►
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
B
B
B
B
B
E
A
B
B
B
Awesome
so
then,
we'll
we
will
move
to
item
two
on
the
agenda.
As
you
all
know,
our
we
have
guests
invited
guests
here
to
answer
questions
regarding
our
minneapolis
police
department
reforms
now,
pending
or
in
place
and
details
about
the
effects
of
the
2019
co-responder
program.
Our
invited
guests
are
mayor,
jacob
fry
npd,
chief,
medara,
arredondo
and
mpd
deputy
chief
eric
force.
Thank
you
again
so
much
mayor
and
and
chief
and
deputy
chief
for
attending
our
meeting
here
today
mayor.
B
We
understand
that
you
have
some
time
constraints,
and
so
we
want
to
dive
into
the
the
questions.
If
there's
no
any
discussion
or
thoughts.
B
Okay,
hearing
none,
let's
dive
straight
into
the
questions
and
we'll
they'll
be
directed
first
towards
the
the
mayor
and
and
for
the
other,
panelists
feel
free
to
to
jump
in
as
needed.
So
we've
sent
you
the
questions
in
advance
and
casey
clark,
carl.
Our
clerk
has
has
sent
over
the
questions
to
you
all
question
number
one
that
we
have
is
from
your
perspective
and
your
specifically
your
leadership
position.
B
C
Well,
thank
you,
madam
chair,
for
the
question.
Thank
you
all
the
charter
commission
members
for
having
us
here
today.
I
know
that
you've
been
undergoing
a
substantial
amount
of
work,
as
have
we
over
at
city
hall,
for
both
a
shift
in
in
culture
and
and
form,
but
also
obviously
public
safety
as
well.
C
C
Many
of
them,
we've
recently
outlined
actually
to
the
state
through
the
process
that
we
have
with
that
is
that
is
presently
undergoing
on
being
undergone
with
them
through
the
tro.
Much
of
it
is,
is
actually
in
state
law.
I've.
I've
spoken
an
extent
about
the
difficulty
with
the
arbitration
system.
The
mandatory
arbitration
system,
which
you
know
we
we
go
through
a
grievance
process
along
with
the
union.
We
go
through
a
process
that
usually
takes
quite
some
time
and
the
end
result
assuming
it
gets.
C
That
far
is
a
mandatory
arbitration
proceeding
and
that
arbitration
proceeding
will
return
about
50
of
the
cases
back
to
the
minneapolis
police
department.
So
these
are
instances
of
of
either
discipline
or
termination.
C
Where
we,
the
chief
or
I
felt
strongly
that
there
needed
to
be
a
disciplinary
action
taken
and,
like
I
said
50
of
the
time
approximately
that
decision
is
overturned.
It
is
a
major
impediment
when
the
chief
or
I
are
making
decisions
about
our
disciplinary
matrix.
It's
a
major
impediment
to
shifting
the
culture
of
the
minneapolis
police
department
and-
and
it
does
need
to
change,
there's
a
number
of
other
statutes
that
are
all
that
are
also
in
existence
at
the
state
level
that
in
in
many
cases,
inhibit
change.
C
C
Since
that
statute
was
shifted,
while
we
still
are
obviously
preempted
by
state
law.
The
limitations,
as
far
as
how
we
were
to
draft
our
own
use
of
force
policy
became
more
lenient
and
allowed
us
to
go
further
than
we
had
before,
and
so
we
immediately
crafted
and
updated
and
did
a
full-on
overhaul
actually
of
our
use
of
force
policy
and
there's
a
number
of
items
that
I
think
were
important
to
shift
within
that,
notably
officers.
C
Now
are
now
required
to
consider
all
reasonable
alternatives
explicitly
within
the
policy
before
they
resort
to
deadly
force.
Now
within
the
charter
itself,
within
the
charter
itself
there.
Obviously,
the
charter
itself
calls
for
a
minneapolis
police
department,
as
it
does
call
for
other
departments
to
be
present
at
the
city.
The
the
charter
also
has
a
mandatory
minimum
number
of
officers.
As
you
know,
that
is
determined
by
a
formula,
and
you
know
other
than
that
there
aren't
major
impediments
to
making
decisions
at
city
hall.
C
B
Thank
you
so
much
mayor
chief
redondo.
Do
you
have
any
thoughts
or
additions.
E
I
I
concur.
D
With
the
mayor,
as
he
mentioned,
there's
a
couple
of
different
processes
going
on.
One
is
obviously
from
the
minnesota
department
of
human
rights
that
temporary
restraining
order,
work
and
we've
been
involved
quite
extensively
since
that
was
launched
first
part
of
june.
Everything
from
ms
amir
mentioned
policy
changes
some
some
bans
on
certain
policies.
D
We've
also
been
updating
our
own
policies
and
taking
the
initiative
and,
and
quite
frankly,
I
think,
we're
leading
in
many
areas
in
terms
of
some
of
those
critical
policy
changes
that
we
have
done,
and
so
we'll
continue
to
keep
going
on
that
route.
But
no,
I
would
concur
with
the
mayors.
B
Great
and
and
mayor,
I
think
you
you've
covered
some
of
these
things,
but
I'm
going
to
ask
the
second
question
from
your
perspective.
What
if,
if
any
improvements
or
changes
to
the
current
charter,
will
help
to
advance
or
support
police
reform
and
accountability,
looking
at
opportunities
for
those
partnerships
and
alternatives
to
public
safety
service
delivery,
what
particularly
needs
to
needs
attention.
C
Yeah,
I
I
think,
for
the
most
part,
I've
I've
already
covered
them.
The
you
know,
most
obvious
piece
is
the
is
the
mandatory
minimum
itself
that
is
is
presently
within
the
charter,
and
you
know
you
can
fall
on
either
side
of
the
argument
as
to
whether
we
need
more
officers
or
fewer
officers.
But
this
particular
piece
is
within
the
charter
itself
and
there's
there's
there's
no
legal
necessity
in
having
it
there.
B
Okay,
great,
thank
you
so
much
mayor
chief
ardando.
Anything
to
add
to
that.
A
D
I'm
I'm
good
with
I'm
good
with
that.
I
noticed
there
was
something
opportunities
for
inter-departmental
partnerships.
I
just
know
that
even
aside
from
the
charter,
those
have
been
engagements
that
we've
been
currently
working
on
for
quite
some
time
too.
D
Madam
chair
of
the
mpd
we've
been
working
quite
extensively
with
through
the
office
of
violence
prevention,
ovp
we've
been
working
quite
a
lot
with
director,
sasha
cotton
and
a
lot
of
the
work
that
she's
been
doing
in
terms
of
community
outreach,
recognizing
the
importance
in
some
spaces
for
different
alternatives
to
policing,
and
so
whether
it's
the
we'll
probably
go
into
a
little
bit
later,
but
whether
it's
the
group
violence
intervention
model,
we've
been
working
on
other
types
of
outreach
with
her.
D
Whether
it's
dealing
with
some
of
the
addiction
issues
in
our
communities
that
are
facing
working
with
our
youth
is
a
is
a
huge
core
group
that
we're
continuing
to
try
to
provide
some
outreach
and
support.
Our
other
partners
like
the
office
of
violence
prevention,
public
health
is
another
one.
Cpad
there's
there's
a
lot
of
other
different
agencies
within
the
city
enterprises.
We
will
continue
to
partner
with.
B
B
C
So
you
know
I
I'm
realizing
also
now
that
I
failed
to
answer
the
second
part
of
your
your
last
question,
but
I
think
I
can
fold
it
in
pretty
well
here.
You
know,
I
think
there
are
many
points
I.
C
Many
points
of
agreement,
points
of
agreement
between
the
mayor
and
the
city
council
points
of
agreement
between
staff
and
departments,
one
of
the
big
ones
is,
is
aspects
of
safety
beyond
policing.
Some
of
the
work
that
we
know
right
now.
We've
got
a
number
of
partnerships
that
are
happening
that
are
run
through
our
city
coordinator's
office,
including
a
9-1-1
work
group
determining
which
9-1-1
calls
need
to
have
a
response.
