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From YouTube: September 12, 2019 Budget Committee
Description
Minneapolis Budget Committee Meeting
Police Department, Fire Department, City Attorney's Office
https://lims.minneapolismn.gov
A
Good
morning
welcome
to
our
regularly
scheduled
Budget
Committee,
where
we
are
about
to
start
hearing
all
of
the
departmental
reports
in
accordance
to
the
mayor's
proposed
budget.
With
me
today,
at
the
dais,
our
councilmembers
Lisa
Goodman,
Jeremy
Schrader
and
Philippe
Cunningham,
I'm,
Lenny,
Palmisano
and
I
chair
this
committee.
We
don't
have
quorum,
but
really.
The
purpose
of
this
is
a
full
vetting
of
the
mayor's
proposed
budget.
So,
at
the
end
of
these
sessions
we
typically
take
a
vote
to
receive
and
file.
A
If
we
cannot,
then
we
will
just
hold
that
until
the
next
budget
committee
session,
so
not
a
problem.
We
are
going
to
start
with
with
the
police
department.
We
also
have
fire
and
the
City
Attorney's
office
going
today.
So
let's
just
get
started
right
away.
Also
I'll
mention
councilmember,
Ellison
joined
us
and
invite
chief
arredondo
up
to
give
his
presentation
welcome.
B
A
You
I
should
also
say
welcome
to
all
of
the
other
people
behind
you
in
this
room.
There
are
many
of
them
and
I
just
will
point
out
that
previously
in
previous
administrations
of
the
police
department,
very
very
few
people
ever
came
before
a
council,
and
there
is
always
a
large
amount
of
people
here
in
this
room.
So
access
is
so
important
and
so
is
seeing
you're
all
faces.
So
thank
you
for
being
here
manager.
B
Thank
you
for
acknowledging
and
like
to
also
recognize
their
wonderful
leadership
team
that
is
present
with
us
today,
assistant
Chief,
Mike,
Jo's,
director,
Robin
Macpherson,
as
well
as
deputy
chief
art
night,
deputy
chief
Cathy,
wait
also,
deputy
chief
Eric
fors,
deputy
chief
Henry
Halverson.
We
have
commander
Travis
Calliope
here
and
Pio
director,
John
holder,
of
course
Natasha
Hansen.
So
as
we
begin
to
start
Madame
chair
committee,
members,
I
first
want
to
just
say
that
the
MPD
is
a
group
of
professional
and
dedicated
city
of
Minneapolis.
B
Employees
who
consist
of
both
are
sworn
and
civilian
team
members
working
in
service
and
on
behalf
of
those
who
live,
work
and
visit
in
our
great
city
do
trust,
accountability
and
professional
service.
The
MPD's
daily
goal
is
to
provide
for
the
public
safety
of
all
of
our
city
in
partnership
with
our
communities
by
building
procedural
justice
by
giving
those
we
serve
and
work
with
respect,
voice,
building,
trust
and
being
in
neutral
engagements.
A
A
C
Chair
council
members,
I'm
gonna
make
this
difficult
for
Natasha
and
actually
start
at
the
end.
Okay,
so
I
apologize,
Natasha
I
wanted
to
go
over
just
kind
of
the
total
current
service
level
instead
of
going
by
program
right
program
and
then
we'll
go
back
to
program.
The
current
service
level.
The
increase
from
2019
is
5.6
million
dollars
over
2018.
The
drivers
for
those
that
increase
is
a
payroll
rate
increase
of
approximately
2.8
percent,
a
benefit
increase.
C
That
was
primarily
due
to
the
increase
in
liability
costs
and
then
other
was
a
decrease
in
one-time
costs
for
final
four
for
last
from
last
year,
and
also
a
decrease
in
the
co
responder
program,
which
was
also
a
one-time
program
or
one-time
funding
offset
by
the
increase
in
the
body
base
for
this
year,
so
that
the
the
increases
year-over-year
were
pretty
simple.
So
when
you
look
at
the
individual
programs,
the
programs
there's
a
couple
of
changes
that
have
occurred.
C
One
I'm
going
to
point
out
I'm
not
going
to
go
through
each
one,
but
I'm
going
to
point
out
that
in
the
community
and
collaborative
engagement
there
was
an
air
less
you're
in
the
FTEs.
We
included
some
of
the
FTEs
that
should
have
been
in
investigations
unit,
so
the
actual
number
would
have
been
closer
to
the
72
number
that
it
is
this
year.
C
The
other
thing
that
we
change
during
the
year-
and
this
was
primarily
for
administrative
ease
plus
because
of
the
body
camera
being
now
pushed
out
to
all
the
sworn
was
the
way
that
we
are
currently
allocating
for
2020
on
us.
Primarily
internal
service
charges,
as
well
as
some
of
our
other
fees
across
the
entire
department
is
on
a
per
sworn
basis.
So
in
the
past
we
had
more
of
a
specific,
identifying
or
or
trying
to
make
at
least
a
rationale
on
which
department
got
how
much
and
it
was
inconsistent
again.
C
B
Investigations,
madam
chair
committee,
members
for
the
MPD's
proposed
budget
for
2020,
we'll
start
off
with
investigations,
and
while
the
general
public
places
an
understandable
focus
on
patrol
response,
investigations
is
critical
and
necessary
in
keeping
our
city
safe
and
holding
those
responsible
for
crimes
accountable.
While
we
also
build
trust
with
the
victims
and
survivors
of
crime,
the
proposed
budget
for
investigations
for
2020
the
request
is
for
three
investigators,
one
in
the
sexual
assault
unit
and
two
in
our
domestic
assault
unit
and
we're
also
asking
for
a
continuation
of
one
sexual
assault
advocate.
B
We
have
seen
that
our
advocates
are
doing
incredibly
invaluable,
competent
and
compassionate
and
supportive
advocacy
on
behalf
of
victims
and
survivors
the
need
for
investigators.
Also,
we
want
to
mention
that
technology
has
certainly
played
a
significant
role
over
the
past
few
years
and
investigations,
whether
that's
having
to
have
investigators
look
through
a
camera
footage
cell
phone
footage
body,
worn
camera
footage
to
help
aid
in
their
investigations
for
prosecutions.
B
I
will
also
say
that
there
is
research
out
there
that
shows
the
importance
of
investigations
and
how
that
impacts.
Community
trusts
the
Bureau
of
Justice
Statistics
studies
showed
back
in
2017
that
only
have
for
approximately
45%
of
violent
crime
is
reported
and
we
want
to
as
amputee.
We
want
to
provide
better
services
and
build
trust
with
our
communities,
so
that
may
see
an
increase
in
more
reports,
but
that
is
certainly
a
measure
that
we
ultimately
want
to
see,
and
so
that
is
the
MPD
request.
2024
investigations.
A
D
You,
madam
chair
Thank,
You
chief
I,
am
really
grateful
to
see
this
included
in
the
budget
because,
as
you
said,
this
really
impacts
public
trust.
If
we
are
able
to
deliver,
follow-up
calls
be
able
to
be
engaged
with
victims.
So
I
have
a
couple
of
questions.
The
first
is
how
many
investigators
and
advocates
are
in
the
crimes
against
children
unit.
B
E
F
D
F
If
you
want
to
build
that
trust
and
establish
it,
the
end
result
may
be
more
cases
as
well,
and
we
want
to
have
the
capacity
to
do
so.
But
I
will
immediately
check
with
something
and
get
back
with
you
on
that,
but
we
do
have
people
from
Hennepin
County
Child
Protection
that
work
hand
in
hand
with
our
crimes
against
children
investigators
directly
in
the
unit.
Thank.
D
You
so
much
for
that
information,
just
as
somebody
who
has
a
long
history
and
youth
work.
I
just
think.
It's
really
important
that
we're
really
supporting
kids,
we're
going
through
seriously
traumatic
incidents,
so
I'm
grateful
to
hear
that.
Thank
you
for
that,
and
then
domestic
violence,
as
some
of
us
know,
is
the
only
is
the
only
form
of
crime
that
has
been
consistently
going
up
year
after
year
after
year
across
the
entire
city,
so
I'm
curious
about
what
are
some
of
the
barriers.
D
This
is
for
whoever
and
what
are
some
of
the
barriers
to
domestic
violence
investigations
and
then
the
subsequent
prosecutions,
and
do
we
have
advocates
within
that
unit,
because
we
have
a
request
for
an
additional
advocate
within
sex
crimes,
but
I'm
just
curious
about
domestic
violence
as
well.
Domestic.
F
Violence
is
one
of
the
units
that
historically,
we've
had
one
of
the
better
models.
That
is
one
that
is
kind
of,
is
being
duplicated
within
sex
crimes
currently,
and
that
goes
with
our
partnership
with
the
city
attorney
because
of
the
the
misdemeanor
level.
Domestic
assaults,
which
are
a
very
large
portion
of
the
cases
that
come
in
there
are
two
advocates
that
for
domestic
assault,
that
work
directly
with
investigators
and
with
the
city
attorney
as
well.
F
The
victim
wants,
help
and
wants
to
report
it,
but
because
of
that
connection
by
the
time,
maybe
if
it's
over
a
weekend
by
the
time
a
detective
can
get
to
that
some.
There
may
be
some
tendency
to
either
want
to
protect
the
person,
because
there
is
a
bond
there
and-
and
we
want
to
be
able
to
gather
that
information
and
get
that
cooperation
and,
more
importantly,
get
them
connected
to
services
that
could
help
them
break
out
of
that
cycle
as
soon
as
possible.
F
A
G
You
Jeff
Palmisano
Thank,
You
chief,
yes,
so
we
got
a
really
good
presentation
in
public
safety
a
few
months
ago
about
the
sexual
assault,
investigations,
work
and
really
heard
a
lot
about
the
role
of
the
civilian
advocate
from
sexual
violence
center,
who
seems
to
be
getting
rave
reviews
from
people
if
needed,
to
report
crimes,
as
well
as
from
the
investigators
in
that
unit.
So
one
of
my
questions
is:
how
did
we
decide
on
sort
of
a
division
of
labor?
G
Obviously,
there's
there's
a
skill
set
in
terms
of
intake
and
in
terms
of
interacting
with
victims
in
a
compassionate
way.
They
really
draws
out
stories
and
then
there's
the
role
of
investigators
that
can
only
be
done
by
investigators.
My
question
is
sort
of
how
did
he
decide
that
an
additional
sworn
officer
and
an
investigator
role
was
the
right
investment
rather
than
more
of
the
civilian
advocates
who
seem
to
be
making
an
impact
in
people's
experience?
Can
you
talk
us
through
the
the
way
you
thought
about
that.
B
Madam
chair
and
I
customer-
that's
that's
a
great
question.
I
will
say
that,
prior
to
having
advocates
in
these
important
units,
we
were
probably
more
centered
on
trying
to
deal
with
the
case
volume
in
trying
to
get
cases
that
we
felt
that
we
could
successfully
prosecute
and
there
was
the
gap
with
the
the
victim
interaction
in
really
supporting
and
making
sure
those
victims
had
follow-up
services.
B
I
can
say
that
since
we've
added
the
advocates
and
I
will
tell
you
that,
particularly
for
a
sexual
assault
unit,
I
think
her
the
advocates
first
week
on
the
job
I
remember
getting
a
call
from
community
members
and
I
call
that
advocate
and
she
was
able
to
help
in
walk
a
victim
through
a
process
before
the
weekend
was
out
so
I
there's
definite
value
there,
but
I'll.
Let
the
deputy
chief
or
is
explain
kind
of
how
that
racial
of
where
that
split
comes
into
plays
there.
So.
F
But
there's
a
there's
a
lot
under
the
surface
that
aren't
being
reported
and-
and
some
of
that
is
because
of
that
barrier
of
trust.
With
that
volume
of
cases
coming
in
there's,
we
want
to
be
able
to
provide
both
avenues
to
people
and
for
some
people
having
that
connection
with
the
Advocate
is
always
a
good
thing.
F
Sometimes
the
criminal
justice
vehicle
isn't
the
best
way
to
get
or
we're
just
incapable
of
getting
the
answer
they
want,
but
the
Advocate
can
maybe
help
them
in
their
healing.
However,
sometimes
the
answer
lies
in
both
and
we
definitely
want
to
be
able
to
have
the
criminal
justice
alternative
as
well,
and
we
want
to
be
able
to
maintain
as.
F
Manageable,
a
level
of
caseload
sex
crimes
are
one
of
those
units
that
you're
gonna,
maintain
a
caseload
and
and
a
lot
of
the
detectives
carry
well
over
20
cases
continuously
because
they're,
not
just
current
cases,
they're
cases
that
may
go
back
to
last
year
and
because
of
Blink,
we
follow
up
or
follow
up
investigation.
So
when
we
see
the
number
of
cases
increase
in
coming
in
the
concern
is
that
the
capacity
for
assignment
of
cases
will
not
be
there
or
that
you'll
beat
that
point.
