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From YouTube: City of OKC - Law Enforcement Taskforce
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B
My
screen,
because
you're
a
panelist,
you
won't
have
that
feature.
A
A
B
All
right,
mr
sudel
is
okay,
looks
like
somebody
moved
him
over.
B
C
D
E
C
Not
sure
if
that's
pastor,
cooper
or
who
that
is.
B
B
F
Are
you
ready
for
me
that
yeah
hello,
everybody?
Thank
you
all
for
joining
us
for
our
task
force
meeting
today.
I
understand
that
we
may
have
some
not
non-task
force
members
who
are
tuned
in
so
I'm
going
to
go
over
some
announcements
just
to
make
sure
that
everybody
understands
how
the
teleconferencing
is
going
to
work.
F
F
If
communications
are
unable
to
be
restored
within
15
minutes,
items
remaining
for
consideration
will
be
placed
on
a
special
meeting
agenda
via
video
content
conferencing.
Our
in-person
meeting
the
agenda
and
documents
for
today's
meeting
are
located
on
okc.gov
any
resident
wishing
to
speak
about
an
agenda
item.
Please
text
this
number.
F
405-757-4429,
please
provide
your
name
phone
number.
The
item
number
and
the
reason
you
wish
to
comment
speakers
will
be
allowed
three
minutes
to
comment
at
the
end
of
the
meeting
to
ensure
the
task
force.
Members
have
time
to
review
the
entire
agenda.
I'm
going
to
say
that
again,
speakers
will
be
allowed
three
minutes
to
comment
at
the
end
of
this
agenda.
F
End
of
this
meeting
to
ensure
the
task
force
members
have
time
to
review
the
entire
agenda.
I
would
ask
that
all
participants
keep
their
phones
on
mute
until
they
are
recognized
to
speak
committee.
Members
will
be
allowed
to
ask
questions
or
comment
at
any
time.
During
this
meeting
again
committee
members
will
be
allowed
to
ask
questions
or
comment
at
any
time
during
this
meeting.
At
this
point
I
will
call
the
meeting
to
order,
and
I
think
our
first
agenda
item
is
a
presentation
from
the
department
of
justice
community
relations.
Let
me
introduce
our
speaker.
F
Cynthia
taylor
is
the
regional
director
with
the
united
states
department
of
justice,
community
relations
services.
She
manages
the
southwest
southeast
and
northeastern
region
offices.
She
assists
federal
state
and
local
officials
and
community
groups
with
addressing
community
tension,
civil
disorder
and
with
restoring
racial
stability
within
communities.
F
G
It's
a
pleasure
to
be
here
with
you
today
and
I
think
sharita
is
going
to
share
my
powerpoint
presentation
and,
while
she's
setting
that
up
I'll
just
tell
you,
I
am
no
stranger
to
oklahoma
city.
I
have
worked
with
many
people
there
and
from
pastor
lee
cooper.
We've
worked
together
in
the
past
and
garland
pruitt.
I
know
who's
part
of
your
task
force
here.
We've
worked
together
as
well
mt
barry
and
I
have
worked
together
on
on
several
occasions
and
paco.
G
I
think
you
were
in
one
of
the
courses
I
taught
up
in
oklahoma
city
not
too
long
ago
several
years
ago.
Actually
so
we
have
a
history
of
working
together,
I'm
looking
forward
to
assisting
you
as
we
move
forward.
I
want
to
tell
you
a
little
bit
about
our
agency
and
who
we
are
and
what
we
do.
The
services
that
we
offer.
F
G
G
G
In
2009,
president
obama
signed
into
law
the
matthew,
shepard
james
byrd,
hate
crimes,
prevention
act
and
that
expanded
our
services
not
only
to
cover
race,
national
origin
and
color,
but
we
also
begin
to
cover
gender,
gender
identity,
sexual
orientation,
disabilities
and
religion.
Now,
while
it
expanded
our
services,
it
didn't
expand
our
staff,
so
we're
a
very
small
agency,
but
we
do
a
mighty
work
in
communities
around
the
country.
Next
slide,
please
a
little
bit
about
us.
Our
services
are
impartial.
Crs
is
a
neutral
third
party.
G
G
We
can't
force
anybody
to
be
a
part
of
the
services
that
crs
offers
people
have
to
voluntarily
want
to
participate
and
they
can
leave
at
any
time
if
the
services
don't
appear
to
be
working
for
them.
Confidentiality
is
really
important
when
we're
delivering
our
services.
We
don't
talk
to
the
media
or
share
any
information.
G
G
Our
services
are
these:
we
provide
facilitation
of
meetings
and
conflicts
and
what
we
do
in
this
process
is
it's
not
the
most
formal
process,
but
we
bring
people
together
to
talk
about
issues
and
concerns
identify
what
those
are
and
certainly
to
look
for
solutions.
Mediation,
of
course,
is
a
much
more
structured
process.
That's
another
service
that
we
offer
and
we
sit
down
at
the
table.
G
G
G
If
there's
a
controversial
incident
that
has
happened
around
the
country
nine
out
of
ten
times,
crs
has
been
there
and
provided
work
and
trying
to
bring
parties
together
to
address
issues,
concerns
and
perceptions
and
to
create
an
action
plan
of
how
they'll
work
together
going
forward
under
education
and
anytime,
there's
a
an
event
at
a
school
or
in
a
university
where
there
have
been
allegations
of
inappropriate
treatment
or
bias-based
treatment.
Crs
is
there
as
well.
G
We
have
a
program
called
student
problem,
identification
and
resolution
of
issues
together
and
we've
implemented
that
program
in
many
schools
across
the
country.
In
fact,
several
years
ago
we
worked
with
grant
high
school
and
capitol
hill
high
school
with
that
spirit
program
and
had
some
very
positive
outcomes
and
certainly
general
community
relations
is
another
area
in
which
we
work
when
there's
demographic
shifts
in
communities
or
language
based
issues
or
emerging
community
members
coming
in
that
are
alleging
that
they
have
been
treated
unfairly.
Crs
can
offer
services
there
as
well
next
slide.
G
This
goes
a
little
bit
deeper
into
some
of
the
services
that
we
offer
one
of
the
trainings
that
we
offer
the
engaging
and
building
relationships
with
transgender
communities.
We
can
do
provide
that
training
for
law
enforcement
and
we've
actually
after
covet,
came
into
place.
We
we
allowed
that
program
to
be
done
remotely,
so
many
of
these
trainings
can
be
done
online.
G
G
This
is
some
of
the
work
that
crs
has
done
just
in
oklahoma
alone.
After
the
donald
pete
incident,
we
came
in
and
helped
to
establish
the
current
citizens
advisory
board.
We
worked
in
oklahoma
city
to
do
that.
We've
also
done
the
same
thing
in
midwest,
city,
norman
and
cleveland
county
as
well.
So
crs
is
very,
very
familiar
with
oklahoma
and
we
look
forward
to
working
with
you
all
going
forward
next
slide.
G
These
are
just
some
additional
examples
of
where
crs
has
done
work.
If
I
mentioned
the
spirit
program
with
schools,
this
is
an
example
of
a
a
hate
incident
that
happened
at
a
school
in
duluth
minnesota,
where
crs
went
in
to
put
together
a
program
to
address
issues
and
to
resolve
some
of
the
conflicts
that
were
there
and
then
an
additional
example:
jackson
mississippi,
where
crs
worked
with
law
enforcement
there.
So
again,
our
services
are
nationwide
next
slide.
G
We
have
ten
regional
offices
across
the
country
and
four
field
offices,
and
so,
like
I
said
before
any
community
that
has
experienced
conflict
or
crisis
nine
out
of
ten
times
crs
is
reaching
out
to
them
and
asking
how
we
can
be
of
service
sharing
with
them
about
our
training
and
our
programs
and
how
they
may
be
beneficial
to
the
communities
that
are
experiencing
conflict
in
crisis.
Some
of
the
things
that
you're
seeing
in
the
news
right
back
now,
minnesota
kenosha
crs
is
working
in
those
communities
as
well.
G
Next
slide
here
is
my
contact
information
and
you
can
get
more
information
about
our
agency
online
at
justice.gov,
crs
we're
on
twitter,
facebook
and
you
can
reach
out
and
certainly
see
some
of
the
videos
that
talk
about
the
programs
that
we've
provided.
G
What
I
want
to
leave
you
with
and
for
you
to
think
about
is
how
we
can
be,
and
I'm
happy
to
ask
answering
questions
as
well
of
service
to
you
as
you
move
forward
with
improving
police
community
relations
and
how
our
services
and
the
best
practices
and
things
that
we
know
and
have
experienced
in
other
communities
might
be
beneficial
to
you.
There
I'm
happy
to
entertain
any
questions.
I
Hi
cynthia,
my
name
is
sarah
adams
cornell.
I
am
a
citizen
of
the
choctaw
nation
of
oklahoma
and
live
here
in
oklahoma
city
and
appreciate
your
presentation.
I
had
a
question.
You
said
it's
free.
This
is
funded
by
taxes,
though
correct
it
is
funded
by
texas,
yes,
okay
and
then
I
had
a
question
about
your
facilitators
and
how
you
choose
facilitators
and
and
what
their
backgrounds
are
and
and
how
they
perform
those
services.
Please.
G
Certainly,
thank
you
for
that.
Sarah,
our
facilitators
are
normally
our
employees,
and
so
we
come
from
a
wide
variety
of
backgrounds,
law
enforcement,
education,
mediation
and
conflict
resolution
such
as
mine,
and
so
we
have
a
very
vast
number
of
backgrounds
that
people
come
from.
How
we
choose
those
folks
when
we
hire
we
look
for
people
who
do
have
experience
in
conflict
resolution.
We
look
for
folks
who,
who
are
able
to
work
directly
with
communities
and
are
comfortable
with
being
in
conflict
and
crisis
situations.
G
I
G
In
a
facilitated
dialogue,
normally
what
we
do
is
to
go
in
and
talk
with
the
sites
individually
at
first,
we
talked
to
them
to
see
what
their
issues
concerns
and
perceptions
are,
and
then
we
talk
with
the
other
side.
Let's
give
an
example
say,
for
instance,
law
enforcement
is
the
party
that
the
community
has
an
issue
with,
and
let
me
say
this:
our
our
services
are
never
one-on-one.
G
It
has
to
be
a
community
conflict
that
we're
dealing
with
it's,
never
a
one-on-one
process,
so
say,
for
instance,
a
community
is
alleging
that
a
certain
segment
of
the
community
is
not
getting
the
same
services
that
another
segment
is,
and
they
want
to
talk
to
city
officials
about
that.
So
we
want
to
make
that
conversation
as
constructive
as
possible.
We'll
go
sit
down
with
the
community,
then
we'll
go
sit
down
with
city
officials
and
we'll
and
with
the
approval
of
both
parties
will
share
information
and
then
we'll
bring
them
together
to
talk
about.
G
J
Cynthia,
I
had
a
question:
this
is
mark
stonecipher,
I'm
ward,
8
city
council
person
for
oklahoma
city.
You
talked
about
brainstorming
sessions,
and
so
can
you
delve
into
that
a
little
deeper
and
what
I
mean
by
that
is:
when
you
have
these
sessions,
are
they
large
group?
Are
they?
Do
you
break
it
down
into
smaller
groups?
How
does
that
work.
G
Both
now
one
of
the
things
that
we
do
it
with
that
city
spirit
process
and
the
school
peer
spirit
process,
we
start
everybody
out
in
a
large
group
and
then
we
break
them
out
and
maybe
by
profession
it
may
be
by
subject
matter,
admit,
expertise.
It
may
be
by
the
type
of
work
that
they
do,
and
so
we
bring
take
that
into
smaller
breakout
groups
so
that
everybody's
voice
can
be
heard
and
in
those
groups
we
normally
have
two
facilitators
in
that
in
that
group.
G
So
that
one
is
described
and
one
is,
is
you
know,
leading
the
conversation
and
so,
as
a
result,
we
get
all
of
the
data,
the
raw
data
that
comes
back
from
the
entire
session,
where
everybody
is
involved
and
from
the
breakout
groups,
and
we
bring
that
information
back.
We
prioritize
it
in
the
smaller
groups
so
that
we
can
only
bring
back
the
main
topics
when
we're
on
site,
but
a
report
that
the
city
would
get
has
all
of
the
raw
data
everything
that
was
talked
about
in
those
breakout
sessions.
G
K
Yeah
hi:
this
is
kelly,
hey
there.
This
is
council
person
cooper
over
in
ward
2..
I
think
something
that's
been
pretty
heavy
on
my
mind
when
it
comes
to
the
community
engagement
portion
of
it
is
making
making
sure.
K
Historically,
underrepresented,
marginalized
communities
receive
outreach
that
they
are
aware
of,
of
what
the
conversation
is
we're
having,
for
instance,
in
this,
this
particular
task
force
and
being
able
to
hear
from
them.
I
think
that's
pretty
heavy
on
my
mind,
and
so
I'm
wondering
what
that
look.
What
could
that
look
like,
and
so
you
know
I
just
I
don't
know,
I'm
very
hyper
aware
of
the
fact
that
I
represent
you
know
nearly
75
000
people
in
ward,
2
and
meanwhile
election
wise,
we're
talking
less
than
like
5
000,
who
turn
out
to
vote.
K
So
I
I
just
I
I'm
always
aware
that
there
is
a
a
significant
constituency
disconnected
for
whatever
reasons
from
from
their
government,
and
I
would
want
to
know
what
what
kind
of
work
we
do
to
ensure
that
we're
hearing
from
as
many
residents
as
possible,
particularly
those
from
these
who
are
most
likely
to
have
encounters
with
law
enforcement
and
making
sure
that
their
voices
are
heard.
If
that
makes
sense,.
G
It
does
james,
and
you
know
it's
almost
like
I
planted
you
there
because
that's
such
a
perfect
question.
What
we
try
to
do
is
to
use
our
clergy
use
our
community
outreach
folks
go
to
community
centers
or
whatever
way
you
can
get
that
information
out
there.
James
and
certainly
to
invite
them
to
be
a
part
of
marginalized
communities,
are
critical
to
the
success
of
any
dialogue.
Because,
again
we
don't
come
in
telling
you
what
to
do
in
your
community
as
pastor
cooper
can
attest
to
and
mt
can
attest
to
as
well.
G
What
we
say
is
we
know
a
process,
you
know
the
people
and
you
know
who
can
best
bring
those
conversations
to
you
know
something
like
this:
a
form
of
this
nature,
and
so
the
bottom
line
is
sometimes
there
are
our
smaller
groups
that
you
have
to
go
to
to
get
gather
information
from
and
then
have
them
send
back
a
leader,
a
community
leader.
G
So
it's
incumbent
upon
you
and
others
to
have
those
small
group
dialogues
have
those
small
conversations,
whether
it
be
at
your
church
or
your
community
center,
or
one
of
your
outreach
meetings
or
or
however,
you
choose
to
do
that
document.
That
information
send
a
representative
so
that
they
can
be
the
voice
of
those
who
can't
be
there,
because,
obviously
we
can't
have
every
single
individual
there,
but
their
their
opinions,
their
voices.
Their
concerns
are
important,
so
my
recommendation
is
to
do
do
the
work
in
your
communities.
G
K
And
then
a
follow
up,
I'm
really
interested
in
you
know
the
best
practices,
quite
frankly,
not
from
not
just
from
our
country.
I'm
really
really
interested
in
global
perspectives
on
law
enforcement.
I'm
hyper
aware
of
countries
like
norway,
for
instance,
and
their
approach
to
the
criminal
justice
system.
I'm
also
hyper
hyper
aware
of
where
modern
law
enforcement
begins,
my
understanding
at
least
london
1829,
and
so
by
extension,
I'm
interested
in
what
are
present
day
practices
in
a
place
like
great
britain.
I
just
don't.
