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To: Policy Committee Members

From: Mr. Thomas Hewes-Eddinger

Date: January 9, 2009

Subject: School Board Policy Committee Meeting, Wednesday, January 14, 2009.

Attached are numerous folders concerning Policy and Procedural issuespertaining to the Security Department.

Let me begin with a Professional Statement as to the function of Security in anyorganization, public or private.

Every organization begins with a Mission Statement. For the Camden CitySchool District, that mission is to provide the best education possible for the children ofthis city. The accepted practice of security in any organization is the protection of theorganizations mission. In this case, it is the protection of people and property frominternal and external threats. It needs to be understood that security is not part of theeducation process, but exists to protect the process.

In addition, security is a fluid and pro-active process that depends on daily, and

at times, hourly deployment changes in staffing to meet the immediate need of thedistrict.

At present, the security department staffing has 120 full- time security officerpositions and 5 part- time substitute positions assigned proportionately throughout thedistrict at all schools and the Administration building. Supervision within thedepartment consists of 2 middle management positions called Operations Officers.Their oversight responsibility begins with one of the two main high schools and includesall the elementary and middle schools that feed those respective high schools, along withan even split of the remaining alternative schools. There is no security departmentsupervision at the individual school level. However, there exists an unsanctioned, yet

understood lead Officer position in those schools with more than one officer.

Current Administrative policy dictates that officers report to and receive dailydeployment instructions from the individual school administrators. It is understood thatsecurity staff are assigned to the individual principal and it is the accepted practice thatsuch staff are the sole possession of that principal and school. This practice has beenverbally stated to me by a variety of principals and is sustained by the security officerswritten job description established by Human Resources. As a result, there is a level ofadministrative resistance that prevents the security department from deploying securitystaff permanently or to meet an emergent need.

B. LeFra Young, Ph. DSuperintendent

David Shafter

School Business Adm.

Security

Thomas Hewes-Eddinger

Chief of Security

Josephine GarciaOperations Officer

Curtis Surratt

Operations Officer

Pamela Christy

Clerk

201 N. Front Street, Camden, NJ 08102, Tel.: 856.966.2101/2102 Fax:856.966.2144

CAMDEN CITY PUBLIC SCHOOLS

Security Department

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Past practice for the hiring of security staff was fraternal. The qualifications forthe position are minimal at best and the pre-screening process of applicants is wellbelow industry standards.

Current staff training is scattered around a variety of made-up courses taughtby uncertified instructors. Training records within the department are non-existent. Theabsence of sanctioned training courses and properly maintained training records leavesthe district vulnerable to civil action.

Uniformed officers are issued a list of clothing choices to design their individualuniform not to exceed $300.00. In reviewing the appearance of the staff, many look likestreet thugs (i.e. Sean John/Roca Wear black hooded sweatshirts, multi-coloredsneakers, tactical pants, wool caps, etc.). This is inappropriate for the position they hold.

As you can see, the security department is a dysfunctional entity that possessesno clear mission, operates well outside of industry standards and is manipulated on adaily basis by dozens of administrators whose individual concept of security takesprecedent over a district-wide concept established and implemented by securityprofessionals.

This department needs restructuring in the form of established policies andprocedures set forth by the Governing Board and not by Past Practice or thats theway things are done. The Board needs to create an independent department free ofinterference from school administrators, establish a security department MissionStatement and provide the necessary staffing, supervision, internal discipline andresources necessary to implement the mission.

Listed below are some of the more pertinent issues facing the department andrequiring quicker Board action.

1. Change of title from School Law Enforcement Officer to School

Security Officer.2. Restructure the departments Chain of Command and reporting

system.3. Improve the Hiring Process with; qualifications that include:

High School Diploma

Prior Military Experience

Enrolled in a continuing Education Program

Pre-Screening that Includes:

Panel Interview

Written and Oral demonstration of communication skills

Alcohol and Drug Screening

Pass a medical and physical exam

Pass a psychological Exam

4. Create mandatory basic and in-service training and a departmental recordkeeping system.

5. Approve standards for Ethics and Accountability that include a Code ofConduct and a Standardized Disciplinary Process.

6. Allow for an easier at will process of non-renewal of Security staffand

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7. Establish a uniform dress code and insignias.8. Approve a standard Use of Force Policy.

Cc: Dr. Young, SuperintendentMr. Mills, Deputy Superintendent