►
From YouTube: October 18, 2021 Budget Committee
Description
Additional information at
https://lims.minneapolismn.gov
B
Good
afternoon
my
name
is
lenny
palmisano,
I'm
the
chair
of
the
budget
committee
and
I'm
going
to
call
to
order
this
regular
committee
meeting
for
monday
october
18th.
I'd
like
to
note
for
the
record.
This
meeting
has
remote
participation
by
council
members
and
city
staff
as
authorized
under
the
minnesota
open
meeting
law
due
to
the
declared
state
of
local
public
health
emergency
oops.
B
I
will
also
note
that
the
city
is
recording
and
posting
this
meeting
to
the
city's
website
and
youtube
channels
as
a
means
of
increasing
public
access
and
transparency.
This
meeting
is
public
and
subject
to
minnesota
open
meeting
law.
At
this
time.
I'll
ask
the
clerk
to
please
call
the
role
and
verify
the
presence
of
a
quorum.
C
D
D
E
B
11
members
present,
thank
you,
please
let
the
record
reflect
that
we
have
a
quorum
today.
We
will
continue
hearing
presentations
from
city
departments
on
the
mayor's
2022
recommended
budget
on
today's
agenda
is
the
police
department,
the
fire
department
and
9-1-1.
I
will
first
recognize
chief
medaria
arredondo
to
give
the
presentation
for
the
police
department
welcome
chief.
A
Good
morning,
madam
shira
indianapolis
city
council
members,
thank
you
for
allowing
myself
and
director
mcpherson
our
finance
team
to
present
our
minneapolis
police
department
budget
overview
that
was
recommended
by
mayor
jacob
fry
first
slide.
So
I'd
like
amount
of
chair
and
council
members
to
start
off
with
what
really
grounds
us
as
the
police
department.
A
This
is
our
oath
of
office
and
we
had
the
very
fortunate,
very
intentional
opportunity
last
year
to
really
reframe
our
oath
of
service,
and
we
did
that
in
collaboration
with
our
minneapolis
naacp,
as
well
as
our
minneapolis
urban
league,
and
just
want
to
note
that
as
part
of
this
oath,
I
want
to
highlight
that
our
officers
are
recognizing
that
those
that
they
serve
are
members
of
the
human
family,
worthy
of
dignity
and
respect
and,
in
my
term
in
office,
shall
be
guided
by
my
love
of
service
to
the
community
and
our
grace
of
humanity.
A
And
so
this
is
the
first
time
that
our
oath
of
office
has
really
been
done
in
collaboration
with
our
community
stakeholders.
I
want
to
thank
our
city
clerk,
mr
casey
carl,
for
administering
this
all
to
all
of
our
appointed
leadership.
Last
year,
and
has
done
so
subsequently
with
all
of
our
recruit
and
cadet
classes,.
F
Members,
thank
you
very
much.
I
wanted
to
just
give
a
brief
overview
of
the
budget
for
2022
is
part
of
the
mayor's
recommended
budget.
The
recommended
budget
of
191.9
million
includes
non-general
funds
of
4.4
million
for
a
general
fund
recommended
budget
of
187.6
million.
The
mayor's
recommended
total
fund
budget
is
an
increase
of
17
or
27.6
million
over
the
council-approved
budget
of
2021..
F
F
A
A
Chair
city
council
members,
I'd
like
to
now
kind
of
go
over
the
impacts
related
to
the
2020
through
2021
impacts
on
our
city
of
minneapolis,
specifically
related
to
the
effects
of
our
patrol
organizations,
investigative
agencies,
our
investigative
investigators,
as
well
as
the
crime
increases
minneapolis.
We've
experienced
certain
significant
increases
in
certain
violent
crimes
over
this
past
year,
and
that
has
had
an
impact
as
well
on
our
staffing
and
our
reduction
of
staffing.
A
So
the
loss
of
131
officers
from
our
patrol
bureau
is
equivalent
to
a
staffing
of
an
entire
precinct.
So
we
are
seeing
the
impacts
of
that
I've
had
to
make
the
decisions
in
relationship
to
our
staffing
to
eliminate
our
foot
beats.
A
Many
of
those
were
provided
throughout
our
city,
whether
it
was
lake
street,
whether
it
was
innocent,
avenue,
first
avenue,
central
avenue
or
broadway.
I've
also
had
to
eliminate
three
out
of
the
five
community
response
teams
over
the
past
year.
That
has
also
caused
reduction,
increasing
supervision
as
well
as
property
crime
staffing.
A
There's
also
been
the
elimination
of
our
community
engagement
teams
and
our
procedural
justice
unit
that
was
very
vital
as
well
to
our
city,
as
well
as
the
department
we
no
longer
have
the
violent
criminal
apprehension
team,
our
weapons
unit,
our
safe
streets
task
force
and
our
gang
interdiction
teams.
Those
are
significant
because
those
were
all
instrumental
in
being
very
proactive
units
to
help
us
address
some
of
the
violent
crime
in
our
city.
A
One
of
the
things
that
I
think
is
going
to
be
very
important
to
make
sure
that
I'm
also
recognizing
uplifting
the
work
that
our
investigation
teams
have
done.
They
are
there
for
victims
of
crime
and
oftentimes
victims
are
left
out
of
the
conversations,
as
it
relates
to
public
service
and
public
safety.
A
A
This
slide
here
captures
our
patrol
investigations
and
other
units
in
terms
of
the
reduction
from
2019
to
2021.
So
from
a
patrol
perspective,
you
can
certainly
see
that
back
in
2019.
A
A
These
are
the
individuals
who
are
sworn,
who
can
literally
show
up
and
be
of
service
to
our
city
at
this
time,
so
we've
certainly
seen
a
reduction
in
those
numbers.
Over
the
past
couple
of
years,
the
pie
chart
is
showing
what
our
general
fund
expenses
are
allocated
for
and
obviously
the
bulk
of
that
is
our
personnel
cost
and
secondarily
our
internal
service
charges
next
slide.
A
A
Investigations
is
playing
a
key
role
in
making
sure
that
they're
focused
on
a
violent
crime
through
trauma-informed
services,
as
well
as
a
victim-centered
approach.
This
is
an
opportunity
also
to
provide
wrap-around
services
to
some
of
our
most
vulnerable
populations
that
are
disproportionately
affected
by
violence.
A
A
Part
of
the
investigation
work
is
our
sexual
assault
investigations.
Many
of
you
may
be
aware
of
the
sexual
assault,
kit,
initiative
or
sake.
A
There
are
1261
cases
that
were
backlogged
that
were
sent
to
the
bca,
of
which
724
have
now
already
been
tested
about.
260
of
those
unrestrict
unrestricted
kits
remain
to
be
said
for
testing,
but
all
those
current
kits
are
tested
in
compliance
with
state
law.
I
also
want
to
acknowledge
the
work
of
our
sex
crimes
unit.
A
Just
recently,
the
minneapolis
police
department,
sex
crime
unit
was
named
unit
of
the
year
by
minnesota,
sex
primes
investigators,
and
I
also
want
to
acknowledge
the
great
work
by
sergeant
matt
wendy,
who
was
honored
as
well
as
investigator
of
the
year.
A
We
also
know
that
we've
been
experiencing
a
prevalence
in
gun
violence
in
our
city
and
we
are
able
to
utilize
what
is
called
the
nibin
system,
which
is
the
national
integrated
ballistics
information
network,
and
this
is
able
for
us
to
track
weapons
being
used
or
linked
in
different
types
of
crimes.
Violent
crimes
throughout
the
city-
and
I
want
to
just
note
that
of
this
year
in
2021,
we've
been
able
to
confirm
knight
in
hits
of
871
cases.
A
We've
had
900
leads
that
have
been
sent
out
to
our
investigators,
just
this
year
alone
and
our
forensic
team's
under
the
direction
of
our
wonderful
leader
director,
shannon
johnson.
Their
teams
have
responded
to
over
920
crime
response
scenes
and
have
collected
over
2200
discharge,
cartridge,
casings
and
already
this
year,
processed
over
860
guns
next
slide,
so
just
to
give
an
overview
of
the
year
in
review
from
2020
compared
to
2019
I'll
just
say
that
from
2020
versus
2019,
and
I
always
want
to
preface
it
while
these
are
statistics.
