►
Description
Minneapolis Public Health, Environment, Civil Rights, and Engagement Committee Meeting
https://lims.minneapolismn.gov
A
Good
afternoon,
everyone
and
welcome
to
this
regularly
scheduled
meeting
of
the
public
health
environment,
civil
rights
and
engagement
committee,
On
February,
24th
2020.
My
name
is
Philippe
Cunningham
and
I.
Am
the
chair
of
this
committee
with
me
at
the
diocese,
our
councilmembers
Connell
Schrader
Johnson
and
counts
vice-president
Jenkins,
as
well
as
vice-chair
Gordon.
Please
let
the
record
reflect
that
we
have
a
quorum
and
can
conduct
the
business
of
this
committee.
A
Colleagues,
we
have
three
consent
agenda
items
and
two
discussion
items
we'll
go
ahead
and
move
through
the
consent
agenda
and
then
look
I,
look
forward
to
two
very
robust
conversations
that
we
have
on
the
agenda
for
today.
So
item
number
one
is
approving
a
slew
of
appointments
to
the
committee
Minneapolis
Advisory
Committee
on
Aging
I
recommend
for
folks
to
go
to
the
Lim's
website
to
find
out
more
information.
These
folks
are
incredibly
experienced
and
we're
really
grateful
to
have
them.
A
As
a
part
of
this
committee
item
number
two
is
confirming
mayoral
and
council
appointments
to
the
transgender
equity
council.
I
will
make
the
same
recommendation
and
item
number
three
is
referring
to
staff
the
subject
matter
of
an
ordinance
amending
title
10
of
the
Minneapolis
Code
of
Ordinances
related
to
food
code.
Amending
and
adding
provisions
related
to
food
catering
I
will
move
approval
of
those
three
items.
A
Are
there
any
questions
or
comments
for
my
colleagues
seeing
none
all
those
in
favor,
please
signify
by
saying
aye
aye,
those
opposed,
say,
nay,
the
eyes
have
it
and
that
those
items
carry
colleagues
next
up
we
have
our
to
discussion
items.
The
first
is
receiving
and
filing
a
presentation
on
the
2019
climate
and
health
resiliency
resilience
hub
pilot
from
the
Minneapolis
Health
Department,
the
Minneapolis
sustainability
division
and
little
earth
of
United
tribes.
After
that,
we
will
have.
A
B
Chair
Cunningham
council
vice
president
Jenkins
and
committee
members.
Thank
you
very
much.
My
name
is
Catherine
Harrison
I'm,
a
senior
public
health
specialists
and
emergency
preparedness
here
at
the
Health
Department
I
am
Co
presenting
today
with
Kelly
moment
from
the
sustainability
division
and
Jessica
Russo
executive
director
of
little
earth
president's
association,
I
use
she/her,
pronouns
I'll.
Let
these
folks,
let
you
know
theirs
as
they
come
up
so
we're
here
today
to
give
a
summary
update
on
our
climate
and
health
resilience
project.
B
This
was
an
initiative
funded
by
Pew,
Charitable,
Trusts
health
impact
project
in
2019,
and
we're
going
to
begin
by
doing
a
little
bit
of
grounding
of
our
project
in
some
important
climate
and
health
equity
context.
We'll
then
dive
into
what
resilience
hubs
are
in
general
and
what
implementation
of
our
pilot
looked
like
and
we'll
end
by
sharing
broad
outcomes,
challenges
and
wins
and
where
we
see
this
work
heading
so
to
begin.
B
So
these
maps
from
the
2016
climate
vulnerability
assessment
conducted
by
the
city
show
how
overall
social
vulnerability
factors
and
that
measure
contains
a
number
of
sub
measures,
some
of
which
were
covered
on
the
last
slide
factors
into
overall
place.
Vulnerability
in
this
case
for
extreme
heat
in
the
city,
the
area's
most
at
risk
for
extreme
heat
and
it's
related
impacts-
are
the
areas
in
and
around
our
north
and
south
side.
Green
zones
again
very
familiar
I'm
sure
to
everybody,
but
worth
reminding
us
about
the
context
worth
doing
this
project.
In.
B
And
as
we
look
more
specifically,
this
also
brings
us
to
another
important
reminder
about
where
we
are
literally
situated
here
in
the
city,
and
that
is
on
the
cultural
and
ancestral
homelands
of
the
Dakota
and
Anishinabe
peoples.
And
this
acknowledgement
is
important
every
day
for
everything
we
do,
but
particularly
for
our
project,
because
we
know
that
hundreds
of
years
of
trauma
through
war,
forced
assimilation,
forced
displacement
and
ongoing
disinvestment
means
that
our
urban
American
Indian
communities
are
among
those
groups
that
will
be
hurt
first
and
worse
by
our
climate
change
impacts.
B
And
that
is
exactly
what
resilience
hubs
are
designed
to
address
that
those
communities,
most
impacted
will
be
able
to
not
only
withstand
the
impacts
of
climate
change,
but
bounce
forward
into
greater
health
equity
as
a
result
of
them
in
a
moment,
I'll
turn
it
over
to
Kelly
to
talk
about
what
resilience
of
our
are
and
defined
and
our
project,
but
want
to
pass
it
off.
First
to
Jessica,
to
say
a
few
words
about
this
important
context
for
the
project.
C
Good
afternoon
welcome
chair,
Cunningham
council
vice
president
Jenkins
and
committee
members,
I'm
Jessica
Russo
I'm,
the
executive
director
at
little
earth
residents
Association
and
my
gender
pronouns
that
I
use
are
she
and
hers.
I
want
to
thank
Catherine
for
her
progressive
understanding
and
the
compassion
in
regards
tornade
people
in
our
lands.
The
simple
acknowledgement
expressed
by
Katherine
on
behalf
of
the
city
is
critical
when
beginning
any
work
with
indigenous
communities,
but
more
so
when
working
with
our
urban
native
population,
your
constituents,
this
statement
of
acknowledgement
reinforces
an
understanding
that
we
are
here.
We
are
important.
C
D
Good
afternoon,
chair
Cunningham
committee
members,
my
name
is
kelly:
Mullen
I
work
in
the
sustainability
division
and
I
use
she/her
pronouns
I'm
gonna
talk
a
bit
about
what
resilience
hubs
are
I.
This
may
be
a
new
concept
in
terms
of
the
terminology,
but
I
think.
Overall,
we
all
have
a
base
understanding
of
what
this
is
resilience.
Hubs
are
centered
in
community
places
that
are
already
existing
trusted
spaces,
physical
spaces
and
social
spaces
within
our
communities.
D
So
they
can
be
communities
organizations,
they
could
be
social
service
agencies,
but
usually
they
are
foreign
by
the
community,
so
starting
with
that
base
and
then
building
off
of
that
to
enhance
the
resilience
of
again
the
physical
infrastructure
and
the
social
infrastructure.
So
you
start
with
a
building
that
is
a
core
component
and
then
you,
in
terms
of
the
physical
resilience
you
look
at.
How
is
this
building
able
to
withstand
different
climactic
or
other
potential
hazards?
D
And
so
the
first
thing
to
do
would
be
to
look
at
the
the
energy
load
and
whether
this
building
has
been
weatherized.
So
it
can
stay
cooler
in
the
summer
and
not
takes
too
much
energy
to
heat
in
the
winter.
Solar
and
battery
storage
and
or
a
hybrid
energy
storage
system
is
very
important
to
think.
If
the
power
goes
out,
can
this
property
stay
up
and
running
and
is
provide
the
essential
services
to
its
surrounding
community
communications
as
big
can
this,
and
that
is
also
tied
in
with
energy?
Can
it
can
can?
D
Can
it
continue
to
operate
and
provide
communications
out
to
the
community
members
that
it's
serving
during
a
time
of
emergency
so
that
they're
getting
the
right
information
in
a
timely
manner?
That
is
in
a
format,
that's
welcoming
to
them
the
other
is
operations,
and
so
on
a
day
to
day
basis.
This
may
look
like
whatever
services.
That
organization
already
provides
to
add
resilience
to
that
it
could
be
providing
specific
trainings
around
emergency
preparedness.
