►
Description
Additional information at
https://lims.minneapolismn.gov
B
B
B
Before
I
ask
the
clerk
to
call
the
role
I
want
to
take
a
moment
to
acknowledge
that
today
is
the
one
year
anniversary
of
the
death
of
george
floyd,
and
I
would
ask
that
everyone
present
join
me
in
a
moment
of
silence
in
recognition
of
his
loss
of
life.
B
D
B
B
B
The
motion
carriers
and
the
minutes
for
april
2021
meeting
are
accepted.
The
next
order
of
business
is
the
acceptance
of
public
comment.
I
will
open
the
floor
and
invite
comments
from
the
community.
We
will
limit
public
comment
to
no
more
than
two
minutes
per
speaker
with
that.
Are
there
any
community
members
on
the
line,
or
here
with
us,
on
teams
who
wish
to
address
the.
B
Commission
all
right,
I've
been
told
that
there
are
no
callers
on
the
line,
and
I,
with
that
in
mind
and
seeing
that
there's,
no
one
who
has
raised
their
hand.
B
I
will
move
on
to
our
next
item
of
business,
which
is
unfinished
business
from
our
april
meeting
regarding
coaching,
which
was
postponed
from
april
in
response
to
a
presentation
that
the
full
committee
recently
received
on
coaching,
and
we
can
continue
that
unfinished
business
and
talk
about
potentially
the
the
beginning
of
a
research
and
study
formulating
some
fundamental
questions
that
we
want
to
ask
of
the
city,
police
department
and
other
interested
entities.
B
With
that
in
mind,
I
will
take
just
a
moment
to
pull
up
that
document
that
we
discussed
in
our
april
meeting
regarding
the
the
research
and
study
process.
So
that
way
we
have
it
available.
I
know
we
might
not
be
able
to
share
it
last
minute,
it's
just
coming
up
in
my
head
now
I
apologize
for
our
staff
that
control
the
screen,
sharing.
B
Okay,
but
the
the
main
point
that
we
have
to
focus
on
in
regards
to
coaching
is
really
starting
to
formulate
the
fundamental
questions
that
we
want
to
ask
that
we're
interested
in
finding
the
answers
of
and
then
having
a
discussion
on
feasibility
and
a
timeline
established,
and
commissioner
crockett
I'd
be
more
than
happy
to
just
go
into
a
one-on-one
conversation
with
you
and,
of
course,
staff
may
jump
in
as
necessary
to
clarify
or
inform
about
the
discussion
that
we,
the
presentation
that
we
heard
in
our
last
full
meeting
and
talk
about
what
we're
interested
in
learning
more
about
and
exploring
this
process
of
coaching.
B
It
seemed
to
be
a
lot
wider
in
scope
than
our
initial
conversations
were,
and
I'm
glad
we
we
waited.
What
were
your
thoughts
on
the
presentation.
D
Yeah,
you
know
thanks
thanks
for
giving
me
the
the
floor
on
that
it
was.
It
was
a
super.
It
was
super
interesting.
I
I
feel
like
there's
a
lot
of
there's
kind
of
a
lot
of
gray
around.
C
D
Feel
like-
and
it
wasn't
a
very
like
black
and
white
like
this-
is
what
it.
C
D
Is
what
it
isn't,
but
there's
a
lot
of
gray
and
one
of
my
questions,
kind
of
was
like
you
know
where,
where
where
does
it
become
like
hidden?
You
know
where,
where
are
these
these
these
coaching
pieces
that
that
isn't
articulated
in
every
that
or
isn't
recorded,
or
you
know,
isn't
articulated
it
just
sounded
like
it
was
a
lot
of.
It
was
up
to
up
to
discretion
of
yeah,
and
you
can
correct
me
if
I'm
wrong,
but
it.
C
D
B
There
are
state
laws
of
data
privacy
that
are
designed
overall,
with
a
broad
spectrum
of
any
public
employees
in
mind
to
protect
certain
private
data
and
not
intentionally
with
the
idea
of
policing
in
mind,
but
anyone
who
works
for
the
public
sector
in
the
state
and
that
idea
of
if
there
is
some
sort
of
workforce,
related
issue
or
training
of
some
sort
think
you
know
like
working
in
you
know
public
works
or
you
know
the
the
transportation
system
and
stuff
like
that,
and
somebody
makes
some
sort
of
mistake
or
needs
some
sort
of
additional
training.
B
Then
they
don't
and
again
I'm
paraphrasing
here,
but
sure
they
don't
want
to
have
everything
publicly
disclosed
for,
for
two
reasons
is
what
I've
gathered.
One
point
was
more
of
a
you
know:
protection
of
that
individual
in
case
you
know
they
they
aren't
overly
criticized,
for
you
know,
let's
say
you're
a
metro
operator
of
some
sort,
and
you
know
you
make
an
administrative
error.
B
Does
that
need
to
be
publicly
disclosed
when
all
you
need
to
do
is
make
a
correction
of
some
sort
to
to
coach
them
in
how
and
remind
them
of
how
to
do
that
process
correctly
and
then
the
other
part
of
it
that
I
think
is
more
relevant
to
what
we're
talking
about
here
is
is
a
concern
of
of
timeliness,
because
people
are
public.
