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From YouTube: 2-22-21 City Council Work Session
Description
Des Moines City Council morning work session on Monday, February 22, 2021.
View the agenda: https://DSM.city/CouncilAtHome
B
C
Okay,
linda,
I
think
you
can
go
ahead
and
start
it
and
we'll
watch
for
the
mayor.
Thanks
kay
welcome
everyone
to
the
monday
february
22nd
workshop.
We
have
two
presentations
today:
neighborhood
development
corporation
and
a
cure
violence
program
with
that
I'll
turn
it
over
to
scott
scott.
If
you
want
to
make
a
few
remarks.
D
So,
yes,
we
do
have
just
the
two.
This
morning,
we've
we've
wanted
to
get
abby
back
in
here
it's
been
a
while,
since
we've
had
opportunity
to
get
an
update
from
ndc's
great
work
across
our
city,
and
then
we
have
a
a
opportunity
for
a
new
program
called
cure.
Violence
and
he'll
be
able
to
go
kent
he'll,
be
able
to
go.
Excuse
me
brent
and
be
able
to
go
through
the
details
of
that
program,
and
we
can
talk
through
if
that's
something
the
city
wants
to
pursue.
B
All
right
can
y'all
see
that
yes,
ma'am
all
right,
okay!
Well,
thanks
you
guys
so
much
for
making
time.
I
know
you
got
a
shortage
in
it.
So
I'll
keep
it
short,
so
you
can
keep
your
days
moving
along,
but
I
do
like
to
come
in
at
least
once
a
year.
Last
year
we
didn't
get
that
opportunity
with
covid,
but
this
year
I
wanted
to
kind
of
share
what
we've
been
working
on
over
the
last
18
months
or
so
and
and
where
we're
heading
over
this
next
year.
B
I
think
it's
always
good
for
us
to
communicate.
I
try
to
keep
in
touch
with
everyone
as
much
as
possible
throughout
the
year,
but
with
our
current
conditions.
That
makes
it
a
little
difficult.
So
I
thought
this
would
be
good,
just
a
quick
review
on
who
we
are
we're
working
all
the
time
to
provide
our
communities
with
self-sustaining,
neighborhoods
working
to
help
them
stabilize
that's
something
we've
added
over
this
last
year.
B
B
Just
a
little
bit
on
the
history,
we've
been
able
to
revitalize
close
to
about
15
acres
now
of
underutilized
property,
whether
that's
vacant
or
infill,
lots
over
34
million
and
increase
property
values
over
these
years
as
well.
So
that's
that's
resulted
in
an
increase
of
tax
revenue
that
directly
affects
our
city
and
the
ability
to
do
more
work
throughout
the
city.
B
B
B
We
had
some
of
our
board
members
involved
in
this
and
that's
when
we
really
set
forth
this
plan
through
this
year
of
2021,
to
be
more
strategic
in
our
neighborhood
investment,
creating
more
neighborhood
nodes
and
making
sure
stabilization
occurs
before
we
move
on
becoming
a
leader
in
our
neighborhood
as
a
neighborhood
redevelopment
resource
for
the
community
and
then
becoming
a
more
self-sustaining
organization
in
2020
we
kind
of
zeroed
in
on
those
goals.
We
spent
some
time
early
on
identifying
what
targeted
area
we
were
going
to
work.
B
In
this
year
we
were
going
to
continue
to
stabilize
the
drake
neighborhood.
We
started
to
see
a
lot
of
private
investment
moving
in
to
the
neighborhood
and
that's
kind
of
our
cue
to
to
start
moving
along
to
a
new
neighborhood
there's
a
little
bit
of
overlap
that
will
occur
for
12
to
18
months,
but
really
we
we
feel
that
there's
enough
activity
in
that
neighborhood
that
we
can
kind
of
refocus
our
efforts
to
a
new
one.
B
And
that's
when
we
identified
the
highland
park
neighborhood
this
year
for
for
kind
of
our
next
area
to
tackle
and
then
really
it
was
to
implement.
Not
every
year
do
we
identify
our
target
market
and
actually
implement
a
project,
but
we
were
able
to
excuse
me,
my
goodness.
We
were
able
to
identify
and
implement
several
projects
this
year,
so
it
was
really
an
incredible
year.
Considering
our
circumstances.
B
We
had
really
just
kind
of
filled
this
circle
around
the
city
of
des
moines
downtown
market,
but
we
hadn't
gotten
up
into
this
north
area,
and
this
past
year
we've
been
able
to
incorporate
that
very
quickly.
A
lot
of
motor
momentum.
Excuse
me
going
up
there
right
now,
so
we're
really
excited
with
the
amount
of
participation
from
the
neighborhood,
the
local
businesses.
There,
some
private
market
investment
we've
been
able
to
help
some
small
businesses
implement
their
business
plans
into
spaces
up
here.
B
I
think
we're
going
to
have
two
vacant
storefronts
become
active,
hopefully
by
by
this
summer,
which
will
be
great
that's
going
to
bring
employees
of
those
small
businesses.
That's
going
to
bring
people
to
to
those
businesses
for
their
services
that
might
not
have
normally
gone
to
this
neighborhood.