It
could
be
teaching
people
how
to
use
chainsaws,
because
it's
not
something
we
would
necessarily
use
on
a
daily
basis.
D
But
if
trees
come
down,
we're
gonna
want
to
know
how
to
use
that
equipment
safely,
not
just
distribute
chainsaws
without
any
training
and
that's
similar
to
programming.
So
what
kind
of
educational
resources
are
there
out
there
that
the
community
organization
is
already
providing
and
what
can
be
enhanced
or
added
onto
to
build
the
resilience
of
that
community
so
that
it
is
less
dependent
on
any
city,
resources
or
other
government
agency
resources?
And
it
is
internally
resilient
itself.
E
You
mr.
chair
I,
like
the
the
diagram
and
talking
about
the
different
ways
that
a
building
or
structure
can
play
a
role
in
resiliency
I
was
thinking
about
the
wildfires
in
Canada.
That
I
believe
last
year.
The
year
before
were
actually
bringing
smoke
into
the
Twin
Cities,
which
there's
a
lot
of
populations
within
our
communities
that
are
vulnerable
to
smoke.
E
And
thinking
about
the
fact
that
really
we
haven't
seen
this
here
but
I
know,
there's
some
other
cities
looking
at
and
which
have
installed
a
certain
speck
of
air
purifiers
and
building
air
conditioning,
not
temperature
related,
but
to
purify
the
air
that
can
serve
as
emergency
shelters.
For
those
that
have
respiratory
vulnerabilities
is
that's
something
that,
when
you're
looking
at
resiliency
hubs
and
thinking
about
how
our
resilience
against
climate
change
and
we
support
those
in
our
community.
Is
that
something
that
comes
into
a
picture
like
this?
F
D
That
could
be
based
on
what
are
the
climate
changes
that
community
is
going
to
be
experiencing?
What
are
the
environmental
hazards
that
community
already
experiences?
What
are
the
health
impacts
that
that
community
already
has?
So
it's
very
it's
a
very
intensive
process
of
building
relationship
with
community
of
that
of
that
community
organization,
with
the
residents
around
them
to
understand
what
are
the
services
it's
already
providing?
What
would
it
need
to
do
to
enhance
that
services
to
meet
those
specific
needs
of
each
community?
D
A
D
Chair,
it
could
be
all
the
above
I
think.
The
concept
was
really
designed
around
community
centers
and
resilience.
How
doesn't
necessarily
include
sheltering-
and
so
that
can
be
a
component
that
is
added
again
based
on
the
needs
of
that
particular
community,
or
if
that
is
a
service
that
is
already
provided
by
the
organization
that
is
hosting
the
resilience
hub,
but
not
necessarily
so
it
doesn't,
it
doesn't
have
to
have
housing
units,
it
doesn't
have
to
have
space
for
sheltering.
It
doesn't
have
to
be
a
commercial
property,
but
it
could
be
depending
on
different
communities.
Great.
G
Sure,
Cunningham
to
council
member
Johnson
point
I
think
we
do
have
smoke
coming
from
northern
metals
fire
in
Becker
Minnesota
right
now
that
we
need
to
really
be
addressing.
But
my
question
is
more
around
infectious
diseases
and
viral
impacts
that
are
really
impacting
our
international
community
and
potentially
right
here
locally.
Well,
these
resiliency
hubs
be
prepared
to
help
deal
with
some
of
those
challenges,
or
will
these
be
hubs
that
can
be
more
satellite
locations
for
the
Health,
Department
and
other
entities
that
address
those
issues?
Yeah.
B
B
If
it's
just
dispensing
of
pills,
we
can
train
the
staff
there
to
then
get
it
out
to
the
community,
or
we
can
set
up
our
own
kind
of
satellite
clinic
there
to
do
that.
I'll
talk
a
little
bit
about
the
emergency
preparedness,
trainings
that
we
did
but
part
of
those
trainings
in
this
project.
We
did
provide
everyone
who
attended
with
a
supply
of
a
95
respirator
masks
the
kind
that
are
in
very
short
supply
all
around
the
globe
right
now
for
coronavirus.
B
E
D
D
Myself
with
the
sustainability
division,
Ron
Harris,
the
chief
resilience
officer,
was
also
a
participant
in
in
this
work
with
us,
and
then
our
critical
partner
with
little
earth
of
United
tribes
I
also
want
to
mention
that
some
of
the
work
I'll
be
showing
later
we
did
a
small
contract
with
IPS
solar
for
the
solar
feasibility
study
and
also
worked
with
MU
grid
analytics
and
solar
bear
and
then
Center
for
energy
environment
was
the
who
helped
us
with
more
of
the
energy
efficiency
components
and
I'm,
going
to
turn
it
over
to
Jessica.
Now,
Thank.
C
You,
chair
Cunningham
committee
members,
so
it
was
important
for
little
earth
to
be
a
part
of
this
project
for
a
number
of
reasons,
one
in
our
small
geographic
area
we
are
comprised
of
over
a
thousand
different
residents
between
youth
and
adult
age.
Our
intent
is
to
create
opportunities
that
will
increase
each
residents,
quality
of
life,
increased
residential
engagement,
increased
educational
opportunities
and
build
a
community
that
is
healthy,
healthy,
thriving
and
self-sufficient,
going
off
of
what
you
were
just
talking
about
with
the
resiliency
hubs.
C
No
matter
our
disparities
that
we
face,
and
so
it's
it
was
essential
that
we
have
the
city
helping
us
with
this
long
term,
projection
to
figure
out.
Where
do
we
begin
and
where
are
we
going?
So
this
is
why
this
work
was
important
to
us.
Also,
just
as
important
was
to
any
nonprofit
is
the
funding
that
came
with
this
particular
initiative.
It
can
be
very
scarce,
especially
in
our
world.
B
Chair
councilmembers
I'm,
going
to
kick
us
off
by
running,
going
through
the
components
of
the
hub
that
the
health
department
worked
directly
on
I
want
to
reiterate
that
this
was
a
very
complex
and
ambitious
project,
initially
slated
for
ten
months.
It
was
in
effect
about
seven
months
of
work,
and
so
I'm
gonna
go
through
these
at
a
very
high
level,
always
happy
to
talk
about
them
more.
So,
first,
our
first
sort
of
direct
resident
service
and
engagement
component
were
these
emergency
preparedness,
trainings
and
the
Memorandum
of
Understanding
that
we
established
with
little
earth.
B
The
Memorandum
of
Understanding
is
basically
a
risk
communications
framework
that
allows
us
to
share
information
with
and
through
our
community
partners
in
the
event
of
a
disaster.
It
also
gives
us
some
infrastructure
to
do
continued
training,
technical
assistance
and
planning
with
little
earth
for
their
own
emergency
planning,
and
that
can
take
a
number
of
forms.
B
In
the
end,
we
trained
a
hundred
residents
across
these
workshops
and
delivered
some
tailored
trainings.
Based
on
the
specific
community
group.
We
were
meeting
with
the
other
piece
I'll
talk
about
is
the
healthy
homes
visit,
so
this
program
is
run
out
of
our
Environmental
Services
Division,
and
these
visits
are
designed
to
improve
indoor
air
quality
and
reduce
asthma
symptoms
for
children
eligible
age,
zero
to
twenty
one.
The
visit
consisted
of
outreach
and
engagement,
followed
by
a
family
interview,
home
inspection
and
delivery
of
products.
B
We
delivered
over
500
products,
a
total
of
21
thousand
dollars
in
the
form
of
indoor
air
purifiers
furnace
filters.
Pillowcase
covers
anything
that
will
help
improve
air
quality
for
children
in
the
home,
and-
and
we
did
this
with
our
goal-
with
sixty
families,
we
met
with
sixty
families.
It's
worth
noting
and
and
touches
on.
Some
of
the
other
you
know
areas
of
need
is
that
we
initially
enrolled
eighty
families
to
receive
these
visits
so
through
either
just
not
being
able
to
meet
with
them
or
other
barriers.