B
You
know
civil
servants
and
I'll
use
that
term
generally,
just
meaning
everyone
who
you
know
is
paid
for
through
tax
dollar
funds,
that
sort
of
thing
they
they
have
certain
standards
of
correction.
You
know
of
meeting
what
we're
defining
as
discipline
right
and
you
could
either
go
through
a
more
lengthy
discipline
process,
which
I
think
was.
B
I
tried
to
pull
that
sort
of
questioning
out
when,
when
I
was
given
the
turn
to
to
speak
and
it's
clear
that
there
are
a
lot
of
hands
in
the
cookie
jar,
you
know
of
different
entities
that
want
to
make
sure
that
certain
standards
are
in
place
when
they're
talking
about
actual
discipline
of
civil
servants
and
coaching
is
a
way
to,
and
I
believe
when
you
have
those
more
administrative
needs
to
re-educate-
and
you
know
kind
of
you
know,
repeat
repeat
the
training.
B
Essentially
you
know
that
that
that
is
the
the
tool.
That's
more
timely,
and
I
think
that
is
the
big
disconnect.
That
I
realized
here
in
a
lot
of
this
is
that
you
have
a
a
big
old
paintbrush
of
coaching
versus
discipline
policy.
B
That
is,
for
the
most
part,
seems
to
work
well
across
the
entire
enterprise
and
then
in
this
one
specific,
very
high.
B
You
know
high
stress,
environment
of
policing
and,
with
a
lot
of
you,
know,
accountability
and
a
very
particular
job
set
of
you
know,
carrying
around
a
firearm
or
having
the
ability
to
detain
individuals,
it's
it
is
fit
under
a
completely
different
context
from
an
outsider's
perspective
from
from
our
civilian
perspective
of
saying
yeah.
But
you
know
someone
who's
working
in
you
know
health
and
human
services.
When
they
get
coached
they've,
they
never
run
the
risk
of
potentially
killing
someone.
B
You
know,
and
it's
that
generalization
of
the
policies
that
I
think
what
what
I'm
interested
in
is
seeing
if
other
states
outside
of
minnesota
have
also
seen
this
sort
of
issue
of
we're
painting
with
a
very
broad
brush
here
and
have
other
states
considered
either
making
amendments
to
that
or
having
a
different
type
of
process
that
still
allows
for
the
timeliness.
I
think
the
timeliness
is
really
important.
B
It's
it's
the
public
disclosure
that,
at
the
end
of
the
day,
that
I
think
is
the
crux
of
the
concern
I
mean
the
terminology
is
the
terminology
and-
and
I
don't
want
to
try
to
rework
the
whole
the
whole
structure.
I
think
the
main
point
is
that
people
are
informed
of
what's
happening
when
there
is
some
sort
of
correction
and
and
to
your
point,
the
you
know
how,
specifically,
how
do
things
end
up
being
assigned
to
coaching?
B
Yeah,
it's
it's
really
interesting.
I
I
took
the
liberty
of
you
know
you
know
taking
input
from
other
other
commissioners
when
they
were
asking
questions,
and
you
know
jotting
down
a
few
myself
there.
There
are
some
things
that
you
know
just
some
basic
like
metrics
of
really
just
understanding
what's
happening
here
in
terms
of
of
coaching
and
discipline.
I
think
it's
possible
that
this
information
already
exists,
but
we
just
need
to
like
bring
it
to
the
forefront
of
you
know:
percentages
of
of
coaching
versus
discipline,
timelines
of
coaching
versus
discipline.
B
Types
of
complaints
and
the
percentage
of
coaching
versus
the
percentage
of
discipline
and
in
trying
to
get
an
understanding
down
of
not
just
the
matrix
and
what
it
says,
but
the
actual
practice
of
the
matrix-
and
you
know,
is
every
time
you
know
someone
you
know
uses
a
squad
car
to
run
through
a
red
light,
unnecessarily
have
the
same
response
every
time.
How
consistent
are
we
implementing
the
same
and
broad
term
whether
you
want
to
call
it
coaching
or
discipline?
B
Correction
is
the
same
type
of
correction
applied
and,
if
not,
why
not
I'd
be
very
interested
in
looking
at
at
questions
like
that
to
really
just
get
like
a
a
a
basic
understanding
of
where
we're
at,
and
I
think
it's
honestly,
it's
a
core
component
of
you
know
our
our
charter
of
understanding,
the
trends
of
police,
complaints
and
civilian
responses
to
those
complaints.
You
know.
A
Thanks,
I
just
wanted
to
jump
in
quick
just
to
make
sure
that
I'm
following
like
the
workflow
process,
I
think
some
of
like
what
you
identified
in
terms
of
because
it's
actually,
I
know
the
next
thing
on
the
agenda.
It's
something
that
we've
done
for
that
one
is
sort
of
that.
Looking
across
you
know
various
jurisdictions
and
kind
of
seeing
you
know.
