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From YouTube: City of Charleston Committee on Public Safety 12/6/2021
Description
City of Charleston Committee on Public Safety 12/6/2021
C
F
D
C
E
Thank
you,
mr
chairman.
If
we
might
bow
our
heads
heavenly
father
in
this
time
of
celebration
and
joy,
please
remember
those
who
are
less
fortunate,
those
who
are
struggling
and
those
who
need
the
hand
of
others
on
their
shoulders
as
they
get
through
tough
times
with
that
we
couldn't
be
more
blessed
to
be
in
the
most
beautiful
city
on
earth
and
thankful
for
all
those
who
work
so
hard
to
make
it
that,
in
your
name,
we
pray,
amen.
C
Amen,
amen;
well
done.
Thank
you,
sir.
You
should
have
a
copy
of
your
november.
22Nd
2021
minutes
is
about
two
pages
long,
entertain
a
motion
to
accept
the
minutes,
move
for
approval
for
a
second
second,
thank
you
all
in
favor,
say
aye
aye,
any
opposing
eyes
have
it.
The
next
item
are
our
agendas:
approval
of
the
city
of
charleston's
emergency
operations,
plan
the
eop
who's
gonna,
take
care
of
that
for.
G
G
But
then
you
find
the
core
of
the
plan,
which
is
the
basic
plan,
and
the
basic
plan
is
a
framework
for
coordinated
management
of
emergencies
and
disasters
in
our
city,
and
it
notes
key
areas
where
we
align
with
the
county
and
the
state
and
other
jurisdictional
partners
looks
at
our
hazards
our
potential
impacts
and
the
vulnerability
and
risk
assets
assessment
that
was
done
last
year.
It
makes
planning
assumptions
about
these
emergencies
and
disasters
and
how
we'll
respond
to
and
recover
from
them.
It
speaks
to
the
needs
of
vulnerable
populations.
G
The
eop
also
outlines
the
emergency
management
program's
concept
of
operations,
which
is
aimed
at
coordinating
department-wide
actions
to
meet
the
emergency
management.
Program's
objectives:
the
eop
adopts
the
national
preparedness
goal
on
behalf
of
the
city
where
we
aspire
to
be
a
secure
and
resilient
city
capabilities
required
across
the
whole
community
to
prevent,
protect
against
mitigate
respond
to
and
recover
from
the
threats
and
hazards
that
pose
the
greatest
risk.
G
G
It
summarizes
the
roles
of
the
mayor
and
city
council,
the
director
of
emergency
management
and
their
staff,
as
well
as
incident
command
staff.
And
finally,
following
the
eop
basic
plan,
there
are
annexes
on
flooding
on
pump
operations
and
tropical
cyclones
that
speak
to
each
hazard
and
to
response
and
recovery.
Other
annexes
will
follow.
We've
read
recently
written
an
earthquake
annex
and
a
hazard,
hazardous
materials
annex
is
in
the
pipeline
here
and
more
to
follow,
and
that
closes
out
my
part,
and
if
you
have
any
questions,
please
let
me
know.
C
C
C
There
are
second
second,
thank
you.
Any
further
discussion
comments
questions.
This
is
pretty
comprehensive.
If
you
haven't
had
a
chance
to
review
it,
I
would
sort
of
recommend
all
of
us
who
are
involved
in
this
to
take
a
look
at
it
all
right
call
of
duty,
all
those
in
favor
signify
by
saying
aye
hi
any
opposed.
You
always
have.
Thank
you,
sir.
C
That
was
a
lot
of
work
to
be
done
and
the
very
concise
and
short
presentation,
but
thank
you
for
doing
that
dan
and
move
on
to
the
update
on
the
racial
bias
audit.
I'm
going
to
start
off
with
our
chief
chief
runos
good,
to
see
you
always
and
good
to
see
you
yesterday
afternoon
as
part
of
the
parades,
and
you
want
to
lead
off
with
this
update
on
the
on
the
audit.
Please,
sir,.
F
I
will
thank
you
and
then
I'll
hand
it
off
to
our
staff
who's.
Each
we've
got
a
handful
of
people
that
are
going
to
kind
of
each
take
different,
slides
and
talk
about
this
in
in
a
more
comprehensive
way,
but
I
really
think
it's
important
for
me
because
we
haven't
given
an
update
to
public
safety
committee
recently
to
talk
you'll,
hear
a
little
bit
about
the
goals
and
objectives
in
front
of
you,
but
I
want
to
just
make
an
important
statement
publicly
that
we
embrace
this
audit.
F
We
have
from
day
one
and
we
are
addressing
all
the
findings.
It's
important
for
me
to
state
how
comprehensive
that
is.
It
involves
our
hiring
process
involves.
Our
training
involves
our
equipment.
Our
policies
involves
the
culture
of
our
organization.
It
involves
our
leadership
development
and
the
partnerships
that
we've
developed
and
funding
sources
that
we've
gotten
to
invest
in
the
leadership
of
our
organization
involves
things
like
use
of
force,
the
complaint
process,
accountability.
F
It
involves
every
aspect
of
our
organization
we
have
made
and
we
will
continue
to
make
progress
on
this
audit.
We
are
committed
to
that
and
we'll
never
stop.
I've
argued
publicly
and
internally
in
our
command
discussions
and
with
our
troops.
We
will
never
accomplish
just
going
across
the
finish
line
and
saying:
hey
we're
great
we're.
You
know,
we've
we've
achieved,
you
know
a
great
status,
we're
going
to
always
be
a
learning
organization.
