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Santa Rosa Piner High School’s Uniformed Resource Officers Not Your Typical Police

By Press Democrat

Santa Rosa Police Officer Amanda Cincera jokes with junior Brian Villanueva at Piner High School, in Santa Rosa, on Thursday, October 29, 2015. Officer Cincera is the school resource officer at Piner.(Christopher Chung/ The Press Democrat)
Santa Rosa Police Officer Amanda Cincera jokes with junior Brian Villanueva at Piner High School, in Santa Rosa, on Thursday, October 29, 2015. Officer Cincera is the school resource officer at Piner.(Christopher Chung/ The Press Democrat)

Staff Writer Julie Johnson

Piner High School students streamed by Santa Rosa Police Officer Amanda Cincera on Thursday while the uniformed school resource officer stood in a central open air courtyard during lunch as music pumped from a stereo.

A girl walked by and waved — “Hi, Officer Cincera!” They exchanged a few laughs as the student continued on to class.

The moment passed and would be unremarkable, apart from the fact that Cincera had arrested the teen three times for fights and hanging out with gang members, in violation of probation rules that prohibit her from doing so. The series of events brought Cincera, 41, and the teen closer together.

“Those are the kids I think we can help,” Cincera said, noting that she’s seen the girl make positive progress after her arrests. “She tried out for the volleyball team; isn’t that amazing?”

Cincera’s dealings on Piner’s campus Thursday were a study in contrast to a video of a classroom arrest in South Carolina that has gone viral, sparking a national conversation about police presence at schools.

The video depicts a white sheriff’s deputy flipping a black female student at Spring Valley High School in Columbia, S.C., out of her classroom desk, then dragging and throwing her across the floor.

A fellow student took video of the incident on a cellphone. The footage has spread widely and called into question the role of police in noncriminal school disciplinary matters.

The deputy had been called to the room by school staff because the girl apparently refused to stop using her phone. The deputy, Ben Fields, was fired after county officials determined his actions were improper.

Santa Rosa Police Officer Amanda Cincera, right, works with assistant principal Andrea Correia in following up on a welfare check on Jasmine Phillips at Piner High School, in Santa Rosa, on Thursday, October 29, 2015. Officer Cincera is the school resource officer at Piner.(Christopher Chung/ The Press Democrat)
Santa Rosa Police Officer Amanda Cincera, right, works with assistant principal Andrea Correia in following up on a welfare check on Jasmine Phillips at Piner High School, in Santa Rosa, on Thursday, October 29, 2015. Officer Cincera is the school resource officer at Piner.(Christopher Chung/ The Press Democrat)

All Piner High School students asked about the video on campus Thursday said they had seen it on TV or Facebook.

“It was crazy,” said 16-year-old junior Daisha Moeai, who was sitting outside on a bench, waiting to retake an Algebra II test during a free period.

Moeai said she’s had few interactions with police but has a positive view of having an officer on campus.

“To me, I think it was racist and over there they have that,” she said, referring to the South’s long history of racial strife.

Around the corner behind a set of lockers, a 15-year-old named John stood with a group of fellow juniors.

“It’s f-ed up,” he said of the video.

John said that because he’s been arrested at school for marijuana possession, he does not like police and would prefer that an officer were not at school. The Press Democrat is withholding John’s last name because he has a juvenile criminal record.

“But some cops are cool,” he said.

While waiting for a ride home, Miguel Gonzalez, a 16-year-old sophomore, said he believes Cincera’s presence on campus prevents fights and other problems and he makes a point to say hello to her. Gonzalez said he’s never seen an encounter between police and a student like the one portrayed in the video.

“That’s, like, him abusing his power. He could have been calmer,” Gonzalez said. “I think that was a unique situation.”

Santa Rosa Police Officer Amanda Cincera looks at where freshman Fatima Contreras was recently injured during a physical education class, at Piner High School in Santa Rosa, on Thursday, October 29, 2015. Officer Cincera is the school resource officer at Piner.(Christopher Chung/ The Press Democrat)
Santa Rosa Police Officer Amanda Cincera looks at where freshman Fatima Contreras was recently injured during a physical education class, at Piner High School in Santa Rosa, on Thursday, October 29, 2015. Officer Cincera is the school resource officer at Piner.(Christopher Chung/ The Press Democrat)

Somewhere between 10,000 and 15,000 law enforcement officers work in schools across the country, according to the National Association of School Resource Officers. The Alabama-based group has about 4,200 members and provides training for police heading into schools.

