With the announced retirement of President Harvey G. Stenger, the CCRB’s commissioning will sunset. In anticipation of this transition, the Board has focused this final report on consolidating institutional learning, documenting progress, and proposing actionable next steps that can be embedded within University structures to endure beyond the Board’s tenure.
Comprehensive Final Report
Date: September 17, 2025
To: President Harvey G. Stenger
From: Karen Jones, Vice President for Diversity, Equity, and Inclusion; and
Matthew D. Johnson, Professor and Director of Clinical Training, Psychology
Executive Summary
The Campus Citizen Review Board (CCRB) was established in June 2020 to strengthen trust, accountability, and communication between the Binghamton University Police Department (BUPD) and the campus community. Across five academic years, the CCRB examined BUPD policies and practices, reviewed arrest data, engaged community stakeholders, and advanced recommendations to enhance transparency, equity, and mental health response. Notable achievements of BUPD include implementation of body-worn cameras (2022), sustained attention to de-escalation and bias training, and active dialogue around mental health crisis response and protest management. With President Stenger’s retirement, the CCRB’s commissioning is expected to sunset. This report summarizes the Board’s work to date and provides transition-focused recommendations to sustain progress beyond the CCRB’s tenure.
Introduction
In June 2020, Binghamton University commissioned the Campus Citizen Review Board (CCRB) to conduct independent, evidence-informed reviews of the Binghamton University Police Department (BUPD) and to make recommendations that promote equitable, community-centered policing. The CCRB operated through working groups focused on community policing, outreach, mental health, selection & training, policies & procedures, and arrest records.
With the announced retirement of President Harvey G. Stenger, the CCRB’s commissioning will sunset. In anticipation of this transition, the Board has focused this final report on consolidating institutional learning, documenting progress, and proposing actionable next steps that can be embedded within University structures to endure beyond the Board’s tenure.
CCRB Background & Charge
• Assess underserved aspects of campus mental health support and community policing.
• Review BUPD arrest records for potential patterns of bias and recommend remedies.
• Evaluate BUPD policies and procedures for alignment with best practices.
• Assess training provided to BUPD personnel; identify gaps.
• Review complaints against BUPD for bias under presidential guidance.
• Conduct an annual review of CCRB’s charge and propose scope adjustments as needed.
Membership and Operations (Selected Years)
2020–2022
Board established working groups on Community Policing; Outreach & Engagement; Mental Health; Selection & Training; Policies & Procedures; and Arrest Records. The Board met biweekly, alternating with subcommittee meetings, and conducted interviews with campus stakeholders. Key focus areas included arrest data disparities, training balance (tactical vs. de-escalation), and policy benchmarking against national standards. The Board also hosted a regional speaker to examine community policing and engagement initiatives; and made recommendations for improvements of the University Police website and community engagement activities.
2023–2024
Met four times; hosted BUPD leadership and off-campus housing staff. Examined license plate readers, campus protest management, and officer training related to suicide response. Expressed concerns regarding the timeliness of the CCRB Implementation Committee’s progress on adopted recommendations.
2024–2025
Maintained regular communication with Interim Chief Matthew Rossie. Discussed mental health transport policies (including SAFE Act considerations), police roles in protests and counter-protests, and protocols for federal law enforcement engagement. Reviewed monthly arrest reports (no concerns noted) and tracked complaints (none reported).
Highlights & Milestones
• Body-worn cameras implemented by BUPD in Fall 2022; all officers equipped and trained; recordings retained per category-based schedules.
• Structured, ongoing engagement with BUPD to address mental health crisis response gaps, including evening coverage needs and transport policies.
• Continued policy review against best-practice frameworks; emphasis on de-escalation, duty to intervene, and protest/crowd management aligned with a guardian mindset.
Findings by Workstream
Arrest Records & Data (2018–2019 analysis; reported 2020–2021)
The University’s internal audit of 2018–2019 arrest data indicated racial disparities in arrests, with Black students more likely to be arrested than white students, and a small subset of officers accounting for a disproportionate share of arrests involving Black students. Recommendations included targeted bias training and replacing/upgrading the records management system to enable demographic analyses.
