Patrick M. McLaughlin, Esq. 1111 Superior Avenue, Suite 1350 Cleveland, Ohio 44114-2500 pmclaughlin@m-litigation.com (216) 623-0900 July 8, 2015 VIA EMAIL 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 Carole.Rendon@usdoj .gov Rash ida J. Ogletree Trial Attorney U.S. Department of Justice Civil Rights Division Special Litigation Section 850 Pennsylvania Avenue, NW Washington, D.C. 20530 Rashida.Ogletree@usdoj .com Barbara A. Langhenry Director of Law City of Cleveland Dt:parlmt:nl of Law 602 Lakeside Avenue, Suite 106 Cleveland, Ohio 44144 Blanghenry@city.cleveland.oh.us Dear Ms. Rendon, Ms. Ogletree, and Ms. Langhenry: I am pleased to submit this application to serve as the court appointed independent monitor of the Cleveland Division of Police. The Monitoring Team stands committed to work with the Parties, under the supervision of Chief Judge Oliver, to accomplish the objectives mandated by the Consent Decree in a timely manner. Sincerely yours, ~'-1( ~-c;jJJsi~_: Patrick M. McLaughlih Attachment                   Response of Patrick M. McLaughlin     and     Guidepost Solutions LLC     to the     Request for Applications to Serve as Court Monitor of the     Cleveland Division of Police                         Submitted by:       Submitted: Patrick M. McLaughlin, Esq. 1111 Superior Avenue, Suite 1350 Cleveland, Ohio 44114-2500 (216) 623-0900 pmclaughlin@m-litigation.com    July 8, 2015   TABLE OF CONTENTS     I.   EXECUTIVE SUMMARY Page 2   II.     MONITORING TEAM PERSONNEL   III.     QUALIFICATIONS Page 26   IV.     PRIOR EXPERIENCE AND REFERENCES   V.     Page 46     POTENTIAL CONFLICTS OF INTEREST OR BIAS   VII. Page 64 APPENDIX    Patrick M. McLaughlin References Monitoring Team Resumes         Page 63   ESTIMATED COST       Page 32 PROPOSED ACTIVITIES VI.   Page 5   1   I. EXECUTIVE SUMMARY   The Parties to the Court ordered Consent Decree have a solemn obligation to the Cleveland Community and the men and women of the Cleveland Division of Police (“CPD”) to accomplish the mandates agreed upon in the time period directed. In order to satisfy the objective that police services are rendered in “a manner that is constitutional, effective and consistent with community values, while preserving officer and public safety” it is essential that the City and the CDP deliver competent leadership, systems of accountability, and buy-in from the officers that protect this community day in and day out. As an agent of the Court, the Monitor will insure that the mandates of the Consent Decree are established and that the police services provided are constitutional, effective and consistent with the values of the citizens that the officers are sworn to protect and defend. As the Independent Monitor (“Monitor”), I and the cadre of experienced law enforcement professionals (collectively the “Monitoring Team,” “Team,” or “MT”) identified hereafter pledge to work with the Parties to identify, and address any obstacles to effective compliance. The Monitoring Team pledges to work with the Court, the parties and the community in a constructive, yet rigorous, manner not as adversaries but as participants with the common objective to achieve full and timely compliance. The Team is fully competent to accomplish the mission of the Consent Decree. Patrick M. McLaughlin, and the Guidepost Solutions (“Guidepost”) Team recognize that thoughtful and efficient planning, project management and review against identifiable objectives and criteria will be critical to the success of the CDP’s program requirements under the Consent Decree and to any efforts to oversee, monitor, evaluate and improve programs. The project protocols we will follow ensure that both the monitor and the CDP stay focused on effectively achieving the objectives of the Consent Decree within the defined time period and include   2   participation by the Community and the Department of Justice (“DOJ”). The Monitor and the Team will focus on two core components. First, the development of performance indicators that will assess and guide implementation and allow for the accurate testing and monitoring of the reforms required by the DOJ and agreed to by the City of Cleveland and as embodied in the Consent Decree. Second, the process of culture change. The Mayor and the CDP leadership must shape the culture within the CDP so that it will be receptive to sustainable change. In short, the specific changes in policies, practices, procedures, accountability, recruitment, training and governance required by the Consent Decree and desired by the citizens of the City of Cleveland will not be sustainable if the culture within the CDP is not prepared for and does not accept change. The phased approach will begin with learning more about the eleven substantive areas outlined in the Consent Decree, the requirements for change or supplementation set forth and what is necessary to ensure that the changes required are implemented in a manner compliant with the Consent Decree. Thereafter, we will (a) evaluate implementation of the policies, procedures, training and other requirements for the e l e ve n substantive areas and measurements of achievement; (b) be in a position to plan further and work with the CDP, the Community and the DOJ to ensure achievement within the time periods required; (c) make recommendations to further accomplish effective change to achieve the stated objectives; (d) report findings to the Parties after discussion with those affected within the time frames detailed in the Consent Decree; (e) report to the Court as directed and as outlined in the Consent Decree; and (f) while doing so, engage and meet with CDP, the City of Cleveland, community stakeholders and the DOJ to solicit their input. We will offer technical assistance as appropriate. This type of approach has proven effective across many years of compliance consulting, monitoring, IPSIG and other oversight assignments in which the Monitor and Team members have   3   been involved on behalf of a variety of clients. The Team assembled has the requisite background, skills and familiarity with the subject areas encompassed by the Consent Decree to ensure effective and timely completion of the monitorship at a fair and reasonable cost. We set out below more details about the proposed monitorship process, but, in general, it will include review of policies and necessary data; identification and agreement on the measureable objectives to be achieved by the Consent Decree and monitorship; the steps to reach attainment of the objectives; establishment of the means, processes and measurement matrices for monitoring; execution and reporting protocols; and a plan for appropriate interaction with the Parties and the Community. The project goals will be accomplished through regular interaction with the CDP, at all levels of the chain of command; rigorous audits of the performance of the CDP in the areas covered by the Consent Decree; discussion with the CDP and DOJ prior to the release of any reports; periodic meetings with DOJ to receive input and to discuss the work of the Monitor; periodic meetings with City officials to receive input and to discuss the work of the Monitor; periodic meeting with the various entities and organizations identified in the Consent Decree concerned with and including the Community to obtain input and discuss the work of the Monitor; the issuance of reports to the Court as required; and the issuance of reports as required by the Consent Decree. Throughout the process the Monitor will provide guidance to the CDP about steps that can be taken to improve how the CDP is operating and how it is perceived in the areas covered by the DOJ Report and the Consent Decree.   4   II. THE MONITORING TEAM1   Patrick M. McLaughlin and the Team bring a unique approach and broad expertise to the CDP monitorship. The Team, and those to be added, encompass a diverse and expert staff with significant experience in municipal policing, internal affairs, community relations, law enforcement, federal and state prosecution, legal matters, integrity, compliance, analytical fieldwork, investigations and forensic review. The Team includes professionals with past service as high ranking federal and municipal enforcement and police officials; use of force and community policing experts; training specialists; former law enforcement agents; elected and appointed state and federal prosecutors; and individuals with vast experience with compliance oversight, monitorships and IPSIG services as monitors appointed by federal district courts, DOJ, SEC, state courts, state agencies and other positions of trust. The Team’s experience includes research analysis methodologies, data gathering, and project management. Team members have served courts, government agencies, prosecutors, cities, states, law enforcement agencies, foreign governments and the full spectrum of private industry for decades. The Team is skilled in delivering all of the elements required in the Consent Decree. We are prepared to supplement our capabilities with other specialists that may be required as we better comprehend, assess and execute the tasks to be performed. Patrick M. McLaughlin and Guidepost propose a key cadre of individuals and entities as the Monitoring Team, together with an Advisory Team that can be called upon if it complements the effort. The Team will be organized as indicated in the following organization chart.2                                                              1  We set forth the Team membership and qualifications to demonstrate the breadth and depth of the Team and to demonstrate ability and experience to perform the tasks of the Monitorship. We will utilize the time of each member judiciously to assure costs are kept to a minimum without sacrificing quality.  2 Full resumes are available in the Appendix.   5   Patrick M. McLaughlin, Monitor Patrick M. McLaughlin is the proposed Monitor and head of the Team. He has extensive law enforcement and professional legal experience spanning 39 years. In 1978, upon completion of two years of clerkship, he joined the United States Attorney's Office for the Northern District of Ohio, assigned to the Civil Division and was named Chief, Civil Division in 1982. In 1984 the former U.S. Attorney was fired by the President and McLaughlin was appointed the interim United States Attorney by the U.S. District Court for the Northern District of Ohio. In 1985 he was appointed by President Ronald Reagan as the United States Attorney for the Northern District of Ohio in which position he served through 1988 completing ten years of service with the Department of Justice. Under McLaughlin's leadership, and through the talent and dedicated service of the support staff and assistant U.S. attorneys, the United States Attorney’s Office for the Northern District of   6   Ohio accomplished much, including the following:  Lead the Department of Justice in the number of child pornography convictions. Including the first child pornography case tried to a jury, and the first case to uphold the constitutionality of the Child Protection Act.  Coordinated the establishment of the Caribbean Task Force, the first multi-agency operational task force of its kind located in a U.S. Attorney's office and under the direct supervision of an assistant U.S. attorney. The task force was formed to combat the influx of violent drug gangs from the Caribbean, primarily Jamaica, attempting to enter the Northern District of Ohio.  Was a leader among the nation's U.S. Attorneys in providing community leadership to reduce the demand for drugs, particularly among our youth, and formed the Northern Ohio Drug Abuse Awareness and Prevention Task Force, which was recognized by President Reagan and Attorney General Meese as a national model.  The U.S. Attorney's office terminated more civil cases in federal and state courts in fiscal years 1984, 1985,and 1987 (5th in FY 1986) than any U.S. Attorney's office nationally.3 McLaughlin was appointed by both Democratic and Republican Attorneys General of the State of Ohio as Special Counsel/Independent Prosecutor investigating the elected Auditor of the State of Ohio. The investigation resulted in the prosecution and conviction of Thomas E. Ferguson. In his private practice of the law he represents clients in commercial and business cases, product liability, civil litigation defense, and white collar criminal defense. 4                                                              3 For a more comprehensive report on what was accomplished by the U.S. Attorney’s Office during the time that McLaughlin was in charge see the Quadrennial Report to the Citizens of Northern Ohio 1984-1988. See Attachment A, Letter dated April 10, 2015 expressing an interest in the appointment as the independent Monitor. 4 For a more extensive biography of McLaughlin’s representative cases handled, visit the website of McLaughlin Law, LLP at www.m-litigation.com. References for McLaughlin are included in the Appendix.   7   McLaughlin is a Fellow of the American College of Trial Lawyers. He has been named the Best Lawyers' 2015 Cleveland Criminal Defense: White Collar "Lawyer of the Year"; named to the 2013 and 2014 Irish Legal 100; and each year since 2004 named an Ohio Super Lawyer for Civil Litigation Defense. For 20 years, he has served as President of the Greater Cleveland Veterans Memorial Inc. He served on the Charter Review Commission of Cuyahoga County (2012-2013), which Commission held 26 sessions, and four community meetings. The Commission's Final Report was issued on July 1, 2013. He has served as the President of the Judge John M. Manos Inn of Court and as the Circuit 6 Trustee, the National Board of Trustees, American Inns of Court; on the Board of Directors of the National Association of Former United States Attorneys; has chaired the Judicial Selection Committee of the Cleveland Bar Association, and received federal appointments to the Judicial Advisory Commission and the Merit Selection Panel for recommendations for appointment of U.S. District Judges and U.S. Magistrate Judges. He is a Life Member of the Sixth Circuit Judicial Conference and the Eighth Judicial District Conference, and a former President of the Cleveland Chapter of the Federal Bar Association. A decorated infantry veteran of the Vietnam War, McLaughlin has been inducted into the Ohio Veterans Hall of Fame and the Ohio Military Hall of Fame for Valor. After receiving his honorable discharge, while a law student, McLaughlin joined the Army Reserves and served for 14 years assigned to the JAG Corps. McLaughlin’s interest in this appointment stems from his long-standing devotion to public service and commitment to the greater Cleveland Community. He has a direct, personal stake in Cleveland and its long-term best interests.   8   GUIDEPOST SOLUTIONS OPERATIONAL REVIEW TEAM Edmund Hartnett, Senior Project Consultant Edmund Hartnett’s in-depth background includes five years of executive management experience as the Police Commissioner of Yonkers, New York. During his term crime was reduced by 16% and shooting incidents were dramatically reduced. He reorganized the Yonkers Police Department’s Internal Affairs Division, including the investigative and complaint intake process. During his tenure complaints against police officers declined significantly and relations with the community improved. Mr. Hartnett assumed the role of Yonkers Police Commissioner in November 2006. Upon arrival, one of his biggest challenges was to address the concerns of much of the African American community regarding excessive force and discriminatory policing. In August 2007, the Department of Justice announced an investigation into these issues. Prior to the arrival of the DOJ, progress was being made under Mr. Hartnett’s leadership to bring positive changes to the YPD in the areas of internal investigations, community involvement, use of force, discourtesy and supervision. Mr. Hartnett then worked with the DOJ to build upon these improvements. Prior to his tenure with the YPD, Mr. Hartnett had 22 years of police management and supervisory experience in the New York Police Department (NYPD), retiring as a Deputy Chief; he has 32 years of total public safety experience. Mr. Hartnett has successfully partnered with communities and local agencies to introduce holistic, multi-pronged and non-traditional approaches to problems and to effectively upgrade technological capabilities in the area of records management, integration of security, and gunshot detection systems. While serving as a Commanding Officer at the NYPD, he commanded the Intelligence Division, the Drug Enforcement Task Force and the Quality Assurance Division, the auditing mechanism for the entire NYPD. He was Commanding Officer of the 109th Precinct 9     (1997–1999) (population approx. 225,000; one of the largest residential and most diverse precincts in New York City); that required recurrent interaction with community groups, clergy and local elected officials. He has worked extensively with the Federal Bureau of Investigation, DEA, U.S. Secret Service and the New York State Police in his career. Since leaving public service, Mr. Hartnett has had extensive consulting experience working to improve practices and community relations at police agencies in Los Angeles, Oakland CA, Detroit, Baltimore and New York State. Patrick J. Harnett, Senior Project Consultant Patrick J. Harnett’s law enforcement career spans more than 35 years and includes a successful tenure as Chief of Police at the Hartford Connecticut Police Department (HPD) where he is credited with leading a major reorganization of the department and implementing a Neighborhood Policing Plan that brought the police and community closer together, increased accountability of police supervisors and reduced crime. The plan was widely acclaimed by the Hartford community, well received by HPD supervisors and officers, and achieved historic reductions in robbery (22%); auto theft (29%); and Part I crime (23.7%). As Chief of Police in Hartford, Mr. Harnett also made major operational changes to the Internal Affairs Unit that led to an elimination of a long standing backlog in the timely investigation of all force, misconduct and corruption complaints. By his direct participation in reengineering this unit, obstacles to the timely completion of investigations were overcome and serious misconduct was identified; this led to demotions, arrests and terminations of violating officers and sent a clear message that excessive force, misconduct or corruption would not be tolerated. Before becoming Chief of Police in Hartford, Mr. Harnett had retired from the New York Police Department (NYPD) as the three-star Chief. During his NYPD career, he served in many command positions in several divisions, including the Narcotics Division, where he managed 10     more than 3,000 detectives and supervised and developed and implemented a highly successful “turf-based” narcotics enforcement strategy that led to significant crime and violence reduction and won back control of ravaged neighborhoods from the drug dealers. As a Deputy Inspector in the NYPD he took command of a Bronx precinct that had failed a comprehensive inspection process that unearthed significant operational and administrative deficiencies. It was his responsibility to provide the leadership to implement and monitor corrective actions and to improve compliance with existing policies and regulations. Eight months later a follow-up inspection showed significant improvement and a correction of all deficiencies. Participating in this monitoring, inspection and correction process at the ground level was an informative experience. In 1994, as a Deputy Chief and Executive Officer to the Chief of Department, Mr. Harnett led a reengineering team that completely changed the philosophy and approach of the Inspection Division, converting it into the Quality Assurance Division that demanded excellence, honesty and accuracy in all facets of police operations while providing Precinct Assistance Teams to assist Commanding Officers to improve operations in their commands. This change of philosophy also provided relentless follow-up and involved the removal of Commanding Officers who did not perform up to standards. Mr. Harnett has worked closely with Chiefs and Police Commissioners in numerous police departments, including in Oakland, CA and Detroit, MI, advising and assisting them to make organizational and operational changes to improve the management and performance of their departments. Significantly, he assisted police executives in the implementation of the vaunted CompStat management and accountability process that evolved in NYPD starting in 1994. Notably, as it evolved, CompStat has been used to monitor and manage all facets of police operations, including improving community relations, and has proved to be a very effective tool 11     that enables top management to monitor and direct the investigation of police misconduct. Kevin P. Clark, Senior Project Consultant Kevin P. Clark has 25 years of experience in urban policing in major metropolitan cities and 20 years at the management and leadership level. As Police Commissioner of Baltimore, Maryland, from 2003-2005, he developed and implemented strategic initiatives, team building and leadership management practices, for the 3,800 member Baltimore City Police Department  reducing crime by 20%. The Baltimore Police Department led the nation with the second largest reduction in violent crime incidents (19.9%) for a major city; pioneered preemptive problem solving practices that reduced 911 emergency calls for service by 140,000 (11%); instituted budget management controls that reduced operational overtime by $6.1 million (33.6%) and contractual services by $1 million; and led the development of innovative public relations and operational leadership practices that reduced police misconduct and civilian complaints by 20%. Mr. Clark previously completed a 22 year career at the New York Police Department as Deputy Chief of the 2,400 member New York City Police Department Narcotics Division (overseeing city-wide policy development, investigation management, staffing, technology, budget controls and coordinating inter-agency operations with the F.B.I., D.E.A., Customs, State and Local law enforcement agencies). Previously, as Commanding Officer of the 44th and 47th Precincts, he directed the strategic and tactical crime suppression operation for two of New York City’s most violent Bronx regions leading to dramatic reductions in crime. The six years he spent as precinct commander in communities with populations of similar size to Cleveland required an innovative approach to problem solving and strong community relations. Mr. Clark has a strong policing foundation from his experience in Internal Affairs, leading fair and impartial investigations to get to the truth; as Special Operations Coordinator, managing precinct level community policing units, community affairs, and plainclothes 12     personnel, and within Narcotics, where high levels of integrity were critical not only with regard seized property, but also with regard to the rights of those individuals arrested for weapons and trafficking. As an executive officer he handled numerous allegations of misconduct that led to the arrest, suspension, modification of duties, terminations of employment and exoneration of NYPD employees. Demosthenes M. Long, Senior Project Consultant Demosthenes M. Long has 2 9 years of public safety and security experience. He has served as First Deputy Commissioner for the Westchester County Department of Public SafetyDivision of County Police and as an Assistant Chief with the New York City Police Department. Demosthenes Long is currently the Director of Morningside Operations at Columbia University where he collaborates with student leaders, faculty, staff and other members of the Columbia University community to revise or develop protocols for safety, security and standards for community engagement. Prior to assuming his current position of Director of Morningside Operations in the Columbia University Department of Public safety, Dr. Long5 was a full-time tenure tracked assistant professor in the Criminal Justice and Security Department at Pace University’s Dyson College of Arts and Sciences. He maintains his relationship with Pace University as an adjunct assistant professor teaching undergraduate and graduate level courses. Dr. Long served five years as the First Deputy Commissioner of the Westchester County Department of Public Safety – Division of County Police where his responsibilities included supervision of the Director of Training of the Zone Three training academy. Dr. Long began his 21 year career in the New York City Police Department as a Police Officer and earned the rank of Assistant Chief. He commanded the Police Academy, the School Safety Division and the Office of the Deputy Commissioner of Community Affairs. Dr. Long also has experience in private                                                              5 Dr. Long earned his Doctoral degree in 2012. His dissertation was titled Understanding Police-Citizen Conflict: A Neighborhood Environmental Perspective. 13     security. He was the director of corporate security for KeySpan where he was responsible for developing, implementing and evaluating physical security systems and protocols to ensure the safety and security of 12,000 KeySpan employees and visitors in more than 200 facilities. He has performed consulting work on assessment teams that evaluated the Rocky Mountain North Carolina Police Department, the St. Louis Metropolitan Police Department, the Detroit Public School Police Department, and the U.S. Virgin Islands Police Department. Louis Vega, Senior Project Consultant Louis Vega has 30 years of supervisory experience of police personnel at all levels and over 10 years of progressively responsible executive level experience in police operations and management. He is credited with maintaining comprehensive interaction with community representatives and elected officials; utilizing CompStat to formulate and implement police enforcement operations; supervising and conducting sensitive internal and criminal investigations; preparing and administering budgets; coordinating training; and managing investigative and operational law enforcement units. Mr. Vega had progressive career advancement in a number of police organizations, achieving promotional ranks in the New York City Police Department; Assistant Chief for Hartford Connecticut Police Department; and Assistant Chief with the City of Miami Florida Police Department (where he managed and reorganized three separate Division Commands, Internal Affairs, Administration and Criminal Investigations). Mr. Vega was also Police Director of the Camden Police Department and Assistant Chief of Police of the Opalocka, Florida Police Department. Mr. Vega is fluent in Spanish. Mr. Vega recently was in Cordoba, Argentina with associates working for the Manhattan Institute, where they completed an assessment and analysis of the police department operations, internal affairs, investigations, rapid response, crime lab, prison and cooperation with their district/state attorney. 