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From YouTube: City of Charleston Committee on Public Safety 4/27/2020
Description
City of Charleston Committee on Public Safety 4/27/2020
A
B
C
G
A
D
A
I
Do
a
moment
of
silence
and
a
small
prayer,
just
don't
want
to
say
thanks
to
God
for
watching
over
our
city
and
watching
over
those
on
this
committee
and
as
well
as
our
council
over
the
next
couple
weeks
and
months.
It's
gonna
take
a
lot
of
effort
and
courage
on
our
part
to
get
our
city
through
this,
but
I'm,
confident
that
we
get
it
done
with
mayor's
leadership,
and
with
that
I
ask
you
to
bless
us
in
your
name.
I
A
A
F
Good
afternoon,
mayor
council
and
all
other
public
safety
committee
members,
as
of
since
the
pandemic,
has
been
in
place,
we
only
continue
to
have
the
probable
cause
determination,
hearings.
Those
are
the
video
pleas
for
the
defendants
who
are
still
currently
in
jail.
We
are
still
open
to
the
public,
however,
we're
only
accepting
payments.
If
you
know
citizens
want
to
make
payments
on
their
citations,
in
addition
to
any
documents
that
need
to
be
filed
with
the
court,
there
is
an
option
to
pay
online.
F
However,
we
still
have
a
few
citizens
that
do
come
in
from
time
to
time
to
make
their
payments
in
person.
We
are
continuing
to
follow
through
on
Chief
judges,
justice
baby's
order,
so
there
are
no
jury
trials
during
the
video,
please,
the
prosecutors
and
judges.
They
do
go
over
dockets.
That
would
have
been
heard
on
those
particular
days,
but
we
do
not
currently
have
any
citizens.
We
have
no,
as
I
stated
before,
we
don't
have
any
jury
trials
going
on.
F
F
A
A
Esma
Schofield
mentioned
earlier,
there's
been
absolute,
no
jury
trials
anywhere
to
say
to
South
Carolina
and
that's
been
true
on
the
state
and
federal
level,
and
so
the
courts
have
been
trying
to
restrict
if
you
have
just
a
minimum,
bare-bones
minimum
cases
being
resolved
and
I
think
we're
just
trying
to
handle
those
are
in
in
detention
cases
right
now.
So
if
anybody
questions
on
that
or
how
that's
proceeding
open
any
of
those
questions
at
this
point.
Okay,
all
right!
A
F
F
When
we
met
on
October
18th
their
report,
which
was
effective
from
August
7th
2019,
there
were
approximately
396
defendants
with
jury
trial
cases
pending
and
there
were
a
total
of
542
cases
pending
and
of
those
542.
There
were
167,
DUI,
jury,
trial
cases
pending
and
at
that
meeting
it
was
asked
of
us
to
provide
a
breakdown
of
those
cases
and
where
we
were
so,
we
followed
up
about
a
month
later
on
about
two
months
later
on
November
15,
which
I
can
provide
you
with
those
numbers
as
well
as
of
November
15
2019.
A
A
F
We
have,
and
since
the
pandemic,
there
are
a
few
cases
that
do
still
need
to
be
scheduled
that
have
not
been
scheduled.
As
of
yet
and
I
will
say.
Since
we
started
the
pre
trials
because
we
implemented
having
pretrial
a
week
of
free
trials,
we
implemented
that
starting
the
first
week
of
January
6,
and
that
seems
to
be
making
some
improvement
to
try
to
move
some
cases
along
would.
A
F
Pre
trials
are
held,
the
first
I'm
sorry
they're
held
once
a
month.
I
apologize
hold
on
one
second,
they
are
held
once
a
month.
So
if
there
are
some
pre-trials
that
are
say
scheduled
for
the
first
week
of
January,
where
say
the
prosecutor
and
the
defense
attorney
can't
come
to
a
resolution
best.
They
have
the
pre-trial
week
to
try
to
resolve
a
case
without
it
actually
going
to
jury
trial.
So
it
the
case
has
an
opportunity
to
be
resolved
during
that
week.
F
But
if
it's
not,
it's
concerns
up
being
continued
to
the
very
next
month,
but
we,
the
way
that
we
did
the
schedule
for
this
year
is
whatever
judge
is
on
for
the
pre-trial
week.
That
same
judge
will
hear
those
cases
for
the
next
month
during
the
jury
trial
week.
If
the
case
is
not
resolved
during
the
pre-trial.
F
A
A
F
A
J
G
Can
tell
you
anecdotally,
I
can't
tell
you
the
number
of
cases,
but
I
think
it's
been
reduced
significantly
with
the
restaurants.
With
the
number
of
vehicles
I'd
say,
75%
of
our
vehicle
air
traffic
is,
is
disappeared
during
a
lot
of
the
times
when
we
would
be
doing
our
DUI
enforcement.
So
for
all
the
reasons
related
to
the
Kovan
that
we
would
I
think
guess
and
surmise
and
one
day
we'll
study,
I
think
and
find
probably
a
lot
of
fascinating
things
coming
out
of
that.
Yes,
our
numbers
down.
J
A
Go
get
a
fit
drinking
at
home
and
they're
up
not
on
the
road
traveling
council
motorcycle.
Did
you
have
a
hand
nope?
Okay,
you
know
in
a
totally
chief,
we
had
heard
that
there
may
be
an
increase
in
criminal
domestic
violence
with
folks
staying
at
home
and
drinking
more
frequently,
but
I,
don't
think
that's
been
the
case
either.
I've
also
seen
an
uptake
in
abuse
case
of
cdbg
cases.
Yeah.
G
A
Anybody
else
have
any
questions
for
mr.
Cofield,
so
where
we
stand
with
our
numbers,
that
was
very
helpful
in
congratulations
on
getting
some
of
these
numbers
more
under
control
and
I
would
encourage
you
to
keep
on
with
the
pretrial
conferences,
to
the
level
that
you
can
and
once
we
get
back
up
to
full
steam
with
our
judicial.
F
A
F
Yeah,
as
of
now,
we
do
I'll
definitely
pass
on
to
the
judges
what
you
said
as
far
as
you
know,
help
them
bring
those
numbers
down,
because
I
really
do
think
they've
worked.
You
know
really
hard.
You
know,
especially
since
the
last
time
that
we
were
since
the
last
time
we
report
it.
You
know
in
an
effort
to
bring
the
numbers
down
good.
B
A
A
H
Mr.
chairman,
thank
you
I,
just
I
just
had
a
question
you
know.
Procedurally,
do
we
do
we
have
to
interview
all
candidates?
Can
we
narrow
these
down
by
looking
through
you
know
these
resumes
and
trying
to
try
to
figure
out?
Okay,
let's
get
the
best.
How
many
ever
look
the
best
before
we
interview
or
do
we
need
to
interview
everyone
and
I?
You
know
I'd.
D
A
H
A
Have
no
problem
pairing
these
down
and
looking
at
and
saying
we
wanted
to
do
the
top
the
next
five
of
these,
then
we'll
call
on
Susan,
because
since
I
think
we
interviewed
every
one
of
the
first
batch
of
candidates.
