Plans To Advance Amherst Public Safety And DEI Initiatives Detailed In New Memo
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Town Manager Paul Bockelman and Office of Diversity, Equity and Inclusion (DEI) Director Pamela Nolan Young have issued a memo outlining specific actions the town can take to advance several public safety initiatives and proposals with DEI impact. The memo, dated March 17, 2023 and included in the April 3 Town Manager Report, was to have been a subject of discussion at the April 3 meeting of the Amherst Town Council but has yet to be placed on a Town Council meeting agenda.
The memo notes that at the regular Town Council Meeting of November 14, 2022, the Town Manager and the DEI Director were asked by the council to provide detailed responses to multiple requests. Those directives reflected the council’s efforts over many previous months to address the Amherst 9/July 5, 2022 incident where a group of local youths and their parents complained to the town about harassment by the Amherst police. Following many months of inaction, the Town Council directed the Town Manager and the DEI director to take up the issue. The Indy reported:
“In the long saga of the Town Council’s attempts to formulate actions for the town to take in response to the Amherst 9 incident on July 5, 2022 this was another marathon meeting, lasting until nearly midnight. Councilors did pass a seven-point motion submitted by Council President Lynn Griesemer (District 2), directing the Town Manager to encourage racial equity and continue steps to create a Youth Empowerment Center and a Resident Oversight Board, but stumbled on more specific actions proposed by Ellisha Walker (at large). After striking several specific action items from Walker’s motion, the council eventually passed, by a vote of 8-5, Walker’s motion to examine certain police protocols and move toward a pro-actively anti-racist police department.”
The March 17, 2023 memo from Bockelman and Young addresses each of the following requests from the Town Council :
1) Propose to the Town Council a plan for community visioning with a focus on public safety and social justice;
2) Propose to the Town Council a plan for the creation of a Resident Oversight Board, with possible assistance from (and hire, as appropriate) a consultant to help with the development of that plan;
3) Organize a review of public safety protocols for responding to and handling public safety calls involving all residents, including minors, in order to recommend changes to those protocols, if appropriate;
4) Continue to develop protocols for CRESS regarding active engagement by community responders;
5) Continue the work already begun on exploring options for a youth empowerment center;
6) Provide training regarding racial equity, rights, and other options for training to employees and members of the public; and
7) Develop a communications plan to raise awareness in the community about these efforts.
While the memo offers a series of next steps or stages for moving forward with each of these initiatives, no time table is offered. The memo suggests that while Town Council input will be sought on each of these proposals, the Town Manager is ready to initiate much of the work by mobilizing town committees and by hiring consultants in the cases of visioning and establishing a Resident Oversight Board, and that the Town Manger has set aside funds to support the consultations. The memo states that as the town moves forward on these initiatives, it will consider the previous recommendations for the Community Safety Working Group (CSWG), where many of the ideas originated. The memo also proposes to involve a wide range of stakeholders in moving these emerging projects forward.
Pat Ononibaku, a member of the Community Safety and Social Justice Committee (CSSJC) and a former member of the CSWG, told the Indy that the CSSJC and the town’s Human Rights Commission are preparing a joint response to the memo and that they plan to present it at the next Town Council meeting on April 24.
Russ Vernon-Jones, a former member of the CSWG had the following reaction to the memo.
” I find it concerning that the memo from the Town Manager and the DEI director about public safety does not include any mention of, much less a plan to move forward on the recommendations made by the CSWG re: revision of Amherst Police Department policies on pages 20-33 of the Part B report of the CSWG.
From page 20 of that report:
“The CSWG recommends prompt revision of APD policies as detailed in Sections A – E below.
A. Use of force – rewrite policy
B. Consent searches – eliminate and prohibit
C. Low-level and pretextual vehicle stops – eliminate and prohibit
D. APD contract issues to be addressed in the next negotiations
E. Other policies – revise other existing policies”
“All of these are important and were validated by the report from the national experts at the Law Enforcement Action Partnership (LEAP). (See pages 52-74 of the Part B report). It does not make sense to wait for the creation of a Resident Oversight Board to take these critical steps for ensuring public safety.”
The full text of the memo follows.
