In a shopping center parking lot, a dying man exposes a gap in Washington’s police reform

The Seattle Times Dec. 19, 2021 at 6:00 am

By Daniel Gilbert
Seattle Times staff reporter

Eric Schirmer parked at a Rite Aid in Mill Creek and sat there month after
month, willing himself to die.


He was 68 years old, a French-born electrical-design engineer who had worked
for Airbus and Boeing, a man whose good looks belied the alcohol that ravaged
him on the inside. After a dispute with his wife, he’d moved out of the
apartment they shared in late May and folded his 6-foot frame into his silver
Dodge Charger.
He scrawled his predicament on a sheet of notebook paper and placed it on the
dash. It read:
DEPRESED (AND LOST)
His health deteriorated over the summer but he refused help. In early August,
paramedics predicted Schirmer would “probably pass away within days unless
he was seen by a doctor,” according to a police report. A mental health official
determined that Schirmer should be involuntarily committed, said a person
with direct knowledge of the situation, and signed a form directing police to
transfer him to a hospital.
Had it been a few weeks earlier, police might well have removed Schirmer from
his vehicle and done just that. But now officers had a new law to consider.
House Bill 1310, which went into effect July 25, created a statewide standard for
when law enforcement officers can use force. The legislative sponsors intended
to curb excessive use of force by police, but it has sown confusion among
departments about what level of force is permissible when responding to a crisis
that isn’t a crime.
Mental health officials often coordinate with police to evaluate whether
someone needs to be involuntarily committed. Before late July, if the person was
ordered detained and refused to go, police would physically subdue the person
and take them to a hospital.
The new law requires officers to use the least amount of force necessary, but it
doesn’t define “force” or explicitly say how it should be used responding to a
person in crisis. Some police departments have been unwilling to use any force
to involuntarily detain a person who isn’t committing a crime. Others, at least
initially, opted not to respond to some mental health calls.

In the first two months since HB 1310 went into effect, evaluations for
involuntary commitments declined sharply around the state, according to
Washington state Health Care Authority data. One type of commitment — when
patients are temporarily held while waiting for a licensed psychiatric bed —
declined 22% over the three months ending in September compared with a year
earlier, to a level not seen since the spring of 2017.

Without law enforcement on hand, mental health workers might not be able to
safely evaluate a person in crisis, according to county officials who supervise
such work. If someone meets the criteria for involuntary detention but refuses to
go, the officials might not be able to immediately get the person into treatment.
“Historically we’ve had excellent working relationships with law enforcement to
help those individuals and get them into care, and then all of a sudden, we
can’t,” said Cammy Hart-Anderson, who manages a division of behavioral
health for Snohomish County. “My heart goes out to individuals who are
experiencing that behavioral health crisis and their families.”
In King County, with three dozen policing agencies making their own
interpretations of the law, “the biggest impact is the variation in whether we’re
going to get a law enforcement response,” said Kelli Nomura, director of the
county’s Behavioral Health and Recovery Division. “That’s been a challenge.”
Law enforcement officials say the law has taken a toll on officers who want to
help people in crisis without running afoul of the new standards on using force.
In some cases, “We’re waiting for the situation to escalate to fit the definition of
1310,” said Brian Smith, the police chief in Port Angeles. Within a week of the
law taking effect, Smith described responding with social workers and
paramedics to a man wandering in a parking lot in an apparent crisis. Officers
determined they couldn’t use force and left the scene.
They responded again after the man was accused of a misdemeanor assault,
arrested him and turned him over to medical professionals, Smith said. “Luckily
he didn’t hurt anybody.”


