►
Description
Minneapolis Public Safety & Emergency Management Committee Meeting
https://lims.minneapolismn.gov/
A
Good
morning,
everyone
today
is
Wednesday
May,
8th
2019,
and
this
is
a
regularly
scheduled
of
the
public
safety
and
emergency
management
committee.
We
are
a
we
are
joined
this
morning
by
councilmember
Steve,
Fletcher,
councilmember,
Philippe,
Cunningham,
council
member
lenay
Palmisano,
and
my
name
is
Alondra
Cano
and
I'm,
the
councilmember
for
the
Ninth
Ward
and
chair
of
this
committee.
We
are
a
quorum
of
the
committee
and
therefore
can
conduct
the
business
before
us.
Today.
We
have
four
items
on
our
agenda
item
number.
A
One
is
a
public
comment
receiving
and
filing
public
comments
from
the
community
related
to
public
safety
issues.
We
have
three
items
for
discussion:
a
contract
with
Hennepin
County,
Human
Services
and
the
public
health
department
for
mental
health
services.
Item
number
three
is
a
2019
first
quarter:
minneapolis
police
department,
body,
worn
camera
metrics
report
and
item
number.
Four:
is
the
office
of
police
conduct
review
body
camera
overview
presentation?
Do
we
have
any
questions
on
our
agenda
today
before
we
adopt
it?
Seeing
no
questions
all
those
in
favor
of
approving
the
agenda.
A
Please
say
aye
aye
and
we
shall
go
ahead
and
begin
with
our
public
comment
period.
If
there's
anybody
here
today,
that
is
coming
to
speak
to
the
council
on
issues
relating
to
public
safety
and
emergency
management,
please
go
ahead
and
come
up
just
state
your
name
and
make
sure
that
you
sign
in
with
the
clerk
in
that
area.
Welcome.
B
The
first
one
is
20
million
dollars,
I
think
if
we
look
at
it
in
another
perspective,
the
city
budget
is
1.7
billion,
20
million
dollars
is
1.2
percent
of
this
year's
city
budget,
and
we
have,
and
that's
a
pretty
I
mean
1.2
percent
of
all
the
city
services
that
are
provided
Mike.
It
does
sound
like
a
very.
B
My
second
comment
is
has
to
do
with
the
number
2
million,
when
I
saw
that
2
million
dollars
was
going
to
go
to
the
was
a
part
of
the
settlement,
and
it
was
going
to
go
to
a
program
that
the
minneapolis
foundation
puts
on.
I
was
asking
myself
well,
the
rustic
family
could
have
donated
two
million
dollars
out
of
the
20
million
dollars
on
their
own.
Why
is
this
provision
in
the
settlement?
It
sounded?
B
It
seems
a
little
fishy
to
me
and
then
during
the
press
conference
announcing
the
settlement
council,
president
bender
said-
and
I
quote,
it
was
a
priority
for
the
city
council
and
the
mayor
that
part
of
the
settlement
include
funds
to
be
invested
to
address
broader
issues
of
police
violence
in
our
communities,
which
we
all
know
disproportionately
impact
communities
of
color.
So
it
seemed
to
me
that
this
donation,
although
the
attorney
for
the
rustics
mr.
B
bennett,
said
that
judge
justine
would
have
would
have
loved
that
this
two
million
dollars
is
going
to
this
project
and
I
have
not
cast
any
aspersions
on
whether
the
Minneapolis
Foundation
is
going
to
spend
this
money
wisely.
But
it
seems
that
this
provision
seems
they
had
coming
to
the
settlement
at
the
initiative
of
the
City
Council
and
it
it
doesn't
seem
to
be.
If
the
City
Council
should
be
spending
taxpayers
money
on
projects
that
they
want
to
do
in
lawsuit
settlements.
B
C
B
Saying
that
it's
that
it's
not
worthwhile
to
have
spent
that
money,
but
I
think
it
is
it
is,
it
doesn't
smell
all
that
good
and
then,
when
you
realize
that
the
president
and
CEO
of
the
Minneapolis
Foundation
happens
to
be
a
former
mayor
of
the
city,
RT
Rybak,
then
it
even
gets
a
little
fishy.
I'm
wondering
did
the
Minneapolis
Foundation
contact,
anyone
on
city
council
saying
hey
if
you're
gonna
make
a
settlement
with
the
rustic
family?
Maybe
we
can
get
in
on
some
of
that
money.
So
this
this
smells
a
little
fishy.
B
I
think
it's
a
two
million
dollar
for
some
pet
project
should
have
gone
through
the
normal
process.
It
shouldn't
have
been
a
part
of
a
lot
been
part
of
a
lawsuit
settlement
and
the
third
figure
that
I
that
I'd
like
to
comment
on
is:
if
you
divide
20
million
dollars
by
the
population
of
Minneapolis,
every
man,
woman
and
child
in
the
city,
he
is
roughly
contributing
forty
five,
maybe
forty
six
or
seven
dollars
so
I'd
like
to
give
my
two
cents
worth
on.
What
I
would
like
to
have
to
see
come
out
of
this?
B
For
the
forty
five
dollars
that
I
can
treat
I'm
contributing
to
the
settlement
and
I
think
you've
started,
you
had
a
councilmember
Palmisano
initiative.
There
was
a
first
listening
session
yesterday.
She
said
it's
going
to
be
the
first
of
many,
but
what
I
would
like
to
see
is
a
list
of
questions
developed
by
the
council.
It
can
be
taken
from
those
listening
sessions.
B
It
can
be
taken
from
the
civil
complaint
it
could
be
taken
from
the
trial
as
to
what
lessons
should
be
learned
from
this
case,
MPR
had
a
piece
on
their
website
of
six
things,
six
unanswered
questions
and
I
think
what
this
whole
listening
session
thing
should
focus
on
is
what
lessons
can
be
learned
and
it
should
be
in
some
definitive
document.
It
should
be
compiled,
I,
don't
know
if
it's
the
police
chief,
let's
check
a
pilot.
B
If
the
mayor
should
compile
that,
if
some
citizen
staff
body
should
put
this
together,
but
there
ought
to
be
something
some
definitive
list
of
lessons
that
were
learned
from
this
case
now,
some
people
will
say
any
what
I
would
be
treating
this
case,
because
this
is
a
white
woman
differently
from
other
cases,
I,
don't
think
it
would
be.
In
this
case
we
had
a
full-blown
trial.
All
sorts
of
evidence
came
out
about
possible
problems
within
the
police
department
about
a
code
of
silence.
B
B
Where
was
it
that
the
police
chief
he's
he
said
that
they're
conducting
a
full
review
of
the
rustic
shooting,
with
aim
of
improves
improving
policies,
procedures
in
officer
training?
No,
it
was.
He
said
they
may
change
about
the
body-worn
policy
and
the
auditing
of
body-worn
policy
as
a
result
of
this
I
think
these
are
all
these
changes
that
are
being
made
or
are
going
to
be
made
and
unanswered.
Questions
should
be
compiled
in
some
sort
of
report
as
the
lessons
that
were
learned
from
this
from
this
unfortunate
killing.
B
A
Friday
so
it
looks
like
we
are
wrapped
up
with
public
comment
period,
so
all
those
in
favor
of
receiving
and
filed
the
public
comments
from
the
community
regarding
public
safety
issues,
please
say:
aye
aye
and
now
we'll
go
on
to
our
discussion
items.
