►
From YouTube: June 10, 2021 Public Health & Safety Committee
Description
Additional information at
https://lims.minneapolismn.gov
B
Good
afternoon,
everyone
welcome
to
this
regularly
scheduled
meeting
of
the
public
health
and
safety
committee
for
june
10
2021.
My
name
is
philippe
cunningham
and
I
am
the
chair
of
this
committee.
As
we
begin,
I
will
note
for
the
record
that
this
meeting
has
remote
participation
by
members
of
the
minneapolis
city,
council
and
city
staff
as
authorized
under
minnesota
statute,
section:
thirteen
d
dot:
two
zero
excuse
me:
zero.
B
Two
one
due
to
the
declared
local
public
health
emergency,
the
city
will
be
reporting
and
posting
this
meeting
to
the
city's
website
and
youtube
channel
as
a
means
of
increasing
public
access
and
transparency.
This
meeting
is
public
and
subject
to
the
open
meeting
minnesota
open
meeting
law.
At
this
time.
I
will
ask
the
clerk
to
please
call
the
rules,
so
we
can
verify
a
quorum
for
this
meeting.
D
F
B
Let
the
record
reflect
that
we
have
a
quorum
with
that
colleagues.
The
agenda
for
today's
meeting
is
before
us.
We
have
five
items,
one
consent
item
and
then
four
discussion
items
so
we'll
begin
with
item
number
one
which
is
accepting
the
low
bid
from
24
restore
inc
for
bids
for
commercial,
commercial
board
up
services
and
accepting
the
second
low
bid
from
right-of-way
construction
corporation,
and
so
both
of
these
are
for
300
000
for
the
services
with
up
to
four
one
year:
extensions
agreed
upon
by
both
parties.
B
All
right
right,
I'm
not
seeing
any
discussion
so
will
the
clerk?
Please
call
the
role.
D
A
B
All
right
that
motion
carries
to
approve
that
item
item
number
one,
and
with
that
we
will
move
to
our
discussion
items.
Colleagues
again,
we
will
have
four
discussion
items
for
today.
I'm
sorry,
I
think
one.
B
Yes,
actually,
three,
my
apologies
all
right.
So
first
up
we
will
have
receiving
and
filing
an
update
report
on
cobit
19,
which
will
be
given
by
our
health
commissioner
gretchen
musicand.
Commissioner,
the
floor
is
yours.
G
Thank
you,
chair
cunningham,
so
we've
got
a
powerpoint
here.
We've
got
some
statistics
to
share
and
some
challenges
before
us
and
and
opportunities
to
work
with.
So
if
you
could
go
to
the
first
slide,
please,
as
you'll
see,
we
have
made
some
real
progress
when
it
comes
to
the
amount
of
coveted
cases
in
our
community.
In
fact,
we
have
not
seen
numbers
like
we
have
today
since
april
2020.,
so
very
close
to
the
beginning
of
the
pandemic.
G
Here
in
minneapolis,
we
saw
the
same
number
of
cases
as
we're
seeing
today
and
between
those
two
times
we
have
seen
many
more
cases,
so
things
are
really
turning
in
a
in
a
really
good
direction,
as
is
true
with
any
statistic.
G
G
In
those
cases,
and
so
we
see
that
the
rate
amongst
unvaccinated
people
is
nearly
three
times
higher,
and
so
it's
really
important
for
us
to
continue
to
urge
people
to
get
vaccinated.
We
know
that
the
opportunities
for
young
people
12
to
16
is
fairly
new
and
so
over.
The
summer
would
be
a
great
time
for
those
young
people
to
get
vaccinated
and
add
to
our
overall
community
protection.
G
G
The
state
has
a
number
of
of
opportunities
that
are
provided
community-based
organizations,
and
so
this
is
helping
as
of
june
7th,
nearly
81
of
those
who
are
15
or
older
in
minneapolis
had
at
least
one
shot,
and
almost
72
percent
of
that
same
group
were
fully
vaccinated.
G
Our
part
of
that
story,
we
have
to
date
administered
over
24.
000
doses
in
our
health
department
run
clinics
next
slide.
Please
so
we're
presenting
this
slide
in
an
effort
to
show
you
where
these
many
sources
of
vaccine
are
concentrated,
and
so
you
will
see
that
in
those
areas
that
are
in
highest
need
of
more
vaccinations,
there
have
been
many
opportunities
provided.
G
We
have-
and
I
can
go
into
it
if
you
have
questions,
but
we
have
some
challenges
in
terms
of
the
data
that
we
have
as
we
determine
these
numbers,
and
so
these
numbers
that
you're,
seeing
here
reflected
by
zip
code,
are
numbers
of
people
vaccinated
per
the
entire
population,
and
so
that
means
that
includes
children
who
are
not
yet
eligible
to
receive
vaccine.
G
It's
a
little
bit
different
number
than
I
used
on
the
previous
page
when
I
talked
about
those
who
are
older
than
15,
15
or
older,
and
that's
we're
just
able
to
do
that
on
a
city
wide
level
that
earlier
number
that,
with
the
denominator
of
the
15
and
older,
and
if
we
go
down
to
the
zip
codes,
it's
a
little
more
challenging,
and
so
we
have
a
different
number.
G
So
our
current
areas
of
focus
include
the
five
zip
codes,
55404
55407,
four
one,
one,
five,
five,
four
one:
two
and
five
five,
four
five,
four,
so
the
two
that
are
even
amongst
those
five
of
highest
concentration
for
our
efforts,
are
five,
five,
four
one
one
and
five
five,
four
five,
four.
G
All
right,
so
the
dots
on
this
map
represent
clinics
that
have
been
offered
by
all
sorts
of
folks:
healthcare
providers,
pharmacies,
the
state
ourselves,
the
county
and
others,
but
you
can
see
we
are
all
aligned
in
focusing
our
efforts
in
those
areas
that
need
it.
The
most
next
slide.
Please.
G
So
this
this
graphic
shows
us
that
we
continue
to
have
racial
disparities
and
one
one
way
to
look
at
this
graph
is
to
see
that
we
have
had
gentle
increases
all
along
and
it
hasn't
quite
flattened
out
and
plateaued.
So
that's
good
everyone's
improving
in
their
vaccines.
G
G
So
in
the
clinics
that
we
are
offering,
we
had
started
out
by
asking
people
to
register
ahead
of
time,
but
we're
completely
doing
walk-ins.
In
addition,
people
can
register
if
they
want
to
ahead
of
time,
but
we're
taking
walk-ins
at
all
of
the
the
clinics
that
we're
offering
and
you
can
see
there.
Our
regular
ongoing
locations
are
the
davis
center
and
park
avenue
methodist
church.
We
also
have
a
partnership
with
salvation
army
and
and
have
a
date
coming
up.
G
In
addition
to
those
regular
spots
in
the
in
the
first
bullet
and
the
the
work
we're
doing
in
high
schools,
we
are
also
working
with
community
organizations
to
do
some
pop-up
space,
some
pop-up
clinics,
and
so
we've
been
doing
some
in
public
housing
and
you'll
see
there
listed.
I
believe
that
the
seward
tower
east
and
west
have
already
happened
and
the
boston
terrace
will
be
happening
later.
G
A
key
part
of
this
work
is
to
continue
to
get
information
out
to
people
in
terms
of
the
importance,
the
availability,
the
acceptability
of
vaccines,
and
so
we
have
put
together
a
a
new
frame.
If
you
will
for
communicating
at
this
point
in
the
pandemic,
and
that
frame
is
your
community.
Health
starts
with
you,
and
you
can
see
the
banner
at
the
bottom
as
an
example
of
what
we'll
be
using.
G
The
tactics
that
we're
using
we
are
do
we
are
purchasing
facebook
ads
targeting
residents
of
some
of
those
zip
codes
that
I
mentioned.
We
have
also
prepared
a
social
media
toolkit
in
five
languages,
and
we
are
also
getting
the
word
out
continually
continuing
to
get
our
word
out
through
cultural
radio
shows.
H
G
So
one
of
our
key
ways
of
working
is
to
partner
with
with
folks
who
are
trusted
messengers
in
the
community,
and
we
have
a
social
media
ready,
shorter
video
with
somali
physician
association,
we're
planning
a
meeting
or
a
facebook
live
event
with
latinx
physicians
and
unidos
minnesota
youth
coming
up
in
july
and
some
30.
Second
clips
have
been
prepared
by
our
community
partners
on
specific
vaccine
concerns
and
those
are
done
in
language
and
then
we
are
also
doing
door
knocking
to
promote
vaccine
events.
G
G
We
have
regular
vaccine
event
at
park,
avenue
united
methodist
church
and
so
some
of
our
health
inspectors,
one
in
particular,
mr
garcia,
has
gone
in
person
to
visit
nearby
retail
space,
the
mercado
central
and
other
places
to
promote
the
vaccine
clinic
to
recruit
people
to
come
and
to
experience
something
that
is
available
and
accessible
next,
please
so.
I
want
to
talk
a
little
bit
about
testing.
G
Testing
has
really
slowed,
we
would
say
it
has
slowed
to
a
trickle
and
it's
still
important
and
we
are
continuing
to
offer
free
testing
opportunities
and
so,
to
the
extent
that
you
can
help
publicize
these.
We
would
really
appreciate
it.
It's
important,
as
we
noted,
as
I
noted
at
the
beginning,
when
we
have
rates
of
infection
that
are
much
higher
in
unvaccinated
communities,
that
we
continue
to
see
testing
in
those
very
communities.
So
we
can
help
them
protect
others
in
their
community
from
infection
should
they
get
infected.
G
Our
city-wide
testing
positivity
rate
is
5.8.
We
would
prefer
to
see
it
under
five,
so
we're
still
hovering
at
at
a
rate
that
that
is
higher
than
we
would
like,
obviously,
and
we're
continuing
to
explore.
G
We
have
these
events,
as
you
see
listed
there,
but
we're
continuing
to
explore
other
ideas
and
options
about
how
to
get
testing
around
and,
of
course,
we
know
in
addition
to
the
in-person
testing
events,
there
are
many
other
ways
to
get
tested,
including
ordering
a
free
home
at
home,
saliva,
test
kit,
visiting
your
health
care
provider
or
going
to
one
of
the
state
events
and
all
that
is
available.
All
that
information
is
available
on
our
website
next,
please
so!
G
For
much
of
this
outbreak,
we've
struggled
with
resources
to
respond,
as
we
felt
the
need
required
of
late.
We
have
some
resources,
so
we
have
just
received
our
confirmation
that
we
have
gotten
this
grant
from
the
cdc
covet
health
disparities
grant.
This
is
a
grant
that
was
made
available
to
both
the
state
and
a
number
of
cities
across
the
country,
and
so
in
minnesota.
Minneapolis
was
the
only
city
that
had
an
opportunity
to
apply
directly,
and
so
we
have
been
informed
that
we
have
received
that,
and
you
can
see
here.
G
Some
of
our
key
activities
will
be
testing
providing
purchasing
objective
equipment,
to
the
extent
that
that's
necessary,
addressing
food
insecurity,
addressing
mental
health
and
homelessness,
health
disparity
data
collection
and
communication
support.
