review of the police department. that occurred. they hired, as a subject matter expert, hillard hines, a private company. they came in and did the audit with the police department. the u.s. justice department eventually backed out of the relationship after the change in the president administration. the city of san francisco went to the state attorney general's office and the state attorney general's office stepped into where the u.s. justice department had been and the san francisco police department also retained hillard hines to continue their work in reviewing the audit that was done and basically the 272 recommendations that were made in which the city committed to implement. which we have been in the process of doing for the last two plus years. so, we're at some mid point now

where we're ready for an interim report. i think hillard hines will release an interim report in a couple of weeks. i've asked the department and hillard hines give an oral report tonight to the public and commission just on the status of where they are and what they've done and where they're going. we open it up and i guess the department is leading it off. >> good evening. >> good evening, commissioners, president hirsch, members of the commission, chief-of-staff. i am here this evening to present to you both an update on c.r.i. in general and i think hillard heintze will do a presentation focusing on process and how we're working together and things like that. i do want to take a moment and introduce the executive sponsors who really do the hard work of coordinating many, many, many

members of the department in implementing these really rigorous compliance measures. the executive sponsors are commander walsh, who oversees the use of force objective. commander lazar, who is coordinating the community police be recognize tiv objectid commander yee, and commander -- who do i have left -- o'sullivan who has the highering and hiriny objective. with that, thank you for having me. the overview tonight encompasses

making these changes. i'll talk more details about the summarizing each of the specific areas within the categories outlined bit u.s. d.o.j. assessment. also the program-wide efforts we've been making as well. throughout the process, sfpd and the city have remained proactive moving forward with the changes in the field of policing nation wide. when presented with change, san francisco has moved a bit faster than even the state. so, really, thinking through that proactive near a o nature r work. some examples, and i've placed them up on the slide. the use of force policies which emphasizes sanctity of life, time, distance and deescalation and that was really passed and

implemented as you all know. in 2016, even at the state, those legislation -- that legislation is being contemplated now. the i am not station of crisis intervention training or critical incidents training began in 2012. the ride eve slide says 2015 ist really started to expand. in 2012 we really started that. it became mandatory post training in 2017. sfpd collected demographic data electronically in 2016 and that was replaced by a state mandate and collection that began in 2018. and finally, in 2018, sfpd went through collaborative interacting with transgender non binary gender order. sampling the things where we

aren't waiting for change to come to us. and furthermore, sfpd and the city of county of san francisco was proactive about the change of policing. i sort of presented a timeline here of how things have played out in the last three years. sort of san francisco reached out, meaning the chief requested they the usda conduct the c.r.i. process in san francisco and then after that assessment, the department began work immediately on developing internal processes and implementing recommendations. after the u.s. d.o.j. and the communications involved the relationship, the mayor's office and the commission as president hirsch pointed out proactively thought out a replacement structure. none of the other agencies that were involved in c.r.i. with the u.s. d.o.j. have taken such a

normalized stance in their implementation. the u.s. d. o.j. -- so moving onto the progress, the u.s. d.o.j. organized their recommendations into five categories. use of force, bias, community policing, accountability, hiring recruitment and diversity. i'll be discussing the progress made within those changes, however, there has been additional work that cuts across multiple c.r.i. program categories and benefits the department as a whole. program wide, we have undertaken a strategic planning process or an initial strategic planning process and created the framework for a broader effort at strategic planning in the coming years. the process involved -- in one of the out puts is a strategic

statement and you might have seen a little bit of press on the safety routes respect motto going on police vehicles and i believe the first 50 or those are being deployed soon. sfpd, so, safety with respect to motto that was developed through six internal focus groups, which pulled 70 -- over 70 officers from patrol, included a dozen non sworn members and the sessions were really focused on what the members believed they work for. i.e., what do you deliver to the public? the resounding response was quick responses to threats to safety. community feedback from a team of external experts which included the naacp president, the sf bar association and the sf interface council. they received a similar

question. what did the public wish to receive from the department? the responses nearly the same but with the delivery of that safety in a fair, just and impartial manner in a community policing context. and hence respect. additionally, the motto isn't just safety or respect provided in a one-day direction covering safety between members of the department and respectful given and received by the department with members of the public and each other. in addition, we completed -- there's a safety and concluded in the strategic plan the initial strategic plan for the following tenants collaboration, improving responsiveness, measuring and communicating, strengthen the department and defining the future. in addition, the department

chief reorganized the command structure which included the professional standards and principles leasing bureau and now unit which includes the staff inspections unit. the staff inspections unit will be responsible for -- it's our audit unit, essentially and will help conduct reviews and evaluate the effectiveness or evaluate whether reforms are continuing beyond the scope of hillard heintze's contract. we also completed the revision of d.d.o.3.01 streamlining policy development and communications about policy changes to members. it will also formalize the process by which d.p.a. provides input to the d.g.o. development process. in addition -- [ please stand by ]

