►
Description
Bloomington Community Budget Advisory Committee Meeting
A
B
B
Locks
and
seconded
by
marine
scale
and
failure
to
approve
the
agenda
any
discussion
hearing,
none
all
those
in
favor,
say
aye
aye,.
D
B
B
Move
by
a
meal
second,
and
by
by
jessica,
to
approve
the
minutes,
any
discussion
of
that
hearing,
none
all
of
a
say,
aye
aye,
all
those
opposed
the
minutes
are
approved.
Next
up
is
4.1
information
and
updates
and
kari.
Are
you
going
to
take
care
of
that
today?.
E
Yes,
thank.
B
E
Co-Chair
peterson
good
evening
committee
members
so
this
evening
for
the
information
and
updates
section,
as
we
always
do
just
to
remind
you
of
our
the
deliverables
to
the
city
council
and
we
are
in
august
now
so
the
end
of
august.
E
We
will
have,
or
you
will
have
a
preliminary
levy
recommendation
to
the
council
and
then
end
of
september,
the
revenue
scenarios
and
early
november,
the
three
to
four
budget
scenarios.
E
And
tonight
we'll
be
hearing
from
the
fire
department
and
the
police
department
next
week
will
be
a
discussion.
Emily
larson
will
be
back
from
community
outreach
and
engagement
division
and
just
talk
about
the
details
of
the
engagement
plan
and
then
also
a
discussion
of
the
revenues
in
depth
and
an
in-depth
discussion
for
the
setting
of
preliminary
tax
levy
and
then
the
following
week
will
be
parks
and
recreation,
community
development,
community
services
and
then
the
week
after
that
public
works.
E
And
then
here's
the
meeting
scheduled
for
september
and.
E
For
the
community
listening
sessions,
there
will
be
some
more
information
about
this,
some
more
discussion
next
next
week
when
emily
larson
is
here,
but
what
we
have
set
right
now,
let's
save
the
date,
we're
gonna
be
advertising.
These
are
those
community
listing
sessions.
E
We
were
talking
about
doing
through
zoom
and
so
thursday
in
the
evening
on
september,
17th
and
then
the
morning
on
saturday
september
19th
and
the
the
first
round
of
community
listening
sessions
in
september
will
be
kind
of
feedback
about
city
services
and
some
of
those
questions
so
both
like
when
people
log
on
to
that
and
onto
the
onto
the
zoom
video
call
they'll,
have
an
option
to
give
some
demographic
information,
there's
a
polling
feature,
and
so
they
can
give
information
about
their
race,
ethnicity,
age
range,
zip
code
or
if
they
rent
our
own
that'll,
be
optional
information
that
we
can
gather
as
we're
getting
input.
E
And
then
the
plan
would
be
for
jamie
and
I
to
give
a
brief
presentation
just
about
the
budget
shortfall
that
we're
facing
for
next
year
and
why
this
the
committee
was
formed
by
the
council
and
then
the
type
of
questions
in
september
will
be
around
kind
of
what
stands
out
to
them
most
from
the
budget
presentation
and
the
shortfall
and
asking
about
city
programs,
services
and
amenities
that
they
value
and
also
programs,
services,
amenities
that
need
improvement
and
when
they're,
considering
the
budget
shortfall.
E
So
that
will
be
in
september
and
then
in
october
will
be
when
the
committee
has
are
putting
together
the
three
to
four
budget
scenarios
and
then
giving
feedback
getting
feedback
from
the
community
on
those
proposed
budget
options.
C
E
The
creekside,
the
scene,
seniors
yeah.
C
C
Fourth,
one's
not
jumping
out
at
me,
but
we're
gonna
try
and
do
some
targeted
group
discussion
in
addition
to
the
broad
community
listening
sessions
too.
So
we'll
we'll
in
the
follow-up
information
that
comes
out
on
friday,
we'll
get
those
dates
for
you
too.
E
Yes
and
then,
as
part
of
the
communication
plan
for
the
committee,
we're
looking
to
into
doing
a
one
to
two
minute
segment
on
the
bloomington
today
show
that
is
put
together
by
the
communications
division
to
promote
these
listing
sessions
and
explain
what
the
committee
has
been
working
on.
So
we're
looking
for
a
couple
of
committee
members
if
you're
interested
that
would
be
interested
in
appearing
on
the
on
the
program.
E
E
Okay,
thank
you
co-chair
peterson
and
john.
Thank
you
we'll
give
you
some
information
about
that
and
get
you
in
contact
with
emily
from
communications,
okay
and
so
then.
The
other
thing
I
had
was
just
some
follow-up
jessica
had
some
questions
from
our
last
meeting
a
couple
weeks
ago
about
unemployment
and
also
about
the
changes
tax
levy
kind
of
across
the
district.
E
So
what
I
have
here
this
is
information
about
unemployment,
unemployment
rates
going
back
to
2015.,
so
you
can
see
2015,
3.4
percent,
2016,
3.5
and
so
on.
2020
is
kind
of
an
average
so
far
and
it's
7.1
percent,
but
it
topped
at
12.2
percent
in
may
and
then
down
to
11.2
in
june.
E
It's
the
most
updated
numbers
we
have,
but
it
started
the
year
at
around
2.8,
so
that
7.1
is
an
average
and
then
this
is
it's
probably
easier
to
see
in
your
in
the
packet.
But
this
is
a
map
of
bloomington
and
the
unemployment
rates.
This
was
based
on
census
data
from
2018,
and
so,
if
you
look
at
the
unemployment
rates
across
the
city,
you
can
see
that
they
vary
greatly.
E
So
you
can
see
up
on
the
kind
of
the
north
east
side
in
the
corner.
E
It's
6.9
unemployment
rate,
where,
if
you
go
kind
of
opposite
of
that
in
the
southwest,
it's
2.5
percent
in
the
northwest
there's
a
zero
percent,
so
you
can
see
if
you're
looking
at
bloomington,
you
know
in
total
on
the
previous
slide.
This
is
what
it
looks
like
in
total.
Then,
when
you
start
looking
at
it
spread
out
over
bloomington
there's,
it
varies
quite
a
bit.
E
E
And
then
this
next
slide
is
so
there's
the
four
council
districts
and
that's
the
red
dotted
line
on
this
map,
and
then
that
has
been
overlaid
with
the
the
assessment,
the
residential
assessment
districts,
how
the
assessing
division,
splits
out
the
city.
E
So
that's
what
this
map
is
and
then
I
gave
an
update
to
the
city
council
last
week
and
one
of
their
questions
was
we
shared
some
information
like
we
normally
do
about
the
median
value
home
for
bloomington,
and
they
wanted
some
more
specific
information
by
district
I'll.
Take
an
example
of
a
median
value
home
per
district,
these
council
districts,
so
just
to
show
you
just
some
looking
at
it
more
split
out
around
the
city.
We've
picked
out
like
a
median
value
home
in
a
residential
assessment
district.
E
So
here
this
one
is,
you
can
see
on
the
map.
340
is
circled
here.
So
here
is
an
example
of
a
a
median
value
home
of
335
700
and
for
2021
that
it
increased
the
value
increase.
The
median
value
home
by
3.3
percent
and
what's
laid
out
here,
is
showing
what
the
2020
tax
levy
cine
amount
per
month
is
and
then
how
that
would
change.
If
there
was
a
you
know,
flat
levy,
no
increase
in
the
tax
levy,
or
you
know
one
percent.
E
We
have
one
two
three
four
which
we've
been
showing
and
then
we
go
all
the
way
up
to
eight
and
the
reason
for
that
eight
percent
is
that
it
would
be
the
percentage
that
we
have
been
talking
about.
If
we
we're
not
going
to
cut
any
city
services
that
it
was
only
going
to
be,
it
was
going
to
be
the
same
level
of
city
services
and
that
we're
factoring
in
we
talked
about
the
normandale
lake
district
abatement
district,
reducing
that
amount
and
also
not
having
the
amount
for
the
for
the
pool
vessel.
E
Setting
aside,
that
brings
it
down
from
the
10
percent
to
the
8
and
the
reason
why
it's
such
a
large
change
is
because
the
shortfall
that
we're
expecting
basically
in
the
lodging
admission
tax
revenue
so
for
just
the
little
bit
of
salary
increases
that
have
already
been
negotiated
and
then
the
major
revenue
shortfall.
That's
that
eight
percent.
So
you
can
see
what
that
looks
like
for
the
all
these.
So
here's
one
in
district
two.
This
is
in
the
highland
greens
district
for
this
one,
the
median
value
home
actually
decreased
by
two
percent.
E
B
A
C
If
I
could,
mr
chair
kari,
thank
you
for
that.
I
think
the
the
takeaway
from
the
information
that
khari
just
shared
from
the
assessing
division
is,
it
gets
really
complicated
when
we
try
to
talk
about
impact
of
the
tax
levy
in
in
its
application
universally
across
the
city,
because
each
of
each
of
these
different
areas
within
the
city
are
like
their
own
little
sub-districts
right
and
they
all
have
sort
of
unique
underlying
economics,
and
so
one
area
of
the
city.
You
see
a
pretty
significant
increase
in
their
valuations.
C
C
So
when
you
look
at
the
you,
can
you
can
take
that
unemployment
map
and
overlay
it
with
these
residential
assessing
districts
and
and
see
some
of
the
levers
that
come
into
play
economically,
but
it
gets
really
complicated
when
you're
trying
to
explain
to
a
resident
how
their
valuation
and
their
tax
works
within
the
larger
system.
So
that's
that's
one
of
the
communications
challenge
we
have
every
year
and
it's
one
for
the
committee
as
we
go
out
and
start
to
message
the
options
that
you're
looking
at
and
the
recommendations.
B
And
you
know
one
of
one
of
the
things
that
that
I
always
think
about
when
I
look
at
this
is
that
each
of
these
areas,
oftentimes,
has
a
kind
of
distinctive
period
when
it
was
built
and
there's
a
particular
forms
of
housing
that
are
really
common
in
there
and
some
of
them
you
still
have
original
residents
living
in
them.
In
some
places
like
in
the
northwestern
southwestern
part
of
the
city,
you
may
still
have
families
that
are
original
families
in
there
in
the
eastern
part
of
the
city.
B
B
He's
a
second
owner,
and
particularly
in
it,
also
depends
a
lot
on
kind
of
pricing
and
and
pressures
outside
the
city
cause
price
changes
to
happen
in
bloomington,
and
so
you
know
when
you
talk
to
people,
for
example,
about
kind
of
pricing
in
the
eastern
part
of
the
city.
B
Kind
of
price
increases
in
richfield
and
in
south
minneapolis,
make
bloomington
be
more
of
a
value
and
cause
people
to
look
farther
out,
whereas
you
know
25
30
years
ago,
they
might
have
been
looking
at
that
that
eighty
thousand
dollar
house
in
minneapolis
that
eighty
thousand
dollar
minute
house
in
minneapolis
is
now
a
two
hundred
and
seventy
five
thousand
dollar
house,
and
they
come
and
look
here
and
they
compare
that
and
say
well.
This
is
a
better.
B
F
B
We
get
to
pick
the
number
that
gets
spread
out
general
questions
on
the
presentation.
B
A
Well,
next
week,
we'll
be
able
to
talk
about
maybe
some
other
groups
that
we
could
potentially
add
to
the
to
the
engagement
strategy.
I
like
the
idea
of
seniors
and
to
just
to
kind
of
do
a
comprehensive,
quote-unquote
stakeholder
analysis.
A
C
Co-Chairs
and
josh
we
can.
We
can
certainly
direct
target
some
groups
for
engagement,
kari,
and
I
had
a
meeting
this
morning
with
emily
just
to
go
through
the
engagement
plan
that
we'll
be
bringing
back
next
week,
and
we
recognize
we
have
a
lot
of
stakeholder
groups
in
the
community
and
so
trying
to
do.
Direct
engagement
with
every
one
of
those
groups
is
probably
not
realistic,
but
what
we
do
want
to
do
is
direct
market
to
those
groups
to
make
sure
that
their
voices
are
represented
when
we
do
these
listening
sessions.
C
A
Great
and
mr
chair
follow-up,
that
might
be
a
good
role
for
the
members
of
the
committee
for
those
of
us
who
are
involved
in
some
of
the
civic
groups,
to
use
our
voices
to
encourage
participation
and
just
make
sure
that
we've
got
folks
coming
to
the
participation
I'll
certainly
volunteer,
to
help
make
some
calls
and
send
out
some
notes
as
well,
just
to
make
sure
the
word
gets
out,
because
I
think,
with
some
critical
decisions
coming
up,
we
don't
want
to
get
caught.
B
I
think
here's
what
I'd
I'd
propose
that
we
do
is
that
if
you
have
ideas
of
groups
that
ought
to
be
contacted,
you
could
provide
those
directly
to
the
staff
and
then
I
think
the
staff's
in
a
position
where
they
could
probably
provide
a
template
that
you
could
use
to
kind
of
communicate
to
a
group
that
would
be
pre-drafted
so
that
you
could
just
kind
of
go
on
bing,
say
bing,
bing
bing
and
I'm
going
to
connect
this
group
up,
and
you
know
that's
in
the
form
of
invitation
to
come
and
participate,
and
I
think
the
you
know.
B
The
other
thing.
That's
that's
important
to
note
is
that
you
know
we
really
want
to
work
hard
to
make
sure
that
we
hear
the
voices
of
everyone
in
the
meetings.
What
we're
going
to
find
is
that
some
groups
will
be
more
organized
than
other
ones
and
we're
going
to
have
to
pay
a
little
bit
of
attention
to
make
sure
that,
if
there's
a
set
of
voices
that
maybe
aren't
as
organized
and
that
are
coming
to
the
meeting
and
represent
a
point
of
view,
we
got
to
pay
attention
to.
Where
we're.
A
Yes,
thank
you,
mr
chair
jamie.
I
didn't
hear
you
mention
anything
about
the
business
community,
so
the
chamber
being
obvious.
I
know
there's
the
there
used
to
be
a
group
called
the
haas
bloomington
hospitality
association,
which
was
comprised
of
all
the
hotels,
and
I
think
the
hotel
is
a
the
hotel
industry
is
a
key
stakeholder
in
here.
So
would
those
be
part
of
these.
C
Yeah,
I
think
it
makes
sense,
mr
chairman,
maureen,
that
we
have
one
specifically
for
the
business
community
that
that's
not
on
our
original
list.
I
know
kari
and
brianna
writing
that
down
right
now
to
to
the
chairs
point,
we
have
a
marketing
flyer
already
ready
to
go
for
the
for
the
listing
sessions.
It'll
be
in
your
packet
on
friday.
You'll
see
that
but
maureen.
I
think
that
makes
a
lot
of
sense
with
the
business
community.
C
The
challenge
for
forecasting
tax
impact
to
them
is
even
more
than
it
is
for
residential
just
because
of
the
way
that
minnesota
tax
law
works
for
commercial
industrial
property
right
and
so
over
the
last
couple
years
with
the
city
council,
we've
we've
taken
sample
properties
in
different
classes
to
show
what
the
tax
impact
would
be,
and
we
can
do
something
similar
for
the
business
community
in
that
regard
too
go
ahead.
Maureen.
A
Mask
on
mask
off
and-
and
I'm
really
concerned
about
the
hotel
industry,
just
because
their
occupancy,
I
think,
is
now
maybe
20
35
and
the
property,
the
ci
property
taxes
for
those
hotel
properties
will
be.
C
An
interesting
little
data
point:
that's
actually
some
good
news
for
this
year
is
that
all
47
of
our
hotels
are
current
on
their
property
taxes.
As
of
july
15th.
Before
that
we
had,
I
believe,
five
we
had
five
that
had
not
made
the
first
half
payment
and
they
all
came
current
at
july.
15Th
three
of
those
properties
are
only
at
90
percent,
because
they're
reserving
their
right
to
tax
appeal,
but
the
rest
are
are
fully
paid.
So
that's
that's
good
news
for
this
year.
D
B
Okay,
any
other
questions
on
the
presentation,
john.
D
Yeah,
I
want
to
be
careful
not
to
belabor,
but
I
I
love
the
idea
of
circulating
the
marketing
piece.
Are
we
going
to
be
at
a
point
where
that
marketing
piece
can
have
a
few
targets
so
that
we've
sort
of
got
a
a
marker
out
there
that
people
could
react
to
something
sort
of
concrete,
even
even
at
the
outset
of
inviting
people
to
provide
comment
or
or
are
we
going
to
kind
of
tear
this
out
a
little
bit?
I
I
do
really
think
that
we'll
get
more
meaningful
and
much
more
meaningful
input.
B
Okay,
before
we
go
on,
I
wanted
to
just
report
on.
I
went
to
the
city
council
meeting
on
monday
night
to
talk
to
them
and
give
them
their
monthly
progress
report
and
if
we
can
actually
just
leave
the
slide
up
there,
because
I
think
this
slide
is
a
useful
thing
to
talk
about
the
the
particular
part
of
the
conversation
that
I
wanted
to
talk
about.
Based
on
the
initial
conversations,
could
you
go
back
in
the
presentation
to
the
the
like
the
district,
4
slide?
That
was
just
up
there?
Oh.
E
B
Yeah,
that's
the
one
that
I
want,
one
of
the
one
of
the
based
on
the
conversations
that
we
had
had
at
the
committee.
One
of
the
things
that
I
wanted
to
ask
the
city
council
was
what
their
appetite
was
for
in
terms
of
levy
increases
and.
F
B
Remember
we
had
a
conversation
recently
in
a
meeting
where
we
said
if
we
given
the
current
situation.
If
we
kept
the
city's
budget
flat
and
by
flat
means
the
department
budgets
are
the
same
as
last
year
that
only
the
only
cost
of
living
increases
would
be
ones
that
were
already
negotiated
with
the
bargaining
units.
B
If
we
did
that
that
ended
up,
and
we
wanted
to
pay
for
that
entirely
by
increasing
property
taxes,
it
was
about
a
10
increase
in
property
tax
and
if
you
also
remember,
we
went
through
and
have
talked
about
a
couple
ways
to
take
one
time,
money
to
kind
of
buy
that
down,
and
we
bought
that
down
to
that
eight
percent
number,
which
is
the
number
that's
up
there
on
the
right
hand,
side
and
the
the
question
I
asked
the
council
was
because,
when
we're
setting
the
preliminary
level
levy,
that's
a
maximum
number
that
we
have
to
set
and
the
question
I
asked
them
was
what
what
their
appetite
was
for
us
producing
an
eight
percent
kind
of
scenario
to
bring
to
the
council,
and
I
left
the
meeting
there.
B
There
was
not
strong
support
for
producing
an
eight
percent
maximum
number,
so
I
think
I
just
wanted
to
report
back
that.
I
don't
think
there's
any
particular
pressure
on
us
to
kind
of
bring
that
in
as
the
high
number,
in
other
words,
a
no
cuts
kind
of
scenario
as
that,
as
that
high
number,
as
we're
discussing
the
preliminary
levy
number
so
and
if
the
staff
could,
after
the
meeting
send
around
a
link.
That's
that's
a
to
the
particular
point
in
the
council
meeting
on
youtube
where
it
starts.
B
They
start
talking
about
that,
so
that
people
could
see
what
the
conversation
was,
because
there's
a
bunch
of
I'm
I'm
hiding
a
bunch
of
nuance
in
the
conversation
by
summarizing
the
30-minute
conversation
we
had
in
15
seconds,
but
there
I
think
the
the
council
is
pretty
clear-eyed
on
the
need
to
have
some
reductions
in
expenses
in
order
to
make
this
work,
and
it's
not
particularly
interested.
