►
From YouTube: Human Services Committee Meeting 11/5/2018
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
Good
evening
welcome
to
the
Human
Services
Committee
meeting
for
Monday
November
5th
2018.
We
have
a
quorum,
so
you're
going
to
get
started,
I'm
going
to
move
that
we
approve
the
minutes
from
October
1st
2018.
Second,
all
right,
all
those
in
favor
aye
all
right.
Any
opposed.
All
right
motion
carries
citizen
comment
and
this
committee
goes
along
with
the
topic.
So
we
have
two
speakers
who
are
signed
up
to
speak
about
police
matters.
So
we
will
take
you
when
we
get
to
the
police
issue,
Oh.
Actually,
I!
A
B
B
We
are
moving
in
the
right
direction.
Our
numbers
are
low,
thanks
to
all
the
efforts
that
we've
actually
put
in
and
thanks
for
everyone,
who's
contributed.
So
it's
it's
going
really
really
well
with
our
pest
control
operators.
As
you
know,
we
went
back
to
them
after
we
had
some
issues
with
smithereen
and
now
they're
back
in
they're
doing
wonderfully
well.
So
so
no
issues
there
and
the
numbers
are
down.
So
I'm
really
really
excited
about
that.
Do.
B
B
A
D
You
I
think
you
brought
a
point
about
the
budget
and
the
police
department
in
this
report.
My
issue
is
this
report:
is
a
year
late
and
happening
if
you're
dealing
with
a
budget?
Why
aren't
you
looking?
Why
weren't
you
looking
at
this
a
year
ago?
Why
would
you
let
the
city
manager
to
basically
adjust
police
staffing
levels
in
the
community
without
any
discussion?
I
mean?
Are
we
awake
here?
D
That's
the
question
because,
as
I
read
this
report,
we
were
at
8:00,
we
went
to
10:00
and
you
know
back
to
ten
and
eight
I
mean
it
seems
like
there
are
problems
just
like
with
the
Health
Department.
You
know
we
had
people
come
up
here
because
that's
part
of
this
committee
and
say:
oh
well,
we
couldn't
have
a
Health
Department
cuz.
We
were
cutting
things,
so
it
seems
to
me
it's
just
with
I'm
paying
twenty
five
thousand
dollars
for
a
report
and
I'm
in
the
middle
of
a
budget
crisis
and
I.
D
Don't
know
what
I'm
doing
because
you're
at
the
end
of
the
day,
this
report
doesn't
do
anything
to
help
you
make
a
decision
on
the
budget
and
that's
a
problem.
That's
the
issue:
I
mean
what
is
the
city
manager
done
to
basically
make
you
make
a
decision?
He
just
wants
to
do
what
he
wants
to
do,
to
make
the
numbers
and-
and
he
did
the
same
thing
with
the
Health,
Department
and
I'm
sorry.
This
is
not
the
way
to
do.
Business.
D
I
mean
he
really
should
have
done
this
a
year
ago,
and
we
should
had
a
discussion
at
that
time
and
that's
how
it
should
be
done
and
I'm
sorry.
You
know
if
you
can't
figure
that
out
and
you're
gonna
keep
letting
him
do
this
with
everything.
We're
gonna
have
more
and
more
problems
and
I.
Warn
you
in
2020.
The
budget
crisis
is
just
as
big
and
it's
not
getting
fixed
and
he
won't
fix
it
and
I
meet
there.
You
know
and
the
other
thing
his
authority,
and
we
can
talk
about
that.
D
D
You
better
demand
a
lot
more
out
of
him
when
he
comes
and
does
her
things,
get
the
numbers
and
demand
the
numbers
and
don't
make
a
decision
until
you
have
the
numbers,
because,
frankly,
I
don't
know
what's
going
on
and
the
police
will
affect
the
poor
if
the
police
staffing
levels
are
wrong,
you'll
have
problems
and
you'll
have
more
problems
and
more
problems.
So
just
think
about
that.
Thank
you.
Thank.
E
E
I'm
pleased
with
the
way
this
report
has
come
out,
I
think
it
helps
focus
my
attention
chief
Addington's
attention
and
perhaps
most
importantly,
the
new
chief
of
police
is
attention
too,
will
be
coming
on
board
here
in
a
few
months
on
some
issues
that
will
be
facing
as
we
move
forward
with
the
police
department
decision.
Making.
Policymaking
is
never
something
that
is
done
in
a
vacuum.
It
is
done
over
a
long
period
of
time.
E
The
Anniston
Police
Department
has
been
here
for
over
a
hundred
years
and
God
willing
will
be
here
for
another
hundred
years
serving
the
residents
of
so
I
think
this
report
is
very
timely.