For
anything,
so
it's
just
been:
it's
been
very
successful,
we're
really
thrilled
with
it
in
that
targeted
area.
We
really
we
selected
five
projects
that
we'd
like
to
help
with.
We
can
even
add
one
up
here.
B
We've
got
a
project
that
was
just
approved
by
pnz
last
week
for
a
small,
real
estate
office,
which
will
be
great
we've
got.
This
is
the
des
moines
mercantile.
If
you
haven't
been
there,
you
should.
Is
it's
wonderful
dan
koenig
with
ichi
bikes
owns
the
other
half
of
this
building,
he's
planning
to
do
some
type
of
bike,
shop
or
museum,
or
something
that
will
really
become
a
destination
for
that
community,
which
is
great,
obviously,
chuck's
is
underway.
B
We've
completed
the
bakery,
which
has
the
number
one
best
donut
in
the
country
as
voted
by
food
and
wine
magazine.
So
if
you
haven't
been
there,
I
was
shocked
by
that.
I
read
that
last
week,
so
definitely
check
that
out
this
year,
we're
going
to
focus
on
some
apartments
that
are
here
so
trucks
will
be
bringing
four
apartments
on
the
second
floor,
and
then
we've
got
eight
apartments
here.
B
So
that'll
be
nice
to
provide
a
clean,
safe
living
option
for
folks
if
they
do
work
in
this
area,
we
have
a
lot
of
workforce
up
here,
so
providing
some
housing
will
be
very
valuable
here.
We'll
also
be
able
to
implement
some
public
parking
on
this
property,
which
is
always
something
that
the
local
businesses
are
seeking
and
then
we're
just
doing
some
technical
assistance
for
the
french
way
cleaners.
This
is
a
project
we'd
like
to
see
get
done.
B
You
may
know
there
are
projects
planned
around
6th
and
euclid
on
the
south
side
of
the
corridor.
Those
to
me
are
private
market
projects.
I
think
that
they'll
do
very
well
they're
lucrative
for
us.
We
like
to
choose
something.
That's
maybe
poses
a
little
bit
more
difficulty
and
a
little
less
certainty,
because
we're
able
to
take
that
risk.
So
if
we
can
get
some
momentum
going
here
that
makes
these
projects
more
successful
for
the
private
market.
B
Stabilization,
like
I
said,
was
another
goal.
This
in
2020,
we
obviously
completed
the
housing
project.
A
few
years
back,
2021
will
have
adjacent
property
that
we're
working
with
casey's
they're
doing
an
a
non-fuel
station
there.
The
neighborhood
is
very
excited
about
that
planning
and
zoning
approved
this
last
week
as
well,
so
now
they're
moving
into
permitting,
but
that
will
be
a
nice
small
scale,
grocery
type
market
for
the
neighborhood
and
then
obviously
on
university
as
well.
B
We
kind
of
took
some
of
the
more
difficult
properties
and
and
brought
them
back
to
fruition,
got
them
on
the
market,
and
now
you
see
substantial
redevelopment
happening
on
university
so
much
so
that
that
is
why
we
selected
to
move
this
project
or
this
area,
this
neighborhood
into
more
of
a
stabilization
phase
for
us
and
really
focus
our
redevelopment.
Efforts
on
euclid,
something
that's
kind
of
come
out
of
of
the
strategic
plan
and
becoming
this
resource
for
the
community
is
really
you
know.
B
We
had
a
lot
of
people
reaching
out
to
us
saying
you
know
they
might
have
identified
a
building
or
site,
or
they
have
this
idea
that
they
would
like
to
open
an
office.
Where
should
they
go?
How
do
they
do
it?
Where
do
they
start?
So
we've
been
with
the
sba.
One
of
the
big
pieces
we
took
on
this
year
was
providing
management
services
to
the
corporation
for
economic
development.
B
This
has
allowed
that
program
of
small
business
lending
through
the
sba
to
stay
in
our
des
moines
market.
When
we
took
that
project
on
we
didn't,
we
had
a
couple
of
small
leads,
but
we
now
have
over
eight
million
dollars
of
projects
in
our
pipeline
and
I
think
another
six
kind
of
in
this
concept
stage.
If
you
will
so
certainly
a
need
for
this
program
in
the
community
and
I'm
so
thrilled,
we
worked
on
a
rebrand.
B
It
is
now
called
pivotal
business
partners
and
we
have
a
lender
on
board
as
well
and
that
he
has
done
a
wonderful
job
in
getting
this
program
out
to
the
market.
Educating
lenders,
educating
business
owners
that
this
resource
is
there,
so
we've
been
thrilled
at
how
that
program's
turned
around
and
I'm
glad
we
took
the
time
to
figure
out
how
to
keep
it
in
our
market
when
terry
retired.
So
that's
been
a
great
success:
community
wise.
B
We
always
try
to
participate
where
we
can
in
our
neighborhoods
that
we're
working
in
so
we're
currently
sitting
on
the
smith
for
highland
park,
we're
helping
the
mickle
center
with
the
management
of
that
property
and
all
the
tenants
there.
The
nic,
neighborhood
investment
corporation,
we
own
a
project
with
them,
but
there's
other
projects
as
well.
