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Did you take continuing responsibility for its implementation?
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Wallace Warfield
[Full Interview] [Topic Top]
Question: And long-term responsibility....
Answer: Long-term responsibility?
Question: What does CRS do about that?
Answer: Well again, in some cases CRS would be available for re-entry. That would be one way of
doing it.
Question: But not all cases?
Answer: But not all cases. And not all CRS people are amenable to that. And then also the question
would be, "Was re-entry recidivist, from the standpoint of going back over something that simply
was not well-taken-care-of the first time around? Are you going back to band-aid again, or are
you going back to deal with another level of the conflict issue? And that case is fine. Because
there’s nothing to say, by the way, that because we intervene at some kind of level, then that’s
it. You know, most things are going to have other faults and weaknesses; that is human nature,
after all. The question is not whether the conflict has been fully-resolved, but what has it moved
on to, and are you responding to this new level of conflict that’s been taking place here?
Question: And even if it was to change, that it wasn’t dealt with adequately the first time, so it comes
back again that it’s not a new level, it’s the same thing over again. It does seem to me that the
CRS might just go in and do it right the second time.
Answer: Yeah, right. Do it right the second time.
| Renaldo
Rivera
[Full Interview] [Topic Top]
Question: Talk about the vehicle or structure that you say you try to leave behind.
Answer: For example, people need to have ways to assess, communicate with, get input from
communities and collaborate with communities. This can mean they might need police advisory
committees or structures, some relationships to local Church groups, youth groups, etc., that can
provide assistance and a ready source if a crisis comes up. It creates a ready source of
individuals that they can go to penetrate a community, to help reduce the tension right away. For
example, a structure is a police advisory committee. Sometimes they might have a human
relations commission or council in the town or the county, so that might be something that's
useful for screening complaints so that there's some redress capability through local ordinances in
the future. This then gives people some positive channels through which to put their anger prior
to things getting completely out of hand. You might suggest community relations councils if
they don't exist already. Sometimes you may provide additional training for human relations
councils or offer to sit in on several police advisory committee meetings if they already exist so
that you can take a look at how things are currently operating and make suggestions to both sides
on how they might want to improve it around the current set of controversies they're having.
Sometimes mayors or municipal officials may not have broader arrays of outreach relationships
to affect their communities. Particularly with demographics of change. So, you may talk with
them about how they would go about creating such a vehicle or a structure because sometimes
they don't know how, they haven't thought it through. And what the appropriate groups are,
because youth are most frequently left out, for hate crimes, for violence reduction, for prejudice
reduction, and meanwhile it's the most effective group. Both between long term activity and
loosely organized, spontaneous activity, it tends to be in young people, high school and early
20's, and they're doing those actions on people in high school and their early 20's. That's the
grouping that often times is disconnected from any of the commissions in town, or the advisory
councils or advisory committees or human relations committees. So, those are two types.
Another one is promoting community forums and dialogues. That's another kind of vehicle and
structure that we talk about. Sometimes they pick the form of town meetings, but sometimes
there are just forums and dialogues and we try to assist people, if it's useful for them, to create
this kind of forum or vehicle where they can get some public airing of these things and come out
with some recommendations for future actions. If asked, we'll sit and facilitate those with them,
because sometimes that's helpful to them.
| Angel
Alderete
[Full Interview] [Topic Top]
Again, another one of CRS's problems was that there was no provision, really, to provide any
follow-up
assistance, beyond the original agreement.
Leo Cardenas
[Full Interview] [Topic Top]
Did CRS have any long-term
involvement in it, or did you leave
after the settlement?
Answer: No. While CRS had an office in Denver and had relationships with both parties, the reality
is
that CRS did not then, and does not now have the ability to do follow-up, except on a very
limited basis.
Question: Why's that?
Answer: Lack of resources and, of course, staff.
Bob Ensley
[Full Interview] [Topic Top]
Well, we always do follow-up. That's part of our mandate. Do whatever
you can to follow up. But sometimes it's very brief. When it's just
getting rid of a closing case, but I was always reluctant to close cases. I
always hung on because I always felt that there was a little more that I could do, a little more that
I could get the group to do. So it became difficult for me to close these types of cases. My wife
would tell me, "You become too involved and you have to learn when to back away." In certain
cases, yes it was true. It was true I'd become too attached. It's human nature. You get attached
to certain caring people who are aggressive, doing things particularly well. Young people -- I
am addicted to young people doing things and I'm just..... I just can't help it when I see young
blacks or young whites who are committed and involved in things that are going to make a
difference. I am right with them.
Efrain Martinez
[Full Interview] [Topic Top]
Question: What assurance do you have that the
police will do what they say they're going to do by the time
they're going to do it? What happens if they don't?
Answer: The negotiators set up a monitoring committee of law
enforcement and community representatives. The people and the police negotiate it as a deal and
agree to meet three or four times a year, or at the end of four months. They will sit down and
review all that was planned and see if it has been done. Most likely it will have been done
because
we only talked about what's doable. What happened in all this is
the people are now talking directly to the chief. They see that
officers are not sprouting horns like everyone painted them to
be. They're not devils. We're all people here.
