FITCOG By-Laws

Information

On this page

BYLAWS

FOCUSED INTERVENTION TEAM COMMUNITY OVERSIGHT GROUP

Article 1

NAME AND PURPOSE OF THE GROUP

The name of the group is the Focused Intervention Team Community Oversight Group (FITCOG). The FITCOG was created in 2021 in response to the ongoing gun violence crises in the City of Portland.

The purpose of the FITCOG is to inform and advise the work of the Portland Police Bureau’s (PPB) Focused Intervention Team (FIT), including FIT members and command.

The FITCOG will receive support from the Community Safety Division (CSD), and access to Commissioner-in-Charge of the PPB, and the Police Chief.

Article 2

MISSION STATEMENT AND GENERAL OBJECTIVES

SECTION 1. Mission Statement. The FITCOG’s mission is to work closely with the Commissioner-in-Charge of the Portland Police Bureau, the leadership of PPB, and FIT members and command to understand, inform and provide recommendations to the city’s efforts to reduce gun violence in Portland. This will be done by remaining informed about gun violence trends, PPB, and FIT strategies, other City of Portland programs and priorities in supporting this work, and best practices for prevention, intervention, and response.

SECTION 2. General Objectives. The FITCOG will provide recommendations to FIT members, the Police Chief, and Commissioner-in-Charge of the PPB regarding PPB’s gun violence response strategies through a racial and social justice lens, and provide recommendations to generate equitably and racially just outcomes. The FITCOG will also provide recommendations to the FIT members, the Police Chief, and Commissioner-in-Charge of the PPB to reduce gun violence by focusing on areas including but not limited to:

Allocations of City of Portland resources (example: staffing, training, technology, funding) to support FIT in accomplishing its mission of reducing gun violence;
FIT members and command’s recruitment, hiring, performance, and retention;
Community outreach and policing efforts;
Collaboration with community organizations working with individuals at risk for, or currently engaged with, or previously involved in gun violence;
Identification and implementation of best practices; (example: 21^st Century Policing, Precision policing, etc.)
Publish analysis of FIT data with an equity lens to address public concerns around racial and class disparities in policing efforts;
Address areas of community concern such as racial profiling, use of force, and service gaps;
Provide constructive critique, while holding a balanced view between community perception and the realities police face every day in the line of duty.

SECTION 3. Information Requests.

The expectation and understanding of the FITCOG are that the City of Portland and the PPB will be responsive to FITCOG's information requests and will do their best to provide this information within ten (10) business days. It is also the expectation and understanding of the FITCOG that some information requests may be subject to legal restrictions and not available for release. The City of Portland and PPB will work with FITCOG on establishing a reasonable timeline for any information requests that may require longer than ten (10) business days.

Article 3

MEMBERSHIP

SECTION 1. Eligibility and Application. The FITCOG’s membership is established and maintained by the City of Portland’s Commissioner-in-Charge of the PPB, Portland Police Bureau, and the FITCOG Chair and Vice Chair and shall include a broad spectrum of community stakeholders including, but not limited to:

Community members with lived experience in gun violence and/or impacted by gun violence
Community members with expertise in working with at-risk community members in mentorship, life skills, restorative justice, education, outreach and other intervention skills
Community members with knowledge and expertise in intra-community violence
Community members with gun violence victim advocacy experience
Community members within communities exposed to or impacted by gun violence

SECTION 2. Size of FITCOG. The FITCOG should seek to maintain a minimum of eleven (11) voting members to ensure consistent participation and representation from various impacted communities. FITCOG voting membership should not exceed fifteen (15) people.

SECTION 3. Recruitment. The appointment of FITCOG voting members rests with the City of Portland’s Commissioner-in-Charge of the PPB. However, prospective nominations and suggestions of membership for the FITCOG can be identified by either standing FITCOG voting members or the City of Portland council members. Potential nominations are sought through outreach to various community stakeholders and partners.

SECTION 4. Vacancies. When FITCOG vacancies need to be filled, recommendations will be made by Portland City Council members, and FITCOG voting members through the FITCOG Chair or Vice Chair. Suggestions for potential new members are then forwarded to the Commissioner-in-Charge of the PPB for appointment.

SECTION 5. Time Commitment. FITCOG members are expected to consistently attend meetings or notify the chair or vice-chair of their absence in advance of the meeting. FITCOG members may also be asked to participate in sub-committee meetings, special projects, or community events as needed, outside of the regularly scheduled meeting. An ability to commit to approximately ten (10) hours per month is asked of members but is subject to change based on the needs of the group during the project.

