Because not all the mics work, so we gotta hover them on the mics.

Yeah, I mean Charles, why don't you see it?

But I would even though it works.

No, the these two.

No.

Charles.

And Terrence can sit on the other side of Melody.

If you and Charles want to switch, that's fine.

Okay.

Yes, sir.

Yes.

How are you?

Okay.

Oh, okay.

Yeah, yeah.

I talked to Stephanie earlier and she said I'll see you.

Yeah.

Um you're on the hot seat.

You know, I've said you're thinking about science.

Well, do you want to switch?

How are you doing, sir?

Councilman.

So who can show up for you?

Who's gonna lead off?

Okay.

No, she's she's one of the team.

Okay, gotcha.

I didn't know.

Hi.

Yes.

I mentioned before you're one of the initial uh exactly.

Good to see you again, sir.

I gave Melody the seat opposite you because I'm gonna be the talker tonight.

Thank you.

Hi you guys.

I know we just have some conflict here with other things going on, but we'll wait a few minutes and then we're gonna get started.

You know what?

Those don't work.

We're at your disposal, so uh they will work if you push the green buttons.

Oh no, um, we were told that they're they're having some A V issues.

Oh you have too many.

Okay.

They don't work for the live screen.

Yeah, it's okay.

Yeah, she told us to use this one.

Yes.

Oh, you're gonna be able to do it.

Oh, okay.

I've been trying to get away from paper, so I've got notes on here if that's okay.

I like paper just do it like us millennials like that.

Alright, good.

I can't do it on my phone.

I I I that's what I want to write.

I want to write their eyes on the document.

I don't know why they can all right now.

And I'm not a millennial either counselor, so you appreciate it all.

You know, I think so.

Sure.

I think it's like a lot of people.

It's like I think it's a strategy.

So you just the whole time.

And so I'm sorry.

I've never been with Hogan Levels, no.

The introductory portion just states that since the period was when he was still on board.

Thank you.

I see why you're asking that question.

Yes.

It was when Mr.

Racine was the monitor, so we thought it made sense to file the report that way, and the letter is jointly signed.

You're welcome.

Okay.

Do you want the street?

You know what we're making just like now.

Thank you.

Will the public safety meeting come to order?

Ladies and gentlemen, this is a special meeting of Cleveland City Council Safety Committee.

President.

Here.

Here.

Here.

Thank you.

Thank you, Matt Clerk.

To the monitoring team, I want to thank you again for coming in.

This will be the um presentation, an update of the 17th semi-annual report.

And again, I want to welcome Ms.

Christine Cole who is here, who's the interim monitor.

Is that the proper problem?

Yes, sir.

And I wonder if you for the benefit of the members of the committee.

I will do that.

Thank you.

Um it's great to be here and we appreciate the invitation.

Once again, Christine Cole with the monitoring team.

Since August 13th, um, under the authority of Justice Solomon Oliver, I was appointed interim monitor.

Members of the team that it might be easier to tell you who has left after we um do some we'll do some brief introductions of our team that's present today following that.

But I can see counselor that you're looking at the 17th semi-annual report, and there's some photos there that list the monitoring team members.

So the parties that are um remain on the team are all those exclusive of Hogan Level's employees.

So for precision, the monitor, Carl Racine, Stephanie Yonakura, the deputy monitor, Sabrina Apple, Courtney Caruso have will all be leaving the monitoring team.

Katie O'Brien, with the agreement of the parties has been providing some administrative support to us until such time as the Hogan Levels team is officially resigned, and I am appointed and with uh budgeted agreement.

So Katie is also a member of the Hogan Levels team.

All others that you see pictured here remain active, committed, engaged members of this team.

At least a couple of us have been around since um October of 2015, but most everybody else has been added in the last several years.

So we also have at the table here to Supreme Court Justice from Hacker, who is now as well on the minority and your official title.

In terms of interest Melanie Stewart, to the table in your new capacity.

Well, but for your team that is here, are there besides Judge Stewart?

Are there any new members of that?

No, there are not.

No, okay.

But I'm gonna ask my colleagues again, starting at the Council President, just briefly state your name in the neighborhood that you represent within the city of Cleveland.

So again, your team can have a understanding as well.

Mr.

President.

Thank you, Dane.

This is uh Lane Griffin.

I am the House President of the City of Cleveland, also represent the war six area of the city of Cleveland, which includes the Buck Act, Fairfax, Living Lee, Larchmere, East 93rd, and uh Southern Bill's area in the city of Cleveland.

Thank uh happy to see you guys.

Thank you.

Also as one of the original under Mayor Jackson, and uh work close to S.

Chris H.

Co.

Charles and others uh when I was an administrator of the tax and actually right to say increase.

Thank you, Ms.

President.

Good afternoon, everyone.

Uh Stephanie House General's councilwoman for Cleveland's Board of Seven, including the communities of Asia Town, Hubble, St.

Claire Superior, as well as parts of Town.

Thank you.

My name is Charles Slife.

I represent Board 17, which is the Western half of the West Park.

Thank you.

Counselor Mike Polencyc, I represent North Shore Powerwood, Power Village, East Glenville, and I also chair the public safety committee with council.

To my colleagues again, thank you for being here.

To the uh interim monitor again, thank you your team for we're gonna jump right into it.

Um we were very impressed collectively with regard to the last presentation at this point.

It was very helpful because you want point by point where we have compliance and where we still are professionally within the division of I meet with the um I started the public safety committee.

I mean with the safety director weekly, and I'm not with him again today because we ever choose it.

But I also am heavily engaged with Dr.

Anderson, and I um I listened quite intently to uh her presentation, her team's presentation, and what I heard from my most recent engagement with her uh is that she believes her team believes there's been significant progress within the Cleveland Division police, and uh I I totally concur with that, and I will tell my colleagues and anyone who's viewing this from the public, um, the Queen Police Department today is not the same department most stayers.

That to me is very clear.

Uh training has improved, accountability has improved, um the uh professional conduct.

I could go all the way down the list, but I I've seen just a tremendous um uh change in the division of police.

Something is as basic as recruitment change, right?

Which is um and I want to commend uh uh the mayor and uh the state director and his team uh for uh what they did to um advance recruit, which was has been a major problem, continues to look at but uh but equation.

Um my discussions with the council president over uh from day one.

Uh what can we do internally to support the division of police?

Everything we've been asking that the council, we've done that, and then we did the body teams, we did the dash camps.

Um we've uh uh installed more state and security campus throughout the city.

We're going to do more.

We supported the hiring models.

We supported increasing the age for individuals who've become the cadets.

We've increased the payment.

So we have taken directive steps and actions in partnership with the administration to make the Cleveland Division of Police more attractable for individuals.

But as I continue to say my neighbor meetings, we cannot force anyone to join the division of police.

We want police departments as reflective of city.

We want a police department to reflect our city.

So we we uh we are supportive and we're gonna do everything we can.

We're gonna go into the budget process toward the um the end of this um month and November and beyond.

And I can tell you from uh my engagement against Cosper.

We're gonna do everything we can my colleagues to support um constantly improvement division.

So I'm gonna stop right there, and I'm gonna ask you to get greater the degree.

Great.

Well, thank you.

Um I've introduced myself and and um Melody Stewart has a moment.

I'd like to just start at the end here with um Terrence Terence Gordon, maybe just say identify yourself and we'll go down the row so that people at home know who's here and the credentials that we bring.

Thank you.

Uh in 25 years from Wisconsin, we'll increase the retirement power from uh thank you.

Good afternoon, President and Mr.

Council.

My name is Sean Saint Boston.

I have been on the Mont 19 since 2022.

Um I am a retired assistant chief, and I come from Milwaukee, Wisconsin.

Thank you.

Good afternoon, Council members.

My name is Charles C.

I'm a member of the local monitoring team, have been since since inception, some 10 years ago.

It's a pleasure to be here with you this afternoon.

Thank you.

Are you going to most of our other members are not here today?

Um, and with a very good excuse for being very cognizant of time and money.

Most of our team was here last week, as a matter of fact, conducting an on-site assessment.

Um, they were working very closely with the training division or the training unit looking at recruitment and hiring activities, and you've already mentioned that.

So the other folks who are not here include people with PhDs, um retired chiefs of police, and um people with law degrees, though they're not here because of their their legal progress, they're here as data scientists and um and use of force experts.

So I think we've got a great team, and as I said, every single one of them has committed to be a part of our team in an ongoing way, and looks forward to continue to work with all stakeholders in the city as we work towards compliance.

Um thank you for your initial remarks where you've talked about the support you've given to the division of police.

We recognize it, we appreciate it, and I dare say they and all its members do too.

Um, as important as it is to have support, um financial support in order to be a modern, fully equipped police agency really matters.

Um so again, thank you for that.

So, as you've already stated, this is our 17th semi-annual report.

It was filed um honor about September 15th of this year, uh just about two weeks ago.

And what we'd like to do is quickly go through these slides and then return to one of them for more detailed conversation, if that's all right.

So, as you well know, paragraph 379 um instructs us to be part to make uh presentations to the community.

We meet with the community quite frequently, the commission, and we're happy to be here with you to continue to inform the public and get reactions um about our work.

Closer a little bit closer.

Sure.

I can't tell.

I just want to make sure the public is here.

Okay, great.

Um in this brief PowerPoint, we've got um, we're gonna talk about progress, we're gonna talk about the report ratings, we'll give you a snapshot of our activities in 2025, and then give you a snapshot of assessments.

Assessments are key to us moving forward to be able to say that people that the city is in compliance, so we'll go into some detail there.

This is an excerpt from what's in the report.

This is the slide that I want to return to for greater, more detailed discussion.

This represents the 10 substantive areas of the consent decree, and the colors show the number or the excuse me, the percent of paragraphs that remain in non-compliant, partial compliant, operational, or general compliance.

I don't like these charts because they're not as informative as words are, quite honestly.

So we've got to we've got to look at these pie graphs in addition to or in concert with the words that we're going to use.

For example, community and problem-oriented policing.

It looks like most of it is in partial compliance.

Consistent with the definitions we use, that could be because the division is not yet ready for us to do an assessment, or it might mean because we haven't had the opportunity to do an assessment because we can't get everything done all at once.

Now that could be just one paragraph.

It doesn't mean that they're they're they're failing.