What's
what
are
the
comparable
items
in
those
areas?
I
think
that's
definitely
helpful.
Just
in
figuring
out,
I
think
that's
kind
of
something
that
that's
missed.
B
A
A
It
exists,
you
know
across
the
board
and
I'm
sure
that
you
know
like
civilians
in
minneapolis
are
not
the
first
ones
to
have
raised
questions
on
it.
So
I
think
seeing.
C
A
What
other
people
have
done-
and
you
know
how
that's
been
addressed-
could
be
really
helpful.
So
that's
definitely
something
that
I
think
we
can
put
together
if
you
want
us
to
kind
of
find
some
similar
jurisdictions.
Minneapolis
or
you
know,
if
you
have
you
know
any
municipalities
in
mind
or
something
that
we
can
get
that
together
and
send
that
back
out.
A
The
other
thing
I'd
mention-
and
I
think
we
talked
about
this
last
time,
but
was
we
had
that
coaching
dashboard
that
was
done
for
a
coaching
study
in
2017,
that's
on
and
I
believe
you
get
to
it
through
the
website
and.
A
C
A
Probably
a
way
that
we
can
look
at
either
updating
that
same
dashboard
or
just
or
you
know
like
doing
something
similar
with
just
a
new
a
new,
basically
a
new
data
set,
because
I
mean
obviously
there's
other
data.
There's
data
practices
stuff
around
some
of
this.
So
we
have
to
make
sure
that
we,
you
know,
are
following
all.
A
B
Go
ahead,
yeah.
Believe
me,
my
my
ideal
is:
I
would
love
all
of
this
to
be
automated.
You
know
anytime,
there's
any
sort
of
complaint
strip,
the
the
personally
identifiable
information
out
of
it,
and
you
know
anytime,
a
complaint
is
what's
the
term
opcr
verifies
or
substantiates.
Is
that
the
term
basically.
A
I
guess
it
depends
on
what
what
category
you're
talking.
B
B
Just
have
that
publicly
available
in
the
same
sort
of
dashboard
of
just
saying,
hey,
you
know,
and
we
can
start
with
the
type
of
information
that's
available
to
us
now
and
then
in
time
when,
if
and
when
we're
able
to
expand
on
the
details
and
we
can
expand,
you
know
we
can
help
make
that
information
more
fruitful.
But
you
know
it's
clear
through
that
dashboard
that
there
is
some
level
of
information
that
can
be
legally
publicly
disclosable.
B
So
now
it's
just
a
question
for
me
right
now
of
how
frequent
you
know
is
there
some
sort
of
clause
in
there
that
says
we
have
to
wait
a
certain
number
of
months
years,
something
like
that,
or
can
we
get
up
to
the
day
information
up
to
the
week
information
you
know
such
that
it
is
right
now
and
what
is
allowable.
A
Yeah,
and
so
I
think
that
yeah
going,
I
mean
updating
that
dashboard
is
probably
helpful
just
because
we
have
the
president
of
it
already.
You
know
it
already
exists,
it's
something
we've
done
in
the
past
and
if
you,
if
you
go
to
it,
I
mean
I
think
it
does
have
some
helpful
information
about
timelines
and
subject
matter
and
everything
yeah
I
mean
just
to
the
point
that
was,
I
think,
kind
of
made.
It's
like,
I
feel,
like
we've,
definitely
talked
about
this
issue.
A
Oh
you
know
a
lot
and
you
know-
and
so
I
mean
just
making
it
clear
that
I
think
there's
like
there's
the
two
different
conversations.
There's
like
you
know,
there's
there's
a
discussion
about.
You
know
what
is
this?
How
does
this
exist?
You
know
why
this
and
I
feel,
like
a
lot
of
that,
has
probably
been
answered
in
its
entirety.
So
at
this
point
it's
you
know
like
testing
something
you
had
said
where
you
know
this
is
like
we're
not
questioning
whether
or
not
the
system
that
can
exist.
A
Updating
the
dashboard
is,
probably
it
you
know,
and
having
that
information
readily
available
for
an
analysis
is
probably
you
know
the
easiest
way
to
do
that,
just
because
we
don't
have
to
reinvent
the
wheel,
we
can
take,
what's
what's
already
been
done
and
build
upon
it
yeah
and
provide
that
kind
of
insight
into.
What's
you
know,
like
timelines,
you
know
how
this
process
works,
what
it's
used
for
et
cetera.
B
And
I'm
I'm
really
particularly
interested
in
you
know
it
doesn't
even
need
to
be
a
formal
evaluation.
You
know
it's
just
getting
into
the
healthy
practice
of
of
the
iterative
evaluation
process
in
practice
of
looking
at
you
know
this
is
we
had
a
great
presentation
on
how
coaching
is
designed?
B
You
know-
and
I
think
it's
it's
fair
to
say
in
anything,
there's
a
difference
between
the
design
and
the
practice
to
some
degree
and
let's,
let's
not
be
afraid,
to
explore
and
see
if
there
are
differences,
and
if
there
are,
we
should
look
at
them
and
ask
ourselves.
