►
From YouTube: May 16, 2019 Budget Committee
Description
Minneapolis Budget Committee Meeting
https://lims.minneapolismn.gov/
A
B
Afternoon,
welcome
to
the
scheduled
Budget
Committee
hearing
of
May
16
2019
I'm
Council
member
lenay,
Palmisano
I
chair
this
budget
committee
with
me
here
at
the
dais,
our
council
members,
Cunningham,
Schrader,
bender,
Fletcher
and
Reich.
We
do
anticipate
a
few
more
on
their
way
in
specifically
council.
Vice
president
Jenkins
Goodman
and
Morris
ami
are
all
just
going
to
be
here
momentarily
on
our
agenda.
Today
we
have
a
packed
agenda,
I'm
hoping
we
will
get
through
it,
but
we'll
be
doing
the
results.
Minneapolis
departmental
reports
from
police,
then
the
City
Attorney's
Office,
then
Public
Works.
B
This
city
is
sesor
and
then
the
fire
department.
So
thank
you
for
being
here
with
us.
We
do
have
the
mayor's
office
is
present.
Mayor
of
Rio,
be
here
shortly
as
well.
However,
let's
just
go
right
ahead
and
get
started,
we're
going
to
start
with
the
police
presentation
and
it
might
take
a
couple
minutes
to
load
up
on
the
computer,
but
welcome
chief
Arredondo.
C
B
You
for
my
colleagues
I'll,
let
you
know
that
we
do
have
speaker.
Management
up
and
running
or
I'll
also
keep
an
eye
out
for
people's
flags,
and
if
it's
all,
right
with
you,
chief
I,
think
you're
pretty
comfortable
taking
questions
as
they
might
come
up
within
your
presentation,
as
well
as
at
the
end
super
gemstone.
C
You
will
see
that
Public
Safety
services,
which
makes
up
the
the
really
primary
responsibility
of
the
Minneapolis
Police
Department,
making
sure
that
we're
providing
security
and
safety
and
engaging
with
our
communities,
primarily
through
a
9-1-1
response
and
patrol
officers,
and
happy
to
report
that
last
year,
when
we
measure
violent
crime
in
our
city
of
Minneapolis,
our
part
when
Violent
Crimes
were
actually
down
last
year
compared
to
the
previous
year.
That
is
obviously
very
important,
the
less
victims
that
we
have
in
Minneapolis
who
are
victims
of
crime.
C
C
So
without
any
questions,
the
next
side
that
we're
looking
at
deals
with
our
we
call
it
our
special
operations
and
intelligence.
These
are
the
men
and
women
who
primarily
are
focused
on
high-risk
types
of
search
warrants
in
our
communities.
The
most
the
biggest
important
thing
here
to
note
on
this
slide
is
it
because
that
involves
usually
the
presence
of
weapons
or
weapons
being
said
that
they're,
probably
being
involved
in
this
type
of
case
or
incident,
creates
a
high
risk.
C
But
the
biggest
thing
that
we
take
away
from
here
is
that
97%
of
those
high-risk
warrants
that
we
saw
for
the
2018
year
did
not
any
injuries
to
our
community
members
or
the
officers
in
that
unit.
Safety
will
continue
safety
to
our
community
members
and
our
officers
will
continue
to
be
a
priority
with
those.
C
The
other
piece
I
wanted
to
just
note
community
and
collaborative
engagement.
We
talked
about
the
encounters
that
we
have
in
terms
of
limited
dealing
with
our
encountering
individuals
with
limited
English
proficiency,
but,
more
importantly,
number
two
incidents
involving
emotionally
disturbed
persons.
That
specifically
indicates
a
call
where
the
EDP
label
had
been
used.
However,
I
just
want
to
note,
and
while
there
was
a
decrease
in
that,
I
just
want
to
note
that
that
does
not
encompass
many
in
our
community.
C
Unfortunately,
who
are
dealing
with
mental
health
trauma
and
other
wellness
issues,
and
so
we're
very
happy
through
your
support
to
help
support
our
core
responder
model,
because
those
folks
are
also
proactively
dealing
with
individuals
within
our
community
who
are
suffering
in
other
areas.
That
may
not
call
them
themselves
out
as
an
EDP.
So
we
want
to
also
continue
to
be
mindful
of
that
presence
in
our
community
chief.
D
C
Chair
Palmisano
to
councilmember
Schrader,
sometimes
customer
straighter,
that's
going
to
fluctuate,
it
could
depend
on.
We
also
get
sometimes
requests
from
different
agencies.
Sometimes
that
could
mean,
for
example,
if
you
get
a
Super
Bowl
or
a
Final
Four
it
can,
it
can
fluctuate
at
times,
but
a
decrease
in
that
I.
Don't
necessarily
know
if
that's
a
bad
thing,
but
we
certainly
are
mindful.
I
will
also
say
that
part
of
what
that
team
does
that's
not
entailed
in
the
bomb.
Sweeps
is
suspicious
package
response
to
which
is
a
little
bit
separate
from
that.
C
The
next
slide,
obviously
very
important
to
the
Minneapolis
Police
Department
to
ensure
that
we
are
doing
all
that
we
can
to
have
a
diverse
workforce.
This
also,
obviously
through
our
city
leadership,
is
very
important
in
terms
of
how
we
continue
to
look
at
ways
to
diversify
all
of
our
enterprise
departments,
as
you
can
see
from
the
two
key
focus
slides
people
of
color
in
the
workforce
within
the
Minneapolis
Police
Department
and
women
within
the
workforce,
people
of
color
or
this
over
the
years,
we're
trending,
obviously
in
the
right
direction.
C
C
C
Department
priorities
on
this
next
slide
here
want
to
bring
attention
that,
when
I
took
over
as
chief
our
umbrella
and
our
pillars
are
based
on
trust,
accountability
and
professional
service,
one
of
the
key
focus
points
in
that
has
to
be
our
MPD
leadership.
Culturally.
As
an
organization
we
had
never
been
very
intentional
and
and
being
very
specific
and
strategic
in
terms
of
the
leadership
of
our
supervisors.
It
was
pretty
much
a
no
JP
learn
on
the
job
while
you
go
and
that
can
have
some
devastating
consequences
down
the
road.
C
So
we
started
back
in
2017
December
of
2017.
We
created
this
MPD
leadership
and
professional
development
course
right
now,
we're
happy
to
have
commander
Katie
Blackwell,
who
is
leading
that-
and
this
is
80
hours
of
getting
our
men
and
women
who
have
being
promoted
in
a
core
key
supervision
group
of
sergeants,
because
they
have
the
most
proximate
impact
with
those
officers
out
there
and
in
really
making
sure
we're
very
structured
in
terms
of
the
things
that
we're
trying
to
teach
them
what
a
good
supervisor
should
be
in
terms
of
representing
the
the
MPD.
C
This
is
again
a
major
paradigm
shift
in
our
MPD
culture.
It's
it's
structured
and
formalized
leadership,
training
and
professional
development,
and
it's
also
building
that
legacy
of
leadership
for
those
men
and
women
who
are
going
to
be
serving
here
for
the
next
15
20
years
in
their
career,
very
important
to
have
that
leadership
in
place
and
so
and
we're
seeing
great
results
from
that.
C
We've
got
some
wonderful
supervisors
that
we've
promoted
over
the
last
couple
of
years
and
it's
paying
off
from
big
dividends
in
terms
of
their
relationships
with
the
the
officers,
as
well
as
with
their
communities.
The
next
big
piece.
As
we
talk
about
public
safety
and
reducing
harm
in
our
communities.
The
group,
violence,
intervention
or
gvi,
as
many
of
you
know,
is
helping
to
through
a
collaborative
effort,
is
helping
to
reduce
harm
in
our
communities,
decrease,
gun,
violence
in
our
communities
and
really
reaching
out
to
offer
particularly
young
black
and
brown
men.
C
Who've
been
involved
in
some
of
our
group's
resources
that
they
need
to
really
change
and
turn
their
lives
around.
The
GBI
framework
model
is
really
keeping
our
young
men
safe,
free
and
alive
and
through
offering
them
them
hope
and
and
services
that
they
may
need
we're
happy
to
also
have
city
enterprise
partner,
miss
Asha
cotton,
who
is
doing
a
phenomenal
job
of
leading
that
effort.
We
also
have
some
great
credible
messengers
within
the
community
who
are
part
of
that
as
well,
and
we
can
see
from
just
2018
the
stats
for
GBI
and
Minneapolis.
C
They
had
an
intake
of
over
a
hundred
individuals
and
what
I'd
also
like
to
say.
As
we
monitor
these
groups
and
some
of
the
violence
in
our
city,
we
can't
quantify
is
a
number
of
shootings
and
homicides
that
did
not
occur
because
of
the
great
work
of
gvi
next
step
over
at
both
our
HCMC
hospitals
in
North
memorial
and
the
focal
the
focused
intelligence
gathering,
work
of
our
get
teams,
and
so
I
think
that
has
absolutely
been
a
core
piece
in
helping
us
to
reduce
some
of
the
gun.
Violence
that
we've
seen
in
our
city.
C
C
So
it
is
still
very
it's
an
epidemic
here
in
our
city
and
across
the
nation.
We
started
to
outfit
all
of
our
officers,
part
of
from
2018
on
with
narcan
I,
actually
carry
narcan
in
my
my
vehicle
as
well.
But
it's
something
that
we
are
trying
to
pay
attention
work
with
folks,
but
that
that
doesn't
indicate
the
the
prevalence
of
narcan
are
suiting.
The
prevalence
of
the
overdoses
of
heroin
and
opioids
in
our
community.
E
I
can
feel
the
pain
of
councilmember
Palmisano,
who
sits
over
here
in
this
in
the
corner
over
here.
So
so,
thank
you.
Chief
I
mean
I
really
am
passionate
about
the
work
that
GDI
does,
and
the
role
that
MPD
plays
is
so
critical
in
that
because
without
the
swift
enforcement,
the
follow-through
of,
if
you
do
this,
then
these
are
the
consequences
that
follow.
Then
the
whole
program
falls
through
so
I'm
curious.
C
I
should
also
know
if
they
work
very
closely
with
Hennepin
County
Probation
Hennepin
County
Probation
is
important,
as
some
of
the
young
boys
and
men
who
are
involved
in
these
groups
are
currently
on
probation,
so
they
will
keep
in
contact
with
them.
If
there's
any
violations
that
occur.
Some
of
that
information
is
through
our
intelligence
over
at
the
strategic
information
center.
C
If
we
have
a
incident,
violence
that
occurs
and
witnesses
are
naming
people
who
are
there,
groups
members
who
were
there.
That
is
certainly
a
key
piece
of
how
that
information
is
is
gathered.
I
will
say
that
social
media
tends
to
be
a
very
important
piece
in
terms
of
how
some
of
these
group
members
communicate
not
only
amongst
each
other
but
communicate
and
share.
Sometimes
what
some
of
their
offense
is,
what
they've
done,
and
it's
very
public
and
outward
facing,
and
so
that
is
another
key
indicator
as
well
as
well
as
community
members.
C
We
have
credible
messages
with
who
are
working
within
GBI.
Who
will
hear
perhaps
a
young
group
members
say
you
know
I'm
I,
don't
care
I'm
going
to
retaliate
and
that
information
is
passed
along
to
our
group
members
to
try
to
prevent
that
as
well.you
counselor
Cunningham.
You
talked
about
also
an
enforcement
message
and
we
we
communicate
that
to
them
as
well,
primarily
formally
in
the
callin
there's
a
callin
that
occurs
where
we
have
these
young
men
who
sit
down
and
we
tell
them.
We
do
not
want
you.
We
do
not
want
another
funeral.
C
We
do
not
want
to
send
you
to
prison,
but
we
must
keep
our
city
safe
and
if
you
or
your
group
are
involved
in
the
next
shooting
or
homicide
or
significant
act
of
violence,
we
will
bring
everything
to
bear
on
you,
whether
that's
the
MPD
County,
Attorney's
Office
and
even
our
United
States
Attorney's
Office,
but
we
have
to
keep
our
community
safe.
If
there's
services
that
you
need
GED
housing,
these
types
of
things
we'll
provide
that,
but
we
have
to
keep
our
communities
safe.
C
E
E
C
E
E
They
got
another
gun
family
gun
charge,
and
then
they
racked
up
like
six
or
seven
within
a
few
weeks,
and
so
they
end
up
going
away
for
a
long
time.
Other
folks
were
able
to
get
support
through
GDI
to
leave
the
city
because
they
were
in
such
danger.
They
were
in
grave
danger
that
they
needed
to
leave,
and
so
they
got
the
support
they
needed
to
leave,
and
now
we
don't
have
an
issue
with
that
gang
anymore,
and
so
so
I
just
really
wanted
to
say.
You
know.
E
It
goes
and
picks
them
up
drives
around
cools
them
off,
and
that's
not
necessarily
quantified
here
so
I
also
just
want
to
name
that
and
those
hopes
are
really
carrying
a
big
heavy
burden
and
so
just
to
make
sure
that
when
we
think
about
all
three
between
the
social
services,
the
the
community,
folks
and
also
law
enforcement
that
we
really
have
all
three
really
tightly
working
together.
So
just
wanted
to
say
thank
you
and
also
that
we
really
want
to
into
that
component
of
as
well,
because
that's
really
where
the
teeth
live.
So
thank
you.
E
C
B
F
You
chair,
Palmisano
Thank,
You,
chief,
looking
at
the
stats
on
6
&
7.
It
tell
us
a
couple
of
stories
that
I
think
are
relevant.
One
is
that
we
are
seeing
some
positive
trends
in
overall
crime,
which
is
good
that
overall
part
one
crimes
are
down,
but
one
thing
that
I'm
less
sure
about
if
I'm
understanding
the
numbers
right
is
that
the
ratio
of
part,
one
crime,
arrests
to
part
one
crimes
is
also
going
down.
It
seems
like
we're
solving
a
lower
percentage
of
the
crimes
that
are
being
committed.
F
C
Don't
have
a
real
handle
on
that
as
of
yet
but
if
I
had
to
speculate
and
anecdotally
I
think
sometimes
it
may
come
down
to
also
that
in
some
of
these
cases
and
I,
look
at
some
of
the
units
that
are
specifically
here
aggravate
the
assault
unit
robbery
unit.
Sometimes
that
may
do
with
caseload
as
well,
and
if
the
investigators
are
not,
they
don't
have
the
the
time
to
really
look
into
those
cases.
Some
of
those
things
may
not
result
in
a
charging
charge,
went
over
to
the
County
Attorney's
Office
as
well.
F
That
seems
like
something
worth
looking
into,
because
I
think
I
would
expect
that
if
the
numbers
went
down
which
indicates
some
some
overall
successful
strategies,
if
the
numbers
went
down,
that
would
reduce
the
caseload
and
hopefully
even
help
us
solve
a
higher
percentage
of
the
crimes
that
were
coming
in
would
be
intuitively.
What
I
would
think
would
happen,
so
I'm
curious
to
figure
out
where
the
disconnect
is.
C
C
So
this
next
slide
looks
at
the
property
property
crimes
in
our
city
over
the
span
of
the
five
years
again
very
happy
to
report
that
there
were
two
thousand
three
hundred
sixty
four
less
victims
of
property
crime,
offenses
and
that's
from
2018
2017.
We
were
seeing
trends
in
that
both
our
violent
crime
and
our
property
crimes.
That's
a
that's!
A
really
good
thing!
I
can
remember.
C
Just
several
years
ago,
Defra
Motor
Vehicles
were
just
significantly
high
in
our
burglaries,
but
through
our
our
works,
I
think
our
neighborhood
block
associations
do
a
great
work
in
getting
crime
prevention
messaging
out.
We
look
towards
and
lean
towards.
Our
CPS
is
our
crime
prevention
specialists
in
the
precincts
and
so
want
to
continue
to
keep
trending
in
in
that
direction.
C
The
the
second
bar
graphs
slide
there,
the
average
MPD
response
time
to
calls
that
came
through
9
1
1
priority
2
are
pretty
much
the
primary
route
of
prioritization
for
for
dispatch.
9
1
calls
for
priority.
One
calls
we
did
see
a
slight
increase
of
26.2
seconds
in
priority,
one
calls
and
just
for
awareness
priority.
One
calls
would
be
those
very
important
I
need
a
police
officer
or
a
police
response
there
right
away,
but
priority
2
calls
pretty
much
stayed
with.
C
F
C
So
no
councillor,
Fletcher
I,
think
there's
probably
some
other
factors
it
may
indicate
or
go
into
that.
So,
for
example,
as
I
indicated
earlier,
we
saw
a
300%
increase
in
the
heroin
overdoses
that
requires
a
lot
of
time.
Our
officers
are
spending
which
will
draw
resources
from
a
certain
precinct,
and
so
we're
also
asking
our
officers
to
try
to
be
more
intentional
on
spending
more
time
at
Paul's
to
give
that
service
that
they
need.