B
Finally,
this
this
is
the
part
of
the
project
that
is
most
technically
challenging.
I
will
speak
for
myself
to
understand
and
is
not
directly
related
to
work
done
at
Little
earth,
but
is
really
critical
for
building
our
capacity
in
the
Health
Department
to
deliver
more
energy
efficiency
products
projects
across
the
city.
B
Weatherization
services,
energy
efficiency
services
are
often
out
of
reach
for
many
of
our
low-income
communities,
but
we
know
that
their
support
from
the
city
and
our
climate
goals
to
to
bring
these
services
for
those
folks
so
having
the
in-house
capacity
to
Maury
we
go
out
to
bid
on
some
of
these
projects
is
really
crucial
for
scaling
up
access
to
them
and
there
are
staff
here
that
know
much
more
about
that.
If
you
have
more
detailed
questions
and
with
that
I'll
hand
it
off
to
Kelly
for
her
aspects,.
D
What
so
I
mentioned
that
energy
efficiency
was
actually
a
component
that
was
built
into
this
project
and
that
was
entirely
through
Center
for
energy,
an
environment
and
the
utility
resources
that
they
received
through
the
conservation
improvement
program.
This
none
of
our
grant
dollars
actually
went
to
this
part
of
the
project,
but
because
of
the
services
that
seee
offers,
they
were
able
to
come
into
the
townhomes
townhome
units
and
do
a
lot
of
direct
installs.
So
I
have
here
listed
that
it
was
58.
D
Families
received
LED
lights,
programmable,
thermostats,
high-efficiency
showerheads
and
faucet
aerators
and
weather
stripping.
I
believe
this
number
may
actually
be
higher
and
in
terms
of
the
actual
potential
savings
of
all
of
those
measures,
we're
still
waiting
on
the
numeric
outcomes.
For
that,
some
of
you
know
that
utility
data
is
private,
and
so
we're
going
through
the
approval
process
to
access
that.
D
And
then
the
solar
and
storage
feasibility
study,
I
included
the
scope
of
work
here.
I
want
to
note
that
it
was
a
very
comprehensive
analysis
looking
at
what
would
the
solar
capacity
be
just
purely
based
on
a
physical
structure
standpoint
what
could
fit
on
the
roofs
or
even
on
the
ground
mount?
What
was
the
energy
usage
and
the
load
profiles
so
where
their
peak
energy
electricity
usage
during
the
day?
How
does
that
get
covered
by
solar
panels
that
are
on-site?
How
would
battery
storage
help
reduce
those
to
save
costs?
D
One
of
the
big
things
here
both
for
energy
efficiency
and
the
solar
installation
would
be
what
are
the
financial
implications
of
these
projects?
How
much
could
individual
residents
or
little
earth
organizations
save
based
on
these
installations
working
with
IPS?
They
did
all
of
this
work.
They
were
on-site
at
little
earth
many
times,
looking
they're
different
utility
rooms
that
the
meters
and
a
lot
of
digging
into
the
the
physical
aspects
and
then,
as
they're
analyzing,
all
these
things
they're
looking
at
what
are
the
different
resources
that
are
available
to
pay
for
these
structures?
D
What
are
the
scenarios
that
would
we
could
look
at
if
little
earth
wanted
to
own
their
system
or
lease
their
system
or
have
a
community
solar
garden?
There's
so
many
different
options
that
are
out
there
and
so
what
are
viable
and
what
are
the
implications
of
all
of
them
so
that
little
earth
has
the
full
picture
and
understanding
for
any
moving
forward.
D
We're
able
to
get
more
accurate
load
profiles
without
actually
having
the
actual
meter
data.
We
did
end
up
installing
some
15
min
interval
meters
at
a
few
of
the
locations,
and
so
over
time
we
will
be
collecting
more
of
that
data
and
so
in
the
analysis
can
be
updated
as
that
comes
in
we
don't
we're
just
getting
in
the
preliminary
reports.
So
I
don't
have
any
sort
of
like
examples
to
show
you
right
now,
but
I'd
be
happy
to
have
those
conversations
at
a
later
date.
D
A
D
Chair,
we
will
have
the
final
reports
within
the
next
couple
weeks,
hopefully,
and
then
it's
sort
of
on
the
timeline
of
when
they
can
be
shared
with
little
earth.
They've
already
had
some
initial
presentations
with
their
boards
and
leadership
and
then
hopefully,
we'll
have
a
presentation
to
the
city
and
then
the
conversations
then
go
from
okay.
So
how
interested
are
people
in
moving
this
forward?
You
know
what
is
the
scenario
that
is
that
we
that
are
is
chosen
where
the
finances
come
from,
how
what
is
the
city's
role
in
supporting
a
project
happening?
F
D
Cheer
councilmember
it
could
that's
like
one
of
the
scenarios
that
we
could
feasibly
do
it.
So
initially,
the
idea
was
to
look
at
the
three
or
to
look
at
three
of
the
community
buildings
at
little
earth,
because
in
the
time
of
emergency,
if
power
were
to
go
out
at
least
one,
if
not
more
of
those
buildings
could
be
kept
up
and
running
for
essential
services
like
whether
its
distribution
of
resources
or
whatever,
that
might
be.
One
thing
that
IPS
Solar
has
discovered
in
this
feasibility
study
process
is
that
there
are
new
technology
out
there.
D
That
would
actually
allow
individual
battery
backup
systems
to
be
installed
for
the
units,
so
people
could
shelter
in
place.
Another
scenario
would
be
doing
a
community
solar
garden
where
more
of
the
residents,
whether
they're,
like
physically
within
the
units
at
little
earth
or
within
the
surrounding
community,
could
potentially
take
advantage
of
that.
So
yeah
there's
there's
potential,
but
it
kind
of
depends
on
which
model
we
move
forward
with
that's.
F
Very
interesting
there
also
might
be
some
more
financial
options
coming
forward.
We're
looking
at
this
some
inclusive
financing
model
for
energy
kind
of
pay,
as
you
save,
so
that
it
could
be
funded
upfront
based
on
the
savings
and
I'm.
Assuming
that
little
earth
owns
all
of
these
residential
units.
Is
that
correct,
and
so
they
are
they
do
they
also,
then
provide
or
pay
for
the
they
pay
the
electric
bill,
or
does
each
individual
have
to
pay?
They
have
paid
they're
used
to
resident
pay
separate
each.
C
Council
members,
so
key
ingredients
for
success,
it's
critical
to
know
or
it's
a
clip
for
clarification,
lear
and
lou
tech
are
two
of
the
four
businesses
at
little
earth
of
united
tribes,
so
Lehrer
I
represent
Lehrer
little
earth
residents.
Association
I
represent
the
social
services
agency
of
our
entire
organization
and
then
Lou
tech
is
the
little
earth
you
know
of
United
tribes,
Housing
Corporation,
so
you
think
bricks
and
mortar.
So
it
took
even
an
in-house
partnership
to
make
this
work
and
make
this
happen
and
we're
thinking
about
our
residents
and
their
best.
C
What's
in
their
best
interest,
we're
having
conversations
with
our
board,
who
also
come
from
the
community
and
just
other
other
community
residents
who
are
in
programming
about
how
can
we
reduce
for
them
in
equities
or
disparities?
You
know
what
can
we
do
on
our
end
and,
as
you
were
talking
about
councilman
Gordon,
that
that
was
something
that
came
to
mind
for
us
is
how
do
we
reduce
the
cost
of
electricity
in
a
unit?
C
The
median
income
in
the
household
is
approximately
ten
thousand
dollars,
and
so,
when
we're
thinking
long
term
and
we
were
working
with
IPS
solar,
we
were
thinking
about
many
of
our
residents
who
needed
medications
refrigerated
and
what
happens
if
their
electricity
goes
out.
What
happens
if
they
can't
pay
that
bill?
So
when
we,
when
we
did
look
at
this
together,
we
looked
at
the
three
bigger
structural
structures
on
property
that
most
people
kind
of
navigate
to
when
something
happens.
But
the
idea
is,
is
how
do
we
replicate
that
or
create
the
resiliency
hub?