F
You
won't
see
it,
but
I'm
going
to
read
a
letter
that
was
sent
from
cajun
to
our
council.
I
think
a
version
of
this
has
gone
to
the
mayor
to
you,
council,
member,
shade
to
councilmember
gregory
and
others.
The
one
that
I'm
looking
at
is
dated
november
20th
to
councilmember
gregory.
Writing
you,
on
behalf
of
cajun,
requesting
your
help
as
you're
aware.
F
We
are
very
concerned
about
the
priority
of,
and
progress
on,
the
audit
for
racial
bias
of
the
charleston
police
department,
and
here
are
key
facts
to
call
to
your
attention
and
number
one
on
that
list.
I'm
reading
verbatim
is
the
objective
of
the
audit
was
to
reduce
and
eventually
eliminate
racial
disparities
by
the
charleston
police
department.
The
measure
of
success
will
be
the
significant
reduction
of
black
people
being
stopped
cited
or
arrested
in
relation
to
their
percent
of
the
population.
F
It's
important
for
me
to
say
we
are
committed
and
we
will
remain
committed
to
serving
all
members
of
our
community,
all
members
and-
and
I
received
the
phone
call
last
week
and
I
think
it's
important
to
talk
about
a
person
who's,
a
member
of
one
of
our
communities
whose
young
son
was
murdered
in
west
ashley
years
ago.
Monica
jefferson
and
she
called
me
to
to
talk
to
me
about
my
own
health.
F
I
will
think
of
you
often-
and
I
got
to
tell
you,
I
think,
of
monica
almost
daily
and
other
women
and
other
parents
and
other
mothers
who
have
lost
their
children,
to
gun
violence,
to
gang
recruitment
and
not
all
of
them
necessarily
through
murders.
But
the
effect
of
trauma
is
very
disparate
on
certain
communities.
F
We
are
not
going
to
stop
policing
those
communities,
we
are
going
to
passionately,
protect
and
serve
all
the
people
in
our
communities,
and
I
find
it
frankly
disheartening
and
disrespectful
to
think
that
we
would
try
to
quote
fix
the
numbers
and
de-police
or
do
less
for
any
communities,
especially
those
that
are
in
the
greatest
need.
And
so
we
are
going
to
passionately
commit
to
making
sure
that
we
serve
all
of
our
communities.
They
don't
want
less
police.
They
don't
want
our
our
officers
to
de-police
their
communities.
F
F
Every
one
of
them
wants
justice
for
their
child,
sit
down
and
talk
to
them
and
listen
to
them.
Listen
to
a
wailing.
Mother
who's
just
lost
her
child,
who
is
sitting
there
because
maybe
they're
in
the
hospital-
and
this
happens-
a
lot
go
to
musc
and
talk
to
ashley,
hink
and
others
who
are
trying
to
help
us
address
this
critical
problem,
whose
son
or
daughter
now
is
paralyzed
for
the
rest
of
their
life.
F
So
I'm
I'm
going
to
stop
there,
but
I
got
to
tell
you
we're
about
protecting
and
serving
all
of
our
communities,
we're
about
being
guardians
that
care
deeply
about
solving
problems
about
making
a
difference
in
those
communities,
especially
that
need
us
the
most
and
I'll
stop
there,
because
this
audit
is
real.
It
is
leading
to
real
change,
progress
reform.
F
B
Hey
good
good
morning
afternoon,
everyone
and
chief
reynolds
covered
a
lot,
but
this
next
slide
for
the
record,
I
think,
is
very
important
that
we
at
least
establish
what
the
primary
goals
and
objectives
of
the
audit,
so
I
will
read
them
verbatim
to
put
them
on
record
at
the
beginning
of
this
process.
Cna
audit
was
designed
to
accomplish
the
following,
assess,
monitor
and
assist
the
cpd
and
connect
in
concert
with
the
community
and
uncovering
any
aspects
of
implicit
bias.
B
You
know-
and
I
just
like
the
chief
said-
we're
fully
committed
to
this
process
have
been
since
the
beginning,
but
for
the
record
we
won't
at
least
establish
what
the
primary
goals
of
the
audit
was.
So
there's
no
confusion
and
with
that
I'm
gonna
allow
captain
cortella
and
captain
brutus
to
kind
of
highlight
some
of
our
progress.
B
H
H
What
we're
talking
about
is
that
the
recommendation
from
the
audit
has
been
completed
and
there
is
nothing
else
for
us
to
do
with
that.
An
example
of
that
would
be
some
policies
they
referenced
in
our
use
of
force
policy
in
terms
of
adding
the
word
sanctity
of
like
statement,
so
we
added
that
and
that's
full
compliance,
but
we
did
even
further
than
that.
We
said
well,
there's
some
policies
and
some
things
that
we'll
do
here
at
the
charleston
police
department.
Well,
they
just
might
need
an
annual
review,
so
those
26
are
full
compliance
annual
reviews.
H
Those
might
be
some
policies
and
procedures
where,
yes,
we've
complied
with
the
recommendations,
but
we
need
to
look
at
them
every
year.
So
not
only
is
our
use
of
force
policy
being
looked
at
every
year
we
added
the
sanctity
of
life
statement,
but
that's
an
important
policy
that
can
be
determined
from
a
court
decision.
H
It
could
be
a
national
practice
or
a
best
trend,
or
it
could
be
kalia
coming
out
saying
that
we
need
to
add
some
type
of
language
in
there
or
make
sure,
with
their
use
of
force
policy
that
we're
doing
a
b
or
c.
