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From YouTube: February 4, 2021 Public Health & Safety Committee
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D
B
B
Please
let
the
record
reflect
that
we
do
have
a
quorum
in
recognition
of
february
as
black
history
month.
Fire
chief
brian
tyner
has
challenged
city
council
members
to
open
each
public
meeting
with
a
historical
fact
tied
to
black
history
month.
In
that
spirit,
on
this
day
in
black
history,
there
are
two
especially
important
items
for
us
to
recognize.
B
The
other
major
item
of
note
on
this
day
in
black
history
is
that
on
this
date
in
1913
civil
rights,
leader
activist
icon,
all-around
mischief
maker
for
change,
rosa
louise
mccauley
parks
was
born
in
tuscany
alabama.
The
u.s
congress
later
named
her
both
the
first
lady
of
civil
rights
and
mother
of
the
modern
day,
freedom
movement.
B
B
She
won
numerous
war
awards
and
was
honored
after
her
death
with
the
statue
in
the
u.s
capitals.
National
statuary
hall,
upon
her
death
in
2005.
Rosa
parks
was
the
first
woman
to
lie
in
honor
in
the
u.s
capitol
rotunda,
a
true
revolutionary
freedom
fighter,
leader
and
icon.
Today
was
the
day
that
rosa
parks
joined
the
earth,
close
with
saying
that
black
history
is
u.s
history
and
it
should
not
be
confined
to
just
february.
So
please
take
a
moment
each
day
to
learn
about
black
history.
On
this
day
year
around
all
right.
B
Colleagues,
we
have
the
agenda
before
us.
Today
we
will
go
through
the
consent
agenda.
I
believe
we
have
yep
seven
items,
four
for
consent
and
three
discussion
items,
so
I
will
go
ahead
and
get
us
started
with
the
consent
agenda.
So
item
number
one
is
directing
the
staff
staff
in
the
labor
divisions.
Excuse.
C
B
Item
number
three
is
accepting
additional
grant
funding
in
the
amount
of
75
000
from
the
cdc
for
services
related
to
realizing
and
advancing
collective
equity
and
violence
prevention.
Efforts
for
young
people
of
color,
also
race,
vip
for
the
periods
of
august
2020
through
august
2021
and
item
number.
B
Four
is
setting
a
public
hearing
for
february
18th
2021
to
consider
an
ordinance
to
be
submitted
to
the
voters
at
the
november,
2nd
2021
municipal
election,
proposing
amendments
to
article
7
of
the
minneapolis
city
charter
relating
to
administration
pertaining
to
the
creation
of
a
new
charter
department
to
provide
public
safety
services,
including
law
enforcement
and
the
removal
of
the
police
department.
As
a
stand-alone
charter
department.
E
Thank
you,
mr
chair,
I'd
like
to
pull
item
four
for
a
question,
but
maybe
we
should
just
pull
it
off
the
consent
agenda,
because
I
have
some
questions
and
then
maybe
a
suggestion
for
it.
B
All
right,
so
we
have
item
number
four
that
has
been
pulled
so
we'll
go
ahead
and
I
will
move
approval
of
items
one
through
three
and
ask
the
clerk
to
please
call
the
role.
F
E
B
E
Thank
you,
mr
chair.
I'm
curious
on
this
charter
amendment
from
my
colleagues
from
back
last
friday.
Where
is
the
language
made
available
for
this
charter
amendment?
B
The
council,
member
homosano,
we
do,
we
have
posted
language
related
to
the.
B
We
have
like
the
cleaned
up
draft.
We
are
still
working
through
the
getting
the
necessary
language
up.
I
am
not
entirely
sure
if
we
have
somebody
here,
city
staff,
that
can
give
us
an
update
about
where
we
are
in
the
process
of
the
final
language
that
we're
bringing
forward
come.
Mr
carl.
G
Thank
you,
mr
chair,
and
to
council
councilmember
palmisano's
inquiry
on
the
limbs
file
and
I
will
for
the
public
point
out.
The
limbs
file
is
2021.00105.
Is
the
file
in
limbs
for
this
particular
proposal
and
at
the
bottom,
under
the
header
called
supporting
docs
there's
a
link.
It's
been
labeled
public
safety
charter,
amendment
ordinance
elements
and
what
that
does
is
provide
you
to
a
a
single
page
that
shows
an
outline
of
the
proposal
as
it
exists.
The
ordinance
is
still
I
understand,
being
finalized
and
drafted
by
the
city
attorney's
office.
G
We
expect
to
receive
that
draft
at
any
at
any
time.
The
authors
of
this
proposal
in
terms
of
making
sure
the
public
had
an
idea
of
what
would
be
included,
had
provided
this
outline.
The
council
knows
that
that's
not
usual.
Obviously,
in
our
process
a
subject
matter
introduction
doesn't
always
come
along
with
an
outline,
so
this
was
a
an
attempt
to
try
and
provide
at
least
an
outline
of
the
proposal
with
its
core
elements,
as
that
ordinance
is
still
being
drafted.
B
E
Mr
chair,
yes
yeah,
so
I
and
I
appreciate
those
elements.
Actually,
those
were
shared
with
me
by
the
chair
in
advance
of
last
friday,
but
as
of
today,
the
language
for
this
proposed
change
has
yet
to
be
presented
to
the
public.
E
So
I
am
very
concerned
why
there's
a
rush
to
move
this
forward
and
have
public
engagement,
public
input
on
this
in
one
cycle,
when
we're
setting
a
public
hearing
for
an
item,
the
public
is
still
has
still
not
seen.
Nor
have
I
so.
I
would
suggest
that
we
delay
this
item
at
the
very
least
until
we
can
actually
start
to
have
conversation
about
the
context
of
what
this
charter
proposal
means
and
I
yeah
I.