E
C
An
officer
with
a
gun
and
which
perhaps
9-1-1
calls
can
be
diverted
to
other
mechanisms,
whether
that's
some
form
of
mental
health,
work
or
social
worker
or
reg
services,
or
even
have
many
of
the
many
of
these
calls
shifted
over
to
311,
which
is
something
that
in
fact
we're
already
doing
now
and
additionally,
you
know,
I
think,
there's
very
clear
agreement
that
we
need
to
be
addressing
the
systemic
inequities
that
we
see
in
in
policing
and
throughout
our
city,
and
part
of
that
you
know,
is,
is
looking
at
and
seeing
how
we
can
have
perhaps
a
new
approach,
and
that
includes
increased
funding
and
resources
for
safety
beyond
policing
and
one
example,
is
the
2.5
of
2.5
million
new
additional
dollars
that
we
have
on
it
for
an
ongoing
basis
that
will
be
in
the
2021
budget
for
the
violence,
interrupter
model
and
that'll
be
through
the
office
of
violence
prevention.
C
It's
transferring
some
of
the
calls
from
9-1-1
over
to
3-1-1
it's
finding
other
outlets,
where
we
can
make
sure
that
our
police
officers
can
focus
on
crime
and
serious
crimes
and
making
sure
that
other
calls
can
be
diverted
to
other
individuals
who
are
perhaps
more
equipped
to
time
statement.
C
So
those
are
just
a
couple
of
examples
of
some
of
the
work
and
I
think
just
an
overarching
acknowledgement
that
that
so
many
of
these
issues
go
so
far
and
well
beyond
the
crime
itself
or
the
police
officer's
response
and
that's
everything
from
affordable
housing
to
you
know
growing
our
economy
through
inclusion
to
employment
opportunities
and
dignified
pay.
Our
chief
has
discussed
these.
These
items.
A
C
B
Thank
you
so
much
for
just
working
my
way
up
from
you.
I
just
want
to
remind
everyone.
If
you
could,
please
mute
your
computers
or
phones,
we're
hearing
some
background
noise
coming
through
merits
of
just
as
a
follow-up,
in
particular
with
the
the
relationship
with
the
the
city,
council
and
and
your
office,
in
addition
to
the
working
with
the
chief.
B
What
are
some
ways
you
know
provide
and
all
of
the
things
that
you
talked
about
the
work
that
you're
doing
and
working
with
the
the
health
department
and
and
some
of
the
initiatives
that
you
have.
Where
is
that
that
is?
Is
there
a
partnership
with
with
council,
as
it
relates
to
this
work.
C
I
think
the
answer
is
yes,
you
know,
based
on
verbiage,
that's
oftentimes
used,
the
the
chasm
seems
much
larger
than
it
actually
is
in
reality,
and
you
know
I
mean
when
people
say,
for
instance,
the
word
defund.
They
mean
many
many
different
things
depending
on
who
you
talk
to
and
that's
why?
C
I'm
very
careful
to
to
say
specifically
what
I
mean
you
know
if
we're
talking
about
safety
beyond
policing
count
me
in
if
we're
talking
about
decriminalizing
addiction,
I'm
on
board,
if
we're
talking
about
making
sure
that
we
have,
you
know
necessary
accountability
and
that
we
have
officers
concentrated
and
focused
on
on
on
crime
and
violent
crime.
You
know
that.
That's
that's
what
I
think
we
absolutely
need
to
do
to
do
and
there's
there's
full
unity
there.
C
I
mean
I've
made
very
clear
on
kind
of
where
I
draw
the
line
and
but
but
I
think,
there's
a
ton
of
room
for
negotiations
and
and
collaboration
really
to
be
more
specific
about
about
getting
a
lot
of
these
elements
done,
and
you
know,
if
you
look
and
I
think
I'll,
I'm
gonna
address
some
of
the
2021
budget
in
a
few
questions
down.
So
I
don't
want
to
get
into
that
too
much
here
right
now,
but
I
mean
these
are
our
elements
that
I
think
there
is
broad
support
for.
B
Great,
thank
you
mayor
chief
eridano.
Is
there
any
additions
that
you
would
like
to
make.
D
No,
I
I
would
just
madam
chair-
I
would
just
say
that,
in
in
terms
of
the
the
relationship
that
even
I
can
help
play
in
in
support
of
the
mayor
with
the
city
council
is
just
education
awareness.
I
know
that
there
are
often
times
things
that
occur
within
our
organization,
whether
from
a
policy
level,
training
perspective,
our
engagement
with
our
communities,
certainly
our
13
city
council
members
have
their
constituents
in
the
many
different
wards
without
throughout
our
city.
D
I,
I
think,
just
continuing
to
make
sure
that
our
folks
are
leaning
in
providing
awareness,
education
updates
to
our
city
council,
their
aids
and
where
we
can
collaborate
together.
I
think
that
will
continue
to
help
us
move
community
safety
forward.
Okay,.
B
The
next
question,
starting
with
the
mayor,
are
there
any
points
of
agreement
between
the
council
and
the
mayor
and
if
so,
what
are
they
and
mayor
will
say
that
you
touched
on
a
few
of
those?
So
if
you
don't
have
anything
else
to
add,
you
know
we
can
move
to
the
next
question,
but
if
you
do
feel
free
to
take
this,
this
time.
C
Thanks
for
the
question,
I
think
I
mainly
covered
it
already.
If
I
I'm
sure
there
are
other
items
of
agreement
that
I
failed
to
mention,
but
I
think
we
hit
some
of
the
main
pieces
and
you
know
I
I
do
think
everyone
wants
to
see.
They
want
to
see
transformation
and
and
full-on
change
within
our
mpd.
I
I
think
everyone
also
wants
to
make
sure
that
everyone
in
our
city
is
safe
and
those
are
two
big
pieces
and
yeah.
C
There
are
at
times
diverging
notions
of
how
we
get
there,
but
you
know
I
I've
been
talking
with
council
members
and
especially
over
the
last
couple
of
weeks,
I'm
finding
that
there's
mass
agreement
in
the
direction
that
we
we've
been
looking
to
go
and
and
and
I've
also
been
in
constant
collaboration
with
the
chief
and
he
and
I
are
lockstep.
B
That's
great,
that's
a
follow-up
there.
You
know.
We've
we've
talked
to
quite
a
few.
We
talked
to
the
council,
members
and
and
other
folks
as
well
and
related
to
this,
the
relationship
that
the
mayor's
office
and
you
specifically
have
with
the
council.
Do
you
see
a
difference
between
how
and
with
the
police
as
well
how
the
the
relationship
with
yourself,
police
and
versus
in
the
council
versus
other
departments
there
seems
to
be
some
at
least
some
of
the
information
that
we've
received.
B
Our
statements
that
we've
received
is
that
there's
a
difference
between
how
police
and
interacts
with
council
versus
how
other
departments
interact
with
council
and
and
where
your
office
fits
into
that.
I
hope
my
question
makes
sense.
C
Yeah,
I
think
it
does.
I
mean
I'm
I'll,
let
the
chief
speak
for
interactions
with
the
council,
but
from
a
procedural
and
legal
standpoint.
The
the
main
difference.
I
is
that
the
chief
of
police
reports
to
me
and
I've
made
very
clear
that
I
think
that
that
is
the
right
decision.
C
Most
every
other
major
city
in
the
entire
country
has
that
model
and,
to
the
extent
it
I
mean
there
was
a
lot
of
talk
about
a
couple
years
ago
about
you
know
many
cities
having
a
model
that
was
being
proposed
at
the
time
by
the
council
and,
as
was
pointed
out,
that
was
false,
completely
false.
The
this.
C
The
reason
that
it
is,
I
believe
that
it's
the
right
decision
to
have
the
the
chief
report
exclusively
to
the
mayor
is
that
one
you
need
accountability
when
things
go
wrong
or
right
for
that
matter,
you
need
to
have
someone
that
is
taking
responsibility
for
it,
and
in
that
case
it's
the
chief
and
it's
the
mayor.
I
I
would
be
very
concerned
about
having
14
different
bosses
and
and
the
finger
pointing
going
14
different
directions
and
14
different
opinions,
which
we've
very
clearly
seen.
C
You
know
there
are
different
perspectives
and
that's
not
a
bad
thing
that
is
just
a
nature
of
government,
that's
a
nature
of
a
legislative
body,
and-
and
due
to
that,
I
I
think
that
it's
that
it
makes
most
sense
to
to
have
that
authority
vested
in
the
individuals
that
are
ultimately
responsible.
And
in
this
case-
and
it's
it's
it's
it's
the
the
chief
and
the
mayor
so
that.
E
C
A
point
of
disagreement,
at
least
among
some
some
of
the
council
members.
I
I
I
but
but
many
it's
a
point
of
agreement.
