And
everyone, the meeting of the
Public Safety Committee is now
called to order. Today is
Wednesday, January 28th, 2026.
Time is approximately 2:30 p.m.
Madam clerk, can you please
call the roll? Council member
Lee. Present. Council member.
Pryce. Absent. Council member
McCusker. Here. Council member.
Martinez here. Council member.
Park. Absent. Three members
present and a quorum. Mr. chair.
All right. We will begin with
public comment. Those that wish
to speak can come to the podium.
When I call your name, you'll
have one minute for general
public comment and one minute
each for the items on the
agenda for a maximum of three
minutes. Mr. Yeager, can you
please call the first name?
First speaker is Andrew Grebner.
You'll have two minutes for the
item, one minute for general
comment. If you can fly. Okay.
So item one is related to the
department patrol plans and
basic car plans for 2025 and
2026. So how about we have less
LAPD patrols and more valuable
community services of things
that actually keep people safe,
instead of more policing? So we
have item two, which is related
to illegal cannabis operations
present cannabis made legal in
the city of LA. So this is
possibly going to target legal
cannabis operations, since
that's what the LAPD tends to
do is target stuff that they
shouldn't be targeting. So we
have item five, which is
related to human trafficking
task forces, while meanwhile
the LAPD aids and abets and
legalized human trafficking,
also known as ice kidnapings,
assisting and aiding and
abetting those while lying and
claiming that they aren't. So
that's what the LAPD is doing.
So item eight is related to dry
suits for the maritime dive
team. It seems like maybe some
of this stuff is stuff that I'm
guessing it's like rescues or
whatever. Maybe this is stuff
that should not be done by
armed cops with a badge and a
gun that are likely to end up
being violent. We have item
nine, which is related to a
woman police officer's
symposium. That is interesting
since a lot of women have found
that they get sexually abused
by LAPD officers and they tend
to come. And when women call
them for help, when they're
being sexually abused or
attacked, the LAPD comes and
targets the women. So that's
certainly interesting. We have
let's see, we have item 11,
which is related to the robot
dog ground vehicle inspection.
This is more military equipment
for the LAPD that they should
not have. This stuff should be
taken away from them. And they
they're just used for more
violence against the community.
Now of course, this departments
or this committee is run by
criminals and themselves. We
have city staff are B and Price
Price who's not here. So yeah,
they'll never admit if your
staff are B, but we all know
you are. Next speaker is Dustin
go. You'll have two minutes for
the items three and six. Okay.
And then the next speaker after
that will be Rachel Golding.
Dustin, you'll have two minutes.
There you go. Okay. Good
afternoon. Members of the
public Safety Committee. My
name is Dustin Go and I
represent we operate multiple
cannabis locations throughout
the city and the county of Los
Angeles, and we support the
city's effort to address the
illegal cannabis market and
improve public safety. I'm here
today because our office,
located at 2001 Alameda Street,
has been experiencing ongoing
issues related to homeless
encampments along Macquarie
Street. At this location, we've
seen repeated incidents of
copper wiring being stripped
and burned at the streets as,
as a as well as large scale
illegal dumping. We have video
footage showing multiple green
dump trucks unloading
significant amounts of trash
and debris in the area, most
recently on on Tuesday, January
20th, a fire broke out at the
encampment and required
intervention from this Los
Angeles Fire Department. That
incident heightened serious
concern for the safety of our
employees, nearby businesses
and first responders. We
appreciate the city's continued
attention to homelessness and
public safety citywide, and we
also wanted to thank Council
District nine for previous
cleanups on Macquarie Street.
At this point, we were
respectfully requesting
additional assistance to help
address the ongoing issues at
this location. We are eager to
collaboratively work with the
city and improve safety,
cleanliness and overall
conditions on Macquarie Street.
Thank you. Thank you, Rachel
Golding. You'll have two
minutes for items three and six
and the next speaker will be
Laura FM. Good afternoon,
Council members. My name is
Rachel Golding and I work for
Please state at 2001 Alameda
Street. I want to begin by
expressing our support for the
city's efforts to address the
illegal cannabis market and
improve public safety
throughout Los Angeles. I'm
here today as an employee who
parks on McGarry Street when
coming to and leaving work.
Over time, the conditions in
this area have made many of us
feel uncomfortable and at times
fearful for the personal safety,
for our personal safety,
especially when walking to and
from our cars early in the
morning and later in the day.
Because of these concerns,
Please state security now
regularly escorts employees to
their vehicles, which shows how
serious the situation has
become. Most recently, some
employees had objects thrown at
their cars as they were leaving
the parking lot at the end of
the workday. I understand that
homelessness is a complex and
sensitive issue, and I
appreciate the city's continued
effort to address it. I'm
simply asking for additional
help with this specific area so
employees can feel safe, safer
going to work, and getting home
at the end of the day. Lastly,
I'd like to thank Council
District nine for the previous
cleanup efforts along Macquarie
Street. We truly appreciate
that support and hope further
assistance can help improve
safety moving forward. Thank
you for your time and
consideration. Thank you. Next
speaker, Laura FM. You'll have
two minutes for the items, one
minute for general comment,
followed by audit LA. Okay. Hi,
I'm going to do a number ten.
So I was reading here it says
the report from Board of Police
Commissioners relative to
accepting a non monetary
donation valued at $250,000.
What if let's just think about
this. What if Scientology is
donating that $250,000? Where
where do the public get any
sort of transparency as to
where the money comes, where it
comes from? And also, is that
even legal Chair and state,
right. We have laws between
church and state. Do you just
accept millions of dollars from
or thousands or say, $250,000,
as long as it comes from the
Church of Scientology? Is that
okay? Would that be okay with
you, Hugo, if you saw that,
would you say, I'm not going to
accept this or would you
receive it? Would you take it?
Is there is there some
transparency where the the
board can actually say, okay,
we're not going to be accepting
donations from religious
institutes if it's going to be
a bribery into the city and
into it's infiltrating into
every single job, whether
that's taking care of homeless
people, mental ill, all of that.
