DAVID R. COHEN Federal Special Master 24400 Chagrin Blvd., Suite 300 Cleveland, Ohio 44122 Telephone: 216.831.0001 Facsimile: 866.357.3535 David@SpecialMaster.Biz July 8, 2015 Carole S. Rendon First Assistant U.S. Attorney U.S. Attorney’s Office Northern District of Ohio 801 West Superior Avenue Suite 400 Cleveland, Ohio 44113 Rashida J. Ogletree Trial Attorney U.S. Department of Justice Civil Rights Division Special Litigation Section 950 Pennsylvania Avenue, NW Washington, D.C. 20530 Barbara A. Langhenry Director of Law City of Cleveland Department of Law 601 Lakeside Avenue Suite 106 Cleveland, Ohio 44114 Carole.Rendon@usdoj.gov Rashida.Ogletree@usdoj.gov Blanghenry@city.cleveland.oh.us Re: Appointment of Independent Monitor of the Cleveland Division of Police, United States of America v. City of Cleveland, case no. 1:15-CV-01046 Dear Ms. Rendon, Ms. Ogletree, and Ms. Langhenry: I write on behalf of Dr. James Ginger and myself. Thank you for your June 17, 2015 Request for Additional Information regarding the position of Independent Monitor of the Cleveland Division of Police (“CDP”). We have carefully reviewed the parties’ Settlement Agreement and your Request for Additional Information. In light of our review, we made a number of amendments to our original submission. These amendments are tailored to ensure our team can provide the specific services the parties seek in this case. Our primary amendment was to add several team members with the experience and expertise required to ensure our Monitorship is successful and the CDP comes into compliance with all of the terms of the Settlement Agreement as quickly as possible. The curricula vitae of our 13 team members are attached. You will see our team members are Male, Female, White, Black, and Hispanic. All but four have served as police officers. More important, they all have the expertise and judgment the Monitoring job requires. Indeed, six of our team members were themselves responsible for reporting to a Court Monitor or the government in other cases involving Police Departments and DOJ Consent Decrees. This makes the team especially knowledgeable and sensitive to working with the CDP to ensure swift and successful compliance. Here are a few highlights: • Dr. James Ginger – perhaps the longest-serving Police Department Monitor in the U.S., has served as Court-Appointed Monitor overseeing Consent Decrees involving Police Departments in Pittsburgh, New Jersey, and Albuquerque. Also worked with the DOJ drafting the methodology for the Los Angeles Consent Decree. • David R. Cohen – a life-long Cleveland resident, has been appointed Mediator, Special Master, and Monitor by 12 different Federal Judges, including 7 in the Northern District of Ohio; has drafted judicial opinions, and also mediated settlements, in numerous discrimination and use of force cases; and has produced countless public reports for Courts and parties to litigation. He has been following this case and the selection process for the Community Police Commission. • Dr. Patrick Oliver – served as Cleveland Chief of Police in 1994; currently Professor and Director of the Criminal Justice Program at Cedarville University in Dayton; recipient of the National Organization for Black Law Enforcement Executives (NOBLE) President’s Award; author of the treatise Recruitment, Selection, and Retention of Law Enforcement Officers. • Dr. Cedric L. Alexander – promoted from Chief to Public Safety Director of the Dekalb County, (Atlanta) Georgia Police Department; served as Transportation Security Administration’s Federal Security Director at Dallas/Fort Worth International Airport; serves as current President of NOBLE; doctorate in Clinical Psychology. • Dan Giaquinto – served as Assistant New Jersey Attorney General and Director of State Police Affairs, with overall responsibility for State Police compliance with DOJ Consent Decree; serving on Court Monitor team for Albuquerque Consent decree; Bronze Star Medal recipient. • Patricia England – served as Assistant Chief Investigator for the Office of Law Enforcement Professional Standards, New Jersey State Police; responsible for auditing Consent Decree compliance and training State Police in matters of cultural awareness, ethics, leadership, law pertaining to arrest, search and seizure, and use of force; member NAACP. • Peter Sarna – served as Assistant General Manager for Public Safety, East Bay Regional Park District, Oakland, CA; consultant to Oakland Mayor Jerry Brown in connection with implementation of a police misconduct Settlement Agreement; served as project manager for police-related studies in more than 40 law enforcement agencies; recipient of Fulbright Fellowship in Police Studies. • Manuel P. Quinoa – served as Chief State Investigator for the Office of Law Enforcement Professional Standards, New Jersey State Police; responsible for auditing Consent Decree compliance and training State Police in matters of racial profiling and internal affairs; fluent in Spanish. Our other team members enjoy the same wealth of hands-on experience not only as police officers but also as auditors and trainers in community policing, bias-sensitivity, use of force, internal affairs, crisis intervention, officer assistance and training, supervision, policy and procedures, and the other areas that are subjects of the Consent Decree. The details of our Monitoring Plan are set out in the attached narrative. In your June 17, 2015 Request for Additional Information, however, you specifically asked for two critical pieces of information that we did not include in our earlier submission. I provide them here: • You asked us to “disclose all actual and potential conflicts of interest” for all “[c]andidates 2 considered for monitor or as a subject-matter expert on the monitor’s team.” We know of no such conflict for ourselves or any team member. • You asked us to “include a projection of estimated costs and expenses, including yearly estimates, an estimated overall total amount, and a cost-cap above which fees and costs will not be billed.” We project total costs over five years to be ncurred roughly as follows: Year 1 = Year 2 = ears 3-5 = We will set a cap equal to our total amount plus above which we will not bill. Other details are set out in our narrative. With this submission, we have tried to supply you with all of the information you requested. If we missed something, please let us know and we will provide it as soon as possible. Thank you for your consideration. Sincerely, David R. Cohen sent via email 3 Updated Response to Request for Information: Proposal for Appointment of an INDEPENDENT MONITOR “Negotiated Court Enforceable Settlement Agreement Regarding the Cleveland Division of Police” Submitted by Mr. David R. Cohen, David R. Cohen Co. LPA And James Ginger, PhD., Public Management Resources, Inc. 1 Executive Summary and Methodology This proposal joins the capabilities of: (1) Public Management Resources and its principal, Dr. James Ginger, who has a long history of monitoring consent decrees involving the Department of Justice and police departments; with (2) David R. Cohen, a Federal Special Master who is a lifelong native of Cleveland, Ohio. This proposal incorporates high levels of flexibility and the ability to adapt to the specific needs in Cleveland, in order to provide the best quality oversight services for the City of Cleveland, the Department of Justice, and the United States District Court where the Settlement Agreement has been filed. Dr. Jim Ginger, CEO of Public Management Resources (PMR), quite literally “wrote the book” on evaluation and monitoring through federal consent decrees with the Department of Justice (DOJ) regulating America’s police agencies. Beginning with the very first of these DOJ consent decrees governing the Pittsburgh Bureau of Police in 1997, Dr. Ginger and PMR developed what has become the standard practice in monitoring technologies and methodologies. Dr. Ginger improved and refined his approach when he was appointed to monitor the decree with the New Jersey State Police (2001), and the City of Albuquerque Police Department (2014), as well as his work with the Los Angeles Police Department in 2007 – where Dr. Ginger was asked by the DOJ and the City of Los Angeles to develop a quantitative and qualitative methodology to reliably measure the LAPD’s level of compliance with the consent decree. In this proposal to monitor the settlement agreement between the Cleveland Division of Police and the United States Department of Justice, Dr. Ginger would serve as the Co-Monitor for Operations. David R. Cohen, principal of David R. Cohen Co, LPA, is a life-long resident of Cleveland, Ohio. He is an accomplished Federal Special Master / Monitor, having been appointed by twelve different Federal Judges, including seven in the Northern District of Ohio, to assist them with their most complex and contentious cases. For example, Mr. Cohen is currently the Court-Appointed Monitor in two federal cases, overseeing: (1) promotional testing for firefighters in the City of Akron, Ohio; and (2) a public company’s compliance with the ADA at all locations nationally. Further, Mr. Cohen has long experience as a mediator and arbitrator. As such, he has the acumen, knowledge, and understanding essential to resolve complicated issues by bringing together disparate parties in a fair and effective manner. Being a Cleveland native, Mr. Cohen has a natural familiarity with the issues in this case and will provide a continuous “on-site” presence for the monitoring team. In this proposal to monitor the settlement agreement between the Cleveland Division of Police and the United States Department of Justice, Mr. Cohen would serve as the Co-Monitor for Party Relations. Together, PMR and David R. Cohen meet all of the qualifications listed in the United States Department of Justice’s “Requests for Information.” Indeed, this proposal represents the next generation of consent decree implementation — that is, a monitoring team that combines: (1) highly experienced reform experts who helped develop the monitoring process created under the DOJ’s consent decree reform initiative; with (2) a proven mediator and problem solver who provides an ongoing “on2 site” presence and who is already trusted by the local Federal judiciary. Dr. Ginger and Mr. Cohen will develop, in close consultation with the parties, a comprehensive monitoring plan designed to achieve the goals of the agreement in the minimum possible time, with the most effective possible results. The field-tested and proven monitoring methodologies are based on three over-riding principles: 1. First, consensus is built around of set of measurable and quantifiable objective outcomes; 2. Second, the monitoring process is clear and definable and wherever practicable, quantifiable; and 3. Third, ample opportunity is afforded the parties to review drafts of both of the coMonitor’s work product, to comment on same, and to be fully invested in developing a consensus-based and data-based “no surprises” final product that is delivered to the Court. PMR is one of the few public-sector agencies that has successfully managed two separate consent decree processes (Pittsburgh and New Jersey), both of which yielded law enforcement CEOs who support the consent decree process and see it as a base from which to make further improvements in American Policing (Chief Robert McNeily (formerly) of the Pittsburgh Bureau of Police, and Colonel Rick Fuentes of the New Jersey State Police). Through its long experience with the consent decree-management process, PMR has identified and employs a strong cadre of results-oriented “reformers” who will continue the DOJ concept of partnering with American law enforcement executives to improve the quality of policing in America. The backgrounds of the individuals whom PMR will assign to assist with the Cleveland consent decree are discussed further below. Several of these individuals are also members of PMR’s team that is currently monitoring compliance of the Albuquerque Police Department with its settlement agreement with the Department of Justice, and/or have worked “from the inside” on achieving compliance with other consent decrees. The following outline documents a process for provision of services to independently monitor compliance with the elements of the consent decree between the Cleveland Division of Police (CDP) and the United States Department of Justice, Civil Rights Division. The proposed methodology provides a mechanism to identify, define, measure, assess, and describe the levels of compliance attained by the CDP. 2.0 Audit Methodology and Operational Definition of “Compliance” PMR’s tested and proven monitoring process rests on three foundations: clarity, consensus, and transparency. Using the same methodologies that led to success in Pittsburgh and New Jersey, and based on lessons learned with the LAPD decree process, PMR’s monitoring process begins with a careful, thoughtful, and open 3 dialogue (including all parties to the litigation and the Agreement, such as the Community Police Commission) that leads to clear and concise operational definitions. The goal is to come to agreement on the use of (almost exclusively) quantifiable measures of success to guide the parties through what may be a multi-year compliance effort. Each and every requirement of the decree will be reduced (where possible) to a clear, concise and measurable statement, e.g., at least 95 percent of all incidents of use of force for the given period under study will exhibit a “use of advisement, warning, and or verbal persuasion, when possible, before the officer(s) involved resort to the use of force.” The data sources to be used in making this assessment will be identified by PMR and agreed to by the parties, and will be reduced to writing by the monitoring team, prior to implementation of monitoring processes. While the task is daunting, and requires both a comprehensive knowledge of research methodologies and policing processes, it is implementable and achievable, as occurred successfully in Pittsburgh and New Jersey. The process of generating mutually-agreedupon operational definitions of compliance is the key to success of PMR’s consentdecree management process. It gives all parties a clear, concise, and understandable definition of what is to be achieved, and how. 3.0 Compliance Standards PMR’s prior experience has yielded an understanding that no system is perfect, and as such, the compliance standard in Pittsburgh and New Jersey was set at 95 percent, leaving room for minor imprecision in measurement (monitoring oversight), management (police oversight) and implementation (police operations). While the goal of 100 percent “compliant” police operations is attainable (as witnessed by compliance efforts in some areas in Pittsburgh and New Jersey) it is not sustainable across all areas of a decree. 4.0 Project Phases and Leaders In its drive to provide to the Court the best evidence practicable, the compliance team will “vet” all preliminary reports with the parties. In past experience, this vetting process is an ideal tool to build “buy-in” and understanding from the parties and provide the most accurate and complete report possible to the Court. Draft reports will be submitted to the parties in sufficient time to permit review, identification of potential inaccuracies or methodological problems, and to resolve those issues through joint discussion among the monitoring team, the management staff of CDP, and members of the Justice Department’s legal team working on the CDP Agreement. Only after the report has been vetted in this matter will it be submitted to the Court, ensuring the Court and the public have the most accurate, realistic, and meaningful report possible. The envisioned project with the CDP would develop through twelve phases, as described below. Phase One, Task Refinement and Identification, entails face-to-face meetings with the members of the CDP’s compliance team; representatives of the Department of Justice, 4 Civil Rights Division; other interested entities, such as the Community Police Commision; and the Honorable Solomon Oliver, who is presiding over the case in the United States District Court for the District of Ohio. This process is designed to reach final, specific agreement concerning the exact nature of the tasks identified in the consent decree. Based on experience in auditing the Pittsburgh consent decree, even though the task definitions articulated in the consent decree itself are meaningful, they will require refinement to be transformed into verifiable (statistically and processoriented) and workable requirements. Dr. Ginger will lead this task, supported by Mr. Cohen. Phase Two, Relationship Building and Task Refinement, is designed to allow the monitor to build working relationships with the members of the City’s compliance team, the Court, and Department of Justice personnel. Experience from other audit and monitoring functions of other DOJ-developed consent decrees reveals that the relationship between the monitors and the parties is one of the most critical aspects leading to the success of the decree. For example, Dr. Ginger has been able to audit the implementation of the DOJ-developed consent decree in the City of Pittsburgh to the point of 98 percent compliance with no substantial disagreements between the parties and other stakeholders, and no need to turn to the Federal District Court Judge for arbitration. This success was due to extensive “relationship-building” activities during the first few critical months of the Pittsburgh consent decree implementation. The task refinement stage of the proposed project is also critical to smooth implementation and monitoring. During this phase, operational definitions of each compliance task will be developed and shared with the parties. Mr. Cohen will lead this task, supported by team subject matter experts (SMEs) as needed. Phase Three, Systems Identification and Linkage Building, is designed to identify the nature, size and content of the information systems existing and under development at the CDP, relative to the consent decree. Project staff will develop, where possible, linkages between information systems hardware and software used at the CDP and those used by Public Management Resources to develop monitoring reports. The goal of this phase of the proposed project is to develop electronic linkages between the two data reporting and data analytic systems. The CDP are requested to provide copies of all relevant decree-related electronic databases, documentation regarding those databases (if developed in-house or by non-commercial software developers), and electronic versions of the databases. Where this is not possible, transfer modalities between the two systems will be developed by PMR and the CDP. Further, arrangements must be made for transfer to Public Management Resources, for the duration of the project, of fair-use copies of any electronic software developed by specialized or in-house (non-commercial) developers. Dr. Ginger will lead this task, supported by team SMEs as needed. This phase, however, cannot be completed until the CDP has finalized database and data-reporting processes; thus it is anticipated to be an “on-going” phase. Phase Four, Specification Development for Data Reporting and Off-Site Linkage, is designed to allow project staff to finalize the specific output form and method for 5 electronic and manual data reporting processes to be used by the CDP in conforming to the requirements of the consent decree. These data systems and manual systems—if any—will be up-linked to PMR database and data analysis software. This phase will allow project staff to “fine tune” the linkages between the CDP and those in place at Public Management Resources and assigned to the CDP project. Phase four, however, cannot be completed until the CDP has finalized its new database and data reporting processes, if any. Dr. Ginger will lead this task, supported by team SMEs as needed. Phase Five, Audit of Initial Data Reporting and Off-Site Linkages, is designed to test the linkages between the CDP reporting systems and Public Management Resources database, data analysis, and data reporting systems. During the testing phase, at least 150 separate CDP decree-related reports will be randomly selected from among those available in the CDP databases. The actual data for each of the “hard copy” reports will be compared with the data reflective of that report in the CDP reporting system and within PMR’s analytic and reporting systems. The goal of this phase is to “field test” the reporting and analysis systems, to ensure that data in the systems are accurate, and reflect the actual content of the records maintained by the CDP, and accurately reflect the actions taken by the CDP in individual disciplinary cases and other incidents. Phase Five, however, cannot be completed until the CDP have finalized their databases and reporting processes. Dr. Ginger will lead this task, supported by team SMEs as needed. Phase Six, Internal Affairs Investigation Assessment and Annotation, is designed to provide a quality review process for investigations completed by the CDP Internal Affairs unit. As such, it is an on-going phase, covering the entire duration of the proposed project. Each quarter, the monitor’s team will randomly select about 10 percent—where practicable—of the completed investigations. Each will be assessed for indicators of quality of the investigative process: timeliness, thoroughness, fairness, and effectiveness. Each investigation will be assessed to determine whether it conforms to accepted investigative and administrative processes and standards. These standards include:              Complaint receipt and processing standards; Logging and documenting the complaint; Assessment and classification of the complaint; Conduct of preliminary investigations; Timeliness of the investigation; Differentiation between criminal and administrative allegations; Organization and management of the investigation; Handling of evidence related to the complaint; Management of witnesses, victims and officers during the complaint process; Overall conduct of the investigation; Format and effectiveness of the investigative report; Methods of adjudicating the complaint; Notification of the officer and complainants of outcomes; and Nature of decision-making in light of existing evidence. 6  Any deficiencies noted will be annotated and returned for remedial action by the CDP. This phase of the project will be led by Deputy Monitor Giaquinto. Phase Seven, Review of Training and Lesson Plans, is designed to provide a quality assurance review of the CDP’s response to trends and issues identified as the result of assessment of complaints received and adjudicated. Based on experience with the Pittsburgh and New Jersey consent decrees, we anticipate an average of 15 specialized curricula per year, over the duration of the decree. This phase of the project will be led by Mr. Reiter, with assistance from other team members as needed. Phase Eight, Building Templates for Statistical Reports, is designed to allow staff to develop and field test reporting protocols and forms for the periodic reports required by the consent decree. The form, fashion and style of the reports, the analytical process for the report, and the specific data of the quarterly reports will be designed during this phase. Proposed formats will be reviewed with the Court, the CDP, and the Department of Justice for comment and suggestions. Revisions will be made to ensure that Public Management Resources reporting formats achieve the goals established by the consent decree. This phase of the project will be led by Dr. Ginger. Phase Nine, Revision and Finalizing Reporting Templates, is based on completion of Phase Eight. Revisions to final reporting templates for Public Management Resources quarterly and semi-annual reports will be made based on recommendations and requests of the parties. This phase of the project will be led by Dr. Ginger. Phase Ten, Assessment of Revised CDP Internal Affairs (“IA”) Investigations, is an ongoing phase of the proposed project. We anticipate that investigations returned as a result of monitoring staff review and assessment of CDP IA investigations (as described under Phase Six, above) will necessitate a second assessment of returned investigations to ensure conformance with established investigative standards. These standards are delineated in the description of Phase Six, above. Based on our experience with the Pittsburgh consent decree, wWe anticipate an initial failure rate of 20 percent, which will drop to 10 percent in year two and less than five percent for each year thereafter. These expectations are obviously hypothetical at this point, as members of the proposed monitoring team have no direct knowledge of the CDP IA process. This phase of the project will be lead by Mr. Reiter. Phase Eleven, Reporting, will also be an on-going phase, requiring full and thorough reports relative to the CDP’s performance in meeting the requirements of the decree. Each report from the Monitor will assess the quality of complaint investigation, intervention steps taken by the CDP, discipline, use of force, searches and seizures, traffic stops, and the nature and type of alleged misconduct by CDP officers. Any required technical assistance will be provided as part of the Phase Eleven site visit process. Reporting will cover all aspects of the final decree filed with the Court. All team members will participate in this phase of the report, with final review, edit and publication completed by Mr. Cohen and Dr. Ginger. Phase Twelve, Ongoing Assessment of CDP Reports and Remedial Actions, will 7 require the monitors to assess all developmental products created by the CDP or outside vendors for appropriateness of conformance with the elements of the decree. The monitoring team will assess compliance efforts on an ongoing basis, and will provide detailed status reports until such time as the CDP is deemed to be in compliance with all requirements of the decree. This phase of the project will involve all members of the PMR team. 5.0 Specific Tasks for the Proposed Project The specific tasks identified for the proposed project include: 1. Supervising and quality control of all work product developed by the project team; 2. Building working relationships with the CDP, the City of Cleveland, the Community Police Commission, and the Department of Justice, Civil Rights Division; 3. Establishing data transfer procedures for the CDP and the City of Cleveland so that consent decree-related databases developed by these entities can be uplinked to Public Management Resources databases; 4. Conducting on-site verification of randomly selected data provided by the CDP and the City in compliance with the consent decree; 5. Refining specific tasks listed in the consent decree through face-to-face interaction and/or telephone consultation with key members of the compliance team within CDP and City of Cleveland and the Department of Justice; 6. Identifying information systems developed by the City, and building linkages between the City’s consent decree-related databases and Public Management Resources’ information systems; 7. Developing specifications for data transfer protocols between the City’s consent decree-related databases and Public Management Resources’ hardware/software systems; 8. Auditing initial data reporting and off-site linkages to ensure system integrity and accuracy; 9. Developing statistical and reporting templates for audit reports required of the monitor by the consent decree; 10. Preparing and presenting monitor’s reports regarding the levels of compliance attained by the CDP; 11. Conducting a review of all CDP final reports relating to allegations of police misconduct, and conducting a comprehensive review of a representative sample of all completed case files documenting the investigation and resolution of 8 allegations of police misconduct; 12. Conducting a detailed review of all remedial training processes implemented by the CDP as a result of the consent decree; 13. Preparing and disseminating statistical reports (as agreed to by the parties) regarding variations in citizens’ complaints filed with the CDP, the timeliness of investigations, case dispositions, remedial training, counseling, discipline, and other intervention methods used by the CDP; 14. Preparing and delivering statistical reports (as stipulated by the parties) regarding officer activity in the areas of Terry stops, search and seizure, use of force, arrests, and prosecutions (as applicable); 15. Notifying CDP of any deficiencies found in their completed investigations, and providing written notations for remedial steps to be taken to rehabilitate the CDP investigations of allegation of police misconduct; 16. Assessing records maintained by the City in response to the consent decree; 17. Conducting periodic assessments of records maintenance processes, database maintenance procedures, CDP facilities, and other staff facilities associated directly with the consent decree; 18. Assessing and reviewing other documents, as necessary, in order to determine the level of conformance of the CDP with the specific requirements of the decree; 19. Supervising all Public Management Resources personnel directly involved in the provision of services to the City of Cleveland, the Court and the Department of Justice under the terms of the consent decree, including all personnel assigned by PMR and those of any subcontractors; 20. Providing point-of-contact liaison with the Court, the City of Cleveland, the Community Police Commission, and the Department of Justice, and members of the City’s compliance team; 21. Ensuring the final quality of all work product produced by Public Management Resources and Mr. Cohen under the Cleveland project; and 22. Responding to inquiries and special requests made by the Court, the City, the Department of Justice, and/or other stake holders as required by the final consent decree, relating to the City’s compliance with the requirements of the decree. 