Police Chief Appointment and Swearing In_Mark DalsingMasterpiece on the Mississippi
TO:
FROM:
SUBJECT:
DATE:
The Honorable Mayor and City Council Members
Michael C. Van Milligen, City Manager
Police Chief Appointment
January 28, 2010
Dubuque
AIl•Ameica City
I
2007
Related to appointment of Police Chief, the State of Iowa Civil Service Code reads, "In
cities under a council- manager form of government the city manager shall make the
appointments with the approval of the city council, . . ."
Since Chief of Police Kim Wadding retired on June 20, 2009, I have gone through an
exhaustive process to determine who to recommend to the Mayor and City Council for
the next Chief of Police for the City of Dubuque.
This process included an initial application process in which candidates were sought
nationally. These applicants were then screened and qualified applicants were sent an
extensive questionnaire for further review. The candidates were then narrowed to five
to be interviewed.
The interview process consisted of two days, with six separate interview groups. The
separate groups included Police Department employees, City of Dubuque Management
Team Members, the Dubuque Community Advisory Panel, representatives of the Safe
Community Task Force, Neighborhood Associations, the Multi- Cultural Family Center
Board of Directors and other community leaders (not all on the attached list were able to
participate). The final interview panel consisted of Personnel Manager Randy Peck,
Human Rights Director Kelly Larson, Assistant City Manager Cindy Steinhauser and the
City Manager.
Input was solicited from all the participants in the process before this recommendation
was formulated.
I am proud to present for your consideration for the next Chief of Police of the City of
Dubuque, Captain Mark Dalsing of the Dubuque Police Department.
Mark is a 20 -year veteran of the Dubuque Police Department. Mark knew early in his
life that he was going to pursue a career in law enforcement and he obtained a Bachelor
of Science Degree in Criminal Justice from the University of Wisconsin, Platteville.
After becoming employed at the Dubuque Police Department in September 1989, Mark
made it a point to become involved in as many activities as possible and moved up
through the ranks.
Mark was one of the original officers assigned to the Community Oriented Policing unit.
Mark has worked in Patrol, Investigations, Narcotics, Intelligence, and has served as a
Field Training Officer and in the Honor Guard. Mark has participated in the Tactical
Team, several research teams, on the Dubuque Police Protection Association Board
and been the Police Department Accreditation Manager.
Mark was promoted to Corporal in 1999, Lieutenant in 2003, and was named Captain of
the Department's Criminal Investigation Division in 2006. Mark is a member of the Iowa
State Police Officer's Association and the Midwest Gang Investigator's Association.
Throughout his career, Mark has partnered with other City departments, highlighted by
his participation on the Intercultural Competency Steering Committee and the
Community Oriented Policing Interdepartmental Task Force. Mark has been a good
partner with other agencies like Riverview Center, the Sheriff's Office, the Dubuque
County Attorney's Office, the FBI, the U.S. Attorney's Office and others.
Mark has been selected to attend the FBI National Academy as a leader in the law
enforcement profession.
Mark has the attitude, work ethic, knowledge and leadership qualities that will continue
to make the Dubuque Police Department one of the finest in the country.
It is an honor for me to recommend to the Mayor and City Council the approval of Mark
Da!sing as the next Chief of Police for the City of Dubuque.
MCVM:jh
Attachment
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Micha I C. Van Milligen
NAME:
DALSING
APPLICATION FOR THE POSITION
OF
POLICE CHIEF
Prepared by:
MARK M
Last First Middle Initial
1060 Auburn Street Dubuque IA 52001
ADDRESS:
Street City State Zip Code
563 588 -2956 563 589 -4467
TELEPHONE: ( ) ( )
Home Office
mdalsing @cityofdubuque.org or mmdals1@mchsi.com
E -MAIL ADDRESS:
INSTRUCTIONS FOR COMPLETION
Please complete all sections of this application. Please return the completed form to
Randy Peck, Personnel Manager, City Hall, 50 West 13 Street, Dubuque, Iowa 52001-
4864 by September 1, 2009.
The selection process will involve a review of this application. Finalists will be invited to
participate in an interview process.
Thank you for your interest in the position of Police Chief.
1
Submifi byEmail
THE CITY OF DUBUQUE IS AN
EQUAL OPPORTUNITY AND AFFIRMATIVE ACTION EMPLOYER
Formal Education (Begin with highest degree obtained)
University of Wisconsin - Platteville
1.
2.
3.
1 University Plaza Criminal Justice (Bachelor of Science)
Address
Platteville WI 5381
City State Zip
X
Undergraduate Graduate
Southwestern High School
1415 Fairplay Street General Studies
Address Major Course Work
Hazel Green WI 53811
City State Zip Other Course Work
Undergraduate Graduate
Education, Training and Work History
Address Major Course Work
City State Zip Other Course Work
Undergraduate Graduate Degree
2
Major Course Work
Other Course Work
Degree
Degree
1. Title of Course or Workshop:
10 weeks
*Length of Course or Workshop:
Sponsor of Course or Workshop: State of Iowa
2. Title of Course or Workshop:
42 hours
*Length of Course or Workshop:
City of Dubuque
Sponsor of Course or Workshop:
3. Title of Course or Workshop:
*Length of Course or Workshop:
Work Related Training
Iowa Law Enforcement Academy
Dale Carnegie
Sponsor of Course or Workshop:
*List in terms of contact hours of actual instruction. Usually a full day of training is 6 or 6
'/2 hours.
3
Work History
Please start with your current or most recent position and work backward for ten (10)
years or until you entered the labor market, whichever is first. Briefly describe your
duties and responsibilities. Include for each position shown the name, address and
telephone number of your immediate supervisor. Please attach additional sheets, if
necessary.
Dubuque Police Department
1. Name of Employing Firm:
Police Officer $6000
Job Title: Monthly Salary:
September 1989 Present
Employed From: To:
Currently hold the rank of Captain and am the supervisor for the
Duties and Responsibilities:
department's Criminal Investigative Division (CID); Previous assignments include Patrol, Community
Policing, Narcotics, Administrative Services; previous ranks include Officer, Corporal & Lieutenant
Not Applicable
Reason for Leaving:
Terry Tobin, Acting Chief of Police
Name and Title of Immediate Supervisor:
770 Iowa Street Dubuque, IA 52001
Current Address:
563 588 -3371 563 589 -4444
Telephone Number: ( ) ( )
Home Office
E -mail Address: ttobin@cityofdubuque.org
2. Name of Employing Firm:
Job Title: Monthly Salary:
Employed From: To:
Duties and Responsibilities:
Reason for Leaving:
Name and Title of Immediate Supervisor:
Current Address:
Telephone Number: ( ) ( )
Home Office
E -mail Address:
4
3. Name of Employing Firm:
Job Title: Monthly Salary:
Employed From: To:
Duties and Responsibilities:
Reason for Leaving:
Name and Title of Immediate Supervisor:
Current Address:
Telephone Number: ( )
Home
E -mail Address:
Office
4. Name of Employing Firm:
Job Title: Monthly Salary:
Employed From: To:
Duties and Responsibilities:
Reason for Leaving:
Name and Title of Immediate Supervisor:
Current Address:
Telephone Number: ( )
Home
E -mail Address:
5
Office
May inquiry be made of your
and record of employment?
May inquiry be made of your
and record of employment?
Your
Name of Employer Position Title
Dubuque Police Department Captain - CID
Dubuque Police Department Captain - Community Policing
Dubuque Police Department Lieutenant - Patrol
Date of Publication
present employer regarding your character, qualifications
Yes { n } No { ❑ }
past employer(s) regarding your character, qualifications
Yes { d} No { ❑}
Supervisory Experience
Articles Authored
4 3 months
6
Number of Employees
Supervised
12 -15
10 -20 2 yrs. 9 months
Title Publisher
Experience
Years /Months
2 yrs. 9 months
1. NAME:
2. NAME:
3. NAME:
Wadding
Corken
Larson Kelly
E -MAIL ADDRESS:
References
Please list three references who would be qualified to comment on your work
experience. No more than one should be a supervisor mentioned in the WORK
HISTORY section of this application.
Kim B
Last First Middle Initial
2666 Boyd Street Des Moines IA 50317
ADDRESS:
Street City State Zip Code
515 262 -1188 563 581 -5031
TELEPHONE: ( ) (_)
Home Office
kwadding @msn.com
E -MAIL ADDRESS:
Last First Middle Initial
720 Central Avenue Dubuque IA 52001
ADDRESS:
Street City State Zip Code
563 513 -5356 563 589 -4470
TELEPHONE: ( ) (____)
Home Office
cocorken @dbeco.org
E -MAIL ADDRESS:
TELEPHONE: ( )
klarson @cityofdubuque.org
Christine 0
Last First Middle Initial
1300 Main St. Dubuque IA 52001
ADDRESS:
Street City State Zip Code
563 589 -4192
O
Home Office
7
Questionnaire
6e6 A- 7;9c61-plE r Fog_ Cl cr E- sfvAiN C- 4.6
Please prepare a response to each of the following questions and attach your
responses to this application.
1. Please discuss your knowledge of the modern principles, practices, techniques and
methods used in managing law enforcement services and activities.
2. Please discuss your experience in analyzing complex issues, preparing policy
recommendations, coordinating implementation efforts and evaluating programs and
services.
3. Please discuss your experience in community- oriented policing and working with
non - police organizations such as neighborhood groups.
4. The City Council's top priority is sustainability, defined as Environmental /Ecological
Integrity, Economic Prosperity, and Social /Cultural Vibrancy leading to a viable,
livable and equitable community (see Attachment I). How do you think you
personally and the Police Department in general can contribute?
5. The City is partnering on an initiative called Every Child /Every Promise (see
Attachment II, www.evervchild- everypromise.orq) which is an attempt to deliver the
Five Promises to every child in Dubuque:
a. Caring Adults
b. Safe Places
c. Healthy Start
d. Effective Education
e. Opportunities to Serve Others
How do you think you personally and the Police Department in general can
contribute?
6. Project H.O.P.E. (Helping Our People Excel), as part of Dubuque Works
( www. dubuquechamber .com /work/dbgworks workinit.html), is an effort to help the
unemployed and underemployed access training and job opportunities (Attachment
III). How do you think you personally and the Police Department in general can
contribute?
7. Intercultural competency is an important part of employee development (Attachment
IV). How do you think you personally and the Police Department in general can
contribute?
8. The City is creating a much larger Multi- Cultural Family Center, a facility that had
been previously operated by the Iowa State University Extension Service. The City
is hiring a Director and Assistant Director for the facility and is working with an
Advisory Board on operational policies, programming, partnerships and fundraising.
How do you think you personally and the Police Department in general can
contribute?