So
those
are
some
things.
I
do
believe
that
factored
into
internet
yeah.
E
C
Priority
three
could
be:
residents
came
home
from
a
vacation
realized
that
their
house
was
broken
into,
don't
believe
it
happened
anytime
soon,
there's
no
fear
or
sense
of
a
subject
on
scene,
but
really
are
just
seeking
a
police
report
to
document
that
the
break-in
did
occur.
So
the
timeliness
of
being
urgent
is
not
is
not
a
factor
in
consideration,
and
so
that
would
be
more
priority.
Three
that
helps
great.
E
C
Palmisano,
the
customer
cunningham
I
hate
to
speak
out
of
turn
and
for
another
enterprise,
I
mean
CC,
but
but
I
my
assumption
is,
they
may
not
tell
the
caller.
Yours
is
a
priority
one
or
yours
party,
two
but
I-
think
they've,
probably
some
communication
on
when
they
could
expect
to
see
a
squad
response.
That's
helpful,
yeah.
C
B
Chief
I,
don't
remember
when
I
think
it
was
last
year
at
the
end
of
last
year,
but
there
was
a
work
group
that
was
formed
at
a
staff
direction
by
council
member
Johnson.
Who
isn't
here
and
I
know
it
has
an
open
call
for
community
members
right
now
and
is
it
to
explore
the
question
of
response
times
and
how
we
might
mitigate
that.
And
can
you
give
us
any
sort
of
status
update
or
what
you
might
be
thinking
for
that
workgroup
chair.
C
Palmisano,
yes
to
your
question,
I
know
that
that
committee
has
been
formed.
We
certainly
I
certainly
want
to
make
sure
that
MPD
is
represented
on
that
committee.
The
focus
for
that
was
really
to
look
at
what
are
the
types
of
calls
that
Emmy
CC
is
receiving,
don't
necessarily
require
an
MPD
response
and
and
I
were
eager
to
be
a
part
of
that
again.
I,
don't
believe
that
has
started
just
yet.
That's.
C
This
current
slide
here
looks
at
three
categories:
incidents
of
gunfire
in
our
city
discharged,
casings,
recovered
in
victim
of
gunshot
wounds.
I
will
again
say
that
when
you
look
at
from
2017
to
2018
the
reduction
in
incidents
involving
gun
fire,
which
18
1816
is
still
way
too
many
for
our
city,
but
I
will
say
that
that
reduction
is
part
and
parcel
because
of
the
the
very
focused
intentional
good
work
of
our
GDI.
Our
next
step
in
our
get
teams,
the
next
slide
discharged
casings
recovered.
C
This
is
also
very
important
from
a
forensic
standpoint,
because
even
after
a
shooting
has
occurred,
it's
important
for
our
forensics
teams
to
go
out
there
and
collect
all
shell
casings,
and
we
do
all
we
recover
all
shell
casings
and
we
run
them
through
a
system
called
nyhan
which
looks
to
identify
where
these
weapons
may
have
been
used
in
previous,
similar
shootings
or
occurrences.
And
so
you
see
that
we've
recovered
just
in
2018
alone,
over
2500
shell
casings
discharge
patient's
in
our
in
our
city.
C
These
discharge,
casings,
being
recovered,
has
helped
to
hold
folks
accountable
in
our
city,
who
have
committed
these
crimes
and,
of
course,
victims
of
gunshot
wounds.
Last
year
reported
244
people
that
were
actually
impact
and
injured.
Bye-Bye
gunshots
so
very
important
again.
The
important
work
of
our
gvi
teams
and
get
teams
to
help
reduce
our
community
members
from
being
wounded
by
gunfire
I.
B
C
This
slide
here
that
looks
at
our
juvenile
cases,
reviewed
for
reviewed
for
a
diversion
again
shows
a
decrease
from
year
2018
to
2017
we're
seeing
less
juveniles,
committing
these
offenses
and
being
arrested
and
going
through
that
system.
But
we
still
are
offering
making
sure
that
we're
offering
diversion
for
our
juveniles
and
if
you
can
see
the
the
next
slide,
looks
at
the
percentage
of
juveniles
that
were
offered
diversion
2018
compared
to
those
that
were
not
offered.
C
Diversion
and
again,
some
of
the
juveniles
did
not
either
qualify
for
diversion,
meaning
they
they
not
meet
the
legal
sufficiency
or
there
were
other
factors
that
played
into
that.
But
our
goal
is
anytime
that
we
get
a
juvenile
who
may
have
committed
an
offense
that
qualifies.
We
want
to
make
sure
that
we
do
offer
them
the
opportunity
for
diversion
depending
upon
the
situation
there.
C
This
slide
just
shows
the
juvenile
cases
submitted
to
the
county
for
charging
and
over
the
last
five
years,
we've
seen
a
reduction
and
the
number
of
cases
going
to
the
County
Attorney's
Office
for
charging
for
juveniles.
The
previous
slide
should
say
that
you
charging
for
juveniles
that
continues
to
decrease
by
ten
percent
over
the
last
five
years.
When
we
look
at
the
adult
cases
submitted
to
the
county
for
charging,
these
are
felony
always
or
in
gross
misdemeanor
cases.
It
has
stayed
pretty
much
the
same.
Now.
Not
all
cases
submitted
result
in
charging
or
charges.
C
C
When
we
look
at
the
number
of
police,
employee
injuries
and
we're
certainly
again
another
paradigm,
cultural
shift
in
our
department
is
employee
wellness.
When
we
look
at
the
number
of
officers
injured
over
the
several
years,
we
see
from
2018
150,
but
just
even
a
couple
of
years
ago,
in
2016,
that
number
was
173.
C
We
also
know
that
less
used
to
force
equates
to
less
employee
injuries.
Obviously,
less
community
injuries
lost
time
from
work.
There's
a
lot
of
factors
that
go
in
to
that
category.
That
bargraph
primarily
focuses
on
physical
injuries,
but
we
know
that
our
employees
can
also
suffer
mental
wellness
as
a
result
from
that
and
mental
illness
challenges
from
that,
and
so
we're
happy
that
we've
got
some
structured
wellness
opportunities
now
in
place
for
our
employees
and
we'll
continue
to
do
that.
B
C
Palmisano,
the
the
focus
on
this
graph
are
those
employees
that
went
through
the
workers
comp
and
typically,
that
is
going
to
be
a
physical
injury
associated
with
that.
So
it
would
not
necessarily
include
those
who
may
be
seeking
services
as
a
result
of
where
they're
at
after
a
critical
incident.
Okay,.
G
G
If
that's
all
right,
but
I
just
wanted
to
give
a
very
kind
of
a
brief
view
of
the
2019
budget
that
we're
in
right
now
to
show
that
the
majority
of
our
expenses
are
obviously
payroll
in
fringe,
and
one
of
the
questions
that
came
to
us
was
what
are
the
other
expenses?
What
are
your
more
discretionary
expenses
that
are
out
there
that
you're
incurring,
but
this
first
slide
basically
shows
that
our
numbers
are
staying
pretty
consistent
from
year
to
year.
The
the
growth
area
is
obviously
in
the
personnel
costs.
Those
are
primarily
through
salary
increases.
G
This
slide
just
to
show
you
in
broad
buckets,
usually
when
you
look
at
the
budget
every
year,
you're
seeing
things
in
a
fairly
consolidated
manner,
so
I
thought
I
would
pull
these
out.
So
you
could
actually
see
more
of
a
line
item
basis
of
what
some
of
our
major
expenses
are
on
the
left
side.
I
consider
these
more
specific
type,
expenses
I,
don't
want
to
say
direct,
but
they're,
more
specific.
There
they're
basically
earmarked
for
specific
things.
G
So
as
an
example,
if
you
look
at
down
towards
the
bottom,
the
contracted
special
expenses-
those
are
things
that
we
have
contracts
for
specifically
due
to
our
operational
needs.
So
as
an
example,
the
BCA,
a
DNA
analysts
would
be
in
there
the
corner
house
that
we
use
for
juvenile
investigations,
veterinary
services,
stables,
translations
services.
G
So,
as
you
can
see,
when
you
look
at
that,
that's
less
than
1%
of
our
budget,
so
we
have
very
little
room
to
maneuver
unless
we
make
some
major
changes
within
how
we're
handling
things
a
lot
of
times.
If
we
have
an
expense
that
comes
along
that,
we
feel
for
whatever
reason
we
need
to
incur
whether
it
be
consulting
fees
or
something
else.
A
lot
of
times.
G
G
Some
of
the
questions
that
came
up
in
overtime
and
that
came
through
on
the
focus
questions
is
first
just
informational,
so
the
first
one,
a
superball,
fortunately
were
passed.
Those
now,
but
the
Super
Bowl
of
overtime
event
costs,
which
were
the
direct
overtime
costs,
were
right.
Around
600,000
and
2018
yeah,
the
Super
Bowl
backfill
costs,
okay,
which
is
a
much
more
difficult
number
to
come
to.
So
this
is
very
much
an
estimate
and
very
much
an
arch.
G
Not
a
science
was
approximately
700,000,
and
that
means
that
over
a
period
of
approximately
three
months
during
the
Superbowl
time
period,
people
were
not
allowed
to
take
vacation.
We
had
500
officers
who
were
working
on
Super,
Bowl
scheduling
things
got
difficult
and
so
over
period
I'm.
Those
people
then
have
to
come
back
and
they
take
vacation
there
they're
sick,
well,
whatever
the
scheduling
needs
to
adjust
for
it,
and
so
there's
the
backfill
costs
are
substantially
more
because
overtime
goes
up
to
backfill
for
those
positions.
G
The
next
is,
as
as
you
as
was
noted
on
the
focus
questions.
The
payroll
hours
were
consistent,
pretty
consistent
between
2017
to
2018,
but
the
cost
went
up
by
approximately
850,000
there's
a
two
very
specific
reasons
and
a
lot
of
small
reasons,
but
the
two
biggest
reasons
that
are
actually
over
800,000.
The
first
one
is
due
to
comp
time.
G
So
when
comp
time
is
earned,
the
hours
go
into
the
numbers
that
you
saw,
the
hundred
and
five
thousand
for
2018,
but
the
dollar
cost
is
not
recognized
until
the
con
time
is
actually
taken
as
paid
time.
So
there's
in
2018
the
comp
time
hours
actually
decrease
the
comp
time
earned
by
10,000
hours
and
the
reason
it
decreased
was
because
there
was
a
federation
contractual
change
that
was
signed
in
2017.
G
So
in
previous
in
fact
long
ago,
I
don't
know
how
long,
but
definitely
before
I
was
around
officers
could
earn
comp
time
up
to
480
hours.
Now
then,
and
then,
prior
to
this
current
contract,
it
went
down
to
60
hours
and
now
it's
at
50
hours,
okay
and
there's
a
very
specific
business
reason
why
we
do
not
want
to
have
comp
hours
or
we
want
to
minimize
the
comp
hours.
G
And
that's
really
due
to
cost
so
comp
hours,
not
only
cost
comp
time
just
like
over
time
same
time
and
a
half,
but
the
difference
is
that
the
officers
can
take
comp
time
and
really
at
the
last
minute,
where
vacation
you
have
to
give
the
28
day
notice.
So
what
happens
it
says
if
somebody
says
they
want
to
take
a
comp
time
day,
then
it
has
to
be
pill
filled
with
fat
or
with
back
filled
with
overtime.
So
it's
not
only
costing
the
cost
of
the
comp
time.
But
now
you
have
the
overtime.
G
G
Okay,
the
second
reason
is
because
the
the
rate
increase
was
not
recognized
for
the
new
contract
until
the
end
of
2017.
There
was
actually
a
bump
in
overtime
just
because
of
the
rate
increase.
So
now
the
rate
increase
was
of
course
started
in
2015,
but
everything
in
2015,
2016
and
much
of
2017
was
actually
charged
at
the
2014
rates.
So
we
had
retro
pay,
but
the
retro
pay
only
hit
one
account,
but
in
2018
you're,
seeing
the
effect
of
basically
three
years
of
increase
in
that
one
time
period
for
overtime.
G
B
G
F
You
took
home
some,
so
just
making
sure
I
understand.
Thinking
about
the
the
Super.
Bowl
is
kind
of
an
extraordinary
event.
If
we
take
out
that
1.3
million
overtime
actually
would
have
gone
down
yes,
overall,
so
in
terms
of
thinking
about
departmental
trends,
I
don't
want
to
let
the
Super
Bowl
sort
of
skew
and
create
an
impression
that
overtime
is
going
up
and
up
and
up
and
up
and
up.
In
fact,
our
overtime
usage
would
have
gone
down.
But
for
this
extraordinary
event
that.
G
Is
correct
and
and
I
will
again
I'm
not
saying
it
would
go
down
that
seven
at
one
point
three
million
dollars,
but
it
definitely
went
down
and
I
will
tell
you
that
last
year
there
was
a
concerted
effort
to
reduce
overtime
after
Super
Bowl,
and
we
tried
some
different
things.
We
actually
added
some
software
I
mean
it
was.
It
was
really
all
hands
on
deck
to
try
to
manage
the
overtime
so
and
I
think
we.
G
B
G
Excellent
question:
thank
you
actually,
I
the
mcc
finance
site,
our
finance
arm
of
the
major
City
Chiefs
organization,
does
a
survey
once
a
year
and
the
average
over
time
compared
to
total,
is
3%
and
we're
right
around
3%.
So
we're
right
in
the
now
I
will
tell
you
we
all
struggle
with
keep
maintaining
overtime
as
a
reasonable
amount.
That's
partly
an
issue
of
staffing,
partly
initiative,
just
the
jobs
we
do,
and
flexibility
and
things
like
that,
but
yeah
3%
is
actually
pretty
a
pretty
average.
Thank
you.
Mm-Hmm.
H
Thank
You
councilmember
Cunningham
thinking,
madam
chair
Palmisano,
chief,
thank
you
for
the
the
transparency
and
the
data.
Just
the
other
day
we
were
listening
to
the
Audit
Committee
present
on
their
results,
Minneapolis,
and
they
did
in
fact
know
that
the
amount
of
data
that
the
police
department
is
handed
over
was
pretty
in
they
pretty
extraordinary,
and
so
we
do
appreciate
it.
I
also
had
a
couple
of
questions
about
about
over
time.
I
was
reading
some
national
trends
that
the
mayor
may
not
apply
to
MPD,
showing
that
you
know
for
every
hour
worth
of
overtime.
H
It
equated
to
a
correlation
in
other
categories,
so,
for
instance,
an
increase
in
and
after
an
additional
hour
of
overtime,
there
was
perhaps
an
increase
in
injury
or
in
workers
compensation
claims
for
an
additional
hour
and
overtime.
There
was
an
increase
in
the
use
of
force.
Do
do
we
track
any
of
any
of
that
data,
or
do
you
have
a
feel
for
what
that
looks
like.
C
Chair
Palmisano
mayor
right,
so
we
are
intentionally
starting
to
track
that
now,
specifically
with
our
wellness
coordinator
sergeant
Savage.
Oh
one
of
the
very
startling
trends
that
we're
seeing
across
the
country
in
terms
of
policing
is
sleep
and
deprivation
of
sleep
as
it
relates
to
overtime
there.
There
appears
to
be
a
correlation
between
increased
uses
of
force,
increase
of
officer,
injuring
community
injury,
and
so
we
definitely
want
to
make
sure
that
we're
we're
tracking
the
amount
of
overtime
our
officers
are
working,
so
you're
correct
in
that
mirror.
So.
G
Now
that
I
now
that
I
just
said
that
the
three
percent
was
averaged,
I
guess
I
want
to
pull
back
a
little
bit.
So
we
look
at
overtime
and
we
look
at
it.
I
look
at
it
from
a
financial
standpoint
and
of
course,
you
know,
I
think
that
should
be
the
end
of
the
story
right.
But
it's
really
not.
The
end
of
the
story.
G
Overtime
is
really
more
of
an
operational
issue
with
some
financial
data
involved
and
the
problem
with
looking
at
only
the
financial
data
for
or
over
time
is
it
misses
the
picture
of,
what's
not
being
done.
So
when
you
look
at
case
closure,
when
you
look
at
cases
unassigned
when
you
look
at
patrol
officers
that
are
only
responding
to
9-1-1
calls
and
not
unbeaten
up
beat
officers,
you
have
an
issue
where
maybe
the
work
isn't
being
done
and
that's
not
going
to
be
picked
up
in
any
of
the
overtime
numbers.
G
So
the
other
interesting
research
that
is
coming
out
about
office
or
wellness
is
that
not
only
is
productivity
hurt
as
well
as
injuries
going
up
and
things
like
that,
but
almost
as
important,
maybe
even
more
important.
In
many
cases
is
the
incidence
of
complaints
goes
significantly
higher.
