New Jersey Public Safety Employee Lawyer & Attorney : Arpaia & Crivelli Law Firm : Police, Firefighters, Workers Compensation, Discipline Representation : New Jersey

In the matter of O’Rourke v. City of Lambertville, Docket No. A-0481-07T3, the Defendants appeal the trial court’s decision: (1) reversing the Lambertville City Council’s decision removing Plaintiff, Michael O’Rourke, from his position as a police officer; (2) reinstating Plaintiff to his position; and (3) denying their motion for reconsideration. Defendant, Bruce Cocuzza, is the city’s civilian police director. Plaintiff, a sergeant first class, was the police department’s Terminal Agency Coordinator (“TAC”) for the National Crime Information Center (“NCIC”) system, which contains a wide array of law enforcement information. 

The city charged Plaintiff with conducting unauthorized and improper employee background investigations, in defiance of Cocuzza’s direct order, and engaging in conduct subversive to the good order and discipline of the department in doing so. At the disciplinary hearing, Cocuzza testified that he and Plaintiff were discussing the temporary transfer of an employee from city hall to the department when Plaintiff told him that the employee would have to submit to a background check or be fingerprinted for security purposes. Cocuzza said he told Plaintiff that no action should be taken until Cocuzza received written authorization from “somebody in authority” and spoke with the city attorney regarding same. Later, Cocuzza learned Plaintiff had performed background investigations of five civilian employees of the department, including Cocuzza, without authorization.

After the officer assigned who was assigned to the department’s internal affairs unit declined to investigate because of his long-term social relationship with Plaintiff, Cocuzza decided to conduct the investigation himself. In his report, Cocuzza wrote that Plaintiff had been insubordinate and that his actions constituted a serious breach of discipline and a flagrant abuse of authority. 

Plaintiff testified that he performed the checks under his authority as TAC officer, indicating that under the State’s security policy anyone with access to the NCIC system had to have a background check and fingerprints taken. He also stated that he understood Cocuzza to mean that he should not ask anyone for their fingerprints, which he did not do. He did concede that he did criminal checks on five employees, including Cocuzza.

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In the case of In the Matter of Carpenito, Sergeant Vincent Capenito appealed a final agency decision dismissing him from the Division of State Police. The Appellate Division sustained Carpenito’s dismissal and rejected his contention that the policy of progressive discipline required a less severe sanction.

On March 24, 2006, Carpenito was charged with five disciplinary infractions of the rules and regulations of the Division of State Police. The case was eventually transferred to the Office of Administrative Law as contested matter. A seven day hearing was conducted by an administrative law judge (“ALJ”), who issued an initial decision finding Carpenito guilty of the charges against him and recommending his termination of employment. Thereafter, Colonel Joseph Fuentes, Superintendent of the State Police, adopted the findings of the ALJ and dismissed Carpenito from the Division. This appeal followed.

On appeal, Carpenito argued: (1) there was insufficient evidence to support the findings that he engaged in conduct that warranted discipline; and (2) the sanction of dismissal was inconsistent with the general policy of progressive discipline. The Court, in rejecting Carpenito’s arguments, found that the Superintendent’s determination that Carpenito left his post while on duty and lied to investigators was based on Carpenito’s own admissions and, therefore, Carpenito’s contention that he was denied his right to cross-examine his wife because of her invocation of her Fifth Amendment right was of no consequence. 

Moreover, the Court found the Superintendent was entirely justified in terminating Carpenito’s employment due to the seriousness of the misconduct. The Court held that the Superintendent properly: (1) recognized that some disciplinary infractions are so serious that removal is appropriate notwithstanding a largely unblemished record and; (2) considered Carpenito’s prior disciplinary history and numerous occasions of alleged domestic disputes. As a result, the Court determined the application of progressive discipline was not appropriate in light of Carpenito’s egregious conduct.

