>> WE'RE GOING TO INTRODUCE
EVERYBODY TO THE THREE
FINALISTS FOR THE OFFICE OF
CHIEF OF POLICE FOR THE
SEATTLE POLICE DEPARTMENT.
THE THREE FINALISTS ARE ADRIAN
DIAZ, INTERIM CHIEF OF POLICE
FOR THE SEATTLE POLICE
DEPARTMENT, KEVIN HALL,
ASSISTANT CHIEF OF THE TUCSON
POLICE DEPARTMENT, AND ERIC
GREENING, ASSISTANT CHIEF OF
THE SEATTLE POLICE DEPARTMENT.
SO JUST SOME QUICK BACKGROUND
HERE.
THE CHIEF OF POLICE IS
APPOINTED BY THE MAYOR HERE IN
SEATTLE AND CONFIRMED BY THE
CITY COUNCIL.
FOR THIS FORUM, THE MAYOR'S
OFFICE RECEIVED MORE THAN 150
QUESTIONS FROM THE PUBLIC.
FROM THAT, SIX COMPREHENSIVE
QUESTIONS WERE DEVELOPED THAT
I'LL ASK ALL THE CANDIDATES.
THEY'LL HAVE FIVE MINUTES TO
RESPOND TO EACH QUESTION, BUT
THEY'RE NOT REQUIRED TO TAKE
UP ALL THAT TIME.
I MAY ASK A FEW FOLLOW UPS,
BUT THE PLAN IS TO PROVIDE
EQUAL TIME FOR ALL CANDIDATES.
WE'LL START WITH INTERIM
POLICE CHIEF ADRIAN DIAZ.
GOOD TO SEE YOU.
THE QUESTION IS WHAT POLICING
ALTERNATIVES DO YOU SUPPORT,
HOW WOULD YOU PRIORITIZE THIS
WORK AS CHIEF OF POLICE?
>> YES, SINCE I STARTED MY
CAREER, I'VE BEEN A SUPPORTER
TO A LOT OF ALTERNATIVES TO
POLICING.
RIGHT OFF THE BAT, WHEN WE HAD
A NUMBER OF HOMICIDES IN SOUTH
PARK, WE STARTED A EXECUTIVE
INITIATIVE THAT BROUGHT A LOT
OF DIFFERENT SOCIAL SERVICES
TO THE COMMUNITY.
BECAUSE WE KNOW THAT SOCIAL
SERVICES, INVESTMENTS IN OUR
YOUTH WILL HELP AVOID FINDING
THEM IN THE CRIMINAL JUSTICE
SYSTEM.
SO WE HOPED TO BUILD THOSE
INITIATIVES FROM A VARIETY OF
DIFFERENT THINGS.
FROM JOBS TO CASE MANAGEMENT
TO, YOU KNOW, AGGRESSION
REPLACEMENT TRAINING.
A VARIETY OF DIFFERENT
INITIATIVES.
AND THAT ALL HELPS THE POLICE
DEPARTMENT BECAUSE IT REDUCED,
WE ALMOST WENT 11 YEARS
WITHOUT A YOUTH RELATED
HOMICIDE IN THAT COMMUNITY.
I HELPED CO-ARCHITECT THE
YOUTH COALITION, AND I WAS
OVER THE SCENE, THE MENTAL
HEALTH FOR CORESPONDER MODEL
WITH OUR CRISIS INTERVENTION
OFFICERS, AND WE HAD INITIALLY
ONE OFFICER, OR ONE MENTAL
HEALTH PROVIDER EMBEDDED IN
OUR TEAM.
I ACTUALLY WAS ABLE TO
INCREASE IT UP TO FIVE.
SO THAT HAS BEEN A HUGE
BENEFIT TO HAVE THAT
CO-RESPONDER MODEL IN THE
DEPARTMENT.
AND I ESTABLISHED THE
COLLABORATIVE POLICING BUREAU
AND BROUGHT BACK THE COMMUNITY
SERVICE OFFICERS.
THEY INITIALLY STARTED OFF AS
A SMALLER NUMBER THAN IT IS
RIGHT NOW, BUT I WORKED WITH
THE COMMUNITY TO GET IMPUT ON
WHAT THE JOB DUTIES WOULD BE
TO HELP REALLY BE ABLE TO DO
THE FOLLOW UP SERVICES TO
OFFICERS WORK.
BECAUSE WE KNOW THAT OFFICERS
ARE GOING FROM CALL TO CALL TO
CALL AND NOT ABLE TO PROVIDE
THAT LEVEL OF FOLLOW UP.
SO I'VE HAD A HISTORY OF BEING
ABLE TO REALLY ESTABLISH
ALTERNATIVE RESPONSES.
BUT THEN WHAT WE'RE ALSO
ACTUALLY DOING IS OVER THE
LAST YEAR, WE'VE BEEN WORKING
ON OUR NICK JR. REPORT, A CALL
ANALYSIS FOR EVERY CALL IN THE
DEPARTMENT, AND WE ESTABLISHED
THE RISK MANAGEMENT DEMAND
PROJECT.
THAT RISK MANAGEMENT DEMAND
PROJECT IS REALLY ABOUT
LOOKING AT ALL CALLS FOR
SERVICES AND FIGURING OUT THE
MOST APPROPRIATE RESPONSE.
WE CAME UP WITH FOUR DIFFERENT
OPTIONS ON THAT.
NUMBER ONE, THE FIRST ONE IS
AN OFFICER RESPONSE.
THE SECOND ONE IS AN OFFICER
RESPONSE IS PRIMARY, BUT WITH
A COMMUNITY PARTNER.
THAT COMMUNITY PARTNER COULD
BE A VARIETY OF DIFFERENT
THINGS FROM MENTAL HEALTH
WORKER TO SOCIAL WORKER SO
EVEN A VIOLENCE INTERRUPTER.
SO WHEN THERE'S A SHOOTING,
SAY A YOUTH RELATED SHOOTING,
YOU CAN HAVE A VIOLENCE
INTERRUPTER, PEOPLE WITH LIVED
EXPERIENCES CAN HELP REDUCE
THEIR RETALIATORY SHOOTINGS.
HAVING THEM ENGAGED IN THE
CALL CAN ACTUALLY REDUCE THE
AMOUNT OF CALLS WE MIGHT HAVE
LATER ON.
THE OTHER PART IS OPTION THREE
WHICH IS A SOCIAL SERVICE
PROVIDER IS THE PRIMARY AND
THE OFFICER IS A SECONDARY,
PROVIDES A SECONDARY ELEMENT
TO IT.
YOU CAN FIND THIS IN AN
ENCAMPMENT WHERE THERE MIGHT
BE A HIGH PROPENSITY FOR
VIOLENCE.
THE SOCIAL SERVICE PROVIDER
MAY NOT FEEL COMFORTABLE BEING
IN THE ENVIRONMENT, SO THEY
WANT TO MAKE SURE THERE'S AN
OFFICER THERE, BUT NOT
NECESSARILY PRIMARY IN TAKING
FULL RESPONSIBILITY FOR
PROVIDING PEOPLE INTO HOUSING
OR SOCIAL SERVICES, ET CETERA.
AND THEN THE FOURTH OPTION IS
REALLY JUST SOCIAL SERVICE
PROVIDER DRIVEN.
IT'S NOT NEEDING AN OFFICER.
I THINK THERE'S A NUMBER OF
CALLS.
WE'VE BEEN DOING AN ANALYSIS
OF 12 TO 15% OF CALLS FOR
SERVICE THAT CAN ACTUALLY BE
FOCUSED ON ALTERNATIVE
RESPONSE.
WE'VE BEEN A BIG PROPONENT OF
INITIALLY HEALTH ONE AND THEIR
EXPANSION.
BUT LAST YEAR I ALSO WAS VERY
SUPPORTIVE OF WHAT THEY CALLED
TRIAGE ONE.
WE HAVE THINGS CALLED PERSON
DOWN CALLS THAT WE HAVE TO
RESPOND TO BECAUSE A PERSON
COULD BE INTOXICATED, COULD BE
A DRUG OVERDOSE.
THERE'S A VARIETY OF REASONS
THEY MIGHT BE PASSED OUT ON
THE SIDE OF THE STREET.
BUT WHEN WE GET THERE,
TYPICALLY IT'S NOT A POLICE
RESPONSE.
IT MIGHT BE A MEDICAL
RESPONSE.
SO WE WANT TO PROVIDE THE BEST
SERVICE IN THE CITY.
IT MIGHT NOT BE THAT POLICE
OFFICER.
WE'VE BEEN 100% SUPPORTIVE OF
ALTERNATIVE POLICE RESPONSES
AND WE'VE BEEN DEVELOPING AN
EVIDENCE-BASED APPROACH TO
ALTERNATIVE RESPONSE.
THIS MIGHT END UP REQUIRING
SOME LEGISLATION CHANGE, AND
RIGHT NOW WHEN WE DEAL WITH
PEOPLE IN CRISIS, TYPICALLY WE
ONLY HAVE THE POLICE OFFICERS
AND DCR ACTUALLY ABLE TO TREAT
PEOPLE.
BUT WE WANT MORE PEOPLE TO DO
THAT.
>> THANK YOU.
NEED TO STOP YOU AT THAT POINT
BECAUSE YOU HAD A LOT TO SAY
CLEARLY ABOUT THAT TOPIC.
I WANT TO MAKE SURE WE COVER
ALL THESE HERE.
I'LL ASK YOU THE SECOND
QUESTION.
WHAT IS YOUR PLAN TO ADDRESS
INCREASED VIOLENCE AND
PREVALENCE OF FIREARMS IN
SEATTLE?
>> YES, THAT'S A QUESTION
QUESTION.
BECAUSE TWO YEARS AGO WE
STARTED SEEING THE INCREASE IN
VIOLENT CRIME.
WE ALSO SAW STAFFING REDUCTION
IN THE DEPARTMENT.
RIGHT AWAY WE TRIED TO MAKE
SURE WE WERE GETTING AHEAD OF
IT.
IN 2019 WE SAW 323 SHOTS
FIRED.
LAST YEAR WAS 621.
WE ALMOST DOUBLED THE AMOUNT
OF SHOTS FIRED IN THE CITY.
WE ACTUALLY HIT A 25 YEAR HIGH
IN 2020 IN REGARDS TO
HOMICIDES.
SO THIS IS A HUGE CONCERN.
IN 202 IS WE ACTUALLY SAW A
REDUCTION IN HOMICIDS ALMOST
BY 15%.
PART OF THAT IS OUR ANALYSIS.
WE LOOK AT IT WITH CAPE.
COMMUNITY ANALYTICS PREVENTION
ENVIRONMENT ENFORCEMENT.
THOSE ARE THE PEOPLE USED TO
HELP REDUCE THE POTENTIAL
VIOLENCE WERE COMMUNITY
PARTNERS CALLING 911 OR, YOU
KNOW, WHEN THEY SEE AN ISSUE
COMING ABOUT, ALL OF THAT IS
WE HAVE A SHARED
RESPONSIBILITY TO ADDRESS ALL
OF OUR VIOLENCE.
THE SECOND THING IS ANALYTICS.
WE LOOK AT HOT SPOT POLICING.
THE PEOPLE WITH THE PROPENSITY
TO DO THE SHOOTING.
AND WE ANALYZE THAT.
25% OF OUR SHOOTINGS HAVE
HOMELESS NEXUS, SO HOW DO WE
ADDRESS THAT?
WE'RE WORKING WITH THE UNIFIED
CARE TEAM TO IDENTIFY THE
ENCAMPMENTS WITH A HIGH
PROPENSITY FOR VIOLENCE.
AND THEN WE'RE WORKING ON
GETTING GUNS OUT OF THE HANDS
OF PEOPLE THAT MIGHT HURT
THEMSELVES OR OTHERS.
SAFE STORAGE, GETTING GUNS
LOCKED UP SO THAT WAY THEY'RE
NOT IN THE STREETS.
THE FOURTH THING IS
ENVIRONMENT.
SO HOW DO YOU CLEAN UP AN
AREA?
CUT BACK BRUSH, ESTABLISH ON
AREA FOR PEOPLE TO START
WALKING THE COMMUNITY.
AND THE LAST THING IS
EMPHASIS, ENFORCEMENT.