So
there's
not
a
lot
of
research
out,
yet
there's
really
only
four
major
studies
right
now
that
have
looked
at
some
of
this.
This
information,
a
lot
of
it,
has
to
do
with
sleep
deprivation,
but
the
early
indications
are
it's
pretty
significant
and
it
happens
fairly
quickly.
E
Thank
you,
madam
chair,
and
thank
you
so
much
for
this
information.
It's
incredibly
informative,
the
question
that
I
have-
and
maybe
you
can
help
me
piece
it
together.
A
little
bit
here
is
I.
Guess
a
part
of
the
concern
that
I
have
around
sleep
deprivation
and
overworking
are
the
off-duty
hours
that
are
worked.
How
are
we
calculating
that?
E
C
Palmisano
customer
cunningham.
Yes,
that
is
very
important
and
we
are
beginning
to
to
actually
look
at
that
from
a
couple
of
different
standpoints.
Obviously,
the
first
most
important
one
is
the
employee
wellness
and
we
have
to
make
sure
that
our
employees
are
fully
engaged.
Physical
mindset
are
ready
and
unable
to
do
the
job
here,
first
and
foremost,
their
regular
job,
but
we
also
know
that
part
time
plays.
It
plays
a
key
in
that
and,
as
dr.
C
Macpherson
just
mentioned,
the
the
studies
that
have
shown
it
doesn't
take
a
whole
lot
like
you
know,
it's
not
like
80
hours
past
your
your
regular
work
week,
but
it
can
be
small
increments
that
can
have
an
impact.
So
we
are
looking
at
that
I.
Think
mayor
Frey
indicated
the
audit
team
has
we've
asked
them
to
look
at
specifically
employee,
Department,
employee,
part-time
or
overtime
in
that,
in
that
same
regard,
because
that's
going
to
impact
employee
wellness,
it's
going
to
impact
compliance,
our
OPC,
our
internal
affairs
and
just
their
engagement
with
our
communities.
C
E
Thank
you,
so
much
I
really
do
appreciate
that.
That's
something
that
I
just
carried
a
lot
of
concern
about,
because
I'm
like
wow,
a
full-time
job,
probably
putting
in
some
overtime
and
then
another
part-time
job.
On
top
of
that,
that
makes
sense
if
that
would
wear
folks
down.
So
thank
you
so
much
for
your
having
your
eye
on
that.
I
think.
G
You
have
to
remember
that
there
is
a
lot
of
overlap
in
some
of
these
codes
and
there's
also
I,
think
some
question
on
whether
code
applies
or
not,
but
the
data
says
or
shows
that
approximately
30%
of
our
overtime
is
coded
to
staff
shortage,
so
that
equates
to
about
30,000
hours
a
year
which,
if
you
look
at
the
number
of
hours,
an
officer
works
is
about
17
people.
So
that's
been
pretty
consistent
over
the
last
three
years.
G
H
C
C
Today's
generation
of
employees
in
our
newer
employees
know
they
do
not
prefer
to
work
all
the
time
and-
and
that's
that's
a
good
thing,
but
but
we
are,
but
what
has
happened
is
when
we
have
some
of
these
other
factors
at
director
McPherson.
It
talked
about
with
you,
know,
comp
time
earned
and
folks
want
to
take
time.
It
can
leave
a
precinct
without
people
there
to
fill
those
shifts,
but
you're
absolutely
right.
We
are
at
a
generation
now
of
newer
officers.
Joining
the
MPD
mayor's
indicated
that
they
they
stay
away
from
overtime.
C
B
There
were,
on
average
76
a
day
of
off-duty
work
to
be
performed
in
our
city
and
how
we
choose
to
make
those
decisions
of
whether
or
not
we
want
to
require
things
like
off-duty
officers
based
on
certain
kinds
of
event
permits
or
other
kinds
of
permits,
something
we're
also
going
to
need
to
look
at
councilmember
Cunningham.
To
give
another
comment
or
question
yes,.
E
And
and
I
also
have
thought
a
lot
about
that
about,
like
us
as
a
council
requiring
off-duty
officers
and
for
licensing
conditions
and
things
like
that
and
how
that's
impacting
our
workforce.
So
I
guess
my
question
is:
is
overtime
strictly
in
the
precincts
or
is
it
in
investigations
where,
where
is
that
over
time
living
chair.
C
Palmisano
customer
cunningham
another
very
good
question
so,
as
was
indicated
just
now
regarding
the
number
of
overtime
or
part-time
contracts
throughout
the
city,
whether
it's
parking,
ramps
and
US,
Bank,
Stadium
and
other
things
it
requires
with
our
workforce.
It
requires
officers
who
work
patrol.
It
requires
officers
who
work
investigations.
C
B
So
glad
we're
having
this
conversation
by
the
way.
This
is
something
that's
been
important
to
me
for
a
long
time.
We
are
doing
an
audit
so
that
others
that
are
an
audit
committee,
know
I,
know
Karen.
Schrader
knows
we
are
doing
an
audit
on
off-duty
work
just
to
see
try
to
size
that
you
know
how
many
of
our
officers
are
working,
how
much
off-duty
what's
the
size
of
the
concern
that
we
all
hold.
So
thank
you.
B
You
do
want
to
note
for
my
colleagues.
We
are
quite
a
bit
over
time
for
police,
but
it's
mine
to
me.
This
is
really
important
and
unless
I'm
hearing
negative
I'm
feeling
like
this
is
good
and
if
it
means
we're
going
to
need
to
ask
fire
to
be
pushed
to
code,
which
would
be
our
fourth
presentation
today
to
be
moved
to
an
one
of
our
overflow
time
slots
that
that's
how
it's
going
to
be
so.
Chief
continue
on
chair.
C
Palmisano
members
I
also
just
done
that
last
piece
when
we
talked
about
the
impact
of
over
time
far-reaching
throughout
the
organization.
That
was
one
of
the
reasons
when
we
asked
for
additional
body
cameras
for
even
investigators,
because
we
know
that
after
they
leave
their
assignment
investigations,
they
will
add
honor
code
or
in
the
uniform
and
perhaps
be
working
a
part-time
job.
It's
so
having
that
body,
worn
camera
is
important
as
well.
C
The
second
slide
here
I
should
also
just
say
in
the
that
first
bar
graph
to
MPD.
We
as
a
department
also
will
forward
complaints
through
to
the
office
of
police
conduct
review.
You
know
whether
it's
squad
car
accidents
or
other
types
of
things
that
are
generated
from
precinct.
We
will
also
forward
those
to
the
office
of
police
conduct
review
as
well.
C
C
This
next
slide
looks
at
use
of
force.
I
think
is
very
important
for
me
when
I
came
to
my
position
and
certainly
what
our
vision
is
going
to
be
and
as
I,
certainly
as
chief
try
to
change
culture
I
recognize
that
the
overwhelming
majority
of
our
contacts
with
our
community
members
will
never
require
the
use
of
force
and-
and
that
is
certainly
something
you
know-
making
sure
that
both
our
community
members
and
our
officers
complete
their
shifts.
Everyone
goes
home
safely,
is
very
important.
So
the
slide
there,
the
first
slide.
C
C
The
past
decade
we've
seen
about
a
forty
percent
decrease
in
the
use
of
force,
and
it
is
very
important
for
us
to
continue
to
bolster
things,
not
only
the
employee
wellness
that
we're
all
talking
about
and
looking
at
how
sleep
and
those
things
play
into
it,
but
also
critically,
de-escalation,
making
sure
that
we're
infusing
procedural
justice
in
all
of
our
all
the
things
we
do
in
terms
of
our
culture
and
our
DNA
within
the
department.
I.
C
Chair
Palmisano
I
think
that
there's
a
one
I
think
that
the
work
that
we're
really
trying
to
do
and
focus
on
mindfulness,
employee,
wellness,
I
think
that's
going
to
be
very
a
very
key.
Very
important
training
is
obviously
very
critical
and
and
what
our
officers
are
being
taught
not
only
from
the
inception
of
entering
our
academies
but
throughout
their
careers
here.
C
C
The
the
next
slide
here
that
just
again
focuses
on
the
high-risk
warrants
that
resulted
with
no
injury
again,
the
vast
majority,
those
that
occur
there
were
no
community
members
or
officers
injured.
In
that
and
again,
it
highlights
the
decrease
in
number
of
bomb
sweeps.
I
think
that
the
next
one
over.
C
C
C
I
think
it's
important
just
to
note
that
the
fact
that
we
are
a
department,
one
of
the
few
in
the
nation
that
really
puts
out
there
in
our
dashboards
a
lot
of
that
data
that
helps
to
tell
our
story
that
helps
to
better
inform
us
and,
as
me,
as
chief,
to
see
how
we
can
improve
in
those
areas.
So
with
that
you're
upon
us
all,
huntsmen.
E
C
Up
Lomas
on
customer
cunningham,
I
smile
on
because
when
I
saw
the
slide,
that
was
the
first
one
thing
I
said,
and
so
that
was
part
of
this.
This
it
was
not
captured,
but
I
will
just
say
that
african-americans
make
up
the
majority
of
those
and
that's
why
I
wanted
to
make
that
statement
just
before.
I
talked
about
this
this
light
here
so
somehow
I
was,
it
was
cut
off
when
they
were
transferring
it
over
so
but
but
we
have,
we
have
the
accurate
data
this.
This
did
not
capture
it
in
this
here
slide
here.
C
I
F
Thank
You,
chair
promise,
I
know
I
wanted
to
go
back
a
couple
of
slides.
Do
you
know
how
to
you
like
to
the
slide
necessarily
but
I?
Just
noting
that
the
complaints
filed
against
officers
saw
an
almost
fifty
percent
increase
from
2017
to
2018
and
I
was
just
curious
if
there's
been
a
proportional
increase
in
discipline
taken
as
a
result
of
those
complaints
or
sort
of
what
the
trend
is
cheer.
C
Palmisano
compliment
Fletcher,
it's
another
very
good
question.
Some
of
those
again,
some
of
those
increases
were
MPD.
Sending
a
lot
of
complaints
to
OPC
are
themselves
officer
squad,
car
accidents,
other
types
of
things,
but
I
have
not
looked
at
the
breakdown.
Yet
in
terms
of
that
comparison
to
to
discipline,
I
haven't
you.
B
J
You,
madam
chair
I,
do
think
that
during
the
Civil
Rights
presentation
there
was
some
information
shared
about
discipline.
Number
is
actually
going
down
had
one
of
the
little
red
circles,
so
I
think
we
had
asked
some
questions
there
and
it's
worth
following
up
just
to
get
a
handle
on
on
what
that
those
numbers
really
mean
and
what
the
trends
are
sure.
B
B
Next
we
have
the
City
Attorney's
Office,
so
I'll
just
pause
as
we
transition
I
have
been
in
communication
with
our
City
Assessor,
who
willingly
offers
to
move
to
one
of
our
other
overflow
time
slots,
because
Public
Works
is
going
to
be
a
big
one
here
as
well,
not
to
minimize
one
of
our
smaller
but
very
important
departments.
The
City
Attorney's
Office
so
welcome
director
Siegel.
K
You
have
a
couple
of
additional
charts
there,
because
we
realized,
as
we
were
preparing
for
this,
we
had
some
off
numbers
in
a
couple
of
our
charts.
We
have
different
people
conveying
data
and
then
it
gets
put
into
a
chart,
and
some
of
it
was
just
in
a
couple
of
areas
was
what's
wrong:
we
weren't
cooking
the
books,
even
though
I
did
turn
some
Reds
into
greens
on
the
first
chart
here
so,
but
trust
us
we're
your
lawyers.
B
So,
just
to
remind
colleagues
it's
it,
it
is
these
two
individual
papers
in
front
of
you
that
replaced
the
Associated
ones
in
your
packet
today
and
we
all
have
actually
struggled
with
the
stoplight
model
of
whether
an
increase
is
go
to
a
decrease
is
good
and
what
the
associated
colors
are
for
it.
So
that
is
something
that
we
maybe
have
yet
to
work
out
here
in
our
system.
So
on.
K
That
shaky
start,
our
presentation
can
only
go
up
from
go
up
from
there.
I
would
say
we
are
making
progress
and
trying
to
make
progress
both
in
being
more
effective
in
our
work,
as
well
as
moving
towards
reforms
in
the
criminal
justice
system
that
we
all
agree,
our
long
overdue,
as
well
as
supporting
all
of
you
with
the
important
work
you're
doing
with
you
know
whether
it
be
some
of
the
workplace
laws
like
minimum
wage,
ordinance
and
other
ordinances
that
are
in
the
drafting
stage.
K
Now,
if
there
aren't
questions
about
all
these
green
dots
says
one
used
to
be
red,
but
it's
now
green
I'm
going
to
move
on
in
the
area
of
workforce
diversity,
that's
an
important
value
of
the
city
and
it's
an
important
value
of
our
office,
and
we
are
working
hard
to
increase
diversity
in
our
office,
and
one
thing
I've
done
over
the
last
year
is
joined.
Some
of
the
affinity
bar
associations,
they're
very
inexpensive
to
join
and
tried
to
become
more
active
there
and
we
are
becoming
more
proactive
in
our
outreach.
K
K
The
span
chart
I
think
this
is
a
citywide
chart,
because
we
have
very
little
discretionary
spending
within
the
City
Attorney's
Office,
but
but
we
are,
our
office
manager
and
leadership
in
our
office
are
working
hard.
They
are
also
with
a
target
market
program
and
otherwise
and
department
priorities.
As.
L
You
Cassandra
and
Thank
You
mr.
Siegel
I'm
curious.
You
know
you
talked
about
diverse
spending
when,
when
you
contract
out
for
legal
services,
is
that
included
in
your
spending.
L
K
Do
make
an
effort
both
in
terms
of
the
administrative
hearing
officers
which
goes
through
our
Civil
Division
budget,
as
well
as
with
outside
counsel.
Our
outside
counsel
spend
has
been
almost
non-existent
in
the
last
couple
of
years,
so
that
I
mean
which
is
good
news
for
for
the
city's
budget,
because
we've
handled
just
about
everything
in-house.
K
But
but
we
do
keep
an
eye
on
that
and,
for
example,
I
know.
We
have
at
least
one
law
firm
that
that
qualifies
as
a
minority
business
enterprise
that
we
do
contract
with
and
do
use
for
things
like
title
matters
and
other
things
like
that,
which
we
do
need
periodically
and
keep
an
eye
and
keep
an
eye
on
that.
Because
that's
another
important
area,
our
biggest
spending
areas
are
our
online
legal
research
which
we
really
have
no
option
on,
and
then
the
workhouse
budget
runs
through
our
office
as
well.
So
online.
K
Yeah
yeah
and
there
there
aren't
very
many
options,
and
you
know
and
they're
there
they're
a
couple
of
big,
really
big
companies
and
we
don't
have
much
option
there,
but
but
we
are
trying
and
trying
to
be
mindful
and
and
we'll
do
better.
We
had
one,
for
example,
like
our
office
manager
has
done
a
great
job
of
focusing
on
this
work.
K
We
did
have
a
diverse
clerical,
temporary
Services
Agency,
but
then
that
got
sold
so
somebody
who
is
no
longer
a
minority
business
and
we
were
not
aware
of
that
so
trying
to
stay
on
top
of
of
those
kinds
of
things
where
we
do
have
those
opportunities
and
we've
got
good
and
we've
got.
You
know
we're
hiring
the
most
qualified
contractor
and
you
know-
and
if
that's
also
a
minority
contractor.
You
know
that
that's
terrific
and
that's
what
we
want
to
see
and
help
develop,
develop
and
and
support
those
businesses
right.
K
G
K
B
I
do
want
to
point
out
I,
didn't
let
police
off
the
hook
entirely.
It
did
some
time
send
them
a
follow
up.
Question
on
their
mind.
Minority
spend
I,
wasn't
sure
what
kinds
of
things
the
police
department
spends
that
money
on,
but
I'll
get
that
information
and
have
it
send
it
to
colleagues
councilmember
Schrader.
You
have
a
questioner
coming.
Thank.
K
If
you
turn
to
page
four
or
yeah
I
guess
well,
we
got
two
pages
on
one,
so
it's
I
think
it
says
five
in
the
bottom
right
corner.
Most
of
that
happens
to
be
in
this
driver
diversion
program,
the
reduction
and-
and
we
believe,
and
if
Mary
Ellen
my
criminal
deputy
has
anything
to
add.
There
is
a
bit
of
a
backlog
at
the
Department
of
vehicle
services,
motor
vehicle
services
and
they
have
to
screen
everybody
for
eligibility.
K
It
got
hung
up
in
a
giant
omnibus
Public
Safety
bill
that
had
a
number
of
provisions
that
were
unacceptable
to
Governor
Dayton,
so
his
vetoed,
it
is
included
on
both
sides,
the
Senate
and
the
House
bill,
and
so
we're
hopeful
it.