So
we
have
a
item
number
two,
which
is
a
contract
with
Hennepin
County,
Human
Services
and
Public
Health
Department
for
the
mental
health
services
program.
A
We
do
have
our
lead
MPD
staff
member
here
who
can
who's,
welcome
to
come
up
and
just
give
us
a
verbal
overview
of
the
status
of
the
program.
Where
is
it
now?
How
will
the
authorization
of
this
contract
impact
the
future
of
the
program?
And
if
you
have
a
guest
that
you'd
like
to
welcome
to
also
share
the
stand
with
you,
please
feel
free
to
invite
her.
D
All
right,
dr.
kay
Pitkin,
if
you
could
please
join
me-
and
we
are
here
to
assist
with
answering
any
questions-
I
just
want
to
give
you
a
brief
update
as
to
where
the
corresponding
program
is
at
right
now.
So
we
have
got
the
program
up
and
running
in
four
of
the
five
precincts,
and
so
that
would
be
in
the
fifth
Precinct
Southwest,
the
third
Precinct
South
first
precinct
downtown
and
the
fourth
Precinct
up
on
the
north
side.
I
feel
as
though
the
programs
move
only
moving
along
really
well.
D
I
ended
up
actually
having
a
meeting
yesterday
with
officers,
and
they
came
from
all
the
precincts
and
they
were
really
excited
about.
The
program.
I
was
thrilled
to
hear
them
say
that
the
the
first
week
up
on
the
north
side
of
Minneapolis
in
particular,
just
how
excited
they
were
about
how
successful
the
program
had
already
been
and
the
response
to
calls-
and
they
said
goodness
sakes
this
young
woman,
cope
staff.
Member
was
able
to
sit
down
at
her
computer
and
provide
information.
D
So
it
was
really
exciting
to
hear
that
right
now
we
are
creating
some
additional
space
in
the
second
Precinct
and
so
acquiring
furniture
and
I
know,
even
in
the
fourth
Precinct,
just
dropping
some
lines
for
some
of
the
computer
and
the
technical
piece
and
so
I
imagine
here
by
a
summer,
but
I
would
say
if
that
will
actually
arrive,
so
we'll
say
June
that
we'll
have
it
up
and
running
in
all
of
the
precincts.
Yes,
are
there
any
particular
questions?
I
could
answer.
E
Thank
You
churko
and
thank
you
for
moving
this
forward.
I
think
your
work
on
this
has
been
really
really
important
and
I'll
just
say
even
in
the
downtown
safety
meeting
yesterday,
inspector
Frisell
was
talking
about
this
as
a
real
game-changer
and
a
lot
of
the
downtown
safety
work.
The
the
addition
in
the
first
precinct
has
really
made
a
difference,
and
it's
been
so
successful
that
they're
already
asking
about
night
shift
edition,
so
I
guess
that's.
One
of
my
questions
is:
what
are
you
seeing
in
terms
of
demand?
I
know:
we've
got
daytime
hours
it
is.
E
There
is.
Is
that
something
that
we
should
be
looking
at
in
the
future
as
we
sort
of
project
long
term
budgets
as
we're
seeing
the
success
of
this
program?
Would
it
be
helpful
to
have
nice
staffing?
Would
we
one
night
staffing
and
all
five
precincts,
or
maybe,
as
the
demand
lighter,
and
we
could
just
base
somebody
centrally
for
citywide
coverage
at
night?
Have
you
guys
started
to
think
about
what
24/7
correspond
to
coverage
would
look
like?
Certainly.
D
So
if
we
wanted
24/7
coverage,
that
would
definitely
be
a
big
ask
of
our
partners
with
cope.
They
certainly
would
have
to
do
additional
hiring,
as
would
MPD.
In
order
to
make
that
happen.
Would
it
be
useful,
it'd
be
a
fantastic
resource
again,
and
you
know,
during
the
daytime
hours
there's
a
general
availability
of
clinics
and
and
hospital
staff
that
might
see
outpatients
in
a
different
way
than
in
the
overnight
hours.
D
So
overnight
would
be
nice
to
have
this
resource
in
particular,
it
is
something
that
I've
given
consideration
to,
because
I
know
that
we
do
continue
to
see
a
significant
number
of
calls.
911
calls
for
folks
experiencing
a
mental
health
crisis
in
I
would
say
well
into
the
29
p.m.
time
frame,
and
so
I
I
would
like
to
see
it
expanded
so
that
we
would
have
that
coverage.
Overnights
I
mean.
Certainly
these
calls
come
in
all
the
time,
but
I
would
say
the
bulk
of
the
calls
occur
between
11:00
a.m.
and
9:00
p.m.
D
D
Even
the
opportunity
to
have
some
shifts
shift
overlap
between
you
know
those
the
busiest
hours
of
the
day
which
really
citywide
for
all
of
our
calls
tends
to
be
a
late
afternoon
to
early
evening,
so
it
would
be
nice
to
have
I
have
some
additional
staff
I'll,
never
turn
that
way.
There's
certainly
calls
that
would
necessitate
their
availability.
I,
don't
know
if
dr.
Pitkin
yeah.
F
F
A
E
You
know,
I,
think
that
there
are
things
that
the
county
is
especially
good
at
and
things
that
the
city
is
especially
good
at,
and
this
is
one
of
those
places
where
we've
really
managed
to
marry
our
strengths
in
a
really
compelling
way,
and-
and
you
know
for
all
of
us
as
taxpayers,
we
pay
one
property
tax
bill
that
goes
to
the
county
and
the
city,
and-
and
you
know,
we
just
expect
everybody
to
coordinate
and
work
together,
and
sometimes
that
happens
better
than
others.
And
this
is
a
really
great
success
story
and
I.
A
C
This
has
been
a
lifelong
dream,
I
think
for
us,
as
long
as
the
program
has
been
in
existence
to
be
able
to
partner
with
police
and
be
able
to
go
out
based
on
a
quick
turnaround
situation.
If
we
can
do
that
because
you
know
so
many
of
our
community
members
are
not
able
to
leave
their
homes
because
of
their
illness
they're
in
crisis,
their
family
members
want
support.
So
it's
just
really
taken
us
to
the
next
level
in
terms
of
how
we've
been
able
to
reach
the
public.
C
So
I
just
can't
express
enough
about
my
appreciation
of
our
opportunity
to
be
able
to
collaborate
and
possibly
continue
that
collaboration
even
further.
Also
I
should
say
that
the
staff
have
been
thrilled
about
doing
the
work.
They
have
really
been
excited
to
learn
more
about
what's
going
on
in
the
community
and
how
they
can
learn
from
police
and
police
can
learn
from
them
and
they
can
have
a
shared
space
that
really
works
for
the
public.
F
F
Is
there
a
potential
for
the
structure
to
be
centralized
so
that
it
could
be
24
hours
and
deployed
as
needed
or
or
is
the
current
structure
able
to
meet
the
needs
within
the
work
hours
I
see
because
I
yeah
just
kind
of
as
curious
like
if
we
were
to
have
a
more
centralized
model
that
was
deployed
throughout
the
city
as
needed,
that
perhaps
then
we
would
be
able
to
make
that
24
hours.
Sure.
D
I
think
part
of
what
makes
this
such
a
success
is
that
the
teams
are
actually
embedded
within
the
precincts
actually
having
office
space
in
the
precincts
so
they're
having
a
lot
of
sidebar
conversations
with
officers
helping
to
you
know
really
problem
solved
with
them.