>> the training really stand out department integrating the concepts into form and approach to training that is consumable to all sfpd personnel. we heard by members of the assessment team as they went

through the implementation, sfpd needed to make these recommendations our own and implement them in ways that worked in san francisco. as a result, use of force is down 30% since 2016. this slide shows a demonstration of that reduction. moving on to bias. we had couple of presentations on what is happening surrounding training and bias.

in addition to the training the department implemented auditing of departmental electronic communications with automated notifications to internal affairs. partnerships are in place in being pursued with academia to understand the root causes of the higher representation of people of color and uses of force. thanks to the sheparding of commissioner, we look with d.p.a. has been in process of developing a draft policy on the prohibition of bias policing. in addition to that policy, the department has -- is in process seeking to improve inclusivety

with immigration law and deaf and hard of hearing policy. in community policing, we've been working with the controller office and sfpd developed a strategic plan with the working group. the purpose really was to identify goals and outcomes to align more closely with community policing value with focus on problem solving, communication, education, relationship building, sfpd organization and operational leads in community policing efforts. to get to this plan, a variety of i believe pu -- input was sought. they conducted 15 working groups

between may 2017 and may 2018. 90 people were invited on a biweekly basis. 36 jurisdictions reviewed best practices and survey of community members conducted in which the controller office reached out to over 500 representative organizations and received 195 responses. in addition, 103 members of the department were reached out to for the internal side of the survey and received 66 responses from those department members. this is very good survey response rate. increase police presence also is another item of in which the c.r.i. has progressed. the city has grown, nearly tripled. we have event worked with an

academic partner to determine the effectiveness of those foot patrols and the effectiveness in larceny and assaults was statistically significant. in addition, the department has increased community interactions through both citywide events and station level events. that work is under way now. turning to accountability,

again, we talked about this already. the electronic communications auditing, the department deployed body cameras to 100% of our officer, sergeants and lieutenants. we have implemented a document exchange system with d.p.a. in which the system routes notices to appear and member response forms back and forth to from d.p.a. members. it replaces less reliable paper interoffice mail system which also probably closed down the process. in addition, the staff inspections unit was established as i mentioned, that unit will be charged with helping to ensure that our property really is moving forward with recommendations. in addition, d.p.a. has engaged

with the controller office to audit our use of force reporting processes and that work is ongoing now. finally, the department has recently signed an m.o.u. to investigate uses of force that result bodily injury. finally, our hiring recruitment and diversity objectives, the department expanded recruiting to grow the department and increase diversity and i are come back to that item. in addition, department partnered with academia to look how retain our workforce to increase success and quality. recruits did not make it through the academy, those recruits has

harder time with scenario-based training. this resulted in the department doubling the length of our evoc program and academy and also changing our scenario-based training which drove the failure rate to nearly zero for that particular module. then in addition big change was that the department consolidated recruiting hiring background units under one plan. the recruitment unit traveled across the country for first time in 2018. which really allowed them to expand their reach and expand the potential diversity and the recruit they took not only the recruiting pitch to the other communities but also allowed for candidates to take the physical abilities test and other tests without having to travel all the way to san francisco. they were able to take that with

them. with that i will take questions or any of the commanders will take questions. >> you like to hold off on questions until we heard from hilliard heintze. >> good evening. i'm deborah occu kerby. i've been working iteration of this reform. with me tonight is michael durden who has been with the project since 2016. he's retired executive from the police department. with us is our new project manager is lindsey morgan. lindsey has been an integral part of this process not only for san francisco but across the country.

she ran our project management responsibility since the initiation of the program. lot has been talked about in terms of history. i think it's important to recognize that when this first took off in 2016, many of you were not on this council. there was no d.p.a. we have a new chief. there's a variety of other issues happened within city of san francisco that we don't claim to have full knowledge or recognition of. in 2016 as a result of some significant events happening in the community and as a result of community concerns being raised, the department and the city actually reached out for collaborative reform systems from u.s. d.o.j. this came with some responsibilities. back to the department. we had very public and open process in terms of where we engage significantly across the community. lot of issues and concerns were identified. this culminated in a report,