H
H
Morning,
the
community
navigators
we
have
approximately
of
running
for
our
african-american
community,
also
one
awesome,
Olli
community,
you
speaking
specifically
for
my
partner
violence
right
now.
That
navigator
goes
to
precincts
and
meet
with
officers
and
does
follow-up
cases
for
all
our
domestica
for
well,
some
domestic,
violent
cases
and
I'm
also
with
their
training
and
work
with
other
advocates
to
go
out
on
calls.
D
H
B
Madam
chair
committee,
members
I
just
also
wanted
to
follow
up
with
a
question
that
councilmember
Cunningham
raised
regarding
some
of
the
barriers,
and
one
certainly
I'd,
be
remiss
to
say
over
the
past
couple
of
years
with
a
lot
of
conversations
and
and
concerns
in
our
immigrant
undocumented
communities.
That
has
been
a
concern
that
I've
heard
from
advocacy
groups
to
specifically
that
we
may
be
seeing
more
under
reported
sexual
assaults
and
domestic
assaults
because
of
the
fear
again
of
government
and
deportations,
and
things
like
that.
C
Thank
you,
madam
chair
council
members,
the
automated
pawn
system,
APs
and
workforce
director
activities
is
currently
just
so
you
know
currently
captured
in
ours.
Our
police,
special
revenue
fund,
ApS
and
workforce
director
are
intellectual
properties
that
were
developed
15
to
20
years
ago,
and
the
automated
pawn
system
was
created
to
record
transactions
of
second-hand
property
sales
like
pawn
shops
in
response
to
state
statute
and
city
ordinances.
At
the
time
it
was
the
forefront
of
property
theft,
crime,
fighting
the
every
ApS
customer
pays
per
transaction
or
pays
for
a
query.
C
Workforce
director
was
developed
through
a
grant
again,
that's
an
intellectual
property
in
the
same
unit
and
it
was
developed
through
grant
for
our
time
and
scheduling
system
and
the
issue,
and
we
do
sell
those
services
as
well
and
that's
done
by
a
number
of
employees
who
are
using
the
system.
So
we
have
other
agencies
who
are
on
that
system.
Aps
we
have
pawnshops.
We
have
other
agencies
as
well
the
two
of
them
combined
because
they
really
haven't
been
kept
up
as
far
as
the
software
is
concerned.
C
So
the
issue
that
we're
facing
right
now
is
that
the
software
is
becoming
unsupported
and
we've
received
estimates
on
rewriting
the
software
and
putting
it
on
a
different
platform,
and
those
estimates
are
a
million
to
1.5
million
dollars.
So,
unfortunately,
we
are
also
losing
customers,
because,
first
of
all,
we
really
I
to
governances
that
we
should
not
be
in
the
business
of
selling
software.
Obviously,
but
we
are
losing
customers,
and
so
our
expenses
are
going
up.
Our
income
is
coming
down.
These
are
not
sustainable
programs
going
forward.
C
So
what
we
have
proposed
to
do,
with
both
I
to
governance
and
with
our
our
IT
department
is
start
looking
for
a
new
software
force
time
and
scheduling,
and
the
concern
is
that,
because
this,
especially
with
work
force
director,
is
no
longer
going
to
be
supported.
The
platforms
that
they're
on
we
have
a
risk.
If
something
happens,
it
would
be
substantially.
C
It
would
be
extremely
significantly
expensive
to
fix
at
that
time,
so
we
are
proposing
that
we
take
that
program
and
accelerate
it,
even
though
the
city
is
also
looking
at
some
of
the
HR
requirements
of
software.
So,
in
order
to
do
that,
we
we
feel
like
an
IT
agrees
with
this,
but
we
probably
have
about
a
year
and
a
half
time
period
in
which
we
can
do
this
before
we
really
run
a
major
risk
of
breakage.
C
So
the
the
ask
is
for
us
to
stop
having
customers,
because
we
want
to
decrease
the
liability
if
something
goes
on,
which
would
increase
our
loss
right
now,
we're
at
pretty
much
a
break-even
but
we're
starting
to
see
a
loss,
and
we
have
a
loss
for
this
here
going
forward.
So
we
want
to
cover
that
loss.
We
want
to
transfer
two
people
into
the
general
fund.
C
These
people
would
still
be
the
ones
who
are
working
on
time
and
scheduling
within
the
department,
and
then
we
also
want
to
look
into
a
new
software
package,
which
we
anticipate
will
be
something
between
200
and
250
thousand
dollars.
The
police
department
has
put
forth
fifty
thousand
dollars
for
the
RFP
and
testing
and
review
process,
and
we've
already
started
that
process
with
IT,
so
I
know
this
is
a
fairly
complicated
from
an
accounting
standpoint.
But
again
this
is.
C
G
C
I,
commander
clap.
You
may
need
to
answer
that,
but,
but
first
of
all,
the
city
is
actually
looking
at
a
new
time
scheduling
system
that
they're
going
to
be
incorporating
with
the
HR
project.
So
that
is
going
to
change
the
problem
that
ITC
is
and
that
we
see
and
which
is
the
problem
we
had
back
when
workforce
director
was
originally
initiated,
is
that
what
we
need
for
our
scheduling
system
is
vastly
different
than
what
the
majority
of
the
city
needs,
and
our
program
will
probably
be
slightly
more
expensive.
C
D
You,
madam
chair,
so
for
the
fourth
Precinct.
It
just
says:
Northside
two
officers
in
the
description.
It
says
it
brings
up
Broadway
and
lyndale
I'm
curious.
If
that
was
like.
So
does
that
mean
that
right
now
we're
trying
to
designate
two
officers
to
that
particular
beat,
or
is
it
that
one
role
is
definitely
designated
and
there's
a
potential
for
a
flexible
like
an
additional
beat
in
North
Minneapolis?
D
B
Chair
customer
Cunningham
I
think
when
we
were
looking
at
some
of
the
needs
of
the
fourth
Precinct.
Certainly
that
Broadway
Lyndell
corridor
was
one
mentioned.
I
may
refer
to
a
deputy
chief,
wait.
I
know
she's
had
conversations
with
inspector
pulsus
of
the
fourth
Precinct
too.
You
want
to
add
to
that.
I
Good
morning,
so
Broadway
and
lyndale
is
definitely
the
corridor
that
specific
area
where
we're
seeing
the
greatest
need
at
this
time,
there's
certainly
a
lot
of
businesses.
An
area
to
that
would
really
benefit
from
having
that
one-on-one
contact
with
beat
officers.
So
that
would
be
the
location
that
we'd
like
to
designate
them
to
I'm
keeping
in
mind.
I
D
You
I
just
had
some
challenges
with
it
being
with
us,
designating
just
resources
to
Broadway
a
lot
of
times.
When
we
talk
about
crime
and
safety.
What
we
see
is
that
we
just
don't
well
really
beyond
even
just
crime
and
safety.
We
don't
get
resources
north
of
Flowery
and
we
do
have
serious
challenges
like
the
Penn
Avenue
hotspot
is
one
of
the
hottest
hot
spots
in
the
city
and
along
that
corridor.
We
have
to
business
nodes
and
an
elementary
school
in
between
we.
J
D
Intense
problems
at
Penn
and
Lowry
between
the
set
up
there,
where
we
have
folks
who
have
various
substance,
abuse
issues,
we
have
gangs
who
are
participating
in
open-air
drug
market
and
people
doing
that
on.
We
have
a
park
there,
Cleveland
Park
and
also
Lucy
Laney
elementary
school
people
of
a
few
blocks
to
35th
and
Penn.
D
Laney
are
scared,
and
so
what
we
have
done
is
we've
set
up
this
really
dangerous
situation,
and
families
and
children
are
the
ones
who
are
getting
caught
in
the
middle,
and
so
we've
been
having
a
lot
of
gunfire
on
35th
and
Penn.
We've
been
having
a
lot
of
drug
busts
on
Penn
and
Lowry,
so
I
just
really
would
like
to
advocate
for
the
consideration
of
allocation
of
those
resources
north
of
Lowry.
As
well
sure,
thank
you
Thank.
I
B
J
You,
madam
chair,
and
thank
you
chief
from
two
council
members,
traitors
point.
I
would
strongly
advocate
for
officers,
beam,
concentrated
south
of
Lake
Street,
but
I'm
just
curious
to
understand
what
does
neighborhood
officer
outreach
officers
mean?
Are
these
offices
and
their
cars
are
they
out
on
the
street?
J
Are
they
me
you
I
know
you
would
emphasize
building
relationships
will
they
be
out
and
about
talking
to
business
owners,
meeting
business
owners
creating
that
that
type
of
relationship
walking
you
know
I
was
speaking
with
the
third
Precinct
inspector,
and
you
just
kind
of
explained
to
me
that
beat
officer
doesn't
necessarily
mean
walking
on
the
streets
anymore.
It's
a
different
ballgame,
so
on
I'm
trying
to
get
clarity
on
what's
what
this
means.
B
So
I
think
what
you
may
have
traditionally
referred
to
as
foot
beat
officers.
These
would
be
neighborhood
outreach
officers
and
they're
working
with
those
communities
to
help
build
collaborative
solutions
to
some
of
the
problems
that
they
may
be
facing
and
I
do
as
councilmember
Schrader
and
councillors.
President
Jenkins,
as
you
just
mentioned.
Yes,
we've
heard
that
there's
a
need
for
that
south
of
Lake
Street
oftentimes,
when
we
were
working
with
deputy
chief
wait
and
her
team.
Clearly
we
look
at
East
Philips
and
some
of
those
issues
around
there.
B
G
G
And
so
the
the
idea
here
is
that
these
would
be
in
the
30
of
the
70/30
formula,
and
that
means
that
a
more
senior
officer
couldn't
bump
somebody.
So
people
will
be
able
to
build
relationships
with
the
specific
officers
similar
to
what
we
had
with
Elliott
long
and
northeast
for
decades,
where
people
are
able
to
really
the
people
who
are
assigned
to
these
positions
are
able
to
have
some
stability
in
it,
where
they
can
really
learn
the
position
and
stay
in
a
stable
relationship
with
the
community.
B
Madam
chair,
a
customer,
Fletcher
you're,
absolutely
right
to
be.
We
really
want
these
officers
who
are
going
to
be
assigned
to
these
neighborhood
off
each
teams.
They
really
are
invested
in
those
those
communities,
those
neighborhoods,
and
so
they
are,
they
would
not
be.
Currently
they
were.
There
would
not
be
pitiable
positions.
G
G
Okay,
and
do
we
have
to
give
up
something
else?
That's
currently
taking
up
space
in
the
30
I
know
we
tried
to
get
beat
officers
for
the
first
Precinct
in
the
last
draft
and
it
didn't,
and
we
weren't
able
to
find
room
in
the
70/30
is
what
I
was
told
and
so
I'm
curious
how
we're
making
this
work
in
terms
of
the
contract.
G
We
can
only
have
30
percent
of
our
city
life
force,
be
in
non-medical
positions.
It's
my
understanding,
and
so
we
run
up
against
that
cap
pretty
consistently
and
I'm
wondering
if
we're
adding
eight
in
this
thirty
percent
category.
How
are
we
managing
that?
What
are
we
moving
out
of
a
bit
of
a
position.
L
Thank
you,
I'm
assistant,
Chief,
Mike
Jost.
Thanks
for
the
question,
councilman
Fletcher,
the
3070
split
is
what
you're
referencing
for
everyone's
that's
a
contract
language
and
it's
something
we
always
come
up
against
when
we're
doing
bidding
at
actually
in
a
couple
of
months,
and
we
do
have
to
compare
our
staffing
against
the
3070
split.
L
Just
to
be
simple
with
it.
30%
is
discretionary.
70%
is
our
911
response,
team
for
10-hour
shifts
and
the
precincts
debatable
biddable.
One
part
of
the
contract
that
has
never
been
pushed
and
never
been,
the
chief
has
never
exercised,
but
he
plans
to
exercise
moving
forward
is
that
in
the
3070
split
part
of
the
contract.
It
also
states
that
the
Chief
of
Police
has
the
authority
to
put
any
any
position
into
the
70.
As
that
he
chooses
so
moving
forward.
The
chief
plans
to
push
that
further.
L
It's
never
been
used,
but
the
exact
language
lies
in
the
contract.
So
as
we
move
into
this
bidding
process,
we're
working
hand
in
hand
with
our
labor
management
attorney
from
the
HR
to
make
sure
that
we
have
authority
to
put
people
into
that,
70
that
fit
within
the
contractual
language
and
the
chief
plans
to
add
some
to
the
70
this
year
that
have
been
in
historically
in
the
30.
So
that
will
help
us
and
allow
some
flexibility
with
these
beat
officers.
And
we
do.