So here's a snapshot of our activities in 2025 year to date.

Oftentimes, but not every time, the Department of Justice participates in those meetings as well.

I think you realize that Judge Oliver has had us in for six status conferences.

So we've been in the court almost every other month, and that's been a positive opportunity for additional public remarks as well as engagement around the progress of the city towards compliance.

This shows this next slide shows the last five semi-annual reports from October of 2023 until today.

So roughly two years covers about two and a half years of work.

And in that period, there have been 81 upgrades and only nine downgrades.

Now I think 81 upgrades is absolutely celebratory and worth talking about.

And in my experience, many people tend to focus on, well, what's the matter with nine?

Please don't do that.

81 is where we should really focus our energy, and we can talk, we can talk about the nine, what happened, what what's going on, but the actual fact is as you will see in the bottom line, the bottom row, in the 17th annual report, there were zero downgrades.

Sometimes there's been a slip back, it's not critical.

It's important to mention that the work of a consent decree is not perfectly linear.

There are ups and downs.

So please focus on the green 81 upgrades far more than you do the number nine.

We look at a variety of evidence.

You'll hear about that shortly.

Our assessments this year of the 10 substantive areas looked very closely and deeply at five areas.

This included nine different assessments.

This tells you where we are with these assessments.

One has been completed and filed with the court.

That is in crisis intervention area.

The crisis intervention assessment was extraordinarily powerful and positive for the city.

In every category or in every paragraph, they were deemed to be in either general compliance, that green square that I meant referenced earlier, or in substantial and effective compliance.

That is the highest highest grades you can get.

So the area of crisis intervention, which has been a commitment of this city from day one with focused attention to the training of officers, the behavior of supervisors, and the general welfare of subjects and and people that are met on the street.

Really, the proof is in the pudding here.

The work has been extraordinary.

Officers have really taken on to doing the work in crisis intervention.

Under review by the city is our completed search and seizure assessment that looked at traffic stops and investigatory stops.

You'll hear about that from some of my colleagues when we go more deeply into those pie charts.

We've completed the reviews of reports of body worn camera or wearable camera system images and have written up the report, and we're waiting for the city's comments, which are uh forthcoming.

Next is we have three in drafting stages.

So the use of force, the recruitment and hiring, and the staffing studies.

Methodologies have been have been submitted to the parties and been approved.

We have reviewed the data.

I use the word data to include documents, images, reports, policies, training records, a wide variety of evidence, and we are now in the process of drafting those three different assessments for future filing.

We have two assessments where the monitoring team members are what I'll call in the active review stage, equipment and resources and training.

As example, um Chief Gordon and Mr.

C were out in the community today, looking at zone cars, looking at the equipment in the zone cars, assessing the completeness of the programs in the mobile data computers and other things, the condition of the cars, for example.

So that's an active review, and training is a comprehensive assessment to look at the structures that the training division or the training section has set up, including their learning management system, their overview of all training, etc.

Absolutely.

Yes, just to clarify to make sure we're understanding it correctly.

Is it that under review by the city is more or less under review of a document?

Precisely, forgive me.

Correct.

So inactive review would be us at work reviewing data or evidence.

Under review by the city means we've completed that process, produced a document, and we're awaiting their feedback and comment.

Thank you for that clarification.

And then finally, we have two that have been delayed by agreement.

The community and problem-oriented policing assessment and the performance and promotions assessment.

Community and problem-oriented, we'll hear about both of those as we dig into those pie charts a little bit, but in essence, um, we've jointly determined that the data is not yet ready for review.

That leaves a few areas for future years.

This tells us where what we need to finish.

Obviously, the two that were advanced, we didn't get to them this year, and then the five remaining areas, um, community engagement and building trust, bias-free policing, accountability, transparency and oversight, and supervision.

So those those are the assessment areas that remain, and we were in active discussion with the city about the timing of those, what's most ready or um or ripe for assessment.

Any questions on that before I go backwards?

Eagle.

All right.

I'm going to go back to those pie charts, and with the help of my colleagues, we're going to endeavor to dig more deeply into each one of these.

Um these areas are defined by the consent decree.

They're the outline of the consent decree holds these out as individual sections, and we use that model as we review them.

I'm gonna ask both Mr.

C and Ms.

Stewart to jump in on this one, community engagement and building trust.

We look at this as both the activities of the community police commission, the district police policing committees, and the interplay with other stakeholders.

Mr.

C?

Yes, thank you very much.

Thanks.

Thank you.

Yes.

Good afternoon again.

In the area of community engagement and building trust.

Continues to strengthen his efforts to build trusting relationships with community.

We were very pleased to see the CDP outreach officers attend community sponsored meetings, and in some areas participated in planning such meetings and facilitate the attendance of patrol officers from the neighborhood to interface with residents and become known to the CDP officers.

Also participated in a number of communities and call people, community district policing committees, block the meetings, and playground visits.

We've seen up to the police officer engagement in the community, which we certainly please with identifying some areas of progress for the time permission officers engaged in with residents and community and non-law enforcement income.

Stopping the patrol car from the check with residents, walking from playing around the areas to see how we gather and that's an improvement.

We've seen almost a patrol car low from clean round areas and engaging.

Stopping by residents areas and the homes who agreed what we refer to as forced checks.

These activities over limited service to increase trust and strengthened relationships between CDP and many in the community.

Through informed contact with residents, officers are improving their knowledge of residents, desire and support the constitutional policing, and that's going to be offices here given an opportunity to learn firsthand if residents support constitutional policing and support the police department.

They also learn of many unrecorded challenges residents face in the Navy.

These challenges will best be addressed by the ongoing openness of CDP and the community come together and each take responsibility for their role in creating trusting mutual beneficial relationships.

And we're seeing that happen.

We're seeing that happen at local level with community residents who are actively seeking to engage with police departments and share their support of them.

And we see a uh a good response from the controlled officers to knowing and learning that they've got community support from the police.

Do you want to add anything?

Um thank you, Charles.

We recently participated in at the last site visit that I attended, which I think was August.

Um we participated in a meeting convened by the PAT, um, the public police accountability team, um, members of the DPC district policing commission were there, members of the CPC, the community policing commission were there, as well as the city's community community relations board to increase the focused attention on how to achieve the the compliance as indicated by the paragraphs, in addition to doing all this excellent work that Mr.

C articulates.

Um there certainly are some areas where where um we can smooth over activities and processes.

Um the CPC has um is fully fully seated now, members of the commission, they're in a in a process where they're actively reviewing applications for uh the future executive director, so we see opportunities for further building and facilitation of trust building there.

Um I assume you'll interrupt you if you have questions, so I'm gonna keep going.

The the next area is community and problem-oriented policing.

Uh this is one of the examples I've used before where the pie chart probably doesn't do justice to the efforts.

Um each district in the city now has a designated community problem-oriented policing officer, um, a coordinator, which is marking a significant step forward.

The um the policies, the training have all been reviewed by the monitoring team, and we've proposed a draft methodology to assess the community and oriented policing.

Um the August site visit that I mentioned included a group of um a focus group with police officers.

The police officers in attendance talked almost to a person about how interested and excited they are to do this kind of work.

Um Chief Boston was in that meeting.

I don't know if you want to add to any of the things we heard from the police officers about their the pleasure they received from doing community work.

It was very powerful the way they all spoke about it.

Many other officers in the room really talked about why they love being the city of Cleveland police officers.

And the main thing that they really like doing is working with the community.

Um of them started to talk about the positive feedback that they're getting from the community, and they said that that has really empowered them to allow them to know that they're doing um the right thing and they're here for the right reasons.

That's right, thanks.

Thanks for that addition.

Um in the coming months, we expect um the CPC has has approved the CPOP training, so that's going to be rolling out during this quarter, say October through December, to all personnel, bless you.

Um, and that will increase the the uptake and the involvement of the CPOP officers.

The other thing that's happened is the CPOP officers are recording their activities in a way that they can create sort of a knowledge hub and learn from each other about the work they're doing.

Um the next area is bias-free policing.

This is a this is a critically important area, and it's a it's a difficult, it's a difficult area to get one's arms around, right?

Because it's it's very difficult in 2025 to talk about bias and bias-free without people feeling that if we're we in society are are critical that that we're making an allegation that they're they're racist or biased, and and it's really not that at all.

It's it's we we need to be sure in policing in Cleveland and across America, the decisions are not being made based on a bias.

And and that's just a very difficult thing to measure.

Um when we talk about some of the other areas where members of the monitoring team have carefully reviewed body-worn camera images, excuse me, wearable camera system, you'll hear about their observations.

This is an area where the division is going to be rolling out training.

Um we learned today that they've uh made arrangements with um an outside professional who is extraordinarily good at both the training and the data analysis to help understand the the bias-free policing.

One example that those of us in this business use, and I'm sure either Terrence or Santay or both of them can talk about this.

Um in a police department you see disparities with stops.

Um, and usually we can explain those disparities.

For example, if a particular neighborhood that's populated disproportionately with people with orange hair, there may be an increased number of stops in that neighborhood of people with orange hair.

It makes sense because it's focused on the subject description.

There's an explanation.

What we look for is does that explanation period end and behavior continue, right?

And so it's a it's a very difficult thing to sort of measure, and it's but it's yet it's very important to anybody who feels as if they've been profiled or stopped without good cause, and we absolutely appreciate that.

You don't need to, but I don't know if there's anything you want to add to that.

Jaren, please.

Just briefly uh sorry, because uh 30 years.

Uh major metropolitan area or show police activity.

Um it's incumbent on the city and the department to be able to store some of that.

Is it truly very biased police?

Yeah, of course.

In some instances and in some places, but it's incumbent on the department to be able to explain that police activity generally follows cost or service, which they can't control.

Police activity follows.

So it's it's just it's incumbent upon the city and department to have a grass on that data so that you can't tell us.

That's a very good point.

Yes.

The next category that we'll look at, thank you.

The next category that we'll look at is use of force.

This is category number four on the top row.

Um, this is an area in which the consent decree has a vast number of paragraphs.

I will tell you it's paragraph 45 through 130.

There are many, many paragraphs.

We've broken those paragraphs into some very specific sections, and we are now working on drafting the final report of this assessment.

Again, I'm gonna invite my colleagues to jump in at any point.

Um we've looked at every level one and level two use of force case from 2024.

