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Hawaii Police Commission <br /> Special Meeting Minutes <br /> December 12, 2022 <br /> Page 27 <br /> any leader whether they're coming from inside or outside to very quickly make <br /> an assessment of the situation especially as it refers to the culture of the <br /> department and find ways to get folks to....in his mind it's what is it about your <br /> job that you love or what makes this place feel like home, what makes this feel <br /> like a family. If you can encapsulate those things, not only does it provide you <br /> with excellent resources for recruiting and retention down the road, it forces <br /> people to reflect on why. If you can encourage department-wide involvement <br /> in that kind of involvement or scenario, he thinks it goes a long way towards <br /> building a culture of trust that you're not someone who's here to change <br /> everything, you want to find the best solution that'll work both for yourself, the <br /> rest of the community and the department to move forward. <br /> ➢ Edward Ignacio stated one of the most important things is your deputy. He <br /> stated that he would be coming in from the outside, so he thinks it imperative <br /> and important that your deputy be from within the department, not temporarily, <br /> that's whom my deputy will become. He will come from the department, it <br /> would be someone whom he feels has integrity, the same vision, and goals, is <br /> respected, and has that understanding that would fill the gaps that he won't fill. <br /> This should be the number one priority. Secondly, he would take the time to <br /> learn and listen to the department and the commission, figure out what the <br /> problems are, and see what we're doing right, what we need to address, and <br /> what we need to fix. He prioritizes his actions. He looks at what he needs to <br /> do, what's a priority, and what is not. Slowly, not coming in with a heavy hand <br /> just start clearing everything out, but basically slowly looking at all these <br /> different aspects of the department and see where we can effect immediate <br /> change. A lot of the times it's just a simple fix. Doing that and doing it simply <br /> sends a message, and you need to have your message clear in your vision. <br /> What is your vision? You can't wait for a while to come out with a vision plan <br /> or mission statement that you believe in. You need to clearly articulate that, <br /> not only internally, but externally as well. Practice what you preach. We're all <br /> sitting here, saying things that we're going to do, we need to do them. If we <br /> say we're going to make a change or try to fix this, we need to do that as soon <br /> as we can. That will bring the guys together and create a better environment. <br /> ➢ Paul Applegate stated that if he were selected as chief, he would not come in <br /> and start making a whole bunch of changes without observing and getting the <br /> input of stakeholders within the department and all employees. As he stated <br /> earlier, he would want to conduct an audit, and part of the audit process is <br /> where everyone gets spoken to and where they can provide input, he feels this <br /> is really important on the internal side. He would definitely select a deputy <br /> chief from within. There are a lot of qualified people in this department, a lot of <br /> whom he worked with in the past when he was here 20 years ago. There are a <br /> lot of good people, there's no need to go external. He would assure <br /> employees that he's not going to come in with the goal of just changing this <br />