You
know,
and-
and
you
know
there
are
other
elements
that
that
were
considered
as
part
of
the
most
recent
charter
amendment,
where
I
think
there
is
agreement,
I
mean
I
we
we
mentioned
the
the
the
notion
of
the
minimum
number,
the
minimum
number
required
in
the
charter
just
a
bit
ago,
but
no,
I
I.
C
I
am
confident
that
that
there's
a
whole
lot
more
unity
than
perhaps
has
been
portrayed
at
times.
There
are
important
differences
of
opinion
as
well,
and
I
think
that
that
it's
necessary
that
we,
we
hash
them
out
in
a
respectful
manner,.
B
Great.
Thank
you
so
much
mayor
chief
ferrardando,
anything
to
add
to
the
relationship
that
you
have
with
the
council
and.
D
Madam
chair,
I
think
from
my
end,
I
think
your
your
frame
has
frozen
a
little
okay.
There
you're
back
okay,.
D
Yeah
you're
back
no,
I
would
say
that
that
the
design
the
way
it's
currently
is
is
we.
We
have
five
precinct
inspectors
and
for
better
intent
purposes.
They
are
really
kind
of
like
the
chiefs
of
those
geographical
areas
throughout
our
city
and
so
there's
that
natural
relationship
that
those
inspectors
have
with
the
their
council,
persons
and
so
there's
a
lot
of
relationship
and
communication
that
they
do
on
that
level.
D
But
as
chief
I'm,
I'm
responsible
for
the
overall
direction
and
vision
of
the
department
and-
and
that
ranges
from
a
lot
of
things
in
terms
of
our
our
culture
and
our
how
we're
moving
forward
with
our
trainings
and
all
of
those
things,
and
so
me
being
able
to
have
one
person
to
directly
report
to
helps
for
an
efficient
and
effective
operations.
D
We
will
also
at
times
experience
major
events
that
take
place
and
we
will
not
always
have
the
luxury
of
time
to
consult
and
confer
and
so
and
also
for
the
safety
of
our
400
000
plus
residents.
So
it's
important
for
me
to
be
able
to
report
directly
to
one
person
that
being
obviously
the
mayor
and
at
the
end
of
the
day,
my
responsibility
is
for
the
safety
and
well-being
of
our
residents,
businesses
and
visitors.
D
And
so
it's
helpful
for
me
to
have
that
one
point
of
contact
and
leader
through
the
mayor.
E
B
The
next
question,
and
again
starting
with
the
mayor,
this
is
a
bit
of
a
longer
question,
but
how
many
sworn
officers
are
actually
available
to
work
right
now?
What
do
you
believe
should
be
a
minimum
stacking
level
that
would
balance
community
safety
with
violence
prevention
and,
more
generally,
what
is
your
assessment
of
the
minimum
funding
provision
now
in
the
charter?
Does
it
belong
in
the
charter
as
is
or
in
the
alternative?
B
Do
you
have
a
recommendation
about
it,
either
to
propose
an
alternative
provision
or
elimination
of
the
provision
altogether,
there's
about
probably
five
questions
in
there
and
so
feel
free
to
divide
it
up.
As
you
see
fit
mayor,
you
know
understanding
that
you
may
not
have
the
answers
specifically
about
the
officers
or
maybe
you
do,
but
I'll
start
with
you
first
and
chief
aerodondo
feel
free
to
jump
in
as
needed.
C
How
about
I'll
give
my
best
crack
at
a
couple
of
these
and
then
chief
ardando?
Please
feel
free
to
correct
me
if
my
numbers
aren't
as
up-to-date
as
the
ones
that
you
have
the
most
recent
information
that
I
that
I've
seen
is
that
we've
we've
seen
about
a
hundred
officers
that
have
have
there's
been
attrition
of
about
100
officers,
either
resignation
or
retirement
in
some
form,
and
so
that
would
leave
us
chief
somewhere
around
780
or
770,
is
somewhere
in
there
I'm
guessing
okay!
Well,
I.
C
Give
them
more
accuracy,
okay
and
and
what
we
have
had
to
do
over
the
last
several
weeks
is
divert
officers
from
subdivisions
within
mpd
back
to
doing
the
more
traditional
work
of
9-1-1
response
and
investigations.
So
they've
been
shifted
from
like
community
outreach
or
a
number
of
the
other
pal
is
another
one.
I'm
sure
the
chief
can
kind
of
go
through
the
different
divisions
that
have
been
shifted
back
and
it's
just
because
you
know
these
are.
C
So
that's
the
first.
That's
to
the
first
question.
The
assessment
of
the
minimum
funding
within
the
charter.
C
You
know
I
I
kind
of
put
on
my
legal
hat
a
little
more
with
this
one,
and
you
can
have
adamant
positions
as
to
what
the
final
figure
should
be
as
to
the
number
of
officers
that
should
be
within
our
department
and
and
and
I
believe
two
different
people
could
have
vastly
different
opinions
as
to
the
number
of
officers
that
should
ultimately
be
in
the
department,
and
they
could
both
simultaneously
agree
that
a
minimum
number
should
not
be
within
the
charter.
C
I
don't
know
the
full
history
as
to
as
to
how
that
provision
was
inserted
in
the
charter.
I
believe
that
it
was
some
agreement.
Perhaps
someone
can
tell
me
here
the
history
of
it,
but
but
I
I
believe
it
was
some
sort
of
agreement
or
compromise,
or
I
don't
know
about
30
or
40
years
ago
involving
the
union.
C
But
you
know
we
don't
we
don't
have
a
minimum
number
of
cped
employees
or
individuals,
handling
payroll
or
people
fill
in
potholes,
and
and
so
no
I'm
not
for
a
minimum
number
within
the
charter.
Now
it
what
it's
I
mean
even
even
right
now
I
mean
it
is.
It
is
clear
that
at
times
we
do
not
have
office
the
number
of
officers
necessary
to
respond
to
9-1-1
calls
or
or
unrest.
C
You
know
in
in
the
timely
manner
that
we
need
to
be,
but
to
the
extent
that
that
those
on
the
council
or
otherwise
would
it
would
argue,
or
the
charter
commission,
I
believe,
is
actually
the
the
entity
that
put
forward
the
the
ballot
amendment
that
included
just
simply
taking
that
minimum
number
out.
I
I
think
it
just
me.
C
I
think
it
makes
sense
from
a
legal
perspective
and
that
what
that
does
by
the
way
is
it
would
have
the
discussion
about
the
full
discussion
of
staffing
to
simply
take
place
during
budget
conversations,
which,
I
believe
is
the
is
the
correct
venue.
B
Okay,
great,
thank
you
so
much
mayor
chief
arnado.
D
Yes,
madam
chair,
so
to
the
mayor,
the
mayor
was,
the
numbers
are
probably
the
numbers
are
actually
slight
or
slightly
lower
than
the
total
sworn
of
mayor.
I
think
we're
at
about
7
35
today.
I
I
also
want
to
take
the
time,
madam
chair,
to
explain
and
be
very
clear
for
you
and
the
other
commissioners
and
those
listing
in
that
as
a
question
states
how
many
sworn
officers
are
actually
available
to
work
right
now.
D
That
would
include
me
that
would
include
our
detectives,
and
so
I
think
a
lot
of
our
communities
are
really
trying
to
piece
that
down
to
if
I
call
9-1-1
how
many
officers
in
uniform
are
available
to
respond
to
those
calls
that
number's
lower
so
that
number
to
date
as
we
stand,
is
probably
right
around
500,
and
so,
but
I
I
also
want
to
just
as
as
the
mayor
had
stated,
we
have
seen
significant
decreases
in
the
the
size
of
our
department
this
past
year.
D
The
mayor
noted
some
of
these
are
through
normal
attrition
separations,
but
some
of
these
are
through
other
types
of
leaves,
so
what
that
has
done?
Quite
frankly,
is
it's
at
the
time
being
it's
creating
the
police
department
that
I
I
I
didn't
want
to
have
to
have,
and
that's
one
dimensional,
meaning
that
at
the
end
of
the
day,
it's
focusing
on
our
core
focus
as
patrol
and
investigations.
D
I
have
to
make
sure
that
when
our
residents
pick
up
the
phone
to
call
911,
we
have
a
squad
car
available,
but
I
also
have
to
ensure
that
our
victims
of
crime
have
an
investigator
there
to
investigate
what
has
occurred
to
them.