A
A
We've
also
had
from
2020
versus
2019
566,
more
victims
of
aggravated
assault
in
our
city
from
2020
to
2019,
there
were
282
more
victims
of
gunshot
wounds
and
from
2020
to
2019.
A
Sadly,
these
numbers
are
just
until
october
11th,
but
for
for
this
time
frame
here,
we've
had
seven
more
victims:
who've
lost
their
life
to
homicide.
We've
had
91
more
victims
of
aggravated
assault,
that's
from
2021
of
this
year.
Compared
to
last
year,
we've
had
99
more
victims
of
gunshot
wounds
and
we've
had
67
more
victims
of
robbery.
A
So
our
patrol
bureau
are
those
men
and
women
who
are
employed
as
uniform
patrol
personnel
and
also
our
civilian
staff
and
investigators
assigned
to
our
five
minneapolis
police
precincts.
Their
goal
is
to
provide
emergency
response
to
criminal
activity
and
be
responsive
to
911
calls
and
community
needs
for
safety
and
security.
A
That
is
the
lowest
number
that
I
have
ever
recalled
in
my
30
plus
years
of
being
with
minneapolis
police
department.
But
that
being
said,
we
are
going
to
continue
to
be
problem.
Solvers
we
are
going
to
continue.
The
men
and
women
out
there
are
are
doing
a
phenomenal
job,
responding
to
these
crime
issues,
violent
crime
issues
throughout
the
city
day
in
and
day
out.
I
also
mentioned
earlier
that
there
are
five
previous
cert
teams,
community
response
teams.
A
We
have
two
remaining
and
they
are
working
collectively
to
address
crime
and
violent
crime
issues
throughout
the
city,
and
they
continue
to
be
very
proactive
and
and
being
very
focused
through
intelligence-based
initiatives
and
trying
to
go
after
those
most
violent
criminals
who
are
harming
our
community.
A
We
will
continue
to
use
our
strategic
operations
division
that
provides
that
timely
intelligence
and
data
and
analytics,
as
well
as
the
mutual
aid
from
our
state,
local
and
regional
partners,
I'm
very
thankful
for
our
local
departments,
whether
it's
metro,
transit
police
department,
our
hampton
county
sheriff's
office,
our
minnesota
state
patrol
university
of
minnesota
pd,
as
well
as
our
state
resources
in
terms
of
the
bca
and
our
atf
federal
agents
and
fbi,
so
that
work
will
continue.
A
That
will
be
our
new
normal
as
we
move
forward
into
the
new
year
next
slide.
Please
just
want
to
highlight
again
the
race
empathy,
race,
equity,
impacts
of
this
work
again,
87
of
our
victims
of
violent
crime
in
minneapolis
are
people
of
color
and
they
account
for
the
highest
percentage
african
americans.
Specifically,
they
represent
eight
out
of
the
ten
eight
out
of
ten
victims
of
violent
crime
in
our
city.
The
two
major
precincts
we're
seeing
this
at
our
third
precinct
and
the
fourth
precinct
next
slide.
Please.
A
This
can
create
an
erosion
of
trust,
and
so
it
is
very
critical
and
important
that
we
continue
to
try
to
make
sure
that
we
have
adequate
police
personnel
to
again
make
sure
we're
getting
the
best
effect
of
service
to
those
that
we
serve
in
our
in
our
city
and
also
to
help
build
those
trust
we
also
make.
We
have
to
make
sure
that
that's
being
intelligence
and
data
driven,
lead,
policing
and
also
under
the
framework
of
procedural
justice.
A
Next
slide,
please
this
slide.
Madam
sharon
city,
council
members.
Just
again
that
highlights
where
we're
seeing
the
breakdown
in
terms
of
the
calls
throughout
the
five
precincts,
we
can
see
that
basically,
third
fourth
precinct
tends
to
be
the
majority
of
those
calls
with
certainly
fifth
precinct
first
precinct
and
then
second
precinct,
with
the
remaining
percentage
of
those
calls
with
a
third
less
personnel.
A
The
officers
have
this
year
alone,
responded
to
over
160
000
911
calls.
I
want
to
make
note,
too,
with
the
prevalence
of
gun
violence
that
we've
seen
our
officers
are
out
there
they're
responding,
there's
been
several
incidents
over
the
past
a
couple
of
years
where,
because
of
their
quick
response
and
life,
safety
needs
they've
saved
many
people
in
our
city
from
dying
out
here
in
our
city
streets
from
gunshot
wounds,
including
some
of
our
children,
by
applying
tourniquets
and
getting
them
in
their
squad.
A
Cars,
not
waiting
for
an
ambulance
and
taking
them
straight
to
whether
it's
a
hennepin
healthcare
or
north
memorial
back
in
2020
3600
mpd
officers
received
the
life
saving
award
this
year.
In
2021
alone,
we've
had
over
20
officers
receiving
life-saving
awards.
Again,
I
want
to
also
just
note
in
terms
of
the
race
equity
impact.
African-Americans
are
disproportionately
represented
in
terms
of
the
victims
of
crime
here
in
our
city
next
slide,
please,
we
also
have
the
special
operations
intelligence
division
of
the
minneapolis
police
department.
A
This
is
a
unit
that
is
delivering
specialized
response,
including
including
very
rapidly
evolving,
unexpected
emergencies,
which
may
occur
in
our
city,
they're,
helping
us
to
investigate
crime,
protect
the
safety
of
the
public
in
response
to
any
significant
incidents
or
acts
of
terrorism
that
might
occur.
We
have
the
strategic
information
center
or
sic,
providing
us.
A
Real-Time
crime,
information
data,
mining
link,
analysis
to
aid
in
the
deployment
of
department
resources
again,
so
we're
not
using
a
broad
net,
we're
using
a
scalpel
to
make
sure
that
we're
very
strategic
and
and
eliminating
or
trying
to
reduce
the
harm
that
those
few
members
are
doing
to
our
city,
and
then
we
also
have
other
specialized
units
included
in
that
next
slide.
A
Next
slide,
we
have
the
professional
standards
and
administration
and
professional
development
units.
This
unit
consists
of
our
leadership
and
organizational
development
division,
our
training
and
hiring
our
business
technology
unit,
research
and
policy
development,
as
well
as
internal
affairs-
and
this
is
also,
I
should
say,
includes
our
work
without
to
providing
public
health
and
safety
oversight
and
wellness
to
protect
our
employees
and
well-being.
A
This
work
is
very
important.
This
work
also
helps
to
build
those
stronger
relationships
with
our
community.
I
want
to
also
I'm
very
thankful
that
the
eis
system
that
we
were
able
to
secure
that
this
year
will
help
in
terms
of
performance
management.
A
We
want
to
continue
to
focus
on
wellness
for
our
employees
and
make
sure
that
they
have
the
resources
their
families
have
the
resources
as
they
go
along
with
them
on
this
journey,
to
make
sure
that
we're
supporting
them
in
all
of
those
efforts,
but
that
is
an
overview
of
our
professional
standards.
A
Administration
next
slide,
as
a
part
of
that
also
very
thankful
that
we
are
going
to
be
starting
our
train,
the
trainer
programs,
which
have
been
nationally
recognized,
including
our
act,
which
will
include
the
active
bystandership
for
law
enforcement
or
able
training
and
our
integration,
communications
assessment
and
tactics
or
icap
again.
These
are
nationally
recognized
by
both
the
iecp
police
executive
research
forum
and
working
collaboration
to
provide
that
best
training
that
will
also
help
in
our
relationships
with
our
communities.
A
Next
slide:
diversity
in
our
workplace
here
at
the
mpd
is
very
important.
We
recognize
diversity
as
a
strength
as
we
look
across
the
last
several
years.
We
want
to
continue
to
make
sure
that
we
are
bringing
on
a
very
qualified,
diverse
workforce
and
I
believe
we
are
going
in
the
right
direction
and
with
the
additional
funding
from
the
arp,
we
will
have
double
the
number
of
community
service
officer
classes,
which
has
been
also
a
gateway
to
diversity
within
the
npd.
So
we're
very
proud
of
that
as
well.
A
The
next
slide,
as
part
of
also
the
professional
standards,
bureau
technology
and
support
services.
I
just
want
to
take
a
moment
to
realize
that
technology
has
truly
shaped
the
way
that
we
do
our
work
and
our
business
within
the
city
of
minneapolis,
and
it
is
going
to
be
very
incumbent
upon
us
to
think
long-term
strategies
about
making
sure
that
we
have
the
proper
support
ftes
for
this
year.
