CLARENCE O’NEAL BRADFORD - Texas Southern...

CLARENCE O’NEAL BRADFORD

EDUCATION: University of Houston Texas Southern University Bates School of Law Bachelor of Science, Public Affairs

Doctor of Jurisprudence Graduated Magna Cum Laude, GPA: 3.60 Harvard University Grambling State University John F. Kennedy School Associate of Science, Criminal Justice Management Program Graduate Graduated Cum Laude F.B.I. National Academy Attorney Mediators Institute National Executive Institute Basic Mediator Training Graduated 19th Session

HONORS: Outstanding Texan Award

Mayor’s Outstanding Leadership Award

Officer of the Year Award for Professionalism

University Instructor/Guest Lecturer

Wiley College

Texas Southern University

Rice University

Houston Community College

Grambling State University

Chief of Police for 7 years (one of the longest tenures)

Houston Human Enrichment Award - Super Achiever

Neighborhood Oriented Policing Training Instructor

Emergency 9-1-1 Instructor

Certified Law Enforcement Training Instructor

Police Personnel Selection Process Assessor

Master Peace Officer Certification

Licensed Attorney

Former Partner, Kelley & Bradford, L.L.P.

State Bar of Texas Member

Federal Bar, U.S. District Courts

Legal Professionalism Award

Houston Human Enrichment Award - Young Achiever

President's List, Texas Southern University

Lambda Alpha Epsilon (Criminal Justice Honor Society)

Outstanding Academic Achievements in Criminal Justice Award Lee P. Brown Criminal Justice Institute, Wiley College

INTERESTS: Reading, Public Speaking, Table Tennis, Billiards

Resume of C. O. "Brad" Bradford 2

WORK HISTORY: I was accepted into the Houston Police Department in 1979. After graduating from the police academy, I was assigned to the Field Operations Command. During this assignment, I responded to calls for service, and conducted crime scene investigations of robberies, homicides, thefts, and other serious crimes. I was subsequently promoted to the position of field supervisor in the Traffic and Accident Division. Later, I was assigned to the Emergency Communications Division where I was responsible for training and performing Watch Commander duties. Also, I have performed duties as Budget Officer, Academy Instructor, Field Training and Evaluation Officer, 9-1-1 Communications Supervisor, Training Coordinator, Mediator, and Administrative Supervisor. My mid-career experience includes an assignment where I worked in the Office of the Chief of Police in the Organizational Development Unit where I was responsible for facilitating the Houston Police Department’s implementation of Neighborhood Oriented Policing (Community Policing) and assisted the Command Staff in formulating Department policy.

In June of 1991, I was promoted to Assistant Chief of Police and was assigned to manage Technical Services, which encompassed:

Emergency Communications and Dispatch Operations Computer Services Teleserve Unit Communications Management Division Records Division Identification Division Jail Division Fleet Management

In November of 1992, I was assigned to manage the Professional Development Command, which encompassed the following:

Training Academy Recruiting Division Field Training Officer Program Psychological Services Civilian Employment Personnel Division Disciplinary Action Unit

In January of 1996, I was assigned to manage the department’s largest patrol command, the West Patrol. The West Command encompassed patrol, tactical, and preliminary investigations in the following divisions:

Westside Patrol North Patrol Northwest Patrol

In November of 1996, I was selected from among more than a dozen applicants as Chief of Police of the fourth largest city in the United States. I was responsible for managing over 7,000 employees and a 500 million dollar annual budget in a city of approximately two million people and that encompasses over 600 square miles including two airport facilities.


RECORD OF MANAGEMENT EXPERIENCE As Chief of Police of Houston, Texas, for seven (7) years, I was responsible for leadership, public safety, and crime prevention in the city and airport security for two airport facilities. My activities included oversight of criminal investigations, police patrol tactics, and support operations. As an Assistant Chief of Police, for more than five (5) years, my responsibilities included the management of approximately 1,200 employees and a budget exceeding 50 million dollars during a fiscal year. Each division in which I have worked and managed performs a unique function towards achieving the satisfactory delivery of police services. These divisions include: West Patrol Command This command oversaw the activities and operations of three Patrol Divisions: Westside, Northwest, and North Shepherd. Generally, this Command covered activities in the North, Northwest, and West areas of the City of Houston. The Command was responsible for patrolling the City’s streets, responding to calls-for-service, conducting preliminary criminal investigations, responding to emergencies, enforcing traffic laws, and investigating accidents. Authorized personnel strength for the West Patrol Command was 994. Emergency Communications Division The Emergency Communications Division was charged with the continuous responsibility to provide, staff, and maintain critical electronic communication links that address several priorities. These include, but are not limited to, the following:

The protection and preservation of human life

Protection of valuable personal property

Crime prevention and order maintenance programs

Support line, investigative, and administrative programs and functions which are conducted through, and in conjunction with, this key service and support Division.

