And our children impact.

We were getting clear expectations about communication that have not been met.

There have been multiple instances where outreach was promised, but they are not occurred.

And at this point, I have been nearly a month without a response.

I'm tired of being here for this, of course, but I'll never get fired by Allen.

So that's why I'm still here, and we will be here.

Um, I'm sure you see Alan's mom here every time.

Um with Mother's Day coming up, it's not easy, not even for her.

Every time we have to talk about him or come here, we're fighting back tears so we can be strong to fight police justice.

Um, so we'll have a little bit of faith.

Today I stand here not just as someone reading Alan Tucker, but as someone that may answer, my boyfriend Alan Tucker the second guy in police trustees in the city of Alexandria, and almost a year later, we are still searching for truth, accountability, and justice.

We have been left with silence where there should have been transparency and pain where there should have been compassion.

Ironically, I was part of the event plan company for MIE, where Brian Stevenson was the keynote speaker, which should have been a proud moment, reflecting months of our hard work, dedication, and success became deeply emotional for me.

Sitting there helping produce the event center around justice, humanity, and equality while personally living through the pain of unanswered questions surrounding Island's death almost a year later was overwhelming.

As Brian Stevenson spoke about injustice and equality and the importance of confronting uncomfortable truths in America, I realized how much those words reflected my own reality because for many black families, grief is often followed by silence, delays in the fight just to be heard.

And yes, race marriage in this conversation.

Some people get uncomfortable when we speak about racism.

Some say we are pulling the race hard, but acknowledging injustice injustice in our division, it is true.

We cannot ignore the reality that black families often have to fight harder to receive answers, harder to receive accountability, and harder to receive justice.

He was loved, he mattered, he had dreams, family, and people who cared deeply about him.

His life deserved dignity.

This is bigger than one family.

This is about equality in America.

This is about whether justice truly belongs to everyone or only to some.

We are not asking for special treatment, we are asking for equal treatment, equal concern, equal humanity, and equal justice.

Because if we stay silent about injustice, then justice becomes acceptable, and we refuse to let Alan's name out of fight or out's death be ignored.

And we'll be here every meeting until we get to justice or until Wayne's Willington.

Thank you.

That's not the best.

Allowing police chief mcuire, who leaves the department under review to override or overshape those findings, undermines the independence and calls for questions rather than the process calls question rather than process is truly faith.

This situation creates the appearance that conclusions can be influenced by the very leadership whose action or policies may be under school.

This is not consistent with the board's mission to build trust to ensure accountability and to provide meaningful overclasses.

Today police teach requirement has not attended.

I have based on what my family had to clear.

So there are no other things may ignore what we are experienced.

Followed by the national night out update, also provided by um so discussion with uh the Alexander Police Department and uh mostly the chiefs uh executive officer Sasha.

Um and we're looking at splitting our training into a module of four hours and then bringing in an outside uh person to work to train us.

Um so we're looking for dates, and so you know me, I was like January, February good days, so now we're moving into the dates that are troubling people.

So uh my ask is that we put out some dates, and I'll probably need some assistance from Ashley with doing a poll of some sort, um, and just any feedback tonight on what is absolutely off the table for dates.

Um and that four-hour block will likely be on a Saturday because I know everybody in this room wants to stay role as Josh.

So um the other four hours would be done, uh kind of like our day call training as two-hour clocks attached to this training.

I did ask Sasha and haven't heard back from her if the four-hour block could also be a virtual training that would give us a little more flexibility in the dates, but she hasn't got that.

And uh Jules, you've been on some of those emails too.

Anything I've missed?

No, I think okay.

Um, and for the national night out, uh, she asked what we would like to do, and I said, you know, uh previous years sans last year, we did ride alongs with some of the police command staff, and we got to go to several different events.

Um, and I think that was the model that everybody favored rather than getting on some bus and driving around the city.

Um, but go ahead.

Sounds like before we jump to the national night out of the trick, but we discuss finished the Session number seven, but I had a couple questions.

Thanks for keeping me on track with um one.

I think it's fine for us to put out some dates, but have they offered any dates?

No, that's what I mean.

I'm trying to uh narrow it down, and I'm not getting good feedback again.

And and I'm right, even on those emails too.

So yeah, and if I can just say about the four-hour block that can be added to the meetings, like into the two sessions.

I think the best months for those would be October and November because those months are typically empty anyway, and so if they want to look at months that you can do what those two trainings like during the board meetings, okay, those are problems with us spots.

So then we would be looking at the coroner block prior to the it seems to be prior to be in October or November too at this point.

I mean, so then we start we either run into our uh summer season or run into the holidays.

So the last question has there been any discussion about what material can be covered, or is it still sort of then?

Has there been any discussion about what material we've covered, or is it still sort of thing?

Yeah, let me uh let me um scroll back to those it's been a lot of back and forth for the ones and I want to say thank you all thank you for the sign.

Yeah, but there has been some submission about what the training will be, yes, and um I'm sorry, I'm looking at the wrong number she sent one.

Or did you and Jules have some input in that or was it what was it with that was what was presented?

Okay, now I think that has been some of the questions before concerning what is the training and can we have some input into what the training will involve.

Uh understanding the the the modules that they have the consultant for, I guess, or the trainer is understanding police data and metrics, key topics, traffic stop data, use of force data, cost for service, um, and the second module is assessing the data on traffic stops, so understanding how race, gender, and disparities are analyzed and interpreted, quarterly and annual third party review of the data, stop rates by rate, ethnicity, key search, search rates and hit rates, post stop outcomes, warning citations.

So they track this data, so if somebody must be giving them feedback who's gonna also give us feedback, and then the uh other modules, uh they suggested none of them were anything that we haven't asked for, so uh I guess I should learn with that evaluating use of force, uh de-escalation and critical decision making, uh geographic policing and compstat and technology and minor policing.

So that would cover volume one cameras, uh lysoplate readers and um data dashboards, so that's from this and would that include the uh the practical experience part with the uh none of this was no practical, and we did ask for that, but we did request that as well.

No practical yes, I think that's uh I mean we we have gotten information for Sasha, but we have not had great three or four days in between emails, which I find frustrating too.

So just on all those topics that we put on there except for the practical part, uh if there's not enough time in the what is it in our total block training?

What I would eliminate is the data reporting part because that could easily be a part of a normal meeting which I've uh presented at a normal meeting, like we've done in years past uh from the post department.

Well, my last email to her was could the upcoming her hand or consultant could they do it virtually because that sounds like we're sitting in the classroom for four hours when we've asked to not that so and I don't know uh am right you said so we haven't gotten anything back on that yet.

I think I do know the consultant is someone who's presented to you all before it's Dr.

Engle, uh the blonde woman who was virtual uh last year online the lady virtual when we were in person, but if she's virtual, she can do it attached to one of these meetings.

Yeah, that's what I asked Sasha.

Am I saying her name right, Sasha?

Sasha, yeah, yeah, yeah.

That's the chief effective assistance.

So um I haven't heard back from but I that's different from the actual reported statistics of the police programs, which they've shared with us as meetings before she's analyzing their data, yes.

The department was on as part of a larger project to analyze stock data, and so as part of that project, I think the department is also having her come and speak to you all to go through what that project is and then explain how they'll track the data like that.

Oh, it's just the sort of the data they got presented for us before yeah, we had full use of course cabinet couple, but all sudden but that changes every year, so we're getting the one, yeah.

Was there any discussion around um any of these trainings involving um FaceTime with the chiefs?

I know we've asked for that.

We've asked for that repeatedly.

Yeah.

No, but I'm gonna follow up.

Yeah.

And I'll ask again.

Um I would think that we would prefer if we're all coming together for a four-hour block on everyone's day off that it be some sort of a practical.

Is that what I hear?

I'm gonna like the escalation on that book and another module.

Did you get a sense of something discussion?

Um health or situations um that as well.

Yeah, I um asked for that.

I was saying uh just because I said this sounded a lot of lecture.

Do we have any room for a discussion of things?

Again, it's limited communications.

Appreciate thank you.

Thank you.

Any other questions about the training?

Well, yes.

I know these are topics that we asked about, but in our usually do our eight-hour training or whatever that it just seems like we're the agenda for what we're learning is being shaped.

It's been to me rather than sit for a whole day, eight hours where it's a lot of lectures, which you know these are absolutely like we asked, we were talking about stop that before before, but now it seems like they've narrowed it even further to a certain type that is being given before it was like a blog.

So just the general area that we have discussed, and now it's is that what y'all are wanting to say I don't need on stop the data that she mentioned.

Yeah, so it seems like it's I'm like, is this something they've got to be prepared for something else, and then they're just giving it to us as an asside modeling?

Or is this something that that we asked for general?