Question of force
House Bill 1310 was part of a suite of policing reforms signed into law this year,
fueled by public protests over high-profile cases of officers killing people of
color. The new laws also ban no-knock warrants, chokeholds and neck
restraints, and make it easier to strip officers of their badge for misconduct.
The new standards of using force immediately raised questions. At the request
of lawmakers, the state Attorney General’s Office clarified in August that it
“does not prohibit peace officers from responding to community caretaking
calls, including mental health calls,” though it has yet to issue a formal opinion.
“What has massively changed is what they can legally do when they are there,”
Steve Strachan, executive director of the Washington Association of Sheriffs and
Police Chiefs, said of mental health calls.
“Under the new law, there’s a real question as to whether a law enforcement
officer can put a hand on their back, put a hand on their arm, assist them into
an ambulance or onto a gurney,” he said.
The law says that law enforcement officers can only use force in certain
scenarios: to make an arrest, for example, or to prevent people from killing or
harming themselves or others when the threat is imminent. Before using force,
the law instructs officers to exhaust all other options and to leave the area “if
there is no threat of imminent harm and no crime has been committed, is being
committed or is about to be committed.”
In the Seattle Police Department’s interpretation of the law, “force” means
physical contact that is likely to cause pain or injury, according to a November
directive. “Officers may use reasonable, necessary, and proportional force” to
detain someone “suffering from a behavioral health disorder who presents an
imminent threat” of harm to themselves or others, the policy states.
Other departments have taken a different posture.
“As it relates to welfare checks and behavioral health calls, it would not be
prudent to apply physical force to a person in need of services,” said Jeff Young,
chief of the Mill Creek Police Department, expressing concern that officers could
face liability.
“The headline test”
In the months before the law took effect, Eric Schirmer’s life had come apart. He
was out of work and of ailing health, hastened by alcoholism and poor
nutrition, according to his son, Julien Schirmer. Eric Schirmer and his wife
quarreled over alcohol and finances, according to Julien, who lived with them,
and his father moved into his car.
Marilyn Crosby noticed Schirmer parked at the Rite Aid, and the sign on his
dashboard. She was a regular customer and also lived in her vehicle, though she
did so out of preference for what she called “the van life,” a more minimalist
lifestyle.
Schirmer didn’t look like other people Crosby had seen living homeless, she
said. His fingernails were clean. He wore cologne. He reminded her of Sam
Elliott, the mustachioed actor of Westerns, with a French accent.
“You could tell he just didn’t belong,” she said. Crosby offered help but Schirmer
mostly wanted to talk, she said, though he was guarded about his family
dispute.
Crosby visited him on a weekly basis as spring turned to late summer, and she
witnessed his health deteriorate. He drank strong beers to “make the time go by
faster,” she recalled him saying. He stopped going to a hotel to clean himself up.
He wasn’t eating. He lost control of his bowels. He admitted he was in great
physical pain.

“He was just slowly dying, literally, in front of the entire world,” she said.
Rite Aid employees had also taken note of Schirmer’s condition, calling 911 at
least three times over three weeks. He’d collapsed in the store but declined aid,
they reported. He’d stated he didn’t want to live. He appeared to be dying, an
employee told dispatchers on Aug. 6.
The dispatcher alerted Mill Creek police but officers declined to go, records
show. Paramedics arrived, followed by a designated crisis responder, who has
the authority to involuntarily detain a person under state law. After determining
that Schirmer met the criteria for involuntary commitment, someone on scene
dialed a Mill Creek police officer.
The officer “stated that even with this paperwork and a DCR on scene, they were
still unable to respond and intervene,” according to an incident report by
Snohomish Regional Fire and Rescue.
Young, Mill Creek’s police chief, said he wasn’t consulted on the decision. He
said that before HB 1310 went into effect, officers may have used a minimal
amount of force to remove Schirmer from his car. Now, he said, “it doesn’t pass
the headline test.”
“Picture this,” he said, offering up a headline for an alternative version of events:
“’Mill Creek police use excessive force on person needing medical assistance.’”
He added, “That’s what would be plastered all over the front pages.”
Schirmer’s wife regularly brought him clean clothes and food for a time. But
when the crisis responder called on Aug. 6, she declined to check on him,
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according to an incident report. Persuading him to get help was “a point of
contention for a long time,” Julien Schirmer said, and his mother didn’t think
going there would make a difference.
Crosby said one of the responders on scene mentioned a new law had been
passed. “If he was conscious enough to say, ‘I don’t want help,’ they couldn’t
take him away,” she recalls being told. If she could find him unconscious, “then
aid would be able to remove him from his vehicle,” she later told police.
Mental health workers and paramedics returned over the next days to try to
persuade Schirmer to get medical care, incident reports show.
Crosby kept checking, too. At about 3 p.m. on Aug. 9, Schirmer was less
coherent but told her to leave him alone, she later said. She came back five
hours later. He was slumped over in the driver’s seat, unconscious, not
breathing.
“He’s gone, he’s gone,” a Rite Aid employee told a 911 dispatcher.
Crosby believes Schirmer would have lived if someone had intervened to treat
his physical pain and mental distress. “It’s just devastating,” she said as she
fought back tears. “Just because he could say ‘no’ didn’t mean ‘no.’ “
Schirmer’s wife, contacted by a Times reporter last month, handed the phone to
her son Julien. “She’s been very upset about everything,” he said. Julien
Schirmer said he expected his father would eventually die but was still shell
shocked.
“I was angry at him,” he said, but also “sad, regretful about some things.”
“Fundamental duty”
When told of the circumstances of Schirmer’s decline, state Rep. Roger
Goodman, D-Kirkland, blamed the lack of clarity in the legislation and pledged
a legislative fix. “We’re going to make clear that police can use reasonable force
when assisting mental health professionals in crisis calls,” among other
situations, said Goodman, who chairs the House Public Safety Committee.
The new law is unambiguous in one regard. “It is the fundamental duty of law
enforcement to preserve and protect all human life,” it states in the second
paragraph.
Young, the Mill Creek police chief, said he was “very saddened and disturbed”
that his department wasn’t able to do more to prevent Schirmer’s death. “If the
Legislature’s intent is to make law enforcement responsible for the preservation
of human life, it needs to be unequivocally clarified that law enforcement is
permitted to use physical force in all circumstances,” he said. Young tendered
his resignation earlier this month for what he said were “philosophical
differences” not related to HB 1310.
A Mill Creek police officer who responded to investigate Schirmer’s death found
nothing suspicious. An autopsy later concluded he died of chronic alcoholism,
with an ulcer near his bowels listed as a contributing factor.
An investigator for the Medical Examiner’s Office, who joined the officer at the
scene, did what no one had managed to do in the weeks prior: He lifted Eric
Schirmer’s malnourished body and placed him on a gurney.
Daniel