Looking
into
things
a
little
bit
more
in
depth,
based
on
those
side,
conversations
that
they're
having
at
the
watercooler
so
to
speak,
I
think
that
really
is
helping
to
build
those
relationships.
D
If
they
were
centrally
located,
we
would
lose
those
opportunities
and
I'm
afraid
they
wouldn't
have
nearly
the
collaboration
that
they
do
now.
I
feel
as
though
they're
right
now,
you
know
able
to
respond
to
the
calls
in
a
in
a
timely
manner.
They
don't
go
with
lights
and
sirens
to
calls
and
so
I'm
afraid
if
they
were
located
in
a
central
location,
it
would
just
they'd
be
that
much
further
away
as
well,
so
my
preference
would
be
to
keep
them
in
the
precincts
great.
F
Thank
you
for
that
feedback.
My
second
question
is
around
the
funding
piece
of
it.
I
think
that
I
really
love
the
fact
that
we
have
a
partnership
between
MPD
and
the
county.
I
think
that,
where
I
get
a
little
bit
hung
up
that
were
essentially
paying
the
county
for
services
that
are
provided,
and
so
what
kind
of
long-term
funding
can
we
really
look
at?
This
might
be
a
bigger
question,
but
I'm
just
curious
to
get
some
feedback
on.
F
Is
it
that
the
county
needs
a
larger
budget
in
cope
for
it
to
be
so
that
the
city
isn't
contracting
and
paying
for
those
services?
Is
that
question
making
sense?
Okay,
so
I
just
would
like
to
be
able
to
hear
that
feedback
so
that
we
can
think
sustainably
about
how
do
we
fund
expansion
currently
what
we
have
and
then
expanding
it.
C
So
those
conversations
are
under
way
right
now
and
we've
been
presenting
data
and
now
tomorrow,
I'm
going
to
be
talking
to
someone
about
our
various
models
and
how
to
best
go
after
state
funding,
because
I
really
do
think
that
it
helps
the
state
incredibly
to
be
able
to
support
its
citizens,
and
there
should
also
be
some
state
contribution
to
these
efforts,
not
just
local
jurisdictions,
taking
them
on
themselves.
Thank.
F
You
and
I
will
put
my
put
myself
as
available
to
be
able
to
have
conversations
with
other
elected
officials
as
necessary
sure
that
there
are
other
colleagues
of
mine
who
would
also
be
available
to
help
advocate
for
that
funding.
Much,
as
you
said,
having
local
jurisdictions
trying
to
take
on
the
financial
burden
is,
is
just
challenging
and
so
more
than
happy
to
do
what
I
can
to
help
secure
that
funding.
Thank
you.
A
Well,
I'm
not
seeing
any
more
questions
and
I.
Thank
you
both
very
much
for
being
available
for
this
verbal
date.
We
can
certainly
work
on
a
more
specific
update
with
numbers
and
and
the
such
at
a
later
time.
But
given
the
events
of
the
last
couple
of
weeks,
we
felt
it
was
important
to
have
a
conversation
about
this
particular
program
and
the
authorization
of
the
contract.
Thank
you
for
your
due
diligence
and
rolling
it
out
and
for
the
partnership.
We
need
more
partnerships
and
I
think
this
work
needs
more
attention
as
well.
A
So
thank
you
both
for
being
here
and
so
with
no
further
questions
here
before
us
all.
Those
in
favor
of
authorizing
a
contract
with
Hennepin
County,
Human
Services
and
put
in
the
public
health
department
for
mental
health
services
with
with
the
police.
Mental
health
correspond
our
teams
in
the
amount
of
three
three
hundred
and
thirty
thousand
dollars
for
a
duration
of
two
years
from
January
1st
2019
through
December,
31st
2021,
please
say
aye
aye
and
that
item
moves
forward.
A
G
With
our
next
steps
for
quarter,
one
in
January,
we
recorded
47,000
a
little
over
47,000
videos
in
February
a
little
over
43,000
and
in
December
alone
over
52,000
videos
total
in
quarter
one
approximately
forty
additional
body,
roll
cameras
were
issued
officers
working
in
investigative
capacities,
bringing
the
total
number
of
assigned
cameras
to
687,
and
these
are
those
same
statistics
broken
down
by
precinct.
Nothing
remarkable
in
these
numbers
here.
G
The
next
set
of
slides
represent
a
comparison
by
percentage
of
the
overall
or
specific
cat
events
that
required
activation
of
a
BWC
and
the
individual
officers
who
were
equipped
with
the
BWC
had
responded
or
self
assigned
to
the
call.
The
percentage
does
not
include
events
where
an
officer
was
canceled
off
the
event
before
arriving
and
these
percentages
of
my
month
before
we
get
into
that
dole.
I
want
to
talk
a
little
bit
about
our
new
new
group
of
officers
who
received
cameras,
officers
work
in
an
investigative
capacities
who
were
assigned
be
WCS
and
quarter
one.
G
It
was
approximately
forty
are
not
included
in
the
data
contained
in
the
following
slides
these
officers,
work
in
plainclothes
and
have
different
BWC
policy
requirements
for
usage
compared
to
uniformed
officers.
Working
in
patrol
plainclothes
investigators
are
not
required
to
wear
they're
BWC
during
their
on-duty
shift
unless
they're
executing
a
search
warrant
in
the
field
or
when
ordered
to
by
a
supervisor
their
usage
requirements
affect
the
data
in
a
way
that
produces
inaccurate
performance
percentages.
G
For
example,
when
the
investigate
response
car
response
to
a
robbery
call,
they
are
signing
to
the
incident
and
CAD,
but
because
they
are
not
required
to
wear
they're
BWC,
no
video
is
recorded
and
the
data
counts
this
as
an
incident
that
should
have
had
video
or
in
other
words
of
false
negative,
which
affects
the
performance
percentages
of
the
individual
and
the
department.
When
plainclothes
officers
in
investor,
when
plainclothes
investigative
officers
are
working
uniform,
however,
they
are
required
to
wear
and
use
they're
BWC
cameras.
G
Second
item:
an
update
on
the
parking
incidence
we
discussed
last
quarter
on
February
20th
and
administrative
announcements
issued
clarifying
when
BWC
activation
was
required
for
parking
enforcement.
Bwc
activation
for
parking
enforcement
is
optional.
Now,
unless
the
officer
is
engaging
in
a
citizen
engaging
with
a
citizen
regarding
the
parking
complaint
which
would
require
activation
generally,
a
parking
incidents
represent
a
small
percentage
of
the
cat
events
that
were
fired,
BWC
activation.
The
number
of
parking
incidents
can
increase
as
a
result
of
parking
enforcement
details
such
as
snow
emergencies.
G
Most
of
these
incidents
don't
involve
citizen
contact
as
a
result
of
the
policy
change.
Parking
incidents
will
no
longer
be
included
in
BWC
activation
statistics
unless
a
manual
review
of
these
incidents
is
needed
so
overall
for
quarter
one,
our
percentage
was
93%.
This
is
the
highest
percentage
we've
seen
thus
far
and,
as
you
can
see,
also
from
quarter
four,
we
were
at
ninety
percent
overall
cat
events
that
required
activation
and
the
officers
there
with
cameras
that
responded
to
those
events.