C
You
know
those
communication
barriers
to
get
people
to
open
up
their
doors
and
the
flexibility
and
creativity
on
our
partners
who
are
coming
in
to
us
to
utilize
them
for
their
information
and
their
knowledge,
and
then
create
that
communication
with
our
our
residents
about
why
this
is
critical
and
why
this
is
important
for
them,
and
that
was
definitely
demonstrated
during
our
healthy
home
visits.
We
had
residents
who
did
not
want
somebody
coming
into
their
home
at
all,
and
so
we
have
to
be
creative
with.
How
can
we
do
this?
C
B
All
right,
I'm,
gonna,
finish
broadly
on
some
of
the
outcomes
that
we
had,
but
focus
a
little
bit
more
on
some
of
the
the
challenges
and
how
we
navigated
those
and
what
still
remains
so
you've
heard
already
about
some
of
the
direct
benefits
of
the
different
components
of
the
project.
How
that's
built
our
capacity?
How
that
provided
services
and
products
in
real
time
to
residents?
Also
just
in
general,
this
again
a
very
complex
and
ambitious
project.
B
B
We
had
hoped
to
do
some
deeper
audits
of
weatherization
audits
and
the
income
eligibility
which
is
external
to
us
to
to
be
able
to
provide
those
services
is
just
so
onerous,
not
necessarily
for
us,
but
on
the
community
partner
that
we
were
not
able
to
prove
those
income
eligibility
requirements
and
provide
those
services.
So
a
real
lack
of
synergy
I
mean
the
sounds
like
a
double
burden.
To
prove
how
much
you
need
something
is
not
only
wasteful
but
dehumanizing.
So
that's
a
really
critical
need
that
we
see.
B
So
when
we
don't
have
the
resources
and
these
one-time
grants
to
sustain
that
relationship
and
flexibility
and
creativity,
it
really
makes
it
hard
to
not
perpetuate
this
fits
and
starts
relationship
that
we
hear
experienced
by
a
community
with
when
they're
working
with
us
at
the
city.
So
those
are
some
challenges.
We
look
forward
to
finding
ways
to
improve
upon
and
learn
from
this
project.
C
So,
as
I
stated
earlier,
in
order
for
this
to
have
worked
the
way
it
did
it
for
it
to
be
successful
with
our
Residential's
mistrust,
it
would
require
leer
and
the
city
to
co-exist,
and
so
I
use
coexist
in
lieu
of
using
the
word.
Partnership
is
because
at
times
we
were
both
needed
to
be
at
that
table.
We
were
both
needed
at
that
front
door
in
order
to
get
our
community
to
be
okay
with
moving
this,
this
necessity
in
their
homes
forward.
C
C
C
What
else
I
think
was
helpful,
was
Lyra's
a
very
small
staff.
We
have
about
15
staff
members.
We
have
one
resident
advocate
that
covers
that
entire
community
there's
212
units
on
site,
and
so
she
is
over
capacitated,
but
what
we
had
is
we
also
had
a
board
member
who
is
also
a
community
member
helping
up
with
the
follow-up
phone
calls
making
the
you
know
the
cold
calls
the
no-shows
all
of
that
to
continue
to
get
people
moving
through
it
through
and
Ford.
C
Let's
see
so
yeah
those
were
our
outcomes
and
challenges
that
we
faced
so
looking
forward,
continuing
working
with
the
city
continuing
to
have
the
city
work
with
us,
the
solar
battery,
solar
and
battery
storage,
we're
looking.
Yes,
we
are
we're
we're
waiting
for
the
the
results
on
that
to
figure
out
how
to
move
forward
next.
We
know
that
this
is
something
that
we
do
want
to
do
in
our
community.
C
We
just
don't
know
how
we're
going
to
do
this
yet
and
really,
though,
the
the
short
is:
how
do
we
get
to
a
place
of
where
we're
at
now
to
having
a
resiliency
hub
on
site?
Ideally,
when
you
were
asking
what
it
would
look
like,
it
would
be
culturally
specific.
We
would
look
at
having
all
of
our
programming's
programs
under
8,
underneath
one
roof,
creating
this,
this
one-stop
for
our
community
to
come
to
instead
of
kind
of
moving
through
different
buildings
or
through
different
channels.
Everything
that
they
would
need
would
be
there.
A
Thank
you
so
much
for
that
presentation.
I
love
a
good
collaborative
presentation,
so
you
all
braided
that
together
really
well.
So
thank
you
all
so
much
for
this
information.
It
is
quite
complex.
That's
not
an
understatement
and
I
can
tell
by
the
by
the
presentation
the
level
of
commitment
to
this
work
into
this
collaboration
to
this
coexisting.
As
you
said,
I
really
am
grateful
for
the
work
that
you
all
have
done
in
this.
So
thank
you.
So
much
are
there
any
questions
or
comments
for
my
colleagues
all
right.
A
Thank
you
again,
seeing
no
further
questions
or
comments.
I
move
approval
of
receiving
and
filing
the
presentation
on
the
2019
climate
and
health
resilience
hub
pilot
from
the
Minneapolis
Health,
Department,
sustainability,
division
and
little
earth
of
United
tribes.
All
those
in
favor,
please
signify
by
saying
aye
aye,
those
opposed,
say,
nay,
the
eyes
have
it,
and
that
item
carries
for
our
last
item
today
on
our
agenda
is
receiving
and
filing
an
update
report
relating
to
the
office
of
violence,
Prevention's,
violence,
prevention,
strategic
planning
process.
Welcome,
director,
cotton,
good.
H
Afternoon,
chair
Cunningham
and
thank
you,
County
or
Tony
somewhere
else,
Thank
You
council
for
the
opportunity
to
present
a
little
bit
about
the
work
that
we're
doing
to
date
and
where
we
see
ourselves
headed
for
the
remainder
of
2020,
so
we
will
get
started.
I'll,
be
your
primary
presenter
on
our
work
locally
and
then
we
also
have
guests
from
cities
United,
who
I
will
let
introduce
themselves
but
will
give
us
some
update
on
the
technical
assistance
package
and
the
work
we're
doing
with
them
again.
My
name
is
Sasha
Conte
and
I
used
she
and
her.
H
So
our
discussion
items
for
today
will
be
to
look
at
the
organizational
chart
for
the
office
of
violence
prevention.
We
have
some
updates.
We
want
to
make
sure
the
council
is
clear
and
where
we
are
with
staffing
and
then
also
to
talk
about
the
data
collection
that
we're
doing
for
the
strategic
plan
and
some
projected
timelines
after
that
you'll
hear
from
cities
United,
so
we
can
go
to
the
next
slide
organizational
chart.
Okay.
This
is
a
lovely
graphic
that
my
colleague
here
has
developed
for
us,
because
this
is
his
niche.
H
Not
mine,
so
lay
out
a
little
bit
about
what
our
organizational
design
looks
like.
So
at
the
helm
we
have
Gretchen
music
camp
who's.
The
commissioner
of
health
and
oversees
all
of
the
strategies
in
the
Department
of
Health
I
am
blessed
and
fortunate
to
be
the
director
of
the
office,
which
is
not
super
new,
but
relatively
new
I'm,
coming
up
on
my
seven
month,
anniversary,
I
believe
in
the
role.
So
it
still
definitely
feels
like
a
new
position,
but
I'm
grateful
for
the
opportunity.
H
In
addition
to
myself
and
Josh,
we
have
Erin
sticking,
who
is
one
of
our
public
health
specialists
and
is
amazingly
working
feverishly
on
contract
work,
as
well
as
leading
our
blueprint,
approved,
Institute
work.
We
have
April
Graves,
who
is
another
public
four
specialist
and
does
a
lot
of
our
community
engagement,
particularly
in
North
on
our
CC
grant,
and
then
we
have
an
AmeriCorps,
VISTA,
Mikaela
fir
or
excuse
me
Ellen.
H
She
over
here
Ellen
she
Lee,
who
was
helping
us
with
a
variety
of
strategies
and
really
looking
at
ways
to
engage
our
promise
zone
and
thinking
about
the
violence
prevention
work
up
in
that
region.