Santa Rosa police officers have been stationed at high school campuses off and on for at least two decades, with school liaison officers rotating through campuses or assigned to one depending on budgets and staffing. For at least six years, the Police Department has assigned one officer to each of the city’s five high school campuses.

Lt. Ron Nelson, who supervises the city’s school resource officers, said the job of an officer is the same on the street or at a school: Build relationships and enforce the law.

“It’s all one and the same. The policy doesn’t change; the concept of escalation and de-escalation remains the same,” Nelson said. “The overriding philosophy is that you’re only supposed to use force necessary to overcome resistance to effect an arrest.”

Santa Rosa officers attend a weeklong training held by the resource officers association before working in schools, Nelson said. He said he also took the training to learn about the work his officers do.

Although the principles of policing are the same, officers are taught to incorporate what they know about a person’s state of mind. For teenagers, that involves a still-developing brain.

“They spent a good deal of time on the physiology of the teen brain and how it’s not fully mature until age 21,” Nelson said. “Cognitive reasoning just isn’t there, and that’s why teens sometimes do goofy stuff.”

School resource officers start each day at the station with an early morning briefing before they fan out to their respective campuses. It’s a special assignment that gives the officers wide berth to craft the day as it evolves, depending on what issues surface.

Cincera had just barely sat down in her small, windowless office at Piner High on Thursday morning when she saw a student walk past and waved her inside.

Cincera shut the door and spent more than a half-hour talking with the teen. The student, a junior, talked through her difficult home situation, at times in tears, and tough decisions she’s facing about whether to seek emancipation from her parents.

“I know you; I know when you set your mind to do something you will do it,” Cincera said. “I just think you need to come up with a plan.”

By the end of the conversation, the girl was smiling and had a list of things to consider and do in her mind as she walked out the door.

Pinned to the wall of Cincera’s office is a panoramic image of Piner’s Class of 1992 — Cincera’s graduating class. Cincera said she became a police officer because of interactions she had with a school resource officer in the late 1990s when she worked in juvenile probation, and working in schools was her goal.

Cincera then was called across the hall into the office of Assistant Principal Amanda Correia, who was speaking with a father of a student who was missing.

“I last saw him yesterday at 7 o’clock in the morning, before school,” the man said. “I just want to know he’s OK.”

They pulled up the student’s Facebook page, looking for clues, and Cincera and Correia discussed tracking down the boy’s friends to find out what they knew about his whereabouts.

By noon, Cincera had consoled and consulted on a variety of issues, from missing students to marijuana possession.

She talked with Assistant Principal Ryan Thompson about a male student who was reportedly harassing a girl, who had asked school staff for help curbing his advances. Cincera recommended they write up a behavior contract with the student to set clear expectations for him and give him the opportunity to stop.

Back in the courtyard, Cincera took note of a group of boys.

“That’s a lot of blue,” she said under her breath, referring to the color associated with sureño gangs.

Cincera was standing at that very spot last school year when a girl came up to her and confided that she had been molested. Cincera said that over the four years she’s worked at Piner, six girls have made similar disclosures. Some have led to investigations, and in one case, the suspected perpetrator was arrested and currently is facing trial.

“Our title is school resource officer, and that’s genuinely what I want to be: a resource,” she said. “There are many days I don’t arrest anyone. I’m just counseling them, talking to them.”

You can reach Staff Writer Julie Johnson at 521-5220 or julie.johnson@pressdemocrat.com. On Twitter @jjpressdem.

 

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Ramblings, Supervisors, part 2 of 3

By Hal Collier, LAPD Retired

We are happy that 35-year veteran Hal Collier is sharing his ‘stories behind the badge’ with us.

 

Again, these are my suggestions on what makes a good supervisor and they certainly don’t reflect the opinions of the LAPD.

 

I use to think that the LAPD needed a promotion tree with two forks.  One tree fork was for the building boys who promote, they can stay inside and read and write policy books. That’s fine, if that’s your wish. The second tree fork was for street cops who had experience in patrol and knew what worked regardless of what the psychologists said. I once expressed my two forked tree theory and found myself peeing in a cup and taking a Rorschach exam. After that I kept my opinions to myself, my first step in being a good supervisor.