A
Just
a
a
recap:
the
minneapolis
police
department's
business
technology
and
support
services
has
received
a
large
volume
of
data
in
2021,
including
the
review
of
over
370
000
bwc
or
bodybuilding
camera
videos,
60
000,
written
police
reports,
70
000
squad
videos.
The
bwc
auditors
will
review
approximately
20
000
incidents
based
on
the
activation
audit.
There
will
also
be
each
quarter.
There
will
be
a
random
50
officers
will
be
randomly
selected
and
10
will
have
their
videos
viewed
and
audited
to
assure
they
are
properly
using
the
bwc's.
A
Also,
our
property
and
evidence
teams
are
continuing
to
do
a
great
job
with
the
staffing
levels
that
they
have
over
the
past.
This
past
year,
they've
received
over
40
000
pieces
of
property
and
evidence,
and
there
are
currently
over
500
000
pieces
of
property
and
evidence
in
custody
at
their
property
and
evidence
facility.
As
of
today,.
F
Thank
you.
The
next
slide
is
funding
phase.
One
I'd
like
to
just
do
a
little
bit
of
a
summary
of
the
things
that
are
happening
within
this.
Within
this
funding.
The
first
one
is
civilianization.
F
F
It
would
ensure
that
people
who
are
in
those
positions
are
educated
and
experienced
in
those
areas,
a
better
use
of
resource
and
also
just
better
use
of
financial
resources,
as
well
as
just
knowledge
resources.
It
helps
address,
support
staffing.
The
positions
are
filled
with
those
with
education,
knowledge,
the
sworn
positions
are
often
rotated
to
other
positions,
and
the
civilians
would
maintain
stability
within
the
job
and
within
the
department.
F
The
next
area
in
the
arp
funding
includes
contracting
with
local
law
enforcement
agencies
for
investigations
and
in
for
control.
We
are
currently
partnering
with
many
of
our
partners
and
they're
not
receiving
any
renumeration
for
their
help.
These
include
both
local
state
and
federal
agencies.
Some
of
those
examples
include
the
atf
and
bca
investigators
who
are
embedded
in
some
of
our
cases
and
hennepin
county
sheriff
partnering
on
specific
details.
We
truly
appreciate
their
help.
We
hope
to
expand
this
help
and
are
working
to
coordinate
specific
projects
in
the
next
months.
F
The
group
violence
intervention
program
combines
community
with
law
enforcement
and
social
service
providers
to
directly
engage
with
active
street
groups
and
communicate
a
message
of
anti-violence
consequence
and
an
office
offer
for
support
and
help
with
our
diminished
resources.
We've
been
unable
to
fully
commit
to
this
program.
These
funds
will
help
us
train
additional
officers
to
help
with
the
program.
F
F
The
next
item
on
the
list
is
the
public
safety
workforce
with
community
service
officers
and
again
we're
very
appreciative
of
this.
This
has
some
great
long-term
ability
for
us
and
long-term
implications,
positive
implications.
We
currently
have
26
candidates
and
backgrounds.
The
roundtable
for
these
candidates
is
in
november,
and
they
will
start
soon
after
the
round
table.
The
funding
is
for
25
and
we
normally
lose
a
few
in
the
background
process.
So,
but
we
expect
to
be
fully
funded
for
the
class.
F
The
last
item
on
this
is
the
violent
crime
hot
spot
task
force.
These
are
already
officers
who
are
working
this
over
time.
We
have
a
process
in
place
for
work,
summary
and
approval,
and
that
has
obviously
helped
provide
a
lot
of
support
to
both
patrol
and
investigations.
D
F
F
Course,
service
and
rebuilding.
As
everybody
remembers
in
august
of
2020,
there
was
the
effort
to
reduce
reduce
expenditures
in
response
to
the
covet
covered
pandemic.
Excuse
me
and
a
reduction
in
revenue
for
the
city,
the
core
rebuilding
for
the
police
department
includes
seven
parts,
the
first
of
which
is
hiring
for
our
positions
that
were
frozen
in
2020
due
to
the
reverend
redemption.
F
This
list
is,
are
the
specific
positions
and
their
importance.
The
loss
of
these
positions
has
been
very
much
exacerbated
by
the
reduction
in
sworn
staffing.
In
many
cases,
the
work
provided
by
these
civilian
physicians
has
been
picked
up
by
sworn
and
civilian
or
is
not
being
done
to
the
level
necessary
for
continuous
and
smooth
operations.
F
F
The
rebuilding
increase
takes
us
back
for
supplies
to
2019
level,
which
is
actually
lower
by
2014
by
some
400
000.
We've
actually
noticed
that
our
supply
over
time
and
it's
not
been
a
straight
linear
reduction,
but
that
our
supplies
have
decreased
primarily
in
the
the
area
of
administrative
supplies.
F
F
F
The
next
side
is
for
the
training
of
300
000
for
the
training,
and
this
replaces
critical
training
frozen
in
2020,
specifically
to
specialized
units,
especially
the
crime
lab
other
specialty
units,
including
swat
bomb
k-9,
our
business
technology
group
and
with
the
production
of
personnel.
Some
of
the
units
have
lost
significant
historical
knowledge
and
officers
trade
in
these
units.
We
need
to
be
able
to
replace
that
loss
of
loss
of
knowledge
and
ensure
our
units,
including
crime
lab,
are
certified
as
appropriate
for
court
work
and
training.
F
Internal
audit
has
reviewed
the
program
and
is
recommended
that
our
field
training
program
have
been
more
robust
and
have
a
more
robust
selection
process
and
make
this
a
highly
desirable
and
professional
program.
They
have
suggested
we
incentivize
the
training
officers
in
order
to
do
so,
and
that
is
something
that
we
would
are
very
interested
in
being
able
to
pursue.
F
F
this
budget
for
overtime
in
the
2022
budget,
as
the
reminder
does
not
include
extra
hours
for
a
large
event,
the
current
forecast
for
2021
is
11
million,
assuming
no
major
increases
for
large
events.
The
overage
is
due
primarily
to
the
court
proceedings
earlier
this
year
and
crime
trends
over
the
summer.
F
F
It
has
been
great
about
taking
over
the
maintenance
of
this
program,
which
needs
to
be
maintained
by
very
high
dollar
consultants,
but
the
platform
is
no
longer
supported
and
it's
too
costly
to
upgrade.
We
have
some
risks
here
and
we
need
to
replace
as
quickly
as
possible.
It
again
is
working
closely
with
us
on
a
solution.
F
F
I'd
like
to
just
give
an
overview
of
the
various
training
that
we
have
within
the
department.
I
think
it's
important
to
see
kind
of
a
total
overall,
instead
of
just
talking
about
bits
and
pieces
of
it.
This
all
this
training
is
really
coordinated
through
our
leadership
and
organizational
development
team.
There
are
several
new
items
on
it
that
I
believe
the
chief
has
already
discussed.
One
is
able,
which
is
down
on
the
right
hand,
around
four
o'clock
and
also
icat.
F
I
think
the
other
thing
to
to
notice,
too,
is
that
we
have
enhanced
the
field
training
program
as
well,
which
is
something
that
was
discussed
in
a
previous
slide
as
well,
and
then
the
supervisor
training
which
started
off
several
years
to
grow
and
has
actually
grown
in
importance
and
in
content
and
clarity
for
the
department
next
slide.
Please.
F
In
the
earlier
slide
regarding
the
core
of
rebuilding,
we
talked
a
little
bit
about
overtime.
This
is
just
a
summary
of
some
of
the
issues
that
we've
been
facing
right
now
over
50
percent.
In
fact,
it's
about
51,
of
overtime
that
occurs
as
occurred
in
2021
is
primarily
due
to
staffing
shortages.
That's
a
huge
percent
increase
over
2020,
or
it
was
25
of
total
overtime
hours
were
due
to
staffing
shortages.
F
F
F
F
F
The
wellness
program
regarding
the
goals
are
divided
up
into
a
variety
of
areas
all
very
important.
The
first
is
obviously
to
develop
and
implement
a
comprehensive
wellness
program.
We
hope
to
do
that
by
hiring
a
wellness
program
director
who
brings
again
the
education
and
professional
background
to
guide
development
and
implementation.
F
We
need
to
identify
and
enhance
existing
resources.
We
need
to
reduce
workers,
compensation
and
related
liability
costs.
