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From YouTube: October 8, 2020 Budget Committee
Description
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B
Good
morning
my
name
is
lenay
palmisano,
I'm
the
chair
of
our
minneapolis
budget
committee
and
I'm
going
to
call
to
order
this
regular
committee
for
thursday
october
8th
before
we
proceed.
I
will
note
for
the
record
that
this
meeting
has
remote
participation
by
city,
council,
members
and
city
staff
as
authorized
under
the
provisions
of
minnesota,
open
meeting
law,
section
13d
.021
due
to
the
declared
state
of
local
public
health
emergency.
D
B
B
E
F
E
H
F
B
A
G
B
B
B
Let
me
just
explain
a
little
bit
about
how
I
see
this
working
as
chair
of
this
committee.
We
have
set
out
up
to
90
minutes
for
mpd,
knowing
that
there
is
great
interest.
We
have
30
minutes
for
the
fire
department
in
30
minutes
for
9-1-1.
If
we
don't
use
that
time,
we
are
asking
and
we
are
working
behind
the
scenes
to
get
those
next
presenters
up
so
that
we
can
run
this
smoothly
and
perhaps
adjourn
early
when
that
makes
sense,
we
don't
have
micah
to
lead
us
off
on
a
presentation.
B
B
B
We
think
we
have
them
all
locked
in,
but
there
is
always
just
you
know:
human
needs
to
change
some
departments
presenting
it
sometimes
and
because
they're
not
at
the
same
same
amount
of
time
that
gets
tricky
and
so
other
things
move
around
too.
So
this
is
our
first
day
with
mpd
fire911
and
I
will
recognize
chief
eridando
to
please
kick
us
off.
Welcome
chief.
E
Good
morning,
madam
chair
and
committee
members,
thank
you
for
having
me
here
before
you
today
to
present
on
the
minneapolis
police
department
proposed
budget
for
2021.
E
E
Okay
text,
if
we
could
go
to
cue
up
number
16
first.
I
E
All
right,
madam
chair
committee,
members,
I
wanted
to
at
least
start
off
the
part.
The
first
part
of
this
presentation,
by
giving
an
overview
of
our
general
fund
expense
comparison
from
2020
to
2021.,
and
this
slide
is
noting
the
mpd's
four
excuse
me:
five
basic
core
functions
and,
as
we
see
there
are
from
2020
to
forecasting
to
2021,
we
will
have
projected
decreases
in
all
of
those
five
main
core
functions.
E
So
for
public
safety
services,
the
total
2020
fd
budgeted
were
were
604
and
for
2021
the
proposed
ftes
will
bring
us
down
to
531,
which
is
a
12
decrease,
and
public
safety
services
would
be
our
911.
Our
core
911
responders
investigations
in
forensics
2020
had
ftes
budgeted
for
226.
E
The
proposed
2021
ftes
funded
will
be
191,
which
will
be
a
minus
15
and
for
professional
standards,
development
and
administration.
That
is,
our
mpd's
training,
core
components.
Our
training,
our
internal
affairs
recruitment.
Those
those
core
functions.
Excuse
me
in
hiring
personnel
that
goes
from
2020
131
ftes
to
next
year
proposed
112.
So
it's
a
13
decrease
our
community
collaborative
and
advancement
2020
saw
74
personnel.
2021
will
bring
us
to
58.
E
Madam
chair
committee
members,
so
as
we
look
at
the
overall
funding
distribution
for
the
minneapolis
police
department,
you
will
see
that
core
public
safety
services
will
encompass
56
percent
of
our
funding.
Next,
we
will
see
our
investigations
in
forensics
with
21
percent
absorbing
the
funding.
Next
will
be
our
professional
standards
and
administration
with
13
and
then
5
distributed
between
our
community
collaborative
advancement
and
our
special
operations.
E
The
core
thing
to
take
away
from
this
slide,
madam
chair
committee,
members,
is
that,
with
the
reduction
in
mpd
staffing
and
resources,
this
will
really
I'm
streamlining
our
department.
It's
it's
really
something
that
I'd
rather
not
do,
but
it's
going
to
focus
on
being
one-dimensional
and,
and
that
is
really
going
to
be
focusing
on
patrol
and
investigation.
E
So,
as
we
continue
to
see
decreases
and
and
resources
and
staffing,
my
core
responsibility
to
all
of
you
and
our
and
our
400
000
plus
residents,
will
be
that
if
that
person
picks
up
the
phone
to
call
911
and
needs
a
patrol
response
assuring
that
they
receive
that
and
then
making
sure
that
our
victims,
if
we
have
victims
of
crime
that
their
cases
are
investigated,
and
so
that
is,
that
is
really
our
core
focus.
As
we
move
forward
with
projected
decreases
in
staffing
and
resources
for
2021.
E
As
a
result
of
this,
this
will
result
in
a
loss
of
function
in
terms
of
our
service
in
some
areas.
In
order
to
maintain
those
core
public
safety
services
that
are
vital
to
the
community,
maintaining
target
staffing
levels
will
be
challenging
due
to
significant
and
this
unpredictable
attrition
that
I
will
speak
about
later
next
slide.
Please.
E
So
what
does
that
look
like
in
terms
of
our
mpd
based
cuts
regarding
those
public
safety
services,
and
this
now
will
be
focusing
just
on
our
911
patrol
response,
so
this
will
obviously
have
reduced
capacity
for
the
mpd,
the
fte
reduction
or
the
full-time
employee
reduction
from
2020
to
2021
will
have
a
net
loss
of
73
personnel,
as
mentioned
before,
that
goes
from
604
back
in
2020
that
was
budgeted
to
531
projected
for
2021.
E
payroll
and
fringe.
Savings
of
this
reduction
will
be
about
eight
million
dollars.
However,
that
will
be
offset
by
an
increase
in
overtime
of
three
and
a
half
million
dollars
which
partially
covers
capacity
reduction,
while,
as
we
lose
more
personnel,
that
will
mean
requiring
those
remaining
personnel
to
take
on
additional
overtime
to
to
serve
those
shifts.
E
What
this
will
also
bring
about
will
be
a
longer
response
time
at
our
current
crime
levels,
we
are
experiencing
at
least
five
year
levels
in
violent
crime
that
we've
seen.
We've
peaked,
doubled
our
homicide
rate
from
this
same
time
last
year
and
sadly,
and
tragically
as
well.
Our
victims
of
gun
shot
wound
violence
has
over
400
and
we
may
even
peak
to
500,
which
is
absolutely
devastating
to
our
city,
with
our
men
and
women
having
to
respond
to
those
types
of
violent
calls
with
reduced
staffing.
E
Structural
changes
I've
mentioned
before
that
we
have
deactivated
certain
units
and
as
we,
if
we
continue
to
see
a
greater
attrition,
there
will
be
more
units
that
will
have
to
be
deactivated
so
that
we
can
maintain
the
service
levels
for
those
911
calls.
So
some
of
those
units
that
have
been
decommissioned
are
community
response
teams,
which
means
that
we'll
have
limited
resources
to
livability
issues,
property
crimes,
neighborhood
beats
and
others.
E
B
J
Oh,
thank
you
chief.
I
have
a
couple
questions
on
this
slide.
The
first
one
is,
I
I
note
the
fte
reduction
from
2020
to
2021
looks
dramatic,
but
then
at
the
at
the
same
time,
in
your
presentation
a
couple
weeks
ago,
you
indicated
a
similar
level
of
patrol
officers
assigned
because
of
some
of
the
reallocation.
J
That's
happened
in
other
places,
and
so
I
guess
I'm
wondering
I
my
my
impression
is
that
what
was
budgeted
in
2020
that
you're
basing
that
number
on
is
not
a
number
that
was
ever
achieved
or
or
that
was
actually
happening
on
the
street
in
any
way
that
people
would
feel
so.
Can
you
talk
about
what
what
kind
of
actual
staffing
level
in
terms
of
number
of
sworn
officers
assigned
to
patrol
you're
proposing?
Is
it?
J
Is
it
a
change,
or
is
it
a
significant
change
in
terms
of
the
number
of
people
actually
assigned
to
patrol.
E
Madam
chair
to
the
councilmember
fletcher,
so
if
I'm
hearing
you
correctly
in
terms
of
a
change,
I
maybe
so
we
had
more
units
that
were
activated
last
year
at
this
same
time,
and
so
we
were
maintaining
or
keeping
those
staffing
levels
at
each
of
the
five
precincts
with
the
attrition
and
the
significant
attrition
that
we've
seen
so
far
a
year
to
date,
I've
deactivated
some
of
those
units
and
placing
those
bodies
back
down
into
the
precinct.
So
I,
if
that
answers
the
question.
J
Got
it,
but
in
terms
of
precinct
level,
staffing,
it's
it's
not
an
especially
dramatic
change.
That's
actually
been
fairly
static.
E
Yes,
where
were
committee?
Excuse
me,
madam
chair
to
councilmember
fletcher.
So,
yes,
we're
in
terms
of
the
precinct
patrols
or
patrol
staffing,
it's
kind
of
how
can
I
put
it.
The
department
is
shrinking,
that
is,
that
is
true,
and
that
is
significant
and
with
that
shrinking,
I'm
trying
to
just
make
sure
that
again
we're
going
one
dimensional
into
patrol
and
and
and
staffing.
So
so
yes,
our
we're
trying
to
maintain
those
levels
at
the
precinct,
but
the
department
as
a
whole
is
decreasing
in
size.
G
So,
chief,
may
I
add
a
comment.
G
So
I
I
don't-
and
I
don't
want
to-
I
don't
want
to
preempt
you
if
you're
going
to
be
talking
about
capacity
or
not,
but
I
think
one
of
the
things-
and
I
can't
I
can't
address
specifically
at
patrol,
but
I
can't
address
capacity
for
the
entire
department
and
at
the
current
rate,
that
we
are
right
now
with
118
that
we're
showing
for
next
year
as
a
reduction
that
ends
up
being
a
little
over
200
000
hours
of
workable
hours.
G
So
if
you
take
the
number
of
hours
total
of
2080,
that
most
people
work
during
a
year
and
you
take
out
vacation
and
you
take
out
sick
leave
and
you
take
out
training,
you
come
up
with
approximately
1750
hours
per
person
worked
1750
to
1780
in
our
department,
and
if
you
multiply
that
by
the
118
people
that
we
will
be
down
in
sworn
personnel,
you
come
up
with
a
a
capacity
loss
of
over
200
000
hours.
G
If
you
divide
that
by
the
number
of
of
eight
hours,
assuming
an
eight
hour
shift
and
some
of
our
officers
have
eight
and
some
have
ten-
that's
basically
25
000
shifts
during
the
year
that
will
not
be
filled,
so
those
are
real
numbers.