So
some
of
those
areas
that
are
still
so
important
as
we
try
and
get
to
a
closer
to
the
finish
line
in
terms
of
vaccinations
and
then
being
able
to
continue
to
provide
the
support
for
people
that
that
have
been
impacted
by
this
outbreak.
G
Secondly-
and
and
just
of
note
that
cdc
funding
is
comes
from
the
corona
virus
relief
and
response
supplemental
appropriation
act
and
it
is
not
arp
funds,
so
I
know
that
there's
a
lot
of
federal
money
coming
in
right
now
and
it's
hard
to
keep
them
all
straight.
But
I
just
wanted
to
point
that
out.
We
have
also
received
funds
from
the
state,
and
I
believe
you
may
have
already
been
informed
about
that.
We've
just
been
informed
that
we
have
a
little
bit
longer
to
spend
that
money.
G
So
originally
we
had
thought
we
might
need
to
spend
it
all
in
this
year,
but,
as
you
can
see,
we've
been
given
a
much
longer
time
frame
in
which
to
spend
that
and
we're
still
working
on
the
details
of
what
will
be
allowable
expenditures.
But,
as
you
can
see,
vaccination
clinics
community
outreach
education
program,
staffing,
community
partner
support.
We've
also
used
that
funding
to
hire
10
temporary
staff
to
assist
with
our
vaccine
and
testing
clinics.
G
On
the
horizon,
we
are
continuing
to
monitor
the
state
as
leader
in
monitoring
variants,
coveted
variants,
and
we
have
this
greek
alphabet
at
the
bottom
of
the
slide,
because
the
world
health
organization
has
renamed
the
covid
variants
to
avoid
stigmatizing
countries
where
a
new
strain
has
emerged
and
also
get
us
away
from
those
all
those
numbers
that
we
are
having
to
try
and
remember.
So
alpha
has
been
assigned
to
the
variant
that
was
first
discovered
in
the
united
kingdom,
and
that
is
a
very
prevalent
strain
variant
here
in
minnesota,
minnesota.
G
The
alpha
variant
accounts
for
up
to
70
percent
of
all
of
our
covid
cases.
Now,
although
we
have
also
identified
at
some
of
the
additional
variants
in
minnesota
as
well,
luckily
vaccines
have
been
shown
to
be
effective
against
all
of
the
variants,
at
least
in
preventing
severe
disease
and
death
on
the
horizon.
G
We
also
continue
to
work
with
community
partners
and
vaccinating
at-risk
groups,
which
which
will
require
more
and
more
imagination,
and
so
would
welcome
any
ideas
that
you
have
or
that
you
want
to
send
our
way
in
terms
of
ways
to
reach
out
to
communities
that
might
not
have
been
reached
as
yet,
and
then
we're
also
working
to
right-size
our
response
as
the
community
need
changes
and
that's
my
report
stand
for
questions.
If
there
are
any
mr
chair.
B
Great,
thank
you,
commissioner,
very,
informative
and
and
appreciate
these
updates.
I
like
the
updated
way
of
being
able
to
identify
the
variants.
That's
much
appreciated
all
right,
so
I
will
pause
to
see
if
there
are
any
questions
or
comments
from
my
colleagues
related
to
this
presentation.
Council,
member
fletcher.
A
Thank
you,
cunningham,
and
thank
you,
commissioner
musicant,
for
this
presentation.
I
do
think
that
there's
a
little
potential
for
confusion,
and
I
guess
I
wanted
to
hear
kind
of
your
your
thoughts
on
you
know.
I
there
it's
tough
to
get
an
apples
to
apples
comparison,
and
you
know
you
noted
the
data
challenges
in
the
different
ways
that
reporting
happens
and
the
different
sort
of
slices
of
the
population
that
we
might
be
measuring.
A
When
we
talk
about
a
a
particular
statistic,
but
I
I
feel
like
you
know,
we
had
targets
around
lifting
the
mass
mandate,
for
example,
and
now
we're
talking
numbers
that
are
significantly
under
those
targets,
and
I
understand
they're
measuring
different
things,
but
I
I
I
guess
I
just
want
to
check
in
with
you
that
the
that
we
that
we
are
still
and
have
sort
of
met
the
reasonable
targets
for
lifting
the
mask
mandate
that
that
that
we're
on
a
kind
of
defensible
ethical
policy
ground.
A
G
Yes,
mr
chair
council,
member
fletcher,
I
agree
and-
and
I
use
those
very
apples
to
apples
words
myself
today,
as
as
I
was
talking
with
staff
about
preparing
this
presentation-
and
I
it
does
take
some
additional
computation
on
our
part,
and
there
are
some
difficulties
in
reporting
on
every
zip
code,
because
some
of
them
fall
out
partially
fall
outside
the
city,
and
I
won't
get
into
all
that.
But
I
think
that
you
are
right
in
that.
G
We
should
at
least
for
those
five
zip
codes
that
we
focused
on
continue
to
provide
you
information
in
ways
that
that
we
can
look
at.
You
know
the
decision
we
made
with
the
mayor
and
and
where
we
are
proceeding,
how
we
have
proceeded
from
there
so
take
that
to
heart
and
we'll
work
with
staff
to
make
sure
that
we're
able
to
share
information
with
you
in
a
way
that
you
can
make
make
some
sense
of
it.
G
G
So
when
we
try
and
look
at
things
by
age
and
race,
that's
very
difficult
at
the
zip
code
level,
with
the
kind
of
data
that
we
have.
So
yes,
but
all
that
aside,
we
will
try
and
continue
to
report
to
you
at
least
for
those
five
zip
codes,
some
comparative
data
that
that
makes
sense.
So
thank
you.
A
Thank
you
and
then,
if
I
can
follow
up
with
one
other
question,
so
we
we
know
that
people
of
color
are
disproportionately
not
vaccinated
at
this
point,
and
you
mentioned
that
hospitalizations
and
or
new
cases,
I
guess,
was
the
data
that
you
presented.
That
said,
people
are
three
times
more
likely
to
be
showing
a
new
case
if
they're
not
vaccinated.
So
can
we
infer
from
that
that
people
of
color
are
disproportionately
showing
up
with
cases
at
this
point
that
in
in
terms
of
the
impact
of
the
way
this,
this
is
playing
out.
G
G
Set
apart
for
for
inappropriate
reasons,
but
I
do
know
that
when
the
outbreak
began
heard
from
a
number
of
people
in
the
somali
community
who
were
desperate
for
information,
that
would
help
them
show
the
community
that
this
was
something
that
they
should
take
seriously.
And,
of
course,
we
all
know
it's
by
now
and
I
think
that's
widespread.
But
as
we
think
about
vaccinations,
this
information
about
the
incidence
of
cases
might
be
something
that
would
be
helpful
at
the
community
level.
A
Thank
you.
Well,
I'm
glad
to
hear
that
you've
got
even
belated
resources
starting
to
come
into
this
and
just
want
to
voice
my
continued
support
for
making
sure
that
absolutely
everybody
gets
access
to
the
healthcare
that
we
want
them
to
have
in
this
community
so
that
everybody
can
be
safe.
So
thank
you
for
your.
B
Work,
thank
you,
councilmember
fletcher.
I
want
to
also
add
my
gratitude
for
the
work
that
you
all
have
been
doing.
I
know
that
each
each
time
you
give
a
presentation,
I
try
to
love
on
you
all
a
bit,
because
I
know
that
you've
been
working
very,
very
hard
many
hours
per
week
since
the
beginning,
even
before
things
really
picked
up
with
the
pandemic,
and
so
I,
as
we
started,
having
conversations
as
soon
as
things
started
emerging
in
the
first
place
and
just
really
fantastic
work.
B
One
of
the
things
that
I
find
just
you
know
as
a
north
side,
council
member.
So
you
know
in
the
zip
code
55411
there
were
overlapping
dots
like
there.
There
have
been
a
lot
of
clinics
right
and
with
it
with
a
few
over
in
five
five,
four
one
two,
which
is
my
ward.
B
B
B
I
recently
spoke
at
a
vaccine
clinic
actually
over
at
north
point.
You
know
we
we
had
a
bit
of
a
community
event
and
you
know
just
like
having
to
recognize
that
there
is
so
much
trauma.
I
know
that
you
all
like
even
have
a
trauma,
related
statement.
You
know
I
I
I
guess
it's.
I
don't
really
have
a
question,
it's
just
more
to
like
I'm
seeing
this
and
I
and
I
also
see
the
efforts
that
you
all
are
putting
in
in
terms
of
having
vaccine
clinics.
B
I've
been
thinking-
and
I
know
that
you
all
have
as
well
about
like
how
do
we
move
through
this
trauma,
while
also
holding
the
fact
that
the
trauma
is
valid
right
like
and
and
the
experience
of
it
is
valid
and
yeah.
I
mean
like.
I
think
that
that
was
just
something
that
I
knew,
but
still
was
taken
a
little
bit
back
by
like
like
there.
There
was
nothing,
and
actually
I
was
walking
along
broadway
and
there
were
people
who
are
handing
out
flyers.
B
That
said
in
big
letters,
don't
get
vaccinated
and
it
says
like
it
was
fairly
conspiratorial
of
you
know
like
this
is
meant
to
kill
black
people
and
you
know
or
don't
use
your
children
as
guinea.
Pigs
don't
get
your
children
vaccinated
and
so,
like
I
got
like
I
pretended.
So
you
know
just
walking
down
the
street
and
got
one
of
the
flyers
and
was
just
like,
oh
no,
and
because
it's
just
it's
so
much
easier
to
believe
misinformation
about
this
because
of
so
much
harm
that
has
been
done.
B
It's
easier
to
believe
that,
then
no
something
good
is
happening
like
we're.
Trying
to
actually
do
something
good,
and
so
I
just
I
I
wanted
to
say
like
I
saw
the
overlapping
dots.
I
saw
the
amount
of
work
that's
being
done
and
recognizing
that
it
is
it.
We
always
knew
it,
but
it
was
going
to
be
a
challenge
to
be
able
to
break
through
the
kind
of
trauma
and
misinformation.
B
That's
in
the
black
community
around
the
medical
establishment,
and
so
I
just
want
to
recognize
that
and
recognize
you
all
for
the
efforts-
and
you
know,
continue
to
stand
ready
and
partner
in
whatever
ways
that
I
can
so
that
we
can
continue
to
try
to
move
through
it
as
we
navigate
not
the
end
of
this
pandemic,
but
the
new
chapter
of
this
pandemic.
So
so
thank
you
for
all
of
all
of
what
you've
done.
G
Thank
you,
councilmember
cunningham.
If
you
still
have
that
flyer,
that
might
be
helpful.
As
we
have
speakers
on
different
radio
shows,
you
know
they
might
be
able
to
touch
on
the
fact
that
this
is
information,
that's
in
the
community
and
as
I
spoke
about,
trying
to
figure
out
how
to
share
some
of
the
heightened
incidents
that
is
occurring
amongst
unvaccinated.
We
know
as
human
beings
that
we
are
always
measuring
risk
and
reward
and-
and
I
think
trauma
plays
into
that,
but
so
does
information
about.
G
You
know
what
other
kinds
of
risks
might
be
and
then,
thirdly,
really
your
narrative
just
now
talks
to
me
about
how
important
trusted
messengers
are
and
really
reaching
as
many
different
people
who
are
are
in
touch
with
others
in
the
community,
so
that
they
can
share
their
personal
experience
with
having
been
vaccinated
or
other
information
that
that
might
be
relevant.
