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From YouTube: Boise City Council - Work Session
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A
B
A
Great
thank
you.
So
we've
got
two
items
but
really
connected
to
two
items
that
are
connected
to
one
item
and
then
we
have
an
executive
session
at
the
end
and
so
first
up
we
have
the
follow-up
from
the
Independent
investigation
on
retired
BPD,
Captain
bringlesson
and
just
as
the
chief
comes
up
and
we've,
both
I
think.
Oh
excuse
me
we'll
start
with
Nicole
Schaefer
from
Opa
and
then
with
both
the
chief
and
Deputy
Chief
from
BPD
and
I.
A
Just
want
to
remind
folks
that
and
Council
as
you'll
recall,
and
this
started
when
we
all
received
the
startling
news.
Last
fall
of
the
retired
BPD
captains
outward
affiliations
with
white
supremacist
groups
and
knowing
that
as
a
as
a
community
to
remain
safe,
Community,
Trust
and
police
department
is
key,
and
so
he
acted
swiftly
today
is
focus
is
a
follow-up
on
the
recommendations
that
we
received
from
the
in
the
independent
investigation
and
that
we
began
after
the
news,
and
so
just
some
dates
to
remember.
A
May
17th
and
the
council
received
the
recommendations
as
well
as
on
shortly
after
on
May
19th
Boise
Police
Department
was
tasked
with
following
up
and
on
the
on
the
recommendations
and
returning
to
council,
with
more
information
related
to
the
recommendations,
then
on
June
12th,
the
Liaisons
to
Opa
and
both
council
members
and
myself
directed
Opa
to
conduct
the
document
review
and
that's
what
Nicole
is
here
to
data
provide
an
update
and
I'm
confident
in
our
plan
for
moving
Boise
through
this
as
we
invest
in
and
pursue
safety,
Justice
and
accountability
in
our
safe
City.
A
C
Thanks
chief
Nicole
Schaefer,
the
interim
director
of
the
OPA
as
a
mayor,
indicated
recently
mayor
McLean
and
the
city
council,
members,
Holly,
woodings,
Jimmy,
Halliburton
and
Patrick
tasked
the
OPA
with
reviewing
of
documents
that
had
been
collected
for
the
investigation
that
was
relating
to
former
Boise
Police
Department
Captain
Matthew
bringlesson.
C
The
scope
of
the
OPA
is
review
is
to
determine
if
there
are
any
examples
or
evidence
showing
that
retired
Boise
Police
Department,
Captain,
Matthew
bringlesson's
stated
racist
beliefs
infected
either
his
policing
during
his
employment.
His
interactions
with
the
community,
while
acting
as
a
representative
of
the
Boise
Police
Department,
his
former
roles
and
responsibilities
in
the
Boise
Police
Department,
and
whether
those
stated
racist
beliefs
were
transmitted
to
or
imposed
upon
those
he
supervised
and
finally,
whether
any
City
resources
were
used
in
the
manufacture
of
racist
materials
or
contact.
C
The
documents
are
incredibly
large.
In
volume
it's
been
estimated
that
it's
probably
equal
to
253
gigabytes
of
data
and
we've
put
a
conservative
estimate
of
80
hours
needed
to
review
that
the
review
is
going
to
be
conducted
by
outside
counsel
for
the
OPA
and
myself
in
parts.
We
are
currently
working
on
that
and
we'll
be
preparing
a
report
with
our
findings
for
the
mayor
and
Council.
D
C
E
Pretty
sure
you've
done
a
good
estimate
and
looked
at
it
but
80
hours
to
look
at
that.
Much
material
seems
brisk,
so
keep
us
updated
and
if,
if
that
changes,
I
mean
that's
like
about
a
thousand
documents,
an
hour
I
think
based
on
bromwich's
estimate.
So
if
it
starts
to
look
like
a
different
picture
than
what
you
see
right
now,
just
let
us
know
and
keep
us
updated.
F
Madam
mayor
members
of
council,
thank
you
for
having
us
today.
We
are,
as
has
been
stated,
following
up
on
the
independent
investigation
and
the
recommendations
that
were
made.
We
have
gone
through
those
recommendations
at
this
time
and
we
have
had
many
discussions
related
to
them.
We
have
reached
out
to
City
Partners
to
discuss,
we've
had
internal
discussions,
and
we
are
here
today
to
share
some
information
as
well
as
some
action
that
we
have
taken
are
currently
taking
and
will
be
taking
in
the
future
related
to
those
recommendations.
F
So
the
the
plan
for
this
afternoon's
meeting
is
that
we
will
discuss
first
of
all,
some
information
that
I
believe
the
council
requested
and
would
like
to
have
in
relation
to
those
recommendations
and
I'm,
going
to
actually
turn
some
time
over
to
deputy
chief
Brooks
to
address
those
items
of
information
and
then
I
will
come
back
and
address
some
of
the
actions,
and
so
we
have
those
those
recommendations,
split
up
into
two
different
categories:
one
information
and
one
actions.
F
So
deputy
chief
Brooks
will
speak
with
you
and
and
cover
the
topics
of
recruitment,
promotional
processes,
external
speaking
engagements
and
then
our
complaint
process
within
the
department
and
any
changes
that
have
been
made
or
steps
that
have
been
taken,
and
so
with
that
I'm
going
to
turn
the
podium
over
to
him
and
then,
when
he
is
done
with
that,
I
will
come
back
and
address
some
of
the
actions
that
have
taken
on
we've
taken
on
four
other
categories.
And
then
we
will
stand
for
questions.
Of
course,
anytime
through
the
process
feel
free
to
to
interject.
G
He
had
mentioned
that
there
were
a
number
of
provisional
findings
and
recommendations
that
he
was
making,
but
he
also
added
the
caveat
that
some
of
the
information
was
already
known
to
the
department
at
the
time
and
had
either
already
been
corrected,
or
was
in
the
process
of
being
remedied.
At
that
point,
and
so
now
I'm
going
to
talk
to
you
about
the
things
that
we
have
done
in
some
of
those
areas.
G
The
first
is
in
recruitment,
hiring
and
training,
and
this
is
something
that
is
very
near
and
dear
to
my
heart,
and
it's
one
of
the
things
that
I
feel
is
one
of
my
top
priorities
is
ensuring
that
we
are
able
to
fill
the
existing
vacancies
that
exist
within
the
police
department,
but
do
so
in
a
way
that
we
are
seeking
recruiting
and
obtaining
the
highest
caliber
of
recruit
and
person.
Who
should
be
working
not
only
in
this
profession
but
specifically
within
the
Boise
Police
Department.
G
So
I'm
going
to
talk
to
you
a
little
bit
about
the
process.
It
starts
off
with
the
recruitment
process
and
we
have
really
taken
an
initiative
in
being
proactive
and
seeking
out
quality
recruits,
and
for
many
years
our
profession
was
a
benefactor
of
a
wide
range
of
people
who
wanted
to
enter
into
this
profession.
G
And
that's
not
the
case
these
days,
and
so
we
currently
have
a
recruiting
team
that
consists
of
approximately
20
employees
throughout
the
police
department,
myself
included,
and
we
are
currently
working
to
engage
with
the
community,
ensuring
that
our
department
is
reflective
of
the
community
that
we
serve
but
again
going
out
and
seeking
the
most
talented
and
Perfect
People
for
this
profession
again
for
this
department.
So
we
do
that
by
advertising
and
going
out
to
recruiting
events.
G
Those
events
could
be
something
like
a
job
fair
or
we
have
been
going
to
high
schools,
to
colleges
to
military
bases
and
actually
just
even
out
in
the
community,
interacting
with
people
who
may
or
may
not
have
an
interest
in
becoming
a
police
officer
and
maybe
dispelling
some
of
the
myths
of
what
it
takes
to
be
a
police
officer
and
trying
to
encourage
people
who
might
have
an
interest
in
applying
when
they
apply.
