Working Group Recommendations

Police reform working groups have been tasked with making recommendations to the City Commission about changes in police policy and practice. After the working group votes to approve the recommendation, the City Commission has 30 days to consider the recommendation and provide a written response. The Commission can accept the recommendation, deny it, or ask for further information. Once the Commission has accepted a recommendation, they direct the City Manager, Dayton Police Department, or other relevant entity to move forward with implementation.

This page tracks the recommendations that have come forward to the Commission so far, what action the Commission has taken on the recommendation, and where the recommendation is in the implementation process if it was accepted. The recommendation memos are linked to at the very bottom of the page.

Each recommendation is laid out in the table below with the working group that recommended it, the date it was submitted and the Commission’s action. As recommendations are implemented, the “Current Status” column will be updated to report the latest status.

# Recommendation Working Group Date Submitted Commission Response Commission Response Date Current Status / Explanation
1 Body Cameras for the Dayton Police Department

Use-of-Force/2

9/2/2020

Accepted

10/2/2020

Dayton Police Department is in the process of procuring body cameras for officers.

2 Annual Use of Force Report to the Dayton City Commission

Use-of-Force/2

9/2/2020

Accepted

10/2/2020

The City Commission will received a use-of-force update annually beginning in 2021.

3 Offer an ‘ethics line’ for individuals to call and make anonymous complaints. Our website could indicate that our policy says that anonymous complaints are accepted and investigated to the fullest extent.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Law Department to continue the current process through the Law Department using the policecomplaints@daytonohio.gov email address. Collateral will be updated to reflect this option.

4 Provide the opportunity to submit complaints in paper, electronic, and telephonic form.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Dayton Police Department to make sure the current complaint form will be available to residents in hard copy, a fillable PDF form, and for assisted completion over the phone.

5 Conduct an education and outreach program to ensure members of the public know about the complaint process. Social media is a cost-effective outlet to get information out to citizens. We could place posters in neighborhoods and gathering places, like recreation centers. We could have de facto partnerships in the community to relay information through brochures and flyers: these would include Gem City Market, religious institutions, libraries, Dayton Urban Young Life, NAACP, Daybreak, the local health care system, neighborhood organizations, and others. The courts could include instructions on filing complaints as a part of the regular resource sheets they provide people, perhaps during arraignment. We could distribute information about how to submit a complaint in a variety of ways to make sure that the people who need to make a complaint are able to.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission will work with the City Manager and the Dayton Police Department to disseminate information to partner agencies and citizens as updates and changes are made to the complaint process. This should be done through digital as well as traditional means after the structural changes are completed.

6 Provide access to the complaint process to accommodate individuals with disabilities, for example, a text-to-voice capability on the website.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager’s Office to work with involved departments to determine if modules such as voice-to-text can be utilized for completing the complaint form.

7 Expand the distribution of and access to data about the complaint process in a number of ways. Some possibilities include: We could follow the example of the City of Chicago, which publishes data on their complaint process. They maintain confidentiality by publishing in “ranges” rather than exact numbers. We could mandate that information be shared about the process at the first contact with the complainant. Such information might include a description of the process and a timeline for investigating the complaint. We could establish reporting standards (such as quarterly and annual reports of the number of cases, disposition, and number and disposition of appeals). We could utilize software to automatically send updates and store information in an investigation. Most databases also track and create reports/data that might be helpful moving forward.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with Public Affairs and the Dayton Police Department to create a landing page for information regarding complaints.

8 Establish a goal for issuing a cause finding. This goal would be subject to change due to the circumstances of the complaint. For example, the Human Relations Council (HRC) has a 100-day goal to investigate and get a probable cause/no probable cause finding in our civil rights investigations. The timeline may need to take into consideration the ongoing criminal investigation and/or the complexity or type of the complaint.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Dayton Police Department to add a goal to its departmental objectives for complaint resolution. These metrics should be included in the yearly departmental objectives as well as the complaint web page.

9 Mandate that investigators send routine status updates to the parties, as possible, including at key milestones. There is also software that could be used to automatically send updates.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager’s Office to work with the Dayton Police Department to identify available software programs, or add-ons to existing programs, that generate complaint identifiers, send automatic updates, provide language options, and is remotely accessible.