Are
we
now
obligated
Susan
to
have
to
interview
the
entire
batch
of
candidates,
or
can
we
do
it
council,
the
ceiling
just
recommended
I?
Don't.
E
Think
you're
required
to
interview
all
of
them.
I
mean
you
made
that
decision
earlier,
because
it
was
a
smaller
pool
of
candidates.
But
now
we've
got
a
group,
that's
at
least
twice
as
big,
so
I
think
you
can
go
ahead
and
have
a
preliminary
list.
That's
maybe
five
candidates
and
then
and
then
you
can
interview
more
after
that-
it's
it's
whatever
you
feel
most
comfortable
doing
at
this
point
sounds.
A
C
From
my
perspective,
no
I
mean
I,
think
I
know
all
of
those
candidates,
except
one
I'm,
not
sure
what
that
some
benefit
or
not
I
I
think
the
interview
process,
the
last
time
around
was
very
helpful.
I
think
some
candidates
sort
of
rose
up
off
the
paper
that
you
would
have.
Otherwise
thought
would
have
done
so
and
that's
the
vice
versa,
so
how
many
are
left
on
the
list?
Mr.
chairman,
is
it
ten
or
eleven?
It's.
C
I
A
A
Why
don't
we
do
this?
Let
me
schedule
a
very
short
meeting
of
this
committee
to
go
through
these
candidates.
We
have
a
chance
to
review
them.
We
can
you
can
rate
them
any
way
you
want.
We've
got
that
process.
Then
we
can
decide
at
that
point
if
there's
some
that
we
don't
think
we
need
to
interview
at
all
or
if
we
think
we,
you
know,
go
ahead
and
interview
all
19
of
them
and
we
can
make
a
decision
at
that
time.
C
Just
a
quick
question
for
the
mayor,
or
maybe
Susan
but
I,
think
the
mayor
I'm,
not
sure
where
we
are
officially
on
a
hiring
freeze,
but
it
seems
to
me
we're
at
least
in
a
position
now,
where
we're
not
doing
a
lot
of
hiring.
If
any,
would
that
affect
this
process,
both
the
two
that
we've
recommended
to
you,
mr.
mayor
for
the
DUI
position
and
whoever
comes
out
of
this
pool
of
19?
Are
we
affected
by
sort
of
where
we
are
right?
Now
by
that.
J
We
we
are
well,
we
are
not
I'm
already
asked
about
it
or
Susan
did
through
we've
already
begun.
The
interview
process
before
the
freeze
went
in
place
and
the
way
we're
treating
the
new
hires
is
if
anyone
had
already
begun
an
interview
process
for
the
position
that
we're
allowed
to
proceed
in
this
case.
Frankly,
out
of
them
indicates
that
you
know
this
is
a
pretty
critical
position
to
fill
so
with.
J
However,
many
y'all
decide
to
interview,
I
would
urge
all
to
you
know,
push
forward
and
and
during
the
time
where
we're
partially
shut
down,
go
ahead
and
get
the
get
whatever
interview
done
and
and
I
look
forward
to
your
recommendation
and
I'd
like
to
try
to
done.
You
know,
resolve
this
and
come
back
to
you
with
with
recommendation
to
Council.
C
C
A
What
I
was
going
to
suggest
if
we
can
do
this
a
scheduled
meeting
for
later
the
squeaking,
the
Thursday
or
Friday,
and
trust
in
the
shift
through
these
applications
and
then
decide
how
we
want
to
proceed
after
we
collectively
review
these?
These
applicants
would
be
in
executive
session
doing
so.
That's
nobody
scheduled
for
maybe
a
Thursday
Friday
meeting.
A
A
A
Excluded
you
from
that
Club,
so
you
don't
have
to
join
us
at
that
time,
all
right,
so
Bethany
or
Jennifer,
two
o'clock
Friday,
and
we
would
we
would
start
the
committee
and
then
go
into
executive
session.
So
I'll
leave
it
up
to
you
all
to
tell
us
how
we
could
we
can
do
that
if
we
could
still
do
the
zoom
process
that
much
more
helpful
than
that's
just
mean
on
the
phone.
That's
possible.
A
E
This
is
Susan
could
I
just
add
one
thing
in
the
information
that
I
sent
to
everybody.
The
job
posting
was
included
in
that
email,
and
so
it
might
be
helpful
when
going
through
these
applications
that
the
committee
members
take
a
look
at
the
postings,
because
there
are
some
minimum
job
qualifications
there.
Okay.
A
And
that
may
help
us
back
to
what
Joslin
with
Sheila
mentioned.
They
may
help
us
pare
down
some
of
these
if
they
don't
have
the
requisite
qualifications.
Okay
plan,
all
that
on
Friday
thank
y'all,
then
we
can
from
that
point,
then
we
can
decide
how
we
want
to
proceed
with
the
actual
interview
process.
Okay,
which
leads
us
into
the
item
number
four
and
I.
Think
mayor.
A
You
already
answer
that
from
councilmember
seeking
us
questions
about
the
status
of
our
DUI
judge
and
prosecutor
I,
don't
know
if
there's
anything
else,
we
need
to
add
your
intent
is
to
present
those
names
once
you've
gone
through
the
process
to
counsel.
At
the
same
time
else
we
need
to
add
in
that
Susan
or
gentlemen.
A
All
right,
all
right,
so
I've
asked
our
Chiefs
to
sort
of
give
us
an
update
like
a
state
have
report
where
we
are
in
our
Police
Department
I
thought
this
was
even
more
critical
when
I
discussed
this
with
them
before
he
went
to
a
state
of
emergency
as
see
where
our
departments
as
far
as
numbers
with
the
employees
in
other
statistics,
I
think,
would
be
important
to
us.
So
we.
K
H
A
K
A
K
So
just
a
quick
snapshot
of
where
we
are
with
the
Charleston
Fire
Department.
If
we
go
back,
I
came
in
at
the
end
of
to
July
2018
or
at
2021
months
now,
and
my
marching
orders
coming
through
the
door
from
amertek
Limburg
were
threefold.
They
were
addressed
morale
issues
in
the
department.
Look
at
call
volume
on
the
peninsula
in
particular,
and
whatever
we
did
call
volume,
don't
come
back
and
ask
for
additional
resources
right
off
the
bat
and
then
look
at
the
infrastructure
of
the
department.
So
before
I
go
any
further.
K
So
the
state
of
the
department
in
the
word
is
is
good
and
I.
Think
I'm
going
to
reiterate
what
you
already
know
and
that
that
Charleston
fired
upon
there's
a
great
department
and
we've
got
great
people,
so
we've
coming
in
the
door,
it
didn't
take
long
to
address
some
issues
that
you
were
going
to
need
some
attention.
Obviously
morale.
We
had
an
extremely
high
vacancy
rate
when
I
walked
through
the
door.
K
The
department's
at
400
positions
right
now
and
the
vacancy
rate
got
up
to
79
positions
in
the
operations
division
and
then
a
couple
of
more
positions
in
the
Fire
Marshal's
Division.
We
had
call
volume
that
was
going
up.