We
need
to
develop
a
wellness
culture
and
wellness
education,
peer
support,
resiliency
stress
management,
substance,
abuse,
suicide
prevention.
We
need
to
implement
a
pre-employment
and
academy
wellness
program.
We
need
to
collaborate
with
city
providers
and
community.
We
need
to
expand
best
practices,
counseling
opportunities,
research
and
implement
best
practices,
especially
for
ptsd,
and
develop
and
implement
critical
incident,
stress
management
procedures
and
programs.
F
F
In
squad
video
mobile
video
recording
mvrs
are
an
important
tool
as
they
capture
the
office
or
view
from
the
front
of
the
squad
and
in
the
back
seated
squad,
which
is
often
key
evidence
and
provides
transparency
and
enhances
community
trust.
During
events,
video
footage
has
become
an
expectation
for
attorneys
juries.
In
court,
a
replacement
system
was
approved
for
a
five-year
implementation
starting
in
2020,
but
with
the
revenue
impact
from
2020,
the
project
was
put
in
hold.
We
are
now
in
a
critical
situation.
F
F
F
F
I
think
there
are
a
lot
of
fun.
There
is
a
lot
of
hiring
going
on
right
now
and
because
of
the
number
that
we
have
here
and
because
not
all
of
them
are
have
a
job
description,
we're
working
very
closely
with
hr
and
we've
prioritized
positions
into
groups.
The
first
group
right
now
is
going
through
in
some
cases,
because
there
are
new
positions
they're
going
through
the
job
assessment
questionnaire
with
hr,
and
the
first
group
of
those
have
just
recently
within
the
last
couple
of
days,
have
finished
through
that
process.
F
F
B
H
Thanks,
madam
chair,
and
thanks
to
the
chief
and
nmpd
staff
for
presenting
the
mayor's
proposal,
I
have
a
lot
of
questions
about
our
budget
this
year
as
we
grapple
with
so
many
different
dynamics.
So
some,
hopefully
I
can
get
answered
in
this
meeting
and
others
I'm
happy
to
follow
up
because
I'm
pretty
in
the
weeds.
One
thing
I
just
wanted
to
verify
was
that
the
192
million
dollar
total
budget
for
2022
includes
both
general
fund
and
arpa
dollars.
Is
that
correct.
F
Council
president
bender
thanks
for
your
question
that
does
not
include
harvard
dollars.
It
includes
it's
just
a
general
fund
and
other
funds.
H
Okay,
thank
you
that's
helpful,
so
the
total
amount
is
is
higher.
If
you
add
the
iop
funding
on
top
of
the
general
fund
amount,
which
is
192.
yeah,.
F
Can
I
can
I
clarify
that
a
little
bit
the
we
do
not
have
our
funds
for
2022.
At
this
point.
H
Okay,
thank
you.
That's
thank
you.
So
I've
seen
there's
a
27
million
dollar
increase
overall
from
2021
to
2022
proposed
as
you
were,
presenting
and
talking.
I
was
trying
to
add
up
the
amounts
into
general
categories
or
uses,
and
I
couldn't
quite
get
to
27
million
dollars.
H
So
I
have
some
questions
about
that
now,
but
I'm
also
happy
to
follow
up
and
see
if
I
can
get
a
more
detailed
breakdown
of
the
shifts
or
increases,
I
did
have
from
finance
a
number
that
was
something
like
11
million
dollars
for
workers,
compensation,
related
expenses
that
are
infringe
in
mpd.
F
Council,
council
president
vendor
and
committing
each
year,
I
can
actually
divide
up
the
27
million,
and
I
see
that
the
budget
director
is
on
as
well,
so
she
can,
she
can
chime
in
if
she
has
some
corrections,
the
27
million
is
actually
divided
up
into
about
five
different
areas.
The
first
is
the
salary
step
increases
and
the
ft
increases
increases
as
for
about
8.6
million.
The
second
is
duty
disability,
which
is
1.9
million.
The
next
is
workers
comp
liability
with
just
6.7
million.
F
I
Yes,
thank
you
so
much
to
your
homicidal
and
for
the
question
council.
President
bender.
I
think
one
key
piece
of
information
about
the
difference
in
2021
and
2022
when
you're
looking
at
these
graphs
is
that
the
2021
number
shows
the
adopted
budget
and
you'll
recall
that
in
the
adopted
budget
there
was
a
staffing
reserve
that
was
monies
set
aside
into
the
department
of
finance
and
property
services
until
some
requirements
were
met,
and
that
was
moved
back
into
the
police
department
of
that
about
11.4
million
dollars.
I
6.4
of
it
was
ongoing
funding.
So
the
when
you're,
looking
at
the
adopted
budget
from
21
into
the
proposed
budget
for
22
about
6.4
million
of
that
swing,
it
are
those
dollars
just
being
added
back
into
the
mpd's
budget.
I
But
I
would
say
the
you
know
the
about
10.8
million
for
what
we
would
call
fringe.
So
workers,
comp
and
duty
disability
change
items
of
I'm
counting.
8.3
million
dollars
make
up
the
remainder
of
that
increase,
and
then
we
have
about
1.4
million.
That
is
due
to
salary
growth
and
growth
in
other
internal
service
fund
charges.
H
Thank
you,
that's
all
very
helpful
and
I'm
not
sure
how
many
people
watch
our
budget
meetings,
but
for
anyone
listening
this
reserve
fund
with
the
6.4
million.
It
was
an
attempt
to
respond
to
some
of
the
constituent
requests
and,
and
frankly,
from
some
of
the
advocates
who
will
focus
on
reform
or
oversight
of
police,
to
try
to
create
more
sort
of
oversight
through
the
budget.
There's
this
argument
that
the
city
council
should
use
its
budget
authority
to
better
produce
sort
of
transparency
or
oversight.
I'm
not
sure
it
worked
that
way
at
all.
H
So
that's
helpful,
though,
to
understand
that
that
is
what's
partly
showing
up
in
the
in
the
budget
shift.
I
mean
one
of
the
things
that
I
find
the
most
challenging
to
explain
to
my
constituents
is
that,
even
though
the
budget,
so
I
took
office
in
2014
at
that
time,
the
mpd
budget
was
145
million
dollars
for
a
total
of
850
sworn
officers
in
2022.
H
The
proposed
budget
of
192
million
dollars
has
a
hundred
fewer
officers
in
it
than
that
budget,
which
was
47
million
dollars
lower,
and
you
know
one
of
the
biggest
challenges
that
we're
all
facing,
of
course,
is
the
cost
of
the
worker
compensation
claims
and
their
and
their
overall
costs
to
the
city.
The
increase
in
mpd's
fringe,
plus
the
one-time
infusion
in
the
self-insurance
fund
for
an
additional
12
million
dollars,
but
also
in
the
loss
of
those
that
staff
capacity.
H
One
thing
I
haven't
been
able
to
track
down
or
is:
is
there
any
salary
savings
in
2021
or
2022
or
projected
in
the
future
from
staff
who
we
had
intended
to
have
working,
but
who
are
no
longer
working.
F
Committee
committee,
chair
and
council
president
vendor
there
actually
is-
and
I
can
just
give
you
a
very
rough
number
here
in
the
interest
of
not
too
much
detail.
F
If
I
do
a
calculation
which
I've
done
about
how
much
money
we
should
save,
because
we
have
fewer
people
in
2021
than
expected
for
the
budget,
there
should
be
a
savings,
approximately
13
million
dollars,
and
that
includes
a
variety
of
things.
It
includes
not
only
the
decrease
in
the
number
of
swarm.
It
also
includes
a
decrease
in
the
number
of
civilian.
F
It
includes
the
csos
not
being
fully
staffed
until
later
on
in
the
year
out
of
that
13
million
there's
approximately
5.8
million
dollars
that
were
spent
on
the
off
the
court
proceedings
back
earlier
this
year,
and
so
that
decreased
from
that
savings
that
we
have,
because
none
of
that
funding
or
none
of
that
none
of
those
expenditures
were
budgeted
for
the
additional
is
approximately
three
million
dollars
that
were
going
to
be
over
for
overtime
and
again,
that's
a
function
of
our
officers
not
being
available
tour.
F
The
last
part
of
that
is
approximately
five
million
dollars
and
that's
the
savings
or
the
under
budget
that
we
expect
for
2021..