What
you
see
on
the
screen
is
the
process
in
which
a
recruit
needs
to
or
an
applicant
needs
to
go
through.
G
It
starts
with
a
written
exam
and
that
written
exam
is
a
pass
fail
with
a
certain
score.
I
will
tell
you
that
one
of
the
concerns
that
Mr
Bromwich
had
mentioned
was
ensuring
that
we
did
not
lower
our
hiring
standards,
and
this
written
exam
is
one
area
in
which
we
have
actually
raised
the
standards
and
a
passing
score
previously.
What
was
a
benchmark
set
by
the
the
company
that
administers
a
test?
We
have
actually
raised
it
to
a
higher
threshold
because
we
are
seeking
that
higher
caliber
of
candidate
candidates.
G
Men
need
to
seek
or
need
to
go
out
and
pass
a
physical
Readiness
test,
and
then
they
will
go
through
an
oral
board
interview
if
they
pass
the
oral
board
interview.
They
move
on
to
the
background
phase
of
the
investigation,
in
which
a
background
investigator,
who
works
for
the
Department,
goes
through
and
and
learns
about
that
person's
life
talks
to
previous
employers,
to
family
members,
to
friends,
to
find
out
what
type
of
character
that
person
has
exhibited
throughout
their
life.
G
And
then
another
area
in
which
we
have
raised
the
bar
from
previous
times
is
that
we
have
re-instituted
the
polygraph
exam
and
there
was
a
brief
period
of
time
in
which
we
did
not
implement
the
polygraph
for
pre-employment
purposes.
But
we
have
re-implemented
that
as
well
and
then,
if
the
candidate
passes
that
there
is
the
pre-employment
medical
testing,
which
consists
of
a
medical
exam
as
well
as
a
psychological
exam
and
then
if
they
go
through
all
of
that
and
successfully
completed,
there
is
a
final
review
and
an
offer
made
at
the
chief's
office
level.
G
Once
an
applicant
is
hired.
The
training
process
consists
of
a
22-week
in-house
Boise
Police
Academy
for
entry-level
applicants.
If
the
person
is
a
lateral
who
previously
worked
at
another
agency,
it's
a
seven
week
Academy
and
then
successfully
completing
the
academy.
There
is
a
14
plus
week
field
training
program
and
then,
if
they
complete
that
the
person
is
subject
to
a
probationary
period
of
either
six
months
after
they
complete
the
field
training
program
or
one
year
after
the
date
of
hire.
Whichever
is
the
latter.
G
Now,
when
someone
becomes
a
Boise
police
officer,
if
they
wish
to
promote
the
first
rank
that
they
could
promote
to
is
a
sergeant,
we
have
a
Corporal
position
that
is
a
time
and
grade
for
people
who
have
served
a
period
of
time
in
the
Boise
Police
Department.
But
if
they
wish
to
promote
both
the
officer
level
as
well
as
the
Corporal
and
then
the
sergeant
positions,
those
are
all
Union
positions.
They
are
all
governed
by
the
collective
labor
agreement
and
in
that
Collective
labor
agreement.
G
There
are
Civil
Service
rules
which
dictate
how
the
process
is
run.
And
so,
if
someone
wishes
to
get
promoted
to
Sergeant,
they
had
to
have
been
a
Boise
police
officer
for
at
least
four
years.
That's
a
minimum
requirement
to
apply
to
be
a
sergeant
within
the
organization.
G
The
testing
process
consists
of
a
written
exam
which
is
weighted
at
35
percent
of
the
applicant
score
and
that
written
test
is
created
by
a
committee,
and
that
committee
must
have
at
least
two
members
so
per
the
collective
labor
agreement.
The
committee
has
to
consist
of
several
members,
and
at
least
two
of
those
members
have
to
be
union
members
at
the
rank
of
Sergeants,
so
they
are
part
of
the
process
that
creates
the
written
test
which
will
test
the
people
who
are
applying
to
be
a
sergeant.
G
Then
they
move
on
to
a
practical
assessment.
The
Practical
assessment
generally
consists
of
a
tabletop
exercise
of
some
sort
of
tactical
scenario,
as
well
as
some
sort
of
communication
scenario,
whether
it
be
a
Personnel
matter
or
some
sort
of
counseling
issue,
something
to
test
their
ability
to
communicate
effectively
and
ensure
that
they
understand
the
policies
and
procedures
that
would
be
required
of
them
if
they
were
in
that
Sergeant
role.
G
That
equates
for
a
hundred
percent
of
their
score
for
the
Sergeant's
exam,
so
they
are
then
based
on
that
score
placed
on
an
eligibility
list
ranked
from
the
highest
rank
down
to
the
lowest.
If
there
is
a
an
opening
for
a
sergeant
per
the
collective
labor
agreement,
we
have
to
we
as
a
department.
The
chief
has
to
fill
that
vacancy
within
45
days.
G
In
that
45-day
period,
we,
the
chief,
is
given
a
list
of
the
top
three
candidates
and
those
are
the
only
people
that
he
can
select
from
at
that
time.
So
they
take
the
top
three
candidates
and
those
three
candidates
are
then
subject
to
a
peer
review,
and
so
you
heard
Mr
Bromwich
talk
about
the
Survey
Monkey.
Well,
employees
are
afforded
the
opportunity
to
evaluate
their
peer
through
this
Survey
Monkey.
One
change
that
was
recently
made
was
previously.
G
The
surveys
were
anonymously
submitted
and
now
people
who
submit
the
surveys
actually
have
to
attach
their
name
to
it.
In
case
we
need
to
follow
up
with
any
questions
relating
to
the
information
that
they
provide
us
and
then
there's
a
Chief's
interview
that
is
conducted
generally
with
the
the
chief
and
myself
and
then
the
chief
has
the
pick
from
one
of
those
three
people.
G
This
slide
is
just
language,
that's
included
in
the
collective
labor
agreement
that
outlines
exactly
what
I
talked
about.
It
consists
of
three
components:
the
written
exam,
the
Practical
exam
and
peer
and
supervisor
review,
as
well
as
the
fact
that
the
chief
per
the
collective
labor
agreement
has
the
right
to
bypass
candidate.
Who
is
one
of
those
three,
but
only
three
times
without
having
just
cause
for
passing
that
person
over
after
that.
A
G
H
While
we
were
stopped
here
at
deputy
chief
thanks
for
being
here
question
on
this,
so
it's
your
top
three
candidates
that
get
to
kind
of
move
on
in
the
process.
If
the
top
three
candidates
don't.
H
Don't
perform
very
well
on
the
written
exam
or
the
Practical
exam.
Is
it
still
the
top
three
so
I
mean?
Can
you
potentially
have
three
top
three
candidates
that
didn't
necessarily
perform
at
a
high
level,
or
is
there
a
benchmark
that
they
have
to
achieve
above
in
order
to
make
it
into
a
qualified
candidate.
G
So
there
is
a
minimum
passing
score
which
is
set
for
the
Sergeants,
but
let's
just
say,
for
example,
if
there
were
10
people
on
the
list,
so
10
people
scored
above
the
Baseline
of
70.,
depending
upon
the
number
of
Sergeant
promotions
we
could
get
down
to
that
lower.
You
know
someone
who
maybe
just
barely
passed
the
assessment
center
and
at
that
point
the
chief
would
be
obligated
to
pick
someone
who
was
at
that
rank.
Thank.
E
So,
thank
you
for
for
being
here.
Walking
through
this,
so
I
understand,
make
sure
I
understand
it
correctly
how
exams
are
administered.
It
creates
a
list
of
people
who
are
ranked
based
on
the
exam
scores
and
then
for
some
period
of
time
are
positions
Filled
from
that
list.
Is
there
a
new
test
each
time
like
because
you
mentioned
working
down
the
list
and
then
eventually
I
imagine
the
chief
gets
in
a
situation
where
he
simply
has
to
hire
somebody
because
of
the
45-bit
clock.