B
So
we're
kind
of
this
nice
resource
to
help
that
organization
stay
in
place
and
maintain
its
existence
for
the
small
business
owners
that
are
in
that
building,
it's
very
vital
to
to
their
organizations
and
then
the
drake
business
task
force.
This
is
you
know,
there's
a
rebranding
and
a
nice
effort
going
for
creating
kind
of
this
really
neat
space
and
making
it
a
regional
destination
for
for
small
business
and
then
technical
assistance.
B
Like
I
talked
about
earlier,
I
mean
this
is
just
a
short
little
list
of
the
individuals
or
organizations
that
we've
helped
throughout
the
year,
whether
that's
doing
performance
getting
them
oriented
with
lenders
or
the
sba
program.
We
can
help
them
through
design
concepts
and
even
city
entitlements,
so
helping
them
through
the
city
process
that
can
be
overwhelming
to
anyone
that
has
not
experienced
that
before,
and
so
we
do
get
a
lot
of
calls
from
individuals
and
we've
been
able
to
become
that
resource
for
them.
B
B
I
knew
of
one
it
is
just
about
under
contract
after
that,
I'm
not
sure
what
we
have
left.
So
that's
a
great
sign.
It
also
is
a
sign
that
maybe
it's
ready
for
some
new
construction,
that's
something
our
board
decided
not
to
do
right
out
of
the
gate.
We
felt
there
was
enough
existing
storefronts
in
history
there
that
we
could
stabilize
what
existed
and
then
move
into
new
construction
if
the
market
called
for
it.
So
we'll
be
keeping
an
eye
on
that
over
this
next
couple
of
years.
B
We
want
to
start
looking
for.
You
know
identifying
that
new
market
we've
been
talking
with,
invest
dsm
about
the
columbus
park
area.
I
know
that
they've
got
some
properties
and
some
interest
in
that
area.
For
us
we
were
there
a
few
years
ago.
We
brought
in
a
lot
of
density,
and
with
that
I
think
that
is
stabilized.
It
might
be
time
to
start
looking
at
some
retail
options.
B
B
E
Yeah,
thank
you
mayor.
I
just
got
to
tell
you.
I
have
spent
over
seven
years,
seven
plus
years
on
the
board
of
directors
for
ndc,
and
it's
the
most
fulfilling
time.
I
think
I
have
ever
been
on
provides
dynamic
leadership
that
gets
us
into
these
areas
all
over
the
city,
that
private
developers
would
shy
away
from
I've,
seen
the
immense
improvements
and
the
invigoration
at
drake,
both
on
the
forest
side
and
the
university
side,
and
doing
that
in
partnership
with
drake
university.
E
It
does
nothing
more
than
just
excel
the
whole
process,
there's
more
to
be
coming
in
there
and
seeing
some
of
these
areas
that
that
normally
would
sit
vacant
or
probably
just
downtrodden,
to
see
the
excitement
that
it
generates
when
ndc
stops
in.
There
is
absolutely
impressive,
I'm
so
glad
to
be
a
part
of
it,
and
we
have
a
great
team
with
abby
and
that
great
team.
That's
on
the
neighborhood
development
corporation
board
of
directors.
So
look
for
more
better
things.
Coming
from
us.
D
D
F
Great
good
morning,
everyone
and
thank
you
for
having
us
this
morning,
so
my
name
is
brent
decker.
I
am
the
chief
program
officer
here
at
cure.
Violence,
global
and
what
I
want
to
do
today
is
just
talk
a
little
bit
about
the
model
kind
of
some
of
the
discussions.
We
had
some
of
the
findings
and
the
assessment
process,
and
just
a
little
bit
about
you
know
what
what
does.
F
I
think
how
this
can
be
helpful
to
des
moines
and
then
have
some
time
for
questions
so
just
to
begin
I
mean
the
cure.
Violence.
Global
model
was
started
by
a
doctor,
a
physician
named
dr
gary
slutkin,
and
he
worked
at
the
world
health
organization
for
many
years,
mostly
on
hiv,
aids
and
tuberculosis
in
africa
and
asia.
F
He
came
back
to
the
us
in
the
mid
to
late
90s,
when
we
were
seeing
a
pretty
big
peak
in
terms
of
violence
and
him,
and
a
number
of
other
physicians
really
started
to
think
about,
and
study
violence
more
from
a
health
lens
and
thought
about.
What
can
the
health
or
public
health
sector
add
to
violence
prevention
right
both
thinking
about
it,
programming
and
policy
and
so
what
they
did?
F
And
when
they
looked
at
violence
they
found
that
it
that
it
operated,
just
like
other
epidemics
and
in
fact,
met
the
dictionary
medical
dictionary
definition
of
an
epidemic
and
applied
what
we
know
about
epidemic
control
to
the
issue
of
violence,
and
it
really
means
kind
of
three
things:
right:
interrupting
the
transmission,
reducing
the
highest
risk
and
changing
community
and
group
norms.
And
you
do
that
really
in
any
kind
of
public
health
program.
Before
I
was
at
cure
violence.
F
19
years
ago
I
was
working
in
southern
bolivia
on
another
epidemic
program
and
we
did
kind
of
the
same
thing
right
and
so
for
interrupted
transmission.