We
had
assumed
these
issues
that
will
address
or
least
make
you
aware
of
it
in
just
a
little
bit
over
time
is
as
millions
of
dollars
over
what
we
budgeted.
K
We
have
a
strategic
plan
that
was
largely
not
used,
but
he
found
out
that
our
highest
o
assessment
that
benefits
the
city
was
due
and
not
much
work
had
been
done
on
that
front.
The
accreditation
that
the
fire
department
pursues
is
through
the
Center
for
Public
Safety
excellence.
That
was
due
and
we
had
not
made
any
progress
on
that.
It
was
hard
to
determine
what
the
long-range
planning
for
the
fire
department
was.
K
We
have
eight
plan
issues.
Obviously,
if
you
look
at
the
Charleston
Fire
Department,
if
you
see
our
firefighters
in
the
store,
if
you
stop
by
a
firehouse,
you
see
that
we
have
diversity
issues
and
then
coming
in
the
door.
We
had
a
leadership
vacuum
just
so
many
people
have
left
the
department
in
high-level
positions.
K
So
if
you
look
a
little
bit
more
than
a
year
and
a
half
later,
what
are
we?
What
are
we
doing?
Well
and
morale
has
gone
up.
The
vacancy
rate
has
gone
down,
we're
controlling
the
call
volume
we
have
maintained
our
ISO
accreditation,
our
ISO
assessment
of
the
class
one
we
are
making
strides
with
our
accreditation.
We
are
putting
plans
in
place
for
long-range
planning
that
will
help
the
city
and
then,
of
course,
everything.
That's
not
bolded
are
still
issues
that
are
trending
positively.
K
So
with
morale,
it
really
comes
down
to
lots
of
time
with
our
personnel
and
trying
to
retool
the
department,
get
them
to
relax
and
to
realize
that
that
love
matters
and
that
if
we
treat
our
people
well,
if
we
show
them
that
we
care
about
them,
then
great
things
are
possible.
It
doesn't
mean
that
the
results
don't
count,
but
it
means
that
if
we
could
love
first
and
show
them
that
the
personal
value
is
high
on
our
priority
list,
then
we
can
do
a
lot
of
things.
K
We
have
adopted
a
culture
of
the
same
failure
isn't
final.
Now,
of
course,
we
want
them
to
stay
away
from
critical
failures,
but
the
way
we
learn
things
is
by
trial
and
error,
and
if
you're
so
worried
that
when
you
get
to
the
error
part
that
you're
going
to
get
in
trouble,
then
you're
never
going
to
try.
K
We're
trying
to
build
a
trust
in
culture
and
all
the
science
that
I've
looked
at
indicates
that
to
change
a
culture
in
an
organization.
It
takes
three
to
five
years
of
constant
effort
without
the
catastrophic
event.
So
we
are
trying
to
build
a
trusting
culture
or
listening
to
concerns,
but
acting
on
them.
But
you
can't
get
past
the
fact
that
base
time
is
important
and
we
have
to
be
out
in
front
of
our
people.
You
have
to
meet
with
them.
You
have
to
talk
to
them
getting
into
some
of
the
metrics.
K
K
63
of
those
people
have
graduated,
the
fire
academy
are
and
are
now
in
the
fire
stations.
Our
vacancy
rate
has
dropped
from
21%
to
just
over
9%
in
the
operations
division.
We've
retooled
our
ems
responses,
which
has
greatly
controlled
our
call
volume
in
2018.
We
were
going
to
every
medical
call
that
was
coming
in
to
the
911
center.
Basically,
we
went
through.
We
looked
at
the
calls
that
were
coming
in
and
we
identified
calls
that
were
strictly
life-threatening
in
nature.
We're
talking
cardiac
arrests,
respiratory
arrests,
gunshots,
pregnancy
calls,
and
now
we
go
on
those.
K
We
found
out
that
the
Insurance
Services
office
was
going
to
reassess
the
city
of
Charleston
and
we
hadn't
put
a
whole
lot
of
effort
into
that
process.
We
had
an
all-hands-on-deck
we've
had
the
assessment
now
and
I'm
proud
to
say
that
the
city
of
Charleston
retained
its
classic
one
rating,
obviously
that
inch
that
impacts
insurance
rates
for
commercial
occupancies
in
the
city
of
Charleston,
three
main
criteria
that
were
evaluated
were
emergency,
dispatching
water
distribution
and
fire
protection.
K
The
accreditation
that
the
fire
department
maintains
is
through
the
Center
for
Public
Safety
excellence,
that's
a
five-year
accreditation
and
it
expires
at
the
end
of
this
year.
We
also
found
that
coming
in
the
door,
the
fire
department
had
not
paid
a
lot
of
attention
to
the
accreditation
process,
so
we
had
another
all
hands
on
deck
for
a
couple
of
months,
I'm
happy
to
say
that
we
submitted
our
documents.
K
Talking
about
long
term
planning.
One
of
the
things
that
I
found
difficult
was
looking
for
long-range
plans
for
the
fire
department.
Basically,
if
the
FRC
came
to
us
and
asked
us
what
the
fire
department
had
on
tap
or
what
the
fire
department's
needs
were
in
just
picking
a
year,
2025
I
couldn't
put
my
hands
on
the
document
that
spelled
out
what
we
needed
to
do
and
how
much
we
thought
it
was
gonna
cost.
K
That's
going
to
have
a
financial
impact,
but
then
also
if,
if
Council
or
the
mayor,
has
any
questions
about
the
direction
of
the
fire
department,
we
should
be
able
to
pull
out
a
document
in
any
given
year
and
show
you
what's
going
on
tangible
example
of
that
was
in
2019,
where
we
took
a
nebulous
apparatus
replacement
plan,
we
formalized
it,
we
presented
it
to
Amy
Wharton
and
now
that
is
the
driving
document.
That
indicates
when
apparatus
in
the
city
of
Charleston
needs
to
be
replaced
and
what
the
projected
cost
is
again
just
the
planning
through.
K
So
what
still
needs
to
happen,
we
have
to
control
overtime
costs
we
found
out
last
year
and
looking
at
the
metrics
of
the
department
and
actually
trying
to
track
what
is
important
to
us.
We
found
that
over
time
was
running
rampant.
There
wasn't
a
really
good
method
to
track
what
was
going
on.
So
in
2020
we
have
to
put
them
tracking
mechanisms
in
place.
I
can
now,
with
a
little
bit
of
effort.
Tell
you
exactly
where
our
overtime
dollars
are
being
spent
over
time.
K
It
will
partly
resolve
itself,
as
our
staffing
levels
continue
to
improve,
but
what
we
have
found
is
that
there's
a
state
mandate
that
indicates
that
for
every
fire
fighter
that
we
have
receiving
training
actually
for
every
five
firefighters
that
are
receiving
training,
you
have
to
have
one
state
certified
instructor
with
them.
So
obviously,
with
that
ratio
it
drives
our
overtime
cost
up,
as
we
continue
to
bring
firefighters
out
of
the
operations
division
into
the
training
division,
pay
them
an
overtime
rate
to
provide
the
training
for
our
personality.
So
we're
working
on
that.
