►
From YouTube: Committee on Ways & Means FY22Budget: Carryover- BPD
Description
Dockets #0524-0531 Fiscal Year 2022 Budget: Carryover Session with the Boston Police Department
Held on May 26, 2021
A
B
A
A
All
right
and
I'm
going
to
call
this
hearing
of
the
boston
city
council's
ways
and
media
committee
to
order
for
the
record.
My
name
is
kenzie
bach,
I'm
the
distributed
city,
counselor
and
also
the
chair
of
ways
and
means.
I
this
hearing
is
being
recorded,
it's
being
live
streamed
at
boston.gov
city
dash,
council
dash
tv
and
broadcast
on
xfinity
channel
8,
rcn,
channel
82
and
fios
channel
964.
A
I'll
remind
folks.
This
is
part
of
the
council's
about
35
working
sessions
and
hearings
on
the
department
budgets.
If
you'd
like
to
testify
at
a
hearing,
you
can
go
to
boston.gov
budget-testify
and
there's
a
place
to
upload
videos
place
to
submit
your
written
comments.
You
can
also
do
by
emailing
ccc.wm
boston.gov
and
there's
also
a
place
to
sign
up
to
testify,
live
in
the
zoom
and
then
we'll
get
you
the
zoom
link.
A
E
A
A
A
Five:
two:
seven:
zero
five:
two:
eight
orders
for
capital
fund
transfer
appropriations
and
dock
at
zero;
five:
two:
nine
to
zero;
five:
three
one
orders
for
the
capital
budget,
including
loan
orders
and
lease
purchase
agreements,
and
I'm
joined
here
so
far
by
my
colleagues,
councillor,
ricardo
arroyo,
district,
five
councilor
liz,
braden
district,
nine
counselor,
anissa,
sabi
george
at
large
and
councillor
ed
flynn,
district,
two
and
the
focus
of
today's
hearing.
It's
actually
a
carryover
of
our
boston
police
department
hearing.
A
So
the
council
had
a
large
number
of
questions
for
the
police
department
that
were
submitted
in
advance
and
we
weren't
able
to
get
written
answers
to
many
of
those
in
advance
of
the
last
hearing.
So
we
continued
the
conversation
to
today
and
I'm
grateful
to
the
department
for
working
away
on
those
answers.
In
the
meantime,
counselors
have
in
their
inboxes
two
documents,
one
that
came
this
morning
when
it
came
a
few
minutes
ago
with
written
answers
to
a
number
of
questions.
A
A
This
is
a
continuation
of
that
overhearing,
but
I
want
to
first
give
the
department
a
chance
if
there's
anything
that
you
want
to
kind
of
walk
through
up
top
I'll,
give
you
all
the
floor
first
before
we
jump
into
counselor
questions.
So
I
don't
know
if
superintendent,
bastian
or
anyone
wants
to
lead
off.
A
Great
so
I'll
ask
one
or
two
just
to
give
my
colleagues
a
chance
to
pull
theirs
out.
So
one
question
I
had,
I
appreciated
the
number
of
sort
of
us
getting
that
21.9
million
and
over
time
that's
about
330
000
hours
and
if
we
kind
of
divide
that
out
it's
the
equivalent
of
getting
153
officers
back
to
work,
and
we
have
had
this
really
large
totally.
I
mean
like
very
out
of
historic
line
number
of
officers.
So
I
guess
so
that
that's
a
helpful
reference
point.
I
guess
lisa,
I'm
still.
A
I'm
still
left
wondering
a
little
bit
like
do
we
in
terms
of
like
a
schedule
of
when
we
see
cadets
coming
on
and
when
we
see
you
know
the
potential
for,
because
you
know
is
that
you
know
do
we
think
we
can
get
a
lot
of
the
officers
who
are
going
to
get
back
on
the
force
back
on
the
first
and
fourth
in
the
first
six
months
of
the
year
like?
How
are
we
thinking
about
what
progress
markers
towards
these
goals
look
like,
because
I
will
just
say
it
just.
G
On
the
force,
it's
it's
going
to
be
a
heavy
lift.
I'm
not
going
to
deny
that.
I
think
that,
like
we
had
said
in
previous
meetings
before
madame
chair,
we
have
been
severely
hindered
with
the
covet
virus
as
many
as
every
individual
here
in
this
room
has
had
not
only
were
iraq,
health
department
shut
down
or
was
concentrated
on
covet
exposures
and
covered
positives
for
the
most
part
of
this
past
year.
G
Obviously,
none
of
our
officers
that
have
been
out
injured
were
able
to
get
to
see
their
providers
and
the
treatments
or
the
surgeries
that
they
needed
to
get
them
back
and
get
them
well.
So
it's
been
staggered
for
about
been
basically
halted
for
a
good
year.
We're
making
an
aggressive
push
to
get
them
back.
G
One
of
the
things
that
we're
looking
at
is
the
the
low-hanging
fruit
is
so
for
officers
as
they,
you
know,
file
an
injury
report.
We
get
them
within
the
24
hours.
We
have
the
case
management
system
set
up
where
we're
calling
those
offices
right
away,
say:
hey,
can
you
come
in?
Let's
take
take
a
look.
What
services
do
you
need?
We
provided?
G
We
also
contracted
with
brighton
occupational
health
to
actually
facilitate
some
of
these
visits
for
our
offices
that
might
not
be
able
to
get
the
services
that
need
that
they
need,
because
doctors
are
backed
up.
You
know,
services
have
been
delayed
and
people
have
been
on
hold
and
waiting,
so
bright
knock
health.
Now,
if
we
can
get
them
over
to
right,
nock
health,
they
have
a
lot
of
the
services
that
they
need
to
get
them
on
the
road
to
recovery.
It's
it's
going
to
be
an
aggressive
push
on
our
part.
G
I
indicated
in
several
parts
of
this
document
that
we
added
to
our
triage
team.
We
have
a
physician
on
board
now
we
have
a
physician's
assistance
on
board
and
we
also
have
a
nurse
practitioner
on
board
and
they're
aggressively,
starting
to
see
offices.
The
unfortunate
thing
that
we
can't
control
is
we
can't
look
into
a
crystal
ball
to
see
our
officers
get
an
injury.
G
If
we
did,
we
could
prevent
some
of
these
injuries,
but,
for
example,
we
got
quite
a
few
offices
back
last
week
and
I
want
to
say
approximately
10
when
I
was
injured
this
past
weekend
with
some
of
the
the
issues
that
went
on
throughout
the
city
this
weekend.
But
we
are
making
an
aggressive
push
and
we're
all
hands
on
deck
for
this
and
we're
also
the
recruit
classes
graduating.
I
want
to
say
that
june,
6
or
june
10th
so
there'll
be
about
93
94
offices,
new
offices
coming
out
on
the
street
in
june.
A
G
Past,
if
I,
if
I
may
just
so
so
that
we're
not
confusing
people
with
all
due
respect,
we
refer
to
the
recruits
in
the
academy
as
recruit
recruits
in
the
cadets.
So
I
just
don't
want
to
pose
confusion
for
people
when
they're
listening
to
this,
because
cadets
are
civilians
with,
with
the
ex,
with
the
hopes
that
they'll
want
to
become
police
officers
and
the
cadets
hopefully
will
diversify
a
police
force.
So
I
just
so
the
recruit
training.
G
The
training
that
they
follow
at
the
academy
is
based
on
mptc,
which
that
guideline
is
attached
as
well,
but
as
far
as
the
actual
training
at
the
academy,
I
think
it
would
be
best
served
if
one
of
the
sworn
superintendents
spoke
to
that
since
I'm
not
I'm
not
in
the
weeds
of
the
training.
With
the
academy.
H
H
We
are
focusing
on
de-escalation,
we're
focusing
on
on
some
intervention
roles
and-
and
you
know,
various
various
things
that
the
post
and
the
last
police
training
council
wanted
to
want
to
adjust
a
little
bit,
but
it'll
all
be
done
within
the
same
timeline
generally
and
and
the
you
know.
That
will
also
dovetail
with
some
with
some
ongoing
in-service
training
for
officers
that
are
already
on
the
street.
A
G
Correct
so
so
the
cadets
after
two
years
of
service,
the
cadets
get
preferential
treatment
with
respect
to
where
they
line
up
on
the
civil
service.
On
you
know,
we
have
the
civil
service
list
that
we
have.
You
know
and
there's
different
preferential
treatment
for
veterans,
disabled
veterans
and
then
the
cadets
get
preferential
treatment
to
move
them
quite
a
bit
to
the
top
as
well
of
the
list.
G
Yes,
so
there's
two
for
125
and
then
we're
actually
going
to
incr
increase
the
cadet
size.
Currently
we
have
roughly
about
40.
We
actually
probably
have
about
29
30
cadets,
currently
on
board
a
few
of
them.
I'm
excited
to
say
going
into
the
academy
in
june,
which
is
good.
Our
cadet
actually
jayla
just
ran
into
our
office
the
other
day
to
say
she
passed
the
mbtc,
so
we've
been
rooting
her
on
and
the
city
has
made
an
investment
for
another
20
cadets
for
a
total
of
60
for
next
year.
A
G
No,
each
class
is
going
to
be
a
total
of
125..
I
would
like
to
point
out
too
that
we
always
work
with
the
folks
at
obm
and
always
they're
looking
at
attrition,
and
so
the
second
class
could
be
adjusted
a
little
bit
based
on
the
attrition
level.
So
we're
always
looking
at
these
retirements
live
and
obm
will
try
to
always
accommodate
us.
Should
we
have
to
kind
of
tweak
the
class
a
little
bit,
but
right
now
we
have
125
slated
to
go
in
at
the
end
of
june
june.
28Th.
G
A
G
F
Just
wanted
to
add
one
thing
about
the
cadets
and
why
it's
so
important
we
to
making
the
department
diverse
so
the
cadets
we
get
to
actually
have
interviews
and
and
kind
of
hand
pick
who
the
cadets
are.
So
that's
why
it's
an
important
element,
because
a
portion
of
them
are
automatically
going
to
go
most
likely
into
the
police
academy.
F
A
C
C
All
right,
fantastic!
Thank
you.
I
wasn't
sure
if
I
was
the
first
one
here,
so
thank
you,
everybody
for
being
here,
quick
question,
something
that
I
recently
came
to.
My
attention
is
the
city
of
boston
municipal
code.
I
was
speaking
with
councilor
yancey,
former
counselor
yancey,
who
actually
had
written
this
ordinance,
which
is
still
on
the
books.
C
This
report
shall
include
the
use
of
overtime
leave
taken
by
officers
and
officers
assigned
to
each
district,
but
assigned
out
to
other
districts.
That's
information.
I've
been
trying
to
get
frankly
for
a
while
it
turns
out
legally.
You
were
already
supposed
to
be
getting
that,
and
since
I've
been
on
this
council,
we've
been
out
of
compliance.
H
I
think
a
lot
of
that
data
is
posted
publicly.
We
can
look
at
the
some
of
the
staffing
data
is
probably
not
close
to
public
publicly.
We
can
develop
that
actually
have
some
of
it
in
front
of
me
right
now
and
I
think
you're
I
think
you're
provided
with
that
as
part
of
the
the
documents
that
were
prepared
for
for
this
session,
yeah.
C
I
have
the
sworn
breakdown
for
today,
but
what
this
is
talking
about
is
every
week
we're
supposed
to
get
a
deployment
of
officers
to
each
district.
That
includes
the
use
of
overtime
leave
taken
by
officers
and
is
broken
down
by
shift.
I
don't
know
anywhere
where
I
can
get
all
that
information,
but
apparently
by
ordinance
and
by
law.
We're
supposed
to
be
so.
My
hope
is
that
that
gets
back
in
line
to
where
it
was.
He
was
actually
the
reasons
came
up.
A
I'm
so
sorry
to
interrupt.
I'm
actually
going
to
take
a
very
quick
recess,
because
we've
got
some
issue
with
the
stream
on
the
council
website
and
obviously
from
an
open
meeting
law
perspective.
If
it's
not
up
there,
we're
not
having
so
let
I'm
sorry,
everybody
I'm
just
going
to
throw
us
into
recess
for
a
second.
While
I
figure
this.