I
think
it
provides
a
good
framework
to
look
at
issues
that
we're
facing
and
in
talking
with
chair
Fleming
earlier
this
evening,
I
think
it's
an
opportunity
for
additional
discussions.
This
is
not
meant
to
be
a
report
to
be
put
on
a
shelf.
E
E
But
as
you'll
hear
in
a
few
moments,
the
recommendations
are
a
little
bit
more
far-reaching
and
I
think
would
be
appropriate
offer,
for
the
discussion
of
this
committee
certainly
will
make
this
report
available
to
our
candidates
for
chief
of
police,
as
well
as
the
candidate
that
is
selected
to
really
take
this
information
and
him
or
her
have
that
ability
to
build
on
that.
So,
madam
chair,
unless
there
is
any
initial
questions
of
the
committee,
I'd
like
to
introduce
Deborah
Kerr,
be
from
Hillard
Hinds.
Who
will
give
a
brief
presentation
at
the
report.
F
Good
evening,
thank
you
for
having
me
here
today,
I
appreciate
your
time
and
I'm
looking
forward
to
being
able
to
answer
any
questions
that
you
might
have
based
upon
that
our
presentation
is
very
brief.
I
find
that
death
by
PowerPoint
doesn't
do
anybody
any
well.
So
our
report
is
titled
supporting
excellence
and
efficiency
in
the
delivery
of
police
services,
and
we
really
felt
that
during
our
time
here
in
Evanston,
we
really
identified
a
goal
and
a
desire
to
make
sure
that
the
delivery
services
in
this
community
met
community
expectations.
F
As
far
as
hild
Hinds,
we
are
Chicago
based
were
internationally
known,
we're
a
security
risk
management
firm
that
covers
a
range
of
issues
from
law
enforcement
through
threat,
violence,
risk
management
trainings.
So
we
cover
a
broad
finale
of
actions
that
we
undertake
here
in
Chicago
and
elsewhere
across
the
country,
as
it
relates
to
law
enforcement
practice.
We
have
conducted
dozens
of
assessments
and
law
enforcement
agencies
across
the
mirror
from
large
cities
such
as
San
Francisco,
down
to
smallest
with
Saint
Anthony's
village
was
twenty-two
police
officers.
F
So
our
realm
of
experience
and
background
in
law
enforcement
where
they
stand,
how
they're
structured
what
are
some
of
the
priorities
and
what
are
some
of
the
challenges
facing
law
enforcement
today
is
based
generally
upon
our
local
experience,
the
experience
of
our
team,
many
of
whom
I
have
been
prior
law
enforcement
executives,
but
also
based
upon
our
on-the-ground
experience
in
cities
across
America.
Your
team
here
visibly
consisted
myself.
Deborah
Kirby
I
am
currently
the
chief
legal
officer
for
Hillard
Hinds,
but
I
was
brought
in
three
years
ago
to
Teo
their
practice.
F
When
it
came
to
the
collaborative
reform
initiative
under
the
cop's
office
across
America
nine
cities,
we
were
brought
into
those
cities
to
help
adjust
issues,
usually
post
a
bad
incident,
public
shooting
event
or
some
other
charged
event
that
put
the
community
up
in
arms.
My
partner
on
this
project
with
James
Hickey.
He
is
also
a
well
respected,
subject
matter
expert
in
law
enforcement.
F
Both
of
us
are
originally
from
the
Chicago
Police
Department
Jim
had
a
dual
experience
in
terms
of
that
he
was
civilian
and
sworn
in
the
later
part
of
his
career
was
really
focused
on
technology
policy
and
engaging
with
local
communities
and
sharing
data
and
information.
So
that
was
your
team
here
behind
the
scenes.
We
are
supported
by
a
wide
range
of
expertise
and
support,
including
people
who
have
had
experience
in
chief
in
the
suburbs
of
Chicago
large
City
Chiefs
we've
got
State
experience,
technical
experience
as
well
as
project
management
experience.
F
We
came
in
and
really
kind
of,
focused
on
what
we
knew
to
be
those
hot
topic
areas
and
really
to
look
at
them
from
a
high
level
perspective
and
say:
okay,
what's
happening
in
this
organization,
what
makes
it
work
and
what
are
some
of
the
challenges
that
faces?
We
reviewed
data
and
documents
provided
by
the
apartment
and
we
interviewed
a
range
of
internal
stakeholders
and
some
of
the
external
city
partners
to
the
organization.
This
is
not
a
public-facing
event
or
assessment.