The other day in this big town, there was a mediation meeting with police command staff, and
I asked them to tell about themselves. Why did they get into law enforcement?
How long have they been with the department? One sergeant, who's
an assistant to the command person, said, "Look, I've got
relatives, and they're all like you. I'm the one that's a police
officer, but they're not. They face the same problems you face
when you're out there." So the people there got to see this
person as a human being that has relatives just like they do.
Comfort and lack of intimidation are very important. For the next
meeting, all the police were not going to have uniforms.
But everybody knows each other now, and we've reached that
level. Now we're very much into negotiating what's going to be
done. Who's going to do it and by when? So the monitoring
committee, at the end, assures that it's continual.
Another town I worked with went through this process. At
the end, the mayor wanted to have a press conference in City
Hall, and the mayor signed it, the chief signed it, the city
manager signed it, as well as the community representative. They
all agreed to a monitoring committee that was going to meet three
or four times a year for two years. However, they then agreed to
make that monitoring committee permanent. Then it became the
conduit for issues, human beings are human beings, we've been
dealing with conflict since Cain and Abel hit each other or
something. That's a long time ago.
Dick Salem
[Full Interview] [Topic Top]
Question: Did CRS take any continuing responsibility for implementing an
agreement?
Answer: Typically not, but we would stick with school desegregation cases for a long time. What
would happen is when a federal judge was considering issuing a school desegregation order, we
would visit the judge, explain what our agency was doing, and what role we might serve. Some
said, "Thank you, we'll call you if we need you," and other judges would write us into the order
as a resource to the parties. Some orders were general; others gave us very specific tasks. These
orders gave us license to work with the parties, monitor developments and keep the judge
appraised of what was happening.
| Leo Cardenas
[Full Interview] [Topic Top]
the one thing that sticks out to me was that it was a
five-year program; we also said publicly that it was a one million dollar program.
Question: What was the money going to be used for?
Answer: One thing the money would be used for was scholarships.
Question: Scholarships for minorities?
Answer: Scholarships at universities, in this case, in the state of Colorado. Not only in the state of
Colorado, but in the other four cities where McGraw Hill also had television stations. There
were
also hiring goals over a five-year period. One of the points of agreement was that each of the
stations would hire a minority manager that would work as a liaison with the minority
community
to manage minority programs and air time. At the time, there was a popular show called "Talking
Heads" which was a talk show. This show gave minorities experience in the media. Not only
before the camera, or before the microphone, but also behind, working the cameras and doing the
writing.
Bob Ensley
[Full Interview] [Topic Top]
We're engaged in that right
now, in a study circles project. They are going to re-institute their Human Relations
Commission with subpoena power in Washington, North Carolina.
Question: So you've maintained an involvement the whole time?
Answer: Oh yes, even after I left CRS and started working for county and state government here in
Georgia. After I retired I still maintained a relationship with them all. Even when I wasn't
employed they would call me I would go off and meet with them. It never leaves you.
Question: Did you plan for that follow up? Was that standard?
Manuel Salinas
[Full Interview] [Topic Top]
So then I
became more of a resource person rather than a mediator.
Question: What kinds of things did they call on you for?
Answer: Well I helped them on some education issues, because we have a lot of publications on
education issues, or could I identify a person that could come in and help them on education
issues who had done well in another area. I went to San Jose, CA to view a school there. One
man there turned a whole school around, so I went out and visited there, and then made
arrangements for some Denver educators to visit as well. Those are the little things we can do
as far as resources are concerned. There's no major case; it's a case, but it's not a true
mediation case. I was involved with them quite some time after that on that kind of basis.
Question: Were you continuing to go to their meetings?
Answer: Yeah, I continued to go to the meetings. I didn't drop it off immediately, whenever I could I
attended, so most of the time I was there. They didn't hold them that often. As they began to
get results, the meetings began to wind down a bit.
Dick Salem
[Full Interview] [Topic Top]
Question: But once you go into a city and establish some sort of structure, such as the one you were
talking about yesterday, does that tend to improve things over the long term?
Answer: I don’t know for sure. I am sure it does in some places. That’s why I suggest we try to
get a grant to look at some of that. I mean I could think of some good things that have happened,
where you have a police-community conflict, where you get a significant level of response from
the establishment, from the mayor’s office basically, and police commissioner, depending on
the structure, and the aggrieved community. Then you come together and you set up some
mechanisms to address the issues. People exchange phone numbers so that anybody can contact
anybody in an emergency, so when there’s a problem you can get to the leadership on the
streets. Whether it’s the police leadership or the community leadership. You have monthly
meetings of the leadership to discuss issues. You have improved training, you review the police
firearms policy and you make changes in it. You do human rights training, human relations for
whatever that’s worth sometimes it’s worth a lot, sometimes less. You build this into the
orientation for new police officers. You address personnel complaints about assignments, hiring,
and promotions. So these things would be written in. You come up with an agreement with half
a dozen components to it, whether it was formal or informal mediation. You’ve involved the
business leadership, perhaps, or other socially concerned business leaders, civic leaders, the black
community, the white community, whoever the parties are. I don’t know how enduring those
have been in places over the years. It takes some enlightenment.
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