A
A
A
All
right
so,
hopefully
now
I
think
everyone
in
the
public
can
watch
us,
which
is
a
key
element
of
these
things.
So
now
sorry
counselor
arroyo-
and
I
should
say
so-
the
whole
hearing
that
we
had
up
to
now
was
recorded.
It
was
streaming
on
youtube,
it's
all
going
to
be
on
the
tv.
It's
just
that
we
had
a
section.
It
wasn't
on
the
boston.gov
link
and
that's
where
lots
of
folks
watched
the
hearing.
A
C
Just
to
be
clear,
this
is
probably
going
to
be
over
two
rounds
because
there's
a
number
of
different
things
here,
but
the
city
of
boston
in
2015
did
a
police
department,
operational
audit
in
review
that
was
conducted
by
the
public
safety
strategies
group
and
they
released
a.
Let
me
just
see
what
the
total
here
is.
I
believe
it's
63
pages
of
recommendations
and
analysis
of
the
boston
police
department's
operational
status
essentially-
and
I
just
want
to
go
through
this
and
see
what
of
their
recommendations,
have
actually
been
taken
into
account
again.
C
This
was
in
2015
and
so
on
the
executive
summary
of
it.
They
go
into
details,
which
I
guess
would
probably
take
up
the
rest
of
this
five
minutes,
because
there's
a
number
of
things
here
and
then
we'll
go
into
the
other
ones,
but
one
of
the
issues
that
they
had
with
the
detail
structure
in
2015
was,
and
I'm
quoting.
There
is
currently
a
decentralized
process
of
scheduling,
details
that
is
stacked
with
sworn
department
members.
Both
the
staffing
with
sworn
members
and
administrative
processes
are
ineffective.
C
C
C
H
C
C
That's
that's
good
to
know,
and
I
know
this
next
part
is
also
part
of
the
bargain,
but
I
just
want
to
get
a
couple
of
things
on
record,
notably
because
the
boston
patrolman's
police,
troubling
association,
has
started
a
campaign
that
says
that
these
don't
cost
taxpayers
any
money,
and
here
I
am
on
page
56
and
I'm
quoting
again
from
this.
This
independent
review,
often
public
safety
agencies,
state
that
details
do
not
cost
the
city
any
money
and,
in
essence,
provide
free
police
coverage.
This
statement
is
not
wholly
correct.
C
Police
details
do
cost
the
city
money,
the
city,
vendors,
administrative
staff,
enter
payroll
information
and
the
fiscal
staff
to
build
the
vendors
for
the
details
worked
by
the
officers
all
paid.
Then
it
subsequently
goes
on
to
say,
and
I'm
quoting
again
in
february
of
2013,
the
city
commissioned
the
study
to
review
the
collection
of
detailed
payments
from
vendors.
At
that
time,
the
city
was
owed
over
24
million
dollars
for
services
rendered.
C
This
review
showed
that
there
were
significant
amount
of
funds-
eight
million
dollars,
specifically
that
needed
to
be
written
off
as
uncollected,
and
so
I
had
a
question
with
public
works.
The
other
day
about
this,
which
is
we
build
into
our
contracts
for
details
for
city
projects,
this
detail
payment,
the
payment
that
we
make
for
details,
and
yet
do
we
know
specifically,
I
think
it's
around
50,
but
I
love
confirmation
how
many
details
are
actually
filled.
C
C
But
I
want
to
make
clear
what
the
problem
here
is
that
we're
letting
50
of
our
workers
go
without
any
kind
of
safety
on
on
the
ground
there,
and
so
I'll.
Just
skip
ahead
from
that,
because
I
recognize
the
detail
process
sort
of
out
of
your
hands
in
the
sense
that
it's
a
contractual
thing
in
terms
of
the
command
staff.
C
H
No,
it's
not
it's
not
a
contractual
issue
with
the
command
staff.
I
think
there's
you
know
that
there
may
be
some
disagreement
with
the
authors
of
that
study
about
the
the
value
of
having
a
senior
level
command
staff
on
night
command,
depending
on,
depending
on
what
what
instances
could
could
happen,
whether
it's
you
know
at
night
that
the
only
real
command
staff
you'd
have
would
be
the
knight
command.
So
you
know
just
to
take
that
example.
C
One
of
the
I
appreciate
that
answer.
Thank
you,
superintendent.
One
of
the
questions
I
have
here
is
about
overtime,
lacking
oversight,
page
53,
it's
pretty
damning
of
our
process.
It
says
quote:
the
department
does
not
use
a
process
that
has
a
high
degree
of
accountability
regarding
the
issuance
of
general
overtime
quote.
It
appears
that
the
amount
of
overtime
allocated
is
based
on
the
previous
year's
overtime
usage,
not
necessarily
actual
need,
then
further
down
it
says:
supervisors
are
not
using
the
information
to
decrease
the
overtime
and
comfort.
C
The
department
needs
to
put
additional
measures
in
place
to
control
the
overtime
through
the
review
of
data,
public
safety,
public
safety.
What
is
the
name
of
this
organization
just
to
be
accurate,
so
who
actually
conducted
the
study?
The
public
safety
strategies
group
learned
that
some
specialized
units
may
be
routinely
coming
in
early
and
working
late.
This
practice
needs
to
be
reviewed
with
the
supervisors
of
these
units
in
a
very
detailed
manner,
as
it
is
not
apparent
as
to
why
this
is
occurring.
C
For
example,
the
number
of
members
in
some
specialty
units
has
increased
if
the
total
amount
of
overtime
is
also
increasing,
and
so
have
we
done
anything
in
the
six
years.
Since
this
report
said
that
our
and
I
quote,
the
department
does
not
use
a
process
that
has
a
high
degree
of
accountability
regarding
the
issuance
of
general
overtime
and
that
some
of
that
is-
and
I
quote
again
not
based
on
necessarily
actually
needed
over
time.
What
what
have
we
done
since
2015
to
revamp
the
overtime
process?
If
anything.
H
Well,
there's
pretty
significant
controls
on
overtime.
In
terms
of
you
know,
some
of
the
district
level
overtime
expenditures
need
to
be
approved
by
by
the
captain
of
that
district
and
the
supervisors
that
are
working.
That
particular
shift.
If
it's,
if
it's
an
extended
tour
where
there's
a
crime
scene
that
requires
officers
to
stay,
I'm
not
aware
of
any
any
units
in
my
bureau,
which
is
the
biggest
bureau
that
that
routinely
are
allocated
time
to
come
in
early.
C
So
I
guess-
and
I
see
the
gavel
so
I'm
gonna
end
it
here
and
then
go
to
the
next
next
turn
through,
so
that
I
respect
other
people's
time,
but
just
specifically
to
this
report
from
the
issuance
of
this
report
in
december
of
2015
you're,
essentially
telling
me
that
there
hasn't
been
any
change
to
the
overtime
process
structurally.
It's
still
the
same
over
time
process.
H
C
H
C
H
Everything
has
to
be
justified,
whether
if
you
have
a
certain
amount
of
overtime,
you
can
exceed
it.
If
something
goes,
you
know
significantly
significantly
more
impactful
for
your
districts,
but
there's
also
you
can't
just
use
over
time
some
simply
because
that
you
might
not
be.
You
might
not
be
exceeding
some
arbitrary
cap.
You
still
have
to
explain
why
you
have
people
in
certain
locations.
C
I
I
hear
all
that,
and
I
see
the
gavel
and
frankly
what
I
didn't
get
from
your
answer,
and
maybe
we'll
do
it
on
the
second
round
is
what
in
practice
has
actually
changed?
What
have
we
fundamentally
put
in
place
to
ensure
that
doesn't
happen
anymore,
because
what
I'm
hearing
is
frankly,
sort
of
the
process
works
or
whatever?
This
is
minus
the
paper
process
of
accounting
for
it,
but
the
process
for
allotment
works,
and
I
haven't
heard
how
we
changed
it
from
that.
C
A
I
Thank
you.
Thank
you,
madam
chair,
and,
and
thank
you
for
the
the
written
responses
to
our
questions.
It's
been
very
helpful.
I
haven't
had
time
to
read
through
all
the
responses
yet,
but
thank
you
all
the
same.
I
had
a
few
questions.
You
know.
I
really
think
the
cadet
corps
is
is
really
important
and
a
great
way
to
develop
a
pipeline
for
young
recruits
to
come
in
young
people
to
come
into
the
police
force
and
and
diversify
our
our
force.
I
H
H
They
do
support
the
this
foreign
officers
in
the
sense
that
it's
a
pretty
cost
effective
way
to
have
people
say
yet,
if
you're
at
a
district,
they
can
take.
Reports
of
you
know
a
front
desk.
Just
taking
you
know
some
reports
they
can't
take,
but
generally
they
can
take
your
typical
reports,
you'll
see
it
at
a
district
station
and
that
helps
free
up
officers
to
do
other
things
that
they're
more
suited.
For.
I
agree
it's
a
great
program
and
it's
got
tremendous
benefits.
I
think
to
the
city
overall.
I
I
know
when
I
spoke
to
the
captain
out
here
in
district
14
in
terms
of
emergency
calls,
he
said:
there's
a
very
high
incidence
of
mental
health
calls,
and
I
I
don't
I'm
sure
it
varies
from
district
to
district,
but
what
sort
of
in
terms
of
introducing
the
best
clinicians
and
utilizing
their
skills?
Where
are
we
at
with
that
program?.
H
So
we've
hired
a
number
of
best
clinicians
and
added
significantly
to
to
what
we
had
just
just
a
few
months
ago
and
that's
an
ongoing
process.
We've
also
expanded
the
street
outreach
unit
which
which
works
closely
with
with
the
best
clinicians,
and
they
can
also
be
teamed
up
with
with
an
officer
in
in
the
district.
Not
every
district
has
a
dedicated
best
clinician
right
now,
but
we're
trying
to
get
there,
and
it
is
definitely
a
situation
that
that
the
entire
city
could
benefit
from
it's
not
just
particular
areas.
H
The
demand
is
higher
in
some
districts
than
others,
but
certainly
the
co-response
model
that
this
is
basically
enhancing
is
is
becoming
much
more
widely
accepted
across
the
country,
and
I
think
it's
extremely
beneficial.
You
know
that
there
are
people
that
don't
want
the
police
involved
in
some
of
these
calls
at
all,
and
I
think
if
we
can
get
there
on
some
types
of
calls,
I
think
that's
certainly
beneficial,
but,
as
a
you
know,
it's
a
way
to
augment
mental
health.
You
know
the
potential
mental
health
capacity.
A
J
J
What
is
the
budget
for
the
health
and
wellness
of
our
police
officers
and
their
families,
and
I
asked
that
question
because
it's
important
for
us
to
focus
on
exactly
that:
the
health
and
the
wellness
of
our
police
officers
and
their
families
as
well,
especially
during
this
difficult
time.
We
want
to
help
the
police
department
with
services
and
funding
for
those
services,
including
clinical
mental
health,
counseling
wellness.
J
And
I
don't
I
don't
want
to-
I
wouldn't
want
to
rush
anybody
to
come
back
to
the
job
if
they're
still
not
not
healthy
enough.
Just
as
a
returning
as
a
returning
veteran,
we
need
to
make
sure
that
we
give
our
veterans
the
necessary
in
the
opportunity
to
get
engaged
in
the
va
healthcare
system,
but
we
also
want
to
make
sure
we
make
sure
the
police
officers
police
officers
that
are
out,
for
various
reasons,
also
get
the
medical
care
that
they
need
as
well.
So
having
said
that,
maybe
I'll
ask
superintendent
mcgoldrick.
J
H
I
think
we
do.
I
spoke
with
sergeant
king
the
other
day,
who
runs
the
peer
support
unit,
he's
doing
an
excellent
job.
He's
he's
certainly
aware
of
most
of
the
issues
that
are
going
on
in
the
department
has
aligned
resources
to
to
address
any
issues.
I
saw
recently
some
some
budget
requests
and
I
anticipate
that
they.
H
You
know
that
it's
not
exorbitant
to
run
that
program
the
right
way
and
it
is,
it
is
seen
as
a
model-
and
I
I
know
from
from
what
I've
heard
from
officers
who
have
both
mentioned
their
experience
with
the
peer
support
unit
that
it
has.