From: Paul Bockelman, Town Manager, Pamela Nolan Young, Director of Diversity, Equity, and Inclusion
Cc: Community Safety and Social Justice Committee Human Rights Commission
Dt: March 17, 2023
Re: Response to Town Council Request: Update on DEI Initiatives
EXECUTIVE SUMMARY
In accordance with the Town Council vote of November 14, 2022, please find a detailed response to the Council’s requests.
BACKGROUND
At its meeting on November 14, 2022, the Town Council voted that the Town Manager – working with the DEI Director and other staff – provide a report on the actions to be taken and/or progress in addressing the following:
1) Propose to the Town Council a plan for community visioning with a focus on public safety and social justice;
2) Propose to the Town Council a plan for the creation of a Resident Oversight Board, with possible assistance from and hire, as appropriate, a consultant to help with the development of that plan;
3) Organize a review of public safety protocols for responding to and handling public safety calls involving all residents including minors, in order to recommend changes to those protocols, if appropriate;
4) Continue to develop protocols for CRESS regarding active engagement by community responders;
5) Continue the work already begun on exploring options for a youth empowerment center;
6) Provide training regarding racial equity, rights, and other options for training to employees and members of the public; and
7) Develop a communications plan to raise awareness in the community about these efforts.
In this memo, the Town Manager and Director of Diversity, Equity, and Inclusion address each of these requests. It is my understanding that this will be on the Town Council agenda on April 3, 2023. We welcome your comments and questions in advance of that date so we can be prepared to address them on April 3rd.
REPORT
1) Propose to the Town Council a plan for community visioning with a focus on public safety and social justice.
The Department of Diversity, Equity, and Inclusion has introduced several initiatives including community visioning, community conversations, and establishing a formal structural relationship with a national organization to institute a train-the-trainer program.
Community Visioning: The Department has proposed hiring a consultant to engage the community in the work of community visioning. While the Town Council notes a focus on public safety and social justice, the actions of community during the visioning sessions will determine the focus. It would be ill-advised to predetermine what issues will come forward from the exercises. The Director has had two preliminary conversations with Dr. Barbara Love. Dr. Love has previously worked for the Town and was a suggestion of the Community Safety Working Group (CSWG) and the Community Safety and Social Justice Committee (CSSJC). The determination of the consultant and services provided must, of course, follow the legally required procurement process.
The process envisioned by the Director and Dr. Love would consist of five rounds of engagement: · Round One: Visioning
· Round Two: Coming Together · Round Three: Sharing
· Round Four: Collective Visioning
· Round Five: Strategic Development
· Round One – Visioning: The DEI Department would work with a consultant to describe and frame the visioning work. The Department would identify targeted segments of the community, people, organizations, and particular populations to engage in the process of creating a vision of an inclusive and equitable community.
· Round Two – Coming Together: The Department will work to establish protocol for conducting a set number of meetings with community members and groups identified in Round One. These meetings are the heart of the work. The consultant will train Town staff and community members to act as facilitators to conduct these “town hall” type sessions where participants will create a list of priorities and visons for the Town. In 2020, the Town joined the Government Alliance for Race and Equity (GARE). At that time, some staff formed a CORE Equity Team. Staff members in the group self-identified and self-selected to learn about and promote issues of diversity, equity, and inclusion. The group now includes 17 staff members from the Town Managers Office, Human Resources, Jones Library, the Senior Center, Town Clerk, Conservation, Information Services, Fire, Assessors, Health, Facilities, DEI, and CRESS with additional departments looking to join. The DEI Department is welcoming additional members from all departments. The Department envisions that this group, along with some community members, will be trained to perform the facilitation of the “town hall” meetings.
· Round Three – Sharing: Select members from Round Two will share the information and visions identified in Round Two. Participants will have an opportunity to hear and ask questions about each other’s visions.
· Round Four – Collective Visioning: Select members from Round Two will be asked to share results from the prior round and to engage in “collective visioning”.
· Round Five – Strategic Development: The Department will work with the consultant to create a strategic plan. The Department will be responsible for prioritizing and implementing the plan.
The Department anticipates that this initiative will begin in late April, taking into consideration the steps needed to meet procurement laws.
Community Conversations: The Department has inaugurated conversation events with community members through bi-monthly diversity, equity, and inclusion events. The Department has named this series Becoming Beloved Community.