So
that's
a
full
compliance
annual
review.
Another
one
would
be
an
example
of
our
body-worn
camera
policy.
Yes,
it's
completed.
We
added
the
additional
time
stamps
on
it
to
make
sure
that
we're
within
the
guidelines
that
they
suggested.
H
H
So
these
are
the
ones
that
are,
I
would
say,
are
harder
to
reach.
If
you
will,
they
take
a
little
bit
time,
investment
and
capital.
So
we
are
working
on
the
24
of
them.
If
you
do
the
math
you're
going
to
say
well,
these
don't
add
up
to
72
recommendations
and
you
are
correct:
cna,
actually
redacted,
one
recommendation
for
those
after
the
audit
was
published,
so
we
didn't
want
to
put
in
their
71
recommendations,
because
the
public
would
want
to
know
where's
the
other
recommendation
at
so
we
are
actually
at
compliance
with
our
71
recommendations.
H
So
what
we
did
is
we
created
this
dashboard
and
this
dashboard
is
forward-facing
the
public.
It's
very
interactive.
It's
broken
down
into
five
categories.
Within
the
audit.
We
talk
about
personnel
practices,
complaints,
community
policing,
use
of
force
and
traffic
which
in
this
which,
in
each
slices
of
these
pie,
charts,
are
going
to
represent
each
of
the
recommendations
from
the
audit.
H
H
Also
wendy
stauber
helped
us
out
with
this
and
making
this
dashboard
accessible,
and
we
came
in
and
essentially
put
the
audit
items
in
there
and
ensured
that
we
are
up
to
date
on
it
and
as
we
progress
through
the
audit
you're
going
to
see
their
numbers
of
24
will
decrease
over
time.
What
we're
hoping
is
that
this
dashboard
will
be
a
tool
for
the
public
to
use.
These
are
clickable
links
that
make
you
to
the
might.
H
Take
you
to
the
end
of
year
report
our
use
of
force
report
or
other
dashboards
that
we're
hoping
to
get
online
soon
here
shortly,
and
it's
going
to
take
the
place
of
a
mid-year
audit
report.
We've
talked
about
the
best
ways
to
get
the
information
out
to
the
public
and
we
went
back
and
forth
well.
What
does
an
audit
report
look
like,
so
we
will
complete
the
end
of
the
year
report,
but
otherwise
the
media
auto
report
is
going
to
have
a
bunch
of
police
jargon
in
it.
H
C
H
Sure
so,
full
compliance
cna
recommended
that
we
take
out.
The
word
quote
other
in
one
of
our
use
of
force
options,
so
we
took
out
that
term
other,
and
there
is
nothing
else
to
do
with
that
category
there.
So
we
took
it
out
that
standard
has
been
met.
An
example.
The
full
compliance
annual
review
would
be
our
use
of
force
policy.
H
They
wanted
us
to
add
the
sanctity
of
life
statement
which
we
did.
We
also
feel
it's
important
through
that
policy.
Every
year
we
could
have
put
that
into
the
full
compliance,
but
we
chose
to
actually
create
this
category
of
annual
review,
just
to
make
sure
that
we're
hitting
on
certain
policies
or
procedures
every
year,
so
those
are
the
ones
that
don't
get
lost.
H
C
I
Sir
good
afternoon,
so
you've
all
heard
us
talk
about
data
data
data
since
more
or
less.
The
audit
was
first
even
discussed.
A
big
part
of
the
audit
was
data
and
a
big
part
of
the
findings
of
the
audit
were
that
our
data
really
wasn't.
You
know,
conditioned
to
be
used
that
were
some
of
the
things
like
captain
cortela
mentioned
with
you
know
not
having
fields
available
or
too
many
fields
available.
It
was
also
our
data
connecting
to
one
another.
For
instance,
our
traffic
stops
are
several
ways.
I
Those
can
end
either
in
a
in
a
ticket
in
a
warning
and
in
a
an
arrest,
and
none
of
those
systems
talk
to
each
other.
So
this
year,
and
really
since
the
audit
we've
been
working
on
putting
systems
in
place
to
to
be
able
to
use
our
data
in
a
way
to
help
us
address
and
identify
where
there
may
be
issues,
I'm
sure
you're,
all
looking
at
this
screen
and
there's
all
kinds
of
things
that
might
pop
into
your
head
and
I'll
go
into
a
little
more
detail
there.
I
I
So
we
understand
it
and
then
we
can
drill
down
on
it
further,
so
that
we
can
actually
answer
the
questions
and
then
identify
the
actual
potential
problem
and
address
that
if
there
is
an
issue
that
could
be
a
single
officer,
it
could
be.
You
know
a
squad
or
something
like
that,
but
we
simply
don't
have
the
data
in
a
situation
or
in
a
place
where
we
can
use
it
readily
available.
I
I
We
couldn't
get
these
systems
to
talk,
so
we
decided
as
an
agency
that
we
were
gonna
to
issue
a
policy
that
field
contact
cards
are
supposed
to
be
completed
for
every
proactive
activity
done
by
an
officer.
An
officer
decides
to
stop
somebody.
They
should
do
a
field
contact
they
might
in
just
about
every
one
of
these
situations.
It
means
they're
having
to
duplicate
work.
I
They
may
write
a
ticket,
they
may
write
a
warning,
but
they
also
have
to
do
this
field
contact
part,
even
if
the
person
goes
to
rest-
and
they
already
have
five
sets
of
paperwork
to
do
they
do
this
field
contact
as
well.
