Progress, noting that we don't yet have a quorum. We will move forward with our amended agenda. But whether our amended or official agenda we always began with word of invocation and we would do the same this afternoon.
but let's start plugging in and
we're just yet awaiting our chaplain to join
All right, so if Chaplin has not yet joined us then we have some Rams in the bush
so I can't see who you are, but if you would be so kind as to open us up with a word invocation. State your name for the record. Thank you go right ahead.
Microphone.
Set out are you trying to tell me that you haven't.
Okay, one second. Officer, I think that your willingness to serve is greatly appreciated. I think we got the chaplain every he's got.
All of the Earth, The heavens declare the glory of the and the permanent. Sure, your handiwork. They aren't today, or their speech and night on tonight. So now, there is no speech, nor language, where you die voice is not her. Personal or we want to say thank you. Thank you for allowing us to come together to discuss the safety of our community. We thank you, for the Board of Commissioners who have committed themselves to social change in the city of Detroit, with thank you for their diversity. Many years of life experiences, educational achievement, but most of us still dependent on you for wisdom and guidance. Thank you. For those who have joined this meeting from the community, we pray that they will receive the answers and solutions to their concerns brought before this body. We hold up our police armed officers as they go into the community to protect and serve. We ask that you continue to keep them safe, that they may return home to their families. We pray for every home that is represented in this meeting. We pray that they will be called of love times of peace, but most of our homes where your Spirit dwells in Jesus name, amen. Amen.
Thank you so very much for your words of invocation. And it does appear that we do have a quorum and so we will move forward with our official agenda, which next calls for the introduction of commissioners by acting secretary brown
to a person Presley here by Sir person Smith here. Commissioner Banagher
attorney lender, Bernard district to present to me some
banks exploit excuse Commissioner Vale, President District Four, Mr. Burton. Commissioner Carter, Commissioner Moore. Mr. Hernandez Mr. Woods.
Okay with that we do have a quorum, and we will now move on to the approval of the May 2 2024. Agenda. Is there any objection to the agenda? Hearing no objection that the agenda will be approved next year. Yes.
Are we able to add in a closed session portion after the interviews For purposes of personnel matters in relation to the board secretary role,
yes, we
can do that. Well, then I'll make a motion that we insert closed session pursuant to and I'm not sure which one it might be for us to handle personnel matters in relation to the board secretary.
Does the commission want that to be before after the police officers?
He has to stay where he wants to insert it on the agenda, Mr. Chairman,
that would be right after item seven, which are seven A are the interviews. So that would be a creation of seven B, which would be the closed session.
All right. So the agenda is being amended to add a closed session directly after section seven, eight, the interviews for board secretary is if need be, is there any further additions or amendments to the agenda? All right, and so now we will vote on the approval of the May 2 agenda with the amendment of a closed session directly following the be OPCs. BOARD SECRETARY interviews, all those in favor, please signify by saying aye. Aye. Yes, all those opposed, no. All right, the eyes have it and the agenda is approved, as amended. Next, we'll move on to the approval of the minutes for the April 18 2024 meeting. Is there any objection to the approval of these minutes? Hearing none the minutes are approved. Let the record reflect that Commissioner Burton has joined us. And now we move on to the introduction to be LPC staff, Chief of Police elected officials representative and community leaders by acting secretary Brown.
Good afternoon, Mr. Chair with us we have Dr. Francis Jackson, the parliamentarian attorney Stephanie LaBelle. She's on Zoom. Chief investigated you on your own worst. Miss Teresa blossom, Miss Candice Hayes. Miss Jackson, Taylor Taylor. Supervise investigator Ainsley Cromwell Lukas Nelson is doing a video. Don Henley side is the court reporter and Sergeant Ellen queen is doing our audio. Sitting in for the chief is DC Mark Blitz. VIPs and is free your butler second precinct community relation President Mr. Don Davis councilmember phrase do Hall office? Lieutenant Mark young LSA president, Mr. Ron Thomas dpi. Vice President.
All right, thank you. And again, we're grateful to everyone's attendance. And as I say every week it hopes that it adds to the productivity of today's meeting. With that we will now move on to the board of officers board of police commissioners officer's report where we will engage in interviews for two candidates for board secretary and so at this time, I'll invite HR to come forth
don't mix up those. Let me see.
And colleagues you all should be aware though we had planned to interview three individuals today. We did receive notification that one individual declined to move forward.
Mr. Chair Mr. Tipton was on a zoom. I just asked him to unmute
Can you guys hear me? Yes. Thank you sir. I'm not sure I don't have the list in front of me. Chair. But can you please tell me who was in the room?
I believe do we have is that Genevieve Clark Dench?
Yes. Thank you.
She's present but not in the room. Okay, so
she's present by zoom. And then she's
here Mr. CSCs is out in the way near Nachi long witness Shakira secure
l Hawkins Yes. So those are the two that we have.
Okay, feel free to bring the first category and please okay
thank you will
find
I'm a licensed psychologist. I
see Yes, you can sit right here. Good morning.
I'm sorry. Good afternoon. Good
afternoon. I let the record reflect that Commissioner Woods has joined us as well. All right, Mr. Tipton, I believe this is Genevieve Clark Dench. Yes. Did I say that correctly? Yes. All right, Mr. Chips, and she's now a seated in present. Thank
you, Miss Clark. And thank you for joining us this afternoon for the board of police commissioners interview for the board secretary. Thank you, the board, if you wish, we will let Commissioner introduce themselves.
I believe that you've got the name plates in front of us. I think that'd
be bad. Thank you. I'm sorry, I'm not there live. So I can't see what's in front of you. So thank you. So we're going to ask you a series of questions. The commissioners will be taking notes. While you're responding to those questions. What I would like to understand this is that when given a response, we want you to think of a specific situation, the tasks you had to take on the action you took toward that test. And then the end result will give me your response.