Why
are
there
differences
if
there
aren't
and
things
are
working
as
intentioned?
B
I
think
we
could
look
at
that
as
well
and
really
try
to
make
sure
that,
at
the
end
of
the
day,
we
are
making
assessments
off
of
efficacy.
How
well
this
is
actually
working
as
intentioned
and
two
do
those
intentions.
The
way
things
are
written
out
in
policies
match
the
values
that
we
see
in
our
communities
and
here
in
the
public
sector,
do
all
of
those
different
perspectives
match
in
some
sort
of
way.
That's
harmonious,
and
you
know
well-intentioned.
A
You
know
I
definitely,
and
so
I
can.
I
can
work
with
staff
to
take
a
look
at
that
dashboard
and
just
kind
of
figure
out
what
it
would
take
to
I'm
looking
at
it
right
now
to
you
know
to
get
that
updated
just
because
then
I
mean
again
like
to
the
point
that
I
think
it's
been
made.
You
know
multiple
times
I
like
this.
A
The
actual
data
you
know
like
that
that
facilitates
a
different
discussion
than
just
discussing
you
know,
processes
and
policies
and
stuff.
So
I
think
that's
one.
That's
definitely
worth
having
so
I'll
I'll
get
back
to
you
with
an
estimate
on
like
what
it
would
take
to
get
that
one
done
and
then
I
think,
there's
a
couple
easy
examples
too,
for
just
kind
of
like
what
this
you
know
like
precedent.
B
B
Yeah-
and
don't
worry-
I
mean
this
is
this-
is
one
of
those
topics
that
I
believe
we're
going
to
be
talking
about
for
a
while.
I
intend
to
have
this
coaching
conversation
at
every
one
of
our
subcommittee
meetings
and
learning
bits
and
pieces
more
and
more
to
slowly
gather
all
the
right
information
that
we
can,
and
you
know,
come
back
to
the
commission
with
something
that
is
substantial,
not
just
something
that
you
know
is
our
fastest
answer.
B
Well,
pardon
me,
commissioner.
Crockett
do
you
have
any
other
I
mean
is
from
the
perspective
of
fundamental
questions
and
framing
things
that
you're
interested
in
in
and
around
coaching.
Are
there
any
other
questions
that
you
were
thinking
of
that
might
be
of
interest
to
you.
D
Yeah,
no
honestly,
I
think
you
hit
you
hit.
A
lot
of
them
is
just
that
big
fundamental
question
of
like
is
the
design
matching
the
practice
yeah
and
the
the
kind
of
questions
to
articulate
in
between
there,
I
think
is,
is
just
the
biggest
the
biggest
point.
Okay,.
B
I'll
provide
ample
opportunity
for
commissioner
sparks
to
join
in
on
the
conversation
next
time.
I
did
have
a
few
other
commissioners
who
were
curious
about
questions
as
well
that
sent
in
via
email.
I
believe
you
were
cc'd
on
the
email
as
well.
Commissioner
crockett,
and
I
think
I
mean
it's
a
long
list
that
I
see
from
one
particular
individual,
but
I
I
do
resonate
with
a
lot
of
these
questions
in
in
attempts
to
not
go
through
the
long
list.
B
I
I
would
like
to
just
put
them
in
the
chat,
and
then
we
could
have
them
displayed
within
the
meeting
minutes.
Is
that
appropriate?
Madam
clerk.
B
We're
gonna
just
make
sure,
and
we
can
have
continued
discussions
on
these.
A
lot
of
them
were
some
of
the
the
same
questions
that
we
kind
of
brought
up
of.
You
know
how
often
is
their
coaching
and
what
types
of
conduct
is
coaching
and
are
there
multiple?
B
You
know
how
many
officers
are
coached
multiple
times
and
for
what
types
of
offenses
stuff
like
that,
as
well
as
going
on
to
the
the
in
general,
the
process
and
understanding
of
legal
settlements
and
negotiations
in
terms
of
discipline,
because
I
think
that
is
a
whole
other
kettle
of
fish
that
we
could
have
a
completely
separate
meeting
about
and
really
get
an
understanding
of
how
that
plays
into.
B
You
know
what
the
the
overall
role
of
public
disclosure
and
you
know,
making
sure
that
we
understand
it
to
the
fullest
extent,
but
yeah
just
want
to
make
sure
that
those
questions
are
available
for
staff.
So
we
we
can
start
looking
into
these
a
little
bit
more
and
really
have
a
a
more
firm
understanding
of
you
know.
Practice.
B
And
unless
we
have
more
to
discuss
here
I'll
table
this
for
next
meeting,
continue
it
under
unfinished
business.
I
know
we
didn't
really
have
a
directive
from
staff
on
this.
Apart
from
the
the
dashboard,
I'm
okay
with
that
right
now
is
there
any
other
unintended
or
maybe
I
may
have
just
you
know,
had
a
light
bulb
shine
in
your
head,
mr
hawkins,
any
other
directives
that
you
think
are
worthwhile
in
terms
of
coaching.
