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ASUPD spends federal grant money on items “outside the grant’s purpose”

Anti-terrorism ‘fusion centers’ get failing marks from US panel

October 08, 2012 12:00 am    Maryann Batlle Cronkite News Service

WASHINGTON – Arizona agencies were among those singled out in a two-year Senate probe that reported “widespread deficiencies” in a Homeland Security Department program that officials touted for years as a centerpiece in U.S. counterterrorism efforts.

The report found that the local-federal “fusion centers” that were supposed to aid the federal government in terrorism prevention instead produced intelligence that was “oftentimes shoddy” and “unrelated to terrorism.” It also said federal officials could not adequately track millions of dollars directed to the centers.

Included in the questionable spending was money to Arizona law enforcement agencies that was used to buy sport utility vehicles and to outfit the “wire room,” a surveillance monitoring room at the Arizona Counter Terrorism Information Center, the state’s fusion center.

Sen. John McCain, R-Ariz., a member of the Homeland Security and Governmental Affairs Committee, said in a written statement that the committee’s Permanent Subcommittee on Investigations “found a remarkable degree of ineffectiveness, ineptitude and waste” in the program.

Homeland Security Secretary Janet Napolitano, a former Arizona governor, said the subcommittee’s report is “wrong and misleading by omission.” She said she believes fusion centers provide “a big service to the community” by augmenting existing counterterrorism efforts.

There are 77 fusion centers across the country. While the state and local law enforcement hubs perform many roles, their anti-terrorism functions were beefed up, and the number of centers increased, after 9/11 to aid the federal government in terrorism prevention.

Matt Mayer, a former senior Homeland Security official who worked under Secretaries Tom Ridge and Michael Chertoff, said he fought the expansion of the centers but lost. Mayer said the department focused on “quantity over quality” and is underfunding centers in critical areas.

“There are bright spots out there … but, unfortunately, a lot of (fusion centers) exist that don’t deserve funding,” said Mayer, now a visiting fellow at the Heritage Foundation.

Among its findings, the subcommittee said that DHS could not provide an “accurate tally” of the program’s total costs, but that estimates ranged from $289 million to $1.4 billion.

Some of that DHS grant money went to the Arizona Department of Public Safety to fund initiatives at the Arizona Counter Terrorism Information Center.

The subcommittee questioned federal oversight of some of the Arizona spending, including one case when a state official expressed concern about the legitimacy of spending $1.98 million to lease space, which is not strictly allowed. The state official was assured it would be OK in an email, complete with smiley-face emoticon, from an official at the Federal Emergency Management Agency.

Federal funds also paid for two SUVs outfitted with specialized equipment, most of which fell outside of the scope of the program, the report said.

The Department of Public Safety used about $33,500 in grant funds to buy an SUV in 2008 for a terrorism liaison officer at the Flagstaff Fire Department, and another $9,400 on aftermarket equipment that would let it respond to chemical, biological and other events. But the report said such responses are unrelated to “essential fusion center capability” under the program.

“The city official to whom the vehicle was assigned told the subcommittee he keeps the truck at his house and uses it primarily to commute between his home and the Flagstaff Fire Department,” the report said.

In 2009, the Arizona State University Police Department got an SUV that was paid for with about $47,000 in grant funds, also for a terrorism liaison officer. Again, the subcommittee found the expenses outside the grant’s purpose.

The subcommittee also pointed to $64,000 in federal funds used to buy software, a laptop, monitors and two 42-inch flat-screen televisions for “the wire room,” a surveillance room used for criminal investigations. But the subcommittee noted that program guidelines “do not include covert or surreptitious intelligence gathering.”

The report said the centers have not “yielded timely, useful” counterterrorism information. It noted that ACTIC was linked to incorrect information after the 2011 shooting of Rep. Gabrielle Giffords, D-Tucson, which suggested that shooter Jared Lee Loughner was linked to an anti-Semitic and anti-government group. Many of the claims made in the document were later proven false, the report said.

Fusion confusion

Included in a Senate investigation into federal spending on local-federal “fusion centers” was spending by Arizona officials on items that members of the subcommittee questioned:

• In 2008, the Arizona Department of Public Safety spent more than $33,500 on a Chevrolet Tahoe SUV and another $9,400 to install aftermarket equipment. The report said the expenditures were unrelated to “essential fusion center activity.”

