►
Description
Minneapolis Public Safety & Emergency Management Committee Meeting
A
Every
one
I
will
call
this
regularly
scheduled
meeting
of
the
Public
Safety
and
Emergency
Management
Committee.
To
order
my
name
is
councilmember
Allen
rekon,
oh
and
I
am
chairing
this
committee.
I
am
joined
by
councilmembers
Steve
Fletcher,
councilmember,
Andrea,
Jenkins,
councilmember,
Philippe,
Cunningham
and
council
member
lenay
Palmisano.
We
might
be
joined
later
by
consumer
Jeremiah
Ellison,
who
is
currently
handling
some
city
business.
That
might
be
tying
him
up
a
little
bit
today.
So
with
that,
we
are
a
quorum
of
this
committee
and
we
will
begin
conducting
the
the
business
of
of
our
committee.
A
A
Additionally,
item
number
3
is
a
grant
from
the
Minnesota
Board
of
firefighter
training
and
education
training
reimbursement
item
number
4
is
a
grant
from
the
International
Association
of
Chiefs
of
Police
for
community
collective
healing
and
officer
wellness.
Item
number
5
is
a
contract
amendment
with
trans
languages,
LLC
for
translation
and
interpretation
services.
Are
there
any
questions
on
those
five
items
that
we
have
on
our
consent
agenda
today?
A
Seeing
no
questions,
I
will
go
ahead
and
move
approval
of
these
five
items.
All
those
in
favor,
please
say
aye,
all
those
opposed,
say,
nay,
and
the
items
are
move
over
for
approval.
Next,
on
our
discussion,
we
have
a
few
significant
points
here
to
go
through
and
timely
and
relevant
issues
that
are
coming
up
up
here
for
our
city.
A
So
before
I
start
reading,
those
I
do
want
to
remind
committee
that
I'm
going
to
use
speaker
management
and
would
appreciate
folks
logging
into
that,
so
that
if
there
is
a
question
that
you
want
to
ask
that
we
that
we
use
this
to
to
manage
our
our
questions.
However
I'm
having
a
little
bit
of
time,
logging
in
are
you
okay,
so
that'll
take
a
little
bit
of
time
to
get
going
with
the
clerk
managing
this,
but
we'll
make
sure
everyone
can
get
on
there.
A
So
the
way
we'll
do
this
as
well,
actually
have
each
presenter
come
forward
and
do
their
presentation
for
about
10
to
15
minutes
and
then,
after
the
presenters
are
done,
we
can
do
questions
so
please
keep
track
of
your
questions
throughout
the
presentations
and
hopefully,
if
there's
some
information,
that's
shared
already.
That
provides
clarification
to
your
question.
You
know
that
can
be
clarified
throughout
the
process,
but
you
can
also
tweak
your
questions
and
so
forth
and
ask
it
at
the
end
of
the
presentation.
A
We
just
want
to
allow
our
presenters
to
go
through
their
full
list
of
items
before
us
and
then
we'll
it
will
dig
in
so
the
first
one
is
a
discussion
item
on
a
contract
with
Aspen
psychological,
consulting
LLC
for
psychological
evaluation
services.
So
with
that
which
is
the
staff
member
that
we'll
be
presenting
today
on
that
item.
A
B
Chair
Cano
and
members
of
the
public
safety
committee,
my
name
is
Dustin
Xiong
human
resource
generalist
assigned
to
the
police
department
I
also
have
here
along
your
president,
is
Bill
Champa
human
resource
manager.
Who
is
available
to
answer
any
questions
after
the
presentation,
if
I
am
NOT
able
to
answer
anything
so
in
August
of
2017,
the
police
department
put
out
a
request
for
proposals
in
order
to
select
qualified
consultant
firm
for
providing
psychological
services
for
pre
placement
and
fitness
for
duty
assessment.
B
The
Minnesota
Board
of
peace
officer
standards
and
training
requires
an
evaluation,
including
an
oral
inner.
You
shall
be
made
by
a
licensed
psychologist
to
determine
that
applicant
that
the
applicant
is
free
from
any
emotional
or
mental
condition
which
may
adversely
affect
the
performance
of
peace
officer
duties.
At
the
same
time,
it
is
important
to
ensure
that
the
Minneapolis
Police
Officers
recruits
cadets
and
community
service
officers
are
mentally
fit
to
withstand
and
perform
all
of
the
essential
functions
of
the
position
and
respect
to
psychological
demands
of
a
police
officer.
B
The
amputee
refers
approximately
100
individuals
to
a
pre
placement,
psychological
evaluation
on
an
annual
basis
in
respective
fitness
for
duty.
The
MPD
and
its
employees
know
that
the
performance
of
law
enforcement
duties
is
inherently
demanding
and
that
such
duties
are
sometimes
performed
under
dangerous
conditions
and/or
in
a
stressful
environment.
This
is
therefore
important
to
the
department
for
the
safety
of
the
public
and
its
employees
to
ensure
that
all
personnel
in
the
service
of
the
department
are
medically
psychologically
and
emotionally
fit
for
duty
on
an
ongoing
basis.
B
The
MPD
refers
approximately
one
of
five
officers
to
a
fitness
for
duty,
psychological
evaluation
annually.
The
RFP
process
resulted
in
five
providers
submitting
interests
when
assessing
the
providers.
We
took
into
consideration
and
examine
each
providers,
experience
working
with
law
enforcement
agencies,
their
evaluation
approach,
their
expertise
and
clinical
assessment,
as
well
as
the
assessment
of
normal
personality
of
characteristics,
skills
and
abilities,
their
experience,
working
with
diverse
groups
of
individuals
and
how
their
scope
of
services
aligns
with
the
NPD's
vision
of
building
trust,
accountability
and
delivering
professional
service.
B
B
This
decision
was
due
to
the
following
reasons,
including
but
not
limited
to
the
Aspen
offers
to
look
to
licensed
psychologists
whose
combined
experience
in
application
consists
of
having
a
strong
medical
understanding
of
health.
Fiscal
conditions
can
also
display
as
mental
conditions
based
on
their
experience
working
at
Hennepin
County
Medical
Center.
Both
doctors
have
a
demonstrated
record
of
experience,
working
with
and
understanding
diverse
populations,
including,
but
not
limited
to
race,
gender
age
abilities,
military
and
socioeconomic
backgrounds.
B
Both
doctors
have
strong
experience
in
clinical
assessment,
including,
but
not
limited
to
normal
personality
of
characteristics,
skills
and
abilities.
Both
doctors
have
knowledge
and
experience
of
resilience
and
trauma
and
its
impact
on
mental
health,
such
as
performing
individual
psychotherapy,
utilizing
resilience
mindfulness
and
the
cognitive
behavioral
therapy
model.
They
have
also
served
as
a
trauma
psychologist
consultant
liaison
and
have
publications
and
have
conducted
presentations
on
cultural
competency
in
psychology.
B
In
addition
to
their
experience,
Aspen
also
has
the
ability
to
administer
testing
in
a
large
group
setting
and,
along
with
having
a
private
space
to
conduct,
secure
and
private
interviews.
Aspen
also
offers
a
multi
evaluation
tool
approach.
Aspen
is
informed
and
educated
on
the
changing
dynamics
of
police
and
community
relations.
In
addition
to
that,
they
have
a
footprint
in
the
city
of
Minneapolis.
C
B
Lastly,
Aspen
has
a
strong
commitment
to
the
MPD's
vision
and
understanding
of
what
types
of
character
the
chief
is
trying
to
garner
to
come
on
board.
That
being
said,
the
department
is
confident
in
Aspen
its
ability
to
conduct
psychological
evaluations,
which
would
result
in
the
most
highly
qualified
and
mentally
fit
officers.
B
The
department
is
requesting
an
authorization
of
a
contract
with
Aspen
psychological
LLC
for
pre
placement
and
fitness
for
duty
evaluation
services
in
the
amount
of
not
to
exceed
five
hundred
forty
thousand
six
hundred
ninety
seven
dollars
and
forty-five
cents
for
the
period
of
January
2018
to
June
to
December
to
2021.
Thank
you
I'm
available
to
answer
any
questions.
D
You
chair
connor
committee
members-
thank
you
for
having
me
here
today,
as
our
communities
continue
to
evolve,
and
certainly
as
our
police
departments
and
certainly
for
me,
as
chief
wanting
to
be
very
diligent
intentional
in
terms
of
culture
change.
One
thing
that
police
departments
have
unfortunately
overlooked
over
time
has
been
the
health
and
wellness
of
its
own
officers.
D
This
was
the
first
time
that
I
certainly
sat
through
each
and
every
presentation
that
these
vendors
did
it's
important
for
me.
I
have
to
be
held
accountable
to
our
the
men
and
women
of
this
department,
as
well
as
our
elected
officials.
In
certainly,
our
community
I
did
not
want
to
have
myself
in
a
position.
Where
is
that
a
community
event
and
a
community
member
asked
me
what
are
the
scopes
and
services
of
your
psychological
providers?
D
D
So
as
we
look
at
as
I
look
at
certainly
changing
culture
as
I,
look
at
the
health
and
wellness
needs
of
her
own
men
and
women,
and
and
certainly
I
wanted
a
provider
that
also
recognized
the
trauma
that
our
community
experiences
as
well.
That
was
very
important
to
me
and
so
moving
forward.
I
think
that
that
has
to
continue
to
be
something
that
does
not
get
overlooked
as
Public
Safety
impacts,
so
many
of
our
people's
lives
here
in
the
city,
so
that
was
my
role
in
this
selection
process.
So
thank
you
to
your
condom.
Thank.
A
You
to
youth,
thank
you
to
the
city
staff.
Thank
you
to
the
clerk
for
putting
up
the
the
speaker,
management,
which
is
up,
and
so,
if
council
members
want
to
ask
questions,
please
feel
free
to
join.
The
meeting.
I
will
make
a
note
that
councilmember,
Jeremiah
Ellison
has
joined
us,
and
our
first
question
will
be
from
councilmember
Andrea
Jenkins
good.
E
Afternoon,
miss
John,
thank
you
for
that
report
and
she
thank
you
for
your
coming.
Yeah
I'm
curious.
You
mentioned
a
lot
of
background
that
went
into
the
decision-making
process
around
and
I.
Think
you
said
this
group
is
culturally
competent,
but
I'm
curious.
Do
they
test
or
is
there
a
way
to
test
for
implicit
bias,
sees
that
we
all
have
as
individuals
in
our
society.
B
Thank
you
for
the
question
through
chair,
Connell
councilmember
Jenkins,
the
the
tests
that
are
being
administered
by
Aspen
consists
of
an
M
MPI,
as
well
as
a
California
profile
inventory
test.
In
addition
to
a
oral
interview
in
which
I
believe
the
questions
around
implicit
biases
would
be
asked
during
those
oral
interview
between
the
psychologists
and
the
applicant.
D
Sure
Donald
council
member
jenkins,
if
I
could
just
add
to
that
so
one
of
the
things
that
was
important
during
these
presentations,
were
for
them
to
certainly
hear
what
my
vision
statement
was
to
hear
the
impact
of
procedural
justice
and
making
sure
that
ensuring
that
our
men
and
women
are
giving
our
community
members
voice
treating
each
other
with
respect,
building
trust
and
certainly
being
neutral.
In
those
interactions.
We
work
in
a
very
diverse
and
dynamic
and
ever-growing
city.
D
F
You,
madam
chair
MS
song.
There
was
a
lot
of
news
about
this.
That
came
with
great
interest
to
members
of
my
community
and
from
your
opinion
and
evaluating
this
does.
Does
this
specific
selection
rectify
previous
best
practice
deficiencies
and
by
that
using
more
than
one
test
using
a
psychologist
with
a
PhD
versus
a
psychiatrist
as
we've
done
in
the
past?
Does
this
selection
meet
that
criteria.
B
Thank
you
for
your
question.
Through
Jericho
councilmember,
Palmisano
I
believe
that
the
approach
that
we
are
taking
with
Aspen
is
a
different
approach
than
what
we
have
done
in
the
past.
It
is
an
approach
that
we
believe
I
believe
the
chief
will
also
agree
with
this
that
will
result
and-
and
we
believe
prior
we
were
in
compliance
with
a
psychologist,
but
that
it
will
result
in
higher
quality
and
also
provide
us
with
again
continued
talent
to
do
the
work
of
a
police
officer.
So
does
it
rectify
any
deficiencies
that
we've
had
in
the
past
I?
B
F
Thank
you
for
that
and
I
do
appreciate
what
you
how
you
presented
it
in
it.
Looking
at
a
number
of
different
kinds
of
aspects
and
the
kind
of
background
that
this
person
has
in
the
in
the
RFP
or
in
something
that
I
read,
my
understanding
is
that
the
the
vendor,
the
person
conducting
these
interviews
would
need
to
have
experience
with
officers
or
with
members
of
the
public
safety
community
must
be
trained
in
this
and
be
familiar
with
current
work
around
this
topic
and
would
be
board
certified,
perhaps
from
the
ABP
be
certified
in
this
specialization.
B
D
Chicano
councilmember
Palmisano,
if
she's
looking
for
that
one
of
the
things
it
was
very
important
in
this
art,
be
RFP
too,
was
that
we
were
looking
at
combined
experience
as
well
as
qualifications
in
the
past.
Sometimes
I
think
that
we
have
relied
so
much
just
on
experience
in
a
certain
work
set,
but
did
not
bring
into
account
other
experiences,
the
qualifications
and
so
again
wanting
to
get.
This
is
right,
as
we
can
for
both
the
health
and
wellness
of
our
officers
in
the
outlook
for
our
community.
That
combined
approach
was
very
important
for
me,
so.
B
Thank
you
for
your
question.
Do
chair
Cano
compliment
propose
Palmisano,
dr.
Tyson
Roberts,
who
is
the
primary
doctor
with
Aspen,
along
with
dr.
daya
Richmond,
who
is
the
other
doctor
dr.
Tyson
Roberts
served
as
a
quality
improvement
coordinator
at
the
Center
for
Correction
correctional
health
quality
policy
studies
at
the
Washington
DC
jail.
So
there
she
was
responsible
for
managing
the
quality
improvement
program
in
which
all
medical
and
mental
health
services
were
assessed
for
quality,
accuracy,
efficiency
and
effectiveness.
G
D
Cheering
I
don't
come
for
Fletcher,
so
one
of
the
things
that
I
can
talk
to
that's
based
on
fact
is
that
the
vast
majority
of
the
day-to-day
interactions
that
our
police
officers
have
with
the
men
and
women
of
this
community
does
not
require
force.
That's
a
fact.
So
with
that
fact
we
want,
and
certainly
the
leaders
that
are
with
me
here
today,
the
department
we
want
to
make
sure
that
our
officers
are
engaged
in
things
that
are
building
trustworthy
relationships,
de-escalating
situations
it
can
be
conflicting,
listening
giving
voice.
D
This
is
by
the
way
that
and
that
those
types
of
skillsets
through
data
have
been
shown
to
increase
better
cooperation
between
our
community
and
our
police
departments.
More
victims
are
more
willing
to
come
forward
when
those
relationships
exist,
and
so
those
are
facts
and
that's
what
as
I
conveyed
to
our
providers
or
vendors
through
this
process.
Those
are
the
main
characteristic
traits
that
we
want
for
the
men
and
women
joining
this
department.
Clearly,
there
are
going
to
be
inherently
with
this
job.
D
There
may
be
situations
where
force
needs
to
be
used,
that's
rare,
and
so
we
need
those
other
skill
sets.
Interpersonal
communication
skills-
that's
cultural
awareness,
these
types
of
things,
so
that
is
certainly
the
message
that
I
conveyed
to
the
the
providers,
and
that
is
certainly
the
member.
That
is
certainly
the
message
that
our
leadership
team
is,
is
making
sure
that
we
conveyed
to
the
folks
out
there
who
are
interacting
with
their
community.
So.
H
You,
madam
chair
I,
thank
you
both
for
this
presentation
today.
I
have
to
say
that
I'm
really
excited
that
we're
having
the
conversation
about
officer
wellness.
As
we
know,
the
job
is
incredibly
stressful.
It
can
be
traumatic
and
then
that
trauma
and
stress
alter
the
way
that
we
think,
and
so
how
so
I
know
that
this
is
for
pre
placement
and
fitness
to
serve
evaluation
so
part
of
from
what
I'm
understanding
a
part
of
the
onboarding
process.
But
how
does
this
fit
into
a
bigger
picture
of
ongoing
psychological
wellness
for
officers.
D
Chair
Cosmo
Cunningham,
so
absolutely
as
we
reset
with
culture
and
with
our
mission
moving
forward
in
terms
of
officer,
health
and
wellness,
we
know
that,
as
you
noted,
this
is
just
one
piece
of
it,
but
we
are
doing
is
making
sure
that
health
and
wellness
is
a
part
of
all
throughout
our
careers
from
hire
to
retire,
and
so
some
of
that
will
look
like
mindfulness
training
that
is
occurring
over
at
the
fifth
Precinct.
We
are
looking
at
our
early
intervention
system.
Outreach
efforts
in
that
area.
Pure
support,
is
very
important.
D
We
have
folks
who
are
making
sure
that
we're
checking
up
on
our
officers
I
will
give
an
example.
We
were
doing
the
briefings
after
certain
incidents
of
the
Minnehaha
school
gas
explosion,
while
that
would
not
be
considered
a
critical
incident
in
terms
of
officer-involved
shooting
or
something
of
that
nature.
But
we
know
that
that
impacted,
not
only
that
community
impacted
our
officers
who
responded
there.
So
we
have
two
briefings.
D
We
want
to
continue
to
make
sure
that,
through
the
journey
of
our
peace
officers,
that
that
health
and
wellness
is
so
very
important
and
the
community
is
asked
that
we
we
continue
to
have
that
in
order
for
our
officers
to
do
the
best
they
have
to
be
at
their
best,
and
so
we
are
infusing
that
into
all
aspects
of
again
from
hire
to
retire.
But
this
pre
placement
cyclop,
that's
just
one
piece
of
it:
yeah.
H
D
Cherrylle
customer
cunningham,
so
so
there
is.
We
we
absolutely
last,
for
example,
our
last
contract.
We
included
something
about
traumatic
incidents,
and
so,
while
we
had
been
focused
previously
on
critical
incidents,
we
realize
that
there
are
scenes
in
situations
that
our
officers
can
come
across.
D
F
You,
madam
chair
MS,
song
or
chief:
will
this
testing
be
used
to
reevaluate
officers
after
they've
joined
the
force
it
looks
like
in
the
RCA?