Is
that
so
it's
not
I've
stumbled
all
the
way
through.
E
G
You
for
that
question
I
apologize
for
not
mentioning
that
earlier
in
previous
years.
A
Sergeant's
list
was
good
for
two
years
and
if
it,
if
it
had
been
exhausted
prior
to
that
two-year
Mark,
then
we
would
test
again
if
it
hadn't
the
people
who
were
still
on
that
list,
that
that
list
would
die
and
then
we
would
have
to
to
retest.
Recently
we
changed
that
to
one
year.
E
You
have
10
people
who
met
the
minimum
qualifications,
but
realistically
three
of
them
are
great.
You
hire
them,
but
you
still
have
to
continue
to
hire
open
positions
and
so
because
of
the
nature
of
that
list,
and
because
of
the
nature
of
the
45-day
clock
am
I
right.
The
chief
is
just
sort
of
forced
to
hire
somebody
in
that
situation
that.
G
Lieutenants
are
not
part
of
the
Union,
but
that
is
a
change
that
only
took
place
within
the
past
few
years
and
I
don't
have
the
exact
date,
I
believe
Chief
winegar
does,
if
you
need
it,
but
so
they're
not
in
the
union,
but
there
is
still
some
Legacy
language
in
the
CLA
that
specifically
relates
to
the
promotional
process
for
lieutenants,
and
so
part
of
that
process
is
governed
through
the
Civil
Service
section
of
the
collective
labor
agreement
for
lieutenants,
if
a
lieutenant
or
if
a
sergeant
wants
to
apply
to
be
a
lieutenant
they're
eligible
to
do
so
immediately.
G
That
process
consists
of
a
an
announcement
and
then
a
written
test
which
is
rated
at
20
of
their
overall
score.
There
are
practical
scenarios
which
account
for
40
of
their
score,
and
then
there
is
a
an
oral
board
process
that
consists
of
not
only
Command
Staff
members
but
generally
when
we
start
in
the
realm
of
management.
Lieutenant
and
Captain
We
Begin,
including
members
of
the
community,
as
well
as
other
City
staff
members
and
the
oral
board
score,
is
the
other
40
of
that
score.
G
G
Now,
moving
on
to
the
captains
process,
the
captains
process
is
not
governed
in
any
way
by
the
collective
labor
agreement.
The
process
is
very
similar,
except
there
is
an
initial
resume
submittal
which,
which
is
reviewed
by
the
chief
and
the
chief's
office,
and
that
is
a
pass
fail
score.
G
So
as
we
create
the
questions,
there
is
also
a
rubric
associated
with
it.
That
says
what
a
high
score
answer
would
contain,
what
a
middle-of-the-road
score
answer
would
contain,
and
if
someone
who
didn't
answer
the
question-
and
so
it
takes
away
a
lot
of
the
subjectivity
so
that
we
know
across
the
board,
if
someone
is
providing
a
solid,
sound
answer
to
a
question,
we
already
have
identified
what
it
is
that
we're
looking
for
in
those
questions
and
that
way
it
could
be
scored
appropriately
and
objectively
and.
A
And
then
just
another
question
you
might
have
already
said
it
with
the
announcement
who's
eligible
to
put
their
name
in
for
captain.
G
I
can
only
speak
from
my
experience
in
the
most
recent
captains
exam.
It's
the
only
one
that
I've
worked
within
the
police
department
to
to
be
a
part
of,
and
that
was
open
to
lieutenants
within
the
organization,
as
well
as
people
outside
of
the
organization
if
they
meant
minimum
qualifications
which
had
to
do
with
their
time
and
grade
as
a
lieutenant
or
above
at
another
agency,
and
then
there's
also
I
believe
an
educational
requirement.
And
if
I'm,
if
I
recall
correctly,
I
believe
they
have
to
have
at
least
a
bachelor's
degree,
amen.
H
Deputy
chief,
would
you
mind
going
back
one
slide?
Oh
maybe
two
there's
the
one
so
I'm
curious
and
feel
free
to
tell
me
to
hold
this
question
for
later.
If
it's
going
to
come
up
at
a
later
point
in
this
process,
is
there
one
of
these
areas
that
sort
of
interpret
incorporates
past
performance
as
a
as
a
police
officer,
so
like
whether
it's
in
the
you
know
the
oral
board
interviews?
Is
there
a
spot
where
people
are
talking
about
how
this
person
performed
as
an
officer
at
BPD
before
in
the
past,
I
mean?
G
Thank
you
for
the
question.
I
believe
that
there
are
some
questions
that
give
the
applicant
an
opportunity
to
talk
about
past
performance,
one
of
the
things
that
Chief
winegar
will
speak
to
is
performance,
evaluations
and
a
way
in
which
we're
looking
to
start
implementing
those
and
that
could
be
used
for
future
processes.
Great.
H
E
Where
a
good
answer
to
a
question
has
this
or
has
that,
which
is
then
scored
so
where
in
there
does
the
assessment
of
someone's
past
performance,
which
is
a
more
subjective
Factor,
come
in
because
at
the
end
of
this
you
get
a
test
score.
That
goes
on
a
list
and
then
that
kind
of
determines
a
lot
of
the
outcome.
I
would
think.
G
G
Another
area
that
was
brought
up
by
Mr
Bromwich
and
the
independent
investigation
specifically
related
to
external
speaking
engagements,
and
when
we
looked
at
that
particular
topic,
there
were
two
types
of
external
speaking
engagements
that
we
focused
on.
One
is
if
an
employee
is
speaking
externally
to
another
group,
but
doing
so
in
the
official
capacity
as
a
Boise,
Police
Department,
employee,
their
behavior
and
what
they
say
during
that
speaking.
Engagement
is
governed
within
a
couple
of
different
policies:
policy,
342,
specifically
relating
to
community
engagement.
G
They
have
to
check
in
so
that
the
person
has
to
check
in
with
their
supervisor
and
get
permission
to
speak
at
that
particular
engagement,
and
that
policy
also
outlines
what
type
of
engagements
speaking
engagements
they
can
or
cannot
speak
at,
and
then
there's
also
the
policy
relating
specifically
to
the
conduct
of
the
employee
and
if
they
engage
in
conduct,
that's
Unbecoming
of
an
employee
of
the
Boise
Police
Department.
G
And
so,
if
an
employee
were
to
speak
and
we're
to
say
something
that
was
outside
of
the
core
values
and
not
representative
of
a
police
officer
and
of
a
Boise
police
officer.
Specifically,
then,
this
policy
would
adhere
to
to
them
and
then
there's
the
external
speaking
engagements
if
they
are
doing
so
off
duty
they're,
not
representing
the
Boise
Police
Department.
G
So
we
need
to
break
that
into
two
separate
categories
too,
because
some
of
our
employees
actually
receive
pay
for
secondary
employment
and
if
they
do
have
a
secondary
employment,
that
could
cause
a
situation
in
which
they
would
be
speaking
publicly.
First
of
all,
that
secondary
employment
has
to
be
approved
previously
by
the
chief
of
police,
and
so
anybody
who
is
out
there
engaged
in
any
secondary
employment,
whether
or
not
they're
speaking
publicly,
that
secondary
employment
has
to
be
approved
by
the
chief
of
police.
G
If
they're
not
being
paid
by
the
police
department,
then
we
do
not
review,
approve
or
regulate
their
speech
at
those
particular
speaking
engagements.
However,
the
prior
policy
relating
to
conduct
on
becoming
an
employee
of
the
police
department
still
applies
to
them,
because
that
policy
applies,
whether
you
are
on
duty
or
off
duty,
and
then
we
are
actually
still
looking
at
Future
updates
in
our
standard
of
conduct
policy
that
will
apply
both
in
the
official
and
unofficial
capacity.