14     Albert S. Becker, Project Consultant Albert S. Becker retired from the New York Police Department (NYPD) as a Deputy Inspector with more than 24 years of service. His last assignment was as the Executive Officer of the Support Services Bureau, where he was accountable for an expense budget in excess of $78 million dollars and the management of four divisions encompassing close to 1,000 employees. These four divisions were Fleet Services, Property Clerk, Central Records and the Printing Section. Previously he was assigned as the Commanding Officer of the Queens South Task Force which was a rapid response tactical and disorder control command. In that capacity, Mr. Becker led highly trained Police Officers in the Department’s efforts to fight terrorism, local crime and disorder. Mr. Becker was designated a COBRA Commander and commanded teams of Officers to respond to chemical, biological, radiological and nuclear threats. In addition to Mr. Becker’s training by the NYPD, he also attended the Center for Domestic Preparedness in Anniston, Alabama and is a graduate of the Federal Bureau of Investigation’s National Academy. Since retirement from the NYPD, Mr. Becker has been working as a consultant, offering training packages to police departments, universities and private institutions, as well as consulting on infrastructure threat assessment, IT vulnerability and law enforcement efficiency and consolidations. Mr. Becker participated with Guidepost Solutions in a consulting engagement for the Bergen County Prosecutor’s Office in which he was the Assistant Project Manager for a team analyzing the efficiency of three law enforcement agencies in Bergen County. The goal of the study was to determine the feasibility of consolidating Bergen County law enforcement agencies and a course of action for suggested implementation. 15   As part of that project, Mr. Becker   conducted numerous interviews, analyzed financial budgets and data, and compiled a detailed written and verbal report. The project culminated with a presentation before the Bergen County Board of Chosen Freeholders. The consolidation recommended has been approved. In 2014 Mr. Becker, with his fellow consultants met with the Governor elect of the Virgin Islands to consult on an evaluation of the Virgin Islands Police Department (VIPD). Thereafter Mr. Becker was brought in to run the project. After an initial visit in January 2015 they were provided with orientation of the three islands and the VIPD. They reviewed documents and department policies prior to their next visit. Mr. Becker and his colleagues spent time evaluating various units of the VIPD, and produced an initial draft report which was delivered last week. The Governor was introduced to John Jay College and an agreement was reached to partner with the VIPD for training purposes. An introduction was also made to the NYPD which may provide some mentoring to the VIPD detectives. It appears that the assignment will continue which will entail implementation of the recommendations made. Joseph Jaffe, Esq. Joseph Jaffe is the chief compliance officer and deputy general counsel at Guidepost Solutions. He has more than 40 years of experience with law enforcement, spanning governmental agencies and private practice positions. During his tenure as an Assistant U.S. Attorney in the Southern District of New York he served as Deputy Chief of the Criminal Division, Chief of the Official Corruption Section and Administrative Assistant U.S. Attorney. M. Jaffe was involved in a large number of investigations and prosecutions of elected officials and police officers in the New York metropolitan area. He also was the Acting Chief Inspector of the U.S. Drug Enforcement Administration and ran its Office of Internal Affairs. 16     Mr. Jaffe also served as elected District Attorney of Sullivan County New York and has been active in numerous community groups. He has been involved with managing, planning and overseeing internal investigations, compliance and integrity programs since 1991. He has served as Monitor appointed by the SEC, the U.S. District Court in the Southern District of New York and as Monitor, IPSIG and IAF for numerous state and local agencies. Mr. Jaffe also has been an instructor for various federal, state and municipal agencies and to industry in the areas of fraud and corruption prevention, internal investigation, monitoring and IPSIG. He presently serves as Project Director on an Integrity Monitoring Project for the PA of NYNJ. Kenneth C. Citarella, Esq., CFE, CIPP Kenneth C. Citarella is a senior managing director at Guidepost Solutions based in New York. His in-depth background includes training police officers while he served as an Assistant District Attorney for Westchester County, New York. His training experience includes police corruption awareness training. Mr. Citarella’s training curriculum covered legal issues such as the use of deadly force, elements of crimes, arrest procedures and search warrants. He has directed investigations into alleged police misconduct and, while serving as Deputy Chief of the Investigations Division for the Westchester District Attorney, he supervised the Public Integrity Bureau. Kevin T. Brant, CPA,CFE, Senior Forensic Accountant Kevin T. Brant is a senior managing director of forensic accounting services at Guidepost Solutions based in New York. He is a Certified Public Accountant and Certified Fraud Examiner. Mr. Brant has more than 31 years of experience performing forensic accounting, monitoring and compliance services. Prior to joining Guidepost Solutions, Mr. Brant was a Director of Litigation Support and Financial Investigations at BDO Consulting and Senior Managing Director of the Financial Investigations at Citigate Global Intelligence & Security. He also worked at Kroll 17     Associates as a Managing Director for Financial Investigations. In the public sector, he served as a Senior Special Auditor Investigator for the New York State Deputy Attorney General for Medicaid Fraud Control. Mr. Brant has been engaged on numerous occasions to perform investigations of complex financial transactions. He has assisted outside counsel to a prominent university to investigate misappropriation of funds, which lead to the arrest and conviction of employees in the cashier’s office and a complicit bank employee. In addition, he has been retained to perform a tracing of funds in support of litigation involving hedge fund investments in the education sector. He has worked jointly with outside counsel for a Fortune 100 specialty retailer to investigate and quantify losses of $34 million resulting from vendor kickback arrangement with the company’s procurement manager and provided management with recommendations for improvement of internal controls over the procurement process. He has served as a neutral intermediary in the quantification of losses related to a multi-million dollar procurement fraud by construction contractors working for the Metropolitan Transportation Authority. Mr. Brant has been engaged on numerous integrity monitoring and compliance engagements, including several construction projects in New York City with periodic reporting to state and local authorities. His recent experience includes projects involving forensic accounting procedures for the integrity monitorship of a $463 million project and forensic auditing services in conjunction compliance with mandated federal programs. He presently serves as Project Integrity Manager on an Integrity Monitoring Project for the Port Authority of New York and New Jersey. Scott P. Bryant, Project Consultant Scott P. Bryant has more than 30 years of experience providing strategic planning, organizational management and improvement and performance measurement services for law enforcement, government and first-responder agencies. 18   His extensive background includes   successfully working with legislative bodies and boards, government executives and community/constituent groups to enhance government service, effectiveness, and outcomes. Mr. Bryant’s extensive law enforcement consulting includes agencies serving high density metropolitan areas including the Port of Los Angeles Police Department; the Los Angeles Sheriff’s Department; the Oakland, California Police Department; the Orange County, California Sheriff-Coroner Department; the Fulton County Sheriff’s Department in Atlanta Georgia; the City of Redondo Beach, California; the City of Compton, California, the City of Long Beach, California, and the City of Washington, D.C. Mr. Bryant has helped all of these agencies improve operations with recommendations for public safety communications, performance improvement systems and monitoring, community policing strategies, and security policies and training. Barbara Duncan, Project Consultant Barbara Duncan is a highly skilled law enforcement executive with more than 26 years of experience, including six years as Chief of Police. She has a successful track record serving as a proven leader of a police organization and chief executive who has successfully addressed numerous organizational and community related challenges. She is the former Chief of Police for a mid-sized police agency providing services to the third most densely populated city in New York State and presently serves as Chief of Police for a mid-sized police agency; providing services to the largest city on the eastern shore of the State of Maryland. Ms. Duncan is credited with efficiently and effectively reducing crime by more than 30% through the introduction of COMPSTAT and various community policing strategies; establishing working relationships with the NAACP in an effort to reduce racial tension; developing and instituting a Cultural Immersion program; re-establishing the K-9 Unit; analyzing and re-organizing the Detective Division which corrected underperformance, improved moral, and restored public trust; instituting media strategies that promoted community engagement; integrating community policing philosophies; developing 19     partnerships with other city departments, outside law enforcement agencies and civic groups; creating programs to disrupt gang participation; integrating mentoring programs; restructuring department personnel to work within budgetary limitations by negotiating with collective bargaining units; implementing a Prisoner Re-entry program; establishing a domestic violence unit; implementing department-wide crime analysis and best practices meetings; and designing and implementing an innovative leadership program to address internal cultural issues, staff skill development challenges, talent retention and community engagement issues. Kenneth E. Middleton, Project Consultant Kenneth E. Middleton has more than 34 years of technology expertise in law enforcement. He has successfully directed IT operations, ensuring clearly defined vision and enhanced communication and has a proven track record of developing and supervising technical aspects of large-scale operations, consistently remaining on schedule and within budget. He currently serves as Deputy Director for the New York/New Jersey High Intensity Drug Trafficking Area (HIDTA) where he is responsible for its $12 million budget for purchasing and technology procurement. Mr. Middleton successfully collaborates with the IRS, FBI, Customs Service, INS, Secret Service, DEA and similar agencies to provide technology-based solutions that enhance communications and information sharing amongst the agencies. He is a member of the Connectivity and Information Committee for the National HIDTA program, charged with the development and implementation of a national information sharing network connecting 27 HIDTA locations. Most notably, Mr. Middleton established a command post following the September 11 terrorist attacks to ensure effective communications and had a short-term assignment to establish a complete network the week immediately following the tragedy. In addition, he is credited with expanding a photoimaging mug shots system to include 6.5 million photographs from 10 law enforcement agencies throughout the Metro New York area; expanding connectivity to two states; and effectively 20     housing all mug shots in one centralized location. During his tenure with the White Plains New York Police Department, he worked in the Criminal Identification Unit, Bureau of Criminal Investigation and reported directly to the Chief of Police and the Commissioner of Public Safety. He was charged with overseeing emerging-technology projects including digitized fingerprints and photos. Mary Stutzman- Managing Director Mary Stutzman has more than 25 years of experience providing monitoring and compliance services involving the creation and implementation of compliance policies and procedures and the assessment of compliance activities. Many of her assignments are appointed by or with the approval from government regulatory agencies. She was a member of the Guidepost Solutions Independent Expert Team appointed by the U.S. Department of Justice (DOJ) as part of its nonprosecution agreement with Deutsche Bank AG in a matter involving the bank’s participation and implementation of fraudulent tax shelters. She is a member of the BP Integrity Monitor Team, appointed by the DOJ as a result of its settlement over the Macondo oil spill in the Gulf of Mexico and is an active participant, under the Independent Consultant appointed by the New York State Department of Financial Services, in the Office of Foreign Asset Controls/anti-money laundering/Bank Secrecy Act compliance program review ongoing at BNP Paribas. Ms. Stutzman’s additional monitoring and compliance experience includes the monitorship and design and performance of an operational audit at a major energy company; the compliance review of a publicly-traded utilities company; the creation and oversight of a women’s and minority business enterprise program at a manufacturing company; the review of investigative practices at Hewlett Packard; the review and assessment of Smith Barney’s compliance with the consent decree in the research analyst/investment bank settlement; and, the administration of the distribution of a $40 million Securities and Exchange Commission settlement fund for a company that was found to 21     have engaged in market timing activities. Alexandra Petersen, Esq. CIPP Alexandra Peterson has more than ten years of experience providing investigative, monitoring and compliance services for large-scale engagements. She currently serves on the monitoring team working under the Independent Consultant appointed by the New York State Department of Financial Services for its ongoing anti-money laundering compliance review program of a large international bank. She joined Guidepost Solution in 2010 to serve as investigations manager for the investigation of claims suspected of financial fraud relating to the Deepwater Horizon spill on behalf of British Petroleum. Ms. Peterson’s background includes creating strategies for operational risk management for more efficient monitoring of compliance programs and providing investigative analyst services. Jack Lebovic IT Director Jack Lebovic has more than 14 years of experience managing IT systems that support operations and create seamless customer web-based platforms. His responsibilities have included managing and directing IT staff, selecting and installing systems and software support, and managing numerous vendor relationships for IT specific projects. Mr. Lebovic is an expert at developing and implementing systems for multiple locations integrating multiple platforms. Most notably, he directed the information technology division for a transportation company during a tremendous growth period. ADVISORY TEAM Bart M. Schwartz, Esq. Bart M. Schwartz is chairman of Guidepost Solutions. Mr. Schwartz is described by the New York Times as the person “often sought out in…thorny situations” by corporations. Having 22     served as Chief of the Criminal Division of the U.S. Attorney’s Office in New York, Mr. Schwartz has wide experience providing advice and support to corporations, governments and individuals. For more than 30 years, he has managed crises, complex investigations, security, and sophisticated investigative services. He has had numerous court and other appointments to monitor conduct regarding ethics, integrity, policy and procedures. The majority of these assignments were from or with the approval of the Securities and Exchange Commission, the U.S. Department of Justice, the U.S Attorney’s Office, the Manhattan District Attorney’s Office, the New York Organized Crime Task Force, the New York School Construction Authority and the New York Department of Environmental Conservation. Robert J. McGuire, Esq. Robert J. McGuire is the former New York City Police Commissioner. He began serving the NYPD at a time when it suffered massive layoffs and budget cuts; officer morale was low; and the city crime rate was high. Mr. McGuire is credited for rebuilding the NYPD by adding 8,000 recruits. This included increasing the number of minority officers. In addition, he implemented several initiatives to combat crime and police corruption. By the time he left the NYPD, the City had experienced a decline in crime statistics and the NYPD had the best record in the nation on police violence. Currently, Mr. McGuire is a lawyer with a broad range of governmental and private sector experience. As an Assistant U.S. Attorney, he prosecuted criminal cases in the Southern District of New York. His career highlights include being appointed Special Master by the New York County District Attorney to oversee the Gambino family’s exit from the garment industry and serving as a legal advisor for the Somali Police Department. He also serves as monitor and ombudsman to a number of large public corporations. Richard J. Davis, Esq. Richard J. Davis has extensive law enforcement and other experience including police 23     oversight, has worked with community groups on policing issues, is a leader in working to ensure that those without the means to afford a lawyer have the benefit of counsel, is an active mediator and has been selected for positions where judgment, integrity and independence are essential. Mr. Davis has been a prosecutor (an Assistant United States Attorney for the Southern District of New York and Assistant Watergate Prosecutor). As Assistant Secretary of the Treasury for Enforcement and Operations he was responsible for overseeing the operations and policies of the Secret Service, the Customs Service, the Bureau of Alcohol, Tobacco and Firearms, the Office of Foreign Assets Control, and the Federal Law Enforcement Training Center. He participated as a member of a Commission reviewing the overall operations of the Philadelphia Police Department. In New York he served on a Mayoral Task Force on Police Community Relations and for approximately five years he also served as Chair of the Commission to Combat Police Corruption. Mr. Davis has also worked with community groups on policing issues, as Chair of the Commission to Combat Police Corruption and as a leader of other civic organizations. Mr. Davis is a long-time member of the Board of the New York Legal Aid Society and presently serves as Chair of its Board. Mr. Davis has been selected by the U.S. Trustee to serve as the Trustee of a bankrupt hedge fund, was appointed as a member of the New York City Campaign Finance Board which oversees the City’s public financing of elections, and has served as Chair of Citizens Union, an organization that advocates for government reform. He was a partner of the law firm of Weil, Gotshal & Manges from 1981 to 2011, where, among other things, he served as the firm’s General Counsel. He continues in private practice. He also has been involved in the resolution of complex disputes and serves as a mediator. 24     Thomas A. McShane, Esq. Thomas A. McShane is president of investigations and monitoring at Guidepost Solutions. He oversees the Monitoring and Investigations practice for Guidepost Solutions. He spearheaded the development of the firm’s Independent Monitorship Program under which Guidepost Solutions is currently retained on behalf of law enforcement authorities to oversee and report on the operations of a major infrastructure projects throughout the New York and New Jersey metropolitan area. Mr. McShane works with numerous governmental and quasi- governmental authorities, including the Department of Investigation of the City of New York, the Port Authority of New York and New Jersey, the New York State Attorney General, the New York City Business Integrity Commission, and the Dormitory Authority of the State of New York. Mr. McShane began his career as a prosecutor in the Office of the Nassau County District Attorney. He also served as a counsel to the New York State Commission on Government Integrity and later served as Chief Counsel the New York State Temporary Commission on Local Government Ethics where he provided counsel and guidance to municipalities regarding the creation of codes of ethics to eliminate corrupt practices and to strengthen public confidence in the integrity of government. 25     III. QUALIFICATIONS The qualifications of each of the Team’s members are summarized in Section II, The Monitoring Team. Qualifications are categorized in this Section by project area as requested.  Monitoring, auditing, evaluating, or otherwise reviewing performance of organizations, including experience in monitoring settlements, consent decrees, or court orders Edmund Hartnett, Patrick J. Hartnett, Kevin P. Clark, Demosthenes M. Long and Albert S. Becker, all have extensive experience auditing, evaluating and reviewing performance of law enforcement organizations, especially police organizations, either as executives of the various organizations in which they served, or as members of teams that participated in monitoring police organizations; Joseph Jaffe, Bart M. Schwartz, Robert J. McGuire, Thomas A. McShane,  Richard J. Davis and Kevin T. Brant have extensive experience monitoring settlements, consent decrees and court orders and in reviewing and evaluating numerous public, private and financial organizations as Integrity Monitors, IPSIG’s or as public servants in their official capacities.  Law enforcement practices, including training, community policing and problem oriented policing, complaint and use of force investigations, and constitutional policing: Robert J. McGuire, Edmund Hartnett, Patrick J. Harnett, Kevin P. Clark, Demosthenes M. Long, Louis Vega, Joseph Jaffe and Ken Citarella have careers-long involvement in law enforcement practices and constitutional policing as well as extensive experience in training, community policing and problem oriented policing, complaint and use of force investigations.  Evaluating the breadth and depth of organizational change, including the development of outcome measures: Joseph Jaffe, Kenneth C. Citarella, Kevin T. Brant, Bart M. Schwartz, Robert J. McGuire, Richard J. Davis, and Thomas A. McShane have been required to evaluate organizational change and to develop outcome measures in the various oversight, Monitor, IPSIG, Integrity Monitor and compliance roles in which they have served. Edmund 26     Hartnett, Patrick J. Harnett, Kevin P. Clark, Demosthenes M. Long, Louis Vega and Scott P. Bryant have had to perform these same tasks for each of the departments where they served as executive officers or to those with whom they have consulted. As explained by Mr. Clark - as an executive in law enforcement, it is critical to establish a core team of managers who are properly trained in specific operational and administrative duties and are motivated to evaluate data and human intelligence to monitor progress towards established goals while remaining proactive in identifying any deviations in established procedures or negative subordinate behavior that can impede positive change and damage a Command’s or Department’s credibility with the public.   Development of effective quality improvement practices: All of the Teams’ members have dealt with the development of quality improvement practices in their various roles and assignments recognizing that typically at first, two things need to be evaluated: 1) what is working and why and 2) what is not working and what are the root causes of the failure? This enables appropriate focus of resources on identification of needed policy revisions, trainers, strategy roll out, budget allocation for technology programs, and management accountability to ensure compliance with the strategy and honest evaluation of its actual impact within a Department’s culture and the community it serves.  Mediation and dispute resolution: Robert J. McGuire has experience in is his role as Police Commissioner with dispute resolution within enforcement agencies and inhis private practice. Mr. McGuire presently serves as Ombudsman of a very large utility company. Richard J. Davis also has extensive negotiation and mediation experience, as does Bart M. Schwartz and Patrick M. McLaughlin. Kevin P. Clark was an innovator in this area during his tenure in Baltimore. His staff designed an internal program called Uniformed Sensitivity in Action (USA), and he often relied upon outside programs/consultants (i.e., Verbal Judo) to enhance these efforts. He required everyone in the Department to participate in conflict resolution training with 27     the goal of reducing the use of physical force and to gain compliance during potentially confrontations situations. He often brought in community members to speak directly with the officers in their Districts/Precincts to exchange opinions (Community and Police Mentors were involved); this resulted in an immediate drop in civilian and force complaints.  Statistical and data analysis; Information Technology and Data management: Edmund Hartnett, Patrick J. Hartnett, Louis Vega, Albert Becker;  Scott P. Bryant, Kenneth E. Middleton, Kevin Brant and Jack Lebovic all have been involved in the improvement of and use of technological capabilities and analyzing data and information technology to improve operations and accountability. Scott P. Bryant has provided strategic planning, statistical analysis and surveys, organizational management, process improvement and performance measures to a host of public sector and law enforcement agencies throughout the United States. Kenneth E. Middleton has provided technology expertise, informational sharing networks and directed information technology systems and technology solutions to law enforcement at the local, state, and federal levels for more than 34 years.  Working with government agencies, municipalities, and collective bargaining units: Each of the Teams’ members have worked with and among agencies and municipalities. Those with enforcement experience have each worked with various bargaining units. Joseph Jaffe in the past has served as District Attorney, Village Attorney, Fire District Counsel and School Board Counsel for more than a decade.   