• In 2009, the state used $47,000 in Department of Homeland Security funds for a Chevrolet Tahoe SUV that it gave to the Arizona State University Police Department.

• In 2009, roughly $64,000 went for surveillance-technology training and to equip a criminal-investigation surveillance room, known as “the wire room,” for Arizona’s fusion center. It bought software, a new laptop, monitors and two 42-inch flat screen televisions, even though the program does not call for “surreptitious intelligence gathering.”

• In 2011, faulty intelligence originating from the Arizona fusion center suggested Tucson shooter Jared Lee Loughner might have been be linked to an anti-Semitic and anti-government group, claims that later proved to be false.

http://m.azstarnet.com/news/world/military/anti-terrorism-fusion-centers-get-failing-marks-from-us-panel/article_77c27bdb-693d-50de-9511-308dab9a9a0b.html?mobile_touch=true

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New officer resigns after being sworn in at ASUPD

On January 16, 2014, Chief John Pickens was due to swear in the three new officers who had successfully passed their AZPOST test. These new officers were very desperately needed in the department to alleviate ongoing staffing concerns. After the swearing in ceremony, one of the three officers presented chief with something he should be well acquainted with–a letter of resignation. The chief was enraged. Shortly afterwards the issued equipment–the new clunky and garish badge, uniform with new patches–were all being turned back into the property room to await their new owner (who probably wouldn’t be hanging around long either).  

As esteemed members of the ASU Police Department, we would like to extend a special thanks to this officer for embodying the department’s toxic state into one singular action. It serves to illustrate the disturbing reality we live with daily which is putting more bodies into a lousy workplace won’t fix any of the problems at the department, it will only perpetuate them.

This latest lateral officer isn’t the first officer to do this by any stretch; there have been plenty who have quit in short order once they were exposed to our workplace. Chief Pickens is too proud to acknowledge the problems, too inept to understand and fix them. How many more employees must we tear through before Pickens realizes poor morale is the cause of the staffing problem??

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Transparency in police budgets: why it needs to happen at ASUPD

Because Arizona State University is a public university–funded by tax payers–budget expenditures for the university are readily accessible (via web/hard copy). However, one budget that is noticeably absent from public view would be that of the ASUPD! When referenced in the context of the university’s budget as a whole, it is summarily tossed in to the “public service” sector tag with other departments. Therefore, seeing the actual operating costs and expenditures of ASUPD is impossible, short of a FOIA request.

Why is this important, you ask?

There has been a huge discrepancy in the amount of funds Chief Pickens repeatedly says the department doesn’t have (and then arbitrarily spends), and the amount of money the department has frivolously spent. 

For a department that is so cash strapped, ASUPD seems to materialize funds when they are desperate to retain people. Prior to the indeed.com situation in the summer of 2013, the only raise ASUPD employees had received in five years came from the Governor’s office (in which state employees were given a 3% pay raise). This is coupled with the fact the 3% pay raise did NOT replace the lost wages accrued from a lack of cost of living raises, and a uniform allowance. [As an aside, the Chief and Command staff have been consistently  receiving pay raises/incentives during the time period when the rest of the department was on a pay freeze! Chief Pickens’ is also one of the highest paid Chiefs in the valley!] .However, after the indeed.com scandal broke, Sergeants and Officers found themselves receiving a pay increase after being told previously there was no money in the department’s budget to do so. Additionally, several members of the department who were leaving for greener pastures were also offered small amounts of money to entice them to remain at ASUPD.

Frivolous spending throughout the department’s “tough financial situation”, however, remained at an all-time high.

Chief Pickens decided to replace ALL the sworn cotton uniforms with a cotton/wool blend that degraded faster and cost more to maintain. He also completely redid  and replaced ALL of the department’s badges, despite the fact funds were desperately needed on the patrol side for new employees and new vehicles. Fairly soon, the Chief will also be revamping the departments’ patch, costing time and money to replace the preexisting patch.

Chief Pickens also routinely spends unknown amounts of money on other items such as regular lunches for himself and command staff, a take home vehicle for himself and several other members of the department, and possibly even traveling with the football team.(As an aside, several other Police Chiefs across the country have come under intense scrutiny for frivolous spending of tax payer money, such as Baltimore’s former Police Commissioner  ,a St. Louis County Police Chief, and an Ohio Police Chief).  Not surprisingly, in a 2011 assement, CALEA noted that the methodology utilized by ASUPD to track cash account activities made it difficult to keep track of how much was actually being spent.