It
has
the
confidence
of
the
people
that
work
for
the
department
and,
frankly
beyond.
Not
not
every
department
has
that
capability,
so
they
do.
They
do
rely
on
the
expertise
of
sergeant
king
and
his
people
there.
G
J
J
Let
me
let
me
ask
one
other
question.
I
guess
I
always
felt
that
we
need
more
police
officers
to
be
hired
every
year
and
consistently.
I
think
we
probably
need
to
hire
200
police
officers
at
least
a
minimum
a
year.
I
understand
that
about
100
retire
every
year,
so
just
to
keep
up
with
that,
you
probably
need
to
hire
at
least
150
100
200
every
year
for
several
several
years
I
go
to
I
go
to
every
community
meeting
in
my
district.
J
I
don't
miss
any
of
them.
I
work
at
work
at
seven
days
a
week,
seven
nights
a
week
and
I
don't
take
any
time
off
the
the
at
these
neighborhood
meetings.
The
first
person
that
speaks
after
the
neighborhood
president
is
the
csto
and
the
cso
community
service
officer
gives
up
and
gives
an
update
on
crime,
stats
or
community
policing
in
every
every
neighborhood
that
I
represent
the
south
end.
J
So
I
just
want
to
acknowledge
that
up
front,
let's
see
and
then
my
final
question.
Whoever
might
want
to
answer
it.
Can
we
talk
about
the
I
know
we
were
talking
about
the
cadet
program.
I
also
see
them
in
the
community
as
well,
especially
during
civic
nights
or
community
events.
I
was
with
before
the
pandemic.
J
I
spent
a
lot
of
time
with
superintendent
bastian
at
various
community
events,
and
I
would
see
the
cadets
and
they
were
engaging
with
the
residents
of
the
city
and
they
reflected
well
upon
the
city
of
boston,
the
police
department.
What
other?
What
other
assistance
can
they
play?
Superintendent
in
in
our
city?
From
from
your
experience,
yeah.
F
F
That
might
not
know
the
police
and
that's
what
we're
trying
to
do,
because
part
of
the
job
is
to
prepare
them
to
be
able
to
come
out,
put
on
the
blues
and
walk
down
to
a
basketball
court
that
they're
not
familiar
with,
and
so
that
is,
I
think,
the
most
effective
way
of
the
cadets.
You
know
administrative
work,
of
course,
learning
the
desk
and
how
to
write
reports,
but
also
just
engage
in
so
the
more
they
can
go
out
and
engage
the
more
community
events.
They
can
go
across
the
city,
the
better.
F
We
are
preparing
them
and
you
know
cadet
murph
and
a
bunch
of
the
cadets
that
are
coming
through.
The
bureau
get
to
see
that
and
that's
going
to
get
them
more
prepared
to
do
exactly
what
we
want
positive
engagement
in
our
community.
So
I
think
now
we
do
a
better
job
of
including
other
cadets
from
other
districts.
Even
if
they
work
inside,
I
give
superintendent
mcgoldrick
a
call.
We
might
borrow
some
of
his
cadets,
so
we're
trying
to
really
engage
all
the
cadets
as
much
as
we
can
in
community
events.
J
H
That
they're
very
well
received
we're
down
a
few
officers
in
the
bike
unit
from
where
we
had
been
a
year
ago,
and
you
know
hopefully
when
we
get
some
officers
out
of
the
academy
that
that
might
be
able
to
free
up
an
opportunity
for
us
to
to
add
a
few
people
back
into
the
into
the
bike
unit.
I
know,
there's
always
talk
about
specialized
units
and
balancing
the
the
needs
of
personnel
and
districts,
but
you
know
the
the
bike
unit
in
in
other
units.
H
This
city-wide
approach
and
the
flexibility
to
use
them
as
needed
is
a
real
multiplier
effect
for
for
the
size
of
their
unit.
They
really
they
accomplish
a
lot
more
than
than
you
would
think
by
looking
at
the
at
the
numbers
of
people,
we
have
there.
So
so
I
agree,
they
do
great
work
and-
and
I
really
I
like
to
see
them
out
there-
and
I
know
the
community
feels
the
same
way.
A
K
So,
thank
you
all
for
being
here.
I
just
wanted
to
say
a
few
things
before
I
start
with.
My
questions
is
that
we
worked
really
closely
with
then
counselor
janie
on
a
black
and
brown
budget
agenda
for
boston
last
year
with
a
laundry
list
of
police
reforms
that
the
people
have
been
calling
for
for
decades,
including
reallocating
all
violence
prevention
spending
out
of
the
bpd
and
into
and
into
the
boston
public
health
commission,
getting
rid
of
the
gang
database
investigating
overtime
fraud
and
with
an
overall
10
reduction
in
the
ppd
budget.
K
So
far,
we
have
not
seen
any
of
these
requests
made,
but
the
need
for
these
reforms
haven't
gone
away.
We
can't
continue
giving
people
the
lip
service
for
these
reforms
when
not
delivering
on
them.
It's
been
the
same
conversation
for
decades
and
we're
now
in
a
position
to
actually
make
the
changes
that
we
need.
K
K
My
second
question
is
the
police,
commissioner,
is
required
by
the
trust
act
to
submit
a
report
detailing
their
role
in
any
relation
to
ice?
Why
didn't
we
get
the
report
last
year
and
when
will
we
get
the
data
from
from
this
past
year
and
then?
Lastly,
part
of
the
budget
discussions
last
year
was
an
understanding
that
the
bpd
would
commit
to
being
more
engaged
with
the
council.
K
Since
then
they
have
been.
We
have
felt
like
we've
been
routinely
ignored
and
so
to
appear
in
person
to
testify
and
have
denied
on
requests
for
information,
and
I
would
like
an
understanding
for
why
we're
being
ignored
and
what
the
plan
is
to
make
someone
available
to
the
council
when
needed.
And
lastly,
I
live.
I
have
two
more
questions.
We
asked
how
many
officers
speak
languages
other
than
english
and
the
bpd
responded.
There
are
many
officers
that
speak
a
second
languages,
but
there
is
currently
no
formal
list
to
track
such
officers.
K
H
Okay,
so
stop
and
frisk,
and
and
then
the
category
that
checks
out
whether
person
was
risked
or
searched
really
don't
have
anything
to
do
with
each
other
that
checking
off
what
occurred
during
it.
During
an
engagement
with
someone
is
different
from
that
policy
of
stop
and
frisk
has
the
connotation
of
randomly
stopping
people
and
frisking
them,
which
is
not
what
we
do
each
stop.
That's.
It
has
to
be
documented,
which
is
what
the
fio
form
is
about,
but
that
stop
has
to
be
based
on
an
attributable
reason
for
the
stop
independently.
H
A
frisk
has
to
be
based
on,
in
a
particular
reason
that
the
officer
felt
he
was
in
danger
of
you
know.
Potentially
the
person
had
a
weapon
and
he
had
a
frisk
console,
that's
an
independent
determination,
so
the
stop
and
frisk
as
as
one
instant
where
people
can
go
out
and
just
stop
people
and
frisk
them
is
not
something
that
the
boston
police
engage
in.
So
that's
they're
completely
separate
things.
H
A
Superintendent,
can
I
just
ask
for
clarification,
is
what
you're
saying
that
the
from
the
department's
perspective?
The
distinction
is
that
you
didn't
stop
somebody
in
order
to
frisk
them
like
you
stopped
them
for
some
reason,
and
then
you
check
a
box
of
whether
you
ended
up
searching
them.
Is
that.
H
So
yes,
we
we
do
have
to
document
if
someone
was
stressed
or
searched
with
which
a
search
is
much
more
intensive
than
a
frisk,
and
you
would
need
probable
cause
for
that.
So
so,
basically,
there
is
no
stop
and
frisk.
You
know
we.
We
just
go
out
there
and
randomly
stop
people
and
frisk
them
that
that
doesn't
happen.
That's
not
what
the
purpose
of
these
fios
and
and
that's.
H
We
need
articular
reasons
within
the
state
and
federal
constitution
to
conduct
our
activities,
which
a
random
stop
and
frisk,
which
is
the
connotation
that
I
think
is
being
discussed,
is
not
something
we
would
engage
in.
However,
we
would
document
if
we
first
someone
we
would
document
if
we
search
from
according
to
policy
and
then
that
would
be
done
either
in
the
fio
or
if
an
arrest
is
made.
K
K
H
That's
sure
that's
the
purpose
of
the
fio,
so
so
that
would
be
that's
film.
That's
filled
out,
regardless
of
whether
anyone
is
searched
or
frisked.
That
form
is
filled
out
and
then
you
know
it
can
be.
It
can
be
saved
for
for
data.
If
the
person
was
in
the
vicinity
of
a
shooting
say,
and
he
was
stopped
or
wouldn't
have
enough
to
hold
him
or-
and
there
was
no,
you
know
they
might
note
that
the
clothes
he
was
wearing
or
what
have
you.
K
H
There
are
legal
distinctions
that
are
important,
that
we
wouldn't
just
simply
call
something
to
stop
and
frisk,
because
that's
not
what
it
is,
and
we
wouldn't.
We
wouldn't
do
that,
because
if
you
call
something
that
you
accept
that
you're
accepting
a
standard
that
is
incompatible
with
the
law
that
we're
obligated
to
follow,
so
that
that's
why
we
wouldn't
call
it
that.
K
H
Yeah,
I'm
not
sure
why
that
wasn't
supplied,
except
for
the
fact
that
I
don't
think
we
have
any
real
interaction
with
ice.
I'm
not
sure
that
we
even
get
any
any
requests
for
detainers
from
them,
because
they
know
that
we,
you
know
they
know
that
we're
prohibited
from
from
from
holding
people
on
non-criminal
warrants,
which
is
what
a
detainer
is.
H
So
we
I'll
take
a
look
at
that
and
see
what
information
is
lacking,
but
I
think
if,
if
we
haven't
filled
out
the
report,
that
we
should
have
we'll
we'll
catch
up
on
that,
but
I
think
the
reality
is
there's
no
data
to
supply.
We
don't
you
know
we're
prohibited
from
having
engagements
with
ice
at
that
level.
So
so
I
don't
think
there's
anything
that
we
can
really
report
on
that
of
substance.
But
but
if
it's
a
matter
of
stating
that,
then
we
should
do
so.
H
Yeah,
I
suppose
we
could
do
a
better
job.
I
think
we're
probably
just
you
know
a
victim
of
our
own
success
in
terms
of
we
just
go
out
on
the
air
and
say:
hey:
does
anyone
speak
spanish
or
mandarin
or
what
have
you
and
people
answer
up
and
and
that,
even
even
if
we
had
a
database
that
still
may
be
the
quicker
way
to
do
it,
but
but
your
point
is
well
taken
that
you
know
if
it's.
H
If
that
data
is
collected
and
potentially
utilized
elsewhere,
then
then
this
is
probably
a
beneficial
thing
to
have.
There
may
be
opportunities
to
to
leverage
that
knowledge
in
some
instances,
and
I
don't
think
it
would
be
a
particularly
challenging
database
to
construct
so
so
yeah.
I
think,
that's,
I
think,
that's
a
good
idea.
That's.
K
You
know
when
I
think
about
violence,
prevention
and
intervention,
it's
really
about
how
we're
utilizing
those
dollars
to
help
prevent
crime
and
also
build
community,
and
I'm
just
curious.
I
don't
think
I
really
got
an
answer
when
I
asked
the
last
time
about
what
is
there.
Why
is
there
such
a
pushback
around
reallocating
some
of
this
funding
to
support
proven
community
violence
prevention
efforts?
Well,.
H
H
You
know,
the
police
officers
are
the
ones
that
are
exposed
to
the
effects
of
violence,
we're
the
ones
that
are
you
know,
standing
over
teenager
and
trying
to
render
first
aid
and
whether
you
know
potentially
the
first
one
that
came
to
their
aid
after
they
were
shot
or
stabbed
or
a
victim
of
a
robbery
or
the
violence.
So
we
see
that
all
the
time
on
a
personal
level
on
an
economic
level,
which
I
think
is
what
you're
talking
about
since
it's
a
such
a
budget
hearing.
