Huntsville Police Department common on ACCREDITATION . . FOR LAW ENFORCEMENT AGENCIES Clty of P. O. Box 2085 Huntsville, AL 35804 0W0 July 31, 2020 To Whom It May Concern, HPD strives to maintain a culture of continuous improvement. We recognize that can only be accomplished through routine engagement with citizens and organizations concerned with the manner of law enforcement employed throughout our community. We are in a time of particularly heightened emphasis on this community engagement between HPD and the various organizations focused on these issues. Over the last few weeks HPD received lists of questions and suggestions from several different organizations related to policy, procedures, and techniques used by HPD. Those 28 questions and suggestions are compiled along with our responses on the following pages. We recognize this is but one step in the process. We must continue routine dialogue through every available means, including websites, social media, town hall meetings, direct meeting with concerned citizens/organizations, and the wide-variety of community relations programs in place within each precinct. These are challenging times, and this type of communication is extremely important. I hope that when you review our response you will be provided with a better understanding of the Huntsville "Police Department, and our commitment to making progressive and responsive changes for the betterment of our City and all of its citizens. Thank you for your consideration. Si erely, 51/5644! ark McMurray A Future on the Hori on Chief Of Police Huntsville Tommy Battle, Mayor 1 HUNTSVILLE POLICE DEPARTMENT Response to Public Safety Policy and Procedure Recommendations 1. Make public (online) all Standard Operating Procedures (SOP) Use of Force policies so that citizens and of?cers are equally informed as to how citizen/police contact should go. The Huntsville Police Department has launched a new initiative to allow public access to policies and procedures, known as ?Written Directives?, through the web-based policy management system called PowerDMS. The public will soon be able to access the Written Directives by following this link: Citizens will be able to access the same policies that guide HPD of?cers each day. On July 22, 2020, the Department?s Accreditation division began migrating written directives from the restricted website. HPD is reviewing each of its policies for publication, and will upload them as each review is completed. It is anticipated that this process will be ?nished in the next three months. policies and procedures incorporate law enforcement standards required for Advanced Law Enforcement Accreditation by CALEA (The Commission on Accreditation for Law Enforcement Agencies, Inc.). To maintain its international accreditation, the Huntsville Police Department submits to an on-line review of its policies and procedures every year. In addition to the on-line review, a CALEA accreditation team travelsto Huntsville every three to four years to complete a rigorous on-site visit of the Huntsville Police Deparhnent, including a review of operations, facilities, policies and procedures. initial" accreditation by CALEA was on March 23, 1996, and its most recent accreditation was this year on March 23, 2020. See Appendix A for Accreditation letters. 2. Ban Chokeholds and Strangleholds. In 2014, the Huntsville Police Department stopped training its of?cers on lateral vascular neck restraint, which some refer to as a chokehold or stranglehold. HPD of?cers are trained in strategic self-defense and ?rearm techniques which allow an of?cer to gain control of a volatile situation with minimum injury to all involved. The APOSTC mandated training program is called SSGT and it teaches of?cers about the objectively reasonable use of force, the effects and mitigation of survival stress and the principles of defensive tactics. HPD of?cers are taught to defend themselves against attacks by actively aggressive subjects in both standing and ground grappling situations by using tactics other than the lateral vascular neck restraint. It is important to note that while ?chokeholds? are not a trained technique, and are not authorized under normal situations, there are circumstances when an of?cer?s survival may allow for untrained techniques to be used. The HPD Use of Force policy states ?The preferred response to resistance and aggression is a trained technique. However, when a con?'ontation escalates suddenly or during a situation involving the in?iction or threatened in?iction of serious physical harm, an of?cer may use any means or device at hand to defend him/herself, as long as the force is reasonable, given the existing circumstances. The use of an untrained response, while not normally authorized, may be objectively reasonable to end the threat and survive the encounter.? . Release andlor create Standard Operating Procedures i. To de?escalate con?ict with person with weapon present and/or drawn ii. To clarify the ?Shoot to Kill? or ?Shoot to Injure? decisions To remove corrupt o?'icers iv. To de-escalate con?ict of excessive force situations v. To provide medical attention for shot or injured suspects vi. To test of?cers in shooting for alcohol and chemical substance The Huntsville Police Department has over 200 written directives (SOPs). HPD is in the process of releasing its written directives to the public through a new initiative using the web- based policy management system called PowerDMS. With help ?om the City?s Legal and ITS Departments, the public will soon be able to access them by following this public access link: Citizens will be able to view the same policies that guide HPD of?cers each day. On July 22, 2020, the Department?s Accreditation division began migrating written directives from the restricted website. HPD is reviewing each of its policies for publication, and will upload them as each review is completed. "It is anticipated that this process will be ?nished in the next three months. The Written policies address all aspects of HPD operations and performance standards including de?escalation, use of force, care for injured citizens, and disciplinary processes amongst many other t0pics. . Implement implicit bias training for interacting with persons of color to include racial sensitivity, diversity training, and de-escalation strategies. To become a Huntsville Police Of?cer, HPD cadets receive 760 hours of Basic Training, which includes de?escalation techniques (Verbal Defense and In?uence Training), and de?bias training. Cadets visit the Civil Rights Museum in Birmingham, Alabama and attend Cultural Diversity Courses. Additionally, Cadets are required to successfully complete Implicit Bias Training developed by the Huntsville Police Academy with Delois Hunter Smith, former Vice- President of Multicultural Affairs at the University of Alabama in Huntsville. The goal of the Huntsville Police Academy is not only to train, but to evaluate the cadets for suitability as a police of?cer. Additionally, the Academy will continue to take a comprehensive approach to human interaction training in an effort to ?nd more ways to reduce con?ict, encourage voluntary compliance and increase personal safety for all involved. After becoming a police of?cer, Huntsville Police Department provides on?going training to of?cers through annual continuing education classes, training bulletins, roll call training and the City?s Human Resources? Department on how to interact with diverse populations to include racial sensitivity, diversity training, and de?escalation strategies. annual 2 training addresses multiple subjects, including tactical disengagement, crisis intervention, legal updates, and Verbal Defense and In?uence (VDI) which improve and re?ne of?cers? communication and decision-making skills (soft skills). In addition to classes taught bylaw enforcement of?cers, HPD recruits civilian experts to teach of?cers on essential policies and procedures which are necessary to be a successful City of Huntsville employee, as well as a good citizen. Of?cers receive training on diversity and inclusion, workplace and sexual harassment, the Americans with Disabilities Act, leadership, wellness and personal development. Huntsville Police Department?s Written Directives clarify the Department?s position on training as follows: ?This department has and will continue to train all sworn personnel in proactive enforcement tactics. Academy cadets and current sworn of?cers receive instructions in of?cer safety, courtesy, cultural diversity, laws governing search and seizure, Safe and Legal Traf?c Stops (SALTS), interpersonal communications and other related topics. Future cadets and current of?cers will continue to receive similar training and periodic refreshers. These training programs will also emphasize the need to respect the rights of all citizens to be free from unreasonable police actions.? Additionally, the Department?s Written Directives require an annual Administrative Review stating as follows: ?The Director of Internal Affairs will ensure that a documented annual administrative review is conducted on bias based pro?ling issues. The administrative review shall include a review of this policy, the agency?s practices and related training. The review may include, as appropriate and available, information derived ?om Internal Affairs complaints, disciplinary actions, Community Resource Of?cers and citizen surveys. The review will cover the previous calendar year and will be forwarded to the Chief ofPolice." . Require use of force continuum. The Huntsville Police Department provides its of?cers with nine (9) different ?levels? or ?options? of force in order to respond to threats or resistance appropriately. Any force used by an HPD of?cer must be determined to be ?objectively reasonable.? HPD Policy states ?In determining the necessity for force and the appropriate level of force, of?cers shall evaluate each situation in light of the facts and circunistances he/she perceives at the time of the incident, which would likely cause a reasonable of?cer to act or think in a similar way under similar circumstances. The calculus of reasonableness must embody an allowance for the fact that police of?cers are often forced to make Split-second judgments in circumstances that are tense, uncertain, and rapidly evolving. The appropriateness of an of?cer?s decision to use force will be based upon the totality of the circumstances as perceived by the of?cer in the moment the force was used.? While these nine levels are often referred to as a ?continuum,? there is no requirement that an of?cer ?progress? through the entire continuum to get to the appropriate response. An of?cer may implement the appropriate force level needed during any situation. 6. Exhaust all alternatives before shooting. Huntsville Police Of?cers are trained to use the least amount of force necessary to st0p the threat, including ?ring their weapons. As provided in the Written Directives on De- escalation, ?an of?cer shall use de-escalation techniques and other alternatives to higher levels of force consistent with his or her training whenever possible and appropriate before resorting to force and to reduce the need for force.? 7. Mandate annual training on agency SOP and Use of Force policies for of?cers as part of their required annual Alabama Peace Officer Standards Training Commission (APOSTC) continuing education and publicly archive completion certi?cates. Huntsville Police Department mandates Use of Force training for all of?cers annually. The Alabama Peace Of?cer Standards Training Commission (APOSTC) requires all of?cers to complete 12 hours of continuing education per year to maintain APOSTC certi?cation. However, HPD requires its of?cers to complete additional annual training beyond the APOSTC certi?cation requirements. HPD of?cers must successfully complete between 32 and 40 hours of continuing education each year to remain in good standing. annual training addresses multiple subjects, including tactical disengagement, crisis intervention, legal updates, and Verbal Defense and In?uence (VDI) which improve and re?ne of?cers? communication and decision-making skills (soft skills). Use of Force related topics are included every year. During 2020, ?ve hours were mandated for all of?cers on this topic. In addition to classes taught by law enforcement of?cers, HPD recruits civilian experts to teach of?cers on essential policies and procedures needed to be a successful City of Huntsville employee as well as a good citizen. Of?cers receive training on diversity and inclusion, workplace and sexual harassment, the Americans with Disabilities Act, leadership, wellness and personal development. After completing all training, of?cers are issued training certi?cates. All HPD of?cer?s training certi?cation records are maintained in the employee?s personnel and departmental ?les. Additionally, APOSTC archives and maintains an of?cer?s earned training certi?cation records. Both HPD and APOSTC track and archive each of?cer?s certi?cation records throughout the of?cer?s career. See Appendix for In?Service training for Of?cers and Basic Academy Class Curriculum for Cadets. 8. Ban shooting at moving vehicles. Huntsville Police Of?cers are not trained to shoot into moving vehicles. Although generally prohibited from discharging their ?rearms into a moving vehicle, of?cers facing imminent danger of death or serious physical injury may discharge a ?rearm as an action of last resort. 9. 10. Every minority shooting requires an elevated level of investigation within the city, county, state, national law enforcement. All criminal investigations, including shootings, must be investigated thoroughly pursuant to both Alabama and Federal law. It would not be proper, legal, moral, or ethical to alter the manner or thoroughness of criminal investigations based on race, ethnicity, gender, religion, or any other personal characteristics of the involved parties. Publicly explain the hiring process as it pertains to screening candidates for racial bias. Does the current screening make considerations for screening candidates for racial bias/discriminatory tendencies? The Huntsville Police Department?s hiring process is detailed, intricate and It takes approximately six months to complete. Candidates for employment are recruited from all areas of the country and ?om all walks of life. Throughout the process, applicants are screened for racial bias and discriminatory tendencies. Section 4.6 of the City of Huntsville Personnel Policies and Procedures manual provides that ?Examinations shall measure aptitude and/or knowledge, skills, abilities, and personal characteristics required for successful performance in the job classi?cation involved. The Department of Human Resources may use such instruments, forms, and materials as determined necessary in examining, as may be appropriate for the job classi?cation, including one of a combination of any of the following: written examination, oral examination, physical or mental condition examination, an interview, and a practical assessment, and evaluation of education, training and/or experience.? Eligible candidates, in addition to completing the standard online employment application and success?illy passing a mandatory physical agility/ability test and of?cial Basic Ability Test (BAT) for law enforcement, must also successfully complete a Supplemental Application and oral interview. There are questions in the supplemental application and questions asked in the oral interview that screen candidates for racial bias and discriminating tendencies. After the initial screening, those applicants selected for the Police Of?cer/Cadet position are given a conditional offer of employment with the City of Huntsville. If accepted, the Police Of?cer/Cadet must also successfully pass a test, drug test, physical examination and polygraph. Currently, the City of Huntsville uses a test provided by Resources. This test screens Police applicants with consideration of the applicant?s ability to build close, more personal relationships with the community they serve through Community Policing. ?Applicants are evaluated on a standard ten-point scale, where ?10? is extremely community oriented and is extremely oriented toward ?hard nose? enforcement.? Additionally, bias based questions were added to the polygraph and background check in 2016. The City of Huntsville has an Employee Assistance Program for all employees administered by Behavioral Health Systems (BHS). Employees can access the services of BHS con?dentially or, if necessary, through supervisory referrals to address various employee matters and issues, to include racial bias/discrimination tendencies. Such supervisory referrals could occur in accordance with Section 13 (Conduct and Disciplinary Policy) of the City?s Personnel Policies and Procedures Manual. As stated in Section 13.1 of the policy, 5 11. 