8
9. The City is implementing the Washington Neighborhood Reinvestment Strategy
(Attachment V). How do you think you personally and the Police Department in
general can contribute?
10. There is a perception of diminished safety in some neighborhoods and concerns
about the potential for gang activity. What do you think the Police Department can
do?
11. Please discuss your philosophy about the Police Chief being visible in the
community and participating in not - for - profit or community activities.
12. Please discuss your philosophy about the Police Chief being involved in social
activities that involve other Police Department employees after work hours.
13. Please discuss your approach to working with other City departments or other
agencies to deal with community issues.
14. Please discuss your philosophy of crime prevention.
15. Please discuss the most difficult issues facing local police departments.
16. Please discuss your management style and how you apply your style in managing a
police department.
17. The City Manager Management Philosophy is as follows (Attachment VI):
Plan your Work and Work your Plan
Input Oriented
Develop Partnerships
Problem Solvers
Act with a Sense of Urgency
How do you think your management style and personality fit with this management
philosophy?
9
Please use the space below for any other comments or information you feel is important
to your candidacy, including salary expectations.
Please see attached resume for additional biographical details.
Salary expectations are negotiable, but within specified range of $85,654 to $111,987
I CERTIFY that all of the statements made in this Application are true, complete and
correct to the • - of m knowledge and belief.
SIGNATURE
Additional Comments and Information
10
9/o t /o
DATE
Questionnaire
Please prepare a response to each of the following questions and attach your responses to this
application.
1. Please discuss your knowledge of the modern principles, practices, techniques and
methods used in managing law enforcement services and activities.
The traditional style of policing utilizes a quasi - militaristic structure and is still the foundation
of the vast majority of police organizations in the United States. The core principles (span of control,
clearly defined hierarchy, and centralization of command) continue to be standard in most agencies.
Since the 1970's, reformers have urged a more democratic style of policing, which recognizes the
bulk of police work centers on dealing with citizens who are not expected to follow the same
militaristic approach. A militaristic style of policing does not allow officers much discretion. An officer
is often expected to make decisions, "by the book," regardless of the facts, circumstances of the
event or the likely results. Many theories and techniques have been introduced over the years that
have been grafted on the militaristic foundation of policing with varying degrees of impact. Policing
remains an evolving profession.
Since the 1990's, Community Policing has probably been the biggest change in policing.
Agencies are asking their officers to become involved within neighborhoods and organizations in
the community as a way of solving and preventing crime. The main components of community
policing are managerial changes, problem solving, and partnerships.
The primary managerial change empowers employees to "think outside of the box," when
considering problems, which can produce innovative solutions. Managers must allow those with the
closest contact to the citizenry to recognize issues and develop effective responses. By
empowering their subordinates, managers open a two -way flow of information and ideas as
opposed to the traditional one -way flow of directives from the top.
Traditionally police responded to calls, resolved the issue for the time and moved on to the
next problem. While this took care of the issue at the time, the same problem would often show up
again and again. The community policing model asks officers to look deeper at an issue and
develop long lasting solutions. This is an area where officers are empowered to be creative.
Sometimes a solution can be as simple as making a minor physical change to a problem area, such
as adding signage, and other times it can require the involvement of other partner agencies or
individuals working together over time.
It is this principle of partnerships which officers now rely on more than before. The traditional
policing response would have been, "It's not our problem." Through community policing, officers
know who they need to contact and often can affect the change themselves. Beyond problem
solving, officers can develop contacts within the community which help to identify potential problems
and address them before they become full blown issues. Personal police- citizen relationships are
effective tools to enhance crime prevention efforts, encourage timely reporting of crime and achieve
satisfactory resolutions.
2. Please discuss your experience in analyzing complex issues, preparing policy
recommendations, coordinating implementation efforts and evaluating programs and
services.
When I was selected as the Planning and Research Officer for the Dubuque Police
Department, one of my first goals was to revamp the department's policy manual. At the time we
had were policies from two chiefs, and we were transitioning into a third chief. The entire policy
manual was reformatted and computerized for dissemination to the department in a CD format.
During this process I updated or completely rewrote many of the policies or assigned the revision
tasks to the appropriate personnel. I also helped to develop and implement numerous new policies
for the department during this time.
One of my other responsibilities in the Planning and Research position was management of
the department's CALEA accreditation status. These responsibilities required me to assemble,
update and maintain proof of written directives and written documentation showing that the
department conformed to CALEA's standards. Those standards now number over 400 for an
agency our size. The file maintenance for the CALEA process required me to constantly analyze
and review the full spectrum of departmental policies and procedures, and work with specialized
personnel to plan changes or additions.
Throughout the past several years in the department I have had the responsibility of
evaluating programs and services. I worked with individual officers as a Field Training Officer (FTO)
and Field Training Supervisor (FTS) responsible for the training and evaluation of new officers. I
also reviewed of the work of FTO's and the effectiveness of the program itself. I have been involved
in Performance Management reviews of individual officers for a number of years as a supervisor.
This has been an area of peaks and valleys within the department regarding the importance placed
on performance reviews. I consider the reviews to be an essential management tool. Not only do
the reviews give personnel feedback on their performance which assists them in career
development, the reviews also give supervisors a better understanding of the work ethic and skills
of their staff.
One of the longer projects that I was deeply involved in was the research into an alternative
shift schedule for the patrol division. This involved analyzing calls for service and available
manpower over an extended length of time, and development of multiple options for alternative
schedules.
Throughout the past several years I have been tasked with the regular analysis and reporting
in a variety of areas including but not limited to departmental use of force, calls for service analysis,
vice and drug activity, criminal investigations activities, and juvenile operations. In addition to
regular reporting, I have been frequently requested to analyze and report on a variety of incident -
based events ranging from traffic problem & accident locations to internal affairs investigations.
In my current position as CID Captain, I have completed a rewrite, update and
computerization of the CID Manual. Again this manual had policies and procedures that spanned
multiple agency and division heads. While the nature of the work would make it difficult to create an
all- inclusive manual, I believe that it is paramount that the department is able to provide guidelines
for officers to complete thorough investigations, and I believe this document fills that need.
3. Please discuss your experience in community- oriented policing and working with non -
police organizations such as neighborhood groups.
In the early 1990's, the federal government funded community policing through various
grants. The Dubuque Police Department applied for grants but did not receive funding. However,
the City of Dubuque had committed to the ideal and authorized expansion of the department to
include community policing officers. In the spring of 1995, the Dubuque Police Department started
its Community Oriented Policing (COP) unit. At that time I was fortunate to be one of the three
original COP officers selected. Although we had some personal and group ideas of what we wanted
to do, for the most part we were just sent out on foot patrol in a target neighborhood in the city to
develop the program.
One of the first things we did was meet with people from several individual City departments
to sit down and determine where our roles overlapped and how we could better work together.
Once this was done, an "Internal Working Group" was established for regular meetings to discuss
ongoing problems and long -term solutions. Other partnerships were established including those
with the Department of Corrections and others at the State level, allowing regular information
exchange. These partnerships are still in place today.
The other primary partnership we wanted to establish was between the police department
and the neighborhood groups. At the time there were three formal groups that met with any
frequency. We started attending their monthly meetings as representatives of the police department
in order to answer questions or concerns the citizens had, and to find out what the neighborhood
residents were seeing that we were not. We developed strong contacts with the citizens in general
but particularly with the members of these groups. I still have contact with members of these groups
today.
One problem with community policing in many departments is the idea that it is the
responsibility of a "unit" as opposed to becoming a departmental philosophy. The Dubuque Police
Department has made great strides in this area since its inception fourteen years ago but far too
often problems are directed to the designated COP officers. These officers should be a resource for
the rest of the department and not the final destination for issues needing community policing
solutions. The spread of the true community policing philosophy through the Dubuque Police
Department is something I have worked on since my formal assignment as a COP and will continue
to work on through my tenure in the department.
4. The City Council's top priority is sustainability, defined as Environmental /Ecological
Integrity, Economic Prosperity, and Social /Cultural Vibrancy leading to a viable, livable and
equitable community (see Attachment I). How do you think you personally and the Police
Department in general can contribute?
In the area of "Environmental /Ecological Integrity as well as Resource Management Under
Economic Prosperity," the Dubuque Police Department can make a commitment to using
environmentally strong principles in the use of resources. The department has a fleet of
approximately 35 vehicles, some of which operate nearly 24 hrs. a day, and are driven an average
of approximately 3000 miles per month. The department has started experimenting with flex -fuel
vehicles and hybrid vehicles to see which systems will be most feasible yet still lessen our impact
on the environment. This is an area where I see the department will be able to continue to make
changes. With additional planning and research, I think the department will be able to ease the
financial and ecological burden created by our fleet needs.
I also believe that with the amount of technology already in place and through other
technology available, the department can move to a more paperless system. Currently the
department responds to some 55,000 calls for service each year. The bulk of these calls result in
some sort of paperwork, sometimes hundreds of pages per case. Traditionally the information from
the reports was entered into the computer system and the paper reports were filed for a set number
of years and then destroyed. We currently scan most reports into Laserfiche and then destroy them.
I believe that the department could develop or purchase a program to computerize most reports in
the field and transfer them directly to the computer system, thereby eliminating the need for paper
reports, thus creating additional financial and ecological savings.
Our largest resource in the department is personnel, which is an area not normally
associated with concrete environmental savings. Through education however, the City's vision
could be personalized for the officers, showing them ways that they can have a positive impact both
in the work environment and in their personal lives. Officers can be shown the financial and
ecological savings they can make through simple steps in their lives both while at work and at
home.
In regards to "Economic Prosperity, and Social /Cultural Vibrancy Leading to a Viable, Livable
and Equitable Community," again the most important resource the City can provide is the men and
women that make up the department. Through diligent work by the officers, the City maintains a low
crime rate as compared with other Iowa cities of similar size. Through the positive, professional
appearance and performance of these men and women, citizens and visitors alike should be able to
see the officers as approachable representatives of the City.
Personally I feel that I can contribute to the City's vision in several ways. I have done my
best to make my personal life as environmentally friendly as possible. I have followed suggestions
from conversationalists and recently replaced all the windows in my house with energy efficient
replacements and have added additional insulation as well as new siding. All bulbs in my house
have been transitioned to fluorescent and compact fluorescent bulbs. I have driven a flex -fuel
vehicle for two years and I am looking at similar options for another vehicle. One of the most
important things I have done is to try and teach my children the importance of conservation,
reducing and recycling. It is truly rewarding to see them fill the family's recycling tubs every week
and pick up trash when we visit the local nature trails.