There
wasn't
strong
support
around
that
eight
percent
number
as
the
as
the
top
number
to
come
in
so
jessica.
A
Yes,
that's
what
was
on
my
questions
to
see
how
much
we
can
really
raise
the
taxes,
because
there
is
a
lot
of
unemployment
and
what
is
the
packets,
so
how
realistic
it
is
to
get
to
the
eight
percent.
So,
with
all
the
numbers
and
the
reports,
it
gives
me
a
good
idea.
What
is
the
situation?
Involvement
also
appreciate
that
extra
work,
okay.
B
I
don't
think
there's
anything
else,
notable
in
that
conversation
other
than
that.
That
was
basically
the
question.
I
wanted
to
get
them
to
answer.
Okay
with
that,
then,
unless
there's
anything
else
for
the
information
updates,
we
will
move
on
to
item
number
4.2,
the
fire
department
and
chief
seal.
Are
you
going
to
be
presenting
tonight.
F
G
F
And
in
conjunction
while
we're
doing
that,
I'll
also
show
the
the
budget
numbers
for
each
of
those
programs
from
this
year
and
then
the
ones
submitted
for
next
year.
Currently
as
it
stands,
so
the
fire
department's
mission
is
really
fire
prevention,
education
response,
protecting
life
and
property.
F
That's
our
mission
statement
up
there
and-
and
we
are
really
committed
to
providing
professional
emergency
services
to
our
community
and
you
can
see
we
got
a
slight
reduction
in
our
budget
from
2020
to
that
was
submitted
for
this
first
round
in
2021
next
slide,
so
budget
request
by
division,
and
so
we've
got
six
divisions
in
the
fire
department,
five
of
which
we
we
really
have
control
over
administration,
building
equipment,
maintenance
prevention,
education
operations
and
training
dispatch,
which
is
really
an
internal
service
charge
to
the
police
department
because
they
run
and
operate
the
dispatch
and
then
emergency
management,
and
you
can
see
how
each
of
those
divisions
is
split
out
amongst
the
total
budget
number
and
as
we
get
to
the
end
of
this,
I
am
prepared
to
answer
questions.
F
If
you
got
questions
about
specific
specific
divisions,
as
they're
listed
here.
B
Hey
julie,
I'm
gonna
interrupt
you
here
for
a
second.
If
you
could
go
back
one
slide,
so
I
wanna
to
the
committee
members.
I
wanna
point
out
something
as
we
transition
from
the
funds
into
the
general
fund,
and
that
is
that
what
you're
going
to
start
seeing
in
these
budget
presentations
is
expense
asks
from
departments.
B
Some
of
the
departments
will
have
a
small
amount
of
revenue
associated
with
them,
but
largely
what
you're
going
to
see
is
expense
asks,
and
the
reason
is,
is
these
are
components
of
the
general
fund
and
the
way
that
five
million
dollars
gets
paid
for
is
through
the
big
pot
of
money
that
we
walk
through
in
the
general
fund?
That's
first
the
property
taxes,
then
the
lodging
tax
and
then
a
bunch
of
other
smaller
funds.
So,
unlike
the
previous
ones,
that
we
were
talking
about
where
generally
speaking,
you're
trying
to
kind
of
aim
for
a
balance.
B
F
Ahead
excellent
point:
very
little
of
our
budget
is
covered
by
revenues
very,
very,
very
little
of
it.
Most
of
it
is
in
the
fire
prevention
division
and
their
permit
revenues
and
plan
review
revenues.
So
pretty
much.
Everything
else
is
we
don't
do
not
collect
revenue
for
so
administration,
which
is
that
first
division
we've
got
six
full-time
employees,
four
chiefs
and
two
office
staff
and
the
chiefs.
Basically,
I
have
two
assistant
chiefs,
one
in
charge
of
operations
and
training.
The
other
is
our
fire
marshal.
F
F
Training
costs
extra
work,
those
kinds
of
things
that
we
have
to
do
to
keep
the
fire
department
running.
In
addition
to
that,
we
have
my
two
office
staff
manage
really
all
of
our
records
management
for
both
state
and
national
reporting
personnel
personnel
records
purchasing
and
pretty
much
funnel
all
the
paperwork
that
the
fire
department
needs
to
to
run
through
those
two
people
in
the
office.
F
Next
slide,
in
addition,
they
also
assist
with
in
the
fire
department's
a
little
different
than
some
of
the
other
departments
that
you'll
see
coming
through,
and
then
that
you
know
we
started
in
1947
and
we
were
completely
separate
from
the
city
by
the
at
that
time.
We're
no
longer
completely
separate
from
the
city,
but
there
are
certain
functions
we
do
that
are
separate
from
the
city.
One
is
our
payroll
function
where
we
run
our
payroll
function
out
of
the
the
department
itself
and
the
other
is
most
of
our
hr
functions.
F
Our
full-time
force
still
falls
under
the
city,
hr
functions,
but
the
paid
on
call
force
we
we
handle
most
of
it,
so
we
really
handle
our
hiring
process,
applications,
backgrounds,
interviews
and
all
the
testing
that
it
takes
to
to
get
somebody
through
a
hiring
process
and
make
them
a
member
of
the
department
for
our
regular
members.
They
have
annual
physicals.
That's
an
osha
requirement
that
every
year
each
firefighter
gets
seen
by
a
doctor
and
signed
off
to
be
able
to
do
interior
structural
firefighting.
F
In
addition
to
that
is
a
firefighter
gets
sick
or
injured.
We
have
to
send
them
in
and
get
a
fitness
for
duty
that
same
doc
has
to
sign
off
on
them
being
able
to
come
back
to
duty
tracking
all
our
training
and
certifications,
which
there
are
quite
a
few
that
are
required
for
us
to
be
firefighters,
fire
call
attendance
and
really
that
is
a
tracking
function
for,
for
all
of
our
paid
on
call
firefighters.
F
We
have
performance
requirements
for
them
that
they
have
to
meet
quarterly
on
a
rolling
three-month
basis,
and
then
we
also
have
to
certify
service
credit
to
the
to
the
state
auditor's
office
and
the
the
relief
association
and
that
service
credit
is
how
they
earn
credit
towards
a
pension
after
20
years
next
slide
the
administration
budget.
As
you
can
see,
it's
a
little
it's
a
little
over
2.6
million
and
that's
the
2021
requested
budget,
slight
reduction
from
2020
budget
and
just
kind
of
a
recap.
F
We
manage
all
the
records
response,
personnel,
training,
timesheets,
the
the
whole
thing
really
happens
through
our
main
office
right
there
on
the
corner
of
95th
and
nicollet
next
slide.
F
One
of
the
things
that
folks
talk
about
is
how
we
compensate
our
paid
on
call,
firefighters
and
right
now
we
pay
them
and
we've
got
a
program
called
a
duty
crew
program
where
we
actually
staff
four
of
our
stations
monday
through
friday,
from
eight
to
five
and
the
reason
we
do
this
is
it's
harder
to
find
people
that
can
respond
from
their
home.
Very
few
people
respond
from
their
workplace
anymore.
F
F
The
city's
really
split
up
into
fire
response
zones,
and
you
can
see
how
this
is
laid
out,
and
this
is
really
a
backup
function
that
we
use,
because
our
current
cad
system
picks
the
closest
unit
to
send
to
the
call,
depending
on
the
type
of
the
call.
F
So
the
the
the
fire
response
zones
are
something
we
can
use
if
cad
goes
down
and
then
we
can
basically
send
the
the
rigs
that
are
relatively
the
closest
and
what
close
this
unit
means
is.
If
I
got
a
rig
that
actually
is
come
down
to
the
gas
pumps
to
get
fuel
and
they
are
close
to
a
car
fire,
that's
at
98th
and
logan.
F
That
will
send
them
as
well
as
tone
up
the
closest
station,
and
that
has
assisted
us
or
helped
us
somewhat
in
our
response
times
and
our
ability
to
get
obviously
get
the
closest
trucks
to
the
scene.
Next
slide.
F
The
way
we
split
those
those
those
zones
up
is
we
have
certain
numbers
of
amounts
of
equipment
assigned
to
each
of
those,
and
we
call
them
box
alarms
and
it's
our
box
alarm
assignment
and
and
really
what
it
does
is.
It
allows
us
to
do
planning
for
a
normal
structure
fire
and
then
you
can
see
on
the
side.
It's
a
second
alarm.
Third
alarm.
Fourth
alarm:
fifth:
alarm:
six
alarm!
F
So
if
we
get
a
big
fire,
we've
already
got
planned
out
who
we're
gonna
call
and
get
help
from
and
what
kind
of
resources
we're
gonna
get
from
each
of
our
neighbors,
and
you
can
see
the
different
cities
listed
there
where
we
get
help
from.
We
also
give
help
to
those
cities,
so
they
they
call.
They
have
the
same
thing
that
they've
done
in
their
cities.
F
So
and
really
we
do
structure,
fires,
fire
alarms,
right,
not
every
fire
call,
we
get
is
an
actual
fire.
Sometimes
it's
people
testing
their
culinary
abilities
and
setting
alarms
off
other
times.
It's
just
faulty
alarms,
water
flow
alarms.
We
do
rescues
vehicle
crashes,
other
entrapments
and
extrications
water
and
technical
rescues,
access
risk.
What
we
call
access
rescues,
where
we're
actually
responding
to
the
river
bottoms
along
the
parks
and
trails
and
and
recovering
and
and
bringing
out
people
that
are
injured.
We
do
emergency
medical
calls.
F
We
share
that
duty
with
the
police
department
and
have
been
working
with
them
very
closely
to
try
to
bring
that
closest
unit
dispatching
to
medical
calls
as
well,
and
that's
kind
of
a
work
in
progress,
but
we're
getting
there
respond
to
hazardous
materials
or
toxic
material
releases
and
contamination,
and
then
we
have
non-emergency
calls
invariably
it's
friday
about
two
o'clock
in
the
morning
or
or
saturday
at
two
o'clock
in
the
morning
when
somebody's
smoke
detector
starts
to
decide
the
the
battery
decides
to
die
and
it
starts
beeping
and
they
call
and-
and
we
send
people
out
to
figure
out
what
the
problem
is,
whether
it's
a
co
alarm
or
a
smoke
detector.
F
So
next
slide
our
fire
prevention,
education,
that's
our
next
division,
they've
got
four
full-time
inspectors
and
they're
also
firefighters,
so
they
they
also
engage
in
fire,
call
and
emergency
response,
they're
also
responsible
for
determining
our
fire
cause
and
origin
for
all
the
fires
by
state
statute,
we're
required
to
determine
a
cause
and
origin
for
any
fire
with
damage
of
more
than
a
hundred
dollars,
so
that
just
about
means
any
fire,
and
they
also
work
very
closely
with
the
police
department
and
the
detectives
from
the
police
department
when
we
have
identified
the
cause
as
arson
and
there's
a
crime
involved,
and
then
we
work
joint
with
the
police
on
that
they
also
do
fire
code
compliance
inspections
and
they
do
somewhere
around
3
000
inspections.
F
In
a
year.
The
number
you
see
up
there
is
2018s,
that's
the
last
number.
I
had
that
I
could
get
very
easily,
but
that
includes
both
annual
inspections,
follow-up
inspections,
final
inspections
for
a
new
building.
That's
been
built
fire
alarm
testing,
anything
that
has
to
do
with
the
fire
code.
That
requires
an
inspection.
F
In
addition
to
that,
we
do
fire
safety
education
and
provide
these
education
programs
and
safety
information
to
the
public.
The
busiest
time
we
normally
have
is
in
the
fall
when
we
have
school
programs
and
go
out
into
the
schools,
especially
in
october.
That's
fire
prevention
month,
and
we
spend
a
lot
of
time
putting
programs
out
that
way.
As
I
said
before,
sprinkler
and
fire
alarm
inspections
and
plan
review,
and
and
in
addition,
we
review
plans
and
it's
an
inspect
special
event:
layouts
for
life
safety
and
in
code
compliance.
F
So
if
something
somebody's
putting
up
a
tent
somewhere
for
some
kind
of
event,
we
usually
are
involved
in
that
as
well.
Next
slide.
F
On
top
of
that,
they
also
this
division,
also
partners
with
community
outreach
and
engagement,
division
and
pre-kovid.
We
actually
had
done
some
splash
pads
for
the
kids
in
the
summer
and
we
do
tours
of
the
fire
stations.
We
took
trucks
out
to
different
events
and
provided
fire
fire
prevention
message
when
we'd
show
up,
and
then
we
also
do
usually
do
a
salvation
army
bell
ringing
right
around
christmas
time.
F
Okay,
which
one
was
the
next
slide,
is
this:
it
you've
tested
me
there.
You
go.
That's
all
right,
our
fire
prevention
budget.
F
You
can
see,
there's
a
slight
decrease
once
again
in
21
from
2020
and
then,
and
it
really
covers
our
fire
prevention
programs,
code
and
plan
reviews,
code
inspections
and
fire
investigations
and
cause
determinations
next
slide
and
by
the
way
anybody
can
shout
out
any
question
if
they
got
one
as
we're
going
through
this
building
equipment,
maintenance,
that's
a
our
third
division,
and
really
it's
about
upkeep
of
our
response
apparatus,
our
trucks
as
well
as
all
of
our
equipment.
F
That
goes
with
that,
and
in
addition
to
that,
that
division
works
to
improve
our
built
infrastructure
and
improve
working
conditions
for
firefighters
most
recently
and
most
notable
this
division
and
the
deputy
chief
in
charge
of
it
was
in
charge
of
building
new
fire
station
3
on
the
east
side
that
just
recently
opened
on
july
27th,
but
they
take
care
of
specification
acquisition
of
all
new
equipment
and
tools,
including
trucks.
So
all
of
our
apparatus
specifications
they
also
train
and
operate
our
drone,
our
drones.
F
We
have
three
drones
that
we
operate
for
search
and
rescue
purposes,
our
self-contained
breathing
apparatus,
which
is
about
a
million
and
a
half
dollar,
to
put
self-contained
breathing
apparatuses
on
all
our
on
our
on
all
our
trucks,
upgrading
tools
and
equipment.
So
really
everything
we
have
with
regards
to
tools
and
what
we
do
when
the
rubber
hits
the
road
and
we
go
out
to
do
and
respond
to
a
call.
F
This
division
takes
care
of
next,
so
you
can
see
that
budget
request
there,
there's
a
slight
increase
in
2021
from
2020,
and
the
that
increases
is
due
to
some
software
acquisitions
that
we
are
putting
in
place
for
automated
station
alerting
and
some
increase
in
costs
for
our
training
facilities
and
and
a
few
other
things,
and
it's
really
only
about
thirty
thousand
dollars,
a
little
less
than
thirty
thousand
dollars
that
we
held
the
increase
to
so
we
had
proposed
for
earlier
this
year
the
addition
of
a
fleet
maintenance,
emergency
vehicle
technician,
and
we've
got
that
on
hold
right
now,
based
upon
the
change
in
the
world
right
now,
our
fire
station
3
project.
F
I
I
mentioned
that
already
that
opened
on
the
27th,
and
that
was
really
a
really
interdepartmental
team
that
include
public
works,
planning,
engineering,
port
authority,
finance
and
inspections,
and
and
just
a
tremendous
group
effort
to
get
that
facility
up
and
running
and
open,
and
this
division
also
identifies
issues
with
our
existing
station
and
coordinates
with
public
works
for
repairs
and,
like
I
said
they
do
all
our
equipment,
specification
and
research
and
development.
F
If
we
have
some
new
stuff
we're
looking
at
and
that
we
want
to
try
to
adopt
or
adapt
to
there,
that's
the
division
that
takes
care
of
it
next.
F
So
there
are
two
fire
equipment:
funds
actually
they're
part
of
one
equipment
fund,
but
they're
split
for
the
fire
department,
large
fire
equipment
fund
and
small
fire
equipment
fund.
The
large
fire
equipment
fund
basically
takes
care
of
all
of
our
vehicles,
and
that
includes
all
of
our
rolling
stocks.
So
that's
our
trucks,
our
brush
trucks,
our
chiefs,
cars,
our
atvs
trailers,
motor
boats,
snowmobiles.
Anything
we
have
that
we
use
for
a
rescue
comes
out
of
this
large
fire
equipment
fund.
Our
small
fire
equipment
fund
really
is
everything
else.
F
Hoes
nozzles
our
self-contained
breathing
apparatus,
tools
and
equipment.
Pretty
much
everything
else
comes
out
of
this.
Our
ems
equipment,
our
aeds,
some
of
our
cardiac
carry
equipment.
All
comes
out
of
this
small
fire
equipment
fund
next
slide,
and
this
is
a
spreadsheet.
I'm
sure
you'll
see
this
again
if
you
haven't
already
seen
it
and
it's
this
public
safety
technology
and
equipment
fund.
F
We
share
so
you'll
see
radios
and
mdcs
and
both
police
and
fire
share
in
those
and
then
you'll
see
police
equipment
and
fire
equipment
and
you'll
see
in
2020,
2021
2021
the
I
always
get
lost
in
this
sheet
here:
yeah
2021,
it's
a
370,
75
000
budget
request
same
as
2022
and
I
believe
that's
275
000
for
putting
into
the
large
equipment
fund
and
100
000
into
the
small
equipment
fund,
and
you
can
see
those
numbers
as
they
move
up
from
21,
22,
23,
24
and
and
and
so
on
and,
like
I
said,
large
equipment
is
fire
trucks
and
sometimes
those
are
substantial
costs
and
small
equipment
is
all
the
rest.
F
Next
slide
operations
and
training-
and
this
is
run
by
my
assistant
chief
operations
in
training,
jay
forster,
so
he's
really
responsible
for
maintaining
fire
response,
providing
effective
response
to
not
only
fires
in
the
city,
but
everything
else.
As
you
can
see,
ems
hazmat
technical
rescue
in
response
to
everything,
and
so
that
is
a
pretty
big
lift
and
it
also
happens
to
have
one
of
the
smallest
budget
line
items.
F
But
it's
a
pretty
big
lift
because
we're
training,
all
116
of
our
paid
on
call
firefighters,
to
meet
every
need
that
the
the
city
might
have
when
they
call
so
we
he
spends
a
lot
of
time.
Putting
that
program
together
and
making
that
program
work
and
run
as
well
as
then
showing
up
and
being
an
operational
incident
commander
and
monitoring
people's
performance
on
the
fire
ground.
Next
slide.
F
So
and
part
of
that
is
ongoing,
training,
certification,
all
firefighters,
that's
in
firefighting,
hazmat,
response,
emergency
medical
services,
technical
rescue,
osha
required
training,
incident
command
and
management
training.
All
of
those
bullet
points
have
some
requirements
in
standard
for
us
to
even
be
a
firefighter
so
most
of
our
people.
When
we
hire
them,
don't
have
any
of
these
skills
and
we
train
them
ourselves.
We
bring
them
up
to
this
level
ourselves.
F
F
Our
firefighting
and
training
budget
slight
increase
once
again
over
2020
and
that
slight
increase
is
directly
related
to
some
software
again
and
some
of
our
alerting
efforts.