It
also
adds
roughly
an
estimate
of
five
testings
per
year
as
a
fitness
for
duty
assessment,
and
can
you
explain
the
hows
and
whys
as
to
win
this
pre-employment
testing
method
would
be
used
or
perhaps
they
would
be
using
other
assessments.
C
B
An
annual
basis,
the
MPD
refers
about
105
individuals
for
fitness
for
duty
and
that's
throughout
the
career
of
an
individual
where
they
can
be
sent
to
the
psychologist.
For
that
assessment,
what
triggers
a
fitness
for
duty
examination
is
when
the
department
believes
a
Rico
has
reasonable
cause
to
believe,
based
on
specific
observations
and
facts
that
an
employee
may
not
be
medically
or
psychologically
fit
or
emotionally
fit,
because
they
were
involved
and
a
significant
or
traumatic
incident,
not
necessarily
a
critical
incident.
B
Also,
if
an
employee's
returning
after
a
serious
illness
or
injury
or
medical
condition
where
the
employee
personal
physician
says
they
need
to
be
seen
before
returning
back
to
active
service
and
then,
of
course,
another
incident
where
we
may
send
an
employee
to
fitness
for
duty
as
if
they
were
involved
in
a
critical
incident.
In
addition
to
another.
B
Reason
why
an
employee
would
go
see
a
doctor
for
fitness
for
duties
if
they
have
informed
us
that
they
need
to
be
seen
as
they
may
they.
They
may
think
that
they're
not
medically
or
psychologically
fit.
So
those
are
the
reasons
why
we
would
send
someone
for
fitness
for
duty
and
and
again
it's
about
one
of
five
individuals
a
year
that
fall
into
those
categories.
A
Thank
you
for
that,
as
we're
chatting
here
is
just
kind
of
striking
me
that
I
think
it's
important
for
us
to
also
support
of
culture,
of
acknowledging
and
welcoming
folks
to
tap
into
these
resources
and
to
really
leverage
these
kinds
of
systems
of
support
and
not
to
be.
You
know
ashamed.
You
know
for
participating
or
engaging
with
some
of
these
tools
that
the
City
Council
is
approving
and
moving
forward
with
your
leadership
and
as
well
as
your
leadership,
mr.
A
Zhang,
because
I
think
there
there
might
be
some
stigma
associated
with
some
of
this
work
and
I
think
that
we
owe
it
to
our
officers
into
our
community
to
really
help
each
other.
Have
these
open
conversations
about
these
really
complex
topics
which
sometimes
are
a
very
conflict
based
that
we're
trying
to
all
solve
together
and
so
I
hope
that
our
inspectors
here
and
our
leadership
can
really
help
to
encourage
a
culture
of
welcoming
engaging
with
these
kinds
of
offerings
and
and
resources
and
tools.
A
And
then
my
other
comment
is
actually
more
of
a
question
so
curious.
If
you
could
talk
a
little
bit
more
about
the
internal
process
that
you
hope
to
lead
to
assess
how
this
partnership
with
the
Aspen
folks
is
is
going
in
terms
of
you
know,
we
have
a
contract
here
that
goes
till
2021.
How
will
we
know
if
this
is?
You
know
the
right
partnership
if
it's
yielding
the
results
we're
looking
for?
D
Turkana
committee
members,
so
I
want
to
just
address
the
last
point
to
make
because
I
think
it's
very
important,
so
so
one
of
the
things
that
Sun
you
talked
about
shaming
when
many
of
us
who
came
on
several
decades
ago,
when
we
would
go
to
a
scene
that
was
you
know,
violent
or
horrific,
and
the
next
star
went
to
another
one.
The
culture
at
that
time
was
simply
supervisors,
may
look
at
you
and
say
suck
it
up
and
go
on
to
the
next
call.
D
We're
changing
that
and
part
of
that
means
even
me,
is
chief
naming
it.
It
is
trauma
we
all
deal
with
it
me
included,
but
we
have
to
offer
tools
and
resources.
The
other
key
piece
to
this
here
that
I
didn't
mention
is
that
it's
not
just
the
the
officers
it's
their
family
members,
their
loved
ones,
their
circle
of
support
that
they
go
home
to
that
are
impacted
by
this
and
these
services
we
offer
services
to
those
family.
We
oftentimes
forget
that
that
the
men
and
women
who
do
this
job,
they
have
a
circle
of
support.
D
D
D
I
think
in
a
perfect
world,
when
we
get
to
a
point
where
it's
it's
based
on
one's
performance,
whether
that's
positive
or
critical,
as
opposed
to
one's
attitude,
demeanor
and
treatment,
I,
think
those
are
the
things
that
I
continue
to
look
for
as
chief
so,
but
we
will
definitely
be
having
a
documented
periodic
follow-ups
report
backs,
because
we
want
to
make
sure
we
do
it
right
and
want
to
make
sure
we
can
tweak
it
in
real
time
to.
If
we
need
to
yourself.
A
Let
me
check
a
speaker
management
here
and
it
sounds
like
we're
done
with
questions
any
any
other
items.
Okay.
Well,
thank
you.
So
much
for
your
presentation
really
appreciate
taking
your
time
to
do
this
and
with
no
further
questions,
then
I
will
move
this
contract
for
approval
all
those
in
favor,
please
say
aye
and
that
item
is
moved
forward.
A
Our
inspectors
will
be
our
right-hand
source
of
support
for
responding
to
crime
and
safety
issues,
and
our
ward
and
so
really
being
able
to
put
a
face
behind
the
name
is
extremely
important
in
such
a
large
city.
Very
important
topics
happening
in
this
area
in
our
time,
and
so
I
really
think.
Thank
you
chief
for
engaging
your
leadership
and
bringing
them
forward
today
and
giving
us
your
time
and
expertise
to
talk
about
what
your
department
does
and
how
you're
getting
ready
for
the
big
Super
Bowl,
which
my
kids
are
by
the
way
talking
about
so.
D
J
J
So
it's
otherwise
known
as
the
Uptown
area,
but
it
that's
just
a
small
portion
of
all
that
it
covers
I've,
been
on
the
job,
know
for
25
years
and
I've
had
the
opportunity
to
work
in
all
of
the
five
police
precincts
and
have
had
a
chance
to
do
a
variety
of
things
on
the
job
which
has
been
really
interesting,
and
it's
really
I
think
broadened
my
horizons
on
the
job
and
provided
me
with
some
really
unique
experiences
working.
The
precinct
has
been
exciting.
J
I've
been
there
now
for
just
over
a
year
and
a
half
prior
to
that
I
was
up
in
the
second
Precinct,
serving
as
their
precinct
inspector.
So
as
far
as
challenges
that
we
face,
I
would
say:
there's
an
increase
in
crime
is
a
that
has
picked
up
a
bit
and
with
that
really
the
challenge
that
I
see
is
property
crimes
and
the
catalysts
are
really
solving
a
lot
of
those
crimes
is
to
encourage
community
members
to
call
9-1-1,
which
leads
to
my
next
issue,
which
is
community
engagement.
J
I
really
would
like
to
see
us
forming
stronger
relationships
and
rebuilding
broken
and
damaged
relationships
that
have
occurred
in
the
past
year.
It's
really
important
to
me
that
we
have
officers
that
are
able
to
go
to
events
and
partake
and
non
enforcement
related
activities
getting
a
chance
to
know
community
members
a
lot
better
and
that
not
enforcement
capacity
having
a
chance
to
sit
down
and
have
conversations
with
people
I
think
that's
that
provides
those
unique
relationships
that
we
to
be
able
to
really
build
upon.
J
It
is
a
high-rent
community,
and
so
we
have
a
lot
of
turnover
so
making
sure
that
we're
getting
out
there,
often
enough,
so
that
we
can
have
those
opportunities
it's
it
can
be
a
challenge
because
of
that
influx
of
people,
so
we'll
they'll
continue
to
work
in
that
manner.
So
because
then
we're
time
with
community
and
as
far
as
some
success
stories,
I
would
say
just
having
an
opportunity
to
get
out
there
with
open
streets.
J
We've
had
two
very
lengthy,
open
streets
events
that
took
up
a
good
chunk
of
this
of
the
precinct
and
they
were
very
successful.
Great
brother,
wonderful
turnout
and
lots
of
opportunity
for
that
engagement.
Another
piece
that
has
been
a
great
success
is
the
Co
responder
pilot
project
that
we
started
up
just
September
of
this
year.
The
pilot
project
is
one
in
which
we've
got
mental
health
providers
actually
paired
with
police
officers,
so
there
actually
partners
they're
out
out
on
patrol
in
a
car.
J
J
The
goal
is
to
get
out
into
the
community
and
respond
to
emotionally
disturbed
person,
calls
so
they're
able
to
go
out
and
actually
do
some
engagement
and
spend
time
and
assessments
with
community
members
that
need
that
extra
support
being
able
to
go
out
into
the
community
and
do
this
I
think
is
unique
for
the
officers.
The
mental
health
providers
that
are
working
with
us
are
cope.
Mental
health
providers
so
they're
used
to
going
out
into
the
community,
but
this
is
unique
for
them
too,
because
they're
working
hand
in
hand
with
the
patrol
officer.
J
Another
goal
is
really
just
to
keep
people
in
their
homes.
Not
everybody
needs
to
go
to
jail,
not
everybody
needs
to
go
to
the
hospital,
but
they
need
to
stay
in
their
homes,
providing
that
extra
support
immediately.
On-Site
has
been
just
a
critical
importance
for
so
many
community
members
and
I
could
go
on
and
on
so
maybe
they'll
come
back
another
day
and
expand
on
that.
If
you
have
questions,
but
thank
you
so
much
for
the
chance
to
meet
all
of
you.
Thank
you.
K
Quick
introduction,
greetings
chair,
McConnell,
councilmembers
I
am
inspector
Aaron
beard,
the
fourth
Precinct
inspector,
which
is
north
Minneapolis.
It's
the
northwest
part
of
the
city.
I
grew
up
in
Minneapolis,
and
this
was
my
dream
job.
So
I
succeeded
in
my
goals
for
my
profession.
I
have
23
years
on
the
department.
I
have
worked
in
just
about
every
part
of
the
city.
I've
lived
in
just
about
every
part
of
the
city
except
downtown.
When
I
started,
there
was
no
precinct
downtown
I
assumed
command
of
the
4th
precinct
in
August.
K
I
have
had
a
capacity
on
the
department
and
various
jobs
since
2008
in
North
Minneapolis
from
being
the
program
director
of
the
police
activities,
League
to
being
a
member
on
the
SWAT
team
to
the
training
unit,
a
lieutenant
in
the
fourth
Precinct,
and
currently
the
commander
I
won't
go
on
and
on
but
I
will
say:
I
do
have
a
prepared
2018
summer
initiative
for
the
ward,
councilmembers,
fourth
and
fifth
work
that
I
can
give
you
today
on
things.
We
can
have
a
discussion
on
some
things
that
I
would
like
to
do
moving
forward
in
2018.
K
L
Good
afternoon,
chair
kado
and
esteemed
committee
members,
thank
you
for
this
opportunity
to
be
here
in
front
of
you
with
all
of
my
peers.
So
I
am
the
inspector
for
the
third
Precinct
I'm,
the
old
new
inspector
for
the
third
Precinct
I,
just
left
the
downtown
precinct
for
about
a
year
and
a
half,
and
just
came
back
to
the
third
Precinct,
which
I
supervised
for
about
three
years.
It's
like
coming
back
to
home,
I've
worked
with
a
couple
of
you
and
I've,
been
on
the
department
for
27
years.
L
I've
been
worked
throughout
the
city
and
done
numerous
jobs.
I
was
just
had
a
coffee
meeting
today
with
councilmember
Andrew
Johnson.
To
give
him
a
briefing
what's
going
on
in
the
third
Precinct
and
I
was
able
to
share
with
him
that
I
have
the
years
of
experience,
the
knowledge
to
be
able
to
look
at
our
career
and
have
a
significant
view
with
regard
to
officer.
L
Wellness
and
I
am
very
excited
with
regard
to
this
initiative
and
with
regard
to
trauma
training
for
our
supervisors,
so
that
we
can
have
open
discussions
with
our
officers
with
regard
to
trauma,
challenges
that
I
see.
The
third
Precinct
facing
in
2018
would
be
property
crimes
burglaries,
particularly
in
the
south
end
of
the
precinct
and
violent
crime
along
the
East
Lake
Street
corridor.
With
regard
to
robberies,
obviously,
we
have
crime
strategies
set
up
for
those,
including
our
beat
officers
and
focused
enforcement.
L
So
we
really
focus
on
the
John's,
the
the
purchasers
we
made
over
70
arrests
of
John's
with
a
90
percent
charger
E,
which
is
almost
unheard
of,
and
we
were
also
able
to
arrest
five
pimps
or
producers,
which
is
a
very,
very
difficult
crime
to
prove
and
actually
catch,
and
our
community
response
team
did
that
procedurally
just
wise
without
any
complaints
from
the
community
or
any
arrested
persons
or
any
use
of
force
reports
at
all.
So
thank
you
very
much
again
for
this
opportunity
for
me
to
brag
about
the
third
precinct.
Thank
you.
M
Good
afternoon,
chair
esteemed
members
of
the
committee,
I'm
Edie,
Frisell
I
am
the
inspector
of
the
first
Precinct.
This
is
actually
my
second
tour
down
there.
However,
the
two
previous
jobs
have
led
to
a
lot
of
the
success
that
we're
currently
experiencing
in
the
downtown
area.
I
was
the
dog
watch
or
late-night
lieutenant
for
a
few
months
down
there,
in
which
I
can
attest
to
the
young
officers
that
are
down
there.
M
The
average
time
in
the
job
was
22
months,
so
I've
had
hands-on
experience
watching,
what's
coming
out
of
the
Academy,
what's
been
evaluated
and
trained,
and
watching
them
in
action
downtown
and
like
I,
think
they
called
me
granddad
now,
but
I'm
very
proud
of
the
efforts
that
they've
put
forth
in
and
around
there
prior
to
that
I
was
a
supervisor
or
lieutenant
in
the
domestic
assault
unit.
I
developed
a
passion
for
combatting
that
very
heinous
crime,
and
we've
been
able
to
implement
that
and
a
lot
of
our
strategies
in
regards
to
our
beat
officers.
M
These
type
of
domestic
activities
do
not
just
take
place
behind
closed
doors.
They
take
place
openly
on
the
street.
They
take
place
in
the
nightclubs
they
take
place
in
the
restaurants
and
the
beat
officers
have
been
trained
to
recognize
that
and
we
do
have
a
very
high
conviction
rate
and
actual
charging
rates
of
fifth
degree.
M
Domestics,
we're
officers
that
observe
that
type
of
behavior
are
mandated
to
make
an
arrest,
and
then
we
follow
through
and
with
the
help
of
the
City
Attorney's
Office,
we've
been
very
successful
at
using
that
tool
to
not
only
take
off
some
of
those
recipients
on
the
street
as
domestic
users,
but
to
also
look
at
their
criminal
history.
These
individuals
just
start
going
home
and
committing
these
acts
on
to
their
significant
others.
They're
committing
the
robberies
they're,
the
ones
that
are
stealing
the
cars
they're,
the
ones
that
are
selling
the
illicit
the
narcotics
on
the
street.
M
So
we
get
it
two-for-one
bill
on
many
of
them
and
I've
kind
of
made
it
a
hobby
to
look
at
some
of
those
domestic
assault,
individuals
that
are
getting
as
much
as
60
months,
okay
and
looking
at
their
records
and
then
comparing
that
to
the
overall
types
of
crime
that
were
experiencing
in
and
around
the
downtown.
Now,
with
that
being
said,
one
of
my
number-one
priorities
is
to
make
sure
the
liq
ability
and
vitality
of
not
only
the
businesses
but
of
the
newfound
residents
that
have
moved
downtown
in
the
last
five
years.
M
Many
different
the
statistics
show
that
upwards
of
40,000
folks
have
moved
downtown.
We
can
see
the
towers
here
from
the
window
when
downtown
used
to
have
tumbleweeds
going
down
on
Hennepin.
Now,
there's
folks
at
5:00
a.m.
walking
their
dogs
and
out
running
and
working
around.
It
is
a
true
community
and
the
uniqueness
of
the
first
precinct,
which
encompasses
everything
from
Cedar
Riverside
to
the
North
Loop
to
the
Lord,
but
very
vibrant,
the
area
of
Loring
Park.
M
It's
it's
an
outstanding
opportunity
for
our
officers,
but
not
only
to
interact
with
CEOs
businesses
like
Target,
but
also
now
do
lock,
Club
captain's
that
are
living
in
these,
shall
we
say
very
expensive,
high-rises
and
I
in
and
around
the
downtown
area,
but
that
all
adds
to
the
environment.
Now,
there's
two
very
distinct:
downtown's
I
often
ask
the
question:
how
many
have
been
downtown
after
2:00
a.m.
you
don't
have
to
answer
that,
however?
It
is.
M
It
is
very
different
during
the
day
when
you
have
people
working
down
here
and
going
back
and
forth
conducting
business,
and
at
night
we
have
upwards
of
twenty.
Thirty
thousand
people
centralized
in
the
warehouse
district,
not
only
enjoying
the
city
of
Minneapolis
but
enjoying
everything
it
has
to
offer.
But
there's
also
individuals
that
come
down
there
to
prey
on
those
individuals
and
by
having
established,
beats
that
the
businesses
and
the
residents
know
those
officers
by
name
hey
officer,
Bob
officer,
Mary,
they're
able
to
work
in
partnership.
M
Not
only
the
businesses,
the
residences,
as
well
as
a
lot
of
the
different
livability
folks,
are
not
that
are
right.
Downtown.
We
have
a
homeless
shelter
that
smack
in
the
back
yard
of
the
first
precinct,
and
we
actively
include
livability
specialists
from
those
areas
to
come
to
our
em
stat
our
crime
statistical
meetings
once
a
week
to
make
sure
that
we
too
are
not
just
arresting
everybody
but
offering
the
theories.
Various
cloud
resources,
the
city
of
Minneapolis
offers
not
only
for
their
livability,
but
they
helped
turn
them
around
and
we've
been
very
effective
at
that.
M
And
finally,
as
we
prepare
for
Super
Bowl,
this
is
ground
zero.