We've
been
working
on
throughout
the
year,
refining
that
and
getting
the
officers
in
compliance
with
that,
because
there's
some
some
kinks
to
the
system
as
with
all
data
and
in
the
background,
while
the
officers
are
getting
better
gis
and
our
crime
intelligence
unit
has
been
working
on.
How
do
we
use
this?
I
How
do
we
make
it
this
displayable,
and
this
is
that
dashboard
you've
seen
an
example
of
this
before
this
is
an
updated
version,
and
so
this
is
just
from
field
contact
data.
We
can't
use
any
of
the
other
systems
we
have.
They
don't
talk
to
this
system
yet,
but
this
is
field
contact
data.
This
is
just
for
the
month
of
november
for
just
the
traffic
unit,
which
is
about
seven
to
ten
officers
that
their
traffic
worked
over
the
over
the
last
month.
So
that's
the
context
of
what
you're,
seeing
here,
it's
traffic
officers.
I
They
have
a
specific
objective.
I
know
generally
that
they're
dealing
with
our
high
volume
areas
where
we
have
a
lot
of
collisions
or
they're
dealing
with
neighborhoods,
where
they
have
traffic
complaints
and
that's
what
they're
they're
working
with.
So
I
can
look
at
this
as
a
commander
and
use
this
to
kind
of
go.
Okay.
Generally
speaking,
I
know
that
about
our
driving
population
in
charleston
is
about
30
black
drivers,
so
I
can
glance
at
this
and
go
okay.
I
I
was
35
this
week
or
this
month
is
that's
a
little
bit
higher
than
the
average,
so
it
would
cause
me
to
go
okay.
Where
were
they
were
these
stops
in
a
different
area?
Were
they
doing
the
things
I
wanted
them
to
do
in
the
big
scheme
of
things?
That's
about
200
traffic
stops
it's
four
or
five
traffic
stops
that
went
one
way
or
the
other
to
be
back
in
line
with
what
would
be
a
city-wide
annual
average.
What
else
does
this
screen
tell
me?
It
gives
me
obviously
the
race
there.
I
We
can
break
this
down
by
age.
You
also
see
on
the
bottom
left
there,
what
types
of
search
for
the
most
part
and
it's
looking
like
upper
90
percent
there,
traffic
officers
when
they're
conducting
traffic
enforcement
aren't
in
an
area
where
they're
going
to
be
looking
for
guns
or
drugs
or
those
types
of
things.
If
they're
not
there's,
not
really
a
probable
cause
search,
they
didn't
have
a
single
problem
called
search.
Last
month.
I
More
than
likely
they
had,
they
didn't
search
people
90
something
percent
of
the
time,
but
when
they
did
search,
somebody
was
incident
to
arrest
so
likely
they
were
either
a
dui.
They
had
a
warrant,
they
didn't
have
a
license.
Those
types
of
things
so
at
a
quick
glance,
and
this
is
the
whole
design
for
the
dashboards
at
a
quick
rent,
quick
glance.
I
can
see
that,
generally
speaking,
my
traffic
unit
did
as
expected
during
the
month
of
november,
what
we're
still
working
on,
and
that's
why
this
is
just
an
example.
I
It's
a
screen
screenshot
as
we
developed.
This
is
working
with
gis,
who
helped
us
with
our
last
version
of
this
project
is
being
able
to
see
where
those
stops
actually
happened,
where
they
were,
were
they
the
stops
conducted
where
we
told
them
to
go,
did
they
go
into
61
and
7,
where
we
have
a
lot
of
collisions?
Were
they
at
17
in
wesley,
where
we
have
a
lot
of
consent
collisions
if
they
weren't,
then
we
need
to
make
sure
our
troops
are
being
adjusted
to
and
understand
our
expectation
for
what
they're
doing
out
there.
I
The
future
versions
of
this
will
be
able
to
drill
down
to
a
single
officer
so
that
I
can
see
an
officer
how
their
stops
are.
How
many
were
there
where
their
search
is
different
than
other
people?
Were
there
the
demographics
different
and
again,
what
those
numbers
show
just
raised
more
questions
for
me
as
a
commander
to
know
what
to
do
with
all
this
information
that
before
we
couldn't
even
look
at
so,
if
you
we
were
go
back
this
time,
2020,
none
of
our
systems
talk
still
none
of
our
systems
talk,
but
we've
created
a
workaround.
I
We
created
extra
work
for
our
officers,
but
we
believe
it's
necessary
so
that
we
can
start
looking
at
things
like
this
now
here
we
are
about
a
year
later.
We've
got
the
data.
It's
there
we're
going
to
have
something
to
compare
it
to
next
year,
we're
getting
better
and
more
reliable
at
collecting
that
data
and
now
we're
having
to
figure
out
how
to
get
it
into
a
system
where
we
can
actually
see
it
as
police
commanders
and
and
make
some
decisions
and
make
some
adjustments
to
what
we're
doing
this.
I
Only
obviously
the
more
people
you
add
in
this
the
more
units,
the
more
objectives,
the
more
tasks
you
add
into
this,
the
more
confusing
this
dashboard
can
get.
That's
why
I
gave
you
a
very
simple,
straightforward:
seven
to
ten
officers
that
shows
you
what
they're
doing
they
all
have
the
primary
mission
of
reducing
collisions
and
handling
traffic
complaints,
and
this
is
the
results
that
they
they
had
last
month.
So
obviously,
if
this
was
a
click
of
a
button
or
something
like
that,
we
would
have
done
it
a
long
time
ago.