Finally
gets
through
in
this
term
of
the
legislature,
which
will
largely
make
this
diversion
program
unnecessary,
because
people
won't
have
to
enter
this
diversion
program
to
get
their
licenses
back.
K
K
What
we're
really
gonna
focus
on
now
is
ways
that
we
can
increase
our
pre-charge
diversion
numbers
so
before
a
case
is
filed
with
the
court
right
now,
we
don't
have
great
ways
to
communicate
with
individuals,
because
it's
the
police
out
there
handing
out
a
citation,
and
so
we
mail
letters,
but
that
is
not
the
most
effective
way
to
communicate
with
people
and
get
them
interested
in
a
diversion
opportunity.
That's
available
to
them.
D
K
K
And
it's
5,000
people
who
over
5,000,
who
haven't
had
to
deal
with
the
jail,
we're
continuing
that
work
specifically
focusing
on
cash
bail,
reform,
I'm.
Putting
together
an
advisory
group,
I've
already
met
with
the
ACLU
and
Tonya
Hansie,
what's
a
freedom
fund
and
we're
going
to
continue
working
on
that,
the
areas
that
are
what's
in
our
ability
here
in
Hennepin,
County,
District,
Court
and
also
working
at
with
counsel
vice
president
Jenkins
and
I
have
had
several
conversations
about
this,
but
we'll
be.
K
The
Minneapolis
Foundation
has
agreed
to
fund
a
forum
to
work
that
will
take
place
in
the
fall
to
work
towards
statewide
reform.
I
also
was
over
in
the
legislature
and
testified
in
support
of
the
bail
reform
in
the
Minnesota
bail
reform
bill
in
the
Minnesota
House,
where
representative
Neuer
is
the
chief
author,
as
you
mentioned,
increasing
diversion
opportunities
and
certainly
not
having
fewer
numbers
of
people
in
a
diversion.
It's
something
we
we
believe
in
very
strongly.
Mary
Ellen
will
talk
about
our
pathways
program.
K
This
is
an
alternative
for
individuals
charged
with
weapons,
offenses
gross
misdemeanor
weapons
offenses,
the
ones
within
our
jurisdiction.
So,
instead
of
spending
30
days
in
the
workhouse
individuals
are
who
opted
into
this
program,
getting
a
needs
assessment
and
getting
trauma-informed
culturally
specific
programming
through
urban
ventures,
and
we
had
the
opportunity.
The
mayor
was
there
with
us
and
we
had
the
opportunity
to
attend
the
graduation
of
the
first.
K
Is
it
16,
Marriott
and-
and
it
was
one
of
the
most
Mary
Moriarty-
was
there
from
the
public
defender's
office,
and
it
was
I
can't
tell
you
how
it
Bala
dates,
all
the
stress
that
we
all
go
through
in
our
in
our
day
to
day
work
here
in
City
Hall
at
all
evenings
like
that,
make
it
all
worthwhile,
because
these
are
young
men,
many
of
them
with
children,
some
of
them
added
on
voluntary
programming
at
urban
ventures,
about
parenting,
who
are
going
to
go
on.
Some
of
them
have
gotten
jobs
already.
K
Others
are
getting
other
help
and
they're
doing
really
really
well-
and
this
is
a
group
of
people
that
I
think
I
don't
want
to
talk
for
the
public
defender's
office,
but
I
think
they
approach
this
like
yeah
nice
to
try.
We
don't.
We
think
these
guys
are
going
to
fail
out,
and
instead
it's
just
very
promising.
K
I
was
contacted
by
Professor
Matthew
Apperson,
who
heads
up
the
smart,
D
cursor
ation,
D,
cursor
ation
project
at
the
University
of
Chicago
and
he's
including
our
pathways
program.
He
wants
to
evaluate
that
as
one
of
three
programs
he
wants
to
evaluate
as
part
of
gun,
violence,
prevention,
research
that
he's
doing
so
I
just
could
not
be
more
pleased
with
that
result,
and
more
and
more
we
are
looking
to
address
underlying
needs.
K
Instead
of
just
punishing
deeds
and
Maryellen
I'll
talk
a
little
bit
about
this
restorative
court
that
she
worked
hard
to
get
started
in
Hennepin,
County,
District,
Court,
that's
staffed
by
social
workers,
and
so
people
who
have
needs
that
social
workers
can
help
make
referrals
for
and
they
voluntarily
want
to
do
that.
This
is
another
pathway
and
it's
a
pathway
off
the
traditional
criminal
prosecution,
treadmill
and
and
then
with
things
coming
online
like
eighteen
hundred
Chicago,
where
they
have
a
mental
health
behavioral
center.
K
That's
another
really
positive,
so
that
officers
now
will
have
this
alternative
and
keep
people
out
of
the
criminal
justice
system,
and
we
agreed
with
the
public
defender's
office
that
we
would
not
prosecute
people
who
were
who
were
brought
there
and
I
already
mentioned
briefly
on
our
civil
side,
because
mostly
we,
you
know
remind
up,
there's,
there's
lots
of
statistics
around
our
Criminal
Division
work,
but
but
they're.
You
know:
we've
worked
hard
to
support
City
initiatives
around
workers,
rights
we've
had
great
success
with
minimum
wage
and
second
save
time.
K
K
K
And
so
I
authored
the
grant
proposal
that
brought
us
su
News
shrestha
for
two
years,
and
so
she
now
like
will
shuffle
that
off
on
her
and
she's
expanded
it
with
full
support
and
encouragement
from
this
council
and
the
mayor
to
really
deal
with
all
forms
of
human
of
trafficking.
So
not
just
sex
trafficking
but
wage
theft
and
labor
trafficking.
So
whatever
form
it
takes
and
she's
just
doing
great
great
work.
M
Good
afternoon,
so
in
answer
to
your
question
council
Schrader
about
the
diversion
program,
what
Susan
said
is
part
of
it
with
the
driving
diversion
program.
Certainly
DBS
because
of
the
backlog
has
has
decided
to
let
go
some
of
their
control
and
so
now
they're
doing
a
very
smaller
level
of
acceptance
and
then,
where
the
program
itself
is
doing
more
and
so
that
we
fix
that
problem
for
the
rest
of
it.
M
Some
of
it
is
a
byproduct
of
some
of
the
other
good
work
that
we've
done
we're
seeing
frankly,
the
police
issuing
less
tickets
for
some
of
the
crimes.
That
would
be
diversion
eligible.
That's
not
necessarily
a
bad
thing,
but
those
are
cases
that
otherwise
would
have
come
to
our
office
and
been
diverted
another
change.
M
That
again,
is
not
necessarily
a
bad
change
that
happened
in
the
system
was
some
of
our
offenses
that
are
diversion
eligible
no
longer
can
be
booked
into
jail
due
to
a
standing
order
from
the
Hennepin
County
District
Court
I
marry
two
are
consuming
in
public
and
loiter
open
bottle.
We
send
a
lot
of
those
through
restorative
justice,
so
now
those
are
being
issued
citations.
M
Those
are
citations
that
are
payable
offences,
and
it
would
take
me
a
long
time
to
tell
you
the
difference,
but
the
long
and
the
short
is
those
don't
always
come
to
court,
and
we
have
yet
to
find
a
really
good
way
to
locate
all
those
citations,
and
so
some
people
don't
respond
to
those
citations.
Some
people
simply
pay
them
without
knowing
they
have
this
opportunity.
So
we're
still
thinking
about
how
do
we
kind
of
find
of
the
tickets
that
are
issued?
Some
of
the
other
work
we're
doing
is
we're.
M
Gonna
have
a
young
man
with
our
office
this
summer
as
a
recent
college
graduate,
and
why
one
of
my
projects
for
him
is
I'm
going
to
have
him.
Look
at
all
of
the
people
that
we
have
said
are
not
eligible
for
these
programs
based
on
some
of
the
criteria
we
set.
We
have
if
they
have
a
prior
felony,
we're
not
allowing
them
to
do
diversion
certain
other,
exclusionary
factors
and
what
I'm
interested
in
knowing
is
of
those
people.
M
How
old
was
the
felony,
because,
right
now,
it's
it's
just
a
blanket
exclusion.
It's
the
way
we
started,
and
it's
been
that
way
for
years
and
I
think
it's
time
to
look
at
some
of
those
things
to
see
if
we
can
increase
our
eligibility
pool.
If
someone
has
a
10
year
old,
felony
and
they've
not
had
much
activity,
and
now
they
have
a
you
know:
public
urination.
M
They
should
probably
go
and
do
diversion
so
we're
gonna
be
looking
at
a
lot
of
our
eligibility
criteria
this
summer
and
hopefully
get
some
good
data
and
make
some
changes
that
will
increase
the
pool
that
we
can
offer
and
then,
as
Susan
indicated,
we
are
gonna
really
try
to
work
with
other
departments
that
can
have
a
better
sense
of.
How
do
we
do
that
community
outreach
to
let
people
know
these
programs
are
out
there
that
they
get
a
ticket.
M
They
could
proactively
contact
us
and
say
this
is
something
I
can
do
or
when
they
get
the
communication
from
our
office.
They
understand
what
it
is,
and
you
know
don't
just
see
a
letter
it
with
city
letterhead
and
say:
oh
my
gosh,
and
throw
it
away
so
so
I
think
our
numbers
are
still
staying
good,
but
there
definitely
is
a
lot
of
work.
M
We
can
do
to
try
to
increase
that
pool
because
it
is
the
people
that
go
through
are
very
successful
and
we
rarely
we
did
a
recidivism
study
and
a
lot
of
our
successful
people
and
all
these
programs
very
few
of
them
reoffended
with
anything
and
the
majority
that
they
got
anything
is
generally
some
traffic
tickets
again,
which
you
know
is
a
part
of
a
whole
bigger
issue.
So
I
think
our
diversion
programs
are
working,
I
think
they're
strong,
but
we
certainly
have
more
work
to
do
to
improve
them.
M
Our
pathways
program
Susan,
touched
on
it
a
little
bit
that
has,
she
said,
been
very
surprisingly
effective.
It
got
off
to
a
very
slow
start.
We
actually
started
it
in
May
of
2017.
We
didn't
get
a
lot
of
people
wanting
to
take
it
under
the
way
we
offered
it.
So
in
September
of
2017
we
decided
to
make
a
real
and
hit
kind
of
bold
decision
and
offer
state
of
adjudications
on
these
cases,
meaning
if
the
person
entered
the
program,
they
wouldn't
have
a
conviction
on
their
record
and
if
successful,
they
never
have
a
conviction.
M
That
was
enough
of
an
incentive
to
give
some
of
these
individuals
to
try
the
program
and
then
once
they
got
in
they've,
been
very
committed
and
very
successful.
I
just
updated
our
numbers.
Last
night
we
have,
we
have
found
91
eligible
kick,
we've
had
138
total
cases,
we've
offered
it
to
91
individuals.
54
54
have
accepted
that
program.
We
have
about
30
or
so
in
the
program
right
now
we're
gonna
I
think
have
a
graduation
again.
This
summer
we've
got
20
more
that
are
waiting
to
decide
if
they're
gonna
resolve
their
case
with
the
program.
M
But
so
we
are
getting
a
nice,
steady
stream
of
applicants
that
are
interested
in
going
through
the
program.
One
of
the
things
I
think
makes
this
program
unique
is
we
are
really
looking
at
them
as
individuals,
and
we
know
that
they're
gonna
have
some
ups
and
downs
and
urban
benches
been
a
great
partner.
M
They
frequently
reach
out
to
me
and
say
this
person
has
this
problem
or,
if
they're,
if
they
are
kind
of
falling
off
the
radar
I
file,
a
probation
violation
that
gets
their
attention
immediately
and
they
come
back
in
and
say
what
can
we
do
to
stay
in
the
program?
We
generally
don't
have
anymore
issues
from
they.
Reengage
we've
also
modified
the
program.
M
Acting,
they
just
were
forgetting
to
call,
and
then
they
would
drop
off,
and
so
we
modified
the
program
to
make
it
more
reasonable
so
that
we
wouldn't
have
people.
You
know
necessarily
violating
our
parameters
and
so
I
think
it's
been
really
successful
because
we're
able
to
make
it
very
fluid
and
but
so
far
yeah
we're
gonna
be
looking
at
some
recidivism.
We
had
our
first
person
completely
complete
their
probation
two
years,
not
anything
on
their
record,
not
even
a
parking
ticket.
M
We've
got
a
whole
bunch
more
coming
up
in
the
next
few
months
and
I'll
do
records
checks
on
them.
I
assume
it's
going
to
be
the
same.
They
have
had
very
little
if
any
involvement
in
the
criminal
justice
system,
and
so
we
hope,
as
we
keep
looking
down
the
line,
we'll
continue
to
see
that
that's
the
case,
and
that
would
be
a
big
shift
compared
to
what
we
saw
when
we
looked
at
the
data
before
we
started
this
program,
where
70%
ended
up
committing
very
violent
felonies
and
ended
up
in
prison
before
they
were
30.
E
You,
madam
chair
I'm,
just
really
excited
about
this
program.
I,
think
that
it's
really
remarkable
and
to
have
herb
adventures
at
the
table
is
really
just
like
such
critical
skills.
Being
added
and
I'm
really
grateful
that
this
that
this
program
exists
in
is
moving
forward
and
produces
the
results
that
we
had
deduced
based
on
research
and
the
theories.
E
Please
let
us
know
when
the
graduation
is
going
to
be
this
summer,
so
that
the
council
can
be
there
council
members
who
are
available
and
I'm
also
curious
about.
If
there
are
any,
are
there
any
plans
to
do
potentially
an
ROI
study
on
what
is
being
invested
into
this
program
and
how
money
is
being
saved
both
like
from
a
criminal
justice
system
perspective
through
this
program?
I'm
just
curious
about
that.
K
We
expect
that
that
could
be
part
of
this
University
of
Chicago
research
and
we
we
definitely
want
that
because
it,
you
know
we
pay
per
night
per
diem
for
the
workhouse.
K
This
program
is
more
expensive,
maybe
than
30
days
in
the
workhouse,
but
not
by
that
much
and
they're
getting
so
much
out
of
this
and
in
terms
of
savings
of
future
costs.
You
know
setting
aside
the
human
part
of
this.
You
know
that
having
them
have
better
lives
and
better
opportunities
and
not
being
hamstrung
for
the
rest
of
their
lives
with
a
gross
misdemeanor
weapons,
conviction,
just
monetarily
I
think
it
makes
a
lot
of
dollars
and
cents
so
I
think.
E
That
information
would
be
super
helpful
because
it
really
speaks
to
the
if
we're,
if
we're
investing
in
prevention
and
intervention.
Thinking
about
where
the
end
folks
are
coming
out
of
this
system,
we're
like
that
is
a
way
for
us
to
really
long-term,
be
saving
dollars
in
other
areas.
So
thank
you
so
much
for
that
information.
K
Jennifer
Saunders
is
the
supervisor
of
our
domestic
violence
team
so
and
tell
us
how
quickly
you
want
us
to
go
through
this.
We're
happy
to
answer
any
questions,
but
we
don't
want
to
belabor
this
we're
lawyers
put
us
in
front
of
a
microphone
we're
not
quite
as
bad
as
elected
officials
as
attorneys
you're,
pretty.
B
N
Pass
yeah
thanks.
My
father
said:
I
became
a
lawyer
because
I
love
to
argue
and
I
never
shut
up,
so
I
won't
fight
that
as
hard
as
I
can.
My
name
is
Jennifer.
Saunders
I
am
a
supervising
attorney
since
March
of
last
year
of
our
domestic
abuse
team,
which
handles
only
intimate
partner,
violence
cases.
N
We
have
six
attorneys
and
six
support
staff,
including
an
attorney
and
a
paralegal
embedded
in
our
domestic
assault
unit
with
the
MPD
and,
as
you
can
see,
our
priority
is
handling
the
intimate
partner
violence
cases
to
get
the
best
result
possible,
taking
into
consideration
the
impact
of
that
decision
on
the
family
involved.
These
cases
are
very
unique:
they're,
not
just
a
single
criminal
incident.
They
generally
are
a
manifestation
of
ongoing
behaviors,
ongoing
issues
within
a
family
and
also
those
issues
don't
stop
at
the
end
of
the
criminal
prosecution.
N
Very
often
what
we
see
are
situations
where
the
victims
involved
in
the
cases
do
not
want
us
to
prosecute
the
cases.
Our
internal
information
shows
us
at
about.
75%
of
our
victims
are
uncooperative
with
prosecution.
The
national
level
is
actually
closer
to
80
percent.
They
they
don't
want
the
person
prosecuted,
they
just
want
the
violence
to
stop,
and
obviously
if
we
can
get
some
sort
of
accountability,
that's
a
very
good
way
to
get
it
to
stop.