12. 13. ?Employees of the City of Huntsville are expected to maintain high standards of cooperation, ef?ciency, and economy in their work. Each employee is expected to display conduct both on and off the job in such a manner as to re?ect credit on both the employee and the City. The maintenance of high standards of honesty, integrity, and conduct by City employees is essential to assure the proper performance of City business and to maintain the con?dence of the citizens.? Additionally, HPD is committed to unbiased policing which is reaf?rmed in written directive 101-26 which de?nes Bias Based Pro?ling as ?Any police initiated action that relies on race, ethnicity, or national origin rather than the behavior of an individual or information that leads the police to an individual who has been identi?ed as being, or having been, engaged in criminal activity.? Violations of this policy are addressed through the City of Huntsville?s Conduct and Disciplinary Policy where the of?cer may receive an oral reprimand, written reprimand, imposed probation, suspension, or termination. Immediately release the names of all of?cers, supervisors involved in all shootings. Huntsville Police Department is required to protect the integrity of all investigations. Accordingly, due process rights of all involved individuals are maximized by coordinating the release of sensitive information with the appropriate prosecutor?s of?ce from an outside agency. Require warning before shooting. The Huntsville Police Department requires its of?cers to give a verbal warning to a suspect before utilizing deadly force. The HPD Written Directive regarding the use of force states ?If possible, a verbal warning should be given before an of?cer utilizes deadly force against a suspect.? Additionally, Huntsville Police Of?cers are trained to include warnings as one way to help de-escalate a potentially volatile situation. De-Escalation is de?ned in the Huntsville Police Department?s Written Directives as follows: "Taking action or communicating verbally or non?verbally during a potential force encounter in an attempt to stabilize the situation and reduce the immediacy of the threat so that more time, Options, and resources can be called upon to resolve the situation without the use of force or with a reduction in the force necessary. De- escalation may include the use of such techniques as command presence, advisements, warnings, verbal persuasion, and tactical repositioning.? Publicly provide crime mapping data from each agency in Madison County on their respective agency webpage. Huntsville Police Department is leading an effort to merge the records management systems of each law enforcement agency in Madison County into one uni?ed County?wide system. All agencies are committed and contracted to be a part of this new multi?agency Records Management System (RMS), which is already under construction. Once completed, the RMS will provide analysis for data-driven decisions on deployment of law enforcement resources. 6 14. 15. 16. Enhance the collection of data on fatalities involving police of?cers. The Huntsville Police Department has a comprehensive data base through IAPRO which is used to collect all types of ?use of force? data including fatalities involving Police Of?cers. This software is nationally accepted as one of the best available for law enforcement agencies and fully compliant with State and Federal reporting procedures. Require a Duty to Intervene. Huntsville Police Of?cers are trained on the duty to intervene. HPD's Written Directive on Duty to Intervene states as follows: ?When there is a reasonable opportunity to do so, an of?cer has a duty to intervene to prevent or stop the use of unreasonable force by another of?cer in an effort to prevent excessive harm to an individual." Publicly provide officer complaint information from each agency in Madison County on their respective agency webpage to include nature of complaint and disposition. This includes posting how a citizen goes about filing a complaint and what is needed and where to go to submit complaints. The Huntsville Police Department provides information to the public about how to ?le a complaint against an HPD of?cer on the City of Huntsville website and the HPD webpage. By clicking on the website link at a citizen is directed to a web page fOr Internal Affairs division, which is r63ponsible for investigating complaints against HPD of?cers. Citizens may make a complaint on an of?cer in several different ways, including ?ling a complaint in person with the Internal Affairs Division, currently located inside the Municipal Justice Safety Center. Complaints may also be made by telephone, email, and US postal mail. HPD does accept anonymous complaints, as well as second and third-party complaints. Once a complaint is made, an investigator is assigned to the case. Witness interviews are taken and Of?cer Body Worn Camera video as well as Dash Cam and Back Seat Camera Video is reviewed. The accused Of?cer will make an administrative statement. Once the investigation is complete, a report is forwarded to the Of?cer?s chain of command for any disciplinary action. Also, a letter is sent to the person who made the original complaint. HPD publishes compiled information about citizen complaints on non-identi?ed police of?cers in its Annual Report. The published information includes the number of allegations of misconduct, the nature of the alleged misconduct, and the of?cial ?ndings for all investigations made during each calendar year. The ?ndings will include whether a particular allegation is determined to be Founded, Unfounded or Have Insuf?cient Evidence. Each Of?cer?s complaint history is monitored by Internal Affairs through an early warning identi?cation system. Enhanced documentation and supervision may be required anytime an of?cer?s work performance shows a pattern of multiple Use of Force reports. This early warning identi?cation system is a modern police management system called IA PRO. The IA 7 17. 18. PRO system is also overseen by the City?s Legal Department for compliance to City Personnel Policies and Procedures and to help IA investigators determine when intervention is needed. The Internal Affairs? of?ce is currently being relocated to a stand-alone building located across from the current Public Safety Complex. The new location will allow for more convenient and comfortable access by citizens wanting to ?le a complaint against the police department or any of?cer. Require comprehensive reporting. The Huntsville Police Department Written Directives require each of?cer to report the use of force anytime he/she directs the movement of another person using force. These reports are reviewed through the chain of command and by Internal Affairs. Body Worn Camera, In-car cameras and witness statements are generally the evidence reviewed in these cases. The Huntsville Police Department publishes compiled information about citizen complaints on non-identi?ed police of?cers in its Annual Report. The published information includes the number of allegations of misconduct, the nature of the alleged misconduct, and the of?cial ?ndings for all investigations made during each calendar year. The ?ndings will include whether a particular allegation is determined to be Founded, Unfounded or Have Insuf?cient Evidence. Recommend public explanation from each agency in Madison County as to the agency procedures for handling of?cers who are discovered to have exhibited racial bias or discriminatory tendencies. Huntsville Police Of?cers, who demonstrate racial bias or exhibit discriminatory tendencies, are subject to discipline as well as retraining. Once a de?ciency or bad behavior is identi?ed, the individual of?cer?s behavior is addressed through the disciplinary procedures outlined in Section 13 of the City of Huntsville Personnel Policies and Procedures manual. The Huntsville Police Department works swi?ly to correct bad behavior, and retrain, when needed. Cadets are educated during the ?rst weeks of their training at the Huntsville Police Academy about two federal statutes that apply to an of?cer?s misconduct. It is taught early to help the future of?cer understand the importance of not violating any person?s constitutional rights. The ?rst law is federal statute, 42 U.S.C. 1983 which provides a civil cause of action for the injured party, and reads in part: ?Every person who, under color of any statute subjects, or causes to be subjected, any citizen of the United States or other person to the deprivation of any rights, privileges, or immunities secured by the Constitution and laws, shall be liable to the party injured in an action at The other law is federal criminal statute, 18 U.S.C. ?242 which provides in part: ?Whoever, under color of any law, subjects any person. . .to the deprivation of any rights, privileges, or immunities secured or protected by the Constitution or laws of the United States [shall be guilty of a crime].? Disciplinary procedures utilized by HPD are available for public consideration on the City of Huntsville website link located at Section 13.1 of the 8 19. Personnel handbook states, ?Employees of the City of Huntsville are expected to maintain high standards of cooperation, ef?ciency and economy in their The maintenance of high standards of honesty, integrity, and conduct by City employees is essential to assure the proper performance of City business and to maintain the con?dence of the citizens.? Once the de?ciency or bad behavior has been punished, then the individual of?cer?s attitude must be retrained to address the tendency and propensity to make sure the same improper conduct does not occur again. With its own Academy, the Huntsville Police Department can tailor educational modules to ?t the individual of?cer?s speci?c identi?ed bias or de?ciency. Violations of written directives and personnel policies and procedures resulting in disciplinary action are made a part of an employee?s personnel ?le. Patterns of misbehavior/conduct and single-event violations that rise to a criminal level, or are so egregious to significantly violate the standards set by HPD and the City, are dealt with more severely, and may result in progressive discipline including termination and/or referral to the District Attomey?s Of?ce. The number of complaints ?led in HPD Intemal Affairs for racial bias, religious discrimination, and/or sexual orientation are recorded annually. These are monitored historically by LA PRO software and reviewed by the City?s Legal Department. Additionally, CALEA requires that a Biased Based Pro?ling Statistics Report be submitted each year as a certi?cation requirement. Statistics from recent reports are: 2015 2 total - 2 unfounded 2016 8 total - 6 unfounded; 1 proper conduct; 1 improper conduct 2017 5 total - 4 unfounded; 1 proper conduct 2018 2 total - 2 proper conduct 2019 0 complaints for racial/religious/sexual bias See Appendix for COH disciplinary procedures and Appendix for Written Directive on Bias Based Pro?ling. Recommend a third-party panel consisting of members of the community to review agency SOPs for evidence of bias and over policing. Report those ?ndings to the public. In 2010, the City of Huntsville established a third-party panel consisting of members of the community, who are citizens of the City of Huntsville. The third-party panel is named the Huntsville Police Citizens Advisory Council (I-IPCAC), and it was established to improve the relationship and perception between Huntsville Police and the citizens of Huntsville. The HPCAC works to strengthen bonds between the police department and the community, thereby ensuring equal protection and service for all citizens. They recommend procedures, programs, or legislation to improve the ef?ciency and effectiveness of the Police Department, and they work to keep the Chief of Police apprised of actions that create community concern. This panel may review agency written directives, disciplines, investigations of use of force and report to the public through the public of?cial who appointed them. This group is autonomous ?om the Police Department and has worked tirelessly for their respective appointing of?cials 21. over the past decade. They have participated in Incident Review Boards on major incidents including of?cer involved shootings and reviews of of?cers killed in the line of duty. They have open meetings for public feedback and have partnered with the City Council members during Town Hall meetings to share information and receive citizen input. They have also partnered with local colleges to bring students to their meetings as part of academic assignments. The Huntsville Police Citizens Advisory Council (HPCAC) is currently undertaking a review of police actions that occurred before and during recent protest events in Huntsville from May 30 to June 5, 2020. Part of the HPCAC review includes input from the general public. Residents have been invited to submit comments through an on?line form located at See Appendix for COH Ordinance 10-361, which established the HPCAC on June 10, 2010, and Appendix F, which is Article XI of Chapter 2 of the Code of Ordinances for the City of Huntsville. 