IT'S FOCUSING ON AN AREA AND
TAKING GUNS OFF THE STREET.
THIS YEAR WE'VE RECOVERED 875
GUNS.
WE'RE ON PACE TO RECOVER THE
NUMBER OF GUNS WHEN WE WERE AT
FULL STAFFING.
SO OFFICERS ARE WORKING HARD.
BECAUSE OF THE WAY WE'RE
ACTUALLY ADDRESSING THIS,
WE'VE BEEN ABLE TO RECOVER
MORE GUNS THAN EVER BEFORE.
>> GOT IT.
A QUICK FOLLOW UP HERE.
YOU WERE TALKING ABOUT
LEGISLATION YOU MIGHT BE
LOOKING FOR?
HOW MIGHT YOU BE LOOKING FOR
THAT WOULD HELP WITH THIS?
>> SOME OF THE THINGS WE'RE
PAYING ATTENTION TO IS IN THIS
YEAR THEY PASSED LEGISLATION
ON MAGAZINES.
>> RIGHT, LIMITING THE AMOUNT
OF BULLETS.
>> RIGHT.
SO WE LOOK AT SAFE STORAGE,
I'VE TESTIFIED ON GHOST GUNS
AS WELL.
WE LOOK AT ALL THE
LEGISLATION.
WE KNOW WHEN A GUN IS ACTUALLY
BEING USED IN THE STREETS.
HOW WE'RE ACTUALLY TABLE TO
CAPTURE THAT AND SAY COULD WE
HAVE PREVENTED THIS GUN FROM
BEING IN THE WRONG HANDS.
SO WE LOOK AT LEGISLATION.
>> CITY, STATE LEVEL I KNOW
THERE'S A LOT GOING ON.
THE THIRD QUESTION IS THIS,
DOES SPD NEED A CULTURE
CHANGE, AND IF SO HOW WOULD
YOU GO ABOUT ACHIEVING THIS?
>> SHORT ANSWER IS YES: ONE
ANSWER IS THAT THERE'S A
POSITIVE AND NEGATIVE CULTURE,
RIGHT?
YOU HAVE THINGS THAT ARE
POSITIVE AND YOU WANT TO BE
ABLE TO REALLY KEEP UP.
WE HAVE AN EMT PROGRAM,
EMERGENCY MEDICAL TECHNICIAN
PROGRAM THAT PEOPLE ARE
EXCITED TO DO, AND YOU WANT
THAT TO FLOURISH AND OFFICERS
ENGAGED AND PASSIONATE AT WHAT
THEY DO.
THAT DOESN'T NEED TO CHANGE.
BUT THE NEGATIVE SIDE WHERE
YOU CREATE THIS ENVIRONMENT OF
PEOPLE THAT ARE NOT HAPPY WITH
THEIR LEVEL OF WORK.
IT'S BEEN A DIFFICULT TIME THE
PAST TWO YEARS.
YOU KNOW, WE'VE GONE THROUGH
THE RIOTS, WE LOST A PRECINCT,
GAINED A PRECINCT BACK.
THAT'S BEEN A VERY, VERY TOUGH
TIME ON THE OFFICERS.
THEY LOST THEIR FELLOW
OFFICERS THEY USED TO BE
PARTNERS WITH.
YOU'RE REALLY TRYING TO
DETERMINE HOW TO CREATE THAT
LEVEL OF WELLNESS.
IT'S REALLY ABOUT MAKING SURE
THE OFFICERS ARE WHOLE.
SO WE'VE PUT IN PSYCHOLOGISTS
INTO THE PRECINCTS, BROUGHT IN
WELLNESS DOGS.
WE'RE DOING A VARIETY OF
DIFFERENT THINGS TO REALLY
ENHANCE THE OFFICER
EXPERIENCE.
THE OTHER THING I'M DOING
THAT'S REALLY GOING TO CHANGE
THE WAY WE POLICE AND ACTUALLY
TRAIN OUR OFFICERS IS I'VE
CREATED THE BEFORE THE BADGE.
WE BRING IN RECRUITS 45 DAYS
PRIOR TO THE ACADEMY AND TEACH
THEM ON SOCIAL, EMOTIONAL
DEVELOPMENT, BRAIN
DEVELOPMENT, TRAUMA PRACTICES.
WE PUT THEM IN AN ENVIRONMENT
FOR LISTENING SESSIONS WITH
THE COMMUNITY TO UNDERSTAND
THE HISTORY OF THE COMMUNITY
THEY'LL BE POLICING.
THAT'S AN EYE OPENER FOR THEM.
IT'S AN EXPERIENCE FOR THEM TO
REALLY UNDERSTAND HOW THEY CAN
ACTUALLY CHANGE AND BE A PART
OF THE COMMUNITY.
IF WE HIRE 100 OFFICERS OVER
THE NEXT FIVE YEARS AND THE
COMMUNITY IS ENGAGED IN THE
PROJECT, THAT'S OVER HALF THE
DEPARTMENT THAT WILL REALLY
HAVE A NEW LEVEL OF CULTURE
SHIFT.
IT'S REALLY GOING TO END UP
ENHANCING OUR ABILITY TO BUILD
BRIDGES WITH THE COMMUNITY
MORE THAN WE HAVE HAVE.
>> AND ONE QUICK FOLLOW UP
BECAUSE WE HAVE A LITTLE EXTRA
TIME.
SPD AND THE CITY OF SEATTLE
HAS BEEN TALKING ABOUT CULTURE
CHANGE AND THE CITY OF SEATTLE
FOR QUITE SOME TIME.
WHAT IS DIFFERENT NOW?
WHAT COULD YOU BRING THAT
WOULD BE DIFFERENT?
>> YEAH, SO YOU KNOW, EVEN
WITH SPD BEFORE THE BADGE, BUT
WE'RE ALSO USING TECHNOLOGY
AND A VARIETY OF THINGS FOR US
TO CHANGE THE DYNAMIC OF HOW
WE LOOK AT POLICING AND
ENHANCE OUR SERVICES.
WE BUILT AN EQUITY AND
ACCOUNTABILITY SYSTEM.
WE'RE TAKING ALL OUR DATA AND
ANALYZING IT, AND WE'RE
ACTUALLY USING A NEW MODEL
PROPENSITY SCORE MATCHING
WHERE WE CAN BREAK DOWN WITH A
NUMBER OF VARIABLES WHETHER
SOMEONE IS POTENTIALLY BIAS
POLICING OR STOPPING PEOPLE OF
COLOR AT A HIGHER RATE.
BUT WE CAN DO IT IN REAL TIME
RATHER THAN WAIT FOR DATA THAT
CAME IN TWO YEARS AGO.
THE SECOND PART IS WE'RE USING
OUR VEHICLE DATA INFORMATION
AND IDENTIFYING HOW WE POLICE.
WHETHER IT'S OVERPOLICING A
COMMUNITY OR UNDERPOLICING TO
BETTER RESPOND TO THE
COMMUNITY NEEDS.
AND THE THIRD COMPONENT IS OUR
QUALITY DATA THAT'S REALLY
TAKING AND ANALYZING THE BODY
CAMERAS AND CAPTURING THE
VOICES AND SEEING ANYTHING
WE'RE ESCALATING OR
DEESCALATING.
>> ALL RIGHT, THANK YOU FOR
ALL THOSE PIECES.
THE NEXT QUESTION, QUESTION
FOUR, UNDER YOUR LEADERSHIP
ACTION WHAT WILL SPD'S MISSION
AND VISION BE?
>> I LOOK AT IT AS I FOCUS ON
OUR VISION UNDER BUILDING A
BELOVED COMMUNITY.
MARTIN LUTHER KING USED TO SAY
IT WAS A COMMUNITY CARED FOR
REGARDLESS OF RACE OR POVERTY,
AND WE WANT EVERYONE TO FEEL
PART OF THIS COMMUNITY, LIKE
THEY'RE ENGAGED AND BEING
LISTENED TO AND HAVE THAT
POSITIVE INTERACTION WITH
POLICE.
THE SECOND SPENT COMPONENT IS
THE MISSION.
WE WANT OFFICERS COMPASSIONATE
AND EMPATHETIC.
YESTERDAY WE RESPONDED TO A
MURDER-SUICIDE SITUATION WHERE
OFFICERS WENT INTO A BURNING
HOUSE, ACTUALLY TRIED TO FIND
THE VICTIM, AND IN THE COURSE
OF THAT, A PERSON CAME AT THEM
WITH A KNIFE.
THEY DID A TACTICAL RETREAT SO
THEY DIDN'T HURT THAT PERSON,
AND ONE OF THE THINGS THAT THE
OFFICERS WERE REALLY
STRUGGLING WITH WAS THEY FELT
LIKE COULD THEY HAVE DONE MORE
TO TRY AND FIND THE VICTIM.
THAT'S THE COMPASSION AND
EMPATHY WE WANT IN OUR
OFFICERS.
HOW THEY HELP PEOPLE IN THE
MIDST OF CHAOS.
SO I THINK WE'RE GETTING
THERE.
I THINK WE'RE REALLY TRYING TO
MAKE SURE WE TRAIN OFFICERS TO
REALLY TAKE THAT DIFFERENT
APPROACH, AND I THINK OFFICERS
ARE DOING IT.
THEY'RE ACTUALLY ADHERING TO
IT AND DOING A GOOD JOB OF
FINDING WAYS TO PUT
TOURNIQUETS AND CHEST SHIELDS
ON PEOPLE TO SAVE LIVES.
>> AND I'LL FOLLOW UP ON A
BRIEF PIECE, IN TERMS OF
GETTING BUY IN FROM OFFICERS
WHO ARE NEW, OFFICERS THAT
HAVE BEEN THERE FOR AWHILE, I
KNOW IT'S DIFFICULT TO GET
THAT BUY IN.
I WANTED TO TALK ABOUT THAT.
CAN YOU TAKE IT FROM THAT
ANGLE HOW YOU GET OFFICERS TO
BUY IN ON THIS?
>> YEAH, A BRAND NEW RECRUIT
IS GOING THROUGH SPD BEFORE
THE BADGE, SO WE'RE WITH THEM
45 DAYS BEFORE THE ACADEMY.
IF YOU TALK TO POLICE
DEPARTMENTS ACROSS THE
INTERNATIONAL WORLD.
LONDON, YOU KNOW, NETHERLANDS
WHERE PEOPLE ARE GOING THROUGH
ONE TO THREE YEARS OF THE
ACADEMY AND DON'T HAVE A GUN.
WE'RE GIVING OUR OFFICERS
TRAINING IN FOUR AND A HALF
MONTHS WITH A GUN HOPING TO
HAVE A REALLY GOOD OUTCOME.
BY US ACTUALLY TAKING AND
SPEARHEADING A PROJECT LIKE
THIS IS ACTUALLY GIVING THEM
THE EXTRA TRAINING AND IS
EMBRACING THE CULTURE.
IT'S REALLY PUSHING THE
CULTURE OF COMPASSION AND
EMPATHY AND THEIR OWN LEVEL OF
WELLNESS.
WE KNOW IF AN OFFICER IS
HEALTHY, THEY'LL PROVIDE A
HEALTHY SERVICE.
IT FOCUSES A LOT ON THE
OFFICERS AS WELL.
KNOWING HOW THEY ARE WHEN THEY
COME TO WORK AND WHERE THEY'RE
AT IN THEIR MIND WILL CREATE
BETTER OUTCOMES IN THE
COMMUNITY.
>> I DON'T LIKE GIVING A
POLICE CHIEF ORDERS, BUT LET'S
TAKE A WATER BREAK IF YOU'D
LIKE.
QUESTION FIVE IS HOW WOULD YOU
TAKE ON THE HIRING CRISIS IN
SPD AND IMPROVE RECRUITMENT IN
THE POLITICAL CLIMATE.
>> THE FIRST THING THAT'S BEEN
A SUCCESS IS 50% OF OUR HIRES
ARE PEOPLE OF COLOR AND WOMEN.
THAT'S THE HIGHEST WE'VE SEEN
SINCE WE TRACKED IT.
THAT'S A GREAT APPROACH WE'RE
SEEING WITH THOSE KINDS OF
NUMBERS.
BUT THERE'S LESS PEOPLE
APPLYING.