Mr. tivity, and allow me to provide some instruction to my colleagues, you all should have a rating summary sheet in your binder, it's in the folder part of the front part of your packet. And as he stated, you'll see the candidates name that's associated with the person who's being interviewed. There is space for you to take notes on each of the areas that we will be scoring the candidates. And so again, I ask for your attentiveness. And your diligence by as these interviews go for Mr. Tempted go right ahead.
Thank you. I'm gonna give you a brief overview of the position, and then we're gonna jump right into the q&a. Okay. Yes. All right. At the top level executive to the border police commissioner, the secretary to the board is responsible for the overall performance of the board of police commissioners and day to day operation of the organization. The secretary to the board serves at the pleasure of the board and report to the Board of Commissioners who has charted mandates supervisory control and oversight of the Detroit Police Department. Okay,
yes, thank you.
All right. So very first question, just brief with my how your previous experience and education have prepared you for the position. And tell us about any experience that you have in civil civilian oversight, law enforcement, the legal field administration and working with the board.
Thank you for your question. I have a bachelor's degree in sociology from Wayne State University and an undergrad minor in psychology. I began my career in Human Resources at Wayne State University as well and I worked in the employment, wages, salary, administration, labor relations, departments and benefits. After six years of employment there I was contacted by a search firm who was referred to me by a colleague of mine from the university who was in placement office there
and recommended me for a position that was new with United Way then it was united foundation to serve as their new human resources director. I went there was interviewed and two days later, the position was offered to me, and I worked there for four years. Four and a half years, and then was recruited to a TNT and human resources where they had a special project that I worked on. Prior to going to at&t. I was the first person who handled their UAW union that just been elected. And I have prior experience with the UAW and about four other labor unions at Wayne State University by being in human resources. I provided a startup department for United Way and I was part of the negotiation team. When the contracts were up for renewal. And I handled a first line person to handle all Employee Relations and labor relations matters. I established the filing system, the personnel system, I did policies and procedures. I attended annual conferences for the National United Way across the nation, where we were together for about two and a half days each year. are brainstorming, sharing, gathering information and getting to know each other across the state. I went on to at&t Human Resources where I have the project of identifying how employees can apply for jobs without paper. I was successful in accomplishing that, through research, support with information technology and my previous experience working with the process of paper for jobs and employment. There was a test of this system done in the state of Michigan. Following that test, the system became national by corporate approval, and that system still exists today.
All right. No, no.
I'm fine.
All right. So with that being said, we're gonna move on to the next question. Discuss options you will consider and this is demonstrating self confidence. So discuss options you will consider in handling someone who repeatedly refuses to comply with reasonable different directives or is openly disrespectful. And your answer describe your overall management and leadership style. And how you may how many employees you have supervise.
The maximum number of employees I have supervised is 24. They include IT professional, and college work study and clerical. at Wayne State, I had an incident that happened to me when I was promoted from a financial aid offers a one to a management position. And it required me to manage eight professional staff people. And I grew up to 17 college work study students because of changes that were being made in my section. I was responsible for front counter services, telephone services, and part of the processing of financial aid awards for students. I had an employee who had been in their position longer than I had been in mind, and felt that they should have received the promotion. After discussion with the director and to associate directors, this person made the decision that they were going to ignore my supervision, my direction, and any communication from me. After a period of time of trying to communicate with them verbally, then we're communicating with them in writing and sending copies to my direct supervisor and the director of the department. The department head had a conversation with him. And this person decided not to come into work the following day. I tried to communicate with them by telephone without success for two days. That third day, I sent them a telegram indicating that they were to report to work or they will be considered a voluntary resignation. And they were considered a voluntary resignation. We made an organizational change. We replaced that person with another individual from another unit where help was needed. And I proceeded on with growing the unit and providing the services that were needed for getting customer service at the front counter, improving our telephone system training as well as supervision of professional staff people who were processing financial aid awards to students. I served in that capacity for about two years. When I went there her. This was in scholarships and financial aid at Wayne State. I was in the midst of my master's degree completion. And I was assigned for graduation credit that I needed to find a problem on my job that needed direction. And to fix that as part of my my thesis for graduation, I noticed that there had been an issue with long lines of students during final registrations in particular. I went to one of my associate directors and shared my observation. And she kind of giggled at me and I said, What's funny, and she said, we've been working on that problem for two years, and we haven't solved it yet. And you're here asking if you can solve it, go right ahead. And I got the green light to go. My director came to me and said, We're changing your status and you are going to have 24/7 access into the building on campus to do whatever it is that you need. And for whatever support you need to accomplish
this task.
To make a long, long, long, long story short, that took over two semesters, I was pleased to find that we were able to no longer have satellite offices during final registrations. We were able to accommodate our students in a timely fashion where we no longer had the long lines. And to my knowledge, they do not have an issue with students in long lines waiting for final registration because of a hiccup with their financial aid applications being processed and awarded to cover their tuitions and additional funds that they may need if they receive the worth and the tuition amounts. That was something that I was very, very pleased with. I had to I surveyed this about 250 students, I took their information, I surveyed two other departments that we had a sister relationship with, which was admissions and accounts receivable. And I found a glitch in the computer system. And from that glitch, we got that corrected through information technology. And we were able to then do a test run. And from that test, where we have had hundreds of students waiting in line to be serviced and our front counter staff, manually writing out fee deferrals to students and me there assisting them in that process. Over a four day period of time during final registration, we ended up with 300 students that needed service from us, all the other students, the lobby was vacant, there were no students down the steps leading up to our office, none into accounts, receivable and those operation going on in the admissions office. And about two years following that there was an opening for a financial aid officer at the School of Medicine. And I applied for a lateral and I transferred over to the School of Medicine it did financial aid there for medical school students and assisted them with various programs that they needed, and projects that the financial aid office asked me to represent. And then my former employer United Way, asked me to come back and work for them for special projects. So then I returned to human resources at that time.
All right, thank you so very much for that response. The third question often time we are placed under pressure and have conflicting demands for our time at work. multiple projects are due at the same time two or more people requiring the same our time and assistance two or more requests come and competing due days. Please describe a time when you are under pressure and experience conflicting demands at work. What was the situation and how did you handle prioritizing the work?