272. recommendations, october of 2016. our members of the team here today supported that process. it was one that was owned, driven and reported by the department of justice. you all know, that once that report was published and you started to work on the implementation, in the summer of 2017 we start to saw little bit wobble on that. in september of 2017, the u.s. department of justice withdrew from the program. again, to the credit of this commission the city and department you recognized have been forward-leaning. you made commitment to our residents and you are also putting yourselves out there in terms of being able to drive through the reform that was recommended by the department of justice. also within that context, i'm here to give you the larger picture, the department of justice brought with it financial support and technical support. they were army to tap into a national select group and bring

a team of people here to help with that assessment. you committed and under that iteration of collaborative reforms san francisco was only police department that had a published report. you were a front runner in that regard. that commitment to follow through on that resulted if us being here. what happened between september 2017 and february 2018 was a significant amount of change within the city. i'm not here told you your history. in february 2018 the new collaborative reform initiative began anew. you had the agreement from the california department of justice and sfpd. they had changed the approach and started to move it towards more transparent process by the stakeholders here in san francisco. we see that as a key change in this time. we feel that it's one that's

going to bode well for the department going forward. in june of 2018 our team was hired by the city to provide support to the department. we really want to make clear here, while we have report that was published in 2016, you have a team here we had intimate knowledge what happened in that report and able to inform not only the department but what the base basis of the report and all those information and files were retained by department of justice. some ways we had to report. our role under this report is significantly different. we are tasked primarily with preparing three independent reports. as president identify, we have one coming up within the next few weaks to identify what we're calling phase one. what were the activities and outcomes of the reform process here under phase one. many of you participated in phase one work. we look forward to share that information with you clearly. under phase two, we have two

other reports. phase two report which will be due in december 2019. phase three due in may of 2020. with anything else, reports is a piece of paper. challenge here is to identify and develop the framework not only for reform but or ongoing transformation and really transforming the san francisco police department into the department that is committed to be and to the department that it wants to be. our role here is not only to the reports we're helping with plans, policies and procedures for providing technical assistance to not only members of the department but to the commission as well as we work through this process. we are also providing technical assistance to the california department of justice. what we've seen since our time of being contracted in june of 2018 to now, we really truly seeing a collaborative relationship start to develop. phase two, the d.p.a. will be part of this and active local way in terms working on those

policy recommendations under accountability and we look forward to really starting to take this process forward in a way that starts to speak and be driven by local residents as well as the department. process is boring. we can talk about the flamework but it is the foundation to making sure that this city, it department and its stakeholders are able not only identify what is it they want in terms of outcome to able to hold the department and stakeholders to account. what we managed to do is different what was happening with the department of justice, we identified and agreed to three diverse stakeholders what we're going to be measures for reform. each -- that's been agreed upon by department of justice and by the department and we anticipate that these standards will set

that norm going forward in terms what we're doing. also additionally as we've identified these compliance measures what they will do, they will start to translate across the five areaings o areas of re. the process is really one of relatively straightforward. the department works on the file, the recommendations all the work that catherine identified and as they build upon it, esubmit the file to hilliard heintze. we review the file. whether or not it comport wass the requirements are for the recommendation and whether or not comport what we know national practice to be. once we determine the substantial compliance to what the department had submitted then that file is submitted to the california department of justice.

we review that file. that file is deemed close. close is an arbitrary term because we know for the department to continue on it path and to continue to grow, that is predicated upon commitment to continue to work on that recommendation. what we'll see is that lot of the recommendations are supported by a need for what we call the continuance improvement group. as stated we are currently in phase two. what we are seeing coming out of phase one is the foundation. we set the rules. we set the standards. we created a new process for the city to go forward. as we are on phase two, it is about revving up the engines making sure we're able to support that framework and we're showing the commitment and capacity to move forward on the

recommendations and the way that's appropriate, transparent. as we come out of phase two with the report in december 2019, our goal is to make sure that we have calibrated and assisted the department in moving towards transformation. we've been able to build it, we've been able to show that it works. now we're able to move it forward in way that is comprehensive and demonstrates with transparency to the community what this department can achieve. as we stand here before you, this is where we're at. i know that under the initial collaborative reform process, there was lot of different process and lot of strong community engagement. what we're looking at here is that assessment is easy. it's always easy to point out the faults. actually committing to reform