We
are
getting
all
the
resources
we
need
at
this
point
to
make
sure
their
safety
is
the
utmost
concern
of
the
police
department,
as
well
as
the
first
Precinct,
and
to
provide
the
services
for
with
estimates,
millions
that
are
coming
downtown
to
enjoy
our
great
city
when
the
Vikings
win
the
Super
Bowl.
So
again
with
that
being
said,
I
want
to
thank
you
very
much,
madam
chair,
and,
if
I
am
very
accessible.
M
D
At
Eric
Connell
committee
members,
unfortunately,
inspector
learning
could
not
be
here
today,
but
he
second
precinct
northeast
southeast
Minneapolis
and
also
he's
available
to
any
one
of
her
council
members
that
they
need
any
questions
here.
I'm
also
just
joined
by
our
assistant,
Chief
Mike
Jose,
deputy
chief
Henry
Halverson
and
deputy
chief
Eric
fors.
D
So
chair
Cano,
you
mentioned
the
Super
Bowl,
so
yes,
Super,
Bowl
52
will
soon
be
upon
us.
It
is
a
10-day
festival
which
will
bring
in
over
a
million
plus
guests
and
visitors
to
our
city.
There
will
be
folks
from
representing
over
130
countries
here
over
5,000
media
over
10,000
volunteers,
for
this
activity,
Super
Bowl
52
for
Minneapolis
is
considered
a
cr1
event.
That's
a
special
events,
assessment
rating
from
the
federal
government.
It's
a
level
one
event
which
brings
in
a
lot
of
federal
resources.
D
Those
federal
resources,
accompanied
with
a
federal
coordinator,
become
at
no
cost
to
our
city,
but
certainly
in
light
of
the
magnitude
of
the
event
homeland
security
challenges.
That
is
what
Minneapolis
will
have
embarked
upon.
Super
Bowl
52
has
been
two
years
in
the
planning
and
we
have
had
people
literally
on
the
ground
in
those
previous
Super
Bowl
sites
and
then,
of
course,
leading
up
to
our
big
event
as
well.
D
We
will
also
have
governor
Dayton
as
well
as
well
as
our
mayor
Frye,
have
signed
off
with
the
assistance
of
the
National
Guard's
presence
here.
National
Guard
presence
is
also
because
of
staffing.
The
city
of
Houston
that
has
a
5,000
member
Police
Department,
was
able
to
manage
that
pretty
adequately
Minneapolis.
D
Obviously
we
don't
have
that
large
of
a
number
of
Public
Safety
officers,
so
the
National
Guard
will
will
play
a
role,
particularly
mainly
static
security
posts
at
some
of
our
major
sites,
but
I
want
to
stress
too,
and
the
governor's
executive
order
states
it
too,
that
local
law
enforcement
Minneapolis
police
is
a
lead
law
enforcement
agency.
We
will
be
the
primary
ones
responsible
for
any
law
enforcement
action
so,
but
we
will
have
a
presence
of
National
Guard.
D
Also
too,
it's
important
that,
as
we
have
all
of
these
resources,
I've
signed
about
60
joint
powers,
agreement
from
other
police
agencies
across
the
state
from
as
far
north
as
Ely
Minnesota
to
as
far
south
as
Rochester
very
helpful.
For
that,
but
again,
Minneapolis
Police
will
have
the
the
main
footprint
here
in
our
city.
This
will
not
negatively
impact
our
9-1-1
response
call
throughout
our
city.
Through
these
10
days.
It
was
very
important
that
all
of
our
leaders
here
inspectors
have
adequate
staffing
and
so
days
offer
counsel
for
this
event
long
time
ago.
D
So
we
certainly
as
this
is
certainly
an
important
event
for
the
state
in
the
country,
I'm,
ultimately
responsible
for
our
400,000
folks
here
in
the
city.
So
we
wanted
to
ensure
that
9-1-1
response
would
not
be
negatively
impacted
by
by
this
event,
there's
going
to
be
from
starting
from
January
26
to
February
4th,
there's
going
that
is
our
operational
period.
D
Downtown
is
going
to
get
a
lot
smaller
with
all
these
visitors.
Here
we
have
put
out
websites
regarding
Superbowl
comm
transportation,
because
transportation
parking
all
of
these
things
are
going
to
be
impacted.
We
want
to
try
to
make
it
as
less
of
an
inconvenience
as
much
as
possible,
and
part
of
that
will
be
just
early
communication
to
residents
and
business
folks
in
downtown
Minneapolis.
All
of
our
I
mentioned
the
60
or
so
agencies
that
will
be
volunteering.
Helping
us
out
for
this.
D
All
of
them
participated
in
an
orientation
last
week
at
the
convention
center
as
part
of
that
orientation.
Those
officers
who
will
be
wearing
different
uniforms,
but
still
in
our
city,
have
done
they
understand
about
the
respect
and
the
voice
and
making
sure
that
we
treat
everyone,
not
just
our
guests
and
visitors,
but
our
residents
with
the
respect
that
they
deserve.
That
would
we
expect
also.
There
was
over
2,000
tri-folds
that
was
our
volunteers
created
for
these
officers,
so
that
when
they
are
out
there
they
will
have
access
to
numbers
to
shelters,
are
homeless
hotline.
D
We
are
briefing
during
every
roll
call
day,
shift
and
night
shift
for
our
officers,
who
are
helping
out
in
this
it.
When
you
come
across,
someone
who
may
be
experiencing
homeless
make
sure
they're
safe,
make
sure
they're
warm.
We
have
numbers,
there
are
M,
ECC
or
Minneapolis
emergency
communication.
Center
will
also
be
standing
by
to
make
sure
there
are
resources
available
for
community
members.
D
It
is
truly
again
a
Minnesota
Superbowl
and
we
could
not
as
a
city
enterprise.
We
could
not
even
attempt
to
pull
this
off
without
the
help
of
many
of
our
city
enterprise
department
heads
here
today.
I
want
to
thank
chief
riddle,
I'm
sure
speaking
shortly,
but
all
of
our
City
Public
Works
regulatory
services,
City
Attorney's
Office,
is
just
a
lot
that
will
be
taking
place.
D
I
also
want
to
say
that
First
Amendment
is
is
absolutely
something
that
we
will
be
ensuring
that
members
of
our
community
practice
our
First
Amendment
rights
and
are
able
to
do
so
peacefully
and
safely,
and
so
will
ensuring
that
I
know
we'll
be
working
closely
with
our
civil
rights
department.
In
the
event,
community
members
have
any
complaints
or
issues
as
it
relates
to
public
safety
during
this
time,
and
so
I'll
continue
to
be
monitoring
that
and
working
with
our
department,
heads
and
civil
rights
as
well.
For
that
that's
it's
a
snapshot,
we'll.
H
Thank
you
first,
we
just
have
to
say
thank
you
for
all
of
the
work
in
coordinating
that's
been
going
into
this
I
know
that
it's
quite
a
massive
event.
So
thank
you.
When
we
were
first
being
briefed
on
it,
the
new
council
members
were
being
briefed
on
everything.
There
had
been
some
discussion
around
federal
agencies
being
there
as
well,
and
so
I
just
wanted
to
get
some
clarification
from
you
about
ice
being
present,
and
what
does
that
like?
What
will
they?
How
will
we
know
what
their
behavior
will
be?
H
D
Councilmember
Cunningham,
thank
you
for
that
question.
So
there
will
be
federal
assets,
including
ice
that
will
be
participating
in
some
capacity
with
Super
Bowl.
However,
our
practices,
our
policies,
our
operations,
will
not
change.
We
are
not
going
to
be
engaged
in
any
sort
of
things
that
would
have
a
footprint
with
ice
as
it
relates
to
questioning
folks
based
upon
suspicions
that
they're
undocumented,
or
that
is
not
anything
that
we
will
be
doing.
D
We
are
still
again
the
lead
local
law
enforcement
agencies
or
our
city
ordinances
are
law,
I
mean
what
we
will
be
having
that
is
in
there.
That
has
certainly
been
conveyed
to
ice
now.
Certainly
they
are
their
own
federal
agency,
but
in
terms
of
their
work
as
it
relates
Pacific
to
anything
related
to
undocumented
community
members.
That
is
something
that
we
will
not
be
involved
in.
That
is
not
the
role
of
the
60
local
law
enforcement
agencies.
D
H
Will
there
follow
question?
Thank
you.
So
will
there
be
do
we
expect
them
to
be
downtown
and
asking
folks
for
any
sort
of
documentation
or
do
should
we
be
prepared
for
a
possible
spike
of
raids
like
I,
just
I
want
to
know
kind
of
what
their
role
I
understand,
that
MPD
isn't
necessarily
going
to
start
enforcing
what
ice
does
but
I'm
just
curious
about
the
potential
presence
of
ice
and
how
they
may
behave
when
they're
here
sure.
D
If,
in
the
event
that
we
hear
that
there's
complaints
from
community
members
of
as
you
mentioned,
rage
or
these
types
of
things
that
are
taking
place
within
our
city,
I'd
be
having
those
conversations
with
Department,
Homeland,
Security
and
certainly
their
representatives,
but
I
have
not
I
have
not
heard
that,
but
we'll
be
monitoring.
So
thank
you
so
much
our.
D
Channeler
Fletcher
to
your
question.
So
yes,
as
the
operational
plan
was
being
put
in
place,
we've
had
very
good
conversations
and
discussions
with
general
Jensen
who
is
overseeing
the
National
Guard
footprint
here.
The
expectation
and
protocol
is
that,
if
there
are
any
situations
that
should
arise
regarding
local
demonstrators
or
protesters,
that
would
be
a
Minneapolis
police
response
and
not
a
National
Guard
response
and,
as
a
matter
of
fact,
if
that
situation
should
occur,
we
would
actually
extract
National
Guard
would
be
removed
from
that
area
so
that
it
would
be
a
Minneapolis
Police.
D
D
Connell
councilmember
Allison,
and
thank
you
for
that
question,
certainly
very
timely.
In
light
of
Charlottesville
and
other
recent
activities
runner
our
country,
we
have
plans
in
place
in
the
event
in
in.
Thank
goodness,
we
have
not
had
to
experience
that
in
our
city,
but
in
the
event
counter
protesters
all
right
groups,
particularly
those
who,
through
intelligence,
have
been
known
to
come
to
these
types
of
events
with
the
purpose
of
creating
violence
and
bringing
weapons
in
it
would
shift.
It
would
shift
dramatically
in
terms
of
our
response.
D
Our
response
up
until
this
time
in
Minneapolis
we've
utilized
more
of
a
softer
approach
by
cops
and
and
soft-close
in
terms
of
uniformed
officers.
And
what
have
you
in
the
event
of
something
such
as?
Is
that
the
main
focus
and
priority
is
to
keep
demonstrators
safe
distance,
and
we
would
not,
as
certainly
as
Chief
of
Police
I,
would
be
working
with
our
elected
officials.
Certainly
mayor
Frye,
but
I
believe
a
notification
a
call-out
would
be
would
be.
We
would
not
allow
certain
types
of
materials
things
that
would
be
weapons
in
in
designated
areas.
D
We
need
to
keep
our
everyone
safe,
and
that
includes
the
even
the
the
counter
protesters,
but
it
would
shift
differently
in
the
sense
that
we
would
want
to
make
sure
that
there
was
distance
we'd
want
to
make
sure
that
our
officers
were
properly
now
there.
Their
uniform
might
obviously
change
because
of
the
the
risk
and
liability
of
injury
to
them
as
well.
D
But
our
main
goal
would
be
to
keep
those
demonstrators
safe
and
certainly
for
me,
as
Chief
of
Police,
is
to
do
all
I
can
to
to
one
to
avoid
that
type
of
situation
happening,
but
secondly,
to
make
sure
that
I
could
do
to
minimize
any
types
of
individuals
coming
in
here
with
the
sole
purpose
of
bringing
in
any
sort
of
things
could
be
used
as
weapons
to
injure
others
and
to
incite
violence.
Yeah
Thank,
You.
E
D
Connell
comes
member
jenkins.
The
NFL
absolutely
has
experienced
some
demonstrations
throughout
the
season.
I
would
not
be
surprised
if
that
were
to
happen.
Super
Bowl
Sunday.
We
do
expect
some
demonstrations,
but
we'll
continue
to
keep
monitoring
it
as
we
as
we
lead
up
to
two
Super
Bowl
Sunday
I
feel
very,
very
good
about
the
plans
that
we've
had
in
place
commander
girl
occur
and
his
team
is
in
a
wonderful
job
in
terms
of
the
operational
planning,
but
we
will
continue
to
make
sure
that
we
do
that
along
the
same
lines
as
councilmember
Ellison
statements.
D
G
G
What
should
we
be
preparing
people
for
in
terms
of?
Are
we
going
to
see
people
walking
around
in
fatigues?
Are
we
gonna
see
gated
checkpoints
all
over
our
neighborhood?
All
of
a
sudden
I
want
to
make
sure
we're
communicating
something
accurate,
so
people
aren't
taken
by
surprise
and
scared
when
security
measures
are
coming
into
place
and
I
also
obviously
want
to
advocate
for
it
to
be
more
on
the
really
fun
party
side
as
much
as
we
can
a
cheer.
D
Very
candidly,
parking
that
we
have
been
come
known
to
use
to
this
is
already
very
restrictive.
It's
going
to
be
even
more
so
so
I
think
what
you're
going
to
certainly
see
for
for
residents
of
downtown
Minneapolis
is
one.
The
volume
of
people
is
going
to
be
very
considerable.
The
your
normal
Monday
or
Tuesday
night,
where
the
revelry
tends
to
end
at
about
10
o'clock
p.m.
that
will
not
be
the
case.
There
will
be
a
lot
of
visitors
and
there
will
certainly
be
a
more
of
a
law
enforcement,
Public
Safety
presence.
D
The
I
would
I
would
say
that
the
three
rural
areas
that
will
have
the
most
concentration
will
certainly
be
in
and
around
us
Bank
Stadium
you're,
probably
seeing
some
of
the
construction
and
barriers
being
put
up
now.
Certainly
the
convention
centers
footprint
will
change
dramatically
and,
as
we
get
closer
to
the
the
days
of
the
festival,
Nicollet
Mall
will
certainly
have
an
impact
that
will
certainly
ship
things,
perhaps
over
to
Hennepin
Avenue
and
1st
Avenue
as
well,
but
yeah
it's
going
to
who's
going
to
be
pretty
significant
for
those
ten
days.
D
We
will
have
some
dress
rehearsals
through
those
ten
days,
and
we
are
certainly
going
to
be
working
with
our
inspector,
certainly
first
Precinct
inspector,
to
see
how
many
complaints
he
should
get
regarding
traffic
and
and
with
air
traffic
control
agents
out
there.
But
there's
going
to
be
there's
going
to
be
a
lot
of
events
as
the
armory
is
going
to
be
hosting
many
large-scale
celebrity-type
related
events,
some
of
our
different
night
clubs
downtown.
D
D
Yeah
in
Toronto
and
to
this
point
so
particularly
as
you
mentioned,
the
the
National
Guard
there
they
are
not
going
to
be,
they
have
no
patrol
duties,
roaming,
Hennepin,
Avenue
or
1st
Avenue
that
that
won't
be
there
they're
really
going
to
be
a
very
stationary
static
post
in
some
of
those
main
concentration
areas,
so
so
yeah,
yeah
and
weave
in
during
the
orientation
we're
really
telling
all
of
our
law
enforcement
folks,
regardless
of
what
jurisdiction
they're
from
this,
is
a
very
respectful
family-friendly
environment
and
to
be
approachable
and
safety.
First,
so
yeah,
yes,
councilmember.
D
Councilmember
Connaught
councillor
Cunningham,
so
there
will
be
incident
commanders,
a
scientific
to
various
locations
where
these
activities
will
take
place.
Certainly
inside
US
Bank
Stadium
we
will
have
an
incident
commander
and
that
insuk
an
incident
commander
along
with
the
the
numerous
security
presence
with
inside
the
US
Bank
Stadium.
They
would
be
responsible
for
handling
any
sort
of
demonstration
of
protests
inside
US,
Bank
Stadium
should
that
occur
during
the
Superbowl.
H
D
Logistical
needs
supplies
in
and
so
that
Mac
will
be
set
up,
but
each
site
will
have
an
incident
commander,
and
so,
if
something
were
to
occur
at
US
Bank
Stadium
that
incident
commander
would
address
that,
but
relay
that
back
up
to
the
Mac
so
that
everyone
centrally
we're
operating
under
a
National
Incident
Management
System
with
a
Metro
wide
unified
command.
That's
all
to
say
that
this
this
Mac,
this
multi-agency
communications,
would
they'll
all
receive
all
that
information.
D
E
You,
madam
chair,
and
thank
you
chief.
One
of
the
concerns
that
people
have
had
is
the
fact
that
I
believe
the
Green
Line
or
the
blue
line
actually
will
not
be
available
for
public
use
on
Superbowl
Sunday.
Can
you
speak
to
why
that
is
or
is
there
anyone
who
can
can?
Let
us
know
what
the
rationale
for
that
is.
E
D
But
that
is
my
understanding
as
to
why
on
gameday,
in
order
to
get
the
thousands
of
people
that
have
to
get
into
that
game
in
a
timely
fashion,
that
that
is
why
those
trains
are
going
to
be
restricted
to
just
ticket
holders
for
a
game
day.
Sunday
and
again,
I
was
not
a
part
of
those
conversations
but
from
a
security
apparatus
standpoint.
That's
one
of
the
reasons
why.
D
N
Jenkins
question:
to
what
the
extent
is
that
is
it
practically
enforceable?
Let's
say
some
people
do,
who
aren't
ticket
holders
who
are
residents
do
end
up
on
you
know
using
the
train
that
day,
are
they
gonna
be
arrested
or
like
what?
What
to
what
extent
like
I
I,
get
that
there's
sort
of
this
restriction
in?
But
to
what
extent
is
it
practically
enforceable.
D
Ellison,
my
understanding
is
it
prior
to
once
those
once
those
chain
of
trains
are
kind
of
empty
and
and
and
swept
and
clean.
There's
gonna
be
a
very
vigorous
security
process
so
that
any
individual
trying
to
gain
access
there
will
be
security
screening
checkpoints
before
they
can
even
enter.
So
if
there
was
any
sort
of
confusion
with
a
community
member
about
trying,
it
would
be
dealt
with
prior
to
them
even
being
able
to
board
so.
A
Alrighty
well
chief,
thank
you
so
much
for
entertaining
all
of
our
questions
and
for
bringing
your
leadership
team
to
meet
us.