I had a situation where I was responsible for a pension plan that covered the 92 nonprofit organizations in Detroit, Wayne County, Oakland and Macomb counties. And during this time, it was during the period of our tax reports that needed to be submitted. And I was also dealing with processing calculations for five nonprofit organizations that were disaffiliated from the plan. And I had deadlines to meet with the record keeper, the pension attorney, the attorney for the five does the filling ating organizations and nonprofits who are calling asking for assistance with completing their tax reports. Many of them had due dates, by the end of the week, somewhere sooner, I calculated wrote down what my needs were, which were most important. Where I could make a possible adjustment with my calendar. I call those organizations or individuals to say, may I have a little extra time to do this? Because I'm in a bottleneck? can you assist me? And based on my relationship with them, in most cases are received Yes, that's fine, we can make an adjustment. For those that I needed to put that full attention to. I utilize my staff to assist me where they could work up until the building closed, where I was then went home and continued to do a different more work with that and came back the next day to make sure that I met that require timelines for all of those who were needing it. That was the biggest and more most difficult.
Thank you for the response. Next question, tell us about a time when it was necessary to interact with someone who became verbally abusive, or may have been difficult to communicate well, have you ever had a situation like that? And if so, how did you resolve it
so we might get a minute I have a very dry mouth Sure.
While working in student financial aid, I had an incident with a student from a foreign country whose culture was to not communicate with women in authority. They would not speak with the staff that were at the counter and they said they wanted to speak with a manager. When they saw that the manager was a woman. They refused to speak with me and refused to speak with a man. I let them know that there was no man available for them. And that if they had a matter that I was the person in charge that they could share their concerns with for assistance. The student became belligerent in front of other students who were waiting to be serviced. I excused myself went over to one of my staff people and instructed them to call public safety. Public Safety immediately sent over a student to observe the situation who then followed up with sending three officers
that lead that are the sergeant and that was with the other two officers took over the conversation with the student. Oh shared with him that he does not deal with women. And he wanted to speak with a man and one thing led to another. The students spoke with public safety, public safety, then share it with me what he needed. I obtained what he needed. gave it to the public safety sergeant, who then pass it on to the student, and made it clear to the student that he was not welcomed. If he felt that he can only speak with a man, when in this country, we do things differently. I never saw the student again.
All right, thank you for that response. Next question. What do you believe is the best way to manage expectations of many different stakeholders? And just give it from your spirits? How would you organize a meeting? Or meet the needs of internal and external entities?
Would you repeat the first part of your question, please?
Yes, what do you believe is the best way to manage expectations of many different stakeholders
based on my experience that I have found to be very beneficial is that I have worked with the stakeholders on a one to one basis as well as trying to get to know the people that they work with. So that if I needed assistance, they would let me know who I would need to be in touch with if it was not that person directly. I present myself in a way that is respectful to everyone. And remember the Golden Rule Do unto others do unto others as you would have them do unto you. I was raised to be a very courteous, respectful person and I continue that behavior today. And I have found that it has been very helpful to me in many situations as well as those bringing about ease and a difficult environment and as well as meeting people for the first time and working with them. For my stakeholders, I like to have periodic meetings with them. That we could schedule until we reach a point where we are comfortable with each other and those scheduled meetings are not necessary. There are times when I have been with stakeholders and we have had scheduled meetings. I've been secretary to boards before I've been an executive director before and worked with a small board as well as larger boards. And when you have smaller boards you get to know your board members very quickly because people oftentimes take on more than one responsibility therefore we work together in many capacities. In situations where I have people who are outside, such as when I was the administrator for a pension plan that had over $700 million in it for United Way. I had several people who were outside. Lisa a an attorney for pensions and actuary records keeper, five investment managers and as well as overseeing the various organizations who were invested in that plan. So there were many stakeholders involved as well as the employees wanted to know about their pension plan, what was in it for them how they could calculate their benefits. I performed on the way in which an individual could calculate what their benefit would be, which had never been done before. I was able to meet with several of my stakeholders and have joint meetings. At times when it was possible for all of us to come together and to share information and to fulfill what we needed to do. We would rotate around at different ones offices. I had two companies that share the same building so that made it convenient there. And then I had quarterly well I call to pension advisory board meetings which was open to all of the employers who participated in the plan. I have quarterly meetings that were held at our office conference rooms, where we were talking about not only the agenda that was set for the day guest speakers, q&a time for people questions, presentations, etc. People had the opportunity to ask if a subject that they had in mind wanted to be discussed or they didn't understand it and would want to training and I would prepare for those training sessions. For the members who participated in the plan as well as people who were on my board special projects that they would want from me
and the second part of your question, please.
Wait, thank you for that response. And this would be the final question. What are some best practices and emerging trends that you would use to employ with the civilian oversight standards to comport with national best practices, a recommendation regarding civilian oversight of law enforcement?
Mr. Chair, I think that she was asking about the second part of the question, is that?
Yeah, and I think that in your answer, you sufficiently responded to it. But just for clarity sake, you just said explain the previous experience, and how you or your organization went about meeting the needs of the internal and external entities. Thank
you. If I could just expound a little right around that. Thank you. For my internal clients. They basically were the employees of United Way. Some were represented by UAW, some were not. Some were management and executive level positions. And I worked with each based on their level of comfort, understanding and need. For those who are represented by the union, oftentimes, I would speak with their union representative. And they will take that information to their the people that they represent it because that's the process they chose. If I were in a situation where I had people who were participating in a quarterly meeting, who participated in the plans, I gave presentations, I would always have our internet attorney at the meeting. So if there were questions that were beyond my ability to respond that he would be there, I would oftentimes have our actuary there, because people who would have questions or needed understanding how the process worked from an actuarial standpoint. And periodically, I would have one of my investment managers there so that people could understand how their money was being invested, and how it and we had sometimes presentations by the companies, where they would send me literature that I would share at those meetings and answer their questions because of the close relationship that I had with the investment managers, and keeping up with all of that as part of my job responsibilities on a monthly or quarterly. And on an annual basis, I was that first line of communication, also.