Oh, this part of what I was saying.

Reporting on data is something done at all meetings.

That is not training to be that is that is transparency.

And was partly set up so that there it is a place where that data transparency transparently can share.

Um trading something else, and so I would like our you know, trade on policy practices that I think that's more important for the eight-hour block, and then I'll take all the data that we can get out of the RAV report.

Yeah, uh but we haven't had this come present on data, user force data, other data that they keep annually in at least two groups, and those were done at regular boards.

I don't know for some folks on the board, but it did happen before.

Well, last time was uh in Captain Noise came in the polls for yeah, that I guess they're saying that better than I was passing.

That is what I understand.

So is there a way to then go back and ask for some um changes to what they're presenting because training versus transparency I mean I I couldn't agree more where we can to sit through someone just sharing data points with us really does not provide us with training, yeah.

Well, originally uh and I had asked for the kind of training that the civilian uh police can just get right.

I mean that's the value, yeah.

And we even asked if we could attend some of those and kind of like electives we we choose or two, four, six hours of training, and then they came back with this proposal.

So I don't know why that was kind of just putting the spectrum.

Yeah, that's I don't have any answer as to why you all weren't admitted by the program.

Maybe I'll see if I can meet Lusasha, yeah.

Yeah, I think that's wow.

Okay, should we put out a formal request for how we presented that separately?

Um I mean that was always something that was arranged to the auditor getting them in here to do that.

So I don't know if you want to, yeah.

I mean, I'm happy to reach out.

Um just to provide, I guess broader context on like the I guess data project that APD is doing.

I think um it was at the direction of Chief McGuire that they want to do a better job about how they collect and keep data, and so they brought in Dr.

Engle to look at the practices now and sort of make recommendations as to how they could better um yeah, whole I guess paint out at least and did that still get how they can uh share it with the public.

Uh so I'm not sure what that training would look like, honestly.

It might look like hey, this is what the department used to do, and now this is what they are doing.

I think that would be the extent of the training, and then as you all are saying, I think the rest of it would be just focused on transparency, being pure the stuff that we've had in the past year or whatever it is, but yeah, I'm happy to reach out to Sasha.

Yeah, we'll ask to be um but it if and I understand what you're asking for.

If you're asking for that type of training, are we willing to commit to an eight-hour day before the end of the year, which I'm finding challenging to do, and does it have to why can't still remain four hours?

Why is it have to shift to eight hours just if we're asking for something different?

Because the feedback I'm getting from you all is that it's transparency doesn't look like it's training the logics that I just described.

But I'm saying, can the training still follow the model that we talked about?

Can the training still fall within that four-hour in-person with the others?

Yeah, the piece of it done attached to meetings like we do our nameful training.

Yeah, if that's what you know, if you still want the de-escalation, the use of force, or is that to be a practical that's thoughts?

A practical, like a hands-on.

I mean, what I my initial feedback there was this is a lot of lecture.

You know, I got a group of people giving up a and I also did uh Suzanne, your point.

Um I said we'd like information as well as the program with law enforcement partners with mental health professional handling call handling calls.

Yeah, and then that's that.

So all right, let's see.

Let's see if we can get on our calendar, and we'll just be the I guess the next meeting, which is now June.

So do we look for a date?

I mean, the last time we said the date, the police department dropped out, so but right.

So but what'll happen next is it's gonna be well didn't do their training.

Well, but we were set to do the training on February 28th.

I had my found very clear for that day.

Well, I mean if after weeks of communicating on behalf of the board, it's like you should replace this down for several weeks.

If after weeks of communicating, I think um correct well for eight hours of frame has not been agreed upon by June.

No, we but the department handle approved the second training for what was in February.

I would suggest you know, we discussed it or that's a recent policy council that we're having problem getting our training central for six months now.

Yes, I agree.

Six months of how pass, but let's keep trying because you're getting close.

I'm gonna be fine, but now I'm gonna come back and I don't have paper.

So and I I think the best easiest thing is attaching it to the actual November meeting, right?

For those four hours, yeah.

Um, and it and one of those should be Dr.

Engle.

We don't need to spend four hours of our on Saturday listen to that.

I'm reaching out to her now, Jules and uh Jeannie will both be on the email along with all the football.

Yeah, thank you.

Um she also asked how to better coordinate ride logs, and I said it was better when there's a central point of contact for us.

And I haven't got our talks guy.

Like who is that person then you know, Tuesday?

Oh, all of a sudden my Wednesday or Thursday is freed up.

Can I get a ride log in?

We can work in 24 hours, so that should so do we not have that one central person that's setting that up for us.

Have nothing else change.

Yeah, I was that you all used to have in the ball, right?

Yeah, but it's really good.

Was anybody done any recent line logs?

Is that any it was it was Captain Andreas?

Yeah, yeah, that one, yeah.

I can read person.

She's the one who brought it up.

So I said, you know, is that who's the scientific point of contact?

I figured we should give us something.

Yeah, we subvention or yeah, he is he's very responsive.

I would say that he's still very good.

Well, I didn't do a writing long.

I mean my right and roll looks different, but I was bigger than the school with the SRO speaking for the whole situation.

But you know, they're they're no longer they were they will be removed from the school so they could handle traffic and a couple other different links of that is not, but I didn't mind, right?

You would take an officer of it.

I know and say, hey, can I come to school?

Can I have a school that I said?

But actual writing along in the car, uh I usually don't I do that sometimes, but I don't think about those information.

Well, let's stick with Captain Ann Andreas.

I have no problem now after it's in following.

Okay, so unless we hear something else, yeah, let's figure out otherwise.

Let's let's just continue with that.

Uh can you send this contact information out to the board again?

Yeah, just so that everybody has it in the top there in box.

Yeah, it's not that will be great there.

Just one last point.

I really appreciate everything you and Joels are doing and keeping track of dates and everything.

I'm just thinking we're gonna have to do our annual report soon, and so I think it's gonna be an important capture effort today.

Okay, yeah, right.

Yeah, thank you.

Uh, were there any other you wanted to want to national night out?

Yeah, um, that was the suggestion I thought that was working, and again, I'm still waiting to hear back, Sasha.

Whether that would be whether we'll have that opportunity to do those five months.

And national night out is the first Tuesday in August, I believe.

So yeah, so it's so we're looking to go back to the way we did it before as ride-alongs as opposed to a select one or two being invited to write on a trial, right?

It's not something like that, correct?

Right, because you remember when the chief came last year, you said he didn't know that you could do the right-looks.

That's coming up, so hopefully, yeah.

So that's yeah, that'll be here.

Any other questions, comments about riot logs or national night out.

Sorry.

All good, okay.

Let's move on to the item number nine, public hearing date.

I will say currently we do not have a date for the public hearing because we do not have a report from the auditor.

And so I know that this is an item on the agenda for us to discuss, but I would be honest at a loss for what we're discussing because it should not set a date without something.

So I would love to hear how the board members feel about this or how we see those things like that's my initial response.

I I just want to reflect back to what I was hearing at from other things.

I do think that we are committed to getting information out.

I do not want to set up another public hearing and that had to cancel.

Um, so I do appreciate concerns around having a report in hand prior to um set a date.

And I don't know if there's an opportunity following this meeting if we do not set a date, you know, again open for discussion.

If we don't set a date to consider an MR meeting before June, you know, to do it.

Well I would say the last time we discuss the possibility of a date for a hearing.

Um, and then that hearing did not take place.

I feel that based on the response from the family, that was a huge disappointment to have in mind to think that your opportunity and the opportunity for something to be discussed was uh not honored.

So I'm very hesitant because I do not want to do that again.

I I think it would be disrespectful to um even in good faith set a date hoping or thinking that something was coming forward, and then there'd be some other issue or concern or problem where the report is not done in time.

There is a timeline because of the ordinance about how and when this kind of process is.

We are an independent body, but we are bound by the ordinance.

We cannot step outside of it.

Um so I'm concerned about setting the date, but I would love to hear more dialogue from other programs.

And you should look for a date, but we can't tell us how to date if we don't have the report.

Nevertheless, um I agree with what everyone has said this an additional step that would take to be prepared for when a report does come.

Um that date is May 22, perhaps as a group.

We have chair can do some number of ways.

Um find another date after that.

So we can as a group hold both the 28th and potential hearing date, so that when the report is received, the chair has already in her power the ability to uh call and set the public hearing too uh based on what she knows is the availability for and she'll have two options to offer one of those options today we've been holding the uh 28th of May or to be in early June based on what availability find, and that way uh we're not waiting until our June meeting to decide on what a public hearing is um correct if I'm wrong.

I don't think it takes a board vote to schedule a public hearing.

I think scheduling is the purview of the chair, and we need a quarter to show up.