Those
are
real,
that's
real
time.
If
you
look
at
what
the
leave
hours
were
for
may
through,
I
think
it's
august
or
sorry
october,
2nd.
G
That's
about
45
000
lost
capacity
hours
using
september
that
also
extrapolates
to
about
two
hundred
thousand
hours,
so
the
loss
of
twenty
five
thousand
hours
is,
or
twenty
five
thousand
shifts
in
a
year
is
pretty
significant.
G
J
I
I
I
I
would
agree
that
breaking
it
down
to
the
smallest
possible
unit
makes
the
change
sound
as
dramatic
as
possible.
Chief
one
other
question
that
I
have.
I
wonder
if
you
can
speak
to
overtime,
and
I
think
that
that's
going
to
be
important
for
a
couple
of
reasons.
One
obviously,
for
all
of
the
reasons
we've
talked
about
about
health
and
wellness
about
officer
effectiveness.
J
We
want
to
minimize
over
time
I'll
note,
and
this
is
probably
more
a
question
from
micah
than
it
is
for
you,
chief,
but
I'll
note
that
the
way
over
time
is
currently
budgeted
in
the
mayor's
proposed
budget
is
in
violation
of
our
financial
policies.
If
I'm
reading
them
right-
and
so
I
want
to
just
make
sure-
we've
got
a
very
strict
financial
policy
against
budgeting
for
that
percentage
of
our
staffing
to
go
to
overtime.
J
So
I
want
to
confirm
that
that's
true,
but
also
just
knowing
that
we're
going
to
have
to
clean
that
up,
that
we're
going
to
have
to
find
another
way
to
account
for
the
capacity
that
you're
attempting
to
build
in
here.
J
If
we're
going
to
in
fact
support
that
capacity
being
built
into
the
budget,
I
think
it's
important
for
us
to
understand
why
you're
thinking
about
such
an
increase
in
overtime
and
and
is
that
more
related
to
unpredictable
events
that
you
want
to
budget
for
just
in
case
is
that
the
standard,
day-to-day
overtime
of
arrests
getting
made
at
the
end
of
a
shift
is
that
other
kinds
of
capacity
that
you've
identified,
that
you
think
you're
going
to
need.
J
B
Just
before
you
before
mtv
responds
I'm
going
to
ask
our
budget
director
after
you're
done,
it's
giving
us
a
little
bit
more
narrative
to
explain
the
regular
process
and
what
we
do,
how
we
budget
essentially
for
overtime
through
our
regular
budget.
I
think
that's
more
of
a
question
for
him,
but
the
other
ones.
B
I
invite
you
to
go
ahead
and
give
us
more
information.
If
you
want.
G
G,
perhaps
we
should
start
with
how
how
over
time
is.
It
has
been
calculated
the
increase
and
then,
if
you
can
go
on
with
the
the
remaining
questions
that
councilmember
fletcher
has
asked,
but
the
the
overtime
increase
was
calculated
based
on
the
loss
capacity.
G
If
we
were
to
budget
100
of
lost
capacity,
I
believe
that
number
is
like
15
million
dollars,
obviously
not
something
that
this
city
or
the
police
department
or
too
many
people
could
afford.
So
the
capacity
that
we've
covered
or
the
capacity
that
work,
we're
asking
for
as
part
of
this
budget
covers
approximately
28
to
30
percent
of
the
capacity
that
we
are
losing
with
those
118.
E
Madam
chair
to
customer
fletcher,
I
was
just
going
to
say
that
over
time,
certainly
within
the
police
department
covers
a
wide
range
of
different
uses.
Some
of
those
certainly
can
be
large-scale
events.
Some
of
those
can
be
unpredictable
events.
Some
of
those
can
be
staffing
shortages
covering
for
that.
So
we
we,
we
always
try
to
build
in
that
a
sense
of
overtime
budget
for
each
year,
because
we
know
that
we're
typically,
obviously
we're
going
to
we're
going
to
need
that,
and
so
so
it
varies.
B
A
Certainly,
madam
chair
and
members
happy
to
be
here
today,
micah
intermittent
budget
director,
so
the
the
way
that
we
budget
for
the
police
department
same
way
we
budget
for
all
other
departments,
and-
and
that
is
we-
you
know-
I
talked
a
few
weeks
ago
about
our
current
service
level
setting
and
that
current
service
level
setting
the
inflationary
factors
that
we
include
for
our
personnel
budget
does
not
contemplate
over
time.
A
Overtime
is
paid
for
through
that
sort
of
non-personnel
base,
and
so
in
our
our
24
7
staffing
operations
such
as
police
fire
9-1-1.
They
recognize
just
very
much
what
the
chief
just
said
and
to
what
director
mcpherson
just
said
there
there
are
needs
for
overtime,
just
to
be
able
to
fill
shifts.
Councilmember
fletcher
is
absolutely
right.
We
do
have
a
financial
policy
that
indicates
we
shouldn't
be
spending
shouldn't,
be
budgeting
more
than
five
percent
of
salary
and
wage
for
overtime
costs.
A
I
I
was
not
here
at
the
city,
nor
was
our
current
cfo
or
deputy
cfo
or
city
coordinator
when
that
policy
was
developed,
so
I
can't
really
explain
the
specific
rationale
and
and
the
thinking
at
the
time.
I
think
that,
certainly
what
we've
just
heard
from
the
police
department
is
that
circumstances,
at
least
in
the
department's
estimation,
would
require
more
overtime
than
that
policy
would
allow
for,
and
so
it's
it's
probably.
A
This
is
actually
exactly
why
we
have
these
meetings
and
and
why
it's
really
good
that
we've
got
council
engaged
in
looking
at
our
financial
policies.
So
I
think
it's
a
a
good
conversation
to
have,
and
you
know
we
always
have
the
opportunity
to
amend
those
financial
policies.
If
the
the
current
situation
calls
for
something
different.
B
K
Thank
you,
madam
chair
hi
chief.
I
guess
maybe
I'll
make
a
comment
and
feel
free
to
answer
it
as
a
question
as
well.
Chief,
I
I've
been
reflecting
on
how
we
adjust
all
of
our
city
services
in
the
reality
of
the
pandemic,
and
just
today,
target
headquarters
announced
that
they
won't
be
having
workers
in
downtown
until
the
summer
of
2021,
and
I
know
that
our
downtown
usually
has
over
200
000
workers
commuting
every
day.
K
We
usually
have
30
million
visitors
to
our
city,
who
are
staying
home
because
of
the
pandemic,
and
I
also
know
that
the
pandemic
and
the
various
impacts
of
it
are
increasing
things
like
drug
use
and
overdoses,
we're
seeing
particular
kinds
of
violence
increase
in
a
very
troubling
way,
and
and
to
me
the
most
most
very
troubling
thing
about.
It
is
the
number
of
young
people
who
are
involved
in
everything
from
property
crime
to
losing
their
lives
to
violence
and
it's
unacceptable.
K
But
when
we
think
about
our
resources,
we
have
these
very
dramatic
shifts
where
we
have
significantly
fewer
people
coming
to
work
coming
to
school.
Our
entertainment
venues
are
closed,
so
you
know
I
just
wonder
if
you're
talking
with
other
chiefs
around
the
country
to
understand
how
these
different
trends
are
affecting
our
need
for
investment
in
safety
in
some
ways
we're
becoming
more
like
a
residential
community
that
may
not
need
as
much
policing
you
know
in
downtown
during
the
day.
K
On
the
other
hand,
we
have
these
other
factors
in
place,
of
course,
that
are
creating
particular
types
of
issues
in
our
community
again,
particularly
for
young
people,
and
as
as
you
know,
I
think
we've
talked
about
a
million
times.
We
both
agree.
We
all
agree
that
policing
isn't
the
you
know
the
the
only
solution
to
these
issues.
Of
course,
if
we
can
catch
young
people,
you
know
before
their
victims
are
perpetrators
of
violence.
K
If
we
can
interrupt
these
cycles,
we're
doing
much
better
as
a
community,
so
feel
free
to
take
that
as
a
comment
for
follow-up.
But
if
you
do
have
any
insight
into
what
chiefs
around
the
country
are
saying
in
terms
of
these
community
patterns,
shifting
so
dramatically
in
the
entertainment
venues
being
closed
and
likely
now
from
for
many
months
of
the
2021
year
ahead.
E
Madam
chair
council,
president
bender,
thank
you
for
the
question,
and
so
yes,
I've.
I've
been
in
conversation
with
some
of
my
peers
around
the
country
who've
been
also
experiencing,
particularly
this
year.
High
rates
of
violent
crime
across
the
country,
one
of
the
things
that-
and
I
think
that
will
will
definitely
all
be
in
in
terms
of
public
safety-
will
be
looking
at
this
2020
year
and
studying
it
for
quite
some
time.
E
Many
places
across
the
country,
including
minneapolis.
Obviously,
we've
seen
unusual
increases
or
spikes
in
violent
crime,
so
even
with
a
large
majority
of
our
workers
working
remotely,
even
with
schools
for
the
most
part,
either
being
closed
or
students
working
from
home,
we
are
still
seeing
this.
This
violence
played
out
in
our
communities.
E
We
certainly
know
that
all
cities,
including
minneapolis,
which
all
of
our
elected
officials
here,
are
trying
to
do
in
terms
of
look
at
our
fiduciary
responsibilities,
the
impact
of
covid
and
civil
unrest.
There
are
a
lot
of
people
who
are
out
of
work
in
our
in
our
cities
and
cities
across
this
country
as
well.
That
could
be
playing
out
in
a
part
of
this
year
that
we're
seeing
in
terms
of
violent
crime.
E
We
know
that
things
such
as
domestic
assault
has
not
decreased.
We
certainly
know
that
the
addiction
issues
and
the
narcotics
issues
that
you've
mentioned
that
is
still
playing
out,
so
we've
had
over
400
people
shot
and
wounded
in
the
city.
E
So
so,
even
though
there
is
a
core
group
of
people
that
are
not
doing
those
normal
things
coming
into
downtown
off
a
light
rail
in
the
morning
hours
and
a
large
group
leaving
to
go
back
home
and
our
downtown
venues,
many
of
them
not
opened,
it
hasn't
changed
in
terms
of
some
of
the
things
that
we're
seeing
played
out
across
the
country,
and
certainly
here
in
minneapolis
as
well.