 

“I’d like to intervene, but I haven’t completed the appropriate paperwork.”

A good supervisor also needs to have a good working knowledge of the department rules. The LAPD manual has so many rules and regulations that you never can know them all but know the ones that apply to field situations. Only a building boy will care how many copies of a LAPD form 15.7 are needed. That’s because they ask those kind of questions on the promotional exams. This will save you and your officers from complaints or worse yet, termination and jail!

 

One of my pet peeves was sergeants who were never in the field. I remember one sergeant who was always downtown at headquarters looking for a job to get out of patrol. The officers knew where the sergeants were and what they were doing, most of the time. If the cops have mischief in mind, they don’t worry about being caught. If the sergeant is in the field, they might have second thoughts about bending the rules. Sergeants should show up at the routine calls once in a while. The cops won’t expect you. If they ask why, I would tell them I was bored. You’re also available for help if they want it. But just let them do their job and only step in if they ask or are doing something illegal. 

 

Be fair to everyone! That’s means even if you don’t like them. I once watched the watch commander tell the roll call that there were a few days that we were over deployed and officers could take a day off with their accrued overtime. Right after roll call, an officer walked up to the watch commander (WC) and asked for a day off.  The WC (without even looking at the time book) denied the request. He didn’t like the officer. That WC was not a favorite of the officers or mine either. I hated sergeants that played favorites.

 

Ok, here’s a tricky one. One of my training officers use to keep a log of a sergeant’s misdeeds. You know—date, time, location and the violation of department rules. He called it insurance in case he didn’t want this particular sergeant to write him up for his own violations. If you bend the rules in front of an officer, you are theirs. Trust me, they’ll bring it up when the department is trying to fire them. Drowning rats have no friends. Be on time. I remember one sergeant wanted to write up an officer for being late to roll call. The officer reminded the sergeant that he was late more than he was.

 

I was a new sergeant in Watts and working graveyard. We had long quiet nights and I couldn’t find any of our officers in the division. Having been an occasional member of hitting the hole (sleeping) in Hollywood, I knew what they were doing, I just didn’t know where. One night I was driving down Figueroa in the industrial section of the division. A hot shot call came out and before I could turn around I was almost run over by half the watch. They came from behind a big building. Now here is the dilemma: If I confront the officers and do nothing, I’m an accessory and they have me. If I write them all up, I’ll have no back up. It’s not a major violation and the other seasoned supervisors probably already know about it. I kept my mouth shut and took the information with me when I transferred a few months later. They might have asked me to join them.

Wait, I forgot. I’m not one of them anymore.

 

Next, the last installment!       Hal   

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Timeline: Police Activity Since the Michael Brown ShootingI

I found this on article online and loved it so I’m re-posting. The video files didn’t convert so if you want to see them, go to the website: UniformStories

 Enjoy!
 —Thonie

Timeline: Police Activity Since the Michael Brown Shooting

Written by 

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Guest Post: MPD Chief Edward Flynn: Share my confidence in your police

This article was re-posted by Craig Schwartz, Santa Rosa PD.

By Edward Flynn, Police Chief of the Milwaukee Police Department

 

As we enter the summer of 2015, on the heels of an unusually violent first half of the year in both Milwaukee and many of our peer cities, I write to provide some context that acknowledges the challenges we face, outlines your police department’s ongoing strategies to reduce crime and make our neighborhoods safer, and remind us all of the accomplishments of the men and women of the Milwaukee Police Department.

In a recent conversation covering the evolution of policing in the past 40 years, which covers the arc of my career, there was frustration that the same criticisms being leveled at the police today were being leveled at the police 40 years ago.

This is despite the fact that over the last 40 years, police have advanced and improved more than any other component of local government. We have become more technologically sound, have higher levels of integrity, are more restrained in the use of force, are more integrated, are more educated, are more carefully trained and are more selectively chosen than ever before. Yet we are hearing many of the same criticisms.

Did the police as a national institution fail? My answer is no. The police evolved. Fast enough, far enough, perfectly enough? No. More than the national narrative wants you to believe? Yes.

So why is there so much frustration and confusion? Because it became easy to delegate the social problems of America to the police. Over the past 40 years, there have been massive disinvestments in mental health care, social services for the homeless, for the disadvantaged, for those who are substance abusers. Our police have become the social agency of first resort for the poor, 24 hours a day, seven days a week.