20. Create a Citizens Review Board, Police Trial Board, or Accountability Review Board for the public to have permanent presence/seats and have subpoena power. The City of Huntsville created an appointed council of Huntsville citizens to provide a permanent presence for members of the public over ten years ago. This citizens review board is named the Huntsville Police Citizens Advisory Council (HPCAC), and was established to improve the relationship and perception between Huntsville Police and the citizens of Huntsville. The HPCAC works to strengthen bonds between the police department and the community, thereby ensuring equal protection and service for all citizens. They recommend procedures, programs, or legislation to improve the ef?ciency and effectiveness of the Police Department, and they work to keep the Chief of Police apprised of actions that create community concern. Additionally, Huntsville Police Of?cers are held accountable for their conduct through their supervisory chain of command, Internal Affairs investigations and review, and the elected of?cials who have authority over all aspects of City operations, including employee disciplinary procedures. Should the conduct of any City of Huntsville employee, including Police, involve allegations/charges of criminal behavior, they are subject to the criminal justice system like all other citizens of our community. Interact and team up with the NAACP and other organizations that promote public safety and good citizenship of the public. The Huntsville Police Department routinely interacts with organizations and individual citizens in a variety of forums by listening, seeking input, hearing ideas, and pursuing greater understanding by all involved. When requested, HPD of?cers may also present educational programs to community organizations on a variety of subjects, including public safety and good citizenship. This public interaction is an invaluable tool HPD of?cers utilize to improve 10 22. 23. 24. community relationships, as the of?cers hear ideas and concerns from citizens as well as answer questions about what they do and why. The Huntsville Police Department looks forward to the opportunity to engage with and continue the on-going dialogue it has with the NAACP and other community groups. Recommend a diverse Citizen Complaint Review Board comprised of members of the African American, Hispanic, Asian, and Caucasian communities to review citizen complaints and allow this panel to make SOP-rooted disciplinary recommendations to the mayor, city council, and agency executives. The Huntsville Police Citizens Advisory Council (HPCAC) is a diverse group of people that represent all communities across Huntsville. First formed in 2010, this group is comprised of appointees of the City Council, the Chief of Police and the Mayor, and it makes recommendations to better the Department. Individual citizen complaints are not subject to review by the HPCAC due to violations of privacy, and possible interference with criminal and civil litigation. However, the HPCAC may review statistics related to the types and numbers of citizen complaints made. Ensure 100% transparent process for releasing law enforcement body camera footage to the public. Body worn camera video and in-car (both dash cam and back seat camera) video may be requested for viewing by citizens directly involved and/or ?lmed in an event under investigation. Requests to view videos may be made through the City?s Legal Department or Internal Affairs. Police Department videos may not be released until all criminal or civil litigation is completed in order to preserve the integrity of those court proceedings. Police recorded video is just one piece of evidence, and public release might jeopardize the accused?s right to a fair trial, as well as the privacy of the victim and innocent bystanders. However, videos may be subpoenaed through any court system for criminal or civil litigation. All HPD Of?cers are required to use both Body Worn Cameras and In-Car Video car cameras when working with the public. Discretionary use of video cameras is not permitted by of?cers when directly dealing with the public, and may result in discipline for failure to follow departmental policy. Release all body camera, citizens, and business camera footage; and 911 call audio to public. In conjunction with the Huntsville City Attorney?s of?ce andfor the appr0priate prosecutorial agency, as needed, the Huntsville Police Department coordinates the viewing of video by citizens directly involved and/or ?lmed in an event under investigation. Requests to View videos may be made through the City?s Legal Department or Internal Affairs. Police Department videos may not be released until all criminal or civil litigation is completed. Police recorded video is just one piece of evidence, and public release might jeopardize the accused?s 11 25. 26. right to a fair trial, and the privacy of the victim as well as innocent bystanders. However, videos may be subpoenaed through any court system for criminal or civil litigation. Discourage so called ?citizen?s arrest? or escalating or confronting acts within the community. Huntsville Police Department of?cers protect and serve the citizens of Huntsville. Making a citizen?s arrest without care??ly considering the risk factors may lead to serious and unintended criminal and civil consequences for the citizens involved. Although HPD does not actively encourage this type of arrest, Alabama law does provide for arrests by private persons for public offenses at Code of Alabama 15-10-7 (1975, as amended). In Martinson v. Cagle, 454 So. 2d 1383 (Ala. 1984), the Alabama Supreme Court clari?ed that under this statute, the State has given permission to a private person to make an arrest; however, it did not impose a duty on the private person to arrest anyone committing an offense in the private citizen?s presence. Increase the use of special prosecutors when potential hate crimes are present. Changes to Federal and State laws have increased de?nitions and punishments for many hate crimes. These felonies may be prosecuted through the District Attomey?s of?ce or the US. Attomey?s of?ce. The Huntsville Police Department does not make decisions related to criminal charges or prosecutorial strategies pursued by the servicing District Attorney or US Attorney. Under State law, speci?cally Alabama Code 12-17-216 (1975, as amended), the Governor, any member of the Supreme Court or courts of appeals, or the Attorney General may request a supernumerary district attorney (special prosecutor) to have and perform all of the duties, power and authority of district attorneys of a particular judicial circuit. Federal law 28 U.S.C.A. 515 provides authority to the Attorney General for the United States of America to appoint Special prosecutors for any criminal proceedings which may be conducted by US. attorneys. 27. Respond to the Tennessee Valley Progressive Alliance?s communication regarding the decriminalization of marijuana. The Huntsville Police Department does not create or amend laws. 28. Require de-escalation The Huntsville Police Department requires de?escalation, when possible. The Huntsville Police Academy trains of?cers in Verbal Defense and In?uence (VDI) and uses both role- playing scenarios and high?tech equipment (Virtra-300) to prepare of?cers to de-escalate potentially violent situations. De-escalation skills are taught by certi?ed instructors during basic training and of?cer in-service training. If de-escalation weaknesses are identi?ed in an 12 of?cer, the of?cer will be required to attend additional re-training by the Police Academy Staff. Each Of?cer is required to work on these skills by attending in-service training using role- playing exercises and the Virtra-3 00 Simulator armually. Below are excerpts from the HPD Written Directive Manual regarding the requirement to de- escalate: De?escalation a. An o?icer shall use de-escalation techniques and other alternatives to higher levels of force consistent with his or her training whenever possible and appropriate before resorting to ?Jrce and to reduce the need for force. b. Whenever possible and when such delay will not compromise the safety of the o??icer or another and will not result in the destruction of evidence, escape of a suspect, or commission of a crime, an o?icer shall allow an individual time and opportunity to submit to verbal commands before force is used. c. Taking action or communicating verbally or non-verbally during a potential force encounter in an attempt to stabilize the situation and reduce the immediacy of the threat so that more time, options, and resources can be called upon to resolve the situation without the use of force or with a reduction in the force necessary. De-escalation may include the use of such techniques as command presence, advisements, warnings, verbal persuasion, and tactical repositioning. 13 Appendix A The Huntsville Police Department CALEA Accreditation The Commission on Accreditation for Law Enforcement Agencies . . (CALEA) is a credentialing authority whose primary mission is to ac- CAI EA credit public safety agencies. Founded in 1979, purpose is . . .- . to develop public safety standards and administer an accreditation process through which agencies can demonstrate they meet profes- sionally recognized criteria for excellence in management and service delivery. The Huntsville Police Department received their initial CALEA accreditation in March 1996 and was honored to receive their 8th accreditation award in March 2020. Maintaining CALEA ac- creditation is a continuous process and serves as the foundation for a successful. well man- aged, transparent, community-focused law enforcement agency. In order to achieve reaccreditation, the Huntsville Police Department is required to successfully pass each phase of CALEA's four-year reaccreditation process. The reaccreditation process includes: four annual compliance reviews with independent outside CALEA-trained assessors to verify compliance with standards; a site-based visit by a team of independent outside trained assessors to con?rm compliance with standards, interview employees and elicit public feedback to assess the agency?s effectiveness and overall service delivery capacity; and a hear- ing with the Commission Review Committee to determine an agency?s award status. There are many bene?ts for our agency to maintain CALEA Accreditation. The CALEA Accredi- tation process is a proven management model that provides the public safety agency with a blueprint that promotes the ef?cient use of resources and improves service delivery. Accredita- tion provides the following: international recognition as a professional public safety agency; re- sults in policies and practices that are consistently reviewed and updated, and then veri?ed by a team of independent outside CALEA-trained assessors: interaction in a professional network of public safety leaders and practitioners from various agencies; greater accountability within the agency; reduced risk and liability eyqoosure through policy and intemationally accepted best practices; support from government of?cials, and other public and private entities; and increased community advocacy and involvement. In May 2019. the Huntsville Police Department hosted the CALEA Conference in partnership wi?w the Madison County Sheriff's Department, Madison Police Department. and City of Hunts- villelMadison County Convention and Visitors Bureau. Over 600 Law Enforcement personnel from across the United States and Mexico attended the conference and events. The confer- ence resulted in tremendous praise of the City of Huntsville and generated an estimated $1.1 million in revenue. At annual conferences. CALEA accreditation-speci?c training as well as workshops on general public safety topics. are taught. The 21-member Commission Board meets and reviews agencies to determine their accreditation award status. The Huntsville Police Department?s commitment to maintain its accreditation status and excel in service to the community remains paramount. APPENDIX A "qu "awn-MW. 13515 Headroom Boulevard a 5mm Virginia @155 msouosrmossom Mucsamr Phcne: 003) 352-4225 Fax: (703} 890-31215 E-mall: calcaOcalaam-g Website: March 21, 2020 Again, on your most recent CALEA Accreditation. As you move into the next four years. we are providing you with your annual, web-based standards assessment dates and site-based assessment date required under the new formycar assessment model used by the Commission on Accreditation for Law Enforcement Agencies, Inc. The Huntsville Police DcparhnentYear I, 2, 3 and 4 annual web-based assessments will take place during the following weeks: Year 1:Februay 19 - 27, 2021 Year 2: February 18 - 26, 2022 Year 3: February 1? - 25, 2023 Your 4: September 8 - 16, 2023 The Police Department site-based review is scheduled for the week of October 23, 2023. As a reminder, the agency must remit annual status reports through the CAIEA Information Management and Reporting System (CIMBS) to document its progression of continuous organizational improvement for the next three years prior to the agency?s award date ofMarch 23. In the fourth year, an annual stems report is not required due to the timing of the annual web-based and site based standards reviews. Prior to your agency?s ?rst annual compliance review, you will receive an email from with your CIMIRS access. If your agency has already had an annual compliance review, each user's access to the CIMRS System is still valid and the link for CIMRS is The agency should log into CIMRS and complete update the necessary agency information. If you should have any questions or need additional information, please contact the CALEA Assemment Team at (703) 352-4225. Sincerely, Executive Director Appendix Outline for ln-Seryice Training 2017 Day One Monday: 0800-1100 Search and Seizure Capt. McCaryer 1100-1200 Professional and Ethical Policing Capt. McCarver 1200-1300 Lunch 1300-1400 Drug Evidence Submission Tammy Picket 1400-1500 I.T. Department 1500-1700 Physical Agility Test Academy Staff Day Two Tuesday: 0800-1200 Range/Concealed Carry Shooting TA Deboer/T A Moore 1200-1300 Lunch 1300-1700 Range/ Concealed Carry Shooting TA Deboer/T A Moore Day Three Wednesday: 0800-1200 SSGT Academy TA/Barclay 1200-1300 Lunch 1300-1700 SSGT Academy TA/Barclay Day Four Thursday: 0800-1200 Verbal Defense Influence TA Hendrix/T A George 1200-1300 Lunch 1300-1700 Video Review and Breakout TA Hendrix/T A George APPENDIX Outline for In-Senrioe Training 2018 Day One Monday/Wednesday 0800?0900: Legal Updates- Supreme Court Capt. McCa ryer 0900-1000: Legal Updates- Mentally Ill Sgt. Jon Ware 1000-1200: Cross-Cultural Awareness Maya Vasileva Maya Vasileva- the Asha Kiran Cross Cultural Awareness Trainer will spend one hour teaching on cultural competence, body language, barriers and issues regarding those seeking help, and issues regarding domestic violence in the Asian, Hispanic, and Middle Eastern Communities. 1200?1300 Lunch 1300-1700 S.S.G.T. Academy Staff Use of force policy review New baton X-Strike curriculum (practical 8: written exam) Strategic Frisk (terry frisk) Standing Handgun Retention Ground Handgun Retention Day Two Tuesday/Thursdav Day two of training will be scheduled in groups; the class will be split in half. Half the class will begin with Tactical Medicine and the other half will begin with Rapid Threat Assessment Drills, and then swap after lunch. 