Language skills and experience working with limited English proficient persons and communities, in particular communities whose primary language is Spanish: Edmund Hartnett, Patrick J. Harnett, Kevin P. Clark, Demosthenes M. Long and Louis Vega have all worked in cities and communities with populations that have limited language proficiency. Mr. Vega is Spanish speaking and has 30 years of experience working with diverse and Spanish 28     speaking community members. The Community Relations Programs in which many have engaged helped build relationships in these communities.   Familiarity and understanding of local issues and conditions: The experience of all of the Team Members, especially those who are former ranking members of police departments, demonstrates their abilities to gain familiarity with and understand local issues. From work previously done for the various communities and police agencies and from the long time practice and service of Patrick M. McLaughlin, he and Guidepost are aware of many of the matters that now are being confronted in the Consent Decree. The Team understands the long standing issues that plague the City of Cleveland.   Effective engagement with diverse communities: Patrick M. McLaughlin Joseph Jaffe, Edmund Hartnett, Patrick J. Harnett, Kevin P. Clark, Demosthenes M. Long, Louis Vega and Albert Becker have all worked in departments and agencies that serve diverse communities and have demonstrated the ability to improve those community relationships. The police officials are familiar with the practice of building engagement at the Academy level, by in-service training and by requiring newly promoted Sergeants, Lieutenants and Captains to take courses in cultural diversity. They are aware of the requirement in some commands that all new officers have days of “meet the community” training and hear from members of the Community they will be patrolling who communicate what they expect from new police officers. They appreciate the concept of “community” and how to gain its respect.   Creation and evaluation of meaningful civilian oversight: Patrick J. Harnett’s overhaul of the Hartford Police Department’s Internal Affairs Unit; Kevin P. Clark’s reduction in Civilian complaints by 20% at the Baltimore Police Department and his Internal Affairs grounding at the NYPD; and Mr. Vega’s experience at the City of Miami Police Department where he managed and reorganized the Internal Affairs Command and facilitated the newly 29     created Civilian Investigative Panel while the Chief of Internal Affairs are examples of the experience and qualifications of the Team.  Familiarity with federal, Ohio and local laws, including civil rights laws and policies and rules governing police practices: Patrick M. McLaughlin has 39 years of experience in this Community, 10 years in the U.S. Attorney’s Office and is familiar with federal, Ohio and local laws pertaining to practices in Ohio. Others on the Team have familiarity with the federal civil rights laws governing police practices, including Joseph Jaffe, Patrick J. Harnett, Edmund Hartnett, Kevin P. Clark, Demosthenes Long, Louis Vega and Albert Becker through their past assignments.   Completing projects within anticipated deadlines and budget: P a t r i c k M . McLaughlin as a United States Attorney and private practitioner has worked on numerous projects which were required to be on time and on budget. The Monitoring Team understands that a Monitorship is not an annuity, but a set of tasks designed to achieve objectives which are measureable and to be accomplished on a prescribed deadline within a budget. They also understand that within any police department or agency, objectives must be met within prescribed budgets and accomplished on time. Effective planning and utilization of personnel who are well motivated and trained accomplish the desired result both for monitorships and Departments. As indicated in Section II, many members of the Team accomplished budget cuts and other savings by tending to detail when managing police departments, prosecutors’ offices, agencies and U.S. Attorneys’ Offices. In Baltimore, Mr. Clark started what was called “budget stat”, which looked at operational, investigative and court overtime, vehicle accidents and personnel on paid sick leave or restricted duty. The first year of the program reduced overtime by $5 million, accidents were reduced and savings of $2 million in repairs were realized.   Preparing for and participating in court proceedings: All of the Teams’ members 30     with enforcement, prosecution and litigation backgrounds are adept at preparing for and participating in Court proceedings. Patrick M. McLaughlin, Joseph Jaffe Richard J. Davis, Bart M. Schwartz, Robert J. McGuire, Thomas A. McShane, and Kenneth Citarella all have served in multiple roles as prosecutors and litigators, and many have also testified as experts in proceedings. They are well versed in preparation and participation in court proceedings.  Report writing for a broad variety of stakeholders: All of the Team Members have vast experience writing for a host of different stakeholders: Patrick M. McLAughlin as U.S. Attorney, Assistant U.S. Attorney, defense counsel, Bar and Professional Association activities, community appointments and organizations: Robert J. McGuire, as prosecutor, Police Commissioner, Monitor, Ombudsman and lawyer; Bart. M Schwartz as prosecutor, defense counsel, Monitor, Trustee and Special Consultant; Joseph Jaffe as prosecutor, lawyer, IPSIG, Monitor, Integrity Monitor and Compliance Consultant and Bar Association Committee Chair; Thomas A. McShane, as prosecutor, Commission Counsel, lawyer and Integrity Monitor; Mary Stutzman as an Independent Expert/Monitor Team member appointed by various regulators; and Team members in their consultant capacities. All have written and edited numerous reports on a timely basis, that have been submitted to Courts, regulators, agencies, the DOJ, various U.S. Attorney’s Offices, state and local prosecutors, boards of publicly held, private corporations, not- for profits organizations and Governor’s offices. These reports have detailed facts, made recommendations to assist stakeholders and often improved situations thought to be intractable.   31     IV. PRIOR EXPERIENCE AND REFERENCES6 Guidepost Solutions is a global leader in security consulting solutions, risk management, compliance, integrity monitoring, investigations and business intelligence. As indicated in Section II, the Team includes former U.S. law enforcement personnel, former high ranking police officers, academics, prosecutors and other professionals with proven backgrounds in investigations, business intelligence, public safety, compliance and monitoring. They have significant experience in the public sector monitoring consultation on key issues of public safety including effective collaboration between government services and the community as well as oversight and interaction with enforcement agencies of many sizes and makeups. The Team offers integrity monitor services to the public and private sectors that help clients reduce crime, lower response times, increase community and customer satisfaction, and improve fiscal performance. They manage comprehensive and inclusive assessment and training programs that combine our years of successful experience in the most challenging police and private security environments with the participation of local department members of all ranks, chiefs, elected officials, union representatives and various community stakeholders. In its assignments related to public safety consultation services, the Teams has been required to undertake precisely the kinds of tasks that are required by the Consent Decree. Key members of the Team gained their experience in senior management positions for large and challenged police departments throughout the country, including the New York City, Hartford, Yonkers, Baltimore, and Camden departments. These individuals served or oversaw those departments during major organizational changes and enforcement and community relations challenges. Each has relevant experience managing law enforcement personnel, reviewing the performance of police activities, and evaluating, developing and implementing processes and                                                              6 References for Patrick M. McLaughlin are set forth in the Appendix. 32     training to assist supervisors and managers in providing oversight and ensuring accountability. Team members have participated in the review and revision of policies and procedures related to the use of force, supervisory practices and community relations, among other things. Team members have monitored, reported and chronicled entities’ compliance with settlement agreements, deferred prosecution agreements and consent decrees. The authorities to which the Team has answered include the U.S. Department of Justice, Offices of the United States Attorney, the U.S. Securities and Exchange Commission, the Office of the U.S. Trustee, Judges of the United States District Courts, the Port Authority of New York and New Jersey, the Metropolitan Transportation Administration, The New York City Department of Investigation, The New York County District Attorney and the Attorney General of the State of New York, Newark Police Department. Office of the Bergen County Prosecutor, Bergen County, New Jersey At the behest of the County Executive, the Bergen County Prosecutor hired Guidepost Solutions to conduct a consolidation study of law enforcement activities for the Office of the Bergen County Sheriff, the Bergen County Police and the Office of the Bergen County Prosecutor, to determine how county law enforcement agencies could effectively share personnel, services, equipment and facilities in order to reduce taxpayer expenditures on redundant services without limiting the County’s ability to deliver the law enforcement services necessary to preserve and protect the health, safety and welfare of its citizens. Guidepost Solutions reviewed and identified gaps and opportunities for operational efficiencies for consolidation/cost-sharing in core and specialized functions; criminal investigations, warrant execution and extradition, and patrol and oversight of the jails; staffing and overtime; budgets; facilities (including underutilized facilities); and information technology and resources. 33     The Guidepost Solutions Team reviewed thousands of documents provided by the agencies; conducted interviews with stakeholder and agency representatives, the County Executive and the County Administrator; reviewed and compared current operations and functions at each of the agencies, conducted site visits, and developed comparative data. Guidepost Solutions recommended three options designed to produce cost savings, efficiencies and general improvement in the provision of law enforcement in Bergen County. Guidepost Solutions also made several recommendations involving the elimination of functions deemed no longer necessary, the privatization or civilianization of services currently being provided by law enforcement or the consolidation of service provided by more than one agency. REFERENCES: John Mitchell (Former Freeholder Chairman), Bergen County Board of Chose Freeholders Telephone: E-Mail:   Michael J. Trahey (Former Chief Deputy), Bergen County Prosecutor’s Office 330 Mac Lane, Keasbey, NJ 08832 Telephone: (201) 264-0376 Fax: (732) 346-0209 E-Mail: MTrahey@csitech.com Fort Lauderdale Police Department: Ft. Lauderdale, Florida Due to increasing crime rates, the City of Fort Lauderdale engaged Guidepost Solutions to conduct a comprehensive staffing study of the City of Fort Lauderdale Police Department (FLPD). Guidepost Solutions reviewed and analyzed various FLPD and City of Fort Lauderdale documentation, conducted on-site interviews with FLPD and City of Fort Lauderdale employees and concluded that an analysis of comparable cities demonstrated there was no clear correlation between the ability to reduce crime and the number of sworn officers per 10,000 residents. The 34     fundamental issues that needed to be addressed were identified and discussed. Guidepost Solutions made recommendations to reduce crime by changes in the deployment of personnel from specific district stations, restructuring specific ranks and reinstituting other ranks in certain areas. Guidepost Solutions also recommended deploying specific bureau schedules, integrating CompStat, and introducing specific goal-oriented crime reduction strategies directed by senior management and enforced with appropriate accountability mechanisms at all levels of the department. Guidepost Solutions further recommended that in addition to filling all current vacancies, the City should consider authorizing additional positions specifically tied to an accountable, goal-oriented crime reduction strategy. Guidepost Solutions noted that an effective and comprehensive crime reduction strategy coupled with the adoption of the recommendations would accelerate the FLPD’s efforts to reverse the crime trend. REFERENCE: Jim Naugle (Former Mayor) 608 SE 6th Street, Fort Lauderdale, FL 33316 Telephone: E-Mail: Other entities to which Guidepost Solutions has provided similar services: Metropolitan Transportation Authority (MTA) Guidepost Solutions conducted a wide-ranging review of the MTA’s integrity, compliance and procurement policies and practices. This was a self-imposed review by the MTA to strengthen its governance practices. Guidepost Solutions worked closely with the MTA’s senior staff, its agencies and the MTA Inspector General and Auditor General. The engagement included assessing current policies and procedures through auditing and interviewing relevant individuals. It also included examining comparable policies and procedures of other public agencies and private sector entities in order to revise MTA’s existing procedures and policies. Further, and where appropriate, apply best practices to create new policies, as well as streamline 35     and strengthen lines of report. A detailed report was delivered to the Board of the MTA recommending changes in the enforcement of its minority hiring programs, purchasing improvements, changes in the bid process and the creation of a vehicle to enhance cooperation among the agencies within the MTA. At our recommendation, the MTA created two new high level headquarters positions: Chief of Procurement and Chief of Integrity. REFERENCES: George E. Pataki (Former Governor, New York State) Counsel Chadbourne & Parke 1301 Avenue of the Americas New York, NY 10019-6022 Telephone: (212) 408-5145 gpataki@chadbourne.com John P. Cahill (Former Secretary and Chief of Staff to Governor Pataki) Chadbourne & Parke 1301 Avenue of the Americas New York, NY 10019-6022 Telephone: (212) 408-5177    SAC Capital Advisors After pleading guilty to fraud charges linked to insider trading schemes involving stocks of 20 publicly traded firms, SAC Capital Advisors was required to hire a Compliance Consultant to review its future trading practices as part of its agreement with prosecutors. In April 2014, Mr. Schwartz was approved as the Compliance Consultant by the U.S. Attorney’s Office and the Court to evaluate and report any deficiencies in the procedures of SAC’s renamed entity Point72 Asset Management. REFERENCES: Arlo Devlin-Brown, Esq. Assistant U.S. Attorney’s Office Southern District of New York 1 St. Andrews Place New York, NY 10007 Telephone: (212) 637-2506 Arlo.Devlin-Brown@usdoj.gov 36     Confidential Independent Consultancy for Foreign Bank In 2013, pursuant to an appointment by the New York State Department of Financial Services, Guidepost Solutions serves as an independent consultant for issues related to anti-money laundering and the Office of Foreign Asset Control (OFAC). Guidepost personnel review the Bank’s OFAC and anti-money laundering procedures and software programs and provide recommendations for software improvements and procedures. Guidepost utilizes software and big data analytics to improve OFAC filter rates and to identify potential money-laundering issues. REFERENCE: New York State Department of Financial Services Megan Prendergast Assistant Counsel One State Street New York, NY 10004 Telephone: (212) 709-1674 Megan.prendergast@dfs.ny.gov     Securities & Exchange Commission-Approved Independent Consultant for Biovail Corporation (now known as Valeant Pharmaceuticals) Joseph Jaffe was retained in October 2008, as Independent Consultant (Securities & Exchange Commission-equivalent of IPSIG) for a publicly traded pharmaceutical company registered on the New York Stock Exchange with offices worldwide, to monitor compliance with a consent judgment between the U.S. Securities and Exchange Commission and Biovail Corporation. Mr. Jaffe was retained to examine and review Biovail’s activities in multiple areas, including internal accounting controls, controls over financial reporting, regulatory and compliance functions, including Foreign Corrupt Practices Act and UK Bribery Act compliance, records management and retention, corporate culture and self-oversight by the entity; to make recommendations for change; and to monitor the implementation of the recommendations. A 37     Report with recommendations was issued to the SEC and to the Audit Committee and the Board of Biovail on June 15, 2009. Mr. Jaffe continued to monitor the implementation of the recommendations and issued two additional reports, on October 29, 2010 and August 31, 2011, to the SEC and the Audit Committee and the Board. REFERENCES: Celeste A. Chase, Assistant Regional Director Securities and Exchange Commission New York Regional Office Brookfield Place 200 Vesey Street, Suite 400 New York, NY 10281-1022 Telephone: (212) 336-0049 ChaseC@SEC.GOV   T. Barry Kingham, Esq. Curtis, Mallet-Prevost, Colt & Mosle LLP 101 Park Avenue New York, NY 10178 Telephone: (212) 696-6046 Mobile: (917) 916-0857 bkingham@curtis.com       World Trade Center Vehicular Security Center Project A major component of the redevelopment of the World Trade Center is the Vehicular Security Center, the Bus Parking Facility and the Streets Program (collectively, the “ project”). The $850 million project began in 2009. Guidepost Solutions’ role as the Integrity Monitor is to oversee, from an integrity perspective, all facets of the project including procurement; contract management; records compliance; labor, materials and equipment billings; and safety and environmental compliance. We fulfill that role as follows:  On a daily basis we observe site construction activities and gather field intelligence. This includes conducting headcounts and identifying subcontractors and deliveries to site. In addition, we review documents being generated such as manifests, 38     superintendents’ daily reports and sign- in logs.  Our engineers and architects work with other team members to provide technical expertise and guidance. They review project schedules, budgets and construction processes to identify potential integrity issues.  We review the environmental compliance process for indications of potential wrongdoing. This includes on-site activities and off-site reviews such as the investigation of soil and construction debris disposal facilities.  We regularly perform labor audits of contractors to confirm payment of prevailing wages and accurate overtime hours along with transmittal of proper union benefits. The audits are performed in conjunction with headcounts and labor related documents obtained during site observations.  We attend all bid openings and closely monitor the procurement process from bid solicitation to contract award looking for indications of contract steering and other improprieties. We routinely conduct forensic audits of payment requisitions including all accompanying supporting documentation. Additionally, we regularly audit change orders, MWBE participation representations and certified payrolls.  We review the safety processes for indications of misrepresentations, including fraudulent training certificates, falsification of inspection reports and the payment of bribes to hide safety violations. REFERENCE: Port Authority of New York and New Jersey Office of Inspector General Ronald Calvosa, Project Manager 5 Marine View Plaza – Suite 502 Hoboken, NJ 07030 Telephone: (973) 565-4361 rcalvosa@panynj.gov 39     Lincoln Tunnel Access Program The New Jersey Department of Transportation, with financial support from the Port Authority of New York and New Jersey, is constructing a new Wittpenn Bridge and repairing and repaving several miles of the Pulaski Skyway. These are major roadways for traffic entering New York City. The project is scheduled to last for eight years at a total cost of more than one billion dollars. Guidepost Solutions was awarded the contract to serve as the Integrity Monitor for the entire set of projects, which, because of the sequencing of its various portions, requires us to monitor up to five major construction projects simultaneously, each with its own contractor, work site, resident engineer and unique issues. We are performing activities largely the same as those described above for the World Trade Center Vehicular Security Center Project. REFERENCES: New Jersey Department of Transportation Johanna Jones, Inspector General P.O. Box 600 Trenton, NJ 08625-0600 Telephone: (609) 530-3091 Johanna.jones@dot.state.nj.us   Port Authority of New York and New Jersey Office of Inspector General Ronald Calvosa, Project Manager 5 Marine View Plaza – Suite 502 Hoboken, NJ 07030 Telephone: (973) 565-4361 rcalvosa@panynj.gov     Bayonne Bridge Navigational Clearance Project In 2013, the Port Authority of New York and New Jersey commenced a $743.3 million project to raise the roadway of the Bayonne Bridge to increase navigational clearance and provide access for larger ships to the Port of Newark. This construction site extends for more than three miles, crosses a river and extends into two states. Work is taking place not only on the 40     bridge but at various locations on land at both ends of the bridge as new approaches and piers are constructed. Guidepost Solutions was hired as the Integrity Monitor to oversee, from an integrity perspective, all facets of the project including procurement, contract management, fiscal oversight, records compliance, and on-site construction monitoring. Our work commenced in August 2013. REFERENCES: Port Authority of New York and New Jersey Office of Inspector General Ronald Calvosa, Project Manager 5 Marine View Plaza – Suite 502 Hoboken, NJ 07030 Telephone: (973) 565-4366 rcalvosa@panynj.gov   Port Authority of New York and New Jersey Office of Inspector General Steven A. Pasichow, Assistant Inspector General 5 Marine View Plaza, Suite 502 Hoboken, NJ 07030 Telephone: (973) 565-4366 spasichow@panynj.go Goethals Bridge Modernization Program In 2014, the Port Authority and New York New Jersey Link Partnership entered into a public/private partnership for the design, construction, operation and maintenance of a new Goethals Bridge connecting Staten Island, New York and Elizabeth and Linden, New Jersey. Guidepost Solutions was selected as the Integrity Monitor to oversee, from an integrity perspective, all facets of the project including procurement, contract management, fiscal oversight and records compliance. To that end, our work, which commenced in April 2014, is expected to include initiatives and activities substantially similar to those described above for the World Trade Center Vehicular Security Center Project. The estimated hard construction cost for the Bridge Replacement Project is $825 million. 41     REFERENCES: Port Authority of New York and New Jersey Office of Inspector General Ronald Calvosa, Project Manager 5 Marine View Plaza – Suite 502 Hoboken, NJ 07030 Telephone: (973) 565-4361 rcalvosa@panynj.gov     Edmund Hartnett His various command-level assignments in the NYPD and five year tenure as Yonkers Police Commissioner give him the background and experience to review and make substantive recommendations on policies, training and initiatives relating to community policing. Hartnett’s overhaul of the Yonkers PD Internal Affairs Division and the civilian complaint intake process as referenced in the Consent Decree make him well suited to review use of force and misconduct investigations. His work with the Oakland and Detroit Police Departments as part of the Bratton Group, both under consent decrees, provides experience and valuable insight that will aid in assisting the CDP and the City of Cleveland in achieving timely compliance. REFERENCES: William J. Bratton, Police Commissioner City of New York Work 646 610 8523   Joseph D’Amico Superintendent New York State Police Cell 646 235 6813 Email jdamico@troopers.state.ny.us   John Timoney Former Chief, Philadelphia PD Former Chief, City of Miami PD NYPD First Deputy Commissioner (retired) Cell Email   42     Chauncey Parker Director New York/New Jersey HIDTA and Executive Assistant District Attorney New York County District Attorney’s Office Cell 347 420 3628 Email parkerc@dany.nyc.gov   Eric Jones Assistant Chief (retired) Detroit Police Department Cell 313 215 2928 Email erjlaw1@gmail.com     Patrick Harnett Working as the Managing Director of the Bratton Group consulting firm, Patrick Harnett was closely involved with Chiefs and Police Commissioners in numerous police departments, including Oakland and Detroit, advising and assisting in making organizational and operational changes to improve the management and performance of their departments. The primary process that he used to assist police executives to implement, evaluate and improve all aspects of operation and performance in their departments was the CompStat management and accountability process that evolved in the NYPD starting in 1994. The basic tenets of the CompStat process are: Accurate Timely Information; Developing Effective Tactics; Rapidly Implementing Tactics; and Relentlessly Follow-up and Assessment. CompStat was focused initially on reducing crime, and it was a significant factor in the success of NYPD in reducing crime. But as CompStat evolved it was used to monitor and manage all facets of police operations including improving community relations while holding supervisors accountable for delivery of service in their areas of reasonability, and requiring them to take ownership of the personnel they manage and their performance. The CompStat process and philosophy also proved to be very effective for top management to monitor and direct the investigation of all forms of misconduct and employee performance and development. 43     REFERENCES: NYPD activities including reengineering the Inspection Division Process John Timoney, former Chief of Department and First Deputy Commissioner in NYPD, is currently stationed in Bahrain advising the government on law enforcement. Telephone: 011 97333522230.   