H
So
you
know
I,
I
was
just
kind
of
looking
at
this
concept
and
I
put
in
the
data
for
the
number
of
officers
we
have
and
I
put
in
our
five-year
average
for
our
crime
rates
and
the
information
that
I
came
up
with
is
if
we
were
to
reduce
our
police
force
and
this.
According
to
the
rain
corporation,
you
know,
half
of
their
resources
are
phd
level.
Researchers.
H
H
If
you
remove,
if
you
remove
officers
and
you
remove
some
stability,
especially
when
we're
trying
to
recover
from
covid
the
economy
is
trying
to
get
back
on
track,
the
last
thing
we
need
is
is
to
have
a
challenge
to
our
economic
viability
because
of
instability
and
because
of
violence
or
crime
or
other
issues
that
that
will
inevitably
occur
and
again.
This
is
this:
is
data
from
rand,
which
is
which
is
pretty
powerful.
I
mean,
I
think
we
need
to.
I
think
we
need
to
do
what
any
business
would
do
if
we're
going
to
cut
resources.
H
If
we're
going
to
cut
funding,
if
we're
going
to
cut
people,
we
have
to
look
at
both
sides
of
the
balance
sheet.
It's
not
just.
What
can
you
take
off
from
cost
it's?
What
productivity
are
you
losing,
and
this
grand
study
does
a
good
job
of
quantifying
that,
so
I
would
just
encourage
us
to
look
at
both
sides
of
the
balance
sheet.
If
we're
going
to
look
at
you
know
what
would
the
impact
be
of
cutting
100
teachers
to
the
economy?
H
I'm
sure
there's
a
way
to
quantify
that
and
I'm
sure
it
wouldn't
be
good,
but
just
just
take
a
simple,
a
simple
example
of
someone
running
a
factory.
You
know
if
he
could,
if
he
could
hire
10
people
and
add
you
know
100
000
per
person
to
productivity,
would
he
do
it?
Probably
if,
if
he
cut
10
people
and
lost
a
million
dollars
in
productivity,
would
that
seem
like
a
bad
bet?
I
think
so.
So
that's
basically
what
this
rand
analysis
would
would
allow
you
to
see,
and
it's
it's
publicly
available
you
can.
H
H
I
think
there's
an
economic
cost
to
that
which
I
think
is
unwise
and
I'd
rather
look
at
some
of
the
other
cities
that
have
tried
it
and
and
now
are
looking
to
bring
police
back
and
probably
will
be
unsuccessful
with
that
in
the
short
term
they've
you
know,
they've
attempted
it
and
realized
it
was
a
bad
idea.
I
think
the
wise
the
wise
entity
looks
at
other
similarly
situated
entities
and
learns
from
their
mistakes
rather
than
repeating
them,
so
that
that's
my
perspective
on
it.
A
L
Thank
you,
councillor,
bach,
just
a
couple
things
one.
We
did
get
some
responses
to
some
questions,
but
we
did
not
get
responses
to
every
question
that
we
sent
and
we
sent
a
lot.
I
know
you
read
a
read
a
lot
into
the
record,
so
we'll
re-up
those
questions
for
a
response
from
the
department
through
you.
If
that's
okay,
yep,
that's
fine
and
then
the
other
thing
is.
I
just
want
to
pick
up
on
something
counselor.
L
L
L
L
So
I
have
a
couple
of
questions
and
I
think
maybe
their
big
picture
from
the
perspective
of
folks
on
the
zoo,
I'd
be
curious
to
hear
one
has
the
department
ever
restructured
in
such
a
way
that
it
actually
sent
certain
units
back
to
the
district
back
to
the
captains
to
provide
greater
coverage
to
rain
in
replacement
costs
as
a
way
to
reign
in
overtime?
That's
my
first
question.
L
L
L
L
A
L
Yeah
just
to
comment
on
just
the
rand
report.
Of
course,
I'm
following
what
other
cities
are
saying,
with
respect
to
policing,
reallocating
reallocation
of
budgets
etc,
because
we
of
course
want
our
city
to
be
safe,
while
at
the
same
time
we
want
to
be
direct
directing
resources
adequately
to
respond
to
the
root
causes
of
violence,
and
I've
been
stressing
that
the
police
department
alone
cannot
solve
the
issues
of
violence
in
the
city
of
boston,
it's
impossible,
because
the
police
cannot
move
people
out
of
poverty.
L
You
cannot
show
up
and
provide
mental
health
supports
right
trauma
supports
at
the
scale
in
which
we
would
need
to
be
able
to
solve
the
incidence
of
violence
and
remove
them.
Provide
jobs,
for
example,
economic
opportunity
critically
important.
The
police
department
can't
do
that.
So
the
question
is:
are
we
resourcing
the
other
departments
in
the
city
of
boston
departments
or
organizations
external
to
us
to
address
these
root
causes
of
violence?
L
That
is
critically
important?
And
that's
for
me
what
this
reallocation
conversation
is
about.
It's
a
police
department
budget
that
is
400
million.
Then
it's
looking
at
office
of
recovery,
for
example
the
health
commission,
the
economic
development,
all
these
departments,
charged
with
helping
us
address
the
causes
of
violence
them
not
having
the
resources
that
they
would
need
to
complement
the
efforts
of
our
police
department.
L
So
that's
what
this
conversation
at
least
for
me,
is
about,
and
I
really
want
to
stress
that
the
police
department
alone
cannot
do
this,
and
so
the
question
is:
how
do
we
figure
out
how
every
stakeholder,
including
community,
can
show
up
and
do
their
part,
so
we're
all
successful
in
solving
incidents
of
violence
in
this
city,
reducing
them,
so
everyone
feels
safe.
Every
neighborhood
feels
safe
communities
feel
protected
and
not
over
policed
right.
If
some
communities
feel
underprotected
over-policed,
how
do
we
get
rid
of
that
phenomenon
of
reality
for
many
communities?
H
So,
thank
you,
council.
You
know,
I
would
say,
regarding
the
the
police
department's
capability
to
address
the
root
causes
of
violence,
obviously,
that
that's
that's
not
a
role
that
we
are
well
suited
for.
We
can
be
part
the
whole
of
government
approach
to
addressing
root
causes,
but
you're
right,
there's
no
way
we
can
do
it
alone.
H
H
Having
someone
else
pick
up,
that
capability
is
proving
to
be
a
lot
more
challenging
than
than
than
I
think
other.
You
know
a
lot
of
people
anticipated
because
a
lot
of
these
instances
do
require
the
police
and
the
police
would
love
to
be
out
of
the
out
of
the
business
of
policing,
homeless
and
mentally
ill
and
people
with
addiction
issues.
You
know
the
reality.
Is
we
there's
not
a
lot
that
we
can
do
for
them,
with
the
exception
of
maybe
the
street
outreach
team
so
so
yeah?
I
agree.
H
The
root
causes
are
much
more
important
than
than
what
the
what
the
police
department
is
able
to
provide,
but
we're
still
called
we're
still
called
every
day.
Our
calls
are
going
up
year
over
year.
So
it's
it's
difficult
to
envision
a
way
where
reallocation
is
going
to
allow
us
to
to
to
meet
the
needs
to
meet
the
requirements
of
the
city,
and
you
know
it's
it's
not
just
the
residents,
it's
it's
the
politicians,
it's
the
government
level,
people
that
want
us
involved.
H
So
if
we
can
find
a
way
that
we
could
be
extricated
from
that
and
and
hand
it
off,
that's
that's
great,
but
but
it's
challenging
do
I
think
the
budget
is
sustainable.
I
you
know,
I
suppose
it
depends
on
the
economic
growth
of
the
city.
I
mean
sustainability
is
a
relative
thing
in
terms
of
in
terms
of
what
a
city
can
afford.
I
think
that
the
city
is
doing
well.
That
doesn't
mean
we
should
spend
more
on
police
simply
because
we
can
afford
it.
H
L
C
H
Well,
I
I
think
that
the
crucial
part
is
nothing
to
rein
it
in.
No,
that's
not
sustainable.
You
can
you
can
have
an
overtime
budget
that
that's
not
that's,
not
controlled
in
a
way
that
makes
sense,
but
I
think
that
is
an
interesting
comparison
that
just
the
school
transportation
budget
is
a
quarter
of
the
overall
police
budget.
So
I
you
know
I
you
know,
I
don't
know.
L
H
I
don't
think
it's
been
restructured
per
se
in
a
long
time.
I
know
back
probably
25
years
or
so
they
I
think
they
took
the
motorcycle
unit,
which
was
much
bigger
at
the
time
and
and
put
them
all
in
the
districts,
and
I
think
they
they
realized,
that
the
capabilities
that
they
lost
and
and
some
of
the
some
of
the
lack
of
efficiencies
rendered
that
not
not
really
a
worthwhile
experiment.
H
The
flexibility
that
those
units
provide
us
is
something
that
we
would
lose
and-
and
we
can't
just
simply
take
people
from
one
district
to
another
on
a
regular
basis
and
rotate
them
around
it's.
You
know
that
there's
got
to
be
some
continuity,
so
if
you
put
people
in
a
district,
you
do
lose
a
lot
of
the
flexibility,
and
you
know
I
don't
think
ultimately
that
the
the
relatively
I
think
it'd
be
relatively
meager
savings
on
the
on
the
replacement
costs.
I
don't
think
that
it
would
be
worth
it
to
move.
H
L
I
see
the
gavel,
I
think
it's
absolutely
worth
exploring,
because
I
know
there
are
folks
in
the
department
who
have
a
different
perspective
and
I
think
that's
that's
the
challenge.
We
have
to
be
willing
to
try
some
different
things
in
order
to
reign
in
a
budget.
That's
not
sustainable
I'll
leave.
My
last
question
because
I
see
counselor
bach
with
the
gavel
waving
it
around.
It's
just.
You
know
where
the
department
needs
to
do
better
and
I'm
sure
nor
maybe
superintendent,
marcus
others.
L
B
Thank
you.
Can
you
hear
me
yep?
Okay,
so
I
just
I
want
to
start
off
with
I
by
first
thinking
I
blanked
on
the
name,
but
I
apologize.
I
want
to
thank
sergeant
muay.
I
want
to
thank
nora
superintendent,
dora
and
I
want
to
thank-
and
I
again
I
forgot
his
name
and
I
apologize
our
new
community
service
officer
in
charlestown.
B
They
won.
I
want
to
thank
nora
because
we've
been
doing
race
talks
in
charlestown
and
nora
came
to
the
first
one
brought
the
community
service
officers,
you
killed
it,
you
did
a
great
job
and
because
of
you
and
your
leadership,
it
became
a
monthly
thing
and
so
we're
on
our
11th
one.
We
haven't
missed
it.
B
So
I
want
to
thank
you
for
that.
I
do
and
it
does
make
a
difference
and
I
will
say
the
kids
look
forward
to
talking
and
hearing
and
learning
and
sometimes
even
pushing
back,
but
at
the
very
moment
telling
their
story
and
feeling
really
hurt
by
police
officers,
and
so
thank
you
I
did
want
to
you
know
I
wanted
to
thank
my
officers
and
a1
and
a7
for
their
work
on
a
regular
basis.
B
I
know
I
have
been
able
to
pick
up
the
phone
and
call
them
both
captains
check
in
to
understand
what's
going
on,
and
so
I
don't
want
people
to
think
that
you
know
all
of
us
are
asking
these
kind
of
tough
questions.
Every
single
one
of
the
counselors
myself
included,
pick
up
the
phone
and
call
individual
officers
all
the
time
and
work
with
them
and
learn
from
them
and
ask
what's
going
on
on
purpose
when
we're
dealing
with
now
new.
What
do
they
call
the
little?
B
B
My
first
question
is
an
update
on
cameras
during
overtime
body
cameras
during
overtime,
one,
I'm
curious
if
they're
required
to
be
worn
if
they
are
being
worn.
I
think
that
helps
with
a
lot
of
acknowledgement
of
transparency
and
what
community
trust
building
and
I
want
to
make
sure
I
enter
that
sentence
on
on
that
particular
issue.
The
second
one
where
we
had,
I
think
it
back
and
forth,
was
specifically
with
schools
and
police
officers,
and
I
had
a
great
conversation
with
council.
