Good morning Public Safety Chair Herbold and all council

members. Thank you for having Chief Operating Officer Brian

Maxey and myself here to cover our Strategic Plan.
I first want to start off with acknowledgement regarding 3
homicides within the last 5 days. Each of these incidents, the
victim is homeless. The CID, CD and U-District communities
have all been impacted.
We continue to see the escalation of gun violence which has
almost doubled since last year. Officers responded to over
dozens of 911 shots fired calls this last weekend. Not all the
calls were we able to recover shells casings or observe bullet
damage. Our communities continue to feel this violence.
We have had 95% more shots fired with 171% increase in
people being shot compared to last year.
We continue to work on strategies to deal with violence
focused on Community Intervention, Analytics, Prevention,
Changing Environment and Enforcement, however, we know
there is limited resources.
2 years ago, we were moving our department in the direction
of significant change. Since George Floyd was murdered, we
had a massive change in our city in regard to policing. The
Seattle Police Department has had to hit a reset button.
During this time, I have had to adjust and make changes to
deployment throughout the department. We have also worked
to build a strategic plan for the future of policing in Seattle. It
lays the foundation for compassionate and emphatic
department that solves problems by creating innovative
approaches to public safety. In other words, simply stated: we
are here to help people. And that is what we have done and will
continue to do.
In building a strategic plan, we must acknowledge what we
have been able to accomplish over the last 20 months.
• Worked with Seattle Fire and UW Medicine to establish
the country’s first, first responder COVID testing site for
public servants.
• Community service officers and police officers distributed
food and supplies to vulnerable populations.
• Launched the Active Bystandership for Law Enforcement
Training. This training is used to give employees tools and
skills to intervene in misconduct. We continue to see
officer complaints drop.
• We have changed our policies and tactics regarding crowd
management. We have not deployed crowd control tools
since September 26, 2020, and October 3rd, 2020.
• We have undertaken a comprehensive review of less lethal
tools and we are launching the pilot of the bola wrap. The
policy is place.
• We continue to participate and learn from the Office of
Inspector Generals Sentinel Review process.
• We continue to engage community in reconciliation and
peace dialogue sessions by impacted communities.
 • We continue to have 40% of hires are from diverse
communities.
And more importantly we continue to see officers do amazing
work.
We continue to see some of the highest number of callouts
from our HNT Team including SWAT dealing with barricaded
and crisis situations. Almost all are handled with no force ever
being used.
• As I presented a few weeks ago, we are moving towards a
relational policing model. In the coming months we will
launch SPD 360: Before the badge training. Previously this
was referred to as Pre BLEA.
• We are going to be utilizing Virtual Reality to train officers.
• We are launching the first in country model focused on
equity and quality in policing known as EAQ. Equity,
Accountability, Quality. This will be rolled out in phases.
• We know there are disparities in all our systems to include
the criminal justice system. We have routinely over the
course of my career conducted a research document using
census data noting these disparities. The report is done
years after the police work is done.
• We need to have a better model which COO Maxey will go
into further detail. But we need a model that can look at
data in real time, using propensity score matching those
accounts for the covariates.
 • We are grounding the overall strategic direction of the
department in an Enterprise Risk Management model to
ensure decisions, policies, trainings, wellness efforts, and
tactics are aligned to ensure public safety while protecting
the safety of everyone.
• We are continuing to hire and build up the Community
Service Officer program. This expansion will increase new
opportunities to having civilians’ engagement community,
follow-up on concerns and work on non-criminal calls
navigating services.
It is difficult when your personnel are working long hours,
responding to more calls for service than ever before. We have
created significant investments into officer wellness. We will
continue these investments and expand. We know a healthy
officer will respond to community in a safe and healthy way.
We will continue to train our staff with the best training for the
changing policing environment. We will be conducting training
our all supervisors in outward mindset and law enforcement
casualty care programs.
We have continued to innovate in policing, we continue to save
lives, we continue to respond to 911 calls. We continue to have
a staffing crisis. We are seeing positive results when we all work
together to tackle issues like 12th and Jackson and 3rd and Pine. I
know there are so many areas through Seattle that need police
resources and I am committed to ensuring we have full
coverage to make Seattle safe.
I am proud of what we have accomplished and the direction we
are going. I will turn it over to COO Maxey to provide more
information regarding EAQ.