SECTION 6. Voluntary Membership. FITCOG membership is strictly voluntary and any and all members may withdraw their nomination and/or seat within the community oversight group at any time.

SECTION 7. Duration of Membership. FITCOG members serve for one term which is equivalent to twenty-four (24) months. FITCOG members may serve longer per their availability. At the completion of each term, FITCOG members who wish to continue to serve will submit written notice of their request to renew appointment to the Commissioner-in-Charge of the PPB. The Commissioner-in-Charge of the PPB will review the request and determine whether renewed appointment is appropriate. Absent a written request to renew appointment, FITCOG membership will automatically expire at the end of that member’s twenty-four month term.

SECTION 8. Term Limits. FITCOG members can serve no longer than two (2) consecutive terms, equivalent to forty-eight (48) months.

SECTION 9. Confidentiality Agreement. All FITCOG members must sign a unilateral confidentiality agreement prepared by the City of Portland City Attorney’s office to participate in confidential briefings held during regular meetings. Sensitive information regarding incidents of gun violence and ongoing investigations are shared during this time and confidentiality is of the utmost importance.

SECTION 10. Resignation or Removal. The FITCOG may terminate the membership of any FITCOG member with cause. Termination or membership removal requires a consensus vote of the executive board. Any vote to terminate membership shall be documented and recorded. Written notice of membership termination with documented reasoning will be sent to the individual no later than 3-days following a vote for removal by the executive board. Causes for termination include but are not limited to:

Absence from three (3) consecutive meetings without prior notification to the FITCOG Chair or Vice-chair
Any violations of the FITCOG confidentiality agreement, as such actions may compromise ongoing investigations, exacerbate ongoing violence in the community and jeopardize the safety of members of the FITCOG, PPB, and or members of the community
Any member found to be in egregious violation of the FITCOG community agreements, and/or if restorative conflict resolution processes have failed
General membership is found to be a conflict of interest to the mission and objectives of the FITCOG

SECTION 11. Compensation. FITCOG members shall receive a stipend for their service.

Article 4

EXECUTIVE BOARD

SECTION 1. Executive Board. Appointed executive board members may only be community members serving in the FITCOG, who are not active police officers, city officials, or anyone holding an official city role or title, or an official role deemed as a potential conflict of interest.

SECTION 2. Organizational Structure. The Executive Board shall include a Chair and a Vice-Chair, each of whom shall be elected by the FITCOG through means of nomination and consensus vote.

SECTION 3. Additional Executive Board Members. FITCOG reserves the right to add additional board members and roles as they see fit to meet the mission and objectives of the group.

SECTION 4. Elections. Executive board members shall be elected every twenty-four (24) months during the FITCOG’s first meeting of its mid-term period (June). Any active member of the FITCOG may run for the position, or be nominated to run for the position by other voting group members. Elections are completed through a consensus vote.

Election voting is conducted during a regular meeting
The nomination and election of the vice chair or other executive board members shall be conducted in the same manner as that of the chair
In case of a tie, voting among the top two candidates shall follow the first ballot when three or more candidates are nominated
All newly elected board members shall undergo onboarding, and shadow current executive board members for 6 months prior to taking official assumption of duties
Newly elected board members shall assume their duties at the first meeting of the new 24 month term
In the event of the absence of a chair or vice chair, or if elected board office terms expire before the election, voting members of FITCOG shall nominate Pro-tem an acting chair to preside over meetings until the duly held election

SECTION 5. Term Limits. Executive members shall serve for no more than two consecutive terms, equivalent to forty-eight (48) months. Exceptions may be made to this rule if no one can adequately fill the positions and current members’ terms need to be extended. Executive members shall hold office until their successor shall have been duly elected or until their death, or until they shall resign or shall be removed in the manner hereinafter provided.