Selection & Training
Training time at the academy and in-service was weighted toward tactical/force modules, with limited hours devoted to de-escalation, community policing, and interpersonal skills. Recommended rebalancing training hours; embedding de-escalation, bias awareness, and cultural competency; and assessing the effectiveness of training through scenario-based evaluations.
Mental Health Response
Identified critical need for expanded evening crisis intervention capacity (5 p.m.–midnight), leveraging a paid crisis counselor paired with trained student interns through a community partnership model, to reduce unnecessary hospital transports and improve outcomes.
Community Policing, Policy & Protests
Encouraged more visible, non-enforcement engagement; transparent complaint processes; and clear policies for protest and crowd management that prioritize de-escalation and minimize militarized postures. Recommended policies for respectful interactions with transgender and non-binary community members.
Recommendations for 2025 and Beyond
• Conduct a National Search for the next Chief of Police: Launch an inclusive, equity-focused national search, with the help of a search firm, to identify a leader with demonstrated commitment to community policing, transparency, and accountability.
• Finalize Outstanding Initiatives: Complete reviews of BUPD policies on mental health response, protest management, and federal agency interactions; document all pending recommendations and share with incoming leadership and stakeholders.
• Institutionalize Transparency Practices: Embed annual publication of arrest and demographic data and compliant release of officer disciplinary records into University policy so these practices persist beyond CCRB oversight.
• Embed Mental Health Response Improvements: Secure funding and formalize agreements for expanded evening crisis intervention services in partnership with local agencies prior to the transition.
• Sustain Training Reforms: Codify de-escalation, anti-bias, and cultural-competency training within BUPD standard operating procedures and relevant SUNY compliance frameworks.
• Preserve Community Engagement Channels: Transition CCRB outreach functions (forums, speaker series, educational programming) to existing campus units such as the Division of Diversity, Equity and Inclusion and/or the Center for Civic Engagement. Including updating Community Policing Initiatives/Engagement activities information on the University Police website.
Implementation Tracking (Selected Items)
We recommend establishing a process for tracking the implementation of some of the aforementioned initiatives.
• Body-worn cameras implemented (2022); training completed; storage/retention procedures operational.
• Ongoing review of mental health transport and crisis response policies; partnerships under discussion.
• Protest management guidance discussed with BUPD; continued emphasis on de-escalation/guardian mindset.
References
Binghamton University Campus Citizen Review Board (CCRB) website: https://www.binghamton.edu/organizations/ccrb/
Binghamton University News: 'Binghamton University Police using body-worn cameras' (Oct. 26, 2022): https://www.binghamton.edu/news/story/3913/binghamton-university-police-using-body-worn-cameras
An archive of the CCRB's mandate follows.
Overview
The Campus Citizen Review Board (CCRB) Binghamton University intends to develop and promote accountability, trust and communication among the Binghamton University campus community and the Binghamton University Police Department (BUPD). The CCRB will impartially review investigative reports related to allegations of police misconduct and make recommendations in a timely manner regarding complaints filed by members of the campus community against the BUPD. Binghamton University and the CCRB encourage the community and the public to bring forward such complaints. The CCRB will also make policy, procedures and training recommendations.
Letter to the Review board
To: President Harvey Stenger
From: CCRB Implementation Team
RE: Progress Report
Date: January 21, 2022
The Campus Citizen Review Board (CCRB) Implementation Team is pleased to present you with this update on the CCRB-related tasks you assigned in September. Our team has been meeting since early October. Though we had hoped to get an earlier start, a number of the team’s members were heavily involved in COVID-related activities throughout September and then again as we ended the semester and year. However, even within that short timeframe, we have made some significant progress.