We
have
Mikaela
FERC,
who
is
helping
us
think
about
the
budget,
particularly
doing
an
audit
of
the
budget
and
trying
to
see
how
our
city
is
investing
in
violence
prevention,
not
only
in
the
office
but
really
throughout
the
enterprise,
so
that
we
can
have
a
better
picture.
H
As
we
go
into
the
strategic,
the
strategic
plan
around
how
we've
invested
across
the
enterprise
and
where
we
might
have
some
gaps
and
opportunities
and
then,
lastly,
of
genes
lawyer
who's
really
helping
to
provide
support
of
an
administrative
work
and
making
sure
that
we're
getting
our
appointments
and
rooms
and
all
of
those
things
booked
and
has
been
really
an
amazing
ad
of
her
time
to
specifically
support
in
some
of
the
work.
So
we're
a
small
but
mighty
bunch.
H
A
H
Most
of
our
positions
are
a
series
of
hybrids.
My
position,
I
think,
is
the
only
one
fully
funded
by
the
city.
The
rest
of
the
positions
are
a
hybrid
of
City
dollars
and
grant
funding.
I
know
that
April
graves
position
is
almost
entirely
funded
through
the
CDC
grant.
There's
a
small
percentage
of
her
that
goes
from
general
fund.
I.
Think
it's
about
10%,
but
the
balance
of
that
is
CDC,
funded,
I'm,
not
sure
exactly
your
position,
but
it's
about
50%.
That
is
a
grant
funded
and
jeans
position
is
a
hodgepodge
of
Health
Department
dollars.
H
H
In
the
development
of
the
strategic
plan
we
feel
like
it
is
incredibly
important
and
with
the
advice
that
we
received
from
cities,
United
and
other
partners
nationally,
that
have
helped
to
design
offices
to
really
be
thorough
in
capturing
information
from
stakeholders
across
the
city,
and
that
really
speaks
to
the
need
to
talk
with
residents.
We
know
that
that
requires
time
and
requires
intentionality,
but
we
think
that
it's
really
important
that
wide
spreads
of
the
community
feel
like
they
know.
H
What's
going
on
with
the
office
that
they're
able
to
offer
insight
and
perspective
about
how
violence
is
impacting
them
and
that
that
will
help
us
to
really
focus
on
the
things
that
we
need
to
do
and
prioritize
how
the
office
should
do
its
work
to
ensure
that
we're
meeting
the
needs
of
the
people
who
are
most
in
acted
by
violence,
while
also
considering
the
cities
where
violence
may
not
be
the
number
one
issue,
but
that
they
are
incorporated
into
the
way
we
design
the
plan
in
our
work.
So
our
process
has
been
a
cheered
approach.
H
We
have
developed
an
online
survey
with
our
research
and
evaluation
team
that
is
live
right
now.
It
is
designed
to
be
a
quick
and
easy
way
for
constituents
across
the
minneapolis
arena,
as
well
as
folks
who
work
or
spend
a
lot
of
time
in
the
city
and
there's
a
question
that
asks
you
know
how
do
you
fit
in,
so
we're
really
clear
about
who
we're
talking
to,
but
we
feel
like
it's
important
for
people
at
a
quick
glance.
H
H
We
may
extend
the
timeline,
depending
on
the
number
of
respondents
that
we've
gotten
so
far,
we've
gotten
just
over
200
respondents,
which
is
less
than
we'd
like,
but
we
have
some
strategies,
we're
actually
meeting
with
communications
right
after
this
meeting
to
talk
about
ways
to
really
push
it
out
strategically
and
make
sure
that
you
know
a
robust
number
of
people
are
able
to
respond
to
the
survey.
I
have.
F
To
comment
so
I
had
the
opportunity
to
see
the
survey
and
fill
it
out.
It
hardly
took
any
minutes
at
all.
I've
encouraged
everybody
here,
who's
viewing
this
to
go
and
fill
that
out.
It's
easy
to
get
to
easy
to
fill
out
and
they'll
provide
valuable
information.
200.
Is
it
good
enough?
Let's
get
that
up
to
2,000
or
20,000.
H
You're
here
exactly
Thank,
You,
chair
and
vice-chair,
we
appreciate
that
support
and,
yes,
it
is
really
easy.
Pretty
simple
can
be
translated
if
needed.
We
really
want
to
get
as
many
people
to
fill
it
out
as
possible
and
to
the
rest
of
the
council,
members
and
those
who
are
listening.
Please
creating
your
newsletters
share
it
on
your
social
media.
We
real
want
to
make
sure
that
all
of
Minneapolis
gets
an
opportunity
to
give
us
their
feedback,
and
this
is
a
really
easy
and
simple
way
for
people
to
do
that.
E
E
Broader
I
know
that
the
coordinators
office
used
to
do
these
resident
wide
with
wilder
surveys
and
really
tried
to
use
those,
because
those
are
statistically
going
to
be
very
accurate,
whereas
something
where
you
asked
people
to
fill
out,
usually
a
survey
monkey
isn't
not
saying
that
that
doesn't
provide
useful
data
because
it
does,
but
it's
just
a
different
subset
or
audience
that
you're
getting
data
from
so
have
you
had
conversations
about
doing
something
more
broader
when
it
comes
to
that?
Thank.
H
You
for
the
question
council,
member
and
chair
Cunningham.
We
are
trying
to
look
at
the
widest
way
possible
and
so
we've
been
meeting
with
communications
as
I
mentioned.
We
have
a
conversation
with
them
this
afternoon
to
really
think
about
next
layers
and
next
steps
if
there
are
other
ways
to
push
out
communication,
and
so
that
is
definitely
a
question
that
I
will
pose
with
our
comms
team
to
see
if
they
have
some
suggestions
about
other
modes
or
ways
to
utilize
a
survey
tool
I
think
that's
a
great
suggestion
as
we're
gonna.
H
Next
move
into
the
next
strategy,
we'll
talk
a
little
bit
about
some
of
the
other
ways
that
we're
trying
to
pull
in
information.
Thank
you
for
the
question.
Thank
you.
The
second
way
that
we're
pulling
in
information
will
be
to
do
focus
groups,
so
we
want
to
be
intentional
in
talking
to
again
stakeholders
across
a
Minneapolis
arena
and
making
sure
that
we're
addressing
the
ethnic
diversity,
the
geographic
diversity,
the
experience
diversity
in
the
city.
Our
goal
is
to
conduct
a
minimum
of
35
focus
groups.
H
I'm
I'll
be
honest
in
saying
that
I
anticipate,
we
will
do
more
than
that.
I
I,
don't
want
to
over
promise,
but
I
do
really
feel
like
this
process
is
a
really
important
way
of
engaging
with
stakeholders.
We
are
really
focused
on
talking
with
groups
who
already
have
some
trust
established,
because
we
want
to
be
able
to
come
in
and
ask
questions
that
might
be
difficult
to
talk
about,
and
we
know
that
we
don't
have
the
luxury
of
time
to
be
able
to
do
that
kind
of
relationship,
development
work
with
groups
as
these
difficult
questions.
H
So
if
any
of
you
have
organizations
or
groups
in
your
ward,
that
you
think
would
be
a
great
fit
for
a
focus
group.
Please
let
us
know
we
are
in
the
process
of
conducting
and
scheduling
survey.
Our
focus
groups
right
now,
but
we're
excited
about
the
preliminary
conversations
that
we're
having
and
what
we
think
will
be
really
informative
outcomes
from
talking
with
people
who
are
not
necessarily
thinking
about
public
safety,
but
are
definitely
thinking
about
collective
impact
and
already
working
together.
Our
focus
groups
go
back
for
one
second,
when
we're
thinking
about
design
we're.
H
Looking
at
groups
that
have
seven
to
twelve
people,
as
it
said,
some
established
trust,
but
they
don't
necessarily
need
to
be
already
focused
on
public
safety.