from an internal process, it's challenging. if problems are easy, they would have been fixed. worrying within -- working within this framework and bringing in the stakeholder support in coordination, it helps for stronger process. i sit here tonight to tell you that we've been here basically since the beginning. we have seen as a result of this site visit, significant changes already in the department. we are hopeful and we believe that this process is working. we have committed engagement from stakeholders. we have seen progress. we're -- we're preparing to publish our report next couple of weeks. from the process perspective, the distinction i hope i made clear to you and what our goals are under phase two and phase three. it remains to progress the reform and to continue to measure and monitor the recommendations and provide

technical assistance as needed to you, the department and the california department of justice. on that note, i'll open to questions. >> i have a question for you. that is could you -- can you tell us -- describe the measurables that you identified? how is you're going to measure success? >> compliance measures is kind oboring. certain standards have been to be met. part of the challenge that you have with an operational organization is that you have -- i'm blanking on any single recommendation. use the force reporting, you will have a standardized use of force report that will be completed by each supervisor

following officer-involved shooting. we took what is required. standardized use of force report, completed by a supervisor following each investigation. then for a lot of these recommendations, there's a report. there's the audit, the validation, which is an area this department struggled with early on. our measurement would be are they doing that? is it happening and what is the way the department using to validate it. for each the 27 272 recommendats our role is to look at that and say have they've been able to do that. for challenge maintaining the arbitrary measurements at some point know need to meet. we're doing that and this. it's not coming through on the standard reporting process. that's what we're doing. under phase two, this whole week we've been meeting with the

executive working group sponsors and really identifying what are the priorities, where are you within the file and how can we better integrate what's happening if the field what is the measures of compliance. how we get that in the files so it's documented and reported. >> any questions from commissioners? either hillard heintze or the department? >> commissioner dejesus: i'm sure you saw the letter from the california department of justice indicating 6 or 13 recommendations were sent to them. they wrote back saying, the department is not substantial come compliance. what you're taking, they talked about they continue to have information and review. it didn't look like there was any audit it is place. how do you know what you're accomplishing if you can't

measure it or failing? how do you know where you're failing? that was one of the things that was brought to our attention and some of the recommendations are the community posting information about the community, policing plan and stuff like that and what was the outreach. it was limited to department's own infrastructure, their own website or facebook page. then the captains. the captains do have an impressive outreach. lot of them are merchants and really concerned community members they belong to their community groups. there's lot of different communities within a community. i'm sure you have that letter. with the communityout reac commt you did, i would be curious to know if it's just the outreach within the department.

one of the criticism is documentation, lack of documentation. this is the kind of things in stage one or two. >> what you raised is the critical issue. how we're able to document and understand our role in this process is different than it was initially. initially we were listening to the issues of the community. now we're transforming into actual reform. the department is leading that reform. there's two things here. under the reporting methodology those issues are real concerns. they are not translating back to us. that's not identified within the framework. you have to have the documentation of xy and z. we are working with the department to help them better identify and better implement the processes for recommendation. i think you raised a second issue, this week we don't go out

into any structured outreach. it's working with the department to identify where they have. we the opportunity today to observe the community policing, executive working group. we saw community members working with the executive and actually identifying what needed to happen under certain recommendations, directed towards community policing. there was some frank conversation about who was at the table and not. there was also conversation about how is that community policing being done. if we can't be part of it get back to the command staff, then is that true community policing. not a perfect process, we were able to observe. there's a process, one that's improved since the last time we were here. recognizes those challenges. there's work ahead of us.

what we've seen is commitment to that work. but there's challenges to remain as ability to document what is happening with the department. >> commissioner, part of the answer to your question is -- that's the strength of this pross that has been formulated in the second phase of this collaborative issue. we have really concrete standards. when we're evaluated by the hilliard heintze california d.o.j. it's specific what we're doing and not doing. that putting puts us in positioo address the issue. i think that keeps us really in a better place. also, as she mentioned, the

issue of continuous feedback, we don't get into mentality and we turn in a package and we move on. work has to continue. putting those systems in place is a part we assess the package that we looked at the first go around, that we really saw lot more work that we needed to do. in the long run that will put us in much better place to sustain the packages once they are found to be in compliance. it's a much more robust system. >> some the criticisms that i hear from the community is that we have excel spreadsheet and we're checking some boxes and we're saying percentage of use of force is down. we're not seeing any kind of cultural change. we're not seeing anything

