City Council

AGENDA 3/8/2021 Meeting Via Zoom https://us04web.zoom.us/j/8570369609 Password: Tigers GENERAL PUBLIC COMMENT OLD BUSINESS Parking Regulations – draft Local Law No. 1 of 2021 Amendments to Code Chapter 201: “Vehicles and Traffic” Parking Lot – behind downtown businesses on east side of downtown. (Schedule Workshop) Animal Control Restore NY Grant – Authorize the Mayor to execute and deliver the Grant Disbursement Agreement and to execute the necessary documentation associated with the grant and reviewed by Special Council. NEW BUSINESS Minutes of the regular meeting and public hearing of 2/8/2021 to be approved as read as submitted. Hudson Falls Police Department Reform and Reinvention Collaborative. Public Employer Health Emergency Plan Authorize a Public Comment period at a Special Meeting on March 24, 2020 at 6:00 p.m. Lease Agreement for Courthouse restaurant – authorize the Mayor to sign. Refurbishing larger homes into Boarding Houses. Schedule a Public Hearing for the Budget on 4/12/2021 at 6:00 p.m. Monthly Reports Vouchers MAYOR’S COMMENT BOARD COMMENT GENERAL PUBLIC COMMENT Executive Session if necessary Next Meeting: Village Board Meeting – April 12, 2021 at 6 pm  Public Employer Health Emergency Plan for the Village of Hudson Falls AF T DR date of approved plan This plan has been developed in accordance with NYS legislaAon S8617B/A10832 Developed with support from Emergency Preparedness SoluAons, LLC® Promulga6on This plan has been developed in accordance with the amended New York State Labor Law secAon 27-c and New York State EducaAon Law paragraphs k and l of subdivision 2 of secAon 2801-a (as amended by secAon 1 of part B of chapter 56 of the laws of 2016), as applicable. This plan has been developed with the input of Civil Service Employees AssociaAon, Inc. Local 1000, AFSCME, AFL-CIO & Hudson Falls Police Benevolent AssociaAon, Inc., as required by the amended New York State Labor Law. No content of this plan is intended to impede, infringe, diminish, or impair the rights of us or our valued employees under any law, rule, regulaAon, or collecAvely negoAated agreement, or the rights and benefits which accrue to employees through collecAve bargaining agreements, or otherwise diminish the integrity of the exisAng collecAve bargaining relaAonship. This plan has been approved in accordance with requirements applicable to the agency, jurisdicAon, authority, or district, as represented by the signature of the authorized individual below. -- AF T As the authorized official of Village of Hudson Falls , I hereby aiest that this plan has been developed, approved, and placed in full effect in accordance with S8617B/A10832 which amends New York State Labor Law secAon 27- c and New York State EducaAon Law paragraphs k and l of subdivision 2 of secAon 2801-a (as amended by secAon 1 of part B of chapter 56 of the laws of 2016), as applicable, to address public health emergency planning requirements. DR Signed on this day: date By: name of signatory Title: Atle of signatory Signature: _______________________________ pg. 1 Record of Changes Date of Change Descrip;on of Change Implemented by AF T DR pg. 2 Table of Contents PromulgaAon .............................................................................................................................................................1 Record of Changes .....................................................................................................................................................2 Purpose, Scope, SituaAon Overview, and AssumpAons .............................................................................................4 Purpose ..................................................................................................................................................................4 Scope .....................................................................................................................................................................4 SituaAon Overview ................................................................................................................................................4 Planning AssumpAons ...........................................................................................................................................5 Concept of OperaAons ...............................................................................................................................................5 Mission EssenAal FuncAons .......................................................................................................................................6 EssenAal PosiAons ................................................................................................................................................. 7 AF Reducing Risk Through Remote Work and Staggered ShiXs ......................................................................................7 Remote Work Protocols ......................................................................................................................................... 8 Staggered ShiXs .....................................................................................................................................................8 T Personal ProtecAve Equipment .................................................................................................................................8 Staff Exposures, Cleaning, and DisinfecAon ...............................................................................................................9 Staff Exposures ...................................................................................................................................................... 