D
Thank
you
for
the
question.
Thank
you,
mr
chair.
The
reason
for
moving
along
on
a
timeline
is
because
the
timeline
is
actually
quite
meticulously
prescribed
by
the
charter
commission
process
and
we've
made
a
commitment
to
move
this
forward
in
a
way
that
cannot
be
held
up
at
the
charter
commission
this
time
and
that
can
actually
get
to
the
ballot,
and
it
cannot
sustain,
delay
and
guarantee
that
we
can
get
to
that
outcome.
So
we
are
committed
to
moving
forward.
D
We
actually,
you
know
I'll
I'll,
just
say
we
are
at
a
place
where,
if,
if
it
felt
like
a
significant
deal,
breaker
to
post
redline
language
at
the
time
of
voting
for
this,
we
have
provided
redline
language
that
the
city
attorney
asked
for
a
little
bit
of
additional
time
to
review.
But
we
certainly
could
produce
the
draft
that
we
have
you
know
in
in
our
possession
and
that
we
have
provided
to
the
clerk
that
could
be
posted
to
limbs
as
a
temporary
document.
D
It
feels
cleaner
to
allow
for
a
few
more
hours
of
work,
and
I
know
that
we're
in
the
process
of
very
quickly
getting
the
language
posted,
but
that
should
not
be
a
reason
for
us
to
delay.
Voting
today,
and
I
I
am
certainly
open
to
whatever
path
forward,
provides
the
greatest
clarity
so
that
everybody
can
feel
comfortable
with
us
following
the
procedures
that
are
laid
out
for
moving
a
charter.
Amendment.
E
G
Mr
chair,
it
is
normal
for
us
to
set
public
hearings
without
having
language
through
a
subject
matter
introduction.
It's
perhaps
not
always
a
good
practice,
but
we
have
done
that
for
many
years
in
terms
of
posting
out.
What's
on
the
agenda
as
a
general
notice
to
the
public
and
then
bringing
the
ordinance
through
prior
to
the
public
hearing.
That
is
the
path
that
this
particular
proposal
is
on.
E
E
It's
going
to
be
a
big
year
and
it's
going
to
take
coordination
and
working
together,
but
I
won't
be
able
to
set
a
time
for
a
public
hearing
when
charter
amendments
are
complex
things
where
people
really
need
time
to
to
look
at
them
and
sit
with
them
and
wrestle
with
them
before
they
have
any
meaningful
feedback
to
give
us
at
a
public
hearing.
So
I
won't
be
able
to
support
this
item
today
and
I
respect
the
author
with
wishes
to
move
forward.
B
F
G
E
B
B
So
first
we
will
start
off
with
our
monthly
update
report,
so
we
will
receive
in
file
an
update
report
on
cobit
19
that
will
be
given
by
our
health
commissioner,
gretchen
muzikant
welcome,
commissioner.
H
Thank
you,
chair
cunningham
members
of
the
committee.
There
is
so
much
happening
with
this
outbreak
that
every
month
we
have
definitely
some
new
information
to
bring
to
you
and
look
forward
to
sharing
that
with
you
and
and
answering
any
questions
that
come
to
mind.
H
So
I'm
going
to
start
with
just
some
of
the
statistics.
So
we've
seen
a
total
of
almost
32
000
total
confirmed
cases
in
minneapolis,
which
is
a
little
over
an
eight
percent
increase
over
last
month.
H
When
I
I
gave
the
same
presentation,
there
was
a
small
increase
over
the
holidays
and
associated
with
the
holidays,
but
rates
have
been
decreasing
throughout
the
month
of
january
since
then,
and
so
right
now
we're
seeing
around
ten
new
cases
per
day
and
five
hospitalizations
one
icu
admission
and
still
one
death
per
day
in
the
city
of
minneapolis.
H
Even
with
this
progress
that
we
are
seeing,
it's
so
important
to
continue
taking
the
kind
of
precautions
that
we
have
been
advocating
wearing
masks,
keeping
social
distancing,
washing
hands
staying
home
when
sick.
H
There
are
two
new
variants
that
have
been
identified
in
minnesota
and
we
know
that
these
variants
are
more
transmissible
than
the
original
virus
that
we
had
been
working
with,
and
so
those
protective
measures
of
wearing
masks
and
and
keeping
out
of
large
crowds
and
and
distancing
it
are
really
really
essential.
If
we're
to
avoid
another
surge.
H
So
as
of
today,
there
are
16
cases
of
what
is
being
referred
to
as
a
b117,
commonly
known
in
some
circles
as
the
variant
that
was
first
identified
in
the
united
kingdom,
and
we
have
also
seen
two
cases
of
the
brazil
what
is
commonly
known
as
the
brazil
variant,
but
we're
trying
to
use
numbers
and
letters
so
that
we
don't
stigmatize
countries,
and
that
is
the
p1.
H
And
so
those
have
been
identified
in
the
state
of
minnesota
and
both
of
them
have
been
identified
in
minneapolis
as
well,
so
they
are
thought
to
be
about
40
to
70
percent,
more
transmissible
or
can
contagious
than
the
variant
that
we
are
used
to
and
as
we
look
forward
to
the
new
slide,
the
next
slide,
you
will
see
the
decrease
that
we
are
experiencing
along
with
the
state
of
minnesota,
so
the
blue
line
is
minneapolis
and
the
red
or
orange
line
is
the
state
of
minnesota.