G
And
then
the
last
area
that
I'm
going
to
speak
to
is
the
complaint
process
and
one
of
the
concerns
was
if
there
was
an
employee
within
the
police
department
who
had
a
complaint
about
another
employee.
What
is
the
mechanism
for
bringing
that
forward?
And
that
is
something
that
has
changed
within
the
past
year
as
well,
and
just
to
kind
of
give
you
a
definition.
A
complaint
is
a
singular
incident
involving
one
or
more
allegations
of
misconduct,
so
a
complaint
per
se
could
have
multiple
allegations
of
misconduct,
but
the
complaint
is
looked
at
individually.
G
It
could
be
either
citizen
generated
or
Department
initiated,
either
by
a
supervisor
or
by
another
member
of
the
department,
whether
they
are
a
police
officer,
whether
they're,
a
member
of
professional
staff
and
when
a
complaint
is
brought
forward,
is
investigated
either
by
a
supervisor
or
by
one
of
the
investigators
in
our
Internal
Affairs
division,
depending
upon
the
nature
and
severity
of
the
allegation.
G
So
the
process
for
it
is
if
there
is
a
complaint
received,
the
investigation
is
completed
and
when
the
investigation
is
completed
and
that
investigation
is
designed
to
be
a
fact-finding
mission,
it's
designed
to
be
objective
just
to
go
out
and
gather
the
facts
and
bring
it
to
the
reviewer,
the
manager
of
that
division.
Who,
in
this
case
would
be
a
lieutenant
who
would
review
the
investigation
for
thoroughness
and
completeness
and
then
would
issue
findings
based
upon
the
information
that
was
obtained
in
the
investigation.
G
Those
findings
are
not
only
a
finding
to
determine
whether
or
not
the
allegation
is
sustained,
not
sustained
unfounded.
If
the
author,
if
the
officer
was
exonerated
but
also
goes
through
a
chain
of
command
process,
so
when
the
lieutenant
makes
that
determination,
it
goes
to
that
Lieutenant's
Captain
who
reviews
it
and
can
either
agree
or
controvert
the
findings.
G
It
then
goes
to
myself
and
then,
depending
upon
the
severity
of
the
allegations,
it
could
go
to
the
chief's
office
and
so
complaints
that
don't
arise
to
if
sustained
the
corrective
action
would
result
in
economic
sanctions.
So
if
it
doesn't
result
in
economic
sanctions,
meaning
a
suspension
or
a
demotion
or
termination,
that
generally
stops
with
me.
However,
if
there
is
a
recommendation
for
a
suspension,
demotion
or
termination,
then
that
goes
to
the
chief's
office.
G
It
also
automatically
triggers
a
police
review
board
and
the
police
review
board
is
made
up
of
the
accused
officers
chain
of
command,
and
that
gives
the
officer
an
opportunity
to
come
in
to
provide
any
mitigating
circumstances
or
information,
and
then
the
officers
chain
of
command
reviews
not
only
the
recommended
corrective
action
but
ways.
The
information
that
was
just
provided
by
the
officer
and
makes
a
determination
as
to
what
they
believe
the
proposed
corrective
action
should
be.
And
then
the
officer
has
an
appeal
right
that
can
either.
I
G
Yes,
thank
you
for
that
question.
So,
in
the
Professional
Standards
division,
there
are
several
areas
that
the
Professional
Standards
division,
oversees
and
almost
everything
that
I've
talked
about,
falls
under
that
division.
So
the
hiring
the
recruiting
the
promotional
process,
as
well
as
the
internal
affairs
process,
all
falls
under
the
purview
of
the
Professional
Standards
and
right
now
we
have
one
captain
and
four
part-time
background
investigators
and
then
I
believe
we
have
two
or
three
internal
affairs
investigators
as
well
as
an
administrative
person.
E
Is
this
process
only
for
Union
employees
or
for
non-unit
as
well,
or
is
there
a
different
set
of
complaint
process
procedures
for
non-union
like
who
does
it
apply
to.
G
G
The
three
people
who
are
separate
from
this
process
in
a
way
that
this
process
still
exists,
but
the
the
routing
mechanism
changes
a
little
bit
is
if
the
alleged
violator
the
person
accused
of
misconduct
is
either
myself,
the
chief
or
the
captain
of
internal
affairs
in
which,
because
we're
part
of
the
overall
chain
of
command
of
this
entire
process,
we
have
eliminated
the
need
to
bring
that
complaint
forward
to
us,
and
people
are
directed
to
go
directly
to
Human
Resources
great.
E
And
then
are
there
separate
Union
procedures
or
Union
protections
that
fit
into
this
as
well?
Or
does
this
capture
and
include
you
know
all
of
the
employee
discipline
rights
of
a
union
employee
with
respect
to
Consulting,
with
their
Union
Representatives
having
their
Union
Representatives
present
I
mean?
Is
this
the
process
that
they're
present
at
and
participating
in?
Yes,.
G
G
Right
so
that
concludes
the
information
regarding
things
that
we
have
already
done
to
address.
Some
of
the
issues
that
were
brought
forward
in
the
independent
investigation
and
now
Chief
winegar
is
going
to
speak
to
you
about
some
of
the
action
items
that
we
are
currently
taking
and
we'll
be
taking.
Regarding
some
of
the
other
concerns
that
were
brought
forward.
F
E
A
E
You
work
through
it,
you
may
have
people
that
you
don't
want
to
promote,
but
you're
required
by
either
the
CLA
or
other
things,
you're
required
to
promote
them
and
obviously
we're
not
speaking
about
a
particular
person
or
about
the
lovely
people
who
you
have
promoted.
But
it
seems
like
your
hands,
are
really
tied
when
making
some
promotional
decisions
and
I
wonder
if
my
sense
is
correct
and
if
not
what's
wrong,
and
you
know
what
do
I
need
to
know
about
that.
F
Madame
mayor
council,
member
Beijing,
thank
you
for
that
question
and
I
would
say
that
is
partially
the
case.
And
let
me
let
me
elaborate
just
a
little
bit
on
that
in
the
sergeant
promotional
process
in
particular,
that
is
very
much
governed
or
influenced
by
the
collective
labor
agreement,
and
so
we
do
have
some
specific
things
we
have
to
adhere
to
so
that
once
somebody
has
passed
the
process
and
are
on
the
eligibility
list,
then
we
are
obligated
to
choose
from
the
the
top
three.
F
And
so,
if
you
promote
one
of
those
top
three
then
number
four
slides
into
the
top
three
and
so
on.
As
you
work
down
the
list,
the
caveat
being,
if
you
have
just
cause
for
not
promoting
somebody
on
that
list,
you
can
in
fact
pass
them
by
permanently.
F
Perhaps
well,
you
could
pick
whatever
you
want
to
pick,
but
there
is
some
significant
corrective
action
or
discipline
that
has
been
applied
in
the
recent
past.
That
gives
me,
as
the
chief
pause,
that
I
I
do
not
believe
they
can
effectively
be
a
supervisor
as
long
as
that
meets
the
threshold,
the
the
the
legal
definition
of
just
cause,
then
I
can
in
fact
say
no
I'm
not
going
to
promote
that
person.
My
hands
are
not
completely
tied
outside
of
that.
F
I
am
required
to
make
that
promotion,
and
so
that
is
certainly
a
concern
at
times,
especially
if
you
get
deep
down
into
that
list
and
that's
one
of
the
reasons
we
made
the
change
to
go
to
a
one-year
list
rather
than
a
two-year
list,
because
sometimes
we
have
a
number
of
promotions
during
a
two-year
period
and
and
you
get
down
lower
on
the
list
where
you
have
some
of
those
concerns.
F
So
that's
one
of
the
things
we
remedied
by
making
it
a
one-year
list,
but
then
you're
also
at
the
the
mercy
of
who
applies
and
who
passes.
We
recently
had
a
situation
where
we
did
not
have
a
large
number
of
folks
on
that
list
and
years
ago
we
would
have
20
25
30
people
apply
and
take
the
test
for
sergeant.