We're
excited
to
continue
to
work
with
you.
I
know.
Inspector
Frisell
has
already
reached
out
to
me
and
let
me
know
his
contact
information
I
would
encourage
all
the
inspectors
to
do
the
same
with
their
award
representatives,
because
if
things
happen
during
this
period
of
time,
it's
really
important
to
communicate
directly
and
efficiently
to
be
able
to
have
a
coordinated
and
healthy
response.
A
A
So
with
that,
this
is
the
number
seven
so
we'll
just
receive
and
file
this
presentation,
all
those
in
favor,
please
say:
aye,
aye
and
number
eight
is
the
Minneapolis
Fire
Department
Super
Bowl
presentation
activities
so
another
one
of
our
our
divisions,
ready
and
and
willing
to.
Let
us
know
how
they're
currently
looking
at
this
and
getting
ready
yep,
so
please
feel
free
to
get
your
items
up.
O
P
Committee
members,
thank
you
for
allowing
me
to
present
this
afternoon,
proud
of
Sam
John
Felix,
Leif,
Minneapolis,
Fire,
Department,
I
thought
I
would
just
quickly
go
give
you
a
brief
department
summary
until
you
know
some
of
the
latest
updates
in
the
department
and
then
end
with
a
very
brief
summary
and
also
answer
any
questions
you
might
have
in
regard
to
that.
The
department
was
established
in
you,
know
1859,
and
it
was
not
my
year
or
higher,
but
that's
when
it
was
established.
We
have
a.
P
We
have
a
present
budget
about
2018
adopted
budget
of
67
million
dollars,
of
which
about
two
million
dollars
is
from
outside
funding.
At
the
present
time
were
at
411
sworn
personnel
with
nine
civilians.
We
have
three
core
programs
that
we've
had
for
a
number
of
years.
We've
talked
on
them
a
number
of
times
up
here,
and
that
is
fire
suppression,
tech
training
and
recruitment,
and
also
community
Risk
Reduction
outreach.
Those
are
three
primary
programs.
P
We've
had
for
a
number
of
years
and
we're
you
know
we
sort
of
a
small,
not
a
small
department,
but
in
terms
of
the
scope.
What
we
do
we're
very
focused
on
what
we
do,
we're,
not
a
we're,
not
a
overarching
over
reaching
department
and
we're
very
focused
on
what
we
do.
I
think
we're
very
effective
in
what
we
do
our
org
chart.
We
are
very
small
organization,
a
lot
of
departments.
P
P
My
staff
is
not
here
and
I'm.
Glad
they're
not
going
to
be
here
if
I
wouldn't
introduce
myself
I
just
thought.
I'd
show
you
a
picture
of
some
of
the
staff
that
were
here
rather
than
have
them
come
up
and
talk
about
firefighting,
and
we
would
never
get
out
of
here.
So
I
have
a
very,
very
diverse
staff
and
I'm
very
proud
of
each
and
every
one
of
them.
They
have
just
done
an
effective
job
throughout
the
years
in
their
areas
of
responsibility
they
slide.
P
In
regard
to
the
the
map
of
the
city,
you
can
see
how
it's
kind
of
broken
down.
We
broke
it
down
into
five
districts.
When
I
came
back
as
chief,
we
had
four
districts,
it
was
one
two
and
three
in
the
south
side
of
the
city
and
then
the
fourth
district
was
the
entire
north.
Half
of
Minneapolis
I
thought
that
was
administratively
very
hard
to
manage.
So
we
broke
the
PI
down.
We
added
one
more
piece
to
go
to
the
fifth
district,
which
it
did
a
couple
of
things.
P
It
made
it
easier
to
manage,
but
also
it
started
to
improve
the
and
create
some
opportunity
of
internal
promotional
from
within
the
department,
try
to
move
the
dial
or
push
that
rock
through
wet
sand,
a
little
bit
to
create
some
internal
opportunity
and
optimism
for
some
of
the
folks
on
the
department.
We
have
a
daily
staffing
level
of
102
firefighters.
P
We
have
19
stations,
five
districts
led
by
a
battalion
chief
and
each
five,
so
we
have
five
battalion
Chiefs
working
daily
and
they
each
meet
every
morning
with
a
deputy
chief,
interesting
piece
about
our
department,
19
fire
stations
on
three
shifts
that,
if
you
start
doing
the
math,
that's
fifty
some
odd
family
units,
and
so
they
all
wonder.
Culturally,
where
we
differ,
is
we
spend
24
hours
a
day
together
and
you're,
just
like
kids,
they
start
to
fight
and
they
all
start
the
kibitz,
and
they
do
this
and
then
pretty
soon.
P
Dad
has
to
step
in
and
say,
listen
be
enough,
but
they
are
very,
very
good
and
the
beauty
of
this
and
where
I
think
we
have
a
unique
perspective
over
a
lot
of
departments
in
the
city.
We
have
a
lot
of
touches
in
this
community.
You
know
we
are
a
very
busy
department.
We
touch
this
community
a
lot.
We
see
the
challenges
of
this
committee.
P
This
community
I
think
that
we
have
the
ability
to
effectively
react
to
this
community
and
some
of
the
needs
and
the
challenges
of
this
community
because
of
those
touches
that
we
have
in
the
areas
that
we
have
responsibility
for
I.
Think
that's
really
important,
and
you
know
if
you
look
at
some
of
the
and
that's
kudos
to
that,
the
firefighters
as
department
leaders
have
done
a
a
really
really
effective
job.
For
me
again,
2016
calls
for
service
were
at
49,000
calls.
P
That
is
a
lot
of
calls
for
service
and
predominantly
allow
those
calls
are,
quite
frankly,
EMS
we
have.
Our
medical
calls
are
skyrocketing,
I
think,
as
you
see
the
the
changes
in
an
aging
community,
obviously,
and
the
impact
of
that
the
changes
in
the
healthcare
system
we
see
is
changing
some
of
that.
The
challenge
for
the
future
going
and
the
department
going
forward
I
think
quite
frankly,
we
really
need
to
seriously
look
at
how
we
are
going
to
what
role
we're
going
to
play
in
some
kind
of
a
mobile,
integrated
health
care
program.
P
I
think
we
have
to
change
and
look
at
a
different
type
of
program.
Our
delivery
model
has
to
be
more
effective,
more
efficient.
It
has
to
have
I
think
in
any
when
it
comes
to
the
the
an
outcome-based
revenue
share
type
scenario
with
some
of
the
payers.
So
we
look
at
some
of
the
big
issues
that
are
out
there.
If
we
can
help
bend
their
cost
curve,
I
think
that's
reflected
back
to
us,
so
they
can
help
us
bend
some
the
costs
of
of
having
the
big
red
fire
truck
run
down
the
street.
P
P
Many
of
the
folks
in
our
community,
their
only
access
to
health
care
is
911,
be
that
point
of
connectivity
where
we
can
connect
the
dots
for
them
to
say
we
don't
have
to
call
mine
one,
but
you
can
do
this
through
our
visits.
You
call
this
number.
We
can
help
you
get
connected
to
food,
the
medication,
the
family,
support
or
whatever
you
might
need.
Those
are
the
kind
of
things
I
think
would
really
need
identify,
moving
forward
and
I.
Think
that's
where
the
fire
service
around
the
country
has
to
go.
P
There's
just
no
doubt
in
my
mind,
if
you
look
at
that
map
and
on
the
page
here,
this
is
a
map
or
demand
for
service
I'm
from
20
from
2007.
If
you
look
at
the
green
that
map
and
the
in
on
the
left-hand
side
and
very
little
red
in
that
map,
and
then,
if
you
look
at
the
map
on
the
right
hand,
side
from
2016
there's
very
little
green
and
there's
a
lot
of
red
there's
a
land,
those
are
calls
were
up
to
over.
P
You
know
two
thousand
calls
for
service
in
just
some
little
small
blocks
so
and
you
can
see
it
just
not
it's
it's
shared
across
this
city,
it's
pretty
dramatic
over
the
years.
You
know
with
that
and
another
obviously
their
challenges
office.
In
our
workforce
plan.
We
are
certainly
facing
the
silver
tsunami.
Like
many
departments
are
and
we
develop
a
work
plan.
A
few
years
ago,
we've
been
steadfast
and
trying
to
stay.
With
that
plan
development
got
we
tried
to
reduce
that
attrition
bubble
that
was
built
into
the
system.
P
We
used
to
hire
the
big
classes
of
30
people
and
then
they
would
just
go
through
the
career
I'm.
So
not
thirty
would
leave
so
few
years
ago.
We
just
divide
about
the
plan
that
we
would
hire
smaller
classes
and
just
sort
of
you
go
up
above
our
authorized
come
back
down
through
attrition
again
to
try
to
bend
that
cost
curve.
So
the
chief
twenty
years
down
the
road
is
not
gonna,
have
the
same
face
same
issues
that
we're
facing
today
very
very
challenging.
So
it's
it's
an
effective
tool.
P
We've
used,
we've
managed
to
stay
on
track
with
that.
It
does
have
been
a
little
bit
of
moderate
growth
in
there,
because
I
think
that
the
demands
for
service,
especially
in
a
downtown
area
here,
is
something
that
we
need
to
need
to
address
and
make
sure
we
statement.
We
maintain
I
think
it's
going
to
be
very,
very
important
and
you
can
see
through
the
top
of
that
the
slide.
P
If
you
look
at
the
retirement
timeline
in
in
twenty
twenty
to
thirty
one,
thirty,
seven
percent
of
our
workforce
will
be
up
retirement
or
leaving,
so
it's
even
hiring
classes
of
fifteen
and
twenty
that
barely
keeps
up
at
that
rate.
So
we
we
are
facing
the
potential
of
oh
boy,
but
I
think
we've
been
able
to
maintain.
That's
what
I
think
this.
The
assumptions
that
we
made
within
this
work
plan
I
think
have
been
effective
and
I
like
to
continue
to
stay
with
them.
P
One
thing
that
that
we're
very
proud
of
in
this
department
traditionally
is
is
the
is
the
makeup
of
our
workforce
and
the
the
diversity.
That's
that's
made
up
our
workforce.
Unfortunately,
through
attrition,
a
lot
of
our
diversity
is
left,
so
I
felt
that
it
was
time
that
we
we
used
to
buy
tests
and
we
had
recruit
and
train
them
in
and
hire
people,
and
we
give
them
a
test.
P
We'd
spent
thousands
of
dollars
on
a
test
which
was
ineffective,
so
we
really
change
a
process
this
year,
not
only
through
recruitment
but
also
testing,
so
we
eliminated
the
written
exam
and
we
gave
basically
we
had
people
apply.
They
obviously
have
to
meet
the
physical
and
psychological
criteria
and
a
physical
exam
to
come
on
the
job,
but
we
basically
rank
their
application.
So
people
were
given
credit
for
for
being
say,
residents
speaking
a
second
language,
some
of
the
education
that
they
had,
whether
the
advanced
education
were
give
him
credit
for
that.
P
Obviously,
veterans
were
given
some
some
credit,
so
we
ended
up
with
with
a
hiring
list.
Now
we
have
a
that.
We
just
hired
off
of
matter
of
fact.
The
the
list
that
you
see
here
is
41.2%
persons
of
color
I,
don't
know
if
that's
ever
happened
before
in
I
know
in
the
history
of
this
department.
I,
don't
think
we've
ever
had
a
list.
That's
been
with
that
kind
of
a
makeup
which
is
something
that
we're
very,
very
proud
of.
P
When
we
eliminate
eliminate
the
written
exam,
we
have
got
some
eyebrow
raising,
but
I
thought
that
was
a
very
effective
tool
and
I
think
we're
going
to
prove
that
out
there.
It
was
really
effective.
We
just
hired
a
class.
We
handed
out
traditional
I
mean
the
conditional
job
offers
in
January
early
hour
after
late
December.
They
will
be
starting
February
12th
we've
got
a
class
of
21
starting
off
of
this
list.
P
So
it's
been
and
get
a
couple
pictures
of
our
seventeen
pathways
Academy.
These
is
a
cat
graduating
class
on
that
particular
this
particular
year,
which
was
twenty.
Sixteen
was
another
class
and
I'm
proud
to
say
that
in
working
in
collaborative
partnership
with
the
Hennepin
County,
Medical
Center
Samoas
youth
got
an
opportunity
to
become
our
got
scholarships
to
go
to
paramedic
training
and
our
and
some
are
also
working
as
dispatchers
right
now,
with
Hennepin
County
Medical
Center,
which
has
been
awesome
one
of
the
unique
stories
that
has
come
out
of
that.
P
One
of
the
young
women
who
had
been
hired
as
a
dispatcher
over
there
got
our
first
paycheck
and
she
looked
at
it.
I've
never
had
this
much
money
can
I
go,
buy
a
car
and
we
said
maybe
we
should
give
him
a
class
in
economics.
You
know,
but
it's
it's
amazing
what
we
can
do
in
changing.
One
of
these
young
adults
lives
if
we
can
just
give
them
an
opportunity
and
that's
what
this
program
has
done.
Obviously
we're
very
proud
of
the
factory
where
we
were
recognized
by
black
Lawyers
Association
and
in
in
2017.
P
It
was
an
award
for
some
of
the
work
we've
done.
We
continue
to
work
with
in
the
community
and
in
community
risk
reduction
or
not
reach.
We
have
a
division
of
1
and
caste.
The
Anderson
just
does
a
wonderful
job
within
the
community
talking
to
young
youth
and
in
the
city's
schools,
with
a
lot
of
touches
in
in
that
area.
P
In
terms
of
Super
Bowl
we
have.
Obviously
our
role
is
a
little
bit
different
than
law
enforcement.
You
know
we
have
a
little
bit
blue
of
a
different
role
when
you
first
started
planning
for
this
18
months
ago.
I
told
our
folks,
let's
just
be
really
good
at
what
we
do.
You
know
what
could
happen
in
the
soup,
most
probably
not
going
to
change
so
much.
P
What
we
do,
we're
still
gonna
go
to
fires,
we're
going
to
go
to
EMS
events,
we're
gonna,
go
to
technical
rescue,
we're
gonna,
go
to
houses,
materiality
Browns,
let's
just
be
really
good
and
really
professional.
What
we
do,
and
so
that's
what
they've
done
we
are
gonna,
obviously
respond
it
to
fire
and
medical
is
attempting
a
rescue.
She
has
those
materials
we
are
going
to
support
all
the
the
areas.
All
the
venue
sites
that
are
that
have
been
established
and
their
command
post
will
have
a
presence
in
each
of
those
command.
P
I
will
give
kudos
to
all
of
the
inter
bright
enterprise
partners
that
we've
had
to
plan
with
for
the
last
18
months,
whether
it
be
emergency
management
director,
Lane
working
in
the
in
the
EOC
and
preparing
for
that
in
support
of
that
work
for
our
law
enforcement
partners.
Our
collaborative
effort
with
Hennepin
County,
Public,
Works
close
to
Robins
Rob
and
her
staff
they've
just
done
an
effective
job
and
I'll
be
honest.
Yeah
I
feel
pretty
confident
where
we're
at
right
now,
I've
been
through
a
million
tabletop
exercise
I'm
about
tired
of
talking
about
tabletop
exercises.
P
But
you
know:
we've
been
exercise
to
death
and
I
just
feel
that
we're
very
I
think
we're
very
well
prepared.
I,
think
law
enforcement
done
a
really
good
job,
I'm,
hoping
that
this
will
be
an
event
that
people
are
going
to
come,
that
Minneapolis
is
going
to
shine.
People
are
going
to
enjoy
we're
gonna,
do
the
school
chant
like
crazy,
and
you
know
maybe
cheer
home-and-away
through
a
victory.
We'll
see
what
happens
with
that.
G
Thank
you,
madam
chair,
and
thank
you
chief
and
I
will
say,
and
all
the
briefings
I've
been
very
impressed
with
all
the
emergency
preparations,
so
I
I
just
want
to
thank
everybody,
both
the
police
who
presented
earlier
and
folks
whose
presentations
are
to
come
for
all
of
the
tabletop
exercises
and
everything
else.
That's
gotten
us
to
a
point
that
we're
kind
of
ready
for
for
a
lot
of
different
things,
living
in
downtown
East
as
I
and
a
lot
of
my
constituents
do.
We've
had
some
questions
about
now.
G
P
Thank
You,
chair,
McConnell,
remember
pleasure.
I'm
glad
you
reminded
us
a
question,
it's
a
wonderful
question
because
you
forgot,
if
you
remind
me
to
make
a
point
that
I
wanted
to
make,
and
that
point
is
this:
we've
spent
18
months
planning
for
this
big
event.
We
have
not
forgotten
about
the
rest
of
city.
You
know
this,
this
rest
of
the
city
really
reemployment.
We
could
have
a
gas
line,
a
main
break
somewhere
else
off
I
could
have
a
three
alarm.
Fire
I
could
have
the
heart
attack
over
here.
P
I
realize
that
and
we
are,
are
going
to
be
staffed
up
over
the
bubble.
We
normally
do
staff
all
around
the
ring
downtown
to
protect
everybody's
downtown.
Fortunately,
with
what
I've
been
able
to
do,
this
time
was
some
of
the
demand
for
our
service.
We've
had
some
of
the
the
we've
been
able
to
get
reimbursed
some
of
the
cost.
P
So
it's
really
been
nice
to
be
able
to
hire
a
few
acts
that
firefighters
make
sure
we
maintain
protection,
but
I've
also
been
able
to
recover
some
costs
and
some
of
the
EMS
stuff
that's
required
of
us
at
during
for
Super
Bowl
events,
so
we
are
definitely
well
prepared.
I
certainly
have
not
forgotten
about
the
the
folks
who
live
downtown
and
it
is
challenging
and
I
guess.
P
One
thing
I
would
look
forward
to
hopefully
in
the
next
I
won't
see
it,
but
in
Ione,
2020
or
2022
you'll
see
a
nice
brand
new
fire
station
sitting
on
Fifth
Avenue
in
3rd
Street
that'll
be
a
four
base
station
with
the
hopefully
rescue
one
engine,
one.
Hopefully
some
kind
of
an
ambulance
going
out
of
that
so
well,
they're
in
health
care
and
we've
also
got
another
fire
station
eleven
in
the
queue
also,
so
we're
in
really
good
shape
and
I
look
forward
to
the
future
and
I
hope
that
answer
your
question
right,
yeah.