K
I
I
especially
in
this
kind
of
global
pandemic
moment,
I'm
just
hyper
aware
of
that
sort
of
global
conversation
and
the
idea
that
best
practices
might
come
from
different
corners
of
the
world,
and
so
when
you
all
do
your
sort
of
consultant
work
are
what
does
research
look
like
in
terms
of
best
practices
and
do
we
confine
ourselves
just
to
the
american
border?
Do
we
can
we?
Is
it
possible
to
look
beyond
our
our
our
country?
G
G
A
wonderful
resource,
and
so
I
encourage
you
to
take
a
look
at
that
and
look
at
some
of
those
best
practices
from
around
the
country
and
things
that
they've
they've
talked
about
as
ways
to
move
forward
in
a
positive
way.
So
I
I
highly
encourage
you
to
do
that.
So
again,
I
can't
really
speak
to
international
practices,
but
I
can
certainly
speak
to
what's
been
done
around
the
country
in
the
united
states.
A
This
is
craig
freeman
and
another
thing
james.
As
we've
looked
at,
this
we've
had
some
conversation
a
little
bit
on
the
agenda.
We're
going
to
talk
about
the
discussion
of
the
scope
of
work
of
a
selection
for
consultant
services.
What
we've
talked
to
cynthia
about
is,
you
know
they
bring
in
expertise
and
mediation
facilitation,
helping
with
the
dialogue
and
the
conversation
that
we
wanted
to
look
at.
This
is
possibly
bringing
to
the
group
that
the
department
of
justice
comes
in.
You
know,
cynthia's
group
comes
in.
They
help
us
with
that
engagement.
A
They
help
us
with
the
process
and
work
alongside
a
consultant
who
would
be
responsible
to
carry
out
some
of
that
research
they're
referring
to
so
we're
still
we're
still
in
the
conversation
about
having
a
consultant
that
comes
in,
brings
best
practices
to
us
and
they
work
in
conjunction
with
department
of
justice
as
we
go
through
the
process.
So
that's
really
the
that
really.
A
A
L
Cynthia,
this
is
raul
font.
I
am
the
latino
agency
president,
and
this
may
be
an
obvious
question,
but
there
is
a
population
of
latinos
in
oklahoma
that
we
tend
to
forget
about,
and
some
of
them
do
not
speak
english
very
well.
So
how
do
you
have
staff
that
could
provide
that
consulting
in
a
language
other
than
english.
G
I
do
we
have
spanish
speaking.
We
have
a
gentleman
from
india
who,
who
you
know
does
provides
languages
for
us
as
well.
So,
yes,
we
do
have
staff
that
can
provide
spanish
or
you
know
they
and
we
have
some
of
our
our
information.
That's
been
translated
as
well,
so
some
of
our
documents.
So
certainly
we
can
do
that.
L
G
K
All
right
me
again
follow-ups
always
with
the
questions
so
on
the
languages
and
point
very
well
taken
our
hispanic
latinx
communities.
You
know
in
my
word
word
two.
We
also
have
a
very
vibrant
asian
community,
every
everyone
from
laotian
to
vietnamese
to
chinese
or
the
you
know,
and
then
we
have
a
lot
of
indigenous
folk
too.
I
I
just
want
to
make
sure
again
that,
as
many
of
our
communities
are
able
to
add
their
voice
to
the
conversation,
do
we
have
other
language
possibilities
as
well.
G
We
do
we
actually
have
our
staff.
Our
agency
is
very
small,
but
we
do
have
interpreters
that
that
we
can
use.
In
fact,
it
might
be
something
that
you
want
to
address
in
a
subgroup
is
to
make
sure
that
you
have
interpreters
that
are
there,
you
know
as
a
part
of
the
dialogues,
so
that
might
be
something
that
we
want
to
focus
on
before
we
move
forward
with,
you
know,
having
any
any
larger
scale.
G
Dialogue
is
to
look
at
who
do
you
have
locally
that
could
serve
in
that
capacity,
because
I'm
sure
there
are
some
folks
that
can
do
it
and
address
it
from
that
perspective,
so
using
local
people
rather
than
trying
to
bring
someone
in
from
somewhere
else.
K
My
final,
I
think
final
question,
who
knows
kind
of
going
back
to
what
you
were
describing
earlier,
where
there
would
be
that
kind
of
community
outreach.
Am
I
hearing
that
correctly
and
so
far
as
I?
That
would
be
a
moment
where
councilman
stonecipher
councilwoman
hammond,
that
we
would
eat
in
our
respective
words,
be
having
you
know,
meetups
with
people
and
then
getting
responses
back
from
them
or
or
just
different
people
who.
N
K
G
You
know
we
we
can
teach
them
how
to
facilitate
a
conversation
or
a
dialogue
so
that
they
can
gather
that
information
and
bring
it
back
prioritize
it
because
it's
really
important
to
not
just
have
a
list
of
things,
but
a
prioritized
list
that
they
may
want
to
address,
because
obviously
you
can't
get
to
everything
so
yeah.
This
is
an
opportunity
for
you
all
to
have
that
engagement
and
or
assign
someone
to
have
that
engagement
and
then
send
a
representative.
G
K
E
O
Hi,
cynthia
josh
chicken
bother
with
black
lives
matter,
and
one
of
the
questions
I
have
is
that
in
specifically
in
mediation
or
consultation
that
has
to
do
with
law
enforcement
and
communities
that
they
serve.
How
do
most
communities
measure
success
the
end
of
the
process
and
how
do
they
quantify
that.
D
I
think
it's
critical
in
the
process
to
have
buy-in
from
all
parties
and
this
this
task
force
is
rather
large
but,
as
time
goes
on,
people
kind
of
you
know
drop
off
move
to
the
next
thing,
but
in
order
to
have
success,
we're
going
to
need
people
who
will
be
engaged
throughout
this
whole
process
in
order
to
define,
as
cynthia
says,
not
only
what
it
should
look
like,
but
then
also
what
needs
to
happen
going
forward,
and
I
think
that's
crucially
important
to
this
whole
process.
G
So
josh
we
we
definitely
want
to
that's
why
I
said
it.
It
might
be
beneficial
to
have
those
you
know,
small
community
dialogues
and
get
that
list
of
issues
concerns
perceptions,
or
you
know,
I
think,
topics
that
people
want
to
talk
about
and
then
bring
it
back
to
the
larger
group
to
the
group.
You
know
that
that's
been
established
and
have
them
address
those
or
or
look
at
what
can
and
can't
be
addressed
or
who
it
should
be
assigned
to,
because
it
may
not
be
a
city
issue.
It
may
be
something
else.
G
P
Oh
yeah,
I
guess,
if
you
know
joshua
as.
G
P
The
other,
the
other
josh,
I
guess
within
that
you
know
when
we
talk
about
scope
when
we
talk
about
how
we
create
or
measure
what
success
looks
like
I,
you
know
I
really
kind
of
would
like
some
more
clarification
on
that.
I
know
you
say
that
we
create
that
I
guess
kind
of
what
is
the
process
of
what
you're
looking
for
in
that,
because
I
know
for
some
we
are
putting
forth
a
lot
of
effort
right,
especially.
P
I
know
paco
heads
up
a
lot
of
community
engagement
projects
that
specifically
focus
on
making
sure
that
we
have
that
relationship
there,
and
I
know
for
the
people
that
are
coming
to
contact
that
program.
It's
actually
very
beneficial
right,
but
then
we
also
have
the
people
who
don't
come
in
contact
with
that
program
or
don't
know
about
that
program.
Who
don't
feel
like
you
know.
The
police
department
is
doing
enough
so
like
when
we're
establishing
what
this
scope
is.
P
What
this
project
is
going
to
look
like
what
success
is
going
to
look
like?
How
can
we
ensure
that
we
are
looking
at
it
from
the
perspectives
necessary
to
make
sure
that
we
are
successful
here
in
terms
of
you
know,
reaching
these
goals,
but
also
successful
in
these
other
areas
as
well,
so
that.
K
G
Joshua,
I'm
glad
you
asked
that
question,
because
the
program
that
I
talked
about
the
city
spirit
does
exactly
that.
It's
a
brainstorming
session.
It's
a
one-day
session.
Now
it's
a
brainstorming
session
in
the
morning
and
then
it's
a
a
action
plan
session
in
the
afternoon.
Okay,
so
you
I
prioritize,
identify
issues
and
then
talk
about
the
most
important
ones
and
create
an
action
plan.
You
also
choose
people
who
will
be
a
part
of
that
after
engagement
to
help
the
city
put
together
and
document
and
move
forward
on
some
of
the
recommendations.
G
Now,
with
that,
you
can
have
a
large
group,
you
can
have
a
cross-section
of
community
members
from
you
know
all
segments
of
the
of
the
city,
so
that
process
could
work
for
you.
That's
a
recommendation
that
I
have
you
know,
rather
than
the
smaller
dialogues
that
that
your
council
people
or
anybody
else
is
going
out
to
have
those
conversations
that
can
work.
G
But
if
you
want
to
have
a
broader
general
session,
where
you
can
gather
a
lot
of
data
from
a
lot
of
people
in
one
session
and
then
create
how
they
will
act
on
that
after
that
city
spirit
process
and
again
that
stands
for
city,
site,
problem,
identification
and
resolution
of
issues
together.
Now,
as
I
always
say,
we
wouldn't
be
the
government
if
we
didn't
have
really
long
acronyms.
G
Q
L
L
P
Sorry,
oh
go
ahead.
I
think
that
it
does.
I
think
you
know
I
my
concern
is
I
don't
want
a
group,
that's
so
big
that
we're
ineffective
right,
but
I
don't
want
a
group,
that's
so
small
that
we
actually
leave
people
who
need
to
represent
their
communities
out
of
the
discussion,
and
so
obviously
we
have
this
task
force.
There's
a
lot
of
people
on
this
task
force.
We
represent
a
lot
of
different
communities.
P
I
see
the
task
force
potentially
going
into
smaller
groups
where
people
work
on
different
segments
and
then
we
bring
that
back
to
the
larger
body.
That's
something
that
would
be
successful,
but
I
don't
know
if
that's
necessarily
the
best
way,
because
I
know
that
there
are
a
lot
of
people
who
will
have
crossover
on
the
different
issues
that
we're
tackling,
and
so
we
don't
want
to
leave
anybody
from
the
table
or
we
don't
want
to
make
it
seem
exclusionary
in
any
form
or
fashion,
but
we
do
want
it
to
be
effective.
G
That's
a
great
process
to
do
that.
That
spirit
process
would
do
that.
In
addition
to
that,
you
all,
as
this
body
could
work
as
the
and
we
could
train
you
on
this-
to
be
the
facilitators
for
those
breakout
sessions,
and
so
that
would
be
sarah.
You
asked
about
facilitators
before
and
and
representation
and
say,
for
instance,
raul.
There
was
a
group
that
was
a
spanish-speaking
group
or
or
another
group
speaks
another
language.
We
could
definitely
have
breakout
sessions
so
that
everybody's
voice
could
be
heard.
So
I
could
see
you
guys
serving
in
that
role.
G
That's
a
possibility.
If
the
city
considers
doing
that
city
spirit
process,
you
are
helping
that
move
along
and
hearing
those
concerns
and
documenting
that
serving
as
facilitators
in
that
process,
and
we
can
certainly
train
you
on
how
to
do
that.
L
I
know
this
is
a
meeting
of
process
not
of
content,
but
I'm
gonna.
I
have
this
this
theory
that
in
the
narrative,
the
u.s
narrative
we're
leaving
out
a
specific
point
on
on
what
we
have
been
discussing
with
with
the
race
issues
in
america.
L
These
some
of
these
police
officers
that
are
going
beyond
beyond
the
the
procedures
of
restraining
and
so
forth,
and
so
on
have
a
bullying
problem
and
we're
not
talking
about
that,
and
so
I'm
sure
this
is
not
the
only
community
you're
working
with
in
america
has
that
ever
come
up,
because
I'm
more
concerned
about
the
bullying
problem
that
these
people
just
happen
to
be
racist
as
well.
G
You
know
that
could
definitely
be
a
topic
that
could
be
addressed
in
a
facilitated
dialogue.
You
know,
and
the
question
becomes,
do
you
see
this
as
and
then
you
know
put
whatever
the
question
is
out
there
and
then
get
that
feedback
from
the
parties
that
are
in
the
room
so
that
they
can
offer
their
opinions
and
what
they
think
and
then
the
question
moves
to.
But
what
would
you
like
to
see
done
differently?
How
do
you
think
this
should
be
addressed?
So
that's
a
conversation
that
could
certainly
happen.
F
G
F
R
Okay,
well
cynthia
actually
mentioned
very
briefly
the
birthplace
of
this
assessment
tool
that
I'm
gonna
recommend
to
you.
First
of
all,
by
way
of
introduction,
my
name
is
john
mittendorf,
I'm
the
pastor
at
first
nazarene,
it's
been
my.
R
With
along
with
several
pastors
a
couple
members
of
this
task
force,
dr
reed,
and
and
pastor
major
jemison,
we've
been
meeting
with
chief
corley
and
several
of
the
deputy
chiefs
for
the
last
few
months.
I
think
we've
met
three
or
four
times
and
each
time
we
go
recommending
this
particular
assessment
tool
that
has
been
used
to
great
effect.
R
They
came
back
with
a
with
a
pretty
exhaustive
report,
156
recommendations,
but
they
all
sort
of
center
around
or
are
somehow
organized
by
these
six
particular
pillars,
six
particular
pillars-
and
I
just
want
to
read
you
just
just
the
names
of
these
pillars-
it's
building
trust
and
legitimacy.
R
It
has
been
cut
loose
in
the
newest
administration,
but
these
people
stayed
together
and
they
formed
their
own
private,
their
own
organization
called
21cp
and
they
still
offer
these
same
services.
R
R
It
looks
like
to
me,
after
reading
this
document
that
was
given
to
minneapolis,
there
were
three
different
ways
in
which
they
could
have
prevented
the
death
of
george
floyd
and
saved
a
lot
of
heartache
had
they
implemented
all
of
the
recommendations
made
by
21cp
these
recommendations
that
came
about
over
six
months
worth
of
study
there
on
the
ground
in
minneapolis.
Perhaps
we're
having
different
conversations
today.
R
Well,
this
same
group
having
seen
an
event
that
we
put
on
last
march,
just
before
the
world
ended,
called
breaking
bread.
R
This
same
group
now
has
some
interest
in
coming
to
oklahoma
city
now,
typically,
there's
a
pretty
serious
price
tag
for
them
to
come
to
a
city,
but
they
have
offered
oklahoma
city,
the
lowest
price
they've
ever
offered
anybody
they've
gone
to
other
cities
and
are
currently
negotiating
with
other
cities,
but
they've
never
gotten
below
250
000
dollar
fee,
but
they
want
to
come
to
oklahoma
city
pretty
badly
for
150
000
and
then
beyond
that,
the
in
as
much
foundation
who
also
believes
in
the
veracity
of
this
particular
assessment
tool.
R
They
have
offered
to
underwrite
the
entire
effort
so
that
they
would
come
to
us
for
nothing,
but
then
also
be
there
at
the
end
of
this
assessment
process
to
help
fund
the
implementation
of
some
of
these
recommendations
should
they
require
some
more
financial
backing
so
again
over
the
course
of
these
several
months.
These
pastors
we
have
gone
to
chief
gurley
and
we
have
said
hey.
Wouldn't
it
be
good
thing?
It
wouldn't
be
good
for
the
police
department
as
well.
R
If
we
had
an
outside
set
of
eyes
to
come
in
and
assess
everything
that
we
do
based
on
these
findings
of
best
practices,
I
I
saw
councilman,
I
heard
councilman
cooper
refer
to
the
language
of
best
practices.
Well,
here
is
a
a
summary
report.
That's
also
one
of
the
documents
I
made
available
to
you,
here's
a
summary
report
of
all
of
these
best
practices.
R
R
That
would
be
our
recommendation
that,
when
it
comes
to
when
it
when
it's
time
for
us
to
consider
a
consultant
to
come
in
and
help
harmonize
all
these
efforts,
I
I
think
the
scope,
their
vision
is
broad
enough
to
encompass
all
of
the
different
things
that
we
would
like
to
tackle
as
a
committee,
but
also
the
things
that
other
committees
that
are
existing.