I
Our
ciu
team
has
done
a
great
job
of
working
through
the
different
vendors
that
we
have
trying
to
find
workarounds
trying
to
find
things.
We
did
get
a
solution
for
our
tickets
and
warnings.
It
took
us
the
better
part
of
2020
and
2021
to
negotiate
being
able
to
actually
get
the
work
done.
We've
paid
to
get
the
work
done
or
we've
got
the
pr
cut
to
get
the
work
done.
I
It's
a
matter
of
their
software
engineers
getting
it
scheduled,
getting
it
built,
testing
it
and
then
adding
that
just
so,
we
can
add
one
field,
that's
going
to
help
us
link
these
things
together
there.
So
I
know
it
seems
like
a
long
time
and
a
long
process,
but
in
the
software
world
and
through
covid
and
and
everything
that
they're
dealing
with
we've
been
staying
on
them
and
we've
actually
made
the
officers
do
more
work
just
so
we
can
start
to
collect
this
data.
C
C
I
Correct
there's
there's
several
there.
I
think,
there's
about
four
different
reasons
we
would
search
or
we
have
a
label
to
search
cars
on
the
stop
or
a
person
on
a
stop.
Not
search
is
obviously
one
of
them
searching
to
arrest.
Another
probable
cause
search
is
one
but
there's
it's
not
shown
on
the
graph
here
because
they
didn't
have
any
of
those
problem
calls.
I
C
H
Sir,
so
the
chief
uses
the
analogy
that
everything
is
like
a
marathon,
so
I'm
going
to
kind
of
deviate
from
that
and
use
that
everything
is
like
a
ladder
in
life,
so
the
top
of
the
ladder
is
the
charleston
police
department
as
a
whole,
but
each
run
identifies
as
something
else,
and
the
audit
is
just
one
part
of
the
rung
of
the
ladder
and
that's
going
to
get
us
to
the
talk
with
this
charleston
police
department.
So
we
talked
about
the
strategic
leadership
plan
that
we
are
still
focusing
on
that
our
leadership
development
institute.
H
We
are
about
two
years
in
the
making
of
that.
We
have
partnerships
with
charleston
rotary
and
from
that
we
have
been
awarded
80
000
so
far
in
grants
from
them.
We've
been
working
on
the
submarine
way,
so
that
will
impact
every
member
of
the
charleston
police
department,
both
our
professional
staff
and
our
sworn
component.
H
All
the
community
initiatives
that
we've
been
working
on,
for
example,
cops
on
a
coupe
the
faith
in
blue
weekend,
the
trunk
or
treats
around
halloween
time
or
even
to
cook
out
in
the
gaston
green,
with
activities
and
sports
to
recruit.
For
our
community
pod
year-long
youth
program
and
we
have
our
engagement
with
cpac,
we
have
to
remember
that.
You
know
we're
just
strictly
can't
focus
on
the
audit
that
the
audit
is
a
part
of
all
these
different
things
to
help
make
us
successful
and
then
finally,
is
what
are
the
community
expectations?
H
And
what
can
you
expect
from
us?
So
the
first
one
is
that
the
audit
or
the
audit
dashboard
will
be
updated
in
a
timely
manner
anytime,
that
we
have
a
significant
progress
update
on
it.
We
will
be
pushing
out
something
in
a
press
release
and
also
social
media
to
let
everyone
know
that
we've
had
achieved
a
goal
within
that
and
then
also
we'll
have
an
annual
report
for
the
audit
and
that'll
be
published
no
later
than
the
end
of
the
first
quarter
of
the
following
year.
H
So
the
annual
report
for
2020
will
be
published
by
the
end
of
the
first
quarter
of
2022
coming
up
our
procedural
justice
position.
That
is
open
right
now,
but
that
is
being
reworked
on
by
the
help
of
dc,
walk
walker
and
some
members
from
cpac.
So
that
position
will
be
fulfilled
here
shortly
and
then
also
our
third
party
contributor,
that
the
audit
recommended
that's
going
to
help
us
manage
our
data
and
the
proper
benchmarks
that
we're
trying
to
achieve
here
within
the
audit
itself.
H
C
B
Comments,
no
not
that
right
now.
No,
no,
I
think
everything
was
self-explanatory.
I
think
people
just
want
to
wonder
just
want
to
see
the
the
what
was
going
on,
I
guess
and
seeing
what
the
reaction
of
what
the
police
department
have
done
and
what
they
doing
so,
I
believe
that's
what
it
is.
I
think
this
should
be
self-explanatory.
E
D
F
D
F
F
I
think
they're
probably
going
to
be
pushing
their
colleagues
as
we
move
forward
to
get
everybody
through
the
academy,
and
I
say
that
because
they
hands-on
have
participated
in
things
like
okay,
why
do
we
have
use
of
force?
What
is
the
actual
policy?
What
do
you
train
on?
What's
the
culture?
What's
the
supervision,
what
do
the
officers
do
to
actually
be
prepared
to?
It
can
confront
a
difficult,
violent
encounter?
How
can
they
de-escalate?
F
F
These
are
critical
to
being
a
progressive,
reform-oriented
constitutionally
principled
policing
agency,
those
details
matter,
and
I
just
want
to
thank
you,
councilman,
rashili
and
and
councilman
rappel
for
being
there.
I
I
wish
I
was
there
with
you.
I
I
haven't
been
able
to
be
there
for
your
sessions.
I
know
you
guys
are
graduating
this
week
and
it's
it's
a
big
commitment.