F
It
was
not
intended
to
be
early
on
what
we
did
was
we
took
the
information
that
we
were
able
to
develop,
and
then
we
benchmarked
it
against
what
we
knew
to
be
national,
local
and
other
types
of
practices
in
terms
of
the.
How
would
you
say
the
professional
groups
associated
with
law
enforcement,
including
IACP
perf?
They
all
have
acronyms,
but
they
all
mean
something
to
law
enforcement
generally.
F
What
we
came
away
with
from
our
event
here
is
that
we
really
did
not
come.
We
did
not
encounter
any
low-hanging
fruit,
that's
a
good
thing
in
terms
of
being
able
to
validate
what
your
police
practices
are,
but
it's
also
a
challenging
thing
because,
as
were
aware,
you're
coming
into
a
budget
process-
and
there
are
concerns
about
what
the
budget
is
normally-
law
enforcement
is
one
of
your
larger
consumers
of
the
city
budget
and
so
any
type
of
cut
that
you
can
make
to
a
law
enforcement
or
police
department.
F
There's
one
that
generally
benefits
the
coffers
of
the
city.
But
we
also
have
the
experience
of
knowing
that
those
types
of
decisions
and
where
and
how
to
cut
within
an
organization
usually
need
to
be
driven
by
a
strategic
process,
and
so
normally
what
we
see
with
law
enforcement
departments
is
that
sometimes
the
strategic
plan
of
that
organization
is
not
always
fully
effectuated,
and
so,
as
we
start
to
make
cuts
to
an
organization.
F
F
I
know
that
has
been
shared
a
level
of
nuance
around
the
budget
planning
and
our
goal
here
is
really
to
maximize
return
on
investment,
not
from
a
budget
perspective,
because
we
leave
that
to
you,
but
truly
from
a
law
enforcement
perspective
and
saying:
okay,
what
do
my
officers
do
and
how
can
I
make
sure
that
I'm
getting
the
best
value
out
of
them?
The
one
thing
I
do
need
to
note,
particularly
because
they
stand
before
Council
is
that
there
is
a
typo.
In
my
report.
We
identified
eight
wards
in
the
city
of
Evanston.
F
Hopefully,
nobody
identified
here
when
we
look
at
it
from
a
high-level
view,
though
there's
three
things
that
stick
out
as
this
organization
goes
forward
right,
and
so
you
have
professionalism
notwithstanding
some
of
the
challenges
that
all
law
enforcement
agencies
have
from
time
to
time.
This
organization
really
struct
us
as
a
professional
organization
and
one
that
had
a
level
of
commitment
throughout
the
organization
to
its
people.
F
As
we
talk
to
commanders
and
other
department
members,
the
nuance
of
what
it
meant
to
be
a
law
enforcement
officer
in
Evanston
really
came
through
and
it
came
through
repeatedly,
and
so
that
is
something
that
I
think
that
demonstrates
strength
of
your
organization,
you're
in
a
transition
period
for
any
law
enforcement
agency
transition
is
hard
right
as
you
go
from
one
leader
to
the
next.
It's
particularly
so
for
Evanston,
because
of
chief
Addington's
tenure.
Here.
F
He
needs
to
tweak
to
make
that
run,
and
so
your
new
chief
coming
in,
will
have
to
get
up
to
speed,
pretty
quick,
and
we
hope
that
this
report
will
help
inform
them
and
then,
finally,
as
you
look
at
this
organization,
going
forward,
clearly
one
of
the
areas
that
law
enforcement
generally
looks
at
in
terms
of
trying
to
drive
that
efficiency,
making
sure
that
they're
making
the
mark
in
terms
of
what
the
strategies
and
goals
are,
are
the
use
of
technology
right
being
able
to
identify
who?
What
where
why
those
are
very
basic
things.
F
That
way
long
ago,
when
I
was
a
cop,
I
used
to
be
able
to
do.
But
technology
gives
us
a
different
angle
on
these
now,
because
it
helps
me
to
validate
just
as
we
do
anywhere
else,
and
it
helps
me
to
validate
what
are
my
decisions.
How
are
my
decisions?
Working
through
and
creates
a
continuous
improvement
loop
that
we're
starting
to
see
grow
as
law
enforcement
becomes
more
of
a
professional.
F
So
in
terms
of
what
I'm
talking
about
today,
we're
just
going
to
talk
about
the
top
key
findings
and
then,
if
you
have
any
questions,
I'll
answer
those,
but
you
know
number
one
was
ensure
that
supervisory
staffing
is
more
Sisseton
across
the
department.
What
we
saw
here
were
variations
in
supervisory
staffing,
and
that
becomes
important
because
it
goes
to
one
you
know
risk
issues
right.