5.0 Regular Contact with Stakeholders Throughout all of these functions, Mr. Cohen will be available “on-site” to provide consultative and mediative services. This will allow the parties to more quickly and 9 painlessly reach agreement with, and a more full understanding of, all of the abovedescribed elements of the monitoring methodology. The parties will know they are working with a local resident who is committed to the process, and who will supply a trusted presence for questions, concerns or issues. Mr. Cohen will also serve as the project’s on-site coordinator, working with the parties to ensure that agreement and consensus remain the focus of the project. Mr. Cohen will work closely with his comonitor, Dr. Ginger, to certify that the team’s expertise regarding methodology, data collection and analysis, and decision-making is actually implemented by the CDP. 6.0 Personnel Public Management Resources and Mr. Cohen have formed a team of experts who have the experience, training, and skill in the areas critical to completion of the performance- monitoring process. These areas include:  Working directly with clients from a broad range of business and government to mediate, arbitrate, and resolve critical and contentious issues;  Reporting to Federal Judges and the parties to consent decrees regarding adherence to objectives and progress toward agreed goals;  Working with law enforcement agencies in the United States, the United Kingdom, the Netherlands, Trinidad and Tobago, Mexico, and other countries to achieve measurable improvement in problem areas, such as excessive use of force;  Teaching, designing training for, and developing policies for activities relating to policing and constitutional law;  Assessing police internal affairs units’ conformance to established national standards and articulated local standards;  Assessing police agencies’ conformance to operational, administrative, and technical standards for policing;  Assessing, developing, and evaluating police information systems;  Reviewing and auditing police disciplinary processes, including structure, implementation, and documentation processes;  Working with processes involving collective bargaining and binding arbitration within local and state police agencies;  Working with governmental law-enforcement entities; and  Working with plaintiffs’ and defense counsel and testifying in state and federal courts. 10 The team includes the following individuals. All of their resumes are attached as Exhibit A, Personnel. Dr. James Ginger, the team’s Co-Monitor for Operations. Dr. Ginger has served as: (1) the independent auditor for the consent decree entered into by the City of Pittsburgh and the United States Department of Justice, (2) the independent monitor for the consent decree entered into by the State of New Jersey and the United States Department of Justice; and (3) the independent monitor for the consent decree entered into by the City of Albuquerque and the United States Department of Justice. Dr. Ginger has a 23-year history of providing top-quality research and assessment for police agencies in and outside of America, including Dallas, Texas; Atlanta, Georgia; Tampa, Florida; Los Angeles, California; Pittsburgh, Pennsylvania; the New Jersey State Police; Milwaukee, Wisconsin; the Federal Judicial Police for the State of Puebla, Mexico and the National Police of Trinidad and Tobago. In addition, Dr. Ginger has trained police managers during his tenure as Director of the Southern Police Institute and as Deputy Director of the Police Foundation, and provided consulting services to the Ohio Highway Patrol, the Port Authority of New York and New Jersey Police Department; the San Antonio, Texas Police Department; the Birmingham, Alabama Police Department; the Evansville, Indiana Police Department; and others. Mr. David R. Cohen, the team’s Co-Monitor for Party Relations. Mr. Cohen has been appointed as Special Master, Mediator, and/or Court Monitor by twelve different Federal Judges, including seven in the Northern District of Ohio. These appointments include some of the most complicated and contentious pieces of litigation in the country, such as national antitrust actions and mass torts. Mr. Cohen has also been entrusted as mediator and arbitrator in numerous highly complex multi-party cases, including disputes with governmental entities (the City of Akron, Ohio, and the State of Massachusetts), and he is widely viewed as a trustworthy, smart, and helpful resource to litigants and the Court. (See comments at his website, www.NeutralArbiter.com.) Mr. Cohen is a Life Member of both the United States Sixth Circuit Judicial Conference and also the Judicial Conference of the Eighth Judicial District of Ohio (which includes Cleveland and Cuyahoga County). Mr. Cohen is also a past President of the Academy of Court-Appointed Masters and he writes and publishes Cohen’s Special Master Case Reporter. Daniel Giaquinto, the team’s Deputy Monitor for Operations. Mr. Giaquinto is a partner at Kern Augustine Conroy and Schoppmann in Bridgewater, New Jersey and he is the former Director of the New Jersey Office of State Police Affairs, which is the agency responsible for oversight of State Police reform efforts related to the DOJ consent decree. He has intimate leadership knowledge in all areas of decree management, including training, supervision, use of force, discipline, information systems development, and planned change efforts. As an attorney, Mr. Giaquinto is very familiar with mediation and dispute resolution. He currently serves as PMR’s Internal Affairs specialist with the Albuquerque Police Department monitoring project. Chief Cedric Alexander, Psy.D. Chief Alexander is currently the Chief of Police for DeKalb County (Atlanta), Georgia, and the current president of the National 11 Organization of Black Law Enforcement Executives (NOBLE). In addition to a rich and varied career in law enforcement in the United States ( Transportation Security Administration’s Federal Security Director at Dallas/Fort Worth International Airport, and Police Departments of DeKalb County Georgia, Rochester, NY, and Miami-Dade). Chief Alexander also holds a doctorate in psychology (Psy.D.) from Wright State University. Chief Alexander will focus his efforts as a team member in the areas of Crisis Intervention services, Officer Assistance and Training, Supervision, and Policy and Procedures. Chief Roy A. Brown. Chief Brown is the (retired) Assistant Chief of Police for New Haven Connecticut and the (retired) Chief of Police for the Claremont (California) Police Department, where he had successful experiences particularly in Inspections, Planning, Training, and Internal Affairs. Chief Brown is a policy specialist, having written, revised and trained police officers in key policies such as use of force, bias-free policing, and citizen complaint processing. Chief Brown is an experienced command officer in the area of problem-solving policing. During his career, he has served as a police manager in New Haven, CT; Claremont, CA; Eugene, Oregon; and the City of Vancouver, WA. He has commanded patrol divisions, criminal investigations divisions, SWAT, tactical, and other mission-critical divisions. Mr. Phil Coyne. Mr. Coyne is the principal of Coyne Enterprise Solutions LLC and is a recognized specialist in police training and supervision. He was the commander of two New Jersey State Police units (Training Bureau and Office of Professional Standards), which were critical to that agency’s success in meeting the requirements of the consent decree with New Jersey State Police. Mr. Coyne has provided services in a decreerelated environment related to training, internal affairs, supervision, discipline, information systems, community relations, organizational development and planned change. Mr. Coyne was considered by the monitoring team to be one of the “star” agents of change within the NJSP, and currently serves as a member of PMR’s Albuquerque monitoring team. Ms. Patricia England. For ten years (2004-2014) Patty England served as the assistant chief investigator for the Office of Law Enforcement Professional Standards within the Office of the Attorney General, State of New Jersey. As such, she worked in conjunction with Dr. Ginger in developing and implementing systems to ensure adequate compliance with established (and enhanced) standards related to police internal affairs investigations. In 2009, when Dr. Ginger completed his monitorship of the NJSP, Ms. England assumed the oversight functions established by and implemented by Dr. Ginger. She has experience in setting performance standards, auditing those standards, and reviewing established and recommended procedures to ensure compliance with accepted standards in American law enforcement. Ms. England’s investigative career spans 33 years, most of it associated with administrative and white-collar crime investigations. Chief Patrick Oliver, Ph.D. Chief Oliver, who holds a Ph.D. from Antioch University in Leadership and Change, has extensive experience as a Chief of Police and as a police educator and trainer. His areas of focus include police recruitment, selection, and 12 training, managing multi-cultural police agencies, the use of assessment centers as a selection tool, and diversity in police operations. He has served as an active-duty chief of police in Ohio (including the City of Cleveland), as an Ohio State Trooper, and as a college and university educator. He also has extensive experience training and communicating “across cultures,” as witnessed by his success training police managers from various countries with the International Law Enforcement Academy. He has served as an advisor on diversity in policing to the Illinois Law Enforcement Standards Board and has published widely on that topic. Mr. Albert Preik. Mr. Preik was the Pittsburgh Bureau of Police consent decree manager from 1997 through 2001. He was instrumental in assisting that agency to achieve compliance with the nation’s first police consent decree. As such, he held key responsibilities in the areas of oversight of police policy development, training, supervision, discipline, and program management. He will serve as a facilitator and advisor for those holding similar positions at the CDP as they work to develop policy, training, and supervisory methodologies to comply with the requirements of the decree. Mr. Preik retired from the Pittsburgh Bureau of Police, after successfully commanding their compliance project with the first DOJ consent decree, at the rank of Commander. Mr. Manuel Quinoa. Mr. Quinoa is currently the Chief State Investigator for the Office of Law Enforcement Standards for the State of New Jersey. He has held that position for nearly six years. Upon dissolution of the consent decree with the New Jersey State Police, Mr. Quinoa led a team of investigators who, in effect, continued the monitoring practices established by Dr. Ginger independently of external oversight. His day-to-day tasks consist of monitoring the NJSP through the review of policies and procedures and operational functions based on those procedures. Mr. Quinoa has replaced the monitor’s functions conducted by Dr. Ginger from 2001 through 2009 for the State of New Jersey. Mr. Pete Sarna. Mr. Sarna is a nationally recognized leader—and critical thinker—in the area of public safety and public safety management, who has provided police leadership development training and expertise on a national scale on topics such as risk management, policing contemporary protest, police use of force, critical incident management, and deadly force review. As a Fulbright Scholar in policing, he has studied the British system of police extensively. He has worked as a project manager for police-related studies in more than 40 law enforcement agencies as diverse as Los Angeles, Oakland, and El Cerrito, California. Mr. David Torres. Mr. Torres is the former Commandant of the New Jersey State Police training academy, who was responsible for oversight and maintenance of the State’s compliance efforts in training at the trooper, supervisor, and management level during the compliance effort in response to the DOJ’s consent decree. Mr. Torres was another Officer considered by the monitoring team to be one of the “star” agents of change within the NJSP. He was tasked with an over-arching review and revision of police training on critical matters such as discipline, personnel practices, use of automated information systems, analytic methods, policy enforcement, staffing, recruitment, selection, and promotion. He will serve as a facilitator and advisor for those 13 holding similar positions at the CDP as they work to comply with the requirements of the decree. Other Team Members. This document reflects only senior level personnel. Existing staff will be augmented – but only as necessary – to handle fully any and all workload, should PMR and Mr. Cohen be successful in earning the opportunity to serve the City of Cleveland and its citizens. PMR professional staff (SMEs) are augmented by non-SME staff, as needed, including PMR’s Director of Operations and Analysis, Laurie Owens. Combined, the skills and abilities of these senior team members will allow not only for monitoring but also cooperative teaching, helping the CDP as it undertakes large-scale organizational development and planned change efforts in order to meet the requirements of the consent decree forged by the City of Cleveland and the United States Department of Justice. The table below depicts the decree tasks and the PMR/Cohen team members assigned to each. Table One: Team Member Distribution by Topic Team  Over‐ sight  Report Writing,  Review &  Editing  Bias‐Free  &  Commun‐ ity Policing  Ginger  X  X  X  Cohen  X  X  X  Giaquinto  X  Member  Use  of  Force  X  Brown  X  Coyne  X  England  X  Oliver  X  Preik  X  Quinoa  X  Reiter  X  Sarna  X  Torres  X  Super‐ vision  Policy &  Proced‐ ures  X  X  X  X  X  Alexander  Internal  Affairs  Trans‐ parency  Crisis  Officer  and  Inter‐ Assistance  Ovedsight  vention  & Training  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  X  7.0 Summary This proposal to monitor the Cleveland Police Department offers unique opportunities. First, it offers the Department of Justice an opportunity to demonstrate that a police department monitoring process, initially attempted with much consternation in 1997 with the first consent decree in Pittsburgh, actually works. Indeed, it works so well that those who were once monitored can rise to become members of a team of monitors themselves—individuals who have internalized the lessons learned during the monitoring process so that they can now serve as ambassadors, sharing with other 14 police departments the understanding that change can be made and can be beneficial to the agency and its members. Second, this proposal furthers a process begun recently by Dr. Ginger in Albuquerque, which is designed to literally incubate “new monitors.” Mr. Giaquinto, who currently serves as a senior member of PMR’s Albuquerque monitoring team, and Mr. Cohen, a long-time member of the bar in Ohio, will be further strengthened in their understanding of the monitoring process. The result will be that, in the future, these two team members will both be highly trained, highly experienced, and highly successful candidates for future monitoring projects. And third, this proposal offers to the City of Cleveland and members of the Cleveland Division of Police the opportunity to be monitored by those who understand policing and who understand the process of implementing successful monitoring regimens, and have learned what works and what does not. Further, the presence of a co-monitor who is a Cleveland native, and who has long experience working for the Federal Court as a Monitor and Special Master, ensures healthy relationships between all of the parties and other stakeholders, built on understanding and trust. PMR, Mr. Cohen, and their team members look forward to working with the City of Cleveland, the Cleveland Police Department, and the Department of Justice, and all stake-holders to move the monitoring project forward expeditiously, successfully, and with good will amongst all participants. 8.0 Budget and Program Narrative PMR/Cohen have carefully and thoughtfully developed a budget for the proposed project that is capable of meeting most if not all exigencies expected in a project of this magnitude, without sacrificing service for false economy. It has been our experience that underfunding such projects can create serious operational problems when the first deadline is missed by the monitored agency. 8.1 Budget and Costs by Topic There are seven budgetary “centers” in the PMR/Cohen cost planning document, presented below. They consist of 1. 2. 3. 4. 5. 6. 7. Planning, Assessment, and Program Design; Oversight and Management; Implementation (Data Collection and Analysis); Party consultation & communication; Community outreach and empowerment; Evaluation of policing outcomes; and Report writing. Leadership for the PMR/Cohen proposal is well versed in these seven operational phases of monitoring. Dr. Jim Ginger has successfully monitored two decree-related projects (the first in Pittsburgh, Pennsylvania (where the chief issue was use of force) in 15 1997 and the second with the New Jersey State Police. Further, Dr. Ginger was contracted by the parties to write the methodology for the successful decree with the Los Angeles Police Department. 1. Planning, Assessment and Program Design The central tenet in all PMR-designed monitoring projects is development of a clear, concise, and thorough operational methodology that defines what is and is not compliant. A clear operational methodology has been a central part of every successful decree since 1997 when Dr. Ginger invented that process for the Pittsburgh Police project. The methodology depicts what constitutes compliance, using a standard of 95 percent to reach compliance. The vast majority of PMR’s compliance projects have used this standard, and have been able to comply with the requirements of decrees thus evaluated within reasonable periods of time. 2. Oversight and Management One of the keys to PMR’s continued success in the field of consent decree/settlement agreement management is the PMR model of oversight and project management. As opposed to a top-down “telling” model, the PMR uses a bottom-up “coaching” model that couples development of effective compliance methods with a hands-on problemsolving method built from nearly 25 years experience in planned-change practices for police agencies in the US. For PMR/Cohen, success in Cleveland means leaving behind a strong cadre of knowledgeable, proven-successful middle and executive level managers who can adapt to changing situations by using proven methods of assessment, management, evaluation and response. PMR/Cohen plans for the Cleveland Division of Police the exact same oversight, management, and consultation process that has proven successful in Pittsburg and New Jersey. 3. Implementation Staff from the PMR/Cohen team consist of three doctoral-level proven leaders, a Fulbright Scholar, and nine other widely experienced program leaders. Each has been proven successful in their own right in the field of policing. As a team, they provide for the Cleveland Division of Police an unparalleled opportunity to grow with guidance and mentoring from proven successful leaders. Implementation will consist of five phases:      Development of an operationalized methodology; Discussion of implementation mechanisms; Identification of data collection and analysis processes; Data collection and analysis; and Feedback and adaptation. CDP personnel will be coached, if necessary, in implementation through this methodology. 16 4. Party Consultation and Communication PMR/Cohen staff build into their project ample opportunities for consultation with the parties. These include monthly “status conferences” with the parties, and joint problemidentification and problem-solving sessions amongst key stakeholders within the City, DOJ, and others directly impacted by the implementation process. 5. Community Outreach A substantial portion of the PMR/Cohen budget shown below is dedicated to community outreach: identifying, building communications links with, and transferring information among groups who have a mutual interest in seeing the CDP achieve its goals and objectives relating to compliance with the requirements of the Decree. Dr. Ginger built such linkages in Pittsburgh and in New Jersey and is currently doing so in Albuquerque. All of the current and former chiefs of police on the PMR/Cohen team have extensive experience in community outreach and consultation. 6. Evaluation of Policing Outcomes Members of the PMR/Cohen team have extensive experience in outcome evaluation for policing practices. Dr. Ginger created the first process of “operationalzing” consent decrees in Pittsburgh, and improved the process again and again in his monitoring methodology development practices in New Jersey, Los Angeles and Albuquerque. Virtually every element of the Decree in Cleveland will be operationalized with a known, quantitative, measureable and definitive “outcome.” Until those outcomes are achieved, compliance is not met. A copy of the first and last New Jersey State Police Reports are available at http://www.nj.gov/oag/monitors_report_1.pdf and http://www.nj.gov/oag/monitors‐report‐17.pdf if the reader is interested in seeing concrete examples of how achievement is best measured in a Decree environment. 7. Report Writing All PMR/Cohen reports will be written specifically to respond to the elements identified in the CDP decree. Reports will be delivered twice annually, and will be similar in nature, albeit with different outcome variables, as the New Jersey State Police monitoring reports, available on-line at: www.nj.gov/oag/monitors.htm. Reports for the CDP monitoring process will be completed using a similar process and format. Both Cohen and Ginger have deep experience providing Reports to Courts and the public. 17 Cost Categories and Total Project costs for the proposed PMR/Cohen project with the Cleveland Division of Police are developed in four categories:     Travel for On-Site Community Outreach Visits and On-Site Problem-Solving Contingencies; Management and Oversight; Report writing and Review; and Indirect costs. Each of these is discussed in some detail below. Travel Travel costs consist of encumbrances for travel to and from Cleveland, hotels, meals, and the hourly rate expenditures for project staff while on-site in Cleveland, for hourly rates in preparing for site visits, and for hourly rates for report writing directly connected to reporting the results of ten site visits to Cleveland. Funds are also allocated for interim (between site visits) trips to Cleveland to deal with exigent issues that always arise in monitoring projects. Costs for airfare, hotel, meals, and so on are projected at over the five-year duration. Costs for the hourly rates of all Team members for all of the work associated with all site visits is projected at Thus, total travel costs are projected at See below for further breakdowns. Management and Oversight Costs for M&O include development and documentation of an operationalized methodology (in previous projects those documents exceeded 300 pp.) and planning and oversight of ten on-site visits over the five-year life of the project. These services are provided directly by Dr. Ginger and Mr. Cohen and selected senior team members. Costs are expected to average per hour for a maximum of 800 hours, totaling over the five-year life of the project. Report Writing and Review Costs for report writing, staffing, and review include data collection and analysis; data “sense-making” conference calls and consultations; report writing, review and editing; and discussions with the parties concerning the content of the reports. These services are provided directly by Dr. Ginger and Mr. Cohen and selected team members. Costs are expected to average per hour, totaling over the five-year life of the project. Indirect Costs Indirect costs cover the intangibles of developing, executing, and managing a long-term planned change process, and include liability insurance, software, computer equipment, support personnel, office space, utilities and supplies. Indirect costs total 18 Total Costs Total costs for the proposed PMR/Cohen project equal 9.0 Potential Conflicts of Interest Members of the proposed monitoring team know of no potential conflicts of interest that would preclude the PMR/Cohen team from being considered for this project. Table One: Projected Travel Costs Hotels  (14/dayx7 x 10SV x   Exigent Travel  3 staff  Air  (14 x 10SV x Avg Cost)  Meals  (14 X 6 x x 10SV)  Rental Cars  (6 cars x 7days x 10SV x    Hourly Rate Costs  (HR x 8 x 15 days *10*14)  Exigent Hourly  Total Direct Travel  Rates are projected by number of staff (14 including one administrative staff) on site by the number of site visits. 19 APPENDIX A: Project Team CVs Curriculum Vita Proposed Co-Monitor for Operations James D. Ginger 6877 Francis Marion Rd Pamlico, SC 29583 (210.240.2159) EDUCATION: Ph.D., Public Administration, Center for Public Administration and Policy, Virginia Polytechnic Institute and State University, Blacksburg, Virginia (1984). Master of Science, Justice Administration, University of Evansville, Evansville, Indiana (1977). Bachelor of Science, Law Enforcement, University of Evansville (1975). Bachelor of Arts, Sociology, University of Evansville (1973). PROFESSIONAL EXPERIENCE: Chief Executive Officer, Public Management Resources, San Antonio, Texas (April, 1992- present) Associate Professor of Criminal Justice/Executive Director, Center for Justice Policy, St. Mary's University, San Antonio, Texas (August, 1992-present) and Chief Executive Officer, Public Management Resources, San Antonio, Texas (April, 1992-May, 2001). Deputy Director, Police Foundation, Washington, D.C. (1986-1992). Director, Southern Police Institute, University of Louisville, Louisville, Kentucky (1988-1989). Management Services Administrator, San Antonio Police Department, San Antonio, Texas (1984-1986). Assistant Professor of Political Science and Criminal Justice; Coordinator, Criminal Justice Program, Department of Political Science and Criminal Justice, Radford University, Radford, Virginia (1981-1984). Assistant Professor of Criminal Justice, Faculty and Department Chair, Bluefield State College, Bluefield, West Virginia (1977-1981). Director, Research and Planning Unit, Evansville Police Department, Evansville, Indiana (1975- 1977). 20 Personnel Officer, Evansville Police Department, Evansville, Indiana (1973-1975). Police Officer, Evansville Police Department, Evansville, Indiana (1969-1973). RELATED PROFESSIONAL RESPONSIBILITIES AND ACHIEVEMENTS Public Management Resources (1992-present) The Chief Executive Officer of Public Management Resources is responsible for strategic planning, marketing, budgeting and management. The position oversees complex planned change and organizational development projects throughout the United States and foreign countries. Police Foundation (1986-1992) The Deputy Director of the Police Foundation is a senior-level executive position reporting directly to the President of the Police Foundation. Managed a staff of twenty full-time professionals and 25 primary and field consultants. Responsible for establishing project plans, developing program and project strategies, and overall program management for research and technical assistance projects totaling more than $2.4 million annually. Planned and implemented a nationwide technical assistance and training project for the U.S. Bureau of Justice Assistance. The project provided training and technical assistance in the areas of Integrated Criminal Apprehension Programs (ICAP), arson control programs, STING programs, and organized and white-collar crime investigation programs. Delivered or supervised the delivery of technical assistance to more than 100 individual police departments, including the Kentucky State Police; the cities of Atlanta, Tampa and Dallas; Yale University; and others. Developed a strategic plan for technical assistance programs for the Police Foundation, including new program development, marketing and implementation strategies, and diversification strategies. Moved the Foundation from a purely research organization to one which has a balanced research and technical assistance approach to improving law enforcement. Developed an innovative strategic planning methodology for law enforcement agencies, using a modified Delphi technique and nominal group processes to identify and articulate critical policing needs, action steps, missions, values and goals. Developed and managed grants and contracts from federal, state and local sources totaling more than $3 million, including agencies such as the Bureau of Justice Administration, the Office of Juvenile Justice and Delinquency Prevention, the Florida Supreme Court and numerous local police agencies and community organizations. 21 Southern Police Institute (1988-1989) The Director of the Southern Police Institute is an executive-level position, responsible for external relations among the Institute's many constituencies. During an 18-month sabbatical from the Police Foundation: Managed a professional staff of twelve full-time and part-time faculty, trainers, and professionals. Responsible for strategic planning, marketing, strategy development, budget development and program development for the nation's premier police management institute. Planned and implemented a long-range strategy to move the institute into a position of strength in both the educational and training markets in police supervision, management and administration in the United States. Developed grants and contracts in excess of $750,000 with state and local governmental agencies, including the states of Kentucky, Ohio, Florida and North Carolina, and local governments such as St. Paul, Minnesota; Springfield, Illinois; Greensboro, North Carolina, and others. San Antonio Police Department (1984-1986) The Management Services Administrator was a senior-level management position reporting directly to the Chief of Police of the San Antonio Police Department. At the time, the City of San Antonio was the tenth largest city in the United States, with a police complement of over 1,700 sworn personnel. Information Systems Development Developed a comprehensive five-year information management plan for the SAPD, using a new priority development methodology and outlining a new strategic direction for information processing for the department, which used two IBM-style mainframe computers. Developed a systems design function for the department which provided complete system definition and design formats to the centralized data processing unit for the city. Created a technologically advanced microcomputer system for the department, moving the department from a cost accounting research mode to a complex model-building and quantitative decision-making mode. Improved major information systems delivery to the department form the centralized city data processing unit from one major system per three years to more than 13 per year. Improved ad hoc information systems request delivery to the department from the centralized city data processing unit from 16 percent to 98 percent. 