B
Yes,
black
nurses,
rock
and
what
is
it?
The
black
physician
association
of
black
physicians
have
been
really
amazing
over
over
here.
So
so
thank
you
for
that
and
I
I
didn't
think
to
save
it
because
I
was
so
like
I
just
saw
and
I
literally
walked
and
took
it
straight
to
the
recycling
when
I
got
home
as
like
a
cleansing,
my
palate.
So
so
that's
my
apologies,
but
I
am
happy
to
see
if
I
can
find
the
information
from
the
website
that
was
included
on
on
the
flyer.
B
So
so
thank
you
for
that
appreciate
it.
Are
there
any
other
questions
or
comments
from
my
colleagues
all
right,
I'm
not
seeing
any.
Thank
you
again,
commissioner.
I
with
that
I
will
direct
the
clerk
to
please
receive
and
file
that
report.
B
Next
up
our
for
our
item
number
three:
we
have
receiving
and
filing
a
presentation
of
the
minneapolis
police
department's,
2021
overtime,
usage
and
forecast
for
the
remaining
for
the
remaining
year
and
then
the
second
part
of
that
will
be
a
passage
of
resolution,
appropriating
funds
for
the
20
20
20
20
21
from
the
police,
staffing,
public
safety
staffing
reserve.
So
I
believe
that
chief
aerodondo
is
here
today
to
give
this
presentation
welcome.
I
All
right,
we
will
thank
you
so
much
for
for
having
us
and
we'll
jump
right
into
the
presentation
first.
I
So
the
purpose
is
to
show
over
time
to
date
for
regular
operations
over
time
for
operation
safety
net
and
anticipated
overtime
for
regular
operations.
I
For
the
remainder
of
2021,
the
additional
overtime
of
5
million
was
requested
in
the
2021
budget
process.
Calculations
are
based
on
the
capacity
reduction
due
to
fewer
ftes
as
a
result
of
significant
separations
from
disability
leaves.
This
request
did
not
include
overtime,
estimates
for
protest,
civil
unrest,
the
recent
operation,
safety
net
or
other
large
scale
events.
I
I
I
Burnout
and
wellness
concerns
are
certainly
a
a
very
much
important
consideration
with
any
excess
and
overtime
and
the
need
for
overtime
strategies
to
maximize
resources,
as
well
as
the
impacts
of
the
easing
of
the
pandemic
restrictions.
I
So
for
an
hour's
comparison,
the
total
2021
regular
hours
without
lever
overtime
have
decreased
within
the
mpd
by
149
000
for
the
same
time
period
in
2020.
I
J
J
Thank
you.
So
I
just
wanted
to
this
is
robin
mcpherson
and
I
just
wanted
to
go
over
the
projected
overtime
costs
for
the
year.
The
mpd
overtime
for
regular
operations
through
522,
which
is
the
last
payroll
cycle,
has
was
2.3
million
dollars.
Operation
safety
net
overtime
for
wages
was
2.9
million
dollars
so
total
through
522.
J
We
have
spent
5.2
million
dollars
out
of
that
we're
estimating
for
the
rest
of
the
year,
and
I
broke
this
down
into
two
separate
line
items:
summertime
overtime.
We
expect
to
be
2.8
million
dollars,
that's
through
september
and
then
the
estimated
fourth
quarter.
We
estimate
to
be
1.5
million
dollars
and
you'll
see
in
a
later
slide
kind
of
where
those
numbers
came
from.
J
But
briefly
what
our
overtime
looks
like
in
any
given
year
is
a
hill
shaped,
so
the
beginning
of
the
year
we
start
out
and
then
towards
the
summer
months
may,
through
september
a
little
bit
into
october.
We
see
it
rise
and
peak,
and
then
it
starts
coming
down
in
october
and
through
the
fourth
quarter,
to
be
more
similar
to
the
first
quarter
of
the
mpd
budget.
That
was
approved
for
the
2021
budget
process
is
3.5
million
dollars.
J
The
overtime
reserve
was
set
up
at
that
same
time
for
five
million
dollars,
so
between
the
two
we
expected
deficit
in
cost
there
of
a
million
dollars
and
something
that
came
up
yesterday
and
was
also
included
in
this
information
was
we
do
expect
salary
savings.
There
is
a
decrease
higher.
The
number
of
ftes
is
lower
than
we
expected
during
the
budget
process,
and
so
we
do
expect
a
decrease
in
salary
costs
of
approximately
7
million
dollars.
J
However,
that
will
be
taken
up
partly
by
additional
operation,
safety
net
costs
and
an
additional
estimated
approximately
two
million
dollars
for
the
coveted
leave
that
was
given
to
the
first
responders,
if
they're
not
using
it
for
covid
sick
leave,
so
that
amount
was
not
budgeted
as
well.
So
we
anticipate
by
the
time
all
is
said
and
done
that
our
payroll
costs
will
come
in
something
between
one
to
three
million
dollars
to
the
good.
B
A
Thank
you,
chuck
cunningham,
you
know,
I
guess
I'm
wondering
about
comparing
to
quarter
four
to
quarter
one
because
quarter,
one
was
probably
a
low
point
in
terms
of
staffing
level
right
in
terms
of
because
we
we
funded
training
classes
for
this
year.
That
should
be
online
in
in
october
november
december.
So
I
guess
I'm
wondering
about
you
know.
How
are
you
factoring
that
into
these
projections,
because
I
imagine
the
staffing
curve
is
actually
ramping
up
from
from
quarter
one
to
quarter
four
and
then
I'm
also
curious.
A
I
know
that
two
of
the
programs
that
we
funded
are
coming
online
in
the
next
several
weeks
in
terms
of
staffing.
Only
calls
and
mental
health
response
calls
that
should
reduce
some
of
the
911
call
volume
that
gets
into
mpd's
queue,
and
so
I
guess
I'm
wondering
how
that's
getting
factored
into
these
estimates
as
well.
J
Sure
sure
councilman
cunningham
and
our
chair,
cunningham
council
member
fledger,
good
questions
regarding
the
first
quarter
to
the
fifth
quarter.
We
had
a
class
that
started
in
february
of
19
that
just
graduated
they're
currently
on
the
street
during
doing
fto
portion
of
the
training,
and
so
while
they
are
on
the
street
and
certainly
provide
some
service,
they're
still
working
hand
in
hand
with
a
another
officer
and
so
they're
not
they're,
not
yet
fully
up
to
speed.
J
So
I
think
that
we're
still
seeing
some
happen,
and
you
know
I'm
hoping
that
they
will
stop,
but
the
the
fact
of
the
matter
is
they
are
not,
and
so
I
don't
really
think
that
we
can
rely
on
that
until
we
see
a
real
stability
here.
The
other
thing
that,
with
the
other
two
classes,
the
classes
starting
in
august
actually
won't
graduate
until
the
end
towards
the
end
of
the
year,
and
then
the
third
class
doesn't
start
until
december.
J
So
we
won't
see
any
savings
from
those
two
classes
really
at
all
during
the
current
year.
So
regarding
the
two
programs
that
are
coming
on
board,
I
think
those
are
great
points
too.
Unfortunately,
we
really
don't
have
any
history
and
I
think,
like
a
lot
of
programs,
it'll
probably
take
a
little
bit
of
time
to
ramp
up,
hopefully
not
as
much
time
you
know,
but
there
will
be
some
some
ramping
into
that.
J
Certainly
I
look
at
this
on
a
monthly
basis
and
I'm
continually
forecasting,
and
once
I
see
that
there
is
an
impact
and
what,
if
I
can
you
know
one
data
point.
I've
said
this
before
one
data
point
doesn't
make
a
trend,
but
as
soon
as
we
can
see,
what
is
what
that
actually
is
going
to
look
like
we'll,
certainly
revise
our
budget
accordingly
or
revise
our
forecast
accordingly,.
A
Great,
thank
you.
My
other
question
I
guess
was.
I
know
the
3.5
was
what
we
budgeted
for
sort
of
field
over
time,
but
it
was
not
the
entire
overtime
budget
right.
There
was
a
an
additional
close
to
1.5
that
was
for
training
or
or
for
other
purposes.
I
remember
that
there
was.
There
was
a
total
of
close
to
five
million
dollars
of
of
overtime
in
in
the
budget.
A
So
I
guess
I'm
and
then
I
know
that
there's
other
forms
of
overtime
that
are
not
paid
for
out
of
our
budget
right,
so
we
have
a
significant
buyback
activity,
for
example
with
the
downtown
council
and
the
vikings
and
the
twins
and
timberwolves
and
everybody.
So
I
I
and
I
I
guess,
I'm
wondering.
J
So
I
do
not
have
that
information
with
me,
but
I'd
be
happy
to
get
that
for
you.
Our
true
overtime
in
the
general
fund
is
3.5
million.
That
1.5
was
additional.
Salaries
was
not
over
time,
so
we
do
have
overtime
in
our
non-general
funds,
which
are
primarily
for
buyback
for
grant
funded
items
and
those
as
you,
as
you
probably
know
what
the
revenue
that
comes
in
is
the
expense
that
goes
out.
They
they
offset
each
other.
So
the
reserve
that
was
placed
in
here
was
was
strictly
for
the
general
fund.
A
Yeah
no,
I
under
I
I
understand
that
I
think
there's
sort
of
two
considerations
as
we're
thinking
about
you
know
use
of
overtime
in
this.
In
this
conversation,
one
is
money,
but
the
other
is
officer
wellness
and
capacity
to
actually
do
the
work,
and
so
we
do
wanna
knowing
that
we've
gotta
reduce
force.
I
think
I'm
gonna
have
some
questions
later
on,
as
we
get
further
into
the
presentation
about.
A
J
So
I'm
not
going
to
spend
a
lot
of
time
on
this.
This
is
something
that
I
know.
We've
talked
about
a
little
bit
before,
but
you
know
we
we
look
at
we,
we
do
a
projection
or
forecast
on
a
monthly
basis
on
where
we
are
as
far
as
fts
are
concerned,
and
so
I
just
wanted
to
throw
this
in
just
as
more
informational
than
anything
else.
J
But,
as
we've
said
before,
when
somebody
separates
normally
we'll
see
a
decrease
in
in
salary
and
we'll
see
a
corresponding
increase
in
overtime,
especially
when
we
have
a
group
of
people
who
are
separating
at
the
same
time,
it's
not
necessarily
a
one-to-one
correspondence,
but
there
is
an
offset,
but
unfortunately
with
leaves
that's
not
how
it
works.
The
leaf
the
people
who
are
on
leave
are
still
drawing
a
salary
and
so
they're
still
on
our
books
as
an
individual.
J
I
take
away
the
number
of
people
who
are
currently
on
leave
to
come
up
with
a
number
who
are
actually
active,
and
so,
in
the
case
of
june,
we're
projecting
a
and
end
of
month,
balance
of
approximately
627
people.
One
of
the
things
since
probably
fall
of
last
year.
We've
had
a
very,
very
difficult
time
forecasting
this
number,
and
fortunately
I
will
say
that,
while
we're
still
seeing
people
sign
up
for
leaves
or
go
out
on
on
duty,
disability
leaves
the
last
two
months.