H
This
represents
about
18
cases
per
100
000
in
the
state
of
minnesota
and
for
minneapolis
it's
lower,
it's
16.3
percent
per
100
000
rather,
and
so
this
brings
us
from
the
red
zone
down
into
the
orange
zone,
which
isn't
really
something
we've
been
able
to
say
with
confidence
since
late
last
year,
and
there
is
the
danger
of
us
kind
of
resetting
our
norm,
and
so
it's
it
feels
so
great
to
have
come
down
from
that
high
mountain
on
that
graph.
H
But
if
you
look
across
and
back
through
the
outbreak,
we
really
are
about
the
same
as
where
we
were
say
in
august.
So
we
haven't
really
improved
in
the
overall
outbreak,
but
we
certainly
have
improved
from
that
surge
that
we
saw
late
in
2020.
H
And
so
being
in,
the
orange
is
categorized
as
accelerated
community
spread.
So
that's
still
a
fairly
alarming
description
of
where
we
are
and
the
danger
of
the
notion
of
acceleration
and
going
back
up
into
the
red
is
certainly
present.
We
would
much
prefer
to
be
in
the
yellow
and,
of
course,
in
the
green
zone.
H
So
we
currently
are
operating
with
two
vaccines,
one
from
pfizer
and
one
from
moderna,
and
you
can
see
them
described
in
this
slide.
We're
hoping
and
expecting
that
johnson
and
johnson
will
be
seeking
emergency
authorization
from
fda
within
the
next
few
weeks,
and
there
are
some
key
differences
about
this
johnson
and
johnson
vaccine.
That
I
want
to
point
out.
H
H
It
ranges
between
66
and
and
95
percent,
depending
on
how
it's
measured
when
it
was
tested
in
the
united
states,
it
was
around
72
percent
effective
and
it's
been
found
to
be
85
percent
effective
at
preventing
hospitalizations
and
death.
H
So
we
are.
We
are
looking
forward
to
this
because,
while
vaccine
supply
has
improved
incrementally,
there's
been
no
dramatic
increase
in
the
number
of
vaccines
available
and
we
don't
expect
that
there
will
be,
except
that
a
new
vaccine
in
the
mix
will
really
help
us
with
supply
as
well.
H
So
I
want
to
talk
to
you
a
little
bit
about
the
minneapolis
public
health
vaccine
distribution
efforts,
and
I
say
that
because
there
are
a
number
of
sources
of
vaccine
for
people
and
we
in
the
public
health
department
are
filling
in
the
gaps
if
you
will,
and
so
we
are
partnering
with
hemp
and
healthcare
to
be
the
vaccinators
and
I've
had
so
far.
I've
had
about
more
than
20
vaccination
clinics
in
minneapolis
that
we
have
sponsored
and
I've
been
able
to
vaccinate
2
000
give
out
2
000
doses,
focusing
on
that
1a
phase.
H
1A
group
this
week
we're
having
10
clinics
just
this
week
alone,
so
really
accelerating.
But,
like
I
said
limited
by
the
amount
of
vaccine
that's
available
to
us,
we
are
finishing
the
1a
group
and
beginning
to
lean
into
the
1b,
and
the
1b
will
include
some
frontline
line
workers
which
include
educators
and
daycare
providers
and
seniors.
H
We
are
also
in
terms
of
finishing
the
1a
really
focusing
on
the
unaffiliated
health
clinic
staff,
and
they
have
a
process
where
they're
able
to
register
with
a
state
and
then
that
information
is
shared
with
us.
We
are
a
primary
vaccinator
for
them,
but
they
may
also
be
able
to
get
vaccinated
through
some
of
the
healthcare
systems.
So
it's
a
it's
a
quilt
that
hopefully
will
will
come
together
and
and
cover
all
of
them.
I
H
As
we
think
about
our
our
vaccine
distribution
efforts,
really
our
plans
are
structured
and
informed
by
federal
and
state
recommendations,
and
what
we
are
trying
to
do
is
where
flexibility
exists
within
those
recommendations
and
parameters
that
we
are
prioritizing
extra
doses
for
members
of
the
bipart
community
and
that
flexibility
really
comes
in
a
in
a
couple
ways:
one
at
the
end
of
every
vaccine
clinic.
H
H
The
picture
here
are
some
seniors
that
are
at
a
senior
senior
daycare
program
right
next
door
to
our
vaccination
clinic.
So
we
have
used
those
one
or
two
doses
so
far
to
work
our
way
through
those
seniors
at
the
nearby
center
and
we'll
be
creating
more
more
plans
for
reaching
out
to
other
communities
with
those
few
extra.
H
H
So
we
are
in
partnership
and
relying
on
resources
to
get
this
job
done.
One
is
staffing,
and
certainly
health
department.
Staffing
are
helping
to
run
these
vaccine
clinics,
but
so
are
staff
from
across
the
city
who
have
signed
up
as
folks
who
want
to
help
us
out,
and
we
are
so
grateful
to
them
because
of
the
number
of
clinics
that
we're
hosting
and
expect
to
host
even
more
as
the
supply
increases.
H
We
continue
to
need
even
more
staff
identified
from
across
the
enterprise
to
help
us.
There
has
been
some
new
funding
that
we've
identified
since
I
last
spoke
with
you.
The
state
had
received,
has
received
federal
funding
that
was
allocated
late
in
2020
and
has
recently
informed
us
that
that
our
portion
will
be
368
621.
H
and
that
we
can
use
that
for
vaccinations.
We
also
had,
through
the
police
department,
applied
for
a
bureau
of
justice
grant
and
we
have
been
able
to
look
at
how
that
resource
is
being
used
and
reallocate
268
000
for
testing
and
contact
tracing
within
the
health
department.
H
H
This
is
potentially
a
pilot
that
might
be
expanded
and
might
may
be
able
to
use
the
convention
center
for
additional
vaccine
clinics
going
forward.