In
the
model
we
have
a
category
of
workers
called
interrupters
and
they're
from
the
community
based
at
a
local
community
organization,
and
their
job
is
really
to
mediate
conflicts,
keeping
the
neighborhood
cool
and
trying
to
prevent
retaliation.
F
The
second
part
of
the
model
is
reducing
the
highest
risk,
and
so
we
have
another
category
of
worker
called
outreach
workers
and
their
job
is
to
kind
of
work
with
the
highest
risk
and
when
I
say
highest
risk,
we
mean
highest
risk
for
being
involved
in
a
shooting,
either
a
perpetrator
or
victim
of
a
shooting
oftentimes.
It's
very
similar
demographic
information
and
so
their
job.
F
The
outreach
worker
is
to
really
work
with
them,
assess,
what's
going
on
with
them,
work
to
change
their
behaviors
around
violence
and
providing
them
with
any
kind
of
referrals
that
they
they
might
need.
But
the
key
here
is
really
the
idea
of
changing
the
behaviors
around
violence
and
then
the
third
component
of
the
model
is
respond.
You
know
it's
changing
community
norms,
and
so
we
do
shooting
responses
to
community
activities.
F
Try
and
spread
spread
positive
norms,
but
this
is
all
kind
of
done.
You
know
at
night,
where
shootings
are
likely
to
take
place
by
community
members
who
are
seen
as
trustable
trust
and
credible
to
those
who
are
involved
in
violence
right
and
then
we
also
then
use
data
to
monitor
implementation,
both
to
look
at
some
of
the
results
and
to
make
kind
of
programmatic
decisions.
So
that's
a
very
brief
overview.
F
I
think
some
of
you
were
able
to
participate
in
in
some
of
the
meetings
where
we
went
into
more
depth
about
the
model,
but
I
at
least
wanted
to
give
this
very
kind
of
brief
overview.
The
model
is
now
implemented.
I
think,
in
over
a
hundred
communities
across
12
to
15
countries,
give
or
take
you
know:
u.s
latin
america,
africa
and
some
of
the
middle
east
and
so
the
the
program
itself.
F
I
think
the
reason
that
we're,
even
speaking
with
you
this
morning,
is
it's
been
independently
evaluated,
both
in
the
us
and
abroad
in
trinidad
and
colombia,
and
it's
we've
been
able
to
demonstrate
that
this
model
can
help
reduce
shootings
and
killings
in
specific
geographic
areas.
Over
time
and
some
of
the
results
we've
seen,
you
know
reducing
shootings
and
killings
in
chicago
between
40
and
70
percent.
F
F
If
people
kind
of
do
organizations
do
the
model
follow
the
management
protocols
were
able
to
see
reductions
within
the
first
year
and
maintain
them
and
I'll
talk
about
that
in
a
minute.
But
in
terms
of
what
the
assessment
process
has
been
for
the
past
couple
months,
there's
really
been
three
phases
of
the
assessment
process.
F
F
But
for
us
the
really
the
assessment
criteria
is
answering
these
seven
questions
and
what
we
found
and
I'll
kind
of
go
through
each
one
of
them
very
briefly,
and
then
we
have
a
slide
for
each
one.
But
what
we're
really
trying
to
find
out
like?
Is
there
a
governmental
or
non-governmental
agency
with
the
capacity
and
will
to
implement
the
model
with
fidelity
right,
and
so
that's
kind
of
our
first
question,
and
so
I
mean
we
found
that
the
answer
is
that
to
be
yes
I'll,
talk
about
that
in
a
minute.
F
The
next
couple
questions
we
we
want
to
figure
out
to
see
if
this
is
appropriate
or
not
is
it
has
to
do
with
like
official
and
unofficial
data,
in
terms
of
like
to
be
able
to
monitor,
focus
and
measure
the
implementation
of
the
model,
but
then
also
to
see
if
the
model
is
appropriate
and
are
there
kind
of
data
that
can
help
us
find
the
highest
risk
target
population
for
focusing
the
implementation
and
by
and
large?
Yes,
we
found
that
the
that
the
city
of
des
moines,
you
know,
exceeds
the
data
requirements.
F
The
next
question
we
really
want
to
try
and
figure
out
is
like
do.
Community
organizations
exist,
who
you
know
who
fit
the
criteria
to
implement
the
model
and
again
the
answer
was
yes
in
des
moines,
sometimes
this
is
much
harder
to
figure
out
and
I'll
talk
about
that
in
a
minute,
but,
like
I
said,
the
model,
although
it
might
be
funded
by
a
city,
is
usually
implemented
by
a
community
based
partner.
F
The
next
thing
we
try
and
figure
out
is:
do
individuals
exist,
who
could
fulfill
the
role
of
violence,
interrupters
and
outreach
workers,
and
we
we're
I'm
happy
to
say
we're
able
to
meet
with
a
number
of
individuals
that
I
think
really
do
meet
the
criteria.
And
if
the
city
is
to
move
forward
with
this
this
program,
I
think
it
won't
be
hard
to
identify,
recruit
individuals
to
do
this
work.