L
We
have
moved
many
beat
officers
across
the
city
into
the
10
hour
shifts
and
allowed
bidding
for
those
which
automatically
puts
them
in
the
70
and
that's
kind
of
been
the
philosophy
for
the
last
few
years
and
we
kind
of
intend
to
go
down
that
path.
Continue
down
that
path.
It's
more
about
Personnel,
Management
and
holding
people
to
expectations
and
being
very
clear
with
your
officers,
what
the
expectations
and
that
role
is,
and
if
you
bid
it
then
hold
them
to
that
accountability.
And
that
has
worked
quite
well.
G
So
I
just
want
to
make
sure
that
I'm
clear.
So
is
your
read
of
the
Federation
contract
that
we
can
move
a
position?
We
can
declare
a
position
biddable
that
people
can't
bid
into
so
the
because
the
idea
of
a
neighborhood
outreach
officer
of
you
know
what
what
people
are
looking
for
is
that
kind
of
stability
is
the
ability
to
build
relationships
and
the
definition
of
biddable.
Is
that
someone
with
more
seniority
it
could
bid
for
a
position
and
bump
somebody
out
of
it
and
so
I'm
trying
to
figure
out?
How
are
we?
G
L
It's
it's
a
compromise,
both
ways
you
have
to
look
at.
We
will
obviously
still
have
positions
throughout
the
city
that
we
will
handpick,
who
the
beat
officers
are
you
take
the
juvenile
beat
and
Hennepin
Avenue.
Those
people
have
made
very
close
relationships
with
people,
so
it
would
not
make
sense
to
have
somebody
bump
them
out
of
that
position.
They
have
a
skill
set
that
we
need
there.
There
are
other
beat
opportunities
or
neighborhood
officer
opportunities.
L
That
officers
could
come
there
be
their
first
year
there
and
pick
up
the
relationship
building,
and
it's
actually
good
for
our
personnel
across
the
board
to
have
more
than
just
those
few
people
that
have
the
relationships.
When
you
think
about
North
Minneapolis
officers
have
stead
and
bars
the
neck
anywhere
I
go,
everybody
mentions
them,
that's
what
we
want,
but
I'd
like
to
spread
some
of
that
skillset
to
other
officers,
so
that
any
officer
that
shows
up
picks
up
a
little
bit
of
that
community
engagement
and
you
know
historically,
it's
always
been
well.
L
G
L
We
have
to
come
back
to
that
split
to
make
sure
we're
aligned
with
the
contract
every
year
and
the
numbers
change
every
year,
because,
depending
on
how
many
staff
you
have
you
know,
we
obviously
have
the
88
is
our
authorized
strength,
but
that's
not
what's
bidding
and
we're
bidding
somewhere
in
the
400
range
is
who's
actually
bidding.
So
you
have
to
look
at
what
your
personnel
numbers
are
at
the
time
of
the
bid
and
make
it
it's.
It
sometimes
comes
on.
L
The
tough
calls,
maybe
an
assignment
that
you'd
want
to
have
Monday
through
Friday
8
hour
shift.
You
have
to
go
I'm,
sorry,
but
it's
gonna
be
this
year
that
one's
gonna
be
a
four
day
a
week.
Ten-Hour
shift-
and
you
know
I
I
deal
with
all
the
inspectors,
and
now
I've,
thankfully
got
a
buffer
between
the
inspectors.
With
deputy
chief
wait
but
I
make
those
tough
calls,
and
you
know
we
Duke
it
out
a
little
bit
with
each
other,
but
you
know
that's
what
we
have
found
is
it's
better
for
the
workforce
as
a
whole.
L
B
Committee,
cheer
and
customer
cunningham,
so
neighborhood
director
patrols
can
actually
be
limited
in
scope.
So,
for
example,
if
the
second
Precinct
is
experiencing
a
pattern
of
issues
of
robberies
along
Central
Avenue
corridor,
the
inspector
may
want
to
focus
some
direct
patrols
through
the
inspectors
allotment
of
resources,
whether
they're
on
the
day
shift
the
mid
shift
or
the
night
shift,
so
that
can
be
kind
of
limited
in
scope
and
there's
ownership
for
a
limited
period
of
time
in
that
role
and
it
can
spread
throughout
the
spread
throughout
the
precinct
and
neighborhood
outreach
officers.
B
They
are
committed.
If,
for
example,
officers
have
said
more
Zanic,
they
have
a
committed
neighborhood,
that's
theirs,
they
own
it
throughout.
It
doesn't
matter
if
they're
experiencing
some
more
layers
of
challenges
and
inspect
repulses
brings
and
director
patrols
also
augment
that,
but
once
that
goes
away
for
the
director
patrols,
those
two
officers
as
a
neighborhood
offer
each
officers,
that's
their
they
own
that
they're
still
they're.
Still
there.
D
D
D
B
Chair
customer
Cunningham,
yes
you're
right,
so
we
we
have
a
certain
amount
of
personnel
and
we
encourage
our
folks
to
go
on
and
get
promoted
and
experience
other
opportunities
within
the
organization
and
when
they
do
are
successful
in
that
and
one
other
experiences.
Yes,
it
can
deplete
that
that
director
Patrol,
and
so
we
have
to
wait
till
we
can
have
enough
to
supplant
that
again.
So
you're
correct.
Yes,
yes,
council.
M
You
know
the
city
is
divided
up
into
13
Ward's
and
into
precincts,
and
everybody
worries
about
their
neighborhood
in
their
place,
and
so
people
will
be
wandering
some
who
really
won't
be
a
neighborhood
outreach
officer.
Why
didn't
I
get
one
I
mean
even
the
way
it's
presented
here.
The
North
situs
is
large.
East
Lake
Street
extends
a
long
way
when
you
read
down
into
it.
You
realize,
oh,
it
actually
doesn't
include
the
East
Lake
Street
that
I
know
and
represent
that
my
neighborhoods
are
concerned
about
it's
somewhere
else
and
makes
me
wonder.
M
Let's
say
things
change
dramatically
in
the
first
six
months
in
one
of
these
areas
and
all
of
a
sudden
there's
a
really
dramatic
change,
seven
blocks
away.
If
we
committed
in
our
budget
now
to
say
no
that
neighborhood
outreach
officers
restricted
to
there
or
not
or
if
we
move
somebody
and
the
councilmember
and
the
neighborhood
says.
M
Why
did
you
remove
our
neighborhood
outreach
officer
when
we
had
one
so
the
wisdom
in
politically
I
think
this
could
be
a
smart
way
to
do
it
and
you
could
look
at
who's
the
council
member
for
there
I'm
not
quite
sure
how
they
could.
You
know,
there's
strategic
reasons
why
you
might
want
to
identify
a
geographic
area,
but
it's
a
it's.
A
tricky
area
to
wade
into
I
would
suspect
from
the
managerial
point
of
view.
M
It
would
be
easier
to
say
we're
gonna,
add
eight
new
officers
at
this
level
or
rank
and
to
do
this
job,
and
then
you
have
discretion
about
where
they
end
up
getting
assigned
in
the
course
of
the
next
budget
year,
which
is
four
I
mean
we
can
respond
to
this
and
I'm
sure
you
guys
are
kind
of
getting
what
I'm
talking
about.
How
do
what
dangerous
territory
were
in
here,
but
I
also
see
how
it
kind
of
makes
sense,
but
I
think
it'll
be
really
important.
M
If
you
have
objective
criteria,
people
know
what
they
are
and
if
there's
a
protocol
and
a
process
for
how
you
would
move
an
officer
or
assign
an
officer
in
this
role
to
an
area,
everybody
should
know
what
that
is
really
clearly.
So
we're
not
open
to
thinking
there's
some
kind
of
shenanigans
going
on.
Madam.
B
Chair
comes
member,
Gordon,
I,
know,
I
appreciate
your
comment:
height
I
should
all
and
I'm
sure,
you're
aware
this
are
even
outreach.
Officers
would
operate
in
a
space
where
you
know,
there's
there's
no
force
field.
That
says
if
issues
are
occurring,
just
two
blocks
away
from
me
that
we
can't
get
engaged
with
with
what's
happening,
two
blocks
from
normally,
where
I'd
be
assigned
and
actually
even
other
precincts.
What
we
have
seen
sometimes,
is
it
on
the
borders
of
precincts
third
and
fifth
Precinct,
specifically
along
the
lake
Street
corridor.
B
There
may
be
issues
that
5th
precinct
is
experiencing
that
filters
into
the
third
Precinct,
and
we
would
expect
those
neighborhood
outreach
officers
to
make
contact
with
the
officers
who
are
working,
the
5th
precinct,
neighborhood
outreach
teams
and
work
collaboratively,
and
so
so
we
would
also
work
obviously
with
our
communities
who
are
nearby
block
club
associations,
business
owners
to
make
sure
I
mean
we
don't
want
an
officer
to
turn
the
blind
eye.
Just
because
well
is
two
blocks
out
of
my.
B
We
want
them
to
recognize,
identify
work
in
solutions
that
they
see
impending
problems
that
could
potentially
come
into
those
neighborhoods
to
be
flexible
to
be
adaptable,
I
think
it's
a
customer
Cunningham
mentioned.
We
certainly
know
that
there's
challenges
at
times
on
Broadway
Avenue
corridor,
but
we
also
know
pin
Abbot
in
quarters
faces
those
in
north
of
Broadway
and
so
we'd
really
want
to
work
with
the
inspectors,
the
neighborhood
associations
and
certainly
our
council
members.
If
there
obviously
you're
hearing
a
lot
from
your
constituencies,
we
want
to
make
sure
there's
some
adaptability
and
flexibility
in
that.
I
Madam
chair
council,
member
Gordon
I
have
to
tell
you
that
you're
you're
right
in
the
fact
that
we
we
would
never
want
to
just
focus
in
on
one
area
that
would
be
negligent
on
our
part
and
I
can
tell
you
having
been
a
beat
officer
on
West
Broadway
I,
didn't
necessarily
stay
on
West
Broadway.
When
incidents
were
occurring
off
the
block
that
we
were
very
well
aware
of
very
familiar
because
of
our
work
on
West
Broadway,
we
moved
off
that
West
Broadway.
I
We
moved
up
to
21st
and
certainly
up
to
Lowry
to
support
the
other
efforts
that
were
happening
in
those
blocks
working
very
closely
with
the
Neighborhood
Association
and
Business
Association.
There's
a
benefit
to
that.
If
we
assign
an
officer
to
all
of
East
Lake
Street
that
really
waters
down
our
approach
to
the
neighborhood
outreach
work
that
we
would
expect
of
an
officer
and
certainly
they're
gonna
be
flexible
and
they
are
gonna
be
able
to
move
around
from
time
to
time.
We
certainly
see
crime
patterns
evolve
in
shift.
I
I
M
Further
comment
before
I
lose
to
Florida
quilty
I
appreciate
all
that
the
piece
to
think
about,
then,
is
what's
the
criteria.
So
let's
say
everybody
around
38th
in
Chicago
thinks
that
they
need
a
neighborhood
outreach
officer.
I
think
we
need
to
be
thinking
about
what,
when
did
when
do
we
make
the
call?
How
do
we
make
the
decision?
When
does
it
make
sense?
You
don't
have
to
answer
it
now.
M
I,
don't
should
have
all
that
criteria
in
the
formula
out
there,
but
we're
gonna
have
to
have
an
objective
kind
of
way
to
say
no,
you
can't
have
one
now
you
go
and
Lobby
the
mayor
for
the
next
budget
or
whatever
it
is,
or
we
say
what,
if
it
reaches
this
level
or
we
see
these
ten
things,
then
we'll
we
might
be
in
a
position
to
try
to
make
that
decision.
I
think
that's!
That's
all
part
of
it.
Thanks
for
the
extra
time
absolutely.
E
You,
madam
chair
and
I,
think
this
is
a
good
follow
up,
so
I
guess
I
first
want
to
say:
I
do
agree
with
customer
Gordon's
points
about
creating
some
kind
of
quite
criteria
for
sort
of
a
place-based
intervention,
and
especially
because
so
much
of
the
work
of
the
department
is
collaborative
I.
Think
it's
helpful
to
understand
how
these
particular
kinds
of
officers
would
fit
into
other
work.
E
B
Madam
chair
council,
president
bender,
thank
you
for
your
question.
So
there
was
actually
a
time
in
the
MPD
when
our
largest
footprint
was
foot
or
traditionally
called
foot,
beat
officers
or
neighborhood
outreach
officers
and
there's
probably
stories
for
many
of
you
who,
probably
in
your
neighborhoods
growing
up
or
even
hearing
your
parents,
say.
We
remember
our
neighborhood
officer
by
name
maybe
at
the
schools
and
the
perps,
and
what
have
you,
as
the
cities
have
grown
and
as
police
departments
have
become
more
certainly
mobilized
to
take
on
the
volume
of
calls.
B
We've
become
in
many
ways,
just
so
reactionary,
responsive
through
9-1-1,
and
we
have
in
what,
certainly
in
in
terms
of
efficiency
and
responding
faster.