9 Cleaning and DisinfecAng ....................................................................................................................................11 Employee Leave .......................................................................................................................................................11 DocumentaAon of Work Hours and LocaAons .........................................................................................................12 DR Housing for EssenAal Employees .............................................................................................................................12 pg. 3 Purpose, Scope, Situa6on Overview, and Assump6ons Purpose This plan has been developed in accordance with the amended New York State Labor Law secAon 27-c and New York State EducaAon Law paragraphs k and l of subdivision 2 of secAon 2801-a (as amended by secAon 1 of part B of chapter 56 of the laws of 2016), as applicable. These laws were amended by the passing of legislaAon S8617B/A10832 signed by the Governor of New York State on September 7, 2020, requires public employers to adopt a plan for operaAons in the event of a declared public health emergency involving a communicable disease. The plan includes the idenAficaAon of essenAal posiAons, facilitaAon of remote work for non-essenAal posiAons, provision of personal protecAve equipment, and protocols for supporAng contact tracing. Scope This plan was developed exclusively for and is applicable to Village of Hudson Falls. This plan is perAnent to a declared public health emergency in the State of New York which may impact our operaAons; and it is in the interest of the safety of our employees and contractors, and the conAnuity of our operaAons that we have promulgated this plan. Situa6on Overview AF On March 11, 2020 the World Health OrganizaAon declared a pandemic for the novel coronavirus which causes the COVID-19 severe acute respiratory syndrome. This plan has been developed in accordance with amended T laws to support conAnued resilience for a conAnuaAon of the spread of this disease or for other infecAous diseases which may emerge and cause a declaraAon of a public health emergency. The health and safety of our employees and contractors is crucial to maintaining our mission essenAal operaAons. We encourage all employees and contractors to use CDC Guidance for Keeping Workplaces, Schools, Homes, and Commercial Establishments Safe. The fundamentals of reducing the spread of infecAon include: • Using hand saniAzer and washing hands with soap and water frequently, including: DR • • o o o o AXer using the restroom AXer returning from a public ouAng AXer touching/disposing of garbage AXer using public computers, touching public tables, and countertops, etc. PracAce social distancing when possible If you are feeling ill or have a fever, noAfy your supervisor immediately and go home • If you start to experience coughing or sneezing, step away from people and food, cough or sneeze into the crook of your arm or a Assue, the laier of which should be disposed of immediately • Clean and disinfect workstaAons at the beginning, middle, and end of each shiX • Other guidance which may be published by the CDC, the State Department of Health, or County health officials. pg. 4 Planning Assump6ons This plan was developed based on informaAon, best pracAces, and guidance available as of the date of publicaAon. The plan was developed to largely reflect the circumstances of the current Coronavirus pandemic but may also be applicable to other infecAous disease outbreaks. The following assumpAons have been made in the development of this plan: • The health and safety of our employees and contractors, and their families, is of utmost importance • The circumstances of a public health emergency may directly impact our own operaAons. • Impacts of a public health emergency will take Ame for us to respond to, with appropriate safety measures put into place and adjustments made to operaAons to maximize safety • The public and our consAtuency expects us to maintain a level of mission essenAal operaAons • Resource support from other jurisdicAons may be limited based upon the level of impact the public health emergency has upon them • Supply chains, parAcularly those for personal protecAve equipment (PPE) and cleaning supplies, may be • • • AF heavily impacted, resulAng in considerable delays in procurement The operaAons of other enAAes, including the private sector (vendors, contractors, etc.), non-profit organizaAons, and other governmental agencies and services may also be impacted due to the public health emergency, causing delays or other disrupAons in their services T Emergency measures and operaAonal changes may need to be adjusted based upon the specific circumstances and impacts of the public health emergency, as well as guidance and direcAon from public health officials and the governor Per S8617B/A10832, ‘essenAal employee’ is defined as a public employee or contractor that is required to be physically present at a work site to perform their job • Per S8617B/A10832, ‘non-essenAal employee’ is defined as a public employee or contractor that is not DR required to be physically present at a work site to perform their job Concept of Opera6ons The Mayor of Village of Hudson Falls, their designee, or their successor holds the authority to execute and direct the implementaAon of this plan. ImplementaAon, monitoring of operaAons, and adjustments to plan implementaAon may be supported by addiAonal personnel, at the discreAon of the Mayor. Upon the determinaAon of implemenAng this plan, all employees and contractors of Village of Hudson Falls shall be noAfied by wriien noAce, with details provided as possible and necessary, with addiAonal informaAon and updates provided on a regular basis. CiAzens of the Village of Hudson Falls will be noAfied of perAnent operaAonal changes by way of Post Star and Washington County Department of Public Safety as well as the Village’s social media outlets and website. Other interested parAes, such as vendors, will be noAfied by phone and/or email as necessary. The Mayor will maintain communicaAons with the public and consAtuents as needed throughout the implementaAon of this plan. The Mayor of Village of Hudson Falls, their designee, or their successor will maintain awareness of informaAon, direcAon, and guidance from public health officials and the Governor’s office, direcAng the implementaAon of changes as necessary. pg. 5 Upon resoluAon of the public health emergency, the Mayor of Village of Hudson Falls, their designee, or their successor will direct the resumpAon of normal operaAons or operaAons with modificaAons as necessary. Mission Essen6al Func6ons When confronAng events that disrupt normal operaAons, Village of Hudson Falls is commiied to ensuring that essenAal funcAons will be conAnued even under the most challenging circumstances. EssenAal funcAons are those funcAons that enable an organizaAon to: 1. Maintain the safety of employees, contractors, and our consAtuency 2. Provide vital services 3. Provide services required by law 4. Sustain quality operaAons 5. Uphold the core values of Village of Hudson Falls The Village of Hudson Falls has idenAfied as criAcal only those priority funcAons that are required or are AF necessary to provide vital services. During acAvaAon of this plan, all other acAviAes may be suspended to enable the organizaAon to concentrate on providing the criAcal funcAons and building the internal capabiliAes necessary to increase