Why
do
we
have
supervisors?
Because
law
enforcement
officers
have
great
capacity
to
make
significant
decisions
that
affect
lives
and
well-being
of
many
people,
and
so
strong
supervision
generally
creates
decreased
risk.
F
It
also
helps
to
ensure
that
officers
are
doing
the
right
thing
at
the
right
time
consistently
and
it
provides
a
continuation
of
the
vision
of
leadership
of
the
chief.
We
had
one
unit
where
there
was
no
supervisor
no
sergeant.
All
the
way
to
another
unit
would
had
one
supervisor
for
four
officers
and
so
there's
some
variation
there.
Again.
It's
not
numbers
numbers,
because
if
that
was
strictly
what
it
was,
then
it
would
be.
F
F
It
also
adjust
this
to
the
level
command
staff
that
the
organization
has
as
well
and
looking
at
and
saying,
are
we
getting
the
biggest
value
out
of
the
placement
of
a
commander
in
a
unit
where
you
know
there's
one
other
person
or
two
other
sergeants,
and
so
those
are
things
that
organizational
Erie
raised
as
an
issue.
The
second
one
is,
as
I
just
said,
is
assess
the
size
in
the
function
of
the
command
staff.
There
are
variations
of
duties
that
are
attached
to
other
organizations,
for
example
the
executive
officer
within
the
chief's
office.
F
He
runs
what
is
known
as
their
intelligence
or
the
weekly
deployment
meeting,
and
yet
that
individual
doesn't
have
control
over
the
line
staff
that
develops
the
information
that
informs
that
again.
There's
organizational
reasons
for
that,
but
is
it
the
most
effective
and
efficient
way
to
run
that
organization
and
the
other
one
is
the
organizational
structure
in
light
of
overall
goals,
and
so
when
we
look
at
what
is
the
organization
itself
trying
to
achieve?
F
F
We
come
brilliant
and
totally
informed,
but
it
was
working
through
a
lot
of
interviews
with
the
organization,
but
things
such
as
whether
or
not
the
the
juvenile
Bureau
does
that
become
part
of
the
detective
invited
the
investigations
Bureau
and
allow
thereby
greater
synergy,
ideally
to
address
a
range
of
crime
issues
on
the
flip
side
of
that
by
consuming
or
subsuming
your
juvenile
Investigations
unit
into
a
larger
Investigations
Unit.
Well
that
necessary
practice
and
focus
on
juvenile.
F
You
know
the
issue
of
reform
to
still
be
present,
and
so
those
become
tough
decisions,
but
on
their
face
they
create
certain
levels
of
efficiency
because
by
combining
the
two
units,
ideally
you're
able
to
reduce
one
supervisor
for
other
duties,
you're
also
able
to
look
at
the
overall
caseload
to
say
you
know,
can
I
share
this
caseload
and
long
term.
Ideally,
you
have
a
unit
fully
trained
on
juvenile
issues
which,
as
we
know,
the
the
vulnerability
of
our
juvenile
youth,
whether
they're
offenders
or
victims
are
a
very
important
thing
in
law
enforcement.
F
Number
fours.
We
looked
at
it
technology
and
again
we
we
have
a
tendency
not
to
really
just
say
technology,
because
I
think
that's
the
answers.
Everybody
brings
technology
is
a
solution
and
it's
not
it's
a
tool
and
it's
a
tool
that
helps
you
get
to
the
solution
and
so
how
technology
is
used
and
how
its
managed
is
very
important
in
organizations,
for
example,
in
Evanston
you've
invested
in
technology
for
case
management
RMS
what
they
call
record
management
system.
Some
of
that
has
been
automated.
F
Some
of
it's
still
paper-based
full
automation
of
full
use
of
that
system,
ideally
would
generate
if
and
create
better
data
for
the
organization.
Overall
again,
those
are
things
that
organizationally
can
be
taken
under.
You
know
under
advisement
now
and
move
forward,
but
then
we
also
know
that
technology
grows
and
advances,
and
so
what
are
those
things
that
help
us
get
the
visibility
that
we
need?
The
transparency
and
data
you're
also
doing
good
things
here
in
Evanston
around
technology
and
data.
F
You
have
the
data
initiative,
where
you're
sharing
a
lot
of
police
data
publicly
without
having
to
go
through.
You
know
detailed
FOIA,
requests,
etc,
and
so
that
is
a
good
thing.
It
also
drives
the
internal
accountability
and
visibility
of
the
organization
around
these
key
issues,
such
as
use
of
force,
traffic
crashes,
stops,
and
so
that
starts
to
create
that
public
debate.