Uh we have looked deeply using a different review instrument at every level three case, those are the most serious cases from both 2023 and 2024.

We regularly observe either in person or view or remotely, every force review board meeting.

Those are three different parts of this enormous section called use of force.

Um again, Terrence and Shantae who who've reviewed the reports, who have reviewed the body worn camera images, can tell you Counselor Palencick, just as you said earlier, this is a very different police department than it was in 2015.

That the way the officers are working on the street, upholding the constitution, following the use of force policies, the way the supervisors intervene to support is remarkably different.

We also find, because we work with human beings, there's room for error at any moment for any one of us in this category of work, error can be very serious.

Um what we find is if there is an out-of-force, out-of-polic use of force, the division and its accountability systems catch it.

That's the important kind of accountability self-regulation that the consent decree really looks for.

The force review board is an entity that reviews the review as a way to identify areas for growth and change, improved tactics, improved training, any need to change policy, and the process of the force review board, which is a blame-free learning model, is designed to continue this self-improvement.

Those things all feel to be working well, and the remaining piece of the pie, there's a very tiny sliver that's um in general compliance, and then there's a piece of pie that's in gold called you know partial compliance.

One reason that that section is in partial compliance, and I expect that will be handled during the the use of force assessment that we're completing just now, is because the detailed review necessary for all these use of force cases just was not complete at the time this was written.

So I'd love for Terrence and Shantay to talk a bit about their observations of the police officers on the street.

I guess another area of improvement that we might be able to talk about is administrative details.

Yes.

Um I have been renewing use of forces since 2022 when I got on a team, and yes, I do see a significant change.

And the change is starting on the bottom line with the officers, um, using their training, the escalation, making sure they're articulating why they use force, when they use force, and as the changes come with supervisors catchment.

Um, when I first started um utilizing looking at use of forces, a lot of times it will go through all the approval systems, and no one address um some of the things that was occurring.

When we're looking at the use of forces, we do take a look at the body war camera, and we're looking at everything prior to the use of force and everything after, not just the act of the use of force, because we all know that the activity prior to use enforce is very important, and then how things are handled afterwards.

So we do look at all those components.

And I've talked to Christine a lot about I'm here a lot, so I feel like Cleveland is my home.

And I'm like, oh, we're doing better here as it relates to use of force.

And now with the supervisors holding individuals accountable for those small things that they could have just done better, and the group, the group that works with the force review, taking that second look and saying, okay, we can train better, we can do this better.

Let's make these moves and these changes now.

And I think seeing those moves happen right away and not waiting to uh reporting and that communication with us back and forth, meaning the uh monitoring team and the city on those observations is really causing for those that high graph determined.

How critical question is how critical are the body games and the dash change?

Critical good investment.

Um we need to tell you we've got a lot of more.

No, what's very critical is making sure that what's on the piece of paper actually lines up with what's seen.

Um we all know that body warm camera doesn't show everything because an officer can be looking this way and their camera can be going another way, but it does definitely um allow for us to see what actually took place, what other people were doing, not just the officer who used force, what other people were doing, where their supervisors on scene, how many was on scene, who wrote reports, who didn't write reports.

Excellent in a sense.

And it's wildly in addition, it's widely increased by the Mikey File.

And I raised that because I advocated the I came years ago when I took some new future by people who did not want to buy for us.

And I felt it was a lovely tool, and I thought it was an surf policy for not only the officers, but for our citizens.

And uh I remind of the former head of the Fleet Police Controls Association who whooped the tower over there years ago that the officers have embraced it as they have.

Yes, yeah.

Okay, I don't repeat uh other than to say I've only been going on the team for 16 months.

And when I was looking at cases of force, uh it was like, why are we looking at things?

Because the standard um is so high from my sense of the assessment.

I also like to say that what makes the uh what makes the assessment valuable is not just the report, but the communication between the team and CDP during recess.

That's right.

There are small things that we see, and we can um report those in the middle of the assessment, and we have that, and the chief and our staff have addressed those small things so that they have to serve the topic.

We have to join my cost with the Kelly and House will be done for it.

Thank you.

Continue.

Thanks.

Um, so this is the category number five, it's the far right of the top row crisis intervention.

I spoke about that earlier.

We're we're really pleased to have filed the report with the court on Friday afternoon that reviewed all of the crisis intervention paragraphs, and as I indicated earlier, every single one of those paragraphs is in either general compliance or full and effective or substantial.

Pardon me, I just spaced on the language.

Um full and effective compliance.

Uh the the efforts that the division, that the officers, the support of the the Adams Board and the MRAC and the Department of Public Health here in the city have done collectively to advance that area of work is truly remarkable.

Um with specialized CIT officers, with CIT officers, the training, um that the city really hit it out of the park on that one.

And they've been they made it a priority and they've been focused on it since day one, and the the effort really shows.

So we can't say enough about their work in that area.

Okay, continue.

Um the next area, lower left corner, number six, search and seizure.

Um this is an area again where Terrence and Shantae are going to jump in.

Um we reviewed close to 650 cases out of a possible 17,000 stops that happened in the city in 2020.

Three.

Thank you.

Um sorry, I had a little brain cramp there.

Um there are about 17,000 stops in the city.

Some of those are investigatory stops where the officer needs um reasonable suspicion to pull a car over.

Some of those are traffic stops where probable cause is necessary, and our team of six or seven um police experts reviewed each the details of all those 600 plus cases.

They looked for the the adequacy of articulation of either probable cause or um reasonable suspicion.

They looked for body cam, they looked for engagement, they looked at supervisor interaction as was necessary.

They looked at the the responsibility by policy and consent decree of officers to um explain that the they had um that the about a consent search and their their willingness to engage in a consent search and to change their mind.

So there's there are pages and pages and pages of questions that our reviewers go through to assess search and seizure.

Um this is one of the this is the report where we're awaiting feedback uh from the city.

Uh we expect it any time.

We expect that this is an area where we're gonna have to have some conversations.

Um it was a difficult one to get started.

Um we had some unanticipated hiccups, nobody's fault, but just you know, problems to gain access to data during the pilots.

We realized um because we tested the intro instrument before we did the full-on sample that there were some things we needed to see that the systems didn't give us immediate access to, but through the PAT, and I know Dr.

Anderson is here.

I hope she's smiling because through the PAT we were able to break down whatever barriers there were, get to the um what we needed.

Um Chief Schlott is here too.

The help that we got from the division in order to access the data that we needed um was was critical to our success.

Um I'd love for maybe start with Terrence and then Shantae to give you a flavor about the the observations we had during the assessment.

Um each other's back and uh sessions for the uh cases that are traffic stops.

Yeah, it is a lot of issues to stop reason for the stop we can't see.

So we have to rely on the officers for both of that or ignition um we don't necessarily see the violations we were supporting stuff.

Um the officers um traffic stops um that I review uh um they uh in the past that we can see a lot of human business.

Um traffic stops, the traffic stops for traffic violations.

Um the investigative stops in uh high-green professionals.

Uh uh we will be in discussions in the department of training about articulation about the trade follow-up.

Investigative stuff is the only general stuff, very officer.

So they cheating thought for the microphone.

Public of police calls that is that better.

Oh microphones.

See it today.

I got it.

Nice.

A judge holding the microphone.

What a team.

As I mentioned, I expect that there will be some further discussions about training and articulation when it comes to those stops.

Because with articulate without proper articulation on those stops in court, if it's not in a report, it didn't happen.

So that articulation needs to be there, and and there's some work that can be done.

You're good?

Yeah.

Continue.

Okay, sorry.

Thank you.

Um just was thinking when you were talking, Terrence.

I recall you saying that on traffic stops you found officers to be almost helpful, which was kind of a fun story that you shared with me.

Exceedingly helpful.

I mean, to the point of there was a lady who had her license plate in the car with her in a big envelope instead of on the back of the car because she didn't have a screwdriver.

So the officer went and got a screwdriver out of his car and put it on.

That that kind of thing.

Um so our next area number seven is accountability.

Um this is uh another area that is actually pretty enormous.

It includes areas of um internally detected misconduct, those are cases that would ordinarily go to the internal affairs unit.

It includes the work of OPS and PRB, and it includes the disciplinary decisions that are made by either the chief of police or the uh public safety director.

Um a big area of this work is um we've got a number of people involved in this area, but a big period area, particularly internal affairs, is an area that uh Shantae has been working.

Um and so she can talk about that a lot.

Um, as you probably realize the there's a uh new internal affairs superintendent, not so new now, but new during the the beginning of the year.

Um Superintendent Jennifer Myers, who's been great to work with and is spending uh a significant period of time with Shantae in terms of picking up the any pieces that prior assessments had indicated um were loose ends and needed to be um further developed.

And she's working really hard to demonstrate compliance in a number of categories.

Um the area for upgrade Shantay can tell you about that.

We refer to it fondly as paragraph 179.

Uh I've been working with the internal affairs since I've been on a team.

Uh 179 specifically talks about the onboarding of the investigators.

Um we all know we want our internal affairs investigators to be people who have great investigative um skills, have a reputation of integrity, they are fair, they're objective, they can call out if there's misconduct or call out if there's not misconduct um with the complaint that they're investigating.

Um I was happy to say that we reviewed a lot of documents looking really deep into the investigators that have been onboarded and can truly say that the members of the internal affairs section at the police department are members who should be in that department that we know is going to do investigations that's fair and that's going to make sure that complaints are investigated correctly, fact-finding with no bias in there.

Um we're also working towards the next period right now on training, making sure that every single person that walks through that door has the same consistent training that they're doing investigations the same when they come in, um, making sure that there's annual training and that if there's any spot training that needs to be done, such as need help with um interview skills, uh knee help with some type of already writing skills or improvement that is ongoing.

Training never stops in the internal affairs, always looking at what's best for the citizens, who make those complaints, as well as the members of the police department.

Thank you.

Thank you.

Okay, move forward.

Um continuing in this section of accountability is the Office of Professional Standards.

It's really important to mention that of the six months of this reporting period, four of those months, OPS was led by an interim administrator.

During the period that she was interim administrator, productivity among the investigators increased significantly.

Uh and this was accompanied by happily a reduction in any backlog.

Um the details in the report about the several upgrades related to OPS operations are are well spelled out.