10 The city provide complainants with easy access to a status report on their complaint, maybe through issuing them a case number.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager’s Office to work with the Dayton Police Department to identify available software programs, or add-ons to existing programs, that generate complaint identifiers, send automatic updates, provide language options, and is remotely accessible.

11 Retain records of some investigations longer than the currently mandated 4 years. All PSB investigations into police conduct will be retained for 4 years if the disposition of the investigation is Not Sustained, Exonerated or Unfounded. All PSB investigations into police conduct involving use of force violations will be retained for 10 years if the disposition of the investigation is Sustained.

Oversight/1

10/6/2020

Requested additional time

11/5/2020

The City Commission Requests an additional 90 days regarding the recommendation related to the retention of sustained PSB investigations of use of force for 10 years. The Commission requests this extension to ensure that recommendations coming from the Recruitment, Promotions, and Discipline group align with this policy change.

12 Publish online and in print the procedures that we will follow for every investigation, so complainants can follow the process.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with Public Affairs and the Dayton Police Department to create a landing page for information regarding complaints.

13 Design a complaint submission system that makes it easy to evaluate the performance of the complaint process through metrics.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Dayton Police Department to add a goal to its departmental objectives for complaint resolution. These metrics should be included in the yearly departmental objectives as well as the complaint web page.

14 Provide a complaint submission system that provides access in multiple language formats and that is user-friendly and easy to use for people of all backgrounds.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to review the current contract with Vocalink to ensure that adequate resources exist for both written and oral translation services

15 Establish a single point of contact for incoming complainants to ensure the complaint is collected, status updates are communicated, and assistance is provided as needed throughout the process, and to ensure complainants do not have to contact several people to file a complaint or check for status updates. This point of contact would utilize a single unified data system. This point of contact will respond to complaint inquiries as soon as practicably possible, given regular working constraints.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission Accepts that there should be a secondary location outside of the Dayton Police Department for citizens who wish to file a complaint. Within this location, there should be a single staff person who is knowledgeable about the complaint process and can lead a citizen through the process from beginning to end, including assistance with filing the complaint, status of the complaint, and understanding the result. The City Commission recognizes the reasoning behind the recommendation that the location be the Human Relations Council. As all reform committee recommendations are submitted and implemented, we will work with the City Manager’s office to finalize the location of such services in an appropriate location to ensure staffing levels are available. The City Commission will report back to the Working Group.

16 Name the Human Relations Council (HRC) as the third party organization (not police or City Manager’s office), and require them to appoint someone as the single point of contact to gather complaints, and to provide complainants with status reports on existing cases. This single point of contact must be knowledgeable with potential types of complaints and the complaint process, ready to address issues with complaints, and skilled in personal interactions.

Oversight/1

10/6/2020

Requested additional time


11/5/2020

The City Commission Accepts that there should be a secondary location outside of the Dayton Police Department for citizens who wish to file a complaint. Within this location, there should be a single staff person who is knowledgeable about the complaint process and can lead a citizen through the process from beginning to end, including assistance with filing the complaint, status of the complaint, and understanding the result. The City Commission recognizes the reasoning behind the recommendation that the location be the Human Relations Council. As all reform committee recommendations are submitted and implemented, we will work with the City Manager’s office to finalize the location of such services in an appropriate location to ensure staffing levels are available. The City Commission will report back to the Working Group.

17 The Dayton Mediation Center will work with the complaint intake authority and police to set up a process to be assigned and mediate appropriate complaints.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Dayton Mediation Center and the intake authority to determine how this service will be provided.


18 Convene local agencies and organizations who might receive complaints, and ask them all to use a standard process to submit the complaints. Complaints would all be funneled into one intake app and database, to make the process easier to track and to evaluate. The multi-agency Homeless Solutions Policy Board intake process application is an example of this.

Oversight/1

10/6/2020

Accepted

11/5/2020

The City Commission Accepts the recommendation that local agencies and organizations who serve individuals who may need assistance in the Complaint process should be trained to utilize a standardized process. The City Commission will work with the City Manager and the Dayton Police Department and the intake authority to develop a process for this training after the structural changes are made to the process.

19 Utilize Dayton Delivers or a similar app as a “one-stop-shop” for information and complaint intake, and train employees and partner organizations to perform data entry into the app. This app would feed data into the new single database of complaint information.