We
have
done
other
things
throughout
the
history
of
this
department.
They've
been
very
good
other
units,
the
mail.
The
mayor
mentioned
some
of
those
police
activities
league,
our
community
engagement,
team,
vcat,
there's
a
lot
of
acronyms,
but
a
lot
of
these
other
things
while
they
weren't
required.
D
We
did
them
because
they
offered
a
wonderful
service
to
our
to
our
community
as
the
department
size
shrinks.
Those
are
being
deactivated,
as
the
mayor
mentioned,
and
I'm
placing
those
back
into
those
core
functions
of
patrol
and
investigation.
So
I
will
also
say
that
we're
sitting
here
close
to
the
the
month
of
october
approaching
us.
I
don't
know
that
number
is
very
fluid.
I
mentioned
it's
around
500,
510
or
so
today.
D
If
we
should
continue
to
lose
more
of
our
personnel
and
I'm
I'm
consulting
with
the
mayor
every
every
day
or
every
week
on
this
year,
we
will
get
to
a
point
where
it's
critical
in
terms
of
the
public
safety
in
our
response-
and
I
will
there's
a
there's,
a
certain
number
where
I
will
absolutely
have
that
conversation
with
the
mayor
because
again
we're
we're
downsizing
the
department
so
to
speak
in
those
two
core
functions
which
are
going
to
continue.
D
But
if
we
get
to
a
point
where
we
should
start
to
see
numbers
that
we
haven't
seen
in
terms
of
attrition
numbers
that
we
haven't
seen
in
quite
some
time,
I
have
to
make
sure
that
I
have.
We
have
contingency
options
in
place.
Just
for
that.
The
mayor
mentioned
the
priority.
One
calls
we
have
to
make
sure
that
those
are
being
answered.
We
have
to
be
able
to
respond
to
incidents
that
should
occur,
whether
it's
a
unrest.
D
The
incident
which
occurred
a
couple
of
weeks
ago,
downtown
minneapolis.
We
we
have
to
have
the
bodies
available
to
the
and
the
the
business
owners
who
want
the
report
taken
for
a
break-in
or
just
responding
to
any
sorts
of
things.
So
anyway,
that's
where
we're
at
right
about
now,
so
those
men
and
women
available
to
respond
to
91
calls
we're
right
at
about
500
or
so.
D
C
I'm
sure
you
know,
as
the
chief
mentioned
there,
there
is
a
substantial
impact
to
losing
the
numbers
through
attrition
that
we've
lost.
In
the
last
I
mean
there
is
an
impact
to
having
a
multi-dimensional
police
department.
That's
doing
this
other
work,
as
I
mentioned,
we
had
to
abandon
that's
not
because
we
wanted
to
the
other
work
that
these
police
officers
were
previously
doing
was
was
was
excellent.
Work
engaging
with
community,
as
the
chief
mentioned,
having
a
multi-faceted
multi-dimensional
department
where
you
are
building
out
those
relationships
is,
is
essential.
C
We
have
had
to
divert
them
because
we
can't
simply
couldn't
do
it
all.
There
is
an
impact,
and
and
to
be
clear,
really
clear.
You
know
saying
that
we
can
abandon,
that
we
can
get
rid
of
the
minimum
number
in
the
charter
does
not
mean
that
we
are
advocating
or
anybody's
advocating
to
decrease
the
number
of
officers
below
that
figure.
That
is
not.
That
is
not
at
all
the
case,
so
some
people
maybe
advocate
for
that.
Some
people
may
advocate
for
more.
C
I'm
only
saying
that
the
discussion
is
is
best
had
through
the
budgetary
process,
and
I
fully
understand
the
impediments
that
we
see
due
to
the
attrition
that
has
taken
place
over
the
last
several
months.
B
Okay,
great,
thank
you
so
much
mayor
for
that
addition.
Chief
redundant
is
it?
Is
it
accurate
to
say
or
safe
to
say
that
anything
below
that
500
number
that
you
mentioned
to
be
able
to
respond
to
the
911
calls
would
be
an
issue
or
a
point
of
concern
where
you
would
notify
the
mayor.
D
Madam
chair,
yes,
so
I
I
don't
often
talk
out
of
school,
the
conversations
that
I
brief
the
mayor
on
daily
in
terms
of
public
safety,
but
yes,
we
we
have
to
and
myself
in
the
mirror.
We
have
contingency
plans
set
up
in
place
which,
which,
quite
frankly,
would
include
triaging
calls
if
that
number
continues
to
to
fall
below
that
we
are
in
discussions
regarding
what
calls
we
may
no
longer
be
able
to
take.
D
It
may
also,
in
terms
of
it,
talked
about
the
investigations,
what
cases
we'll
have
to
prioritize
as
investigators,
and
so
you
know,
public
community
safety
is
kind
of
this
ecosystem
patrol
is
one
of
those
investigations
is
one
of
those,
and
you
know,
there's
there's
data
as
it
relates
to
a
police
trust
that,
if
victims
and
communities
feel
that
their
cases
are
not
getting
the
required
attention
that
they
need
and
deserve
that
that,
in
and
of
itself
can
can
start
to
erode
the
public
trust,
and
so
so
again,
as
the
mayor
noted,
if
we
start
to
fall
below
a
certain
number,
we
will
we've
had
conversations
about
what
those
contingency
plans
are,
and
it
could
be
triaging
of
calls
prioritizing
of
different
cases
and,
quite
frankly,
helping
out
some
of
our
partners,
one
of
the
things
that
we've
been
having
to
to
do
more.
D
Currently,
when
we've
had
some
incidents
that
have
sparked
some
unrest
in
our
city
is
mutual
aid.
That
is
not
something
that
you
always
want
to
go
to.
It
is
nice
that
we
have
that
type
of
partnership
with
some
of
our
surrounding
agencies,
but
if
our
department
should
continue
to
shrink,
that
will
be
something
that
is
chief
will
have
to
rely
upon
a
lot
more.
So
again,
those
are
conversations
great
question.
Those
are
conversations
that
me
and
the
mayor
are
having
quite
frequently.
B
Great
and
before
I
move
on
to
the
next
question,
may
I
just.
B
Check
with
you,
I've
heard
that
you,
you
have
a
hard
stop.
Is
that?
Are
we
getting
close
to
that
time
frame.
C
B
Okay,
great,
we
do
have
a
question
from
one
of
our
commissioners
here
and
I'm
just
going
to
read
it,
and
then,
commissioner
mcgee,
if
I,
if
I
don't
read
it
correctly
or
get
captured,
please
feel
free
to
to
ask
it.
The
question
which
is
in
the
chat
for
the
mayor
and
chief
ardando:
how
is
the
500
working
with
500
plus
shootings,
59
deaths
and
growth
in
violent
crime?
How
does
the
violent
crime
compare
to
violent
crime
last
year?.
D
Go
ahead,
yeah,
madam
chair
to
the
mayor
commissioner
medkie.
Yes,
we
have
been
experiencing
this
year,
has
been
very
tough
on
our
city
in
terms
of
violent
crime.
As
pointed
out,
our
homicide
rate
unfortunately
has
more
than
doubled
what
it
was
the
same
time
last
year
in
the
shootings.
I
I
you
know
we
often
times
and
rightfully
so.
Homicides
get
a
lot
of
the
attention,
but
the
the
vast
volume
of
shootings
that
occur
in
our
city
impacts.
D
It
pulls
in
so
many
resources
to
that
one
incident
and
if
we
have,
as
commissioner
medki
mentioned,
hundreds
of
shootings
just
in
one
year
and
the
year
is
not
over
yet
that
again
that
that
requires
a
lot
of
resources
and-
and
it
has
impacted
us
it
can,
by
the
way,
for
our
community
at
large.
D
How
that
also
where
they
see
that
impacting
them
is,
if
our
officers,
for
example
in
third
precinct,
are
responding
to
a
shooting,
but
a
neighbor
is
calling
in
about
a
burglary
and
wondering
why
the
delay
in
time
was
so
long.
That
is
one
of
the
reasons
we're
seeing
again.
An
increase
minneapolis
is
on
not
alone,
we've
seen
other
cities
across
the
country
that
are
experiencing
a
rise
in
violent
crime.
But
yes
to
commissioner
meckey's
point
absolutely
there's.
D
The
violent
crime
has
certainly
impacted
our
response
times
and,
and
also
again,
it
impacts
trust.