A
No,
I
mean
looking
at
a
couple
of
these
questions.
I
think
the
dashboard
answers
a
lot
of
them
yeah
I
figured,
and
so
I
think,
like
you
know,
that's
like
just
that.
You
know
especially
you
know
given
like
this
scope
of
this
body.
You
know
I
think
like,
but
going
the
data
route
is.
You
know,
like
that's
that
allows
us
to
have
a
conversation.
That's
driven
by
you
know,
numbers,
and
you
know
like
before
dashboard
itself,
so
I
think
going
out
is
probably
the.
B
Best
way
to
proceed.
Okay,
then,
with
that
in
mind,
I
will
table
this
coaching
discussion
under
unfinished
business
to
be
brought
up
at
our
next
meeting
and
begin
our
conversation
on
no
knock
warrants,
and
in
light
of
that,
I
would
like
to
acknowledge
that
andrew
hawkins
did
in
fact
provide
a
document
to
this
subcommittee,
entitled
comparison
of
police
department
policy
and
procedures
on
no
knock
warrants
with
mpd.
B
This
was
published
in
part,
and
I
do
believe
that
was
my
mistake.
I
I
handed
a
unfinished
document
a
little
bit
early
to
the
clerk.
We
do
have
two
preceding
pages
which
give
us
comparisons
between
minneapolis
police
department
and
the
police
departments
of
cleveland,
ohio,
tulsa,
oklahoma
and
oakland,
california,
which
I
do
believe
the
clerk
now
has
and
will
provide
for
public
disclosure
on
limbs
after
this
meeting,
but
which.
B
Oh
great,
if
we
could
bring
that
up
and
mr
hawkins,
if
you
would
be
so
kind
as
to
give
us
just
a
a
broad
overview
of
how
we
ended
up
choosing
these
comparison
cities
and
what
your
overall
thoughts
were
in.
Compare
and
contrast
with
the
police
departments.
A
Sure,
like
for
this,
I'm
actually
going
to
I've
enlisted
the
help
of
chris
of
christopher
banta
he's
one
of
our
new
case.
Investigators
he's
been
like
incredibly
helpful,
with
like
kind
of
helping
with
the
extra
lift
on
this,
so
like
christopher
was
the
one
that
put
like
most
of
the
substantive
document
together.
So
I'm
gonna.
Let
him
go
ahead
and
speak
to
the
methodology
behind
it
and
answer
any
questions
you
might
have.
E
Nice
to
meet
you,
so
the
the
city's
chosen
were
just
comparing
a
list
of
population
similar
size
to
minneapolis.
Certain
jurisdictions
were
excluded,
that's
covered
in
the
first
paragraph,
because
there
are
certain
jurisdictions
where
do
not
warrants
are
prohibited
by
state
law.
E
There
are
also
other
municipalities
which
have
appeared
to
them,
so
you
know
they're
not
great
for
comparison
and
then,
when
I
started
those
cities,
it
was
because
they
were
a
similar
population
size
to
minneapolis
and
also
their
policy.
Documents
are
available
online,
which
is
a
large
barrier
to
doing
comparisons.
E
So
just
going
through
the
and
then
the
rubric
from
no
knock
minnesota.
Yes,
next
to
that
is
where
the
minneapolis
policy
and
procedure
was
compared
and
there
is
a
slight
limiting
comparison.
Shall
we
say
because,
as
you
can
see
from
the
no
knock
rubric,
you
know
a
lot
of
these
regulations
come
from
state
law,
so
they
might
not
be
within
the
four
corners
of
a
police
policy,
but
there
may
be
a
state
ball
that
affects
it.
E
I
did
not
compare
state
law
for
all
the
jurisdictions,
but
I
did
look
at
the
policies
and
have
a
comparison.
I
would
say.
The
main
thing
that
stands
out
is
that
no
dog
warrants
are
considered
high
risk
across
all
three
jurisdictions,
which
does
require
a
swat
team
to
be
present.
E
There
was
one
exception
where,
if
someone
is
arrested
away
from
the
property,
then
it's
not
considered
high
risk
okay,
but
if
it's
a
do
not
warrant
where
people
are
present,
it
is
high
risk.
Some
of
the
policies
required
provided
guidance
on
applying
for
a
warrant.
They
often
required
supervisor
approval
and
sometimes
even
attorney,
approval
from
the
prosecuting
officers
and
then
in
every
single
comparison.
E
A
similar
procedure
with
the
courts,
so
the
courts
have
to
receive
a
copy
of
the
the
warrant
and
inventory
when
it's
been
after
it's
been
executed,
that's
usually
within
10
days,
though
within
10
days
of
being
issued.
It
must
be
executed
and
returned
to
the
court.
Okay,
the
one
other
thing
that
I
thought
of
note
was
that
in
oakland
it's
actually
not
in
the
police
policy.
It
was
in
a
training
bulletin
which,
from
what
I
can
tell,
is
similar
to
policy.
But
it's
just
interesting.
E
It's
part
of
the
training
bulletin,
but
they
do
require
reports
regularly
to
be
made.