and eventually restore operaAons. Appropriate communicaAons with employees, contractors, our consAtuents, and other stakeholders will be an ongoing priority. T EssenAal funcAons are prioriAzed according to: • • • The Ame criAcality of each essenAal funcAon Interdependency of a one funcAon to others The recovery sequence of essenAal funcAons and their vital processes Priority 1 idenAfies the most essenAal of funcAons, with priority 4 idenAfying funcAons that are essenAal, but DR least among them. The mission essenAal funcAons for Village of Hudson Falls have been idenAfied as: Essen;al Func;on Police Descrip;on Law enforcement; crime prevenAon; provide support services; maintain public order; provide public safety; respond to and invesAgate accidents, maintain safety and quality of life for residents. Priority Fire Fire emergencies, assist at traffic accidents, assist during weather related events, public safety, maintain safety and quality of life for residents. DPW & Water Dept Snow plowing; maintenance of village streets; maintenance of village owner property; water main maintenance, conduct weather related cleanup from flooding, wind, power outages, snow/ice; maintenance of water plant to provide potable water to residents, maintain safety and quality of life for residents. pg. 6 Code Inspect structural and electrical damage; inspect building damage; fire emergencies, state require bldg. inspecAons, maintain safety and quality of life for residents. Office Staff Provides communicaAons to village residents, payroll, receives payments of taxes and water bills, etc.; budget preparaAon, support staff for Police, Fire, DPW and Code. Mayor Supervise Village Employees, conduct necessary Village business, ensure the safety, health, comfort and general welfare of Village residents. Essen6al Posi6ons Each essenAal funcAon idenAfied above requires certain posiAons on-site to effecAvely operate. The table below idenAfies the posiAons or Atles that are essenAal to be staffed on-site for the conAnued operaAon of each essenAal funcAon. Note that while some funcAons and associated personnel may be essenAal, some of these can be conducted remotely and do not need to be idenAfied in this secAon. Essen;al Func;on Police Fire Titles • • • • • • • AF Essen;al Posi;ons/ Chief, Captain, T DetecAve Sergeants Patrolman Chief Assistant Chief Firefighters Jus;fica;on for Each Public Safety Public Safety Public Safety Public Safety Public Safety Public Safety Public Safety • Fire Police Public Safety DR DPW & Water Dept Code Office Staff • • • • • • • Superintendent MEO Laborer Water Maintenance Code Enforcement Officer Clerk/Treasurer Deputy Clerk Public Safety – provide vital services. Maintain safety and quality of life for residents. Maintain safety and quality of life for residents. Public Safety – provide vital services. Maintain safety and quality of life for residents. Support Public Safety, sustain quality operaAons . Support Public Safety, sustain quality operaAons. • Deputy Treasurer Support Public Safety, sustain quality operaAons. Village Board • Mayor Supervise Village Employees, conduct necessary Village business, ensure the safety, health, comfort and general welfare of Village residents, sustain quality operaAons. Reducing Risk Through Remote Work and Staggered ShiGs Through assigning certain staff to work remotely and by staggering work shiXs, we can decrease crowding and density at work sites and on public transportaAon pg. 7 Remote Work Protocols Non-essenAal employees and contractors able to accomplish their funcAons remotely will be enabled to do so at the greatest extent possible. Working remotely requires: 1. IdenAficaAon of staff who will work remotely 2. Approval and assignment of remote work 3. Equipping staff for remote work, which may include: a. Internet capable laptop b. Necessary peripherals c. Access to VPN and/or secure network drives d. Access to soXware and databases necessary to perform their duAes e. A soluAon for telephone communicaAons i. Note that phone lines may need to be forwarded to off-site staff Staggered ShiGs AF ImplemenAng staggered shiXs may be possible for personnel performing duAes which are necessary to be performed on-site but perhaps less sensiAve to being accomplished only within core business hours. As possible, management will idenAfy opportuniAes for staff to work outside core business hours as a strategy of limiAng T exposure. Regardless of changes in start and end Ames of shiXs, Village of Hudson Falls will ensure that employees are provided with their typical or contracted minimum work hours per week. Staggering shiXs requires: 1. IdenAficaAon of posiAons for which work hours will be staggered. 2. Approval and assignment of changed work hours. DR 3. Approval of Department Head. The Mayor will provide guidance based on informaAon for the State and County Public Health and Safety Officials. Personal Protec6ve Equipment The use of personal protecAve equipment (PPE) to reduce the spread of infecAous disease is important to supporAng the health and safety of our employees and contractors. PPE which may be needed can include: • Masks • Gloves • Hand SaniAzer & other necessary cleaning products. Note that while cleaning supplies are not PPE, there is a related need for cleaning supplies used to saniAze surfaces, as well as hand soap and hand saniAzer. The Coronavirus pandemic demonstrated that supply chains were not able to keep up with increased demand for these products early in the pandemic. As such, we are including these supplies in this secAon as they are perAnent to protecAng the health and safety of our employees and contractors. pg. 8 Protocols for providing PPE include the following: 1. IdenAficaAon of need for PPE based upon job duAes and work locaAon 2. Procurement of PPE a. As specified in the amended law, public employers must be able to provide at least two pieces of each required type of PPE to each essenAal employee and contractor during any given work shiX for at least eight weeks. b. Public employers must be able to miAgate supply chain disrupAons to meet this requirement. 