G
Thank
you
just
one
more
just
to
specifically
drill
down
so
there's
some
folks
in
Ward
3
who
live
inside
the
security
perimeter.
So
the
folks
in
a
manual,
housing
and
and
the
folks
were
right
around
the
comments
are:
are
they
going
to
be
served
by
folks
who
are
already
inside
the
perimeter?
I
think
I,
remember,
hearing,
there's
a
little
bit
of
a
different
plan
for
making
sure
that
they're
served
in.
P
There
are
certainly
been:
we've
been
planning
that
for
a
year
and
a
half
and
one
thing
I've
been
I've
been
admin
on
is
emergency
access,
emergency
access,
emergency
access
and
I've
been
assured.
There
will
be
it's
a
big
red
prior
truck,
then
go
through
a
lot
of
fence
if
we
have
to,
but
we
will
get
there
and
but
the
way
the
plan
looks
I
am
I,
am
very
confident
that
we're
gonna
be
all
effective
to
respond
now.
P
One
thing
about
one
thing:
I
will
say
about
around
the
stadium:
they
are
building
that
out
today
and
it's
gonna
be
impacted,
but
that's
on
a
one-day
event.
You
know,
and
it's
on
a
Sunday.
It's
on
a
non
work
day.
We're
gonna
be
busy
down
here,
realize
that
it'd
be
I,
think
a
lot
different
challenge.
If
we're
looking
at
multi,
you
know
seven
day.
8
date,
type
scenario
where
we
have
multiple
days
so
I
think
we'll
be
I,
feel
very
comfortable
effectively
respond.
H
Thank
You
chief
I
wanted
to
circle
back
to
the
EMS
pathways
program.
I
just
wanted
to
point
out
that
I
volunteer,
frequently
at
Youthlink
and
quite
a
few
of
the
young
folks
that
I've
worked
with,
have
applied
for
the
program,
and
so
it's
just
it's
an
amazing
program
that
I
think
does
not
get
it
enough.
It's
not
raised
and
praised
enough.
So
I
wanted
to
say
thank
you
for
that
work,
and
also
there
there
has
been
a
high
school
program
as
well.
P
And
committee
member
I
one
thing
I
we
do
have
we
had
to.
We
had
to
high
school
programs.
We
had
one
in
Roseville
now
we're
in
our
third
season
with
that
that
has
been
very
effective
program.
A
couple
of
graduates,
I
know
that
can
talk
about
it
been
accepted.
Medical
school,
st.
Thomas,
so
I
think
that
we've
created
an
opportunity
were
also
in
north
I.
At
the
same
time,
North
was
more
challenging
it's
challenging
because
they
do
an
EMR
curriculum
and
also
an
EMS
curriculum
and
I'm
gonna
get
in
an
EMT.
P
It's
a
very
challenging
curriculum
and
manorath
high.
We
were
only
able
to
enough
time
of
day
to
do
a
typical
class,
so
a
40
minute
class
to
try
to
deliver
that
curriculum
and
40
minutes
at
a
time
it
just
was
not
effective.
So
now,
with
the
Roosevelt
program,
which
still
goes
on
today,
one
day
a
week,
they
spend
at
Hennepin
County
everyone's.
They
feel
the
wonder
on
see
him
hope
they
would
love
to
have.
P
You
come
talk
to
him
because
there,
every
Wednesday
and
they
spend
the
entire
day
point
through
the
EMS
program
now
once
say,
and
once
a
and
E
MSN
and
actually
EMR,
which
also
would
qualify
him
for
those
two
have
struggled.
They
could
qualify
for
EMS
Academy,
which
you
would
be
recruiting
for
in
the
next.
Probably
the
first
part
of
March
and
the
marginal
start
recruiting
for
an
extra
room.
So
we're
going
to
continue
that.
A
When,
if
I'm
seen
here,
if
there's
any
more
questions
from
committee
members,
I
do
have
a
question
on
the
you
showed
a
little
pie
graph
with
all
the
different
kinds
of
responses
that
the
fire
department
you
know,
goes
to
to
respond
to
wondered.
If
you
could
just
briefly
touch
on
the
opioid
overdoses
and
and
the
numbers
and
where
we're
in
that
pie
graph.
Those
would
fall
because
I
recall
you
and
I
talked
about
this
a
while
ago
and
and
that
the
numbers
are
going
up.
A
P
I
said
you
think
it's
time
for
us,
maybe
considered
there
carry
narcan
because
I
start
to
see
this
starting
to
whatever
this
is,
and
through
some
discussion
he
said,
yeah
I
think
it's
a
good
idea.
So
we
went
ahead,
went
through
the
training
and
we
purchased
that
yeah
we
so
we
implemented,
you
know,
carry
narcan
in
in
May
of
2016.
P
P
P
You
know
I'm
bit
worked
hard
to
try
to
and
of
course,
as
soon
as
you
make
that
move
to
do
that,
of
course,
the
price
triples
and
everything
else
goes
die
rockets,
and
then
they
make
it
challenging,
but
we've
been
able
to
to
come
up
with
some
some
reimbursement
pathways
to
help
us
offset
some
of
our
costs
with
that.
But
yet
something
were
to
continue
to
do
and
I.
Thank
you
for
your
work
and
effort
in
regard
to
them.
Mm-Hmm.
A
Well,
thank
you.
Chief
I
appreciate
the
summary
of
your
department's
work,
especially
as
our
committee
is
newly
formed
and
established.
The
work
that
you
mentioned
about
addressing
the
opioid
abuse
issue
is
being
tackled
head-on
by
our
new
mayor
and
so
I
invite
colleagues
on
this
committee.
If
you
want
to
be
involved
in
those
conversations
there,
there
are
meetings
in
the
works
with
the
mayor's
office
to
talk
about
the
multi
jurisdictional
task
force
that
he
wants
to
put
together
to
address
the
opioid
abuse
problem
that
we
see
in
Minneapolis.
But
you
know
we.
A
We
did
hear
a
lot
about
the
Super
Bowl
initiatives
from
the
police
officers
and
and
our
Police
Department,
and
that
I'm
pretty
sure
that
you've
been
hand
in
hand
with
them.
So
I
feel
like
we
we've
covered
all
questions
here
and
I
appreciate
you
coming
in,
even
though
you
got
a
little
bit
of
a
cold.
We
do
appreciate
your
time.
So.
Thank
you
so
much.
A
Thank
you
so
with
that
that
is
item
number
eight,
and
so
we
will
go
ahead
and
receive
and
file
this
portion
of
the
presentation,
all
those
in
favor,
please
say
aye
and
we
will
move
on
to
number
nine
emergency
management,
departmental
operations
and
Super
Bowl
preparation
activities.
So
once
again,
this
is
an
overview
and
introduction
to
our
committee
of
all
the
different
functions
that
exist
and
report
to
this
committee.
Q
Thank
you,
madam
chair
members
of
the
committee.
My
name
is
Barrett
Lane
I'm,
the
director
of
the
Office
of
Emergency
Management
I'm.
Here
to
brief,
you
today,
as
you
indicated,
just
a
quick
overview
on
what
emergency
management
does
and
then
how
we're
bringing
those
capabilities
to
bear
it
in
terms
of
Super
Bowl
preparedness,
so
we'll
step
through
this
fairly
quickly.
Q
We
go
I'm
gonna
start
with
a
vision
statement,
so
we're
the
resilience
business
and
then
what
we
want
to
achieve
here
and
really
hand-in-hand
with
our
new
chief
resilience
officer,
who
have
been
having
a
lot
of
conversation
with,
is
to
promote
overall
resilience,
resilience
within
the
organization
and
resilience
within
the
community,
and
by
that
we
mean
the
ability
to
bounce
back
from
shocks.
In
our
instance,
it's
going
to
be
those
natural
disasters,
those
human-caused
disasters,
but
obviously
that's
one
piece
of
the
overall
resilience
puzzle
that
the
city
is
working
on
as
a
whole.
Q
So
from
a
mission
standpoint,
we
basically
this
mirrors
a
lot
of
very
much
what
the
federal
government
is
doing,
and
it
recognizes
a
couple
things
I
want
to
step
through
this
in
a
couple
parts.
First
of
all,
we
talked
about
protecting
the
people
who
live,
work
and
play
here
not
just
in
the
city
of
Minneapolis
but
across
the
state
across
the
nation,
our
Emergency
Management
organization.
Indeed,
most
emergency
management
organizations
are
part
of
a
network
and
well
that's
really
national.
Q
We
provide
or
get
some
of
our
funding
from
the
federal
government
at
a
national
level
to
develop
national
level
capabilities.
We,
of
course,
also
serve
the
community
here.
If
we
had
not
been
preparing
for
the
Super
Bowl,
we
very
likely
would
have
had
people
in
Florida
in
Puerto,
Rico
or
other
places
this
summer.
As
part
of
that
network,
there
was
a
contingent
from
this
region
that
went
to
Florida
had
served
in
EOC,
Emergency,
Operations
Center,
so
we're
part
of
that
overall
network
of
Emergency
Management
that
we
deploy
nationally.
Q
This
mission
statement
also
talks
about
four
main
mission
areas
that
were,
in
so
sort
of
four
main
buckets
of
work
that
we
deal
with,
and
that's
that
mitigation
against
some
mitigation.
How
do
we,
how
do
we
change
our
physical
or
legal
environment
to
buy
down
risk
preparedness
response
and
recovery?
So
those
are
the
four
areas
that
we
sort
of
sort
our
work
into
and
that's
inconsistent,
that's
consistent
with
national
best
practices
and
how
most
organizations
are
looking
at
this
type
of
work.
Q
Lastly,
to
emphasize
that
we're
an
all-hazards
organization
that
means
that
it
really
doesn't
matter
what
causes
the
incident,
complexity
or
the
problem
or
the
disaster,
whether
it
be
natural
disaster,
whether
it
be
human
cause,
we
want
to
make
sure
that
our
systems
are
flexible
enough
to
respond
to
whatever
causes
it
is.
Ultimately,
the
outcomes
are
oftentimes
the
same.
So
we
want
to
make
sure
that
we
have
a
flexible
system
along
those
lines.
Q
So
how
do
we
do
this?
How
do
we
do
that?
How
do
we
accomplish
that
mission?
The
first
thing
we
did
was
he
looked
at
our
organizational
mandates
and
there
are
some
things
that
we
just
have
to
do:
whether
it's
because
there's
a
council
mandated
ordinance
in
place-
and
there
is
state
law-
provides
us
a
particular
direction
as
well
as
code
ordinances.
In
the
council
resolution
from
2005,
the
City
Council
adopted
the
National
Incident
Management
System,
which
we've
talked
about
in
other
briefings.
Q
That's
really
that
overall
system
that
binds
that
Network
together
that
allows
us
to
move
resources
and
personnel
seamlessly
across
jurisdictions
and
across
agencies.
So
we've
the
council
has
mandated
that
for
the
city
of
Minneapolis
and
that's
part
of
our
mission
and
if
he
at
1600
is
the
national
standard
that
applies
to
emergency
management
and
business
continuity
programs
and
we're
using
that
as
a
vehicle
to
maintain
and
achieve
compliance
with
that
National
Incident
Management
System
we'll
talk
about
that
a
little
bit
more
detail.
What
that
does
is
gives
us
a
a
defined
structure
for
the
organization.
Q
Q
So,
what's
the
definition
of
what
we're
doing
here,
we're
carrying
out
all
those
non-military
functions
to
prevent
minimize
repair,
injury
damage
caused
by
disasters,
an
immediate
acts,
a
Batoche
or
other
hostile
action
or
natural
catastrophe
or
disturbance?
Our
ordinance
is
a
very
much
drafted
and
written
in
the
1950s
and
a
lot
of
the
1950s
civil
defense
concepts
kind
of
carried
forward
here,
we're
really
the
inheritor
of
their
legacy
if
you
will
and
the
preparedness
activities
that
went
on
there.
Q
But
really
this
reflects
in
our
own
ordinances,
those
four
main
mission
areas
and
we're
going
to
prepare
or
we're
gonna
respond
to
and
recover
from
those
natural
and
other
events
and,
ultimately,
even
within
the
state
law
or
ordinance.
It's
recognized
that
Emergency
Management
is
a
cross-cutting
function,
so
Jessica
Jensen
who's,
the
chair
of
the
NDSU
emergency
management
program,
talks
about
this
being
a
distributed
function:
police,
fire,
Public,
Works,
Public,
Health,
see
pet,
there's
very
few
parts
of
this
organization
that
aren't
involved
in
emergency
management.
It's
someone
for
another
at
some
time
and
others.
Q
P
Q
So,
what's
our
strategy,
our
strategies,
use
that
national
or
that
annex
page
1600,
says
you're
gonna
have
the
following
capabilities:
you're
gonna
have
to
have
an
EOC,
remember
to
say
operations.
Senator
you're
gonna
have
to
have
an
emergency
operations
plan.
It's
a
checklist,
so
it'll
gives
us
an
ability
to
go
through
and
say.
Yes,
we
have
that
and
it's
up
to
this
standard,
so
we
build
out
those
capabilities.
Q
We
make
sure
that
we
can
address
those
organizational
mandates
and
our
strategy
here
is
to
be
ready
for
accreditation
within
our
organization
and
we're
going
to
make
a
decision
as
an
organization.
We
want
to
pursue
that
because
that
has
to
be
accredited
at
the
organization
level.
So
all
of
those
pillars
of
the
distributive
function
are
going
to
have
to
be
agreed,
but
we're
using
this
accreditation
program
to
frame
and
shape
our
program
so
that
we're
doing
the
right
thing
at
the
right
level
for
this
particular
organization.
Q
So
within
emergency
management,
we're
building
things
out
to
make
sure
that
we're
ready
for
that
program.
Should
it
come
so
that's
what's
giving
our
our
program
of
shape
and
focus
emergency
management
was
reorganized
significantly
in
2011-2012,
I
was
hired
to
come
in
and
take
another
look
at
this,
and
the
NFPA
program
was
part
of
that
reorganization.
So
we
set
ourselves
on
this
path
back
in
2012-2013
and
have
been
consistently
working
toward
building
those
capabilities
over
time.
Q
Q
So
we
can
basically
bring
that
package
to
you
and
say
here's
what
you
get
for
this
an
amount
of
money.
It's
gonna
meet
national
object
or
standards,
and
then
you
can
feel
confident
that
that
represents
a
reasonable
preparedness
bundle.
If
you
look
for
the
community,
the
thing
to
remember
with
these
organizations
is,
and
indeed
any
organization
as
we
found
out
in
California
or
perhaps
a
number
of
instances
you
can
think
of
these
things
can
be
overwhelmed.
You
know
anything
that
can
be
built
can
be
overwhelmed
if
cAL
FIRE
can
be
overwhelmed,
we
can
be
overwhelmed.
Q
So
we
need
to
do
is
do
their
due
diligence
and
we
need
to
be
able
to
go
out
to
our
neighbors
and
say:
look
we
did
our
best,
and
that
means
we
have
to
balance
the
amount
of
resources
that
go
into
this
versus
other
worthy
causes
and
make
sure
that
there's
outcomes
tied
to
that.
So
that's
our
strategy
and
building
this
out
at
that
a
creditable
level
and
I
can't
emphasize
the
partnerships
enough.
Q
We
really
rely
on
our
police,
fire,
Public,
Works,
Public,
Health,
administrative
and
many
other
people
to
and
organizations
to
get
our
job
done.
There
were
we
had
a
federal
conference
Collins
as
jumping
head
and
stirred
a
little
bit
where
there
were
several
hundred
people
on
that
call
different
agencies
who
are
coming
talking
about
Superbowl
preparedness,
that's
that
network
in
action,
and
we
reach
out
to
that
network
that
network
response-
and
you
should
really
be
proud
of.
Q
Here's
those
four
components
as
what's
usually
called
the
emergency
management
cycle,
and
you
can
see
conceptually
each
one
of
these
sort
of
drives
into
the
next
and
the
idea
is
to
have
a
sense
of
continuous
improvement
so
as
we
prepare
and
mitigate,
we
want
to
go
in
to
take
those
capabilities
in
response.
We
do
an
after-action
report
and
we're
not
lessons.
Q
We
drive
that
back
into
the
recovery
and
then
really,
basically,
you
know
change
our
plans,
change
our
capabilities
that
just
are
our
capabilities
and
our
outcomes
so
that
we
can
learn
through
the
process
of
the
cycle
going
round
and
round.
So
each
of
these
plans,
each
of
these
capabilities
gets
touched
on
a
regular
basis,
the
roads,
the
operations
plan,
maybe
only
three
or
four
years
on
a
cycle.
Other
things
get
touched
more
often,
but
we
drive
that
continuous
improvement
through
the
system
in
this
fashion.
Q
We
want
to
talk
just
real
briefly
about
each
of
those
components
that
can
be
a
sense
of
the
scope
of
what
we
do:
prevention
and
mitigation.
This
is
one
of
these
very
distributed
functions
within
the
organization.
It's
a
lot
of
the
stuff
going
on
now,
but
we've
formed
a
working
group
of
those
various
staff
components
to
make
sure
that
we're
working
on
that
together.
So
that's
a
that
type
of
process
again.
A
lot
of
what
we
do
is
that
coordination,
we're
gonna,
make
sure
that
those
pieces
are
coming
together
in
an
organized
way.
Q
We
do
a
lot
of
work
in
preparedness
with
our
hazard
risk
assessment.
Resource
needs
analysis.
You
can
read
the
list
here
of
some
of
the
things
that
we
do.
We
just
completed
our
Emergency
Operations
plans.
We
went
and
built
that
ground
up
last
year.
Last
year's
council
has
approved
that,
and
we
really
appreciate
that
we've
got
a
great
document
and
great
foundation
also
doctrinal
foundation,
going
into
the
Superbowl
here.
The
next
thing
that
we'll
be
launching
here
within
the
organization
following
the
Super
Bowl
is
our
continuity
of
operations
and
continuity.
Q
Government
refresh
this
was
last
touched
the
major
way
back
in
26
27.
We
tuned
it
up
in
about
2012
2013
having
to
do
with
human
capital,
preparedness
and
pandemic
preparedness,
but
we're
going
to
come
back
and
do
a
major
refresh
of
this
whole
system
in
2018
this
year.
So
this
is
gonna,
be
a
big
chunk
of
our
work
and
I
did
want
to
introduce
Alec
Bruns.
Who
is
our
finance
and
admin
section
chief
and
he's
going
to
be
driving
that
project
citywide
here
so
you'll
be
hearing
more
about
that
and
that
cognitive
operations
is?