F
And
then
we
try
and
make
some
just
kind
of
initial
program
recommendations
in
terms
of
program,
size,
budget
and
recruitment,
and
so
I'm
going
to
go
through
each
one
of
these
just
a
little
bit
more
in
depth
just
and
then
have
some
time
for
questions,
but
so
in
terms
of
the
governmental
or
non-governmental
agency
with
capacity
and
will
so.
We
found
that
the
city
of
des
moines
has
high,
of
course,
high
levels
of
capacity
will
and
potential
commitment
to
implementing
the
model.
F
I
mean,
I
think
the
city
invested
time
and
resources
in
the
assessment.
Many
departments
and
agencies
made
themselves
available
for
robust
conversations
during
the
assessment
process
and
where
we
landed
on
was
really
the
the
the
drake
neighborhood
to
evelyn
k
davis
park
for
the
potential
target
area
of
implementation.
F
In
terms
of
the
official
data,
like
I
said
before,
the
city
of
des
moines
meets
the
data
requirement
and
and
as
easy
as
that
might
sound.
That
is
not
the
case
in
a
lot
of
cities.
I
I've
jokingly,
told
the
story
many
times
that
sometimes
we
go
to
talk
about
data.
Someone
pulls
a
notebook
out
of
a
out
of
a
desk
drawer,
and
so
I
think
you
know
des
moines.
The
city
des
moines,
I
think,
has
has
shooting
homicide.
Data
has
victim
and
perpetrator
data
has
incident
level.
Data
has
met
mapping
capacities.
F
F
F
The
data
both
official
and
in
conversations
when
we're
talking
about
the
shootings
and
killings
are
happening
in
des
moines.
It
seems
like
it's
that
type
of
violence
is
both
appropriate
and
consistent
with
other
cities
that
have
used
cure
violence
to
reduce
their
shootings
and
killings.
You
know
in
some
other
cities,
when
it's
all
kind
of
either
intimate
partner,
violence
or
domestic
violence.
This
model
is
not
appropriate
right.
F
We
think
that
the
care
violence
approach
can
be
helpful
to
the
city
in
terms
of
the
community
organizations
right
and
so
for
us
when
we
think
about
the
criteria
for
a
community
organization-
and
these
are
this
would
be
the
group
that
would
be
involved
in
the
day-to-day
operations
right.
But
essentially
we
look
at
like
do.
They
have
a
mission
that
is
in
sync,
with
the
cure,
violence,
model
and
health
approach.
Do
they
have
strong
ties
to
the
target
community?
F
Are
they
viewed
as
credible
trusted
and
and
neutral
by
the
target
community
and
the
highest
risk?
Individuals
right?
Are
they
able
to
kind
of
potentially
recruit
potential
workers?
Are
they
able
to
work
with
individuals
that
might
have
criminal
histories
or
come
from
the
groups
that
are
in
conflict
in
the
target
area?
F
You
know,
I
think
part
of
our
process
here
is
we
would
never
come
and
say
this
is
the
group
that
needs
to
do
it.
What
we're
trying
to
figure
out
in
the
assessment
process
is
like
do?
Groups
exist
if
the
city
were
to
move
forward
and
do
an
rfp
for
this
work?
Would
there
be
viable
candidates,
and
so
we
we
we
feel
that
there
are
viable
candidates.
We've
spent
a
lot
of
time
talking
with
creative
visions.
We
spend
some
time
with
urban
dreams.
F
These
are
examples
I
think,
of
two
organizations
that
could
potentially
do
it.
If
they're
interested
in
doing
so,
but
again,
I
think
the
city
would
our
recommendation.
The
city
would
have
to
do
a
repressed
request
for
proposals
or
an
rfq
depending
on
the
local
kind
of
procurement
laws,
but
the
community
groups
do
exist
that
could
potentially
do
this.
Work
in
terms
of
individuals
exist,
existing
to
do
service,
violence,
interrupters
or
outreach
workers.
I
mean
when
we
say
meet
the
criteria.
F
The
one
thing
I
just
wanted
to
say-
and
I
know
we
don't
have
a
ton
of
time
but
about
the
hiring
of
workers,
because
I
think
this
is
this
is
the
most
critical
piece
in
terms
of
thinking
this
through.
We
have
a
whole
process
that
we
recommend
cities
use
to
hire
all
violence,
interrupters
and
outreach
workers
right
and
it's
called
a
hiring
panel
and
what
it
is.
F
It's
a
it's
a
hiring
group
that
has
representatives
from
like
the
city,
the
community
based
organization,
that's
selected,
local
faith
leaders,
community
residents,
law
enforcement
to
ensure
the
best
candidates
are
selected
for
each
target
area
right
and
so
there's
kind
of
some
tools
we've
developed
over
the
years.
That
could
be
helpful
with
that.
F
The
first
is
before
anyone's
even
invited
to
apply.
There's
kind
of
a
pre-screening
process
and
checklist
to
really
see
kind
of.
What's
going
on
with
that
individual,
are
they
on
this
side
of
the
line
and
do
they
have
other
positive
things
kind
of
going
on
in
their
life?
That
would
make
them
a
suitable
staff
member?
F
The
right
staff
that
can
do
this
work-
that
has
credibility
but
is
on
this
side
of
the
line,
is
the
critical
piece,
and
so
we
feel
like
individuals
do
exist
in
des
moines.