So
they
have
an
office
of
an
inspector
general
who
audits
the
warrant,
compliance
with
the
policy
with
the
training
bulletin
every
year,
and
they
also
have
to
have
reports
done
on
a
I
believe,
monthly
basis
by
supervisors
on
warrants.
They've
reviewed,
okay,.
B
So
I
think
going
back
to
some
of
our
initial
questions
that
we
hadn't
and
I
do
remember
them
as
best
can.
I
know
you
weren't
here
for
our
first
meeting
on
this
particular
topic,
but
I
think
there's
an
inherent
concern
that
there's
a
strong
correlation
between
the
use
of
no
knock
warrants
and
increased
harm
to
either
police
officers
or
those
who
are
inside
the
home
being
being
entered
by
the
police.
B
B
Health
related,
you
know,
concerns
either
through
the
intent
itself.
The
short-term
impact
of
entry
versus
you
know
long-term
trauma.
If
there
is
peer-reviewed
research
on
that,
then
I
think
it
would
be
a
compelling
argument
for
us
to
continue
to
move
the
ball
forward
in
a
policy
recommendation
standpoint.
E
If
I
could
just
point
you
to,
there
is
a
document
in
there
from
the
ccj
task
force
on
policing.
E
B
C
B
And,
and
just
so
that
way,
because
this
is
a
new
entity
for
me,
the
ccj,
could
you
could
you
tell
me
what
that
is.
E
B
All
right,
I
I'd
be
more
than
happy
to.
I
don't
have
anything
right
now,
more
questions,
but
I'd
be
happy
to
open
things
up
to
commissioner
crockett.
If
you
have
any
questions.
D
Yeah
yeah,
so
is
there
like
a?
D
E
So
the
the
policies
all
included
no
knock
as
high
risk.
They
also
usually
defined
it
as
having
some
other
level
of
high
resistance,
so
barricaded
suspect
suspects
that
that's
where
the
the
high
risk
definition
came
in.
Okay,.
D
And
that's
that's.
A
pretty
like
standard
across
police
disciplines
is
like
high
risk,
is
gonna,
be
I
don't
know
people
are
involved
and
can
die
or.
E
Something
like
that.
I
put
the
policies
for
the
other
departments
which
were
referenced
in
the
document
in
there,
and
I
believe
they
all
have
a
definition
for
high
risk
that
does
include
where
they
expect
a
high
level
of
resistance
and
no
knock
warrants.
B
Yeah,
did
you
see
any
conv,
because
one
of
the
major
things
that
in
the
last
year
that
this
type
of
conversation
usually
correlates
with,
is
second
amendment
and
right
to
defend
your
home
sort
of
laws,
stand
your
ground
or
castle
laws
in
your
research?
Did
you
see
anything
that
you
know
brought
up
the
juxtaposition
of
these
sorts
of
laws
between
no
knock
policies
and
tassel
laws
where
people
are
being
you
know
entered
upon
without
warning
they
they
have
a
legal
right
to
defend
their
home.
E
I
imagine
that
would
normally
be
covered
by
a
state
law
on
you
know
when,
when
force
can
be
used,
yeah.
B
B
Data
on
you
know,
quote
unquote
success
rates
of
entry,
no
knock
entry
versus
announced
entry
here
in
the
the
city
and
versus
you
know,
outcomes
of
you
know
whether
or
not
you
know
an
ambulance
had
to
be
called
for
an
individual
either
an
officer
or
a
civilian,
on
the
premise
and-
and
you
know
a
lot
of
controlling
factors-
neighborhoods
race,
gender
stuff,
like
that
number
of
police
officers.
B
Even
if
we
have
it,
you
know
any
sort
of
data
to
be
able
to
start
to
quantify
this
stuff
here
in
the
city
of
minneapolis.
Is
this
yeah?
I
know
I
just
asked
for
the
world
essentially,
but
what
would
be
the
process
by
going
about
and
getting
that
sort
of
information?
Is
that
something
that
would
be
feasible?
I
mean
in
relative
terms
of
other
studies
that
we've
done
before.
E
B
And
then
I
assume
there
are
no,
like
you
know
procedural
reports
that
come
out.
You
know
as
in
like
you
know,
this
is
how
long
the
response
took.
Here's
if
anybody
got
injured
if
the
ambulance
got
called
anything
like
that,
that
that's
definitely
not
going
to
be
in
the
war
in
itself,
because
at
all
is
preceding
the
matter
right,
yeah.
B
I
mean
either
you
or
andrew
or
anyone
else.
Is
that
something
that's
even
within
the
the
bounds
of
public
disclosure.
B
I
assume
it
is
because
to
a
certain
degree,
there
are
some
things
that
have
been
disclosed
and
a
lot
of
the
metrics
that
I
you
know
talked
about
are
similar
to
you
know:
police
use
of
force
dashboards
which
we
have,
and
you
know
I
imagine
it
is
possible
to
get
it.
We
just
have
to
create
that
avenue.