0800-1200 Tactical Medicine Academy Staff Care under ?re intervention )9 Rapid trauma assessments Managing patients with body armor in place Bleeding control techniques (hemostatic techniques, combat dressings, applying tourniquets) Techniques for casualty relocation to safer environment 1200-1300 Lunch 1300-1700 Rapid Threat Assessment Drills Academy Staff Reaction Drills This training will consist of action vs. reaction drills, where of?cers will be provided with simmunition weapons and completes the following stations. Pop-Up drills, the of?cer will encounter subjects with various hand positions and physical barriers covering the offender?s hands along with multiple subjects In the scenarios. The officer is required to make use force decision Quick Scan Hood Drills This exercise will take place in an interior room, where the officer will be given a holstered simmunition weapon and escorted into the far corner of the room. The officer will then be hooded and faced toward the corner of the room. On the ?go? command, the hood is removed from the officer and the of?cer turns to face the room. The of?cer is then faced with ?ve scenarios: Offender threatening the of?cer with an impact weapon, suspect is compliant Offender threatening the of?cer with knife Downed officer with weapon in hand, and non-compliant subject Offender holding a gun to the head of a hostage (5-7 second shoot window) Close adversary with weapon pointed at of?cer 0800 - 1100 1100 1200 1200 1300 1300 - 1400 1400 1700 0800 -- 1100 1100-1200 1200 1300 1300 - 1400 1400-1500 1500 - 1700 Mental Illness Tactical Disengagement Lunch Investigator Ca llout ECD I SSGT Officer involved shooting (process) Legal Updates Lunch Communicable Diseases Internet Security Resiliency 2019 In-Service Schedule Day One Wellstone I OFC George Glen Eaves OFC DeBoer Day Two Academy Staff CPT McCarver Dr. George Lvrene Ron Ford CPT McCarver 0800 0900 0900 - 1000 1000 1 100 1100 - 1200 1200 - 1300 1300 - 1700 0800 0900 0900 - 1200 1200 1300 1300 - 1700 Lunch 2020 ln-Service Schedule Day One Evidence Packaging Weapons Safety Drivers Training Drivers Training Legal Updates Autism Awareness Lunch ED Melanie Hutchison Of?cer Hendrix IT Section Of?cer Burch Of?cer Burch Academy Staff TBD Of?cer Burch HPD 62nd SESSION TRAINING CURRICULUM WEEK 1 (FINAL) TIME MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 6:00 A.P.0.S.T.C. Physical Training 7:00 Directors Time inspection Academy Staff Academy Staff Meeting Academy Staff 8:00 9:00 10:00 11:00 Leadership (General) (4hrs) Widner Sexual Harassment (2hrs) Angie Smith Police Communications Dispatch (thl Contact Supervisor Janel Ploge Physical Exam (4hrs) Academy Staff 1.5 Academy Staff Title (1hr) Angie Smith Title 36-21-40 LT Tribble Community/News Media Relations (2hrs) LT M. Johnson Tactical Trauma (Of?cer Survival} (2hrs) TA Hendrix Tactical Trauma (Of?cer Survival) (4hrs) TA Hendrix 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 Opening Remarks HPD Orientation (2hrs) Chief McMurray Command Staff Note Taking 8t Construction (2hrs) TA Boyer Academy Staff 15:00 16:00 17:00 History of Law Enforcement (2hrS) CPT McCarver Care and Use of Police Equipment (2hrsl TA George Academy Staff Stress Management (4hrs) Lonnie Jones Insurance Bene?ts (Directors Time) (2hrs) Lehman Victims of Crime and Leniency (2hrs) con?rmed Gail Richardson Criminal, Civil Liability Civil Rights (4hrs) Jeanne Rasco City Legal Date: Z-Mar 3-Mar 4-Mar 5-Mar 6-Mar HPD 52nd SESSION TRAINING CURRICULUM WEEK 2 TIME MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 6:00 Physical Training Physical Training Physical Training 7:00 1.5 Academy Staff Meeting 15 1.5 8:00 Civil Process (2hrs) Deputy Holloway 10:00 11:00 Effective Report Writing (2hrs) Intro to Terrorism [4hrs) Ofc. R. Bingham Federal Law Enforcement Agencies (2hrs) Academy Staff SA M. Plemons Death Noti?cations (1hr) Sgt. Widner Alabama Immigration Law ACT 3011-535 [1hr) Sgt. Wid ner Interpersonal Communications [4hrs) TA George Interpersonal Communications (4hrs) TA George 12:00 13:00 lunch Lunch Lunch lunch Lunch 14:00 Effective Report Writing (2hrs) Rhonda Killingsworth 15:00 10 Code Exam (1hr) Sgt. Widner 16:00 17:00 Social Media (1hr) Angie Smith Police Spanish (4hrs) (Patrol Tech niques) Santiago Chrisman Academy Staff Community Relations 8: Community Policing (3 hrs) CRO's Exam Week 1 2 Sgt. Widner Interpersonal Communications (4hrs) TA George Interpersonal Communications (4hrs) TA George Date: 9-Mar 10~Mar 11-Mar 12-Mar 13-Mar HPD 62ns SESSION TRAINING CURRICULUM WEEK 3 TIME MONDAY TUESDAY WEDNESDAY THU RSDAY FRI DAY Physical Training 7:00 1.5 Academy Staff Meeting 9:00 10:00 11:00 SSGT (4hrs) TA George Academy Staff SSGT (4hrs) TA George Academy Staff SSGT (4h rs) TA George Academy Staff SSGT (4hrs) TA George Academy Staff SSGT (4hrs) TA George Academy Staff 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 16:00 17:00 SSGT (4hrs) TA George Academy Staff SSGT (4hrs) TA George Academy Staff SSGT (4hrs) TA George Academy Staff SSGT (4hrs) TA George Academy Staff SSGT (4h rs) TA George Academy Staff Date: 16-Mar 17?Mar 18?Mar 19-Mar HPD 62ND SESSION TRAINING CURRICULUM WEEK 4 TIME MONDAY TUESDAY WEDNESDAY THURS DAY FRIDAY 6:00 Physical Training Physical Training Physical Training 7:00 1.5 Academy Staff Meeting 1.5 1.5 8:00 9:00 10:00 11:00 SSGT (4h rs) TA George Academy Staff SSGT (4hrs) TA George Academy Staff Receiving 8: Handling Complaints (4h rs) TA Moore Taser Training (4hrs) Defensive Tactics TA Burch I CC Certi?cation Defensive Tactics [4hrs) TA DeBoer 12:00 13:00 Lunch Lunch lunch Lunch Lunch 14:00 15:00 16:00 17:00 SSGT (4h rs) TA George Academy Staff SSGT [4hrs) TA George Academy Staff Taser Training [4hrs) Defensive Tactics TA Burch Taser Training [4hrs) Defensive Tactics TA Burch 0C Certi?cation Defensive Tactics [4hrs] TA DeBoer Date: 23-Mar 24?Mar 25-Mar 26~Mar 27-Mar HPD 62nd SESSION TRAINING CURRICULUM WEEK 5 TIME MONDAY TU ESDAY WEDNESDAY TH RSDAY FRIDAY 6:00 Physical Training Physical Training Physical Training 7:00 1.5 Academy Staff Meeting 1.5 1.5 8:00 9:00 10:00 11:00 Alabama Rules of Evidence (4h rs) Shauna Barnett Madison County DA's Of?ce Laws of Arrest State and Federal Criminal Procedures (4hrs) Shauna Barnett Madison County DA's Of?ce Title 13 Criminal Law (4hrs) Shauna Barnett Madison County DA's Office Title 13 Criminal Law (4hrs) Shauna Barnett Madison County DA's Of?ce Search and Seizure 4th Amendment (4hrs) Shauna Barnett Madison County DA's Of?ce 12:00 13:00 Lunch Lunch Lunch Lunch Lunch I 14:00 US Constitution Bill of Rights Constitutional Principles (2hrs) Shauna Barnett 15:00 16:00 17:00 Title 15 Criminal Procedures (2hrs) Shauna Barnett Madison County DA's Office Interrogations Confessions Supreme Court Decisions 5th and 6th Amendments (4hrs) Shauna Barnett Madison County DA's Office Title 13 Criminal Law (4hrs) Shauna Barnett Madison County DA's Of?ce Title 13 Criminal Law (4hrs) Shauna Barnett Madison County DA's Office Laws of Arrest State and Federal Criminal Procedures (4h rs} Shauna Barnett Madison County DA's Of?ce Date: 30~Mar 31-Mar 1-Apr Z-Apr 3-Apr HPD 62nd SESSION TRAINING CURRICULUM WEEK 6 TIME MONDAY TUESDAY WEDNESDAY THU RSDAY FRIDAY Physical Training Physical Training 7:00 1.5 1.5 Academy Staff Meeting 8:00 9:00 Legal Issues Exam 2 hrs) SGT Widner 10:00 11:00 Firearms Training Care of Weapon Safe Gun Handling Skills TA Hendrix Firearms Training Safe Gun Handling Skills TA Hendrix Firearms Training [4hrsl Firearms Quals TA Hendrix Firearms Training Pistol Qualification (4hrs) Firearms Quals TA Hendrix Firearms Training Combat Course (4h rs) Firearms Quals TA Hendrix 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 16:00 17:00 Firearms Training [4hrsl Safe Gun Handling Skills TA Hendrix Firearms Training Skills Safe Gun Handling Firearms Training (3hrs) Firearms Quals TA Hendrix Firearms Training (4hrs) Firearms Quals TA Hendrix Shotgun Familiarization 81 Quali?cation (4h rs) Firearms Quals TA Hendrix Firearms Training Combat Course [4h rs) Firearms Quals TA Hendrix Date: 6-Apr 7-Apr 8-Apr 9-Apr 10?Apr HPD 62nd SESSION TRAINING CURRICULUM WEEK 7 TIME MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 7:00 Academy Staff Meeting 9:00 10:00 11:00 Ri?e Familiarization Basic Rifle Course (4hrs) TA Hendrix Ri?e Familiarization Basic Ri?e Course (4hrs) TA Hendrix Advanced Pistol Training Night Fire [4hrs) TA Hendrix Building Searches (4h rs) SWAT Academy Staff Pistol Mounted Light Training (4hrs) TA Hendrix 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 16:00 17:00 Rifle Familiarization Basic Rifle Course [4hrs) TA Hendrix Rifle Familiarization Basic Ri?e Course (4hrs) TA Hendrix Advanced Pistol Training 8: Night Fire (4hrs) TA Hendrix Building Searches (4hrs) SWAT Academy Staff Pistol Mounted Light Training (4hrs) TA Hendrix 13-Apr 14-Apr 15-Apr 16-Apr 17-Apr HPD 62nd SESSION TRAINING CURRICULUM WEEK 8 11ME MONDAY TUESDAY WEDNESDAY TH RS DAY FRIDAY Physical Training Physical Training 7:00 Academy Staff Meeting 1.5 1.5 9:00 10:00 11:00 Advanced Firearms Training (4hrs) TA Hendrix ALLERT Active Shooter {4hrs} TA Hendrix ALLERT Active Shooter (4hrs) TA Moore ALLERT Active Shooter (4hrs) TA Moore Leadership (General) (4hrs) Lonnie Jones Academy Staff 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 16:00 17 :00 Advanced Firearms Training (4hrs) (4hrs) TA Hendrix ALLERT Active Shooter (4hrs) TA Hendrix ALLERT Active Shooter {4hrs) TA Moore ALLERT Active Shooter (4hrs) TA Moore Scenario Day (Patrol Techniques (3 hrs] Academy Staff Exam SGT Widner Date: 20-Apr 21-Apr 22-Apr 23-Apr 24-Apr HPD 62nd SESSION TRAINING CURRICULUM WEEK 9 TIME MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 6:00 Physical Training Physical Training Physical Training 7:00 Academy Staff Meeting 1.5 1.5 1.5 8:00 9:00 10:00 11:00 Traf?c Control 8: Direction (4hrs) Sgt. Anderson C. Williams Laser Operator Certi?cation (4h rs) Sgt. Anderson Alabama Motor Vehicle Laws Title 32, Rules of the Road, Licenses 8: Registration, CDL e-Citation (4hrs) Sgt. Anderson Title 32 Exam (2hrs) Sgt. Anderson State Law Enforcement Agencies (2hrs) Academy Staff Non-Felony Traf?c Stops (4hrs) (Patrol Techniques) TA Boyer Academy Staff 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 16:00 17:00 Radar Operation Certification (4hrs) Sgt. Anderson Laser 8: Radar Road Test (4hrs) Sgt. Anderson Alabama Motor Vehicle Laws Title 32, Rules of the Road, Licenses 8! Registration, CDL e-Citation (4hrs) Sgt. Anderson Burglary Investigation (2hrs) lnv. Adams Effective Report Writing (2hrs) Rhonda Killingsworth Non-Felony Traf?c Stops (4h rs) (Patrol Techniques) TA Boyer Academy Staff Date: 27-Apr 28-Apr 29-Apr 30-Apr 1?May HPD 62nd SESSION TRAINING CURRICULUM WEEK 10 TIME MONDAY TUESDAY WEDN ESDAY THURSDAY FRIDAY 6:00 Physical Training 7:00 Academy Staff Meeting 1.5 8:00 9:00 10:00 11:00 Cultural Diversity (4hrs) (General) Harry Hobbs Domestic Violence (4hrs) lnv. Minton Sgt. Nelson Search Seizure Leadership 8: Professionalism (4hrs) Cpt. McCarver Gangs (4hrs) D. Atkinson J. Johnson Drug Enforcement 8: Vice Investigations [4hrs) Sgt. T. McElyea Academy Staff 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 Warrant Magistrate Municipal Ordinances Criminal Trespass (Court Procedures) Pam Cantrell Domestic Violence (2hrs) lnv. Minton Sgt. Nelson 15:00 Leads Online Training (1hr) Sgt. Dean 16:00 lntemal Affairs Blue Team IA 17:00 Academy Staff Effective Report Writing (2hrs) Rhonda Killingsworth Hazardous Materials (4hrs) Ofc. R. Bingham K-9 Unit Demonstration [4hrs) {Patrol Tech niques) Ofc. C. Upton Clandestine Meth Labs (2hrs) Prostitution (1hr) Gambling (1hr) Sgt. T. McElyea Academy Staff Date: 4-May 5?May 6-May 7-May S-May HPD 62nd SESSION TRAINING CURRICULUM WEEK 11 TIME MONDAY TUESDAY WEDNESDAY TH RSDAY FRIDAY 6:00 Physical Training Physical Training Physical Training 7:00 1.5 Academy Staff Meeting 1.5 1.5 8:00 9:00 Auto Theft 2 hrs) lnv. Adams 10:00 11:00 Effective Report Writing (2hrs_) Rhonda Killingsworth CPR/First Aide (4hrs) Bruce Swanson Death Investigation [4hrs) Inv. C. Hines Hand?ngthe Emotionally Disturbed (4h rs) (Mental Health Awareness) Con?rmed Lonnie Jones Juvenile Laws Detainment 8: Detention (4hrs} Jacque Cothren 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 16:00 17:00 Sect?s, Cults Deviant Movements Patriothil'rtia/Hate Groups/Crimes I4hrs) SA Hendon Academy Staff First Aide (4hrs) Bruce Swanson Of?cer Involved shooting Process Officer Su rvivlal (4hrs) TA Hendrix Hand?ngthe Emotionally Disturbed (4hrs) (Mental Health Awareness) Lonnie Jones Fingerprint Theory Fingerprint Latent Print Processing (4hrs) Rhonda Killingsworth Date: 11?May 12-May 13?May 14-May 15-May HPD 62nd SESSION TRAINING CURRICULUM WEEK 12 TIME MONDAY TUESDAY WEDNESDAY TH RSDAY FRIDAY 6:00 7:00 Academy Staff Meeting 8:00 9:00 10:00 11:00 Below 100 (4hrsl TA Boyer Defensive Driving (4hrs) TA Burch Defensive Driving (4hrs) Montgomery TA Burch Defensive Driving (4hrs) Montgomery TA Burch Defensive Driving (4h rs) Montgomery TA Burch 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 16:00 17:00 Operation of Emergency Vehicles (4hrs} Written Directive 401.5 TA Burch Defensive Driving (4hrs) TA Burch Defensive Driving (4hrs) Montgomery TA Burch Defensive Driving (4hrs) Montgomery TA Burch Defensive Driving (4hrs) Montgomery TA Burch Date: 18-May 19-May 20-May 21?May 22-May HPD 62nd SESSION TRAINING CURRICULUM WEEK 13 TIME MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 5:00 Physical Training 7:00 Academy Staff Meeting 1.5 8:00 10:00 11:00 Holiday Memorial Day Law Enforcement information Systems (4h r5) Rhonda Killingsworth Exploitation of Children, National Children's Advocacy Center (4hrs) Gaby Helix NCAC Draeger (4hrs) DFS Cyber Crimes (4hrs) Confirmed N. Jenkins 12:00 13 :00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 16:00 17:00 Holiday Memorial Day Computer Training Intro to ILEADS (4hrs) Rhonda Killingsworth Robbery investigations (2 DA's Office Effective Report Writing Rhonda Killingsworth Draeger [4hrs) DFS Cyber Crimes [4hrs) Con?rmed N. Jenkins Date: 25-May 26-May 27-May 28-May 29-May HPD 62nd SESSION TRAINING CURRICULUM WEEK 14 TIME MONDAY TUESDAY WEDNESDAY TH RSDAY FRI DAY 6:00 Physical Training 7:00 1.5 Academyr Staff Meeting 8:00 9:00 10:00 11:00 DWI Detection Detection General Deterrence Confirmed DUI Task Force DWI Detection Test Battery Demo Processing Arrested Subjects Trial Prep Dry Runs DUI Task Force DWI Detection Test Battery Demo Processing Arrested Subjects Trial Prep Dry Runs DUI Task Force DWI Detection Written Exam Drugs that Im pair DUI Task Force DWI Detection DUI Task Force 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 16:00 17:00 DWI Detection Vehicle in motion Personal Contact Pre-Arrest Screening Confirmed Academy Staff DWI Detection Standardized Field Sobriety Testing Course DUI Task Force DWI Detection Re port Writing Exercise MOOT Court DUI Task Force DWI Detection Standardized Field Sobriety Testing Wet Lab 1 DUI Task Force DWI Detection SFST Review SFST Pro?ciency Exam Wet Lab 2 DUI Task Force Date: 1-Jun Zdun S-Jun 4-Jun Edun HPD 62nd SESSION TRAINING CURRICULUM WEEK 15 TIME MON DAY TUESDAY WEDNESDAY THURSDAY FRIDAY 6:00 Physical Training Physical Training Physical Training 7:00 1.5 Academy Staff Meeting 1.5 1.5 8:00 9:00 Intro to Accident Investigation (2 hrs) Ofc. D. Broom Ofc. B. Nix 10:00 11:00 License Registrations CDL (2hrs) Ofc. D. Broom Ofc. B. Nix Measurement 8: Diagrams (4hrs) Ofc. D. Broom Ofc. B. Nix Accident Reports (AUTAR) Safety Responsibility Law (4hrs) Ofc. D. Broom