SECTION 6. Duties of the Chair. The Chair shall be the principal executive member of the FITCOG. The Chair presides at all meetings and their duties include:

To provide leadership
To ensure the oversight group functions properly
To ensure the group is managed effectively
To ensure the group maintains fidelity to its mission, charter, and community agreements
To represent the organization as its figurehead

Regularly reviewing FITCOG performance and identifying and managing the process for renewal of the group through recruitment of new members.
To represent the organization and sometimes be its spokesperson at, for example, functions or meetings.
Work directly with PPB Chief’s Office in supporting and participating in recommendations of FIT officers, sergeants, and lieutenants.
To carry out other functions as determined by the FITCOG
Work to establish meeting agendas, presenters, and facilitate meetings

SECTION 7. Duties of the Vice Chair. In the absence of the Chair or in the event of their death, inability, or refusal to act, the Vice-Chair in the order designated by the title to the office shall perform the duties of the Chair, and when so acting, shall have all the powers of and be subject to all of the restrictions upon the Chair. The key roles of the Vice Chair are:

To assist the Chair and PPB liaison staff in facilitation, coordination and communication to FITCOG, and the greater public
To ensure FITCOG volunteers and committee members are actively engaged in the achievement of FITCOG’s work plan
Develop an understanding of the overall goals of the FITCOG in order to build connections to prepare themselves to serve in the Vice Chair role.
Actively participate in the work of the FITCOG, provide thoughtful input to the deliberations, and focuses on the best interests of the FITCOG mission and community agreements
Assist Chairperson in developing a strategic plan, and carry out functional duties of FITCOG
Also works with PPB Chief’s Office in supporting and participating in recommendations of FIT officers, sergeants, captains and lieutenants
To carry out other functions as determined by the Chair or FITCOG

SECTION 8. Limits of Authority. With input from the members,the executive board chair and vice chair has the authority to set agendas, and facilitate and preside FITCOG meetings, and may be delegated other powers by the FITCOG, as well as any other duties or powers outlined in these bylaws. However, no member of the executive board gains any additional authority as an individual member, nor does this position have any more legal power than any other FITCOG member.

The person/s in the chair and vice chair position are obligated to represent decisions and to reflect the collective voice of the entire body of voting FITCOG members when working with the PPB, the City of Portland, other agencies, and to the public. No member of the executive board, be it individual or collective, may make any unilateral decisions concerning the FITCOG bylaws, mission, or formal recommendations to PPB regarding FIT objectives, strategies, or interventions. The job of the executive board is to facilitate the group consensus process by which these types of decisions are made.

SECTION 9. Removal from Position. On rare occasions voting members of the FITCOG may wish or have to censure or immediately remove a Chair, or other executive board members. The Chair and other executive board members may be removed from their positions through a vote of no confidence. All measures of conflict resolution, mediation, and dialogue should be exhausted first, before seeking a vote of no confidence. As a general rule, corrective action is the preferred way to deal with problematic behavior. Pulling people aside and having a one-on-one discussion directly addressing the behavior, or having the group review and address the community agreements, or even asking someone to step down, if necessary, are preferred. An executive board member should only be removed in extreme situations. Executive board members, (or FITCOG members in general) should not be removed just because of a personality conflict, for not “pulling their weight”, or taking an unpopular position. Being a “nay-sayer” or playing Candy Crush, during meetings doesn’t warrant removal.

SECTION 10: Enacting a Vote of No Confidence. In the event that all conflict resolution methods have been exhausted, and/or an individual in question refuses to step down, voting members of the FITCOG may then enact a vote of no confidence.

A vote of no confidence may be enacted in a regular or special meeting.
A vote of no confidence may be initiated by any voting member of the FITCOG, and requires the pre-established voting quorum [as defined in Article six (6), sections one (1) and two (2) of these bylaws] to successfully pass a consensus vote.
A vote of no confidence should be done one member at a time. In other words, a vote of no confidence is not usually applied to a group of people.
The initiator/s of a vote of no confidence shall document and list in detail the reasoning and evidence supporting a vote for no confidence, and provide sufficient, concrete evidence to their accusations, and shall present this information to the FITCOG during consensus proposal. Standard consensus discussion and voting protocols are implemented.
If more than one member of the executive board is named for a vote of no confidence, the initiator/s shall list and provide detailed reasoning and evidence to support the need for vote of no confidence for each individual named.
- Each individual accused requires their own consensus process and vote.

SECTION 11: When a Chair is removed. If a Chair is removed through a vote of no confidence, the vice chair then presides as interim.

If the vice chair does not want to preside, then the secretary or analyst presides.
These board members preside from their position and not from the Chair’s position.
If both executive members refuse or are unable to preside, or in a case where multiple members of the executive board are removed, voting members of the FITCOG will choose through consensus vote, an interim Chair or executive board members to hold position until the next duly held election.