H
The
state
of
minnesota
is
also
providing
direct
allocations
of
vaccine
to
community
clinics,
to
the
extent
that
they
can
trying
to
fulfill
any
need
they
have
in
terms
of
how
many
they
can
use
and
then
are
also
directing
healthcare
providers
in
general
to
use
vaccine
and
giving
them
more
vaccine
to
reach
out
to
some
of
the
adults
who
are
enrolled
with
them.
As
patients.
H
We
have
a
commitment
to
community
engagement,
both
to
get
the
word
out,
but
also
to
hear
from
community
about
their
concerns
and
beliefs
and
hopes
related
to
the
to
the
vaccine
and
to
covet
overall
as
part
of
our
work.
We
have
established
contracts
with
five
community
partners
and
they're
listed
here
on
the
slide.
H
H
We
continue
to
work
with
our
the
cities
through
the
city's
relationship
with
four
cultural
radio
stations
to
get
the
word
out
and
to
have
an
interaction
with
community
members.
H
H
So
I'm
ready
for
the
next
two
slides
thanks
for
one
one
at
a
time
so
out
of
the
responses
that
we
got,
I
think
we
had
something
like
over
4
000
people
surveyed
or
responded
to
our
survey.
H
We're
able
to
really
see
the
threads
of
these
top
values
that
were
identified,
trust
science,
acknowledging
trauma
and
we
have
developed
a
statement,
a
trauma
statement
that
we
use
whenever
we
talk
in
the
community
about
vaccines,
safety,
transparency,
accountability,
timeliness
of
information,
equitable
distribution,
respect
and
relationship
building,.
H
H
H
H
H
We
should
make
freely
available
and
accessible
for
people
who
rely
on
mass
transit
and
who
work
flexible,
daytime
jobs
so
really
looking
at
where
and
when
we
conduct
our
vaccine
clinics
and
then
concentrate
on
removing
vaccination
barriers
for
people
who
lack
access
to
traditional
health
care.
Since
many
of
the
vaccines
are
currently
being
made
available
for
those
who
have
an
established
relationship
with
a
provider.
H
All
right
so
lots
of
attention
on
vaccinations,
but
we
know
that
testing
is
still
really
important,
especially
as
we
have
these
new
variants
that
are
highly
transmissible
working
with
the
the
state
to
really
look
at
the
test
results
and
be
able
to
pull
out
when
we
see
some
of
these
variants
showing
up.
So
it's
important
for
that
purpose
as
well.
H
And
we
we
hope
that
you
will
all
help
us
promote
these
testing
events,
as
well
as
the
ongoing
testing
that's
occurring
at
our
convention
center,
the
airport
and
the
brooklyn
park
starlight
center
on
the
city's
website.
You
can
identify
and
find
these
testing
sites
their
times
and
locations.
H
Next,
so
on
the
horizon,
we
will
continue
case
investigation
and
contact
tracing.
We've
identified
some
financial
resources
to
support
this.
We
will
need
to
reach
beyond
our
the
people
that
are
helping
us
right
now
as
job
duties,
change
and
we're
preparing
a
proposal
that
we'll
be
sharing
with
elected
leaders
in
terms
of
what
we
think
it
will
take
for
us
to
continue
to
have
a
robust
contact,
tracing
and
investigation
effort
through
the
end
of
the
outbreak.
H
As
I
just
mentioned,
we
need
to
continue
to
promote
testing
and
we
will
be
ramping
up
vaccinations
as
long
it
sort
of
impacts
with
the
amount
of
vaccine
that
we're
getting
focusing
it
on
the
bypac
population,
and
we
are
launching
a
new
online
vaccine
hub
web
page
that
will
include
an
interactive
map
where
people
will
be
able
to
search
for
vaccination
sites
near
them
in
minneapolis,
they'll,
be
able
to
address
places
where
they
can
help
them
with
their
food
insecurity,
and
so
we
expect
that
that
will
be
ready
by
the
end
of
next
week.
H
This
final
picture
here
is
from
a
weekly
food
distribution
at
corcoran
park,
serving
primarily
latinx
families
that
we
are
a
part
of
keeping
going
I'll.
Stop
there,
mr
chair,
and
see
if
there
are
any
additional
questions.
B
I
You,
mr
chair,
I
really
appreciate
this
report
and
really
appreciate
all
the
work
you've
been
doing.
Commissioner
musicant
on
this
front,
I
wanted
to
specifically
commend
your
health
department's
efforts
in
working
and
collaborating
with
latino
serving
organizations,
specifically
the
partnership.
I
noticed
you
had
summarized
all
the
different
multi-racial
groups
that
you're
engaging
to
get
the
word
out
and
to
communicate
with
our
multilingual
audiences.
I
And
of
course,
we
know
that
that
population
is
one
of
the
the
highest
at-risk
populations
in
in
all
racial
demographics,
and
so
I
got
the
opportunity
to
learn
about
their
model
a
few
months
ago
when
we
were
first
well.
I
Actually,
it
was
last
year
when
we
were
first
engaging
discussions
around
covet,
19
rental
assistance
and
covert
19
supports,
and-
and
so
at
that
time
they
explained
to
me
that
they
had
a
self-organized
and
in
sort
of
cell-like
communities
where
staff
members,
individual
staff,
members
within
their
organization,
are
in
charge
or
of
of
sort
of
clusters
of
of
elderly
folks
and
grandmas
and
grandpas
that
that
would
typically
come
to
their
center,
but
because
of
covet
19
restrictions,
we're
not
leaving
their
homes
and
because
of
transportation
issues.
Of
course,
as
well.
I
So
I've
been
particularly
impressed
with
their
model,
that
is,
it
is
very
granular.
It
is
very
relationships
based.