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Jeffrey is an accomplished author of many training articles in a wide variety of professional journals and publications and a former certified law enforcement trainer in Ohio and a recognized expert in many law enforcement topics, including his years as a crash reconstructionist.  Jeffrey is a nationally recognized speaker on many law enforcement topics, including his stunning presentation call “Hot Topics in LE” and his new focus, training agencies on 1st Amendment and surviving the infamous “1st Amendment Audit,” and Change Management in LE.

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In his ‘spare time’ Jeffrey is a proud ‘cheer dad’ and #1 fan to his daughter, who is very active in competitive cheer and football/basketball cheer squads.  He also serves as an ordained Pastor over a small rural congregation in Ohio’s Amish heartland.

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Additionally, in 2021, he was brought on as an Adjunct Administration of Justice Professor at Yavapai College, teaching courses in Community Policing, Criminal Investigations, and Corrections.  Charles has become a certified American Heart Association Basic Life Support and HSI First Aid & CPR trainer because of his passion for helping others and making a positive difference in our society.  He is a motivated and experienced leader with a heart for supporting and serving others.

Charles spent his thirty-four-year public safety career focused on community policing, collaborative problem solving, building strong partnerships, growing as a leader, and serving others. Early in his career, he learned that truly effective and sustainable outcomes don’t occur without working closely with the community, building trust, and being purposeful about involving stakeholders. He’s created, led, and participated in many working groups to identify and implement solutions using a systematic problem-solving model. Charles understands that innovation and idea generation comes from creating an environment where others are welcomed and feel safe to participate.

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In addition to his years in executive management, Charles enhanced his professional skills and expertise through his training and experiences as a homicide and internal affairs investigator.  He has a considerable background in investigating misconduct allegations against department personnel, including claims regarding severe criminal and other serious offenses.  Additionally, he has managed and investigated numerous use of force, deadly force, and death in custody incidents.  

Charles received his Bachelor of Business Administration degree in Organization Leadership, Management, and Communication from Corban University and is a master’s candidate in Organizational Leadership from American Public University.  He is also a graduate of the Executive Leaders Program at the Naval Postgraduate School, the Senior Management Institute for Police executive leadership program, and the Federal Bureau of Investigation’s National Command Course.  Charles has also completed Arizona State University’s Problem-Oriented Policing Leadership and Management program and California POST’s Executive Development Course.  Charles received POST certifications in both California and Arizona, including being awarded his California POST Management certification in 2015.