So I feel like that would give us the flexibility.

But if I have the rules of the chair wrong or powers the chair wrong, let me know.

So my concern would be you're we're holding these days, but are those the maximum in that is that gives us the maximum amount of time to be able to review the report.

Does that include the it's an initial initial 30 days and then there's the possible extension of days?

Is that giving us the maximum amount of time to be able to go through it and parse through it and those shortest amount of time?

Um again, that actually depends on when we have the report on this.

So we don't know because we don't have it, so we don't know yet if it's shortest amount or longest amount.

We don't we don't know because we don't have not received anything.

Anyone else comments?

Can we copy my comments?

I'm sorry, we passed a couple of comments, but please send us an email.

Absolutely.

Um I respond rather quickly to your email, so please add to the so my question is to the auditor, and what is the latest update they received?

So, as you guys have already highlighted, right?

The we're all under an ordinance timeline.

We all have to give two ordinances, and so therefore when I receive the police department's uh final report, that was on April 15th, and so that means my deadlock to get it to you all is by May 15th, and so that is why what I am not share out.

That's the way to that, yes, and that is under the ordinance.

That's why I made the suggestion I may let's say we did it on the last day, that window for the auditor, you know, a week from today, we would have two weeks and a day to review that report for a public hearing, and I assume so with public this one we can get it so it's gonna be shared publicly as well.

So uh, but if two weeks and a day is not long enough for this board, then that I could just prepare another day in preparation or we'll receive a report with a quick set.

Let us know the availability so that if we don't like two weeks in the day, we want three weeks and we want four weeks, we know what days were available, which shared and then set a public hearing.

I do want to make sure that the public has sufficient time to review it in order to be able to sound that out there in picking the new date, it is something that we're going to have to also look at um the availability of the actual room because that room is used by city council used by so many other planning commission, um, other boards, and so we do need to keep in mind that for example, when we so when we found May 28th, that was back in March, and that was one of the only available days back in March.

And that was one of the only available days back in March.

And so when we look at scheduling, just keep that in mind.

So how maybe can you check their calendar?

Oh, dates to us about what the June's availability of that room is.

If you all give me an idea, like a window of time that would work for you all, I could go look at those dates and get back to you pretty much same days.

So I would suggest those first three weeks in June.

Okay, to just see what's available.

Because if you're if you're giving us a date right now of a uh say May 13th.

Then I would I would look at those dates.

Um that would put us that 30 days from that.

Okay.

And just let us know what's available.

Anyone else?

That's good.

All right, so there will be no vote on this tonight as I see it, or do we need to vote that you know do we need to motion that we're not going to vote on it?

It's listed here as uh a member vote, but I don't we don't have anything to vote on.

I mean, I think it was just noting that it it would have been a vote tonight if you all were taken a vote.

So I don't think you need to do anything.

We can note in the minutes that the vote did not occur because you are still looking off the floor.

There's no motion on the floor, so there's nothing to vote on.

All right, so we are moving on to item number 10, which is our naval training.

So I guess we do a little shifting of seating because I think the training will be on this screen behind us, is that yes.

I'm going towards the three months.

But I do motherfuckers.

And then we got the point.

No problem.

So then that was uh for coming.

Thank you.

I just want to talk about it.

Oh, you know, if you'd like to call the planning, I should try now.

Okay.

Uh you should pay that.

You can see the test.

Oh, you can find those.

Oh no, no.

Okay.

Yay.

Congratulations.

Yeah, you are a really congratulations.

That's a good side.

I'm excited.

And then they have certainly sad.

I think that was Friday night.

Friday night, they're bringing it in the morning.

Hey, Tina, can you hear me?

I can hear you.

Yes.

How are you?

Um well, thank you.

I'm going to stay back here for staffers.

We will I think uh we have one person in the bathroom, but we'll be ready.

So let's just there's no okay.

Just let me know when you're ready.

I'm basically no mister.

I think that's a little bit of a phone.

But I think we've been pulling others.

Which school is there's a source of multiple schools.

Uh uh, I'm sorry.

Um yeah, this one's right.

So I was the last day.

That was coming, but it's not used for our Google for the lead.

Yeah, I don't know if you're gonna go.

Oh, you don't have to come to some reports.

So it's like she's um all right, Tina, we're ready.

Yeah, okay.

And if anybody has any questions along the way or needs me to clarify anything, just speak up because you're very tiny on my screen.

Oh, I was one providing all right.

Are we good to go?

Yes, okay.

It's good to see you all again.

Just speak up if you want me to clarify anything or have questions as I'm going along.

Um, but if there's anyone in there who I haven't met yet um or hasn't been to one of the trainings I've done, I'm Tina Barr, the director of training and education with NACO.

So thank you for having me.

And as always, thank you all for the work that you're doing for Alexandria and Oversight.

So tonight we're going to talk about transparency and recommending reporting practices.

I heard a lot about, you know, just sitting in earlier that transparency.

Um it's clear that this is very important.

The concept is very important in the work that you do just generally.

But I am going to cover a lot of information generally.

And so by that I mean um I'm going to cover some information.

Uh some of it applies to you, some of it might not apply to you.

Um, some things you might already be doing, some things you might not ever be able to do just because of your uh your resources, your staffing level, those sorts of things.

But I do try to provide a wide range of information uh of what transparency and uh reporting practices look like in oversight offices throughout the country, because I do believe even if you might not be able to do most of the things that are covered here.

Um it can spark some ideas about you know some things that you might be able to do if you're not already doing them if there's the interest and feasibility for that.

And so um just keep in mind as I'm going over this information, there will be a lot of examples from other offices which are much larger than your own.

And so they've got the budgets, the resource, the staffing to do certain things, but I do believe scalability is you know always a possibility if you see something that you're interested or in possibly doing.

Um you can scale it to what you're you all are can feasibly get done.

So here is oh, and I'll point out that on the agenda it says an hour and a half.

We requested on our end to to change the module for training this week because of some issues on our end.

So this is not going to take an hour and a half.

It will probably take about half that amount of time, and I hope hope you're not disappointed with that.

So the what I'll cover tonight, uh transparency.

I will talk about the various types of guiding resources and working documents that different agencies throughout the country make available.

Um, and also you know, we'll help cut down on um individuals in the public reaching out to the oversight mechanism if there are certain documents, resources that are available online.

And there's also internal data that I'll talk about and then talk about some of the different tracking systems that different oversight offices have in different states or different jurisdictions.

And then the second half of the training, I'll talk specifically about reporting practices when it comes to annual reports and then which are considered regular reports and then different types of special reports.

And so ideally I would be able to switch to go into different websites to show the reports that are online.

But every time I attempt to do that, it things go awry when I'm presenting virtually.

So I did a lot of cutting and pacing, but hopefully, um, and I did identify the different agencies where the reports and the screenshots that you'll see come from.

So if you're interested in taking a look at those, you'll have enough information where you can just easily Google the report and then the agency.

Okay, transparency first.

So of course, you all are aware that transparency, accountability, those are two of the biggest reasons that civilian oversight of law enforcement exists.

Um, when it comes to transparency, we know that before civilian oversight existed, uh, there it was a pretty opaque process when someone filed a police misconduct complaint, and the the complaint was handled internally by the police department.

And so this was a hard-fought um battle to get to the point where cities throughout the country now have some level of insight and um about what's going on when these investigations uh are conducted internally.

And of course, you know, there are more uh oversight agencies these days that actually have investigators or independent auditors or monitors who are also tasked with conducting investigations, which is a big huge step compared to where things were previously.

But transparency, of course, is critical in the work that we do.

And so just a just a note um the same level of transparency that we that community members expect from police departments uh when it comes to misconduct and other aspects of the functioning of police departments, um, the public and stakeholders will also expect that same level of transparency from their oversight mechanism mechanism in the city.

And so I think that was really evident earlier, as earlier when there were public comments.

I I kept hearing some of the uh the speakers talk about the the transparency and how important that is.

All right.

So when it comes to guiding resources and working documents, um, here this is not an exhaustive list, but here are some of the most helpful things to have on a website or some typically a website, but freely available to anybody who is interested in finding more out more about any of these things.

Um again, if people can have access to these things via the website or some other way that they are aware that they can have they can see these things, then it can make your life a lot easier because they can simply go to the website or wherever that information is and take a look and see what um what the process is for doing something or what the the enabling legislation is.

So I will say uh I want to make it clear.

We we say make these as available as possible to the public as permitted by law.

Because of course, in oversight, when we're dealing with police um policing issues, there are confidentiality issues.

I couldn't follow what's going on.

Some of us might be missing it early before it was on data.

So there's the age missing.

Yes, there may be some of the I was really wanted to continue updating, and so I did up until a couple hours ago.