Alongside
of
us
sort
of
juxtaposed
to
us.
R
I
think
what
21cp
does
is
broad
enough
in
scope
that
they
could
actually
help
to
facilitate,
not
only
the
work
that
we
would
do
within
each
committee,
but
also
facilitate
work
between
the
committees,
so
that,
at
the
end
of
this
six
months
or
a
year-long
period,
we
would
have
a
pretty
thorough
and
pretty
cohesive
understanding
of
where
we
were
at
and
so,
like.
I
said,
chief
berry.
I've
sent
some
of
those
documents
back
to
cherita
in
the
hopes
that
she
can
send
them
on
to
the
rest
of
the
task
force.
Members.
Q
Yes,
I
I
have
a
a
question.
I
guess
I
have
seen
a
lot
of
consulting
groups
come
into
our
state
and
make
a
lot
of
good
recommendations
on
things
that
need
to
be
done
and
have
left
us
some
very
good
reports,
and
then
those
reports
have
sometimes
just
wound
up
in
file,
13
or
wound
up
on
somebody's
desk
and
none
of
the
things
that
they
have
recommended
be
implemented
or
have
ever
been
implemented.
Q
Q
So
will
this
task
force
be
any
different?
Can
anyone
answer
that
question.
A
The
the
primary
focus
of
the
task
force,
as
assigned
by
the
mayor,
was
to
focus
on
the
two
topics
of
de-escalation
and
the
citizen
advisory
board,
and
not
to
say
that
we
can't
touch
on
other
topics
that
are
related
to
that,
but
that's
where
our
focus
is.
Ultimately,
when
this
group,
when
we
finish
working
with
a
consultant,
we
come
back
with
recommendations.
The
recommendations
will
go
to
the
city
council
and
then
it's
up
to
the
city
council
and
then
ultimately
working.
You
know
with
me
working
with
the
city
council
to
implement
those
those
recommendations.
A
What
you
say
about
funding
is
absolutely
going
to
be
a
challenge
for
us
on.
You
know
we're
working
with
the
we've
got
a
community
policing
working
group
that
we're
looking
at
as
well.
There
are
definitely
going
to
be
challenges
in
being
able
to
fund
certain
things,
but,
but
I
think
it's
all
of
it.
R
I
think
that's
why
it's
important
to
hear
that
somebody
like
in
as
much
as
willing,
they're
thoughtful
enough
and
reflective
to
know
that
they
need
to
be
there
at
the
beginning
of
the
process,
but
also
at
the
end,
so
that
these
recommendation
reports
don't
end
up
in
the
circular
fight.
F
Okay,
does
that
answer
your
question?
Josh,
I'm
sorry,
registration.
Q
Yes,
it
does
yes,
I
just
want
to
make
sure
that
we
have
someone
on
the
forefront,
that's
going
to
really
keep
our
recommendations
and
things
out
there
that
they
just
don't
go
away
after
a
period
of
time
if
they
stay
out
in
front
of
the
the
policy
makers
that
it
needs
to
to
carry
those
those
recommendations
forward
and
that
they
continually.
That
is
so
it's
a
working
document.
That
is
just
not
a
document
that
we
put
a
lot
of
time
and
effort
in
and
then
it
just
kind
of.
F
Disappears,
thank
you
reggie.
We
appreciate
that.
Thank
you.
I
don't
see
anyone
else's
hand
up,
so
I
will
go
ahead
and
move
to
the
next
subject
on
our
agenda.
As
I
was
saying
before,
in
order
to
engage
a
consultant,
there
are
certain
things
that
that
a
city
has
to
do
in
order
to
identify
and
and
engage
a
consultant.
F
C
C
You
know
score
them,
select
them
and
then
make
a
recommendation
back
to
the
city
council
who
ultimately
has
to
you
know,
give
us
authorization
or
approve
a
contract
with
any
consultant
that
we
do
business
with.
You
know,
there's
a
lot
of
things
that
go
into
an
rfp,
but
the
biggest
two
pieces
of
that
are
really
the
scope
of
work.
That's
what
you're
asking
them
to
do,
and
then
the
selection
criteria,
that's
the
things
that
you're
going
to
use
to
make
a
decision
on
who
you
pick
to
be
your
consultant.
C
So
today
what
we
would
like
to
do-
and
we
sent
that
document
out
to
you
and
I'm
going
to
share
my
screen
here
in
just
a
second
I'd
like
to
just
facilitate
a
discussion
today
on
those
two
areas.
You
know
we
didn't
want
to
put
this
big
bureaucratic.
You
know
50-page
document
in
front
of
you.
We
really
want
to
just
talk
about
the
concepts
and
the
things
that
you
want
to
see
in
there,
and
so,
if
it
would
please
the
the
group
I'm
going
to
share
my
screen
here
in
just
a
second.
C
I
think
I'm
sharing
that
now
what
I
would
like
to
do
and
because
I'm
sharing
my
screen,
I
can't
see
really
well
the
the
hand
raising
so
mt
or
somebody
please
help
me
call
people
out,
as
you
would
like
to
talk
about
it,
but
this
this
is
the
document
that
we
sent
out
to
you,
I'm
just
making
some
spaces
here.
So
we
can,
just
you
know,
focus
on
a
piece
of
this
at
a
time.
C
So
what
we
would
like
to
start
with
is
the
selection
criteria
and
talk
about
you
know.
What
are
the
thing?
I'm
sorry,
I
skipped.
I
would
like
to
talk
about
the
scope
of
work.
So,
first
of
all,
what
is
it
we're
going
to
ask
these
the
consultants
to
do
you
know,
and
this
may
be
something
that's
a
combination
of
you
know
something
with
cynthia's
group.
That's
free
or
it
could
be
something
that's
completely
done
by
a
consultant.
C
S
I
just
want
to
try
to
connect
with,
I
need
to
connect
with
chauncey
and
mary
both
and
I'm
going
to
try
to
reach
out.
I
think.
C
We
got
somebody
to
commute.
Thank
you,
so
we
put
in
here
the
two
main
things
I'd
like
to
point
out
here.
You
know
the
two
main
charges
from
the
mayor
about
the
the
city's
de-escalation
policy
and
the
citizen
advisory
board.
So
obviously
those
are
things
in
here
that
that's
going
to
be
the
main
thing.
The
group's
looking
at
is
reviewing
those
current
processes
and
making
recommendations,
but
underneath
that
these,
these
bullet
points
below
are
sort
of
the
concepts
that
we
thought
were.
C
You
know,
as
I
started
taking
kind
of
a
first
shot
at
this
in
our
group.
Our
internal
staff
looking
at
these
are
the
sorts
of
things
that
we
would
ask
the
consultant
to
do
so
with
that
I'm
going
to
stop
talking
for
just
a
minute.
If
you
all
will
look
at
this,
you
know.
Do
we
think
this
covers
the
majority
of
what
we
would
like
to
ask
folks
to
do
so,
for
example,
councilman
cooper-
and
I
know
others
have
talked
about
you
know:
how
are
we
going
to
engage
the
public?
C
How
are
we
going
to
get
information
from
stakeholders
and
things?
So
you
know
that's
kind
of
what
those
first
two
bullet
points
we
put
in
there,
but
I'd
just
be
happy
right
now
to
take
comments.
You
know,
suggestions
other
things
and
hopefully
we
can
kind
of
come
to
a
consensus,
and
one
last
thing
before
I
quit
talking
for
a
second
was
I'd
like
to
try
to
just
keep
this.
C
I
see
I
use
different
verb
tenses
in
here,
so
I
know
you're
the
english
person,
so
I
I
apologize,
but
you
know
we
can
do
a
little
bit
of
wordsmithing,
but
I
really
want
us
to
try
to
focus
on
what
are
the
ideas,
the
concepts,
the
important
things
that
we
want
to
ask
this
group
to
do
so
with
that
I'm
going
to
stop
talking
for
a
moment
and
if
you'd
like
to
raise
your
hand
or
jump
in
with
any
suggestions
or
questions
about.
Maybe
what
some
of
this
means.
T
T
What
I
liked
about
it
is
he
would
the
idea
of
coming
in
and
pretty
much
evaluating
where
we're
at
and
giving
us
specific
data
points
about
our
specific
community,
whether
that's
through
our
police
department
or
through
our
outside
community.
T
I
think
that's
for
me.
That
would
be
an
important
component
to
have
any
consultant
to
come
in
and
be
able
to
provide
those
data
points
for
us,
because,
although
the
relevant
best
practices
would
be
important,
I
would
want
to
make
sure
they're
best
practices
that
we
need
as
opposed
to
what's
working
or
needed
somewhere
else.
R
Yes,
that
makes
sense
to
me
the
assessment
tool
is
that
outside
set
of
eyes
that
comes
in
and
assesses
us
against
the
backdrop
of
these
larger
pillars
that
we're
talking
about
these
best
practices.
Does
that
help
a
little
bit
yeah?
So
so
it
would
be.
It
would
be
both
for
for
lack
of
a
better
term,
and
forgive
me
if
I,
if
I
get
this
wrong
gloria,
but
it
seems
like
you,
you
want.
Yes,
you
want
this.
J
Kenny
this
is
this
is
mark
stonecipher
here
the
one
thing
that
I'd
like
to
add
in
light
of
what
reggie
said
was
you
know
I
I
just
don't
want
a
report.
I
just
don't
want
a
a
presentation.
J
K
K
I
also
would
like
to
see
in
reviewing
the
city's
current
practices
and
evaluating
and
providing
data
points
assessment
of
that
current
status.
I'd
like
to
see
an
evaluation
of
our
budget
as
it
relates
to
what
those
current
practices
are
and
and
kind
of
similar
to
what
we
are
doing
in
our
community
policing
resolution
where
we're
doing
a
cost
benefit
analysis
of
what
we're
doing
versus
what
some
of
the
you
know.
For
instance,
the
alternative
with
mental
health,
possible
providers
being
the
ones
to
respond
to
mental
health.
K
Calls
like
I'd
like
to
very
similar
to
how,
at
the
I'm,
just
thinking
aloud
right
now,
similar
to
how
statewide
we
saw
in
recent
years,
a
kind
of
cost
benefit
analysis
of
incarceration
versus.
You
know
the
diversion
hub
approach
that
we're
we're
kind
of
looking
at
now.
I
think
that
would
be
very
helpful.
K
K
I
sat
with
lashon
thompson
with
our
municipal
courts
and
it
was
there
where
I
learned
when
we
look
at
the
23rd
street
corridor.
For
instance,
I
believe
it
was
councilwoman.
Nice
and
councilwoman
hammond
had
requested
to
review
kind
of
a
map
of
where
traffic
stops
are
happening
in
our
city,
particularly
as
it
relates
to
our
indigenous
and
non-indigenous
sorry,
indigenous
population,
and
we
found
that
23rd
street
especially
stands
out
for
just
a
high
number
of
traffic
stops
from
about
I-35
as
far
west.
K
K
K
So
I'd
like
for
someone
to
kind
of
help,
help
me
better
understand
it,
and
then
I
think
finally-
and
I
don't
know-
I'm
just
gonna-
go
for
both
groups
here-
I'm
not
on
the
community
working
community,
policing,
working
group,
and
I
hope
they
take
the
approach
I'm
about
to
suggest,
but
just
in
case
they
don't
one
of
the
conversations
I've
had
with
chief
corley,
which
I
find
concerning
you
know
we
don't
have
in
a
lot
of
ways
the
number
of
officers
when
I
talk
with
him
and
he
can
speak
to
this
better
than
I
can.
K
We
don't
have
the
number.
According
to
my
conversations
with
him,
we
don't
have
the
number
of
officers
that
would
allow
us
to
do
the
sort
of
community
policing
the
beat
cop,
the
person
who's
actually
able
to
walk.
You
know
business
to
business
along,
for
instance,
uptown,
2013
corridor
or
the
asian
district
or
wherever
it
might
be.
K
K
You
know
sworn
to
serve
and
protect
serving
them
by
getting
to
know
them,
and
so
I'd
like
to
learn
more
about
where
other
cities
have
been
successful
with
that,
and
especially
when
it
comes
to
again
really
can
speak
to
this
better
than
I
can
when
it
comes
to
the
sort
of
budget
limitations
and
the
number
of
offices.
Currently,
I
would
like
to
see
how
we
can
use
the
number
of
officers
we
have
currently
to
be
able
to
get
at
this
sort
of
community
policing
approach.
J
On
the
the
thought
of
looking.
S
J
What
other
cities
have
done?
The
21cp
really
intrigues
me
just
because
they've
done
work
in
other
cities
and
you
and
I
look
at
these
rfps
all
the
time,
and
sometimes
it's
helpful
like
cynthia
was
helpful
today.
It
would
probably
be
helpful
if
we
heard
from
21cp
as
to
what
they
have
done
in
other
cities
before
we
complete
this
rfp
members.
C
D
C
Are
you,
okay
with
you
know,
oftentimes
in
these
scope
of
services?
You
know,
I
know
we're
supposed
to
focus
on
de-escalation
and
citizen
advisory
board,
but
we
oftentimes
will
build
in
some
components.
C
C
Are
you
okay,
with
maybe
approaching
it
that
way,
because
I,
I
assume,
we're
probably
going
to
get
some
other
requests
and
in
the
interest
of
trying
to
manage
scope
creep
a
little
bit
but
being
responsive
and
being
able
to
kind
of
look
at
some
of
these
things,
because
if
we
uncover
something
where
it's
relate,
you
know
one
of
our
other
issues
like
de-escalation.
Maybe
it
is
related
to
how
infrastructure
is
built
or
something
like
that?
Are
you,
okay,
sort
of
structuring
it
that
way.
K
That
also
gets
us
to
a
place
of
de-escalation
and
I
believe
the
final
thing
and
unfortunately
I'll
have
to
leave
a
little
early
today,
because
I
have
to
teach
at
ocu
at
4pm,
so
I
just
wanted
to
get
it
all
out.
From
my
perspective,
ahead
of
time,
I
think
another
thing
I
would
want
to
look
at
is
you
know
the
whole
country's
having
conversations
about
items
like
tear
gas
and
flash
bangs
and
stuff
like
that,
I'd
like
to
see
where
what
other
best
practices
exist.
K
When
it
comes
to
these
sort
of
moments
of
protest,
how
can
we
de-escalate
in
those
situations
as
well,
and
I
just
say
that,
as
somebody
who's
a
student
of
non-violence
and
socrates
and
jesus
and
mlk,
I
jus
I'm
always
thinking
from
the
perspective
of
non-violence.
U
Okay,
thanks
thanks.
My
name
is
jasmine
bronchis,
I'm
with
the
black
lives
matter,
okc
group.
I
wanted
to
bring
the
point
to
the
point
of
de-escalation
and
honestly,
the
policing
citizens
advisory
board.
I
think
it's
important
to
note
that
we
need
to
be
talking
about
implicit,
further
implicit
bias,
training
as
well
as
cultural
competency
within
the
communities
that
our
police
officers
aren't
working
in.
So
what
I
would
like
to
see
from
the
consultants
is
for
them
to
take
the
time
to
evaluate
the
practices
that
are
being
done.
U
I
do
understand
that
there
are
implicit
bias,
trainings
happening
within
okcpd.
However,
it's
to
my
knowledge
that
it
could
I
that
it
could
be
better.
U
So
I
would
like
for
the
consultants
to
evaluate
the
current
policies
for
cultural,
competency
and
trainings
for
implicit,
biases
and
looking
to
see
how
we
can
make
those
practices,
how
we
can
have
best
practices,
not
only
giving
the
most
information
to
officers,
but
also
making
sure
that
the
officers
are
retaining
the
information
given.
C
Okay,
I
think
I
appreciate
that
I
think
sheree
did
you
have
your
hand
raised
I'm
looking
around
at
my
I
have
multiple
screens,
so
I
believe
that
kendra
was
next.
