarding vehicles, cell phones, part time employees, etc. The Mayor asked that department heads give the Village Treasurer a list of the expenses incurred during the World Trade Center tragedy so that we can seek reimbursement from FEMA. The Mayor stated that there will be a public workshop on Saturday, October 27 th from 9:30am12 noon in the Columbia Hose Fire House regarding the Waterfront Linkage Study. There being no further business, Trustee Hart moved, seconded by Trustee Zieja to adjourn the meeting, motion carried unanimously. Respectfully submitted, Angela Everett Village Clerk 2 �•cZ'Of i Meeting Date: O c t o b e r 2 3 , 2001 Resolution #: 1 0 / 9 8 / 0 1 Whereas the Village of Sleepy Hollow is eligible to receive up to Sll,400.00 in reimbursable funds from Westchester County to participate in the STOP D.W.I. Patrol Project, Now, therefore, be it resolved that the Board of Trustees authorizes the Mayor to sign an agreement with the County of Westchester for participation in the STOP D.W.I. Patrol Project and Training Reimbursement program for the period January 2002 through December 2002. trustee MOVED: H i g l e Trustee SECONDED: D i F e l i c e VOTE: 6 "° I f �,^&° I Meeting Date: 10/23/01 Resolution #: 10/99/01 Whereas: the next General Village held on Tuesday, March 19,2002; and Election for officers will be Whereas: the Board of Trustees must designate by resolution and publish the offices which are to be filled in such election and the terms thereof, now, therefore, be it resolved: Section 1: That the Board of Trustees designates the following offices as vacant at the end of the current official year, to be filled at the Village election to be held on Tuesday, March 19,2002 for the following terms: Three (3) Trustees- Two (2) Year Term Each Section 2: The Village Clerk is hereby directed to publish the resolution in full in the Journal News and Village News, newspapers of general circulation within the Village of Sleepy Hollow. I Section 3: This resolution shall take effect immediately. MOTOD:TrusteeZieja_ SECONDED: Trustee H a r t VOTE: 6 ~° I B iF"^4s3^£„«i-o*^£.uf-ii5'* --* : » V J : f i ^ S i > , i f j t o i i t ' . - e a ^ e i U i ^ �<2&l I Meeting Date: 10/23/01 Resolution #: 10/100/01 Resolution of the Board of Trustees of the Village of Sleepy Hollow Authorizing Broadway Beautification Application A joint submission of the Villages of Tarrytown and Sleepy Hollow Whereas, the New York State Department of Transportation has" solicited grant applications from municipalities to fund special transportation improvement projects which add value to the surface transportation system by enhancing the total environment of the system, and I Whereas, the Village of Sleepy Hollow has identified one such project: the Broadway Beautification project as described in the attached project summary, and Whereas, on November 19*, 1996 the Village of Sleepy Hollow adopted a Local Waterfront Revitalization Program (LWRP) and said LWRP describes the importance of continued upgrade of the U.S. Route 9 (Broadway) Corridor in order to better link public sites in the Village and neighboring communities and "in the light of two developments: (1) designation of the road by the New York State Department of Environmental Conservation as a Scenic Highway, and (2) dramatic expansion of tourism, centered upon the Philipsburg Manor/Kykuit historic areas, and Whereas, pursuant to discussions with the Village of Tarrytown, there is a strong desire on the part of both villages to undertake a comprehensive Broadway beautification initiative which will extend and connect streetscape improvements already installed in the two villages and address the LWRP goals noted above, and Whereas, the Historic Rivertowns of Westchester of which the two villages are a part, has developed a comprehensive historic signage program for the Route 9 corridor and the proposed Broadway Beautification Application would implement a key segment of it, I Now, Therefore, Be It Resolved That the Board of Trustees of the Village of Sleepy Hollow does hereby authorize the submission of an application to the New York State Department of Transportation for funding of the Broadway Beautification project as described in the attached project summary, including the commitment of the Village's share of matching funds as described therein. Moved: Trustee Higle Seconded: Trustee Hart Vote: 6-0 1 �TEA-21 GRANT APPLICATION SUMMARY OCTOBER 19, 2001 BROADWAY (ROUTE 9) BEAUTTFICATION A JOINT SUBMISSION THE VILLAGES OF TARRYTOWN AND SLEEPY HOLLOW Project Description: 1. Streetscape improvements: sidewalk, curb, street trees, historic street lighting, etc. - a section of route 9 beginning approximately 400' feet from the intersection at Beekman Avenue in the Village of Sleepy Hollow, continuing southerly to Wildey Street in the Village of Tarrytown will be enhanced with a comprehensive streetscape program. The improvements will continue and connect streetscape improvements previously installed in the two villages. Defective drainage conditions related to the improvements will be remedied as part of the project as needed. 