I am proud of Dubuque. I am very appreciative of the place Dubuque has in the history of
Iowa and the Midwest, and I am an amateur history buff on the area. One thing I truly enjoy doing is
showing the city to newcomers and visitors. Beyond the expected local attractions, I always point
out the historical sites and note how the city has changed, what improvements we have made, and
which treasures we have lost. I believe that knowing the history of the City of Dubuque is an
important facet in helping determine the City's future.
5. The City is partnering on an initiative called Every Child /Every Promise (see Attachment II,
www .evervchild- evervpromise.org) which is an attempt to deliver the Five Promises to every
child in Dubuque: Caring Adults, Safe Places, Healthy Start, Effective Education,
Opportunities to Serve Others - How do you think you personally and the Police Department
in general can contribute?
Under the traditional thinking of police work, the "Safe Places" promise might be the main
area where police would be expected to contribute. Police are expected to do what they can to keep
children safe from crime by making the overall community safer. While this is still a direct goal of the
Dubuque Police Department, I feel we can contribute to the other promises as well.
The Dubuque Police Department has over 100 sworn officers and around 10 civilian staff.
This is only a small number when you take into account the residents of Dubuque and Dubuque
County. However, this number can be doubled or otherwise multiplied several times when you take
into account spouses, children, and other family and friends of the officers. When these officers
share positive stories about their work, dispel urban myths about the city, and otherwise show
others what is good about Dubuque, these 110 people can affect and influence the thoughts and
perceptions of thousands of others.
A "Healthy Start" goes beyond professional medical care. The Dubuque Police Department
can contribute in the traditional way of keeping neighborhoods safe for children, but also uses its
resources to identify children in need of assistance and get the families any help they might need.
The police officers have routine contact with children and families and are many times the first to
identify kids in need and to take steps to make sure they do not slip through the cracks. I am
currently on a panel guided by the Dubuque County Attorney's Office dealing with Drug Endangered
Children (DEC). The purpose of this group is to identify everyone in the community who is involved
with children, and educate them on recognizing Drug Endangered Children and getting the children
help before it is too late.
The greatest components of the "Effective Education" promise that the department can help
achieve is with a positive school climate, adult guidance, and learning emotional and social skills.
The Dubuque Police Department will continue to be a strong partner with the Dubuque Community
School District. One of our priorities in the schools is to maintain a safe environment so education
can be the focus of children and teachers. The department has actively worked on safety issues
throughout the past several years, and has adopted an emergency response plan, including floor
plans and room numbering system, and we employ annual School Zone safety and enforcement
projects during each school year. We staff the schools with three School Resource Officers (SRO's)
and a planned addition of a fourth SRO is in the works. Additionally, the Dubuque Police
Department provides Drug Abuse Resistance Education (DARE) training and is implementing Gang
Resistance Education and Training (GREAT) as well. Until recently I was the supervisor of the
SRO's and I encouraged innovation and creativity by the officers. During my tenure of supervision
the SRO's developed a diversion class for disorderly conduct cases to alleviate the strain on the
justice system, they began working to develop a peer court as another diversion system, and were
developing a youth academy as a summer break option for kids interested in law enforcement.
The Dubuque Police Department has always encouraged mentoring projects participating in
events and organizations that work with students as a way of providing an Opportunity to Serve. I
encourage my staff to take any opportunity to work with kids whether it is a talk on a specific topic or
some other contact. Besides formally representing the police department, many officers find
opportunities to serve as scout leaders, coaches and a variety of other opportunities to serve. I
myself have accepted many invitations to speak with students of all ages on topics ranging from
career -day talks up to hands -on crime scene investigation training. I have been a coach, scout
leader and assisted at schools in many ways. On a less formal basis I have deliberately worked
over the years to try to make the police a positive presence in the lives of kids. Whether it was
something as simple as giving a badge sticker to a child or shooting baskets at a local park,
everyday opportunities are there to be a positive role model for kids.
6. Project H.O.P.E. (Helping Our People Excel), as part of Dubuque Works
( www. dubuquechamber .com /work/dbgworks workinit.html), is an effort to help the
unemployed and underemployed access training and job opportunities (Attachment III). How
do you think you personally and the Police Department in general can contribute?
The Dubuque Police Department can contribute both indirectly and directly on employment
related issues. Indirectly, the department can provide continued proactive policing to help maintain
a low crime rate and sense of safety within the community. Potential employers looking for a
community to invest in often look at these factors as part of their decision making process.
As a direct contribution, the Dubuque Police Department can provide opportunities and
guidance for individuals seeking employment in the criminal justice system. The department has
held a multi -week Citizens' Police Academy for over a dozen years to give area residents a basic
understanding of the department's role. Multiple past attendees have applied to or actually joined
the police department, or joined the volunteer Dubuque Auxiliary Police after attending the
academy. The police department also offers internships to several students every year. Depending
on the school's requirements, these students spend 10 weeks or more in riding along with officers
to learn about the department through practical experience. Again, this has produced a number of
officers for the department.
One area that has been discussed but not implemented, and which would be a tremendous
training ground for interested citizens would be the use of Community Service Officers. Through
these positions the department would be able to both train people in some aspects of police work
and in return would be able to assign these officers to responsibilities that do not require a sworn
officer.
At the personal level, I feel that I can provide experience, training and guidance to those
seeking employment opportunities. I was a member of the weekly Citizen's Academy staff for a
number of years and have taught specific topics every year since its inception. I have provided
training on a variety of topics for classes at the local four year colleges and the community college
over the past several years. For the past three years I have assisted in City Housing's program,
"Road to Success." As part of this program volunteers are asked to assist participants in a mock
hiring process. I have assisted in providing mock job interviews and providing a critique and
feedback to the participants. I truly enjoy the opportunity to participate in events like these. It gives
me the chance to share some of the information I have learned over the years, to promote the
department and its accomplishments, and I personally grow and learn as I take part in these events.
7. Intercultural competency is an important part of employee development (Attachment IV).
How do you think you personally and the Police Department in general can contribute?
In June of 2005 my supervisor asked me if I'd attend a planning meeting on diversity training
for City employees. I agreed, but with the understanding that my continued involvement would be
dependent on this being a results based group, and not just a meeting to share rhetoric and
ultimately have no long lasting results. At the initial meeting a core group, which included myself,
grabbed on to the idea of creating an internal process for ongoing training and for other diversity
related issues. This initial meeting evolved into the formation of a Steering Team and a Training
Team to continue the efforts. I have been a member of the Steering Team ever since.
The Steering Team meets at least monthly and its efforts have been highly productive. To
date the team has been instrumental in creating a frequently reviewed and updated strategic plan
for the City. The team researched and selected a consulting firm to assist in the process and to
provide "train the trainer" training for City staff members and citizens who will train our City
employees. The team advocated the addition of a Training and Workforce Development
Coordinator for the City to assist with the process, and now that individual is part of the team. The
team has been involved in the translation of City forms, has developed a partnership with organized
labor groups in the city, and is in the process of reviewing City Administrative Policies, performance
measures programs, and recruitment and retention issues involving city employees. This has
evolved beyond the original goal of simply of training City staff. All City employees have now gone
through two training sessions on the topic of Intercultural Competence (ICC), and we are in the
process of a third session on the topic of Conflict Management.
Whenever the topic of diversity or ICC comes up for cities, police departments are often the
focus. This is due in part to police departments often being the largest division of a city, and the fact
that police departments often face the most scrutiny on the topic. Dubuque is no different. Our
department has seen its share of charges of racism or profiling. There are several internal and
external systems in place to investigate such claims, but the end result often isn't enough. A
department needs to be proactive in its efforts to prevent abuses or the perception of abuses. The
ICC training provided to employees has been the first step, but this needs to be an ongoing process
beyond the formal ICC training. Officers must receive frequent refreshers on the city's and
department's policies and procedures as a guideline for their actions. Routine discussions must be
held reviewing our response to calls, and discussing how the officers actions can be interpreted
both by people involved in the call or by those just viewing it from the outside. It simply can't be left
to an annual training block. It is an ongoing process.
Another way the Dubuque Police Department can contribute is to continue in its efforts to
make the department's makeup more reflective of the community itself. The number of female and
minority officers has increased over the years, but is not yet reflective of our community. Through
previously mentioned departmental opportunities and involvements we are gathering a wider pool of
these candidates each year but have not yet been able to achieve the gains we desire. The addition
of mentoring and Community Service Officers and related concepts would allow the department to
better prepare local candidates for the hiring process.
I have already had preliminary conversations with the City's Training and Workforce
Development Coordinator on the topic of recruitment, especially in the area of recruitment of
candidates from traditionally marginalized groups. Traditionally the department uses advertisement
and a few job fairs as the sole sources of recruitment. I believe the department should actively seek
out people already interested in a career in law enforcement, locate people who are interested in
staying in the community but need a good job, and give them guidance and direction to obtain
employment in the Dubuque Police Department. There is a lot of talent in the community, some of
whom have may have never considered law enforcement as a career option, who would make good
officers if they were shown what opportunities are available and the personal and community
benefits that could result.
8. The City is creating a much larger Multi- Cultural Family Center, a facility that had been
previously operated by the Iowa State University Extension Service. The City is hiring a
Director and Assistant Director for the facility and is working with an Advisory Board on
operational policies, programming, partnerships and fundraising. How do you think you
personally and the Police Department in general can contribute?
The Dubuque Police Department applied for COP's Grant money in 2009. One of the
positions planned from the funding was an officer to staff the Multi- Cultural Family Center. I
completed much of this grant along with Chief Wadding. Unfortunately we were not awarded any
grant money in the initial round of funding but there is hope that we could be funded in a
subsequent grant period.
The initial description in the grant for this officer's position was to improve community safety,
interagency communication, information sharing, collaboration, and cooperation and outreach with
community partners. Additionally the position was going to be assigned as a liaison for minority
outreach, victim family liaison regarding violent crime, liaison with area colleges, as well as
recruitment and retention of minority students as police candidates.
Should we eventually obtain funding through a grant or other means, I believe this position
will improve existing efforts within the department. Currently many of the listed responsibilities fall
on individuals throughout the department, with the Community Policing Officers and School
Resource Officers taking on the bulk of it. Through the work at the Boys and Girls Club, Carnegie -
Stout Library and the neighborhoods, the officers have frequent contact with targeted youth.
Unfortunately the COP officers and the other officers in the department have a multitude of
responsibilities and cannot dedicate the time to these endeavors that they deserve. With a full time
position we will hopefully be able to augment our current efforts to help as many youths as possible
to become involved in positive activities, which will result in a safer, healthier community.
The victim liaison portion of this assignment would also be a valued resource for the city.
Currently these tasks are handled by the assigned officers and investigators as well as the
Dubuque County Attorney's Victim's Rights Coordinator. An officer who is well versed in the legal
process, restitution and compensation rights, and specifically trained to assist individuals and
families, who have undergone the trauma of a serious crime, would benefit the department's efforts
and benefit the community.
