All right, welcome everybody to the criminal justice planning council meeting on May 18th of 2025.

It is currently 405 p.m.

I'm gonna have everybody introduce themselves, starting with you, Madam Clerk.

Uh, Casey Bell, Marion County Clerk.

Judge Mark Rothbard, Chief Judge Report.

Scott Hall, Executive Director of Man County, and I am Marion County Prosecutor Ryan Mears.

We have an approval of the minutes from our previous meeting, which was in November of 2025.

Do I have uh a motion on that?

Seconded.

Okay.

And uh motion to approve the minutes.

All in favor.

All right, the eyes have it.

Uh we're gonna have something from the sheriff's office, but it doesn't appear that they are here yet.

Uh, but I would like to turn it over to our newest member uh of the council.

First of all, welcome, Chief, to uh joining us here on the criminal justice planning council, and uh you were kind enough to agree to kind of give us kind of an overview of what you guys have going on at IMPD.

So we'd love to hear from you.

So with that, Chief, take it away.

Yeah, um, I just kind of wanted to highlight some of our I think successes uh over the course of the last.

Do I have to turn that?

There we go.

Successes over the last uh several years, but uh last year and into this year and and to current day uh reductions in violent crime, and so uh today's uh statistics are um we're down 23% in homicides and 21% in non-fatal shooting incidents.

Uh and I think the important thing to recognize in that is that those numbers uh that we have are still too high, but those reductions uh represent families and victims uh that we have prevented violence from striking.

So uh we will continue to prioritize reducing violent crime under my leadership uh with the the base and the foundation that Chief Chris Bailey established under his tenure.

Uh one of the uh other things that's a priority for us is to continue to reduce the need of uh police response for non-police related types of runs, and I think that's something that this council had discussed previously with Chief Bailey.

And uh we've been working closely with other agencies, including Mesa and uh OPHS uh with our CLCR program here in the county now is is countywide.

Uh all of our service districts are served by the CLCR, and uh we have additional partnerships with IEMS uh to identify the high utilizers of multiple services and the 911 services to identify areas and ways that we can divert calls from uh making it to IMPD officers to respond in in police capacity and and instead send providers or other uh resources to those types of calls to eliminate that uh unnecessary police contact with members of our community that really just need other services.

Um CLCR is currently undergoing some training with Mesa on identifying and refining how we identify and filter uh those 911 calls so that we can improve our efficiency in that area, and we continue to uh work alongside them to triage and identify those particular types of calls.

Uh the other big news uh that I would say is uh really a gift.

I think for for the entire agency that was started under Chief Bailey's leadership, is our strategic plan, which was actually started.

The process was started one year ago in February, and we just uh announced it in February of this year, not long after I took the head of IMPD.

So that strategic plan is really a roadmap for our next five years with IMPD, and it culminated with uh over 1,300 uh members of our community represented by every zip code within Marion County having input in this plan, and then over 2300 uh members of IMPD, both sworn and civilian.

So what came out of that plan was identifying our strategic priorities for the next five years, and the first one is fostering a workplace that supports the health and professional growth of all IMPD employees.

The second one is enhancing community safety through mutual support, trust, and understanding, and then the third is investing in department infrastructure to improve efficiency preparedness and morale.

So as you can tell by uh the order of those priorities, our goal is to ensure that we have an environment where we have healthy and happy employees that are engaged and want to be here, and uh part of that is also related to retention and recruiting efforts, and then also making sure that having healthy and happy employees translates to positive community interactions and positive community outcomes.

So we have to be uh healthy from the inside out so that then we can focus on uh that community safety aspect and continuing to focus on uh those relationships, uh maintaining trust with our members of the community, and uh continuing to establish existing and new partnerships within the community to work alongside each other uh to address issues within the community.

And then that third one was the uh infrastructure and morale and preparedness has to do with our our facilities, uh has to do with uh maybe software, technology, uh equipment needs, uh, to make sure our our workforce is uh prepared and well equipped uh to carry out their duties.

So that is the the high level overview of our priorities, and we do have a strategic plan website that's dedicated to exactly more details and subcomponents of those uh priorities, and then the ability for anybody to follow along with our progress on how we're doing on implementation.

Thank you, Chief.

Does anybody have any questions for Chief Terry?

Thank you.

What's CLCR?

Oh, I'm sorry, it's clinician-led response.

So they are the clinicians that will field some radio calls uh that we think are nonviolent, uh, that they can be better served by having a clinician response instead of a uniform police response.

Thank you.

You're welcome.

Chief, you you mentioned infrastructure, and one of the things that we unfortunately spend a lot of money on is infrastructure as well.

There seems there appears to be a lot of redundancies, and judges probably impacts you guys as well.

You know, we're storing body camera footage or storing body camera footage.

Um that information needs to be discovered, it has to be available on on e-discovery.

I guess you know, partially in observation, just in terms of how much we read in prosecutors' office duplicated in terms of of what you guys have and what you do, and certainly sometimes you guys need to hold on to things longer than we do for various reasons, uh, but there does appear to be some natural synergy there where we could just be paying one storage cost as opposed for you know costs for for everybody who's who's involved, whether that be the courts or the prosecutor's office.

Is there a way that we can maybe work to try to find some level of efficiencies on issues like that as it relates to to infrastructure?

Because I just think of all the stuff that you give us every single day, and how we have investigated cases has changed dramatically, and the amount of information associated with every case has changed dramatically for in positive ways.

But that's a lot of data that we store and we're both storing it, and we pay a ton of money to to store it.

Is there some way we can find some level of efficiency, maybe where we can pass those savings alongside the taxpayer?

Yeah, we would love to explore whatever options are available, and I know I've been a part of multiple conversations on that issue and that very messy um thing that we're both dealing with, and how I mean it it started off with how do we get those large files to you because those files are going to continue to get larger and larger.

And then we do have some legislative obligations with our retention periods now to address, and that's not just with digital evidence, but with physical evidence as well.

So absolutely love to entertain those conversations.

Yeah, it's uh whenever you look at your budget and you see what you spend on storage.

I mean, it's just uh huge, huge number.