A
Yeah,
I
think
one
of
the
things
that
we
did
when
we
were
looking
at
this
is
we
tried
to
go
out
and
see
if
there
was
anything
kind
of
similar
to
what
you're
describing
and
they
hadn't
been
able
to
find
anything
yet,
but
to
chris's
point
like
there's,
you
know
like
a
lot
of
this
information
exists.
Just
you
know
various
areas,
and
it's
just
a
matter
of
like
how
does
it
finding?
How
does
it
tie
together,
but
it's
yeah.
It's
definitely
something
that
we
can.
You
know
we
can
certainly
look
into
it.
A
I
know
the
court,
you
know
again
like
those
records,
it's
it's
just
like,
essentially
a
very
long
file
that
you
know
you
like
I
mean
so
I
know
that's
publicly
available.
You
know
by
going
through
that,
you
would
be
able
to
pull
out
the
ones
you
know
that
were
relevant
for
no
knock
but
then
yeah
as
far
as
like
the
police
reports
go
it's
just
a
matter
of
trying
to
like
fit.
A
I
guess
reverse
engineering
like
what
was
a
you
know
what
what
was
the
result
of
what,
because
like
we
can
go
through
and
search
some
of
that
information,
but
it's
I
need
to
figure
out
how
we
determine
that,
like
this
report
was
the
result
of
you
know.
Like
I
don't
know,
you
know
the
execution
of
a
no
knock
warrant
so.
B
A
Yeah
yeah,
if
it's
okay,.
B
Let
me
oh,
please
yeah,
and
I
know
that's
probably
a
lot
to
he
would
have
to
go
through
the
county
and
you
know
connect
that
information
to
the
fact
that
it
was
a
knock
or
no
knock
warrant,
but
I
mean,
if
it's
feasible
to
do.
B
I
think
that
would
be
very
informative
in
a
long-term
perspective,
but
I
know
in
our
last
meeting
we
talked
about
both
a
long-term
and
a
short-term
perspective
on
this
of
you
know,
there
seems
to
be
a
lot
of
research
that
has
been
done
both
by
chris
again.
Thank
you
very
much
as
well
as
our
presenters
from
two
months
ago.
B
Now
I
think,
if
we
want
to,
if
there's
a
desire
for
it,
we
could
formalize
this
more
into
a
a
short
white
paper
and
and
drafted
as
a
you
know,
informational
comparison
of
you
know
an
analysis
of
what's
going
on
here
in
minneapolis
and
some
of
the
information
that
we've
pulled
from
other
cities
as
well
as
campaign
zero
and
ccj
and
put
together.
B
If
you
had
certain
levels
of
of
bands
of
no
knock
warrants
either
from
you
know,
the
top
of
this
matrix
being
a
a
complete
ban
of
no
knock
warrants
to
you
know
required
no
knock
applications
going
going
on
through
to
maybe
not
all
of
these,
but
particular
areas
that
we
might
find
of
interest.
B
As
you
said
chris,
I
think
a
lot
of
this
is
state
requirements,
but
having
that
information
and
being
able
to
share
it
both
with
the
city
and
with
the
state
of
hey,
this
is
the
type
of
impact
that
we
could
see.
Potentially,
with
this
sort
of
you
know,
change
in
ordinance
or
change
in
state
law.
B
A
So
you
know
if
everybody
wants
to
take
a
second
to
go
through
everything
and
kind
of
identify
if
there's
any
areas,
just
even
looking
at
the
rubric
and
the
notes
that
we
had
added
in
the
far
right
column
yeah,
you
know
where
you
know
you
feel
like
it's
in
you
know
like
there's
any
you
know
like
like
issue
with
you
know,
either
in
comparison
to
other
municipalities
or
comparison
to
best
practices
or
the
research,
that's
out
there
and
identifying
some
of
those
areas.
You
know
like
to
your
point
about
a
white
paper.
A
I
mean
that
would
be
something
that
you
know.
I
assume
at
the
conclusion
of
the
white
paper
would
you
know,
come
recommendations,
and
I
think
that
if
there's
some
areas
you've
identified
based
on
looking
at
the
other
municipalities
or
the
rubric
like
that,
would
be
a
good
opportunity
to
kind
of
call
those
out
and
propose.
You
know
some
changes.
C
A
E
E
They
all
seem
to
require
supervisor
approval,
yeah,
yeah
and
then
the
I
guess,
just
the
part
you
know
about
oakland
having
the
the
reports
was
pretty
useful
because
those
inspector
general
reports
are
available
online
and
they
take
a
sample
of
of
search
warrants
to
provide
that
data.
B
Okay,
no,
I
I
think
that
I
mean
it
if
you're,
seeing
that
these
three
other
cities-
and
you
know
we're
making
the
assumption
that
that
you
know
this
is
a
a
good
representative
sample
of
comparable
cities
that
that
you
know
have
a
similar
practice
but
have
a
major
characteristic.
B
That
is
something
that
we
are
lacking
here.
I
think
that's
something
that
could
very
well,
you
know
be
seen
as
a
a
potential
point
of
recommendation.
If
not,
you
know
digging
into
these
a
little
bit
more
and
seeing
where
else
we
can
come
up
with
some
some
recommendations.