Who
could
do
this
and
there
is
a
process
by
which
they
can
be
recruited,
selected
and
then
ultimately
trained
to
do
this
work
and
some
of
our
initial
program
recommendations,
terms
of
program,
size,
budget
and
recruitment.
F
I
mean,
I
think,
a
staffing
pattern
between
five
and
six
would
make
sense
for
the
area,
that's
kind
of
on
a
smaller
side
of
a
program
but
just
kind
of
given
we.
You
know
we
spent
some
time
in
the
target
area
and
looking
at
the
kind
of
number
of
violent
incidents,
and
it's
not
super
densely
populated.
I
think
that
this
size
of
the
program
would
make
sense.
I
mean
to
give
you
an
idea.
F
Some
of
the
sites
in
new
york
have
sites
of
like
17
right,
so
just
given
kind
of
different
community
dynamics,
the
budget,
it's
somewhere
between
350
and
500
000
a
year
and
the
reason
there's
a
big
range
on
that
there's.
Just
a
couple
of
kind
of
local
considerations
to
take
in
terms
of
like
local
standard
of
living
salaries
et
cetera,
we
would
suggest
that
they're.
F
When
we
talk
about
a
staff
of
five
or
six
people,
there's
really
kind
of
four
positions.
We're
talking
about.
One
is
a
program
manager,
so
this
would
be
someone
who
kind
of
serves
as
a
liaison
with
the
city
and
city
agencies
helps
with
some
of
the
community.
Mapping
does
kind
of
more
the
community
level.
Implementation
in
terms
of
resource
build
out,
participating
coalitions,
runs,
the
staff
meetings,
deals
with
volunteers,
and
then
we
have
supervisors,
and
so
this
a
supervisor
would
be
an
individual
who
kind
of
runs
the
interrupters
and
outreach
workers
and
works.
F
The
same
hours
and
them
but
kind
of
is
in
charge
of
the
of
the
kind
of
daily
management
of
that
team
and
works
the
same
hours
of
them
and
really
coordinates
some
of
the
conflict.
Mediation
work
the
work
with
the
participants,
then
we
have
the
outreach
workers
they're,
the
ones
that
I
mentioned
before,
that
have
kind
of
the
case
loads
and
work
on
the
risk
reduction
long
term
with
the
individuals.
And
then
we
have
the
violence.
F
Interrupters,
who
work
to
identify
and
detect
conflicts,
mediate
conflicts
provide
some
linkages,
outreach
workers
and
and
work
on
norm
change
what
we'd
expect
to
see
in
the
first
year.
You
know
within
the
first
three
months,
start
to
see
streaks
of
days
without
shootings
or
homicides
within
six
months,
starting
to
see
streaks
of
weeks
without
shootings
and
homicides.
F
At
the
nine-month
mark,
you
know
we're
starting
to
see
longer
streaks
without
shootings
and
homicides
and
then
at
12
months
you
know
seeing
at
least
reductions
of
30
to
40
percent
compared
to
the
previous
year
or
a
substantially
lower
rate
of
increase
compared
to
city
overall
rate.
So
if
there's
some
kind
of
catastrophic
event
where
the
whole
city
goes
up,
we
saw
this
last
year
with
covid
in
many
of
the
communities
we
work
in.
G
G
What
what
are
we
looking
at
is
this
in
this
fiscal
year
and
the
funding
for
something
like
this,
where,
where
would
that
come
from
and
who
would
who
would
be?
Would
it
be
the
city
manager's
office
that
would
be
in
in
charge
of
this
program?
Would
it
be
the
des
moines
police
department
in
charge
of
this
program?
D
Yeah
great
great
question,
so
the
the
next
step
would
be
an
rfp
to
figure
out
who
our
partners
would
be
in
this
programming.
I
guess
I
would
envision
it.
I
would
want
council's
input
on
this
too,
but
I
guess
I
would
envision
this
as
a
partnership
between
the
city,
manager's
office
and
the
police
department,
given
that
they
they
would
need
to
be
involved,
but
it
is
not
necessary
that
they
take
the
lead
on
this,
given
that
the
non-profit
would
be
the
the
day-to-day
operator
of
the
program.
D
G
Okay,
yeah.
I
think
we
all
want
to
stop
the
violence
or
curb
the
violence
as
much
as
we
possibly
can.
So
it's
a
it's
an
interesting
program.
Yes,
I'd
like
to
hear
a
little
bit
more
about
it
as
we
go
forward
and
depending
on
the
you
know
where,
how
much
and
where
we're
staffing
it
and
who's
staffing
it
but
yeah.
No,
I
I
think
it's.
I
think
it's
a
really
good
thing,
so
I
appreciate
the
presentation.
Thank
you.
H
F
Yeah
right,
yeah,
and
so
so
right
now.
What
we've
done
so
far
is
kind
of
the
assessment
thing,
and
then
you
know,
obviously
our
interest
would
be
continuing
to
be
as
helpful
as
possible
to
to
get
it
right.