So if there is some sort of
ethical person who's not going
to cheat people or cheat the
city, or try to get free
insurance for their second wife,
that they shouldn't be married
to, then there needs to be
somebody on the board that's
transparent about this.
Otherwise I would. I'm going to
be digging into this 250 non
monetary donation. That seems
like the biggest laundering
fraud scam when it comes to
religions or even corporations
or fake organizations hiding
behind Scientology's tactics,
being able to donate that money.
And you guys would say nothing
about it, right. Because you
could just say, oh, it's
non-monetary. So there needs to
be some some ethical person
who's able to monitor or if
it's not going to be
transparent to the world,
you're going to be able to see
why wouldn't you be transparent
anyways to the city where the
money is coming that is being
donated to the LAPD. How is
that safety? If your money is
literally being donated by
trafficking human trafficking
cults? So that's a big issue
for me. All right. I'm going to
go to my general public comment.
And so for the safety of the
public, please, we're going to
talk about psychiatry and
mental health and getting
people, even people who want to
join the LAPD or any city
position. You cannot have
people who are saying that they
an organization who hides
behind a religion. Whether we
accept that or not, you cannot
have them dealing or
intermingling with Chair with
or with state. To me, that's a
big, big problem. So please
check into that. Speaker next
speaker order LA, you'll have
two minutes for the item, one
minute for general, followed by
the final speaker on the queue,
Ty Foreman. All right. Good
afternoon. Okay I want to start
off with okay. You have a
person there 90 years old. Okay.
So say they started working at
15. That's what, 75 years of
paying taxes. They, you know,
great citizens raised a family,
you know. And then now they're
in a nursing home and they're
90 and they fall out of bed and
the nurse has a back ache, a
really bad back. So they call
the fire department to come
help them lift the, you know,
grandma, your grandmother or
grandfather up and get them
back in bed. And you want to
charge him a fee? Are you
kidding me? If you all say yes
to this, I will roast you all
for the rest of your days on
this commission. I will not put
up with that. That you would do
that? Like. How dare you! You
want to get fees? Go ask
Scientology. Who doesn't pay
any taxes. They own all the
real estate, the biggest real
estate owners. And they do
nothing for the city. They
don't even pay their fees for
their events and special events.
But you want to tax grandma
when they fall? Are you kidding
me? Like for real? You do it
and I will, I will, I'll become
the biggest troll because that
is so ridiculous that better?
It better be. No, you're not
going to be that desperate for
money, that you're going to do
that to a senior that is so
offensive. Like, I'm so
offended that that even made it
to the how did it even get? Who
even recommended that? I don't
even look, I hope it wasn't you,
Mr. Lee, because I kind of
liked some of your stuff. It
better not and Mr. You're not.
You're going to owe me another
apology and Mr. Hugo too,
because you're not listening.
It's my time to talk. You have
to listen. Thank you, Mr.
McCusker. Because you do listen,
and I appreciate you for that.
But you're not going to sit if
you do it, so help me. That's
ridiculous. Okay, now for the
human trafficking. Okay. Do you
understand that? You know,
there's different kinds of
human trafficking, and it's
human trafficking month. Mr.
Lee and, Mr. Hugo, do you
realize that Scientology labor
traffics people in your area
and your district? Mr. Hugo,
Scientology is human
trafficking for labor. They're
bringing people from in
different countries as
indentured servants on R-2 visa,
okay. So they can work for 110
hours a week, seven days a week
for $47 at most. And you're
okay with that. But you know,
you're not okay with helping
Grandma or grandpa falling out
of a bed. Are you serious? I'm
so upset about that. And then
I'm going to tag on to what
Laura was saying. I am too.
I've been saying it all at the
police commission's for a long
time. You're getting all this
money from the laypeople, and
you have no idea, because they
don't have to show where their
money comes from. So
Scientology could be giving $1
million and then hint, hint,
wink wink. Chief, we need some
help, okay? And you can't say
that's not true, because I know
chief. Chief said, well, that
wouldn't happen. I'm like, yes
it would. You don't think that
someone gives $1 million.
They're not going to be saying,
hey, you know what? I gave you
$1 million. But we don't.
There's no transparency. We
don't get to see it. You still
owe me an apology, Mr. Lee.
Thank you. Last speaker is Ty
Foreman. You have one minute
for general comment. Hello and
good evening. I believe the
time is to you all. Thank you
all for being here, attending
to the public well is an
incredible pursuit, and I'm
honored to be on the city
participating with that with
you. All my comments are just a
tertiary awareness motion, I
suppose, for you all. So
there's some things that, you
know, I think need to be
addressed and some things I am
going to work with City Council
to address that pertain to
public safety, the first of
which are these insects. There
are insects that I'm finding
throughout Los Angeles,
Hollywood, from Central City to
Santa Monica. The second has to
do with air air quality. It's
very dynamic. It's interesting.
Something I think is do a
report. And the third has to do
with police and fire authority
robotics. That's it. Thank you.
Thank you. Speaker. Mr. chair,
that concludes public comment.
All right. We'll go ahead and
close public comment.
Colleagues, if there are no
objections, I'd like to take
recommend that items two
through ten go for consent with
the following recommendations.
Item number two adopt the
motion. Item number three adopt
the motion with the amendment.
Madam clerk, do you have a copy
of Councilmember Martinez's
amendment? Amendment four,
report back item four through
seven to adopt the Motion's
items eight through ten to
approve the acceptance of the
donations, can you please call
a vote on those items? Council
member Lee aye, Councilmember
price absent. Council member
Mcosker. Yes. Councilmember.
Martinez. Yes. Councilmember.
Park. Yes. Four ayes. These
items are approved as
instructed. All right. Madam
Clerk, can you please call item?
I believe that brings us to
item number 11 into the record.
And if LAPD wouldn't mind
coming to the table to answer
questions regarding this, item
11 is consideration of a Board
of Police commissioners report
relative to the annual
quadruped Unmanned Ground
Vehicle Inspection report for
fiscal year 20 2425. All right.
