►
Description
Minneapolis Public Safety & Emergency Management Committee Meeting
https://lims.minneapolismn.gov
A
Good
afternoon,
everyone
welcome
to
our
regularly
scheduled
meeting
today
is
well
I
should
say
our
regularly
scheduled
meeting
of
the
public
safety
and
emergency
management
committee.
Today
is
November,
13th
2019
and
my
name
is
Alan
drew
Canole.
I
am
the
chair
of
our
public
safety
committee
and
I
am
joined
today
by
council.
Vice
president
Andrea
Jenkins
councilmember
Steve
Fletcher,
who
serves
as
the
vice
chair
of
this
committee
and
councilmember
Philippe
Cunningham
together.
We
are
a
quorum
of
this
committee
and
therefore
can
conduct
official
business
and
tackle
the
agenda
before
us.
A
Today,
I
will
note:
we
have
been
joined
by
councilmember
Allen,
a
Palmisano.
We
have
an
agenda
here
before
us.
It
has
eight
items
and
so
do
we
have
any
questions
on
the
agenda
before
approval.
Seeing
no
questions
all
those
in
favor
of
adopting
the
agenda,
as
is
please
say,
aye
all
right.
Our
first
item
will
be
to
receive
and
file
public
comment.
Every
meeting
we
have
a
30
minute
public
comment
period
where
community
members
are
invited
to
speak
to
the
committee
about
issues
relating
to
public
safety.
A
Please
note
we
are
not
allowed
to
engage
in
a
conversation.
We
are
here
to
listen
so
even
though
it
might
seem
as
cold
and
brash
not
responding
to
very
important
issues
that
are
being
presented.
This
is
just
a
part
of
the
process,
so
we're
here
to
listen.
We
will
have
mr.
Dave
pickin
come
up
first,
followed
by
Michelle
gross
and
then
Kathy
check.
Thank
you.
B
Good
morning
I'm
Dave
picking
of
South
Minneapolis,
you
received
a
report
from
the
OPC
our
four
weeks
ago.
There's
quite
a
lot
missing
from
that
report,
particularly
the
typical
length
of
time
to
resolve
a
case
which
I
recall
that
the
council
had
specifically
requested
I.
Suppose
you
noticed
that
the
only
timeframe
reported
was
for
the
time
for
intake
processing,
something
that
the
complainant
wouldn't
either
be
aware
of
or
care
about.
Most
important,
though,
is
results.
B
Communities
united
against
police
brutality
has
now
received
the
complaint
data
from
the
OPC.
Our
four
third
quarter,
2019
marking
exactly
seven
years
since
office
was
established.
It
was
controversial
from
the
start.
I
have
kept
the
article
from
when
the
council
gave
the
OPC
our
it's
one
year
review.
B
439
complaints,
no
cops
disciplined.
It
was
decided
well,
let's
wait
a
little
longer
to
see
how
it
goes
well,
it
hasn't
gotten
much
better
and
now,
in
seven
full
years
over
2,500
complaints
have
been
received
from
members
of
the
public.
From
these
thousands
of
complaints,
just
11
have
resulted
in
discipline,
yeah
11,
that's
less
than
fewer
than
2
per
year
or
less
than
one
out
of
200.
B
At
the
time
that
caused
an
issue-
and
it
should
still
be
an
issue,
because
some
complaints
involve
multiple
officers
that
represents
14
officers,
who
have
received
discipline
as
a
result
of
civilian
complaints.
The
maximum
discipline
was
40
hours.
Suspension
8
out
of
those
14
disciplines,
were
simply
a
written
reprimand.
This
is
nowhere
near
enough
for
this
office
to
have
any
real
effect
or
impact
on
the
behavior
or
culture
of
our
Police.
Department
should
read
this.
It
has
some
information
nationally
about
how
this
is
not
acceptable.
Thank
you.
Thank.
C
Good
morning,
chair
cano
and
committee
members,
my
name
is
Michelle
Krause
I'm,
president
of
the
organization,
communities
united
against
police
brutality.
As
you
may
be
aware,
in
a
three
week
period
between
November
and
December
of
2018,
five
members
of
the
of
the
state
of
Minnesota
five
community
members
were
killed
by
law
enforcement
officers
across
the
state.
One
such
member
was
an
individual
named
Travis
Jordan,
who
was
killed
on
the
north
side.
C
All
five
of
those
individuals
were
in
the
throes
of
a
mental
health
crisis
at
the
time
that
they
were
killed
by
the
police,
and
so
we
have
a
lot
of
concerns
about
the
way
that
police
respond
to
mental
health
crises,
and
we
are
we've
spent
nearly
a
year
now
of
exhaustive
work,
putting
together
a
recommendations
report
that
we'll
be
issuing
soon.
But
in
the
meantime
one
of
the
things
that's
been
happening
simultaneously
is
the
9.13
one
one
working
group,
and
when
this
working
group
was
put
together,
we
were
very
happy
to
see
it.
C
We
know
that
that
function
that
department's
been
dysfunctional
for
a
while.
We
know
that
there
are
lots
of
issues
and
it's
a
core
infrastructure
of
the
city,
so
it's
essential
that
that
function
work
well,
we
are
concerned
about
the
rapid
track
of
this
workgroup
for
meetings.
We
don't
feel
are
enough.
We
feel
that
the
community
needs
more
opportunity
for
input.
We
are
here
basically
asking
for
an
extension
of
that
committee's
work,
so
that
there
is
more
time
to
gather
more
input.
C
We
want
to
put
more
into
the
final
recommendations
such
that
we
can
do
things
like
possibly
make
some
setups
of
allowing
for
dispatch
triage.
We
put
together
a
letter.
I
don't
want
to
read
you
the
letter,
but
there
are
things
that
are
part
of
that
infrastructure
that
are
necessary
if
we're
ever
going
to
address
this
issue
of
the
appropriate
response
to
mental
illness,
and
so
we're
urging
that
the
timeline
for
this
three
one,
nine
one
workgroup
be
extended
to
allow
more
opportunity
for
input
from
the
community.
Thank
you
thank.
D
Hello,
thank
you
for
giving
me
the
opportunity
to
speak.
My
name
is
Kathy
Zek
I
live
at
13-13,
44th
evany,
distinguished
council
members.
Thank
you
for
your
service.
You
do
a
lot
of
work
we're
here
today,
because
the
ball
was
dropped
not
by
you,
but
by
the
federal
government
that
defunded
mental
healthcare
in
the
80s
and
the
state
government
failed
to
funnel
any
funds
into
mental
health
and
the
county
government
only
sparingly
has
provided
for
mental
health
needs,
especially
the
crisis
mental
health
needs.
D
This
is
a
health
concern.
It's
not
really
a
police
concern
at
the
core.
It's
a
health
concern.
It
was
dropped
on
the
police
because
there
was
no
one
else
to
pick
it
up.
If
you
or
a
relative
had
a
heart
attack,
and
you
got
somebody
with
first
aid
and
a
little
night
throw
in
a
bottle
that
would
not
be
sufficient.
D
This
is
also
why
it
is
not
sufficient
to
have
inappropriate
care
for
folks
that
have
mental
health
issues
on
what
we're
dealing
with
right
now.
This
is
no
discredit
to
the
police.
They
do
an
awesome
job
they're.
Just
not
trained,
for
this
what's
needed
is
a
right
care:
the
right,
patient,
the
right
provider
with
a
lower
level
provider
for
mental
health
care
or
just
an
inappropriate
provider
for
mental
health
care.
There
is
a
revolving
door.
D
I
hope
you
guys
aren't
falling
asleep,
because
I've
said
this
before,
and
the
revolving
door
goes
around
and
around
so
it's
better
just
to
get
that
on
the
scene,
care
right
care,
right,
location,
right
provider,
the
folks
with
the
county,
mental
health
agency,
community
organization
for
psychiatric
emergencies.
These
folks
have,
for
years
a
bachelor's
master's
degrees
and
200
to
3,000
hours
of
supervised
practice.
D
Sergeant
Gorski
of
Duluth
said
this
is
a
cop
out
not
to
do
this
County
Commissioner
of
that
same
County
said
this
is
a
no-brainer.
If
we
want
to
reduce
the
time
the
officers
spend
with
the
mental
health
calls
reduce
the
money
that
goes
into
it
reduced
the
pain
that
comes
around
circling
around
and
around
and
around
three
evolving
door.
Thank
you
thanks
for
not
falling
asleep.
Thank.
A
You
we
don't
have
any
more
speakers
on
the
list.
However,
if
you're
interested
in
speaking,
please
come
up
and
sign
up
right
here
by
a
Ken
or
a
clerk,
but
I
since
I,
don't
see
anybody
rushing
over
there
I
think
we
will
just
go
ahead
and
receive
and
file
these
public
comments.
All
those
in
favor,
please
say
aye
all
right.
We
will
now
adopt
the
consent
agenda
and
move
that
forward.
So
we
have
item
number
two:
is
a
DWI
court
grant
for
police
liaison
ndw,
defendant
monitoring
services?
A
Item
number
three
is
involving
a
mutual
aid
agreement
with
Ramsey
County
with
the
Ramsey
County
Sheriff's
Office.
Item
number
four
is
authorizing
a
mutual
aid
agreement
with
the
Anoka
County
Sheriff's
Office.
Item
number
five
is
approving
the
council
appointment
of
Aaron
Johnson
and
confirming
and
mayoral
appointment
of
Laura
Westfall
to
the
police
conduct
review
panel
appointments
item
number:
six
is
a
police
conduct
oversight,
Commission
appointments
approval
as
well
appointing
Abigail
Sandra
and
confirming
the
mayoral
appointment
of
Robert
Jackson
Pineau,
all
those
in
favor
of
the
consent
agenda,
please
say:
aye
all.
E
A
F
Good
morning,
chair,
cano
council
members,
I'm
Andrea,
Larsen,
Co,
deputy
city
coordinator
and
I'm
here
to
present
the
findings
and
recommendations
from
the
9-1-1
MPD
workgroup
I'm
joined
today
by
most
of
the
workgroup
members,
including
city
staff
and
community
members,
who
will
be
available
to
help
answer.
Questions
I'd
like
to
pause
for
a
moment
to
recognize
their
efforts
in
this
project,
as
they
spent
many
hours
at
and
between
meetings
on
this
project.
F
In
this
report,
you'll
see
the
background
on
the
workgroup
findings,
recommendations
and
an
appendix
which
will
be
in
lam's.
I
didn't
include
in
your
printed
copies,
since
it
nearly
doubles.
The
length
of
the
report
with
additional
information
to
be
concise,
I'll
be
focusing
today
on
the
findings
and
a
high-level
overview
of
the
recommendations,
but
can
answer
questions
about
the
details
as
needed.
F
Quickly,
on
the
background,
the
work
group
was
formed
to
address
a
staff
direction
from
council
member
Johnson,
with
the
goal
of
seeing
if
there
were
opportunities
to
expand
the
capacity.
The
city's
capacity
for
police
response
beyond
the
Department,
a
number
of
other
requirements
were
included
in
the
staff
director
direction,
most
of
which
have
been
addressed.