G
These
are
statistics
for
specifically
for
traffic
stops
at
the
end
of
the
quarter
in
March
we're
at
95
percent
and
in
April
we
had
96
percent
for
suspicious
person,
calls
in
March
at
94
percent
and
at
April
at
92%
for
unknown
trouble,
calls
in
March
we're
at
96
percent
in
April
or
at
95
percent,
one
of
the
few
some
of
the
activity
that
we
engaged
in
quarter.
One
was
we
spent
time
catching
up,
so
we
had
done
activation
audits
in
both
quarter
three
and
quarter
four.
We
had
also
started
doing
kasemir
category
audits
as
well.
G
So
there
was
a
lot
of
review
built
into
our
process
is
rigorous
follow-up.
If
we
issue
audits
and
ask
for
action
and
the
precincts,
we
make
sure
that
the
audits
are
complete
and
that
the
documentation
is
correct.
So
the
auditors
spent
a
lot
of
time.
This
quarter
doing
that
and
then
also
during
the
quarter.
G
We
notice
from
some
of
the
feedback
we
were
getting
from
the
supervisors
in
some
of
the
activation
audits
that
videos
were
actually
in
the
system
they
just
weren't
labeled
and
if
they're
not
labeled,
then
the
matching
that
needs
to
occur
in
our
dashboards
doesn't
happen.
So
it
looks
like
there
isn't
video,
but
when
you
go
into
acts
on
the
videos
are
there,
so
we
spent
time
conducting
audits
for
case
number
and
category
issues.
We
did
two
rounds
of
those
audits.
G
The
first
was
roughly
for
the
first
half
of
events
that
occurred
in
quarter
one
and
then
we
did
another
round
seeing
that
we
still
had
an
issue
with
this
for
roughly
the
second
quarter
data
for
events
in
the
first
round,
the
average
number
of
Corrections
was
five
for
some
people
that
was
less
for
some
people
was
more
and
then
in
round
two.
The
average
number
of
Corrections
was
for
the
auditors
conducted
it's
736
audits,.
G
We
also
conducted
our
random
sample
of
25
officers
for
401
and
again,
the
way
this
is
set
up.
Is
we
pick
five
officers
from
each
precinct
and
we
pick
randomly
ten
videos
to
review
and
the
metrics
were?
Was
there
a
full
second
full
30-second
prevent
recording?
Did
the
activation
at
the
conclusion
of
the
call
appear
to
be
appropriate?
Was
there
a
proper
case
number
entered
and
was
there
a
category
entered,
and
here
are
the
results
from
that
audit?
G
There
was
a
slight
increase
in
no
proper
case
number,
which
didn't
surprise
us
from
the
audits
that
we
had
already
been
working
on
and
then
also
there
was
a
slight
increase
and
there
did
not
appear
to
be
a
proper
deactivation
at
the
conclusion
of
the
event
or
a
reason
or
the
reason
for
the
deactivation
was
inconclusive
in
that
category.
Some
of
the
patterns
we
observed,
2/3
of
the
BWC
videos
with
improper
activations,
had
pre
event
recordings
that
were
less
than
30
seconds.
G
That
activation
occurred
before
arriving
on
the
incident
and
then
in
the
other
third
of
the
BWC
videos
with
improper
activations.
They
had
30-second
pre-event
recordings,
but
the
activation
occurred
after
arriving
on
the
incident.
There
were
also
unintentional
and
temporary,
partial
or
full
camera
obstructions
from
seatbelts
and
uniforms
observed
and
then
deactivation
occasionally
occurred
occasionally
occurred,
while
an
officer
was
still
on
scene
and
the
call
had
not
yet
been
completed
so
next
steps
so
we'll
continue
to
do
follow-up
on
any
outstanding
audits.
88%
of
our
Porter
one
case,
number
category
audits
are
complete.
G
74%
of
our
Porter
for
activation
audits
are
complete
about
a
quarter
of
those
are
pending
review
in
my
office
and
then
95%
of
the
quarter.
3
activation
audits
are
also
complete.
So
in
that
process,
that
means
we
put
the
oddest
together,
send
them
out
to
the
precincts
for
action.
The
supervisors
did
the
work
that
they
were
supposed
to
do,
send
them
back.
It
is
reviewed
and
approved
them
and
then
put
them
in
the
complete
folder.
G
The
mandatory
mentoring
program
was
successfully
implemented
and
will
continue
to
be
used
as
part
of
our
auditing
efforts.
The
process
requires
officers
to
document
they're,
BWC
usage.
In
writing.
They
meet
with
a
supervisor
daily
for
15
days
to
verify
results.
Individual
results
of
this
program
are
considered
private
data.
G
One
of
our
goals
for
quarter
2
is
to
begin
the
process
of
turning
over
some
of
our
quantitative
auditing
responsibilities
to
patrol
lieutenants.
This
will
add
additional
auditors
to
the
process
and
will
allow
them
to
quickly
spot
trends
and
interview
intervene
directly
to
improve
performance
when
necessary.
On
March
12th
patrol
lieutenants
were
given
access
to
three
additional
dashboards
that
will
aid
them
in
their
auditing
efforts.
We
are
in
the
process
of
scheduling
patrol
attendants
for
training
on
how
to
use
these
dashboards
along
with
some
query
functions
in
evidence.
Comm.
G
The
first
training
date
is
scheduled
for
May
14th,
we're
also
in
the
process
of
developing
metrics
and
in
the
structure
they'll
use
for
their
monthly
auditing.
The
quality
assurance
unit
will
maintain
the
primary
responsibility
for
auditing
BWC
performance
until
the
patrol
lieutenants
are
trained.
When
the
training
is
complete,
the
QA
you
will
take
on
more
of
an
oversight
role
to
ensure
the
planet.
Ativ
reviews
are
occurring
and
we'll
continue
to
send
out
audits
for
supervisors
reaction
as
needed.
A
goal
for
the
QA.
A
H
G
So
for
parking
incidents
which
would
be
different
from
traffic
stops,
but
for
parking
incidents
that
might
be
somebody
calling
and
say,
hey,
there's
a
car
blocking
my
driveway.
Can
you
come
out
and
take
care
of
it
and
when
you
get
out
there,
there's
no
really
there's
no
real
need
to
see
a
caller
where
the
caller
doesn't
want
to
be
seen.
They
just
want
the
problem
address.
That
might
be
one
example.
H
G
It's
it's
basically
list
more
often
than
not.
Activation
is
required
for
whenever
you
take
enforcement
action,
it's
required
when
you're
dispatched
or
assigned
to
a
call
it's
required
when
you're
directed
to
by
a
supervisor
it's
required
when
a
situation
turns
adversarial
or
confrontational
instances
like
that.
G
There's
not
there's
not
a
lot
of
that.
You
know,
for
the
most
part,
activation
was
required
for
almost
every
call.
These
guys
go
on
so
I
mean
we
don't
record.
So,
for
example,
we
don't
record
community
meetings.
We
don't
record
demonstrations
whether
it's
constitutionally
protected
activity,
those
kinds
of
things
we
don't,
but
for
the
most
part
our
policy
requires
recording
most
of
the
time.
H
G
Me
give
you
an
example
of
that,
so
our
policy
says,
for
example,
we
don't
record
community
meetings
well.
That
particular
piece
of
the
policy
would
then
come
into
play.
If,
for
example,
there
was
somebody
at
the
meeting
who
was
being
disruptive
and
the
person
leading
the
meeting
asked
them
to
leave
and
then
ask
the
officer
to
interview
at
that
point.