It
is
highly
organized
and-
and
I
think
that's
the
kind
of
model
that
we
should
seek
to
partner
at
all
times.
I
So
I
was
really,
I
felt
really
confident
in
the
work
that
you're
doing
with
the
expressed
partnership
with
those
multicultural
groups
and
communities
knowing
that
you're
you're
presenting
a
lens
that
really
points
to
organizations
who
are
very
relevant
and
very
proactive
and
very
effective
at
reaching
the
base,
which
is
really
you
know
where
we
need
to
be
so.
I
just
wanted
to
to
commend
you
for
that
work
and
appreciate
you
stepping
forward
with
that.
D
D
When
we
reflect
over
the
course
of
the
year,
I
had
an
occasion
to
be
tested
for
covet
last
month
and
went
to
the
convention
center,
and
I
had
an
appointment
and
everything
went
very
smoothly,
but
I
noted
that,
even
if
I
had
not
had
an
appointment,
I
would
have
been
able
to
get
in,
so
I
just
want
to
make
sure
everybody
hears
that
that
if
you
are
concerned
that
you
might
have
been
exposed
and
you
think
it
might
be
wise
to
get
tested,
the
process
has
gotten
a
lot
easier.
D
If
you
haven't
done
it
in
the
last
few
months,
walking
into
the
convention
center
or
making
an
appointment
is
always
advisable,
but
it
it
really
is
going
quite
smoothly
and
we've
developed
some
real
skill
in
that
area.
So
I
just
want
to
thank
everybody.
Who's
been
involved
in
organizing
all
of
the
testing
capacity
because
it
that
is
going
extremely
well.
I
wanted
to
just
follow
up
on
the
conversation
we
had.
D
I
think
last
cycle
in
the
full
council
meeting
just
around
the
progress
we're
making
on
you
know
you,
you
named
the
importance
of
accessibility
of
sites
and
of
sites
that
aren't
tied
to
health
clinics
that
require
health
insurance
or
that
people
might
perceive
to
require
access
to
traditional
health
clinics
as
a
as
a
barrier
to
accessing
the
vaccine.
So
I
just
wanted
to
see
what
progress
we're
making
on
getting
a
minneapolis
site,
that's
transit,
accessible
and
what
that
what
that
process
looks
like.
D
I
know
not
much
time
has
passed
since
last
time.
I
asked
you,
so
it's
a
it's
okay,
if
there's
not
an
answer
yet,
but
want
to
keep
that
front
of
mind.
H
Yeah,
mr
chair
and
councilman
fletcher,
actually
in
this
covid
time,
things
happen
quickly.
So,
as
I
mentioned,
the
convention
center
is
hosting
a
clinic
today,
friday
and
saturday.
I
believe-
and
I
think
they
plan
to
vaccinate
close
to
9000
people.
H
So
some
of
the
settings,
the
suburban
settings
that
we
had
heard
about
early,
maybe
last
week
or
the
week
before,
are
not
going
to
be
continuing.
H
I
asked
about
the
convention
center
yesterday
in
a
meeting
that
we
had
and
there's
a
possibility
that
they
will
continue
to
use
the
convention
center
depending
on
how
well
this
set
of
three-day
clinics
goes,
and
so,
hopefully
that
is
one
fairly
accessible
location
and,
like
I
said,
they're
gonna
serve
approximately
9500
people
of
those
4
500
are
going
to
be
educators
and
child
care
workers
and
4
500
people
will
be
from
the
waiting
list
that
was
already
built
when
those
pilot
sites
occurred
in
suburban
areas.
B
Thank
you.
Are
there
any
other
questions
or
comments
from
my
colleagues
all
right,
not
seeing
any
I'll
just
say.
Thank
you,
commissioner,
to
you
and
your
staff
for
all
that
you've
been
doing
during
this
public
health
crisis.
I
feel
like
this
has
really
been
an
opportunity
for
us,
as
the
city
of
minneapolis,
to
demonstrate
our
incredibly
high
functioning
public
health
department,
your
leadership,
the
tenacity
and
commitment
of
your
staff.
So
I
am
very,
very
grateful.
B
We
are
all
grateful
I
feel
like
I
can
comfortably
speak
for
my
colleagues
as
well
for
all
of
the
work
that
has
been
done.
I've
had
a
I've
had
a
couple
constituents
ask
me:
where
is
their
space
potentially
for
folks
who
are
interested
in
volunteering
to
be
able
to
do
their
part
right
now
in
this
in
in
the
response
around
coved?
Do
you
have
any
feedback
on
that.
H
Yeah,
thank
you,
mr
chair.
There's
a
couple
parts
to
that
answer.
One
would
be
there
is
something
called
the
medical
reserve
corps
that
people
can
sign
up,
for
it
does
involve
a
bit
of
work.
I'll
put
it
that
way.
People
need
to
take
some
online
courses
about
emergency
response
and
how
that's
organized
and
some
background
checks,
and
so
on.
I
don't
believe,
even
though
it
sounds
like
a
medical
reserve
core,
you
have
to
be
a
doctor
or
a
nurse.
H
I
don't
believe
you
do,
there
would
be
functions
assigned
to
whatever
skill
set
you
bring
forward.
B
B
All
right,
and
if
there
is
no
objection,
I
will
direct
the
clerk
to
please
file
that
report.
B
Next
up,
we
are
going
to
be
receiving
and
filing
a
presentation
on
the
340b
drug
pricing
program
from
representatives
of
illini
health
and
abbott
northwestern
we're
very
excited
to
have
them.
Come
to
our
committee
to
present
their
annual
presentation
or
their
annual
report.
We
are
in.