E
So
again,
I
think
that
a
lot
of
us
around
the
country,
certainly
in
policing,
are
going
to
be
studying
2020
the
impacts
of
the
pandemic,
some
of
the
civil
unrest
that
has
occurred
around
the
country,
the
econ,
the
economy
that
everyone
has
been
grappling
with,
and
so
we're
just
trying
to
do
our
best
to
keep
certainly
keep
our
city
safe.
Here.
K
And
I
think
I
think
that's
why
it's
so
interesting
and
valuable
that
we've
been
digging
so
much
into
our
911
data
is
to
understand
you
know
what
percent
of
our
calls
are
for
violent
crime
so
that,
as
we
see
our
population
dramatically
shift
and
the
number
of
people
coming
into
our
city
each
day
down,
you
know,
by
hundreds
of
thousands
of
people,
to
really
understand
how
those
trends
are
impacting
the
other
needs.
The
non-violent
calls.
K
So
for
me,
shifting
resources
to
focus
on
violent
crime
is
a
very
reasonable
thing
to
do
to
have
our
police
focused
on
on
addressing
and
hopefully
working
in
partnership
to
prevent
violent
crime.
And
so-
and
you
know
I
think,
in
the
past,
our
numbers
of
calls
coming
in
related
to
violence,
thankfully,
are
very
low.
As
a
total
percentage
of
the
calls
that
are
coming
into
9-1-1,
we've
trained
people
to
call
9-1-1,
you
know
for
all
kinds
of
reasons.
That's
what
our
you
know.
K
Staff
have
been
telling
in
our
neighborhood
organizations
for
many
years
in
meetings,
call
9-1-1.
If
you
see
anything
say
you
know,
so
we
have
a
lot
of
people
calling
9-1-1
for
reasons
that
are
not
again,
thankfully
not
related
to
violent
crime,
so
digging
into
those
numbers
again
for
2020
and
looking
to
see
how
this
dramatic
drop
of
daytime
population
and
nighttime
entertainment
activity
has
affected.
Why
people
are
calling
9-1-1,
I
think,
will
be
helpful
in
guiding
some
of
these
decisions.
H
Thank
you
very
much
and
appreciate
getting
this
information.
I
just
wanted
to
zero
in
a
little
bit
on
this
slide
in
terms
of
the
crime,
analysts
and
crime
prevention
specialists.
I
think
those
are
really
important
roles
and
positions,
and
it
says
there's
unfilled
positions
and
if
you
don't
know
or
don't
have
the
information
now
that
it's
fine,
but
I'm
curious
about
how
many
unfilled
crime,
analysts
and
crime
prevention
specialists
that
we
have
and
also
I'm
curious
in
the
org
chart
where
they
fall
under.
H
That
is
it
with
the
public
safety
patrol
services
and
through
the
precincts
and
I'm
happy
to
take
the
answers
later.
But
if
you
can
provide
a
little
more
information
now
would
be
appreciated.
G
I'm
sorry
chief,
I
can
answer
that
I
will
have
to
a
council
member.
I
will
have
to
give
you
a
call
later
and
give
you
exact
information.
The
crime
analysts
that
are
open
in
this
position
are
there's.
I
think
I
believe
there
are
actually
three
of
them
and
they
are
out
at
the
precincts,
and
that
is
an
area
that
we
are
concerned
with
the
crime
prevention
specialists.
G
I
believe
there
are
two
that
are
currently
on
the
freeze
list
and
again
those
are
out
at
the
at
the
precincts
as
well,
but
I'll
confirm
those
numbers.
H
Just
to
follow
up
is
the
from
my
impression
and
then
ward
2
has
three
precincts
that
serve
it.
We
have
one
crime
prevention
specialist
for
each
precinct
and
then
maybe
we
also
have
some
more
city-wide
ones.
So
could
I
just
get
a
picture
of
the
total
number
that
we
generally
aim
for
and
coverage.
G
Sure
we
have
actually
15
crime
prevention,
spend
specialists,
some
of
them
are
paid
through
the
cdbg
block
grant
and
some
are
paid
through
the
general
fund.
For
the
most
part,
I
think,
with
the
exception
of
two
of
them,
they
are
all
out
at
the
precincts
and
then
the
crime
analysts.
G
G
B
Thank
you
councilmember
gordon
sorry,
councilmember
goodman
is.
F
Next,
thank
you,
madam
chair,
and
thank
you
chief
for
your
presentation.
I
find
the
a
report
somewhat
alarming.
I
don't
feel
that
it's
taking
into
account
the
crime
and
safety
issues
we
have
generally
and
what
I'm
hearing
from
my
own
constituents.
I
also
find
it
alarming
that
the
city
council
president,
along
with
others
representing
downtown,
seem
to
think
there
isn't
a
problem
with
crime.
Downtown.
F
All
you
need
to
do
is
talk
to
business
leaders
downtown.
Who
will
tell
you
that
their
employees
are
afraid
to
come
to
work,
they're
afraid
to
walk
from
the
north
loop
to
8th
and
nicollet.
That
is
a
reality.
Their
perception
is
the
reality.
We
have
40
restaurants,
who
have
banded
together
to
say
that
they
can't
get
people
to
work
in
their
restaurants,
even
when
they
are
open,
because
people
are
afraid
to
come
downtown.
F
So
I
feel
like
I
had
to
say
something
to
suggest
that
council
members
are
not
paying
attention
to
what
the
business
community
has
been
telling
us
and
they're
just
brushed
off
as
political
restaurants
have
been
telling
us,
restaurant
owners
and
workers
have
been
telling
us
and
they're
brushed
off
as
it's
just
a
perception
issue.
Their
perception
is
their
reality.
Do
we
want
people
coming
back
to
work
downtown
because
it
seems
like
we
don't
do.
F
We
want
restaurants
to
reopen
downtown
because
it
seems
like
we
don't
do
we
care
about
whether
or
not
there's
people
renting
apartments
and
buying
condos
or
living
in
housing
downtown?
It
kind
of
feels
like
we
don't,
because
if
we
cannot
implement
public
safety
in
our
city,
people
are
going
to
flee
and
the
tax
base
is
going
to
suffer
and
we're
going
to
have
a
lot
less
money
to
do
all
of
the
things
that
we
think
we
need
to
do.
F
Maybe
I'm
just
in
my
house,
in
my
own
world,
hearing
from
everybody
who
thinks
this
is
a
problem
and
you
guys
are
all
in
your
houses
hearing
that
there's
no
problem.
This
is
just
a
perception
problem
for
me
to
have
to
publicly
say
this
in
a
budget
meeting
should
indicate
to
you
what
I'm
hearing
from
my
constituents-
and
I
do
respond
to
all
my
emails
every
day
and
what
I'm
hearing
is
people
are
afraid,
and
they
want
more
public
safety,
not
less,
and
to
minimize
this
perception
issue
and
suggest
that
people
aren't
coming
downtown.
F
I
I
I
I
have
at
least
two
east
african
businesses
that
have
been
vandalized
and
broken
into
one
of
them,
a
daycare
center
and
another
one.
A
furniture
store
jaquinos
was
also
robbed
and
vandalized
this
past
three
three
or
four
days.
The
latino
businesses,
of
course,
are
very,
very
concerned
and
continue
to
be
a
target
of
constant
robberies
on
lake
street.
So
it's
not
it's
not
a
secret
that
this
is
happening.
I
would
be
curious.
Is
there
a
way
for
us
to
get
some
of
these
numbers
broken
down
into
precincts?
I
So
if
indeed,
we
plan
to
start
2021
with
531
sworn
officers,
I
would
like
to
see
the
breakdown
of
how
those
officers
are
distributed
throughout
the
city.
How
many
would
be
in
the
third?
How
many
would
be
in
the
fifth
and
then
the
first
and
so
forth?
And
then
I
would
like
to
see
the
change
item
as
well,
you're,
very
good
at
highlighting
here
that
in
in
2020
it's
604
going
into
2021
it'll
be
5
31..
I
E
K
Thank
you,
madam
chair.
I
put
myself
back
in
queue
because,
apparently
my
comments
were
confusing,
so
I
just
want
to
clarify
that
we
have
significant
shifts
in
all
kinds
of
patterns
in
our
city
due
to
the
pandemic
and
the
economic
crisis,
and
we
appear
to
have
no
help
coming
from
the
federal
government
for
the
rest
of
the
year.
K
I
think
it
is
important
to
use
data
and
information
to
make
good
public
policy
decisions.
I
think
it's
important
to
understand
how
the
dramatic
drop
in
commuting
to
work
and
to
school
and
the
closing
of
our
entertainment
values
effects
pattern
of
crime
as
well
as
patterns
of
economic
activity
in
our
city.
We
should
be
using
that
information
to
make
good
decisions.
K
I
think
it's
really
important
that
our
police
department
be
able
to
focus
on
the
violence.
That's
happening.
Yes,
perception
of
safety
is
important,
but
we
have
children
dying
in
our
city
right
now
and
we
need
to
be
serious
about
interrupting
these
cycles
of
violence
and
policing
alone
is
not
going
to
do
that.
The
chief
himself
has
told
us
that
many
many
times-
and
I
you
know
I've-
said
this
many
times
in
all
kinds
of
meetings
with
the
business
community
that
I've
attended
along
with
councilmember
goodman.
K
K
So
I
hope
we
all
agree
that
understanding
how
the
pandemic
and
the
dramatic
shifts
that
it's
making
in
our
budget
in
our
community
and
the
patterns
of
people
is
how
we're
all
making
these
decisions.
I
hope
no
one
will
disagree
with
understanding
how
the
911
calls
are
almost
certainly
shifting
in
our
community,
and
we
should
all
take
the
time
to
understand
that
and
understand
how
we
can
support
all
of
our
city's
departments
in
keeping
our
communities
safe.
B
B
I
think
perhaps
some
of
we've
veered
off
track
a
little
bit
in
some
of
those
kinds
of
conversations
perhaps
could
happen
at
a
public
safety
committee,
public
health
and
safety
committee
in
the
future,
but
chief,
I'm
turning
it
over
to
you,
help
us
get
back
on
track
with
the
rest
of
your
department's
budget
proposal.
E
Madam
chair,
thank
you,
as
we
kind
of
wind
down
this
slide
here
in
terms
of
public
safety,
the
non-personnel
impacts.
So
as
a
result
of
some
of
the
budget
reductions,
we
would
see
elimination
of
for
budget
for
repairs,
maintenance
and
upgrades
of
precinct
buildings,
facilities
and
grounds
which
could
result
in
lower
reliability,
availability
of
equipment
or
may
increase
future
costs
of
deferred
repairs,
also
reduction
in
uniform
and
membership
costs,
which
is
some
of
that
is
required
through
contract,
which
could
also
include
some
things
as
telephone
charges
due
to
fewer
ftes.