Train the Trainer: The Department is exploring the establishment of a community chapter of the National Coalition Building Institute (NCBI). NCBI is an international organization headquartered in Silver Spring, Maryland. NCBI offers Train the Trainer sessions to community members who are committed to equity and inclusion. The members meet monthly to hone their leadership and facilitation skills. They provide communities with the internal skillset to tackle divisive and controversial issues. They strive to ensure the fair treatment of all people in their community. An NCBI Chapter is usually a team of diverse representatives from government agencies, public and private schools, corporations, local businesses, trade unions, law enforcement agencies, religious communities, and neighborhood activists.
2) Propose to the Town Council a plan for the creation of a Resident Oversight Board, with possible assistance from and hire, as appropriate, a consultant to help with the development of that plan.
The Department of Diversity, Equity, and Inclusion has proposed hiring a consultant to guide the
community through the process of creating a Resident Oversight Board, also known as a civilian oversight of law enforcement board. The Department acknowledges the prior work of the Community Safety Working Group in the ideation of a resident oversight board and notes that this initiative requires a unique set of skills and a specialized knowledge. The Town Manager has designated funds to accomplish this project.
This work will be complicated because it must take into account the new requirements of the Peace Officer Standards and Training (POST) Commission – POST Commission – which was established as part of the Police Reform Act enacted in Chapter 253 of the Acts of 2020. The POST Commission is charged with implementing a mandatory certification process for police officers, including de-certification, suspension of certification, or reprimand in the event of certain police misconduct; receiving, investigating, and adjudicating officer misconduct complaints and improper use of force; and maintaining and publishing officer information, including certification status, suspensions, and disciplinary records.
Establishing the Board will require that the Town meet its collective bargaining responsibilities with both the Patrol Officers’ and Supervisors’ unions in the Amherst Police Department and will require adherence to state and federal law.
To move this work forward the DEI Department consulted with three experts in the field to understand the scope and content of the work which might be required to complete the task. The Department has drafted a Request for Proposals (RFP) for this work. The Town will seek a consultant with experience in establishing police work and civilian oversight work, knowledge of the Massachusetts police accreditation process, and proven success in establishing police oversight boards in municipalities, preferably in Massachusetts. The scope of services in the RFP states in part:
The purpose of the work is to establish a model for a civilian law enforcement oversight board that meets the needs of the Amherst, Massachusetts community. The
recommended model should have the following outcomes:
· Acknowledge and expand the work of the Community Safety Working Group;
· Develop a complaint process that is accessible to all and where few if any barriers exist to filing a complaint;
· Ensure investigations are fair, thorough, objective and without bias; · Improve policies, practices and training through an analysis of data;
· Improve the public’s understanding of police policy, training and practices; · Promote trust and confidence in the Amherst Police Department;
· Comply with all state and federal laws, specifically the Massachusetts’s Peace Officer Standards Training legislation.
The RFP would seek one or more vendors to provide the following consulting services in two phases. A more detailed description follows this list.
1. Phase 1A Design and Implement a Stakeholder Engagement Process: Develop a community-based process to solicit input about public interactions with police and educate the community about options for police oversight.
2. Phase 1B Research and Evaluate Civilian Law Enforcement Board Models for Consideration: Research civilian models operating nationally with an emphasis on municipalities of similar population, number of commissioned officers, and in communities with local colleges and or universities with similar student populations to the Town of Amherst.
3. Phase 1C: Presentation of Findings, Recommendations and Deliverables: The consultant will prepare a report and present their findings to the Town Council, the Town Manager, and other Town staff and committee members.
4. Phase 2A: Oversight of Implementation, Development of Resident Board Policies and Procedures and Training of Town staff and Oversight Board Members: The objective of this phase is to implement the Resident Oversight Board. The consultant will work in collaboration with the Town Manager and Town staff, the Department of Diversity Equity, and Inclusion, and other Town officials and committees to develop board policies, procedures, and forms; select and train the first board members; and assist in the launch of the board.
5. Phase 2B Part B Training of Town Staff and Oversight Board Members: The consultant will use a Train the Trainer model to train Town staff and the initial board members.