22 Budget Development Planned and developed the annual budget for the department, a $78 million general fund and capital expenditure program for FY 1986-87. Exercised direct responsibility for the $2.5 million Planning Section budget which included funds for the department's information systems operations and acquisition. Developed and coordinated presentation of FY 1986-87 budget for the city's public safety services, a $159 million general fund and capital expenditure budget. Program Planning Served as a member of the City Manager's "Strategic Planning Group," a group with overall responsibility for implementing strategic management as a city government planning process. Served as a member and coordinator of the Police Chief's Executive Planning Group, a group responsible for decision-making and program development for the department. Developed a program of strategic planning for the department including use of the Delphi technique and other innovative strategic planning processes. Developed a long-range planning process for the department, to include the department's first five-year plan. Research Developed research and recommendations concerning feasibility, configuration and operation of the SAPD Police Training Academy, a $3.6 million, multi-phased, regional police training facility, completed in 1990. Developed research and recommendations concerning feasibility, configuration and operation of a SAPD detention facility, a $2 million project designed to save the city $4.3 million per year. Developed research and recommendations for an innovative program of delivery of police services for downtown San Antonio. Developed research and recommendations and coordinated creation of documentation for a $20 million public safety bond package for the SAPD and the San Antonio Fire Department. Program Evaluation Routinely evaluated program performance for a variety of police programs, including the police Repeat Offender Program. 23 Developed productivity and evaluation measures for all SAPD divisions. Developed overall organizational productivity indicators for the SAPD. Developed organization effectiveness, efficiency and economy measures for the SAPD. Grants Management Directed the grants administration process for the SAPD, with funding totaling $700,000 per year for programs in planning, information systems, crime prevention, juvenile justice and minority recruiting. Management Functions (staff direction) Directed a professional staff of twelve, including five sworn and seven civilian personnel. Established task, priority, goals, objectives and evaluation criteria for all professional staff members. Coordinated presentation development for staff reports presented to city council, state government units, the National Institute of Justice, etc. Radford University (1981-1984) The Coordinator of Criminal Justice was a mid-management position reporting to the Chair, Department of Political Science. Coordinated a staff of nine full-time faculty from the departments of Political Science, Psychology, Social Work and Sociology. Developed course schedules, educational program components, multi-year programming plans and program policy. Developed a Master of Criminal Justice degree program. Achieved state approval and certification; coordinated with other educational institutions. Developed recruiting, staffing and administration processes for the program. The program was an interdisciplinary approach, geared toward both in-service and pre-service personnel. Served as advisor to Lambda Alpha Epsilon fraternity and as advisor to 300 criminal justice students. Increased enrollment in the criminal justice program from 150 in 1981 to nearly 300 in 1984. Bluefield State College (1977-1981) The Department Chairman, Department of Criminal Justice, was a mid-management position reporting to the Chair, Social Science Division Directed a staff of ten full-time and part-time faculty in delivery of the College's criminal justice program. Prepared divisional budget plans, and served on various divisional 24 committees. Delivered educational programs in criminal justice for two- and four-year degrees in three off- campus and one on-campus locations. Served as faculty chair (1980-1981). Responsible for coordinating all standing and ad hoc faculty committees. Developed and implemented a merit pay system for all full-time faculty. Conducted a comprehensive review of the management-governance structure of Bluefield State College. Produced a detailed report outlining problem areas, suggesting improvements and recommending positive organizational change. Increased enrollment in the Criminal Justice Department from 180 in 1977 to nearly 400 in 1981. Evansville Police Department (1969-1977) The Director of Research and Development was a senior-level, sworn position, reporting directly to the chief of police. Developed an integrated information processing system for the department, the first such system in Indiana. The system provided information on manpower allocation, budget data, crime analysis and program audit information. Directed a staff of seven full-time and part-time personnel, including goal/objective development, evaluation criteria development and personnel scheduling. Planned and implemented an innovative patrol service delivery system which required complete reorganization of patrol operations, basing manpower on workload and providing peak availability during peak demand times. Developed the department's first comprehensive "Operations Manual." This process entailed complete review and revision of departmental position descriptions, operating procedures, rules and regulations. Provided grant administration and reporting functions for the department, including federal funding of $350,000 for a three-year patrol reorganization program. DISSERTATION: "Preparing for Crisis Management: The Use of Networking, Boundary Spanning and Collateral Organizations in Planning for Strategic Response to Terrorism," Virginia Polytechnic Institute and State University, 1984. PRESENTATIONS: “Social, Political and Economic Trends Shaping Police Administration in the Third Millennium.” Paper presented to the annual meeting of the Academy of Criminal Justice Sciences, Law Vegas, Nevada, 1996. 25 “Planning for the Future of British Policing.” Paper presented at the University of Portsmouth, England, Institute for Criminological Studies, 1994. “Six Trends Affecting American Policing.” Paper presented to the Police Executive Leadership College, Ohio State University, 1993. "Strategic Planning for Law Enforcement Executives." Paper presented to the Police Executive Leadership College, Ohio State University, 1992. "Service Delivery to Culturally Diverse Communities: Responding to Social, Economic and Cultural Diversity." Paper presented to the annual meeting of the Southern Police Institute Alumni Association, 1991. "Critical Trends Affecting Policing: A Precursor to Strategic Planning." Paper presented to the International Association of Chiefs of Police, Section for State and Provincial Police Planning Officers, 1990. "Strategic Planning for Police: Building Planning Methods that Work." Paper presented to the annual meeting of the National Association of Police Planning and Research Officers, 1989. "Strategic Management: A Methodology for Meeting Uncertain Futures." Paper presented to the annual meeting of the National Association of Police Planners, 1984. "Terrorism and Interorganizational Cooperation: Strategic Management of America's Anti- Terrorist Response." Paper presented to the annual meeting of the American Society for Public Administration, 1983. "Integrated Program Analysis Methodologies: A Quantitative Approach." Paper presented to the annual meeting of the Academy of Criminal Justice Sciences, 1982. "Comparative Police Administration: A Proposal for the Eighties." Paper presented to the annual meeting of the Academy of Criminal Justice Sciences, 1981. "Pre-Planned Crisis Intervention." Paper presented to the annual meeting of the Indiana Professional Police Association, 1977. MONOGRAPHS, PUBLICATIONS: Ginger, JD. Under Observation: Leadership in American Policing, in McKenzie, I.K. and Bull, R., (Eds.), Criminal Justice Research: Influence, inspiration and ideation. Aldershot: Ashgate, 2001. Ginger, J.D., et al., A Management Study of the Gila County Sheriff’s Department. Indian Valley, Virginia: The Gallagher-Westfall Group, 1996. ________, A Performance Audit of the New Bern, North Carolina Police Department. . Indian Valley, Virginia: The Gallagher-Westfall Group, 1996. 26 ________, A Review of Personnel and Management Practices of the Pampano Beach, Florida Police Department. Indian Valley, Virginia: The Gallagher-Westfall Group, 1995. ________, An Assessment of the Greenville, North Carolina Police Department. Indian Valley, Virginia: The Gallagher-Westfall Group, 1995. Ginger, J.D., A Benchmarking Study of the Coatesville, Pennsylvania Police Department. Purcellville, Virginia: The Gallagher-Westfall Group, 1994. ______, Manpower Deployment in the Coatesville, Pennsylvania Police Department. Purcellville, Virginia: The Gallagher-Westfall Group, 1993. ______, et. al., A Management Review of the Cochise County, Arizona Sheriff’s Department, Purcellville, Virginia: The Gallagher-Westfall Group, 1993. ______, et. al., A Management Review of the Chino Valley, Arizona Police Department. Purcellville, Virginia: The Gallagher-Westfall Group, 1992. _____, et. al., A Model Policy Manual for Housing Authority Police. Cheshire, CT: Housing Authority Risk Retention Group, 1992. _____, An Assessment of Liability Risk Among Public Housing Authority Police. Cheshire, CT: Housing Authority Risk Retention Group, 1992. _____, An Assessment of the Public Safety Management Systems at Yale University. Washington, D.C., Police Foundation, 1991. Ginger, J.D. "Strategies versus Tactics: Police Officials Identify Strategies for Drug Traffic Control Programs." Washington, D.C.: Police Foundation, 1991. Ginger, J.D. and A. Pate, A Study of Racial and Ethnic Bias in the Law Enforcement System of the State of Florida. Washington, D.C.: Police Foundation, 1990. Ginger, J.D. Developing a Strategy to Improve Police Training: A Review of the Florida Law Enforcement Training Process. Washington, D.C.: Police Foundation, 1990. _____, An Audit of the Tampa, Florida Police Department's Program Implementation Process. Washington, D.C.: Police Foundation, 1990. _____, A Management Review of the Training Academy, Police Headquarters, The Port Authority of New York and New Jersey. Washington, D.C.: Police Foundation, 1990. _____, Improving Police-Community Relations in Prince George's County, Maryland. Washington, D.C.: Police Foundation, 1990. _____, Improving the Management Information Systems of the Birmingham, Alabama Police Department. Washington, D.C.: Police Foundation, 1989. _____, A Strategic Plan for the Arvada, Colorado Police Department. Washington, D.C.: 27 Police Foundation, 1989. _____, Strategic Planning for the Charlotte, North Carolina Police Department. Washington, D.C.: Police Foundation, 1988. Ginger, J.D., and H. Williams, "The Threat of International Terrorism in the United States: The Police Response," Terrorism, Fall, 1987. Ginger, J.D., A Review of the Administrative Processes of the Tampa Police Department. Washington, D.C.: Police Foundation, 1987. _____, Policing Atlanta in the Year 2,000: A Final Report. Washington, D.C.: Police Foundation, 1987. _____, An Assessment of the Management Information Systems of the Arvada Police Department. Washington, D.C.: Police Foundation, 1987 SPONSORED GRANTS AND CONTRACTS: United States Department of Justice/City of Albuquerque $4.5 million Served as the independent monitor for a consent decree entered into between the United States Department of Justice, Civil Rights Division and the City of Albuquerque, New Mexico. Monitored and assessed APD activities in the areas of training, supervision, policy, discipline and internal affairs investigations. Served as an agent of the Federal District Court for New Jersey (2015- 2009). United States Department of Justice/City of Los Angeles $269,000 Developed the monitoring methodology to be used in monitoring the police practices consent decree entered into by the Civil Rights Division, USDOJ and the Los Angeles Police Department concerning police operations, training, supervision, discipline, internal affairs investigations, and executive-level management (2001). United States Department of Justice/Office of the Attorney General, Office of State Police Affairs, State of New Jersey $1,923,000 Served as the independent monitor for a consent decree entered into between the United States Department of Justice, Civil Rights Division and the New Jersey State Police. Monitored and assessed NJSP activities in the areas of training, supervision, policy, discipline and internal affairs investigations. Served as an agent of the Federal District Court for New Jersey (2000- 2009). Office of the Attorney General, Civil Rights Bureau, New York State $33,000 Assisted the Civil Rights Bureau in designing and implementing a comprehensive statistical and operational assessment of the New York City Police Department’s training, supervision and administration of its stop and frisk practices (1999). 28 United States Department of Justice/City of Pittsburgh $430,000 Selected by the U.S. District Court for the Western District of Pennsylvania to serve as the compliance auditor for a consent decree entered into by the City of Pittsburgh and the U.S. Department of Justice, Civil Rights Division. Monitored and assessed compliance in the areas of police selection, training, supervision, policy, discipline, internal investigations, and promotion (1997-2002). Raytheon Corporation/National Institute of Justice $81,000 Project Director for a project to assess the effectiveness of man-portable Forward Looking Infra-Red (FLIR) technology in police patrol and support applications (1998) Alamo Area Council of Governments, San Antonio, Texas $1.4 million Grants coordinator for the San Antonio Police Department for a series of two-year projects to improve the automated information systems capacities of the police department. The awards were supplemented by smaller projects in juvenile justice, traffic enforcement, and other law enforcement related grants (1984-1986). United States Bureau of Justice Assistance $1.3 million Project director for BJA's multi-year technical assistance and training project, a project which provided on-site technical assistance and training for more than 300 police agencies in topics such as: Integrated Criminal Apprehension Programs (ICAP), arson investigations, STING operations, white collar crime and police management information systems (1986-1989). United States Department of Justice Office of Juvenile Justice and Delinquency Prevention $ 399,000 Designed a nationwide project for technical assistance and training in "Law Enforcement Handling of Juvenile Offenders," a project which assessed national strategies for responding to juvenile crime and delinquency (1988). United States Law Enforcement Administration $ 320,000 Project manager for the Evansville Police Department's Patrol Emphasis Program, a multi-year project which reorganized the department's patrol function (1976-1977). International Business Machines and Chiefs Software $ 250,000 Obtained the donation of an IBM AS400 mini-computer, 25 terminals and associated CHIEFS software for the Southern Police Institute's computer laboratory (1989). City of Yonkers, New York $ 199,000 Managed a multi-faceted planning and implementation contract for the Yonkers Police and Fire Departments. The project planned, designed and implemented an automated 29 police-fire-EMS dispatch system and an automated records management system for police and fire (1993). Ohio State Highway Patrol $ 154,000 Project director for a contract to develop and deliver a series of 10-week command officers development course for the State Highway Patrol and for police executives throughout the state. The project contained instruction in the areas of police management, organizational design and change, psychology of organizations, police supervision and automated information systems (1988-1989) United States Department of State $ 80,000 Developed a 120-hour intensive curriculum for the nation of Trinidad and Tobago's National Police Service, focusing on improvement of administrative, managerial and operational methodologies to improve police-community interaction (1991). Prince George's County Maryland $ 67,000 Project director and principal investigator of a one-year project to provide the department with recommendations for improving community relations, internal affairs, training, supervision and policy. Yale University $ 65,000 Directed a multidisciplinary review of public safety management systems for Yale University, including a review of transportation, physical security, police and administrative processes (1991) Tampa Police Department $ 50,000 Project director and principal investigator of a one-year project to assess the department's performance in the areas of recruiting, selection, retention and promotion of personnel; training curricula development and training processes; use of force policies and procedures; internal disciplinary procedures; and community relations systems. Conducted a one-year follow-up audit of departmental performance in implementing report recommendations. Port Authority of New York and New Jersey $ 47,000 Project director and principal investigator of a project designed to improve the quality of police training for the Port Authority, the largest transportation police agency in the world. Provided recommendations regarding organizational structure, staffing, curriculum development and supporting activities of the training academy (1989-1990). The San Antonio Youth Firearm Violence Initiative $49,400 Project director and principal investigator of a project designed to assess the effectiveness of police strategies to reduce youth firearm-related violence in the nation’s 30 ninth-largest city. Provided program design, data collection, and evaluation processes for the SAPD (1995-1996) The Housing Authority Risk Retention Group $ 30,000 Conducted a liability assessment and model policy development for 36 public housing authority police agencies, including the Chicago Housing Authority, the St. Louis Housing Authority and others. Dallas Texas Police Department $ 27,000 Project director of a performance audit for the Dallas, Texas Police Department's internal affairs division. Developed findings and recommendations to improve the department's ability to manage internal investigations. Florida State Supreme Court, Commission on Racial and Ethnic Bias $ 13,000 Project director for a one-year project to assess the levels of racial and ethnic bias in the justice system of the state of Florida. Developed recommendations and suggestions for improving police training, recruiting and selection, promotion and evaluation. Many of the report's recommendations were incorporated into law by the Florida legislature. CASE CONSULTATION AND EXPERT TESTIMONY 1. Williams v. Indiana State Police et. Al., provided case consultation for the plaintiff regarding policy, training, supervision and management practices related to use of deadly force and response to suicidal persons—Michael Sutherlin & Associates, Indianapolis, IN (2013). Pending—deposed 2. Reeves v. Town of Cottageville, provided case consultation for the plaintiff regarding policy, training, supervision and management practices related to use of deadly force— Mullins McCleod, McCleod Law Group, Charleston, SC (2013). Jury verdict $97,000,000 to plaintiff—testified. 3. Does 2 and 3 v. Rosa, provided case consultation for the plaintiff regarding poicy, training, supervision and management practices related to child sexual abuse—Mullins McCleod, McCleod Law Group, Charleston, SC. (2013) Pending-deposed 4. YoungBey v. Metropolitan Police Department, provided case consultation for the plaintiff regarding policy, training, supervision and management practices related to Emergency Response Team practices, policy development, training, and supervision— Douglas Wilson, Jenner and Block, Washington, DC. (2012). Settled after deposition-- Deposed. 5. Thomas v. Arnold, provided case consultation for the plaintiff regarding policy, training, supervision and management practices related to race- and ethnicity- 31 based policing issues— Angelina Jackson, Ohio Justice Policy Center. (2010). Settled after my report. 6. Wilkins v. Maryland State Police, provided case consultation for the plaintiff regarding policy, training, supervision and management practices related to raceand ethnicity- based policing issues—Peter Lallas, Hogan-Hartson (2007-2008). Settled after my deposition. 7. Frank v. Los Angeles County, provided case consultation for the plaintiff regarding employee classification and police practices for the Los Angeles County Police—Jack O’Donnell, O’Donnel and Harrison (2001). Verdict for the plaintiff. 8. Smith v. Lexington-Fayette Urban County Government. Provided case consultation for the defense in federal litigation involving police profiling (1999). 9. Chavez v. Illinois State Police. Provided case consultation for the plaintiff in federal litigation involving police profiling (1999) 10. Gutierrez v. City of San Antonio. Provided case consultation for the defense in federal litigation involving police training, supervision, discipline, and use of force (1998). 11. Lu v. Harris County. Provided case consultation for the defense in state litigation involving police operational procedures (1998). 12. Glasscock v. City of Electra, Texas. Provided case consultation for the defense in state litigation involving personnel practices, personnel supervision and termination (1998). 13. Blair, et al. v. State of Arizona. Provided case consultation for the plaintiff in state litigation involving police operational procedures (1998). 14. Choi v. State. Provided case consultation for the defense (California Highway Patrol) in federal litigation involving false arrest and false imprisonment (1997). 15. Valles v. County of Bernalillo. Provided case consultation for the defense in state litigation involving police operation of emergency communications systems (1997). 16. Graham v. New York City. Provided case consultation for the defense in federal litigation regarding police operation of NCIC systems (1997). 17. Wright v. City of Dallas. Provided case consultation for the plaintiff in federal 32 litigation regarding police supervision, discipline and control of corruption (1997). 18. Vu v. Pennington. Provided case consultation for the plaintiff in federal litigation regarding the New Orleans Police Department and national standards and practice relating to police selection, supervision, training, discipline and retention, and policy (1996). 19. Kersh v. Whitehouse. Provided case consultation for the defense in federal litigation regarding police standards and practice relating to police selection, supervision, training and discipline (1996). 20. Papke v. The City of Irving, et al. Provided case consultation for the plaintiff in federal litigation regarding police standards and practice relating to police selection, supervision, training and discipline (1996). 21. Brown v. The City of Amarillo, et al. Provided case consultation for the plaintiff in federal litigation regarding police standards and practices relating to special operations and SWAT operations (1996). 22. Atkins v. The City of Carrollton and the City of Dallas. Provided case consultation for the plaintiff in federal litigation regarding police standards and practices relating to warrant execution and special operations (1996) 23. Broyles v. Denton County. Provided case consultation for the plaintiff in federal and state litigation regarding police standards and practices relating to decisions to arrest (1996). 24. Stuart v. Claggett, et al. Provided case consultation for the plaintiff in federal litigation regarding police abuse of force and police standards and practices (1996). 25. Bartee and Spurlock v. Red Lobster of Texas, et al. Provided case consultation for the plaintiff in federal litigation regarding police standards and practices, powers of arrest, and use of force. (1996). 26. Thomas v. Los Angeles County, et al. Provided case consultation for the defense in federal litigation regarding police abuse of force and police standards and practices (1995). 27. Kacal v. Houston Metropolitan Transit Authority Police Department. Provided case consultation for the plaintiff in federal litigation regarding police standards and practices in policy development, training, supervision and discipline. Pending (1995). 28. Perez v. City of Bay City. Provided case consultation for the plaintiff in state 33 litigation regarding police vehicle pursuits. Listed as expert witness. Settled (1995). 29. Rogers v. Merritt, et al. Provided case consultation for the plaintiff in federal litigation regarding police use of force and police standards and practices. Settled (1995). 30. Rodriguez v. Dona Anna County. Provided case consultation for the plaintiff in federal litigation regarding police use of force, special weapons and tactics response, and police use of deadly force. Listed as expert witness (1995) Settled (1997). 31. Ahm v. District of Columbia. Provided case consultation for the plaintiff in federal litigation regarding equal protection and police deployment practices. Settled (1995). 32. Rangel v. City of Big Spring. Provided case consultation for the plaintiff in federal litigation regarding police practices and execution of search warrants. Listed as expert witness. Settled (1995). 33. Evans v. The American Heart Association. Provided case consultation for the plaintiff in state litigation regarding police practices in high-speed pursuit and emergency vehicle operation. Listed as expert witness. Settled (1997). 34. Sanchez v. County of Medina. Provided case consultation and expert witness services for the plaintiff in federal litigation regarding police practices, use of force, training, selection, supervision and retention. Listed as expert witness, deposed, and testified (1995). 35. Andrus v. City of New Orleans. Provided case consultation for the plaintiff in a federal litigation regarding police use of excessive force. Listed as expert witness. Settled, (1994). 36. Sinthasomphone v. City of Milwaukee. Provided case consultation for the plaintiff in federal litigation regarding institutionalized racism in the Milwaukee Police Department in a civil case resulting from the Jeffrey Dahmer incident in Milwaukee, Wisconsin. Listed as expert witness, deposed. Settled, (1994). 37. Hoffman v. Sheffield. Provided case consultation for the plaintiff in a federal civil litigation involving excessive force, negligent supervision and discipline. Listed as expert witness, deposed and testified (1994). 38. Baker v. City of Galveston. Provided case consultation for the plaintiff in a federal civil litigation involving use of deadly force, negligent training, supervision, policy and discipline. Listed as expert witness (1994). Settled. 34 39. Coleman v. City of Grapevine. Provided case consultation for the plaintiff in a federal civil litigation involving malicious prosecution, negligent training, supervision and discipline, and negligent investigation of felony crimes. Listed as expert witness, deposed, testified, (1994). 40. Snyder v. Barthelemy. Provided case consultation for the plaintiff in a federal civil litigation involving negligent selection, retention, use of force and supervision (1994). Listed as expert witness. Testified, (1995). 41. Glaze v. County of Nueces, Texas. Provided case consultation for the defense in a state litigation involving police vehicle pursuit, represented by Brin & Brin. Provided consultation relating to policy, training, supervision and discipline (1994). Listed as expert witness. Case settled. Not deposed. 42. Alfaro v. County of Medina, Texas. Provided case consultation for the plaintiff in a federal civil litigation for violation of title 1983, represented by Clark & Gamble. Provided consultation relating to police recruitment, selection, retention, discipline, promotion, policy, training, use of force, and internal discipline. Deposed. Settled, (1994). 43. Shelton v. Bernalillo County. Provided case consultation for the plaintiff in a federal civil rights case involving use of NCIC protocols for wanted persons Settled (1994). 44. Askew v. the District of Columbia. Provided case consultation for the for the plaintiff in a civil litigation for violation of title 1983, represented by Patton, Boggs and Blow. Provided consultation relating to police training, policy, supervision, standards and practices, internal affairs and discipline (1993). 45. United States Congress, House Committee on Administration and Police. Provided consultation regarding police selection, promotion, testing and grievance processes to the committee (1993). 46. Jackson v. Lexington-Fayette County Urban Government. Provided case consultation for the defense in a civil litigation for abuse of force. Provided case consultation relating to police training, policy, supervision, internal affairs and discipline. Conducted extensive empirical analyses of the internal affairs and disciplinary decision-making processes (1992-1993). Listed as an expert witness. Case settled. Not deposed. 47. Provided case consultation and strategy development services to the City of Clearwater in preparation for pending litigation concerning several allegations of police misconduct. Conducted empirical research regarding internal affairs, supervision, discipline, policy and standards and practice (1992). Listed as expert witness. Not deposed. 35 48. United States Congress, House Judiciary Committee. Provided expert testimony regarding police standards and practices for the subcommittee on civil rights and liberties. Worked extensively with House staff regarding policies for the new NCIC 2000 information system, providing insight into police operations, police policy and standards and practices (1991) 32 49. Van Hook v. Southern Railway. Provided case consultation for the defense in a false arrest civil litigation, represented by Middleton and Reutlinger, Louisville, Kentucky. Provided case consultation relating to police standards and practices, training and supervision (1988). 