Thank you so much for being
here. Councilmember Martinez, I
believe you had some questions
regarding. Yes. Can you just
maybe give us a brief, brief,
quick introduction? This one is
can you hear me? Okay. Yeah.
Okay. Good afternoon. During
this inspection period, which
covered from July 4th, 2024
through June 30th, 2025, we had
four incidents where the
quadruped unmanned ground
vehicle was deployed during our
encounters with suspects. Each
of these incidents met the
criteria for our deployment,
which you're very aware of.
Dated May 30th, 2023, each of
these deployments presented
unique challenges and
environments that tested the
capabilities of our technology.
These incidents presented
obstacles and barriers that our
traditional robotics would not
be able to overcome to include
closed doors, cluttered living
spaces, and terrain that
limited utilizing other
robotics or drones in those
areas. In one situation, the
served as a pathfinder to clear
an area for our personnel to
enter the location. Overall,
the deployments of the GV
allowed our operators
additional tactical options and
better situational awareness of
the suspect's actions in real
time. And as stated, we were
met back in 2023. The purpose
of acquiring this technology
was to better protect our
officers in the community by
de-escalating dangerous
situation situations in the
safest manner possible and
providing our tactical
operators more options to
improve the likelihood that
these incidents and peacefully,
during these last few years,
we've continued to work with
the manufacturer, Boston
Dynamics, and other law
enforcement agencies around the
country to review their
deployments, as well to assess
best practices across the
country to allow us a better
use of this technology. And I'm
prepared to answer any
questions you have regarding
this report. Thank you. Chief,
before we get to Councilmember
Martinez, chief, can you just
identify yourself? Yeah. I'm
sorry. Los Angeles Police
Department Deputy Chief David
Kowalski. Thank you. Thank you.
I see that all of them are are
some form of the person being
barricaded. Sounds like that's
going to be the highest use at
this point. It's just seems
like difficult situations where
we don't want to send our
police officers in. Can you
tell me what that what the
outcome of each of these were?
Yes. I can go over each
incidents if you want. Well,
what was what was good on each
of these four deployments? They
were all a little bit different.
In one scenario, patrol
officers had been involved in
an officer involved shooting
prior. So they were dealing
with a a violent suspect. And
luckily, because of the way the
the setting was like, generally
when it comes to any type of
tactical deployment, especially
involves Swat, the environment
dictates what our tactics would
be and what type of technology
we would use. So in in this
first situation that we had, we
had a variety of overgrown
vegetation, various obstacles
in the yard that prevented us
to use some of the tracked
robots that we use on general
deployments. We were able to
utilize the the robot that day,
and even to the point where we
opened the door, we were able
to get in a room. And, you know,
that allowed us to encounter
the suspect safely and then
take him into custody in the
the in that incident, the
second one, this one occurred
involving Hollywood area patrol
officers, and they were dealing
with a person who was in
possession of an ax. So this
was a multi level apartment
building and Swat was called
into this. So as the as we were
encountering the situation
similar to the first situation,
we had an excessive amount of
debris. And the suspect, he
refused to to exit the building.
So where we we deployed the
robot, the we were able to use
the sort of the thermal camera
on the robot and that indicated
where he was because he was
actually hiding under a large
amount of debris in the in the
room. So we we called him out
and we took him into custody
then. So we're using different
parts of the technology of this
robot to safely take these
people into custody. So in both
incidents, no officer involved
shooting, which was which was
good. And the person we took
into custody was safe. Third
one occurred down in the the
harbor area of the city. And
initially patrol officers had
responded to a radio call of a
suspect causing a disturbance.
He was he was armed with a
firearm at that point. And so
he was in a shed area. And so
in this in this incident, there
were several obstacles that
would have hindered the use of
traditional tracked robots to
get. I mean, if you looked at
this yard, it was it was
impenetrable almost by feet. So
we we did use the, the
unfortunately in this one, even
the environment prevented us
from prevented that robot to
maneuver through it. It
actually fell into a ditch. We
did though, use the camera. I
mean, it was on its side for
spot. Yeah, he poor spot. And
so we were able to use the
camera in that deployment even
to give us some situational
awareness, because this was a
very violent suspect and that
was actually involved in a, in
an officer involved shooting.
But we we did we did utilize
the best we could in that
situation. So and then finally,
I'm sorry, the last one was in
the in the 77th area of the
city, there was a radio call
where the suspect was actually
pointing a rifle at numerous
people. This was in the 6600
block of South Figueroa. And
then the suspect had barricaded
himself in a second story
apartment building. And when
Swat arrived, we did see him
holding, holding a weapon. And
in that case there was an
officer involved shooting from
that. But the the robot was
able to kind of maneuver
through the area, and it
allowed us to. Travel through
the the apartment floors and
then kind of move some of the
obstructions that were there.
And then it helped us really
clear a pathway for the
officers to eventually safely
move into the building and then
take him into custody. So
there's a variety of of
deployments here. But really,
for that whole year, I mean,
four incidents or incidents
where we've used it, where Swat
normally deploys during a year,
probably 125 to 130 deployments
a year. So we're using it very
judiciously in compliance with
the the policy. But, you know,
we're trying to look at
different ways of of utilizing
it in the best way possible. So
I hope that answers your
question, sir. No, thank you
for for the thorough report. I
mean, in two instances, the the
technology ended in, you know,
an ideal situation, being able
to open the door and the
thermal camera. And in the
other two, it sounds like it
gave you an ability to having
more information and awareness,
I think was helpful, even
though, you know, they were
didn't end in ideal situation
with officer involved shooting.
But yeah, I mean, look, this
was an item that came up, I
think my first year. And, you
know, there was a lot of
stories about it. And, you know,
little dystopian and and you
know, I want to and the report,
the reports are sort of helpful
for me and understanding like,
you know, where they were
helpful. It sounds like all
four situations, the technology
that we currently have would
not. Yes, not have been helpful,
even though, again, not an
ideal situation if you have two
officer involved shootings. But
yeah I appreciate your
appreciate your report. Yeah.
Thank you sir. Yeah. Colleagues
any other questions for chief
okay. Seeing none I'd like to
recommend that we note and file
this report. Clerk. Thank you,
chief, for joining us. Okay.