2. signage - a complete signage program will be installed along the length of the route 9 corridorfromthe intersection of Route 117 south to the intersection of Route 119. The proposed new signage will feature the Historic River Towns of Westchester (HRTW) logo and will, among other things, denote historic sites and points of interest within the area. 3. street trees — two sections of the corridor will receive special landscape enhancement planting designed to continue the London Plane tree program located within Sleepy Hollow and already denoted as a scenic highway. Diseased and dying maples and weed undergrowth will be removed as part of this program. 4. project budget Streetscape improvements Signage Replacement trees- Sycamore row A&E Total Grant request Two Village's share $1,004,025.00 53,488.80 31,790.00 65358.00 $1,154,661 $923,700 $230,961 �Training SLEEPY HOLLO POLICE Learning to Work Efficiently and Accurately Discipline Adhering to Organ; I Sleepy Hollow Police Department Vision • Restructure the department CCMWC S^UCTJE — Policies and Procedures LThAIES A S t M C T O U V t COMMA-OCX | SGTWK3TIO POP3GGMS j | IK S^TCAMP POWELLS 3C POCWPELLO • Comprehensive review of ill depi Policies and Procedure LTCA**fEA PATHOL O V 3 0 N G C t M ' t C E a I j SST3ZZWSO I I POPSXEG^PO ; SGT&CPH - —Training • Implementation of a new training model — Supervision • Continuity from supervisor to supervisor IPQGAITSSWCRO! PODCmEUY Overview State of the Organization I • The Police Department gene excellent reputation, the ove rate is relatively low. — The quality of service is good — The timeliness in which service is provi excellent — Poticy and Procedures in & many areas must be improved and codified �2#{ I Goals • Long-term • Accredfision • Intermediate-term • Improve training and discipline • Short-term • Comprehensive review of »!1 Policies and Procedures -Ongoig Plans of Action ©Departmental Manu; • D e v e l o p a comprehensive Departmental Manual — Complete review o f all current material . PATROL AM} DETECTIVE DIVISIONS - RULES - RH3UATCNS Plans of Action •Departmental Manual • DISSEMINATION - EACH MEMBER OF THE DEP^ BE ISSUED A COPY wax - WHICH THEREAFTER SHALL BE KEPT C AST) AVAILABLE BY EACH MEMBER - EACH MEMBER WILL SIGN FOR EACH SECTION OFTHE MANUAL AS IT IS -ISSUED - REVISED - WITHDRAWN - AS THE MANUAL IS UPDATED EACH CHAXGEl SHALL BE CATALOUGED I Plans of Action •TRAINING MODEL • Develop a comprehensive Ti — Each member of the department on each section of the Departmental — Each member of the department shall In-Service- Training Program training • FIREARMS - SERTflCE WEAPONS - POUOES -samxK - PROCEDURES - CSNERAL ORDERS - SfSOAL%^A9CK5 - CFFDUrrUEAKKS - CTESJMCaDEltS Plans of Action • Departmental Manual • FORMATTED - MILITARY OUTLINE FORM - E X . 1.0, 101 - U ? DATES SHALL BE NUMBERED CATALOIXJED • INDEXED - CATEGORIZED BY SUBJECT -DEFINED -ILLUSTRATED Plans of Action • TRAINING MODEL • MEDICAL AID - CPR -AED TRAINING -FIRST ATX) • DEFENSIVE TACTICS -PR-24 - HANDCUFFDCGTECHNICS - OC SPRAY AND FOAM • GENERAL TOPICS -OSHA - Domestic Violence ( D V ) - Siidde Prevention I �Plans of Action X. • TRAINING MODEL • ROLL CALL TRAINING — General Orders - Interim Orders — Topical review Plans of Action > • SUPERVISON ^ ^ ^ ^ ^^^^^^ ^ ^ ^ Blaw ^ ^ H^ B ^ H V ^ H ^H • CIVILIAN COMPLATINTS - RECEIVE COMPLAINTS -INVESTIGATE - CONCLUSION -FINDINGS -SUBSTANTIATED -UNSUBSTANIATED I Plans of Action •TRAINING MODE • OUTSIDE AGENCY -DCJS/BMP -FBI -NYC — Exeaiive Staff Training -Firearms Instructions — Defensive Tactic Instruction -General Topics — Criminal Investigators — Commciciil VeHclcs / Scales — Compuer Training I Plans of Action • SUPERVISON • AUDIT -PROCEDURE -REPORTS -TRENDS • INSPECTION -OFFICERS -EQUIPMENT Plans of Action • SUPERVISON • RECOMMENDATION • DISCIPLINE, IF WARRANTED TED • INFORMATION WILL BE PROVIDE THE COMPLAINTANT REGARDING •GARDMG FINDINGS AND THE ACTION, TON, IF ANY, TAKEN BY THE DEPARTMENT MENT Timetables • Departmental Manual — Section by section — All pcnomcl • Training Model _ Training officer — LT Campbell — Coaoe oslEaee and afuyuit.it — Ycad y scheduling • Supervision — Sgpgvisory tnaaiag « aagoiag �Plan Follow-up • The Accreditation program a m ^ e Departmental Manual is designi periodical review. • Accreditation is a five year certificate • The Departmental Manual has scheduled' review dates for each section. Close • Professional Police Departo in a highly professional manner • Increase in the overall effectiveness the Department • Training reduces liability. �c28l I ™^^ DeSanlo & Associates I Executive Summary Village of Sleepy Hollow October 23,2001 I ^t. ; S*i? ^zziJ- , Z£~<S- ^ J ^ ^ W - i ^ V i i i i i jt#Li-i5S^-s|j! ^ t ^ ^ * 2 k ^ S # * l �I 1 Mission Statement DeSanto and Associates, Ltd. is a professional consulting group that offers a broad range of consulting services to agencies and organizations within the criminal justice community (at the federal, state, and local levels). Our comprehensive services are designed to critically evaluate the methods, procedures, and stated goals of our client agencies, and to provide them with the means to continually improve performance. Our core philosophy is to design and/or foster an open system management approach, that enables our clients to utilize their problem-solving skills to constantly H evaluate and reflect upon their day-to-day operations and to quickly and efficiently react ™ to changes within the internal or external work environment. The group consists of skilled professionals who have accumulated literally