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4. <br />Center). <br />3) Again, rt shauld be noted that there is a cost to the City whenever recruiting, <br />training and related activities replace regulaz patrol duties; these costg need <br />to be extiinate� and monitored as c3asely as possib�e for Ciiy Manager <br />approvai. <br />4) Recruiting brochures and simiIar information should he placed in prom���t <br />P��� P�aces, such as the Activity Center, the.North Suburban Yoath Center, <br />and the Fairview Community Center, as wei� distributed to service <br />organizations such as Chamber of Commerce, Rota�y and Lions Club. <br />Follow-U and Evaluat�on <br />Th� DeP�ent wiIl maintain records on its iaentification and recruitment e$'orts and review <br />and analyze those efforts at [east annuaIiy. Records wiIl include: <br />� <br />: <br />C <br />�►a <br />E <br />Events attended by Department staff where identifying and recruiting took place: <br />who attended, when, cantacts made. <br />Contact sheets from any Department member identifying potential job candidates, and <br />description of foIiow-up efforts_ <br />Letters, applications and general requests for informa#ion received regarding <br />employment in the Department, and description of follow-up e$or�_ <br />Names of applicants for Department positions who were identified and recnuted by <br />members of the Department. <br />Totai number of applicants hired, and applicants hired from minority and protected <br />classes. <br />� <br />Chief of Police <br />AAP/ 4 <br />�� �� <br />Date <br />