Transparency in Policing- The Key To Building and Keeping The Community’s Trust

By: Ron Camacho, Chief of Police, Chambersburg Borough Police Department

Police agencies can be secretive and mysterious. They have their own culture, and have even been known to practice peculiar initiation rites, indulge in unique forms of dress that separate them from the rest of society, and their specially developed language leaves many baffled. Even a person, who solely reads crime novels and does nothing but watch television crime dramas, still does not fully understand what it takes to police day-in and dayout. Even with “technical advisors,” most tv shows and movies get much wrong. While I’m sure the advisors are usually telling the actors, directors, and producers what is realistic and what is not, Hollywood has a different mission. That mission is not reality; it is to entertain, which typically overrules realism. I know many tv and print reporters whose main news beats for over twenty years have been crime, yet they still fail to fully understand the culture of law enforcement. The bottom line is: if you have never worn the badge it is really hard to understand all that comes with that immense responsibility. Unfortunately, we the law enforcement community, have not done a great job of explaining and showing the public what we do, why we do it, and, most importantly, who we are. Because of these factors the public, the media, and our politicians are left to speculate on the current state of policing. Often their speculations are wrong and wholly misinformed, but damaging nonetheless. The best and only way to combat these false narratives is by embracing a philosophy of openness called TIP- Transparency in Policing. Why is it that police organizations feel that every bit of information they possess is a secret? I am not speaking about investigatory information that will impede the

In a world where conspiracy theories abound and the public has reached a boiling point over both accurate and mis-perceptions of police, if we were to “pull back the curtains” and let the fresh, cleansing power of transparency shine in those dark places, we can illuminate any issue with honest and truthful responses.

solving of a case, hinder its successful prosecution, or leave an innocent person convicted in the press. Nor am I talking about specific protocols that are tactical in nature, even though the amount of knowledge regarding police TTPs known to the public is shocking. Due solely to his love of video games, my 17-year-old son and I can have meaningful and informed conversations on room clearing tactics and weapon systems. What I am referring to, and what the public wants to know, is why and how police officers and law enforcement executives make their decisions. What are we thinking and what is driving us? In a world where conspiracy theories abound and the public has reached a boiling point over both accurate and mis-perceptions of police, if we were to “pull back the curtains” and let the fresh, cleansing power of transparency shine in those dark places, we can illuminate any issue with honest and truthful responses. This is transparency in action and the

only way forward is to build and maintain trust with the public. Due to a lack of transparency, that is something we have lost in recent decades. Due to the tragic death of George Floyd and the protests that followed, many police leaders, myself included, have been called upon to answer tough questions regarding policies, procedures, use of force and police reform. Some of my peers refused to answer this call for transparency. The unfortunate reality is that many were embarrassed to do so, because they knew their policies and procedures were out of date, or, if they did an honest self-assessment, they recognized that their agencies were not policing their communities in an appropriate and modern way. The simple reality is that we in law enforcement have continued to cling to a 19th and early 20th century model of policing that the American public has long since moved beyond, and which it will no longer tolerate. We have allowed the unofficial culture of police to dominate and dictate how cops will behave and what they will try to get away with, completely ignoring the official culture that every department has. We in command and management positions have allowed this to perpetuate, even as we faced the new reality that every citizen has a video camera and the ability to film anything and everything we do. Long gone are the days when a group of police officers could get away with a concocted version of what they did in any situation, relying on the prosecutor and public to always believe the cops. Despite incident after incident of police versions of events being revealed as lies by video popping up on the internet, police have refused to change. And we in command have unacceptably refused to force them to change. Now is the time that we can and must correct these deficiencies; not just to manage our risk and liability, but to do what is right and just. I would like to share several strategies that I found successful regarding Transparency In Policing. Responding to questions: After the latest protests began, I was asked about the 8 can’t wait campaign. 8 can’t wait was a website that asked citizens to demand 8 immediate policy changes that the authors claimed would reduce use of force deaths by 72%. Upon hearing these questions, I quickly responded with a press release clearly stating that these 8 policy changes were already in place in my department, and had been for some time. The rapid response by me to these questions, in writing, took the wind out of the sails of those who were looking to criticize my department and, in doing so, jump on what had become a vicious and damaging bandwagon of societal rejection of all police. By clearly showing the public that there was “neither smoke nor fire” in my department, and that we had nothing to hide, I received high praise for being open and informative. I also walked among the protestors on several occasions. My purpose in doing so was not to surrender either my command or my department to any who would CONTINUED ON NEXT PAGE