hundreds of years of professional experience as attorneys, police managers, and academics. Our strength lies in our ability to link this extraordinary level of practical experience with cutting-edge issues that develop in the areas of training, public administration, and the law. I �<2S? I Overview and Scope of Consultant Services: The consultants were requested to review the Department's current policies and practices in light of existing guidelines and standards of the New York State Law Enforcement Accreditation Program. It should be noted that the consultant's were not retained to assist or advise the Department how to obtain accreditation (as this endeavor would obviously entail the expenditure of a considerable amount of additional time and I resources, well beyond the scope of the present study). Rather, the consultants were asked to identify and advise the Department in situations where current policies or procedures were clearly inconsistent with those of 'peer' institutions and/or applicable state accreditation guidelines. Accreditation standards are identified and discussed, where appropriate. The consultants similarly note that they were not retained to evaluate the personal performance of any members) of the service (either supervisory, or rank and file). Rather, they were asked to perform an "organizational evaluation;" that is, an analysis of the Department, not its personnel. Obviously, a considerable amount of time was expended in interviewing all members of the service and reviewing their specific duties and roles. The purpose of these research techniques, however, was to elicit necessary information so that the consultants could develop and ground their opinions regarding organizational structure and performance. (Note: For purposes of this study, the I consultants utilized the Standards Manual for the New York State Law Enforcement Accreditation Program, Fourth Edition (1996); it should be noted that a Fifth Edition of these guidelines is currently available.) Also, this report should not be construed as either an interpretation of, or opinion(s) relating to, any issue(s) of law. The consultants recommend that the Village avail itself of the assistance of counsel prior to acting upon any and all findings contained herein. �3 Methodology': The consultants utilized a variety of research methods in order to obtain as broad a base of information as possible. Overview of Sleepy H o l l o w Police Department: The Sleepy Hollow Police Department ("SHPD") is a civil service department headed by the civil service rank of Chief of Police. Currently, the Sleepy Hollow Police Department has a roster of twenty-two (22) sworn personnel. The Village's patrol areas are divided into northern and southern districts. Assignment to either district is part of the collective bargaining contract between the Village of Sleepy Hollow and the police union. [The consultants note that the text of the current agreement serves to minimize/limit supervisory control of the Department, particularly with regard to the assignment of personnel.] The Village of Sleepy Hollow currently enjoys a low rate of reported crime, particularly with regard to the relative rate of reported index crimes (as defined by the Federal Bureau of Investigation). The SHPD generally has an excellent reputation for efficient and professional service. The consultants have been advised that, over the past fifteen (15) or more years, the SHPD has received no civilian complaint(s) regarding response times to service or aided cases. Their record and reputation for service delivery among the Hispanic community is particularly high, as compared to many other departments throughout the tri-state area. The Department utilizes radio motor patrol (police cruisers) and foot posts/assignments as its primary methods of patrol. The geographic breakdown of posts (as outlined in the Department's current "Patrol Guide") is logical and apparently effective. The scheduling of personnel (by shift/tour) appears to be appropriate, under �£91 I 4 current circumstances. Bicycle patrols are also utilized in all areas of the Village; parks, downtown, Beekman Avenue, Schools, etc. This is an excellent method of patrol that "changes the nature of police-citizen interactions - toward more positive and nonadversarial exchanges."(Roberg, et al., 2000, p. 222) It provides a sense of protection, and immediate response to members of the community. I �.9-^ 5 Review and Evaluation of Specific Department Functions: Patrol Division: Any critical and detailed analysis of the function and daily operations of a modem American police agency should begin with a comprehensive review of its stated policies, rules and regulations. An effective department should have rules and policies that are understandable, unambiguous and effective. The failure to promulgate and adhere to rules and policies of this type can severely hamper police operations, damage morale, jeopardize police/community relations and, under certain circumstances, represent a considerable risk for civil liability. The consultants therefore considered, as a threshold issue, whether the SHPD's current methods of policy promulgation and dissemination were consistent with those outlined by applicable accreditation standards and/or the practices of peer institutions. Recommendations/conclusions: • The