Hartford Police Department Scott Sansom, Chief of the East Hartford Police Department and former Assistant Chief in the Hartford PD Cell:   Managing Bratton Group projects William Andrews, NYPD Deputy Commissioner of Management Analysis & Planning Cell: 646 610-5390 Eric Jones, Detroit Police Department, former Assistant Chief Cell: Anthony Toribio, Oakland Police Department, former Assistant Chief Cell: Demosthenes M. Long Currently at Columbia University and Pace University. REFERENCES: Joseph F. Ryan, Ph.D. Professor Chair and Director Pace University Department of Criminal Justice and Security Department of Public Administration 861 Bedford Road Pleasantville, New York 10570 Phone: 914-773-3814 Email: jryan@pace.edu   James F. McShane, JD Vice President for Public Safety Columbia University Low Library, Rm. 101 535 W. 116th Street New York, New York 10027 Phone: 212-854-6792 Email: jfm2112@columbia.edu 44     Dr. Long has conducted consulting projects through The Center for Public Safety Management, LLC (CPSM) where his team conducted assessments of the following police agencies: Rocky Mount Police Department (NC) - 2012 St. Louis Metropolitan Police Department - 2014 Detroit Public School Police Department - 2015 REFERENCE: Leonard A. Matarese Director of Research and Project Development CPSM (716) 969-1360 Scott P. Bryant References for Scott P. Bryant for the consulting work to enforcement agencies which he has advised include the following: Anthony W. Batts, Police Commissioner, Baltimore Police Department, (Former Chief of Oakland Police and Long Beach Police Departments) (410)396-2020 Anthony.Batts@BaltimorePolice.org Doug Storm, Assistant Sheriff (Retired), Orange County Sheriff-Coroner Department Jack Shigetomi, Deputy Inspector General, Los Angeles Metro (213) 244-7305 ShigetomiJ@metro.net Marilyn Ward, Director National Public Safety Telecommunications Council (NPSTC) (803) 960-4339 mward@npstc.org 45     V. PROPOSED ACTIVITIES Patrick M. McLaughlin and the Team propose the following activities to provide oversight and assistance to the City and CDP with their efforts to timely implement a culture of the highest ethical standards and professionalism that increases integrity, reduces misconduct, increases trust, advances professionalism, and meets constitutional standards. Our approach and methodology are designed to meet the specific circumstances and demands of the assignment and seeks to maximize the effectiveness of our oversight function without impeding operations. Currently, the Team’s approach will address any fundamental shortcomings in the ethical or operational culture of the CDP and the implementation of Consent Decree mandated corrective policies and procedures. Meaningful and sustainable organizational change will not occur solely on the basis of a judicial consent decree or because change is demanded by a Mayor or U.S. Attorney. Change requires long-term commitment and the creation of an environment which fosters the notion that effective policing can be accomplished while following the rules, not by ignoring them. The five year monitorship process contemplated by the C o n s e n t Decree is designed to help create this environment. This will be done (following the Scope of Work outlined in the Application) for each of the broad areas outlined in the Consent Decree:   • Community Engagement and Building Trust • Community and Problem-Oriented Policing • Bias-Free Policing • Use of Force • Crisis Intervention • Search and Seizure • Accountability             46       • Transparency and Oversight • Officer Assistance and Support • Supervision • Policies       The related documentation and information required to assess the pace and effectiveness of the solutions to be implemented need first to be identified. The Team needs to understand whether all necessary information is available and, if not, how it can be collected. In collaboration with stakeholders, the CDP, the City, the Community, and DOJ, the Team will identify variables that will accurately reflect performance and metrics that measure the pace and effectiveness of solutions implemented. While doing so we will (at least on a test basis) determine the accuracy of the data compiled by CDP that we will use as the metrics. Initially, we will undertake assessments of key performance indicators at least every six months to ensure each performance measure is accurately measuring what was intended, and we will present those to the Parties and the Court to use the assessments as a resource to determine whether adjustments to the implemented strategy or practices are required. Performance data will also be benchmarked against best practices identified by academic research and professional police practice organizations. In addition to a quantitative analysis, a qualitative analysis is needed to fill in the blanks. Within six months of the commencement of the Monitorship, prior to the full implementation of changes within the CDP, surveys (i.e., random and convenience samples) will be administered and interviews will be conducted (i.e., individuals and groups) to obtain feedback from residents of the City and the greater Cleveland area, the various community groups and other entities identified in the Consent Decree, all “customers” of the CDP public safety services regarding their perceptions of crime, disorder, safety and respect for the community within the 47     City and the CDP. As changes are implemented, these stakeholder groups will be surveyed/interviewed again to identify any changes in their perceptions of crime, disorder, and safety and policing within the City of Cleveland. Subsequent surveys will be conducted every two years in order to provide the Parties, Court, and the Monitor with objective data to measure compliance.7                                                              7   As a Preliminary Survey Approach we suggest that the Consent Decree requires the Monitor to obtain information and feedback through conducting surveys of three key groups: City residents; police personnel; and, detained arrestees. The following sections describe the preliminary general approach to obtaining information and feedback from each of these.  Cleveland Community (City Residents) The Consent Decree requires the Monitor to conduct a reliable, comprehensive, and representative survey of members of the Cleveland community regarding their experiences with and perceptions of CDP and of public safety. Analysis of the results of this survey is to be included in the outcome assessments and may be used to demonstrate sustained compliance with this Agreement. o Representative Community Survey – Conducting a representative survey of the members of the Cleveland community requires randomly selecting a sample of Cleveland residents to respond to the survey. Topics to be covered in the survey include perception of safety, perceptions of the Police Department, and ratings of performance of the Police Department. The final survey questionnaire will be administered through a telephone interview by a survey call center. A statistically valid random sample of residents in the areas served by the CDP will be surveyed. The draft questionnaire will be developed to meet the outcome indicator requirements of the Consent Decree. This will be reviewed with CDP and City management, the DOJ, and other interested parties. The survey will be confidential to facilitate honest and valid responses. The survey responses will be analyzed and a Community Survey report will be developed and will provide summary and detailed information in a very readable and easily understood form. o Broad Based Community Input Survey – Many members of the Cleveland community will likely be very interested in providing their perspectives, feedback, and input into the services and performance of the CDP. A broad based community input survey can provide an effective mechanism for receiving this input. A web based Community Input survey questionnaire will be developed. The link to this survey can be emailed to members of neighborhood associations, community groups, and the public at large. Hard copy surveys could also be distributed and completed at meetings. While not statistically representative of the broad views of all members of the Cleveland Community, the results of this type of survey can still provide important insight into the perspectives of various members of the Community. The survey responses will be analyzed and a Community Input survey report will be developed that will provide summary and detailed information in a very readable and easily understood form. o CDP Police Personnel •Employee Perspectives Survey - Employees often have keen insight into the issues facing the organization. A draft questionnaire will be developed and will focus on employee perspectives of organizational strengths, challenges, and recommended changes focused on the Consent Decree issues. A draft questionnaire will be distributed for review and revision. The questionnaire will be finalized with this input and distributed to all employees as an email and Internet based survey. The survey will be both reliable and representative since all CDP employees will have the opportunity to complete the survey. The survey will be confidential to facilitate honest and valid responses. The survey responses will be analyzed and an employee survey report developed that will provide summary and detailed information in a very readable and easily understood form. •Employee Focus Group Sessions - Issues identified in the employee survey can be further explored through a series of employee focus groups sessions. These sessions can be used to develop a greater understanding of the issues identified in the employee survey, and to identify and develop potential strategies for addressing them. A topic outline will be developed and presented to the leadership of the organization prior to completion of the employee focus group sessions. We estimate 4 hours per Focus Group Session, Typically 8 to 12 Focus Group Sessions. o Detained Arrestees •Detained Arrestees Survey – Obtaining valid and representative survey results from detained arrestees will likely require on-site administration of a survey questionnaire in the Cleveland City Jail. It is essential that neither the jail administration nor staff play any role in administering the survey to ensure no bias is introduced, and that arrestees feel they can provide honest and valid responses. A draft Detained Arrestee Questionnaire will be developed focused on the issues and concerns outlined in the Consent Decree. The questionnaire will be distributed to detainees at the Cleveland City Jail. They will be asked to complete the questionnaire, and it will be collected without assistance of the jail staff. The survey responses will be analyzed and a detained arrestees survey report will be developed that will provide summary and detailed information in a very readable and easily understood form. 48     Methods of Obtaining Information At the commencement of the Monitorship, the Monitor and Team will meet with the City representatives, CDP representatives and other constituencies to introduce the Monitor and key members of the Team. At those initial meetings and at subsequent meetings to be held shortly thereafter, the Team will assess the adequacy of the CDP and City staffing with respect to the tasks required for implementation of the mandates of the Consent Decree, including documenting all activity relating to compliance. Expectations will be set for providing information, gathering required documents, assisting in the analysis, meetings, reviews and other aspects of the implementation. These will ensure that necessary facts and information relating to the areas of concern set forth in the Consent Decree will be captured and made available on a timely basis to the Monitoring Team; and that informed representatives from the Parties and other constituencies with whom the Monitor is required to interact will be in a position to provide that information for each of the areas to be addressed. Regular meetings will be held to establish criteria for the measurement of obtainable goals, to assess whether requirements have been or will be implemented, and to establish that implementation has or will result in effective change. This effort will include initial and subsequent meetings with counsel for the Parties, the CDP Chief and his assigned team, and other constituencies designated in the Consent Decree. These meetings will identify those CDP staff members who can be the most helpful in different areas of the Division to provide information, address the means by which the records and other information will be gathered and delivered, and identify who will be involved in those steps. We will identify the documents, records, materials and information which will be sought for each of the areas under review, and we will get dates for turnover and delivery. We also will agree on the manner for best and prompt turnover and access that also affords best practice security.                                                                                                                                                                                                      49     Thereafter, the Team will access and assemble for review all relevant documents and information including rules, regulations, policies, special orders, past reports, proposed plans and educational curricula, training curricula, activities reports, proposals for changes, and implementation plans and schedules. The required goals and timelines for production for each substantive area, and the required action items will be mapped and discussed, to be included as part of our organizational plan. Following the initial meetings, the Team will be in a position to develop, agree upon and implement a phased organization plan, including appropriate staffing and scheduling for the analysis and review of CDP’s compliance and take addition steps to fulfill the duties set forth in the Scope of Work. As part of developing this plan, additional information will be gathered from the Community and DOJ. Sample Approach Over the term of the monitorship we presently contemplate gathering certain information for audit and review. The audit plan covering all areas included within the Decree needs to await our initial and subsequent meetings with the CDP, the DOJ and others. We set forth below examples of some of the approach presently contemplated in some of these areas: 8  Training  MT will conduct a review of CDP’s training programs: for recruits, in service training and especially supervisory training9 for uniform and non-uniform personnel described in the Consent Decree) to determine whether those programs are in compliance with the Consent Decree. The review will encompass all associated training material including PowerPoint presentation and handouts, attendance sheets, and any attendee critiques. We will also discuss with the CDP the attention to be paid to the availability, quality and frequency of                                                              8  These will be reviewed, revised and expanded or contracted as information is received and meetings are held among the City, the CDP, the Community, the constituent groups and the DOJ and the plan and methodologies for the monitorship are put into place.   9 Experience has taught us that many police agency problems are connected in some way to training (disengaged supervisors, poorly trained field bosses, bad leadership, or no leadership). Thus the review of supervisory training is critical, as evidenced by numerous references to a lack of supervisory oversight mentioned throughout the Consent Decree. 50     outside agency training such as, for example, the FBI National Academy, the PERF SMIP program, the FBI LEEDS program, and the Southern Police Institute. Other departments have partnered over the years with city universities and management institutes. Some of the Team Members are graduates of such programs. The New York City Police Department, for example, each year sends 15 police executives, mostly Captains and some high ranking civilians, for 8 weeks spread out over a calendar year to a partnered program with the Columbia University Graduate School of Business and the Police Management Institute. The program works well and helps groom future leaders.  MT will review the frequency of training requirements for CDP personnel and determine whether the schedule of initial and refresher training sessions are appropriate and compliant with the terms of the Consent Decree.  MT will review the nature, extent and accuracy of records maintained by CDP tracking the compliance of personnel with CDP training requirements.  On a periodic basis, the MT will trace the training dates listed on C D P ’s training tracking schedule for selected officers and other department personnel to the attendance sheets for individual training sessions and calendars for other CDP events / activities.  MT will review the manner in which C D P communicates with personnel concerning training requirements, scheduling of training sessions and rectifying delinquencies in completion of training requirements.  MT will attend training sessions on a periodic basis to confirm that an appropriate length of time is devoted to the key subject areas and that the topics of discussion are consistent with CDP’s approved training program.  MT will review the mechanisms established to provide confidential feedback by personnel regarding the quality of their field training and related suggestions to academy training 51     based upon their experience. MT will review documentation generated pursuant to the feedback mechanism to evaluate the response, including the rationale provided for any responsive action or lack thereof.  MT will conduct analyses to ascertain whether a correlation exists between problematic incidents or performance trends that have been identified and training deficiencies in the relevant subject matter. MT will make inquiries and review proposed modifications to training programs to ascertain that any training deficiencies are appropriately addressed.  Documenting and Reviewing Use of Force    MT will conduct a review of the policies, procedures, controls and reporting of information related to the use of force.  MT will determine the coordination of data collected on the Use of Force Reports, particularly with respect to narratives that describe the sequence of events surrounding the use of force, including the resistance encountered, the force used in response, whether the force was effective in obtaining compliance from the subject, what supervisors attended the incidents and what statements and evidence were given and collected.  The review will include such procedures as deemed appropriate to ascertain whether an appropriate level of force was used, consistent with legal requirements and an appropriate level of supervisory (uninvolved) oversight and that required reviews have been conducted.  MT will review supporting documentation for those incidents defined as Level 1, Level 2 and Level 3 under the Use of Force Reporting policy. We will evaluate the disposition of such matters to determine whether the use of force was consistent with CDP policy. In addition, the MT will conduct a sample review of supporting documentation associated with use of force incidents that were reviewed by the Force Review Board ( “ F R B ” ) 52     to ascertain whether cases were appropriately classified and evaluated.  The review will encompass procedures to detect potential underreporting (failure to file Use of Force Reports when information suggests force was used) and the use of vague and/or canned terminology in the preparation of reports which may skew the figures regularly reported.  MT will review the qualifications of members assigned to the Force Investigations Team (“FIT”), confirm that each member has received FIT-specific training before engaging in FIT duties, and that FIT investigators receive annual refresher in-service training. The MT will meet with representatives of the various Boards and the Commission, as well as the Inspector General and outside agencies designated by the City to review and oversight of the use of force and to conduct criminal investigations.  MT will conduct a review of the FIT training program to determine whether it is appropriate and in compliance with the Consent Decree. The review will encompass all associated training material including PowerPoint presentation and handouts.  MT will conduct periodic reviews of and attend training sessions (on a periodic basis) for the FIT training program and related material to ascertain whether updates are required to ensure best practices; to confirm that an appropriate length of time is devoted to the key subject areas; and, that the topics of discussion are consistent with CDP’s approved training program.  MT will conduct interviews and periodic reviews of supporting documentation pertaining to reports generated by these Boards s and the outside agency to determine whether such investigations were consistently objective, timely and comprehensive. The MT will evaluate whether the level of training obtained by outside agency personnel is equivalent to the FIT-specific training received by FIT personnel. 53      MT will utilize the data related to the use of force generated by the Data Collection and Analysis Coordinator in conjunction with the Force Review Board in performing a comparative analysis with data received from other resources, including information developed through the Community Survey.  MT will conduct a review of the policies and procedures with respect to the acquisition of equipment required by the Consent Decree to ascertain whether the CDP is in compliance with the Consent Decree. • Accountability    MT will verify that all new personnel assigned to Internal Affairs and all existing personnel within the unit receive within one year, the full scope of training outlined Consent Decree, with an appropriate level of refresher training on an annual basis.  MT will review and assess the dissemination by Internal Affairs of all relevant information from completed investigations to an officer’s supervisor, the Training Review Committee, the Force Review Board, the Officer Intervention Program and the Data Collection and Analysis Coordinator.  MT will review the revised operations manual prepared by the Office of Professional Standards (“OPS”) to ascertain whether the document includes at a minimum, the requirements set forth in the Consent Decree.  MT will review the various mechanisms established by CDP to allow for civilian complaints verbally or in writing, in person, by phone, or online; by a complainant, someone acting on his or her behalf, or anonymously; and with or without signature from the complainant. Moreover, the MT will evaluate OPS’ implementation of a program to promote awareness throughout the Cleveland community of the process for filing complaints. 54      MT will review the revised policies and procedures to ensure effective complaint intake and to ensure objective and complete investigations of misconduct, including the consideration of patterns in officer behavior based on disciplinary history.  MT will review available reports and attend meetings of the Police Review Board for selected internal and external complaints to evaluate sufficiency of the investigative steps taken, the adequacy of officer interviews, whether the results of such investigations are properly classified, including whether substantial complaints are properly classified as minor offenses of departmental policy or major offenses of CDP policy.   MT will review actual discipline imposed in selected cases. Searches and Seizure    MT will conduct a review of the policies, procedures, controls and reporting related to stops, searches and arrests. The review will include procedures deemed appropriate to ascertain whether searches and seizures have been properly documented and conducted in an appropriate manner consistent with legal requirements.  MT will evaluate CDP’s efforts to maintain, track and analyze demographic data relative to its law enforcement actions. MT will sample supporting documentation for accuracy and timeliness of reported data.  MT will evaluate the Management Information System for compliance with the requirements of the Consent Decree.  MT will conduct a review of Use of Force Reports and other departmental filings by officers to ascertain whether supervisors have conducted a review of this material and adequately documented their review and undertaken appropriate steps in the event it is determined that (a) the report is incomplete or deficient and (b) there is indicia that CDP policy was not followed. MT will evaluate the nature, timing and extent of follow-up of supervisors in such an event. 55     Methods of Analyzing Information   The Team’s methods of analyzing information are discussed in the above sample audit plans for the selected areas. The Monitor and Team are aware that information, as it relates to this monitorship, exists in many forms, for example, documents, statements, reports, protocols, rules, data and numbers representing occurrences, events, arrests, stops, and use of force. Information once obtained has to be reviewed or examined for a particular purpose, with a certain objective or to be considered to reach certain conclusions. It must be tested against other information to be determined reliable and valid. The analysis can be achieved by audit, examination and review. Numbers themselves may be meaningless without the context in which they are found being considered. Information has to be tested against norms, probabilities, logic, common sense and human experience. It is for this reason that the Team consists of individuals with significant line law enforcement experience. Information from certain reports, given the context in which they are prepared and reviewed, may lead to different conclusions. For example, as described in the DOJ report, certain rote facts, which on their face appear satisfactory to justify a stop, may become suspicious when the same language is used over and over by multiple officers in multiple reports and no supervisor questions why. Information from interviews also has to be considered in the context and setting as well as the manner in which it was obtained and reported and by the credibility of the interviewee. We will consider these and other factors as the Team establishes the protocols to be used to gather information by data and document collection, interviews, meeting attendance audits, review, examination and sampling of various relevant materials. Methods of Reporting and Communication   From the outset and throughout the monitorship, from the first meetings and all subsequent phases, the Monitor will provide, as necessary, oral and written updates and reports regarding his 56     and the Team’s progress to designated CDP, City, DOJ personnel serving as our points-ofcontact to ensure all involved in the implementation are on the same page. Meetings and presentations in public forums will occur as is contemplated by the Consent Decree. The frequency of oral and written reports as well as the other means of communication will be undertaken in compliance with the Consent Decree and any modifications thereto. Open communication will be a hallmark of the monitorship to ensure that findings and recommendations will be consistent with Court supervision, and reported in a timely manner. A particular focus will be the success of efforts intended to accomplish the following goals: reduce perceived officer misconduct, increase community trust and public confidence in the capabilities and responsiveness of the City’s law enforcement and public safety structure, position the CDP for sustainable success, and, achieve constitutional muster. Frequency of Proposed Activities Subject to modification based upon input from the initial meetings, we contemplate meetings required by the Consent Decree will be conducted as frequently as necessary (sometimes by conference call). After the initial meetings, regular meetings will be held monthly, unless otherwise agreed. The Monitor will meet at least twice annually with the Mayor. Community meetings will be held shortly after appointment and at least at the time of the release of any public report. The Monitor will file with the Court every six months a written, public report that adheres to Paragraphs 375 and 376 of the Consent Decree. The Monitor will conduct annually outcome assessments as mandated by Paragraph 367, and a comprehensive outcome assessment will be conducted thirty months into the monitorship pursuant to Paragraph 374. Responsible Personnel The Monitor and the Team assembled will participate to varying degrees in the information gathering, planning, development, review, analysis, report writing, communication and other tasks 57     as required to assess and facilitate substantial and effective compliance with the Consent Decree. Since these tasks comprise the necessary tasks to address the criteria of the eleven areas of the Consent Decree, we have designated responsible personnel to each of those areas and estimated hours for them in Cleveland and otherwise. These appear in the “Personnel by Area” chart which follows. The estimates are subject to change depending on the status of the compliance and the actions of the Parties. For the first year we have indicate the non-recurring hours required for startup and commencement. In certain categories we also indicate the lesser involvement of some of the Team members as information is being gathered and compiled. 