There
are
claims
that
we
probably
do
that
better
today
than
we
did
20
or
30
years
ago,
but
the
problem
that
we
are
experiencing
is
it
through
that
time
and
through
that
transition.
B
It
also
brings
us
closer
to
the
challenges
and
situations
out
there
that
are
occurring
and
we're
able
to
have
people
who
can
tell
us
real-time
what's
occurring,
but
also,
if
done
right,
that
should
help
lessen
call
loads
in
certain
neighborhoods.
If
those
officers
are
really
committed
and
invested
in
with
those
business
owners,
communities
residents
the
schools
in
the
areas,
we
can
collaboratively
help
to
try
to
solve
those
subproblems
before
they
become
bigger
problems.
And
so
that's
that's
the
goal
of
it
and
we've
even
obviously
heard
that
from
all
communities
throughout
the
entire
city.
B
E
You
know
kind
of
holistically
all
at
once,
or
do
we
hire
specialized
staff
to
do
a
particular
thing?
That
is
a
change
from
business
as
usual
and
in
the
past,
I
have
seen
good
success
with
hiring
particular
staff
to
identify
you
know
to
to
fill
a
role
that
is
about
changing
culture
or
changing
how
we
do
things
and
I
do
think
it
works
to
do
that
and
then
see
the
change
sort
of
permeate
throughout
the
culture
of
an
organization.
E
I
think
that
is
an
effective
strategy
for
system
change
within
a
city
department,
but
I
do
want
to
name
that
kind
of
balance,
which
is
you
know,
are
we
which
was
again
was
referenced
by
the
department.
Do
we
ask
you
know
how
are
we
transitioning
them
to
sort
of
the
assumption
that
everyone
is
really
doing
this
kind
of
work?
And
it's
coming
later
in
the
presentation,
but
I
think
about
that?
B
Specifically
to
your
specifically
to
your
point,
and
maybe
actually
call
him
lieutenant
Snyder
now
she's
promoted,
but
it
goes
back
to
what
we
were
saying
about.
We're
gonna
have
officers,
employees
who
get
promoted
and
who
move
on
to
different
assignments,
and
so
we
are
actually
trying
to
as
we
try
to
transform
the
department,
as
you
had
mentioned,
counts
president
bender,
and
we
see
that
across
all
sectors
of
the
city
Enterprise.
B
We
will
now
have
someone
else
coming
in
and
lieutenant
Snyder
really
passing
along
that
knowledge
history,
helping
to
build
those
relationships
as
well,
because
we
want
this
to
be
sustainable
and
long
lasting
long.
After
those
current
people
are
in
their
roles,
and
so
that's
how
we
want
to
truly
try
to
help
in
changing
the
culture
of
the
MPD.
A
Thank
you,
0.0
I
think
we
have
seven
more
change
items
to
go.
We
do
still
have
a
number
of
people
in
queue,
and
this
is
an
important
conversation
to
have.
It
seems
we're
interested
in
having
it
now,
which
is
great
originally
on
the
schedule.
Mpd
was
here
until
11:00,
and
then
we
had
30
minutes
for
that.
Each
of
the
next
two
departments.
G
Massive
fluctuation
that
happens
over
the
course
of
the
year
as
we
we
have
an
academy
class.
We
have
a
recruit
class
and
this
when
we
authorize
a
swarm
force,
it's
888
and
we
end
up
being
you
know
above
it
or
below
it
at
various
times,
and
we
were
down
quite
a
bit
in
August
by
more
than
the
14
sworn
that
are.
You
know
proposed
to
be
added
here
and
so
I
guess
you
know.
G
One
of
my
questions
is:
how
confident
can
we
can
we
be
that
these
officers
will
actually
be
assigned
to
this
role,
given
that,
in
a
lot
of
cases,
I
mean
if
you
have
a
shift
where
you've
got
a
couple
of
neighbourhood
outreach
officers?
But
then
you
also
have
two
people
on
parental
leave
and
somebody
goes
I.
Don't
medical
leave
you
weren't
expecting
and
three
people
retire
and
suddenly
you're
trying
to
figure
out?
How
do
we,
you
know
kind
of
in
fill
these
roles
and
we're
hearing
about.
G
My
question
is:
what's
the
commitment
to
these
neighborhood
outreach
officers
being
neighborhood
outreach
officers
either
when
the
rest
of
their
shift
is
really
short
in
their
precinct
or
when
this
role
ends
up
with
attrition
from
promotion
or
retirement
or
whatever
and
we're
competing
in
the
draft
infill?
You
know
kinds
of
roles
all
over
the
patrol
universe.
How?
B
If
we
were
to
hypothetically,
have
these
eight
ready
named
tomorrow,
we
would
have
to
they're
coming
from
somewhere
and
so
we'd
have
to,
and
typically
we
would
wait
till
after
those
folks
are
done
with
their
training
at
the
academy
and
actually
placed
on
a
shift,
and
so
so
yeah
they.
We
would
not
have
eight
bodies
falling
from
the
sky
to
just
put
right
in
those
roles.
B
Matters
such
as
you
mentioned,
FMLA
leave
and
all
of
these
things
they
certainly
all
factored
into
that,
and
so
we
we
certainly
want
to
have
a
projection
of
what
we
would
like
to
see
in
terms
of
that.
But
there
it's
it's
constant.
I
know
that
Assistant
Chief
Joseph
a
have
shared
with
you
kind
of
that
that
arcing
and
we
it
just-
and
this
is
by
the
way
this
has
predates
all
of
us-
that's
just
a
way
that
we've
always
typically
tended
to
to
look
at
our
staffing
needs,
and
so
I
think.
B
There's
been
some
great
conversation
that
has
come
forward
about
this
because
you're
right
it
doesn't.
We
know
that
there
are
no
absolutes,
no
guarantees,
but
we
should
be
trying
to
get
at
least
close
and
so
I'm
hopeful
that
these
conversations
that
we
have
with
all
of
our
elected
officials
regarding
this,
because
you
bring
up
a
very
good
point
and
particularly
talk
about
how
we've
been
account
holy
than
counting
folks
in
our
academies
into
these
numbers,
and
so
I
know
that
the
director
McPherson
assistant
chief
Joseph's,
been
a
lot
of
conversation
about
that.
B
I
would
feel
more
comfortable
if
we
could
come
to
more
clarity
about
what
numbers
are
we
actually
counting
I
would
be
a
lot
more,
probably
perhaps
more
confidence
in
and
these
numbers,
and
if
we
play
state
here
that
we
knew
we
had
bodies
to
immediately
supplant
them.
We're
not
there
today,
but
I
think
it's
an
absolute
important
conversation
to
have
yes,
I.
G
I
would
also
feel
a
lot
more
comfortable
in
in
thinking
about
funding
positions
like
this.
If
we
felt
confident
that
we
knew
they
could
be
used
that
way
and-
and
on
asking
this
in
the
context
of
knowing
that
neighborhood
outreach
officers
is
the
thing
that
people
feel
like
will
be
the
most
impactful,
and
certainly
the
thing
that
I
feel
like
would
be
the
most
impactful
I'm.
G
Supportive
of
that
and
I
think
there's
a
conversation
we
should
be
having
about
whether
the
money
that
we
spend
that
we
make
individual
bar
owners
spend
on
off-duty
officers
to
stand
in
front
of
their
bar
would
be
better
spent
funding,
collectively,
funding
more
FTEs
to
have
neighborhood
outreach
officers
specific
to
downtown
and
I.
You
know
I
think,
that's
a
conversation
we
should
be
having
in
the
long
run,
but
we
have
to.
G
We
would
have
to
know
that
we
could
actually
get
those
resources
dedicated
if
we
were
gonna
make
a
move
like
that,
and
so
I
think
there's
there's
opportunities
to
think
about
how
to
invest
in
the
department
in
a
way
that
smoothes
out
that
curve
and
I
almost
feel
like.
We
have
to
do
that
before
we
just
talk
about
adding
on
to
this
thing
that,
as
you
say,
you
know
long
predates
both
of
us.
It's
been
the
status
quo
for
forever
and
we
have
an
opportunity,
maybe
to
think
about
fixing
it.
N
You
my
chair,
I,
have
great
respect
for
everything.
Everyone
has
said.
I
will
say.
However,
the
fact
that
we
have
fluctuation
as
it
pertains
to
recruit
classes
is
more
proof
to
me
that
we
need
more
officers
and
a
lot
more
than
14.
In
my
opinion,
we
don't
ask
other
department
heads.
Are
you
really
telling
us
the
truth?
Can
you
imagine
if
Robin
Hutchinson
was
sitting
up
there?
She
said
we're
gonna
pave
this
number
of
miles
and
our
reaction
was
to
her.
Are.
N
It
feels
a
little
awkward
to
me.
I
will
say
sergeant.
Schneider
has
been
doing
a
lot
of
work
in
my
ward,
lieutenant
Snyder
and
he's
training
other
people
to
do
that.
Work,
I've,
seen
it
in
the
Loring
Park
neighborhood
and
I've,
seen
it
in
parts
of
Uptown,
I'm,
sure,
council,
president
bender
has
as
well.
He
doesn't
go
by
himself
anymore
because
he
is
trying
to
train
in
other
people,
and
I
have
great
respect
for
that.
N
If
this
was
if
this
neighborhood
out
reached
officers
was
directed
in
relation
to
how
much
we
supported
the
police
I'd
be
getting
a
lot
more
because
I'll
note,
half
of
my
ward,
is
in
the
fifth
Precinct
there's
been
a
massive
uptick
in
problems.
This
council,
president
bender,
will
tell
you
in
the
fifth
Precinct,
including
homeless,
encampments,
as
well
as
robberies
and
all
sorts
of
other
issues
and
no
beat
cops
are
suggested
in
the
fifth
precinct.
N
So
I
just
want
councilmember
Gordon
to
know
through
the
chair
that
I
don't
think
this
is
organized
based
on
how
much
you
support
the
police,
because
if
it
was
I'd,
be
getting
a
whole
lot
more
and
I
think
I
should
have
them
a
lot
more,
because
I
think
we
need
more
cops.
We
need
more
than
14
because,
if
we're
having
this
constant
rotation
of
people
in
training
more
than
25
to
40
down
when
we
start
at
the
beginning
of
the
year
and
I
think
that's
a
problem.
N
So
I
just
want
to
say
I
think
everyone
has.
Everyone
on
the
council
has
their
own
experiences
in
dealing
with
the
community
and
police
in
their
wards
and
I
respect
that
from
where
I
sit
representing
part
of
downtown
and
a
big
portion
of
the
city
that
staying
increases
in
crime.
I
think
these
neighborhood
are
reach.
Officers
are
a
drop
in
the
bucket
compared
to
what
is
any
at
this
point
in
time.
N
That's
something
to
think
about
lot
more
officers,
a
lot
less
people
here
we
are
20
years
later,
a
lot
more
people,
a
lot
less
officers
and,
quite
frankly,
a
lot
more
crime.
So
I
think
we
need
to
think
about
that.
Overall.
I'm
willing
to
you
know,
make
a
compromise
from
50
to
14,
but
I
think
14
is
probably
not
enough,
and
anyone
who
wants
to
work
with
me
to
figure
out
other
things
that
we
can
change
in
the
mayor's
budget
to
add
to
14
to
add
more
neighborhood
outreach
officers
I'm
there
for
it.
N
O
I,
thank
you.
Manager,
I
want
to
thank
the
chief
and
the
department
and
for
their
hard
work
and
I
trust
city.
You
know
our
councilmember
Goodman
said
I've
known
Ron,
dosis
I've,
been
on
the
council
and
I
trust
his
judgment
and
I'm
very
supportive
of
the
neighborhood
outreach
offices
and
the
reason
why
I
say
that
is
because
we
get
in
unlike
councilmember
Goodman
I'm,
getting
to
be
officers
in
my
ward
precinct,
one
Cedar
Riverside,
one
officer
in
Chicago
frankly,
and
the
reason
I'm
supportive
and
when
I
see
that
that
what.
O
Thank
you,
that's
a
bonus
as
well.
What
I
see
here
is
the
fact
is
in
Cedar,
Riverside
and
Chicago
Franklin.
You
know,
Chicago
Franklin
has
always
been
a
very
difficult
spot
in
in
our
Ward,
and
it
has
over
the
last
couple
of
years.
You
know
it
has
been,
you
know,
has
been
a
flow
in
terms
of
crime
and
the
last
12
months
has
been
very,
very
difficult.
We've
had
shootings
with
homicide,
we've
had,
you
know,
open
drug
trafficking.
We've
had
you
know,
praise
and
behavior
there.
O
O
You
know
a
lot
of
behavioral
issues
that
that
the
neighborhood
has
been
facing.