Well,
we
had
bright
and
engaged
community
members
on
the
workgroup.
The
kind
of
community
input
we
all
feel
is
critical
before
moving
forward
was
not
included
due
to
the
amount
of
time
we
had
to
arrive
at
these
findings.
F
F
The
workgroups
got
four
meetings
together
and
hours
in
between
working
to
wade
through
large
amounts
of
data,
as
some
of
you
saw
in
the
study
session
to
arrive
at
the
recommendations
you're
seeing
today.
These
recommendations
largely
focus
on
mental
health,
related
calls
and
alternative
responses
for
reporting
calls.
The
takeaway
from
this
process
was
that
there
are
a
large
number
of
viable
opportunities,
the
challenges
in
prioritizing
which
ideas
and
recommendations
to
move
forward,
because
we
know
there
are
limited
resources.
F
Financial
time
and
political
I
will
note
that
this
process
was
challenging
for
the
workgroup,
as
we
tried
to
think
creatively
over
the
course
of
four
meetings,
while
delivering
recommendations
tangible
enough
that
we
could
assign
a
budget
and
timing
to
them
so
that
you
all
could
take
action
if
desired.
We
had
to
let
some
good
ideas
fall
away
due
to
staff
and
volunteer
capacity,
and
we
wrestled
with
difficult
conversations
about
if
these
are
system
tweaks
or
systems
change.
This
is
why
you'll
see
a
recommendation
that
the
workgroup
continue
in
some
capacity.
F
Before
moving
into
the
content,
I'd
like
to
just
run
through
the
format
of
the
recommendations
slide
starting
on
page
14
for
each
recommendation,
we
have
a
description
of
the
change
rationale
for
why
that
recommendation
surfaced
any
Minnesota
statutes
that
apply
estimated
long-term
financial
impacts.
If
a
recommendation
were
to
be
implemented,
cost
and
timing,
estimates
related
to
pilots
for
recommendations
which
we
think
should
be
tested
before
implementation
considerations
and
risks
for
each
recommendation,
potential
alternatives
and,
finally,
a
Minority
Report,
reflecting
alternative
perspectives
on
the
recommendation
by
the
workgroup.
F
Before
jumping
into
specific
recommendations,
I
want
to
talk
about
overall
workgroup
findings
related
to
the
criteria
we
used
to
assess
the
ideas.
Most
importantly,
and
perhaps
what
seems
obvious
is
that
there
was
no
simple
solution:
financially,
we
didn't
find
areas
of
major
and
significant
upfront
savings.
All
calls
received
by
911
require
a
response,
so
even
if
MPD
does
not
respond,
there
needs
to
be
a
response
in
some
capacity.
In
some
cases,
the
upfront
cost
increase
to
provide
the
overhead
required
for
alternative
responders.
To
answer
calls
that
had
been
answered
by
MPD.
F
With
that
said,
savings
in
alternative
response
may
be
seen
over
time,
though
it's
more
on
the
scale
of
salary
differentials
between
city
departments
than
on
entire
FTE
savings
related
to
capacity.
We
see
this
as
getting
the
right
resources
in
place
to
improve
outcomes.
We'd
likely
need
to
staff
up
in
some
areas
in
order
to
respond,
but
perhaps
not
to
the
degree
we
would
for
a
to
squad
response.
An
MPD
may
not
see
savings
right
away.
Lastly,
well
statutes
governs
some
types
of
peace
officer
response.
Many
of
these
decisions
will
depend
on
the
degree
of
risk.
F
F
I'll
spend
our
time
today
on
this
slide.
This
is
an
overview
of
all
the
recommendations.
The
remaining
slides
include
all
the
details
for
each
bullet.
Point
recommendation
on
the
left
side
of
the
slide
you'll
see
a
high-level
summary
of
the
ideas
we
initially
reviewed
on.
The
right
you'll
see
two
sets
of
recommendations.
F
Many
of
the
initial
ideas
that
were
submitted
were
predicated
on
sending
alternative
responders
to
low-risk
calls.
Today,
our
priority
coding
system
is
a
proxy
for
risk.
The
system
has
not
been
evaluated
in
at
least
12
years.
Work
in
this
area
could
mean
breaking
high-volume
call
categories
like
EDP
calls
into
smaller
categories
that
could
be
more
distinctly
prioritized
or
it
could
mean
reassigning
some
call
categories
to
new
priority
levels.
In
initial
research
of
pilots
and
tests
of
alternative
response
around
the
country,
many
cities
have
found
that
they
first
need
to
complete
this
kind
of
work.
F
Ensuring
they've
clearly
identified
a
true
emergency
from
calls
that
present
lower
risk
to
first
responders.
As
the
system
is
updated,
we
think
it
could
be
valuable
to
explore.
Predictive
analytics
could
be
used
to
further
help.
Identify
low-risk
calls
to
limit
responder
risk.
Use
of
predictive
analytics
comes
with
its
own
risks,
however,
so
that
would
need
to
be
piloted
and
closely
reviewed
before
implementation
within
mental
health
response.
We
explored
embedding
mental
health
professionals
in
the
fire
department
or
in
911.
F
Embedding
mental
health
professionals
in
the
fire
department
would
be
the
closest
the
city
could
come
to
replicating
the
kahoots
program
in-house
and
on
our
own,
which
has
had
national
attention.
Kahoots
is
a
mental
health,
professional
and
ems
who
respond
to
mental
health,
calls
sometimes
with
police
clearing
the
scene
first
and
sometimes
without
the
police.
We
neither
have
mental
health
professionals
on
staff
nor
/
CEMS.
So
we
can't
replicate
this
program
exactly
on
our
own.
F
We
could
have
an
EMT
or
firefighter
and
mental
health
team
respond,
though
this
poses
limitations
on
their
ability
to
treat
and
transport
due
to
licensing.
We
generally
think
leveraging
the
city's
relationships
and
partnering
closely
with
EMS
may
be
a
better
path
forward.
If
the
city
is
interested
in
a
codes
type
program,
embedding
mental
health
professionals
in
9-1-1
is
another
option.
This
professional,
this
professional
would
either
be
able
to
help
identify
and
dispatch
those
low
risk.
F
Mental
health
calls
for
alternative
response
or
could
take
mental
health
calls
directly
as
an
alternative
responder
several
jurisdictions,
including
Hennepin
County,
are
in
the
process
of
testing
or
implementing
this,
so
we'd
recommend
working
with
these
jurisdictions
first
to
see
how
this
intervention
has
changed
outcomes
for
them
rather
than
running
and
investing
in
our
own
pilot
with
in
reporting
response,
we
explored
having
alternative
responders.
Take
a
variety
of
reporting
type.
Calls
one
recommendation
was
directing
higher
priority
parking
related
calls
to
traffic
control.
F
Traffic
control
does
not
have
an
overnight
shift,
which
becomes
critical,
as
these
calls
include
ticketing
and
towing
vehicles
blocking
access
to
fire
lanes,
fire,
hydrants,
etc.
This
would
involve
adding
an
additional
overnight
shift
to
traffic
control,
which
would
be
expensive.
Some
workgroup
members
feel
this
is
cost
prohibitive.
Mpd
sees
value
in
the
support
for
late-night
traffic
needs
at
bar,
closed
downtown
and
traffic
control
sees
value
as
they
can
are
continually
stretched
for
capacity
in
a
variety
of
areas.
Another
recommendation
looked
at
having
community
service
officers
respond
to
low
risk
traffic
and
reporting
calls.
F
This
could
be
an
alternative
way
to
leverage
current
capacity
within
MPD.
However,
it
would
be
dependent
on
our
ability
to
better
define
low
risk
calls,
as
CSOs
aren't
able
to
take
important
actions
like
execute
a
warrant
if
found
when
running
a
driver's
license
at
a
traffic
hall,
for
example,
moving
down
to
the
blue
circles
on
the
bottom.
F
These
are
a
set
of
recommendations
that
could
be
implemented
if
you
so
chose
expanding
Co
responders.
The
first
recommendation
listed
under
mental
health
response
is
to
expand
the
city's
Co
responder
unit.
The
city
has
a
correspondence
program
to
respond
to
and
follow
up
with,
9-1-1
mental
health
calls,
which
includes
one
police
officer
and
one
mental
health
professional.
Currently
there
are
five
teams
covering
each
precinct
during
daytime
hours,
however,
call
volume
indicates
we
have
a
high
volume.
We
VDP
calls
during
the
afternoon
and
early
evening
hours
as
well.
F
This
recommendation
would
look
to
expand
the
Co
responders
unit
by
five
additional
teams
covering
afternoon
and
early
evening
shift
hours.
Well,
there's
a
strong
support
of
this
program
from
workgroup
members.
There
are
concerns
that
this
does
not
address
the
staff
direction.
In
fact,
it
would
be
an
additional
investment
in
five
new
MPD
officers
to
be
a
part
of
that
correspond.
Our
team,
the
second
mental
health
response
idea,
is
to
provide
a
non
emergency
mental
health
line.
This
idea
was
required
to
be
reviewed
and
vetted
by
the
staff
direction.
F
Generally,
the
workgroup
feels
that
there
are
existing
numbers,
so
the
city
does
not
need
to
spend
resources
replicating
this
internally.
We
do
think
there
could
be
increased
awareness
of
these
numbers
and
think
we
should
explore
directing
mental
health
9-1-1
calls
directly
to
these
numbers,
though
this
again
would
be
dependent
on
better
definition
of
low-risk
calls
under
reporting.
We
have
a
recommendation
to
only
allow
theft
reporting
through
the
web
or
3-1-1.
Well,
we
already
direct
theft,
reporting
calls
online
or
to
301.
We
will
send
an
officer
when
one
is
requested.
F
This
recommendation
would
change
the
level
of
service
as
a
city
to
direct
theft,
reporting
only
calls
to
the
web
or
3-1-1
exclusively.
This
could
help
us
realize
capacity
savings,
but
there
are
important
considerations
like
increasing
capacity
for
300
and
how
to
handle
911
calls
for
theft,
reporting
outside
of
3
1
1
hours,
especially
if
people
don't
have
access
to
a
computer
or
the
internet
for
web
reporting.
We
also
need
to
ensure
that
we
have
appropriate
resources
allocated
to
reviewing
and
vetting
the
reports
that
are
submitted.
F
Finally,
we
have
a
recommendation
not
listed
on
the
page
for
the
continuity
of
the
work
group.
Generally.
Members
of
the
work
group
found
this
to
be
a
valuable
endeavor.
We
were
able
to
have
productive
discourse
and,
as
a
group
feel,
this
work
should
continue.
We've
not
yet
sorted
out
what
exactly
this
should
look
like,
but
we
have
committed,
as
a
group
to
convenient
'days
meeting
to
provide
a
more
formalized
recommendation.
G
Chair
Cano
members
of
the
committee,
first
of
all,
thank
you
so
much
for
making
this
a
priority
within
the
council
and
creating
this
workgroup,
and
also
thank
you
to
Andrea
for
her
leadership
through
this
process.
She's
done
a
great
job
to
navigate
all
the
complex
issues
that
were
raised.