There became another attorney that was involved who was leading five organizations that were disaffiliated from the plant, and I would go to their office and meet with them, talk with them on the telephone, communicate by email, etc. As well as talking with those agencies themselves because they were comfortable enough to speak with me on how things were going and I would give updates in writing as well as over the phone if there was a particular question. So I was able to make smooth transitions. When there needed to be I was able to present a calculation of how each employer could see how a plan paid out for an individual based on their time and their income as well as being able to assist those who were behind in making their contributions to the plans. I met with Finance Directors, I met with executive directors or presidents depending upon the size and the title of the organization. When they were behind in their contributions and help them in identifying what their issue was as to what I could do to assist them so that they could become and continue to be current once they were able to catch up. So there was a wide variety of things that I was able to do based on the needs that they have and my willingness to work with them, versus just sending them notifications. You're behind you're behind when you're going to pay up and being with them, working with them and understanding their scenario and explaining it to those that I reported to us to what was their need and how I was helping their need. It made a difficult situation a lot easier to handle as well as come to a result that was beneficial for everyone involved. In relation to trends and helping out.
For those with oversight.
I would want to know what the status is of the group. What has the history Ben? I know that you all have been established since 1974. And you represent different groups areas throughout the city of Detroit. Some of you are at large and some of you serve in leadership capacities. And with this, this, this board I would want to know something about each of you so that I can get an idea of your backgrounds, how long you've been on the board and as well as what you would like to see happen with this board.
"I would also be interested in knowing your backgrounds where you come from whom you have served and based on your experiences, how has that helped you with this board?"
So that I have some level of comfort and knowing not only each of your stories, but that you know mine and in so doing how we can work together and identifying sources, resources, so that whatever the needs are, be it your community, your community, your community, or you as a leader overall, that I can be of service to each of you individually as well as collectively.
I would also be interested in the staff. I don't know how many people there are I don't know what their capacities are. But in knowing what positions exists, learning what they do working through their leadership and and identifying what their needs are.
Where have you been? Where are you now and where do you want to go? To see where I see similarities of needs that I can accomplish collectively selectively or be able to identify gaps, where those gaps are, how they can be closed and how we can move forward. If there's more that needs to be done in terms of resources, training, bringing sources in to do internal training or sending people out to be trained. However it is that's going to make this for be the best board that it possibly can not only now but into the future. That's the goal that I would have over that I have for being interested in this position to help you get where you want to go. I've done it before I've succeeded. I've written a master's thesis on it. I've helped other companies and I'd be more than happy to do that. With this board so that not only do we have a better police force, we have a happier group within the this leadership and we have residents, visitors and guests who come into the city who say, I don't know what Detroit is doing, but I wish I had it where I live.
Right. Thank you so very much for those responses through the chair. Those are all the questions for HR. You may ask or any commissioner may ask any additional questions if you do so if you decide to proceed that way.
I just for clarification, Mr. Tipton, is it my understanding that whatever question or questions my colleagues asked must also be asked and both candidates.
Yeah, we must be consistent and welcome It was a fair opportunity to do so. So I want to ask that the board will consider that we take two questions, if possible, as we have another candidate interview.
Thank you. So again, being mindful of that, again, that we have to make sure we're consistent with our questions. I ask that you make them general enough so that they do indeed apply to both candidates. And then also noting, you know, time sake, that if you have a rather urgent one, that you lift that at this time, I believe, Commissioner Burton, you had a question? Yes.
I guess I'm going to shorten my question a little bit. The question is, this is a, this is a police oversight board. And, you know, knowing that we have police oversight board. Well, if you were the Secretary, what would be your goal? What will be one of your goals? Fars. Working to improve community input when it comes to the board?
Well, first of all, I would need to know what the current input is, which I do not know. I would want to have the opportunity of working and speaking with those people who have that responsibility, be it people from someone like yourself, what relationship you have with the people in your community and helping them with police issues and matters? How do you go about that, because your way may be different from another representative from another area, and seeing where there may be similarities, similarities, differences, other ideas that can be incorporated to see what the best way to do because while it may be best in one community that may not work in another. And what I would be looking for is not just best practices, but what's most effective in that community, because it's a change, because you have you have different areas within the city of Detroit, different precincts throughout the city of Detroit, and everything may not operate the same way. That's all part of discovery that I would need to do in order to provide the best answers and suggestions that I can based on that input.
Or any is there any other question? Commissioner Moore.
Thank you, Mr. Chairman. Good afternoon.
Good afternoon.
Two quick questions. Number one, have you had an opportunity to look at the city charter as it relates to the board of police commissioners? I have looked at the charter, and what was your understanding of that,
from looking at the charter? They're well, let me take a quick, quick look here.
It's not in this folder. But from looking at the charter. For from my recollection.
I've also looked at some other charters from other cities to see if I could see some similarities. I didn't get a chance to spend a lot of time on that. But there are some areas that I would like to learn more about in terms of how things work. And how that ties in with this board. And then the staffing aspects because it's not all cut and dry for me. But from that charter
I would like to be able to have the opportunity, which I hope if I'm offered this opportunity, is working not only with people on the board, getting their understanding but also with the police department and getting a better input from them so that those places where I see gaps or craft questions where I need clarity on that I can be able to see that to
learn how the charter got to where it is and what you may want to see change with that charter based on things that things that change in the community and things that change with technology and going in other directions of things to add it to the charter.
Thank you. My second and last question is have you had an opportunity to review the City of Detroit's website, specifically to border police commissioners webpage? I have reviewed
the city's board webpage. And I have also watched some of your videos that were on that on the site.
Mr. Chairman, I have a final question, please.
I'm going to give the commissioners an opportunity. And then if there's still time, I'll come back to you. Any further questions, Mission awards?