You
start
with
no
reporting,
but
now
you're
in
a
situation
where
recording
is
required
for
a
community
meeting.
Okay.
A
I
You,
madam
chair,
the
number
of
questions
and
comments.
If
that's
okay,
commander
Granger
at
first
I,
was
wondering
why
you
were
focusing
so
much
time
and
energy
on
case
numbers
and
category
audits,
but
I
see
now
after
your
presentation
how
important
they
are
I
mean
this
is
our
ability
to
find
a
video
or
not
correct.
G
I
It
makes
no
use
to
have
footage
if
we
can't
recall
it
or
come
up
with
it
when
we
need
it.
So
I
I
really
appreciate
your
focus
on
that
to
me.
Well,
you
used
a
lot
of
words
on
one
of
these
slides
I.
Think
the
big
change
this
month
from
a
policy
perspective,
because
you've
rolled
out
more
body
cameras
is
that
if
there's
uniform,
there's
a
body
camera,
they.
I
G
I
Question
or
a
question
to
my
colleague
you're
an
open
question
about
slide.
Fours
I
want
to
point
out
that
this
is
how
most
body
worn
camera
programs
in
the
country,
measure,
body,
camera
programs
and
and
I
kind
of
wonder.
You
know
why
are
we
still
reporting
things
this
way,
I
think
the
nice
thing
about
it
is
it.
I
You
know
I
left
space
last
time
in
the
last
quarterly
metrics
report
that
some
of
the
changes
that
you
were
implementing,
such
as
the
mandatory
mentoring
mentoring
program,
meant
that
our
numbers
would
probably
go
down,
and
it
would
be
because
we
were
focusing
on
the
the
officers
that
were
routinely
having
problems
with
the
habit
with
the
practice
of
wearing
their
body,
worn
cameras
and
being
in
compliance,
I
felt
strongly
that
our
numbers
would
probably
go
down
this
quarter
and
wanted
to
make
sure
that
we
left
space.
For
that.
I
We're
doing
the
right
things
we're
not
here
to
manage
an
ever
improving
system
by
numbers,
we're
here
to
make
a
program
that
works
and,
and
they
didn't.
You
said
the
average
of
this
is
93%
I.
Think
that
last
night
in
the
forum,
I
used
the
94%
figure.
The
last
three
months,
including
April,
does
show
94
percent,
but
I
get
that
the
average
here
for
first
quarter
is
93.
I
Some
of
that
is
partially
about
parking
incidents,
as
you
explained,
I
wonder
if
that's
mostly
behavioral
and
I
wanted
to
point
out
something
that
that
you
had
shared
with
me
when
I
asked
you
really
what
is
about
what
is
it
about
this
program
where
we've
been
able
to
have
success
in
it
since
we've
started
this
in
late,
2017
and
I
want
to
share
with
my
colleagues
how
you
answered
that
you
said
one
is
policy,
and
that
really
is.
We
have
a
much
clearer
policy
than
we
had
in
this
program
less
than
two
years
ago.
I
One
is
Precinct
leadership.
You
know
you're
you're,
layering,
you're,
driving
accountability
and
layering
different
levels
of
auditing
and
making
it
there's
immediate
supervisors
responsibility
to
have
to
write
down
the
reasons
for
whether
or
not
that
immediate
manager
thought
that
the
policy
was
adhered
to
or
not
seems
to
be
making
a
difference,
but
also
what's
the
value
of
auditing.
What's
the
value
of
continuing
to
audit
the
things
that
we
talked
about
was
awareness.
I
Education
is
being
really
important.
The
oh
now
I
understand
and
in
a
in
something
non-controversial
like
a
parking
incident,
you
know
why
I
might
have
on
or
might
not
have
on
my
body,
worn
camera
and
about
these
layers
of
accountability.
So
I'm
really
eager
about
your
last
slide
on
next
steps
about
one
of
your
goals
for
a
quarter
to
about
moving
some
of
these
auditing
responsibilities,
pushing
them
down
into
the
precincts
to
patrol
lieutenants.
The
lieutenant's
are
now
in
the
fold
so
to
speak,
and
it's.
I
G
A
Thank
you.
Thank
you
for
that.
I
do
have
two
questions
commander,
Granger
and
I.
Wonder
if
you
could.
Please
help
me
kind
of
think
through
this.
So
as
a
as
council
member
Palmisano
brought
our
focus
back
to
slide
four,
you
know:
I
I
did
pay
attention
more
specifically
to
what's
happening
in
the
third
Precinct.
A
If
you
can
help
me
understand
some
of
the
the
differences
in
the
numbers
from
precinct
to
precinct
and
also
help
me
understand
the
relationship
between
that
number
and
the
number
of
officers
that
are
actively
on
duty,
because
I
I
recently
had
a
conversation
with
some
of
the
Latino
business
owners
at
Meadow,
Carlos
enthral,
who
were
concerned
about
the
lack
of
response
from
MPD
when
they,
when
they
call
911
and
when
they
called
to
report
like
a
person-to-person
robbery.
And
it
ensued
into
a
conversation
about
others.
A
Maybe
only
you
know
six
to
eight
officers
working
on
a
Saturday,
which
means
they
can't
be
working
in
in
like
a
partner
module,
they
kind
of
have
to
split
up
and
do
singular
duty.
And-
and
so
it's
connected
to
a
conversation
of
what.
How
are
the
numbers
relating
to
the
type
of
response
that
we
have
for
communities
which
then
triggers
in
my
head?
A
question
about?
How
does
that
relate
to
the
number
of
videos
where
we're
kind
of
bringing
in?
So?
A
G
Know
I
can
I
can't
speak
to
specific
issues
related
to
response
times.
What
I
can
tell
you
is
these
numbers
are
based
on
the
number
of
people
assigned
to
each
precinct
in
each
one
of
these
precincts
has
a
different
number
of
personnel
assigned
they're,
also
tidings
it
tied
directly
to
the
cat
events.
G
So
when
a
precinct
has
more
9-1-1
calls
or
more
self-initiated
activity
or
less
that's
going
to
drive
the
numbers
up
or
drive
them
down,
so
it's
always
dependent
on
the
amount
of
cat
activity
and
also
the
number
of
people
are
signed
in
the
precinct
precinct.
To
has
the
least
amount
of
staffing
compared
to
all
the
other
precincts.
So
what
they're
gonna
generate
is
gonna,
be
less
number,
usually
I,
understood.
A
And
then
my
second
question
relates
to
what
is
the
role
of
qualitative
data
in
compliance
and
participation
in
the
body-cam
usage,
so
I
I
love
that
we
can
get
to
see.
All
of
these
numbers
and
they're
very
detailed
and
I
can
certainly
tell
that
all
of
the
work
that
you've
been
doing
has
helped
us
to
reach
a
higher
level
of
participation
in
this
as
a
tool
for
improving
our
policing
systems
in
the
city
and
just
curious.
A
G
I
can
tell
you
that,
naturally,
there
are
studies
in
progress
that
are
measuring
topics
like
this.
We
currently
don't
have
a
plan
to
conduct
a
survey
with
the
officers
to
sort
of
gauge
their
views
toward
this.
This
program,
I
can
tell
you
anecdotally
and
believe
this
isn't
a
representative
sample
by
any
means,
but
I
can
tell
you
anecdotally
from
some
of
my
travels
that
officers
want
to
have
these
cameras.