I don't need to read to you exactly what's in the report, but there was a lot of work happened in this area of accountability during the last reporting period.

Um transparency and oversight is the next section.

This is section eight.

Um the inspector general, uh Shailen Argowal was hired during this reporting period.

She's a direct report to the director of public safety.

Um it's the inspector general for all safety services, and we've met with her several times, and she's been involved in a number of things that seem to be hugely appropriate for that role.

Um this is a very brief section of the consent decree, transparency and oversight.

Um, many several of the paragraphs relate specifically to the IG.

Um, also we want to call out the work of the city's open data portal and the um urban that thank you, urban analytics initiative.

I had the AI in my head, and I knew it was an artificial intelligence, so thank you for preventing me from stumbling, though I did fess up anyway.

Um it's been a huge resource.

We use it, we we have evidence that the public uses it, so it's a great resource.

Umicer assistance and support is another very large area of the consent decree.

It includes five separate sections.

Um not going to try and name them all, but it includes uh recruitment and hiring, uh, resources and equipment, uh my goodness, I do have to train, thank you, and um events and promotions.

Evaluations and promotions, thank you, team, and staffing.

So we have this represents five of the assessments that we've been working on this year.

The areas so big and distinct that we've broken them into different areas.

So several of these sections will have a completed assessment within the next several months, and they're looking pretty good.

I mentioned that uh staff were here last week doing the recruitment and hiring work.

Terrence has been doing the equipment with um with Mr.

C, equipment and resources, um, and that for we've agreed to delay both the performance and promotions and this and the um just that one the performance and promotions assessment.

The reason we've agreed to um delay it is the city has been working with a vendor called benchmark analytics.

They've given us a demonstration online of the work they're doing relative to the performance appraisals, which looks really exciting, easy to use, and certainly incorporates all the criteria that the consent decree requires.

And the promotion process, um, they've there's a draft policy in place, um, and we're waiting to see how that shakes out before we can complete that assessment.

So things are in play, people are moving, people are working, which is the most important thing.

The final area is supervision.

I think you've heard a little bit about that already through Shantae and Terrence and their observations of the body worn cameras in the crisis intervention cases, the search and seizure cases, and the use of force cases.

We are seeing consistently supervisors be more engaged.

There are other administrative responsibilities that fall to supervisors in the consent decree, and that will be the subject of a future assessment where we look more deeply into those elements.

Um, another key area of supervision is the officer intervention plan.

This is another area where the city is working with benchmark analytics to develop this computerized relational database.

The officer intervention plan is a really important human resources development that helps identify officers that could be in trouble before serious harm occurs with them or because of them on the street.

It identifies things in a way so that supervisors can do intervention one-on-one, personal to make sure people are okay.

It's health and wellness, it's it's a human resources, and it's a benefit to officers.

So we're really excited to see the OIP developing.

It's also a key management tool that's really important for the chief and her command staff.

Um those are the different areas that we want around to see if anybody feels like I've missed anything big.

And with that, um, I guess that concludes our presentation.

We're going to jump right in some final questions.

I want to thank you very much for this step by step, section by section, paragraph paragraph.

I thought the last time I said it publicly, I thought it was very helpful.

It's very helpful again the presentation for us.

So we'll answer just a few questions.

Somebody needs to come in from outside that we write to the monitoring team community engagement.

Um your process.

How do you engage the community?

How does the monitoring team engage the community?

Um I'm going to look to Charles to help out here or augment my remarks.

Um we have, I'd say we participate in community meetings when members of the community have invited us to participate.

We we convene um community meetings, and Charles can talk about how he's done that and the process he uses.

We observe or participate in a community meetings to the extent of you know the DPCs, and I mentioned earlier that we're working with the CPC, the DPC, and the CRB, sorry for all those letters, um, working together to improve the the kind of outreach they get.

I also add officers to the list of community.

Um I I look forward to doing more work with officers so they from us hear directly about our activities.

Shantae referenced the officer meeting that we had at the, you know, I think it was two meetings ago.

Um and members of the clergy we've met with a number of times uh over the years.

Charles, you want to add anything?

I think that that kind of about covers it.

And you know, we we've seen a lot of community groups, you know, as it indicated that as it was indicated.

We can be some of those community meetings, but we we uh become aware that there is a community like citizens from the state of Cleveland, for instance, they hold quite a few community meetings.

We'll attend all of those and engage and present when we're asked to.

We engage with on the street with citizens.

I'm always out asking folks.

What do you know about the consent degree?

How do you feel about it?

What's happening?

So we've got one-on-one engagement with community as well.

But is it is it that your um extra meetings is it basically the same folks that attend?

See again, please.

Is it actually a community meeting?

Is it basically a folks that attend to the community meeting?

Basically, but we do see we do see new people coming in from time to time.

Okay.

I talked to every Uber driver and taxi driver and uh and so you would be able to tell us where those neighborhood meetings will have, yes, and how many people attend.

Yes, each private track of how many people with the one with the ones that I attend, I do.

Okay.

Right, the district policing committee meetings, coffee with the cop, all of those.

So you could start uh with whatever you provide to the future, keep track of that.

Um again, I I assume that this is a question.

The meetings are open to the general public, correct?

That is completely the ones that I attend, they're open to the general public.

Uh including their open to the city officials and city departments.

Yes, the ones that I've attended are.

I thought they worked well.

Um just trying to understand how again, specifically at the neighborhood meetings.

You're if you're asked to make a report, you'll do that.

Other than that, you just want to hear the concern of what's coming out of the community as case is their perception or engagement with the clear division.

Exactly.

And how not only what the community concerns are, but the officers, how they're responding to that, how they engage with the community.

On the 10 categories, um, I want to go back to supervision.

It seemed like we have the same, almost the same percentage of area in the red.

And so when I look at back up on the screen here, um it also has the highest number of um report.

And I don't have previous report.

Was that very close to the previous report as well?

I believe it's identical, and I can explain why.

It's it's not a failure of the division to advance.

It's a matter of timing.

We I mentioned that we have nine assessments happening simultaneously.

We just can't do every single one of them at once.

And we can talk more deeply about the assessments, but the the amount of time it takes, depending upon the assessment, to look at body warn, look at reports.

Um it we just we we don't have we don't have the capacity um with our current staffing on the monitoring team to do more simultaneous assessments.

So that is absolutely not a slam on the division at all.

I wonder if that code we all know that who sets the tone in a department.

It's the suit.

Yeah.

So rates.

That's who sets the tone in that control perfectly.

If the tone and the leadership is not set, then you have issue, you have a problem.

So possible slightly had a lot of people.

Yeah, I'm on this point, and my interpretation of this is incorrect.

And perhaps if I'm correct, it is too far down the road of a sort of adjustment for trying to have the factors.

But it's always seen that they're not compliant.

There's sort of two versions of non-compliance.

There's uh non, there's a review non-compliant, and there's a yet-to-d review.

Both are not in compliance.

But one, I think the red and uh titles suggest that it's a failure, but in many cases it's just things that have it and assessed.

So there's sort of a uh non-compliant assessed, non-compliant, non-assessed, that's how I've interpreted that's a lot of those we haven't been assessed, all of that.

So it's not our failing, I suppose people have to be could be, you know, no, it's not assessed.

I there's a little bit more nuance to that, if I may.

So paragraph 328 was in fact upgraded during this period.

It was upgraded from non-compliance to partial compliance.

And that the reason is the paragraph says the OIP, the officer intervention program will include a computerized relational database that will be used to collect, maintain, integrate, and retrieve department-wide data in a number of specific expressly defined areas.

They moved from non-compliance to partial compliance because it didn't even exist as an idea in the prior reporting period, but they made sufficient progress that it was not, it was no longer being um ignored or not addressed, right?

Some something more than no effort was happening to get this computerized relational database.

It's the procurement process with benchmark, it's the work that benchmark has done with the city cooperatively to make progress.

Paragraph 327 says CDP supervisors will regularly use OIP data to evaluate the performance of CDP officers across all ranks, units, and shifts.

That's non-compliant because that's not addressed in the current performance appraisal system.

So the difference is have you have you started to work on it as opposed to have we gotten to uh assess it yet?

If the work has begun and it just hasn't been assessed, it's not going to be in non-compliant.

It's going to be impartial compliance because we want this, we we do believe there's a difference between we can't get there and you're ignoring it for lack of a better word.

Okay.

What would be the ideal number of laws?

I believe we're at I think 1160, I believe.

Um as of last week, um we are um collectively doing everything we can.

The administration's doing everything they can to um turn that around to uh recruit um, but obviously we still have a problem.

Does anyone does anyone have what should be the ideal number within the Cleveland Division of Police?

I would say that we don't have a clear number of what the ideal number for the Cleveland Division of Police should be in 2025.

It's a bit beyond our purview.

We have experts on our team who have run police departments and appreciate the struggle.

I've not run a police department, but I've worked in management in police departments who appreciate both the struggle of recruitment and it always feels like you don't have enough.

There are tools available to to do one again.

We'd certainly could be helpful to that, working closely with the chief.

Where is he?

More would be better.

Well, we all know that.

We're trying to we're we are trying, based on what we have done within the body uh to do very supportive.

Uh but at the end of the day, we cannot force people to join the crediting division of police.

Uh in 2000, 2001, um I had the pleasure of serving with Niscons president, and the mayor at that time, uh Michael R.

White, uh, he believed the magical number was somewhere right around 2,000.

And I totally bought into that, and the rationale was that you could keep a uh a handle on overtime, a significant handle on overtime, that you could direct resources where you need them when you had crisis or uh areas of the city that were seeing substantial increases in criminal activity.

You could supply all your special events, you know, your sporting events, your community events, you could do the walk and talk again, park the cars and walk in neighborhoods, community engagement, and you could also be engaged within the schools as we once were through the DARE program and some of these other things.

So we got the 1,936, and I remember that number specifically.

And then the mayor left and the new mayor came in, and there was a massive layoff at that time, and we've never recovered.

They've never recovered from that point, and then we went through uh financial times, and then we all know what we experienced, not just us, uh, but nationally as a result of the uh the George Floyd um homicide that took place.

Um at the at the end of the day, um we have collectively, all of us have been promoting um recruitment, but it's a difficult challenge.

That is and part of and so at all the neighboring meetings we go to, what do we hear the most frequently today?