Department must immediately develop and institute a single, comprehensive manual that contains all of the policies, rules and procedures of the Department. This manual must be properly formatted, indexed, and disseminated throughout the Department. *[Note: As part of the comprehensive services being rendered by the consultants as part of this study, a "model" Police Department Manual has been drafted. Please note that this document is not intended to serve as an actual manual for this, or any other police department, nor should it be construed to indicate the consultants' intention to actually develop one. It is merely intended to orient SHPD administrators as to the most basic elements that should be contained in such a document] �'<3-€?3 i The Department must immediately develop and adhere to one policy that outlines the process for the promulgation of new policies, rules and procedures of the Department. • A policy must be developed for the periodic review of all policies, rules and procedures of the Department. The Department should develop an official Investigators' Guide, or develop appropriate guidelines and policies specific to the investigatory i function, and incorporate them directly into the Department's new Operations Manual (to be developed). (See generally Accreditation Standard 50.1) The Department should develop and disseminate guidelines regarding the duties and responsibilities of patrol officers at crime scenes. (Including issues such as 'chain of evidence,' interview techniques, etc). The Department should develop and clearly articulate objective standards/guidelines for the selection and appointment of detectiveinvesiigators. [Note: The consultants offer no opinion as to the particular criteria or method of selection at this time.] i • The Department should develop (and include in its new Department Manual) written directives that specify the circumstances in which employees may be disciplined, or relieved from duty [Standard 14.5]. The Department should clearly specify grounds for permanent or temporary relief from duty, including such reasons as commission of unlawful acts, or physical/psychological unfitness for duty. �^ Discipline: Based upon interviews with members of the Department, there is a strong perception that discipline is not applied in an evenhanded manner, and that certain members of the Department appear to enjoy carte blanche with respect to such things as reporting for duty on time, treating members of the public in a courteous and respectful manner, adherence to uniform regulations, and observation of basic tenets of decorum when interacting with both colleagues and supervisors. In addition, there is a strong sentiment that favored officers (i.e., those with personal connections to the Chief or the Mayor or other members of Village government) are essentially impervious to disciplinary requirements or processes, which has lead to a pervasive attitude on the part of other officers that rules and regulations, as well as traditional standards of interpersonal decorum, may be ignored at the whim of the individual officer. Recommendations/Conclusions: • The Department should establish a three (3) tiered system of internal discipline. Such a system would differentiate between (a) minor violations that are easily addressed and corrected on an immediate basis that will not invoke the disciplinary process unless the condition persists, (b) minor violations that are subject to informal resolution, including, if appropriate, penalties including loss of vacation time up to five days (with concurrence of the Chief and Complaining Supervisor, Subject Police Officer, and Union Representative), and (c) serious violations of rules and/or procedures that warrant formal investigation and adjudication, and for which penalties can range up to and include dismissal from the Department.. • The Department should promulgate a list of representative violations falling within each of the three enumerated tiers, including representative penalties that will act as guidelines for penalties to be imposed in typical �J! 9 I 8 cases. (Provision must be included for the circumstance where an otherwise minor violation may be elevated to formal discipline in the event there are aggravating factors.) • In all cases, the Chief should determine whether formal or informal disciplinary processes will be utilized. The Chief, as the final determiner of whether a given charge should be sustained and, if so, the penalty to be imposed (in all but formal cases) should in all cases remain separate and apart from the investigative I function, so as to avoid any appearance of favoritism or impropriety. • In normal circumstances, the complaining supervisor should prepare a written report detailing the facts and circumstances of the rule violation. This report should then be forwarded to the next higher ranking supervisor for investigation and interview of all appropriate parties and witnesses. Upon completion of the investigation, a report and recommendation should be forwarded to the Chief, who will then be in a position to sustain or dismiss the charge and, where appropriate, set a penalty. • In formal disciplinary cases, which are currently presented to the Village Board in a court-type setting, the Chief should supervise the investigation but should not normally take an active roil