B
B
If
anyone
can
give
an
update
on
that
and
then
I
wanted
to
also
discuss
specifically,
you
know,
I
think,
some
of
the
frustration
I
feel
when
I
read
the
responses
to
the
questions
of
my
colleagues
is
what
I
see
is
we
want
to
work
with
you
to
figure
out
a
way
forward
for
for
me,
I
certainly
do
the
restructuring
the
reallocation,
the
understanding,
how
things
can
be
better,
we're
looking
for
your
leadership
for
that
and
oftentimes.
The
response
is
due
to
contract
negotiations
due
to
union
negotiations.
B
We
can't
move
on
this,
so
there
seems
to
be
no
movement
or
the
other
alternative
is
we
need
more
police
and,
and
that
isn't
creative
and
that
isn't
actually
changing
much,
and
so
that's
where
my
frustration
comes
from,
I
brought
it
up
before
I
bring
it
up
again.
Why
aren't
crossing
guards
who
are
in
bpd
use
more
for
the
detail
to
work
on?
I
don't
know
construction
projects
or
to
be
there,
especially
if
their
city
projects
and
republic
funds
are
paying
for
them.
Why
aren't
we
looking
at?
B
With
the
same,
I
recently
had
a
loss
and
I
had
a
wonderful
experience
working
with
bpd
and
I
just
wanted
to
say
that
the
officers
were
incredible
and
they
have
been
incredible
and
demonstrated
that
when
I
was
falling
apart,
they
held
me
up.
So
I
I
do
want
you
to
understand.
I
see
good
work,
I
see
it
regularly.
I've
seen
it
for
me
personally,
but
I
do
have
those
questions.
Thank
you.
H
Council
edwards
thank
you
for
for
sharing
that,
I'm
glad
that
the
experience
with
the
officers
was
a
positive
one.
So
you
know
that
just
said
you
know
the
easy
one
is
that
the
bodywork
cameras
they've
been
distributed.
They
should
be,
they
should
be
out
in
the
field
for
it's
a
second
camera.
So
you
know,
I
think,
there's
been
a
lot
of
confusion
about
why
officers
weren't
initially
wearing
it
all
the
time
and
the
particular
brand
of
camera.
We
have
didn't,
have
the
capacity
to
last
for
16
hours.
H
So
what
we
had
to
end
up
doing.
We
wanted
to
prioritize
their
regular
shift
because
we
felt
that
was
that
was
the
best
way
to
standardize
it,
and
so
that
became
a
controversy
of
police
officers
not
using
it
on
overtime.
So
we
went
out
and
bought
two
cameras
per
officer
so
that
that
second
camera
camera's
been
distributed.
We
should
have.
We
should
have
officers,
utilizing
two
cameras,
so
so
there
shouldn't
be
a
period
of
time
where
they're
out
there
exercising
a
patrol
function
without
a
camera.
So
so
we
should.
H
Now
they
are
now
now
they
have
two
cameras.
It
was
really
a
technological
limiting
factor
of
the
battery,
which
is
you
know
it
wasn't.
This
wasn't
something
that
was
that
was
bargained
because
we
didn't
want
them
to
wear
it
on
overtime.
It
was
a.
It
was
a
12-hour
battery
life,
so
so
we've
got
second
a
second
camera,
so
every
office
has
two
cameras
designed
to
to
that
office.
H
That's
the
way
we
solve
that
the
school
issue.
I
I
think
some
of
some
of
the
changes
and
officer
roles,
I
think,
stems
from
the
the
post
law.
So
I
think
there's
going
to
be
changes
to
to
how
a
lot
of
these
officers
that
fell
under
the
special
officer
category
may
not
be
allowed
to
be
categorized
as
special
officers
anymore.
H
So
I
think
that's
going
to
have
kind
of
a
wide-ranging
effect
throughout
some
of
the
special
offices
employed
in
various
city
agencies
and
and
some
of
the
privately
employed
special
officers,
so
that
will
that
they'll
have
to
they
can't
be
called
police
officers.
They'll
have
to
be
called
something
else
and
and
have
a
different
role,
and
it
won't
have
arrest
powers,
as
you
mentioned.
H
So,
as
far
as
the
contracts
yeah
there's
there's
lots
of
creative
things
we
we
could
do,
but
we
are
bound
by
the
contracts
and-
and
you
know
I
think,
there's
some-
the
police
obama
doesn't
negotiate
the
contracts
entirely.
You
know
we,
we
have
a
labor
unit.
That
kind
of
looks
at
the
contracts
and
deals
with
deals,
the
labor
issues,
but
it's
really.
It's
really
a
city
hall
function
to
negotiate
and
decide.
This
is
the
boston
that
the
city
labor
council,
really
follows
through
on
the
contract
negotiations.
H
So
as
a
member
of
command
staff,
there
are
plenty
of
things
that
I
would
change
with
the
swipe
of
a
pen.
If
I
could,
but
I
I
don't
have
that
power
and-
and
I
I
know
that
it's
you
know,
there's
every
big
organization
that
deals
with
organized
labor,
certainly
I'm
sure
sees
benefits
to
it
and
certainly
sees
the
ways
that
it
does
restrict,
how
they
can
be
agile,
adaptive
organizations
and-
and
I
don't
think
that
the
police
department's
any
different
than
other
organizations
in
that
respect.
H
Yeah,
I
don't
know
if
there's
anything
that
prohibits
the
city
from
from
doing
that,
I
don't
know
what
level
of
interest
it
would
be
for
some
of
the
crossing
guards
to
to
do
details,
but
I
don't
know
I
don't.
I
don't
know
if
that's
necessarily
within
the
police
department's
control,
but
I
know
there
was
a
law
change
years
ago
about
using
flaggers
and
I
don't
know
how
the
prevailing
wage
law
versus
if
they
were
city
employees,
would
they
not
fall
under
prevailing
wage.
I
don't
know
if
there's
a
benefit
to
that.
H
I
don't
know
enough
about
it,
but
but
I'm
pretty
confident,
that's
not
within
the
the
control
of
the
the
bpd.
I
think
if,
if,
if
people
wanted
to
make
that
happen
at
some
level
directly
through
public
works
or
whatever
issues
the
permits,
I
don't
know
if
there's
any
influence
that
we
necessarily
have
over
there.
B
H
Yeah
no
problem,
I
just
wanted
to
point
out
it
really
wouldn't
free
anyone
up.
We
did.
They
just
wouldn't
be
doing
the
details.
You
know
as
as
was
mentioned
earlier,
like
half
the
details
go
on
unfilled
anyways,
but
it
doesn't
really
feed
them
out
to
do
other
police
work.
This
is
something
they'd
be
doing
on
their
own.
Basically,
on
their
own
time.
They
they
pick
up
the
this
detail
work,
so
they
would
either
do
it
or
they
wouldn't.
F
F
The
second
and
the
third
and
we
purposely
didn't,
show
up
to
the
dialogue,
because
my
big
thing
is:
I
want
the
residents
and
the
youth
to
know
the
district
officers
and
build
those
relationships,
and
I
watch
you
guys
on
twitter
and
I'm
glad
that
they're
continuing,
because
it's
really
important
to
have
those
conversations.
So
thank
you
for
allowing
us
to
you
know
be
part
of
your
community.
D
Council
editors,
I
just
want
to
echo
what
superintendent
mcgoldrick
said
about
officers
not
being
able
to
be
utilized
in
the
districts,
but
it's
true
that
approximately
50
of
the
details
go
unfilled
every
day.
But
if
you're
talking
two
three
four
hundred
offices
on
the
street,
none
of
those
are
on
a
regular
tour
of
duty.
So
that's
two
to
three
hundred
extra
officers
that
we're
having
on
the
street
each
and
every
day.
K
A
A
What
I
recall
is
that,
from
the
last
set
of
numbers,
we
got
from
you
all
that
the
administration
of
the
detail
system,
all
in
in
terms
of
the
number
of
of
officers
we
have
sitting
on
the
detail
desk
and
everything
does
in
fact
add
up
to
more
than
the
10
administrative
reimbursement.
So
we
do
technically
spend
money
on
the
detail
system.
Is
that
accurate.
G
It's
correct,
I
mean
we've
done
several
analysis,
especially
several
years
ago,
when
there
were
where
it
talks
about
civilianizing
some
of
these
positions
and
and
again
it
does
come
down
to
bargaining.
It
does
come
down
to
switching
units
which
is
beyond
our
control,
but
we've
done
an
analysis.
The
city
does
collect
a
10
admin
fee
for
private
vendor
details
which
go
into
the
city's
general
fund,
but
we've
done
an
analysis
of
that.
It
would
cost
more.
However,
it
would
cost
less.
G
G
Based
on
the
recommendation
of
the
audit,
we
were
asked
to
write
off
those
amounts
of
those
receivables.
However,
I
do
want
to
say
that
we've
made
tremendous
strides
in
getting
our
receivable
balances
down.
My
detailed
staff
works
diligently.
You
know
a
lot
of
times.
The
treasurer
has
asked
us
to
meet
with
them
to
kind
of
go
over.
Our
collection
process,
because
it's
working
and
we're
getting
those
receivables
down
it's
significantly
significantly
less
than
it
was
back
in
2013.
G
G
I
agree
with
you
I
and
my
feeling
is:
there's
been
several
times
when
I've
asked
was
asked
to
write
off
a
vendor's
receivable,
and
I
refuse,
because
I
feel
this
vendor
is
still
viable
and
he's
still
out
there.
We
should
still
we
we
cold
call,
we
cold
call
all
the
time,
but
we
act
like
a
little
mini
collection
agency
over
here
to
try
to
get
I'm
very
passionate
about
trying
to
get
those
monies
back
from
the
vendors.
A
G
Yeah
that
I'm
still
researching
counselor,
I
did
have
a
conversation
with
our
obm
analyst
on
where
the
number
came
from
that
was
reported
on
the
operating
budget,
and
she
said
it
was.
It
was
a
report
that
was
run
we're
trying
to
reconcile
that.
We
also
tried
to
recognize
funny,
because
when
I
was
working
on
some
of
these
answers
last
night
we
ran
a
report.
We
had
a
report
of
offices
where
they
are
in
the
districts
and
then
I
ran
a
report
on
admin
leave
and
I'm
hoping
that
this
might
show
some
of
the
disconnect.
G
Is
that
like?
If
you
look
at
the
report
I
submitted
with
respect
to
officers
by
unit,
it
says
that
we
have
exactly
12
offices
on
admin
leave.
However,
in
another
part
of
the
report
I
said
we
have
a
total
of
17
people
on
admin
leave
and
I'm
thinking
that
the
delta
might
be
civilians
versus
the
swan.
One
question
asked
for
sworn
one
question
asked
for
total,
but
I
still
haven't
found
out
where
that
delta
is,
but
I'm
determined,
and
when
I
do
forget
that
I
will
share
that
with
you.
Okay,
I
mean
I'm
100.
A
Yeah,
no,
it's
just
obviously
it
creates,
I
mean
for
us
like
yeah.
We
want
to
be
able
to
count
on
the
reports
that
we
get
over
from
I
agree
and
and
obviously
when
there's
when
the
press
gets
one
set
of
statistics
and
and
then
I
get
another
one,
it
creates,
you
know,
confusion
and
uncertainty
and
then
it's
hard
for
people
to
know.
When
things
are,
you
know
sometimes
in
in
atmospheres
of
mistrust
right,
it
makes
people
kind
of
question.
I
I.
G
Agree
and
I'd
still
like
to
go
back
and
have
the
opportunity
to
see
where
who
provided
the
information
to
be
you
on
that
number.
I'm
also
thinking
too,
that
you
know
admin
leavism
is
is
constantly
moving.
If
you
run
a
data
query
today
of
how
many
people
we
have
on
board
and
next
week,
it
could
change
and
you're
always
trying
to
find
out
where
that
delta
is,
and
where
did
some
people
go.
A
It
seems
to
me
like
at
some
level
that
has
to
first
be
a
policy
desire
of
the
departments
before
it's
ever
going
to
get
passed
over
to
the
olr
folks
as
something
to
bargain.
For
so
I
do
think
it
would
be
helpful
to
understand
in
more
detail
along
the
lines
that
we
sort
of
briefly
touched
on
in
july,
where
the
department
sees
the
opportunity
you
know
to
to
civilianize
some
of
these
roles,
because.