Oh
kendra,
I'm
sorry.
V
Sure
no
worries
kendra
wilson,
clements
and
I
just
wanted
to.
I
know
that
we're
talking
about
de-escalation
and
cultural
competency
and
I
really
appreciate
how
we're
building
out
the
scope
of
of
the
scope
of
work
I'd
like
to
kind
of
focus
it
a
little
bit.
V
I
am
a
consultant,
and
one
thing
that
I
want
to
to
kind
of
be
able
to
do
is
address
how
we
hold
accountable,
the
consultant
in
terms
of
their
performance
from
a
general
plan
management
standpoint,
so
maybe
a
little
bit
nuts
and
bolts,
but
something
that's
really
critical
to
the
whole
performance
of
a
consulting
firm
and
the
work
that
they're
going
to
do
for
us.
And
so
what
I'd
like
to
add
is
us
making
sure
that
we
are
listing
in
our
requirements
for
state
of
work
in
terms
of
a
master
project
schedule.
V
V
V
H
Good
afternoon
I
some
of
the
things
that
I
was
going
to
bring
up
were
already
addressed
by
by
jasmine
and
also
by
kendra.
I
wanted
to
reflect
on
some
of
the
programming
that
was
suggested
and
about
the
group
that
is
willing
to
come
here.
Yes,
I
was
involved
in
actually
the
creation
of
some
of
that
programming,
and
I
think
it
is
important
to
know-
and
I
did
when
I
had
a
conversation
with
pastor
john.
H
I
let
him
know
that
that
particular
programming
was
created
by
request
from
various
law
enforcement
agencies
that
were
wanting
to
focus
or
target
specific
concerns
that
they
had.
So
they
were
already
acknowledging
that
there
was
a
need
for
change
in
certain
areas
and
then
we
were
able
to
build
out
a
customized
program.
H
Based
on
that,
I
think
we
have
to
have
that
same
type.
H
I
think
anyone
would
have
to
have
that
same
type
of
acknowledgement
from
various
entities
if
we're
going
to
utilize
that
type
of
programming
structure,
so
we
want
people
to
be
open
and
when
we're
building
out
the
best
practices,
I
again
want
to
stress
how
important
it
is
for
making
sure
that
we
do
have
cultural
competency
training,
but
I
think
it
needs
to
be
on
a
a
more
regular
schedule,
not
just
annual,
not
just
bi-annual,
which
is
a
lot
of
what
we
see.
H
We
need
to
see
it
consistent,
maybe
quarterly,
and
that
there
is
a
process
to
where
the
those
that
are
taking
that
training
there
is
a
metrics
to
see
how
they
actually
comply
with
those
particular
standards.
W
Thank
you
valerie
thompson,
president.
Ceo
of
the
urban
league
here
in
oklahoma
city.
Some
of
the
things
I
I
think
are
we
have
been
discussing
are
really
good,
but
I'm
not
sure
if
we
have
really
talked
about
the
importance
of
racial
diversity
in
working
with
the
consultants,
we
know
that
community-based
policing
and
reform
works
best
when
communities
see
people
on
the
force
police
force
that
look
like
them.
So
one
of
the
questions
that
I
think
we
need
to
pose
to
the
consultants
is:
how
do
they
think?
W
How
will
they
assess
how
we
are
assessing
racial
diversity
on
the
police
force
and
what
is
our
approach
to
approving
officer
diversity?
What
are
those
data
points
look
like
now
and
what
are
other
data
points
looking
like
around
the
country?
X
Yes,
and
to
really
honestly
to
piggyback
off
of
what
dr
thompson
said,
my
my
ask
would
be.
I
know
it's
not
related
in
indirectly
to
this
but
recruitment,
how?
How
is
our
recruitment
process
eliminating
folks
that
could
serve
in
specific
communities
or
reflect
those
communities
or
have
the
same
background
and
in
relation
to
being
able
to
to
do
this
work,
so
I'm
very
curious
to
know
in
how
they
would
evaluate
our
recruiting
process
for
our
officers
for
us
to
get
more
officers
engaged
in
this
process.
F
I
I
I
hope
that
we
can
add,
with
community
informed
facilitators
and
it's
just
kind
of
piggybacking
off,
of
what
miss
thompson
and
cherie
and
nikki
and
lots
of
people
have
said,
but
I
think
infusing
the
the
process
with
people
who
understand
or
come
from
even
better
the
communities
where
these
things
are
happening
makes
the
process
faster,
more
efficient
and
you're,
going
to
cut
to
the
meat
and
potatoes
of
issues
faster,
just
knowing
that,
like
from
the
indigenous
community,
we
don't
get
open
and
talk
a
lot.
I
C
And
also
sarah
I'll,
just
tell
you,
I
already
stole
from
your
comments
at
the
first
meeting
when
we
talk
about
the
I
added
a
little
bit
of
something
in
from
that
kind
of
along
those
lines,
as
we
talk
about
the
selection
criteria
here
in
a
moment
too.
So
thank.
C
Dr
font,
I've
seen
your
hand
up
for
a
while.
Yes,.
L
I
want
to
piggyback
on
councilwoman's
nice
comment,
I'm
about
prevention,
so
I
would
like
to
see
these
consultants
looking
at
how
we
screen
candidates
cadets
specifically,
and
then
how
does
the
the
department,
formatively
and
summatively
evaluate
their
police
officers,
because
I
think
that
the
trend
of
not
of
repeating
mistakes
without
being
corrected
or
having
somebody
correct
them
or
bringing
them
up
results
in
the
abuse
of
it
in
the
future.
V
Yes,
thank
you
for
taking
my
comments
again.
I
I
do
want
to
piggyback
on
councilwoman
nice's
comments
as
well
as
just
now
previous
comments
about
this,
this
recruitment
process.
So
I
I
think
that
we
could
perhaps
build
it
out
to
encompass
the
entire
employment
life
cycle
of
our
officers,
so
starting
from
recruitment
to
selection,
to
performance
management
and
everything
in
between
including
policies
and
procedures
and
how
those
are
even
being
written.
V
You
know
we
need
cultural,
competent
policies
and
procedures
throughout
the
life
cycle
or
those
employment
life
cycles
of
our
officers
as
well.
That
would
be
in
everything:
that's
training,
recruitment,
selection,
hiring
promotion,
termination
that
whole
life
cycle.
So
if
we
can
find
a
way
to
to
to
just
highlight
the
whole
thing
from
a
to
z
and
ensuring
that
we
are,
you
know,
being
evaluated
within
our
own
system.
What
that
looks
like,
I
think
that
will
be
helpful.
C
C
I
understand
a
lot
of
these
do
touch
that
we're
going
to
try
to
work
it
in
with
how
these
different
issues,
but
this
there's
a
lot
of
issues,
and
there
may
be
something
that
we
have
to
take
this
in
phases,
but
I
just
I
just
I'm
taking
all
these
notes
and
putting
it
in.
I
just
want
to
make
sure
and
give
that
caveat
to
everybody
that
you
know
our
first
tasks
are
those
the
de-escalation
policy
and
the
system
advisory
board.
C
F
I
think
the
next
person
who
had
their
hand
up
would
be
joshua
harris,
teal.
P
Of
up
the
relationship
with
the
consultants
is
great,
I
kind
of
want
us
to
add
a
section
about
them,
creating
for
us,
whatever
that
infrastructure
looks
like
when
I
think
about
reggie
hines
point
like
is
this
something
that
ends
up
on
somebody's
desk
or
is
this
something
that
actually
gets
implemented?
Can
we
have
them
approach
this
situation
with
like
this
is
where
we
expect
to
go
or
a
timeline?
Maybe
this
is
where
we
expect
to
be
in
a
year.
P
C
K
Yep
it's
james
again
is.
Would
this
be
the
time
for
me
to
also
say
act,
local
think,
global,
like
I
really
like
the
idea
of
to
the
best
of
the
consultant's
ability
looking
at
this
from
a
national
perspective
and
a
global
perspective,
yeah
thank.
E
F
Okay,
kenny
field
phil
go
ahead
to
the
next
section.
C
So
I
really
appreciate
everybody's
input
on
that.
We'll
take
that
and
synthesize
that
into
our
document.
The
other
really
important
piece
is
selection
criteria.
You
know,
what
are
we
going
to
use
to
select
the
consultant?
You
know,
there's
there's
no
doubt
that
this
is
pretty
standard
stuff
for
the
city,
that
we
always
look
at
the
experience
and
the
capability
of
the
firm,
and
we
usually
want
to
have
references
and
not
just
about
the
firm
but
about
who's
going
to
be
actually
assigned
to
our
you
know
to
work
with
us.
C
That's
this
is
where
I
added
to
sarah
your
point
last
meeting
about
you
know
making
sure
they
have
experience
working
with
underrepresented
communities
and
communities
of
color.
We
want
to
know
what
their
project
approach
methodology
is,
and
we
try
to
keep
this
pretty
generic,
so
it
lets
different
consultants,
give
us
their
different.
You
know
we
don't
want
to
put
them
in
a
box
of
how
they
have
to
propose
to
us.
C
We
want
to
leave
it
pretty
open,
so
they
can
propose
to
us
what
their
methodology
is
and
that's,
but
that's
definitely
something
that
we
want
to
use
for.
You
know:
how
are
you
going
to
approach
our
project?
How
are
you
going
to
do
the
public
and
stakeholder
engagement?
What's
your
timeline
and
what's
your
cost,
so
the
think
about
these?
These
are
the
things
that
we
would
put
that
we
would
use
to
score
the
candidates
or
use
to
choose
the
candidates.
C
You
know
so
that
we
have,
you
know
a
transparent
process
about
how
we're
choosing
them
and
we're
not
just
choosing
you
know
who
who
we
like
the
best
that
day,
but
so
this
is
really.
You
know
again
taking
suggestions
on
what
we
would
use
and
cost
is
certainly
a
piece
of
that,
but
we
definitely,
you
know,
may
wait
experience
and
what
their
project
approach
is
a
little
heavier.
C
You
know,
but
cost
is
always
a
an
issue
in
the
timeline.
You
know
if
they
tell
us
this
is
going
to
take
three
years.
You
know
that
that
may
be
prohibitive,
so
I'll
open
it
up.
If
there's
anyone
that
would
like
to
make
some
comments
or
suggestions
on
our
selection
criteria,.
V
And
do
and
thank
you
for
taking
my
comments
again
and
actually
that
was
the
question
I
was
going
to
ask,
was
inquiring
about
what
our
selection
criteria
will
be
number
one
and
how
we
will
assess
you
know
via
point
system.
Is
it
20
points
for
past
performance?
Is
it
10
points?
For
you
know
cultural
competency
is
it
you
know?
What
is
that
so
that's
kind
of
where
I
was
heading
with
that
process,
yeah.
C
C
Typically,
you
know
the
city
I
mean
I
would
say
generally
we
wait
heavier
towards
what
your
experience
and
what's
your
proposal,
you
know,
cost
is
definitely
and
timeline
are
definitely
things
that
we
put
in
and
weight,
but
usually
we
wait
pretty
heavily
towards
you
know,
what's
your
experience
and
what
what's
the
actual
proposal
that
you're
going
to
do,
but
we
we
can
talk
about
that
as
well,
maybe
a
little
bit
towards
the
end,
I'd
like
to
see
what
we
get
from
the
group
on
you
know.
O
Yeah
so
one
of
the
things
that
I'm
and
I'm
sure
at
some
point
the
you
know
the
discussion
about
like
which
consultant
needs
to
be
brought
in,
I
mean
it's
definitely
important,
but
I
have
to
admit
I'm
a
little
bit.
I'm
a
little
bit
confused
on.
O
I
feel
like
a
lot
of
the
problems
are
not
clearly
stated.
O
That
is
that
we,
the
specific
things
that
we
want
fixed,
have
not
been
clearly
stated
and
if
we
don't
have
clearly
defined
problems
and
specific
ways,
especially
if
you're
going
to
bring
in
a
consultant
or
have
something
measurable,
specific
ways
of
quantifying
those
problems
and
talk
about
addressing
them,
we'll
end
up
with
a
vague
solution
to
a
vaguely
worded
set
of
problems,
nothing
will
change
and
I'm
so
I'm
a
little
bit
worried
about
about
exactly
what
the
problems
are
that
we're
getting
a
consultant
for,
and
I
I
just
I
kind
of
want
to-
I
mean
I
don't
I
don't
know-
maybe
there's
there's
nothing
to
do
about
that,
but
I'm
I'm
not
quite
sure
I
mean
there
are
very
specific
things.
O
C
I
I
think
I
think
we
probably
made
an
assumption
on
that,
but
we
probably
do
need
to
state
that
that's
really
what
I
think
we
were
talking
about.
Engaging
the
community
and
staff
was
really
getting.
You
know
a
definition
of
what
that
is.
So,
maybe
that's.
We
need
to
add
that
back
here
into
the
scope.
C
What
are
the
issues
and
desired
outcomes?
C
M
Yeah
katie
getting
to
the
the
selection
criteria
of
the
consultants.
I
know
a
consultant
being
a
third
party
should
be
coming
in
as
a
neutral
party,
but
hearing
some
of
the
comments
from
everyone.
On
the
previous
section
experience
wise,
we
probably
want
someone
with
experience
in
dealing
with
people
in
this
part
of
the
country
are
having
dealt
with
people
in
the
oklahoma
city,
metro
area,
as
people
you
know,
are
different
around
the
country
in
their
ideologies
and
their
experience,
and
even
dealing
with
the.
Y
Yeah
thanks
mt
my
question
as
it
relates
to
the
evaluation
process,
and
I
think
this
is
important.
You
know
we
know
that
consultants
when
they
come
in
to
present
they're,
going
to
put
their
best
foot
forward
and
they're
going
to
tell
you
all
of
the
benefits
that
that
they
can
bring.
However,
I
I'd
like
to
hear
based
upon
their
experience,
some
of
their
some
of
the
difficult
situations
or
most
common.
Y
Y
F
Okay,
thank
you.
Everybody
for
your
input
so
far,
very
good
next
on
our
agenda
is
a
presentation
on
current
de-escalation
procedures
and
that
presentation
will
be
presented
by
chief
gorly
of
the
oklahoma
city,
police.
N
Okay,
thank
you
for
the
opportunity
to
speak
on
our
current
procedure.
First
thing
I'll
do
just
a
little
history
behind
the
escalation.
This
is
something
that's
been
around
for
a
long
time.
It's
it
hasn't
been
called
the
escalation,
but
I
was
even
thinking
back
as
I
was
putting
this
together.
That
back
when
I
first
was
on
the
police
department.
N
So
we've
always
had
ways
of
talking
ourselves
out
of
hostile
situations,
and
I
know
my
experience
as
a
negotiator
was
very
helpful,
helpful
to
me
over
the
years
in
that
too
also,
we
had
and
you'll
see
in
some
of
the
slides
that
I'll
go
through
in
a
little
bit
later
in
the
slides
it'll
talk
about
training,
we've
had
that
predates
the
policy
or
the
actual
procedure,
and
that's
what
I
want
you
to
realize
is
there's
other
things
that
we
trained
on
for
years,
that
we
didn't
call
the
escalation.
N
I
know
one
of
them
was
some
training
that
we
had
for
a
long
time
that
we
called
officer
created
jeopardy
where
we
teach
officers
not
only
to
not
put
themselves
in
a
bad
situation,
but
how
to
keep
from
you
know
putting
the
citizen
in
a
bad
situation
too,
or
the
subject
that
you're
dealing
with.
So
I
started
looking
at
this,
and
the
reason
I
wanted
to
present
this
today
is
because
it's
something
I'm
very
passionate
about.
N
I
started
looking
at
de-escalation
real
heavily
from
some
training
that
I
attended
and
then
also
when
I
was
a
captain
as
a
major
and
as
a
deputy
chief,
it
kind
of
followed
an
evolution
for
me
through
my
career
how
this
procedure
got
implemented.
