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From YouTube: Pittsburgh City Council Interviews - 5/18/23
Description
Pittsburgh Police Chief
A
B
Thank
you,
and
today
we're
joined
by
councilman
Krauss,
who
was
previously
the
chairperson
for
Public
Safety,
councilwoman
strasberger
and
councilwoman
Warwick
and
chief
acting
Chief
I'm,
going
to
give
you
an
opportunity
to
say
a
few
words
open
with
a
few
words
and
then
we'll
allow
the
council
members
to
ask
questions.
You
can
respond
if
they
say
you
can
respond
and
if
not
at
the
end
of
the
meeting
I'll
give
you
a
chance
for
something
you
feel
like.
You
need
to
clarify.
I'll.
Give
you
that
opportunity
to
clarify
anything.
D
All
right,
yeah,
good
morning,
good
morning,
everybody
I,
thank
you
for
the
opportunity
to
appear
before
you
and
what
I
know
is
a
one
of
the
biggest
decisions
in
the
recent
history
for
this
Pittsburgh
Bureau
of
police
and
that's
selected,
the
new
Chief,
so
I
look
forward
to
participating
in
the
process
the
level
of
transparency
that
the
bureau
demands
that
our
communities
deserve
is
important
and
I.
Think
that's
why
this
interview
process
is
important
to
be
shared
publicly
with
our
community,
with
our
department
and
with
your
constituents.
D
So
I
welcome
any
and
all
questions
be
as
forthright
as
I
can
about
all
the
answers
and
and
look
forward
to
talking.
E
It's
nice
to
have
you
here
and
it's
nice
to
have
sort
of
the
uncertainty
of
who
might
be
leading
the
bro
coming
to
conclusion.
E
So
my
first
question
for
you
is,
is
really
rather
Broad
in
scope,
but
we
talked
a
little
bit
offline
before
we
came
on
and
I
was
curious
about
your
thoughts
about
what
a
modern
day
Department
looks
like
post,
covid,
post,
George,
Floyd's,
murder
and
what
your
thoughts
are
about.
E
We
talked
a
little
bit
about
how
the
world
has
kind
of
gone
off
the
rails
in
the
last
couple
years,
and
and
so
I'm
just
curious.
If
you
could
talk
in
in
somewhat
broad
terms
what
your
thoughts
are
about,
what
a
modern
Department
looks
like
and
what
you,
what
your
you
know,
what
your
plans
are
to
lead
at
a
difficult
time.
D
A
D
Its
engagement,
it's
been
very
insular
in
its
strategies
and
it
wasn't
very
receptive
to
outside
influence
outside
inputs
as
we
develop
strategic
goals
as
we
develop
our
plans
of
action
and
today,
post
George,
Floyd,
post
pandemic.
The
demand
for
accountability
and
inclusion
for
our
communities
to
be
involved
in
our
processes
is
is
higher,
is
more
is
more
expected
than
ever
in
the
past,
and
we
have
to
meet
that
challenge
and
and
in
that
I
talk
about
Community,
Police
Partnerships.
We
have
been
getting
that
wrong
for
200
years.
D
We've
had
the
blueprint
to
do
it
and
do
it
right
and
and
every
time
we
had
an
opportunity.
I
don't
know
if
we've
hit
that
Benchmark.
So
that
is
the
objective
moving
forward
today
is
that
we
will
be
a
true
community
police
partnership
and
that
you
know
so
Robert
built
so
Robert
peel
talks
about
it
1827.
D
the
community,
the
community
is
the
police,
the
police
are
the
community,
and
and
in
that,
if
you
believe
in
that,
then
it's
simple
is
that
this
is
a
genuine
partnership.
Partnership
built
outside
of
times
of
Crisis
that
Fosters
trust
Fosters
cooperation
and
welcomes
that
level
of
Engagement
welcomes
that
input
and
influence
from
our
communities
to
to
create
a
safer
environment
for
for
all
of
Pittsburgh.
And
so
that's
the
challenge
moving
forward.
But
that's
also
a
commitment.
So
that
challenge
is
an
opportunity
and
in
that
opportunity
we
have
a.
E
So
tell
me
about
that.
What
tell
me
some
strategies
that
you,
you
think,
are
effective,
that
you
could
you
can
bring
to
help
Foster
the
change
so.
D
First,
it
has
to
be
a
it
has
to
be
the
genetic
commitment
of
an
organization,
the
DNA,
how
we
exist
right
that
oftentimes
we
would
create
Community
oriented
police
officer
groups
where
responsibility
of
a
select
few
I
believe
it's
responsibility
of
all
900
men
and
women
that
are
a
member
of
this
Bureau
to
be
Community
oriented
Community
engaged.
So
you
talk,
talk,
simple
things
like
being
accessible
and
available,
so
we
have
sectors.
D
We
talk
about
sector
Integrity,
knowing
your
areas
of
Patrol,
so
that
you
know,
while
we
can't
have
and
won't
have
officers
walking
foot
patrol
as
a
primary
responsibility
having
them
out
of
the
car
within
the
neighborhoods
that
they
have
area
responsibility
over
is
important
and-
and
that
was
where
they
started
developing
Partnerships,
trusting
relationships,
ownership
to
problems
that
affect
our
communities.
And
if
you
commit
to
that
level
of
partnership
that
level
of
Engagement,
then
you
start
to
build
true.
Community,
Police,
Partnerships.
E
I
say
this:
all
the
time
constantly
and
council
president
I
have
these
conversations
about
the
most
important
part
of
the
work
that
we
do
is
the
relationships
that
we
build.
You
know,
regardless
of
of
you,
know
a
circumstance,
perhaps
outside
of
our
control,
that
that
doesn't
assist
us
with
accomplishing
the
goals
we
set
for
ourselves.
The
ability
to
build
relationships
helps
to
bridge
that
does
it
not
and
and
the
the
key
of
of
trust
at
a
time
when
not
just
our
department,
by
any
means,
but
just
policing
in
general,
across
the
board.
D
D
Is
that
we're
building
we're
building
trust,
we're
building
relationships,
we're
showing
true
commitment
to
Partnerships
outside
of
those
crises
and
and
in
that
I
believe
when
we
talk
about
trusting
or
communities,
trusting
police,
it's
not
about
the
trust
of
our
officers,
stealing
somebody's
wallet,
it's
about
the
community's
trust
that
we
believe
we
will
keep
them
safe
and
and
if
we
fail
there,
that's
that
is
catastrophic
to
any
police
organization,
any
Community,
any
City,
and
so
I.
Look
at
that
and
say
failure
is
not
an
option
in
that
regard.
D
E
Yeah
no
I
I
like
that
and
I
agree
with
that
in
the
previous
administration.
E
When
mayor
peduta
was
still
here
and-
and
we
were
going
through
the
difficult
time
of
the
murder
of
George
Floyd
at
the
protest
in
the
street
and
the
you
know,
unrest
that
was
happening
and
the
then
Merit
commissioned
his
report
on
on
what
policing
is
going
to
look
like
today
and
so
for
about
17
18
weeks
I
spent
every
Monday
morning
on
Zoom,
but
in
the
hilltop
speaking
specifically
with
constituencies
of
color
about
what
their
thoughts
were
about.
E
What
a
police
department
should
look
like
today
and
what
I
heard
Time
and
Time
and
Time
and
Time
and
Time
and
Time
and
Time
Again
was
defund.
Police
is
an
absolute
fallacy
that
we
won't
go
anywhere
near
anything
like
that
and
that
number
two
it's
it's
not
about
policing
it's
about,
protecting
and
serving,
and
that
there
was
a
clear
distinction
made
in
every
conversation
that
we
had
of
a
community
feeling
they
were
being
policed
and
not
protected
and
served.
Can
you
I
mean?
Do
you
understand.
D
E
You,
please,
can
you
talk
a
little
bit
about
the
differentiation
between
the
two
of
those
and
how
we
created
an
apartment,
like
you
said,
building
relationships,
building,
trust
that
we
truly
are
a
partnership
we
are
in
this
together.
We
are,
you
know,
we're
as
good
as
As.
We
are
with
each
other,
so.
A
D
Two
Styles
right
and
I
think
there's
two
words
or
very
clear
distinctions
of
that
style
of
police,
Guardian,
Warrior,
right
and
and
for
decades
we
talked
about
and
discussed
war
on
crime
war
against
gangs
or
against
violence.
But
when
we're
on
drugs
right,
when
should
a
police
department
ever
be
at
war
with
its
community?
Never
right,
we
we're
not
a
warrior
we're
not
in
a
foreign
country.
We
are
guardians
of
our
community
and
it's
in
that
challenge
is
to
care
for
our
communities
to
do
no
harm
in
our
communities.
D
And
if
we
believe
that
that
is
our
role
and
not
that
I'm
I'm
putting
900
men
and
women
into
a
warrior
mentality,
then
we
create
an
environment
that
is
looking
out
for
our
community
right
and
and
all
those
that
live
within
it
and
and
that's
so
that's
a
philosophy,
and
so
I
challenge
policing
of
the
past
to
get
away
from
the
warrior
mindset,
because
it's
not
beneficial
and
it
will
always
have
disparate
impacts
on
communities
of
color.
But
it
also
affects
our
other
communities
as
well.
D
E
Were
both
asked
to
to
be
Witnesses,
if
you
will
to
what
we
thought
would
not
be
a
good
outcome
of
police
living
outside
the
city
and
and
something
that
councilman
Burgess
said
that
has
always
stuck
with
me.
Is
that
when,
when
officers
live
outside
of
the
city
and
police
inside
then
the
city,
it
becomes
more
of
an
occupying
Force.
E
Now
that's
a
very
strong
terminology:
I
get
that
I'm
not
trying
to
to
to
to
to
make
it
bigger
than
than
what
it
is
and
having
said
that,
the
decisions
have
been
made
and
officers
do
have
the
right
to
live
without
outside
outside
the
city,
so
having
that
sort
of
component
now
within
a
bureau,
your
thoughts
again,
if
you,
if
you
can
you
know
how
do
we
can
we
recruit
a
a
force
that
sees
the
wealth
or
the
and
the
health
of
living
in
the
city
and
the
benefit
that
it
brings
to
actually
being
members
of
the
community
like
you're,
saying
we're
in
this
together
so
Jeb,
just
in
in
any
way
that
you
can
do
you
have
thoughts.
B
D
B
B
D
So
in
that
I
think
you
start
talking
about.
Maybe
then
we
transition
to
how
do
you
attract
those
that
would
want
to
stay
in
it
and
just
having
a
recruiting
effort
led
by
the
Pittsburgh
Bureau
of
police
that
focuses
on
City
residents?
We
spoke
about
this
earlier.
We
give
five
points
for
the
Pittsburgh
proms
before
a
person
being
a
member
of
the
Pittsburgh
promise.
We
give
three
points
for
a
person
having
a
graduated
from
or
purchased
believes
graduate
from
a
City
University.
D
It's
eight
points
and
I
know
they're,
not
Collective,
but
that's
half
of
what
Veterans
Preference
points
are
so
focusing
a
targeted
recruitment
effort
on
City
residents
that
have
City
values
and
have
City
commitments
and
and
in
that
I
think
we've
given
a
level
of
preference
based
on
those
points
that
we
can
attract
those
that
live
within
the
city
and
oftentimes.
When
you
do
that,
those
will
also
those
will
be
the
same
candidates
that
or
officers
that
we
hire
that
want
to
reside
here.
E
Can
we
go
above
and
beyond
that?
Is
there
anything
else?
You
can
think
that
is
possibility
or
ways
that
perhaps
maybe
this
Council
might
be
able
to
assist,
whether
it's
legislatively
or
or
through,
budget
or
finance,
that
we
can
assist
and
encourage
members
of
the
of
the
community
to
want
to
be
here,
live
here
and
join
our
Force
I.
D
In
the
city,
there
are
some
at
one
point,
I
remember
when
I
was
younger
20
something
years
ago
that
there
was
in
some
of
our
neighborhoods
that
were
HUD
funded,
that
they
would
support
some
stipend
for
police
officers
to
live
in
those
homes.
So
I
think
there's
opportunities
if
we're
creative
in
that
regard,
and
in
in
in
the
interim
or
as
we
move
forward,
we
still
continue
to
focus
our
recruiting
efforts
on
City
potential
candidates
or
city
candidates
for
potential
hire.
E
When
I
first
came
in,
I
chaired
the
Public
Safety
Committee
for
I,
think
the
first
two
years
or
so
I
was
here
and
I.
Remember
that
being
a
very
distinct
conversation
about
how
we
could
build
relationships
or
Partnerships
with
our
financial
institutions
here
to
create
incentive
for
reduced
mortgage,
or
you
know
some
kind
of
a
financial
settlement
for
purchasing
a
home
and
being
here
in
Pittsburgh
and
I
still
really
like
that
and
I
think
that
that
really
has
potential
something
that
we
could
clearly
pursue.
Can
we
talk
a
little
bit
about
recruitment?
E
You
know
I'm
not
going
to
say
this
ever
again,
but
it's
like
the
world
went
off
the
rails
after
you
know,
after
covet
and
and
and
God
willing,
it's
going
to
return
one
day,
I
hope
so,
but
it's
a
difficult
time,
just
at
least
in
the
perception
in
the
public
to
be
a
police
officer
and
I've,
never
known
a
time
and
I
grew
up.
I
came
to
to
age
in
the
60s
and
I.
E
How
how
do
we
begin
recruitment
at
the
earliest
and
best
time
to
to
you
know
plant
the
seed
early
for
people
to
really
want
across
all
demographics,
to
want
to
be
part
of
our
department
and
and
stay
here
and
make
that
a
career
you.
D
You
start
creating
Pathways
for
those
that,
in
that
engagement
of
positive
interaction
with
police
officers
in
those
formidable
years,
I
think
matters.
And
if
you
do
that-
and
we
don't
do
that
right
now
and
unfortunately
we
don't
have
any
recruiting
strategy
today,
that
is
handled
by
human
resources
and
they
do
and
excellent
job,
but
their
job
wasn't
or
shouldn't
be
to
recruit,
for
police
and
and
in
that,
it's
our
responsibility
to
seek
those
interested
in
our
profession
and
then
highlight
and
Champion.
Why
it?
D
Why
working
for
the
Pittsburgh
Bureau
of
police
is
a
career
that
those
those
members
of
our
community
should
choose.
So
that's
our
responsibility
and
we
have
failed
there
and
and
in
that
failure
we
don't
have
the
adequate
representation
in
any
of
our
communities
that
that
engages
in
a
meaningful
way
to
ensure
or
track
those
that
would
be
remotely
interested
in
this
profession.
D
And
so
that's
a
commitment
that
is
is
of
equal
priority
to
me
as
any
of
the
others,
because
it
will
matter
what
it
will
matter
in
our
ability
to
attracted
or
matter
in
our
ability
to
retain.
And
if
we
don't
have
a
strategy,
then
we're
going
to
be
left
just
in
the
wind
with
without
candidates
and
and
will
continue
to
Hemorrhage
candidates
to
Suburban
police
departments
and
that's
not
acceptable.
So.
E
You
said
the
magic
word
retention:
can
we
talk
a
little
bit
about
retention
and
and
how
we
can
entice
officers
to
to
find
that
capacity
within
themselves
to
want
to
stay
even
in
difficult
times
when
we
know
other
departments
pay
better
and
the
workload
is
less
than
all
the
things
that
we
already
know
how?
What
kind
of
what
kind
of
morale?
What
kind
of
incentives
can
we
create
to
to
Foster
retention
and
and
have
our
our
our
men
and
women
stay
here?
So.
D
I
oftentimes
money
seems
to
be
the
the
end-all,
be-all
and
I
would
challenge
you.
It's
not.
They
have
to
find
Value
in
what
we
do
and
where
you
do
it,
and
and
in
that
I
need
to
be
an
advocate
for
officers
and
and
in
that
I
need
to
provide
an
environment.
That
appears
and
is
Equitable
for
all
of
our
officers.
You
know:
I
joined
the
city,
I
understood
that.
Where
did
you
join
the
city.
F
D
But
it's
Gotta
and
they've
got
to
believe
our
officers
got
to
believe
it's
fair
and
Equitable
and
that
you
have,
if
you
do
your
job
and
you
do
it
well,
you
have
an
opportunity
to
achieve
all
of
these
different
things,
and
you
know
we
have
now
with
with
the
new
contract.
We
have
become
very
competitive
in
in
our
salaries
and
and
when
you
compare
us
to
cities
of
similar
size,
we
are
competitive
to
Cleveland
and
Cincinnati
and
Columbus.
D
So
so
in
that
I
think
we
we've
created
competitive
environment
and
now
we
talk
about
wellness
and
valuing
and
respecting
our
officers
on
a
daily
basis
and
we
show
them
and
and
when
we
show
them
I
think
then
you
start
to
create
an
environment
that
that
will
improve
on
retention.
Will
there
be
those
that's
that
leave?
Certainly,
there
are
some
that
are
just
coming
here
because
of
the
fact
that
we
we
pay
for
you
to
go
through
the
police
academy
and-
and
maybe
their
intention
was
never
to
stay
here
long
term.
D
And
you
know
you
have
the
opportunity
to
retire
in
20
years
and
and
and
maybe
that
so
so
and
and
be
young
I.
So
when
I
retired,
I
retired
at
43,
and
it
gave
me
an
opportunity
to
start
a
whole
nother
career,
and
so
we
just
have
to
plan
for
those
to
be
the
outcomes
and
in
that
I
think
we'll
be
able
to
retain
our
brightest
and
best.
E
So
you
know
it's
a
matter
of
public
record.
You
and
I
have
had
time
where
we've
worked
together.
You
were
his
own
commander
in
in
three
when
I
first
came
in
to
to
counsel,
but
even
I
don't
know
until
you
started
talking
right
now,
just
the
extensive
resume
you
have
within
the
department
I
think
that's
important
to
to
kind
of
put
out
there.
D
E
D
Mean
I
I.
My
first
house
was
in
Boss
Camp
Heights
right,
so
that
was
that
was
my.
That
was
my
assignment.
I
was
there
until
I
went
to
I
was
elevated
to
plain
clothes
detective
in
in
the
zone
and
then
from
there
I
transferred
to
Canine
I
stayed
in
canine
too
I
was
going
to
be
Reese
to
I
was
going
to
be
promoted,
Sergeant
went
to
Internal
Affairs
I
worked
there
for
about
six
months.
D
I
got
promoted,
Sergeant
went
back
into
Patrol
operations
in
the
hill
there
oversaw
The,
Zone
and
traffic,
so
I
was
part-time,
Zone,
part-time
traffic,
so
I
got
my
Class
M
motorcycle
license
and
I
rode
on
the
motors
I
thought
it
was
very
important
to
like,
if
I'm
going
to
oversee
a
unit,
to
have
familiar
familiarity,
not
just
casual
for
Mary
but
be
a
ability
to
do
what
they
do
and
and
so
I
went
and
learned
how
to
ride
a
Harley
Davidson
for
for
six
or
so
months,
and
then
from
there
I
got
assigned
to
our
gang
violence
unit.
D
Was
the
street
Response
Unit
as
a
sergeant
I
stayed
there
until
there
was
an
opportunity
to
move
to
sex
assault,
family
crisis
as
a
sergeant
and
and
a
lot
of
my
career
up
to
that
point
was
to
to
build
whatever
I
believe
to
be
always
a
creative
thinker,
I
thought
outside
the
box
and
pretty
much
everything
I
do
and
that's
the
way.
I
believe
you
get
great
accomplishments
done
you
get
achieve
great
things.
D
Is
that
you're
not
confined
and
I
think
people
trusted
that
I
would
build
whatever
unit
I
was
in
better
than
when
I
got
there.
So
I
was
in
sex
assault
for
a
period
of
time
was
not
only
the
supervisor
I
was
also
an
investigator
I
did
interrogations
and
then
I
had
the
opportunity
to
get
promoted
to
Lieutenant
I
went
to
Northside
for
a
brief
period
of
time
and
then
transferred
to
zone
three
where
you
and
I
were
liaising
on
many
projects.
In
that
time,
Commander
McNeely
was
nearing
retirement.
D
So
it's
been
there
probably
18
months
at
that
point,
and
then
we
were
talking
about
violent
crime
strategy,
so
I
was
transferred
to
lead
our
Major
Crimes,
which
then
was
due
to
to
stand
up
the
group
violence,
intervention
strategy
and
and
what
violent
crime
reduction
would
look
like
as
a
new
approach.
So
we
redesigned
the
way
in
which
homicides
were
investigated,
which
non-fatal
shootings
were
investigated.
D
We
created
the
violent
crime
unit
and
started
consolidating
some
of
our
other
units
robbery,
members
of
burglary,
some
of
sex
assault
to
create
what,
at
the
time
I
got.
There
was
I
believe
16
detectives,
investigating
shootings
and
murders
to
32
in
an
entire
dedicated
team.
D
Promoted
just
become
a
promoted,
patrolman
right,
so
Sergeant's
still
answering
the
same
calls
you
just
have
stripes
on
your
on
your
shoulder,
but
you
don't
have
that
level
of
opportunity.