F
We
saw
recently
in
the
last
couple
of
years
where,
where
that
number
was
much
lower,
the
good
news
is,
we
have
just
had
a
promotional
announcement
and
it
just
closed
in
the
last
few
days
for
sergeant,
and
we
have
well
in
excess
of
20
people
that
have
signed
up
to
take
that
test.
So
things
are,
are
looking
better
I
would
say,
but
certainly
those
concerns
are
valid.
I
Matter
you
both
gonna
a
nice
job
of
talking
about
some
of
the
things
that
have
changed
within
the
last
year
18
months.
What
I'm
hoping
to
get
from
from
your
next
part
of
the
presentation
is:
what
specifically,
are
we
going
to
look
at
post,
investigation
and
I?
Think
that's
where
you're
going
but
I'm
hoping
that
we
can
get
some
clarity
there,
because
there's
a
lot
of
things
that
have
changed,
I,
think
throughout
so
I'm
hoping
for
that.
F
Madame
mayor
council,
member
Willits-
yes,
that
is
that
is
the
hope
I
will
cover
some
of
these
things
and
and
I
think
I
would
just
offer
that
we
knew
some
of
the
things
that
needed
to
happen
even
before
being
pointed
out
by
Mr
Bromwich
and
those
are
the
things
that
we
have
taken
action
on
and
then
certainly
there
are
things
that
were
pointed
out
by
him
that
we
recognize
as
needing
action
and
those
are
the
things
we'll
be
addressing
next.
H
And
Mary
I
guess
I
did
have
one
question
and
I
think
it
was
just
some
unclarity
on.
Is
there
a
is
part
of
the
system,
checking
somebody's
IA
file
or
past
complaints,
or
is
there
something
that
triggers
that
or
is
it
just
something
that
like?
If
you
know
that
there's
something
that's
in
there?
You
go
ahead
and
you
know
take
that
into
account
or
is
there
actually
a
spot
in
the
process
where
you
say
this
is
where
we
actually
check
the
AFL.
F
About
America
council
member
Hallie
Burton,
the
the
answer
to
that
is
yes,
generally
speaking,
our
department
is
small
enough
that
members
of
Command
Staff
are
aware
if
there
have
been
recent
Internal
Affairs
activities
and
would
would
normally
just
trigger
that,
because
you
know
there's
something
there
in
the
past
for
promotional
processes,
there
have
been
times
where
there
has
been
a
check
box.
If
you
will
Internal
Affairs
files
reviewed
so
that
we
make
sure
of
that,
and
we
can.
F
We
can
certainly
make
sure
to
include
that
in
the
future,
especially
as
we
grow
and
the
organization
gets
bigger,
it
may
not
always
be
the
case
that
we're
aware
of
everything
or
remember
everything,
so
we
can
certainly
put
that
into
place
and
then
going
back
to
I.
Think
a
previous
question
of
where,
where
does
that
fit
in?
Does
it
come
in
the
oral
board
interview?
Does
it
come
in
in
the
Practical
assessment?
How
do
we?
F
So
it's
it's
a
little
bit
of
both,
but
but
I
would
say.
We
definitely
can
make
sure
that
we
review
the
internal
affairs
findings
for
for
Relevant
history.
You
know
the
last
year,
the
last
two
years,
the
last
three
years.
Certainly
we
wouldn't
hold
something
against
somebody
that
was
15
or
20
years
old
if
they
had
shown
marked
improvement.
F
F
Think,
specifically,
what
we
want
to
cover
is
muting
and
when
we
record,
when
we
don't
and
when
officers
are
allowed
to
mute
their
audio
as
part
of
that
video
recording
and
then
there
was
a
recommendation
for
exit
interviews
to
look
at
what
people's
experience
was
when
they
were
employed
by
the
city
of
Boise,
Police
Department
and
why
they
would
be
leaving
and
if
there
were
any
indications
of
problems
or
or
issues
perhaps
of
racism
or
things
that
they
had
experienced
and
if,
if
those
interviews
are
not
being
conducted,
why
not?
F
F
The
memorandum
of
understanding
regarding
the
critical
incident
task
force
was
just
recently
revised
and
executed
in
November
of
2022,
so
those
things
have
been
updated
and
the
various
agencies
in
the
Ada
County
citf
are
represented
on
the
screen,
so
obviously
Boise
Ada,
County,
Sheriff's,
Office,
Meridian,
Police,
Department,
Garden
City
police
department
and
the
Idaho
State
Police
are
part
of
this
task
force.
F
What
we
have
done
with
that
and
and
I
think
I
would
like
to
just
take
a
quick
moment
to
address
some
of
the
concerns
that
Mr
Bromwich
brought
up
in
his
report.
He
indicated
that
he
did
not
necessarily
care
for
this
model,
because
the
his
experience
at
least,
was
that
other
agencies
put
these
types
of
cases
on
the
back
burner
because
they
have
their
own
cases
to
work,
and
that
was
the
reason
why
sometimes
these
cases
take
so
long
to
investigate
and
come
to
a
conclusion.
F
My
personal
experience
here
is
actually
just
the
opposite
of
that.
These
cases
go
to
the
top
of
the
priority
list
and
we
all
work
together
and
make
this
a
number
one
priority.
When
a
critical
incident
happens,
and
so
the
detectives
that
all
come
out
and
work,
those
cases
there,
there
is
a
a
need
and
a
an
urgency
to
put
that
at
the
top
of
the
list,
and
they
work
very
well.
F
Our
relationship
with
our
fellow
agencies
in
this
Valley,
frankly,
is
is
better
than
it
has
been
in
a
long
time,
and
we
we
work
together
to
to
make
sure
those
cases
receive
priority
status
and
attention
where
we
do
come
into
some
issues,
and
especially
those
that
take
a
long
time
are
things
like
if
there
is
a
death,
the
coroner's
report,
the
toxicology
screens,
some
of
the
laboratory
investigative
processes.
We
we
end
up
waiting
months
and
sometimes
more
than
a
year
for
some
of
those
results
to
come
back.
F
We
are
working
with
our
partners
in
those
regards
to
make
some
pretty
pretty
vast
improvements
in
some
of
those
timelines.
We
have
been
in
discussions
with
the
the
new
coroner
of
Ada
County
and
he
recognizes
some
of
those
issues
and
incidents
take
way
too
long
and
is
committed
to
speeding
up
that
process
and
they're
working
through
some
backlogs
and
things
at
the
Ada
County
coroner's
office,
but
with
their
new
facility
coming
online,
their
Staffing
being
where
it
needs
to
be.
F
We
are
going
to
be
able
to
address
the
concerns
that
are
that
are
brought
up,
but
with
that
the
the
goal
certainly
is
to
decrease
the
timeline
for
the
review
and
the
uncertainty
that
officers
go
through
when
they
are
part
of
this
process,
and
so
what
we
have
done
internally
and
are
in
the
process
of
doing
we've.
We've
already
made
changes
to
our
office
of
internal
affairs
process.
It
used
to
be
that
we
waited
until
the
critical
incident
task
force.
F
Investigation
was
complete,
it
went
out
to
the
prosecutor's
office
outside
for
a
review
and
then
a
charging
decision
was
made
and
then
we
began
our
Internal
Affairs
process.
We
have.
We
have
started
those
just
in
the
last
few
months.
We've
made
the
change
in
the
decision
to
start
our
Internal
Affairs
process
almost
simultaneously
and
and
do
a
parallel
investigation.
F
We've
had
great
cooperation
from
the
citf
investigators
in
in
just
the
last
couple
that
we've
started,
so
we
we
plan
to
make
those
changes,
certainly
permanent
and
and
going
forward
from
this
time
that
we
start
those
processes
sooner.