F
So
you
know,
technology
is
a
tool,
but
it's
also
a
means
of
communicating
and
within
Evanston,
where
you
have
a
very
engaged
community
that
seeks
to
have
a
better
understanding
and
better
knowledge
of
policing
practices.
The
better
technology
is
leveraged,
I.
Think,
overall,
that
reassurance-
and,
frankly,
can
you
know
conversation
about
what
is
acceptable
under
police
practices.
Of
what
I
want.
My
voice
to
do
becomes
easier
to
have
under
number-5
kind
of
segue
from
a
new
technology
is
establishing
a
strategic
plan
for
community
outreach
and
engagement.
F
It's
been
many
years
since
there's
been
a
full-blown
staffing
assessment
of
what
the
department
does,
what
its
required
to
doing
what
it
needs
to
do.
As
we
started
to
look
at
the
data,
you
have
a
relatively
low
assignment
of
investigations
to
your
detectives
right,
so
I
think
it
averaged
four
across
the
board
about
one
per
week.
That's
great
right,
I
mean
that's
a
good
thing,
but
are
we
then
staffed
appropriately
and
efficiently
in
that
area?
Or
do
we
need
to
move
some
of
those
resources
to
do
something
else?
Do
we
need
more
community
outreach?
F
Do
we
need
more
intelligence
development?
What
are
those
things
that
we
need
to
do
and
another
area
that
you're
looking
at?
Is
that
for
your
beats?
You
have,
you
know,
disparity
and
calls
for
service
amongst
your
beats
again
at
a
top
level.
Okay,
it's
high
readjust,
but
then,
as
you
go
down
into
that
data,
which
is
what
a
full
blown
staffing
analysis
does,
what
are
the
basis
for
those
calls?
F
What
are
those
calls
and
do
they
really
warrant
different
staffing
across
those
beats,
and
so
those
are
some
of
the
things,
but
at
a
very
high
level,
if
you,
if
you
look
at
your
staffing,
you
look
at
your
beats
and
you
start
to
rearrange.
Ideally,
there's
synergy
and
efficiencies
that
come.
Sometimes
you
reduce
beats
that
reduces
minimum
Manning's.
You
know
minimum
staffing
requirements
and
so
there's
a
realm
of
action
that
come
out
there,
but
as
part
of
our
report,
we
identified
ways
to
do
so
without
a
consultant.
F
You
send,
you
know,
command
members
and
sergeants
to
development
schools.
They
can
take
that
on
as
a
project.
It's
not
it's
not
overly
challenging,
but
you
also
can
partner
here.
You've
got
the
school
staff
and
command,
and
ideally
because
you
are
Evanston
and
they
are
Evanston,
you
know
that
type
of
relationship
can
be
developed
there
as
well,
but
there's
a
variety
of
things
to
do,
but
minimally
when
the
new
chief
comes
in
the
idea
of
looking
at
where
your
resources
are
and
where
they
best
spent.
We
believe
brings
significant
value
to
this
organization.
F
C
C
I'm.
Sorry
that
we're
losing
our
chief
but
I
do
think
this
is,
is
very
useful
in
sort
of
taking
a
snapshot
in
time
and
informing
our
new
chief
of
a
road
forward.
So
I
I'm
just
very
glad
that
we
did
this
so
who's
ever
idea.
It
was
Wally
and
I'm
gonna.
Give
you
credit
for
that.
Chief
I'm
gonna,
give
you
credit
for
that
as
well.
A
Okay,
I
have
some
questions
which
are
for
you,
or
maybe
even
the
cheap,
so
I
I
I
did
speak
to
the
city
manager
about
this,
and
actually
he
and
I
had
spoke
last
year
about
trying
to
get
this
done
and
I
wish.
I
did
have
the
forethought
to
push
it
a
little
faster
because
I,
it
would
have
been
interesting
to
have
this
before
we
were
in
the
throes
of
the
budget.
I
think
mr.
Winsky
was
right
about
that.
A
So
I
think
what
I
would
like
to
see
is
us
to
bring
this
back
when
we
have
a
new
chief,
so
maybe
in
February
after
they
have
a
chance
to
get
their
feet
wet,
but
I'm
very
interested,
I
guess
in
a
couple
things
you
mentioned
one
was
our
I
think
you
caught
at
records
management,
the
technology
we
invest
it
and-
and
it
seems
to
be
some-
some
are
using
it,
and
some
are
not
yes.
I
would
just
say
that
you
know
I
I
would
hope
that
the
new
chief
is
going
to
implement
everyone
to
use.
A
F
So
I
think
it's
jus.
Also,
the
executive
officer
is
easy
enough
to
answer
I.
