Business

Body-Camera Maker Has Financial Ties to Police Chiefs

Published

10 years ago

March 3, 2015

In this photo taken Thursday, Feb. 19, 2015, Steve Tuttle, vice president of communications for Taser International, demonstrates one of the company’s body cameras for The Associated Press during a company-sponsored conference hosted by Taser at the California Highway Patrol Headquarters in Sacramento, Calif. (AP Photo/Rich Pedroncelli)

RYAN J. FOLEY, Associated Press

IOWA CITY, Iowa (AP) — Taser International, the stun-gun maker emerging as a leading supplier of body cameras for police, has cultivated financial ties to police chiefs whose departments have bought the recording devices, raising a host of conflict-of-interest questions.

A review of records and interviews by The Associated Press show Taser is covering airfare and hotel stays for police chiefs who speak at promotional conferences. It is also hiring recently retired chiefs as consultants, sometimes just months after their cities signed contracts with Taser.

Over the past 18 months, Taser has reached consulting agreements with two such chiefs weeks after they retired, and it is in talks with a third who also backed the purchase of its products, the AP has learned. Taser is planning to send two of them to speak at luxury hotels in Australia and the United Arab Emirates in March at events where they will address other law enforcement officers considering body cameras.

The relationships raise questions of whether chiefs are acting in the best interests of the taxpayers in their dealings with Scottsdale, Arizona-based Taser, whose contracts for cameras and storage systems for the video can run into the millions of dollars.

As the police chief in Fort Worth, Texas, successfully pushed for the signing of a major contract with Taser before a company quarterly sales deadline, he wrote a Taser representative in an email, “Someone should give me a raise.”

The market for wearable cameras that can record arrests, shootings and other encounters has been growing fast since the killing last August of 18-year-old Michael Brown by a police officer in Ferguson, Missouri. President Barack Obama has proposed a $75 million program for departments to buy the cameras to reduce tensions between officers and the communities they serve.

City officials and rival companies are raising concerns about police chiefs’ ties to Taser, not only in Fort Worth but in such cities as Albuquerque, New Mexico, and Salt Lake City.

“Department heads need to be very careful to avoid that type of appearance of an endorsement in a for-profit setting,” said Charlie Luke, a Salt Lake City councilman. “It opens up the opportunity for competitors of these companies to essentially do what we’re seeing here — complaining about that public process.”

He said he was surprised when he learned last year that the city’s police department had purchased Taser cameras using surplus money, bypassing the standard bidding process and City Council approval. The department declined to say how much it has spent acquiring 295 body cameras and Taser’s Evidence.com video storage program and hasn’t responded to a month-old public records request.

The city’s police chief, Chris Burbank, said that his relationship with Taser, which includes company-paid travel to Taser-sponsored conferences, is appropriate. He recently recorded at the company’s request a promotional video in which he praised Evidence.com.

Burbank said he does not receive speaking fees and believes he hasn’t violated a city code prohibiting paid product endorsements on public time. He said he accepts Taser’s speaking invitations to promote the best ways of using body cameras. But Luke, the city councilman, questioned what value Salt Lake City gets from Burbank’s trips.

A Taser spokesman said the company has no control over how cities decide to award contracts. Taser says early adopters of technology are the best ones to discuss its benefits and drawbacks and share their experiences with colleagues.

“This is a pretty normal practice for police chiefs and other recently retired individuals to speak on behalf of the industry,” Taser chief marketing officer Luke Larson said.

Taser’s competitors say its cozy relationships are hurting their ability to seek contracts. They complain they have been shut out by cities awarding no-bid contracts to Taser and are being put at a disadvantage by requests for proposals that appear tailored to Taser’s products.

“Every time I do a presentation, as I’m standing there looking through the room, I wonder, ‘Who is tainted by Taser?'” said Peter Onruang, president of Wolfcom Enterprises, a California body camera maker.

Taser reported Thursday that orders for body cameras and Evidence.com soared to $24.6 million in the final three months of 2014 — a nearly fivefold increase from the same quarter in 2013. The company said it had contracts with 13 major cities and is in discussions or trials with 28 more.

A no-bid contract in Albuquerque and Taser’s relationship with the police chief prompted an investigation by the city’s inspector general.

City Council members demanded the inquiry after learning that Chief Ray Schultz, who had supported the $1.9 million contract for Taser cameras and storage, became a company consultant shortly after stepping down. A U.S. Justice Department investigation last year blasted Albuquerque’s rollout of the body cameras, saying it had been so hasty that officers had not been properly trained.

Today, Schultz speaks in an online promotional video about Albuquerque’s experience with Evidence.com. Although he has recently been hired as assistant chief in the Houston suburb of Memorial Villages, Schultz said he will be paid by Taser to speak at the international conferences in March.