We
have
the
city
of
minneapolis
signs
and
mou
so
that
a
line
of
health
and
abbott
northwestern
have
the
ability
to
access
this
program.
B
J
Thank
you,
chair
cunningham
and
members
of
the
committee.
I
appreciate
your
time
today
and
opportunity
to
present
on
the
340b
program,
as
well
as
community
engagement
on
behalf
of
northwestern
and
its
patients,
and
it's
in
its
community
next
slide,
please.
J
So
with
our
time
today,
I'll
just
provide
a
quick
overview
of
abbott
the
hospital
itself,
the
patients
we
serve
and
the
services
we
provide.
The
hospital
I'll
spend
a
few
minutes
going
over
the
340b
drug
pricing
program
itself
and
the
memorandum
of
understanding
that
we
signed
with
the
city
and,
lastly,
we'll
finish
up
with
allison
spending.
Some
our
director
of
community
engagement
spending
some
time
speaking
about
what
we're
doing
in
our
communities
next
slide.
J
Please,
okay,
so
terms
of
at
northwestern
look
in
minneapolis,
we
annually
serve
over
200
000
patients
and
their
families.
We
have
a
pair
mix
of
44,
public
insurance
and
56
private
insurance.
J
As
you
can
see
in
this
slide
there
a
number,
a
wide
range
of
services
that
we
provide
for
our
patients
and
our
communities
next
slide
in
terms
of
the
340b
drug
pricing
program.
I
spent
some
time
here
to
just
give
the
committee
an
overview
of
what
this
program
is.
So
this
is
a
federal
government
program,
that's
administered
by
the
health
resources
and
services
administration.
Hersa.
J
Abbott
the
hospital
qualifies
for
this
program
by
offer
by
caring
for
and
having
a
significant
number
of
low-income
patients
as
part
of
its
annual
medicare
cost
report.
So
it's
a
annual
requirement,
an
annual
check
for
eligibility.
J
The
savings
from
the
program
allows
abbott
to
stretch
scarce
federal
resources,
reaching
more
eligible
patients
providing
more
expanded
services.
Hersa
requires
as
a
requirement
as
a
part
of
the
registration
process
to
have
an
mou
between
the
hospital
and
the
local
government
and
as
part
of
abbott's
mou
with
the
city.
J
It
is
our
commitment
to
continue
providing
free
and
reduced
cost
health
care
services
to
indian,
uninsured
patients
and
underinsured
residents
of
minneapolis
and
surrounding
communities,
and,
additionally,
as
part
of
the
mou,
is
our
commitment
to
annually
present
some
information
in
this
slide
deck
to
this
to
this
committee.
Going
forward
next
slide.
J
You
can
see
the
numbers
there
just
over
five
and
a
half,
or
just
under
five
and
a
half
million
dollars
in
2019,
uninsured
discount,
which
is
for
patients
that
have
an
annual
household
income
of
less
than
125
000
dollars,
figure
over
15
million
dollars
in
2019,
provided
by
abbott
to
its
patients
and
the
last
two
years
you
can
see.
We've
averaged
just
around
22
000
applications
processed
for
free
or
reduced
cost
services
for
all
the
patients
that
we
serve.
J
J
So
I'd
like
to
transition
here
to
allison
speak
a
little
bit
about
community
engagement
at
abbott.
A
Great,
thank
you
so
much
tony
and
thank
you
so
much
council
members
for
the
opportunity
to
present
this
information.
As
tony
was
talking
about.
We
provide
a
lot
of
care
for
community
inside
our
facilities,
and
that
includes
part
of
the
community
engagement
work.
We
are
starting
a
next
step
program,
we're
going
to
become
the
third
site
of
the
minneapolis
office
of
violence,
prevention's
next
step
program.
It's
getting
started
this
month.
A
We
are
in
the
process
of
building
out
the
program,
creating
the
new
community
connections
that
are
needed,
identifying
opportunities
for
collaboration
with
hennepin
healthcare
and
north
memorial,
who
you
know
been
heavily
involved
in
next
step
previously.
So
we
are
really
looking
forward
to
getting
that
program
started.
A
We
also
serve
the
community
and
outside
our
facilities.
We
have
a
fairly
large
chaplaincy
residency
program
where
we
train
residents
from
a
variety
of
faiths
and
cultures,
and
essentially
train
them
on
how
to
be
hospital
chaplains
that
allows
us
to
provide
a
variety
of
faith
and
culture
chaplains
to
our
own
patients,
but
it
also
gives
an
experience
for
our
staff
to
interact
with
a
variety
of
folks.
The
picture
here
is
actually
a
picture.
There's
those
are
1
000
paper
cranes
that
were
created
in
japan
and
donated
to
abbott
northwestern.
A
I
think
in
december,
when
we
were
at
the
height
of
our
covid
response,
when
we
had
our
highest
covet
levels
and
one
of
our
chaplain
residents
is
actually
a
lutheran
pastor
from
japan,
and
he
had
sent
word
back
to
his
community
in
japan
that
this
was
what
we
were
experiencing
here
in
minneapolis
and
so
that
community
mailed
16
000,
total
paper
cranes,
and
so
we
were
able
to
hang
1
000
of
them
inside
our
lobby,
so
that
staff
and
any
visitors
who
came
in
could
see
them
and
understand
that.
A
Essentially,
the
message
was
that
the
world
is
thinking
about
us
so
and
then
the
bottom
picture
is
a
reflection
of
a
program
that
we
just
started.
This
fall.
This
was
a
response
from
community.
With
a
request.
Could
we
open
our
unused
office
space
inside
the
atlanta
commons,
which
is
located
at
lake
in
chicago?
Could
we
open
it
up
to
minneapolis
school
students
who
do
not
have
the
capacity
to
do
their
virtual
school
work
inside
their
own
homes?