Q
How
do
we
continue?
Our
essential
functions
essentially
under
all
capabilities.
What,
if,
if
a
disaster
impacts
our
people,
our
business,
our
facilities,
our
capabilities?
How
are
we
getting
recover?
We
need
to
serve
both
the
external
community,
but
also
our
internal
communities.
We
have
the
education,
training,
testing
and
exercising
program,
and
then
we
manage
1
million
dollars
of
a
federal
grant
money
each
year.
Some
of
that
goes
to
support
our
operations,
and
some
of
it
goes
to
one-time
and
other
projects
distributed
across
the
organization.
Q
One
of
the
things
that
we
do
is
we
own
and
operate
the
outdoor
warning
siren
system,
and
this
has
really
been
a
success
story
that
we've
looked
at
over
the
glass
three
or
four
years.
The
silence
would
do
for
refresh
they've
all
got
new
siren
systems
with
new
battery
backups
and
new
radio
controllers
in
them.
The
thing
to
remember
here
is
the
reactive,
eight,
the
sirens
we
do
own
and
operate
the
system
and
of
the
county
is
the
warning
point.
Q
Our
M
ECC,
nine
one
is
a
backup
warning
point
and
most
of
the
time
with
weather
oriented
things,
that's
really
the
National
Weather
Service.
That
decides
when
the
sirens
are
going
to
sound.
What
we
did
was
we.
We
looked
at
the
map
with
siren
coverage
and
we
refresh
this
and
make
sure
that
we
had
a
standard
coverage
across
the
city
and
we
found
that
there
were
a
number
of
places
just
on
a
sound
coverage
basis,
particularly
north
Minneapolis,
where
there
was
a
gap.
Q
Now
most
people
are
not
going
to
call
and
complain
that
their
sirens
are
not
loud
enough.
If
anything,
they
usually
complain
about
the
other,
but
we
did
want
to
make
sure
that
we
have
a
standard
in
uniform
coverage.
So
as
we
relocated
these,
we
made
sure
that
those
gaps
got
closed.
One
of
the
things
we're
in
the
process
of
doing
right
now
is
doing
that
for
downtown,
and
we
did
a
number
of
sound
studies
to
make
sure
that
we
were
sizing
those
sirens
and
placing
in
places
where
we
could
balance.
Q
You
know
the
burden
of
having
a
siren
with
the
ability
to
cover
as
much
room
as
possible,
so
we're
combining
small
and
large
sirens
downtown
so
that
we
don't
so
we
can
get
a
decent
level
of
coverage
and
more
outdoor
warning,
particularly
with
all
the
activity.
That's
going
on
downtown
in
the
summer
that
we
can
get
that
outdoor
warning
product
delivered
to
people
in
a
comprehensive
way.
So
we'll
be
finishing
that
capital
project
up
this
summer.
Q
When
the
other
things
that
we
do
is
we
do
damage
assessment
following
large,
wind
storms.
Turning
those
and
that's
where
things
we
have
a
damaged
rapid
damage,
assessment
team,
this
is
cross-disciplinary
and
cross-agency.
We
can
pull
together
group
people
to
essentially
get
a
quick
look
on.
You
know
how
big
and
how
bad
a
particular
event
is.
This
is
the
2013
windstorm
we
drove
into
this.
Coming
back
from
the
Boundary,
Waters
and
and
I
we
dropped.
Q
The
canoe
and
I
went
back
to
work,
and-
and
this
is
what
some
of
our
neighborhoods
were
looking
like
in
2013,
but
we
launched
into
an
extensive
damage
assessment
process.
The
key
to
that
is
to
get
data
into
the
hands
of
the
county,
so
they
can
get
that
fimA.
That's
the
trigger,
how
much
damage
you
have
and
how
much
you
can
estimate
to
get
that
federal
assistance
flowing
into
the
city.
Q
One
of
the
other
things
we've
been
doing
with
respect
to
national
and
local
preparedness
is,
we
have
a
large
cache
of
equipment
for
moving
and
managing
special
needs
personnel.
So,
as
a
result
of
a
nursing
home
evacuation
that
the
State
incident
management
team
participated
in
2009,
we
identified
just
simple
moving
equipment
as
being
a
barrier
to
moving
folks
with
mobility
needs.
So
we
have
a
stockpile
of
equipment.
That's
both
locally
and
nationally
deployable
wheelchairs,
walkers,
quad,
canes,
Hoyer
lifts,
you
name
it.
Q
If
we
have
to
move
folks,
we've
got
something
to
help
do
that,
so
that
is
available.
We
also
have
worked
at
the
Red
Cross,
these
blue
pods,
that
you
can
see
here
our
standardized
cotton
blanket
pods,
so
we
can
send
those
to
shelters
where
they're
needed
as
a
supplement
to
what
they
normally
have
on
hand
and
those
are
all
standardized
they
roll
out.
There's
a
set
number
of
cots
and
blankets
in
each
one.
So
completely
modular.
We
also
have
a
small
animal
sheltering
capability,
so
we
need
to.
Q
If
you
want
to
evacuate
people,
you
want
to
move
people,
you
have
to
deal
with
their
pets.
We
have
the
ability
to
surge
a
small
animal
shelter,
neighborhood
ours
or
other
throughout
the
state
up
to
500
additional
animals.
So
we
have
the
all
the
equipment
necessary.
They
would
have
to
supply
the
personnel
and
the
drugs
and
that
sort
of
thing,
but
we
would
be
able
to
bring
that
in
justice,
give
them
the
capability
to
assure
people
that
if
their
pets
are
being
taken
care
of
so
that
we
can
take
care
of
them.
Q
Q
From
the
respond
protocol,
we
operate
24
by
7,
there's
always
someone
on
watch.
So
someone
is
monitoring
incidents
that
may
require
our
assistance
and,
as
we've
talked
about
in
the
overall
briefing,
Emergency
Management
really
doesn't
kick
in.
Until
the
resources
are
the
capabilities,
those
first
responders
are
exhausted
and,
as
you've
heard
today,
you
know
the
capabilities
of
our
first.
Responding
community
are
really
quite
robust.
Q
Nevertheless,
if
they
need
help
were
the
people
that
they
reach
out
to
so
we
operate
at
that
layer
between
the
Kapus
anding
capability
of
whatever
department
it
is,
and
the
ability
to
focus
really
the
whole
enterprise's
resources
and
expertise
on
that
problem.
We
don't
take
command.
We
are
not
commanders,
we
are
coordinators,
we
don't
take
command
at
these
incidents.
We
support
those
incident
commanders
in
the
field.
So
here's
a
number
of
the
things
that
we
do.
Q
Our
Emergency
Operations
Center
is
set
up
so
that
we
can
work
that
physically
or
virtually
you'll
have
an
opportunity
to
see
that
in
action
over
the
next
couple
of
weeks.
But
it's
a
it's
a
major
lift
to
move
enough
people
up
there
to
operate
a
physical
Emergency,
Operations
Center.
We've
borrowed
this
best
practice
in
the
private
sector,
be
it
by
being
able
to
do
it
virtually
and
by
teleconference
and
be
linked
with
computers,
and
that
will
allows
us
essentially
to
respond
faster
with
us,
a
lighter
touch
on
the
organization.
Q
As
far
as
resources
goes,
you
can
see
some
of
the
other
things
here:
federal
local
mutual
aid.
We
talked
about
that
network
of
partnerships
that
we
respond
to
so
I'm
part
a
my.
My
staff
is
part
of
the
state
incident
management
team
we
go
and
and
assist
with
various
disasters
and
emergencies
across
the
state
or
necessary
at
the
national
level.
Q
This,
just
you
know
you
think
you
know
what
what
do
we
face
here
generally,
it's
in
you
know
most
of
the
time.
It
really
is
whether
this
is
the
2013
storm
damage
map,
and
you
can
see
that
you
know
this
was
now
the
tornado.
This
was
a
straight-line
win
event,
but
there
really
wasn't
part
of
the
city
that
wasn't
touched
and
when
power
lines
are
down,
it's
and
trees
across
the
road
trees
were
across
your
car,
isn't
pretty
disruptive
for
the
community
and
those
folks
who
need
mobility.
Q
We
need
to
have
now
one
responses
attended
to
you
know
our
ability
to
respond
to
an
event
like
this.
It's
it's
not
always
the
tornado.
It's
even
times
this,
this
sort
of
widespread
wind
event
and,
as
we
see
climate
change,
driving
these
Chris
near
the
large
southern
rain
events,
where
you
get
a
high
volume
small
time
period,
rain
event
that
localized
flooding
is
becoming
more
of
a
problem.
Q
But
you
know:
we've
had
a
number
of
federally
declared
disasters
in
this
area
and
again
it's
not
just
the
tornadoes
that
that
we're
addressing
this
was
the
next
year
in
2014
and
up
in
the
right-hand
corner
that,
if
you
recall
them
a
mudslide
that
happened
along
West,
River
Road,
it
was
a.
We
were
part
of
the
damage
assessment
team
for
them,
so
recovery
recovery
is
one
of
the
area's
well
response
is,
is
one
of
the
things
where
you
get
a
lot
of
focus
on,
but
recoveries
where
the
hard
work
starts.
Q
So
recovery
is
about
returning
that
community
back
to
whatever
the
new
normal
is
going
to
be,
it
could
be
back
to
where
they
started
could
be
back
to
better,
but
that
recovery
is
something
that
ultimately,
only
M
is
responsible
driving
in
a
plan
for
an
organized
way
working
with
the
communities
of
working
with
you
to
identify
those
objectives.
That
means
that
damage
assessment
and
we
would
coordinate
that
team
really
again.
This
is
something
that
the
seven
of
us
are
not
going
to
do
by
ourselves.
Q
Here's
our
team
as
it
stands
right
now
or
I-
guess
we'll
stand
as
of
a
couple
months
ago.
There
are
this.
This
has
eight
and
a
half.
Ftes
were
arranged
as
a
incident
management
organization
day
to
day
just
to
minimize
the
shift
between
day-to-day
operations
and
and
Emergency
Operations
Center
operations.
What
we've
really
done
is
taken
all
the
pieces
of
NFPA
1600
so
that
standard
and
I've
taken
those
and
I've
delegated
that
to
one
of
the
people
in
in
my
organization.
Q
Q
So
for
the
Super
Bowl,
this
is
about
18-month
planning
process.
As
the
chief
chief
Friedel
pointed
out,
there
have
been
a
ton
of
exercises
really
ramping
up
in
the
last
few
months.
What
we
did
is
basically
cycled
through
this
process.
Twice
we
talked
about
that
continuous
improvement
process,
so
what
we
did
is
set
out
to
actually
go
through
that
process
twice
in
preparation
for
the
Super
Bowl.
So
by
the
end
of
2016,
we
had
a
plan
in
place
that
we
were
going
to
use
to
staff
and
exercise.
Q
That's
what
we
took
into
our
our
staffing
and
exercise
a
training
program
throughout
the
middle
of
2017.
We
evaluated
that
we
re
staffed.
We
planned
and
concluded
that
by
about
November
of
this
year,
October
actually
and
that's
the
plan
that
second
cycle
plan
that
we're
taking
into
the
Super
Bowl.
So
you
can
see
that
there's
just
been
a
ton
of
work
here
and
again.
This
is
not
credit
to
me.
Q
The
Super
Bowl
you'll
see
operations
up
at
the
Emergency
Operations
training
facility
up
and
Fridley
again
26th
through
4th
would
be
generally
running,
9
a
7:00
a.m.
to
midnight,
or
later
we
were
model
mirroring
the
incident
command.
Organizations
that
we
support,
so
why
are
ours
are
pretty
much
driven
by
what
they're
doing
this
facility
will
be
access
and
controlled
and
secured
throughout
that
time
period.
Q
The
mission
of
the
EOC
during
this
time
will
be
to
provide
that
resource
assistance
and
support
the
incident
command.
That's
our
basic
function.
We're
going
to
be
doing
that.
Obviously
we're
also
maintaining
readiness
for
that
response
and
recovery
activity
should
it
be
needed.
We
expect
this
to
a
really
really
great
special
event
and
we
expect
everything
to
go
well
and
people
have
a
great
time
we
need
to
be
prepared,
but
this
is
not
an
incident.
This
is
not
an
emergency
and
we're
not
treating
as
such.
Q
So,
overall
staffing
from
the
seven
and
a
half
people,
we
have
right
now
we're
surging
up
to
120
people.
We've
done
that
in
less
than
a
year
and
I'm
really
proud
of
the
team.
That
did
that
my
team
has
really
done
an
excellent
job.
Making
this
happen
so
we're
gonna
be
deployed
in
two
shifts.
We
have
the
capability
because
we've
got
three
teams
around
24
by
7,
running
people
eights,
and
they
would
have
two
shifts
off.
So
we
have
a
lot
of
depth
of
capability
built
here.
Q
Most
of
these
folks
are
city
employees
who
are
working
in
other
jobs.
So
we
really
really
appreciate
those
department
heads
making
these
folks
available
for
supporting
us
in
the
EOC,
but
we
also
have
federal
and
state
support.
The
u.s.
Coast
Guard
is
supplying
us
with
subject
matter
experts
to
lead
our
planning
sections.
For
instance.
Q
We
really
appreciate
that
during
this
time,
we'll
be
maintaining
connection
with
you
to
virtual
or
physical
72
different
organizations
and
that
could
grow
or
shrink,
but
that's
kind
of
what
the
count
is
right
now
that
gives
you
an
idea
of
the
scope
working
with
well
have
10
city
departments
rented
represented
in
the
EOC,
the
state,
the
county,
FEMA
region
5,
has
been
outstanding
in
their
support
of
us.
Throughout
this
this
process,
FEMA
Region,
five
based
out
of
Chicago,
their
team
has
been
excellent:
regional
partners,
federal
agencies,
private
and
nonprofit
groups.
Q
This
is
really
basic
function.
This
is
the
flow
of
requests.
So
if
the
incident
commander
needs
something,
it
flows
from
the
bottom
from
that
unified
incident
command,
we
talked
the
chief
talked
about
chief
of
arredondo
talked
about
the
multi-agency
command
center.
That's
really
the
on
the
book
ground
tactical
operation
drives
up
to
the
local
EOC.
If
we
don't
have
it,
we
go
to
the
stadium,
see
Stadio,
see,
hat,
doesn't
have
it
under
the
right
conditions.
We
can
go
to
the
federal
government
and
have
access
to
national
resources.
Q
Q
Here's
a
really
simple
block
chart
of
kind
of
the
pieces
that
are
moving
right
now,
so
the
Emergency
Operations
Center.
That's
where
that
coordination
function
takes
place.
That's
up
at
the
OT
F
we're
going
to
be
serving
either
that
MPD
multi-agency
command.
The
health
department
department,
departmental
operation
center
will
also
be
open,
we'll
be
providing
them
with
service
and
invent
in
the
event
that
those
police
officers
or
firefighters
they're
out
doing
those
calls
day
to
day.
They
need
service,
we're
going
to
provide
that
to
them
too.
Q
So,
there's
a
number
of
customers
here,
coordinating
laterally
with
our
private
and
nonprofit
folks,
as
well
as
our
county
and
regional
partners
and
then
up
to
the
state
and
federal
government.
So
those
are
the
major
moving
parts
to
the
operation
and
that
madam
chair
members
of
the
committee,
is
my
presentation,
I'm
happy
to
answer
any
questions
you
might
have.
A
A
Last
week
we
spent
a
lot
of
time
talking
about
the
response,
emergency
response,
without
training
for
new
council
members,
and
some
of
us
that
were
here,
the
previous
cycle
also
joined
you
so
I
feel
like
we
have
a
pretty
good
grasp
on
all
of
the
all
of
the
efforts
that
are
happening
around
this.
You
mentioned
briefly
at
that
one
training.
We
had
that
there
is
another
person,
that's
sort
of
on
clock
kind
of
when
you're,
not
reachable
or
something
like.
You
have
like
this
team
right
of
answering
the
phone
24/7.
That's.
Q
That
watch
officer
program,
so
it
rotates,
am
I
on
my
team
and
basically
one
of
us
watch
officers
at
all
times
my
staff,
because
there's
there's
a
limit
understaffed
life
would
be
the
people
running
the
EOC
operation,
so
I'll
be
handling
that
24
by
7
watch.
I'll
float
during
this
two-week
period.
Mm-Hmm.
A
Q
Q
I
go
back
to
the
experience
the
perhaps
Murray
Rybak
has
indicated
has
talked
about
at
Mount
weather
the
major
training
exercise,
so
I've
done.
A
number
of
these
was
part
of
the
OSI
staff.
During
the
bridge
collapse,
we
ran
the
EOC
during
fourth
Precinct
protests,
so
we've
had
a
number
of
these
complex
incidents
come
up
over
the
years
and
I've
really
been
privileged
to
be
part
of
the
teams
that
have
served
those
citizens
on
those
days
that
are
really
the
worst
for
them.
Wonderful,.
G
You
mentioned
that
a
lot
of
the
staffing
to
step
up
for
this
has
come
from
internal
departments
and
I
was
curious,
just
to
know
a
little
bit
more
about
how
long
people
have
been
gone
from
their
home
departments
and
if
there
are
particular
departments
were
a
lot
of
the
staff
that
you've
pulled
into
your
Super.
Bowl
team
have
come
from
manager.
Q
Council
member
we've
had
a
really
good
support
from
really
across
the
organization,
so
I
wouldn't
single
out
anyone
who's,
providing
better
support
than
anyone
else.
I
think
we've
really
got
a
great
partnership
going,
but
what
it
is
is
taking
these
people
away
from
their
normal
jobs
and
in
fact
this
is
one
of
the
things
that
we
hope
to
institutionalize.
We
really
don't
have
a
way
to
do
this
on
an
ongoing
basis,
so
we're
working
with
our
department
level
teammates
to
try
to
figure
out
how
we're
going
to
institutionalize
this
type
of
capabilities.
Q
That's
really
a
big
piece
of
moving
toward
that
accredited
standard,
but
there
is
a
cost
to
this.
As
you
point
out,
I
mean
the
people
who
need
to
be
trained
and
become
proficient,
and
these
operations
are
not
doing
something
else,
and
we
really
recognize
the
fact
that
that's
happening
and
that
that
support
is
really
valuable.
So
you
know
I,
don't
have
a
number
in
terms
of
personnel
hours,
but
there
has
been
training.
There
have
been
exercises.