E
The
next
slide
text
so
mpd
base
cuts
as
it
relates
to
investigations,
and
I
I
often
really
want
to
just
highlight
the
fact
that
too
often
we
sometimes
forget
victims
as
it
relates
to
community
safety,
and
it's
so
important
that
we're
doing
our
best.
If
someone
becomes
a
victim
that
we're
doing
our
best
to
make
sure
that
they
have
the
best
and
proper
investigation.
So
there
would
be
an
fte
reduction
from
2020
to
2021
of
31.
E
that
goes
from
226
and
2020
to
194.
Next
year,
we
would
see
a
payroll
fringe
savings
of
4.5
million
offset
by
a
million
in
overtime.
That
increase
would
be
partially
due
to
covering
the
capacity
reduction.
E
What
this
would
do
is
this
would
move
us
from
being
more
of
a
specialized
investigation
team
to
more
of
generalists.
That
would
mean
we'd
start
to
spread
our
gen
spread
our
investigators
around,
so
that
they
could
be
more
multi-generals
generalists,
as
opposed
to
just
investigators
that
just
simply
do
nothing
but
homicides,
nothing
but
assaults,
nothing
but
robberies
or
crimes
against
children.
What
that
would
also
result
in
an
increase
in
caseloads
for
the
investigators
that
would
also
obviously
impact
our
victims
and
others
could
also
impact
on
case
prosecutions.
E
Our
open
crime
lab
positions
may
result
in
a
delay
of
evidence
being
analyzed
and
sent
over
for
prosecution
for
charging,
and
a
civilian
civilian
civilianization
of
positions
would
be
placed
on
hold
some
of
the
non-personnel
impacts
deferred
or
eliminated
software
development
and
deferral
of
the
crime
lab
server,
as
well
as
some
of
the
other
things.
I've
mentioned.
Previous
reduction,
uniform
and
membership
costs
required
by
contract,
and
so
we
would
see
reductions
in
our
investigative
and
crime
lab
units
next
slide.
J
Thank
you,
trippon.
Thank
you,
chief,
going
back
to
the
investigation
slide.
J
I
just
I
just
want
to
ask
how
you're
thinking
about
that
in
terms
of
how
you're
allocating
resources,
because
I
I
think
that
there
actually
is
a
tension
here,
where
the
thing
that
you're
doing
is
the
right
thing
to
get
focused
on
solving
crime
and
that
some
of
the
things
some
of
the
ways
that
mpd's
mission
has
spread
over
time,
that
are
the
nice
to
haves,
are
getting
you
know
concentrated
down,
and
I
think,
as
we
think,
about
the
role
of
patrol
versus
the
role
of
investigations
and
those
being
the
areas
of
real
focus
where
that's
really
mpd's
mission
and
and
mpd's
sort
of
core
function
is
the
right
thing.
J
I
think
that
there's
a
tension
in
where
we
invest
and
that
tension
is
partially,
I
think
something
you
can
hear
in
the
in
the
in
the
comments
of
council,
member
goodman
and
council
president
bender,
in
that,
if
we
are
policing
to
perception,
we
probably
want
more
patrol
to
have
more
visible
presence.
If
we
are
policing
to
crime
solve,
we
probably
want
more
investigations
and
so
we're
cutting
investigations
at
a
higher
percentage
than
we're
cutting
patrol,
and
I
kind
of
think
we
have
it
backwards.
J
For
me,
I
think
investigations
and
actually
solving
some
of
these
crimes
so
that
the
crimes
that
are
clearly
patterns,
the
crimes
that
are
clearly
repeat
offenders,
are,
are
getting
resolved
so
that
there
are
fewer
victims
down
the
road.
I
think
that's
really.
The
thing
that's
going
to
fix
perception
is
if
there
are
fewer
victims
of
crimes
and
so
to
me,
when
you
talk
about
what
are
the
core
functions
of
mpd
investigation
seems
like
the
place.
J
I'd
be
the
least
likely
to
cut,
and
it's
the
place
we're
seeing
the
deepest
cuts,
and
so
I
I'm
I'm
concerned
that
we
are
cutting,
but
then
at
the
same
time,
also
making
ourselves
less
effective.
Even
you
know
for
the
for
the
money
that's
getting
invested,
so
I
guess
I'm
curious
how
you're
thinking
about
these
investigations
cuts
and
if
that's
something
that
we
might
want
to
consider
in
the
in
the
next
couple
of
months
as
we
continue
to
work
on
the
budget.
E
Madam
chair
to
council
member
fletcher
to
your
question,
so
I
I
actually
think
there's
another
piece
to
this,
so
I
I
we
absolutely
need
to
have
perception,
is
real
and,
and
one
of
the
more
difficult
things
for
me
to
quantify
as
a
chief
is
a
person's
feeling
of
safety
and
and
that
that
that
does
impact
our
role
in
our
function.
So
the
perception
is
real.
Investigations
is
real.
E
We
we,
sadly
have
people
who
are
victims
of
crime
and
they
need
to
be
that
needs
to
be
investigated,
but
we
also
have
the
real
things.
The
real
crimes
that
do
occur
and
we
have
to
make
sure
we
have
a
staffing
capacity
to
respond
to
those
as
well,
because
if
we
do
not
have
the
capacity
to
respond
to
those
real
crimes,
while
they're
happening
real
time,
that'll
increase
that
perception,
negatively
and
and
it'll
and
it'll
also
increase
that's
more
caseload
for
the
investigators.
E
But
the
reality
is
councilman.
Fletcher
said
we.
We
have
to
make
sure
that
core
911
response
is
adequately
staffed,
because
when
that
person
picks
up
the
phone
to
report
that
crime
we've
got
to
have
somebody
there
to
respond
to
it.
The
the
other
thing
is
again.
E
Investigations
is
key,
it's
important,
but
as
we
continue
to
shrink,
if
we
continue
to
lose
personnel
due
to
attrition
in
other
other
ways,
we've
we've
got
to
make
sure
that
we
have
enough
people
to
initially
respond
to
those
crimes.
So
I
think
it's
three.
E
This
is
the
this
is
the
third
night
in
a
row
in
jordan,
neighborhood
that
we've
heard
shots
going
off
and,
and
it
seems
like
it's
on
a
regular
basis-
I
mean
those
are
all
things
and
by
the
way,
it's
real,
and
so
that's
that's
kind
of
what
we're
we're
dealing
with
right
now
I
don't
know
if
that
helps
put
some
context
to
it.
K
Thank
you,
madam
chair,
just
to
follow
up
on
that
I
mean,
I
think,
the
two
kinds
of
crimes
we
hear
the
most
fear
about
are
homicide
and
rape
and
the
solve
rates
for
those
crimes
have
gone
down,
and
so
I
do
think
that
making
sure
that
we
are
able
to
follow
through
and
have
higher
rates.
I
mean
worse,
those
cell
rates
are
very
low.
K
You
know
over
time
really
does,
I
think,
really
contribute
to
people's
sense
of
safety
and
and
actual
safety
in
our
community.
So
I
you
know
just
want
to
echo
that
concern
about
cutting
investigations
at
a
time
where,
when
our
cell
rates
of
the
crimes
that
we
hear
the
most
fear
about
are
are
down.
E
Madam
chair
to
council
president
bender
one
of
the
things
we
you
know
it's
certainly
not
in
this
slide
presentation,
but
the
caseload
of
our
investigators.
You
know
we.
We
certainly
need
to
make
sure
that
we
reduce
our
caseloads
for
investigators
if
they
have
enough
time
to
to
work
on
those
cases,
but
but
again
that
core
function
of
911
response
is
is
going
to
be
critical
too,
and
so
those
are
all
things
that
I
try
to
manage.
But
I
again
I
think
it's
all
three.
E
We
have
to
deal
with
those
who
are
victims
of
crime,
making
sure
that
we're
paying
due
attention
and
diligence
and
investigating
those
for
them,
but
the
perception
that
is
that
is
real,
too,
and
when
I'm
out
in
the
different
four
corners
of
our
city,
people
people
do
need
to
know
that
we
are
going
to
respond,
that
we're
going
to
be
there
that
the
call
times
we're
going
to
respond
in
a
timely
manner
that
there's
enough
of
us
to
to
manage
those
calls.
E
And
so
I
think
all
of
this
is
very
important.
E
On
sorry
about
that,
the
next
slide,
madam
chair
committee,
members.
This
is
our
community
and
collaborative
engagement.
There's
been
reductions
in
that
unit,
as
well,
so
from
74
personnel
down
to
54
projected
for
2021,
a
1.1
million
dollar
and
savings
due
to
reduction
in
staff
and
to
maintain
9-1-1
and
investigator
investigatory
priority.
E
This
was
a
unit
that
we
have
decommissioned,
and
officers
had
been
have
been
redeployed
to
patrol
in
investigations,
and
I
should
also
just
make
note
too.
Some
of
these
decommissioned
units
have
not
all
just
gone
to
patrol
they've
also
been
gone
to
investigations
as
well,
because
they're
trying
to
keep
again,
as
it's
been
mentioned
here,
the
importance
of
investigations
and
but
redeployments
will
continue
as
needed,
based
on
future
attrition.
E
E
Special
operations
and
intelligence,
our
payroll
and
fringe
savings
have
been
due
to
frozen
position
offsets
by
overtime
as
our
public
safety
continues
to
evolve
and
due
to
the
reduction
in
personnel,
it
will
become
even
more
important
for
us
to
leverage
technology
and
intelligence
to
address
and
predict
crime
trends
and
patterns.
E
Future
personnel
reductions
in
our
special
operations
teams
could
limit
our
ability
to
predict
trends
and
patterns
to
proactively,
address
crime
and
prepare
for
major
events,
including
whether
it's
dignitary
visits
sporting
events
or
other
types
of
major
large
scale.
Events
that
should
arise
some
of
the
non-personal
impacts
would
be
elimination
of
our
tip
411
software.
We
would
still
maintain
our
crime
stoppers
and
some
of
the
milestone
camera
maintenance
would
be
deferred,
potentially
impacting
some
of
that
reliability.
E
Our
professional
standards,
administration
and
professional
development,
we
would
see
a
reduction
of
18
personnel
ftes
the
primary
decreases
in
the
training
units,
internal
affairs
and
records
unit.
The
challenge
will
be
if
we
are
to
proceed
forward
in
2021
with
the
hiring
of
three
classes.
We
obviously
need
personnel
to
help
put
on
those
training
academies.
E
J
Thank
you
tripp
homisando,
and
if
we
can
go
back
actually,
I
was
trying
to
get
in
on
the
special
ops
slide.