I
mean,
I
think,
typically,
what
we
do
with
cities
is
for
the
first
year
or
two
is
like
really
provide
training
and
technical
assistance
to
build
up
the
local
capacities
that
the
city
can
like
take
all
this
on.
F
You
know
what
I
mean
and
and
fully
run
it
independently,
and
so
we
have
kind
of
all
the
forms
and
the
trainees
and
sample
rfps,
and
all
that
we've
shared
a
lot
of
that
with
alex.
But
the
idea
would
be
to
continue
the
partnership
to
make
sure
that
that
all
these
kind
of
crucial,
first
steps
in
the
first
year
or
two
are,
are
done
in
a
way
that
you
can
anticipate
the
results
that
we.
D
F
I
Well,
thanks
so
much
for
the
the
presentation
I
I've
been
really
interested
in
in
this
model
for
about
a
year
and
a
half,
so
I'm
I'm
glad
we're
we're.
Finally,
at
this
point,
where
we're
getting
into
this
more
detailed
discussion
and-
and
I
think
this
demonstrates
that
it-
it
can
work
in
des
moines
and
I
think
we
should
be
moving
forward
with
this-
the
one.
The
one
question
that
I
have
is
just
from
from
a
sense.
The
last
couple
of
questions
have
have
addressed.
I
You
know
where
it's
housed
and
the
implementation
in
the
initial
phase,
and
I
wanted
to
maybe
understand
that
from
a
budget
perspective,
you
know
you're
talking
350
to
500
000,
how
much
of
that
is
anticipated,
for
you
know,
administrative
staff
and
the
city
manager's
office,
or
you
know
the
the
training
and
other
materials
provided
by
cure
violence
to
the
the
local
organization.
That's
administering
this
is
that
included
in
that
350
number
and,
if
so,
how
much
or
is
that
something
separate.
F
It's
it's
really
just
proportional
to
the
overall
size
of
the
program,
and
so
our
costs
are
ranging
between,
like
10
to
20
percent
of
overall
just
kind
of
depends,
and
what
that
pays
for
is
just
kind
of
our
staff
time
to
provide
the
trainings
and
follow-up.
So
that
would
be.
You
know,
I
think,
a
program
from
for
five
to
six
people
is
closer
to
like
the
350-ish
range.
F
I
F
F
Six
weeks
to
to
a
quarter,
you
know
to
three
months.
I
mean
it's
really
the
the
thing
that
I
think.
What's
what's
good
about
this
approach
and
what's
good
about
have
done,
the
assessment
is
that
if
we
kind
of
know
what
the
area
is-
and
we
kind
of
know
who
some
of
the
groups
are
that
are
likely
to
apply
and
we've
kind
of
already
met
with
individuals
that
we
we
think
might
we
should
like
encourage
to
go
through
the
process
in
terms
of
being
pre-screened
and
then
going
through
the
panel
interview.
F
It
can
go
pretty
quick,
and
so
some
cities
have
done
it
within.
Like
you
know,
six
weeks,
some
it's
taken
closer
to
a
quarter
and
some
it's
taken
like
longer
and
the
reason
it
takes
longer
is
sometimes
having
to
do
with
kind
of
contractual
issues,
and
so
some
of
the
cities
we've
worked
in
if
they
have
an
rfp,
it
has
to
be
out
for,
like
eight
weeks
or
you
know,
whatever
kind
of
the
local
laws
are,
and
so
that
tends
to
be
more.
F
What
takes
longer,
but
in
terms
of
like
once
the
community-based
partner
is,
is,
is
kind
of
agreed
upon
and
and
hired
to
do
this
work.
The
recruitment
process
usually
only
takes
a
couple
weeks.
Then
we
set
up
the
hiring
panel
interview,
people,
interview
individuals
after
that
usually
two
more
weeks,
so
people
can
give
give
notice
if
they're
working
somewhere
else,
then
the
trainings
take
place,
there's
an
initial
40-hour
training
for
the
manager,
a
48-hour
training
for
the
violence,
interrupters
and
outreach
workers
and
then
there's
some
database
training.
F
If
people
are
interested
in
using
the
database
that
we
use
and
then
implementation
starts,
I
mean
the.
I
think
the
critical
thing
about
why
we
work
with
existing
community-based
partners
is
they're
already
there
and
they
already
have
a
lot
of
their
relationships.
So
this
is
not
understood
as
something
like
totally
totally
new
or
totally
alien
to
the
community.
We're
working
it's
like
kind
of
an
expansion
and
building
upon
existing
relationships,
and
so
so
it
can
go
pretty
quickly
and
I'll.
F
Tell
you
the
fastest
one,
I
think
was
in
syria,
juarez
mexico.
I
think
that
was
like.
Like
a
month,
I
mean
it
was
like
really
fast,
because
there
was
just
a
ton
of
political
will
to
do
it.
The
community
group
made
a
lot
of
sense
and
they
kind
of
already
knew
all
the
groups
and
cartels
and
stuff,
and
so
we
were
able
to
recruit
the
workers
and
get
it
done
right
away.
So
I
think
it
really.
F
It
can
go
fairly
quickly
as
long
as
we,
you
know,
obviously
maintain
whatever
the
procurement
like
laws
are
etcetera,
so
I
mean
we're
based
off
world
health
organization
stuff.
