Initiated in 2005, special agents of the Bureau of Indian Affairs - Professional Standards Division were given the task to audit and assess the Bay Mills Law Enforcement department, culminating in a final report submitted to the Executive Council in early May.
BIA Agents Keener and Gibson spent a number of hours examining several facets of the department, including reports, evidence inventory, weapons, policy and procedure, scheduling, equipment and interviews with staff. As stated by Agent Gibson in a letter to the Chairman, "The purpose of this report is to provide management with an objective review of the Bay Mills Police Program." The 75-page report began with general information concerning the department and concluded each section with recommendations for change and improvement.
Initial recommendations included the establishment of an organizational chart. The report supported the creation and development of a supervisory position and administrative assistant to work with the captain. They felt that the duties of the captain were better spent evaluating staff, examining reports and seeking added funding for the department. Currently, this is not possible when the captain also performs road duties to cover for staffing shortages. A designated supervisor and an administrative assistant could assist the captain with staff and the paperwork that inundates the department.
It was also suggested that a re-examination of departmental policy and procedure take place to ensure compliance with applicable law while maintaining the safety of those involved. Current policy, at times, was outdated and in need of revision. This is coupled with the need to establish an effective training program to ensure staff is trained and adept with the policies and procedures that govern their work.
In order to safely and effectively perform their duties, the agents felt that a plan for servicing, maintaining and replacing departmental equipment should be established. Presently, there is no plan for servicing or replacing vehicles and purchasing or updating law enforcement gear. Various grants have helped to curtail costs, but a large portion of law enforcement support comes from the tribe. Effective communication with a designated accounting representative could assist the department with this plan and overall cost issues.
A potentially controversial suggestion was the unification of the law enforcement and conservation departments under the direction of a director of public safety. This position would be responsible for delegation of duties, establishing and enforcing departmental policy and procedure, approval of purchases, grant administration and an overall representative of both departments. The agents saw duplication of duties between the departments and felt that combining them would make efficient use of staff while also addressing the law enforcement need for greater equipment and financial assistance.
Recommendations for community policing strategies were also included in the report. The agents felt that there was a large amount of uncommitted patrol time and this was a great opportunity for law enforcement to participate in community-wide events like D.A.R.E. programs and community crime surveys to increase the visibility of staff while projecting a professional, positive and cooperative attitude.
Conclusions suggested that a renewed and effective line of communication between law enforcement and the Executive Council must take place if the department is going to realize the goal of professionalism, accountability, effectiveness and efficiency. According to discussion with the agents, a history of strained relations and political motives characterized the relationship between council and law enforcement.
Agents felt that law enforcement staff was highly motivated and anxious to see improvement and cooperation. Though somewhat under-trained and relatively inexperienced, agents acknowledged the existence of a solid foundation for tremendous improvement and growth within the department.
With the report in hand, the Executive Council met with Captain Kurt Perron on May 5 to go over the evaluation of the department and to discuss strategies for incorporating some of its suggestions. Captain Perron was very cooperative and had already begun the process of including many of the more detailed suggestions into departmental policy.
The three-hour meeting brought many important issues to light, with Captain Perron maintaining a positive attitude while voicing his responses and concerns regarding the report. Captain Perron felt that there was a great deal of work to be completed within his department and was willing to do whatever was necessary to see improvement and professionalism. Discussion after the meeting amongst council members suggested that further evaluation and discussion must take place before a solid plan could be implemented. Nothing concrete was decided, but the report would be used as a starting point for future action and necessary change.
In light of recent criminal events within the community, I feel it is imperative that law enforcement becomes a well-trained, well-equipped and aptly lead department to prevent crime and to effectively enforce the laws of the tribe. The recent evaluation is an important first step to exposing and correcting departmental weaknesses so that crime prevention and cooperative community contact can be a priority once again.
LeBlanc is Secretary of the Bay Mills Executive Council.