We
have
been
very
we've
received
great
cooperation
in
obtaining
the
documents
from
other
investigative
agencies
as
quickly
as
possible,
and
those
those
reports
like
I
said
have
have
they've
been
very
forthcoming
in
helping
us
with
that.
F
And
then
our
internal
process
is
really
to
review
the
incident
for
adherence
to
policy
and
for
training
issues
and
that's
the
portion
we
can
do
relatively
quickly
while
the
criminal
portion
is
is
winding
its
way
through
that
process.
F
Any
questions
on
that
topic
before
I
move
on.
Thank
you.
The
next
one
is
the
onbody
video
and
we
have
updated
a
policy.
It's
in
draft
form
for
final
review
and
sign
off
before
it's
pushed
out
to
the
department,
but
it
will
address
things
like
Mr
Bromwich
had
some
some
questions
and
recommendations
exactly
when
to
activate
the
the
body
camera,
and
we
have
that
in
policy
now,
but
again
we're
making
some
changes
and
some
different
requirements.
F
It
will
describe
the
limited
circumstances,
so
this
will
be
clear
in
policy
when
muting
is
authorized,
because
an
officer
has
the
ability
to
mute
the
audio
recording
while
still
continuing
the
video
recording
process,
and
there
are
certain
very
limited
circumstances
where
it
would
be
appropriate
for
them
to
do
so.
Based
on
certain
privacy
concerns
certain
discussions
that
they
may
have
with
City
legal.
F
If
they're
seeking
legal
advice
on
a
particular
case,
those
things
you
would
not
necessarily
want
recorded
and
and
available
for
public
View,
and
so
the
policy
will
very
closely
describe
what
those
limited
circumstances
are
and
also
we
have
instituted
and
will
continue
to
make
sure
that
our
supervisors
are
not
only
reviewing
body
camera
footage
related
to
use
of
force,
incidents
or
complaints,
but
doing
random
audits
of
the
officers
and
reviewing
body
camera.
F
Video
from
different
calls
that
they
may
be
on
that
normally
wouldn't
receive
scrutiny
or
oversight
or
anything
from
a
supervisor
because
they
weren't
there
and
it
hasn't,
resulted
in
a
complaint
or
a
use
of
force.
So
that
will
be
part
of
our
on-body
video
camera
policy
going
forward.
And
then
we
are
aligning
to
make
sure
that
our
policy
is
in
agreement
with
the
expectations
from
our
Boise
City
prosecutors,
as
well
as
our
Ada
County
prosecutor
partners
and
making
sure
that
we
are
operating
under
the
under
the
parameters
that
they
want
us
to
as
well.
F
So
those
are
things
again
that
policy
has
been
created.
It's
in
draft
review
form
once
that's
completely
signed
off
on
and
I
would
suspect
that
should
be
in
the
next
couple
of
weeks.
Probably
then
that
would
go
into
effect
and
be
pushed
out
so
that
all
officers
then
receive
it
and
sign
off
on
it.
J
Do
we
currently
have
the
technology
for
the
body
camera
to
be
triggered
once
a
sidearm
or
a
taser
is
unholstered.
F
Madam
mayor
council,
member
Nash,
we
do
have
that
capability
with
the
package
that
we
currently
are
using
with
with
axon.
It
has
a
sensor
in
the
holster.
Unfortunately,
that
sensor
only
works
with
the
nine
millimeter
holsters.
It's
very
spotty
with
the
other
caliber
that
we
authorize,
which
is
the
45
caliber
firearm.
F
We
are
in
the
process
of
transitioning
everybody
to
that
nine
millimeter
handgun,
so
that
by
this
fall,
September
I
believe
is
the
rollout
date
that
everybody
will
be
transitioned
away
from
the
45
to
the
nine
and
then
that
makes
the
holster
much
more
reliable
in
that
signal
being
activated
when
the
firearm
is
drawn.
So
we
do
have
that
and
it's
also
I
believe
activated
with
the
taser.
F
J
F
Council
member
Nash,
that
is,
that
is
the
expectation,
is
that
if,
if
we
give
them
the
the
tool
that
works,
that
way
that
they
really
don't
have
any
choice
in
the
matter,
but
but
yes
it,
the
holster
will
be
automatic
and
the
signal
is
automatic
so
that
everybody
will
be
under
the
same
equipment
issuance
and
and
the
process,
so
it
should
be
Universal.
Thank
you.
F
Okay,
the
next
topic
I'd
like
to
address,
is
the
exit
interviews.
Past
practice
is
that
anyone
who
leaves
employment
with
the
city
is
able
to
participate
in
an
exit
interview,
and
that
is
generally
done
through
human
resources
with
the
city.
My
understanding
is
that
that's
sometimes
a
little
hit
and
miss,
sometimes
it
happens.
Sometimes
it
doesn't.
Our
future
practice
at
BPD
is
that
we
are
going
to
take
over
the
the
responsibility
for
coordinating
that.
F
We
will
lead
that
in
coordination
with
HR
and
City
legal,
my
recommendation
has
been
and
what
we
have
implemented
as
recently
as
today,
we
had
an
employee
resign
yesterday,
and
so
we
actually
coordinated
with
HR
and
used
one
of
our
background
investigators
to
conduct
that
exit
interview
with
that
employee.
F
It
made
sense
to
me
that
that
would
be
the
right
person
to
conduct
that
interview,
because
they
would,
generally
speaking,
be
the
ones
who
conducted
the
background
check
when
that
person
was
hired,
and
so
they
would
have
that
information
or
relationship,
especially
if
it's
somebody
who
left
the
the
agency
within
the
first
year
or
two
or
during
training
during
Academy
or
fto
or
or
probation
and
and
my
understanding
is
that
that
actually
went
pretty
well.
We
partnered
with
our
HR
Partners
to
conduct
that
interview,
and
then
we
will
take
that
feedback
and
look
for
Trends.
F
If
there
is
anything
concerning
in
that
exit
interview
about
out
our
processes
about
whatever
the
case
may
be,
we
will
look
at
that
and
that
will
rise
to
the
chief's
office
level.
The
deputy
chief
and
myself
will
get
feedback
from
those
exit
interviews
and
track
those
Trends
and
and
look
for
anything
that
we
may
need
to
make
in
the
way
of
changes.
F
In
regards
to
that,
my
understanding
in
this
most
recent
one
today
is
that
there
was
some
positive
feedback
received
from
the
employee
about
things
that
he
experienced
through
the
hiring
process
and
some
things
that
he
pointed
out
that
we
had
actually
made
some
recent
changes
in,
and
he
said
that
was
actually
very
good
and
I
spoke
highly
of
it.
We'll
we'll
see
as
time
goes
by,
if
there
are
other
things
that
are
positive
or
negative,
that
we
can
take
action
on.
I
F
Madam
mayor
council,
member
Willits,
that
is
the
goal,
certainly
is
to
have
a
hundred
percent
of
our
employees
who
depart
the
agency
participate
in
an
exit
interview.
Certainly
we
wouldn't
Force
somebody
to
if
they
don't
want
to,
and
sometimes
things
are
rather
quick
and
they
may
not
be
available.
H
Chief,
you
may
have
just
provided
some
clarification
there
as
far
as
what
coordination
means.
It
means
using
the
same
practices
that
they
use
in
the
same
Baseline.
It
doesn't
necessarily
mean
that
they're
present
during
that
conversation.
F
Madam,
mayor
council,
member
Hallie,
Burton,
I
I
think
to
start
with
we
we
would
like
them
present
and,
and
in
this
particular
incident
in
in
instance,
they
were
present,
but
as
we
as
we
get
farther
down
the
road
and
become
more
comfortable
and
it
becomes
more
routine
for
us,
we'll
certainly
coordinate
with
HR
to
say:
are
you
comfortable
with
us
kind
of
taking
the
handoff
and
doing
it
on
our
own
now,
as
long
as
we
provide
that
information
back
to
them,
and
they
get
a
copy
of
those
interview,
reports
and
I
I
would
assume
that,
once
that
Comfort
level
is
reached
that
they
would
be
okay
with
us
doing
it
on
our
own,
but
we'll
certainly
respect
their
desires
and
wishes
along
the
way
and.