58     PERSONNEL BY AREA  Area or Scope of Work  Responsible   Personnel  Hours for each Person  Total  Hours  PMM, JJ, PJH, KPC,  EH, DML, BD  1 day/8 hrs.  56  PMM, JJ, PJH, EH, DML 2 days/16 hrs.  80  PMM, JJ, PJH, EH  1 day/8 hrs.  32  PMM, KPC  4 days/3 hrs.  24  Initial Commencement of Monitorship (over first six weeks)  Initial Meetings with City and CDP  Continued Initial Meetings with City and CDP   Initial Meetings with DOJ and US Attorney  Initial Meetings with Community  Development  and implementation of organizational plan, methodologies and metrics   Development  and  implementation  of  an  organizational  plan,  including appropriate  staffing  and  scheduling,  for  auditing  and  reviewing  CDP’s  compliance with the  requirements and purpose of  the Consent Decree;            PMM, JJ  Development  of  methodologies  for  conducting  reliable  audits  and  reviews  of  CDP’s  compliance  with the Consent Decree;  EH, PJH, KPC, SBP,  KB      Recommendation  and  review  of  metrics  for  assessing police practices and their  effects during  the pendency of the Consent Decree;  DML, KPC, KC,  SPB, AB  Monitor and Project Director  Annual Hours Post Commencement Period  Responsible  Person  PMM  Total Hours Per Month by  Qtrs. after initial actions  above  Hrs. in Cleveland in (   )      1‐3         4‐6       7‐9     10‐12  10 (45) 10 (45) 10(45)  10(45)  Qtr. 1 Project Director  JJ    59     5 days/40 hrs. per person          2.5 days/20 hrs.  380  Total  Hours  Qtr. 1  Qtr. 2  Qtr. 3  Qtr.4  Monitor    5 days/40 hrs. per person        Qtr. 2 660  Qtr. 3  Qtr.4  24 (16) 24 (12) 24 (16)  24 (12)  288    Conducting, analyzing, and reporting on  methodologically sound surveys of community  members and police officers regarding CDP police  practices (Surveys conducted first 6 months, third  year & fifth year. The Community Survey cost will  include fees to a survey call center of between  per community survey)  Responsible   Personnel  Representative Community Survey  Qtr. 1  SPB  PMM, JJ  Broad Based Input Survey  SPB  PMM, JJ  CDP Police Personnel Employee Perspective Survey CDP Employee Focus Group Sessions  Detained Arrestees Survey  SPB  PMM, JJ  SPB  PMM, JJ  SPB  PMM, JJ  Reviewing of use of force, misconduct  investigations, including training, policies practices,  initiatives throughout the CDP, Internal Affairs to  assess their quality reliability, adherence to  requirements of and initiatives developed pursuant to  the to the Consent Decree  Total Hours Per Month by  Qtrs. Hrs. in Cleveland in ( )  PMM & JJ time not included  Responsible  Personnel  Qtr. 2  Total  Hours   426  Qtr. 3  90  40 (10)  50 (20)  00 (00)  Qtr. 1  Qtr. 2  Qtr. 3  90  40 (10)  50 (20)  00 (00)  Qtr. 1  Qtr. 2  Qtr. 3  90  40 (10)  50 (20)  00 (00)  Qtr. 1  Qtr. 2  16 (0)  50 (30)  Qtr. 1  Qtr. 2  Qtr. 3  66  100  40 (10)  50 (20)  00 (00)  Total Hours Per Month  PMM & JJ time not included.  Total  Hours  Hrs. monthly by Qtrs. in  Cleveland in ( )      1‐3       4‐6        7‐9      10‐12*    Searches, and Seizures  DML, KPC, EH  Bias‐Free Policing  DML, AB,   Use of Force  EH,  DML, KPC  Supervision  LV, KPC, EH, PJH  Accountability  PJH, EH, KPC  Transparency and Oversight  LV, DML, KPC  Officer Assistance and Support  PJH, EH, LPC, LV  Crisis Intervention  KPC, LV DML  Qtr. 1 Qtr. 2 Qtr. 3  Qtr. 4  Yr. 1 Yr. 2‐5 20 (10) 40 (20) 30 (25)  40 (20)  195  Qtr. 1     60     Qtr. 2 390  Qtr. 3  Qtr. 4  Yr. 1 Yr. 2‐5 20 (10) 40 (20) 30 (15)  40 (20)  195  390    Area or Scope of Work  Responsible  Personnel  Combined Total Hours per  Month   PMM & JJ Hours not Included  Hrs. in Cleveland in ( )  Total   Hours      1‐3       4‐6        7‐9      10‐12  Community and Problem‐Oriented Policing  KPC, PJH, LV, DML  PMM, JJ  Providing  or  facilitating  technical  assistance, including  recommending  strategies  to  improve the  CDP’s implementation of the Consent Decree  Reviewing  and  commenting  on  training,  developed pursuant to the Consent Decree  Qtr. 1  Qtr. 2 Team  DML, PH  PMM, JJ  Conducting  reliable  assessments  to  determine whether policing has improved during the pendency  KB and staff of 2; SCB  PMM, JJ,  of the Consent Decree  Receipt from and provision of information to the  Cleveland community and constituent groups  Qtr. 3  Qtr. 4  Yr.1  Yr. 2‐5 0 (0)  40 (30) 30 (20)  40 (30  165    As Appropriate  Qtr. 1  Qtr. 2 8 (8)  24 (18) Qtr. 1  Qtr. 2 Qtr. 3  Qtr. 4  Yr.1  Yr. 2‐5 8 (8)  24(18)  100  25 (20) 85 (50) 85 (50)  85 (50)  400  Qtr. 1  Qtr. 2 Regularly  communicating  with  the  CDP  and  the United  States  regarding  the  Department’s  progress implementing the Consent Decree, any obstacles to implementation,  and  as  otherwise  necessary  to facilitate effective implementation  Maintaining  all  documents  related  to  this  project  in a confidential manner as required by the Consent  Decree  PMM, JJ  Jack Lebovic  Team  Qtr. 3  Qtr. 4  8 (8)  8 (8)  Qtr. 1  Qtr. 2 Qtr. 3  Qtr. 4  8 (8)  20 (8)  40 (8)  48 (8) 300  Periodically as appropriate    Ongoing (96)  96    PMM  As necessary  Making public statements only as permitted by the  terms of the Consent Decree  PMM  As necessary  The Monitoring Team  Ongoing              61   8 (8)  Testifying in proceedings only as provided by the  Consent Decree  Maintaining the highest ethical standards  800  72  0 (0)  PMM, JJ, MS, KC, AP  192  Qtr. 3  Qtr. 4  Yr.1  Yr. 2‐5 PMM. KPC, DML  Regularly  producing  written  public  reports  on  the C D P ’s  progress  implementing  the Consent Decree and any obstacles to implementation  330    Coordination with the City and the CDP to arrange visits, on-site records reviews and interview Coordination with the City, the CDP and their representatives and point people will be conducted in the first instance by Patrick M. McLaughlin and Joseph Jaffe. Thereafter, various Team members will liaison with appropriate personnel at each of the City and the CDP. Calls, meetings and email communications will expedite the process. Adequate notification will be afforded and the needs of the City and the CDP will be accommodated wherever possible. This will facilitate quick responses and encourage a spirit of accommodation. Since he resides in the Cleveland community, the Monitor will regularly attend the meetings conducted by the review team professionals.   Coordination of the monitoring activities, information gathering and communications with the CDP, the City, identified constituencies, the DOJ, the U. S. Attorney and members of the community This coordination will be overseen by Patrick M. McLaughlin and Joseph Jaffe. To the extent possible, these logistics will be included in the implementation plan that will be prepared following the initial meetings. The Team members will meet and communicate frequently among themselves and with the Monitor so that proper protocols are designed and met and the activities proceed in a timely manner. To ensure order and reliability to the entire monitoring assignment, a defined and rigorous project schedule with actions, deliverables and deadlines detailing assigned responsibilities will be developed as indicated, followed and revised as appropriate. 62     VI. POTENTIAL CONFLICTS OF INTEREST OR BIAS   Patrick M. McLaughlin and Guidepost Solutions and proposed Team members for the monitorship assignment do not appear to have any actual, potential or perceived conflicts of interest involving them, associate firms or organizations, and any employee(s) assigned to the monitorship, or proposed subcontractor(s), including current or former employment, contracts or grants with the City, the CDP or the United States and any involvement in the last eight years (whether paid or unpaid) with a claim or lawsuit by or against the City, the CDP, or the United States or any of their officers, agents, or employees except: McLaughlin has represented business entities and individuals in litigation with the federal government and those matters are known to the United States Attorney’s Office, Northern District of Ohio. McLaughlin represented a national bank sued by the City of Cleveland in the closed case of City of Cleveland v. Ameriquest Mortgage Securities, Inc., et al. Case No. 1:08-cv-00139-SL (N.D. Ohio). We are unaware of the existence of any close, familial, or business relationship with the City, the CDP, the U.S. Attorney’s Office or their agents or employees. No team member has been the proponent or subject of any complaint, claim, or lawsuit alleging police misconduct.10                                                              10 Two Team members had allegations made against them which were investigated and dismissed. These will be disclosed in detail if the Team is chosen for interview.  63     VII. ESTIMATED COSTS Projected Budget 11 Start-up Costs:   First year Budget, including start-up;       Year 2 Budget Year 3 Budget Year 4 Budget Year 5 Budget:   Billing Rates:   /hour Patrick M. McLaughlin14 hour Joseph Jaffe hour Edmund Hartnett hour Patrick Harnett hour Kevin Clark hour Demosthenes M. Long hour Louis Vega hour Albert Becker hour Scott P. Bryant hour Kenneth E. Middleton /hour/Barbara Duncan                                                              11  The Budget projected the one time or fixed costs that are expected regardless of the duration of the contract, and includes a total five-year cost estimate that fees and costs are expected not to exceed. It assumes that City will provide furnished office space and reasonable office support to the Monitor and the Team, at a neutral location, otherwise certain costs will need to be recalculated.  12  Overhead and supplies included; assumes office space provided by the City; travel to be billed at GSA rates.  13  We estimate that the first year will be the most time intensive. We anticipate a diminution in some Team member’s time in the third and fourth years, as the CDP comes into compliance. The third and fifth years will require additional surveys and the proposed budget reflects those costs. We are projecting a not to exceed cost recognizing the actual expenditures will depend on the state of facts that we find. The hours projected will be modified accordingly and we will adhere to the not to exceed cost.   14  McLaughlin has set his hourly rate in consideration of his personal commitment to this community. He is willing to discuss an annual cap on his personal fees.  64     hour Kenneth C. Citarella hour Kevin Brant /hour Mary Stutzman hour Jack Lebovic hour Alexandra Petersen hour Field Investigators Administrative Assistant Cleveland Total Five Year Estimated Budget - plus travel costs Break down the different activities that members of the team will perform (e.g., policy review, technical assistance, training assessment, report writing, and/or incident review) and Projected allocation of hourly commitments by each team member broken down by the number of hours projected for both on-site and off-site work. The activities of the Team members, together with the number of hours projected they will perform, on-site and off-site are set forth by Personnel by Area Chart, on pages 59-61. The Team members have assured the Monitor that each will have the requisite availability to provide those services. As Monitor, McLaughlin has planned a lessening of his private law practice commitments in order that he may devote the time required to successfully monitor this Consent Decree so that Chief Judge Oliver may determine that the City of Cleveland has achieved and sustained substantial and effective compliance. 65   APPENDIX 66 References for Patrick M. McLaughlin I. Related generally to my time in the United States Attorney’s Office, Northern District of Ohio (1978-88). Gary Arbeznik, Esq. Former AUSA, ND Ohio Vernelis K. Armstrong U.S. Magistrate Judge (Ret.) Jeffrey Axelrad, Esq. Former Director, Torts Branch, Civil Division, Department of Justice (301) 802-2676 (C); law729@comcast.net; Randolph Baxter U.S. Bankruptcy Judge (Ret.) J. Matthew Cain, Esq. Former Chief, Criminal Division, ND Ohio John B. Gibbons, Esq. Former AUSA, ND Ohio Kenneth S. McHargh U.S. Magistrate Judge (216) 357-7230 (O) Nancy A. Vecchiarelli U.S. Magistrate Judge (216) 357-7130 (O) Dennis P. Zapka, Esq. Former Chief, Civil Division, ND Ohio (216) 623-0900 (O); dzapka@m-litigation.com II. Cross-section of clients, co-counsel, and opposing counsel on various litigation and business matters handled in the private practice of law. a. Civil Litigation Matters Walt Cofer, Esq. Shook, Hardy & Bacon, LLP (816) 582-6635 (C) wcofer@shb.com J. Alan Johnson, Esq. Former U.S. Attorney, WD Pa (412) 913-1504 (C) jaj@jgcg.com Ralph E. Cascarilla, Esq. Walter & Haverfield, LLP (216) 928-2908 (O) rcascarilla@walterhav.com Kevin Jordan, VP & Associate General Counsel LaFarge North America (703) 342-8169 Kevin.Jordan@lafarge.com References for Patrick M. McLaughlin (con’t)   Kenneth Kroot, Senior VP of Legal Affairs Equity LifeStyle Properties, Inc. (312) 279-1652 (O) ken_kroot@equitylifestyle.com Robert A. Ranallo, Esq. Skoda Minotti (440) 669-9696 (C) branallo@ranallolaw.com Carl E. Rothenberger, Esq. Buchanan, Ingersoll & Rooney (412) 562-8826 (O) carl.rothenberger@bipc.com Joseph Masters, Former Senior VP & General Counsel URS Corporation (415) 806-4904 joexmasters@gmail.com b. A. Russell Smith, Esq. (330) 434-7167 (O) russ@russsmithlaw.com Legal professional associations and community related activities Hon. Shawn M. Riley Mayor, Village of Gates Mills (216) 409-6444 sriley@mcdonaldhopkins.com Bruce H. Akers Chairman, Cuyahoga County Charter Review Commission (216) 533-7870 bruceakers@roadrunner.com Gia Hoa Ryan American and Vietnamese Friendship Foundation (216) 956-3656 giahoaryan@hotmail.com Malinda Dunn, BG USA (Ret.) Executive Director, American Inns of Court (571) 319-4704 mdunn@innsofcourt.org Hilary Taylor, Esq. Master Bencher, Judge John M. Manos Inn of Court (216) 687-3266 (O) htaylor@westonhurd.com James B. Niehaus, Esq. President, Judge John M. Manos Inn of Court (216) 515-1611 jniehaus@frantzward.com c. Military Service and Veterans related activities Joseph P. Meissner, Treasurer Greater Cleveland Veterans Memorial, Inc. (216) 965-5238 meissnerjoseph@yahoo.com Paul H. Herbert, Col. USA (Ret.) Executive Director, Cantigny First Division Foundation (630) 260-8225 pherbert@firstdivisionmuseum.org 2 References for Patrick M. McLaughlin (con’t)   Jack H. Schron, Jr. President, Jergens, Inc. (216) 706-6800 (O) jackschronjr@jergens.com Larry Van Kuran President, 18th Infantry Regiment Assn. (818) 427-1577 (C) vankuran@ix.netcom.com Ronald A. Schwachenwald, Col. USA (Ret.) President, Joint Veterans Council of Cuyahoga County Greg A. White U.S. Magistrate Judge and Former U.S. Attorney, ND Ohio (216) 357-7218 Greg_A_White@ohnd.uscourts.gov 3 PATRICK M. McLAUGHLIN pmclaughlin@m-litigation.com 1111 Superior Avenue, Suite 1350 Cleveland, Ohio 44114-2500 (216) 623-0900 FAX: (216) 623-0935 www.m-litigation.com EDUCATION: Legal: Case Western Reserve University School of Law Cleveland, Ohio J.D., May, 1976 Undergraduate: Ohio University Athens, Ohio BGS, cum laude, June, 1972 PROFESSIONAL EXPERIENCE: November, 1997: McLaughlin Law, LLP November, 1989October, 1997: Mansour, Gavin, Gerlack & Manos December, 1988November, 1989: Janik & McLaughlin October, 1985December, 1988: Appointed United States Attorney Northern District of Ohio by President Ronald Reagan October, 1984: Appointed United States Attorney Northern District of Ohio by the United States District Court March, 1982October, 1984: Chief, Civil Division Northern District of Ohio July, 1978March, 1982: Assistant United States Attorney Northern District of Ohio United States Department of Justice January, 1977July, 1978: Law Clerk Honorable John T. Patton Eighth Judicial District Court of Appeals Cuyahoga County, Ohio August, 1976January, 1977: Law Clerk Honorable Richard M. Markus Honorable Sam A. Zingale Court of Common Pleas Cuyahoga County, Ohio BAR ADMISSIONS: The Supreme Court of the United States The United States Court of Appeals for the Third, Fifth and Sixth Circuits The United States District Court for the Northern and Southern Districts of Ohio The Supreme Court of Ohio PROFESSIONAL ASSOCIATIONS: Fellow, American College of Trial Lawyers National Association of Former United States Attorneys Judge John M. Manos Inn of Court (Master Bencher) American Bar Association Ohio State Bar Association Cleveland Metropolitan Bar Association Society of the First Infantry Division 18th Infantry Regiment Association The American Legion Veterans of Foreign Wars MILITARY EXPERIENCE: United States Army Reserve (active) 1974-88, Judge Advocate General Corps, Major [Former Commander, 209th JAG Det (IL/Cls)] United States Army, Infantry, Staff Sergeant (E-6), July, 1966-June, 1968 AWARDS: The Order of Saint Maurice, presented by the National Infantry Association via the 18th Infantry Regiment Association August 3, 2013 The Ohio Military Hall of Fame for Valor, The Ohio Medal of Valor May 7, 2004 The National Society of the Sons of the American Revolution, Law Enforcement Commendation Medal February 22, 1989 2 Special Award of Merit, presented by the Greater Cleveland Veterans Council January 30, 1988 The Veterans Award for 1985, presented by the Joint Veterans' Commission of Cuyahoga County November 11, 1985 National Vietnam Veterans Network, Distinguished Vietnam Veteran Award May 23, 1985 United States Department of Justice Director's Award for Superior Performance as an Assistant U.S. Attorney December, 1983 Certificate of Appreciation from the Assistant Attorney General, Civil Division November, 1982 Special Commendation Award July, 1981 United States Army Combat Infantry Badge (CIB) The Silver Star, Bronze Star, Purple Heart, Army Commendation, Army Achievement Medal, Vietnamese Cross of Gallantry with Silver and Bronze Stars, and others. OTHER APPOINTMENTS AND ACHIEVEMENTS: ● Irish American Archives Society Walks of Life Honoree (2015) ● Named Best Lawyers’ 2015 Cleveland Criminal Defense: White Collar “Lawyer of the Year” ● Named to the 2013 and 2014 Irish Legal 100 ● 2012 Outstanding Veteran of the Year, Joint Veterans’ Commission of Cuyahoga County ● Contributing Author to “Dogface Charlie,” soldiers’ recollections of Vietnam and the Big Red One (May 2012) ● Appointed to the Charter Review Commission of Cuyahoga County (2012-13) 3 ● Appointed to the inaugural Board of Advisors to the First Division Museum at Cantigny (2010) ● Elected to the Distinguished Alumni Hall of Fame, Lakewood High School (2009) ● President (2005-13), Judge John M. Manos (formerly the Judge Anthony J. Celebrezze Inn) Inn of Court, Treasurer (1996-05) ● Elected Circuit 6 Trustee, The National Board of Trustees, American Inns of Court (2008-12) ● Elected to the Board of Directors (2006-09), National Association of Former United States Attorneys (NAFUSA) ● Named an Ohio Super Lawyer (2004-15), and named as one of “The Top 100” Ohio Super Lawyers in 2011, for Civil Litigation Defense ● Listed in Chambers USA, America’s Leading Lawyers for Business (2004-14) in the specialties of “Litigation: General Commercial,” and Top Ranked (in years 2007 through 2014) in “Litigation: White-Collar Crime and Government Investigations – Ohio” ● Listed in the International Who’s Who of Business Crime Defense Lawyers (2004-14) ● Named to the Best Lawyers in America (2007-15) in the specialties of Commercial Litigation and Criminal Defense: White-Collar ● President (1994-15), Executive Vice President (1993) and Member, Board of Trustees (1988-93), Greater Cleveland Veterans Memorial, Inc. (GCVM) ● Appointed to the Judicial Advisory Commission to Report Recommendations for Appointment of U.S District Court Judges for the Southern District of Ohio to Ohio's Senators (2009-10) ● Fellow, American Bar Foundation (2007) ● Fellow, Ohio State Bar Foundation (2007) ● Chairman, Civil Service Commission, City of Cleveland Heights (2006-07), Appointed to Commission (2005) ● Inductee, The Ohio Military Hall of Fame for Valor (Class of 2004) ● Inductee, The Ohio Veterans Hall of Fame (Class of 2003) 4 ● Fellow, American College of Trial Lawyers (2003) ● Moderator, Session of Judges and Attorneys ND of Ohio, Judicial Conference of the Sixth Circuit (May, 2002) ● Appointed Chairman, Advisory Committee, The Cleveland Play House project - - Touch the Names, Letters to the Vietnam Veterans Memorial (May 9 - June 11, 2000) ● Co-Chair, General Practice and Civil Litigation Commission, the Eleventh Judicial Conference of the Eighth Judicial District (April 6-8, 2000) ● Appointed to Advisory Group of the United States District Court for the Northern District of Ohio (1999-05) ● Appointed to Merit Selection Panel for U.S. Magistrate Judge, Northern District of Ohio (1999) ● Chairman, Judicial Selection Committee, Cleveland Bar Association, 1999-00; Vice-Chair, (1998), and Member (1997, 2001-02) ● Named Life Member, Eighth Judicial District Conference (1998) ● Named Life Member, U.S. Court of Appeals for the Sixth Circuit Judicial Conference (1995) ● Appointed Special Counsel/Independent Prosecutor by Attorneys General of the State of Ohio (1993-96) ● Cleveland Bar Association, Federal Court Committee of the Litigation Section (1993-97) ● Program Chairman, Federal Grand Jury Practice and Procedure, Federal Bar Association, National Convention (1992) ● Member, Civil Justice Reform Act Advisory Group, U.S. District Court, Northern District of Ohio (1991-94) ● Member, Subcommittee on Criminal Rules, Rules Advisory Committee, U.S. District Court, Northern District of Ohio (1990) ● President, Cleveland Chapter, Federal Bar Association (1987-88) ● Member, Policy Committee, Cleveland Federal Executive Board (1987-88) 5 ● Member, U.S. Attorneys' Manual Revision Subcommittee, Attorney General's Advisory Committee of U.S. Attorneys (1987-88) ● Chairman, Civil Issues Subcommittee, Attorney General's Advisory Committee of U.S. Attorneys (1986-88) ● Member, Organized Crime and Narcotics Subcommittee, Attorney General's Advisory Committee of U.S. Attorneys (1986-88) ● Chairman and Founder, Northern Ohio Drug Abuse Awareness and Prevention Task Force (1986-88) ● Chairman and Founder, Law Enforcement Coordinating Committee for the Northern District of Ohio (1986-88) ● Editor-in-Chief, Case Western Reserve Journal of International Law (1975-76) ● Executive Director, National Association of Concerned Veterans, Washington, D.C. (1972-73) ● Appointed Omicron Delta Kappa, National Leadership Honor Society (1972) ● Appointed to The President's Committee on Employment of the Handicapped (1971-72) ● Elected National Vice-President of External Affairs, National Association of Concerned Veterans (NACV) (1971-72) ● Co-Creator, Opportunity Fair for Veterans Concept (1971) ● Listed in Who's Who in America (44th through 65th editions) ● Listed in Who’s Who in the World (22nd through 25th editions) ● Listed in Who's Who in American Law (5th through 8th, 13th through 19th editions) ● Listed in Who’s Who in the Midwest (28th through 33rd editions) Married, father of three, and grandfather of four. (July, 2015) 6 EDMUND HARTNETT TEAM MEMBER EDUCATION ▪ Master’s Degree, Public ▪ ▪ Administration, Marist College Marist College Certificate, Police Management, Columbia University Graduate School of Business Bachelor of Arts, Political Science, Fordham University SPECIALIZED TRAINING ▪ New York Police Department, Criminal Investigation Course ▪ FBI National Academy ▪ Drug Enforcement Agency, Drug ▪ ▪ ▪ ▪ ▪ Unit Commanders Academy U.S. Secret Service Dignitary Protection School Citywide Incident Management Systems Training, New York, NY FBI National Executive Institute, Washington Law Enforcement Exchange Program in Israel with the Israeli National Police Executive Leaders Program, Center for Homeland Defense and Security, Naval Postgraduate School AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ ▪ Public Safety Security Investigations Crime Reduction Strategies Police Administration and Budget Strategic Planning Personnel / Human Resource Issues EXPERIENCE Brosnan Risk Consultants LTD., 2013 – PRESENT President Mr. Hartnett provides a wide range of services including security, investigations, threat assessments, risk management, executive protection, training, active shooter response, event planning, loss prevention, litigation support, background screening, business intelligence and corporate due diligence. He also offers consulting services to police departments in the areas of crime reduction strategies, the Compstat process, investigations, public safety technology, resource allocation, policy and procedure analysis, training and accreditation. Edmund Hartnett Risk Management LLC, 2012 – PRESENT Consultant, The Bratton Group Mr. Harnett worked with current New York Police Department Commissioner William Bratton on police consulting projects in Los Angeles; Oakland, California; Detroit and Baltimore. Consultant, New York State Sheriff’s Association Mr. Hartnett was contracted by the New York State Sheriffs’ Association, in coordination with the NYS Division of Criminal Justice Services, to assist in the development and implementation of Compstat in several Sheriffs’ offices in the state. Yonkers Police Department, 2006-2011 Police Commissioner Served as Police Commissioner of