Former New Orleans Police Superintendent Ronal Serpas confirmed he signed a Taser consulting agreement after he stepped down in August and has spoken at company-sponsored events in Canada and Arizona. Less than a year earlier, in December 2013, the city agreed to a $1.4 million contract with Taser for 420 cameras and storage.

In an interview with the AP, Serpas declined to detail how the consulting deal came about but said it did not violate a state ethics law because he is not lobbying his former employer. He also said he was not on the committee that recommended Taser for the contract.

Serpas said his role is to speak about how technology affects policing and not to promote products. Taser marketing materials reviewed by AP, however, quote him as calling the company’s Axon cameras and Evidence.com “a game changer for police departments here and around the world.”

In Fort Worth, emails obtained by the AP under Texas’ open records law show that then-Police Chief Jeffrey Halstead was seeking 400 more body cameras for officers last year and that Taser promised a discount if the deal could be approved before the end of the company’s sales quarter.

“Close of the month? I do not wear a cape or have x-ray vision you know,” Halstead wrote a Taser representative.

But over the next three weeks, Halstead successfully pushed the city to approve a no-bid contract worth up to $2.7 million. He kept Taser representatives aware of his progress, adding at one point that he deserved a raise.

In the following months, Taser had Halstead speak at events in Phoenix, Miami and Boston, covering his airfare and lodging, records show. The four-day Boston trip for Halstead and a companion cost Taser $2,445.

Halstead said he reached an oral agreement during the contract negotiations to travel to three other cities at Fort Worth’s expense to talk about his experience with Taser cameras. In one email, he told a Taser representative he believed he could persuade San Antonio to buy its cameras, “but my fee is not cheap! LOL.”

Halstead, who retired from the department in January, said he hopes to become an official consultant before he travels to speak at overseas events in March. He said he discussed such an arrangement during the end of his city employment, but had nothing promised.

He defended his ties to Taser as a “good business relationship” with a company that supports law enforcement.

Fort Worth City Manager David Cooke said he does not believe Halstead violated rules that prohibit employees from accepting job offers or other benefits that might influence the performance of their official duties. But he said the episode might reveal “gaps that we need to fill” in the code.

___

Associated Press writers Brian Bakst in St. Paul, Minnesota, and Don Thompson in Sacramento, California, contributed to this report.

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San Francisco Is Investing Millions to Address Food Insecurity. Is Oakland Doing the Same?

There are over 350 grocery programs across San Francisco. Less than a handful in District 10, a neighborhood classified as a food desert, and includes Hunters Point, one of the lowest income areas in the city.

Published

2 days ago

March 17, 2025

Oakland Post

The San Francisco District 10 Community Market is a fully government funded free grocery store for families in need of food assistance. The market is located in Hunters Point, one of the lowest income areas in the city. Photo by Magaly Muñoz.

By Magaly Muñoz

On a Thursday evening in February, Marquez Boyd walked along the aisles of San Francisco’s District 10 Community Market looking for eggs and fresh produce to take home to his children. He has been trying new recipes with ingredients he previously couldn’t afford or access.

“I learned how to cook greens since they got a lot of fresh greens here,” Boyd said. “All that stuff is better and more healthy for my kids because they’re still young.”

Meals filled with fresh produce are now possible for Boyd since the District 10 market in Hunters Point opened in 2024 when Bayview Senior Services, a non-profit running the program, received a $5 million investment from the city of San Francisco.

The market is a twist on a traditional food bank, where people can often wait in long lines for pre-bagged groceries they may not need. Here, the goal is to offer people in need a more traditional grocery store setting, with a bigger range of healthy options and less shame for needing assistance.

It’s a twist that Boyd appreciated. “This set up is way better as opposed to maybe like a food bank line,” he said. “It’s easier and faster.”

Similar models exist in Santa Barbara and Tennessee.

Census Bureau data show that the median income for households in the 94124 zip code, where Hunters Point is located, is just under $83,000 annually. Black households earn about $46,000, Native Hawaiian or other Pacific Islanders earn almost $41,000, and Hispanic households make just above the median income- an average of $86,000.

Located at 5030 3rd Street, the aisles are lined with fresh produce, canned goods, bread and snacks. While refrigerators and freezers in the back of the market are filled with dairy products and meat.

The best part- everything inside is free for eligible customers.

The San Francisco District 10 Community Market is stocked with fresh produce, dairy, meat and chicken, bread, and cultural food staples. Directors of the market say they pride themselves on providing healthy options for community members. Photo by Magaly Muñoz.

“The interesting thing about this market is that it’s a city-funded effort to create something besides the average food line to give more dignity and choice than is normally given to low-income people,” said Cathy Davis, executive director of Bayview Senior Services.

Davis said people feel more comfortable coming into the market because they can choose the food they want and at a time that’s convenient for them.

Boyd, a single father of two kids, recently lost his job and relied on his sister’s generosity before discovering the market. He comes to market when he gets off of work in the evening.

“It’s a lot of people in these communities that don’t get a chance to eat healthy,” Boyd said. “They don’t have the money to go to grocery stores to buy expensive stuff.”