So
when
we
talk
about
established
groups
were
thinking
about
neighborhood
organizations,
church
groups,
parent
associations,
folks
thinking
about
homelessness,
we
really
want
to
tap
into
groups
that
are
thinking
about
a
wide
range
of
subject
matter
and
get
them
to
give
us
their
feedback
on
how
violence
is
being
experienced
by
their
community
and
what
they
think
the
office
can
or
should
be
doing
to
address
it
next
slide,
please.
H
These
are
some
of
the
topical
arenas
that
we
think
that
we'll
focus
on
or
that
we
know
we
will
focus
on
in
talking
with
our
research
and
evaluation
team.
These
are
the
questions
or
buckets
of
work
that
they
think
we
should
really
be
asking
about
in
the
focus
group
to
understand
violence
in
your
community.
What
do
we
at
the
city
of
Minneapolis
need
to
know
trying
to
really
open
the
door
to
how
people
are
seeing
the
issue?
What
they're
experiencing
what
violence
related
issues
are
not
getting
enough
attention?
We
know
that
oftentimes.
H
H
On
the
issue
of
Public
Safety,
we
thought
that
they
would
be
a
great
asset
to
tap
into,
so
our
research
and
evaluation
team
will
be
doing
a
deep
dive
training
with
them
on
facilitation,
because
we
want
to
make
sure
that
they
have
the
skills
and
then
know
how
to
do.
The
work.
We'll
also
have
transcription
and
reflection
in
this
in
the
focus
groups.
So
people
will
both
get
some
new
skills
within
the
city,
as
well
as
having
folks
from
community
that
represent
those
communities
engaging
and
leading
those
focus
groups.
H
And
then
our
last
process
for
gathering
information
that
we
know
and
have
established
are
some
reflection
sessions.
And
this
is
to
some
degree
and
ask
of
you
all.
We
are
looking
at
doing
reflection
sessions
that
will
both
talk
about
what
we've
gotten
from
people
as
far
as
feedback
in
the
surveys
and
in
the
focus
groups,
but
also
allow,
in
a
ward,
by
Ward
fashion,
people
to
give
us
a
reflection
back
as
to
whether
or
not
that
information
feels
right.
We
think
it's
really
important
at
some
point
to
have
full-on
public
sessions.
H
We
know
that
sometimes
those
can
be
difficult
to
plan
and
challenging
and
get
folks
in
the
right
space
at
the
right
time
with
all
the
right
pieces.
But
we
think
it's
a
really
important
thing
to
do
to
make
sure
that
each
Ward
is
heard
on
how
violence
is
showing
up
in
their
community
and
that
we're
able
to
take
that
into
account
as
we
design
our
plan.
H
For
the
strategic
plan
at
large,
so
taking
again
that
three-tiered
approach
of
a
survey
that
focus
groups
and
then
some
full-on
public
sessions
to
really
feel
like
as
we
design
a
strategic
plan,
we
can
come
into
it
with
confidence
that
we've
talked
to
a
lot
of
stakeholders
on
the
ground,
about
what
they'd
like
to
see
the
office.
Doing
programatic
arenas
as
well
as
really
how
the
strategic
plan
should
be
formed
to
address
the
highest
needs
and
there
in
our
city,
strategic
planning
timeline.
H
So
I
felt
like
it
was
important
to
give
you
guys
a
bit
of
an
update
about
where
we've
been
in
2019.
You
could
go
to
the
next
slide.
The
office
of
violence
prevention
was
developed
by
budget
and
by
you
all
in
the
beginning
of
2019,
but
in
effect
we
really
didn't
get
started
for
a
little
while
so
in
2019
we
were
developed
in
January.
We
that's.
You
know
we're
staying
true
to
that
that
the
office
was
established
in
2019
January.
H
You
know
I
mean
it's
not
something
that
we
could
have
done
a
whole
lot
about,
but
we
are
itching
to
go
now
and
have
gotten
some
things
up
and
running,
and
so
in
September
we
were
able
to
formalize
I'm
an
official
ta
plan
with
cities
United
and
to
develop
some
strategies,
particularly
around
the
data
collection
and
the
importance
of
talking
with
folks
on
the
ground.
In
December,
we
were
able
to
get
Josh
on
board
as
a
manager
which
has
been
really
critical
in
removing
some
of
the
administrative
responsibilities.
H
That
I
was
tasked
with
at
the
beginning
of
the
year,
so
that
I
can
focus
on
the
design
of
the
strategic
plan
and
he
can
help
with
more
of
the
day-to-day
operation
of
the
office
and
then.
Lastly,
in
December
we
began
the
data
collection
process
to
start
asking
those
really
critical
questions
about
how
violence
is
showing
up
in
community
I
would.
A
Like
to
pause
right,
quick
for
some
clarification,
so
actually
the
office
of
violence
prevention
was
established
by
ordinance,
yeah
and
partially
funded
by
the
city
budget.
So
I
just
wanted
to
clarify
so
that
folks
understand
that
it
was
not
purely
budgetary,
but
actually
that
it
exists
now
in
the
Code
of
Ordinances
as
well.
Thank.
H
An
important
point
of
clarification
and
we
will
make
an
update
to
the
language
in
the
slides
Act
to
make
sure
that
it
is
reflected.
You
are
absolutely
right.
I
think
we
were
just
muddling
with
some
words
but
you're,
absolutely
right.
It
is
in
ordinance
and
the
books,
a
real
life
thing
and
I
think
we
should
take
a
lot
of
pride
in
that.
Minneapolis
is
the
first
city
in
many
in
this
state
of
Minnesota
to
develop
an
office
of
violence
prevention,
which
is
a
really
important
trend-setting
thing.
H
H
This
is
a
strategic
plan
timeline
for
2020,
so
a
little
bit
of
an
update
about
what
we
think
we'll
be
able
to
accomplish
so
right
now
we
are
in
the
data
collection
phase.
Our
online
survey
is
up
and
active.
We
are
beginning
to
schedule
and
do
focus
groups
around
the
office
of
violence
prevention.
In
April,
we
hope
to
have
the
office
of
violence
prevention
have
a
soft
launch.
Our
goal
is
to
be
able
to
have
some
local
material,
at
least
some
high-level
goal
and
priority
areas.
H
H
What
this
office
is
what
it
looks
like
what
it
does,
and
sometimes
as
government
we
don't
always
do
the
best
job
of
doing
the
design
work
and
so
having
some
help
from
them
and
a
specialist
on
this
issue,
along
with
our
communications
team,
we
think,
will
be
a
really
important
way
to
get
some
branding
and
design
that
people
can
easily
recognize.
I.
Think
as
we
talk
with
folks
in
community,
one
of
the
things
we've
heard
is
that
people
are
not
always
clear
about
the
programs
that
we
have
and
how
the
city
is
funding
them.
H
H
Our
hope
is
that
by
the
end
of
summer,
we
will
have
a
full
violence
prevention,
strategic
plan.
We
would
like
to
say
that
it
will
happen
a
little
earlier
than
that,
but
we
want
to
be
as
honest
and
forthcoming
as
we
can
be,
and
so
we
know
that
this
is
people
driven
and
that
it
will
largely
be
dependent
on
the
number
of
people
that
we
can
talk
to,
because
we
are
really
focused
on
quality
over
yes,
quality
over
quantity,
and
we
don't
want
to
just
create
something
and
say
it's
good
enough.
H
We
want
to
make
sure
that
we
really
have
talked
to
a
lot
of
people
who
are
impacted
by
the
need
for
an
office
and
that
their
voices
are
deeply
reflected
in
the
process
and
so
I
think
that
that
concludes
my
formal
updates
about
kind
of
where
we've
been,
where
we're
at,
and
the
process
that
we're
using
to
gather
this
information.
At
this
time,
I'd
like
to
welcome
quani
qua
from
cities
united
up
to
the
podium.
To
give
you
an
update
about
strategic
planning,
welcome.
I
Thank
you,
hello.
Thank
you
all
for
having
me
my
name
is
co-equal
Karthi
and
the
city's
United
and
I
serve
as
our
Director
of
Planning
and
programs
Thank
You
Sasha,
for
allowing
us
to
get
here.
We
got
in
this
morning
and
the
first
activity.
So
thank
you
all!