H
Madam
mayor
just
one
follow-up,
there
appreciate
the
clarification.
The
second
question
I
had
related
to
that
was
I.
Couldn't
quite
tell
did
you
say
the
person
doing
the
exit
interview
with
somebody
who
had
a
relationship
with
a
person,
a
past
relationship
or
are
they?
Are
they
not
working
together?
Madam.
F
So
the
person
when
that
person
was
on
boarded
and
brought
into
the
department
the
the
investigator
conducted
the
background
check
and
interviewed
it's
a
pretty
extensive
check,
interviews,
family
friends,
neighbors
Associates,
all
kinds
of
people
are
interviewed
and
so
that
background
investigator
has
a
pretty
good
picture
of
who
this
person
is
and
what
their
history
is,
and
they've
also
had
some
contact
through
the
hiring
process
with
them,
not
necessarily
from
that
point
forward,
but
they
at
least
have
the
the
history
with
that
person.
F
So
they
would
know
them,
they
would
be
a
somewhat
familiar
face
because
they
would
have
been
involved
in
their
hiring
and
I
feel
like
that's
the
right
person,
because
they
haven't
been
involved
in
the
rest
of
it
to
be
able
to
go
back
to
them
because
it's
generally
been
a
cordial
and
and
friendly
relationship.
So
I
think
that's
probably
our
best
bet
to
get
open
and
honest
feedback
thanks
for
that
clarification.
F
Absolutely
next,
we
will
talk
briefly
about
performance
reviews
and
I
am
cognizant
that
our
time
is
short.
A
One
we've
got
at
least
until
5
15,
the
exec
can
be
short,
so
keep
going.
F
We
are
working
with
and
we'll
continue
to.
Work
with
this
is
this
is
one
of
those
that's
not
very
far
down
the
tracks,
if
you
will
yet,
but
it
is
my
goal
and
my
intention
and
one
of
my
priorities
once
once:
we've
accomplished
some
other
things.
This
is
kind
of
next
on
the
list.
F
The
Boise
Police
Department
has
not
had
a
formal
performance
review
like
annual
evaluations
or
those
types
of
things
in
place
for
a
number
of
years,
and
the
history
on
that
goes
back,
I'm,
not
sure
how
many
years,
but
quite
a
few
years,
because
partly
regardless
of
what
was
in
the
performance
review
for
an
officer
because
of
the
collective
labor
agreement,
whether
you
did
a
great
job
or
just
an
average
job,
your
raise
was
the
same
regardless,
and
so
we
were
spending
a
lot
of
time
and
effort
with
our
supervisors
writing
evaluations
that
didn't
seem
to
make
a
difference
in
the
end
and
with
priorities
at
the
time
and
and
again,
this
is
me
remembering
back
vaguely
I,
don't
know
that
I
was
in
a
position
at
all
related
to
making
the
decision,
but
I
remember
at
the
time
that
was
the
the
reasoning
behind
it
that
we
were
just
going
to
stop
doing
these,
because
we
had
other
things
we
had
to
focus
on
and
they
really
we
weren't
getting
that
much
bang
for
the
buck.
F
If
you
will
for
the
effort
that
was
going
into
those
fast
forward
to
today,
I
think
it
is
an
opportunity
as
well
as
an
obligation
for
us.
We
have
to
have
some
formal
evaluation
process
performance
review
for
officers
and
for
professional
staff,
because
how
else
will
they
know
what
the
clear
expectations
are
for
their
jobs
and
how
will
they
know
whether
they
are
meeting
those
expectations
or
not?
So
our
goals
are
to
set
those
clear
standards.
F
Whatever
the
instrument
is
that
we
decide
on,
we
will
institute
a
performance
review
system
and
plan
so
that
we
can
document
positive
performance,
identify
growth,
opportunities
Aid
in
the
promotional
process,
and
this
is
where
I
think
that
goes
back
to
your
question
council
member
Halliburton
about
how
do
we
talk
about
what
they've
done
in
the
past
when
it
comes
to
promotional
processes,
we
look
at
a
performance
review
and
without
those
in
place,
I
just
think.
That's
a
glaring
omission
and
I
understand
why
we
did
what
we
did
when
we
did
it,
but
I
think.
F
Employees
and,
frankly,
all
of
our
professional
staff
as
well
I,
think
the
reasons
are
are
probably
plain
and
obvious,
but
we
can
utilize
these
because
in
in
the
more
recent
history,
you
have
to
do
something
really
really
outstanding
to
get
a
department,
Award
right,
some
kind
of
commendation
or
Act
of
Bravery
or
something
that
rises
to
a
really
high
level
or
you
have
to
really
mess
up
so
that
you're,
getting
disciplined
or
corrective
action
applied
and
there's
not
much
in
the
middle.
F
A
performance
review
can
give
us
that
opportunity
to
recognize
good
behavior,
to
set
expectations,
to
hold
folks
accountable
to
those
expectations
and
then
set
goals
for
improvement
in
the
future.
Even
if
somebody's
performing
at
a
very
high
level,
we
always
want
to
do
better.
So
that
is
certainly
the
plan
in
the
future.
F
We're
not
very
far
down
that
road,
but
we
are
absolutely
committed
to
implementing
performance
reviews
in
the
in
the
near
future
and
we
will
be
working
to
see
what
that
looks
like
if
it's
the
the
connectable
Boise
format
that
I
think
most
of
the
rest
of
the
city
is
certainly
familiar
with.
If
we
can
make
that
work
for
this,
we
will
absolutely
do
so.
If
there's
some
other
need
to
have
a
different
mechanism,
we
look
at
that,
but
but
that
is
the
plan.
G
Mayor
members
of
council
I
want
to
roll
something
back.
I
said
earlier:
a
team
member
of
mine
actually
sent
me
a
message
about
something
that
I
had
forgot
about
the
promotional
process
and
I
believe
it
was
in
regards
to
a
question
that
council
member
Beijing
had
asked
as
part
of
the
promotional
process.
One
of
the
tools
that
is
utilized
and
submitted
by
the
employees
supervisor
is
a
supervisor
evaluation
as
part
of
the
application
process.
F
It
is
certainly
one
of
those,
but
it's,
but
it's
only
when
somebody
is
applying
for
promotion
or
for
selection
to
a
specialty
position
and
those
are
reviewed
up
through
and
including
the
chief's
office
through
the
entire
chain.
H
Chief
I'm,
really
glad
to
see
that
you
are
are
working
on
bringing
this
back
I
think
it's
really
important.
I
think
every
single
employee
deserves
a
performance
evaluation.
H
H
One
of
the
recommendations
that
we
got
from
the
investigation
was
that
there
was
some
leadership
development
training,
and
this
is
one
of
those
areas
where
I
really
see
there
being
a
great
opportunity
to
provide
some
of
that
leadership.
Development
training
I'm
wondering
if
you
have
any
thoughts
or
feedback
as
far
as
what's
in
place,
to
provide
that
sort
of
training.
If
you
were
to
bring
this
back.
F
At
Amer
council
member
Hallie
Burton,
thank
you
yes,
indeed,
I
think
that's,
certainly
one
of
the
the
things
that
was
talked
about
and
I
think
it
was
in
in
respect
to
being
insular
as
well
as
leadership
development
and
to
let
let
folks
know
some
of
the
things
that
are
in
place.
We
have
developed
in-house
a
sergeants
Academy.
F
We
just
finished
that
it's
a
two-week
80-hour
school
for
new
and
prospective
sergeants
to
help
them
have
the
understanding
of
what
that
job
will
entail
and
what
the
requirements
are,
and
certainly
components
of
leadership
are
are
throughout
that
training.
