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From YouTube: Committee on Ways & Means on November 16, 2020
Description
Docket #0839 - Hearing regarding Boston Police overtime.
Docket #1039 - Hearing to discuss the City of Boston and Boston Police Department’s oversight protocols for BPD overtime and to discuss ensuring effective oversight measures.
B
A
C
A
All
right,
I'm
calling
this
hearing
of
the
boston
city
council's
ways
and
means
committee
to
order
for
the
record.
My
name
is
kenzie
bach,
I'm
the
boston
city
council
for
district
8
and
the
chair
of
the
council's
committee
on
ways
and
means
this
hearing
is
a
public
hearing
being
recorded
and
live
streamed
at
boston.gov
city
dash
council
dash
tv.
It
will
be
rebroadcast
on
xfinity
channel
8,
rcn
channel
82
and
verizon
frios
channel
964.
A
we'll
be
taking
public
testimony
at
the
end
of
this
hearing.
If
you
wish
to
testify
via
video
conference,
please
email,
shane.pac,
that's
s-h-a-n-e-pac,
p-a-c
boston.gov,
to
sign
up
when
you
are
called.
Please
state
your
naked
affiliation
in
residence
and
limit
your
comments
in
no
more
than
two
minutes
to
ensure
that
all
comments
can
be
heard.
A
A
I
just
want
to
acknowledge
colleagues
who
are
here.
I
have
to
pull
up
my
list
in
order,
so
in
addition
to
my
co-sponsors,
counselors
campbell,
o'malley
and
arroyo,
we're
also
joined
here
today
by
councilor
liz
braden
of
district
nine
councillor,
ed
flynn
of
district
two
councillor,
julia
mejia
at
large
councilor
assabe
george
at
large
councillor,
michael
flaherty
at
large,
and
I
think
that
so
far
is
our.
Is
our
group,
so
yeah
I'll
I'll?
E
So
I
would
you
know,
going
to
continue
questions
related
to
that,
but
since
the
that
last
hearing
there
have
been
concerns
raised
by
many
with
respect
to
the
accuracy
of
overtime
records,
also
with
respect
to
court
over
time
in
particular
and
so
happy
to
have.
Council
arroyo,
of
course,
join
in
this
conversation
specifically
on
those
issues.
There
also
has
been
some
documents
released
by
you
know
the
woke
windows
project
as
well
as
other
advocates
who've,
been
paying
close
attention
to
this.
A
E
F
A
G
A
C
B
B
E
You
are
well
perfect,
so
I'll
just
say
real
quick.
You
know
that
we're
continuing
the
conversation
with
respect
to
not
only
actualizing
the
commitment
from
the
administration
with
respect
to
overtime,
which
is
not
just
12
million.
It's
now
looking
at
close
to
25
million,
but
then,
additionally,
since
that
hearing
that
we
held
council
bach
and
I
held
there
have
been
more
concerns
raised
with
respect
to
overtime,
court
appearances
and
the
accuracy
of
overtime
records
which
have
been
folded
into
this
hearing,
brought
to
the
attention
by
advocates,
as
well
as
council,
royals
hearing
order.
E
So
that's
what
I
said
essentially
in
a
nutshell.
I
hope
you
guys
can
continue
to
hear
me
if
you
can't
just
you
know,
unmute,
let
us
know,
and
so
I
look
forward
to
continuing
the
conversation.
I
also
thank
you
guys
for
being
here
so
hopefully
heard
that
too,
as
well
as
deputy
superintendent,
chen,
so
look
forward
to
to
continue
in
that
dialogue,
getting
at
greater
transparency
and
accountability.
Thank
you,
council
bach,.
H
Thank
you
very
much,
chair
bach.
Thank
you,
chair
campbell,
both
for
your
partnership
in
this
you
know
when
we
had
originally
introduced
this
in
july.
The
purpose
was
not
to
have
a
one-and-done
hearing
but
to
continue
these
process
to
schedule
them
several
times
throughout
the
year
several
times
throughout
the
fiscal
year.
H
One
of
the
most
important
aspects
of
the
job
of
the
city
council
is
to
be
financial
stewards,
and
I
think
that
it
was
made
abundantly
clear
through
our
budget
process,
from
the
department
from
the
mayor
virtually
to
every
city
councillor,
that
we
needed
to
get
some
overtime
costs
under
control.
We
need
to
make
some
significant
cuts
right
away
and
for
that
to
actually
actually
become
become
a
reality.
We
need
to
stay
on
top
of
it.
H
We
need
to
do
what
we
can
working
together
to
make
sure
that
we're
sharing
information
coming
up
with
best
practices
to
employ
strategies
that
will
keep
these
costs
under
control,
recognizing
the
fact
that
it's
tough
to
plan
for
these
always,
but
it's
certainly
never
hard
to
keep
on
top
and
keep
as
transparent
and
open
process
as
humanly
possible.
So
that's
another
reason
why
we're
doing
these
hearings
we'll
continue
to
do
so.
Thank
you
all.
H
F
Thank
you,
madam
chair,
and
thank
you
to
the
administration
for
being
here.
For
this
conversation,
this
hearing
order
came
about
due
to
an
investigation,
essentially
conducted
preliminarily
by
wolf
windows
and
nathaniel
story,
with
the
information
provided
on
police
overtime
records
and
to
be
clear.
F
That
they're
saying
on
their
court
records-
and
so
that
was
concerning
and
alarming,
and
I
think
the
reality
is.
This
is
not
a
new
issue.
Some
of
you
may
have
seen
trial.
Four,
the
netflix
documentary
on
sean
ellis
episode.
Five
was
entirely
dedicated
to
the
fact
that
in
the
90s
there
was
a
known
issue
with
court
overtime
fraud.
F
And
here
we
are
in
2020
and
there's
still
questions
about
this
process,
and
so
my
hope
is
that
transparency,
the
light
of
day
this
hearing,
we
can
have
conversations
that
really
elucidate
sort
of
what
the
steps
here
are.
What
the
oversight
protocols
are,
what
the
checks
and
balances
on
this
are
and
how
they're
being
conducted
and
who's
ultimately
responsible
for
them,
because,
ultimately,
in
terms
of
court
overtime,
there's
a
number
of
concerning
trends,
since
2014
officers
have
worked
less
hours
in
courts.
F
However,
their
pay
has
been
a
higher
percentage
for
non-worked
hours,
starting
from
2014
to
2019,
where
that
number
was
47
of
hours
worked
for
53
extra
hours
paid,
and
so
we
want
to
get
into
sort
of
what
all
of
that
is,
and
so
I'll
leave
it
there.
But
I
wanted
to
make
sure
that
you
understood
sort
of
where
my
questions
were
going
to
be
coming
from
and
sort
of
where
I'm
trying
to
highlight
sort
of
for
myself
as
a
fiscal
steward
for
the
city,
where
the
process
is
breaking
down.
F
I
Thank
you,
madam
chair.
I
will
keep
it
very
brief.
I
welcome
the
opportunity
to
have
an
update
on
on
progress
on
on
goals
that
were
set
and
to
hear
from
the
administration
and
the
police
department
how
things
are
going
and
that's
it.
I
look
forward
to
all
the
information
that
will
be
shared
this
afternoon.
Thank
you.
J
Thank
you
thank
you,
councillor,
bark,
and
for
sharing
this
hearing
and
to
the
sponsors
of
the
hearing
as
well.
I
want
to
say
thank
you
to
the
administration
for
being
here.
I
want
to
say
thank
you
to
the
boston
police
for
being
here.
This
is
an
important
issue
and
I'm
glad
we're
having
this
conversation.
J
J
I
know
we
have
to
review
these
issues,
but
we
also
need
to
be
sure
that
we
have
adequate
public
safety
shifts
covered
and
be
able
to
respond
quickly
to
emergencies
in
incidences.
I've
worked
closely
with
deputy
superintendent
chen
on
many
many
issues
in
in
a1
over
the
over
the
years,
but
I
also
know
that
many
police
officers
are
required
to
work
overtime
as
well,
and
because
of
that,
I
would
like
to
probably
advocate
that
we
need
to
significantly
ask
the
question
how
many
more
police
officers
do
we
need
to
hire
in
the
city.
J
K
Can
you
hear
me?
Yes,
I
mean
okay,
I'm
having
internet
issues,
so
just
want
to
make
sure
so
good
afternoon.
Everyone
just
wanted
to
thank
the
chair
and
to
the
sponsors
for
calling
this
hearing.
I'm
really
excited
to
be
here
because
I
know
we
would
not
be
having
this
conversation
if
it
wouldn't
have
been
for
the
community
activists
who
have
been
pushing
us
to
do
something
about
police
overtime.
K
We
already
know
what
we
know
and
the
data
that
we
receive
from
the
bpd
and
the
aclu
today
only
confirms
what
we
already
knew
that
police
over
time
spending
is
wasteful
and
oftentimes
lacks
transparency.
The
question
is:
what
are
we
going
to
do
about
it?
Many
of
the
community
advocates
who
have
participated
in
these
discussions
have
proposed
innovative
and
creative
solutions
to
this
problem.
L
Thank
you,
madam
chair,
and
thank
you
to
the
makos
for
bringing
us
together
today
and
for
this
continued
conversation,
because
I
think,
as
we
keep
this
conversation
continuing
and
open,
and
the
dialogue,
positive
and
collaborative
that
we
can
actually
do
a
few
things
that
are
important
for
us
to
do
and
and
be
critical
about
the
conversation
that
we're
having
today.
So
I
appreciate
the
opportunity
to
be
a
part
of
the
continued
conversation
look
forward
to
it
this
afternoon
and
appreciate
everyone's
attendance
and
attention
to
to
the
finer
details.
Thank
you,
madam
chair.
M
M
We
learned
the
other
day
from
the
budget
director
that,
as
of
right
now,
dudekova
we're
about
50
million
dollars
behind
budget
so
very
problematic.
Obviously,
as
we
move
forward
and
start
to
talk
about
sort
of
a
post-covered
world
here
for
boston
and
making
sure
that
the
level
of
basic
services
that
residents
and
taxpayers
have
come
to
expect
is
is
maintained.
M
So
that's
obviously
it's
incumbent
upon
all
of
us,
not
just
the
boston
police
department,
but
every
department,
including
the
boston
city
council,
to
to
identify
ways
where
we
could
be
more
efficient
and
and
identify
cost
savings
if
possible.
So
it's
two
questions
really
kind
of
for
me
in
terms
of
a
divided
question.
We
have
a
couple
issues
before
us
one
is
you
know
how
do
we
continue
to
maintain
the
level
of
police
services
and
to
deal
with
the
close
to?
M
I
think
over
700
thousand
calls
911
calls
that
come
in,
along
with
quality
of
life,
issues,
the
violence,
the
fireworks,
the
quality
of
life,
the
parties
etc
and
make
sure
the
staffing
levels
are
sufficient
and
also
adjust
to
overtime
needs.
Based
on
that,
as
well
as
other
things
that
pop
up
and
then
there's
the
other
issue
is
in
terms
of
sort
of
the
one
for
four
the
court
time,
plus
the
detail
system.
M
In
terms
of
you
know
whether
or
not
that's
sustainable
moving
forward
where
we're
looking
at
a
right
now,
a
50
million
dollar
shortfall.
So
look
forward
to
the
discussion.
Obviously,
everyone
needs
to
kind
of
be
able
to
do
their
part,
every
department
to
identify
ways
to
to
have
a
budget
and
we're
so
fortunate.
We
didn't
go
to
a
112
based
on
what
is
now
playing
out
in
as
a
result
of
covet,
so
we're
lucky
that
the
council
was
able
to
to
get
this
budget
passed.
M
But
despite
that,
we're
still
right
now,
based
on
the
budget
director's
call
the
other
day
we're
50
million
light,
so
the
police
and
everyone
is
going
to
sort
of
have
to
find
a
way
to
do
more
with
less
moving
forward.
So
look
forward
to
the
hearing
and
appreciate
the
opportunity
to
speak.
Madam
chair.
N
Can
you
hear
me
now?
Yes,
so
I
used
half
my
time
trying
to
figure
out
the
technology,
so
I
will
be
super
brief.
Just
thanks
to
you,
madam
chair,
thanks
to
the
makers
thanks,
especially
council
royal,
for
bringing
this
new
layer
into
the
mix.
These
are
all
important
issues
want
to
thank
the
representatives
from
the
police
department
for
being
here
for
your
work
every
day,
but
also
really
for
being
here
to
help
us
solve
this.
N
I
I,
the
only
thing
I
would
add
is
for
me
this
also
speaks
to
the
larger
question
around
how
we
respond
to
crises
in
our
city
and
whether
or
not
we
should
be
putting
all
of
this
on
the
shoulders
of
of
our
police
department,
and
so
as
we
continue
to
look
at
the
overtime,
I
hope
we're
also
doing
that
in
the
context
of
imagining
reimagining
how
we
respond
to
crisis
in
our
city.
So
thank
you
and
I'm
ready
to
get
in
as
long
as
I
don't
have
any
more
issues
with
my
technology.
A
Great,
thank
you
so
much
council
president
janie,
and
now
that
all
the
counselors
have
made
opening
statements.
I
want
to
turn
it
over
to
the
department.
I
see.
We've
got
superintendent
hassan
now
on
a
different
line,
but
maybe
I'll
turn
it
over
to
you.
Superintendent,
and
you
can
organize
sort
of
opening
comments
from
the
department.
G
No,
I'm
just
here
to
answer
your
questions,
we're
happy
to
be
here.
I
hope
we
can
bring
some
light
to
some
of
these
questions
with
some
of
our
answers
and
we'll
do
the
best
of
our
ability
to
provide
the
answers
to
some
of
your
questions
on
behalf
of
the
commissioner
and
lisa,
and
chief
long
and
mayor
walsh
happy
to
be
here.
A
Great
thank
you,
and
I
want
to
say
for
those
watching
at
home.
We,
the
council,
did
send
an
information
request
to
the
department
looking
for
data,
both
about
sort
of
q1,
which
is
the
july
1st
to
september
30th
window
of
the
city
budget,
the
first
quarter,
and
also
just
with
some
follow-ups
on
things
that
have
come
up
at
our
hearing
on
this
matter
in
july.
So
we
do
have
some
substantial
info
from
the
department
that
I'll
all
jump
I'll
start
out.
A
Questions
based
on
what
the
department
provided
us
with
and
as
as
council
arroyo
alluded
to,
there's
also
some
outside
advocacy
reports
from
the
aclu
progressive
mass
and
also
focus
on
the
court
overtime
issue
and
also
some
recent
work
from
families
for
justice's
healing
on
the
detail
issue.
But
as
superintendent
and
bpd
team
I'll
just
start
off
with
my
questions
also
a
little
timer
on
myself,
so
that
I
don't
go
too
for
long.
A
I
think,
but
obviously
I
mean
the
the
initial
commitment
was
a
12
million
reduction
but,
as
I
mentioned
in
my
opening
comments
to
actually
hit
the
budget
because
of
how
far
over
we
were
back
last
year,
it's
really
a
24.5
million
reduction
and
we're
obviously
not
on
track
to
hit
that
right
now.
So
I
guess
what
the
department
pointed
to
in
its
materials
it
provided
to
the
council
was
that
court
overtime
is
way
down.
A
And
I
guess
I
I
would
like
you
to
expand
a
bit
more
on
on
what
are
challenges
with
reducing
replacement
over
time,
because
I
think
from
the
perspective
of
the
council
and
the
public
what's
very
mysterious
about
it,
is
that
I
mean
we
understand
it
to
be
about
replacing
people
in
order
to
achieve
minimum
staffing
standards.
But
then,
when
I
asked
for
kind
of
well
what
are
minimum
staffing
standards
across
all
departments?
A
What
we've
gotten
is
just
the
feedback
from
you
all
that
that's
something
that
you
determine
kind
of
you
know
week
by
week
month
by
month,
and
I
guess
it's
hard
to
understand
how
we
know
what
the
department
is
taking
as
being
full
staffing
and
that's
therefore
necessitating
those
replacement
costs
across
the
board.
If
there's
no
objective
standard
that
you
can
share
with
the
council
or
the
public.
So
that's
probably
the
first
puzzle
that
I'm
really
trying
to
understand
here.