Charles also has a broad training background in leadership, executive development, and bias awareness.  He was selected and served as a national trainer for Procedural Justice and Police Legitimacy at the U.S. Department of Justice, COPS Office.  Through education, experience, and training, Charles developed expertise in training and facilitating groups on many additional significant topics, including Kouzes & Posner’s “The Leadership Challenge,” Implicit Bias Awareness, Diversity & Racial Profiling, Police K-9 Program Management, COPS Office Safe Schools, Multi-Hazard Emergency Planning for Schools, and National Incident Management System.

 

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Chief Charles Husted (ret.)

Marshall Goldsmith Stakeholder Centered Coaching® Police Leader Coach

Areas of Subject Matter Expertise Include:

  • Coming into an agency as an outside chief
  • Community Policing
  • Crisis Management
  • Diversity and Inclusion
  • Emergency Response
  • Ethics and Professional Standards
  • Internal Affairs and Investigations
  • Large agency policing
  • Public Relations and Communication
  • Public Safety
  • Small agency policing
  • Stakeholder Centered Coaching
  • Training and Development
  • Working in a highly political environment
Marshall Goldsmith police coaching Police2Peace coaching

Chief John Carli (ret.)

Marshall Goldsmith Stakeholder Centered Coaching® Police Leader Coach

Chief John Carli (ret.) has 32 years of experience and is recognized as a progressive and innovative leader in law enforcement. Carli was appointed as Chief of Police of the Vacaville Police Department (California) in April of 2014, coming up through the ranks within his own agency. Carli retired in 2021, and shortly thereafter was elected as Mayor of his city in 2022. Carli is an internationally recognized speaker and public policy expert regarding homelessness, police legitimacy, and employee wellness. 

His policing career started in 1989 where he spent his early years as a police officer patrolling the streets with his K9 partner, eventually serving as a field training officer and detective. While in Investigations, he was assigned to the Northern California Computer Crimes Task Force in Napa, California, investigating computer crimes and identity theft. Carli promoted through the ranks beginning in 2003 and, over the next several years, supervised patrol teams, the Critical Incident Negotiation Team, K9 Unit, Firearms Instructors, Police Technology, and the Office of Professional Standards.

As an outspoken advocate for the law enforcement profession, Carli’s most relevant work focuses on national best practices in policing, technology, public policy, and officer safety and wellness. In the summer of 2016, Chief Carli was summoned to the White House to meet with President Obama In the wake of national high profile policing events and civil unrest. Since then he has dedicated his time and efforts to improve the profession and implement change.

Carli was an early adopter of body-worn cameras to all officers as early as 2009. This gained national attention through the publishing of a department study on the issue of body-worn cameras and organizational trust, which was included in the US DOJ COPS report “Implementing a Body-worn Camera Program – Recommendations and Lessons Learned.”

John formed the Community Response Unit (CRU) using COPS funding, focusing on quality of life and homeless issues. Carli chairs the Vacaville Homeless Roundtable and is outspoken in coalescing community groups and the faith-based organizations to address social issues placed at the feet of law enforcement. His agency’s creative approach to reducing homelessness was highlighted during a Police Executive Research Forum (PERF) national town-hall meeting focusing on “The Police Response to Homelessness.”

Recognizing the gap between officers in crisis and the need for early prevention strategies, Carli embarked on implementing a radical culture shift to create psychological resiliency within first responders. John’s preventive approach to promoting this culture of wellness led to his development of the Cordico Law Enforcement Wellness App (Lexipol) that was highlighted at the Police Executive Research Forum (PERF) national town-hall summit, and is now recognized as the industry leader in wellness worldwide.

Under Carli’s leadership, the Vacaville Police Department (California) was recognized as the 2020 top agency in the nation by the National Law Enforcement Officers Memorial Foundation, receiving the “Destination Zero” Officer Safety and Wellness award.

Chief Carli continues to serve as an Executive Fellow with the National Policing Institute in Washington D.C., focusing on the continuous improvement within the policing profession. As chief, Carli represented the California Police Chief’s Association as the chair of the California Data Sharing Task Force, focusing on best practice strategies for law enforcement technology and information system sharing, and was a member of the California Attorney General’s Advisory Committee. John holds a Master of Science Degree in Strategic Leadership and is a graduate of the Police Executive Research Forum’s Senior Management Institute for Police, and was awarded the Executive Leadership Certificate by the California Department of Justice Commission on Peace Officer Standards and Training.

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Chief John Carli (ret.)