Thank
you.
So,
as
some
of
you
all
know,
Cities
United
has
been
in
Minneapolis
since
2015.
I
You
all
hosted
one
of
our
annual
convenings
here
in
2017
I
believe
so
we
are
quite
quite
familiar
with
the
city
in
becoming
increasingly
friends.
So
thank
you
all
again,
Josh
for
folks
who
are
not
as
familiar
with
cities
United.
So
we
are
a
national
based
nonprofit
who
supports
mayor's
across
the
country
to
really
look
at
the
epidemic
of
homicides
of
black
men
and
boys.
I
Our
goal
is
to
reduce
that
number
by
50
percent
by
year,
2025
I'm,
with
the
vision
of
really
creating
safe,
healthy
and
hopeful
communities,
and
so
right
now
we're
in
a
hundred
and
thirty
cities
with
a
goal
of
500.
So
we
have
a
large
task
and
we
are
excited
that
Minneapolis
is
a
part
of
that
conversation.
I
I
So
briefly,
the
overview
of
the
partnership
where
we've
been
so
far
I
already
mentioned.
We
did
the
road
map
here
as
well.
We
did
our
annual
convening
and
then
we
started
back
the
relationship
a
little
bit
last
year.
Is
that
correct
last
year
we're
really
looking
at
what
the
ovp
does
that
functioned,
the
core
functions
of
the
ovp
and
that's
where
we
are
still
now
so
looking
through
that
strategic
planning
process,
so
there's
kind
of
four
key
areas
that
we've
suggested.
I
So,
of
course,
strategic
planning
can't
echo
that
enough,
but
also
the
marketing
and
promotions,
along
with
the
community
crisis
response
protocol
and
then
measuring
success,
of
course,
and
I
walk
briefly
through
each
of
those
right
now,
depending
on
time,
of
course.
So
the
strategic
planning
process
and
support
that
we've
been
at
now.
Sasha
already
talked
a
little
bit
about
that.
I
So
all
of
the
meetings,
the
community
meetings,
the
data
collection-
is
really
looking
at
how
the
ovp
the
role
of
the
ovp
can
function
and
the
purpose,
as
well
as
some
of
the
key
ingredients
that
it
takes
to
run
an
this,
and
that's
really
important
to
note,
because
with
that
comes
a
lot
of
limitations
that
we
often
forget
about
so
out
of
the
130
cities
that
we
work
with
there's
only
a
handful
of
them
who
are
actually
doing
this
work
right
here.
The
work
of
developing
an
office
and
I
think
that's
important
to
note.
I
So
when
you
all
were
applauding
that.
Yes,
that's
an
please
do
applaud
yourselves
loud
and
clear
that
that
is
an
accomplishment
that
you
all
should
be
really
praising,
and
especially
through
an
ordinance,
but
with
that
comes
a
number
of
limitations.
Of
course,
so
there's
only
so
much
that
can
happen.
I'm
out
of
this
office
and
so
part
of
that
work.
You
have
to
be
very
clear
about
the
definitions
that
you
all
use
and
so
the
work
around
defining
what
violence
actually
means
for
you
all
is
highly
important
and
that
will
limit
a
little
bit.
I
That
will
be
limited
until
we
finish
the
work
of
some
of
the
community
planning
that
you
are
doing,
and
then
the
second
part
of
that
is
the
looking
at
the
goals
and
activities
that
the
city
and
the
community
as
a
whole
has
a
role
in
so
there's
the
work
of
the
office
and
then
there's
a
work
of
that.
The
city
as
a
whole
in
the
community
has
to
do,
and
part
of
that
is
the
work
of
the
office
around
convening,
collaborating
and
connecting
right.
I
So
they
have
to
do
all
of
that
at
the
same
time
as
lead
the
goals
and
the
activities
which
is
more
programmatic
in
nature
and
so
cities
yu9.
It
really
looks
through
the
programs,
the
practices
and
the
policies,
and
so
that's
when
we,
when
they
break
down
some
of
the
the
data
that
you
all
will
get
really
looking
through
all
three
of
those
areas.
So
what
are
their
programs?
What
are
the
practices?
I
What
are
the
policies
that
the
office
really
needs
to
pay
attention
to,
and
so
those
are
kind
of
two
big
huge
pieces
of
strategic
planning
that,
where
cities
United
is
proud
to
support,
proud
to
be
on
board
for
and
to
help
walk
through
that
process.
I
want
a
little
bit
talk
a
little
bit
more,
also
just
about
what
the
strategic
planning
process
will
hopefully
come
out
with.
So
that's,
of
course,
having
a
strategic
plan
for
the
office
and,
of
course,
having
a
citywide
comprehensive
public
safety
plan
as
well.
I
A
G
For
being
here
and
for
for
assistance
and
in
strategic
planning,
I'm
looking
at
the
mission
of
citizen,
I,
net
and
I
have
a
couple
questions.
You
know
it
talks
about
any
violence
against
african-american
men
and
boys,
which
is
really
admirable,
though,
that
we
must
be
focus
on,
but
I'm
wondering
in
strategic
planning
with
other
communities
and
in
here
in
Minneapolis.
G
Is
there
a
focus
on
transgender,
identifying
women
being
murdered
in
our
communities
and
how,
if
it's
not,
how
can
that
be
included
in
the
strategic
thinking
and
then
I
guess?
My
second
question
is:
is
st.
Paul
one
of
the
cities
just
because
you
know
violence
doesn't
really
know
boundaries
right,
like
yeah.
I
G
I
Thank
you
for
both
of
those
questions.
I'll
tackle
the
second
one
first
and
then
Acts
I
should
have
come
up
and
answer
the
first
one.
So
yes,
since
Saint
Paul
is
one
of
cities
around
its
partner
cities,
we
engaged
them.
Last
time
we
were
in
town,
September,
2019
I
believe
we
had
a
meeting
with
all
Brooklyn
Park
Brooklyn
Center
in
st.
Paul,
all
three
in
Minneapolis
right
of
course,
and
you
are.
B
I
Had
a
meeting
with
all
four
in
all
four
cities
seem
to
be
engaged
and
wanting
to
have
a
more
collective
conversation,
so
we're
in
these
early
initial
stages,
right
now,
thinking
through
what
that
joint
approach
could
look
like,
but
we
are
excited
about
what
this
evening
we're
having
a
dinner
as
well
to
revisit
that
conversation.
So,
yes,
they
are
cities
along
with
Brooklyn
Park
in
Brooklyn
Center.
Thank
you.
H
Thank
you
for
the
question.
In
addition
to
just
some
feedback
from
the
second
question,
we
were
actually
advised
by
cities
United
as
well
as
John,
Jay,
College
of
the
National
or
particular
safe
communities
to
do
some
peer
exchange
work
and
we
went
to
Oakland
the
Bay
Area
to
look
at
variety
of
cities.
The
first
city
to
ever
have
a
violence
officer.
Violence
prevention
was
Richmond
California,
so
we
went
to
go
see
their
work
as
well
as
San
Francisco
and
Oakland,
and
I
invited
the
person
that
Ramsey
County
and
st.
H
Paul
have
hired
to
lead
their
violence
prevention,
work,
Danny
Gibbons,
to
join
me
for
that
site
visit,
so
I
was
able
to
spend
a
week
with
him
really
strategically
thinking
about
what
the
work
would
look
like
across
both
twin
cities.
So
we
are
trying
to
be
very
intentional
about
how
we
work
with
our
partnering
city
across
on
the
east
Metro,
as
well
as
the
surrounding
suburbs,
in
both
st.
Paul
and
Minneapolis.
We
recognize
that
people
in
this
Twin
Cities
live
a
Twin
Cities
life.
You
know
they
might
live
in
st.
H
Paul
work
in
Minneapolis
go
to
school
in
Anoka,
and
so
we
recognize
that
we
really
are
representing
a
metropolitan
community
and
that
we
have
to
think
about
the
way
that
violence
travels.
We
know
we've
seen
uptick
in
violence
that
you
know
percolates
across
the
river,
and
so
it
is
important
for
us
to
think
about
it.