Sorry
about
that,
I
wonder
if
you
can
talk
a
little
bit,
because
the
the
bullet
points
are
so
the
on
on
paper.
It
looks
like
we're
indicating
a
cut
to
special
ops
in
general,
but
then
the
bullet
points
are
at
least
describing
a
little
bit
of
things
becoming
even
more
important
that
we
need
to
do
as
though
we're
investing
into
them.
J
So
I
guess
I'm
wondering
if
you
can
describe,
are
there
new
things
that
we're
doing
in
technology
and
intelligence
gathering
that
we
ought
to
be
aware
of
it's
no
secret
that
that's
an
area
of
interest
of
mine
that
I'm
working
on
ordinance
around?
So
I
just
want
to
make
sure
that
that
sort
of
you
know
kind
of
within
this
are
there?
Are
there
cuts
or
changes
within
the
special
operations
budget
that
we
should
be
aware
of.
E
Madam
chair
councilmember
fletcher,
thank
you
for
the
question,
so
the
nothi
there's
not
any
real
major.
The
only
thing
I
would
say
is
the.
If
you
look
at
the
two
percent
reduction
and
the
non-personnel
impacts
in
in
terms
of
so
it's
not
as
significant.
This
particular
unit
is
not
as
significant.
E
There
is
intentionality
in
this
knowing
that,
if
we
continue
to
see
the
decrease
or
the
attrition
rates
we're
just
going
to
have
to
rely
upon
more
things,
we
know
that,
for
example,
cameras,
for
example,
downtown
have
been
very
helpful
in
us,
locating
suspects
in
crimes,
and
you
know
there's
there's
many
of
them
as
opposed
to
sending
out
10
or
12
officers
in
an
area
to
try
to
look
for
individuals
who
may
have
been
involved
in
in
crime.
E
So
we
absolutely
are
going
to
continue
to
utilize
and
leverage
the
technology
that
has
been
helpful
to
us.
Primarily,
the
camera
systems
have
been
so
important
and
helpful
to
us,
and
his
new
technologies
should
present
itself
in
public
safety
that
are
both
important
to
helping
with
community
safety
and,
at
the
same
time,
giving
us
giving
us
that
extra
added
tool
that
we
don't
have
to
necessarily
dedicate
human
resources.
To
that
that'll
be
that'll,
certainly
be
helpful
for
us,
and
so
the
to
your
question.
E
The
budget
reduction
for
our
special
operations
is
not
as
significant
as
the
other
mentioned
bureaus,
but
the
technology
is
going
to
continue
to
be
very
important
for
us
as
we
as
we
move
forward.
I
don't
think
it
answers
your
question.
J
It
it
does
thanks
and,
let's
make
sure,
we're
keeping
in
touch
on
the
data
privacy
aspects
of
you
know
evaluating
new
technology
as
that
proceeds.
I
also
do
want
to
ask
about
the
next
slide.
If
I
may,
before
we
move
on,
and
then
I
see
others
in
queue,
I
I
think
the
so
thinking
about
training.
J
J
If,
if
we're,
if
the,
if
the
ask
is
if
sort
of
the
top
line
ask
it
feels
like
for
this
budget
is,
is
to
make
modest
cuts
kind
of
across
the
board
and
then
to
invest
in
training,
new
recruit
classes,
but
then
we're
cutting
training
staff.
So
I
guess
I'm
just
curious
sort
of
how
you're
planning
on
making
sure
or
what
impact
you
see
that
having
on
whether
we
have
the
ability
to
do
the
kind
of
transformational
culture
work.
J
That
I
think
has
been
the
theory
of
change,
that
I've
heard
you
articulate
for
the
department.
E
Yes,
chair
to
customer
fletcher,
so
we're
we're
at
this
predicament
if
I
can
just
be
very
candid
we're
at
this
predicament
where
we
are
seeing
significant
challenges
and
certainly
budgetary
challenges
and
resource
challenges
to
the
minneapolis
police
department,
we're
also
at
a
space
where
we're
trying
to
also
make
sure
that
we're
ensuring
the
safety
of
all
of
our
400
000
plus
residents,
our
businesses
and
visitors
and,
at
the
same
time,
I'm
trying
to
make
sure
that
I
can
instill
that
transformational
change,
that
we
want
to
do.
E
That
is
needed
that
our
communities
are
crying
out
for,
but
that's
also
got
to
be
supported.
I
cannot,
as
your
chief
even
begin
to
have
this
transformational
change
if,
if
this
work
and
this
operation
isn't
supported
in
these
areas,
we're
shrinking
all
over
right
now
I
mean
again,
as
we
talked
about
investigations.
E
Don't
doesn't
have
the
amount
of
investigators
that
it
truly
needs
the
patrol
we
we
certainly
and
again,
if
we
just
simply
look
at
those
types
of
crimes
that
our
police,
men
and
women
should
be
responding
to,
and
I
know,
there's
a
staffing
study-
that's
going
to
be
done,
but
we
we
certainly
could
use
more
in
that
regard.
We
also
at
the
same
time,
and
I
like
to
use
both
and
we
we
need
to
support
these
other
alternatives
as
well,
whether
it's
violence,
interrupters
and
and
these
other
things.
E
So
so
it's
all
of
it.
I
think
I
think
we're
at
a
point
where
we
need
to
do
all
of
it
there.
If,
if
we
continued,
if
we
go
less
on
investigations,
that's
going
to
have
a
suffer,
that's
going
to
have
a
consequence.
If
we
go
less
on
patrol
that
will
absolutely
have
a
consequence.
We
talked
about
the
perception
issue
we,
so
this
is
just
the
reality
that
we're
that
we're
in
right
now,
and
so
I'm
I'm
forced
to
having
to
again
that
one-dimensional.
It's
not
one
of
the
things
that
I'd
want.
E
I
want
to
have
the
capacity
and
the
time
for
our
officers
to
get
out
there
and
have
the
time
to
talk
with
the
residents
in
the
neighborhood,
not
because
they
called
9-1-1
just
because
they
pulled
over
and
they
want
to
have
a
conversation
that
they
can
get
over
to
far
view
park
and
and
have
that
conversation
or
phelps
park
have
time
to
walk
into
some
of
the
schools.
When
schools
are
back
in
session
and
and
read
to
kids,
I
I'd
love
to.
E
B
Thank
you.
I
don't
want
to
cut
off
this
debate,
but
I
do
want
to
just
mention
to
my
colleagues
that
I'm
guessing
we're
about
halfway
through
the
chief's
presentation,
which
would
have
us
at
this
point
in
time
needing
to
push
one
of
our
other
presentations,
and
I
would
ask
if
everyone
else
could
please
mute
their
microphones.
There
seems
to
be
some
some
hand
percussion
going
on
in
the
background
or
something
thank
you
go
ahead.
Chief.
E
Thank
you,
madam
chair,
so
I
think
we're
on
to
the
next
mpd
base
cuts
here.
So
the
non-personal
impacts
of
this
would
a
budget
reduction
for
computer
related
supplies
and
some
licensing
licenses.
E
The
impact
could
also
delay
our
upgrades
to
our
investigators,
their
desktop
computers,
also
to
coincide
with
the
move
to
the
new
building.
Our
current
desktops
continue
to
be
an
inefficient
tool
for
the
limited
number
of
investigators.
We
have
an
example
of
that
would,
for
example,
our
sex
crimes
investigators.
Obviously
it's
very
important
work.
Much.
The
evidence
that
they
receive
is
digital
platforms
or
video
platforms.
Their
current
desktop
assets
or
operations
is
not
real
conducive
to
this.
It
it's
a
backlog.
It
bogs
down
time
it.
E
It
creates
a
length
of
time
in
terms
of
them
getting
back
in
touch
with
victims.
It
also
obviously
hampers
sometimes
with
making
sure
that
they
get
the
cases
properly
prepared
and
sent
over
to
our
county
attorney's
office.
So
we
also
deferred
software
development.
To
enhance
that
extraction
from
our
cat
to
pims
would
also
be
impacted.
E
E
We've
already,
reduction
in
external
travel
and
training
of
sixty
thousand
dollars,
primarily
related
to
leadership,
training
and
training
related
to
travel
will
be
restricted
to
required
training
only
so
that
folks
can
maintain
their
certifications.
E
E
So
new
investments
would
be
for
the
co-responder
program
would
include
455
000
in
ongoing
funds
to
continue
the
program
in
all
five
precincts,
two
hundred
thirty
thousand
dollars
in
a
one-time
funding
to
expand
the
program
with
an
additional
two
teams.
E
E
The
mpd
receives
over
5500,
emotionally
disturbed
person
calls
annually
and
while
officers
have
crisis
intervention
training,
the
correspondent
program
allows
each
team,
the
one
officer
and
one
cope
professional
to
deliver
comprehensive
services
to
those
with
mental
illness
as
they
work
with
mental
health
professionals.
Who
can
conduct
assessments
with
greater
knowledge
of
resources
and
availability.
E
B
Thank
you
chief.
Can
you
help
me
understand,
avoid
I'm
always
been
excited
about
the
co-responder
program,
particularly
this
one,
which
seems
to
entirely
be
the
mental
health
correspondent
program.
I'm
seeing
you
nod
your
head.
C
B
F
B
Me
understand
how
we've
funded
this
program
in
the
past,
when
you
say
we
would
hire
hennepin
county
professionals.
Does
that
mean
that
we
are
paying
them
for
their
work
at
the
ca?
Is
this
a
transfer
of
money
to
the
county,
or
can
you
help
me
understand
how
we
funded
this
effort
in
the
past
versus
what
this
change
is
is
to
how
we're
contracting
for
their
services
so
to
speak?.
G
Yeah
committee
share,
my
the
use
of
the
terms
probably
is
misleading.
As
in
the
past,
we
are
contracting
with
hennepin
county
for
their
employees.
That
would
continue-
and
that's
how
we've
done
this
in
the
past,
with
the
contract,
so
they
are
contracted
and
they
they
are
hennepin
county
employees
who
are
paid
by
hennepin
county
in
the
past.
These
have
all
been
one-time
costs.
So
what
this
does
as
far
as
new
investment
is
concerned,
it
puts
at
least
the
support
of
the
five
precincts
into
ongoing
funding.
B
It
does
I
know.
We've
also
had
some
conversation
around
how
we
perhaps
contract
with
other
mental
health
professionals
and
other
mental
health
agencies,
to
assist
us
with
this
specific
correspondent
model
for
mental
health,
and
is
that
not
in
the
proposed
2021
budget?
I
know.