Our assignment, as outlined in your letter dated Sept. 3, 2021, included the following:
- increase the visibility of the University Police Department's (UPD) Community Policing Program;
- increase the gender and racial diversity of our police officers;
- maintain compliance with the New York state standards on police use of force;
- ensure access to providing campus feedback on the performance of our police officers;
- enhance the capabilities of our police reporting software and equip officers with body cameras and develop appropriate policies for their use;
- assess our training, specifically around the topics of de-escalation and bias training, and educate our campus community on the extent of our training efforts;
- engage appropriate staff to discuss how to best collaborate on mental health response services during evening and weekend hours; and
- engage with communications and marketing staff to publicize the work of the CCRB, its first annual report and actions that will be taken in response to the report.
The team embraced this assignment with a clear understanding that this work is a priority for you, senior leadership and the CCRB, and is important to the entire campus community. Every student, faculty, staff member and visitor who steps foot on our campus must be afforded the right to feel valued and safe. One of the significant ways to accomplish this goal is to help strengthen the trust between our UPD and the campus community. In addition, our team wants to make sure that our students' mental health is supported. We believe the steps that have been taken to date and outlined below will go a long way in assuring this campus remains a secure space for all.
The Implementation Team appreciates the care in which these recommendations were made as part of the CCRB's report. We believe we have taken similar care to ensure we either completed the assignment or made significant progress in the past three months.
Most of our team’s action items involved the UPD and below are Chief John Pelletier's updates:
Recommendation — Increase visibility of UPD's community policing program
UPD returned to its community policing activities in fall 2021 after reducing community policing activities due to COVID restrictions in March 2020. Community policing remains a bedrock of its philosophy and how it operates. In order to build relationships with students and other campus populations, UPD has continued several past activities and added others. UPD has had a constant bike patrol presence as the weather allows during the semester and has also completed 376 community policing outreach events through mid-December, including educational programs, Resident Assistant (RA) checks and overall interactions with the community. These events are conducted by multiple officers and are held on a 365/24/7 basis as appropriate to reach all our constituents. The Office of Communications and Marketing (C&M) is also working with UPD to provide a better understanding of the department via updates on our website (including identifying UPD senior administration with photos and contact information) and published stories about operations and officers. For example, one recent story highlighted UPD Security Services Assistant Amir Aslamkhan, who took unpaid leave to act as an interpreter for Afghan refugees, mostly children. His volunteerism was reported on by multiple local news outlets and the University's communication channels. UPD anticipates working with C&M on more stories to help highlight UPD activities. UPD also held four coffee and cookies with UPD events this past semester, one each at the School of Pharmacy and Pharmaceutical Sciences, Decker College of Nursing and Health Sciences, University Downtown Center and on Veterans Day, in front of The Union on the main campus. UPD also tabled in The Union to promote its Breast Cancer Awareness Month fund drive/pin sale, which collected $875 in donations that were given to the American Cancer Society. These events were advertised and promoted on B-Line and Dateline. UPD also participated in two drug takeback events with students at the School of Pharmacy. Again, these are just some examples of how UPD continues to interact with the campus community, and we plan to continue and grow our community policing and outreach efforts.
Recommendation — Increase the gender and racial diversity in our department and maintain compliance with the NYS standards on use of force
UPD has always worked to maintain as much diversity as possible given the restrictions of our hiring opportunities. UPD is obligated to follow Civil Service Law and the exams are given only every four years. Civil Service is working to address the issue of diversity in police departments; however, to do this, the law needs to be changed. UPD and SUNY police departments statewide have voiced this need on every level. It will be a long process to re-vamp the Civil Service Law to make it more equitable and competitive with municipal police agencies as well as the NYS troopers who don't fall under the Civil Service umbrella; however, as a campus, we will continue to advocate for change and to recruit those who will add to the diversity in our department. We understand SUNY is also very interested in seeing these changes occur and we will continue to work with them on their advocacy efforts to see these changes implemented on a statewide level.
Recommendation — Maintain compliance with the NYS standards on use of force
Use of force is something UPD takes very seriously and trains vigorously to understand how it should be utilized as well as its limitations. It is also strictly governed by New York State Law. Because UPD is an accredited agency with the NYS Department of Criminal Justice, it is therefore bound to follow all use of force laws. UPD officers are properly trained and understand the use of force laws they must adhere to. Without exception, any use of force incident is reported to the Department of Criminal Justice for review.