Indeed, if one did not know better, one would think society had decided that no social problem is so complicated that it cannot be cured with more training for the police. That is neither accurate nor sustainable. We throw the young, idealistic, service-minded men and women of policing into a social meat grinder and we expect them to perform perfectly at all times. When they err, we do not treat them like soldiers in Afghanistan making a mistake under pressure; we treat them like criminals. This is wrong.

The code of conduct we adhere to in Milwaukee specifically calls on us to distinguish between mistakes in judgment and acts of malfeasance. We hold ourselves accountable under this code because it is the right way to behave and because if we choose not to hold ourselves accountable when we make mistakes or violate the law, no one will believe us when a bad thing happens despite the lawful and within-policy behavior of our officers.

We are data-driven, which sometimes means our efforts to produce and provide information about crime, safety and police activity in Milwaukee is used against us. We accept that reality, frustrating as it might be. While there is no declaration of victory in policing, those who deny progress and decry reforms do a disservice to the communities they purportedly support and the men and women who have chosen to serve their neighbors as police officers.

What are some of our measurements of accountability?

In 2007, there were nearly 500 citizen complaints filed against department members. Between 2007 and 2014, your officers engaged in nearly 1.5 million citizen contacts as part of their proactive policing work. The professionalism of our officers resulted in a 66% reduction in complaints from 2007 to 2014, from 488 to 168. During the same time frame, we reduced the frequency of our use of force by one quarter.

Since 2007, we have experienced a 24% reduction in Part I crime, which is defined by the FBI and includes homicide, rape, robbery, aggravated assault, burglary, theft, motor vehicle theft and arson. From 2008 through 2014, we averaged 87 homicides per year, compared to an average of 108 homicides per year between 2001 and 2007.

A scientific survey was conducted last year to measure citizen satisfaction with police services, and I have asked for the survey to be repeated annually. What did we learn? Nearly three-quarters of the respondents were satisfied with their police department and 73% were satisfied with our visibility in their own neighborhood. There is room for improvement, and we are dedicated to making that improvement. We will continue to engage residents, neighborhood groups, churches, nonprofits, schools and every level of government agency in our community-based efforts.

While we have seen aggregate improvement in crime over the past seven years, there is a spike in crime. This brings pressure to revert to the failed conventional policies of the past. Why? Because there is nothing safer in government than failing conventionally. We know that if you stick with something innovative and you have a temporary setback, the pressure to go back to the failed, stale policies of the past is overwhelming. I will not do that. We have had measurable success, and we will continue to have success without sacrificing the support of the disadvantaged neighborhoods that rely on their police.

We cannot deny there is a national narrative of negativity regarding race and police, and that negativity — as righteous or exaggerated as it might be — has a detrimental effect on both the morale of our officers and on the perspectives of the public alike.

But the greatest danger to the healthy growth and development of young African-American men in our central cities is being murdered, wounded or maimed by someone who looks just like them. We are committed to dealing with that. We are committed to dealing with it justly. We are committed to doing it in a manner that holds us accountable to our professional standards. At the same time, we are not going to be intimidated into not doing our job.

No agency of government is more accountable for its role in accelerating positive social trends, retarding negative social trends and making a difference in the neighborhoods of a city. We are continuing to engage with neighborhoods to build their ability to advocate for themselves.

All of our officers, upon finishing field training, are strategically assigned to neighborhoods with high rates of violence in order to provide a strong and accessible police presence. We are continuing to use data to guide our deployments and we have launched a visible, enforcement-oriented presence in our high-crash areas to reduce the sharp increase in injuries and deaths we have experienced this year.

I am proud of this department and I am proud of the progress it has made. I have seen the work your officers perform. I have seen the pressures under which they operate. I have been at the scenes of terrible incidents where they are exposed to the worst human conduct imaginable, and I have watched them maintain their dignity, calmness and professionalism. I have proudly presented them with hundreds of medals for heroism, valor, lifesaving and restraint. And while I sometimes fear my pride in them comes across as arrogance, I am confident our continued work with the people we swore to protect is worthy of their support and esteem.

I am proud to serve this agency and this city, and I invite you to share my confidence in your police.

Edward Flynn is chief of the Milwaukee Police Department.

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Craig Schwartz: Close to Home: Warrior or Guardian?