The Integrity Report also did a cost analysis on ASUPD’s FTO program which showed the department had spent nearly a million dollars in two years on its failing FTO program; approximately 1/2 million dollars was spent on training employees who quit the department after less than a year of working there (with some only staying for MONTHS at a time!). This number is especially shocking when you consider it doesn’t include the salary of the Sergeant who had no qualification/training to run an FTO program (approximately $70k), or the salary of the FTO’s who were also not qualified to train new officers.

In summary, there has been an untold amount of tax-payer money being misappropriated by the Chief in various forms, which could be used to aid the underpaid, under trained, and unequipped employees who are still trying to hold the department together. The tax paying citizens of Arizona should be outraged enough to demand each requisition, receipt, and budget from ASUPD so that the many of these  public officials–including Chief Pickens–are help accountable. Perhaps this blog post will prompt the mainstream media to undertake this challenge?

 

 

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How ASUPD narrowly escaped dealing with an armed/dangerous suspect!

On Monday Dec 16, 2013, there was a police pursuit and standoff involving an armed subject in the East valley; however, what the media failed to mention is this incident originated in student housing at the ASU Polytechnic Campus.

24 hours prior to being apprehended, the suspect threatened to shoot and kill his girlfriend, as well as himself. He also had the means to carry out those threats by claiming he owned several guns (he was later apprehended with a shotgun and a handgun in his vehicle). After the victim reported the threats, ASUPD Sgt Phil Osborne claimed they had no charges against the suspect (please see ARS 13-1202, Threatening and Intimidating, for more info). According to Sgt Osborne, because they had no charges against the suspect, ASUPD was unable to detain or arrest him when/if they had the chance.

 Eventually, the suspect was  located outside of the victim’s workplace, but took off when officers attempted to stop him.  ASUPD Polytechnic Commander, L. Scicilone was stepping over the ASUPD officer’s radio traffic (who was trying to stop the suspect)  in an attempt to cover policy, repeatedly (and excitedly) asking over and over, “ you are not in pursuit are you?!?”. ASUPD officers eventually lost the suspect. Gilbert and Mesa officers who were in pursuit of the vehicle (which got up to speeds of 100 mph!) eventually found the suspect. An ASUPD officer responding to the scene driving code three was told by Mesa and Gilbert PD to stay out of their scene. Ultimately the standoff came to a peaceful end and the suspect was taken into custody in Mesa after negotiating with officers.

This situation could have been resolved much sooner had Sgt Osborne reacted appropriately by identifying the fact a crime had occurred and attempted to get the subject into custody soon. What would have happened if the subject would have come back to the victim’s room a day later and killed her? Or fired rounds at police? It is by sheer luck ALONE that ASUPD did not have this situation turn much worse.

This story illustrates perfectly how ASUPD is ill equipped—both with personnel and equipment—to deal with a major incident on campus. The blame lies upon ASUPD command staff who refuse to prepare a contingency plan for a major incident, and provide their officers with adequate training to be able to respond to a barricaded subject or an active shooter. Constantly functioning with the blasé attitude that “it can’t happen here” will eventually get someone seriously harmed/killed and is purely negligent on behalf of command staff.

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GA public safety chief resigns over police staffing

Interesting how in other jurisdictions, mismanaging your police staffing would elicit such a strong response from other public officials. Conversely, at ASU, the department and university have known about chronically low staffing issues for years, and no public official in a position to handle the situation has addressed this issue. 

From policeone.com:

By Dan Klepal
The Atlanta Journal-Constitution

COBB COUNTY, Ga. — Cobb County’s top public safety official resigned Monday with acidic four-page letter to county manager David Hankerson, alleging that police staffing levels are dangerously low and that Hankerson and other county officials refuse to do anything about it, even though they have known about the problem for more than a year.

Jack Forsythe, director of the county’s Department of Public Safety, also said in the letter that the Atlanta Braves new stadium will exacerbate the problem if the county doesn’t add more officers.

“For over a year now, the decision to increase the police department’s authorized strength has been delayed or denied by continuing to request additional information that … is not available, or (by) requests of duplicate information that has already been presented,” the Jan. 6 letter says.