I
was
very
involved
in
it
and
again
very
passionate
about
it
because
I
believe
in
it
I
went
to
some
training
back
in
2016,
put
on
by
the
police
executive
research
foundation
into
a
particular
training
that
they
use.
It's
called
integrating
communication
and
tactics,
and
what
I
looked
at
in
that
training
is.
N
I
realized
that
we
were
doing
a
lot
of
good
things
as
far
as
our
scenario-based
training,
but
what
I
brought
back
from
that
we
didn't
actually
implement
icat
because
we
were
already
doing
those
things,
but
I
did
implement
some
some
processes
that
came
out
of
that.
So
when
you
hear
me
talk
about
scenario-based
training
that
that
I'll
go
through
in
the
slides.
I
want
you
to
realize
that
one
of
the
things
we
changed
in
that
is,
I
make
officers,
do
the
training
in
whatever
they
are
equipped
with
when
they
go
to
work.
N
So
if
it's
a
patrol
officer
they'll,
be
in
uniform
they'll
have
all
the
equipment
we
have
training
equipment
for
tasers
and
simunitions,
and
things
like
that
they'll
have
everything
available
to
them
that
they
would
have
in
a
real
world
situation,
because
we
want
to
do
our
scenario-based
training
as
realistic
as
we
possibly
can.
When
this
procedure
first
came
about,
I
knew
you
know
it
would
be
something
new
and
it
would
be
challenging.
It
would
be
something
different
that
we
we
hadn't
really
done
before,
and
so
I
made
lineups
to
speak
to
officers.
N
I
went
to
in-service
training,
field,
training,
officer,
in-service
training,
and
I
I
met
with
as
many
officers
as
I
possibly
could
in
all
areas
of
the
department
to
try
and
push
this
this
procedure
out,
and
you
know
just
educate
people
as
much
as
possible
on
it
and
again,
I
believe
in
it
not
only
because
it's
safe
for
the
community,
but
it's
safe
for
our
officers.
N
We
put
together
some
training
for
our
officers
for
in-service
that
year
and
the
procedure
wasn't
quite
in
place
yet,
but
we
felt
it
was
so
important
that
we
went
ahead
and
began
training
officers
on
the
new
procedure
and
actually
the
actual
procedure
itself
was
implemented
in
february
of
2018.,
while
de-escalation
tactics
and
techniques
have
always
been
used
by
officers
as
a
matter
of
practice.
This
was
the
first
time
a
formal
directive
or
procedure
was
issued
to
departmental
personnel
on
this,
and
so
in
your
handouts.
N
You'll
have
the
actual
actual
procedure,
you'll
be
able
to
look
at
that,
and
I'm
just
going
to
go
through
kind
of
line.
By
line
what
the
procedure
actually
says.
The
escalation
tactics
and
techniques
are
actions
taken
by
an
officer
to
increase
voluntary
compliance
by
subject
and
seek
to
minimize
the
need
to
use
force
during
an
incident.
The
use
of
de-escalation
tactics
provides
the
following
benefits:
improve
community
relations,
reduce
likelihood
of
injury,
consistency
with
the
department's
procedural
justice
philosophy,
reduce
citizen
complaints
and
improve
safety
of
the
officer
and
the
subject.
N
I'm
now
going
to
walk
you
again
through
the
entire
procedure
and
just
to
make
sure
you
know.
Everybody
knows
that
that
you
have
that
in
front
of
you
and
you
can
kind
of
kind
of
see
that
as
we
go
through
it,
but
also
in
your
packet
you'll
see
some
other
things.
That
kind
of
highlight
what
de-escalation
is
you'll
see
the
eight
can't
wait,
handout
and
then
you'll
also
see
a
document
that
we
put
out
to
the
public
recently,
because
we
didn't
want
to
just
put
out
the
entire
procedure.
N
We
wanted
to
kind
of
highlight
the
the
the
real
ins
and
outs
of
what
de-escalation
is
so.
De-Escalation
tactics
and
techniques
are
actions
taken
by
an
officer
that
increase
voluntary
compliance
by
a
subject
and
seek
to
seek
to
minimize
the
use
of
force.
During
an
incident,
the
use
of
the
escalation
tactics
provides
the
following
benefits:
improved
community.
I'm
sorry,
I'm
reading
the
same
one,
I'm
on
the
wrong
slide.
N
When
considering
the
totality
of
the
circumstances,
an
officer
shall
use
the
escalation
tactics
by
attempting
to
slow
down
or
stabilize
the
situation
so
that
more
time
options
and
resources
may
become
available
for
incident
resolution
when
de-escalation
techniques
are
applied.
Force
may
still
be
required
to
resolve
an
incident.
However,
the
escalation
may
result
in
lower
levels
of
force
than
if
no
de-escalation
tactic
or
techniques
are
utilized
and
that's
the
key
to
it.
N
We
want
to
try
and
slow
the
situation
down
so
that
we
can
better
deal
with
it
and
not
rush
into
anything
and
not
force
a
confrontation
if
we
can
avoid
it
when
dealing
with
a
non-compliant
subject
and
time
and
circumstances
reasonably
permit.
The
officer
shall
consider
whether
the
subject
is
affected
by
conditions
such
as
medical
issues,
mental
impairment
or
mental
health
crisis,
development,
developmental
disability,
physical
limitation,
communication,
barriers,
alcohol
and
or
drug
use,
or
a
behavioral
or
emotional
crisis,
and
I
get
asked
a
lot
when
going
over
this.
N
I
want
to
kind
of
point
out
here
something
that
I've
been
working
on
since
january,
and
it
came
from
some
training
I
went
to.
We
currently
have
a
pilot
program
with
department
of
human
services
and
with
north
care
on
some
mental
health,
and
just
you
know,
community
needs
in
general,
and
we
we're
working
to
have
counselors
available
to
provide
services
to
persons
in
need.
N
So
when
the
officers
encounter
these
these
situations-
they're
not
just
walking
away
from
them
or
dealing
with
them
by
putting
someone
in
jail,
they're,
trying
to
figure
out
resources
and
ways
that
they
can
connect
those
folks
with
the
resources
that
they
need.
This
is
a
pilot
program
right
now.
It's
it's
one
shift
that
we've
been
doing
this
for
just
a
few
weeks
and
we've
already
made.
I
believe
it's
the
last
account,
I
believe,
was
around
17
referrals.
There
may
even
be
a
little
more
a
little
bit
more
than
that
now,
because
this
was
last
week.
N
The
last
time
I
was
updated
and
the
reason
I
wanted
to
point
that
out
in
this
category
is,
I
do
believe
this
is
some
of
the
resources
that
we're
trying
to
make
available
so
that
officers
don't
have
to
get
involved
from
a
law
enforcement
standpoint.
They
can.
They
can
get
back
to
situations
that
are
law
enforcement
related
and
try
and
help
the
community
in
other
ways.
N
Some
other
options
are
utilizing
available
barriers
between
the
non-compliant
subject
and
the
officer
that
could
be
your
car.
That
could
be
a
wall
a
tree.
You
know
just
placing
something
between
the
officer
and
the
subject
so
that
things
don't
escalate,
containing
and
or
limiting
the
movement
of
the
individual,
reducing
the
officer's
threat
of
danger
or
exposure.
N
Short-Term
disengagement
from
the
situation
to
create
more
time
to
observe
the
subject
and
plan
for
redeployment,
complete
disengagement
when
it
is
in
the
best
interest
of
justice
and
any
other
tactics
that
attempt
to
achieve
law
enforcement
objectives
by
gaining
the
compliance
of
the
subject.
I
know
when
I
was
working
in
the
field
and
then
also
as
a
captain
on
a
lot
of
situations
where
we
would
have
somebody
that
was
in
a
house
and
they
may
be
in
some
type
of
mental
health
distress,
but
they're
not
a
danger
to
themselves
or
to
us
at
that
time.
N
N
To
properly
de-escalate
a
situation,
an
officer
must
also
consider
other
factors
when
determining
what
techniques
will
lead
to
resolution
of
an
incident.
These
factors
can
include
recognizing
things
that
increase
the
subject
and
officer
escalation
rather
than
de-escalation,
environmental
considerations,
the
terrain,
the
weather,
the
the
circumstances
that
you're
in
are
you
in
a
closed
room
in
a
house?
Are
you
outside
where
you
have
plenty
of
room?
Those
kind
of
things?
N
N
De-Escalation
and
related
tactics
will
be
evaluated
as
part
of
the
following
processes,
and
this
separates
us
from
any
other
agency
in
the
country.
We
are
the
only
agency
right
now
that
is
doing
this,
that
we
evaluate
and
look
at
de-escalation
as
part
of
our
random
body-worn
camera
reviews
by
supervisors,
our
administrative
investigation
or
use
of
force,
follow-ups
by
supervisors
and
our
use
of
force.
Screening
committee
reviews
that
review
the
use
of
force
after
the
investigation
has
been
worked
to
review
it
to
make
sure
all
the
policies
and
procedures
were
followed
at
this
stage.
N
De-Escalation
is
also
reviewed
and
with
that
it's
reviewed
separately,
so
the
supervisors
have
to
explain
why
de-escalation
would
not
have
been
appropriate
or
how
it
was
used
for
each
incident.
They
reviewed
findings
of
de-escalation
reviews
are
addressed
separately
from
uses
of
force
and
de-escalation
will
not
be
used
to
determine
whether
a
use
of
force
is
justified
or
appropriate.
Because,
remember,
de-escalation
is
what
leads
up
and
what's
happening
before
so
those
two
things
are
evaluated
separately,
which
is
better
because
it
allows
us
to
track
it
better
too,
to
determine
if
what
we're
doing
is
working.
N
It's
hands-on
scenario
based
training
is
it's
developed
and
it's
usually
we're
going
to
develop
that
off
of
scenarios
that
our
officers
have
been
involved
in,
so
that
we
can
put
them
in
in
real
situations
and
how
they
evaluate
how
they
utilize
the
tactics
and
techniques.
We
also
get
feedback
from
members
of
the
command
staff,
because
they're
the
ones
that
are
reviewing
all
of
the
uses
of
force.
N
The
escalation
doesn't
just
go
on
in
the
academy,
and
if
you
remember
when
I
started
talking
about
this
earlier,
even
though
the
procedure
wasn't
actually
implemented
until
2018,
we
took
a
look
back
back.
You
know,
since,
like
2009
of
training
that
we
did,
that
would
directly
relate
to
de-escalation
and
since
that
time,
the
departments
conducted
49
training
classes,
totaling
148
hours
of
training
per
officer
which
included
de-escalation
strategies,
courses
included,
citizen
encounters,
use
of
less
lethal
options,
active
threat,
response
control
and
defensive
tactics
and
mental
health.
N
N
N
N
These
were
calls
that
we
were
able
to
pull
up
through
our
9-1-1
computer
system
that
these
weren't
just
calls
like
if
an
officer
went
out
to
a
location
but
didn't
have
any
interaction
with
the
public
that
we
didn't
pull
that
up
or
if
the
officer
took
a
report
over
the
phone
we
didn't
pull
that
up.
This
is
traffic,
stops
interactions
with
the
public,
and
you
know
anywhere
where
we
actually
had
contact
with
an
individual
and
of
that
841
488
calls
they
resulted
in
a
use
of
force
in
0.07
percent
of
the
time.
N
So
you
can
see
to
the
right.
It
was
561
total
uses
of
force.
Out
of
all
those
calls
where
we
interacted
with
the
public
also
just
to
drill
down
a
little
bit
further
oklahoma
city
police
officers
made
17
045
custodial
arrests
in
2019.
This
includes
our
sight
and
release
arrest.
This
is
not
just
people
that
were
that
were
booked
into
the
jail
and
of
that
about
17,
045
arrests.
A
use
of
force
occurred
in
3.5
percent
of
all
of
all
of
those.
N
N
N
There's
also
one
thing
to
realize
too,
is
there's
no
way
to
truly
measure
the
total
effects,
except
to
look
at
how
many
calls
that
we
take
and
how
many
end
up
in
use
of
force,
because
a
lot
of
times
when
an
officer
goes
out
and
they
deal
with
a
situation
that
didn't
result
in
a
use
of
force.
There's
not
going
to
be
any
documentation
or
anything.
There
there's
no
way
to
track
that,
and
so
that's
why
you
have
to
look
at
how
many
calls
and
interactions
you
have
as
compared
to
your
uses
of
force.
N
Another
thing
too
that
I'll
tell
you
back
in
january,
I
was
at
major
city
chiefs.
I
was
at
a
conference
and
I
was
approached
by
a
university
group
that
wanted
to
research
our
procedure,
because
nobody
in
the
country
had
the
data
that
we
had
where
we
actually
evaluate
our
use
of
force
with
de-escalation,
and
so
that
currently
is
underway,
and
my
plan
is
to
use
that
to
help
determine
how
infected
how
effective
our
current
training
is
in
our
current
procedure
and
how
we
improve
that
going
forward.
N
So
these
these
individuals
are
going
to
do
a
complete
statistical
evaluation
and
they're,
looking
at
all
kinds
of
different
measures,
not
just
the
numbers
but
looking
at
the
officers
themselves
and
and
the
particular
use
of
force
incidents,
and
I'm
I'm
pretty
excited
about
that.
Actually,
because
I
want
to
get
that
feedback
and
find
out
how
we
can
do
better
how
we
can
improve
improve,
and
I
think
those
that
research
study
will
help
us
with
that,
and
so
that
that
will
conclude
the
presentation.
If
anyone
has
any
questions.
A
Yeah
as
we're
looking
at
taking
questions,
I
just
wanted
to
mention
that
we
just
wanted
to
present
the
de-escalation
policy
so
that
we
could
give
you
a
you
know
as
we
go
into
working
with
the
consultant
and
going
through
this
process
just
to
give
an
idea
of
what
we
use
right
now.
So
we
know
kind
of
where
our
starting
point
is
what
we're
doing
currently
and
again.
Chief
as
like
he
said,
is
glad
to
answer
any
questions
that
you
all
have
about
the
policy
or
about
the
training.
P
It's
me
not
not
the
other
josh.
You
stopped
my
video.
Apparently
I
don't
know
it
might
have
been
an
accident
somebody
regardless.
I
can
just
ask
my
question.
I
need
to
be
on
camera,
so
I
think
two
things
one.
P
When
we
talk
about
officer
involved
fatalities,
I
think
that
we
should
skew
towards
actually
using
like
the
number
instead
of
using
percentages,
because
that
kind
of
takes
away
from
you
know
when
you
say,
point:
zero,
zero,
eight
percent
right
instead
of
like,
I
think
it's
like
14
people
right,
then
that
makes
the
narrative
when
we're
having
those
conversations
with
the
public
a
little
more
difficult
to
have
because
they
feel
like
the
dehumanization
is
happening,
and
that
is
one
of
the
big
issues
on
why
a
lot
of
these
officer-involved
shootings
are
happening
not.
Q
P
Say
that
officers
don't
value
life,
of
course,
but
I'm
saying
when
we
talk
about
conversations
with
the
community,
we
want
to
make
sure
that
we're
approaching
it
from
a
trauma
informed
but
also
culturally
competent
perspective.
P
The
second
part
is,
you
know,
and
then
I've
had
this
conversation
with
youtube,
girly
about
officer
lebeau
and
our
interaction
where
obviously
de-escalation
wasn't
used
properly
and
where
we
reported
that
to
his
supervisor,
to
make
sure
that
we
were
following
the
process
and
then,
of
course,
having
him
end
up
like
arresting
or
or
pulling
over
two
of
our
members
later
pulling
over
after
that
kind
of
like
not
to
say
that
there
is
targeting
happening
but
saying
that
that
is
the
kind
of
situations
where
people
in
the
community
feel
like
he's
targeting
folks
right
and
then
we
already
see
a
an
issue
with
him
and
then
we
don't
know
exactly
to
this
day.
P
I
don't.