The Emergency Communications Division's personnel process over 2.5 million calls for police service each year and dispatch in excess of 1.5 million calls in a twelve-month period. The Division is the communications and service link between the community and the line police officers of this department. Finally, the Emergency Communications Division was also responsible for staffing and operation of the Department's Teleserve Unit. Rather than expending a mobile police officer on minor, low priority calls requiring only an offense report, the unit successfully delivers the required police service to citizens without the "normal" dispatching of a patrol unit. Telephone reporting saves time and money and is a convenient method for citizens to obtain required police services. Authorized personnel strength for the Emergency Communications Division was 260.


Computer Services Division The Computer Services Division was charged with the responsibility of providing technical and material support for the department’s computer system. This division encompasses the application of system software support, user training and technical support, office information systems support, and remote computer hardware support. The major computer systems include Computer Aided Dispatch (CAD), Jail Booking System, Budget and Financial Systems, Personnel System, Automated Fingerprint Identification System, Automated Fuels Accounting System and a Vehicle Management Information System. This division provides an automated capacity for many required reporting elements that would have to be done in a less effective, more labor intensive, manual mode. Authorized personnel strength for the Computer Services Division was 30. Records Division The Records Division was charged with the responsibility of being the official point of entry and retrieval of law enforcement and criminal justice information for the department. In addition, support liaison activities to line and investigative personnel regarding the operation of the On Line Offense (OLO) system is also its responsibility. The Records Division also provided valuable service to the general public. On request, official copies of accident and incident reports are made provided certain procedures have been satisfactorily met. The following represents a sample of activities performed by personnel of this key support and service division: All coding of the Federal Bureau of Investigation's Uniform Crime Reports (FBI/UCR).

Manual coding of all Jail Division arrest blotters regarding arrest location, charge, and other pertinent information.

Report editing and correction, with prescribed limits by Staff Review Personnel. Manual indexing, retrieval, and storage of all motor vehicle accident reports.

Provision of all records that are basic to meeting management, operational, and information needs of the requesting agency, division, unit, or department.

Authorized personnel strength for the Records Division was 126. Jail Division The Jail Division consisted of in-processing of prisoners, record control, transfer and release of prisoners, housing and feeding of prisoners and the preparation of charging documents. The division provided prebooking information to the Harris County Jail for prisoners’ acceptance. Records control is utilized to ensure prisoners are released/transferred in a timely manner. Adequate control and supervision is exercised over prisoner property and appropriate supervision is maintained on a 24 hour a day, seven days a week basis at the Central Police Station and Command Station Facilities. Authorized strength for the Jail Division was 364.


Fleet Maintenance Division The Fleet Maintenance Division purchased, maintained and fueled marked patrol vehicles, unmarked vehicles, and support vehicles, such as vans, trucks, boats, and forklifts. The division was responsible for maintaining an acceptable level of operable patrol and investigative vehicles for response to calls for service and investigations. A preventative maintenance (PM) program is supplemented with nonscheduled repairs. The PM program is designed to reduce reactive work. Authorized strength for the Fleet Maintenance Division was 151. Identification Division The Identification Division was charged with the responsibility of successfully identifying suspects and prisoners. This division encompasses staff supervision of jail attendants, who work in the prisoner processing room to obtain fingerprints, photos, and information on offenders; review of criminal record information for accuracy; fingerprinting of suspects brought in by officers to ascertain identity prior to booking; fingerprinting felony juvenile suspects when required by a juvenile officer; entering, searching and comparing fingerprints in an attempt to establish a prior record or a new record based upon fingerprints. This division is also used to establish the identity of deceased persons, establish identity based on latent fingerprint evidence, and process applicants as required by City Ordinance. Authorized strength for the Identification Division was 105. Communications Management Division The Communications Management Division was responsible for the 24-hour maintenance of 2,500 mobile radios, 2,000 portable radios, and 641 mobile data terminals. It also provides design, maintenance, and operation of all HPD communications systems and implements direct digital communications between the patrol vehicle and remote databases and the dispatcher and numerous divisions within the department. This division is crucial to the department's ability to provide radio communications for police officers. It includes repair of hardware elements and maintenance of software application programs for all communications systems. Authorized personnel strength for the Communications Management Division was 43. Training Academy The Training Academy was responsible for providing preservice and inservice training for civilians, cadets, and certified personnel. Certified personnel are trained in the basic areas of academics, physical fitness, drivers training, and firearms training. The Training Academy provides on-going specialized training for all departmental personnel in their areas expertise. Additionally, this division is responsible for the operation of the Police Museum and maintenance of all required Texas Commission on Law Enforcement Officer Standards and Education Records. Authorized personnel strength for the Training Academy was 101.