Forsythe went on to write that Hankerson has stonewallled his effort to commission a study that would document the need for more officers. Cobb’s police department has more than 600 sworn officer and 150 civilian employees. Forsythe also was in charge of the county’s fire department, 911 operations and animal control unit.

“You have stated that the county is not ready for what the report will say nor can the county afford the number of officers the report will say we need, therefore the study has not been given approval from your office to proceed even after I was directed” by Commission Chairman Tim Lee to have it completed, the letter says.

Forsythe’s resignation takes effect Jan. 24 but he is on leave until then. Hankerson will recommend to the Cobb County Commission that Fire Chief Sam Heaton replace him permanently. Heaton served as interim public safety director from August 2010 through January 2013, and will again handle the job on an interim basis until the commission acts on the recommendation.

Lee did not immediately return a phone message seeking comment on the resignation and the allegations in the letter. The county’s public relations office released statements by Hankerson and Lee Monday night, but neither addressed the substance of the letter.

Forsythe’s performance appraisal for 2013 shows that he was given a “meets requirements” designation in all areas of his job, and for his overall performance.

However, the appraisal noted: “Communication with County Manager and the office is very poor. This area needs improvement more than any other area.” It also noted that Forsythe missed public safety related events in the community “without any communication to the County Manager.”

Forsythe’s letter also hints at friction between him and Hankerson.

“You … stated that I don’t do things the Cobb Way,” Forsythe’s letter to Hankerson says. “It appears the Cobb Way is not to disagree or buck the current procedures, regardless of the validity or legality of the Cobb Way process.”

Forsythe worked as a senior law enforcement official for NASA from 2003-11. He was working as a consultant from 2011 until hired by the county in December 2012.

Forsythe’s letter also complains about his salary, which he says is “$30,000 below the national average.” But the major thrust is the lack of police manpower.

Public safety in Cobb County has suffered from a lack of sufficient funding and resources to properly sustain the appropriate level of personnel, facilities and equipment needed to provide an adequate level of protection for the citizens,” the letter says. “This lack of support for public safety over the years has increased officer safety issues, reduced the number of officers available for calls, increased fire response times and ultimately (led to) the degradation of the morale of all public safety personnel.”

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What ASU really achieved in 2013

We were pretty struck by the article on ASU’s homepage: What we achieved in 2013! Granted, some of the achievements regarding research were pretty stellar, but the majority of the article was peppered with “achievements” such as: being one of the “greenest” schools in the country, revamping the business school building, and having the Sun Devils in a bowl game.

Noticeably absent, of course, are topics such as Michael Crow receiving a pay raise while the rest of his employees receive a measly 3% pay raise (after a 5 year pay freeze!), or the decrease in proactive policing (due to staffing issues). Therefore, we’re creating a list of what ASU also achieved in 2013. This is, by no means, a conclusive list.

 

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Why was the defunct Chief’s Advisory Board resurrected?

This is an old email, but still interesting, nonetheless.

The bolded parts in the following email sent from Chief Picken’s are supposed to “establish an agenda and direction for the Chief’s Advisory Board”. In hindsight, however, we know that the issues brought forth from the past two meetings are identical to the issues from meetings in 2009 . What is perhaps the most telling about this email (besides the obvious attempt to pretend that you are actively working to better the department) is the timing of its release; it happens to coincide with the time that the department was fretting over the negative postings made by its personnel on indeed.com.

From: John Pickens (Chief of Police)

Sent: Friday, September 06, 2013 2:57 PM

To: DL.ORG.DPS.PSD

Cc: John Pickens (Chief of Police)

Subject: Chief’s Advisory Board

I established a Chief’s Advisory Board in 2001 to serve as a mechanism to improve communication by providing accurate information and a forum to address and resolve issues. The board was not established to circumvent the chain of command. The board as it was established has not met since 2009. There has been quite a bit of change since that time, (promotions, changes in personnel, new hires, etc.). I would like to re-establish the board with more of a focused driven direction. Members of the advisory board would be bring forth ideas to establish new programs, suggestions to improve processes, and other relevant suggestions that would assist me with continued progress of the department. I would like to focus on the positive things but I also realize that there will be other issues that will need to be addressed as well. I anticipate adding representatives from the sergeant’s group at a later date.