So
that's
basically
the
large
pieces
there's
obviously
some
small
pieces
going
back
and
forth,
but
those
are
the
large
pieces
that
make
up
what
that
dollar
amount
savings.
Would
you
would
expect.
H
Is
that
and
then
that's
super
helpful?
Yes,
thank
you
and
five
million
dollars
isn't
a
huge.
I
mean
it's
a
small
percent
of
190
million
dollar
budget.
It's
also
the
entire
budget
of
our
civil
rights
department,
for
example.
So
in
our
you
know,
it
kind
of
depends
on
what
functions
of
the
city
you're
talking
about
when
you
think
about
the
scale
of
that
amount
of
money
is
so
in
2022.
H
So
I
have
two
more
questions
and
then
I'll
turn
it
over.
I'm
sure
others
do
too
in
2022.
Are
we
expecting
to
sort
of
correct
for
that
dynamic
that
happened
in
2021,
where
the
projected
number
of
ftes
are
the
amount
that
is
projected
to
be
working
on
the
force,
or
do
we
expect
to
see
potential
salary
savings
in
2022
as
well.
F
Council
president
bender,
I
wish
I
could
answer
that
with
a
huge
degree
of
of,
I
guess
helpful
feeling
good.
Unfortunately,
our
attrition,
pre-20
and
21
unfortunately
was
based
really
based
on
historical
knowledge,
and
it
was
very
consistent.
F
F
Unfortunately,
with
the
events
of
2020
and
2021,
all
that
obviously
went
out
the
window
and
we
really
have
nothing
to
base
this
on,
except
for
just
what
we're
hearing
or
what
we're
not
hearing
we're
going
into
2022
really
consistently
with
the.
If
all
things
came
as
we
expected
them,
we
are
very
close
to
what
we've
been
budgeting
over
the
last
couple
of
months.
F
H
Okay,
then,
my
last
question
is
what
how
how
much,
how
many
funds
are
proposed
to
be
spent
on
cso
and
recruit
classes,
and
is
that
different
from
2021
or
previous
years?
I
just
I
couldn't.
C
F
No,
that
comes
president
federer.
I
think
you're
right,
it's
probably
not
spelled
out
clearly
enough
in
2020,
I'm
sorry
in
2021
we
budgeted
for
140
new
hires
and
we
budgeted.
D
F
What
was
it
25,
I
think,
28
cso
is
starting
in
february
and
then,
of
course
we
have
the
arp
funds
on
top
of
that.
For
the
second
part
of
the
year
in
2022,
we
have
budgeted
160
new
cadets
slash
recruits
so
we're
expecting
a
significant
increase
in
the
number
of
hires
for
next
year,
and
we
are
expecting
a
consistent
cso
number
of
50
to
53
in
2022
now
kind
of
going
back
to
2021.
F
E
B
Hear
council,
member
gordon,
is
that
you
that's
me
thank
you
for
voicing
your
presence
for
the
record
and
I
think
that
council
member
osman
will
yield
to
the
fact
that
you're
on
the
phone
and
it's
harder
to
see
the
queue
so
go
ahead.
Please.
E
Thank
you
and
I'll
try
to
be
brief.
I
guess
I'm
it's.
It
sounds
like
we
have
some
unspent
funds
in
the
police
department
from
not
being
able
to
make
those
hires,
but
it
also
I'm
concerned
we're
actually
going
over
budget
because
of
other
expenses,
I'm
curious
about
what
we
expect
the
balance
to
be
at
the
end
of
the
year
and
what
happens
to
any
extra
funding
that
we
might
have
and
what's
the
theory
of
what
to
do
with
that
funding.
F
Council,
member
gordon
I'd
be
happy
to
answer
that
question.
We
expect,
at
the
end
of
the
year
to
be
five
million
dollars
under
budget,
and
that
is
a
combination
of
hiring
costs,
but
not
as
much
as
you
would
think,
because
a
lot
of
those
hiring
costs
are
somewhat
fixed,
but
regardless
there
will
be
some
hiring
costs.
The
biggest
savings
is
really
in
salaries.
But
again,
that's
the
expectation
is
to
be
right
around
five
million
dollars
under
budget
as
far
as
expensing
or
spending
those
dollars.
E
I
think
the
financial
policy
is,
it
goes
into
the
general
fund
unless
we
do
something
else
with
it,
but
I'm
used
to
the
the
police
department
being
on
a
deficit
at
the
end
of
the
year.
So
that's
kind
of
good
news.
I
guess
in
a
way.
B
Thank
you,
council
member
osman,.
J
Oh
yes,
hi,
I'm
looking
at
this
number
and
trying
to
figure
out
did
I
hear
87
percent
of
victims
of
crime
are
people
of
color
and
black
people.
If
that's
the
case,
then
we
are
failing.
These
communities
feel
like
we
live
in
a
different
planet.
That
means
all
crimes,
almost
all
crimes,
people
of
color
and
we're
here
arguing
about
numbers
and
the
budgets,
but
obviously
there's
we're
here.
We
have
to
look
at
the
bigger
picture.
What
are
we
doing
to
save?
J
This
is
a
failure
to
from
our
leadership
and
no,
I
think,
all
of
us
somehow
experience
this,
but
we
live
in
united
states
live
in
minneapolis
and
I
think
what
is
the
20
of
population
are
black
people
and
almost
all
victims.
Victims
of
crime
are,
are
people
that
look
like
me.
J
J
Everything
that
that
that
we
appreciate
and
but
right
here
in
minneapolis,
obviously
we
live
in
a
different
planet
if
we
are
a
black
folk,
black
folks
and
people
of
color
we're
victims
of
crimes,
and
things
has
to
be
done
and
it
hurts
me-
and
it's
really
sad
to
argue
about
numbers
when
when
we
have
families
of
victims
that
are
here.
So
we
have
to
do
everything
we
can
to
save
black
people
from
crime
in
minneapolis
and
I'm
looking
at
you
a
chief
and
the
city
leadership.
J
We
have
to
do
everything
we
can
it's
enough.
87
percent.
Keep
that
in
mind.
Maybe
seven
percent
of
people
of
color
are
the
victims
of
crime
when
we
have
like
64
or
65
white
folks
in
in
the
population
in
minneapolis.
What
would
make
about
19?
I
believe
so.
This
is
a
crisis
and
we
just
have
to
come
together
and
save
us
from
crimes
that
are
taking
place,
whatever
we
have
to
whatever
we
have
to
do.
A
Madam
chair
counselor
osman,
I
want
to
thank
you
for
your
very
important
and
thoughtful
comment.
I
I
absolutely
agree
with
you.
E
A
That
number
and
again
we're
talking
human
beings
in
our
city,
we're
talking
about
our
elderly,
we're
talking
about
our
children
that
have
been
victims
of
a
violent
crime
in
our
city.
I
should
also
know
I
absolutely
agree
with
you
that
we
are
at
an
inflection
point
in
our
city.
I
should
also
note
that
the
statistics
that
you
just
mentioned-
87
people
of
color
and
the
vast
majority
of
those
being
african-americans
in
our
city.
That
statistic
has
not
changed
in
my
time
in
my
career
in
30
years
on
this
department.
A
So
the
fact
that
we
are
now
bringing
attention
to
it
that's
shameful
to
some
degree,
and
I'm
not
saying
that
on
you,
I'm
saying
the
fact
that
we
collectively
as
a
city,
we
it
absolutely
is
a
crisis,
and
so
I've
made
public
comments
that
we
have
to
do
all
that
we
can
to
to
do
our
best
to
save
lives
in
the
city.
A
And,
as
you
noted,
african
americans
are
disproportionately
people
of
color
disproportionately
impacted
by
the
violence,
and
so
we
have
to
do
everything
that
we
can
and
and
I'll
say
that,
whether
that's
making
sure
that
we
have
recreation
centers
for
our
young
people
to
to
spend
proactive
engaged
time,
whether
it's
folks
who
are
experiencing
homelessness
and
making
sure
that
they're
not
traumatized
by
not
being
sheltered.
A
We
have
to
do
that,
but
from
a
public
safety
standpoint,
and
certainly
as
chief,
I
will
tell
you
what
is
not
acceptable
is
to
have
any
more
reductions
right
now
in
our
sworn
capacity
to
be
responding
to
the
incidents
of
gun,
violence,
the
incidence
of
carjackings
and
homicides
that
have
occurred
in
our
city.
And
so
I
absolutely
agree
with
you.