G
So,
for
example,
last
two
or
three
weeks
ago,
I
think
there
was
an
officer
who
had
a
malfunctioning
camera
and
had
asked
for
permission
to
use
someone
else's
camera,
because
this
person
didn't
want
to
work
the
street
without
it.
So
I
think
you
know,
there's
probably
of
some
different
points
of
view
out
there,
but
I've
definitely
heard
folks
expressing
views
that
you
know
this.
This
is
a
useful
tool,
it's
a
tool
that
can
protect
also
as
well
as
document
or
memorialized.
G
You
know
the
interactions
that
are
happening
out
there
so
and
it's
also
a
fantastic
training
tool
for
us
to
be
able
to
take
a
deeper
look
at
these
interactions
and
and
and
make
sure
that
people
are
operating
with
the
level
of
professionalism
that
we
respect,
that
we
expect
and
also
to
kind
of
determine.
You
know-
maybe
maybe
there's
some
training
that
you
know
engage
in
so
yeah.
A
Yeah
I
appreciate
that
would
love
to
work
with
you
on
getting
some
of
the
feedback
from
that
national
study,
because
it's
the
qualitative
component
to
me
is
an
analysis
that
provides,
as
you
mentioned,
not
only
an
understanding
of
of
how
our
employees
feel
about
a
particular
tool.
We're
introducing,
but
also
what
are
some
feedback
that
we
could
use
to
more
constructively
build
out
the
the
effort
as
as
it
moves
forward.
A
So
I
appreciate
you
bringing
that
up
with
that
I,
don't
see
any
more
questions
from
our
committee,
so
I
think
we're
gonna
wrap
it
up
with
you
and
go
ahead
and
vote.
Let
me
see
here,
go
ahead
and
receive,
and
file
and
I
just
want
to
do
a
quick
check
with
the
clerk
since
there's.
Only
three
of
us
is
that:
okay,
oh
yeah!
Okay,
thank
you!
Yes,
and
on
that
note,
I
didn't
want
to
welcome.
Come
summer,
Andrew
Jenkins
to
the
committee
I
forgot
to
acknowledge
you
early
on
as
you
joined
the
Daiya.
A
A
J
Of
vice-chair
Fletcher
vice
vice
president
Jenkins
and
councilman
of
Holmes
I
know.
Thank
you
so
much
for
the
invitation
to
come
talk
to
you
about
this
very
important
issue.
My
name
is
a
manager,
far
I'm
the
director
of
the
office
police
conduct
review
and
today
I'm,
going
to
give
you
an
overview
of
how
we
use
body,
camera
and
I'm
gonna
start
at
the
beginning.
J
We're
gonna
talk
about
how
things
kind
of
organically
grow
out
of
complaint
processing,
because
although
there
are
a
lot
of
things
that
are
handled
that
are
completely
separate
from
what's
actually
alleged
in
a
complaint,
it
really
does
grow
out
of
the
complaint
processing
system,
and
so
first
I
thought
I'd
start
with.
How
do
we
actually
view
body
camera?
Well,
there
are
several
members
of
our
staff
that
view
body,
camera
and
I'll
start
with
the
body
camera
analyst.
J
So
when
a
complaint
comes
in,
usually
the
first
thing
that's
done
is
the
body
camera
analyst
is
going
to
look
and
try
and
find
the
body
camera
related
to
whatever.
That
incident
is
and
I'm
going
to
talk
more
even
about
the
time
involved
and
just
to
give
you
a
more
comprehensive
picture
of
what
we're
actually
doing
with
body
camera
so
that
then,
after
it's
tagged,
reviewed
is
sent
to
our
intake
investigators,
which
now
we
have
two
on
staff.
They
are
dividing
up
cases,
but
it
gives
because
we
have
two.
J
It
gives
us
a
much
better
opportunity
to
actually
do
more
analysis
on
what
is
happening
with
a
policy
and
procedure
in
those
individual
incidents.
So
they
are
both
reviewing
body
camera
not
only
to
look
at
the
incidents
but
to
do
kind
of
a
quasi
legal
analysis
using
the
Minneapolis
policy
and
procedure
for
police,
which
is
what
we
use
to
determine
if
there
are
employment
violations
that
are
occurring
in
the
incidents.
J
Our
case
investigators,
so
when
a
case
is
forwarded
on,
are
also
reviewing
body
cameras,
so
they're
reviewing
it
on
a
real,
almost
micro
level,
to
look
at
okay.
Here's
the
things
I
want
to
ask
questions
about
here's
the
problems
that
I
see
here-
and
this
is
what
I
really
need
to
draw
out
of
my
interviews,
my
writing
and
then
that
will
shape
the
entire
investigation
and
also
as
joint
supervisors.
So
myself
and
either
the
internal
affairs
commander
or
the
lieutenant
of
internal
affairs,
will
look
at
that
together
to
decide.
J
Do
we
agree
with
kind
of
the
intake
investigators.
Initial
analysis?
Is
there
more
that
we
need
to
add
on
because
there's
additional
problems
that
we
see
do
we
need
to
maybe
change
an
allegation,
so
you
have
a
lot
of
different
components
and
especially
a
lot
of
different
civilians
with
different
skill
sets
reviewing
body
camera
in
the
office.
Please
conduct
review
so
the
time
involved
in
viewing
body
camera
well.
J
It
varies
a
lot
from
case
to
case
and
you
may
be
wondering
well
what
are
the
factors
that
can
impact
that
well,
first
of
all,
is
the
number
of
officers
on
a
call
for
service
you're.
Talking
about
you
know,
on
average
about
two
to
four,
but
you
can
have
cases
you
know.
We've
had
cases
that
have
had
ten.
J
You
know
fifteen
officers
where
now
it's
really
important
for
us
to
look
at
all
those
angles,
so
we
can
actually
see
what's
going
on
also
the
length
of
call
for
service,
so
you
could
have
something
like
a
brief
traffic.
Stop
that's
no
longer
than
15
minutes
to
20
minutes
or
something
that's
several
hours,
long
and
now,
with
multiple
cameras,
you're
looking
at
all
of
that,
so
that
can
greatly
impact
the
time
involved.
J
Viewing
the
video
also
the
video
labeling
commander
Granger,
mention
that
sometimes
it's
really
easy
to
find
a
video,
and
sometimes
it's
not,
and
so
that
can
take
some
time
just
to
locate
where
it
is
or
then
doing
double
checks
to
make
sure.
Okay,
if
we're
not
finding
it,
then
that
means
there
wasn't
body
camera
on
something
there
should
have
been,
and
now
that's
a
separate
case
that
you
have
going
forward
and
then
just
a
complainants
recollection.
You
know
that
varies
from
person
to
person.
Some
people
know
I.
J
This
thing
happened
to
me
at
7:45
at
night
on
the
street
and
other
people
will
come
and
say
it
was
in
this
neighborhood
sometime
in
the
evening.
Well,
that's
a
lot
of
hours
so
to
kind
of
get
to
the
point
where
we
find
what
they're
talking
about
can
take
some
time
so
I
actually
sat
down
with
my
staff
and
asked
them.
Could
you
give
me
some
estimates
that
I
could
share
with
the
Public
Safety
Committee
about
how
much
time
it
takes
you
to
do
each
thing
and
what
you're
doing
so?