WE'RE GETTING LESS APPLICANTS.
RIGHT NOW THIS GENERATION IS
REALLY FOCUSED ON MAKING SURE
THEY'RE PROVIDING A SERVICE
AND HELP TO OTHERS, BUT
SOMETIMES WE DON'T SEE
POLICEAS A SERVICE AND HELP TO
OTHERS.
WE HAVE TO BRAND OUT HOW MUCH
WE DO IN THE COMMUNITY, HOW
MUCH WE SERVE IN THE
COMMUNITY, AND HOW MUCH WE
ENGAGE.
RIGHT NOW THE MAYOR AND I
ACTUALLY RELEASED A PLAN ON
RECRUITING AND HIRING.
BUT REALLY THE FOCUS FIRST AND
FOREMOST IS RETAINING PEOPLE.
WE WANT TO PUT A COMPREHENSIVE
ECONOMIC PACKAGE TOGETHER
THAT'S SO IMPORTANT THAT OUR
OFFICERS FEEL VALUED AND
RESPECTED.
THAT WE LOOK AT SHIFTS THAT
MAKE IT EASIER FOR OFFICERS TO
HAVE THE TIME OFF AND HAVE THE
REST AND RECUPERATION.
WE LOOK AT OTHER THINGS THAT
ACTUALLY ENGAGE AND KEEP OUR
OFFICERS INTO THE JOB FOR A
LITTLE LONGER.
THEN THE OTHER PART IS MAKING
SURE THAT WE ALSO HAVE A GOOD
PIPELINE INTO THE DEPARTMENT.
WORKING WITH COLLEGES TO
ENSURE THEY HAVE PROGRAMS THAT
HELP PEOPLE PREPARE FOR
POLICING.
WE ALSO WANT TO TAKE A LITTLE
DIFFERENT APPROACH IN THE
SENSE OF WE HAVE OFFICERS THAT
COME FROM ALL BACKGROUNDS.
OFFICERS THAT HAD PH.DS, SOME
IN PHILOSOPHY, SOME THAT HAVE
BEEN PRINCIPALS.
YOU WANT THAT DIVERSITY OF
THOUGHT AND PERSPECTIVE.
I THINK WHAT WE'VE ALSO DONE
IS LOOKED AT RECRUITING IF
PLACES LIKE CRIMINAL JUSTICE
PROGRAMS.
BUT IT'S NOT JUST CRIMINAL
JUSTICE PROGRAMS.
WE WANT TO ENGAGE PEOPLE AND
SAY LOOK, THINK ABOUT A CAREER
THAT'S REALLY FOCUSED ON
HELPING PEOPLE.
AND I THINK HONESTY THAT WILL
HELP DRIVE THE NUMBERS.
RIGHT NOW IT'S GOING TO BE A
ROUGH ROAD, BUT WE'RE ALREADY
TAKING STEPS TO MITIGATE THAT
ROUGH ROAD WHILE WE TRY TO
HIRE AND GAIN MORE OFFICERS.
>> WE HAVE A COUPLE MORE
MINUTES WITHIN THIS FRAMEWORK.
I KNOW YOU'RE TRYING TO REACH
OUT TO GET LATERAL OFFICERS
FROM OTHER DEPARTMENTS TOO.
IS THE MESSAGE DIFFERENT
THERE?
HOW DO YOU DO THAT PART OF IT?
>> YEAH, WE'VE ACTUALLY HAD
SOME LATERAL OFFICERS COME
FROM ALL OVER THE COUNTRY.
WE'VE OFFERED UP TO $30,000
BONUS, AND THAT'S ALMOST LIKE
A DOWNTOWN HOUSE I THINK WHEN
I FIRST STARTED.
NOT ANYMORE, BUT I THINK
THAT'S ONE OF THE THINGS WE
CAN ACTUALLY GET PEEP ON BOARD
QUICKLY.
THEY GO THROUGH A SMALLER
ACADEMY.
USUALLY TWO WEEKS.
AND IT ALLOWS US TO DEPLOY
OFFICERS QUICKLY.
WHAT HAS TO BE IMPORTANT IS
OFFICERS HAVE TO FEEL LIKE
THEY'RE VALUED AND RESPECTED,
SO THEY'RE LOOKING AT SEATTLE
AND THEY HAVE TO ENSURE THE
MESSAGING WHEN IT COMES TO THE
NEWS IS THE RIGHT MESSAGE.
AND I THINK RIGHT NOW OUR
COMMUNITY IS THROWING OUT A
LOT OF SUPPORT.
PEOPLE ARE EXPRESSING THE NEED
FOR MORE OFFICERS, THE NEED
FOR HOW IMPORTANT THE OFFICERS
ARE.
THEY JUST WANT THE RIGHT
TRAINED OFFICERS.
I THINK THAT WILL END UP BEING
A DRAWING POINT FOR PEOPLE
ACROSS THE COUNTRY.
JUST RECENTLY I SWORE IN AN
OFFICER FROM SOUTH CAROLINA.
MAYBE NORTH CAROLINA.
SO WE ARE GETTING PEOPLE FROM
ALL OVER THE COUNTRY.
>> GOOD TO KNOW.
THANK YOU FOR THAT.
NEXT QUESTION, HOW WILL YOU
ADDRESS THE DEPARTMENT'S
MISTAKES WHEN THEY OCCUR AND
HOLD YOURSELF AND YOUR
EMPLOYEES ACCOUNTABLE?
>> YEAH, I TOOK OVER IN THE
MIDST OF THE RIOTS IN
AUGUST 2020, AND RIGHT AWAY I
HAD TO ACKNOWLEDGE THE IMPACTS
AND APOLOGIZE FOR THE IMPACTS
WE CREATED IN THE COMMUNITY.
PART OF THAT WAS TRYING TO
REBUILD COMMUNITY SUPPORT.
SO THERE WERE A LOT OF THINGS
THAT ENDED UP HAPPENING.
I STARTED HAVING OUR OFFICERS
ENGAGE IN RESTORING CIRCLES TO
RE-ESTABLISH TRUST AND
CONNECTION WITHIN THE
COMMUNITY.
BUT RIGHT AWAY FROM THE VERY
BEGINNING, I HAD TO
ACKNOWLEDGE THE PROBLEM.
AND WE HAVE THAT UNDERSTAND
THAT AS A POLICE CHIEF WE OWN
THE PAST, THE PRESENT, AND THE
FUTURE.
SO YES, WHATEVER HAPPENED IN
THE PAST, WE HAVEN'T ALWAYS
BEEN ON THE RIGHT SIDE OF
HISTORY.
I WAS SPEAKING WITH THE MAYOR
AT THE CHINESE EXPULSION
EVENT, AND WE HAD A UNIT
ENGAGED IN HELPING EXPEL
CHINESE, AND YOU HAVE TO
ACKNOWLEDGE AND APOLOGIZE FOR
THAT, AND SAY THIS IS THE
STUFF WE'RE DOING SO THAT
NEVER HAPPENS AGAIN.
WE HAVE TO ENSURE WE'RE ALWAYS
ASSESSING OURSELVES AND
CHALLENGING OURSELVES.
>> WE HAVE A COUPLE MINUTES
LEFT, AND MAYBE I CAN JUST SUM
UP WITH THIS QUESTION HERE.
I'M SURE IT'S ONE YOU THOUGHT
ABOUT AND ONE THE MAYOR HAS
THOUGHT ABOUT TOO.
WHY DO YOU THINK YOU'RE THE
BEST PERSON FOR THE JOB?
>> YOU KNOW, I'VE BEEN DOING
THIS JOB FOR 26 MONTHS.
I STARTED THIS IN THE MID OF
CHAOS, AND I THINK DURING THE
MIDST OF CHAOS, YOU REALLY
HAVE AN OPPORTUNITY FOR
CHANGE.
I THINK WE'VE EXPERIENCED A
LOT OF THE DARKEST TIMES THE
PAST TWO YEARS.
WE HAD THE THE PANDEMIC, THE
GEORGE FLOYD MURDER, THE
RIOTS, THE DEFUND MOVEMENT.
WE HAD A STAFFING CHALLENGE,
WE HAD A VIOLENT CRIME SURGE,
THEN WE ALSO HAVE A VACCINE
MANDATE, LOSS OF AN OFFICER.
YOU CAN IMAGINE ALL THE THINGS
WE'VE BEEN CHALLENGED WITH.
BUT I LED US THROUGH THE
DIFFICULT TIMES.
BUT HONESTLY, WE'VE ACTUALLY
PUT IN REALLY INNOVATIVE
PROGRAMS THAT'S GOING TO
CHANGE POLICING AND REALLY
CREATE AN OPPORTUNITY FOR
BETTER POLICING.
HAVING THE EQUITY AND
ACCOUNTABILITY, HAVING A NEW
EARLY INTERVENTION SYSTEM TO
IDENTIFY OFFICERS BEFORE THEY
GENERATE A COMPLAINT.
SO I LAID THE GROUNDWORK, LAID
THE FOUNDATION FOR US, BUT NOT
ONLY AM I GOING TO LAY THE
FOUNDATION, I'M REALLY GOING
TO MAKE SURE THE DEPARTMENT IS
MOVING FORWARD ON MAKING SURE
THIS CITY IS THE BEST POLICED
CITY IN THE COUNTRY AND ALSO
THE SAFEST CITY IN THE COUNTRY
BECAUSE THAT'S OUR
RESPONSIBILITY.
>> THANK YOU VERY MUCH.
THAT THE ADRIAN DIAZ, THE
INTERIM POLICE CHIEF.
UP NEXT WE'LL HEAR FROM KEVIN
HALL.
THANKS SO MUCH FOR WATCHING.
THIS IS A PUBLIC FORUM WITH
ALL THREE CANDIDATES FOR THE
SEATTLE CHIEF OF POLICE RIGHT
HERE ON THE SEATTLE CHANNEL.
>>> WELCOME BACK TO OUR PUBLIC
FORUM WHERE WE'RE INTRODUCING
YOU TO ALL THREE OF THE
CANDIDATES FOR THE OFFICE OF
THE CHIEF OF POLICE FOR THE
SEATTLE POLICE DEPARTMENT.
AND RIGHT HERE I AM WITH KEVIN
HALL.
HE'S AN ASSISTANT CHIEF OF THE
TUCSON POLICE DEPARTMENT.
ASSISTANT CHIEF HALL, THANK
YOU VERY MUCH FOR TAKING THE
TIME HERE.
I'LL GO THROUGH THE LIST OF
QUESTIONS HERE LIKE I HAVE
WITH THE OTHER CANDIDATES.
I WANTED TO ASK THE FIRST ONE.
WHAT POLICING ALTERNATIVES DO
YOU SUPPORT AND HOW WOULD YOU
PRIORITIZE THIS WORK AS THE
CHIEF OF POLICE HERE IN
SEATTLE?
>> WELL, WHEN YOU SAY POLICING
ALTERNATIVES, I ASSUME YOU
MEAN ALTERNATIVES TO CALL
RESPONSE.
>> YES.
>> I'VE BEEN WORKING IN THIS
PARTICULAR AIR FOR QUITE
AWHILE NOW.
I'VE BEEN ASSISTANT CHIEF FOR
GOING ON SIX YEARS AND
IMPLEMENTED A LOT OF THESE
TYPES OF RESPONSES IN TUCSON
AND ACROSS THE COUNTRY
TEACHING AND PRESENTING ON
THESE.
WHAT I WOULD SAY THAT I
SUPPORT OR ANY OF THE
ALTERNATIVES ARE SOME SORT OF
EVIDENCE-BASED
SCIENCE-INFORMED DATA DRIVEN
FOUNDATION.
THAT CAN BE TOUGH IN THIS
SPACE, BECAUSE THEY'RE NEW,
AND THERE'S NOT A LOT OF
EVALUATION, BUT IT'S STARTING
TO COME OUT.
SO PAYING ATTENTION TO WHAT
ACTUALLY WORKS AND DOESN'T
CAUSE HARM WITH THESE TYPES OF
PROGRAMS IS SUPER IMPORTANT.
THINGS ALONG THE LINES OF
LOOKING AT DIFFERENT WAYS TO
HAVE OFFICERS RESPOND TO
SUBSTANCE USE.