K
There
are
seven
or
eight
goals
in
the
plan,
each
with
probably
five
sub
goals,
and
it's
just
way
way
too
much
information
now,
so
what
we
are
doing
is
engaging
in
a
new
planning
process
aimed
at
streamlining
the
strategic
plan,
the
fire
department
in
years
to
come.
What
we
want
to
do
is
we
will
make
sure
we
boil
it
down
to
the
things
that
really
determine
our
success.
Knowing
that
there's
a
lot
of
things
that
we
do
that
are
important,
but
don't
directly
influence
our
success.
K
So
we're
going
to
boil
that
down
as
an
example
of
that,
the
department
has
settled
on
two
outward:
what
we
call
wildly
important
goals-
and
these
are
concepts
that
are
in
a
book
called
the
four
disciplines
of
execution
and
we
roll
that
out
in
fire
department.
But
basically,
what
it
does
is.
It
says
you've
got
everything
that
goes
on
in
your
in
your
day
and
everything
that
keeps
you
from
being
productive.
But
if
you
could
carve
out
time
to
just
do
one
or
two
things
that
would
determine
your
success
as
an
organization.
K
What
would
they
be
so
for
the
Charleston
Fire
Department
as
it
relates
to
the
community?
We
have
settled
on
these
two
points
and
it's
to
increase
our
community
involvement
from
10
percent
of
the
population
to
25
percent
of
the
population
by
the
end
of
next
year
and
then
to
increase
our
good
infrastructure
from
43
percent
to
71
percent.
K
By
the
end
of
2024
and
as
a
driver
of
that
every
week,
we
have
quick
meetings
with
our
leadership
team
to
report
out
on
those
very
specific
items
and
I'm
happy
to
say
at
least
on
the
community
involved
in
front
we're
making
strides.
We
still
have
some
work
to
do
with
the
infrastructure,
our
our
pay
plans.
It's
quite
frankly,
it's
it's
largely
unpopular
with
the
firefighters.
Evidently
there
was
no
involvement
from
the
firefighters
in
its
development
spoken
to
K,
cross
and
AV
warden
about
the
plan
each
of
them.
K
You
negated
that
they
thought
from
the
outset
that
it
was
probably
not
a
good
plan
to
roll
out
sue
the
fire
department.
No,
a
new
fire
chief
is
going
to
come
into
the
organization,
so
just
in
in
a
very
high
level,
we
have
an
agreement
to
start
looking
at
that
plan
to
see
if
we
can
do
anything
different,
if
not
with
dollars
than
with
the
structure,
to
move
people
through
the
plan
right
now.
K
So
then
we
get
to
leadership
backing
when
when
I
came
into
the
department
a
little
more
than
a
year
and
a
half
ago,
obviously
I
was
new.
We
had
no
deputy
chiefs,
which
is
the
next
level
down
for
me,
and
we
had
vacancies
at
the
assistant
chief
level.
So
in
the
past
20
months
we've
promoted
three
deputy
chiefs
and
four
assistant
chiefs.
K
I've
got
one
more
assistant
chief
to
go,
but
obviously
would
that
creates
for
us
is
this
leadership
that
came
where
we
have
so
many
people
trying
to
learn
the
current
job
that
they're
in,
without
the
benefit
of
a
tenured
person,
being
able
to
show
that
that
person,
the
ropes
and
that's
a
little
difficult
for
us.
So
internally,
one
of
the
greatest
needs
that
we
have
is
leadership
development.
It
was
in
my
budget
presentation
last
year.
K
I
know
that
the
budget
climate
has
radically
changed
in
the
last
couple
weeks,
so
what
I
will
do
and
what
I
have
done
for
this
last
year
is
to
seek
out
opportunities
that
are
low
cost
or
no
cost
to
provide
leadership
training
to
our
upper-level
management,
yeah
I
said
in
the
budget
presentation
last
year.
If
you
want
me
to
crank
out
managers,
I
can
do
it
all
day
long.
K
If
we
look
at
diversity
very
quickly
at
the
top,
you
see
the
statistics
that
relate
directly
to
the
Charleston
fire
department.
That's
across
all
divisions.
But
then,
if
you
look
down
in
the
community,
you
see
that
the
demographics
of
the
Charleston
fire
department
do
not
reflect
the
community
that
we
serve
and
it's
a
goal
of
mine
that
even
if
we
can't
get
the
numbers
to
match
directly,
the
Charleston
Fire
Department
should
reflect
the
community
and
we
won't.
We
will
work
towards
that
as
a
goal
for
the
organization.
K
K
K
K
As
far
as
immediate
station
needs
we
are,
we
are
still
trying
to
secure
land
in
cane
boy
for
fire
station
22.
We
are
still
trying
to
secure
land
on
John
to
Island
for
fire
station
23.
We
have
plots
of
land
in
each
location
identified,
so
we're
working
with
AMI
and
with
real
estate
to
get
that
done.
Each
fire
house
is
projected
internally
with
the
Charleston
Fire.
Department
is
projected
to
have
one
engine
in
one
ladder
that
would
drive
with
30
personnel
in
each
facility
in
rough
dollar
numbers.
K
That's
2
million
dollars
in
salary
per
facility,
and
you
know
I
think
that's
important
as
we
as
we
plan
out
the
future.
It's
important
for
everybody
to
know
that
so
one
of
the
the
charges
that
mayor
tech,
Lindberg
gave
me
coming
in
the
door
was
to
look
at
the
facilities
that
the
Charleston
Fire
Department
has
and
develop
some
type
of
a
plan
to
move
us
past.
What
you
see
on
the
screen
right
now
and
get
us
into
something
probably
a
little
better
for
the
firefighters
for
lack
of
a
better
term.
K
So
we
have
internally,
we've
scored
our
facilities
and
we
have
determined
by
our
own
metrics
that
43%
of
our
facilities
meet
livable
standards,
we're
trying
to
get
that
to
71%.
So
I've
just
picked
out
a
couple
of
examples
to
show
you
what
we're
talking
about.
So
this
is
a
fire
station
number
10,
it's
right
off,
Savannah
Highway
on
Nichols
new
drawing.
Then
you
start
to
see
these
common
things
coming
up
and
start
to
steam,
the
terrier
Asian
in
the
bathrooms.
You
start
speed
to
see
the
state
of
the
furniture
fire
station
15
oncoming
Street.
K
You
know
of
interest
to
this
one.
You
see
that
one
there's
two
pictures
in
the
note:
that's
the
apparatus
floor
where
one
of
our
ladder,
trucks,
six
and
you
see
a
big
metal
plate
to
that
metal
plate
covers
a
hole
in
the
floor.
So
money
has
been
appropriated
this
year
to
fix
the
hole
in
the
floor,
but
what
they
have
found
is
under
under
the
fire
house.
K
It's
a
bunch
of
debris
that
was
knocked
down
after
the
hurt
I'm,
sorry
after
the
earthquake
in
the
1800s,
so
the
repair
is
probably
a
little
more
complex
than
anybody
thought.
If
you
look
at
the
picture
on
the
right,
you
see
a
little
break
here.
You
start
to
see
a
little
bit
of
sunlight
coming
through
the
bricks,
just
things
for
us
to
pay
attention
to.