Marshall Goldsmith Stakeholder Centered Coaching® Police Leader Coach

Areas of Subject Matter Expertise Include:

  • AI and policing
  • City Management as an Elected
  • Community Engagement
  • Community Policing
  • Conflict Resolution
  • Crisis Management
  • Data Analysis and Crime Statistics
  • Emergency Response
  • Ethics and Professional Standards
  • Homelessness Response
  • Internal Affairs and Investigations
  • Leadership Workshops
  • Legislative Knowledge
  • Mental Health and Wellness Programs
  • Public Relations and Communication
  • Public Safety
  • Radio Interoperability
  • Stakeholder Centered Coaching
  • Strategic Planning
  • Technology in Law Enforcement
  • Working in a highly political environment
  • Workload Analysis
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Chief Deanna Cantrell (ret.)

Marshall Goldsmith Stakeholder Centered Coaching® Police Leader Coach

Chief Deanna Cantrell (ret.) is a recognized leader in public safety leadership, operational efficiency and improvement, innovative and evidence-based problem solving and advancing trust and community building.  She has a proven record for exceptional communication, talented public speaking, forward thinking police reform, strategic planning and staff development.  Deanna retired is the Chief of Police for the City of Fairfield, California where she started in October, 2020.  Prior to that, Deanna served almost 5 years as the Chief of Police in San Luis Obispo (SLO) California, and over 21 years with the Mesa, Arizona Police Department where she moved through the ranks from Officer to Assistant Chief.  While in Mesa, she served in many assignments from patrol, motors, internal affairs, narcotics, and organized crime.  She supervised many units including internal affairs, a large patrol district, special operations, communications, finance and the crime lab. 

Deanna believes the police exist to reduce harm in our communities.  Because of that, she has developed a deep-rooted history of building trust with the community, improving employee wellness and advancing meaningful police reform.  She and her team in SLO received an award from the Anti-Defamation League for combatting hate.  She has served on the Human Rights Forum, as the Muslim Police Advisory Liaison, as the LGBTQ liaison, and on the NAACP legal redress committee.   She served for 4 years as the Co-Chair for the California Women Leaders in Law Enforcement (WLLE) and is the WLLE Foundation Board President, also chairing the mentoring committee.  Deanna served for 6 years on the California Police Chiefs Association Board.  She is currently an Executive Fellow for the National Policing Institute and is on the Board for Police2Peace.  In 2018 Deanna was selected as the 24th District, California Congressional Woman of the year, and in 2022, Women Leaders in Law Enforcement established the Deanna Cantrell Exceptional Leadership award.

Deanna holds a Bachelor of Science in Education and a Master of Administration from Northern Arizona University. She has an Executive Development Certificate from CA POST, teaches Advancing Ethical Leadership for CA POST through Cal State Long Beach and is a graduate of Northwestern University Police Staff and Command School where she is also an adjunct faculty member, teaching policy, executive image, strategic planning, internal conflict.

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Chief Deanna Cantrell (ret.)

Marshall Goldsmith Stakeholder Centered Coaching® Police Leader Coach

Areas of Subject Matter Expertise Include:

  • Budgeting and Resource Allocation
  • Coming into an agency as an outside chief
  • Community Policing
  • Conflict Resolution
  • Crisis Management
  • Data Analysis and Crime Statistics
  • Diversity and Inclusion
  • Emergency Response
  • Ethics and Professional Standards
  • Human Resources Management
  • Internal Affairs and Investigations
  • Large agency policing
  • Mental Health and Wellness Programs
  • Public Relations and Communication
  • Public Safety
  • Small agency policing
  • Mid size agency policing
  • Strategic Planning
  • Technology in Law Enforcement
  • Training and Development
  • Women in police leadership
  • Working in a highly political environment
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Chief Kim Dine (ret.)

Marshall Goldsmith Stakeholder Centered Coaching® Police Leader Coach

Areas of Subject Matter Expertise Include:

  • Coming in as an outside chief
  • Community policing
  • Crisis management
  • Emergency response
  • Ethics and professional standards
  • Internal affairs and investigations
  • Large agency policing
  • Public safety
  • Stakeholder Centered Coaching
  • Strategic planning
  • Working in a highly political environment
Marshall Goldsmith police coaching Police2Peace coaching

Chief Kim Dine (ret.)