So apologies, but yes, you want you all you will have this slide deck.

Um I sent it this afternoon, this updated version.

Um, but if at all possible, here are what some of uh what some oversight offices and mechanisms throughout the country make available.

So the guiding resources.

So that would be things such as your enabling legislation.

I know you all have an ordinance, some oversight bodies exist because of a charter amendment or uh excuse me, a charter or executive order.

So even if it's a link from the website to the actual where that legislation lives is very helpful.

Um, similarly, MOUs and consent decrees.

And so we think of MOUs most common when it comes to oversight uh and MOU that exists with the overseen agency.

So if there's MOU between the oversight agency and the police department or a jail in many in some cases, having a link to that or actually providing the actual MOU itself on the website is is really uh helpful to some people.

And then also if there's ever a consent degree that's in place, uh, you know, whether it's a state level or federal level consent degree that has been established, um, having that a link to that, or the actual decree itself is another guiding resource that or guiding document that some people can find helpful to understand what the heck is going on, why are you all doing what you're doing, why are the police doing what they're doing?

And so uh essentially a consent degree is is can be thought of as a legally binding um improvement plan, a performance improvement plan by the police department or the overseen agency.

So this is if there's a consent degree, it is a court-enforced settlement.

And so it is something that all parties are privy to, have agreed upon, and it the consent degrees have been approved by a court.

And then, of course, bylaws.

Uh, this comes with boards and commissions.

If making the uh if you have the bylaws publicly available on the website or a link to the bylaws, that's helpful.

Similarly, handbooks and manuals.

And so this can be various types of handbooks and manuals.

So the most common ones that I think of when I think of oversight and what what I've seen on different websites, um, an operations manual, uh, a training manual.

I've even seen a community outreach and engagement manual, um, and just policy manuals as well, if you uh have any policies in addition to bylaws.

Procedures.

So this can be a range of things.

Um, it can be, you know, the procedures you have for when for receiving uh complaint uh complaints.

Uh what happens when you get the complaint?

How do you classify the complaint?

What is the flow of the complaint once it's received?

Where does it go for investigations?

How many um when who responds if after determination is made?

So all of those things you all, the oversight body might be familiar with because you're the one who ones who are doing the work and um get to know the procedures in a way that the general public doesn't, but try to think from the general public's perspective, what may be second nature to you, or you can talk about off the top of your head.

It can be very confusing and uh not as well known about what happens.

Uh, what are the procedures you all follow for your various activities and tasks that you can that you do?

Um, checklists.

So this can be anything that you're using in the course of the work that you're doing.

So a checklist that comes mind to most free most uh on the top of my head when I think of boards that are tasked with reviewing completed misconduct investigations, a common checklist is a checklist to review cases, right?

And so if you've made something like that available, if you're actually using something, if it were available on the website, if someone were curious, well, what do you all do when you're reviewing a case?

Something like that might, if it's available, they can actually see the tool that you're using when you review cases.

Same things with templates.

Um, a lot of agencies have templates for various things, such as um writing a case review, uh, the summary of the case review for investigators, writing an investigative investigation report, uh, writing policy recommendations is if that's something you're tasked with.

Those are very common things that that oversight offices just they have the template, they've got the format, and they can use them, uh, whatever the task is, whether it's making policy recommendation or reviewing a case, uh writing the summary for a case review.

But making the template um uh available so people again can see for themselves, okay, this is what you're doing and how you're doing it, and the type of information that goes into various types of reports that you're writing.

This is just one example of a screenshot from the Seattle Office of Police Accountability um OPA's website.

And I just selected this or included this, so you can see um the types of information.

They have way more information than this on their website, but you'll see a lot of examples of some of the types of documents that I just referenced in the previous slide.

So you can see the OPA Seattle OPA's office, they've got their operations and training manual, which is combined into one at the top of the uh screenshot.

Then they've got their legislating um, their enabling legislation, which is their ordinance and um related ordinances as well.

So their police accountability ordinance, chief of police accountability ordinance.

So all the ordinances that are related to the work that uh they're tasked with doing.

And then they were under federal consent degree at some point.

And so you can see they've linked all the reports um right here on their website.

And then they also had collective bargaining agreements with the um overseen agency unions.

And so you can see all of that is linked right here.

So having this level of information that's freely available to anybody who goes to the website or is curious to find out more about what happened in the history of Seattle, where they ended up with a consent degree, and what's in that consent degree, what is the police department required to do?

All of that is right here for anybody to see.

So this is a great level of transparency.

Also, when we talk about transparency, internal data that an oversight mechanism handles or through the usual course of its work, uh, they deal with certain types of data.

And so in many cases, this data is compiled or aggregated and it's included in annual reports, or if an if an oversight office has uh tracking systems or dashboards on their website, then this is the type of information that can go on to those in those forms of conveying the information, whether it's digital or print online or not.

And so this is not an exhaustive list of the type of internal data, but these type of data are very commonly reported among oversight uh mechanisms.

And so, of course, uh what are the complaints received, how many were there, how were they handled, uh, what how were they classified or the type of allegations that were made?

Very common is the demographics of the complainant and the subject officer.

Um, and it's generally some basic demographics, race, ethnicity, uh, gender, those sorts of demographics.

Um, geographies refers to are there particular um, well, it's tracking like which neighborhoods are complaints coming out of, are there particular precincts that are more complaints are seen compared to others?

So geography just means location-wise, whether it's uh part of the city that you're in or a precinct that that police officers are assigned to uh that come up in complaints more regularly.

Um, and you can also see the complaints and allegations by the law enforcement overseen agencies unit or command.

Um, in addition to providing data about the complaints that are received, there's also uh oversight offices that track and report on the commendations that the public makes uh when it comes to an officer interaction.

So not just the complaints, but also the positive interactions that uh the oversight entity receives from the citizens.

And then, of course, if the oversight mechanism is tasked with making recommendations regarding the investigative findings, regarding uh discipline as a result of misconduct or policy recommendations, then making that as accessible as possible and easy to get to as possible.

I'm gonna show you examples of some of these in the upcoming slides.

Um, and really important uh is not only all of the previous things, uh, recommendations and all of the other types of demographics and numbers of complaints, but the responses, the law enforcement agencies' responses to any recommendations that are made.

So that's one of the biggest questions that uh the general public has that I've since I've been around civilian oversight.

Um, the public is very interested in knowing well, what happened after you make the oversight agency made a recommendation to the police department.

And so in the best case scenario, there is some type of tracking system, and it could be very rudimentary.

Um, it doesn't have to be the dashboards that I'm gonna show you.

But even if it's you know, just uh updated information in your regular reporting, annual reports, or any information that might be on your website, um, but just having some indication of what the police department's responses to the recommendations are.

I'll show you some examples.

And then, of course, if discipline was um discipline was uh found to be necessary as a result of founded misconduct, um, what the discipline was, if that is if if that is not confidential information, and then of course um any surveys that are done that uh is done by the oversight mechanism to get feedback on the process, whether it's from the person individuals who have filed complaints or the officers who have been involved as the subject officer of a complaint, but it is helpful to do surveys um not just with those two populations, but any kind of survey to help improve and give and first of all, know how things are going with the work that you're doing, but also if there is suggestions for improvement or a need for changing anything, then there's some feedback that can help support those changes and improvements.

So the next few slides are examples of the internal data that is reported by some oversight mechanisms.

And again, I'll say that a lot of the uh examples I'm going to use are from offices with substantive budgets with uh you know, staff more staff than you than you have.

Some of these offices have 10 to 20 staff and even more.

And so I recognize that there is a feasibility issue.

Um, but I've also seen some very small cities with oversight with um just a review board and not even full-time oversight staff to support them.

Um, and I've seen what they do is they're trying to track certain information, and they will literally, I've seen where they've literally uh just did a graphic on a PowerPoint slide and then put that on their website.

So the point I'm making is it's really uh great to be as transparent as possible, but there are some limitations based on the staff that you have, the workload that's available that that is on their plate and um just time wise uh the time it takes to do some of this.

But when we get to like some really nice dashboards and information that's presented online, this is the Rochester, New York Police Accountability Board.

And so this is their tracking system for the cases that are um uh uh misconduct complaints that were filed, and uh someone could go to this, and in the in the right column, you can see the far right column, you can see whether or anyone could see whether or not the misconduct complaint uh was sustained very easily.

And then also, I'm not this this is the slide is not linked to the web right now.

But if it were, if I clicked on the public tracking number, any of those in the far left column, that would actually take me to the actual report.

And so this is freely available to the public.

Um, if they wanted to see the actual report, what was involved, what happened, they could go to that report themselves.

But this is a nice summary of the closing reports.