This officer would be available to work with the City's Workforce Development Coordinator to
assist the department recruit and hire a more diverse staff. By combining the ideas, experience and
a common goals of several partners, we will achieve success sooner rather than later.
Without grant funding for the position, the department will need to be creative in assisting
with the center. The existing COP and SRO personnel will again be the primary contacts but all
officers can share in helping the center. Routine stops by the neighborhood patrol cars will be
expected, in order to visit with staff and families, to more fully implement the community policing
philosophy and provide information and police services, as well as provide positive interaction
between the department and the families. The center's staff and the Dubuque Police Department
will form a strong partnership. Once the operation is fully up and running, we will be able to identify
more specific opportunities for the officers to help serve the community.
9. The City is implementing the Washington Neighborhood Reinvestment Strategy
(Attachment V). How do you think you personally and the Police Department in general can
contribute?
As a long time resident of the Dubuque community, I consider the Washington Neighborhood
Reinvestment Strategy to be a positive sign of Dubuque's future as a community enriched by both
its history and diversity. From a historical perspective this area represents the blue collar roots of
Dubuque. Time and nature caught up with a lot of the area and it showed its age. Instead of taking
the approach of urban renewal, which robbed Dubuque of many treasures forty years ago, the City
has embraced and is preserving its history.
The Dubuque Police Department can contribute in many ways. One of the most visible ways
is to invest its resources and enthusiasm to the area, enhancing the City's investment. The primary
resources the police department can provide are time and manpower. The officers must first
recognize that the area is undergoing change and understand how to best support the development
the City has envisioned. What might have been "acceptable behavior," in the neighborhood may
now warrant police intervention based on these changes.
A key component will be the police department's involvement with the residents that live in
the area. I have found the Washington Neighborhood Association (WNA) to be one of the most
inviting and forward- thinking associations that I have worked with. The members look to the future
of the City and the role their neighborhood plays in the plan, and do not just dwell on immediate
objectives self - serving interests. The continued partnership between the Dubuque Police
Department and the WNA and the other members of the neighborhood will be a key to the success
of the area.
10. There is a perception of diminished safety in some neighborhoods and concerns about
the potential for gang activity. What do you think the Police Department can do?
Facts and the ability to communicate the facts are powerful tools for a police department.
Many times the perception of diminished safety has been amplified by incomplete, incorrect or
exaggerated information. Many times when we encounter concerns about an area, they are
prefaced with, "From what I heard..." or a similar expression. It is the duty and responsibility of an
officer to ensure that correct information is made available when they know the facts and are privy
to divulge the information. When criminal activity does spike in a particular neighborhood, the police
department should acknowledge the activity but should at the same time address what steps are
being taken to address the problem.
The Dubuque Police Department has been very proactive in gang recognition and
suppression for many years. One of the roles that I performed as the Planning and Research Officer
for the police department was the Intelligence Officer, which included gang awareness and
intelligence. There are two definitions of a "gang" that we must first be aware of. There is the
definition in the Iowa Code and the loosely used label of gang. We do have confirmed gang
members in Dubuque, but for the most part they do not participate in illegal activity at the behest,
direction or benefit of the gang as prescribed in the Iowa Code. More often what we see are
individuals who happen to be confirmed gang members, acting independently in illegal activity. We
also see small groups of people engaging in illegal activity, sometimes planned and sometime spur
of the moment. While these examples do not meet the Iowa Code requirements, it is often
perceived to be gang activity. Whichever category the individuals fall into, the Dubuque Police
Department takes this type of illegal activity seriously and investigates them to the fullest.
As I mentioned earlier, one of the best tools that we have is factual information. When an
officer encounters an individual claiming knowledge of gang activity or another perceived safety
issues, the officer should be expected to correctly state what is actually occurring. Some of the
urban myths that frequently move through the city, some on a recurring basis, simply have no
foundation in reality. The prevalence of the Internet and e-mail only compounds many of them. Any
time I encounter one of these stories I quickly the reality of the situation or debunk it as a
fabrication.
One thing that cannot be discounted is how personal biases can affect perceptions.
Dubuque is undergoing much change, including many new faces that are different than what people
are used to seeing. Cultural differences often lead to misinterpretation of intentions or actions.
When compounded with personal biases, cultural differences can lead to a perceptions and /or
vocalizations of diminished safety. One of the goals when Intercultural Competence was introduced
to City staff was to help employees be role models for the citizens. The Dubuque Police Department
and the City of Dubuque will continue to train its personnel on topics of ICC and will step up to the
challenge of being role models.
11. Please discuss your philosophy about the Police Chief being visible in the community
and participating in not - for - profit or community activities.
Whether City leaders choose it or not, they are visible in the community just living their daily
lives. As I have moved through the ranks and through specialized positions, I have become better
known. Whether I am grocery shopping with family, walking the floodwall, or at a public event,
know as many people because of my position in the City as I do from my personal life. This can be
challenging at times but is something I am comfortable with as a facet of the job
You can usually find me making a visit to every special event in Dubuque from craft fairs in
Washington Park to the Taste of Dubuque. I believe it sends a positive message to the citizens
when city officials are seen publicly supporting community activities. Many times I have been
approached by a citizen, whether I knew them or not, and I've been asked questions or had issues
directed to my attention. The easy thing to do would be to say, "I'm off - duty," or, "See me on
Monday." I choose to do the opposite. I listen and provide guidance, or do what I can to resolve the
issue. Whether it is at social events or a scheduled meetings involving citizens, I know that I am
permanently associated with the Dubuque Police Department and it is a position I firmly embrace.
I have always approached formal associations cautiously. There are many civic groups,
lodges, fraternal orders and other groups that do many great things for the community. I have been
approached to join some of these groups, but I choose my formal associations selectively party
because of public perceptions. Often times within these groups a police officer, particularly a Chief
or higher ranking officer, is viewed as a spokesperson for the department or even the entire City
organization. Some questions or issues can be answered and supported with written directives such
as City or State Code. However, some topics might result in answers based on personal
preferences or opinions and could falsely be interpreted as the belief of the police department or the
City.
As a City representative it is important to choose group associations and activities with care.
If a group or a member of a group did something illegal while a representative of the group, the
entire organization could face public embarrassment.
My family and professional commitments have a great impact on my availability to join
organizations. If I am a part of an organization I want to be able to contribute fully. I often accept
public speaking invitations, have been a member of organized groups, and have volunteered to
assist at various events and will always continue to do so. I can foresee a time when I can commit
the necessary time, and will find a formal organization that I am comfortable with and will wish to
formally join. I have not found one yet, and in the meanwhile will continue to be cautious in my
associations, yet willing to assist and participate when asked.
12. Please discuss your philosophy about the Police Chief being involved in social activities
that involve other Police Department employees after work hours.
This is what I would consider a grey area that requires good judgment and common sense
and is difficult to place restrictions on. I believe that it is entirely based on the individual events and
the people involved.
I have no problem with social interactions at large scale public events such as concerts and
festivals, or large scale private events such as weddings or similar events. As I wrote in response to
the previous question, I believe it sends a positive message to the citizens when city officials are
seen publicly supporting community activities. For some private police- oriented events I believe
attendance shows respect and support the individuals involved.
When it comes to smaller gatherings, again I believe it comes down to the event itself and
the people involved. I have been involved in sports since childhood and will probably continue to
participate until I am physically unable to do so. Over the past 20 years with the department I have
played with and against fellow police department employees. I believe that this type of activity
promotes not only fitness but also teamwork and camaraderie among the employees.
I do occasionally meet fellow employees for dinner, special events or other such things. One
thing I have always taken into consideration is my ability, and what I believe the other person's
ability is, to separate a personal relationship from the work environment. If I do not believe either of
us will be able to make that separation, then I feel it is my responsibility to keep it a professional
relationship.
I am in a unique situation as I am the only candidate already with the Dubuque Police
Department. In my 20 yrs. of service I have made a lot of friends in the department. There are
people that were previously my supervisors that I now outrank. There are people that started on the
job with me spread out throughout the department. Some are peers but most are subordinates.
Additionally my wife and children have formed bonds with many people in the department and their
families as well. In many situations it ultimately comes down to the who and what of the situation.
There have been many times where I have declined invitations because of the people or situations
involved in the event.
One thing that must be taken into account in all events is alcohol consumption. Whether it is
a large public setting or a smaller private setting, alcohol consumption and its results can change an
event from acceptable to unacceptable. If it is within the public view, alcohol consumption by a
police officer or city official will always be scrutinized by someone. Moderation or abstinence is
highly recommended. In smaller social situations, alcohol consumption is up to the individuals
involved, but should stay within legal bounds and responsible social norms.
13. Please discuss your approach to working with other City departments or other agencies
to deal with community issues.
The Dubuque Police Department is in a unique situation every day. We share a building with
the Dubuque County Sheriff's Office (DCSO), which also handles all of our prisoners, share a joint
Records Room, and are also dispatched by the Emergency Communication Center that serves both
law enforcement agencies plus the Dubuque Fire Department. I have been involved in the
accreditation process for the past several years. One interesting thing noted by the assessors from
other departments is how well all of the agencies get along. They have almost unanimously said
that it is not something they regularly see in their own agencies or the other agencies they visit. It
ultimately comes down to one thing, and that is a shared desire to get the job done. An open line of
communication, ongoing cooperation, and an occasional dose of humility are all keys to this
approach.
The Community Policing ideal of partnerships has been paramount for our level of response
to the citizens. When there is a community issue, our officers are better equipped to give an
accurate response because they know who they can contact if it is something beyond their normal
scope of responsibility. The Internal Working Group set the foundation for interagency cooperation
and still meets regularly. The benefit of the cooperation is that officers do not have to wait for a
meeting to take care of an issue. They know who is the point of contact for a specific issue and can
take care of concerns in a timely manner.
The City of Dubuque is probably an anomaly when it comes to cooperation between
departments. At any given moment I feel comfortable calling another department to get information
or discuss a problem. I know the contacts by name and feel comfortable freely discussing the
issues with confidence that issues will be resolved. This level of cooperation is exercised daily on
minor problems, which reinforces the positive working relationship and makes for an easier
adjustment to address large scale issues.
To a large extent police personnel must recognize that they can't be experts on every City
related issue, and due to the nature of our mission of providing 24 hour a day service to the
community, we must be able to take action either directly or by finding the City service that can
address the issue. Without a positive, cooperative relationship with the other departments we would
ultimately make our own jobs harder.
14. Please discuss your philosophy of crime prevention.
One of the most important things that must be realized is that crime prevention cannot come
down to one person or one unit. Effective crime prevention is not the responsibility of a Crime
Prevention Officer or Crime Prevention unit. It must be a department wide philosophy.