SECTION 12: Reasons to initiate a vote of no confidence. A vote of no confidence may be enacted for a Chair or executive board member/s for reasons including but not limited to:

Persistent violation of the community agreements, including but not limited to: slanderous or insulting remarks; harassment; intentional embarrassment and humiliation of any member or participant of FITCOG; threats to hurt a member of the organization;
Misconduct in office: defrauding or cheating the organization; bribery; conspiracy; larceny; misuse of funds or resources; false charges and accusations; false vilification or slander of any FITCOG member, or the FITCOG; willful destruction of organization property; chronic absenteeism;carries out a task/s or attends a meeting while under the influence of drugs or alcohol;
Violation of the confidentiality agreement;
Arrogation or assumption by an executive board member of dictatorial powers -- powers not conferred upon them through the FITCOG bylaws;
Neglect of duty: inability or refusal to follow consensus protocols; inability or refusal to carry out facilitation duties; refuses to recognize members entitled to the floor; refuses to accept and to put consensus proposals to vote; refusal to allow group dialogue, reflection; ignores proper points of order; violates bylaws; violates the FITCOG’s will and substitutes one’s own; denies FITCOG members (voting and non-voting) the proper exercise of their consensus rights; inability or refusal to call meetings, carry out the membership’s direction, and carry out executive member duties as outline in Article four (4) sections seven (7) and eight (8) of these bylaws.
An executive board member doesn’t disclose a conflict of interest, and then personally benefits from a board or FITCOG decision.

Article 5

MEETINGS

SECTION 1. Meetings. FITCOG members will meet on a regular basis, determined by the Chair and FITCOG membership. Meetings shall be held on a weekly basis at minimum. FITCOG meetings are currently held on Thursday evenings from 5pm-7pm but subject to change. Members of the public may attend the meetings, with the exception of the confidential briefing section of the meeting.

SECTION 2. Confidential Briefings. Due to the sharing of sensitive information around gun violence, this portion of the meeting is limited to appointed members of the FITCOG who have signed a confidentiality agreement. To avoid compromising ongoing investigations or jeopardizing the safety of those involved with the work of the FIT, all members of the public, including FITCOG members who have not signed a confidentiality agreement, may not attend the confidential portion of the meeting. Credentialed members of the press are welcome to join the confidential portion but are also required to sign the confidentiality agreement and exclude data shared during this section of the meeting in their reporting.

SECTION 3. Covid-19 Public Access Meeting Information. Due to public health concerns created by the Covid-19 pandemic, FITCOG meetings are held via video conference through Zoom. Meeting links, agendas and recordings of previous meetings can be accessed via the City of Portland website.

SECTION 4. Special Meetings. A special meeting of the FITCOG may be called by the Chair to address time sensitive needs.

SECTION 5. Annual Meeting. An annual meeting of the FITCOG shall be held during the month of June of each year to review goals, objectives, and plans of the oversight group.

SECTION 6. General Community Meetings and Events. The FITCOG shall organize each year at least one general community meeting for community needs assessment, FIT evaluation, and recognition awards.

SECTION 7. Notice of Meeting. Written notice stating the place, day, and hour of the meeting and, in the case of a special meeting, the purpose for which the meeting is called, shall be delivered not less than one week before the date of the meeting, either personally, by email, or by mail to each member.

SECTION 8. Public Testimony. All regular FITCOG meetings shall designate time on the agenda to accept testimony from the public. Each community member shall be given up to two (2) minutes to provide testimony.

Article 6

VOTING AND DECISION MAKING

SECTION 1. Decision Making Process. FITCOG makes decisions using a consensus model requiring seventy five percent (75%) of agreement.

Image removed.

SECTION 2: Voting Quorum. FITCOG requires fifty percent (50% ) of voting members to be present to conduct an official consensus vote.

SECTION 3. Voting Members. All FITCOG community members shall have voting rights with the exception of city officials, and sworn members of the Portland Police Bureau.

SECTION 4. Non-Voting Members. Non-voting members of the FITCOG may bring forth consensus proposals, ideas, and engage in group discussions, but may not vote in the consensus processes. Non-voting FITCOG members are defined as any official member of the FITCOG who represent positions within the PPB, the City of Portland, or other agencies serving in an official capacity.

SECTION 5. Conflict of Interest. FITCOG members shall abstain from a consensus vote on any topic or matter that presents as a pecuniary conflict of interest to any member or members of the FITCOG. Members may still provide insights, and feedback during the discussion phases of the consensus process.