Um you can see the zip code where the misconduct complaint was originated, and you can see the category.

Uh, typically oversight agencies have very when they receive complaints, um, they're categorized into uh particular types of misconduct.

And so that's what that category refers to.

But even looking at this, if the public were to look at this, they could already start to see for themselves without this being completely aggregated and reported in that way, they can start to see oh, okay, failure to act discourtesy.

That's a very common type of misconduct complaint.

Another example of a tracking system, again from Rochester's police accountability board, this is their policy recommendation tracking system.

So the previous slide was the actual misconduct complaints and the review of those.

These are the policy recommendations that the board comes up with and uh gives to the police uh chief after reviewing the case.

And so again, you can see on the far right corner, there are um not implemented.

So, in with this tracking system and their way of capturing this information not implemented does not mean the that the policy recommendation was not accepted.

It actually means that it was accepted, but it has not yet been implemented.

So if it was not accepted, the recommendation was not accepted, it would say declined.

But similar to the previous slide, if someone were to um click one of the uh in the policy number, the second column, if they were to click that, they would see more information about the policy recommendation.

They would actually see the report itself that came out of the oversight office.

Um it's exactly the report and recommendation that was submitted to the police department, and then you can see anyone can see the the very general summary of what the recommendation is related to in that third column, and then of course, the Rochester police department response in the next to last column.

If someone were to click on that link, the date, they could actually see the police chief's response to that recommendation.

So again, very transparent in that they uh anybody could look and see the exact report and recommendation that was made by the oversight body, and then they can see the police chief's response to it.

This is a different example from the Seattle OPA.

This is their policy rec recommendation tracking system.

So similar to Rochester's on the previous slide, they make their um tracking system available and they link all of the actual reports on this in this case on the far left column.

If we were live online, we could um click any of those case numbers and see the actual report related to that case, much more detailed information.

And then on the right side, the far right of this column, they have a I didn't couldn't capture the key in this picture, but they've got a very, you know, little icons to indicate where in the process the policy recommendation is.

And so that yellow envelope, anywhere that that's seen on their tracking system, that means that it's an active case uh being considered.

And then the darker check mark, that means the the recommendation made by the OPA was accepted by the police chief.

The lighter color check mark means uh parts of the recommendations were able to be implemented, and then the X, of course, means that the police chief declined to accept that recommendation.

So again, just an example of making things available and being just very transparent to the public or anybody else who is curious or interested in finding out what is happening within the oversight mechanism.

And this is a different example just of the different types of dashboards uh that an office might have.

Again, Boston is very well funded and has uh much more staff than Alexandria does, but you can see the different dashboards that they have.

If we were to click on any of these, there would be um statistics, ongoing uh updated information on in on each of these things.

Okay.

So the top one is the Office of Police Accountability and Transparency.

There, they we refer to them as OPAC, their complaints and their appeals.

There's that's basically like a tracking system, and then the Boston Police Department's arrests and field stops, um, and their encounters, and then their uses of force, the Boston police department's uses of force, and then their settlement data.

So the settlement data is really interesting.

That is basically it that uh dashboard tracks how much money the city of Boston pays out to anybody as a result of police misconduct.

Okay.

So those are more the internal, the previous slides are more the day-to-day working information, uh working types of data that an oversight entity might uh come across, collect, report on, um whether it's specific cases or an aggregate over time in an annual or special report.

These are additional types of data that are helpful to track, can be helpful to track for various reasons.

Um, it could be you know to help increase your funding, your budget.

Um, it can be used for um, you know, other reasons to improve the work that you're doing or to help identify uh where you might best spend your resources that you do have, but they're one of the categories is some interactions, right?

So, how many interactions are you having with the public, whether they're the oversight agency, the board, the commission, the office itself.

Um just generally what types of calls does the agency receive.

Um, an example of uh Philadelphia, they started tracking these because they thought that they were getting a high number of calls that actually didn't the individuals calling, they didn't necessarily need help from the police oversight mechanism, but they were calling reaching out because they the public recognizes this is an agency that's that could be helpful to me.

So what they did over time is they were paying attention, observing tracking the calls, and they realized that there were a lot of calls that they were receiving where people needed some type of either mental health assistant or some kind of social service assistance.

It wasn't police oversight related, however, rather than just turning them away, they um they worked on creating a referral, like a worksheet or a document with various referrals in the community that they can make when people did make those calls, instead of saying, Oh, we are we that's not what we help with, they were able to um refer to their sheet for whoever's doing the intake calls and then get help the person link up with the most appropriate agency in their community.

Outreach events held or attended is always good to keep track of.

And then along with that, the geographies in attendance, like the geographies again, refers to the locations, whether it's a part of the city, a neighborhood, or even uh particular agencies within the community.

Um, where were you successful?

Where did you get uh big turnouts?

Um tracking those things can help improve the work just that you're doing on a regular basis.

And then, of course, operations and performance, um, any information that might be uh informative for the general public as long as it's permitted that you can share is you know also uh uh effective practice.

So including information on the budget that um the oversight mechanism has.

Um I heard earlier someone talking about the the amount of time it's it has until uh a report is received, the particular report is received, um, having that kind of information available.

And some of that can be in some of the working documents like the procedure manual or the procedures and policy manuals that I mentioned earlier.

But um, just thinking of anything that might be helpful for the general public to be to know and to be able to find if they went to the website.

And then, of course, recommendations accepted or implemented by the overseen agency, which some of those data dashboards uh had examples of those.

But even if they're not fancy dashboards that you know take an IT expert to create, even if it's just some kind of information that's shared on the website, um, people really do appreciate that.

And it also shows that um the efforts that the oversight mechanism is making, because it can show all the recommendations that are made and whether or not they're accepted by the police chief is a different story, but it's showing that the work that you all are doing and the the efforts you're making to make to make improvements when it comes to the policing practices and policies.

This is just a general um kind of a summation of some of the things I've talked about, as well as a couple of other points.

Um when it comes to tracking and public reporting of the data, oversight data, of course, not only the recommendations that you make, um, but also the law enforcement agencies' responses to it is really, really, really important to have if possible.

Um, follow up on accepted recommendations and reporting on the status of those is helpful.

So, of course, uh there are a lot of recommendations that come out of oversight agencies.

Um, they're not always implemented, even if they're accepted, as you could you saw on the previous slide, some may not be implemented for various reasons, but um having that information and if possible, why something wasn't implemented, um uh would be good for the public to know.

Um, and also just kind of having a tracking system of the implementation status just helps, I think helps overall um any oversight body, what's happening even after a if a police department accepts a recommendations, are they making uh implementing the recommendations in a timely manner?

Are they kind of languishing and nothing's happening to them?

So just keeping an eye on those recommendations, even the ones that are accepted, is a good idea.

Um, whenever possible, uh, with tracking all this information, making recommendations, if there's ever an appropriate um uh role that the oversight mechanism has when it comes to making a recommendation, um, insert yourselves and offer to help out with that.

For example, this isn't necessarily a policy or a recommendation that came out of a misconduct complaint that I'm aware of, but I'm thinking when it I know that there are a lot of recommendations that oversight bodies make when it comes to training um and specific policies.

So if there's an opportunity, if it makes sense for someone within oversight to actually be a part of that training to explain from the oversight perspective, then make that offer.

Okay.

And then finally, um, in addition to following up on recommendations that are made, um, assessing the impact of the recommendations that have been implemented.

So evaluation assessment is always a good thing.

You may um the oversight mechanism may make a solid recommendation, and then it may actually be implemented.

And so the next step is to kind of continue to monitor that to actually see if it if a change results or if the change that the policy um or the recommendation was made regarding, if there's actually a result that you were looking for as a result of the uh the recommendation.

Okay.

So reporting practices.

I'm going to focus pretty much on the two types of reports that we see most often regular reports and then special reports.

So regular reports, uh most common are the annual reports.

Now, some oversight bodies require more frequent reports.

Um, but at the very least, most oversight bodies require an annual report and smaller oversight entities, um, that is the main report, in addition to a couple of special reports.

All right.

So some of this may seem very obvious that some of these, this information on this slide about you know what I'm about to go over, but they're on here for a reason because even though some of it may seem obvious, I've reviewed reports where some of this information was not included.

And it it, you know, even for me where I've looked at a lot of these reports, it can be challenging to review some reports, and I can't, you know, if you can't find information or um for people who are newer to oversight or the general public who may not be as well versed as those of us who are in oversight in in one role or another.

Um, they might not know, you know, the purpose or the mission of the oversight mechanism in their city.

So, well, we do believe that having the mission, authority, the purpose, basically what's outlined in the ordinance or the enabling legislation as a part of the annual report or your regularly scheduled report is helpful for someone who might be looking at it for the first time.