In
those
other
organizations,
I
mean
I,
probably
changed
jobs
every
two
or
three
years
here:
16
different
roles,
15
different
roles
and
it
was
It,
was
kind
of
it
was
very
rewarding
rewarding
enough
that
I
decided
to
come
back.
E
It's
important
to
put
that
out
there
to
see
that
leadership
can
have
that
kind
of
breadth
and
depth
of
experience
and
and
what
that
that
brings
in
terms
of
capacity
to
be
able
to
lead
a
department
right
it
takes.
It
takes
a
special.
You
know.
We
all
know
this
I
mean
it
takes
a
special
Constitution
to
step
into
a
position
of
leadership,
especially
at
very
difficult
times.
E
E
Ahead,
thank
you.
Mad
present,
so
before
I
got
off
on
your
resume
and
we
were
talking
about
the
rank
and
file
for
a
lack
of
a
better
word.
I
was
curious
about
your
thoughts
about
our
community
resource
officers.
I
have
been
blessed
to
have
the
most
amazing.
You
know
where
I'm
going
with
this,
the
amazing
most
amazing
community
of
resource
officers
between
Andre
and
Brian
and
Christine
Luffy.
E
They
are,
you
know,
I
mean
they
are
Beyond
shining
examples
of
what
a
department
looks
like,
but
unless
this
is
just
room
right,
I,
just
I
I
worry
a
little
bit
about
that.
We
might
be
adjusting
what
community
resource
officers
actually
look
like
or
the
kinds
of
work
that
they
do
and
I
just
find
them
to
be
incredibly
important
and
I
was
wondering
what
kind
of
thoughts
you
might
have
about
in
general
community
resource
officers
and
and
how
we
deploy
or
don't
deploy
them.
E
D
Is
because
that
is
the
goal
that
that
we
have
that
every
zones,
officers
or
community
resource
officers,
that
it
is
because
when
you
create
the
now
there
are
people
that
can
sit
in
those
rows
to
lead
the
overall
strategy
for
a
zone
right
that
that
is
the
coordinator
of
all
of
these
neighborhoods
to
ensure
that
that
their
the
engagement
is
appropriate.
The
engagement
with
is
within
the
vision
and
the
mission
of
the
bureau,
but
that
when
we
create
these
units,
it
says
to
the
rest
of
the
rank
and
file
that
that's
not
their
responsibility.
D
And
and
in
that
I
challenge
that
when
I
have
three
or
four
officers
that
are
doing
that
type
of
work
and
that's
their
sole
responsibility,
the
signal
to
the
rest
of
the
organization
is
that's
their
sole
responsibility
and
in
that
I
challenge
that
we
have
70
officers
assigned
to
the
South
Side
Station
that
they
should
all
be
community
resource
officers.
They
should
all
have
that
level
of
Engagement
and
awareness
for
the
neighborhoods
that
they
Patrol
it's.
What
we're
demanding
it's!
D
That's
responsible
for
seven
officers
in
the
flats
right
and
and
in
that
those
seven
officers
have
a
responsibility
to
the
community,
the
businesses,
all
the
stakeholders
in
the
flats
and
that
they're
problem
solving
and
and
if
those
seven
officers
that
are
assigned
and
that's
Sergeant's
responsible
for
them.
Then
the
community
resource
officer
as
an
entity
or
as
a
unit
isn't
as
necessary
and.
F
D
My
intention
is
not
to
remove
them
immediately,
but
my
intention
is
to
transition
to
a
place
that
I'm
comfortable.
We
are
meeting
the
needs
and
expectations
of
our
communities
with
all
of
our
options,
I
think
zone.
Six
is
doing
it
really
well
in
your
District.
They
they've
been
rather
creative
in
the
way
in
which
that
looks
more
importantly,
they're
to
speak
and
committed
to
sector
integrity,
and
in
that
you
have
officers
that
have
ownership
of
specific
neighborhoods
in
which
they're
responsible
for
every
day.
D
So
that's
the
challenge
is
that
we
create
an
environment
and
that
it's
the
responsibility
of
all
those
individuals
that
are
assigned
to
that
District.
More
importantly,
those
than
those
officers
are
assigned
to
those
neighborhoods
and
and
if
we
get
where
I
believe
we
can,
then
it's
far
more
impactful
than
a
community
resource
unit.
E
So
so
then,
what's
the
what's
the
strategy
to
win
the
hearts
and
minds
of
the
rank
and
file
to
understand
that
that's
really
the
charge,
that's.
That
is
what
we
are
asking
them
to
do,
especially
in
a
very
young
department
or
and
I.
Don't
I,
don't
know
the
specifics
of
of
the
statistics,
so
I
I
won't
get
down
that
road,
but
I
have
suspicion
that
the
department
is
considerably
younger
than
it
has
been
in
the
past
am
I.
D
D
Answering
false
alarms
and
parking
planes
isn't
purposeful,
so
we're
going
to
give
them
purpose
and
in
that
purpose,
I
think
you
start
changing
the
DNA
of
an
organization
they
want
to
help
our
community.
They
want
to
be
Guardians
within
our
community,
but
if
we
just
if
we
don't
show
them
that
love
of
intention
or
that
level
of
purpose,
we
just
send
them
call
to
call
to
call
with
Mindless
endless
days.
It's
robotic
then
then!
D
E
Ownership
gives
you
purpose,
so
I
wondered
that's
exactly
what
I
wanted
to
hear,
so
the
benefit
of
a
younger
Department
can
actually
be
that
you
don't
have
to
unthink
somebody
or
untrain
somebody,
but
we
can
actually
set
the
standard
very
early
on
of
what
the
expectation
is
and
how
and
why
that's
important
and
how
to
achieve
it
and
how
and
why.
We
will
give
you
the
tools
to
be
able
to
achieve
the
the
standard
that
we're
setting
for
you
right.
D
Right
and
you
know
I
think
over
time
we
used
to
Value
when
we
look
at
like
their
their
resumes
and
submissions.
We
value
the
candidate
that
was
number
one
in
the
gun
club,
but
we
wouldn't
value
the
k
candidate.
That
was
a
volunteer
at
the
boys
and
girls
club
or
with
the
church,
is
with
the
same
level
of
intention
or
same
level
priority,
and
and
so
it's
about
who
and
what
we
give
value
to
as
it
relates
to
you
can
talk,
I
want
to
talk
about
Community,
Police
Partnerships.
D
You
want
to
talk
about
servant
leadership,
servant
Behavior,
then
you
start
to
focus
your
attention
on
recruiting
those
that
are
in
the
service
industry.
At
the
end
of
the
day,
it's
on
the
side
of
our
car
right.
We
we
are
here
to
serve,
and
in
that
you
must
seek
those
individuals
to
employ
that
believe
in
that
philosophy.
E
I
really
have
to
stop.
I
really
want
members
to
have
an
opportunity.
I
would
like
to
put
out
just
one
last
thing,
and
this
I
know
is
going
to
be
a
very
hot
topic
for
all
members
that
want
to
talk
about
it,
but
it's
the
escalation
in
gun,
violence
and
the
and
the
the
unbelievable
unbelievably
difficult
challenge
that
you
face.
When
guns
fled
the
street,
the
you
know,
I
I,
don't
think
there's
a
day
that
goes
by
that
a
constituent
doesn't
say
to
me
cross.
E
What
are
you
doing
to
solve,
gun
violence
and
I
say
you
need
to
call
your
federal
legislators
and
your
state
legislators
I,
don't
know
how
to
stop
the
fact
that
there
are
400
million
handguns
on
the
street.
Those
are
the
legal
ones
that
we
know
of.
We
don't
necessarily
know
of
the
illegal
ones
that
that
that
are
on
the
street
and
the
the
cancer
of
gun,
violence
that
they're
they're,
causing
and
so
I
I.
Don't
know
that
I
even
expect
an
answer
from
you
at
this
moment.
E
In
time
I
know
members
I'm
certain
are
going
to
want
to
to
know
you
know
what
what
what
if
there's
a
strategy
to
deal
with
this
escalating
gun,
violence
that,
especially
that
we
hear
of
every
day
of
you
know
you
can't
go
to
a
shopping
mall.
You
can't
go
to
a
church.
You
can't
walk
the
streets.
You
can't
go
to
a
festival,
you
can't
where
you
you,
don't
run
the
risk
of
of
some
deranged
mad
person
within
ar-57.
E
That
just
decides
it's
a
perfect
time
to
take
out
a
whole
bunch
of
innocent
people.
So
do
you
want
to
go
there
for
a
minute
or
should
I
just
let
it
go
and
let
other
members
I.
F
E
G
You
thank
you,
madam
president,
Mr
scarato
good
morning
good
day.
How
are
you
I
am
great?
How
are
you
good
good
good,
as
I
told
you
when
we
met
previously
I'm,
not
more
interested
in
your
past
and
whatever
issues
came
up
there
I'm
more
interested
in
as
to
how
you're
going
to
deal
with
the
problems
with
the
Pittsburgh
Police
Department,
one
of
the
biggest
challenges
I've
stressed
to
you
is
recruitment.
For
starters,
do
you
know
how
many
police
officers
you're
at
right
now,
806.
D
D
D
G
Okay,
that's
good
I'm,
glad
you're,
aware
of
that
of
those
806,
I,
believe
able
bodies
and
when
you
take
out
when
I
say
able,
bodies
take
out,
the
Chiefs
take
out,
accommodated
Duty
take
out
men
and
women
who
are
in
service
of
some
sort,
who
aren't
can't
be
deployed
here
but
or
they're
deployed
somewhere
else,
and
they
can't
be
here.
I
have
that
number
at
what
do
you
know
what
that
number
is
in?
Let's.
A
G
D
Think
it
depends
on
what
the
city
of
Pittsburgh
expects
from
its
Force
I
think
right
now
we
are
a
very
concierge
oriented
police
department,
and
that
means
anytime.
You
pick
up
the
phone
and
dial
9-1-1.
We
will
send
a
police
car,
we
will
send
two
or
three
and-
and
they
are
oftentimes-
not
calls
for
service
that
should
or
require
police
with
that
level
of
training
that
love
of
equipment
a,
for
instance,
we
handled
last
year.
The
number
one
primary
call
for
service
was
parking
complaint.
D
We
answered
ten
thousand
of
those
that
is
45
000
man,
hours
that
are
dedicated
to
parking
and
and
and
in
that
it
is
a
tremendous
resource
train
on
the
department
because
it
takes
45
minutes
to
handle
a
call.
Our
second
call
for
service
was
burglar
alarms
and
they
were
all
in
which
98.7
percent
of
them
are
false
and
we
spend
another
thirty
thousand
man-hours
on
burglar
alarms,
so
in
this
concierge
style
of
policing,
we
we
will
be
taxed
to
the
limit
on
the
daily
basis,
with
this
number.
D
So
my
my
objective,
my
commitment
is
that
we
start
defining
what
response
looks
like
in
a
police
department
today
with
the
resources
and
the
numbers
that
we
have
today
that
focuses
on
violent
crime
reduction,
Community,
Police,
Partnerships,
quality
of
life
that
that
we
aren't
this
concierge
level
of
police
department,
we're
not
just
concierge
Police
Department.
That
will
respond
to
everything.
I
mean
it's.
D
It's
almost
unconscionable
that
in
2023
we
don't
have
and
as
technology
exists,
that
we
don't
have
an
online
reporting
system
for
for
our
community
members
to
file
their
own
reports
for
things
like
theft
or
criminal
mischief
or
all
of
the
or
those
lower
level
crimes,
and
and
in
that
how
it
frees
up
how
it
unobligates
the
officer's
time
to
focus
on
what
we
say
is
important
for
the
city.
So
that's
the
challenge
is,
is
the
number
that
we
have
under
the
right
circumstances,
the
right
number?
D
Certainly,
if
we
start
transitioning
to
police
officers
out
of
those
roles
where
we
know
civilians
will
be
far
more
useful,
far
more
impactful
than
than
I
believe
we're
right
where
we
should
be.
But
that's,
but
that's
a
commitment
collectively
that
we
have
to
make
to
to
create
an
environment
where
they're
focusing
on
what
we
say
is
priority
of.
G
D
What
I,
I,
I
I
say
it
tongue
and
cheek
at
times
we
have
an
entity
that
has
parking
in
their
title
yet
they're
not
handling
parking
complaints,
and
so,
if
they're,
by
legislation
or
by
stature
not
permitted
to
do
so
and
and
I'm
I've
started
a
more
in-depth
research
on
that.
Because
I
think
that
was
even
a
question
that
came
up
is
then
then
is
it
then?
Maybe
should
we
be
increasing
our
motor
unit
to
have
a
traffic
to
have
a
parking
component
that
focuses
more
on
those
on
those
calls?
D
Because
what
we're
asking
and
I
use
this
as
an
example,
I
was
listening
to
the
radio
on
Tuesday
and
there
were
three
parking
complaints
in
downtown
okay.
It
was
10
30
in
the
morning,
so
they
took
the
car
out
of
Lawrenceville
to
send
the
parking
plan
16th
and
Penn.
They
took
the
car
out
the
hill
sent
to
a
parking
plan,
Fifth
and
staff
works,
and
they
took
the
downtown
car
and
sent
to
a
parking
plan.
D
Foreign
Boulevard
three
calls
three
cars
45
minutes
and
in
that
Lawrenceville
lost
its
car
for,
in
essence,
an
hour
and
a
half
the
hill
lost
its
car
for
an
hour
and
a
half
and
downtown
lost.
It's
obligated
walking
beat
for
far
more
things
that
are
important
for
now
for
45
minutes
to
an
hour.
So
so
that's
that
those
are
the
parallels
I've
drawn
to
say
that
we
have
this
expectation
that
they're
going
to
respond
to
these
calls.
But
what
is
the
negative
impact
when
they
do?
Where
else
are
we
compromised?
Because
of
that
response?.
G
Yeah,
so
in
an
Ideal
World
right,
the
parking
authority
would
respond
to
those
calls
that
is
correct.
I,
don't
think
they
have
the
authority
to
write
a
ticket,
but
that
would
be
legislatively
done
through
this
body.
I
would
think-
or
you
know,
starting
with
the
mayor's
office,
to
request
it
so
and
and
I
agree
with
that.
I
do
I'd
love
to
see
you
not
have
to
respond
to
calls
like
that.
You
said
parking.
What
else
was
there.
D
So
you
have
an
opportunity
to
use
verified
response.
They
do
it
in
Detroit.
So
if
there's
not
a
second
indicating
factor
to
the
alarm,
we
don't
respond
so
keypad
activation
in
with
technology.
We
know
that
most
alarm
systems
now
have
cameras
inside
the
home
glass
break
detection,
motion
sensors
within
the
home,
so
there's
oftentimes
an
ability
to
capture
a
second
event
that
would
indicate
that
it's
an
actual
burglary
or
there's
a
potential
crime
in
progress.
We're
not
talking
about
not
responding
to
panic,
alarms.
D
Those
are
different
categories,
but
when
your
front
door
is
the
only
activating
point,
we
send
it's
a
two-car
response
because
we
treat
it
like
a
burglary
and
in
that
two-car
response
we
just
took
a
police
car
out
of
service
for
45
minutes
two
officers
out
of
service
for
45
minutes,
77
000
times
a
year.
They
had
we
average
about
28
of
those
calls
a
day
and
and
so
in
that
pick
of
the
drain
resources.
D
G
D
So
they're,
not
even
available
to
us
so
I,
have
to
say
I
have
to
operate
that
this
is
my
real
number
today
with
the
goal
of
getting
us
back
to
full
Staffing.
But
in
that
there
are
opportunities
to
ensure
that
we're
not
doing
having
we're
not
having
our
resources
drained
on
things
that
aren't
police
Centric.
G
Absolutely
and
that
may
take
a
while
to
get
that
to
this
table,
and
actually
you
know
probably
years
I
would
say
before
we
can
actually
come
up
with
a
system
where
the
parking
authority
can
go
and
respond
to
these
calls
so
we're
at
808
next
year.
July
because
I
will
say
the
bleeding
has
stopped
a
little
bit
with
the
pay
raise
that
we
approved
just
a
couple
of
weeks
ago.
G
Thankfully,
mostly
the
younger
men
and
women
who
are
going
to
other
departments
as
you
refer
to
so
the
pay
raise,
helps
and
I
do
realize
that
Pittsburgh
Police
Department
offers
room
for
advancement,
and
that
is
the
carrot
that
we
can
attract
younger
police
officers
to
come
to
the
Pittsburgh.
Police
are
swatters,
as
you
said,
many
departments
that
you
worked
in
I
feel
you
know,
there's
260
or
so
officers
that
can
retire
today.
G
Now,
with
this
pay,
raise
I
feel
like
okay.
That
enabled
us
to
kind
of
stop
the
bleeding
they're
going
to
stay
on
for
another
year,
at
least
because
that's
going
to
increase
their
pension
paycheck
for
going
back
to
this
previous
year's
payroll.
Next
July
I
feel
like
we're
going
to
lose
a
lot
because
I
feel
a
lot
of
staying
on
just
because
they're
going
to
increase
their.
You
know
their
Financial
Security
by
staying
on
for
another
year
and
that'll
increase
increase
their
monthly
check
as
well.
So
so
so
you
mentioned
recruitment
classes.
H
D
D
D
The
I
mean
they
they're,
saying
that
number,
because
of
elimination,
but
we
could
have
35
in
that
class.
We
could
have
four.
We
don't
know
because
of
the
number
of
candidates
that
have
been
that
have
been
onboarded
up
to
this
point.
How
many
will
complete
the
entire
process?
So
you
say
you
may
lose
10.,
so
we
could
have
35..
So
whatever
is
available
to
us
at
the
time
the
24th
gets
here
is
what
we'll
start
with.
G
Okay,
I
will
say
you
seem
to
have
a
grasp.
You
know
the
numbers
as
far
as
this
Police
Department
I'm
I'm
happy
to
hear
that
I
still
don't
think
we
have
a
good
plan
in
places
the
first
time
I've
heard.
So
you
know
that
we're
planning
on
another
recruitment
class
this
year,
I'm
the
public
safety
chair.
G
This
week
is
that
right,
okay!
Well,
it's
I
highly
recommend
it
because
we
lost
three
this
week.
I
don't
know
if
you
know
that
whether
I
can't
remember
exactly
what
the
circumstances
are.
So
that
to
me
is
your
biggest
challenge:
recruitment
officers
that
were
losing
by
on
a
weekly
basis,
I,
would
say
so
to
hear
another
recruitment
class.
That's
great!
We're
gonna
have
to
keep
putting
recruitment
classes
on
it's
going
to
have
to
be
continual
I
believe
in
order
to
get
us
to
a
feasible
number
that
we
can
work
with.
G
Oh
you
co-sponsor,
okay,
you
know
we
hash
this
out
with
Professor
Harris
a
lot
of
different.
You
know
so-called
experts
on
this
I
know
you
are
going
to
be
a
police
chief
and
you're
going
to
take
your
orders
from
the
mayor
and
What
legislation
comes
through
this
table,
but
I
want
to
know
your
personal
thoughts
on
that
now.
If
you're
familiar
we,
this
legislation
calls
for
us
to
not
pull
people
over
for
a
headlight.
That's
out
a
license
plate.
D
Your
personal
opinion
on
it,
so
the
enforcement
well
first,
let's
I
personally
professionally,
like
professionally
I,
am
responsible
to
this
legislative
body
in
the
mayor's
office
and
the
ordinances
that
you
put
forward.
So
my
professional
position
is
whatever
this
legislative
body
puts
forward,
is
relative
to
your
constituents.
Desires
and
demands
is
the
obligation
of
the
chief
of
police
in
the
Pittsburgh
Bureau
of
police.
So
that's,
let's
put
that
aside
personally,
I
have
not
seen
read
any
data
that
success
suggests.
Our
city
is
any
less
safe
when
we
don't
enforce
low-level
primary
violations.
D
Such
as
this
and
so
I
I
submit
to
say
that
we
have
officer
evaluation,
monitoring
tools
with
iapro
that
we
are
going
to
be
standing
up
and
operationalizing
over
the
next
two
months
that
collects
that
exact
data,
and
in
that
that
we
were
going
to
provide
quarterly
those
engagements.
Those
encounters
with
our
communities
to
ensure
that
the
communities
Beyond
aware
of
how
in
which
we
engage
is
especially
in
communities
of
color,
where
we
haven't
had
and
oftentimes
don't
have
the
level
of
trust
and
relationships.
That
my
word
is
enough
right.
We
need
to
see
data.
D
We
have
the
ability
to
monitor
Behavior
to
ensure
that
our
officers
aren't
participating
in
that
type
of
practice.
So
the
personal
side
of
me
says
that
legislation
is
unnecessary
to
if
we
are
as
transparent
and
responsive,
and
we
are
intentional
in
the
oversight
of
our
officers
and
in
that
we
have
a
system
to
do
so
and
I
commit
that
we
will
provide
and
be
transparent
to
our
communities
to
this
body
to
the
mayor's
office,
as
it
relates
to
those
that
those
initiatives
and
that
monitoring
and
so
do.
D
We
know
how
oftentimes
that
a
single
officer
would
engage
in
those
low-level
primary
violations,
and
and
in
that
is
it
to
the
Dem
to
to
the
demographic.