Thank you. Madam clerk, can you
please call the And this
Council member Lee? Aye.
Council member price. Absent.
Council member. Mcosker. Yes.
Council member. Martinez. Yes.
Council member. Park. Yes. Four
ayes. This item will be noted
and filed. Okay. I believe that
brings us to item number one.
Can you please read item number
one into the record? Item one
is consideration of a Board of
Police Commissioners report
relative to the revised basic
Car Plan and Department Control
plan for 20 2526. Oh my gosh.
Thank you for joining us at the
table. If you would like to
give us a brief summary of your
report, chief. Absolutely. Good
afternoon, council members. My
name is Amanda Tingirides. I am
the director of the Office of
Operations. And with me today I
have the assistant director of
the Office of Operations
Commander Brian, Liam and our
sergeant that oversees our
field deployment unit, Sergeant
John Alipio. So thank you for
having us today. As you know,
in the mayor's proposed budget,
the LAPD was asked to look at
our basic car plan as well as
our patrol plan for the 2025,
2026 year. When we did that, we
parceled it out into two
separate subjects. We looked at
our basic car plan and the
feasibility of being able to
change it or redraw lines. And
we found that that would be a
difficult task for several
reasons. One, we'd have to go
to an RFP in order to do that.
There'd be consideration for
reassessment of boundaries and
maps, and it would cost a
significant amount of funding
to be able to do that. As you
know, at each patrol division,
we have anywhere between 6 and
11 basic A cars, for a total of
168 basic cars across the city.
And so perhaps in the future,
this is something that we we
can look at, but we didn't see
it as being feasible for the
2526 year as it relates to the
patrol plan that was adopted in
1988, and it was adopted off
the premises of a 740, a seven
minute response time to a radio
call, and 40% of that time
being proactive. Policing. The
LAPD utilizes different
workload algorithms and 25
categories that helps us
identify how many basic cars
each division needs. The LAPD
had not had not revised our Our
patrol plan since 2023. And so
with this ask and with the
reorganization of our
department, we looked at our
basic patrol plan, basic car
plan, and we revised it. And
with that, we came out with new
numbers for each division. And
what we identified is there
were some divisions that fell
short and the number of
officers that they would need.
Since this report was presented
to our Board of Police
Commissioners, we've seen a
significant decrease in the
need at some of these divisions.
And I'm happy to say
specifically one division,
mission Division. Initially
when we did this report, we're
down 26 officers. We've added 8
or 9 officers to that division,
and now they're a deficit of 11.
So working with our personnel
department, our field
deployment unit, and the
transfers and officers
graduating out of the academy,
some of the divisions that did
show a deficit were looking to
make those divisions whole. As
we move through, it's important
to note that the the the patrol
plan is strictly basic a cars.
It doesn't include kit room,
front desk, detectives,
narcotics gangs, specialized
units. It's strictly a cars and
X cars responding to radio
calls. So when we when we
revised the patrol plan, that's
just for the a cars on top of
any excess officers that may
appear on that patrol plan,
they are plugged into those
other entities that that I just
described. Okay. Chief. So you
said the last time it was
updated was in 2023. That's
when they did a full assessment
and made made actual changes to
the basic cars in different
communities, not the basic cars.
The the our patrol plan. Okay.
Got it. Yeah. I'm sorry. And so
now you're saying if for us to
do to revise this, we need to
go to an RFP to get someone to
advise us. I mean, we don't
think that the captains of the
divisions have a good sense of,
you know, where their basic
cars are needed. Well, when the
the the basic car plan was, was
implemented, there were so many
factors that went into it.
Radio call population, how big
the area is. When we do have,
when we have the luxury of
deploying an additional unit,
we will put in what we call an
X car in an area that we know
has a high volume of call
volume, so we can have that
extra additional resource. Or
when we identify specific crime
trends or patterns, we can put
that additional X car in that
area. But to revise an entire
basic car plan, we definitely
need someone with that subject
matter expertise. We'd have to
look at the the number of call
volumes. We've also had the
opportunity to implement our
community online reporting
system. There's been over
200,000 reports taken online.
That's 200,000 less radio calls
that our officers would have to
respond out to the location to
take a report. So all of those
factors would go into us
revising our actual basic car
plan, including mapping and
redistricting. And that would
take a lot of time and
definitely would have to go out
to an RFP. I believe the last
time we did that was what, year
or initially? So 1990, 97 is
the approximate the last time
the actual basic car number
count was changed. And even
when the establishment of
Topanga and Olympic, when that
came into establishment, we
didn't add additional. We just
carved out those previous eight
cars from the other divisions
and placed them into those. So
the count remained at 168. And
when those were created,
initially, it was they tried to
build like the chief said,
radio calls, community centers,
streets. They tried to create
it. So because the focus of the
basic eight car is the quality
of life service. So there's a
senior lead officer assigned to
each basic car they lead, like
Sarah projects situations like
that. A lot of quality of life
concerns outside of just the
responding to emergency radio
calls. When we talk about
patrol plan, it's a separate
concept. It's not how many
people I mean, officers are
needed to handle all the patrol
calls, the demand radio calls,
all of that. It is. That's just
our in cars. When we're talking
about basic eight cars, it's a
whole the whole delivery system
of service to the community and
the aspects and the factors
that would come into separating
the amount are I could come up
with an idea. Chief could come
up with the idea, but there's
always going to be a give and
take on that. That would take
time and agreement in all
different levels. The the city,
the department, the league,
everyone have to agree on where
that has to be. And that'll
take time and probably agree on
a company which will probably
take money. So. So in keeping
with the 740 I, is that still
the formula today? And with us
being down in numbers, we are
once we revised our numbers
effective two weeks ago, we are
utilizing the 730. So still the
seven minute response time in
30% of the time for community
outreach and engagement and
proactive policing. So I feel
that when there are incidents
around the city, patrol
officers are being pulled from
their assignments, the regular
duties, how do we then back up
that what what do we do in
those situations? Are people
pulled from different duties to
do patrol? So we have a minimum
staffing and we have 100%
deployment plan. So if there's
a protest or a significant
incident that occurs in the
city, we will divert resources
from different parts of the
city and the divisions to meet
that need. And that division
will go down to minimums.