6. Phase 2C Part C Presentation of Findings, Recommendations and Deliverables: The consultant will prepare a report and enclose copies of all policies and forms created.
The Department and Town Manager will establish an RFP Review Committee to assist in the selection of the consultant and make a recommendation to the Town Manager. A Review Committee could include the following groups:
· Diversity, Equity, and Inclusion Department · Finance Department
· Community Responders for Equity, Safety, and Service Department · Police Department
· Human Rights Commission
· Community Safety and Social Justice Committee
The Town Manager is reviewing this RFP process and establishment of an RFP review board. The RFP will be published shortly and the solicitation of proposals will begin immediately. We are optimistic a consultant could be hired by May 1st.
3) Organize a review of public safety protocols for responding to and handling public safety calls involving all residents including minors, in order to recommend changes to those protocols, if appropriate.
This work is best suited for the civilian members of the Resident Oversight Board. The hiring of a consultant and creation of a Resident Oversight Board would include processes and procedures to address the review of public safety protocols.
4) Continue to develop protocols for CRESS regarding active engagement by community responders.
After the vote of the Town Council to establish a new CRESS Department, Town staff have worked at remarkable speed to fund the department, develop job descriptions, identify and build-out workspace, procure vehicles and equipment, hire staff, develop training for the newly hired staff, obtain grants, report on grants, and place trained responders on the street serving the Town.
This has been a gargantuan effort by many departments including the Town Manager’s Office and the Human Resources, Finance, Facilities, Police, and Fire Departments. Credit to the dedication to the CRESS Implementation Team which included the co-chairs of the former Community Safety Working Group, Assistant DEI Director, Police Chief and staff, Fire Chief and staff, and CRESS Director with support from Dispatch another member of CSWG.
One year ago – March 21, 2022 – Earl Miller began work as the Director of the Department of Community Responders for Equity, Safety, and Service. It must be noted that the progress we have made in building this Department and the Department of Diversity, Equity, and Inclusion from nothing to fully-funded and staffed departments is nothing short of remarkable.
The timeline from creation to having trained responders on the street makes CRESS the fastest alternative dispatch initiative in the country.
The CRESS Director has primary responsibility for working with other departments to build further engagement, including dispatch policies which are now being reviewed by the Town Attorney. We anticipate that the consultant hired to create the Resident Oversight Board will also address some of these issues.
Community Responders:
Eight community responders were sworn into duty in July of 2022 and embarked on two months of intensive training. In September, the community responders began their work in the field and continued to engage in additional training. In January, the Department expanded its shift coverage from Monday through Friday, 9am – 5pm to Monday, 8am – 4pm, Thursday through Friday, 8am – 8pm, and Saturday, 10am – 6pm.
The outreach and recruitment of community responders is a signature success both in the quality of the individuals who applied and were hired and in the diversity and life experiences they bring to this important work.
CRESS is a minority-majority Department with a BIPOC director, the only black director of similar programs in the country. 7 of 10 employees are BIPOC. 4 of 10 are women. 5 of 10 are black. 1 of 10 is bilingual (Spanish). 1 of 10 trilingual (Kiswahili and Kikamba). 2 of 10 speak conversational Spanish. 3 of 10 are survivors of the foster care system. Both members of leadership identify openly as having a disability. 8 of 10 worked, lived, or went to school in the Town of Amherst.
Notable Accomplishments
Here are just a few of the accomplishments and milestones that are part of the development of the CRESS Department:
▪ CRESS was awarded a non-fiscal grant from the Council of State Governments, joining a collaborative of 12 municipalities, including one in Canada.
▪ CRESS has supported 4 vaccine clinics, helping more than 600 people to become vaccinated against COVID-19.
▪ CRESS signed a Memorandum of Understanding with the Amherst Regional Public Schools, allowing the Department to support parents with issues that the school is dealing with. Special emphasis has been given to helping children of immigrants to attend school while supporting the families to navigate systemic barriers.
▪ CRESS continues to work closely with the Town’s shelter provider, Craig’s Door. During the recent extreme cold weather, CRESS was able to support 9 people to access emergency hotel accommodations, including 3 people who had been living outdoors for 2+ years.
▪ CRESS has supported seniors by making over twenty wellness checks for Senior Center and delivering hundreds of meals to seniors when volunteers were scarce.