3. Storage of, access to, and monitoring of PPE stock a. PPE must be stored in a manner which will prevent degradaAon b. Employees and contractors must have immediate access to PPE in the event of an emergency c. The supply of PPE must be monitored to ensure integrity and to track usage rates Each Dept. Head to establish suppliers (list suppliers, contract numbers, contact informaAon, etc.), and ensure AF backup suppliers. Each Dept. assign the task of monitoring and maintaining eight weeks of stock and determine where it will be stored. All in need of the supplies should have immediate access. Staff Exposures, Cleaning, and Disinfec6on Staff Exposures T Staff exposures are organized under several categories based upon the type of exposure and presence of symptoms. Following CDC guidelines, we have established the following protocols: A. If employees or contractors are exposed to a known case of communicable disease that is the subject of the public health emergency (defined as a ‘close contact’ with someone who is confirmed infected, which is a prolonged presence within six feet with that person): DR 1. PotenAally exposed employees or contractors who do not have symptoms should remain at home or in a comparable seYng and pracAce social distancing for the lesser of 14 days or other current CDC/ public health guidance for the communicable disease in quesAon. a. As possible, these employees will be permiied to work remotely during this period of Ame if they are not ill. b. Direct Supervisors – Superintendent of Public Works, Chief of Police, Fire Chief, Clerk/ Treasurer and Mayor must be noAfied and are responsible for ensuring these protocols are followed. c. See the secAon Atled DocumentaAon of Work Hours and LocaAons for addiAonal informaAon on contact tracing. 2. CDC guidelines for COVID-19 provide that criAcal essenAal employees may be permiied to conAnue work following potenAal exposure, provided they remain symptom-free and addiAonal precauAons are taken to protect them, other employees and contractors, and our consAtuency/public. a. AddiAonal precauAons will include the requirement of the subject employee or contractor, as well as others working in their proximity, to wear appropriate PPE at all Ames to limit the potenAal of transmission. pg. 9  b. In-person interacAons with the subject employee or contractor will be limited as much as possible. c. Work areas in which the subject employee or contractor are present will be disinfected according to current CDC/public health protocol at least every hour, as pracAcal. See the secAon on Cleaning and DisinfecAon for addiAonal informaAon on that subject. d. If at any Ame they exhibit symptoms, refer to item B below. e. Direct Supervisors – Superintendent of Public Works, Chief of Police, Fire Chief, Clerk/ Treasurer and Mayor must be noAfied and are responsible for ensuring these protocols are followed. B. If an employee or contractor exhibits symptoms of the communicable disease that is the subject of the public health emergency: 1. Employees and contractors who exhibit symptoms in the workplace should be immediately separated from other employees, customers, and visitors. They should immediately be sent home AF with a recommendaAon to contact their physician. 2. Employees and contractors who exhibit symptoms outside of work should noAfy their supervisor and stay home, with a recommendaAon to contact their physician. T 3. Employees should not return to work unAl they have met the criteria to disconAnue home isolaAon per CDC/public health guidance and have consulted with a healthcare provider. 4. Village of Hudson Falls will not require sick employees to provide a negaAve test result for the disease in quesAon or healthcare provider’s note to validate their illness, qualify for sick leave, or return to work; unless there is a recommendaAon from the CDC/public health officials to do so. 5. CDC criteria for COVID-19 provides that persons exhibiAng symptoms may return to work if at least 24 hours have passed since the last instance of fever without the use of fever-reducing medicaAons. DR If the disease in quesAon is other than COVID-19, CDC and other public guidance shall be referenced. 6. Direct Supervisors – Superintendent of Public Works, Chief of Police, Fire Chief, Clerk/Treasurer and Mayor must be noAfied and are responsible for ensuring these protocols are followed. C. If an employee or contractor has tested posiAve for the communicable disease that is the subject of the public health emergency: 1. Apply the steps idenAfied in item B, above, as applicable. 2. Areas occupied for prolonged periods of Ame by the subject employee or contractor will be closed off. a. CDC guidance for COVID-19 indicates that a period of 24 hours is ideally given before cleaning, disinfecAng, and reoccupaAon of those spaces will take place. If this Ame period is not possible, a period of as long as possible will be given. CDC/public health guidance for the disease in quesAon will be followed. pg. 10  b. Any common areas entered, surfaces touched, or equipment used shall be cleaned and disinfected immediately. c. See the secAon on Cleaning and DisinfecAon for addiAonal informaAon on that subject. 3. IdenAficaAon of potenAal employee and contractor exposures will be conducted a. If an employee or contractor is confirmed to have the disease in quesAon, DirecAon Supervisor or their designee should inform all contacts of their possible exposure. ConfidenAality shall be maintained as required by law. b. Apply the steps idenAfied in item A, above, as applicable, for all potenAally exposed personnel. 4. Direct Supervisors – Superintendent of Public Works, Chief of Police, Fire Chief, Clerk/Treasurer and Mayor must be noAfied and are responsible for ensuring these protocols are followed. AF We recognize there may be nuances or complexiAes associated with potenAal exposures, close contacts, symptomaAc persons, and those tesAng posiAve. We will follow CDC/public health recommendaAons and requirements and coordinate with our local public health office for addiAonal guidance and support as needed. Cleaning and Disinfec6ng T CDC/public health guidelines will be followed for cleaning and disinfecAon of surfaces/areas. Present guidance for rouAne cleaning during a public health emergency includes: 1. As possible, employees and contractors will clean their own workspaces in the beginning, middle, and end of their shiXs, at a minimum. High traffic/high touch areas and areas which are accessible to the public/consAtuents will be disinfected as necessary. DR 2. Staff tasked with cleaning and disinfecAng areas will be issued and required to wear PPE appropriate to the task. 3. Soiled surfaces will be cleaned with soap and water before being disinfected. 4. Surfaces will be disinfected with products that meet EPA criteria for use against the virus in quesAon and which are appropriate for that surface. 