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From YouTube: Policing Reform Collaborative – Policing Practices & Procedures with Chief Dennis Nayor
Description
City of Ithaca Police Chief Dennis Nayor will share an overview of the City Police Department's policing practices, procedures, and policies. The public is encouraged to ask questions via the YouTube chat function during the forum.
A
Here
all
right,
you're
live
okay,
everyone,
I
just
want
to
say
thanks
for
taking
the
time
out
of
your
day,
to
join
us
here.
What
I'm
going
to
try
to
do
is
give
a
a
pretty
condensed
rundown
of
the
ithaca
police
department.
What
our
structure
is
like
what
our
geographical
boundaries
are.
Like
our
budget,
I
have
some
statistical
information,
a
look
at
our
training
and
things
are
just
really
really
basic.
A
First,
we'll
go
with
our
geographical
jurisdiction,
just
the
areas
that
define
the
city
proper
that
we
patrol
and
we're
responsible
for
again
budget
breakdown,
staffing.
I
also
want
to
cover
some
of
the
things
I
didn't
mention,
which
are
like
a
professional
standards
investigations,
and
also
I
want
to
close
with
community
outreach.
A
So
here
right
here,
is
our
organizational
chart.
The
chief
of
police
position
obviously
is
the
person
at
the
top,
but
underneath
that
follows
two
deputy
chief
positions:
we
have
one
who's,
a
deputy
chief
of
operations
and
another
one,
a
deputy
chief
for
professional
standards,
I'm
going
to
go
into
a
little
bit
further
along
I'll,
explain
what
they
do.
A
A
This
is
not
the
most
current
organizational
chart
because
they,
they
really
are
working
through
the
department
of
public
works,
but
they
used
to
be
housed
within
this
building.
So
they
stayed
on
our
organizational
chart.
So
that's
really
the
only
thing,
that's
the
most
non-accurate
to
date
and
then
you'll
see
off
to
the
far
right.
A
Right
here
is
a
budget
breakdown.
So
so,
as
we
look
at
the
budget,
the
as
you
can
see
in
the
blue,
the
majority
of
any
police
budget
is
really
geared
toward
salary
and
wages.
That's
the
overwhelming
majority
of
it
on
the
other
larger
section
of
that.
If
you
look
as
the
orange
and
that's
overtime
and
again,
a
lot
of
the
overtime
coverage
just
holds
within
the
coverage,
you
know
just
to
make
sure
that
we
have
appropriate
staffing.
Sometimes
it's
for
specialized
details.
A
Sometimes
it's
for
training
purposes,
but
again
it
just
covers
the
shortages
in
and
staffing
in
in
some
way
or
another.
As
you
see,
it
all
has
further
breakdown
into
travel
and
training
program
funds,
office
supplies,
uniforms,
equipment,
utilities
and
fuel.
Certain
contracts,
like
our
substation,
that
we
lease
in
office
in
and
a
lot
of
the
things
like
where
it
says,
uniforms,
training,
travel
and
training,
and
things
of
that
nature
that
all
has
a
contractual
component
to
it.
A
So
it
serves
it's
things
we
provide
to
the
officers
based
upon
contractual
negotiations
so
anyway,
this
is
really
the
rundown
from
2020
of
the
funding
that
we
use
to
provide
the
police
services
to
the
entire
city
as
we
move
along.
The
next
thing
is
our
is
our
staffing
and
overview,
and
again
I
really
try
to
make
this
in
a
way
that
is,
it's
super
generic,
but
we're
currently
staff.
A
Actually
right
now,
I
think
around
48,
because
we
had
several
officers
get
injured,
dealing
with
a
violent
arrestee.
So
that's
all
the
officers
that
are
responsible
for
patrol
function
or
are
actually
patrol
and
investigative
and
admin,
but
I'm
going
to
break
that
down
a
little
bit
further.
So
if
we
look
at
that,
we
have
three
divisions,
patrol
investigations
and
administration,
and
out
of
that,
some
of
these
officers
won't
be
on
for
a
variety
of
reasons.
There
might
be
a
way
of
training,
they
may
be
on
a
vacation
time.
A
Our
patrol
division,
as
any
police
agency
would
be,
is
the
backbone
of
that
department
because
they're
the
ones
that
handle
the
calls
as
they
come
in
when
they
come
in
the
most
important
function
is
always
going
to
be
patrol,
so
we
have
three
lines:
we
call
it
the
a
line,
the
b
line
and
the
c
line.
A
line.
7
a.m
is
when
they
start
and
our
correction,
a
line
starts
at
11
a.m,
11
p.m
and
ends
at
7
a.m.
A
So
originally
every
one
of
those
platoons
was
designed
to
have
no
less
than
12
officers,
and
that
also
includes
having
two
sergeants
as
a
supervisor
and
one
lieutenant,
but
because
of
our
current
staffing,
they
each
have
about
nine
to
ten,
and
one
of
the
platoons
only
has
one
sergeant.
So
that's
the
staffing
from
a
supervisory
point
of
view,
and
during
each
eight
hour
period,
there's
currently
about
four
to
six
sworn
officers
that
if
we
have
the
most,
we
might
have
six,
but
generally
lately
it's
been
about
four
officers
to
cover.