We
did
three
days
of
live
ELC
exercises
that
each
team
got
to
go
through
a
whole
you'll
see
cycle.
Q
You
know
so
there's
been
each
of
these
folks
who
have
really
put
in
some
good
hours
and
obviously,
during
the
event
itself,
we're
gonna
be
running
one
shift
after
another
shift
after
another
shift
so
and
some
of
those
are
gonna
run
until
2:00
3:00
in
the
morning.
So
our
my
message
to
them
is
a
thank
you
and
be
take
care
of
that
home
front
because
they're
the
people
who
take
care
of
us.
G
A
Your
energy
here
and
so
with
no
further
questions
on
this
item.
We
will
go
ahead
and
receive
and
file
this
all
this
and
all
those
in
favor,
please
say
aye
aye
and
for
our
final
presentation.
Then
we
have
a
review
of
the
city
strategy
on
the
prevention
of
commercial,
sexual
exploitation
and
sex
trafficking
as
related
to
the
Superbowl
and
beyond.
O
Thank
you,
madam
chair,
and
thank
you
committee
members
for
your
patience
this
afternoon
and
I
do
have
to
hand
it
to
Garrett
Lee
in
our
emergency
manager,
for
the
city,
because
he
and
his
team
generally
toil
in
obscurity
and
and
desperately
try
to
get
people's
attention.
So
I
think
this
is
one
of
the
side
benefits
of
the
Super
Bowl
is
that
we
it
has
refreshed
training.
It
has
created
the
start
of
muscle
memory
and
mr.
lien
has
done
a
terrific
job.
So
so
thank
you
and
it's
nice
to
see
him.
O
You
know
above
the
waterline
here,
City
Hall,
all
right,
so
sex
trafficking,
I
I,
am
just
so
proud
of
the
work
that
our
city
has
done
and
we've
got
two
of
our
leaders
here
on
this
committee
with
our
chair,
councilmember
Cano
in
councilmember
Palmisano,
who
have
been
engaged
active,
continue
to
push
us
to
do
more
and
to
achieve
more
so
I
just
could
not
be
more
pleased.
There's
a
lot
more
work
to
do,
but
but
from
when
we
first
started
diving
into
this
work,
not
much
more
than
seven
years
ago.
O
So
back
in
the
end
of
2013,
the
City
Council
took
a
pledge
to
prevent
sex
trafficking
in
to
disrupt
traffickers
and
make
sure
that
law
enforcement
was
there
prosecution's
we're
there
to
hold
traffickers
and
people
who
would
commercially
exploit
our
use
in
the
city
to
account,
and
so
we've
evolved.
Now
to
this
coordinated
plan,
multi-agency
multi-jurisdictional.
O
We
passed
out
I
passed
out
executive
summaries
of
a
couple
of
foundational
research
pieces
that
have
been
done
over
time
focused
here
on
Minneapolis.
That
has
really
guided
our
work
and
we
just
could
not
have
better
partners
and
really
be
working
in
a
coordinated
way,
because
the
Super
Bowl
has
been
used
as
a
way
to
further
this
work
long
term,
because
we
know
sex
trafficking
occurs.
It
occurs
every
day.
It's
going
to
occur
well
after
the
Super
Bowl
has
come
and
gone,
but
we
are
improving
our
response.
O
But
we
just
you
know,
didn't
see
it
and
didn't
see
these
cases
and
he
is
nationally
known,
expert
and
then
Beth
hold
your
Ambrose.
Who
is
our
wonderful
executive
director
of
the
link,
which
is
has
just
been
an
amazing
partner
with
the
city
and
runs
our
juvenile
supervision
center,
as
well
as
just
really
extraordinary
services
for
vulnerable
youth
in
our
city,
and
she
has
she
and
her
cohort
have
been
in
the
process
of
training,
literally
thousands
of
people
in
connection
with
the
Super
Bowl.
So
thank.
R
You,
madam
chair
members
of
the
committee,
thank
you
very
much
for
allowing
me
to
talk
with
you
today.
I
have
to
I'm
very
humbled
by
Susan's
words
and
I
have
to
say
that
that
leadership
such
as
Sir
isn't
also
a
big
thanks
to
all
of
you.
Congratulations
on
the
new
faces,
and-
and
thank
you
very
much
for
the
hard
work
that
you
all
do
and
leading
this
important
committee.
R
But
it
would
not
without
leadership
that
that
we
would
have
the
opportunity
to
focus
on
these
type
of
agendas
and
these
initiatives,
and
so
I
really
am
humbled
by
the
hard
work
that's
been
put
into
this.
Let
me
just
take
a
minute
and
sort
of
walk
you
through
a
little
bit
about
what
our
Super
Bowl
plan
is
going
to
look
like
a
lot
of
time
has
gone
in.
R
This
I
was
fortunate
enough
to
go
to
Houston
last
year
and
sort
of
see
firsthand
their
good,
the
bad
and
ugly
and
the
way
that
these
things
sort
of
unfolded
and
get
a
perspective
on
what
this
may
look
like
in
our
city,
I
say
may,
because
we
really
don't
know
what
to
expect
on
some
levels.
There
are
a
few
things
that
I
took
away
from
Houston
and
we
expect
to
see
here,
but
there's
a
very
different
environment.
R
Houston
was
85
degrees
the
day
before
game
day,
I,
don't
think
it's
going
to
be
85
degrees
here
you
know,
but
we
we
have
a
very
different
environment
for
trafficking,
and
so
this
is
a
work
in
progress
that
is
based
upon
our
best
understanding
of
what
happens
every
day.
A
couple
of
questions
that
sort
of
form
the
foundation
of
what
we
are
doing
here
and
what
we're
going
to
be
doing
during
the
Super
Bowl
in
the
first
was
really
to
ask
what's
different
about
Super,
Bowl
or
I'm,
sorry
about
human
trafficking
during
the
Super
Bowl.
R
Actually,
it's
been
six
years
now,
but
four
years
is
when
our
partnership
with
all
these
other
23
different
agencies,
law
enforcement
agencies
and
then,
as
many
service
providers
in
the
community,
really
started
to
develop,
and
so
everything
we
were
doing
was
sort
of
focused
on
building
a
partnership
around
sex
trafficking
and
around
the
response
to
that
the
Super
Bowl
wasn't
even
sort
of
on
our
field
of
view.
At
that
point,
if
this
was
really
about
answering
these
questions
of
what
do
we
need
to
do?
R
What
can
we
do
better,
and
so
this
sort
of
three
question
idea
that
I
asked
people
was:
what
are
you
getting
from
the
police
that
you
like?
What
are
you
getting
from
the
police
you
don't
like,
and
what
are
you
not
getting
from
the
police
that
you
would
like
to
have,
and
so
that
really
has
sort
of
formulated
all
those
questions
and
discussions
about
where
we
go
from
here?
In
addition
to
what's
different
during
the
Superbowl,
how
can
we
protect
the
vulnerable
while
interrupting
trafficking
activity?
R
So
those
two
questions
have
really
sort
of
identified
and
formed
the
basis
for
how
we're
approaching
this.
With
regard
to
the
first
what's
different.
Well,
we
know
that
there's
going
to
be
a
million-plus
people
that
are
going
to
come
into
the
Twin
Cities
right
that
you've
just
talked
about
that,
unfortunately,
some
of
those
people
and
has
nothing
to
do
with
the
Superbowl,
but
some
of
those
people
are
going
to
be
here
and
they're
gonna
engage
in
the
purchase
or
attempt
to
purchase
commercial
sex.
R
Those
are
the
people
that
I'm
primarily
concerned
about
meeting
during
the
Superbowl
I'm,
primarily
concerned
about
interrupting
that
activity.
I'm
also
very
concerned
about
connecting
with
those
victims
that
might
be
here,
those
vulnerable
people,
whether
they're
from
our
city
or
someone
else's
City
they're
citizens
from
wherever
they
come
and
I
feel
a
heart
for
connecting
with
them
trying
to
identify
where
those
vulnerabilities
are
going
to
be,
and
a
lot
of
this
has
to
do
with
sort
of
being
embedded
in
that
marketplace
and
trying
to
predict
what
that
looks
like
now.
R
The
last
time
I
spoke
in
front
of
this
committee
was
maybe
a
year
ago
that
marketplace
has
evolved
so
much
in
that
time.
There
are
new
websites
that
we
didn't
know
currently,
with
the
assistance
of
the
Washington
County
Attorney's
Office,
we're
tracking
about
24
new
websites
and
postings
that
are
geared
just
toward
operations.
Criminal
operations,
they're
gonna,
be
going
on
here
during
the
Superbowl,
with
an
emphasis
on
trafficking,
and
so
as
comforting
as
Susan's
words
are
to
me
and
as
much
as
I
would
love
to
take
credit
for
that.
R
These
are
partnerships
of
peoples
all
over
the
metro
area
and
from
different
disciplines
that
I'm
able
to
help
us
with
that
real,
broadly,
a
couple
of
different
aspects
to
our
mission.
First
of
all,
identifying
recovering
those
victims
of
human
trafficking,
identifying
human
trafficking
related
activity
and
interrupting
that
oftentimes.
We
have
to
be
very
clear
about
what
it
is
that
we're
trying
to
accomplish,
and
one
of
the
important
things
and
I
put
on
the
bottom
of
the
list
here.
For
a
reason,
arrest
is
really
sort
of
far
down
that
list.
For
us.
R
R
Frankly,
isn't
really
all
that
important
to
me,
because
there's
relationships
to
be
made
on
both
sides
of
that
and
I
believe
firmly
that
if
we
care
as
much
about
shorty
trying
to
deal
with
those
offenders
as
we
do
dealing
with
the
victims,
we
apply
the
same
principles
on
both
sides
of
that
equation
and
I
do
think
we
can
make
a
difference
there.
A
couple
of
different
aspects
that
we've
sort
of
used
here
I
talked
about
the
market
presence
and
really
have
being
embedded
in
that
market
place.
R
Also,
this
deconfliction
right
now
we've
been
able
to
enlist
and
recruit
information
from
about
12
different
national
I'm.
Sorry,
other
cities,
Atlanta
Denver
Houston,
just
to
name
a
few
LA
New
York
and
we've
received
tips
back
from
people
that
are
coming
here.
One
of
the
things
we
found
out
in
Houston
was
there
was
no
deconfliction
strategy.
R
We
provided
that
information
so
very
early
on
last
year
we
started
trying
to
figure
out
that
strategy
and
we
built
a
couple
of
systems
in
order
to
try
and
keep
that
active,
and
one
of
those
was
our
D
stop
system
which
we
built
under
a
fifty
thousand
dollar
state
grant
and
the
whole
purpose
of
this
system
was
to
be
able
to
get
information
available
to
us.
It
would
come
directly
to
us
from
these
other
organizations
and
agencies
that
we
wouldn't
have
to
use
an
email.
R
This
is
a
cure
system,
runs
on
Microsoft,
SharePoint
and
see
just
compliant,
which
means
that
if
we've
get,
if
somebody
is
working
in
LAPD
or
an
NYPD
and
they
get
a
tip,
they
can
go
in
here,
they
can
login
it's
an
invitation-only
system
and
we'll
get
notified
when
that
information
comes
in.
So
this
is
going
to
be
one
of
our
primary
tools
around
deconfliction
from
other
agencies,
we're
also
working
with
the
international
association
of
human
trafficking
investigators
out
of
florida,
and
they
are
providing
us.
R
Real-Time
current
Intel
analysis
on
these
tips
that
come
in
I'm
not
going
to
go
through
everything
on
this
slide,
but
the
one
thing
I
do
want
to
tell
you
was
regard
to
muscle
memory
principle.
One
of
my
takeaways
from
Houston
was
that
there
was
there
was
a
lack
of
practice.
Well,
the
good
news
for
us
is
everything
we're
doing.
During
the
Superbowl
we've
been
doing.
R
For
three
and
a
half
years,
we
stood
up
our
guardian
angel
operation
in
February
of
2014,
with
a
$5,000
grant
from
the
Women's
Foundation,
and
so
it's
almost
been
four
years
actually
and
that
has
sort
of
not
only
created
the
cornerstone
of
relationship
building
with
law
enforcement.
But
it's
also
created
the
primary
way
that
we've
been
able
to
sort
of
approach.
R
This
problem
of
what
does
it
mean
to
be
operational
in
this
environment
and
deal
with
human
trafficking
threats,
not
just
recovery
and
trafficker
threats,
but
also
the
threats
from
demand,
and
that's
really
really
a
big
part.
So
when
you
think
about
what's
different
about
here,
you
think
about
those
million
people
coming
in.
We
know
that
the
biggest
increase
in
here
is
going
to
be
demand
and
so
much
of
what
we're
gonna
do
every
day.
In
fact,
we're
running
multiple
demand
operations
all
around
the
metro
area,
and
it's
just
designed
to
do
that.
R
One
thing
and
that's
embed
ourselves
in
the
marketplace
and
interrupt
demand,
because
those
are
people
who
we
firmly
believe
if
we
can
strangle
the
demand,
if
we
can
stop
people
from
buying
sex,
we
know
that
those
victims
are
going
to
be
safer.
Traffickers
aren't
going
to
put
victims
on
Backpage
or
on
Craigslist
or
out
on
the
street
corner.
R
If
people
are
if
people
stop
buying
sex,
and
so
that's
really
where
the
cornerstone
of
what
we're
doing
is,
is
anchored
I,
don't
need
to
go
through
our
operational
plan
just
to
say
that
all
this
is
going
to
be
run
from
our
command
post.
We
have
multiple
venues
throughout
the
city
working
conjunction
I,
said
earlier,
with
about
23
different
agencies
from
around
the
Metro
working
with
service
providers.
R
We
will
be
running
all
of
this
from
Minneapolis
and
we
started
hand
picking
these
teams
through
our
guardian
angel
operation
about
two
years
ago,
and
these
are
all
people
that
know
their
jobs.
We
just
did
a
training
today
with
our
entire
core
team,
and
everybody
was
out
there.
I
couldn't
been
more
proud
of
them.
They
did
a
great
job.
I
threw
some
curveballs
at
him.
What
do
we
do
if
this
happens
and
and
they
all
they
did
it
extremely
well?
R
They
did
it
very
professionally
and
that's
what
we
were
looking
for,
our
guardian
angels,
generally
speaking,
we're
gonna
be
running
three
guardian
angel
operations
around
the
around
the
metro
area.
Guardian
angel,
is
a
program
that
we
started
as
I
said
back
in
2014.
Since
that
time,
we've
made
a
thousand
plus
arrests
in
seven
states.
That
started
right
here
in
Minneapolis,
with
a
$5,000
grant
and
that's
a
really
shocking
impact.
We,
you
know
as
far
away
as
Raleigh
North
Carolina
Pinellas
County
Florida
Houston.
We've
supported
these
operations
from
right
here.
R
Our
conviction
rate
is
over
99%
on
that
for
felonies,
that's
a
really
high
number
of
convictions,
and
it's
all
because
I
believe
of
the
professionalism
of
our
team
and
also
our
partnerships
with
the
the
county
attorneys
that
we've
worked
with
to
make
sure
that
we're
not
engaging
in
investigative
due
process
violations
that
we're
making
sure
that
we're
not
engaging
in
entrapment
that
everything
we
do,
impacts
the
best
behavior
I'm.
Sorry,
the
best
practices
of
these
operations
and,
basically
just
to
give
you
an
idea.
R
What
it
looks
like
is
very
much
like
that
right
there
that's
a
photo
that
I
took
up
in
Fargo.
It's
a
bunch
of
people.
That
kind
of
look
like
me
sitting
around
a
table
posing
is
that
fourteen-year-old
girl
on
Craigslist
your
back
page
I'm,
sorry
for
the
creepy
visual.
You
guys
got
to
live
with
now,
but
that's
basically
what
that
looks
like
and
and
as
you
can,
as
you
can
see,
there's
you
can
imagine,
there's
a
there's,
a
learning
curve
on
that,
which
is
why
we
had
to
start
doing
this
so
long
ago.
R
We're
using
our
Intel
analysts
to
try
and
provide
us
the
best,
real-time
intelligence
on
it
and
then
making
arrests.
When
that's
an
appropriate
thing
to
do
now.
There
is
one
thing:
that's
not
in
here,
I
feel
very
strongly,
because
these
are
people.
The
first
person
that
we
arrest
on
guardian-angel
committed
suicide
about
a
year
after
he
was
arrested,
and
that
has
stuck
with
me
ever
since
that
day
and
so
I
feel
quite
strongly
about
the
fact
that
not
only
do
we
need
to
care
for
the
victims
of
trafficking.
R
We
also
need
to
care
for
the
men
that
are
engaged
in
trafficking
and
to
the
extent
that
we're
able
to
do
that.
Some
of
that
involves
partnerships
in
our
faith-based
community.
A
lot
of
these
guys
are
gonna
lose
absolutely
everything.
Their
lives
are
gonna,
they're,
never
gonna,
look
the
same
from
the
moment
that
they
show
up
at
that
hotel
or
that
single-family
home
I
feel
a
burden
to
be
able
to
try
and
step
into
whatever
role
we
can
and
it's
not
typically
a
law
enforcement
role,
but
we
can
make
a
referral.
R
We
can
provide
them
with
something
so
that
someone
can
sort
of
help
walk
that
process
with
them
and
I
feel
strongly
about
that.
I
think
that's
in
our
best
interest,
I
think
it's
it's
it's
the
our
best
humanity,
as
people
and
I.
Think
that
that's
one
of
the
things
that
we're
called
to
do
so
that
we're
not
just
sort
of
creating
collateral
damage
and
there
is
a
ton
of
collateral
damage
around
this
issue.
R
I'm
gonna,
skip
through
a
couple
of
these
slides
I've,
already
talked
a
little
bit
about
our
guardian
angel
operation.
Our
recovery
strategy
has
to
be
as
robust
because
the
the
victims
of
trafficking
are
are
the
most
vulnerable
out
there.
We
want
to
make
sure
that
we're
interdicting
them
that
has
created
sort
of
an
environment
and
a
plan
where,
over
the
past
several
years,
we've
been
doing
education
in
the
community.
R
We've
talked
to
all
the
different
car
services,
the
taxi
services,
hotel
environments,
the
communities,
people
that,
where
anybody
would
would
potentially
run
into
a
trafficking
victim,
and
so
many
of
our
partners
are
gauged
quite
regularly
and
sort
of
making
sure
that
everyone
is
aware
of
what
those
red
flags
are
and
I
know
that
my
co-presenter
Beth
will
talk
about
that.