It's
no
small
thing
when
you're
running
a
business
and
you
have
a
family
and
you
have
community
commitments
with
so
many
other
things,
rotary,
etc.
F
D
Yeah,
I
mean
it's
hard
to
put
a
value
on
it.
Chief,
you
know
being
able
to
I
mean
the
police
department
has
opened
up
what
they
do,
how
they
do
it,
and
I
will
tell
you
they
they're
professional
they're
ethical.
I
mean
it's
incredible,
the
organization
that
we
have,
I
think,
we're
extremely
fortunate.
I
don't
I
don't
know
because
there
hadn't
been
any
other
police
departments,
but
I
can't
imagine
there
being
a
better
group,
a
more
organized
group,
with
better
training
and
just
in
general,
better
people
and
heck.
D
J
Thank
you,
mr
chairman,
and
thank
you
all
for
the
presentation.
I
I'm
very
pleased
that
we
have
the
dashboard
up
and
running.
I
think
it
adds
a
new
level
of
transparency
about
all
this,
which
is
helpful
and
and
positive.
Sometimes,
when
you're
transparent
you
put
data
out
there,
you
know
there
are
things
you
need
to
work
on
you're,
not
there
yet
right.
So,
but
that's
that's
part
of
the
process
of
being
transparent,
and
I
recognize
I
remember
when
we
started
all
this.
J
I
do
think
it's
pretty
remarkable,
that
of
the
72
recommendations
that
right
at
two-thirds
of
them
are
in
full
compliance,
although,
as
you
recognize
a
good
number
of
them
or
things,
you
know,
you
have
to
review
every
year
and
make
sure
you're
on
the
right
track.
So
I
view
that,
all
positively
and
chief
thanks
for
your
comments
to
set
the
tone
as
we
started,
you
know
clearly,
we
we
serve
all
members
of
our
community
but
a
focus
on
on
doing
that
with
dignity
and
respect.
J
I
I
would
like
to
ask
you
know
at
some
point:
you
know
things
change
over
time,
even
best
practices,
new
things
come
along.
So
at
what
point
do
we
ask
a
cna
to
come
back
in
and
look
at
what
we've
done
so
far
and
and
even
think
about
oh
gee,
when
we
did
the
audit
three
four
years
ago,
people
weren't
thinking
about
this,
and
now
some
new
best
practices
have
come
along
or
gee.
F
We
have
partnerships
in
place
among
those
that
we're
working
through
as
a
center
of
police
and
equity
and
some
other
experts
around
the
country
at
the
university
level
that
are
working
with
us.
We
have
contracts
that
are
funded
and
are
in
place
that
are
being
repeated
again
next
year,
where
they
look
at
things
like
use
of
force.
Like
our
reporting
process
for
complaints
and
internal
affairs,
accountability,
things
like
body
cameras,
traffic,
stops
and
mayor.
I
don't
think
we
ever
will
be
done.
I
think
you
said
sometimes
things
change
things,
always
change
policing.
F
That
is
much
more
objective
and
in
terms
of
what
we're
doing
and
how
we're
doing
it,
making
sure
that
we're
doing
it
right
and
ultimately,
it's
the
outcomes
that
matter
and
we're
not
equipped,
I
think
to
do
our
own
audit
of
our
own
audit
as
a
big
picture
ongoing.
I
think
that
is
something
that
is
built
into
this,
that
we
have
other
entities
that
are
going
to
be
looking
at
this.
I'm
excited
about
filling
this
procedural
justice
position.
F
I'm
excited
about
some
of
these
other
partnerships,
and
I
think
that
will
speak
to
your
question.
I
know
that
that's
something
that
you've
had
concerned
about
from
day,
one
we've
heard
from
others
from
cajun
with
that
concern
to
make
sure
that
hey,
if
you're,
making
all
this
progress
frankly,
I've
had
people
say
you
need
to
get
credit
for
it.
C
B
Yes,
sir,
yes,
I
I
couldn't
agree
with
the
mayor.
I
think
what
the
chief
just
said.
If
that
type
information
can
come
out
too,
with
the
outside
people
that
you're
using
and
they
can
come
up
with
a
report
also,
I
think
they
can
clarify
a
lot
of
things
too,
stating
that
what
would
have
been
done
would
be
going
through
what
you're
doing,
and
I
think
that
would
clarify
a
lot
that
you're
not
doing
internally.
That's
outside
individuals
are
looking
at
it
also,
and
this
might
kind
of
clear
up
some
things
also.
B
I
think
that
I
believe
that
might
help
help
a
little
bit
too,
to
get
some
of
these
other
things
off
our
back
or
off
your
back.
So
to
speak,
that
you
know
those
things,
some
of
those
things
that
you
know
doing
that
you
with
the
outside
people
that
you
have
you
see,
maybe
that
might
him
too,
so
we
can
clear
up
some
of
these
mis
information.
That's
going
out.
C
C
There
are
certain
things
that
you
can
check
off
as
being
quote
unquote
fully
in
compliance,
but
I
think
the
point
that
you're
making-
and
the
mayor
has
made-
and
others
have
said-
is
that
this
is
going
to
be
an
ongoing
project
and
this
may
be
a
puddle
of
words
but
you're
going
to
do
some,
your
own
self-policing
to
some
extent,
but
the
point
of
you
making.
Yes,
it
helps
to
have
announced
a
third
party
come
in
and
say
you
know.
This
is
where
you
are.
This
is
what
you've
done.
C
This
is
where
you
need
to
be,
but
you're
making
the
progress
towards
that,
and
it's
always
good
artists
are
always
good
honest.