We're
trying
to
do
to
automate
some
of
our
our
alerting
of
our
firefighters,
but
really
their
focus
is
emergency
response
and
our
ability
to
handle
our
calls
and
training
program
for
everybody
and
then
just
as
important
in
my
mind,
is
looking
outside
our
own
little
clearing
to
advance
our
tactics,
tools,
equipments
and
methods.
F
So
we're
constantly
looking
at
the
rest
of
the
world,
not
only
the
challenges
that
they
face
and
how
they're
meeting
those
challenges
but
upcoming
challenges
and
how
we
are
going
to
meet
those
next
slide.
Fire
dispatching
pretty
straightforward.
Like
I
said,
that's
a
internal
service
fund
transfer
and
that
number
stayed
the
same
from
20
to
2021.
Next
slide.
F
Emergency
management
and
preparedness,
I'm
also
the
emergency
management
director
for
the
for
the
city
and
really
that
division
takes
care
of
participating
and
preparing
the
city
for
emergency
major
emergency
events,
including
nuclear
biological,
chemical
weapons
and
chemical
weapons
of
mass
destruction
and
man-made
or
natural
disasters.
F
We
also
have
the
bloomington
communications
group,
which
is
our
ham,
radio
operators
and
they
continue
to
operate
and
they
under
operate
under
the
auspices
of
the
fire
department
and
the
whole
key
there
is.
Is
that
we're
trying
to
prepare
for
city-wide
emergencies?
Probably
the
most
notable
thing
that
people
see
from
this
is
the
the
warning
sirens
that
you
probably
heard
at
one
o'clock
today,
first
wednesday
of
the
month,
so
the
sirens
go
off.
F
So
you
can
see
we
prepare,
update
and
maintain
emergency
operations
planned
and
continuity
of
operations
plan.
We
try
to
maintain
our
city
emergency
operations
center
capability
and
update
and
maintain
the
city
emergency
sirens.
As
I
said,
so,
there
is
a
decrease
from
one
year's
budget
to
the
next,
and
the
majority
of
that
decrease
is
rather
than
replacing
another
siren,
we're
upgrading
some
existing
sirens.
F
Generally,
we
try
to
replace
one
siren
a
year
next
year
due
to
budget
restraints,
we're
just
budgeting
it
to
upgrade
a
couple
of
sirens.
So
and
what
do
I
mean
by
upgrade
currently
a
number
of
our
sirens,
even
though
they're
newer
sirens
are
direct
power,
in
other
words,
they
draw
their
power
from
a
power
pole
nearby.
F
The
upgrade
is
actually
replacing
direct
power
with
battery
packs
with
chargers
from
direct
power.
So
if
the
power
is
taken
out
that
the
sirens
will
still
sound,
this
is
a
problem
that
has
happened
in
other
communities,
most
notably
rogers
minnesota
a
number
of
years
ago,
when
the
power
went
out
before
the
tornado
hit
tornado
hit,
and
none
of
the
sirens
went
off
because
they
had
no
power,
so
we're
gradually
putting
battery
packs
on
all
our
sirens
so
that
they
can
still
alert
us
if
we
lose
power
during
a
the
initial
phases
of
a
storm.
F
Next
slide
so
really
we're
working
very
hard
to
meet
expectations.
You
know
the
public
expects
a
rapid
train
and
equipped
professional
response
and
they
call
for
help
the
city,
the
needs
of
the
city
and
its
habits
are
changing
right.
Constantly,
changing
and
growing
the
built
environment
in
the
city
is
growing
and
I
was
growing
it
and
changing
at
a
really
dramatic
pace.
F
Most
of
the
research
phase
of
citygate's
work
was
done
before
covid
crisis
began
and
so
the
when
they
gave
us
their
final
recommendations.
They
took
into
account
the
economic
impacts
or
the
fiscal
realities
of
the
covid
state
of
emergency
right
now
excellent,
so
they
really
had
15
findings
and
seven
recommendations.
I
believe
you
all
have
access
to
those
or
you
were
given
access
to
those
and
really
what
they
did
was
compared
our
current
performance
against
not
only
national
standards,
but
also
our
local
risks.
F
What
they
did
find
to
just
shortcut
to
a
couple
of
those
recommendations
is
our
fire
station
locations
are
good;
they
either
need
to
be
in
the
same
spot
or
very
close
to
the
same
spot,
to
provide
the
coverage
we
need
in
the
city.
F
Six
stations
was
the
right
number
and
they
had
some
additional
forward,
pointing
recommendations
for
us
to
keep
track
of
it
most,
namely,
I
think,
was
tracking
our
ability
to
attract
and
recruit
paid
on-call
firefighters
into
the
future
we've
already
begun
to,
or
we
already
have
a
with
the
help
of
finance
a
capital
replacement
plan
for
the
the
four
fire
stations
that
are
the
old
fire
stations
out
there
that
are
still
needing
replacement.
F
And
you
can
see.
There's
some
been
some
dramatic
increases
in
that,
and
some
of
that
is
due
to
increased
call
rates,
and
some
of
that
is
due
to
us
adjusting
how
we
pay
our
paid
on
call
firefighters
due
to
the
amount
of
time
they're
spending
and
us
having
to
meet
some
other
rules
and
regulations
out
there
in
the
world
that
we
need
to
meet.
F
F
I've
really
tried
hard,
but
I
can't
get
my
customers
to
agree
to
schedule
their
fires
for
me
yet
so
I
can't
plan
ahead.
So
it's
whenever
they
happen
and
sometimes
a
lot
happens
and
sometimes
we're
slow
and
then
forecasting
needs
that
large
fire
equipment
fund.
You
will
see.
There's
some
increases
some,
probably
some
significant
increases
out
years.
F
F
But
even
with
that
I
mean
we're.
We
have
nine
nine
fire
engines.
Four
ladders,
two
rescues
six
brush
trucks.
We
got
a
lot
of
rolling
stock
that
we
have
to
continually
maintain
and
that's
why
the
the
the
cost
in
that
fund
looks
pretty
big
next
slide
same
with
the
small
fire
equipment
fund.
Forecasting
needs
out
in
the
future,
because
everything
we
use
has
a
shelf
life
to
it
all
of
our
turnout
gear.
F
All
the
fire
clothes
we
wear
in
the
fires,
our
scba
everything
has
a
shelf
life
on
it
as
mandated
by
standards,
so
the
the
fire
clothes
we
put
on
a
a
firefighter
helmet
boots
gloves
has
a
10
year
shelf
life
on
it
after
10
years.
We
have
to
get
rid
of
it
and
replace
it,
and
that
ensemble
per
firefighter
probably
runs
somewhere
around
five
thousand
dollars
just
on
the
clothes
we
put
on.
That
doesn't
include
the
self-contained
breathing
apparatus
and
then
staffing
ongoing
meeting
the
needs
based
on
risk
and
exposure.
F
C
F
Getting
up
and
all
hours
of
the
night
or
leaving
your
family
during
family
obligations
to
to
respond
to
calls,
it
has
been
difficult
for
us
to
keep
up
with
attrition
and
there's
various
reasons
like
I
said
time,
commitment
life
change,
it
wasn't
what
they
thought
next
slide.
F
Currently,
we've
got
111
paid
on
call,
firefighters,
eight
career,
firefighters,
and
we
have
rolled
short
so
response
issues
just
to
make
sure
you're
aware
of
it
rolled
trucks
short
with
one
or
two
firefighters.
F
Actually,
that
number
is
more
than
70
but
60
times
when
we
did
the
count
from
july
for
most
of
the
month
of
july.
F
The
other
thing
I
want
you
to
take
note
of
is
is
that
we
got
45
firefighters
with
less
than
five
years
experience
and
most
of
those
firefighters
when
they
came
to
us
had
no
experience
zero
and
the
people
we're
getting.
Today.
We
have
to
teach
them
how
to
swing
an
axe.
F
We
got
to
teach
them
how
to
run
power
tools,
it's
not
that
they
can't,
but
we're
just
starting
at
a
different
level
than
we
were
30
years
ago,
where
you
get
people
that
would
come
in
that
we're
used
to
handling
tools
and
equipment,
and
so
it's
different,
so
that
just
adds
to
a
training
time.
It
also
adds
to
our
inexperience
level
so
because
of
that,
our
command
staff
really
has
to
fill
in
when
a
truck
rolls
short,
our
command
staff
is,
is
rolling.
F
That
chief
goes
along
with
them
and
takes
care
of
them,
helps
them
along
mentors
them
make
sure
they
stay
safe,
because
you
know
we
do
some
pretty
dangerous
things
at
times
when
we're
making
entry
into
structure,
fires
or
hazmats
those
kinds
of
things
next
slide
fire
pension
fund
each
year,
an
independent
actuary
calculates
the
fire
pension
liability
to
do
two
years
in
the
future
in
2021
that
pension
obligation
will
be
1.3
million,
based
upon
investment
performance
of
the
pension
at
the
end
of
2019..
F
So
this
is
something
a
little
bit
difficult
to
understand
at
times,
but
it
actually
lags
a
year.
So
at
the
end
of
2020,
closing
bell
on
december
31st,
what
the
fund
is
doing
will
actually
and
then
the
subsequent
actuarial
of
that
closing
bell
date
will
actually
determine
the
pension
contribution
for
2022,
so
it
lags
a
year.
F
It's
it's
the
odd
thing
that
the
younger,
the
the
younger
firefighters
actually
provide
more
of
a
liability
to
the
pension
fund,
because
they're
going
to
be
there
longer,
I'm
not
an
actuarial.
I
don't
pretend
to
be,
and-
and
that
is
that
is
some
magic
that
I
don't
understand
so
so.
Pension
revenue
is
really
received
by
basically
two
two
sources.
Although
they
got
three
bullet
points
there
state
aid
and
you
can
see
state
eight.
F
Every
year
we
get
somewhere
around
six
hundred
thousand
dollars
from
state
aid
and
then
the
city
property
tax
levy
and
at
2021
it's
proposed
at
a
million
50
000
number
of
years
ago.
Finance
and
we've
done
this
similar
thing
with
our
fire
equipment
fund
many
years
before
that,
but
we
actually
started
a
similar
fund
for
the
fire
pension
fund,
because
what
would
happen
is
you'd
have
a
a
year
where
market
volatility
created
a
problem
at
the
end
of
at
the
end
of
december
and
created
a
very
large
contribution.
F
They
put
a
fund
in
place
where
we
could
try
to
take
some
of
those
big
spikes
out
of
the
annual
the
annual
contribution
made
by
the
city.
Steve
chair,
neal
and
chair
steve.
You
both
probably
remember
those
spikes
next
slide.
Please,
and
this
is
the
spreadsheet,
from
the
fire
pension
fund.
If
you've
got
questions
about
that
cars,
car
is
the
expert
next
slide.
F
Oh,
I
just
got
to
end
with
a
joke.
Don't
you
just
hate
it?
When
someone
knocks
on
your
door
and
tells
you
you
have
to
be
saved
or
you'll
be
burned
or
you'll
burn
and
yeah,
it's
always
the
firefighters
doing
that
next
slide.
F
This
was,
I
think
it
was
two
years
ago
at
summerfet
and
we
we
always
have
our
fire
marshals
up
there
and
fire
rigs
up
there
and
we
used
to
have
a
relationship
with
a
very
good
photographer
and
asked
to
get
in
there
and
he
shot
this
picture
and
it
it
is
so
surreal.
It
almost
looks
like
a
painting,
but
I
love
the
picture.
That's
it.
I'm
done
ready
to
stand
for
questions.
B
Thanks
julie,
you
know-
and
I'm
wondering
since
this
is
the
first,
the
first
presentation
we've
had
from
an
apartment
jamie.
I
wonder
if
you'd
like
to
talk
a
little
bit
and
just
kind
of
talk
about
how
that's
going
to
plug
into
the
conversations
we're
going
to
be
having
over
the
next
couple
weeks
in
terms
of
the
presentations
from
the
departments
and
then
when
we
get
into
the
kind
of
nuts
and
bolts
on
on
on
where
we
end
up
with
respect
to
the
budget.
B
So
if
you
could
talk
a
little
bit
about
kind
of
frame
that
up
a
little
bit
that'd
be
great.
Can
you
clarify
your
question?
Well,
so
we
we
had
talked,
for
example,
about
the
department's
coming
and
making
presentations,
and
then
we
were
going
to
loop
back
and
have
a
more
detailed
conversation.
I
see
and
I'm
just
interested
in
kind
of
you
setting
the
kind
of
context
on
that
for
the
community
members
and
the
public.
C
So
we're
trying
to
figure
out
how
to
make
these
department
visits
constructive
and
informative
for
the
committee,
but
also
make
sure
that
the
departments
have
an
opportunity
to
do
some
good
work
and
presenting
information
to
you.
So
the
way
that
we're
envisioning
this
right
now
is
you're
you're,
likely
to
hear
from
most
of
the
departments
a
couple
or
three
times
so
for
the
purpose
of
the
first
visits
here.
C
This
is
really
a
conversation
for
understanding
and
to
ask
questions
for
information
that
maybe
wasn't
clear
as
part
of
the
presentation,
and
if
there
are
specific
issues
that
you're
interested
in
learning
more
information
about,
and
then
we
will
have
the
departments
come
back
with
more
specifics
about
how
we
will
try
to
get
to
a
budget
number
within
their
department
as
part
of
the
larger
context,
and
so
next
next
month
in
september,
once
we
know
what
that
preliminary
levy
number
is,
we
will
have
an
idea
of
how
to
spread
that
amongst
the
departments.
C
And
then
this
committee
talked
about
before
what
we'll
ask
the
departments
to
do
is
come
in
with
several
different
options,
most
of
which
are
probably
going
to
exceed
what
the
ask
is
so
that
the
committee
has
a
chance
to
to
maybe
work
through
some
different
options
and
how
they
might
fit
together,
which
would
probably
be
the
third
conversation
which
really
gets
at
what
are
the
implications
for
the
decisions
that
are
confronting
us.
So
as
we
look
at
these
options,
how
does
that
affect
services?
How
is
that
felt
in
the
community?
C
That's
the
the
third
conversation.
So
it's
really
kind
of
a
what
this
is
the
what
meeting
and
then
there's
the
the.
So
what
what
does
it
mean
and
then
there's
the
then
what
okay?
If
we
do
this,
you
know
what
what's
the
outcome.
B
That
is
precisely
what
I
was
going
to
get
out
there
and
then
the
other
thing.
I
think
that's
worth
talking
about
here,
because
this
is
the
first
time
that
we're
through
it
is,
if
we
think
about,
if
we
think
about
the
like
the
zero
percent
option.
B
That
was
up
on
the
on
the
board,
and
we
look
at
a
department
like
this-
that's
primarily
supported
by
property
taxes
and
that
kind
of
the
basically
the
the
areas
of
revenue
that
we're
having
trouble
with
and
that
we're
needing
to
plug
in
what
should
we
be
thinking
in
terms
of
if
we
aggregated
all
of
them
together?
B
What
sort
of
for
for
departments
like
this
on
a
percentage
basis
where
we
would
be
saying
okay,
if,
if
we
were
going
with
the
zero
percent
option,
what
would
that
mean
in
terms
of
the
budgets
if
it
was
just
spread
across
the
departments
that
were
based
on
kind
of
the
amount
of
property
tax
that
they
take?
B
Otherwise,
I'm
trying
to
get
I'm
trying
to
get
a
sense
of
if,
if
we're
like,
looking
at
a
department
like
this-
and
you
know
the
next
one
is
that
the
next
department
up
is
a
much
bigger
department.
But
if
we
were
thinking
about
at
this
point,
we
have
roughly
a
five
million
dollar
gap
that
we're
trying
to
plug
for
it
for
all
the
departments
based
on
kind
of
their
their
proportionate
kind
of
property
tax
impact.
C
That
specific
number
I
don't
have
this
evening,
okay,
if
I
would
break
out
so
that
that
would
be
the
follow-up
for
our
staff
to
come
in
and
show
you
that
one
of
the
other
things
we'll
want
to
put
into
that
too,
is
also
to
look
at
the
budgets
and
say
you
know
what
is
what
is
sort
of
discretionary
and
what's
not
discretionary.
B
C
B
So
I
think
that's
the
thing
just
looking
if
you
like
in
the
packet
on
page
73,
where
it
has
the
budget
request
and
it's
kind
of
broken
down
there,
that's
a
it's
good
to
start
thinking
about.
If
that
you
know
for
each
of
these
as
we're
going
through
and
looking
at,
if
that
number
was
lower,
what
would
we
end
up
stopped
doing
and
that's
what
the
departments
are
are
intending
to
provide
as
they
come
back
other
questions,
a
good.
D
F
Mayor
peterson,
do
you.
F
He
slipped
right
back
into
the
past
ex-mayor
peterson
yeah,
it's
been
from
being
around
too
long.
Currently,
the
pension
fund
is
over
a
hundred
percent
funded.
However,
every
time
the
actuarial
does
an
evaluation.
There
are
liabilities
and
to
maintain
those
abilities.
Although
to
maintain
funding
for
those
liabilities,
that's
what
the
formula
they
use
to
continually
generate
the
required
contribution.
F
F
I
never
say
we're
over
funded
we're
in
a
positive
funding
balance,
at
least
until
december
31st,
at
closing
bell
time,
which
really
depends
on
what
the
market's
doing
so.
Probably
one
of
the
answers,
you're
looking
for,
I
believe
the
pension
fund
is,
is
very
well
managed.
F
A
significant
part
of
that
pension
is
managed
by
the
state
board
of
investment,
there's
a
very
small
portion
of
that
that
is
managed
with
some
independent
investment
units
that
the
board
the
board
manages
and
members
for
the
city
that
sit
on
the
border
myself
and
the
cfo
lori
economy.
D
Just
to
follow
up
in
the
days
past
that
those
were
bloomington
would
be
unique
in
having
it
funded
at
this
point,
because
aren't
there
an
awful
lot
of
the
communities,
the
larger
cities
who
are
way
way,
buried,
underfunded.
F
So
in
1980,
all
career
fire
and
police
that
were
hired
after
1980
were
automatically
put
into
the
state,
aero,
police
and
fire.
So
most
of
there
aren't
any
really
other
cities
that
have
pension
plans,
we're
kind
of
the
last
large
pension
plan
for
a
fire
department,
that's
not
being
managed
by
pera.
A
Mr
mr
chair
chief
seal,
thank
you,
I'm
just
reflecting
on
kind
of
the
challenge
of
this
group,
which
is
to
deal
with
a
pretty
challenging
situation
and
then
reflect
upon
our
neighbors,
who
are
are
paid
on
called
first
responders,
who
that
buzzer
goes
off
in
the
middle
of
the
night
and
and
they
run
out
of
their
house
risking
their
lives
to
respond
to
a
fire,
an
emergency.
A
And
then
I
I
look
at
what's
happening
with
our
economy
and
I
think
we're
here
tasks
that
I
plan
for
the
worst
and
hope
for
the
best,
and
so
when
you
think
about
these
competing
challenges
and
the
people
that
are
under
your
command,
how
do
you
approach
the
very
real
possibility?
You're
gonna
have
to
make
some
cuts
and,
at
the
same
time,
you're
protecting
people's
lives?
What's
how
do
you
approach
that,
as
as
you
think
about
it
and
work
with
your
teams?
F
Well,
two
things-
and
this
was
pointed
out
by
the
by
citygate
and
associates-
there
are
no
statutory
requirements
or
laws
requiring
a
level
of
fire
protection
services
or
that
you
have
any
fire
protection
services
at
all.