Ofc. B. Nix Traf?c Accidents Review Exam (2hrs) Ofc. D. Broom Ofc. B. Nix Departmental Policy on Traffic Accidents (2hrs) Ofc. D. Broom Ofc. B. Nix Crime Scene Collecting 8: Preserving Evidence (4hrs) Inv. .I. Putman 12:00 13:00 Lunch Lunch Lunch Lunch Lunch Questioning Drivers Witnesses [1hr) Ofc. D. Broom 14:00 Hit 8: Run (1hr) Ofc. D. Broom 15:00 16:00 17:00 Measurement Diagrams (2hrs) Ofc. D. Broom Ofc. B. Nix Measurement 8; Diagrams (4h rs) Ofc. D. Broom Ofc. B. Nix Marks on the Roadway (4hrs) Ofc. D. Broom Ofc. B. Nix Traf?c Accidents (Practical Accidents] (4hrs) Ofc. D. Broom Ofc. B. Nix Crime Scene Collecting 81. Preserving Evidence (4hrs) lnv. J. Putman Date: B-Jun un 10-Jun lldun 12-Jun HPD 62nd SESSION TRAINING CURRICULUM WEEK 16 TIME MONDAY TUESDAY WEDNESDAY TH URSDAY FRIDAY 6:00 Physical Training Physical Training Physical Training 7:00 1.5 Academy Staff Meeting 1.5 1.5 8:00 9:00 10:00 11:00 Case Preparation 8: Court Room Testimony Court Procedures Shauna Barnett MCDA's Of?ce Searching 81 Transporting Prisoners (4hrs) Hobble Restraints TA Burch Academy Staff Explosive Act 1971 Recognizing Bombs 8: Explosives {ti-hrs) Bomb Squad Academy Staff Records 8: Reports (4hrs) NCIC Rhonda Killingsworth Railroad (2hrs) Patrol Techniques .Iay Lacy Of?cer Involved shooting Process Of?cer Survivlal (2hrs) TA Hendrix 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 16:00 17:00 Laws of Correction 8: Custody (4hrs) Madison County Jail Human Traf?cking (2h rs) Sgt. Wright Patrol Techniques Stop Sticks [2hrs) Sgt. J. Barclay Bomb Demo Bomb Threats Bomb Squad Academy Staff Sex Crimes (4h rs) Gaby Helix Of?cer Violator Contact (2hrs) TA Boyer Tactical Disengagement [2hrs) interpersonal Communications TA Boyer 15-Jun 16-Jun 17-Jun lsdun 19-Jun HPD 62nd SESSION TRAINING CURRICULUM WEEK 17 TIME MONDAY TUESDAY WEDNESDAY TH RSDAY FRIDAY 5:00 Physical Training Physical Training 7:00 1.5 Academy Staff Meeting 1.5 8:00 Intro to Ofc. Survival Role of SWAT TA J. Moore 9:00 10:00 Of?cer Survival Use of Cover 8: Concealment [2hrs) SWAT Team 11:00 Officer Survival Chemical Agents (1hr) J. Br_ightwell Of?cer Survival Crimes in Progress {4hrs} TA Moore SWAT Team Patrol Techniques Hazardous Vehicle Stops (4hrs) SWAT Team First Resoonse to Hostage Negotiations (2hrs) Patrol Techniques Sgt. Eaves Patrol Techniques (2hrs) TA Boyer Of?cer Survival Crimes in Progress (4hrs) Academy Staff FTO's Dispatch Role Players 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 Of?cer Survival I Of?cer Hostage (2hrs) SWAT Team 15:00 16:00 17:00 Command Post Procedures [2hrs} Patrol Techniques Lt. Jerry King Incident Response Team Patrol Techniques (4hrs) LT Jerry King Patrol Techniques Hazardous Vehicle Stops (4hrs) SWAT Team Of?cer Survival (4hrs) Academy Staff Officer Survival Crimes in Progress (4h rs] Academy Staff FTO's Dispatch Role Players Date: 22-Jun 23-Jun 24dun 25-Jun 26-Jun HPD 62nd SESSION TRAINING CURRICULUM WEEK 18 TIME MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY Physical Training Physical Training 7:00 1.5 Academy Staff Meeting 1.5 8:00 Packaging Evidence (1hr) Evidence Techs 9:00 10:00 11:00 Reading Body Language {3hrs} Of?cer Survival TA George Crisis Intervention Team Mental Health Awareness Lt. J. Ware Crisis intervention Team Mental Health Awareness Lt. I. Ware Court Procedures (2hrs) N. Nickelson GTAC 8: BWC (2hrs) Patrol Techniques IT Section Holiday 12:00 13:00 lunch Lunch Lunch 14:00 Public Utilities Enforcement (2hrs) Sgt. Widner 15:00 16:00 Final Exam Sgt. Widner Crisis Intervention Team Mental Health Awareness Lt. I. Ware Crisis Intervention Team Mental Health Awareness Lt. J. Ware Communications (2 hrs) Ianel Ploge Project Ice (1hr) Sgt. Widner Holiday 29Jun 30-Jun 1?.Iul 2-Iul 3-Jul HPD 62nd SESSION TRAINING CURRICULUM WEEK 19 TIME MON DAY TUESDAY WEDNESDAY TH RSDAY FRIDAY 7:00 CPT's Inspection Chief's Inspection Academy Staff Meeting 9:00 Class Photos (Directors Time) Lifetouch 10:00 11:00 Vehicle Issue (Directors Time) LT Dickey Range Day (4hrs) Academy Staff Services Bureau DC Giles Operations Bureau DC Harris Ad minstrative Services Capt. Hudson Special Operations Capt. Joyner Final Cadet Evaluation Academy Staff Graduation Rehearsal Academy Staff Graduation Academy Staff 12:00 13:00 Lunch Lunch Lunch Lunch Lunch 14:00 15:00 Scenario Training (4hrs) Officer Survival Dispatchers Fl'O's Academy Staff 16:00 17:00 FTO Program (Directors Time) LT Tribble Range Day (4hrs) Academy Staff Law Enforcement Ethics 8! Professionalism (4hrs) CPT lzzo Graduation Rehearsal Academy Staff Equipment Issue Directors Time (2hrs) Academy Staff Date: 6-.lu 7-Jul 8-Jul 9-.lul 10-Jul Appendix SECTION CONDUCT AND DISCIPLINARY POLICY 13.1 EMPLOYEE CONDUCT Employees of the City of Huntsville are expected to maintain high standards of cooperation. ef?ciency. and economy in their work. Each employee is expected to display conduct both on and off the job in such a manner as to re?ect credit on both the employee and the City. The maintenance of high standards of honesty. integrity, and conduct by City employees is essential to assure the proper performance of City business and to maintain the con?dence of the citizens. 13.2 CORRECTIVE ACTION When work habits. attitude. productivity. or personal conduct of an employee falls below a desirable standard. supervisors should point out the de?ciency at the time it is observed. Warning in suf?cient time for improvement should precede fonnai disciplinary action, but nothing in this section shall prevent formal action whenever the best interest of the City of Huntsville requires it. 13.3 EMPLOYEE AND SUPERVISOR RESPONSIBILITIES (A) It is the duty of each employee to correct any de?ciency in performance, conduct. or attitude on their own initiative or when called to such employee's attention. and to make every effort to avoid con?ict with the personnel rules and regulations. (B) it is the responsibility of every supervisor to discuss improper or inadequate performance with the employee in order to correct de?ciencies and to avoid the need to exercise disciplinary action. However, failure of a supervisor to carry out this responsibility shall not preclude the discipline of an employee. Where appropriate. an employee should be disciplined in an increasingly progressive manner. the step of progression normally being: (1) Oral Reprimand (2) Written Reprimand (3) Imposed Probation (4) Suspension (5) Termination in certain circumstances, demotion may be considered in lieu of termination. The factors that may be considered by a Department Head in determining the appropriate level of discipline may include. but are not limited to. the circumstances giving rise to the disciplinary action. the employee's work history. length of employment. currentjob performance. and the existence of past of?cial disciplinary actions. A Department Head may. when making or reviewing a disciplinary decision. review and consider the past discipline of an employee. whether or not that employee was working in another division or department of the City at the time of being disciplined. While progressive discipline should be used as a constructive measure for the correction of the conduct of an employee. where the nature and severity of the offense dictate otherwise. any of the progressive steps noted above may be omitted. 13-1 APPENDIX (C) When infractions do occur, it shall be the policy of the City of Huntsville that its disciplinary procedure be speci?c and structured so that the type of action involved, and not the individual, is the controlling factor in determining the level of discipline required. (D) Where determined by the Mayor to be in the best interest of the City, the Mayor may appoint, in writing, a Department Head, other than the employee?s Department Head, to investigate alleged misconduct on the part of the employee; and, if determined to be warranted, to pursue disciplinary charges against the employee in accordance with the policies and procedures contained in this section. In such circumstances, if it is determined that there is cause for discipline after an informal hearing, where appropriate, or as a result of a Finding of Facts by a Hearing Of?cer, then the Mayor or the appointed Department Head, subject to the approval of the Mayor, may impose discipline on the employee. 13.4 DISCIPLINARY POLICY An employee may be placed on imposed probation, suspended, demoted, or terminated in accordance with this Conduct and Disciplinary Policy. This policy and the procedures set forth herein shall be applicable only to regular, full-time employees and shall not be afforded to probationary employees, temporary employees, part-time employees, or special status employees. As a non?disciplinary measure, an employee may be placed on Administrative Leave, in accordance with Section 10.11 herein, if disciplinary action is being considered by the Department Head. 13.5 CAUSES FOR DISCIPLINARY ACTION The following are examples of causes for disciplinary action, but are in no way restrictive as to the reasons which may form a valid basis for disciplinary action: (A) indictment for, conviction of, or the commission of, an act which would constitute, (1) a felony or (2) a crime involving moral turpitude; conviction of, or the commission of an act which would constitute. a misdemeanor which re?ects unfavorably upon the employee?s character or hislher effectiveness in the job; (B) Conduct unbecoming an employee, while on or off duty, which tends to bring discredit upon the City and its employees: which adversely affects the morale or efficiency of, or public respect for, the employee's assigned department; or which otherwise threatens order. safety, or health; (C) incompetence, malfeasance, or misfeasance in the performance of duties; (D) Neglect or inef?ciency in the performance of duties; (E) Violation of the City of Huntsville andlor departmental miss and regulations; (F) Acts of insubomlinatlon, including, but not limited to, refusal to obey legitimate orders, delay or failure to carry out assigned work. disrespect, insoience. and like behavior; 13?2 (G) Tardiness; (H) Unauthorized absences; (I) Unauthorized use, misappropriation. destruction, theft. or conversion of public property or private property; (J) Neglect or carelessness resulting in damage to public property, or Injury to another human being, andlor failure to report accidents or personal injury; (K) Political activities in violation of the legal regulations governing municipal employees; (L) Disregard of safety rules and regulations; (M) Falsi?cation, misrepresentation, or suppression of any information including. but not limited to, employment application, employee reports, records, or time cards requlred by or supplied to any governmental agency including. but not limited to, the City of Huntsville; (N) Refusal to fully and truthfully answer questions of a supervisor or other designated individual during an inquiry, interrogation, hearing, or court proceeding; (0) Threatening, intimidating, coercing, or otherwise interfering with other employees in the execution of their duties; (P) Possessing, drinking, using, or being under the influence of alcoholic beverages or drugs while on duty or otherwise violating the Drug and Alcohol Policies contained in Section 18 of this manual; (0) Unauthorized access to, disclosure of, or inappropriate use of protected health information or other privileged or con?dential information; (R) Wrongful use of sick leave or failure to othenrvise comport with the Sick Leave Policy contained in Section 10.7 of manual; (8) Defamation; (T) Harassment as defined by Section 3.3 of another city employee or of a private citizen while on duty; (U) Submission of fraudulent claims; (V) Unauthorized possession, storage, or concealment of ?rearms, other weapons, explosives, or other dangerous materials on an employee?s person or in City desks, ?le cabinets. lockers, vehicles, or in any other City property or equipment; (W) Sleeping during dutylwork hours; (X) Failure to obtain or maintain a license or certi?cate required as a condition of employment; 1 3-3 (Y) Gambling or gambling related conduct during work hours or on City property, including. but not limited to, inviting or soliciting a gambling wager and attempting to collect or collecting on a gambling debt; (Z) Violations of Procedures and Standards Relating to City-Owned Information Technology Equipment as provided in Section 22.2 of this Personnel Manual; and, (AA) Habitual, or repetitive, acts of misconduct, violations of policy, and/or infractions of mice and regulations. 13.6 TYPES OF DISCIPLINARY ACTION (A) Oral Reprimand The Department Head, or other designated of?cial, may orally reprimand an employee when the employee fails to maintain desirable standards or violates the policies, rules. or regulations of the department, or the City of Huntsville. Whenever grounds for disciplinary action exist and the Department Head, or other designated of?cial, determines that more severe action is not necessary, the Department Head, or other designated of?cial, may orally communicate to the employee the Department Head?s, or other designated of?cial?s, observation of the de?ciency or misconduct and the required corrective action. Written notice of the oral reprimand should be maintained in the departmental ?le of the employee, however, it is not necessary that such notice be forwarded to the Human Resources Department. (B) Written Reprimand The Departrnent Head, or other designated of?cial, may issue an official written reprimand to an employee, if the seriousness of the offense calls for action greater in severity than an oral reprimand. or if previous counseling discussions or oral reprimands have not produced the desired result. In making a determination as to the type of disciplinary action warranted, the Department Head, or other designated of?cial, will proceed as follows: 1) investigation and discussion with employee Before any action is taken against an employee, the Department Head, or other designated of?cial, will make such inquiry or investigation of the facts in the case as hefshe considers necessary. The employee will be advised of the reasons for considering disciplinary action and allowed the opportunity to respond. (2) Decision After full consideration of the facts, the Department Head will take one of the following actions: If the facts of the case do not support the allegation, the employee shall be noti?ed orally of such decision and advised that the matter is considered closed; 13-4 If the facts of the case support the allegation, but the Department Head, or other designated of?cial, believes a written reprimand is not necessary to correct the situation, the Department Head, or other designated of?cial, shall conclude the matter by a discussion with the employee. During the discussion, the employee shall be reprimanded orally and warned that in any future case stronger action may be required; If the facts of the case support the allegation, and the Department Head, or other designated of?cial, believes a written reprimand is suf?cient to correct the situation, the employee shall be noti?ed of the decision by a written reprimand; or, If the facts of the case support the allegation, but the Department Head, or other designated of?cial, believes a written