An effective law enforcement crime prevention program has two main components:
recognition and communication. Recognition comes down to an agency's ability to get an accurate
accounting of criminal activity, see trends as they develop, and provide a proper response to the
trend. The accurate accounting is done by properly investigating all reports of crime, and
encouraging citizens to report all crime no matter how small it might be perceived. It is unreported
crimes that often limit proper police response. Police agencies must then take the information
reported to them and see what trends are developing. Trends can be based on crime type, location
or temporal factors among other categories. The Dubuque Police Department currently uses
computer generated reports for these categories, and Patrol supervisors then review them for
officer assignments and special projects. This Territory Accountability Design (TAD) has been an
effective tool to recognize trends.
A department's crime prevention program can only be as effective as its ability to
communicate. The most basic level of communication is the agency's ability to share information
within its own organization. From the Chief to the Patrol Officer, you cannot effectively complete
your job if you are not aware of what is going on in other shifts, other units, and the community.
Daily review of reported activity and formulation of responses must be discussed among all
personnel.
Another major factor for effective crime prevention is the agency's ability to communicate
with the citizens they serve. The communication must not be solely reactive to crime but must also
provide citizens with the tools to keep themselves from becoming victims. Communication from the
police department to the citizens should be frequent and based on what has occurred and what
trends we see developing. Another key component of communication to the citizens is providing
factual information. As previously mentioned, misinformation or partial information shared among
citizens can lead to feelings of insecurity and fear. A department the actively communicates with the
community and is honest and transparent in its communication will better serve the community.
15. Please discuss the most difficult issues facing local police departments.
Some of the most common problems among law enforcement agencies are issues involving
juvenile crime, drugs, and recruitment and retention of qualified personnel.
Across the United States law enforcement agencies are dealing with many issues related to
juvenile crime. Offenders are becoming younger, the level of violence is increasing and the juvenile
court system is overwhelmed. Many of the topics covered in this questionnaire address the
Dubuque Police Department's response to youths and youth crime. We recognize the value young
people hold for our future and will do whatever we can to help youth transition into productive
adults.
Drug use and abuse is also an ongoing issue facing law enforcement. Dubuque has ongoing
drug issues, many of which cycle through the community over time. In the early to mid 1990's
Dubuque saw its first crack cocaine and have dealt with it ever since in various levels of prevalence.
In the late 1990's Dubuque saw its first methamphetamine labs, and continues to encounter them to
some degree. Dubuque went from no recorded meth lab activity in 1997, to being in the top three in
the State of Iowa, while Iowa went from minimal meth related activity to being in the top three states
in the United States. An aggressive awareness campaign and unrelenting enforcement dealt
methamphetamine Tabs the first blow. A well informed legislature dealt it a second blow by
controlling many of the ingredients.
What we are seeing now with meth is what we have seen with other drugs, and that is it
fluctuates as offenders are being released back to the community from prison in cycles. We are now
around the 10 year mark since our initial meth explosion, and are seeing the offenders come out of
prison and start up where they left off. As long as people have free will and there is money to be
made with drugs, we will have users, addicts, and the related crimes they cause.
A major problem that is facing police (and fire) departments across the country is recruitment
and retention of qualified personnel. Babyboomers reaching retirement age, private sector jobs
offering better pay and benefits, and the lack of appeal of police employment due to 24 hr. and
weekend /holiday work schedules, are among some of the reasons often cited for being unable to fill
vacancies with desirable candidates. The Dubuque Police Department has a had a massive staff
change over the past few years, and it will be a couple of years before retirements slow to a more
normal pace. While we have a decent number of applicants each year, many are not making it
through the testing process, and of those that pass the tests, we are finding a very limited number
of acceptable applicants. Among other issues, we are seeing changes in the work ethic, belief
systems and skills sets of today's applicants. Among the the Generation X and Y people, or the
Millenials, we are finding individuals whose skill levels in some areas, like technology, are better
than many current officers, but other more crucial qualities, such as interpersonal skills, are lacking.
Our department will have to take additional steps to find qualified applicants, including preparing
candidates through mentoring, internships, and other opportunities to prepare them for the process.
What compounds the problem for our agency is the time and expense that it takes to put an
officer on the street. Assuming we have an active Civil Service hiring list, a new officer must attend
the Iowa Law Enforcement Academy (ILEA) and then complete four months of internal training
through the FTO program. If an officer completes this without any delays, the soonest the officer
would be ready for solo patrol is approximately 8 months after hiring. The ILEA does not conduct its
officer basic training during the summer months, so any vacancy an agency has cannot be filled
until the fall sessions start. The ILEA serves the entire state of Iowa so space is limited in each
class. If we cannot get spaces in the classes for new officers, hiring gets delayed even more. We
currently have three officers preparing to go to ILEA in September, and due to ILEA class size
restraints and our own department training limitations, four additional vacancies will not be filled
until January and April sessions of the academy. An additional burden is the expense related to
training a new officer. The City spends upwards of $10,000 to equip and train a new officer. This
does not include salary. Over the past several years we have had a number of probationary officers
determine that law enforcement was not the right career for them and resign their positions. We
have also had a number of officers who were unable to complete the department's FTO program.
Both of these situations prolong vacancies and cost the department a lot of time and expense. The
Dubuque Police Department will have to examine the entire hiring and training process to see what
can be done to lessen the burden caused by vacancies and to do what it can to ensure the best
candidates are hired.
16. Please discuss your management style and how you apply your style in managing a
police department.
My basic management style is laid out for my personnel from the time they start working for
me. I have three basic rules that I impart on my staff: Don't mess with the time clock, keep me
informed, and maintain a professional appearance. When it comes to the time clock issue I simply
ask that they give me a full 40 hours for their pay. I expect everyone in on time and not leaving until
its time, and give me a good day's work. This might sound simplistic and to some degree it is.
However, when you consider the amount of scheduled time off, vacation, sick leave and other
methods of time off available to officers, I expect my staff to make optimal use of their time. I also
ask that my staff keep me informed. I do my best to stay apprised of everything that is happening in
the department but I cannot be there 24 hrs. a day. I do not like surprises, whether good news or
bad news, and expect to be aware of what my staff is doing. The professional appearance is
relatively vague terminology. I explain to my staff that in basic terms, I want to see and hear good
things about my people regardless of the circumstances. Even in the most trying times the police
department response should stand out as a positive experience in people's minds.
I am very much an input oriented manager. I realize that no matter how diligent I am about
staying abreast of what is happening in the city, law enforcement trends, or other facets of police
work, I am still human. I cannot be everywhere or know everything and neither can my officers. We
also make mistakes. Mistakes are acceptable parts of life as long as we recognize them and learn
from them. I hold informal meetings with my officers on specific issues on pretty much a daily basis.
When asked for advice, I always ask for the officer's views on the course of action first. It is through
this self decision process that officers grow, and offers me the opportunity to stay informed and
learn along with them. Regularly scheduled meetings with entire staff or select staff will always be
part of my management style. Even if we meet with a thin agenda, we always conclude with a
roundtable discussion and come away from the meeting with worthwhile information.
I encourage my staff to take an active role in the department and not just be there for
assigned duties. I encourage participation in ancillary duties such as the departmental tactical
teams, the collective bargaining unit, instructor opportunities, and any opportunity they might have
to share the role of the department with the community. I encourage my staff to join committees
within the department, the City organization or within the community whenever an opportunity arises
in order to better the police department or the City.
As previously discussed, I embrace the Community Policing philosophy in everyday duties.
Traditional methods of policing do work, but do not solve every issue. I expect my people to, "think
outside of the box," and develop strategies to do their job better and make the department more
affective.
The other main point that I expect out of my staff is accountability. We all have our jobs to do
and I expect them to be completed. One problem we run into is determining who has the ultimate
responsibility for specific cases or calls. While the police department has several divisions, I believe
that each division should go about its tasks as if they were the only division. It is then the
responsibility of the supervisors to determine when another division should be consulted or asked to
assist. Crime prevention, community policing, school based calls, investigations, and response to
routine calls for service are the responsibility of all officers, not those specifically in those divisions.
17. The City Manager Management Philosophy is as follows (Attachment VI):
Plan your Work and Work your Plan, Input Oriented, Develop Partnerships, Problem Solvers
Act with a Sense of Urgency - How do you think your management style and personality fit
with this management philosophy?
One of the unique features about police work is that so much of what we do is done under
emergency or exigent circumstances. It is because of this that individual events must often be
handled without a lot of formal planning. Where police departments can prepare for that is in proper
training and supervision of its employees so they are better prepared to respond to calls without a
lot of preparation. Police departments probably use post- incident reviews as learning and planning
tools more than almost any other type of government agency. The Dubuque Police Department
frequently uses "debriefings" as learning and planning tools.
As I described in the previous response, I consider myself very input oriented. I have a very
close working relationship with my immediate subordinate. We consult with each other several
times a day on a variety of topics and have a smooth running division. I have an open door policy
with the members of my unit. They know that 1 will be willing to listen to their concerns and give
them a proper response. I also have a good working relationship with the rest of the supervisory
staff, and have routine discussions with them on what is happening in the department and what we
can do as a department to complete our mission.
Throughout my career 1 have welcomed the help from the partners the Dubuque Police
Department has developed. 1 am very comfortable with the skill level of myself and the officers in
the department, but I am also humble enough to understand that we do not know everything and
cannot do everything by ourselves. I am very aware that Dubuque has undergone many changes
during my tenure with the police department. Because of the partnerships the police department
has formed in the community, we are better able to adapt to these changes and assist other citizens
in accepting the change.
The problems the Dubuque Police Department faces on a daily basis would be too
numerous to try to list. It is just not responding to crime, enforcing traffic law, and maintaining order.
Because the police department is one of the few departments staffed 24 hours a day, 7 days a
week, we respond to calls about animals, garbage collection, utility problems and just about
anything else that could be imagined. Gone also are the days when the site of a police car would be
enough to end a problem, and simply telling someone to, "Go sleep it off somewhere," is no longer
acceptable. Officers are expected to solve problems immediately and permanently. In order to
accomplish this, officers must look deeper into problems to get to the true nature of them. This can
be a tall order and often requires some creative thinking, possibly some risk taking, and the help of
partners. Again these are all principles that I embrace.
When the police are called by a citizen, the Emergency Communication Center dispatcher
has guidelines for how fast they need to dispatch a call. The officer has guidelines for how fast he or
she should respond. The guidelines do not always coincide with the citizen's belief on how long they
fell they should wait for a response. To a crime victim or other person needing help, their problem is
the most important problem. When we respond to citizen requests we must understand that this
may be their mindset. Even if we have higher priority responsibilities we must always let the citizen
know that we understand the problem, that we take it seriously, and that we will properly resolve the
problem as soon as we can.