I
had
two
key
learnings
from
the
work
that
this
group
did,
one
that
there
is
so
much
opportunity
to
respond
to
9-1-1
calls
outside
of
MPD
even
more
opportunity
than
I
thought
going
into
this
work
to.
G
G
With
that
said,
several
community
members
recommended
the
top
three
priorities
for
this
initial
phase
of
the
work.
First
was
to
really
look
at
piloting
and
investing
in
a
cahoots
type
program
that
Andrea
mentioned
looking
at
how
we
can
respond
to
overdose
victims
in
a
different
way
outside
of
the
MPD
and
then
finally
improving
the
data
collection
to
help
aid.
All
of
this
work,
these
three
recommendations
can
have
a
large
impact,
but
the
work
must
not
stop
with
just
this
initial
phase.
Thank
you.
A
H
Thank
you.
Your
honor
first
of
all,
I
just
want
to
thank
the
workgroup
for
all
of
the
time
that
they
put
into
this
and
I
want
to
echo
the
concerns
raised
both
in
public
comment
and
in
this
presentation
that
this
wasn't
enough,
that
we
need
to
give
this
more
time
and
that
we
need
to
continue
this
process
and
continue
taking
a
look
at
a
lot
of
these
issues.
I
think
it's
in
many
ways
a
little
bit
unfortunate
that
we're
getting
the
recommendations.
H
This
late
in
the
year,
I'd
kind
of
hoped
we
were
gonna,
get
to
a
place
where
we
had
recommendations.
We
could
work
on
a
little
earlier
because,
frankly,
there's
a
lot
of
things,
I'm,
very
supportive
of
but
I
think
finding
alignments
between
departments.
If
we
were
gonna
say
we
want
to
invest
in.
You
know
if
I
turn
to
chief
Friedel
and
say:
hey
we're
gonna
just
invest
in
a
brand
new
program
in
your
department
next
month.
H
What
do
you
think
there's
there's
gonna
be
some
tension
if
he's
not
ready
to
receive
that
and
actually
act
on
it
right,
and
so
we've
got
to
figure
out
how
we
move
intentionally
toward
both
a
budget
process
and
a
strategic
plan
for
actually
implementing
this
stuff,
because
I
really
do
wanna
see
us
try
some
of
these
things.
I
think
it's
very
important,
and
you
know
the
timing
with
budget
is
going
to
be
a
little
bit.
Frustrating
I
think
related
to
some
of
this,
but
we're
gonna.
H
H
Looking
at
the
question
of
low
risk
calls
I
think
also
calls
into
question
I.
Think
combining
this
presentation
with
the
study
session
that
we
had,
or
we
were
just
really
looking
at
the
data
before
we
got
to
recommendations.
I
think
really
points
to
an
area
of
work
in
an
area
of
study
that
we
desperately
need
to
do
as
a
city
which
is
not
just
to
figure
out
low
risk,
but
also
to
figure
out
low
priority,
because
what
we
learned
I
think
in
the
study
session
last
time
and
I
think
it
was
newsworthy.
H
Because
of
the
way
we've
been
talking
about,
one
calls
and
calls
going
depending
and
the
way
there's
been
I
think
a
significant
amount
of
fear
generated
about
whether
we
have
inadequate
911
one
response
and
what
we
heard
in
the
study
session
was
actually
something
pretty
different
from
that
which
was
not
every
priority.
One
call
is
really
a
priority.
H
Do
we
treat
this
as
an
emergency
or
don't
we?
Is
it
really
a
priority,
one
etc,
and
so
I
think
some
of
the
things
that
came
out
of
that
study
session
I
want
to
make
sure
are
part
of
this
conversation,
especially
around
categorization
of
mental
health,
calls
right.
We
learned
that
right
now
we
have
one
category
for
mental
health.
It's
EDP
priority
one,
and
that's
the
same.
H
If
somebody
says
someone
in
my
family
has
a
knife
and
is
threatening
to
hurt
people,
we
need
immediate
help
or
if
somebody
says
hey,
my
neighbors
sounds
kind
of
agitated.
Can
you
check
on
him?
Those
are
the
same
in
the
system.
Those
are
all
treated
as
priority.
One
calls
and
I
think
it's
really
important
that
we
both
figure
out
this
question
of
risk,
but
also
this
question
of
priority,
because
I
think
it's
frankly
a
little
irresponsible
to,
on
the
one
hand,
come
here
and
say
we
have
all
these.
F
The
data
analytics
slides
one
of
the
most
important
next
steps
would
probably
be
hiring
some
external
resources
to
support
MPD
and
9-1-1
in
assessing
priority
current
problem.
Nature
codes,
our
response
to
priority
levels,
using
data
to
inform
which
categories
should
be
broken
down
or
combined
rearranged
and
I'll.
Let
director,
Hughes
or
DC
Wade
come
up
with
they
have
something
different
to
had,
but
this
is
something
that
cities
do,
that
cities
do
you
know
with
some
regularity
and
so
from
what
I've
gathered?
It's
a
it's,
a
it's
a
big
undertaking,
but
it's
not
impossible.
F
A
Thank
you
for
that
I'm,
not
seeing
any
more
questions
from
Council
members
at
this
moment.
I
want
to
thank
you
very
much
for
the
in-depth
reporting.
We
are
glad
that
you
were
able
to
pull
together
community
members
to
be
a
part
of
this
process
just
for
clarity
in
terms
of
next
steps.
The
life
of
this
work
will
then
live
in.
A
F
Kind
of
the
staff
direction
called
for
a
limited
term
workgroup
to
provide
a
set
of
recommendations.
So
formally
the
work
of
the
group
is
finished,
though
we
all
know,
and
just
heard
that.
Certainly
there
is
much
more
work
to
do
and
because
there
is,
there
had
sort
of
a
protocol
assigned
for
next
steps.
That's
something
that
the
work
group
is
planning
to
convene
and
talk
about
in
what
capacity
we
move
forward.
There
were
certainly
things
about
the
current
structure
of
the
workgroup
that
that
worked
really
well.
I
My
briefing
of
it
was
that
you
know
if
to
have
non-sworn
peace
officers
to
be
the
ones
that
would
be
the
only
people
to
take
police
reports
from
from
members
of
the
community.
You
know
that
is
a
change
in
service
level.
If
you
cannot
call
and
have
an
officer
show
up
at
your
door
to
take
a
police
report.
I
That
is
a
different
level
of
service
that
we
would
be
choosing
as
policymakers
or
in
protocol
to
create
for
our
community
and
that's
a
big
shift
and
I
think
that
community
input
here
becomes
increasingly
important
and
other
pieces.
I
love
exploring
some
of
these
recommendations
more
and
piloting
things
in
places
that
make
sense,
but
we
have
to
be
careful
that
we're
not
creating
a
different
level
of
service
for
some
segments
of
our
city,
so
we're
gonna
have
to
be
careful
about
that
as
well.
I
see
a
lot
of
these
recommendations,
as
perhaps
in
the
future.
I
It
might
mean
that
over
time,
our
sworn
officer
force
maybe
doesn't
need
to
grow
as
much,
but
I
don't
see
this
as
something
where
we
could
in
a
budget
cycle
where
we
are
now
take
from
existing
police
resources
and
redeploy
them
to
some
of
these
initiatives.
So
this
is
just
a
comment,
but
I
wanted
to
thank
miss
Larson
for
all
of
her
work
on
this.
Thank
you.
J
Thank
you,
madam
chair.
Thank
you
all
so
much
for
your
work
on
this.
This
was
a
truncated
time
period
and
a
lot
of
work
got
done
in
that
time
frame.
So,
thank
you
all
so
much
for
the
work
he's
in
in
between
the
meetings
as
well
as
at
the
meetings
I
see
at
the
beginning,
with
the
recommendations
with
the
gray
in
the
blue
first
I
I
think
that
we
as
government
a
lot
of
times,
folks
sort
of
like
it's
like
we
pass
a
policy
and
then
we're
done
like
cool.
J
J
But
ultimately
there
are
lots
and
lots
of
factors
that
come
into
play
that
that
can
produce
unexpected
unintended
consequences,
for
example,
so
I
really
appreciate
how
testing
has
been
built
into
this,
because
we
really
want
a
prototype.
We
really
want
to.
We
really
want
a
pilot.
We
want
to
test
to
be
able
to
see
on
a
smaller
scale.
Does
this
work
and
then
be
able
to
scale
up
so
I
just
want
to
really
name
that
it's
I
appreciate
that,
because
it
helps
us
govern
better
rather
than
rolling
out
these
really
big
changes
and
then
oops.
J
J
F
A
chair
kind
of
comes
member,
Cunningham
I'll,
let
her
City
Attorney
and
on
this
as
well,
but
from
a
process
perspective,
we
used
a
set
of
criteria
to
assess
the
ideas
that
was
that
impacted.
The
staff
direction
would
have
the
greatest
magnitude
of
impact
on
the
staff
direction,
and
mental
health
and
reporting
rose
to
the
top
through
that
ranking
exercise.
So
there
is
some.
F
You
know
there
was
some
process
to
why
those
things
weren't
included,
there's
also
a
lot
of
pretty
stringent
part
of
the
reason.
I
think
that
those
and
that
domestic
abuse
response
ended
up
getting
rated
a
little
lowers
because
there's
some
really
stringent
protocol
around
how
we
respond
to
those
which,
given
the
term
of
the
workgroup
when
we
first
started,
I,
think
it
impacted
its
ranking
through
that
through
that
exercise
and.
J
K
L
You,
madam
chair
and
committee
members
councilmember
Cunningham.
We
did,
and
is
this
including
the
appendix
the
statutes
as
well.
At
the
study
section
we
referred
to
since
some
state
statutes,
they're
under
Chapter,
629
and
I
believe
they're
in
your
materials
as
well.
That's
set
up
a
couple
of
different
restrictions,
as
Andrea
spoke
about
with
regards
to
domestic
abuse.
L
So,
although
everyone
in
the
study
group
absolutely
recognized
that
as
an
area
for
improvement
based
on
the
staff
direction
and
looking
at
alternative
responses,
we
were
somewhat
limited
in
the
requirements
of
the
state
statute
as
to
how
much
we
could
basically
wiggle
that
on
that.
But
we
are
definitely
through
some
other
projects
in
my
office,
looking
at
ways
that
we
can
not
only
get
appropriate
responses
to
families
that
reach
out
in
crisis,
but
also
to
build
community
resources
to
hopefully
prevent
them
from
again
static
crisis.
In
the
first
place,.
L
J
To
you
more
about
that
offline,
since
today's
outside
of
the
school,
but
the
current
presentation,
it's
like
I,
just
want
to
reiterate
to
my
colleagues
that
this
is
a
gap
that
we
have
the
OPC.
Our
did
release
a
whole
study
about
domestic
violence,
responses
from
MPD
and
with
some
good
recommendations,
so
I
just
want
to
put
that
back
on
our
radar.
It's
outside
the
scope
of
what
we
have
presented
here,
but
I
would
love
to
talk
to
you
more
lying
about
it,
because
it's
definitely
something
that
we
would
like
to
build
up
testing
again.