pointed to a cultural change. some of the criticisms are too slow. it's been over two years and three years at some point. some of the -- when you're talking about community, i like to know the captains are putting down how many times they cancel foot beat. how many days are we having foot beat or community program. officer-involved shooting we talked about the district attorney office. d.a. had an interview where me said, it's still broken. our system is broken. police are investigating their own officer-involved shooting. they're all part of law enforcement. what i found curious here, very

early on in the investigation, they shape the scene. they shape the investigation when they get there. that's not a good thing for the department. that doesn't build faith in the community that it's a real independent examination. when you get to that, talking to the attorney general, what are we going to do to remedy that. they say, -- [indiscernible] >> the issue you that you raise is one that's national. in terms of the reform recommendations, there are lot of very concrete recommendations that made to address those concerns. there's more timely and early on notification. the m.o.u. was the first outcome to that. we have seen what seems to be good practice and frankly probably one of the leading

organizations in terms of multiunit training relative to response to officer-involved shooting. there's always ongoing issues in terms of improvement and reform. the ability here, this is what we're seeing the chief discuss as well, within law enforcement, even since 2016, we'r we've seen significant change in terms what are the expectations. it is question of, we have black and white recommendation here that says why. in 2019, have ewith changed it? do we need what the recommendation is to make sure we're going forward? that's the continuous improvement. the value of cal d.o.j. at the table. they can stand truly independent. the social issues that you're raising those are complicated. those take time.

you create the policies, you create the standards and you create the expectations. frankly from what we've seen, when you have a very diverse highly educated police department here. being able to give them the standards and the guidance and leadership it bring it forward, brings that change. does it happen in a period of year and a half or two years? not likely. you can see measurable requirements and standards and policy and ability to accord not only the d.p.a. but this council and department to ensure those policies are being followed and bring that commitment they made to the community forward in a very transparent and documented way. >> last thing you want to say. for all these wonderful orders we put in place and policy and training. we have done that. we have lot of that in place. one of the criticisms that we read, when it gets to the training part of it, some

officers are told disregard everything you learned apt the academy, do as i say and do as i do. they continue to perpetuate the culture that's in place. how do we change that culture in a significant way? how do we stop that? the i think d.o.j. talked about some of the training officers. >> the standard is high. commission adopts policies and when officers are expected to train and follow the rules and they don't hold up to it, we do hold them accountable to that. we do. the standards are very high.

we don't compromise on that. somebody not following that and we find out about it, we will take the appropriate action. we do. >> vice president taylor: we want to know that. i have not heard anything to that effect in san francisco. if that's happening, the commission wants to hear about it. i would say that president hirsch have been part of this these collaborative discussions and calls. lot of things are hardening to me. one of those things, we all felt strongly that d.p.a. should be part of the conversation.

it's really helpful. cal d.o.j. is anything but rubber stamp. there are no rubber stamps on the policy. it really is a process of kind of rigorous discussion and testing of ideas. there's lot of work to do. from what we have seen, we have a lot of people from various kind of points of view having discussions about these policies. >> one last thing. can you tell us in couple of sentences, the report that's coming out in couple of weeks, what do you expect us to see from that? >> i think what you're going to see is that the city and this

department and the cal d.o.j. have really established a foundation that i think provides structure for reform for the department going forward. just as the vice president identified, coming into this, we weren't quite sure how all the new stakeholders were going to work out in this. what i can say, it's been your work. that is the department that commission, the d.p.a. and cal d.o.j., to really fashion an approach that's unique. you are the only major city that really kind of taking reform forward. i think this report will have some disappointment. all 272 recommendations have not been accomplished. there's something to look in that in terms of time. from june 2018 when we were first hired until when this report comes out, framework, the structure, the working agreements and capacity to develop reform measure reform in

addition to ongoing initiatives that executive director mcguire just talked about, shows that this city and this department is taking forward that original commitment from october 2016. >> president turman: thank you both. thank you to hilliard heintze. next item on the agenda. we're ready for public comment on item 2. what we just heard. good evening. >> greetings. i'm clifford and one of the american people i will be the highest authority in this room as government officials are server and magistrate the people. no offense to deborah, having the d.o.j. have relate recommens for the sfpd what they should be doing is tantamount having a fox

guard the hen house. you can't have a treasonous telling another treasonous body telling what to do. this time last year sfpd was a 9/19/11 co-conspirator. there are two others more recent. the recently it was announced that jamal truelove was awarded $13.1 million after six years of his life was wasted after being framed by the san francisco police department. it should be called the san francisco domestic terrorist department. given there was a murder and someone was framed, that means

the culprit the murder is still out there and one would be foolish not to suspect san francisco domestic department. that would bring skepticism of chief scott's report. i'm requiring all footage be made to the public immediately. also last thursday, the san francisco police department was involved in abducting a homeless woman called diamond, that's three strikes of treason and unlike the three strikes law, treason is one time offense where you're subject to capital punishment. i'm giving you orders and this you'll be in full compliance with as far as dealing with the public and treating them properly, i require that all the police who are protecting 9/11 terrorist be arrested. >> president turman: thank you your time up.

