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Tribal Policing

Tribal Policing. Framework for Success. A Startup Department. Why should we do it (doing it for the right reasons)? Conducting a Needs Assessment Deciding whether to move forward Getting into the details. Doing it for the Right Reasons. Support

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Tribal Policing

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  1. Tribal Policing Framework for Success

  2. A Startup Department • Why should we do it (doing it for the right reasons)? • Conducting a Needs Assessment • Deciding whether to move forward • Getting into the details

  3. Doing it for the Right Reasons • Support • High level of tribal community support, not just that of elected officials • Impetus of project can not be from just influential tribal members • Tribal government/community accountability

  4. Doing it for the Right Reasons (continued) • More police presence in community • Quicker response times • Tribal government/community desires more personalized services • School programs (DARE/GREAT) • Community Oriented Policing Projects • Going beyond just being culturally sensitive

  5. Doing it for the Right Reasons (continued) • Integrates well into other tribal programs, e.g.. • Tribal courts • Traditional dispute or problem resolution

  6. Conducting a Needs Assessment • Needs assessment can be simply defined as a process that allows tribal government and community members to make an informed decision • Those involved in the process should be tribal government officials, community members and a law enforcement advisor

  7. Conducting a Needs Assessment (continued) • Keep the process simple by breaking it down into general steps: • Information gathering (calls for service, crime trends, community’s perspective) • Analyzing the information • Applying to decisions which address the community’s needs versus the means to address those needs

  8. Means to Address Needs • Running a tribal police department is not inexpensive • Might be able to receive grant funding for startup costs or special projects, but should not be factored in your decision to sustain the operation of your department • Most expensive part of budget is labor costs

  9. Needs Assessment (continued) • Must be ready to pay competitively for the geographical area • Includes health, life, and disability insurance; paid time off; retirement • Don’t forget pre-hire costs • testing; background investigations; psychological and medical examinations

  10. Needs Assessment (conclusion) • In order to move forward • Must have tribal government and overall community support for desired police services • Must be able to afford the overall costs for the long haul

  11. Moving Forward • At this point the tribe should be able to define the scope of services it can afford • 24 hours a day, 7 days a week? • Limited service department • Basic patrol duties • Investigations; tribal codes • Crime prevention/Education

  12. Moving Forward (continued) • Selecting a chief • Tribal government/community should set the type of qualifications before initiating a search • Type of experience, training , and education • Match experience with community’s needs • Background investigation • Insulated from day-to-day politics

  13. Getting into the Details • Chief’s first steps • A plan for implementation including budget • Equipment and vehicle fleet procurement • Facility • Recruitment • 5 year plan along with budget forecasting, ideal • Working closely with community

  14. Develop relationships with other agencies/departments • Intra-agency cooperation • Fire/EMS • Tribal courts/attorney • Schools • Public works

  15. Develop relationships with other agencies/departments • Interagency cooperation • Sheriff’s Department/local PD • BIA • FBI/DEA • DA/USA’s office

  16. Mission Statement • More that just a slogan • Department's identity • Should reflect the department’s • Philosophy • Values • Commitment to the community

  17. Mission Statement (continued) • Can address the department’s • responsibilities to the community • roles in the justice system as a whole • Tribal • State • Federal • roles in the community

  18. Polices and Procedures • Critical policies and procedures must be developed: • Code of ethics; professional conduct; use of force; pursuits; arrest; citizen complaints; internal/administrative investigations • Any procedure that would mitigate a high risk to liability

  19. Standards and Training • Minimum hiring standards should have parity with other jurisdictions: • POST • BIA • Testing, interviews, background investigation, psychological, medical

  20. Standards and Training (continued) • Field (Phase) Training Program • Emphasis on cultural and social norms of community • New officers meeting community members and attending community events

  21. Standards and Training (continued) • In-service and specialized training • Regular updated training to mitigate risk of liability • Training specific to officer’s scope of duties

  22. Other Details that Need to be Considered • Dispatch/Communications • Capital outlay for equipment and labor is costly (grant opportunities) • Form a consortium with other tribal jurisdictions in the same area • Contract with county or local municipality • Records management system

  23. Finally • Keep your community informed! • Community meetings • Website • Community paper or newsletter

  24. Bill Denke Chief, Sycuan Tribal Police Department Work: 619.445.8710 Cell: 619.994.4606 E-Mail: bdenke@sycuan.org

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