J
We
have
one
body,
camera
analyst
on
staff,
so
for
him
to
locate
the
correct
case:
zero
to
30
minutes
downloading
the
video
one
to
six
hours,
watching
the
videos,
one
to
eight
hours
categories
and
summarizing
the
videos,
and
they
do
very.
He
does
a
very
precise
job
of
putting
timestamps
on
things
pointing
out
things
so
that
that
way,
when
it
transitions
to
the
intake
investigator.
So
we
have
to
they
divide
the
cases
up.
J
So
they're
not
looking
at
the
same
case,
which
really
it
has
been
a
lot
more
efficient
working
environment
for
us
to
have
to
with
the
caseload
that
we
have.
They
watch
that
video
and
then
they,
each
one
of
them
individually
attached
violations
for
joint
supervisor,
review
and
they're,
usually
watching
that
video
more
than
once
to
make
sure
that
they're
getting
all
the
nuances
and
everything
that
needs
to
be
presented
to
the
joint
supervisors.
So
this
kind
of
gets
us
to
the
crux
of
why
we're
here.
So
how
are
the
issues
actually
spotted?
J
Well,
it
is
a
very
common
occurrence
that
issues
unrelated
to
the
complaint
are
often
spotted
by
both
the
body,
camera
analysts
and
the
intake,
investigators
and
more
terms
of
the
clothes
I'm
gonna.
Give
you
some
real
specific
examples
of
what
that
looks
like,
but
those
allegations
are
also
included
in
the
complete
processing
for
the
joint
supervisor
review.
J
The
fact
that
we're
processing
almost
600
complaints
a
year
in
2018
you've
got
body
camera
complaints,
which
is
a
great
thing
at
93%,
but
think
about
how
much
more
videos
that
is.
There
is
just
a
lot
of
body
camera
through
this
processing,
that's
just
being
reviewed
and
a
lot
of
times.
You
know
we're
starting
with,
and
it
may
be
hours
of
video
that
are
unrelated
to
the
incident.
So
you
have
this
kind
of
built
into
the
system
already,
so
we
kind
of
tried
to
break
it
down
by
numbers.
J
Thinking,
okay,
let's
say
on
average
it's
2
to
4
officers.
How?
How
many
videos
are
we
actually
viewing?
A
year
we
estimated
800
to
a
thousand
videos
and
so
for
small
stuff?
That's
a
lot
of
video,
but
it
also
gives
you
a
good
opportunity
to
maybe
spot
trends,
and
that
is
part
of
the
thing
that
is
so
crucial
to
the
OPC.
J
Are
auditing
function
that
now
we
have
standalone
so,
first
of
all,
if
once
those
trends
are
being
seen,
we're
getting
feedback
from
the
body
camera
analysts
from
the
intake
investigators,
you
know
we're
just
seeing
a
lot
of
this
kind
of
case.
We
just
want
to
bring
this
to
your
attention
that
sparks
a
conversation
that
can
then
eventually
lead
to
an
audit
in
some
situations,
also
the
police
to
oversight
Commission.
So
you
know
they're
affiliated
with
our
office.
They
pull
10
random
case
audits
a
month.
So
it's
a
good
chance.
J
If
we're
seeing
trends,
they're
gonna
start
to
pull
cases
that
are
related
to
that
issue
and
say
you
know
we're
kind
of
interested
in
this
too.
Could
you
then,
please
look
into
this,
so
that
then
leads
to
our
staff,
not
just
the
staff
I
said
before,
but
then
our
legal
analysts
also
watching
the
body
camera
video
so
now
you're
pulling
in
an
additional
component
that
has
more
of
an
auditing
function
and
then
I'm
not
going
to
talk
a
lot
about
the
same
thing.
Commander.
J
Granger
did
a
really
nice
job
of
talking
about
the
supervisor
audits,
but
even
in
the
mandatory
mentoring
system,
that
was
really
a
roundtable
discussion
where
we
sat
with
MPD,
saying:
okay
where's
the
threshold
where
it
should
be
referred
to
office
police
conduct,
review
for
oversight.
Where
should
it
be
referred
for
discipline,
because
that's
really
our
primary
function
on
the
case
processing
end,
and
so
that
was
a
nice
collaboration
of
having
them
do
some
auditing
plus
building
in
mechanisms
that
when
it
is
the
right
moment,
okay,
we've
tried
the
mandatory
mentoring.
J
This
isn't
working
now
it's
going
to
move
on
for
discipline,
because
this
is
the
right
type
of
case.
So
we
I
also
wanted
to
say
in
addition
to
this,
when
that
auditing
system
is
being
expanded
because
it's
still
at
its
infancy
right,
even
though
it's
gotten
a
lot
done.
There
is
also
electronic
notification
system
that
we
built
with
MPD.
That's
a
form
it's
very
easily
accessible
for
them
on
their
website.
J
If
the
supervisor
sees
something
whether
in
real
time
on
a
scene
or
they
actually
catch
it
in
a
body
camera
view,
they
fill
out
a
form
and
it
shoots
directly
to
our
inbox,
and
so
that
way
we
actually
get
notified
of
it
and
then
now
we're
looking
at
the
incident
and
they
have
done
a
good
job
with
the
supervisor.
Electronic
notification
complaint
forms
and
we
do
get
quite
a
few
of
those
referred.
J
So
just
some
illustrative
examples,
the
body
camera
activation.
We
wouldn't
find
that
if
we
weren't
out
looking
for
the
video
related
to
the
complaint,
so
then
that
becomes
a
separate
complaint
that
then
gets
handled
about.
Why
isn't
your
body
camera
on?
The
second
thing
is
a
complainant,
complaints
about
a
singular
issue,
but
there's
a
lot
more
going
on
there.
That
is
actually
violations
of
the
policy
and
procedures
that
get
handled
so
classic
example
of
someone
files,
a
complaint
saying
I
got
stopped,
I
don't
feel
like
it
was
fair.
J
I
just
feel
like
I
was
treated
badly.
I
want
someone
to
look
into
this.
Well,
we
pull
up
the
video
and
then
in
process
of
watching
the
entire
video.
We
see
that
there's
issues
with
driving
conduct,
there
might
be
issues
with.
Oh
that
person
was
booked,
but
they
really.
Maybe
it
was
more
appropriate
for
them
to
be
cited.
Why
did
that
happen
search?
Maybe
they
illegally
searched
a
vehicle
right,
and
so
now
we
see
that.
J
Do
we
need
to
talk
to
MPD
administration,
and
sometimes
things
get
resolved
just
on
that
issue,
where
our
staff
participates
in
the
policy
writing
on
the
issues
that
we're
finding
so
I
think
it's
a
really
nice
mechanism
that
has
a
lot
of
different
arms
on
ways
to
fix
the
policy
that
will
impact
how
policing
is
done
better
in
the
community
and
the
last
is
you
know
we
have
an
example
of
when
things
were
spotted
just
on
regular
view
per
body
camera,
which
is
the
MPD
involvement
and
pre-hospital
sedation.
That
was
just
regular.
J
Viewing
I
anticipate
in
the
future
that
there
will
be
trans
that
are
viewed
that
are
going
to
be
kicked
into
an
audit
and
ultimately,
the
goal
right
is
to
get
better
practices
and
procedures
to
improve
policing
for
the
community
that
civilians
are
helping
to
bring
forward.
So
that's,
that's
all
I
have
you
know
just
just
in
close
I,
think
body
cameras
are
just
an
essential
tool
to
both
our
investigations
and
our
auditing
function,
a
civilian
oversight.