We've
got
for
the
first
time
in
couple
of
years
it
had
two
Somali
speaking
offices
and
they've
had
a
huge
impact
in
terms
of
confidence
and
change
of
perception
again
having
an
extra
being
officer.
There's
welcome
the
one
thing
I
want
to
talk
about.
Is
everybody
here?
You
know
I,
think
most
of
my
colleagues
here
support
Public
Safety
and
they
have
different
ideas
and
how
to
use
the
resources
of
taxpayers
money.
O
But
the
one
thing
that
I
can
testify
to
is
every
single
neighborhood
that
I
represent,
has
had
an
increase
in
perception
of
crime.
People
are
more
afraid,
even
neighborhoods,
that
you
would
have
you
know
in
election
times.
People
stand
up
and
say
you
know
we
don't
want
police
officers,
we
don't
want
this
they've
been
having
gatherings,
and
you
know,
there's
livability
issues
have
increased,
the
problems
have
increased.
You
know,
homes
have
been
broken
into.
People
are
unsafe
to
walk
around,
especially
in
Seward
eventual
village.
O
You
know
Phillips
West
I've
had
an
african-american
woman
who
testified
in
front
of
me
in
in
Phillips
West,
who
said
I
somebody
broke
into
my
house.
I
could
see
the
person
I
called
the
police,
while
I'm
screaming
I
like
to
see
the
person
I
took
that
50
minutes
to
come
because
of
her
screaming
of
shouting
they
never
to
run
away,
but
God
forbid.
O
If
that
person
came
through
the
door
and
those
kind
of
and
she's,
not
pro
police
she's,
not
anti
police,
she
just
wants
to
live
in
a
safe
environment
and
that's
what
I
see
all
the
time.
I've
never
seen.
People
call
me
and
say:
we
have
too
much
Public
Safety
Council
member
people
call
every
day
and
they
are
worried.
They're
worried
for
their
children,
their
word
for
the
environment
and
it's
very
difficult
to
live
in
Ward
six
right
now,
and
every
single
council
member
here
should
remember
that
Ted
city
was
in
Ward
six.
O
We
had
a
lot
of
people,
a
lot
of
homeless
people,
we
sheltered
the
whole
city's
homeless
encampment
in
our
backyard
and
people
were
afraid
and
that
hasn't
gone
away.
Yes,
the
Navigation
said
I
had
an
impact.
Yes,
we
moved
on,
but
still
if
you
go
Cedar
and
Franklin,
you
will
see
the
same.
You
know
number
of
people
standing
around,
you
know
helpless
and
our
homeowners
and
our
residents
are
afraid
so
I
do
support
like
Houston.
Wouldn't
the
council
ever
goodness
said
I
do
support
the
14
police
offices.
I.
O
Think
we
need
more
and
I
think
we
need
to
be
real
about.
What's
happened
in
our
city
as
well
and
to
actually
walk
down
the
street
and
see
what's
happening
in
our
city
and
as
somebody
who
lived
in
Ward
6
I
see
that
the
perception
of
violence
has
increased.
The
fear
has
increased
that
people
are
afraid
and
I
think
we
need
to
support
our
police
department.
Thank
You.
P
We've
also
seen
the
number
of
homeless,
increase,
statewide
and
I.
Think
that
that's
you
know,
I,
don't
know
that
we
can
please
herself
out
of
that
situation.
I'm
not
flatly
against
this
strategy,
but
there
were
a
few
things
that
came
to
mind
as
we
were,
as
we
wrap
here.
Listen
to
this
presentation,
which
is
one
of
the
one
of
the
concerns
that
I
have
kind
of
echoes
councillor,
Cunningham's
I,
know
typically
councillors
might
be
up
here,
advocating
you
know
that
they
get
more
of
these
being
officers
or
whatever.
P
P
A
business
that's
not
very
responsive,
a
business
that
doesn't
seem
all
that
concerned
with
May,
which
may
cry
foul,
but
doesn't
ultimately
seem
all
that
concerned
with
the
safety
issues
happening
along
the
corridor
and
so
on,
and
so
to
that
end
you
know
I
I,
guess
my
question
would
be:
how
are
we
going
to
ensure
that
we're
not
encouraging
businesses
to
put
all
that
risk
and
all
that
burden
on
to
officers
who
may
be
trying
to
alleviate
some
of
the
issues
that
are
happening
in
those
very
corridors?
Madam.
B
Chair
councilmember
ellison.
Thank
you
for
that
that
question,
because
that
is
real
and
I
will
tell
you
that,
as
chief
the
one
thing
that
will
earn
me
more
than
anything
else,
too
is
if
we
have
businesses
that
are
hiring
off-duty
Minneapolis
police
officers,
but
yet
causing
harm
to
their
communities.
I
will
work
with
regulatory
services,
licensing
and
those
precinct
inspectors
to
do
all
that
I
can
to
they
need
to
be
held
accountable
and
you
do
not
get
a
pass
by
having
someone
wearing
this
MPD
uniform.
B
While
you
are
operating
a
business
that
is
in
not
compliant
with
our
City
licensing
codes
and
requirements
and
causing
harm
to
our
to
our
communities,
and
so
when
we
have
problematic
businesses
like
that,
our
teams
are
meeting
every
week
working
with
Deputy
Chief,
wait
the
inspectors,
their
regulatory
services,
our
licensing
folks.
We
need
to
hold
those
folks
accountable,
but
I'm
very
reluctant
and
I
know
we're
gonna,
there's
a
large
conversation
we're
going
to
be
having
on
and
an
audit
actually
committee
on
our
off-duty
work
for
officers.
B
But
businesses
play
a
key
role
in
that
as
well,
and
they
have
to
make
sure
that
they're
upholding
the
standards
that
our
city
would
want.
They
have
to
be
operating
within
those
guidelines
and
I
do
not
want
someone
wearing
this
uniform
to
be
perceived
as
giving
them
a
pass
while
it's
causing
harm
to
their
neighborhoods
and
community
I
want.
A
I.
Think
the
the
kind
of
one
fundamental
agreement
that
I
have
had
in
conversations
with
MPD
leadership
with
even
the
Federation,
is
that
we
want
businesses
to.
We
want
businesses
to
be
safe.
The
requirement
should
be
that
they
are
running
a
safe
operation,
not
that
they
are
required
to
have
two
off-duty
officers
as
a
condition
of
their
business
license.
Now
that
in
the
past
is
a
way
that
we've
tried
to
get
to
safe,
but
we
want
to
take
another
look
at
that
and
see
how
we
could
do
things
a
little
bit
differently.
A
I'm
gonna
give
the
last
word
to
council
president
bender
and
then
we're
going
to
move
on,
because
we
do
technically
only
have
eight
more
minutes
allocated
for
police,
though
we
I'm
working
with
fire
and
the
county
at
the
City
Attorney's
Office
to
see
if
they
could
trim
or
want
to
move
to
another
day
for
their
presentations.
Council
president
thank.
E
You,
madam
chair,
I'm,
I,
guess
I'll
try
to
be
as
brief
as
possible.
I
I
really
want
to
highlight
and
thank
my
colleagues
who
serve
on
the
Public
Safety
Committee
for
really
the
really
depth
and
thoughtfulness
of
the
questions
that
we're
hearing.
You
I
think
we're
just
hitting
the
tip
of
the
iceberg
of
the
work
that
council
members
are
doing
to
really
dig
into
how
the
department
is
working
today
and
how
we
can
all
work
together
to
make
it
work
even
better
for
all
of
our
constituents
in
the
future.
E
I
wanted
to
address
a
couple
things
that
were
stated
because
I
think
we
actually
just
had
a
really
thoughtful
and
important
discussion
about
these
kinds
of
details,
but
and
I
don't
want
to
derail
that.
But
I
do
want
to
say
a
couple
things.
One
is
that
I
feel
that
is
my
job
as
a
city,
council,
member
and
I
think
there's
lots
of
evidence
that
the
council
holds
all
of
our
departments
to
a
high
standard.
E
Before
we
invested
400
million
dollars
in
the
public
works
departments
for
streets,
we
passed
the
Complete
Streets
policy
that
directed
the
department
to
completely
rethink
how
they
reconstruct
our
streets.
We
didn't
just
hand
them
four
hundred
million
dollars
to
do
business
as
usual.
We
required
them
to
change
their
practices
and
rethink
how
they
were
rebuilding
our
community
in
line
with
our
values
and
I.
Think
that
is
the
same
perspective
that
I
bring
to
the
conversation
about
police
investments.
The
budget
of
our
Police
Department
is
one
hundred
and
eighty
million
dollars
since
I
took
office.
E
We've
added
the
annual
budget
today
is
thirty
five
million
dollars
more
than
it
was
when
I
took
office.
So
any
sort
of
assertion
that
the
council
isn't
supporting
investments
in
our
Police
Department,
you
know
I
think
needs
to
reflect
the
reality
that
we've
made
millions
and
millions
of
dollars
of
investment.
That
includes
things
like
pensions.
That
includes
investments
like
body
cameras,
I,
think
were
important.
That
folks,
you
know
not
mean,
maybe
not
everyone
agrees.
E
Now
we
are
going
to
hear
from
our
Health
Department
that's
seeking
to
stop
lead
poisoning
for
children,
we're
going
to
hear
from
our
fire
department
that
is
working
to
save
lives,
we're
going
to
hear
from
our
building
inspectors
that
are
trying
to
keep
children
for
you
know,
living
and
safe
communities
and
safe
homes
and
I.
Think
that
is
the
context
that
it
is
literally
our
job
to
consider
when
we're
looking
at
any
department's
budget.
E
So
I
think
when
we
ask
questions
of
the
police
department,
we're
putting
them
on
the
same
footing
as
every
other
department
and
we
shouldn't
editorialize
against
our
you
know,
doing
our
jobs
and
I
really
appreciate
the
chief
and
all
of
the
department
leaders
for
coming
today
to
thoughtfully
answer
our
questions
and
to
have
a
really
great
conversation
that
demonstrates
I.
Think
the
department's
commitment
to
the
same
goals
and
values.
B
The
next
community
chair
councillors,
the
next
change
item
for
the
Minneapolis
Police
Department,
focuses
on
our
core
responder
program,
and
while
we
recognize
the
increasing
number
of
our
community
members
living
with
mental
illness
or
in
need
of
services
and
treatment,
our
core
responder
is
a
way
to
address
that.
So
when
people
struggle
in
this
area,
oftentimes,
the
MPD
are
called
to
respond,
and,
sadly,
for
too
many
years,
the
jail
or
the
hospital,
where
the
only
two
options
officers
had
to
try
to
resolve
the
situation.
B
However,
we
are.
Fortunately,
we
are
fortunate
today
that,
through
our
core
responder
program,
we
have
an
officer
in
a
county
mental
health,
professional,
providing
effective
and
compassionate
crisis
intervention
and
follow-up
with
the
goal
of
keeping
our
community
members
in
their
homes
with
the
dignity
and
respect
they
deserve.
I
also
want
to
give
thanks
to
deputy
chief
Wade,
who
has
really
led
this
from
its
creation
and
beginning,
and
thank
you
for
your
leadership
at
deputy
chief
wait.
B
B
The
next
change
item
is
to
increase
the
records
information
unit
by
one
FTA
II,
which
will
allow
for
a
quicker
turnaround
time
for
all
requesters.
The
expansion
will
also
enhance
community
trust
and
improve
department
transparency.
Over
the
past
several
years
we
have
seen
an
enormous
amount
of
our
records
requests
from
2013.
For
example,
there
was
66
thousand
records
information
data
requests
2018.
B
That
number
has
surged
to
over
two
hundred
thousand
the
records
unit.
Staffing
is
the
same
as
it
was
back
in
2008,
and
we
also
see
this
as
a
way
to
help
and
building
that
trust
when
people
are
making
these
requests
and
do
not
get
them
in
a
timely
manner
and
I
know.
This
has
been
a
conversation
you,
as
elected
officials,
have
have
heard
from
your
constituents
as
well,
and
so
the
change
requests
for
next
year's
budget
is
to
add
one
FTE
for
our
au
unit.
B
We
are
also
asking
for
a
civilian.
The
National,
integrated,
ballistics
information
network
or
ngayon
is
a
key
tool
that
helps
us
participate
in
the
federal
program
which
allows
our
crime
lab
access
to
equipment
to
their
national
database,
and
this
tool
is,
is
an
intelligence
tool
that
helps
identifies
and
links,
shooting
events
by
matching
discharged,
character,
education.
But
in
order
for
us
to
retain
this
ax
and
tonight
than
access
tonight,
then
the
program
requires
that
that
information
be
inputted
within
48
hours.
B
B
As
we
have
mentioned
earlier,
we
are
looking
at
and
we
talked
about
and
all
of
our
throughout
our
city,
we've
experienced
a
surgeon
in
homelessness
and
those
persons
experiencing
homelessness,
we're
looking
at
adding
one
additional
community
navigator.