BY CRAIG SCHWARTZ

CAPT. CRAIG SCHWARTZ IS IN THE SPECIAL SERVICES DIVISION OF THE SANTA ROSA POLICE DEPARTMENT.

August 29, 2015, 12:05AM

Captain Craig Schwartz of the Santa Rosa Police Department
Captain Craig Schwartz of the Santa Rosa Police Department

There has been a great deal of debate across our country lately about whether law enforcement officers should adopt a warrior or guardian mindset.

The issue featured prominently in the report by the President’s Commission on 21st Century Policing. One of the first recommendations in that report says that law enforcement culture should embrace a guardian mindset to build public trust and legitimacy. The recommendation also states that agencies should adopt procedural justice as a guiding principle for our interactions with the public.

The Santa Rosa Police Department recently sent officers to a “train the trainer” course for procedural justice and will be training the whole department in the topic over the coming year. The tenets of procedural justice are nothing new to the department, but this training will enhance our current practices and performance.

One of the panelists on the President’s Commission described warriors as soldiers whose mission is to conquer, to follow set rules of engagement and obey orders. The same panelist defined guardians as protectors who must make independent decisions and operate with evolving rules of engagement. I understand the points this person is making and also disagree with some of the characterizations she uses to distinguish warriors and guardians.

Law enforcement is a complex profession that requires a difficult balance between caution and openness. Officers must treat people with respect and dignity and avoid acting so we are seen as an outside, occupying force. We need to be a part of our communities. At the same time, peace officers must always be prepared to use force when necessary.

In the decade between 2004 and 2013, American law enforcement officers were assaulted an average of approximately 59,000 times each year. These statistics show one major difference between law enforcement and most other professions. Many jobs are dangerous, but few come with the expectation that people will intentionally try to hurt you.

I was always taught that a good police officer should maintain a warrior mindset. Being thought of as a warrior was an honor. That said, I don’t see much difference between a warrior and a guardian. To me, a warrior is someone who perseveres in difficult times and stands up for what is right.

A warrior sacrifices his or her time, sweat and, if necessary, blood to do what is right. A warrior, like a guardian, protects others and defends ideals. In our case, those ideals are the Constitution and the laws of our city, state and nation.

The warrior I see does not seek to fight because fights are ugly and scary. People get hurt, and a warrior neither wishes for injury nor does he or she look forward to hurting others. When required, however, warriors and guardians both will fight to defend themselves, protect others or uphold the law. I have never considered a warrior to be an oppressor or conqueror who follows orders without independent thought. In fact, I think history shows that our warriors and guardians, whether in the military or law enforcement, are at their best when they have the ability to both follow orders and exercise appropriate discretion and independent decision-making. I believe a guardian and warrior share the same qualities, so the argument about which mindset to adopt in policing is just a question of semantics to me.

Call us warriors or call us guardians. I know that a good peace officer is both, because even guardians will need to be warriors in those times when de-escalation fails and we have to use force. Our task and our pledge is to use that force lawfully, reasonably and only when necessary.

–Capt. Craig Schwartz

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RIP Folsom PD Police Horse

We’ve said good-bye to many law enforcement professionals recently, three this week alone. Now it’s time to honor another LE professional-Dunbar, the Folsom PD horse. This post is from the Sacramento Bee newspaper.
–Thonie
Read more here: http://www.sacbee.com/news/local/crime/article27982012.html#storylink=cpy
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NYPD’s Bratton Highlights Plan to Reinvent Policing

I’d love to hear your thoughts about Bratton’s ideas. Use the comments box below. 

 –Thonie

By Leischen Stelter, editor of In Public Safety

 

At the New York State Association of Chiefs of Police annual gathering of police chiefs from around the state, police commissioner of New York City William Bratton provided his perspective on the current state of policing in the country.

“The last 18 months has been a time of extraordinary challenges and opportunities for the profession,” said Bratton. “We have a new world of issues that we need to deal with, but there’s an old world of issues that are resurfacing.”

 

Bratton, whose law enforcement career spans more than 45 years, encouraged chiefs to learn from the past and not allow the profession to repeat the same mistakes.

“The world I came into as a young officer in the 1970s was in great turbulence with civil rights and issues of racial inequality,” he said. “There was great political unrest and rising crime…It feels like déjà vu all over again.”