Yonkers, the fourth largest city in New York State, population 200,000, with an annual budget of over $78 million and command of over 700 officers, detectives, supervisors and civilians. During his tenure, overall crime in Yonkers was reduced by 16% and shooting incidents were dramatically reduced. Interfaced and partnered with federal, state and local law enforcement agencies including the Federal Bureau of Investigation, Drug Enforcement Administration, U.S. Secret Service, New York Police Department, New York State Police and the Westchester County Department of Public Safety. Reorganized the Department into three separate and distinct bureaus, improving efficiency, effectiveness and accountability. Reorganized the Department’s Internal Affairs Division, including the investigative and complaint intake process; complaints against police officers declined significantly while relations with the community improved. Partnered with the community and local agencies to introduce holistic, multipronged and non-traditional approaches to problems such as gangs, truancy and homelessness. Upgraded technological capabilities of the agency in the area of records management, integration of security cameras and gunshot detection systems. Worked with the U.S. Department of Justice Civil Rights Division to investigate and mitigate complaints of police abuse of authority; this collaboration resulted in a revised policy and procedure manual, improved use of force policies, enhanced training programs, better supervisory oversight and increased community involvement. Collaborated with the Office of the Mayor and the two police collective bargaining units resulted in a FY 2011 budget which averted layoffs of police officers and demotions of supervisory officers. Served as a member of the EDMUND HARTNETT TEAM MEMBER Executive Committee of Counter Terrorism Zone # 3 which coordinates the Westchester County proactive and reactive response to terrorism. Maintained FBI top secret security clearance. New York Police Department Narcotics Division, 2004-2006 Deputy Chief Supervised the daily citywide deployment, training, organization and administration of over 1800 Narcotics Division members. Created and implemented new strategies and tactics to combat increases in illegal narcotic activity on a precinct-by-precinct basis which led to a marked increase in the quality of narcotics arrests and investigations. Implemented Narcostat, a management tool designed to improve and monitor citywide narcotic conditions and provide guidance, training and support to narcotics enforcement and investigative units. Assumed command functions in the Commanding Officer’s absence and managed all city-wide operations and functions while serving as Duty Chief. Appointed by the Police Commissioner to serve on a select committee tasked with re-engineering the strategic vision of the Narcotics Division. Analyzed and improved integrity controls of the NYPD Organized Crime Control Bureau. New York Police Department Narcotics Borough Bronx, 2002 – 2005 Commanding Officer Designated as Commanding Officer of a staff of over 500 detectives, supervisors and civilian employees dedicated to combating illegal narcotics trafficking in Bronx County. As a result of the implementation of new strategies and tactics, an increase in narcotic arrests was affected with fewer personnel coupled with a reduction in overtime costs. New York Police Department Intelligence Division, 2000 – 2002 Deputy Chief, Commanding Officer Served as Commanding Officer and managed a staff of 650 select detectives and supervisors tasked with gathering criminal intelligence concerning high-profile, confidential investigations in New York, the U.S. and overseas. Coordinated security and protective measures for the President of the United States and visiting foreign government leaders and officials, high-threat individuals, the Mayor of New York and other selected elected officials. Served as liaison to the U.S. Secret Service, U.S. State Department and the United Nations. Coordinated threat assessment reviews of sensitive locations throughout New York City. Prepared and executed security planning for major New York City events i.e. the United Nations General Assembly, New Year’s Eve in Times Square, the World Series, Fleet Week and various high-profile parades and demonstrations. Prepared and implemented security measures in anticipation and response to demonstrations against the World Economic Forum during the organization’s conference in New York City. Responded to and coordinated the Intelligence Division’s efforts at the World Trade Center during and after the 9/11 attacks. Directed the Criminal Intelligence Section in assisting the FBI and other investigative bodies in the aftermath of the 9/11 attacks. PATRICK J. HARNETT TEAM MEMBER SIGNIFICANT LAW ENFORCEMENT ACCOMPLISHMENTS New York Police Department, 1968 - 1998 Commanding Officer, Narcotics Division Managed an expansion of the Narcotics Division that more than doubled its size from sixteen hundred to over thirty-two hundred investigators in less than two years. Introduced a system of “turf based” and “gang focused” narcotics enforcement that held investigators and supervisors accountable for the control of drugs and the investigation of citizen complaints in their geographical areas of responsibility. Implemented successful enforcement initiatives that brought federal, state and local narcotics investigators together in a unique “up and down” approach to narcotics enforcement. Increased arrest productivity while reducing average overtime per arrest by 20%. Executive Officer to Chief of Department This position is the chief assistant and confidant to the highest ranking uniform officer in NYPD. It involved participating in strategic planning for the dramatically changing NYPD, communicating directives to the executive corps, conducting investigations and managing specific projects. Acted as liaison with domestic violence advocates and oversaw the development and implementation of the Domestic Violence Incident database. Developed the first quantitative police officer’s monthly/quarterly performance review and rating system. Oversaw the conversion of the Inspection Division to the Quality Assurance Division that included the development of Precinct Assistance Teams designed to improve operations while providing feedback on projects, plans, and programs. Led the investigation into NYPD’s largest recorded shooting incident involving 18 police officers who fired hundreds of shots. This investigation served as the basis for new training programs for controlling responses to emergency incidents. Commanding Officer, Emergency Service Unit Implemented the first Apprehension Tactical Team providing a highly trained unit to handle high risk apprehensions and warrant executions. Designated Special Operations Coordinator for the 1992 Democratic National Convention. Coordinated transportation and security throughout numerous New York City venues for the United States visit of Nelson Mandela. Commanding Officer of Major Case Squad Designed a kidnapping training seminar for all NYPD detective supervisors. Worked with the State Department and D.E.A. to negotiate the extradition of a Dominican National indicted for the homicide of a New York City Police Officer. Lieutenant, Commanding Officer Crime Stoppers Unit Created an anonymous rewards program to develop information on violent crimes called "Crime Stoppers". This widely acclaimed program involving the police, the media and the business community has been instrumental in the solution of over 700 homicides. Detective, Bronx County and Police Officer PATRICK J. HARNETT TEAM MEMBER EDUCATION ▪ Master of Arts, Criminal ▪ Justice, SUNY Albany Bachelor of Arts, History, Iona College SPECIALIZED TRAINING ▪ Police Management Institute, ▪ Columbia University Dignitary Protection Seminar, U.S. Secret Service ▪ F.B.I. National Academy ▪ Criminal Investigation Course, New York Police Department AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ Public Safety Consulting Law Enforcement Operations Crime Reduction Strategies Investigations Community Engagement Patrick J. Harnett returned to law enforcement/public safety consulting after serving as the Chief of Police in Hartford, Connecticut from June 2004 till July 2006. During his twoyear tenure, he led a major reorganization of the Hartford Police Department and implemented a Neighborhood Policing Plan in February 2005 that brought the police and community closer together, increased accountability of police supervisors and reduced crime. The plan was widely acclaimed by the Hartford community, well received by HPD supervisors and officers, and by the end of 2005 achieved historic reductions in robbery (22%) and auto theft (29%). Index crime continued to decrease in Hartford in 2006, and for the first quarter of 2007, Part I crime was down 23.7%. Mr. Harnett retired from New York Police Department (NYPD) in 1998 as the three-star Chief of the Transportation Bureau responsible for both, subway policing and traffic control and enforcement in New York City. During his 32-year police career, he served in many command positions, including Chief of NYPD’s Narcotics Division, where he managed more than 3,000 detectives and supervisors, and developed and implemented a highly successful “turf-based” narcotics enforcement strategy that led to significant crime and violence reduction and won back control of ravaged neighborhoods from the drug dealers. He was the Executive Officer to the Chief of Department during the most dramatic transformation of NYPD in the department’s history. Mr. Harnett has extensive patrol and investigative experience. He implemented NYPD’s Crime Stoppers Hotline and commanded the Department's Major Case Detective Squad. He was also the Commanding Officer of the Emergency Service Unit, the Tactical (SWAT) and Rescue component of NYPD, and of the 43rd Precinct, the largest precinct in the Bronx. Mr. Harnett participated in the evolving process of Compstat in NYPD while attending over 300 NYPD Compstat meetings. He successfully invigorated the Compstat process in Hartford. In Compstat police managers who direct police resources for specific geographic areas of a city (i.e. district, precincts, etc.) are brought together with their peers and with top management of the department to discuss specific crimes, to identify emerging crime patterns, and to develop plans to apprehend the perpetrators of these crimes. Quality-of-life issues and other issues of community and managerial concern are also discussed at Compstat. This process empowers middle managers who direct police resources; it improves communication and coordination between uniform patrol officers, detective investigators and proactive units such as narcotics teams; and it also encourages innovation and was a key component in reducing crime in Hartford. Upon his retirement from NYPD, Mr. Harnett became the First Deputy Director of the NY/NJ HIDTA (High Intensity Drug Trafficking Area) a federal program created to fund effective narcotics strategies that involved cooperative efforts of federal, state and local law enforcement officers. In this position he oversaw the expansion of the NY/NJ Regional Intelligence Center that became a national model for information sharing. In January 2000 Mr. Harnett became a public safety consultant working independently, and as the managing director of the Bratton Group, a government and private security consulting firm owned by William Bratton, the New York Police Commissioner and former Chief of Police in Los Angeles. Mr. Harnett conducted operational and organizational reviews of numerous public safety entities, focusing on implementing specific law enforcement action plans and strategies to foster “Information-led Community Policing” and to reduce crime. He worked with many municipal police departments including in Los Angeles and Oakland, California; the City of Miami, Florida; Trenton, New Jersey: Columbus, Ohio: Caracas, Venezuela: and Fortaleza, Brazil KEVIN P. CLARK TEAM MEMBER EDUCATION ▪ Bachelor of Science, Political Science, John Jay College of Criminal Justice SPECIALIZED TRAINING ▪ F.B.I. National Executive ▪ ▪ ▪ Institute Session Columbia University, Police Management Institute D.E.A. Narcotics Investigators School N.Y.P.D. Methods of Internal Investigations DESIGNATIONS ▪ Private Investigator, New York State AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Leadership & Team Building Crisis Management & Control Analysis & Strategic Planning Direct Large Operations Project Management Policy & Training Development Budget Accountability Community Relations Internal & External Investigations Operational Planning & Security Kevin P. Clark has more than 24 years of successful leadership proficiency in law enforcement including 12 years of experience directing and leading major internal agency confidential investigations and external organized criminal investigations. His background also includes police department operations, administration, strategic planning and public relations. For his efforts, Mr. Clark has been publicly recognized more than 40 times for dedicated community service. Currently, Mr. Clark serves as an executive with Elite Investigations where he spearheaded the operational and administrative re-organization increasing company gross revenue from $17 million to $35 million annually through contract renegotiation, overhead control, stringent hiring standards, training modification, tort response overhaul, licensing compliance, and customer service development. SIGNIFICANT LAW ENFORCEMENT ACCOMPLISHMENTS Baltimore City Police Department, 2003 - 2005 Police Commissioner  Developed and implemented strategic initiatives for the 3800 member Department reducing crime 20% to recorded levels last achieved for the city in the 1960’s.  Through team building and leadership management practices, the Department led the nation with the second largest reduction in violent crime incidents (19.9%) for a major city with a population of 650,000 plus.  Pioneered pre-emptive problem solving practices that reduced 911 emergency calls for service by 140,000 (11%), resulting in approximately a $2.3 million savings.  Instituted budget management controls that reduced operational overtime by 6.1 million (33.6%) and contractual services by 1 million.  Led the development of innovative public relations and operational leadership practices that reduced police misconduct and civilian complaints by 20%. Field operational performance motivated to highest recorded levels for the agency during the same period. New York Police Department, 1981 - 2003 2002-2003 Deputy Chief, Citywide Narcotics Division 1998 – 2002 Commanding Officer 44th & 47th Precincts 1997-1998 Captain Executive Officer Patrol Operations 1995-1997 Commanding Officer Major Case Narcotics 1993-1995 Commanding Officer Internal Affairs 1985-1993 Sergeant/Lieutenant Patrol Section Operations 1981-1985 Police Officer Patrol Operations  Served as Deputy Chief of the 2,400 member Department’s Narcotics Division overseeing city-wide policy development, investigation management, staffing, technology, budget controls and coordinated inter-agency operations with the F.B.I., D.E.A., Customs, state and local law agencies.  Directed the strategic and tactical crime suppression operation for two of New York City’s most violent Bronx regions to dramatic reductions in crime. Reduced crime by 26% in the 47th Precinct and 28% in the 44th Precinct. Twice awarded the coveted Unit Citation for best performing and innovative command at the 47th Precinct. DEMOSTHENES M. LONG TEAM MEMBER EDUCATION ▪ Doctor of Education Degree, ▪ ▪ ▪ St. John Fisher College Juris Doctor, New York Law School Master of Arts, John Jay College of Criminal Justice Bachelor of Science, John Jay College of Criminal Justice AREAS OF EXPERTISE ▪ Public Safety Administration & Training Community Engagement ▪ ▪ Law Enforcement Consulting ▪ Safety & Security Consulting EXPERIENCE Columbia University - Department of Public Safety, 2010 - 2011, 2014 - Present Director of Morningside Operations, Assistant Director of Training and Development Mr. Long collaborates with student leaders, faculty, staff and other member of the Columbia University community to revise or develop protocols for safety, security and standards for community engagement. He has developed, delivered and/or arranged the delivery of entry level, in-service, promotional, executive development and leadership training for members of the Department; reviewed after action reports; conducted field observations; and conferred with operational public safety directors to identify training deficiencies and develop appropriate remedial training. Pace University – Department of Criminal Justice and Security, 2011-2013 Assistant Professor Mr. Long taught undergraduate and graduate level courses within the Department of Criminal Justice and Security; served as faculty advisor to student the organization, Criminal Justice Society; and served as a first year advisor for freshman students. He currently serves as an adjunct assistant professor. Westchester County Department of Public Safety, 2005 – 2010 First Deputy Commissioner/Undersheriff Mr. Long directed the day-to-day administrative, training and support functions of the Westchester County Department of Public Safety. He oversaw the operations of the Civil Unit, Taxi and Limousine Commission and the Office of STOP-DWI. In addition, he acted for and on behalf of the Commissioner/Sheriff in his absence. KeySpan, 2002 – 2004 Director of Corporate Security Mr. Long developed, implemented and evaluated physical security systems and protocols to ensure the safety and security of 12,000 KeySpan employees as well as hundreds of daily visitors, customers and contractors to over two hundred facilities located throughout four northeastern states. He also administered an annual operating budget of 8 million dollars and directed a $20 million capital project to enhance physical security at corporate facilities. New York Police Department, 1981 - 2002 Police Officer through Assistant Chief Mr. Long served in command level, executive level and leadership positions within the New York Police Department. He commanded the School Safety Division, Police Academy, and Office of the Deputy Commissioner of Community Affairs; implemented effective crime control strategies; and utilized knowledge of leadership theory, management theory, organizational structure and efficiencies, police training, and internal investigations to accomplish agency goals. LOUIS VEGA TEAM MEMBER EDUCATION EXPERIENCE ▪ Master of Science, Criminal Camden Police Department, 2008 - 2009 Police Director Manage the daily operations of the Police Department and supervise over 450 sworn and civilian personnel in a community of 80,000 residents. Developed partnerships with community groups, faith based organizations, business representatives, elected officials, prosecutor’s office, and the Attorney General. Developed a clergy program and initiated a law enforcement explorer’s program. Prepared and allocated appropriate expenditure of a $41 million budget that resulted in a half million-dollar overtime reduction. Implemented strategies and initiatives to reduce the level of violence and improve the community’s quality of life that resulted in a 40% reduction in homicides. Justice, Florida International University ▪ Bachelor of Science, Behavioral Science, New York Institute of Technology SPECIALIZED TRAINING ▪ Federal Bureau of Investigation National Academy ▪ Federal Bureau of ▪ Investigation/Florida Executive Development Seminar Senior Management Institute for Police, Police Executive Research Forum AREAS OF EXPERTISE ▪ Law Enforcement Training Programs ▪ Civilian Complaint Reporting & ▪ Notification Systems Development Officer Early Warning Systems Implementation Law Enforcement Operations ▪ ▪ Community Engagement ▪ Investigations ▪ Police Department Property ▪ Room Reorganization Police Officer Misconduct Policies LANGUAGES ▪ Spanish City of Miami Police Department, 2003 - 2007 Chief of Detectives Managed the day-to-day operations of the division and coordinated all aspects of the investigative function, including joint investigations with ATF/FBI to dismantle drug organizations. Reduced incidents of homicide and increased the homicide clearance rate to 80 %, through the detection and apprehension of repeat violent offenders. Developed and administered the budget for the division of 150 personnel. Chief of the Internal Affairs Division Managed day-to-day integrity issues and investigations of misconduct by members of the Department. Directed investigations of complaints and oversaw their completeness and accuracy. Developed programs to improve the ability to identify at-risk officers, improve the integrity of investigations and increased public confidence. Created and implemented an official department form for citizens to complain/commend any employee of the Department. These changes reduced the number of series allegations and complaints at the police department. Chief of the Administration Division Managed the day-to-day administrative functions of the division, restructured the property, evidence, records, training, and recruitment units to increase efficiency and effectiveness, in addition to administering the proper expenditure of a $132 million dollar budget. City of Hartford Police Department, 2001 - 2003 Chief of Detectives Daily management and supervision of the Major Crimes Unit, Narcotics Unit, Juvenile/Missing persons/Gang Unit, Economic Fraud Unit, Crime Scene Unit, Detention Unit, Criminal Analysis Unit, Police Academy, Recruitment and Selection and the Intelligence/Dignitary Protection Unit. I also assisted Civil Service in restructuring the civil service police testing and investigations process. New York City Police Department, 1966 - 1996 Captain, Precinct Commander Managed and supervised the day-to-day activities of 225 subordinate personnel of all levels in providing quality service to a community of 65,000 residents. Developed partnerships and increased relationships between the police department and neighborhood organizations. Developed and implemented crime-fighting initiatives including; the first border enforcement with neighboring police precinct to eradicate crime and gangs that plagued the precinct boundaries. In addition, identified areas prone to violent crime and established roadblocks, allowing only residents and LOUIS VEGA TEAM MEMBER legitimate visitors into the area thus, prevent the criminal element from entering said locations. These initiatives resulted in the reduction of robberies, burglaries, and homicides. Began an English class for non-English speaking residents at the police precinct, with volunteers from local schools and police employees. Lieutenant, Special Assignment Served on staff of the Deputy Commissioner and was Commanding Officer for Community Liaison Unit for the Chief of Department. Lieutenant, Commanding Officer Career Criminal Investigations Unit, Detective Bureau Sergeant, in the following commands: Organized Crime Control Bureau Supervising Sergeant, Narcotics Division Public Morals Division Investigative Sergeant, Field Internal Affairs Unit Supervising Sergeant, Intelligence Division Supervising Sergeant, Major Case Squad Supervising Sergeant, Organized Crime Investigative Division Sergeant, Executive Officer, 81st Precinct Detective Squad Sergeant, Executive Officer, 94th Precinct Detective Squad Sergeant, Executive Officer, 108th Precinct Detective Squad Sergeant, Executive Officer, 113th Precinct Detective Squad Patrol Supervisor in 90th Precinct Detective: Narcotics Division Intelligence Division Undercover Operative ALBERT S. BECKER TEAM MEMBER EDUCATION ▪ Master of Business ▪ Administration, Accounting, Baruch College Bachelor’s Degree, Business Finance, St. John’s University SPECIALIZED TRAINING ▪ Federal Bureau of ▪ Investigations National Academy Center for Domestic Preparedness AFFILIATIONS ▪ National Law Enforcement Associates, President ▪ American Academy for Professional Law Enforcement, Past Treasurer AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ ▪ Security Consulting Crisis Management & Control Police Officer Training Law Enforcement Efficiency & Consolidations Security Audits Threat Assessments & Response Albert S. Becker retired from the New York Police Department as a Deputy Inspector with more than 24 years of service. His last assignment was as the Executive Officer of the Support Services Bureau. In that capacity Mr. Becker was accountable for an expense budget in excess of $78 million dollars and the management of four divisions encompassing close to 1,000 employees. These four divisions were Fleet Services, Property Clerk, Central Records and the Printing Section. Previous to that, Mr. Becker was assigned as the Commanding Officer of the Queens South Task Force which was a rapid response tactical and disorder control command. In that capacity, he led highly trained Police Officers in the Department’s efforts to fight terrorism, local crime and disorder. Mr. Becker was designated a COBRA Commander and commanded teams of officers to respond to chemical, biological, radiological and nuclear threats. He led teams of Officers during the 2002-03 antiwar protests and the Republic National Convention as well as participated in numerous joint agency drills and table top exercises. Upon retiring from the NYPD, Mr. Becker has been working as a consultant. His business, Excalibur Protection Services (DBA Global Synergy Solutions) was originally formed in 2003 as a security consulting and watch guard service but today has evolved into a security and business consulting company offering complete training packages to police departments, universities and private institutions, as well as consulting on infrastructure threat assessment, IT vulnerability and law enforcement efficiency and consolidations. Mr. Becker participated in a consulting engagement for the Bergen County Prosecutors Office in which he was the assistant project manager for a team analyzing the efficiency of three police departments in Bergen County. The goal of the study was to determine the feasibility of consolidation between Bergen County law enforcement agencies and the course of action for suggested implementation. As part of that project Mr. Becker conducted numerous interviews, analyzed financial budgets and data and compiled a detailed written and verbal report. The project culminated with a presentation before the Bergen County Board of Chosen Freeholders. Mr. Becker also provides consulting services to the financial services industry and completed an engagement for the security component of a courier company’s bid on a multimillion-dollar contract. Mr. Becker developed a system of auditing the security plans promulgated by companies and Institutions by testing them through workshops, table top exercises and quality control auditing. Most recently Mr. Becker conducted an assessment of the Borough of Manhattan Community College Peace Officer security program. He identified training deficiencies and prepared and instituted the proper training