50. Davis v. City of Evansville. Provided case consultation for the defense in an employment practices civil litigation, represented by the City Attorney, Evansville, Indiana. Conducted empirical research regarding height as a bona fide occupational qualification. Assisted in development of case strategy and testified at trial (1975). RELATED EXPERT TESTIMONY EXPERIENCE Pursuit Driving Tactics & Policy Developed empirical reviews of pursuit driving policies for 85 police and sheriff’s agencies in 27 states. Wrote model pursuit driving policies for 36 police agencies in 24 states. Police Training Developed empirical training reviews of more than 90 police and sheriff’s agencies, including Tampa, Florida; the Port Authority of New York and New Jersey; Prince George’s County Maryland and others. Directed the Southern Police Institute at the University of Louisville, one of the nation’s premier police management training centers. Supervision Developed supervisory training packages for many of the nation’s major law enforcement agencies, including the Ohio State Highway Patrol, the federal Bureau of Justice Assistance, and individual municipal and county law enforcement agencies. Use of Force Conducted empirical reviews of use of force policies for more than 100 police and sheriff’s agencies in 30 states, including Tampa Florida; Dallas, Texas; Lexington, Kentucky; Clearwater, Florida and Prince George’s County, Maryland. Wrote model use of force policies for 38 police agencies. Public Housing Developed an empirical review of 36 public housing police agencies, including 36 development of model policies and recommendations for operational improvements in the area of: domestic violence, use of force, selection and promotion, training and discipline. Selection & Retention Developed empirical review of selection and retention systems for more than 100 police agencies in 27 states, including an assessment of law enforcement selection processes for the state of Florida and for major urban and rural jurisdictions throughout the U.S. Discipline & Internal Affairs Conducted empirical reviews of internal affairs processes and police discipline for major American police agencies, including Tampa and Clearwater Florida; Prince George’s County, Maryland; Lexington, Kentucky; and Dallas, Texas. MEMBERSHIPS AND PROFESSIONAL ACTIVITIES Member, San Antonio Police Training Academy Training Advisory Board, 1997-1999. Member, Greater San Antonio Crime Prevention Commission, 1997-1999. Chair, Strategic Initiatives Group, Greater San Antonio Crime Prevention Commission, 1997- 1999. Member, editorial group, “National Report on Juvenile Offending and Victimization,” Chapter Five: “Law Enforcement’s Response to Juvenile Crime,” Office of Juvenile Justice and Delinquency Prevention, National Center of Juvenile Justice, 1994. Member, National Advisory Board, Juvenile Justice Systems Development Project, U.S. Department of Justice, Office of Juvenile Justice and Delinquency Prevention (19921995). Advisor, Citizens’ Committee on Police Internal Review, San Antonio, Texas, 1993. Member, National Technical Board, U.S. Department of Justice, Bureau of Justice Assistance, Juvenile Justice Resource Center (1992-present). Assisted the City of Waxahachie, Texas in development of grant applications exceeding $250,000 for the U.S. Department of Justice’s Community Policing Initiative. The Waxahachie grant was one of only six in Texas to be funded, and one of only two to receive full funding from the U.S. Department of Justice (1993). National chairman, Special Interest Group on Emergency Management, Section on National Defense and Security Administration, American Society for Public Administration (1983-1985). Member, National Board of Officers, Section on National Security and Defense Administration, American Society for Public Administration (1983-1985). 37 Criminal Justice Reviewer, Administration and Society (1987-present) Public Management Association American Society for Public Administration Phi Kappa Phi National Honors Society TEACHING EXPERIENCE Undergraduate Classes Constitutional Law Criminal Law Criminal Evidence and Procedure Human Resource Management Introduction to Criminal Justice Introduction to Corrections Organization and Administration Police and Public Policy Research and Evaluation Methods Social Deviance Police Organization and Behavior Graduate Classes Organizational Theory Policy Analysis Program Evaluation Research Methods Public Administration SPECIALIZED CURRICULA DEVELOPED Urban Police Operations, a 160-hour in-service curriculum for police managers and executives, developed for the U.S. Department of State. Strategic Management and Planning for the Federal Judicial Police, Puebla, Mexico. Command Officers Development Course, a 10-week, 400-hour in-service curriculum for police managers and executives developed for the Southern Police Institute, University of Louisville. Staff Officers Development Course, a 3-week, 120-hour in-service curriculum for police supervisors, developed for the Southern Police Institute, University of Louisville. Managing Integrated Criminal Apprehension Programs, a 24-hour in-service curriculum for police mangers developed for the U.S. Bureau of Justice Assistance. Investigation of Arson Cases, a 24-hour in-service curriculum for police and fire investigative personnel, developed for the U.S. Bureau of Justice Assistance. Building Community Issues for Community Policing, a two-day in-service curriculum for police managers and supervisors of Hendry and Lee counties, Florida. 38 Proposed Co-Monitor for Party Relations David R. Cohen Curriculum Vitae on following pages see www.SpecialMaster.biz for additional information 39 Special Master - US Courts Federal Special Master David Cohen Att... 1 of 7 http://specialmaster.biz/resume.php M E D I A T O R A R B I T R A T O R F E D E R A L S P E C I A L M A S T E R David R. Cohen HIGHLIGHTS Appointing Judges Honorable Honorable Honorable Honorable Honorable Honorable Honorable Honorable Honorable Honorable Honorable Honorable Kathleen McDonald O’Malley, Federal Circuit Court of Appeals (Washington,DC) Dan Aaron Polster, United States District Court (Cleveland) Nathaniel Gorton, United States District Court (Boston) Kathryn Vratil, United States District Court (Kansas City) Jack Zouhary, United States District Court (Toledo) David Dowd, United States District Court (Akron) Sul Ozerden, United States District Court (Gulfport) Sharon Johnson Coleman, United States District Court (Chicago) Solomon Oliver, Jr., United States District Court (Cleveland) John Adams, United States District Court (Akron) Christopher Boyko, United States District Court (Cleveland) Ann Aldrich, United States District Court (deceased) (Cleveland) Special Master Appointments In re Whirlpool Corp. Front-Loading Washer Prod. Liab. Litig., MDL no. 2001 (Multidistrict Consumer Class Action) In re Polyurethane Foam Antitrust Litig., MDL No. 2196 (Multidistrict Antitrust) Harlow v. Sprint Nextel Corp., no. 08-CV-2222 (D. Kan.) (Employment Class Action) In re Oral Sodium Phosphate Prod. Liab. Litig., MDL no. 2066 (Multidistrict Mass Tort) In re Welding Fumes Prod. Liab. Litig., MDL no. 1535 (Multidistrict Mass Tort) Howe v. City of Akron, no. 06-cv-02779 (N.D. Ohio)(Class Action Discrimination) Massachusetts v. E*Trade Access, Inc., no. 03-CV-11206 (D. Mass) (ADA Class Action) Sibley v. Sprint Nextel Corp., no. 08-CV-2063 (D. Kan.) (Employment Class Action) Butler v. Sears, Roebuck & Co., no. 06-CV-7023 (N.D. Ill.) (Consumer Class Action) Snap-On Bus. Solns. v. Hyundai Motor America, no. 07-CV-1961 (N.D. Ohio) (Patent and Indemnity) A.R. Arena Products, Inc v. Grayling Industries, Inc., no. 11-CV-1911 (N.D. Ohio) (Patent) Universal Surveillance Corp. v. Checkpoint Systems, Inc., no. 11-CV-1755 (N.D. Ohio) (Antitrust) 7/8/2015 4:50 PM Special Master - US Courts Federal Special Master David Cohen Att... 2 of 7 http://specialmaster.biz/resume.php Sterling Jewelers, Inc. v. Zales Corp., no. 12-CV-2823 (N.D. Ohio) (Lanham Act) EEOC v. Spitzer Management, Inc., no. 06-CV-02337 (N.D. Ohio) (Employment Discrimination) C.B. Fleet Co. v. Colony Specialty Ins. Co., no. 11-CV-375 (N.D. Ohio) (Insurance Contract & Bad Faith) Baxter v. Lincoln Electric Co., no. 08-WF-17037 (N.D. Ohio) (Product Liability) Banford v. Aldrich Chemical Co., Inc., no. 2003-CV-8704 (Ohio Ct. Common Pleas) (Mass Tort Explosion) Senior Law Clerk, In re Sulzer Hip Implant Prod. Liab. Litig., MDL no. 1401 (Multidistrict Mass Tort) Duties Overseeing and resolving all discovery and e-discovery issues, both MDL-global and case-specific. Ruling on privilege issues (75,000+ documents in Welding Fumes MDL). Coordinating federal and state-court litigation. Negotiating Settlement Agreements between plaintiffs, defendants, and insurers. Designing claims administration processes to pay settlement class. Serving as appellate reviewer of claimant settlement awards. Creating protocols and entering common benefit attorney fee awards. Monitoring and addressing ethical concerns. Monitoring compliance with Court-ordered injunctive relief. Drafting opinions for Judicial signature, ranging from pre-trial global Daubert issues to post-trial, case-specific JNOV motions. Presiding over Markman hearing and construing disputed patent terms. Assisting Judges in courtroom during bellwether trials. Organizations Academy of Court-Appointed Masters Charter Member Member, Board of Directors President Emeritus 2013 American College of E-Neutrals Charter Member Member, Board of Directors Association of Certified E-Discovery Specialists Invited Member, Certification Committee Charter Class, Certified E-Discovery Specialist Financial Industry Regulatory Authority (FINRA) Public Arbitrator (no. A58913) American Arbitration Association Weeklong Intensive Mediation Training Publications Appointing Special Masters and Other Judicial Adjuncts: A Benchbook for Judges (5th ed. 2013). Editor and Contributor. To download a copy of this Benchbook, click HERE. Cohen's Special Master Case Reporter Editor and Publisher. To view this month's Reporter, click HERE. Special Masters versus Magistrate Judges: No Contest, The Federal Lawyer 73 (Sept. 2014) To read this article, click HERE. The Judge, the Special Master, and You, Litigation Magazine (ABA Vol. 40 no. 4). To read this article, click HERE. The Most Powerful Federal Venue Statute of All, Inter Alia Magazine (FBA Aug. 2010) To read this article, click HERE. 7/8/2015 4:50 PM Special Master - US Courts Federal Special Master David Cohen Att... 3 of 7 http://specialmaster.biz/resume.php FULL RESUME EDUCATION Case Western Reserve University School of Law Juris Doctor Magna Cum Laude, 1991 Law Review Notes Editor Honors, Order of the Coif Class Rank – top 3% American Jurisprudence Award (three times) University of Michigan Honors College Bachelor of Arts with Distinction, 1981 Double Major in Economics and Psychology Class Honors – three years EXPERIENCE Special Master, In re: Oral Sodium Phosphate Soln. Prod. Liab. Litig., MDL No. 2066, 2009 - present Appointed by the Honorable Ann Aldrich to oversee all aspects of a mature, mass tort Multidistrict Litigation, including (a) settlement negotiations involving complicated insurance coverage issues; (b) administration of the claim payment process, requiring distribution of several hundred million dollars; and (c) determination of common benefit fee awards. Appointment continued after the Honorable Dan Aaron Polster inherited the MDL. Special Master, In re: Welding Fumes Prod. Liab. Litig., MDL No. 1535, 2004 - present Appointed by the Honorable Kathleen McDonald O’Malley to oversee all aspects of a mass tort Multidistrict Litigation involving 12,000 individual actions from across the country, including putative class actions. Duties include all discovery oversight, drafting case-specific and global MDL opinions, and assisting Judge at trial. See In re: Welding Rod Prods. Liab. Litig., 2004 WL 3711622 at *3 (N.D. Ohio Nov. 10, 2004) (Order of Appointment describing my duties). Special Master, Snap-On Bus. Solns. v. Hyundai Motor America, 07-CV-1961 (N.D. Ohio), 2010 - present Appointed by the Honorable John R. Adams to oversee discovery and privilege issues in a complex, multi-party indemnity action that ensued after patent litigation. Mediator and Special Master, 2005 - present Example subject matter: hired to mediate settlement of a lawsuit brought by a certified plaintiff class against a chemical company for damages related to a manufacturing plant explosion. After successful mediation, served as Special Master determining individual settlement awards to claimant sub-class. Banford v. Aldrich Chemical Co., Inc., Case No. 2003-CV-8704 (Montgomery Cty., Ohio Ct. Common Pleas). Senior Judicial Clerk, In re: Sulzer Hip Prosthesis Prod. Liab. Litig., MDL No. 1401, 2001-04 Helped supervise all aspects of this product liability Multidistrict Litigation, which was ultimately settled for over $1 Billion, payable to an opt-out, nationwide settlement class of about 40,000 members. See In re: Sulzer Hip Prosthesis and Knee Prosthesis Liab. Litig., 268 F.Supp.2d 907 (N.D. Ohio 2003) (summarizing the history of the case in the context of entering common benefit attorney fee awards). Senior Judicial Clerk, Northern District of Ohio Honorable Kathleen McDonald O’Malley, 1994-1996 and 1997-2004 Honorable Solomon Oliver, Jr., 1996-1997 Honorable Ann Aldrich, 1991-1992 Contacted by Judge O’Malley directly after she was appointed to the federal bench, invited to serve as her judicial clerk and assist her with all aspects of forming new chambers procedures. Associate Attorney, Porter, Wright, Morris & Arthur, 1992-1994 7/8/2015 4:50 PM Special Master - US Courts Federal Special Master David Cohen Att... 4 of 7 http://specialmaster.biz/resume.php Specializing in commercial litigation in trial and appellate courts. Annual performance review ratings of “superior.” Before Law School, 1982-1989 Assistant Product Manager, Progressive Insurance Company Managing high-risk truck programs. Commercial Leasing Agent, M.H. Hausman Company Specializing in retail leases and property sales. Vice President, Infomat, International Two-person start-up technology and advertising company. PROFESSIONAL ACTIVITIES Academy of Court-Appointed Masters Board of Directors 2009 - present Charter Member, 2004 - present Publications Committee Co-Chair, 2005 - present Membership Committee, 2010 - present President Emeritus 2013 American College of E-Neutrals Charter Member Member, Board of Directors, 2011 - present Association of Certified E-Discovery Specialists Invited Member, Certification Committee Charter Class, Certified E-Discovery Specialist The Sedona Conference Core Work Group Member, Mass Torts & Punitive Damages, 2008 - present E-Discovery Dispute Resolution Program For Special Masters & Mediators Judicial Panel on Multidistrict Litigation Assisting the Honorable William S. Duffey, Jr. with design and content of private Intra-Net resource website for MDL Transferee Judges American Inns of Court Member, 1992 - present Program Committee Member, 2000 - 2001 and 1996 - 1997 Membership Committee Co-chair, 1995 - 1997 Co-authored a six-part program, entitled “When a Lawyer and Her Client are Both Indicted,” which is now listed in the National American Inns of Court Program Library Catalog. Federal Bar Association, Judiciary Division Member, 1998 - present Board of Directors, N.D. Ohio Chapter, 2004 - 2008 National Convention 2000 Steering Committee, 1998 - 2000 Continuing Legal Education Sub-Committee, 1998 - 2000 Associate Adjunct Professor of Law, Case Western Reserve University Law School Teaching Pretrial Practice to third-year students. Consistent student evaluations of "excellent." Licensed Instructor, Ohio Peace Officers Training Council Teaching trial testimony to City of Cleveland Police Cadets. Professional Admissions Ohio Supreme Court, Atty. No. 0055347 Colorado Supreme Court, Atty. No. 022420 New York Supreme Court, Atty. No. 5082193 United States District Court, Northern District of Ohio 7/8/2015 4:50 PM Special Master - US Courts Federal Special Master David Cohen Att... 5 of 7 http://specialmaster.biz/resume.php United States Court of Appeals, Sixth Circuit Judicial Panel on Multidistrict Litigation United States Supreme Court Other Honors Life Member, Sixth Circuit Judicial Conference Life Member, Judicial Conference of the Eighth Judicial District of Ohio 2008 Magistrate Judge Merit Selection Panel PUBLICATIONS (examples, complete list available upon request) Appointing Special Masters and Other Judicial Adjuncts: A Benchbook for Judges (5th ed. 2013) Contributor and Co-Editor; published by the Academy of Court Appointed Masters. In 2006, with the assistance of the Federal Judicial Center, this Benchbook was distributed to every Federal Judge. To download a copy of this Benchbook, click HERE. David R. Cohen, Note, Judicial Malpractice Insurance? The Judiciary Responds to the Loss of Absolute Judicial Immunity, 41 Case W. Res. L. Rev. 267 (1990) This Note received national attention: Are Judges Overcharged for Insurance? Law Review Article Says Premiums Are Too High, The National Law Journal at 10 (March 19, 1991). The Most Powerful Federal Venue Statute of All, Inter Alia Magazine (FBA Aug. 2010) To read this article, click HERE. Judicial Opinions A complete list of published judicial opinions I helped draft is available upon request. Six examples: In re: Welding Fumes Prods. Liab. Litig., 364 F.Supp.2d 669 (N.D. Ohio 2005) (in a matter of first impression, concluding plaintiffs' claims for failure to warn were not preempted by federal law) (the Supreme Court quoted this opinion with approval in Altria Group, Inc. v. Good, 129 S.Ct. 538 (2008) (Thomas, J., dissenting); further, this opinion was discussed at length with approval in Richard C. Ausness, The Welding Fume Case and the Preemptive Effect of OSHA's Hazcom Standard on Common Law Failure-to-Warn Claims, 54 Buff. L. Rev. 103, 119 (2006)). In re: Sulzer Hip Prosthesis and Knee Prosthesis Liab. Litig., 268 F.Supp.2d 907 (N.D. Ohio 2003), affirmed, 398 F.3d 778 (6th Cir. 2005) (entering common benefit attorney fee awards following $1 Billion MDL class action settlement) (on appeal, the Sixth Circuit complimented the "holistic and reasonable nature of the court's analysis"). Doughty v. City of Vermilion, 118 F.Supp.2d 819 (N.D. Ohio 1999), affirmed, 2000 WL 1478388 (6th Cir. Oct. 4, 2000) (dismissing an exotic dancer’s First Amendment claims, brought under 42 U.S.C. §1983) (on appeal, the Sixth Circuit Court of Appeals stated this opinion was "well-reasoned" and wrote that, "[b]ecause the reasoning that supports the judgment in the defendants’ favor has been clearly articulated by the district court in a thorough and comprehensive opinion, the issuance of a detailed written opinion by this court would serve no useful purpose"). Ohio Hosp. Ass’n v. Shalala, 978 F. Supp. 735 (N.D. Ohio 1997), reversed in part, 201 F.3d 418 (6th Cir. 2000), cert. denied, 531 U.S. 1071 (2001) (examining subject matter jurisdiction in a lawsuit brought under the False Claims Act) (on appeal, the Sixth Circuit Court of Appeals noted this opinion was "extensive and very helpful"). Weatherchem Corp. v. J.L. Clark, Inc., 937 F. Supp. 1262 (N.D. Ohio 1996), affirmed in part and vacated in part, 1998 WL 854427 (Fed. Cir. Dec. 7, 1998) (declaring two patents invalid) (on appeal, the Federal Circuit Court of Appeals characterized this opinion as “thorough and legally sound”). Rose v. Village of Peninsula, 875 F. Supp. 442 (N.D. Ohio 1995) (analyzing separationof-powers issues and finding a village mayor’s court unconstitutional) (the Sixth Circuit Court of Appeals, in DePiero v. City of Macedonia, 180 F. 3d 770, 780 (6th Cir. 1999), adopted fully the Rose analysis, calling it “articulate and persuasive”). 7/8/2015 4:50 PM Special Master - US Courts Federal Special Master David Cohen Att... 6 of 7 http://specialmaster.biz/resume.php SPEAKING ENGAGEMENTS 2014 Chemical Products Liability and Environmental Litigation Conference 2013 Federal Bar Association, Northern District of Ohio: Interview of MDL Panel Judges 2012 Louisiana State Bar Association Mass Tort Symposium 2012 HarrisMartin Pradaxa MDL Litigation Conference: ESI and Predictive Coding 2011 Louisiana State Bar Association Mass Tort Symposium 2011 Annual Conference, Academy of Court-Appointed Masters 2010 HarrisMartin DePuy Hip Implant Litigation Conference 2010 Federal Bar Association, Northern District of Ohio 2010 HarrisMartin Toyota Recall Litigation Conference 2009 Federal Bar Association, Northern District of Ohio 2009 Annual Conference, Academy of Court-Appointed Masters 2009 Annual Conference, Ohio Association for Justice 2008 ALI-ABA Mass Litigation Conference 2008 Federal Bar Association, Northern District of Ohio 2008 Annual Conference, Association of Defense Trial Attorneys 2007 Bench Bar Conference of the U.S. District Courts for the N. & S. Districts of Ohio 2006 Federal Bar Association, Northern District of Ohio 2004 & 2000 Sixth Circuit Judicial Conferences 2003 & 2002 American Corporate Counsel Association’s National Annual Conferences 2003 Judicial Conference of the Eighth Judicial District of Ohio 2002 ALI-ABA National Patent Law Seminar 2003-2005 National Institute for Trial Advocacy CIVIC ACTIVITIES Anti-Defamation League Regional Board of Directors, 2001 - present Member, Civil Rights Committee, 1998 - present Member, Nominating Committee, 2003 - 2005 Invitee, Steinberg Leadership Institute, 1998 - 2000 Suburban Temple Kol Ami Board of Directors, 2002 - 2008 Jewish Community Federation of Cleveland Chair, Social Action Network Committee, 1998 - 2003 Member, Community Relations Committee, 1998 - 2003 Invitee, Mandel Course for Advanced Leadership, 2001 - 2002 Team Leader, Young Leadership Division, 1996 - 2000 Member, Volunteers in Action Committee, 1996 - 2000 Greater Cleveland Committee on Hunger (Harvest for Hunger / Cleveland Foodbank) Board of Directors, 2002 - 2004 INTERESTS Skiing, Tai-Chi, Kung-Fu, Eagle Scout 7/8/2015 4:50 PM Special Master - US Courts Federal Special Master David Cohen Att... 7 of 7 Home Resumé Contact http://specialmaster.biz/resume.php BenchBook CaseReporter Content written and posted by David Cohen www.DavidRCohen.com, www.SpecialMaster.biz © 2014 All rights reserved. 7/8/2015 4:50 PM Proposed Deputy Monitor DANIEL G. GIAQUINTO 134 Richardson Road Robbinsville, New Jersey 08691 609-208-0962 www.drlaw.com PROFESSIONAL EXPERIENCE 10/06-Present: Kern Augustine Conroy and Schoppmann, P.C. Partner in healthcare law firm whose practice focuses on the defense of healthcare licensees in civil and criminal matters primarily involving the federal False Claims Act, Stark Law, Anti-Kickback, Health Care Fraud and Mail/Wire Fraud statutes, and state laws including the New Jersey Insurance Fraud Prevention Act and Medicaid Fraud Statute. Also defends in licensee disciplinary matters before the NJ, NY, and PA Medical Boards; in Medicare, Medicaid and Commercial Healthcare Insurer adverse administrative and credentialing matters; in Hospital Medical Staff adverse credentialing actions, in Government and Commercial Healthcare Insurance audits; and in Law Against Discrimination and HIPAA Compliance investigations. Served as mediator in State and Federal litigation, including employment law, commercial disputes, and Superstorm Sandy Flood Insurance cases. 5/08 - 7/09 50th Infantry Brigade Combat Team, New Jersey Army National Guard. National Guard Colonel serving as the Staff Judge Advocate (supervising attorney) for the New Jersey Army National Guard, deployed to Iraq as Command Judge Advocate and member of the 50th IBCT Commander’s senior staff, which coordinated staff functions for the Brigade and the Joint Area Support GroupCentral. Supervised a deployed legal office responsible for providing legal services to approximately 3,000 soldiers, and coordinating legal issues and advice with higher headquarters including the legal offices of the Theatre Commander- Multi National Forces Iraq, Multi National Corps Iraq, and the non deployed portion of the New Jersey National Guard. Legal services included international law, operational law, fiscal law reviews, military justice, and legal assistance. Also participated in a review Board deciding the status of detainees, conducted legal briefings and published monthly legal newsletter. 5/03 - 10/06 New Jersey Attorney General’s Office. Assistant Attorney General/Director of State Police Affairs, as a direct report to the New Jersey Attorney General (AG) supervised the Office of State Police Affairs (five attorneys, one statistician, six investigators) which provided AG oversight to the New Jersey State Police Responsible for State Police compliance with the terms and reforms of the 1999 Consent Decree, and served as liaison to the Independent Monitoring 40 Team and the Civil Rights Division of the Department of Justice. Led the Consent Decree compliance efforts from the 8th through the 14th semiannual Independent Monitoring Reports. Conducted lectures for NJSP on constitutional law and Consent Decree topics. Also responsible for the administrative prosecution of State Police disciplinary cases. Initiated and coordinated group of legal advisors, including members of the NJ Division of Criminal Justice and Division of Law, as well as a Fourth Amendment working group, to improve and harmonize collective AG legal advice to the State Police and enhance Consent Decree compliance. 1/98 - 5/03 Mercer County Prosecutor. Served as the Mercer County Prosecutor. Led and supervised an office of 150 (assistant prosecutors, investigators and administrative support personnel) with an annual budget in excess of 9 million dollars. As the Chief Law Enforcement Officer in the county, responsible for effectuating the statutory mandate of detection, arrest, indictment and conviction of offenders, as well as overseeing and providing direction to law enforcement within the county. Successfully implemented Community Prosecution and Anti-Gun Violence Programs, as well as Quality of Life Taskforce. 2/90 - 2/98 Municipal Court Judge. One of four municipal court judges for the City of Trenton (appointed February 1990) and the Municipal Court Judge of Hopewell Township (appointed January 1992). 2/91 - 2/98 Law Office of Daniel G. Giaquinto, Mercerville, New Jersey. Part-time general practice with concentration on real estate, personal injury, wills and estates. 9/88 - 2/90 DeGeorge and Avolio, P.C., Trenton, New Jersey. Senior Associate in general practice firm. Personal emphasis on civil litigation (personal injury defense), criminal defense, municipal court, and real estate. 1/86 - 9/88 New Jersey Attorney General’s Office, Division of Criminal Justice, Major Fraud Section, Trenton, New Jersey. Deputy Attorney General responsible for prosecution of white collar and fraud related crimes. 6/86 - 11/11 New Jersey Army National Guard, Joint Force Headquarters, Ft. Dix, New Jersey. Retired with 30 years of military service (active duty and National Guard). Served in various officer ranks and JAG (legal) positions culminating in rank and position of Colonel, Staff Judge Advocate. 11/81 - 1/86 United States Army, Judge Advocate General’s Corps. Army Captain served on active duty as trial counsel (prosecutor) (6/84 – 1/86), defense counsel (10/82 – 6/84), and Legal Assistance Officer (4/82 – 10/82), 8th Inf. Div. (Mech.), Germany; and the Judge Advocate Officer Basic Course (1/82 – 4/82), The Judge Advocate General’s Legal Center and School, Charlottesville, Virginia. 9/76 - 9/78 Mercer County Office of Criminal Justice Planning, Trenton, New Jersey. Served as Assistant Criminal Justice Planner, responsible for developing and drafting grant applications for criminal justice 41 programs. EDUCATION Rutgers University School of Law, Camden, New Jersey. Juris Doctor with Honors, 1981 Dean’s List – 1978-1981 American Jurisprudence Award for Academic Excellence in Torts (1978) and Contracts (1980) The College of New Jersey, Ewing Township, New Jersey. Bachelor of Science with Honors, 1976 Dean’s List – 1973-1976 Criminal Justice Major, Psychology Minor Military Education and Qualifications– U.S. Army. Judge Advocate Officer Basic Course, April 1982 Judge Advocate Officer Advanced Course, Honor Graduate, May 1989 Military Judge’s Course, Honor Graduate, June 1991 Command and General Staff College, Honor Graduate, August 1994 Dual Military Occupational Specialty-Judge Advocate and Military Judge Top Secret Security Clearance. PROFESSIONAL AFFILIATIONS Member of the New Jersey, New York and Pennsylvania Bar; Admitted in the Federal District of New Jersey; the Federal Southern, Eastern, Northern and Western Districts of New York; and the Second and Third Circuit Courts of Appeals. Member of the American Bar Association and the ABA’s Health Law Section, Healthcare Fraud and Compliance Interest Group, Criminal Justice Section and White Collar Crime Committee; the New Jersey State Bar Association and the NJSBA’s Health and Hospital Law Section, Criminal Law Section, and Military Law and Veterans’ Affairs Section; the New York State Bar and the Mercer County (N.J.) Bar Associations; the Reserve Officers Association, the National Guard State Family Readiness Council and the National Association of Criminal Defense Lawyers. Former Member of NJ District VII Ethics Committee (2007-2011) and the New Jersey Prosecutor’s Association. AWARDS Civilian Awards: 2007 New Jersey State Bar Presidential Achievement Award for Exemplary Service to the Military Legal Assistance Program; 2002 Inductee to the Italian American National Hall of Fame (Trenton, NJ); 2000 Jersey Street (Trenton) Community Association Appreciation Award for Outstanding Service; 1999 Trenton Police Athletic League Outstanding Individual Award; 1998 Grand Marshall, Columbus Day Parade, Trenton Columbus Day Observance Committee; 1997 Achievement Award of the Law and Justice Alumni Chapter of The College of New Jersey. Military Awards: Legion of Merit; Bronze Star Medal; Meritorious Service Medal; Army Commendation Medal (3rd Award); Army Achievement 42 Medal (3rd Award); Army Reserve Components Achievement Medal; National Defense Service Medal (2nd Award); Global War on Terrorism Service Medal; Iraq Campaign Medal with Campaign Star; Army Service Ribbon; Overseas Service Ribbon (2nd Award); Armed Forces Reserve Medal with M Device. 