The
position
would
align
itself
with
the
Minneapolis
2040
plan
to
improve
community
relations
by
allowing
them
to
further
enhance
community
outreach,
offer
victim
services
and
expand
communication
and
building
trust.
D
Violence,
great
so
I
definitely
recognize
the
need
for
additional
connections
around
homelessness.
I
also
just
want
to
advocate
and
bring
to
folks
attention
that
a
community
that
wasn't
named
is
the
mungs
Southeast
Asian
community
and
they
have
written
a
letter
requesting
for
City
Council
they've
asked
multiple
times
for
us
to
take
into
consideration,
helping
to
make
that
connection
between
MPD
and
the
Hmong
Southeast
Asian
community.
D
This
is
a
community
that
has
been
has
experienced
for
men,
tremendous
trauma
at
the
hands
of
previa,
the
previous
governments
that
that
they
that
they
lived
under
and
so
there's
a
huge
apprehension
and
distrust,
and
so
this
is
something
that
they
have
asked
me.
I
have
a
large
among
Southeast,
Asian
populace,
the
population
represented
in
my
ward
and
so
as
their
representative
I
just
want
to
make
sure
that
I
named
in
this
space
that
we've
names
pretty
much
the
least.
D
B
Chair
councilmember
Cunningham,
you
you're,
absolutely
right.
I
have
also
heard
from
our
large
Southeast
Asian.
The
community
leaders
who've
also
expressed
an
interest
in
this
position
as
well.
I
will
say
that
last
year
we
had
conversations
of
about
that
need,
and
so
I
will
certainly
speak
with
deputy
chief
Knight
and
others,
and
perhaps
yourself
as
well,
and
and
talk
further
as
we
go
down
this
course
for
the
budget.
Yeah.
B
B
This
would
help
the
MPD
respond
and
address
su
traffic
enforcement
equity
through
our
citywide
deployment,
of
whether
it's
traffic
complaints,
also
or
in
response
to
the
ongoing
construction
issues
that
many
of
you
have
experienced
and
how
that
has
put
an
imprint
in
your
local
neighborhoods
and
streets.
We
have
also
seen
obviously
pedestrian
bicycle
safety.
We've
seen
more
accidents
as
it
relates
to
that.
This
would
also
be
in
line
and
work
cooperatively
with
our
city's
vision,
zero
to
eliminate
and
reduce
traffic
fatality
deaths
and
injuries
with
our
pedestrians
and
bicyclists.
D
D
There
is
no
regard
for
life
when,
when
there
are
some
people
who
are
behind
the
wheel,
the
way
that
I
see
it
is
that
if
we
are
enforcing
cars
that
are
parked,
we
should
be
enforcing
cars
that
are
driving
super
fast
through
red
lights.
I
would
say
that
within
the
fatal
crashes
that
that's
disproportionately
represented
in
Ward
4
and
we
I
mean
I
would
say
probably
every
week
we
have
at
least
one
serious
car
accident-
that's
happening
not
only
through
the
major
thoroughfares,
but
also
on
the
neighborhood
road.
D
So
you
know
looking
at
like
36th
and
Morgan.
You
know
like
we
have
pretty
very,
very
serious
car
accidents
and
fatalities,
so
I
very
much
so
strongly
support
reestablishing
this.
This
division,
the
there
there
are
a
couple
things
that
I'm
curious
about
what
was
the
previous
staffing
level
when
this
division
was
dissolved.
B
L
I'll
estimate,
but
it
has
gone
through
a
couple
of
renditions.
The
unit
went
up
and
it
went
down
and
it's
gone
back
and
forth.
Its
had
two
shifts.
It's
at
one
shift:
it's
at
you
know
days
and
nights,
and
it's
had
supervisors
on
both.
It's
gone
through
a
lot
of
renditions.
There
was
a
period
back
in
the
mid
2000s
where
there
was
a
thought
process
that
by
adding
to
the
traffic
unit,
we
could
actually
reduce
our
budget
by
writing
massive
citations
and
and
the
revenue
would
return
and
pay
for
officers.
L
So
additional
ten
officers
were
added
there
at
one
point
and
then
that
turned
out
to
not
be
the
case.
You
know
citation
and
Plus
that
was
a
real
barrier
between
us
and
a
community
to
despoil
write
citations
and
the
the
the
goal
of
a
traffic
unit
is
to
prevent
accidents
and
to
reduce
the
danger
to
the
public
and
not
to
be
a
revenue
new
builder.
So
that
was
I
think
that
was
a
failed
experiment,
but
the
unit
did
expand
to
over
20
officers
at
that
time,
and
that
was
back
in
again
the
mid
2000.
L
So
then,
at
some
point
it
was
reduced
to
around
ten
officers
and
then
a
previous
administration
really
wanted
to
head
down
the
path
of
PD
engagement
and
the
traffic
was
the
unit
was
dissolved
as
completely
daunted
to
simply
handling
accident
investigations
and
each
of
the
precincts
kind
of
picked
up
with
one
or
two
officers
that
do
traffic
enforcement.
But
that's
a
you
know
there
are
usually
assigned
to
one
shift.
L
So
if
you're
assigned
a
day's
the
nights,
the
suppers,
if
you're
assigned
a
nights
and
days
suffers,
so
we
would
like
to
head
back
down
the
path
of
putting
officers
fully
dedicated
to
traffic
enforcement
because
they
kind
of
wrap
their
head
around
that
and
that
becomes
their
specialty
and
we
can
fit
them
within
the
seventy
of
our
bid
process
by
making
it
a
bid
position.
So
it's
it's
the
right
thing
to
do,
and
so
we
need
to
head
back
down
that
path.
But
you
know
this
would
be
a
beginning.
L
D
Thank
you,
follow-up
question
is
three:
is
not
a
lot,
so
how
do
we
imagine
those
resources
being
deployed
and
also
where
would
it
live
like
with
a
with
one
of
the
three
be
a
supervisor
or
would
that
be
under
the
current
existing
traffic
investigations?
How
and
then
with
the
three
would
they
be
concentrated
in
areas
that
have
challenges
with
road
safety,
or
will
that
be
like
the
three
precincts
that
have
them
like?
How
will
these
resources
actually
be
deployed?
Madam.
B
Chair
councilmember,
Cunningham
I
see
them
currently
working
in
collaboration
with
the
current
investigative
accident
investigations.
Teams
I
would
rely
upon
DC
wait
two
to
look
at
where
the
need
is
in
terms
of
throughout
the
city.
Clearly,
as
you
stated,
I
think
the
last
statistics
I
had
seen
the
North's
site
accounted
for
it
almost
half
of
all
traffic
injuries,
fatalities,
pedestrian
and
vehicle.
So
clearly
they
think
they
look
at
citywide
where
some
of
that
need
of
enforcement
is.
It
may
also
shift
depending
upon
their
their
hours.
B
I
think
they
would
look
at
times
a
day
and
and
work
with
those
precincts
as
well.
I
would
really
rely
upon
DC
way
to
work
with
those
teams
and
see
where
they
can
do
their
best
service
in
terms
of
the
number
of
officers
they
have
throughout
the
city.
Looking
at
traffic
investigation
statistics
and
times
of
a
busiest
intersections
where
we're
seeing
issues
and
so
yeah
great.
D
Just
heard
that
this
is
just
the
beginning
right,
we,
the
ideal
staffing
level,
is
10.
So
how
are
you
or
what
do
you
need
in
order
to
be
supported
with
deploying
this
these
resources
in
reestablishing
this
division
in
a
way
that
does
not
exasperate
these
challenges,
because
although
the
north
side
makes
up
50%
and
we
need
more
enforcement,
if
we
deploy
all
three
they're,
not
a
good
look,
so
so
I'm
curious
as
to
how?
How
do
we
roll
this
new?
Well
reestablishing
this
division
in
a
way
that
doesn't
exasperate
racial
disparities?
Yes,
madam.
B
B
I
know
that
we
will
have
some
results
coming
out
next
month
that
we'll
be
sharing
and
we'll
be
trying
to
build
from
that,
because
we
don't
want
our
our
good
intentions
to
lead
to
negative
consequences
and
outcomes
for
our
community
and
certainly
the
the
conversation
about
racial
disparities
and
traffic
stops
has
been
discussed
here
in
this
chamber
as
well
as
and
I've
been
engaged
with
other
communities
as
it
relates
to
that.
So
we
want
to
continue
to
learn.
B
A
Going
to
also
point
my
colleagues
to
the
vision,
0
discussion
happening
in
transportation,
Public
Works
next
week
as
to
how
these
departments
work
together
on
achieving
his
vision,
0
as
an
initiative,
we
have
three
more
people
in
queue
and
then
I
know
you
still
have
two
more
change
items
and
the
fire
department
is
outside
ready
to
jump
in.
Please
don't
close
out
the
slide
deck,
because
I
think
they're,
just
next
councilmembers,
Schrader
and
then
bender
and
then
Fletcher.
Thank.
K
You,
madam
chair,
a
lot
of
my
questions
were
answered
by
councilmember.
Cunningham
I
also
want
to
thank
you
for
this.
You
know
my
district
straddles
35w.
It's
been
an
issue
and
I
think
one
thing
and
then
I
appreciate
WTV
Joe's,
talking
a
little
bit
more
depth
about
where
the
Traffic
Unit
has
gone.
My
constituents
think,
if
you
add
some
more
units,
he'd,
be
making
Bank
down
in
Ward
11
and
would
be
able
to
pay
for
more
officers
and
in
talking
with
officers
down
there
that
were
formerly
on
the
traffic
unit.
K
K
B
B
L
For
the
question
councilman
that
it
is
a
complex
issue
and
what
was
discovered
when
we
thought
that
if
you
wrote
different
citations-
and
you
know,
there's
different
rates
of
citations
or
for
different
a
seat
belt
might
be
a
$25
fine.
But
then
a
loud
party
ticket
could
be
as
much
as
$700
I
mean.
There's
all
these
different
rates,
and
the
assumption
was
that
if
you
wrote
a
bunch
of
tickets
that
you
would
see
an
increase
in
revenue,
but
what
really
happens
is
the
court
costs
go
up
with
the
value
of
the
ticket?
L
So
it's
a
it's
a
basically
the
same
scale.
So
as
the
price
of
a
ticket
goes
up,
we
pay
more
to
the
county
and
it
doesn't
increase
quite
as
much
to
the
city
as
we
thought
it
would.
But
still
that's
you
know.
We
feel
that
that's
not
the
the
philosophy
we
should
be
taking
it's
a
public
safety
direction
is
where
we
should
be
going
and
not
looking
at.
L
How
do
we,
you
know,
generate
funds
to
pay
for
more
officers
to
do
the
same
thing
and
then
kind
of
build,
but
so
I
mean
we're
really
asking
to
just
fund
officers
for
the
purpose
of
public
safety
and
I.
Do
appreciate
councilmember
Cunningham,
you
speaking
to
the
different
precincts,
because
I
don't
see
Andrew
Johnson
in
the
room,
but
I
guarantee
you.
L
L
A
E
You
manager
I'll
be
brief
in
the
interest
of
time.
I
just
want
to
waste
some
pretty
significant
concern
with
this
proposal,
along
with
the
unresolved
issues
in
our
union
contract.
This
is
probably
the
piece
of
the
proposed
budget
that
I
have
the
most
concerns
and
questions
about.
I,
don't
think
there
are
small
details,
number
one.
We
know
from
the
experience
in
our
city,
but
across
the
country
that
it's
very
difficult
to
police.
E
Your
way
out
of
traffic
safety
problems
and
your
roads
are
designed
for
speeding
and
we
have
great
work
happening
in
the
Public
Works
Department
on
vision,
zero
and
our
transportation
action
plan.
But
you
know
our
four
lean
arterioles
across
the
city
are
designed
in
a
way
that
we
know
is
unsafe
and
so
adding
three
traffic
officers
to
enforce
unsafe
roads.
I
think
there
are
a
lot
of
questions
about
the
effectiveness
of
that
budget.
Investment
versus
investing
in
safer
streets
I
do
think.
Enforcement
is
an
important
part
of
vision,
zero.
E
But
we
know
again
from
the
experience
of
other
cities
that
it
is
again
not
a
small
detail
that
traffic
enforcement
also
leads
to
higher
racial
filing,
and
that
is
that
is.
The
case
has
been
the
case
here
and
in
other
cities,
and
it
often
undermines
the
overall
effort
around
vision,
zero
to
reduce
and
eliminate
traffic
deaths.
So
I'll
follow
up
again
in
the
interest
of
time,
but
I
don't
think
these
are
small
details.
B
B
Funding
in
2020
will
be
used
to
maintain
15
cameras,
15
cameras
also
I
should
say
that
many
of
these
cameras
are
monitored
at
our
OTF
and
at
the
precincts
there
are
oftentimes
neighborhood
requests
for
our
cameras,
some
often
donate,
or
look
for
grant
funding
to
provide
for
cameras
in
their
neighborhoods
to
be
used
as
a
deterrent
or
as
an
investigatory
tool.