Um, accessibility refers to accessibility in a number of ways.

So, one, of course, accessible as far as how people can access the report.

Very common is to provide the report, of course, online.

Um, and if it is online, thinking of accessibility in terms of visual impairments or other impairments.

Um, are there things you can do, such as doing an accessibility check before the report is finalized in its digital form?

An accessibility check can actually go through, read the report, a program, and determine whether or not it is accessible to people who are visually impaired.

And um, so that's one way we think of accessibility.

Another way we think of accessibility when it comes to report is just thinking of the average reading level in this country.

So in this country, the average adult, the average reading level of the average adult is about the sixth or seventh grade uh now.

And so thinking in terms of that of that reading level, um, making reports as easy to digest and is you know, using layman's terms if possible, so someone at that reading grade level or just above it can you know make sense of it.

And also in terms of accessibility, presenting the information in different ways.

So some people um do, you know, uh rely or absorb information, comprehend information uh it better if it's in writing, and some people absorb information better, comprehend it better if they see like a simple graphic.

And so thinking of those, those different ways of presenting information um speaks to accessibility as well.

Table of contents.

This seems very um uh again, obvious, but even if it's a short report, um having you know, just laying out what's in the report, even if it's only three or four sections can be very helpful uh for someone who might be looking for something particular in the report.

And of course, if it's a longer report, having that executive summary to summarize everything in the report um is is extremely helpful.

And then similarly, if there is already a long report, or even if it's a shorter report, but there's a lot of data that you want to provide, like tables of data or additional like uh documents you can refer people to, instead of inserting those throughout the report, just having a section for appendices.

Um that's helpful as well.

And then, of course, when it comes to issuing reports, an oversight body should have the final say so about what goes into that report and what is published without censorship or influence by the overseen agency or political stakeholders.

Couple of examples of annual reports.

This is Rochester's police accountability board.

Um you can see some very standard things, executive summary, they actually have uh some information about their board members, their executive staff.

They have a larger office than you all do.

And so you can see the various things that go into their annual report.

In addition to what they've accomplished over the year, they also have information on what they're looking forward to in the future, a strategic planning process.

They outline their investigative process.

So there's that procedure that we talked about earlier that can be helpful for someone who's who's not very familiar with the processes and procedures of oversight.

So pretty much anything that you all believe would be helpful for the public to have and uh feasible as far as being able to put it together, because this, you know, this can be a time consuming process, but just an example.

And then there's another example, Atlanta's board.

Let me go back one page.

You can see that they're pretty much not that different in terms of the number of pages of their annual report.

Um, but you can see some differences in what they're reporting, right?

Just by looking at the table of contents as well as some similarities.

So they two uh include their kind of overarching mission, vision, goals, their board members, the staff from the office, um, and then they go into more detail with their demographics of the complainants and some of that internal data, right?

And so they very specifically lay it out here in their table of contents again, which is very helpful if someone is curious or interested in seeing something particular.

Um, just an example, Rochester, there they are required to do an annual report, but they also do monthly and quarterly reports.

Their office is again much bigger, but I just want to point this out.

Um, just so you're aware that most uh typical is a requirement for annual report, but some of the larger offices do uh quarterly and monthly reports as well on various things, typically statistics, demographics, number of cases, uh complaints that have been filed, those sorts of things.

Okay, special reports.

So the special reports are can be a number of things.

And I've got some examples of what some of these are in the upcoming slides, but pretty much they're anything that can be the work that you all are doing regarding a particular uh issue, a community concern.

And so these are this is not an exhaustive list, but it is uh a list of some of the most common type of special reports that we see in oversight.

So if there's a particular, if there's a special review of a law enforcement policy or procedures, um, there can be an in-depth report of that review of that procedure or policy.

Review of critical incidents.

So critical incidents could be a use of force incident, it can be an officer, you know, officer uh shooting that it resulted in a death, but something that has gone in on in the community.

Um, it could even be something that um uh an officer might not have been uh a part of or a misconduct complaint wasn't filed regarding, but it's something significant and applicable to policing or the community safety overall.

Um, but it was a big enough incident where the oversight body or um in combination or in collaboration with another agency has done a review.

And so this can also be uh, it doesn't only have to be updates provided only in a special report.

This updates can be provided at regular board meetings or on the website, but um, when it comes to special reports, that's a very common one.

And I have an example of a couple of those coming up, a critical incidents.

And then special resorts could be uh if the oversight body does a type of a particular data analysis on a particular issue.

Most common we see data analysis of uses of force and traffic stops.

That's very common, those two.

Um, any type of survey results that the oversight body does, whether it's the complainant satisfaction, uh, whatever it might be, some examples are coming up.

Uh, their special reports that are issued.

Fairfax County a few years ago did an internal evaluation of themselves.

And so they wanted to find out how things had uh how the office had been doing, um, in various aspects of the mandates that they were tasked with.

And so I think it was over a four-year period.

They take basically uh did a self-evaluation, and that report is available online.

Um, and so generally a special report can be is any report that is generated by the oversight mechanism after there's been a focus effort and intent to look specifically at whatever the issue is.

And so some examples of some of these special reports.

This is going back to the Seattle OPA on their website.

This is simply a screenshot from their website.

You can see that they've got their annual reports mixed in along with some special reports.

And the special reports uh have the green star beside them.

And so you can see some of their special reports are the police accountability community survey report.

Um, so basically, they did a survey with the community.

They were most interested in individuals who had been impacted by police misconduct or policing in general, but they wanted to know um what the community thought of the work that they were doing, the oversight body.

Uh, you can see that second, the second one with the star is a complainant experience report.

So they did some kind of survey or valuation, getting feedback from individuals who had filed complaints about their experience working with the OPA through their complaint.

And so you can you can read uh more of these.

These are in the updated slides that I sent you.

Um, but you could go to that website, click on any of these and see the full report.

This is Albany's community police review board.

Um I noticed I put this, I inserted this screenshot here.

This is a list of their special reports that they have published going back to 2002.

The latest one was 2023 when I took the screenshot, but I noticed that they must have some kind of collaboration with the with universities to do ongoing or periodic evaluations or assessments of various aspects of the work that the board does.

Yeah, because they did Harvard University, the Urban Institute, University of Albany, um, the University of Albany has was doing something regularly with them.

But I thought what a great idea.

Uh local universities oftentimes um uh can carry out the work when it comes to evaluations and assessments with oversight bodies that the oversight agency itself might not have the resources to do on their own or the expertise when it depends on the type of evaluation.

And so universities are always great partners for something like that.

And these are just examples of what's in included in some of these special reports that were mentioned in the previous slide.

So this is Seattle OPAs.

This is that uh police accountability ability community survey report.

So you can see that they just gave an overview of the project, and then under survey results, they clearly asked uh in the survey asked about those different areas um to get feedback on those, and then develop some action items or next steps as a result of the findings of the surveys.

This is another example.

This is a critical incident.

So King County in Washington, uh, there it's called King County Oleo, Office of Law Enforcement Oversight.

Uh, they regularly do systemic reviews of officer-involved shooting, and so um, this is a very detailed report.

They have a series of these uh for individuals who were shot by officers.

Um, and so this is an abbreviated version of what's in the report, but it's extremely detailed.

And when it comes to that fourth section, after the summary, there's tactics planning and decision making.

Uh, they really break down each of these areas under there, taking law enforcement action action during foreseen events, guiding for driving lease vehicles, guidance for wearing marked best.

All of those subheadings are particular issues that were um present when it came to this shooting of Anthony Chilcott.

And so Oleo did a very detailed look into those specific areas and then came up with some very targeted recommendations regarding them.

Um, I didn't even include all of the different areas under tactics planning and decision making that they looked at because there were so many, and I I wanted to fit everything on this page, but they also did the same thing when it came to the administrative investigation and review processes.

They did a very detailed breakdown of all of the issues that they observed as being pertinent in this shooting, and then they came up with some very targeted recommendations related to each of those different areas.

And then they wrapped up the report with just a list of all of the recommendations that were made throughout the report.

And then this is another example of a special report.

This is Rochester's juvenile use of force, um, an investigation they did.

And so you can see what they included in it.

Um kind of the usual stuff, the executive summary, uh overview of the project, um, and then they talked about what went into how they carried out this investigation, right?

The data request limitations and methodology, and then they shared the information that they uh compiled during this invest investigation.

They looked at race, they looked at gender, um, and some geographic information, like the zip code frequency, the Rochester Police Department section incident.

So those two, the zip code frequency and the RPD section incident frequency, um, relate to the geographic uh nature of these cases.

So I just wanted to show you some examples of what some of these reports are.

There are many, many, many special reports um different websites.