▪ CRESS participated in the Amherst Survival Center’s grocery delivery program, delivering to people whose behavior might otherwise preclude them from accessing this service.
▪ CRESS has transported people to appointments, provided preventative interventions to prevent crisis, collaborated with mental health providers, and responded to calls to the office.
▪ Two Responders are working with Trauma-Informed Hampshire County on a national childhood trauma initiative.
▪ CRESS has overlapped with every Town Department in a variety of capacities (for example: supporting the Town Clerk’s office by serving as constables at local elections, providing support for Town Council meetings, supporting the Department of Public Works during tree removals, and escorting the Tibetan delegation from Town Hall to the Hadley Town line).
▪ The Town has incorporated CRESS in the Town’s Emergency Management Plan after CRESS staff participated in a FEMA training.
▪ CRESS staff were positioned at key locations during the recent weekend activities associated with St. Patrick’s Day.
▪ Director Earl Miller presented alongside Town Manager Bockelman at a state-wide Massachusetts Municipal Management Association event, alongside Town Manager Bockelman and Police Captain Gabe Ting at an International City Management Association event, and alongside the Pittsfield Chief of Police at the Massachusetts Municipal Association Conference on the topic of mental health in public safety.
▪ CRESS has worked with local businesses resolving issues, coordinated with Jones Library staff, local business leaders, and the Police and Fire Departments on community safety issues; instituted and organized a regular bi-monthly social service meeting (which includes local hospitals, mental health providers, social service agencies, and state partners); partnered with local colleges and universities for course work, student support, community engagements, and internships.
5) Continue the work already begun on exploring options for a youth empowerment center. Primary responsibility for this initiative was initially given to the Recreation Director. It became evident that this is a project that needed a more specific definition of scope and additional resources. Staff settled on developing a community-based team approach to explore options for this initiative.
The Town Manager is forming a working group to explore youth empowerment that would include a broad representation of the community including the Schools including the Family Outreach Center, High School and Middle School administration; Town departments including Recreation, Finance, Community Participation Officers, DEI, CRESS, Facilities; and community representatives from CSSJC, the Jones Library, Big Brothers Big Sisters of Hampshire County, and others.
The charge to this working group will include the mission to:
▪ Gather input from stakeholders by way of a community surveys and public forums;
▪ Synthesize input from stakeholders and investigate feasibility of establishing a Youth Empowerment Center/Program;
▪ Ensure any proposed infrastructure improvements can be met by local sources unless additional funding is found;
▪ Design project programming and related operational costs so that they are scalable based on the resources available;
▪ Prepare a report of findings and recommendations by November 1, 2023.
The Directors of Diversity, Equity, and Inclusion and Community Responders for Equity, Safety, and Service have agreed to host an AmeriCorps Member whose time will be divided between the two departments. The AmeriCorps member’s primary duty will be to assist both departments in outreach to youth, research and development of youth programming, and the provision of services to youth. It is anticipated that those services will include a range of workshops, activities and presentations on DEI topics, legal rights and responsibilities, civic engagement, leadership, organizing, academics, and career exploration. If the departments are successfully matched with an AmeriCorps member, the member will begin in August.
6) Provide training regarding racial equity, rights, and other options for training employees and members of the public.
The Department of Diversity, Equity, and Inclusion has conducted workshops for community members and staff, as well as has hosted cultural events that serve both to inform and entertain and has made presentations to several local groups and organizations. These include:
Workshops for community members and staff:
o Presentation for Applewood Retirement Community.
o Conducting two Restorative Justice Circles for CRESS. o Facilitation Training for the CORE Equity Team.
o Collaborating with the Human Resources Department on four DEI 101 & Professionalism workshops for the Department of Public Works.
o Collaborating with the Human Resources Department on Teamwork workshops for an all-staff Professional Development Day.
o Collaborating with the Human Resources Department on Implicit Bias & Microaggression workshops for an all-staff Professional Development Day.
o Presenting as a co-panelist with CRESS to the Chamber of Commerce Equity Task Force.
o Providing Anti-Racism workshops for Amherst Police Department that begin March 20th.