F
So
the
city
council
has
full
authority
to
determine
the
level
of
fire
protection
services,
provided
I
think
the
challenge
and
the
challenge
that
currently
exists
and
the
challenges
that
will
continue
to
exist
is
managing
our
responses,
trying
to
meet
the
needs
of
the
citizens
and
do
it
as
safely
as
possible
with
our
firefighters,
firefighting
is
a
team.
F
Sport
generally
doesn't
work
well
when
we
show
up
in
in
ones
and
twos,
we
have
to
show
up,
as
as
a
group
as
as
a
as
a
as
a
small
army
and
and
tackle
our
task
most
communities
where
they
can't
muster
the
army.
They
have
negative
outcomes
or
they
end
up
depending
a
lot
on
their
neighbors
or
other
people
to
help
them
out,
which
is
a
delay
in
that
process.
Right
I
mean
if
your
your
first
fire
truck
is
coming
from
a
surrounding
community.
F
I
think
it
would
take
a
lot
for
us
to
get
to
that
point
where
we're
depending
upon
our
surrounding
communities,
but
I
think
the
challenge
my
challenge
and
my
strategic
look
at
this
is:
how
do
I
apply
the
resources
that
I've
been
allocated
and
do
the
best
job
that
I
can
to
provide
the
service
the
citizens
expect
and
and
keep
my
people
safe
and
that's
a
challenge
because,
like
I
said
this
is
a
team
sport
and
if
you
can't
feel
the
team
it's
hard
to
play
so.
C
As
mr
chair,
if
I
may
too
josh
in
response
to
your
question,
building
a
little
bit
off
of
what
chief
seal
said,
that
there
is
no
requirement
for
a
level
of
service
when
it
comes
to
fire
protection,
I'm
reminded
of
a
city
that
I
used
to
work
in
when
they
were
contemplating
whether
to
make
some
pretty
significant
investments
in
their
fire
department,
because
the
the
department's
response
time
was
far
greater
than
what
the
expectation
was
in
the
community.
C
Had
one
council
member
actually
arguing
that.
That's
why
you
had
homeowners
insurance,
so
it
wasn't
up
to
the
fire
department
necessarily
to
protect
your
investment.
That
argument
did
not
necessarily
win
the
day,
but
the
you
know
the
response
time
is
one
of
those
metrics
that
we
look
at
it's
it's
prominently
featured
in
the
city
gate
assessment
report.
If
you
had
a
chance
to
read
through
that,
but
every
minute
counts
when
you're
responding
to
a
fire
and
chief,
you
want
to
talk
about
why
every
minute
specifically
counts.
F
Yeah,
so
whether
you're
talking
about
fires
or
medical
emergencies,
every
minute
does
count
specifically
for
fires
in
today's
environment,
right,
it's
not
the
same
environment
that
I
came
into
the
fire
service
with
in
today's
environment.
Most
of
the
contents
of
any
building
are
created,
made
or
manufactured
from
petrochemicals
plastics,
they're,
all
hydrocarbon
based,
so
the
btu
loading
in
a
today's
current
structure
is
much
much
higher
than
it
was
in
1976.
F
F
What
generally
happens
is
the
fire
becomes,
what
we
call
ventilation,
limited
or
starved
for
oxygen,
and
so
it
will
tamp
down
and
then,
when
somebody
opens
a
door
opens
a
window
tries
to
escape
that
feeds
it
some
more
oxygen
and
you
get
very,
very
rapid
fire
growth.
F
So
if
you
look
at
response
times
and
the
fire
growth
curve,
in
most
cases,
the
fire
is
reaching
a
a
growth
part
of
their
curve,
where
it
will
very
quickly
involve
more
than
just
the
room
where
the
fire
started
in
usually
in
less
than
seven
or
eight
minutes,
and
there's
very
few
fire
departments
in
this
country
that
get
to
a
fire
after
the
fire
starts
after
ignition
in
seven
or
eight
minutes.
F
So
we're
battling
a
time
curve
there,
and
so,
when
we
get
there,
what
we're
finding
is
these
ventilation
limited
fires
that
once
we
make
entry,
it
feeds
it
oxygen?
It
accelerates
the
curve.
We
either
have
to
extinguish
it
very
rapidly.
But
while
we're
doing
this,
we
also
have
to
extend
searches,
because
when
you
think
about
a
fire
reaching
flashover
in
three
and
a
half
minutes
or
because
it's
lost
the
ability
to
get
enough
oxygen
and
tamps
down
in
three
and
a
half
minutes.
F
Basically
that
gives
you
very
little
time
to
escape
the
people
that
have
the
hardest
time
escaping
or
the
elderly
and
the
very
young.
F
So
we
extend
these
searches
very
quickly
in
all
cases,
when
we,
when
we
first
get
up
because
the
either
the
oxygen
is
is
down
or
the
fire
is
progressing
very
rapidly
and
in
some
cases
so
think
of
yourself
at
two
o'clock
in
the
morning,
sound
asleep,
suddenly
awoken
by
your
smoke
detector,
all
right,
that's
probably
on
the
second
floor
of
your
house
or
by
your
bedroom,
so
the
room
where
the
fire
started.
F
F
If
you
look
at
medicals,
it's
it's
very
similar
right,
I
mean
if
somebody
stops
breathing
five
to
six
minutes.
You've
got
brain
death,
so
response
time
really
is
vitally
important
for
both
us
and
the
police
department
and
our
ability
to
provide
that
response
becomes
that
metric
that
the
manager
was
talking
about
that
we
were
measured
against.
A
Thank
you,
mr
chair.
Thank
you
chief,
I'm
looking
at
your
neighboring
cities
that
step
in
the
other
departments,
fire
departments
and
looking
at
these.
Some
of
these
are
located
further
away
than
some
other
cities.
So
I'm
kind
of
curious
like
edina,
for
instance,
that
would
be
closer
than
I
think,
savage
or
wha.
What?
How
are
these
powers
established
with
these
cities
and
why
aren't
there
some.
F
So
some
of
those
boxes
are
closer
right,
so
southwest
corner
of
the
city,
it's
closer
to
savage
northwest
corner
of
the
city.
Edina
is
going
to
go
and
if
you
look
out
those
farther
those
alarms,
those
closer
departments
have
already
set
a
unit.
So
we
try
not
to
strip
our
neighbors
of
all
their
resources.
We
ask
usually
only
ask
for
an
engine
and
or
a
ladder
and
a
chief
from
those
departments
to
respond
so
as
the
fire
gets
bigger,
we
draw
from
farther
out.
F
They're
they're,
actually
one
of
our
auto
aid
partners.
What
we
call
an
auto
aid
partner,
so
they'll
get
an
inbound
jet
and
we'll
get
a
call
with
smoke
in
the
cabin
and
we'll
go
and
pre-stage
at
the
gate
at
the
end
of
34th
avenue
where
their
fire
station
is
and
we've
got,
people
that
are
trained
to
be
able
to
lead
our
fire
units
in
and
we've
got
the
the
the
pass
keys
to
get
in
and
actually
take
them
down,
runways
to
assist
fire.
F
B
F
Integrated
public
alert
and
warning
system-
yes,
I
pause.
So
yes,
we
do,
the
county
is
hennepin.
County
sheriff's
office
is
actually
the
alerting
point.
We
can
set
a
request
them
to
set
off
individual
sirens
if
we
need
individual
sirens
set
off.
So
an
example
of
that
is
in
normal
years,
when
we
have
river
rendezvous,
we've
got
a
siren
over
there,
that's
identified.
F
So
if
there's,
it
may
not
be
a
severe
weather
threat
that
would
normally
trip
sirens,
but
when
you
got
a
whole
bunch
of
kids
out
in
the
park
and
you've
got
a
line
of
storms
coming
in,
we
can
sound
that
siren
and
move
the
kids
to
safety
and,
as
far
as
alerting
cell
phones,
that
is
done
through
county,
that
we
can
actually
have
a
request
for
an
alert
put
out
most
of
the
severe
weather
alerts
that
go
out
on
cell
phones
are
done
by
noaa
and
they
handle
all
of
those.
D
D
I
don't
know
a
lot
about
this,
so
I
thought
I
heard
you
say
that
we
generally
don't
that
the
city
generally
does
not
charge
for
services,
and
so,
if
that's
right
tell
me
if
that's
wrong,
but
assuming
that's
right.
I
was
just
wondering
if,
if
we
thought
ever
about
pursuing,
you
know
pay
for
some
of
the
services
and
if
we
did
that,
would
that
be
unique
or
are
there
some
services
that
are
routinely
charged
for
by
departments
and
would
that
help
this
situation
at
all.
F
So
most
of
what
we
do,
the
answer
is
in
most
metropolitan
areas.
No,
you
get
farther
out
in
rural
route,
areas
where
they
are
completely
volunteer
and
those
usually
they
have
to
pay
dues
to
belong
to
the
to
the
fire
response,
and
if
you
don't
pay
your
dues
they'll
stop
at
the
end
of
your
driveway,
because
your
fire
number's
not
up
and
and
whatever's
happening
on
your
property,
is
your
problem,
not
theirs.
F
F
The
other
thing
that
I
have
always
been
concerned
about
with
people
calling
is
is
that
they
worry
about
the
cost,
so
they
don't
call.
We
see
that
in
ems
now
where
they
worry
about
the
cost.
I
don't
want
to
have
to
go
with
an
ambulance.
I
don't
want
to
go
to
the
doctor.
It's
going
to
cost
me
money
and
many
times
they
wait
till
their
emergency
is.
Is
dire
before
they
call
and
then
it
it
always
creates
more
of
a
problem.
So
we've
always
been
as
long
as
I've
been
on
the
department.
F
F
F
Some
of
us
not
really,
and
if,
if.
F
If,
if
we,
if
we
were
to
charge
people's
fire
insurance,
you
know
for
the
actual
cost
of
the
response,
you
know
that
cost
is
going
to
get
passed
unto
them.
So
the
way
typically
municipal
fire
services
have
operated
is
that
they
work
really
hard
to
have
good
fire
service,
because
when
they
have
good
fire
services
actually
saves
their
citizens
money
on
their
fire
insurance.
F
So
we're
a
class
two
fire
department,
there's
actually
ten
possible
classes
with
ten
being
absolutely
no
fire
protection.
And
one
being
you
know,
you
know
something
just
short
of
nirvana,
so
we're
we're
a
class
two
which
actually
gives
our
most
of
our
residential
or
all
of
our
residential
property
owners
and
a
lot
of
our
commercial
property
owners,
a
really
good
fire
insurance
rate.
F
Our
really
large
commercial
properties
are
usually
independently,
independently
adjusted
by
larger
insurance
companies,
but
your
normal
size,
commercial
or
smaller,
commercial
and
all
your
residential
properties.
Where
people
buy
insurance
from
insurance
companies.
They
use
that
insurance
rating
to
determine
their
fire
insurance.
D
Thanks
yeah,
that's
been
my
experience
too.
These
fire
insurance
rates
seem
very
reasonable
here,
just
one
other.
If
I
could,
I
noticed
the
600
000,
whatever
it
is,
not
huge,
but
not
small,
for
the
fire
prevention
fund
and
what's
your
take
if
that
was
lower.
Let's
say
that
was
half
that
for
a
year
or
two.
What
would
be
the
consequences
of
that.
F
There's
some
things
I
could
cut
out
of
that
for
a
year
or
two,
some
of
the
programs
that
we
do,
the
school
programs
and
those
kinds
of
things
we
could
cut
that
I've
always
been
very
protective
of
fire
prevention,
because
we
reach
a
lot
of
kids
and
kids
are
the
right
people
to
reach
when
you
want
to
build
good
behaviors,
and
so
I'm
I
tend
to
be
very
protective
of
that
and
not
want
to
cut
too
much
out
of
that.
F
The
other
piece
that
becomes
very
important
is
the
fire
inspections
of
our
properties.
If
we
do
not
inspect
our
properties
regularly
for
fire
code
violations,
those
invariably
increase
the
number
of
violations
that
are
out
there
increase
the
severity
of
the
fires
and
increase
the
the
risks
to
the
humans
that
are
using
those
buildings.
C
Mr
chair,
I
have
a
couple
points
if,
while
other
members
may
be
thinking
of
questions,
they
want
to
ask
one
is
for
the
chief.
If
we
look
at
the
staffing
we
have
116
paid
on
call
firefighters,
we're
actually
authorized
for
many
more
than
that.
C
The
number
I
actually
don't
recall
because
it
hasn't
been
relevant
in
the
time
I've
been
here
correct,
but
I
just
I
want
the
committee
to
understand
the
authorization
number
and
our
actual
number
and
and
then
there's
a
budget
impact
if
we
were
to
be
able
to
get
to
that
authorized
number,
but
then
how
that
plays
with
recruitment
and
then
how
that
relates
back
to
the
issue
that
you
pointed
out
about
rolling
light
so
60
or
70
times
in
the
month
of
july,
where
we
were
lower
than
the
nfpa
standard.
F
Bet
the
to
start
with
are
authorized.
If
you
look
back
is
175.,
our
sweet
spot
is
about
150..
F
The
reason
we're
authorized
at
175
is
so
we
could
maintain
150
right
as
you
plot
out
your
people
and-
and
you
do
your
workforce
planning.
You
see
how
they're
retiring
and
you
plan
to
put
on
classes
to
replace
people
that
are
retiring
to
try
to
stay
in
that
150
range
to
the
manager's
point.
It's
been
years
since
we've
been
at
150.,
it
is
not
without
expense
to
hire,
train
and
support
paid
on-call
firefighters
so
that
116
number
or
111
number
you
know
we.
We
would
really
we're
really
short
about
40
people.
F
We
are
not
as
low
as
we've
ever
been,
but
we're
pretty
close
once
I
drop
below
110,
I'm
I'm
really
getting
into
very,
very,
very,
very
lean
territory
as
far
as
being
able
to
staff
trucks
and
get
it
and
get
trucks
out
in
a
timely
manner.
F
So,
what's
really
happening
right
now
is:
is
that
the
majority
of
the
work's
falling
to
fewer
people
and-
and
that
affects
response
time
and
our
ability
to
get
trucks
out
with
enough
people
on
them,
which
affects
our
ability
to
field
a
field
of
team
right
when
we
get
to
the
scene.
F
F
We
went
through
a
very
long
dry
spell
back
in
the
just
prior
to
the
downturn
in
2008
and
we
didn't
hire
anybody
for
five
or
six
years,
and
we've
never
been
able
to
recover
from
that
and
guess
what,
when
we
went
back
to
hire
people
after
that
downturn,
five
or
six
years
later,
the
world
had
changed,
not
completely
unbeknownst
to
us,
but
there
were
a
lot
fewer
people
that
were
interested
in
in
doing
the
things
that
we
do
for
a
small,
a
small
stipend
at
that
time,
a
very
small
stipend
we
were
paying.
F
At
that
time
we
were
paying
five
dollars
a
call,
even
if
the
call
went
two
or
three
hours,
we've
bumped,
that
up,
but
we've
just
got
fewer
people
that
are
interested
in
spending
the
time.
The
pension
has
always
been
the
larger
attraction
for
people
long
term,
but
you
have
to
do
20
years
to
to
get
a
pension.
You
have
to
do
20
years
with
us
to
get
a
pension.
F
We
are
looking
at
all
kinds
of
avenues
right
now
about
how
we
run
and
operate
because
of
the
staffing
issue,
and
I
just
want
to
you
know
it's
just
there's:
there's
really
no
way
to
bring
people
in
and
and
do
it
cheaply
and
the
other
problem
with
that
is
trying
to
bring
people
in
and
find
people
who
actually
want
to
do
the
work.
And
it's
not
that
that
the
job
is
unattractive
to
everybody.
It's
just.
F
There
are
fewer
people
that
are
attracted
to
this
kind
of
work
than
there
used
to
be
it's
more
of
a
gig
economy
or
a
I.t
based
world
out
there
than
swinging
an
axe
and
squirting
water
on
january,
2nd,
when
it's
10
below.
C
And
if
you
look
at
the
assessment
report,
you'll
see
that
the
the
the
ability
to
continue
to
recruit
and
return
and
retain
firefighters
is
really
the
biggest
wild
card
in
in
the
department's
ability
to
continue
to
be
successful.
As
we
look
around
the
rest
of
the
metro
area
and
chief
noted
as
you
get
out
into
some
of
the
more
rural
areas,
staffing
is
getting
to
be
just
a
critical
problem.
So
in
the
last
couple
years,
you've
seen
departments
like
brooklyn
park
and
egan
both
go
to
full-time
career,
professional
firefighters.
C
Number
of
other
cities
have
gone
to
24-hour
duty
crews,
which
puts
additional
strain
on
frankly
on
their
paid
on
call.
So
you
know
the
the
recruitment
is
is
going
to
be.
I
think
one
of
the
biggest
challenges
for
the
department
in
the
future.
B
B
A
The
inspections
and
if
they
could
be
contracted
out
the
service.
F
So
there
aren't
really
any
private
companies
that
can't
do
contract
fire
code
inspections.
So
if
we
were
to
contract
it
out,
it'd
be
contracted
out
to
another
fire
department
that
had
that
capability.
F
That's
currently
basic,
basically
how
they're
treated
in
most
fire
departments,
they're
the
smallest
divisions,
usually
minimum
staffed
or
barely
staffed
to
to
meet
their
particular
needs,
so
hiring
another
fire
department
to
do
those
inspections.
Probably
I
would
probably
be
hiring
ftes
for
another
city
to
for
them
to
for
them
to
to
pull
that
off.
F
C
One
of
the
other
points
I
wanted
to
make
mr
chair
actually
relates
to
the
capital
chief.
A
C
Week
that
that
one
is
interesting,
because
I
know
that
co-chair
neil
peterson
has
asked
several
times
about
the
south
loop
development
fund,
and
you
know
what
the
the
the
ability
to
tap
that
fund
for
other
things,
the
fire
station
number
three
is
actually
one
of
those
things
that
we
did
utilize
that
fund
for
so
rather
than
having
to
issue
debt
for
that
project.
C
It
was
paid
entirely
from
the
cash
in
the
south
loop
development
fund,
because
fire
station
number
three
primarily
serves
the
south
loop
district,
so
it
was
an
appropriate
expenditure
of
those
fund
dollars,
but
that
is
one
one
case
where
something
that
is
primarily
related
to
the
general
fund
was
funded
with
south
loop
development
dollars.
C
The
other
four
stations
that
are
in
need
of
replacement
the
assessment
verified,
essentially
the
need
for
the
replacement.
The
assessment
also
looked
at
the
geographic
positioning
of
those
stations
to
make
sure
that
they're
in
the
right
place
largely
based
on
response
time
and
determine
there.
There
are
some
tweaks
you
could
make
if
you
wanted
to,
but
for
the
most
part
you
know
and
the
where
they're
at
currently
is
the
right
location.
C
You
could
improve
them,
but
we
have
limited
land
options
unless
you're
willing
to
take
some
properties
by
imminent
domain
to
resight
one
of
those
facilities.
So
as
we
look
forward,
the
the
biggest
issue
with
the
capital
for
the
station
replacements
is
just
the
timing
of
those
projects
and
a
lot
of
that's
going
to
be
driven
by
what
the
tax
capacity
and
the
budget
challenges
are
for
the
next
couple
years.