break the law. Nor was it to imply that I agreed with or tolerated extreme behavior, no matter what the political underpinnings. It was to let them know I was there to answer any questions they might have regarding my department. Most were friendly and greeted me warmly. A couple of the protestors did take the opportunity to ask me questions about policing. What I quickly found out, and what many police officers already know, is that there is an incalculable amount of misinformation among the protestors, both young and old. In one instance, I spent over an hour speaking with a man about car stops and the Taser. I was happy when, at the end of the conversation, he thanked me for taking the time to answer his questions. Use of Force: At the request of several church leaders I was asked to address their congregations and answer questions relating to my department and policing in general. I answered questions for over 2 ½ hours on a variety of law enforcement subjects. The group was respectful and some of the questions were pointed, and discerning, making honest answers all the more important. Still, I looked at this event as a great opportunity to get my message across: that there would be no secrets in my department from the community that it serves; and serve them, it would. Mine is a modern, integrity-based, disciplined, progressive police department; one that treats all persons we encounter with equality, dignity, and respect. Behaving this way is not just the “official” version of police culture in my jurisdiction, it is the “unofficial” culture within the department as well. Speaking to congregations offered tremendous opportunities to educate highly influential groups, and one of the main topics was always Use of Force. That was because the public has come to distrust us when we use force. They distrust what we say happened, and they have come to distrust us when we claim that certain levels of force were appropriate. They have also come to question the difference between when we say we are “justified” in using force, versus when it is “appropriate”. The term “lawful but awful” has recently been coined to articulate that very lack of trust, and it has become a rallying cry for those who would see our institution dismantled. It is a reality we must not only address, but that we must address with transparency. Why are we as police leaders so afraid to release or publish information pertaining to Use of Force incidents? An overwhelming amount of Use of Force incidents are justified and within policies. But our policies must also be appropriate. They must be appropriate and equitable for the public as well as our officers. During the question and answer session at one church, I broke down every one of one of my department’s Use of Force incidents that had occurred in 2019. I was able to clearly show that our officers are not brutal and that their Use of Force was always measured and justified. Some of the main points I was able to show was how rare Use of Force incidents occur, and how the simple act of an officer pointing a weapon at someone necessitates a Use of Force report. Showing the public that the police are not barbarians ready to stomp on citizens for any misstep is now necessary. Releasing and explaining Use of Force data can accomplish that mission and build trust with the community. Once more, the answer is Transparency In Policing. Complaints: Another issue that receives great scrutiny from the public is the handling of complaints against officers. This offers another opportunity to explain to the community how seriously we take officer complaints. In being asked about this, I have described how easy it is to file a complaint and why we make it so easy (website, using our social media platform, front desk). I also disclosed the number of complaints my department receives yearly and how they are categorized after a legitimate and objective investigation (unfounded, exonerated, sustained, and not sustained). On one occasion I shared a story about one of the complaints, while protecting the identity of the officer, where he was wrong and violated policy when dealing with of our communities “frequent flyers”. The incident occurred off duty, and the subject baited our officer, who, took the bait and responded verbally to him. The subject was knowledgeable about our complaint system quickly came into the station to file one. The officer was interviewed about the incident, admitted guilt, and accepted his discipline. It was important to show that when we are wrong, we, as a profession, admit it. My officers feel comfortable admitting guilt when they are wrong, and accepting the appropriate discipline. Social Media: If your agency does not have a good social media program or platform, then it is incredibly behind the times! Police agencies have had many years to figure out what works with social media and what does not. Many departments are very restrictive on their officers’ use of social media, specifically when they represent the department. However, social media is not evil, as some may have you think; it is an excellent tool to get information out to the public. Let us face the facts, small-town and medium city newspapers are dying all over this country, and the big city newspapers are not doing much better. Add to this the fact that the public is incredibly hungry, almost ravenous, for