We
do
audits
in
different
fashions
at
different
times.
We
have
our
own
audit
that
we
get
annually
so
doing.
That
is
probably
a
very
good
idea,
though,
and
I
I
think
the
department
is
willing
and
open
to
that
kind
of
concept
to
do
that.
J
Think
well.
Well,
I
was
back
to
the
dashboard
and
I
know
it's
designed
to
make
it
easier
for
everyone,
but
not
everybody
goes
online
and
has
dashboards
and
just
wondered
if,
if
we
had
a
pretty
easy
to
produce
report
of
the
21
that
are
in
full
compliance
of
26
that
are
in
full
compliance
with
review
and
the
things
that
we're
working
on
just
to
have
it
available
in
other
formats
that
we
can
easily,
you
know,
digest
and
share
with
others
in
addition
to
the
dashboard,
if
y'all
could
do
that,
that'd
be
great.
F
F
I
I
mean
I
could
the
off-duty
employment
issue
that
we've
struggled
with
huge
change
in
our
progress
has
been
made
in
implementing
a
solution
with
that
and
working
with
hr
and
working
with
the
cfo
and
working
with
our
legal
team
and
working
with
others
outside
the
city.
There
is
amazing,
very
substantial.
Things
will
be
listed
in
that
report.
C
F
C
C
A
A
K
K
K
Without
a
report
on
progress,
we
are
left
with
cpd's
raw
data,
some
of
which
was
shown
to
us
today
to
tell
us
what's
occurring,
and
the
data
is
grim,
as
will
be
further
described
by
by
another
speaker.
It
needs
to
be
emphasized
that
at
no
time
has
cajun
ever
called
upon
cpd
to
stop
policing
in
any
neighborhood
or
to
quote
unquote.
K
L
Thank
you
good
afternoon,
members
of
the
committee,
mr
chairman,
mayor
chief,
it's
good
to
see
you
hope,
you're
doing
well.
My
comments
are,
you
know,
basically,
as
I've
probably
spent
as
much
time
quite
a
bit
of
time,
reviewing
the
documents,
the
reports
and
monitoring
what
the
department
has
been
doing.
I
commend
the
staff
on
what
they've
done
in
terms
of
collecting
of
data
on
and
attempting
to
have
the
systems
talk
to
each
other.
L
It
is
completely
possible,
in
my
opinion,
for
the
department
not
to
to
make
changes
and
not
have
racial
disparities
change,
but
I
think
it
is
important
to
give
priority
to
assessing
that.
The
chief
and
staff
have
talked
a
lot
about
problem
based
policing
and
I
think
that
persistence
of
racial
disparities
and
the
perception
of
that
is
important
to
the
dashboard.
L
The
dashboard
does
not
include
information
or
perception
of
the
community
on
the
impact
of
those
changes
and
outcomes,
and
I
think
that's
important.
I
urge
also
the
public
safety
committee
to
as
an
earliest
point,
take
up
the
recommendations
of
the
criminal
justice
committee
of
the
equity
inclusion
and
racial
conciliation
commission,
which
spoke
to
both
ordinances
that
are
in
existence
that
might
have
an
impact
in
this
area
and
the
performance
and
the
operation
of
the
municipal
court.
Thank
you
for
the
time
and
urge
you
to
continue.
C
Okay,
we
will,
I
think,
we're
doing
pretty
good
on
time.
Bottom
part.
We
have
one
more
item
to
to
take
up
a
report
from
the
homeland
security
and,
if
I
could
ask
the
members
of
the
cpd
to
hang
on
just
in
case,
we
have
do
do
have
time,
it
hardly
does
get
back
on
to
hear
from
her.
So
if,
if
you
don't
mind
we'll
move
on
to
item
number
six,
which
is
our
report
from
u.s
homeland
security.
M
For
those
who
aren't
ex
extremely
familiar
with
what
hsi
is
or
does
we're,
the
principal
investigative
arm
of
the
us
department
of
homeland
security
and
we're
responsible
for
investigating
transnational
crime
and
threats,
and
specifically
those
organizations
that
exploit
the
global
infrastructure
through
which
trade
travel
and
finance
move?
It's
a
very
wide
investigative
remit.
We
enforce
some
400
plus
federal
violations
against
in
the
u.s
judicial
system.
A
C
C
J
K
N
Oh
gosh,
I
have
called
back
in
several
times.
Okay,
thank
you
at
the
heart
of
our
call,
for
the
audit
was
to
build
trust
in
a
safer
community
with
cpd
black
persons
had
shared
hundreds
of
story
of
unfair
treatment
and
cpd's
data
confirmed
that
black
people
represented
the
vast
majority
of
all
arrests
and
use
of
force
incidents,
despite
being
only
20
21
of
our
population.
N
So
our
overall
golf
goal
for
the
audit
was
and
is
to
significantly
reduce
racial
disparities,
but
two
years
in
cpd's
data
shows
no
reduction
in
disparities
for
any
category
of
crimes
or
use
of
force,
and
we
don't
see
mention
in
any
of
cpd's
public
documents
of
their
intent
or
plan
to
reduce
disparities
or
even
to
acknowledge
it.
As
the
goal
we've
asked
for
the
plan
a
number
of
times,
but
gotten
no
response.
Now
we
acknowledge
that
progress
has
been
made
on
policy
clarity,
data
capture
and
the
long-awaited
dashboard.
N
C
F
No,
I
think,
that's
probably
prudent
what
the
mayor
recommended.