If
we
don't
have
adequate
number
of
staffing
for
our
residents
and
business
owners
and
visitors
to
see
a
squad,
car
respond
quickly
that
can
leave
an
impression.
E
Kind
of
a
follow-up
comment
more
than
a
question.
I
think
that's
really
good
to
clarify
chief,
because
there's
a
as
you
know,
there's
a
lot
of
public
rhetoric
out
there
about
the
police,
not
responding
in
a
timely
fashion
and
doing
it
intentionally
and
trying
to
sabotage
the
work
of
of
change,
and
you
can't
do
more
with
less,
and
so
I
think,
there's
little
acknowledgement
out
in
the
public,
at
least
in
my
work.
E
What
I
see
that
when
you
have
one
homicide,
all
the
squads
could
end
up
showing
up
there
and
then
there
are
none
available,
and
I
think
the
more
that
we
can
do
to
publicize
that
and
clarify
that
the
more
important
it
is.
But
you
just
can't
do
more
with
less
that's
why
I
asked
the
question.
D
And
and
madam
chair
to
commissioner
medkie
that
that's
a
great
point,
I
I'm
going
to
ask
if
I
can
madam
chair,
the
deputy
chief
force,
who
oversees
our
future
bureau
to
patrol
bureau
to
just
kind
of
give
a
snapshot
of
what
his
folks
are
seeing
out
there.
The
other
thing.
I
also
want
to
say
too,
where
this
impacts
when
we
have
this
type
of
violent
crime.
D
It
also
means
oftentimes
that
we're
holding
over
those
men
and
women,
those
officers,
they're
gonna,
run
past
their
shift
times,
and
I
am
a
huge
proponent
and
the
mayor
has
been
so
supportive
in
his
time
as
mayor
of
wellness
of
wellness
for
our
men
and
women,
we
recognize
that
our
communities
suffer
trauma.
D
We
have
not
talked
often
in
in
years
about
the
the
trauma
that
our
men
and
women
can
can
at
times
suffer,
and
we
need
to
make
sure
that
they're
providing
and
their
families
are
getting
the
resources
that
they
need.
But
but
you
can
imagine
if
our
workforce
is
responding
to
that
number
of
shootings
and
homicides,
it
absolutely
will
have
an
impact
on
our
community.
The
response
times
our
officers
oftentimes
having
to
work
overtime
and-
and
if
I
could
deputy
chief
iv,
is
just
from
what
you're
seeing
out
there
this
year.
A
Yes,
sir,
as
you
discussed,
a
lot
of
the
challenges
we're
facing
are
centered
around
an
increased,
violent
crime
response
load
and-
and
you
were
accurate
in
that
we
have
over
400
gunshot
wound
victims
this
year.
That's
a
that's
an
increase,
as
our
our
last
numbers
of
89
percent
and
and
even
more
concerning
is
that
we
track
these
numbers
aggregated
through
the
week.
A
This
would
be
week
39
for
the
year
that
we're
tracking
and
the
amount
of
gunshot
wound
victims
you've
had
through
week,
39
is,
is
more
than
the
same
time
period
of
2018
and
2019
combined,
which
should
I
say,
put
an
emphasis
as
as
janna
so
correctly
pointed
out
in
terms
of
the
amount
of
resources
it
takes
to
respond
to
these
types
of
calls.
A
Our
homicides
are
up
76,
58
versus
30
33,
I
believe
in
2019,
that's
again
more
resources
and
and
and
the
and
the
chief
and
the
mayor
have
done
a
a
excellent
job
of
of
trying
to
keep
our
patrol
bureau
as
staffed
as
as
full
as
we
can
to
maintain
the
9-1-1
response.
A
A
That
were
that
we
could
utilize
to
to
spend
the
time
to
do
some
of
the
deep
dives
and
go
after
and
build
some
of
the
more
complicated
cases
against
some.
Some
active
people
that
are
are
challenging
to
do
so.
A
So
as
we
as
we
start,
let's
see
kind
of
shrinking
into
and
covering
these
patrol
needs
we're
going
to
be
losing
a
lot
of
those
functions
and
that's
not
going
to
do
well,
for
I
think
the
what
we
all
want
to
be
involved
in,
and
that
is
the
work
that
really
prevents
the
crime
from
happening
in
the
first
place.
A
And
so,
as
the
chief
pointed
out,
we
have
just
a
slightly
over
500
personnel
on
patrol
our
our
goal
is
to
maintain
every
single
one
of
them
and
and
keep
them
in
in
supposedly,
is
you
know
a
good
state
of
mind
with
wellness,
because
we
need
every
single
one
of
them,
and
so
that
is
our
main
goal.
A
Moving
forward
is,
is
wellness
and
and
retention
and
trying
to
do
the
best
with
these
personnel
and
and
still
still
going
out
there
and
solving
problems
and
being
responsive
and
and
there
for
the
community.
That's
so
that's
so
key
right.
D
And
I
just
I'm
sure
if
I
could
just
just
quickly
to
to
concern
matthew's
point
again
too.
She
brings
a
great
point.
We
have
heard
that
narrative
that
our
folks
are
not
responding.
D
All
indications
that
I
see
our
men
and
women
are
out
there
and
they're
doing
such
a
great
job
professionally,
getting
out
there
trying
to
respond
as
quickly
as
they
can.
Obviously,
in
light
of
a
pandemic,
a
rise
in
violent
crime
that
we
haven't
seen
in
years,
they're
they're
doing
some
admirable
work.
So
thank
you
for
raising
that.
A
B
And
commissioner
mackey
is
your
question
related
to
what
deputy
forces
asked
or
related
to
this
topic?
I
wanted
to
just
be
respectful
of
the
mayor's
time
and
ask
one
last
question
about
the
budget
but
wanted
to
make
sure
you're
connected.
We
asked
you
a
question
connected
to
the
responses
that
have
been
given.
E
So
you
can
go
ahead
and
ask
the
mayor.
My
question
is
a
follow-up
to
lieutenant
four
okay.
B
Okay,
great
so
hold
it
or
put
it
in
the
chat,
so
we
don't
lose
it
and
before
we
lose
the
the
mayor,
I'm
actually
going
to
skip
mayor
to
question
number
seven,
which
is
related
to
the
budget
and
then
we'll
come
back
to
question
number
six
as
directed
to
chief
ardando
so
mayor.
How
does
the
2021
budget
and
draft
forum
to
date
reflect
the
need
and
desire
for
police
reform?
Are
there
new
priorities
or
programs
added
to
the
budget?
C
Thank
you.
The
answer
is
yes
before
I
get
into
the
aspects
of
the
budget,
there's
a
number
of
policy
areas
that
have
already
been
changed,
reform
measures
that
have
already
taken
place
that
the
the
chief
and
I
have
have
moved
forward.
I
I've
already
mentioned
the
overall
overhaul
of
our
use
of
force
policy
that
that
has
changed.
The
reporting
requirements
surrounding
both
de-escalation,
as
well
as
use
of
force,
are,
are
far
more
rigorous.
C
Now
we
want
to
make
sure
that
that
we're
tracking
de-escalation
techniques
that
have
been
used
why
they
were
used
if
they
weren't
used,
why
they
weren't
used
and
and
also
we've
expanded,
the
number
of
forms
or
types
of
force
that
require
some
form
of
reporting,
both
in
written
form,
as
well
as
to
the
supervisor.
C
There's
a
number
of
policies,
changes
even
beyond
that
that
I
that
I,
that
I
won't
get
into,
but
those
happen
outside
of
the
budget
process
because
they're
within
the
policy
itself.
C
But
there
are
a
number
of
new
programs
and
priorities
in
the
recommended
2021
budget,
that
that
really
reflect
the
need
for
the
this
transformative
change
that
we're
talking
about
they're.
The
the
2021
budget
by
the
way
is
just
sort
of
the
beginning
of
these
types
of
of
new
investments
and
transformative
changes.
C
There's
a
911
work
group
that
is
going
to
be
coming
forward,
recommendations,
there's
a
policing,
staffing
study
that
should
better
help
us
determine
what
number
of
officers
we
need
responding
to
calls
and
we
need
on
the
ground.
We
need
to
need
to
do
some
of
these
additional
divisional
work.
There's
the
public
safety
transformative
task
forces
that
are
that
are
presently
underway
and
then
there's
a
reimagined
public
safety
community
engagement
process.
That's
also
happening.