A
B
Okay,
thank
you
for
the
presentation,
so
we
agreed
that
we
were
going
to
take
a
break
in
the
middle,
so
I'm
going
to
say
that
we're
on
break
until
8
15.,
so
we'll
be
on
break
until
8
15.
C
A
A
B
G
All
right
thanks,
mr
chair
and
for
the
committee,
we
will
do
a
presentation
that,
in
terms
of
its
format,
is
pretty
similar
to
what
you
just
heard
from
chief
seal.
We'll
give
you
an
overview
of
the
services
that
the
police
department
provides
and
includes
some
some
cost
or
some
budget
numbers
in
that
then
we'll
be
available
for
questions.
I
have
with
me
tonight
our
deputy
chief,
who
is
very
involved
in
the
budget,
preparation
and
budget
management
throughout
the
year.
His
name
is
mike.
G
Hartley
knows
I
think
we've
met
most
of
you
all
over
the
course
of
the
last
few
years.
So
it's
great
to
see,
see
you
all
and
we
look
forward
to
the
presentation
tonight,
but
also
to
the
questions
that
you
might
ask
afterwards.
So
we'll
jump
right
into
it.
Car
is
going
to
manage
the
slides
for
us
and
we'll
jump
into
our
first
or
second
slide.
I
guess
which
is
just
a
rundown
of
the
number
of
sworn
staff
within
the
police
department.
G
You
heard
a
little
bit
from
chief
seal
what
his
structure
looks
like
well,
this
is
what
we
have
in
the
police,
department,
124
sworn
positions
and
that's
a
breakdown
of
the
different
command
level
and
supervisory,
along
with
the
officers
on
the
bottom.
If
you
go
to
the
next
slide,
that's
our
our
non-sworn
slide
is
the
next
slide.
G
One
is
our
joint
community
police
partnership,
community
liaison,
and
the
second
is
our
embedded
social
worker,
which
we
just
started
last
year
to
help
us
address
some
of
the
mental
health
needs
within
our
community
and
we'll
get
into
what
that
cost
sharing
arrangement
is,
for
those
two
next
slide,
our
org
chart
for
all
those
who
love
to
see
what
an
org
chart
looks
like
chief
locks,
probably
remembers
this
a
little
bit
different
but
similar
to
what
it
was
like.
G
While
he
was
our
police
chief,
I
know
that
text
is
small,
but
it's
in
your
packet,
and
I
do
have
what
I'm
referring
to
tonight
are
some
slides
that
are
slightly
different
than
what
you
were
sent.
There's
just
a
few
additional
bits
of
information,
so
we'll
be
sure
kari,
somehow
to
get
them
the
updated
deck
that
we're
going
through
tonight,
but
this
org
chart
just
gives
you
a
general
idea
how
we
break
down
the
organization
into
different
divisions
and
the
the
types
of
work
that
are
kind
of
grouped
together
within
each
division.
G
Next
slide
now
we'll
get
into
some
numbers
about
the
type
of
activity
that
we're
seeing
in
the
community.
These
are
calls
for
service
numbers,
so
the
chart
on
the
left
is
a
breakdown
of
our
calls
for
service
and
including
what
we'll
call
our
self-initiated
work.
Traffic
stops
and
director
patrols
are
included
on
the
left
column
overall,
we're
really
close
to
70
000,
cad
incidents
or
combination
of
our
calls
for
service
or
traffic
stops
and
directed
patrols.
The
chart
on
the
right
is
just
the
call
for
service,
so
that's
takes
out
of
the
equation.
G
Next
is
a
chart
that
shows
you
kind
of
the
top
five
call
types
that
we're
responding
to
and
you'll
see
from
2015
through
2020
year.
To
date,
we
gave
you
kind
of
a
january
through
through
july
picture
of
kind
of
where
we're
at
medicals
are
typically
our
our
leader
in
terms
of
numbers
around
7
000
medical
situations.
G
Now,
as
chief
seal
mentioned
now,
we
have
had
primary
call
responsibility
for
medicals
and
fire
department
has
been
assisting
us
for
quite
some
time
and
we're
we've
been
shifting
and
kind
of
working
with
that
a
little
bit
to
try
to
provide
the
kind
of
the.
I
guess,
the
optimum
level
of
service
from
our
response
time,
and
so
now
we're
using
our
cad
system
to
indicate
who
our
closest
units
are.
While
the
fire
department
has
duty
crews
on
which
is
in
the
morning
from
I
believe,
it's
around
eight
to
five
or
six.
G
Those
duty
crews
are
now
available
to
assist
on
those
if
they're
the
closest
unit.
So
we
don't
want
to
compromise
response
time,
certainly
especially
on
what
we'll
call
kind
of
high
priority
medicals,
where
the
response
time
is
really
important.
So
our
cad
system
now
is
able
to
give
us
the
ability
to
find
out
who
the
closest
units
are,
and
we
send
fire
resources
if
they
are
in
fact
closest
where
they
have
those
duty.
G
Crews,
staffing
a
station-
and
what
has
happened
is
I
think,
somewhere
between
15
and
20
percent
of
our
medicals
now
have
gone
over
to
the
fire
department
during
the
hours
in
which
they
have
a
duty
crew
on
and
we're
working
we're
trying
to
crunch
the
numbers
to
really
see
what
our
response
time.
Improvements
are
because
of
that
new
protocol
that
we've
adopted,
but
the
rest
of
those
calls
are
kind
of
our
top.
You
see
suspicious
activity
calls
shoplifter
is
down
a
little
bit.
That
is
the
result
of
covid19
and
mall
of
america.
G
America
being
closed,
but
also
seeing
additional
calls
for
service
like
unwanted
person.
We're
going
to
talk
a
little
bit
about
that
here
in
a
minute,
but
so
far
this
year
we're
seeing
an
increase
in
certain
call
types
at
certain
hotels
within
bloomington,
while
we've
seen
reductions
in
retail
crime.
The
concerning
part
is
the
increases
that
we're
seeing
in
call
activity
as
well
as
increases
in
some
of
our
more
serious
crime
categories.
G
So
it's
a
little
bit
of
an
alarming
trend
that
we
started
to
see
last
year
and
so
far
this
year
in
2020
with
regard
to
calls
for
service
and
some
crime
reported
crime
which,
if
you
can
go
to
the
next
slide,
car
it'll
start
to
show
you
what
the
crime
numbers
look
like.
Oh
real,
quick.
This
slide
just
gives
you
the
breakdown
of
our
calls
for
service
at
either
mall
of
america
or
the.
G
What
we'll
call
the
north
business
area
the
strip
along
494
that
we've
kind
of
have
sectors
throughout
the
city
that
are
that
we
capture
call
for
service
numbers
and
we
try
to
kind
of
isolate
those
that
are
kind
of
the
retail
the
origin
for
this
slide
was,
if
somebody
asked,
could
you
give
us
the
kind
of
the
what's
the
call
for
service
numbers
for
the
retail
sectors,
and
so
we
don't
have
all
of
the
retail
sectors
in
here,
but
we
do
have
what
is
considered
to
be
our
kind
of
major
retail
corridor
in
the
hotel
corridor,
and
you
can
see
that
mall
of
america
accounts
for
about
7
000
calls
per
year
that
northern
business
district
accounts
for
about
16
or
17
000
calls
this
year
we
we,
with
the
mall
of
america,
being
closed
for
a
large
percentage
of
the
covid
period,
and
although
it's
open
their
business
is
not
nearly
what
it
was.
G
G
One
is
considered
serious
crime,
it
includes
those
categories
of
homicide,
rape,
robbery,
assault,
burglary
theft,
vehicle
theft
and
arson,
and,
as
you
see
on
the
chart
on
the
lower
right,
we
had
a
what
was
a
five-year
reduction
kind
of
string
in
part,
one
crime,
five
years
in
a
row
where
we
see
decreases
and
then
2019,
we
saw
the
increase.
If
you
can
see
in
the
chart
on
the
left,
it
does
include
theft,
and
that
is
a
driver.
That
is
a
big
driver
in
the
in
the
annual
numbers
for
part.
G
One
crime
shoplifting
calls
theft
in
general.
Those
numbers
are
usually
in
that
26
to
27.
They
ticked
up
a
little
bit
last
year,
but
you
can
see
that
there
are
also
increases
in
assaults
robbery
very
slight
in
the
rape
cases,
two
additional
homicides
above
2018,
and
then
our
arson
numbers
were
a
little
bit
higher
than
the
previous
year
as
well.
So,
if
you
can
click
to
the
next
slide,
I'll
show
you
the
part
two
or
I'm
sorry,
the
part,
two
crimes.
These
are
part.
One
is
considered
serious
crime.
G
Part
two
is
kind
of
everything
else
that
also
had
a
slight
uptick
in
2019,
and
you
can
see
the
numbers
in
the
column
in
the
columns
on
the
chart
on
the
left
and
then,
if
you
go
to
the
next
slide,
this
is
our
year
to
date
this
year.
For
sorry,
this
slide
is
a
little
fuzzy
when
we
enlarged
it
to
fit
in
here
it
looks
like
it
didn't
come
across
real
clean,
but
the
concerning
part
of
this
is
year
to
date.
G
The
first
seven
months
of
this
year,
we've
seen
increases
csc
is
the
same
as
rape.
That's
just
a
different
title.
For
it,
criminal
sexual
conduct
is
what
that
stands
for.
We've
got
a
48
increase
so
far
year
to
date,
aggravated
assault
means
an
assault
with
a
weapon
is
up.
26
vehicle
theft
is
up,
26,
arson,
25,
burglary,
22,
robbery,
down
18
theft,
again
related
to
the
closure
of
mall
of
america,
we're
down
20
percent,
but
in
our
homicide
number
so
far
for
the
first
half
the
year
is
four.
G
Our
annual
average
for
homicides
is
one.
So
this
slide
is
concerning
to
me
as
the
police
chief
as
we're
tracking
and
trending
in
in
what
I
think
is
a
bad
direction.
It
does.
It
is
in
line
with
where
we
saw
things
trending
last
year
and
so
we're
we're
closely
monitoring
this
and
our
strategies
to
try
to
prevent
and
reduce
these
types
of
crimes,
but
that
this
is
the
unfortunate
picture
of
where
we're
at
with
regard
to
part
one
crimes
next
slide.
G
Please
part:
two
has
overall
a
twenty
percent
reduction.
This
this
picture
is
a
little
bit
better,
though
obviously
than
the
part
one
in
this
case.
There
are
quite
a
few
of
these
that
are
self-initiated
activity
type
cases
like,
for
example,
dwi
is
in
this
and
we're
down
50
percent
on
our
dwi
numbers
year.
To
date,
that's
a
a
function
of
covid,
largely
in
that
for
a
large
percentage
of
the
year.
There
just
has
not
been
as
much
vehicle
traffic.
G
A
lot
of
the
bars
were
closed,
and
so
we
don't
know
if
that's
going
to
trend
in
that
direction
for
the
rest
of
the
year,
but
for
the
first
half
of
the
year
we
were
down
50
in
dwi
arrests
and
you
can
see
a
breakdown
of
the
other
part.
Two
crimes
that
that
chart
on
the
bottom
line
is
actually
pretty
positive
in
that
there's
a
20
reduction,
but
again
that
part
one
crime
still
is
concerning
to
us
next
slide.
G
Please
this
one
is
where
we're
going
to
start
a
little
bit
of
our
budget
information.
It
is.
The
police
department
has
a
28.2
million
dollar
budget
28.3
almost
and
the
question
I
think
chair,
that
you
asked
is
what
percentage
would
seven
or
eight
percent
or
what
would
the?
What
would
the
impact
of
a
seven
or
eight
percent
reduction
be?
What
we
see
is
about
it,
that'd,
be
about
a
two
million
dollar
reduction
and
for
us
that's
somewhere
between
15
and
20
people
about
80
percent
of
this
budget
is
personnel
over
the
last
well.
G
Over
the
last
six
or
seven
years,
we
have
unfortunately
had
to
reduce
a
lot
of
discretionary
and
not
personnel
categories,
but,
and
so
anything
more
than
about
one
percent
in
terms
of
a
decrease
is
going
to
result
in
personnel
positions
that
would
have
to
be
eliminated
or
just
not
filled.
So
that's
kind
of
where
we're
at
we're
1.6
over
2020..
G
Now
I
think
the
police
department
might
be
the
only
department
in
the
city
that
has-
and
I
could
be
wrong
here
but
negotiated
contracts,
and
so
we
have
some
negotiated
contracts
for
wage
increases
for
2021
that
are
settled
and
that
accounts
for
why
you're,
seeing
a
1.6
we've
not
increased
any
of
our
budget
categories
other
than
what
was
included
in
the
negotiated
agreement.
The
subtle
agreement
with
our
police
officers
and
supervisors,
and
that
equates
to
1.
1.6
increase
the
the
next
slide.
Khari
is
our
breakdown
by
the
divisions
within
the
police
department.
G
Biggest
you
know,
biggest
division
is
the
patrol
division,
which
is
a
uniform
in
patrol
staff,
accounts
for
61
percent
of
the
budget,
and
you
can
see
a
breakdown
of
the
other
categories
and
we're
going
to
go
through.
Most
of
these
in
a
little
bit
more
detail
here
throughout
the
presentation.
G
Next
slide,
chief
seal
talked
a
little
bit
about
the
equipment
funds
that
the
fire
department
has
and
that
we
also
are
a
part
of
that
this.
This
slide
here
shows
a
very
small
percentage
of
the
equipment
fund
that
we
were
that
was
being
talked
about
during
the
fire
presentation,
but
this
is
the
fund
that
we
use
to
cover
the
cost
for
the
equipment
that
is
typically
in
a
police
squad
car
or
like
the
trailer,
the
speed
trailers
that
you
see
out
in
the
community.
G
These
are
for
us,
they're
they're,
some
of
our
larger
equipment
items
that
we
try
to
budget
for
and
and
replace
on
on
a
on
a
schedule
and
so
2021.
We
are
looking
at
about
a
73
000
expenditure
from
the
equipment
fund
that
we've
been
contributing
to
for
the
last
several
years
and
all
of
the
items
on
that
equipment.
G
We
evaluate
really
try
to
evaluate
carefully
whether
or
not
they
really
need
to
be
replaced,
or
if
that
replacement
can
be
put
off
one
two
three
more
years,
and
so
this
the
big
driver,
and
this
one
is
our
handguns-
are
many
of
our
handguns
are
due
to
be
replaced
because
they're
at
the
end
of
the
life
cycle,
where
the
sighting
systems
that
have
a
10-year
life
cycle,
they
start
to
go
dim
and
also
we
are
seeing
a
shift
in
the
law
enforcement
industry
towards
a
different
type
of
a
weapon
or
gun.
G
We
carry
a
40
caliber,
the
new
ones
are
nine
millimeter
and
they
are
cheaper
in
terms
of
ammunition.
The
the
operating
costs
are
cheaper
and
are
in
in
terms
of
the
ease
of
use
and
how
how
all
of
the
department
can
probably
be
at
a
little
higher
proficiency
rating.
G
The
indicators
are
that
nine
millimeters
are
are
a
bit
easier
to
operate,
and
so
we're
considering
that
transition.
We
have
actually
been
considering
that
transition
for
a
couple
years,
but
just
from
a
funding
standpoint,
we
haven't
been
able
to
do
it
yet.
G
So
that's
our
small
equipment
items
in
the
police
department.
The
next
slide
is
the
what's
the
basically
is
the
radio
fund
and
the
police
department,
along
with
fire
kind
of
manages,
a
separate
radio
public
safety
radio
fund.
G
We
don't
have
any
expenditures
scheduled
for
2021,
however,
just
wanted
to
make
you
aware
that
the
fire
department
is
due
to
replace
their
mobile
data
computers
and
their
in
the
docking
stations
in
the
fire
trucks
and
so
from
the
radio
fund
they're
due
to
replace
24
of
those
at
the
cost
of
114
000.
G
At
that
time
we'll
be,
and
again
that's
the
mobile
computers
that
are
in
the
squad.
Cars
next
slide.
Patrol
operations
again
is
the
largest
division
within
the
department.
72
sworn
primary
responsibilities
include
responding
to
emergency
non-emergency
calls
conduct
proactive
and
preventive
details.
We
include
community
engagement
work
in
that
in
that
category
also
enforcing
traffic
laws,
and
that
is
something
that
we
have
a
special
unit
that
assists
with
that.
G
But
there
is
a
responsibility
of
all
the
people
that
work
within
our
patrol
division
to
do
that
at
least
some
portion
of
their
shift
next
slide
is
similar
to
probably
one
of
the
slides
you
saw
earlier
tonight,
and
this
is
how
we
geographically,
how
we
break
the
city
down
to
make
sure
that
our
response
times
are
are
are
adequate
and
our
patrol
resources
are
dispersed
across
the
city
and
not
just
clustered
in
one
particular
area.
So
we
have
five
patrol
areas
and
we
staff
those
patrol
areas
with
patrol
resources.
G
24
7.,
our
minimum
staffing
levels
range
from
for
some
portions
of
the
day.
We
have
six
patrol
units
out
patrolling
the
entire
city,
so
that
is
we'll
have
one
in
each
patrol
in
each
response
area
with
one
car,
that's
an
at-large
car
and,
depending
on
the
hour
of
the
day,
we'll
increase
from
that
six.
G
But
that
is
six
is
where
we're
at,
for
what
typically
ends
up
being
some
of
the
quieter
hours,
but
just
gives
you
an
idea
we're
covering
a
rather
large
geographic
area,
with
six
patrol
units
for
portions
of
the
day
and
and
then
other
portions
of
the
day.
We
increase
that
beyond
six,
but
by
keeping
them
in
those
geographical
areas,
we
can
manage
the
response
times
effectively.
G
We
have
we
have
a
few
specialty
units
and
I'll
talk
a
little
bit
about
what
those
are,
and
this
next
slide
highlights
that
the
traffic
unit
talked
about
one
sergeant,
four
officers.
It's
currently
at
three
officers
we're
running
with
some
open
positions
within
the
police
department,
as
we
try
to
address
some
budget
issues
this
year.
Currently,
we
have
about
nine,
roughly
nine
open
positions
within
the
department.
Two,
some
of
those
are
sworn
some
of
those
are
non-sworn.
One
of
them
happens
to
be
in
this
traffic
unit.
G
Crime
prevention
unit
is
two
officers,
three
civilians.
Those
are
officers
that
are
commonly
trying
to
address
areas
within
the
city
where
we
have
a
high
volume
of
calls
problem
properties.
Is
that
also
looking
at
programs
that
we
can
use
their
help
in
developing
community
engagement
opportunities
for
our
patrol
officers
so
that
the
patrol
officers
can
interact
with
the
community
in
non-enforcement
settings?
This
crime
prevention
unit
is
really
one
of
the
kind
of
the
kind
of
quarterback.
G
Those
efforts
across
the
city
in
that
unit
is
a
civilian
crime
prevention
coordinator
and
in
also
our
two
liaison
positions
that
we
partner
with
hennepin
county.
Our
joint
community
police
partnership
position
is
in
there
that's
caitlyn,
gokey
and
our
embedded
social
workers
also
working
out
of
the
crime
prevention
unit,
south
loop,
that
is
the
mall
of
america
and
everything
basically
east
of
77
highway
77.
G
That
is
two
sergeants
which
we
have
only
one
assigned
to
it
now,
and
eleven
officers
that
is
funded
out
of
the
south
loop
development
fund.