They want traffic enforcement, they don't see traffic enforcement anymore in the neighborhoods, and that's and and to the chiefs that are here, um all the old quote unquote old timers that I speak to, the former chiefs tell me uh collectively that uh law enforcement starts with traffic enforcement, that that's where it starts in the street, that's where you set the tone.

Um, and if we don't have that, it creates problems for us.

So again, I'm um maybe at some point the monitor needs to look at it or a recommendation suggestion to the us collectively, both the administration and the council as it retains to the number, what would be the ideal number of officers based on our population, based on what we're dealing with.

Uh the last point I want to make, I guess is the um the elephant in the room.

Um you are um on board until when the the monitor.

Um that's a process in which we're currently engaging with the DOJ or who?

With the city, the city and the court and the DOJ.

Okay.

So uh explain to me a little the mechanics of that.

Um the city would not have any say so if the DOJ says the program is over, the oversight is over, correct?

There's no indication that the DOJ is going to say that.

You don't have any indication.

Okay.

Because we've heard different things.

So we're trying to get a better understanding as to because I think you know, again, I I would hope you would concur.

Um the council uh we've been um we've looked upon this as we're partners.

We're looking we look upon this as partners in this whole process, and we're very much aware, as I've stated before, where we were uh many years ago and where we are today.

But as of today, um we have spent um just in this area of the the federal monitor, uh we have spent over 10 million dollars.

And the challenges that we're all confronted with today is that we are afraid, I'm afraid every morning to turn on TV to figure out what's going to get cut next on the federal level.

Understood.

I'm seeing things cut that I would never have imagined would be cut.

You know, uh, you cut food banks, you cut libraries, you cut public education, uh Medicaid, uh Medicaid is under attack.

Uh we're looking at a whole bunch of other things that we're confronted with.

And um, as the as the council president said yesterday in our gathering here within the body, um the days of the ARPA funds, American Rescue Act funds, those are gone.

Yeah, we're never gonna see them again.

Um we all we also have to be concerned what additional cuts are going to take place, not only um Washington, but in Columbus.

So again, um that's not to say uh that we don't like you, because we're we're not saying that.

We're here working with you, but at the end of the day, at some point, um, we're dealing with the financial reality that we're confronting with.

That's the reality.

Absolutely.

And I know that's all of us share those concerns and share these issues.

So, judge you, you want to comment or I'm sure you would.

Absolutely.

As the newest member of the team, first of all, I'd like to say as you know, and maybe for classes.

I don't believe I uh retired from the judiciary and I was looking forward to sailing off the sunset to the topic.

You would never do that.

Um, other than occasional marriage, but um I have to say when uh Christine she's asked to be lead monitor about this, and no one got the great course taking place.

And in answer to your earliest question, this is in the courts now.

Department of Justice can't dismiss it.

But I working with this team, two minutes I've been with them, they are committed, and I see the progress having been uh long time city resident, having worked for the city, lived in the city.

Um I told you because I see the pen.

Yeah, yeah, yeah.

Got the other microphone.

Uh you're not gonna hold it for me.

Um I'm gonna lean into both of them.

Um I see there's a light at the end of the tunnel.

Um I think I speak for myself, and I think I can speak for the members of this team.

We don't want to see the city spend an what another die more than they have to on completion of this.

And the people I have talked to so far with the city, we've made so much progress.

I I'm proud of that as a citizen, not even having been on the team long enough.

My role in this as I'm learning as much as I can as fast as I can, and they're keeping the wheels turning so that we don't miss a beat, so that we don't have to go back and redo any process because of change of personnel or chair because of change of of leadership.

And so my aspect will be focused more obviously on the legal and community aspects of this and going out so more so with the team and um just being sure we come to completion as best as possible.

Will the Cleveland Division of Police be the best in the country?

Maybe not, but they will be a good one.

You've already said this is not the same department as it was 10 years ago, and we recognize that, and we and so we're just continuing to move things forward, and we will be a better department of police.

We will be a better city, and we'll be a better community.

As I've always said to CPPA and FOP and endorsement interviews over my lifetime, when the community is safer, the police department is safer.

That's right.

When it's police officers are safer, the community is safer.

And so we hope to get to that goal.

So rest assured, this team is committed to moving as expeditiously as possible, as efficiently as possible, and being sure that we leave the best team, um, the best safety forces in place in the city of Cleveland that we can have.

And I appreciate your comments, Judge.

And um, you've been known for your upfront and uh mixing orders.

And I guess I indicated earlier, you know, I I talk to Dr.

Anderson frequently, I meet with her team, uh, and she believes uh and she's here in attendance that there has been significant project of progress in the Cleveland Division of Police.

And I always tell her, be up front with me.

If there's issues that I need to be aware of, tell me, because I have no problem letting the safety director or the chief or anyone else know.

I don't, you know, I say what I have to say.

But there has been significant progress, and we just we all just keep asking ourselves, you know, at what point, at what point is enough enough?

That's the question.

That's the question we want to be asking us.

I'm opening it up for questions right now.

I'm gonna start as the protocol council president.

First of all, Mr.

Chair, thank you foremost for putting this together.

Thank you to the uh team for coming here today.

Uh just a couple of things.

I know that a couple of my colleagues will probably have a little smaller comments to this.

Ums, I'm into transition modes.

What do we need to start looking at in order to sustain the progress that we made?

And what kind of committees, institutions, or standalone committees uh should we start trying to look at funding and standing up now in order to make sure that we continue to progress because what we don't want to happen is what happened in 2002, where we came into compliance and then we slipped back out of compliance because we did not have the right systems that we were putting in place.

Uh the other question that I have, I'll just ask both of my questions together.

AI is real, technology is real, and um I know that you know technology and AI can also be utilized for bias and could be biased at times as well.

Uh however, have you guys the second part of my question is have you guys ever looked at our technology capacity and capabilities to make sure that we're not unintentionally setting up technological things around drones and uh shot spotter and other kind of technological tools that are starting to use AI and technology and not inadvertently bias or over policing uh underrepresented communities as well.

So I know I asked two pretty uh you know interesting questions, but I just want to see if uh we're on track with both of those, if I could.

Uh yes, Council President, I'll address your first question and let the uh law enforcement people just a second.

Ironically, we talked today, had a conversation about what happens when this monitoring team walks out the door.

And that's going to be up to the civilian compliances.

And we will obviously work as we get closer to that end to being sure the civilian compliance place uh organizations and committees are there.

When we walk out the door, none of us wants to see 10 or more years worth of work go down the drain, and so that will be up to the civilian compliance groups to do so.

But we will work as we get closer to that period of time, that's something else we work on.

Yeah, and I'd like to add in addition to that, you we must remember you've got the Cleveland Police uh commission that will be here after the monitor is gone that have been primarily set up in order to 15.5 to be that civilian oversight body.

And so in cooperating that you've got a great team, I think, of community volunteers that you know our neighbors who step forward without certificate backgrounds and law enforcement, but we're taking on a union's job to ensure that the police department has the resources that it needs, but also the support of the oversight that's necessary from the civilian body.

So obviously you want to look, I would encourage you to look to the commission uh as that body that will be in in place to continue the kinds of uh progress that that's been made that it was his purpose, that's why it was established.

And you're gonna they're continuing to do, I think at this point, a very good job in onboarding uh new commissioners and they've uh expanded their footprint across the community, the number of community meetings.

So I would say look to your commission uh after the monitoring team is done.

If I could follow up on that, Mr.

Chair, uh part of what we have to do as council people are being very um cognizant of the finances and resources that we have.

Right now, I can tell you that we have several different community groups that actually claim to be the bridge between the police and the committee.

You had the CRB, as you mentioned, I know she mentioned a few acronyms earlier, the uh community uh the community police commission.

Um you also have several other types of outlets that people utilize for uh their um community police relations.

At some point in time, we're gonna have to streamline operations.

We're gonna have to make tough decisions on where do these bodies lie.

I know that the bodies uh that they voted for issue 14, which is now uh charter uh section 115.

Uh however, I just want to make you know common sense that at some point in time the Cleveland City Council is going to have to make a decision on where we invest, and we cannot afford as a city to have three to four different community bodies that we're trying to stand up.

So the reason I'm asking this question is because quite frankly, community relations board, community police commission, and others may at some point we may have to revisit hiring them all at the same or in the same department, Inspector General, similar to how New Orleans is set up, where you have all of those oversight bodies in one.

I know we have the civilian police review board here.

We have three to four different boards that are paid boards that are paid citizens, with the exception of one that are making decisions about police community relations.

And at some point in time, I hope that we can get some guidance from the monitor on how we can streamline those operations because at some point in time the city's not going to be able to afford it.

Yes.

I think one area that's really you make an important set of points, and I know you're eager to speak, Terrence.

Um I just wanted to say this first.

Um there's many bodies, the inspector general, I'd include even the division's internal affairs unit, I'd include the um police accountability team, I think about um OPS and CPRB, as well as the CPC.

Um one area that you might think about at the completion of the consent decree is very clear delineation of rules, right?

And they all have a specific function toward oversight.

Maybe there's some blurring around the liaison to the community between the department and the community.

But the the important piece not to lose is the specific roles that each of those entities have toward a constellation of civilian oversight.

And it may be that that process resolves some of your concern.

Um, because the last thing you want is unnecessary redundancy in government.

Yes.

Right?

Thank you.

Terrence?

Most of um your questions have been answered, and you even answered your own question, as a matter of fact.

But that's a question without knowing the answer.

The biggest key, as you mentioned, you all have a lot of systems in place.

You don't need any more pieces.

Um, the biggest key, and it is essential because no long-term strategy could be successful without it is leadership.

Senior leadership.

If the senior leaders in the city are not on the same page and working together toward the same destination in the future, the system, no matter how good the systems are, they're going to fail.

So senior leadership has to absolutely be on the same page to keep that momentum going.

Cleveland Division of Police was here a hundred years before any of its current members.

It'll be here a hundred years after those members are gone.

The people and systems together are what are what make long-term strategies work.

Leadership is the key to everything, particularly when you're talking about something like this.

Well, thank you.

I just really hope that we can get a list of recommendations because at some point in time it's not going to be feasible.

And it's something that I think the next council is going to probably have to take up some real tough discussions amongst ourselves about where do we actually throw our support behind.

So I'm looking forward to seeing what the body says about that.