These
numbers
are
sobering,
they're,
staggering,
they're,
unconscionable
and,
and
we
need
to,
we
need
to
focus
our
attention
on
that,
as
you
just
noted,
councilman
brosnan.
B
Thank
you.
Thank
you,
council
member
osman
as
well.
Are
there
any
other
comments
or
questions
about
these
slides?
I
want
to
thank
mpd
for
putting
so
much
content
on
your
slides
and
really
coming
to
us
with
a
really
robust
race
to
equity
impact,
set
of
statements
for
these
different
departments
and
also
putting
a
lot
of
your
performance
metrics
in
here,
despite
your
the
upheaval
that
you've
had
in
staffing
this
year.
B
So
thank
you,
I'm
not
seeing
any
other
questions
or
comments
from
my
colleagues.
So
thank
you,
ms
mcpherson.
Thank
you
chief
for
your
time
and
we
will
look
to
receive
and
file
this
presentation
and
we'll
go
ahead
and
move
on
transition
over
to
the
fire
department
and,
as
we
do,
I
will
invite
chief
brian
tyner
to
start
off
the
report
for
his
department.
B
K
Yes,
thank
you
good
afternoon
sharon,
palmisano
and
members
of
the
committee.
I
am
excited
to
be
presenting
my
first
budget
overview
as
chief
to
you
today.
So
with
that,
let's
go
to
the
next
slide.
Please
employees
of
the
minneapolis
fire
department
are
thoroughly
trained
and
ready
to
protect
lives,
property
and
the
environment.
By
rapidly
responding
to
emergencies
and
hazardous
situations.
K
So
this
next
slide
is
our
2022
mayor's
recommended
budget
summary.
The
recommended
budget
increases
the
department's
expenditure
by
1.9
million
dollars
or
about
three
percent
next
year
and
that's
pretty
much
covers
our
personnel
cost
increases.
You
know
those
normal
increases
across
the
board.
Step
increases,
medical
and
dental
increases
things
of
that
nature.
K
We
have
primarily
three
program
areas:
those
are
fire
suppression,
ems
and
technical
rescue.
It
is
by
far
our
biggest
program
area
and
the
one
that
we
are
most
known
for:
training
and
recruitment,
and
community
risk
reduction
and
community
outreach.
Our
total
budget
recommended
for
2022
is
72
million.
Seventy
six
thousand
three
hundred
and
forty
six
dollars.
As
you
can
see
our
ftes
that
we
have
been
funded
for
it
remained
constant
over
the
last
three
years.
K
K
Fire
suppression,
ems
and
technical
rescue.
The
goals
of
this
program
are
to
respond
effectively
to
all
emergencies.
Any
emergency
and
has
over
hazards
meet
the
national
response.
Standards
contained
in
the
national
fire
protection
association
1710
ensure
that
the
most
appropriate
and
efficient,
responsive
rigs,
equipment
and
personnel
are
responding
to
each
incident
type.
The
race
equity
impacts
for
this
program
are
neutral
and
we
say
that
because
when
you
call
we
911
no
matter
what
type
or
what
part
of
the
city
you're
in
who
you
are,
what
your
social
economic
status
is
or
anything
else.
K
The
nf
pa
standard
that
I
referred
to
requires
well
there's
two
parts
of
the
standard.
The
first
part
requires
the
first
ring
on
scene
to
arrive
in
five
minutes
or
less
ninety
percent
of
the
time
we're
on
ninety
percent
of
our
priority.
One
calls
the
nfp.
Excuse
me.
The
minneapolis
fire
department
was
only
able
to
meet
the
standards
70
of
the
time
in
2020.
This
does
represent
a
significant
decline
in
our
response
time.
However,
our
overall
response
time
for
all
our
runs
is
517..
K
So
while
we
did
experience
a
decline
in
2020,
we're
still
pretty
close
we're
at
517,
so
wow,
there
is
definitely
room
for
improvement,
we're
not
very
far
off
the
nfpa
standard.
The
second
part
of
the
standard
requires
14
firefighters,
to
arrive
on
scene
at
a
building
fire
in
nine
minutes,
20
seconds
or
less,
and
in
2020
the
mmd
also
experienced
a
decline
in
this
standard.
We
were
able
to
meet
that
71
of
the
time
next
slide.
Please.
K
This
slide
shows
what
our
total
calls
have
been
over
the
last
five
years,
six
years
actually,
and
what
our
total
ems
calls
or
emergency
medical
service
calls
have
been.
As
you
can
see,
the
total
number
of
calls
has
remained
relatively
consistent,
we're
generally
hovering
between
45
and
50.
K
000
runs
per
year
these
days,
but
the
ems
calls
continue
to
climb
slowly
but
surely
they're
climbing
up
every
year,
and
we
think
that
that
is
one
of
the
drivers
of
the
response
times,
starting
to
dip
as
we
respond
to
more
emergency
medical
calls
in
some
parts
of
the
city
are
certainly
busier
than
others,
especially
downtown,
and
the
surrounding
areas
we're
having
to
substitute
other
rigs
from
farther
away
to
cover
those
other
areas
when
other
cars
come
in.
K
So
I'm
hoping
this
kind
of
gives
you
a
little
bit
of
insight
into
that
next
slide.
Please.
K
K
It's
the
same
for
every
community,
no
matter
where
you
are,
but,
as
you
can
see,
it
has
declined
slightly
from
2017
to
2018
a
little
bit
more
than
2019
and
then
the
big
drop
here
this
past
year,
I
think,
is
probably
a
combination
of
factors
that
has
caused
that
decline,
some
of
which
are
out
of
our
control,
but
are
improving.
So
I'm
hoping
that
we
might
see
some
improvement
in
that
next
year,
along
with
some
things
that
we
actually
can
control.
K
If
we
can
get
there,
the
second
one
14
firefighters,
to
a
building
fire
in
less
than
nine
minutes
and
20
seconds
again,
you
can
kind
of
see
the
same
pattern.
We
were
pretty
close
there.
We
were
just
about
there.
We
were
at
89
in
2016
85
in
2018,
and
then
we
saw
a
decline
in
19
and
20.
next
slide.
Please.
D
Thank
you,
chair
promising,
all
and
chief
I
this
past
friday
evening.
I
did
a
ride
along
with
hennepin
county
emt
ems
and
you
know
spent
about
five
hours
on.
It
was
actually
with
the
medical
doctor,
but
they
were
following
around
the
rigs
and
went
on
a
number
of
calls.
D
So
mfd
was
there.
We
went
on
a
call
in
richfield
which
the
ridgefield
fire
department
was
there
minneapolis
police
and
emt
it.
It
really
is
kind
of
a
fascinating
orchestration
of
of
all
of
these
first
responders
working
together,
but
I'm
I'm
just
curious
you're
saying
your
call.
Volume
is
going
up
for
medical
calls.
D
How
how
are
we
determining
who
takes
what
calls
in
many
instances
when
I
was
there
all
the
teams
were
there
fire
department
and
hennepin
county
and
in
some
cases
mpd,
but
where?
Where
are
the
efficiencies
in
that,
and
are
there
only
specific
kinds
of
calls
that
you
take
or
do
you
take
all
the
medical
emergency
calls
regardless.
K
Thank
you
for
that
through
chair
palmisano
to
council.
Vice
president
jenkins,
no,
we
don't
go
on
every
single
call.
There's
some
calls
that
are
of
a
low
priority
that
we
that
the
ambulance
may
go
to
that
we
don't
go
to,
but
normally
calls
that
certainly
any
call
that
could
be
life-threatening
or
calls
that
where
a
person
could
be
really
sick
or
calls
where
you
know
a
person
could
be
really
hurt.
We
are
dispatched
to
we
first
of
all,
there's
two
different
levels
of
emergency
medical
technicians.
K
K
So
we
are
a
basic
emergency
medical
technician,
so
we
are
sent
out
because,
with
the
way
that
we
are
situated
throughout
the
city
with
fire
stations
all
over
the
place,
we're
generally
able
to
get
there
faster,
take
care
of
the
patient
stabilize
the
patient,
but
before
the
ambulance
gets
there
in
order
for
them
to
be
able
to
transport
the
patient,
so
that
is
kind
of
how
the
system
works.
The
city
of
minneapolis
is
split
up.
K
We
actually
have
two
ambulance
services
here:
hennepin
county
handles
the
southern
border,
all
the
way
up
to
west
broadway.