J
So
thank
you
for
that
and
thank
you
again
everybody
for
your
hard
work
on
this
I
know
it
was
a
lot,
a
big
undertaking
and
so
I
think
that
what
we
have
here
is
a
really
strong
example
of
what
happens
when
you
bring
different
perspectives
to
the
table,
to
have
challenging
conversations
and
everybody
stays
present
in
it
and
sees
the
process
through
so
I'm
grateful
that
you
all
have
have
done
this.
So
thank
you
and
thank
you
for
your
leadership.
H
Think
you
sure
kind
of
I
just
wanted
to
reiterate
when
I
asked
about
next
steps,
you
said
if
the
council
is
interested
and
if
it
wasn't
obvious
for
my
previous
company,
the
council
is
interested
you're
welcome
to
work
with
me.
I
know
that
you've
got
your
choice
of
my
colleagues
who
are
interested
in
working
with
you
on
a
staff
direction
to
continue
this
work
on
and
make
sure
that
we
don't
drop
this,
but
that
we
continue
on
and
and
start
to
put
some
of
this
into
action.
Thank
you.
E
You,
madam
chair
I,
guess
at
the
risk
of
sounding
redundant
and
I've,
been
kind
of
put
them
back
and
forth,
but
I
do
want
to
express
my
interest
in
this
work
continuing
as
well
and
in
really
expanding
I.
Think
the
community
involvement
in
this
conversation
and
I
mean.
Do
you
see
any
things
that
would
preclude
just
work
on
continuing
on
a
chair
car?
No,
the
council,
members
and
support
sure.
F
Your
car
no
come
from
vice
president
Jenkins
I
think
it's
a
question
of
capacity
as
we
think
about
about
maintaining
and
even
expanding
this
work
that
myself
and
DC
wave
and
director
he
was
Stacy
blasts,
Kelsey
and
I.
T
spent
a
pretty
significant
and
many
others
spent
a
pretty
significant
amount
of
time
on
this,
and
so
I
I
would
want
to
consider
which
resources
at
the
city
and
if
we
need
more
resources,
to
support
the
facilitation
and
project
management
of
this
work.
E
E
A
You
so
much
our
next
item
for
discussion
and
that
presentation
is
a
lead
social
services
model
and
we're
going
to
hear
from
a
guest
speaker
that
is,
has
been
working
on
this
project
or
has
been
helping
to
implement
the
project
in
I
believe
Seattle.
So
we
have
a
team
of
folks
who
have
joined
us
here
today.
Thank
you
and
miss
Siegel.
If
you
would
like
to
kick
us
off,
madam.
M
But
what
really
interested
me
of
in
this
model
is
the
social
service
end
of
it,
and
it's
not
just
street
outreach.
It
is
case
management,
proactive
case
management
structured
around
the
theory
of
meet
people
where
they
are,
but
don't
leave
them
there
and,
as
we've
been
struggling
over
the
years
to
really
try
to
make
a
difference
in
the
East
Lake
Street
corridor
and
Bloomington
Avenue,
that
are,
you
know,
and
as
we've
evolved
in
our
thinking
from
there's
street
prostitution.
Let's
go
arrest
the
the
commercially
exploited
people,
the
prostituted
persons.
M
There
are
really
low-level
drug
dealers
who
are
dealing
in
order
to
support
their
habit.
Let's
try
to
build
a
criminal
case
and
our
department.
Actually,
it
repeatedly
says
we're
not
going
to
they're
way
out
of
it
and
what
we've
done
so
far
has
been
fired
from
effective
and
a
number
of
things
have
been
tried,
and
so
this
model
I
would
love
to
see
a
pilot
of
something
along
these
lines
focused
on
those
areas
and
we're
really
lucky
to
have
Naja
Morris
with
us.
Today
she
lived
in
Seattle.
N
Good
morning,
everyone
so
as
Susan
so
graciously
introduced
me
I
am
originally
from
Seattle.
I
was
one
of
the
original
case
managers
of
what
is
now
known
as
the
law
enforcement
assisted
diversion
program,
and
then
I
became
a
supervisor
and
now
I'm.
Actually,
the
director
of
the
sub-national
support
Bureau
will
soon
to
be
international
because
we
do
have
interest
in
a
few
international
sites,
including
Ukraine
Vietnam
in
South.
N
N
Lead
National,
Support
Bureau
is
actually
a
program
of
the
public
defender
Association,
which
is
in
Seattle
Washington,
and
it
no
longer
does
the
fence.
We
actually
your
organization
that
does
many
different
civil
rights,
programming
and
initiatives
around
the
country
and
then
around
the
city
locally.
N
We
starter
it
that
the
national
support
bureaus
started
in
20
2013,
because
the
lead
program
in
Seattle
started
in
2011
and
the
reason
a
national
support
bureau
started
was
because
of
the
intense
requests
that
they
were
coming
in
from
around
the
country
asking
us.
What
is
this
that
you
guys
are
doing?
We
hear
you
guys
have
found
unique
way
to
address
public
safety
concerns,
people
who
are
cycling
in
and
out
of
the
criminal
justice
system
because
of
behavioral
health
conditions
and
recognizing
that
a
police
and
law
enforcement
response
isn't
the
response,
that's
needed.
N
It
can
be
helpful
in
some
instances,
but
mostly
it's
just
a
way
to
incarcerate
people
and
keep
people
from
making
true
progress
in
their
lives,
and
so
what
we
do
as
a
national
support
Bureau
is.
We
provide
technical
assistance
with
jurisdictions
who
are
looking
to
replicate
lead,
so
we
help
people
all
the
way
from
just
hey.
What
are
you
guys
doing
all
the
way
through
we're
helping
to
secure
funding,
identifying
partners
in
the
community,
developing
the
program
launching
and
then
starting
and
maintaining
a
pilot
program?
N
And
at
this
point
we're
at
about
59
jurisdictions
around
the
country
and
that's
over
about
eight
years
and
we
are
set
up
I
think
I
have
about
12
to
15
new
sites,
I've
included
you
guys
in
that,
but
ten
solid
sites
that
have
received
funding
through
Bureau
of
Justice
Administration,
who
has
us
now?
They
started
at
2.5
million
through
the
opioid
act
and
they
went
up
to
5
million
and
now
they're,
offering
10
million
for
folks
who
want
to
replicate
lead
around
the
country.
N
This
loose
program
works
really
well
for
those
people
who
have
been
out
there
10
12
15
years.
There
was
an
area
in
Seattle
had
a
lot
of
low-level
dealing.
A
lot
of
open-air
market.
People
were
getting
slammed
on
the
ground
on
the
nightly
news
for
like
empty
crack
pipes
and
going
which
was
a
felony,
and
so
at
that
point
the
city
of
Seattle
was
about
six
to
seven
percent.
N
African
American
and
African
Americans
made
up
about
60%
of
the
people
that
are
incarcerated
to
low-level
drug
crimes,
and
so
there
was
a
case
brought
against
the
city
a
pseudo
case.
It
got
just
to
case
making
and
then
it
became
a
compromise.
But
what
ended
up
happening
was
a
group
of
individuals
sat
down
with
my
boss,
Lisa
du
gard
from
the
public
defender's
Association
racial
disparity
project?
After
going
back
and
forth
for
a
while
and
said?
Okay,
let's
just
say
that
our
practices
are
racist
and
that
they
are
disproportionate.
N
What
would
you
say
we
do,
and
at
that
time
nobody
really
knew
what
they
just
was
so
surprised
that
the
police
on
the
city
came
back
with
the
willingness
to
come
to
the
table
at
this
time.
Our
district
attorney
at
the
time
was
dance
atterberg
who
still
wanted
to
steal.
The
district
attorney
he's
one
of
the
most
and
first
progressive
District
Attorney's
across
the
country
he's
one
of
the
first
people
that
just
refused
to
prosecute
anything
under
a
gram
and
pretty
much
doesn't
see
personal
use,
drugs
of
any
types
as
a
reason
to
prosecute
people.
N
So
he's
kind
of
taken
a
stance
on
that,
and
so
what
ended
up
happening
is
they
came
to
the
table
and
decided
that
what
if
there
was
a
program
that
instead
of
arresting
people,
they
actually
didn't
arrest
people
and
but
did
something
else
cuz
for
us.
It
wasn't
enough
just
to
stop
arresting
people
and
leaving
them
in
that
circumstance,
and
at
this
point
really,
the
only
thing
officers
had
at
this
time
was
two
choices,
arrests
or
ignore,
and
neither
one
of
those
was
helpful.
N
So
the
idea
was
to
give
the
officers
another
tool
a
third
tool
in
their
toolbox,
and
that
was
called
lead
and
what,
if
not
just
doing
this
change
the
outcome
for
an
individual,
but
what
if
it
was
cheaper
and
what,
if
it
actually
made
a
difference,
public
safety,
wise
and
what?
If
the
officers
enjoyed
it,
and
so
this
ended
up
being
the
lead
program.
N
And
this
is
just
some
more
information.
Lead
was
recognized
by
Obama
administration
and
earned
a
promising
practice
award,
and
also
we
had
a
special
convening
on
Capitol
Hill,
with
the
Obama
administration
back
and
I
think
2015
about
the
lead
program,
which
is
one
of
the
times
when
it
grew
exponentially,
and
you
can
see
there,
the
lead
model
is
being
replicated
in
59
sites
with
dozens
more
coming
up,
including
locally
we
just
now,
I
was
so
happy.
N
N
So
let's
talk
about
what
lead
is
exactly
and
how
it
works,
because
this
is
the
most
important
component
of
the
program.
So
what
happens?
Is
that
lead
is
geared
towards
diverting
people
that
present
behaviors
that
are
directly
associated
with
homelessness,
poverty,
substance
use
and
mental
health
issues?
N
The
reason
for
that
is
that
we
see
that
these
folks
continually
are
underserved
and
are
poorly
served
and
actually
could
actually
have
received
more
harm,
trying
to
be
served
within
a
criminal
justice
system.
The
criminal
justice
system
was
never
meant
to
solve
the
issues
of
poverty,
homeless,
substance
abuse
and
mental
health,
and
so
across
the
country.
What
you'll
see
is
a
variety
of
jurisdictions
who
do
lead
charges
or
accept
the
charges
for
diversion
based
on
their
own
particular
comfort.
N
They
know
why
they're
doing
what
they're
doing
they
can
tell
from
their
contact
immediately.
Is
this
a
person
who's
dealing
to
make
a
living
and
leaving
the
community,
or
is
this
a
person
that's
struggling
with
some
kind
of
behavioral
health
issue
or
poverty,
and
so
basically,
what
happens
is
the
idea
is
to
keep
those
folks
from
ever
going
in
the
system?
So
the
concept
of
the
lead
program
is
its
pre
arrests
or
pre
booking
its
intent
is
to
keep
people
from
even
touching
the
criminal
justice
system.
N
We
know
there
are
a
lot
of
programs
out
there
that
do
diversion
after
they
touch
the
courts
or
as
part
of
an
order.