G
Okay,
so
the
again
what
they,
the
way
they
determine
the
minimum
level
is
the
you
know:
the
amount
of
crime,
the
population,
the
night.
The
number
of
9-1-1
calls
as
council
flaherty
referenced,
700,
000
and
also
the
response
times
to
these
incidents,
and
that's
a
conversation
that's
held
between
the
chief
of
the
bureau,
build
services
and
each
district
captain
and
they're
constantly
reviewing
that
that
they
have
a
weekly.
G
What
is
needed
to
respond
to
adequately
provide
police
services,
and
also
we
take
requests
from
you
know
this
residents.
You
know
politicians
like
yourselves
like
if
they
have
a
concern,
they're
getting
a
you
know,
major
major
events
occurring
or
even
multiple
minor
events
are
occurring
in
a
in
an
area.
G
A
Thank
you
yeah.
I
guess
what's
confusing
to
me
about
that,
is
that
I
mean
when
you
describe
the
four
criteria,
it
sort
of
sounds
like
a
formula
that
there
would
be
a
base
formula
somewhere
saying
this
is
how
much
we
are
assigned
to
each
of
the
each
of
the
districts
and
then
and
then
it
would
be
adjusted
in
the
conversation.
But
then
the
department's
response
to
us
and
others
is
that
there's
no
kind
of
like
baseline
numbers
or
formula
that
that
you
can
share
on
that
front.
A
So
I
just
want
to
flag
that
it
seems
to
me
like,
if
we're,
if
we're
going
to
understand
how
to
how
to
reduce
resources
well,
as
councillor
flynn
and
others
alluded
to
also
securing
public
safety
like
we
need
to
have
a
sort
of
transparent
understanding
of
of
how
the
of
how
those
minimum
staffing
levels
are
arranged
throughout
the
city
and
in
what
times
and
where
people
are
assigned
and
try.
I
think
for
the
council
to
understand
where
fios
come
into
that,
where
other
things
come
into.
I
just
I.
A
I
think
it's
very
it's
very
hard
for
us
to
do
this
bird's
eye
view,
especially
when
replacement
costs
is
so
much
of
the
overtime
without
that.
So
I'm
I'm
flagging
that
and
then
I
guess
another
question
I
have
about
replacement
is
that
you
know
you
sent
us
data
on
the
on
the
extent
to
which
we've
had
officers
off
for
sick
or
injure.
A
You
know
illness
or
injury
reasons,
and
I'm
just
trying
to
pull
that
up
right
here,
but
the
sorry
I've
lost.
I
have
a
lot
of
spreadsheets
in
front
of
me.
Oh
here
we
are
so
I
guess
you
know
that
number
of
officers
out
for
injured
or
sick.
It
was
at
146
in
2017,
151,
2018
158
in
2019
those
are
pretty
stable
numbers.
Then
it
jumps
up
to
216
in
2020
and
then
270
as
of
the
end
of
the
end
of
september.
A
So
that's
you
know
110
more
than
in
2019
and
obviously
that
was
already
a
significant
climb
to
the
216
in
2020.
So
it
can't
just
be
a
I
mean
it
can't
be
covered
alone.
So
I
just
was
wondering
if
you
could
speak
to
those
injured
in
sick
numbers
and
what's
driven
the
huge
uptick,
because
that
seems
like
a
significant
source
of
our
overtime
costs.
G
Yeah,
so
some
of
those
those
don't
that
270
doesn't
reflect
the
covid.
It
reflects
some
code,
the
ones
that
have
been
long
term,
but
that
basically
is
people
out
injured
or
or
sick,
long-term
sick.
So
so
a
lot
of
that
reflects
the
some
of
the
injuries
that
that
occurred
during
some
of
the
demonstrations.
G
A
A
Yeah,
I
guess
what
I'm
trying
to
understand
is:
it
was
already
up
60
between
jan
of
2019
and
jan
of
2020,
before
covid
after
having
sat
pretty
stable.
So
that
seems
like
a
pretty
huge
spike,
pre-covered
pre-demonstrations
everything
and
trying
to
understand
if
the
department
has
any
idea
about
why
that
is.
A
Okay
and
then
I
want
to
let
my
I've
got
a
bunch
of
questions,
but
I
know
I'm
gonna
just
need
a
second
round
on
this.
I
just
I
guess
one
other
question
I
have
is
just
if
you
or
miss
o'brien,
or
I
mean
or
the
deputy
superintendent,
if
anybody
could
just
speak
to.
Obviously
this
14.6
reduction
doesn't
hit
the
budget
target
as
councillor
flaherty
alluded
to
citywide
were
at
least
50
million
dollars
in
the
ride
for
the
year.
It
seems
like
to
achieve
further
savings
beyond
being
on
pace
here.
G
Well,
so
I
do
have
the
latest
that
so
that
was
as
of
september
25th,
so
as
of
october
16th,
we're
actually
at
17.9
percent,
which
is
you
know,
small
increments,
compared
to
the
numbers
that
you're
talking.
So
we
had
a
pretty
comprehensive
plan
to
reduce
that
overtime
numbers,
but
unfortunately,
with
the
increased
crime
and
this
potential
presidential
elections
and
the
demonstrations
and
the
covert
we've
been
unable
to
implement
that
at
up
to
this
point.
E
Thank
you
councillor
bach,
thank
you,
superintendent,
thank
you,
lisa
and
superintendent,
deputy
superintendent,
just
following
up
on
the
minimum
staff.
I
too,
and
you
know
we
got
some
of
this
information
a
little
late,
so
I'm
still
digging
into
it,
but
I
would
love-
and
we
can
continue
that
conversation
counselor
bach
on
the
minimum
staff
standards,
because
I
it's
still
a
little
confusing
to
me
too,
but
I
I
really
want
to
focus
on
the
sort
of
this
transparency
and
accountability
piece.
So
on
the
transparency
side
of
things.
E
How
did
you
guys
make
it
happen
and
what's
the
plan
or
strategy,
if
any
at
all,
to
try
to
get
to
the
24.5
million,
because
we're
not
there
yet
and
it
may
be,
we
don't
really
have
one
or
given
the
number
of
crime,
etc.
It's
just
not
going
to
happen.
I
don't
know,
but
that's.
My
third
question
is:
how
do
we
close
the
gap,
so
how
do
we
realize
the
17.9
percent?
E
Maybe
it's
doing
away
with
some
of
the
specialized
units.
I
mean
this
came
up
in
a
previous,
the
previous
hearing,
but
these
bigger
conversations
on
reorganization
capping
over
time
and
and
abolishing
the
four-hour
minimum
curious
if
there's
been
any
further
discussion
or
decisions
with
respect
to
those
things.
Thank
you,
madam
chair.
G
G
E
G
Okay,
so
as
far
as
reorganizing,
that's
there's
been
some
discussions
on
that,
but
you
know
again:
public
safety
is
the
paramount
paramount
issue
there
and
some
of
those
units
that
we
discuss
are
critical
to
providing
the
safety
that
the
residents
of
boston
expect
from
us.
So
but
those
are
ongoing
and
you
know
we're
trying
to
come
up
with
innovative
and
strategic
ways
to
achieve
that.
G
G
We
were,
you
know
at
one
point
we're
up
to
400,
which
also
means
a
14-day
quarantine,
we're
back
to
100.
You
know
because
what
occurs
in
the
society
is
reflective
in
the
department
because
of
you
know,
there's
probably
no
other
department
in
the
city
that
has
the
number
of
interactions
with
the
citizens
in
boston
than
the
police
saw.
G
Hence
the
effects
of
that
is
the
rising
coven.
So
you
know
which
you
know.
So
all
this
is
occurring
and
then
you
know
the
psychological
effects.
That's
been
happening
to
the
offices.
Like
you
know,
in
my
opinion,
you
know
you
know
these
officers
are
probably
the
finest
officers
in
the
country
and
you
and
the
citizens
of
boston
are
lucky.
G
They
have
probably
the
most
educated
police
force
in
america,
which
there
have
been
studies
that,
with
the
education,
comes
less
instances
of
force
more
compassion,
empathy.
So
there's
a
lot.
There's
a
lot
going
on
here
with
these
with
these
offices
you
know-
and
so
anyway,
getting
back
to
the
reorganization.
That
is
a
discussion
that
we're
having,
but
you
know
we're
doing
a
phenomenal
job
trying
to
keep
that
dot
that
overtime
with
that
replacement.
G
E
Us
I
see
the
the
gavel.
I
can't
wait
to
the
to
the
next
round
on
that
and
I
I
do
think
it's
important
to
say
and
to
continue
to
say
you
know,
as
I
interact
with
officers,
particularly
with
respect
to
incidents
in
my
district
that
you
know.
I
want
folks
to
know
that
what
we're
pushing
for
and
transparency
and
accountability
is,
is
systems
and
department
reform,
not
a
knock
on
individual
officers,
who
are
doing
a
hard
job
every
day.
E
So
I
often
say
you
know
if
there's
a
shooting
at
2
am
or
stabbing
no
one's
calling
me.
So
I
understand
that
so
I
want
to
lift
that
up,
because
I
have
also
heard
about
officers
are
obviously
getting
covet
as
well
and
want
to
make
sure
they're,
okay,
but
the
line
of
question
questioning
just
has
to
do
with
the
course
commitments
that
we
made
transparency
and
accountability.
So
I
can
wait
for
some
the
additional
round
two.
A
Thank
you.
Thank
you,
counselor
campbell,
yes
and
and
I'll
just
remind
colleagues
that
my
intention
is
to
I'll
give
you
five
minutes
and
then
put
the
gavel
up
and
then
still
give
you
that
other
sort
of
two
ish
minutes
of
grace
time
like
we
like
we
did
back
in
the
day.
So
next
up
is
counselor
o'malley.
H
I've
missed
those
halcyon
days
of
you
keeping
us
in
check
for
hours
upon
hours
on
end,
madam
chair,
so
it's
good
to
see
the
gavel
back.
Thank
you.
Soup,
deputy
soup,
miss
o'brien,
so
particularly
thank
you
for
our
great
working
relationship
and
you
were
at
e5
for
many
many
years
so
appreciate
you,
your
leadership
in
this
role
and
and
that's
good
news.
I
don't
want
that
to
get
lost.
H
The
14.6
reduction
thus
far
is
good
news,
and
I
think
we
all
agree
that
we
have
more
work
to
do,
but
did
want
to
acknowledge
that
my
first
line
of
questions,
I
think
you
answered
with
counselor
campbell's
question
as
it
relates
to
the
four-hour
minimum
on
court
appearances.
That
is
something
that
is
collectively
bargained
right:
superintendent,
hassan
yeah,
yeah.
H
So
that's
something
that
is
a
sort
of
a
companion
series
of
hearings
that
I
know
the
chair
and
others
have
put
forth
as
it
relates
to
the
as
it
relates
to
the
contract.
So
I
know
that's
something
that
will
be
continued
continue
to
be
explored
superintendent.
We
had
talked
at
the
last
hearing
on
this
and
I
wanted
to
sort
of
revisit
about
the
shift
length
experiment.
This
is
something
that
several
other
departments
have
done,
including
everett
massachusetts.
H
Detroit
michigan,
arlington
texas,
which
goes
from
the
five
eight
hour
shifts
to
four
ten
hour
shifts,
and
it's
a
proven
model
that
actually
can
save
considerable
amount
of
money
in
overtime,
and
I
think
we
had
sort
of
talked
about
it,
sort
of
in
theory,
and
I
think
you
or
others
had
said
that
you
know
you'd
look
into
it
and
get
back,
but
I'm
just
curious
has
that
been
explored
any
further.
Since
our
last
conversation.
G
H
So
I
didn't
realize
that
that
was
collectively
bargained.
That
seems
to
me,
I'm
not
a
lawyer,
but
that
seems
to
me
that
that
wouldn't-
and
I
I
don't
want
us
to
get
into
this
esoteric
discussion
about
collective
bargaining
and
what
should
or
should
not
be
on
the
table.
But
I
didn't
realize
that
something
like
that.
The
the
ship's
length
would
be
considered
part
of
a
contract
negotiation
that
just
couldn't
be
the
parameter
set
forth
by
the
department.
G
Yeah,
no
so
like
as
an
example,
so
when
they
used
to
do
the
four
and
two
so
then
they
went
to
the
fixed
shifts,
so
that
had
to
be
collectively
bargaining
and
when
they
did
that,
that's
when
they
created
the
different
out.
So
it
used
to
be
these
have
different
shifts
in
you
know.
So
the
hours
are
collectively
bargained,
yep,
okay,.
H
Well,
then,
I
will
be
redundant
because
I'll
bring
this
up
again
at
our
next
contract
hearing.
It
just
seems
to
me
that
this
shift
length
experiment
is
happening,
sort
of
for
the
last
couple
of
years
as
a
way
for
departments
to
save
money
and
better
deploy
their
officers
and,
as
I
mentioned,
everett's
doing,
admittedly,
a
much
smaller
municipality,
but
they
do
two
platoons
four
10-hour
shifts
four
days
off.
H
Three
daily
work
shifts
from
6
45
a.m,
to
4,
45
p.m,
4
p.m,
to
2
a.m,
and
9
00
p.m,
to
7
a.m,
with
double
personnel
from
the
4
and
4
45
and
9
to
2
a.m.
Shift,
and
it's
just
a
way
that
we
can
increase
officers
on
the
job
and
thus
lower
what
would
be
needed
for
overtime,
and
it's
my
understanding
wasn't
that
import
wasn't
that
form
deployed
for
the
election
earlier
this
month.
H
C
H
G
C
H
H
That
makes
sense
that
makes
sense,
but
I
I
assume
it's
deployed
because
you
want
more
officers
out
and
I
mean
what
talk
me
a
little
bit.
What
were
the
I
know
the
answer,
but
I'm
going
to
ask
anyway
what
were
sort
of
the
circumstances
you
wanted.
You
wanted
more
officers
out
at
for
a
longer
period
of
time.
I
said
I
assume
is
the
simple
answer.
G
Make
sure
that
we're
adequately
stopped,
you
know
and
it's
expensive
too
yeah
also
because
beyond
their
shifts,
they
get
paid
the
overtime.
So
that's
a
very
expensive
endeavor.
So
it's
not
something
you
want
to
bring
out
only
under
the
most
extreme
circumstances
and
not
knowing
what
was
going
to
go
on
with
the
election.
H
G
H
Right
so
yeah,
no,
so
I
I
totally
get
that,
but
I
guess
I'll
conclude
now
by
saying.
I
think
that
further
proves
my
point
that
looking
at
a
shift
change
length
of
shift
changes
and
somehow
I
guess
we'll
have
to
ratify
that
through
the
collective
bargaining
process,
but
that
will
allow
us
better
coverage
at
a
an
actual
salary,
not
going
into
overtime
for
that
salary,
as
we
had
to
do
on
november,
2nd,
while
at
the
same
time
having
the
staff
levels
that,
I
think
will
allow
us
to
not
need
additional
over
time.
H
So
it
seems
to
me
that
there's
as
we
talk
about
other
examples
or
other
suggestions
on
the
table,
to
get
these
overtime
costs
under
control,
just
simply
looking
at
the
shift
change
experiment
would
be
a
great
way
to
to
to
address
a
lot
of
that.
So
that's
all
for
now.
Thank
you,
madam
chairman.
Thank
you,
superintendent
and
team.
A
Thank
you.
Thank
you,
councillor
o'malley
and
yes,
we
are
going
to
be
having
another
working
session
on
the
the
contract
as
a
policy
document
and
our
expectations
there.
So
I
think
we
can
bring
this
up
there
before
I
go
to
counselor
roy.
I
just
want
to
acknowledge
that
we've
been
joined
by
counselor
lydia
edwards
from
district
one
counselor
roya.
You
have
the
floor.
F
Thank
you,
madam
chair.
I'm
just
gonna
heads
up,
I'm
probably
gonna
need
well
definitely
the
second
round
might
be
the
third
and
so
superintendent
hassan.
You
were
here
on
july,
28
2020,
for
the
hearing
that
we
had
on
this.
The
first
hearing
we
had
on
this-
and
I
asked
you
whether
or
not
somebody
could
be
paid
overtime
for
a
court
appearance
if
they
were
actually
on
duty-
and
I
believe
your
answer
back
to
me
was
in
order
for
you
to
receive
court
overtime.