43 Dr. Cedric L. Alexander 3450 Blair Circle N.E. #2205 Atlanta, Georgia 30319 Cell: 214-300-8555 E-Mail: acopdoc@aol.com WORK EXPERIENCE DeKalb County Police Department, Tucker, Georgia, United States Dec 2013- Present Deputy Chief Operating Officer/Public Safety Director Responsible for the day-to-day operations of DeKalb County Police/Fire Department, Medical Examiner’s Office, Animal Services as well as 911 Communications. Responsible for making fiscal decisions that impacted this position’s multi-million dollar budget. Maintain a close working relationship with county’s CEO and Board of Commissioners to establish and develop strategic plans for the department. Ensure departmental agenda items are submitted and addressed before the Board of Commissioners to obtain essential equipment and budgetary items. DeKalb County Police Department, Tucker, Georgia, United States April 2013 – Dec 2013 Chief of Police Responsible for the day-to-day operations of a large metropolitan county police department (DeKalb County) with over 1200 sworn and civilian employees that provides public safety service to over 700,000 citizens within 271 square miles. Manage a departmental budget of over $100 million. Made a guest appearance on CNN with Piers Morgan, MSNBC Morning Joe Show, CBS Evening News, ABC World News with Diane Sawyer, NBC Nightly News. United States Department of Homeland Security, Transportation Security Administration September 2007 – March 2013 Federal Security Director, Transportation Senior Executive Service As the Transportation Security Administration’s (TSA) Federal Security Director at Dallas/Fort Worth International Airport (DFW) I am responsible for Federal oversight of security and regulatory inspection compliance programs at DFW, the third busiest airport in the world in operations with 44 international destinations serviced by 17 air carriers. Responsible for development and execution of the vision and strategic direction of the US Department of Homeland Security. Responsibilities include leadership and management of a workforce of over 1,100 employees, $85M in assets, 44 operations budget of $1M and annual payroll of $61M. Recognized by TSA Headquarters as 2010 Category X Airport of the Year. Develop and maintain effective internal and external alliances with stakeholders to include Senior DFW Airport Executives, air carrier vice presidents, Customs and Border Protection, local law enforcement, and other Federal partners. Oversee passenger screening, world’s largest inline baggage handling system, cargo, domestic and international carrier aviation compliance programs in accordance with TSA transportation programs and security directives. Recognized by TSA Office of Inspections (OI) as one of the best Regulatory Compliance operations in the nation due to the diligence of our inspectors in enforcement activity and industry outreach. Restructured Continuity of Operations (COOP) plan to include development of COOP tabletop exercises with Federal and local partners to ensure effective operations in crisis situations. Conduct Visible Intermodal Prevention and Response (VIPR) events in collaboration with DFW Airport Department of Public Safety, local law enforcement, Federal Air Marshal service, and other Federal partners to deter terrorist activity. Responsible for workforce training and recertification to include classified intelligence briefings. Ensure effectiveness of security plans through consistent monitoring and analysis of regulatory compliance, passenger and baggage screening, VIPR, Playbook, and K-9 activity, MANPADS and Joint Vulnerability Assessments. Established a Mentoring Program to promote workforce career development and bench strength in support of TSA succession planning. Recognized by TSA OI for establishing a comprehensive Management Control Objective Plan and audit process to ensure compliance with administrative and security requirements used as an example to other airports. Developed regional training program for TSA Security Coordination Centers. Selected by TSA Headquarters to participate in a Strategic Planning Field Leadership Action Group to formulate a 5-year Strategic Plan proposal for TSA Assistant Administrator Lee Kair. Appointed by TSA Headquarters to a Senior Leadership Team to design and develop the TSA Academy. Organized quarterly Dallas/Fort Worth Criminal Justice Executive Luncheon to promote information sharing throughout the law enforcement community. Appointed as TSA Federal Security Coordinator for Super Bowl XLV. From May 2011 to September 2011 deployed to Baltimore-Washington International Airport as Acting Federal Security Director at the request of TSA Headquarters Senior Leadership while still maintaining communication with an effective operation at DFW Airport. New York State Division of Criminal Justice Services, Albany, New York, United States January 2006 – August 2007 Deputy Commissioner Responsible for statewide public safety and homeland security training that directly supports the operational and administrative functions to all law enforcement agencies across the state of New York. In addition, this position challenged my leadership ability to provide support at all levels in assisting statewide law enforcement agencies in achieving their mission in the reduction of crime and violence in their respective 45 jurisdictions. * Accountability is the hallmark of my daily responsibilities as demonstrated by overseeing and exercising constant concern for statewide public safety and the training of over 6,600 law enforcement personnel annually throughout the state of New York, from U.S. Homeland Security training and human trafficking to fraudulent documents, etc. * Role consisted of providing daily oral and written communications with area law enforcement personnel from local police to State and Federal officials, listening to and facilitating the needs of law enforcement agencies throughout the state of New York in carrying out the functions of public safety. This was accomplished by formal and informal public and written presentations. These presentations outlined upcoming training courses, executive development classes held for Police Chiefs and Sheriffs, sensitive briefings on combating domestic violence and international terrorism. Written documents were delivered throughout the state that detailed facts and ideas relevant to public safety. Both oral and written skills notably fostered an environment of cooperation and collaboration as demonstrated by awards received from local, state and Federal law enforcement agencies. * Administrative and management skills were critically important to the business function of this agency. Daily effective planning for the future, while remaining cognizant of the present is a very vital function as it relates to statewide public safety. Successful planning of new training initiatives and coordinating those initiatives with the needs of law enforcement agencies throughout the state of New York resulting in continued training of law enforcement personnel in 2007. * Decisiveness is a significant responsibility. Responsible for making fiscal decisions that impacted this position’s multi-million dollar budget. When immediate funding was needed to expedite a critical initiative, complex decisions were made based on current information. * In the area of operational management, consistent adherence to the laws as they related to New York State, which included mandatory certification for sworn police officers. * Problem solving is constant as demonstrated by daily analyzing problems and working with other agencies in problem solving as our national threat changed on a daily basis. Rochester Police Department, Rochester, New York, United States July 2002 – December 2005 Chief of Police/Deputy Chief Responsible for the day-to-day managerial, administrative and operational leadership of a vibrant, upstate New York metropolitan police department. * Accountable for providing effective leadership and ensuring the high integrity level of the Rochester Police Department. This was evidenced through 46 collaboration with the United States Secret Service during U.S. Presidential visits. Managed and provided leadership to approximately 850 sworn police and civilian employees as Chief of Police. Responsible for a $54-million dollar budget. * Operational and tactical responsibility was delegated to my senior staff executives, whom through the departmental chain of command delivered work expectations and assignments daily. Authorized and recommended personnel actions as deemed necessary. As an example, if a citizen made a discourtesy/abuse complaint against a police officer, it would be appropriately investigated and the findings would dictate the appropriate disciplinary action to be administered, if warranted. * Effective problem solving objectives resulted in a number of quantitative and qualitative plans being developed to implement various proposed departmental projects in an effort to identify key crime issues. For example, scientific and analytical studies were conducted to determine the cause of new and emerging crime patterns, resulting in how to best identify the crime patterns and then assign appropriate personnel and resources into those areas. Other projects included the development of a mental health training program of “best practices” to train police officers in developing a suitable approach that is proper and safe when engaging with mentally disturbed persons/criminals on the streets of our cities. * Interpersonal and administrative decision-making skills, on a senior management level, are critically important. In planning and coordinating effective joint efforts with other agencies, a number of multi-disciplinary approaches must be considered and decided upon. For example, an enforcement effort amongst various law enforcement agencies during my tenure as Chief of Police required in-depth preparation and organization of over 100 law enforcement officers working together to locate and apprehend 100 of Rochester’s worst criminal offenders. Sound leadership and reliable judgment was required in synchronizing agencies in an effort to establish open communication models and delegate assignments to appropriate personnel. * Communicating effectively and openly with colleagues and peers, as well as with all levels of personnel, cultivates the opportunity to exchange and share ideas in an effort to reach and maintain departmental goals. As an example, at the request of the Chief of Police in Schenectady, New York, provided assistance and expertise in reviewing several of his internal polices for clarity and/or recommendations. * During Chief of Police tenure, developed and implemented new policies and practices in a successful effort to implement valuable programs in a law enforcement environment. For example, the policy on how to confront persons with perceived mental illnesses, police car pursuits, and procedures to follow regarding police-involved shootings, and the like, were developed and supported as Chief of Police. 47 * Comprehension of security components and programs at the local, state and Federal levels, such as the Department of Homeland Security, provided the knowledge necessary to better understand how these relationships work. Several years of understanding and working with various government agencies has been demonstrated throughout my work history. (Contact supervisor: Former Mayor William Johnson at 585-748-9515 or 585-244-7511) University of Rochester Medical Center, Rochester New York, United States July 1997 – July 2002 Assistant Professor Provided senior level administrative and clinical leadership direction over mental health services within the Department of Psychiatry. The population served included police officers, firefighters and their families, and members of the general population throughout western New York. Further consulted with, and provided clinical supervision to postdoctoral fellows, residents and medical students. Provided clinical consultation and service to various school systems within Rochester/Monroe County. During my tenure, provided leadership in training as demonstrated by guidance given to medical students and interns for approximately five years. Knowledge of psychology is clearly demonstrated through extensive educational training and understanding of qualitative and quantitative research as a medical school professor. Interpersonal and administrative skills were challenged on a daily basis in meeting with patients and making critical decisions at a senior level to prescribe the best treatment plan for their overall well-being. In mental health, a number of multidisciplinary measures must be considered at all times when managing training to medical students or providing good health care. These were, and remain to date, sensitive issues as it relates to the care and training of others at all levels of our society. (Contact supervisor: Dr. Susan McDaniel at 585-244-0975 – home) OTHER RELEVANT WORK EXPERIENCE Miami-Dade Police Department, Miami, Florida Police Officer 1981 – 1992 Enforced Florida State laws and statutes with additional assignments in the Detective Bureau. Orange County Sheriff’s Department, Orlando, Florida Sworn Deputy Sheriff 1980 – 1981 Enforced Florida State laws and statutes. Leon County Sheriff’s Department, Tallahassee, Florida Sworn Deputy Sheriff 1977 – 1980 Enforced Florida State laws and statutes. EDUCATION Doctorate of Clinical Psychology – June 1997 Wright State University, Dayton, Ohio Master of Marriage and Family Therapy – June 1992 St. Thomas University, Miami, Florida Major: Marriage and Family Therapy Bachelor of Sociology – December 1983 St. Thomas University, Miami, Florida Major: Sociology Florida A&M University, Tallahassee, Florida Major: Sociology-Some college 48 coursework completed CERTIFICATIONS New York State Licensed Marriage and Family Therapist June 2006-Present Transportation Senior Executive Service September 2007- Present Leadership Development – October 2004 Cornell University Relevant Coursework: Acquired organizational leadership development skill sets that could be utilized in a criminal justice/law enforcement or private sector work environment. Training not only consisted of understanding leadership in getting things accomplished through people in a cooperative and collaborative manner, but also included personnel work assignments, necessary personnel actions, performance expectations and positive/negative feedback. JOB-RELATED TRAINING Doctorate of Psychology Training in Human Behavior and Organizations – 1997 Leadership/Management Certification Courses – 2004 AFFILIATIONS International Association of Chiefs of Police President, National Organization of Black st Law Enforcement Executives (NOBLE) President Obama’s Appointment- 21 Century Policing Task Force PROFESSIONAL PUBLICATIONS CNN Opinion Editorial, How to build a more sensitive cop, December 4, 2014 CNN Opinion Editorial, Police and communities of color need to build trust, October 10, 2014 ADDITIONAL INFORMATION My educational training in psychology and my experience as a long time law enforcement official has prepared me for various executive positions. I have been formally trained to understand human behaviors and organizations in a more detailed manner. Training received at the doctoral level consisted of leading and managing people who are in some crisis, but also how to manage and lead people in organizations. Participated in numerous speaking engagements about leadership development in the criminal justice field. Provided leadership on the implementation and delivery of mental health care training to law enforcement personnel in the state of New York. Received recognition awards in regards to community cooperation and collaboration amongst law enforcement agencies and community members. In addition, awards of recognition received from the New York State Police; Drug Enforcement 49 Agency (DEA); and the Bureau of Alcohol Tobacco and Firearms (ATF), District Attorney’s Office Monroe County, New York, and various other community and civic organizations throughout the states of New York and Texas. 50 Roy A. Brown 422 Laurel Lane Washougal, Washington 98671 (360) 837-3989 SUMMARY More than 38 years of practical experience with the Vancouver, Eugene, Claremont and New Haven Police Departments. Instrumental in developing the following key departmental policies and programs for the Claremont Police Department; Revised Use of Force Policy, Unbiased Policing Policy, Citizen Complaint Process, Police Review Ad Hoc Committee, Police Liaison Program and the School Resource Officer Program. During my tenure with the New Haven Police Department, I was assigned to re-write the department policy manual. I have adopted a problem-solving technique, which essentially anticipates problems before they occur. EDUCATION B.S. Administration of Justice University of Portland Portland, Oregon CURRENT: (Retired) City of New Haven, Connecticut Criminal Justice Program Clark Community College Vancouver, Washington August 23, 2008 until January 2010: Appointed Assistant Chief of Police with the New Haven Department of Police Service. Responsible for the activities of the Professional Standards Division which included the Training Academy, Internal Affairs, Inspections, and Planning and Research. Retired City of Claremont, California October 2, 2000 until August 2006: Appointed Chief of Police with the Claremont Police Department. Responsible for the day-to-day operation and leadership of the Claremont Police Department; planning, assigning, reviewing, and supervising a 65 person work force, overseeing a budget of $7.8 million. City of Eugene, Oregon Police Department November 1, 1996 until September 2000: Appointed Police Captain with the Eugene Police Department 51 Responsible for the activities of the Patrol Division; planning, assigning, reviewing, and supervising a 130 person work force, overseeing a budget of $10 million, including 3 Public Safety Stations. The Police Captain assumes responsibility for the administration and supervision of the Police Department in the absence of the Chief of Police. Captain-in-charge of the Criminal Investigations Division Responsible for: planning, assigning, reviewing, and supervising a 45 person work force with a $3.8 million budget. City of Vancouver, Washington Police Department 1990-1996 Police Lieutenant Assistant Division Commander - Patrol Division Responsible for planning of tactical operations and deployment, management of critical incidents and personnel. Served as Commander of our Special Weapons and Tactics Unit (SWAT). Assistant Division Commander - Tactical Operations Division Responsible for the coordination and management of criminal investigations. Assigned as the Public Information Officer. Operational Lieutenant in charge of a 24person work force. Assistant Division Commander - Administrative Services Division Responsible for departments Planning and Researching, Budgeting, Grant Writing, and coordination of Personnel Background Checks, Internal Affairs Investigations, Accreditation, and Training. (Acting) Captain - Patrol Division Commander Patrol Responsible for the management and administrative duties of the Division, in charge of a 72-person work force. Police Sergeant – 1982 until 1990 Supervision of Patrol Squad; career development of officers Police Officer (Field Training Officer) – 1972 until 1982 Responsible for patrol district coverage and training of new officers PROFESSIONAL AFFILIATIONS International Association of Chiefs of Police- Life Member National Organization of Black Law Enforcement Executives - Retired Member F.B.I. National Academy – Associate Member Northwest Law Enforcement Executive Command College- 52 Alumni California Police Chief’s Association – Retired Member Los Angeles County Police Chief’s Association – Retired Member Peace Officers Association of Los Angeles County – Former Board of Directors San Gabriel Valley Police Chief’s Association – Retired Member California Peace Officer’s Association – Retired Member Connecticut Police Chief’s Association – Senior Management Membership (Retired) PROFESSIONAL TRAINING W.S.C.J.T.C - W.S.C.J.T.C - W.S.C.J.T.C - W.S.C.J.T.C - W.S.C.J.T.C - D.P.S.S.T. D.P.S.S.T. - D.P.S.S.T. - D.P.S.S.T. - D.P.S.S.T. - D.P.S.S.T. - F.B.I. P .O.S.T - P.O.S.T.C. Basic Academy - Bremerton, Washington Advance Academy - Seattle, Washington First Line Supervision - Seattle, Washington Supervisory Certificate - Seattle, Washington Command College – 1995 Basic Certificate - Monmouth, Oregon Intermediate Certificate - Monmouth, Oregon Advance Certificate - Monmouth, Oregon Supervisory Certificate - Monmouth, Oregon Management Certificate - Monmouth, rd Oregon Executive Certificate - Monmouth, Oregon National Academy - 173 Session - 1993 California Commission on Peace Officer Standards and Training – Basic and Intermediate Certificate 2002 Certified Police Officer W.S.C.J.T.C. (Washington State Criminal Justice Training Commission) D.P.S.S.T. (State of Oregon Department of Public Safety Standards and Training) P.O.S.T.C. (Police Officer Standards and Training Council – State of Connecticut) REFERENCES References will be provided upon request 53   PHILIP M. COYNE 555 Grand Avenue – P.O. Box 7581 • West Trenton, New Jersey 08628 Office: 609.882.5202 • coyneesllc@gmail.com   Major  (Ret.)  New  Jersey  State  Police     Career  Profile:   Extensively experienced in management development, mentoring and education, strategic planning, training and evaluation, management consultation and policy development. Held executive positions as the Director of Training and Director of the New Jersey Regional Operations Intelligence Center (N.J. State Fusion Center), working with an organization of approximately 4000 employees. Other executive positions held include Unit Head of the Office of Labor Relations, Commander of the Criminal Investigation Office and Executive Officer for the Office of Professional Standards. Served as Interim Director of Security and Safety for the Liberty Science Center in Jersey City, New Jersey. Comprehensive background managing sensitive personnel issues with an ability to communicate effectively with all levels of an organization. EDUCATION    Seton Hall University, South Orange, NJ Master of Arts, Education Seton Hall University, South Orange, NJ Certificate, Human Resource Training and Development The College of New Jersey, Ewing Township, NJ Bachelor of Science, Law and Justice (magna cum laude) May 2002 May 2002 May 1998 LEADERSHIP AND PROFESSIONAL DEVELOPMENT HIGHLIGHTS       Consultant to the Richard Stockton State College, Center for Public Safety and Security. Recently hired to develop an organizational strategic plan for the Princeton Police Department. As a consultant, completed an “Organizational Health and Leadership Culture Assessment” for the Princeton Police Department. Multiple on-line assessments, focus groups and surveys were designed and used to assist with two municipal organizations that recently consolidated. As Director of Training for the New Jersey State Police, led a team of 70 education professionals responsible for developing and delivering training programs with pre-established implementation measures. Responsibilities included strategy development and the oversight of all organizational training programs. Supervised several steps of the organization’s selection process for recruitment candidates. Consulted with organizational leaders on selection process and recruiting initiatives. As Director of New Jersey’s Fusion Center, supervised a team of 100 law enforcement professionals and collaborated with high level executives throughout New Jersey, federal agencies and private industry to conduct gap analysis surveys in order to provide crime and situational awareness reports. Instituted and led a statewide governance board that oversaw Fusion Center business. Consulted and provided guidance to all executive levels as Unit Head of the Office of Labor 1      Relations. State Certified Instructor with 15 years experience with leadership training, program development, metrics and evaluation while working with the New Jersey State Police. Comprehensive background with adult learning and training design methodologies as well as using multiple program delivery platforms. Experienced at conducting organizational and discipline-focused needs assessments as well as training implementation and evaluation measurements. Served as the Superintendent’s Administrative Officer. In that capacity assisted with the implementation of the Commanding Officer’s intent in a variety of organizational matters. Conducted background investigations for prospective New Jersey State Troopers. TEACHING EXPERIENCE       The Penn State University, State College, PA – Justice and Safety Institute (JASI)- Adjunct Professor – Teach executive training programs throughout the Northeast. (2007 – Present) The Richard Stockton College of New Jersey – Center for Public Safety & Security - Adjunct Professor – Teach internal affairs and executive topics for law enforcement professionals. (2013 – Present) The Regional Intelligence Academy (RIA) Sponsored by the NJSP – Basic Intelligence Analyst Training, Fusion Center Liaison and Intelligence Led Decision Making Fairleigh Dickinson University, Teaneck, NJ – Adjunct Professor – Designed and delivered an online course entitled “Optimum Leadership.” (Fall 2007 – Spring 2010) The College of New Jersey, Ewing Township, NJ – Adjunct Professor – Developed and delivered a course entitled Introduction to Forensic Science. (Fall 2002 – Spring 2007) New Jersey State Police – 15 years of professional training experience in a wide array of leadership and supervision concepts. (1997 – 2012) PROFESSIONAL EXPERIENCE COYNE ENTERPRISE SOLUTIONS, LLC Law Enforcement Management Consultant       June 2012 to Present Consultant to the Stockton State College Center for Public Safety and Security. Instruct, develop and manage training programs for public safety professionals. Hired to develop an organizational strategic plan for the Princeton Police Department. Interim Security and Safety Director – Liberty Science Center – Jersey City, New Jersey – January – March 2013 - Supervised operational and administrative elements of the office. Identified best practices, instituted policy and procedure and identified long-term management solutions. Consulted on policy development and best practices in the field of security and safety until July 2013. Developed and delivered a training program on ethics and supervision responsibilities for the Ventnor City Police. Developed and delivered training programs on Intelligence-led Decision Making and the Intermediate Fusion Center Liaison Program for the New Jersey State Police. Prepared Professional Reports on law enforcement practices, procedure and policy. o Organizational Health and Leadership Culture Assessment for the Princeton Police Department. Multiple on-line assessments, focus groups and surveys designed and utilized to assist with two municipal organizations that recently consolidated. o Developed Bergen County SWAT Consolidation Policy and SOP o Developed Communications Interoperability Model Policy and Implementation Guidance for Mutualink Corporation o Developed a Strategic Plan for the Seaside Heights Police Department to provide a roadmap for organizational policy implementation and training management, and create 2    an internal Office of Professional Responsibility to oversee departmental professionalism standards. Developed on-line training for effective report writing for the Hudson County Department of Corrections. Consulted with law firms on law enforcement practices and procedures on four occasions, and prepared an expert report in three of those instances. Worked as a consultant to New Jersey law enforcement in the use of Decision Lens, collaboration software that helps develop organizational priorities that will drive resource allocation strategies. New Jersey State Police July 2011 to June 2012 Director – Regional Operations Intelligence Center (ROIC)          Commander of a multi-jurisdictional task force of 100 federal, state, county and municipal police agencies. Provided statewide situational awareness reports on crimes, hazards and other threats that affect the public and private organizations. Established the Office of Baseline Capabilities – Created to ensure operational and administrative elements of the fusion center met or exceeded national FC Critical Operational Capabilities (COC) and Enabling Capabilities (EC) in support of the national capacity to deliver actionable intelligence. Established organizational policies on information security and First Amendment protections relating to intelligence dissemination that are emulated throughout the country. Fusion Center Assessment – Supervised the completion of the DHS 2011 FC Assessment, which helped identify capability gaps. Ordered gap mitigation efforts that raised the ROIC performance percentage by 40 points. Coordinated activities with the State Office of Emergency Management – Assisted with response efforts for Hurricane Irene in 2011 by working with EMS leadership to disseminate situational awareness reports and intelligence products. Coordinated the collection, analysis and dissemination of intelligence information to law enforcement and private sector entities. Developed business processes to allow information sharing through a “virtual huddle” with private sector security experts. Leadership of IJIS information technology assessment and gap analysis for internal business efficiencies and information sharing by the Fusion Center. Superintendent’s Representative for several statewide crime reduction projects in major urban cities. Liaison with top law enforcement executives from FBI, DHS, NJ Transit, National Fusion Center Association and the NJ Office of Homeland Security and Preparedness. Executive Officer – Office of Professional Standards   March 2011 to July 2011 Supervised 65 full time investigators and civilian staff responsible for management review and inspections, intake of citizen complaints, analysis of cases, civil litigation, investigations, adjudication of discipline and other consultative duties. Direct liaison with State Office of Comptroller and Attorney General’s Office of Law Enforcement Professional Standards regarding serious disciplinary matters and audit of State Police records. Provided final review and approval on internal investigations and disciplinary recommendations that were transmitted to the Superintendent. Collaborated with Labor Unions on sensitive disciplinary matters. Director of Training – (Bureau Chief) Training Bureau July 2009 to March 2011 Asst. Director of Training – (Asst. Bureau Chief) July 2008 to March 2009  Supervised a team of 70 full time instructors and support staff responsible for training an organization of 4300 employees. Collaborated with the Attorney General’s Office of Law Enforcement Professional Standards and State Office of the Comptroller to ensure organizational 3       