This
point
is
to
actually
even
stop
that
process
from
happening
and
to
divert
them
before
they
even
touch
that
part
of
the
system.
What
happens
is
that
there's
two
ways
for
a
person
to
get
into
the
lead
program?
This
is
pretty
consistent
around
the
country.
N
Most
places
have
the
rest
of
virgin
some
places
only
use
social
contacts
in
Honolulu,
Hawaii
I'm,
all
they
use
the
social
contacts
and
I
think
an
Albany,
the
majority
of
what
they
use
as
arrests
of
virgins,
but
outside
of
that
there
are
places
that
use
a
mix.
Now
what
an
arrest
diversion
basically
looks
like
is
that
a
person
gets
stopped
on
suspicion
of
a
crime.
There
would
be
lead
eligible
and
the
police
officer
would
say
hey
after
running
their
background
again.
This
is
all
individual
by
jurisdiction.
What
what?
What
background
excludes
a
person?
N
N
At
this
point,
it's
crucial
the
officer
isn't
saying:
I'm
gonna,
send
you
to
treatment,
because
for
a
lot
of
folks
that
have
been
out
there
for
a
while,
that's
gonna
be
a
red
flag
and
that's
not
gonna,
be
something
they're
necessarily
interested
in
because
mostly
if
they
were
interested
in,
they
probably
have
you've
done
it
or
could
do
it
on
their
own.
So,
basically,
the
officer
is
promising
to
connect
them
with
a
person.
N
That's
gonna
help
walk
them
through
whatever
they
want
to
help
with
whether
it's
a
bus
pass,
whether
it's
birth
certificate,
so
they
can
get
ID
and
get
Social
Security,
whether
they
just
want
housing.
The
unique
thing
about
we
that
it
is
not
there's
no
requirements
in
terms
of
being
coercive.
You
don't
have
to
do
anything.
The
only
thing
a
person
has
to
do
when
they
have
an
arrest.
Diversion
is
show
up
to
meet
with
the
case
manager
to
do
an
intake
and
assessment
or
what
we
actually
call
a
biopsychosocial
assessment.
N
The
reason
why
we
specify
that
in
clarifies,
because,
most
of
times
when
people
have
had
assessments
that
are
familiar
with
systems,
it's
an
assessment
to
tell
you
what
to
do
to
fix
your
life.
A
biopsychosocial
assessment
is
like
how
did
you
get
here?
When's,
the
last
time
you
were
housed,
what
happened
with
your
family,
who
are
you
close
to?
N
However,
they
show
up,
and
that
is
what
we've
seen
and
that's
what's
shown
to
be
able
to
have
the
really
great
outcomes
that
lead
has
shown
over
the
years.
Another
way
for
people
to
get
in
is
what
we
call
a
social
contact
referral
and
a
lot
of
officers
prefer
this
social
contact.
Referral
is
actually
came
up
with
the
police
officers
in
Seattle
at
this
think
operation
work
group,
which
I'll
speak
about
shortly.
N
Social
contact
referral
came
up
because
one
day
about
six
months
in
to
lead
in
Seattle
somebody
walked
up
a
woman
that
they
knew
walked
up
and
said:
hey.
Is
this
a
green
light
day,
which
basically
meant?
Is
this
a
day?
I
can
get
into
lead?
We
had
green
light
days
in
red
light
days,
so
their
red
light
could
be.
The
control
group
and
green
light
could
be
the
people
who
got
in
so
that
we
could
have
a
comparative
population
to
do
that.
N
Our
research
on
the
University
of
Washington
did
a
research
and
there's
the
links
at
the
end
of
this
presentation,
where
you
can
take
a
deeper
look
into
those
outcomes.
The
woman
walks
up
and
puts
her
hand
out.
She
says:
okay,
I'll
be
right
back
and
she
goes
back
and
puts
her
hand
out
has
two
pieces
of
crack.
It
says:
can
you
arrest
me
I
want
to
get
in
the
lead,
so
the
officers
were
like
this
is
ridiculous.
This
we
can't
like
people.
Obviously,
like
the
program
they
heard
about
it,
we
already
knew
her.
N
We
are
if
she
wanted
a
referral,
she
could
have
just
said.
Hey
I
went
again
lead
and
we
could
have
liked
her
about
it
and
made
a
decision
so
across
the
country.
Officers
are
really
preferring
what
we
now
have
the
social
contact
referrals.
It's
the
opportunity
for
the
officer
to
have
eyes
on
someone
they've
known
someone.
They
see
someone,
they
know,
they're
struggling
with
homelessness
addiction,
they've
had
to
move
this
person
all
over
in
Seattle.
N
We
have
some
people
that
are
seeing
a
third
generation
of
people
that
they
worked
with
because
they've
been
on
the
streets,
15
17
20
years,
so
they
can
actually
just
refer
the
person
and
the
person
can
get
in
through
an
officer
approval
process
and
again
the
person
still
needs
to
be
someone.
That's
a
threat
to
public
safety
that
has
a
whole
bunch
of
charges,
and
that
fits
them
to
whatever
criteria
that
the
individual
jurisdiction
sets
up.
N
One
thing
that's
really
important
also
about
the
lead
model,
is
how
governance
is
handled.
The
concept
of
lead
is
a
partnership.
It's
a
partnership,
primary
partnership
between
law
enforcement,
the
prosecuting
attorney's
office
and
the
case
management
team.
Ok,
whoever
you
guys
contract
with
through
the
case
management.
We
do
strongly
urge
sites
to
look
at
local
case
management
or
local
service
providers
that
are
used
to
doing
a
very
strong
harm
reduction,
low-barrier
outreach
kind
of
case
management,
because
the
type
of
services
that
lead
provides
isn't
an
in-office
service.
We
expect
people
to
go
out.
N
We
expect
people
be
people
to
be
willing
to
go,
find
people.
We
have
officers
that
we'll
call
a
case
manager
and
say
hey
my
keys
on
the
corner
of
3rd
and
main
I'm
heading
over
to
the
shooting,
but
it
looks
like
you
might
want
to
check
on
him.
Another
case
manager
will
come
and
meet.
Mikey
we've
had
officers,
bring
folks
to
the
office
or
bring
folks
to
the
case
manager.
N
If
and
when
it's
needed,
and
so
one
thing
about
the
wrap
wrap
around
and
the
concept
of
the
policy
coordinating
group,
which
is
the
highest
governing
system
of
the
lead
program,
is
it
works
like
a
board
of
directors?
Everybody
has
a
skin
in
the
game
with
the
lead
program,
no
one
entity
earns
owns
lead,
so
it's
not
the
law
enforcement
program.
It's
not
the
city's
program.
It's
not
the
prosecuting
attorneys
program.
Everybody
comes
to
the
table.
Everybody
works
to
agree
on
policies,
everybody
kind
of
sinks
or
flies
with
the
lead
program.
N
So
if
the
prosecution
only
or
if
the
DA
only
wants
to
give
up
these
charges
or
divert
these
charges,
then
everybody
just
kind
of
moves
with
the
DA
or
if
the
police
don't
feel
as
comfortable
as
a
DA,
with
something
everybody
kind
of
talks
about
it.
So
really,
it
is
about
negotiation
and
about
a
joint
partnership,
and
that's
one
of
the
key
things
that
actually
has
created.
The
big
success
of
need
is
that
nobody
gets
left
behind
in
everybody.
N
Super
super
invested,
so
the
policy
coordinating
group
would
be
the
governing
body
and
then
what
we
call
the
operational
work
group
is
what
we
consider
the
glue
of
lead,
and
that
is
a
group
that
meets
like
twice
a
month
and
it's
made
up
of
operational
partners,
so
the
people
that
come
to
that
would
be
the
actual
case.
Managers
that
are
doing
the
program,
the
police
officers
that
are
on
the
ground,
having
contact
with
the
clients
and
the
new
district
attorney
I,
want
to
say
something
about
the
district
attorney's
participation
most
folks
like
they
think
well.
N
If
the
charge
is
dismissed
and
there's
an
after
that,
there's
no
reason
for
the
district
attorney
to
be
participating.
What
we
see
is
that
people
who
are
in
this
population,
not
only
that
charge
that
gets
dismissed
if
they
get
an
arrest,
diversion
they're
coming
in
with
prior
charges.
They
will
continue
to
probably
get
some
charges
because
we
can't
expect
people
to
behavior
to
change
overnight
when
they've
been
out
there
doing
a
certain
behavior
for
10
12,
sometimes
20-something
years.
N
So
the
prosecuting
attorney
has
an
important
role,
because
what
they
do
is
they're
able
to
gather
collateral
information
not
only
from
the
case
managers
but
from
the
police
officers
as
well.
So
if
somebody
keeps
coming
through
the
court
and
little
minor
charges,
they
can
call
the
case
manager
and
say:
hey,
what's
happening
with
Naja
I
keep
seeing
her
I
haven't
seen
her
for
a
while.
N
What's
going
on
and
I
can
say,
well
she's
freaking
out
a
little
bit,
cuz
she's
about
to
get
housing
and
her
mom
just
got
diagnosed
with
cancer,
so
she's
been
kind
of
on
a
tear
the
case.
The
prosecutor
in
current
could
say:
okay,
so
this
is
what
I
need
her
to
do.
Let's
talk
about
it,
Oh
WG,
the
police
are
just
like
hey.
Let's
just
keep
her
out
of
this
area,
keep
her
off
this
corner
because
she's
becoming
a
problem.
We
won't
arrest
her
as
soon
as
she
gets
her
housing.
N
Let
us
know-
and
maybe
once
the
stuff
stops,
and
so
basically
the
district
attorney
would
do
something
like
I'm
gonna,
hold
the
charges
and
drag
out
as
long
as
possible
until
you
can
get
an
ID
your
house,
so
the
district
attorney
kind
of
works
as
like
a
pseudo
case
manager
within
the
system,
to
try
not
to
destroy
things
that
could
potentially
be
helpful
for
the
person
so
many
times
people
end
up
in
charges.
They
lose
jobs,
they
lose
potential
interviews.
N
They
lose
housing
because
of
these
low-level
things
and
huge
things
that
could
actually
help
them
position
themselves
differently
in
life.
So
having
the
prosecuting
attorney,
there
can
make
the
difference
between
somebody
going
to
jail.
I've.
Had
this
happen,
somebody
was
about
to
go
to
prison
for
six
years
for
a
low-level
drug
charge
like
$40
worth
of
heroin
because
of
his
points,
but
instead
he
went
to
treatment
for
90
days.
N
He
was
clean
and
sober
for
two
years
and
then
he
found
out
he
had
lung
cancer,
unfortunately
went
home
to
his
family
and
hoo
hi,
oh
that
he
hadn't
had
contact
with
in
12
years,
but
we
were
able
to
find
them
on
Facebook
through
lead.
He
went
there
to
be
able
to
spend
his
last
days,
or
else
he
would
have
died
in
prison
because
of
that
one
charge.
So
there's
just
all
kinds
of
things
that
the
prosecuting
attorney
is
able
to
do.
That's
super
significant,
so
yeah.