For
example,
one
of
our
challenges
with
cope
has
been
covid
and
that
the
mental
health
correspondent
won't
join
for
these
calls
right
now
during
the
pandemic,
and
we
think
that
there
might
be
others
that
would
so.
Is
that
part
of
this
or
not.
G
Madam
chair,
this
is
strictly
for
cope.
I
would
have
to
bring
in
d.c
waite,
who
I
think
would
be
the
better
resource
who
could
answer
some
of
those
questions
about
other
agencies.
G
I
know
that
co
personnel
were
used
and
initially
because
of
some
specific
either
certification,
resources,
ability
and
that's
why
we
went
with
coke,
whether
that
still
exists
or
has
changed
or
not.
I
can't
answer
that,
but
I'd
be
happy
to
get
back
with
you
and
ask
those
questions
of
deputy
chief
wait.
B
H
Thank
you
very
much,
and
I
think
I'd
just
like
to
put
out
a
request
to
maybe
have
a
conversation
at
the
public
health
and
safety
committee
about
this.
I
think
this
is
an
important
topic.
I
think
people
are
going
to
be
really
interested
in
how
it's
been
expanding
and
I've
had
lots
of
conversations
with
residents
and
and
others
who
want
to
see
it
work
and
work
better.
H
There's
ideas
about
having
the
program
maybe
operate
a
little
bit
differently
in
terms
of
them
being
able
to
be
a
first
responder
to
incidents.
There's
also
some
models,
folks
that
looked
at
of
having
mental
health
mobile
units
so
that
there
could
be
a
mental
health
response
first
and
then,
if
backup
is
necessary,
there'd
be
a
police
response,
so
I
would
just
put
that
out
there
on
a
request
and
think
that,
rather
than
having
the
discussion
offline,
it
might
be
good
to
dig
into
this
a
little
bit
deeper.
H
I'm
at
the
committee
level
and
I'll
leave
it
at
that.
Thank
you.
G
Madam
madam
chair,
councilmember
gordon,
I
think
that
would
be
a
great
conversation
to
have
and
we'd
be
more
than
willing
to
do
that
at
one
of
the
public
public
meetings.
Thank
you.
B
Thank
you
and
director
mcpherson,
the
chair
of
public
health
and
safety
has
also
just
agreed
to
to
take
that
on
from
a
pure
budget
perspective.
B
Do
I
recall
this
correctly
that
once
upon
a
time
we
added
in
expansion
of
this
in
the
budget,
but
we
didn't
put
any
money
into
it
right.
We
had
a
successful
pilot
that
we
said:
let's
roll
this
out
city-wide,
but
we
didn't
actually
give
it
more
resources.
Is
that
also
your
understanding,
and
so
this
might
be
that
ability
to
give
it
more
resources.
G
Madam
chair,
I
think
the
big
difference
is.
We
started
with
a
small
pilot.
It
expanded
from
a
small
pilot
to
basically
all
the
precincts,
but
most
of
the
money
that
has
been
dedicated
to
it
has
been
one
ton
one-time
funding,
with
the
exception
of
some
funding
that
was
provided
for
a
couple
of
squad,
cars
and
some
facilities.
G
D
Yes,
thank
you.
I'm
saving
my
questions
mostly
for
the
end,
but
while
we're
here,
I
just
wanted
to
ask
about
the
two
shifts.
Are
we
clear
about
where
those
two
additional
shifts
will
be
allocated.
E
Madam
chair
to
council
member
cunningham,
my
initial
understanding
and
I
I
I
will
have
to
check
back
with
our
folks
who've,
been
working
on
this.
I
think
they
were
looking
at
the
precincts
that
had
some
of
the
highest
call
volumes,
and
so
I'm
looking
at
this
pie
chart
right
now,
but
of
course
this
was
from
2019,
but
I
I
believe
they
wanted
to
look
at
placing
the
two
additional
ones,
probably
where
the
the
precincts
that
were
having
a
higher
volume
of
of
call
rates.
E
But
I
I
don't
know
if
that's
been
firmed
up
or
not
customer
cunningham.
So
I
can
certainly
get
back
to
you
on
that,
and
I
don't
know
if
you
had
a
question
related
to
that.
D
B
Thank
you
for
the
question.
I
also
want
to
just
point
out
to
my
colleagues
that
some
of
our
interest
in
doing
this
one
time
in
the
past,
or
rather
with
one
time
funding,
was
we
were
hoping
to
work
between
our
different
inter-jurisdictional
partners
right
part
of
this
was
hoping,
and
in
looking
to
work
together
with
the
county,
to
perhaps
both
fund
this
effort.
This
is
where
we're
at
right.
Now,
with
this
proposal,
it
seems
so
I'll
look
forward
to
more
conversation
about
this
program
in
in
council
member
cunningham's
committee.
E
Thank
you,
madam
chair
here,
so
this
last
slide
focuses
on
our
early
intervention
system
and
the
program
goals,
for
this
is
to
focus
on
risk
management
and
prevention
based
on
employee
performance,
to
enhance
accountability
and
quality
of
supervision,
also
to
identify
performance
issues
and
provide
those
intervention
options
more
real
time.
E
E
Mpd
data
is
currently
housed
in
various
different
databases.
The
goal
of
this
obviously
would
be
to
have
some
analytic
software
that
could
again
track
these
different
measures.
Real-Time,
historically
within
the
organization
we've
relied
upon
supervisors
and
supervisors
alone
to
try
to
track
individual
employees
performance,
even
if
they
were
switching
to
different
shifts
different
assignments.
E
How
was
that
performance
evaluation
being
transferred
to
the
next
assignment
if
the
employee
was
having
some
performance
issues
so
having
a
good,
robust,
analytic
software
to
to
help
do
this,
and
to
be
that
extra
set
of
eyes
is
very
critically
important
and
other
departments
across
the
country
have
found
great
promise
in
this
performance
measure,
and
so
our
current
tableau
is
currently
not
is
currently
used
to
visualize
data
and
dashboards,
however,
cannot
store.
E
As
I
mentioned,
the
eis
system
would
provide
a
case
management
system
with
all
phases
of
metrics
documentations
of
the
issues,
performance
issues
and
processes
in
one
stored
place
provide
supervisors
again
with
that.
Real-Time
access
to
data,
improving
situational
situational
awareness,
recognizing
and
developing
trends
and
the
capability
of
responding,
timely
and
effectively
so
I'll.
Leave
that
there.
B
D
Thank
you,
madam
chair,
and
thank
you
chief
for
this
presentation
and
the
conversation
that's
happened
thus
far.
I
have
some
high
level
questions
that
really
tie
in
to
what
we're
talking
about
budgetarily.
So
we've
talked
about
it
bits
and
pieces
here,
but
I'm
curious
about
high
level
cohesively,
maybe
a
little
bit
more.
What
is
your
plan
as
police
chief
to
establish
legitimacy
in
the
police
department
and
what
ways
will
you
change,
how
mpd
operates
and
how
operate
and
how
does
how
do
these
budget
requests
align
with
that.
E
Madam
chair
to
councilmember
cunningham,
so
three
years
ago,
when
I
came
in
as
chief,
I
thought
it
was
very
important
and
believed
it
was
very
important
to
have
a
vision
and
a
road
map
laid
out
for
every
single
employee,
including
our
sworn
in
civilian,
and
in
that
vision
statement
I
talked
about
the
values
of
this
minneapolis
police
department
and
what
is
going
to
be
expected
of
us.
E
I
talk
about
the
importance
of
trust
and
I
will
tell
you
I
remember
we
had
a
conversation
I
think
at
our
last
meeting,
and
you
said,
but
chief,
I
I
think
you
said
I'm
gonna
push
back
and
I
I
want
change
now
and
what
I
can
say
is
that
we
move
at
the
speed
of
trust,
and
so
I
can
roll
out
all
the
great
policies
and
training
initiatives,
but
in
the
end
we
are
going
to
be
judged
by
that
trust
and
legitimacy
that
we
have
with
our
communities.
E
So
it's
going
to
be
very
important
that
all
of
us
within
this
organization,
lean
in
reach
out,
build
those
relationships,
one
community
member
at
a
time
and
and
build
that
and
build
that
trust.
Now
some
of
the
things
that
we
have
been
doing
have
been
engaged
in
have
been
on.
Structural
change
certainly
have
been
on
policy
changes.
We
talk
about
sanctity
of
life.
We
talk
about
some
of
the
policies
that
have
recently
be
and
been
implemented.
We
know
that
of
all
of
the
things
that
we
do
in
community.
E
The
one
thing
that
has
the
most
impact
is
our
use
of
force,
and
so
we've
made
broad
sweeping
changes
as
it
relates
to
our
use
of
force.
That
ties
into
not
only
the
building
of
trust,
but
I
would
also
say
how
that
has
a
budgetary
impact.
You
know
our
budget
tells
our
story.
You
may
remember
councilmember,
cunningham,
that
when
I
came
into
my
role
then
former
mayor
betsy
hodges,
when
we
talk
about
reimagining
policing,
I
was
doing
that
three
years
ago
before
it
was
a
buzzword.
E
She
said
rondo.
This
is
your
budget.
Are
there
any
things
you'd
like
to
do
different,
and
I
said
yes
I'd
like
to
have
community
navigators
and
she
said
how
many
would
you
like
and
after
I
said
48
after
she
rolled
on
the
floor
laughing,
she
said:
I'm
not
going
to
give
you
48,
but
I'll
give
you
six
and
I
said
I'll
gladly,
take
them,
and-
and
so
many
people
don't
talk
about
that.
Many
in
the
council
don't
remember
that,
but
before
reimagining
policing
was
mentioned,
I
was
doing
that.
E
No
one
told
me
to
think
about
those
experiencing
homelessness
in
our
community,
but
I
did
and
lieutenant
grant
snyder
has
been
doing
that
work
for
for
many
years
now
some
may
say:
well,
that's
not
your
role.
I
say
that
we
have
a
moral
obligation
to
all
in
our
community
and
whoever
can
do
that
work
in
whatever
space
they
can
do
that.
We
should
not
knock
that.
We
should
try
to
support
and
uplift
that
now,
if
there's
others
who
can
do
it
better,
that's
absolutely
fine,
but
that
is
what
we'll
continue
to
do.
E
I
also
believe
councilman
cunningham,
that
we
have
a
moral
obligation
to
make
sure
that
our
communities
are
safe,
that
our
children
are
safe,
that
our
parents
are
safe,
their
elders
are
safe.
I
also
believe
strongly
that
we
have
a
moral
obligation
to
make
sure
that
the
men
and
women
who
are
police
officers
who
are
going
into
service
going
into
harm's
way
to
take
care
of
these
community
members.
I
think
we
have
a
moral
obligation.