Is
it
all
black
males,
2500,
and
so
that's
something
we
can
capture
and
then
it's
something
we
can
intervene
upon
if
we
find
it
to
be
disparate.
So
that's
that's.
My
personal
belief
is
that
we
can.
We
will
monitor,
we
will
oversee
a
responsible
policing
strategy
that
doesn't
necessarily
or
doesn't
require
those
low-level
violations,
as
as
a
means
of
ensuring
Public,
Safety
and.
G
We
talked
about
this.
My
personal
opinion
I
will
tell
you,
is
that
that's
going
to
create
a
problem,
I
feel
for
the
young
men
and
women
who
are
driving
around
the
city
of
Pittsburgh,
knowing
and
thinking
oh
I
can't
get
pulled
over
to
Delight
I
had
laid
out,
but
the
minute
they
go
into
Churchill
the
minute
they
go
into
Monroeville
then
they're
relative
to
be
pulled
over
for
that.
G
So
so
I
think
it
creates
a
lot
of
problems,
and
we,
you
and
I,
talked
about
this
and
for
me,
this
legislative
body
should
not
be
making
traffic
stop
violations
and
rules
for
the
police
department.
I
believe
it
should
be
a
matter
of
policy
simple.
The
mayor
says
we
are
no
longer
pulling
people
over
for
these.
Whatever
violations.
G
My
question
is
this:
I
think
an
officer
is
just
as
likely
or
more
apt
to
follow
the
the
lead
of
the
the
police
chief
or
the
mayor
as
to
what
your
policy
is.
Then,
rather
us
go
through
all
the
you
know,
confusion
of
the
legislation
and
then
that
opens
us
up
for
lawsuits,
I,
believe
legislation.
If
we
pass
it
policy,
everything's,
cut
and
clean
your
officers,
you
know
know
that
by
your
direction
in
the
mayor's
Direction,
it's
as
simple
as
just
saying.
D
If
we
don't
have
a
fair
and
Equitable
Equitable
process
in
place,
this
ensures
our
communities
that
that
we
are
at
least
aware
and
we
are
going
to
govern
it
in
a
different
manner.
So
my
commitment,
my
charge
is
then
to
create
a
fair
and
Equitable
process
that
the
community
and
this
legislative
body
in
the
mayor's
office
believes
doesn't
require
an
ordinance,
and
so
that's
the
objective,
and
that
will
be
the
the
process
moving
forward.
As
of
today,
we
have
the
ordinance.
D
G
D
Don't
know
police
work,
you
know
it,
you
can
regulate.
Optical
Behavior
I
can
take
action
against
those
that
that
operate
outside
the
values
and
policies
of
the
bureau.
It's
a
little
different
holding
or
having
a
accountability
process
for
an
ordinance
versus
a
policy,
and
so
therefore
I
have
much
more
influence
from
a
policy
position
than
we
will
from
an
ordinance
position.
Absolutely
the.
G
We
we
talked
briefly
about
this
when
we
were
in
my
office,
and
this
is
a
concern
for
me,
because
I've
gotten
calls
about
it.
Many
calls
about
it
when
I
believe
there's
five
commanders
spots
open,
get.
G
And
I
stress
to
you,
I'm
a
big
believer
in
whether
it's
the
mayor,
whether
it's
a
new
police
chief
and
promoting
and
bringing
your
own
people
that
you
trust
in
your
own
little
circle.
However,
there
is
a
application
process,
that's
put
in
place
by
the
city
of
Pittsburgh.
The
deadline
was,
do
you
know
what.
G
G
Sorry
give
others
a
chance
to
opportunity
right.
Yes,
do
you
feel
that's
fair
to
the
20
who
applied?
Who
last
year
were
sitting
here
saying
I
want
to
be
a
commander.
I
love
the
city
of
Pittsburgh
I
want
to
serve
it
in
that
way,
and
that
group
of
20
now
and
I
understand
again.
I
want
you
to
have
the
right
people
around
you
I'm
sure,
over
those
20
they're,
very
good,
qualified
candidates
there.
G
My
issue
is
it's
not
fair
to
them,
because
you're
in
a
new
police
chief
coming
in
and
we're
going
to
reopen
it
up?
Where
were
those
people
last
year
that
you
might
have
confidence
in
and
around
you?
It's
not
your
fault
that
you're
people
that
you
want
in
that
position,
missed
that
deadline
or
didn't
apply
for
it.
It's
a
mayor's
fault.
You
know
he
should
have
if
he
had
hired
you
sooner
than
you
know,
the
the
application
process
would
still
be
open
or
you
know
so.
So
what
are
your
thoughts
on
that?
I
know.
G
D
Fairness
like
in
the
reality
I
don't
believe
we
created
an
unfair
environment.
For
instance,
this
process
started
I
believe
in
2022
application.
G
D
And
and
what
and
they're
still
it's
still
in
the
application
process,
because
they
hadn't
taken
any
substantial
steps,
interview
evaluation
to
to
be
considered
for
these
roles,
and
so
in
that,
at
the
time
when
it
was
open,
some
people
weren't
eligible
to
even
apply
for
the
position.
Some
people-
and
we
talked
about
this-
didn't
know
who
the
chief
was
even
going
to
be
and
I
think
that
matters
when
you're
talking
about
considering
to
become
a
member
of
senior
leadership.
G
Know
you
got
to
deal
with
what's
in
front
of
you
now
and
to
open
that
process
up
I
just
feel
when
we
talk
about
fairness,
which
I
heard
you
mention
a
few
times.
I,
don't
think
it's
fair
to
the
20
who
applied
I,
really
don't
I
would
personally
be
upset
if
I
were
one
of
those
applicants
and
three
new
people
who
had
no
interest
in
being
Commander
last
year,
whether
it's
because
they
know
you
or
you
or
recruiting
them
personally,
it
just
doesn't
strike
me
as
a
fair.
That's
all
that's.
D
The
process
is
is
far
more
inclusive
of
people
that
may
one
weren't
eligible
weren't
interested
that
this,
the
true
reality
of
it
is,
is
if
I
want
to
be
a
commander,
I
got
to
ensure
that
the
person
I'm
working
for
is
Val,
I'm
vision
and
value,
aligned
with
or
or
it's
it's
potential
for
disaster,
and
it's
not
productive
for
the
organization
in
that
I
would
assure
you
that
one
there
haven't
been
a
lot
of
other
applicants.
D
Two
is
the
best
of
the
best
will
still
always
outshine,
and
and
if
we
look
back
a
year
from
today-
and
you
suggest
you
can
suggest
that
someone
that
was
part
of
that
process
was
selected
and
less
than
competent
to
be
in
that
role,
then
then
I
would
take
on
all
of
the
the
darts
that
you
want
to
throw.
But
I
assure
you,
the
people
that
we
are
going
to
promote
are
qualified,
competent
and
committed
to
the
vision
and
value
of
the
Pittsburgh
Bureau
of
police.
G
H
D
Been
briefed
on
that
I
have
been
briefed
on
on
our
vehicle
situation.
So
I
understand
we
we
are,
we
are,
you
know
we
have
done
a
lot
to
improve
Fleet
and
there's
just
more
I
would
just
leave
it.
There's
more
opportunity
to
improve.
You
need
Cruisers,
buddy.
A
G
Got
29
the
price
went
up
inflation.
We
can
only
afford
to
29.
We
have
30
more
that
we
really
need
just
to
keep
up
the
par
you
know
so
so
the
fleet,
you
know
these
vehicles
are
driven
24
hours
a
day,
pretty
much
so
their
five-year
life
expectancy
as
they
are
we
are
gonna,
have
to
make
tough
decisions
and
Council
as
to
where
we
get
the
money.
G
For
that,
that's
not
your
problem,
but
I
want
you
to
be
a
big
advocate
in
making
sure
that
Fleet
is
safe,
safe
number
one
safe
vehicles,
but
running
where
we
know
they're
going
to
get
back
and
forth
to
whatever
calls
they're
they're
sent
to
it's.
It's
very
important
I
know
is
running
a
small
business
I'm
only
as
good
as
my
vehicles.
We
have
to
get
from
point
A
to
point
B.
So.
D
G
G
No,
unless
you're
paying
for
my
air
flight
there,
so
I'd
go
to
Fort
Lauderdale
for
you,
so
so,
but
but
here's-
and
perhaps
this
isn't
a
question
for
you-
I
I'm,
not
quite
sure
where
to
direct
it.
D
That
would
have
occurred
already,
the
so
you're
talking
about
those
officers.
D
D
G
D
B
G
What
here's,
what
my
question
is,
if
he's
counter
sued
and
I
know
you
say,
you've
already
been
deposed
right,
you
can
still
be
counter
sued
right.
It.
F
Could
but
it
wouldn't
be
the
responsibility
of
the
city
of
Pittsburgh
to
step
up
or
anything
that
would
be
his
his
problem
from
the
short
putting
it.
But
you
know
I,
don't
think
that's
a
risk
for
the
taxes.
G
You
know
I
don't
want
to
get
into
weeds
with
this
I,
really
don't
I'm.
Sorry
I
even
went
there,
but
you
know
I
just
want
to
make
sure.
A
G
Tell
you
this
I,
like
you,
you've
answered
all
my
questions.
I've
talked
at
a
rank
and
foul
many
of
them.
You
know
a
lot
of
them
have
a
lot
of
respect
for
you
ones
that
I
have
respect
for,
have
respect
for
you,
that's
a
that's.
A
good
sign.
I
do
think
you're
going
to
have
some
challenges
ahead
of
you,
but
yeah
you've
satisfied
my
questions.
Thank
you.
Thank
you.
Thank
you,
yep!
That's
it
for
me.
Madam
president.
B
Councilwoman
strasberger,
you
were
here
first,
you
want
to
go
we're
doing.
Okay
and
then
councilman
Wilson.
I
Being
here
today,
taking
our
questions,
thank
you
for
your
willingness
to
serve
in
this
role.
I
know
it's
not
always
an
easy
position,
especially
these
days
to
to
serve
as
a
police
chief.
I
So
thank
you
for
your
willingness
to
serve
in
this
in
this
capacity
I
you,
you
have
the
opportunity
and
we
have
the
opportunity
to
you
know
to
meet
with
you
one-on-one
individually,
for
some
very
short
meetings
last
week
and
some
of
the
questions
I'll
ask
you
today
will
be
repeats
for
the
purposes
of
asking
publicly
and
other
questions
I'll
be
asking.
I
D
Gun
violence
is
the
greatest
threat
to
our
city
in
our
neighborhoods,
because
it
impacts
every
one
of
us
in
every
neighborhood,
I
Stand
Fast,
and
saying
that
no
neighborhood
in
the
city
of
Pittsburgh
should
be
accustomed
to
gunfire.
We
are
not
in,
we
don't
live
on
foreign
soil,
we're
not
in
a
foreign
war
and
in
that
violence.
Death,
injury
from
Guns
shouldn't
be
an
accepted
loss
because
of
where
we
live.
So
in
that
I
believe
that
is
our
biggest
threat
and
it
continues.
D
We
continue
to
be
reminded
of
it
daily,
and
so
how
do
we
impact?
That
is
of
critical
importance
to
me
and
it
becomes
the
focus
of
the
Pittsburgh
Bureau
of
police,
the
sole
Focus
every
day
to
combat
gun
violence
hold
those
accountable
for
that
that
crime,
that
violence
and
in
that
that's
where
we
start
our
strategy
to
ensure
that
that
we
remedy
that
and
keep
our
community
safe.
I
D
It's
oftentimes
data
driven
right
and,
and
we
don't-
or
we
haven't
in
quite
some
time,
been
so
committed
to
data,
to
evaluate
our
processes
to
evaluate
our
outcomes.
Oftentimes
policing
generally
because
of
the
way
in
which
we
are
funded,
doesn't
have
an
accountability
system
to
the
taxpayers,
doesn't
have
an
accountability
system
to
the
dollars
that
we
spend
for
a
specific
outcome.
So
percentages
in
reduction
of
violent
crime
is
an
outcome.
Percentages
in
clearance
rates
is
an
outcome.
Percentages
for
detectives
and
officers.
D
And
so
that's
the
challenge
and
I
so
I'm
beyond
supportive
of
data
to
evaluate
our
processes,
to
evaluate
our
outcomes
and
hold
the
organization
accountable
to
to
those
metrics
whatever
they
are,
that
we
need
to
be
accountable,
but
we
need
to
set
them
first
and
what
does
that
look
like
and
then
I
try
to
be
realistic
in
saying
that?
What
what
is
violent
crime
reduction?
D
Look
like
where
we
say
we
have
had
or
achieved
success,
and
in
that
that's
those
are
the
measurables
that
we
need
to
start
looking
at
and
so
being
a
far
more
accountable
organization.
Relative
to
data
is
important
in
the
main,
transparent
in
transmitting
that
data
to
our
community
to
our
governing
bodies
is
equally
important.
I
Thank
you
and
to
that
point,
would
you
consider?
Are
you
in
favor
of
that
information
and
that
data
being
disseminated
to
the
public
in
a
searchable
format
rather
than
a
static,
PDF
report,
so
that
people
can
actually,
you
know,
sort
of
manipulate
that
not
manipulate,
but
you
know
manipulate
the
search
items
for
actually
accessing
the
data
that
they're
looking
for
rather
than
reading
through
a
long
report,
yeah.
D
I
I
believe
that,
because
it's
using
technology
to
our
advantage,
we've
partnered
with
DHS
on
violent
crime
statistics,
but
maybe
not
in
the
same
other
metrics
that
the
communities
would
expect
traffic
stops
arrests,
use
of
force.
Those
certain
engagements
with
specific
demographics,
like
those
are
the
things
that
we
can
transmit
publicly
for
publicly
facing
that.
Don't
impact
the
operation
in
any
way
and
create
an
environment,
we're
transparent,
we're
engaged
with
our
Community
Partners
to
to
to
start
developing
and
having
input
in
our
strategies
and
I
think
that's
important.
I
I
was
I'm
pleased
to
hear
that
I
was
pleased
to
hear
your
your
answers
both
around
the
you
know,
looking
at
the
9-1-1
calls
and
the
response,
both
minutes
and
number
of
calls
and
your
willingness
to
consider,
or
your
advocacy
for
moving
some
of
the
responsibilities
to
take
up
an
inordinate
amount
of
time
that
could
be
handled
potentially
by
a
civilian,
whether
it's
Parking,
Authority
or
elsewhere.
I
I
won't
I,
won't
judge
right
now,
but
moving
that
out
of
you
know,
armed
officers,
responsibility
for
numerous
reasons
right
so
I
was
glad
to
hear
that
and
in
looking
at
the
same
sort
of
data
from
2018
I
think
around
2020
are
the
data
analysts
that
Public
Safety
has
are
fantastic
and
also
there
are
not
enough
of
them
so
I,
you
know,
I,
think
that
that
probably
could
be
as
important
in
building
Community,
Trust
and
Public
Safety
and
policing,
as
as
having
you
know,
as
as
implementing
the
community
policing
strategy
that
you
outlined
earlier.
I
D
Because
I,
when
I
talk
about
priorities
and
talk
about
asset
alignment,
when
I
speak
to
civilian
employees,
I
don't
speak
to
them
in
place
of
police
officers
as
a
number
one
to
one
I
speak
of
them
in
roles
and
and
that
we
have
to
have
those
that
are
specifically
think
of
like
our
crime
analysts.
Well,
we
have
some
officers
that
sit
into
that
in
analytical
space
intelligence
space
and
are
there
people
that
are
better
trained,
went
to
college.
D
For
that
specific
skill
set
to
sit
in
those
places,
so
that
and
then
we
take
that
officer
and
that
officer
and
put
them
in
a
more
in
a
role,
that's
more
aligned
with
their
training
and
skill
set.
And
so
it's
just
utilizing
people
to
better
serve
our
mission
to
better
serve
our
communities
and
allowing
those
that
have
a
specific
skill
set
to
sit
in
those
spaces
so
that
we
have
a
better
product
for
for
our
client
and
our
clients.
The
community.
I
We
have
our
office
of
community
health
and
safety
working
toward
a
in
my
mind,
working
toward
a
co-response
model
where
someone
in
with
the
examples
that
I
provided
might
not
need.
The
first
touch
might
not
need
to
be
an
officer
we're
not
there
yet
obviously,
but
do
you
think
we're
working
toward
that?
What's
your
approach
to
that
sort
of
co-response
model
or
interacting
in
that
way
with
individuals,
so.
D
I
am
a
supporter
of
it
because
I
believe
that
again,
maybe
speaking
specifically
to
specific
training
and
education
relative
to
mental
health,
I
can
assure
you
the
amount
of
time
that
they
spend
in
the
academy.
With
that
same
level,
focus
is
40
hours
and
it
doesn't
create
a
social
worker
or
a
competent
mental
health
provider.
But
yet
we've
constantly
sent
police
to
serve
in
that
role,
so
ochs
I
believe
is
committed
toward
that
goal.
They
have
bringing
on
10
social
workers
a
complement
of
10
social
workers.
D
The
co-responder
program
from
the
police
side
has
just
completed
its
pilot
in
the
north
side
and
now
is
moving
on
to
zone
two
in
downtown
and
in
that
I
commit
that
our
resources
will
be
dedicated
to
success
of
that
program.
It
again
that's
another
call
for
service
that
has
intensive
man-hours
Associated
to
it
and
oftentimes
in
the
past.
We
would
leave
that
situation
no
better
than
when
we
arrived
and
and
when
we
talk
about
Do,
no
harm
philosophy.
D
Our
objective
is
when
we
leave
a
situation
that
the
people
in
which
we
encounter
are
better
off
than
the
moment
we
arrived
so
I
support.
It
I
believe
in
the
program
I
believe
in
the
strategy.
I
believe
the
commitment
on
the
the
city
side
is
equal
to
the
commitment
on
the
police
side
and
moving
that
forward.
I
believe
will
impact
the
level
of
service
that
we
provide
for
the
unhoused.
I
I
oftentimes,
those
are
our
most
vulnerable
community
and
and
we
can't
continue
to
fail
them
with
the
level
of
responses
existed
in
the
past.
I
Thank
you.
Thank
you,
I
understand
your
your
strong
motivation
and
intention
to
create
a
guardian
instead
of
a
warrior
culture
and
or
to
continue.
What
you
know
is
is
might
be
already
the
case
within
the
bureau.
If
it
were
to
come
to
pass
that
there
were,
there
was
an
officer
who
shoots
tases,
otherwise,
injures
an
unarmed
civilian
with
with
physical
Force.
I
What
would
be
your
response?
Have
you
handled
police
brutality
situations
in
the
past.
D
We
don't
have
a
place
for
aberrant
behavior
from
our
officers
and
and
the
expectation
of
accountability
is
consistent
all
the
time
every
time.
So,
if
you're
talking
about
our
officers
acting
outside
of
policy
outside
of
values
outside
of
law,
then
the
consequences
should
be
Swift
and
certain,
and
in
that
we
have
no
place
in
this
profession.
For
that
behavior
obvious
I
participated
in
the
prosecution
of
one
of
our
officers
that
acted
in
that
behavior
and
so
I
stay
committed
to
that
cause.
D
It
just
doesn't
have
a
place
in
our
profession
so
and
there's
a
difference
between
and
I'm
speaking
to
the
choir,
there's,
a
difference
between
use
of
force
in
excessive
force
and
we're
talking
about
those
that
commit
or
behave
or
take
in
excessive
force.
I
don't
have
time
for
bullies.
Don't
want
them
to
be
part
of
our
organization,
don't
want
to
be
part
of
our
culture
or
our
profession.
I
You
you
answered
a
question
that
my
my
Council
colleague
asked
I'll:
ask
it
in
a
different
way,
and
you
know
the
limits
to
what
you're
allowed
to
or
able
to
answer,
but
how
much
Insight
are
you
willing
to
provide
on
your
legal
strategy
regarding
the
wrongful
termination
suit,
and
you
know
it
will
be
taken
to
trial.
Discovery
I
am
asking
out
of
a
motivation
of
wanting
our
Bureau
and
you
and
your
position
to
succeed.
So.
D
So
I
mean
I'm
willing
to
discuss
it
as
open
as
questions
that
you
ask
I'm
first
enough
in
this
case
to
know
what
creates
a
a
creates,
a
witness
out
of
you.
Thank.
D
D
I,
don't
know
the
answer
to
that
because
oftentimes
you
know
that
that
is
up
to
the
city
to
determine
right
now
it
is
with
the
it's
it's
the
city
of
Fort
Lauderdale
has
filed
a
motion
to
dismiss,
so
that
must
take
its
course
and
then
be
adjudicated
from
there.
If,
obviously,
that
motion
is
denied,
then
we
go
into
depositions
and,
and
those
would
be
the
instances
that
the
city
may
make
a
decision
to
resolve
it
in
various
manners.
D
A
D
I
D
I
have
so,
as
a
matter
of
fact,
the
director,
the
past
director
of
the
Fort
Lauderdale
version
of
Citizen
review
board,
is
one
of
my
references.
So
I
think
that
would
tell
you
how
our
working
relationship
was
how
Cooperative
I
have
been
with
those
entities
and
those
bodies
I
think
it's
important
again.
We
talk
about
transparency
and
accountability.