Upcoming Workshop:
Being an Ally not a Savior
Cultural Events:
Latinx Heritage Festival
United Nation Human Rights Day Kwanzaa
Rev. Dr. Martin Luther King, Jr. Day Black History Month
Lunar New Year
Upcoming Events:
AAPI Celebration
Human Rights Commission Youth Hero Award Juneteenth
Pride Month
The highlight of the work in this area to date has been the Town’s participation in the National Day of Racial Healing. An initiative of the Kellogg Foundation that began in 2017, the National Day of Racial Healing follows the Rev. Dr. Martin Luther King, Jr. Day observance and asks participants to engage in narratives that promote racial understanding and healing. As the foundation states “Racial healing restores individuals and communities to wholeness. Racial healing repairs the damage caused by racism. It facilitates trust, builds authentic relationships, and bridges divides. Racial healing is at the heart of racial equity – the people-work that leads to community, organizational, and systems transformation.” More than fifty people participated in the two events. One was held exclusively for staff at the Jones Library and another for community members at the Amherst Survival Center.
Below are some quotes from the event:
u“It was a great event. It was a safe space to have hard conversations, and everyone respected other stories.”
u“I think it was a perfect small group conversation addressing issues of identity. I liked the circle model and felt that the facilitator did well upholding the shared values and agreements. It was helpful to frame as a first event, and not one that would make recommendations for change.”
u“I struggled between sharing what I thought of race as a young person and what I know now after being educated as a social worker. I ended up sharing the fact that I didn’t have much diversity where I grew up, but I forgot to share that what I always thought about race as a name for groups who had similar features adapted to where they are from. I did not know it was a social construct until college.”
u“I had no idea what it would be like, and it was fantastic. The facilitator was wonderful, and I loved being in a group with Paul B. There was also a wonderful gentleman whose name I forgot who was both a union leader and an NAACP leader who said he lived/worked in Northampton.”
u“As discussed at the event, it definitely felt like the room was mostly people on board with the idea of racial healing. Would love to see an audience where there is disagreement and work through that.”
The Department anticipates that it will continue a robust schedule of workshops, trainings, and presentations both for the community and for staff. Community members have been informed at each public event of the willingness of the Department to facilitate conversations and conduct workshops or presentations. The Department has pledged to host or conduct events for the community bi-monthly.
The Department has requested each department in Town government to conduct a DEI self-assessment. The assessment sought demographic composition of staff, information about services provided and public spaces, and desired DEI resources and workshops. Each department head received a copy of the MA DEI Coalition Guide for municipalities as well as other DEI resources. Each department in Town is unique in terms of skillsets and awareness of staff. As a result, the Department is customizing each DEI workshop accordingly.
7) Develop a communications plan to raise awareness in the community about these efforts; The Department of Diversity, Equity, and Inclusion is committed to providing access and offering
engagement of community members by assisting the Communication Director in raising awareness of these and other efforts in Town via multiple modalities and with a responsiveness to language access.
The Department of Diversity, Equity, and Inclusion will provide regular updates as necessary to the Communications Director that can then be shared via the Town’s various established information sources, including but not limited to: websites, newsletters, Town Manager Reports, press releases, posting to official social media channels, videos, informational sessions, and more. Based on expressed need, the team can explore additional or supplemental methods to provide public access to this information.
CONCLUSION
The Town Manager and Director of Diversity, Equity and Inclusion are committed to assisting the Town in its goal of carrying out its stated vision for a more inclusive and equitable Town.
It is truly remarkable the progress we have made in building the Department of Community Responders for Equity, Safety, and Service and the Department of Diversity, Equity, and Inclusion from an idea to fully-funded and staffed departments in just over a year.
CRESS is the fastest alternative dispatch initiative in the country from establishment to operation.
And the DEI Department, as a newly established department less than eight months old, has made meaningful and steady progress internally with Town staff and departments – building relationships, conducting investigations, providing trainings, and supporting departments with specific interventions.
Most important, however, is that the two Directors – along with their staffs – have provided significant contributions to the Town’s goals, culture, values, and initiatives. They are key members of the Town’s leadership team.
The Director of DEI notes that we are on the journey which is a marathon, not a sprint.
And, as Dr. Martin Luther King stated, “Our goal is to create a beloved community and
this will require a qualitative change in our souls as well as a quantitative change in our lives