PRE-ARREST DEFLECTION PROGRAMS
WHERE YOU'RE GIVING THE
OFFICERS THE OPPORTUNITY TO
OFFER TREATMENT INSTEAD OF
ARREST AND INCARCERATION.
BUT I ALWAYS SAY IT'S SUPER
IMPORTANT THAT OFFICERS HAVE
THE DISCRETION, IT'S THERE
DECISION TO MAKE DEPENDING ON
THE INVESTIGATION WHAT'S BEST
THEN AND THERE FOR THE
COMMUNITY, FOR THE OFFICER,
AND THE INDIVIDUAL THEY'RE
ENGAGING.
MANY INDIVIDUALS ARE NOT READY
TO ENGAGE IN TREATMENT AND
DON'T WANT TO.
THAT'S ALL A PART OF IT.
BUT THAT'S JUST ANOTHER TOOL
FOR THE OFFICERS TO USE TO
RESOLVE A PROBLEM.
SAME WITH BEHAVIORAL HEALTH.
THERE ARE MULTIPLE DIFFERENT
PROGRAMS OUT THERE DEPENDING
ON THE CAPACITY OF THE
JURISDICTION, AND THERE'S A
LOT OF CAPACITY, QUITE
FRANKLY, IN SEATTLE, TO
IMMATERIAL POLICEMEN
IMPLEMENT A LOT OF THIS STUFF.
BEHAVIORAL RESPONSE ABSOLUTELY
DOESN'T HAVE TO BE A POLICE
OFFICER, AND THERE ARE PLACES
LIKE TUCSON WHERE IT'S AN
UNARMED CLINICIAN TEAM THAT
RESPONDS.
YOU HAVE TO BE AWARE OF HOW
THE CALLS COME OUT AND BE
AWARE OF HOW THE CALLS ARE
TRIAGED IN THE CENTERMENT
ANOTHER, I WOULD CALL IT AN
ALTERNATIVE RESPONSE, IS
PUTTING CRISIS CLINICIANS IN
THE 911-CENTER.
WE'VE DONE THAT IN TUCSON WITH
A GREAT DEAL OF SUCCESS.
OTHER JURISDICTIONS ARE DOING
IT AND ARE FINDING A GREAT
DEAL OF SUCCESS BY HAVING
CLINICIANS IN THE 911-CENTER.
THERE'S A LOT OF COLLATERAL
BENEFITS AS WELL.
IT HELPS THE CALL TAKERS
BECOME BETTER AT TRIAGING THE
CALLS AND RECOGNIZING CALLERS
IN CRISIS.
ALSO IN TUCSON WE REALIZED
THEY'RE GOOD AT DEESCALATING
PANICKED CALLERS IN A BAD
SITUATION.
SO THERE'S A GREAT DEAL OF
BENEFIT TO THOSE TYPE OF
ALTERNATIVES, NOT JUST IN CALL
RESPONSE.
BUT BEHAVIORAL HEALTH OVERALL
IS KEY, AND SUBSTANCE MISUSE
IS A PART AND PARCEL TO THAT.
FINDING THOSE PROGRAMS YOU
MEASURE AND TRACK IS ALSO
IMPORTANT TO MAKE SURE YOU'RE
NOT CAUSING MORE HARM THAN
GOOD.
IF YOU DON'T MEASURE IT AND
TRACK IT, IT DOESN'T GET DONE.
>> WE HAVE ABOUT A MINUTE OR
SO LEFT ON THIS PIECE HERE.
I JUST WANTED TO ASK A LITTLE
BIT ABOUT LAUNCHING THIS.
WAS THAT A DIFFICULT THING TO
DO TO GET A PROGRAM LIKE THIS
IN PLACE?
I KNOW SEATTLE HAS STRUGGLED
WITH THIS.
>> IT'S VERY DIFFICULT.
IT TAKES A GREAT DEAL OF
COLLABORATION, COMMUNITY
SUPPORT, AND QUITE FRANKLY
COMMUNITY PARTICIPATION.
FUNDING WILL ALWAYS BE AN
ISSUE.
I KNOW WASHINGTON IS A
MEDICATE EXPANSION STATE.
A LOT OF THIS FALLS UNDER
BILLABLE HOURS DEPENDING ON
HOW YOU SET IT UP WITH SERVICE
PROVIDERS.
GENERALLY CRISIS CLINICIANS
ARE A THIRD PARTY THAT TONIGHT
WORK FOR THE CITY, SO THEY
HAVE THEIR OWN FUNDING
MECHANISMS THROUGH THE STATE.
THERE'S A LOT OF WAYS TO DO
IT.
IT'S COMPLEX, BECAUSE IT CAN
BE DONE AND CAN BE DONE IN
SEATTLE.
>> THANK YOU VERY MUCH.
APPRECIATE THAT.
LET ME ASK THE SECOND
QUESTION.
WHAT'S YOUR ARE PLAN TO
ADDRESS INCREASED VIOLENCE AND
THE PREVALENCE OF FIREARMS IN
SEATTLE.
>> THAT'S A GREAT QUESTION
BECAUSE I'VE SPENT THE LAST
TWO YEARS WORKING SPECIFICALLY
ON A GUN VIOLENCE REDUCTION
PLAN FOR TUCSON THAT WE'RE
IMPLEMENTING.
IT'S A COMPREHENSIVE SYSTEMS
MODEL PLAN, AND REGARDLESS OF
WHAT YOU'RE DOING, YOU HAVE TO
AT LEAST HAVE SOME SORT OF
FRAMEWORK OR PLAN.
ONCE AGAIN, AND YOU'LL SEE A
COMMON THEME HERE.
I HAVE A GREAT DEAL OF
FOUNDATIONAL RESPECT FOR
ACADEMIA, AND WE HAVE DECADES
OF RESEARCH SHOWING THAT HOT
SPOT POLICING WORKS IF DONE
RIGHT.
IT'S HARMFUL IF DONE WRONG.
SO YOU HAVE TO BE AWARE OF
WHAT'S HAPPENING IN THE HOT
SPOTS, THE ACTIONS IN THE HOT
SPOTS, HOW LONG OFFICERS ARE
IN THERE, DOSAGE.
IF THEY'RE IN THERE TOO LONG,
NOT ENOUGH TIME, AND WHAT
THEY'RE DOING THERE.
ALL THAT HAS TO BE
INTENTIONAL, LAID OUT, AND
STRUCTURED.
BUT HOT SPOTS WORKS, AND
THAT'S BEEN PROVEN OVER AND
OVER AND OVER.
OTHERS ARE LESS RESEARCHED
BASE, BUT PROMISING.
IT'S A LONGER TERM STRATEGY
WHERE YOU GO IN AND LOOK AT
THE ENVIRONMENT OF A HOT SPOT.
WHEN I TALK ABOUT HOT SPOTS,
I'M TALKING ABOUT SMALL MICRO
LOCATIONS.
500-METERS OF A STREET
SEGMENT.
THEY'RE NOT BIG NEIGHBORHOODS.
AND YOU'RE LOOKING IF HE
ENVIRONMENT.
WHAT'S DRIVING CRIME THERE.
IS IT LIGHTING, IS IT BLIGHT,
IS IT VACANT LOTS.
WHATEVER IT IS, THAT'S PART OF
ANALYSIS, AND THEN YOU HAVE
CRIMINAL INVESTIGATORS GO IN
AND LOOK AT THE OFFENDERS AND
THE BEHAVIOR IN CONJUNCTION
WITH THE ENVIRONMENT.
POLICE ARE GOOD IN GOING IN
SHORT TERM AND STAMPING OUT
CRIME, BUT AS SOON AS THEY
LEAVE, IT COMES BECOME.
NET WORK INVESTIGATIONS STARTS
TO LOOK AT THE ROOT CAUSES IN
THE AREA SO IT DOESN'T COME
BACK WHEN OFFICERS MOVE ON TO
THE NEXT AREA.
THE LAST ONE I WANT TO MENTION
IS COMMUNITY-BASED VIOLENCE
INTERVENTION.
AGAIN, THE RESEARCH IS ALL
OVER THE PLACE WITH THIS, BUT
THERE IS SOME PROMISE BEING
SHOWN IN OTHER PLACE,
PARTICULARLY CHICAGO AND OTHER
LARGER MUNICIPALITIES.
BUT IT'S THE COMMUNITY COMING
IN.
VIOLENCE INTERRUPTERS WHO HAVE
LIVED EXPERIENCES.
THEY CAN BE TRAINED TO MEDIATE
AT THE STREET LEVEL, DISPUTE,
INTERVENE, TO PREVENT
SHOOTINGS, AND TO ACTUALLY
ENGAGE WITH THE COMMUNITY,
MENTOR YOUTH, AND KEEP THE
SHOOTINGS FROM OCCURRING
BECAUSE THEY'RE AWARE OF
WHAT'S HAPPENING AND HAVE THE
CREDIBILITY TO INTERVENE AND
PEOPLE WILL LISTEN TO THEM
BECAUSE THEY HAVE THE LIVED
EXPERIENCE.
SO THEY CAN BE UNWIELDY AND
TAKE A GREAT DEAL OF
COORDINATION AND
PARTICIPATION, AND AGAIN WHO
WILL PAY FOR IT, WHERE DOES
THE MONEY COME FROM, AND WHO
WILL OVERSEE IT.
I WOULD SUBMIT IT SHOULD NOT
BE THE POLICE DEPARTMENT
BECAUSE CREDIBILITY ERODES IF
PEOPLE THINK THEY'RE WORKING
FOR POLICE DEPARTMENT, SO
ANOTHER CITY ENTITY PERHAPS OR
A THIRD PARTY.
BUT THEY HAVE TO BE SUPPORTED
BY POLICE IN THE CITY AS WELL.
>> IS A PROGRAM, THE WORK
YOU'VE BEEN DOING IN TUCSON,
IS IT TRANSFERABLE HERE TO
SEATTLE?
I KNOW THEY'RE DIFFERENT
CITIES, BUT THEY'RE BOTH BIG
CITIES.
>> I DO.
I THINK IT IS TRANSFERABLE
BECAUSE IT'S ABSOLUTELY
TRANSFERABLE FROM CHICAGO TO
NEW YORK, AND NEW YORK IS ALSO
REALLY DOING GREAT THINGS.
AND IT'S TRANSFERABLE FROM NEW
YORK TO DALLAS.
YOU JUST HAVE TO TWEAK AND
MODIFY IT TO THE JURISDICTION
YOU'RE IN BECAUSE EVERY PLACE
HAS A LITTLE DIFFERENT FLAVOR
AND POLITICAL WILL.
>> THE THIRD QUESTION IS DOES
SPD NEED A CULTURE CHANGE AND
HOW WOULD YOU GO ABOUT
ACHIEVING THIS?
>> QUITE FRANKLY OVER THE PAST
COUPLE OF YEARS I WOULD SAY
NOT JUST SPD, BUT MOST LARGE
MAJOR METRO POLICE AGENCIES
ARE UNDERGOING CULTURE THING
AT VARYING LEVELS AND PACES.
WHEHER SPD NEEDS A CULTURE
CHANGE OR NOT, I SUSPECT
THEY'RE ALSO UNDERGOING A
CULTURE CHANGE.
A NEW LEADER, REGARDLESS OF
WHO IT IS, I MEAN, LEADERS ARE
CHANGE AGENTS.
AND IF THEY'RE NOT I WOULD
SUBMIT THEY'RE NOT MUCH OF A
LEADER.
THAT'S WHAT LEADERSHIP DOES.
THEY'RE CONSTANTLY LOOKING FOR
A WAY TO KEEP THE ORGANIZATION
RELEVANT TO THE CUSTOMER BASE.
THE COMMUNITY.
THAT'S GOING TO REQUIRE
ORGANIZATION CULTURE
TRANSFORMATION AND CHANGE
CONSTANTLY.
YOU'RE CONSTANTLY LOOKING AT
HOW RELEVANT YOU ARE TO THE
COMMUNITY YOU SERVE.
I WOULD SUBMIT THAT HAPPENS
INCREMENTALLY WITH AWARENESS
OF WHERE THE CULTURE IS NOW
AND WHERE YOU WANT IT TO BE
SHARED WITH THE AGENCY, THE
STAFF.