A
J
J
I
want
to
make
sure
the
members
have
their
time,
so
I'm
gonna
try
and
be
quick
with
my
questions.
So
first
I
just
want
to
understand
more
I.
Think
councilman
callga
was
asking
you
about
the
order
of
20
you
kept
mention.
There
was
20
in
line.
Can
I
have
interrogatory
real,
quick,
yeah
Vehicles.
H
B
C
H
J
And
okay
I
got
you
to
a
certain
degree,
so
that
helps
me
clarify
a
question
so
in
that
process
you
know
if
well,
first
off,
do
you
believe
that
we
should
you
know,
figure
out
ways
to
diversify
the
police
force,
I
did
and
so
to
have
people
in
leadership
roles
that
you
know
would
represent
that
police
force?
Do
you
believe
they
should
be?
You
know
you
would
seek
out
of
diversity
there
as
well.
I.
J
Would
you
entertain
a
pool
of
candidates
that
are
outside
the
city.
D
J
And
then,
in
terms
of
the
recruiting
class
or
the
recruit
class,
we
talked
a.
J
Heard
questions
about
you
know
when's
that
going
to
start,
how
can
we
get
that
moving
faster?
You
know
what
how
many
officers
do
you
think
we
need,
but
specifically
I
think
we
all
agree
that
you
know
the
diversity
in
that
and
that
in
that
class
would
be
good.
How
we
talk
a
lot
about
about
that,
but
really
how
would.
D
People
in
Pittsburgh
Bureau
of
police
uniforms
representing
this
department,
Express
air,
providing
insight
and
and
opportunity,
and
advocating
for
the
Department
on
our
behalf
and
we'll
be
at
a
lot
of
those
community
events
and
talk
about
recruiting
those
individuals
that
are
have
the
moral
compass
of
the
city
of
Pittsburgh,
the
values
of
the
city
of
Pittsburgh.
We
have
to
go
to
where
they
are
and
that's
a
concerted
effort.
D
That's
an
intentional
effort
that
we
just
haven't
done
and
we
haven't
done
it
for
years,
and
so
this
is
the
byproduct
of
abdicating
that
responsibility
to
others,
and-
and
so
you
have
to
make
it
a
focus
of
what
we
do
and
who
we
do
it
toward.
And
in
that
instance,
though,
we
know
that
we
have,
we
have
missed
opportunities
in
our
underrepresented
communities
and-
and
we
have
to
be-
we
have
to
be
exceptional
in
that
space
to
recruit
and
attract
those
individuals
to
the
Department.
A
J
I
appreciate
the
council
person
strasbarger's
question
about
the
ochs
and
how
they
would
be.
You
know,
working
with
the
police
department.
You
mentioned
the
co-response
that
the
pilot
have
the
north
side,
but
and
I
appreciate
your
response
there,
but
specifically
in
terms
of
co-response
I,
think,
there's
a
distinction
to
be
made
between
co-response
and
Alternate
response,
and
so
the
the
question
I
heard
was
asking
about
the
unhoused
individuals.
But
my
understanding
is
that
co-respondence
won't
get
us
there.
I
mean
there
might
be
an
instance
where
there
would
be.
J
You
know
some
sort
of
call
that
would
you
know
that
would
you
know,
engage
with
someone
who's
who's
experiencing
homelessness,
but
my
understanding
is
that
the
co-response
program
is
working
with
high
utilizers
of
like
say
you
know
the
system
that
really
truly
need,
like
a
health
health
aide
or
you
know
they
need
to
be
connected
to
some
Mental
Health
Services.
J
J
Are
you
familiar
with?
Like
alternate
responses
in
other
cities,.
D
Not
not
in
I
guess
direct
conflict
with
co-responder
I
attend,
they
tend,
is
I
understand
it
in
my
I
guess
my
familiarity
with
it
or
my
belief
in
it
is
still
relative
to
co-responder
programs.
If
we're
talking
about
public
safety
and
we're
talk.
Well,
we're
talking
about
police
being
a
primary
participant
in
the
strategy,
so
typically
with
cities
with
alternative
response,
that's
done
under
the
direction
of
Public
Safety,
but
with
the
exclusion
of
police.
D
So
we're
not
we're
not
the
driving
force,
so
co-responder
with
policing
is
usually
relative
to
police
response
and
and
what
resources
we're
bringing
in
that
police
response.
So
alternative
response,
I
believe
it's
just
it.
It
falls
under
a
different
division
within
Public
Safety
and
then
maybe
a
different
responsibility
outside
of
policing
yeah.
J
Currently,
we
have
10
million
dollars
a
council
allocated
a
few
years
ago,
a
few
years
back.
That
is
that
that
funds
are
housed
in
ochs,
but
they
are
ultimately
for
Professional
Services,
where
we
we
previously
were,
or
currently
we
have
a
a
contract
with
Allegheny
Health
Network,
and
then
there
was
going
to
be
this
outreach
program.
There
are
certain
hubs:
there
is
a
hub
downtown.
J
There
is
a
hub
on
the
North
side
and
there'll
be
drop-in,
centers
I,
don't
know
I
just
called
it
a
hub,
but
it's
really
a
drop-in
center
and
those
would
be
there's
one
in
in
Homewood
as
well,
and
that
program
was
was
the
plan
was
for
not
to
be
expanded,
and
so
that
will
be
the
alternate
response,
so
the
the
co-response
was
was
housed
in
the
city
at
ochs
and
then
this
alternate
response
was
something
like
similar
to
how
we
have
the
reach
program,
Outreach
workers-
and
so
it's
similar
how
you
you
talk
about
like
there
could
be
a
better
strategy
to
you
know
parking
like.
J
Please
don't
recall,
shouldn't
have
to
respond
to
a
parking
violation.
Parking
authority
could
do
that
be
the
same
thing
like
police
would
never
even
be
on
the
scene.
It'll
just
be
this
alternate
response,
and
so
I'm
interested
in
that
I'm
interested
in
with
you
on
that
to
solve
issues
really
into
the
unhoused
situation
and
I
just
wanted
to
see
if
you're
committed
to
you
know.
I
mentioned
this
in
the
in
in
the
office
and
I
was
going
to
lower
in
depth.
J
Here
is
that
you
know
I,
think
the
the
you
know,
I
work
with
the
commander
at
Zone
one
and
two
and
I
appreciate
you
know
everything
they're
doing
for
for
the
zones
in
terms
of
like
a
top-down
leadership
role
that
would
Implement
large
programs
like
this
I'm
really
want
to
see
your
commitment
to
you
know
when
this
comes
down
down
the
line
and
also
when
it's
built
that
you
know
there
is
a
you
know,
there
is
a
commitment
there
on
your.
A
D
A
D
And
these
are
those
instances
that
there's
an
encounter
that
would
be
better
served
with
a
different
type
of
response.
This
concierge
level
of
policing
that
I
talk
about
there
would
be
a
better.
There
would
be
a
better
response
than
sending
a
officer
with
a
firearm.
H
D
J
Thank
you,
so
the
money's
there
there's
a
contract
there.
We
have
ochs
and
so
I'm
kind
of
curious
like
because
I've
heard
on
you
know
some
strategies
to
get
there.
One
would
be
a
call
study
to
really
understand
who
would
be
responding.
So
is
that
something
that
you're
thinking
of
to
understand
the
calls
that
come
in
all
across
the
city
and
how
those
calls
could
be
you
know,
could
have
a
better
response
to
them.
D
I
think
that's
part
of
the
BGA
Grant
under
the
corresponder
model
that
there
is
a
there
is
money
allocated
to
study
the
fund.
There's
money
allocated
to
study
the
type
of
calls
they
have
I'm,
not
exact,
but
I.
Think
Believers,
like
13
000,
calls
in
downtown
last
year
and
in
those
13
000
calls
what
were
mental
health.
What
were
on
house?
What
were
drug
addiction?
J
Type
of
calls
were
responding
from
well
when
that
data
comes
in,
we
could
sit
down,
it'd,
be
nice
to
sit
down
and
understand
what
your
thoughts
on
that
right.
I.
A
J
Yeah,
the
only
other
question
I
had
was
about
the
the
Outreach
workers
that
we
have
to
stop
violence
or
minimize
anything
that
would
create
more
Community
violence.
It's
there's
a
there's,
a
lot
of
different
names,
people
use
reach,
is
one
of
them
and
so
that
the
the
Outreach
worker
program
that
you
know
tries
to
reduce
Community
violence.
That's
also
like
a
contract
that
we
have
outside
you
know
with
an
outside
entity
that
that
they're
hiring
these
Outreach
workers.
How
do
you
see
that
that
coordination
happening
within
the
police.
D
Bureau
there's
true
value
in
in
having
Outreach
that
is
not
police,
Centric
or
Not
overseen
by
the
police
department.
Talking
about
we're
talking
about
levels
of
trust,
we're
talking
about
engagement
in
a
vulnerable
community
that
we
would
otherwise
not
be
able
to
access
so
individuals
from
those
communities
that
have
experience
in
violence
or
whether
they're
victimized,
by
or
in
some
instances
or
the
perpetrators
of,
but
that
have
a
level
of
intimacy
in
that
space
and
that
that's
builds
trust
beyond
beyond
anything
that
maybe
we
can
do
specifically
directed
at
violence
or
those.
D
More
importantly,
those
that
have
the
propensity
to
commit
violence
and
that's
where
we're
trying
to
impact
and
I
think
we
talk
about
Community
safety.
Think
of
like
we
have
to
we're
trying
to
stop
the
next
violent
crime
and
in
that
I
believe
those
individuals
that
sit
in
that
space
have
the
opportunity
to
impact
that
in
a
meaningful
way.
J
Okay,
well
I,
look
forward
to
working
with
you
I
appreciate
your
time
and
answer
my
questions
and
I'll
you'll
you'll
receive
these
random
phone
calls
from
me,
where
I'm
trying
to.
J
I
will
answer
and
understand
the
situation
so
I
like
to
have
very
responsive
people
at
the
top,
so
I
hope
we
can.
We
can
you
know,
get
that
from
you.
Yeah
all
right
commit
to
that
all
right.
Thanks.
Thank.
D
B
B
K
Yeah
sure
yeah,
so
I
guess
thank
you
for
being
here
a
long
interview,
yeah,
so
I
guess:
I
wanted
to
just
kind
of
come
back
again
to
sort
of
in
response
to
councilman
krause's
earlier
question
about
accountability
and
sort
of
the
the
ill
will
or
disrespect
or
perceived
you
know,
perceived
or
otherwise
right
of
the
public
toward
our
law
enforcement
officers,
and
you
know
with
the
understanding
of
course,
that
that
everybody
needs
to
feel
respected
at
work.
K
I
I
I
want
to
underscore
and
I
don't.
This
is
not
news
to
you
right,
but
you
know
we're
living
in
a
world.
I
mean
I,
know
that
myself
in
high
school
was
you
know
the
the
Rodney
King
incident.
You
know
my
adult
life
I'm
just
comes
to
mind:
philando
Castile,
you
know
Brianna
Taylor,
George,
Floyd,
Etc
right,
so
the
these
incidences
sort
of
go
on
and
on
in
these
names,
and
you
know,
and
for
communities
of
color.
This
type
of
incident
has
been
going
on
for
Generations
right.
K
So
this
is
a
a
systemic
issue
that
has
been
going
on
and,
and
it
makes
people
angry
right,
it
makes
people
angry,
which
is
why
then,
that
anger
is
translated.
You
know
into
is,
is
then
oftentimes
right
directed
at
at
in
at
officers
as
they
are
doing
their
job,
which
is
of
course,
an
incredibly
difficult
position
to
be
in
at
work?
K
And
so
you
know
if
people
are
angry
and
they're
also
in
a
bad
moment,
whatever
the
you
know,
and
that
anger
then
naturally
right
the
human
element
results
in
in
anger
on
the
part
of
the
right.
Like
you
know,
if,
if
you
feel
attacked
you,
you
feel
defensive,
I
mean
this
is
just
the
Human
Condition
right
so
and
and
and
while
I
feel
like
in
the
movement
for
black
lives.
We
are
as
a
society
right,
the
needle
has
drastically
moved
in
the
past
year
and
a
half
drastically,
but
I.
K
Don't
think
necessarily
that
the
needle
has
moved
when
it
comes
to
the
law
enforcement
Community
right
for
all
of
the
reasons
that
I,
you
know
that
I
just
mentioned,
but
but
you
you
know,
but
but
we
know
right,
that
that
abuse
of
power
hurts
communities
that
it
hurts
residents,
it
hurts
officers.
K
You
know
it
hurts
the
city
itself
right
we're
looking
at
millions
of
dollars
in
settlements
right
for
for
these
types
of
incidences
and
that
at
the
end
of
the
day
you
know,
accountability,
equals
trust
and
Trust
equals
respect
and
respect
equals
more
interest
in
becoming
a
police
officer
which
would
lead
to
more
diverse
police
force
and
all
of
these
things
right
that
we're
going
for.
So
so.
K
K
Process
all
of
this
you
know
what
I
think
is
justifiable
societal,
large-scale
anger
that
is
being
directed
to
them,
oftentimes
personally
as
individuals
which,
of
course,
you
know
how
to
process
that
and
get
to
a
place
where,
where
you
know,
they
too
feel
on
board
with
with
why
we
have
gotten
to
the
place
that
we
are
at
and
how
they
as
officers
in
sort
of
changing
that
mindset,
whether
it's
personally,
whether
it's
amongst
themselves,
whether
it's
with
their
family
members
at
home
right,
can,
will
ultimately
benefit
all
of
us
right
right.
D
Right
I
think
I
feel
like
I
could
have
a
fair
idea
of
the
direction
so
we're
talking
about
their
wellness
and
when
you
think
about
officer
wellness,
it's
not
specific
to
professional
development
or
isolated
to
professional
development.
It's
about
ensuring
that
we're
caring
for
their
emotional
and
psychological
needs
as
well.
Their
personal
desires
as
well
and
the
off
today's
officer
has
so
many
different
inputs
into
this
Echo
chamber,
which
they
exist
and
oftentimes
they're
far
more
negative
than
positive.
D
So
focusing
on
the
emotional
well-being
of
our
officers
has
the
tremendous
impact
on
the
level
of
service
in
which
we
provide
to
our
community
so
Psychological
Services.
You
know
people
speak
to
programs
like
pmap
or
Employee
Assistance
programs,
but
historically
police
officers,
don't
trust
those
entities,
confidentiality
life,
experiences,
exposures,
even
those
that
have
police
officers
on
them.
D
We
talk
about
Wellness,
but
using
Wellness
time
so
I'm
going
to
Advocate
and
into
the
policy
that
gives
our
officers
two
hours
a
week
to
focus
on
wellness
and
whether
sometimes
Wellness
is
physical.
Fitness.
Sometimes
Wellness
is
30
minutes
of
meditation
and
where
you're
just
checking
out
of
the
moment
and
allowing
yourself
to
heal
from
what
you
see
on
a
daily
basis.
K
K
So
when
we're
talking
about
Staffing
and
and
overtime,
you
know,
we've
talked
about
and
and
I
love
all
these
ideas
of
sort
of
you
know
online
reporting
right
for
for
non-violent.
You
know,
and
my
lawnmower
got
stolen,
that
this
does
not
require
an
officer
on
the
scene,
the
two-factor
confirmation
on
alarms.
You
know
if
there's
any
way
that
Council
can
make
that
work.
K
You
know
happy
to
to
explore
and
the
parking
and
all
of
that
the
question
is
again
and
I'm
going
to
come
back
to
to
the
rank
and
file
and
and
the
public
is,
is
you
know
how
and-
and
you
know
again
also
the
councilman
coggles
about
the
tail.
You
know
sort
of
the
tail
light
you
know
like
pulling
people
over
tail
light.
K
How
do
we
get
the
because
the
messaging
right
and
I
can
already
hear
it
right?
Is
that
we're
not
safe?
If
we
don't
have
you
know
what
I
mean
if
we
don't
have
like
the
insta
access
to
officers,
that
were
that?
That
makes
us
as
the
public
less
safe
and
that
you
know
that
somehow
we
are
taking
something
away
so
and
and
and
I
I
I.
You
know
I've
actually,
because
I
I'm
very
interested
in
the
the
telephone.
The
online
reporting.
D
K
I've
talked
about
that
with,
with
a
few
officers
just
sort
of
randomly
here
and
there,
and
and
even
even
among
them,
I
have
heard
them
say.
Well,
you
never
know
like
you
better,
you
know.
Well,
you
should
you
should
have
to
respond
to
every
call,
because
if
you
don't
you
never
know
what
might
have
you
know.
So
how
do
we?
D
Mark
marketing
right
and
it's
it's
a
strategy
that
we
have
to
be
very,
very
visible
in
in
very
available
when
we're
deploying
it,
like
so
being
speaking
at
these
community
group
meetings
being
being
as
transparent
about
the
process
and
the
development
of
the
strategy,
so
that
public
stands
behind
all
of
us,
for
what
we
know
will
be
a
better
outcome,
a
better
level
of
service
and
and
in
that
just
I.
Think.
When
we
talk
about
safety
now,
they're
seeing
their
officers
far
more
frequently
and
they're,
seeing
their
officers
out
of
the
vehicles
their
off.
D
Our
officers
are
now
accessible
and
available
to
start
building
those
relationships
so
that
that
that
level
of
of
trust
or
that
that
I
guess,
maybe
that
fear
of
safety
is,
is
removed
because
now
they're
building
relationships
with
the
officers
that
are
responsible
for
their
specific
areas,
their
specific
neighborhoods
and-
and
so
it's
a
campaign.
I
would
not
suggest
for
a
moment
that
we're
not
proactive
in
the
messaging
piece
of
this,
so
that
we
get
as
much
buy-in
as
we
can
well.
There
will
still
be
people
that
are
that
are
going
to
be
irate
about.
D
That's
not
responding
to
a
parking
complaint.
Sure
certainly
will
be
I,
don't
but
I
think
the
greater
good
for
what
we
can
achieve
outweighs
those
moments
where
we
have
some
level
of
dissension.
But
if
we
do
it,
if
we
Market
it
correctly
and
and
we
are-
is
available
and
accessible
in
the
be
and
the
reasons
why
we're
doing
this
strategy
I
think
it
would
make
sense
to
a
community
group
to
for
me
to
say
45
000
man
hours
were
spent
on
parking
and
we
didn't
and
how
much
better.
A
D
The
speeding
issues
you
have
around
a
school
district
or
around
the
school
and
the
passing
of
buses,
the
loud
music,
the
the
various
other
issues
that
have
far
more
impact
on
the
quality
of
life
of
our
communities
that
we
can
address
with
in
conjunction
with
them
and
not
opposed
to
them.
I
think,
then
the
outcome
is
much
much
better
and
when
you
start
presenting
that
as
a
viable
option,
you
start
to
change.
I.
Think
the
hearts
and
minds
of
our
community
yeah.
K
K
Responsive
so,
okay,
so
the
next
question
I
have
is
about
costs
about
money
right,
obviously,
as
Council
we
have
roads,
we
have
Parks,
we
have
rec
centers,
we
have
programs
for
our
kids
and
our
seniors.
You
know
we
have
dilapidated
housing,
and
these
are
all
things
that
we
have
to
pay
for,
I
mean
they
cost
money,
and-
and
we
hear
you
know-
and
there
are,
there-
are
budget
constraints
across
the
board
right.
The
city
is
sort
of
perpetually
strapped
and
I.
K
You
know
I
feel
oftentimes
when
it
comes
to
all
of
these
things.
K
We
sort
of
ask
lots
and
lots
of
questions
about
how
you
know
where
we
can
spend
and
where
can
we
cut,
but
we
we
tend
not
to
ask
those
questions
when
it
comes
to
to
Public
Safety,
but
you
know,
as
as
in
any
organization
right
even
in
any
family
right
when
when
when
times
are
tight,
like
everybody
sort
of
needs
to
tighten
their
belt
and
well
I'm,
totally
supportive
of
the
pay
raises,
and
you
know
and
things
that
that
benefit
the
you
know
those
types
of
things
that
help
officers
live
a
better
life
and
attract.
K
You
know
more,
you
know
family,
sustaining
work,
etc.
You
know
when
it
comes
to
you
know
when
it
comes
to
other
things,
can
can
we
count
on
you
to
sort
of
be
frugal
when
it
comes
to
whether
whether
that
be
I
mean
just
off
the
top
of
my
head
right,
I
know
like
all
the
police
cars
got
repainted
and
there
was
a
lot
of
grumbling
about.
K
Oh,
how
much
did
we
pay
and
I
don't
even
know
right,
I
wasn't
on
Council
I
have
no
idea,
but
these
are
the
types
of
things
that
that
that
folks
see
I
think
that
that
you
know
can
be
frustrating
when
when
there's
all
these
other
things
that
that
need
to
be
paid
for
so
and
I
I,
don't
know
if
you
have
any
ideas
right
now
of
things
that
maybe
I
won't
put
you
on
the
spot.
Oh.
K
D
When
you
start
talking
about
the
budgeting,
and
especially
on
the
police
side
of
it,
I
think
because
salaries
make
up
or
take
most
of
our
budget,
we've
already
been,
we've
already
cut
in
places,
I
think
that
we're
even
starting
to
compromise
Services
right.