Personnel Division The Personnel Division was responsible for soliciting and hiring applicants for new positions, maintaining personnel records, processing worker's compensation claims and injury-on-duty reports, processing and maintaining grievance records, promotions, disciplinary actions, and personnel wholeness and concerns. Authorized personnel strength for the Personnel Division was 93.

Civilian Employment Division The Civilian Employment Division was responsible for hiring new civilian employees. This task is the culmination of interviews, tests, background investigations, and the dissemination of information between various City Departments and Divisions. Affirmative Action goals and timetables are also set and monitored by this division. The Civilian Employment Division, in conjunction with the Extra Employment Section, coordinates the United Way Fund, the American Heart Association, and the United States Savings Bond drives within the Police Department. Authorized personnel strength for the Civilian Employment Division was 32. Psychological Services Division The Psychological Services Division was responsible for performing psychological evaluations of applicants for new positions, providing counseling to police officers and their families, providing training at the police academy, and completing special projects. Authorized personnel strength for the Psychological Services Division was 10. Recruiting Division The Recruiting Division was responsible for the recruiting, processing, and the selection of classified personnel necessary to provide the staffing needed to ensure maximum efficiency in the delivery of quality police service. Since the reformation of the Recruiting Division in 1989, it has been charged with the responsibility of hiring 350 police cadets per fiscal year. Additionally, the Recruiting Division is charged with the implementation of recruiting strategies that assure a maximum level of hiring which includes a minimum attainment of 50 percent minority representation in each class. Authorized personnel strength for the Recruiting Division was 60.

Field Training Program and Administrative Office The Field Training Program was responsible for acclimating new recruits to the values and objectives of the department. This program synthesizes academic training and practical, realistic "street experiences". The Field Training Program has as its core a commitment toward the training, professionalism, and excellence of new recruits, as well as reinstatements, lateral entries, and recently promoted supervisors. Authorized personnel strength for the Field Training Administrative Office was 17.


OTHER DUTIES PERFORMED Member, Organizational Development Unit Responsible for facilitating the full implementation of Neighborhood Oriented Policing throughout the City of Houston and assisting the Command Staff in the formulation of departmental policy. I was the coordinator of several Differential Police Response Work Groups which developed ways to develop and implement long-range policing strategies in Houston and solicited community input through the administration of citizen surveys. Additionally, I was the staff support person for the department's Employee Representative Council, Master Police Officer Program, Grievance Task Force, Master Training Plan, and Southeast Command Station Transition Team. Watch Commander Responsible for the coordination of police vehicle pursuits, assist the officer calls, special threat incidents, and other emergency communications between radio dispatchers and field officers. Responded to inquiries from the Chief of Police and Command Staff personnel regarding field unit assignments, status and conditions. Ensured that all citizen calls for service were received and assigned to proper field units and contacted complainants if their call would not be serviced in a timely manner. Emergency 9-1-1 Instructor Responsible for the coordination and training of Emergency 9-1-1 Operators regarding the call flow and processing procedures within the Houston Police Department. Administrative Supervisor/Budget Officer Responsible for the preparation of monthly strength and attendance reports, quarterly progress reports, and the Emergency Communications Division's budget. I was also responsible for the investigation of formal and informal complaints received by the division. Training Instructor, Police Academy Responsible for the training of police officers in the use of the Computer Aided Dispatch System and Mobile Digital Terminals located in police vehicles. Also responsible for the training of Police Service Officers and members of the Citizen Police Academy classes. Training Coordinator, Emergency Communications Division Responsible for introducing new concepts and training programs to expedite efficient production, enhanced communication, and effective utilization of resources, both personnel and fiscal. Received a Chief of Police Commendation for the development and presentation of the first in-service school for employees and supervisors of the Emergency Communications Division. Supervisor, Traffic and Accident Division Responsible for the supervision of fatality and police vehicle accidents, planned and reviewed detailed investigations involving reports, scale drawings, and evidence collection for DWI cases and recommended proper action to be taken.