F
G
F
F
That
you've,
given
me
so
so
in
terms
of
the
in
terms
of
the
bpd
data
and
I'm
happy
to
you,
know,
disclose
names
and
do
all
that
you
know
offline
and
give
you
all
of
that.
But
we
have
officers
who
are
showing
up
in
court
receiving
overtime
if
you
log
their
individual
court
appearances
there
they're
above
150
days
of
court
time.
F
How
is
it
possible
that
they
are
off
duty
150,
court
days
of
the
year,
unless
there's
some
planning
in
that,
and-
and
I
guess
my
question
for
that
is
this-
is
a
question
I
didn't
think
to
ask
at
our
last
hearing.
But
is
it
possible
that
an
officer
can
be
off
duty
say
at
8?
30
a.m
be
back
on
duty
at
9
00
a.m,
but
if
they
appear
at
court
when
they're
off
duty
it
triggers
that
four
hours
is
that
possible.
F
G
If
you're
again
getting
back
to
council
of
o'malley,
if
you
are
it's
within
your
shift,
your
you
can't
the
overlap
you
can't
get
paid.
So
if
you're,
you
work
seven
thirty
to
four
and
I
try
to
put
a
slip
in
and
overtime
slip
for,
8
30,
it
would
kick
out
it
would
not.
The
system
would
not
allow
it
to
be
ended.
F
But
my
question
is:
if
your
shift
starts
at,
say
nine
or
eight
a.m
or
ends
at
one
or
two
p.m,
and
you
show
up
at
court
at
2,
30
or
right
before
right
after
your
shift,
and
then
you
shift
over
into
the
regular
hours.
So
let
me
make
this
perfectly
clear
for
everybody
listening
if
your
time,
if
you
go
from
off
duty
to
on
duty,
does
the
fact
that
you
started
your
court
time
off
duty.
Allow
you
to
collect
four
hours
of
overtime
pay
on
top
of
that
on
duty
time,.
C
F
C
G
G
C
G
O
On
a
day
off
or
they're
on
vacation,
because
they
they
normally
would
work
a
7
30
to
4
shift.
But
if
they're
on
a
day
off
because
they
wrote
they
rotate
on
days
off
during
the
week,
so
they're
on
a
day
off
and
they
appear
for
court.
They
can
sign
into
court
on
their
day
off
for
the
court
time,
even
though
it's
their
normal
shift
hours.
But
if
they're
on,
because.
F
F
C
F
G
G
F
I
see
the
gavel
and
so
I'm
gonna
honor
the
gavel.
I'm
obviously
gonna
need
more
rounds
than
this,
but
just
to
be
clear
so
that
you
understand
what
my
concern
is
here.
I'm
concerned
that
we
have
officers
that
are
in
court,
getting
overtime,
pay
for
being
off
duty
logging
in
150
days,
just
in
d4
you
had
four
officers
or
five,
no
five.
F
Why
they're
not
scheduling
this
for
when
they
don't
have
to
actually
chime
in
for
the
overtime,
knowing
that
in
that
process,
as
a
public
defender,
that's
something
that
most
of
these
cases
are
happening
in
the
morning,
almost
all
of
them
trials
all
of
that
starts
in
the
morning,
and
so,
unless
you're
working
dedicatedly
the
night
shift.
It
doesn't
make
sense
to
me
that
you
would
have
that
many
days
in
court
protein,
so
I'll
get
back
to
that.
G
Just
on
those
numbers,
counselor
yeah
862,
I
would
have
to
say
that
they
I
mean.
I
don't
know
this
because
I
don't
know
what
you're
talking
about,
but
I
would
have
to
say
that
they
and
that's
split
between
the
eight
right
862
between
eight.
So
that's
an
average
of
a
hundred
in
what
twenty
hundred
and
ten
each
something.
G
G
F
A
Absolutely
and
we'll
definitely
be
going
to
a
second
round
counselor
arroyo
before
I
jump
to
the
next
person
I
just
do
want
to
allow.
I
think
I
I
was
informed
lisa
o'brien,
you
might
have
some
slides
and
I
just
think
that,
because
folks
are
watching
at
home,
it
might
be
helpful
to
throw
those
up
in
advance
of
our
next
questioner.
A
G
K
A
B
B
A
B
A
G
A
A
G
G
G
Yeah
so-
and
these
are
basically
the
answers
to
there
was
a
you
know,
what
we're
doing,
how
we're
tracking
the
overtime
and
monitoring
you
know
again.
They
have
a
weekly
the
bureau
of
field
services.
Superintendent
discusses
the
overtime
each
week
with
each
captain,
but
prior
to
that,
prior
to
this
culvert
we
had
during
the
compstat
we
always
analyzed.
There
would
be
a
significant
portion
of
that
meeting
where
each
individual,
not
just
the
captains
every
unit,
had
to
get
up
and
talk
about
what
was
going
on
with
their
overtime.
G
Why
what
they
expected
to
need
it
to
be
in
the
you
know,
upcoming
weeks,
and
you
know
so,
aid
to
monitor
it
also
to
learn
from
each
other
how
to
minimize
the
overtime.
So
that
was
you
know
the
regional
lock-up.
We
submitted
a
proposal
that
seems
to
be
moving
favorably.
We
we
did
get
some
feedback
last
week
from
the
sheriff's
department.
They
have
lobbyists
working
on
that.
So
there's
that
seems
to
be
moving
in
the
right
direction.
G
We're
hoping
that
pans
out
for
us,
because
it
would
be
significant
savings
and
also
the
well-being,
would
be
significantly
increased
with
the
under
the
care
of
the
sheriff
so
well
of
the
prisoners.
So
you
know
obviously
we're
being
decimated
by
this
pandemic
more
than
any
other
city
department
so
and
the
pl
you
know
the
demonstrations.
G
You
know
you
know,
I
don't
have
to
revisit
that,
and
so
we
did
have
some
internal
structural
changes
unplanned,
but
they're
on
hold
until
we
can
get
a
a
grasp
of
what's
occurring
externally
from
the
department.
So
if
you
can
move
to
the
next
one
lisa,
unless
does
anyone
have
any
questions
about
that
before
I
move
to
any
slide?
G
So
that's
fine!
The
update,
it's
actually
17.9
percent
decrease
in
overtime
replacement
costs.
You
know,
amazingly,
even
though
it's
still
44
of
our
total
overtime
costs
and
the
increased
people
out
injured
with
that
has
remain
flat.
It's
it's.
You
know,
we've
really
done
a
it's,
not
the
what
not
to
pat
ourselves
in
the
back,
but
we've
done
a
fantastic
job
with
that.
If
no
one
else
believes
it,
that's
fine,
but
that's
that's
the
reality
of
it.
The
events
special
events
and
court
down
extended
tours
you
know
down.
G
We
continue
to
you
know
the
you
know.
Our
main
goal
is
public
safety
and
officer
safety.
So
that's
that's!
That's
where
you
know
we
have
to
draw
a
line
right
there.
We
understand,
you
know
all
about
budget
reductions
and
believe
me,
because
you
know
we
see
what's
going
on.
You
know
we're
not
insulated
from
society's
concerns,
but
public
safety
and
as
you
as
you'll
know,
I
mean
I've.
G
So
I
have
the
crime
stats
up
year
to
date
you
know
so
you
know
we're
actually,
even
though
we're
down
four
percent
for
the
year,
but
in
the
some
of
the
violent
crimes
we're
up
significantly,
so
we
really
have
to
worry
about
people's
safety.
So
and
that's
our
goal,
that's
that's
what
we
really
care
about,
but
go
ahead.
Lisa.
If
you
don't
mind
that
was
a
question
that
I
think
one
of
the
counselors
asked
how
many
hours
ordered
how
many
not
ordered.
G
You
can
see
that
you
know
again.
The
officers
are
under
a
lot
of
strain
that
people
think
that
you
know
they're
jumping
on
the
overtime
like
we
all
have
families
too
and
personal
lives
that
we
want
to
try
to
enjoy
and
live.
But
here
you
know
they
get
ordered
an
awful
amount,
especially
since
may
31st.
A
A
G
G
Yep,
okay,
sorry
about
that
kind
of
stuff,
and
now
the
hour's
working
that
that
is
correct.
So
you
can
see
that
that
is,
you
know,
although
there
are
some
four-hour,
because
again,
the
court
time
is
significantly
reduced,
so
those
hours
paid
not
work.
That's
where
a
lot
of
that
occurs
in
that
setting,
because
they'll
get
the
four
hours
and
it's
it's.
You
know
they
the
officers
they
it's
more
than
like.
They
say:
oh
you're,
only
there
20
minutes!
No!
It's
taken!
G
You
know
not
that
I
want
to
justify
the
full
four
hours,
but
you
know
it
takes
traffic.
Get
dressed.
You
gotta,
take
time
out
of
your
family's
time,
get
a
drive
to
whichever
court,
probably
downtown,
which
is
an
hour
ride
from
where,
wherever
dorchester
west
roxbury
brighton,
then
you
go.
You
sign
in
you
go
to
court
and
you
come
back.
You
know
it's
a
minimum
two
and
a
half
hours
out
of
your
life.
So
you
know
so,
although
it
says
15
minutes,
it's
nothing
is
15
minutes.
So.
A
Anyway,
can
I
can
I
just
confirm
with
this
so
the
hours
paid
not
worked
and
hours
worked.
This
breakdown
is
for
all
overtime
besides
court
over
time
right.
I
think
when
I
looked
at
the,
but
I
don't
think
this
includes
court
overtime,
because
I
think
court
overtime
we
had
3
900
hours
paid,
not
work
for
the
quarter,
so
I
think
that's
a
separate.
G
A
G
A
A
A
A
G
Oh,
I
thought
you
wanted
to
give
your
time
people
some
time
all
right.
So
then
the
retirement
I
mean
it's
helped
pretty.
So
we
figured
that
coming
up
would
be
156
because
we
were
averaging
last
year,
66
and
then
this
january
we
have
we're
averaging.
You
know
minus
january
last
year
about
six
per
month
so
with
so
we
utilize
that
figure
and
with
72
coming
up
in
this
january.
G
G
G
G
G
Yeah,
okay,
the
paid
details,
so
we
did
have
superintendent.
So
you
know
we
did
implement
a
a
new
position
here
under
the
auspices
of
the
commissioner
by
superintendent,
marcus
eddings.
His
function
is
to
monitor
the
paid
detail
system
and
the
court
system,
for
you
know,
make
sure
that
things
are
going
up
to
paw
and
any
issues
arising
out
of
you
know,
overtime,
issues
and
just
all
the
negative
stereotypes
of
the
each
system
so
he's
trying
to
work
that
out.
G
B
B
Slide
so
this
was
just
saying
what
the
cost
is
to
run
the
detail
system
and
and
the
makeup
of
the
personnel
makeup.
So
the
next
slide
speaks
to
how
many
what
receivables
we
currently
have
related
to
paid
details.
I
just
want
to
point
out
that
paid
details
is,
is
basically
we're
reimbursed
by
the
vendors
themselves.
So
this
is
not
out
of
our
operating
budget.
It's
purely
you
know
one
dollar
for
dollar
we
get
reimbursed
plus
a
10
admin
fee
on
top
of
that
as
well,
which
goes
into
the
general
fund.
B
B
B
We're
fully
reserved
for
them
in
the
event
that
they
deem
uncollectible.
I
got
to
give
a
shout
out
to
my
paid
details
unit
here
at
headquarters.
They
do
a
tremendous
job,
doing
collections
and
my
feelings,
we
don't
write,
offer
receivable
if
we
know
there's
a
viable
vendor
out
there
to
collect.
So
we
we
work
collectively
with
the
city
to
try
to
get
these
down
and
they
have
come
down
tremendously
as
soon
as
we
converted
the
balance
on
to
the
general
ledger
here
or
onto
the
city's
assets.
G
G
Yep
and
then
the
last
slide
is
it
was
a
question
of
discretionary
non-discretionary
and
that's
where
you
know
you
can
read
it
for
yourself.
You
know
we
recognize
the
importance
constantly
months.
You
know
yeah
we're
working
on
getting
getting
them
back
to
work,
we're
doing
everything
we
can
to
help
them
with
their
mental
physical
well-being,
yep-
and
I
mentioned
earlier
about
the
con,
how
the
bi-weekly
compstat,
how
we
really
review
all
the
overtime.
G
A
K
K
This
is
all
very
confusing
and
I
I'm
having
a
hard
time
following
it
all,
so
I'm
going
to
just
start
with
how
difficult
it
is
for
me
as
someone
who
works
in
city
government,
so
I'm
having
this
difficult
time.
Understanding
all
of
this,
I
just
just-
can
only
imagine
what
those
who
are
following
along
with
trying
to
understand,
so
I
just
want
to
name
that,
as
as
what
I'm
struggling
with
and
trying
to
make
sense
of
this
all.
But
I
I
do
have
some
specific
questions.
K
One
is
the
last
time
we
had
a
hearing
on
police
overtime.
I
asked
what
systems
were
put
in
place
to
determine
the
number
of
officers
who
worked
overtime
during
a
protest.
I
didn't
really
get
a
clear
answer
as
to
who
makes
the
decisions
on
how
to
staff
these
protests,
given
that
we
just
learned
that
bpd
has
spent
over
1.3
million
dollars
to
protest
protest
over
time
so
far
this
year.
K
K
G
G
You
know
and
they
conduct
these
meetings
through
the
special
events
and
they
determine
the
number
of
officers
needed
so
like,
for
instance,
this
last
potential
with
the
presidential
they
determined
that
we
needed
everybody
yep.
So
that's
how
like
that's,
that's
how
they
determine
that.
Just
it's
not
just
one
person.
It's
a.
K
K
Thank
you
for
that.
So
I
also
want
to
take
a
moment
to
bring
some
questions
in
from
the
community.
We
asked
some
folks
out
on
our
social
media
to
ask
questions,
and
this
was
a
question
that
I
I've
heard
this
from
other
officers
as
well,
and
I
thought
this
would
be
really
good
question
to
ask
here:
is
we
have
officers
that
take
ot
and
then
and
then
returning
to
their
normal
hours,
with
little
to
no
sleep?
G
Well,
they're
limited
to
the
amount
of
hours
they
can
work
during
the
day.
So
generally
it's
your
regular
tour
and
then
plus
another
tour.
If
you
get
beyond
17
hours,
then
you're
sent
home.
I
mean
there
are
the
rare
occasions
when
it's
a
there's,
just
no
one
else
available
and
it
has
to
be
maintained.
G
Then
they'd
be
in
order
expected
to,
like,
I
said
those
very
very
rare
occasions
like
and
then
they're
also
limited
to
the
number
of
hours
per
month,
so
they
have
a
number
of
hours
per
day
and
number
hours
per
month.
But
again
these
officers,
like
you,
said
counselor
they're
under
a
immense
stress.
You
know
trying
to
live
a
life
and
and
provide
the
services
that
the
city
demands
so.
K
Yeah,
do
you
know
that
you
know?
Do
you
know
yeah
really,
quick?
Do
you
know
that
are
there
officers
who
are
working
up
to
17
hours
per
day,
and
the
reason
why
I
ask
this
question
is
because
we
know
that
office.
This
is
something
that
came
in
via
instagram.
Recently
we
have
seen
officers
put
in
for
they're
just
concerned
about
how
safe
is
it
for
officers
to
work
17
hours
a
day,
it's
just.
K
G
No,
there
are
many
officers
that
work
that,
yes,
I
don't
have
the
exact
number.
But
to
answer
your
question:
yes,
many
many,
especially
during
times
of
potential
issues
that
could
that
people
are
going
to
be
needed,
so
yep
there's
a
lot
of
people
that
do
that
some
willingly
and
some
as
we
know,
22
000
hours
not
willingly
so.
K
If
you
ask
me
in
terms
of
putting
the
safety
of
others
in
jeopardy
and
then
so,
this
question
came
from
instagram
recently
we
have
seen
some
police
officers
put
on
leave
for
overtime
violations.
However,
some
of
these
officers
have
previously
been
placed
on
the
for
earlier
overtime,
slash
payroll
violations.
How
many
times
does
an
officer
need
to
violate
the
rules
before
they
are
fired.
G
I
I
don't
know
the
answer
that
question
I
mean
without
specifics
other
than
you
know,
officers.