N
One
thing
we
realize
is
that
the
owg
really
does
hold
the
program
together
because
it
keeps
everybody
from
staying
in
their
silos,
because
one
thing
about
the
system
is
that
everybody
kind
of
has
our
own
way
of
doing
things
their
own
ways
of
thinking.
But
when
you
have
the
operational
workgroup,
people
have
to
talk
to
each
other
relationships
are
build.
We
have
case
managers
that
are
really
good
friends
with
police
officers
and
prosecutors.
Now
and
they'll
go
out
after
work
and
things
happen
in
the
owg.
Like
someone
says,
hey
I
can't
find
Mike.
N
He
has
a
counseling
appointment
or
a
really
important
medical
appointment,
and
the
police
officer
might
be
like
Mike
I.
Just
saw
him
coming
in
here.
I
know
exactly
what
he
is
after
the
meeting.
I'll
take
you
to
him.
So
there's
all
these
things
that
happen
that
are
really
great
and
the
coordination
is
imperative
to
be
able
to
help
these
people
move
forward.
J
Really
wanted
to
uplift
what
you
were
saying
about
this
particular
collective
governance
and
management
structure.
I
really
want
to
uplift.
This,
for
my
colleagues
like
this
is
a
phenomenal
example
of
how
we
break
down
our
silos,
what
we
do
as
elected
officials
and
government
governmental
bodies,
whatever
the
outcome
is,
we
all
share
the
results
and
what
sometimes
folks
think
of
is
like
government
can
fix
it
by
itself,
but
we
actually
have
a
shared
responsibility
for
those
shared
outcomes
and
results,
and
this
is
an
institutionalized
way
to
be
able
to
actually
do
that.
J
Like
ever
it's
not
about
like
oh
I'm,
doing
your
work
because
I'm
better
than
it
you
know
at
it
than
you,
but
instead
it's
like
everybody
is
bringing
their
particular
expertise
to
the
table
and
collaborating
in
a
different
way.
This
is
really
governing
in
the
21st
century,
and
so
we
really
need
to
the
old
way
of
governing
where
it's
like
everybody
just
does
their
thing
off
by
themselves.
That
doesn't
work
anymore.
J
N
And
what
we
have
seen
around
the
country
just
to
piggyback
off
what
you
said
is
those
jurisdictions
that
don't
adhere
to
this
and
don't
see
the
relevance
and
significance
of
this
struggle
and
we
oftentimes
have
to
make
visits
and
make
calls
and
try
to
get
people
back
together.
So
just
understanding
this
uniqueness
and
it's
the
the
utility
of
the
coordination
in
a
carburation
is
important.
E
N
So,
there's
a
project
manager
that
continues
on
there's
a
project
manager
that
is
actually
not
a
person
to
fill
a
particularly
with
any
one
of
these
groups.
There's
a
project
manager
that
is
separate
entity
that
oversees
that
helps
people
coordinate.
That
brings
people
to
the
table
when
they're
arguing
kind
of
like
a
peacekeeper,
as
well
as
managing
the
numbers,
making
sure
that
things
are
going
well,
they
facilitate
the
operation,
we're
a
group
and
the
PCG.
N
So
there
is
someone
who
actually
might
be
at
like
a
civil
rights
organization
or
a
non-profit
or
in
another
department,
but
not
necessarily.
We
found
that
it
can
be
complicated
when
the
project
manager
is
actually
actually
seats
at
one
of
the
primary
partners.
So
have
the
project
manager
at
the
police
department
can
be
complicated,
because
the
police
department
is
one
of
the
main
partners,
and
sometimes
it
could
be
seen
as
like.
The
project
manager
feels
like
if
they
need
to
make
a
decision
that
doesn't
necessarily
go
the
law-enforcement
way.
N
It
could
be
a
problem
or
they
always
side
with
law
enforcement,
because
they're
sitting
with
law
enforcement.
So
it
is
someone
who's
agnostic
and
only
their
only
goal
is
to
make
sure
that
the
partners
stay
on
the
goal
of
the
program
that
people
keep
communicating.
We
have
project
managers
in
Seattle.
N
We
have
five
project
managers
now
which
most
sites
don't
need
only
because
we
have
about
a
thousand
clients
and
about
27
case
managers,
but
we
have
a
project
manager
for
every
single
precinct,
because
it
takes
a
lot
of
collaboration
to
work
with
people
to
to
soothe
people's
hurt
feelings,
to
bring
people
back
to
the
table
when
they're
ready
to
go
to
their
silo.
So
it
would
be
someone
else
and
that
person
would
be
responsible,
accountable
and
objective
when
it
came
to
the
whole
of
everyone.
So
that's
how
we've
seen
it
done
the
most
successful.
N
So
when
you
look
for
bleed
would
have
a
pool
of
funding,
and
so
different
people
have
gotten
funding
different
ways
and
that's
something
that
we
could
look
into.
If
you
guys
decide
you're
interested,
there's
lots
of
funding
opportunities
out
there,
there's
funding
through
the
government.
Some
people
have
used
medical
waiver.
I
know
you
guys.
Don't
have
expansion
money
here
yet
right.
It's
not
an
expansion
state.
You
guys
are
not
a
Medicare
expansion
state
are
you.
N
You
are
okay,
so
some
people
whose
Medicaid
Medicare
expansion
dollars
to
be
able
to
fund
lead,
there's
other
private,
nonprofit
private
private
philanthropic
organizations
that
give
so
it
would
be
that
an
entity
would
apply
for
lead
and
then
they
would
disperse
the
funds
accordingly.
So,
basically,
you
would
disperse
the
funds,
maybe
to
social
service
agency,
to
provide
the
case
management
and
then
maybe
you
would
disperse
the
salary
to
like
a
civil
rights
organization
to
hold
the
case
manager.
N
So
that's
what
that's,
how
it's
been
done
and
I
went
over
the
harm
reduction,
person-centered
approach,
which
is
really
the
core
of
how
the
lien
model
works,
and
something
to
note
is
that
people
stand
lead
forever.
I
know
that
sounds
crazy,
but
it's
worked
out.
What
that
means
is
once
you're
in
lead.
N
At
the
same
point,
people
can
come
back
in
to
lead
if
they
get
it
referral
or
if
they
ask
an
officer
like
say
you
go
to
be
with
your
mom
when
she
passes
away
and
then
you
want
to
get
back
and
leave
because
you
moved
back
to
Seattle,
you
can
come
to
the
lead
office
and
say:
hey
I
was
a
lead
and
I
still
need
help.
I'm
back
from
Texas
and
then
officer
could
likely
refer
you
into
the
program
but
you're
kind
of
doing
a
self
referral.
N
But
it
still
has
to
be
approved
through
law
enforcement,
because
that
is
really
important
to
keep
that
law
enforcement
piece
in
there
because
they
really
know
who
the
folks
are
that
are
causing
issues
and
whom
the
folks
are
that
are
being
a
public
safety
concern
on
the
streets.
The
thing
about
forever
is
that's
why
we
have
case
manager,
caseloads
that
are
25
to
30,
because
they're
doing
everything,
I've
sat
with
people
at
visitation
for
their
kids.
N
I
went
in
sat
with
people
during
surgery
and
waited
for
them
to
come
out
because
they
had
no
one
else:
I've
driven
people
across
the
mountains,
five
hours
to
go,
look
for
housing,
so
they
could
get
their
grant
and
be
next
to
their
grandma.
Like
it's
a
full,
comprehensive
case
management,
it
isn't
in
office,
it
isn't
just
one
or
two
things.
So
what
happens?
How
people
stay
on
forever?
Is
that
and
we
don't
have
to
go
into
this
too
much?
N
Is
people
kind
of
kind
of
wave
kind
of
go
back
and
forth
on
caseloads
as
far
as
how
much
time
and
energy
they
need
so
kind
of,
like
maybe
you
have
10
or
15
that
are
just
kind
of
outreach
or
you
may
have
five
or
six
that
are
stable.
That
allows
you
to
have
more
people,
and
so
the
case
managers
just
kind
of
figure
out
how
to
keep
that
caseload
about
25
to
30
and
then,
if
people
want
to
come
back,
usually
there's
a
room
or
you
move
them
to
another
case
manager.
N
So
it
has
never
really
been
the
biggest
issue
of
any
of
our
sites
that
we
owe
that
we
help
support,
there's
the
case
management
being
forever.
The
concept
is
that
people
struggle
forever.
We
as
human
being
struggle
forever
things
come
up.
We
never
want
someone
to
feel
like.
Oh
because
you
got
housing
and
you
got
a
methadone
and
you
got
your
social
security
that
we're
not
here,
they
could
relapse,
they
can
get
in
trouble
in
their
housing
and
they
need
our
support.
They
can.
N
They
can
misuse
their
check
and
then
our
support
to
be
able
to
help
advocate
for
their
not
to
get
evicted.
Anything
could
happen,
aren't
people
that
we
work
with.
They
have
a
long
history
of
issues
and
it's
a
lie.
Long
issue
train,
essentially
some
people
stay
stable
for
longer.
Some
people
go
up
and
down.
We
have
people
to
do
well
for
a
couple
of
years.
Do
bad
for
a
couple
of
years
do
well
and
that's
why
we
say
forever,
because
we
never
want
someone
just
to
have
a
cut
off
I'm
almost
done
already.
N
Okay,
so
one
day,
I
just
want
talk
about
some
of
the
principle
philosophies
of
lead
is
that
what
we
recognize
is
there
needs
to
be
a
paradigm
shift
within
the
criminal
justice
system.
We
recognize
that
prosecution,
conviction
and
incarceration
of
folks
can
cause
harm
to
their
communities
and
their
families.
We
realize
there's
other
ways
to
work
with
individuals
and
reduce
their
harm
to
the
public
and
community,
while
also
keeping
them
out
giving
them
the
correct
services
and
connecting
the
things
that
are
actually
helpful
and
beneficial
to
them.
N
We
offer
very
much
recognize
that
there
is
a
huge
discrepancy
and
disproportionality
and
who
the
people
look
like
that
are
being
cycled
through
the
criminal
justice
system
and
those
typically
tend
to
be
brown
and
black
people
and
people
who
are
poor.
That
does
extreme
harm,
continue
at
harm
and
continues
the
cycle
within
those
communities,
which
is
why
the
one
of
the
core
reasons
lead
started
initially
in
Seattle.
N
Washington
was
directly
to
address
that
issue,
and
then
we
recognized
that
using
the
justice
system
as
a
response
to
behavioral
health
issues,
including
homelessness,
drug
use
and
mental
health,
its
sap's
law
enforcement
resources,
law
enforcement
really
was
not
designed
to
address
these
needs.
They
were
not
designed
to
work
with
these
people.
N
What
we
want
to
see
eventually
is
the
day
when
law
enforcement
doesn't
respond
to
this
in
the
first
response
is
always
a
person
who's
much
more
efficient
and
expert
as
responding
to
these
needs
and
a
trauma-informed
way,
that's
appropriate
for
that
person
and
that
meets
that
person's
needs
based
on
where
that
person
has
been
and
what
they've
gone
through
and
lead
works
without
a
stick.