Field Training Officer and Performance Evaluator Responsible for the training and evaluation of probationary police officers, completion of necessary training documentation, and made recommendations regarding the officer's retention or rejection from the training program and the department. Patrol Division Responsible for the servicing of citizen requests, identification of problems within the neighborhoods, development of solutions to identified problems and/or concerns, attended area community meetings, and deployed crime awareness and prevention strategies. Jail Division Responsible for the safety, booking, and processing of prisoners and their property into the municipal jail. Also prepared prisoners for transfer to the county jail facility.


MAJOR PROJECTS AND ACCOMPLISHMENTS

Chief of Police

December 1996 – September 2003

I served one of the longest tenures as a Chief of Police and officially retired September 22, 2003,

after having honorably served the City of Houston and its Police Department for over 24 years.

One of the best measures of a police department and police chief’s performance is the citizens’

fear of crime and public safety concerns. During my tenure as Police Chief, the citizens’ fear of

crime and public safety concerns went from a high of 59% in 1996, constantly downward, to only

10% in 2003, as documented by Dr. Stephen L. Klineberg, Rice University, February 2006.

The following are some of the significant programs and initiatives that were implemented during

my administration.

AERIAL PATROL EQUIPMENT REPLACEMENTS

The police department added two new patrol helicopters to the Helicopter

Division, along with an airplane that has been instrumental in cash seizures.

AIRPORT SECURITY – EXPANSION OF EXPLOSIVE DETECTION CANINE TEAMS

The police department’s Intercontinental Airport Division added three explosive

detection canine teams, partook in a full-scale disaster drill with the Houston

Airport System, and participated in a three day Weapons of Mass Destruction

exercise conducted by the Texas Department of Emergency Management.

ALTERNATIVE DISPUTE RESOLUTION PROCESS

To enhance interdepartmental communications, the Alternative Dispute

Resolution (ADR) Unit was established and involves the Employee

Representative Council, Women’s Issues, Grievance, and Mediation sections.

ADR is an alternative process for resolving disputes among department employees

and an alternative process for resolving Internal Affairs Division complaints from

citizens. The unit serves as a mechanism for handling and resolving employee

issues, disagreements, and misunderstandings outside the formal “IAD” process.

The mediation section utilizes trained mediators to assist disputing parties in

communicating their issues and exploring possible solutions.

AMERICAN SIGN LANGUAGE (ASL) PROGRAM

The American Sign Language training program enabled police officers the

opportunity to obtain education and training in offering assistance to the Deaf and

Hearing Impaired Community.

ASSESSMENT CENTER FOR PROMOTIONS

To enhance the classified promotion system, the Houston Police Department

established the Assessment Center for Promotions. Utilizing an independent

consultant/vendor, the promotion assessment process for the ranks of sergeant,

lieutenant, and captain of police includes a written examination and a variety of

rank specific exercises.


BLUE HEART AWARD This award was created to honor officers injured in the line of duty.

BLUE STAR PROGRAM

The Blue Star Program is a unique approach to dealing with crime problems in

apartment communities within the city. Accordingly, the police department

develops and designs multi-faceted solutions in conjunction with the owners and

managers of apartment properties to address specific issues that involve persons

who live in the highly transient lifestyle. Apartment properties that complete the

certification program are certified as Blue Star Safe and allowed to purchase signs

to be posted on their property, in addition to having the name of their complex

posted on the police department’s website as a Blue Star qualified property.

CENTRAL INTAKE OFFICE The department implemented an office to act as a central processing center for

personnel issues that involve the Employee Representative Council, Internal

Affairs, Grievance, Mediation, and Women’s Issues.

CITY/COUNTY JAIL CONSOLIDATION PROJECT

Initiated the process to develop a regional jail facility in conjunction with the

Harris County Sheriff’s Office.

CITYWIDE CRIME STRATEGY PROGRAM

The department established procedures for patrol and investigative commanders to

pool their combined resources to address crime problems throughout the city. The

use of mapping and other technologies is utilized in the process.