In
terms
of
how
the
there's
a
revenue
from
south
loop
that
comes
into
the
police
department
to
cover
the
costs
of
all
of
the
officers
that
are
assigned
there.
We
have
one
supervisor
that
part
of
his
responsibilities
is
to
assign
the
the
contract
overtime
assignments.
So
we
have
a
lot
of
businesses
in
town,
hotels,
mall
of
america
that
hire
additional
police
services.
G
G
At
a
a
car
crash,
moving
squad,
cars
from
our
facility
to
the
garage
for
maintenance,
a
whole
lot
of
things
that
just
free
up
time
for
our
police
officers,
so
they're
not
dealing
with
those
issues
and
it
also
helps
develop
community
service
officers.
Our
our
goal,
with
every
time
with
every
community
service
officer,
is
that
we
can
eventually
hire
them
as
a
police
officer.
We
use
it
as
a
recruitment
tool
to
try
and
increase
our
diversity
on
the
police
department.
G
We
look
at
it
as
kind
of
a
mentoring
program
and
have
hired
actually
in
the
last
three
or
four
years,
two
or
three
officers
directly
out
of
our
cso
program
to
become
police
officers.
So
it's
actually
worked
out
quite
well
next
slide.
Please
we'll
talk
about
community
engagement
and
the
importance
of
that
community
engagement
is
our
opportunity
for
our
our
department
to
develop
and
enhance
trusting
relationships
with
residents
and
visitors
in
our
community.
G
Like
I
said
before,
the
crime
prevention
unit
coordinates
a
lot
of
this
work,
but
there's
an
expectation
that
all
members
of
the
organization
participate
in
this.
So
if
you're,
a
patrol
officer
we're
asking
them
when
they're
not
engaged
in
police,
calls
or
or
actively
doing,
traffic
enforcement
that
they're
out
looking
for
opportunities
to
do
community
engagement
with
the
community,
we've
developed
a
lot
of
programs
over
the
years
that
are
kind
of
our
our
formal
community
engagement
opportunities,
but
we're
also
asking
them
to
do
this
stuff
informally,
where
they
get
out
of
their
squad
car.
G
If
they
see
a
a
group
in
a
park,
for
example,
and
can
have
a
conversation
or
see
kids
in
a
park,
we
ask
them
to
get
out
of
their
car
and
interact
with
the
community
throughout
their
shift.
They
evaluated
that
on
an
annual
basis,
and
it's
it's
it's
seeping,
in
my
opinion,
deeper
and
deeper
into
the
culture
of
the
organization
that
there's
a
strong
expectation
to
do
community
engagement,
work
and
that
helps
not
only
our
office.
G
The
community,
I
think,
sees
police
officers
and
the
work
that
they
do
differently
when
they
have
an
opportunity
to
have
those
conversation
conversations,
but
it's
an
opportunity
for
for
our
residents,
who
may
have
different
perspectives
than
our
officers
are
used
to
hearing
to
have
good
conversations
and
it's
mutually
beneficial
for
the
officers
and
the
residents
next
slide.
Please
here's
a
list
of
what
we
do
kind
of
on
the
formal
community
engagement.
G
These
are
programs
that
we've
either
just
recently
developed
or
have
been
doing
for
quite
some
time,
and
we
do
also
ask
them
to
interact
with
our
business
community
and
marine,
probably
remembers
our
business
matter.
Safety
matters
program
where
our
crime
prevention
officers
will
go
out
and
ask
the
business
community.
What
are
the
things
that
they're
interested
in
hearing
about
and
then
we'll
bring
in
speakers
and
probably
not
quite
quarterly,
but
three
or
four
times
a
year,
we'll
have
formal
presentations
with
our
business.
G
The
businesses,
who
are
members
of
the
chamber
or
prospective
members
of
the
chamber
and
that
program
has
been
a
real
good
way
to
exchange
information
with
those
as
well.
Next
slide,
please.
These
are
some
of
our
more
informal
we
do
about
500
or
so
of
these
during
a
non-coveted
year.
Community
outreach
activities.
This
is
where
our
crime,
prevention
officers
or
patrol
officers
are
meeting
in
group
homes.
Meeting
with
families
in
crisis
follow
up
with
problem
addresses.
I
talked
a
little
bit
about
that.
G
We
use
our
what
we
call
a
protect
problem-solving
model,
we'll
get
into
a
little
bit
here,
but
the
crime
prevention
officers
are
really
vital
in
how
we
deal
with
those
types
of
problems
and
kind
of
the
list
goes
on
with
you
know,
other
types
of
community
engagement,
we're
really
proud
of
having
about
435
active
neighborhood
watch
groups
in
bloomington
that
crime
prevention
coordinator,
katie
zuerl,
is
very
busy
trying
to
make
sure
that
that
we're
providing
information
and
communication
to
them
there.
G
We
want
to
be
a
resource
for
them
to
ask
questions,
but
managing
435
neighborhood
watch
groups
is
no
small
task
any
given
national
night
out,
we
typically
see
450
or
more
neighborhood
watch
parties
throughout
the
community.
Again
most
of
those
are
are
directly
related
to
a
neighborhood
watch
group.
That's
organized
and
managed
through
our
crime
prevention
unit.
G
G
This
is
again
some
of
the
reasons
for
why
we
think
community
engagement
work
is
important.
This.
This
philosophy,
I
think,
has
really
started
to
take
shape
and
root
into
the
department.
G
It's
a
critical
to
doing
crit
community
engagement,
at
least
at
the
patrol
officer
level,
and
what
we're
hearing
in
the
last
two
or
three
months
is
that
there's
a
a
thirst
from
the
community
to
do
more
of
this,
but
you
have
to
have
sufficient
staffing
levels
in
your
patrol
division
to
be
able
to
do
these
to
be
able
to
have
the
time
for
our
officers
to
stop
and
interact
with
the
community
in
between
their
calls
for
service.
G
If
we,
if
our
staffing-
and
you
heard
me
talk
a
little
bit
about
the
concern
of
the
calls
for
service
increases-
that
we're
seeing
in
the
crime
increases
that
we're
seeing
that
that
tends
to
eat
up
some
of
the
time
and
there
becomes
less
and
less
time
between
calls
for
service
to
do
this
work.
So
that's
something
that
we're
trying
to
watch
closely
and
carefully
and
and
monitor
so
that
we
can
have
the
time
in
between
the
call
for
service
for
officers
to
get
out
and
interact
with
the
community
next
slide.
G
Please,
joint
community
police
partnership
is
one
of
these
that
we
kind
of
partner
with
hennepin
county
in
a
cost-sharing
agreement.
75
percent
of
the
cost
of
this
position
is
covered
by
hennepin
county
bloomington,
covering
25,
which
means
we
pay
about
30
thousand
dollars
for
this
community
liaison
position
and
all
that
comes
with
it
through
the
jcpp.
G
We
talk
a
lot
about
the
mac,
our
multicultural
advisory
committee.
When
we
talk
about
community
engagement
and
how
important
they
are
for
bringing
a
perspective
to
our
department
that
we
sometimes
struggle
to
hear
from
are
our
non-english
speaking
or
new
american
or
are
the
more
diverse
portions
of
our
community.
This
this
multicultural
advisory
committee
is
really
a
representative
of
that
and
it's
an
11-member
committee
of
residents
and
then
two
strategic
partners,
the
faith
community
in
the
school
district
or
our
strategic
partners.
G
The
other
nine
are
members
of
our
community
that
represent
different
ethnic
backgrounds
and
demographics,
and
we
meet
with
them
monthly.
We
we
bring
our
policies
by.
We
run
our
policies
by
that
committee
for
input
before
we
implement
them.
G
We
bring
policies
to
that
committee
to
help
us
with
any
updates
and
more
recently,
it's
just
been
a
really,
I
think,
positive
resource
for
for
us
in
the
police
department
and
for
caitlyn
to
run
ideas
by
and
get
input
from,
as
we
move
forward
through
these
somewhat
challenging
times
with
the
the
unrest
related
to
the
tragic
death
of
george
floyd.
B
A
Chair
chief
pat,
we
want
to
be
the
police,
and
I
and-
and
I
applaud
that,
that
we
wanted
to
be
more
engaged
with
the
community,
that
the
police
department
mirrored
the
demographics
of
the
city
of
bloomington,
because
you,
when
you
get
into
a
police,
you
want
to
find
somebody
that
mirrors
you
hispanic
african-american
or
so.
How
we
consider,
how
diverse
is
the
police
department
in
bloomington?
That's
kind
of
my
question.
G
Sure,
mr
chair
and
member
jessica,
the
the
goal
is
to
from
a
demographic
standpoint,
match
the
community.
G
We
believe
that
that
helps
with
maintaining
trust
in
the
community,
because
we
I
have
heard
over
and
over
and
over
again
that
as
our
community
changes,
so
should
the
police
department,
people
who
live
in
our
community
want
to
be
able
to
see
people
who
look
like
them
doing
this
type
of
work,
and
so
what
we
found
in
the
police
department
is
that
the
traditional
hiring
process
was
not
producing
much
by
way
of
diversity.
G
It
was
very
challenging
to
utilize
our
traditional
hiring
process
and
and
and
kind
of
meet
the
goal
of
becoming
reflective
of
our
community
or
matching
the
demographics
of
our
community.
From
a
demographic
standpoint,
so
we
developed,
what's
called
the
pathway
to
policing
program
which
allows
us
to.
G
I
get
a
much
broader
pool
of
candidates
by
not
requiring
to
be
licensed
eligible.
We
we
say
that
they
need
to
have
a
two-year
degree.
We
don't
care
what
it's
in
and
then
we
and
we
partner
with
a
bunch
of
other
agencies.
We
develop
part
pathway
to
policing
with
the
st
louis
park
police
department,
but
we
now
have
about
eight
or
nine
other
agencies
that
have
joined
us
to
work
with
us
on
this,
because
they've
seen
the
same
thing
in
their
community
and
so
for
four
years
in
a
row.
We've
done
the
path.
G
This
will
be
the
fourth
year
in
a
row
we're
just
wrapping
up
our
third
year,
we've
partnered
with
many
other
agencies
and
have
hired
cadets
we've
sent
them
to
hennepin
technical
college.
About
four
years
ago
we
were
successful
in
going
to
the
legislature
and
getting
an
appropriation
to
help
cover
the
costs.
G
We
get
a
400
000
appropriation
that
covers
50
percent
of
the
educational
costs
of
this
program,
and
so
it
makes
it
very
attractive
to
communities
who
want
to
partner
and
and
and
and
improve
or
increase
their
diversity,
and
so
that
has
worked
in
terms
of
partnering
with
other
cities,
we're
getting
some
assistance
in
terms
of
the
cost
from
the
state
and
that's
a
program.
G
It
takes
another
22
weeks
of
time
for
the
cadets
to
go
through
the
academic
portion,
so
it's
at
least
a
year-long
process
to
bring
a
new
police
officer
on
through
the
pathway
to
policing
program.
But
to
your
question:
what
are
we
doing
or
what
is
our
goal?
And
what
are
we
doing?
Our
goal
is
to
to
to
get
as
close
as
we
can
into
matching
our
community
in
terms
of
the
demographics
and
how
we're
doing
that
is
utilizing
a
pathway
to
policing
as
an
alternative
hiring
process.
G
Our
cso
program
that
I
talked
about
where
we
can
look
at
young
men
and
women
who
are
interested
in
law
enforcement,
who
may
be
in
high
school
and
starting
to
recruit
and
utilizing
the
cso
program
as
a
vehicle
to
increase
our
diversity
as
well,
and
then
also
supplementing
those
two
process
with
other
traditional
hiring
processes
as
well.
So
that's
the
three
things
that
we're
doing:
to
try
to
improve
our
diversity
within
the
department.
C
Western
chair
and
committee
members
getting
the
exact
number
for
you
right
now
among
the
sworn
officers
it's
less
than
10
percent.
We
do
have
as
one
of
the
council
goals,
to
make
sure
that
the
like
the
chief
said
throughout
the
city,
not
just
in
the
police
department,
to
make
sure
that
we
are
improving
our
recruiting
of
bipoc
employees
by
poc
being
black
indigenous
people
of
color.
C
G
Okay
is
any
other
questions
from
on
that
one,
or
should
we
move
on
to
the
next
slide?
You
can
go
ahead.
Okay,
all
right.
Let's
move
to
next
slide!
Yes,
jcpp!
This
again
is
our
joint
community
police
partnership.
They
help
us
with
the
programming
in
and
also
developing
relationships
with,
our
our
non-english
speaking
or
our
bipark
residents
and
caitlin
goalkee
is
our
community
liaison.
G
G
Taco
with
the
cop
euros
with
heroes,
this
is
really
kind
of
an
offshoot
of
the
coffee,
with
a
cop
model
that
we
would
have
those
events,
and
we
wouldn't
see
we
would.
We
would
see
very
little
diversity,
actually
we'd
see
a
lot
of
the
same
people
from
one
event
to
the
next
and
we
wanted
to
use
that
same
type
of
a
format
to
to
attract
a
more
diverse
audience,
and
so
we
started
going
to
our
more
our
ethnic
restaurants.
G
We
started
doing
that
last
year
and
we
definitely
saw
a
different
audience
and
again.
We
continue.
We
plan
to
continue
with
that
this
year
until
the
pandemic
hit,
but
once
the
pandemic
clears
up,
we
will
again
start
to
have
events
in
those
types
of
locations.
G
The
multicultural
advisory
committee
already
talked
about
town
hall
forums
to
address
concerns
specific
to
the
immigrant
communities.
Now
we
have
done
a
lot
of
this
during
the
pandemic
and
we
are
using
webex
or
other
virtual
conferencing
tech
platforms
to
do
that,
and
I
would
say,
we're
probably
having
somewhere
between
one
to
two
meetings
a
week.
G
I'm
sorry
sometimes
one
to
two
meetings
a
day,
but
each
week,
probably
three
or
four
meetings
and
and
trying
to
reach
out
and
build
those
relationships.
So
we
found
that
you
can
actually
do
that
fairly
successfully
with
video
conferencing
technology.
It's
just
we've
had
to
adapt
to
it,
we're
doing
more
training
with
our
officers
and
in-service
in
terms
of
training
them
on
implicit
bias
and
racial
equity.
G
G
We
do
an
annual
new
americans
academy
and
also
participate
in
resource
fair,
focused
on
domestic
violence
and
support
available
to
the
latino
community,
as
well
as
many
other
types
of
programs
for
the
that
the
jcpp
participates
in
next
slide.
G
We
have
a
new,
not
this,
isn't
something
new,
but
we've
kind
of
taken.
A
new
approach
to
dealing
with
our
mental
health
calls.
Over
the
last
few
years,
we've
seen
those
calls
for
service
increasing.
So
last
year
we
implemented
a
new
policy
and
that
all
of
those
calls
now
require
an
actual
report,
a
crisis
response
report
by
the
officer
that
responds
to
it
and
starting
in
april,
we
began
using
that
report
last
year.
G
G
Please
the
the
other
thing
we're
doing
with
that
with
crisis
in
terms
of
preparing
our
staff
for
dealing
for
those
calls
or
with
those
calls
is
that
sending
all
of
our
officers
through
the
40-hour
cit
training,
which
prepares
them
at
least
to
a
certain
level
where
they
are
more
effective
in
handling
those
types
of
situations,
and
we
have
sent
about
50
plus,
which
is,
I
think,
probably
closer
to
60,
plus
or
90
percent
of
our
patrol
division,
has
now
been
fully
trained
in
cit.
G
Those
calls
again
have
increased
over
the
last
several
years,
according
to
alaina,
who
provides
our
our
advanced
medical
support
in
bloomington
that
those
calls
had
nearly
doubled
and
we're
up
at
1400
in
2016..
Next
slide,
please
this.
This
is
a
I
want
to
go
back.
I
want
to
highlight
something
in
our
mental
health.
I'm
not
sure
if
we
skipped
a
slide
or
what,
but
this
is
an
area
that
we
have
made
a
significant
change
in
that
we
have
a
embedded
social
worker.
G
Now
this
is
a
program
that
we
partner
with
hennepin
county
those
crisis
response
reports
go
directly
to
our
embedded
social
worker
who
offices
out
of
crime
prevention,
and
she
has
all
of
the
county
services
at
her
fingertips
literally,
and
she
can
connect
those
people
who
are
in
crisis
or
in
need
of
services
with
the
services
they
need
almost
immediately.
So
we're
we're
pleased
with
that.
G
What
we've
realized
is
that
that
position
that
we
could
probably
use
two
or
three
more
of
those
positions,
because
the
caseload
for
that
case,
for
that
social
worker
is,
is
quite
high
and
we're
really
just
kind
of
you
know
we're
still
really
not
fully
moving
work
that
we
probably
could
benefit
from
the
social
worker
to
the
social
worker,
we're
just
sending
that
person
the
crisis
response
reports.
G
G
But
we
know
that
they're
underlying
mental
health
conditions
that
the
social
worker
could
help
address
and
keep
those
cases
out
of
the
criminal
justice
system,
but
because
of
case
volumes
right
now,
we're
we're
really,
unfortunately,
only
able
to
send
her
the
crisis
response
reports,
but
our
goal
is
to
get
to
a
actual
review
of
all
crime
reports
for
the
possibility
of
moving
those
out
of
the
criminal
justice
system
and
more
to
the
social
worker
list
of
options,
but
we're
just
not
quite
there
yet.
G
Okay,
now
we
can
go
ahead,
carrie
office,
just
another
program,
that's
somewhat
new
officer
wellness
or
mental
health
checks,
law
enforcement,
we're
looking
for
ways
to
try
to
help
our
officers
stay
mentally
and
physically
fit.
We've
had
a
physical
fitness
policy
for
quite
some
time,
but
this
is
the
first
year
where
we're
going
to
require
our
officers
to
go
in
and
get
a
mental
health
checkup.
G
We
call
it
a
checkup
from
the
neck
up
that
hopefully
will
go
a
long
ways
to
helping
the
officers
deal
with
the
baggage
that
they
carry
over
long
careers
in
law
enforcement
because
of
the
things
that
they
have
seen
and
have
to
deal
with
exposed
to
many
traumatic
incidents.
The
suicide
rate
for
police
officers
is
more
than
double
the
rate
of
the
rest
of
our
society.
G
Last
year
there
were
more
police
officers
killed
by
suicide,
then
were
killed
in
the
line
of
duty,
and
so
it
just
makes
sense
for
us
to
really
look
at
this,
and
what
can
we
do
for
our
officers
in
terms
of
their
mental
health,
and
so
our
first
step
in
that
direction
is
to
require
mental
health
checkups
on
an
annual
basis.
Next
slide,
please
we've
already
kind
of
gone
through
that
you
can
go
ahead.
G
Neighborhood
watch
I've
already
talked
a
little
bit
about
this
435
active
groups
covers
16,
000
homes,
729
block
captains
and
then,
like
I
said,
close
to
400
national
night
out
parties.
This
plays
into
our
community
engagement
strategy,
but
also
it's
a
way
for
us
to
communicate.
G
As
you
can
see,
the
map
of
the
city,
we've
have
pretty
good
saturation
across
the
city,
but
there
are
still
some
areas
that
don't
have
coverage,
but
this
is
a
way
for
us
to
provide
information,
crime,
information,
crime
alerts
and
general
communication
in
a
way
that
covers
pretty
much
the
entire
city
next
slide
protect.