Our
job
is
to
really
look
at
their
practices.
J
You
know
make
sure
that
we
are
forwarding
the
cases
on
that
they're
in
a
complete
manner
that
they're
not
just
getting
police
review
on
the
cases
which
is
happening,
but
also
on
the
auditing
end
that
you're
putting
recommendations
together
that
are
coming
from
an
outside
viewpoint.
That
will
help
you,
because
you
have
trained
civilians
from
all
different
backgrounds
who
are
looking
at
this
work.
E
That's
just
you
know,
being
widely
implemented
and-
and
you
know
commonly
used,
but
then
I
think
the
question
is
sort
of
recognizing
that
this
is
a
way
to
get
at
improvements
in
the
department
rather
than
just
to
get
body
cameras
used
for
the
sake
of
making
stats
right,
so
very
important
to
actually
figure
out
how
we're
qualitatively
using
this
and
how
we're
actually
moving
things
forward.
So
I
guess
I'm
a
little
bit
curious
to
hear
sort
of
how
is
it
actually
playing
out
in
when
you're
getting
complaints?
E
J
You've,
chair
crime,
councilmember
Fletcher,
that's
a
really
good
question
and
I
think
you've
got
it
on
both
ends,
so
I
think
I'll
start
with
what
they
improve
the
improvement
and
where
it's
it's
kind
of
exonerating
things.
I
started
this
job
before
body
camera,
so
I
and
not
transition.
My
career
in
criminal
defense
before
this
was
also
without
body
camera.
J
It
is
a
very
big
difference
to
look
at
criminal
justice
problems
when
you're
fighting
about
whether
something
happened
instead,
taking
the
viewpoint
now,
I
can
see
in
real
time
what
actually
happened
and
so
now
I'm,
actually
looking
at
more
of
okay,
let's
look
at
what
happened
and
then
pull
it
apart.
There
are
a
lot
of
times
when
officers
are
exonerated
actually
from
the
body
camera,
but
it
doesn't
mean
that
they're
not
sent
to
lower
level
things
like
coaching,
like
you
could
have
done
this
better,
so
you're
not
rising
to
the
level
of
a
policy
violation.
J
We've
also
built
in
a
new
mechanism
for
ourselves
to
refer
things
directly
to
training.
So
we
see
something
it
doesn't
rise
to
the
level
of
a
policy
violation,
but
we're
still
a
little
bit
concerned
about
it.
Why
don't
we
send
this
person
back
for
something,
for
example
like
driving
conduct
where
you
could
just
have
a
conversation
with
your
supervisor
or
if
it's
something
a
little
bit
more,
let's
send
it
to
training
for
a
review
and
see
if
we
can
get
this
person
in
a
class,
we
educated
on
what
to
do
properly.
J
J
You
get
really
different
recommendations
and
analysis
because
they
can
actually
see
what's
happening,
and
so
even
cases
where
we're
concerned
about
we
can
flag
that
body.
Camera
issue,
then,
for
the
police
administration
to
say,
take
a
look
at
this.
You
know
this
isn't
the
first
time
we've
seen
this,
you
may
need
to
think
about
a
policy
change,
etc,
and
so
we
have
a
lot
of
those
conversations.
You
know,
because
that
doesn't
drill
down
into
our
numbers
that
we
usually
report
in
the
ANA
report.
It
is
still
a
really
nice
success
story.
E
Thanks
and
how
much
when
you
do
sort
of
random
audits,
my
hope
would
be
and
I
think
everybody's
hope
would
be
that
most
of
those
viewings
would
be
extremely
boring
and
and
not
produce
a
lot
to
talk
about.
How
often
do
you
feel
like
you
are
identifying
issues
if
we
were
to
pick
ten
random
videos,
and
you
know
of
cases
and
watch
them
what's
been,
PCO
sees
sort
of
experience
in
that
random
moment
process.
I.
J
Check
on
accounts,
Amira
Fletcher's,
that's
a
really
good
question.
I.
Think
the
weren't
random
auditing
actually
falls
under
commander
granger,
that's
kind
of
more
of
his
wheelhouse,
but
I
think
related
to
the
research
and
study
you're
right
I
mean
when
you're
viewing
it
a
lot
of
them.
Are
it's
just
it's
around
them,
but
sometimes
you
see
things
that
are
really
good
and
even
made
note
of
that.
It's
not
just
problems
right,
like
wow.
This
person
is
really
great
with
the
community.
You
should
maybe
raise
them
up.
J
Consider
making
this
person
a
field,
training
officer
as
an
example
to
others.
So,
but
a
lot
of
times
you
you
are
right
watching
the
body
camera
you're
not
seeing
anything
for
a
long
time
and
then
something
will
pop
up.
You
know
that's
why
I
think
in
the
complaint
handling
it's
it's
a
lot
more
efficient,
because
you've
got
something.
That's
drawing
you
to
that.
Even
if
you
find
other
issues,
you're,
just
more
likely
to
be
spending
your
time
actually
viewing
a
problem
that
needs
to
be
addressed.
E
E
You
know,
feedback
that
doesn't
rise
to
the
level
of
disciplinary,
but
we
can
talk
about
how
we're
interacting
with
residents,
how
we're
implementing
best
practices,
give
advice
and
support
you
know
are
we
are
we
able
to
use
some
of
the
video
in
a
supervisory
role
and
in
a
mentoring
role
for
for
some
of
those
for
some
of
those
purposes?
I
can.
G
Tell
you
so
far
as
far
as
our
structured
roles,
we've
really
been
focused
on
trying
to
get
videos
labeled
trying
to
get
a
mom
when
they're
supposed
to
be
on
a
department-wide.
That's
been
our
primary
focus
in
addition
to
that
within
sort
of
the
reviews
and
the
activation
videos
or
activation
audits
supervisors
are
reviewing
videos.
We've
asked
them
to.
G
As
far
as
the
discipline
process
goes,
my
auditors
are
they're,
told
and
trained
to
do
the
same
thing
if
they
find
anything,
that's
questionable
in
the
videos
that
we,
our
mechanism,
is
they,
let
me
know
I
let
the
DC
of
Professional
Standards
no,
and
then
he
it
would
be
the
conduit
to
OPC
RF.
That's
what
was
needed
so
longer-term.
Our
plan
is
to
incorporate
so
we're
building
this
a
step
at
a
time.
So
our
long-term
plan
is
to
add
further,
maybe
I,
think
maybe
towards
the
end
of
this
year.
G
If
we
can
get
to,
it
is
to
build
more
structure
into
Supervisors
in
the
precincts,
sergeants
lieutenants
reviewing
videos,
and
then
we
would
give
them
a
list
of
criteria
and
part
of
that
criteria
might
be
are
there.
Training
issues
you
know
was:
was
the
level
of
professionalism
in
the
interaction
appropriate
where
the
tactics
safe
were
there?
Issues
of
you
know?
Is
there
a
policy
failure,
because
the
policy
doesn't
address
this
operational
need?
B
A
Right
I'm
looking
to
see
if
we
have
any
more
questions
from
the
committee-
and
it
looks
like
we
are
we're
good
on
this
front.
We
appreciate
this
presentation
and
information
and
perhaps
some
council
members
might
follow
up
with
you
if
they
weren't
able
to
attend
today.
So,
thank
you
very
much
and
without
further
questions
on
this
topic,
then
we
will
go
ahead
and
I
move
to
receive
and
file.