CIVILIAN TUITION REIMBURSEMENT

To enhance employee performance, the department established a policy to

reimburse civilian employees for qualified tuition and fees.

CRIME STATISTICS ONLINE

Crime information usually disbursed at monthly Positive Interaction Program

(PIP) meetings became available via the Internet on the department’s website.

CRISIS INTERVENTION TEAM PROGRAM

The department established the Crisis Intervention Team to provide specialized,

experiential training to volunteer police officers regarding effective and

appropriate responses to individuals in serious mental health crises.

CRITICAL INCIDENT REVIEW GROUP

The Critical Incident Review Group was established to critically examine officer-

involved incidents to ensure that the department’s policies and practices were

consistent with its values and principles.


DECENTRALIZED FAMILY VIOLENCE UNIT

Decentralization of the department’s Family Violence Unit allowed the unit to be

more accessible and convenient for victims and allowed crimes against victims of

domestic violence to be more efficiently investigated.

DIFFERENTIAL RESPONSE TEAM - CITYWIDE IMPLEMENTATION

The Differential Response Team concept was developed and implemented to

identify crime and safety issues within a division or community that are repetitive

and chronic in nature, and that have not been resolved through traditional policing

methods.

DRUG ABUSE RESISTANCE EDUCATION (D.A.R.E.) ENHANCED PROGRAM

D.A.R.E. is a structured 10-week curriculum designed to be taught to 5th grade

students (or the senior grade of elementary school) by experienced uniformed

police officers. The Houston Police Department enhanced this training to include

students in the 4th, 7th, and 10th grades as a means to enhance the opportunity to

teach students life coping skills.

FIRST AFRICAN-AMERICAN FEMALE CAPTAIN PROMOTED

Lieutenant Tammie Y. Pace was the first African-American female promoted to

the rank of Captain of Police.

FIRST FEMALE ASSIGNED TO SOLO MOTORCYCLE DETAIL

Officer Beth Ann Kreuzer was the first female assigned to the department’s

Traffic & Accident Division Solo Motorcycle Detail.

FLEET REDUCTION PROGRAM

Under the Fleet Reduction Program, the department was able to reduce their fleet

by 525 vehicles through salvage, transfer to other City departments, and a

modified take-home vehicle policy, which resulted in a substantial reduction in

fuel usage and pollution emissions.

HATE CRIMES PROGRAM

The department enhanced the HPD Hate Crime Program with the creation of a

Hate Crime Unit and appointment of a Hate Crime Coordinator in the Criminal

Intelligence Division and the announcement of the HPD Hate Crimes Hotline. In

addition to enforcement responsibilities, the Hate Crime Unit works to increase

education in the community and awareness among local law enforcement about

hate crimes by including more training for police officers. HPD expanded the off-

site officer training on hate crimes to include the Holocaust Museum Houston and

the Muslim community.

HIGH VISIBILITY AGGRESSIVE DRIVING PROGRAM

This program was implemented to eradicate the freeways of aggressive and

reckless drivers.


HONORARY OFFICER CERTIFICATES FOR CHILDREN BORN TO DEPARTMENT

EMPLOYEES

Certificates honoring the birth of a child for department employees were

implemented, signifying that the child had been appointed an “Honorary Officer”

and a welcome addition to the HPD family.

HOUSTON EMERGENCY CENTER

This is the city’s newest department, which will provide for an updated and

comprehensive emergency communications effort involving the Houston Police

Department, the Houston Fire Department and Emergency Medical Services, the

Office of Emergency Management, and the Houston 9-1-1 Emergency Network

Public Safety Answering Point (PSAP). The police department’s Technology

Services Command designed and implemented the Houston Emergency Center’s

Local Area Network (LAN) and Wide Area Network (WAN) connections to the

Police, Fire, and city of Houston networks. The network infrastructure represents

high-speed communications for the combined Computer Aided Dispatch (CAD)

system, as well as compressed streaming video feeds from Houston TranStar.

HOUSTON POLICE BAGPIPE BAND

The Houston Police Bagpipe Band was organized to serve as a source of morale,

inspiration, and courage for the department. It consists of both classified and

civilian personnel and is considered an auxiliary of the Houston Police Honor

Guard. They perform, when requested, at all officers’ line-of-duty funerals, HPD

Academy graduations, and at the Houston Police Memorial during Police Week.

All civilian members are graduates of the Houston Citizens’ Police Academy.