J
J
So
this
is
just
a
visualization
showing
the
number
of
ftes
that
we
have
from
last
year
to
this
year
over
the
time
period
january
through
may,
and
as
you
can
see,
the
the
difference
is
right.
J
Around
220,
which
is
the
average
between
the
two
years,
the
five
million
dollars
in
overtime
will
cover
approximately
64
000
hours
of
of
time,
64
000
hours
of
lost
capacity
and
again
we
know
that
from
an
officer
wellness
standpoint
as
well
as
the
cost,
it's
not
feasible
to
to
do
100
of
the
overtime-
that's
just
not
even
in
the
realm
of
possibility,
unfortunately,
but
these
are
between
the
two
years,
any
questions
at
all
next
slide.
Please.
I
And
this
slide
here
represents
our
sporting
empties
as
of
may
31st
of
this
year
compared
to
last
year,
and
this
excludes
any
recruits
or
those
on
leave.
So
from
patrol
standpoint,
previous
year,
in
2020,
we
were
looking
at
544
fts
this
year
at
this
point
in
time,
we're
looking
at
a
reduction
down
to
416.
I
for
investigative
for
investigations
last
year
in
2020.
At
this
time
it
was
172.
and
currently
we're
looking
at
116
reduction,
also
as
well
in
other
units,
and
you
can
see
on
the
far
right
hand,
screen
what
that
looks
like
in
terms
of
sworn
ftes
compared
to
2020,
to
where
we're
sitting
at
currently.
Today.
B
If
I
can
just
pause
you
all
right,
quick,
I
have
council
member
fletcher,
followed
by
council
member
warden
with
questions
or
comments.
A
I
Chair
cunningham
to
councilman
fletcher,
so
other
units
could
include,
for
example,
our
training
unit.
They
could
include.
I
Internal
affairs,
they
could
include
a
variety
of
different
other
units
and
we're
we've
certainly
been
creative.
We
we,
certainly
one
of
the
things
we
had
launched
last
year,
was
a
officers
to
to
actually
take
reports
so
that
we
could
free
up
as
many
officers
as
we
could
and
we're
continuing
to
do
that
we've
collapsed.
Obviously,
over
the
past
year,
we've
collapsed
and
decommissioned
units
that
we
had
previously.
So
we're
constantly
continuing
to
to
look
at
that.
I
Some
of
those
other
units
could
also
be
backgrounds
when
we're
in
the
hiring
phase
and
and
and
some
of
those
and
so
we'll
continue
to
keep
looking
at
the
organization.
As
we
are
dealing
with
the
the
staffing
challenges.
B
And
we
have
a
question
from:
oh
I'm
sorry,
councilmember
fletcher.
Are
you
done?
Okay?
I
have
a
question
or
comment
from
councilmember
gordon.
D
Yeah-
and
I
maybe
this
is
slightly
off
topic-
I
want
to
be
clear.
We
have
60
on
disability,
leave
approximately
right
now,
and
I
just
want
to
get
clarity
that
we
haven't
seen
anybody
returning
from
disability
leave,
so
we
can
pretty
much
predict
that
those
people
will
leave
and
then
my
second
question
is:
have
we
done
any
kind
of
exit
interviews
or
analysis
to
understand
better
about
why
so
many
officers
have
left
the
department
and
are
leaving
and
are
going
on,
disability
first.
I
Chair
cunningham
to
councilmember
gordon,
so
you
know,
I
would
say
that
it's,
it's
not
exactly
a
hundred
percent
that
every
employee
that
has
has
left
on
a
leave
has
not
come
back.
I
don't
think
that
the
numbers
are
at
least
at
this
point,
really
significant
that
we
fold
them
into,
but
but
there's
also,
I
should
say
I
believe
hr
has
tried
to
capture
some
information.
I
I
D
And
I'm
not
sure
if
ms
mcpherson
knows
of
that
the
number
who
have
gone
on
disability
leave
and
returned
to
work
last
time
I
think
we
talked
it.
It
was
pretty
close
to
one
percent
or
zero
percent.
So
I'd
be
curious
to
hear
if
there's
more,
who
are
returning.
A
Because,
thank
you
I'm
I
am
wondering.
Are
we
able
to
cover
the
gap
in
investigations
with
overtime,
or
is
that
more
specialized
and
and
harder
to
bring
people
in
on
it?
It
feels
like
that's
something
that
we'd
like
to
see.
You
know
strong,
strong
follow-up
on
violent
crime.
That
is
happening,
and
you
know.
I
think
that
investigations
function
is
critical
and
I'm
curious
if
that's
something
that
over
time
addresses
or
is
over
time
really
addressing
the
gap
in
patrol
more
than
anything.
J
J
It's
just
slightly
under
three
dollars.
So
with
the
number
of
people
I
think
that's
actually
pretty
high,
so
it
is
being
used
in
investigations
quite
a
bit.
B
And
I
would
like
to
be
able
to
ask
a
follow-up
question
as
well.
Chief,
could
you,
when
you
talk
about
patrols?
What
does
that
include.
I
I
We
we've
collapsed,
our
community
response
teams
are
really
operating
now,
just
in
two
out
of
the
five
precincts
we
we
no
longer
have
foot
beats
or
neighborhood
beats
anymore,
but
really
our
our
patrol
is
is
pretty
much
when
you
look
at
the
numbers
there
on
the
screen.
That's
pretty
much
911
response
calls.
B
And
I'm
curious
about
sorry:
I'm
hiring
a
little
bit
of
an
echo
there,
but
I'm
curious
about
the
amount
of
time
that
is
being
used
for
when,
when
we
have
officers
that
are
showing
up
on
scene
and
having
to
do
an
investigation
right
then,
and
there
I'm
curious,
because
you
know
it's
like
they
do
the
initial
evidence
gathering
right.
So
it's
like
they
get
the
shell
casings.
They
ask
questions
so
I'm
curious
like
are:
where
are
we
seeing
a
lot
of
time
being
spent
for
patrols?
You
know
like?
B
I
Chair
cunningham,
that
is
a
great
question.
I'm
going
to
turn
it
over
to
our
patrol
bureau
chief
dc
forest.
F
As
the
chief
highlighted
there's
a
lot
of
different
things
that
obviously
our
patrol
bureau
is
responding
to
and
and
one
of
the
things
that
you
hit
upon
is
something
that
we
have
looked
into
in
the
past,
and
that
is
the
the
significant
number
of
resources
it
takes
to
respond
to
complex
scenes,
such
as
shootings
and
homicides
and
with
the
increase
of
gunshot
wound
victims
that
we've
had
and
currently
based
upon
my
last
data,
we're
at
259
gunshot
wound
victims
versus
where
we
were
at
last
year
of
116..
F
That's
a
139,
more
individual
victims,
each
one
of
these
shootings
when
we've
extrapolated
out
last
year
and
did
a
little
bit
deeper
dive
generally,
when
we
looked
at
it
in
2020,
one
individual
shooting
utilized
just
over
police
10
police
units
at
its
peak
resource
demand,
and
that's
usually
with
within
the
first
30
to
45
minutes.
F
These
calls
do
take
an
awful
lot
of
resources
to
respond
to
and
that
and
that
hampers
our
ability
to
respond
to
other
calls
for
service.
Similarly,
homicides
do
the
same
thing:
we're
at
38
versus
21.
That's
a
81
percent
increase
these
these
scenes,
and
rightly
so.
I
need
to
have
the
proper
response
to
them,
and
so
a
lot
of
our
resource
demand
is
going
to
some
of
our
more
at
least
the
most
important
and
and
serious
incidents
that
we're
responding
to.
B
B
Yes,
absolutely,
and
you
know,
that's
that's
kind
of
what
I
was
thinking
was
the
case
because
you
know
in
other
cities,
when
things
are
a
little
bit
slower
a
lot
of
times.
You
know,
police
officers
are
it's
like
neighbors
are
going
at
it.
You
know
neighbor
dispute
and
they
go
and
like
facilitate
it.
You
know,
I
figure
that
a
majority
of
the
time
is
actually
being
spent
on
more
serious
crimes
and
really
having
to
do
the
initial
investigations.
B
You
know
I
one
of
the
an
interesting
case
study
that
I
read
was
around
houston
police
department
when
they
did
investigative
first
responders,
where
they
had
like
a
unit
that
went
out
to
specific,
like
not
just
a
unit
but
like
well
sort
of
like
a
team
of
folks
who
went
to
those
sort
of
initial
investigations
and-
and
it
was
it
was
very
successful
and
it
actually
freed
up
detectives
doing
investigations
like
follow-up
investigations
to
be
able
to
do
other
strategies,
and
so
I
just
you
know
just
wanted
to
throw
that
out
there
as
a
potential
example
to
be
able
to
help
alleviate
a
little
bit.
B
I
don't
know
I'm
not
a
police
officer,
but
it's
just
a
case
study
that
I
saw
that
I
wanted
to
throw
out
there
that
houston's
investigative
first
responders.
They
did
a
pilot.
The
reason
why
it
didn't
stick
is
because
officers
refused
to
make
it
permanent,
so
that
might
be
a
good
lesson
learned,
but
but
the
results
of
that
were
very
positive
and,
and
it's
helped
to
take
off
alleviate
some
pressure.
I
I'm,
assuming
you
probably
maybe,
are
familiar
with
it.
F
You
know
oh
yeah,
there's
there's
a
various
forms
of
that,
just
just
so.
You
know
for
for
at
least
my
experience
and
my
time
in
the
in
the
mpd
we
do
have
on
duty.
F
We
rotate
them
in
on
duty
investigative
response,
car
that
that
goes
out
and
responds
to
all
serious
incidents
when
they
happen
solely
for
the
purpose
of
what
you're
saying
is
that
they
can
go
out
and
do
that
initial
scene
response
help,
collect
evidence,
help
manage
things
and
thereby,
I
would
say,
get
the
best
jump
on
that
the
forensic
response
and
coordinating
with
people,
but
they
don't
necessarily
have
to
own
the
case
they're
just
there
to
provide
that
immediate
on
the
phone
call
response
of
two
detectives
that
will
come
out
and
and
help
manage
the
crime
scene,
and
we
do
find
great
value
in
that
to
be
able
to
get
that
on
the
scene,
experience
and
guidance
and
leadership.
B
J
Yes,
please
next,
thank
you
for
the
slide
just
a
couple
of
things
again.
This
is
just
more
of
a
visualization
of
our
payroll
on
a
monthly
basis.
You
can
see
the
regular
pay
has
remained
low
in
our
overtime,
a
little
bit
higher
compared
to
last
year,
which
you
don't
see
on
here,
but
our
as
you
can
see
our
overtime
is
going
up
gradually
as
we
reach
the
summer
months.
J
Anything
that
is
a
federal
task
force
related,
whether
it's
a
short-term
task
force
for
a
particular
court
case
or
a
longer-term
task
force,
there's
maximums
that
an
officer
can
earn,
and
that's
all
over
time,
that
averages
if
you're
look
looking
at
it
as
strictly
an
average.
That
average
is
about
four
to
five
hours
a
week.
It's
actually
not
a
lot
that
they
can
earn
over
a
period
of
a
year
and
again,
then
the
buyback
we've
seen
a
lot
less
this
year
than
we
have
in
the
past.