A
A
Investigative
division-
that's
six
investigators,
and
that
is
also
includes
one
lieutenant
and
two
sergeants
and
they
deal
with
a
variety
of
things.
But
the
major
things
are
felony
crimes,
major
cases
or
high
profile
cases,
sexual
offenses
crimes
against
children,
misdemeanor
cases
with
special
circumstances
and
any
evidence,
collection,
storage,
body
cameras,
things
like
that,
that's
all
under
the
umbrella
of
the
investigative
division.
A
A
My
job
is
to
chief
as
a
as
any
chief,
it's
really
to
deal
with
the
major
strategic
areas
of
planning,
organizing
directing
reporting,
budgeting
staffing
discipline,
our
two
deputy
chiefs.
We
try
to
delineate
their
functions,
so
the
senior
deputy
chief
of
operations,
he's
responsible
for
patrol
function,
records
use
of
force,
review
and
scheduling,
and
the
deputy
chief
of
professional
standards
is
responsible
for
overseeing
the
investigative
division.
He
conducts
all
internal
investigations.
He
has
policy
development
under
him
and
training
oversight.
A
A
We
also
have
support
staff,
the
support
staff.
We
have
eight
members
and
they
help
us
in
enormous
ways.
Once
the
executive
assistant
to
the
chiefs,
she
assists
all
of
us
in
a
variety
of
administrative
ways.
We
have
an
accountant,
a
department,
timekeeper,
an
investigations
division
office
assistant.
Then
we
have
four
data
entry
specialists
and
records
staff
and
they're
all
extremely
key
components
of
our
operations.
Here
I
put
some
crime
statistics
up,
just
to
kind
of
show
you
where
we
are.
A
When
I
do
a
year-end
report
which
is
on
our
website,
I
do
percentage
change
from
the
prior
year
increase
or
decrease.
These
can
all
be
found
on
the
city's
website.
If
you
go
to
city
of
ithaca
and
then
if
you
click
on
the
link
for
the
police
department
and
then
at
the
very
there's,
a
link
there
for
year-end
reports
and
budgets
and
this
report,
you
can
actually
go
into
into
specific
detail,
but
I
might
just
put
it
here:
just
kind
of
give
a
showing
of
of
where
we
are.
A
A
I
continue
with
it.
I
also
do
a
conclusion
of
where
our
arrests
are
felony
arrest,
misdemeanor,
arrests,
violations
warrants
dwi
arrests,
if
obviously,
as
is
indicated
there,
I
also
like
to
do
our
total
calls
for
service
the
amount
of
motor
vehicle
accidents.
We
go
to
animal
complaints.
Mental
health
calls
alarms
special
details.
A
I
did
a
training
breakdown.
I
always
like
to
do
visuals
with
a
pie
chart,
because
the
pie
chart
really
helps
people
see
where
a
lot
of
our
training
goes.
And
if
you
look
at
the
big
two
biggest
sections,
one
is
professional
development
and
the
one
is
in
service
training
and
those
are
the
two
on
the
the
left
and
the
the
right,
and
they
really
are
the
most
large
portions,
of
where
our
training
goes.
A
But
being
a
training-centric
department
is
extremely
important
because
it
allows
us
to
continue
to
evolve
to
meet
the
needs
of
the
community.
We're
doing
a
lot
of
things
that
I
think
people
will
be
very
happy
to
see.
We
are
doing
and-
and
it
just
allows
us
to
provide
the
highest
level
of
service
to
the
community.
A
So
as
we
move
along
on
that,
I
broke
it
down
into
sections.
Cultural
competency
is
huge
and
we
have
a
big
section
on
that
and
that's,
as
you
see
right
there,
it's
some
of
the
areas
in
the
hours
that
we've
trained
as
law
enforcement
and
the
transgender
community,
sexual
harassment
and
service
crime,
scene
management
level,
three
conflict
management
for
law
enforcement,
diversity,
inclusion
for
hiring
suicide
prevention,
intervention,
postpension,
there's
just
a
series
of
trainings
that
all
fall
under
that
umbrella,
fair
and
impartial
policing.
A
We
did
88
hours
of
that
again
we're
doing
a
lot.
That
is
part
of
our
makeup,
of
just
how
we
do
our
training,
because
we
again
philosophically
understand
that
training
usually
returns
10
times
on
a
dollar.
So
the
value
is
tremendous
officer.
Wellness
is
such
an
important
component
in
policing
right
now,
so
we
have
a
section
for
that.
We
have
a
section
for
our
tactical
training.
A
We
have
a
leadership
based
training,
section
legal
issues
and
a
technology
based.
Then,
if
you
look
at
the
really,
the
bigger
section
is
our
professional
development
and
again
this
is
all
in
our
year-end
report
as
well.
That's
on
that
website,
but
it
just
shows
we
do
show
the
training
and
the
amount
of
hours
that
go
toward
it,
and
this
is
more
like
the
generic
training.