A
And
so
we
actually
have
two
non-profits
running
school
programs
inside
our
corporate
headquarters
right
now,
because
we
don't
have
our
own
staff
there.
We
have
about
90
kids
from
grades,
one
through
twelve
in
the
building
every
day
they
come
and
it
allows
them
to
have
reliable
internet
access.
A
They
get
adult
supervision,
they
get
two
meals
a
day
and
what
we
the
one
piece
that
we
didn't
really
appreciate
until
the
kids
started
telling
us
is,
it
was
just
a
quiet,
calm
space
for
them
to
log
into
their
school
programs
and
be
with
their
classes
and
be
able
to
focus
on
their
schoolwork.
So
that
picture
that
you
see
is
actually
a
party
that
this
the
high
school
group
had.
A
I
think
this
was
probably
right
before
their
christmas
break,
where
kids,
who
had
had
attendance,
met
attendance
goals
for
the
program
got
to
have
an
ice
cream
party
and
a
movie
party,
and
so
it
was
fun
to
share
this
picture
with
my
colleagues
who
the
comment
was
well,
we
never
had
that
much
fun
when
we
were
in
those
spaces
next
slide
please.
A
So
we
also
can
do
a
lot
of
caring
for
community
in
the
community
itself.
This
is
the
biggest
part
of
my
role
and
part
of
our
community
engagement
work.
We
have
a
long
time
partnership
with
the
backyard
initiative
in
the
backyard
community
health
hub.
This
is
an
organization
that
is
focused
on
improving
the
health
of
the
neighbors
that
live
in
the
phillips
neighborhood,
and
so
we've
had
we're
going
on
12
years
with
these
organizations
really
working
closely
to
support
the
health
of
the
neighbors
in
our
own
backyard.
A
We
also
run
the
uie
program,
the
early
youth
eye
care
program.
This
is
a
program
that
screens
16
000
minneapolis
public
schools,
children
for
vision
issues
every
year.
If
we
find
kids
who,
when
they
have
their
usual
vision
screening
every
year,
if
we
find
kids
who
need
follow-up
care,
we
direct
them
to
their
own
health
care
services.
A
If
they
have
them,
if
they
don't
have
them,
we
provide
them
free
of
charge
with
our
kirby
pocket
eye
mobile,
which
is
that
picture
it
that
bus
comes
to
every
school
in
minneapolis
and
any
care
that's
needed
to
be
provided
is
provided
free
of
charge,
including
surgical
care.
They
don't
do
surgery
in
that
bus,
but
we
will
do
surgical
care
if
we
have
students
who
need
surgery
as
part
of
their
follow-up
vision
care,
we
also
donate
bikes.
A
We
usually
do
because
it's
usually
a
very
large
densely
packed
opportunity
where
there
would
be
lots
of
coped
spread
last
year,
so
we
ended
up
giving
our
bikes
to
the
minneapolis
park
and
rec
board
last
year
and
they
were
using
the
bikes
throughout
this
parks
program
throughout
the
summer
and
then
we're
also
a
proud
supporter
of
the
midtown
global
market
they're,
a
very
important
partner
to
us.
A
We
appreciate
the
role
that
they
play
in
the
phillips
neighborhood
and
so
as
one
of
the
one
of
our
neighbors
in
the
same
building
that
we
reside
in.
We
are
a
proud
supporter
of
them
next
slide.
Please,
oh
and
all
of
this
when
we
tallied
how
much
we
donate
to
minneapolis-based
organizations,
schools
and
partners,
it's
about
two
million
dollars
a
year,
which
is
actually
cash
that
we
donate
or
space
or
various
things
that
can
be
quantified
by
partners
next
slide.
A
The
big
piece
that
we
are
about
to
embark
on
in
the
phillips
neighborhood
is:
we
are
about
to
start
a
fairly
large
construction
project.
It's
going
to
be
a
number
of
years,
eventually,
where
our
goal
is
to
build
some
new
patient
care
facilities
on
the
abbott
northwestern
hospital
campus.
A
In
order
to
do
that,
we
need
to
create
a
couple
of
new
infrastructure
pieces
that
will
support
new
hospital
buildings,
so
we
need
to
replace
our
current
central
utility
plant
with
a
new
utility
plant.
So
this
rendering
that
you
see
here
is
gonna
is
a
rendering
of
what
we
are
planning
and
hoping
to
build
at
the
corner
of
26th
in
chicago.
It's
going
to
require
us
to
take
down
two
buildings,
but
what
will
be
coming
with
that?
New
plant
is
going
to
be
a
much
more
energy
efficient
plant.
A
Our
current
plant
was
built
in
the
1950s
and
is
still
running
on
equipment
from
the
1950s
and
as
a
hospital
that
is
doing
high-tech
care.
It's
really
hard
to
operate
on
really
old
equipment.
So
our
goal
is
to
build
a
new
central
utility
plant
which
will
allow
us
to
greatly
improve
energy
efficiency.
A
A
We
in
order
to
build
in
the
campus.
We
need
to
take
down
a
parking
ramp,
so
our
goal
is
to
build
a
new
parking
ramp
on
what
is
now
a
surface
lot
as
part
of
this
transportation
hub,
we
are
going
to
be
able
to
build
out
a
new
promenade
at
the
top
of
the
greenway.
This
is
something
that
the
phillips
neighborhood
residents
have
been
asking
for
since
20
2007,
and
so
we
will
be
building
in
a
new
promenade.
A
The
parking
ramp
is
also
going
to
have
a
community
solar
garden
on
it,
which
will
allow
us
to
generate
about
one
megawatt
of
electricity
every
year
which
we
are
hoping
will
help
power
about
250
homes
in
the
community,
we're
also
putting
in
20
electric
vehicle
charging
stations
inside
this
parking
ramp
and
also
building
the
infrastructure
to
add
more
in
the
future.