HOUSTON POLICE DEPARTMENT HEADQUARTERS OPENED AT 1200 TRAVIS

STREET

On Friday, December 12, 1997, Mayor-elect Lee P. Brown, Mayor Bob Lanier,

and Chief C. O. Bradford formally opened the Houston Police Department’s new

headquarters in a renovated 26-story downtown office tower at 1200 Travis Street.

Prior to this, the department’s headquarters had been located at 61 Riesner Street

since 1950.

HOUSTON POLICE ONLINE The department created its website to allow citizens more access to information

about the department and to increase communication with the community. At

Houston Police Online, citizens can learn about crime statistics, crime

prevention, victim services, states laws, city ordinances, and traffic and weather,

along with viewing sketches of suspects or other persons involved criminal

investigations.

HOUSTON REGIONAL AMBER PLAN

The Houston Regional Amber Plan (HRAP) was implemented as a cooperative

effort with the Harris County Office of Emergency Management, regional law


enforcement agencies, the local media, and various business partners to aid and

assist in helping to find missing children believed to be abducted.

IMPLEMENTED EXECUTIVE ASSISTANT CHIEF RANK

The rank of Executive Assistant Chief was implemented commensurate with

responsibilities and pay both included.

INITIATED HPD CRIME LABORATORY ACCREDITATION The department initiated the process to accredit the Houston Police Crime

Laboratory.

INTERNAL AFFAIRS DIVISION 30-DAY SQUAD A special squad was formed within the police department’s Internal Affairs

Division to complete an investigation of a complaint within 30-days.

INVESTIGATIVE SELECTION PROCESS The department implemented the Investigative Selection Process to ensure

fairness, equity, and consistency to all officers seeking transfer to an investigative

division.

JUNIOR CITIZENS’ POLICE ACADEMY

HPD established the Junior Citizens’ Police Academy to encourage young persons

to be outstanding citizens and to make a commitment to community service.

KOREAN COMMUNITY LIAISON

To enhance communications, the department appointed Officer Shawn Sokhan

Kang as the department’s liaison to the city’s Korean community.

LARGEST PROMOTIONAL CEREMONY

The police department received permission from the Federal Court involved with

the Edwards Lawsuit by getting the courts permission to make interim promotions

for the good of the department, with the understanding that the lawsuit would still

be heard in court on the merits of the case. In so receiving the court’s permission

to proceed, the department held the largest promotional ceremony ever, with 71

persons being promoted. This event was also touted as having the largest number

of minorities promoted in a single ceremony.

LESS-THAN-LETHAL WEAPONS

An enhanced curriculum for cadets and in-service classes was implemented for

additional training in the use of various intermediate weapons to include

expanding the available choices of less-than-lethal weapons like beanbag

munitions.

MEET AND CONFER AGREEMENTS – 1998, 2001, & 2003

Negotiated contracts between the City of Houston, the Houston Police

Department, and the Majority Bargaining Agent (MBA) representing all Houston

police officers regarding benefits, pay, and other incentives.


MICROWAVE DOWNLINK TECHNOLOGY

Utilizing the newly acquired microwave downlink equipment, the police

department’s Helicopter Division patrols Houston’s freeways offering Houston

TranStar the opportunity to view freeway congestion or other situations from a

mobile airborne platform. The technology also avails itself as a tactical tool to the

department’s Command Center.

MIDDLE EASTERN AND SOUTH ASIAN COMMUNITY LIAISON

To enhance communications, the department appointed Officer Muzaffar H.

Siddiqui as the department’s liaison for the Middle Eastern and South Asian

communities.

MONTHLY MEDIA MEETINGS

Regular monthly meetings were established for the media to discuss issues with

the Chief of Police.

NEW POLICE STATIONS AT FOUR DIVISIONS

The Houston Police Department added the following new police stations:

Northeast Police Station on Ley Road, Clear Lake Police Station on Bay Area

Boulevard, Kingwood Police Station on Rustic Woods Drive, and Fondren Police

Station on Fondren.

NEW POLICE STOREFRONTS AT FIVE LOCATIONS

HPD added the following new storefront facilities: East Freeway, Fifth Ward,

Leija, Sunnyside, and Westwood Mall. The department also enlarged or relocated

four other storefront facilities including Heights, Hiram Clark, Neartown, and

Northline.

NO TRUCKS IN LEFT LANE PROGRAM

As an additional safety measure for motorists, the department was successful in

getting heavy commercial trucks banned from the left lane of both the I-10 East

Freeway and Texas State Highway 225.