So
we
start
cutting
our
training
budget
and-
and
we
can't
afford
to
to
do
so-
there,
like,
we
know
the
cost
for
failure
to
train
we've,
just
seen
what
it
does
to
or
how
it
impacts
the
city,
but
something
simple
as
being
paperless.
D
By
this
time,
2024
probably
spend
fifty
thousand
dollars
a
year
on
paper,
I,
don't
I,
believe
that's
not
even
like
an
exaggeration
I
feel,
like
that's
real,
so
think,
just
simple
things
that
you
start
taking
into
account
where
we're
spending
money.
If
to
the
point
or
we've
changed
the
striping,
the
color
of
our
police
cars
three
times
in
three
years,
right.
D
The
commitment
to
that
and
and
sticking
with,
like
some
cost-effective
measures
to
ensure
that
we're
not
just
burning
through
money
because
we're
not
accountable
to
it
so
being
when
I
speak
to
that
level
of
accountability
with
with
measurables
that
we
talk
about
being
able
to
account
for
every
dollar
we
spend,
that
is
the
taxpayers.
Money
and
and
I
am
the
steward
of
that
money,
which
means
I'm
responsible
for
how
it's
spent
and
and
using
it,
and
it's
spending
that
allocation
most
appropriately
I.
Think
to
enhance
the
services
of
the
bureau.
K
Committed
to
that-
and
my
last
question
is-
is
about
change
management
right.
We've
talked
about
a
lot
of
things
here,
you
know
and
we
have
our
the
Staffing
study
that
is
coming
out
soon.
I
think,
hopefully.
K
You
know
all
all
of
these
things
right
that
that
type
of
change,
especially
for
our
veteran
officers,
who've,
been
doing
things
one
way
for
a
very
long
time
and
that-
and
that
is
a
way
that
has
been
working
right
for
for
them
and
whatever
how?
How
do
you?
K
D
I
think
that
so
buy-in
is,
is
important
for
any
meaningful
change
and,
and
is
there
will
you
always?
Will
you
get
buy-in
100
that
we're
trying
to
get
through
consensus
at
the
start
and
then
start
impacting
influencing
those
that
maybe
don't
think
that
should
be
the
style
of
policing
that
we
participate
in
so
but
they?
How
do
you?
So?
How
do
you
start
changing
hearts
and
Minds?
D
D
805
people
excluding
me
that
that
they
all
have
value
and
they
all
have
a
role
in
the
success
of
the
Pittsburgh
Bureau
of
police
and
they
and
they
all
have
a
responsibility
to
our
community,
whether
and
and
they
have
and
can
find
a
role
where
they
can
impact
and
influence
it
in
a
positive
way.
K
Great
well,
thank
you.
So
much
and
I
look
forward
to
working
with
you
and.
C
Thank
you,
madam
chair
Chief.
Thank
you.
This
is
a
very
long
interview.
I
appreciate
you
kind
of
hanging
in
there.
I
I've
got
lots
of
quotes
from
you
in
response
to
my
colleagues,
questions
and,
and
some
of
them
covered
some
of
the
questions
I
was
going
to
ask
so
I
appreciate
that
I'm
happy
to
hear
you
talking,
for
example,
about
the
number
of
civilians
on
staff.
C
The
Staffing
study
that's
been
referred
to
and
the
your
willingness
to
talk
about
how
to
I
think
your
quote
was
unobligate
police
officer
time
for
those
calls
like
traffic
and
the
burglar
alarms
that
are
eating
up
looks
like
a
cumulative
120
150
000
hours
per
year.
If
you
add
them
together,
that's
a
lot
of
employee
time,
substance,
a
lot
of
Officer
time,
specifically
officer
time
when
we
had
a
chance
to
meet
first
last
week,
I
read
some
numbers
to
you
that
I
have
been
repeating
and
sharing
publicly
online
and
here
at
the
table.
C
But
there
are
Benchmark
cities
that
we
normally
compare
ourselves
to
in
Pittsburgh
Magazine,
first
on
Pittsburgh
quarterly.
You
know
that
how
are
we
doing
as
a
city
there's
FBI
data
that
collects
how
many
employees
police
departments
have
and
then
how
many
of
those
employees
are
officers
governing
magazine
back
in
2015?
So
this
data
is
a
little
bit
old
kind
of
put
them
all
out
there
for
over
100
cities.
C
So
it's
very
nice
that
you
can
compare
per
capita
what
a
city
has
for
numbers
of
total
employees
in
a
police
department
and
what
the
same
city
has
those
total
numbers
of
officers
and
there's
quite
a
range
among
the
cities
that
we
usually
compare
ourselves
to.
For
example,
Austin
has
24
.4
employees
per
10,
000
population,
and
only
18.6
for
10
000
are
officers
in
their
Police
Department.
C
Employees
in
the
St
Louis
police
department
for
10
000
per
capita
right,
but
38.8
percent
are
officers
of
total
employees.
So
again
I
mean
it's
not
half,
but
it's
only
two-thirds
right
and
this
is
dated
information.
But
at
the
time
Pittsburgh
had
30.9
employees
per
capita,
so
kind
of
mid-range
right,
28.4.
C
Officers,
that's
nearly
100
percent
of
the
total
police
force.
So
again
my
colleagues
have
heard
me
say
this
before,
but
and
at
the
time
that
was
948,
total
employees
and
872
total
officers,
so
it
was
2015..
City
population
was
even
higher,
but
so
I
think
we
really
need
to
have
this
conversation
and
I'm
really
glad
for
my
colleagues
questions
and
for
your
answers
about
really
what
are
the
appropriate
things
for
full
officers
to
respond
to
is
that
traffic?
Is
that
fake,
burglar
alarms?
Is
that
or
you
know
false
alarms?
C
And
you
know
what
are
what
are
the
other
capacities
that
we
have
as
a
city
and
again
alternative
response?
Thank
you
for
I
actually
wrote
it
down
because
it
was
the
clearest
definition,
the
difference
between
alternative
response
and
co-response.
Thank
you.
That
was
a
very
clear
understanding
and
I
learned
something
today.
I
appreciate
that
so
I'm
really
enthusiastic
to
have
this
discussion
more
I
mean
again
back
to
the
kind
of
ratios
and
the
costs,
because
this
really
speaks
to
cost
right.
C
If
we,
if
we
can
fill
some
of
the,
if
we
have
too
many
officers
in
our
organization,
chart
and
members
have
seen
me
kind
of
hold
up
the
whole
organization
chart
I'm
circling
a
third
of
it
and
saying
why
are
these
all
officers
when
these
are
all
civilian
duties
like
there's
your
boots
on
the
ground
that
you
need
they're
over
here
on
civilian
tasks?
Basically
so
I'm?
C
Thank
you,
but
there's
a
couple
of
topics:
I'll
same
thing,
with
your
response
to
questions
about
policing
or
claims
of
over
policing,
Community
concerns
about
the
role
of
police
in
their
communities
and
your
vow
to
collect
and
make
public
data
to
track
both
what
I
heard
as
the
systemic
I'm
sorry
I
can
see
that
Zoom
is
frozen
and
I'm
like
not
being
heard,
but
okay,
this
at
least
there
we
go.
The
audio
is.
C
The
audio
is
moving
that
what
I
heard
as
the
systemic
impacts
on
communities
of
secondary
traffic
stops
or
other
kinds
of
officer
responses
to
low-level
violations,
but
also
the
individual
officer,
Data
Tracking
right,
which
wasn't
actually
part
of
the
question,
but
I
appreciate
that
you
included
that
as
part
of
your
answer
so
that
we
can
see
all
of
us
together
where
there
are
problems,
I
think
you
said,
if
you
don't
measure
it,
you
can't
fix
it
correct.
So,
thank
you.
C
I
really
really
appreciated
hearing
you
say
that
I'm
going
to
move
on
to
something
we
haven't
talked
about
again,
but
it's
related
as
a
segue.
Here
we
also
have
struggled
for
the
whole
time
I've
been
in
office,
I
think
with
block
watch,
block
parties
and
small
level
community
events,
I
always
talk
about
one
in
Morningside
that
was
a
Sunday
morning
event
that
was
a
walk
fundraiser
for
Wounded
Warrior
Project
Morningside
mile.
C
They
got
fifteen
thousand
dollar
bills
from
the
police
department
for
closing
streets,
which
can
just
be
closed
by
saw
horses
like
we
do
for
block
parties,
but
that
their
special
event
request
for
their
permit.
To
close,
you
know
eight
intersections
of
Morningside
mile
again
on
a
Sunday
morning
and
there's
not
a
lot
of
cross
traffic.
They
got
a
giant
police
Bill
and
then
and
and
they
don't
do
the
event
anymore-
and
we
spoke
about
that
a
little
bit.
So
if
I
could
get
a
response.
D
D
Who
are
you
that
group
could
use
for
volunteers
for
a
less
costly
flag
person
for
contractor
through
another
company
and
and
it
was
born
in
a
time
where
special
events
in
essence
would
create
or
increase
salaries
for
police
officers
in
a
time
where
we
weren't
paid
that
well
and-
and
so
that
was
a
way
to
supplement
income,
but
the
standards
haven't
changed
and
now
I
have
officers
that
don't
want
that
to
be
committed
to
these
events,
don't
want
their
work.
D
Life
balance
interrupted
because
we're
mandating
over
time
for
the
multitude
of
events
that
we
have.
We
have
the
their
crushed
for
the
Cure
on
on
Saturday
and
it
we're
going
to
mandate
50
officers
to
work
this
event
and
in
that
we're
going
to
impact
people
in
such
a
negative
way
unnecessarily.
Where
we
have
an
opportunity
to
use
volunteers,
we
have
an
opportunity
to.
D
C
Excellent
answer:
thank
you
for
that
on
that
fourth
width,
just
first
thing
yeah,
because
it's
such
a
to
me
a
simple
obvious
problem
that
has
a
very
simple
obvious
solution,
and
yet
no
one
did
it.
For
years
right,
we
kept
being
promised
here
at
the
table.
Multiple
different
council
members
have
raised
these
concerns
over
the
years
and
we
just
we-
we
haven't
gotten
it
fixed.
Yet
so
I
appreciate
that
and
I
think
I
have
confidence
in
you
to
fix
it.
C
I
have
a
topic
that
I
have
to
bring
up.
People
have
seen
it
in
the
news.
They've
seen
me
at
press
conferences
and
seen
and
heard
from
my
community
groups
and
neighbors
multiple
neighbors
hoods
that
are
impacted
by
our
archaic,
outdated
40
year
old,
maybe
50
year
old
outdoor
firing
range
I
would
love
to
take
council
members
to
go
visit
it.
C
So
we
can
all
see
how
bad
it
is
and
what
a
both
unhealthy
impact
it
has
on
our
residents
and
also
really
just
an
unpleasant
unhealthy,
inadequate
place
to
train
our
recruits,
and
so
we've
talked
about
it
previously,
and
you
know
my
my
staff
has
done
research
and
shared
it
with
the
administration.
C
D
It's
the
it's
the
best
training
environment
in
a
Four,
Season
City,
because
we
can
now
train
one
one.
We
can
train
at
night.
We
can
train
in
all
weather
conditions,
we
can
control
lighting,
we
can
control
temperature.
More
importantly,
we
put
our
officers
in
a
controlled
environment
to
to
partake
in
probably
the
most
significant
type
of
training
and
that's
discharging
your
firearm,
and
in
that
we
can
create
a
level
proficiency.
D
We
can
do
it
with
more
frequency,
because
the
impact
on
the
community
doesn't
go
unnoticed,
so
we
don't
even
train
with
the
level
or
the
amount
of
frequency
that
we
would
like
to
because
we
don't
have.
We
know
if
we
did
a
night
fire
50
times
in
a
year
that
all
of
us,
they
would
probably
call
other
council
members
that
don't
even
have
responsibility
for
Highland
Park
about
the
disturbance
that
creates
in
the
community.
D
C
Appreciate
that
check
mark
a
related
topic
is
that
for
years,
when
we've
had
this
discussion
for
decades
honestly,
when
we've
had
this
discussion,
we've
said
like
oh
well:
we
want
to
have
a
combined
re-allocation
of
warehousing
space
and
DPW
vehicles
and
public
safety
training,
and
we
need
that
all
combined
and
it's
it's
become
this
kind
of
Albatross
of
a
giant
monster
facility.
C
That
is,
you
know,
possibly
never
going
to
happen,
and
now
we
don't
even
know
how
much
money
it
might
cost
I
mean
it
seems
to
be
now
a
budget
of
of
well
over
100
million
dollars,
possibly
200
million
dollars,
and
we
don't
need
to
wait
again.
Male
Lebanon
just
built
an
indoor
firing
range.
You
can
build
one
for
three
million
dollars.
D
Stake
a
position
in
that
I
I
will
tell
you
I
would
support
the
the
indoor
firing
range
I
think
it's
a
benefit
to
the
Pittsburgh
Bureau
of
police.
If
they
benefit
you,
our
training
environment.
So
so
I
continue
to
support
it.
I
don't
know
if
I
have
the
ability
to
to
extract
it
from
some
other
project,
but
I
definitely
stand
behind
it.
Well,.
C
C
Right,
we
continue
to
have
the
conversation,
continue
to
kind
of
explore
the
pluses
and
minuses
and
the
potentials
and
the
risks
and
I
I
will
do
my
part
to
continue
that
conversation
I'd
like
to
move
on
to
I
think
a
topic
that
we
haven't
touched
on
today,
which
is
that
this
this
Council
and
our
Bureau
have
had
many
conversations
in
the
past
and
I
can
need
to
continue
and
learn
about
the
moving
landscape,
that
is
technology
and
even
artificial
intelligence,
and
the
rights
and
freedoms
that
are
citizens
deserve,
even
with
a
kind
of
I'll,
say
Marketplace.
C
That's
trying
to
sell
these
Technologies
and
these
products
to
our
our
policing
across
this
the
country,
but
also
you
know,
all
kinds
of
things
to
to
city
government
at
large.
We
only
recently
found
I
only
recently
found
out
kind
of
on
live
TV
at
this
table
a
few
weeks
ago
that
there's,
for
example,
a
360
degree
incredibly
high
powered
camera
on
top
of
what
is
currently
the
UPMC
building
and
I
referred
to
it
as
the
eye
of
Sauron.
C
In
my
kind
of
surprise
here
at
the
table,
it's
like
you
know,
I,
don't
know
if
you
saw
the
Lord
of
the
Rings
movies.
It's
like
this
eye
that
can
see
everything
all
across
the
land
and
I
was
alarmed
by
that,
but
we
were
promised
that
it
isn't
monitored.
C
That's
only
kind
of
like
turned
on
when
our
Police
Department
sees
that
need.
We've
also
struggled
with
and
have
pulled
back
from
the
mayor's
office
having
social
media
monitoring,
and
we
were
promised
also
that
the
we
were
not
using
that
for
policing,
but
there
are
issues
there,
I
think
also
on
the
use
of
you
know:
possibility
of
facial
recognition
Technologies,
especially
through
social
media
monitoring,
and
we
talked
about
it
on
and
off
about
kind
of
police
cameras.
What
is
our
technical
capacity?
Do
we
have
enough
online
storage?
C
C
A
D
Right
thoughts,
so
technology
used
responsibly
by
law
enforcement
is
of
benefit
to
hold
those
accountable
that
are
willing
to
commit
some
of
the
most
heinous
crimes,
and
in
that
we
have
to
have
a
level
of
transparency.
We
have
to
have
a
level
of
accountability
in
how
we
use
it
and
I.
Think
oftentimes
through
the
challenge
or
with
the
challenge
to
word
or
with
Community,
is
that
there
is
not
any
level
of
transparency
in
its
application.
There's
not
oversight,
there's
not
policy
development
around.
D
What
we
know
is
beneficial
to
our
community
to
our
law
enforcement
efforts
to
hold
those
accountable
and
and
clearance
rates
and
and
arrests
are
relative
to
them
when
they're
used
in
the
right
way,
I
use
a
story
to
license
plate
readers
where
all
the
or
all
the
hype
and
we're
Boogeyman
watching
the
communities.
You
know
we
had
a
case
early
when
I
arrived
in
Fort
Lauderdale,
there
was
a
woman
thrown
on
the
side
of
the
road
strangled
deceased,
and
that
was
no
Witnesses
know
anything
other
than
this
person's
on
the
side
of
the
road.
D
Discarded
and
technology
license
plate.
Readers
allowed
us
to
piece
back
a
moment
in
time
from
us
Insignia
on
the
back
window
of
a
pickup
truck
the
person
that
was
responsible
for
that
heinous
crime
and
using
technology
in
a
responsible
manner
is
the
objective
using
technology
with
the
appropriate
oversight.
So
that's
where
I
think
our
partnership
with
the
civilian
review
board
would
matter
like
that.
D
You
have
others
that
are
have
the
same
level
of
access
to
how
that
technology
is
being
used,
the
accounting
for
that
technology
and,
more
importantly,
that
it's
used
for
significant
law
enforcement
purposes.
We
never
want
to
be
the
boogeyman,
never
want
to
be
big
brother
over
watching
our
community
randomly.
We
don't
allow
it
to
even
happen
with
our
officers
and
the
body
worn
cameras
that
we
can't
randomly
use
it
to
to
discipline
or
randomly
use
it
to
watch
someone
in
their
behaviors.
C
Thank
you,
I'm,
taking
notes,
Here
appreciate
that
I
think
we'll
have
I
always
say
this,
but
I
think
as
a
council.
We
just
need
to
continue
this
discussion
and
continue
to
learn.
I
even
had
people.
You
know
yesterday,
Wednesday
or
Tuesday
when
I
was
out
in
the
community,
stopped
me
and
asked
me
because
they're
studying
it
and
learning
about
it
as
well.
So
it's
really
because
the
the
capacities
and
the
kind
of
like
boundaries
just
are
moving
so
quickly.
C
You
know
we're
not
all
technical
experts.
We
continue
to
have
to
ask
those
experts
and
really
listen
to
the
public,
to
learn
together
right.
D
And
they're
yeah
they're,
not
the
that
we
had
an
assault
in
the
south
side,
where
a
65
year
old
woman
was
was
beaten
by
three
18
to
22
year
old
individuals,
not
from
here
from
Westmoreland
County
caught
on
video,
and
that
is
the
only
way
we
would
have
ever
been
able
to
hold
them
accountable
in
that
so
that
level.
The
technology
that
exists
today
creates
a
level
of
accountability
that
didn't
in
the
past,
but
I
filmed.
D
If
we
don't
have
the
accountability
or
the
organizational
accountability
and
transparency
it
looks
like
it
could
be
used
for
nefarious
means
and
I
suggest
that
when
you
do
that,
you
you
create
that
Community
Trust
you
create
that
that
partnership.
Then
then
people
see
it
for
the
purpose
in
which
it
was
supposed
to
serve.
C
We've
had
several
kinds
of
questions
today
on
and
the
prevalence
of
guns
the
what
to
do
about
it
prevalence
of
violence,
and
you
on
your
resume.
C
It
shows
that
in
Fort
Lauderdale,
your
reorganization
of
the
violent
crime
unit
resulted
in
non-fatal
shootings
decreasing
by
16
percent
and
homicides
decreasing
by
22
percent,
and
it
says
also
I
think
that
you,
the
strategy
it
says
right
here.
It
says
on
your
resume,
which
I
think
is
in
the
record,
in
the
legislative
record
of
citizens
by
the
way
can
go
to
legister
and
look
at
what
I'm
looking
at
and
that
the
strategy
mirrored
tenants
of
the
group
violence,
intervention
initiative
similar
to
Pittsburgh,
PA
I.
Don't
think
I
heard
you
speak
to
that
today.
C
F
D
We
talked
again
it's
it's.
It's
very
intentional
process
that
violent
crime
reduction.
More
importantly,
gun
violence
is
the
focus,
the
daily
focus
of
the
Pittsburgh
Bureau
of
police
and
holding
those
individuals
accountable
for
committing
that
violence
act,
and
in
that
there
have
to
be
people.
There
has
to
be
members
of
this
organization.
D
When
we
show
the
commitment
to
hold
them
accountable
for
those
that
are
willing
to
participate
in
such
violence,
then
we
have
the
ability
to
move
the
needle
and
it,
but
it's
not
just
an
enforcement
effort
either
Fort
Lauderdale,
we
didn't
evolve
in
the
short
period
of
time
that
I
was
there
to
the
other
side
of
this
violence
reduction
strategy,
and
that
is
the
alternatives
to
enforcement.
D
There
are
opportunities
that
you
can
utilize
Social
Service
to
create
an
environment
because
not
everybody
wants
to
be
and
participates
in
that
lifestyle
and
by
maybe
Geographic
boundaries,
they're
subject
to
that
same
level
of
violence
and
and
how
we
can
impact
that
in
a
meaningful
way,
is
important.
So,
but
it
has
to
be
the
focus
of
the
Pittsburgh
Bureau
of
police
on
a
daily
basis
because
it
impacts
every
community
in
this
city.
D
There's
not
one
that
is
immune
to
that
level
of
violence,
and
and
in
that,
then
it
has
to
be
the
priority
of
this
department.