K
Fire
stations,
six
two
on
Ashley
Hall,
Plantation,
Drive,
I-
think
by
even
parks
assessment,
we're
going
to
put
a
little
bandaid
on
this
firehouse.
It's
going
to
undergo
a
little
bit
of
a
facelift,
but
the
facelift
is
only
going
to
enable
us
to
stay
into
the
structure
for
a
couple
more
years.
I
think!
K
But
if
you
look
at
the
picture
on
the
right,
you
see
it's
just
a
shower
stall,
but
you
see
a
discoloration
to
the
left
of
the
drain
and
was
a
hole
that
was
in
the
shower
and
it
was
draining
directly
into
the
crawl
space
of
the
structure.
So
the
hole
is
then
tacked.
I
think
it's
just
indicative
of
the
state
of
the
fire
house
so
and.
A
K
K
K
With
all
that,
I
do
have
to
say,
there
are
flame
of
good
things
occur.
Yeah
we
put
out
fires
really
really
well,
and
that
seems
like
a
very
simple
statement.
There's
a
lot
that
goes
into
how
we
do
our
jobs.
I've
only
been
here,
20
months,
I
got
to
say
or
whatever
issues
anybody
had
with
the
leadership
before
I
got
here.
Putting
out
fires
and
doing
well
at
emergencies
doesn't
happen
by
accident,
so
things
were
going
well
before
I
got
here,
it's
just
my
job
to
improve
on
them.
K
Obviously
our
marine
division
is
doing
well,
they
look,
the
bottom
look
at
is
slide
and
fire
station
11
is
coming
along.
You
look
over
to
the
right
at
the
top.
That's
some
of
our
recruits
that
just
graduated
the
middle
picture.
Again,
it's
chief
Reynolds
and
me
and
from
what
I
understand
I
mean
I
came
out
of
an
environment
where
I
had
a
pretty
good
relationship
with
the
police
chief,
but
I've
landed
in
an
environment
where
I
have
an
absolutely
fantastic
relationship
with
the
police.
K
Chief
and
again,
that's
one
of
those
things:
that's
not
by
accident
either
and
the
dividends
that
are
paid
when
the
police
chief
and
the
fire
chief
get
along
with
our
synchron's.
It's
hard
to
to
measure
that
you
can
feel
it
so
I'm
very
thankful
of
my
relationship
with
chief
Reynolds,
and
then
you
look
at
that.
Bottom
right
photo!
That's
that
fire
engine
that
we
were
able
to
donate
to
the
Bahamas.
K
So
you
know
I
have
a
tremendous
sense
of,
and
it
doesn't
necessarily
stop
at
the
city
limits
of
charged
and
so
I'm
thankful
that
all
these
things
are
happening.
Thank
You,
chief,
this
and
you
here's
our
path
forward.
We're
going
to
we're
going
to
keep
our
service
delivery,
world-class
we're
going
to
focus
on
those
wildly
important
goals:
I'm
going
to
make
sure
that
all
the
policies
and
procedures
that
you
need
for
us
to
have
are
going
to
be
in
place.
K
A
A
Typically,
this
pandemic
in
the
state
of
emergency
and
I
offer
to
my
fellow
committee,
members
I
took
a
tour
a
lot
of
these
facilities
that
chief
koreahas
has
outlined
for
us
any
committee,
Mindy
councilmember
I,
would
offer
you
the
opportunity
that
chief
courier
and
his
staff
would
set
up
to
take
a
tour
of
these
facilities.
You
get
a
much
better
feel
for
the
state
of
these
facilities.
A
What
needs
to
be
done
there
I
know
that
we'll
be
addressing
this
in
our
budget
ad
hoc
budget
meetings
and
with
full
council
at
some
point,
but
I
would
highly
recommend
that
if
you
have
it
that
you
take
the
opportunity
to
take
a
tour
or
some
of
these
facilities,
particularly
there
in
your
in
your
particular
district.
Without
being
said,
if
we
can
get
my
chief,
if
you
can
get
rid
of
that
share
screens
and
get
back
to
look
at
my
other
committee
members
to
see
if
they
have
their
hands
up,
oh
hey.
A
H
Sir
Thank
You
mr.
Chairman
I
appreciate
it
and
and
Thank
You
chief
Carrie
I
appreciate
that
that
was
a
great
presentation
for
us.
Just
a
couple
of
things.
I
wanted
to
say
you
know
you
had
some
former
firefighters
on
there
at
the
at
the
beginning,
first
page
that
you
had
on
there
that
I,
recognized
and
I
think
it's
great
the
way
you
have
brought
in
some
of
our
retired
firefighters
and
brought
them
back
in,
and
it
helps
with
that
community
relationship.
H
A
lot
I
think
with
some
of
our
some
of
our
retired
firefighters,
some
of
them
that
I
recognized
on
there
but
wanted
to
ask
you
a
little
bit
about
the
overtime.
Are
the
new
recruits
now
helping
with
the
overtime?
Now
that's
starting
to
to
go
and
are
the
new
recruits
meeting
the
expectations,
the
ones
that
you
brought
in
recently?
I
guess.
K
The
the
new
recruits
are
meeting
our
expectations
and
they
are
helping
with
the
overtime.
The
big
issue
for
us
right
now
related
to
overtime
is
the
fact
that,
just
in
any
given
day,
all
the
training
that
a
firefighter
needs
to
maintain
his
or
her
certifications
requires
us
to
hire
other
firefighters
on
overtime,
to
provide
the
training
so
that
that's
the
main
driver
for
us
right
now.
So
well,
it's
going
to
be
a
longer
a
longer
fix
for
that.
But
you
know
we'll
we'll
start
to
figure
that
out.
H
H
It's
got
a
couple
of
years,
but
it
certainly
needs
our
attention
and
there
is
property
available
right
there,
that
Ashley
Hall
Plantation
Road
and
in
61
that
was
an
old
dry
cleaner.
So
just
wanted
to
mention
that
as
a
possibility
for
real
estate
and
for
you
that
I
think
it
would
be
an
easy
move.
If
we
happen
to
get
that
if
it
happened
to
be
available
when
we're
ready
to
move
and
it's
reasonable,
so
I.
A
C
I
A
Man,
if
I
could
decide
on
to
what
you
just
said
back
in
January,
my
wife
and
I
had
a
garage
sale.
It
was
a
miserable
rainy,
cold
day
and
somehow
chief
truly
knew.
We
were
having
this
garage
sale
and
showed
up
with
a
dozen
fresh
donuts
when
Krispy
Kremes,
but
just
very
much
reflects
his
humanity
side.
He
knew
that
we
need
a
little
sugar
push
to
get
us
through
the
morning.
A
C
G
G
How
do
we
plug
in?
How
do
we
save
lives?
How
do
we
stop
the
bleed?
How
do
we
get
into
an
event
quickly,
with
the
expertise
of
both
organizations?
Get
the
right
people
in
the
right
place
with
the
right
equipment
and
strategies
and
as
you
discuss,
leadership
is
what
it's
all
about,
and
it's
been
really
innovative
and
it's
been
really
helpful
and
I.