A
A
The
city
has
a
pretty
strong
argument
for
saying,
if
I'm
paying
somebody
for
hazardous
duty
like
they
should,
the
sworn
officer
should
be
doing
kind
of
police
work,
and
I
do
think
it's
reasonable
for
us
as
a
council
to
kind
of
ask
the
department
where
it
is
on
thinking
this
through,
because
I
can't
imagine
that
olr
is
going
to
bargain
for
anything
until
until
the
department
has
said
yeah.
This
is
this
is
a
piece
of
what
we
want
to
see
happen.
H
I
know
it's
been
discussed
in
the
past
regarding
some
of
these
civilian
positions
and
in
police
positions
that
are
that
are
more
civilian
appropriate.
I
just
don't
think
it's
ever
gained
the
traction
when
you
know,
especially,
you
know
numerous
contracts
ago
when
they
went
to
arbitration.
I
think
some
things
had
to
give
there's
only
certain
there's,
only
a
certain
amount
of
issues
that
could
be
arbitrated
and-
and
I
think
that's
where
we
lost
some
of
the
momentum.
H
So
obviously
a
negotiated
contract
is
the
best
opportunity
to
to
address
some
of
those
issues.
I
will
point
out
for
the
last
year.
It
really
wouldn't
have
helped
us,
because
we
lost
the
vast
majority
of
our
civilian
staff
and
I
think
the
the
impact
of
that
having
to
have
swollen
officers,
even
even
replacing
some
of
the
front
desk
civilians
and
other
civilian
staff
did
have
an
impact
on
us.
So
you
know
it
wouldn't
have
done
much
last
year,
but
it's
I
think,
going
forward.
H
H
A
H
At
least
10,
depending
on
which
station
usually
that
you
could
have
a
civilian
at
the
front
desk
on
on
days
and
maybe
on
a
first
half
shift
as
well.
I
don't
think
every
district
has
them
on
both
shifts,
but
it
would
be
you
know,
between
between
10
and
20,
that
we
would
have
to
have
an
officer
fill
that
role
or
cadet.
So
I
mean
that
that's
helped
us
out
quite
a
bit.
Obviously
they're
they're
more
cost
effective
and
they
don't
have
some
of
the
training.
So
it's
not
it's
only
you're.
A
Great
great
okay,
I'll
be
going
to
council
arroyo.
I
just
one
last
comment
from
me
is
just
I
do
think
there
is
probably
a
I
mean.
I
think
the
thing
that
would
preclude
us
from
doing
what
councillor
edwards
suggested
right
now
with
the
crossing
guards
is
the
contract
in
the
sense
that
the
contract
gives
our
police
department
first
bite
at
the
apple
of
details,
and
it
goes
through
the
detail
system
right
which
is
dictated
by
the
contract.
A
So
I
don't
think
I
don't
think
even
diverting
them
to
another
fort
right
could
be
done
without
contract
change.
I
do
think
that
there
is
a
pretty
strong
argument
that
we
could
be
redistributing
unfilled
details
to
a
civilian
workforce
once
they've
gone
through
the
opportunity
for
the
whole
department
to
claim,
like
the
you
know,
the
police,
to
claim
the
minute,
I'm
not
at
all
convinced
that
that
would
require
a
contract
change.
A
C
Yeah,
thank
you,
madam
chair,
and
so
we've
sort
of
been
all
around
the
circuit
now,
and
so
I
was
gonna
go
right
back
into
the
audit
from
2015,
because
I'm
just
trying
to
figure
out.
You
know
I
know
we're
doing
new
studies.
We
keep
coming
up
with
things
that
we
could
do,
but
we've
already
done
one
that
was
done
by
the
mayor
with
the
participation,
the
full
participation
of
the
police
command
staff
and
I'm
just
trying
to
figure
out
what
we
got
from
that.
C
So
I'm
going
to
finish
up
those
questions
and
I'll
go
in
a
different
direction,
but
one
of
their
findings
on
page
17
was
that
the
current
organizational
structure
of
the
department,
while
creating
clear
lines
of
reporting,
may
not
be
optimally
aligned.
Some
bureaus
and
divisions
are
large
and
assign
many
direct
reports
to
a
single
superintendent
or
deputy
superintendent,
whereas
other
superintendents
do
not
have
any
direct
reports.
The
span
of
control
for
those
holding
the
same
title
is
varied.
Creating
an
inefficient
deployment
and
reporting
structure
have
we
done
anything
to
change
that?
H
I
don't
think
there's
been
significant
changes
since
2015
relative
to
the
size
of
the
bureaus.
You
know
the
bureaus
have
different
functions.
You
know
my
bureau
is
essentially
all
of
the
all
of
the
uniform
officers
generally
investigative
services,
a
smaller
bureau,
but
still
significant
and
like
administrative
bureau
of
administration
and
technology
doesn't
have
that
many
offices
assigned
to
it,
but
the
the
complexity
of
what
they
do.
I.
C
C
one
of
the
questions
I
have
for
page
37
and
I'm
quoting
again,
it
says
the
department
has
not
conducted
a
detective
workload
assessment
to
ensure
that
all
bureaus
division,
youths
and
districts
are
properly
staffed.
Have
we
done
one
since
then
this
was
2015.?
Have
we
done
a
detective
workload
assessment.
H
G
C
C
For
further
investigation
analysis
and
the
next
steps
in
the
process
include
the
following,
and
I
just
want
to
go
it's
three
steps.
I
just
want
to
see.
If
we
did
any
of
this,
it
says
the
first
one
is:
the
department
needs
to
create
an
internal
action
implementation
plan
for
review
of
the
recommendations.
Did
that
ever
happen.
C
The
department
needs
to
create
an
internal
action
and
implementation
plan
for
review
of
the
recommendations.
Did
that
ever
happen?
I'm
not
aware
of
that.
The
second
step
said
the
department
needs
to
memorialize
a
strategic
plan
to
ensure
efforts
are
planned
and
institutionalized.
I'm
assuming
that
didn't
happen
either.
H
C
C
H
M
C
Why
I'm
asking
is
specifically
what
they
say
is
the
department
needs
to
enhance
its
performance
measurement
process
to
track,
and
this
is
the
important
part
track.
Progress
of
changes
suggested
in
this
report
so
would
brick
be
giving
me
data
on
the
changes
that
they've
recommended
in
this
report
for
bpd.
H
H
C
Okay,
so
that's
it
for
the
report.
It
doesn't
look
like
much
was
done
with
that
report,
at
least
on
the
surface.
Now
maybe
there'll
be
some
answers
that
come
off
of
this,
that
shed
more
light
on
that
I
want
to
go
back
to
in
one
second
just
so.
I
can
get
myself
organized
here,
but
we
sent
in
questions
regarding
details
and
specifically,
what
came
out
of
that.
It
was
a
17f.
We
got
a
bunch
of
information
back.
C
What
came
out
of
that
information
was
essentially
that
melania
cass
was
coming
up
under
the
special
events
code,
so
all
of
the
overtime
that
was
being
utilized
in
melania
cass
was
being
classified,
as
quote
unquote,
special
events,
and
so
my
question,
and
it
was
a
lot
of
overtime.
It
was.
It
was
an
extensive
amount
of
overtime,
it
didn't
seem
very
special.
It
seemed
sort
of
regular,
and
so
the
question
that
I
have
is:
how
does
bpd
determine
what
classifies
as
a
special
event
when
they're
coding
their
their
actual
overtime.
H
Well
depends
on,
on
which
type
of
special
event
some
some
of
these
special
events
are
reimbursable,
so
so
that
would
that
would
play
play
into
it
for
for
mass
and
cass.
I
agree.
I
wouldn't
necessarily
consider
that
a
special
event,
but
the
fact
that
they
delineated
that
over
time,
specifically,
I
think
I
think,
was
functionally
important.
I
I
think
naming
it
a
special
event
was
probably
a
misnomer,
but
the
reality
is
tracking
that
money
as
they
did,
regardless
of
whether
it's
called
the
special
event
or
or
anything
else.
C
And
just
so
that
I'm
clear,
I
I
think
it's
great
that
you
track,
I
mean
all
over
time
should
be
tracked.
I
think
the
reason
that
I'm
asking
this
specific
question
just
to
be
clear
is
for
me-
and
I
think,
most
people
when
they
hear
special
events.
They
think
maybe
a
protest
or
a
demonstration
or
maybe
a
parade
or
something
that
is
in
fact
special.
C
The
melania
cast
over
time
is
routine,
and
so,
when
we
get
into
breakdowns
of
your
overtime
usage-
and
we
say
this
part
is
for
say,
special
events,
and
this
part
is
for
replacement
costs,
and
this
part
is
for
court
overtime.
Special
events
for
most
people
would
would
make
them
assume
that
that
is
for
sort
of
unavoidable
events
like
a
parade
or
s
or
elect
the
election
week.
Staffing
or
things
like
that,
whereas
this
is
more
routine
and
regular
and
really
doesn't
fit,
and
that
nicely
into
that
niche,
and
so
I
think.
E
C
Really
important
that
when
we're
being
clear
about
sort
of
these
staffing
issues
that
we're
we're
staffing
them
or
we're
reporting
them
in
a
way
where
you
can,
at
a
surface
level,
understand
them
and
just
in
terms
of
so
that
was
my
reason
for
for
that,
and
I
don't
want
to
get
drawn
off
because
I
know
we.
We
have
a
lot
of
time
and
I
don't
want
a
third
round,
and
so
one
of
the
things
that
I
I
got
and
I
didn't
have
a
whole
lot
of
time
to
sit
with
it.
C
But
I
have
the
I
got
it
today:
it's
essentially
your
staff
breakdowns.
I
guess
it's
your
your
district
breakdowns
of
snapping,
which
you
know,
I'm
not
gonna,
pretend
that
this
is
easy
to
read.
For
me.
It's
not
so
I
didn't
have
a
lot
of
time
to
go
through
this
and
actually
fully
digest
it.
But
I
guess
what
I'm
trying
to
figure
out
here
is
in
terms
of
the
things
that
are
broken
down
by
districts,
and
those
numbers
are
here
right.
H
G
C
Yeah
no,
this
this
looks
like
sort
of
the
answers
I
was
looking
for
last
week,
so
I
actually
appreciate
this
break
that
I
haven't
had
a
chance
to
go
through
it,
but
what
it
doesn't
tell
me
is:
if
I'm
not
mistaken,
bpd
works
in
three
shifts
correct.
They
have
three:
they
have
sort
of
a
three
shift
structure
for
officers
on
control.
C
No,
no,
okay,
and
so
I
know
that
the
municipal
code,
11
that
I
cited
is
supposed
to
give
us
that
breakdown
weekly
in
terms
of
shifts
and
how
many
people
are
are
on
leave
and
how
many,
how
many
people
are
getting
staffed
and
those
shifts
and
how
much
overtime
is
on
those
shifts.
I
would
love
to
see
us
become
in
compliance
with
that
soon
I
mean
I
don't
know
what
you
guys
need
to
make
that
operational
in
terms
of
being
in
compliance,
but
we
are
out
of
compliance
with
that.
C
C
We
don't
get
to
see
how
you're
shifting
we
don't
get
to
see
whether
or
not
that
overtime
is
mismanagement
deployments
being
done
incorrectly
whatever
or
if
it's
simply
a
matter
of
numbers
coming
down.
Just
like
that
study
says
that
some
of
the
things
that
they
saw
didn't
make
sense
like,
for
instance,
increases
in
some
of
those
city-wide
units
somehow
also
subsequently
led
to
an
increase
in
overtime
for
those
units.
C
So
even
though
it
was
getting
more
staffing,
the
overtime
costs
were
not
going
down,
they
were
going
up
and
what
I
think
this
would
do
is
I've
heard
repeatedly
from
both,
I
believe
yourself,
superintendent,
goldberg,
but
also
from
other
folks
that
we
do
need
more
officers.
I've
also
heard
the
opposite,
and
unless
we
actually
have
raw
data
that
I
can
go
over
and
say,
okay,
this
is
what
it
is.