5. Staff will follow instrucAons of cleaning products to ensure safe and effecAve use of the products. Employee Leave Public health emergencies are extenuaAng and unanAcipated circumstances in which Village of Hudson Falls is commiied to reducing the burden on our employees. The Governor’s NYS Paid COVID Leave order provided requirements related to the COVID-19 pandemic, which form the policies outlined below. This policy may be altered based upon changes in law or regulaAon, as applicable. Pursuant to the Governor’s ExecuAve Order employees of the Village of Hudson Falls will be provided with up to two weeks (80 hours 8 hr. staff and 84 hours 12 hr. staff) of paid sick leave at the employee’s regular rate of pay for a period which the employee is subject to mandator or precauAonary quaranAne or isolaAon order or pg. 11 documentaAon from a licensed medical provider staAng the employee is subject to Mandatory IsolaAon or Mandatory QuaranAne. AddiAonal provisions may be enacted based upon need and the guidance and requirements in place by federal and state employment laws, FMLA, execuAve orders, and other potenAal sources. Contractors, either independent or affiliated with a contracted firm, are not classified as employees of Village of Hudson Falls, and as such are not provided with paid leave Ame by Village of Hudson Falls, unless required by law. Documenta6on of Work Hours and Loca6ons In a public health emergency, it may be necessary to document work hours and locaAons of each employee and contractor to support contact tracing efforts. IdenAficaAon of locaAons shall include on-site work, off-site visits. This informaAon may be used by Village of Hudson Falls to support contact tracing within the organizaAon and may be shared with local public health officials. Housing for Essen6al Employees There are circumstances within a public health emergency when it may be prudent to have essenAal employees AF lodged in such a manner which will help prevent the spread of the subject communicable disease to protect these employees from potenAal exposures, thus helping to ensure their health and safety and the conAnuity of Village of Hudson Falls’ essenAal operaAons. If such a need arises, hotel rooms are expected to be the most viable opAon. If hotel rooms are for some reason T deemed not pracAcal or ideal, or if there are no hotel rooms available, Village of Hudson Falls will coordinate with the Washington County Public Safety to help idenAfy and arrange for these housing needs. The Mayor, and key Department Heads upon consulAng with State and County Officials will coordinate these efforts. DR pg. 12  Hudson Falls Police Department Chief Scott J. Gillis 218 Main Street Hudson Falls, NY 12839 hfchief@villageofhf.com (518)747-6734 ! New York State Police Reform and Reinvention Collaborative 1  ! Table of Contents Acknowledgement 3 Department Mission 4 Department Overview 5-6 Introduction 7 Public Involvement 8 Mental Health and Substance Abuse Issues 9 – 11 Law Enforcement and Diversion Program (LEAD) 12 Departmental Transparency/Complaint Policy 13 2 Education/Training of Officers 14 Recruiting/Retention of Officers 15 Exhibit 1 16 - 20 Acknowledgement The Village of Hudson Falls would like to thank the following members of the Police Reform and Reinvention Committee that have dedicated their time, talents and knowledge. Scott J. Gillis – Hudson Falls Police Department, Chief John Kibling - Hudson Falls Police Department, Captain Jeff Gaulin - Hudson Falls Police Department, Detective John Barton – Village of Hudson Falls, Mayor Robert Cook – Village of Hudson Falls, Deputy Mayor Tony Jordan – Washington County District Attorney Mike Mercure – Washington County Public Defender Dan Boucher – Washington County Probation Ben Bishop – Hudson Falls School District, Board President Jabes Prado – Executive Director LAVA Paul Dietrich – Carlton Funeral Home, Owner Doug Mackenzie – Village Resident Andrea Deepe – Warren/Washington Assn. for Mental Health, CEO Paul Mead – Gospel Lighthouse Church, Pastor 3 Carrie Wright – Office of Community Services Warren/Washington Cty. The Village would also like to thank the community members that participated in this process. Police Department Mission This department constitutes an organization whose very existence is justified on the basis of community service. Although department regulations provide a working pattern, our official activity must not be confined within the limited boundary described by them. The Mission of this department is to serve and protect the persons and property within the Village of Hudson Falls and to enforce all State and local laws in a professional manner with fairness and courtesy. Actually, that portion of police service dealing with criminal behavior is only a small part of our overall responsibility. The greater percentage of our time and energy is expended on non- criminal service functions and in dealing with law abiding citizens of the Village of Hudson Falls. We should consider it our duty and privilege, not only to protect our citizens from unlawful behavior, but also to protect and defend the rights guaranteed under our structure of government. It may be said that matters of civil law are not basic police responsibility and within reasonable limits, we should attempt to avoid becoming entangled in them. However, many situations can best be served only when we assist in such matters. Our broad philosophy must embrace a wholehearted determination to protect and support individual rights while at all 4  times providing for the security of persons and property in the community. In meeting this objective, it is our duty to operate as a public service organization. Department Overview The Village of Hudson Falls is located on the western border of Washington County. Washington County is a long narrow county located in the northeastern section of New York State and borders Essex County, Saratoga County, Rensselaer County and the State of Vermont. The population of the Village was 7,174 (per the 2017 census) which makes it the largest village located within Washington County. The Town of Fort Edward, which houses the county seat, borders the Village of Hudson Falls to the south. Warren County and Saratoga County border the village to the west. The City of Glens Falls is approximately 3 miles to the northwest of the village. ! 