news and information gives us an opportunity to inform them. A successful social media presence can enhance departments’ profiles and, more importantly, aid in the engagement efforts they have with the communities they serve. Social media can become your department's community newspaper. But do not make the same mistake that many media outlets are making today. Your agency must share the good with the bad, which is the cornerstone of transparency. Honest and accurate reporting is the only way to gain the trust of the public. The Chambersburg Police Department uses a social media platform called CrimeWatch (https:// www.crimewatchpa.com/). Since the implementation of CrimeWatch, our department's ability to engage with the community has grown exponentially. Citizens can anonymously send us tips and information, which have significantly helped our crime-solving capabilities and public safety efforts. My department is known throughout Pennsylvania for our use of social media, but we still have not used it to its full potential. Advisory Boards: Good leaders know and understand that you cannot make decisions in a silo. The best decisions for an organization are made when you have input from many different points of view. It would be silly for a police chief who hasn’t done patrol in 20 years to design a patrol car when the patrolman is in the car every day. The patrolman can best tell you where to put the computer, the dashcam, the rifle rack, and describe why the light & siren buttons should go in a particular place. To combat "silo" thinking, try including trusted citizens in your organization's decision-making processes. One of the best ways to do that is by implementing a citizen advisory board or a chief's advisory committee. This is not the same as a citizen review board; a chief's advisory board does not have any oversight or regulatory power over the police department's administration. Advisory boards or committees are created to advise, but this advice can prove invaluable to law enforcement executives and are often worth every minute you put into them. Advisory committees or boards are the perfect conduit for chiefs to hear from the community regarding the implementation of policies, procedures, and programs. The key to success is that the boards and committees must be as diverse as possible so that the chief can get a wide range of views from the community. Another positive outcome of advisory boards or committees is the access it gives to engage and educate its members. How often have civilians been asked their opinions on police policies, public safety issues, or crime-fighting strategies? Advisory boards will allow for the growth of new ideas and may keep chiefs from making bad decisions regarding how they police their communities. Most importantly, it shows the public a wiliness to fully commit to transparency. Two quotes or philosophies that I subscribe to are "evolve or die" and "get out of your comfort zone." These are essential guidelines if you want to implement a TIP program. But first we must all accept the fact that we have entered an entirely new and unprecedented era of policing in the United States. That new era will demand TIP from each and every one of us. Police officers are masters at adapting to change. All you have to do is look at all the available technology to officers as opposed to 10, 20, and 30 years ago, and how well they use it. It is now time for law enforcement executives to change and adapt regarding transparency. The listed strategies are just some of the directions you can go. Be innovative and make your own paths. Remember, what works in one community may not work in another. Being open and transparent, however, is the new normal. If you have nothing to hide, then these ideas and programs should be easy to institute. If you do have something to hide, then you are attempting to police in a way whose death knell has been sounded. Change is not coming, it is here. Get in front of it by implementing- TIP- Transparency In Policing. Ron Camacho Chief of Police Chambersburg Borough Police Department rcamacho@chambersburgpa.gov https://www.camachoconsulting.net/

Technology Update

By: Christopher J. Braun MSIT, PCPA Technology Coordinator

Save These Dates PAVTN

In my 52 years of working in or with law enforcement, I experienced pandemics, demonstrations, civil unrest, riots and anti-police politics, but never all at the same time and to this extent. Combine that with the isolation the cancelled conferences, meeting and training sessions and it seems worse. We missed our Spring JNET/PCPA conference and as the Covid cases rise again, we cannot meet for our fall conference. However, we will have a two day virtual JNET/ PCPA/Forensic, January 12 and 13, 2021. The conference will feature four different trcks of virtual events. One track for usually updates from JNET. A track for PCPA updates. The last two track will be for forensics and various vendor and equipment demonstration. Save the dates January 12 & 13, 2021. Check our web site, www.pachiefs.org for registration information. For all the procrastinators that have not completed their required MPOETC training, the clock is ticking and there are only several weeks left. These new 2021 courses will be available the first week of January 2021. 21-001 Legal Update - A mandatory three-hour course highlighting pertinent court decisions and significant pieces of legislation passed after July 1, 2019 that affect police operations and investigations. Lessons will address changes and updates to the Pennsylvania Crimes Code, Vehicle Code, and Rules of Criminal Procedures as well as decisions from Pennsylvania’s Commonwealth, Superior and Supreme Courts, various Federal Courts, and the United States Supreme Court. A final segment of the course will focus on topics such as the issue of excessive charging by police officers and the different jurisdiction and authority of the various law enforcement agencies and officers throughout the Commonwealth. 21-002 Juvenile Justice- A threehour elective course providing a review of the Juvenile Act to include: juvenile custody, placement procedures and options, segregation from adult prisoners, information needed for the juvenile allegation, and the juvenile court process and proceedings. The course will have focused discussions on juveniles in holding and interviewing juveniles. The training will include resource information which is available to the officers for assistance and support. 21-003 Child Victims of Human Trafficking - A three-hour elective course discussing Human Trafficking with a focus on child victims and sex trafficking. The course will teach a Victim Centered Response, as victims are the key to successful investigation and prosecution of sex traffickers, but surviving victims are typically severely traumatized with both immediate and long-term consequences. Lessons will define child sex trafficking, identify who is at risk, explain the consequences of child sex trafficking, and offer suggestions for addressing the expanding problem of child sex trafficking.