reform standards were sustained and enhanced. Lead the administration of key selection process initiatives and recruiting efforts. Initiated the development of an Excellence in Policing (EIP) strategy to support law enforcement agencies involved in pattern and practice litigation to promote professional policing, superior ethical conduct and unbiased enforcement practices. Superintendent’s representative for the Police Training Commission with complete oversight of all organizational training programs. Ensured objectives were developed within a 7 Step Cycle and Return on Investment (ROI) evaluation framework. Leadership of seven academy units responsible for training programs relating to executive leadership and advanced skills, regionalized intelligence, basic and in-service training, firearms and self-defense as well as technical and training support functions. Supervised vendor selections and maintenance, and maintained relationships with internal and external training professionals. Supervision of remedial training programs and created strategic plans to advance critical law enforcement initiatives. Chairperson of State Police Training Committee and representative on Trooper Re-enlistment Boards. Supervised subject matter experts and outside vendors that supported organizational training needs. Criminal Investigation Officer – Field Operations Section March 2009 to July 2009    Section Level liaison between the Investigations Branch and Field Operations Section. Developed crime reduction strategies and provided guidance on the strategic intent relating to investigative priorities. Provided case law and policy updates and training to regional units. Administrative Officer – Office of the Superintendent Nov. 2007 to July 2008  Representative for the Superintendent and Chief of Staff on organization-wide matters with    coordination across branches and sections. Provided counsel on organizational matters and assistance to Commanders. The Superintendent’s representative in the creation of critical policies and procedures. Development of new evaluation procedures for enlisted members being considered for advancement or special assignments. Preparation of documents on behalf of Superintendent and Chief of Staff. Reviewed and administered organizational initiatives and other matters as the Superintendent’s representative. Coordinated projects across organizational disciplines and functions. Received and Administered Recruit Dismissal and Separation Packages that were received from the Training Bureau for trooper candidates. Unit Head – Office of Labor Relations      Nov. 2006 to Nov. 2007 Superintendent’s liaison with enlisted and civilian labor unions, the Office of the Attorney General and Governor’s Office of Employee Relations. Supervised the administration of all civilian and enlisted grievances and the civilian disciplinary process. Superintendent’s representative at disciplinary hearings, and presented the organization’s perspective and position on discipline. Provided leadership and advice to executives concerning complex and critical issues regarding policy and procedures. Developed and delivered labor relations training to all organizational managers and executives. Managed outside employment requests, ethics reports, outside activity questionnaires and leave time. 4 Assistant Unit Head Squad Leader – Executive Development Training Unit      Representative for the academy on issues directly related to the federal oversight of supervision and leadership training; Administration of ROI process while maintaining a 7 Step Training Cycle for all coursework. Supervision of unit’s strategic intent and the development of management training. Conducted internal and external needs assessments and researched best practices. Provided leadership training to over 2000 supervisors who represented state, county and municipal law enforcement agencies. Managed vendors and subject matter experts that provided instruction and support services. Supervisor - Crim inal Investigation O ffice Detective - Crim inal Investigation O ffice            April 2003 to Nov. 2006 April 1998 – April 2003 Feb. 1992 – April 1998 Supervised the day-to-day operating environment of the detective bureau at my assigned station(s), including approximately 500 criminal investigations conducted annually by approximately 40 troopers. Implemented strategies to reduce crime in my station areas. Coordinated the collection of evidence and disposition of cases. Supervised, investigated and assisted with the investigation of numerous crimes including, but not limited to, homicide, robbery, sexual assault, narcotics, fatal and serious motor vehicle accidents, MPAA piracy cases and suspicious events or incidents. Investigated cases that required the coordination of efforts with multiple law enforcement agencies and disciplines. Affiant on search and arrest warrants for criminal cases involving various types of crimes, as well as supervised detectives who were the affiant for search and arrest warrants. Interviewed numerous victims, witnesses and suspects related to traffic and criminal investigations. Responded to critical incidents and investigations, and provided guidance to Command personnel, supervisors and troopers. Testified on behalf of the State in administrative, municipal and county courts on numerous occasions. Investigated sexual assaults and maintained Megan’s Law files. Responsible for many human resource issues, including performance evaluations, mentoring and motivating subordinates. Updated station personnel on issues concerning arrest, search and seizure. OTHER PROFESSIONAL HIGHLIGHTS  Invited to address the last three New Jersey State Police recruit classes prior to graduating to provide perspective on organizational expectations and career responsibilities. Fall 2013 / Winter & Summer 2014.  Invited to address commanders of the New Jersey State Police Intelligence Section on the topic of leadership and command responsibilities. Spring 2014.  Executive Leadership Course for Lieutenants– While under the strict oversight of a federal monitoring team, I was responsible for the development of several executive training programs that set new benchmarks for the New Jersey State Police. One such program included a twoday leadership immersion class that was conducted at the Gettysburg Battleground and Princeton University. The federal monitors commented that the course showcased the need for vision and cooperation among units, sections and ranks within the organization and showed how th the climate and the culture of the organization had changed. The 11 Independent Monitoring Team Report stated, “This course is an outstanding example of that process working favorably for the New Jersey State Police. The monitoring team commends the Academy and its staff for their 5 vision, commitment and follow-through on this excellent http://www.njpublicsafety.com/monitors-report-11.pdf, Page 87. training piece.” See  Presenter at the Joint Critical Infrastructure Partnership Symposium – Newark, New Jersey – June 28, 2011 – Fusion Center Engagements with Public and Private Sector Organizations.  Presenter at Rutgers University Police Institute – Rutgers University Evidence-Based Initiative For Justice Policies and Practices Conference - “New Jersey’s Report Card: Evidence - Based Practices in Action” – Evidence: The Catalyst of Change in October 2011.” See http://www.youtube.com/watch?v=TBvEMKqwDZI  Bankers on Line Seminar – Lecture on coordination of resources with fusion centers. October 2012. PROFESSIONAL TRAINING, EXPERIENCE AND CERTIFICATIONS • • • • • • • • • • • • • • • • • • • • • • • • Top Secret Clearance – Federal Bureau of Investigation while assigned to the ROIC. Certified in Return on Investment (ROI) Application with Jack Phillips’ ROI Institute. Certified to administer “The Leadership Profile” (TLP) 360 Degree Assessment. Certified to administer the “DiSC” Assessment. Experience utilizing the “Organizational Culture Assessment Questionnaire” (OCAQ). Police Training Commission (PTC) Certified Instructor with NJSP Pennsylvania State Police Promotional Board Assessor – May 2007 Baltimore City Police Department Promotional Board Assessor – October 2007 Documenting Your Way to Victory - The Richard Stockton College of New Jersey – Center for Continuing Studies. October 8, 2014. Successful Processes for Reducing Liability – The Richard Stockton College of New Jersey – Center for Continuing Studies. March 12, 2014. Everything You Need to Know (DL3) – Decision Lens – Arlington, Va. – December 2012 New Jersey Internal Affairs Investigation Program - The Richard Stockton College of New Jersey – Center for Continuing Studies. October 2-3, 2012. Attorney General and NJSP mandated semi-annual and annual in-service training in various topics including, but not limited to, use of force, vehicular pursuit, domestic violence, ethics, leadership, cultural awareness and arrest, search and seizure. Group Supervisors Course - DEA - Quantico, Va. - May 2004 Risk Management and Critical Policy Development for Law Enforcement - Penn State May 2004 The Management Conference - CareerTrack - April 2004 Coaching and Teambuilding Skills for Managers and Supervisors - SkillPath - April 2004 MAPPS Supervisory Training - NJSP - August 2003 F.A.T.S. Instructor - N.J.S.P. - May 2002 Police Supervision Course - N.J.S.P. - May 2000 Basic and Advanced Critical Incident Stress Management - International Incident Stress Foundation - November 1999 9th Annual National District Attorney’s Conference on Domestic Violence - Reno, Nevada - October 1999 Spanish for Law Enforcement - N.J.S.P. - July 1999 Missing Person and Exploited Child Seminar - N.J.S.P. - June 1999 6 • • • • • • • • • • • • • • • • • Homicide Investigation School - N.J.S.P. - June 1998 Interviewing Child Abuse Victims - Monmouth County - April 1998 Sex Assault Response Team Training - Mon. County - January 1997 Crime Scene Preservation - N.J.S.P. - March 1996 Basic Death Investigation - N.J.S.P. - November 1995 Instructor Training Course - N.J.S.P. - February 1995 Top Gun School - N.J.S.P. - Statewide Narcotics Task Force - October 1994 Cargo Theft Seminar - N.J.S.P. - October 1994 Traffic Homicide Investigation - Northwestern University - May 1994 Home Security Seminar - N.J.S.P. - June 1993 Auto Theft Investigation - N.J.S.P. - May 1993 Surveillance School - N.J.S.P. - March 1993 Interview and Interrogation School - N.J.S.P. - April 1992 Criminal Investigation School - N.J.S.P. - March 1992 Advanced Accident Investigation - N.J.S.P. - March 1991 Commercial Vehicle Drug Interdiction - N.J.S.P. - March 1990 Firearms Instructor School - N.J.S.P. - September 1989 COMMENDATIONS AND AWARDS Certificate of Unit Commendation: September 2004 - Outstanding criminal investigation and arrest in a triple homicide case. Certificate of Commendation: June 2009 –Outstanding criminal investigation and arrest in an aggravated arson case. Colonel’s Letter: Eleven letters for outstanding criminal investigations and traffic enforcement. Captain’s Letter of Recognition: Received two letters for outstanding criminal investigations. Letters of Appreciation: Received numerous letters from Federal, County and Municipal police agencies, private citizens and organizations. 7 Patricia England ENIPLOYMENT HISTORY DEPUTY CHIEF INVESTIGA TOR 2004 to 2014 NJ OFFICE OF THE ATTORNEY GENERAL OFFICE OF LAW ENFORCEMENT PROFESSIONAL STANDARDS (formerly OFFICE OF STATE POLICE AFFAIRS) Ensured implementation of the terms of the Consent Decree between the United States and the State of New Jersey, Division of State Police (NJSP), in order to remedy an alleged pattern and practice of racially discriminatory conduct by state troopers until the Decree?s dissolution in September 2009. Upon legislative creation of the Of?ce of Law Enforcement Professional Standards (OLEPS), assumed oversight functions previously performed by the independent monitors to include the auditing of training with an emphasis on curricula relative to cultural awareness, ethics, leadership, constitutional law pertaining to arrest, search and seizure and use of force. Set performance standards and drafted the training portion of the Of?ce of Law Enforcement Professional Standards? Oversight Reports. Examined and commented on the integrity of motor vehicle stops, post-stop enforcement actions and on the supervision of patrol activities. Audited the manner in which the State Police received, investigated and adjudicated misconduct allegations. Conducted reviews of State Police Standard Operating Procedures relative to topics that implicated the former Consent Decree. Conducted administrative investigations of State Police members when high ranking of?cials were involved or in the event that there was a con?ict of interest. Selected as the Attorney General?s representative on the State Police Candidate Review Board. DEPUTY CHIEF STA TE INVESTIGA TOR 2002 to 2004 NJ DEPARTMENT OF LAW AND PUBLIC SAFETY DIVISION OF CRIMINAL JUSTICE Coordinated the investigative operation with the prosecutorial function of the Division of Criminal Justice (DCJ). Planned, developed, organized, directed and evaluated investigative programs and supervised case-related activities performed by the investigative staff of the Special Prosecutions Bureau tasked with investigating matters of of?cial misconduct (corruption), antitrust violations and procurement fraud. Assigned to special projects as well as responsible for the overall supervision and evaluation of the DCJ Academy; Firearms, Electronics Communications, Planning Recruitment and Records Identification Units- SUPER VISING STA TE 1N VEST IGA TOR 2000 to 2002 NJ OFFICE OF THE INSPECTOR GENERAL Supervised the performance and activities of state and civil investigators in investigations that involved of?cial misconduct, tax fraud, and theft by deception. Supervised and conducted investigations of consultants, architects and contractors operating, or seeking to operate, within the realm of school construction. Evaluated programs involving expenditures of public funds and the administration of public agencies, typically resulting in the issuance of public reports with recommendations for legislative and/or administrative remediation. Conducted sensitive investigations requiring interviews of high- level government of?cials and legislators. SENIOR SPECIAL AGENT 1985 to 2000 NJ LEGISLATURE STATE OF COMMISSION OF INVESTIGATION Conducted complex white-collar investigations of government of?cials and scrutinized the administration of governmental programs for the purpose of making recommendations for changes in legislation. One such investigation uncovered losses totaling approximately $1 million on speculative stock index options of funds entrusted to the New Jersey School Boards Association Insurance Group that resulted in criminal charges, civil penalties and the enactment of laws allowing the State to invest funds of joint self-insurance pools established by school districts, counties and municipalities, and the enactment of laws that subject of?cers and employees of the New Jersey School Boards Association to ?nancial disclosure regulations. Conducted interviews of witnesses and complainants, analyzed and evaluated documentary evidence, and drafted questions to assist staff attorneys in deposing witnesses both in executive session and public hearings. Prepared comprehensive reports, participated in multi-agency enforcement initiatives, and conducted physical and photographic surveillance. Conducted several investigations as lead investigator. Testi?ed during public hearings. Responsible for Commission?s ?rearms training program. STA TE IN VESTIGA TOR 1977-1985 NJ DEPARTMENT OF LAW AND PUBLIC SAFETY DIVISION OF CRIMINAL JUSTICE Investigated white-collar crimes from their inception to completion including preparation for grand jury and trial presentation. Performed in various undercover capacities purchasing narcotics from physicians, pharmacists and government of?cials resulting in successful prosecutions. Testi?ed on numerous occasions before county and state grand juries, administrative hearings, state and federal trial court. Participated in various surveillances and search warrants. DOCUMENT PROCESSOR 1976?1977 NJ DEPARTMENT OF LAW AND PUBLIC SAFETY DIVISION OF CRIMINAL JUSTICE, ANTITRUST SECTION Compiled pertinent evidence for the preparation of case materials. Served as Supervisor of Quality Control. EDUCATION Bachelor of Science TRENTON STATE COLLEGE Major: Criminal Justice Minor: Social Welfare, Sociology, and Activities: American Criminal Justice Association Vice President Delta Sigma Theta, Inc., A Public Service Organization College Union Board TRAINING Detective and Investigator Training Course - Certi?ed by Police Training Commission Burlington County Police Academy Police Firearms Instructor Development School Methods of Instruction Burlington County Police Academy Division of Criminal Justice Academy Firearms Training System (F.A.T-S.) Instructor Training Weingarten/Garrity Rights/Civil Liability Burlington County Police Academy Morris County Police Academy Semi-Automatic Transition Training Arrest, Search Seizure Federal Bureau of Investigation NJ Attorney General Advocacy Institute Interrogation/Interviewing Techniques Organized Sexual Exploitation New York Police MAGLOCLEN Threat Groups Awareness Financial Manipulation Analysis Monmouth County Sheriff?s Virginia State Police/Anacapa Services Use of Force Conducted Energy Devices Child Pornography and Exploitation NJ Attorney General Advocacy Institute New Jersey State Police Training Bureau Asian Organized Crime How to Manage Multiple Priorities New York Police Department, Intelligence Division National Seminars Inc., WorkshOp Computer Fraud and White Collar Crime How to Handle Dif?cult People International Association of Chiefs of Police, Wash. DC National Seminars lnc., Workshop AWARDS Recipient of the College of New Jersey Law and Justice Alumni Award Recipient of Attorney General?s Award for Outstanding Contribution to a Special Project AFFLIATIONS SOCIETY OF ST. VINCENT International Catholic lay ministry providing assistance to those struggling to attain self-sufficiency- Board member. INTERNATIONAL ASSOCIATION OF WOIVIEN POLICE (IAWP) Formerly with the NATIONAL ASSOCIATION FOR THE ADVANCEMENT OF COLORED PEOPLE (NAACP) References Provided Upon Request PATRICK OLIVER CURRICULUM VITAE EDUCATION Ph.D. In Leadership and Change, Antioch University, Yellow Springs, Ohio Master’s Degree in Business Administration, Baldwin Wallace College, Berea, Ohio Bachelor of Arts Degree in Criminal Justice, Baldwin Wallace College, Berea, Ohio Graduate of Penn State University Police Executive School Graduate of FBI's Law Enforcement Executive Development School Graduate of Ohio Association Chiefs of Police Executive Leadership College Graduate of Rural Executive Management Institute Certified Law Enforcement Executive (CLEE) PROFESSIONAL EXPERIENCE Associate Professor and Director of the Criminal Justice Program Cedarville University Interim Chief of Police Village of Lincoln Heights, Ohio Chief of Police, City of Fairborn, Ohio Police Department Chief of Police, City of Grandview Heights, Ohio Division of Police Chief of Police, Cleveland, Ohio Police Department Ranger Chief, Cleveland, Ohio Metropolitan Park District State Trooper, Ohio State Highway Patrol Instructor, Law enforcement and business, Cuyahoga Community College, Cleveland, Ohio Adjunct Professor, College of Urban Affairs, Wright State University, Dayton, Ohio Director, Criminal Justice Program, Cedarville University, Cedarville, Ohio INTERNATIONAL LAW ENFORCEMENT EXPERIENCE Instructor for the Institute of Law Enforcement Administration in Plano, Texas Teaching a course in leading change in the Executive Leadership Seminar for the Lebanon National Police Internal Security Force in April 2011, November 2011, and April 2012. Instructor of Police Leadership at the International Law Enforcement Academy to 34 students from six African nations; Gaborone, Botswana May 2012. Instructor of Criminal Investigations at the International Law Enforcement Academy to 25 students from 20 African nations; Gaborone, Botswana September 2003. 1 A member of the Ohio Criminal Justice Exchange Program with the nation of Brazil, during the visit in of August 2001. A member of the Ohio Criminal Justice Delegation Exchange Program with the Turkish National Police, May-June 2004, May of 2005, May of 2006 and June of 2007. Named to a yearlong Academic Fellowship by the Foundation for the Defense of Democracies. Highlighted by a 10-day trip to Israel for intensive classroom and field study in counterterrorism strategies. May- June 2007. PUBLICATIONS Oliver, P., (2013) Recruitment, Selection & Retention of Law Enforcement Officers. Flushing, NY: Looseleaf Law Publications Inc. Oliver, P., & Firmin, M. (2013) Entry Level Assessment Center (ELSA) Predictors for Success as Law Enforcement Officers: A Pilot Study. National Social Science Journal, 40, 80-90. Oliver, P. (2013). Why I teach financial literacy. Cedarville Magazine, 1(1): 28-29. Oliver, P., & Hull, A. (2013). Managing Interoperable Communications. Law & Order Magazine, 61(4), 24-27. Oliver, P. and Lagucki, J. (2012). Challenges & Recommendations for the Aspiring Women Police Leaders. Law & Order Magazine. May 2012, pp 74-77. Oliver, P. (2010). Financial Literacy for Law Enforcement Professionals; Budgeting, The Most Important Financial Skill. The Ohio Police Chief, Summer 2010, pp. 53-57. Oliver, P. (2007). The Recruitment and Selection of Minority Police Officers. The Ohio Police Chief, Summer 2007, pp. 33-37. Oliver, P. (2007). Key Issues for Law Enforcement Administrators in Creating and Managing a Multicultural Law Enforcement Agency. The Challenge to Lead: Issues in Law Enforcement Leadership 50th Anniversary Leadership Book. Institute for Law Enforcement Administration: Plano, TX. Chapter 4, pp. 45-60. Oliver, P. (2003). The Complete Guide to Hiring Law Enforcement Officers: Toolkit. The Law Enforcement Foundation, Inc.: Columbus, OH. Oliver, P. (2002). Hiring in the spirit of service. Law and Order Magazine, December 2002, Vol. 50, No. 12, pp. 67-69. Oliver, P., et. al. (2001). The Complete Guide to Hiring Law Enforcement Officers: Based on a Research Study of the Entry Level Assessment Center Method. The Law Enforcement Foundation, Inc.: Columbus, OH 2 Oliver, P. (2000). Chiefs establish new Christian group: Assisting Chiefs to live their faith professionally and personally. The Ohio Police Chief, Summer 2000, pp.13-15. Oliver, P. (2000). Law enforcement management challenges for the 21st century. The Ohio Police Chief, Summer 2000, pp.63-65. Oliver, P. (1999). Law enforcement use of the assessment center method. The Ohio Police Chief, summer 1999, pp. 59-62. Oliver, P. (1998). The assessment center method: not just for promotions anymore. Police Executive Research Forum - Subject to Debate, Vol. 12, March/April 1998, pp.8-10. Oliver, P. (1997). Local law enforcement and the school district: a key community partnership. The Ohio Police Chief, Winter 1997, pp.75-77. Oliver, P. (1997). Recognizing diversity: It's about doing the right thing. Community Policing Exchange, Vol. V, No. 16, Sept/Oct 1997, p. 1. Oliver, P. (1994). Responsible for visitor safety: Park law enforcement. The Ohio Police Chief, October 1994. Oliver, P. (1992). Prepare now to pass: The acid test of human diversity. The Ohio Police Chief, June 1992, pp. 17- 19. Oliver, P. (1991). 'Active' listening skills encouraged: What did he say? The Ohio Police Chief, October 1991, pp. 43-45. BOOK/ PAPER PRESENTATIONS AT CONFERENCES Book: The Recruitment, Selection, and Retention of Law Enforcement Officers. Presenter and Facilitator for the Illinois Law Enforcement Training and Standards Board 2015 Executive Roundtable on Recruitment of Law Enforcement Officers. Oak Brook, Illinois February 2015 Paper topic: The Transformed Criminal Justice Professor; “One Professor’s technological and pedagogical journey”. Presented at the Academy of Criminal Justice Science Conference in Boston, Massachusetts in March 2010. Paper topic: Entry Level Assessment Center (ELAC), “Predictors for Success as Law Enforcement Officers: A Pilot Study.” National Social Science and Technology Conference, National Social Science Association, Las Vegas, Nevada, April 1-3, 2012. 3 RECENT KEY CONSULTING WORK AS OWNER OF: Police Management Solutions Inc.          Recruitment, Selection, and Retention Workshop for Institute of Police Technology and Management in Orlando, Florida; July 2015 Constitutional-based Policing Workshop for Bellefontaine, Ohio Police Department; July 2015 Recruitment, Selection, and Retention Workshop for Minnesota Chiefs of Police Association in Medina, Minnesota; June 2015 Hiring Workshop for Illinois Law Enforcement Training and Standards Board Executive Institute in Edwardsville, Illinois; May 2015 Management Audit for Fort Lauderdale, FL Police Department with Bobcat Training to review hiring practices; May 2015 Recruitment, Selection, and Retention Executive Workshop for Minnesota Chiefs of Police Association in Woodbury, Minnesota; May 2015 Review of online training curriculum for University of Arkansas on Suspect Interview and Interrogation training program for law enforcement officers; April 2015 Instructing and grading the Ethics Module for Ohio Association of Chiefs of Police, Certified Law Enforcement Executive Program; March 2015 Hiring Workshop for Illinois Law Enforcement Training and Standards Board Executive Institute in Rockford, Illinois; March 2015 PROFESSIONAL AFFILIATIONS Safe Harbor House Board Member for Women At-risk 2013 – 2015 East Dayton Christian School Junior High Head Basketball Coach 2013 - present Accrediting Council for Independent Colleges and Schools Evaluator for Accreditation 2006 - present International Association of Chiefs of Police Civil Rights Committee Member Environmental Crimes Committee Member 2004 - present 2006 - 2009 4 Ohio Association of Chiefs of Police Advisory Services Committee Member President of Association 2000 - present 2002 - 2003 National Organization of Black Law Enforcement Executives Training Committee 2000 - 2007 Director of the CEO Mentoring Program 2006 - present Commission on Accreditation for Law Enforcement Agencies, Inc. Commissioner/Treasurer 1999 - 2007 Police Executive Research Forum Member 1991 – present Greene County Correctional Planning Board Member 2010 – present AWARDS/ACCOMPLISHMENTS                 2014 – Promoted to Associate Professor of Criminal Justice 2013 – Cove Award for Academic Assistance and Mentoring to Students at Cedarville University 2011 - Awarded Tenure as an Assistant Professor of Criminal Justice 2010 - National Organization for Black Law Enforcement Executives President’s Award 2009 - Southwestern Ohio Council for Higher Education Excellence in Teaching Award 2008 - Lifetime Certification as a Law Enforcement Executive 2008 - Certified as Crown Financial Ministries Instructor 2007 – Named Academic Fellow by the Foundation for the Defense of Democracies 2007 - Service Award for 9 years of service as a Commissioner for the Commission on Accreditation for Law Enforcement Agencies 2006 – Facilitated the development and implementation of the Cedarville University Forensic Science Major for the Science and Math Department 2005 - Director of National Organization of Black Law Enforcement Executives CEO Mentoring Program 2005 - Trilogy Award presented by Cavalry Missionary Baptist Church Dayton, Ohio, for outstanding service as a black public official 2004 - Certified by Crown Financial Ministries as a Budget Coach and a Small Group Church Leader/Trainer 2004 - City of Fairborn Peacemaker Award 2002-2003 - President of Ohio Association of Chiefs of Police. 2002 - Research Grant Award - Author and Project Director of a Research Grant funded for one year through the Ohio Office of Criminal Justice Services to conduct a demonstration 5             project on implementing the hiring process for law enforcement officers featuring the use of the Entry Level Assessment Center Method 2001 - Elected as Treasurer of Commission on Accreditation for Law Enforcement Agencies as Board Member. Appointed to a second 3-year term 2000 - 2nd Vice President of the Ohio Association of Chiefs of Police, elected statewide. 1999 - Research Grant Award - Author and Project Director of a Research Grant funded for two years through the Ohio Office of Criminal Justice Services to research the effectiveness of the hiring process for law enforcement officers 1998 - Appointed to a three-year term as Commissioner for the Commission on Accreditation for Law Enforcement Agencies 1998 - Appointed to the National Organization of Black Law Enforcement Executives as a Special Assistant to the President overseeing training initiatives 1997/98 - State-wide elected Treasurer for the Ohio Association of Chiefs of Police 1996 - National Forum of Black Public Administrators, The Carl B. Stokes Award 1995 - Akron Black Police Officers Association - Criminal Justice Person of the Year 1992 - Outstanding Community Service Award - East Ohio Gas Company and WZAK Radio, Cleveland, Ohio 1992-1995 - Served on the Board of Ohio Peace Officers Training Commission - appointed by the Ohio Governor 1991 - Ohio Parks and Recreation Program Award-Reorganization of Ranger Department 1985 - Outstanding Instructor Award - Cuyahoga Community College/Basic Police Academy 6 Albert G. Preik, Jr. 545 Anchor Way Kure Beach, NC 28449 Phone (910) 352-4009 agpreik@bellsouth.net Education 2002-2003 Carnegie Mellon University Pittsburgh, Pennsylvania Heinz School of Public Policy & Management 36 Credit Units toward Masters in Public Policy and Management 1999-2001 Point Park University Pittsburgh, Pennsylvania Bachelor Science Criminal Justice th Summa Cum Laude graduate 2001 FBI National Academy—207 Session Additional Training, Symposiums, and Seminars listed on page 3. 