This case illustrates an instance of where a general policy of progressive discipline will not be adhered to by a public employer. Should a disciplinary infraction be very serious in nature, a policy of progressive discipline can and will be abandoned so as to ensure a proper disciplinary response. This outcome should be noted by all public safety officers who intend to rely upon their employer’s policy of progressive discipline when contesting a disciplinary action. The seriousness of the misconduct, along with prior disciplinary history, may be used to circumvent a policy of progressive discipline and, therefore, may impose more serious consequences upon an officer than originally anticipated.  

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In the case Reilly v. City of Atlantic City, 06-2591, the United States Court of Appeals for the Third Circuit held that a police officer’s testimony in a police corruption case is protected speech and his superiors are not entitled to qualified immunity regarding his retaliation claim. 

Appellee, Robert Reilly, a former Atlantic City police officer, filed suit against Robert Flipping, the Director of Public Safety, and Arthur Snellbaker, the Chief of Police, claiming that they retaliated against him for his participation, including trial testimony, in an investigation into police corruption a decade earlier. The alleged retaliation involved defendants formally recommending Reilly be demoted and suspended for 90 days, despite, after an extensive investigation, an independent hearing officer’s recommendation that Reilly serve a four day suspension for violating police department regulations.

Reilly accepted Flipping’s offer that he retire instead of being disciplined. Thereafter, Reilly filed this action alleging defendants’ actions violated his First Amendment free speech rights and Fourteenth Amendment right to procedural due process. The District Court denied defendants’ motion for summary judgment on the procedural due process claim, thereby declining to grant them qualified immunity. The Court also denied their motion for summary judgment on the First Amendment retaliation claim. This appeal followed.

The Third Circuit indicated that determining whether a public official is entitled to qualified immunity involves a two-step analysis. First, the court must decide whether a constitutional right would have been violated on the facts alleged and, if so, whether the right was clearly established. If the answer to the latter is “yes,” the defendant is not entitled to qualified immunity.

In analyzing whether Reilly had the claimed First Amendment right, the Third Circuit cited Garcetti v. Ceballos, 547 U.S. 410 (2006), which distinguished between employee speech and citizen speech and held that the First Amendment does not prohibit managerial discipline based on an employee’s expressions made pursuant to official responsibilities. Defendants argued under Garcetti they are entitled to qualified immunity on Reilly’s First Amendment claim because his testimony was made pursuant to his official duties and, thus, not protected by the First Amendment. 

In rejecting this argument, the Third Circuit noted: (1) every citizen owes the duty of giving testimony to aid in the enforcement of the law; (2) the overwhelming weight of authority concludes that an employee’s truthful testimony is protected by the First Amendment; and (3) there is a need to protect the integrity of the judicial process. Therefore, the Court concluded that the fact that Reilly’s official duties provided the impetus to appear in court is immaterial to his independent obligation as a citizen to testify truthfully. Reilly’s testimony constituted citizen speech and his claim is not foreclosed by the “official duties” doctrine announced in Garcetti and, as a result, defendants are not entitled to qualified immunity. 

This case has significance for any public safety officer who is called to testimony in a matter related to his official duties. Public safety officers, as with other citizens, have an obligation to testify truthfully in a court proceeding not only to preserve the integrity of the judicial process, but to ensure just enforcement the law. More importantly, however, this case illustrates that an officer’s superiors who retaliate against him/her will not be entitled to qualified immunity in a subsequent civil suit.      

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The New Jersey Superior Court, Appellate Division recently ruled that a firefighter who has called in false alarms, goes to respond to the false alarms that he called in, and is convicted for Official Misconduct, N.J.S.A. 2C:30-2, as a result of this behavior, can not be convicted separately for the setting of the false alarms, N.J.S.A. 2C:33-3.  In the case of State v. Quezada, 33-2-1431, Judge Stern, the Presiding Judge of the Appellate Division, reasoned that under the legal doctrine of "merger",  the defendant could not be convicted of setting false alarms due to the fact that the actual official misconduct (calling in false alarms) was the underlying basis of the charge.  