That's
not
specific
to
any
one
of
those
categories
and
then
training
for
investigations,
because
that's
key
and
we
actually
had
a
lot
of
attrition
within
that
unit.
A
518
hours
were
spent
518
and
a
half
hours
actually.
And
when
you
look
at
all
this
in
total,
we
have
like
6
700
hours
of
in-service
training,
and
I
think
that's
it's
hard
to
compare
with
other
agencies,
because
we
really
do
a
lot
to
make
us
the
most
well-rounded
and
we're
continually
learning
and
continually
evolving.
A
But
I'm
proud
to
show
that,
because
we
can
look
at
it
from
year
to
year
and
say:
well:
okay,
we
only
did
32
hours
in
technology
based.
We
need
to
increase
that
okay,
cultural
competency.
We
really
put
a
lot
of
emphasis,
but
let's
do
even
more
so
again
in
the
year
entry,
it's
in
the
year-end
report,
but
this
is
a
good
barometer
of
of
the
officers
that
are
making
up
the
ithaca
police
department
use
of
force.
Statistics
is
really
important
if
we
go
back.
A
If
you
remember
several
slides
back,
it
showed
all
the
calls
for
service
and
arrests.
We
average
around
20
000
calls
for
service
per
year,
sometimes
less
sometimes
around
19
000.
I
think
we're
around
14
000
now
for
the
year
to
date,
but
out
of
all
those
calls
we
had
60
in
201961
use
of
force
incidents.
A
We
had
two
for
chemical
spray
for
the
electronic
control
device,
which
is
the
taser
we
broke
it
down
into
pointing
at
someone
and
giving
them
commands
to
stop
what
they're
doing
and
to
comply
and
seven
times
that
worked
drive.
Stun
is
a
as
a
lower
level
where
it
doesn't
actually
deploy
the
probes
into
it,
but
it's
it
sends
a
electro
muscular
shock
to
have
the
person
stop
fighting
or
doing
whatever
it
is
they're
doing,
and
then
it's
two
actual
deployments.
A
A
We
have
had
39
times
where
physical
control
technique
was
required
and
then,
if
you
again
look
down
at
those
numbers,
they're
really
really
low
and
at
the
end
we're
at
51..
So
with
the
volume
of
calls
we
go
on,
I
I
think
that
you
know.
I
think
this
is
a
good
reflection
of
that.
The
escalation
is
being
used
all
the
time
and
that
quality
tactics
are
being
employed
that
you're
not
seeing
higher
numbers
in
all
these
key
categories.
A
You
know,
I
think,
looking
at
these,
we
can
easily
see
these
numbers
if
we
weren't
doing
de-escalation
and
we're
training
so
so
much
that
these
numbers
can
easily
be
much
much
higher
so
again,
a
compliment
to
the
training
and
that's
why
we
invest
so
much
in
it
professional
standards.
So
we
have
the
deputy
chief
of
professional
standards
when
he
looks
at
a
case
that
comes
in
it'll
get
one
of
four
findings:
it'll
either
get
sustained,
meaning
the
evidence
was
not
sufficient
to
prove
the
allegation
or
excuse
me
this.
A
The
evidence
was
sufficient,
not
sustained.
The
evidence
was
insufficient
to
either
prove
or
disprove
the
allegation
unfounded,
meaning
the
allegation
was
false
or
divided,
devoid
of
fact
or
exonerated.
The
act
occurred,
but
it
was
lawful
and
within
policy.
So
those
are
really
the
findings.
So
here
I
have
a
breakdown
from
2019.
A
We
had
19
total
civilian
complaints
that
came
in
out
of
them.
Four
one
founded
two
were
not
sustained:
six
were
sustained,
seven
were
exonerated,
and
so
we
look
at
the
sustained
ones.
Those
are
the
ones
where,
whatever
the
allegation
was
was
proven
to
be
accurate.
One
resulted
in
verbal
counsel,
counseling
four
were
written,
counseling
and
one
equal,
the
level
of
discipline,
and
that
was
based
on
19
242
total
calls
for
service.
So
I
think
that
just
really
speaks
to
again
the
quality
that
out
of
that
19
242
calls.
A
There
were
19
complaints
made
and
even
out
of
those
six
were
sustained
we'd
like
to
get
it
down
to
zero,
and
we
worked
to
that.
Some
of
these
complaints
could
be
an
officer
was
rude.
They
didn't
follow
up
completely
on
their
case,
something
small
like
that.
It
could
be
anything
in
that
and
obviously,
if
it
was
something
more
serious
that
would
equal
more
of
a
serious
consequence.
A
If
we
look
at
2020
where
we
are
right
now,
we've
only
had
nine
again
we'd
like
to
get
that
number
to
zero.
Two
were
unfounded.
One
was
not
sustained
three
sustained
the
three
exonerated.
Now
I
just
wanna.
So
if
you
look
at
the
numbers,
one
was
verbal
counseling
one
was
written
and
one
even
though,
was
sustained.
A
It
was.
There
was
no
adverse
action
because
it
was
basically
the
officer
didn't
get
to
a
call
on
in
a
timely
manner.