Marshall Goldsmith Stakeholder Centered Coaching® Police Leader Coach

Kim C. Dine is a forty-nine-year (41 sworn, 8 as a consultant) veteran of federal, major city, and local municipal policing. Dine started his police career in 1975 with the Metropolitan Police Department (MPD) in Washington, DC, where he spent twenty-seven years and rose to the rank of Assistant Chief. After retiring from MPD, Dine was Chief of Police for fourteen consecutive years, leading the Frederick, Maryland Police Department (FPD) in Maryland, and then the United States Capitol Police (USCP). Throughout serving with these three agencies Dine instituted significant reforms and gained expertise in multiple critical aspects of policing including building community trust, crime reduction strategies, community policing, juvenile crime prevention, managing major security events, dignitary protection, use of force and internal investigations, discipline, instituting effective crime reduction strategies, and anti-terrorism/security policing. Since 2016, Dine has been consulting nationally with CNA, the Department of Justice, the International Association of Chiefs of Police (IACP), the National Policing Institute (formerly the National Police Foundation), Police2Peace, FuturePolicing.org, the Police Executive Research Forum, and private consultants.

During his tenure as MPD’s First District Commander (an area encompassing Capitol Hill, public housing, and downtown Washington DC) homicides were reduced by 60% and community policing flourished.  As Assistant Chief, he commanded Internal Affairs, the Force Investigation Teams, the Disciplinary Review Division, and the Office of Equal Employment Opportunity, where Dine managed, supervised, and implemented historic internal changes regarding use of force investigations via the Memorandum of Agreement MPD created with the Department of Justice to institute agency-wide use of force reforms which reduced MPD’s police shootings and are now followed nationally by many agencies.

In Frederick, Maryland, the State’s second largest city, Dine focused on building a new strategy of community policing and intelligence-led policing in the Frederick Police Department (FPD), improving training, producing the agency’s first ever strategic plan, acquiring national accreditation for the first time for the department (flagship status), and aggressive use of technology.  These efforts resulted in a ten-year record of crime reduction, problem solving, building trust and communication with all constituents, and implementation of a cohesive and multi-faceted approach to combating crime and maintaining a high quality of life in Frederick. By instituting community policing and partnerships, marshaling resources, problem solving, intelligent use/acquisition of technology, extensive crime analysis, aggressive acquisition of grants, and maximization of resources, the agency was able to effectively combat crime and build bridges with Frederick’s African American, GLBTQ, Muslim, Deaf, and Latino communities.  Dine created a mental health task force by working with the mental health community through effective partnerships to improve service to those suffering from mental illness and minimize use of force issues. FPD represented municipal police agencies in Maryland in piloting the lethality assessment which is now used both statewide and nationally to reduce domestic violence. Frederick became known as a safe city with an enviably high quality of life protected by a professional and responsive police department.  The FPD was forged into an accessible, credible, responsive, and transparent department recognized as an outstanding agency in Maryland and nationally.

As Chief of the United States Capitol Police, with a sworn staff of over 1,800 officers, in addition to daily leading security operations for the world’s most iconic symbol of freedom (and a top threat target), Dine managed, led security, and directed multiple major national events with worldwide  attention, including the second Inauguration of the 44th President of the United States Barack Obama, four State of the Union addresses, multiple joint sessions of Congress and the historic visits of Pope Francis, Prime Minister Benjamin Netanyahu, and other world leaders, and  the African Summit with fifty heads of State-the largest such visit at the U.S. Capitol. During his tenure, Dine successfully oversaw hundreds of demonstrations, revamped hiring, recruiting and recruit training, created a new internal disciplinary office (Office of Accountability and Improvement)  with new protocols to increase accountability, civilianized the public information office, completed a 100 million dollar state of the art, digitally encrypted radio system, revamped the USCP protocol plan for the Congressional Community regarding active shooter events and sent the entire department through active shooter training, hired a Diversity Officer to ensure fairness and diversity across USCP and progressively addressed racial and gender inequities through critical appointments, created a Labor Relations Specialist position to improve labor/management communication, began crisis intervention training for officers, attained CALEA’s Gold Standard Accreditation, and produced a new strategic plan for the USCP.  