N
N
I
will
say
that
you
know
you
can
see
over
the
years
that
it's
very
clear
when
we
introduced
it
introduced
the
higher
level
of
evidence
collection
in
2008
in
the
following
years,
from
the
MPD,
where
they
were
gathering
much
better
information,
and
we
did
see
a
significant
increase
at
that
time
and
it's
it's
fluctuated
over
the
years
since
then,
but
50
percent
was
at
the
time,
especially
about
the
national
average.
Due
to
those
factors,
you
know
we
look
at
various
types
of
factors
that
determine
success.
N
We
have
been
able
to
move
our
cases
through
the
system
a
little
bit
more
quote
quickly.
We
try
to
get
the
cases
charged
and
moving
as
quickly
as
possible.
The
second
portion
of
the
slide
shows
you
that
that
we
are
trying
to
get
these
gun
on
arrival
cases
processed
as
quickly
as
possible.
The
cases
where
an
arrest
has
made
the
persons
in
court
the
next
day,
so
those
tend
to
go
very
quickly,
but
the
gun
on
arrival
cases
can
take
a
bit
longer
to
get
into
the
system.
So
we
have
been
working
on
that.
N
We've
are
very
cognizant
of
the
fact
that
sometimes
the
best
result
is
not
a
conviction
and
since
I'd
become
the
supervisor.
I
have
stressed
that
we,
our
duty
as
prosecutors,
is
not
to
get
a
conviction
necessarily
our
duty
as
prosecutors
is
to
see
that
justice
is
done
and
in
domestic
cases.
That
involves
a
lot
of
different
factors.
So
it
is
something
I
will
say
that
we
are
keeping
an
eye
on
I
want
to
make
sure
we
are
getting
justice
for
our
victims
that
we
are
making
sure
these
cases
are
taken
seriously.
L
N
You
a
chair,
Palmisano
and
councilmember
Jenkins,
it's
an
excellent
question
and
technically
the
decision
lies
with
us:
the
prosecutor,
the
reality
of
trying
to
prosecute
successfully
prosecute
a
case
without
a
victim
cooperation.
It
is
very
difficult,
and
mainly
especially
at
our
level
of
we
don't
have
generally
significant
injuries.
We
don't
have
a
lot
of
other
evidence.
N
We
are
very
heavily
relying
on
the
statements
of
the
victims
in
the
case
and
while
we
do
the
very
best
we
can
and
I've
worked
very
hard
to
provide
my
team
with
tools
to
try
to
get
out
of
court
statements
in
as
much
as
possible.
We
still
face
up
like
every
prosecutor
with
the
confrontation
Clause,
and
because
of
that
there
is
a
limit
to
how
far
we
can
go.
N
We
make
it
very
clear
when
we're
reaching
out
to
the
victims
that
we
want
their
input,
but
the
decision
is
ours
and
that
is
in
part
to
take
that
weight
off
of
them,
but
they're
not
making
the
decision
we
are,
but
the
reality
of
prosecuting
these
cases
is
if
we
don't
have
a
cooperative
victim
who's
willing
to
testify
that
it
makes
it
much
more
difficult.
But
that's
a
very
good
question
that
really
gets
at
the
heart
of
what
we're
dealing
with.
So
thank
you.
You
have
questions.
K
Yeah,
and
so
we
do
use
evidence-based
prosecution,
and
one
thing
that
we
did
with
our
misdemeanor
cases
is
the
police
department.
The
responding
officers
have
an
evidence
gathering
protocol,
so
there's
evidence
gathered
at
the
scene.
They
get
a
medical
release
signed
so
that
we
can
get
medical
records
to
prove
injuries
so
that
we
are
able
to
proceed
with
cases
but
but,
as
as
Jen
said,
I
mean
it
makes
it
more.
It
makes
it
more
difficult
and
we
are
doing
I
know.
K
One
thing
you
asked
us
about
before
council
vice-president
Jenkins
is
outreach,
particularly
in
the
LGBTQ
community,
and
and
we
are
working
in
that
in
that
direction
as
well.
We
continue
to
do
really
well
in
our
DWI
cases,
high
conviction
rate
we've,
we've
been
from
the
start,
a
couple.
How
long
is
DWI
court?
K
Thirteen
years
we've
been
huge
supporters
of
that
court.
You
know
a
treatment
model
very
successful.
We
are
statewide
experts
on
drug
recognition
cases
as
well
and
recognized
for
that
expertise.
Mary
Ellen's
here
if
you've
got
any
questions
to
ask
about
that.
Otherwise,
in
the
interest
of
time
we'll
just
we
will,
we
will
move
right
along
Eric
civil.
O
Thank
You
chair,
Palmisano,
councilmembers
and
they're,
the
Civil
Division
is
comprised
of
two
teams:
two
business
lines:
the
litigators
and
our
client
services
team.
The
client
services
team
handles
all
non
litigation
matters
for
the
city.
These
are
what's
been
described
by
Sambas
sort
of
the
in-house
counsel
for
the
various
city
departments,
but
these
are
also
probably
the
legal
counsel
that
you
all
interact
with
the
most.
These
are
the
attorneys
that
you
see,
staffing
your
counsel
committees
and
working
on
your
policy
initiatives,
handling
HR
matters
reviewing
contracts,
the
whole
gamut
of
legal
work.
O
The
the
client
services
team
is
further
broken
down
into
two
sub
teams.
We
have
a
a
transactional
team,
our
real
estate
and
development
transactional
team,
which
is
led
by
Nicky
Newman
and
then
the
all
of
the
other
client
services
members
who
are
led
by
Susan
Trammell.
It's
a
it's
an
area
that
is
notoriously
difficult
to
measure
with
a
metric.
If
we
came
up,
we've
thought
about
this
over
the
years
many
times
and
come
up
with
different
ways
to
measure
production
or
success,
and
they
wouldn't
really
be
meaningful
to
you.
O
We
could
look
at
you,
know,
assignments
opened
or
closed
or
ordinances
drafted
or
completed.
None
of
these
things
would
have
any
real
inherent
meaning
standing
alone,
and
so
what
we've
arrived
at
historically,
what
we
intend
to
do
going
forward
is
a
client
satisfaction
survey,
which
I
think
is
probably
the
best
way
to
measure
that,
though
the
the
satisfaction
survey
on
your
slide
is
a
bit
stale.
It
was
from
a
year
ago
it's
something
that
we
will
do
again
this
year
and
going
forward.
O
I
will
just
note
that
I,
don't
suspect
that
the
numbers
will
get
worse,
I
think
they
could
get
better
and
the
particularly
the
measure
in
the
middle
is
encouraging,
which
is
the
measure
of
90%
for
really
what
is
the
core
work
of
the
client
services
team
and
that's
effectively
handling
all
of
the
range
of
legal
services
that
they're
asked
to
do,
and
so
with
that
we
intend
to
continue
the
high
quality
legal
services.
We
provide
you
and
then
in
the
civil
division
effectively.
O
K
K
In
recent
years,
the
number
of
cases
resolved
in
court
in
favor
of
the
city
is
just
the
vast
majority
of
the
matters
that
we
handle,
and
so
it's
important
to
keep
track
of.
Of
how
many
cases
are
we
settling
versus?
How
many
cases
are
we,
you
know
being
aggressive
in
court
and
and
so
we're
doing
really
really
well.
We
also
have
the
city
of
Minneapolis
has
filed
two
or
one
of
the.
We
have
a
lawsuit
against
the
opioid
manufacturers
and
distributors.
K
We
are
so
it
which
is
affirmative
of
litigation
who
were
suing
to
try
to
bring
money
back
to
the
city.
There's
also
one
on
aluminum,
sulfide
I
think
that's
the
right
chemical
that
Public
Works
uses
over
in
the
waterworks,
and
so
there
was
recently
a
settlement
of
that
matter.
We
don't
know
how
much
will
be
coming
to
the
city
you
you
know
once
everybody's
claims
are
are
adjusted,
but
there
will
be
dollars
coming
into
the
city
in
connection
with
that.
K
We've
also
been
busy
joining
as
an
amicus
in
the
myriad
of
litigation
that
our
federal
administration
has
given
us
the
opportunity
to
sue
them
over
along
with
other
jurisdictions.
So
if
there
any
other
questions
about
civil
litigation,
no
all
right.
Well,
then,
finally-
and
we
did
argue
with
mr.
Smith
about
this-
but
but
because
we
have
these
different
funds,
we're
now
back
in
criminal
in
our
community
attorney
program.
Two
things
to
note
there.
K
A
downtown
100
program
continues,
continues
to
get
good
result
and
it
really
is
trying
to
connect
people
with
social
services,
we're
trying
to
keep
people
out
of
the
workhouse
and
trying
to
get
them
the
help
that
they
need.
We
had
a
a
citywide
program
and
we
have
disbanded
that
we
still
are
working
closely
with
community
and
neighborhood
groups
on
their
priorities
and
the
different
safety
committees
and
their
needs,
but
was
restorative
court.
K
We
feel
that
that's
a
better
approach
and
a
more
cost,
effective
approach,
approach
and
the
right
way
to
work,
because,
as
Mary
Ellen
was
looking
at
this
and
again
I'm
giving
her
a
lot
well-deserved
credit,
we
were
seeing
people
with
less
chronic
issues,
and
so
it
just
made
no
sense
anymore
and
we
feel
we're.
We
will
continue
to
meet
the
needs
of
our
residents
in
a
better,
more
effective
way
and
get
better
results
overall
for
everyone
through
a
restorative
court
and
other
tools
at
our
disposal.
K
F
F
L
F
P
Thank
You
vice-chair
Fletcher,
that's
correct!
Yes,
thank
you
so
much
vice
chair
Fletcher
and
members
of
the
Budget
Committee
I'm
Robyn
Hutchison
I'm,
the
director
of
public
works,
I,
am
joined
by
most
of
my
director
team
behind
me.
Thank
you
for
being
here.
I
also
want
to
thank
the
results
team
who
put
together.
P
P
We
have
a
couple
slides
on
our
performance.
Summary
I
won't
spend
too
much
time
on
this,
except
to
say
that
this
dashboard
of
streetlights,
green,
yellow
and
red
just
give
us
a
good
indication
of
where
we
can
spend
some
more
time
and
improve
our
work
and
I'll
point
some
of
those
areas
out
as
I
go
along
in
the
presentation.
P
The
first
topic
area,
I'm
gonna,
start
on
as
I
think
we
all
have-
is
the
enterprise
priorities
of
workforce
diversity
and
spending
with
diverse
suppliers.
We
know
we
have
work
to
do
here.
While
we
see
some
good
indicators
in
our
trends,
the
workload
is
heavy
to
get
us
to
where
we
need
to
be,
and
we
are
fully
prepared
and
already
investing
in
this.
P
Deputy
director
jelly
put
into
my
hands
today
a
chart
that
shows
that
in
the
last
seven
years
or
so,
we've
gone
from
hiring
in
our
service
worker
category.
A
total
of
about
20%
people
of
color,
now
up
to
50%
people
of
color
in
each
sort
of
cohort
or
class
of
30
to
40
hires
in
a
batch.
That's
good
progress
and
we
need
to
keep
the
pressure
on
that
so
that
we
can
continue
to
shift
in
our
last
recruitment.
P
We
really
saw
a
highlight
on
women.
I
mean
that
sort
of
in
Reverse.
While
we
were
proud
of
our
recruitment
efforts
leading
to
50
percent
people
of
color
being
recruited
onto
our
team,
we
were
disappointed
that
only
about
10
percent
were
female
and
we're
finding
that
to
be
an
even
bigger
challenge
than
we
initially
anticipated
and
a
bigger
challenge
than
recruiting
people
of
color.
So
we're
working
both
angles
through
numerous
outreach
events.
P
P
I
myself
participate
this
in
this
as
well,
especially
as
it
relates
to
women
we
I
go
to
as
we
all
do.
Really
all
the
directors
stop
in
to
our
agility
training
that
we
do
with
each
of
our
new
hires
and
I.
Think
women
need
an
extra
level
of
support
there
and
I
make
it
a
point
to
talk
with
every
single
woman
in
that
room
and
say
you
I
did
this
I
did
that
if
I
did
the
agility
training,
you
can't
do
this
job.
P
P
45%
women
in
public
works
may
be
a
high
target.
This
is
based
on
makes
codes
that
includes
hotel
service
workers
and
we're
not
sure
that
that
is
giving
us
an
accurate
reflection
of
the
community
that
we
have
to
hire
from.
So
we're
working
right
now
with
human
resources
to
either
leave
the
goal
as
is
or
just
the
goal.
If
we
find
that
there's
a
better
target
that
we
should
be
shooting
for
spending
with
diverse
suppliers,
we
are
not
meeting
the
diverse
spending
of
15%
and
we're
not
meeting
the
city-wide
percent
spending
with
minority-owned
suppliers
6%.
P
We're
again
trend
is
in
the
right
direction
here
and
we're
doing
some
things
with
our
pool
procurement.
That
I
believe
are
helping.
So
in
our
last
pool
contract
request
for
proposal,
we
created
a
new
contracting
category
for
small
firms.
Many
minority-owned
and
women-owned
businesses
are
smaller
in
nature
and
they're.
They
don't
have
the
same
insurance
that
a
large
firm
would
have
and
in
public
works.
P
So
many
of
our
projects
are
large
that
if
we're
not
deliberate
about
creating
a
category
for
small
businesses
to
participate,
we
may
not
get
any
so
two
years
ago
we
put
that
into
the
pool.
We
had
some
success.
We
are
currently
contracted
with
seven
small
tier
two.
We
call
them
tier
two
small
businesses,
all
seven
of
them,
identified
as
small
business
enterprises,
three
identified
as
minority
business
enterprises
identified
as
women,
business
enterprises
and
one
is
a
veteran
owned
small
business.
So
we
are
going
to
be
reopening
that
pool
and
we're
going
to
continue
this
program.
P
Director
Korbel
has
helped
us
connect
to
firms
and
companies
that
we'd
like
to
recruit
by
and
we
participate
in.
Some
workshops
that
she
has
set
up
and
we're
hoping
to
continue
to
improve
in
this
area
and
I
promise
not
to
talk
that
long
on
each
slide.
But
I
know
that
is
of
great
interest
to
the
entire
city.
Don't.
P
I'll
move
on
to
our
largest
budget
category,
which
is
our
sanitary
storm
program,
collection
and
treatment.
We
have
some
data
here
about
our
sanitary
sewer,
backups
and
as
well.
Our
three
one,
one
sewer
issue
cases
I'd
like
to
develop
it
as
a
moment
on
the
sewer
issue.
Cases
when
I
first
saw
this
I
I
really
didn't
know
what
to
think
ever
had
to
explain
it.
P
1111
three
one
one
sewer
complaints,
and
yet
we
were
only
a
responsive
in
our
service
level
to
26%
of
them,
and
then
we
had
some
aha
moments
after
talking
with
our
sewer
staff,
and
this
is
directly
related
to
something
that's
very
important
to
the
city
of
Minneapolis,
and
that
is
that
this
is
this
has
caused
very
much
by
flooding,
and
that
is
a
result
of
our
changing
climate.
It's
becoming
increasingly
difficult
for
us
to
respond
to
intense
short
duration
rainfall,
which
creates
intense
localized
flooding.
P
P
Our
next
category
and
order
is
transportation
operations
and
mobility.
We
operate
both
on
and
off
street
parking
for
the
benefit
of
our
residents
and
businesses
and
anyone
who
is
visiting
the
city,
our
parking
ramps,
the
average
occupancy
rate
is
65
percent.
This
is
a
sometimes
misleading
number.
This
is
the
average
of
all
the
ramps.
We
have
ramps
that
are
downtown,
such
as
the
hopf
ramp,
that
is
over
85%
occupied.
P
We
have
ramps
such
as
the
Vineland
ramp
by
the
Walker
that
can
be
as
low
as
20%
occupied,
so
it
depends
on
where
it
is
and
what
the
demand
is,
what
the
occupancy
percentage
is,
and
it's
quite
uneven.
Throughout
the
city
we
we
are
watching
and
adjusting
on
a
pretty
regular
basis.
I
see
a
question
yeah.
Q
You
manager,
I
bet
you're
gonna.
Answer
that
question
next
I'm,
just
wondering:
if
staff
have
the
flexibility
to
be
able
to
lower
rates,
to
fill
ramps
and
get
people
off
of
the
street,
because
this
whole
drama
about
increasing
fees
for
parking
downtown
which
I
support
on
the
street,
we
should
then,
maybe,
if
we
want,
if
you
have
people
in
these
ramps
that
are
built
and
sitting
empty,
we
might
want
to
consider
lowering
the
rates
and
the
ones
that
aren't
full
in
order
to
get
people
off
the
street.
Not.
I
Q
To
make
more
money,
but
really
to
encourage
people
to
go
where
it's
less
expensive,
so
I'm
wondering
I
know
we
a
long
time
ago
we
determined
that
whoever
was
the
head
of
parking
services
would
make
that
decision
and
I
totally
support
that
just
wondering.