One of the primary mistakes law enforcement made during that time period was focusing on responding to crime rather than focusing on the causes of crime and trying to prevent crime. This shift from prevention to response, coupled with officers being taken off beats and put into cars to cover larger areas, all contributed to the disengagement of officers with the public. This approach negatively impacted community relationships and its impact became evident across the country with high publicity protests and riots.

During his keynote, Bratton shared a plan that will continue fighting crime, but also help bridge the gap between police and minority communities and rebuild police morale. Bratton highlighted five strategic areas, referred to as the “5 Ts”, which form the foundation and focus of this plan.

Rebuilding Trust
One issue that has publicly and violently resurfaced around the country is the issue of trust, specifically the lack of trust of law enforcement officers and agencies by the public. This loss of confidence in policing stems around issues of race and police practices, as highlighted in riots in Ferguson and Baltimore.

This lack of trust goes beyond a loss of confidence in local agencies, said Bratton. The public has lost trust in the criminal justice system as a whole. For example, many people do not trust that district attorneys will pursue police-abuse allegations appropriately.

All of this needs to change, said Bratton. He emphasized that police chiefs need to work hard to rebuild community trust. “Going forward we must gain trust by winning back the communities we lost or never had,” he said. Reinstituting community policing practices is a good start and can help build stronger bonds between officers and community members.

[Related Article: Strong Community Relations Among the Lessons of Ferguson]

Chiefs also need to look inside their own departments to rebuild internal trust and boost officer morale. “Our police officers feel damaged by all of this and the morale in departments has suffered significantly,” he said. “Chiefs must work to rebuild trust of the community, of political leadership, of the media, and of police officers themselves.”

Fighting Terrorism
Another area of focus involves law enforcement’s role in the fight against terrorism. “American policing now has to spend a lot of time on a new form of crime: terrorism,” he said. Bratton said the NYPD has tactically trained and specially equipped 400 of its officers to protect and prevent a terrorist threat “in the likely event of an incident,” he said.

With the upsurge in terrorist attacks throughout the country and around the world, Bratton is realistic about the likelihood of more armed terrorist attacks in the city. “We want to have the capability and resources to respond quickly,” he said. One of the keys to fighting terrorism is training officers to be able to constantly and quickly adjust to unpredictable situations.

Embracing Technology
The effective use of technology is another focus of the NYPD. “Technology keeps officers better informed in the field,” he said. Soon, all 35,000 NYPD officers will be equipped with smartphones and tablets that have custom apps so officers have instant access to information. “No officer will have to come back to the station to work on a computer—they can do it all from the car,” he said.

Bratton also discussed the use of body-worn cameras. “It’s not the panacea like we want it to be, but it’s a great boon to policing,” he said. This technology is helping verify officer’s actions. “Policing is going to benefit from this technology, but the public and the profession don’t fully understand it yet,” he warned.

Training and Tackling Crime
Bratton also discussed the last two “T’s” of his plan: training and tackling crime. NYPD has a focus on enhanced training for officers as well as a plan to tackle crime by re-establishing community policing strategies.

Bratton’s parting message to the New York chiefs in attendance was one of future sharing and partnership. “At the NYPD we consider ourselves one of the country’s largest laboratories for policing,” he said. “We have a lot of resources that we’ve never had before and we have the ability to work with the leadership to improve the performance of our department and we will share those findings with you.”

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Denver Police Department Shows Their Colors!

Denver Police Department's photo.
This post taken from Facebook 7/13/2015

STRANDED NO MORE

On July 5, 2015, Denver Police Officers assigned to Denver International Airport learned that an Ethiopian soccer team was stranded on Concourse A. Unable to pay for baggage fees that they were not originally aware of, the players were unable to board their flight. After learning this, Officer Sprague headed to the Concourse A to see if he could lend any assistance in coordinating this issue with the airline. At about 3 o’clock in the afternoon, Officer W. Albright and Officer Sprague met with the airline’s passenger supervisor who informed them that the players were short $1,840 for baggage fees and flight change fees due to being denied boarding on their originally booked flight. The officers then met with the soccer team’s captain, and explained that 18 players did not have the funds to pay the unexpected fee, preventing them from continuing their team trip. The officers then went back to the airline’s passenger supervisor and worked out a plan. The airline agreed to waive the baggage fees and some of the other costs, dropping the balance due from over $1,800 to $400. Without hesitation, Officers Greg Ceccacci, Officer J. Sewald, Officer Jode Sprague, and Officer Mark Miller donated their own personal funds to cover the remaining balance.