This
is
our
way
of
identifying
kind
of
emerging
crime
trends.
G
G
In
our
records
management
system,
we
bring
environmental
health,
we
bring
in
members
from
the
legal
department
and
every
other
week
we
go
over
that
data
and
identify
what
it
is
that
we
think
is
important
to
work
on
for
the
next
two
week
period
and
we
can
have
additional
meetings
on
a
more
a
more
regular
basis
if
we
need
to,
but
our
normal
cadence
for
that
is
twice
a
month,
and
you
can
see
the
key
stakeholders
that
are
involved
in
that
and
really
again
it's
about
identifying
trends
on
a
a
quick
on
a
fairly
regular
basis
and
try
to
develop
quick
responses
that
kind
of
match
the
situation
that
we're
dealing
with
next
slide.
G
Please
purpose
again
this
this
gives
you
a
a
real
brief
overview
of
what
we're
trying
to
accomplish
with
the
pro
tech
program.
I
can,
I
think
we
can
move
to
the
next
slide,
because
you
can
you'll
have
these
slides.
You
can
refer
to
them
if
you'd
like
later
contractual
overtime.
Just
to
give
you
an
idea
that
we
we
do
have
a
demand
for
additional
police
services
in
bloomington,
with
the
mall,
all
the
hotels
and
a
lot
of
other
businesses
we
use.
We
have
our
officers
work,
those
events
on
a
voluntary
basis.
G
They
can
sign
up
each
trimester,
so
a
four-month
increment
officers
can
sign
up
to
work
those
those
events
and
they're
they're
kind
of
equitably
dispersed
to
all
of
the
officers
who
who
want
to
sign
up
or
volunteer
to
work.
For
those
events,
the
businesses
pay
our
are
the
full
cost,
including
the
time
that
it
takes
for
the
supervisor
to
schedule
it.
We,
we
include
that
in
the
23
percent
override
and
again,
this
has
been
something
that's
been.
G
I
think
we've
been
doing
this
for
probably
more
than
30
years
in
this
way,
where
it's
not
officers
out
drumming
up
their
own
contracts
and
and
dealing
with
the
the
clients,
it's
all
managed
through
the
city.
They
have
city
equipment
and
are
on
the
same
radio
system.
G
It
actually
enhances
public
safety
by
our
on-duty
officers,
knowing
that
there's
officers
that
are
working
on
a
contract,
overtime
event
at
the
mall
or
at
a
hotel,
and
we
find
it
to
be
mutually
beneficial
for
the
business
or
the
the
customer
who
hires
us,
as
well
as
the
the
on
duty,
staffing
throughout
the
rest
of
the
city,
whenever
there's
an
event
taking
place
next
slide
investigations.
This
gives
you
a
real,
quick
breakdown
of
how
we
staff
our
investigations
divisions.
G
We
have
two
teams
in
that
division:
an
east
team,
a
west
team,
and
then
we
have
a
special
investigations:
team,
east
and
west.
They
take
most
of
the
investigation,
the
crime
reports
and
investigate
those
and
then
the
special
investigations.
If
you
go
to
the
next
slide,
this
is
the
type
of
work
that
they
do.
G
Narcotics
type
investigations,
quality
of
life,
human
trafficking
cases,
nuisance
addresses
they
work
with
the
crime
prevention
unit
and
environmental
health
they'll
send
officers
to
try
to
really
figure
out
what's
going
on
in
a
particular
address,
or
why
we're
getting
so
many
calls
for
service.
There's
two
task
force.
Members
that
we
have
officers
assigned
to
the
dea
is
a
narcotics
task
force
that
partners
with
the
local
dea
office,
as
well
as
a
number
of
other
departments
that
contribute
officers
to
work
on
that
task
force.
G
We
also
partner
with
the
fbi
on
the
joint
terrorism
task
force
that
brings
federal
resources
our
way
if
we
ever
need
them
for
a
federal
investigation,
a
federal
terrorism
investigation
or
something
like
that
and
with,
unfortunately-
or
fortunately,
I'm
not
sure
exactly
how
we
would
look
at
that.
That
partnership
has
been
very
beneficial
for
some
cases.
Some
threat
case
some
threats
that
we
have
investigated
here
in
bloomington,
but
also
actual
investigations.
G
For
example,
when
r.l
farooq
had
a
pipe
bomb
thrown
in
the
window.
That
was
a
federal
investigation
and
our
jttf
detective
was
intricately
involved
in
that
investigation
it
was
very
helpful
to
the
investigation,
so
that
is
a
breakdown
of
our
special
investigations.
Unit.
Next
slide,
please
civilian
services
again,
this
is
basically
are
non-sworn
members
of
the
department,
and
that
is
a
breakdown
of
those
positions.
G
Next
slide
professional
standards,
a
very
small
division
within
the
police
department.
That's
too
sworn
a
commander
and
a
sergeant
that
oversees
those
functions
below
there.
The
training
citizen
complaint
investigation,
behavior
recognition,
is
really
kind
of
our
annual
awards
ceremony
for
both
our
staff
and
for
citizens
who
help
us
out
or
residents
who
help
us
out
hiring
process,
background
investigations,
policy,
development
and
review
and
also
manages
or
kind
of
co-manages
our
field
training
program.
Next
slide,
they
oversee
hiring.
G
I
talked
about
these
processes
when
we
had
the
question
earlier,
so
the
traditional
hiring
process,
the
new
now
three-year-old
pathway
to
policing
program,
but
also
our
community
service
officer,
which
is
currently
we
can
promote
them
from
cso
to
police
officer
because
of
the
kind
of
the
new
protocols
for
hiring
those
csos
excellent
peace
officer
standards
in
training
this.
This
just
gives
you
an
idea
of
what
the
requirement,
the
annual
requirement
for
training
for
police
officers
every
every
three
years.
G
G
Those
are
all
mandated
by
the
state
in
the
next
slide.
Please,
we
show
you
a
little
bit
more
about
our
training
here.
We
do
a
little
bit
of
a
tally,
and
so
this
there's
a
there's
a
kind
of
a
budget
connection
here
in
that
the
post-mandated
training.
You
can
see
1270
hours
so
far
this
year,
and
that
includes
what
we
do
as
an
annual
in-service,
where
we
focus
the
training
for
an
entire
day
and
in
those
days
are
some
of
which
are
state
required
and
mandated.
G
The
some
of
those
are
gonna,
be
areas
that
we
think
are
just
important
to
hit
on
because
of
certain
incidents
that
may
have
happened
or
as
a
department.
We
just
feel
it's
very
worthwhile
for
our
staff
to
have
that
type
of
training,
and
so
you
see
dedicated
we
dedicated
those
hours
to
procedural
justice
and
implicit
bias.
G
Hpo
training,
which
is
high
performance
organization,
which
is
a
kind
of
management
and
leadership
philosophy
that
we've
adopted
here
at
the
city
of
bloomington
over
the
last
several
years
and
then,
unfortunately,
because
of
covet
we've
had
to
cancel
some
of
those
crisis.
Intervention
we've
sent
officers
12
officers
this
year
equating
to
500
hours
of
that
training.
We
spent
30
hours
on
emergency
operations,
vehicle
operations,
training
those
those
trainings
that
are
due
to
post-mandated
training,
have
caused
us
to
have
to
have
678
hours
of
overtime.
G
Typically,
that's
the
backfill
for
the
officers
who
are
away
at
training
backfill,
their
patrol
shifts
new
hires.
We
sent
our
our
four
new
officers
to
five
weeks
of
classroom.
That's
a
thousand
thirty
hours.
We've
also
are
now
going
to
then
send
them
to
16
to
20
weeks
of
field
training.
They
won't
be
in
a
police
car
by
themselves
until
they've
successfully
completed
the
field
training
program,
and
that
is
a
minimum
of
16
to
20
weeks.
G
With
a
training
officer
sitting
in
the
car
with
them,
and
the
four
newest
officers
are
just
now
starting
that
fto
program,
first
responder
training,
which
is
our
medical
training,
440
hours,
16
hours
of
training
every
other
year,
is
what's
required
by
the
ms,
the
medical.
G
What's
the
msb
stand
for
the
the
standards
board
for
for
medical
training
for
police
officers
next
slide
again
in
service
training
methods.
We
do
this
by
in
service
three
full
days
per
year.
G
G
Those
are
60
minutes
each
each
year
again,
some
of
those
are
required,
but
many
of
them
are
not
they're,
just
additional
training
that
we
want
our
staff
to
be
trained
up
and
at
a
higher
level
in
some
of
these
key
areas
includes
osha,
as
well
as
implicit
bias,
dealing
with
the
mentally
ill
and
use
of
force.
Again,
22
of
those
online
modules
are
required
every
year.
Next
slide
we're
coming
down
the
home
stretch
here
and
we'll
be
open
for
questions
in
just
a
minute.
G
We
are
a
partner
in
the
south
metro,
public
safety
training
facility.
That's
up
at
the
corner
of
494
and
169..
We
co-own
that
facility
with
airport
edina,
eden
prairie
and
that's
where
our
police
officers
and
firefighters
go
for
their
firearms
training
as
well
as
use
of
force
or
defensive
tactics,
training,
there's
also
outside
space.
To
do
some
scenario,
training
and
there's.
A
G
We
just
wrap
up
with
some
things
that
we
consider
to
be
vulnerabilities
here
in
from
the
public
safety
side,
as
we've
seen
over
the
last
three
or
four
months
of
civil
unrest,
a
vulnerability
is
the
potential
of
more
civil
unrest
related
to
a
critical
incident
to
try
to
prepare
for
that.
We
have
trained
our
staff
on
on
protests
and
a
response
to
demonstrations,
we're
planning
on
conducting
training
with
our
city
council
on
that,
but
other
considerations
of
the
potential
revenue
losses
in
multiple
sectors.
G
Another
vulnerability
is
similar
to
the
impact
of
covid
but
occurrence
of
an
incident
that
would
drastically
decrease
daily
traffic.
At
the
mall
it
was,
you
first
started
to
think
about
vulnerabilities.
G
We
certainly
weren't
thinking
of
it
related
to
a
pandemic,
but
more
maybe
the
result
of
a
terrorist
attack
or
some
other
type
of
a
large
incident
inside
the
mall
of
america.
That
could
drive
business
away,
but
we
have,
as
we've
seen
with
the
pandemic.
That's
certainly
another
thing
that
can
have
a
dramatic
impact
on
the
mall
of
america
and
also
the
hotels
here
in
bloomington
other
concerns.
G
I
think
I've
already
mentioned
this
during
the
presentation
earlier,
but
increases
in
crime
that
could
lead
to
fear
and
concern
by
visitors
and
residents
that
that
can
have
a
dramatic
impact
on
on
on
how
people,
how
safe
people
feel
how
how
many
guests
or
visitors
come
to
our
city
to
visit
places
like
mall
of
america
or
the
hotels
and
addressing
crime
trends
can
result
in
reductions
in
the
community
engagement
activities,
and
so
this
is
kind
of
this
hydraulic
relationship
between
increase
in
crime
and
calls
for
service
reduces
our
ability
to
do
community
engagement
or
that
other
type
of
work
that
really
helps
kind
of
bind.
G
G
That
is
it
and
try
to
get
through
that
rather
quickly.
So
we
could
focus
a
lot
of
our
time
on
the
questions.
If
there
are
any
yeah,
we
will
leave
you
with
the
most
up-to-date
slide
deck,
because
it's
just
a
little
bit
different
than
the
one
that
we
that
we
sent
you
with.
But
at
this
time
we're
open
for
any
questions
that
you
might
have
regarding
the
presentation.
C
C
Actually,
the
the
police
department's
sworn
staff
13
identify
as
a
person
of
color,
so
that's
16
out
of
122.
for
the
department
as
a
whole.
It's
15,
which
is
24
out
of
156.
compared
to
our
organization.
The
police
department
is
actually
quite
a
bit
ahead
of
the
rest
of
the
organization,
it's
10
for
our
full-time
employees
and
then,
when
we
add
in
part-time
that
number
stays
at
10.
So
for
the
city
as
a
whole,
it's
74
out
of
about
715.
C
A
As
a
follow-up
to
that
jamie,
what
what
are
the
numbers.
C
C
The
p,
I'm
sorry
for
the
population,
our
current
demographics
are
about
28
percent
people
of
color
and
we'll
see
what
happens
with
the
census.
I
expect
that
number
is
going
to
be
higher.
D
G
Sharing
that
yeah
that's
good
to
hear,
I
think
I
think
police
officers
really
are
always
kind
of
on
duty
to
a
certain
extent.
If
they
see
something
that
happens
in
front
of
them,
it's
not
uncommon
for
them
to
to
step
up
and
try
to
help
out
any
way
they
can.
So
it's
it's
good
to
hear
that
story,
but
I
think
most
police
officers
feel
like
that's
kind
of
their
obligation.
A
Mr
chair
chief
potts,
thank
you
for
the
presentation
and
I'm
just
interested
in
kind
of
your
perspective
on
it.
We
obviously
are
in
a
pivotal
moment
in
our
state,
as
it
relates
to
policing
and
in
our
country,
and
this
group
has
to
make
some
judgments
on
budgets
and
in
some
areas
we
need
to
cut
and
other
areas.
A
And
maybe
you
don't
have
this
answer
off
the
top
of
your
head.
But
as
as
you
come
back,
could
you
share
your
best
assessment
with
where
we
need
to
make
sure
we're
investing
so
we're
we're
reimagining
policing
and
can
be
continue
to
be
a
model
not
only
in
the
state
but
in
the
country?
Would
you
you
know:
do
us
that
service,
as
as
we
work
through
this
and
as
you
do,
that
engagement
share
your
best
advice
and
direction.
G
Sure,
mr
chair
committee,
member
josh,
I
think
you
know
I
tried
to
give
you
a
response
here
today,
but
hopefully
we'll
weave
that
into
the
future
presentations
that
we
give
to
you
during
this
process.
But
I
think,
as
you
mentioned,
it's
a
it
is
a.
It
certainly
feels
like
a
whether
it
be
pivotal
or
sentinel
moment
in
policing
in
our
country,
in
in
what
I
have
seen
and
what
I
have
heard
when
I
sit
in
these
community
leaders,
meetings
or
listening
session
meetings.
G
Is
this
this
desire
for
the
community
to
be
more
involved
in
their
police
department's
work?
We
believe
that
that's
critically
important
and
that
this
should
be
a
partnership
as
we
move
forward
and
being
more
transparent,
having
more
input
when
we
create
policies
or
have
review
of
policies.
G
All
of
that
just
takes
time,
and
it
takes
a
willingness
on
the
organization's
part
to
really
be
a
a
meaningful
partner,
not
just
lip
service
to
it.
When
I
talk
about
community
engagement,
that's
really
about
partnership
building
as
well
and
having
the
time
to
do
community
engagement
work
because
really
you're
you're,
not
probably
being
the
most
effective
police
department.
G
You
can,
if
you,
unless
you're,
really
working
with
the
community
to
provide
that
service,
making
sure
that
that
that
your
community-
and
this
is
this
is
work
that
we
really
are
are
struggling
to
kind
of
begin
is
if,
if
we're,
what
we
want
to
do
is
develop
that
partnership
to
the
point
where
the
community
calls
us
for
suspicious
activity
that
they
aren't
making
they're
not
making
that
decision
based
on
a
particular
bias
right
now
we
don't
know,
if
that's
the
case
or
not,
we
can.
G
We
can
work
with
our
police
officers
to
educate
them
on
bias
and
we've
done
that.
We've
doubled
down
on
our
training
for
implicit
bias
and
teaching
police
officers,
and
so
we
know
people
have
biases.
We
acknowledge
that
biases
exist,
but
what
what's
important
for
police
officers?
They
don't
act
on
that
bias,
but
when
we
receive,
let's
just
say,
1200
suspicious
person
calls
per
year.
How
do
we
know
as
a
police
department
that
those
there's
not
potential
bias
in
those
calls
from
the
community?
G
G
The
only
way
you
do
that
is
you
get
out,
and
you
start
meeting
with
with
leaders
within
the
community,
and
you
start
talking
about
these
hard
topics,
and
so,
as
we
kind
of
navigate
the
future
in
this
period,
post
george
floyd
era,
that
I
think
that
that
the
the
commitment
to
the
partnership
is
really
really
important,
making
sure
that
our
police
officers
have
at
least
some
time
during
their
shift
to
interact
with
the
their
community
to
build.
That
relationship
is
critical.
G
The
other
thing
I'll
touch
on
I
kind
of
mention
it
in
the
presentation,
is
that
we
know-
and
we
have
seen
through
our
data
collection,
that
our
response
to
people
who
are
in
crisis
is
increasing
and
so
having
the
right
tools
to
address.
Those
situations
is
also
critically
important.
C
And
if
mr
chair
asked
kari
to
put
this
slide
back
up
the
the
detail
of
the
various
community
engagement
events
that
the
police
department
does,
I
think,
often
that
people
look
at
community
engagement
as
one
of
those
discretionary
fluffy
add-ons
that
we
do.
C
C
Is
part
and
parcel
of
the
work
of
policing
right
that,
in
order
to
have
effective
public
safety,
you
have
to
be
in
relationship
with
the
community
right,
and
so
the
work
of
engagement
may
seem
like
it
is
non-traditional,
but
it
is,
it
is
entirely
a
new
era
and
how
we
define
the
work
of
being
a
police
officer
has
has
changed
substantially
this.
This
is
part
of
the
work.
B
B
E
G
Yeah,
I
think
the
question
is
is
related
to
our
part.
One
part
two.
G
If
I'm
not
mistaken,
your
current
question
is:
what's
our
clearance
rate
or
solve
rate
for
those
cases,
and
I
don't
have
the
specific
data
year
to
date
here
for
for
this
year,
that
we're
in
is
we're
kind
of
constantly
monitoring
the
the
investigations
in
those
areas,
but
our
clearance
rate
in
general
for
part
one
and
part
two
has
been
at
or
above
any
other
city
within
hennepin
county
and
we're
quite
proud
of
that
in
in.
G
In
some
cases
we
don't
solve
all
every
single
case,
but
as
we
compare
to
our
our
our
neighboring
cities,
our
clearance
rate
for
cases
here
in
bloomington
is
the
highest
in
the
county,
and
that
is
difficult
for
me
to
give
you
a
specific.
G
You
know,
like
percentage
of
cases
solved,
because
it
varies
from
one
case
to
the
next,
but
I
can
give
you
that,
as
we
compare
to
our
our
neighboring
communities
here
in
hennepin
county,
that
our
solve
and
clearance
rate
was
the
highest
in
the
county,
I
can
follow
up
with
that.
To
get
you
an
actual
clearance
rate
on
part.
One
and
even
maybe
part
two
overall,
I
just
don't
have
that
data
with
me
here
tonight.
A
John,
thank
you
chief.
As
you
know
I
left
12
years
ago,
and
at
that
time
we
had
the
highest
closure
rate,
but
bloomington
has
traditionally
put
more
effort
into
investigating
cases.
G
And
I'll
just
add
one
thing
this
earlier
this
year
we
were
able
to
reopen
a
11
year
old
homicide
case
in
occurred
here
in
bloomington.
It
actually
was
a
missing
person's
case
and
turned
into
a
homicide,
and
we
had
some
investigative
resources
that
were
able
to
dig
back
into
that
case,
11
years
old,
based
on
a
tip
that
we
received
and
they
have
successfully
been
able
to
charge
someone
which
I
can't.