C
C
That's
productive
and
not
just
opinions,
one-way
opinions,
the
other
way,
but
with
actual
data
and
actual
things
on
the
ground
which
exists,
and,
frankly,
it's
concerning
to
me
that
I
haven't
gotten
them,
because
that
doesn't
bode
to
me
that
I
feel
like
if
you
really
needed
more
staff
and
more
personnel
you'd
be
in
a
rush
to
give
me
this
data.
It
just
hasn't
shown
up,
and
so
that's
that's
the
concern
that
I
have
with
that.
C
I
just
want
to
be
clear
about
that,
because
I'm
not
coming
at
this
from
the
standpoint
that
you're
necessarily
wrong.
I'm
coming
from
the
standpoint
that
I
want
to
see
this
data
to
make
an
actual
objective
finding
on
those
claims,
and
I
can't
do
that
and
that's
not
how
it
works
for
other
departments.
When
we
need
more
school
psychologists
or
school
nurses,
they
don't
say
yeah.
C
You
know,
I
can't
tell
you
how
many
we
have,
and
I
can't
tell
you
necessarily
what
shifts
they're
in
and
I
can't
tell
you
what
schools
they
necessarily
cover
at
what
times,
but
we
definitely
need
more.
They
give
me
that
data
and
then
we
say:
okay,
you
definitely
need
more,
so
I
I
would
just
suggest
to
the
department
that
it
helps
this
transparency
helps
when
we
get
this
data.
It
helps
bolster
any
argument
that
you're
making
about
staffing.
C
It
is
a
hundred
percent
helpful
to
give
us
the
raw
numbers
and
how
they're
structured
and
how
that
works,
because
then
we
don't
have
to
do
it.
He
said
she
said.
Maybe
perhaps
there's
mismanagement,
maybe
there's
not.
We
can
get
to
the
bottom
of
it
and
we
can
get
some
solid
ground
in
consensus,
and
so
I
just
hope
we
get
back
to
being
in
compliance
with
that.
I
thank
you
for
the
answers
that
I
do
have.
I
hope
we
do
get
a
follow-up
on
whether
or
not
a
study
was
done.
C
C
I
Unmute
myself,
thank
you.
Thank
you,
madam
chair.
I
I
really
appreciate
the
comment
about
recently
injured
officers,
going
straight,
getting
immediate
attention
without
help
and
trying
to
get
them
attention
quickly.
As
a
physical
therapist.
The
sooner
you
get
address
those
issue
issues
those
injuries,
the
quicker
they're
going
to
recover.
I
want
to
circle
back
again
to
the
153
officers
that
would
need
to
return
to
work.
I
I've
been
googling
to
find
brighton
occupational
health.
I
live
in
brighton,
I've
never
heard
of
it
and
where
exactly
is
brighton
occupational
health
located.
G
Actually
it
it's
under
a
different
name
counselor,
but
we
always
refer
to
it
as
brock.
Brighton
act,
brighton,
occupational,
health-
if
I
have
a
few
minutes
I'll,
actually
pull
up
the
contract
or
I'll.
Ask
my
contracts
manager
to
give
me
the
exact
name.
So
it's
it's
a
different
name
than
that,
but
it's
just
brighton.
I
I
I
apologize
for
that,
but.
I
G
We
just
recently
sent
64
files
up
to
the
retirement
board.
You
know
for
involuntary
retirements
for
officers
that
have
been
out
two
and
a
half
years
or
more.
You
know
once
it
goes
into
the
retirement
process,
again
it's
out
of
our
hands
as
far
as
what
they
need
to
do
on
the
retirement
board,
and
I
worked
at
the
retirement
board
before
and
it's
it's
a
pretty
cumbersome,
thorough
process
because
you
know
any
accident.
G
Disability
is
an
additional
cost
for
the
the
city,
because
you
paid
for
the
indemnifications
for
perpetuity
as
far
as
their
medical
bills.
However,
I
will
say
that
the
retirement
board
we're
in
constant
communication
with
them
and
they
they
are
aware
of
how
aggressive
we
want
to
be
with
these
retirements,
so
we're
hoping
they
will
move,
but
I
cannot
predict
how
quickly
they
will
move
because
they
have
to
go
through
a
three
piano
review
of
doctors.
G
G
I'm
just
hoping
that
the
momentum
with
our
awk
health
triage
and
with
bright,
knock
health
that
we'll
be
able
to
grab
the
low
hanging
fruit,
which
those
offices
that
have
just
got
injured,
to
give
them
a
call.
You
know
why
don't
you
come
in?
Let's
do
a
follow-up.
Do
you
need
to
do?
Do
you
need
physical
therapy?
Let's
send
you
over
to
bright
rock
health.
Would
you
be,
would
you
be
willing
to
go
see
them
it's
a
great
organization?
I
Yeah,
okay,
you
know,
I
appreciate
that
and
as
a
physical
therapist
I
I
realized
that
you
know
that
decision
to
leave
your
profession
that
you've
been
in
for
all
of
your
adult
career
and
and
deciding
to
retire
is,
is
a
decision.
It's
a
it's
a
big
decision
for
someone
to
take,
but
I
think
having
having
an
ex
having
a.
A
Chair,
thank
you
so
much
counselor
braden
for
public
records
reasons.
We
discontinued
the
chat
in
the
city
council
zooms.
So
if
you
find
the
name
lisa
feel
free
to
share
with
us.
Okay.
Thank
you,
madam
chair.
Thank
you
thank
you.
Counselor
brayden,
next
up
counselor
flynn
and
then
councillor
mejia,
councillor
flynn,.
J
K
Yes,
this,
I
only
have
one
question
and
I
really
do
appreciate
just
the
patience
and
just
how
much
you
all
have
sat
through
this
hearing.
So
thank
you.
Thank
you.
Thank
you.
I'm
just
really
curious.
We
I
recently
read
an
article
in
regards
to
hiring
some
consultants
and
to
maintain
a
network
of
more,
I
believe,
a
thousand
surveillance
cameras
across
the
city
of
boston,
with
remote
access
to
nine
different
cities
and
I'm
curious.
G
G
Because
I
I
every
rfp
will
initiate
with
me,
as
you
know,
you
know
doing
you
know
a
request
for
approval
for
cheap
procurement
officer.
So
it
starts
here.
It
starts
at
my
office
and
I'm
I
am
not
aware
of
that
rfp.
Nothing!
Nothing
have
I
seen
going
across
my
desk
as
an
rp,
but
I'd
gladly
help
you
out.
If
you
could
share
some
more
information
and
I
could
double
check
for
you.
A
Lisa,
I
think
it
was.
It
was
actually
put
out
by
the
office
of
emergency
management
for
yeah,
where
it
was
boston.
I
guess
we're
the
agent
for
the
urban
area
security
initiative,
grants
for
the
metro,
boston,
homeland
security
region.
So
it's
like
a
camera
plan
that
operates
across
eight
cities,
including
ours.
Sorry.
A
G
A
And
I
think
the
issue
at
hand
is
that
the
sounds
like
that
the
immediate
coverage
so
far
has
been
that
oh
well,
we're
just
doing
this
as
a
fiscal
agent
for
the
consortium,
but
it's
not
clear
that
the
the
camera
sort
of
surveillance
protocols
and
such
there
are
in
line
with,
as
counselor
mejia
says,
the
facial
recognition
ordinance
that
we
passed
and
potentially
the
surveillance
oversight
ordinance.
That
is,
you
know
up
for
consideration
before
the
council.
So
I
think
that's
the
issue.
G
I
don't
have
specific
information,
but
I
can
gladly
circle
back
on
that
with
our
telecommunications
director,
because
I'm
he
is
I'm
sure,
I'm
fully
aware
of
this,
and
I
can
get
in
from
info
information
more
on
the
specifics
where
it
relates
to
boston.
But
I
don't
have
any
information
available
on
that
right
now.
K
A
To
I
also
also
saw
it
with
concern,
so
thank
you,
council
over
mejia,
and
then
I
guess
I
counselor
campbell
had
to
jump
off,
but
she
did
ask
me
to
kind
of
to
pose
to
you
all
and
what
would
have
been
her
time
that
the
sort
of
last
question
she
asked,
which
is
really
kind
of
you,
know
obviously
in
different
ways:
you're
all
leaders
in
the
department
what
feel
like
sort
of
the
next
frontiers
for
the
department
to
be
better
like.
Where
does
it
feel
like
we're?
A
Not
we're
not
achieving
all
that
we
could.
From
your
perspective,
obviously
there's
lots
of
folks
on
the
outside,
who
have
lots
of
views
and
counselors
have
our
views,
but
it
just
would
be.
It
would
be
helpful
to
hear
sort
of
what
feel
like
the
the
important
areas
for
improvement
from
from
the
department's
perspective.
H
I
would
say
currently
the
data
that
we
have.
Our
stats
relative
to
the
safety
of
this
city
are
probably
the
envy
of
most
other
cities.
We
did
not
experience
a
tremendous
rise
in
violent
crime
or
any
of
the
part
one
crimes,
but
I
think
what
we
could
do
better
is
the
perception
that
the
department
isn't
as
effective
or
as
professional
as
we
are,
I
think
is,
is
something
that
is
kind
of
in
conflict.
H
It
is
not
consistent
with
my
experience
over
30
plus
years
with
the
department
and
and
with
frankly,
with
the
results
that
we've
delivered.
So
I
think
we
need
to.
I
think
we
need
to
work
on
finding
finding
ways
to
convey
the
dedication
and
professionalism
that
shown
that
they
got
us
to
this
point
with
with
a
very
enviable
record
of
accomplishment.
As
far
as
the
stats
like
I'm.
H
Unfortunately,
I
was
a
police
officer
when
we
had
well
over
a
hundred
homicides
a
year
and-
and
you
know,
the
the
officers
in
in
my
sort
of
peer
group
worked
very
hard
to
bring
that
down
to
to
a
a
level
that
is,
you
know,
I
think
too
high,
but
still
way
lower
than
most
other,
similarly
situated
cities.
What
we
need
to
do
is
translate
that
success
into
confidence
in
the
public
that
that
were
actually
out
there
doing
the
hard
work
and
have
the
the
best
interests
and
heart.
H
I'm
not
sure
that
you
know
when
I
read
the
paper
and
when
I,
when
I
hear
some
elected
officials
speaking,
I'm
not
sure
that
that
that
that
message
has
been
conveyed
effectively.
So
I
think
that
would
be
one
of
the
primary
ways
that
that
we
could
be
more
impactful
as
a
department
is
to
to.
Maybe
it's
maybe
it's
an
issue
of
transparency.
F
And
I
would
just
add
what
kevin
was
saying
you
know
all
that
happens
when
you
actually
sit
at
the
table
with
people
and
have
conversations,
so
I
think,
as
a
department,
we
can
do
a
better
job
at
going
out
into
the
community
working
better
with
you
guys
working
better
to
get
that
message.
So
people
sitting
at
the
table
have
difficult
conversations
and
to
be
able
to
come
up
with
solutions,
because
at
the
end
of
the
day,
there's
always
one
common
goal
that
we're
all
sitting
here.
F
Talking
about
the
budget
is:
how
do
we
make
our
city
safer?
How
do
we
address
the
issues
of
social
justice
and
everyone?
How
do
we
address
the
problems
that
people
see
in
the
police
department?
How
do
we
make
ourselves
better,
but
we
do
that
all
together,
so
whether
we
are
the
solution
but
like
we
said
when
we're
sharing
the
money,
we
also
have
to
be
part
of
the
conversation.
F
So
even
if
it's
not
us
that
is
going
to
work
on
the
say,
the
school
department
aspect,
that's
so
important
to
us,
because
the
end
result
of
the
kids
the
end
results
of
the
families.
So
we
all
have
to
do
a
better
job,
that
not
being
in
our
silos
and
to
work
together
and
come
to
a
common.
You
know
a
common
ground
of
like
what
is
our
end
goal
and
what's
our
shared
vision,
we
all
have
to
have
our
shared
vision.
F
D
Yeah
and
for
me,
I'm
going
to
echo
what
those
two
say,
but
I
think
part
of
the
issues
that
we
need
to
to
rectify
as
technology
like
kevin
mcgoldrick
said
earlier,
we're
still
doing
every
a
lot
of
things
by
paper.