Official Misconduct as it relates to public employees and their office is a second degree crime and carries a maximum prison term of 10 years.  Furthermore, the New Jersey criminal code lists a presumption of incarceration for second degree criminal convictions, meaning a court must specify why imprisonment is not imposed in a particular case.  In essence, a Public Safety Officer who strays from path truth and justice and is in hot water, may be able to avoid the conviction of the underlying offense that was the basis for the conviction of Official Misconduct. 

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In the case entitled, In The Matter of Poplawski, 33-2-0649, the New Jersey Superior Court, Appellate Division rendered a decision that upheld the New Jersey Department of Personnel, Merit System Board's decision that the removal of the Appellant's name from a promotional list was proper due to his past disciplinary history.  Poplawski appealed his employer's action of removing his name from a promotional list due to his alleged adverse employment history.  Poplawski's employment history included two adverse actions that resulted in suspensions from employment due to charges centering around N.J.A.C. 4A:2-2.3 (a) 6, conduct unbecoming a public employee.  Both of the charges that resulted in suspension were disposed of by way of settlement agreement.  The Appellate Division held that the Merit System Board's actions were not arbitrary, capricious or unreasonable due to the fact that the Appellant had actually agreed with the disposal of the disciplinary charges by a settlement and based upon the same, the action's of the board were upheld.

It is important to remember that the disposal of discipline by way of a settlement agreement may seem like a good idea when you are staring down the charges.  However, settlement agreements can have repercussions concerning promotion from a civil service list of eligibles.  Thus, if at all possible, when disposing of charges by way of settlement agreement, a clause that states that the discipline can not be used against the employee for promotion should be included.

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          Achieving the desired level of discipline within a law enforcement unit is among the most important responsibilities of the law enforcement executive, and the governing body. Yet this is one of the most frequently neglected processes within many law enforcement agencies. This will be first of a series of Blog posts that concentrate on the public employee disciplinary process as promulgated by the New Jersey Department of Personnel under Title 4A of the New Jersey Administrative Code. Having a firm grasp of the disciplinary process is critical to the well being of all Public Safety Officers. Please take your time in reading these posts as they pertain directly to the security of your employment and the means that you support yourself and your families.

          The word “discipline” was originally defined by the courts as “instruction”, “teaching” or “training”. However, its meaning and the use of discipline has shifted toward a concept of control through punishment. This emphasis on control has resulted in discipline being viewed as a negative threat to employment rather than a mechanism for remediation and improvement. Too frequently rules of conduct and disciplinary procedures are used as an end in themselves, and their purpose in reaching departmental goals is forgotten.

          Focusing on the negative aspects of discipline diminishes morale and productivity. The first step that should be used toward positive discipline is to emphasize instruction and de-emphasize control. This requires the law enforcement executive to focus on organizational practices. Unfortunately in today’s world of public employment, this is rarely the case.

          In exercising appropriate discipline, the executive must first define the goals and objectives of the agency's units, and then announce management's expectations to guide the units toward the realization of those goals. The law enforcement executive must establish a means to monitor performance and to correct improper actions. This approach to management as it relates to discipline insures that all subordinates know and understand what must be done, why it must be done, how it must be done, and when it must be done.

          Employees must be clearly told what constitutes satisfactory performance, non-satisfactory performance, and how non satisfactory performance can lead to appropriate discipline. In addition, supervisors and managers must know when and how to take necessary corrective action. To achieve these goals, management must establish workable procedures for documenting all expectations and advising individuals of their duties and responsibilities.

          There are numerous levels of discipline under the rules and regulations of the New Jersey Department of Personnel to include:

• Official Written Reprimand;
• Fine;
• Minor Suspension (1 to 5 days);
• Major Suspension (6 to 180 days); and
• Termination

          In our next post we will discuss the various levels of discipline that is recognized under 4A, and the concept of progressive discipline under the New Jersey Administrative Code.

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