A
little
bit
the
recovery
plan.
Is
it
one
of
the
real
important
aspects
to
our
recovery
plan?
R
Is
that
idea
of
having
an
embedded
advocate
that
will
be
with
us
that
can
help
deal
with
the
particular
needs?
Once
law
enforcement
makes
contact
with
the
person
whether
they're,
determined
to
be
a
victim
or
not?
Generally
speaking,
is
on
the
weight
of
the
evidence
that
we
see
and
oftentimes
that's
because
they
make
a
disclosure
what
happens
if
they
don't
make
a
disclosure
we're,
not
the
right
that
doesn't
mean
we
just
turn
around
close
the
door.
Sorry,
we
bothered
you
and
walk
away.
R
We
need
to
provide
them
with
some
measure
of
services
and
that's
where
our
partnerships
come
in
with
people
that
actually
provide
services.
There's
a
number
of
things
that
we're
still
working
out.
There's
a
lot
of
details,
I
feel
very
confident
after
last
week
in
today's
training
that
we're
ready
to
go
on
this
I'm.
This
is
something
as
I
said
that
we've
been
doing
every
day.
R
O
S
First
of
all,
thank
you
much
for
having
me
pencil,
chair
and
council
members.
My
name
is
Beth
Holger
Ambrose
I
work
for
a
nonprofit
based
in
North
Minneapolis
called
the
link.
Congratulations,
I'm,
so
happy
to
see
all
of
you
and
your
seats.
Really
we
are
the
youth,
read
the
link,
we're
also
extremely
excited
when
I
kind
of
talk
to
them
about
who
was
elected.
S
So
we
are
actually
a
Viking
led
organization.
I
happen
to
be
a
huge
Vikings
fan,
so
it's
an
honor
to
work
for
the
link
in
many
ways,
but
we
were
founded
by
Jim,
Marshall
and
askary
27
years
ago.
In
addition
to
being
Viking
led,
we
are
also
youth
led.
So
we
have
a
traditional
board
of
directors
and
four
youth
advisory
boards
made
up
of
youth
who
are
paid
for
their
time
that
helped
us.
They
have
a
lived
experience
of
homelessness
and
sex
trafficking
and
juvenile
justice
system
involvement.
They
helped
to
design
all
of
our
programs.
S
But
what
I'm
here
to
talk
about
today
is
our
Super
Bowl
response
and
I'm
really
happy
to
say
that
a
year
and
a
half
ago,
we
kind
of
put
together
a
very
grassroots
response.
We
brought
together
providers
that
were
already
doing
work
with
sexually
exploited
youth
or
adults
in
the
West
metro
area
and
a
few
from
the
east
Metro
and
said:
hey.
S
What
can
you
do
for
the
ten
days
leave
of
the
Super
Bowl
and
what
would
it
cost
for
you
to
do
that
in
terms
of
front
end
services,
because
it
is
only
ten
days
so
we're
focusing
our
response.
I'm
street
outreach
additional
drop-in
centre
time
and
emergency
shelter
beds
and
support
for
our
great
partners
like
Sergeant
Schneider
in
law
enforcement,
and
so
it
was
very
great,
transparent
process.
S
Where
the
providers
came
together
provided
budgets,
then
we
were
able
to
through
the
Women's
Foundation
and
the
NFL
and
other
folks
kind
of
privately
fundraise
for
that
additional
cost.
It's
grounded,
of
course,
in
what
youth
and
adult
survivors
say
what
they
want,
what
works
for
them
and
is
also
I,
think
I
covered
all
this,
but
it's
also
very
inclusive
and
respectful
of
all
aspects
of
diversity,
so
open
to
female
male
transgender,
any
gender
identity
of
victims
and
survivors,
as
well
as
racial
background
economic
status
and
everything
else
you
can
think
of.
S
This
is
just
a
list.
I
won't
necessarily
go
through
this,
but
this
is
just
to
say
I'm
representing
the
services
response
for
the
Superbowl,
but
it's
definitely
much
much
more
than
just
the
link
alone
and
every
day
we
work
with
a
lot
of
other
partners
to
do
this.
Work
well
and
I
really
appreciate
all
of
the
partners
that
are
on
this
committee.
It's
a
great
group
of
people
I've
had
the
pleasure
of
working
with
many
of
them
for
many
years,
but
it's
also
intensified
our
relationship
and
our
response
and
I'm
very
positively.
S
So
again
we
are
going
to
be
having
additional
shifts
for
street
outreach
out
there.
I
personally
recruited
people
that
are
amazing,
Street
outreach
workers
that
are
gonna
be
out
there.
We're
calling
ourselves
bold
outreach
because,
after
it
got
out
that
all
the
Super
Bowl
volunteers
got
to
have
a
straight
swag
that
won't
reach
workers
said
to
me:
Beth,
we
at
least
least
need
a
hat,
so
we're
calling
our
team
bold
outreach
and
we
will
be
out
in
North,
Minneapolis
downtown
south
Minneapolis,
st.
Paul
Bloomington,
some
of
the
suburbs
between
the
hours
of
11:00
a.m.
S
to
5:00
a.m.
the
next
morning.
We
are
coordinated
so
we're
not
duplicating
any
services
and
we'll
be
targeting
youth
and
adult
victims
and
survivors
of
trafficking
and
helping
them
get
connected
in
with
services
for
the
Lynx
juveniles.
Supervision
Center
downstairs
here
we're
adding
additional
staff
and
then
that
obviously,
is
open
to
not
just
sex
trafficked
youth,
but
also
any
juvenile
victim
earth.
Sorry,
juvenile
person
under
the
age
of
18,
that's
done
a
low
level
or
status
offense
or
felony
car
theft.
S
We
also
like
I,
said,
have
support
for
added
staff
support
for
victims
that
are
referred
by
law
enforcement.
We
want
to
make
sure
we
can
meet
the
needs
of
Sergeant,
Schneider
and
all
of
their
team,
so
we
have
some
additional
staffing
available
through
all
the
service
providers.
Sorry
I'm,
trying
to
fast
cause
I,
know
you've
been
through
a
lot
today
and
then
also
additional
drop-in
center.
S
So
what's
really
great
again
we're
building
on
what's
already
out
there
and
just
increasing
the
hours,
so
the
miners
are
victims
of
trafficking
will
be
obviously
sent
to
or
referred
to,
the
links
juvenile
supervision
center.
One
of
our
great
partners
Youthlink,
who
specializes
in
older
you
with
18
to
24
year
olds,
they're
opening
up
their
drop-in
center
24
hours
a
day
for
18
to
24
girls
who
have
been
exploited
adults.
S
What
we're
very
excited
about
is
we
haven't
we've
kind
of
had
a
gap
for
adults
in
terms
of
drop-in,
centers
and
shelter,
and
so
not
that
we
have
enough
for
youth
either.
But
there's
been
a
severe
gap
for
adults,
so
breaking
free
is
opening
up
15
emergency
shelter
beds
in
Saint
Paul
over
on
University
and
they're,
also
opening
up
a
24/7
drop-in
center
source,
which
is
a
partner
that
will
be
actually
co-located
at
Hope.
Community
Church
right
downtown
here
is
opening
up
a
drop-in
center
from
10:00
a.m.
to
6:00
p.m.
S
as
well
as
10
additional
shelter
beds
for
adult
victims
and
what
I
will
see
is
breaking
free
and
the
in
source
are
open
for
female
identified
victims.
The
link
and
you
think,
are
open
for
any
gender
identity
additional
emergency
shelter
beds.
We
are
at
the
link
currently
working
around
the
clock
to
get
our
beds
up
from
6
beds
to
12
beds,
which
is
great
so
we'll
have
those
up
by
the
20
step
through
the
27th
through
the
5th
Britney's
place
in
st.
S
Last
but
not
least,
the
the
Super
Bowl
has
brought
this
unprecedented
awareness.
I
have
never
had
so
many
media
requests.
Training
requests
it's
for
not
just
me,
but
our
entire
field
and
what's
wonderful,
is
it's
bringing
an
awareness
to
the
issue
that
we
would
have
never
as
a
non-profit
seen,
and
so
we're
really
happy
about
that,
and
hopefully
we'll
be
able
to
help
a
lot
more
youth.
One
of
the
other
things
that
happened
as
a
great
thing
was
that,
like
I
said,
the
youth
are
the
link
as
the
youth
and
adult
lead.
S
So
we
have
a
survivor
advisory
committee
made
up
of
youth
between
the
ages
of
14
and
21,
who
have
been
sex
trafficked
that
designed
all
of
our
programs
for
trafficked
youth,
and
they
said
about
a
year
and
a
half
ago
to
me
Beth.
We
want
to
do
something
to
help
prevent
our
peers,
our
younger
selves,
from
ever
getting
trafficked
in
the
first
place.
What
can
we
do?
I
said?
S
Well,
let's
try
to
write
a
grant
to
the
Women's
Foundation,
because
they're
always
supportive
of
this
work,
which
is
wonderful,
and
so
we
did
that
and
we
partnered
with
knack
those
youth
partnered
with
knack
to
develop
a
prevention
campaign
that
they
wrote
in
language
that
speaks
to
them
and
so
I'm
actually
really
happy.
If
it's
okay
to
show
you
a
30-second
video
clip
of
this-
and
this
got
picked
up
by
the
NFL
host
committee
and
the
NFL
gods
that
be
as
one
of
their
anti-trafficking
prevention
messages
for
the
Super
Bowl.
S
C
S
Okay,
so
with
that
I
just
want
to
thank
you
all
so
much
for
your
support
of
both
youth
and
adults
who
have
been
exploited
or,
if
experienced,
trafficking,
and
we
know
that
you
have
a
million
issues
before
you.
So
I
appreciate
so
much
the
time
to
come
here
today
and
to
speak
before
you.
So
thank
you
very
much
appreciate
it.
A
Alrighty,
thank
you.
So
if
there's
any
questions
up,
please
feel
free
to
log
into
the
speaker.
Management
I
did
have
a
couple
of
questions
and
I'm
not
quite
sure
if
this
would
be
for
mr.
Snyder
or
our
city
attorney,
but
in
general,
where
does
the
work
live
that
that
you
do
in
the
organizational
structure
of
MPD
like?
Do
you
work
for
a
specific
precinct
or
you
citywide?
Is
there
a
division
that
you
lead?
A
That
then
serves
the
entire,
maybe
city,
but
also
region,
because
it
sounds
like
there's
a
lot
of
a
very
sophisticated
network
of
sex
trafficking,
which
would
mean
then
we
would
need
also
a
very
sophisticated
network
to
address
it.
So
I'm
just
trying
to
figure
out
kind
of
where
you
live
in
the
organizational
structure
of
MPD
and
then
also.
A
What
is
the
relationship
that
you,
your
division
or
department
or
effort,
has
to
the
CRTs
to
the
you
know
like,
for
example,
in
the
third
Precinct
that
would
be
sergeant,
severance
and
I
know
he's
been
doing
a
lot
of
work
to
address
the
sex
trafficking
kind
of
like
at
the
grassroots
level
of,
like
you,
know
the
neighborhood
streets
and
the
commercial
corridors.
So
just
trying
to
understand
what
the
relationship
is
of
your
work,
because
you're
very
well
known
for
for
leading
this
work.
I
mean
a
lot
of
community
members.
A
Talk
about
you
being
a
really
good
resource
for
them,
and
and
your
success
rate
is
definitely
something
that
gets
championed
a
lot
and
in
conversations
around
this,
so
just
trying
to
understand
more
of
the
work
as
it
connects
to
the
other
other
precincts
and
the
CRTs,
and
then
also
just
what
do
you?
What
is
it
that
you
expect
will
be
the
impact
of
the
the
influx
of
all
these
folks
coming
in
with
a
higher
demand
into
the
commercial
corridors
like
West
Broadway.
A
Avenue
Cedar
Riverside
East
Lake
Street.
Do
we
foresee
that
everything
will
kind
of
stay
here
in
the
downtown
hotels
or
are
we
thinking
that
there's
going
to
be
just
more
activity
in
general,
all
over
the
city
around
you
know,
women
working
the
streets
and
and
pimps
kind
of
you
know
hanging
out
there
pushing
folks
out
into
doing
things.
Yeah.
R
Manager,
thank
you
for
those
questions.
So,
first
of
all,
organizationally
I
have
been
assigned
to
several
different
units
since
I
started,
doing
human
trafficking
work
most
recently,
I'm
embedded
in
the
sex
trafficking
unit,
I'm,
sorry,
Sex,
Crimes,
Unit
and
under
the
running
of
the
human
trafficking
team.
Last
year
we,
the
BCA
in
partnership
with
ourselves
and
with
st.
R
We
can,
you
know,
tweak
those
relationships
a
little
bit
so
to
answer
your
question
directly
right
now.
Human
trafficking
is
underneath
the
Sex
Crimes
Unit
under
the
special
crimes,
investigation,
division,
boy,
I,
apologize
I'm,
forgetting
your
second
question,
the
CRT
yeah.
So
thank
you
for
that
question.
That's
a
really
good
one,
madam
chair
too,
so
I've
always
looked
at
the
CRT
teams
as
as
a
real
potential
resource
for
us.
They
don't
answer,
obviously
to
me
they
answer
to
the
to
the
administration
and
the
inspectors
and
the
precincts
and
so
sort
of
our.
R
We
have
a
lot
of
communication
with
them
when
we
start
working,
street-level
trafficking
cases
I
think
that's
an
area
of
need
for
us
in
this
city
to
be
perfectly
straight
with
you.
I
think
I
have
every
bit
of
confidence
in
the
way
that
our
cert
teams
and
stuff
like
that
go
out
and
their
professionalism,
and
things
like
that,
but
I
feel
like
there
are
opportunities
there,
where
we
could
really
benefit
from
a
closer
relationship.
R
R
Man,
I'm
sure,
that's
a
great
question
to
thank
you
for
these,
and
actually
we
address
that
question
today
in
our
training
and
part
of
what
I
had
to
tell
our
whole
team
was
we
don't
really
know
what
exactly
to
expect.
We
do
expect
a
lot
of
hotel
based
trafficking
in
this
area,
about
90%
of
the
trafficking
that
happens
off
the
inner.
It
happens
in
hotels.
There
are
some
that
doesn't,
but
most
of
what
happens,
we
expect
the
Internet
to
be
the
big
sort
of
venue
were
a
lot
of
this
stuff.
R
We're
a
lot
of
these
relationships
are
going
to
start.
There
are
going
to
be
some
real
problems
for
people
that
are
coming
in
from
out
of
town
that
wasn't
the
same.
In
Houston,
for
example,
it
could
potentially
be
30
below
zero
here
in
Minnesota
and
so
that
outdoor
air
market
isn't
potentially
going
to
be
very
different.
I
have
been
working
closely
with
breaking
free
with
pride,
with
people
with
Youthlink
people
that
do
Street
outreach
and
sort
of
trying
to
head
that
off
and
come
up
with
a
strategy
of
how
we're
going
to
deal
with
that.
R
If
I
were
venturing,
a
guess,
I
would
say
that
most
of
what
will
happen
in
downtown
hotels
will
be
what
we
call
out
calls
what
that
means
that
people
victims
will
be
brought
to
the
hotels,
and
so
that's
part
of
why
we've
been
building
this
relationship
with
the
hospitality
industry,
because
that's
actually
quite
easy
to
detect,
as
opposed
to
people
where
they're
in
the
hotel
room
and
then
buyers
are
coming
to
them.
That
can
be
a
lot
more
difficult
to
detect,
and
so
that's
what
we
expect
in
Minneapolis.
R
But
that
also
is,
is
you
know,
you
know
the
whole
ring
suburbs
or
all
their
hotels
are
pretty
much
filled
up
at
this
point,
I
dealt
with
a
case
from
Eau
Claire.
Yesterday,
there's
they've
got
a
trafficking
conspiracy
that
showed
up
two
days
ago.
You
know
Claire,
and
so
that's
specifically
for
the
Superbowl
ad
seems
like
a
long
drive.
Doesn't
it
well
when
you
can't
get
a
hotel
any
closer
than
that?
That's
part
of
why
they're
there
so
thank.
H
You,
madam
chair,
thank
you
all
so
much
for
your
work,
my
questions
for
you
sergeant.
So
we've
talked
a
lot
about
victims
who
have
been
exploited
and
trafficked
I
in
my
work
of
working
with
young
folks
and
young
adults.
For
a
lot
of
you
know
a
lot
of
years,
I've
definitely
come
across
cases
of
young
adults
who
are
like.
R
Madam
chair
councilmember
Cunningham,
thank
you
for
that
question.
I
think
we
could
talk
for
hours
on
that,
because
it
connects
very
closely
into
the
worked
when
I
was
in
grad
school,
addressing
issues
of
sex,
working,
commercial
sex
and
things
like
that's,
not
a
lot
of
opinions
about
yeah,
but
I'm,
not
gonna,
share
here,
I!
Think
what
what
we
see
there
are
questions
that
I
am
not
fit
to
answer
about
people's
right
to
work
in
commerce
that
they
choose.
Frankly,
what
I'm?
R
So
I'm,
really
looking
at
that
I'm
really
looking
at
that
criminal
aspect
under
609
three
to
two
and
three
to
four
to
sort
of
direct
where
we
go
and
and
I
feel
strongly
that
when
people
get
to
a
point
where
and
I
think
many
people
do
where
they
start
out
doing
something.
They
feel
is
not
necessarily
going
to
be
exploitative
and
it
leads
there.
R
N
Yes
and
then
also
as
someone
who
spent
years
working
at
avenues
for
homeless,
youth
and
and
you
know,
really
appreciate
the
work
around
addressing
homelessness
and
some
of
the
exploitation
that
can
happen
around
especially
youth,
homelessness
and
so
I
know.
Often,
people
in
my
position
will
have
to
say
well
I'm
open
to
ideas
around
how
we
solve
issues
like
this,
but
I
just
want
to.
Let
you
know
that
I'm
not
just
only
open
to
ideas,
but
I
want
to
really
be
a
genuine
collaborator
in
topics
like
this.
A
All
right
so
I
don't
see
any
more
questions
in
the
speaker,
management
system
and
I
know
you
all
are
very
busy
and
have
spent
a
lot
of
time
here
with
us
today.
So
thank
you.
We
will
follow
up
with
you
on
this
very
important
topic,
I'm
sure
in
the
near
future,
in
the
in
the
months
that
come
and
as
we
talk
about
the
budget
as
well.