SERVING WITH THE DUBUQUE POLICE DEPARTMENT SINCE SEPTEMBER 25, 1 989
CAREER OBJECTIVE:"
MY PERSONAL OBJECTIVE IS TO CONTINUALLY GAIN KNOWLEDGE THROUGH
ADDITIONAL TRAINING AND EDUCATION AND TO APPLY THIS KNOWLEDGE TO MY
CAREER. MY OBJECTIVE INCLUDES ADVANCING THROUGH THE RANKS TO THE
POSITION OF CHIEF OF POLICE, ALL WHILE MAINTAINING A BALANCE BETWEEN MY
PROFESSIONAL AND PERSONAL LIVES.
EDUCATION."
MARK M. DALSING
1984 GRADUATE OF SOUTHWESTERN H.S. - HAZEL GREEN WISCONSIN
1988 BACHELOR OF SCIENCE DEGREE - UNIVERSITY OF WISCONSIN -
PLATTEVILLE
• CRIMINAL JUSTICE MAJOR - LAW ENFORCEMENT EMPHASIS
1989 CERTIFICATION - IOWA CORRECTIONS ACADEMY
• LETTER OF RECOGNITION FOR PERFORMANCE
1989 CERTIFICATION - IOWA LAW ENFORCEMENT ACADEMY
DEPARTMENTAL ASSIGNMENTS.'
1989 TO 1995 - PATROL DIVISION
APRIL 1995 TO APRIL 1997 - COMMUNITY POLICING DIVISION
APRIL 1997 TO JUNE 1997 - PATROL DIVISION
JUNE 1997 TO OCTOBER 1999 - CID DIVISION - DUBUQUE DRUG TASK
FORCE ASSIGNMENT
• Two FEDERAL AWARDS FOR CASE WORK
OCTOBER 1999 TO NOVEMBER 2000 -- PATROL CORPORAL
NOVEMBER 2000 TO DECEMBER 2003 -- STAFF BUREAU CORPORAL:
PLANNING AND RESEARCH & ACCREDITATION
DECEMBER 2003 TO AUGUST 2006 - PATROL LIEUTENANT
AUGUST 2006 TO NOVEMBER 2006 - COP CAPTAIN
NOVEMBER 2006 TO PRESENT - CID CAPTAIN
DEPUTATION."
SPECIAL FEDERAL OFFICER (NARCOTICS) WITH THE FBI - OCTOBER 98 TO
OCTOBER 1999
SPECIAL DEPUTY U.S. MARSHAL - JOINT TERRORISM TASK FORCE -
FEBRUARY 2003 TO 2005
PROFESSIONAL MEMBERSHIPS."
DUBUQUE POLICE PROTECTIVE ASSOCIATION
(BOARD OF DIRECTORS -- SIX TERMS) - CURRENTLY A "SOCIAL" MEMBER
IOWA STATE POLICE OFFICERS ASSOCIATION
MIDWEST GANG INVESTIGATOR'S ASSOCIATION
NON-PROFESSIONAL MEMBERSHIP."
FRATERNAL ORDER OF EAGLES
DUBUQUE JAYCEES - PAST MEMBER
BOY SCOUTS OF AMERICA -- PAST MEMBER
SPECIAL DEPARTMENTAL POSITIONS.'
FIELD TRAINING OFFICER PROGRAM- NOVEMBER 1992 TO 2006
OWI INSTRUCTOR 1993 -95
COMMUNITY POLICING INSTRUCTOR 95 TO 97
TACTICAL TEAM PLANNING COMMITTEE 95 TO 96
TACTICAL TEAM MEMBER 96-97
HONOR GUARD PLANNING COMMITTEE 96
HONOR GUARD (COORDINATOR) 96 TO APRIL 2009; CURRENTLY A MEMBER
DEPARTMENTAL HIRING INTERVIEW PANEL JUNE 1 997
NARCOTICS INSTRUCTOR 1997 TO 1999
BOMB SQUAD RESEARCH COMMITTEE SUMMER /FALL 2000
K9 RESEARCH COMMITTEE SUMMER /FALL 2000
HOSTAGE NEGOTIATOR OCTOBER 2000 TO DECEMBER 2003
DEPARTMENTAL BACKGROUND INVESTIGATOR JANUARY 2001 TO DECEMBER 2003
RESERVE PROPERTY & EVIDENCE OFFICER SPRING 2001 TO FALL 2003
DLEC PRE-CONSTRUCTION BUILDING EXPANSION COMMITTEE 2001
CITIZEN POLICE ACADEMY STAFF 2001, 2002, 2003, 2004, TOPIC SPECIFIC
INSTRUCTOR EVERY YEAR NOT ON THE OVERALL ACADEMY STAFF
TERRORIST THREAT ASSESSMENT TEAM FALL 2001 TO DECEMBER 2003
MANPOWER /STAFFING COMMITTEE FALL 2001 TO PRESENT
DUBUQUE POLICE DEPARTMENT REPRESENTATIVE FOR INTERVIEW PANEL FOR DUBUQUE
FIRE DEPARTMENT HIRING PROCESS 2002, 2003 & 2009
CITY OF DUBUQUE "COMPUTER STANDARDS" GROUP - SUMMER 2002 TO DECEMBER
2003
MENTAL HEALTH INTERVENTION TEAM DECEMBER 2003 TO PRESENT
CITY OF DUBUQUE "DIVERSITY TRAINING COMMITTEE" JUNE 2005 TO PRESENT
HIGHLIGHTED ADDITIONAL Z SPECIALIZED TRAINING:
OWI LAW & DE1 ECTION TECHNIQUES - FALL 1993
FTO INSTRUCTION - DECEMBER 1992, APRIL 1994 UPDATE, FEBRUARY 2004 UPDATE
INSTRUCTOR DEVELOPMENT - SEPTEMBER 1994
COMMUNITY POLICING TRAINING - MARCH 1995
CRITICAL INCIDENT STRESS DEBRIEFING - JUNE 1996
BASIC SWAT TRAINING (ITOA) - SEPTEMBER 1996
DEA BASIC NARCOTICS INVESTIGATION - AUGUST 1997
BASIC VIDEOGRAPHY FOR LAW ENFORCEMENT - JANUARY 1998
INVESTIGATIVE TECHNOLOGY TRAINING - JUNE 1998
CLANDESTINE LAB INVESTIGATIONS - NOVEMBER 1998
SCBA CERTIFICATION - FEBRUARY 1999 - RE-CERTIFICATION 2000, 2001, 2002
CLANDESTINE LAB CERTIFICATION - MARCH 1999 - RE -CERTS 2000, 2001, 2002
CLANDESTINE LAB SITE SAFETY SUPERVISOR CERTIFICATION - APRIL 1999
FIRS 1 LINE SUPERVISION - NOVEMBER 1999
FBI CRISIS /HOSTAGE NEGOTIATIONS - OCTOBER 2000
EMERGITECH (IN HOUSE COMPUTER SYSTEM) - PROGRAMMING TRAINING - MAY 2001
ACCREDITATION MANAGER TRAINING - JUNE 2001
ADVANCED TERRORISM RESPONSE TRAINING - DECEMBER 2001, SEPTEMBER 2002,
APRIL 2003, NOVEMBER 2003
MENTAL HEALTH INTERVENTION TRAINING - DECEMBER 2003 TO PRESENT
TRACS, MARS, ECCO CORE USER TRAINING - FEBRUARY 2005
"ABBOTTVILLE" EMERGENCY RESPONSE / INCIDENT COMMAND TRAINING --- FEBRUARY
2006
INCIDENT COMMAND SYSTEM FOR COMPLEX INCIDENTS (ICS -300) APRIL 2007
DALE CARNEGIE APRIL 2007
ADVANCED INCIDENT COMMAND SYSTEM FOR COMPLEX INCIDENTS (ICS -400) OCTOBER
2007
MANAGEMENT'S RIGHTS, INTERNAL AFFAIRS INVESTIGATIONS APRIL 2009
DAY 1:
Police Chief Interview Itinerary
Hotel Julien 8:00 a.m. — 9 :45 a.m. Breakfast
Dan Brown, Fire Chief
Jerelyn O'Connor, Neighborhood Development Specialist
Andre Lessears, Training and Workforce Development Coordinator
Jeanne Schneider, City Clerk
Juanita Hilkin, Office Manager
Mary Rose Corrigan, Public Health Specialist
Tara Velez, Multicultural Family Center Director
Teri Goodmann, Assistant City Manager
David Harris, Housing and Community Development Director
Phyllis Russell, Management Intern
Dawn Young, Confidential Account Clerk
Cindy Steinhauser, Assistant City Manager - Facilitator
10:00 a.m. — noon
Terry Tobin, Acting Police Chief
Tom Callahan, Police Captain
Scott Crabill, Police Captain
Scott Englemaa, Police Captain
Jeff Pillard, Police Captain
Russ Stecklein, Police Captain
Randy Peck, Personnel Manager
180 Main 12:30 p.m. — 2:00 p.m. Lunch
Community Advisory Panel Members and Alternates
Anthony Allen Michael Hernandez
JoAnn Giunta Scott Baxter
John Digman Hiram Melendez
Marcos Rubenstein Nick Schlosser
Ruby Sutton Lynn Sutton
Adam Moore Jerome Thomas
Vince Vanden Heuvel Kathy Sutton
Randy Peck — Facilitator
2:00 p.m. — 5:00 p.m. Tour (Hosted by Randy Gehl)
DAY 1 (Cont.)
Star Brewery 6:00 p.m. — 6:30 p.m. Reception
6:30 p.m. — 8:00 p.m. Dinner
Ken Runde, Sheriff, Dubuque County
Nancy Van Milligen, President and CEO, Community Foundation of
Greater Dubuque
Chris Corken, Assistant County Attorney, Dubuque County
Rick Dickinson, Executive Director and COO, Greater Dubuque
Development Corporation
Ralph Potter, County Attorney, Dubuque County
Molly Grover, President and CEO, Dubuque Area Chamber of
Commerce
John Burgart, Superintendent, Retired, Dubuque Community Schools
Dan LoBianco, Executive Director, Dubuque Main Street
Larie Godinez, Superintendent, Dubuque Community Schools
Kelley Deutmeyer, Executive Director, ECIA
Steve Cornelius, Chief Administrator, Holy Family Schools
Crenna Brumwell , Assistant City Attorney
Barry Lindahl, City Attorney
Washington Neighborhood Development Director
Randy Peck, Personnel Manager — Facilitator
P
DAY 2:
Hotel Julien 8:00 a.m. — 9:45 a.m. Breakfast
Neighborhood Association Representatives:
L May
Sandi Plumley
Bob Wild.