Minimums is usually half of
your basic eight cars within
your division. So most recent
with the large protest or the
MLK parade or spontaneous
events, we do have to take
resources from other parts of
the city, but we at least
ensure that each division is
patrolling at their minimums
and the minimums are half of
what they have. So response
times are obviously affected in
those areas. Well, the I
believe it or not, the response
time, we're still hitting that
seven minute response time. And
that's for 911 calls for non
coded calls. That number goes
up a bit. But we're meeting
that seven minute mark in all
21 of our divisions okay. So
what kind of feedback have you
received from patrol officers
regarding this plan. And how is
the feedback incorporated into
like future adjustments? So
because we've been doing the
patrol plan for decades, our
officers, I don't think they
know the difference. It's our
bureau chiefs and our captains
that are really engaged and
involved in and want to know
what the expectation is for
their deployment and what their
deployment needs are. We did
sit down and meet with the
Police League to talk about us
revising this and that. We
hadn't done so in several years
and they took it very well. We
also met with our employee
relations group and had those
discussions just a month ago.
We met with every single patrol
captain and area captain to
explain to them the history,
the patrol plan, how we came up
with it, and I think it's been
received very well. I know some
of the divisions that had a
deficit are feeling supported
now because of us really diving
in and engaging and ensuring
that some of the divisions with
the deficit are made as close
to whole as we can. Okay. So
the numbers that we're seeing
here are current as far as no,
no, we have more current. Do
you have those? Okay. So if you
can see if we can get a copy of
that. Yeah. And so the
expansion how is like the
expansion of the UMC. Has that
had any sort of have we noticed
any impact on, on, you know,
deployment plans. It's
absolutely I like Commander
Liam talk a bit about it. But
that also is factored in when
we look at the workload and how
we came up with how many
officers should be assigned to
each division, the community
online reporting system, and
knowing that over 200,000
reports, you know, have been
taken, that's going to have a
significant factor into it. If
I'm at a division and we were
taking 2000 reports for
domestic violence in person,
and now those are being taken
online, and I shouldn't use
domestic violence because those
are in person. But a loud radio
or a forgery. Then when we put
those numbers into that
mathematical equation, that
division is going to have less
time and show less radio calls,
which means more proactive
policing. But I think the chief
covered it. But year to date,
so far there's been 953 calls
diverted. I don't have all 2520,
25, but so far just the year
953. So it's a significant
workload is diverted. All right.
I'd like to open this up to my
colleagues for any questions.
Councilmember. Council.
Councilmember McCluskey. Oh,
sure. Thank you. Thanks very
much. Appreciate the report. Is
there any intersection or
relation of this report to the
to the organizational
assessment by Rand that is also
pending? Do you know any
overlap. And if we don't know
now we just it's something to
think about I I will get back
to you sir okay okay. Thanks
very much. Actually I was going
to go down that path. So why
don't I, why don't I defer to
Councilmember Parker?
Councilmember. Thank you,
Mister Chair. On the. 7040 plan.
What what how are we defining
emergency calls that are to be
responded to within seven
minutes? What? Robbery in
progress, shooting in progress.
Any 911 emergency call. Well,
lots 911 calls probably don't
qualify as that term. So what,
like a code three response a
code three response. Code three
response okay. This probably
won't come as any surprise to
you, but one of the main
complaints that I hear often is
slow response times. And it may
just be a vocabulary issue
because, you know, we talk
about meeting response
expectations at least when it's
code three calls. But there's a
huge universe outside of that
where response times can be
many, many hours or none at all.
And so when we're thinking
about the planning and the
resources and how and where to
allocate those, how does that
other universe of call load
factor into our staffing? So
that's a great question. And
and I with the seven minutes
that includes the one minute
that it takes the police
service representative to pick
up and answer the phone. And
then that's 5 minutes or 2
minutes for dispatch and one
minute, sorry. So one one
minute to for the dispatcher to
get the information, one minute
to find a unit, five minutes to
respond to the call. And so for
the for the non coded calls, if
I'm headed to a burglary
investigation, but then a 911
call comes in, that burglary
investigation is going to drop.
And then I'm going to respond.
So the officers are trying to
prioritize their their call
stack as they go. And our non
coded calls I don't recall what
is the average for a non coded
now varies. It varies anywhere
from. I don't want to but it
varies. And to me what exactly
what you're saying in that
concern. So it's really hard
for us to prioritize that. What
we ask our field sergeants to
do is as soon as that emergency
call is done, ensure your
monitoring and those officers
are completing the rest of the
calls in their stack. It's no
secret that we're short police
service representatives, and
you're also hearing the
community complain about the
amount of time it's taking them
to answer the phone to get to
the non coded calls. And that
also factors into the response
time from the officers as well.
Yeah. Well just when you have
to leave a message at 911 that
that is evidence of a system
that cannot handle the current
level of strain and demand. I'm
actually surprised, pleasantly
surprised to hear you say that
we are actually meeting that
seven minutes, because probably
not surprising to anyone, I
spent a lot of time with LAPD
and. I will just share
anecdotally, and I'm sure
similar is true across
divisions, but just use Pacific
Division as an example. Under
the basic car plan, you've got
what, seven cars and then a
supervisor occasionally in and
out, depending on what they're
doing and the geographic region.
Well, it's for West L.A.
Division two. It may have one
of the largest geographic
regions, so drive times are
many, many miles. I mean, to
get from West LA over to a call
deep into the Palisades, you
might be looking at a 40 50
minute commute time during
traffic. And we all know we
hardly ever have a car in the
Palisades because they have to
go where the calls are. That's
West L.A. Division in Pacific.