reprimand is not suf?cient to correct the situation, stronger disciplinary action shall be commenced by the Department Head. Notice of Written Reprimand The written reprimand should be in writing, dated, and delivered to the employee. The notice of written reprimand should contain the following information: (3) Nature of the action; Speci?c reason(s) for the written reprimand; References to any discussion(s) held with the employee, including the date, time, and place; The employee's explanation as given during the discussion(s); Conclusions; Warning that future in?ections could result in more severe disciplinary action; and, (9) Where appropriate, recommendations for corrective action. A copy of the written reprimand should be placed in the employee?s departmental ?le with a copy to the Human Resources Department for maintenance in the employee?s personnel ?le. In addition, within three (3) days of the receipt of a written reprimand, an employee may submit to his/her Department Head a written response to the written reprimand. Such response shall be placed in the departmental ?le with a copy to the Human Resources Department for maintenance in the employee's personnel ?le. (4) Rights, privileges, bene?ts as result of a Written Reprimand A written reprimand shall not affect the rights, privileges, or bene?ts of an employee to which helshe may have been entitled prior to such discipline; however, a Department Head is not precluded from considering the 1 3-5 disciplinary action during future promotional processes. Further, the restoration of rights as provided for herein shall not mean that a Department Head is precluded from considering the existence of the reprimand in future disciplinary actions against the employee. (C) Imposed Probation The Department Head may place an employee on imposed probation in lieu of or in conjunction with another form of disciplinary action, if the seriousness of the offense calls for action greater in severity than an oral or a written reprimand, or if previous counseling discussions or oral or written reprimands have not produced the desired result. Imposed probation may be used as discipline where the employee demonstrates substandard performance. poor attendance. poor compliance with City of Huntsville andlor departmental rules and regulations, or in other instances of misconduct as determined to be appropriate by the Department Head. An employee may be placed on imposed probation, for cause, for no more than six (6) months. ?alter notice and hearing before the Department Head. or other designated of?cials. (1) Notice of Hearing An employee shall be given advance written notice of a departmental hearing, which shall include the date of the hearing, the grounds for the proposed disciplinary action, and a statement that the employee shall be allowed. during the hearing, to present an oral or written statement in hislher defense. (The employee shall be given at least twenty-four (24) hours advance written notice of the hearing.) A copy of the notice shall be ?led with the Department of Human Resources for placement in the employee's personnel ?le. (2) Hearing The hearing shall be conducted informally before the Department Head. and any supervisory personnel deemed necessary by the Department Head. at the time and place designated in the notice. Any attending of?cials may, at their sole discretion. question the employee. At the hearing, the employee may submit a written response or may respond orally to the allegations of misconduct. If the employee presents a written response. a copy of such shall be ?led in the Department of Human Resources for placement in the employee's personnel ?le- Should the employee elect to waive the right to a hearing, such waiver shall be in writing and signed by the employee. Waiver of the right to a hearing, or the failure of the employee to waive hislher right to a hearing, shall not prevent the Department Head from proceeding with appropriate disciplinary action based on the information before him or her. (3) Decision After full consideration of the facts, the Department Head will take one of the following actions: 13-6 If the facts of the case do not support the allegation, the employee shall be noti?ed orally of such decision and advised that the matter is considered closed; If the facts of the case support the allegation. but the Department Head, or other designated of?cial. believes imposed probation is not necessary to correct the situation, the Department Head, or other designated of?cial. shall conclude the matter by a discussion with the employee. During the discussion, the employee shall be reprimanded orally or issued a written reprimand. and warned that in any future case stronger action may be required; if the facts of the case support the allegation, and the Department Head, or other designated of?cial, believes imposed probation is suf?cient to correct the situation, the employee shall be noti?ed of the decision; or, if the facts of the case support the allegation, but the Department Head, or other designated of?cial. believes imposed probation is not suf?cient to correct the situation, stronger disciplinary action shall be commenced by the Department Head. (4) Notice of Imposed Probation The notice of imposed probation should be in writing, dated. and delivered to the employee. The notice should contain: Nature of the action; Speci?c reason(s) for the imposed probation; References to any discussion(s) held with the employee. including the date, time. and place: The employee's explanation as given during the discussion(s); Conclusions; Warning that future infractions could result in more severe disciplinary action; and, (Q) Where appropriate, recommendations for corrective action. A copy of the imposed probation notice shall be ?led with the Department of Human Resources and placed in the employee's personnel ?le. Rights, privileges, bene?ts as result of Imposed Probation During the term of the imposed probationary period, all paid leave will continue to accrue as provided in Section 10 of this policy. However, the Department Head may deny an employee who is on imposed probation the use of hislher accrued annual. compensatory, or deferred holiday leave. In addition. during the term of an imposed probationary period, the employee is not entitled to a step progression in salary. 1 3-7 At the end of a satisfactory completion of the imposed probationary term, which includes the receipt of a ?satisfactory? or better performance evaluation, the employee shall be considered in good standing with the department and as an employee for the City of Huntsville, and shall be restored to all rights, privileges, and bene?ts helshe had prior to said period of imposed probation; provided, however, the restoration of all rights, privileges, and bene?ts shall not preclude the consideration of the disciplinary action during future promotional processes. Further, the restoration of rights as provided for herein shall not mean that a Department Head is precluded from considering the existence of the imposed probation in future disciplinary actions against the employee. Failure of an empioyee to satisfactorily complete an imposed probationary term may result in more severe disciplinary action, as provided in this Section 13. (D) Suspension for Ten Wontdays or Less An employee may be suspended from duty and pay for a period of time not to exceed ten (10) workdays (or the equivalent thereof) for cause, after notice and a departmental hearing before the Department Head, who may request that other supervisory of?cials participate. (1) Notice of Hearing An employee shall be given advance written notice of a departmental hearing, which shall include the date of the hearing, the grounds for the proposed disciplinary action. and a statement that the employee shall be allowed, during the hearing, to present an oral or written statement in his/her defense. {The employee shall be given at least Menty-four (24) hours advance written notice of the hearing.) A copy of the notice shall be fiied with the Department of Human Resources for placement in the employee's personnel ?le. (2) Hearing The hearing shall be conducted informally before the Department Head, and any supervisory personnel deemed necessary by the Department Head, at the time and place designated in the notice. Any attending of?cials may, at their sole discretion, question the employee. At the hearing, the employee may submit a written response or may respond orally to the allegations of misconduct if the employee presents a written response. a copy of such shall be ?led in the Department of Human Resources for placement in the employee's personnel ?le. Should the employee elect to waive the right to a hearing, such waiver shall be in writing and signed by the employee. Waiver of the right to a hearing, or the failure of the employee to waive hislher right to a hearing. shall not prevent the Department Head from proceeding with appropriate disciplinary action based on the information before him or her. (3) Decision After full consideration of the facts, the Department Head will take one of the following actions: 13-8 if the facts of the case do not support the allegation, the employee shall be noti?ed orally of such decision and advised that the matter is considered closed; if the facts of the case support the allegation, but the Department Head, or other designated of?cial, believes a suspension is not necessary to correct the situation, the Department Head, or other designated of?cial. shall discuss the matter with the employee. During the discussion, the employee shall be reprimanded orally, issued a written reprimand, or placed on imposed probation: and, the employee shall be warned that in any future case, stronger action may be required; to) if the facts of the case support the allegation, and the Department Head, or other designated of?cial. believes a suspension often (10) work days or less is suf?cient to correct the situation, the employee shall be noti?ed of the decision. In addition, such an employee may also be noti?ed that he/she is placed on imposed probation; or, if the facts of the case support the allegation, but the Department Head, or other designated official, believes a suspension of ten (10) work days or less is not suf?cient to correct the situation, stronger disciplinary action shall be commenced by the Department Head. (4) Notice of Suspension The notice of suspension should be in writing, dated, and delivered to the employee. The notice should contain: Nature of the action; Speci?c reason(s) for the suspension; (0) References to any discussions held with the employee, including the date, time, and place; The employee's explanation as given during the discussionis); Conclusions; Warning that future infractions could result in more severe disciplinary action: and (9) Where appropriate, recommendations for corrective action. The effective date of the suspension, shall not be less than seven (7) calendar days after the delivery of the decision by the Department Head. A copy of the suspension notice shall be ?led with the Department of Human Resources and placed in the employee's personnel ?le. (5) Rights, privileges, bene?ts as result of Suspension At the time the suspended employee returns to work, said employee shall be considered in good standing with the department and as an employee for 13-9 the City of Huntsville, and shall be restored to all rights, privileges, and bene?ts hershe had prior to said suspension, subject to the modi?cations of employment based on imposed probation, if applicable. Provided, however, the restoration of all rights, privileges, and bene?ts shall not preclude the consideration of the disciplinary action during future promotional processes. Further, the restoration of rights as provided for herein shall not mean that a Department Head is precluded from considering the existence of the suspension in future disciplinary actions against the employee. (E) Suspension for More than Ten Working Days. Demotion, or Dismissal An employee, for cause, may be suspended without pay for more than ten (10) working days, demoted, or dismissed, after notice and a formal hearing. (This section does not apply to demotions pursuant to Section 9.4 The Department Head shall notify the affected employee in writing of the charges against him/her. A copy of the notice shall be fumrched to the Director of Human Resources. The Director of Human Resources shall cause a hearing date to be set within thirty (30) days before an Impartial Hearing Of?cer selected from a pool of eligible persons designated by the City Council. The affected employee shall be noti?ed in writing of the date, time, and place of the hearing, the charges against himlher, that helshe has the right to representation, and the right to present evidence before the Hearing Officer. The employee shall be given not less than ten (10) days notice of the initial hearing date, time, and place, unless the employee knowingly and willingly waives such notice, in writing. Such waiver is discouraged by this policy and should be permitted only where the notice requirement would work a hardship on the employee. Prior to the scheduled hearing, the Department Head may revise, amend, or withdraw the Request for Fonnai Hearing and, in the case of a revision or amendment, either the Department Head or the employee may request that the Hearing Of?cer continue the hearing to a later date. The Hearing Of?cer has the discretion to grant or deny such a request. In the event of a withdrawal of a Request for a Formal Disciplinary Hearing, the Department Head may reinitiate the action at any time by ?ling a subsequent Request for Formal Disciplinary Hearing with any revisions or amendments deemed appropriate by the Department Head. At a formal hearing, ail testimony shall be given under oath and recorded but not transcribed unless a court of competent jurisdiction orders a review. The recording shall be made under the supervision of the Director of Human Resources. No other tape or video recordings of the hearing will be permitted. The Hearing Of?cer shall carefully consider all testimony, evidence. and exhibits offered in support or denial of such charges, and shall certify a Finding of Facts, in accordance with Section 13.7, to the Director of Human Resources. The Director of Human Resources shall deliver a copy of the certi?ed Finding of Facts to the Department Head and the affected employee. The Mayor or the Department Head shall determine whether the facts, as found by the Hearing Of?cer. are cause for discipline, and shall discipline the affected employee in an appropriate manner consistent with such Finding of Facts; and, when appropriate, consistent with the provisions of Section 18, Drug and Alcohol Policies. in the event that a Department Head recommends termination as the 13-10 disciplinary action, the approval of the Mayor must be obtained. Any disciplinary action imposed, with the reason(s) therefore, shall be in writing and delivered to the affected employee, with a copy delivered to the Director of Human Resources for placement in the employee's personnel ?le. The effective date of a disciplinary action, except for termination, shall not be less than seven (7) calendar days after the delivery of the