I
don't
know
if
there
was
any
citation
given
to
him
for
those
actions
right,
but
there's
a
situation
like
that
that
exists
right
and
the
community
sees
it
and
hears
about
it,
and
then
that
festers,
because
we
aren't
being
proactive
in
a
relationship
with
you
and
making
sure
the
community
knows
that
we're
addressing
those
issues.
And
so
I
say
all
of
that
to
say
when
we
talk
about
17
and
18
is
when
the
de-escalation
policy
was
implemented
full
force.
What
did
the
what's
the
statistical
change
that
we
saw
over
that
time?
P
Did
we
see
a
significant
decrease?
Did
we
see
any
decrease?
Did
we
see
an
increase
in
terms
of
there's
an
adjustment
period
that
we're
dealing
with
before
all
of
the
officers
have
that
training
and
can
start
fully
using
it,
and
we
hope,
like
maybe
there's
a
scale
that
states
like
it,
takes
three
to
five
years
before
the
escalation
training
is
actually
fully
integrated
into
the
community
and
the
culture.
That's
kind
of
the
question
that
I
have
based
off
of
this
presentation
where.
N
You
know,
shift
and
change
the
culture
and
change
your
direction
on
something
major
that
you're
trying
to
do.
I
do
think
too.
I
I
wrote
down
what
you
said
about
the
percentages
and
and
and
there's
a
good
reason.
I
think
you
made
a
good
point
out
of
that
because
you
mentioned
14,
which
was
the
number
of
officer-involved
shootings
last
year,
but
all
of
those
weren't
fatal.
N
So
I
think
that's
a
good
point
that
in
doing
a
presentation
like
this,
that
you
probably
that
I
probably
should
detail
out
the
amount
you
know
not
only
of
just
officer-involved
shooting,
but
the
fatalities
themselves
too.
So
and
I
think
again,
I'm
just
I'm
agreeing
with
you.
Everything
you
said
is
exactly
exactly
right.
It
does
take
a
while
to
shift
that
culture
and
to
change
that.
I
feel
like
we're
we're
getting
there
we're
doing
a
lot
of
things
that
that
that
are
improving
us.
N
You
know
in
general,
not
not
the
concept
of
the
escalation,
but
the
practice
and
the
application
and
having
these
procedures
in
place
like
this,
and
I
think
too
that
that
we've
got
to
look
at
the
totality
and
the
holisticness
of
this
that
that
stopping
violence
in
a
community
is
not
just
with
the
police.
I
mean
we've
got
to
deal
with
drug
problems
and
family
problems,
and
I
think
some
of
these
programs
that
we're
working
on
now,
where
we're
incorporating
dhs
and
mental
health
workers
into
those
day-to-day
interactions
that
we're
having.
N
I
think,
that's
going
to
start
having
a
significant
impact
too,
because
we're
not
just
going
to
be
responding
to
these
calls
over
and
over
and
over
and
leaving
it
with
doing
nothing
to
solve
it.
We're
going
to
interject
people
into
these
situations
that
are
now
much
better
equipped
to
deal
with
those.
So
I
think
you're
right
I
mean
on
both
those
accounts.
M
Thank
you,
chief
chief
girl.
I
just
wanted
to
point
out
three
things
real
quick.
I
may
have
missed
it
in
the
presentation,
but
since
we're
talking
about
de-escalation,
I
think
it's
very
important
to
also
offer
oklahoma
city's
the
police
department's
definition
of
use
of
force.
M
I
want
everybody
to
think
that
every
one
of
those
numbers
you
counted
was
a
fatality.
A
use
of
force
with
oklahoma
city
is
anything
above
and
beyond
routine
handcuffing,
and
you
count
them,
unlike
most
other
departments
in
the
country.
So
I
think
it's
important
to
point
out
that
not
all
of
those
are
fatalities
and
to
also
add,
like
joshua,
said
the
number
of
fatalities
that
we've
experienced
to
help.
People
understand
that.
M
Also,
if
we're
going
to
talk
about
de-escalation,
we
need
to
tell
people
what
they
can
do
if
they
feel
an
officer
did
not
de-escalate
like
joshua
talked
about.
Maybe
talk
about
a
little
bit
about
the
complaint
process,
and
if
someone
feels
that
an
officer
did
not
de-escalate
in
a
manner
which
they
should
have
that
they
know
the
means
by
which
to
to
express
that
to
a
supervisor
and
to
get
someone
to
look
into
it.
N
That's
a
very
good
point,
and
you
know
with
with
these
policies
and
procedures
too,
they
are
designed
to
prevent
incidents
from
happening.
But
ultimately
we
know
you
know
at
some
point.
Things
are
gonna
happen
and,
and
it
allows
us
to
hold
officers
more
accountable
when
we
have
these
procedures
in
place
and
so
anytime.
You
know
someone
believes
that
the
interaction
that
they
had
with
the
police
was
was
not
what
it
should
have
been
didn't
uphold
to
the
standards
that
they
believe
it
should
have.
N
They
can
file
a
complaint
and
we
investigate
all
of
our
complaints,
any
any
complaint
that
we
get.
We
do
an
investigation
on
those
and
there's
a
you
can
go
to
our
website.
You
can
download
a
form
there
to
to
file
a
complaint.
You
can.
You
can
call
9-1-1
right
after
the
incident
and
ask
to
speak
to
a
supervisor
and
have
someone
come
out
and
talk
to
you
and
go
through
that
process
as
well,
and
then
our
definition
of
use
of
force
is
way
more
stringent
than
most
agencies.
N
If
not,
you
know
the
majority
of
agencies
right
now
and
that,
just
like
chief
nelson
said
it's
anything
beyond
routine
handcuffing.
So
if,
if
an
officer
goes
out
and
they
go
to
handcuff
somebody
and
that
person
is
not
completely
compliant,
they
have
to
notify
a
supervisor
that
there
was
a
struggle
there,
that
some
something
arose
to
the
situation
that
they
had
to
use
some
force
and
the
the
supervisor
is
going
to
make
an
evaluation
and
determination.
N
Z
D
Nelson,
it
is
always
a
real
challenge
for
the
community
to
sense
that
when
they
make
complaints
or
when
they're
talking
about
use
of
force,
that
it's
almost
like
the
fox
guarding
the
hen
house
that
you're
always
having,
of
course,
the
officers
do
the
review
the
officers
are,
supervisors
are
always
checking
supposedly
one
another
and
the
outcomes
don't
always
seem
to
be
best.
And
even
when
you
deal
with
statistics
that
you've
shown
today,
the
question
would
become,
if
we're
doing
so.
D
Well,
then
why
would
there
be
need
for
change
and
whether
or
not
the
police
department
or
the
fop
is
going
to
be
receptive
to
change
when
we're
doing
so
well,
and
so
what
is
your
response
in
terms
of
that?
Why
why
change,
if
we're
doing
so
well.
N
If
we
have
one
fatal
incident,
it's
too
many,
and
so
I
believe
that
we
can
always
improve
on
that,
and
I
want
to
do
everything
I
can
to
to
prevent
that-
and
I've
said
before
too,
as
tragic
as
that
is
for
the
family
of
that
individual.
That
loses
their
life
at
the
hands
of
the
officer.
It's
tragic
for
that
police
officer
too,
and
something
that
they
have
to
deal
with
the
rest
of
their
lives
and,
and
sometimes
they
don't
deal
with
it.
N
Sometimes
it
results
in
suicide
and
other
things
or
disrupts
a
family
leads
to
divorce,
alcoholism,
drug
abuse
and
so
to
me,
that's
that's.
The
goal
is
ultimately,
I
would
love
to
see
us
all
in
a
community
where
there
is
never
another
deadly
encounter
with
police
officers.
So
with
that
you
know
being
said,
I
just
believe
that
we
always
that
ought
to
be
what
we
strive
for.
That's
the
most
perfect
solution
in
that,
and
you
know
if
we
could
get
there.
N
That
would
be
great,
but
if
we
can
start
reducing
these
two,
because
I
don't
want
the
officers
to
have
to
go
through
them
either-
and
I
don't
want
to
steal
a
lot
of
thunder
for
our
next
meeting,
where
we're
going
to
do
a
presentation
on
the
citizens
advisory
board.
But
that's
where
that
comes
in
kind
of
like
you
were
talking
about
to
kind
of
have
that
independent
review
outside
of
of
the
officers
doing
that
investigation
and
there's
actually
some
studies,
several
that
are
out
there.
N
That
are
that
talk
about
how,
because
we
know
the
job
and
we
train
our
officers
and
what
to
do
and
what
the
proper
response
is
that
that's
why
you
get
the
most
thorough
investigation
from
people
that
that
are
the
most
familiar
with
the
processes
and-
and
we
actually
in
these
studies,
that
that
are
out
there
that
look
at
these
and
look
at
some
some
different
types
of
oversight
and
review.
They
often
find
a
matter
of
fact.
N
There
was
one
I
just
read
recently
out
of
los
angeles
and
they
were
talking
about
their
civilian
oversight
board
and
the
chief
was
frustrated
because
he
felt
like
he
wanted
to
discipline
the
officers
more
severely
than
the
oversight
board
was
was
coming
back
with,
and
so
I
I
agree
with
what
you're
saying
that
that
is
a
perception
there,
but
I
think
that's
why
it's
important
that
you
have
a
multi-layered
process
to
that.
N
P
Thank
you
and
then
I
would
just
say
that
you
know
I
see
a
couple
people
who
are
raising
their
hands
on
screen
reggie
and
sarah,
so
you
want
to
make
sure
you
add
them
to
the
queue
as
well.
I
guess
I
have
kind
of
a
two-part
question
one.
P
When
we
talk
about
de-escalation,
I
think
that
that's
really
good,
you
know
you,
you
lay
out
a
really
solid
process
and,
as
you
said,
it's
taking
time
for
us
to
kind
of
implement
that
process,
and
so
I
guess
my
question
would
be
if
I'm
the
community
and
I'm
looking-
and
I
don't
know
that,
there's
this
information
implementation,
a
timeline,
that's
associated
with
it.
Oh,
what
are
like.
P
Do
you
have
a
number
of
officers
who
have
been
disciplined
or
removed
for
for
these
kind
of
actions
like
how
many
people
have
you
taken
through
this
process
of
of
citing
them
for
not
appropriately
dealing
with
de-escalation?
P
Is
there
a
running,
I
guess
file
that
shows
this
person
has
been
cited
this
many
times
and
the
third
part
of
that
question
is
how
is
have
any
of
those
officers
been
removed?
I
can
repeat
those
questions
if
you
need.
N
No,
I
I
get
what
you're
saying
and
if
I
don't
answer
it,
then
just
let
me
know,
but
we
we
have
a
a
software,
it's
called
blue
team
or
ia
pro
is
what
it's
called,
that
we
use
in
all
administrative
investigations,
whether
it's
a
use
of
force.
It's
a
complaint.
N
Anything
like
that,
that's
that's
investigated
on
an
officer
is
housed
in
that
software
database.
We
can
pull
that
information.
We
can
pull.
You
know
how
many
officers
that
that
were
disciplined
or
had
corrective
action
a
lot
of
times.
The
way
we
deal
with
the
situation
is
is
further
training,
so
you
know,
maybe
the
situation
didn't
result
in
a
serious
injury
or
anything
like
that.
It
was
just.
It
could
have
been
handled
better,
so
they'll
get
retraining
to
deal
with
that
and
we
do.
We
have
all
of
that
documentation.
N
Q
I
said:
that's
some
very
good
data
that
you
have
on
uses
of
force
and
de-escalation,
because
that
shows
outcomes,
and
it
also
shows
whether
the
processes
that
you
have,
if
they're
working
and
not
working
my
questions
is:
do
you
keep
data
on
the
on
the
calls
for
the
different
communities
and,
if
there's
a
community
that
has
a
high
car
volume
where
you're
having
to
use
force?
Q
N
We
do,
I
don't
have
probably
is
what
you're
talking
about,
but
I
do
look
at
call
data
frequently
and
I
look
at
crime
trends.
You
know
areas
that
are
having,
especially
when
it
comes
to
violent
crime.
We
look
at
you
know
what
areas
of
the
city
are
are
having
the
most
violent
crime
so
that
we
can.
We
can
and
and
we're
doing
some
things
too-
that
I
think
are
really
good
that
we've
started
in
the
last
year
or
so
is
used
to
in
policing.
You
would
look
at
an
area
and
say:
okay.
N
This
is
a
hot
spot
over
here.
There's
a
lot
of
crime.
That's
going
on
here!
So
let's
go
over
there.
Let's
flood
the
area
with
police
officers.
Well
what
you
find
when
you
do,
that
is
there's
some
good
people
living
over
there
too.
It's
not
just
the
people
committing
the
crimes
and
then
you
end
up.
You
know
over
policing
those
groups
in
that
area.
N
So
what
we've
done
is
the
more
intelligence
based
analysis
of
those
areas
trying
to
figure
out
who's,
committing
the
crimes
and
target
those
individuals
and
go
in
there
and
look
at
that,
and
then
you
can
kind
of
look
at
a
little
bit
more.
You
know
of
those
arrests
that
you're
making
that's
that's
where
that
data
can
come
from.
I
can
drill
down
enough
and
see
you
know
like.
I
have
a
violent
crimes
unit
they're
going
out
they're
only
dealing
with
violent
crimes.
You
know
shootings,
aggravated
assaults,
homicides
and
actually
because
of
their
specialized
training.
N
Their
uses
of
force
are
less
than
some
of
our
other.
You
know
patrol
areas
because
they
have
some,
you
know
more
experience
and
those
kind
of
things
too,
but
but
they
also,
they
know
what
they're
getting
into
they're,
not
just
getting
a
call
like
a
patrol
officer.
That's
just
gonna
show
up
and
that
could
turn
into
a
use
of
force.
These
violent
crimes
folks
have
a
chance
to
plan
and
kind
of
operate.
You
know,
know
what
they're
getting
into
and
that
can
reduce
some
of
that
use
of
force.
Q
Okay
is
that
data
shared
with
the
community
leaders
in
that
in
those
areas,
so
they
can
sometimes
help
with
with
some
of
that
with
some
of
those
activities.
If
that
data
shared
with
the
community
leaders
in
that
in
those
particular
areas.
N
Yes,
as
a
matter
of
fact,
I've
started
like
when
I
meet
with
some
of
these
different
groups.
I
I
talk
about
some
more
serious
crimes
that
have
happened
in
their
area.
Like
you
may
have
heard
me
speak
at
the
town
hall
that
I
did
with
dr
reed.
I
talked
about
two
homicides
that
are
unsolved.
One
of
them,
you
know
was,
was
a
little
ray
of
thomas
and
and
so
yes,
I
try
to
do
that
as
much
as
I
can.
N
But
one
thing
that
I'm
trying
to
do
on
a
broader
scale
right
now
or
that
we
are
doing
is
when
I
first
became
chief.
I
realized
that
there's
a
lot
of
information
like
this
that
doesn't
get
to
the
public,
and
so
we've
been
working
on
an
annual
report
and
I'm
getting
ready
we're
just
now
getting
ready
to
release
the
2019
version,
because
we've
never
done
this
before
so
we're
having
to
create
it
from
scratch.
N
And
a
lot
of
this
information
will
be
in
there
and
we'll
be
able
to
release
that
to
the
public,
and
you
know
kind
of
target
that
to
certain
groups,
certain
areas
through
social
media
or
just
making
sure
and
putting
that
in
the
hands
of
of
some
individuals
as
much
as
we
can
through
the
media.
Those
kind
of
things.
But
I
believe
those
annual
reports
like
that
will
be
critical
in
getting
that
information
out
to
the
public.
Z
Z
Z
So
september
of
2017
there
was
a
deaf
man
who
was
killed
by
oklahoma
city
police
officers,
and
I'm
wondering
if
de-escalation
could
have
helped
that
there
was
misunderstanding
and
could
there
be
some
sort
of
policy
or
de-escalation
that
could
help
and
training
police
and
understanding
how
to
communicate
with
people
of
different
languages.
How
that
might
affect
the
deaf
community
and
how
might
we
might
be
able
to
improve
on
that.