He
had
a
legitimate
reason
why?
Because
he
was
dealing
with
another
call.
The
complaint
that
came
in
was
an
accurate
complaint,
but
we
still
did
an
investigation
into
it.
So
you
know
that's
something.
That's
super
important
that
we
always
have
a
high
regard
for
dealing
with
every
complaint
that
comes
in
and
properly
investigating
it
and
again,
that's
out
of
14
271
calls
nine
complaints.
A
So
again
I
put
that
toward
quality,
policing
and
training
and
oversight.
If
we
look
at
outreach,
I
think
outreach
is
is
really
key,
because
we
would
like
to
even
do
more.
A
lot
of
hindrances
toward
outreach
are
based
on
resources
and
staffing
and
then
this
year,
specifically
from
covid,
because
we
had
a
lot
of
things
planned
and
then
coveted
came
in
and
it
basically
hindered
our
ability
to
move
forward.
A
But
just
in
the
last
year
we
did
our
cool
off
with
the
cops
campaign
and
that's
where
we
went
off
to
certain
areas
within
the
city
places
that
generally
didn't
see
police
for
positive
reasons
and
handed
out
ice
cream
and
ice
pops,
and
I
thought
it
was
a
great
event.
We
had
the
national
night
out
where
we
paired
with
the
ithaca
housing
authority,
and
I
thought
that
was
great.
A
We
went
to
seven
community
meetings,
we
had
20
honor
guard
deployments
and
that
could
be
for
funerals
or,
for
you
know,
events
or
retirements
or
a
variety
of
things.
We
had
four
city
festivals
we've
covered.
We
did
the
cops,
kids
and
toys
holiday
campaign
where
we
make
sure
we
get
toys
to
needy
families.
During
the
holiday
season.
A
We
had
15
swat
team
and
command
vehicle
demonstrations,
which
the
kids
really
liked
and
a
lot
of
the
community
enjoyed.
Seeing
and
learning
we
did
a
traffic
presentation,
special
olympics
promotion.
We
did
a
torch,
run,
rotary
meetings,
you
could
see
it
read
obviously
down
there.
Those
are
what
we
did
for
community
outreach
and
we
do
them
because
community
outreach
is
a
philosophy.
It
should
never
be
just
a
box
to
check.
A
We
also
put
an
lgbtq
liaison
out
the
mayor
asked
if
we
had
one
within
the
department-
and
I
said
we
did
not-
and
he
asked
if
we
could-
and
I
said
we
yes
and
so
we
have
that
and
that's
basically
a
mission
to
foster
positive
relations
with
the
community
with
the
lgbtq
community
and
the
ithaca
police
department.
We
have
a
liaison
for
that.
It
has
to
do
with
dialogue
and
and
promoting
diversity
and
sensitivity.
A
Training-
and
you
know
it's
it's-
to
encourage
the
respectful
exchange
of
mutual
support
amongst
the
lgbtq
and
non-lgbtq
officers,
so
in
areas
of
equal
opportunity,
recruitment,
hiring
retention,
discipline,
promotion
and
benefits,
and
we
want
to
just
create
a
really
safe,
secure
environment.
So
our
officer
sergeant
arseio,
she
does
a
great
job
with
it.
She
was
a
commons
officer
in
the
past,
so
definitely
well
regarded
in
the
community
and
people
are
comfortable.
Speaking
to
her
and
and
again,
that's
that
was
a
form
of
outreach
that
we
created
to
have
within
the
department.
A
A
A
That's
one
of
our
swat
officers
and
you
know
that's
a
you
know
an
example
where
we
try
to
get
out
there
at
holiday
time
to
show
off
our
skills
and
give
the
kids
and
the
community
members
something
to
look
forward
to
and
that's
pretty
much
who
we
are
and
the
logo
on
our
cars
says
it
all.
Making
a
difference
occurs
by
working
together.
It
doesn't
occur
in
a
vacuum
and
it
doesn't
occur
by
us
simply
being
here
to
enforce
law
enforce
laws
it
has
to
do
with
us.
A
You
know
being
part
of
a
team
setting
and
working
together
to
a
common
end
and-
and
I
think
that's
what
we're
here
for
right
now.
So
I
want
to
thank
everybody
for
attending
this.
I
know
there's
going
to
be
questions
and
I
look
forward
to
answering
them
and
and
there's
our
contact
info.
So
let
me
just
bring
up
our
chat.
A
Let's
see,
does
the
ipba
speak
for
ipd?
Well,
the
police,
benevolent
association,
that's
the
group
that
represents
all
the
officers
except
for
the
chiefs
me
and
the
deputy
chiefs.
No,
they
have
they.
They
don't
they're,
not
the
they're.
The
voice
of
the
officers
as
in
a
collective
bargaining
unit
sense,
but
in
terms
of
the
the
voice
of
the
department
is,
is,
is
different
and
they
are
reflecting
their
thoughts
on
key
issues
and
a
lot
of
times
they're
similar
but
they're
reflective
of
a
collective
bargaining
unit.
A
There's
a
question
here:
curtin
police
has
a
very
good
program
for
mental
health.