So
it's
really
about
going
and
getting
stuff
done.
If
that
makes
any
sense,
like
that's
that's
kind
of
the
the
mode
of
operation
we're
in.
A
D
I
would
say
that
it
is
going
to
be
a
little
lengthier
than
six
weeks
for
sure
and
then
once
we
do
have
a
partner,
since
we
don't
have
partners
that
are
staffed
up
for
this
type
of
work
or
maybe
even
close
to
it.
I
want
to
be
patient
in
the
sense
of
making
sure
that
we
do
have
strong
partners
and
that
the
resources
we
put
into
this
you
know
flow
right
through
to
the
benefits
that
we
need
having
having
the
interrupters
having
the
preventative
aspects
of
this
in
place.
D
D
Obviously,
the
council
is
going
to
hold
hold
us
and
the
entity
accountable
for
for
actual
positive
results,
so
we
definitely
want
to
make
sure
that
it's
set
up
for
success.
So
I
you
know,
I
would
say,
probably
two
to
three
months,
probably
closer
to
the
three-month
range
on
the
rfp
being
completed
and
have
interviews
with
with
whomever
applies
for
that
response
and
then
give
them
enough
time
to
build
up
and
and
stand
up
the
organization
that
would
actually
do
this
day-to-day
work.
D
So
I
could
see
about
a
five-month
process
that
we
would
be
into
late
summer
to
have
it
stood
up
and,
and
it
may
need
to
grow
in
into
into
their
resources
over
the
first
year
of
operations,
even
so
that
those
are
the
aspects
of
the
rfp
I'll
be
curious
to
to
work
through
and
bring
back
to.
The
council.
G
D
F
Yeah,
typically,
it's
run
out
of
the
the
agency.
If
they
don't
have
the
space
available,
then
people
either
rent
like
a
storefront.
You
know
something
manager,
but
yeah.
It's
important,
that's
a
great
question.
It's
important
for
it
to
be
like
run
out
locally
because
a
lot
of
times
what
we
also
see
is.
It
becomes
a
place
that
people
kind
of
congregate
and
for
positive
stuff.
You
know,
and
so
a
lot
of
times.
F
What
we
see
is
like
you
know,
even
guys
are
involved,
and
so
don't
necessarily
really
want
to
be
involved
in
all
that
you
know,
and
so,
if
they
have
a
place,
they
can
kind
of
go
and
they
feel
accepted
and
it's
safe.
You
know
you
tend
to
see
people
just
kind
of
like
it
becomes
a
a.
I
think,
a
very
positive
place
in
the
neighborhood.
D
And
and
mayor,
if
I
could
part
of
the
discussion
that
still
needs
to
be
had
is
it:
this
does
need
to
be
a
private
public,
a
partnership.
So
we
would
go
out
and
talk
with
other
entities
that
have
resources,
maybe
just
financial
resources
and
a
willingness
to
assist
them
in
this
area,
and
so
this
would.
I
would
hope
that
this
would
not
be
100
government
funded.
G
I'm
glad
you
said
that
that
was
my
next
question,
so
I
appreciate
you
saying
that
scott,
that's
I,
I
think
that's
important,
that
our
community
is
involved
financially
and
that
we
all
have
skin
in
the
game,
not
just
the
city
of
des
moines
and
even
maybe
reach
out
with
the
county
and
see
if
they
want
to
be
involved
in
something
like
this.
I
think
it's
not
just
on
the
backs
of
the
the
just
the
taxpayers
of
the
city
of
des
moines.
G
A
D
D
F
D
So
well
again,
I
want
to
thank
alex
and
brent
for
for
working
very
diligently
through
a
pandemic
to
be
introduced
to
our
community
and
to
be
able
to
to
communicate
with
you
know.
A
lot
of
these
non-profits
have
have
worked
in
this
area,
but
this
this
is
a
program
that
would
give
that
work,
structure
and
accountability,
and
so
I
I'm
really
anxious
to
be
honest
with
you
to
to
try
this
and
see
you
know
if
we
can't
make
this
work
in
this
model.
D
I
love
the
idea
that
it's
a
public
health
model
and
the
discussion
brent
had
about
treating
it
like
pandemics
that
come
and
go
and
but
always
being
prepared
and
have
that
structure
in
place.
So
I
I
really
do
think
it's
the
right
model.
We
can.
We
can
make
successful
here
in
des
moines
with
the
right
partners.
That's
why
I'm
glad
to
see
some
of
our
attendees
on
this
call
are
some
of
our
community
leaders
in
in
these
areas
and-
and
I
understand
they've,
given
some
great
input
to
the
assessment
process
as
well.
H
H
D
A
And
you
know
scott
to
you
and
to
the
chief
and
to
all
of
our
community.
You
know
we.
This
is
an
issue
that
we've
been
working
on
for
almost
literally
decades,
and
I
think
that
that
looking
at
the
21st
century
model
on
on
how
to
have
that
community
input
and
participation,
I
think
is-
is
a
great
embed
advancement
and
I'm
sure
that
we've
got
some
folks
that
are
on
the
line.
That
could
really
lend
a
hand
it
trying
to
get
this
accomplished
and
get
us
jump
started.