therein. In such cases, the Chief should also not participate in presenting evidence before the Village Board. Rather, the role of the Chef in such cases (except as otherwise noted) should be restricted to addressing the issue of (where appropriate) what penalty to be imposed. In all such cases, the Chief should address remarks to the recommended penalty and the reasons underlying the recommendation. �Training: The consultants reviewed the Department's current policies and procedures regarding the training of personnel. The term "training" is actually an umbrella term that includes a variety of specific programs and curricula. For purposes of this study, the consultants examined the Department's current capabilities and needs regarding: a) recruit field training (for newly appointed officers, upon successful completion of basic training at the Westchester County Police Academy): b) in-service training (for active/full-time members of the service); c) firearms training and certification (for active/full-time members of the service); and d) supervisory/executive training (for supervisory personnel, sergeants, lieutenants, etc). • The Department should develop guidelines for the selection and training of FTO's and should clearly outline the duties and responsibilities of officers assigned to this important task. As stated by Roberg, et al. (2000), "The importance of FTO's cannot be overstated because they will have significant impact not only on the training of the recruit but on imparting the department's culture as well." (p. 197) • . The Department should establish a directive/guideline whereby probationary officers in training are rotated among the Department's four (4) FTO's. This would enable the Department to obtain a more comprehensive view of the officers' progress. • The Department should work towards developing an in-house program of recruit training, that would consist of useful topics that would build upon the material presented at the County Police Academy (such as "community-relations," or "conditions awareness" training) that would be �«£ 9 7 I 10 specifically geared to the unique challenges associated with policing the Village of Sleepy Hollow. This program should be coordinated and perhaps conducted by the Department's Chief Training Officer. The Department's formal rules and procedures should include a section that clearly outlines the duties and responsibilities of police officers during the period of probation (even if this description mirrors the description of non-probationary officers). I • The performance forms that are currently being used should be critically reviewed, with an eye towards revising many of the "fill-in-the-blank" captions, and changing them to require narrative responses. Raters should be properly trained and encouraged to critically assess an officer's strengths and any perceived deficiencies. [Note: The failure to have an accurate (objective) description of the duties and responsibilities of the position of "probationary police officer" has a negative impact upon the evaluation process. Raters are understandably hesitant to write detailed assessments if appropriate standards are unclear (In other wrords, if rating standards are ambiguous, and if the rater does expound, it might appear that the rater is unnecessarily praising of critiquing the probationary officer. Clear standards will encourage clearer (and more accurate) assessments in the future)] I • The Department should either: 1) develop a specific course of training for "lateral entry" personnel (i.e., those officers who are appointed with prior years of service at another police agency); or 2) promulgate an order that states that "lateral entry" personnel will be subject to all requirements/criteria of police recruits (e.g., similar period of probation, manner of field training, etc.) �11 • The Department should immediately establish an in-service training program. This program would be mandatory for all members of the service. • The Department must immediately designate one member of the service as its chief training officer. While the rank of this individual can vary (i.e., detective, sergeant, etc) it is imperative that the designated individual be properly trained in curriculum development, as well as appropriate methods of classroom instruction. Note: It is anticipated that the training officer possess as a bare minimum, appropriate instructor certification, as required by Part 6023 or 6024 of the New York State Codes, Rules, and Regulations. It is also recommended that, upon appointment, this individual undergo re-training in the area of "methods of instruction" and lesson development • A list of proposed topics, that could be considered for in-house development and presentation would include: 1) automobile stops (tactics); 2) domestic disputes/violence; 3) physical fitness/officer stress; 4) information systems; 5) gang awareness; 6) hazardous materials/OSHA; etc. �12 Auditing/Inspections: Integral to the operation and accountability of any police department is its ability to determine on a consistent and comprehensive basis that it is following all applicable laws and regulations, its own rules, procedures and guidelines in the day-to-day operation of the Department, as well as its interaction with the citizenry and its employees. In order to accomplish this goal, it is