If
that's
coming
into
your
thinking,
if
we're
at
60%,
we
want
to
be
at
80.
Why
don't
we
drop
the
price.
P
Thank
you,
madam
president.
Councilmember
Goodman
there's
a
there's,
no
universal
formula,
but
there
is
some
guidelines
that
help
us
think
about
this.
The
first
thing
we
try
and
do
is
make
parking
available
on
street
and
that
drives
the
pricing
first,
so
we
want
on
street
parking
to
be
available
for
people
who
need
it,
and
if
there's,
the
demand
is
too
high
and
it's
occupied
90%
of
the
time
we're
not
really
serving
people,
and
so
we
have
to
create
more
incentive
for
the
turnover
first
and
foremost,
and
pricing
can
help.
Do
that
and
duration
helps.
P
Do
this
not
just
about
the
pricing
its
pricing
in
duration.
We
really
encourage
people
that,
if
they're
parking
for
a
long
time
to
park
in
a
ramp-
and
that
gets
more
to
your
question
about
how
we
price
the
ramps
let's
take
off.
For
example,
if
we
reduced
the
rates
at
half,
it
wouldn't
make
a
difference,
it's
already
very,
very
full.
P
P
Skipped
to
the
next
slide,
because
the
it
also
addresses
some
parking,
and
that
starts
with
the
parking
meters
really
since
we've
gone
to
the
pay
stations
and
to
the
the
app
we've
just
seen,
a
drop
in
in
complaints
about
parking
and
continuing
on
with
transportation
operations
and
mobility.
Sign,
repairs,
I
think
we
do
a
pretty
good
job
out
there
being
being
responsive.
When
we
hear
of
problems.
P
On
street
light
cases,
we
had
to
dig
into
this
one
a
little
bit
and
try
and
understand
why
why
we
would
see
a
drop
in
2017
and
we
think
it's
because
the
3-1-1,
when
it
was
difficult
to
distinguish
a
street
light
problem
versus
a
car,
hit
a
street
pole
problem
and
to
us
they're,
very
different
solutions.
So
we
in
2017
pulled
out
the
car,
hit
the
street
light
and
put
it
in
a
different
category,
so
this
it
may
reflect
it
may
reflect
an
artificial
drop
in
the
number
of
complaints.
P
I
also
think
that
if
we
come
back,
we
don't
have
2018
but
2019.
My
I
would
anticipate
that
we'll
see
an
increase
in
the
feedback
that
we
get
about
street
lights,
with
the
conversion
to
LED
and
what
the
response
has
been
there
on
traffic
signals.
We
are
doing
very
well
on
meeting
our
service
level.
I
want
to
note
that
this
is
these
generally
come
in
as
timing.
This
not
enough
green
time,
can
I
get
a
left
arrow
when
we
have
emergencies.
P
P
Our
next
largest
category
is
in
drinking
water,
our
water
supply.
We
are.
We
provide
safe
drinking
water,
about
80
million
gallons
a
day
to
the
city
of
Minneapolis
and
our
six
wholesale
customers.
It's
an
extremely
important
part
of
the
Public
Works
effort
and
business.
Our
rates
are
very
comparable
to
our
pure
cities.
We
keep
our
rates.
I
want
to
say
that
we
keep
them
steady.
What
we
don't
want
is
fluctuating
utility
rates
so
that
our
residents
do
not
know
our
customers
do
not
know
what
to
expect.
P
So
we
try
to
take
a
ten-year
look
at
what
our
capital
and
operational
needs
are
and
keep
the
rates
as
steady
as
possible,
so
that
people
know
what
to
expect.
We
do
have
very
large
projects
very
large
capital
projects
in
this
program
area
and
the
public
doesn't
feel
that
large
project,
because
we
have
it
spread
out
over
time.
P
When
we
have
feedback
or
issues
with
taste
or
odor,
it
comes
in
as
a
water
quality
issue.
We
are
over
the
last
few
years
or
we
have
dropped
in
the
number
of
issues
coming
through
3-1-1
and
we
respond
to
complaints
within
three
business
days
between
99
and
100
percent
of
the
time.
This
is
good
crap.
When
we've
got
a
water
main
break,
we
are
out
there
as
quickly
as
we
can
to
assess
the
situation.
P
This
chart
doesn't
mean
that
we
have
resolved
all
of
the
water
main
breaks
within
99
percent
of
or
99
percent
of
the
time
within
a
business
day,
but
we
usually
within
a
business
date,
have
a
plan
and
have
communicated
back
what
that
plan
is
water.
Main
breaks
are
a
result
of
numerous
things:
aging
infrastructure,
as
we
know,
we've
got
very
old
infrastructure
out
there,
but
also
weather
and
soil
conditions
can
play
a
role
in
this.
We've
got
a
spike
here,
we're
looking
into
why
that
happened.
P
Okay,
totally
switching
gears,
our
next
largest
program
areas
and
transportation
maintenance.
One
of
the
measures
that
we
use
is
how
quickly
we
can
get
back
to
full
parking,
and
this
isn't
necessarily
about
the
parking.
This
is
about
how
quickly
we
can
finish
up
our
snow
emergency
operation
and
return
to
normalcy,
that's
very
disruptive
for
us
to
call
a
snow
emergency,
and
we
want
to
know
that
we're
completing
the
work
and
we're
back
to
normal
operations
as
quickly
as
we
can
for
for
our
public.
P
There
is
no
surprise
here
as
we
look
at
snow
and
ice
cases.
This
is
related
to
the
streets
that
we
have
quite
a
spike
in
eighteen
and
nineteen
that
captures
this
year's
information.
So
with
the
February
snowfall,
we
saw
quite
a
few
complaints
on
snow
and
ice
come
in
and
we
really
hung
in
there
on
our
responsiveness.
P
F
P
We
at
the
end
of
the
snow
emergency.
We
are
ready
to
reopen
every
snow
emergencies
and
the
side
streets
to
parking
as
it
as
it
is
before
we
do
the
snow
emergency.
If
we
are
behind
schedule,
if
we
are
not
able
to
complete
our
work
in
time,
we're
not
able
to
restore
that
would
be
the
third
day
we're
not
able
to
restore
the
parking.
P
F
F
L
P
So
when
I
think
this
is
correct
but
I'm
if
it's
I
may
need
to
find
some
additional
information
and
provide
it
back
to
you,
but
as
our
last
day
is
ending
its
overnight,
he
you
can.
He
can't
explain
it.
Okay,
I'm
gonna,
ask
Mike,
Kennedy
and
I
said
I'll,
probably
get
handle
anything
comes
up,
but
I
can't
so
I'm
gonna
ask
Mike
director/kennedy
to
assist.
Q
P
A
F
F
Maybe
differently
than
some
of
my
constituents
certainly
did
when
they
were
calling
about
it.
Snow
removal
right
where,
if
the
parking
is
actually
not
restored
to
full
parking,
because
you
can
never
park
on
a
street
or
a
park
industry
you've
got
to
be
out
in
the
bike
lane
or
out
in
the
in
a
lane
of
traffic,
because
the
snows
encroached
further
and
further
on
the
street.
A
Cheering
come
summer
Fletcher.
We
know
that
we
can't
get
all
the
cars
out
of
the
way.
We
know
that
the
the
streets
encroach.
This
is
simply
about
time
in
each
of
those
phases
to
give
the
parking
back.
Yes,
it
might
be
less
and
less
parking
over
the
season,
and
that
sort
of
thing
I
mean
also
to
be
clear.
This
doesn't
mean
we're
done
plowing.
We
might
be
still
running
the
routes
doing
mop
up,
and
things
like
that.
This
is
just
about.
L
You,
madam
chair,
and
thank
you,
miss
Hudson,
for
thanking
us
for
taking
you,
however,
I
mean
I,
really
think
that
the
ultimate
things
goes
to
you
and
your
staff,
or
keeping
our
city
moving
and
functioning
through
a
very
difficult
past
winter
and
for
all
the
seasons
that
Public
Works
keeps
the
city
of
Minneapolis.
Moving
I
wanted
to.
L
You
know,
go
back
to
parking
a
little
bit
and
we
are
just
having
these
significant
challenges
with
commercial
vehicles,
particularly
over
the
road
18-wheeler
trucks
parking
in
neighborhoods
on
side
streets
on
major
thoroughfares,
blocking
sight
lines,
creating
safety
concerns
I'm
just
curious.
What
is
your
department
thinking
about
this
issue?.
P
P
We
may
still
choose
to
do
that,
but
recently
I
placed
a
meeting
notice
on
your
calendar
to
bring
all
of
the
affected
words
together
and
talk
about
more
MORE
about,
if
there's
a
citywide
approach
that
we
need
to
take
and
what
that
could
look
like
and
get
your
feedback.
So
it's
I
think
it's
a
growing
problem
and
one
that
we
should
address
both
on
a
spot
basis
as
well
I'm
looking
over
here.
P
L
And
I
mean
my
sole
purpose
for
mentioning
it
is
to
make
the
full
of
topsail
where,
because
I'm
not
sure
it
is
happening
in
in
other
parts
of
the
city.
Well,
I
know
it's
happening
in
some
of
the
parts
of
the
state,
but
not
everywhere
in
the
city,
and
that
I
think
it's
an
issue
that
we
all
need
to
be
concerned
about
because
it
impacts
how
traffic
moves
throughout
our
city.
L
L
E
Madam
chair,
yes,
thank
you
for
that
question.
Helps
president
Jenkins
I'm,
pretty
sure.
I
was
like
that
one
water
than
an
expanded,
because
it
is
atrocious
in
the
4th
Ward
the
semi
truck
parking
and
the
amount
of
hazards
that
it
creates,
because
if
they
also
park
along
roads
that
people
drive
really
fast
down,
and
so
it
blocks
vision
as
well
as
adding
danger
and
pollution.
So
I'm
really
grateful
for
the
citywide
approach
to
it,
because
what
essentially
we
would
be
doing
is
just
displacing
the
problem
so
moving
it
from
war
for
to
war.
E
5
World
War
1,
like
we
would
just
be
bouncing
it
around
throughout
the
city,
so
I
think
a
comprehensive
approach
is
a
really
good
idea
and
I'm
grateful
for
that.
Do
you
have
data
this
because
I
know
this
is
citywide,
but
do
you
have
disaggregated
data
about
the
the
snow
and
ice
cases
in
the
potholes
based
on
wards.
P
E
That's
carried
throughout
history,
that
in
North
Minneapolis
we
get
lower
levels
of
service
and
so
in
comparison
to
the
rest
of
the
city
and
the
amount
of
advocacy
in
conversations
I've
had
I
just
have
found
that
to
not
necessarily
be
true
and
so
I
think.
It
would
just
be
really
helpful
for
us
to
be
able
to
see
that
data
I.
Don't
if
you
have
like
the
you
know,
res
of
cases
resolute
like
you
know,
because
that
85%
here
you
know
it
is
in
76
percent
of
North
Minneapolis.
Or
is
it
87?
E
P
Thank
you
for
recognizing
our
work
and
it's
a
great
suggestion
and
we
will
reach
out
to
the
results
team
to
see
if
we
could
provide
some
desegregate
we'd
be
happy
to
just
show
this
we're
really
confident
that
we
provide
same
great
or
not
great
level
of
service.
Citywide,
love
us
or
hate
us.
It's
citywide.
B
I
may
have
to
take
you
back
just
a
couple
of
steps
in
the
in
the
slide
that
it
shows
that
we
consistently
for
the
past
several
years
have
gotten
a
12-hour
plow
done
in
nine
hours.
I'm
just
curious.
Does
that
mean
that
you
should?
Maybe
is
there
an
opportunity
to
shorten
our
snow
emergencies
since
we
consistently
finish
before
12
hours,
or
do
we
want
that
kind
of
extra
margin
of
error?
B
P
P
Perhaps
the
way
we
think
about
it
is
we
can
offer
a
few
hours
of
additional
relief
if
we
finish
it
early.
It
is
something
that
we
could
to
think
about
and
see
if
they
could
make
adjustments.
I'd
want
to
go
even
further
back
in
history
and
make
sure
that
it
was
consistent
as
it
has
been
since
14
and
15.
Thank
you.
Oh.
P
P
Two
years
ago,
I
intrude
to
form
through
to
Hutchinson
forum.
I
said
I'm
gonna
fast
do
something
fast.
We're
gonna
make
it
fast
change
here,
no
more
inspection.
When
we
get
a
complaint
just
get
out
there
just
skip
that
step.
We're
gonna
cut
three
days
off
our
process.
We're
cutting
three
days
off
the
process.
This
turned
out
as
you'll
see
when
we
do
a
broader
update
on
this,
not
to
be
the
best
idea,
but
it
was
something
I
wanted
to
try
to
see.
P
If
we
could
speed
up
the
process,
the
three
one
one
results
are
a
little.
They
don't
reflect
this
change
that
we
made
so
that
drop
when
it's
saying
is
that
we
didn't
inspect.
We
only
inspected
32%
within
four
business
days,
but
really
we
stopped
inspecting.
We
started
just
issuing.
So
it's
that's.
Why?
There's
a
drought,
because,
somewhere
in
that
season,
we
stopped
inspecting
right
away
in
favor
of
going
faster
on
issuing
the
issuing
the
notice
and
getting
to
resolution
faster.
So
that's
why
you
see
the
drop.
P
The
more
interesting
story,
I
think,
is
that
in
eighteen
and
nineteen
we
started
the
proactive
inspection
and
actually
resulting
in
818.
When
we
made
the
change
when
it
went
faster,
the
process
went
faster
and
then
beginning
1819,
and
we
did
the
proactive
inspection
even
as
the
complaints
increased
big
snow
year.
Our
response,
increased
and
so
to
me,
I
feel
like
there's
promise
in
this
proactive
inspection
that
we're
doing
and
we're
looking
forward
to,
hopefully
expanding
that
for
next
year.
P
B
Cuz
I
might
be
cutting
him.
Thank.
E
You,
madam
chair,
one
of
the
complaints
that
I
had
a
lot
in
my
during
this
winter
season
was
of
mail
carriers
being
injured,
trying
to
navigate
unplowed
sidebar
on
shovel
sidewalks
I'm
curious
as
to
how
do
we
get
out
there
to
be
able
to
help
prevent
this
sort
of
issue,
because
I
know
that
there
I
think
this
may
have
been
City?
Why?
Because
I
remember
reading
that
there
were
issues
of
staff
shortages
because
of
so
many
injuries
that
were
happening
on
the,
and
it
was
something
that
we
heard
quite
frankly
in
my
office.
E
P
Chair
Palmisano
and
councilmember
Cunningham,
that's
an
interesting
piece
of
information
that
I
think
is
like
a
harbinger
piece
of
information
for
all
people
who
travel
on
the
sidewalk.
If
it's
difficult
for
the
mail
carriers
is
probably
difficult
for
everyone
who
needs
to
get
around
and
walk
around.
F
Thank
You,
chair
Palmisano,
so
I
understand
why
it
was
your
instinct
to
try
to
shorten
from
seven
to
four
days,
I'm
struggling
to
think
about
how
even
four
days
is
an
SLA
that
tells
us
much
in
terms
of
responding
to
snow,
because
so
much
of
the
time,
if
you
call
and
report
something
but
four
days
later,
it
snowed
again.
There's
other
stuff
going
on
I
mean
it
just
feels
like
we.
We
miss
a
lot
of
enforcement
and
I
think
that
it
it.
F
It
calls
a
lot
of
questions
for
me
about
whether
we're
getting
an
accurate
picture
of
what's
really
going
on
and
certainly
I
know
a
lot
of
people
who
sort
of
stop
calling
3
1
1,
because
they
don't
feel
like
that.
You
know:
I
was
like
four
days
in
isn't
going
to
get
them
there.
So
I
would
encourage
us
to
think
about
as
we're
thinking
about
expanding
the
program.
How
do
we
get
to
a
response
that
actually
does
something
for
us
within
weather
cycles?
Sure.
P
Promise
on
Oh
councilmember
Fletcher,
yes,
3,
1,
1
data,
where
we
are
this
year,
really
digging
into
the
accuracy
of
the
data
that
comes
in,
and
there
is
more
work
and
research
to
understand
how
3-1-1
is
a
tool.
One
of
the
reasons
we
start
a
proactive
inspection
is
because
we
shouldn't
wait
for
the
report.
We
should
go
out
and
look
and
that
will
speed
us
up
a
lot.
L
P
Palmisano
councillor
member
jenkins,
there
is
a
process
for
that.
We
we
of
course
issue
the
permit
for
utility
to
do
work
in
the
right-of-way.
When
there
is
a
utility
cut,
the
city
will
repair
it
because
it
needs
to
be
up
to
our
standards.
We
have
a
pretty
long
backlog
right
now
of
utility
repairs
and
in
fact,
that
that
plays
a
little
bit
into
why
the
sidewalk
numbers
at
63
s,
because
the
same
crews
will
be
repairing
the
utility
cuts
citywide,
as
might
be
repairing
a
sidewalk
panel.