Uh, the second thing that is about AI.

Absolutely.

Okay, through the chair, um, I'm gonna continue to put it on the record.

I think this is the state that you have to talk about that year in 2022 for someone here that is living to sit down, who maybe utilize in the office of urban analytics to sit down to have an analysis of all the various entities that touch us.

This is literally not for the business.

So we're gonna do this meeting today.

I want to ask the chair, president, how do we move forward?

The police accountability staying here, some of these here for police, someone here's here for law.

Who are the people that need to meet to make the decision?

Because coming for me, I feel like I at times like I've said this before, that our times is being wasted because we're asking the same questions time and time again, and collectively you're not assigned a responsibility to do what is necessary.

We should do this before the next budget.

If this is not that hard to do an analysis of all the different boards, commissions, or whatever, then such the consent degree to come up and right size as lawmakers who should be doing to come up with the appropriate assessment.

So I don't necessarily think it's a responsibility of the monitor team to do this.

We have people in, if we can't do this work instead of half ourselves, then we're gonna have long term problems.

Mr.

Chair, to all due respect to the councilwoman, I disagree.

I think that we have been trying to look at this.

I do think that the monitor does have a role.

I think that everybody has been trying to be respectful of all of the different bodies.

And once again, I think in about another two weeks, we're going to have operational hearings.

That could be an opportunity for having a discussion around all of these different boards, which all of them can come to an operational.

I'm here to not talk about what we didn't do.

I'm here to talk about what we can do and how we can move forward.

So that's a suggestion from the councilwoman, and that's a suggestion that I support.

We can have that conversation in operational hearings, and I would look forward to it.

I did have a part two of the question with AI, and I want to make sure that how is the commission looking at AI and how we're making sure that we are not inadvertently putting algorithms and other things in place to inadvertently have biased policing using cameras, using shot spotter using some of the tools because we're a city of a million people.

We're down to now 375,000 or so, and we are now at a point where we have to use technology to have a force multiplier.

But we want to make sure that we're not inadvertently over policing communities of color or poor communities.

Um a limited response that's probably unsatisfying.

Um in 2015, when the consent decree was drafted, there was little attention given to artificial intelligence and the impact on tools that policing has.

Certainly, even saying algorithms makes me feel a bit like a fraud.

I have no business even saying it, never mind understanding it.

I understand your point.

We can look for areas to include that thinking in our work to the extent that it's within the confines of our assignment.

I think it's a good point.

Uh Ms.

Chair, all I do is a closing, I think that that is going to be hugely important.

That's the reason why a lot of civil liberties groups give us a lot of pushback when we talk about drones, when we talk about shot spotter.

Um I think that we have to be clear that we are looking at this with a lens of equity as well.

Um, and once again, I'm looking forward to however we can embed whatever institutions.

Thank you, Mr.

Chairman.

Thank you.

Thank you.

Any thoughts or suggestions you would have to oversee because again, we have these levels, and uh and we add them all up, we're talking about a significant financial resources that we so do we need them all.

Um we need all these different levels now because of the progress that we maybe don't want to go back to it, that's for sure.

That's the last thing we want to do.

We want to keep the momentum for, but um sometimes we ask ourselves who's our first you absolutely need the functions of all these different groups.

Um at the conclusion of the consent decree, it's certainly gonna be your prerogative to figure out how they're organized and designed, and as we approach that, I'm I'm sure there are opinions not just on this side of the table, but among other folks who aren't here, um, but you need the functions for sure.

Yeah, we're not going back to that.

Regardless of changes within the shorts you change it within the man staff changes with the city council, uh we're not going back to sheet, I've got positive slight and then councilwoman jumpers.

Okay, I don't know what we're doing.

So I just got it.

Okay.

Um before I get into any specific questions, I do want to say just anecdotally, the my engagement with the first district CPOP uh program has been uh extremely successful on things that are arguably uh big and getting a lot of attention in the neighborhood, but also on things that maybe are maybe uh happening more in an individual household or something that's affecting a few people in the neighborhood wouldn't otherwise be aware, but uh the police officers have taken um a as much of a focus and their time on those smaller things as well.

So I just want to say that also as just a bit of a joke, but not really if you have tips on how to get the law department to give you records when they don't want to, we'd love to hear it.

Because they tell us no and we have no recourse, it seems uh, but that's a different conversation.

Um my first question I want to just be clear that I'm not it's not an adversarial question because I know we've had a lot of back and forths in the past about billing.

Um but it's if I am to look at what we have in front of us, and I appreciate you don't have this in front of you, and I'm happy to pass it over.

It's it's a month by month over the past number of years of what the city has spent towards the monitor, and if we were to project out what we're being shown is spent through July of this year, it would essentially be a 20% increase over it.

There's a lot of variation year over year of what we spent as low as maybe $700,000 up to 1.3 uh and you know with additional numbers beyond that.

This is on track towards almost like a 1.6.

So I'm curious uh if there's any reason that you could think of why that would be, is it it could be is it uh additional meetings with Judge Oliver, there's clearly more assessments happening, and um is is there anything that you is this uh just that are is this the new normal because costs have changed with inflation, just so we can sort of anticipate as we think of the financial aspect of things.

Yeah, thanks.

And I don't take it as adversarial at all, particularly because I didn't develop that budget, nor have I looked at those numbers.

Um, because that's the Hogan Levels team that has done that.

Um I can tell you, while I don't have my my budget numbers in front of me, um Melly and I have together proposed a budget to the city.

I don't know how it compares with Hogan Levels in sort of in the aggregate, but the the um monitor and the deputy monitor have have put in for a salary that is slightly more than all the subject matter experts on the team, and our salary or hourly wage that we've put in that budget is less than half of the Hogan Lovell's associates or affiliates were charging by the hour.

Um there were four to five members of the Hogan Levels team at that rate of pay, we have two at less than half that rate.

I will also say assessments are expensive.

Um I mean to to tell you that some use of forced cases can take multiple hours for a single reviewer, depending upon the number of body worn images that need to be reviewed, the length of the report, the complexity of the case, um they can take the least the least serious ones might take an hour or two, and the most serious can take four to six hours, and that depends upon the reviewer sometimes, but there it takes a lot.

Terrence told you about this um search and seizure assessments, similar processes, some are more complex, there's a stop, then there's a search, then there's contraband, then they're like it's just ex assessments are expensive.

Um we we promise and commit to being as good stewards as we can of your money.

Um I feel like that's the way I live my life, but when I've got a Clevelander next to me who's saying we've got to get this done and get it done efficiently, it it raises our our game, all of us, I think.

Um having worked in city government, I I know exactly from where all the stakeholders come, but I also appreciate where you come because I pay taxes in the city where I live too.

Um I can't answer your question more specifically.

I I thought that's I think that's a satisfactory answer for me.

I mean, in short, if it is thank you, and uh appreciative of the information on the the change in anticipated billing rates, but if the answer is really that we're doing far more assessment, which I think has been the goal of this body and others for a long time, if that's merely the cost of moving forward at the speed we've all been hoping to move forward, I I think that that can be couched as a good thing.

Um, and and I appreciate your if if I'm being if I'm being true fair and open and honest, I think one of my frustrations in the past has been this is a low-income city.

We do have to have a balanced budget, and and I've said this, you know, that uh for every dollar we spend on doing you know the monitoring of this is a dollar that could have been spent on something that actually would have promoted public safety either directly or indirectly.

So I think we all sort of share that perspective.

Uh so I'm not again I'm not intending to be adversarial.

I hope that I'm not.

No, you're not.

Um sort of in a similar in a similar context, but maybe slightly different.

I so I I think we could potentially all potentially all agree that it takes a you know, it's takes a long time to build public trust, whether it's about what police are doing, about uh safety in one's neighborhood, you know, there's a lot of perceptions and singular incidents can uh you know deconstruct years of efforts and building public trust in institutions or in the wider community.

One of my concerns over time, and I what I'm curious about is the degree to which it's analyzed, because I'm not sure that things always neatly fall into these categories, are how our efforts to address very overt constitutional policing and data tracking and things have spillover effects on things that are arguably more like nonviolent, mundane policing.

There was a fender bender and it took a long time for an officer to respond.

I was actually, I had to file a police report for fraud a couple weeks ago, someone got my credit card, and it's okay.

But you know, and things like uh the things that are not gonna neatly fall into one of these ten categories, but I think that when people are like it took eight hours for the police to be able to come to Dust for Prince because they're focusing on on all these other issues, or we do have traffic enforcement needs or noise complaints and things.

That's a lot of the ways that most people interact with the police on a day-to-day basis, and it just doesn't always neatly fall into one of these ten categories neatly, and arguably is not what we're thinking of or aligns with the needs of constitutional policing.

So I'm wondering if there's any analysis that you all do of sort of calls for service that kind of fall outside of the 10 categories and how the overall provision of public safety is being affected and hopefully not adversely impacted by our need to also meet the expectations of the monitor.

Those are great questions, and most of them fall more directly into the lap of the division than they than they do us, but you're asking the absolute right questions.

Um the settlement agreement or consent decree does call for is for the monitor to do a biennial community survey.

Um we launched a survey in 2016 and 2018.

For reasons that I think are very obvious, we did not do one in 2020.

Um a combination of the climate towards policing, uh a worldwide pandemic where people were asked to stay at home, um, officers um under stress themselves for their families, um, short staffing, illness.

People weren't on the street.

There was little opportunity to interact with police during the 2020 year.

2021 didn't look much different in terms of COVID.

I it feels shocking, but really we it was for two years we we really changed our lives.

Um at the request of the administration in 2022, we did not do the survey.

We now find ourselves three years since that request by the city, and and seven years since our last survey.

Um, and that's that's on our that's a responsibility of the monitor in conjunction with the city to figure out how to get accomplished.

Um it's a significant undertaking, it would be an additional expense.

We're gonna have to figure that out, and we've been in conversations to do that.

It's not a complete answer to your question, but it starts to, right?

To be able to gauge the sentiment of people in the community about how the police are doing is really important.

There's interesting technology that helps that be done on a regular basis that many police departments are using.

Um there are other ways to do it, but I'm cognizant and need to say that the monitoring team has not followed through on its responsibility to with the city to figure out how to do a um a community survey.

I think I think that's uh as you said, it's not the entire answer, but I think it shows a path forward towards a more holistic answer.