I CAN SAY WE NEED TO CHANGE
OUR CULTURE AND AND VALUES AND
PUT IT ON A POSTER ON THE
WALL, BUT THAT'S ALL IT WILL
BE IF THERE'S NO BUY IN.
I HAVE TO GET LINE LEVEL STAFF
BUY IN FOR MEANINGFUL CHANGE.
>> HOW DO YOU DO THAT?
HAVE YOU BEEN THROUGH THAT
PROCESS IN TUCSON?
>> YEAH, HERE WE GO.
IT'S PARTICULARLY DIFFICULT.
ONE OF THE PROGRAMS I
MENTIONED, THE PRE-ARREST
DEFLECTION, THAT'S A
TRANSFORMATION CHANGE IN HOW
POLICE OFFICERS DO THEIR JOB.
ALTHOUGH IT'S NOT MANDATORY,
THEY CAN DO IT OR NOT, IT'S
STILL FUNDAMENTALLY DIFFERENT
WHEN IT WAS ARREST AND
INCARCERATE, NOW THEY HAVE A
DIFFERENT TOOL AND THAT'S A
CHANGE.
YOU HAVE TO WORK THROUGH THAT
WITH THEM AND YOU HAVE TO,
WE'RE DEALING WITH FOLKS HERE
WHO HAVE DEEPLY HELD BELIEFS,
BUT THEY'RE RATIONAL ACTORS
UNDERSTAND THAT COMMUNITY
EXPECTATIONS CHANGE, AND WE
SIMPLY DON'T HAVE THE STAFFING
TO ARREST AND BOOK EVERY
PERSON WITH A MINUTE AMOUNT OF
DRUGS IN THEM, ESPECIALLY IF
THERE'S ANOTHER AVENUE.
WE KNOW TREATMENT ISN'T ALWAYS
SUCCESSFUL, BUT IT'S ANOTHER
WAY FOR THE OFFICERS TO GET
THE PERSON OFF THE STREET INTO
TREATMENT FOR THE NIGHT, AT
LEAST STARTING THE PROCESS, THE
INTAKE PROCESS, WITH THIS
TYPE OF PROGRAM YOU'RE
HOPEFULLY TAKING STEPS FOR
LONG TERM RESOLUTION.
>> ALL RIGHT, THANK YOU.
FEEL FREE TO TAKE A SIP OF
WATER.
UNDER YOUR LEADERSHIP WHAT
WILL SPD'S MISSION AND VISION
BE IF YOU'RE SELECTED AS
CHIEF?
>> THE MISSION WILL LIKELY BE
SIMILAR TO WHAT IT IS ALREADY
IS, AND THAT'S TO ENSURE A
SAFE AND SECURE COMMUNITY IN
SEATTLE MEANING THAT ENSURING
PUBLIC SAFETY IS CO-PRODUCED
WITH THE PUBLIC WE'RE WORKING
WITH.
ED IN POLICE DEPARTMENT ISN'T
GOING TO ACHIEVE THAT GOAL
WITHOUT THE COMMUNITY'S HELP.
I THINK WE'VE SEEN OVER THE
PAST 50 YEARS THAT THE POLICE
DEPARTMENT CANNOT DO IT ON ITS
OWN.
THEY NEED THE COMMUNITY'S
INVESTMENT, THE COMMUNITY'S
SUPPORT, AND QUITE FRANKLY TO
TRY AND DO IT WITHOUT THE
COMMUNITY IS NOT GOING TO
WORK.
>> GOT IT.
IS THERE A, AND THIS IS
ANOTHER MULTIBILLION DOLLAR
QUESTION, HOW DO YOU GET THE
COMMUNITY SUPPORT, THAT
COMMUNITY BUY IN FOR THE
POLICE DEPARTMENT TO THE
MISSION AND VISION YOU'RE
TALKING ABOUT?
>> IT COMES DOWN TO TRUST AND
LEGITIMACY.
SO I HAVE TO BE AUTHENTIC AND
SINCERE IN MY RELATIONSHIPS
WITH THE COMMUNITY.
I HAVE TO BE COMPLETELY
TRANSPARENT.
I HAD THIS CONVERSATION WITH
SOMEONE EARLIER, CHUCK RAMSEY,
A FORMER CHIEF IN A COUPLE OF
MAJOR CITIES.
I MADE IT VERY CLEAR THAT BAD
NEWS IS NOT LIKE WINE.
IT DOESN'T GET BETTER WITH
AGE.
IF YOU HAVE BAD NEWS, YOU NEED
TO GET IT OUT THERE.
IF YOU HAVE SOMETHING THAT
DOES NOT LOOK GOOD AND IT
SMELLS BAD, YOU NEED TO GET IT
OUT THERE.
THE COMMUNITY DESERVES TO
KNOW.
THEN YOU OWN IT AND HOLD
PEOPLE ACCOUNTABLE, INCLUDING
YOURSELF.
IF THERE WAS A FAILURE BECAUSE
I DIDN'T PROVIDE THE PROPER
EQUIPMENT OR POLICY OR
TRAINING, TO MY OFFICERS, THEN
THE FAILURE IS MINE.
THE ACCOUNTABILITY GOES ALL
THE WAY UP AND DOWN.
THE OTHER THING YOU TALKED
ABOUT IS A VISION.
MY QUESTION VISION IS A SHARED
VISION.
ONCE AGAIN, I CAN HAVE A
VISION AND PUT IT ON A
POSTER,
BUT THAT'S ALL IT WILL BE.
I HAVE MY OWN VISION THAT THIS
WOULD BE THE PREMIER LAW
ENFORCEMENT DIVISION IN THE
NORTHWEST IF NOT NATIONALLY.
THERE'S A LOT OF DIFFERENT
WAYS WE COULD DO THAT.
ONE OF THE REASONS I'M HERE,
ONLY HERE, AND NOT PUT IN FOR
A JOB ANYWHERE ELSE IS BECAUSE
I SEE THE POTENTIAL IN SEATTLE
TO BE ABLE TO DO THAT.
THEY HAVE ALL THE FOUNDATIONAL
REQUIREMENTS TO BE THE BEST
PUBLIC SAFETY AGENCY IN THE
NATION.
THAT WOULD BE MY VISION.
NOW I NEED TO GET MY OFFICERS,
SERGEANTS, LIEUTENANTS,
COMMAND STAFF, PEOPLE IN
RECORDS AND EVIDENCE ALL ON
BOARD WITH THE SAME THING, AND
I THINK THAT'S PRETTY EASY TO
DO BECAUSE I THINK THEY'RE
ALREADY THERE AND READ DID TO
TAKE THAT STEP AND SAY YEAH,
WE HAVE THE BEST AND CAN BE
THE BEST, AND THAT'S HOW WE'LL
DO IT.
>> NEXT QUESTION HERE.
HOW WILL YOU TAKE ON THE
HIRING CRISIS WITHIN THE
SEATTLE POLICE DEPARTMENT AND
IMPROVE THE DEPARTMENT'S
RECRUITMENT EFFORTS IN THE
CURRENT POLITICAL CLIMATE?
>> THAT'S A GOOD SEGUE BECAUSE
THAT'S PART OF IT.
IT ALL STARTS WITH THE
OFFICERS ON THE STREETS DOING
THE WORK.
THEY HAVE TO HAVE PRIDE IN THE
ORGANIZATION AND THEY DO GREAT
WORK.
THE THE COMMUNITY NEVER GETS
TO SEE THE FANTASTIC GREAT
WORK THAT IS DAILY.
I WAS OUT WITH A VERY
IMPRESSIVE OFFICER YESTERDAY
FOR SEVERAL HOUR, AND THERE
WAS REALLY GOOD CARING HUMANE
WORK BEING DONE.
IT WILL NEVER SEE THE LIGHT OF
DAY.
NO ONE WILL EVER KNOW IT
BESIDES MYSELF AND THAT
OFFICER.
BUT HAVING THAT PRIDE AND
BEING ABLE TO EXPRESS IT TO
THE COMMUNITY.
WHEN YOU GO IN AND GET A CUP
OF COFFEE AND CARRY THAT PRIDE
WITH YOU, THAT'S CONTAGIOUS.
AND IT'S CONTAGIOUS AMONGST
THE OFFICERS.
JUST LIKE NEGATIVE ATTITUDES
ARE CONTAGIOUS AS WELL, SO WE
NEED TO ROOT IT OUT.
ONCE YOU GET THAT GOING YOU
CAN START DOING SOME BRAND
POSITIONING.
START SHOWING HOW IT'S SO MUCH
DIFFERENT THAN THE SURROUNDING
AGENCIES, THE STATE AGENCIES,
THE REGIONAL AGENCIES.
THIS IS THE PREMIER LAW
ENFORCEMENT AGENCY IN THE
PACIFIC NORTHWEST.
IT SHOULD BE THE GREATEST DRAW
FOR RECRUITS.
THEY SHOULD HAVE THE GREATEST
EQUIPMENT, CARS, IT, SOFTWARE,
BECAUSE THIS IS THE BEST
AGENCY IN THE PACIFIC
NORTHWEST.
SO RECRUITMENT WOULD BE ABOUT
BRAND POSITIONING, THAT SORT
OF ORGANIC, HOLISTIC LOOK AT
WHO WE ARE AND WHAT WE DO SO
IT'S CONTAGIOUS AND THE
COMMUNITY FEELS PRIDE ABOUT
WHAT SPD IS AND WHERE IT'S
GOING AND WHAT THE OUTCOME
WILL BE.
THERE ARE OTHER BIG TECHNICAL
ISSUES I'VE NOTICED.
ONE OF WHICH IS WE COULD HIRE
100 APPLICANTS RIGHT NOW AND
COULDN'T GET THEM THROUGH THE
ONE ACADEMY THE STATE HAS.
I SEE THAT AS A HUGE AREA OF
CONCERN AND SHOULD I END UP IN
SEATTLE, IT'S SOMETHING WE
REALLY NEED TO ADDRESS WITH
THE STATE AND OTHER
SURROUNDING AGENCIES.
THAT'S THE, YOU KNOW, A
REGIONAL ACADEMY AND SOMETHING
WE COULD HAVE A LITTLE BIT
MORE, UM, SAY IN HOW MANY
PEOPLE WE COULD PUT THROUGH
EVERY QUARTER OR WE TWO OR
THREE TIMES A YEAR.
>> ONE MINUTE LEFT ON THIS
QUESTION.
I KNOW IT'S A CHALLENGE AROUND
THE COUNTRY FOR POLICE
DEPARTMENTS TO RETAIN OFFICERS
AND KEEP THEM AROUND.
WHAT'S IT BEEN LIKE IN TUCSON?
>> YES, IT'S A NATIONAL ISSUE.
IT'S A PROBLEM THAT STEMS FROM
QUITE FRANKLY WHAT I WOULD SAY
IS WE IN LAW ENFORCEMENT,
MYSELF INCLUDED, HAVE KIND OF
GONE THROUGH AN IDENTITY
CRISIS OVER THE PAST COUPLE OF
YEARS.
THE NARRATIVE OUT THERE IS
SUCH THAT YOU REALLY QUESTION
WHETHER YOU'RE DOING THIS JOB.
INCLUDING SOMEONE LIKE ME THAT
CAN RETIRE.
ANYONE THAT'S RETIREMENT
ELIGIBLE AND STUCK AROUND, MY
HAT'S OFF TO THEM.
AND THE OFFICERS THAT DID
STICK WITH IT, KEPT THEIR HEAD
DOWN, AND SAID WE'LL STICK
WITH IT, THEY HAVE MY UTMOST
RESPECT BECAUSE IT'S BEEN A
ROUGH ROAD.
THERE'S BEEN A LOT OF SOUL
SEARCHING BOTH BY THE
COMMUNITY AND THE OFFICERS.
BUT WHEN IT COMES DOWN TO IT,
THEY NEED TO FEEL SUPPORTED BE
I THE COMMUNITY, SUPPORTED BY
EXECUTIVE LEADERSHIP, AND BY
COMMUNITY OFFICIALS.
THAT'S IMPORTANT, AND IF THEY
DON'T GET THAT, NO MATTER HOW
WELL COMPENSATED SOMEONE IS,
THEY WILL LEAVE IF THEY'RE NOT
SUPPORTED AND VALIDATED BY THE
PEOPLE THEY'RE WORKING FOR.