How you don't mount yourself? Thank you for your answers. And my question go towards that. Why did you apply for this position?
I was approached by a search firm by Vantage who found me on one of the search websites, indeed, and saw that my background was one that they felt they felt fit with what the board might be looking for and approached me. And once I learned information about it, they asked if I was interested in learning more, I said yes. And a few weeks later, I get contacted, and was indicated that I was one of the finalists. But before that I did not know about the position being vacant,
because my question is, after you found out and you read the description, the position description, What compelled you to apply?
I was driven to this position because I saw some things that had occurred based on video that I watched, community input when people were speaking, conversations that have gone on between members of this board, reports that were being made from some of the staff people in regards to investigations, and I felt driven because I said to myself, "I can help fix that. It doesn't have to be like that. This can be better. Oh how I wish I were there." I felt drawn to you, not away from you.
I've always been a helper since I was a child. And whenever I see someone in trouble or something in trouble, I want to help. I can't say I'm a first responder. I'm not a nurse. I'm not a doctor. I'm not a policeman or fireman. But I have two hands. A heart that's bigger than I am and a desire to make things work for people to feel better when I lead them before I came.
Thank you very much.
You're welcome. Any further questions? Commissioner burden.
This is my final question. And yes. My final question is have you ever attended a in person commissioners meeting before? And if so, when? This
is my first time here. Thank you. You're welcome.
All right. Thank you. My question would be I mean, anything to keep it general. How much time would you estimate needing to be ready to get to work? So on things you might need to learn the conversation you might need to have how much time do you estimate needing before you feel like you will be a competent in the position?
Within 30 days,
okay. Thank you. You're welcome. All right. Thank you for that, and your time and your willingness to sign up and to assist us. You now I believe can exit the room if I'm given those instructions correctly. Don't be chair, man. Let's go right ahead.
Yes, those chair just want to tell the candidate once the board has made a decision, are we reaching out to the chosen candidate to discuss a start date and present an offer of employment at that point in time. Once that has occurred? That candidate will go through a thorough background check. Thank you.
You're welcome. Thank you, and thank you for inviting me.
Take care.
He was well.
Good afternoon all that afternoon as I may you have a beautiful you It was beautiful. Thank you. And I thought it was just my husband saying that.
Okay
as the second candidate comes in, whether it's direct Pattillo, or Mr. Tipton, just for clarification purposes, there are six areas that you've asked questions in. But the scoring guide only provides five, can you give some instruction as to how we're supposed to calculate all six?
Yes, you can still use this just URL we ask you just flip that over and just use that same preface that number five, it should be the scoring sheet should indicate. Hello, I apologize for not having that up and ready. One second here,
we have an area for technical experience, we have one for self confidence, we have one for organizing, planning and prioritizing work we have.
So basically, those are just the dimensions. So you can just use an empty empty space and write the dimension down and write your notes to that.
Yeah, but then there are two which is business acumen, and then fosters community continuous improvement innovation. And there's only five boxes. So order
either. Yeah, so the last the last box and foster continuous improvement, and innovation. Correct.
That last question. If I can help, let's just say that business acumen and fosters continuous improvement will be under Customer Service. The box number three.
Thank you.
Thank you.
Thank you.
All right, we're just waiting on our next candidate to intradural.
So the scoring is from a one to five, correct. And all right.
And as his Mercedes that one or more failed questions, which is a score less than three results in a failing score.
All right, it's like a seat.
Good afternoon.
Good afternoon.
So this is going to take place in two parts. And our HR personnel, Mr. John Tipton will began with instructions and the first set of questions. And then there'll be a round of questions from commissioners. So Mr. Tipton, it's on you.
Thank you through the chair. candidate, would you please introduce yourself?
My name is Shakira Hawkins.
Thank you so very much for being here this this afternoon. Today, we're interviewing you for our Board of police commissioner's secretary to the board position, we have about six questions, we want to ask you. One, give me your response, we want you to think of a specific situation that Tasha had to take on the action you took to her that test and then the end result. Okay, situation task action result. So very first question, just briefly explaining how your experience and education has prepared you for this position to do
but again, just want to be consistent. I think that we read the description of thank you so
much. I apologize for that. So let me give you a brief overview of the position first. Okay, as the top level executives for the board of police commissioners, the Secretary that the board is responsible for the overall performance of the board of police commissioners and day to day operation of the organization. The secretary to the board serves at the pleasure of the board and reports to the board, who has charted mandates and supervisory control and oversight of the Detroit Police Department. So now I'll go right back into question number one. So just briefly, tell us about your experience in education and how it has prepared you for the position and in your discretion and tell us about your experience that you may have had in civilian oversight, law enforcement, the legal field administration or working with a board
okay. Okay, so again, my name is Chicago Hawkins. I am an attorney. microphone, please.
It's only just move it a bit closer T.
Can you hear me? Yes, thank you. Okay, so my name is Shakira Hawkins, I'm an attorney. I'm a resident of Detroit, born and raised, lived on the east side, most of my life. I attended the University of Michigan for undergrad, University of Detroit Mercy School of Law for law school, after law school, I began my career in corporate law at Chrysler financial, quickly realized that was not what I want it to do. I prefer working with people and public service. After passing the bar exam, my first job was at Legal Aid, where I was in the civil division. And I did that for a while. And then, for the bulk of my career, I've been a criminal defense attorney practicing in Wayne County.
I did that all the way up to COVID, post COVID, I was able to serve the city in the capacity as a department of appeals and hearings hearing officer through Agra funding. And then, after one year, I joined the law department where I have gained lots of experience as it relates to what Matt just experienced at the law department. I mean, obviously, as a criminal defense attorney, I am very familiar with the laws of our great state of Michigan and the Detroit city code, and applying those laws to situations in cases that arise and that is similar to what I do with the law department. I am on the Blight team. And, you know, we regularly use the code as it relates to enforcement and in cases and I have experience in various areas through that experience FOIA subpoenas. all being said, I'm sure would be a benefit to me in this capacity as secretary to the board of police commissioners. I know that issuing subpoenas, investigations, referring to the code, applying the code, and things along that line would, you know, serve me in the capacity as a secretary to the board. I don't know that I've had any experience in board governance or civilian oversight. But I would think that my background in law, criminal defense and working within the law department would suffice. For the position, and the things, the areas in which I lack experience, you know, I can assure you that I learned very quickly, and would you no make up for my lack of experience by just learning the position and learning what's required of the role and then executing it to the best of my ability?