I
I
don't
really
don't
know,
but
you
know
they
do
have
collective
bargaining
rights
and
they
also
have
you
know
civil
service
protections
so
then,
and
then
employee
protection.
So
you
know
I
mean
I.
I
can't
really
answer
that
because
you
know
the
significance
of
the
violation
is
more
relevant
than
you
know.
What
like
they
say,
they
violate
what
the
90-hour
rule
is
that
you
know
or
something
like
that.
G
That's
really
a
minor
because
90
hours
they
can
only
work
90
hours
in
a
month.
So
if
they
go
over
92
you
know
is
that
that's
not
really
a
significant
infraction
so
would
they
should
be
they
be
fired?
I
don't
know
I
don't
I
don't
think
so,
but
so
unless
I
had
more
information,
I
can't
really
answer
your
question.
Yeah.
K
K
So
is
there
a
way
for
us
to
lisa,
and
I
you
know
I'd
like
to
hear
more
from
lisa
too.
I
think
that
lisa
seems
to
be
the
keeper
of
a
lot
of
data.
So
I'm
good
my
next
round
questions
lisa!
You
need
to
get
a
little
bit
of
love.
Okay,
so
I
as
much
as
I
appreciate
the
the
superintendent
I
need
to
hear
from
lisa
too
so
next
round.
Lisa
will
be
all
about
you
so
get
ready.
Okay,.
A
L
You
ma'am
chair
and
thank
you
to
super
and
deputy
super
and
lisa
for
being
with
us
today
to
answer
these
questions,
so
I
just
just
as
a
quick
follow-up
more
of
a
statement
following
counselor
mejia's
questions.
I
think
to
avoid
these
mandated
doubles
that
we
hear
a
lot
about.
We've
had
lots
of
conversations
around
for
many
many
years.
L
Do
we
have
any
idea,
on
the
average
time
that
an
officer
is
out
injured
and
what
are
the
the
supports
and
the
tools
that
we
put
in
place
to
help
an
officer
be
well,
especially
if
it's
a
physical
injury
and
then
what
additional
supports?
We
have
in
place
to
support
a
police
officer
to
get
back
to
the
job
quickly,
because
we
see
that
that's
a
place
where
we're
running
up
additional
hours
across
the
board.
G
Yeah,
so
we
do
have
those
things
in
place,
so
we
recently
contracted
with
a
medical
group
in
brighton
that
provides
full
services.
This
is
on
top
of
the
occupational
health
unit,
so
we
have
medical
staff
in
there
providing
you
know,
advice
and
suggestions,
monitoring
and
yeah.
So
I
mean
we
provide
them
with
everything
that
they
need
to
get.
I.
L
Think
that
that
I
think
that
that's
a
new
hire
as
of
rece
or
a
new
policy
that's
been
put
in
place
as
of
recent
because
of
the
the
you
didn't
have
the
support
services
and
the
the
medical
team
in
place
in
order
to
turn
turn
around
some
of
that
time.
It
would
be
nice,
maybe
for
the
next
hearing,
because
I
know
this
came
up
in
our
previous
hearing
to
to
see
if
we've
rece
we've
reaped
any
benefits
from
having
that
additional
medical
support
on
on
staff.
L
I
want
to
also
get
to
some
questions
around
the
the
court
over
time.
In
particular,
what
is
our
relationship
with
the
court
system
when
we
think
about
making
sure
that
those
proceedings
are
done
efficiently
and
that
we're
not
constantly
recalling
officers
in
to
offer
testimony
and
then
cases
get
dismissed
or
extended
or
prolonged?
I'm
not
sure
what
the
legal
term
is
and
then
also,
I
think,
part
of
part
of
council
arroyo's
questions
around
the
number
of
officers
that
are
in
court
to
offer
testimony
or
whatever,
whatever
they
do
in
court.
L
I'm
a
high
school
teacher,
not
an
attorney.
Are
we
looking
at
all
at
I'm
imagining
that
crime
happens
more
in
the
evening?
I
don't.
I
don't
know
that
to
be
true,
it's
just
my
gut
and
if
an
officer
is
involved
in
an
incident,
that's
happening
either
at
night
or
overnight
that
they
would
be
off
during
the
day
to
to
go
to
court,
and
that
may
account
for
some
of
those
those
additional
hours.
So
I
I
so
I
just
said
a
lot
there.
L
I
think
it's
important
for
us
to
have
a
a
really
close
and
and
working
relationship
with
the
courts
so
that
we
can
be
much
more
efficient
with
our
time.
I
think
that
it's
also
important
for
the
courts
to
be
running
in
a
way
that
we
aren't
recalling
officers,
time
and
time
again
that
that
process
is
efficient,
and
I
think
that
they're
a
missing
partner
in
the
work
around
some
of
that
court
overtime.
L
Some
of
those
challenges,
it's
all
of
our
tax
dollars
that
are
that
we're
discussing
here
and
then
I
wonder
if
there
is
any
analysis
done
around
when
crime
is
happening
over
the
time
of
day
and
how
that
impacts,
the
the
expense
with
the
court
overtime,
in
particular
sorry.
I
know
I
laid
a
lot
out
there,
sorry
about
that,
and
I
think.
G
So
you
know
time
day
place
location,
all
the
the
factors
that
go
into
that.
So
that
is,
that
is
true,
and
then
they
supplement
too.
That's
where
some
of
the
overtime,
the
discretionary
overtime
comes
in
if
they
have
a
like.
I
said
an
emerging
crime
patent
they'll
hire
all
the
time
to
address
that
issue.
So.
G
O
Okay,
no,
I
was,
I
was
just
gonna
chime
in
about
the
court,
so
then
the
night
officers
to
address
what
councilor
royal
was
saying.
So
we
have
two
shifts.
We
have
the
ford
employment,
4-11-45
shift
and
then
11
45
pm
to
7
30
a.m,
shift
that
counts
for
two-thirds
of
the
officer
or
two-thirds
of
the
ships.
O
I
was
just
thinking
about
that
and
on
the
minimum
manning
minimum
manning,
it's
a
very
complicated
formula,
as
the
super
attendant
was
saying
earlier.
It's
a
combination
of
a
lot
of
factors
like
call
volume,
crime
patterns,
everything
else-
and
you
know.
Basically
we
have
a
number
that
we
put
on
every
shift.
That
says
that,
for
public
safety
reasons
we
have
to
have
a
certain
number
of
officers
on
that
shift
in
order
to
adequately
staff
that
ship
for
public
safety
and
officer
safety.
O
O
So
we
have
a
minimum
demanding
number
and
then
we
have
a
number
that
says:
okay,
well,
all
right.
We
have
an
uptick
in
this
area
or
this
zone.
We're
gonna,
we're
gonna,
add
two
more
offices
to
that
shift
on
overtime,
to
address
that
particular
problem,
and
it's
very
specific
on
our
deployments
and
that's
what
the
superintendent
was
talking
about
every
week.
It's
always
adjusted
based
on
whatever
we're
seeing
in
crime
statistics
and
things
like
that,
and
and
we
base
that
on
intelligence
that
we
gather.
L
Yeah,
no,
I
mean
that's
very
helpful
and
I
I
won't
ask
additional
questions
and
because
I
see
that
my
time
is
up,
I
will
note
that
there
is
a
formula
this
minimum
manning
formula.
Perhaps
that
has
to
be
revisited,
but
there
is
also
considerable
political
pressure
that
you
are
under
that
we're
under
from
community
members
saying
there
aren't
enough
police.
Where
are
the
police?
L
We
want
to
see
more
police
and
then
balancing
that
with
what's
happening,
sort
of
nationally
around
a
national
discussion,
and
you
know
where
the
right
number
is
and
where
that
right
formula
is,
I
don't
have
any
additional
questions.
I
don't
know
whether
lisa
had
something
to
add
to
that
chair
bach.
Thank
you.
A
M
Base
on
where
we
are
with
attrition,
I
know
there's
a
big
wave
of
retirements
that
are
expected
when
the
class
size
was
a
lot
bigger
than
it
had
been
in
recent
years.
I
think
class
sizes
were
in
the
hundred
hundred
ten
range,
so
I
know
that
there's
a
wave
of
men
and
women
that
are
due
to
retire-
and
I
just
want
to
make
sure
that
we're
keeping
up
with
attrition
and
then
obviously
that
has
an
impact
on
overtime
as
well.
M
So
wonder
where
we
are
with
sort
of
minimum
staffing
levels,
indoor
number
of
sworn
personnel
and
are
we
staying
ahead
of
that
number
one?
Two
just
wanna
touch
base
with
respect
to
the
court
time
make
sure
that
we're
tracking
when
there
are
defaults,
you
know
going
back
to
my
time
in
the
da's
office
as
well
as
on
the
defense
bar
there's
a
little
bit
of
a
game.
M
That's
played
particularly
around
motion
to
suppress
time
and
or
trial
time
where,
when
all
the
officers
show
up
that
are
summonsed
to
be
there
and
then
they
do
a
little
sort
of
duck
and
hide
in
the
parking
lot.
And
then,
when
the
case
is
called,
and
then
the
judge
issues
a
default
and
prior
to
the
warrant
entering
into
the
system,
lo
and
behold,
the
defendant
walks
in
and
talks
about,
car
trouble
or
the
train
was
running
late,
etc.
M
So
the
sooner
we
get
chiropractic
services
on
the
formulary
as
part
of
our
buying
power,
as
municipal
poison,
it'd
be
great
if,
if
the
police
department
weighs
in
on
that
and
enjoins
in
that
chorus
to
get
chiropractic
services
for
for
the
men
and
women
of
the
police
department
to
get
them
back
to
work
quicker.
That
we'll
we'll
see
a
significant
cost
savings
in
the
last
man
hours
and
time
off
due
to
injury.
G
G
You
know
we're
doing
the
best.
We
can
that's
that's
about
where
we
are
with
that.
As
far
as
the
chiropractors,
I
think
that's
a
great
idea
because
we're
doing
everything
we
can
to
help
our
officers
get
back
to
you,
know
physically
and
mentally
be
the
best
they
can
be
on
the
job.
So
I
would
definitely
bring
that
to
our
medical
staff
and
we
can
explore
those
possibilities.
M
In
terms
of
when
officers
get
summonsed
into
court,
they
show
up,
they're
ready
to
go,
defendant
does
not
appear,
officers
are
released
and
then
lo
and
behold
who
walks
through
the
door
the
defendant
and
who,
arguably
in
some
instances,
waited
for
the
officers
to
be
released
and
then
shows
up,
and
then
they
remove
the
default.
And
then
they
schedule
another
court
date.
M
It
could
be
a
motion
to
suppress
or
could
be
a
trial
date
and
then
and
then
those
offices
are
re-summonsed
in
again
and
then
they
get
another
four,
and
that
happens
all
the
time
throughout
the
district
courts,
not
throughout
just
the
commonwealth.
But
let's
specifically
talk
about
suffolk
county
in
general.
That
happens
pretty
regularly
on
a
day-to-day
basis,
a
little
cat
mouse
game
that
goes
on.
That
cost
us.
Obviously
the
city
and
taxpayers
significant
money,
particularly
when
a
number
of
officers
are
being
summonsed
in
they're.
M
G
O
Maybe
maybe
we
can
get
the
district
attorney
in
that
conversation
because
we
don't
have
any
control
of
that,
so
we're
at
the
mercy
of
you
know
the
judges,
the
jury
council,
flaherty.
You
know
how
that
works.
Right,
like
you
know,
maybe
they
don't
have
a
jury
in
that
day
and
they
might
release
the
officers
and
they
may
summons
them
again
on
a
different
day.
O
So
there
are
a
lot
of
other
underlying
factors
that
affect
us
in
particular,
because
we
have
no
control
over
that,
like
you
said
the
defendant
walks
in
the
door
at
you
know,
noon
time
after
the
officers
were
released
at
11,
he
was
marked
default.
We
don't
know
that
he
came
in
at
12.,
so
a
lot
of
the
officers
would
just
assume
that
okay,
he
defaulted,
that's
why
they
got
resummons
right.
M
O
M
Agree,
so
I
just
think
that
we're
going
to
be
looking
at
this
more
closely
and
we're
asking
for
for
more
transparency
on
it.
I
just
think
that
it's
fair,
it's
fair
to
recognize.
There
are
situations
that
are,
I
guess,
beyond
boston
police
control
when
they
show
up
they're,
summoned
so
they're
they're
on
court
time
and
obviously
it's
the
one
for
four
and
they
getting
paid
for
four.
There
are
instances
when
they
serve
they.
M
They
participate
in
the
motion
to
suppress
and
or
they
serve
on
a
in
a
trial,
or
there
are
instances
where
there's
defaults
and
they're
pretty
voluminous
within
the
district
courts
pretty
regularly,
and
also
there
are
times
when
the
court
may
not
have
a
judge
to
try
the
jury
session
might
have
been
cancelled.
There
may
not
be
enough
jurors,
whatever
there's
a
whole
variety
of
things,
that
I
just
think
that,
if
we're
going
to
be
looking
closely
at
this
in
fairness,
those
factors
need
to
be
factored
in
as
well.
C
G
C
G
M
A
N
You
have
the
floor,
thank
you
and
just
briefly,
I
did
have
to
step
away.
I
apologize
and
I
feel
like
I
was
stepping
away
at
a
really
good
time
in
terms
of
some
of
the
information
you
were
going
through
the
slide
presentation,
but
I
had
to
take
a
couple
of
calls.
So
I
apologize
if
these
questions
have
been
already
answered
or
discussed.
I
am
really
interested
in
where
we
are
in
terms
of
electronic
files.
N
G
You
know,
unfortunately
like
we
can
have
a
baseline
and
that's
basically
what
it
is
a
baseline
number
for
policing
services,
but
these
unexpected
events,
which
occur,
whether
it's
a
rising
crime
or
these
you
know
whatever
right
the
demonstrations
or
presidential
elections.
You
know
they
they
have
an
effect
on.
G
N
C
G
Yeah,
so
that
involves
many,
you
know,
city
agencies,
so
we
are
in
the
middle
of
discussing
that
because
you
know
we
get
a
lot
of
requests
for
overtime,
analysis
from
outside
agencies
and
for
us
to
every
time
our
payroll
division
has
to
go
exactly
go
through
each
paper
box
of
paperwork.
It's
too
cumbersome
if
it
was
electronically,
would
be
a
lot
easier
for
all
these
analysis
to
occur.
So
this
is
something
we
want,
but
you
know
I
think
it's
just
going
to
take
some
time
here.
To
answer
your
question.
N
N
There
be
might
there
be
information
that
we
could
con
collect,
so
I
I
did
catch
the
tail
end
of
council
flaherty's
questions
around
defaults
at
court,
so
it
sounds
to
me
like
people
are
getting
paid
over
time
twice.
They
show
up
they're
going
to
get
their
minimum
four
hours
the
defendant
comes
in
after
they've
the
officers
have
been
dismissed
now
the
officers
have
to
show
up
to
court
on
another
date
again,
so
they're
gonna
get
those
two
now
they're
gonna
get
eight
hours
instead
of
the
four
hours.
If
so
one.
N
I
know
you
can't
control
when
that
happens,
because
you
can't
control
defendants
or
the
need
for
a
new
trial
to
happen.
But
I
wonder
what
we
can
control
is
the
information
that
we're
collecting.
What
we
can
do
is
have
a
better
sense
of
how
often
that
is
happening
by
the
information
that
we
collect.
So
I
wonder
just
through
these
discussions
that
you
guys
are
having
internally,
because
I
saw
the
first
bullet
point
on
the
slide
deck.
It
said
you
know
looking
at
overtime
hours
right
and
my
question
is
like
well
who's
responsibility.
N
N
You
off,
I
know
that
gavel
is
coming
any
minute
and
I
know
there's
a
lot
of
interest
to
get
to
a
second
and
third
round
of
questions
from
my
colleagues,
particularly
the
maker.
But
I'm
curious
because
we
started
this
conversation
and
the
chairwoman
put
out
some
data
points
with
numbers
of
who
was
injured
and
sick
in
2017,
2018
2019.
And
then
we
saw
that
huge
spike.
But
it
seemed
to
catch
us
all
by
surprise
in
this
conversation.