Thanks to the generosity of these four officers, the once-stranded team was rebooked, and placed on later flights!

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Captain’s Blog: Community Oriented Policing

Captain’s Blog, 7-6-15: Community Policing

By Captain Craig Schwartz

A couple of weeks ago I posted a blog about community policing, talking about how we sometimes define the term differently and how those differences can contribute to a lack of understanding between the police and the people we serve. I know at least a few of you saw it, although I can no longer find that post on our page. Some aspects of Facebook are still a mystery to me.

In that blog post about community policing, I gave two scenarios of officers at work and asked which group was engaged in community policing. In one scenario, officers were out in a neighborhood interacting with adults and children, handing out stickers and having casual conversations. This example is much like the barbecue event our Gang Crimes Team hosted recently on West Ninth Street or the numerous other community events we participate in on a regular basis. [NB: Check out the SRPD Facebook page for more events like this.–Thonie] The second scenario involved a group of officers responding to a complaint of drug sales from a house in the same neighborhood. The officers completed an investigation, got enough evidence to write a search warrant for the suspects’ house. When they served the warrant ad forced open the door they made arrests and seized evidence of drug sales. In the example, the officers brought code enforcement officers with them and the house was red tagged so that the occupants had to leave until the violations were fixed.

Many people would look at the two examples and say that the first group is doing community policing while the other group is not. The second group might even be accused of being overly “militarized” as they force their way into the suspected dealers’ home to take enforcement action. The trick to the original question is that there was only one group of officers.

We sometimes think of community policing in very narrow terms of activities I prefer to call community engagement. These trust-building activities are a critical part of community policing, but they alone do not make the whole. In the examples given, officers worked to build relationships with the community members who then feel like they can trust the police to help them solve their crime and safety problems. The neighbors tell the police about suspected drug sales in their neighborhood and work with the police to help them gather evidence of the crime. The officers also realize that criminal prosecution doesn’t necessarily resolve the neighbors’ concerns and sometimes the best resolution for them is achieved through code enforcement efforts or working with the landlord to get problem tenants evicted. In the end, the officers are able to take enforcement action and use their partnerships with the residents, other government agencies, and perhaps with community or faith-based organizations to provide a longer-term resolution to a crime, safety, and quality of life problem in the community.

The United States Department of Justice’s Office of Community Oriented Policing Services defines community policing as follows: “A philosophy that promotes organizational strategies that support the systematic use of partnerships and problem-solving techniques to proactively address the immediate conditions that give rise to public safety issues such as crime, social disorder and fear of crime.” I shorten the definition in my mind to say that we work to build and use partnerships within government and within our community so that we can bring the right resources to solve problems.

In that way, almost everything we do should help us improve our community policing abilities. Does the way we align our department structure and personnel, or participating in community events and activities mean we are practicing community policing? Is an officer making an arrest or chasing a suspect not engaged in community policing? I think the questions have complex answers and we need to look at the big picture to answer those questions. Obviously I think that we are a community oriented policing agency, but I recognize that in many cases the solutions we seek for neighborhood problems are difficult to reach and people are sometimes disappointed with the outcomes. Those cases are frustrating for us as well, and we will continue trying to improve our services.

The opinions that really count are yours, and we look forward to working with you. For more information about the Department and our community policing efforts, check out our annual report. It is on our website at www.santarosapd.com.

Captain Craig Schwartz of the Santa Rosa Police Department
Captain Craig Schwartz of the Santa Rosa Police Department

– Captain Craig Schwartz

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Captain’s Blog by Craig Schwartz-Use of Force

Santa Rosa Police Department

June 16 at 7:01pm · Edited ·

Captain’s Blog 6-16-15: Use of Force–When is it justified?

Hello everyone. This post is unusually long, even for me. I apologize for my wordiness, but the topic of today’s blog is a complex one and can’t be answered well with a sound bite.

The use of force by police officers has always been a controversial topic, made even more so now that videos showing use of force incidents across the country are in the news and on social media weekly. These videos, whether from bystanders or an officer’s body-worn camera, could help improve transparency and police accountability while also providing the best evidence for criminal prosecution of suspects. The videos are certain to contribute to the controversy surrounding officers using force because they will never be able to capture all the subtleties, perceptions and mindset of those involved in an arrest or confrontation.