That
way.
So
thank
you
for
that
question.
A.
H
Thank
you
for
you
awesome
yeah.
Thank
you
for
that
vice-president.
In.
In
regards
to
the
second
question.
While
cities
United
is
pretty
literally
focused
on
african-american
youth
and
young
men,
our
city
will
be
comprehensive
and
looking
at
all
Minneapolis
residents.
So
through
that
focus
group
process,
we
are
looking
for
allies.
We
are
planning
to
do
some
focus
group
work
without
front
as
well
as
some
other
organizations
focused
on
the
GLBTQ
community.
H
We
will
be
trying
to
take
a
deeper
dive,
specifically
with
trans
youth,
through
youth
link
and
some
of
the
other
organizations
that
serve
young
people
in
particular,
who
self-identify
as
trans.
So
that's
why
I'm
very
honest
and
saying
that
I
know
we
have
an
ambitious
timeline,
but
we
really
want
to
take
the
time
to
find
the
right
people
to
give
us
insight,
and
that
may
require
a
little
bit
more.
You
know
time
been
what
we'd,
like
you
think
it's
important
I'd.
A
H
I
Thank
you
for
those
questions.
Now
I'm
gonna
move
forward
thinking
through
the
marketing
and
promotions
work.
So
the
second
piece
of
city,
United's,
technical
assistance,
is
around
marketing
and
promotions
and
we're
one
excited
to
say
that
we've
we've
secured
one
of
our
partners
to
really
help
us
think
through
this
bill,
Renaissance
and
with
the
Renaissance
creative
group
who
does
marketing
and
advertising
through
a
multi
cultural
lens
and
who
has
a
wealth
of
experience
looking
through
advertising
and
marketing
when
it
comes
to
social
impact.
I
So
this
group
helped
around
some
of
the
social
norming
campaign
or
not
helped
developed
the
social
norming
campaign
that
came
out
of
a
youth
violence,
prevention,
Research
Center,
with
the
University
of
Louisville
as
Public
Health
Department,
a
CDC
funded
activity.
Just
some
brilliant
work
has
come
out
of
that
really
looking
through
the
city's
history
in
culture
and
how
to
speak
directly
to
the
city
as
a
whole,
with
targeted
approaches
and
really
elevating
the
role
of
youth
and
young
people
and
is
particularly
individuals.
I
Because,
again,
when
we
think
about
this
work,
it's
not
just
about
local
government
leading
and
doing
the
work,
but
it's
about
the
community
as
a
whole,
seeing
themselves
in
the
work
and
seeing
that
they
are
part
of
the
solution
and
so
thinking
through
communications,
marketing
and
promotions.
It's
vital
that
we
think
about
this
campaign
through
a
campaign
approach
to
really
bring
people
in
and
not
just
to
inform
them
of.
What's
happening,
I
mean
that's.
I
Briefly,
I'll
talk
a
little
bit
about
the
community
crisis
response
protocol,
so
cities
United
will
be
providing
some
strategy
implementation
support
around
what
it
could
look
like
when
a
homicide
or
a
shooting
or
another
traumatic
event
happens
in
the
city.
What
do
we
do?
Is
it
all
emergency?
Is
it
all?
9-1-1
is
an
all
law
enforcement,
or
is
there
community
response
around
the
country?
There's
not
a
lot
of
things
happening,
but
we
know
of
a
few.
I
So
we
have
a
few
people
in
Pittsburgh
we
have
New
York
a
number
of
places
throughout
the
country,
still
limited,
who
are
really
thinking
through
this
and
have
deployed
resources
to
say
that
we
all
have
a
role
when
something
happens
and
how
do
we
all
hold
each
other
accountable,
but
at
the
same
time,
how
do
we
embrace
each
other
when
something
happens
and
that's
looking
through
providing
mental
health
resources?
When
something
happens
that
looks
like
providing
various
other
services
when
something
happens
in
a
community
and
ideally
not
just
when
the
news
media
hits
right.
I
So
we
know
that
our
people
are
impacted
when
homicides
and
shootings
happen
in
their
neighborhood
and
are
impacted
on
a
very
emotional
physical
levels
as
well,
and
not
just
with
children
but
adults
as
well.
So
when
things
happen,
how
do
we
respond
and
really
looking
through
this
protocol
for
here
in
Minneapolis,
is
one
of
those
solutions
that
would
be
focused
on
as
well?
Yes,.
A
I
Right
thanks
and
then
the
last
piece
is
measuring
success,
of
course,
and
I
also,
you
all
are
doing
great
things
right
now.
Right
and
a
number
of
the
localities
are
lining
up
equally,
but
making
sure
that
we
praise
where
the
work
is
happening
and
not
just
thinking
about
some
of
the
law
enforcement
numbers
that
go
down
or
it
might
change
over
time,
but
looking
at
other
all
the
social
determinants
of
health.
That
shift
and
change
throughout
the
work
that
we're
doing,
but
then
also
paying
attention
to
the
the
data.
I
That's
a
little
harder
to
track
right
and
that's
more.
What
cities
United
cause
dignity
data,
so
that
dignity
data
is
a
little
bit
of
the
harder
things.
But
it's
the
the
work
that
Sasha
and
Josh
do
on
a
regular
basis,
really
just
around
engaging
community
members
making
people
feel
heard
and
valued.
That's
a
little
bit
harder
to
do.
But
that's
one
of
the
tasks
that
we
have
to
do
in
order
to
tell
this
story
a
little
bit
more
comprehensively
and
so
we'll
be
thinking
through
that
and
I'm
helping
Sasha
and
the
O
VPS.
A
H
Would
only
say
thank
you
for
the
opportunity,
chair
and
council
members
and
also
thank
you
for
your
support.
It
has
been
an
ongoing
journey,
but
we
feel
very
fortunate,
myself
Josh
the
rest
of
the
team
to
be
leading
this
work.
We
are
encouraged
every
time
that
we
have
an
opportunity
to
share
what
we're
doing
with
you
all
with
the
community
and
obviously
with
our
partners
from
cities.
United,
we
are
eager
to
see
what
the
outcomes
we
can
develop
together
will
be
for
2020
around
creating
a
safer
Minneapolis.
Thank
you
thank.
A
Just
want
to
raise
and
praise
the
power
of
leveraging
partnerships
and
the
power
of
convening
that
you,
as
the
director
of
this
office,
have
really
demonstrated
with
bringing
in
support
from
cities
United.
We
also
work
with
John
Jay
College.
You
also
are
working
with
the
navigators
in
the
police
department,
so
even
interdepartmental
collaborations,
you
are
doing
amazing
work
with
leveraging
that
that
that
skill
and
it's
going
to
benefit
our
city
overall.
So
thank
you
so
much
for
your
leadership.
In
that
way.
Thank.
H
You
for
recognizing
that
we
really
appreciate
it.
We
do
see
this
as
an
enterprise-wide
Twin,
Cities,
wide
state
federal
partnership
and
that
you
know
Minneapolis
is
leading
the
way
on
this
charge
in
our
state.
But
we
want
to
be
intentional
about
how
we
leverage
everything
we've
got
to
offer
to
make
this
the
best
thing
that
it
can
be.
Thank.
A
You
I'm
also
excited
to
hear
that
Brooklyn's
are
also
engaged
and
I
started,
representing
North
Minneapolis,
and
we
see
particularly
the
northern
end
of
North
Minneapolis
that
that
shares
a
border.
We
do
see
a
lot
of
movement
in
that
area,
so
so
I'm
grateful
that
they're
engaged
so
great
is
there?
Are
there
any
other
questions
or
comments
all
right,
seeing
none.
Thank
you
all
so
much
for
being
here
for
the
presentation.
This
has
been
very
informative.
A
I
will
move
to
receive
and
file
an
update
report
relating
to
the
office
of
violence,
Prevention's,
violence,
prevention,
strategic
planning
process,
all
those
in
favor,
please
signify
by
saying
aye
aye,
those
opposed,
say,
nay,
the
eyes
have
it
in
that
item
carries
with
no
further
business
before
the
committee.
We
are
adjourned.