Calls
will
ipd
look
at
that
system
as
a
possible
example.
Absolutely
we'll
look
at
everything
and-
and
we
don't
like
to
reinvent
wheels
and
if
someone
else
is
doing
something
better
and
that
we
can
learn
from
then
we'll
definitely
do
that.
You
know.
A
I
think
mental
health
is
a
very
challenging
dynamic
and
policing,
because
we
really
would
like
to
have
mental
health
clinicians
answering
these
or
responding
to
these
calls,
because
they're,
the
ones
best
suited
and
and
if
courtland
or
anywhere
is
doing
something
that
we're
not,
and
we
can
develop
that
into
our
system.
Then
we
would
definitely
like
to
how
does
the
police
department
plan
to
respond
at
the
upcoming
rally
this
weekend?
What
happens
when
events
exceed
50
person
limits?
A
You
know,
I
put
out
a
press
release
to
really
explain
to
people
that
we've
always
supported
the
right
to
peacefully
demonstrate,
but
I
urge
people
to
not
come
if
they're
not
going
to
be
peaceful
if
they
have
intents
that
are
going
to
be
conflict-based
and
we
do
our
best.
You
know
with
the
resources
we
have.
We
try
to
coordinate
with
our
counterparts
at
the
sheriff's
department
and
state
police.
A
We've
been
doing
this
for
19
weeks
and
we've
done.
The
officers
have
done
just
an
amazing
job
of
being
extremely
measured,
giving
a
lot
of
leeway
and
then
also
keeping
the
line,
and
we
made
a
couple
of
arrests
last
week
because
that
line
was
crossed.
So
we
do
our
best.
You
know
it's
extremely
difficult
to
enforce
the
more
than
50
feet
in
an
area
because
you
know
there's
only
so
many
of
us
and
our
resources
hinder
some
of
what
we're
going
to
be
able
to
address.
A
So
we
try
to
keep
it
toward
acts
of
violence
and
vandalism.
But
again,
we've
done
our
best
for
quite
a
long
time
and
we'll
we'll
continue
to
does
the
ipd
serve
no
knock
warrants.
Ipd
has
but
a
lot
of
times
the
ipd
tries
to
do
things
in
a
much
more
strategic
way.
They
try
to
use
a
strategy
where
somebody's
they
don't
have
to
arrest
the
person
at
their
home
and
they
can
get
them
where
they're
not
having
to
use
that
sort
of
methodology.
A
Ithaca
police
department,
swat
team
is
one
of
only
15
certified
teams
in
the
entire
state
of
about
550
agencies,
so
everything
they
do
is
with
a
with
a
lot
of
skill.
Behind
it,
so
they
always
try
to
do
things.
That's
the
least,
the
path
of
least
resistance
and
and
they're
actually
a
lot
of
times
that
they've
made
serious
arrests
of
people
that
were
potentially
violent.
They
try
to
use
another
methodology
where
they're,
not
necessarily
I'm
gonna,
have
to
use
a
no,
not
warren
type
technique.
A
What
types
of
things
are
you
doing?
The
repair
community
trust,
so
I
go
to
every
meeting
to
which
I'm
invited
I
I
go
and
and
speak
I
try
to
be
very
transparent.
I
present
things
that
are
factual
and
truthful,
and
and
even
if
it
doesn't,
you
know
highlight
something
that
I
want
highlighted
because
it's
you
know,
maybe
we
didn't
do
something
perfectly.
I
still
present
that
and
share
it,
because
I
think
it's
always
important.
A
To
be
honest,
and
you
know
I
put
out
the
urine
report
so
that
we
had
a
honest
depiction
of
of
who
we
are
as
a
department
and
that
people
can
see
where
their
taxes
go
and
and
what
the
composition
is
of
the
department
that
serves
them.
What
type
of
training
we
have?
What
type
of
calls
we
go
to?
What
the
crime
rates
are,
and
it
took
quite
a
while
to
put
that
together,
but
I
knew
that
there
was
extreme
value
in
it.
A
I
think
it's
all
in
its
aggregate
is
how
we
we
repair
community
trust,
and
we
also
look
at
where
we
can
improve
and
admit
that
we're
not
perfect
and
admit
that
you
know
we
can
always
better
ourselves,
and
I
think
this
reform
and
re-envisioning
is
is
going
to
help
us.
You
know,
we've
been
doing
a
lot
of
things
toward
that
for
many
many
years
and
we'll
look
at
things
that
come
from
this,
and
if
we
could
find
areas
that
still
require
improvement,
then
we're
going
to
be
all
about
doing
that.
A
Why
does
ipd
need
a
swat
truck
so
that
truck
when
it
came
on
it's
it's
a
mobile
command
vehicle
and
what
it
does
is.
It
gets
the
tactical
officers,
the
swat
officers
from
where
they
are
to
where
they
need
to
be
it's
not
an
armored
vehicle.
It's
not
protective
in
nature.
It's
just
an
extreme
quality
utility
vehicle
that
serves
as
a
command
vehicle
for
communications
and
negotiations
to
get
officers
to
the
scene.