5  Juckett Park The Hudson Falls Police Department is a full-time, 24/7 Law Enforcement Agency that has maintained New York State Accreditation since 1994 and is the largest Police Department in Washington County. The department is comprised of 19 police officers, 13 full-time and 6 part-time. Our agency has a minimum staffing of at least two officers per shift (1 Sergeant and 1 Patrolman). Two 12-hour (7A-7P & 7P-7A) shifts are scheduled daily as well as one patrol officer scheduled 3P-3A as a third officer. Fully marked patrol cars are driven by patrol officers. The Chief, Captain and Detective work 40-hours a week Monday thru Friday and the Detective is on call continuously. The Chief and Captain handle administrative duties while the Detective handles all major cases. For the fiscal year 2020-2021 the police department budget is $1,074,300.00. This budget pays for officer salaries, patrol cars, equipment upgrades, new equipment, operating costs, training, etc. Our agency works closely with surrounding agencies and supplies backup with manpower and equipment as needed. ! St. Mary’s / St. Paul’s Church 6  Introduction The Village’s reform and reinvention committee met several times beginning in November 2020. During the initial meeting, the committee was given a departmental overview explaining what tasks the police department currently is involved in as well as yearly statistics. Since the initial meeting, the committee did get together to discuss many different police and societal topics. Social Media, Hudson Falls Village and Police Department websites as well as public surveys and police reform committee input were used to ascertain the thought’s and needs of the village residents as it pertains to village policing moving into the future. Public Involvement Per the Governor’s orders found in the Police Reform and Reinvention Collaborative guide dated August 2020 the Hudson Falls Police Department has sent out letters to the public explaining the functions that the police department performs for the community. The Committee decided that it would be best to send out letters to the community looking for responses of how the residents would like to see their community policing moving forward. These letters were labeled “Outline for Community Discussions on Reimaging Policing in the Village of Hudson Falls” This Letter is attached as Exhibit 1. The Village Clerk supplied this agency with the mailing addresses of village residents through the water bill address directory. These letters were sent out to the community with a requested return date of January 20th, 2021. This letter could also be utilized as it was placed on the village police department’s website and the Village of Hudson Falls website. Upon return receipt of the letters and the committee input we decided that the following topis were considered to be the most important for the village residents and this agency moving forward. 7  1. Mental Health 2. LEAD Programs 3. Departmental Transparency/Complaint Policy 4. Education/Training of Officers 5. Recruiting/Retention Upon the committee discussing these topics as well as public input, a master plan has been created and will be addressed in the following pages. Mental Health/Drug Addiction The conversation in reference to village residents with Mental Health and Drug Addiction problems was far reaching and of great concern to the committee. At this point the police department alone is only able to bring subjects to the hospital to seek mental health evaluations by professionals. Members of the police department are in need of further education on how to handle many of these calls in a safe manner for all parties involved. The following Committee members have spoken at great length with the committee and were very helpful with their suggestions and will continue to be an asset to the Hudson Falls Police Department moving forward. Andrea Deepe – Warren/Washington Assn. for Mental Health, CEO Carrie Wright – Office of Community Services Warren/Washington Cty. The following Plan will be utilized moving forward: • Advised by Carrie Wright of a Mobile Crisis Team that can respond to Mental Health calls if necessary. (Day/nighttime hour requests 8  can factor response as well as Response team distance from our jurisdiction.) • A mobile Recovery Unit will be utilized by this office. This Unit will focus on providing substance abuse counseling and additional referrals to those community members struggling with drug use and abuse. This service is unique in that it offers in-person as well as telephone and virtual appointments for clients. Upon client request this service will visit clients in their home to eliminate barriers that are commonly faced by those in need, such as transportation costs. 1. Officers will be instructed to provide the Mobile Recovery Unit business card to the following subjects: a) Subjects experiencing an overdose. b) Subjects arrested for drug related offenses. c) Subjects seeking substance abuse treatment or demonstrating the potential need to benefit from the services. d) Parents or others who are requesting information to assist a friend or family member. 2. Often times, services are accepted or declined based on how the offer is presented to an individual. Officer will be required to mention the following two points when providing information to members of the community. a) The Mobile Recovery Unit means that the service provider will come to your home or location of your choosing to discuss ways they can assist you. They 9  can also discuss their services on the telephone or a web meeting. b) The person who answers the phone number on the card is a person named, X. X is in long term recovery and his life experiences provide him insight into the needs and struggles of individuals experiencing issues with substance abuse. c) The Mobile Recovery Unit is in no way associated with Law Enforcement as far as criminal cases are concerned. • This department will exceed the minimum hours of mandated accreditation training on such topics as: 1. De-Escalation Techniques 2. Responding to Mental Illness 3. Understanding Autism Spectrum Disorder 4. Mental Health Training (Suicide Screening) 5. Understanding LEAD Programs 6. Substance Abuse 7. Crisis Intervention Training (CIT) 10  Law Enforcement and Diversion (LEAD) Programs • LEAD (Law Enforcement Assisted Diversion) Program has been in discussion for quite some time. LEAD is a program that can offer suspects of low-level criminal offenses resulting from mental health problems or substance abuse an opportunity to remove themselves from the criminal justice system by utilizing help that is offered to them from substance abuse and mental health professionals. The District Attorney has been involved in these talks and we will continue moving forward to incorporate this program. • If Pre-Arrest the alleged subject may be turned over to alternative sentencing rather than being thrust into the Criminal Justice System. • Work with the Washington County Probation Department in reference to potentially establishing a youth LEAD Program. 