decision by the Mayor or the Department Head. Such disciplinary action shall be reviewed by the City Council, as soon as is practicable, upon application by the affected employee. The application shall be made in writing to the Director of Human Resources within seven (7) days of the delivery of the decision to the affected employee and shall state the reason(s) the employee believes the disciplinary action taken is inconsistent with the Finding of Facts made by the Hearing Of?cer. Failure of the employee to state said reason(s) shall be a cause for rejection of the appeal. The Director of Human Resources shall immediately notify the President of the City Council when an appeal has been ?led. The City Council shall notify the Director of Human Resources of the date, time, and place set for the review hearing. The Director of Human Resources shall then notify the affected employee and hisiher Department Head of same. The employee shall acknowledge, in writing, receipt of the notice to the Director of Human Resources on a form provided by the Director of Human Resources. If all City Council members are not present on the date and time scheduled for the hearing, the employee or Department Head shall, upon request, be entitled to a continuance until such time as all City Council members are present. At the time and place scheduled for the hearing, the City Council shall consider such proof and argument presented by the parties as to whether the disciplinary action Is inconsistent with the Finding of Facts as certi?ed by the Hearing Of?cer. The certi?ed Finding of Facts made by the Hearing Officer shall be accepted by the City Council as being true and accurate. The City Council shall render a decision within thirty (30) days after the hearing. The City Council may af?rm or alter, either by imposing greatm or lesser degree of discipline upon the employee, the disciplinary action taken against the employee. In order to alter the disciplinary action taken, a majority of those members elected to the City Council must be reasonably satis?ed from the evidence presented that such action was not appropriate. If the City Council is unable, by a majority of those members elected to the City Council, to alter the disciplinary action taken, then the decision of the Department Head or the Mayor regarding the disciplinary action shall stand unmodi?ed. 13.7 HEARING OFFICER RESPONSIBILITIES The City of Huntsville shall use local attorneys licensed to practice law in the State of Alabama as Hearing Of?cers in formal disciplinary proceedings. No person shall participate as the Hearing Of?cer in any matter if such attorney has personal or ?nancial interest therein. The Hearing Of?cer shall hear evidence presented in support or denial of the charges against the employee subject to disciplinary action, and render a certi?ed Finding of Facts regarding the speci?c charges, within ten (10) calendar days, to the Director of Human Resources. Failure of the Hearing Of?cer to submit the Finding of Facts within the prescribed time shall not affect the outcome of the disciplinary action nor confer on the employee the right to 13-11 invalidate any disciplinary action. The Hearing Of?cer shall decide issues of fact, only. The Hearing Of?cer shall not determine if the facts, as found by such Hearing Of?cer, constitute a violation or violations of the policies contained in this manual. The Hearing Of?cer shall not determine if the ?ndings are cause for discipline or the degree of discipline, if discipline is warranted. 13.8 REQUEST FOR RECONSIDERATION Within three (3) business days from the receipt of the Finding of Facts, the affected employee or the Department Head may submit to the Director of Human Resources a written request for a reconsideration based upon alleged errors in the Finding of Facts or when it is alleged that the Hearing Of?cer has exceeded hisi?her authority by drawing conclusions as to the disciplinary violation(s) or outcome. The request shall state with speci?city the basis for the request and, if a factual error is alleged shall limit discussion to evidence presented at the formal hearing. The non-requesting party may submit a response. to the Director of Human Resources. to the request within two (2) business days of receipt. The Director of Human Resources shall toward both the request for reconsideration and any response thereto to the Hearing Of?cer. It shall be the sole discretion of the Hearing Of?cer whether to modify the Finding of Facts based on the request and any response to such request. 13.9 EMPLOYEE REPRESENTATION DURING DEPARTMENTAL HEARING During the informal departmental hearing, an empioyee is permitted to have a licensed attorney andlor a consultant present and to confer with such licensed attomey andlor consultant. However. the employee?s licensed attorney andlor consultant will not be permitted to participate directly in the proceedings. 13.1 0 ADMINISTRATIVE PROCEDURE All hearings shall be conducted in an orderly manner to ascertain all relevant facts within a reasonable period of time. while according fairness and impartiality to all parties. Testimony before the Hearing Of?cer and City Council shall be given under path. The Hearing Of?cer shall preside over the hearing before himfher. The President or President Pro Tem of the City Council shall preside over hearings before the City Council. The City Council shall retain legal counsel, independent of the City Attorney's Of?ce. to advise it in these regards. No person so retained shall serve as legal counsel to the City Council in any matter if such person has a personal or ?nancial interest therein. or if such person has a con?ict of interest with the City Council or the City of Huntsville. In hearings before the Hearing Of?cer, the burden of proof shall be on the party ?ling the charges. In hearings before the City Council the burden of proof shall be on the employee requesting the review of the disciplinary action. The burden of proof standard to be used by the Hearing Of?cer is that of substantial legal evidence, which is de?ned as relevant evidence that a reasonable mind would view as suf?cient to support a deterrninaticn. (A) The order of presentation of evidence at the hearing before the Hearing Of?cer shall be as follows: (1) Opening statement of the Department Head. or hisiher representative of choice, presenting the charges against the employee; 13?12 (2) Opening statement of the employee, or hisfher representative of choice, against whom charges have been ?led; (3) Evidence and testimony presented on behalf of the Department Head with cross-examination by the employee, or hislher representative of choice; (4) Evidence and testimony presented on behalf of the employee with cross-examination by the Department Head, or hislher representative of choice; (5) Rebuttal evidence and testimony presented on behalf of the Department Head with cross-examination by the employee. or hislher representative of choice. Rebuttal evidence and testimony may only address issues raised by the employee in the presentation of evidence, and may not be used to raise any new issue before the Hearing Officer; (6) Closing remarks by the Department Head. or hislher representative of choice; and, (7) Closing remarks by the employee, or hisfher representative of choice. The parties may waive opening and closing remarks. (B) The order of presentation before the City Council shall be as follows: (1) Brief statement by the employee, or hisfher representative of choice, as to why the disciplinary action taken against such employee is inconsistent with the Finding of Facts made by the Hearing Of?cer; (2) Brief statement by the Department Head, or hisfher representative of choice, in rebuttal thereto: (3) Evidence and testimony presented on behalf of the employee related solely to the issue of whether or not the disciplinary action taken against such employee is inconsistent with the Finding of Facts made by the Hearing Of?cer. No evidence or testimony shall be presented by the employee, or his/her representative of choice, which relates to, or is connected in any way with, the facts which were, or should have been, presented at the hearing before the Hearing Of?cer; (4) Cross-unmination by the Department Head, or hismer representative of choice; (5) Evidence and testimony presented by the Department Head, or hisrher representative of choice. which is subject to the same restrictions and limitations as set forth in (3) above; (6) Cross-examination by the employee, or hisfher representative of choice; (7) Rebuttal evidence and testimony presented on behalf of the employee with cross-examination by the Department Head, or hisfher representative of choice. Rebuttal evidence and testimony may only address matters raised by the Department Head, or hisrher representative of choice, in the 13?13 presentation of evidence permitted under this section, and may not be used to raise any new matters before the City Council; (8) Closing remarks by the employee, or hisrher representative of choice; and, Closing remarks by the Department Head, or hisfher representative of choice. The parties may waive opening and closing remarks. (0) The following administrative rules shall apply to hearings before the Hearing Of?cer andior before the City Council: (1) Each hearing should begin with an explanation of the order of presentation. as hereinabove set forth: (2) The employee is permitted to have a licensed attorney another individual present and to consult with both individuals. However, only one of the individuals will be permitted to participate directly in the proceedings as the employee's representative of choice Such individual(s) will serve at the employee?s own expense and such individuaKs) may not act as a witness for the employee; (3) If the employee intends to be represented by or consult with a licensed attorney andlor another individual at the hearing before the Hearing Of?cer, then heishe shall provide written notice of such. including the name of the attorney andfor the other individual, to the Department of Human Resources, at least ?ve (5) working days prior to the hearing date. Failure to provide the written notice within the required time frame shall result in a forfeiture of the employee's right to a representative andicr consultant; (4) if the employee intends to be represented by or consult with a licensed attorney andror another individual at the hearing before the City Council, then hefshe shall provide written notice of such, Including the name of the attorney and/or the other individual, to the President (or President Pro Tern, in the absence of the President) of the City Council, at least ?ve (5) working days prior to the hearing date. Fallure to provide the written notice within the required time frame shall result in a forfeiture of the employee's right to a representative andlor consultant; (5) The Department Head may be represented by a member of the City Attorney's staff andlor a representative of choice. However, the Department Head shall be present at ail hearings before the City Council. The Department Head shall be present unless a waiver of attendance is granted by the President (or President Pro?Tam, in the absence of the President) of the City Council upon request; (6) The employee may compel the attendance of any City employee as a witness at the hearing before the Hearing Of?cer by requesting such attendance through the Department of Human Resources, in wrlting, at least ?ve (5) working days prior to the hearing date; 13-14 (7) The employee may compel the attendance of any City employee as a witness at the hearing before the City Council, subject to the limitation of this section, by requesting such attendance through the President (or President Pro-Tam, in absence of the President) of the City Council, in writing, at least ?ve (5) working days prior to the hearing date; (8) At the request of the Department Head, the Hearing Of?cer, or the attorney for the City Council, the Hearing Of?cer or the attorney for the City Council may require the employee to show cause as to the need for the witnesses requested by such employee. At such show cause hearing, the Department Head may appear through a representative. The employee is required to attend the show cause hearing: and, in the event the employee falls to attend the show cause hearing, the employee?s requests for witnesses are deemed to be automatically withdrawn. At the show cause hearing. the employee may present argument as to why a witness' presence is necessary at the hearing. None of the witnesses requested by the employee are required to be present at the show cause hearing. and such witnesses, if they do appear, shall not be compensated by the City of Huntsville for their attendance at the show cause hearing. if, in the opinion of the Hearing Of?cer or the attorney representing the City Council, as appropriate, presence of a requested witness is not required, then such witness may be dismissed by the Hearing Of?cer or the attorney for the City Council, as appropriate. prior to the disciplinary hearing. if there is insuf?cient time to conduct a show cause hearing between the date the employee's notice of requested witnesses is received and the date of the disciplinary hearing before the Hearing Of?cer or the City Council, as appropriate, then the disciplinary hearing may be rescheduled by the Hearing Of?cer or the attorney for the City Council, as appropriate, at the request of either party to the disciplinary proceedings; (9) Legal rules of evidence shall not be strictly applied to any hearing under this section; however, the presiding of?cer at any hearing hereunder may, in hisiher discretion, exclude any evidence which heishe deems to be irrelevant to the issues before the hearing body: (10) Any documents or written evidence must be either certi?ed by an appropriate of?cial or veri?ed by testimony of a person with actual knowledge of the authenticity of the document or written evidence. However, the parties are encouraged to agree in advance to the authenticity of documents or written evidence where possible, to conserve time at the hearing and so as not to require the attendance of otherwise unnecessary witnesses at the hearing; (11) Requests for postponement or continuances of hearings must be for good cause shown and approved by the presiding of?cer; (12) The appearance of the employee shall be required at the hearing before the Hearing Of?cer and the City Council. Failure of the employee to appear before the Hearing Of?cer shall be treated as an admission by the employee that hefshe is guilty of the charges against him/her. If the employee fails to make an appearance in a hearing before the City Council, 13-15 then such failure to appear shall be deemed an automatic withdrawal of the application for review; (13) Decisions of the presiding of?cer concerning the conduct of the hearing shall be ?nal; (14) The order of presentation set forth for hearings before the Hearing Of?cer and the City Council may be review by the presiding of?cer with the consent of the parties in the case; (15) Except as protected by hisfher Fifth Amendment rights. an employee's failure to respond to an inquiry or investigation or to teetify at the request of the Department Head may result in further disciplinary action. in the event the employee that is the subject of disciplinary proceedings invokes hisiher Fifth Amendment rights as to any material issue, the presiding of?cial may consider the invocation in making hisfher determination; and, (16) Any hearing under this section may be closed to the public at any time at the request of the Hearing Of?cer, or any party involved. except that a hearing before the City Council may be closed to the public only as provided under Section Code of Alabama (1975). as amended (the "Sunshine Law"). 