It
has
to
be
the
priority
of
my
of
my
Administration
and
and
when
we
do
that,
I
think
we
impact
the
numbers
to
those
degrees
where
2019
the
city
of
Pittsburgh
was
the
safest.
D
It
was
in
two
decades
anything
that
year
we
had
47
murders
now
that
was
the
year
after,
but
it's
still
from
that
program
still
from
that
strategy,
so
we'll
be
developing
and
advancing
a
violent
crime
division
that
takes
our
resources,
Collective
law
enforcement
resources
and
focuses
it
at
toward
violent
crime
reduction.
More
importantly,
gun
violence.
B
Well,
welcome
back
I'm
gonna
start
with
that
Jose,
but
I
did
hear
some
of
the
questions
that
some
of
the
members
asked
and
your
responses,
and
one
of
the
ones
that
stood
out
to
me
was
that
you
enact
the
laws
that
we
write,
which
is
great.
But
what
about
the
times
when
our
laws
are
superseded
by
state
laws.
D
Well,
you
have
the
authority
to
regulate
us
beyond
the
confines
of
state
law
as
long
as
it's
not
illegal,
and
so
therefore
we
we
work
at
the
will
I
work
at
the
will
of
council
and
the
mayor,
so
I,
don't
I,
don't
get
to
I
I
kind
of
equate
it
to
policy
like
I.
Don't
allow
my
officers
to
decide
which
policies
they
like
of
mine
versus
the
ones
that
they
dislike
and
because
they
don't
they
dislike
a
said
policy.
D
They
discard
it
just
like
the
laws
like
we
don't
get
to
choose
which
laws
we
like
to
enforce
and
because
we
don't
like
them,
we'll
just
discard
them.
So
as
long
as
the
structure
and
the
direction
is
legal,
then
I
will
abide
by
the
will
of
this
body
and
the
will
of
the
mayor's
office.
And
that's
just
the.
B
B
He
could
decide
to
never
have
a
process
and
just
to
a
point
who
he
thinks
you
know
best
reflects
his
his
will
and
his
his
direction
that
he'd
like
to
take
the
department
in
so
there
doesn't
have
to
be
a
process,
but
because
there
was
a
process
and
a
lot
of
concerns
and
comments
came
up
during
that
process.
I
I'd,
like
I'd,
probably
look
more
into
that,
whether
it's
publicly
or
whether
I
just
send
some
emails.
I,
don't
know,
but
I
do
say.
I
do
want.
B
I
want
to
say
that
I've
worked
with
you
previously.
So,
even
though
the
search
result
came
up
with
and
I'm
gonna
be
honest,
they
came
up
with
a
lot
of
names,
with
a
lot
of
something
that
everybody
had
something
right
and
I.
B
Think
that
part
of
that
is
is
we
have
a
lot
of
officers
that
were
in
line
and
replied
that
never
even
got
an
interview
and
so
I
think
that's
making
leaving
a
lot
of
people
feeling
disgruntled,
because
if
you
worked
for
a
place
for
20
30
40
years
and
put
your
life
on
the
line
and
then
you
applied
for
something
and
didn't
even
get
an
interview
and
some
of
the
people
that
were
brought
forward,
including
the
one
who
you
know
supposedly
had
broken
someone's
neck
I,
think
you'd
feel
some
way
too
and
I
think
you'd
feel
a
little
disgruntled
yourself
or
feel
like
less
than
valued
for
sure.
B
So.
I
think
that
that's
part
of
the
problem
is
that
process
led
to
a
lot
of
uneasy
feelings
in
the
department.
So
I
want
to
know
how
you
come
in
now
and
take
the
reins
of
this
department
and
make
officers
that
even
applied
for
it
or
that
officers
that
that
are
on
the
list
for
commanders
that
now
have
a
you're
having
a
new
process,
a
new
list,
additional
names
likely.
B
How
do
you
make
them
feel
valued
and
part
of
this
team
when
we're
losing
we're
bleeding
officers,
all
over
I
mean
left
and
right
here
our
numbers
are
low
and
when
we
look
at
places,
I'm
gonna
be
very
clear.
When
we
look
at
places
like
Austin
Texas
that
was
bought
forward,
they
just
voted
to
take
away
like
150
million
dollars
from
their
Police
Department.
B
Their
state
is
now
going
to
act
on
what's
happening
in
Austin.
They
so
they're
losing
their
local
voice.
They
may
be
losing
their
police
department,
they
may
be
doing
things,
and
people
may
think
this
sounds
great,
but
the
reality
is
is
when
you
start
whittling
away
at
your
own
local
police
department,
somebody's
going
to
come
in
and
take
control.
Do
you
want
it
to
be
your
local
people
that
you
get
to
have
a
vote
on
that?
B
You
get
to
talk
to
that,
you
get
to
interact
with,
or
do
you
want
it
to
be
somebody
in
a
state
or
federal
level,
so
I
think
that's
a
really
important
key
to
understand
that
that's
a
very
likely
likelihood
and
it's
happened
in
other
places.
It's
happening
right
now
in
Austin,
where
they're
probably
going
to
have.
They
just
said
their
state
police
are
going
to
cover
Austin
and
in
and
when
that's
until
the
state
legislar
legislator
has
time
to
act
on
whatever
decision
they
make
and
I
mean.
B
Who
knows
what
that's
going
to
be
so
I
and
I
fear
that
part.
The
reason
that
all
happened
was
because
they
also
had
an
incident
there
where
they
had
a
police
officer
involved,
shooting
I
think
maybe
two
I'm
not
sure,
but
and
so
there
was
an
outcry
across
the
country
and
in
Austin
about
the
police.
B
But
part
of
that
makes
me
wonder:
was
it
because
their
numbers
were
getting
so
low?
Was
it
because
the
officers
are
overworked
because
the
officers
are
working
overtime
and
that's
what's
happening
here
in
Pittsburgh,
our
officers
are
forced
to
overtime,
they're
working,
you
know
crazy
hours
and
then
you
give
them
a
gun
and
go
on
the
street
and
say
you
know,
be
careful
and
don't
shoot
anybody,
but
keep
everybody
safe
I
mean
it's.
B
It's
it's
a
recipe
for
disaster,
so
I
just
want
to
know
how
you
plan
on
that,
how
you
plan
on
leading
that
department
with
all
those
challenges
and
at
the
same
time
bring
people
together.
That
may
not
actually
share
your
view,
but
they
dedicated
their
lives
to
the
city
of
Pittsburgh
and
they
deserve
some
respect.
So
tell
me,
though,
so.
D
I
think
they're
I
mean
I,
think
there's
value
that
one
I
was
I
spent
23
years
here,
I
went
through
every
rank,
I've
almost
I've
sat
in
almost
every
position.
Mine
is
being
a
member
of
the
SWAT
team
simply
because
I
can't
swim
and
that's
where
we
just
we
just
addressed
that,
but
anyhow
so
I
I
understand
the
challenges
which
then
I
see
as
opportunities
to
to
bond
this
organization.
Together,
you
know,
policing
is
a
culture,
is
is
very
tight-knit,
albeit
we
are
we.
D
We
have
we
like
to
express
our
our
consternation
with
the
world
often,
but
when
it
comes
to
the
collective
collaboration
that
it
takes
to
work
together,
I
think
we
do
it
well,
the
profession
does
it
well
collectively
and
then
outwardly.
We
express
our
dis,
our
unhappiness
with
said
factors.
So
it's
it's.
When
you
talk
about
I,
never
thought
that,
like
I,
would
legislate
from
The
Ivy
Tower
right.
D
So
when
people
hear
me
talk
and
they
understand
the
value
add
from
these
strategies
and
in
this
style
of
policing,
it
makes
sense
because
it's
then
they
get
to
see
it
and
what
benefit
it
will
have
for
them.
Professionally,
what
benefit
it
will
have
for
them
privately
personally,
emotionally
psychologically,
and
in
that
they
were
not
like,
because
I'm.
What
I'm
not
asking
them
to
do
is
anything
unreasonable,
nor
am
I
asking
them
to
do
anything.
D
D
This
is
the
value
add,
and
this
is
why
we
believe
it,
but,
more
importantly,
I
listen.
What
how
does
it
impact
them?
So
we're
going
to
do
we're
going
to
enact
some
strategy
or
some
directive
some
policy?
How
is
it
going
to
impact
my
officers
and
they
have
to
have
a
voice
in
that
development?
So
that's
where
our
Labor
Management
committees
come
in
to
to
to
focus.
That's
where
our
policy
development
committee
comes
in
into
Focus.
That's
where
our
training
comes
into
focus.
Is
that
we're
giving
them
a
voice
in
this?
D
B
So
and
I
also
want
to
say
that
I'm
concerned
about
when
we
talk
about
the
zones
and
and
the
issues
in
the
south
side,
which
I
know
they're,
tremendous
and
downtown
and
other
places
with
our
numbers.
Dwindling
I
I
fear
that
you're
taking
them
and
I
know
that
they're
being
taken
from
other
zones,
including
zones,
three
and
zone
six
being
redirected
from
zone
three
into
south
side
and
zone
six
is
very
short
staffed.
B
A
D
No,
it's
still
in
draft
form,
so
there
were
some
revisions
that
they
needed
that
we
asked
them
to
do
on
behalf
of
the
individual
districts,
so
they
had
done
more
of
a
comprehensive
overview
of
the
city
and
and
the
resource
allocation,
so
we'd
asked
them
to
do,
is
to
break
that
same
analysis
down
by
zone
so
that
we
would
get
a
fair
reflection
of
what
zone.
Six
Personnel
allocation
should
look
like
Zone
threes
on
south
side
or
Friday.
Saturday
night
should
look
like
in
in
across
the
board.
D
B
Okay,
so
I
think
that
everyone's
looking
forward
to
that,
because
it's
been
a
while
that
we
were
told
it
would
be
out
and
I
think
people
were
anxious
to
see
but
I'll
be
honest
with
you,
I'm
not
anxious
to
see
it
because
I
don't
put
any
faith
in
the
studies,
because
I've
worked
in
the
public
sector
for
a
lot
of
years
before
I
was
elected
here,
I
worked
for
Pittsburgh,
Public,
Schools
and
I
know.
When
people
pay
for
studies
they
usually
when
somebody's
the
Consultants
doing
the
study
they
come.
B
B
So
I
would
rather
people
just
say
whatever
it
is
publicly,
but
some
of
the
rumors
I've
heard
is
that
they're
talking
about
maybe
taking
some
of
the
different
divisions
and
separating
them
or
taking
them
out,
and
somebody
had
mentioned
several
times
the
horses
and
I
I
know
people
think
they
love
people,
keep
the
dogs
and
I
know
that
they
serve
a
purpose,
but
the
horses
when
you
go
to
events-
and
you
see
kids
at
these
events
running
to
the
horses
and
that
they
actually
running
with
police
on
them.
That's
actually
what
we
should
be
doing.
B
You
know
more
of
not
less
of
and
trying
to
get
people
to
work
with
the
police
and
and
get
more
engaged,
and
if
that's,
some,
a
tool,
that's
being
used
to
engage
people
I,
think
it's
something
that
we
should
be
asking
the
private
sector
to
fund.
If
it's
something
we
can't
afford
to
fund
so
I
just
want
to
put
that
out
there
and
I'm
curious
as
to
what
you
think
will
happen
with
that
department
and
or
that
Opera
those
operations
I.
D
Think
my
my
responsibility,
similar
to
the
responsibility
to
the
budget,
is
to
take
a
and
take
a
30
000
foot
perspective
at
every
unit
within
the
bureau
and
to
ensure
that
those
units
are
supporting
our
vision
and
strategic
goals
and
in
that
that
Patrol
operations
is
the
foundation
of
policing,
and
all
of
these
secondary
units
can
at
times
become
isolated
and
and
more
event
based,
and
they
don't
support
the
daily
operation
of
Patrol
functions.
So
I'm
not
committed
in
any
direction
other
than
to
say
I
will
review
every
unit.
D
We
have
within
the
bureau
to
ensure
that
it
is
that
it
is
supporting
our
fundamental
Mission
and
and
that's
Public
Safety,
with
our
focus
on
violent
crime
reduction.
More
importantly,
gun
violence,
Community
Police
Partnerships
and
increasing
improving
the
quality
life
of
our
community.
So
that's
it's
to
say
that
every
unit
has
to
have
value
and
it
does
it
have
value
in
supporting
that
mission.
Well,.
B
I
think
when
you're
talking
about
value,
when
you
talk
about
police
community
relations,
that
should
be
a
top
priority
too
so
I
just
and
I
see
it
I
mean
you
can.
We
can
all
see
when
we
go
to
events
and
you
can
and
different
things
and
and
that
they're
out
there
they're
doing
a
lot
of
stuff
and
I
think
you
know
all
those
different
vehicles
that
they
bring
into,
but
I
also
am
curious.
What
you
think,
how
or
how
we
can
support
victims
of
crime
too.
B
I
think
that
there's
a
lot
of
times
that
people
don't
feel
that
the
police
are
hearing
and
they're
not
responding
and
they're.
When
I
told
I
sent
an
email
today
to
one
of
our
acting
commanders
and
I
want
to
say
in
zone
six
he's
been
really
a
great
acting
Commander,
but
he
said
I
was
telling
him
that
somebody
had
sent
me
an
email
telling
them
that
the
police
have
been
called
several
times
for
youth
in
the
community.
They're
breaking
windows
they're,
you
know
swearing
at
residents,
they're
doing
all
sorts
of
things.
B
Usually
they
call
me
if
they
call
the
police
and
then,
of
course
they
call
me
and
I
go
down
and
talk
to
the
kids,
but
they
said
that
even
when
they
talk
to
the
kids,
they're
just
really
totally
disrespectful
and
then
the
police
are
telling
them
there's
nothing,
they
can
do
and
we,
with
an
absence
of
a
place.
How
do
you
plan
on
there?
We
have
kids
taking
over
streets
and
and
vehicles
and
driving.
You
know
the
spin
outs
and
things
like
that.
B
We
have
kids
throwing
rocks,
we
have
kids
fighting,
we
have
kids
in
our
my
district
I
think
youth
crime
is
the
highest
in
Sheridan
and
I
also
tell
people
all
the
time.
People
always
say
this,
because
kids
don't
have
anything
to
do
an
absence
of
something
to
do
is
not
a
reason
to
commit
a
crime.
That's
one
of
the
things
we
need
to
make
people
sure
people
start
understanding,
but
Sheridan
has
more
to
do
than
any
of
my
other
neighborhoods.
And
yet
the
youth
crime
is
the
highest
there
and
I.
B
Think
part
of
it
is
is
because
there,
when
there's
no
one
at
home
a
lot
of
times
at
one
time,
I
took
like
50
kids
home,
and
there
was
very
few
parents
in
the
home,
but
the
interaction
with
the
police
is
always
negative
for
the
kids.
So
how
do
you
plan
on
addressing
youth
crime
with
not
a
place
to
take
kids
and
I
mean?
Do
you
engage
with
the
parents
at
all
where
you
work
with
them
at
all,
I
mean
tell
me
what
you
plan
on
doing.
D
Is
he
always
sits
in
my
mind
of
somebody
that
impacted
me
at
a
young
age,
doing
something
doing
being
a
bad
little
kid?
And
and
but
there
was.
It
was
a
positive
engagement
in
my
formidable
years,
though
different
than
other
community
police
relationships
and
and
that's
again,
making
our
officers
available.
We've
got
to
prioritize
what
matters
to
us
as
a
police
department
as
a
city,
and
when
we
do
that
I
think
we
have
an
ability
to
impact
Juve
our
youth
relationships,
minimize
youth
crimes,
I,
don't
have
a
position
on
the
facility
issue.
D
We
can't
stop
that
engagement
or
that
enforcement,
because
there's
no
facility,
we,
we
only
are
part
of
this
and
we'll
always
do
our
job
and
and
that
I
think
there's
an
opportunity
to
engage
more
because
we
know
we
don't
have
the
detention
facilities
and
maybe-
and
to
be
quite
honest,
that
shouldn't
be
our
our
end
game
anyway.
So
there's
Opera
I,
just
think:
there's
opportunities
to
impact
young
people
in
a
meaningful
way
in
our
communities.
If
we're
committed
to
it.
B
Well,
I'm
glad
to
hear
you
say
this,
because
that
was
actually
one
of
the
things
when
I
put
for
the
Curfew
Center
idea
was
the
an
idea
to
give
kids
someplace
to
go
that
wasn't
punitive
that
wasn't
someplace
where
they
and
their
families
can
get
help.
But
I.
What
I
want
to
say
is
I
think
the
reason
a
lot
of
these
kids
are
getting
in
trouble
in
the
evenings
are
because
the
centers
close
or
anything
that
we
have
in
our
communities
close
early
and
then
kids
are
left
on
their
own.
B
Yes,
they
went
into
some
place
in
Westwood
and
it
was
probably
about
8
30
at
night
and
no
one
was
home
and
the
kids
were,
you
know,
causing
a
little
bit
of
a
Ruckus
in
the
in
the
neighborhood,
so
I
went
and
I
talked
to
the
kids
and
but
I
think
the
problem
is:
is
that
that
one
of
the
things
that
we
need
is
a
resource
center
so
that
they
are
when
they
do
this
in
Philly?
B
And
it's
supposed
to
be
working
really
well,
that's
so
so
much
so
that
they
had
to
open
additional
centers
and
so
I
think
it's
really
and
I
think
we
need
to
give
you
those
tools
so
that
you
can
have
a
place
to
stay
to
the
kids.
Let's
let
me
take
you
here
where
you
can
be
safe,
get
a
meal,
get
some
resource
and
maybe
talk
to
their
parents
and
say
come
pick
them
up
and
when
you
get
the
parents
in
then
get
them
some
help
as
well.
B
I
did
a
lot
of
work
with
parents
in
Pittsburgh,
Public
Schools,
that's
what
I
did
before
I
was
here.
You
know,
but
I
think.
Sometimes
it's
just
resources
for
parents-
parents,
not
knowing
you
know,
because
nobody
wants
to
be
a
horrible
parent
or
Advocate
on
the
street.
I
told
you.
My
son
also
became
a
police
officer
and
I
said
to
him.
When
he
told
me
he
was
going
to
become
a
police
officer.
I
said
honey
used
to
run
from
the
police.
B
What
do
you
do,
and
he
said
because
well
I
know
how
to
treat
people
what
to
look
for
so
that
so
I
think
for
him.
It
was
a
good
thing,
because
somebody
did
take
time
and
and
did
nurture
him
a
lot
in
in
that
area.
So
I
think
when
we're
talking
about
Recruitment
and
talking
about
working
with
people
in
Pittsburgh
to
get
the
young
people
to
get
them
to
be
interested
in
being
police
officers.
B
One
of
the
things
I'd
like
to
see
is,
if
you
are
taking
a
kid
that
there
is
some
mentorship
and
some
follow-up
with
the
police
officer,
so
they
can
continue
to
work
and
build
a
relationship.
That's
hopefully
healthy
and
say
not
one-on-one,
because
I,
don't
trust
anybody
I,
don't
care
if
you're,
a
police
officer
or
not
I'll
trust
anybody
with
kids
one-on-one,
but
so
I
just
would
say.
I
would
just
like
to
see
something
that
builds
on
those
relationships
in
a
positive
way,
so
they're
in
first
interaction
with
police
or
positive,
not
negative.
B
When
we
talked
about
you,
I
heard
you
mention
about
the
housing
incentives
and-
and
that
is
something
that
that
I
also
have
thought
about
for
a
long
time
putting
in
place.
But
I
really
think
no
matter
what
incentives
we
offer.
If
we're
not
treating
our
officers
well,
if
they
don't
feel
respected,
they
don't
feel
valued,
which
right
now,
some
of
them
do
not
I
feel
like
it's
not
going
to
retain
officers
and
we're
not
going
to
attract
officers,
because
that
word
of
mouth
spreads,
and
you
know
we
get
these
negative
negative
opinions.
B
So
I
think
to
me.
I
want
to
know
if
you
have
any
kind
of
incentive
that
you're
going
to
work
on
personally
to
get
officers
who
may
be
not
totally
interested
in
in
doing
and
staying
with
the
police.
What
incentives?
You
think
that
you
could
bring
to
the
table
and
how
you
could
recognize
and
and
honor
the
officers
that
are
doing
great
things.
A
D
D
There
are
there
the
acknowledges
of
awards
and
and
the
acknowledges
of
priority
assignments,
and
you
start
building
a
system
that
values
the
the
those
that
achieve
and
exceed
Beyond
expectations
right
that
everybody's,
just
not
the
same,
and
when
we
have
that
I
think
you
start,
the
level
of
appreciation
is,
is
noticed
and
and
it's
it's
reciprocal
and
I-
think
when
I
talk
about
like
the
way
and
so
I
think
of
things
from
a
server
perspective.
D
My
leadership
team
is
and
working
for
our
officers,
the
better
they
will
be
at
serving
our
community
and
and
that's
and
so
I
think
that
changes
the
environment
where
people
feel
value
and
respected
again,
when
we're
not
when
we
can't
influence
them
by
monetary
means
that
we
can
influence
them
emotionally
in
a
positive
way.
Yeah.