SECTION 6:Vote of No Confidence, Removing Executive Board Members. (See Article 4, Section 9). The FITCOG may utilize a formal group consensus process in lieu of a separate investigative subcommittee in cases involving a proposal for a vote of no confidence. In this circumstance, the FITCOG will use the proposal phase of the consensus process to present accusations, cause and evidence for removal before the FITCOG. Accused individuals who wish to defend against the vote of no confidence may present their case before the FITCOG during the discussion phase of the consensus process. Further discussion, concerns, and deliberations of the FITCOG occur during the discussion phases. After all evidence is presented, statements made, and concerns addressed, the group may move to consensus vote.

SECTION 6: Shared Facilitation and Consensus Process. A presiding member of FITCOG such as the Chair, Vice Chair, or other executive board members may participate in proposals, discussions, or voting in the consensus process (if they are a voting member), so long as they are not presiding over the sections of the process they are contributing to. For example: If the Chair or Vice Chair would like to present a proposal, someone other than the chair shall preside over the consensus process. A non-voting FITCOG member may be allowed to facilitate only (not vote in) the consensus process in these instances. When voting, someone other than the consensus presider shall engage in temperature checks, and verifying consensus agreement. The general voting body of FITCOG members should select and designate the non-voting presider to aid in consensus facilitation. This individual should be selected in advance prior to any meetings or processes to ensure they have an adequate understanding of consensus protocols and procedures.

Article 7

SUBCOMMITTEES

SECTION 1. Creation of Subcommittees. Committees may be formed by the Chair or Vice-Chair, or through group consensus vote to address specific topics or needs related to the ongoing needs of the FITCOG. Committees or subcommittees can meet as often as needed.

SECTION 2. Core Subcommittees. Core subcommittees are ongoing subcommittees specifically aimed at addressing and aiding in the objectives of the FITCOG mission.

FIT Training & Development. Subcommittee members will work with FIT command to regularly review training materials and recommend areas of additional training and supplementary information, particularly on topics involving use of force.
Best Practices in Community Policing. Subcommittee will work with FIT Command and officers to research and make recommendations regarding innovative concepts in 21st Century Policing practices for our communities. Completes minimum of an annual survey of FIT officers to identify knowledge and skill levels of officers and monitors implementation.
Equity Oversight Committee. Regularly reviews data and demographics including stops data, arrest data, etc. and demographics to assess for over policing of communities based on race or socioeconomic status. Reports back to FITCOG to present any concerns related to patterns or trends, as well as provides context regarding data.
Budgetary and Fiscal . Subcommittee works with the PPB Chief’s Office and FIT Command to recommend annual budgetary needs, attend budgetary hearings and provide recommendations for financial needs. Provides feedback to FIT command regarding budget allocations and spending patterns
Program Assessment. Conduct regular reviews of the work of the FIT team, experiences of community members, FIT officers and partnering organizations to provide proactive recommendations.

Article 8

COMMUNICATIONS AND RECORD KEEPING

SECTION 1. Communications. All information regarding non-confidential portions of the meeting is available on the City of Portland website.

SECTION 2. Reporting. Within 60 days of the June Annual Meeting, the FITCOG will provide an annual report with the following information:

The accomplishments of the previous year
FIT Stops Data, FIT Search Data, FIT Force Data
Gun Violence Trends including known demographic data of victims and suspects
Ongoing status of funding and funding recommendations for FIT to maintain equipment, staffing and training expenses

SECTION 3. Recordkeeping. The FITCOG analyst, or in their absence the Chair, Vice-Chair or their designee will produce and send the following documents to all members of the FITCOG, on a weekly basis:

Minutes from the weekly meeting to include attendance
Agenda for the next weekly meeting at least one day in advance of the meeting
A summary of any non-confidential recommendations or votes
Meeting location and links for all meetings held via video conferencing platforms
Any other relevant information or materials necessary for the FITCOG to conduct business
Non-confidential FITCOG documents will be stored on a City of Portland owned SharePoint drive to ensure public access to records
FITCOG Chair and Co-chair and other committee members will be provided with City of Portland email addresses to allow access to city owned SharePoint documents

SECTION 4. Presentations. FITCOG may be asked to present updates or status reports to the Commissioner-in-Charge of the PPB. Such presentations and updates are duties to be carried out by members of the FITCOG executive board.