N
After
that
incident
occurred,
we
put
our
entire
department
through
a
specific
training
on
dealing
with
the
hearing
impaired.
We
also
met
with.
I
can't
remember
the
name
of
the
organization
that
that
deals
with
the
hearing
impaired.
I'm
sorry,
I'm
just
drawing
a
blank,
but
we
met
with
them
several
times.
Yes,
that's
it.
Thank
you.
N
We
met
with
them
several
times
and
they
actually
put
us
in
touch
with
the
trainer
that
presented
the
training
to
our
officers,
to
to
make
sure
that
that
our
officers
learned
to
better
recognize
that,
and
if
you,
if
you
notice
that's
one
of
the
things,
that's
in
the
de-escalation
procedure,
where
it
talks
about
communicating
with
individuals.
N
That's
one
of
the
things
that
the
officers
are
taught
to.
Try
and
recognize
is
is:
is
the
person
hearing
impaired?
Do
they
not
do
they
speak
a
foreign
language
and
and
try
to
get
those
resources
to
the
scene
or
at
least
try
to
get
someone
who
can
help
us
communicate
better?
So,
yes,
that
is
our
goal,
and
that
is
part
of
the
de-escalation
procedure.
Z
I
saw
it
on
a
procedure
before
a
couple
of
years
ago,
so
my
concern
really
is
first
off
one
time
a
year
is
not
enough,
new
officers
come
in
and
they
may
not
remember
from
one
day
the
next,
because
they're
learning
so
many
new
things,
so
we
want
to
make
sure
that
they
recall
what
they've
learned
and
just
a
quick
story.
There
was
one
time
there
was
a
deaf
person
put
in
jail.
N
We
have
a
language
line
that
we
can
now
contact
individuals
that
are
familiar
with
or
that
are
certified
in
in
communicating
with
with
folks
that
are
hearing
impaired,
and
so
we
we
are
able
to
now
call
out
individuals
through
this
service
that
we
contract
with.
E
I
just
want
to
remind
everyone
that
there
is
an
unmute,
I
mean
I'm
sorry
a
raised
hand
button
somewhere
on
your
screen.
We
are
managing
about
40
plus
screens.
So
when
you're
actually
raising
your
hand
on
the
screen,
you
need
to
push
the
button.
We
can't
see
when
people
are
waving
or
we're
trying
to
keep
up
with
it,
but
there's
an
actual
feature
that
says
ray's
hand
and
you
push
that
button
and
we
see
electronically
that
your
hand
is
raised.
So,
if
you're
not
being
called
on
in
the
correct
order.
I
I
appreciate
the
the
information
and
also
about
the
raising
the
hands.
There
is
no
raise
button
hand
on
or
raise
hand
button
on
my
screen,
there's
a
stop
video
a
mute
participant
share
screen,
but
there's
nothing
to
raise
your
hand
that
I
can
see.
But
thank
you
for
that.
I
My
my
comment
has
to
do
with
being
able
to
addressing
this
idea
that
it's
us
against
them
and
I
think
that's
a
big
part
of
what
we
see
in
the
need
for
de-escalation
and
because
it
feels
very
much
like
us
against
them
and,
as
I
was
listening,
some
of
the
language.
That's
used
that
I
that
kind
of
bothered
me
or
lent
to
that
us
against
them
mentality.
I
E
E
I
Know
a
piece,
but
I
felt
like
the
intention
behind
you
know
reducing
calls
shouldn't
be
a
piece
of
why
we
de-escalate
it's
about
saving
life
in
in
my
opinion,
so
it
also
feels
like
it
prioritizes
police
safety
and
not
equity
of
safety
for
for
everyone
involved,
and
so
I
just
I
ask
that
we
review
language
or
that
you
consider
reviewing
language
so
that
it
feels
like
there's
a
more
equitable
solution
to
some
of
these,
and
I
will
I
want
to
also
point
back
to
something
joshua
said
earlier,
and
you
talked
about
having
this
blue
team
program
that
houses,
complaints
against
officers-
and
you
had
mentioned
that
you
know
there
will
be
some
retraining
done,
but
are
there
other?
I
N
First
I'll
I'll
address
the
the
the
language
and
content
of
it
you're
absolutely
right,
and
what
I'll
have
to
tell
you
is
our
our
policies
and
procedures
are
a
a
they're
in
totality.
So
this
section
is
just
for
specifically
talking
about
de-escalation.
N
There
is
a
section
in
the
use
of
force
where
de-escalation
is
located,
that
talks
about
sanctity
of
life
and,
and
you
know,
deadly
force
and
those
kind
of
things
not
to
say
we.
We
couldn't
put
that
here
too,
because
I
get
what
you're
saying
and
I
agree
with
you.
I
just
wanted
to
kind
of
put
that
in
context
that
I've
just
pulled
out
a
little
section
that
is
just
specifically
related
to
de-escalation.
N
That
falls
within
our
use
of
force
procedures
and
all
of
that,
if
that,
if
that
makes
sense,
and
and
so
a
lot
of
that
language
and
what
you're
talking
about
is
in
there,
but
it's
already
talked
about
by
the
time
you
get
to
the
de-escalation
and
then
the
other
thing
that
you
asked
was
about.
N
Let
me
make
sure
I
understand
right:
is
it
about
about
the
accountability
and
what
happens
to
officers
when
they,
when
they
have
a
pattern,
or
something
like
that
that
we
notice
a
couple
of
things
that
I've
done
and
that
I'm
I'm
still
working
on
right
now
is
we
we
have
an
early
intervention
program
and
I'm
not
I'm
not
satisfied
with
that
program,
and
so,
when
I
first
became
chief,
I
knew
that
if
you
want
officers
out
there,
if
you
want
to
reduce
interactions
where
things
get
violent,
you
want
things
to
slow
down
and
you
want
people.
N
N
We
completely
revamped
our
wellness
program,
we're
now
working
on
the
early
intervention
program,
because
our
goal
would
be
to
identify
these
issues
before
they
become
a
problem
like
you're
talking
about.
If,
if
an
officer
is
starting
to
get
complaints
where
they
didn't
used
to
get
those,
let's
figure
out,
why
and
figure
out
what's
going
on
and
how
we?
How
we
correct
that,
before
it
turns
into
something
really
bad,
we
do
have
disciplined
procedures
to
deal
with
those
officers.
N
If
we
take
corrective
action
and
it's
not
solving
the
problem,
they
can
be,
it
can
be
all
the
way
up
to
termination.
We
have
a
reprimand
system
that
we
can
document,
you
know
that's
progressive
and
they
can
get
different
levels
of
reprimands.
They
can
get
days
off
without
pay,
you
know
and
ultimately
be
terminated
and
we've
had
officers
that
were
prosecuted
as
recently
as
just
you
know.
N
A
year
ago
we
had
an
officer
that
was
prosecuted
and
is
in
prison
now,
so
so
the
consequences
for
violating
these
procedures
and
also
there's
there's
state
laws
that
coincide
with
a
lot
of
this
too,
not
necessarily
the
escalation,
but
with
our
use
of
force
and
and
federal
laws
too
that
if
they
violate
they,
can
be
prosecuted,
you
know,
look
just
like
any
other
citizen
could
as
well.
N
I
Thank
you
that
the
the
follow-up
for
that
too,
I
think,
is
that
you
said
there
were
in
the
report.
There
was
something
like
four
out
of
215
hours.
Four
new
recruits
are
dedicated
to
de-escalation,
I'm
wondering
if
there's
an
opportunity
for
for
there
to
be
more
hours
about
de-escalation.
That
doesn't
seem
like
enough
to
cover
the
breadth
of
what
we're
talking
about.
N
Now,
in
that
four
four
hours
is
like
a
classroom
setting
of
explaining
the
the
procedure
and
what
de-escalation
is
then
they
get
215
hours
of
the
application
of
it.
So
so
the
initial
four-hour
class
is
explaining
the
process,
what
it
is,
how
to
apply
it,
and
then
they
get
215
hours
of
scenario-based
training
or
hands-on
type
training
to
to
see
how
they
can
apply
it.
So
thank
you
for
pointing
that
out
because
I
bet
I
bet
that
you're,
not
the
only
one
that
that
thought
that.
F
AA
Thank
you
very
much
chief.
I
just
wanted
to
kind
of
echo
some
of
the
things
that
chief
corley
was
saying.
He
actually
answered
some
of
the
questions
that
you
know
I
was
going
to
try
to
help
him
out
with,
but
in
reference
to
corrective
discipline.
I
think
it's
very
important
to
to
to
recognize
that
in
the
de-escalation
portion
of
it.
The
fact
that
we
handle
those
two
differently
separately
really
gives
us
some
leeway
as
far
as
training
corrective
discipline.
AA
Things
like
that
I've
had
more
than
one
instance
where,
where
there
was
some
aggression
towards
an
officer
and
they
used
force
to
apprehend
the
individual
and
and
and
the
force
was
appropriate,
it
was
it
was
legitimate.
It
was
appropriate,
it
was
ruled
okay,
but
but
but
but
the
de-escalation
was
not,
and
and
and
looking
at
it
in
that
way
gives
us
the
opportunity
to
address
a
de-escalation
look
just
because
the
force
was
appropriate
and
justified.
It
could
have
been
avoided
from
the
beginning
it
could
have.
AA
It
could
have
been
avoided
if
some
of
these
techniques
were
used
to
just
avoid.
You
know,
calm
the
situation
down,
take
a
little
bit
more
time.
You
know
request
somebody
who's
a
cit
officer.
They
can
better
communicate
with
the
person.
You
know
these
steps
have
to
be
taken
in
order
to
avoid
the
use
of
force
all
together.
So
you
know,
I've
had
various
incidents
that
that
discipline
was
handed
out.
AA
The
the
use
of
force
was
okay,
but
there
was
no
de-escalation
and
then
that
officer
was
either
retrained
or
disciplined
and,
as
chief
corley
said,
we
use
progressive
discipline.
So
you
know
if
it's
the
first
time
that
this
officer's
you
know
perfect
record,
never
been
in
any
trouble
and
they
show
an
instance
where
they
don't
use
de-escalation.
Well,
we
have
to
have
the
opportunity
to
train
that
person
and
and
show
them
the
the
proper
way
of
doing
things.
Now.
If
this
happens
again
after
the
training,
well,
then
it's
progressive.
AA
Well,
then
it
could
be
a
class
one
reprimand
and
it
goes
up
up
to
leading
to
termination.
So
I
just
want
to
talk
about
that
a
little
bit,
and
also
there
was
a
question
about
the
communication
and
communication
is
extremely
important.
You
know
some
psychologists
think
that
you
know
as
far
as
law
enforcement,
it's
it's
80
90
of
our
job.
If
we
can't
communicate
with
a
with
a
citizen,
then
then,
quite
frankly,
we
can't
do
our
job
and
we
can't
de-escalate.
We
can't
calm
things
down
if
we
cannot
communicate.
AA
So
it's
very
important
that
our
officers
recognize
very
very
quickly
when
there's
a
language
barrier
or
communication
barrier
or
when
that
individual's
suffering
from
some
type
of
a
trauma
or
crisis
where
they
cannot
they're
unable
to
communicate.
So,
as
chief
corley
said
not
not
only
do
we
have
the
language
line
which
he
alluded
to
earlier.
We
also
have
the
bilingual
unit
where
we
have
police
officers.
AA
I
believe
we're
up
to
60
now
that
not
only
speaks
spanish
but
vietnamese
and
some
other
languages
that
we
find
useful
in
the
in
the
oklahoma
city,
metro
area
and-
and
they
are
called
out-
you
know
so
they
can
come,
show
up
and
and
and
communicate
one-on-one
with
that
person,
because
it's
always
better
to
communicate
with
a
person
one-on-one
in
person
than
than
using
a
phone
through
the
language
line.
So
those
are
some
of
the
things
that
we've
been
using
for
years
that
have
proven
to
be
effective.
So
thank
you.
AA
M
Yeah,
I'm
not
going
to
take
much
time.
I
just
wanted
to
say
for
those
of
you
that
can't
find
the
hand
raise
button.
If
you
click
on
the
participants
button
at
the
bottom
of
the
page,
it
brings
up
a
box
and
then
on
the
bottom
right
hand.
Corner
of
that
is
the
hand
raise
button
because
it
took
me
a
minute
to
find
it
as
well
to
touch
on
what
pastor
cooper
said.
M
We
all
as
department
heads
could
do
a
lot
better
job
and
following
up
on
our
complaints,
because
when
I
was
in
oklahoma
city,
I
know
that
was
a
problem
that
people
felt
they
weren't
getting
heard.
So
we
need
to
follow
up
more
on
our
complaints
to
the
citizens
and
I'll
concede
the
rest
of
that
time.
To
mr
higginbotham.
O
Okay,
so
I
guess
I
have
two
questions.
O
Actually
the
first
one
is
that
are
there
any
studies
that
you
know
of
that
show
that
de-escalation
training
actually
reduces
number
of
incidents
of
the
use
of
force,
particularly
longitudinal
studies
right
over
time,
showing
that
the
training
actually
does
something
beyond
something
anecdotal,
and
especially,
if
it's,
you
know,
training
that
has
been
used
in
multiple
police
precincts
or
something
would
be
best
and
the
second
one
is:
do
you
think
officers
would
be
more
likely
to
utilize
these
techniques
that
you've
mentioned
if
we
did
away
with
qualified
immunity.
N
There
is
a
lot
of
information
out
there
and
and
we
we
reviewed
that
to
come
up
with
our
procedure
and
a
lot
of
the
sources
that
we
use.
The
police
executive
research
foundation
also
known
as
perth,
has
done
a
lot
of
research
and,
if
you
I
think,
a
lot
of
their
website
is
accessible
to
the
public
and
there
are
reports
and
things
there
on
on
de-escalation
and
there's
a
program
that
they
have.
It's
called
icat
and
it
stands
for
integrating
communicating,
communications
and
tactics
and-
and
that's
that's.
N
De-Escalation
training
is
what
it
is,
and
they
have
done
studies
to
show
that
agencies
that
incorporate
that
type
of
training
over
time.
They
do
see
reductions
in
force
and-
and
you
know
all
of
the
things
that
that
we're
looking
for
in
that.
So
there
are
some
studies
out
there.
I
can't
point
you
just
directly
to
one
but
but
I
believe
I
believe
some
of
what
international
association
of
chiefs
of
police
has
major
city
chiefs,
those
those
are
groups
that
compile
a
lot
of
this
information
and
and
pull
that
together
and
then
I'm
sorry.
N
What
was
the
second
part
of
your
question?
Qualified
immunity,
qualified
immunity
is
kind
of
a
tricky
subject.
I'm
not
sure
I
wouldn't
know
how
to
answer
that.
I
don't
know
how
to
how
to
quantify.
If
that
would
make
a
difference
or
not.
You
know
people
look
at
qualified
immunity
with
police
officers,
but
there's
a
lot
of
segments
of
society
where
that
comes
into
play.
I
mean
you
know,
people
that
you
know.
Judges,
for
example,
you
know
have
that
type
of
immunity.
N
I
believe
teachers
and
you
know
anybody-
that's
in
a
public
position
like
that
oftentimes
has
that
type
of
qualified
immunity.
So
I'm
I'm
just
I
don't
know
how
I
would
answer
that
to
whether
it
would
it
would
make
a
difference
or
not,
because
I
don't
know
of
anything
that
I
could
compare
it
to
quantitatively
to
say:
okay,
well,
this
group
over
here
doesn't
have
that,
and
you
know,
or
this
law
enforcement
agency
doesn't
have
that
and
are
they
seeing
a
reduction
in
force.
O
Well,
so
I
guess
the
I
understand
what
you
mean
about
judges
and
teachers
and
things,
but
like
I
was
a
high
school
teacher
for
14
years,
and
I
can
guarantee
I
ever
used
force
at
all.
My
job
would
be
terminated
right.
So
right,
never
any
confusion
about
that.