>> AND THE NEXT QUESTION, HOW
WOULD YOU ADDRESS THE
DEPARTMENT'S MISTAKES WHEN
THEY OCCUR AND HOW WILL YOU
HOLD YOURSELF AND EMPLOYEES
ACCOUNTABLE?
YOU DID TOUCH ON THIS ALREADY.
>> YES, I DID TOUCH ON THIS,
BUT I'LL EXPAND ON IT A
LITTLE.
I'M KNOWN AS A STRAIGHT
SHOOTER.
I DON'T HAVE A LOT OF PATIENCE
FOR DISENGENUINETY.
IT IS WHAT IT IS, AND IF YOU
JUST PUT IT OUT THERE AND
SOMEBODY SCREWS UP, I SCREW
UP, WE HAVE TO OWN IT.
THAT'S THE EXPECTATION, AND
THAT'S THE EXPECTATION I'D LAY
OUT ON DAY ONE.
WE CAN'T TRY AND HIDE MISTAKES
AND SHOVE THEM UNDER THE
CARPET SO TO SPEAK.
IF IT'S A MISTAKE, AND THERE'S
NO HARM THAT OCCURRED, OR
THERE'S VERY LITTLE, THEN WE
CAN DEAL WITH IT AND LOOK AT
IT FROM A TRAINING STANDPOINT,
A POLICY STANDPOINT.
A WHOLE HOST OF THINGS WE CAN
DO.
IF IT'S SOMETHING WHERE
SOMEONE GOT HURT, THAT COMES
DOWN TO THE EXPECTATIONS OF
THE COMMUNITY AND LEADERSHIP.
SO I GUESS WHAT I WOULD SAY IS
THERE WILL BE ACCOUNTABILITY,
AS I SAID BEFORE, UP AND DOWN
THE CHAIN.
IF I SCREW UP, I WILL LET
EVERYBODY KNOW FROM THE MAYOR
DOWN TO THE BRAND NEW COP ON
THE BEAT THAT I SCREWED UP.
AND HOW I DID IT AND HOW I'LL
FIX IT.
THAT GOES FOR ALL OF MY STAFF
AS WELL.
>> CAN YOU GIVE AN EXAMPLE OF
DEALING WITH A SITUATION LIKE
THIS IN TUCSON?
>> LIKE?
>> IN DEALS WITH HOLDING
YOURSELF, YOUR EMPLOYEES
ACCOUNTABLE?
>> SURE!
I'VE BEEN IN POLICING ALMOST
31 YEARS, SO THERE ARE
SEVERAL.
BUT, UM, PROBABLY THE BIGGEST
IS, HMM, LET ME THINK HOW I
CAN PUT THIS.
SOME OF THESE ARE SENSITIVE
STILL.
ALMOST ALWAYS THEY INVOLVE
PERSONNEL.
SO GENERICALLY SPEAKING --
>> MAYBE THAT'S A GOOD WAY TO
APPROACH IT, SURE.
>> THERE ARE TIMES WHEN I
COULD HAVE HANDLED THINGS WITH
STAFF IN A MUCH DIFFERENT WAY.
MORE THOUGHTFUL AND SENSITIVE
TO THE IMPACT THAT, UM,
SOMETIMES THE OUTCOMES HAVE ON
THEM, THEIR FAMILIES, THEIR
WELL BEING.
THE MENTAL WELL BEING.
THESE ARE SUPER STRESSFUL
ISSUES AND I NEED TO BE
COGNIZANT OF THAT.
BUT SOME OF THE MISTAKES I
MADE IS I WASN'T CAVALIER, BUT
PERHAPS DIDN'T DO ENOUGH TO
ENSURE THE EMPLOYEE RECEIVED
ALL THE SERVICES THEY NEEDED
TO RECEIVE GIVEN THE SEVERITY
OF THE OUTCOME.
AND I HAVE DEFINITELY LEARNED
FROM THAT.
>> OKAY, THANK YOU.
I KNOW THAT'S A SENSITIVE
TOPIC.
I APPRECIATE YOU ENGAGING IN
THAT.
ONE MANAGE QUESTION TO FOLLOW
UP WITH.
I'M SURE YOU'VE HAD IN IN THE
BACK OF YOUR HEAD, BUT WHY DO
YOU THINK YOU'RE THE BEST
PERSON FOR THE JOB?
>> I THINK YOU HAVE THREE
EXCELLENT CANDIDATES QUITE
FRANKLY.
I AM THE BEST PERSON FOR THIS
JOB IF THE COMMUNITY BELIEVES
THAT CHANGE IS NECESSARY IN
SEATTLE.
AND WHEN WE TALK ABOUT CHANGE,
WE TALKED ABOUT IT,
ORGANIZATIONAL CHANGE, MISSION
CHANGE, VISION CHANGE.
ONE OF THE THINGS, WHEN YOU
BRING IN AN OUTSIDE CHIEF,
THAT I'VE SEEN, IS YOU GET A
PERSPECTIVE THAT'S A LITTLE
DIFFERENT AND A BLANK SLATE ON
RELATIONSHIPS.
I HAVE TO BUILD RELATIONSHIPS
FROM THE GET GO, GROUND UP
WHERE THE OTHER CANDIDATES
HAVE HAD RELATIONSHIPS WITH
ALL THESE PEOPLE.
THAT'S DIFFICULT, BUT ALSO
ADVANTAGES WITH THAT AS WELL.
I DON'T HAVE THE BAGGAGEOF
THE RELATIONSHIPS OF 20 TO 25
YEARS GROWING UP INSIDE OF AN
AGENCY.
OR RELATIONSHIPS WITH THE
UNION OR RELATIONSHIPS WITH
PEOPLE AT CITY HALL.
I MEAN, SOMETIMES THERE'S
DAMAGE THAT'S BEEN DONE AND
PEOPLE ARE READY FOR A FRESH
START.
AM I THE BEST CANDIDATE?
I'LL LEAVE THAT UP TO THE
FOLKS THAT MAKE THE SELECTION
AND THE COMMUNITY, BUT I CAN
SAY I WILL GIVE 100% TO THIS
COMMUNITY.
I PICKED SEATTLE BECAUSE IT'S
A COMMUNITY I FEEL IS WORTH
INVESTING MY TIME AND MOVING
MY FAMILY HERE, AND I'VE NOT
PUT IN FOR A CHIEF JOB IN ANY
OTHER CITY.
THERE WAS AN INTENTIONAL,
THOUGHTFUL REACH OUT TO FINISH
MY CAREER.
IT'S THE PINNACLE OF MY CAREER
WITH NO PLANS TO GO ANYWHERE
ELSE.
THIS IS WHERE I'LL END MY
POLICE CHEER.
>> ALL RIGHT, KEVIN HALL,
THANK YOU SO MUCH FOR JOINING
ME.
YOU'RE WATCHING A PUBLIC FORUM
WITH ALL THREE CANDIDATES FOR
CHIEF OF POLICE.
UP NEXT IS ERIC GREENING.
STICK WITH US HERE ON SEATTLE
CHANNEL.
WE'LL COME BACK WITH HIM IN
JUST A MOMENT.
>>> AND WE ARE BACK AS WE
CONTINUE OUR PUBLIC FORUM HERE
AS WE INTRODUCE YOU TO THE
THREE CANDIDATES FOR THE
OFFICE OF CHIEF OF POLICE FOR
THE SEATTLE POLICE DEPARTMENT.
OUR THIRD AND FINAL CANDIDATE
IS ERIC GREENING, AN ASSISTANT
CHIEF FOR THE SEATTLE POLICE
DEPARTMENT.
THANKS FOR BEING HERE.
I'LL JUMP RIGHT INTO IT.
THE FIRST QUESTION WE HAVE,
WHAT POLICING ALTERNATIVES DO
YOU SUPPORT AND HOW WOULD YOU
PRIORITIZE THIS WORK AS THE
CHIEF OF POLICE?
>> FIRST, THANK YOU FOR HAVING
ME HERE.
I'M EXCITED TO BE HERE.
I HAVE GREAT PASSION FOR
ALTERNATIVE RESPONSES.
I THINK IT'S CLEAR SINCE 2020,
THE COMMUNITY IS CLEAR, WE
WANT DIFFERENT OPTIONS FOR 911
RESPONSE.
CURRENTLY I INHERITED THE
COLLABORATIVE POLICING BUREAU,
AND WITHIN THE BUREAU, I'M
CURRENTLY LEADING THE
COMMUNITY SERVICE OFFICERS.
RIGHT NOW WE HAVE ABOUT 20 OF
THEM, 4 SUPERVISORS, AND I'D
LIKE TO SEE THE UNIT GROW.
THAT UNIT WAS AROUND WHEN I
FIRST CAME INTO THE DEPARTMENT
ALMOST 30 YEARS AGO.
THEY WERE VERY HELPFUL, VERY
NICE ALTERNATIVE CONDUIT FOR
COMMUNITY OUTREACH, AND THEY
TOOK A CALL LOAD THAT HELPED
US OUT IN PATROL.
IT WAS VERY USEFUL.
OF COURSE IT WENT AWAY FOR
AWHILE DUE TO BUDGET CUTS.
IT'S BACK.
AND WHEN I CAME INTO THE UNIT
WE WERE TRYING TO DETERMINE
OUR PRIORITIES, WHAT WE NEED
THEM TO DO.
THERE WAS SOME DEBATE ABOUT
HOW WE GO FORWARD WITH THE
UNIT.
I'VE BEEN WORKING WITH THE
MAYOR'S OFFICE ON CRAFTING A
VISION GOING FORWARD,
SUBMITTED A PROPOSAL MYSELF
JUST TWO DAYS AGO THE COUNCIL
AND THE MAYOR'S OFFICE CAME TO
AN AGREEMENT ON WORKING ON
ALTERNATIVE RESPONSES.
I'LL BE RIGHT THERE WITH THEM
PROVIDING SUPPORT AND
COLLABORATION TO THIS FIGURED
OUT BY THE END OF THE YEAR.
I THINK IT WILL HELP WITH
OFFICER BURN OUT, BUILD TRUST
WITH THE COMMUNITY TO HAVE
ALTERNATIVE RESPONSES.
ALSO CRIME PREVENTION
COORDINATORS AND OUR CRISIS
RESPONSE UNIT THAT I'M IN
CHARGE OF.
THAT'S AN OFFICER AND MENTAL
HEALTH PROFESSIONAL IN THE
SAME CAR.
I THINK THAT'S IT'S A GREAT
PROGRAM, AND ON THIS ISSUE, I
WANT TO MAKE IT CLEAR, AS
CHIEF OF POLICE, MY JOB IS
PUBLIC SAVETY.
IF THESE RESOURCES ARE OUTSIDE
THE DEPARTMENT, I'M IN SUPPORT
OF IT.
IF IT'S INSIDE, I'LL LEAD THE
PROGRAM.
EITHER WAY, I WANT IT TO BE
SUCCESSFUL.
>> YOU MENTIONED IT HELPS
PATROL AND A FEW THINGS TOO.
CAN YOU TAKE ME BIGGER PICTURE
HERE IF YOU COULD ASSISTANT
CHIEF, ON WHY PROGRAMS LIKE
THIS ARE NEEDED?
>> THE ADVERTISEMENT IS ACTION
ALL THE TIME, AND IT DOESN'T
TURN OUT TO BE THAT WAY.
SO WE TAKE A VARIETY OF CALLS
FROM LIFE SAFETY DOWN TO
MINIMAL CALLS.
WHAT WOULD BE NICE IS TO HAVE
THE COMMUNITY SERVICE OFFICERS
BE ABLE TO BE DISPATCHED
PRIMARY TO THE NON-CRIMINAL
EVENTS.
THAT WOULD CUT TOWN THE WAIT
TIME WHEN FOLKS ARE CALLING
911, THEY CAN GET A COMMUNITY
SERVICE OFFICER THERE TO HELP
THEM NAVIGATE WHATEVER ISSUE
THEY HAVE THAT'S NOT CRIMINAL.
ALSO THAT FREES THE OFFICERS
UP TO DEAL WITH VIOLENT CRIME.