C
As
far
as
in
the
budget,
the
funding
aspects
we
invested
230
thousand
dollars
for
the
early
intervention
system,
this
may
or
may
not
at
the
end
of
the
day
require
city
funds,
but
if,
if
we
can
get
it
funded
externally,
but
if
this
is
a
system
that,
I
think
will
will
better
help
us
track
officers
and
make
changes
in
real
time
so
that
we're
better
responding
to
the
needs
both
of
the
officers
as
well
as
the
public
and
we're
able
to
to
find
out
about
some
of
these
problem
areas
before
a
major
crisis
takes
place.
C
This
is
something
that
both
the
chief
and
I
very
much
support
and,
I
think,
will
ultimately
help
with
accountability
measures,
but
more,
but
but
also
just
tracking
in
general.
You
know
you
need
good
data
in
order
to
make
good
decisions,
and
this
helps
us
gain
the
necessary
data.
Well,
we're
expanding
funding
for
the
office
of
violence
prevention,
so
it's
2.5
million
dollars
for
the
minneapolis
violence,
interrupters
initiative
on
an
ongoing
basis.
That
initiative
will
have
around
five
team
leads.
C
These
are
community
members
that
have
been
hired
that
have
a
real,
deep
connection
with
the
neighborhood,
with
families
with
those
who
are
group
or
gang
involved,
and
then
each
one
of
those
five
team
leads
is
then
is
then
going
to
be,
is
going
to
have
15
to
20
people
under
them,
and
so
these,
this
violence,
interrupter
method,
can
can
work
with
our
our
police
department
to
to,
in
some
cases,
supplement
their
efforts
in
other
cases,
to
gather
you
know
to
to
help
quell
and
cool
off
tense
situations
before
they
move
towards
retaliation,
and
this
is
this
violence.
C
Interrupters
initiative
is
going
to
be
done
through
our
office
of
violence
prevention,
there's
ongoing
funding
of
455
000
that
expands
the
co-responder.
This
is
the
mental
health
co-responder
program
by
an
additional
230
000
and
again
we
want
to
bring
this
compassionate
response
across
the
city.
Mental
health
co-responders
have
been
shown
to
be
successful.
C
We've
allocated
our
three
hundred
thousand
dollars
to
the
race
equity
division
to
support
racial
healing.
Fifty
thousand
dollars
is
being
allocated
to
the
city
attorney's
office
for
criminal
justice
reform
work,
85
thousand
dollars
to
support
the
city's
partnership
with
the
link,
250
000
and
three
ftes
to
transfer
theft
report.
So
this
would
be.
C
Theft
report
only
calls
from
mpd2311
and
then
ongoing
funding
of
300
000
to
support
the
continued
implementation
of
the
recommendations
from
the
opioid
task
force
that
we
had
and
that's
the
first
step,
hospital-based
overdose
intervention
system,
there's
a
there's,
a
number
of
other
initiatives
as
well,
also
of
obviously
substantial
interest
within
this
budget.
There
is
a
there's,
a
city-wide,
hiring
freeze
now
that
that
hiring
freeze
applies
across
the
board
to
all
departments
it.
It
does
apply
to
the
mpd,
but
it
is
not
exclusive
to
it.
C
Now
those
the
hiring
freezes
can
have
waivers,
and
there
have
been
waivers
already
that
have
a
number
of
series
of
waivers
that
we
have
already
agreed
to.
There
will
be
three
recruiting
classes
that
will
be
coming
on
board
next
year
and
granted.
C
I
do
want
to
hear
what
the
staffing
study
says,
but
I
also
anticipate
that
we
should
have
those
waivers
for
those
three
recruiting
classes
granted,
as
we
will
be
seeing
additional
attrition
and,
as
the
chief
pointed
out,
the
numbers
are
such
that
it
is,
if
you
know
it
with
with
the
numbers,
are
such
that
with
you
know
more
decreases,
you
know,
it'll
it'll
be
felt
in
even
more
so,
and
so,
as
the
attrition
takes
place,
it's
necessary
that
we're
you
know
bringing
in
these
officers,
but
also
bringing
them
in
with
the
right
mindset
and
I'll
note
that
our
chief
spends,
I
don't
know
like
a
month
chief
on
interviewing
personally,
every
single
one
of
them,
and
I
don't
know
any
other
chief.
B
Great,
thank
you
so
much
mayor
chief
aradando,
anything
you
want
to
add,
or
just
emphasize
that
the
mayor
stated.
D
No,
I
I
just
to
the
mature
to
the
to
the
mayor's
point.
The
there's
been
a
lot
of.
We
have
not
just
this
year
started
talking
about
other
alternatives
to
to
policing
many
of
the
the
things
that
the
mirror
noted.
The
co-responder
model
is
one
that
has
shown.
I
don't
have
the
all
of
the
actual
data
for
it,
but
in
the
time
that
they've
been
out
there
working
has
really
shown
great
results.
D
The
primary
goal
of
the
correspondent
is
to
keep
those
who
are
experiencing
crisis
or
mental
health
issues
in
their
homes
at
the
end
of
the
day
and
to
get
those
some
of
those
wraparound
services
that
the
cult
health
professional
can
can
do
for
that
as
well,
and
so
there's
other
there's
other
things
that
we've
really
been
looking
at.
The
mayor's
talked
about
some
of
those.
D
You
know
the
mayor
has
been
a
a
stalwart
and
leader
in
terms
of
housing
and
and
making
sure
we
as
a
city
can
do
our
best
to
to
shelter
those
who
who
may
be
experiencing
homelessness.
I
will
tell
you
that
I've
been
championing
that
cause
myself.
D
I
see
the
direct
connection
in
terms
of
those
who
do
not
have
housing,
how
that
absolutely
has
a
direct
impact
on
what
we
see
as
community
safety,
and
so
we're
going
to
continue
to
to
look
and
operate
outside
the
box
and
and
realize
where
we
are
needed
in
terms
of
sworn
armed
law
enforcement,
but
at
the
same
time
recognize
it
again.
This
is
an
ecosystem.
We
need
to
make
sure
that
people
are
housed.
D
B
I
do
want
to
go
back
up
to
commissioner
metke.
She
had
a
question
specifically
for
deputy
chief
force
and
then
I'll
move
on
to
question
number
six.
E
Thank
you.
It's
sort
of
a
three-fold
question
to
lieutenant
foreign
and
the
chief.
If
you
want
to
add
to
it,
that
would
be
great.
E
E
Are
you
aware,
as
of
this
date
of
how
many
may
be
leaving
at
the
end
of
december
officers,
patrol
officers-
and
my
third
point
is
when
our
question,
when
you
were
talking
about
the
department
becoming
one-dimensional,
I'm
concerned
that
I'm
not
hearing
anything
about
community
policing
and
I'm
aware
that
there's
two
points
of
view.
You
know
eliminate
police,
reduce
them
out
of
police,
but
the
bottom
line
is
community
policing,
builds
relationships
and
understanding
and
also
is
a
way
to
get
recruits
from
the
comm
from
the
community
to
diversify
the
police
department.
A
Yes,
thank
you
for
these
questions,
the
one
I
guess
the
the
question
of
the
tipping
point
is,
is
you
know
I
think
organizationally
and,
and
the
chief
can
expand
a
bit
on
this-
is
that
we've?
A
I
think,
we've
tightened
the
belt
about
as
much
as
we
can
so
to
speak
in
terms
of
finding
resource
or
reallocating
resources
in
back
into
patrol
positions,
and-
and
this
answers
a
bit
to
your
to
to
your
later
question
about
concerning
about
the
the
about
community
engagement
and
community
relationships,
and
yes,
many
of
these
resources
did
have
to
be
reallocated
from
community
outreach
type
programs.
A
In
order
to
do
so
and-
and
we
have
said
repetitively,
this
was-
this
was
something
we
had
to
do
to
to
maintain
our
core
services.
A
We
clearly
see
the
value
in
those
programs
and
want
to
invest
in
those
programs,
but
we
do
have
a
mandate
to
provide
enough
people
when
people
pick
up
the
phone
and
call
9-1-1
and
need
an
emergency
response
and
that,
along
with
providing
some
investigative
follow-up
to
hold
people
accountable
for
crimes,
are
our
two
main
mandates.
A
But
we,
of
course,
as
you
in
all
the
community
engagement
and
community
partnership,
work
that
you
have
done,
see
the
excessive
value
and
and
in
having
those
investments
and
taking
the
time
to
build
those
relationships
within
the
community,
and
so
when
I
say
we
fear
we're
becoming
more
one-dimensional
it
it.