We
use
it
for
shows
and
tours.
A
You
know
for
kids,
and
it
says
if
something
happens,
where
we
can't,
we
have
to
have
a
an
incident
command
center
off
site.
That
provides
for
that
you
know.
So
it's
a
a
vehicle.
That's
serves
a
strong
utility
purpose,
but
it's
not
a
tactical
vehicle
and
that
it's
not
armored
and
it's
serves
a
basic
function.
A
So
the
way
our
staffing
is
a
lot
of
times,
officers
are
going
from
call
to
call
following
up
on
calls
when
they
do
have
what
we
call
uncommitted
time.
It
would
go
toward
proactive
policing
to
the
best
of
their
abilities,
which
would
be
routine
patrol
property
checks,
vehicle
and
traffic
enforcement,
not
necessarily
to
just
write
tickets,
but
to
make
sure
that
people
are
driving
safely
and
obeying
the
traffic
laws.
A
We
have
mutual
aid
agreements
and
what
that
allows
is
it
allows
when
another
agency
in
the
county
requests
our
help
we
go
and
help,
but
that
works
for
us
too,
because
vice
versa,
when
we
need
help
they
come
to
us.
So
it's
shared
it's
a
shared
service
and
the
truth
is
we're
too
small
to
be
able
to
rely
on
ourselves
for
everything.
A
So,
even
if
we're
not
getting
compensated
in
other
ways,
we
are
because
when
we
have
trouble
they
come
and
they
help
us
out
what
recommendations
would
you
have
for
other
small
cities
across
the
u.s
who
are
setting
up
civilian
review
boards
or
other
accountability
measures?
I
think
just
to
make
sure
that
you
know
that
the
people
who
are
on
those
boards
are
there
for
the
reason
of
just
trying
to
find
truth
and
and
help
with
accountability
and
transparency
that
that
they're
seen
as
a
viable
tool
for
the
community.
A
So
I
would
just
say
to
set
it
up
that
it's
people
on
there
who
are
there
for
the
right
reasons
that
look
at
things
objectively
and
that
they
work
with
the
department
to
find
ways
to
self-improve
and
help
with
accountability
and
transparency
between
professional
development
and
then
service
training,
there's
4076
hours.
What
specific
things
take
up
most
of
this
training
time
and
then
service
training?
A
It
depends
if,
if,
if
I
look
at
it,
if
we
look
at
just
specific
training
from
the
professional
development
side,
I
think
it's
important
and
I
keep
this
here
regularly
as
a
reference
for
me.
You
know
we
look
at
professional
development
dealing
with
fentanyl
and
officer
safety
and
defensive
tactics
instructor
school,
you
know,
so
the
officers
are
better
suited
to
arresting
and
control
someone
with
using
the
least
amount
of
force
possible.
A
And
then,
when
you
look
at
in-service,
that's
making
sure
that,
just
because
an
officer
is
trained
in
something
one
year,
it
doesn't
stay
fresh
if
we
don't
continually
update
it,
so
that
could
be.
We
have
cpr
reality
based
training,
firearms
training
to
make
sure
officers
are
proficient
in
something
that
could
be
so
lethal
and
a
variety
of
that.
So
when
you
look
at
the
year-end
report,
it'll
show
and
break
down
all
that.
But
it's
it's
just
a
very
comprehensive
section
of
trainings.
A
Do
you
have
any
plans
to
ensure
public
safety
during
election
season?
Do
you
collaborate
with
other
agencies
to
ensure
voter
safety?
Yes
to
both,
we
had
a
meeting
today
and
we're
working
on
both
of
that
plans.
For
it
again,
we
do
our
best
with
our
resources
to
try
to
strategize
and
and
have
an
approach
that
we
can
work
to
create
the
highest
levels
of
public
safety.
You
know
it's
hard.
A
The
officers
here
have
been
managing
a
lot
of
volatile
situations
for
quite
a
long
time.
So
again,
it
just
becomes
an
extension
of
that
and
trying
to
do
it
in
the
best
way
possible
are
the
ten
officers
that
are
currently
not
working
getting
paid.
How
does
that
leave
work?
Yeah
contractually
they
are
getting
paid
either
through
a
workers,
compensation
or
in
some
way
they're
getting
paid
and
that's
stuff.
I
don't
control
that
goes
to
the
human
resource
office
and
the
city
attorney's
office,
and
how
does
that
leave
work
so
yeah?
A
Is
there
a
lot
of
other
comments,
but
I
think
we
can
start
to
yeah,
so
I'm
going
to
get
another
couple
questions
sent
to
me
and
I'm
going
to
answer
them
from
our
moderator.
I
think
these
have
all
been
really
really
good
questions
again.
I
do
really
encourage
people.
Please
go
online
and
look
at
that
year
and
report.
I
was
trying
to
look
at
it
as
I'm
trying
to
talk
to
the
screen,
so
I
apologize.
A
If
anything
I
wasn't
able
to
expand
on,
but
I'm
trying
to
just
kind
of
give
the
reader's
digest
version
of
it,
but
it's
right
on
the
city's
website
and
that's
why
I
published
it.