program. Mr. Becker’s training background began as an instructor of Police Science in the NYC Police Academy. In 1999 Mr. Becker founded the Fast Track Police Promotion Training School and continues to operate the business today. The Fast Track prepares students to pass NYC police promotion exams and has successfully prepared thousands of students to become police supervisors. Mr. Becker is an expert instructor in many law enforcement topics including the citywide incident management system/disorder control and was designated as a Logistics Officer for the NYPD. JOSEPH JAFFE CHIEF COMPLIANCE OFFICER, DEPUTY GENERAL COUNSEL, SENIOR MANAGING DIRECTOR CONTACT INFORMATION 415 Madison Avenue New York, NY 10017 646.553.1376 (o) 917.213.0529 (c) jjaffe@guidepostsolutions.com EDUCATION ▪ Juris Doctor, New York ▪ University School of Law, Cum Laude Bachelor of Science, Cornell University AFFILIATIONS ▪ ▪ ▪ ▪ ▪ American Bar Association New York State Bar Association Federal Bar Council New York City Bar Association International Association of Independent private Sector Inspector General, Vice President AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Compliance Integrity Monitoring Investigations Due Diligence Litigation Support Foreign Corrupt Practices Act SEC Violations As Chief Compliance Officer and Deputy General Counsel, Joseph Jaffe oversees regulatory compliance issues and assists with legal matters for all of Guidepost Solutions’ offices. In addition, he leads the company’s Europe, Middle East and Africa practice. Throughout his career, Mr. Jaffe has overseen and participated in a host of investigative and fact gathering assignments for foreign governments and state, federal, and private entities related to allegations of employee dishonesty, fraud, sexual harassment, union corruption, inventory and intellectual property theft, prevailing wage violations, corporate compliance and governance, money laundering, construction accidents, and violations of the Foreign Corrupt Practices Act and the U.S. Securities and Exchange Commission (SEC). He supervised numerous due diligence investigations into the backgrounds of employees, entities and customers for corporations and financial institutions and coordinated litigation support assignments for trial attorneys in civil and criminal cases. Mr. Jaffe joined Guidepost Solutions in 2012. His extensive background includes serving as District Attorney for Sullivan County, New York; spending seven years in the U.S. Attorney's Office for the Southern District of New York (SDNY) as an Assistant U.S. Attorney, Deputy Chief of the Criminal Division, Chief of the Official Corruption Section, and Administrative Assistant U.S. Attorney; and serving as an Acting Chief Inspector for the U.S. Drug Enforcement Administration where he investigated and tried complex business fraud, public corruption, terrorist and bombing cases. Mr. Jaffe’s vast experience extends to the private sector serving as an Independent Private Sector Inspector General (IPSIG), integrity monitor and outside compliance officer for governmental and regulatory agencies including the U.S District Court, SEC, and private clients; leading the forensic and due diligence team at Proactive Integrity Associates; specializing in civil and criminal litigation as a partner in general practice law; serving as a managing director at UHY Advisors FLVS, Inc., the firm’s forensic, litigation practice; and instituting investigative consulting and security firms. Mr. Jaffe’s past affiliations include serving as Chairman of the Merit Selection Panel for Magistrate Judges of the SDNY; member of the New York State Third Department Judicial Nominating Committee; Chair of the New York State Bar Association’s Criminal Justice Section and Founding Member and Secretary of the New York State Association of Criminal Defense Lawyers. He regularly lectures, presents and writes for attorneys, accountants, and the business and financial communities. Asset Tracing www.guidepostsolutions.com KENNETH CITARELLA SENIOR MANAGING DIRECTOR, INVESTIGATIONS AND CYBER FORENSICS CONTACT INFORMATION 415 Madison Avenue New York, NY 10017 212.817.6732 (o) 212.817.6733 (f) kcitarella@guidepostsolutions.com EDUCATION ▪ Juris Doctor, New York University School of Law ▪ Master of Business ▪ Administration, Information Sciences, Pace University Bachelor of Science, Business Administration, Manhattan College AFFILIATIONS & DESIGNATIONS ▪ Certified Fraud Examiner ▪ Certified Information Privacy ▪ Professional New York Law School, Former Adjunct Professor AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ Cyber Crime & Investigations Integrity Monitoring Fraudulent Claims Field Investigations White Collar Crime Kenneth Citarella is a senior managing director for the Investigations and Cyber Forensics practice. He joined Guidepost Solutions in 2010 as a project manager to investigate fraudulent claims for the Gulf Coast Claims Facility in its administration of the $20 billion BP compensation fund. In that capacity, Mr. Citarella supervised 300 professionals, including more than 200 field investigators. Nearly 18,000 claims were referred for investigation; many involved the financial analysis of a claimant’s business operations, including numerous construction-related entities. The project team wrote thousands of fraud reports which were described by an official of the U.S. Department of Justice as the finest body of investigative work he had ever seen. Mr. Citarella also worked as part of the Guidepost Integrity Monitor team in the New York City Rapid Repair program overseeing Superstorm Sandy-related reconstruction on Staten Island. Guidepost monitored residential repairs from initial assessment through final walk through, documenting work order authorizations and variances between authorized work and actual performance, permitting New York City to properly evaluate invoices and satisfactory performance by contractors. Prior to joining Guidepost Solutions, Mr. Citarella worked with a commercial litigation law firm and the Corporate Investigations Division of Prudential. Mr. Citarella had a distinguished 28-year career as a white-collar and computer crime prosecutor in the Westchester County, New York District Attorney’s Office, which he concluded as Deputy Chief of the Investigations Division. He prosecuted investment frauds, larcenies, embezzlements, anti-trust violations, public corruption, forgeries and many other economic crimes. A pioneer in computer crime prosecution, Mr. Citarella obtained convictions for computer intrusions, malicious software attacks, a software time bomb, spamming, digital child pornography, and the use of the Internet for child exploitation, among other cases. In addition to his affiliations and designations, Mr. Citarella frequently lectures before professional, legal, academic, corporate and community groups on computer crime and fraud related issues. In 2011, he received the Lifetime Achievement Award from the High Technology Crime Investigation Association. www.guidepostsolutions.com KEVIN T. BRANT, CPA, CFE SENIOR MANAGING DIRECTOR CONTACT INFORMATION 415 Madison Avenue New York, NY 10017 212.817.1366 (o) 917.828.4111(c) kbrandt@guidepostsolutions.com EDUCATION ▪ Bachelor of Science, Accounting, Long Island University C.W. Post Campus CERTIFICATIONS ▪ Certified Public Accountant ▪ Certified Fraud Examiner AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ ▪ ▪ Forensic Accounting Monitoring Compliance Financial Investigations Asset Tracing Internal Controls Litigation Support Kevin T. Brant is a senior managing director of forensic accounting services based in the New York office. He has more than 25 years of experience performing forensic accounting, monitoring and compliance services. Mr. Brant has been engaged on numerous occasions to perform investigations of complex financial transactions, including clients in the financial sector. He worked with outside counsel for a major financial institution in response to a federal investigation of fraud and money laundering involving suspect Russian and American bank accounts. Mr. Brant has also assisted outside counsel to a prominent university to investigate a misappropriation of funds, which lead to the arrest and conviction of employees in the cashier’s office and a complicit bank employee. In addition, he has been retained to perform a tracing of funds in support of litigation involving hedge fund investments in the education sector. Mr. Brant worked jointly with outside counsel for a Fortune 100 specialty retailer to investigate and quantify losses of $34 million resulting from vendor kickback arrangement with company’s procurement manager. He provided management with recommendations for improvement of internal controls over the procurement process. Mr. Brant has also performed an investigation of a residential property manager in New York City that disclosed a scheme to embezzle funds through the use of fictitious vendor invoices. He has served as a neutral intermediary in the quantification of losses related to a multi-million dollar procurement fraud by construction contractors working for the Metropolitan Transportation Authority. Mr. Brant has been engaged on numerous integrity monitoring and compliance engagements, including several construction projects in New York City with periodic reporting to state and local authorities. His recent experience includes the following projects:  Jacob K. Javits Convention Center Expansion and Renovation – Responsible for all forensic accounting procedures for the integrity monitoring of this $463 million project with reporting to the Convention Center Development Corp.  John P. Picone, Inc. – Ongoing independent assessment of M/W/DBE compliance program with reporting to the Metropolitan Transportation Authority.  Lend Lease Americas Inc. – Providing an ongoing, independent assessment of the effectiveness of their M/W/DBE compliance program and recommendations to ensure best practices.  Lettire Construction Corp. – Conducted forensic accounting procedures in connection with a prevailing wage monitorship in conjunction with the development of two apartment buildings.  Welsbach Electric Corp. - Provided forensic auditing services in conjunction with integrity monitorship covering multiple construction projects. Prior to joining Guidepost, Mr. Brant was a director of litigation support and financial investigations at BDO Consulting and a senior managing director of financial investigations at Citigate Global Intelligence & Security. He also worked at Kroll Associates as a managing director for financial investigations and has served as a senior special auditor investigator for the New York State Deputy Attorney General for Medicaid Fraud Control. www.guidepostsolutions.com SCOTT P. BRYANT TEAM MEMBER EDUCATION ▪ Master of Public ▪ Administration, University of Colorado Bachelor of Arts, Government, Southeastern Louisiana University CERTIFICATIONS ▪ Total Quality Management Certificate, California State University PUBLICATIONS ▪ "Strategic Management: ▪ ▪ Developing and Realizing a Vision" in Public Management and "Strategic Planning Works for Long Beach Police" in Public Administration Times Comparative Performance Measurement, co-author, The Urban Institute Press Making Results Based State Government Work, co-author, The Urban Institute Press AREAS OF EXPERTISE ▪ Risk Mitigation Strategies ▪ Strategic Planning ▪ Performance Improvement & Monitoring ▪ Organizational Planning ▪ Public Safety & Communications ▪ Law Enforcement Effectiveness Assessments & Strategies ▪ Community Policing Programs EXPERIENCE Scott P. Bryant & Associates, 1996 – Current Strategic, Management and Organizational Consultant  Port of Los Angeles Police Department Management, Organization and Staffing Assessment – Identified key risks and evaluated risk mitigation strategies implemented by the Port Police to address these risks. Developed recommendations to improve operations, organization, staffing, and management.  Los Angeles Sheriff’s Department Metro Contract Performance Review –Reviewed service provided by the Department in policing the Los Angeles Metro rail and bus system. Reviewed community policing approach, deployment of personnel, effectiveness of operations, response to service calls, communication and coordination with Metro; complaint review and discipline, and performance monitoring and reporting.  Special Assistant to the Chief of Police, Oakland Police Department, Oakland, CA Transformed Department through a community based strategic planning and performance improvement effort. Led meetings regarding Department issues, personnel, operations, and initiatives. Served as the focal point and expert for strategic planning and implementation of strategies, projects and initiatives.  Strategic and Organizational Consultant, Orange County Sheriff-Coroner Department, Developed a strategic management approach with specific outcome oriented goals and developed specific outcome indicators to monitor progress toward these goals. Identified and worked to resolve specific organizational issues within the Department.  Courthouse Security Improvement Project Manager, Fulton County Sheriff’s Department, Atlanta, GA - Led team review of security within the Courthouse, and developed recommended improvements in security policies, procedures, staffing, training, equipment, and technology. These improvements were in response to the escape of an inmate and subsequent fatal shootings in the Courthouse.  National Task Force on Interoperability – Lead facilitator to improve public safety agencies and first responders communications during critical incidents. This effort was sponsored by the U.S. Department of Justice and is a joint effort of 15 associations, including the National Sheriff’s Association, the International Association of Chiefs of Police, the National Association of Counties, the National League of Cities, and the National Governors Association.  National Public Safety Telecommunications Council (NPSTC) Strategic Planning – Conducted surveys and interviews with the Council’s Governing Board members to identify key accomplishments and strengths, as well as weaknesses or issue areas. Facilitated strategic decision making by the Governing Board, addressing key issues and reaching consensus on the future direction and priorities for the Council.  City of Redondo Beach California Public Safety Communications – Identified and analyzed alternative approaches to public safety communication services for police and fire departments. Alternatives included contracting for public safety communications services, forming a regional Joint Powers Authority (JPA) for public safety communications in the South Bay area, and maintaining the function within the Redondo Beach Police Department.  City of Compton California Police Services Study - Completed an analysis of alternative approaches for providing police services including determining the level of police services necessary to effectively address crime and meet the City’s law enforcement needs. Alternative approaches analyzed included maintaining the current contract with the Los Angeles County Sheriff, establishing an independent Compton Police Department, and contracting with another local law enforcement agency.  Los Angeles County Sheriff’s Department (LASD) Staffing, Budget Process and Performance Review – Reviewed the use of sworn versus civilian or non-sworn SCOTT P. BRYANT TEAM MEMBER     personnel throughout the Department, the approach and processes used by the LASD to determine staffing needs, allocate resources, track performance and budget compliance, and control expenditures. Implementation of recommendations made resulted in substantial improvements to Department operations. The LASD is the second largest law enforcement agency in the U.S. Community Oriented Public Safety Training – Provided training and technical assistance through the Community Policing Program at the International City / County Management Association (ICMA) to several cities. City of Washington, D.C., Assistant Chief Management Officer - Served as interim Assistant Chief Management Officer overseeing the Fire and Emergency Medical Services Department. Los Angeles County Probation Department Management Evaluation – Served as Project Manager assessing whether the Department is achieving its mission effectively and efficiently and adequately executing its core values. This included evaluating the Department’s strategic planning, approach to linking strategies to operations, organization structure and leadership, and human resource management. Comparative Performance Measurement Consortium – Served as the technical expert for police, fire, and emergency medical services for the International City / County Management Association’s (ICMA) Consortium, and facilitated much of the work of the Police Services and Fire and EMS Services Technical Advisory Committees. City of Long Beach, City Manager’s Office, Long Beach, CA, 1990 - 1996 Director of Strategic Management Served as the focal point and technical expert for city-wide strategic planning and implementation of strategies, projects and initiatives. Key accomplishments included developing a Police Department Strategic Plan with a focus on customer service and community orientation; directing a City-wide effort to reengineer and streamline all City operations; and managing the City's negotiations with the Walt Disney Company during the development of a $2.8 billion “Port Disney” development. Ernst & Young, 1998 – 1990 Manager of Public Sector Consulting Responsible for managing consulting engagements focused in the areas of strategic planning and management, organizational effectiveness, and quality improvement. Colorado State Legislature, Denver, CO, 1982 – 1987 Senior Legislative Staff Managed studies of State government issues and agencies involving legislation, policy and budget analysis, management, and information systems. Key accomplishments included:  Colorado Bureau of Investigation - Developed and implemented a strategic plan to refocus and restructure the Bureau to be more responsive to local law enforcement agencies and to use its limited resources more effectively. The Bureau now has a strong constituency and is seen as an effective and essential organization.  Colorado State Patrol - Conducted a review of the Patrol's management and operations with an emphasis on its results oriented management system.  Colorado Department of Public Safety - Conducted an analysis of the newly created Department's organization and effectiveness and consolidated fragmented functions. Mayor’s Office (Denver Urban Observatory), Denver, CO, 1981 – 1982 Program Manager BARBARA DUNCAN TEAM MEMBER EDUCATION ▪ Juris Doctorate, Pace University ▪ Bachelor of Science, Criminal Justice, Mercy College, Honors SPECIALIZED TRAINING & CERTIFICATIONS ▪ Crisis Intervention ▪ FBI LEEDA Media and Public Relations ▪ Maryland Police Training ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Commission Comparative Compliance Certification Event and Security Planning for Public Safety Professionals. West Point Leadership and Command School Multiple Terrorist Doctrine training. Federal Bureau of Investigation’s National Academy Patrol Bicycle Officer Course, New York City Police Department certification Former New York State General Topics Police Instructor Leadership Certificate recipient, FBI National Academy Life Saving Award, Commissioner’s Unit Citation and Excellent Police Duty YMCA Community Service Award P.A.D.I. SCUBA Certified. New York State Weapons of Mass Destruction/Anti Terrorism Training Former Active Emergency Service Trained Member. Firearms Certified AFFILIATIONS ▪ Maryland Police Training Commission ▪ Salisbury’s Continuity of Operations Team Barbara Duncan is a highly skilled law enforcement executive with more than 26 years of experience, including six years as Chief of Police. She has a successful track record serving as a proven leader of a police organization and chief executive who has successfully addressed numerous organizational and community related challenges. She formerly led a mid-sized police agency providing services to the third most densely populated city in New York State and presently leads a mid-sized police agency; providing services to the largest city on the eastern shore of the State of Maryland. EXPERIENCE City of Salisbury Maryland Police Department, November 2010 – Present Chief of Police Credited with reducing Part-One crime by more than 30% through the introduction of COMPSTAT and various community policing strategies including the Governor’s Office of Crime Prevention and Control Safe Streets model; establishing and maintaining working relationships with Wicomico County Branch of the NAACP in an effort to further reduce crime by reducing racial tension; developing and instituting a Cultural Immersion program; re-establishing the K-9 Unit; analyzing and re-organizing the Detective Division which corrected underperformance and improved moral within the division and the agency and restored the public trust; analyzing public perception and press relations to institute media strategies that engaged the community and directed the agency’s ability to put correct information out to the public. City of Mount Vernon, New York Police Department, 1989 – 2010 Chief of Police, May 2008 – November 2010 Efficiently and effectively reduced crime in pre-designated safe neighborhood police zones through Operation PROTECT; Integrated community policing philosophies into the work functions of personnel at all ranks within the department and developed partnerships with other city departments, outside law enforcement agencies and civic groups all of which support the interruption of violent crime; created programs to disrupt gang participation; integrated a mentoring program between police officers of various ranks and students; restructured department personnel to work within city budgetary limitations by negotiating with collective bargaining units representing sworn and civilian members of the Department on an ongoing basis, restructuring in the reduction of overtime expenditures; instituted a Cultural Immersion program; instrumental in the procurement of funding through COPS Hiring Program for community engagement efforts and hiring additional police officers; implemented the Department’s Prisoner Re-entry program; established a domestic violence unit; implemented and directed weekly department-wide crime analysis and best practices meetings; designed and implemented an innovative leadership program to address internal cultural issues, staff skill development challenges, talent retention and community engagement issues. Lieutenant & Captain and Commanding Officer of Special Operations Division 2006 – 2008: Administration of Internal Affairs, Community Outreach and talent recruitment; Sergeant & Lieutenant and Executive Officer of Support Services Division, 2003 – 2006: Oversight and management of all records, budget development, resources procurement, zoning, evidence, prisoner processing, animal shelter management, taxi regulation and physical plant maintenance; BARBARA DUNCAN TEAM MEMBER ▪ Maryland State Chiefs of Police ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Association Eastern Shore Intelligence Center Executive Board, Chair Eastern Shore Criminal Justice Academy, Instructor Police Executive Research Forum International Association of Chiefs of Police Association Wicomico Habitat for Humanity, Board Member Salisbury Neighborhood Services, Board Member Wicomico County Commission for Women, Former Board Member New York State’s Counter Terrorism, Zone 3,Former Member, Executive Board Mount Vernon Disaster Mitigation Plan Development Team, Former Member Westchester County Police Academy, Former Instructor Mercy College, Former Adjunct Professor New York Women in Law Enforcement, Former Founding Board of Directors Member Westchester County Chiefs of Police Association, Past Member New York State Chiefs of Police Association Former Member New York State Governor David Patterson’s Task Force on Police-on-Police Shootings AREAS OF EXPERTISE ▪ Law Enforcement Consulting ▪ Community Policing ▪ ▪ Engagement Crime Reduction Strategies Funding Procurement Sergeant & Commanding Officer of Training Unit, 1997 – 2003: Responsibilities included the administration of annual training for all personnel, candidate background investigations, recruit training and field training officer selection and maintenance. Additionally. created and conducted the Department’s Citizen Police Academy and physical fitness component for the Probationary Police Officer in-house training segment; and restructured and enhanced the Department’s firearms training program. Patrol Sergeant, 1995 – 1997: Overlapping duties to Organized Crime Reduction/Internal Affairs while assigned to the Patrol Division Police Officer & Sergeant and Department Personnel Officer, Office of Chief of Police, 1993 – 1995: Responsibilities included medical file maintenance, payroll, accumulated time maintenance and personnel file maintenance. Additionally, created and implemented the Department’s Bicycle Patrol Unit. Police Officer, 1989 – 1993: Served in plain clothes Anti-Crime Unit within the Patrol Division focusing on the detection and prevention of lower level street vice. Mercy College, 1987 - 1989 Assistant Director of Security, City of Ocean City, Maryland, 1987 Seasonal Police Officer KENNETH E. MIDDLETON TEAM MEMBER CERTIFICATIONS ▪ Microsoft Certified Systems ▪ Engineer CCNA, Cisco Certified Network Administrator AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ Strategic Operational Planning Voice & Data Communications Data Center Operations Project Management Training & Team Building EXPERIENCE New York/New Jersey High Intensity Drug Trafficking Area (HIDTA) 1997 to Present: Deputy Director, 1999 – Present: Charged with managing a $12 million budget and purchasing and technology procurement. Provide day-to-day operations, general project management and basic financial functions including expense reports, purchase approval and related activities. Collaborate with the IRS, FBI, Customs Service, INS, Secret Service, DEA and similar agencies, providing technology-based solutions to enhance communications and share information with each other. Member of the Connectivity and Information Committee for the National HIDTA program, charged with the development and implementation of a national information sharing network connecting 27 HIDTA locations.  Established command post following the September 11 terrorist attacks to ensure effective communications during time of crisis; organized equipment transportation out of 26 Federal Plaza to a temporary location; wired stations and temporarily brought online to improve response time and ability; and accepted short-term assignment to establish complete network the week immediately following the tragedy.  Expanded photo-imaging mug shots system (PIMS), successfully handling 6.5 million photographs including images from the entire New York Police Department, New York State Police, Nassau County NY, Suffolk County NY, Westchester County NY, Bergen County NJ, Essex County NJ, Hudson County NJ, Passaic County NJ, and Union County, NJ. Expanded connectivity to State of Pennsylvania and to State of Michigan effectively housing all mug shots in one centralized location.  