G
I
can't
really
put
into
words
how
how
significant
that
is
to
the
family
of
the
the
homicide
victim
from
11
years
ago,
because
they
never
forget,
in
fact,
they
probably
think
about
it
every
single
day,
but
to
be
able
to
have
investigators
who
were
successfully
able
to
kind
of
follow
up
on
a
tip
and
close.
That
case
is
very,
very
meaningful
to
the
family
of
that
victim,
and
so
again,
it
kind
of
speaks
to
having
the
resources
in
the
division
to
be
able
to
do
that
kind
of
work.
B
A
Thank
you,
mr
chair.
Thank
you
chief
potts,
so
your
staffing
needs
as
you're
going
into
the
next
five
years.
Are
you
seeing
more
challenges
recruiting
candidates
specifically
now
that
law
enforcement
and
everything
that's
taken
place
since
the
george
floyd
incident
kind
of?
G
Absolutely
over
the
last,
not
not
really
just
in
the
last
couple
months,
but
over
the
last
couple
years
we've
kind
of
pulled
in
in
for
2019
and
2020
2019
2020.
I
was
the
president
of
the
minnesota
chiefs
association
and
one
of
our
main
initiatives
was
recruitment
because
we
had
heard
from
our
members
across
the
state
that
their
recruit
that
their
applicant
pools
were
shrinking
and
we
were
seeing
significant
reductions
in
number
of
applications
here
in
bloomington.
G
But
there
are
several
cities
in
the
metro
area
here
who
are
lucky
to
get
10
applicants
for
an
open
police
officer
position,
and
so
what
that
says
is
that
it
is
very
challenging
from
a
hiring
standpoint
to
find
any
diversity
is
even
more
challenging
unless
you're
participating
in
a
pathway
program,
because
there's
just
a
significant
drop-off
in
the
interest
in
becoming
a
police
officer
right
now,
and
that
is
very
concerning
to
me
as
a
law
enforcement
professional,
because
I
just
I-
I
worry
that
when
you're
used
to
getting
a
hundred
applications-
and
you
can
hire
a
really
good
high
quality
candidate,
what
are
you
going
to
be
able
to
hire
when
you
get
10
applicants
and
maybe
even
less
when
it
comes
to
out
state
in
rural
minnesota?
G
A
G
A
Unfortunately,
I
can't
keep
everybody
straight,
so
I'm
going
to
look
it
up
to
make
sure
I'm
giving
you
the
right
answer.
I
can
tell
you
that
our
officers
are
among
the
top
five
paid
departments
in
the
metro
area,
so
we
pay
very
competitively
other
cities
that
would
generally
be
in
that
top
five
would
be
eden.
Prairie
plymouth,
egan
edina
keep
brooklyn
park
in
our
sites
too,
so
those
would
be
the
really
large
departments,
but
we
maintain
our
officers
salaries
in
the
top
five
in
the
metro.
A
I
think
you're
right
mike,
but
I
don't
want
to
misspeak.
C
So
one
of
the
benefits
that
we
have
is
that
we're
we're
often
able
to
hire
experienced
officers
along
with
hiring
people
who
are
new
to
the
profession,
which
certainly
adds
to
the
to
the
professionalism
of
the
department,
and
we
certainly
send
them
through
the
training,
the
same
training,
whether
they've
come
from
another
department
or
not,
because
sometimes
you
you
need
to
re-establish
culture
and
expectations
for
our
organization
and
and
certainly
chief
and
deputy
chief-
can
talk
about
that
more.
C
C
A
Top
pay,
which
is
someone
with
fifteen
years
of
service,
is
ninety
nine
thousand
nine,
oh
nine,
and
then,
if
they
have
a
bachelor's
degree,
they
earn
one
percent
more
than
at
each
step
of
the
pay
scale.
So
we
have
a
one
percent
incentive
for
those
with
a
bachelor's
degree.
Okay,
mr
chair
chris,
does
that
include,
I
think,
a
few
meetings
ago.
The
average
benefits
was
17.
A
B
Okay,
other
questions,
josh.
A
A
You
know
incredible.
Traumas
and
the
traumas
that
police
officers
also
experience
in
their
line
of
duty.
I'm
wondering
if
you
could
share
with
us,
maybe
at
our
next
session.
If
you
have
specific
recommendations
about
investments,
additional
investments
that
you
would
make
in
the
wellness
of
the
officers
and
I'm
just
reflecting
upon.
G
Sure
we
can
talk
more
in
depth.
One
of
the
programs
I
mentioned
briefly
is
this
annual
mental
health
checkup
in
that
there's
research,
albeit
limited
that
suggests
that
the
ability
that
are
providing
officers
with
the
ability
to
offload
some
of
that
emotional
and
psychological
baggage
has
a
positive
effect
on
their
mental
health.
So
that's
why
we
think
it's
important.
G
So
this
year
2020,
we
funded
it
through
a
private
donation
that
was
made
to
the
organization,
but
moving
forward
that
we
would
like
to
try
to
figure
out
a
more
secure
funding
source
for
that.
But
we
feel
like
we're
in
a
good
position
right
now
to
do
this
this
year
and
have
the
cost
covered
by
a
donation.
G
We're
just
gonna
have
to
try
to
figure
out
how
to
cover
that,
and
our
decision
organizationally
was
to
make
it
required
to
try
to
get
rid
of
the
stigma
for
officers
who
would
have
to
decide
well.
Do
I
go
to
this
mental
health
checkup
or
not?
If
it's
only
optional,
you're,
certainly
not
going
to
get
100,
and
then
there
may
still
be
a
negative
stigma
attached
to
those
who
do
go.
So
this
was
supported
throughout
the
organization.
G
Everybody
is
supporting
it
that
they
understand
it
and
they
agree
with
it
and
so
we're
hoping
to
begin
those
appointments
here
real
soon.
But
everybody
will
be
required
to
go
get
this
mental
myself
included
all
sworn
staff
and
we'll
make
it
an
option
for
some
of
our
non-sworn
staff,
like
our
dispatchers,
to
be
able
to
do
that
as
well.
Okay,.
A
C
Mr
chairman
committee
members,
if
I
may
come
back
to
a
question
the
chair
asked
earlier
during
the
fire
presentation-
and
I
didn't
do
these
numbers
in
my
head,
so
I
actually
work
these
numbers
a
little
bit
while
we're
sitting
here.
C
You
know
the
question
of
how
much
is
the
department
budget
as
a
percentage
of
the
overall,
so
that
the
committee
can
start
to
get
a
sense
of
you
know
if
if
we
were
to
just
do
a
pro
rata
share
and
and
expect
a
department
to
solve
that
much
of
the
problem,
you
know
what
does
that
mean
for
each
of
the
departments
you've
heard
from
tonight.
C
So
this
is
based
on
the
2020
budget.
I
don't
have
the
2021
numbers
at
my
fingertips,
but
for
the
2020
budget,
the
fire
department,
I'm
going
to
give
you
two
different
sets
of
numbers
here.
The
fire
department
was
10
of
the
general
fund
share
of
the
tax
levy
and
it
was
6.8
percent
of
the
total
budget.
Okay
police
department
for
2020
was
50
depending
on
how
you
count
the
revenues
and
some
charges
to
other
departments.
50.7
percent
of
the
general
fund,
tax
levy
and
35
of
the
total
budget.
Okay.
C
So
if
you
do
this
as
a
total
budget
exercise,
let's
say
that
our
gap
is
gonna,
be
you
know
two
and
a
half
million
five
million
dollars
you'd
be
expecting
the
police
department
would
be
about
a
third
of
that
and
the
fire
department
be
just
shy
of
about
a
tenth
of
that.
So.
B
Thank
you,
chief
potts,
for
your
presentation
tonight.
We
appreciate
so
that's
the
last
presentation
that
we
had
on
the
agenda.
So
it's
kind
of
time
to
you
know,
discuss
a
little
bit
what
we
heard
tonight.
You
know
one
of
the
one
of
the
things
that.
B
When
I
started
looking
at
kind
of
how
to
sequence
the
conversations
around
the
budget
was
that
there's,
if
you
look
at
what
people
would
call
core
services
which
you
know
clearly,
the
fire
department
police
department
fall
into
that
bucket.
B
If
you
look
at
where
expenditures
are
going
based
on
the
numbers
that
the
city
manager
gave
you,
you
know
you're
it's
hard
to
it's
hard
to
have
a
conversation
about
reductions
without
including
conversations
about
these
departments,
which
is
a
difficult
thing
to
do,
because
I
think
when,
when
we
look
at
you
know
kind
of
if
we
ask
people
to
kind
of
put
a
dot
next
to
what's
the
services
that
they
think
are
the
core
services
of
the
city,
they
totally
would
put
dots
next
to
these,
you
know
as
the
very
very
high
things
on
their
list
and
at
the
same
time,
if
you
look
at
you
know,
I
I
keep
the
budget
book
open
to
the
you
know,
a
picture
that
talks
about
the
different
departments.
B
Just
so
I
can
kind
of
keep
a
context
of
where
we're
going.
You
know
there's
other
things
that
are
coming
along,
that
are
kind
of
essential
to
making
bloomington
as
a
desirable
place
in
a
in
a
positive
way.
And
so
that's
that's.
I
think
what
we're
going
to
end
up
wrestling
with
over
the
next
couple
meetings.
We
as
we're
hearing
this
information,
I'm
starting
to
form
opinions
about
how
we
want
to
solve
the
problem
that
we
have
in
front
of
us
and
it
just
underscores.
B
I
think
we've
we've
done
the
simple
things
you
know
co-chair
peterson
and
I
have
you
know-
had
conversations
a
couple
times
with
the
staff
around
kind
of
simple
solutions
to
it,
and
it's
at
least
pretty
clear
to
me
that
that
we're
not
at
the
point
where
there's
a
simple
solution
that
there's
you
know
that
the
solutions
are
gonna
be
more
difficult
and
that's
gonna
depend
a
lot
on
where
the
council
decides
of
the
three
choices
that
we
make
on
the
revenue
to
see
where
things
are
landing.
C
No,
mr
chair,
I
think,
there's
good
questions
from
the
committee.
I
think
these
are
you
know
two
of
the
obviously
the
core
and
essential
services
we
deliver.
C
C
So
I
would
just
encourage
the
members
to
again
take
a
look
at
the
packet
before
the
meeting
and
spend
some
time
formulating
questions
as
the
other
departments
come
in,
so
that
you
have
the
understanding
that
you
think
you
need
to
help
guide
these
these
options
and
recommendations.
C
B
I'll,
just
I'll
just
reiterate
and
I'll
call
you
in
a
second
john,
is
that
if
people,
if
people
are
like
me
and
they'll,
they
wake
up
at
three
o'clock
in
the
morning
they're
like
oh,
I
didn't
ask
this
question.
You
know,
keep
keep
the
pad
of
paper
next
to
the
bed
and
write
it
down
and
then
send
the
staff
an
email
and
ask
the
question
and.
B
D
Thank
you.
Actually,
it's
a
question.
You
you
did
the
last
call
and
the
final
final
last
call-
and
I
finally
was
able
to
formulate
in
my
mind
that
I
think
it
would
be
fair
to
chief
potts
well
first
to
say
I
thought
the
presentation
was
excellent
and
everything's
impressive
about
this.
But
I
was
scratching
my
head:
okay,
where,
where
would
there
be
budget
help
here
in
this
presentation?
D
Not
for
now,
but
if
any
any
thought
is
there
about
how,
in
the
spirit
of
alignment
and
other
people's
money,
there
might
be
some
resources
that
would
make
a
material
difference
on
this
budget
exercise
in
that
mental
health
space,
whether
it's
vis-a-vis,
you
know
the
county,
who's,
strapped
or
other
agencies
that
are
strapped
or
or
federal
support.
But
it
just
strikes
me
that
that
was
essential
to
your
sort
of
going
forward.
Look
and
maybe
that's
a
place
where,
where
there's
other
money,
somehow
that
can
relieve
some
of
the
pressure
at
least
the
increased
pressure.
G
Definitely
we'll
keep
looking.
I
can
tell
you
when.
G
Oh
I'm
sorry,
when
we
launched
the
embedded
social
worker
program,
we
initially
were
told
from
hennepin
county
that,
based
on
their
budget
deficit
and
the
health
and
human
services
division
that
that
was
going
to
be
tire
entirely
at
the
expense
of
the
city
and
they
through
some
help
with
our
commissioner
cattell.
We
ended
up
in
a
place
where
it
was
a
60,
40
split
and
the
city
paying
60
the
county,
paying
40
percent
of
that
employee.
G
The
only
thing
I
can
think
of
and
have
been
thinking
about
is
the
potential
for
some
federal
grants
to
help
in
this
area.
I
don't
think
we're
going
to
get
a
lot
of
financial
support
from
hennepin
county,
because
we've
been
really
working
on
that
for
quite
a
while,
but
there
is
some
potential
for
some
federal
grants.
G
I
was
a
little
bit
optimistic
that,
through
the
legislative
process
that
there
may
have
been
some
pilot
programs
created,
but
unfortunately
that
has
not
occurred
and
I
don't
predict
through
the
whatever
is
left
of
special
sessions
that
we're
going
to
see
that.
G
But
we
are,
when
we
have
a
can,
you
know
we
work
and
with
our
federal
delegation
as
well
and
we'll
have
a
call,
I
think,
actually
that
just
got
set
up
for
next
week
to
re-engage
with
the
folks
out
in
washington,
see
if
there's
potential
grant
opportunities
for
this.
So
that
is
something
we're
going
to
continue
to
look
at.
That
might
be
useful
for
us
to
help
offset
some
of
the
costs
for
dealing
with
this.
This
mental
health
issue
yeah.
I.
C
I
will
tell
you
that
for
much
of
my
career,
I
have
been
a
vocal
and
ardent
believer
in
regionalism
and
partnerships
amongst
local
governments.
I
I
understand
how
metropolitan
areas
develop
and
why
communities
are
unique.
C
But
if
you
ask
me,
I
think
we
have
too
many
too
many
units
of
government
not
just
in
the
state
of
minnesota,
but
just
about
everywhere
right
because,
as
each
city
has
developed,
they've
all
wanted
to
do
their
own
thing.
I
make
sense
long
term.
It's
not
the
greatest
thing
for,
I
think
taxpayers,
because
there's
there's
sustainability,
questions.
C
Now
I
think
that
bloomington
is
a
little
bit
different.
If
you
look
at
how
the
twin
cities
is
referred,
it's
the
minneapolis-st,
paul
bloomington
municipal
service
area,
it's
a
recognition
that
we
operate
at
a
scope
and
scale
that's
larger
than
most
of
the
other
cities
in
the
in
the
region.
Right,
so
that
imperative
to
maybe
look
to
partnerships
or
mergers
or
consolidations
to
deliver
services.
C
Having
said
that,
I
don't
think
that
we
should
rule
out
those
conversations.
There
are
probably
areas
and
john
you've
asked
this
question
too
about
how
do
you?
How
do
you
leverage
other
organizations
and
the
resources
that
exist
around
us,
and
I
think
that
we
should
be
looking
at
that,
not
just
short
term
but
long
term.
C
In
my
some
of
my
prior
experience,
we
put
together
a
joint
dispatch
center
down
in
dakota
county
and
that
was
a
three
to
four
year
process
and
took
a
long
time
first
to
get
everybody
to
the
table
and
then
work
out
all
the
technical
details
and
work
through
labor
relations
and
everything
else.
So
there
are
certainly
areas
that
we
should
explore
and
I
think
that
makes
sense
across
the
region.
It's
just
not
something
that
we're
going
to
be
able
to
do
in
the
next
six
to
12
months.
B
And
just
a
just
a
follow-up
comment
on
on
the
riffing
of
the
city
manager
on
that
topic.
You
know
one
of
one
of
the
things
that
work
that
I
that
I
look
at
oftentimes
is,
if
you
have
a
have
a
team
that
has
a
specialized
person
of
one
person
with
a
particular
specialty
and
a
team.
B
That's
oftentimes
a
it's
hard
to
it's
hard
to
say
that
you
have
exactly
one
person
worth
of
need
in
that
area,
particularly
if
it's
kind
of
a
specialized
sort
of
thing,
and
so
when
I
look
at
the
function,
the
size
of
our
police
department
and
kind
of
the
points
that
you've
made-
and
you
know
with
respect
to
the
other,
suburban
departments
and
the
number
of
things
that
we
do,
that
are
kind
of
well,
there's
one
person
that
does
this
and
there's
one
person
that
does
that
the?
What
that?
B
What
that
tells
me
is
that,
even
at
our
scale,
there's
opportunities
for
doing
things
together,
where
that
cost
could
be
spread
over
kind
of
kind
of
more
departments
and
get
the
get
the
benefit
of
scale
in
that
direction.
B
It
doesn't
mean
it
doesn't
mean
mergers
necessarily,
but
there
has
to
be
a
has
to
be
a
model
of
cooperation
in
order
for
that
sort
of
thing
to
happen,
and
so
you
know
I
remember
going
back
when
we
quit
the
got
the
erickson
radio
system
that
we
had
and
bought
the
project
25
system
as
part
of
the
metro
system.
B
D
B
Because
the
number
of
people
and
shifts
and
vacation
and
stuff
like
that,
it
just
was
hard
to
hard
to
run
it
much
smaller
and
we
were
at
a
viable
size
and
it
was.
It
made
sense
at
that
time
to
do
that.
But
I
think
we
need
to
be
looking
for
opportunities
like
that
and
we
should
be
open
to
talking
to
others
where
maybe
we're
at
a
viable
size,
but
we
can
provide
a
service,
that's
better
together
with
other
people
and
in
a
way
in
a
way
that
makes
sense
economically
to
share
those
costs.
B
And
so
I
would
you
know
if
we're,
I
think,
your
comments
about
the
trajectory
and
how
long
it
takes
to
do
those
sorts
of
things.
But
if,
if
people
come
along
and
want
to
have
those
conversations,
I
think
we
ought
to
have
our
handout
for
that,
because
we,
if,
if,
instead
of
having
one
person
doing
something,
we
can
have
two
people
doing
something
particular
if
it's
something
that's
replicable
and
can
be
leveraged
over
a
larger
number
of
people,
you
get.
B
You
know,
people
share
in
the
financial
benefit
of
that.
So
doesn't
sound
like
that's
some
magic
thing,
that's
going
to
solve
our
budget
problem
here
right
now,
but
in
thinking
about
kind
of
the
direction
you
know,
chief
pots
as
your
relations
with
other
departments
and
stuff,
like
that.
Looking
for
opportunities
like
that,
I
think
you'll,
there's
pressure
on
other
cities,
you'll
you'll
see
people
more
interested
in
having
conversations
like
that
and
it
may
be.
B
It
may
be
conversations
with
departments
where
we
can
take
on
certain
things
and
other
departments
take
on
certain
things
as
a
way
of
making
that
work
where
it's
not.
Everything
gets
rolled
up
into
bloomington,
but
you
know
we're
we're
in
the
position
of
saying
this
makes
sense
and
it
would
make
sense
for
you
to
run
it
as
opposed
to
it
for
us
to
run
it
other
comments
or
questions.
C
B
B
Okay,
not
seeing
any
other
hands
in
the
air,
so
I
am
gonna
declare
the
meeting
adjourned.