E
I
believe
we
have
more
obligation
to
make
sure
that
the
men
and
women
who
are
going
out
day
and
night
to
horrific
calls
that
they
have
the
wellness
resources
to
keep
them
resilient,
to
keep
them
healthy
and
their
families,
and
so
this
has
been
my
direction
from
three
years
ago
when
I
came
into
office,
and
this
continues
to
be,
it
also
means
you
talk
about
legitimacy.
It
also
means
holding
our
men
and
women
accountable
when
our
men
and
women
fall
short
on
the
values
and
on
the
trust
that
our
community
has
given
them.
E
They
have
to
be
held
accountable
and-
and
that
requires
me
to
make
sure
that
I'm
doing
that
and
and
standing
firm
on
that.
But
it's
it's
also,
and
I
don't
want
to
romanticize
policing.
There
are
apps.
This
is
153-year
organization.
E
There
are,
there
are
broken
edges
within
this
organization,
but
at
its
core
I
believe-
and
I
support
the
men
and
women
who
are
out
there
day
and
night
trying
to
do
the
best.
We
can
continue
to
get
better
and
we
will,
and
that
will
be
through
training
that
will
be
through
policies,
but
that
will
have
to
be
through
also
building
relationships.
It's
working
with
your
core
team
members
in
ovp.
E
It's
making
sure
that
we're
false
force
multipliers
and
and
trying
to
reduce
some
of
the
gun,
violence
that
our
neighborhoods
and
our
communities
are
seeing
it's
trying
to
reach
out
and
prevent
and
and
have
positive
interactions
and
engagement
with
our
young
people,
so
that
they
don't
have
to
make
a
bad
choice
and
go
down
that
wrong
road
it'll
be
looking
at
things
from
a
public
health
lens.
E
E
I
believe
there
are
blessings
we
have
an
opportunity
now
that
we've
never
had
before
in
my
time
as
chief
to
bring
on
new
men
and
women
who
have
the
belief
system,
the
value
systems
that
embrace
what
our
communities
want
to
see
and
public
servants
that
view
them
as
necessary
view
them
as
valued
members
and
and
will
continue
to
try
to
be
their
guardians,
and
I
believe
we
have
an
opportunity.
So
I
want
all
of
our
council
members
to
know
that
we
have
an
opportunity
like
never
before.
E
If
we
can
hire
bring
on
new
people,
we
can
get
them
into
a
culture
that
one
that
supports
our
communities
that
values
them
that
values
the
vision
and
direction
that
we
need
to
go
in.
We
will
not
go
back.
We
will
only
move
forward.
We
will
never
be
status
quo
again,
but
I
believe
there's
a
important
and
hopeful
future
if
we're
going
to
restore
hope
and
restore
community
safety
to
our
city.
D
D
Go
ahead,
I
got
some
more
digging
to
do
so,
the
so
the
question
of
legitimacy,
I
think,
is
a
big
one
and
I
you
know
I
hear
what
you're
saying
and
understand.
D
You
know
the
the
the
various
components
what
you
have
talked
about.
You
know
so
thinking
about
community
navigators.
Those
are
non-sworn.
You
know
those
are
civilian
employees
right.
When
we
talk
about
accountability.
D
D
We
can
have
officers
who
you
know,
go
out
and
hang
out
with
kids
in
the
park
and
but
if
those
kids
then
go
from
12
to
18
and
they're
getting
you
know
every
time
they're
out,
they're
getting
you
know,
shakedown
and
you
know
like
they're
feeling
like
they
can't
trust
the
police
or
folks
on
the
north
side,
don't
feel
comfortable
to
call
the
police,
then
we're
not
increasing
legitimacy
and
so
a
big
part
of
the
legitimacy
issue
for
me
is
you
know
when
we
think
about
policing.
It's
kind
of
like
very
big
it.
D
You
know
it's
we're
trying
to
deal
with
crime
and
violence
in
this
very
big
way.
But
what
we
actually
know
is
that
when
you
boil
down
the
intel,
when
you
get
all
of
the
information,
pull
it
together,
that
it's
actually
a
fairly
small
amount
of
people
who
are
causing
a
lot
of
harm
to
a
lot
of
people,
and
so
I'm
curious
about
from
from
an
operational
perspective.
D
E
Madame
cheer
customer
can
I
have
it's
a
great
question,
so
I
I
would
say
that
we
have
seen
changes.
I
I
came
on
councilman
cunningham
at
a
time
in
policing
where
that
that
theory
of
casting
the
wide
net
and
seeing
if
we
catch
it.
If
we
cast
over
100
people,
if
we
get
two
that
we're
committing
offenses,
then
we
call
it
a
day.
We're
we're
doing
things
much
smarter
today
we're
having
conversations
that
we
never
had
before.
E
When
we
launched
procedural
justice
back
in
2015,
we
never
had
officers
in
a
room
talking
about
race,
talking
about
the
impacts
that
poverty
has
on
our
communities.
We've
never
had
that
I'll.
Give
you
a
real
example
from
your
award.
Our
fourth
precinct
community
response
team
under
the
leadership
of
sergeant
mosey.
E
They
have
done
and
continue
to
to
do
over
years,
phenomenal
work
and
they
are
going
after
through
intelligence.
Those
few
individuals
that
you
mentioned
that
are
causing
the
most
harm
in
our
communities.
They
don't
get
complaints
because
they're
still
doing
it
by
treating
people
with
dignity,
professionalism
and
respect.
E
That
may
not
have
been
the
case
15
20
and
25
years
ago,
and
if
they
are
those
supervisors,
they're
they're
holding
those
people
accountable,
we're
having
more
conversations
with
our
community
members
in
terms
of
how
they
want
public
safety
to
play
a
role
in
their
part.
So
so
I
do
think
that
things
have
changed
now.
What
I
will
tell
you,
because
you
mentioned
they-
have
the
interaction
with
the
child
at
12
years
old,
and
then
something
happens
at
18..
What
we
fail
to
talk
about
is
what
happened
in
between
those
six
years.
E
Was
that
child
in
school
did
they
get
the
job
that
they
needed?
We
see
because
oftentimes
the
conversation
centers
on
and
I
hear
it
and
we're
not
alone.
Councilman
cunningham
but
police
become
the
focal
point
of
the
initial
start
of
the
conversation
and
they
become
the
ending
point.
We
don't
talk
about
our
society's
role
in
obligation
with
those
children
in
between.
D
E
So
I
just
wanted
to
clarify.
Thank
you
for
no
man,
I'm
sure.
No
thank
you
for
clarifying
that
and
we
we
that
one
interaction
that
one
at
18
that
did
not
do
anything
and
that
impacts
all
of
us
and
and
good
police
officers
should
call
that
officer
out
because
you're
impacting
us
you're
damaging
our
relationship
the
next
time
we
have
to
interact
with
that
young
person
and
the
stories
that
they
will
tell
about,
and
it's
and
it's
unfair.
E
D
Think
that
one
of
the
challenges
that
we
have
is
that
that
that
is
fairly
standard
procedures
and
operating
for
how
policing
works
and,
and
I'm
glad
to
hear
that
things
are,
are
shifting
under
your
watch.
D
I'm
I'm
very
interested
in
having
further
conversations
around
police
problem,
oriented
policing,
because
that
has
been
demonstrated
to
not
only
lower
because
it's
very
intentionally
aligned
with
other
strategies,
so
the
community
folks
social
services
in
a
way
that
actually
not
only
decreases
crime
by
focusing,
very
specifically
on
on
the
particular
high
rate
offenders,
but
then
also
increases
legitimacy
because
of
the
fact
that,
like
there,
there
are
decreased
amounts
of
negative
interactions.
D
So
I
would
love
to
talk
more
about
that
and
then
my
last
high-level
question
that
I
would
like
to
ask,
because
really
thinking
about
through
the
budget
and
and
how
we
are
here
now
in
our
current
reality
is
what
would
you
say
are
the
long-term
goals
of
this
department?
And
what
is
your
theory
of
change
to
get
there
and
for
the
public
theory
of
change?
Is
the
activities
and
investments
and
the
resources?
D
E
Madam
chair
councilmember,
cunningham,
long-term
goals
for
me,
is
to
uplift
this
department
make
sure
that
the
men
and
women
are
sworn
in.
Our
civilian
are
supported
for
the
the
enormous
professional
work
that
they
continue
to
do.
E
My
long-term
goal
is
also
to
make
sure
that
we
become
that
that
public
safety
agency,
that
has
that
trust,
that
we're
viewed
as
legitimate
that
young
people
will
look
at
us
and
want
to
aspire
to
be
guardians
of
their
community
by
being
a
member
of
the
minneapolis
police
department.
E
My
long-term
goal
is
working
collaboratively
with
as
many
stakeholders
as
we
can
to
reduce
violence
in
our
in
our
communities
to
to
see
the
levels
of
addiction
go
down
to
see
that
children
don't
have
to
grow
up
in
neighborhoods
where
they
believe
that
gunshots
have
to
be
their
normal.
E
My
long-term
goal
is
that
we
can
get
to
a
place
chiefs
of
police
elected
officials
can
see
that
policing,
if
done
right,
is
an
asset
to
community
safety
that
we
we
don't
have
to
be
entrenched
in
ideological
ideas
that
we
can
all
believe
that
we
need
to
protect
our
elders,
that
we
want
children
to
feel
safe
in
their
neighborhoods,
that
that
police
will
act
professionally
each
and
every
time
that
they
encounter
someone
that
they'll
be
they'll,
be
treated
with
the
dignity
and
the
respect
that
they
deserve,
that.
E
That
would
be
my
long-term
goals,
but
every
single
day
we
are
working
towards
that
every
single
day,
we're
going
to
work
towards
that
and
and
we
won't
get
caught
off
track-
we're
just
going
to
keep
focused,
and
that
would
be
my
long-term
goal.
B
And
thank
you
chief
for
expanding
on
that.
We
have
one
more
person
in
queue.
I
do
want
to
point
out
that
some
of
the
other
things
councilmember
cunningham
was
talking
about
earlier,
not
your
long-term
goals,
but
about
you
know
what
about
adding
this?
B
What
about
adding
that
it
is
relevant
to
our
budget
conversation,
because
my
understanding
is
that
would
take
more
resources,
and-
and
so
I
want
us
just
to
be
mindful
of
that-
but
maybe
to
bring
that
into
a
future
public
health
and
safety
committee
conversation
I'm
gonna
end
with
council
president
bender
and
then
we're
gonna
move
on
to
the
fire
department,
so
fire
department,
you
are
on
deck
council
president
benner.