Same. Yeah, and Venice tends to
suck up more of the resources
than some of the surrounding
neighborhoods. And so I just
from what I'm hearing, it
doesn't with the issues that I
hear directly from our police
officers in terms of their
workload and what they're
dealing with in the field, and
what I'm hearing from
constituents, which is just
these really unacceptably long
delays in getting back. And I
understand the whys for it. But
as we're thinking about the
staffing plans and the patrol
plans and the basic car plans,
I'm just wondering especially
if we're going to be studying
this again, how do we account
better for some of that? I, I
hear you loud and clear, and
we've been having a lot of
discussions about that. And I,
I think that and I know our
chief has talked about it, you
know, to the exhaustion is when
you're down over 1500 police
officers, you don't have those
additional X cars, bicycle
units, foot beats to help out
and handle those calls. The
numbers just don't add up. So
you have officers that are
saying they're exhausted. It's
because they literally are
stacking up that radio call and
they're just going call to call
to call to call to call. And we
don't have that relief factor
of an X car or a U-boat or an
Elk car, sometimes not even a
traffic unit. And so those
additional 1500 officers matter
when it comes to non coded
calls, quality of life issues
and all of the other, you know,
public health public safety
concerns in our city. Yeah.
Because I will tell you I've
anecdotally I've been in the
car with LAPD driving around
and we just roll. And I see it
happen all the time. When I'm
not in the car, they roll right
by all the quality of life
issues because they don't have
40% or 30% or any percent of
their time to do any of that
proactive policing. So I'm glad
that the report says these
numbers are being met. I'm just
telling you anecdotally, it
doesn't match up with my
personal experience, what I'm
being told or what I've
observed. So I just offer that
as context and really as a plug
for you. We need more bodies.
Yes, and I will also share with
you. I have spent time recently
in both of my divisions, and
one of the biggest complaints
that I am hearing from officers
is the desk work. I mean, you
have got sworn officers sitting
there doing things that
civilian admin employees can,
should and ought to be doing.
And I understand these officers
have taken on those duties
because we've eliminated so
much of the civilian personnel.
So we're just compounding our
own problems. But I say that as
a way to set the table heading
into our next budget cycle, and
your planning around staffing,
that, I don't know how we're
actually going to get us where
we need to be unless we also
start looking at some
reconfigurations and where and
how we're using our bodies that
we do have. Absolutely. That
was it. Thank you, Mister chair.
Senator Martinez. Yes. Thank
you so much, Mister Chair.
Thank you so much for this
report. It's really
illuminating to see the work
that our police officers do.
And I'm happy to hear that. You
know, the seven minute response
time is happening. Obviously,
the non-coated. Cause, I mean,
that's the complaints we get,
right? It's like something they,
our constituents, experience,
something legitimately
traumatic, but it's not urgent.
It's not violent. And so, you
know, police officers tell me
all the time like I'll get to
it when I get to it. Sometimes
they don't get to it the next
day. You know, they pass it on
to the other folks. So which I
really want to emphasize, like,
that's why we need to expand
the unarmed model of crisis
response. It's much more
effective. It's it takes these
calls off of police officers.
It's cheaper for taxpayers, you
know, like we need to give them
as many calls as possible so
that our officers can focus on
the really, truly urgent things.
But but I'm glad that
nevertheless, they're still
responding within seven minutes.
You mentioned a little bit
earlier about having to do an
RFP. Sorry, I was a little
confusing. Is that to to draw
the division lines or what was
RFP for? Sorry, I was a little
confused. That would be to
actually have a study done of
the basic Enforcement uh plan
and get recommendations from
whatever company that was hired
to do that study or do that
plan. And that plan would be to
determine how many cars are per
division. Or is that is that
what it's for? Yes. So
currently they are at the 168.
For example, central has six
basic cars. Central is one of
the busiest call load divisions.
They could potentially need
additional eight cars. So they
do have more than six senior
lead officers that have been
taken. We have eight senior
lead officers to help out with
that. But so that could be an
aspect. But the patrol plan is
something different. We don't
just staff them enough for the
six basic eight cars. Their
staff are having eight cars
that needed to meet the demand
in central any given shift. So.
But the basic a car part is
just do a study on each
division, the size of division
where the location is, maybe
add take away, and then with
that, once they come up with
once whoever does it comes out
with the number of say, central
needs 12, then we'd have to add
whatever additional senior lead
officers and other community
relations officers that would
meet that that need. And when's
the last time that report was
done? You said there was a this
process was done in was it a. A
finalized draft was done in 20
2021, but due to Covid and
everything else that was going
on at the time, it wasn't
implemented. And between now
and then, the time has become
someone has arrived. Do you
want to elaborate on this? Yes.
Thanks. Ed Rose with the CIO's
office. We engaged matrix back
in 2018, September 2018, to do
basically the basic car study.
And back then they did, as LAPD
reported, they crunched the
numbers. It looked at the
algorithms based on head counts,
topography, call loads, things
of that nature. I think that's
what we want to replicate now,
at least to do a refresh,
because what we did back then,
it was based on head count of
about 10,040. You know, we've
we've gone down significantly
to about 8700 right now. So I
think it would be beneficial to
do a refresh based on fresh
data. And even when we released
our report back in 2021, it was
based on 2018 data. So it was
kind of old at that point too.
And the pandemic got in the way
and it kind of got, you know,
extended out. So we issued an
RFP or some Action Council
action in 2018. Put it out to
RFP. We got it back. 2021 COVID
like the data is messed up now
we're in 2026 okay. So what
what? So what are we basing it
on if it's not on the 2021
study? Do you I think we're
talking two different things
the patrol plan and the basic a
car. They're two totally
separate things. So the the ask
from the mayor's budget was for
LAPD to do both to look at the
basic car plan and, and see if
there's a potential to have the
basic eight cars revised, and
to also look at our patrol plan
to see if there could be any
revised in that we were able to
look at our patrol plan, which
normally we would change and
look at and revise every
quarter. We hadn't done that
since 2023. So we just recently
revised our patrol plan and got
new numbers and have
implemented those numbers that
have our minimums, our 100
patrol plan, and that we were
able to do internally. The
basic a car would require an
in-depth study like matrix did.