Jessica Oberbroeckling
Terry Mozena
Tammy Pfab
Multicultural Family Center Board of Direct
Dionna Appling
Mike Bryson
Claudette Carter- Thomas
Tracy Gallery
Daniel Johnson
Julie Copeland
Mary Tauger
Savon Williams
Randy Peck - Facilitator
10:00 a.m. — 12:00 p.m. Interview
Primary Interview Team:
Mike Van Milligen, City Manager
Randy Peck, Personnel Manager
Cindy Steinhauser, Assistant City Manager
Kelly Larson, Human Rights Director
Eric Stierman
Anna Riniker
Jennifer Manders
Joan Belcastro
Chris Bode
ors:
Beverly Berna
Avery Butler
Janice Craddieth
Doug Henry
Tom Johnson
Dana Livingston
Gabriela Vega
12:00 p.m. — 1:30 p.m. Lunch with Primary Interview Team,
Candidate, Partner
Masterpiece on the Mississippi
TO: Sandi Plumley Eric Stierman
Bob Wild Anna Riniker
Jessica Oberbroeckling Jennifer Manders
Terry Mozena Joan Belcastro
Tammy Pfab Chris Bode
Dionna Appling Beverly Berna
Mike Bryson Avery Butler
Claudette Carter - Thomas Janice Craddieth
Tracy Gallery Doug Henry
Daniel Johnson Tom Johnson
Julie Copeland Dana Livingston
Mary Tauger Gabriela Vega
Savon Williams
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Police Chief Interviews
DATE: October 20, 2009
Dubuque
braid
All-America Cky
' 2007
Thank you for taking the time from your busy schedule to participate in the interview process for
Police Chief. I hope you will be able to attend the breakfast meeting with each of the candidates.
The meetings are scheduled as follows:
Candidate Date Time Location
Mark Dalsing November 4, 2009 8:00 a.m. — 9:45 a.m. Hotel Julien
Michael Tupper November 17, 2009 8:00 a.m. — 9:45 a.m. Hotel Julien
Todd Miller December 15, 2009 8:00 a.m. — 9:45 a.m. Hotel Julien
Michael Venema December 22, 2009 8:00 a.m. — 9:45 a.m. Hotel Julien
Craig Berte December 30, 2009 8:00 a.m. — 9:45 a.m. Hotel Julien
Would you please let Personnel Manager Randy Peck know at your earliest convenience if you will
not be able to attend. Randy may be contacted at 589 -4125.
October 20, 2009
Page Two
I have enclosed copies of the applications of each of the candidates, a Job Description, the EEO
Guidelines for Interviewing, the Guiding Principles of the management Philosophy and the Spirit
Statement. As a reminder, the employment applications are to be kept confidential. Each of the
candidates has received copies of the Job Description, Benefit Summary, Guiding Principles of the
Management Philosophy, Spirit Statement, City Organization Chart, Residency Policy, Police
Department Organization Chart, Police Department Budget, Budget Message, Police Association &
Operating Engineers Union Collective Bargaining Agreements, Iowa Law Enforcement Academy
Certification Requirements, the Citizen's Budget Guide and the Community Advisory Panel
Memorandum of Understanding and Complaint Process.
Your input into the selection of Police Chief is extremely valuable. If you have a question you would
like to ask each of the candidates, please submit it to Personnel Manager Randy Peck. His email
address is citypers(a cityofdubuque.orq. The questions selected will be asked'and participants can
ask other questions as follow -up questions. Once all of the interviews have been completed, would
you please provide me with your ranking of the candidates you interviewed.
Thank you for your assistance and if you have any questions, please feel free to call Randy Peck or
me.
MCVM:tlb
Michael C. Van Milligen
City Manager
Masterpiece on the Mississippi
TO:
Dan Brown
Andre Lessears
Juanita Hilkin
Tara Velez
David Harris
Dawn Young
Jerelyn O'Connor
Jeanne Schneider
Mary Rose Corrigan
Teri Goodmann
Phyllis Russell
Cindy Steinhauser
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Police Chief Interviews
DATE: October 20, 2009
Dubuque
All- America City
1 1111,
2007
Thank you for taking the time from your busy schedule to participate in the interview process for
Police Chief. I hope you will be able to attend the breakfast meeting with each of the candidates.
The meetings are scheduled as follows:
Candidate Date Time Location
Mark Dalsing November 3, 2009 8:00 a.m. — 9:45 a.m. Hotel Julien
Michael Tupper November 16, 2009 8:00 a.m. — 9:45 a.m. Hotel Julien
Todd Miller December 16, 2009 8:00 a.m. — 9:45 a.m. Hotel Julien
Michael Venema December 21, 2009 8:00 a.m. — 9:45 - 'a.m. Hotel Julien
Craig Berte December 29, 2009 8:00 a.m. — 9:45 a.m. Hotel Julien
Would you please let Personnel Manager Randy Peck know at your earliest convenience if you will
not be able to attend. Randy may be contacted at 589 -4125.
I have enclosed copies of the applications of each of the candidates, a Job Description, the EEO
Guidelines for Interviewing, the Guiding Principles of the management Philosophy and the Spirit
Statement. As a reminder, the employment applications are to be kept confidential. Each of the
candidates has received copies of the Job Description, Benefit Summary, Guiding Principles of the
Management Philosophy, Spirit Statement, City Organization Chart, Residency Policy, Police
October 20, 2009
Page Two
Department Organization Chart, Police Department Budget, Budget Message, Police Association &
Operating Engineers Union Collective Bargaining Agreements, Iowa Law Enforcement Academy
Certification Requirements, the Citizen's Budget Guide and the Community Advisory Panel
Memorandum of Understanding and Complaint Process.
Your input into the selection of Police Chief is extremely valuable. If you have a question you would
like to ask each of the candidates, please submit it to Personnel Manager Randy Peck. His email
address is citypers(citvofdubuque.orq. The questions selected will be asked and participants can
ask other questions as follow -up questions. Once all of the interviews have been completed, would
you please provide me with your ranking of the candidates you interviewed.
Thank you for your assistance and if you have any questions, please feel free,to call Randy Peck or
me.
MCVM:tlb
Michael C. Van Milligen
City Manager
Masterpiece on the Mississippi
TO: Anthony Allen
JoAnn Giunta
John Digman
Marcos Rubenstein
Ruby Sutton
Adam Moore
Vince Vanden Heuvel
FROM:
SUBJECT:
DATE:
Thank you for taking the time from your busy schedule to participate in the interview process for
Police Chief. I hope you will be able to attend the lunch meeting with each of the candidates. The
meetings are scheduled as follows:
Candidate
Mark Dalsing
Michael Tupper
Todd Miller
Michael Venema
Craig Berte
Michael C. Van Milligen, City Manager
Police Chief Interviews
October 20, 2009
Date
November 3, 2009
November 16, 2009
December 15, 2009
December 21, 2009
December 29, 2009
Michael Hernandez
Scott Baxter
Hiram Melendez
Nick Schlosser
Lynn Sutton
Jerome Thomas
Kathy Sutton
Time
12:30 p.m. — 2:00 p.m.
12:30 p.m. — 2:00 p.m.
12:30 p.m. — 2:00 p.m.
12 :30 p.m. — 2:00 p.m.
12:30 p.m. — 2:00 p.m.
Location
180 Main
180 Main
180 Main
180 Main
180 Main
Dubuque
Ail AmericaCky
1 I I I
2007
Would you please let Personnel Manager Randy Peck know at your earliest convenience if you will
not be able to attend. Randy may be contacted at 589 -4125.
I have enclosed copies of the applications of each of the candidates, a Job Description, the EEO
Guidelines for Interviewing, the Guiding Principles of the management Philosophy and the Spirit
Statement. As a reminder, the employment applications are to be kept confidential. Each of the
candidates has received copies of the Job Description, Benefit Summary, Guiding Principles of the
Management Philosophy, Spirit Statement, City Organization Chart, Residency Policy, Police
October 20, 2009
Page Two
Department Organization Chart, Police Department Budget, Budget Message, Police Association &
Operating Engineers Union Collective Bargaining Agreements, Iowa Law Enforcement Academy
Certification Requirements, the Citizen's Budget Guide and the Community Advisory Panel
Memorandum of Understanding and Complaint Process.
Your input into the selection of Police Chief is extremely valuable. If you have a question you would
like to ask each of the candidates, please submit it to Personnel Manager Randy Peck. His email
address is citypersna citvofdubuque.orq. The questions selected will be asked and participants can
ask other questions as follow -up questions. Once all of the interviews have been completed, would
you please provide me with your ranking of the candidates you interviewed.
Thank you for your assistance and if you have any questions, please feel free to call Randy Peck or
me.
MCVM:tlb
Michael C. Van Milligen
City Manager
t.
. Masterpiece on the Mississippi
Dubuque
All- AmerlcaCilyy
' I 1 If
2007
TO: Ken Runde, Sheriff, Dubuque County
Nancy Van Milligen, President and CEO, Community Foundation of Greater
Dubuque
Chris Corken, Assistant County Attorney, Dubuque County
Rick Dickenson, Executive Director and COO, Greater Dubuque
Development Corporation
Ralph Potter, County Attorney, Dubuque County
Molly Grover, President and CEO, Dubuque Area Chamber of Commerce
John Burgart, Superintendent,, Retired, Dubuque Community Schools
Dan LoBianco, Executive Director, Dubuque Main Street
Larie Godinez, Superintendent, Dubuque Community Schools
Kelley Deutmeyer, Executive Director, ECIA
Steve Cornelius, Chief Administrator, Holy Family Schools
Crenna Brumwell, Assistant City Attorney
Barry Lindahl, City Attorney
Washington Neighborhood Development Director
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Police Chief Interviews
DATE: October 20, 2009
Thank you for taking the time from your busy schedule to participate in the interview process for
Police Chief. I hope you will be able to attend the reception and dinner meeting with each of the
candidates. The meetings are scheduled as follows:
Candidate Date
Mark Dalsing
Michael Tupper
Todd Miller
Michael Venema
November 3, 2009
November 16, 2009
December 15, 2009
December 21, 2009
Time
Reception 6:00 p
Dinner 6:30 p.m.
Reception 6:00 p.
Dinner 6:30 p.m.
Reception 6:00 p.
Dinner 6 :30 p.m.
Reception 6:00 p.
Dinner 6:30 p.m.
.m. — 6:30 p.m.
— 8:00 p.m.
m. — 6:30 p.m.
— 8:00 p.m.
m.— 6:30 p.m.
— 8:00 p.m.
m. — 6:30 p.m.
— 8:00 p.m.