So
this
funding
will
fix
or
replace
those
15,
and
this
is
an
ongoing
cost
to
keep
the
system
up-to-date
and
working.
Oh
I'm,
sorry,
there's
two
more
Oh.
D
B
Madam
chair
customers,
the
last
item
here,
our
in
squad,
mobile
video
recorders,
the
MPD
MV
ours,
are
near
the
end
of
the
life
and
no
longer
supported
by
the
manufacturer.
Funding
will
support
equipment
replacements
over
five
years
at
40
cameras
per
year,
and
this
is
related
to
storage
costs,
which
increases,
as
those
cameras
are
replaced.
A
new
MV.
A
F
Wanted
to
for
council
member
Cunningham
had
a
question
regarding
the
crimes
against
children.
You,
and
it
is
six
investigators
that
are
assigned,
and
we
have
two
social
workers
from
Hennepin
County
Child
Protection
that
are
assigned
to
the
unit
as
well.
They
wanted
to
keep
them
at
those
firm
answers.
Six.
A
Q
Q
Q
Would
love
to
do
that
if
I
could
I
like
toys
of
glory,
so
just
like
should
meet
Minneapolis,
because
that's
what
we
land
I?
Look
it
so
many
apps
kind
of
looks
like,
but
why
don't
you
say
that
up
front,
but
my
left
will
push
my
right.
I
got
my
finance
director,
Luke
Scott
Ely
and
here
to
my
left,
ray
Cruz
he's
the
assistant
chief
of
operations
to
his
left,
Dave
Amberleigh.
She
was
a
deputy
chief
of
furnace
medical
services.
He
had
Roni
Rutgers,
a
deputy
chief
of
administration
in
our
office
to
her
left.
Q
Q
You're
welcome
a
brief,
departmental
review.
You
can
see
in
the
org
chart
and
the
second
page
is
your
chart
of
how
we're
pretty
much
structured
by
some
of
the
folks
that
are
here
there
along
the
top
line
in
those
boxes
and
we
kind
of
waterfall
down
underneath
that
so
there's
a
lot
of
people
involved
today
we're
at
420
firefighters,
which
is
one
firefighter
over
our
authorized.
We
do
expect
a
bunch
of
attrition
next
few
months,
but
we've
been
maintaining
our
right.
The
authorized
level
of
our
personnel,
who
we
are.
What
do
we
do?
Q
You
know
Minneapolis
in
McKee,
has
you
know
called
that
profession,
which
is
a
very
diverse,
collective
personalities
and
shared
values
of
its
employees,
integrity,
compassion,
service,
honesty
and
stewardship.
These
evaders
set
set
the
standard
by
which
we
perform
our
duties
and
achieve
our
goals
to
meet
and
exceed
the
expectations
of
of
those
we
serve,
and
that
that
is
very,
very
important
to
us.
I'm,
proud
of
our
firefighters
that
have
I'm
proud
of
the
job
that
you
do
and
the
commitment
dedication
they
continually
demonstrate
through
the
city
Minneapolis
current
service
level.
Q
In
for
2019,
we
still
have
the
same
programs
that
we
handle
over
the
last
few
budget
cycles,
fire
suppression,
training
and
recruitment,
and
community
Risk,
Reduction
and
community
outreach
for
the
2019
adopt
the
budget.
We
had
69
million
three
hundred
and
thirty
one
thousand
dollars,
and
we
had
ten
thousand
dollars
that
was
in
donations
in
2019
for
2020.
Q
Change
items
we
only
have
to
change
items.
One
of
them
is
our
protective
gear.
Our
protective
equipment
that
Eden
Samba
includes
fire
coat
fire
pants
hoods
gloves
boots,
that's
pretty
much
an
entire
ensemble,
but
this
particular
speaks
to
the
coat
and
pants
of
our
our
turnout
gear.
We
call
it
in
the
fire
department.
Q
It
is
governed
by
a
stand
national
standard
that
states
that
after
ten
years,
we
have
to
get
rid
of
our
turnout
gear,
so
it
quite
frankly,
a
lot
of
our
gear,
probably
won't
last
ten
years
depending
who's
wearing
at
how
much
we
have
in
the
past
have
gone.
We've
had
one
time
funding
annually
for
turnout
gear.
We
are
required.
We
require
that
every
firefighter
has
two
sets.
We
are
not
quite
there
as
of
yet
what
we're
getting
close
to
make
this
ongoing.
Q
We
have
determined
that
it
will
take
and
ask
for
about
a
hundred
and
fifty
thousand
dollars
annually,
just
to
be
able
to
maintain
the
purchase
program.
We
have
to
maintain
the
replacement
program
for
two
sets
of
turnout
gear
for
all
of
our
firefighters.
At
this
point,
it's
a
challenging
standard.
I.
Q
Would
you
know
I'd
like
to
see
us
have
some?
We
just
changed
our
our
vendor
for
our
turnout
gear
I
would
like
to
see
them
consider
maybe
on
summer
gear
that
would
pass
a
a
tenures
test,
still
be
able
to
be
used
in
some
families,
some
way
or
form
or
fashion
I'm,
not
sure
that's
going
to
happen
as
right
now,
after
10
years,
we
have
to
grab
all
of
our
turn
our
gear
and
including
our
helmet.
So
it's
a
challenging
it's
a
challenging
standard
we
have
to
meet.
Q
Our
second
ask
is
$90,000
for
to
civilian
FTEs.
At
the
present
time,
we
have
a
total
of
seven
FTEs
on
the
department.
I
only
have
at
the
present
time
three
of
these
in
my
administration
or
offices.
This
would
be
for
one
position
before,
especially
our
health
and
safety
coordinator.
They
will
help
assist
deputy
chief,
Rucker
and
processing
all
the
work,
comp
tissues
and
firefighter
injuries
and
most
types
of
things
I
think
we
have
to
do
a
more
effective
job
of
coordinating
some
of
the
care
of
our
injured
firefighters
to
do
a
better
job.
Q
Let's
get
them
off
to
the
city,
physician
them.
They've
seen
their
own
physicians,
it's
get
them
taken
care
of
this
get
the
care
they
need.
Let's
get
him
back
to
work
and
try
to
minimize
the
impact
of
the
longer
and
lingering
work
comp
cost
to
keep
adding
up,
and
certainly
stressing
our
department
and
also
the
second
position,
would
be
officer.
Support
I
mean
an
office
support
position.
We
had
one
that
that
did
retiree
replacement
of
that
one
position,
I
should
say
to
add
one
more
position
to
our
office
support
staff.
Q
E
You,
madam
chair,
we
really
focus
on
change
items
and
our
budget
presentations,
which
makes
sense,
but
I
wanted
to
ask
about
a
previous
investment
that
council
has
made
on
the
career
pathways
program
in
the
fire
department
and
here
like
in
the
context
of
the
budget
presentation
very
briefly
how
it's
going
and
I
guess,
I'm
curious.
Why?
Why
have
to
expand
it?
This
year,
I'm.
Q
Proud
to
talk
about
our
EMS
Academy,
especially
that
program
at
present
time
we
that
we've
done
we
graduated
three
classes
from
our
EMS
Academy
of
those
three
classes.
We
now
have
29
graduates
of
that
program
on
our
department.
Most
of
those
classes
have
been
over
70
to
75%
persons
of
color,
actually,
probably
closer
to
probably
80
they've,
been
very
high.
We
are
continually
to
work
on
a
new
response
model
and
a
different
model.
Q
What
that
looks
like
we're,
continuing
work
with
partners
than
that,
and
we
are
continuing
to
move
forward
with
that
and
I
would
be
more
than
happy
to
have
an
offline
discussion.
Anyone
in
regard
to
talk
about
that
we're
going
to
continue
the
program.
It
is
extremely
extremely
successful.
There
are
some
challenges
of
that
program
with
with
some
of
the
young
adults
and
the
challenges
that
they
have,
but
creating
an
opportunity.
We
can
make
such
a
difference
in
their
lives
and
I
know.
Q
If
you
ask
the
20,
madam
graduate
on
the
fire
department,
now
I
know,
they
would
say
that
they
really
appreciate
the
opportunity
that
the
city
has
given
them
and
given
us
to
expand
that
program
to
create
opportunity
for
our
young
adults
in
the
city
who
may
not
have
may
have
given
up
on
and
I
have
hope.
And
now.
If
we
give
opportunity,
it's
amazing
what
we
can
probably
do
with
them.
So
thank.
E
You
this
is
a
department,
as
you
referenced,
that
as
we
look
forward
into
the
you
know
the
what
we
think
the
FTEs
and
that
the
floors
will
look
like
in
the
future.
There's
been
a
shift
and
then
in
the
needs
in
our
community
and
I.
Think
the
department
is
responding
to
that
I
know.
We
all
need,
though,
to
work
together
to
make
sure
that
were
planful
as
we
look
out
to
the
future
and
understand
what
kind
of
calls
are
getting
appreciate.
E
The
department's
full
in
involvement
in
the
9-1-1
study,
that's
happening
at
the
direction
of
cuts,
member
johnson
and
many
other
council
members
who
are
interested
in
that
work.
And
then
I
just
wanted
to
highlight
the
department's
role
in
responding
to
the
encampment
and
to
folks
who
are
living
out
generally
in
our
city
and
that
was
absorbed
in
the
department's
budget
existing
budget.
But
it
was
really
crucial,
a
critical
partnership
that
we
saw,
of
course,
last
summer,
but
I
think,
is
also
an
ongoing
piece
of
work.
The
department
is
doing
thank.
G
So
I
just
appreciate
all
the
good
work
and
there's
been
some
high-profile
things
in
my
work
with
worker
rescue
site
collapsed
and
some
things
like
that,
where
fires
done
just
absolutely
excellent
work,
so
I
just
want
to
thank
everybody
for
their
service
and
for
their
consistency,
so
that
we're
not
hearing
from
constituents
that
they're
concerned
about
response
times-
and
you
know
we're
hearing
great
things
about
the
department,
to
the
extent
that
we
hear
about
you
at
all,
and
sometimes
silence
is
the
best
compliment
for
a
work
that
everybody
relies
on.
Thank.
J
Thank
you.
The
chair
comes
on
and
cheap
feel
you
know,
and
I
ran
into
a
firefighter
just
this
past
Monday,
who
is
recovering
from
a
heart
attack
and
is
expected
to
come
back
to
work
soon,
and
he
was
commenting
on
how
helpful
the
department
was
and
helping
him
to
overcome
his
illness
and
and
and
welcoming
him
back
to
the
force.
So
I
was
really
pleased
to
hear
about
that,
but
I'm
also
been
hearing
from
some
frontline
staff
about
needle
pickup
and
I'm,
just
wondering
how
the
department
is
dealing
with
that
I
know:
we've
been
challenged.
Q
Your
Palmisano
councilmember
Jenkins,
we
are,
it
is
challenging
and
I'll
be
very
honest
with
you
we're
we
start
picking
up
needles.
You
know
exclusively
probably,
and
you
really
got
really
involved
with
with
picking
up
the
needles
today
we
are.
We
are
over
twelve
to
fifteen
hundred
needles
that
we
have
picked
up
and
they
come
anywhere
from
once
to
40
and
50
needles.
We
are
going
to
continue
to
pick
them
up
because
we
need
to
pick
them
up.
Somebody
needs
to
pick
them
up.
Q
We
will
continue
to
do
that,
but
with
that
said,
we
are
also
working
with
the
Health
Department
to
come
up
with
a
different
plan
that
would
take
the
pressure
off
our
firefighters
and
their
rigs
and
picking
up
needles,
and
hopefully,
we'll
have
a
much
more
effective
plan
in
the
next
few
days,
or
we
can
present
back
to
the
mayor.
Regard
to
the
health
department
get
becoming
more
involved
in
addressing
the
issue
of
needle
pickup.
Q
We
have
worked
very
closely
with
passing
out
information
to
the
community
in
the
proper
disposal
of
needles
and
where
they
can
go
and
how
they
can
dispose
of
them,
and
so
hopefully,
we'll
see
we're
still
going
to
continue
to
respond
to
pickup
needles.
But
I
think
if
we
make
some
appropriate
assumptions,
I
think
that
through
this,
this
primer
and
put
together
with
Health,
Department
I
think
we'll
start
to
minimize
the
stress
on
us
to
go
out
and
pick
up
needles
through
using
other
vendors
and
other
sources
that
will
assist
that
program
and
with
the
community.
A
R
You
thank
you.
Let
me
get
that
Oh
Thank
You
Jessica
I've
got
my
wonderful
team
here.
Marian
hang
criminal
deputy
Jessica
Kasper,
the
who
runs
all
of
us
extremely
efficiently
and
innovatively
and
Eric
Nilsson
civil
division,
deputy,
so
I
will
also
try
to
be
quick.