So I I would love to find any way that we can this body can partner with the monitor to do that report.

I do think that there is a uh a slight concern among I I will only speak for me that community engagement has led to a a number of people who are more likely to attend, and if there's any way that we can sort of maximize the spread of any kind of survey uh to get better data, I'd be happy to help participate in that.

Uh, because I I do think it's important and and I I constantly trying to figure out how we can simultaneously address our real public safety issues, but also be not letting people's perceptions of public safety kind of skew our efforts to do larger community things.

Um two last things, very brief because we could it could be a whole long thing, but in the previous report, you had noticed this was at that time we were anticipating the first changeover of the community police commission.

Uh, there were a number of challenges laid out in the 16th biennial report.

The challenges laid out in the 17th biannual report are are more or less the same, but I'm wondering if you're able to give any information on sort of the how you feel this version of the community police commission is operating.

Obviously, it had a rough start over the last couple years, but there's I I think an optimism on this side that we are turning a page, and if that body is going to exist, then it's going to be uh a value add, and and it's that that that value add has maybe been a little slower to come to pass than we had hoped for.

Um I think you're absolutely right, and and Charles spoke to some of this earlier.

You know, all the commissioners have been seated, they're actively um working on a number of different fronts.

You know, in the in the scheme of the world, you know, Terrence talked about the Cleveland Division of Police has been here for a hundred years before it's probably more than that, or 1796 city council.

Um the Cleveland Division of Cleveland has had a police division or department for many, many years.

The CPC continues to be in its infancy.

And that recent turnover was was a difficult one for a number of reasons.

It took a while for the process to fully play out.

I hope that that won't happen again, either the difficult transition or the duration it takes to seat new commissioners, and then that getting them trained and ready to act.

Um I think Charles said this more this afternoon that or somebody else did that they're getting ready to work on their first evidentiary hearings.

That's a milestone.

That's a really important milestone, and the work that the CPC has done to get itself here, pardon me, is worthy of celebration.

That's to say, however, that there will continue to be moments where it's not the most smooth, smoothly operated machine, and I think that comes with with maturity, and I mean not maturity of people, but maturity of process and routine, and that we we we develop the um the muscle memory among more people on how the processes should work, can work, and will work.

So I I share your hope and confidence that we'll see these things continue to grow, deepen and strengthen.

Sure.

Uh and and I'll close, Chair, by saying uh uh Ms.

Cole, you had said somewhere during the presentation that this isn't a linear process, uh there can be some setbacks.

I will admit that a worry of mine has been that just the very nature that this is in a linear process makes it perhaps impossible for every every dial to turn dark green on this, that it can go back and forth.

And I've always and I've always well I know and I've always worried that there's a there's uh some theoretical point in the future where we are just unable to get that last five percent because of the nonlinear aspect, one thing falls backward, and then it's it sort of derails.

I will say at this stage, seeing the number of uh assessments coming forward, this is more optimistic than I've felt, I think in a long time that we are really starting to we've accelerated onto the interstate, we're going 65 miles an hour, and and we're gonna get there.

Perhaps it's a risky question and another unfair question to ask you, but sort of in a best case scenario, depending or given that we have three assessments occurring right now.

What is sort of a best case scenario of moving towards all assessments being completed and that period of time where we're in like more of a maintenance of constitutional policing and not various stages of assessment of it?

I I'm reluctant to put a number of months, whether it's 12 plus or or you know, which turns into years, I'm aware of that.

I'm reluctant to put that kind of label on it.

Um Melody said she's been here a minute.

I've been in the position of interim monitor, you know, the same amount of time as she.

So um there are a couple of areas in which I've not been deeply involved, even though I've been on a party to this for 10 years, and I'm still getting up to speed.

Um there's a section in the CIT assessment that I mentioned was filed in court on Friday.

It's a lengthy section, it might be as many as six pages that talk about that talks about how we do the assessment.

Like what's the compliance rating?

And it talks about over a period of time and over a number of cases.

We're not looking for in use of force, for example, to have you know uh an error rate of 10% or less across every uh forever, because we recognize that we're working with humans, right?

So we we talk about over time, over a substantial period of cases.

Um what's the what's the deviation?

What's the problem that happens when there's something that's out of compliance?

If it looks like it's a one-off and it's a individual behavior versus a pattern of behavior, it's almost something we can ignore.

Uh and I'm speaking more to your can we get all the dials to green?

I think we can, and I think it's a relatively short time.

Um I know you want to know how many how long.

It's the only number I heard you say was 12, so we'll say I screw that up because I know 12 months equals one year.

Um and so when I was speaking in months, I didn't want you to infer that it was 12 or a few more months because I don't think it's that short of a time.

Um it's certainly um I I shouldn't say anything.

I mean it it's we are endeavoring to get as much as we've grown to like the city of Cleveland.

Santee says it's her home.

I love the food that I eat here and the restaurants and the people that I've met.

But as the chair said, it's not that we don't like you, but we're as we're gonna be as happy to wrap this up for you as you are going to be happy to see us go away and stop paying the bill.

It's our goal.

Thank you.

Okay, councilman, any other questions?

Um through the uh chair to the team here, good afternoon.

Good afternoon.

Um you all started to talk about the num my number one question this community survey.

Um goodness, how would I say?

All right, so my question is I give, and I want to understand this correctly, um, that uh the as the interim monitor, you all have put together a budget as we're looking to 2026.

Did I hear that or no?

Um when the when the judge appointed us um monitor and interim monitor, I shared a budget with the city and the DOJ for a six-month period.

So um both so that there would be some idea about whether that was acceptable or not.

And so we're in the process of discussing that.

Okay.

And um, so as a follow-up to that to the chair to the team here, did uh an investment in a community survey, was that a part of the budget?

It was not.

Okay.

Okay.

So as we look at uh let me give us together.

So as we look at the biennial community survey that has not been done and going on seven years, now going on eight years for a multitude of things.

Um what is what is the plan?

What is the plan?

It's a perfectly fair and reasonable question.

Um we've had conversations with the DOJ and the city about what we want the survey to accomplish.

Um I should back up.

The way we've done it in the past has been with um what survey folks called random digit dial, um, where we've we've hired a contractor to do a telephone survey and to reach a prescribed number of people in certain categories of people.

Um people by certain age groups, ethnic groups, like linguistic groups, um, areas of the city, and that we've asked them to over-sample groups of people who are more likely to have contact with the police.

And it's general generally um young men of color.

That's a process that we're wondering, we're asking ourselves and the parties if that's the right process to use again, because since 2015, even as recently as 2018, telephones are really different.

Um people don't answer their telephones if they don't know who it is, it says spam likely.

Um the time and expense it would take to use to use that same model may not give us the kind of results, and when I say us, I mean all of us, not the monitoring team that we're looking for.

So we've we started conversations with the parties about what do we want the survey to do, what's the what are the plus and minuses of processes to use, what would that look like?

Um, and we're in that conversation as recently as two days ago.

And um, as a follow-up through that, how much did it cost back?

Do you have any idea or does anybody have an idea how much did it did it cost to administer a side rate in 2018?

I'm guessing I'm testing my memory.

It was somewhere between like 50 and 100,000.

I want to say 75,000.

I have the record, I could figure it out.

I just I don't want to spend time searching my computer right now.

Okay.

Um, and uh just for all intents and purposes, how's the city defined as a uh according to um the biennial community survey in uh point 362?

It says the city and the DOJ will endeavor to secure uh private funding for the biennial community survey.

Um how who is the city?

I'm not the author of that paragraph, but um it means to me that any stakeholder that's represented um in the you know the city was the defendant, so um is it the administration?

We know that you guys have the money, um, so there's a partnership, I suspect, but and so uh and I'm bringing this up because I know I had a conversation um with members of the administration probably was like late May, early June about you know, trying to have some level of um administering the survey to kind of get the tip of the temperature of community members, and it was communicated to me.

No, that's the monitor's responsibility.

I'm summarizing.

And for me, I just think these are these are our people.

Like, I mean, you all are guests, your visitors in my eyes.

Some of you all, hey, hey, hey, but for the most part, you all are guests and visitors.

You are not the long-term carers, caregivers of the residents of the city of Cleveland, the members of those of us elected and hired to work for the city of Cleveland members are, and hopefully, as you all are coming with coming up with whoever you're having the conversation with about hosting um or conducting a biennial community survey.

Um we will have a more community center focus for those of us who are elected and hired um to actually conducting this actual survey because again, you can't serve people that you are not willing to engage with on a consistent basis.

That is coming from me, and uh at times I I just I I just think it is um we're doing our community a grave disservice by not taking the time to actually engage with them and get their thoughts and opinions about this work.

Thank you.

And uh again, monitors, I mean, again, I understand what this consent decree uh says, but like I said, you all are our guests.

Those of us who have the city in our title that we get paid for, this is our responsibility, regardless of what's on this paper.

And I hope that we will commit moving forward as we go into this next 2026 budget that we will have better mindfulness of that and bring solutions to the table and not putting now all at your feet because, like I said, this is the city that I live in, and we are all care caretakers of that.

So that's my first question and point.

Um the second one was on um you had talked about um the uh this past Friday of submitting the crisis intervention uh report.

Um through the chair to the team here who has uh who can have access to that report.

Um, so specifically, can Cleveland City Council members get an actual copy of what was submitted to Judge Oliver, whoever it was submitted to?

We're happy to forward that to you.

Absolutely.

Yeah, then the reason why I am asking this question explicitly um is because um uh uh myself, councilman's life, councilman more uh in partnership with others have been working on Tanisha's law, and crisis intervention has always come up as a sort of source of contention of why we can't do Tanisha's law and all of the other things, and we have made a decision to move forward with Tanisha's law of going through having um actual hearings and things of that nature, and to be an actual responsible partner.

Um it would be helpful to actually see what was in the crisis uh crisis intervention section to see if elements of that need to be incorporated in the proposals because unfortunately the administration has been um they just have been dragging their feet and and and it's it's unfortunate, but that's where we are.

Um the other question that I had this was under through the chair to the monitoring team as it relates to the use of force, and I just want to take a clarification that you indicated that you reviewed all of the level one and level two use of for case use of forced cases.

Can you uh you know just outline what what how many of them were there and the time that it takes to actually do that level of uh review?