Thank you so very much for that response. Second question, demonstrate just demonstrate self confidence, discuss options you will consider in handling someone who repeatedly refused to comply with reasonable directors, or is openly disrespectful. And your response. Ascribe your overall management leadership style. And tell us how many people how many employees you got supervising your work experience?
Okay, I'll start with the last question. In my work experience, I have supervised three people. I would like to believe that I am a good manager. And one of the reasons I consider myself a good manager is because I've had bad managers. I think that it's important to just establish a rapport with people and to treat people the way I would like to be treated and my personal style that the way I work best is probably I don't
like this I don't like micromanagement. You know, I think that I'm capable of And once I have, you know, I know what my job is, I would like to be able to, you know, do it in, you know, exercise and my my discretion and my skills and my experience to complete the job. Obviously, if I have questions, I want there to be someone that I can go to for those questions to be answered, and for there to be guidance when I need it. So I kind of apply that same, those same feelings to people that I work with, I give them the latitude to do their jobs, the way they see fit, I let them know that I am a resource, you know, I want to help them do their best work, I want to do my best work, if they look good, I look good. And, you know, I try to foster a collaborative work environment.
So
I don't I certainly am not what I would call a micromanager. And I just treat people with respect, and let them know that I'm there. You know, should they need help? If someone under the circumstances that, you know, were described, I would talk to the person, you know, we're all adults, I would ask if there's something going on? Or what can we do to assist you so that you can do your job better, and then the the way that it is expected, I would outline the areas of concern so that they are absolutely, you know, aware of what the problems are and what the issues are? And I would try to collaborate with them, Hey, how can we address this? What can we do to help you do your job better? And, you know, give them specific guidelines on what they need to do moving forward, but also let them know that should they fail, then there may be repercussions and whatever, the rules or regulations, but I'm prescribing that that situation? You know, I would let them know that this is what the what the possible ramifications of non compliance would be whatever the that may be.
All right, thank you for the response. Question number three, oftentimes were placed under pressure of handling conflict and demands for our work time, multiple projects, I do at the same time, two or more people require our time or assistance. Server that multiple projects, at the same time, two or more people require our time or assistance, or two or more requests, or competing priorities, please describe a time when you were under pressure. And there's conflicting demands at work, and how did you prioritize the work?
Well, I mean, I'm a lawyer, there's always, you know, time constraints, you know, every judge wants you in their courtroom at a certain time, and, you know, they want to be first and, you know, obviously, we have to manage that, you know, especially when I was in legal aid, you know, we were putting out fires every day, it was very rare that, you know, I could just, you know, get a file and just kind of work it, you know, I had that pile where, you know, call it the back burner pile. But, you know, for the most part, a lot of my cases where, you know, we're putting out fires, and I think that that is how I would prioritize something that has to be taken care of promptly, that where there is a time limit, especially when dealing with courts, you know, there are deadlines, I would certainly, you know, have some kind of system in place where, you know, the personnel was available so that we could adequately address and make sure that, you know, nothing slips through the cracks. You know, we're all human things happen. But I think that, you know, to be proactive and to anticipate those types of situations, kind of help resolve them without, you know, any detrimental ramifications. So, again, I would just look at the situation, see, which one can be avoided, addressed, after the fact after the second, the first one. And the first one would be the one that you know, where there is a crucial deadline that has to be met. You know, that's where I would put my my time and energy and focus.
Thank you very much for that response. So tell us about a time when you when it was necessary to respond to interacting with someone who became verbally abusive, or may have been difficult to communicate with. If you've never had this occur in this situation, how would you respond to that?
Ah, well, I have had that. That experience. You know, especially in the law department, sometimes I am that go to person when someone says You know, they get something in the mail, and you know, it has Duggins name on it, and, you know, they're ready to go see the mayor because, you know, they're being sued or, you know, something has been, you know, they feel that, you know, they're, they've gotten a violation or, you know, they've gotten a lawsuit in the mail, and you know, they are mad. And so the executive officer and some bounds of the law department, and sometimes I'm that person that has to handle them. You know, I take a deep breath, I let them know that I'm going to help them, I am going to listen to them, I'm going to listen to their concerns. I expressed that I do understand where they're coming from, and why I, you know, I understand the frustration, and you know, why they might be agitated. But, you know, I'm here to help. Let me help you, you don't, I'm not someone that passes the bulk of my telephone rings. I'm not that person who says, Oh, well, you know, this isn't the right department, good luck, I will reach out to the person I think they're supposed to talk to, and I will talk to that person first. And I will say, Hey, I have this person here, on the phone or in person, and this is what they're looking for. And this is what they need, can you help them Are you the right person to help them and if that person is not the right person, then I will find the right person, I will make sure that before they leave that office, they have calmed down, they have their marching orders, they know who they need to talk to, they know what they need to do to proceed. And you know, I pride myself on that I've been frustrated, I know what it's like to deal with bureaucracy. And you know, and sometimes even when I do have those experiences, I will, you know, kind of try to escalate it to another person, because I know I have a law degree, I know how to maneuver the system. And if I'm having problems, and other people are probably having problems, I have a traffic ticket. And I you know, they it was out, it wasn't in Detroit, it was out county somewhere. And I missed a red signal, and making a right turn, and and there was equipment malfunction. And so I got it fixed. And I wanted to let the officer know, there is a site where you could upload your proofs, and it goes to whoever's supposed to go to and then they, you know, will look at it and then you know, dismiss that that part that ticket. And I did that process. And somehow I still got a default in the mail. And I'm like, Excuse me, I did everything I was supposed to do. You know, what happened? Where did this break down and, and but for the fact that I had had contact with one of the people in the office because I have my own email, because this form that you submit does not give you a copy or a record of your transaction, but I have had some interaction with someone in the office. And that was my only proof. So I was kind of mad. I'm like, if I hadn't had this email, you know, it would be my word against their word. But because I had the email, you know, it was okay, it's fine. But I'm like, No, it's not because you know, the next person might not have had that email, you want me to do better. You know, so having had that experience and knowing the frustration, and knowing that, you know, I have a certain skills that you know, make it so that I can usually resolve these situations in my favor, but other people can't, you know, I'm very cognizant of that when I deal with citizens. And I use that to, you know, to help people and I usually can get people to calm down and talk to me, and you know, let me help them.