Oversight/1

10/6/2020

Accepted

-
The City Commission directs the City Manager to work with Public Affairs and the Dayton Police Department to assess whether or not the Dayton Delivers app could be utilized for this purpose.

20 Create a permanent, full-time dedicated recruitment unit within the Dayton Police Department comprising at least one full-time recruitment officer and non-sworn personnel who are led by a member of the command staff. The recruitment unit will report directly to the Police Chief and work alongside Civil Service and community partners to achieve recruitment goals.

Recruitment/4

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Dayton Police Department to create the recruitment unit with at least one full-time recruitment officer and non-sworn personnel lead by command staff. This team will report directly to the Dayton Police Chief’s Office (Chief and Assistant Chiefs).

21 The recruitment unit will have a robust annual budget to carry out recruitment activities, including advertising and holding community events. The City Commission and staff will provide a budget estimate within 30 days for review by the committee.

Recruitment/4

10/6/2020

Accepted

11/5/2020

Within 30 days, the City Manager will provide the Working Group with an itemized budget for further discussion and review.

22 Create an advisory group of diverse community leaders that will aid the recruitment unit in reaching diverse potential police recruits.

Recruitment/4

10/6/2020

Accepted

11/5/2020

The City Commission will work with the City Manager and Dayton Police Department to create the advisory group.

23 Work with a diverse group of community partners, volunteers, and marketing professionals to create recruitment materials that appeal to diverse applicants and highlight various aspects of police work.

Recruitment/4

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Dayton Police Department to ensure the utilization of such a team.

24 Create a variety of programs to employ 18 to 21 year olds that are interested in careers in policing. One program could function like the Columbus cadet program and seek to expose young people to various police roles.

Recruitment/4

10/6/2020

Accepted

11/5/2020

The City Commission Directs the City Manager to work with the Dayton Police Department to develop a long-range plan to attract and maintain the interest of diverse candidates in public safety. The strategic plan should clearly define structure and expectations for program development and ensure the incorporation of best practices in hiring and retention practices.

25 Bid out the psychologist contract with a preference for a diverse group practice in order to allow for a broader range of professional opinions used in making hiring decisions, and to shorten the pre-employment time period.

Recruitment/4

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Dayton Police Department, Civil Service, and Purchasing to identify when the current contract expires, and provide direction to staff during the next bidding process to include a focus on a diverse group practice.

26 Create multiple opportunities to take the physical fitness test and preliminary entry-level assessment outside of normal business days and hours.

Recruitment/4

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Dayton Police Department and Civil Service to create and implement a plan to expand the accessibility of the physical fitness test and entry-level assessment.

27 Recruitment unit and civil service will explore creative ways to test applicants in the field.

Recruitment/4

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Dayton Police Department and Civil Service to research creative ideas in this area.

28 Create test prep materials and sessions for the entry-level assessment with an eye toward cultural competency.

Recruitment/4

10/6/2020

Accepted

11/5/2020

The City Commission directs the City Manager to work with the Dayton Police Department and Civil Service to create and implement a process to accomplish this goal.

29 In order to minimize the frequency of contact between the public and police officers in enforcement settings, this Working Group recommends dispatching alternative responders for non-violent calls on issues including, but not limited to: mental health, homelessness, drug addiction, trespass, and intoxication. In implementing this policy, the Working Group also recommends hiring and/or procuring alternative responders that are culturally sensitive and represent the communities they serve.

Engagement/5

10/22/2020

Accepted

11/24/2020

The City Commission has worked with the City Manager’s Office to establish the following time-line: 1. Immediate- Bolster the resources of the Mobile Crisis Response Team by adding two mental health professionals in order to more effectively respond to crisis-related calls for service. This will be funded through our partnership with ADAMHS as discussed in the Working Group. Funding is in place for the remainder of 2020 and the Dayton Police Department will work with ADAMHS to determine if additional funding is available in 2021. 2. 90-Day (by March 1, 2021)- Draft and advertise an RFP/RFQ that seeks to identify qualified professional/institutional support to evaluate similar alternative crisis response models that are utilized across the country. This contract will assist in the extensive planning process including data collection and analysis, as well as the development of resources and partnerships. This contract will also include a review of any training or hiring models that would encourage the development of local worker to provide a culturally sensitive and representative alterative response work force. 3. 180-Day (by June 1, 2021)- The City Manager will provide the consultant’s findings and recommendations to the City Commission for Review. The Commission will then work with the City Manager to determine a time-line and structure for process implementation.