B
I
think
that
I
I
also
want
to
ask
you
to
there's
a
lot
of
you
know
comments
a
lot
of
concerns
about
your
actions,
which
you
led
to
a
lawsuit
and
I.
Don't
really
want
to
I.
Don't
want
to
dwell
on
that,
but
I
do
want
to
say,
I
think,
there's
officers
in
the
zones
that
are
asking
what
will
be
like
for
them
when
you
get
in
so
will
there
be
in
they're
concerned
that
there'll
be
some
discrimination
towards
them.
So
in
promotions
or
and
tell
me
how
you
explain?
B
How
do
you
address
that
to
address
the
disparity
and
to
make
sure
that
you
are
addressing
racism
and
and
closing
the
gaps
on
disparities
and
stuff
and
you're
doing
all
those
sorts
of
things
to
try
to
help
increase
our
diversity
within
our
Bureau?
How
do
you
do
that
without
swinging
the
pendulum
so
far
that
people
then
just
feel
that
they're
discriminated
against
or
reverse
discriminator
reversely
discriminated
against
it.
D
If,
if
we're
using
Fort
Lauderdale
as
the
gauge
of
fairness,
I
promoted,
15
people,
nine
of
the
15
were
white
men,
six
of
them
were
minorities
of
the
the
one
of
challenge
had
black
man,
the
Master's
Degree,
the
only
one
of
the
candidates
that
had
that
level
of
Education
community
service
volunteered
on
Christmas
gave
gifts
to
children.
Just
Turkey
drives
done
all
of
the
community
engaged
behaviors
that
we
had
requested
out
of
his
own
pocket
in
some
instances
on
his
own
time
in
a
lot
of
the
instances.
D
So
he
was
a
person
that
we
suggest
would
be.
The
model
face
of
policing
today
happened
to
be
a
black
man.
He
was
the
best
candidate.
By
far
in
all
of
the
interviews,
he
was
the
best
candidate
by
far
in
all
of
his
work
up
to
that
point,
and
so
selecting
him
was
easy.
He
was
the
best
candidate.
As
an
aside
was
a
minority.
There
were
still
nine
very
qualified
white
men
that
got
the
same
opportunity.
My
assistant
chief
was
awake.
D
Because
it
because
the
voices
I
asked
you
these
questions
in
advance,
I
want
to
make
sure
that
people
understand
that
I
know
the
answer,
but
the
voices
with
you
became
the
narrative
yeah
and
to
suggest
that
I
chose
unqualified
people
to
sit
in
these
seats.
It
was
disingenuous
and
just
outright
lie.
The
true
reality
is
I'm.
A
minority
I've
never
been
elevated
or
never
had.
The
expectation
of
elevation
based
on
my
orientation
or
my
race.
D
I've
worked
hard
to
get
where
I'm
at
today
and
that's
the
same
expectation
I
have
for
the
men
and
women
that
work
for
me,
I,
said
simply
do
your
job
and
do
it
better
today
than
you
did
it
yesterday
into
a
better
tomorrow
than
you
did
today?
And
if
you
do
that,
you'll
have
a
level
of
success
within
my
Administration
and
that's
as
simple
as
I
can
make
it,
and
the
fairness
of
it
will
be
obvious.
B
And
I
want
to
just
say
this:
that
I've
worked
with
you
in
the
past
and
you
were
really
great
to
work
with.
So
not
just
in
terms
of
your
police
officers.
You
were
great
with
the
community
you're
great
with
your
police
officers,
but
you
had
a
really
good
balance
with
everything.
So
I
just
want
I
want
to
put
that
up
personally.
I
know
you
that
I
I
know
that
you
can
do
this,
but
I
wanted
you
to
have
a
chance
to
talk
to
the
public
a
little
bit
because
there's
a
lot
of
times.
B
The
positions
are
played
out
before
they
even
get
to
this
table
and
the
interviews.
And
then
when
people
were
calling
me
for
interviews,
the
one
thing
I
said
is
I'm
not
going
to
interview
him
via
the
media
I'm,
going
to
interview
him
out
here
at
the
table
where
the
interview
belongs.
So
that
was
the
only
thing
that
I
wanted
to
make
sure
that,
because
I
did
have
the
conversation,
I
want
to
make
sure
it
was
public.
I.
E
You
have
a
few
more
so
first
of
all,
I
I
want
to
thank
you
for
taking
the
time
to
be
here.
This
is
an
incredibly
important
conversation
and
I
appreciate
the
dedication
of
my
colleagues
to
take
the
time
to
to
have
the
conversation.
That's
the
tough
questions
and,
first
and
foremost,
the
transparency
that
this
provides
for
the
public
at
large
to
see
who
we're
asking
to
lead
our
Bureau.
So
again,
thank
you
for
for
being
here
and
taking
the
time
to
do
this,
and
you
too
much
appreciated.
E
I,
have
a
number
of
follow-up
questions
and
they're,
not
in
any
special
order.
So
I'm
going
to
begin
by
talking
a
little
bit
about
the
training
center
and
councilwoman
gross's
request
to
have
the
firing
range
built.
I
actually
had
the
opportunity
in
my
first
year
to
actually
go
to
the
firing
range
and
actually
participated.
It's
the
only
time
in
my
life,
I've
ever
held
a
firearm,
but
it
was
at
the
range
and
I
did
get
to
see
it
firsthand.
E
You
will
have
my
support
councilman
at
yes
as
long
as
we're,
acting
in
a
fiscally
responsible
manner
to
to
address
the
the
the
challenges
with
the
firing
range
I'm,
a
big
component
of
eat,
the
elephant,
one
bite
at
a
time.
This
idea
that
we
can't
do
anything
until
we
can
do
everything
just
stagnates
us,
and
so,
if
the
first
step
at
getting
a
training
center
up
and
running.
If
that
takes
the
the
first
step
to
be
the
firing
range,
I
mean
fiscally
responsible
understanding.
You
know
what
we
need
to
do.
E
You
have
my
vote,
I'm
going
to
be
there
to
do
it,
and
so
the
reason
I
bring
that
up
really
is
to
hearken
back
to
some
of
the
other
things
that
have
that
have
come
up,
and
it's
our
responsibility
to
the
bureau
to
provide
resource
and
training
to
send
our
men
and
women
out
to
do
these
incredibly
difficult
jobs
that
we
ask
without
providing
proper
resource
and
especially
proper
training,
does
them
a
great
disservice
and
shame
on
us.
E
If
we
do
do
that,
so
one
of
the
things
in
terms
of
training
that
I
would
like
to
talk
about
is
de-escalation
and
what
your
thoughts
are
around.
Providing
de-escalation
training
for
officers
in
a
heightened
environment
that
we
live
in.
That
can
go
from
zero
to
80,
with
very
little
provocation,
and
that
does
not
provide.
It
doesn't
provide
a
good
interaction
in
that
in
that
relationship.
So
tell
me
your
thoughts
about
de-escalation,
training
and
and
what
it
looks
like
for
you
and
how
it
could
help
as
part
of
the
curriculum.
D
So
so
we
do
it
today
and-
and
there
are
always
areas
to
improve,
so
you
start
out
philosophically
I've
said
it
I
believe
that
if
we
believe
believe
in
Do
no
harm,
then
the
de-escalation
portion
of
our
training
and
our
our
philosophy
creates
an
environment
where
we're
not
in
engaging
in
physical
in
physical
physical
encounters
unnecessarily.
The
reality
of
it
is.
D
They
have
a
level
of
understanding
toward
empathy
and
in
that
you're
creating
this
philosophy
on
a
tactically
competent
officer,
and
when
you
have
a
tactically
competent
officer,
the
likelihood
for
escalation
is
diminished
right
and
and
in
that,
that's
the
objective
of
training
and
oftentimes
in
this
Bureau
being
no
different.
When
we
start
talking
about
budget
needs
or
or
more
importantly,
the
the
lack
of
availability
of
budget,
then
training
is
the
first
place
that
we
look
to
to
to
take
from
to
support.
D
Other
other
programs
within
the
PD,
so
in
that
I
I,
will
always
Advocate
that
when
we
fail
to
train,
we
create
an
environment
that
is
so
much
more
costly.
Forget
awards
from
lawsuits
that
impacts
the
Trust
In,
which
our
community
believes
our
department
will
keep
them
safe
and
and
that's
the
challenge
so
so.
The
commitment
to
training
will
always
be
a
priority
to
me
because
I
believe
our
officers.
E
Good
answer:
that's
what
I
wanted
to
hear
the
I
resisted
this
in
the
first
round
of
question,
because
I
wanted
to
make
certain
that
all
members
had
an
opportunity
to
to
to
interact,
but
I
have
to
I
have
to
get
on
that
road
of
and
the
reason
I
brought
up.
De-Escalation
and
training
I
have
to
get
down
the
road
of
nighttime
economy
and
food
and
beverage
service
and
what
it
looks
like,
and
the
fact
that
we
have
very
little
regulation
in
in
city
code
I
hear
this
idea.
E
That's
what
I'm
sure
you
do
too
of
Entertainment
District.
Well
what
the
hell's
an
Entertainment
District!
It
doesn't
exist
in
code.
There
is
no
such
thing.
It
happens
to
be
where
a
collection
of
food
and
beverages,
food
and
beverage
businesses
have
organically
collected
and
but
there's
nothing
in
code
that
says
well,
since
they
have.
We
should
structure
certain
things
this
way
as
it
relates
to
perhaps
security
or
safety
or
police
presence,
or
additional
Public
Work
services,
or
all
those
different
kinds
of
things
right
as
you
were
coming
in
and
I'm
pretty
sure.
E
You're
aware
of
this,
but
I
had
a
meeting
with
a
public
safety
director
a
bunch
of
rather
concerned
residents
about
some
things
that
happened
on
the
weekend
and
the
way
police
officers
had
interacted
and
largely
to
save
a
lot
of
the
detail.
I
believe
the
interactions
were
caused
because
of
a
lack
of
training
or
really
to
understand
why
they
were
there
or
what
they
were
charged
with
doing
and
I.
Don't
blame
that
on
that
officer
in
any
way
you
know
one
of
the
officers
supposedly
responded:
hey
I'm
just
here
for
overtime,
and
that
answer
really.
E
Right
really
bad
answer,
but
I
suspect
it
came
from
a
very
honest
space
in
that
officer's
brain
because
providing
bodies
is,
is
just
providing
bodies
if
they're
not
properly
equipped,
understand
de-escalation,
especially
in
an
environment,
that's
charged
with
alcohol,
where
they
don't
have
the
proper
training
or
resource
to
and
understanding
of
how
how
to
engage
in
an
already
heightened
situation
that
could
clearly
escalate.
E
Then
we've
done
that
officer
a
great
disservice,
so
under
the
leadership
of
of
Commander,
Dixon,
well,
I,
I,
just
absolutely
adore
and
a
really
great
working
relationship
with
we
were
able
to
actually
put
together
a
dedicated
team.
If
you
will,
whatever
terminology
you
might
want
to
use,
but
they
were
properly
trained
and
properly
equipped
and
understood
how
to
be
on
an
East,
Carson,
Street
or
Butler
Street
or
you
know,
Lawrenceville.
They
were.
You
know
better
equipped
to
do
that.
E
Okay,
now,
we've
lost
that
and
that
that's
kind
of
Fallen
apart
and
I
know
working
with
the
mayor's
office
and
in
the
public
safety
director.
We're
trying
to
to
reorganize
that
and
kind
of
put
that
back
together
and
meeting
a
little
bit
of
resistance
and
so
forth
and
so
on.
But
I
would
like
to
to
know
kind
of
your
idea
and
I'm
sure
you
knew
this
was
coming,
but
you
know
what's
what
what
is
a?
E
What
is
a
better
strategy
to
to
plan
manage
and
and
effectuate
a
healthy
food
and
beverage
environment
that
doesn't
rely
solely
on?
Oh,
my
God,
it's
out
of
him.
We
better
go
and
arrest.
Everybody.
D
Right
right
so
I
never
advocate
for
our
officers
being
bystanders
and
in
that
sense,
in
a
lot
of
these
instances,
that's
the
role
they're
playing
is
observers
and
and
they're,
not
there's,
not
a
a
method
of
intervention.
One
is
often
in
this
instance
currently
today
the
South
side's
not
properly
equipped
with
the
number
of
officers.
D
There
should
never
be
the
objective.
It's
it's
an
outcome
of
a
lot
of
Affairs
along
the
way
right
and
and
so
that
it
has
to
be
the
mindset.
But
it
has
to
be
a
strategy,
and
if
there's,
if
we're
just
sending
officers
down
there
to
placate
the
public,
then
there
won't
be
there
won't
be
any
responsible.
D
Behavioral
changes.
There
won't
be
any
any
reasonable
decreases
in
violence.
It
it'll
give
me
the
continued
same
cycle
and
but
more
importantly,
then
we're
putting
officers
In
Harm's
Way
at
the
same
time,
because
now
they're
not
equipped
to
defend
themselves,
they're,
not
tactically
competent,
and
they
they
don't
know
what
the
charge
is,
and
so
in
that
it's
there's
it's
our
responsibility.
E
E
If,
if
we
do
that
right,
I
have
the
opportunity
to
work
with
God
I
hope
it's
Sergeant,
zagarella
yeah,
who
does
saturation
and
what
a
consummate
classic
gentleman
in
every
way
and
and
it's
so
very
easy
to
work
with,
and
he
does
our
saturation
operation
that
my
issue
are
concern
around
saturation.
Is
it's
it's
really
police
heavy
and
not
planning
management
and
administration.
Heavy
we
I
I
am
I,
am
always
going
to
say.
We
need
to
go
to
the
root
of
the
problem.
E
We
set
a
tone
before
we
react
to
something.
That's
already
out
of
control,
one
of
the
things
that
I
really
liked
about
Chief
mcclay's
approach-
and
we
had
done
this
for
a
while-
and
it
was
working
quite
successfully-
was
to
set
a
tone
in
the
area
at
seven
eight
nine
o'clock
at
night,
so
people
that
were
coming
in
already
felt
there
was
structure
in
this
environment
and
there's
there
are
boundaries
that
I
can
go
this
far.
But
I
really
can't
go
this
far
as
opposed
to
previously
it
was
do
nothing.
Do
nothing.
E
Do
nothing,
do
nothing!
No
living!
Oh,
my
God,
it's
1
30.!
Oh
my
God!
Things
are
out
of
control,
pull
officers
end
because
we
gotta
we
got
to
rein
it
back
in
that's
not
a
strategy.
You
know
that
I'm
not
telling
you
anything,
because
you
already
know
so
that
the
what
would
complement
that
I
think
as
a
really
good
strategy
is
working
collectively
with
licensed
holders
that
are
working
with
promoters.
E
D
E
D
It-
and
we
know
that,
if,
if
chaos
goes
unchecked
unregulated,
that
it
not
only
impacts
the
businesses,
but
it
impacts
the
values
of
the
residence,
it
impacts
the
quality
of
life
of
everybody
down
there
and
I.
Don't
believe
anybody
wants
that,
so
the
engagement
is
again
must
be
done
outside
of
Crisis
like
if
the
only
time
that
we're
engaging
them
is
after
an
event
has
occurred.
D
Then
then
we
don't
have
we
don't
Garner
any
good
will
to
have
willing
participants
toward
this
solution,
so
the
stakeholder
engagement,
the
stakeholder
meetings
that
we
used
to
have
that
matter
and
and
I
think
that
gives
back
to
the
ownership
like
we
all
own
this.
This
outcome,
we
all
own
the
prosperity
of
Carson
Street
and
the
businesses
and
the
residents
collectively,
even
though
at
times
we
know
that
they
would
be
at
odds
with
one
another
and
play
the
blame
game
that
no
there's
no
more
blaming.
D
E
Has
to
be
a
case
and
whether
I'm
sorry
go
ahead
and
I'm
over
speaking
I
don't
mean
to.
But
if
there
isn't
consequence,
behavior
is
not
going
to
change,
it
is
going
to
continue
and
because
money
is
the
the
the
primary
motivator
I'm
making
money
hand
over
fist
here
and
you're
running
around
trying
to
figure
out
how
to
fix
it.
But
it
ain't
affecting
me
because
I'm
off
to
the
bank
I'll
call
you.
D
E
Yeah
and
I
don't
mean
to
make
this
South
side-centric
by
any
means
it
is.
It
is
the
industry
of
food
beverage
and
socialism
Nation
across
the
city.
That's
at
stake
here,
whether
it
is
Lawrenceville
whether
it
is
Squirrel
Hill,
whether
it's
Shady
Side,
whether
it
is
Bloomfield
Mount,
Washington,
Market,
Square,
Carson,
Street.
It's
the
industry,
that's
at
risk,
especially
post
pandemic,
when
I
I
truly
believed
in
my
heart
of
hearts.
F
E
Okay,
thank
you
and
I
I.
Just
I
had
to
get
that
on
the
record.
I
really
want
to
talk
a
little
bit
about
traffic
stops
and
how
and
why
I
co-sponsored
that
legislation
with
councilman
Burgess
I
represent
the
third
largest
minority
district.
There
is
first
councilman
Burgess,
then
LaBelle
and
then
Krause
and
after
the
summer
of
discontent
and
the
murder
of
George
Floyd
and
I
spoke
earlier
about
the
it
was
like
17
weeks.
E
We
met
every
Monday
morning
at
10
o'clock
to
discuss
this
new
idea
of
what
policing
is
supposed
to
be
and
and
I
said,
as
the
council
president
often
the
best
part
of
having
done
this
job
is
when
I
leave
it.
It
will
be
the
friends
that
I've
made
along
the
way
you
cannot
represent
constituency
year
after
year
after
year,.
A
E
E
I've
had
to
have
conversations
with
constituency
about
how
they
have
to
have
the
talk
with
their
sons,
and
that
is
about
what
do
you
do
if
you
are
stocked
in
a
traffic
stop
by
a
police
officer
and
about
maybe
10
days
ago,
without
naming
any
names
or
anything?
A
very,
very
good
friend,
of
mine,
of
about
a
little
over
20
years
is
a
highly
regarded
professional
and
executive
director
of
a
non-profit
here,
as
a
son,
she's
black
has
a
son
who
was
stopped
in
a
traffic
stop
and
calling
me
frantically
about
her.
E
Worry
that
oh,
my
God
I'm
racing
to
my
kid
that
God
forbid
something
happens
and
my
kid
dies
today.
That's
the
reality
of
the
situation.
I
know
we're
kids,
I've
known
them
from
that
I
mean
he's
21
now
so
I
I
knew
him
when
he
was
a
year
and
she
has
raised
for
the
most
amazing
kids
that
I'll
ever
have
the
privilege
to
know
in
my
life
and
he
was
stopped
for
hesitation.
E
That
was
the
the
reason
the
officer
stopped.
His
car
was
your
hesitation
and
luckily
he
had
the
the
sense
to
call
his
mom
over
the
car
so
that
it
was
broadcast.
While
there
was
interaction
with
the
officers
that
had
stopped
him,
she
called
9-1-1.
She
said:
I
had
to
call
the
police
on
the
police,
I
didn't
know
what
else
to
do,
and
luckily
a
a
supervisor
did
respond
to
the
scene.
It
was
ultimately
de-escalated.
They
were
insisting
on
him
getting
out
of
the
car.
He
said
he
he
was
afraid.
E
I
don't
want
to
get
out
of
the
car
and
I.
Don't
know
what
to
do,
and
luckily,
like
you
said,
his
mother
was
on
the
phone.
At
the
same
time,
a
supervisor
had
responded,
it
was
de-escalated,
but
and
ultimately,
at
the
end
of
the
day,
it
turned
out
to
be
okay,
but
there
were
a
lot
of
rattled
nerves
and
a
lot
of
very
you
know
unsettled.
E
You
know,
emotions
that
day
and
so
I
I
bring
it
back
full
circle
to
say
the
reason
that
I
sponsored
that
legislation
with
the
with
the
councilman
and
why
I
believe
so
strongly
in
it
is
the
number
of
times
that
I've
heard
mothers
tell
me
of
the
time
they
sat
their
sons
down
to
say
we
need
to
have
the
talk
and
what
to
do
if
you're
stopped
by
a
police
officer
and
how
to
protect
yourself,
God
forbid
that
situation
gets
out
of
control.
E
So
policy
is
one
thing
and
I
understand
wanting
to
have
sound
policy
within
the
department,
but
policy
changes
from
Administration
to
Administration
and
the
importance
of
codification
is
to
ensure
that
certain
procedures
stay
in
place
beyond
who
might
be
holding
that
office
at
that
time.
And
so
that's
why
I'm
a
fan
of
that
legislation
being
codified
and
to
do
all
that
we
can
do
to.
E
Incidents
that
could
escalate
to
God
forbid,
you
know
a
young
man
or
woman
losing
their
life,
so
I'm
just
I'm
just
putting
that
out
there,
because
that's
my
my
very
strong
feeling
about
it,
but
I'm
I'm
I'll
welcome
comment
from
you.
If
you
wish
to
to
offer
it.
D
And
again,
I
think
the
the
end
of
the
day
the
ordinance
is
born
out
of
historical
mistrust,
disparate
impacts
in
communities
of
color
and
and
I
can
appreciate
that
members
of
my
family
that
feel
the
same
way
at
times
so
I
understand
the
the
sentiment
behind
it.