Think
in
the
end
we
know
some
tangible,
positive
results
operationally.
Not
just
you
know
make
us
feel
good,
but
I
think
it's
making
us
better.
G
So
next
slide
a
little
bit
on
the
audit.
Just
obviously
that's
a
priority
for
the
city
for
the
police
department,
I.
Think,
for
you
know,
policing
and
things
like
trust
and
engagement,
transparency
and
so
next
slide,
just
some
basic
updates
on
how
you've
all
helped
us,
the
mayor,
the
council,
the
community,
a
lot
of
different
partners.
G
We
now
have
and
she's
on
this
call
the
director,
research
and
procedural
justice
and
compliance
I
think
she's
been
to
a
public
safety
committee
right
when
the
just
before
the
kovat
all
kicked
off
when
she
was
in
town
before
she
started.
Wendy
stiver
and
so
she's
really
kind
of
hit
hit
the
ground
running,
and
it's
doing
a
lot
of
things
to
look
at
evidence-based
practices.
G
So
again
we
have
implemented
some
of
the
things
that
were
in
the
the
audit.
Already.
Some
of
those
are
listed
here
just
a
couple
examples:
a
lot
of
things
with
training,
our
body
cameras,
we've
learned
a
lot
from
the
Nathaniel
Rhoads
case.
As
an
example,
a
lot
of
things
that
were
discussed
internally
with
the
family
with
the
community
have
been
incorporated
into
our
department,
really
positive
changes
that
have
come
out
of
some
of
these
events
that
we've
learned
from
we've
incorporated
a
robust
citizen
complaint
process
where
people
can
come,
we
are
responsive.
G
We
document
those
complaints,
we're
encouraging
people
to
complain.
We
want
to
hear
complaints
and
our
numbers
of
complaints
as
a
result
have
gone
up
significantly,
which
we
take
as
a
very
positive
step,
put
a
lot
of
focus
on
use
of
force,
other
things
that
were
part
of
the
reporting
process
and
the
data
analytics
with
the
actual
audit
itself.
Another
example
of
training
is
some
of
the
things
that
we've
done
to
change
with
the
cove
of
19.
G
We
have
just
stopped
training,
we've
adapted
to
that
and
we're
doing
some
things
that
we
have
not
stopped
training
we've
just
done
it
differently.
Next
slide
a
big
area
of
our
development,
our
organizational
development.
If
you
will
our
succession
planning,
it's
been
focused
on
accountability
from
the
top
down
and
the
bottom
up
and
we've
kind
of
breezed
some
new
life
into
areas
like
our
internal
affairs
division
and
again
you
I
kind
of
referenced.
G
The
intake
and
feedback
system-
and
some
of
those
are
positive,
complements
we
have
a
large
number
of
compliments
that
come
in
that
we
also
codify
and
document
and
track,
and
we
have
a
compliance
officer
who
is
a
part
of
our
PSO
and
in
the
internal
affairs
process
and
actually
doing
audits
of
a
variety
of
things
throughout
the
apartment,
to
make
us
better,
and
you
know,
trust
but
verify
a
lot
of
the
things
that
we've
been
talking
about.
Doing,
measuring
those
making
sure
that
we're
we're
we're
achieving
the
right
outcomes
next
slide.
G
G
We
got
a
grant
with
the
Rotary
recently
and
we're
actually,
probably
as
of
July
1st,
going
to
begin
that
whole
process,
maybe
June,
1st
and
I,
have
picked
a
I
think
a
program
that's
going
to
fit
well
with
our
organization
and
I
have
talked
preliminarily
with
the
end
that
we
might
be
able
to
incorporate
the
fire
department
into
some
of
our
efforts
and
vice
versa.
We've
just
kind
of
on
a
high
level
discuss
some
of
that.
These
are
just
a
couple
examples
Jason's
on
the
phone
right
now
with
us,
and
you
can
congratulate
him.
G
So
the
strategic
planning
process
has
been
ongoing.
We
were
due
for
a
new
strategic
plan.
We
engaged
the
College
of
Charleston
Bob
kale.
He
actually
was
able
to
provide
grad
students
and
their
cost
and-
and
they
were
half-time,
I
think
20
hours
a
week
and
they're
engaged
with
Kyle
on
Middleton
myself,
Jason,
lieutenant
cartel
and
others.
They
facilitated
multiple
meetings
with
our
entire
command
to
get
input
on
what
a
strategic
plan
should
incorporate.
So
there's
three
significant
pieces
to
the
strategic
plan,
which
is
just
being
finalized.
G
2
is
the
audit
itself
and
3
is
our
strategic
plans,
so
that'll
be
all
one
singular
document
and
that'll
be
a
significant
driving
force
where
the
director
of
our
procedural
justice,
Wendy
stiver
and
those
who
have
not
heard
about
Wendy.
Let
me
just
give
you
a
little
bit
of
background
on
her.
She
just
as
she
began
here,
she
retired
from
a
full
career
20-plus
years
in
Dayton
Ohio.
She
was
a
major.
She
was
the
chief
of
staff.
G
Ok,
this
is
just
again
the
most
important
part
of
our
organization,
as
Dan
said
by
far
is
we
got
great
organization
because
we
have
great
people
kind
of
exciting
to
see
them
in
action.
I
get
excited
about
it,
I
don't
think
I'll
ever
get
tired
of
it.
We
have
really
amazing
people
next
slide,
so
the
next
this
slide
and
then
the
next
one.
G
After
this,
our
org
chart
has
kind
of
changed
from
when
I
got
here
to
this
version,
and
then
you
can
go
to
the
next
slide
and
you
kind
of
see
some
things
highlighted
our
community
oriented
policing,
division,
focusing
a
lot
of
time
and
effort
on
recruiting
and
traffic
and,
and
specifically,
it
sounds
very
simple,
but
saving
lives.
I'm
dealing
with
things
like
flooding,
I'm,
dealin,
with
quality
of
life
issues.
Complaints
traffic
is
the
number
one
complaint
in
all
of
our
communities.
It's
the
top
factor
in
loss
of
life.
G
G
If
you
look
at
the
Left,
where
it
says
compliant
manager
and
I'll,
just
highlight
these
couple
things
we
have
created
what
was
all
separate
one
pipe.
If
you
will
for
Internal
Affairs
training
and
policy
we
meet
every
week,
and
we
talk
about
issues.
We
recently
had
a
shooting
as
an
example.
What
was
the
after
action
from
that
shooting
as
complaints
come
in?
What
are
they
after
action
from
those
complaints?
What
are
areas
where
we
can
improve
on
our
training
on
our
policy?
G
So,
instead
of
reacting
having
a
conversation
every
week
about
all
of
those
types
of
things
and
incorporating
those
changes
into
constantly
evolving
policy,
our
training
and
other
things
next
slide,
so
staffing
and
recruitment,
we,
our
numbers,
have
have
for
a
whole
variety
of
reasons,
for
attrition,
for
what
I
would
describe
is
a
really
really
uncharacteristically
strong
economy,
which
now
is,
as
we
all
know,
is
we're
kind
of
on
the
opposite
end.
We
really
retooled.