Challenged with designing, executing and maintaining new web-based system operating in combination with basic security and encryption technology, allowing global access. Established basic policy and procedures system to improve information security and communications while continually working to optimize overall functioning.  Developed a closed network using DSL, providing e-mail capability to 2000 logged-on users from different law enforcement agencies. Provided secure access to all critical law enforcement agencies, allowing a linkable searchable database while connecting individual agencies to the HIDTA network. Police Officer, 1997 – 1999 White Plains New York Police Department, 1975 to 1997 Criminal Identification Unit, Bureau of Criminal Investigation, 1985 – 1997: Charged with overseeing emerging-technology projects including digitized fingerprints and photos. Reported directly to the Chief of Police and the Commissioner of Public Safety.  Managed and maintained security, electronic card reading and camera systems; monitored overall technology functions of the training and conference facility for the new City of White Plains Public Safety Building; collaborated with the designers and contractors to identify needs of police department and personnel.  Assigned to redesign the communications room housing the computer and radio systems in 8-week period of time; successfully completed project on time and under budget, designing a more functional area.  Designed and engineered a color dark room; Established policies and procedures and trained staff. Police Officer, 1975 - 1985 MARY STUTZMAN MANAGING DIRECTOR CONTACT INFORMATION 415 Madison Avenue New York, NY 10017 212.817.6716 (o) mstutzman@guidepostsolutions.com EDUCATION ▪ Master’s degree, University of ▪ ▪ California Los Angeles Bachelor of Arts, State University of New York at Albany Certificat d’Etudes Françaises from the Université de Nice, Nice, France LANGUAGES ▪ French AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ Integrity Monitoring Investigations Compliance Due Diligence Business Intelligence Mary Stutzman, a business intelligence and compliance professional, has more than 25 years of experience providing monitoring and compliance services. Since joining Guidepost Solutions she has participated in a number of monitorships involving the creation and implementation of compliance policies and procedures and the assessment of compliance activities in a number of different industries. Ms. Stutzman was a member of the Guidepost Solutions Independent Expert Team appointed by the U.S. Department of Justice (DOJ) as part of its non-prosecution agreement with Deutsche Bank AG in a matter involving the bank’s participation and implementation of fraudulent tax shelters. She is a member of the BP Integrity Monitor Team, appointed by the DOJ as a result of its settlement over the Macondo oil spill in the Gulf of Mexico and has, most recently, been an active participant, under the Independent Consultant appointed by the New York State Department of Financial Services, in the Office of Foreign Asset Controls/anti-money laundering/Bank Secrecy Act compliance program review ongoing at BNP Paribas. Ms. Stutzman’s additional monitoring and compliance experience includes the monitorship of the trading activities at a major energy company, an assignment which also included the design and performance of an operational audit of the company’s compliance framework; the review of the compliance program at a publicly-traded utilities company; the creation and oversight of a women’s and minority business enterprise program at a manufacturing company; the review of investigative practices at Hewlett Packard; the review and assessment of Smith Barney’s compliance with the consent decree in the research analyst/investment bank settlement; and, the administration of the distribution of a $40 million Securities and Exchange Commission settlement fund for a company that was found to have engaged in market timing activities. Ms. Stutzman spent several years with a consulting firm that specialized in corporate investigations and business intelligence assignments, including due diligence, litigation support, asset searches, background screening and competitive analysis. There she served in both case management and investigative research capacities. Earlier in her career Ms. Stutzman was the team leader in the Healthcare Practice at Find/SVP, a business consulting firm. There she managed a group of healthcare consultants. Within the group she focused on the pharmaceutical and biotech sectors, providing primary and secondary competitive intelligence to clients. www.guidepostsolutions.com ALEXANDRA PETERSON, CIPP INVESTIGATIONS MANAGER CONTACT INFORMATION 415 Madison Avenue New York, New York 10017 646.553.1351 (o) 212.817.6728 (f) apeterson@guidepostsolutions.com EDUCATION ▪ Juris Doctor, New York Law School ▪ Bachelor of Business Administration, Finance and Investments, Baruch College, Zicklin School of Business AFFILIATIONS ▪ New York City Bar Association ▪ Certified Information Privacy Professional AREAS OF EXPERTISE ▪ Financial Investigations ▪ Investigations Alexandra Peterson joined the Guidepost Solutions team in December 2010 as a case manager for a large-scale fraud investigation and later took on the role of investigations manager for that project leading a multi-claim team. She was responsible for overseeing the investigation of claims suspected of financial fraud relating to the Deepwater Horizon oil spill on behalf of British Petroleum. Immediately prior to joining Guidepost Solutions, Ms. Peterson was an associate attorney of civil litigation for Gary Tsirelman, PC. While there she specialized in health and insurance law; consulted clients on business matters, including corporate formation and liability; and assisted in dispute resolution. From October 2008 to November 2009, Ms. Peterson worked at Baker & McKenzie in Washington, DC. She started as an attorney/consultant for the firm and was tasked with reviewing documents in matters of regulatory compliance under Foreign Corrupt Practices Act, consulting on cultural aspects of the investigation, and creating a strategy for risk mitigation in operations which led to more efficient monitoring of international compliance programs. She then served as a project manager and consulted international clients in corporate compliance matters. As the project manager, Ms. Peterson hired, trained and supervised a team of 30 attorneys engaged in a multi-jurisdictional investigation under FCPA and instructed and oversaw an international team of 10 reviewers in India. Before her work at Baker & McKenzie, Ms. Peterson honed her investigative skills as an investigative analyst for Fortress Global Investigations. Her responsibilities included confirming previous employment histories utilizing proprietary network technology and verifying identity through LexisNexis, tax, property, and court records search. While in law school, Ms. Peterson also held a few noteworthy positions, including serving as a judicial intern for both the Honorable Francois A. Rivera and the Honorable Muriel Hubsher, as a research assistant for Professor Joseph L. Marino at New York Law School, and as a legal intern at Epstein Becker & Green. www.guidepostsolutions.com JACK LEBOVIC IT DIRECTOR CONTACT INFORMATION 415 Madison Avenue New York, NY 10017 212.817.6731 (o) 917.597.0166 (c) jlebovic@guidepostsolutions.com EDUCATION ▪ Bachelor of Science, Computer Science, Queens College AREAS OF EXPERTISE ▪ Software & Hardware ▪ ▪ ▪ ▪ ▪ Infrastructure Integration Network Security Database Administration System Upgrades Vendor Management Data Backup Jack Lebovic is an experienced information technology professional with more than 14 years of experience growing and managing IT systems, hardware, software and staff enterprise-wide. His responsibilities have included managing and directing IT staff, selecting and installing systems and software support with live multi-site communication as well as finding and integrating task-specific software with existing programs. By working closely with staff and Fortune 100 clients, Mr. Lebovic has successfully built systems for supporting operations and created seamless customer web-based platforms. Currently, Mr. Lebovic serves as the national IT director for Guidepost Solutions where he develops and implements systems, modifies and adapts hardware and software for multiple locations and integrates multiple platforms. He works closely with the executive team to analyze and find connectivity and integration technology solutions to meet the company’s changing business needs. In addition, Mr. Lebovic develops and manages numerous vendor relationships for IT products, equipment leasing and service contracts including direct accountabilities with Fortune 100 clients. Prior to joining Guidepost, Mr. Lebovic was the director of information technology for a transportation company where he oversaw its IT systems through a period of tremendous company growth - $7M to $60M. He is credited with building teams responsible for strategic software and infrastructure projects; improving connectivity, integration and product work flow for both customers and in-house end users; and utilizing cutting-edge technologies to position the company as an industry leader. www.guidepostsolutions.com BART M. SCHWARTZ CHAIRMAN CONTACT INFORMATION  415 Madison Avenue New York, NY 10017 212.817.6733 bschwartz@guidepostsolutions.com EDUCATION  ▪ Juris Doctor, New York University School of Law ▪ Bachelor’s Degree, University of Pittsburgh AFFILIATIONS  ▪ International Bar Association ▪ American Bar Association, Criminal Justice Section New York Regional Litigation Support Committee, Co-Chairman ▪ New York State Bar Association ▪ Southern District of New York, Assistant U.S. Attorney ▪ New York City Bar Association ▪ Federal Bar Council ▪ National Association of Criminal Defense Lawyers ▪ Society of Corporate Compliance and Ethics ▪ Practising Law Institute ▪ New York Hedge Fund Roundtable ▪ HMS Holdings Corp. (NASDAQ:HMSY), Compliance Committee Chairperson   AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Complex Investigations Compliance Integrity Monitoring White Collar Crime Fraud Asset Searches Anti-Money Laundering Security Consulting Due Diligence Foreign Corrupt Practices Act Organized Crime   Described by The New York Times as the person “often sought out in…thorny situations” by corporations, Bart M. Schwartz has wide experience providing advice and support to corporations, governments and individuals. Mr. Schwartz has served as a trial lawyer, corporate advisor and CEO of a private company and a unit of a public company. For more than 30 years, he has managed complex investigations, prosecutions and security assessments, and provided sophisticated investigative services to a wide array of clients. He is currently the Chairman and Chief Executive Officer of SolutionPoint International, Inc., which owns Guidepost Solutions, LLC and NSM Surveillance. Mr. Schwartz also serves on the board of HMS Holdings Corp. (NASDAQ:HMSY) where he serves as the Chairperson of the Compliance Committee. Earlier in his career, Mr. Schwartz served under U.S. Attorney Rudolph Giuliani as the Chief of the Criminal Division in the Southern District of New York. In that post, he had direct responsibility for overseeing prosecutions related to financial and business fraud, organized crime, and other types of white collar crime.   SELECT PROFESSIONAL EXPERIENCE  ▪ In April 2014, approved as a compliance consultant by the U.S. Attorney’s Office to evaluate and report on the insider trading compliance procedures of Point72 Asset Management (formerly SAC Capital Advisors); ▪ Served as the independent compliance expert to a special committee of the Board of SAIC, arising out of the “CityTime” investigation conducted by the U.S. Attorney’s Office for the Southern District of New York and the New York City Department of Investigation; ▪ Appointed monitor in December 2010 by the U.S. Attorney for the Southern District of New York in its Non Prosecution Agreement with Deutsche Bank AG in a matter involving the bank’s participation and implementation of fraudulent tax shelters; ▪ Appointed receiver of the Madoff-related Merkin hedge funds, which includes making investment decisions, managing litigation and investor relations; ▪ Selected by the CFTC and the Fraud Section of the Department of Justice to monitor BP trading activities, arising out of BP’s settlement of illegal trading activities investigated by DOJ and CFTC; ▪ Retained by the United Arab Emirates to oversee compliance with MOUs between the UAE and Bangladesh, Pakistan, Mauritania and Sudan relating to the repatriation and compensation of children who were involved in camel racing in the UAE; ▪ Retained by Hewlett-Packard to conduct a worldwide review of their investigative practices and procedures; ▪ Engaged by a publicly traded utilities company to review the corporation’s compliance program and advise on best practices; ▪ Appointed monitor of DHL, an international logistics company, by the U.S. Department of Commerce for issues relating to OFAC violations; ▪ Served as monitor of Milberg Weiss LLP law firm under auspices of the Los Angeles U.S. Attorney’s Office; ▪ Elected, by investors, to the Board of Directors of the Bear Stearns High-Grade Structured Credit Strategies Enhanced Leverage (Overseas) Ltd. to conduct an independent investigation; now serving as Co-Counsel to the Receiver; ▪ Conducted independent investigation at Texaco into allegations of racial discrimination and destruction of documents in civil discovery; www.guidepostsolutions.com BART M. SCHWARTZ CHAIRMAN ▪ Appointed by Mayor Giuliani to chair a task force to conduct a top-to-bottom management review of the New York City Department of Buildings; ▪ Selected by the New York Metropolitan Transit Authority (MTA) to conduct a transparency assurance audit for the procurement of $5 billion of new subway cars; ▪ Retained by the MTA in 2003 to build a compliance and ethics department and to ▪ ▪ ▪ ▪ study MTA procurement procedures; Served as a monitor of a hedge fund; Appointed with the approval of the U.S. SEC to review Smith Barney’s compliance with the settlement in the Independent Research case; Served as general counsel of the Fortress Monitoring Group, which was selected by the Port Authority of New York and New Jersey as the integrity monitor for the construction of the Freedom Tower at Ground Zero; and Guidepost Solutions is the integrity monitor for the Port Authority of New York and New Jersey on the multi-year, multi-billion dollar construction of the Vehicle Security Center at the World Trade Center complex in New York. Mr. Schwartz has had numerous court and other appointments to monitor the conduct of corporations in the concrete, construction, waste management and other industries. He has received assignments from or with the approval of the U.S. Securities and Exchange Commission (SEC), and the U.S. Department of Justice, the U.S Attorney’s Office for the Southern District of New York, the Manhattan District Attorney’s office, the New York Organized Crime Task Force, the New York School Construction Authority, and the New York Department of Environmental Conservation. He has conducted asset searches for the Bankruptcy Court, Trustees and Board Special Committees, including most recently in the Adelphia case. Mr. Schwartz was a partner in a New York law firm specializing in federal civil and whitecollar litigation. He also served as a Deputy Special Prosecutor in the investigation of a Presidential Cabinet Officer. In 1991 Mr. Schwartz founded and was CEO of Decision Strategies, an internationally recognized investigative and security firm, which was sold to SPX (NYSE:SPW) in 2001. He continued as CEO until 2003, when he resigned to start his new venture. He has conducted many domestic and international investigations, including internal investigations and inquiries relating to human resources matters, compliance issues, the Foreign Corrupt Practices Act, fraud, asset searching and due diligence. Mr. Schwartz co-authored a chapter on investigations for West Publications in the treatise Business and Commercial Litigation in Federal Courts. Mr. Schwartz frequently speaks at law and other conferences. He has served as an expert witness. www.guidepostsolutions.com ROBERT J. MCGUIRE, ESQ. TEAM MEMBER EDUCATION ▪ Juris Doctor, St. John’s University Law School (Cum Laude) ▪ Masters of Law, New York University Law School ▪ Bachelor of Arts, (Magna Cum Laude) AFFILIATIONS ▪ Police Athletic League of New ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ York City President’s Advisory Council of Executive Reorganization (the Ashe Committee) Secretary of State’s Advisory Panel on Overseas Security (Inman Committee) New York State and City Commission on Government Integrity (the Sovern Commission) New State Commission of Judicial Nomination Conflicts of Interest Board for the City of New York Mayoral Task Force on Police/ Community Relations Lawyer’s Departmental Disciplinary Committee on the Representation of the Poor New York City Charter Revision Commission, Chair, appointed by the Mayor Robert J. McGuire is the former New York City Police Commissioner. At 41 years of age, he became the youngest Police Commissioner in the City’s history and began serving in the Department at a time when it suffered massive layoffs and budget cuts; officer morale was low; and the city crime rate was high. Mr. McGuire is credited for rebuilding the Department by adding 8,000 recruits. This includes increasing the number of minority officers. In addition, he implemented several initiatives to combat crime and police corruption. At the time that he left the Department, the City experienced a decline in crime statistics and the NYPD had the best record in the nation on police violence. Currently, Mr. McGuire is a lawyer with a broad range of governmental and private sector experience. As an Assistant U.S. Attorney, he prosecuted criminal cases in the Southern District of New York. He had established his own law firm of McGuire and Lawler, which specialized in white collar investigations until his appointment as the New York City Police Commissioner. His career highlights include being appointed Special Master by the New York County District Attorney to oversee the Gambino family’s exit from the garment industry and serving as a legal advisor for the Somali Police Department. Mr. McGuire is the former chairman and chief executive officer of Pinkerton’s Inc.; and former president of Kroll Associates, Inc., an international corporate investigations and security consulting firm. While attending St. John’s University Law School, Mr. McGuire was Editor-in-Chief of the Law Review. He has been the recipient of numerous awards, honors and degrees from civic, governmental and educational institutions. AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ ▪ Internal Investigations White Collar Investigations Integrity Monitoring Security Consulting Due Diligence Litigation Support www.guidepostsolutions.com RICHARD J. DAVIS, ESQ. EDUCATION ▪ Juris Doctor, Columbia ▪ University School of Law, magna cum laude Bachelor of Arts, University of Rochester SPECIALIZED TASK FORCES/COMMISSIONS ▪ Mayor’s Commission to Combat ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Police Corruption, Chair Police-Community Relations, Task Force, appointed by the Mayor Criminal Justice Council of the City Bar Association, Chair Departments of Justice and Treasury, Hostage/Barricade Panel Expert Citizen Task Force on Use and Security of Central Park Philadelphia Police Department, Commission Member Partnership for Pier 40, a positive community supported plan American Red Cross of Greater New York, Chairman’s Council, a group created to assist in enhancing resources and preparedness for catastrophic events Vice Chair of group convened by Mayor’s Office regarding controlling construction costs Commission on the Capital Plan, appointed by the Schools' Chancellor Pro Bono Special Master for Investment Policy for the Agent Orange Settlement Fund Legal Aid Society, Chair Citizens Union, Chair AREAS OF EXPERTISE ▪ ▪ ▪ ▪ ▪ ▪ Monitoring Compliance Internal Investigations Regulatory Issues Police Community Relations Expert Witness Testimony EXPERIENCE Richard J. Davis, Attorney at Law, 2012 - Present Individual practice focusing on advising in difficult situations, including in the investigative context; arbitration; mediation; crisis counseling; Board of Directors representations; and special assignments, including as a Monitor or Special Master. Among other things serving as the Court-Appointed Chapter 11 Trustee of Fletcher International Ltd., an investment fund and Plan Administrator under its Plan of Liquidation. Weil, Gotshal & Manges LLP, 1981 – 2012 Partner, Litigation Department General practice relating to litigation, investigations, counseling, regulatory issues and international financial problems, including extensive experience in complex negotiations. Principal activities have included representing companies, Boards of Directors and individuals in the conduct of internal investigations, and in grand jury, regulatory and other government investigations of all types; participating in litigation involving a wide range of commercial, bankruptcy- related and other disputes; serving as an arbitrator; serving as counsel to the Government of Argentina during the 1980’s in negotiating with the international financial community over the refinancing of its debt and related litigation; and providing advice to various clients on regulatory issues. Also served as Weil's General Counsel with varying management responsibilities. Assistant Secretary of the Treasury (Enforcement and Operations), 1977 – 1981) Responsibilities included supervision of the U.S. Customs Service; the Bureau of Alcohol, Tobacco and Firearms; the U.S. Secret Service; the Federal Law Enforcement Training Center; the Office of Foreign Assets Control; and representing the Treasury Department concerning law enforcement, terrorism and related issues. In this capacity, among the matters responsible for were the freeze on Iranian assets and other sanctions imposed as a result of the seizure of American hostages; participation in the development of the U.S.Iran Hostage Release Agreements of January, 1981; implementation of various U.S. embargoes and financial freezes involving Cuba, Vietnam, and others; regulation of the alcoholic beverage industry; administration of the Bank Secrecy Act and Currency Reporting Regulations; firearms regulation; criminal justice policy; intelligence and terrorism issues; the protection of public officials; and application of the Customs laws. Weil, Gotshal & Manges LLP, 1976 – 1977 General Litigation Practice Principal matters included representation of the City of New York and its officials in an investigation by the Securities and Exchange Commission; and of companies and individuals in the conduct of internal investigations and in grand jury and other government investigations. Watergate Special Prosecution Force, 1973 – 1975 Assistant Special Prosecutor Responsibilities included serving as Chief Trial Counsel in the trials of Dwight Chapin and Edward Reinecke; as Chief of the Political Espionage and ITT Task Forces; and being responsible for coordinating issues relating to securing documentary evidence and testimony from former President Nixon. U.S. Attorney’s Office Southern District of New York, 1970 – 1973 Member of the Criminal Division and for varying periods served in the Corruption Unit and as Assistant Chief Appellate Attorney U.S. District Judge Jack B. Weinstein, Eastern District of New York Law Clerk THOMAS A. MCSHANE PRESIDENT, INVESTIGATIONS AND MONITORING CONTACT INFORMATION 415 Madison Avenue New York, NY 10017 212.817.6709 (o) 212.817.6733 (f) tmcshane@guidepostsolutions.com EDUCATION ▪ Juris Doctor, Fordham University School of Law ▪ Bachelor of Arts, Hamilton College BAR ADMISSIONS ▪ U.S. Supreme Court ▪ U.S. Eastern District of New York ▪ U.S. Southern District of New ▪ ▪ York State of Massachusetts State of New York AFFILIATIONS ▪ Westchester County Solid Waste Commission, Chairman AREAS OF EXPERTISE ▪ ▪ ▪ ▪ Construction Monitoring Integrity Monitoring Investigations Due Diligence Thomas A. McShane oversees the Monitoring and Investigations practice for Guidepost Solutions. During his tenure, he has directed complex investigations into allegations of corrupt practices by the management of corporations in the entertainment, healthcare, media and industrial products fields; coordinated and oversaw the development of comprehensive security solutions for two major sports facilities recently built in the New York metropolitan area; and spearheaded the development of the firm’s Independent Monitorship Program under which Guidepost is currently retained on behalf of law enforcement authorities to oversee and report on the operations of several high profile and large-scale infrastructure projects throughout the New York area; a major metropolitan area hospital; a prominent Long Island construction company; and one of the largest electrical contractors on the east coast. Mr. McShane has worked with numerous governmental and quasi-governmental authorities, including the Department of Investigation of the City of New York, the Port Authority of New York and New Jersey, the New York State Attorney General, the New York City Business Integrity Commission, and the Dormitory Authority of the State of New York. Mr. McShane began his career as a prosecutor in the Office of the Nassau County District Attorney where he specialized in the investigation and prosecution of public officials and employees. He left to serve as a counsel to the New York State Commission on Government Integrity, a blue-ribbon commission created by the Governor of New York to investigate the roots of corruption in the institutions of government throughout the State. In that capacity, he designed and implemented investigative strategies and supervised the commission’s team of investigative auditors and detectives in broad-ranging investigations of government practices. Mr. McShane later served as Chief Counsel to a successor commission, the New York State Temporary Commission on Local Government Ethics. In that role, he supervised the Commission’s investigative and legal staff in a statewide audit of the procedures and practices of municipal government. He provided counsel and guidance to municipalities regarding the creation of codes of ethics crafted to eliminate corrupt practices and to strengthen public confidence in the integrity of government. Prior to joining Guidepost, Mr. McShane was a partner in the New York City law firm of McKeegan, McShane & Drago, PC, where he specialized in the representation of individual and commercial clients in all aspects of civil litigation, including trials and appeals. www.guidepostsolutions.com