I THINK THE OFFICERS WOULD
APPRECIATE SUPPORT AND HELP,
ESPECIALLY NOW WITH REDUCED
RESOURCES.
>> AND WE HAVE ONE MINUTE LEFT
IN THE TOPIC, JUST TRYING TO
WORK ON DIFFERENT BEHAVIORAL
ISSUES, SUBSTANCE ABUSE
ISSUES.
I KNOW THAT'S A BIG PIECE OF
THIS TOO.
>> YES, WITH CRISIS RESPONSE
UNIT, RIGHT NOW THERE'S FIVE
SWORN OFFICERS, FIVE MENTAL
HEALTH PROFESSIONALS.
I'D LOVE TO SEE THE UNIT
DOUBLE IN SIZE.
THEY DO GREAT WORK.
THEIR HEARTS ARE IN IT.
I SPOKE TO THEM A COUPLE OF
WEEKS AGO, AND THEY ARE REALLY
COMMITTED, LOVE THE WORK, AND
MAKING THE CHANGE.
>> NEXT QUESTION, WHAT'S YOUR
PLAN TO ADDRESS INCREASED
VIOLENCE AND PREVALENCE OF
FIREARMS IN SEATTLE?
>> THANK YOU FOR THAT
QUESTION.
MY APPROACH WOULD BE DATA
DRIVEN EVIDENCE-BASED
STRATEGIES.
OF COURSE WITH INPUT FROM THE
COMMUNITY.
THAT QUALITATIVE DATA AND
COLLABORATION WITH
GOVERNMENTAL PARTNERS, CITY
DEPARTMENTS, SOCIAL SERVICE
AGENCIES.
WHAT'S IMPORTANT IS FOCUS.
AN EXAMPLE.
RIGHT NOW THERE ARE THREE HOT
SPOTS IN THE CITY.
BITTER LAKE AREA, WHICH IS
BASICALLY AN AREA FROM ABOUT
105th UP TO NORTH 145th.
ANYONE THAT DRIVES THROUGH
THERE NOW KNOWS THERE ARE
PROBLEMS.
THERE'S BEEN A NUMBER OF
HOMICIDES.
THERE'S A GENERAL SENSE OF
DISORDER.
THE DOWNTOWN CORE AS EVERYONE
KNOWS.
THE CHINATOWN INTERNATIONAL
DISTRICT AND SOTO.
MY PLAN IS A PLACE-BASED
APPROACH.
YOU CONCENTRATE ON THOSE
AREAS.
THE RANDOM PATROLLING, THE 911
RESPONSE, IT'S NOT WORKING.
SO WE GO IN.
THESE ARE ALL STRATEGIES I'VE
BEEN INVOLVED IN FROM OFFICER
UP TO ASSISTANT CHIEF.
IT WORKS.
YOU PUT THE COPS IN THE AREA.
THEY ARE NOT THERE FOR BROKEN
WINDOWS TYPE OF ENFORCEMENT.
THEY'RE THERE FOR PRESENCE.
THEY CAN MAKE SOCIAL CONTACTS,
REACH OUT TO THE COMMUNITY,
AND BUILD RELATIONSHIPS WHILE
THEY'RE THERE.
PEOPLE THAT DON'T WANT TO DO
THE RIGHT THINGS USUALLY MOVE
ON.
WITH THE RESOURCES WE HAVE TO
COOL THE AREA DOWN AND WORK
WITH SOCIAL PARTNERS AND
SOCIAL SERVICE AGENCIES AND
BRING THEM IN TO TRIAGE THE
AREA ONCE WE GET IT CALMED
DOWN.
THAT WOULD BE BY APPROACH TO
IT.
AS FAR AS GUN VIOLENCE, WE'LL
WORK WITHATF.
WE'VE WORKED WITH THEM ON THE
NATIONAL BALLISTICS
INFORMATION NETWORK TRYING TO
COLLECT ALL THE SHELL CASINGS
WE'RE PICKING UP, AND
HOPEFULLY GET THEM IN THE
DATABASE TO CONNECT VARIOUS
CRIMES AND FELONS WHO STEAL
WEAPONS.
>> GOT IT.
ONE MORE QUESTION SINCE WE
HAVE A LITTLE MORE TIME.
I KNOW EVERY NEIGHBORHOOD IS
DIFFERENT, BUT DO YOU HAVE AN
IDEA WHY WE'RE SEEING THE
INCREASE IN GUN VIOLENCE AND
GUN CRIME OUT THERE?
>> THERE ARE A NUMBER OF
FACTORS.
I THINK COVID HAD A BIG
IMPACT.
I JUST LOOKED AT SOME NUMBERS
IN THE LAST TWO YEARS.
WE'RE UP ABOUT 18% IN VIOLENT
CRIME AND SHOTS FIRED.
IT DEALS WITH ENCAMPMENTS.
I THINK THE LACK OF PEOPLE
JUST EVERY DAY ABOUT THEIR
BUSINESS GOING TO LUNCH OR OUT
HANDLING THEIR BUSINESS OR
GOING INTO THE OFFICE GIVES
THE SPACE AND OPPORTUNITY FOR
SOME PEOPLE TO CAUSE MAYHEM.
I THINK GOING FORWARD WE NEED
TO REALLY CONCENTRATE ON THOSE
PROLIFIC OFFENDERS.
IDENTIFY THE PEOPLE WHO ARE
VICTIMS OR USUALLY THERE'S
BEEN A PERCEPTION, I AGREE
IT'S A HEALTH ISSUE, RIGHT?
PEOPLE WHO ARE SHOT, THERE'S A
NETWORK OF FOLKS WE HAVE TO
CONCENTRATE ON.
NOT SO MUCH GET CAUGHT UP IN
THE FIREARMS, BUT WHO ARE THE
PEOPLE AT RISK AND WE BRING TO
THE TABLE OTHER PEOPLE LIKE
COMMUNITY PASSAGEWAYS AND THE
REGIONAL PEACE KEEPERS TO TRY
AND MITIGATE THAT WHERE WE
CAN'T AS THE POLICE
DEPARTMENT.
AND I WOULD MAKE SURE I BRING
EVERYBODY TO THE TABLE TO TRY
AND MITIGATE THE SHOTS AND GET
THE VERY VIOLENT FELONS OFF
THE STREET.
>> ALL RIGHT, THANK YOU FOR
THAT.
DOES SPD NEED A CULTURE
CHANGE, AND IF SO HOW WOULD
YOU GO ABOUT ACHIEVING THIS?
>> I DO THINK WE NEED A
CULTURE CHANGE.
I'VE WORKED FOR THREE
DIFFERENT DEPARTMENTS.
THE FIRST TEN YEARS HAD A
CERTAIN CULTURE, THE SECOND
TEN YEARS A DIFFERENT CULTURE,
AND AFTER THE SETTLEMENT
AGREEMENT, IT CHANGES.
WE'RE SUPPOSED TO BE A
LEARNING ORGANIZATION, SO THE
CULTURE SHOULD BE SHIFTING.
I THINK THE CHANGE NOW WE NEED
IS WE TALK ABOUT OFFICER
MORALE, BUT THAT WON'T CHANGE
UNLESS WE CHANGE THE LEADER
MORALE.
IF THE SERGEANTS, LIEUTENANT,
AND CAPTAINS AREN'T HAPPY, IT
TICKLES DOWN.
SO IT STARTS AT THE TOP, AND A
LOT OF THAT HAS TO DO WITH
ENGAGEMENT.
GIVING PEOPLE THE OPPORTUNITY
TO HAVE A VOICE ABOUT WHAT
THEY NEED TO MAKE THEIR JOBS
BETTER.
HOW LEADERSHIP CAN HELP THEM.
HOW CAN WE KEEP THEM SAFE AND
GIVE THEM THE TOOLS TO KEEP
THE COMMUNITY SAFE.
I THINK THE CULTURE NEEDS TO
STAY, WELL, THE SETTLEMENT
AGREEMENT GOT US THERE.
IT NEEDS TO BE INNOVATION, NOT
REACTION.
WE DON'T NEED TO GO BACKWARDS
WITH THE SETTLEMENT AGREEMENT.
I WANT TO MEET THAT AND EXCEED
IT GOING FORWARD.
I THINK THE OFFICERS WANT TO
DO IT.
THEY CAN DO.
THE PEOPLE THAT STAYED ARE
GREAT PEOPLE, AND I SO
APPRECIATE THEM STAYING WITH
US SO FAR.
AND I THINK THEY JUST WANT TO
BE HEARD.
THEY WANT SOME AFFIRMATION AND
VALIDATION, AND IF WE CAN DO
THAT CONSISTENTLY, THAT WILL
SLOW THE AMOUNT OF PEOPLE
GOING OUT THE DOOR.
>> GOT IT.
WE'LL TALK ABOUT RECRUITMENT
AND RETENTION IN A LITTLE BIT,
BUT I WANTED TO FOLLOW UP ON
THIS PIECE.
YOU MENTIONED YOU'VE BEEN IN
THREE DIFFERENT DEPARTMENTS,
BUT ONE DEPARTMENT IN SEATTLE
POLICE DEPARTMENT, THIS IDEA
OF CULTURE CHANGE HAS BEEN
BROUGHT UP SEVERAL TIMES.
HOW IS THIS TIME DIFFERENT?
>> I'M LOOKING TO WORK FOR
THAT FOURTH DEPARTMENT.
I WANT TO CHANGE THE CULTURE
INTO ANOTHER PHASE, AND THAT'S
GRADUATING FROM THE DOJ
SETTLEMENT AGREEMENT AND NOT
HAVING DEPARTMENT CULTURE
CHANGE HAPPEN BECAUSE THERE'S
BEEN A TYPE OF SCANDAL OR A
REACTION POLICIES PUT IN PLACE
BECAUSE WE MADE A MISTAKE.
I WANT TO PUSH FORWARD TO
REACH EXCELLENCE.
WE MIGHT NEVER EVER GET THERE,
BUT WE'RE ALWAYS MOVING
FORWARD.
I THINK THE COMMUNITY, THEY
NEED DIRECTION, ORDER, AND
PROTECTION.
THE OFFICERS NEED TO SAME
THING.
AS CHIEF OF POLICE, MY JOB IS
TO LEAD.
I NEED TO EDUCATE THE PUBLIC,
EDUCATE THE OFFICERS, AND I
THINK ALSO TO HELP CREATE
TRUST WITHIN THE BUILDING WE
NEED TO HAVE PROCEDURAL
JUSTICE INSIDE THE DEPARTMENT
AS WELL AS IN THE COMMUNITY.
I CAN'T EXPECT AN OFFICER TO
GO OUT AND TREAT A PERSON WITH
PROCEDURAL JUSTICE IF THEY
DON'T FEEL THEY GET THAT
WITHIN THE DEPARTMENT.
>> UNDER YOUR LEADERSHIP, WHAT
WILL SPD'S MISSION AND VISION
BE?
>> I THINK, I'M NOT QUITE THE
WORD SMITH GUY.
I'M TO THE POINT.
THE FIRST THING IS PUBLIC
SAFETY IN COLLABORATION WITH
COMMUNITY, NON-GOVERNMENTAL
ENTITIES, OUR PARTNERS WORKING
TOGETHER IN ONE DIRECTION AND
TRYING TO REDUCE HARM AND KEEP
PEOPLE SAFE AND DO IT IN A
CONSTITUTIONAL WAY.
I THINK AS FAR AS VISION FOR
THE DEPARTMENT IS TO CREATE AN
ENVIRONMENT WHERE, IN I'M IN
MY NEIGHBORHOOD IN NORTH
SEATTLE, I'M WALKING DOWN THE
STREET WITH MY DAUGHTER AND
DOG AND FEEL COMFORTABLE.
YOU CAN'T FEEL 100% SAFE ALL
THE TIME, BUT YOU SHOULD BE
ABLE TO WALK DOWN THE STREET
IN THE CITY AND NOT HAVE A
FEAR OF CRIME, AND THAT'S
WHERE WE HAVE TO GET TO IN THE
CITY AGAIN.
I THINK THERE'S A PERCEIVED
PERCEPTION OF CRIME IN SOME
AREAS AND REALLY BAD CRIME IN
SOME AREAS.
I JUST WANT TO LEVEL THAT OUT.