K
Thank
you,
madam
chair,
and
thanks
chief
for
all
your
work.
I
remember
all
the
work
that
you've
been
doing
for
the
time
that
I've
been
here
since
2014
and
and
helped
have
worked
to
try
to
support
this
more
holistic
approach.
That
is
more
effective
at
keeping
people
safe,
and
I
will
say
I
think
it
is
a
higher
priority
to
interrupt
these
cycles
of
violence
in
our
young
people
than
it
is
to
somehow
shore
up
a
perception
of
safety
among
very
wealthy
people
in
our
community.
K
K
I
feel
that
one
of
the
sort
of
unsung
change
opportunities
is
around
the
structure
of
our
government
and
it
doesn't
grab
headlines
and
it's
it's
in
the
weeds
and
but
when
we
sought
to
shift
how
we're
approaching
street
design
in
our
city
to
really
support
safety
on
our
streets
and
to
minimize
the
impact
of
through
traffic,
speeding
down
our
streets,
we've
restructured
our
public
works
department
to
create
a
new
staff
team
focused
on
that
work.
K
Our
regulatory
services
department
right
now
is
undergoing
a
restructure
of
staffing
in
order
to
accomplish
the
goals
of
a
renter
first
policy
that
is
focused
on
the
safety
and
stability
of
the
people
who
are
living
in
our
rental
housing
that
that
department
is
set
up
to
regulate,
and
I
suspect
there
are
many
things
that
we
could
do
within
the
police
department
itself
and
across
the
enterprise
to
restructure
how
we
are
responding
and
supporting
safety
in
our
community.
I
think
one
example
is
the
navigators
that
you
talked
about.
K
I
think
another
example
is
the
homeless
and
vulnerable
populations,
outreach
team,
which
is
very
small.
I
think
now
just
one
person-
and
I
really
you
know
when
I
imagine
a
future
in
our
city
that
is
safer-
I
think
about
how
can
we
better
create
teams
of
staff
who
are
deeply
rooted
in
the
community
and
know
who
you
know
know
who
was
involved
in
what
thing
and
who
can
work
collaboratively
collaboratively
again
to
prevent
especially
violence
before
it's
happening,
and
I
I
think
we
can
get
there.
K
I
think
there's
a
lot
of
opportunities
to
use
resources
better
and
to
be
more
efficient
with
the
resources
that
we
have.
So
I
appreciate
your
your
eye
toward
innovation
and
to
thinking
differently
about
how
we
can
approach
safety.
This
is
the
mayor's
proposed
budget.
K
We,
as
the
council
are,
are
frequently
asked
and-
and
you
know
told-
by
stakeholders,
including
our
charter
commission-
that
the
city
council
should
use
the
police
budget
to
force
change
or
to
implement
the
changes
that
we
want
to
see
in
the
department,
because
the
department
doesn't
report
to
us
under
our
charter,
and
so
I
think
that's
why
we're
seeing
so
many
policy
questions
in
this
budget
compared
to
the
others,
because
so
often
we
hear
the
city
council
has
authority
over
the
police
budget.
K
So
even
though
you
don't
have
direct
authority
over
the
department
itself,
you
should
use
the
budget
process
to
implement
policy
change.
So
I'm
not
sure
how
practical
that
really
is
in
practice.
It
seems
to
be
a
widely
held
perception
among
folks,
including
again,
the
charter
commission,
who
repeatedly
made
that
statement
to
us
recently.
So
I
think
that
gives
a
little
context
to
why
the
questions
went
the
way
that
they
did
so
thanks
again,
madam
chair
and
thanks,
thank
you
chief.
B
Thank
you.
I
appreciate
that
this
conversation
also
allows
us
to
go
back
to
previous
conversations.
B
We've
had
in
the
past,
like
when
there
were
community
navigator
positions
proposed
in
our
police
department,
and
we
should,
I
often
think
back
on
that,
and
I
often
think
what
would
it
have
been
like
if,
at
the
time
that
chief
eridando
had
gotten
20
community
navigators,
how
might
that
have
changed
where
we
are
now
and
we
won't
ever
have
the
answers
to
those
questions,
but
I
think
it's
important
to
look
back
and
to
see
to
take
those
clues
from
the
past
to
to
take
a
look
at
the
way
that
things
have
worked
and
that
things
haven't.
B
So
thank
you
for
this
discussion
chief.
I
appreciate
your
being
here
along
with
director
mcpherson.
B
B
B
C
Needed
myself
and
lou
scardily,
my
finance
director.
B
C
Thank
you
to
you.
Thank
you,
chair
palmisano
and
committee
members,
again,
chief
friedel
and
I'm
proud
to
say
I'm
still,
the
chief
of
the
minneapolis
fire
department
for
a
short
time,
and
I'm
here
today
to
present
the
2021
mayor's
recommended
budget,
I'm
also
joined
by
my
finance
director,
lucas
gardely,
who
I'm
going
to
ask
to
go
through
some
of
the
details
of
the
of
the
the
2021
recommended
budgets
on
the
impact
of
the
department.
Luke
and
I
have
worked,
you
know
probably
last
eight
years
on
on
the
budget
every
year.
C
So
I
thought
I'd
be
being
my
last
one
that
I'd
like
to
have
him
participate
that'd
be
possible.
So
for
your
permission,
I'm
going
to
handle
it
to
luke
and
talk
about
our
three
base.
Programs
we've
had
for
a
number
of
years:
that's
fire
suppression
and
ems
and
technical
rescue
community
risk
risk
reduction
and
also
our
training
and
recruitment.
So
if,
if
that
be
okay
with
you
chair
palmisano,
I'm
attorney
scardily,
and
then
we
will
both
be
standing
for
questions
at
the
end
of
this
presentation.
L
C
B
Fire
as
we
get
these
slides
going
on,
the
live
feed
I'll
remind
my
colleagues
that
these
presentations
are
also
in
your
email
and
they
are
already
posted
online.
L
Certainly
certainly,
madam
chair,
I
can
continue
so
slide
two
if
you
have
that
in
front
of
you
just
shows
the
summary,
and
I
see
it's
up
now
of
where
our
funds
are
distributed
throughout
our
department
and
you'll,
see
that
pretty
much
100
percent
of
our
funding
comes
from
the
general
fund
and
as
far
as
pr
program
distribution.
Just
to
give
you
some
numerical
context
behind.
L
If
we
could
go
ahead
and
move
the
slide
deck
to
slide
four
to
the
first
page
of
our
firebase
cuts,
that
would
be
helpful
and
I'll
start
speaking
towards
them
before
I
get
into
any
detail
of
our
base
cuts
again,
just
to
give
you
some
background
and
context
in
our
budget
of
that
70
million
dollar
budget.
It's
helpful
to
understand
that
85
percent
of
that
budget
or
roughly
60
million
dollars,
is
in
personnel.
L
Then
the
remainder
is
split
out
between
allocations
and
non-personnel,
or
you
know
what
we
would
call
contractual
and
discretionary
spending
regarding
our
base
cuts
you're
going
to
notice
that,
rather
than
go
program
by
program,
because
we
we
can
kind
of
look
at
the
fire
department,
all
of
these
cuts
impact
each
program,
we're
just
using
one
basic
description
for
our
cuts
that
encompass
each
program.
So
I
will
briefly
go
through
these.
One
of
our
our
largest
cut
is
to
non-contractual
overtime.
L
It
will
provide
some
challenges
to
the
department
that
the
chief
may
want
to
speak
to
later
in
this
presentation,
but
to
provide
some
historical
perspective
for
you
going
back
going
back
a
decade.
We
have
not
had
a
an
actual
result
of
non-contractual
overtime
of
less
than
seven
hundred
thousand
dollars,
so
reducing
it
to
455
definitely
will
provide
some
challenges
as
far
as
the
non-personnel
reductions,
they
total
320
000.
L
We
covered
a
number
of
areas
of
line
items
of
our
budget
of
non-discretionary
spending.
A
couple
that
we
would
highlight
is
we
have
a
health
fair
every
year
for
all
the
members
of
the
department
where
they
have
some
medical
tests.
We
would
limit
that
as
we
are
going
to
do
in
2020
as
well.
We
were.
We
will
limit
that
to
just
the
ocean
mandated
tests
only
rather
than
extended
tests
or
more
more
extensive
physical
tests
for
the
members
of
the
department.
L
We
also
would
we
have
reduced
our
fire
stores
budget,
so
our
fire
stores
budget
is
covers
all
the
supplies
and
everything
that's
needed
at
our
19
stations
and
our
training
facility,
and
we
will
reduce
that
budget
also
by
about
fifty
thousand
dollars
and
all
that,
what
we'll
really
do
is
reduce
what
we
keep
in
our
inventory.
We
should
be
able
to
manage
to
that
lower
number.
L
The
the
rest
of
the
money
that
is
reduced
through
non-personnel
is
kind
of
spread
through
things
like
reductions
in
training.
Some
reductions
in
supplies,
administrative
costs,
those
types
of
things
again
we're
very
limited
in
fire
into
what
we
have
control
over
in
discretionary
spending,
but
we've
kind
of
shown
a
propensity
to
control
those
in
the
past,
and
we
think
we
can
do
that
in
the
future
as
well.
These
base
cuts,
as
I
said,
kind
of
cover
all
of
our
programs,
and
that
really
concludes
this
part
of
the
presentation.
B
Thank
you
director,
gardely.
Are
these
the
end
of
your
slides
right
now.
L
Yes,
yes,
this
is
the
end
of
the
slides.
Yes,.
B
Template
ones.
Thank
you.
This
is
a
pretty
straightforward
conversation
and
I
invite
my
colleagues
into
conversation.
I'm
not
seeing
any
right
at
this
moment,
I'll
just
give
it
a
minute.
B
I
do
want
to
mention
in
terms
of
scheduling
that
we
had
tried
to
get
all
of
the
first
responder
units
together
in
one
day,
and
it
seems
that,
based
on
the
time
we
took
on
mpd
that
we're
not
going
to
be
able
to
get
to
9-1-1
at
this
time,
so
we're
just
going
to
use
the
rest
of
our
time
for
the
fire
department
here
and
just
for
continuity
and
to
be
able
to,
I
think,
go
through
all
of
these
things
is
to
in
a
in
a
tiered
way,
I'm
going
to
see
if
we
can't
get
9-1-1
into
being
the
next
presentation,
if
there's
some
extra
wiggle
room
in
our
very
next
budget
committee,
but
that'll
be
for
me
and
I'll
communicate
that
out
chief
director
scardigly,
I'm
still
not
seeing
my
colleagues
in
cube.
B
B
Thank
you
for
this
time,
seeing.