But um, if you were curious or had interest um, or were going to be tasked with uh writing a special report or reviewing a special report, I always say don't reinvent the wheel if you don't already have a template or a good idea of what to put in it, how to write it, what to include, take a look at what other oversight agencies have done.

And all of those examples on these slides of these presentations are great examples to take a look at.

So in covering all this information, I do want to acknowledge, I've acknowledged it, I will say it again.

There are some that title is wrong.

This should say considerations, but there are some considerations to think about, of course.

Of course, you what you're able to do depends on what you're authorized to do, right?

So um, what are you authorized to do and not do?

Can you report on certain things or not?

Um does your ordinance or are you mandated to um report on certain things or not?

Um it might be wonderful, you know, to have a dashboard, um, but it might not be something that's a priority or something um that is feasible for you, giving a couple of other things, right?

What are your rules around what you can share with the public?

Uh, I will always say when it comes to confidential and you know, confidentiality reviews, always defer to your legal counsel um to ensure that what you would like to disclose or make publicly available is to you know, efforts to be transparent, make sure that you're actually allowed to share that information uh before it goes live.

But thinking about rules, policies, of course, confidentiality, we always have to respect that.

Um also, you know, oftentimes that's in not only state legislation, but it could be in your ordinance, and it can also be any in your memorandum of understanding if you have that uh with your police department.

And then, of course, your parameters.

So this is where we talk about the reality.

We we many oversight entities want to do a lot, um, which is great.

And then there's the reality of okay, what do we actually have the time and the resources to do?

Uh time-wise, um, you know, volunteer uh board members are volunteers, and so many people have jobs and other responsibilities during the day.

And so there are limited hours that you have to put forward the work when it comes to the this board that you're sitting on.

Also, you do have a smaller staff, and I say smaller compared to um other entities that have like full staff and investigative staff and all types of analysts on staff.

And so just thinking time-wise, resource-wise, staff-wise, what is it that you're actually able to do?

Because I'm sure there's a lot that you would love to do, um, but just you know, thinking of what's feasible and realistic.

And of course, a part of that is um setting priorities on if you think what is most important to get done in this regard.

Okay.

So that is um it.

I yeah, I want to just want to point out go to any of those reports.

It's a simple Google to uh Google search to find any of those particular websites and particular reports that are on these slides.

Um, and they're worthwhile if you're interested in finding out you taking a look at them to see more about what's in each of those outside of the table of contents and um the information that I shared.

I'm happy to take questions and comments if anyone has them.

Because as I mentioned during our discussion earlier, I'm not thinking about our annual report, and so thinking about capturing you know the public comments and people having and our basic public.

So this has been really helpful for me.

So I'll say thank you.

You're welcome.

And I'm happy to answer questions like even after this training if anything comes up.

Thank you, Tina C Spring.

Thank you so much.

Thank you so much.

Have a good evening, everybody.

It's great seeing you.

Take care.

Thank you.

I'm just sent out the email spots.

We've just got to show you more items.

Are you guys gonna stay there?

Are we gonna say that we're solved?

Anyone wants to take some pizza?

Lunch tomorrow is too things now.

I'll find out our yeah, what are you guys time for setbacks, but I don't want to keep everybody, but we I'm sorry.

Well, okay, um yeah, uh take advantage of it.

But before we get to the next item, I think we have um two pending motions.

You all know that I've done this before, but we have a pending motion on the approval of the meeting agenda, which was motioned by Suzanne seconded by Jules.

We also have an outstanding motion on the approval of the minutes, which was motioned by Alexis and seconded by Jules.

But what I would like to do is call for a vote.

Uh all those in favor of approving the meeting agenda.

Uh say aye.

All right.

Anyone in opposed.

Okay, and then for approval of the minutes, everyone in favor, please say aye.

Opposed.

I think those are the only two motions.

And for item number 11, uh, these are the agenda items for the next meeting schedule that we now know.

This may obviously change with what we've got going on, but right now we've got APD training, which is still uh to be determined.

June 19th is the Juneteenth festival and uh community listening question.

Um Ru can you share a little bit about yeah, yeah.

So um last year while we were here um in at the Juneteenth celebration, we had quite a few people come up to the table and just start sharing their experiences about their interaction.

Um this year when they asked us to come back.

I asked if we could um be involved in a way that a lab that creates a space for people to actually come and know that uh that this space is purposefully created for you to share your story and then receive resources from us uh meeting the office of and so uh yeah, they they were gonna have a table uh when it starts at 12, but then also they gave us the time slot of 4 p.m.

to 6 p.m.

to come inside the building and host that community list session.

So the way I sort of envision it is on the front half or maybe just the front 20 minutes or whatever it is, provide information about what our office and the board does and our process, and then after that we open up to the audience for them to share their experiences with your it will be here at all usually, yes.

Last year we were set up outside, yes, yes, the front street thing I think.

Yeah, yeah.

We were but we didn't have an inside session.

We were just we were just outside this year.

My understanding is we both have a table that will be inside, and our um session will be held inside as well.

So I wasn't hearing for it last year, but like just the full board participate or is um meeting or that.

Well, it was just me, not just us last year.

Daryl was out there, but I think we were gonna double ACB safe for Shopfield.

And I think it is worth uh like if if it's that all board members can come, all we gotta do is bring our hour and we can set the public board.

Yeah.

So officially this is a city event.

Yes, yes.

We are given an opportunity to have a session there.

Yes.

So the only thing for FOIA reasons we would be the Al for it is the list session portion if there was for FOIA purposes.

Yes, right.

Yes.

So that would be the only part that would be recorded and noticed.

Yeah, yeah.

Okay.

How will the public feel about that?

About the recording.

Yeah, yes.

Uh, you know, that's a problem.

That's it is essential.

But I mean, it and I don't see it as any different as anyone who wants to come participate for public comment, right?

A part of you knows this is a public meeting and that you are making a public statement.

Um it does get a little dicey though.

I hear what you or hear what you're saying, and that we're it's not that we're putting this out there to as public comment.

We're saying come share your story.

Right, it sounds like we're trying to create a safe space by the way of recording.

But by the way, the end of the hall.

Yeah, sorry.

So we're doing all three.

I mean, we can just do yeah, exactly.

I just let me also ask if this would be considered official board business, because that might be a way that we could activity of the auditor's office of common report.

Right.

Right with the board, it's our prerogative.

Right.

And so maybe it's that you all can attend.

I would I can definitely point you all out, have you raised your hand and so, or maybe you guys sit at the tables with people and help, you know what I mean about the track clear.

Generally, it's if there are three board members together, so I just wanted we would just need to be documented public notice, you know, if you were officially planning to be together.

Yes.

But if it's two of us in a meeting space, providing support doing an engagement, then that would not be considered meeting.

Yes, that's not that.

I just want to start clear up.

I think from the date, it says the 19th, I think the 19th is a Friday.

Isn't it's on Friday or 20?

So it is on it is on Friday on the actual robot.

Okay, yeah.

Yes, is it now?

Yeah, today Daryl was there last year too.

I was the last sorry.

It was last year was that just to clarify Suzanne's four bunch about public meetings.

So if the city's holding an activity, or if your office is holding an activity that's open to the public, you don't have to notice that more than two of us are there.

No, we don't.

That's important.

Yeah.

So that's the and and I don't know, Rob was on there for wrong.

Well, right that's true.

Uh if there is uh if if you're there discussing board business, that's different.

Right.

But if that's uh if everyone is there celebrating the retirement of someone or right, whatever they're actually so that's the that's the I would like to dispel this end about there are three of us together, right?

It is not that there's three of us together.

It's that we gotta be discussing more business.

So if we're discussing where my kid is going to school, that is not worth this and that's not meeting right, right?

Like when you come together before the meeting, there's some chit chat about exactly what you were talking about, just like how you do it, how's it going?

And that's not that's not a public meeting, so we don't have to film that.

Um so um I don't know if that helps, but uh if if you have particular sort of proposals about ways you want to handle this, I can get back to you on that, but uh I think it's gonna depend on the nature of what it is that you're doing on June.

Meaning how we will be participating or not in the actual event, right?

Right.

I mean, it yeah, right.

If it's a public party, you're all allowed to be there.

Um but but if if if you're planning a specific event or to do things as a group related to your work to the work of the group, that's um that's when sort of FOIA starts to bring that in.

So is talking about what the board does forward business, because that's just selling yourself, right?

Just yeah, advertise yourself.

Yeah, I talked about what the you know, and if someone has an issue, then we go, okay, this is report for you to have you know the plate or but I think talking about what the board does is not support business, it's just advertisement.

Yeah, I mean, I've I would I agree in that there's no official action that's going to be taken by the board that day.