Location
Star Brewery
Star Brewery
Star Brewery
Star Brewery
October 20, 2009
Page Two
Craig Berte December 29, 2009 Reception 6:00 p.m. — 6:30 p.m. Star Brewery
Dinner 6:30 p.m. — 8:00 p.m.
Would you please let Personnel Manager Randy Peck know at your earliest convenience if you will
not be able to attend. Randy may be contacted at 589 -4125.
have enclosed copies of the applications of each of the candidates, a Job Description, the EEO
Guidelines for Interviewing, the Guiding Principles of the management Philosophy and the Spirit
Statement. As a reminder, the employment applications are to be kept confidential. Each of the
candidates has received copies of the Job Description, Benefit Summary, Guiding Principles of the
Management Philosophy, Spirit Statement, City Organization Chart, Residency Policy, Police
Department Organization Chart, Police Department Budget, Budget Message, Police Association &
Operating Engineers Union Collective Bargaining Agreements, Iowa Law Enforcement Academy
Certification Requirements, the Citizen's Budget Guide and the Community Advisory Panel
Memorandum of Understanding and Complaint Process.
Your input into the selection of Police Chief is extremely valuable. If you have a question you would
like to ask each of the candidates, please submit it to Personnel Manager Randy Peck. His email
address is citypers(a citvofdubuque.orq. The questions selected will be asked and participants can
ask other questions as follow -up questions. Once all of the interviews have been completed, would
you please provide me with your ranking of the candidates you interviewed.
Thank you for your assistance and if you have any questions, please feel free to call Randy Peck or
me.
MCVM:tIb
Michael C. Van Milli en
City Manager
APPLICANT
INTERVIEW QUESTIONS
FOR THE POSITION OF
POLICE CHIEF
1. Please tell us about yourself.
Follow -up question: What are your recreational and leisure time interests?
COMMENTS:
2. What are your Tong- range, professional career objectives?
Follow -up questions: What are your reasons for seeking this position? What
are your reasons for wanting to move to Dubuque?
COMMENTS:
3. Please discuss your strong and weak points relative to this position.
COMMENTS:
4. What are some of the major accomplishments (what do you feel good about),
and non - accomplishments (something that needed to get done but did not get
done) in your current and /or in your previous position(s)?
COMMENTS:
5. Have you been involved in any organizational development efforts? Please
describe them.
COMMENTS:
6. How have you involved employees in department decision making? Please give
examples.
COMMENTS:
7. Please discuss your experience in building consensus and working with other
city departments.
COMMENTS:
8. What has been your role regarding hiring, supervising and evaluating
employees? Please give examples.
COMMENTS:
9. What was the most difficult work - related interpersonal issue you ever faced?
How did you resolve it? What was the most rewarding experience?
COMMENTS:
10. What has been your involvement in professional associations?
COMMENTS:
1 1 . What has been your involvement in community activities?
COMMENTS:
12. What is your opinion of the City Manager's "Guiding Principles of the
Management Philosophy ?" Would you feel comfortable in implementing
philosophies outlined in this Statement within the Police Department?
COMMENTS:
13. Please describe your approach to problem solving.
COMMENTS:
14. Please discuss the most difficult issues and challenges facing police
departments today.
COMMENTS:
1 5. Please describe the areas of policing you have been involved in, other than
patrol and criminal investigation activities.
COMMENTS:
16. Please discuss your experience with operating and capital budgeting
techniques.
COMMENTS:
17. Please discuss your ability to provide leadership to the Police Department.
COMMENTS:
It-
1 8. Please discuss your experience in seeking out grant opportunities.
COMMENTS:
19. Please discuss your experience in community- oriented policing.
COMMENTS:
20. Please discuss your experience in working with non - police organizations such
as neighborhood groups and not - for - profit agencies.
COMMENTS:
21. Describe your working relationship in your current position with the news
media and discuss how you approach other aspects of public information.
COMMENTS:
22. In your opinion, what has been the worst publicity you have ever received?
COMMENTS:
23. Please discuss your experience in conducting independent studies and making
recommendations on complex issues and projects.
COMMENTS:
24. Please discuss your approach to increasing the number of female and minority
employees in the Police Department.
COMMENTS:
25. What do you see your role in relation to the City Manager?
FOLLOW -UP QUESTION: How do you balance your responsibility to the City
Manager and to the employees you lead?
COMMENTS:
26. What do you see your role in relation to the City Council?
COMMENTS:
27. Please describe your experience in working with other government agencies.
COMMENTS:
28. What is the citizen's role in the police service?
COMMENTS:
29. Please discuss your views on the use of volunteers in cities the size of
Dubuque?
COMMENTS:
30. Do you have any experience in working in an organization with collective
bargaining units?
COMMENTS:
31. We are currently in the process of reviewing all City programs and services
over a five -year period. For the Police Department, how would you approach
a review process to look for operating efficiencies and effectiveness measures?
What would be some of the major components of your review process? What
qualities do you possess that would contribute to the success of the
department review process?
COMMENTS:
32. What is your opinion of the existence of the Community Advisory Panel? How
do you think you can work with the Community Advisory Panel?
COMMENTS:
33. What are your thoughts about civilianization or privatization of certain
components of the Police Department?
COMMENTS:
34. Have you ever received a traffic citation?
COMMENTS:
35. Have you ever had a lawsuit filed against you?
COMMENTS:
36. Questions regarding resume, work history or answers to questions on the
application.
COMMENTS:
37. Are there any additional aspects of your qualifications that we have not
covered that would be relevant to your candidacy?
COMMENTS:
38. What questions do you have for us?
COMMENTS:
v'
A
DEPARTMENT: Police
POLICE CHIEF
GENERAL STATEMENT OF DUTIES:
The Police Chief is responsible for managing the various activities of the Police
Department; perform related work as required.
DISTINGUISHING FEATURES OF THE CLASS:
This class involves responsibility for management and technical work in the supervision
and direction of all activities of the Dubuque Police Department in accomplishing
desired and agreed upon objectives. The work involves responsibility for the protection
of life and property through the management of all law enforcement services and
activities. Community policing is a very important component of the City's successful
policing strategy. The Police Chief functions with wide latitude under the administrative
direction of the City Manager. The work is reviewed through results achieved and
through conferences and discussions with the City Manager.
EXAMPLES OF WORK (ILLUSTRATIVE ONLY):
ESSENTIAL: Plans, directs and manages the operations of the Police Department,
which includes administrative support, record keeping, traffic control and safety,
training, patrol, criminal investigation, community relations, public education and crime
prevention: develops and enforces the rules and regulations of the department;
formulates and prescribes work methods and procedures to be followed by employees
of the department; cooperates with local, state, and federal officials in the apprehension
and detention of wanted persons; directs the proper accounting of monies received or
dispersed; directs, coordinates, and personally participates, when required, in all
activities of the department; prepares policy analysis and recommendations for the City
Manager on police service issues, problems and opportunities; makes management
and operational decisions consistent with applicable laws, rules, regulations, and
established policies; provides proactive leadership to department employees; enforces,
through subordinate officers, all applicable laws and codes; directs the preparation and
analysis of police records and reports in order to insure efficient operations, meet
service demands, and comply with requests for information regarding activities and
employees of the department; reviews and analyzes methods, equipment used, and
employee performance to find ways of increasing effectiveness, improving results, or
affecting economies in departmental operations; attends conferences and other
educational meetings and reviews professional literature to keep current on modern
police service, law enforcement, crime prevention, and training trends and techniques;
initiates and provides advice on the development of ordinances, laws, and regulations
relating to crime prevention and police protection; prepares specifications for the
purchase of equipment and supervises the purchase of supplies, equipment, and
materials; evaluates and reviews employee performance; serves as a member of the
Public Safety Communications Center Committee; counsels employees on personal
and professional matters; reviews and prepares long range plans, budgets (operating
and capital), work programs and reports; directs and coordinates the work of
subordinate supervisors; supports, controls, and administers the budget for the
department; participates in the Management Team and Department Managers Team;
makes decisions regarding hiring, promotions, and disciplinary matters; coordinates
activities of the police department with those of other city departments and with public
and private agencies; interprets police department programs through news releases,
speeches, radio addresses, and contacts with community groups, both public and
private; maintain good public relations.
KNOWLEDGE, SKILLS AND ABILITIES:
ESSENTIAL: Comprehensive knowledge of the modern principles, practices,
techniques and methods used in managing law enforcement services and activities;
comprehensive knowledge of the use and limitations of various types of equipment
used in law enforcement activities and their operational and maintenance requirements;
thorough knowledge of effective methods of planning, training, assigning and directing
employees and equipment for their most effective use; thorough knowledge of recent
developments and trends, current literature and sources of new information in both
public and police administration; thorough knowledge of the functions of federal, state
and local jurisdictions and authorities as it relates to law enforcement activities;
knowledge of organizational development concepts, techniques and philosophies;
knowledge of alternative service level (modified zero based) budgeting systems and
performance based evaluation systems; knowledge of the safety requirements related
to the activities of the department; ability to provide strong administrative leadership to
the department, challenge traditional ways of doing things and implement new and
innovative ways of accomplishing department objectives; ability to plan, instruct,
supervise and evaluate the work of others; ability to initiate, develop, plan and
implement programs relating to police administration, record keeping, traffic control and
safety, training, patrol, criminal investigation, community relations, public education,
crime prevention and juvenile coordination activities; ability to develop proper training
instructional procedures for employees and to maintain a high level of discipline and
morale; ability to communicate clearly, both orally and in writing; ability to perform the
duties of a Police Officer; ability to establish and maintain effective working
relationships with employees, the general public and local, state and federal authorities;
ability to obtain certification as a Law Enforcement Officer by the Iowa Law
Enforcement Academy or another training facility certified by the Director of the Iowa
Law Enforcement Academy; ability to perform conflict resolution in highly charged and
emotional situations; ability to make decisions, recognizing established practice and to
use resourcefulness and tact solving problems; demonstrated ability to follow a
management philosophy that is input oriented and values problem solving and
development of partnerships; demonstrated ability to work effectively as a member of a
team; desire to be part of an organization that values service, people, integrity,
responsibility, innovation and teamwork; and a high degree of professional
commitment, confidence, integrity, ingenuity and a commitment to community service.
EXPERIENCE AND TRAINING:
A minimum of five years of experience in a public law enforcement agency, or three
years experience in a public law enforcement agency and two years or comparable
experience or educational training is required; progressively responsible supervisory
experience in several police specialties, including major command responsibilities and
graduation from an accredited college or university with major course work in Police
Administration, Police Science, Criminology or related field is preferred.
SPECIAL REQUIREMENT:
Possession of or obtaining certification as a Law Enforcement Officer by the Iowa Law
Enforcement Academy or another training facility certified by the Director of the Iowa
Law Enforcement Academy within twelve months after appointment.
04/06/2009