So
we
can
trace
it
all.
B
Thank
you,
one
more
question
on
snow
and
ice
since
2012,
Public,
Works,
snow
and
ice
control
has
gone
two
to
three
million
dollars
over
budget
during
years
with
heavier
snow,
with
a
similar
effect
than
on
your
general
fund
budget.
And
so
since
the
mayor
is
here
and
is
charged
with
establishing
our
budget
I'm
just
curious.
Does
budget
pressure?
Does
budget
pressure
cause
resource
challenges
for
your
performance
measures
here?
Could
you
speak
to
that
chair.
P
Palmisano,
that's
a
great
question.
Somebody
smarter
than
me
before
I
got
here
determined
that
we
the
best
way
to
manage
for
this
for
such
an
unknown.
How
much
snow
falls
in
a
year
is
to
budget
for
the
average
over
five
years.
So
what
you
see
in
our
budget
is
the
average
of
the
last
five
years,
what
we've
needed
to
spend
when
we
have
extraordinary
cases
such
as
this
past
winter.
P
We
know
that
we're
going
to
be
over
that
number,
but
we've
planned
to
be
either
over
that
number
because
we're
budgeting
on
the
average
not
on
the
maximum
or
the
minimum.
We
work
closely
with
budget.
They
agree
with
this
approach
and
it
does
not.
We
do
not
have
to
pull
resources
from
elsewhere
in
in
the
Public
Works
budget,
we
often
actually
have
revenue
that
will
help
offset
that,
which
is
great
news,
but
we
work
with
the
budget
office
to
be
sure
that
we
can
do
what's
needed
for
our
city
and
not
fear
that
we
will.
P
P
We
are
not
there.
We
have
reached
37%
diversion,
we've
had
a
question
as
50%
the
right
goal.
There's
a
there's
a
perhaps
we
would
want
to
pull
the
goal
down.
I,
don't
not
ready
to
do
that,
because
the
goals
are
meant
to
be
aspirational
and
I
want
to
see
how
much
we
can
do
to
get
there.
There's
a
few
steps
that
we've
taken.
P
One
is:
we
haven't
reached
the
goal.
We
have
a
zero
waste
plan
and
that
plan
drove
us
to
put
out
a
survey
to
our
customers
to
say
what
would
make
you
do
more.
We
have
the
results
of
that
survey
back
we're
using
that
to
try
to
hone
in
on
what
our
next
step
should
be.
What's
the
appetite
for
certain
things
mean
certain
certain
ideas
include
rate
changes.
Certain
ideas
include
every
other
pickup
certain
ideas.
D
L
P
B
P
P
Next
topic
is
graffiti
cases.
This
is
completed
out
of
solid
waste
in
recycling.
We
have
quite
a
number
of
graffiti
cases.
Reported
I've
received
some
questions
from
some
council
members
about
this
information.
This
data
we
we
are
doing
well
on
abating
having
graffiti
abated
within
20
days
and
according
to
director
Herber
holds
we
do
most
of
that
within
seven
days,
so
we're
pleased
with
the
ability
to
reach
the
service
level.
P
This
is
something
that
we
have
to
work
in
partnership
again
with
community
members,
because
when
there's
graffiti
on
private
property,
we
will
issue
wanting
to
remove
the
graffiti
and
we
find
that
most
people
can
take
care
of
it.
And
when
that
doesn't
happen,
then
we
will
remove
the
graffiti,
because
it's
really
important
to
keep
keep
a
clean,
City
and
charged
back
to
the
resident
council.
E
Sure
you're
expecting
my
question
said
well:
I
just
wanted
to
be
able
to
speak
in
front
of
folks
about
it
so
on
the
research
it
around
this
somehow
to
San
Diego
or
some
other
cities,
that
for
24
to
48
hours
of
abatement
of
graffiti
is
ideal
for
a
couple
of
reasons.
The
first
is
perception
of
crime,
but
then
also,
it
essentially
is
claiming
land
as
turf
and
therefore
can
increase
the
incidence
of
turf
wars,
and
so
it's
kind
of
like
when
just
being
moving
about
the
community.
E
It's
like
that
just
doesn't
feel
good
to
see
your
community
land
being
fought
over
in
that
way.
So
is
where
is
their
space
like?
How
can
we
get
to
that
24
to
48
hours
and
I
know
that
that's
maybe
a
bigger
question
than
them
right
now,
but
that's
something
that
I
pose
for
us
to
take
into
consideration,
because
that
is
the
best
practice
and
I
know
it
can
take
up
to
20
days
and
and
then
I
think.
P
Vice
Chair
Fletcher
and
councilmember
Cunningham
first
question.
Thank
you
for
your
comment.
We're
gonna
give
that
some
thought.
Second
question:
it
is
common
for
solid
waste
and
recycling
because
we
have
the
tools
to
take
care
of
the
problem.
I
think
that
other
agencies
within
the
city
could
be
helpful
in
certain
pieces
of
that
certainly
regulatory
services
and
identifying
the
problems,
but
we
are,
we
are
able
to
solve
the
problem
and
I
think
that's
why
it
lives
within
our
this
program.
One.
E
Other
thing
that
I'll
just
share
is
as
an
idea
to
take
into
consideration
is
that
I've
seen
other
cities
that
that
leverage
neighborhood
associations
to
have
a
graffiti
abatement
team
at
the
Neighborhood
Association.
So
just
thinking
about
how
can
we
maybe
help
supply
neighborhood
associations,
slash
incentivize,
just
kind
of
throwing
that
out
there
for
consideration
as
we
explore
deeper
into
that
right?.
P
R
Committee
Chair
councilmember
Cunningham.
We
we
actively
go
out.
In
fact,
our
clean
city
group
to
the
police
stations
affect
and
promote
the
use
of
solvents
and
and
the
materials
that
are
needed
for
residents
to
abate
graffiti
so
and
we
work
with
neighborhood
associations
also
if
they,
if
they
elect
to
get
more
aggressive
than
that
approach,
but
primarily
it's
done
through
the
police
precincts.
In
fact,
I
think
we've
got
representatives
at
precinct
4
today,
yeah
great.
P
P
We're
measuring
fleet
here
by
the
availability
to
our
internal
customers,
so
we
provide
fleet
to
the
entire
city
and
we
have
available
vehicles.
This
is
a
measure
of
vehicle
availability
for
those
who
need
it
to
me.
This
is
also
very
much
a
measure
of
how
our
operation
is
running,
because
if
we
have
staff
parts
service
performed
and
our
internal
fleet
function
is
is
working
well,
then
we've
got
vehicles
available,
there's
a
few
other
things
that
we're
working
with
here
in
terms
of
measurement
that
are
not
fully
fleshed
out
and
therefore
not
a
part
of
this.
P
But
we'd
like
to
take
more
of
a
look
at
emissions.
We
know
emissions
increased
last
year
and
we're
trying
to
dig
into.
Why?
Is
it
because
we're
doing
more
work
out
there
is
there
more
driving?
Is
there
more
driving
than
there
should
be,
and
we
are
looking
at
all
of
those
things
as
we're
doing
our
work
on
the
effort
to
green
the
fleet?
P
Have
good
notes
for
this
one
chair,
Palmisano
we're
ramping
up
on
the
green
plate.
We
started
a
few
years
ago
with
some
pilots
on
some
vehicles
to
see
if
they
would
work
for
the
work
that
we
do
and
other
departments
the
work
that
they
do,
things
that
are
going
well.
We
have
a
grant
from
MPCA
to
install
charging
stations
at
the
Hiawatha
facility,
we're
going
to
be
installing
10
level
2
charging
stations
at
the
east
side
maintenance
facility.
We
have
approval
from
of
the
Sneath,
not
a
comment.
P
We
have
approval
from
the
PUC
to
install
the
infrastructure
for
up
to
70
level,
2
charging
stations
at
the
federal
ramp
at
Aldrich
and
the
Fridley
campus,
and
then
the
city
will
come
in
and
install
that
charging.
We've
ordered
five
new
Chevy
bolts
and
we
are
seeing
a
shift
in
attitudes.
More
departments
are
excited
about
this.
We
still
we
have
a
little
ways
to
go.
There
are
some
who
who
are
doubtful
that
a
electric
vehicle
will
serve
all
their
needs,
but
we're
gonna
keep
doing
the
education.
So
all
that's
going
really
well.
P
I
will
say
too
that
even
a
few
years
ago
we
were,
there
was
a
charge
to
buy
more
EVs
and
then
we've
quickly
discovered.
We
have
no
place
to
plug
them
in
so
this
first
big
round
of
effort
is
getting
the
infrastructure
ready
for
more
electric
vehicles.
Things
that
have
not
gone
so
well
is
that
the
market
is
not
as
good
as
you
would
hope
for
some
categories,
like
the
small
SUVs
that
are
necessary
for
some
of
the
field
work.
We
do
not
a
great
market
for
purchase
and
that's
a
little
bit
of
a
hindrance.
P
The
older
vehicles
that
we
have
are
being
kept
in
service
for
a
longer
period
of
time
and
that's
somewhat
seasonal.
So
we've
got
many
employees
that
use
vehicles
only
in
the
summer.
They
they
prefer
to
come
back
to
that
vehicle
and
I
think
that
we
need
to
take
a
harder
look
at
that
and
then
some
city
employees
again
they
they
don't
really
want
to
like
they
don't
want
to
bolt.
You
know,
that's
just
not
cool,
so
we're
working
to
change
the
perception
of
that,
and
in
fact
we
have.
P
We
have
one
of
on
public
works
so
that
we
can
fully
test
it.
We
load
equipment,
survey
stuff,
we
drove
it
in
the
winter,
I
try
and
take
it
out,
sometimes
Brett.
It's
like
sometimes
monopolize
it
using
all
the
time,
make
sure
how
it
work,
how
it
works
and
Al
certainly
is
using
it.
So
we're
really
trying
to
demonstrate
that
these
vehicles
can
really
work
for
a
variety
of
of
our
uses.
Thank
You.
P
Palmisano
councilmember
Jenkins.
We
have
to
divide
it
into
two
pieces.
The
first
piece
is
what
the
city
does
for
the
city
fleet
and
everything
that
I
just
listed
all
those
charging
stations.
That's
the
infrastructure
that
we're
investing
in
so
that
we
can
add
electric
vehicles
to
our
fleet
and
be
able
to
plug
them
in
and
charge
them.
The
second
part
of
it
is
the
public's
electric
vehicle
fleet,
a
lot
of
the
charging
happens
at
home
or
when
people
get
to
work,
but
there's
also
some
public
charging
that
is
desired.
P
We
started
to
look
at
what
happens
on
the
curbside
for
charging
and
we'd
like
to
look
at
that.
In
greater
depths,
I
mean
it
requires
some
infrastructure.
It
requires
running
electricity,
it
requires,
you
know,
carving
out
a
couple
spaces
where
and
how
that
happens,
and
as
part
of
this,
a
lot
of
work
we're
doing
on
what
happens
on
the
curb
we
we
feel
like.
We
need
to
look
at
our
options.
There.
B
As
you
get
into
this
I
do
want
to
note
for
my
colleagues
that
I
can't
currently
find
the
chief
of
the
fire
department
to
ask
him
whether
he
wants
to
move
to
next
time
or
not.
If
we
can
keep
enough
people
here,
then
my
inclination
would
be
to
go
ahead
and
and
have
this
because
it
prevents
us
from
needing
to
schedule
more
time
as
a
council,
but
we'll
just
see
if
you
could
kind
of
consider
that
and
signal
to
me
whether
or
not
you
could
stay
a
little
bit
later,
and
hopefully
chief
riedel's
here
somewhere.
P
This
next
slide
is
really
a
measure
of
vision,
zero
and
which
could
put
a
big
old
vision,
zero
logo
on
here
our
goal.
This
is
an
important
departmental
priority
that
we
put
forward
is
to
get
to
zero
fatalities
and
serious
injuries
on
our
streets
within
the
next
10
years.
I
love
that
we're
measuring
this
we're
gonna
keep
measuring
it.
P
P
P
E
E
Can
you
just
explain
a
little
bit
more
about
what
efforts
are
being
taken
in
order
to
be
able
to
address
these
concerns
and
because
a
lot
of
folks
are
like,
we
need
more
enforcement
and
enforcement
is
one
aspect
of
it,
but
it's
also
an
unsustainable
aspect.
We
can't
just
have
police
cars
posted
up
on
every
corner
where
people
are
running,
stop
signs
or
stoplights
so
or
speeding.
So
could
you
explain
a
little
bit
more
about
what
that
work
is,
so
we
can
have
that
out
in
the
open
chair.
P
P
Then
I
want
to
say
that
vision,
zero
is,
has
been
successful
in
so
many
other
cities,
because
it
it
really
says
it.
There
isn't
just
one
thing
to
do:
there's
a
whole
set
of
things
that
you
have
to
do,
and
it's
design
its
communications
and
specifically
communications
about
personal
responsibility,
its
enforcement
in
a
very
culturally
sensitive
way
and
it's
legislation,
and
those
are
four
key
pillars
of
the
work
that
we're
doing
in
vision.
Zero.
Thank.
E
You
so
much
it's
it's
just
it's
so
important
in
North
Minneapolis
that
I
know
that
I've
heard
from
my
colleagues.
This
is
a
persistent
issue
throughout
the
city.
Is
that
you
know
we
have
some
Syria
like
driving
on
our
streets
is
very
unsafe
and
so
between
loping
able
to
lower
the
speed
limits,
hopefully
we'll
be
able
to
get
that
to
be
a
thing
and
then
with
vision,
zero
and
then
painting
about
enforcement
from
a
policing
standpoint,
hopefully
we'll
be
able
to
really
get
to
some
of
these
routes.
So
thank
you.
P
P
Since
we
started
this
20-year
Street
funding
plan,
we
are
able
to
reverse
some
of
the
trends
of
the
recession,
some
of
the
trends
of
the
cutback
and
local
government
assistance
to
reinvest
in
our
streets
and
every
time
we
reinvest
in
the
street,
our
Complete
Streets
policy
kicks
in,
and
not
only
are
we
making
a
better
Street
for
the
community,
we're
making
it
more
complete.
This
criteria
is
only
half
of
the
basis
of
how
we
select
streets.
P
B
B
P
Tara
Palmisano,
yes,
we
would.
We
feel,
like
the
balanced
criteria
of
both
condition
and
equity,
is
important
for
the
city
and
in
line
with
our
city's
commitment
to
equity
there,
depending
on
the
stream
and
how
it
comes
in.
We
may
have
certain
rules
to
follow
with
it,
in
which
case
we'll
be
true
to
those
rules,
but
it
would
be
our
intent
to
run
it
through
our
city's
process
to
really
bring
that
equity
into
the
evaluation.
P
B
P
That
work
to
do
on
MOU,
chair,
I'm
gonna
measure
it
over
time.
This
is
just
work
mode.
This
is
just
work.
We
actually
want
to
be
looking
at
all
trips,
but
we
really
should
be
increasing
our
MOU
chair
for
walking
and
biking
and
transit
stormwater
collection
treatment,
big
effort
with
our
partners.
Here
we
take
responsibility
along
with
MW
MO
and
with
all
of
our
water
managers
to
reduce
the
number
of
impairments
and
our
rivers
and
streams
and
there's
nothing
more
important
than
a
safe
workplace
for
all
of
our
employees.
B
B
People
need
to
leave
but
I'm
going
to
move
and
invite
up
chief
freedom
to
go
ahead
and
join
us
if,
before
we
do,
if
I
could
just
do
the
motion
to
formally
receive
and
file
the
reports
that
we
did
receive
today,
so
that's
police,
the
City,
Attorney's
Office
and
Public
Works.
For
now,
all
those
in
favor,
please
indicate
by
saying
aye
aye
opposed
that
carries
welcome
chief
Friedel
for
the
last
presentation
of
the
day.
Best.
S
For
last,
madam
chair
committee,
members
again
I'm
john
frieda,
proud
to
say
I'm
the
chief
from
the
UPS
fire
department
and
thanks
for
the
opportunity
you
for
me
to
come
up
in
their
summer
results.
I
am
going
to
I'll
go
through
fairly
quickly,
some
of
the
slides
and
then
I'm
just
going
to
make
sure
we
save
time
for
questions
you
might
have
and
follow-up
that
can
send
up
later
date.
If
we
have
to
do
that
also
so,
starting
over,
there
were
performance
summary
I
care.
Bri
has
today
it's
still
pretty
simple.
S
As
that
we've
had
for
the
last
five
years.
We
still
the
same
budget
programs.
We
have
fire
suppression,
EMS,
technical
rescue,
training,
a
recruitment
and
community
risk
reduction
and
I'll
reach
most
of
the
trends
they
see
in
the
on
the
right
hand,
side
we've
been
fairly
flat.