Interestingly
enough
people
in
Seattle,
they
have
to
come
in
within
30
days
to
have
that
charge
dropped.
N
So
we've
had
about
a
percent
sex
success
rate
with
that,
but
then,
after
that,
they
never
have
to
show
up
again.
We
have
about
90
to
93
percent
success
rate
of
people
coming
back
to
work
with
that
case
manager,
even
after
no
other
charges,
even
after
nothing
else
would
happen
to
them.
So
only
about
6
to
7
percent
of
people
say
I
did
my
intake
I'm
gone
and
ironically,
the
vast
majority
of
that
percentage.
End
up
coming
back
because
of
natural
consequences.
The
police
officer
is
like
hey.
N
I
gave
you
a
lead,
referral,
I
saw
you
did
your
intake.
Have
you
talked
to
Naja
and
they're
like
and
oftentimes
they'll
get
in
the
car
and
drive
them
over
to
us?
It's
like
a
referral.
So
it's
just
this
really
cool
like
dynamic
energy
and
this
organic
thing
that
happens
between
the
police
officers
and
the
case
managers.
N
Talked
about
this,
it's
a
long.
It's
a
slow
start.
It
takes
stages
of
changing.
That
goes
over
a
long
time
because
these
people
have
been
out
here
for
a
really
long
time
and
that's
what
the
officers
learn
and
they
say
one
of
the
things
they
learned.
The
most
was
that
what
harm
reduction
looks
like
and
what
it
looks
like
to.
Let
someone
kind
of
follow
their
own
path
and
to
work
with
someone
and
to
get
a
stronger,
more
firm,
successful,
long-term
outcome.
N
N
These
are
just
some
of
our
evaluation
results:
58%
decrease
in
the
rates
of
arrests,
39%
decrease
in
new
felonies
filed.
Eighty
seven
percent
decrease
in
prison
admissions,
an
eighty
nine
percent
decrease
in
increase
in
permanent
housing
and
increased
legitimate
income.
One
thing
that
the
University
of
Washington
not
make
sure
you
guys
have
the
link
did
site
is
dosing.
N
We
have
vets,
come
in
that
have
been
on
the
shoots
for
12
years
and
never
ever
stepped
foot
in
the
VA,
which
literally
is
a
mile
and
a
half
from
our
offices
in
Seattle
and
we're
able
to
connect
them
with
services
because
they
don't
know
we
have
a
hard
time
with
these
systems.
Folks
that
we
work
with
these
systems
are
super
complicated
and
they're,
not
client
friendly.
A
lot
of
people
talk
about
client
resistant
services.
N
We
have
we
have
service
resistant,
like
services
that
are
very
resistant
to
clients,
don't
work
with
them
well,
and
this
is
just
some
more
data
which
is
so
Lee
cost-benefit.
So
if
you
look
at
this,
what
you'll
see
is
that
the
u-dub
did
a
very
extensive
research
evaluation
on
our
program.
It
says
that
for
participants,
post
enrollment
justice
system
costs
fell
an
average
of
$2,100
for
the
first
two
years
after
enrollment
and
then
for
control
groups.
N
Justice
system
costs
rose
by
fifty
nine
hundred,
so
when
they
compare
the
two
groups
of
people
that
were
equivalent
in
their
charges
and
their
history,
those
who
unluckily
got
stopped
on
the
red
light
days
and
didn't
get
lead
their
road
there.
So
it
almost
like
$8,000
swinging
costs
per
person
to
the
justice
system
over
the
first
two
years
that
the
program
was
evaluated.
N
So
in
more
of
this
system-
and
this
is
our
map-
I
put
this
map
up,
but
it's
so
weird
cause
like
that's
not
even
accurate
anymore.
I
have
to
change
it
probably
every
week
or
two,
but
that's
the
most
accurate
map
that
we
have,
and
it
just
basically
is
on
our
website,
which
will
be
at
the
end
of
my
presentation.
It's
also
at
the
bottom
of
the
screen.
Your
lead
Bureau
org.
You
can
go
there
to
just
take
a
look
at
where
we
are
around
the
country,
we're
at
four
sites
in
Honolulu.
N
There's
four
states
that
have
state
funding,
Washington,
Honolulu,
Colorado
and
California.
All
heads
funding
at
the
state
level
for
lead,
and
we
were
the
we
were
contracted
technical
assistance
for
those
sites
there
we
go
I
know
I'm
at
time.
I
don't
know
if
there's
any
questions,
I
sure
it's
always
hard
to
talk
about
this
in
less
than
like
a
half
hour.
But
anybody
have
any
questions.
H
Think
is
your
kind
of,
and
thanks
for
this
presentation,
this
is
really
it's
an
interesting
way
of
systematizing.
Some
things
that
are
happening
informally
and
I
want
to
kind
of
give
credit
to
MPD
for
the
ways
that
in
some
pockets
and
in
some
ways,
they're
already
doing
some
versions
of
this
absolutely
there's
things
happening
downtown
where
an
officer
is
calling
you
think
over
or
calling
st.
H
H
I
do
think
that
one
of
the
things
that
we've
seen
is
that
I'm
interested
in
the
difference
between
the
social
control
model
versus
the
arrest
model,
because
I
think
one
of
the
things
that
we've
seen
is
that
the
quality
of
the
conversations
and
people's
openness
to
those
conversations
changes
depending
on
the
approach
and
there's
definitely
situations
or
social
control,
is
going
to
get
somebody
more
receptive
to
treatment
than
if
they're
already
in
the
back
of
a
squad.
Car
and
I've
already
had
that
kind
of
interaction.
So.
I
H
N
It's
it
works
out
well,
but
it
doesn't
mean
that
and
they
can't
have
conversations
in
a
different
way,
because
it's
very
casual
there's
not
a
pressure
to
it.
There's
also
something
to
be
said
about
some,
a
police
officer
saying
to
someone.
I
could
arrest
you
but
I'm,
not
because
I
know
that
you
need
some
different
help
and
instead
of
taking
you
to
jail,
I
actually
really
want
to
bring
someone
in
that
I
think
would
be
good
for
you.
So
there's
something
there.
N
That
starts
that
relationship
as
well,
in
a
different
way
that
the
feeling-
and
we
have
evaluation
done
what
we
did
interviews
with
clients
and
they
talk
about
how
they
never
forget
that
officer
to
let
them
go
and
gave
them
lead
like
there's
another
level
of
appreciation
and
and
deep
gratitude
and
a
sense
of
responsibility.
That
happens
when
some
people
were
about
to
get
a
charge
and
an
officer
decides
not
to
charge
them.
N
It
gives
them
to
the
case
manager
and
ends
up
being
like
the
best
moment
of
their
life,
and
we
have
lots
of
clients
that
didn't
we
did
like
some.
We
did
like
hundreds
of
qualitative
interviews
that
speak
to
that
and
speaks
to
that
moment.
When
an
officer
actually
saw
me
as
somebody
different
that
they
didn't
need
to
be
in
jail,
somebody
worth
saving
and
so
there's
you
know,
there's
a
balance
and
it
really
depends
on
the
individual,
some
individuals,
the
one
officer
coming
up
and
being
like,
hey
I,
have
a
program
for
you.
N
I
know
you're
struggling,
so
it
just
depends.
Some
of
those
people
might
do
better
with
an
arrest
aversion.
If
an
officer
comes
up
and
says
I'm,
not
gonna
arrest,
you
because
you
don't
deserve
to
be
arrested,
but
you
do
deserve
this
program,
so
it
really
depends,
but
they
both
work.
Well,
we
haven't
really
seen
a
huge
difference
in
the
longitudinal
outcomes
of
those
who
come
in
either
way.
N
It
takes
a
little
bit
longer
for
social
contact
referrals
because
they
don't
have
the
30
day
window
to
show
up
it's
kind
of
like
more
relaxed,
and
maybe
the
police
officer
says
hey:
did
you
ever
go
see
Nadia?
You
didn't
well,
that's
gone
over
there
she's
waiting
on
you.
Let's
call
her
right
now,
it's
more
casual,
so
it
may
not
move
as
fast
the
timeline,
but
over
time
the
outcomes
are
pretty
much
the
same.
Okay.
J
You,
madam
chair,
thank
you
for
this
presentation.
I,
really
really
like
the
model,
a
lot
of
that's
obvious.
So
when
we
do
sort
of
big
changes
like
this
there's
a
ripple
effect
that
happened
and
within
this
model
it
looks
as
though
the
first
change
that
has
to
happen.
The
first
ripple
is
law
enforcement
is
so
the
folks
who
are
rank-and-file
on
the
ground
have
to
buy
in
and
change
their
behaviors
and
then
the
folks
who
are
then
the
partners
have
to
buy
in
and
change.
So
what
is
from
all
of
the
different
sites
like?
O
N
Enforcement,
but
what
sparks
to
change
is
nothing
else
has
worked
in.
Law
enforcement.
Have
a
really
amazing
guy
that
I
work
with
Brendan
Cox,
who
was
a
former
chief
of
Albany
Police.
He
is
an
expert
in
brilliant,
at
speaking,
with
law
enforcement
at
working
with
them
and
getting
them
to
think
about
their
policies
and
procedures
and
getting
their
really
reconsider
and
getting
stuck
in
something
it
hasn't
worked
and
you
just
get
stuck
in
arresting
and
then
you're
mad
cuz.
N
You
see
the
people
out
in
two
days,
and
so
the
hook
for
law
enforcement
is
the
recognition
that
well
yeah
duh,
but
we
didn't
have
a
third
thing,
so
we're
not
gonna
leave
them
out
there.
The
people
want
us
to
do
something,
so
we
can't
just
leave
them
there.
So,
even
if
they
disappear
for
two
days,
an
illusion
is
better
than
nothing
right,
and
so
once
you
can
say
the
law
enforcement.
What?
If
there
was
something
better
than
this
illusion?
What
if
there
was
a
recourse?
N
What
if,
if
you
left
Nadja
out
there,
you
can
also
call
her
case
manager
or
bring
her
to
them
or
have
her
case
manager.
Come
check
on
her
if
you
saw
her
doing
stuff
that
was
gonna
be
problematic
or
you
were
concerned,
they
get
to
know
what's
happening
with
these
folks
law
enforcement.
They
arrest
people
the
only
thing
they
know
about
them,
that's
going
on.
Is
they
see
them
again?
They
don't
know
if
they
have
a
plan,
they
don't
know
if
they
might
be
going
to
treatment,
they
don't
know
if
they
just
started
on
methadone.
N
It's
a
box,
not
they
know
nothing.
So
when
they
can
start
knowing
stuff,
it
really
increases
their
ability
to
police
and
increases
their
knowledge
base
and
it
increases
their
ability
to
respond
appropriately.
They
don't
have
to
respond
with
a
wide
brush.
They
can
use
their
discretion
on
how
to
respond,
which
actually
gives
them
more
power
and
really
feels
like
an
empowering
tool
to
having
their
belt.
J
N
I
You
thank
you,
madam
chair
I'm,
just
curious.