I have worked for the Santa Rosa Police Department for nearly 23 years, and I’m comfortable saying that trying to arrest or detain a resisting suspect is scary, ugly, and sometimes chaotic. There is no use of force, even when it is reasonable and legally justified, that will look good to bystanders or on video. Many people have a strong emotional reaction when they see an officer or officers taking someone to the ground, using a baton, Taser, or other tool to gain compliance and make an arrest. We sometimes do a poor job of addressing that emotional reaction because we have to base our review and investigations strictly on the law and facts. With that in mind, let’s talk about the laws that give an officer the authority to use force, and what levels of force are justified in a given situation.

The Santa Rosa Police Department’s Use of Force Policy states that police officers may use force in the performance of their duties consistent with the California Penal Code:

  • To prevent the commission of a public offense; • To prevent a person from injury; • To effect the lawful arrest or detention of persons resisting or attempting to evade that arrest or detention; • In self-defense or in the defense of another person.

The policy also specifies that justification for the use of force is limited to the facts known or perceived by the officer at the time the force is used. Our policy is based on the California Penal Code and decisions by the U.S. Supreme Court. Section 835a from the California Penal Code gives officers the authority to use force in certain situations and states the following:

  • Any peace officer who has reasonable cause to believe that the person to be arrested has committed a public offense may use reasonable force to affect the arrest, to prevent escape or to overcome resistance. • A peace officer who makes or attempts to make an arrest need not retreat or desist from his efforts by reason of the resistance or threatened resistance of the person being arrested; nor shall such officer be deemed an aggressor or lose his right to self-defense by the use of reasonable force to effect the arrest or to prevent escape or to overcome resistance.

This law is important because it states that an officer may use force if necessary to make an arrest. This concept was reinforced by the U.S. Supreme Court in 1989 when they handed down a unanimous decision in the case of Graham v. Connor . This landmark case dealt with whether an officer’s use of force was “reasonable”. The nine Justices acknowledged that the right to make an arrest or investigatory stop carries with it the right to use some degree of physical force or threat to effect the arrest or detention. The court also ruled that the justification for any use of force must be judged based on the perspective of a reasonable officer on the scene rather than with the 20/20 vision of hindsight

When determining whether to apply force and evaluating whether a particular use of force is reasonable, a number of factors should be taken into consideration, as time and circumstances permit. These factors include, but are not limited to:

  • Immediacy and severity of the threat to officers or others. • The conduct of the individual being confronted, as reasonably perceived by the officer at the time. • Officer/subject factors (age, size, relative strength, skill level, injuries sustained, level of exhaustion or fatigue, the number of officers available vs. subjects). • The effects of drugs or alcohol. • Subject’s mental state or capacity. • Proximity of weapons or dangerous improvised devices. • The availability of other options and their possible effectiveness. • Seriousness of the suspected offense or reason for contact with the individual. • Training and experience of the officer. • Potential for injury to officers, suspects and others. • Whether the person appears to be resisting, attempting to evade arrest by flight or is attacking the officer. • The risk and reasonably foreseeable consequences of escape. • The apparent need for immediate control of the subject or a prompt resolution of the situation. • Prior contacts with the subject or awareness of any propensity for violence. • Any other exigent circumstances

The Santa Rosa Police Department’s policies are based on these laws and other case decisions. These are also some of the laws considered by the District Attorney’s Office and other officials when reviewing an officer’s use of deadly force for criminal liability.

Like I said above, no use of force looks good on video. We have all probably seen examples of officers across the country using force that was found to be excessive and unnecessary, but frequently what looks excessive to those who are not involved in the incident or investigation is found to be justified and reasonable based on the law of the land.

The Santa Rosa Police Department does not condone and will hold our staff accountable for the improper use of force. We also want to point out that public safety is a shared responsibility, and there is no legal right to resist or disobey an officer’s legal command. Officers don’t want to and are not required to get hurt, nor does the law does not require an officer to meet force with minimal or even equal force. Instead, the law states that our force must be reasonable based on the facts and circumstances known to the officer at the time.

For a more in depth look at our policies and practices, join us in the fall at our next Citizen’s Police Academy.

– Captain Craig Schwartz

If your interested in a Citizen’s Police Academy but don’t live in or near Santa Rosa, check your local law enforcement jurisdiction for the academy nearest you. They are worthwhile, I guarantee.

Thonie