Another shopper, Rhonda Hudson, said the market helped her meet her grandson’s diet-related health problems. She used to travel outside the neighborhood for affordable groceries, but now she no longer has to.

According to the city’s Human Services Agency, there are no plans to expand the markets in San Francisco due to budget constraints.

But Davis isn’t worried about losing the market funding.

“City leaders were on board with creating it and finding the money to put it together so I would say we didn’t have to advocate because it came through the government. Now it’s our job to keep it going to prove that it’s a pilot worth maintaining,” Davis said.

District 10 Supervisor Shamann Walton, who co-sponsored the ordinance, said that projects like the market are “essential to our neighborhoods,” where access to affordable food has been a challenge.

“Investing in local community markets helps ensure that families have reliable, healthy food options close to home, addressing food insecurity and supporting the well-being of our community regardless of income,” Walton said.

Rhonda Hudson is a shopper of the District 10 Community Market in San Francisco. The fresh produce she gets at the free grocery store program helps her grandson, who has a diet-related illness, stay healthy. Photo by Magaly Muñoz.

Why Not Oakland?

Only slightly larger than San Francisco, Oakland has over 400 food distribution sites. Oakland provides grants to nonprofit-run organizations who run grocery programs. But in recent months, the city has begun to reduce those, forcing some organizations to regroup, and making it challenging to implement a community market similar to San Francisco’s.

The Oakland Post repeatedly reached out to city and county officials for comment on the story but did not receive a response.

At several food banks across West and East Oakland, residents shared their frustrations about long lines, wilting produce, and limited food choices.

At one food bank, located at Christian Tabernacle Church, a young mother, who requested anonymity for privacy reasons, waited in the rain for over three hours for a single bag of groceries.

“I like to get here early because I get better [quality] fruits and vegetables,” she said. She added that it’s not a lot of food that she receives for her family, but it helps close the gap when her budget is tight.

Behind her, several other women waited their turn. Neither the timing of the distribution nor the location of the food bank fit their schedules, the women said, but their choices feel limited.

Only a handful of Oakland food bank sites operate throughout the day, like the San Francisco market. Most food distribution programs are sustained by Alameda County Food Bank, not by city funding. Private grants and donations also help fund the programs.

Securing city funding is increasingly challenging. Oakland faces a $130 million budget shortfall, with a projected $280 million deficit in the next biennial cycle. Citing budget concerns, the city has reduced numerous department budgets and grants. One of those cuts included slashing the longstanding SOS Meals on Wheels grant, which helped provide food to 3,000 seniors.

Charlie Deterline, executive director of Meals on Wheels, said the termination of their $150,000 annual grant could mean that Oakland residents might see a change in the amount of meals they receive. The organization has gone 19 months without funding from that grant, Deterline said, but “continued working on good faith from the city” because they were assured they would be paid out. Now, Deterline is having doubts.

The program also received a grant of more than $125,000 from the Sugar Sweetened Beverage Tax. Yet, on June 12, the city informed grant recipients that the funding could be rescinded in order to balance the budget. That ultimately happened, said Deterline.

“Oakland is by far the most expensive city for us to operate in. It is also where the greatest need is – for us to meet that need, it will take the entire community coming together,” Deterline said.

From the sugar tax, money from that measure is also not being allocated correctly as the majority of the funding has been used to fund government services, said members of the SSB tax advisory board.

The tax generates around $7 million annually. 25% to 40% of the funding goes towards grants for community based organizations instead of the 60% allocation that the SSBT advisory board recommended the city to use for health programs. The rest of the funding goes to the city, according to Oakland’s mid-cycle budget.

Advisory board member Dwayne Aikens said he’s not sure Oakland will ever renew the grants that have been cut from this tax. “I’m looking at the conditions of the city and I’m not optimistic,” Aikens said. “If they don’t have the money now, I don’t think they’ll have the money in the future.”

Aikens said the tax was “kind of a waste.” He’s heard displeasure from the community about the lack of funding into Black and Brown neighborhoods, groups who typically live in areas of Oakland that see health and income disparities.

Meanwhile, the Community Market, which reflects the diversity of the Bayview Hunters Point community, is investing in over 800 of the city’s most vulnerable households. In-store staff and directors speak the languages common to the area and the program provides a culture-of-the week selection of foods for those interested in trying something new.

Davis said it’s up to local municipalities to ensure that residents don’t go to bed hungry, and investments need to be made in order to combat the pockets of neighborhoods who are on the brink of food insecurity.

“That’s just such a core responsibility and a core goal of everyone, to make sure that people are fed and healthy. It’s not a luxury item,” Davis said. “It’s something that needs to happen, whether we’re in a budget crisis or not.”

Reporter Magaly Muñoz produced this story as part of a series as a 2024 USC Annenberg Center for Health Journalism Data Fellow and Engagement Grantee.