G
All
of
our
recruitment
in
social
media
and
going
to
HBCUs,
historically
black
colleges,
universities
in
targeting
kind
of
rebranding,
helping
the
people
within
our
organization
go
back
to
their
colleges,
their
institutions
and,
of
course,
working
with
all
of
our
local
entities
like
sit
idle
and
a
whole
variety
of
other
strategies.
And
so,
if
you
look
at
our
staffing,
we're
probably
going
to
have
a
class
of
30
in
June
and
another
class
of
30
in
September,
our
hiring
is
looking
very
good
and
I.
Think.
G
Unfortunately,
this
this
virus
is
going
to
help
us
and
and
I
think
it
will
be
already
kind
of
we're
beginning
to
get
some
momentum
and
that's
going
to
take
us
and
further
getting
back
up
to
full
staffing,
and
a
lot
of
things
have
gone
into
that.
We
try
to
include
the
entire
agency.
My
feeling
is
the
best
recruiters
are
the
men
and
women
in
our
department,
and
so,
if
there's
a
reason
why
that
wasn't
happening,
how
can
we
address
that?
How
can
we
make
people
be
our
best
recruiters?
How
can
we
reduce
attrition?
G
G
I'll
talk
a
little
bit
about
crime
and
traffic
next
slide,
so
crime
property
crimes,
tetanus
seemed
to
be
going
down.
Burglaries
I'll
just
give
us
an
example
right
now
with
everybody
at
home
with
the
virus,
you
know,
there's
a
significant
decrease
in
burglaries,
I'll
say
what
I
think
we
all
know.
We've
said
this
before
crime
in
the
city
of
Charleston
is
is
relatively
low.
We
have
a
very
safe
city,
but
we
had
to
pay
very
close
attention
to
these
numbers.
We
really
have
done
a
lot
with
community
engagement.
G
We
actually
want
to
encourage
reporting
of
crime
crimes
woefully
under
reported
and
I'll.
Just
make
a
comment
on
what
I
think
council
members
had
asked
me
earlier
about
domestic
violence
are
those
up
or
down
during
this
there's
a
lot
of
concern
in
the
in
the
criminal
justice
community
that
those
crimes
will
be
underreported
so,
even
though
they
may
be
down,
it
doesn't
mean
they
actually
are
down.
G
There's
a
lot
of
people
that
are
confined
with
with
their
cohabiters
with
their
partners
and
because
of
that,
maybe
be
afraid
where
otherwise,
maybe
they
wouldn't
have
been
afraid
to
report
domestic
violence.
So,
even
though
our
numbers
might
be
down
just
like
we're
dealing
with
the
courts
yeah,
it's
not
just
numbers,
it's
about
getting
justice
since
why
I
think
bringing
these
new
judges
on?
Why
having
a
prosecutor
for
duis?
Why
actually
going
and
having
some
of
these
jury
trials?
Not
just
cleaning
the
cases
out?
G
Let's
just
get
writing
rid
of
those
numbers
wise,
but
paying
close
attention
to
the
details
of
those
people
that
are
repeat
offenders
and
getting
those
people
a
better
education,
so
very
thankful
for
what
you're
all
doing
to
support
us
in
the
courts.
Aggravated
assaults
are
up.
Our
theft
of
items
from
vehicles
are
up
and
specifically
theft
of
guns
from
vehicles,
which
I
think
is
there.
Some
parallel
to
our
aggravated
assaults
are
up
all
things
that
we
talk
about
regularly
on
our
community
meetings.
G
We've
had
a
lot
of
success
with
arrest,
you'll,
hear
more
I
think
in
the
media
soon
about
some.
Some
of
my
concerns
about
people
that
are
being
released.
There's
been
some
discussion
recently
with
the
coven
19
and
the
Supreme
Court
in
South
Carolina,
and
discussions
about
releasing
people
from
jail
which
I'm
all
for
that.
For
low
level
offenders,
we've
had
some
very
serious,
violent
offenders
and
I'll
just
give
you
one
of
many
examples.
Within
the
last
couple
weeks,
we
had
an
offender
called
Tamar
Stanley.
G
He
did
a
double
homicide
in
North
Charleston
in
September
of
nineteen
a
couple
weeks
ago.
He
was
released
in
our
community
within
one
hour.
We
made
a
traffic
stop
and
he
was
stopped
with
a
loaded
handgun
in
the
console
with
his
brother
who's
wanted
on
a
warrant,
thankfully,
and
working
the
solicitor
and
others
he
was
placed
back
in
jail.
I
can
talk
about
many
many
instances
of
violence
where
we've
had
reoffending
a
grievous
cases
to
include
rape
and
homicide
and
other
things
where,
in
my
opinion,
the
opinion
the
offender
should
have
been
in
jail.
G
G
If
you
look
at
the
blue
line
on
the
left
for
calls
for
service,
that's
the
normal
and
then
you
look
at
the
red
line.
That's
weeks,
one
to
five
and
then,
if
you
look
at
the
green
line,
that's
the
most
recent,
and
so
we
pay
close
attention
that
if
you
look
at
the
the
dots,
if
you
will
left,
is
Monday
and
then
in
the
file,
all
the
way
to
the
right
is
Sunday.
G
Interestingly,
though,
even
with
the
lesser
call
volume,
we
continue
to
see
some
changes
in
in
again
in
shootings
and
other
things
that
we're
paying
close
attention
to.
So,
if
you
look
on
the
right,
those
are
some
of
the
things
we're
looking
at
aggravated.
Assaults
seem
to
be
up
week,
one
to
five
which
I
referenced
earlier
again.
You
can't
make
a
lot
of
conclusions
on
each
one
of
these
weeks
and
week,
the
week
they're,
relatively
small
numbers
that
we're
talking
about,
and
now
they
look
to
be,
maybe
coming
back
down
again
this
week.
G
Aggravated
assaults
is
that
is
the
category
that
had
the
most
concern
about
and
then,
if
you
look
at
domestic
violence,
we've
ones
through
five,
it
was
relatively
the
same
on
average
and
then
it
looks
like
it
might
be
going
up
in
week,
six
so
things
that
were
paying
it.
Just
so
you
see,
and
then,
if
you
go
the
next
slide.
G
Generally,
what
this
slide
shows
is
some
of
the
people
and
that
are
involved
in
the
collisions
that
we're
seeing
one
of
the
things.
If
you
look
at
there,
the
red
line,
if
you
will,
is
that
there's
an
increase
in
population,
as
we
all
know
that
there's
a
strain
on
our
infrastructure
and
as
the
population
increases,
you
would
think
that
there
may
be
a
correlating
increase
in
collisions,
and
the
good
news
is
that
it
appears
that
our
collisions
are
not
correlating
with
the
population
increase
that,
to
some
degree
our
collisions
are
going
down.
We
focus.
G
G
The
Forensic
Services
Building
off
of
East
very,
is
amazing.
It's
the
it's,
the
Jason
Kongsberg
and
his
crews,
the
the
contractor
they
from
what
I
have
seen
and
heard
are
on
point
on
schedule
and
doing
a
great
job,
I
haven't
heard
otherwise,
and
that
there's
two
things
in
this
new
building
that
will
really
be
game.