21-004 Recognizing and Responding to Individuals with Special Needs - A mandatory threehour course focusing on timely recognition and appropriate law enforcement response to individuals with special needs. The course will teach officers to employ appropriate communication techniques and deescalation tactics when interacting with individuals who have special needs or who exhibit behaviors associated with mental illness, intellectual and physical disabilities, and/or autism. The training will include information and instruction for officers regarding available services and support systems for individuals with special needs.

The pandemic delayed the start of our new Forensic program to help police departments be better equipped and trained to process crime scenes and collect evidence. The project supports improving the quality and frequency of collected latent evidence from crime scenes across the Commonwealth. Since it will be impossible to conduct this training in a classroom for at least six more months, we are planning to take it virtual. Through a sustained effort of training, equipment, and agency executive support, a collaborative enterprise can be substantiated to educate and equip larger police departments, District Attorney Offices, Sheriff Offices, and/or regional partnerships (for the smaller agencies) to employ the latest discovery, collection, preservation, and development tools for processing latent evidence.

The pandemic delayed the start of our new Forensic program to help police departments be better equipped and trained to process crime scenes and collect evidence. The project supports improving the quality and frequency of collected latent evidence from crime scenes across the Commonwealth. Since it will be impossible to conduct this training in a classroom for at least six more months, we are planning to take it virtual. Through a sustained effort of training, equipment, and agency executive support, a collaborative enterprise can be substantiated to educate and equip larger police departments, District Attorney Offices, Sheriff Offices, and/or regional partnerships (for the smaller agencies) to employ the latest discovery, collection, preservation, and development tools for processing latent evidence. We will use virtual online training combined with mailed evidence and study kits. More information will be available in early 2021 and we will be presenting more information at the January 12 &13, 2021 conference.

Mobile Fingerprint Identification Devices

The PCPA Mobile Fingerprint Identification Project is still operating. In the month of October 348 inquiries were made through our 272 deployed devices. We are now again delivering devices and we are doing the limited in person training according to the COVID guidelines with personal distancing. However, training on the devices is also available on the PAVTN. Hundreds of uses proved the effectiveness of these devices identifying suspects in the field that do not have other identification. In some cases, wanted persons were discovered in others new crimes were both identified and prevented. While the grant funding is gone, there are still a few refurbished devices available for just the annual operating cost of $990. That provides the device, full system/device maintenance and one year of secure cellular service. Any department interested can see the requirements on our web page https://pcpa.memberclicks.net/ mobile-fingerprint-id or contact me by email cjbraun@pachiefs.org.

PENNSYLVANIA CHIEFS OF POLICE ASSOCIATION

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Please list a current member of the Pennsylvania Chiefs of Name ___________________________________________ Police Association who has recommended that you apply for membership. If the applicant holds a rank lower than Rank ___________________________ Date of Appt______ Chief, your recommending member must be your Chief, Full Name of Employer ______________________________ Superintendent or Commissioner.

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MEMBERSHIP QUALIFICATIONS

Section 4. Active Membership. “Active” membership shall be open to the following: (a) All full-time sworn chiefs of police, superintendents, or commissioners of municipal police agencies in the Commonwealth of Pennsylvania who have police powers and MPOETC Certification (b) All full-time sworn municipal police officers in the Commonwealth of Pennsylvania who have police powers, MPOETC Certification and hold the rank of captain or above and persons who hold the rank of Captain or above that are members of the Pennsylvania State Police; (c) Special agents in charge, assistant special agents in charge, and resident agents of any law enforcement entity of the United States government if, at the time of application, such persons are headquartered in the Commonwealth of Pennsylvania; and; full-time persons with command-level responsibility in any law enforcement agency of the Commonwealth of Pennsylvania provided that these individuals are not elected to their position by a popular vote of citizens Section 5. Affiliate Membership. “Affiliate” membership shall be open to those persons who, by occupation are Chiefs of Police who work part time, Police Officers In Charge of Police Departments, Directors of Police Agencies, and Ranking officers who have a supervisory role in a police department. This category also includes agency heads of Corporate Security and Police Academies . These individuals must share a mutuality of interests with the Association and its membership, enabling them access to information from the Association that is regularly provided to Active Members. Affiliate members may attend the Association’s Annual Meeting at the invitation of the Executive Board and under no circumstances shall such members have or exercise the privilege of voting, either by voice or ballot, on Association business. For the full by-laws regarding membership, please visit our website at www.pachiefs.org.

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