Don't
do
that
really
quick
and
if
I'm
on
the
chief
well
sure
correct
me
and
most
large
Police
Department,
most
police
departments.
This
is
a
mid-sized
Police
Department.
If
you
think
about
them
as
many
corporations
the
executive
officers,
the
party
they
can
sit
there
and
ensure
that
they
how'd,
you
say,
the
day-to-day
direction
of
the
chief
is
accounted
for
and
taking
out
throughout
the
organization.
F
It
really
takes
a
burden
off
the
chief
in
terms
of
that
hands-on
management,
so
the
chief
can
engage
across
a
variety
of
units.
People
and
you
know,
responsibilities
in
this
department.
The
executive
officer
also
runs
the
weekly
deployment
meeting
and
also
is
serving
as
the
PIO
so
and
then,
as
part
of
a
there's
other
taskings
that
fall
to
this
executive
officers.
F
So
it
is
a
critical
role
in
most
law
enforcement
agencies
now
moved
to
that,
because
of
the
responsibilities
that
we
place
upon
Chiefs
as
we
look
at
the
Office
of
Professional
Standards,
our
recommendations
really
grounded
in
the
fact
that,
within
the
chief's
office
in
its
entirety,
you
have
an
executive
officer
which
is
command
level.
You
have
a
commander
of
o-p-s,
you
have
two
sergeants
and
you
have
two
civilian
members,
and
so
when
we
look
at
o-p-s
with
you
know,
a
relatively
low
caseload
and
even
with
the
use
of
force
investigations
that
they
undertake.
F
Are
we
weakening
o-p-s
or
we
strengthen
yet
and
by
placing
in
a
detective
into
o-p-s,
you
could
free
up
one
or
two
sergeants
to
do
other
duties,
but
I
also
know
that
within
the
Office
of
Professional
Standards,
the
sergeants
that
that
is
currently
there
are
one
of
those
sergeants
is
really
what
they
identify
is
the
compliance
sergeant,
and
so
that's
the
person
that
makes
all
the
mandatory
training
all
the
risk
issues
to
the
organization
are
covered.
That
sergeant
also
manages
a
lot
of
the
training
responsibilities.
F
F
A
Thank
you
so
to
go
to
the
PST
team
I
appreciate
that
you
all
made
the
reference
I
think
for
one
officer
for
two
wards.
Yes
I'm
one
of
the
wards
that
would
nine
that
was
left
off,
but
you
know:
I
have
a
PST
officer,
who's,
a
lovely
lady,
but
I.
Don't
really
have
much
need
for
her
I.
Don't
have
you
know
a
lot
of
crime
and
such
so
I
kind
of
see
her
once
a
month
in
my
ward
meeting.
A
So
I
think
that
that
would
be
something
that
I
would
again
recommend
the
new
chief
to
look
into
just
you
know,
as
you
said,
to
make
sure
we're
being
efficient
and
then
my
other
I
guess
comment
has
to
do
with
the
SRO.
So
can
you
elaborate
a
bit
more
on
your
findings
with
the
school
resource
officer,
so
it.
F
F
It's
it's
a
fine
division.
It's
not
to
say
that
it's
right
or
wrong
on
either
side,
but
they
really
handle
a
minimal
number
of
investigations.
And
do
we
want
to
place
a
school
resource
officer
into
our
schools,
who's
seen
as
investigating
the
students
and
in
some
communities?
That's
fine
in
some
communities.
It's
not
the
the
distinction
of
placing
them
into
the
problem
solving
because,
as
as
you
identified,
there's
a
disparity
in
terms
of
the
use
of
officers
and
frankly,
some
of
the
officers
are
taken
away
from
you
know.
F
How
would
you
say,
community
facing
issues
to
develop
things
such
as
websites
and
flyers
and
presentations
and
doing
some
of
the
administrative
support
around
those
programs?
And
so
can
we
more
effectively
use
one
officer
across
two
districts
or
two
wards
and
then
provide
back-office
support,
be
it
through
civilian
or
other
officer
support
so
that
at
levels
that
let
you
know
the
ability
to
engage?
But
when
we
talk
about
school
resource
officers?
The
other
thing
too,
though,
is
that
when
the
for
most
organizations
when
the
schools
are
closed,
those
become
more
or
less
floating
resources.
F
F
That
means
that
during
Christmas
break
or
summer
break
there's
the
possibility
of
facilitating
what
are
some
of
the
after-school
events
and
making
sure
that
we
have
a
police
presence
of
some
of
the
community
events
that
are
primarily
focused
on
youth,
and
so
that
becomes
the
decision
point
there
as
to
whether
or
not
they're
more
closely
aligned
to
community
services
or
they're
aligned
to
investigative
services.