30 Increase the police recruitment cut off age to 40.

Recruitment/4

10/27/2020

Requesting additional information

11/24/2020

It is the Commission's understanding that the Working Group made this recommendation to align with the State of Ohio statute. However, ORC 124.41, Police Department Qualification, states that “no person is eligible to receive an original appointment when the person is thirty-five years of age or older”. The City Commission will provide staff from the Law Department to review this recommendation with the Working Group, and if the Working Group still wishes to move forward, the City Commission will consider this recommendation at that time.

31 Explore options for allowing recruits from other police departments to shorten or bypass the pre-employment process and be recruited directly into the Police Academy.

Recruitment/4

10/27/2020

Rejected

11/24/2020

In 2004, the City changed procedures to create a Professional Firefighter classification to allow for a separate hiring process for individuals that already had their EMT Certification and their Firefighter 1 and 2 Certifications. Changing the process dramatically reduced the number of eligible minority applicants because a smaller percentage of minorities had the required certifications. As a result, in 2008, the Department of Justice filed a lawsuit against the City alleging that the hiring process violated Title VII. The City was required to pay over $450,000 in damages and enter into a consent decree with the Department of Justice that lasted almost five years. It is our belief that a similar program for the Dayton Police Department would also be found to violate Title VII because it will reduce the pool of eligible minority applicants. As such, the Dayton City Commission cannot accept this recommendation.

32 Recognizing unholstering a firearm and pointing it at a person as a reportable show of force.

Use-of-Force/2

10/29/2020

Accepted

11/24/2020

The City Commission has directed the City Manager to work with the Dayton Police Department to determine a timeline for implementing this new policy.

33 Update Dayton Police Department’s use-of-force policy to include a deescalation policy in regards to all people regardless of race, gender, sexual orientation, ability, age, religion, etc. The de-escalation policy should: a. Define de-escalation as a desired outcome achieved by utilizing decisionmaking, communication, and tactics to resolve conflict, or potential conflict, ethically based on the preservation of life per the safety priorities. b. Define de-escalation tactics c. Outline when it is safe and appropriate for officers to use de-escalation tactics d. Complement well-defined use-of-force policies e. Be presented to this working group for review before they make their final recommendation

Training/3

11/10/2020

- - Under Consideration

34 Provide supplemental de-escalation training in the Police Academy. This deescalation training should: a. Promote the safety of officers and community members b. Provide officers the communication and tactical skills required to deescalate situations in which persons have non-lethal weapons c. Identify measurable outcomes that demonstrate officers’ proficiency in these skills d. Incorporate education/learning on race and cultural competence

Training/3

11/10/2020

- - Under Consideration

35 Reinforce the importance of de-escalation tactics through annual refresher courses and in roll call trainings

Training/3

11/10/2020

- - Under Consideration

36 Create and expand opportunities for additional de-escalation training through outside instructors

Training/3

11/10/2020

- - Under Consideration

37 Provide additional training for supervisors on how to encourage the use of de-escalation tactics that incorporates education/learning on race and cultural competence

Training/3

11/10/2020

- - Under Consideration

38 Incorporate measurable documentation of de-escalation tactics used in police/citizen interactions into current reporting

Training/3

11/10/2020

- - Under Consideration

39 Identify and monitor benchmarks for officers’ use of de-escalation tactics

Training/3

11/10/2020

- - Under Consideration

40 Provide a public annual report on the use of de-escalation tactics including demographics data

Training/3

11/10/2020

- - Under Consideration

41 Monitor officers’ performance in use of de-escalation tactics through monthly inspections

Training/3

11/10/2020

- - Under Consideration

42 Create a system of managerial accountability to ensure the use of de-escalation tactics

Training/3

11/10/2020

- - Under Consideration

43 Place greater emphasis and recognition on the use of de-escalation tactics in performance evaluations

Training/3

11/10/2020

- - Under Consideration

Memos & Responses

The table below shows memos and responses related to each recommendation from the table above.

Recommendations Memo Response
1 & 2 Memo Response
3 - 19 Memo Response
20 - 28 Memo Response
29 Memo Response
30 & 31 Memo Response
32 Memo Response
33 - 43 Memo -