O
I
just
mean
there
is
a
we're
talking
about
police,
it's
a
different
situation
right
and
so
I'm
wondering
what
sorts
of
what
sorts
of
measures
could
be
taken
that
might
sort
of
force
people
to
utilize
those
techniques
more
often
than
not,
because
I
don't
know
outside
of
I
mean
outside
of
some
of
the
things
that
you
that
you
mentioned,
which
I
suppose
could
be
useful,
but
that
would
seem
like
something
that
would
actually
kind
of
force
it
a
little
more.
N
I
I
think,
can
answer
your
question
that
that
that's
the
reason
we
come
up
with
these
procedures
like
this
is
that
it
allows
us
to
hold
the
officer
accountable,
there's
something
in
place
that
if
they
don't
use
those
procedures,
we
can
point
to
and
and
use
that
as
a
corrective
tool.
And
so
that's
that's
what
we
try
to
do
with
all
of
our
procedures,
their
design.
We
can't
come
up
with
everything,
because
that's
the
nature
of
law
enforcement.
N
You
know
we
deal
with
evolving
situations
all
the
time
and
usually
you'll
have
an
incident
that
occurs
and
then
that
prompts
the
need
to
create
a
procedure
to
deal
with
that,
because
maybe
you've
never
dealt
with
that
before
covets
an
example:
we've
had
to
come
up
with
a
lot
of
procedures
in
how
we
deal
with
that
that
we
didn't
have
to
do
before.
That's
an
example
there,
but,
but
that's
what
we
try
to
do
with
procedures
like
this
is
number
one.
We
want
to
train
people
because
we
want
them.
N
AA
Thank
you
joshua.
Yes,
I
did.
I
was
just
going
to
give
a
little
bit
different
perspective
and
the
chiefs
ride.
You
know
qualified
immunity
is
one
of
those.
You
know
legal
aspects,
that's
kind
of
complicated
and
I'm
not
an
attorney,
and
I
don't
think
chief
corley
is
either
but
but
qualified
in
new
immunity.
Just
basically
it
it
it.
You
know
it
makes
police
officers
personally
liable
for
for
their
actions.
AA
That's
not
to
say
that
you
know
if
a
police
officer
acts
out
of
the
scope
of
their
job
violates
policies,
does
something
so
grossly
negligent.
That
is,
you
know,
breaking
the
law.
We're
going
to
hold
them
accountable,
so
so
qualifying
media
is
not
going
to
not
going
to
stop
the
police
department
from
taking
action
when,
when
one
of
those
things
takes
place,
you
know
one
of
the
articles
that
I
read
here
this
week
actually
is
about
the
you
know
how
how
disparately
qualified
immunity
is
treated
in
the
federal
court
system.
AA
You
know
10th
circuit,
9th
circuit,
it's
it's!
It's
not
equal.
You
know
in
in
your
more
conservative
areas.
Qualified
immunity
is,
is,
is
held
in
in
more
in
a
higher
number
of
cases
against
police
officers,
where
that's
the
opposite
in
the
in
in
the
ninth
circuit,
you
know
or
more
liberal
areas.
So
so
I
don't
you
know,
that's
I
think.
That's
one
issue
that
that
needs
to
be
addressed
nationally
is
just
the
fact
that
the
the
the
federal
court
system
isn't
holding
qualified
and
immediately
immunity
equally
throughout
throughout
the
country.
AA
You
know
another
article
that
I
recently
read
is
how
you
know
recruiting
has
is
becoming
more
and
more
difficult,
not
just
with
minorities,
because
that's
always
been
a
challenge.
You
know
it's,
it's
very,
very
difficult
to
get.
You
know,
persons
that
are
black
brown
to
become
police
officers,
because
there's
a
culture
barrier
there
and
a
lot
of
people
believe
that
they
qualify
with
qualified
immunity
that
it's
gonna,
make
it
even
more
difficult
because
people
are
gonna
say,
look
if
I'm
gonna.
AA
If
I'm
going
to
be
held
liable
personally
liable
for
simply
doing
my
job,
then
that's
a
risk
that
I'm
not
willing
to
take.
So,
that's,
I
think,
that's
that's
another
concern
for
law
enforcement
leaders
across
the
country,
but
but
I
would
really
you
know,
would
like
to
hope
that
that,
by
strong
having
strong
policy
and
strong
training
that
that
that
we
lay
out
a
foundation
for
our
new
police
officers,
this
is
what's
acceptable
and
this
is
what
is
not
acceptable.
And
if
and
if
you're,
outside
the
scope
of
these
policies
and
these
practices.
AA
N
You
and-
and
I
think
too
just
to
piggyback
off
of
that-
that
that's
what
a
lot
of
people
don't
realize
is
that
qualified
immunity
is
not
guaranteed.
If,
if
an
officer
is
acting,
you
know
way
outside
the
scope
of
their
duties.
Courts
can
rule
that
they
they
didn't
in
that
circumstance
they
didn't
have
qualified
immunity
there.
I
meant
to
say
that
earlier,
thanks
for
bringing
that
to
life.
P
I
do
apologize,
you
know
I'm
trying
to
make
it
through
the
best
way.
I
know
how
I
have
a
question,
but
I
do
also
have
a
comment
before
I
think
the
issue
is
not.
P
I
think
we
can
all
agree.
You
know
with
instances
like
george
floyd,
like
that
was
a
gross
like
it
was
inhumane
treatment
of
someone
right.
That
is
when
you
talk
about
things
that
are
outside
of
the
scope
of
their
job.
When
you
talk
about
instances
where
people
need
to
be
personally
responsible,
that
is
just
textbook
what
it
is
right,
but
the
issue
that
we
have
is
there
are
a
lot
of
folks
who
do
very
small
abuses
of
their
authority
right
and
and
those
don't
oftentimes
get
caught.
P
P
Are
ones
that
aren't
so
egregious
that
they're
going
to
end
in
anybody
being
hurt
or
the
loss
of
life,
but
if
those
fester
right
and
become
situations
where
they
get
away
with
these
small
infractions
for
a
very
long
time,
they
create
that
negative
persona
of
police
officers
that
really
hurts
everything
that
we're
trying
to
do
right
because
they
didn't
they're,
not
the
person
who
killed
somebody
who
got
the
news
attention,
whether
the
person
that
everybody
in
the
community
knows
when
this
person
pulls
you
over.
P
It's
gonna
be
an
issue
right,
and
so
we
we
want
to
make
sure
that,
as
we
are
approaching
this
situation,
we're
not
just
talking
about
the
the
large
instances,
but
we
have
to
address
those
small
instances
before
they
become
larger
instances.
If
we
really
want
to
make
sure
that
the
policing
that
we're
doing
in
our
community
is
working
and
that
our
community
trusts
the
officers
and
that
we
can
convince
people,
they
should
be
officers
right.
We
want
it.
It's
a
it's
a
full
circle
approach
where
the
entire
community
is
working
together.
P
P
Part
of
that
to
get
to
my
actual
question
is
when
you
talk
about
the
research
and
things
that
you
guys
looked
into
in
terms
of
creating
the
implementation,
that
was
that,
provided
us,
the
escalation,
training
and
the
other
programs
when
we
look
at
oklahoma
city
and
being
second
per
capita,
and
we
look
at
these
information,
we
say
that
these
are
things
that
are
going
to
help
us.
What
does
that
help
necessarily
look
like
right?
Does
that
take
us
from
second
in
the
nation
to
like?
Fourth
in
the
nation?
P
Does
it
take
us
a
second
to
like
20th?
Do
we
have
an
evaluation
of
where
we
are
projected
to
be?
Should
we
implement
all
of
these
pro
programs
and
processes
and
changes,
or
are
we
certain
of
kind
of
and
then
with
the
never
evolving
landscape
as
well
right
when
you
talk
about
drug
use,
when
you
talk
about
family
issues
that
are
going
on
in
the
state?
How
do
those
affect
this
training?
P
Because
if
we're
saying
in
this
other
area,
we
saw
a
10
in
decrease
in
violent
interactions
with
police
officers,
but
that
location
is
nothing
like
oklahoma,
then
we
can
utilize.
Those
programs
and
processes,
but
we
don't
get
that
ten
percent
increase
right.
We
maybe
get
a
two
percent
or
three
percent
increase
which
to
the
community
looks
like
we
haven't
done
anything
so
like
we.
What
exactly
were
cut
was
that
process
which
programs-
and
this
is
kind
of
a
longer
question,
so
I
mean
summarize
the
best
you
can.
P
I
I
don't
want
to
take
away
anybody's
time.
But
what
exactly
was
that
process?
Can
you
guesstimate
or
estimate
kind
of
what
percentage,
increase
or
decrease
will
be
seen
within
okc
police
department
and
where,
like,
how
much
of
that
progress?
Have
we
made
already.
N
N
It's
it's
hard
to
quantify
because,
like
on
mapping
police
violence
like
you
were
referring
to
there's
every
justified
incident
where
even
like
the
ones
I
was
talking
about
where
an
officer
goes
up
on
a
car
and
they're
shot
at
and
and
they
end
up,
you
know
having
to
defend
themselves
in
a
situation
like
that.
No,
nobody
would
argue
that
that's
not
justified.
Well,
those
those
types
of
events,
also
wind
up
in
that
statistic.
N
So
to
me
you
have
to
pull
those
out
of
there.
You
got
to
look
at
each
individual
incident,
that's
happened
itself
and
I
think
that
communication
with
the
public
becomes
key
and
that
that
report
that
I'm
talking
about.
I
think
it
helps
that
too,
because,
ultimately,
our
goals
should
be.
We
don't
want
to
have
any
of
these.
If
you
know
we
want
to
see
these,
these
really
start
to
go
down
and
it's
a
continual
process.
It's
always
something
that
we're
looking
at
and
to
give
you
an
example.
Another
thing
they
track
is
in
custody
deaths.
N
Someone
could
die
while
they're
in
the
custody
of
a
police
officer,
but
the
officer
had
no
physical
force
or
anything
that
that
resulted
in
that
death,
and
so
we
just
did
some
training
through
video.
I
had
a
doctor
put
together
a
video
for
us
to
better
learn
to
recognize
because
we're
seeing
a
lot
more
meth
and
pcp
in
our
community
right
now
and
the
meth
especially
is,
is
not
something
that
is
like
a
homegrown.
You
know
making
a
lab
type
meth.
This
is
coming
in
from
other
places.
N
Specifically
south
of
the
border
is
coming
into
our
state
and
it's
very
strong,
and
we
wanted
our
officers
to
better
learn
to
recognize
when
somebody
is
in
that
type
of
cardiac
distress-
or
you
know,
their
body
is
reacting
to
that
mess.
So
maybe
it
doesn't
go
get
to
a
situation.
The
officer
calls
an
ambulance
quicker.
So
it's
a
it's
a
multi-pronged
process
that
we
continually
look
at
to
try
and
get
better
at
dealing
with
these
situations,
so
that
you
know
it's
not
just
those
violent
encounters.
N
It's
just
the
day-to-day
stuff
that
sometimes
doesn't
even
result
in
a
use
of
force.
But
how
can
we
deal
with
those
and
make
those
better
too?
But
that
would
be
you
know
my
goal.
I
know
chief
valderrama,
chief,
nelson
chief
tarver,
any
of
us
that
are
in
law
enforcement
that
are
in
this
group
want.
We
want
as
little
to
know
of
those
to
none
of
those
uses
of
forces
as
possible,
and
so
it
has
to
kind
of
be
a
gauge
in
something
that
we
look
at.
N
F
AB
Franklin,
thank
you,
so
my
question
I
think,
may
lead
or
be
better
placed
on
next
discussion
about
disciplinary
action,
but
just
a
general
question.
AB
I
think
accountability
is
about
what
you
have
to
lose
and
if
an
officer
I
know,
if
an
officer
is
arrested,
things
of
that
nature,
pensions
can
be
touched,
but
if
they
are
just
fired
without
a
charge
or
if
they're
fired
for,
let's
say
just
inability
to
do
some
of
the
steps
not
necessarily
excessive
force,
but
maybe
they're
not
following
the
procedures
as
they
should,
or
they
consistently
consistently
getting
cited
or
getting
written
up
or
getting.
AB
Are
those
officers
being
penalized
on
the
back
end
or
do
they
just
get
to
go?
That's
one
question
and
keep
their
full
pension
keep
all
their
benefits
living
life
like
it's.
Gold.
Second
question
is
in
the
215
hours
of
training.
AB
I
was
reading
that
and
the
way
that
I,
what
I
understood
from
what
I
read
is
that
it's
215
hours
of
de-escalation
active
training
involving
in
a
whole
process.
So
it's
not.
I
didn't
read
it
as
215
isolated,
de-escalation
activities,
but
more
so
in
the
larger
picture
of
their
training.
AB
In
the
full
process
of
de-escalation,
of
of
it
probably
use
of
force,
that
type
of
wording
is
is
what
it
seemed
to
me.
So
could
you
verify?
Is
it
215
hours
of
specific
de-escalation,
or
is
it
215
hours
of
process
training
in
the
field
that
includes
de-escalation.
N
No,
it's
it's
it's
specific
to
de-escalation
and
what
I
mean
by
that
is
when
they
go
through
the
defensive
tactics
and
de-escalation
portion
of
their
training.
They'll
be
given
a
scenario,
and-
and
in
that
scenario
it
may
end
up
in
a
use
of
force,
but
there's
still
a
de-escalation
component
to
that.
So
that's
where
the
215
hours
comes
from.
It's
going
to
be
a
lot
of
scenario
stuff!
It's
going
to
be
a
lot
of
you
know
hands-on,
with
an
instructor
or
with
your
partner
in
the
academy.
N
As
you
go
through
these
these
different
routines
you're
going
to
verbalize
something
before
you,
you
go
into
the
forced
practical
part
of
it.
So
so
it's
de-escalation
specific,
but
that's
how
you
have
to
apply
it.
I
can't
I
can't
give
them.
I
can
give
them
scenarios
that
they
can
de-escalate
and
walk
away
from
and
everything's
fine,
but
I
have
to
give
them
some
scenarios
where
de-escalation
doesn't
work
and
they'll
still
be
evaluated
on
that
because
they
have
to
be
prepared.
If
that
doesn't
work,
how
to
respond.
N
You
know
because
it
could
get
someone
else
hurt
if
they're
trying
to
protect
another
citizen,
or
something
like
that.
So
I
hope
that
answers
your
question
and
kind
of
explains
that
a
little
bit
better
on
the
pension
side
of
things,
that's
not
something
we
can
control.
There
are
certain
crimes
by
law,
that
officer
certain
felony
crimes
that
that,
if
an
officer
is
convicted
of
or
things
that
happen
to
them,
that
they
can
lose
the
pension,
that's
all
controlled
by
state
law
and
by
by
the
pension
system.
F
Okay,
we're
going
to
stop
the
questions
on
this
subject
matter
right
now.
We've
got
one
more
issue
on
our
agenda
that
we
need
to
address,
but
let
me
say
this:
thank
you.
Each
and
every
person
who
had
a
question.
Thank
you
for
the
feedback.
Thank
you
for
your
questions.
Thank
you
for
your
involvement.
F
Now,
let's
talk
about
the
next
meeting
or
our
next
meetings,
we've
done
a
meeting
now
virtually
and
we've
done
a
meeting
in
person
just
a
show
of
hands
by
those
of
you
who
I
can
see
pictures
on
which
which
do
you
prefer
the
virtual
meeting.
AA
F
F
Probably
september
the
23rd
at
2
p.m,
it's
almost
impossible
to
get
everybody
at
every
meeting,
so
in
order
to
keep
things
moving
in
order
to
keep
things
going
along.
That's
what
we're
looking
at
right
now
and
you
will
receive
something
from
us
confirming
when
the
next
meeting
will
be,
and
it
will
be
virtual
at
this
point.
F
I
have
one
millicent
embry,
you
have
your
hands.
F
F
Okay,
if
everybody
is
ready,
I
think
it's
time
for
us
to
join
this
meeting.