We're
we're
doing
a
lot,
but
we
don't
have
a
very
complicated
set
of
budget
requests
here.
We're
doing
I'd
say
we're
doing
a
lot
with
with
what
we've
got
and
repurposing
FTEs
and
funds,
as
we
have
them
available
so
yeah
next
one.
R
So
we
are
divided
into
two
divisions
with
two
different
budget
sources.
Just
as
a
reminder,
civil
division
is
internal
service
fund
and
criminal
division
is
our
general
fund
in
the
Civil
Division.
You've
got
extremely
talented
and
skilled
law
firm
working
on
behalf
of
the
people
of
the
city
of
Minneapolis
and
I
pointed
out
a
couple
of
recent
examples
of
our
work
is
that
are
the
minimum
city's
minimum
wage
ordinance
and
second
save
time
ordinances.
We
have
successfully
defended
what
we
didn't
get
from
the
district
court.
R
We
succeeded
in
in
getting
from
the
Minnesota
Court
of
Appeals
in
October
1.
Ba
cases
are
going
to
be
before
the
Minnesota
Supreme
Court
we've
got
very
skilled,
real
estate
people
working
over
in
our
cpad
Department,
and
one
example
of
that
is
the
closing
of
a
necklace
hotel
development,
big
development
and
all
of
that
work
was
done
extremely
competently
in-house
criminal
division.
R
We've
now
had
16
graduates,
who've
been
doing
really
well
with
one
exception,
which
is
pretty
a
great
result
and
we
are
arranging
for
expungements
for
the
16
graduates
now
they're
coming
up
on
their
two
years,
and
except
for
this
one
exception,
the
group
hasn't
even
picked
up
a
misdemeanor
charge
over
two
years.
There's
national
interest
in
the
program
were
one
of
three
programs
selected
by
the
smart,
D
cursor
ation
project
at
the
University
of
Chicago
for
promising
gun
violence
prevention
programs.
R
The
juvenile
court
has
now
worked
with
urban
ventures
our
partner
in
this
and
it's
being
adopted
for
sixteen
to
seventeen
year
olds
through
the
juvenile
court
system,
and
we
just
got
an
inquiry
from
the
Gifford
foundation.
Gabby
Giffords
foundation
they've
heard
about
the
program
and
they
want
to
learn
more.
So
you
should
all
take
pride
in
the
amazing
work
that
your
city
staff
is
doing
day
in
and
day
out.
Okay
enough
of
my
bragging
about
how
great
my.
R
Yeah
so
so
generally
I
mean
we
have
not
asked
for
changes
in
our
current
service
level
budget.
We
we
have
been
repurposing
positions
as
available
in
technology
actually,
and
all
these
wizards
we've
gotten
to
our
case
management
system
actually
have
saved
a
lot
of
staff
time,
and
so
we've
been
able
to
repurpose
positions
to
positions
that
we
need,
as
people
have
retired
and
as
we
can
train
people
into
these
new
into
these
new
areas.
R
So
we
have
only
two
monetary
requests
for
our
2020
budget
and
the
first
is
to
continue
our
work
around
criminal
justice
system
reform
and
we're
working
both
on
trying
to
move
forward
with
statewide
and
legislative
reforms.
I've
been
leading
and
forum
will
take
place
on
October
18th
that
the
Minneapolis
Foundation
is
funding
and
Shonda
Smith
Baker
has
put
it
together,
announcements
on
that
will
go
out
and
that's
looking
towards
broader
change,
but
we've
been
focused
also
on
what
is
within
our
power
as
prosecutors
to
reform.
R
Now,
without
you
know,
before
there's
any
kind
of
statewide,
more
broader
system
reform,
and
so
there
is
a
program
out
in
New
York
City,
that's
in
the
center
for
court.
Innovation
runs:
it
was
initiated
through
funding
through
the
mayor's
office
in
New
York
City
that
we
want
I
want
to
try
an
improved
model
of
here,
a
different
model
that
would
fit
better
for
us.
So
we
have
seen
reductions
in
the
numbers
of
people
with
misdemeanors
booked
into
the
jail.
R
So
we've
made
progress,
but
one
area
where
we
could
make
further
progress
is:
there
are
some
people
who
have
a
chronic
failure
to
appear,
and
now
the
tools
for
dealing
with
that
are
fairly
limited.
Its
hold
them
in
you
know,
set
a
bail
amount
that
people
can't
afford
to
pay
or
would
be
an
extra
burden
for
people
to
pay.
R
So
the
case
can
be
dealt
with
and
resolved
and
also
it
gives
us
the
opportunity
to
connect
people
who
need
them
and
want
them
early
around
with
voluntary
social
services
and
restorative
court.
It
is
what
the
group
wound
up,
calling
it,
but
they're
really
skilled
social
workers
who
are
working
with
individuals
and
it's
the
lower
level
livability
types
of
offenses
they
drive.
R
Residents
and
neighborhood
businesses,
you
know
it's
raised
problems
and
issues,
but
yet
they
really
have
underlying
needs
that
that
need
to
be
responded
to
and
helped
or
we're
just
going
to
keep
having
this
revolving
door.
So
we're
we're
asking
for
$75,000
and
we
think
that's
enough
to
at
least
get
this
up
and
running.
R
We've
collected
a
lot
of
data,
we
have
a
lot
of
information
and
what
we've
learned-
and
we
also
did
listening
sessions
through
the
cultural,
Wellness
Center,
and
it
seems
the
next
iteration-
is
really
to
help
build
up
credible,
community-based
resources
that
families
can
access,
will
know
about
and
connects
us
on
their
own
and
also
might
provide
an
alternate
to
calling
911
a
police
response
when
a
police
response
has
not
needed.
I'm
gonna,
warn
you.
R
D
D
The
reality
is
is
if
we
look
at
almost
anybody
who's
involved
with
a
gvi
program,
for
example
through
the
office
of
violence
prevention.
If
we
look
back
when
their
first
interaction
with
the
police
department
was
under
the
age
of
five
because
of
a
domestic
violence,
call
and
then
again
and
then
again
and
then
when
they
reach
their
teens,
I
started
getting
in
trouble
themselves,
and
what
will
you
just
see
is
a
very
clear
connection
between
witnessing
domestic
violence
in
the
home
and
that's
spilling
out
into
the
community,
and
so
I
I
feel
like
the
city.
D
R
R
We're
also
going
to
utilize
now
that
the
community
navigator
program
is
up
and
running
in
the
Minneapolis
Police
Department
working
with
and
at
our
last
meeting,
the
domestic
violence
community
navigator
was
there
and-
and
we
will
be
using
all
the
community
navigators
in
this
work
as
well,
so
really
trying
to
maximize
the
resources
the
city
already
has
in
place
as
well
as
working
closely
with
you
know,
with
with
resources
through
the
county
and
our
community
resources.
Thank.
D
You
and
I
also
just
want
to
make
the
quick
point
that
and
point
out
that
you
and
your
team
have
a
high
success
rate
with
domestic
violence
prosecutions
as
well
when
they
do
actually
happen,
and
so
I
just
want
to
also
commend
the
level
of
work
that
you
put
into
that
aspect
of
the
work
as
well.
So
thank.
R
E
You,
madam
chair
I,
would
underscore
all
of
the
sentiments
that
customer
Cunningham
just
expressed
and
note
that
it
was
then
deputy
chief
Arredondo
that
first
shared
with
me
that
statistic
about
the
prevalence
of
domestic
violence
among
folks
that
we
see
as
frequent
offenders
of
criminal
activity
as
adults
and
so
I'm
also
excited
to
see
this
work
continuing
to
grow
and
build,
and
the
collaborations
to
continue
to
deepen
and
I.
Don't
want
to.
E
I
could
say
more
about
all
of
these
great
proposals,
but
I
I
want
to
flag
one
thing
that
is
in
a
different
topic,
which
is
that,
in
addition
to
all
of
this
work,
possibly
all
the
other
things
the
City
Attorney's
Office
does
we
rely
on
you
and
your
staff
to
provide
legal
advice
as
well
as
drafting
of
city
ordinances
and
I.
Think
we
were
starting
to
see
some
some
potentials
for
improvement
in
our
system
of
proposing
and
creating
new
legislation
and
something
that
I've
talked
about
with
you.
E
Miss
Segal
and
Ark
City
Clerk's
office
I
just
want
to
flag
it
for
either
this
or
future
budgets,
as
we
think
about
what
is
our
city's
process
for
proposing
new
legislative
ideas?
Drafting
them
is
it
you
know:
does
it
make
sense
to
rely
on
the
very
high
level
staff
who
are?
You
know
there
to
serve
as
policy
advisors
to
also
draft
the
legislation,
or
is
there
more
efficiencies
that
we
could
find,
because,
just
to
be
honest,
I
know
there's
a
lot
of
frustration
from
councilmembers
and
how
long
things
take.
E
There's
a
lot
of
concern
from
staff
about
workloads
and
so
I
think
in
the
interest
of
looking
for
efficiencies
and
ways
to
make
sure
that
our
process,
our
legislative
process
is
also
transparent
and
understandable,
so
that
the
community
can
also
participate
because
I
think
sometimes
when,
when
ordinances
take
years
to
even
get
a
draft
ready
to
put
out
to
the
public,
it's
often
for
many
many
reasons,
but
that
I
think
serves
to
frustrate
our
constituents
because
they
feel
like
they
don't
know.
What's
going
on
or
stakeholders
feel
like
we're,
keeping
them
some
something
from
them.
R
Madam
chair
and
council
president
bender
I
think
that
is
a
good
topic
for
because
we
work
with
other
departments
and
we
work
with
our
elected
officials
and
figuring
out
getting
us
involved
earlier
in
thoughts
and
helping
develop.
That
I
think
is
really
helpful,
but
but
it
is
certainly
worthy
of
some
real
thought
and
consideration,
and
thank
you
for
raising
that
Thank.
K
You,
madam
chair
ii,
don't
have
any
questions
on
the
programs,
but
I
did
want
to
talk
about
the
workplace
diversity
it
from
in
2009.
We
were
at
30%
and
all
in
2017
down
to
21%
and
I
kind
of
wanted
to
address.
If
that's
something
you
have
plans,
doing
increase
the
diversity
in
your
workforce
or
what
kind
of
plans
you'd
have
or
if
they'll
have
any
budget
impact.
R
Madam
chair
and
councilmember
Schrader
I'm
glad
you
raised
that.
That
is
something
that
is
of
the
utmost
importance
to
us
and
while
it
may
not
show
in
their
numbers-
and
we
have
had
people
leave
for
a
variety
of
reasons,
not
for
dissatisfaction
with
our
workplace
but
to
pursue
other
career
options
or
at
times
to
move
or
to
retire,
even
we
have
intentionally
within
the
office
promoted
from
within
and
promoted
people
of
color
from
within,
and
so
it's
something
we
are
working
hard
and
very
mindful
of,
and
particularly
in
terms
of
attorney
recruitment.
R
Looking
at
ways
that
we
can
improve
our
improve
our
diversity
there
and
and
that's
it's
been
a
challenge.
It
really
has
been
a
challenge
for
us,
particularly
with
attorneys,
not
not
so
much
elsewhere
in
the
office.
You
know
and
other
jobs
within
the
office,
and
but
it's
something
we're
very
mindful
of
that's
very
important
to
us.
I've
joined
all
the
affinity
bars
and
are
trying
to
become
more
active
in
that
looking
at
different,
maybe
sources,
I
know
Jessica
Kasper
suggested
or
Mary
Ellen.
R
One
of
you
has
suggested
that
the
public
defender's
office
has
had
some
success
by
going
to,
for
example,
Howard
law
school
at
Washington
DC
in
order
to
more
effectively
recruit
attorneys
of
color
to
our
jobs,
so
I
take
it
very
seriously.
Our
whole
office
takes
it
very
seriously
and
it's
important
well.
K
J
So
I'm
happy
to
work
with
your
office
and
with
you
personally
on
this,
but
really
implore
for
the
work
that
you
guys
are
doing
within
your
own
department
to
make
sure
that,
even
before
we
eliminate
cash
bill
on
a
broader
level
that
we're
addressing
the
concerns
before
people
are
put
in
those
situations,
so
grateful
for
those
efforts.
Thank
you.
Thank.
R
J
R
A
Thank
You
Missy
go
all
right.
This
completes
so
my
colleagues.
This
completes
our
Department
presentations
for
today
and
I
think
this
is
a
good
start
out.
I'll
point
out
that
the
City
Attorney's
Office
is
bringing
25,000
dollars
of
their
own
discretionary
funds
to
both
of
the
items
that
are
receiving
funding
in
the
mayor's
budget
and
they're,
bringing
in
the
grant
funding
for
the
additional
FTE.
So
from
a
budget
perspective.
That's
how
the
City
Attorney's
Office
looks.