I.
A
So
I
remember
less.
Whenever
was
last
month
we
talked
about
the
new
police
dashboard
and
we're
going
to
be
implementing
that,
instead
of
and
so
I've
taken
a
look
at
it
and
I
appreciate
that
it
has
more
stuff
on
there
and
unless
I'm
on
the
wrong
link,
it's
just
not
presented
in
the
best
way,
I
guess
I'll,
say
and
I
know:
you're,
not
our
IT
person,
but
before
it
kind
of
hash
them
it
has
some
graphs
and
stuff.
That
was
a
little
more
easy
to
read.
A
G
Is
all
the
matters
not
the
final
product?
It
continues
to
be
a
work
in
progress,
we're
hoping
it's
in
a
more
presentable
State
by
the
December
3rd
meeting
every
week,
commander,
glue
and
Hillary
from
IT
work
on
this,
and
it's
been
through
several
iterations
as
we
try
to
combine
some
data
that
has
to
be
hand
collected
and
some
data
that's
automatically
dumped
in
and
then
also
making
that
the
the
theory
was
always
to
make
it
visually
attractive
and
I
know
we're
not
at
that
point.
Yet.
Okay,.
A
Okay,
that's
good
to
know,
and
then
my
other
question
had
to
do
back
with
the
records
management
piece.
Yes,
can
you
just
explain
a
little
more
what
what
technology
we
have
and
if
you
plan
to
or
why
it's
not
used
across
the
board.
I
know
in
the
report
there
was
some
mention
of
something
like
in
an
Excel
spreadsheet.
I
know.
We
went
through
this
with
our
administrative
adjudication,
trying
to
get
everything
in
one
platform.
G
That
is
one
of
the
coal
discoveries
made
by
Commander
Jody
right
and
miss
Kirby's
team,
as
they
work
through
this
commander
right
is
in
the
process
of
and
in
the
focus
point
of.
Miss
Kirby's
comments
was
on
the
use
of
that
by
investigators
and
the
ability
to
see
the
case
status
across
those
two
units
and
as
we're
following
what
has
been
laid
out
already
in
this
budget.
The
elimination
of
the
juvenile
commander,
the
need
for
this.
The
only
commander
is
left
to
have
access
to
all
those
cases.
A
G
A
G
It's
the
department-wide
Patrol
is
heavily
invested
in
the
RMS
units,
for
instance
when
one
of
the
the
other
men
from
time
to
time.
We
have
these
conversations
about
specific
addresses.
The
people
who
are
gathering
the
information
for
me,
you're
going
to
the
RMS
system,
have
to
get
a
download
on
that
address,
so
Patrol
is
already
heavily
engaged
in
that,
as
is
the
9-1-1
system.
Okay,.
A
H
Good
evening,
I
read
the
I,
didn't
read
it
totally,
but
I
dressed
through
the
report
that
Miss
Kirby
just
went
over
and
was
kind
of
surprised
and
well,
not
surprised,
but
looked
at
it
and
saw
that
this
is
the
document
that
is
going
to
be
given
to
our
next
Chief
of
Police,
whoever
he
may
be.
This
is
something
that
we
want
you
to
carry
forward
and
in
that
document
was
the
thing
that
okay,
we
chatted
with
people
in
the
community.
H
We
chatted
with
staffing
everything
but
I
didn't
see
any
response
or
anything
from
the
community
as
to
what
they
thought
or
how
they
felt,
and
this
isn't
another
instance
of
something
being
pushed
on
us
and
looking
at
that
and
looking
at
through,
and
they
say
an
equitable
lens.
It's
not
benefiting
us.
The
black
people,
in
terms
of
we
say
we
have
less
complaints,
but
nobody
ever
asked.
Why
do
you
have
less
complaint?
I
have
heard
from,
and
some
staff
meaning
policemen
and
stuff
inside
well
a
lot
of
Investigation?
H
They
don't
happen
to
complain
the
sergeant
make
that
decision
out
in
the
field,
so
those
numbers
are
not
being
tracked.
So
we
don't
know
what
it
is
that
the
people
are
getting
when
you're,
not
tracking
it
so
bringing
in
another
report
or
something
to
do.
If
you
look
at
it
also
kind
of
correlate
with
the
community,
the
citizen
complaint
assessment
committee,
what
they
have
been
working
on
and
what
they
are
talking
about,
so
it
need
to
be
much
together
and
something
happened
in
the
community
for
a
broad
discussion
before
it's
implemented.
Okay,.