11  Departmental Transparency/ Complaint Policy • Upgrade the department’s website to include access to some of the departmental policies, procedures, rules and regulations. Use of Force Policy is already on the site as is the Civilian Complaint form against departmental officers. • Use the department website to better disseminate department statistics and data to include Monthly and Yearly statistics. • Use social media applications for additional transparency and engagement. • Use departmental website to explain to the public how entailed and rigorous it is to meet and maintain New York State Accreditation Status. • Through Social media and the department website it was requested to explain to community members what the process is to become an accredited agency as well as the process for maintaining accreditation by adhering to states mandates. 12  Education/Training of Officers • NYS Accreditation requires a minimum of 21 hours of training per officer per year. • Department will continue to offer training exceeding the yearly mandated amount of hours per officer. • Re-evaluate and update training topics on a continual basis to meet departmental needs. • Contact Josh Gray for more extreme training on Mental Health. Mr. Gray trains on Crisis Intervention Training (CIT) • This department has already begun training on specific topics such as diversity training, anti-bias training, de-escalation and communication training and will continue to offer officers this training on a yearly basis. • Continue to keep the Use of Force Policy updated and make sure all officers are apprised of the updates on a continual basis. • Committee felt very strongly that an Officer Wellness Program should be incorporated within the Hudson Falls Village Police Department. 13  Recruiting/Retention of Officers • Send Police Officers to speak at the Hudson Falls High School when they have their annual “Career Days” program. • Contact the Hudson Falls School District Administration in reference to engaging in a ride-a-long program for Juniors and Seniors in the school district that are interested in Law Enforcement. • Contact SUNY Adirondack Criminal Justice Administration in reference to engaging in a ride-a-long program for college students that are interested in Law Enforcement. • Assign an officer to begin a recruitment program and become a liaison between the Hudson Falls School District and local colleges to include SUNY Adirondack. • Create recruitment material and information and supply to the Hudson Falls Central School District and SUNY Adirondack. • Village Board agreeing to continue moving forward with fair and fiscally responsible contracts for village police officers that will help recruit and retain police officers for longer periods of time. 14 Exhibit 1. OUTLINE FOR COMMUNITY DISCUSSIONS ON REIMAGINING POLICING IN THE VILLAGE OF HUDSON FALLS The Hudson Falls Police Department serves the law enforcement needs of all the ciDzens of the Village of Hudson Falls, and strives to do so in a professional manner, respecDng the rights of all our ciDzens without regard to race, color, naDonality, creed, gender or sexual orientaDon. Our policies and procedures are developed and carried out with that goal in mind, and our officers are selected, trained and supervised with that same goal in mind. We use our knowledge, experience and professional judgment, combined with available informaDon, data, analysis and research to develop our Police Department policing strategies, policies and procedures. Some of the relevant strategies, policies and procedures and related issues are set forth below for community discussion and comment. 1. Deployment: Here is how/where our officers are currently deployed: - Prior to each shiV our officers engage in shiV briefings to familiarize themselves with locaDons of higher crime rate or where civilian complaints have come in. Policing Strategy: Our reason for deploying our resources where and how we do so is: - By reviewing previous shiV synopsis and calls for service. - Department uses a NYS CerDfied Crime Analyst to create data sheets from our reporDng system for our use in locaDng and direcDng patrols. QuesDon: Do you see this deployment pracDce or policing strategy as demonstraDng any racial bias? QuesDon: Do you feel that this deployment pracDce or policing strategy results in unfair, disproporDonate policing of communiDes of color? QuesDon: Do you see any other problem with this deployment pracDce? 2. Use of Force. Our policy on use of force: - Has recently been overhauled due to newly enacted laws. And it follows MPTC policy. Use of Force Policy can be found on the front page of the departments website: www.hudsonfallspd.com. QuesDon: Do you have quesDons/suggesDons about our use of force policy? 3. Procedural JusKce: Our policies that promote procedural jusDce are: 15  Departmental policies requiring courtesy, respect, responsiveness, equal treatment irrespecDve of race, gender, sexual orientaDon, etc., transparency, ciDzen and community engagement. QuesDon: Are there addiDonal steps you can suggest that would help give people confidence that we treat all ciDzens equally and fairly? 4. Bias: Our anD-bias policies and implicit bias training are: - Newly enacted laws have created updated policies and training specifically addressing bias and discriminaDon. Our departmental policies follow MPTC model policy and training standards. As stated in the Procedural JusDce SecDon we again have policies to promote courtesy, respect, etc. QuesDon: Are there addiDonal steps we could take to assure ciDzens that our agency is free of bias in our acDons? Are you aware of any studies that would support such addiDonal steps? 5. De-escalaKon: Our de-escalaDon training and pracDce are: Newly enacted laws have created updated requirements specifically addressing De-escalaDon and discriminaDon. Our department has begun this training and this training is also required on a yearly basis. Our Use of Force Policy has been updated to include de-escalaDon tacDcs. QuesDon: Do you have quesDons/suggesDons on our de-escalaDon policy? 6. Law Enforcement Assisted Diversion Programs: We do the following things, in an appropriate case, to divert persons out of the normal criminal jusDce system in the early stages and into needed services and programs: - Last year myself and Capt. Kibling began aeending LEAD meeDngs and we are in the process of potenDally adopDng this program. - Washington County ProbaDon Department handles a large number of arrest cases that are made by members of the Hudson Falls Police Department. QuesDon: Do you have suggesDons on addiDonal programs and services to which our agency could divert individuals in an appropriate case? 7. RestoraKve JusKce: “RestoraDve JusDce” is a response to crime that involves organizing a meeDng between an offender and the vicDm, so they share their experience of what happened, discuss who was harmed and how, and to create a consensus for what the offender can do to repair the harm. QuesDon: Do you think such a program should be run by a law enforcement agency such as your police department, or would it be more appropriately run by probaDon or a non- governmental agency? 