Recommendation — Ensure access to providing campus feedback on the performance of our police officers
Most interactions between University Police officers and members of the campus community are amicable, and much of their work involves educational initiatives. Their commitment to law enforcement is based on respect for individual rights. However, at times the work of any police agency is inherently dangerous and sometimes contentious. An officer's work often involves extremely challenging circumstances where conflicts and miscommunication between the campus community and the police may arise.
UPD urges resolution of complaints through informal means whenever appropriate; however, if anyone feels they were treated unfairly or unprofessionally by any UPD personnel and wants to lodge a formal complaint, those complaints can be filed at this link (https://www.binghamton.edu/police/compliment.complaint.html). Additionally, individuals who have had a positive interaction with an officer or staff member are also encouraged to report that information at the same link (https://www.binghamton.edu/police/compliment.complaint.html). UPD will also continue to work with the CCRB on future surveys and other ways to improve the methods for providing feedback.
Recommendation — Enhance the capabilities of our police reporting software; equip officers with body cameras and develop appropriate policies for their use
For some time, UPD has wanted to move in the direction of adding body cameras to improve and provide additional transparency to our community policing and enforcement efforts. UPD is pleased to announce that it is moving forward with this initiative. UPD has recently ordered body cameras and expects to receive them near the end of January. The department will meet with the consultant team in February to set them up and then begin training officers on the proper use of the cameras. UPD expects to be fully operational before the start of the fall 2022 semester. In addition, UPD is currently tracking every arrest the department makes and sharing the information with the CCRB. That arrest information is also published on the UPD website for transparency purposes and to identify any concerning trends. Additionally, UPD is looking to upgrade its software system. Until that new system can be purchased, UPD will continue to provide monthly arrest records to the CCRB for its review.
Recommendation — Assess UPD training, specifically around the topics of de-escalation and bias training, and educate our campus community on the extent of the training efforts
UPD officers must complete mandatory training modules on Violence Prevention and Domestic Violence in the Workplace, Preventing Sexual Misconduct, Preventing Discrimination and Harassment, Internal Controls and HazCom/Right to Know. However, officers also complete annual and cyclical training in many areas that enable them to better serve and protect the campus. These trainings run the gamut from crime prevention to safety issues. The training programs have been placed on the UPD website and are updated annually, demonstrating the depth and time committed to training by the department.
UPD had another significant training opportunity when the department was provided access to a six-week course titled “Promoting and Protecting Civil and Human Rights” provided by the Auschwitz Institute for the prevention of Genocide and Mass Atrocities. The course is designed for law enforcement leadership; a two-week course for officers is also offered. Myra Sabir and Chief Pelletier took the course simultaneously and met once a week via Zoom to discuss different topics about the course. Except for Professor Sabir, who was allowed into the course based on her role with the CCRB, all others participating in the course were law enforcement personnel. The course presented a topic and then students were required to comment after each topic, normally three responses per week for discussion. The topics included Community Policing, Hate Crimes, Laws and Procedural Justice, Trauma (historical, community, police, experienced and observed), Racism and Bias (Jim Crow Laws, police used to catch runaway slaves, how policing is viewed and has been used, Nazi Germany policing). UPD lieutenants also enrolled in the course, allowing all officers to acquire views from law enforcement all over the country. Chief Pelletier was invited by the International Association of Campus Law Enforcement Administrators (IACLEA) to discuss the training on a web presentation and we promoted it as a good learning experience for law enforcement leadership. Since then, UPD has incorporated parts of the training into our service training (procedural justice, bias training, history of policing).
One of the other CCRB recommendations involves improving the campus' response to the mental health needs of our students during off hours (nights and weekends). CCRB Implementation Team member Johann Fiore-Conte, associate vice president and chief health and wellness officer, provided the recommendation below.