2005-2008 Kure Beach, North Carolina Police Department (Reserve) 2004 Cape Fear Community College-Adjunct Instructor Pittsburgh Bureau of Police—Pittsburgh, Pennsylvania (26 years) 2003-March 1,2004 Commander Zone Five 2001-2003 Commander Support Services 2000-2001 Commander Research & Planning (Intelligence Unit) 19972001 Consent Decree Project Manager 1991-1997 Patrol Lieutenant 1990 Training Academy Director 1988-1989 Patrol Sergeant 1987-1988 Communications Sergeant 1983-1986 Patrol 1980-1983 Plainclothes Investigation 1978-1980 Patrol 1973-1976 United States Air Force assigned to the White House Communications Agency, Washington, D.C. International Association of Chiefs of Police (IACP) FBI National Academy Associates Secret Security Clearance conducted & completed by FBI (Pittsburgh) to enable access to information related to terrorism/homeland security. References 1973 Top Secret Security Clearance while serving with the White House Communications Agency 1973-1976. Deputy Chief Paul Donaldson (412) 323-7814 Pittsburgh Bureau of Police 1203 Western Avenue, Pittsburgh, Pennsylvania 15233 Chief Dennis Cooper (910) 458-7586 Kure Beach Police Department Kure Beach, North Carolina 28449 Dr. James Ginger (540) 593-2000 Public Management Resources 143 Red Roof Lane, Willis, Virginia 24380 Richard D. Kiernan (919) 946-0370 8833 Foggy Bottom Drive Raleigh, North Carolina 27613 2003 FBI Certificate of Recognition (Terrorism) 2000/2001 Mayors Award for Employee Excellence for Outstanding Service—Distinguished Contribution to Profession or Science 2000 International Association of Chiefs of Police Webber Seavey Award Semi Finalist 1999 Meritorious Service Award 1999 Good Conduct Award 1975 Presidential Service Badge Awards received Professional Achievements I have commanded what has been described as the most extensive transformational project in the history of American policing. The DOJ-PBP consent decree project. Additional Training, Symposiums and Seminars United States Department of Justice and the City of Pittsburgh entered into a consent decree to bring about reforms to the Bureau of Police. I was appointed to manage the project and in this capacity was challenged with the implementation and compliance with the requirements of the decree. Within these requirements was the development of an automated “Early Warning System” to provide indicators of employee performance to the command staff, and additional requirements related to training, supervision, and discipline. Successful compliance efforts were achieved through diverse team development, effective communication and community involvement. To my knowledge Pittsburgh is the first (and possibly only) agency to have been released from the requirements of a Department of Justice consent decree. In managing that project and moving an agency from one having a poor reputation, to one that received both national and international recognition for model policies, practices, training and supervision, leaves me with a proven record of leadership, team building, and command accountability. The City of Pittsburgh and the Pittsburgh Bureau of Police, particularly since 1996, have been pro-active in providing educational opportunities for their employees. I have listed the more relevant training: 2003 Incident Command System (ICS) FEMA/PEMA 2003 Community Oriented Policing Consortium (Department of Justice) 2002 Post 9/11/01 Lessons Learned—Arlington, Virginia 2002 Accountability, Integrity, Cultural Diversity—Duquesne University 2001 Command Accountability Executive Training University of Pittsburgh 2001 Community Oriented Policing Consortium (Department of Justice) 2001 Dignitary Security—Pennsylvania State Police Governors Detail 2000 Crisis Negotiation—FBI/US Attorney 1999 Integrity Leadership—National Institute of Ethics 1998 Command Institute for Police Executives 1998 Dignitary Security—United States Secret Service 1998 Supervisory Training Program—Gilmartin/Harris Associates 1997 Police Executive Development (Advanced POLEX) Penn State 1997 Liability for Police Executives--CALEA 1996 Police Executive Development (POLEX) 1996 Essentials of Management—Indiana University of Pennsylvania 1991 Hostage Negotiations--FBI 1991 Master Instructor—(Municipal Police Officer Education and Training Commission MPOETC) In Service Training 1990 Police Firearms Instructor—National Rifle Association 1990 FBI Instructor Development 1988 Police Supervisor In Service Training Institute (POSIT) Penn State Manuel P. Quinoa 3 Killdeer Glen Hackettstown, New Jersey 07840 (908) 878-7703 quinoa@optonline.net Employment Experience 9/2009 - Present New Jersey Attorney General’s Office Trenton, NJ Office of Law Enforcement Professional Standards Chief State Investigator Upon dissolution of the 1999 Federal Consent Decree (Decree) agreed upon by the State of New Jersey and the United States of America as a result of the racial profiling controversy involving the New Jersey State Police (NJSP), the Office of Law Enforcement Professional Standards (OLEPS) was created by State statute to serve as permanent monitor for the NJSP. OLEPS was authorized to review NJSP rules, regulations, SOPs and operation instructions, conduct operations audits and independent analysis of data to identify any potential disparity in law enforcement and any and all matters the State statute identified or that the Attorney General directed. Since its inception, served as the Chief State Investigator responsible for reviewing all motor vehicle stops involving use of force, canine deployment, and consent searches based on reasonable articulate suspicion to ensure that both the stop and post-stop activity were constitutional and in compliance with applicable NJSP policies and procedures. As well, analyzed random sampling of motor vehicle stops involving searches based on probable cause, arrests and other post stop activities to ensure constitutionality and compliance. Responsible for training activities to ensure that troopers receive training, including instruction on search and seizure, use of force and cultural diversity. Contributor to the OLEPS monitoring reports and the biannual NJSP Office of Professional Standards (OPS) reports. The OLEPS audits of OPS investigations on a biannual basis determine if the evidence in the case supports the findings. The audits involve a review of all complaints regarding racial profiling, disparate treatment, excessive force, illegal or improper searches, false arrests, and domestic violence. In addition to review of these complaints, a sample of all other complaints received by NJSP is selected for review. For each complaint, a complete review of all available investigative evidence, including but not limited to the written investigative file, audio and video tapes, is reviewed. In addition to monitoring NJSP, I have provided assistance and guidance to both urban and suburban law enforcement entities statewide on the appropriate motor vehicle stop procedures, use of force, training and internal affairs procedures. 5/2004 – 9/2009 New Jersey Attorney General’s Office. Trenton NJ Office of State Police Affairs Chief State Investigator Served as the Chief State Investigator in the office responsible for the implementation of the terms and reforms of the Decree agreed upon by the State of New Jersey and the United States of America as a result of the racial profiling controversy involving the NJSP. Provided coordination between the NJSP and the Court appointed Independent Monitoring Team and the Civil Rights Division of the United States Department of Justice. Oversaw the OPS internal affairs unit by reviewing internal investigations. Provided a complete review of the Training Bureau and provided administrative support in the prosecutions of disciplinary hearings. Reviewed motor vehicle recording tapes and associated reports prepared pursuant to the enforcement actions taken during the course of the motor vehicle stop to ensure that the appropriate practices and procedures set forth in the Decree were taken. 10/2003 - 4/2004 New Jersey Division of Criminal Justice Trenton, NJ Deputy Chief State Investigator Assigned to the New Jersey Attorney General=s Office, to overhaul the Office of State Police Affairs effectiveness by establishing an effective reporting system to ensure internal controls and compliance with legal requirements for investigations. To compile, review, and interpret data to evaluate performance of the investigative units. Conducted internal investigations and investigated complex or sensitive administrative cases; conferred with deputy attorneys general and other law enforcement officials on special cases, legal processes, and procedures. Assisted the Director in formulating, implementing, and monitoring office policies, procedures, goals, and objectives. Planned, organized, and directed the investigative activities of the office; directed and evaluated the work of the investigative staff and provided training and other assistance when needed; coordinated office activities with NJSP and with federal, state, and local law enforcement agencies and developed rapport and intra-agency cooperation on investigative matters. 11/1998 - 10/2003 New Jersey Division of Criminal Justice Trenton, NJ Supervising State Investigator Provided technical guidance; assigned and supervised the work of the investigative unit and administrative personnel. Monitored the progress of investigations and review completed investigations for completeness and accuracy. Advised and assisted in, or personally conducted, difficult and sensitive investigations. Decided the types of investigations to be conducted and procedures to be used. Trained and instructed investigators or other personnel in investigative techniques and procedures. Interpreted and explained laws, rules and regulations relating to criminal investigations. Reviewed correspondence and reports for accuracy, pertinency and consistency with laws and regulations. Supervised the compilation and maintenance of records and caseload statistics. Performed related duties as assigned by the Deputy Chief State Investigator. 7/1979 - 10/1998 New Jersey Division of Criminal Justice Trenton, NJ State Investigator Led investigation for a task force with a mandate to thwart and prosecute alleged fiscal or managerial corruption in the Newark Public Schools, the largest Public School district in the State of New Jersey. Responsible for communicating information to all task force members, including the New Jersey Attorney General, the New Jersey State Commissioner of Education, and the Director of the New Jersey Division of Criminal Justice. Piloted investigations including insurance, banking, real estate fraud, embezzlement, public contracts fraud, fraud against private sector operations, and fraud against the State or activity which involves State agencies. Education 9/1972 - 5/1977 Fairleigh Dickinson University, Madison, NJ Bachelor of Science Degree - Accounting Activities       Member of the Hispanic Law Enforcement Society. Member of the New Jersey Division of Criminal Justice OIFP Liaison and Continuing Communications Group. Member of the New Jersey Division of Criminal Justice Field Training Officer Committee. Robert Jordan Scholarship Foundation Board Member. Member of the Society of Investigators of Greater Newark. Past member of the New Jersey Division of Criminal Justice Investigator Professional Committee. Specialized Training Weingarten Rights, Garrity Rights & Civil Liability Course Leadership Course Corporate Outreach Program in Counter-Terrorism Course Management of Organizational Behavior Course Evidence Law Enforcement Intelligence Unit Training Crime Analysis Certified Police Training Commission Eradicating Racial Profiling Executive L.S.I. Interrogation Rules of Financial Arrest Law and Procedures Search and Seizure Interview and Interrogation Techniques Performance Planning and Evaluation Techniques, Procedures and Financial Manipulation Analysis The Detection, Investigation & Prosecution of Financial Crimes Awards Recipient of Attorney General’s Award for Outstanding Contribution to a Special Project Skills Fluent in Spanish: Oral and written. LOU REITER...RESUME LOU REITER & ASSOCIATES...87 Chula Drive, Jasper, GA 30143 706.268.1824...404.242.9069(cell)...loureiter@gmail.com POLICE CONSULTING EXPERIENCE Lou Reiter has been the principal consultant with Lou Reiter & Associates since its inception in 1983. In that capacity he has been providing professional consulting to law enforcement agencies in three primary areas: (1) training, (2) agency audits and (3) litigation services. TRAINING Lou Reiter typically conducts 20-30 training seminars and programs each year involving approximately 1000 persons. These presentations range in time from 3 hours to five (5) days with the majority being a two (2) day seminar. Normally attended by police supervisors, managers, command personnel and litigation/risk management elements, these seminars involve police practitioners from federal, state, county and municipal law enforcement agencies. For the past 20 years, Lou has been the national Internal Affairs procedures trainer for Public Agency Training Council, Indianapolis, IN. He is co-director of the company’s Legal and Liability Risk Management Institute. Lou is the Director of the National Certification for IA/OPS Investigator/Supervisor providing national certification for IA/OPS public safety practitioners throughout the country. The most common areas of presentation and instruction are:        Managing the Internal Affairs function, police discipline and the citizen complaint process. Investigation of critical incidents - officer involved shootings, use of force, and pursuits/emergency responses. Police discipline. Use of force and deadly force issues. Police pursuit/emergency response issues. Investigative procedures and supervision. Personnel practices.      Supervisory techniques. Liability management. Policy and procedure development. Jail intake procedures. Management effectiveness. These training programs have been presented in the following states for police training academies, private training groups, public agencies, governmental entities and academic facilities: California Florida Georgia New York Texas South Carolina Massachusetts Rhode Island Pennsylvania Virginia Maryland Ohio Indiana Wisconsin United Kingdom Minnesota Missouri Arizona Nevada Utah Colorado Oregon Washington Hawaii Vermont North Carolina Illinois Oklahoma Louisiana Mississippi Kentucky Tennessee Alaska New Jersey Connecticut District of Columbia New Mexico Michigan North Dakota Arkansas Alabama U.S. Virgin Islands Mexico City (Policia Federal) LAW ENFORCEMENT AGENCY AUDITS These types of agency audits take on many different forms. Some are designed to identify the strengths and weaknesses of the agency, make recommendations and present specific timetables for implementation. Others are specifically designed to evaluate the agency’s liability potential, make recommendations and suggest implementation strategies. Some involve budgetary concerns and consideration of consolidation of police jurisdictions. Occasionally the purpose is to conduct an administrative investigation using external investigators due to sensitive or political potential conflicts of interest. Some are accreditation and reaccreditation on-site assessments for the Commission on Accreditation for Law Enforcement Agencies, Inc. These audits are conducted either as a one-person unit or as a member of a larger team of police professionals, although not more than six (6) total. Most of these are through contracts with the affected governmental body. Some are through a litigation or risk management unit. In 2001, Lou Reiter was appointed as the Federal Court Monitor for the consent decree in Colln, et al., v. County of Ventura, et al., CV 97-8352, 98-3051 and 986092 LGB (Cwx), United States District Court, Central District of California. Since 1996, Lou Reiter has acted as a consultant for the Special Litigation Section, Civil Rights Division, U.S. Department of Justice, in six (6) pattern and practices investigations concerning the cities of New York, New Orleans, Pittsburgh, Buffalo, Columbus, OH., and Charleston, WV. He has also worked with the cities of Cincinnati and Schenectady which were being investigated by this governmental agency. Lou is Co-Director and Director of Audits for the Legal and Liability Risk Management Institute of the Public Agency Training Council, Indianapolis, IN. As an independent consultant with this firm he conducts agency audits and policy development/implementation for agencies represented by insurance pools in 10 states. Lou Reiter since 1983 has audited law enforcement agencies as small as three (3) persons to as large as 39,000 personnel. They have represented municipal, county and state entities. Normally, he conducts 3-5 of these audits each year. During these forms of audits, he rides with line officers and first level supervisors for nearly 100 or more hours for interviews and direct observation of field implementation. The primary areas of focus during these audits are:             Citizen complaint procedures. Discipline, internal affairs and early warning systems. Personnel practices including selection, hiring, EEOC/AA, promotion, assignment and retention. Specialized operations including traffic, investigations, narcotics, vice, intelligence, emergency response teams and unusual occurrence units. Organizational structure and command responsibilities. Police department governance. Policy and procedures development. Use of force policy and procedures. Investigation of critical incidents. Training and training documentation Use of police resources Support functions including communications, records and detention and holding facilities. These types of agency audits have been conducted in the following states: Florida Georgia Arizona Colorado Ohio Delaware Pennsylvania North Carolina South Carolina Virginia New Mexico California Illinois Wisconsin West Virginia Arkansas Louisiana Tennessee Texas New York Rhode Island Washington New Jersey Kentucky Connecticut Vermont New Hampshire LITIGATION SERVICES Lou Reiter, since 1983, has been involved in over 1100 law enforcement civil litigation cases and a few criminal matters. He has acted both as a consultant and testimonial expert witness. These have been in Federal and local courts. He has worked with plaintiff attorneys approximately 60 percent of the time and the remainder with defense units. He has also been employed in this area by insurance entities, risk management pools, local prosecutorial offices and the United States Department of Justice. While there has been a wide range of specific law enforcement practices and procedures which have been involved in these cases, some of the more common issues addressed in case development and subsequent testimony have been:             Field procedures including tactics, arrest techniques and pursuits/emergency response driving. Standards of police misconduct investigations. Use of force and deadly force. Supervision. Investigative procedures, including warrant applications, informant control and use, and search warrant processes. Jail intake procedures. Police management. Personnel practices, including hiring, retention, remediation, background investigations, use of professional counseling services and promotion/assignment. Investigation of citizen complaints. Employee discipline. Police policy and procedures development. Police training. These litigation services have been in the following states and jurisdictions: Florida Georgia Alabama Mississippi Louisiana California Texas Missouri Illinois Indiana Michigan Iowa Oregon New Mexico Montana Wyoming Colorado Kansas Oklahoma Texas Kentucky Tennessee Minnesota Ohio South Carolina North Carolina Virginia New Mexico Arizona Alaska Hawaii Maryland Pennsylvania New York New Jersey Delaware Connecticut Maine New Hampshire Puerto Rico Rhode Island Washington Wisconsin Massachusetts Idaho West Virginia Nevada PRIOR ACTIVE POLICE EXPERIENCE Lou Reiter was a sworn member of the Los Angeles Police Department for 20 years between 1961-1981. He began as a police officer and retired as a Deputy Chief of Police. During that tenure he served in over 20 assignments. Some of those assignments included: Promotion schedule.       1980 1976 1974 1970 1966 1961 Deputy Chief of Police Commander Captain Lieutenant Sergeant Police Officer Personnel and Training Bureau, Commanding Officer. As a Deputy Chief directed the operations of three (3) divisions and two (2) major sections, involving over 300 employees.     Responsible for all training, personnel management, recruitment and selection, employee-management relations and behavioral science services Responsible for the successful implementation of the 1980 Consent Decree requiring increased hiring of females and minorities Chairman of the Use of Force Review Board which adjudicated all officerinvolved firearm discharges, serious injuries resulting from police action and in-custody deaths Caused the initiation of a unique peer counseling program for employees and a transfer system for “burned out” employees from high activity areas and assignments. Operations West Bureau Commanding Officer. Directed all police operations (patrol, traffic, investigations and vice/street narcotics) in the Western quadrant of the City with four (4) geographic stations and one (1) traffic division involving over 1400 employees. Planning and Fiscal Bureau Commanding Officer. Directed the operations of five (5) divisions, involving over 400 employees.       Responsible for the $310 million Police budget preparation and management Automated systems Planning and research Communications Guided the development of the Emergency Command Control Communications System, a multi-faceted computer based system financed by a $40 million tax override Provided on-going liaison with the City Council and directed efforts to develop local and state legislation Uniformed Coordinator for Operations Central and Valley Bureaus. Each Bureau consisted of five (5) geographic stations, a traffic division, gang enforcement unit, and over 1600 employees. In addition to the overall coordination of patrol and uniformed operations, monitored and approved personnel complaint investigations, adjudications and discipline during this four (4) year assignment.      Coordinated the successful police efforts in the San Fernando Valley during the 1978 school desegregation Directed the City-wide 500 person police reserve officer program Department liaison to community alcoholism programs Participant in the Physical Altercation and Tactics Committee Regular member of the Fleet Safety Review Board and Shooting Review Panel. Central Area Commanding Officer. For two (2) years commanded over 250 uniformed officers and detectives in the Los Angeles Central City (downtown) area. Team policing. Selected to make preliminary preparations and then command a unique team policing experiment in Foothill Division in July, 1973 (this was similar to the current Community Oriented Policing concept). This consisted of a command of 57 employees including detectives and traffic officers to maintain 24-hour police service for this area. Crime went down in this area while it rose in adjacent areas. Traffic assignments. Served as a uniformed traffic accident investigator throughout the City. Investigated 1200-1500 traffic accidents and arrested nearly 400 drunk drivers. Provided specialized enforcement and accident investigation on the City’s freeway systems in specially equipped pursuit vehicles. Patrol assignments. Was a uniformed patrol officer in three (3) geographic stations. Functioned as a plainclothes member of an anti-crime unit. As a sergeant was a field supervisor and later, as a lieutenant, was a uniformed watch commander. Employee misconduct administration. Investigated cases alleging employee misconduct both as a field supervisor and member of Internal Affairs Division. As the Department Advocate, presented the agency case against employees during internal administrative hearings (Boards of Rights). Later, as a Lieutenant, acted as a defense representative for accused employees during these same hearings. Adjudicated investigations of police misconduct and served as a member of Boards of Rights on many occasions. Other personnel related activities. Participant in the Physical Altercation and Tactics Committee, Fleet Safety Review Board and Shooting Review Board. In 1981, chaired the Police Productivity Workshop which presented recommendations for massive changes in operations to respond to budgetary restrictions imposed by the passage of Proposition 13. Training commands and assignments. Commanded (1980-1981) the Personnel and Training Bureau which included the Police Academy and video training production unit. Implemented programs (1980-81) to assist in the achievement of court consent decree hiring of females/minorities and their successful performance during the training aspect of their employment. Was the Assistant Commanding Officer of the Police Academy. Was the Officer-in-charge of the Human Relations Training Unit which covered such topics as community and cultural diversity, officer-partner relations, inter-personal communications, and handling the emotionally disturbed and mentally ill. Staff researcher and author for the 1973 Police Task Force Report of the National Advisory Commission on Criminal Justice Standards and Goals. The report assisted agencies nationwide to update their operations and develop plans for future growth and strategies. The three (3) specific chapters researched authored by Lou Reiter were “Internal Discipline, Training and Management-Employee Relations.” Managing Unusual Occurrences. Member of the Department Field Command Post Cadre since its inception following the 1965 Watts Riots. Developed procedures for police operations during such incidents principally as a member of the Operations Section and later incident command functions. Participated in numerous actual unusual occurrence control operations as well as training exercises responding to natural and man-made incidents. Volunteer police. Managed the LAPD 500 person Reserve Officer Corps. Developed revised training programs and an in-service training element. Created a unique expert advisory group within this volunteer corps specializing on the expertise of lawyers, doctors, statisticians, educators and other specialists. Implemented a 54 person Reserve Chaplain program. Lobbied for and supported State laws mandating strengthened training and selection requirements for volunteer elements of police agencies. Community Relations and Crime Prevention. Community Relations lieutenant and Assistant Commanding Officer of Hollywood Division, directing the community mobilization and crime prevention efforts. Was the Officer in Charge of the Public Service and Crime Prevention Section, Public Affairs Division. New Careers and Concentrated Employment Program. In 1967, initiated, implemented and administered this U.S. Department of Labor funded program which employed, trained and assigned disadvantaged, underemployed persons to police community relations and crime prevention programs. Ninety (90) percent were ex-convicts or former narcotics users. Planning and Research. Researched and authored policy and procedure changes for the Department and incorporated them into the Department Manual. ADDITIONAL INSTRUCTIONAL EXPERIENCE During the years since 1971, Lou Reiter has been involved in continuous and varied aspects of training both within and outside the law enforcement field. Some of those not covered in the preceding sections are:       Faculty member for national level police management and specialized programs for organizations such as the Public Agency Training Council (Indianapolis), Americans for Effective Law Enforcement (Chicago), Institute for Police Technology and Management (Jacksonville, FL.), Police Foundation Executive Institute, Commission on Accreditation for Law Enforcement Agencies, National League of Cities, Law Enforcement Assistance Administration, academic institutions, local police academies, state police organizations and risk management/insurance pool groups. Senior Consultant, Institute for Liability Management. Faculty member, Criminal Justice Management Program, Florida Center for Public Management, Florida State University. Certified Instructor, Law Enforcement Supervision/Management, Florida Department of Law Enforcement. Lifetime Vocational Training Certificate, Law Enforcement, California. Developed and presented “Frontline Supervision,” a police supervision program. Elected to the Santa Clarita Community College Board of Trustees in 1975 and reelected in 1979. Served as Board President and acted on many local and State committees on education. Past member:       Police Science Advisory Boards for Junior Colleges of Rio Hondo, El Segundo and Harbor City in the Los Angeles area. Faculty member for graduate and undergraduate level courses at various universities and colleges. Principal faculty member for the Management Development Program for the City of Los Angeles. Trainer for Florida American Cancer Society’s Volunteer Leadership Development Program. California State University, Northridge, Advisory Committee on Teacher Education. Advisory Committee on Clinical Rehabilitative Services Credential, Department of Communicative Disorders. LAW ENFORCEMENT PROFESSIONAL ACTIVITIES Since 1973, Lou Reiter has been involved in law enforcement professional activities and programs. Many of these were during his tenure with the LAPD. Others have been as a concerned public member and police consultant. Some of those include:          Assessor, Commission on Accreditation for Law Enforcement Agencies, Inc., (1985- ), and has been assigned to both on-site audits for accreditation and re-accreditation. Re-certified as an assessor in 1999 at Montreal Conference and in 2002 at Cleveland. American Society for Law Enforcement Trainers, member. National Internal Affairs Investigator’s Association, member and conference presenter. National Center for Women and Policing, member. Public Safety Committee, Big Canoe, GA. Founding Member, Tallahassee Committee of Ninety-Nine and former member of Board of Directors (1982-1988) and Secretary (1984-1987). This organization was formed in 1981 and provided support to local law enforcement agencies for greater professionalization, underwriting local police training programs, purchasing police equipment and ensuring benefits to families of police officers. Presenter and participant, 1982 and 1983 Florida Governor’s Challenge Conference on Crime. Chair, Public Safety Committee, 21st Century Council, City of Tallahassee (1990-1993). This citizen group was organized to create an annual assessment guide to evaluate the effectiveness of our community’s public safety performance. Past member, California Peace Officers Association   Chairman (1979-81) Standards and Ethics Committee. o Initiated and moderated the First Joint Symposium on Professional Issues. o Developed and received State approval and distribution of the Code of Professional Conduct and Responsibilities for Peace Officers. o Member, Law and Legislation Committee. o Member, Small Agency Committee. o Member, Reserve Officers Committee. o Recipient of the 1981 ‘Professionalism Award’ from the California Peace Officers Association. Member or past member: o Florida Sheriffs’ Association, Lifetime Member. o Florida Council on Crime and Delinquency. o American Society for Training and Development, local and National. o Public Safety Committee, League of California Cities. o Los Angeles County Peace Officers Association. o Southern California Police Community Relations Officers Association. PUBLICATIONS Lou Reiter has published many law enforcement articles. With the exception of his Internal Affairs manual mentioned below, most of his current publications are integral parts of training he provides and are tailored to the specific subject matter and audience of the presentation. The below represent most of his published works:      Law Enforcement Administrative Investigations, a manual/guide. This comprehensive 120 page manual was first published by Lou Reiter & Associates in 1993. The 2nd edition was published in 1998 and is an expanded version with several guest author chapters and contains over 300 pages in a ‘nuts and bolts’ method of presentation for practitioners. The Third Edition was published in November, 2006, by the Public Agency Training Council. Broken Badges: Cases from Police Internal Affairs Files, a fiction novel, Lou Reiter, Deeds Publishing, November 2013 “FIVE ISSUES THAT MIGHT PROTECT YOUR AGENCY FROM A 'FERGUSON',” LLRMI/PATC Legal Update, December 2014 “What’s the best way for cops to report and monitor ‘stop, question and frisk’ citizen encounters?” LLRMI/PATC Newsletter, September, 2014 “Conducting Covert Investigations, Integrity Tests, and Financial Investigations on Law Enforcement Employees – Part 1 and 2,”                     Rothlein/Reiter, LLRMI publication, March/May, 2014 “Off Duty Officers Arrested for DUI/OWI: An Employment Decision,” LLRMI/PATC Newsletter, January, 2014 “Chemical Testing of NYPD Officers Involved in Shooting Incidents: Lynch v. City of New York,” LLRMI/PATC Newsletter, December, 2013 “The cop who’s a sexual predator,” co-authored with Steve Rothlein, LLRMI/PATC newsletter, October, 2012 “US Supreme Court: Private actor hired by governmental entity for Internal Affairs investigation gets treated as government official for purposes of Qualified Immunity: Filarsky v. Delia 2012,” The Local Government Liability Beat, Local Government Risk Management Services, Inc., GA, June, 2012 “REESTABLISHING SCHEDULED INSPECTIONS/AUDITS OF POLICE HIGH RISK, HIGH LIABILITY TASKS,” LLRMI/PATC newsletter, April, 2012 “The Search for Witnesses in Law Enforcement Administrative Investigations,” LLRMI/PATC newsletter, April, 2012 “The Need for an IA/OPS Audit,” LLRMI/PATC newsletter, March, 2012 “Employees Posting Material or Comments that Adversely Affect Agency – Legal Question Answer,” LLRMI/PATC newsletter, March, 2012 “Brady/Giglio implications for law enforcement,” Webinar, LLRMI/PATC, Feb. 2012 “The truth about Garrity,” Webinar, LLRMI/PATC, Feb. 2012 “Occupy and Beyond: Practical steps for reasonable police crowd control,” LLRMI/PATC newsletter, December, 2011 “The Social Network and public safety employees: the good; the bad; and the ugly,” LLRMI/PATC newsletter, March, 2011 “Narcotic/Special Enforcement Unit Control and Audit,” Lou Reiter, Stephen Campbell and Steve Rothlein, LLRMI/PATC newsletter, August, 2010 “From the United States Supreme Court Search of Officer’s Text Messages from Department Issued Pager was Reasonable,” Lou Reiter/Jack Ryan City of Ontario v. Quon, 560 U.S.