G
So
as
the
numbers
diminish,
you
know
our
overall
numbers,
so
there's
more
demands
on
the
police
officers
and
you
know
the
aging
police
force.
So
there's
all
there's
a
whole
bunch
so
of
different
factors
that
get
into
this
and
it's
increased,
and
this
is
before
the
culvert.
So
you
know
to
get
into
what
there
wasn't
like
one
inch
incident:
it's
just
an
accumulation
of
multiple
factors
that
is
causing
the
rise,
and
you
know
and
there's
other
factors
that
cause
like
that
number,
because
I
don't
want
to
stop
pointing
fingers.
G
G
N
G
N
N
A
A
And
I
guess
you
know,
I
think,
there's
a
very
real
question
amongst
many
of
our
community
advocates
about.
You
know
the
opportunity
for
civilian
flaggers
to
to
cover
those
unfilled
details,
since
obviously
it's
an
opportunity
for
work
that
the
utilities
and
the
private
developers
and
others
are
obligated
to
pay
for,
has
has
the
department-
or
you
know
the
administration
more
broadly
thought
about
that
at
all.
A
Okay,
well,
I
think
I
just
like
to
say
I
think,
that's
a
conversation
that
the
council
will
want
to
have
going
forward.
I
also
wanted
to
ask
the
details
so
obviously
the
detail
system,
the
data
that
you
gave
us
suggested
that
you
know-
and
I
think
is
it
32
officers
we
have
who
are
administering
the
detail
system.
G
A
It
32
so
I
know
in
our
hearing
in
july
we
talked
about
in
general
in
terms
of
a
long-term
structural
way,
to
bring
down
some
of
these
overtime
costs
and
particularly
the
replacement
costs
that
getting
sworn
officers
off
of
the
kind
of
desk
work
like
like
assigning
details
and
and
into
into
the
you
know
more
direct
police
work
would
might
help
with
that,
and
so
I
so
I'm
sort
of
I'm
concerned
about
that
number
of
officers
on
the
detailed
distribution
system.
For
that
reason,
I'm
also
just
concerned
it.
A
So
if
it's
costing
us
3.8
million
dollars
to
operate
the
detail
assignment
system,
I
think
I
know
we
get
a
10
bonus
for
the
department
on
top
of
the
reimbursement
for
the
pay
for
officers.
Hours
worked
when
I
looked
back
at
last
year,
it
looked
like
in
our
pay
data,
like
we
paid
people
about
31
million
dollars
in
detail
pay,
which
suggested
to
me
that
the
department
would
have
gotten
something
like
3.1
million
dollars.
A
Although
I
think
the
number
I
saw
in
terms
of
what
we
actually
got
was
lower,
probably
because
the
reimbursement's
not
perfect.
So
I
guess
just
is
the
department
thinking
about
whether
it
makes
sense
to
have
that
many
that
many
sworn
officers
in
this
role
and
also
whether
consolidating
that
could
could
make
it
so
that
we're
not
actually
spending
money
on
the
detail
system.
G
A
I
guess
on
that
broader
civilianization
question,
so
when
you
guys
were
here
in
july,
you
talked
about
how
to
have
a
sort
of
bigger
structural
plan
for
cutting
this
overtime
budget,
and
I
think
it's
worth
noting
that
a
bunch
of
the
things
that
have
given
us
reductions,
it
looks
like
in
q1.
Some
of
them
are
pretty
circumstantial
right.
So,
like
the
courts
are
down
77,
the
courts
are
many
not
operating
in
their
normal
capacity.
A
G
A
G
You
know,
you
know
all
the
crimes
that
were
you.
You
would
think
that
so
one
last
thing
from
a
motor
vehicle
that
that's
up
26
but
other
than
that,
the
it's
like
other
lasting
is
down
16,
total
loss
and
he's
up
seven
auto
theft
is
up
seven
percent,
so
just
those
are
the
some
of
the
factors
that
are
occurring.
A
Right
so
it's
right,
it's
very
variable
across
the
categories,
and
I
guess
my
question,
though,
is
then
when
we
turn
to
special
events.
Right
we've
got
that
almost
20
000
hours
of
officer,
overtime
logged
in
relation
to
protests,
but
then
because
so
many
events
have
been
cancelled,
you
know
that's
compared
to
there's
only
another
four
or
five
thousand.
In
addition
to
that,
that's
in
that
category
and
then
we
were
up
almost
to
40
000
hours
at
the
same
time
last
year.
A
A
lot
of
the
things
that
we've
benefited
from
so
far
are
contingent
situational
things,
and
so
it
makes
me
even
more
interested
in
when
the
department
came
in
july
and
said
you
know:
there's
probably
97
positions
across
the
department
that
are
held
by
sworn
officers
that
are
kind
of
desk
positions
and
could
be
civilianized
in
the
long
term.
And
I
I
just
want
to
know
what
what
work,
what
sort
of
progress
you
guys
are
making
on
that
and
what
that
looks
like.
G
Well
again,
public
safety
is
because
of
everything
that's
been
occurring.
I
know
courts
down,
but
other
significant
are
occurring
and
the
covid
so
to
reduce,
make
some
of
those
changes,
probably
not
at
the
best
time
to
do
that
and
we're
hoping
in
the
future
that
you
know
as
time
as
you
know
now
that
the
winter
months
are
coming
because
crime,
you
know,
events
start
to
diminish,
so
we're
hoping
to
revisit
that
and
see
where
we
would
stand
with
that.
A
Yeah,
I
know
I
just
I
really
think
we
have
to
be
thinking
at
a
structural
level.
To
really
I
mean,
as
I
said
at
the
start,
we're
not
on
we're
not
on
target
for
the
broader
level
of
cuts
that
the
you
write
to
get
to
the
48
million,
and
then
my
last
thing,
because
I
I
know
we
have
to
I
want
to
move
to
my
colleagues
is
just
I
mean
I
think,
deputy
superintendent
chin
brought
up.
You
know
there
are.
A
There
are
manning
numbers,
you
guys
are
adjusting
them,
but
they
are
spread
across,
and
I
just
think
that
that's
that's
information
that
the
council
is
requesting
is
like
to
understand
what
our
minimum
manning
levels
default.
Look
like
across
the
city
and
and
one
of
the
questions
that
I
get
all
the
time
is,
how
does
you
know
people
see
on
the
bpd
twitter,
all
these
traffic
stops
and
folks
are
like
well.
How
does
that,
like
you
know
how
do
people
getting
assigned
to
do
that
work?
G
Yeah,
there's
no
connection
there
with
that,
but
I
don't
know
it's
like
so
whatever
they
tweeted.
Maybe
they
had
information
that
particular
vehicle
was
carrying.
You
know
some
people
with
some
weapons
and
they
you
know
that
could
have
been
the
district
offices
that
are
just
working
their
regular
tour
duty.
I
mean.
G
No
well,
there
are
some
people
assigned
to
that.
Yes,
one
person,
basically
each
so
that
that
person
basically
responds
to
the
community
requests
and
with
the
plus
the
traffic
analysis
where
accidents
are
occurring,
pedestrian
struck.
You
know
motor
vehicle
accidents
involving
pedestrians,
but
and
then
complaints
from
you
know
the
community
service
offices.
That
they'll
say
you
know
certain
intersection
or
location
speed
whatever.
Whatever
the
issue
is,
so
that's
generally
one
person,
they
call
that
the
tango
car,
but
no
like
a
crime
like
any
officer.
G
A
No,
I
I
understand
that
I
was
just
saying
that
I
think
there's
a
desire
across
the
public
and
the
council
for
greater
transparency
on
how
our
resources
are
allocated
across
the
city
and
it
does
seem,
like
the
department,
does,
have
these
minimum
manning
numbers
for
the
different
districts
and
places.
So
I
I
think
I
want
to
continue
to
pursue
that
information
for
the
council,
but
I've
used
my
time.
I
want
to
go
on
to
my
colleague,
councillor
campbell.
E
Thank
you,
madam
chair,
and
so
you
know
it's
been
obviously
been
listening
to
to
this
hearing
and
I
still
have
a
lot
of
questions,
but
I
I
know
time
is
going
to
run
out.
You
know,
I'm
sure
all
of
us
have
conflict.
So
one
of
the
things
through
you
chairs
that
I
really
want
to
do-
and
I
think
you'll
probably
agree-
is
the
long
list
of
questions
that
we
got
from
folks
in
the
advocacy
world
and
other
residents
who
care
about
this
issue.
E
We
could
just
submit
those
written
questions
to
the
department
for
written
responses.
I
think
they
were
like,
I
want
to
say
maybe
25
or
30
questions
so
through.
You
would
love
to
to
send
that
to
get
written
responses
which
I
think
is
more
efficient
and
then
on
a
follow-up.
So
clearly
you
know
clearly
the
goal
has
been
and
since
I
joined
the
council,
we've
been
talking
about
bpd's
over
time
being
absorbent
and
continuing
to
go
up
while
also
understanding
one.
Yes,
we
want
to
maintain
obviously
public
safety
and
protecting
our
residents.
E
And
so
you
know,
I
still
have
questions
as
to
how
we
are
going
to
realize
that
that
commitment.
I
don't
think
it's
been
answered
throughout
the
hearing.
I
know
there
are
concerns
from
you,
superintendent
and
others.
I
get
that,
but
then
the
question
still
remains
well.
How,
with
those
concerns,
do
we
honor
that
commitment
that
we
made
to
folks
publicly,
and
I
want
to
also
say
that
maybe
my
council
colleagues
committed
to
voting
for
a
budget
thinking
that
we
would
actually
actualize
those
savings.
E
So
I
think
it's
just
critically
important
that
we
figure
that
out
and
then
the
long-term
strategy
you
know.
I
know
we
have
the
separate
hearing,
counselor
bach,
in
partnership
with
councillor
edwards
on
the
bargaining,
the
four-hour
minimum.
All
of
that,
I
think
why
we
pushed
for
that
hearing
is
because
we
wanted
a
commitment
from
the
administration
as
to
what
is
their
advocacy
advocacy
going
to
look
like
at
that
table
with
respect
to
abolishing
for
our
minimum
or
any
conversation
with
respect
to
that
or
capping
over
time.
So
I
I
just
I'm
still
com.
E
Just
I
don't
even
know
my
questions
are
still
the
same.
You
know
what
is
the
short-term
strategy
and
long-term
strategy
to
get
there?
One
point
of
clarification
on
the
capping.
If
we
were
to
cap
overtime
is,
is
that
a
conversation
that
also
needs
to
happen
at
the
bargaining
table?
Or
is
that
separate
and
something
separate
that
the
commissioner
and
the
department
could
do
on
their
own.
E
G
The
number
of
I
was
an
officer.
Well,
the
other
thing
I
mean
is
it
possible?
I
I
have
to
look
into
that.
I
have
to
talk
to
the
labor,
my
labor
people,
but
we
don't
want
to
minimize
our
ability
to
provide
the
services.
So
if
we
say
we
capped
it
to
12
hours
a
day,
they
do
your
eight-hour
shift
and
four
hours
all
the
time
that
might
significantly
impact
our
ability
to
adequately
staff.
G
E
Right
but
superintendent,
I
do
think
it
gets
to
the
whole
point
of
these
hearings.
Right
is,
is
striking
the
balance
between
public
safety
and
then,
of
course,
reducing
our
70
plus
million
overtime
budget
yeah.
So
it's
going
to
be
a
balancing
act.
This
entire
way
short-term
solutions
long-term,
it's
all
a
balancing
act,
and
so
I
think
for
me
it's
just
a
clarification
on
what
can
we
be
pushing
as
a
department
without
going
through
collective
bargaining?
E
What
has
to
go
through
collective
bargaining,
which
means
we
have
to
continue
to
have
that
separate
conversation
and
hearing
on
those
issues,
but
at
some
point,
while
striking
this
balance,
we
need
to
start
committing
to
various
things
that
will
reduce
this
number
and
I
think
that's
the
part,
that's
confusing.
Is
we
keep
talking
about
it?
You
know
whether
it's
reorganization,
hiring
more
officers-
and
you
know
whatever
it
is,
there's
there's
not
been
any
commitments,
and
so
that's
the
part.
E
That's
been
really
tough
to
swallow
because,
obviously,
what's
with
certain
tasks
that
the
department
wasn't
called
to
do
this
year,
we've
been
able
to
actualize
some
savings,
so
I'm
gonna
follow
up
with
some
more
questions
through
you,
chair
there'll,
be
questions.
I
asked
in
this
hearing
hoping
that
we
get
a
commitment
and
a
response,
but
I
do
think
if
we
continue
to
just
have
these
hearings
and
just
sort
of
talking
in
circles
we're
not
gonna
get
anywhere.
G
E
G
You
mentioned
other
city,
so,
let's
we'll
take
up
minneapolis.
I
read
an
article
the
other
day
that
they
actually
moved
to
these.
You
know
massive
cuts
now
with
the
increased
crime
they're
trying
to
contract
officers
from
outside
their
district.
So
they
have
a
plan.
They
have
to
hire
an
additional
like.
There
was
130
offices,
150
officers,
just
to
maintain
their
minimal
levels.
So
I
mean
something
that
you
know.
We
should
be
cognizant
of
talking
about
other
departments
so.
E
No,
I
I
know
I
I
absolutely
agree,
and
I
think
you
know
I
also
want
to
stress
this
point
which
we
all
have
been
stressing
and
in
here,
counselor
bach,
that
the
whole
point
of
having
these
conversations,
too,
is
that
police
alone,
of
course,
cannot
solve
all
the
violence
issues.
It
just
can't
happen
and
the
point
of
having
these
conversations
about
over
time
in
pulling
in
resources
somewhere
else,
is
to
look
at
how
do
we
fund
other
programs
other
initiatives
that
get
at
the
economics
to
get
out
of
poverty?
E
E
That
may
be
a
trigger
right
to
what
we're
seeing
in
terms
of
some
of
the
incidents
of
violence.
Hence
why
we're
pushing
for
this
like
this,
these
resources
to
go
to
the
root
causes
of
violence
as
well,
to
couple
that,
with
the
work
that
our
police
do
every
single
day,
why
these
conversations
are
so
critically
important?
So,
madam
chair,
through
you,
I
will
submit
a
whole
host
of
questions
to
the
department
for
for
response
and
we'll
continue
to
to
push
for
just
greater
commitment.
Otherwise,
we're
gonna
literally
see
this
overtime
budget.
E
G
So,
council,
so
we're
at
17.9,
which
is
all
you
know,
almost
20
percent
right,
so
it
which
is
significant.
So
one
aspect
of
our
response
is:
is
you
know
because
we
hear
that
hear
you
we
hear
the
council.
We
hear
that
you
know
there
are
people
that
are
advocating
for
more
police,
but
one
issue
is
the
over
policing.
G
C
E
G
Would
gladly
give
it
up
conflict
gladly,
give
it
all
up.
The
other
thing
is,
we
talked,
you
know:
alternative
policing,
we're
working
with
the
mayor's
office
and
deputy
stratton,
who
couldn't
make
this
meeting
today
about
the
best
team
and
alternative
policing
solutions
that
they
we
mentioned
it
in
july
about
cahoots
and
modified
cahoots.
We
talked
to
austin
police,
so
we're
again
we're
working
we're
trying
to-
and
this
takes
time
but
we're
trying
to
we're
exploring
every
avenue
to
push
get
the
police
out
of
every
aspect.
G
E
A
H
Thank
you,
madam
chair.
I'm
just
gonna
sort
of
delve
into
the
weeds
a
little
bit
more
so
soup
or
whoever
I'm
gonna
go
into
some
of
the
attachments
that
we
received
this
morning,
starting
with
data
request,
part
three,
the
excel
spreadsheet
and
I'm
looking
at
the
second
tab.
That
says,
detail,
recommendations
or
detail
received.
H
Maybe
now
that
I
say
it's
just
rec
and
it
shows
the
and
I'm
sorry
I've
got
my
screen
off
because
I'm
looking
at
the
spreadsheet,
so
I'm
hopeful
everyone's
on
it
or
finding
it.
But
it's
about
boston,
police
paid
details,
open
receivables,
so
I
guess
it's
detailed
receivables
and
looking
at
a
significant
amount
of
money
that
would
appear
to
be
still
owed
to
us
for
the
last
last
fiscal
year.
Is
that
correct?