We
have
similar
things
in
place
throughout
the
department,
because
leadership
really
starts
the
day.
Today
an
officer
is
hired
or
a
day
a
member
is
hired
and
I
heard
a
definition
at
a
recent
conference.
I
was
at
just
a
couple
of
weeks
ago
regarding
leadership.
That
leadership
is
really
influencing
someone
else.
F
So
every
employee
is
a
leader
in
some
regard,
whether
they
have
a
formal
leadership
role
or
rank
or
not,
and
so
we
are
absolutely
committed
to
not
only
each
of
our
specialty
positions,
receiving
updated
and
current
training
and
and
going
to
conferences
and
places
where
we
can
observe
best
practices.
But
that
is
certainly
the
case
for
Sergeants
lieutenants
captains,
the
deputy
chief
and
the
chief.
F
If
we
are
not
honing
our
skills
and
looking
outward
to
see
what
others
are
doing
and
how
they're
doing
it,
as
I've
mentioned
before
in
a
setting
like
this,
many
people
across
the
country
have
looked
to
Boise
in
certain
times
in
certain
respects.
For
the
way
we
do
things,
because
we
do
things
well,
but
we
absolutely
have
to
be
looking
outside
and
so
things
like
the
FBI
National
Academy,
the
Northwestern
University
School
of
police
staff
and
command.
F
We
actually
have
one
of
our
captains
attending
right
now,
he's
out
of
town
for
the
next
three
weeks.
Smith
stands
for.
H
Madam
Mary-
that's
probably
I,
guess
my
final
comment,
I
believe
I'm,
certainly
in
support
of
professional
development.
I
think
when
it
comes
especially
for
leaders
who
are
are
working
on
giving
clear
performance,
evaluations,
expectations
and
supporting
people
through
that
process.
I
think
that's
one
of
the
best
areas
that
we
can
really
invest
in
as
far
as
resources
and
and
development
goes
and
I'm,
certainly
on
board.
H
For
you
know
this
and
what
we
talked
about
earlier,
with
looking
at
past
IA
files
being
part
of
a
check
box
in
that
process
and
I
100
agree
that
you
know
somebody
who's,
maybe
had
an
issue
before
in
the
past.
The
great
part
about
the
performance
evaluations
is,
they
know
it.
They
have
the
ability
to
grow
and
move
on,
and
so
I
don't
know
that
you
know
one
single
complaint
necessarily
borrows
someone
from
being
there,
but
a
check
box.
H
You
know
where
you're
looking
into
those
as
well
as
somebody's
performance
I
think
it's
just
a
really
vital
part
of
somebody.
You
know
moving
through
that
process,
so
I'd
certainly
be
supportive
of
both
the
professional
development
to
help
you
know
with
those
performance
reviews,
as
well
as
making
performance
part
of
that
process.
F
D
Thank
you,
madam
mayor.
Thank
you.
So
much
for
addressing
I
mean
really
all
of
the
things
that
were
on
the
list.
After
we
heard
from
Michael
Bromwich
one
of
the
things
that
I
didn't
see
and
I'm
hoping
you
can
follow
up
on
is
he
had
some
recommendations
around
more
rigorous
Academy
standards.
D
Specifically,
he
had
some
feedback
that
not
very
many
people
or
everyone
makes
it
through
Academy
once
they
get
into
Academy.
They
make
it
all
the
way
through.
So
I
wanted
to
give
you
an
opportunity
to
talk
a
little
bit
more
about
Academy
standards
and
how
how
a
recruit
moves
through
that
and
if,
in
fact,
they
all
do
graduate
from
Academy.
F
Council,
member
woodings
council
president
woodings,
thank
you
for
that,
and
that
was
one
of
those
topics
that
we
we
absolutely
wanted
to
address.
But
there
was
a
lot
of
somewhat
tedious
information,
and
so
we
chose
to
do
that
in
a
memo
form.
I,
don't
know
if
you
have
seen
that
or
not
in
preparation
for
this,
but
I
would
be
happy
to
discuss
it
a
little
bit.
If
you
would
like
at
this
in
this
forum,
yeah.
F
Do
my
best
in
a
minute
and
40
seconds,
so
the
issue
was
that
Mr
Bromwich
was
concerned
that
in
the
last
10
years,
Boise
Police
Department
had
not
fired
anybody
from
the
academy,
and
he
indicated
that
the
the
general
numbers
across
the
country
that
he
was
familiar
with
were
somewhere
between
10
and
25
percent
of
police
departments
were
I'm.
Sorry,
10
and
25
percent
of
police
officers
were
fired
from
academies
across
the
Across.
F
F
Now
we
give
officers
the
ability
to
resign
in
lieu
of
termination
under
most
circumstances
and
so
I
I
detailed,
some
of
the
numbers
of
how
many
left,
during
the
academy
resigning
in
lieu
of
termination,
how
many
left
in
the
fto
program
or
the
field
training
program
13
of
those
did
that
five
left
during
the
academy
nine
left,
while
on
probation
after
completing
field
training,
six
officers
were
fired
or
resigned
in
lieu
of
termination
for
performance
or
misconduct
after
they
got
off
their
probationary
status.
F
So
of
those
hundred
hundred
and
I'm
sorry
203
officers
that
were
hired,
that's
kind
of
the
breakdown
23,
others
left
for
other
reasons,
and
those
are
detailed
in
the
memo.
But
in
essence
it
boils
down
to
about
27
percent
of
officers
who
were
hired
are
no
longer
with
the
agency
for
a
variety
of
reasons:
16
separated
for
performance
related
issues,
which
is
right
in
that
number
that
he
had
indicated.
F
He
was
familiar
with
11
separated
for
non-performance
related
reasons,
and
then
there
were
a
few
various
other
miscellaneous
reasons.
Thank.
D
You
for
that
and
I
know,
I
mean
just
anecdotally
talking
to
friends
who
have
been
through
Academy.
It
is
tough,
very
tough
and
very
rigorous,
so
I
appreciate
you
offering
that
additional
context.
F
Madam
mayor
council,
president
woodings,
thank
you
and,
and
I
would
say.
Yes,
it
is
tough,
but
again
when
we
are
doing
so
much
on
the
front
end
for
recruitment,
hiring
picking,
folks
that
we
believe
will
be
successful.
We
expect
them
to
frankly
come
through
the
academy.
It
is
unusual
for
us
to
lose
people
in
the
academy,
though
it
does
obviously
still
happen.
We
just
don't
feel
it's
necessary
to
say
you're
fired
in
most
circumstances.
I
Thank
you,
madam
mayor
Chief,
and
if
you
need
to
follow
up
with
this
feel
free,
is
there
anything
that
wasn't
presented
on
on
today?
That
step
tone
Johnson
suggested
that
we
haven't
addressed,
because
I
know
that
he
had
lots
of
comments
and
I
just
want
to
make
sure
that
we
get
all
of
them
on
the
record.
F
Madam,
mayor
council,
member
Willits,
I
believe,
and
we
we
took
Furious
notes
and
we
went
back
and
reviewed
the
the
entire
report.
I
think
we
have
addressed
virtually
everything
that
was
of
concern.
If
you
can
think
of
something
that
we
missed,
we
would
be
more
than
happy
to
address
it,
but
I
I
think
we
got
the
majority
of
what
he
had
in
the
way
of
concerns
and
we've
addressed
it
in
one
form
or
another.
F
A
Well,
thank
you
and
just
to
clarify
too.
The
first
part
of
the
discussion
was
actions
you'd
take
in
related
to
the
recommendations,
but
that
you
were
already
in
the
process
of
taking
and
then
the
second
part
was
actions
that
you're
now
commencing
the
process
of
taking.
So
I
would
imagine
that
at
some
point
once
those
are
finalized,
there'll
be
updates
on
those,
and
that
does
cover
the
spectrum
of
recommendations
that
we
were
provided.