So
it's
it's
there
for
everyone
to
see
and
and
each
year
we'll
have
another
year-end
report,
because
I
think
it
becomes
a
very
good
reflection
of
where
we've
been
where
we're
heading.
A
You
know
where
the
tax
monies
go
and,
and
so
people
know
that
we
don't
have
15
officers
out
at
any
one
time
and
that
this
is
the
amount
of
officers
we
have
to
do.
The
job
in
front
of
us-
and
this
is
where
our
resources
get
dedicated-
and
this
is
our
patrol
structure
and
to
know
that,
even
though
people
are
assigned
to
certain
beats
when
serious
calls
come,
everyone
goes.
Hopefully
some
of
the
outreach
people
were
able
to
connect
with
and
see
and
again
I'd
love
to
do
more
outreach.
A
I'd
love
to
do
outreach
daily,
because
I
just
think
it's
it's
such
an
important
concept
of
of
quality
policing
and
when
you
look
at
21st
century
policing,
we're
really
looking
at
fulfilling
six
pillars
and
that's
always
the
main
one,
always
building
legitimacy
and
trust,
and
I'm
working
on
education
and
training
and
social
media
and
technology
and
community
policing
and
crime
reduction
and
oversight,
policy
and
officer
wellness
and
safety.
And
those
are
our
pillars
that
we
want
to
always
make
sure
we're
we're
doing.
And
hopefully
the
year-end
report
kind
of
is
reflective
of
that.
A
And
I
think
once
we
continue
along
with
our
reform
and
revisioning.
I
think
we're
going
to
even
see
more
we're
going
to
highlight
more
of
what
we've
done
and
we'll
find
maybe
new
avenues
that
we
can
explore.
Also
with
with
the
resources
we
have,
I
have
a
question
here
that
says:
there's
various
questions
about
the
different
types
of
responses
to
various
political
rallies.
Can
you
describe
how
your
office
plans
in
response
to
different
protest,
rallies
gatherings,
awesome
question
I
like
to
treat
every
rally.
I
don't
take
sides.
A
I
look
at
one
thing
and
as
as
the
chief
that
they're
safe
to
the
best
of
our
abilities
and
that
we're
looking
to
prevent
violence
and
vandalism,
we
we
go
out
of
our
way
to
give
extra
leeway,
because
these
are
you
know
times
in
which
there's
a
lot
of
emotions
and
we're
understanding
of
that
and
we've
worked
extremely
extremely
hard
for
19
weeks,
and
I
think
the
officers
have
done
just
a
unparalleled
job
in
doing
that.
So
we
don't
take
sides.
A
I
I
put
out
a
press
release
today,
asking
because
I
understand
that
there's
more
conflict
expected
for
a
rally
this
saturday
and
I
implore
people
if
you
want
to
demonstrate
to
do
it
peacefully
and
if
you
don't
then
stay
home,
because
that
does
nothing
but
create
further
problems
and
detracts
from
any
cause
that
anyone's
trying
to
bring
positive
attention
to
so.
The
way
we
do
it
is.
We
use
our
resources
to
the
best
of
our
abilities,
and
you
know
again.
A
If
I
had
100
officers,
I
could
do
things
maybe
differently
and
I
can
maybe
guarantee
a
higher
level
of
safety
and
when
I'm
looking
at,
obviously
the
numbers
I've
presented
and
that's
that
the
entire
department,
not
at
any
one
time,
I'm
limited.
So
I
look
for
my
counterparts
with
the
sheriff's
department
and
state
police
and
cornell
university
and
and
we
work
together
and
try
to
find
ways,
but
we
basically
try
to
give
people
their
space
to
demonstrate.
A
Ask
for
them
to
do
it
peacefully
and
and
when
people
cross
that
line,
then
those
are
the
situations
that
we're
going
to
do
our
best
to
address.
Who
determines
the
accuracy
of
a
complaint?
So
when
we
get
a
complaint,
one
of
the
most
important
things
is
to
let
the
evidence
take
you
where
it
takes
you
and
go
from
there.
You
don't
base
your
opinion
on
what
you
know
of
somebody
or
what
you
think
it
is
and
that's
with
any
investigation.
A
It's
based
upon
what
information
were
presented
and
I
think
that's
how
we
should
always
be,
and
if
we're
wrong,
then
there's
you
know
it's
addressed
and
if
the
person's
complaining,
sometimes
they
didn't,
have
all
the
facts,
sometimes
they're
they're
presenting
something
that's
not
truthful
and
the
body
camera
may
show
that.
So
again
we
don't
determine
accuracy,
we
let
the
facts
take
us
to
where
they
take
us
and
we
go
from
there.
A
A
I
don't
have
an
exact
percentage,
but
I
can
tell
you
that
there's
a
list
of
things
that
we
deal
with,
that
we
as
a
profession
aren't
properly
equipped
whether
it's
mental
health
calls
calls
regarding
homelessness
or
drug
addiction
and
we're
always
wanting
to
be
able
to
help,
but
to
be
the
primaries
on
that.