SECTION 5. FITCOG’S Records. The following records will be consistently maintained on the website by the FITCOG analyst. In the absence of an analyst, FITCOG’s records shall be maintained by members of the executive board, until the analyst position is filled. The following information shall be maintained on the website:

The original copy of FITCOG bylaws and charter, including all amendments and alterations
All meeting calendars and event dates
All approved meeting agendas
All approved meeting minutes
All formal recommendations made by the FITCOG to PPB
All resolutions passed by the FITCOG
A current list of all FITCOG members, their biographies, and their term of service

SECTION 6. Right of Inspection. Any FITCOG member may examine the records related to any of the FITCOG’s proceedings.

SECTION 7. Confidentiality. The Portland Police Bureau’s Focused Intervention Team (FIT)’s goal is to de-escalate and lower the tensions in the community that are feeding the contagious gun violence crisis. To provide effective recommendations, the FITCOG is provided with extremely sensitive information regarding incidents of gun violence in the community to better understand the realities and challenges of effective investigation and intervention. Briefings on recent crimes and ongoing investigations are held confidential due to the following reasons:

Details of incidents may be initial reporting and contain unconfirmed details, including information on suspects or parties of interest who may later be found to be uninvolved
Risk of compromising ongoing investigations
Safety concerns related to victims and or witnesses to gun violence
Potential escalation of gun violence through retaliation
Compromising the safety of PPB Officers by revealing sensitive information around ongoing investigations

SECTION 8.Media Engagement Policy.

No information shared in the confidential briefings shall be shared publicly in conversations, interviews, social media, publications, or any other disclosure platforms
All primary media communications should be directed to the Chair or Vice Chair
FITCOG members may share public information updates that follow official FITCOG communications to their prospective community groups

Article 9

COMMUNITY AGREEMENTS

SECTION 1. Purpose of the Agreements. The members of the Focused Intervention Team Community Oversight Group have created a set of community agreements to guide our work and how we engage with one another and the community. To create these agreements, we asked “What do you need from every person in this group in order to feel safe, supported, open, productive, and trusting… SO THAT we can serve our City, community well, do our best work, and achieve our common vision. These discussions resulted in the following ideas that will serve as guidelines for the various aspects of our work. The community agreement is an organic document that may be changed, edited, or added to based on needs of the group.

SECTION 2. How We Listen.

We listen to understand
We practice active and engaged listening
We validate others’ feelings and experiences, even when they are different from our own

SECTION 3. How We Speak.

We speak our truth with compassion
We speak for ourselves or the agencies we represent
We speak from our lived experience, expertise, and provide facts and details
We make room for other voices, we step up, and/or step back

SECTION 4. How We Engage With Each Other.

We recognize this to be a ‘brave’ space, rather than a “safe” space
Truth at times will be uncomfortable to hear, but we remain committed to the process of peaceful dialogue
We recognize that trust is earned, but we also assume positive intent and good will even when we disagree
We respect the professional limitations of certain roles within the group
We engage in proper self-care outside of FITCOG
We are mindful of the energy we bring into this space
We enter each meeting emotionally and physically prepared

SECTION 5. How We Resolve Conflict.

We acknowledge when harm has occurred
We address the harm/s by speaking with individual directly or to the group (depending on the most appropriate course of action)
We make space for group members to share what they need in the event of harm doing
We make space to give and receive apologies when necessary
We follow through, and follow up on resolutions made
We are committed to utilizing restorative conflict resolution processes

SECTION 6. How we make decisions.

Utilize a consensus decision making model

SECTION 7. Operational Agreements.

Meetings start and end on time
Group facilitators/moderators will utilize progressive stack taking
Public meetings and zoom links will be kept up-to-date and posted weekly on the city or FITCOG web link
A calendar of all meetings, closed and public will also be updated regularly and posted to the FITCOG weblink
Agendas and decision summaries will be posted for public record on a regular and timely basis

Article 10

AMENDMENTS

FITCOG members may propose recommendations or changes to this charter, and these bylaws through a consensus vote process at a regular or special meeting. Notice of the proposed bylaw or charter changes shall be sent out to all FITCOG members ten days prior to any meeting or consensus vote of said amendments. Any amendments indirectly or directly impacting City, or PPB policies or regulations must have approval by the Commissioner-in-Charge of the PPB, and/or the Chief of Police prior to any consensus vote.

Article 11

EFFECTIVE DATE

This charter and these bylaws will be adopted upon a consensus vote of the FITCOG members at a regular meeting.

April 7, 2022

These bylaws were adopted by the FITCOG on__________________.

These bylaws are approved.