OFFICE OF INSPECTOR GENERAL

The Office of Inspector General was established to investigate allegations of

employee misconduct, as well as ethics violations, involving City employees.

OFFICER WHISTLES – DEPARTMENT CLOWN

Officer Deanie R. Harmon, as Officer Whistles, implemented this educational

characterization program utilizing a police clown character, magic, and puppetry

in a fun-filled program designed to educate children who are in Pre-K through 3rd

grade about Crime Prevention safety information.

OPEN DOOR MEETINGS WITH EMPLOYEES

The Chief of Police established weekly open door meetings for employees to

discuss issues.


OPERATION RENAISSANCE

This pilot program for patrol was implemented in the department’s South Central

Division as a means to address public safety issues by way of non-traditional

policing methodologies.

PATROL CARBINE PROGRAM With the ever-increasing access to assault weapons and danger from terrorist acts,

the Houston Police Department developed and implemented a “Voluntary Patrol

Carbine Program” that would allow Houston police officers the opportunity to

deploy and use carbine rifles in a patrol setting.

POLICE PENSIONS FOR CHIEFS OF POLICE

The Pension Board agreed to allow both the Chief of Police and the Fire Chief to

contribute to and become a part of the Municipal Employees Pension Fund. Prior

to this, and upon retirement, a Chief would retire with the pension of an Assistant

Chief.

“POLICE RELATIONSHIP WITH THE HISPANIC IMMIGRANT COMMUNITY”

TRAINING COURSE

This two-hour training course was implemented for all classified personnel to

increase awareness and understanding of the Hispanic culture through education.

It discussed the positive economic impact of immigrants on the community, their

perception of our criminal justice system, and the effective communication

methods for officers to use.

PUBLIC ACCESS DEFIBRILLATION PROJECT

The department installed 25 automated external defibrillators in various police

department buildings across the city and trained both police officers and sergeants

in the use of the equipment, which is used in emergency situations to help

resuscitate a person whose heart has stopped beating.

RACIAL PROFILING PROHIBITION POLICY

HPD implemented the Racial Profiling Prohibition policy for officers to document

information on their patrol car computers, laptop computers, or desktop computers

regarding all traffic and pedestrian detentions to determine if police are stopping

citizens on the basis of skin color.

ROBBERY LATINO SQUAD The department established the Robbery Latino Squad to concentrate efforts in

investigating the high number of robberies of Hispanic persons. Accordingly, the

Spanish-speaking officers enhance communications between the Hispanic

community and the police department, and help to educate the Hispanic

community about the Texas Criminal Justice System by encouraging victims to

follow through with prosecution.


TECHNOLOGY TO RECOVER ABDUCTED KIDS SYSTEM

The department implemented the Technology to Recover Abducted Kids (TRAK)

System, which is a cooperative effort of 28 participating police agencies and

media outlets utilizing automated computer systems to distribute flyers on

abducted or missing children, other missing persons, or wanted suspects.

TERRORISM TRAINING PROGRAMS Special training courses for all Houston police officers were implemented

regarding biological and chemical weapons/exposures, antiterrorism, and weapons

of mass destruction. Additionally, training was conducted for safety related

techniques for responding officers, medical personnel, and any victims who may

have come in contact with a chemical, biological, or other toxic substance at a

location requiring a HazMat response.

TOP 10 SEX OFFENDERS/PAROLE VIOLATORS PROGRAM HPD implemented the Top 10 Sex Offenders/Parole Violators Program to assist in

the location and arrest of local sex offenders who are repeat offenders, those that

victimize children, or those that are the most violent offenders.

TRAFFIC ENFORCEMENT DIVISION RE-ESTABLISHED

The department re-established the Traffic Enforcement Division in response to the

need to improve traffic safety within the city.

TRUCK ENFORCEMENT UNIT

The Houston Police Department worked with the Texas Department of Public

Safety to establish a Truck Enforcement Unit that would conduct random safety

inspections of large commercial vehicles and operators that operate within the

city.

TUITION REIMBURSEMENT/EDUCATIONAL INCENTIVE PAY FOR OFFICERS AND

CIVILIANS

The department established a tuition reimbursement policy for classified officers,

along with the implementation of a policy to compensate them for the completion

of higher education degrees.

UNIFORMITY OF WEAPONS

The department standardized and limited the choice of weapons an officer could

carry on-duty.