Recommendation — Engage appropriate staff to discuss how to best collaborate on mental health response services during evening and weekend hours
First, to maintain a high quality of response, we believe consideration of periodic training for all first responders (all levels of Residential Life staff, professional staff serving in direct care roles, Students of Concern Committee, Threat Assessment Team, University Police, etc.) will be beneficial. Regular training opportunities do currently exist within some of these groups. We will review current training strategies, identify gaps and develop a formalized training schedule that will support a sustained approach to impactful response.
Secondly, while the response to on-campus residing students is strong, support for those students residing off campus, particularly during times of mental health crisis, is largely dependent on resources within local municipalities, and they vary from location to location. While the mobile crisis team, sponsored by the Mental Health Association of the Southern Tier (MHAST) does serve greater Binghamton, it is believed the demand can exceed the resource. The Division of Student Affairs will work with MHAST to determine whether there might be any partnering opportunities available to increase reach within our greater community and the areas within which our students reside off campus. As indicated in the draft proposal crafted by the CCRB, this could not only provide greater service, but also provide internship opportunities for health sciences and social work students.
Additionally, there is a handout attached to this report that summarizes the University's current response and related resources directed to support students experiencing mental health crisis.
Summary: The Implementation Team looks forward to strengthening its partnership with the CCRB. The team will continue to work with the CCRB and its liaison, Vice President for Diversity, Equity and Inclusion Karen Jones. The team will also engage with Communications and Marketing to publicize the work of the CCRB, including its first annual report, and through additional actions to continue to improve our campus environment and culture. Together, we feel confident that we can make further progress and ensure that all of our students, staff, faculty and visitors feel valued, safe and heard. We believe our campus can become a place where everyone feels they belong and are treated equally and with respect.
Report of the Campus Citizen Review Board (CCRB) 2020-2021
The Campus Citizen Review Board, co-chaired by Vice President for Diversity, Equity and Inclusion Karen Jones and Associate Professor of Human Development Myra Sabir, has released its first report, covering the 2020-2021 academic year. President Harvey Stenger has accepted the report and thanked the co-chairs and representatives who served.
Sept. 3, 2021
Dear Karen and Myra,
Thank you for your service this past year co-chairing the Campus Citizen Review Board. I applaud your first report as a successful start to helping the campus understand the committee’s views on how policing occurs on campus and how it is regarded.
My goal in establishing this board was to identify areas that we could develop further to ensure a campus where everyone feels valued and safe, while at the same time strengthening the trust between our University Police Department (UPD) and the campus community.
Your report was well organized into six sections, each with analysis and recommendations on the topics of Community Policing, Committee Engagement and Outreach, Mental Health, Selection and Training, Policies and Procedures, and Arrest Records. This organization allows me to target my responses to the most critical and urgent recommendations.
I have also convened an Implementation Group comprised of Darcy Fauci, chief of staff; JoAnn Navarro, vice president for operations; John Pelletier, chief of University Police; Brian Rose, vice president for student affairs; Johann Fiore-Conte, associate vice president for student affairs; and Greg Delviscio, vice president for communications and marketing. I have asked this group to provide me with a written review of your report, discuss your recommendations and determine how best to address them. I anticipate their review will be issued soon and they will then begin their implementation work after that report is received.
In regard to their implementation work, I have asked them to focus their efforts on how best to:
- increase the visibility of UPD’s Community Policing Program;
- increase the gender and racial diversity of our police officers; maintain compliance with the New York state standards on police use of force;
- ensure access to providing campus feedback on the performance of our police officers;
- enhance the capabilities of our police reporting software; equip officers with body cameras and develop appropriate policies for their use;
- assess our training, specifically around the topics of de-escalation and bias training, and educate our campus community on the extent of our training efforts;
- engage appropriate staff to discuss how to best collaborate on mental health response services during evening and weekend hours;
- and engage with communications and marketing staff to publicize the work of the CCRB, its first annual report and actions that will be taken in response to the report.
As the semester begins, I encourage you to continue holding open meetings and inviting speakers to campus on topics related to campus police policies and best practices.
Thank you for your service and leadership on this critical project.
Sincerely,
Harvey Stenger
President, Binghamton University