The group consists of:

Officer DB

Officer RG

Officer DG

Officer JG

Officer BK

Corporal KF

Corporal MP

Corporal LK

Police Aide KG

Police Aide PW

Police Aide BF

Dispatcher AK

Please get in touch with any of the representatives to provide information and suggestions. The first meeting will be scheduled very soon. As always, I appreciate your assistance. Please contact me if you have any questions.

John L. Pickens Chief of Police Arizona State University Police Department

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Chief Pickens and his love of ASU Football: who is picking up the tab?

We know Chief Pickens’ LOVES ASU Football; it is pretty apparent due to his regular attendance at nearly every home ASU game. However, what has us concerned is his very frequent road trips with the ASU football team to attend their away football games, which also includes traveling to ASU’s end of season bowl games. Our question is this: what entity provides him with the funding to go to all the away football games? Does the money come from the police department budget, or does the money come from the athletic department?

Either way, you’d be hard pressed to find another major university sending its POLICE CHIEF to every football game, home or away. Other major universities–Ohio State, Wisconsin, Michigan State, and USC, to name a few–send one or two OFFICERS to away football games (this includes bowl games as well).

It speaks volumes about Chief Pickens’ priorities when he bends over backward to attend every football game, yet removes himself from his own department’s advisory board (which is designed to fix the problems that are crippling ASUPD).

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Chief’s Advisory Board Meeting Minutes from 2009 shows the PD dealing with the same problems as it currently is!

Interesting.

Check out these meeting minutes from the Chief’s Advisory Board from 2009; notice how several issues the department is currently struggling with–officer pay, not having proper equipment,  training, IAs–are being discussed. Chief Pickens also gave nearly the same exact spiel about wanting to discuss the frequency of meetings, talking about how IAs are essential for people to learn from their mistakes, and urging anyone with issues to address him specifically.

Mtg Notes 3-11-09 bulleted

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ASUPD acquires new scheduling software to fix staffing problems; meanwhile, the PD continues to fall apart!

In light of all the negative issues that have been brought to Chief Pickens’ attention–poor morale, mismanagement–he has decided to ignore the input in order to focus his efforts on implementing a new staff software!!

From virtual-strategy.com:

ASU Police Department chooses ScheduleAnywhere employee scheduling software to improve scheduling efficiency.

Atlas Business Solutions, Inc. announced today that Arizona State University (ASU) is now using ScheduleAnywhere to improve and streamline its staff scheduling process. The campus police department chose ScheduleAnywhere as its officer scheduling software solution to improve the coordination and communication of shift schedules and improve operations. ScheduleAnywhere allows the ASU Police Department to continue its commitment to maintaining a safe and secure environment to live, work, study, and conduct research.

“We’re pleased to have the ASU Police Department join the growing number of law enforcement departments using ScheduleAnywhere,” said Jon Forknell, Vice President and General Manager of Atlas Business Solutions. “ASU is a flagship department that’s accredited by the Commission of Accreditation for Law Enforcement Agencies and we couldn’t be prouder of our selection.”

The ASU Police Department completed the transition from Microsoft Excel to ScheduleAnywhere about a month ago. With a staff of over 100 officers, the police department had a difficult time managing staff schedules and keeping track of availability. With ScheduleAnywhere staff scheduling software:

  • Updates to schedules are real-time and shared across the department.
  • Reporting and tracking vacations, time-off requests and availability is simple.
  • Existing staff can be better utilized.
  • Officers can access schedules online anywhere, anytime.

Another reason ASU chose to implement ScheduleAnywhere is because of its enterprise-wide visibility. Enterprise-wide visibility plays a vital role in larger organizations, where multiple people need real-time access to schedule information. In addition to regular staffing, ScheduleAnywhere is used to schedule security for all campus events, such as football games, parades, or ceremonies.

So apparently the department has had a difficult time managing schedule because they have SO many officers. REALLY!? I doubt there are even 100 sworn left in the department; when command staff is excluded, the number of people actually working the street is frighteningly low. How in the HELL will this “improve operations”? Chief, you don’t need a computer program to tell you what you already know…that the department is ridiculously understaffed, and no amount of computer wizardry will change that. Here’s a hint: START LISTENING TO WHAT YOUR EMPLOYEES ARE SAYING, INSTEAD OF SINKING MORE $$ INTO A COMPUTER PROGRAM YOU BELIEVE WILL SAVE YOUR DEPARTMENT!

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