VICTIM SERVICES UNIT

The Victim Services Unit (VSU) was established to assist victims of violent

crimes by providing information regarding victims’ rights, resources and contact

information regarding their criminal justice investigations, and providing help in

applying for financial assistance from the State Attorney General’s Office.


WHITE HPD PATROL CARS

The department was able to save in excess of $500 per vehicle by ordering white

patrol cars rather than the previous custom blue color.

YOUTH POLICE ADVISORY COUNCIL

The Youth Police Advisory Council (Y-PAC) program involved high school

students in regularly meeting with the Chief of Police to discuss issues and

concerns important to the students. Y-PAC members then disseminated the

information gleaned from meeting with the Chief to the student bodies of each

respective school. The Houston Police Department’s Y-PAC was the first of its

kind in the United States.


SPECIAL MANAGEMENT PROGRAMS Harvard University John F. Kennedy School of Government Program for Executives in State and Local Government This program brings together public managers in an interactive environment with Harvard University faculty that combines academic expertise and practical public sector experience. The curriculum includes Policy Analysis and Design, Mobilizing Organizational Capacity and Strategy, and Political Management. Sam Houston State University Criminal Justice Center Law Enforcement Management Institute This is an intensive program in Public Management as it applies to Law Enforcement. The most current management concepts and practices in use in the public and private sectors make up the curriculum in this unique program. Federal Bureau of Investigations (F.B.I.) National Executive Institute This is an executive training program specifically designed for the chief executive officers of the largest law enforcement organizations in the world. The majority of NEI participants are current executives that belong to the Major City Chiefs Association. Also invited each year are three to five Federal law enforcement officials and an equal number of internationally known law enforcement officials. There are two primary goals of the NEI, one of which is to act as a vehicle to enhance cooperation and coordination of policing throughout the law enforcement community. A second goal of the NEI is individual learning, and one of the most valuable aspects of the NEI is the range and diversity of its participating executives. They bring immensely different levels of experience and perspectives of executives’ roles.

Louisiana State University Management, Local Disaster Preparedness Program This program prepares public officials to manage emergency operations. Also, managers are taught to identify and obtain critical assistance from other governmental and private resources.


CIVIC AND EXTRA-CURRICULAR ACTIVITIES Differential Police Response Task Force Citizen's Survey Group Volunteer Participant, Sunnyside Neighborhood Center Support Staff for HPD's Community Outreach/Liaison Unit Community Civil Defense Liaison Citizen's Police Academy Instructor Coordinator of Communications Center Community Tours Coordinator of community meetings regarding calls for service processing Member-HPD/Community Public Forums Work Group Presidential Advisory Board, Afro-American Police Officers League Neighborhood Oriented Policing Training Instructor Acres Homes Citizens Chamber of Commerce Northeast YMCA Board National Advisory Board-Grambling State University Houston Resource Reading and Learning Center

MEMBERSHIPS

State Bar of Texas Houston Business & Professional Men Club Houston Police Department Budget Committee Afro-American Police Officers League, Presidential Advisory Committee Administrative Personnel Committee Chairman Field Training Program Administrator Criminal Justice Advisory Board Houston Urban League Academy of Criminal Justice Sciences Afro-American Police Officers League American Criminal Justice Association Houston Police Officers Union Houston Lawyers Association Houston Bar Association American Bar Association National Bar Association National Organization of Black Law Enforcement Executives International Association of Chiefs of Police Harris County Area Chief’s Association Lee P. Brown Criminal Justice Institute FBI National Executive Institute


CURRENT ACTIVITIES I was elected citywide to a position on Houston City Council in November 2009. I won the election with four candidates in the race, without a run-off and in every council district citywide. As an Attorney, I served as a Partner in the law firm of Kelley & Bradford L.L.P., where I did work in the areas of employment law and deceptive trade practices. Also, I serve as a Senior Consultant in the international consulting firm of Brown Group International (BGI). BGI is a full-service consulting firm that provides solutions to problems of government, corporations, and individuals. BGI offers services in the areas of Public Safety, Homeland Security, Crisis Management, Government Relations, Community Government, Personnel Selection, Litigation Support, Technology Services, and International Trade. I have combined my education, legal training as an attorney and police experience to work with government officials and business leaders in developing public safety strategies and promoting safe environments in diverse communities.

Date post:	23-May-2020
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CLARENCE O’NEAL BRADFORD - Texas Southern...

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