A
A
I
know
one
of
the
ways
that
chief
eridando
and
the
mayor
have
spoken
in
press
briefings
about
addressing
the
staffing
shortages
around
asking
for
federal
support,
and
so
we
know
that
there
are.
There
are
federal
task
forces
and
federal
agencies
operating
in
some
cases,
with
our
invitation
as
a
way
of
providing
support,
and
then
also
I
I
think
people
have
been
asking
questions
about
how
often
we're
detailing
people
to
federal
task
forces
or
or
participating
in
in
those
kinds
of
arrangements.
A
So
I
I
I
do
wonder
what
you
can
share
with
us
about
what
federal
agencies
are
operating
right
now
in
the
city
of
minneapolis,
what
roles
they're
playing
and
what
roles
mpd
is
playing
with
them.
I
Cunningham
too
fletcher.
So
thank
you
for
your
question,
so
we
we
certainly
have
had
a
relationship
with
our
federal
partners
outstanding
for
for
many
decades.
We
currently,
as
you
may
recall,
last
year,
with
the
uptick
in
carjackings
and
and
some
of
our
shootings,
we
have
asked
for
assistance
with
our
local
atr
local
atf,
our
fbi,
u.s
attorney's
office
as
well.
I
Some
of
that
is
is
is
based
on
prosecution
assistance
they
can
provide
us
with,
but
also
there
they
have
teams
out
there
that
can
help
focus
on
those
individuals
who
are
bringing
in
guns
to
our
community,
harming
our
community
and
and
can
can
focus
on
them.
I
So
we-
and
I
should
also
say
they
are
also
able
to
bring
in
assets
to
help
us
with
evidence,
shell,
casings
and
being
able
to
track
those
and
and
catalog
those
so
that
we
can
have
successful
cases
ultimately
apprehending
folks
and
then
and
then
successful
charging.
We
are
really
limited
in
terms
of
in
terms
of
task
force.
I
Specifically,
we
do
have
some
officers
assisting
an
investigative
role
with
atf,
and
I
and
I
don't
know
that
the
numbers
would
have
to
be
very
minimal
because
we
just
don't
have
a
whole
lot
of
resources
right
now
to
participate
in
those
any
sorts
of
of
our
any
of
our
employees
that
are
participating
in
any
sort
of
task
force,
they're
still
bound
by
our
policies,
our
rules,
procedures,
regulations
and
so,
whether
that's
body-worn
cameras
or
use
of
force,
you
name
it
and
so,
but
yeah.
I
Clearly,
we
we
do
continue
to
rely
upon
our
federal
agencies,
assistance
to
help
us,
whether
it's
again
technology
intelligence
and
helping
to
have
more
bodies
out
there
to
help
us
apprehend
those
who
would
be
causing
harm
in
our
community.
I
B
You
thank
you.
I
would
like
to
ask
a
follow-up
question,
so
I
would
say.
B
So
my
apologies-
I
don't
know
where
that's
coming
from,
but
so
you
had
talked
about
intelligence
gathering.
So
I
I
and
I
understand
that,
there's
a
difficulty
for
mpd
to
be
able
to
participate
because
lack
of
capacity.
I'm
curious,
though,
how
is
that
intelligence
being
fed
into
mpd
because,
like
you
know,
so
what
I'm
thinking
is
like?
B
I
would
really
hope
that
the
atf
would
be
able
to
help
us
figure
out
who's,
bringing
the
guns
into
the
city
right
and
then
it's
like.
If
we're
able
to
know
who's
bringing
in
the
guns
into
the
city,
then
that
helps
us
with
being
able
to
know
that
who's
selling
them
on
the
ground
right,
and
so
then
that
is
targeted
enforcement.
So
you
know
so
like
there's
that-
and
I
guess
you
know
like
my
question
also
is
like
under
the
other
units
like.
B
Is
that
like
where
the
intelligence
gathering
is
happening,
because
so
that
we're
able
to
direct
our
resources
in
the
most
targeted
impactful
ways?
Where
does
intelligence
fit
into
this?
And
how
are
we
able
to
connect?
Are
we
able
to?
Because
you
know
the
feds
are
doing
their
own
thing
so,
like
are
we
able
to
connect
that
intelligence
that
we're
gathering
and
what
kind
of
capacity
are
we
looking
at
for
intelligence
within
our
current
staffing,
you're
me
to
achieve.
I
F
Thank
you,
chief
in
response,
councilmember
cunningham
to
your
question,
about
our
our
our,
I
would
say,
information
sharing
and
our
interoperability,
but
specifically
with
the
atf
they've,
been
tremendous
partners
with
us.
They
provided
us
not
only
with
boots
on
the
ground
resources,
but
a
definitely
a
a
commitment
and
a
willingness
to
partner
with
us
and
and
provide
on
scene
response
and
and
their
their
agents
work
shoulder
to
shoulder
with
our
officers,
both
in
the
capacity
of
helping
to
generate
intel
in
that
sharing
of
intelligence.
F
But
also
so
I
think
it's
it's
a
multi-layered
approach,
and
I
know
you're
discussing
things
such
as
you
know,
targeted
and
making
sure
you're
focused
on
the
right
things,
such
as,
and
and
that's
a
that's
a
multitude
of
things
because
it
could
be.
You
want
to
be
focused
on
on
the
people
out
there
doing
the
most
damage
you
want
to
be
focused
on
the
human
aspect
of
identifying
people
who
are
most
at
risk
of
either
becoming
victims
of
violence
or
committing
violence.
F
You
want
to
use
your
technology
and
that's
where
the
the
atf
and
and
with
with
the
knight
in
system
and
our
ability
to
to
process
the
evidence
that
we
recover
at
scenes
in
a
very
short
turn
around
and
be
able
to
link
that
evidence
to
other
crime
scenes
so
that
that
gun
crime
intelligence
is
what
we
talk
about,
where
you
can
track
a
specific
firearm
into
different
areas
and
different
times
and
utilizing
that
level
of
intelligence
and
then
there's
also
the
the
gun
purchasing
intelligence,
as
you
spoke
of,
and
that's
where
the
federal
partnerships
come
in,
extraordinarily
well
because
of
their
ability
through
federal
firearms
licenses,
to
track
things,
and
we
do
identify
through
our
cooperative
networks,
the
so-called
straw
purchasers,
who
are
out
there
buying
large
numbers
of
guns
that
you
know
mysteriously
turn
up
involved
in
crimes
and
we've
been
very
successful
in
getting
people
charged
to
straw
purchasers
in
that
regard.
F
They
also
in
terms
of
intel
sharing,
come
to
our
shooting
review
meetings
and
and
participate
with
our
detectives.
Where,
in
that
human
aspect,
we
sit
down,
we
break
down
every
individual,
shooting
and
and
see.
You
know
who
has
information?
Is
it
about?
You
know,
person
place
or
time
is
it
about?
You
know
what
is
what
where's
the
where's
the
metric
we
need
to
be
focusing
on.
F
We
also
share
that
with
the
county,
so
there's
a
there's,
an
awful
lot
of
of
kind
of
organic
information
sharing
going
on
and
the
and,
as
we've
been
facing,
some
of
the
the
our
greatest
difficulties
with
with
gunshot
wound,
victims
and
shootings
and
violence.
F
B
Great
thank
you
for
that.
We're
talking
a
lot
about
sworn
officers,
sworn
personnel,
I'm
curious
about
what
are
things
looking
like
from,
like
the
crime,
analyst
side
of
things
again,
kind
of
taking
this
intelligence
and
being
able
to
be
as
targeted
as
possible.
Like
crime,
analysts
play
a
really
critical
role,
and
so
I'm
curious
about
civilian
personnel
and
what
how
if
at
all
they're,
being
impacted
right
now
and
what
their
role
is.
Looking
like
in
the
allocation
of
our
current
resources,.
F
Councilmember
cunningham,
thank
you
for
the
question.
Obviously
we
did
lose
some
personnel
and
then,
with
budgetary,
hiring
freeze
that
that
did
impact
some.
We
are
hiring
and
we
believe
we
hired
one
and
we're
in
the
process
of
hiring
two
additional.
F
So
that
is
going
to
be
a
great
help
in
terms
of
having
that
analytical
capacity
coming
back
online
and
this
because,
as
you
are
very
much
correct
in
the
sense
that
the
more
analysts
the
better
they
can
get
us
focused
in
the
right
direction
and
on
the
right
path
and
can
free
up
some
sworn
to
do
some
other
tasks
and
they're.
Definitely
specially
trained
and
depending
upon
what
task
they're
put
on
can
can
be
a,
I
would
say,
a
multiplier
for
us.
So,
yes,
we
are.
F
We
are
hiring.
We
are
increasing
our
capacity
and
we
look
forward
to
them
coming
into
full
full
participation,
great.
B
Thank
you.
I
just
think
that
it's
you
know
and
I'm
glad
to
hear
that
reflected
back.
You
know
the
crime
analysts
are
a
really
important
part
of
the
work,
because
really
they
do
help
us
be
able
to
make
as
smart
strategic
decisions
as
possible
about
how
to
allocate
our
resources,
particularly
when
they
are
as
limited
as
they
are
right
now.
So
thank
you
for
that
and
yes,
please.
J
Council,
member
cunningham-
I'm
sorry,
I
didn't
mean
to
interrupt
you,
but
I
wanted
to
add
just
a
little
bit
to
that
too.
Our
civilian
overtime
has
actually
decreased
from
last
year
to
this
year.
I
think
a
lot
of
that
has
to
do
with
covid.
One
area,
however,
that
it
has
hit
hard
is
a
crime
lab
which
has
increased
their
overtime
pretty
significantly
because
of
the
crime.
That's
going
on
right
now
in
the
city.
J
So
that
is
the
anomaly
I
think,
amongst
the
the
civilians
themselves,
one
of
the
things
that
we've
been
trying
to
do
over
the
last
I
know
five
years
or
so
is
gradually
increase
and
civilianize
some
of
the
positions.
J
I
feel
that
that's
really
important
and
even
more
important
than
it
was
five
or
six
years
ago
when
we
started
this
process,
but
we
really
need
to
bring
in
people
who
have
the
experience
education,
the
background
to
do
some
of
these
jobs
and
let
the
law
enforcement
officers
do
what
they
do
best
and
so
that
that
is
something
that
we
will
continue
to
work
on.
You
know
over
the
coming
years.
B
J
And
I
do
have
to
say
that
the
chief
had
to
to
leave
the
meeting
so
dc
force,
and
I
will
finish
this
up
and
ask
you
know
answer
any
additional
questions
that
you
may
have.
This
is
the
monthly
cost
for
overtime
again,
just
a
visualization
on
what
our
overtime
normally
looks
like
during
a
year,
and
this
is
no
different.
J
J
One
of
the
things
that
I
wanted
to
look
at
was
to
look
at
the
overtime
and,
what's
the
makeup
of
the
overtime
and
one
of
the
things,
that's
probably
no
surprise
to
any
of
us,
is
that
the
number
of
hours
of
overtime
hours
that
are
due
because
of
staff
shortage
we
either
need
to
fill
a
shift.
We
need.
We
have
late
calls.
We
have
holdover
of
calls
because
of
activity.
B
J
And
this
is
just
a
breakout
of
some
of
the
major
components
of
overtime.