Am
I
reading
that
right.
H
B
So
we
reserve
for
them
just
in
the
event
that
we
can't
collect.
However,
my
position
is
is
if
I
know
that
that
vendor's
a
viable
vendor
out
there
and
they're,
not
paying
we'll,
still
do
cold,
calling
emails
to
try
to
get
them
to
pay
and-
and
my
team
and
the
detail
unit
at
headquarters
does
a
tremendous
amount
of
job.
I
mean
if
you
saw
these
receivables
back
in
2013,
when
we
converted
the
balance
over
to
the
city's
books.
It
was
it
was.
B
It
was
extremely
high
and
they've
done
great
efforts
to
get
these
balances
down
and
the
only
time
that
we
would
write
off
a
balance
in
the
event
that
a
company
went
bankrupt
or
went
out
of
business
and-
and
I
think
they
also
work
with
the
city's
treasury
department.
On
those
issues
with
how
maybe
we
could
get
like
any
kind
of,
if
there's
a
settlement
of
an
estate,
how
we
could
get
a
portion
of
those
pro
that
that
that
settlement
sure.
H
No,
I
I
appreciate
that,
and-
and
I
think
we
touched
upon
this
briefly
during
the
last
hearing-
so
this
is,
I
think,
an
opportunity
for
us
to
identify.
Potentially
you
know
a
million,
a
million
and
a
half
as
much
as
you
know,
or
1.3
million
that's
currently
outstanding
to
us,
so
the
total
amount
looking
at
it
if
I'm
reading
this
is
1.3
million
and
that's
1.1
million
of
detail
cost
and
about
164
000
of
administrative
costs,
so
that
admin
cost
is
that
civilian
administered
or.
B
Is
that
that's
the
10
admin
fee
that
we
collect
on
on
invoicing?
The
vendor?
I
I
did
want
to
point
out
when
council
block
was
talking
about
the
administration
fee
being
a
little
bit
less
than
the
calculation.
Some
some
companies
are
not
paid,
they
aren't
responsible
for
the
administrative
fee.
So,
for
example,
if
I'm
working
on
a
state
job-
and
it's
really
the
state-
the
states
pay
in
that
vendor,
it's
a
municipality
to
municipality,
that
we
don't
charge
the
admin
fee,
because
it's
a
state
job.
So
we
don't
charge
other
municipalities
that
admin
fee.
B
H
H
C
B
Right
some,
some
of
them
are
believe
it
or
not.
Some
some
private
vendors,
for
whatever
reason,
just
you
know,
fail
to
pay
their
bill.
We
actually
even
offer
will
a
collection
plan
if
that's
what
it
takes
for
them
to
to
pay
back.
I
don't
have
the
aging
receivable
in
front
of
me,
so
I
can't
give
you
any
specific
vendors.
B
I
know
that
the
utility
companies
are
great
in
pain,
but
sometimes
they're,
staggered
in
and
they're
delayed
when
they
pay
as
a
result
of
getting
reimbursement
from
other
units,
because
it
it's
considered
project
management.
So
it's
all
that
like
internally,
so
they
do
a
job
they're
waiting
for
reimbursement
from
other
units
within
their
organization,
but
they
the
utilities,
do
pay.
I
could
definitely
provide.
H
I'm
sorry
to
cut
you
off.
I
just
want
to
be
super
mindful
of
our
time,
and
the
point
I'm
trying
to
get
here
is
is
a
way
that
hopefully
we
can
be
helpful,
because
I
think
this
is
a
lot
of
money
left
on
the
table.
I
think
you
recognize
that
I
think
your
colleagues
have
been
doing
some
good
work
calling
through,
but
do
we
have
any?
Is
there
any
restrictions?
If
you
owe
tens
of
thousands
of
dollars
to
the
city
of
boston
that
you
don't
pay.
B
To
say,
council
will
mally
owes
money,
we're
not
going
to
issue
him
a
permit
if
they
get
issued
a
permit
to
dig
and
it
becomes
a
public
safety
issue
that
we
need
a
police
officer
because
of
the
intersection
in
which
they
dig
in.
We
really
can't
refuse
that
details
to
them,
yeah,
because
it
poses
a
public
safety
in
the
in
like
so,
for
example,
in
front
of
brigham
and
women's.
B
G
B
Yeah
I
mean
we,
actually,
we
actually
even
have
a
list
with
boston,
water
and
soar
and
they've
been
great
with
us
too
communicating
back
and
forth
like
they
have
like.
I
think
it's
probably
just
a
sticky
note
on
someone's
desk
to
say,
council
o'malley.
You
owe
money,
we're
not
gonna
we're,
not
gonna
issue,
you
the
permit
to
dig-
and
you
know-
and
they
do
come
back
to
us-
the
vendors
and
we'll
put
them
on
a
payment
plan,
we'll
we'll
take
a
hundred
bucks
a
month.
B
H
B
It's
really
not
the
bigger
companies,
it's
the
smaller
companies.
Like
super
said,
we
had
one
company,
a
construction
company,
the
minute
we
shut
him
off
because
he
owed
over
four
hundred
thousand
dollars.
He
ended
up
under
a
different
name,
his
initials,
but
it
was
under
the
same
taxpayer
id
and
we
we
got
him,
but
it's
just
tough.
H
H
So
the
the
department
has
to
sort
of
proactively.
I
forget
the
word
you
use
but
fully
funded
when
in
fact
it
hasn't
been,
so
I
think
it
shows
it
shows
the
complicated
system
here.
So
I
stand
ready
to
work
with
you
and
work
with
the
city
to
make
sure
that
we
can
collect
the
money
that
is
rightfully
owed
to
us
and
has
been
on
for
owed
to
us
for
a
number
of
years.
Thank
you,
madam
chair.
F
F
They
documented
detective
waymon
lee
who's
in
the
domestic
violence
unit,
specifically
that
he
had
logged
about
2771
hours
from
detail
shifts
and
that
most
of
his
overtime
pay
stem
from
court
appearances
that
typically
lasted
no
more
than
an
hour.
When
you
jump
to
now
present
tense
2019
that
was
2017.
F
He
spent
245
individual
days
in
court
that
he
received
overtime
pay
for
245.
How
is
it
possible
that
he
is
off
duty
245
days?
The
courts
are
only
open
about
245
to
260
days,
which
means
almost
every
day
he
was
in
court,
receiving
pay
for
ot.
He
was
allegedly
off
duty,
and
so
the
question
is
at
that
point,
it
seems
like
going
to
court
is
a
pretty
regular
part
of
his
duty.
Why
isn't
that
being
scheduled
for
the
portion
of
his
day
when
he's
on
duty?
F
How
is
that
explained,
and
then,
similarly,
I
know
he's
in
the
domestic
violence
unit.
Similarly,
richard
moy
who's
in
the
domestic
violence
unit,
another
detective
204
days
in
which
he
was
off
duty
in
court
receiving
pay
204
days,
and
so
I'm
just
trying
to
figure
out
how
it
is
possible
for
somebody
to
be
in
court
almost
every
day
that
it
is
open
on
working
and
functional
with
no
vacations
and
no
weekends,
and
it's
always
seemingly,
when
he's
off
duty.
How
is
that
possible.
G
F
Which
I've
actually
I've
actually
had
cases
with
detective
lee,
when
I
was
a
public
defender
where
what
we
received
was
called
the
family
justice
pack,
which
I
think
is
actually
as
a
as
a
attorney,
I
think
it's
a
decent
thing.
It's
basically
every
police
report
that
includes
both
of
those
folks
so
the
complainant
and
the
and
the
defender,
every
police
report
that
cites
them.
F
It
comes
in
a
packet
and
my
understanding
was
that
what
he
was
doing
or
what
the
detective
was
doing
or
others
in
the
agency
were
doing
where
they
were
dropping
that
packet
off.
That's
a
packet
that,
if
that
is
the
case,
that
is
a
packet
that
should
just
be
dropbox
to
gmail
any
other
way.
You
can
reach
that
facts.
However,
you
want
to
get
that
to
a
district
attorney.
It
doesn't
require
an
in
presence.
F
Frankly-
and
this
is
you
know-
you
don't
have
to
respond
to
this,
but
as
an
attorney,
you
know,
there's
very
few
things
pre-trial
that
anybody
would
have
to
show
up
for
court
to
do
rarely.
I
mean
we're
talking
about
testimony
and
evidence
right.
Those
are
really
the
two
things
where
you
need
an
officer
for
motion
hearing
for
court
prep
if
they're,
if
they're
going
to
give
testimony
for
trial-
and
I
think
part
of
the
thing
that
I'm
sort
of
flagged
by
is
you
know
we're
down
in
court
time.
F
But
that's
because
the
courts
are
down
the
the
courts,
don't
they're
not
open
to
the
same
functionality
that
they
were
previously.
I
don't
think
there's
been
trials.
I
don't
think
we
have
juries,
and
so
there's
there's
a
that's
a
built-in
part
of
colvin
right
now
that
our
court
overtime
would
be
down,
and
so
I'm
gonna
just
move
from
that
to
sort
of
this
court
overtime
process.
In
order
to
receive
court
overtime,
an
officer
has
to
be
summoned,
correct,
yep
and
then
they
arrive
to
court
and
there's
somebody
who's
called
the
court
supervisor.
G
F
F
And
that's
on
paper,
yes,
and
then
they
they
stay
for,
however
long
their
court
appearance
is
and
they
come
back
and
they
sign
out
with
that
sergeant,
correct
on
paper
yep,
and
then
they
receive
a
court
overtime,
sort
of
receipt
or
slip.
That's
also
on
paper,
correct,
okay
and
then
they
they
finally
take
that
piece
of
paper
and
they
put
an
electronic
request
for
money
because
they
have
to
get
paid.
F
G
G
The
answer
is,
like
I
said
to
president
of
the
council,
is
it's
something
we
would
like
to
do,
but
unfortunately
like
just
because
I
would
like
it
to
happen,
doesn't
mean
everyone's
going
to
drop.
What
they're
doing?
Oh,
the
police
department
showed
up.
Let's
you
know,
there's
so
many
other
priorities,
although
so
we've
had
discussions
with
this
on
this
issue,
but
you
know
like,
unfortunately,
there
are
other
like
serious
priorities
that
are
occurring
and
you
know
something
like
yeah.
Oh
that's
a
great
idea.
C
F
G
G
G
G
C
F
A
J
J
You
know
what
they
went
through.
The
last
10
10
months.
You
know
is
like
being
on
a
a
deployment
for
the
military
in
when,
when
this
pandemic's
over
it's,
I
I
think
a
lot
of
police
in
their
families
will
will.
You
know,
need
more
time
off,
so
I
I
think
we,
I
think
it's
critical,
that
we
look
at
you
know
hiring
more
police
officers.
I
know
we're
considering
that
again,
but
I
think
with
the
retirements
coming
up,
400
500
new
police
officers
is
needed.
J
G
No,
I
first,
I
have
to
agree
with
your
counsel
that
these
officers
deserve
to
be
commended
for
the
work
and
the
dedication
and
the
commitment,
because
that's
what
it
is
because
they're
the
what
with
the
demands
that
they've
been
put
under
or
the
last
since
march,
they've
been
unforeseen
and
incredible.
But
you
know,
obviously
we
think
that
you
know
we'd
like
to
maintain
our
level
of
police
officers
at
the
2250.
G
J
J
K
And
so
one
of
the
proposals
to
cut
down
on
overtime
is
to
use
the
suffolk
county
house
of
corrections
as
a
service
agents
agency
treatment
center,
and
I
just
want
to
call
out
and
express
that
we
should
not
be
putting
people
who
have
not
been
arranged
in
jail.
I
don't
know
if
that
is
the
best
way
to
to
to
handle
the
situation.
K
That
would
never
worked,
and
so
what
is
the
dollar?
What's
the
dollar
figure
for
that
overtime
amount,
I'm
just
curious,
and
then,
in
your
powerpoint
presentation,
you
mentioned
increased
communication
as
a
commitment
to
overtime
reduction
and
I'm
curious
about
how
you're
communicating
who
are
you
communicating
with,
and
how
is
the
bpd
communicating
with
members
of
the
public
on
how
they're
making
these
changes.
K
G
Just
teaching,
let
me
just
take
the
policing
she
could
take
so
as
far
as
we're
not
utilizing
any
jail
as
treatment
centers.
We
just
think
that
we're
not
as
skilled
at
handling
people
as
the
professionals
that
do
it
and
for
their
mental
health
and
physical
well-being.
We
think
that
that
would
be
a
better
alternative,
be
comfortable.
They
have
medical
staff
available
to
them
right
in
the
jail
which
they
don't
have
with
us.
G
K
G
G
K
B
P
G
K
K
G
That
was
for
internal,
but
I
mean
okay,
so
that
we
can,
you
know,
really
monitor
it
and
sort,
but
again
we're
we're
already
doing
that
and
we're
doing
a
good
job
of
it.
It's
just
this
culvert
kind
of
minimizes
our
ability
to
meet
the
way
we
did,
but
they
arts
continue
to
do
that
on
a
weekly
basis
at
the
deployment
and
they
review
it
with
each
of
the
commanding
opposites.
So.
K
And
I
have
the
gabo
up
and
I
have
one
last
question:
I
promise
you
all,
I'm
just
curious,
given
the
fact
that
there's
all
these
discrepancies
has
there
ever
been
an
appetite
to
have
an
outside
vendor
help
support
some
of
this
work
so
that,
when
we're
talking
about
building
trust
and
transparency
in
city
government,
is
there
an
opportunity
to
hire
some
hire
an
outside
agency
to
help
monitor
some
of
this
overtime
situation?
Just
curious,
that's
ever
been
considered.
I
G
K
G
Collectively
blogging,
that's
collectively
bargain
counselor,
that's
within
the
four
hours.
When
you
work
hours,
not
work.
That
means
they
came
in,
they
were
ordered
to
come
in,
they
worked
an
hour
and
a
half,
but
they
got
paid
for
four,
so
it'll
be
two
and
a
half
hours
if
they
got
paid
for
that
they
weren't
here
so
like
say,
there
was
a
crime,
a
significant
crime
and
you
called
in
the
investigators
they
came
in
worked
two
and
a
half
hours
did
the
investigation
for
that
crime,
and
then
they
get
an
extra
hour
and
a
half
pay.
K
G
K
A
L
G
Borrows
the
like,
I
couldn't
agree
with
you
more
so,
like
you
know,
an
officer
gets
a
call.
You
know
he's
home
in
bed
sleeping
at
1
30
in
the
morning
and
he
gets
a
call
to
respond
to
a
crime.
So
he
has
to
get
out
of
bed
respond,
take
care
of
business
and
so
he's
back.
You
know
it
takes
him
two
and
a
half
hours
yeah.
I.
L
Mean
I'm
not
paying,
I
don't
want
to
pay
a
police
officer
to
get
dressed
or
to
get
out
of
bed.
I
think
that
just
talking
about
the
four
hours
is
fine.
You
know.
No,
I'm
not.
I
don't
know
any
profession
that
people
want
to
get
out
of
bed
and
get
dressed.
I
and
again-
and
I
say
that
as
someone
who's
supporting
the
four-hour
piece.
L
You
know
being
more
responsible
in
how
we're
assigning
them
and
how
we're
managing
the
system
and,
I
think,
to
counsel
arroyo's
question.
Maybe
it
was
council,
I'm
not
sure
whose
question
it
was,
but
I
do
think
that
there's
you
know
the
electronic
process
may
help
us.
If
it
doesn't
help
us
very
directly,
we'll
realize
some
savings.
It
will,
I
think,
at
the
very
least,
help
us
understand
where
the
deficiencies
lie
and
where
some
of
the
the
work
remains
undone.
L
You
spoke
a
lot
super
to
some
of
the
challenges
around
police
officers
that
are
out
injured
and
our
need
to
get
them
back
into
work
or
get
them
retired.
As
you
know,
I've
been
advocating
for
a
number
of
police
officers
who
were
shot
in
the
line
of
duty,
who
will
not
come
back
and
we're
trying
to
do
right
by
them.
L
But
there's
this
other
class
of
police
officers
who
have
also
been
shot
in
the
line
of
duty,
are
out
injured,
technically
costing
the
district
and
the
city
a
lot
of
money,
because
the
process
to
retire
them
is
so
cumbersome
and
takes
so
long,
and
that's
not
your
system
to
fix.