It's talking about it's just sort of us discussing a half of the second.

I um I I'm worrying I'm giving you an answer to that right now.

Um, because I think it might be if you're all together talking to the public about what you do.

That but that's not an agenda.

So I understand it, like for so board business of a board would be re reflected in either our four minutes or our agenda.

We we read the revision and stuff every time that like that's not so if we're sitting there discussing with the public what we do.

How would that be that would be a meeting?

That's what that's on noticeable weekly noticeable.

Um to try to avoid that whole notice thing, or for us needing to be the one that that notice this is as an official meeting.

I did ask for us to be put on the flyer.

So, like this will be advertised through that so that we don't have to change the city calendar and and all of that.

That's the other thing is that making it a meeting is maybe not that difficult.

Um there is the um issue of recording, but I think the um ordinance has to check it, but there's some flexibility on that um in terms of and I think maybe audio recording if that's maybe a compromise um yeah if possible.

So I think there's there's some flexibility here when it comes to that.

Well, just covering everybody's people that came in the room and we're all in here and we're telling somebody or can we give them the sign and consent form, sign them?

You're gonna be reported, do you present to this?

Is that no?

Is that is that not on the table?

Well, I uh I mean normally people come in and they sit down, they don't we don't do that.

What do you even know if they don't consent?

They won't be able to turn their own.

Then why have a send for why not just say for recording if you don't want to be here don't think about I know we heard that once I think we've said specifically I think maybe just a statement that it's recorded would probably be sufficient.

I don't think we would need a full or I mean you know, for sort of like they don't need to formally consent to us.

I think if you board feels the need to explain that that's perfectly fine to explain at the beginning of meetings, but um would it be possible just maybe I have a meeting to put now and give you time to look into this that if we are in coming for the purpose of pointing the board, listening to people that will be into us, but we're not voting, we're not you know actively motioning or doing boards.

Notice yeah, um whether or not who would cuts through a meeting, it's uh just to move.

I don't know if I just don't think it does okay.

I can do that.

Thank you.

And then I can also put together the presentation that I want to show so that you all have a preview of what that looks like.

Yeah, it's the word one thing we're all thinking we're it might be good if we just have the definition of what board isn't and in that way.

You know, we are always talking about it, but we never all talking about things right.

Does it mean anything related to the police?

Does it mean cases that that are before the board?

It could be very broad or very or is it just for administrative we do a lot of administrative stuff.

Is that board business or is that it's it's not because we've created that difference in the in the ordinance, right?

To say this is board business, but then administratively you can do trendy and you can do other things.

Well, it's a distinction for core.

Yes, it's a yes, okay, you're right.

But right.

Yeah, that's your question.

Yeah, yeah, that's yeah.

Well, and then there's another event later that month, I guess the very next week is the Alexandria Pride Festival where the art will also have a table.

Is that here at the community center as well?

No, but I don't have a location on that yet.

Okay, so I'll work off on getting that.

Okay.

And then July 1st, we have a board meeting and uh nable training part three.

But we also have board meeting June 3rd, which is not on here.

Uh, but we do have a meeting June 30.

Is there training at that meeting?

No, June.

June 3rd will not.

So the June 3rd meeting is at 7 p.m.

Yes.

And then in July, that will be the use of board trade.

Okay.

Okay.

Announcements.

Uh we encourage members of the community to consider applying for current board vacancies.

This is an opportunity to tribute the perspectives, support meaningful initiatives, and help shape decisions that impact our community.

Reminders if you are not going to attend the schedule meeting, please alert the staff uh two days prior.

Uh and please remember you must maintain a current status for all city security training.

Failure to do so, and um put your email address in your seat in jeopardy.

Uh please check your city uh outlook emails regularly for updates, especially as we are approaching this first public hearing um dates will be coming out and and emails may be fine.

So please check those regularly.

Any other business before we have a motion to rejoin?

Yes, for the author.

Will we get your report?

Yes.

Well, we're would be attached to it to it.

Well, the thing that you would do to go into the report.

Yes, so directives, um everything that I'll probably have.

Sorry, yes, yes, the directives, yeah, and then city regulations as well would be attached.

I'll read sort of insert for room to the body one camera for anyone who needs to watch again.

I sort of needed to watch again.

Um yes, you guys will receive a package.

Yeah, before before you issue your report, can we have like uh sort of like the one through what we are expecting to look into the report and making sure that we have three enough to uh be some implementation after the report, I think that would be out for us uh public hearing.

And I don't want us to be so much um, you know, just read the report and so that's what I would say to is this uh this for Dr.

Barb who was saying I was gonna do what I was gonna look for.

Some of these more established boards or commissions or whatever, they have checklists that they have viewed in the past.

Yeah, that would be ideal if we can have those checklists or you know, uh Mr.

Robert can provide some other things for us because that would be that uh first album hearing product.

So I want to be more quick, just give recommendation back to you know uh anyone that's asking just uh take that out.

So but to clarify one thing, that the public hearing, we are just receiving comments at that point.

We are not with the recommendations, correct?

You could you so you could take an official action after the the public comment section is closed, but you're not you're not forced to, right?

Like if you want to sit with the comments, you can certainly save that and say we will issue our decision at state, but maybe go into that date with that with that sort of extended daily plot.

Yeah, I mean I just wanted to give back on that.

Even that process know what we expect.

So that's that's not good.

I do think once you all receive the actual report, it'll it'll calm some of the nerves.

Um I mean, I'm happy to go over like table of contents, what you all what is in the report, or what you all should respect to see sort of the flow.

I'm happy to just go through that now, or um yeah, if you all want to meet at a separate time, I'm happy to just submit.

Can you do that right now?

Yeah, you want to take a long time, or is it something no, no, no?

I mean, I'm I'm literally just gonna go through the sections of the table of time.

Okay, but before you do your point about checkbooks, yes.

Uh I I that was a really big trend on the migration.

Um basically something don't have like checklists.

Um the absence of one, our MOU is quite clear about what our options are, and the order sorry, quite clear about what our options are in response to our report.

Yes, and so I think you're right.

Getting on the checklist, so we all have it in one place for this sort of process is important, but we mean um we do have it there.

It's just it's a long part of this in the multiple sections.

Right.

That's a checklist for two.

So we have an investigator checkbook.

And so I think just taking that and sort of expanding it and saying, okay, this is what happens before and after with the board.

It does fine.

I can do that.

Yeah.

Helpful.

Yeah.

But I mean, uh, for the actual report itself, it it does give an executive summary at the beginning.

Yes.

It and this is a standard sort of flow of all final reports.

Um, and then it goes through introduction and the scope of the investigation.

Um, the scope of the investigation highlights because this is the first time we are putting out a public report, it goes into the creation of the auditor and the board.

And so it references the origins, it references uh the MOU with the board and police department, just so people know where we get out the scope of the work.

Then it goes into the overview of the investigative process.

So I highlight sort of the three different investigations that happened, and I make very clear what those timelines were.

Yeah.

Um things were received and and all these things.

I want it to be very clear to the public, um, just sort of the flow of work.

Um, methodology, that's just the evidence I reviewed.

So I'll I list everything that I reviewed on my end from the body warm camera to the medical and forensic records.

Um, and then it gets into the uh there's a graphic of the investigative timeline.

So that follows that.

And then on page eight, um, we get into the investigative narrative.

Um it goes into the fire department and the EMS findings as well.

Um, I have an officers involved section that describes not only sort of by badge number and all that, but also how long they've been on the course.

Um applicable authorities that list all the directives that are sort of implicated in this uh incident, and then we get into findings and recommendations.

And that section is split into three sections.

So first I I make personnel findings, and then I recommend findings to the department as a goal, so any policy reviews and trainings, and then I make what I call um interagency or systemic findings.

No, I don't have jurisdiction over the sheriff's department, but here are options for city council to move forward.

So that's that's sort of the breakdown.

Thank you.

Okay, that's very helpfully taking the mystery out.

Yeah, great.

And you say you can't expand that checklist that you already have.

So that will be attached to it as well.

Yes.

Um if not, I mean, I can I can maybe try to work through it this week and get it to you all before, but if you all don't mind to receive it with it, that's fine.

Yes, that's that's with it, but separate from the report.

Yes, your checklist first for any it's yes, right.

Yes, and that one I might be here in August.

Okay, one okay.

All right, hopefully, take this.

Oh, this is a month.

You actually ever take in the videos.

March through May last year.

Yeah, all right.

That's why I had so much time to meet with you and with the organization.

You were tanned too, is that what I remember that no data?

I'm gonna be in Kansas City, so all hearts and mines are clear if we can have a motion to adjourn.

So I make motion we attempts.

So all in favor, I oppose it.

Oh no, I think lost the board is I think it.