It was a council motion for
Mike Bonin in 2017, and the
study was in 2018. We got that
information back in 2021. COVID
we had civil unrest and now
we're, you know, a couple
thousand officers down and it
would need to be done again. So
we never implemented that one.
We never implemented. So I
guess that's my question. So
what are we implementing right
now and when of what year was
that done. When was the when
was when was 1988 okay. So no
no that's patrol plan for okay.
Sorry. So I just want to be
clear the last time, what we
are using now is a 1988 basic
car study for deployment. No,
no okay. I don't have the year
for that exact. It was 97. 98
is the last change to the
amount of basic eight cars.
Okay, okay. So it's been a
while. Do we have a plan to do
that. Do we have a plan to do
that now. No. How much money
would that take anyways. We can
answer this later. But but it
needs to be done okay. And page
six here it's you're sort of
this is the patrol plan. This
is not the basic car plan. The
patrol plan. You have negatives
and surpluses. Yes. So I know
that's the patrol plan. I got
that, but it shows some have
pretty big surpluses. Centro
has 32, Hollenbeck 27.
Shouldn't that be ideally zero
or so? So. And I want to make
it clear the surplus is an
extra. This is just a an X cars.
It doesn't include gang units,
vice units, narcotics units.
Just so those additional bodies
are getting plugged into other
assignments. This is just
patrol cars. Some of the
divisions that appear to have
larger numbers. There's
something called a chief of
police adjustment. And
divisions like Hollywood have
the Hollywood entertainment
detail. So those numbers are a
chief of police. Well just
central division has reset for
the skid row area. So those are
an adjust. Some of the
divisions have the community
safety partnership. Those are
an adjust. So depending on on
some of the divisions and what
you see, some divisions are
allotted a chief of police
adjust. And those numbers are
are also included in that.
Gotcha. Okay. I think it would
be helpful to to that's why I'm
asking that because all I see
is a surplus and I'm like, why
are we putting more police
officers than we are supposed
to? But I understand now, I
completely understand. I have a
couple more questions about. So
we're diverting costs through
UMC. I think it's great. Like I
said, it's taking the work off
of our police officers. The
things that some of them don't
even want to do. It's cheaper,
you know, non-coated most of
them are non-coated cause as
you said, sometimes it takes a,
you know, who knows when.
Sometimes a day I've heard day
after. And that response time I
think is 28 minutes for UMC. So
is. But I guess you haven't
done the basic enforcement uh
does that does that affect the
basic deployment or the current
patrol deployment? Have we have
we looked into how that could
go, I assume go down because we
just diverting cause well yeah.
Go ahead. So the basic the
patrol plan is calculated
quarterly. So the amount of
radio calls which the UMC takes
away would be that many less
radio calls that now are fed
into when patrol plans
calculated into the
calculations. So if say, let's
just say one area of central
had a lot of them, and then
that cuts the percentage down
by like 20%, then their demand
would probably go down similar
to that percentage. Based on
that increase in numbers, it
wouldn't be realized until the
next year when we calculate
that quarter. Again though, I
see. So when I see here in page
6Q1 of 2026, that's not
included. The new data on UMC
is not included in that. No, in
the new the new patrol plan.
But this that would be so
patrol plan quarter one 2026 is
based off of data from quarter
one 2025. So some some had are
you including circle I know
I'll Penny Lane and Exodus were
sort of new. We're I know we're
at six now or going to seven or
something but does this include
circle the circle program. Any
any radio calls that weren't
didn't generate it would be
down by that many in that data
set. So as the program
continues and expands, you'll
be able to continue to adjust
your patrol plan. Yes. Every
quarter. That's great. I may
have more questions. This is
really fascinating stuff. By
the way. This is I'm glad you
think so. I mean, it is because,
you know, it's like I, I, I
want to be like, you know, I
speak openly like, I get it's
such a bad reputation, you know,
and and it's like, yeah, yeah.
It's like and it's like I
walked in this building.
Everyone thought, like I had
devil horns. And, you know, you
know, all I want is public
safety. That works. That's it.
Like, I want my constituents
when they call that the
appropriate. Like we can debate
the appropriate that the
appropriate person gets to
their door or handles their
issue. Right. And and that's
going to look different for
different people. I get that.
But and I also want I want a
government that works and I
want to do it as efficiently as
possible. And I want people to
feel respected in this city.
Right. As a as a union
organizer for many years, like
making sure people are valued
is important. But, you know,
and democracy is difficult. But
so when I'm, I'm really I'm
getting excited about this is
because it's at least we're
having the conversation. I feel
like, you know, I've been in
the city, I've been in the city
for 42 years now, and we're
having like very robust
conversations about what public
safety should look like. Right.
And the world has changed. You
know, people are being pushed
out into the streets because
the cost of living is too damn
expensive. Wages are too damn
low. You know, there's our our
our safety net of this society
is like crumbling. There's not
mental health, drug addiction.
So like we have to adjust and
we just we're behind the ball
right now. I feel like our
system of public safety is like,
I don't know, 30 years old, you
know? So we gotta, we gotta we
gotta evolve, you know, so but
this is a big piece of it,
making sure that our response
times are quick, that they're
doing the job they're supposed
that we're adjusting to the
times I think is just a
wonderful policy conversation
to be out in the open. And
we're going to be requesting
that a new plan be be put into
the mayor's budget. Council
member, any additional
questions? Yeah. Thanks very
much. My my sense. And tell me
if this is if this is wrong or
if this is way off. My sense
with the patrol plan is it's
really a management tool to
tell us with what we have today,
our numbers of calls, our
numbers of folks available, our
number of cars dispatched as we
are set up today. This is sort
of how we manage those patrol
cars out there. And we go from
730 to 747. 40 to 730. Just to
respond to the reality, just to
record the reality that we're
chasing radio calls and have
less time for in in field
proactive. My sense, which is
fine, I get it. My sense of the
the the basic car plan and
study is to say, putting the
realities of the world aside.
What would be ideal for us?
What would be the ideal
geography for a basic car? What
would be the ideal dispersement
of of, you know, senior lead
officers and basic cars across
the city? And so it could lead.