Alright, thank you for that response. So next question. What do you believe is the best way to manage expectations of many different stakeholders and explain any previous Spears on how you or your organization went about meeting the needs of internal and external customers? Or entities? can repeat the first question please. What do you believe is the best way to manage expectations of many different stakeholders? Okay, and if you need me to repeat the first I mean, the second part after that, I will, sure displaying a previous experience and how you or your organization went about meeting the needs, the internal and external entities.
I think this is something that comes up in municipal government a lot, you know, managing people's expectation missions. And, you know, you know, everyone has to answer to someone I have to answer to my boss, my boss has to answer to, you know, someone, and, you know, that person has to answer to the citizens and, you know, the different the various boards and, you know, I think it's a lot to juggle, I think that, you know, all we can do is put our best foot forward every day, and, you know, do the job that, you know, we were all hired to do. And, you know, I think that it's important to
I mean, honestly, that's, that's a very difficult question. You know, because I have seen people try to, you know, I'll give an example, like with the Blight team, you know, sometimes the community gets in an uproar over, you know, something, and, you know, and it gets media attention, and then everyone, you know, obviously wants to act, and it's like, okay, but we have laws, we have rules, we can't just, you know, you know, throw a bandaid on this or, you know, skirt, the Constitution, or, you know, the laws that exist, and, you know, just to try to, you know, to please people, yeah, and, you know, and to do the optics, but you know, I understand that that is part of the job, you know, you just have to figure out, okay, how can I get accomplished the goals that need to be done stay within the parameters of the law, but also, you know, appease appease the masses, I think it's a difficult, it's a tightrope that sometimes, you know, unfortunately, you know, one of my co workers had an experience where they was in a situation, there was a situation where the, you know, community wanted something, what they were asking, honestly, is just was outside the confines of the law, you know, we she was trying to work out a situation where everyone could be happy, and we think that kind of all come to the table. But, you know, instead it was pushed to a court, and we just didn't have the law on our side. And then it's like, okay, well, now, nobody's happy, because we could have at least got some kind of a consent agreement. But because, you know, you forced it, you didn't want to work with them, you just wanted them, you know, shut down, even though there's like, literally no basis in the law for them to be closed. You know, but it trying to appease them, we move forward, and then we'd lose in court. And so it's just like, well, you know, that's kind of what happens. So I think when you, you know, I guess I would try to let people know, hey, this is what could happen, this is the bad result that you don't want. So kind of, you know, let's kind of take a step back, and let's be reasonable, and let's look at what the law provides. And then let's see if we can make it so that everyone gets what they are looking for out of this in terms of a result. And as opposed to you know, just having, you know, pushing things to a head moving, you know, full force ahead. And then, you know, one side ends up happy, happy and the other ends up very mad when there probably could have been a consensus, if, you know, cooler has had prevailed and people had manage their expectations. And what was the second part?
It was to explain the previous experience and how you and or your organization went about meeting the needs of the internal and external entities.
Okay. Well, I think I, I addressed it. Yep. Thank you.
Yeah.
So next question. What are some of the best practices and emerging trends that you will use to employ with the civilian oversight standards to comport to comport with national best practices recommendation regarding civilian oversight of law and law enforcement?
I think the good part about civilian oversight is that, you know, we don't need to reinvent the wheel. There are obviously good models out there. And you know, and as we traverse, you know, this this path, you know, I would look to number one, you know, what is the purpose of the board of police commissioners? Why was it, you know, developed, you know, and always keeping that, you know, in the back of, you know, our minds and as, you know, times change, you know, laws change needs change, to look to places that are successful, they have successful civilian oversight and to you Know, and use the practices of communities that have already done it and that have done it successfully. And let that be a blueprint, while also, you know, paying attention to the uniqueness of our city. And the situation as it exists, you know, here, you know, I don't think that there's a cookie cutter model. I think that, you know, there's always going to be outliers and, you know, special circumstances and things that should be part of any program. But I would just say, that would probably be my starting point, look at places that have done it successfully, and use that as a blueprint. With the, you know, understanding that, you know, everything is it's not going to be exactly the same, but that we can, you know, largely incorporate the policies of places that have done it and done it successfully.
Okay, thank you. At this time, we have questions that had been submitted by commissioners, and I'm gonna ask that I can read these just to ensure the consistency was there. I'm
gonna have a clarifying question. Yes. Go right ahead. I didn't see in the resume. The candidates resume about a city of Detroit employment. Yeah,
no, that has been noted and to be discussed, after the interview has concluded. So the first question is, what would be one of your goals to including community input?