If
we
can
do
like
log
out
over
time
electronically
and
things
of
that
nature,
it'll
cut
down
on
the
work
that
we
have
to
do,
we
want
to
work
smarter,
not
harder.
D
D
We
can
run
a
report
boom.
You
need
the
amount
of
overtime
for
this
particular
district
or
how
many
offices
are
assigned
to
this
particular
unit.
Maybe
we
can
create
a
dashboard
or
something
along
those
lines,
but
technology
is
really
key
as
to
what
we
what
we
need
to
present
to
you
guys
a
lot
of
times,
and
we
don't
have
the
resources
a
lot
of
times
to
get
some
of
these
programs
that
we
do
need.
A
Great,
we
will
get
that
information
to
counselor
reagan.
She
can
do
it.
A
drive
by
see
see
how
it
looks
great
and
then
just
a
couple
other
questions
for
me.
One
thing
is,
you
know
the
city's
looking
at
an
open
streets
initiative
over
on
the
transportation
department
side
to
kind
of
do
a
bunch
more
of
that.
A
A
I
think
that,
and
I
think
that
then
we
end
up
in
a
situation
where
either
it's
it's
sort
of
prohibitively
expensive
for
city
departments
to
do
these
things
or
we're
spending
a
lot
of
money
on
that,
and
it
seems
to
me
like
there
ought
to
be
a
way
to
to
make
more
of
a
distinction
between
ones
where
we
really
need
people
on
site
or
ones
where
you
know.
Maybe
we've
got
somebody
in
a
penny
who's,
not
a
police
officer
who's
watching.
A
But
you
know,
especially
when
we're
talking
about
sort
of
side,
streets
and
more
neighborhoody
things.
I
don't
know
that
it
strikes
me
that
that's
going
to
be
a
limitation,
that's
coming
up
pretty
imminently
based
on
something
we
want
to
do
in
the
budget,
and
so
I'm
curious,
whether
you
guys
have
had
conversations
with
other
city
departments
about
changing
the
protocols
around
around
those
things.
H
A
So
yeah
so
there's
the
basically
we've
had
the
open,
newbery
and
open
charles
street
events
and-
and
I
think
what
the
city
is
looking
at
is:
oh,
wouldn't
it
be
fun
if
we
did
an
open
streets
event
like
in
a
bunch
of
different
neighborhoods
right,
so
not
just
those
kind
of
main
streets.
Obviously
charles
and
newberry
are
in
my
district,
so
I've
seen
those
first
hand,
but
I
think
is
the
idea
of
like.
Oh,
let's
have
a
bunch
more
of
these
kind
of
temporary
open
street
pop-ups.
A
I
think
that
doing
that
is
going
to
be
constrained
by
the
current
protocols.
We
have
on
how
much
police
presence
we
need
to
have,
and
it
seems
to
me
that
that
would
be
a
pity
and-
and
I
will
just
say
it
is
a
personal
bug,
bearer
of
mine-
that
at
every
open
newbery
I
have
attended,
we
have
shut
the
street.
A
A
H
Well,
but
I
I
would
point
out
that
if,
if
it's
a
two-person
car,
they
might
be
the
only
rapid
car
on
that
side
of
the
district,
so
if
they,
if
they
park
down
by
the
public
garden
and
they
walk
up
to
mass
ave
and
then
they
get
a
call
that
they
need
to
get
to,
it's
it'll
be
a
bit
of
an
arduous
process
to
to
get
back
set
their
car
to
respond
to
a
call.
So,
but
but
relative
to
your
point,
I
I
don't.
H
I
don't
understand
why
we
need
a
large
police
presence
if
the
street
is
completely
shut
down.
I
I
think
I
think
some
transportation
coordination
could
it
could
just
barrier
the
street
office.
If
you
know,
if
there's
traffic
to
be
done,
then
then,
yes,
you
need
a
police
officer,
but
if,
if
there's,
if
a
street
is
simply
blocked
off
in
this
signage
or
a
message
board,
I
don't
necessarily
know
why
we
would
need
additional
police
resources
there.
A
Right,
so
is
that
I
mean,
I
guess
part
of
that
is
like
I
think
for
us
to
successfully
have
open
streets
across
the
neighborhoods.
We
are
going
to
need
to
move
more
in
that
direction.
So
is
that
something
that
that
we
have
done
in
the
past
that
the
department
is
fine
with
that
needs
our
protocols
to
be
changed.
H
Yeah,
I
I
think
if,
if
the
police
department
and
the
transportation
department
got
together
and
made
an
assessment
and
determined
you
know,
what's
you
know
that
there
may
be
a
plan
of
barrier
putting
a
barrier
one
location,
we
may
decide
for
public
safety
wise.
If
we're
not
gonna
have
a
police
officer,
maybe
we
move
it,
you
know
a
block
one
way
or
another,
and
and
maybe
we
take
up
more
space
than
we
really
need,
but
you
know
the
reality
is,
I
think,
with
the
right
coordination.
We
can
accomplish
what
you're
what
you're
talking
about.
H
And
I
would
also
mention
it
will
probably
benefit
the
individual
offices
as
well,
because
you
know
for
many
many
of
these
events
or
fun
events
on
weekends
and
nice
days
and
guess
where
police
officers
don't
want
to
be.
They
don't
want
to
be
at
work,
especially
if
they're
getting
ordered
in
on
one
of
their.
You
know
the
one
weekend
off
they
have
every
six
weeks.
They
probably
don't
want
to
spend
it
standing
in
a
traffic
post.
A
On
the
on
the
detail
front,
I
think
obviously,
the
1.75
million
dollar
pilot,
which
we
will
be
asking
more
of
our
kind
of
follow-up
questions
to
ohs
about
next
week,
but
I
I
know
you
guys
are
in
coordination
there.
I
think
I
think
really
that
has
to
be
the
solution.
You
made
a
reference
superintendent
mccaltrick
to
the
fact
that
you
know
best
is
a
co-response.
H
Yeah-
and
there
is
an
episode-
and
I
bring
that
up
pretty
frequently,
but
I
I
don't
think
we
really
have
a
huge
capability.
You
know
that
the
best
organization
that
not
just
the
co-response
best
team
clinicians
but
the
separate
best
non-co-response
people
they
have
they
have
done
individual
response,
not
through
9-1-1.
H
So
I
think
what
we
have
to
figure
out
is
if
a
call
comes
into
9-1-1,
either
for
ems
or
police,
and
it's
not
necessary
for
us
to
to
go
there.
There's
no
there's
no
threat,
it's
a
it's,
a
known
patient
that
may
need
some
follow-up
at
their
home.
How
do
I
do?
How
do
we
divert
that-
and
you
know
that's
something-
we're
working
on
we're
engaged
in
that
process,
but
but
I
think
it's
you
know.
Building
that
capability
is
the
hard
part.
H
I
think
once
we
once
we
actually
launch
that
capability,
especially
if
we
can
tie
it
into
the
911.
So
we're
not
dispatching
police,
you
know,
and
the
police
don't
want
to
go
to
these
calls,
because
we
recognize
that
you
know.
While
we
do
have
some
training,
we
also
bring
with
us.
You
know
the
potential
intimidation
factor,
not
everyone's
a
fan
of
the
police,
not
everyone's
comfortable
with
guns
in
their
home
or
in
their
presence.
A
Absolutely-
and
I
think
I
think
I
mean
we've
my
office-
we've
talked
to
a
bunch
of
places
around
the
country
that
have
done
this
and
it
does
seem
like
figuring
out
how
to
tie
it
into
dispatch
and
and
have
that
training
to
divert
divert.
Those
calls
appropriately
is
pretty
key,
so
yeah,
so
we'll
be
following
up
on
that.
I
yeah
I.
A
I
really
appreciate
you
all
coming
back
for
the
second
round
and
and
sending
us
these
written
answers
over
lisa,
I'm
sorry
that
it
was
your
evening
last
night,
but
but
but
we
are
grateful
and
and
certainly
we'll
be
scrutinizing
the
the
breakdown
across
the
different
across
the
different
units
and
appreciate
the
context
on
the
training
and
and
on
where
we
are
on
the
opat
goals
as
well.
Thank
you
for
including
that
that
I
think,
is
just
a
really
important
reference
for
the
council.
A
You
know
I
will
I'll
follow
up
sort
of
formally
on
a
few
of
the
other
things
that
were
asked
today,
just
around
you
know
like
shifting
and
reports
and
stuff,
but
you
know
I.
I
continue
to
feel
like
it's
hard
for
us
as
the
council
to
buy
the
overtime
cut
when
we
don't
really
have
a
way
to
get
there
from
here
like
I,
I
appreciate
right
putting
a
numerical
value
on
kind
of
what
is
the
crown
that
would
have
to
be
covered
to
make
that
real
it
just.
A
It
does
feel
like
without
the
without
a
sort
of
like
interim
game
plan.
It's
not
the
kind
of
thing,
that's
likely
to
happen
from
keeping
our
fingers
crossed.
So
I
think
you
know,
I
think
we're
gonna
have
to
continue
to
have
conversations
on
that
and
yeah
and
and
on
on
lots
of
on
lots
of
other
fronts.
A
I
I
certainly
think
that
I,
I
certainly
think
that
you
know
trust
is
a
complicated
thing
and
and
that
it
was
one
of
the
reasons
that
the
alternative
pilot
is
so
important,
because
I
think,
like
you
know,
a
piece
of
this
is
that
when
we
put,
we
put
police
officers
into
situations
that
are
not
what
they're
trained
for
and
not
what
a
what
community
is
asking
for.
It
doesn't
work
out
well
for
anybody,
you
know
and
yeah
and
obviously
there
are
you
know
we.
A
There
are
things
we,
I
think,
about
the
sort
of
non-fatal
shooting
clearance.
I
think
about
you
know
when
we
have
fatal
shootings
there
are.
There
are
really
significant
things
that
we
want.
You
all
focused
on,
so
I
think
we've
run
through
questions
twice
from
everybody.
I
think
that
that
is
it
from
the
council,
so
I'm
gonna
go
now.
I
want
to.
Thank
you
all
sorry.
I
should
allow
you,
if
any
of
you
wanted
to
say
any
closing
words
and
otherwise
I'll
go
to
public
testimony.
A
A
M
M
A
M
M
A
N
Thank
you.
You
know.
I've
listened
to
two
days
of
hearings
now
and
it
sounds
to
me
as
if
we're
accepting
the
status
quo.
That
is
we're
accepting
the
fact
that
our
kids
are
becoming
disillusioned.
We're
staying
poor,
they're,
remaining
segregated
they're,
getting
in
trouble
with
the
law,
and
then
the
police
do
a
wonderful
job,
as
in
the
end
of
that,
and
the
whole
idea
of
police
reform
is
that
we're
going
to
address
root
causes
we
are
going
to
transition
to
a
completely
different
system,
and
I
just
don't
get
it.
N
N
N
N
N
The
biggest
criminals
in
this
city
are
those
who
are
pushing
people
out
of
homes
who
are
cheating
them
out
of
their
mortgages
and
so
on,
and
so
I
I
really
want
to
see
a
different
attitude
and
I
must
say
I
have
great
respect
for
several
members
of
the
school
of
this
city
council,
but
I
haven't
heard
from
from
any
of
you
the
the
base
laying
the
bases
for
that
transition.
Thank
you
very
much.
M
I
basically
agree
with
everything
that
judith
just
said.
My
name
is
becky
pierce,
I'm
a
77
year
old
white
former
boston
school
teacher
from
long
ago,
and
I
have
lived
and
worked
in
common
square
dorchester
for
51
years
I
calculated
and
I
I
have
seen
the
ravages
of
poverty
over
policing
and
all
the
other
manifestations
of
systemic
racism
in
my
neighborhood,
my
heavily
black
neighborhood.
M
M
A
E
E
E
A
Hi
everyone
I
just
want
to
clarify-
I
think,
we're
all
set
on
public
testimony,
so
I
am,
I
thought
I
did
this
earlier,
but
I
guess
I
must
have
been
on
mute
or
something.
So
I
will
now
adjourn
this
hearing.
Thank
you
so
much
to
everyone
for
attending
and
participating
today
with
that.
This
hearing
of
the
boston
city
council's
ways
and
means
committee
is
adjourned.