I
understand
the
emotions.
They're
oftentimes
are
very
role
that
support
these
these
ordinances
or
or
these.
These
restrictions
on
policing
or,
more
importantly,
the
left
but
I
think
I
also
am
a
believer.
If
there's
strong
policy,
there
is
strong
oversight.
D
So
I
think
that
we
all
play
a
role
in
this
I'm
I.
Don't
believe,
there's
any
suggestion
of
rescinding
the
ordinance.
So
it
is
going
to
be
something
that
we're
going
to
follow
by
mandating
this
body
and
I
will
train
my
officers.
I
will
educate
my
officers
in
more
intelligence,
driven
I,
don't
want
my
officers,
fishing
in
traffic
stops
and,
if
that's
the
reason
they're
stopping
cars
is,
is
for
protectual
instances
of
another
crime.
I,
don't
I
want
them
to
be.
D
Data
driven
I
want
that
to
be
intelligence,
driven
so
that
they
can
get
to
the
same
place
with
with
data
and
Intel
and
and
not
this
blind
fishing
Expedition
that
impacts
a
majority
of
our
community
that
doesn't
have
the
results
of
safety.
That's
why
I
said
at
the
beginning:
there's
there's
no
I.
Don't
have
data
that
supports,
because
officers
can't
stop
a
vehicle
for
Tina
Windows.
It
makes
our
communities
less
safe
or
it
inhibits
or
prohibits
them
from
proactive
policing.
I
want
them
to
be
proactive
for
those
that
are
committing
violence.
D
I
expect
it
I
support
it.
I
don't
support
or
expect
that
they
fish
and
then
by
happenstance
they
come
upon
some
weapon
or
some
drug
like
there's.
There's
a
way
to
do
it
with
with
a
fair
degree
of
certainty
with
with
Fidelity
that
ensures
that
we're
not
having
a
disparate
impact
on
our
communities
of
color,
appreciate.
E
That
could
we
talk
a
little
bit,
please
I
forget
who
brought
it
up
about,
but
our
interaction
with
either
homeless
or
unhoused.
People
that
you
know
are
populating
streets
through
I
suspect,
often
times
no
follow
their
own,
and
you
know
the
really
all
three
administrations
I've
worked
under
struggling
with.
E
What's
the
what's
the
the
right
fit
to
I
guess
to
deal
with
it,
I'm
not
saying
it
well,
if,
if
the
very
best
thing
we
can
do
is
to
allow
one
to
find
Space
to
sleep
on
a
public
Street,
then
shame
on
us
we're
we're
just
failing
miserably
to
do
our
jobs
here,
whether
that
be
city
or
county
or
a
combination
of
both
or
but
unfortunately,
oftentimes
you
are.
E
You
are
the
person
that
that
is
being
called
to
to
make
that
intervention
there
I,
don't
I,
don't
see
this
becoming
any
less
complicated
in
the
coming
years.
I
only
see
it
being
more
and
more
difficult,
I.
Think.
A
lot
of
what
we're
we're
reaping
today
is
decisions
that
were
made
most
likely
under
Reagan
administration
in
early
80s,
when
many
of
the
social
safety
nets
were
just.
E
And
it's
taken
a
few
generations
to
really
catch
up
with
us,
but
it
is
clearly
here
on
our
doorstep
and
I.
Don't
think
it's
going
to
be
resolved
anytime
soon
and
I,
you
know
and
I
I
it's
it's
unfortunate
that
there
appears
to
be
the
only
resource
at
this
point
in
time
that
we
are
able
to
to
muster
up
is
to
put
you
in
the
middle
of
it.
So
how
do
you?
What
do
you
I
mean?
What's
the
bigger
picture
for
you
and
how?
How
do
we
build
again?
E
The
common
theme
in
our
conversation
today
is
really
about
building
relationships.
How
we
do
that
to
make
it
more
effective
and
what
role
might
you
see
yourself
having,
along
with
this
Council
and
with
what
appears
to
be
a
new
County
Administration
coming
in
to
work
collectively
and
cooperatively
to
provide
better
outcome
than
just
simply
saying?
Well,
we
can
provide
place
for
you
to
sleep
in
the
streets
right.
D
So
creativity,
I
think
is,
is
thinking
outside
the
box.
It
it
be
whether
it
is
our
responsibility.
It
becomes
our
charge
right
because
when
someone
dials
9-1-1
this
is
this
would
be
the
first
level
of
response
and
when
we
get
there,
we
have
to
have
Solutions
or
we
have
to
have
Alternatives
other
than
walking
away
from
persons
lying
in
the
middle
of
the
sidewalk
and
and
is
in
some
Mental
Health
crisis,
or
maybe
isn't,
but
they
don't
have
there's
no
alternative.
So
we
started
talking
about
creativity
in
Florida.
They
creatively
creating
space.
D
So
these
a
space
where
our
officers
can
suggest
and
and
with
voluntary,
with
with
volunteering,
these
individuals
in
these
moments
to
go
to
a
place
where
they
have
services.
So
the
philanthropic
community
supports
like
those
type
of
outcomes
and
that
when
our
officers
engage
in
someone,
that's
in
this
unsheltered
state
or
in
this
mental
health
State,
maybe
not
in
the
level
of
of
where
they're
harmful
to
themselves
or
other,
but
they
just
need
services
that
we
can
take
them
to
a
place
that
isn't
leaving
them
in
the
street
immediately.
That
is,
that
is
resourced.
D
With
mental
health
providers,
it's
resource
with
social
workers,
it's
resource
with
police
and
and
all
of
the
public
safety
sectors
to
support
it
and
I.
Think
when
you
think
creatively
like
that,
we
we
were
usually
we
had
a
donation
of
land
so
because
Florida
and
Fort
Lauderdale
has
space.
We
could
use
it
outdoor
space
because
of
the
weather,
but
here
would
have
to
be
an
indoor
space
but
again
some
place
some
similar
to
like
the
warming
shelters
during
the
winter
someplace,
similar
to
that
that
have
a
level
of
service.
D
But
when
our
officers
know
nothing
is
more
disheartening
to
an
officers
when
they
show
up
to
one
of
these
calls,
and
they
can't
do
anything
there,
it
doesn't
meet
the
the
shelter
won't
take
them
because
of
their
condition,
whether
it's
intoxication
or
drug
use.
It's
not
a
mental
health
emergency.
So
there's
there's
no
referral
to
wpiac
to
wpic,
but
it
gives
our
officers
an
alternative
to
take
them
somewhere
to
seek
services
and
I.
D
Think
we
don't
have
that
today
and
and
so
the
charge
will
be
to
engage
the
philanthropic
Community,
because
it
may
not
be
something
that
this
is
capable
and
or
willing
to
fund.
But
it's
something
that's
worthwhile
pursuing
in
this.
In
with
this
engagement
of
improving
the
quality
of
life
in
in
all
of
our
neighborhoods,
but
specifically
downtown,
and
and
we
don't
have
to
go
all
that
far-
there
are
a
lot
of
buildings
within
town.
There
are
a
lot
of
buildings
on
The
Fringe
of
town.
D
E
So
that
then
I
want
to
plant
another
seed,
I,
don't
think
there's
a
day
that
goes
by
that
I!
Don't
get
this
one
too!
Why
don't?
We
have
a
drunk
tank?
E
Well,
just
the
terminology,
and
you
see
where
I'm
going
I
can
see
by
the
expression
in
your
face,
just
the
terminology
of
a
drunk
tank.
Let's
just
start
there
we
used
to
we
used
to
arrest
and
intake
public
intox
years
ago
and
I
believe
it
was
over
at
the
Taj
Mahal
I
think
is
where
we
were
able
to
take
people,
but
we
haven't
done
that
for
years
and
years
and
years
because
of
liability.
We
we
take
someone
into
custody.
E
We
assume
physical
liability
for
that
person
and
especially
in
a
day
and
age
where
we
have
no
idea
what
someone
may
have
ingested
when
we
take
that
person
into
custody,
we're
really
putting
serious
liability
on
the
city
and,
ultimately
on
taxpayers
where
we
could
pay
tens
of
millions
of
dollars
in
claims.
God
forbid
something
were
to
happen
once
we
took
someone
that
was
in
talks
into
custody,
so
I'd
like
to
plant
the
seed
of
you
know
you
talk
about
again.
E
Building
relationships
and
Partnerships
of
what
it
might
look
like
to
work
directly
with
UPMC
to
if
we
found
it
necessary
to
take
someone
into
custody
that
was
in
talks
whatever
that
driving
chemical
was
that
put
them
in
intox
that
we
would
take
them
into
a
medical
facility
and
that
we
could
then
for
the
protection
of
themselves
and
the
protection
of
public
at
large
actually
take
someone
into
custody
that
was
was
in
talks,
but
to
provide
or
put
them
I
hate
that
terminology,
but
to
to
be
able
to
place
them
in
a
medically
licensed
facility
under
the
care
of
a
physician
and
not
a
police
officer,
the
the
idea
of
not
taking
a
person
into
into
custody
and
the
liability
it
causes
causes
us
not
to
cite
so.
E
If,
if
I
cite
you
for
public
in
talks
and
leave
you
on
your
way,
and
you
put
it
in
your
pocket,
you
walk
across
the
street
and
get
hit
with
a
car
and
die
reliable.
You
get
behind
the
will
of
a
car
and
you
kill
a
family
of
five
and
that
citation
for
public
intox
is
on
you.
We're
liable.
God
knows
what
we
might
end
up
paying
so
the
historically
it
has
been
not
to
cite
at
all
just
walk
away
from
public
intox,
which
you
see
over
10
or
20
years.
E
What
that
you
know
officer
Murray,
did
you
know
Mike
Murray
officer,
Mike,
Murray,
great
officer,
great
officer.
He
sat
at
this
table
with
Kathy
McNeely
the
first
year
I
was
in
office,
and
one
of
the
members
had
asked
why
we
were
not
citing
for
public
intox
on
Carson,
Street
and
Mike
Murray
said,
citing
for
Pub
click
in
talks
on
Carson
Street
would
be
like,
citing
for
racing
at
the
Indy
500.
E
that
was
16
years
ago.
So
there
has
to
be
a
better,
a
better
solution,
a
better
process,
a
better
outcome
for
when
it
does
become
necessary
to
remove
someone
who
is
clearly
a
danger
to
themselves
or
others,
but
to
do
it
under
a
medical,
medically
licensed
facility
and
that
I
think
could
be
accomplished
with
a
partnership
with
UPMC
I
just
want
to
plant
that
seed.
Okay,.
D
E
It
I
think
I,
oh
no,
one
more
I
didn't
know
what
BJ
funding
was.
D
E
D
Was
your
Justice
assistance?
It's
both
it's
from
the
doj
I.
D
It's
where
we
get
a
lot
of
our
grants,
whether
the
safety,
safe
Street,
Grants,
the
some
of
the
gun,
violence,
grants.
E
D
Co-Responder
grant
so
PGA
provides
all
of
that
financial
assistance
to
cities
that
have
won
determined
and
have
been
determined
to
have
a
need
for
whatever.
That
program
is
a
lot
of
times.
It
revolves
around
violence,
but
it
revolves
around
Community
programs,
weed
and
seed
I
believe
came
out
of
the
bja.
E
Okay,
I
do
believe
that
was
all
of
my
follow-up
questions.
What
I
would
like
to
say
you.
E
E
A
little
bit
of
control,
freaks
and
I've
been
thinking
a
lot
lately
about
what
it's
going
to
be
like
to
leave
and
not
be
sitting
at
this
table,
and
you
know
to
walk
away
from
a
position
that
you
know
afforded
me
at
least
some
sense
of
of
you
know
of
Authority.
If
you
will
to
help
to
navigate
the
city
through
these
difficult
challenges
that
we
face
every
time,
but
leaving
leaving
and
seeing
that
we're
in
as
good
hands
as
we
are
with
you
coming
into
to
lead
the
bureau.
E
It
gives
me
a
great
sense
of
comfort
that,
even
though
I
you
know,
I
won't
be
here
in
a
professional
capacity
that
we
will
be
in
good
hands,
and
you
know
as
a
constituent
knowing
how
to
reach
you.
E
Yes-
and
you
know,
I
said
this
to
the
mayor
too:
I'm
like
don't
think
I'm
just
going
away
I'm,
you
know
I'm,
just
going
from
a
councilman
to
a
constituent
I'll,
be
calling
you
all
the
time,
trust
me,
but
it
gives
me
great
comfort
to
to
see
the
level
professionalism
that
you
bring
and
the
the
good
choice
that
really
has
been
made
to
put
you
in
the
leadership
position
to
lead
the
department-
and
you
know,
I'm,
happy
and
proud
that
you're
here
and
and
clearly
you'll
have
my
support.
A
G
So
so
you
know
the
one
thing
we
didn't
touch
on
and
I
I
felt
was
important
for
the
public
to
know
and
for
you
to
just
Express
was
I,
have
other
professional
experiences,
NCAA
men's
basketball
referee.
Now
let
me
just
explain
to
the
public
or
anybody
who
cares.
Not
just
this
is
not
high
school.
This
is,
could
be
a
real
profession
and
it
is
a
real
profession.
G
You
made
probably
a
decent
paycheck
doing
that
when
you
when
I
say
you
were
you
know
in
a
final
four
game
that
could
lead
into
the
NBA
that
could
lead
into
other
things.
So
I
think
it's
important
number
one
I
know
and
I
just
wanted
you
to
express
to
people.
I
know
that
you
have
committed
to
not
pursue
that
profession,
while
you're
here
as
a
Pittsburgh,
Police
Chief
correct
that
is
correct.
Okay,
and
on
that
subject,
I
to
me,
that's
very
admirable
right.
G
You
could
have
made
probably
more
money
in
doing
what
you're
doing
as
a
referee
and
I
don't
want
you
to
throw
numbers
out
or
anything,
but
I
have
a
rough
idea
as
to
oh
well,
maybe
not
your
new
paycheck's,
pretty
good
here.
So
that's
I,
don't
know,
but
it's
a
it's
a
nice
second
income
for
you
that
you
choose
to
pass
on
because
of
your
passion
for
this
city
and
to
be
our
next
police
chief.
That's
correct,
good
and
I
to
me.
It's
a
big
bonus.
G
First
of
all,
I
didn't
want
you
doing
a
side
job
because
I
feel
like
we
need
you
here
in
the
Pittsburgh
in
case
when
not
in
case
when
things
go
awry
and
whatever
I
mean
and
I
would
just
say
this
about
sports
in
general,
I
read
an
article
I
I
forget
which,
which
news
Outlet
it
was
as
to
being
a
referee,
is
a
lot
like
being
a
police
chief
and
I
grew
up
playing
sports,
and
so
it
kept
myself
and
my
brothers
out
of
trouble.
I.
Believe
sports
are
a
metaphor
for
life.
G
G
Fun
but
I'm
also
the
first
one
when
a
call
goes
in
my
favor,
whether
it
was
good
or
not
to
Pat
you
on
the
back
and
say
great
call
ref,
so
so
so,
if
you
want
to
just
expand
on
that
at
all,
that's
fine!
If
you
want
to
just
leave
it
at
that,
I
think
I
covered
it.
G
I
just
wanted
the
public
to
know
that
you
know
you
really
chose
to
give
up
a
good
second
income
to
be
this
police
chief
and
probably
a
passion
of
yours,
I
would
I
would
venture
to
say
I'm
sure
you
don't
just
do
that
for
the
money
and
I
would
love
to
see
you
do
this.
I
have
a
young
police
officer,
I'll
get
his
name
for
you.
G
I
can't
remember
his
name,
he's
from
Carrick,
originally
I
think
he's
at
zone
three,
but
he
wanted
to
start
sort
of
a
basketball
league
in
in
Carrick,
which
I
think
Sports
and
Madam
president
has
really
taken
the
initiative,
as
he
does
on
so
many
things
to
for,
for
youth
to
do
have
our
youth
have
something
else
to
do
for
me,
there's
no
better
way
than
Sports.
D
G
Yeah
right,
so
so
so,
if
you
want
to
expand
on
the
fine
I
just
wanted
to
commend
you
for
that,
I
wanted
the
public
to
know.
You
know
that
you
will
not
be
seeking
another
career
as
long
as
you're
here
as
our
police
chief
yeah.
D
No
I
I
mean
I
talked
when
I
spoke
with
the
mayor.
Obviously
that
was
a
concern
of
his
as
well,
but
I
expressed.
You
know,
I've
been
privileged
to
do
two
things
that
I
love
and
I've
never
had
to
choose
between
the
two,
and
so
this
was
the
first
time
that
that
was
a
decision.
I
would
have
to
make.
Obviously
it's
a
willful
decision
for
something
that
I
think
is
much
more
impactful
to
society.
D
D
I
can
never
get
back
to
the
Final
Four,
so
that
is
a
sacrifice
that
I
think
is
worthwhile
and
and
in
that,
what
we
do,
who
we
do
it
for
it
all
matters,
so
leaving
this
world
a
little
bit
better
than
when
I
got
here.
Leaving
this
department
a
little
bit
better
than
when
I
arrived,
is,
is
Meaningful
to
me
as
anything
that
I
could
accomplish
in
in
sports.
So
that's
why
we're
here.
G
That's
great,
you
know:
I
got
a
lot
of
feedback
from
you
from
past
retired,
retired,
Pittsburgh,
Police,
Officers,
I
would
say
for
the
most
part,
it's
been
very
positive.
You've
been
very
positive,
I
I
enjoyed
hearing
your
you
know,
philosophies
I,
I,
liked
your
answers
to
most
of
the
questions
that
we
had
today
and
you'll
have
my
support.
So.
B
K
D
B
Okay,
I
just
have
just
a
couple
follow-ups
and
I'm
done
and
we're
going
to
put
your
nominee
nomination
up
for
final
for
confirmation.
B
After
a
couple,
members
want
to
continue
conversation
with
you,
so
after
they're
done
we'll
put
it
up.
I'll
talk
to
you
about
that
I'll.
Let
you
know
when
we're
going
to
put
it
up.
Okay,
but
but
I
will
say
that
briefly,
I
just
want
to
ask
you
about
how
you
allow
the
activists
to
have
a
voice
and
an
audience
with
you,
but
yet
allow
not
allow
anyone,
activists,
residents
that
are
not
activists,
political
people
I'm.
B
D
Yeah
I
think
Community
has
to
have
a
voice
and
and
activists.
The
activist
Community
has
to
have
a
voice
and
a
seat
at
the
table.
We
talk
about
these
Community
advisory
groups,
so
I
talk
about
the
Chiefs
Advisory
Group,
which
we
will
start
there
will
there
will
be
someone
or
members
from
the
activist
community
that
sit
on
this
on
this
Advisory
Board,
because
it's
it's
about
that
Collective
or
that
collaboration.
It's
also
about
the
diversity
of
thought
in
the
room.
D
You
know
we
at
times
in
policing
can
think
very
insular,
very
specific
to
maybe
our
value
system,
our
expectations
and
you
don't
have
another
input
that
can
bring
Community
expectations
to
communities,
thoughts,
processes
on
on
a
strategy,
so
I
think
it's.
If
we
own
this
collectively,
then
we've
got
to
believe
that
everybody's
voice
matters
obviously
I
control
the
outcome,
I
control
the
end
result
of
it
I'll
own
the
successes
and
the
failures,
but
when
we
want
this
collaboration,
we
we
want
this
with
this
hand,
all
hands
on
deck
engagement.
D
Then
I
can't
mute
voices
that
I
disagree
with
and
but
also
can
allow
those
voices
to
be
the
loudest.
In
the
room
to
mute,
others
that
have
valuable
input
as
well,
so
it's
it's
a
it's
a
careful
balance,
yeah
right
and-
and
it
takes
a
specific
personality
to
be
able
to
balance
the
room
so
that
the
end
of
the
day,
we
all
feel
when
we
were
heard.
We
have
a
voice,
our
voice
matters,
our
voice,
has
influence
and
and
that
we
walk
out
of
a
room
with
the
collective
good
for
our
community.
B
That's
good,
the
only
thing
I
would
say
is
I
hope
that
whoever
you
have
as
your
advisor
people
that
live
in
the
city
of
Pittsburgh.
B
E
Going
because
one
last
thing-
yes,
I,
just
think
it's
it's
interesting
that
you
see
the
representation
from
Southwest,
Pittsburgh,
I,
hear
from
beginning
dent
and
and
I
just
think.
It
really
speaks
to
the
importance
of
of
how
the
importance
we
Place
Southwest
of
the
river
on
public
safety
and.
E
B
B
Do
think
that
our
area
cares
a
lot
about
about
this
issue.
They
vote
that
way
and
a
lot
times
they
just.
We
have
a
lot
of
officers
that
live
in
our
district
and
their
families
and
that
kind
of
stuff,
so
I'll
just
say
it's
a
big
issue
for
us
and
I.
Think
it's
for
everybody
right
now.
Everybody.
D
D
B
Yeah,
but
anyway,
with
that
said,
I'll,
let
you
know
when
I
put
the
confirmation
up
for
for
vote.
Okay,
thank
you.