necessary that a formal system of periodic internal review be established to ensure the highest possible level of compliance and 'transparency' (that is, an overall sense that the organization's procedures are clear, understood, and being properly followed). Such review should include both random and periodic review/inspection of all Department records for quality control purposes, fixed periodic auditing of property and financial records, and spot checking to ensure compliance by employees with established procedures. The Inspections/Quality Assurance function is designed to fix responsibility for the accomplishment of these goals, and to set up lines of authority for taking corrective action as is necessary. The Inspections/Quality Assurance function also includes responsibility for the investigation of complaints made by citizens regarding misconduct on the part of members of the Department, as well as providing a vehicle for anonymous reporting of misconduct by both civilians and other members of the Department. Recommendations/Conclusions: • A written directive should specify the types of complaints that are properly investigated by line supervisors and those that are to be investigated by the Department's Inspections/Quality Assurance officer(s). [Standard 25.2] • A civilian Complaint Hotline telephone number should be established and published, so that civilians may report complaints regarding members of the Department. The answering point for this number should be in a secure location, under the direct control of a supervisory officer (other �3(TD I 13 than the Chief). Procedures allowing for anonymous reporting should be published, and an answering machine should be placed on the dedicated line so that complaints may be received at all times. I I .wT,w£s&l* �3>0( I 14 Conclusion: The SHPD is presently functioning adequately. Its officers appear to be dedicated and knowledgeable. The organization, however, suffers from a variety of structural deficiencies that hamper performance. These deficiencies include: 1) lack of a comprehensive and usable Department Manual; 2) lack of detailed 'job descriptions' for all positions within the Department; and 3) lack of an in-service training program. These issues stand as severe limitations to any and all proactive reform efforts within the Department. H The consultants have presented a wide range of specific recommendations that can dramatically improve organizational performance. These should be construed as a clear mandate for change. In the opinion of the consultants, failure to act upon most (if not all) of these recommendations would do a disservice to the Department, its personnel, and the people of Sleepy Hollow. The consultants believe that the contents of this report do not suggest a situation of crisis, as much as one of opportunity for organizational change. The SHPD should use these recommendations to build upon their prior successes and react to the many challenges of the future. The consultants suggest that the Village and Department work together to develop a clear action plan. They should act upon these recommendations. They should also I attempt to anticipate the Department's future needs, and make appropriate changes. The Department should develop and manage its communication channels, from the highest to the lowest levels of the organization. It should also establish and clearly communicate its specific goals and strategies to all personnel, then closely monitor progress. Lastly, and perhaps most importantly, it should develop a system for the periodic evaluation and modification of organizational design, as necessary. Short-term success is not sufficient. Change and critical review should not be feared; it should become an on- �?>o^ 15 going process within the Department. As Robert Fritz (1996) puts it, "all organizations have success, but not all success succeeds in the end." (p. xv) The Department should be prepared to constantly evaluate, react and revise virtually all of its operations and processes, depending upon changes in the internal and external work environments. Any proposed action plan, therefore, should include a provision for the periodic review and evaluation of all reforms. Finally, the consultants note the inherent limitations that result from the Department's current fiscal position. Some (perhaps several) of the consultants' specific recommendations will not be feasible, due to the limited resources of the Department and the Village. Nevertheless, the Department must take a proactive stance and thoughtfully consider all recommendations. It should similarly draw upon the considerable skills and expertise of current personnel. It should also identify and avail itself of additional outside resources (i.e., contracted consultants, services or expertise offered by other police agencies, etc.) as necessary. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Board of Trustees Meeting Minutes & Resolutions-2001 Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource MINS_TRUST_2001-10-23 Subject The topic of the resource Board of Trustees Minutes-2001 Date A point or period of time associated with an event in the lifecycle of the resource 2001 Rights Information about rights held in and over the resource Village of Sleepy Hollow All Rights Reserved. Type The nature or genre of the resource Text