any other comment on item 2? >> good evening. i wasn't sure i would come down here. someone on board gave me a call. inpromise not to tell who it was. there's that military movie where the guy understands, the lawyer say, i want the truth. the guy says you can't handle the truth. that's because the truth is not meant to be handled. you understand it, abide by it or whatever. in this country, they say it's based on judeo and christian low. the fact is the 10 commandments never been followed. u.s. constitution has never been the law of the land. we go back to the beginning. what are you really prepared to do?

how serious are you about making these changes? you're not going to do it on earthly level. when they say god bless america, mary that we serve, never ending games. the power we have is the power of our heart. which is the power of christ. law enforcement is stuck in the middle of this crazy satanic riddle. they got a tough spot. i support law enforcement because they're a spiritual entity just like the rest of the entities. when the master the wool and hair say how you doing, that was

about the animals. >> president turman: any other public comment on item 2? >> this all looks great the powerpoint. i don't see any meat in what's happening here. i don't see anything how we doe they're not going to be texting and racist comments, i don't see how truelove's happen during this time. i want to who we're partnering with academia, who was partnering was not mentioned. you want to know about the body cameras turned on when gun is drawn. also there's why are we seeking more police. i watched the police in this town. you have witnessed -- i saw a woman thrown against the wall.

five cop cars jumped out and the officers said, would you please tell this woman stop yelling at me. they were hurting the woman. i like to see how we'll see the d.o.j. report that criticizes what was done. the report from the law office seems lacking to me any meat it will take a long time. why? it seems officers are told what to do and they supposed to obey in the system. why can't we get this happening now? i want to know miserables too. i want to see real progress. i want the community -- community is not any happier

about the police than they were when this started. this is all really pretty and polished. >> president turman: any other public comment. public comment is closed. next item. [agenda item read]

>> greetings again. i have more orders. along rest of the police involved with the framing of jamal truelove. yoni don't care in they don't ce if they're with sfpd. i'm requiring you arrest the key executives of the san francisco federal reserve bank. starting with mary c. da daly. next week, if she's here, then you will finally done your job for once and followed the orders of the people. if not, i will be requiring, this is an order from your superior. government officials are public servants and magistrates of the people. i'm glad some of all think this is funny. this is serious. these are orders, this treason

needs to stop. according to the law, article 3 section 3, the punishment for treason is campaign punishment. if you don't know what capital punishment is, that's execution. once again, i'm requiring the arrest of the police involved with the framing of jamal truelove, bless involved protecting 9/11 terrorist, cease and desist and stand down. that's an order. >> president turman: any other public comment? >> i would request that the chief input into not going forth with tasers. i think i provided information from ted gunnerson about how there could be lot better ways

to deal with those issues than to taser people. i want to talk to the public. i'll talk to the public that are non-law enforcement. those that are concerned with law enforcement, the reality is, they work for corporations. they took an oath of the constitution. i would suggest that you look up the constitution and invite one of them to come down and speak one day. the constitution is a beautiful document which never been the law of the land. those that would like it see law enforcement work for people for the first time ever, you got to provide a beautiful endeavor which is the 40-day strike that's commanded from above and beyond to shut down the labor shut down the schools and get off the fence and stop paying mortgages and rent.

we cannot expect changes while we're paying in the system that is not as we would wish. that's my share. we all get off the fence and don't pay rents for two months. >> president turman: any other public comment? public comment is closed. next item. [agenda item read]

>> president turman: any public comment on item 6 going into closed session? seeing none. public comment is closed. next item. vote whether we go into closed session. >> moved >> second. >> president turman: motion carries. >> we are back in open session. is there a motion to reveal that was held in closed session? all in favor? >> aye. >> opposed?

>> that passes unanimously. >> adjournment. >> all in favor? opposed? we are adjourned. thank you.