Is
it's
just
not
practical,
with
our
resources
and
with
our
our
skills
and
abilities,
and
that's
some
of
the
things
that
hopefully
will
come
through
this
reform
movement.
A
A
A
A
Just
give
it
another
couple
minutes
I
I
would
hate
for
any
quality
question:
how
do
officers
keep
up
on
mental
health
all
right
I'll
answer
that
two
ways,
if
it's
their
own
mental
health,
I
try
to
work
with
doing
as
much
as
I
can
as
a
chief
to
look
after
their
well-being.
But
a
lot
of
what
we're
dealing
with
right
now
in
policing
is
very,
very
inconsistent
with
their
own
mental
health.
You
know
the
officers
work
long
hours
double
shifts.
A
Often
they
deal
with
so
much
abuse
lately
and
berating,
and
it's
been
extremely
challenging
for
me
as
a
chief
to
keep
their
health
well,
but
it's
extremely
important
because
when
we
look
at
quality
control
and
of
of
what
we
do,
it's
based
on
having
an
officer,
that's
fresh,
not
fatigued,
and
that
they're
able
to
take
care
of
themselves
and
a
lot
of
what's
gone
on
lately
has
really
significantly
detracted
from
that.
So
I
just
try
to
keep
tuned
to
it.
A
A
The
hiring
process
is
quite
lengthy,
but
as
I
go
through
it
as
a
chief,
if
I
have
somebody
who
is
not
psychologically
suited
based
upon
the
recommendations
of
the
psychologist,
I
don't
hire
them
and
that's
that
is
important
from
the
beginning
and
then,
as
they're
going
through
their
career,
we
try
to
make
sure
that
they're
getting
time
off
that
we're
giving
them
training
that
we're
looking
for
signs.
We
have
a
peer
support
group
within
the
department
and
trainings
that's
gone
with
it.
A
You
know,
so
those
are
those
are
things
that
are
key,
how
they
keep
up
on
mental
health
in
the
community.
If
that's
a
separate
question
is
some
of
the
trainings
and
that
training
has
been
covered
in
in
the
urine
report
and
that's.
We
have
assist
training
posts
and
preventive
suicide
based
training.
There's
a
series
of
mental
health
based
trainings
that
they
go
to
and
that's
to
help
the
community.
A
So
so
that's
really
important.
But
again
I
just
I
do
want
to
reiterate.
The
health
of
the
the
mental
health
of
the
officers
has
is
something
that
I
really
take
seriously
and
everything
I
do
from
achieved.
Perspective
is
not
only
to
keep
the
safety
of
the
community,
but
also
to
the
wellness
of
my
officers
and
a
lot
of
what's
gone
on
lately
over
the
last
five
months
has
been
very
detrimental
to
both.
A
So
it
is
a
key
concern
of
mine,
as
the
chief
are
you
working
with
any
other
community
based
organizations
to
build
capacity
and
structure
for
them
to
take
over
any
calls.
Ipd
may
not
be
suited,
for
I
mean
we're
always
in
contact
with
conversations
with
tompkins
county
mental
health,
we're
looking
at
having
other
conversations
with
the
county,
and
you
know
local
government
to
see
who
can
do
some
of
the
things
that
we
don't
do.
You
know
the
sheriff's
been.
A
You
know
really
good
in
helping
us
deal
with
some
things
that
we
didn't
have
the
capacity
to
with
like
social
distancing.
So,
whether
it's
mental
health
or
just
other
calls
that
we're
not
resourced
for
or
we
lack
the
suitability
we
we
do.
Look
for
others
that
are
maybe
better
for
it
and
that's
an
ongoing
conversation.
A
A
lot
of
ipd
officers
come
from
military
backgrounds.
We
have
a
handful
that
do
that,
you
less
so
now
I
think
we're
seeing
it
and
you
know
military
backgrounds
are-
are
good
because
people
understand
service
and
discipline
and
that
sort
of
decorum
and
and
structure.
But
we
also
want
people
just
from
every
different
walk
of
life.
We
want
people
from
diverse
backgrounds,
from
every
ethnic
background
and
and
every
every
race
and
religion
and
sexual
orientation,
and
we
want
a
department,
that's
completely
reflective
of
the
community.
A
Okay,
so
any
other
questions
that
are
in
the
chat,
they're
going
to
be
archived
and
the
sheriff's
going
to
do
a
similar
presentation,
thursday
at
4
30,
and
hopefully
he
can
answer
them.
I
do
want
to
say
I
think
these
questions
were
great.
Please
take
some
time
to
check
out
that
year-end
report.
Take
a
look.
A
It
really
shows
a
lot
if
you
look
at
our
department's
facebook
page
it
if
you
just
scroll
through
the
last
year,
just
kind
of
give
some
snapshots
of
some
of
the
outreach
we've
done
and
again,
I'm
a
huge
proponent.
That
outreach
is
key
to
our
success
and
the
community's
success,
and
it's
not
a
box
to
check
it's
a
philosophy,
and
I
think
the
more
we
do
that
as
an
agency.
The
more
we
develop,
connections,
build
bridges
and
and
and
make
a
better
and
safer
community.