I like the idea of community outreach, in my capacity on the Blight team, the community has been instrumental in some of our port successes, because, you know, they provide real life experience, you know, be it anecdotal, anecdotal evidence or otherwise, just to let you know, the courts know, what is going on what is their experience, and that has helped us as we try to fight blight, and there's so many people out there and you know, that just love the city, I'm one of them, either see, succeed, and that want to keep their neighborhoods clean and free of light and free of crime. And they want healthy, thriving neighborhoods. So they are community groups, they're, you know, institutions already in place. And I think that they definitely, I know that, from my experience, when I'm going out, you know, trying to get affidavits. We worked with the Department of neighborhoods to find out when there would be meetings, you know, different community gathering so that we can go out and talk to people just like I'm talking to you. And there was always such a, they were out, they always welcomed us, you know, and there was always, you know, I always wanted to say, hey, you know, I wish I could come back I, you know, I will, I would love to come back and talk to you because, you know, hands would fly up. And I was surprised, you know, if I if we opened up, opened up the opportunity for, you know, questions and answers. There's, you know, experiences that they have, hey, can you help me with this? Who do I talk to you for this, things like that. So I think that there's definitely that opportunity. And I think that there is that need, and that the the structure is already in place to engage in some meaningful community outreach. And, you know, I would certainly be happy to be a part of it, you know, I've enjoyed it as blight, I know that people obviously would want to discuss policing, and their neighborhoods and you know, the under policing or the over policing, whichever, you know, their, you know, their particular interest lies, and, you know, working with the community to come up with ways to, you know, keep everyone safe. So I'm sure that that would be something that could easily be implemented, and I'm certain I know for a fact welcome in the communities.
Okay. Next question is, have you had an opportunity to look at the city charter? And if so, what is your understanding of it relative to this board in your position?
I did. I looked up. Section seven dash 8023 and four as it relates to the board of police commissioners, their duties and responsibilities as it relates to supervision and, you know, I looked at previous meetings Oh In preparation, and I have a very good idea of what the duties of the board are as relates to the police. And and the oversight and training that goes into not only disposition, but the functioning
of the board overall. Okay, you kind of answered the next one, which is, have you had an opportunity to review the city's website, particularly the board of police commissioner's website? And if
so, what are your thoughts? I did review it. I also looked at the bylaws. I think that there's a lot of information there. It's a lot, it's a lot to take in. I think that anybody that has any question about what the board does, or the function now the board can probably find it on the website. So I do like that it is very comprehensive. Obviously, it's easy, it's easy to navigate. I don't know, I may chunk things better, you know, I don't know I, I was able to find everything that I need. I don't have an issue with the the website as
it as it is. Okay. Next question is, why did you choose to apply for this position?
Hmm. I applied for this position over a year ago. And I just found they just thought it would be a great opportunity. I come from a law enforcement background. I was surrounded by police when I was growing up. My mother was a police officer in Detroit. My father's two best friends. Glen Weldon is one he's retired and William Dawes. He's unfortunately passed away. But those were like my dad's brothers and they were always at our house.
So I always had a great deal of respect for you know, police and you know, obviously a love for the police and somehow I became a defense attorney. And you know, it's certainly challenged a lot of what you know, I grew up with
I still have that love and respect for law enforcement but at the same time in coming from a criminal defense background, I you know, I think that there's always, you know, room for improvement. And I like to think that any organization that I'm a part of, you know, I try to make it better, you know, and try to and I'm not saying anything's wrong, you know, with board of police commissioners or the Detroit Police Department, I'm just saying that, you know, as a citizen, and as a defense attorney, I have certainly had experiences that were not positive. And if I could be a source for reform, Education Training. Then I feel like I would almost be remiss to not at least try and to make a difference and you know, when I saw this opportunity, I was like, you know, hey, why not? Maybe I could change something, maybe make it further better. You know, I would certainly hope that if I do nothing else, I help the people whom I serve, do their jobs better. You know, obviously, I would serve at the pleasure of the board, you know, and in that capacity, you know, I would just try to help each and every one of you do your jobs better, you know, reach your constituents address the concerns of the citizens and, you know, also you know, be mindful that, you know, the, the force we have we have a great police force, you know, we don't have issues that a lot of other major cities have. I'm happy for that. I have a black son, you know, and I, you know, I don't fear him going out. I don't fear the Detroit Police. I you know, I think that they lots of them are here to protect and serve are their you know, bad apples, there's bad apples everywhere. And I would just, I apply basically to try to make a difference in to make. Make the city better by making out you know, supporting our police and board of police commissioners in whatever capacity I can.
Okay, thank you. The next question is have you ever attended a board of police commissioner's meeting
and if so, when? I have not unless you count zero, okay.
And then the final question is, how long will you need a To be brought up to speed in the job, how long would it take for you to feel confident and competent in the room?
I don't think it would take very long. I think as far as the legal aspect goes, I could hit the ground running. I have watched the meetings, obviously, there's, you know, lingo, and there's, you know, you know, the way the meetings are set, there's a script and things like that. I mean, I'm not gonna, you know, I would not know that the first day, you know, but I don't think it would take a very long time, or, you know, a lot of meetings for me to catch on. I think when I worked at Da H, I literally had a month in that amount of sorry, a week of training. It was supposed to be like a month, but they were short handed. And I remember, my manager had a doctor's appointment. They're like, hey, just, you know, cover this one docket, and you're like, Oh, you did fine. You're on the schedule now. And I'm used to being thrown into, you know, situations and just hit the ground running. And I learned very quickly. So I had to, um, I think that's one of those questions. You don't know until, you know until you get in there. But I can't imagine that I would need more than
a couple of weeks. Thanks. Thank you, Mr. Tipton.
Yes, you're on here. To go right here with your final
remarks. Sure. Just want to let the attorney know that we're still in the process of interviewing other candidates. Once the selection has been made by the board. I'll be reaching out to the individual to discuss a start date and present an offer.
All right, thank you so very much for your time and applying and look
forward to hearing from us. Okay, thank you. Did you want to address the my
employment with the city? Well, yeah, so the complication is we have to ask the very same questions of
both candidates. So understood. Yeah, I think I did address that in my cover letter, though. Okay. All right.
Thank you. Thank you all. Through the Chair. Yes. I'll make a motion to go into closed session regarding this personnel matter in regards to the board of police commissioner's Secretary posting.
This is your improper move. Is there a second or spot moving? Second. Is there any discussion? Hearing no discussion? All those in favor, please signify by saying aye. Aye. All those opposed, no. The eyes have it. We will now take a three minute recess to set the room up for closed session.