That's
the
city
system,
really
the
state
system
to
fix
that
that
system,
so
that
we
can
retire
out
police
officers
appropriately
and
then
right
size
the
department
and
hire
hire
additional
police
officers
as
needed
and
making
sure
that
sort
of
all
these
other
things.
L
So
I
don't
know
if
you
could
talk
a
little
bit
to
the
savings
around
the
central
booking
piece
and
then
the
impacts
of
maybe
a
little
bit
deeper
on
the
impacts
of
of
police
officers
that
are
still
on
the
books
out
injured.
That
we'd
like
to
potentially
retire
out
and
hire
additional
police
officers
and
have
an
appropriately
sized
police
force.
G
So
it
does
impact
the
overtime
because,
while
they're
waiting
to
be
retired,
we
that's
there's
only
so
many
spots
like
we'll
just
use
the
number
two
thousand
there's
only
two
dollars.
It's
actually
22.50
right.
So
we
can't
add
another
officer
until
one
is
left
so
that
that
basically
holds
the
spot
of
someone
that
may
be
able
to
come
in
and
assist
in
all
the
efforts
that
you
know
all
the
policing
efforts.
So
that's
how
that
is
affecting
the
overtime
and
our
ability
to
respond
to
the
community.
L
G
G
You
know-
and
it's
also
daunting
on
the
offices
too,
because
you
know
you
have
to
make
sure
you
have
to
check
and
maybe
they're,
not
the
professionals
that
sheriff
talking
people
are
so
you
know
we
do
a
great
job
at
it,
but
there's
people
in
there
we
don't
have
the
medical
services
on
site
there's
a
lot
of
things.
That
would
be
beneficial
for
that
initiative.
L
Perhaps
colleagues
and
I
can
discuss
that,
but
I
think
that
coordinating
services
again
in
a
more
responsible
way
at
courthouses
across
our
city
and
across
the
county,
are
a
really
important
piece
around
just
building
in
some
efficiencies
that
will
lead
to
cost
savings.
Thank
you,
madam
chair.
That's
it
for
me.
A
Thank
you.
Thank
you,
councillor,
sabi
george.
I
think
that
I
think
council
president
janey
had
to
step
away
for
a
moment,
so
I
think
that
we're
back
up
to
the
top
so
and
I'm
mindful
I
do
want
to
sort
of
try
to
make
this
the
last
round
of
questions,
I'm
mindful
that
we've
had
our
guests
here
for
a
long
time.
So
just
a
few
quick
clarification
questions.
For
me,
superintendent
one
is
just
vis-a-vis.
This
whole
court
conversation
we've
been
having
it.
A
G
A
Right,
no,
I'm
just
interested
in
the
question
of
what
there's,
obviously
a
shift
in
what
our
courts
are
even
doing
right
now,
right
in
terms
of
in
person
and
everything
and
whatever
it
is.
It's
definitely
one
of
the
types
of
or
some
of
the
types
of
activities
that
cause
shorter
court.
Appearances
for
our
officers-
and
I
was
just
curious
if
anyone
knew
what
that
was.
G
O
I
can
only
speculate
that
maybe
it's
covered
related,
because
the
judges
don't
want
so
many
people
up
in
the
courthouses
at
one
time
so
they're
releasing
the
officers,
maybe
early
if
they're
continuing
the
case
or
whatever,
whatever
they
need
to
do,
is
they're
trying
to
expedite
that
so
that
there
aren't
a
lot
of
people
there.
Maybe
you
know
because
the
covet
you
know.
A
Yeah,
so
it
would
just
be
interesting
to
know
whether
it's
that
it
could
also
there's
also
a
world
in
which
it's
a
lot
of
evidence
drop
off
and
then
and
then
people
are
doing
a
bunch
more
things
online.
Subsequently,
you
know-
and
so
I
just
I
I'm
curious,
because
I
do
think
that
in
terms
of
savings.
A
A
Obviously
one
thing
would
be
to
to
look
at
the
four
hour
minimum
in
the
contract
conversation,
but
the
other
thing
is
that
if
there
are
types
of
activities
like,
for
instance,
dropping
off
evidence
that
are
routinely,
you
know
somebody's
in
court
for
15
minutes
and
then
we're
paying
them
four
hours.
Those
seem
like
the
type
of
things
that
we
would
want
to
structurally
reduce
through
electronic
drop
off,
bundling
those
kinds
of
things
yeah.
G
O
O
G
A
Yeah
no
and
I
I
just
think
that
maybe
there's
a
thin
end
of
the
wedge
here
with
evidence
drop
off.
I
know
that
jurisdictions
vary
in
terms
of
how
much
of
that
is
done
digitally
these
days
and
how
much
that's
like
physically
delivered,
and
I
think
it
perhaps
I
mean
as
counselor
flaherty
raised.
We
need
to
be
whether
it's
asking
officers
to
to
fill
out
some
quick
online
form
so
that
we
track
you
know,
what's
the
occasion
of
summon
like
what
type
of
summons
is
it
and
what
what's
happening?
G
A
Right-
and
I
just
I,
I
hope,
superintendent
intended-
that
you
understand
that
what
the
council
is
really
asking
for
on
a
bunch
of
these
fronts
is
a
kind
of
transparency
like
it's
the
data
to
understand
like
things
like
the
breakdown
of
how
of
what.
Why
are
people
going
to
court
and
what's
happening?
What's
going
on
right
or
like
with
you
know,
min
with
the
minimum
staffing
levels
across
the
board?
It's
like
okay,
so
we're
trying
we
we
pay
replacement
costs
to
hit
these
targets.
What
are
these
targets?
A
What
is
the
justification
behind
them
like
it's?
Just
like
that's
the
that's
the
appetite
here
is
to
get
more
of
that
detail,
and
I
think
that
I
mean
even
when
you
and
counselor
campbell
were
were
talking
about.
You
know
how
how
the
police
have
become
the
one-stop
shop
for-
and
I
think,
like
there's
broad
agreement
across
the
across
the
council
and
and
with
the
department
that
that
that
doesn't
make
sense.
I
think
that,
like
you
know,
we
need
to
be
having
a
joined
up
conversation
that
sort
of
says
well.
A
What
is
the
analysis
of
the
9-1-1
calls
that
could
be
answered
by
someone
other
than
police
and
then
to
your
point
about
right?
That's
a
kahoots-like
program,
there's
already
something
filed
in
the
council,
considering
that,
but,
of
course,
to
do
that,
we
would
need
to
start
putting
numbers
on.
You
know.
How
would
it
affect
our?
G
G
G
So
now
we're
trying
to
we're
gonna
move
down
the
line
and
have
these
conversations
start
siphoning
these
tasks
back
to
the
people
that
should
be
doing
it
and
then
once
that
occurs,
there's
going
to
be
some
time
frame.
That's
going
to
be
needed.
Whether
people
actually
have
confidence
in
these
new
systems
because
they
they're
still
going
to
be
so
three
in
the
morning
they're
calling
9-1-1
they're
going
to
expect
the
police.
We
have
to
make
sure
when
they
call
tweet
9-1-1
that
someone's
going
to
show
up
and
take
care
of
their
issue.
So.
A
G
A
Yeah
which
it
does
already
but
but
yeah,
I
think
I
think
the
point
is,
though,
that
to
get
there
to
get
anything
significant,
we've
got
to
plan
ahead
and
we
need
the
data
and-
and
it's
just-
I
think
it's
just
important
for
folks
watching
at
home
to
understand
that
when
we're
talking
about
a
72.5
million
overtime
budget
right,
which
was
for
well,
that
was
the
overtime
spent
last
year
right,
the
budget
was
60
million.
Our
budget
for
this
year
is
48
million.
A
You
know
these
signs
it's
hard
with
these
things
have
a
sense
of
scale,
and
I
know
for
the
department.
It
feels
like
we're,
really
harping
and
focusing
on
this,
but
it's
because
it's
it's
so
much
more
money,
just
that
overtime
budget
than
most
of
our
civilian
departments
entirely
right
and
so
for
us.
It's
just
like
it's
a
really
big.
It's
a
really
big
chunk
of
money
in
terms
of
our
ability
to
do
any
alternative
things.
A
A
Yeah,
you
can
just
check
that
and
then
also
if,
if
anybody
has
an
answer
for
there
was
a
year-on-year
comparison
that
said
that
our
our
gang
car
ot
utilization
was
down
25
versus
last
year,
and
I
was
just
wondering
if
there's
any
explanation
as
to.
Why
was
that
an
intentional
decision
does
that
have
to
do
with
calls?
What's
going
on
with
that,
we.
G
A
A
I
mean,
as
I
mentioned
before,
some
of
them
have
to
do
with
sort
of
the
contingencies
of
this
cova
period,
but
some
of
them
have
been
about
revising
your
targets
for
different
things
and
revising
your
kind
of
sub
budgets
for
different
things,
and
I
think
that's
part
of
what
the
council
would
like
to
understand
is
sort
of
what
that.
What
that
overall
strategic
plan
is
because
I
would
echo
counselor
campbell
that
I
think
we
haven't
fully.
A
F
F
General
overtime,
analysis
and
review
to
make
sure
that
they're
on
scale
to
hit
the
the
cuts
that
were
proposed
in
this
budget
on
overtime
and
there's
also
another
one.
That's
happening
that
I
that
I
wrote
that
has
to
deal
with
court
overtime,
specifically
in
oversight,
specifically
around
court
overtime.
That's
why
my
questions
have
been
that
way
and
so
on.
F
F
Some
court
supervisor
had
signed
off
that
they
were
in
court
and
that
they
left
court
at
this
other
time,
but
they
were
on
some
other
scene
somewhere.
Writing
this
police
report.
I
believe
in
my
understanding,
is
that
that
is
currently
under
investigation
that
you're
looking
into
why
those
discrepancies
exist.
Is
that
accurate
all
right,
you're
on
mute.
G
F
Hear
you
got
a
private
investigation,
there's
different
ways
to
go
about
that
investigation
that
that
report
came
from
very
limited
information.
Bpd
has
access
to
every
boston
police
report,
they
write
and
they
have
access
to
every
fio
they
write
and
they
have
access
to
every
traffic
citation
that
writes
in
your
database.
You
also
have
access
to
the
data
that
you've
given
me,
which
is
the
data
about
who
is
in
what
courthouse
at
what
time?
F
Allegedly,
you
can
do
an
investigation
based
on
133
names
that
were
found
using
a
limited
database,
in
other
words,
the
database
that
woke
windows
has.
That
only
includes
the
authors
who
authored
these
reports
and
may
not
include
reports
that
is
not
do
not
exist
on
their
in
their
database.
It
does
not
include
officers
who
may
have
reported
to
these
scenes,
who
would
be
in
these
police
reports,
but
did
not
author
said
police
reports?
F
In
other
words,
you
can
maintain
an
investigation
on
just
these
133
people,
which
would
not,
in
my
opinion,
be
a
thorough
investigation
or
you
can
audit
your
entire
system
to
see
how
many
of
these
irregularities
and
discrepancies
are
happening
and,
if
you're
able
to
speak
to
that,
are
you
doing
a
limited
investigation
just
into
the
133
names
or
so
that
are
on
that
report?
Or
are
you
doing
a
system-wide
audit
to
see
how
widespread
that
problem
is.
G
F
G
C
F
I
said
was
we'll
touch
this
thing,
all
right,
all
right.
So
in
terms
of
the
other
aspect
of
this
which
is
overall,
and
I
just
want
to
speak
sort
of
to
the
other
hearing-
that's
happening
at
the
simultaneously,
I
can
only
speak
for
myself.
I
have
not
heard
yet
how
staffing
at
these
at
these
departments
in
these,
in
you
know,
precincts
is
calculated.
I
haven't
heard
yet
how
we
make
these
decisions,
and
I
want
to
just
say
two
things:
the
fact
that
arrests
are
down
37,
I
think
you
said,
is
great.
F
The
fact
that
crime
is
down.
That's
that's,
that's
both
of
those
things
are
phenomenal,
but
they
also
to
me
would
indicate
perhaps
that
our
staffing
levels
should
are
not
necessarily
indicative
of
whether
or
not
crime
is
up
or
down,
and
so,
if
we're
got
a
calculation
or
a
system
that
we
have
not
yet
been
a
made
aware
of,
and-
and
I
know
that
councilor
campbell
said
that
some
folks
voted
for
this
budget,
because
they
believed
that
we
would
hit
these
ot
markers.
F
I
voted
against
this
budget
because
I
didn't
think
we
would,
and
the
reason
I
didn't
think
we
would
is.
I
was
never
presented
a
plan
of
how
we
calculate
staffing
at
these
precincts.
I
don't
know
what
that
is
yet
I
don't
know
if
anybody
here
has
other
than
perhaps
you
on
the
administration
side
and
I've
never
been
presented
a
plan
on
how
we
cut
ot
and
with
all
due
respect.
Just
we
cut
it
here.
We
cut
it
there,
but
there's
no
system
to
that.
F
Why
you
know
the
gang
cars
or
whatever
it
is
that's
being
cut.
I
think
we
would
all
benefit
from
understanding
plainly
and
clearly
how
we
do
staffing
and
how
we
come
up
with
what
the
minimum
staffing
levels
have
to
be
like
what
the
calculus
is
there
and
what
the
formula
is
there.
If
there
is
a
point
it
shouldn't
be
gut,
feel
it
should
be
a
formula.
F
F
And
so
I'm
just
saying-
and
I
know
that
neither
nobody
here
is
in
charge
of
that,
but
what
I'm
saying
is
in
terms
of
the
numbers
coming
forward.
We
certainly
need
that
plan.
I
I
can't
emphasize
this
enough.
Otherwise
it's
just
us
sitting
here
for
two
hours,
trying
to
make
sense
of
these
numbers
without
what
you're
even
trying
to
calculate
it.
By
and.
F
For
ot
right,
just
because
we've
been
used
to
giving
out
these
levels
of
ot
and
in
replacement
hours
and
all
these
different
things
doesn't
mean
that
we
necessarily
have
to
keep
doing
that,
especially
when
crime
and
arrests
are
down,
and
I
understand
that
violent
crime
in
terms
of
shootings
is
up,
but
there's
there's
levels
to
all
of
that,
and
there
should
be
some
kind
of
system
that
we
can
look
at.
That
doesn't
involve
it's
in
a
room
somewhere
that
you
have
to
be
in
to
know
what's
happening,
and
none
of
us
are
in
that
room.
F
I
mean
we
are
the
fiscal
stewards.
I
vote
on
a
budget
just
like
all
of
my
colleagues
and
on
that
budget.
The
reason
why
I
voted
no
to
be
perfectly
clear
is
we
never
had
this
plan,
and
so
there
was
no
way
for
me
to
actually
say
that
these
cuts
were
ever
going
to
be
substantial
or
real
and-
and
I
don't
think
we're
gonna
make
them
real.
Frankly,
if
we
keep
going
this
way,
so
that's
it.
I
see
the
gavel.
O
No,
I
think
superintendent
has
uncovered
it
when
he
was
answering
your
question.
Like
I
understand
what
your
your
question
is.
There
is
a
formula
I
I
I'm
not
in
charge
of
that
you
know,
so
I
can't
tell
you
what
that
formula
is
but,
like
I
said,
there's
a
lot
of
variables:
there's
the
call
volume
of
a
certain
area
crime.
F
So
I'd
just
love
to
see
what
that
formula
is,
and
whoever
is
responsible
for
that.
Maybe
we
can
book
them
for
the
next
one
of
these
overtime,
heroes
or
her,
whoever
it
is,
and
so
thank
you
again
for
for
taking
the
time
today
for
this
hearing.
I
know
it
all
in
three
hours.
So
thank
you
and
thank
you,
madam
chair.
A
J
K
K
K
The
next
time
you
know
we'll
put
you
on
a
timeout
okay.
So
so
I
just
want
to
say
thank
you
to
you,
both
and
and
deputy
superintendent
ching
to
for
participating
with
us
this
today.
I
know
it's
not
easy
to
be
in
these
spaces
when
we're
like
asking
you
all
101
questions,
but
I
just
really
do
appreciate
you
all
leaning
into
the
conversation,
because
I
know
a
lot
of
people
who
are
following
us
in
different
spaces
are
new
to
a
lot
of
this
information
right.