They
also
handle
southeastern
northeast
minneapolis
and
then
north
memorial,
medical
center's
ambulance
service
handles
the
north
side
from
west
broadway
up
to
the
northern
border
and
beyond.
K
Well,
they
really,
according
to
the
emsrb,
the
state
board,
it's
it's
north
memorial
and
hennepin
county,
and
we
basically
are
there
to
supplement
both
of
those
services.
So,
in
both
cases,
normally
we
we
go
out.
We're
normally
able
to
get
there
first
we're
able
to
provide
treatment
up
to
the
level
of
our
training
until
they
get
there
and
then
they're
able
to
provide
a
higher
level
of
treatment
and
also
transport
to
the
hospital
if
needed,.
D
D
For
you
know,
one
call
was
a
lady
at
the
varsity
theater.
The
bartender
thinks
she
was
taking
molly,
but
it
was
it's
like
all
of
these
different
agencies.
There,
a
fire
truck,
a
police,
car
and
an
ems.
K
Kind
of
aware
of
it,
but
it
does
save
lives
and
that
people
are
getting
treatment
at
the
earliest
opportunity,
life-saving
treatments,
even
at
our
level,
you
know,
and
then
they
get
a
higher
level
of
service
once
the
ambulance
shows
up
right.
We
have
a
you
know:
27
fire,
well,
19,
fire
engines
and
eight
trucks
in
the
city
to
be
able
to
respond
to
those
you
know,
hennepin
county
may
have
four
or
five
ambulances
in
the
city.
If
we're
lucky,
those
memorial
may
have
one
or
two,
so
you
know
they
also
cover
other
jurisdictions.
D
Yeah
they're
hennepin
county
is
all
over
right.
Yes,
golden
valley,
richville
minnetonka
wherever
and
I
suspect
north
memorial
is
got
some
suburban
responsibility
as
well.
Definitely
all
right.
Thank
you,
sir.
I
appreciate
it.
I
hope
I
answered
your
questions.
D
K
Yeah,
absolutely
thank
you
with
your
permission,
chair
I'll
continue
with
my
presentation
all
right,
so
our
next
program
area
is
training
and
recruitment.
K
The
function
of
the
training
and
recruitment
program
is
to
ensure
that
our
firefighters
are
thoroughly
trained,
that
they're,
capable
leaders
and
supervisors,
and
we
do
that
through
the
pursuit
of
excellence
and
high
professional
standards,
and
we
train
an
awful
lot.
We
accomplish
this
by
providing
skills,
training,
instilling
a
value
of
lifelong
learning
and
the
development
of
leadership
traits
ensuring
a
focus
on
wellness,
health
and
safety.
K
We're
primarily
able
to
do
that
by
not
only
doing
the
mandatory
ems
training
and
mandatory
firefighter
training
that
we
do
at
the
emergency
operations
or
training
facility,
but
we
also
do
training
in
stations,
so
every
captain
that
we
have
of
which
we
have
103,
does
training
with
their
crews
each
and
every
day.
So
that's
how
we're
able
to
get
12
000
hours
plus
of
training
in
in
a
given
year
next
slide.
Please.
K
Our
last
program
area
is
community
risk
reduction
and
outreach.
The
community
risk
reduction
and
outreach
programs
function
is
to
reduce
preventable
fires,
fire
related
injuries
and
deaths.
The
program
is
tasked
with
reaching
out
to
minneapolis
residents
and
businesses
with
fire
safety
and
prevention
information
and
we've
also
kind
of
expanded
into
accident
prevention.
Also,
some
of
the
programs
offered
by
the
community
risk
reduction
and
outreach
program
include
the
youth
fighter
center
intervention
program.
K
K
Stop
that
activity
we've
also
got
school,
age,
outreach
and
education.
We
have
adult
and
aging
adult
outreach.
We
have
differently
abled
outreach.
We
have
immigrant
and
non-english
speaking
outreach
and
we
also
have
smoke
and
a
carbon
monoxide
alarm
distribution
program
in
which
we
distribute
free
smoke,
alarms
and
free
carbon
monoxide
alarms
to
minneapolis
residents.
K
As
a
matter
of
fact,
one
of
the
grants
that
will
be
coming
across
your
desk
really
soon
here,
I
believe
it
just
went
through
the
public
health
and
safety
committee-
is
a
5
000
grant
from
the
hartford
to
purchase
smoke,
detectors
and
carbon
monoxide
alarms
that
are
specifically
designed
for
people
who
have
hearing
deficits
so
hearing
impaired,
I
should
say
next
slide.
Please.
K
This
slide
shows
our
smoking
ceo
alarm
distribution.
All
of
these
spoken
co
alarms
were
grant
funded
and,
as
you
can
see,
we've
been
pretty
consistent.
Over
the
last
few
years,
we've
been
able
to
distribute
800
of
smoke,
detectors
and
500
carbon
monoxide
detectors
each
year
to
minneapolis
residents
and
in
2021.
We
expect
to
meet
that
same
number.
K
Next
slide,
please
all
right,
our
core
service
rebuilding
or
our
change
items.
If
you
will,
we
just
have
one,
and
that
is
forty,
two
thousand
nine
hundred
and
fifty
one
dollars
in
ongoing
funds.
This
investment
represents
fifty
percent
of
our
frozen
civilian
position,
the
oss
two
positions
being
added
back
into
the
budget
and
the
proposal
is
to
add
the
investment
into
the
mfd's
overtime
budget
until
such
time
as
that
position
is
completely
unfrozen.
K
Next
slide,
please
that's
all
I
have.
Can
I
answer
any
more
questions
for
anyone.
B
D
K
I
did
that's,
you
know
it's
not
in
there,
but
yes,
we
are.
We
still
are
doing
the
pathways
program
every
single
year
we
just
actually
completed
putting
together
a
civil
service
list
and,
in
addition,
putting
those
pathways
students
through
the
testing
process
to
become
a
minneapolis
firefighter,
and
we
have
a
class
scheduled
for
february
28th,
in
which
30
of
that
class
will
be
made
up
of
pathways
graduates.
So,
yes,
that
program
is
still
in
place
and
we're
planning
on
doing
a
another
one
in
april
of
2022.
D
K
I
do,
I
think
it
excuse
me
through
council
member
chair
to
council,
vice
president
jenkins.
Yes,
I
think
it
has
been
wildly
successful
in
addressing
some
of
those
concerns
with
diversity
of
our
ranks
and
getting
giving
people
who
might
normally
not
have
the
opportunity
to
become
a
minneapolis
firefighter
that
opportunity
or
to
become
possibly
a
paramedic,
such
as
with
hcmc
or
other
paramedic
organizations,
or
to
become
just
an
emt
in
a
hospital
setting.
K
So
it's
not
just
about
giving
people
opportunities
to
become
firefighters,
it's
really
about
giving
people
opportunities
to
do.
You
know
a
lot
of
different
things
in
the
ems
realm.
D
L
L
Is
the
core
services
rebuilding
budget
going
to
get
us
back
to
full
staffing?
I
just
want
to
make
sure
that
we're
addressing
any
staffing
concerns
that
I
know
we've
seen
in
the
press
a
little
bit,
and
I
just
want
to
make
sure
that
we're
hearing
from
you
that
you've
got
a
plan
around
staffing
and
that's
addressed
in
this
budget.
K
Thank
you.
We
do
so
the
42
000!
No,
that's
not
going
to
help
us
with
that,
but
we
do
have
you
know
with
our
regular
funds
available
the
funding
to
do
that.
I've
actually
spent
this
entire
year
preparing
to
do
exactly
that.
Unfortunately,
we
got
behind
a
schedule
on
our
hiring.
Due
to
the
pandemic,
we
weren't
able
to
do
a
class.
Last
year
we
weren't
able
to
do
a
class
this
year,
but
actually
our
attrition
has
been
within
our
normal
expectations.
K
The
retirement
incentive
that
the
city
gave
in
january.
I
think
caused
some
people
to
leave
early
in
the
year
than
they
normally
would,
but
they
were
probably
going
to
be
leaving
at
some
point
this
year
anyway.
So
in
that
instance,
they
may
be
left
a
little
earlier,
but
the
numbers
still
were
within
our
expectations.
K
This
class
in
february
should
put
us
right
back
to
our
authorized
strength,
which
is
419
right
now,
right
now
we're
down
20
people.