It
speaks
to
that
in
the
sense
that
we
recognize
that
we
are
only
as
good
as
our
partnerships.
A
We
are
at
our
best
when
we
are
on
an
equal
footing
with
the
community
and
that
we
are
working
with
the
community
and
for
the
community,
and
that
requires
time,
and
that
requires
investment.
That
requires
people
in
the
ability
to
do
so,
and
so,
as
our
numbers
become
less
and
we're
being
forced
to
take
from
some
of
those
areas
to
maintain
our
real,
a
very
real
obligation
of
being
able
to
maintain
staffing
of
answering
9-1-1
calls.
A
We
recognize
the
challenges
and
in
terms
of
how
we
want
to
interface
with
the
community
and
how
that
really
affects
things
moving
forward.
As
far
as
what
number
we
foresee,
that
is
an
unknown.
We
do
not
know
we're
not
getting.
We
don't
get.
A
You
know
forecasted
out
if,
if
there's
going
to
be
a
certain
number
of
people
going
out
on
leaves,
I
think
you
know
generally,
we
will
you
know
we
kind
of
use
some,
and
I
don't
know
exactly
the
number
that
our
finance
director
comes
up
with,
but
kind
of
what
a
typical
year
of
attrition
would
look
like
in
terms
of
people.
Who,
generally
will
you
know,
leave
a
department
because
of
retirements
the
amount
of
leaves
and
different
things.
A
We've
seen
within
the
last
few
months
have
been
kind
of
thrown
all
those
metrics
out
the
window
so
again,
and
I
think
that
kind
of
goes
back
to
when
I,
when
I
discussed
the
most
importance
we
have
of
in
doing
a
lot
of
deliberate
engagement
with
the
employees
we
have
and
and
and
letting
them
know
that
we
we
value
every
single
one
of
them
and
we
need
everyone
here.
They
are
they're
so
valuable
to
us.
Chief,
I
don't
know
if
you
had
anything
you
wanted
to
add
to
that.
D
No,
I
I
think
I
I
will
probably
touch
on
some
of
that
in
the
the
next
question
yeah.
But
you
know
what
let
me,
let
me
just
man,
I'm
sure.
If
I
can.
You
mentioned
the
tipping
point,
commissioner
medkie,
and
so
what
I,
what
I
would
say
is
this:
we
we
don't
have
any
more
room
for
for
any
more
significant
losses
in
terms
of
personnel.
We
we
we
just
don't
and
so
that
again
those
are
conversations
that
I'm
I'm
having
with
the
mayor.
D
If
we
go
back
to,
this
will
probably
touch
a
little
bit
on
this.
This
other
question.
I
believe
it
was
a
year
or
two
ago
that
I
was
asked
and
and
the
the
mayor
asked
me
to
go
before
our
council
and
prepare
a
report
on
our
current
mpd
staffing.
We
had
never
done
that
before.
Certainly,
the
history
that
I
had
been
with
the
department-
and
so
I
wanted
to
to
really
have
an
open
and
honest
candid
conversation
about
where
we
were
as
a
department.
D
Back
then,
what
came
to
light
was
one
of
the
things
that
was
a
obviously
of
a
concern
for
myself,
and
the
mayor
is
that
over
that
particular
year
we
had
six
thousand
seven
hundred
and
seventy
six
priority.
One
calls
that
we
could
not
immediately
respond
to
take
that
into
account
that
we
had
more
personnel
that
year
and
we
had
less
violent
crime
that
year.
So
if
we
talk
about
today,
commissioner
medkin,
you
mentioned
a
tipping
point:
we
have
less
personnel
on
the
department
today
and
we're
dealing
with
more
violent
crime.
D
So
you
know
we've
we've
deactivated
many
of
our
units,
so
I,
as
chief,
I
don't,
have
a
whole
lot
of
more
leeway
in
terms
of
resources.
So
as
the
mayor,
which
I
I
appreciate
him
so
much
asking
in
his
2021
budget
for
three
classes,
that's
vitally
important
because
as
we're
sitting
here-
and
we
haven't
even
touched
october,
just
yet
we
are
going
to
lose
more
personnel,
and
so
those
numbers
that
I
talked
about
earlier
and
dc4
as
deputy
forest
has
mentioned.
D
It's
all
hands
on
deck
for
everybody,
and
so
we
don't
tipping
point.
We
don't
have.
We
don't
have
any
more
room.
If
we
continue
to
lose
more
personnel,
we
will
not
only
become
one-dimensional.
We
will
become
very
thin
at
trying
to
to
do
that,
and
so
that
will
go
into
those
contingency
plans.
I've
spoken
with
the
mayor
about
triaging
certain
calls
triaging
certain
cases,
and
so
we
don't
have
a
whole
lot
of
more
room
left
yeah.
I
hope
that
answers
that.
C
They
may
come
back
and
and
it's
and
it's
some
times
it's
hard
to
tell,
and
so
the
chief
kind
of
references
and
then
that
that's
part
of
sort
of
the
discrepancy
that
you
oftentimes
hear
in
numbers
is
there's
those
that
we
have
available
presently
like
are
ready
to
respond
to
calls.
And
then
there
are
those
that
have
officially
left
the
department
and
then
there's
this
third
group
and
then
that's
where
some
of
the
discrepancy
often
takes
place.
B
Great,
thank
you
so
much
mayor
chief,
redundant,
deputy
chief,
I'm
going
to
take
us
back
a
bit
and
again,
if
we've
already,
if
you've
already
covered
this-
and
I
think
all
of
you
all
have
to
a
certain
extent
feel
free
to
just
state
that.
But
it's
I'm
going
back
to
question
number
six,
and
this
is
related
to
the
kind
of
the
minimum
stacking
level
and
the
needs,
and
I
will
start
with
chief
redondo.
What
pricing
and
workload
model
did
you
use
to
come
up
with
the
400
plus
increase
for
staffing
into
2025?
D
Madam
chair,
thank
you
for
the
question
so
as
as
I
was
asked
to
present,
what
would
what
does
current
staffing
look
like
for
the
minneapolis
police
department?
Back
then,
before
the
council,
there
was
a
couple
of
considerations
I
did
in
preparing
that
information.
One
was
looking
at
comparable
size
cities
to
minneapolis.
Another
was
our
calls
for
service.
D
I
also
looked
at
our
we're
very
unique
industry
and
that
I
still
consider
40
years
of
age
young,
but
we're
a
unique
industry
where,
if
you
have
the
vast
majority
of
your
workforce
over
the
age
of
40,
that's
actually
an
aging
department.
So
we
were
looking
at
attrition
rates.
D
Population
increases
what
it
takes
to
safely
handle
major
events,
so
we
were
looking
at
all
of
that
plus
being
able
to
have
a
major
city
police
department
that
could
still
do
not
only
the
core
functions
of
patrol
and
investigations,
but
also
those
other
things
to
have
a
violent
criminal
apprehension
team
to
have
community
engagement
teams
to
to
have
all
of
these
other
things
that,
while
not
mandated
they
absolutely.
As
commissioner
medkie
mentioned,
they
absolutely
help
us
to
be
more
than
one
dimensional.
D
They
help
us
to
build
those
relationships
and
and
also
to
help
bring
on
a
department
that
bring
on
members
from
our
community
that
help
are
in
terms
of
inclusivity
in
terms
of
diversity,
and
so
that
was
also
wellness
was
a
huge
piece
to
what
I
had
presented.
I
I
looked
at
some
of
the
overtime
hours.
If
I
recall
from
one
of
the
the
data
points
I
looked
at
our
first
precinct,
mid-watch
shift
a
first
precinct
that
operates
primarily
downtown.
D
They
were
held
over
200
and
they
were
basically
held
over
about
every
weekend
except
one
friday,
when
we
look
at
our
folks
on
10
hour
shifts
and
your
figure,
if
you're
averaging
being
held
over
four
hours
a
day,
they're
getting
up
to
that
17
hour,
work
time,
you
factor
in
the
time
it
takes
them
to
go
home.
There
was
data
that
I
presented
also
during
that
study
that
talked
about
sleep
deprivation.
I
know
the
mayor's
talked
about
this
in
terms
of
wellness.
D
The
data
showed
that
when
you
start
working
past
13
14
hours,
your
body
there's
a
physiological
thing
that,
and
that
means
bad
judgment
on
our
officers.