K
They
don't
know
how
city
government
works.
They
don't
know
how
decisions
get
made.
So
you
know
we
really
do
appreciate
you
all
leaning
into
the
to
the
conversation.
But
I
I
have
one
question,
and
maybe
it's
not
here,
but
I'm
curious.
I
know
I've
heard
some
of
my
colleagues
talk
about
utilizing
civilians
and
and
other
you
know,
there's
so
many
people
who
are
unemployed
right
now
in
the
city
of
boston,
what
opportunities
and
what?
What
prevents
us
from
hiring
regular
people.
G
G
You
know
like
so
they'll
they'll
have
some
cover,
like
the
more
important
ones
are
covered
that
provide
the
public
safety.
So
you
know
I
can't
even
speak
to
which
ones
are
in
cover,
because
I
know
like
sometimes
fenway
doesn't
get
copied,
but
so
then
we
have
to
cover
it
on
tour.
You
know,
with
with
the
officers
that
are
working,
we
backfill
and
charge
the
fenway
over
time,
but
anyway
yeah.
So
the
answer
is
too
many
possibilities
and
variabilities.
K
G
K
Okay,
there's
a
reason
why
sorry,
no
listen,
there's
always
a
reason.
Why
and
I
always
got
to
figure
it
out
as
I
go,
but
I
do
believe
that
no
matter
how
uncomfortable
the
conversation
is,
it
is
something
that
we're
gonna
have
to
figure
out
having
because
there's
some
folks
who
still
feel
that
we
could
do
things
differently.
Just
because
that's
how
things
have
been
done
in
the
past
doesn't
necessarily
mean
that's
how
we
should
continue
doing
it.
G
K
Yeah
and
then
the
last
thing
that
I
will
say,
won't
be
a
question,
so
chairwoman
bach
I'm
sure
you're
happy
to
hear
that.
But
it's
just
more
of
my
ending
comments
is
that
you
know
I
think,
as
we
continue
to
move
forward
in
this
conversation.
I
think
that
the
more
information
that
we
can
share
publicly,
whether
it
be
through
a
people
just
like
to
see,
think
they
like
to
see
movement
and
they
like
to
see
as
though
there
is
some
level
of
like
we're
getting
somewhere
with
this
discussion
right.
K
So
I
think
that
it
would
be
I'm
helpful
if
we
could
have.
I
love
the
idea
of
doing
these
things
quarterly,
but
if
we
can,
if
we
can
hold
ourselves
accountable
to
a
few
action
items
that
we're
gonna
do
this
between
now
and
the
next
three
months
and
then
call
people
into
to
the
process
to
see
how
we
can
support
those
action
items.
K
But
I
just
think
that
we
can't
keep
going
around
in
circles
and
having
the
same
conversation
and
expecting
different
results
unless
we
really
start
building
the
infrastructure
for
what
accountability
is
going
to
look
like
counselor
box.
So
I
would,
I
would
recommend
that
if
we
do
decide
to
do
this,
every
quarter
that
we
should
walk
out
of
these
conversations
with
three
very
specific
to
do's
that
we
can
then
hold
ourselves
accountable
to,
and
then
you
know
what
does
the
council
need
to
do
to
help
support
those
efforts?
A
A
I
think
that
I
think
that,
as
a
number
of
colleagues
have
said,
I
think
that
the
council
feels
strongly
that
we
need
a
clearer
plan,
that's
more
structural
for
how
to
really
or
how
to
really
achieve
the
savings
that
are
built
into
the
budget
I'll
acquire
with
council
arroyo.
Only
to
say
that
you
know,
I
think
one
of
the
issues
that
came
up
when
we
were
voting
on
this
budget.
He
mentioned
not
believing
that
we
had
a
plan
to
get
this
done.
A
My
concern
was,
there
were
also
folks
who
were
proposing
that
we
cut
the
overtime
still
deeper
and
I
never
I.
I
was
concerned
that
we
didn't
have
a
plan
to
do
that.
So
I
think
I
think
that
perspective
that
he
and
I
share
maybe
led
us
to
two
different
conclusions
on
that.
But
I
think
there's
no
question
that
to
to
reduce
the
amount
of
overtime
that
we're
talking
about
here.
We
need
structural
changes
about
the
way
that
we
think
about
police
staffing.
A
And
I
think
I
really
want
to
echo
what
counselor
mejia
said
about
details
and
say
that
when
we've
got
26
000
hours
of
details
that
are
going
unfilled,
it
seems
to
me
like
there's,
definitely
an
opportunity
to
put
our
residents
of
boston
to
work,
and
I
think
to
your
point,
superintendent
about
the
sort
of
long-running
issues.
I
think
at
a
minimum
that
police
officers
should
not
have
a
quarrel
with
work.
A
A
A
There
are
and
at
our
next
hearing,
we'll
be
sort
of
seeing
where
we
are
halfway
through
the
year.
I
do
think,
though,
to
councillor
mejia's
point
and
councillor
campbell's
point
the
question
of
how
to
make
this
data
more
transparent
to
the
public
overall
and
consistently,
so
that
it's
not
a
question
of
every
time.
The
council
is
sending
a
request,
and
also
so
that
for
you
all,
it's
sort
of
a
more
standard
set
of
forms
that
you're
sharing
with
people.
I
think
it's
something
that
we
need
to.
We
need
to
work
in
partnership
on.
A
A
I
forget
the
word
that
you
use
superintendent,
but
just
sort
of
informal
about
this
question
of
minimum
staffing
levels
is
that
you
know
at
the
city
level,
we
as
counselors
are
responsible
for
the
whole
budget,
all
of
the
money
in
the
budget,
and
there
are
like
real
direct
trade-offs.
So
right
now
that
50
million
dollars
that
boston.
You
know
we're
currently
running
we're
not
coming
in
under
budget
in
terms
of
revenue
by
about
50
million
for
the
year
so
far.
A
But
I
am
grateful
to
the
department
for
the
data
that
you
provided
to
us
today
and
for
the
extensive
time
and
to
all
my
colleagues
for
being
for
being
here
and
participating
in
the
hearing.
With
that,
I
wanna
I
wanna.
Let
the
department
go
and
say
thanks
thanks
again,
and
then
I
do
wanna
turn
to.
We
have
at
least
three
folks
in
public
testimony
who
have
been
waiting
a
very
long
time
and
I
wanna
turn
to
them
next.
A
D
Yeah,
thank
you.
So
my
name's
david
weimer,
I'm
part
of
the
building
up
people
in
our
prisons
coalition
and
I'm
here
to
support
and
reiterate
many
of
the
questions
that
counselors
have
posed
today
and
asked
the
council
to
use
the
robust
statutory
power
it
has
to
hold.
The
bpd
accountable
for
its
spending.
D
Policing
does
not
keep
the
city
safe,
policing
causes
harm
and
it
causes
harm
disproportionately
on
black
and
unsheltered
people
in
boston
and
as
counselor
block,
which
is
saying.
Every
dollar
spent
on
bpd
over
time
and
every
dollar
that
the
bpg
spends
over
its
allocation
year
after
year
is
a
dollar
effectively
taken
away
from
money.
We
can
spend
on
jobs
on
housing,
other
services
that
address
the
root
causes
of
violence
and
harm
and
counselor
campbell
asked
earlier.
What
is
stopping
the
city
from
capping,
overtime
costs
and
actually
the
city.
D
D
I
just
want
to
read
the
section
so
we're
all
on
the
same
page.
It
says
no
official
of
said
city,
except
in
case
of
extreme
emergency
involving
the
health
or
safety
of
the
people
or
their
property,
shall
expand
intentionally
in
any
fiscal
year.
Any
sum
in
excess
of
the
appropriations
duly
made
in
accordance
with
law,
nor
involve
the
city
in
any
contract
for
the
future
payment
of
money
in
excess
of
such
appropriation,
except
as
provided
in
section
17g
of
this
act.
There's
no
other.
D
Reason
hook
that
that
the
city
has
to
that
allows
the
bpd
to
continue
to
spend
over
its
appropriation.
Now,
as
I
understand
it,
this
body
chooses
to
interpret
extreme
emergency
as
whatever
the
bpd
says
it
is
so
is
it
is
replacement
over
time
to
meet
opaque
minimum
staffing
levels.
Extreme
emergency
is
the
normal
operating
budget
for
overtime.
Does
that
count
as
extreme
emergency?
D
In
my
view,
this
interpretation
advocates
responsibility
for
holding
a
department
accountable
that,
through
its
lack
of
transparency,
you
know
I
put
in
a
public
record
request
about
this
minimum
staffing
levels
and
was
told
the
department
has
no
records
about
it.
There's
been
critical
critic,
credible
accusations
about
overtime
fraud
and
consistent
overspending.
D
The
through
all
those
things
the
department
has
shown
some
unwilling
to
be
accountable
to
the
people
of
boston,
and
only
by
exercising
your
legal
authority
through
section
42
can
we
begin
to
make
a
safer
and
healthier
city
by
reinvesting
the
va,
the
best
money
we
have
been
funneling
toward
policing
into
union
jobs,
housing,
cultural
programs
and
community-led
violence
interventions.
Thank
you.
Q
Thank
you.
Thank
you,
city
counselors,
I'm
having
a
little
bit
of
internet
issues,
so
you
can't
hear
me
or
if
I
stop,
for
any
reason,
please
let
me
know
we
can
hear
you.
I
just
want
to
start
by
saying
it's
actually
been
really
difficult
to
both,
listen
and
digest
this
hearing,
I'm
speaking
directly
to
the
police
department.
Q
I
also
don't
know
what
about
any
other
department
that
gets
to
come
in
and
present
errors
and
inconsistencies
with
the
numbers
and
presentation
that
you
that
you
all
came
in
with
so
I'm
I'm
a
little
bit
upset,
but
I'm
I'm
I'm
grateful
to
be
here
while
we've
been
offered
a
lot
of
backpacking
by
the
police
for
reductions
in
overtime
and
kenzie
had
mentioned
this
in
in
this
hearing
as
well.
A
lot
of
that
has
been
contingent
on
reductions
because
of
covid.
Q
So
it's
pretty
clear
that
there
is
not
a
strategic
plan
in
place
by
the
bpd
to
keep
up
with
these
reductions
in
overtime
in
the
long
term.
Community
organizers,
who
are
most
impacted
and
are
in
relationship
with
those
most
impacted,
have
solutions
and
have
detailed
proposals
for
how
to
get
overtime.
Accountability,
groups
like
families
for
justice's
healing
are
demanding
a
cap
on
overtime
budget
and
a
cap
on
how
much
overtime
individual
officers
can
make.
That
is
tethered
to
a
demand
that
the
size
of
the
police
force
needs
to
be
reduced.
Q
It's
striking
to
me
that
the
obsession
with
making
sure
that
the
public
is
safe
is
to
make
sure
that
the
police
department
is
well
budgeted
and
staffed
when
historically,
the
city
of
boston
has
cons
consistently
resourced.
The
police
department,
while
largely
ignoring
other
public
sector,
needs,
including
that
of
teachers
and
of
accessible
and
affordable
housing,
and
the
list
goes
on
and
on.
Q
I'm
also
aghast
to
hear
about
the
excitement
in
rolling
forward
with
a
regional,
lock-up
and
situating
a
treatment
center
within
a
jail
jails
are
not
service
providers.
Nor
is
it
appropriate
to
infer
that
this
kind
of
irresponsible
over
exertion
of
power
and
responsibility
by
the
prison
and
policing
systems
is
actually
antithetical
to
what
hassan
has
exclaimed,
which
is
that
police
don't
need
to
be
in
all
aspects
of
society.
Q
Q
I'll
just
end
by
saying,
there's
a
long
list
of
questions
that
counselor
counselor
campbell
mentioned
coming
from
community
organizations
that
I
really
look
forward
to
getting
every
single
answer.
Every
single
answer
to,
since
many
of
those
questions
were
not
covered
by
city
councilors.
Today,
who
did
receive
these
questions
in
advance?
Q
We
will
continue
to
ask
questions
and
demand
greater
transparency
not
only
from
bpd
but
also
from
city
councillors.
Lastly,
for
those
watching,
the
police
contract
is
currently
being
bargained.
So
there
is
opportunity
here,
and
the
first
step
is
to
bring
some
transparency
around
the
contract
negotiation,
so
the
public
can
actually
understand
what
is
being
talked
about.
Q
What
is
on
the
table
during
these
discussions,
and
the
second
is
for
the
contract
negotiations
to
be
a
place
that
we
can
really
shift
the
role
of
police
in
boston,
so
I'm
asking
people
engaged
in
this
to
stay
tuned
and
follow
groups
like
families
for
justice,
healing
defund,
boss,
cops,
muslim
justice,
league
asian
american
resource
workshop,
eu
justice,
power
union
and
others
for
more
updates.
Thank
you.
R
I
thought
it
was
really
important
for
me
to
talk
and
go
on
the
record
to
just
absolutely
reject
the
suffolk
county,
regional
lock-up
as
a
solution
to
overtime
families
for
justice,
as
healing
has
been
leading
organizing
against
this.
At
the
state
level,
there
was
a
bill
proposed
just
this
year
that
was
put
into
study
and
the
suffolk
county
sheriff's
department
was
advocating
for
it
and
also
asking
for
more
money
for
it.
R
So
I
just
cannot
stress
enough
that
a
regional
lock-up
or
central
booking,
whatever
word
that
you
want
to
use,
is
just
a
euphemism
for
a
jail
and
specifically
the
south
bay
jail.
The
solution
to
mental
and
physical
health
issues
and,
in
particular,
issues
related
to
drug
use,
while
a
person
is
in
custody,
is
not
another
form
of
detention,
it
is
no
longer
arresting
people
for
drugs
and
mental
illness
jail
is
not
treatment
and
correction
officers
guards
are
not
medical
providers.
R
It's
not
a
it's,
not
cost
savings.
It's
moving
millions
from
one
pot
of
money
to
another
pot
of
money
that
is
ultimately
being
stripped
from
communities
and,
in
particular,
communities
of
color.
The
city
already
pays
four
million
dollars
to
the
suffolk
county,
sheriff's
department
and
the
state
pays
over
115
million
dollar
to
the
suffolk
county
sheriff's
department,
and
they
will
invariably
ask
for
more
money
to
to
run
the
regional
lock-up.
R
Also,
as
a
person
who
has
been
bailed
out
from
a
police
station
has
bailed
other
people
out
from
police
stations
and
bailed
people
out
from
almost
every
jail
in
prison
in
the
commonwealth,
it
will
be
much
harder
to
release
people
from
a
regional
lockup
aka
south
bay
than
it
will
be
from
police
stations.
The
bail
commissioner
comes
to
south
bay.
One
time
you
have
to
be
there
by
four
o'clock
to
be
there
to
post
bail.
R
It
is
an
extremely
limited
and
confined
process
with
very
little
public
information
about
how
to
do
it,
and
people
will
just
not
be
able
to
be
free
from
that
building.
We're
also
concerned
about
any
potential
of
building
a
brand
new
jail
as
a
central
booking
or
lock-up
place.
We
simply
cannot
morally
or
financially
afford
any
new
jail
or
prison
construction.
R
So
really,
I
already
know
the
council
is
exploring
ways
to
limit
the
roles
and
responsibility
of
police
officers
and
for
us
that
families
for
justice,
as
healing
we
want
to
see
an
end
to
drug
arrests
period,
and
we
want
to
see
police
away
from
any
crisis
that
communities
are
experiencing
and
non
non-armed
responses
to
those
incidents.
So
what
we
need
in
order
to
do
that,
of
course,
is
significant
investment
and
community
and
neighborhood
neighborhood
level.
People
led
responses
to
harm
and
trauma,
and
that,
of
course
includes
healing
and
and
drug
treatment.
R
So
what
we
we
plan
on,
telling
you
way
more
about
our
neighbor
support
for
that
and
all
the
organizing
that
we're
doing
and
concrete
plans
to
make
that
happen
and
really
hoping
the
city
council
expresses
to
the
mayor's
office.
That
is
a
mandate
in
these
contract
negotiations.
So
thank
you
very
much
for
listening
and
look
forward
to
communicating
more
via
written
testimony
and
future
hearings.