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immediate recommendations that addressed some of the specific concerns brought to the commission's attention, and identify policy and training issues to be worked on in the future. Throughout the different discussions, commissioners focused on the following overarching policy issue: Are community expectations for police employee conduct and performance sufficiently delineated in policy and addressed through training, and are there other opportunities to improve interactions between police and community members ? With the exception of the policy work related to the use of Social Security Numbers, the outcomes of this project are outlined below. · Roundtable Discussion Pilot Project In partnership with the Eugene Police Department Diversity Committee, members of the Police and Human Rights Commissions designed a pilot program involving a series of roundtable discussions between police officers and community members to share perspectives and build positive relationships. The designers sought to create an environment where open dialogue between a small group of community members and police personnel on common values and concerns could be established with the goal of fostering trust and improving mutual understanding and respect. A project description, ground rules and confidentiality agreement, seed questions, and plans for participant selection were created for review and approval by the Police Commission. Prior to piloting a discussion group, the project was postponed indefinitely at the request of several community members who, while in support of the concept, advised that the timing for initiating this project needed more careful consideration. · Publicperceptions of Police Employee Performance and Conduct The Police Commission held a work session to review local survey data that measured residents' perceptions of police performance and demeanor, as documented in the 1995 and 1999 Police Services Household Survey and 2001 Call-Taker and Patrol Officer Customer Service Quality Survey. The work session provided an opportunity for commissioners to assess the value of surveys in gauging public satisfaction with police services and performance (the survey data indicated a high level of public satisfaction with police performance and conduct) and to consider if there are other strategies that can be utilized in lieu of, or in concert with, a survey to measure public perception of its police department. · Interactions Task Team In October 2003, members of the Police and Human Rights Commissions met with police command staff to voice their concerns regarding an apparent increased strain on police/community relations. They requested the department's assistance in identifying potential causes for this tension and in lending its expertise and leadership in finding solutions that would improve interactions between police and the public. As a result of this discussion, the police department assigned representatives from different ranks in the organization to work with commissioners to develop short-term recommendations that would make a positive impact on police/community relations. The team created a list of almost fifty suggestions and grouped them into four categories: 1) complaint process, 2) workload/resource issues, 3) internal/external communication, and 4) relations with the public. 2004 Annual Report Page 3 of 10