Again
you'll
see
a
pretty
significant
amount
because
of
the
staff
shortage
of
case
management.
Homicide
on
call
you'll
see
it
in
the
red
the
civilian
has
has
decreased
from
last
year.
Court
costs
for
overtime
have
decreased
as
well,
because
of
of
the
shutdowns
that
have
occurred
and
training
has
decreased
a
little
bit
because
outside
training
won
because
of
budgetary
constraints,
but
also
covet.
So
we've
seen
a
slight
decrease
in
overtime
related
to
any
training.
J
Next
slide.
Please
and
dc
forest
is
going
to
talk
about
the
strategies
that
the
department
is
employing
at
this.
F
As
previously
discussed,
we
just
we
mentioned
the
need
to
do
targeted
applications
of
the
resources
that
we
have
specifically
because
they
are
limited
at
this
time.
F
That
being
said,
when
we're
going
to
put
out
some
overtime
details,
they're
going
to
be
targeted
when
I
discuss
mitigation
strategies,
this
is
when
specific
crime
trends
or
crime
problems
pop
up
in
locations.
F
Our
goal
is
to
either
alleviate
that
that
problem
or
solve
the
problem,
and
that's
going
to
be
definitely
situations
where
we
can
identify
patterns.
We
can
give
this
information
to
officers.
They
know
how
to
act
with
it.
It's
within
a
location,
it's
within
a
a
somewhat
discernible
period
of
time,
and
we
feel
that
putting
resources
in
that
particular
space
with
those
particular
with
that
particular
intelligence
has
got
a
likelihood
of
of
addressing
that.
F
F
We
know
that,
during
certain
periods
of
time,
there's
going
to
be
a
large
influx
of
people
on
the
street,
and
it's
going
to
be
challenging
to
mitigate
that
without
having
some
extra
resources
on
hand.
Again,
that's
situations
we
can
identify
in
advance.
We
know
friday,
saturday
nights
certain
periods
of
time,
certain
areas
and
we
can
do
our
best
to
try
to
forecast
out
and
and
hopefully
get
those
those
positions
filled
on
a
long-term
basis,
joint
operations.
F
As
discussed,
we
work
any
endeavors
we
may
have
with
outside
agencies
to
also
address
some
of
these
crime
problems.
We
just
there's
been
joint
operations
that
have
been
done
with
certain
agencies
for
crime
problems
that
affect
not
just
us,
but
but
other
agencies
carjackings
we're
one.
There's
a
lot
of
attention
being
focused
on
some
of
the
problems
going
on
with
street
racing
and
the
hot
rodding.
F
That
is
a
metro,
wide
issue,
but
those
are
somewhat
limited
and-
and
we
do
focus
most
of
our
attention
into
targeted
strategies
and
also
our
core
services,
which
is
one
of
our
last
strategy,
and
that
is
utilizing
overtime
to
help
fill
gaps
in
our
core
services,
and
that
is
911
response
and
working
to
ensure
that
we
have
proper
staff
on
hand
to
respond
to
calls
and
and
to
be
there
when
people
call
9-1-1.
F
Knowing
that
some
of
our,
I
would
say
our
most
taxing
types
of
calls,
such
as
shootings
and
homicides,
are,
are
at
much
higher
rate
and
and
do
require
higher
levels
of
of
police
response.
In
order
to
to
handle.
B
Dc4
is,
if
I
may
just
right
quick,
can
you
can
you
speak
a
little
bit
more
about
the
mitigation
strategies
that
are
here.
F
Yes,
what
particularly,
would
you
like
to
to
discuss.
B
F
Will
be
things
such
as
when
we're
doing
our
our
m
stat
and
I'm
having
my
individual
one-on-one
meetings
with
inspectors.
F
These
would
be
emergent
crime
problems
that
are
occurring
at
the
precinct
level
and
that
inspectors,
and
through
also
through
crime,
analysis
we're
recognizing
that
a
specific
crime
trend
is
occurring
in
a
specific
area
and
there's
enough
discernible
information
such
as
recognizable
pattern.
Maybe
a
susp
enough
suspect
information.
F
Those
are
the
type
of
things
that
we
want
to
be
able
to
expend
over
time
for
at
the
precinct
level
and
in
cooperation
with
the
inspectors
against.
To
put
it
bluntly,
I
don't
want
just
people
putting
out
people
for
extra
patrol
with
no
guidance
and
no
structure.
I
want
if
there
is
a
a
specific
crime
issue
going
on
in
a
specific
neighborhood,
and
we
can
readily
say
that
it's
most
likely
occurring
on
thursday,
friday
and
saturday.
F
It
looks
like
it
occurs
between
10
pm
to
two
in
the
morning
in
this
neighborhood
and
we're
developing
information
as
to
what
the
the
ml
or
the
the
likely
things
or
what
information
we
have
when
we
put
people
out
on
the
street
with
this,
they
have
this
information
in
their
hands.
F
I
think
that's
a
good,
a
good
use
of
of
overtime
and-
and
I
would
say,
a
more
focused
scalpel
approach
to
trying
to
mitigate
crime
issues
rather
than
just
throwing
people
into
an
area
with
with
with
little
with
little
guidance
or
just
to
have
extra
presence.
So
that's
what
I'm
that's,
what
I'm
meaning
or
intending
when
I
discuss
targeted
strategies.
B
No,
I
really
appreciate
that.
That
is
something
I
strongly
advocate
for.
So
I'm
glad
I'm
glad
glad
to
get
a
little
bit
more
information,
because
you
know
having
more
patrols
for
more
patrol's
sake
does
not
get
us
to
where
we
would
want
to
go,
which
is
lowering
crime
and
violence
and
so
being
able
to
be
as
strategic
as
possible
with
how
we
are
allocating
our
resources.
B
You
know
I
I
use
this
as
an
example
and
spoke
to
this
yesterday,
for
example,
logan
and
lowery
is
one
of
the
hottest
hot
spots
in
the
city,
and
you
know
I've
been
layering
on
bringing
in
agencies
that
work
with
women
who
are
being
sex,
trafficked
or
people
who
are
being
sex
trafficked,
and
you
know
folks
who
are
struggling
with
substance,
abuse
disorder
and
helping
the
neighbors
feel
supported,
who
live
on
that
block
and
addressing
livability
issues
and
it's
like,
but
until
we're
able
to
remove
the
most
violent
offenders
who
are
on
that
block
that
all
of
this
activity
is
orbiting.
B
There
would
go
a
really
long
way
to
being
able
to
like
actually
fully
implement,
which
essentially
is
a
problem-oriented
policing
project
to
try
to
actually
solve
the
problems
that
we're
having
at
logan
and
lowry,
rather
than
just
temporarily
like
have
a
temporal
displacement,
and
it
just
happens
at
a
different
time
of
day
or
whatever
whatever,
and
so
so
I
I
really
I'm
glad
to
hear
that
that
we're
leaning
into
intelligence
and
and
being
intentional
about
our
resources,
I'm
curious
about.
So
you
know
in
the
mayor's
arp
request.
B
There
is
a
request
related
to
overtime
for
gvi.
I
am
curious
as
to
why,
right
now
we
have
to
look
at
overtime
for
that,
rather
than
someone
being
assigned
like
as
a
part
of
their
full-time
work.
I'm
not
sure
if
you're
the
right
person
to
ask
that
question.
F
Yeah,
I
would,
I
don't
have
the
answer
for
you
for
that
council
member.
F
Around
like
focusing
it's
a
big
tool
of
of
capacity
issues
too
and
and
gvi
gvi
was,
is
a
is
a
wonderful
program
and
I
had
a
lot
to
do
with
that
and
I
think
it
it
was
about.
I
think
I
think
a
lot
of
it
was
about
you
know,
losing
the
capacity
to
have
individually
dedicated
people
to
that
and-
and
I
believe
the
spirit
of
the
overtime
was
that
we
could.
F
We
could
train
additional
people
to
have
that
capacity
to
do
the
custom
notifications
and
then,
through
the
utilization
of
overtime
outside
of
the
regular
hours
we
would.
It
would
give
us
a
pool
of
people
that
would
be
able
to
help
with
the
custom
notifications
outside
of
their
regular
duties,
and
we
could
be
a
little
bit
more
nimble
with
those.
I
think
that
was
the
spirit
of
that.
B
Got
it
nope,
that's
it'll,
be
clear.
That
was
not
a
setup.
I
was
genuinely
curious
about
the
decision
related
to
that
because
of
the
fact
that
focus
deterrence
is
so
effective
and
like
getting
ahead
of
and
mitigating
certain
types
of
gun
violence.
So
just
wanted
to
to
check
in
about
that
great,
I
will
are
there
any
other
questions
or
comments
related
to
strategies
that
have
been
covered
here
today.
A
Thank
you
cunningham.
I
know
it
gets
confusing
because
I'm
putting
myself
in
queue
quite
a
few
times
we,
you
know
we
take
seriously
this
this
presentation.
I
want
to
make
sure
we're
really
getting
the
information
we
need.
Dc4
is
I'm
wondering
if.
A
A
And
we
know
that
there's
going
to
be
active
debate
on
that
question,
but
in
the
meantime
it
is
not
actually
possible
to
just
hire
more
officers
quickly
right,
we
have
a
training
bottleneck
and
we
have
a
recruiting
bottleneck
that
are
very
real,
and
so
we
are
working
within
the
reality
of
the
staff
that
we
have,
and
I
think
the
same
thing
is
true
of
overtime,
and
so
I
want
to
check
in
given
you
know,
we
have
the
staffing
level
that
we
have,
whether
you
think
we
should
have
hundreds
and
hundreds
more
or
not.
A
That
is
what
we
have
and
there
is
a
limited
capacity
to
do
this
over
time,
and
I
think
it's
very
important
to
be
talking
about
strategic
work
based
on
data
based
on
intelligence
to
be
in
locations
and
times
where
crime
is
trending.
This
is
the
right
idea.
I'm
also
hearing.
A
From
at
least
one
inspector
that,
even
when
over
time
is
authorized,
where
they've
determined
that
it's
needed,
the
they're
not
necessarily
getting
those
shifts
filled,
and
so
I
guess
I'm
wondering,
are
we
replacing
one
kind
of
not
realistic
solution
that
that
some
people
are
asking
for
with
another
kind
of
not
realistic
solution
in
terms
of
in
terms
of
addressing
this
with
urgency
right
in
terms
of
addressing
this,
you
know
with
right
now:
are
we
actually
getting
able
to
get
ships
filled
where,
where
we've
determined
that
over
time
makes
sense
strategically
based
on
intelligence
and
data?
A
How
often
are
we
authorizing
over
time,
but
then
not
able
to
identify
someone
who's
available
for
it?
I
know
there
have
been
some
particular
strains
on
staffing
over
the
last
couple
of
weeks
with
the
shooting
in
uptown.
F
Well,
quite
honestly,
constantly
there's
really
no
easy
or
simple
answer
to
that.
It's
there's
two
different
there's
two
different
metrics
one
you
have,
which
is
why
we
like
to
specifically
in
regards
to
like
downtown
you
know
safety,
endeavors
or
things
you'd
like
to
be
able
to
plan
that
out
long
in
advance.