I
will
say,
there's
been
a
lot
of
interest
in
human
trafficking
by
the
mayor
by
the
council
by
our
communities
by
the
ag
by
you
know.
There
is
a
substantial
problem
and
you'll
hear
more
about
that.
I
look
forward
to
this
presentation
from
scott
he's,
a
sharp
guy
he
reached
out
to
us-
maybe
I
don't
know
at
least
a
year
a
year
and
a
half
ago,
we've
built
a
relationship.
We
have
a
task
force
officer
assigned
to
their
team.
F
We
have
made
some
cases
and
I
think,
there's
a
lot
more.
That
needs
to
be
done.
I
think
we're
barely
scratching
the
service,
so
we
have
an
mou.
That's
been
developed
with
hsr,
we
have
this
relationship,
that's
been
built
with
scott
and
his
team,
and
we
have,
I
think,
a
balanced
approach
where
there's
more
education,
there's
more
partnerships,
there's
more
awareness
and
sadly
we're
going
to
have
a
lot
more
cases,
but
that's
what
we
need
to
do.
F
C
Madame
talk,
I
think
we'll
just
go
ahead
and
finish
our
committee
meeting
and
reach
out
to
agent
crime
and
get
them
back
on,
maybe
for
the
last
meeting
of
this
year.
If
not
the
first
part
of
january,
I
think
we
want
to
get
a
full
report
from
him.
Thank
you
all
for
participating
chief
reynolds.
Any
parting
comments
on
the
three
speakers
comments
that
they
had
to
offer.
F
F
I
will
say
I
believe
that
we've
been
very
responsive,
maybe
not
with
the
actual
written
report
and
the
delivery
of
a
report
which
you
will
see
in
the
next
few
months,
but
I
will
tell
you
we
have
had
many
many
conversations
with
suzanne
and
with
cajun.
I
don't
think,
there's
a
single
phone
call
that
has
been
made.
That's
been
un
responded
to
captain
patella
in
particular
cat
and
brooder
and
others
we
have
work
to
do.
We
have
to
have
thick
skin.
F
We
have
to
be
willing
to
agree
to
disagree.
We
have
to
embrace
the
idea
that
we
need
to
do
better
in
our
african-american
communities
across
america
in
this
region
in
this
city
in
our
profession
in
general,
we
embrace
that
challenge.
We
know
that
our
success
relies
on
our
ability
to
do
that
successfully.
F
So
we
have
work
to
do
to
build
trust,
to
build
engagement,
to
build
collaborative
efforts
to
build
efforts
that
are
successful
and
reducing
disparities
will
be
amazing.
We've
got
a
good
start
and
we
have
a
lot
more
work
to
do
and
I'm
not
afraid
of
the
conversation
I
embrace
it.
As
you
heard
in
the
beginning,
that's
probably
a
good
place
for
us
to
end.
We
know
that
we
need
to
have
these
relationships.
We
know
that
we
need
to
listen
and
work
together.
F
C
I've
had
other
experiences
with
other
agencies.
Law
enforcement
agencies
that
I
can't
say
that
about,
and
I
can
just
tell
you
that
they're
continuing
to
want
to
be
open
to
this
process
is
very
important
to
our
community.
To
all
of
our
citizens
and
y'all
y'all
have
done
that
your
leadership
team
has
demonstrated
to
me
over
the
years
your
willingness
to
listen,
to
have
big
ears
and
to
embrace
some
of
the
changes
that
need
to
be
made.
C
But
from
the
starting
point
it's
just
I've
always
been
very
proud.
I
think
that
the
caliber
of
the
men
and
women
who
work
in
that
department
of
the
highest
caliber,
the
highest
level
professionalism-
and
I
know
chief,
that
you're
going
to
continue
that
with
your
leadership
team
and
I
just
want
to
make
sure
that
they
hear
they
hear
that
from
me.
If
I
I've
say
that
publicly
and
privately-
and
I
want
this
committee
to
hear
that
from
me
as
well-
we
do
have
work
that
needs
to
be
done.
C
We
all
recognize
that
and,
as
I
said
earlier,
this
is
a
work
in
progress,
but
you've
got
our
support.
We
will
get
updates
from
you
on
a
bi-annual
basis.
So
when
2022
comes
around
we'll
look
for
two
reports
coming
in
and
we'll
look
into
this
other
idea
that
councilmember
mitchell
has
been
proposing
with
an
outside
audit
to
see,
give
us
sort
of
a
take
our
temperature,
I
guess
to
see
where
we
are
and
what's
what's
going
on
with
that,
so
all
of
y'all.
J
And
I
know
he
followed
the
racial
bias
audit
and
it
worked
very
closely
as
well.
So
it
seems
like
we've
had
you
know
a
few
different
looks
at
the
apple
and-
and
I
I
would
just
ask
us,
as
as
a
group,
to
to
bring
forward
any
any
recommendations
that
came
from
those
other
efforts.
That
kind
of
logically
go
with
the
72
recommendations
of
of
the
racial
bias
audit
and
rather
than
wait
till
the
next
audit
of
the
audit.
J
If,
if
there's
something
good
that
came
out
of
those
commission
recommendations
that
apply
here,
let's,
let's
go
ahead
and
make
it
75
that
we're
implementing
rather
than
72-
and
maybe
you
all
have
already
done
the
nitpicking
on
which
ones
we're
kind
of
already
working
on
and
which
ones
are
different.
But
I
would
welcome
us
just
to
as
part
of
that
process
of
always
improving
and
and
always
looking
at
other
ideas
that
come
along
asset.
We
review
those
things
as
well.