There
has
been
a
little
bit
of
a
change
in
our
response
times,
which
I'll
talk
about,
certainly
in
future
slides,
coming
up
Enterprise
in
the
enterprise
second
page
of
the
enterprise
priorities,
workforce
diversity
and
our
spending
spending
with
diverse
suppliers.
S
We
have
been
meeting
and
exceeding
the
enterprise
goal
of
spending
with
diverse
suppliers.
We
have
a
very
diverse
group
of
suppliers
that
we
use.
We
try
to
try
to
spread
there
a
little
bit
if
we
can-
and
you
know
it's
hard
there's
when
you're
buying
a
big
red
fire
trucks,
that's
the
more
challenging
than
than
buying
smaller
goods
that
we
use
every
day
and
we
consume
in
our
in
our
stations
our
workforce
diversity,
that
is,
that
is
challenging.
S
We
are
still
a
little
under
what
we
need
to
be,
but
we
are
making
some
I
think
some
fairly
responsible
strikes
and
trying
to
improve
that,
and
we
will
continue
to
do
so
and
I'll
talk
about
that
in
future.
Slides
one
of
those
priorities,
obviously,
is
our
EMS
Academy
that
we
are
going
to
be.
We
have
our
fourth
cool
heart.
That's
just
started
here.
S
A
few
weeks
ago
in
2018,
the
classes
have
been
primarily
made
up
of
40
74
75,
maybe
more
percent
person
to
color
and
40%
female,
so
we're
starting
to
build
the
crop
of
future
firefighters
that
we
could
potentially
hire
in
that
in
that
pathways
program.
It's
been
something
we
really
appreciate,
and
it's
been
really
successful
for
us
on
the
right
of
the
page.
We
talk
about
our
separations.
We
are
since
I've,
been
back
as
chief.
S
We
have
replaced
almost
42
percent
of
our
department
and
I've
had
the
privilege
of
promoting
234
people
so
when
he
started
combining
those
numbers
over
the
last
five
years,
there's
no
in
our
departments
that
that's
in
the
same
position
we're
five
years
ago,
which
has
its
own
unique
challenges
and
we've
had
a
lot
of
very
senior
a
lot
of
very
experienced
appearance.
People
have
wonderful
careers
and
all
and
now
leave
and
retire.
S
So
there's
a
lot
of
unique
challenges
for
us
to
in
terms
of
career
development
and
maintaining
we
do
that
with
our
young
people
now,
and
so
it's
created
some
some
other
challenges
for
us
and
we're
continuing
to
work
on,
but
it's
also
an
unique
opportunity
to
take
a
bunch
of
really
young
folks
and
mold
them.
The
way
you
want
them
to
do
and
really
kind
of
mold
your
department,
it's
so
it's
an
exciting
time.
I
wish
I
had
more
time
to
spend
with
the
exciting
time.
S
S
Some
of
these
numbers-
I'll,
be
honest
with
you,
I
questioned
a
little
bit
depending
how
you
define
your
queries
and
I
didn't
see
how
the
queries
are
all
to
find
out,
probably
to
find
them
some
of
them
differently.
I.
Think
that
we're
probably
a
little
more
than
that,
because
I
think
we're
seeing
different
types
of
runs
that
were
responding
on,
for
example,
picking
picking
up
sharps.
We
are
a
lot
of
times,
picking
up
sharps
and
we're
doing
it
all
over.
It's
almost
daily
and
I.
S
Don't
know
if
that's
appropriately,
getting
tracked
in
in
our
system
be
able
to
pull
that
data
out.
So
I
think
there's
a
lot
of
things
that
we're
doing
some
summer,
that
that
is
that
it's
certainly
changing
some
things,
but
we
are
obviously
we
have
a
lot
of
EMS
and
medical
calls
about.
67%
are
actually
probably
75%
of
what
we
do
is
in
EMS
with
these
runs
going
up.
S
You
can
see
in
in
2014
where
we
have
40,000
runs
a
year
and
since
then,
now
we're
up
to
we've
got
as
high
as
49,000
2016
and
we're
hovering
around
that
46,000
running
your
number
that
has,
when
we
get
above
that
40,000
that
is
pretty,
is
putting
us
in
a
unique
challenge
which
speaks
a
little
bit
to
our
change
that
we've
seen
in
our
response
time.
You
note
that
at
40
or
41
thousand
runs
a
year
that
that
puts
us
right
where
we
need
to
be
where
we
can
effectively
respond.
What
happens?
S
We
start
getting
up
into
45?
49
thousand
runs
a
year.
We
start
having
to
substitute
rigs,
in
other
words,
once
stations
out
now,
there's
another
rig
has
to
come
in
to
take
care
of
that
running
around
their
station,
which
creates
a
long
response
time.
So
a
lot
of
things
that
are
driving
our
little
change
in
response
time
that
I'm
going
to
keep
reflecting
back
on
as
I
go
through
these.
S
These
slides
on
the
next
slide
in
particular-
and
here
it
is-
we
can
see
we're
in
in
2014
at
40,000-
runs
we're
at
92%
efficiency
above
the
standard.
Now
at
49,
46
to
49
thought
was
we're
starting
to
drop
off
a
little
bit,
and
now
you
factor
in
the
one
sided
street
parking.
The
winners
we've
had
last
few
years.
The
training
that
we
have
to
do
rigs
out
of
position,
there's
a
lot
of
things
that
influence
and
affect
our
response.
Time.
I
do
think
it's
higher
than
that.
S
I
I
think
we're
very
consistent
around
85
86
%.
I
think
that's
what
the
number
will
come
in
at
I
am
going
to
require
this
and
see
it'll,
pull
that
data
and
I
like
to
spy
that
information
at
we
get
an
update
if
we
can
at
a
later
date,
because
I
do
think
it's
if
I
listen.
These
runs
all
the
time.
I
know
how
long
it's
taking
us
to
get
to
these.
These
addresses-
and
we
are-
we
are
doing
better
than
that
and
I
could
almost
assure
you
of
that.
S
What
happens
with
a
lot
of
this
one
as
we
get
busier
and
we
start
substituting
rigs,
it
does
take
longer
when
they're
sending
more
to
a
different
part
of
town.
It
just
takes
longer
to
get
there
and
then
again
back
to
the
winter,
when
we
had
to
request
to
go
to
once
a
street
parking,
and
that's
always
a
tough
request
for
me
to
make
because
I
know
what
this
city.
Let
me
do
that,
but
we
were
this
year
in
particular,
we
had
a
heck
but
time
getting
some
serious.
We
could
get
down
here.
S
Just
we
were
almost
creeping
to
make
sure
we
did.
We
didn't
hit
cars
on
either
side
of
the
on
the
street,
so
it's
very,
very
challenging
Maps
on
on
peach
on
the
following
page,
with
the
shows
our
EMS
I
want
to
put
these
in
here
just
to
show
you
in
in
2007
the
demand
for
service
what
it
looked
like
in
2007,
especially
in
EMS,
and
what
it
looks
like
in
2018.
S
It
is
certainly
changed
dramatically
in
our
EMS
and
the
demand
for
our
service.
That's
why
I
say
when
they
say
I
think
we're
closer,
probably
75%.
What
we
do
is
associated
in
and
around
EMS,
which
makes
it
very
challenging.
Now
you
can
start
to
see
the
number
runs
we
do
have
when
I've
got
other
rigs
trying
to
backfill
for
another
rig.
It
is
going
to
have
impact
to
our
to
our
response
time.
B
S
I've
majority
of
my
medical
calls
I
think
what
we're
seeing
is
we're
seeing
a
lot
of
things.
There's
a
lot
and
we
all
know
health
care
system
is
struggling
right
now
in
the
country.
It
is
a
lot
of
different
ways:
I
think
we're
seeing
an
aging
population
I
think
we're
seeing
a
lot
of
folks
who
are
B,
be
disconnected
to
effective
health
care
and
they're,
not
really
sure
you
know
they
get
home
and
they're
a
little
afraid
they
weren't
imitated
or
they
don't
really
quite
nice.
S
You
know
where
to
go
and
they'll
just
dial
up
mine
and
then
we're
coming
and
working
the
system
a
lot
of
times
they
get
into
the
system,
I
think
in
their
back.
All
of
that
revolving
door
and
that's
I
think
where
we
need
to
come
in
to
play
a
broader
role
in
that
and
it
gets
into
the
court
the
care,
coordination,
piece
and
I
think
once
we
can
get
involved
and
really
good
that
we
can
get
them
directed
once
they
go,
that
they
really
receive
the
care
that
they
really
truly
need
to
address.
B
S
Right
750
responses
which
is
dramatic
and
where
we,
you
know,
we
started
back
in
2014
because
I
start
hearing
some
runs
and
we
said,
do
we
need
to
think
about
this,
and
then
we
decided,
let's,
let's
go
for
I,
didn't
want
to
be
seen
as
enabling
and
the
problem.
You
know
what
I
mean
I
want
to
be,
try
to
try
to
fix
it.
Well,
then,
we
started
carrying
our
can't
got
the
training
investing
in
it
and
then
it's
just
the
the
it
has
just
exploded
to
have
the
last
five
years.
S
S
Now
they
have
four
thousand
people
living
no
buildings
and
they
suffer
from
the
full,
wide
gamut
of
different
issues,
but
a
lot
of
those
are
going
into
a
hospital
setting
turning
right
back
around
coming
back
home
and
matter
in
a
matter
of
days
and
sometimes
hours
of
learning
right
back
into
that
same
setting.
So
we
are
going
to
you
know
work
with
all
of
may
the
social
workers
in
those
buildings
to
try
to
identify
some
of
those
and
and
help
try
to
get
them
connected
to
the
care
that
they
need.
S
You
know
the
services
that
they
can
right,
that
the
social
workers
have
access
to
and
identify
those
people
work
with
us.
So
we
are
going
to
share
the
information
really
quick
you
now
with
all
of
our
crews
that
have
buildings
in
their
districts,
so
they
can
actually
connect
it
and
start
helping
some
of
the
folks
who
who
are
so
challenged
in
a
lot
of
cases,
finding
effective
oral
health
care
and.
B
S
We
have
queried
that
you
know
we
haven't
query
that
I
know
that
they're
responding
a
lot.
I
could
just
ask
my
EMS
coordinator.
You
know
we
aren't
doing
response,
we
do
respond
on,
but
not
necessarily
all.
S
Associated
now,
don't
be
like
hey
so
like
it
gets
a
little
bit.
You
know
there.
I
would
say
that
sometimes
we
probably
both
respond,
but
a
majority
on
for
sure
opioid.
We
definitely
respond,
but
then
we
also
respond
to
other
overdose
calls.
So
it's
just
a
combination.
That's
why
it's
so
important
for
us
to
arrive
to
do
an
effective
patient
assessment
to
really
try
to
identify
what
is
the
ongoing
issue
or
what
are
we
trying
to
deal
with
here?.
J
S
S
So
it's
it's!
It's
a
it's
a
it's
a
crazy
situation
that
we're
in
with
this
trying
to
trying
to
deal
with
this
and-
and
it
certainly
has
changed
now
with
with
the
lot
of
the
overt
calendar
and
arcane
that
folks
have
and
they
have
your
own,
and
so
they
administer
their
own
and
then
sometimes
things
don't
go
as
well
as
I.
Think
and
then
that
changes
that
response
also
thank.
B
S
By
training,
a
recruitment,
this
is
one
area
that
that
we
have
certainly
tried
to
make
some
strides
in
and
just
in
terms
of
dealing
with
some
of
the
ethnicity
issues
we
have
in
our
department.
Historically
years
ago,
we
were
very,
very
diverse
and
I'm
happy
to
say
that
a
lot
of
that
diversity
has
had
a
25
30
year,
career
and
I'm,
not
retired.
So
now
we're
gonna
pick
up
the
pace
on
that,
but
even
with
that,
our
chief
officer
ranks
at
this
point
right
now.
S
Our
26%
persons
of
color
and
we're
over
20-25
percent
female
and
our
chief
officer
rank
so
we're
doing
effective
job
of
develop
teens
on
offers.
But
we
have
some
challenges
in
the
future.
We've
gotten
very
young,
and
this
is
going
to
change
a
lot.
This
is
going
to
change
dramatically.
We
have
gotten
very,
very
young.
S
We
have
changed
a
lot
of
things
in
what
we
do
and
how
we
do
them
in
terms
of,
for
example,
when
it
comes
to
not
only
the
success,
the
success
of
the
MS
Academy,
but
just
our
hiring
processes
we
eliminated
the
the
written
exam,
for
example,
coming
on
this
job.
Just
to
try
to
limit
as
many
barriers
as
we
could,
so
we
don't
no
longer
have
a
written
exam
to
come
on
in
the
fire
department
to
be
a
firefighter
but
they're
their
applications
are
ranked.
S
Chris
de
Guzman
is
not
here
who
led
the
LED
to
webinar
and
her
night
since
that
webinar
we
have
taken
calls
from
all
over
the
country
with
with
other
cities
and
departments
calling
and
saying.
How
did
you
do
this?
How
you,
having
that
success?
We
talked
about
the
successes
we
have
so
I
think
we're
on
the
right
track
here.
S
It
is
just
it's
easy
to
talk
about
diversity
and
ethnicity
and
where
we're
going,
it
is
really
really
hard
to
sustain
it,
and
you
have
to
be
committed
to
it,
which
we
are
and
we're
starting
to
see.
Some
success
and
I
think
we're
going
to
see
those
those
numbers
grow
in
terms
of
fair
representation
across
our
department.
S
When
you
cease
awesome,
the
number
see
a
touch-based
was
17
thousand
individuals
this
year,
including
businesses
and
schools
and
classrooms,
and
has
done
a
very,
very
effective
job.
When
we
talk
about
meeting
adults,
we
are
really
talking
about
some
of
the
vulnerable
adults
we
have
in
the
city,
the
community,
rich
community,
Risk,
Reduction
and
educational
programs,
and
actually,
you
know,
starts
in
the
gleaming
high-rises
down
here
that
we
have
downtown
to
to
make
down
to
Hope
harbor.
S
We've
done
an
effective
job
partnering
with
with
the
Red
Cross
in
and
three
home
smoke
detectors
and
CO
detectors
being
installed
in
houses
on
unique
things
in
Minneapolis
because
of
the
the
the
rental
units
we
have
will
have
people
volunteer
and
they
won't
have
a
smoke
detector
or
co2
detector
installed,
we'll
get
to
the
residents
knock
on
a
door
and
they
won't
answer.
You
know
they
just
I,
think
they're,
afraid
of
what's
coming
in
behind.
You
know
the
firefighters
and
then
they're
always
worried
about
that.
E
You,
madam
chair
Thank,
You
chief
I,
just
wanted
to
hear
a
little
bit
about
the
fire,
the
explorers
program.
You
have
oh
and
you
could
talk
about
that
and
how
that's
connecting
to
creating
a
pathway.
Where
is
it
where
that
what
it
does
and
how
its
connecting
to
help
create
a
more
diverse
workforce
in
the
fire
to
burn.
S
You
know
I'm
back
a
little
farther,
probably
even
goes
with
our
earmark
program
at
Rose
or
high
school,
so
it
goes
from
Roosevelt
High
School
EMR
program
into
fire
explorers
which
are
at
the
at
the
they
meet
regularly
at
our
tower,
and
they
have
a
real
experience
of
firefighting.
They
competed
at
State
Fair
this
year
against
other
Explorer
groups
with
auto
extrication
and
sup
Fitness.
It's
really
unique
to
see
some
of
these
kids
start
to
change.
You
have
to
create
an
opportunity.
S
It's
amazing
the
difference
you
can
make
in
a
small
way,
so
we've
got
some
a
lot
of
young
folks
in
that
program.
Now.
I
would
hope
that
I
would
like
to
see
number
one
to
see
some
other
explorers
in
very
MS
Academy.
Then
the
MS
Academy
in
I'm,
sorry-
and
we
have
an
already
who's
already
bellick-
to
continue
that
wheel.
I
really
wanted
to
grow
my
own
fire
fighters.
That's
I've
tried
to
do
from
I
started
this.
This
one
I
do
is
draw
my
own
fire
fighters
right
from
inside
Minneapolis.
S
We
don't
need
to
come
from
it
we're
good.
We
can
grow
our
own
right
here
in
this
city,
where
you
are
really
prosperous
so
and
that's
really
what
I
wanted
to
do
so
we
already
have
one,
and
there
will
be
some
more.
It's
become
a
very
popular
program.
You
know
it's.
We
always
have
to
limit
the
numbers,
which
is
a
little
bit
challenging
because
you
don't
want
to
do
that.
You
know
it's
there
and
you
always
worry
about
limiting
then.
S
E
S
S
Do
a
wonderful
job
for
me
and
I:
couldn't
we
could
move
the
rock
without
I
know
that
they
just
very
effective
team?
So
it's.