Dine has been recognized by the United States Congress on the floor of the Senate, the District of Columbia, the State of  Maryland Governor’s Commission on Hispanic Affairs (awarded the Hispanic Heritage Award for Public Safety Hero of the Year), the NAACP for Frederick County, MD, Frederick County Human Relations Commission Award-Theodore W. Stephens Lifetime Achievement Award for Human Rights, Frederick’s LGBTQ “Ally of the Year” Award (inaugural award), and the Community Service Award-African American Resources Cultural Heritage Society, (AARCH). He has been recognized by the Islamic Society of Frederick; Frederick County Muslim Council, Latinos Unidos of Frederick, the City of Frederick, and the Police Activities League with a park commissioned as the “Chief Kim C. Dine Skateboard Park,” He also received the Distinguished Civic Leadership Award-Frederick Club of the National Association of Negro Businesswomen, and Heartly House, Frederick County’s Domestic Violence Service Provider recognition.

Summary:

Metropolitan Police Department, Washington, DC, 1975-2002, retired, Assistant Chief of Police
Frederick, (MD) Police Department, Chief of Police, 2002-2012
United States Capitol Police, Chief of Police, 2012-2016
Consultant in critical issues in policing; working with the U. S. Department of Justice, IACP, CNA, National Policing Institute (formerly the Police Foundation), Police Executive Research Forum (PERF), Police2Peace, FuturePolicing, and private consultants, 2016-present

Projects include:
U. S. Department of Justice National Public Safety Partnership, Strategic Site Liaison (SSL) for Rochester, NY (2022-present)

  1. S. Department of Justice National Public Safety Partnership, Strategic Site Liaison (SSL) for Amarillo, Texas, (2019-2022)
    Dearborn, Michigan, Use of Force and Recruiting Assessment
    Rhode Island State Police, Recruiting and Diversity, Discipline, and Training agency assessment
    Charlottesville, Va., SME for the National Policing Institute, After Action review and report of demonstrations and the death of Heather Heyer, led by former U.S. Attorney Tim Heaphy
    Salt Lake City Police Department, agency review
    Glynn County, Georgia Police Department agency review
    Duncanville, Texas Police Department, agency review
    Danville, Virginia Police Department, agency review
    Los Angeles County Sheriff’s Department, agency review of Hiring, Recruiting, Retention, and Training
    Cedar Hill, Texas, Collaborative Reform Initiative, CRI-TAC (DOJ) management agency review report
    Chelsea, Michigan Police Department agency review
    Fort Lauderdale, Florida Police Department, agency review
    Blaine, Washington Police Department, Collaborative Reform Initiative, CRI-TAC (DOJ) report-staffing/operational analysis

City of New Orleans, LA., Chief of Police Search team, IACP

City of Leesburg, Va., Chief of Police Search team, IACP

City of Alexandria, Va., Chief of Police Search team, IACP

BA from Washington College, in Chestertown, MD

MS from American University in Washington, DC. 

Graduate of the FBI National Academy

Top Secret SCI Clearance previously held

Marshall Goldsmith police coaching Police2Peace coaching

Chief Phil Lukens (ret.)

Marshall Goldsmith Stakeholder Centered Coaching® Police Leader Coach

Chief Philip Lukens (ret.) is a renowned subject matter expert and leader in community policing, artificial intelligence, and coaching for law enforcement. He retired as Chief of Police in Alliance, Nebraska, in 2023, after serving in the Denver metro area since 1997. He is a graduate of prestigious programs such as Northwestern School of Police Staff and Command, IACP Leadership In Police Organizations, FBI LEEDA, and PERF’s Senior Management Institute for Police (SMIP). He also holds a bachelor’s degree in Criminal Justice from Colorado Technical University.

Chief Lukens has been at the forefront of applying artificial intelligence and technology to enhance public safety and community trust. He serves on IACP Police Professional Standards Ethics and Image Committee and the IACP AI Working Group. He is a contributing author for Police 1, Policing Insight and Police Chief Magazine, and a guest speaker at various national and international venues. He is a NIJ LEADS Scholar and has been a panel moderator at National Academy of Sciences Committee on Law and Justice Planning. He is also a Fellow with the Future Policing Institute and a collaborator with the RAND Corporation on Central Bank Digital Currency (CBDC).

Chief Lukens is passionate about coaching and mentoring the next generation of police leaders. He is a certified police executive coach with Marshall Goldsmith/Police2Peace Leader Stakeholder Centered Coaching® and an assessor for CALEA. He helps individual police administrators and organizations achieve their goals and improve their performance. He is widely regarded as the godfather of AI in policing and a visionary leader in the field.