I WANT TRANSPARENCY ON IT.
I THINK THE VISION IS BALANCED
BETWEEN PUBLIC SAFETY AND
HAVING COMPASSION FOR THOSE
OUT HERE AND ALSO HOLDING THEM
ACCOUNTABLE.
I THINK THE VISION IS IN LINE
WITH MAYOR HARRELL'S OF ONE
SEATTLE AND AND WORKING
TOGETHER
ALL TOGETHER.
I THINK WE'RE ALL SUPPOSED TO
WORK COLLABORATIVELY.
>> AND WHEN YOU TALK ABOUT
VISION AND MISSION, AND I
TALKED ABOUT THIS WITH THE
OTHER CANDIDATES TOO, THERE'S
A CERTAIN BUY IN THAT NEEDS TO
HAPPEN FROM WITHIN THE
DEPARTMENT AND THE PUBLIC TOO.
CAN YOU TALK ABOUT HOW YOU
MIGHT ACHIEVE THAT?
>> CLARITY AND KEEP IT SIMPLE.
OUR KEY PERFORMANCE INDICATOR
FOR SUCCESS IS WHETHER CRIME
IS GOING UP OR DOWN.
AND THEN HOW DO PEOPLE FEEL
ABOUT IT?
THOSE ARE KEY PERFORMANCE
INDICATORS AS FAR AS THE
CLARITY, AS FAR AS HOW WE GET
THAT DONE, WEAPON HOW WE GET
THAT
DONE, WE WANT TO DO IT WITHIN
THE CONFINES OF LAW.
ABOUT THE NOT MAKING IT
COMPLICATED.
OUR OFFICERS' JOB IS TO KEEP
PEOPLE SAFE, GIVE THEM SOME
TYPE OF RESPECT, HAVE SOME
COMPASSION, BE HELPFUL, BE
STEWARDS OF SYSTEM NAVIGATORS
OF CITY SERVICES.
>> ALL RIGHT, THANK YOU FOR
THAT.
NEXT QUESTION HERE, HOW WILL
YOU TAKE ON THE HIRING CRISIS
WITHIN SPD AND IMPROVE THE
DEPARTMENT'S RECRUITMENT
EFFORTS IN THE CURRENT
POLITICAL CLIMATE?
>> THE LAST TWO YEARS I SAW
THE WAY THE NUMBERS WERE
GOING.
I'VE LOST QUITE A NEW MENTORS,
FRIENDS, GREAT PEOPLE GOING
OUT THE DOOR, AND IT HURTS.
THEY'RE THERE ONE DAY AND THEN
GONE.
FIRST IT GOES BACK TO THE
PROCEDURAL JUSTICE ISSUE.
IF WE CAN GET OUR HOUSE IN
ORDER, SHOWING THE OFFICERS
SOME APPRECIATION, THEY CAN
TALK TO THEIR FRIENDS AND
FAMILY AND SAY COME AND JOIN
US, RIGHT?
WE DON'T WANT OUR OFFICERS
WORKING AGAINST US TRYING TO
GET PEOPLE IN THE DOOR.
WE WANT TO CREATE AN
ENVIRONMENT WHERE THEY WANT TO
STAY AND WANT TO TELL OTHER
PEOPLE TO COME.
NOW, AS FAR AS HIRING, WE NEED
TO BE INNOVATIVE AND WORKING
WITH WEBINARS.
THEY USE THEM IN THE PRIVATE
SECTOR AND ACADEMIA.
THE OLD IDEA OF PUTTING
SOMEONE ON A PLANE WITH A
TABLE AND BROCHURES IS A BY
GONE METHOD.
I'LL MAKE SURE AS CHIEF WE
WORK WITH NEWLY APPOINTED
INDIVIDUALS IN THE HUMAN
RESOURCES DEPARTMENT AND
COORDINATE AND BE INNOVATIVE.
I WENT BACK TO SCHOOL TO GET A
CERTIFICATION IN HUMAN
RESOURCES TO UNDERSTAND WHAT'S
HAPPENING OUT IN THE WORLD AND
EMPLOYMENT.
I THINK TO CREATE THAT
ENVIRONMENT WHERE PEOPLE ARE
HAPPY TO COME TO WORK, I THINK
THAT WILL HELP.
AND IT WILL ALSO HELP IF LABOR
ISSUES ARE SORTED OUT.
WE'RE FOLLOWING BEHIND OTHER
AGENCIES AND OTHER AGENCIES
WITH LOWER COST OF LIVING, AND
WE REALLY HAVE TO MOVE QUICKLY
ON THAT.
>> YEAH, LABOR ISSUES IS A BIG
ONE, AND I JUST WANTED TO
FOLLOW UP, I KNOW IT'S A VERY
BIG ISSUE, HOW DO YOU WRESTLE
WITH THAT VERY BIG ISSUE?
>> I THINK THE MAYOR'S HIRING
AND RECRUITMENT PLAN IS RIGHT
ON PART.
WHERE IT GETS COMPLICATED IS
THE RETENTION PIECE, AND SINCE
I'M NOT CURRENTLY CHIEF OF
POLICE, I'M NOT PRIVY TO SOME
OF THE DISCUSSIONS AT THE
BARGAINING TABLE.
WHAT I CAN SAY IS WHAT WE CAN
DO AS LEADERS OF THE
DEPARTMENT, WHAT I CAN DO,
IT'S ABOUT ENGAGEMENT.
YOU GO TO YOUR PEOPLE, TALK TO
THEM IN GROUPS, BRING THEM IN
INDIVIDUALLY AND SAY HOW CAN
WE FIX THIS?
WHAT DO YOU NEED?
WHAT WOULD YOU LIKE TO SEE?
IS IT AS SIMPLE AS THIS
OFFICER WORKS FIRST WATCH
HOWEVER, CAN I GET THIRD WATCH
HOURS?
THAT'S LOW HANGING FRUIT.
IF WE CAN DO IT, WE NEED TO DO
IT.
WE HAVE TO GET IN THERE WITH
OUR PEOPLE AND TRY TO RETAIN
THEM OURSELVES AS LEADER IN
THE DEPARTMENT.
>> I'LL ASK THE NEXT QUESTION
HERE.
HOW WILL YOU ADDRESS THE
DEPARTMENT'S MISTAKES WHEN
THEY OCCUR AND HOLD YOURSELF
AND EMPLOYEES ACCOUNTABLE IF
YOU GET THIS JOB?
>> I'VE BEEN INVOLVED IN
DISCIPLINARY ISSUES AS A
SUPERVISOR AND LEADER.
I WAS A LIEUTENANT IN THE
OFFICE OF POLICE
ACCOUNTABILITY.
I KNOW THE INNER WORKS OF THE
ACCOUNTABILITY SYSTEM AND THE
DEPARTMENT.
I'VE PARTICIPATED IN THE
SENTINEL EVENT REVIEW ON THE
OCCURRENCES IN 2020, THE WAY
SPD HANDLED THAT.
I WORKED WITH THE OIG.
I HAVE A RELATIONSHIP WITH
PEOPLE IN THE CPC.
I MADE A CONNECTION ALREADY
WITH COMMISSIONER BETTS.
I THINK WE HAVE TO BE
TRANSPARENT, FAIR IN OUR
DISCIPLINE, WE NEED TO BE
EXPEDITIOUS IN HANDLING CASES,
AND WHEN I MAKE THE DECISION
ABOUT DISCIPLINE, I NEED TO
OWN IT.
IT'S NOT THE COMMAND STAFF,
IT'S THE CHIEF.
I'M THE ONLY PERSON IN THE
DEPARTMENT THAT CAN IMPOSE
DISCIPLINE.
I HAVE TO BE ABLE TO
ARTICULATE IT.
I'M ALSO A PROPONENT OF THE
RECENT LEGISLATION, THE
CHANGE, HOW WE INVESTIGATE A
CHIEF OF POLICE.
I THINK THAT'S IMPORTANT.
ALSO FOR OFFICER MORALE.
THEY WANT TO KNOW IF I GET A
COMPLAINT, WHY IS IT THIS WAY
AND WHEN THE CHIEF GETS ONE,
IT'S THAT WAY.
I THINK IT WILL HELP BUILD
TRUST.
AND IF I'M WRONG, I'LL SAY IT.
I'LL WELCOME THE
INVESTIGATION.
>> THIS IS ANOTHER QUESTION OF
BUY IN, AND I KNOW THIS IS A
DIFFICULT THING WITH SOME
OFFICERS, HOW DO YOU GET
OFFICERS TO BUY IN WITH THAT
LEVEL OF TRANSPARENCY?
>> THEY NEED INFORMATION.
RIGHT NOW WE HAVE
RECOMMENDATIONS FROM ALL
DIFFERENT AREAS AND OFFICERS
ARE IN THE DARK AND DON'T
QUITE KNOW HOW THE MECHANISMS
WORK.
I THINK WE CAN REALLY EDUCATE
THEM ON WHAT THE COMMUNITY IS
REALLY I SAYING ABOUT THE
DEPARTMENT, HOW TO CORRECT
OURS MISTAKES.
WE HAVE TO MAKE THAT
INFORMATION ACCESSIBLE TO THE
OFFICERS.
IT SHOULDN'T JUST GO OUT TO
THE PUBLIC AND WE'RE NOT
TELLING THE OFFICERS HERE'S
WHERE WE MADE A MISTAKE AND
HERE'S HOW TO IMPROVE.
>> I HAVE ONE LAST QUESTION
I'VE ASKED THE OTHER
CANDIDATES TOO, WHY DO YOU
THINK YOU'RE THE BEST PERSON
FOR THE JOB?
>> THANK YOU FOR THAT
QUESTION.
I'VE BEEN YEAR 28 YEARS.
OUT OF THE SEVEN ASSISTANT
CHIEF POSITIONS, I'VE HELD
FIVE OF THEM.
I'VE HELD POSITIONS AS A
PATROL CHIEF, AND DURING THE
TIME WAS ABLE TO DRIVE CRIME
DOWN.
I WAS ABLE TO DRIVE CRIME DOWN
ABOUT 15%.
I'VE WORKED IN ALMOST EVERY
DEPARTMENT IN SOME KIND OF
WAY.
OPA, THE FORCE REVIEW BOARD,
I'VE HAD TACTICAL ASSIGNMENTS.
I HAVE CREDIBILITY.
I HAVE THE QUALIFICATIONS AND
KNOW HOW TO KNOW THE INNER
WORKINGS OF THE DEPARTMENT.
ALSO FROM A PROFESSIONAL
STANDPOINT, AN EDUCATIONAL
STANDPOINT, I'VE GONE BACK TO
SCHOOL, WORKED HARD, TRIED TO
IMPROVE MYSELF.
I THINK ALL THAT MAKE ME A
GREAT CANDIDATE.
I THINK I'M QUALIFIED.
I THINK I'M READY.
IF I'M SELECTED, I'M READY TO
GO.
THERE'S NOT A LEARNING CURVE.
I HAVE A VISION AND WANT TO
WORK TOWARD THE MAYOR'S VISION
OF ONE SEATTLE.
>> ASSISTANT CHIEF ERIC
GREENING, OUR THIRD AND FINAL
CANDIDATE, THANK YOU VERY
MUCH.
TIME TO WRAP UP HERE.
SO HERE'S THE DEAL HERE,
FOLKS.
THE MAYOR WILL MEET WITH ALL
CANDIDATES ON FRIDAY
SEPTEMBER 16th.
TO PROVIDE FEEDBACK ON THE
CANDIDATES, YOU CAN COMPLETE A
SURVEY, AND WE'LL SHOW YOU A
LINK ON YOUR SCREEN RIGHT NOW.
THE LINK IS HERE.
BIT.LY/SPDPOLICECHIEFSURVEY.
EXPECT ANNOUNCEMENT COMING UP
IN EARLY OCTOBER.
AFTER THIS LIVE EVENT, THE
RECORDING IS AVAILABLE ON THE
SEATTLE CHANNEL WEBSITE.
THANKS FOR WATCHING THIS
SPECIAL PRESENTATION OF THE
PUBLIC FORUM OF ALL THREE
SEATTLE POLICE CHIEF
CANDIDATES HERE ON THE SEATTLE
CHANNEL.