Changers
that
you'll
hear
again,
depending
on
fiscal
constraints
and
other
things
before
the
kovat
virus,
at
least,
is
that
we
have
two
new
things:
DNA
testing
and
ballistics
testing
that
we
have
capabilities
of
in
this
new
lab.
G
So
we
have
a
lot
of
grants
that
we're
seeking
to
be
able
to
build
that
we're
unique
one,
because
we
now
the
facility
that
will
facilitate
that.
We
have
a
lab
director
with
Judy
Gordon
that
can
enable
that
to
happen.
There's
a
lot
of
people
talk
about,
but
really
it
takes
a
whole
lot
to
be
able
to
be
ready
to
have
a
staff
to
have
the
facility
to
have
the
expertise
that
judy
has
to
be
able
to
actually
have
a
forensics
lab.
G
What
you
see
below
is
an
exciting
positive
development
on
the
left
is
where
our
training
room
was
in
that
room
when
they
took
it
apart.
Those
who
have
been
in
Charleston
long
time
might
remember.
This
is
a
courtroom.
It's
the
training
room
that
was
in
the
front
of
our
building.
We
had
a
use-of-force
area
in
there.
That
was
is
now
on
from
Gate
Street
and
we
had
a
training
room.
G
We
kind
of
broke
the
wall
barrier
between
the
two
of
them
and
I
mean
this
was
to
say
this
was
kind
of
not
what
it
needed
to
be
would
be
an
understatement.
Hvac
from
the
building
settling
the
the
vents
were
actually
disconnected.
There
was
rats
and
all
kinds
of
things,
and
here,
if
you
look
on
the
right,
they've
renovated
the
room,
and
we
have
a
great
facility,
which
we
have
a
lot
of
federal
funding,
that
where
we
can
host
HIDA
training
and
a
whole
variety
of
other
things.
G
So
it's
a
smart
classroom
that
I
think
is
really
going
to
be
a
great
value
that
we
can
use
for
a
whole
lot
of
different
things,
and-
and
we
can
benefit
from
funding
that
we
couldn't
necessarily
previously
benefit
from
it's
a
smart
classroom
and
as
we
do
zoom
and
as
we
project
training
out
the
different
locations,
we
have
command
meetings.
We'll
be
able
to
facilitate
that
in
a
great
way
from
that
room.
G
G
G
Footprint
on
the
expectations
in
the
port
I
have
a
good
relationship
with
the
CBP
port
director
here,
as
well
as
Richard
Quinn,
as
well
as
the
outgoing
commander
of
the
Coast
Guard
john
reed,
and
which,
by
the
way,
I
think
we're
gonna,
be
hiring
his
son
in
the
next
Academy
class.
That
starts
in
June
and
and
so
as
we
as
the
port
grows.
The
expectation
for
us
to
handle
something
like
an
active
shooter
on
a
vessel
on
the
water
is
significant.
G
How
can
we
actually
create
a
capacity
for
form
of
a
training,
complex
I've
been
asked
by
opinion?
Can
we
do
it
with
Fire
Rescue,
absolutely
I
think
that's
the
right
way
to
do
it.
That's
been
my
experience.
I
think
it
would
be
very
synergistic.
I
think
it
would
make
sense
for
a
lot
of
reasons
in
terms
of
cost
savings
and
efficiency
on
there's
some
things
that
we
don't
need
in
our
academy
that
are
very
costly,
ie,
a
driver's
training
track,
a
big
fancy
range
I.
G
G
G
A
H
Sir
mr.
Shealy,
thank
you
thank
you.
I
just
I
wanted
to
congratulate
Jason,
Brewer
and
Mike
Thomas,
obviously
to
and
say
thank
you
to
the
chief
for
bringing
in
Wendy
stiver
I'm
ethic.
That's
an
excellent
excellent
hire
and
congratulations
on
that
and
welcomed
her
in
and
just
you
know,
I
need
to
have
the
training
in
forensics
in
my
district
and
just
wanted
to
ask
you,
though,
I
haven't
heard
anything
on
the
citizens
police
advisory
group,
or
do
we
still
have
that?
Are
they
still
meeting
or
is
anything.
G
Absolutely
we
do.
In
fact,
one
of
the
things
that
Wendy
has
been
tasked
with
and
she's
working
with,
Jason
and
Steve
Roman
has
been
kind
of
our
lead
is
to
work
with
the
mayor's
office.
Mike
Tito
in
getting
it's
been
a
struggle,
because
the
whole
purpose
of
the
council
is
independent
from
the
police
department.
So
we
don't
control
the
Advisory
Council
and
that's
by
design.
If
I
did
I'd
have
my
own
people
on
there
and
we'd
have
a
fishing
great
you
know
ongoing.
G
So
one
of
the
things
that
we've
had
to
do
is
get
membership
kind
of
back
to
a
full
membership.
The
last
meeting
that
we
had
where
we
won
over
the
audit
I
believe
it
was
in
January.
We
didn't
even
have
a
large
enough
people
to
have
a
query.
So
we
have
new
people.
New
council
members,
who've
nominated
new
people.
I
know
Jason
did
a
lot
of
work
and
engagement
with
us
on
that
and
others
as
well.
So
I
think
we're
getting
closer.
G
C
A
I
J
You
mr.
chairman
I
I,
just
want
to
add
my
thanks
to
chief
Reynolds
for
his
leadership
as
well,
and
another
gentleman
as
I
mentioned
before,
who
loves
to
leave
things
better
than
he
found
them
in
he's,
he's,
definitely
doing
that
we
had
a
had
a
great
department
in
it
and
we're
just
making
it
better,
so
I
would
I'm.
Mr.
chairman,
just
we
had
another
committee
meeting
set
right.
J
A
J
A
A
Think
that
helps
us
and
tells
us
when
we
go
back
to
our
constituents
and
you
want
to
know
what's
going
on
with
our
departments.
What's
transpiring
was
taking
place
where
our
numbers
and
I
sound
like
a
broken
record
on
this
thing,
but
you
pointed
it
out
the
number
Riggins
on
cars
and
number
of
guns
being
stolen.
We
have
we
have
discussed
this
issue
before
how
to
get
a
better
handle
on
it,
and
we've
still
got
to
address
that.
A
That's
one
of
the
things
that
keep
on
going
up
a
property
crime
side
orifice
with
cars,
particularly
firearms
and
I,
know
that's
a
high
number,
typically
in
Wesley
areas
and
just
getting
people
to
lock
their
damn
car
doors.
Would
it
decrease
this
number
significantly?
So
we'll
continue
our
discussion
of
how
we
can
improve
on
that
category,
but
thank
you
all
for
participating.
A
A
This
is
awful
more
for
information
purposes
and
we'll
see
you
I'll
see
some
of
y'all
in
the
next
few
seconds
and
then
some
of
all
I'll
see
y'all
at
our
full
council
meeting
tomorrow
as
well,
so
we'll
sign
off
and
we'll
jump
right
into
our
next
meeting,
which
is
I'm,
cheering
I.
Think
it's
real
estate
as
well
thank
y'all
very
much.
Thank
you.
Thanks.