I mean, I'm all for funding a
study and and and figuring out
what the realities are and what
the best practices would be,
but it will, in fact, probably
change the Dispersement and
numbers of SLOs and basic cars
in the city of LA. Absolutely.
I believe when matrix did the
study, there were some
recommendations in there for
some areas, and it included
redrawing additional cars to
certain areas, additional
senior lead officers. There
were some recommendations in
there, but it would require
more officers. Well, that's
what I was going to get to. So
when you do a study like that,
rather than what we're doing
with our patrol plan, where we
have to know and the next DPO,
where is everybody going to be?
Yeah. When we do a study, there
are certain there are certain
things that clearly have to
control what's our call load?
What is the geography of the
city? What are the. Those are
the big ones, obviously. Will
it also tell us that listen,
for us to have an ideal basic
car plan, we need X number of
officers or will we be pushing
down as the old, you know,
Bonin plan proposed pushing
down from central management
out to the field to create more
basic cars by having fewer
other specialized units or
management positions, because
it's it's not a I'm not taking
a cheap shot at management as I
got all these great managers
sitting here. It's it. One of
the things it could do is it
could pull away from those
other cars and those other
details, whether it's traffic
or gangs or other things. I
think that there's a lot over
the past decade or two that has
not been considered when it
relates to response time and
basic cars, and that's the type
of calls that our officers are
spending their most time on.
Yeah, and it's mental illness
and homelessness and booking
property. A lot of their time
is spent on trying to weave and
work through some broken
systems. As police officers.
Sometimes officers may
transport one person to a
hospital and they're there for
6 or 7 hours. That's 1 or 2 men,
black and white, out from
handling radio calls because
they're sitting at a hospital
because there's no other
non-police. So there's a lot of
factors that I think a very
comprehensive study could,
could look at our new way of
policing and the 30 other
things that have been added on
to the police department since
that study was done. Yeah. And
I'd venture to say a whole
different report would come out.
That has nothing to do with
terrain or basic cars or how
many miles, but more to do with
public health and systems and
what police shouldn't be doing.
So that's excellent. Excellent
answer. And that's probably the
reality is that the world has
changed from 1988 to today. And
the things that we don't need
police officers doing, as my
colleague Martinez said,
probably makes a lot of sense.
That goes into one of the
factors. And there's also some
some message in some comment in
the report that we read saying
that there are some
inaccuracies or some challenges
with multiple car, car, more
than one car heading to the
same call, or some inaccuracies
on the code six designation. So
maybe there's also some
management tools and reforms
that come out of such a report.
Yes. When we looked at this,
one of the things we found is
there were some technical
difficulties with how we
capture officer's time. If
there's a help call that goes
out, you might have eight
officers that respond to that
help call. And that could
change the mathematical
algorithm for for time and how
many officers were spent there.
Or if officers go out to the
station, we don't know what
they're out to the station
doing. Are they writing a
report? Are they booking
property? So looking at our
computer, our computerized
system and trying to flush
those out more so we can really
see where their time is being
spent and should that be
considered into the
mathematical algorithm, when
we're looking at the patrol
plan. Excellent. Thank you. And
that also. So we were down
heavily with sergeants. And
recently we've promoted
sergeants. And that's where our
field supervisors can help
ensuring that our officers are
clearing from calls and having
that field leadership oversight.
Yeah. Time management. That
makes sense. Thank you. We're
also have not made detectives
in over a year and a half. And
you know, we can't talk about
crime and response time without
talking about victims. And
those are people who've been
victimized who may not be
getting a phone call because we
have 2 to 3 detectives working
a table. And that's difficult
as it relates to building trust
and victims feeling seen and
heard in the work that we do.
And I've heard Detective List
right now, and we're looking to
pull some people. That's always
a challenge. You know, when
when good people go from one
position to another position, I
mean, good for them. But it it
impacts every every time
someone moves. I was just going
to say have a significant
number of officers loan to
detectives. So once we make
detectives we'll be able to
flush those officers, make them
detectives or put them back out
on patrol. Oh good. Thank you.
Thank you very much for the
report. Well, thank you
everyone. You know, our senior
lead officers, I mean, just
speaking from, you know, our
the ones that we have in
Council district 12, they do
such an amazing job at
community relations. You know,
for. For their different
divisions and of course, LAPD.
I mean, I feel like I can tell
you exactly where we need
another basic car, but, you
know, we're happy to request
that this be put in the mayor's
budget with the cows. So I
appreciate the report and
hopefully the expansion right
of the UMC. As Councilmember
Martinez says, the, you know,
with the success and expansion
of that program, hopefully we
can see some other ways to try
to factor that into our basic
cars and our obviously, our
patrol cars. So thank you,
chief. Thank you, commander.
Sergeant Ed, thank you. Okay.
So I'd like to colleagues, I'd
like to recommend that we note
and file the report and request
that the mayor and CEO to
include funding for new basic
car plan, request RFP in the
mayor's 2627 proposed budget.
With that, madam clerk, can you
please call the roll? Council
member Lee aye. Council member
Price Price. Absent. Council
member. Mcosker. Yes. Council
member. Martinez. Yes. Council
member. Park. Yes. Four eyes.
This item will be noted and
filed. All right. Thank you so
much for joining us today. I
think we need to go back real
quickly to item number three.
Madam Clerk, there was an
amendment to that. Can you
please read that into the
record? The amendment would be
to add the additional following
instructions to instruct the
fire Department and Department
of Building and Safety, in
consultation with the office of
the City Attorney, to report on
the process for determining and
documenting that the materials
identified for removal in these
hillside very high fire
severity zones do, in fact pose
a fire hazard. If I can have a
second for this second. And we
will retake the vote for item
three. Okay. Council member Lee.
Aye. Council member price.
Absent. Council member. Mcosker.
Yes. Council member. Soto.
Martinez. Yes. Council member.
Park. Yes. Four eyes. This item
is approved, as amended. All
right, Madam Clerk, are there
any other items to consider?
The desk is clear. Then this
meeting is adjourned. You said
you knew where the car should.