We
need
them
healthy,
and
so
those
were
some
of
the
those
were
some
of
the
things
that
I
I
factored
into
it.
D
As
the
mayor
noted,
we,
the
city,
has
embarked
upon
looking
at
a
police
staffing
study
to
to
see
if
those
numbers
are
right
to
see
if
they're,
in
in
line
with
what
I
had
was
projecting
again,
I
don't
have
a
degree
in
staffing
studies,
but
if
I
had
to
look
at
what
we're
facing
with
today
and
all
of
those
metrics
that
I
talked
about
in
terms
of
compromise
comparable
size,
cities
calls
for
service
attrition
population
increases,
I
I
would
say,
and
certainly
the
mayor's
leading
that
work
in
terms
of
proposing
three
classes
this
next
year.
C
B
Okay,
well,
you
get
to
pick
the
question
if,
if
that's
amenable
to
you,
is
there
a
question
on
here
that
you'd
like
to
leave
the
the
charter
with
before
you
have
to
exit
out.
B
Well,
these
questions
are
long,
so
I'd
say
all
of
them
are
pretty
pretty
hard,
but
I
can
take
a
look
at
it
as
well
mayor.
It
may
be
helpful
to
go
skip
down
to
the
last
question
if,
if
that's
okay,
because
the
other
questions
are
pretty
lengthy
and
I
think
it
seems
like
chief
haridando-
would
be
well
verse
to
be
able
to
answer
them
so
are
you?
Would
you
be
comfortable
with
question
number?
The
last
question
number
15.
B
Okay,
what
are
you
I'm
sorry?
Let
me
I
was
reading
question
14.
Are
you
willing
to
work
in
partnership
with
the
charter
commission
going
forward,
particularly
as
you
move
through
the
community
engagement
process,
to
draft
an
amendment
that
would
accomplish
a
pathway
to
systemic
change
in
the
police,
culture.
C
Yes,
I
would
and
thank
you
all
for
your
service.
It's
greatly
appreciated.
B
Great
we'll
see
if
that
was
easy
mayor.
We
appreciate
your
time
here
and-
and
you
know
I
just
would
say-
if
there's
things
that
yes
you're
looking
at
the
questions
here
after
you
get
off
the
call
and
wanted
to
provide
some
some
insight
into
feel
free
to
reach
out
to
us
we're
happy
to
either
have
you
back
here
on
on
another
call
or
meeting
with
us
or
we
can
receive
them
in
writing.
B
But
we
appreciate
your
time
and
thank
you
so
much
for
the
work
that
you
do.
C
We
we
appreciate
all
of
you
as
well,
and
thank
you
for
having
me
on
and
chief
ardando
is,
is
a
clear
expert
in
this
area,
and
so
I'm
sure
he'll
cover
us
wonderfully.
C
B
So
much
so
now,
chief,
we
move
to
you
you're
in
the
hot
seat
fully
and
we'll
ask
you
all
the
hard
questions,
so
I'm
going
to
move
back
up
to,
let's
see
where
we
left
off
here
now
we
got
to
seven
number.
Eight
question
number:
eight:
what
state
law
changes
would
assist
the
npd
in
facilitating
systemic
change.
Related
to
that
question,
has
there
been
a
determination
of
the
legislative
priorities
related
to
public
safety
for
this
year?
If
so,
what
are
the
ones
for
which
you'll
be
advocating
for
it?
B
Maybe
this
was
the
question
from
the
mayor
as
well,
but
we
can
always
come
back
and
and
and
ask
him,
do
you
have
some
insight
into
this
question.
D
Madam
chair,
thank
you
for
that.
So
a
couple
of
the
state
law
changes
that
I
think
the
mayor
has
touched
on
and
certainly
have
touched
on,
is
the
importance
of
arbitration.
There
were
some
recent
changes
at
the
state
as
it
relates
to
arbitration.
D
I
I
don't
think
they
went
as
far
enough.
I
I
believe
that's
also
been
the
sentiment
of
the
minnesota
chiefs
police
chiefs
association
as
well,
but
will
continue
to
keep
working
in
in
that
area.
You
know
one
of
the
things
I
talked
about
the
importance
of
health
and
wellness,
certainly
with
our
police
department.
The
mayor
has
done
a
wonderful
job
of
allocating
dollars
to
help
us
in
in
that
area.
D
I
I
would
like
to
see,
from
a
statewide
perspective,
the
state
allocating
funding
to
police
agencies
across
the
state
in
terms
of
helping
to
help
us
in
in
that
area,
and
not
only
the
wellness
resources
for
our
men
and
women,
but
also
their
families.
We
know
that
their
families
go
along
with
them
on
this
journey,
and
so
that
that
is
one
of
the
things
you
know.
D
I
will
say
also
from
the
state
level:
slash
minnesota
police
officer
standards
and
training
the
the
licensing
body
for
for
all
law
enforcement
officers
in
the
state
of
minnesota.
D
The
mpd
has
actually
led
some
some
great
work
and
there's
been
some
credit
or
or
training
that
has
been
around
procedural
justice
and
procedural
justice,
making
sure
it's
under
the
framework
of
giving
community
members
and
those
we
work
with
the
voice,
building
spaces
of
trust,
having
neutral
engagements
and
and
treating
others
with
respect,
there's
cultural
components
into
that
as
well.
Competency,
components
in
that
as
well.
D
Ongoing
de-escalation
training,
we're
fortunate
that
we
are
able
to
go
above
and
beyond
what
is
required
by
the
the
state
in
that
regard.
But
so
there's
there's
some
there's,
there's
some
more
work
that
we'll
continue
to
try
to
make
sure
that
our
intergovernmental
relations
team
carries
over
to
the
state.
But
that's
what
I
would
say
for
that
question
right
now,.
B
Great
thank
you
for
that
going
to
move
us
to
the
next
question.
Are
there
details
you
can
share
at
this
time
regarding
the
outcome
effects
of
the
2019
co-responder
program-
and
you
may
have
already
touched
on
this,
but
we
want
to
ask
just
in
case.
D
Yeah
again,
it's
been
a
it's
been
a
great.
It's
been
a
great
model
again
the
goal
has
been
to
keep
those
in
our
communities.
Who've
been
struggling
with
mental
health
and
crisis,
to
keep
them
in
their
homes
to
also
provide
that
follow-up
care,
and
so
I,
if,
if
I'm
sure,
if
I
could
deputy
chief
force,
might
might
have
some
more
information
regarding
that,
if
you
do
deputy
chief
wars.
A
Might
be
a
bit
of
a
recap,
I
I
know
in
a
previous
meeting,
I
touched
a
bit
on
our
the
some
of
the
data
that
we
had
as
a
result
of
the
2019
for
2019
and
also
the
co-responder
program
in
its
in
itself
and
some
of
the
the
data.
A
Let
me
get
down
to
what
we
were
looking
at
and
they
really
kind
of
cut
touches
on
a
couple
different
points.
One
is
a
9-1-1
response
call,
and
that
is
when
a
co-responder
unit
responds
to
assist
a
dispatch
squad
on
a
9-1-1
emergency
call
that
comes
in
from
dispatch.
These
are
predominantly
categorized
as
emotionally
disturbed
person
calls,
but
also
might
be
recognized.
A
They
may
come
in
as
something
else
initially
and
then
be
determined
later
to
be
an
emotionally
disturbed
person
call
and
then
secondly,
is
a
follow-up
call,
and
that
is
something
where
the
co-responder
unit
they
conduct
follow-up
as
as
titled
with
a
client,
either
from
a
previous
contact
that
they
had
already
had
on.
One
of
these
911
calls,
or
maybe
a
previous
follow-up
call,
or
also
a
reference
from
officers
or
from
outside
of
their
hours,
so
they
may
again,
as
they
said
they're.
A
These
are
based
on
data
information
that
they
that
the
the
correspondent
unit
receives
from
patrol
officers,
our
crime
prevention,
specialist
staff
or
even
the
community
that
requests
that
the
co-responder
unit
take
a
look
at
somebody
to
ensure
that
they're
receiving
the
appropriate
mental
health
resources
and
services.
And
it's
it's
exceptionally
important
that
we
want
to
make
sure
that
we
are
getting
people
that,
like
as
discussed
the
wrap
around
services
that
end
up
giving
people
the
help
that
they
need.
So
we
don't
end
up
coming
back
repetitively
in
2019.