If
I
see
from
your
map
across
the
country
that
you
have
different
ways
that
you've
set
up
these
programs
and
some
are
countywide
programs
and
some
appear
to
be
just
in
cities,
yeah
and
I'm,
just
in
some,
you
mentioned
about
state,
leave
programs
or
state
funded
League,
I'm
curious.
I
What
are
some
tips
or
kind
of
things
that
you've
learned
that
sets
these
up
for
success
when
you're,
perhaps
a
little
further
ahead
than
we
are,
which
is
saying
you'd
want
to
move
forward,
who
seem
to
be
the
best
kind
of
group
of
partners
that
come
together
on
this
thing.
Just
from
your
experience
in
this
collection
of
leads
reach
today,.
N
So
I'll
start
high
and
go
down
so
statewide
replication
just
means
it's
not
so
state
what
it
means
is
the
funding
came
from
the
state,
but
they
still
picked
very
specific
sites
and
those
jurisdictions
picked
the
actual
pilot
areas
or
neighborhoods.
So
you
still
bring
it
down
to
a
focal
point.
You
don't
want
to
do
this,
where
you
have
one
case
manager
here
one
case.
N
The
idea
is
to
really
focus
in
and
make
impact
and
bring
it
to
scale
in
a
neighborhood,
that's
being
highly
impacted
by
public
safety,
health
concerns
and
behavioral
health
conditions
of
people
on
the
street
and
their
neighborhoods.
So
what
it
looks
like
is
the
reason
why
it
has
some
County.
These
people
did
their
own
bidding
for
funding
some
some
counties
applied
and
got
money
like,
for
instance,
st.
Louis
City
in
st.
Louis
County.
For
those
of
you
know
very
different.
The
county
runs
around
the
city.
N
They
both
got
funding
I
met
with
the
chief
of
staff
for
the
new
da
there
Wesley
brown
and
his
his
DA's
in
the
county.
Just
last
week
when
I
was
at
the
drug
policy
Alliance
conference
and
they
have
actually
identified
during
our
three
hour
marathon
dinner-
the
site,
the
actual
neighborhood
in
the
county-
that
they
want
to
focus
on
and
they're
going
to
work
with
that
jurisdiction
that
City
Council
those
law
enforcement,
those
community
members,
those
Business
Improvement
associations-
to
bring
lead
to
that
small
section.
N
That's
seen
a
lot
of
issues,
so
that's
what
you
do
is
you
identify
section
you
identify
who
has
jurisdiction,
influence
and
investment
in
those,
and
that's
who
you
start
bringing
to
the
table
so
like
say
here.
If
you
decide
to
do
the
East
Lake
area,
that
Susan
is
speaking
of
you
would
basically
bring
in
the
DA
for
that
you
might
bring
in
the
councilmember
that
oversees
that
you
would
bring
in
that.
Maybe
the
we
have
we've
had
the
chief
of
police
and
sometimes
the
mayor's
the
deputy
mayor
come
to
our
PSG's.
N
N
A
Okay,
I
do
have
a
couple
of
question
so
when
Susan
and
I
began
talking
about
this
probably
nine
months
ago,
we,
what
really
kind
of
came
to
me,
was
the
difference
between
this
program
and
street
outreach.
So
the
city
has
traditionally
invested
in
street
outreach
models
that
aren't
moving
the
dial
that,
where
we're
just
engaging
with
folks
in
the
same
street,
about
the
same
issue
and
handing
out
toothbrushes
and
hearing
out
toothpaste,
but
we're
not
really
helping
them
improve
their
lives.
A
N
Have
a
case
manager,
so
they
actually
have
a
person
is
assigned
to
them.
So
it's
not
just
street
outreach
is
a
light
touch.
We
actually
worked
with
a
street
outreach
team
from
the
downtown
business
association
who
would
see
people
and
then
call
us
and
do
the
case
management.
These
folks
are
people
who
do
intensive
case
management,
so
they're
not
just
gonna.
Give
you
a
toothbrush
they're
gonna,
actually
walk
with
you
to
Social
Security
office.
Keep
your
weapon
at
the
office
cuz.
You
can't
go
through
sign
papers
for
you.
N
If
you
need
a
witness,
go
to
the
doctor's
appointment
with
you
like
they're,
actually,
people
that
walk
with
this
person
through
all
the
different
things
they
need
to
work
on
so
I've
had
to
like
I
sent
off
for
people's
transcripts
I
had
a
woman
on
my
caseload
that
was
57
and
hadn't
had
ID
in
22
years
it
took
me
hours,
I
had
to
find
her
old
school.
She
couldn't
remember
what
school
she
went
to,
so
we
had
to
find
cousin
and
aunt
and
go
get
her
yearbook
photo
and
get
her
transcripts.
N
I
mean
like
this
is
a
person
who
actually
does
all
the
deep
work,
and
so
that's
the
difference
and
these
people
also
meet
people
on
the
street.
So
when
I
say
their
outreach
case,
managers
I
mean
like
they
go
out
and
find
people
they
go
out
and
say:
I'll
meet
you
here,
we're
gonna
go
there.
They
don't
sit
in
the
office
waiting
for
people
to
come
in
because
the
people
we
work
with,
they
don't
come
in
the
office,
and
so
that's
the
difference
is
it
actually
is
a
person
that
sticks
with
them?
A
Wonderful,
thank
you
and
I
believe
some
of
my
colleagues
might
have
touched
on
this
subject
already
and
I
want
to
just
be
really
really
clear
about
it
and
my
understanding
of
it
and
in
the
public's,
because
these
meetings
are
taped
and
later
shared
on
TV.
So
if
we,
if
the
city
of
Minneapolis
were
to
start
this
program,
either
in
partnership
with
the
county
or
with
other
jurisdictions,
is
their
initial
orientation
and
training
or
professional
development
for
our
law
enforcement
officers,
who
are
going
to
be
sort
of
the
front
lines
of
getting
this
program
so.
N
Early
learning
Cox
would
come
in
and
do
a
training.
We
have
different
ways
to
do
training.
He
can
sometimes
he'll
do
an
overview
with
the
brass
with
the
cheep
chief
assistant
and
sergeants
lieutenants
captains,
and
then
what
he
also
does
is
once
they
decide
a
plan
like
sometimes
a
precinct
will
just
roll
out
and
decide
just
to
train
two
watches.
He
spent
sometimes
a
whole
week
in
a
place
doing
several
trainings
a
day
for
all
the
officers.
N
So
we
just
would
depend
on
what
the
plan
was
and
what
the
target
area
is
and
who
they
think
the
best
officers
are
so
like
funny
kind
of
funny
story.
In
Seattle
there
was
a
group
of
officers
that
were
known
for
doing
all
of
the
takedowns
of
people
low-level
drug
dealers.
They
were
the
ones
that
are
arresting
people
and
jailing
people
for
six
months
for
like
single
piece
of
crack
rock
right.
N
So
we
actually
challenged
these
same
officers
who
were
so
proud
about
their
arrest
to
do
the
lead
program,
and
so
it
was
risky
because
they
could
have
not
done
it.
But
because
these
officers
are
such
good
officers
and
really
lean
into
anything,
they
were
given,
they
were
like
sure,
we're
gonna
do
and
we're
gonna.
N
Do
it
so
well,
of
course,
thinking
it
wouldn't
work,
so
they
had
all
these
referrals
and
they
were
sending
everybody
and
they
like
so
many
people,
the
first
couple
of
months
and
then
once
they
realize
it
was
shorted
to
do
that
and
it
was
better
for
them
and
they
started
to
see
outcomes.
They
actually
were
doing
it
more
sincerely,
but
you
there
would
just
be
there's
a
culture
within
each
department
and
so
Brendan
would
get
with
because
that's
his
culture.
N
N
Habits,
I
guess
is
the
best
word
to
say
and
they
weren't
barriers.
He
was
able
to
figure
out
ways
around
every
potential
issue
that
came
up
like
what.
If
we
have
drugs
and
we
give
somebody
a
diversion,
what
do
we
do
with
the
drugs?
He
has
an
answer
for
that.
He
has
an
answer
for
all
those
things,
which
is
why
there's
59
sites
up
and
going
right
now,
beautiful.
P
P
Yeah
I
think
this
is
an
incredible
program.
You
know
you're
looking
through
safety
through
a
public
health
lens
and
really
looking
at
harm
reduction
in
a
collaborative
approach.
So
some
of
the
things
you
know
we
do
do
some
similar
things
like
the
downtown
procedural
justice
program
that
we
have
downtown,
but
the
case
management
is
really
key,
I
think
in
this
and
then
also
the
project
manager.
P
Some
of
the
things
that
I
think
is
we
even
with
our
program
look
at
is
how
do
you
get
your
community
involved
as
well?
Not
just
inner
agency
or
from
the
public
sector,
but
from
the
private
sector
and
I
know,
there's
a
lot
of
questions
on
how
to
share
information
and
who
to
share
it
with
I
think
community
involvement
is
just
equally
as
important.
I
know:
Joseph
descent
clothes
that
Lazar
liveability
team
he
always
tries
to
recruit.
Everybody
is
on
the
liveability
team.
Everybody
is
an
outreach
worker
and
that's
the
culture.
P
You
try
to
build
up
with
whether
it's
private
security
residents
law
enforcement
to
put
that
the
outreach
hat
on
so
I
think
it's
a
great
program,
I.
Think.
As
you
look
into
each
area,
it's
so
different,
whether
it's
downtown
North
Minneapolis
out
in
the
Atlas,
you
really
have
to
I
think
get
your
community
involved
too,
because
I
can't
tell
somebody
what
to
do
from
downtown
from
North
Minneapolis,
because
it's
quite
different
so
I
think
take
those
areas
in
perspective
when
you
launch
any
safety
initiative
and
get
input.
So
thank.
A
E
N
But
Virginia
we're
in
West,
Virginia
Virginia
did
just
come
up
in
my
email
not
too
long
ago.
So
I
don't
know
if
it's
her
area,
but
they
did
enquire
and
say
they
were
looking
to
have
a
conversation,
so
I'm
not
sure
if
they're
but
yeah
I
just
think
that
see
the
interesting
thing
about
the
lead,
National
Support
Bureau,
is
that
we
don't
reach
out
to
people,
because
we
already
have
so
much.
O
N
I
A
Well,
I,
don't
any
other
questions
or
comments
here.
Thank
you
and
I
just
wanted
to.
Thank
you
so
much
for
being
thanks
for
having
me
sharing
so
much
of
your
knowledge
and
expertise.
We
really
need
it.
Our
assistant
chief
here
is
president
mr.
Chow's,
and
so
he's
been
listening
and
as
well
as
their
third
Precinct
inspector
mr.
McGinty.
So
we
are,
you
know
integrating
a
lot
of
the
information
that
was
shared
here
today
and
I.
Do
want
to
think
again.
As
my
colleague
my
justice,
Siegel
I,.
E
A
N
A
N
A
Yep,
thank
you
so
much.
Thank
you.
Everyone
and
it
looks
like
we
have
no
further
business
before
us
besides
receiving
and
filing
this
report
from
the
lead
social
services
model,
all
those
in
favor,
please
say
aye
aye
and
we
are
adjourned.
Thank
you.