I
do
have
another
few
retirements
on
the
horizon,
that
I'm
aware
of,
and
probably
a
few
that
I'm
not.
But
we
plan
to
hire
a
class
of
30
in
february
28th
and
have
them
on
the
streets
by
june,
and
that
should
get
us
back
to
full
stream.
B
B
B
M
Yep,
can
you
hear
me
all
right?
Thank
you.
My
name
is
lynn
anderson
and
I'm
the
interim
director
of
9-1-1,
since
I've
not
had
the
opportunity
to
meet
most
of
you.
I
thought
I'd
take
a
few
minutes
to
give
you
a
little
bit
of
background
in
history.
With
my
time
in
the
city
and
my
role
in
9-1-1,
I
started
at
the
city
of
minneapolis
in
the
fall
of
2015
as
the
interim
finance
and
property
services
director
and
over
the
past.
Several
years
stepped
into
interim
director
roles
in
procurement,
as
well
as
twice
in
property
services.
M
M
M
We
have
looked
at
our
quality
and
training,
quality
assurance
and
training
programs
in
part,
because
we
know
that
there
will
be
a
need
to
expand
and
improve
our
training
and
we'll
talk
about
that.
In
a
few
minutes,
we've
been
looking
at
employee
well-being,
our
relationships
with
the
labor
and
a
number
of
things
that
just
give
us
an
opportunity
to
make
sure
that
the
center
is
set
up
for
the
future,
but
also
so
that
we
have
this
assessment
that
we
can
provide
the
new
director
whenever
that
person
is
hired.
M
We
have
strengthened
our
relationship
with
enterprise
departments,
especially
as
part
of
reimagining,
the
public,
reimagining
public
safety
and
the
pilot
initiatives,
and
we
have
also
expanded
our
relationships
with
911
across
the
metropolitan
area.
Today,
assistant
director
hodney
will
present
the
mayor's
budget
recommendations
for
2022
answer
questions
and
provide
any
additional
information
that
you
need.
Thank
you.
B
G
G
G
G
G
The
2022
911
organizational
structure
provides
for
two
leadership
positions
reporting
to
the
director
operations
in
the
assistant
director
working
independently,
but
cohesively
to
provide
support
for
the
center's
operations,
oversight
and
development
of
training
and
quality
assurance.
These
two
key
functions
need
to
strengthen
each
other
to
create
the
foundation
for
strong,
daily
fundamental
work
in
the
department.
G
Large-Scale
events,
such
as
tornadoes,
bridge,
collapses
or
civil
disturbances
can
happen
at
any
time,
with
no
notice
planned.
Large-Scale
events
that
are
financially
beneficial
to
the
city,
such
as
super
bowl,
52
final
four
and
the
all-star
games
all
route
through
the
911
communications
department
planned
or
unplanned.
What
they
have
in
common
is
the
need
for
an
in-house
incident
commander,
as
taught
by
fema
regulations,
to
coordinate
the
smooth
flow
of
communications
to
serve
the
internal
and
external
stakeholders
of
the
city.
G
No
call
center
could
have
been
prepared
for
the
surgency
and
high
impact
call
volumes
during
the
time
of
civil
disturbances
in
2020
during
2021.
We
have
placed
high
value
on
contingency
planning
for
such
events
in
the
future.
To
do
this,
we
have
strengthened
our
relationships
with
surrounding
dispatch.
Centers
developed
support
plans
to
back
each
other
up
in
the
event
of
major
disaster,
open
bi-weekly
meetings
for
communications
through
the
southern
county
metro
area
and
continue
to
work
with
minnesota
emergency
service
boards
towards
the
future
of
cad
to
cad
functions
that
will
link
dispatch
centers.
G
911's
operations
will
be
strengthened
with
the
addition
of
the
assistant
director
role
as
as
work
grows
in
complexity,
the
department
needs
the
direction
this
role
will
provide,
while
the
assistant
director
is
not
new
to
this
department.
Personnel
changes
in
2019
and
20,
along
with
the
freezing
of
this
position
in
2021,
left
the
department
with
no
assistant
director
in
place
to
support
major
events,
the
strong
development
of
the
department,
workforce
planning
and
hiring
leaving
the
director
responsible
to
oversee
all
of
these
components.
G
The
return
of
the
assistant
director
position
to
the
department
will
allow
us
to
have
a
succession
plan
in
place
to
address
management,
changes
in
accountability
for
oversight
of
policies,
projects,
large-scale
events
and
the
well-being
of
the
staff
and
the
public
oversight
in
the
upcoming
months,
with
coordination
of
adding
resources
with
mental
health.
Behavioral
unit
and
embedded
social
worker
in
mecc,
along
with
assessing
call
volume,
will
help
build
statistical
data
to
support
the
decisions,
as
this
pilot
program
is
implemented
as
in
any
call
center.
G
Strong
quality
assurance
is
the
benchmark
of
needs
for
staff
training
and
how
we
are
best
serving
the
community.
While
we
are
currently
following
state
guidelines
for
quality
assurance
on
basic
medical
calls,
we
need
need
to
build
a
stronger
quality
assurance
program
that
assesses
all
aspects
of
dispatching
customer
service.
G
Next
slide.
Please
mecc
works
in
full
support
of
the
city
of
minneapolis
racial
equity
and
impact
analysis.
Macc
staff
provide
caring
support
during
crisis
situation
for
all
communities
in
minneapolis,
regardless
of
age,
gender,
race,
sex
or
economic
status.
Each
call
is
handled
with
the
utmost
care
to
determine
the
best
emergency
response
or
support
referral
possible.
G
We
appreciate
being
part
of
the
coordinated
efforts
for
reimagining
public
service
with
bringing
the
mental
health
behavioral
unit
and
embedded
social
workers
into
mecc.
Mental
health
has
not
just
impacted
the
public.
We
have
learned
a
great
deal
about
the
added
stress.
These
difficult
calls
bring
to
our
own
dispatchers
working
towards
building
a
plan
of
relief
for
dispatchers
to
address
their
own
stress
will
lead
towards
a
better
safer
space
for
them
to
continue
to
provide
the
best
for
the
city
of
minneapolis
next
slide.
B
Thank
you.
I
do
want
to
acknowledge,
and
also
just
thank
mecc,
not
only
for
all
of
the
hard
work
that
that
you
do
and
always
do
every
day,
but
because,
as
we
talk
about
evolving
our
public
safety
systems,
the
mecc
is
a
really
important
partner.
G
Well,
thank
you,
chair
palmisano,
looking
forward
to
this
program
getting
started,
we
have
been
working
quite
closely
in
conjunction
with
the
office
of
performance
and
innovation.
G
The
probably
one
of
the
best
parts
about
this
is
we've
been
able
to
bring
all
levels
of
our
department
up
in
through
working
with
opi
we've
had
dispatchers
call
takers
supervisors
all
involved
in
working
on.
What
does
this
look
like
into
the
future?
What
are
the
needs
that
we're
all
going
to
need
to
best
have
the
communication
as
we
bring
the
behavioral
health
units
into
dispatching
throughout
the
department
and
what
are
the
needs
going
to
be
when
we
bring
a
behavioral
health
unit,
our
embedded
social
worker,
into
the
dispatch
center?
G
G
The
embedded
social
worker
part
of
it
we're
still
working
with
opi
on
and
that
may
take
until
after
the
first
of
the
year
before
we
were
able
to
actually
get
an
embedded
social
worker.
In
here
I
don't
have
an
exact
timeline,
but
our
first
goal
is
really
to
work
with
opi
to
get
the
behavioral
health
unit
out
and
working
with
the
public
and
then
tie
that
to
what
it
will
look
like
with
having
an
embedded
social
worker
inside
the
center
right.
B
Super
thank
you
so
much.
I
will.
I
don't
see
any
other
comments
or
questions
from
my
colleagues,
so
I
will
ask
the
clerk
to
please
receive
and
file
this
presentation
as
well.
Thank
you,
joni.
Thank
you
interim
director
anderson.
B
We
don't
have
any
other
further
business
before
us.
I
will
note
that
our
next
budget
committee
is
monday,
the
25th
at
1
30,
and
that
day
we
will
be
hearing
from
reg
services,
public
works
and
the
park
and
recreation
board.
So
we
have
concluded
our
business
today
and
without
objection
or
any
other
comments
here,
we
are
adjourned.
Thank
you.
Everybody
thanks
for
your
time,.