Um we we reviewed um I might have um Terrence and Shantae, Terrence.

Maybe you can talk about how much time it takes while I can look up how many there were because I have no idea in this moment to review a single case.

You can take anywhere from average one three hours, which depends on the fact that all the number of officers involved has uh a huge uh part to play in that uh because the different camera angles will give you different uh perceptions of the scene and the incident.

So that's the best rough estimate about one to three hours depending on the review.

Some people read fast from others, some people can process video fast from others.

It can be about three time consuming process.

Um what I'm opening up on my my laptop here is the individual responses from the reason I don't know the number in my head, is we got them in batches by quarter.

So after the close of a quarter, we got a batch of cases, we assigned them and reviewed them, and then we got a subsequent batch at the end of the next quarter.

As I think Shantae indicated, on an almost monthly basis, we met with the chief and gave feedback on cases that were either worthy of celebration or worthy of some discussion.

Um, and the discussion to be fair, generally was so tactics might have been improved a little bit in this and that, or this is a training thing, but rarely did we have any problems with the use of force, and if we did, we were talking about it because the chain of command um was able to catch the one two, three.

Five six, seven, eight.

We reviewed about um 268 cases of level ones and level two uses of force, and then the level threes from both 23 and 24 totaled about 47, I think.

Yeah, so we've reviewed um about 300 use of force cases for this assessment.

Okay, and I know you indicated through the chair to the team that that there's progress been made, but specifically within um in terms of use of for use of force, it indicated that in the trainings it might be a preference for um some of our public servants to do the trainings online, but it is probably a best practice to have the trainings done in person, and so do you see any changes that are actually occurring within our um Cleveland police department to um and also not just the the public servants like our police officers, but those also that are on the force review board, I guess yes, right?

Force review board um to ensure that they are having their annual trainings and having a letter level of standardization in that process.

Are you seeing potentially you know a movement in that area based on the recommendations that have come from the monitoring team?

Yeah, the the training that is done for use of force happens both online and in person, and that combination feels to be the right mix.

Um, there are some things that are um that really lend itself to being online, like the contents of a policy, and then the stuff that needs to happen in person is the actual physical practice and conversation with partners.

Um, one of the police chiefs can probably speak about it a little bit more eloquently than I, but it feels like it's the right blend.

It is the um right blend, specifically um the in-house training, in-person training.

Um the scenario-based training is what I really love that Cleveland does, and what it is is they'll give the officers a scenario, then between them and their partner, they will act out the scenario.

Um the observers along with the trainers get to see and hear how they will respond to that particular type of assignment when you're in person, you can provide that additional information on you didn't do it quite wrong.

However, there's a better way of saying this.

There's certain things you should say and you shouldn't say that can cause certain triggers.

Although it may not be exactly wrong, but you get to have that conversation on how they can say things better, how they can do things better, and just give them a and not necessarily better, give them a different perspective on how they can handle a situation.

Whereas online and situational, you don't get to hear that feedback.

Why did you do that?

What was you thinking?

What did you see?

Because I didn't see that, but you saw it.

Okay, let's go from there.

Is that responsive?

Yeah, it is, and and I I guess, and then I guess through the chair to the team here.

It are you saying for the review that you all have indicated, the monitoring did of level one and level two cases.

Are we ourselves doing this review?

And I'm saying, like the supervisors, directors, is that a practice that should be done within the city of Cleveland in and of itself.

It would be um it would be an enormous use of resources to do exactly what we have done because we have looked at every single case thoroughly.

I think a better practice is for um uh high-level random selection or using data to identify based on a call type, a place where force might be likely to use and then pull that individual body cam video to see how that force actually went on the street.

But I would not think it would be best practice for the the city to replicate our work.

Should they do some of it?

And are they doing some of it?

Yes.

Okay, and actually, as just at the end, um, because I know my time is probably expired and my computer is about to die.

Um, the one thing that it it talked about is it was two different things that I just wanted to highlight in the monitor, um, the former monitor's um letter that talked about unfortunately city law continues to challenge elements of the monitoring progress, including access to information, assessment methodologies, and billing.

And I'm just gonna highlight just the assessment to information as my uh council colleagues life indicated, access to information.

Um, this is just an ongoing problem, and it really creates uh a divide at times um when you're trying to be a partner to get to an actual goal.

Um, and I hopefully moving forward we can really work on this because again, it does not um settle well when when uh everyone has their responsibility and jobs to do with, but when there's a withholding of information, have information being shared, it really makes it really difficult to do your job, or I don't say and to do my job or our job, and I hope that for whatever challenges or real or unreal, that we will uh really just have some better practices put in place here and city council um and at the end of the letter, um you know, uh Mr.

Racing, uh, which I do appreciate because sometimes speaking the truth to power at times um bothers people's soulless fear, but at times um, as he indicated, Cleveland residents have long demanded accountability, transparency and fairness in policing.

That is what they all deserve, and I hope that we all can be committed to doing that.

So thank you.

Thank you.

Any other questions of the committee or the federal monitor?

Yes.

Small one.

Um question chair committee about the search and could you explain a little bit in detail what a officer search search and seat.

You know, what does you know what does that incumbents?

There's usually um state law and um the constitution, the bill of rights that govern what police departments can do.

Constitutional policing is not an add-on, it's not an extra thing, it's the way you are supposed to do business.

So when it comes to searching procedure, the standards approved, the thresholds have to be met for a resident or a member of the public before their space or their person can be subject to the state taking away that, taking away their liberty and that privacy.

So what that means is in order to, first of all, in order to stop a person, detain a person for a brief detention.

That's known in the business as a tearing stop or a field interview or a subject stop, depending on where you are.

Any reasonable suspicion.

That means the officer has to have a reasonable belief to suspect that a crime has been committed or is being committed, or is being committed.

To make an arrest or to get a warrant or subpoena for records or something, you need probable cause.

And that is that's a higher standard.

That's a quantum of evidence that uh would make a reasonable police officer believe that a crime has been committed.

They sound the same, but they're different.

So when we do the search and seizure assessment, what we're doing is we're making sure that the decisions that have been made, the and the actions that have been taken meet those thresholds, and that the stops are reasonable, that they're lawful, and that they're constitutional.

And that's what that's what the search and seizure assessment does.

Okay, and to that, uh that's a great explanation to that don't reason I ask is because I got a call last week from a resident uh father saying that uh that police officers came to uh his son and wife house at two o'clock in the morning to do a search and seizure, and they didn't know why they were, they came in the middle of the night to to wake them up to do a search and seizure, which I wouldn't know, but we got a call, and um then um say due to something, then there was some accident that happened with the police car.

The police car got got slightly side swapped, but then they didn't know that they were pitted, and then they woke them up at two o'clock in the morning, they woke them up at two o'clock in the morning and to uh um told them that they was going to um arrest them for an accident that they was not in, but they claimed they were in, and eventually um uh they did not that they eventually the the police office didn't arrest them because they were gonna arrest the wife because it was her car, and they would just explain to me uh who next, how do they handle this situation because they felt um invaded uh in their homes at two o'clock in the morning who woke up on an accident that they wasn't aware that they did because due to a scratch to a side window of a car.

So when they were telling me all that, I wouldn't know to know that that's what I said, but I told them that um they wanted to know what can they do because it because in the day the police uh they said that they called the uh acting commander of 4th district, uh uh they called the fourth district, and um I guess the conversation was had and then they told the officers to um to I guess decease and and and just leave, but then the next morning when they called me to explain to me about what happened, they wanted to know what was the steps for them to pursue a complaint after this because um they were gonna literally told tore you know told her car away at two o'clock in the morning and then attempt to arrest her since everything had calmed down, they wanted to know what was the next step to for the complaint, and then after after the complaint, you know, who uh you know um who gets the complaint after they complain to the police, what's the next step after the complaint?

So I um just told them as far as I know when they file a complaint, they go to the uh the office of professional standard, that's what it would go per se.

So, due to that, I just wanted to know what uh if uh if you guys were aware of that incident that happened last week, did it get to your it wouldn't get to you guys if you get to the office of professional standards and then that didn't for that.

That's right.

Right, councilman, obviously we care.

Yeah, without talking being able to address the individual situation, what what Chief Gordon's talking about also, of course, is when you're talking about um reasonable suspicion of the crime, all these things deal with outside of a search warrant because their officer gets a warrant, they execute warrants, and these are situations that are outside of warrant, and they've got to meet certain standards to have reasonable suspicion to to do something in their rules, exigence exigence search circumstances, public safety, etc.

But yes, that complaint goes OPS.

This that's part of a small microcosm that we evaluate in the whole process.

And to the viewing public citizens can always go right to the local police district as well.

Also with the safety director's office.

So again, that's the protocol.

Without any further questions, I want that monitor coming to the table and the team for updating us on what's transpired within the previous groups where we've had success.

But please uh give the police department an opportunity.

Look into becoming a part of the Cleveland Division of Police.

Uh become stakeholder, uh become a um part of the solution.

Um you'll be surprised uh some of the five people I've had the pleasure to meet with and work with have been members of the original police organization.

So again, uh we look forward to continuing our dialogue, uh which is a cordial dialogue, and uh again, I want to say this with uh House President Love, but we are here to work together.

We are here to work together.

But we're all of the opinion at some point uh uh park company.

Uh sooner than later.

Okay.

Uh that's our goal.

Sooner than later, park companies.

I mean we're gonna be around, right?

But I mean we want to do uh challenges.

I will tell you, again, as a senior on the end of the days today, challenges that I never ever imagined or envisioned.

It just the world has changed and um society changed and the way we need operators within the city.

We need uh I'm glad to hear because of the wonderful suggestions being made by many of the newer murders.

Um, you know, we either uh we either adapt or we perish.

You know, we uh we have to make changes, significant changes the way we do this.

So again, I want to thank everybody for coming in, and uh we will stay in fact so without further ado, just want to do, yes, yeah, Mr.

Chairman, as you may be aware, it's a model at three o'clock.

There's a status conference at Judge Allen's court too which the council is invited and encouraged to please keep uh be using uh in the communications.

Um we have no we have no uh a further uh public comment.

So at this point, the committee stands to juror.

Thank you very much.

Oh, the main time, given the whole book that sounds like you're doing this, you make it simple on our residency with the.

If you like that, yeah, good.