F
Like
anything
and
like
you
or
anyone
else,
people
like
to
plan
their
lives.
You
get
a
much
better
response.
If
you're
able
to
forecast
out
long
in
advance
that
hey
we're
going
to
be
having
some
opportunities
for
overtime
to
do
these
particular
duties,
if
you
can
put
that
out
far
far
enough
advances
of
much
better
likelihood,
you're
going
to
get
these
shifts
filled
because
people
can
couldn't
plan
their
life
around
that,
where
you
get
into
difficulties,
is
trying
to
fill
things
on
short
on
short
notice,
and
that's
just
hum.
F
That's
just
kind
of
I
guess
sometimes
there'll
be
people
that
can
and
are
willing
to
drop
what
they're
doing
and
come
in
and
fill
a
shift
and
and
others.
You
may
not
be
able
to
get
a
hold
of
people
and
others
just
may
not
be
willing,
because
they're
they're
they're
committed
to
you
know
other
aspects
of
their
life.
F
So
that's
that's
the
kind
of
the
challenges
you're
just
dealing
with
the
emergent
nature
of
the
need,
and
sometimes
unlike
anything
if
you,
if
you
can
forecast
out
that,
need
it's
much
easier
to
get
it
filled
than
than
unexpected
need
at
the
last
minute.
And
then
that's
the
case.
Then
you
you
just
have
to
be
adjusted
and
go
on.
J
B
Right,
thank
you.
Are
there
any
other
questions
or
comments
from
my
colleagues?
We've
had
a
nice
robust
conversation
today
being
able
to
talk
about
the
impacts
that
we're
experiencing
being
able
to
talk
about
the
the
strategies
and
then
really
about
the
realistic
nature
of
how
we're
gonna
be
able
to
to
to
what
ability
and
what
capacity
to
be
able
to
fill
over
time.
B
Because
to
your
point
earlier,
director
mcpherson,
as
you
said,
we
can't
fill
100
of
the
overtime,
like
that's
for
a
multitude
of
reasons
and
so
being
realistic
about
how
we're
able
to
to
reach
that
councilmember.
Fletcher.
A
Thank
you,
cunningham.
Just
just
one
kind
of
bigger
picture
question
about
overtime
is,
I
know
there
have
been
studies
that
show
that
officers
working
overtime
are
more
likely
to
escalate,
to
use
of
force
or
more
likely
to
make
decisions
that
that
lead
on
an
escalation
path,
and
that
seems
to
be
reflected
in
data.
A
The
incidents
of
use
of
force
have
gone
up,
even
as
our
number
of
officers
has
gone
down
over
the
last
year,
and
so
I
guess
I'm
wondering
what
are
we
doing
to
make
sure
that,
as
we
are
relying
on
overtime
this
year,
we're
continuing
to
create
accountability,
we're
creating
continuing
to
really
make
sure
that
we're
enacting
the
de-escalation
goals
that
the
chief
has
set
and
and
the
policies
that
the
chief
and
the
mayor
have
enacted?
A
I,
I
guess
I
just
want
to
make
sure
that
de-escalation
is
still
the
framework
we're
operating
in
and
and
and
recognize
that
use
of
force
has
been
has.
You
know
has
been
higher
in
the
data
and
that
it's
worth
making
sure
that
we're
thinking
about
that,
and
then
I
have
one
additional
question
after
that.
F
Council,
remember
I'll
I'll
attempt
to
answer
these
questions
for
for
director
mcpherson.
Obviously,
you
you're
correct
in
the
sense
that
we
we
would
rather
not
rely
on
overtime
to
fill
any
of
these
gaps.
We
would
much
rather
not
have
that
it's
it's.
It's
not
the
ideal
long-term
tool
to
do
anything
with
and
and
and
definitely
we
are
still
very
much
focused
on
and
and
moving.
F
You
know
toward
increases
of
the
the
accountability
for
de-escalation,
and
that
really
is
part
of
our
our
training
and
and
and
everything
that
we
do
is
focused
upon
that.
As
far
as
the
data
that
you
pointed
out,
I'm
not
familiar
with
that.
F
So
I
will
inquire
with
that
with
our
deputy
chief
of
professional
standards
as
to
how
you
know,
if
there's
any,
if
there's
an
increase
in
report
and
reported
use
of
force,
what
does
that
look
like
you
may
see,
increases
as
we
change
the
accountability
of
our
use
of
force
policy
such
as
now,
including
handcuffing
as
reportable
force,
include
including
things
such
as
a
an
escort
hold
as
reportable
force,
whereas
previously
we
had
not
done
so
so,
as
we
were,
I
would
say
working
to
increase
our
accountability
and
reporting,
I
would
say,
in
transparency
of
of
of
what
is
force
and
how
we're
applying
force.
F
We
got
to
be
make
sure
that,
when
we're
looking
at
that
data
that
we're
not
seeing
we're
not
seeing
a
blip
as
a
result
of
our
increased
self-reporting
and
if
we
are
seeing
an
increase,
what
is
it
that
we're?
What
is
it
that
we're
seeing?
So
always
we
want
to
be
cautious.
If
we
see
patterns,
we
see
trends,
we
want
to
look
into
them
if
we're
seeing
increases
because
we're
being
we're
being
more
stringent
and
we're
being
better
about
reporting
our
force.
A
Thank
you
yeah.
I
actually
agree
that,
if,
if
it's,
because
we're
reporting
more,
that
that
would
actually
be
a
good
outcome
in
terms
of
transparency-
and
I
I
I
hope
it's
that
I
I
do
want
to
make
sure
that
it
is-
and
so
I
I
would
suggest
that
maybe
that's
a
good
topic
for
commander
case
to
follow
up
on
in
his
next
regular
report
to
us
in
the
in
the
cadence
of
these
public
safety
committee
meetings.
A
That
would
be
a
good
thing
for
us
to
do
a
deep
dive
on,
because
there
is
really
good
dashboard
data.
You
know
around
use
of
force
and-
and
we
can
see
sort
of
the
top
lines,
but
I'd
be
I'd,
be
interested
to
hear
a
little
more
analysis
on
that,
because
I
know
it's
it's
just
so
so
important
that
we
take
seriously
that
our
sort
of
moral
obligation
to
use
force
minimally
and
responsibly
and
to
de-escalate
as
much
as
we
possibly
can.
Thank
you
for
that.
A
I
just
want
to
say
thank
you
for
this
presentation.
This
is
really
you
know.
The
intention
in
our
budget
proceedings
back
in
november
and
december
was
to
create
a
moment
of
transparency
and
and
to
make
sure
that
we
are
getting
good
updates
on
staffing.
I
feel
like
we've
gotten
a
good
snapshot,
there's
a
lot
more.
I
would
love
to
press
on
and
I'm
sure
we
can
have
continued
conversations
at
future
meetings,
but
this
actually
was
a
very
helpful
presentation.
A
I
think
it
was
a
really
good
conversation
and
I
appreciate
that
and
yeah
just
wanna
ask
you
to
continue
bringing
this
kind
of
data
to
us.
I
think
it's
good
for
the
public
to
have
visibility
into
you
know
how
these
resources
are
being
used.
B
Yeah
great
conversation,
mostly
councilmember,
fletcher's
point:
this
is
what
we're
hoping
to
do
is
to
create
space
to
be
able
to
have
a
transparent
conversation
about
about
what
we're
looking
at
here.
So
so
that's
really
great.
Are
there
any
other
questions
or
comments?
I
also
do
just
want
to
acknowledge
that
council
member
allison
has
joined
us
today.
B
Great
thank
you
for
that
all
right.
I
am
not
seeing
any
further
questions
or
comments
from
my
colleagues.
So
with
that
I
will
move
approval
of
item
3.2
and
ask
the
clerk
to
please
call
the
roll.
D
K
D
B
B
That
motion
carries
and
will
be
forwarded
to
the
full
city
council
meeting
next
week.
I
believe
it's
next
week,
yes
and
our
last
item
for
discussion
today.
Colleagues
is
accepting
a
grant
award
from
the
minnesota
department
of
commerce
in
the
amounts
of
about
1.3
million
dollars
for
auto
theft
prevention.
B
We
will
also
be,
as
a
part
of
this
4.2
is
authorizing
the
mpd
contract
with
other
law
enforcement
agencies
to
act
as
a
fiscal
agent
for
up
to
300
000
of
funding
for
this
particular
program
and
then
also
a
passage
of
a
resolution
approving
the
appropriation
of
the
funds
to
the
minneapolis
police
department.
So
a
couple
of
cycles
ago,
I
think
it
was
like
three
cycles
ago.
At
this
point,
we
approved
the
grant
submittal
of
a
grant
application,
and
now
we
are
here
accepting
the
grant
award
itself.
B
So
today
we
will
be
having
a
staff
presentation
by
officer
lance
de
paul
and
other
folks
from
mpd,
so
I
will
turn
it
over
to
officer
dewpaul
to
take
it
from
here.
Thank
you.
H
All
right,
no
you're
fine,
so
I
was
just
going
to
do
a
little
brief
introduction.
If
I
may,
the
folks
that
are
on
today,
it
will
be,
like
you
had
said,
officer,
depaul
and
sergeant
adams.
They
both
work
for
me
and
they
worked
for
all
of
us
and
I
wanted
to
just
highlight
some
a
little
bit
of
information
about
auto
thefts
and
also
introduce
them,
if
I
may
so
all
right.
H
So
I
am
here
today,
of
course,
to
discuss
the
approval
for
the
grant
award
from
the
minnesota
department
of
commerce
and
wanted
to
highlight
some
information
about
auto
thefts
back
since
2014.
Actually,
we've
experienced
155
increase
in
auto
thefts
just
this
past
week
alone,
from
june
1st,
through
the
7th
we've
experienced
86
incidents
of
auto
theft.
H
You
know
it
consistently
impacts
our
residents
and
visitors
more
nearly
more
than
every
other
part,
one
crime,
the
only
other
part
one
crime
that
is
higher,
is
theft
from
motor
vehicles.
So
when
items
are
taken
removed
from
vehicles,
but
city-wide
are
auto
theft,
hot
spots,
they've
really
consistently
existed
in
some
of
our
neighborhoods
that
really
have
experienced
the
highest
levels
of
poverty.
H
The
city
has
received
the
support
of
funding
from
this
grant
for
over
the
past
20
years,
and
the
continued
grant
support
of
this
program
is
really
pivotal
to
to
the
program's
success
officer.
Lance
de
paul
is
with
with
us
as
well
today.
He
has
served
the
department
for
over
25
years
and
is
assigned
to
the
role
of
auto
theft
prevention
coordinator
and
has
worked
there
since
the
summer
of
2018,
and
this
capacity
has
played
really
an
integral
role
in
the
success
of
the
program
and
now
working
very
closely
with
crime
analysts.
H
I'm
glad
that
you
had
brought
that
up
earlier.
That's
really
a
key
to
the
success
of
this
program
and
doing
that
analysis
of
what
has
happened
on
a
weekly
basis
to
see
where
best
to
place
those
bait
vehicles
and
that
collaboration
that
he
has
been
involved
in
has
really
been
incredibly
successful
to
this
program
as
well
sergeant
joe
adams.