B
Commissioner,
crockett,
do
you
have
any
thoughts
on
the
idea
of
a
white
paper
or
any?
You
know
anything
else,
you'd
like
to
add.
D
Yeah
yeah
so
as
you're
speaking,
you
kind
of
went
over
a
little
bit
more
in
depth
in
what
I
was
kind
of
thinking
of
like
the
the
concept
of
the
police,
like
how
police
are
using
their
resources
for
like
these
no
knock
warrants
versus
like
that
effectiveness
and
and
how
we'd
be
able
to
you
know,
quantify.
D
Result
essentially,
because
I
think
if
we
can
get
an
understanding
of
you
know
how
much
resources
are
put
into
these
no
not
warrants,
and
you
know
if
it
is
a
lot
of
resources
and
money,
and
then
it's
not
that
effective.
I
think
I
think
that's
a
a
pretty.
You
know
strong
and
valid
point,
so
I'd
be
I'd,
be
interested
in
kind
of
understanding
how
we
could
get
to
to
some
sort
of
point
around
that.
B
Yeah,
that's
really
interesting,
I
I
I
didn't
even
think
about
it
in
terms
of
like
the
cost.
Is
there
a
difference
in
cost
just
based
off
of
an
announced
warrant
versus
an
unannounced
warrant?
That
would
be,
you
know
interesting
to
see.
I
I
don't
know
if
it
is,
but
it
would
be
very
interesting
to
see
if
there
is
that
sort
of
difference,
because
there
might
be
a
difference
in
procedure
and
a
difference
in
procedure
could
mean
a
difference
in
resources.
A
To
that
specific
point
I
would
think
too,
and
chris
can
confirm
or
add
anything,
because
when
you
get
warrants
that
are
classified
as
high
risk,
there
is
ever
that
component
in
the
city
of
minneapolis.
That
requires
swap
presence
yep,
so
I
mean
you
know
just
from
a
resource
perspective.
It's
like
you
know
that
that
would
be
one
that
would
you
know
it's
just
like
a
surface
level
analysis
that,
like
that,
since
that's
required
there
is
a
you
know
there
would
be
a
cost
to
that.
B
Yeah,
so
that
would
be
a
more
like
a
spurious
correlation
of,
as
in
the
no
knock
warrant
isn't
the
case
of
making
it
more
costly.
It's
the
the
swat
team
and
the
swat
team
could
be
there
if
there's
a
no
knock
warrant
or
if
there's
an
announced
warrant,
and
but
you
know,
understanding
that
and
the
the
reasons
behind
that
sort
of
thing
of.
If
you
have
a
no
knock
warrant,
it
demands
a
swat
team
then,
and
if
you
have
an
announced
warrant,
then
there
may
be
a
difference
and
an
understanding.
B
You
know
those
different
levers
that
have
to
be
switched
based
off
of
these
different
categorizations
and
and
the
costs
associated
with
them.
I
I
think,
is
definitely
a
a
welcome
addition.
I
think
that's
great
commissioner
crockett.
B
Okay
good
to
know
now,
I
guess
I
won't
move
on
directing
a
white
paper
right
now,
although
I
I
think
commissioner
crockett
and
I
and
don't
you
know,
stop
me
if
I'm
putting
words
in
your
mouth
would
definitely
like
to
move
on
one
soon.
B
A
That
works,
I
mean
again
too
between
now
and
then
it's
like
you
can
always
reach
out.
You
know,
as
you
have
a
chance
to
go
through
this,
and
you
know
do
some
research,
you
know,
do
any
research,
you
know
you
want
to
on
your
own.
If
you
identify
areas
or
have
some
other
questions,
I
mean
feel
free
to
send
them
over
and
that
way
we
can
keep
this
going
and
it's
not
like.
We
just
have
to
hit
pause
and
then
wait.
B
B
I
would
love
to
get
into
the
habit
of
of
doing
that
more.
I
want
to
make
sure
that
this
isn't
just
a
you
know.
Once
every
two
weeks
thing
it's
getting
more
in
the
habit
of
you
know
would
like
to
have,
like
a
you,
know,
more
regular
brainstorming
session
to
make
sure
that
we're
keeping
the
ball
rolling.
Let's
continue
on
to
the
agenda.
B
I
completely
lost
it
somewhere
in
here.
That
is
in
fact
the
end
of
our
unfinished
business
and
we
have
no
new
business
to
address
so
with
that
and
all
items
yes.
B
Yes,
please
I
will
there,
I
mean
technically
there
were
documents
to
receive
and
file,
so
I
will
ask
that
the
clerk
receive
and
file
the
most
updated
document
that
was
provided
to
us
by
andrew
hawkins,
and
I
will
table
the
discussion
of
no
knock
warrants
to
next
meeting.
B
So
we
continue
that
conversation
then
thank
you
and
with
that
we've
concluded
all
items
on
our
agenda
for
this
meeting
and
seeing
no
further
business
before
us
and
without
objection.
I
will
declare
this
meeting
adjourned.