8. Community Based Outreach and Conflict ResoluKon: The concept of community- based outreach works best in ciDes and smaller municipaliDes, where an officer can be regularly 16  assigned to the same neighborhood. With larger geographic jurisdicDons, it is more difficult. However, we do foster community-based outreach and non-arrest conflict resoluDon by: - Security Checks (Business, School, House), Church Crossings, Eddie Eagle Gun Safe Program (Pre K – 3rd grade - school), Coffee with a Cop – community, Stranger Safety (Pre K – 2nd grade – school) 911 Awareness (Pre K – 1st grade – school), Cyber Awareness/ Cyber Bullying (5th grade – 6th grade – school), Drug Awareness (4th grade– 6th grade – school) QuesDon: Are there ways we can expand community outreach without requiring addiDonal resources. Are there addiDonal community outreach programs that would jusDfy expending addiDonal village resources? 9. Problem Oriented Policing and Hot Spot Policing: Problem oriented policing and hot spot policing are similar concepts, involving idenDfying and analyzing specific crime problems and locaDons and targeDng resources toward solving those problems. We employ those concepts, in effect, when we: - As stated earlier, prior to each shiV our officers engage in shiV briefings to familiarize themselves with locaDons of higher crime rate or where civilian complaints have come in. Officers also reviewing previous shiV synopsis and calls for service. QuesDon: Are there addiDonal ways we can idenDfy and target high crime areas, serious crime trends, etc.? 10. Focused Deterrence: “Focused Deterrence” is a crime reducDon strategy which aims to deter crime by increasing the swiVness, severity and certainty of punishment, usually directed at a specific crime problem such as gun violence. Law enforcement can play a role in focused deterrence, but the swiVness, severity and certainty of punishment are primarily determined by acDons of the prosecuDon and the courts. - Traffic Safety Grants provide funding for officers to perform Road Checks and Traffic Safety Issues. (Seat Belt Enforcement) QuesDon: Is there a parDcular crime problem in our village that you think could be best addressed by devoDng police resources and effort toward focused deterrence of that crime, and what steps would be taken to effectuate that? 11. Crime PrevenKon Through Environmental Design: AeenDon to environmental design can help to increase the probability that an offender will be caught. Studies show that increased probability of capture tends to deter the commission of crime. Examples of crime prevenDon through environmental design would be beeer lighDng in crime-prone areas, conspicuous placement of security cameras with aeendant conspicuous signage, eliminaDon of shrubbery where it could serve as a hiding place for an aeacker, etc. Environmental design is not usually a funcDon of law enforcement, but law enforcement can play a role by idenDfying possible improvements in the built environment which could help deter criminal acDvity in the area. QuesDon: Who should have primary responsibility for idenDfying and addressing crime- deterring environmental design issues 17  12. Violence PrevenKon and ReducKon intervenKons: Violence prevenDon refers to the reducDon in the frequency of new cases of violent vicDmizaDon or perpetraDon through direct efforts to remove or reduce the underlying causes and risk factors, such as alcohol abuse, drug abuse, gang acDvity, illegal weapons possession, domesDc conflicts, etc. - Our agency has an Officer assigned as a NYS Field Intelligence Officer - DetecDve is assigned to monthly MDT meeDngs (MulD-Disciplinary Team for Abused Children) - DetecDve is assigned to the local Drug Task Force - Officer is assigned to Sex Offender Management - Capt. Assigned to DomesDc Violence Task Force - Department involved with school safety commieee QuesDon: Do you have suggesDons on violence reducDon strategies that could be implemented by the Police Department or by other enDDes? 13. Model Policies Promulgated by the Municipal Police Training Council: The State MPTC from Dme to Dme develops a model policy on one or another aspect of police operaDons, which it offers to police agencies for consideraDon for adopDon. Other organizaDons also develop model policies. Not every model policy is suited to adopDon by every agency. Many agencies develop their policies and procedures by studying model policies from many sources, and by studying actual policies being successfully used by other law enforcement agencies around the country. - Our Police Department has adopted many model policies developed by MPTC, as being well suited to our agency. (ex. Use of Force, Suspect IdenDficaDon, and more) 14. The New York State Law Enforcement Agency AccreditaKon Standards: The Law Enforcement Agency AccreditaDon Council establishes a set of standards with which a law enforcement agency seeking accreditaDon must comply. Law enforcement accreditaDon is not mandatory for police agencies in New York State, and not every agency is able to aeain accreditaDon from the Council. - The Hudson Falls Police Department meets all the standards established by the LEAAC and has been an accredited agency since 1994. We were most recently re-accredited March 7th, 2019. Re-AccreditaDon is performed every five years. Upon reviewing this document, you may respond with any suggesDons that you, as a Hudson Falls Village resident, may have. Please feel free to respond without fear of being punished for your thoughts or suggesDons. This is your chance to let us know what services you are hoping to gain from your local police department. All responses MUST contain the address and name of the village resident as this document is intended for village residents ONLY. We will gladly accept posiDve responses about the Hudson Falls Police Department as well. As this reform moves forward commieee meeDng discussions will be posted for your review and response at www.hudsonfallspd.com. Thank you for your cooperaDon and I look forward to hearing from you. Chief Scoe J. Gillis All responses must be received by January 20th, 2021. Responses can be dropped off in person, emailed or mailed via U.S. Postal Service: 18 Chief Gillis – Hudson Falls Police 218 Main Street Hudson Falls, NY 12839 hfchief@villageorf.com 19