H
He
has
been
with
the
department
since
1998
and
has
been
assigned
to
this
crime
lab
now
for
14
years,
the
past
six
of
which
he
has
been
assigned
as
a
supervisor
he's
got
significant
knowledge
and
skill
set
and
has
had
an
opportunity
to
work
throughout
the
crime
lab.
So
I'm
happy
to
introduce
both
of
them
to
you
today.
K
Good
afternoon,
council
members,
I'm
officer
lance
de
paul,
I'm
going
to
jump
right
into
this
powerpoint
presentation
I
have
here
which
will
discuss
what
the
minnesota
auto
theft
prevention
grant
is
and
what
we
are
awarded
and
what
the
mpd
auto
that
prevention
unit
is
that
as
a
whole,
feel
free
free
to
ask
me
any
questions
that
you
have
as
we
go
or
I'll
take
some
questions
at
the
end
next
slide.
Please.
K
K
K
K
K
The
second
funding
portion
is
for
the
mpd
forensic
unit
to
aid
our
robbery
investigators
investigating
carjackings.
K
The
additional
funding
also
is
there
for
their
technicians
to
res
to
to
receive
their
certifications
that
they
need
to
keep
the
unit
as
a
national
certification.
K
The
other
additional
funding
for
the
forensic
unit
is
for
the
forensic
scientists
at
the
crime
lab
or
at
the
forensic
garage
to
actually
process
vehicles.
K
And
once
again,
these
requests
have
to
be
done
with
a
court
order,
just
like
a
mobile
device.
It
will
be,
you
know,
searching
for
specific
things
related
to
that
crime,
and
the
final
part
of
the
grant
award
is
for
mpd
to
be
a
fiscal
administrator
of
an
overtime
fund
that
all
departments
that
are
part
of
the
state
grant
can
access.
K
K
K
K
K
Insurance
companies
do
cover
the
cost
to
some,
but
those
prior
those
are
passed
on
to
consumers
with
higher
premiums.
The
national,
the
national
estimate
is
that
stolen
vehicles
is
more
than
forty
percent,
more
likely
to
be
involved
in
the
crash.
It
causes
significant
damage,
obviously
the
stolen
vehicle,
but
other
property
and
even
personal
injuries.
K
K
Often
they
do
not
have
the
funds
to
replace
a
vehicle
that
has
been
stolen
and
that
can
have
a
rippling
effect
in
the
hardship
for
the
for
their
work
and
for
their
family
lives.
K
There
is
when
a
vehicle
is
recovered
and
if
it
is
damaged,
sometimes
they
don't
have
the
funds
to
repair
it
and
they
choose
to
still
drive
it
and
can
cause
unsafe
operations
for
everyone
on
the
roads.
K
Just
across
the
board.
In
2020,
there's
been
an
increase
in
auto
theft
in
every
precinct,
or
you
know,
the
only
one
precinct
that
has
had
a
small
decline
is
the
first
precinct
or
downtown,
but
the
second
precinct
northeast
minneapolis,
has
had
a
53.
Almost
a
54
increase.
K
K
K
The
idle
theft
prevention
unit
itself,
we
have
two
main
focuses,
which
is
bait
vehicle
operations
and
in
the
recovery
of
stolen
vehicles.
We
also
assist
with
other
carjacking
and
auto
theft,
details
across
the
city
and
participate
in
ongoing
investigations
involving
outside
jurisdictions.
K
In
those
30
deployments,
there
were
72
bait,
vehicle,
activations
and
31
of
those
were
actually
thefts
of
bait
vehicles
of
those
31
vehicles
that
were
stolen,
46
people
were
charged
with
defenses
and
we
are
seeing
about.
70
percent
are
adults
that
are
committing
these
defenses.
K
K
What
is
the
bait
vehicle
program
mpd?
We
run
a
cost,
effective,
proactive
approach
to
combat
auto
theft
and
theft
models
with
our
bait
vehicles.
We
have
been
doing
bait
vehicles
since
1998.
K
This
is
not
new
to
us
and
we
are
a
leader
in
the
field
of
vehicle
operations.
In
2018
we
made
significant
strides
in
our
equipment
that
we
use
and
we
purchase
new
software
device
and
the
monitoring
software
and
devices
in
the
vehicles
really
putting
us
ahead
of
everybody
else
and
what
was
available
on
the
market.
K
The
bait
vehicle
deployments
are
based
on
weekly
m-stat
data
and
we
deploy
them
into
the
auto
theft.
Hotspots
throughout
minneapolis
deployments
occur
in
all
five
police
precincts
matching
to
the
current
theft
trends.
We
currently
have
a
fleet
of
eight
vehicles
and
a
bait
vehicle
only
records,
video
and
audio
upon
a
door
and
ignition
activation,
and
this
alerts
mecc
to
view
the
software
and
dispatch
squads.
Accordingly,
in
this
grand
cycle,
we
are
looking
to
add
catalytic
converter
sensors
to
our
bait
vehicles
with
baby,
with
catalytic
converters
being
theft
being
up.
K
You
know
30
in
2020.
It's
just
this
is
going
to
expand
the
potential
use
of
our
bait
vehicles.
K
The
ultimate
goal
of
a
bait
vehicle
program
is
to
get
criminals
to
not
steal
vehicles
when
the
keys
are
left
inside.
That
is
a
significant
problem.
We
have
here
in
minneapolis,
with
keys
being
either
intentionally
left
in
the
ignition
or
inside
of
a
vehicle
as
a
backup
key
for
them,
and
someone
comes
along
and
finds
that
key.
We
want
them
to
second
guess
whether
or
not
this
is
a
bait
vehicle,
and
maybe
they
will
pass
it
up
and
move
on
the
next
slide.
K
K
K
K
If
you
look
at
this,
this
is
just
a
graph.
The
color
represents
the
historical
data
and
the
dots
represent
current
battle
thefts
during
a
certain
time
period.
You
know
we
choose
when
they're
looking
at
it.
This
example
shows
the
fifth
precinct
along
lake
street
and,
looking
at
this
map,
you
can
see
that
each
of
those
individual
dots
is
represented
in
auto
theft.
K
The
idle
theft
prevention
unit
funding
has
been,
for
the
most
part
by
this
department
of
commerce,
auto
theft
prevention
grant.
Like
I
said,
we've
been
in
this
grant
for
over
20
years.
K
K
Without
the
minnesota,
auto
theft
prevention
grant
the
adult
theft
prevention
unit
would
not
exist
as
it
does
today,
and
this
funding
is
very
important
to
us,
and
I
think
you
know
just
listening
to
what
was
the
last
presentation
here.
You
know
with
this
funding.
We
can
do
a
lot
of
the
things
that
I
think
the
city
needs
to
move
in
the
right
direction
for
auto
theft.
K
I
know
I
threw
a
lot
at
you
there,
but
that
includes
my
powerpoint
and
I
will
field
any
questions
and
joe
adams
is
available.
If
there's
any
more
of
the
technical
aspect
of
the
crime
lab,
then
you
may
have
questions
about
it.
D
K
As
far
as
for
us,
it's
seen,
you
know
obviously
we're
not
seeing
a
reduction
in
auto
theft,
but
it's
more
or
less
having
an
opportunity
to
have
less
vehicles
being
stolen,
with
keys
in
the
car
or
just
being
able
to
intercept
our
problem,
people
in
targeting
areas
that
are
seeing
an
influx
of
auto
theft
and
hoping
that
we
can
reduce
our
victims,
loss
of
vehicles
and
then
recovering
them
in
a
timely
manner
for
them
if
they
are
stolen,
so
they're
not
without
a
vehicle
for
a
significant
amount
of
time.
K
Our
recovery
rate
has
increased
significantly
and
that's
one
of
our
things.
We
want
to
continue
to
do
here
in
the
future.
B
Great
thank
you.
I
know
that
it
could
be
a
little
bit
challenging
to
measure
what
has
been
prevented,
because
when
issues
go
up
overall,
you
have
still
prevented
things
from
happening
right,
and
so
it
can
be
a
little
bit
hard
to
to
measure
that.
So
I'm
just
curious
about
how
do
you
know
when,
when
you've
been
successful
in
the
implementation
of
this
program,
are
there
any
other
questions
or
comments
from
my
colleagues.
A
Thank
you,
chuck
cunningham.
I
I
think
I
actually
talked
to
director
mcpherson
about
this,
but
can
you
refresh
my
memory
because
this
is
a
grant
that
we've
been
receiving
for
20
years?
This
was
part
of
the
approved
budget
correct.
We
budgeted
to
receive
this
grant.
So
this
is
not
a
an
increase
of
the
mpd
budget
from
what
was
projected.
J
Yeah
officer,
depaul
I'd
be
happy
to
answer
it,
so
we
budgeted
the
grant
in
the
2021
budget,
but
because
we
received
additional
funding.
That's
why
we're
asking
for
additional
appropriation
again
the
way
these
grants
work,
they're,
reimbursable
grants,
so
the
as
we
spend
the
money
we
ask
for
the
reimbursement,
it's
a
one-for-one,
basically
correlation
for
that,
so
a
portion
of
it
was,
I
think,
we've
asked.
I
think
I
don't
have
the
resolution
in
front
of
me,
but
I
want
to
say
that
we,
we
missed
the
budget
by
about
120
000,
something
along
those
lines.
A
J
Officer
depaul
correct
me:
if
I'm
wrong
here,
I
don't
want
to
misspeak
the
three
hundred
thousand
dollars
out
of
the
grant
in
this
new
grant
is
for
other
agencies.
It
is
for
not
for
us,
okay,
and
so
that
full
300
is
for
other
agencies.
Is
that
lance?
Is
that
correct.
K
Yes,
and
no,
this
is
new.
We've
never
had
this
feature
before
in
the
grant.
It
is
something
new.
The
department
of
commerce
has
asked
us
to
facilitate
for
them.
Just
so,
funding
is
available.
Yes,
mpd
could
be
of
could
use
some
of
this
300
000.
If
we
have
an
investigation,
that's
auto
theft
related
or
carjacking
related
or
catalytic
inverter
relay
something.
You
know.
That's
an
auto
theft
crime.
K
We
can
petition
to
to
whatever
funds
that
that
we
think
we
would
need
for
that
investigation,
and
it
would
be
up
for
the
auto
theft
prevention
board
to
allocate
those
funds
being
that
we
are
going
to
be
the
fiscal
administrator,
hopefully,
for
this
portion
of
the
grant,
I
think
we
would
be
able
to
access
those
funds
if
we
find
a
use
for
them.
J
G
B
Thank
you
for
this
presentation.
It
was
very
well
detailed
and
both
presentations
and
thank
you
officer,
dupont
for
coming
today
before
the
city
council
to
be
able
to
explain
the
work
that
you
lead
very,
very
helpful
information
about
this
particular
program.
That's
happening
through
mpd.
B
D
D
D
B
B
That
motion
carries
and
will
be
moved
for
forward
for
next
thursday,
not
friday
to
the
full
city
council,
because
next
friday
will
be
our
first
juneteenth
as
a
city
holiday.
So
with
that
there
is
no
further
business
before
this
committee,
and
I
will
just
pause
to
say
thank
you
again
to
all
the
city
staff
who
work
day
in
and
day
out
who
are
involved
with
public
health
and
public
safety
related
work,
community
engagement,
civil
rights.
They
are
the
critical
factors
of
that.