___ Slip op. 08-1332 (2010), LLRMI/PATC newsletter, July, 2010 “Nepotism and Fraternization in Public Safety Agencies,” LLRMI/PATC newsletter, July, 2010 “Brady: The Next Step for Law Enforcement Agencies,” LLRMI/PATC newsletter, January, 2010 “Garrity and the Civilian Review Board,” LLRMI/PATC newsletter, August, 2009 “Must you tape and transcribe interviews in administrative investigations?” LLRMI/PATC newsletter, August, 2009 “The Economy and Unexpected Employee Problems,” LLRMI/PATC newsletter, June, 2009 “Are Your Internal Affairs Reports Confidential?” LLRMI/PATC newsletter,                       December, 2007 “Domestic Misconduct Involving Public Safety Employees,” LLRMI/PATC newsletter, 3 Parts, June, 2007 “Sexual Misconduct by Public Safety Officers is a Job for Use, Not the Courts,” LLRMI/PATC newsletter, August, 2007 “Conduct Unbecoming: Sex, videotapes, the Internet and police misconduct,” Public Agency Training Council Information, April, 2007 “Procedural Time Limits in Administrative Investigations - Absolutes,” The Local Government Liability Beat, Georgia Risk Management, March, 2007 “Sex, Videotapes, the Internet, and Police Misconduct,” Law Enforcement Executive Forum, Illinois Law Enforcement Training and Standards Board of Executive Institute, Western Illinois University, 2007 “Are You Providing Reasonable Training and Policy Direction on the Handling of the Mentally Ill and Emotionally Disturbed Persons,” LLRMI/PATC newsletter, September, 2006 “Preparing a Defense in Law Enforcement Litigation: A Formula for Law Enforcement,” LLRMI/PATC newsletter, August, 2006 “Conduct Unbecoming: Still a Viable Discipline Charge,” LLRMI/PATC newsletter, June, 2006 “Common Questions About Law Enforcement Administrative Investigations,” LLRMI/PATC newsletter, March, 2007 “Administrative Insight: A Key to Defending Your Decisions for Administrative Investigations,” Law Enforcement Risk Management Legal Update, Summer, 2006, LLRMI/PATC “Preparing a Defense in Law Enforcement Litigation: A Formula for Law Enforcement,” Public Agency Training Council Information, August, 2006 “The Search for Witnesses in Law Enforcement Administrative Investigations,” LLRMI/PATC newsletter, September, 2005 “Rhode Islands Law Enforcement Officers Bill of Rights Needs a Fresh Look,” Providence Journal OpEd article, July, 2005 “The Need for an IA/OPS Audit,” LLRMI/PATC newsletter, March, 2005 “Creating Reasonable and Defensible Discipline,” Commission on Accreditation for Law Enforcement Agencies, Inc., Newsletter, November, 1996. “Timesharing With Your Subordinates,” Florida Police Chief, April, 1984. “Police Agencies Need Shooting Policy,” Tallahassee Democrat, September 27, 1982. “Truth About Miami Is Down in the Streets,” Tallahassee Democrat, December 27, 1982. “Police Recruitment in the 80's - Crisis or Opportunity?” Western City, May, 1981. “Civil Detoxification in Los Angeles,” Police Chief, August, 1981 “Professional Police,” California Peace Officer, 1980. “The Elected Public Official Views Police Professionalism,” California Peace Officer, 1980.       “A Footbeat Officer’s View of Police Work,” Journal of California Law Enforcement, October, 1979. “A Day With Sergeant Maynard Jones,” Police Chief, April, 1979. “Field Sergeants’ Administrative Time Utilization,” Journal of California Law Enforcement, unknown date. “Make Your Meetings Successful,” Journal of California Law Enforcement, April, 1979. “Ways To Get That Paper Out Now, Faster and Better,” Journal of California Law Enforcement, October, 1978. “Internal Discipline,” “Training,” and “ Management-Employee Relations,” Police Task Force Report, National Advisory Commission on Criminal Justice Standards and Goals, United States Department of Justice, U.S. Printing Office, 1973. Webinar presentations              Beyond Occupy: Reasonable demonstration control methods 2012 Brady/Giglio and its implications for law enforcement 2012 Garrity and compelled statements of public employees 2012 Sexual misconduct: 3 essential control and defense elements 2013 How to audit your IA/OPS operations 2013 Making defensible employee discipline 2013 Discipline matrix vs. individualized employee discipline 2013 Social media use by public safety employees 2013 Administrative interviews of public safety employees 2013 Domestic misconduct involving public safety employees 2013 Brady/Giglio update 2014 Compelled statements: the plain truth 2014 Legal Update: Internal Affairs and Officer Misconduct 2014 URBAN ECONOMIC DEVELOPMENT AND COMMUNITY ACTION GROUPS During his residence in both Southern California and Florida, Lou Reiter has been active in various programs designed to improve and enhance community and economic development. Some of those activities have included:  Tallahassee Area Chamber of Commerce and committees on County and City Governments.       Local committee for district member voting in Leon County. Forward Tallahassee. Board of Directors, Skid Row Development Corporation. A non-profit organization formed to stimulate redevelopment of the skid row area in Los Angeles, attract funding sources, funnel monies to redevelopment projects and oversee the general plan for this designated area. During the first year originated over $6 million of projects impacting business stimulation and residential housing. Board of Governors, Alcohol Detoxification and Rehabilitation Center. In 1976 conducted an extensive management study of this program. The results were implemented and produced an increased intake of public inebriates and reduction in walkout rates. Central Business District Redevelopment Project, Skid Row Task Force. Greater Van Nuys Chamber of Commerce and member of the Business Improvement Committee and Vitalize Van Nuys, Inc. (a specific economic action project). COMMUNITY ACTIVITIES Community activities have been a personal commitment for Lou Reiter. Many of these were in connection with his duties as a police practitioner. Others were from his personal orientation to the communities in which he has lived. Some of those not previously mentioned have included:       American Cancer Society o Board of Directors and Executive Board, Florida Division. o State Crusade Committee, Vice Chair. o Chairperson, State Direct Mail and Marketing Subcommittee. o President (1986-87) and Board of Directors, Leon County Unit. o Trainer, State Volunteer Leadership Development Program. o Crusade Chairperson (1982-84) Leon County Unit which increased donations 60% to a record high of $111,000 annually. President, Consolidation NOW, a citizens’ group advocating the consolidation of governments of Leon County and the City of Tallahassee. President (1985) and member Board of Directors (1983-88), Tallahassee Junior Museum. During the year as President the museum received accreditation from the American Association of Museums. Chairperson, Airshow ‘86, Tallahassee’s first major airshow. Co-chair, Airshow ‘87. Hope House Board Member, Jasper, GA., a temporary home for children involved in family crisis Rotary International o Jasper, GA, Rotary (2008- )  Providence Rotary (2004-2008)         Smithfield, RI, Rotary (2002-2004) Tallahassee Capital Rotary (1981-1999) Paul Harris Fellow (1976) Service Above Self/Member of the Year recipient (1986-7) Presenter at district and zone conferences Past member, Newhall, CA., Rotary Creator of the Newhall Rotary Community Service Fund Memberships, current and previous: Forward Tallahassee, Public Safety Committee Florida Economics Club Tallahassee Tiger Bay Club WFSU-TV committees Partners in Excellence, a school/business support program 1987 Leon County School District “Citizens For Better Schools” Bond Steering Committee Florida State University Artists Series, benefactor Public Inebriate Task Force, Alcoholism Council of Greater Los Angeles Canyon County, CA., Formation Committee Vice President and Board of Directors, Santa Clarita Valley Boys and Girls Club Board of Directors, Tallahassee Informed Parents Boy Scout Troop 23 Committee Swannee Area Scout Council Fund-raising Committee Board of Directors, LeMoyne Art Foundation Member and Director, United Way of Leon County FORMAL EDUCATION University of Southern California - Graduate of the Managerial Policy Institute (1980) and graduate study in the Master of Public Administration program. Pepperdine University - Bachelor of Science in Public Management/Criminal Justice Program . University of California at Los Angeles - undergraduate study in Political Science. PERSONAL Born March 31, 1939, in Minneapolis, Minnesota. Resident of Georgia since 2008,Rhode Island since 1999 and Tallahassee, Florida, between 1981-1999. Lou Reiter lived in the Los Angeles area for nearly 30 years. Lou’s wife is Marilyn McFadden who is an attorney and was a certified Florida police officer. She currently specializes as a consultant in law enforcement and prosecution issues of Domestic Violence and is considered one of the leading experts in police employee-related domestic misconduct. They have six (6) grown children one of whom was a police officer with the City of Tallahassee. Professional Overview Peter C. Sarna 30 Calle La Reina Rancho Mirage, CA 92270 442-227-4384 925-683-4598 pcsarna1@yahoo.com Presently involved in a range of professional and consulting activities, including policy reviews, case analysis and expert witness work in police use-of-force cases, police management and operational practices studies, confidential, sensitive executive-level investigations, risk assessment and management training, and critical incident management training. From 1988 to 1998, served as the Assistant General Manager for Public Safety in a large, complex special district encompassing two San Francisco Bay Area counties and over 100 square miles of diverse parklands and trails in a service area exceeding 1,500 square miles. Responsible for the administration of police, fire, emergency medical, and disaster preparedness services, direction of a combined public safety staff—police and fire—of over 150, and management of an $8.5s million budget. Assumed the above position after completing a 20-year career with the Oakland, CA Police Department at the rank of Police Captain. During that time, commanded virtually every major division, oversaw the development and implementation of many innovative programs, and acquired a strong blend of staff and line skills. Served as the department’s lead trainer and authority on critical incident management. Over thirty years of professional police experience is complemented by extensive study and experience as a trainer in a variety of subjects: leadership, performance management, strategic planning, process mapping, critical incident management, patrol and crime reduction strategies, field training, and ethics. Consulted with numerous local, state, and federal agencies on the above subjects, including California POST, FEMA, California Specialized Training Institute, FBI, London Metropolitan Police, London Fire Brigade, The Center for Risk Mitigation- University of California, Berkeley, and the Police Foundation. Published articles and a book chapter on critical incident management, incident command, risk management and hostage negotiations. Professional History 1998 to Present Serving as a private consultant providing a variety of professional services to local, state, and city governments. Representative assignments include: Currently involved as a co-principal in the development of a leadership development institute for senior managers in the Indianapolis IN Metropolitan Department of Public Safety. Department includes police, fire, EMS, Animal Control and Communications services. The first stage of the process---conduct of a needs assessment and data collection---has been completed. The next stage, which includes developing program structure and content, will begin in November 2014. Made presentation to members of the Emerson Society, a national group of police trainers, on critical issues in contemporary policing in Santa Claus, IN in October 2013. In August 2012 developed and presented a one-day program on Incident Reconstruction to staff of the Sacramento County Probation Department. Program addressed major stages of the incident reconstruction process, including initial response, investigation, report writing and managing common sources of bias, misperception and memory retrieval. Presenter and panel discussant at February 2012 Public Agency Risk Management Association in Monterey, CA on Risk Management and the Policing of Contemporary Social Protest (Occupy Oakland); made follow-up presentation in May 2012 on Policing Contemporary Protest, sponsored by the Municipal Pooling (i.e., Risk Management) Authority of Contra Costa County, to police commanders from Contra Costa agencies Assisted the Raleigh NC Police Department in the development of scenario-based critical incident management training program for command staff, provided classroom instruction in critical incident management as preparation for the scenarios, and served as the incident command evaluator for three days of scenario-based exercises in May 2012. Lecturer, UC-Berkeley, School of Public Health (2010), on leadership, ethical dilemmas and incident command issues in the response to pandemics. Reviewed revised use of force policy (draft stage) for Oakland Mayor Jerry Brown in connection with implementation of Riders settlement agreement (2004). Advised his office on strategic policing issues, including the development and implementation of anti- violence strategies. Completed two major investigations into claims of sexual harassment in the City of Alameda Police Department, which included a review of City and Department policies on sexual harassment and conferring regularly with the Police Chief and other City officials. Final reports and findings provided the foundation for the Chief to initiate major reforms within the Department. Served as the Interim Chief of Police, City of El Cerrito, CA, from September 1999 to May 2000, pending the appointment of a new chief. Assisted the city with the selection process for the new chief, conducted a variety of staff studies on scheduling and service delivery strategies, evaluated the department’s complaint investigation process (in the process reversing an employee’s termination that lacked good cause), and conducted both supervisory and command-level promotional processes. In early 1999 I was brought in as a third-party consultant to investigate allegations of sexual harassment against a Bay Area police chief. The majority of the allegations were sustained and led to the chief’s termination. During the course of the investigation, I worked closely with city staff and legal counsel, and met with city council members in closed session to brief them on the investigation and findings. Since November 1999, have served as a special consultant with the California Department of Corrections’ Office of Internal Affairs. Sit on an independent panel-- Deadly Force Review Board (DFRB)--that reviews all uses of deadly force within the system to ensure that they comply with department policy. This involves reviewing both criminal and administrative investigations in detail to assess their adequacy and the validity of their conclusions regarding the facts in each case. Assisted the Department in rewriting its use of force policy and related training programs, including investigative protocols. Worked with a major Bay Area agency to develop an alternative (an agency-run Basic Academy) to its traditional strategy (relying on community college-operated academies) for training new recruits, and several other Bay Area agencies to recruit and select new police chiefs. 1988 to 1998 Assistant General Manager for Public Safety, East Bay Regional Park District, Oakland, CA Responsible for the direction and control of police, fire, emergency medical, and disaster preparedness services in a two-county special district. Completely restructured all services to improve service delivery, employee morale, and interagency relations, which achieving significant cost-savings in major operational areas for ten consecutive years. Developed written cooperative police and fire agreements with approximately 40 police and 10 fire jurisdictions. Implemented a Master Training Plan for both sworn and civilian staff, including a computerized management system to track compliance. 51 Expanded Public Safety volunteer programs by 150% (presently 5 discrete programs with over 200 total members). Coordinated the formation of the East Bay Fire Chiefs’ Consortium and the Hills Emergency Forum (six-member oversight body) to manage East Bay Hills fire threat issues—from prevention to mutual response agreements—in the aftermath of the October 1991 Tunnel Fire. Created organizational mechanisms for staff consultations at all levels on important issues: Expanded Command Staff Meeting; Policy Council; Ad Hoc Task Forces (e.g., patrol scheduling); monthly meetings with Police Officers Association representatives; Training & Safety Committee; Internal Consultants Program; and Boards of Review (force, pursuits, accidents, and major incidents). Oversaw the development and implementation of Patrol Priorities Program designed to routinely identify major policing issues and needs through consultation with other departments and community groups, and then develop strategies, tactics, and performance measures to address each. Implemented a Public Safety Impact Analysis process for ensuring police and fire input on major capital projects and service programs with significant public safety implications and requirements. Oversaw the transition from traditional bargaining to interestbased labor relations bargaining model. Process resolved a number of longstanding issues and resulted in a new three-year agreement that was approved overwhelmingly by Police Association members. 1983-1988 Police Captain, Oakland, CA Police Department Commanded every major division, including: Personnel th and Training, Youth Services, Criminal Investigation, 4 Platoon (comprised of Foot Patrol, Street Drug Task Force, Anti-Crime Units, Hostage Negotiation and Entry Teams, Canine Unit, Helicopter and Airport Security Unit, Police Reserves, Court Liaison, and Animal Control Unit). Responsible for the policing of civil protests, special events, and major incidents. Developed and implemented a Mental Health-Homeless Outreach Program with staff from the Alameda County Mental Health Service Department. Oversaw creation of an Environmental Crimes Unit while Commander of the Criminal Investigation Division. 52 Commanded the department’s Personnel and Training Division, which is responsible for administering the Basic Police Academy, supervisory and management courses, and all in-service training for line, supervisory, and command personnel. Developed and administered a major multi-year policing program to support Oakland City Center economic redevelopment. Served as the principal police department liaison with major developers and city redevelopment staff. Developed a council of key police officials and community representatives to coordinate drug control strategies in Oakland. Created a multi-agency incident response team to handle serious inter-group conflicts in Oakland neighborhoods. This eventually evolved into a formal Police-Asian Community partnership to reduce crime and inter-group tensions. Oversaw the formation and training of a new street drug task force to combat crack- related problems and violence; directed numerous anti-drug efforts. Worked closely with community groups to target drug “hot spots” and develop abatement strategies. 1976 to 1983 Police Lieutenant, Oakland, CA Police Department Served in a variety of line and staff assignments, including Training Division Commander, Patrol Commander, and Central Business District Commander. Routinely scheduled and directed the activities of 40 to 80 field units; served as incident commander at numerous high-risk incidents, major crime scenes, and special events. Served as the chief liaison with city planning staff and downtown developers to ensure that policing programs supported redevelopment efforts and satellite business districts. Served as chief negotiator in the creation of a ten-year publicprivate funding partnership to enhance police services in the central business district and satellite business districts. Developed the department’s critical incident management training program for police supervisors and commanders. 1972 to 1975 Police Sergeant, Oakland, CA Police Department Selected to serve as a Special Assistant to the Chief of Police, San Jose Police Department, in the Police Foundation Bay Area Law Enforcement Exchange Program. Conducted staff studies on policing issues, including the impact of deinstitutionalization of the mentally ill on police services in San Jose. Supervised operation of the Animal Control Unit; directed a team of officers assigned to anti-crime duties and the handling of high-risk incidents, such as hostage-takings and barricaded subjects. Developed and presented training programs on leadership, performance management, high-risk patrol tactics, and patrol procedures. 1968-1971 Police Officer, Oakland, CA Police Department th Valedictorian of the 55 Recruit Academy; performed general patrol duties; selected as one of the department’s first field training officers. Education and Professional Certificates POST Executive Certificate, 1994 Fulbright Fellowship in Police Studies (England), 1992-1993 Graduate, Police Executive Institute, Police Foundation, 1976 M.A., Sociology, Boston University, 1968; post-M.A. Doctoral studies National Defense Education Act Fellowship, Boston University, 1965-1968 1965 B.A., Sociology, American International College, cum laude, Teaching and Consulting Police Project Manager, Blue Marble Study of Support Functions in the Los Angeles Police Department. Major multi-disciplinary study of full spectrum of support services, including the Scientific Investigation Division, Communications, Information Services, Records, Jail Operations, Fiscal, and Training, 1996 Lecturer, Critical Incident Management, FBI Academy, 1992 Use of Deadly Force Review Panel member, Oakland Police Department, 1993 Member, Incident Critique Panel, Richmond, CA Police Department Double Officer Fatality, 1993 Developer and lead instructor, POST Critical Incident Management Course (have trained over 700 incident commanders from California police agencies over the past 20 years) Instructor, Police Ethics, Los Medanos College Basic Police Academy, 1995-1997 Member, Steering and Curriculum Development Committees for development of the POST Supervisory Leadership Institute (SLI), 19881989 Contra Costa County Police Chiefs’ Association Media Relations Subcommittee Chairman, Coordinator of joint Chiefs’ Association-Costa County Times media relations training seminars, 1991-1992 Presenter, Public Agency Risk Management Association (PARMA) Annual Conference, San Diego (1991), “Risk Business” – Front-Line Strategies for Managing Risks in Policing Developer and instructor, Incident Command Issues in Child Abduction Investigations, POST course for child abduction investigators, 1996 to present. Course focuses upon coordination issues and task management requirements in complex, multi-agency investigations, including coordination with the FBI Served as the Contra Costa County Chiefs’ Association representative to the Advisory Committee on Domestic Violence (ACAD); provided executive-level input on police investigative practices to a multidisciplinary group consisting of court officials, public and private service providers, victim advocates, and police investigators from agencies throughout the county, 1996-1998. Adviser to Youth Council, Marlboro, MA, 1967. Lecturer in Sociology, Regis College, Weston, MA, 1967 and American International College, Springfield, MA , 1967. Professional Associations Contra Costa County Police Chiefs’ Association, 1988-1998 International Association of Chiefs of Police, 1988 to present Police Executive Research Forum, 1988 to 1998 Alameda County Chiefs of Police and Sheriff’s Association, 1988 to 1999 DAVID TORRES RÉSUMÉ BACKGROUND, EDUCATION, TRAINING AND EXPERIENCE PERSONAL INFORMATION Date/Place of Birth: December 9,1961, Mount Holly, NewJersey Mailing Address: 5949 Walnut Street Laureldale, New Jersey 08330 3077 Spouse: Kristy Lee, nee Fenwick Children: Kaitlyn Olany (Born February 10, 1994) Olivia Kathryn (Born January 7, 1998 Telephone Numbers: 609 965 1656 – Home 609 774 0233 – Cellular E Mail: EDUCATIONAL BACKGROUND Presently Fairleigh Dickinson University Teaneck, New Jersey Masters of Administrative Science Program Currently enrolled February, 1988 New Jersey State Police Training Academy Fort Dix, New Jersey Certification May, 1987 Villanova University Villanova, Pennsylvania Bachelor of Arts June, 1980 John K. Ossi Vocational Technical High School Medford, New Jersey Diploma TECHNICAL / PROFESSIONAL TRAINING March, 2013 Security Officers’ Registration Act (SORA) Training January, 2013 Executive Training – Labor Relations and Dispute Mediation. July, 2012 Executive Training – Alcohol Awareness / Project Tracking September, 2011 Executive Training – Leadership Development and Self Awareness January, 2011 RIA Jack Phillips Center for Research – Return on Investigation February, 2010 Physical Conditioning Instructor Training November, 2009 Executive Level Awareness Training October, 2009 Executive Leadership for Lieutenants Training September, 2006 Federal Bureau of Investigation Basic Surveillance May, 2006 Mid Level Management and Leadership Course May, 2005 Improvised Explosive Detection Course September, 2004 Standard Operating Procedures Professional Development April, 2004 Behavior Assessment Screening System Training January, 2004 First (Front) Line Supervision School August, 2003 Supervisory MAPPS School March, 2003 Supervisory Motor Vehicle Regulations Responsibilities and Review Course February, 2003 Equal Employment Opportunity / Affirmative Action Awareness Training May, 2002 Northwestern University Traffic Institute’s Accident Reconstruction Course September, 2001 Supervisory Issues School January, 2001 Domestic Violence Training April, 1999 Northwestern University Traffic Institute’s CRASH II April, 1998 Northwestern University Traffic Institute’s CRASH I February, 2007 Instructor Training Course August, 1989 Breathalyzer Certification PROFESSIONAL EXPERIENCE 2011 2013 Commandant Training Bureau New Jersey State Police Trenton, New Jersey 2009 2011 Lieutenant – Assistant Bureau Chief Training Bureau New Jersey State Police Trenton, New Jersey 2007 2009 Lieutenant Head Occupational Health Bureau Unit New Jersey State Police Trenton, New Jersey 2006 2007 Sergeant First Class – Assistant Unit Head Occupational Health Bureau New Jersey State Police Trenton, New Jersey 2005 2006 Sergeant – Squad Leader Tactical Patrol Unit New Jersey State Police Trenton, New Jersey 2003 2005 Sergeant Field Operations Section New Jersey State Police Trenton, New Jersey 1988 2003 Trooper, Trooper II & Trooper I Field Operations Section New Jersey State Police Trenton, New Jersey 1985 1987 Ombudsman New Jersey Farm Bureau Trenton, New Jersey PROFESSIONAL ASSOCIATIONS New Jersey State Police Superior Officers’ Association New Jersey State Police