A
Thank
you,
so
you
weren't
here
in
the
beginning,
where
mrs.
Kirby
did
say
that
this
was
not
a
report
that
was
done
with
the
community.
This
was
an
assessment
internally
and
we
also
I
mentioned
that's
a
chair
that
this
would
be
something
that
we're
going
to
bring
back
in
February
after
we
have
a
new
chief
after
they've
had
hopefully
like
a
month
on
the
job
to
have
a
bigger
discussion
about
this.
It's
not
something
that
we
are
just
looking
at
and
put
it
to
the
side.
A
There
will
be
some
things
that
we
as
a
council
or
as
a
committee,
will
be
working
with
the
new
chief
to
implement,
but
we
also
need
to
get
the
new
chief
here
and
hired
and
in
the
job.
So
this
is
not
something
that
I
see
us
just
rolling
out
without
more
thought.
This
was
just
the
introduction
tonight,
but.
H
A
Does-
and
we
are
going
to
work
on
that
with
the
new
chief.
However,
we're
not
also
going
to
just
give
the
new
chief
this
document
and
say
move
forward.
There
will
be
a
lot
of
input.
At
least
I
will
have
a
lot
of
input,
because
everything
in
here
can't
be
done
overnight.
Nor
have
we
decided
that
we
need
to
do
everything
in
here
I'm,
very
interested
in
a
staffing
review,
which
she
mentioned.
A
C
Madam
chair,
thank
you
for
those
remarks.
That
was
basically
what
I
was
going
to
hope.
Hope
that
you
were,
you
were
going
to
say,
there's
not
a
the
this
report.
Isn't
is
a
piece
of
what
we
need
to
consider.
I
mean
that's
that's
what
it
is
and
I
I
want
to
be
really
careful
that
we,
we
don't
feed
into
the
idea
that
there's
there's
something
being
pushed
on
the
community
or
that
this
something
is
more
than
what
it
appears
to
be.
So
I
was
glad
that
you
explained
that
and
I
just
want
to
keep
everyone.
C
Everyone
focused
on
this
is
a
a
process.
This
is
one
piece
in
the
process
and
I
think
a
very
helpful
piece
in
the
process,
but
please
don't
read
too
much
into
that.
This
is
somehow
we're
an
evil
cabal
trying
to
push
something
on
the
public
without
public
input,
because
that's
not
what
this
report
is.
The
other
thing
that
I
wanted
to
say
just
really
briefly
about
it
was
what
chief
said
about
the
30,000
foot
view
and
the
and
his
his
role
on
the
ground.
C
So,
while
it's
helpful
to
have
a
consultant's
report,
I
don't
think
anyone
in
Evanston
would
accept
would
expect
us
to
accept
a
consultant's
report
for
as
being
the
final
say,
and
that
we
must
do
what
the
consultant
says.
That's
it's
a
guideline
and
and
suggestions
and
we'll
tailor
it
to
be
our
own.
A
And
just
for
clarity
for
miss
Esther
and
those
who
maybe
weren't
here.
This
is
also
something
that
we
this
report,
as
and
as
well
as
what
the
community
police,
whatever
the
group,
is
called
I'm,
not
sure
the
community
assessment
police
review
or
whatever
it's
called.
That
will
also
be
something
that
we
are
expecting
the
new
chief
to
understand
and
to
end
man,
because
that
is
done
by
the
community.
So
that's
something
that
will
also
be
passed
on
to
the
new
chief,
all
right,
seeing
no
more
lights.
Mr.
E
A
I
Just
to
mention
that,
on
everybody's
desk
there
was
a
small
packet
from
Fayette
Clayton
and
Missy
Fleming,
who
came
before
us
a
couple
of
meetings
ago
from
compassion
and
choices
to
talk
about
their
proposal
and
they're,
not
looking
to
be
on
our
agenda
till
sometime
after
the
first
of
the
year,
but
they're
they
put
together
some
information
that
addresses
the
questions
that
members
of
the
committee
had
and
in
particular
one
of
the
questions
was
why.
Why
is
a
resolution
from
our
City
Council
important
to
the
efforts
so
they've
they've
addressed
that
in
here?
A
A
Okay,
all
right,
so
if
we
can
have
that
one
back
on
the
agenda
for
February
March,
maybe
we'll
start
with
the
Hines
report
for
February
to
start
to
discussion
with
the
new
chief
and
then
also
I
would
like
to
ask
for
a
report
to
come,
and
this
can
be
in
January
from
the
general
assistance
and
emergency
assistance
department.
I
would
like
an
end
to
be
a
report
that
shows
how
many
clients
we
helped,
how
many
clients
were
denied
from
service.