13-16 Appendix 101-26 BIAS BASED PROFILING 1. PURPOSE: The purpose of this policy is to reaf?rm this department?s commitment to unbiased policing and clarify the circumstances in which race can be used as a factor to establish reasonable suspicion or probable cause. It will also reinforce procedures that assure the public we are providing service and enforcing laws in a fair and equitable manner. 2. POLICY: All investigative detentions, traf?c stops, arrests, searches and seizures of property and forfeiture efforts by of?cers will be based on a standard of reasonable suspicion or probable cause as required by the Fourth Amendment to the U.S. Constitution and statutory authority. Of?cers must be able to articulate speci?c facts, circumstances and conclusions which support probable cause or reasonable suspicion for an arrest, traf?c step or investigative detention. Except as provided below, of?cers shall not consider race, ethnicity, gender, sexual orientation, religion, economic status, age, cultural group or any other identi?able group in establishing either reasonable suspicion or probable cause. Of?cers may take into account the reported race, ethnicity, gender, sexual orientation, religion, economic status, age, cultural group or any o?ier identi?able group of a speci?c suspect or suspects based on locally-relevant information that, upon investigation, may connect or disconnect a person or person(s) of a speci?c race to a particular criminal incident or link a speci?c series of crimes in an area to a group of individuals of a particular racelethnicity. 3. SCOPE: This directive is applicable to all personnel. 4. RESPONSIBILITY: It shall be the responsibility of all personnel employed by the Huntsville Police Department to comply with this directive. S. A. BIAS BASED PROFILING Any police initiated action that relies on race, ethnicity, or national origin rather than the behavior of an individual or information that leads the police to a particular individual who has been identi?ed as being, or having been, engaged in criminal activity. B. REASONABLE SUSPICION Also known as articulable snapicion. Suspicion that is more than a mere hunch. It is based on a set of articulable facts and circumstances that would warrant a person of reasonable caution to believe that an in?'action of the law has been committed, is about to be committed, or is in the process of being committed by the person or persons under suspicion. This can be APPENDIX based on the observation of a police officer Combined with his or her training and experience, andfor reliable information received ?'om credible outside sources. 6. PROCEDURES A. Except as provided above, no person shall be singled out or otherwise treated differently because of his/her race, ethnicity, gender, sexual orientation, religion, economic status, age, cultural group or any other identi?able group. In an effort to prevent perceptions of" bias based pro?ling, of?cers shall consider the following guidelines when conducting pedestrian and vehicle stops. 1. Be courteous, polite and professional. 2. Introduce him/herself and ask for driver?s license or other forms of identi?cation. Explain to the citizen the reason for the stop as soon as practical, unless providing this information will compromise the safety of of?cers or other persons. In vehicle stops, we generally requth the driver?s license and registration prior to providing the reason for the stop. 3. Ensure that the length of the detention is no longer than necessary to take appropriate action for the known or suspected offense. 4. Answer any questions the citizen may have, including explaining options for the disposition of? the traf?c citation, if relevant. 5. Provide hisfher name and badge number when requested. 6. Explain to the citizen the circumstances when it is determined that the reasonable suspicions were unfounded after a BOLO stop). TRAINING: This department has and will continue to train all sworn personnel in proactive enforcement tactics. Academy cadets and current sworn of?cers receive instructions in of?cer safety, courtesy, cultural diversity, laws governing search and seizure, Safe and Legal Tra?ic Stops (SALTS), interpersonal communications and other related topics. Future cadets and current of?cers will continue to receive similar training and periodic ref'reshers. These training programs will also emphasize the need to respect the rights of all citizens to be free from unreasonable police actions. ADMINISTRATIVE OVERSIGHT 1. ANNUAL ADMINISTRATIVE REVIEW: The Director of Internal Affairs will ensure that a documented annual administrative review is conducted on bias based pro?ling issues. The administrative review shall include a review of this policy, the agency?s practices and related training. The review may include, as appropriate and available, information derived from Internal Affairs complaints, disciplinary actions, Community Resource Of?cers and citizen surveys. The review will cover the previous calendar year and will be forwarded to the Chief of Police. 2. ONGOING REVIEW: All supervisory personnel shall ensure that their subordinates are familiar and in compliance with this policy. All supervisory personnel will provide ongoing and consistent supervisory oversight to ensure that of?cers do not go beyond the boundaries of reasonableness in the performance of their duties. 7. POLICY VIOLATION: Violations of this Written Directive will result in progressive discipline and ior remedial training. Appendix Introduced 3/9/12 Adopted 8/23/12 ORDINBNCI NO. 12-681 ORDINANCE ESTABLISHING THE HUNTSVILLE POLICE CITIZENS ADVISORY COUNCIL BE IT ORDAINED by the City Council of the City of Huntsville, Alabama, that Ordinance No. 10?361 is hereby amended as follows: Section 1. Section 5 of Ordinance No. 10-361 is amended to read as follows: ?Section 5. MEMBERSHIP: A. The HPCAC shall be comprised of citizens who are concerned about police and community relations, and who are sensitive to community needs and perceptions. B. HPCAC members shall represent the community at large. C. HPCAC members must be citizens of Huntsville with no criminal background. D. The HPCAC shall be made up of ten members. The members shall be appointed as follows: two by the Mayor (one from the Human Relations Commission and one at large), three by the Chief of Police (at large, at least one of whom must be of Hispanic origin) and one by each member of the City Council. Each appointee will serve a two year term. E. Members must demonstrate a willingness to commit themselves to community service for at least two years and conduct themselves in a manner consistent with the HPCAC's purpose. F. The HPCAC shall elect a Chairman, Vice-Chairman, and Secretary in the first meeting of the year to serve a one- year term." Section 2. Section 11. 0f Ordinance No. 10-361 is hereby amended to read as follows: ?Section 11. QUORUM: A majority of the members of the Huntsville Police Citizens Advisory Council shall constitute a quorum for the purpose of meeting or conducting business of the Huntsville Police Citizens Advisory Council.? Section 3. Except as provided herein, Ordinance No. 10-361 shall remain in full force and effect. ?an President of he hit? Council of the City of Huntsville, Alabama ADOPTED this the give day of Ausust . . - APPROVED this the 23rd day of August Mayor of . Huntsville, Alabama . 2012. Appendix ARTICLE XI. POLICE CITIZENS ADVISORY COUNCIL Footnoms: (24) .. Editor's note-? 0rd. No. 10-361, 1-42, adopted June 10, 2010, was included as Art. Xi. 2-213 1?2-2142 at the discretion of the editor: Sec. 2-2131. - Establishment. The re is hereby established within the City of Huntsville. Alabama. an advisory council to be known as the Huntsville Police Citizens Advisory Council (HPCAC) of Huntsville. Alabama. (0rd. No. 10-361. 5 1. 6-10-2010) Sec. 2?2132. - Purpose. To promote productive police and community interaction by assisting the police in achieving a greater understanding of the nature and causes of complex community problems in the areas of diversity and human relations. To provide an effective organization that will address the concerns of the community by promoting cooperative citizen-police programs and approaches to the solutions of community crime. The HPCAC advocates the principle that the administration of justice requires total community involvement and personal responsibility. To recommend procedures. programs. or legislation to improve the ef?ciency and effectiveness of the police department and to enhance cooperation among citizens of the community and the police. To keep the chief of police apprised of actions taken by the department which create comm unity concern or controversy. The chief of police will notify the mayor and city council of these actions as needed. is) To strengthen bonds between the police department and the community. thereby ensuring equal protection and service for all citizens. (Ord. No. 10-361. 5 2. 6402010) Sec. 2-2133. - Role. The HPCAC will serve in an advisory capacity to the police department regarding issues aboutblank APPENDIX 7407/2020 relevant to police and community relations including. but not limited to: (1) Police services. both crime related and non?crime related: (2) Training. including diversity training, and employment (both civilian and sworn personnel) including recruiting, hiring, ?ring. and promotional practices: (3) Agency objectives. problems and successes; Development of agency programs and policies: and Actions. philosophies. behaviors and practices that contribute to community tensions. grievances. and complaints. (0rd. No. 10-361. 5 3. 6-10-2010) Sec. 2-2134. - Responsibilities. (C) ii) To meet on a regularly scheduled basis with representatives of the police department or when meetings are deemed necessary either by the HPCAC chairman or the chief of police. To actively seek better police and community relations. To provide communication between the police department and the community regarding: (1) issues and concerns expressed by citizens that have been presented to individual members of the HFCAC. a police of?cer. or brought before the HPCAC during a scheduled meeting. (2) Actions taken by the department that should be understood by the public at large. To aide police in identifying trouble areas requiring special police or other governmental actions. To educate citizens with regard to police responsibilities and limitations. To provide opportunity for the development of mutual understanding and respect between citizens and the police. (Ord. No. 10-361. 4. 6-10-2010) Sec. 2-2135. - Membership. aboutblank 7/27/2020 (C) The HPCAC shall be comprised of citizens who are concerned about police and community relations, and who are sensitive to community needs and perceptions. HPCAC members shall represent the community at large. HPCAC members must be citizens of Huntsville with no criminal background. The HPCAC shall be made up of ten members. The members shall be appointed as follows: two by the mayor (one from the human relations commission and one at large), three by the chief of police (at large. at least one of whom must be of Hispanic origin) and one by each member of the city council. Each appointee will serve a two?year term. Members must demonstrate a willingness to commit themselves to community service for at least two years and conduct themselves in a manner consistent with the HPCAC's purpose. The HPCAC shall elect a chairman, vice-chairman. and secretary in the ?rst meeting of the year to serve a one-year term. {Ord. No. 10-361, 5. NO. m. 5 1. 3-23-2012) Sec. 2-2136. - Meetings. (C) (B) All meetings shall be held in a public forum and announced in advance. However, closed meetings may be conducted as permitted under the Alabama Sunshine Laws. The HPCAC will meet on a quarterly basis or as needed. to be determined by the chairman and the chief of police- All requests for information regarding the police department will be forwarded to the chief of police. The HPCAC will address concerns which may require action outside the scope of the police department's authority by forwarding recommendations to the mayor and city council for action. Problems or concerns that can be addressed by the police department shall be forwarded to the chief of police. (Ord. No. 10-361, 6, 6-1 0?201 0) Sec. 2-2137. Duties of HPCAC of?cers. aboutblank 707(2020 Chairman. The chairman shall preside over all meetings of the HPCAC. The chairman will forward all written communications from the HPCAC to the chief of police, the mayor. or the city council. lice-chairman. The vice-chairman shall preside in the absence or inability of the chairman, or when requested to do so by the chairman. especially during the period of training. Secraragr. (1) The secretary shall record the minutes of all HPCAC meetings. (2) Minutes shall be made available to all members on or before the next scheduled meeting. (3) Notices shall be sent to all members reminding them of HPCAC meetings (dates. times. and locations). (4) The secretary may make a tape or other recording of the meetings. but the of?cial minutes shall serve as the permanent record for the meeting. (Ord. No. 10-361. 7, 6-10-2010) Sec. 2-2138. - Attendance. Members are expected to attend meetings regularly: however, there might be an urgent need or special reason for not attending and. therefore. noti?cation of absence shall be given to the chairman. Any member missing three consecutive meetings shall be replaced by the appropriate appointing authority. (0rd. No. 10-361, 5 8. 6-10-2010) Sec. 2-2139. - Resignation. if an occasion arises where a member can no longer ful?ll his or her duties, the member should submit a letter of resignation to the appointing authority. It will be the responsibility of the original appointing authority to appoint a replacement to complete the unexpired term. (0rd. NO. 10-361. 5 9, 6-10-2010) Sec. 2-2140. - Voting. aboutblank 7/27/2 020 All members of the Huntsville Police Citizens Advisory Council have the privilege of voting on issues presented and may have the courtesy of the ?oor for discussions as designated by the chairman. (Ord. No. 10-361, 10, 6-10-2010] Sec. 2-2141. - Quorum. A majority of the members of the Huntsville Police Citizens Advisory Council shall constitute a quorum for the purpose of meeting or conducting business of the Huntsville Police Citizens Advisory Council. (Ord. No. 10-361, 5 11. 6-10-2010; Ord. No. 12-681 5 2, 8-23-2012) Sec. 2-2142. - No authority to obligate city. The Huntsville Police Citizens Advisory Council shall have no authority to obligate the ?nances of the City of Huntsville, Alabama. or to otherwise impose any legal obligation upon the City of Huntsville, Alabama. (0rd. NO. 10-361, 12' 6-10?2010) about:blank 7/27/2020