A
So
all
of
these
components
essentially
are
part
of
our
commitment
to
the
phillips
neighborhood
and,
as
we
have
been
talking
about
these
projects
with
the
community
for
much
of
the
last
year,
there
are.
There
are
key
commitments
that
we
have
made
to
the
neighbors
and
the
biggest
one
is
that
we
are
staying.
We
are
going
to
build
in
this
community.
We
are
going
to
invest
in
our
infrastructure
in
our
hospital
and
stay
in
this
community.
A
We
also
made
a
commitment
to
the
phillips
neighborhood
residents
many
years
ago
that
we
would
not
buy
up
additional
property
outside
of
our
current
footprint,
so
we
have
a
remain.
We
are
going
to
remain
within
our
current
footprint
and
we
are
going
to
abide
by
what
the
residents
call
the
covenant
that
we
made
with
them.
We're
going
to
be
proactive
in
sharing
information
and
encourage
two-way
communication.
A
I've
been
presenting
this
information
to
neighborhoods
we've
put
in
community
newspapers,
we've
been
very
proactive
in
letting
the
neighbors
hear
our
plans
and
give
us
feedback
we're
we're
committed
to
incorporating
advancing
environmental
sustainability.
We
appreciate
that
we
have
an
opportunity
with
both
of
these
projects
to
really
improve
the
environmental
sustainability.
That's
happening
in
this
neighborhood
and
we
intend
to
take
every
opportunity
we
can
get
we're
also
committed
to
creating
work
opportunities
for
local
community.
A
One
of
our
the
atlanta
board,
essentially
tasked
the
leadership
of
this
project,
with
the
idea
that
these
projects
cannot
just
benefit
alaina
and
abbott
northwestern.
There
needs
to
be
a
benefit
to
this
community
as
well,
and
so
any
funds
that
we
are
spending.
We
need
to
try
to
work
to
make
sure
that
funds
are
also
flowing
into
the
community,
so
we
are
going
to
be
contracting
with
as
many
women
and
minority
owned
businesses
as
we
can.
Our
contractors
are
committed
to
local
sourcing
and
we're
also
looking
at
workforce
development
programs.
A
This
is
going
to
be
a
long
project
for
this
community
and
we
want
to
make
sure
that
this
community
gets
the
benefit
from
it
and
then,
finally,
we
are
actively
working
with
our
other
business
partners
and
other
community
partners
around
the
chicago
lake
intersection
to
really
look
at.
How
are
we
collectively
all
working
to
rebuild
this
intersection?
Obviously
it's
been
a
very
challenging
year
and
there
are
a
lot
of
partners
that
have
a
lot
of
interest
in
making
sure
that
we
bring
back
the
chicago
lake
intersection
to
something
that
was
better
than
it
was.
A
B
Thank
you
so
much
for
that
detailed
presentation
really
great
work,
so
I
have
councilmember
connol.
Thank
you.
I
Thank
you,
mr
chair.
I
I
appreciate
this
presentation
from
the
speakers
and
and
of
course,
constituents
of
the
ninth
board
as
partners
and
an
institution
that
has
been
there
for
for
a
long
time,
and
I
wanted
to
just
share
with
the
public
and
with
our
committee
members
that
when
we
first
started
chatting
about
the
expansion
of
the
in
hospital
services,
program,
trauma-informed
services
for
responding
to
to
folks
on
site,
we
did
talk
about
how,
in
in
general,
in
in
the
ninth
ward,
community
and
surrounding
area,
as
as
we
do
share
boundaries
with
the
sixth
ward,
as
well
as
the
eighth
ward,
that
our
area
is
probably
the
the
city's
most
racially
integrated
community.
I
In
that
we
are
a
very
diverse
community,
with
the
city's
largest
population
of
american
indian
families,
the
city's
largest
concentration
of
latino
families.
We
have
a
very
robust
east
african
community
with
very
significant
mosques
and
centers
and
of
course,
we
are
historically
an
african-american
community
as
well,
where
the
central
neighborhood
has
been
sort
of
the
the
was
the
the
birthplace
of
one
of
our
political
figures.
A
miss
mayor
sales
belton,
our
our
previous
mayor
here
in
the
city.
I
A
few
cycles
ago
and
so
curious,
if
you
can
elaborate
a
little
bit
about
how
you
think
the
the
program
can
either
engage
with
or
connect
to
that
diverse
experience
in
terms
of
the
the
the
services
or
outreach
staff
or
or
offerings
that
that
it
will
have,
as
as
we
do,
have
a
very
culturally
rich
community,
with
a
lot
of
different
languages
and
a
lot
of
different
cultures
and
religions
and
and
just
kind
of
curious.
I
How
you're
envisioning
the
program
being
implemented
to
sort
of
speak
to
to
that
reality.
A
Yeah
I
mean
so,
I
would
say,
the
foundation
of
the
role
that
I
have
in
community
is
to
create
relationships
with
community
leaders,
and
so
we
do
have,
as
you
mentioned,
a
very
diverse
group
of
folks
in
that
neighborhood,
and
so
when
we
have
programs
or
ideas
that
come
up,
we
generally
look
to
see
you
know
who
do.
We
know
that
could
should
receive
this
initial
request
and
then
a
lot
of
it
is
word
of
mouth.
So
we
have
connections
to
a
lot
of
community
partners.
A
We
we
also
give
away
a
lot
of
funding,
which
is
a
great
way
to
maintain
connections
to
community
partners,
and
that
that's
just
part
of
the
conversation,
I
would
say
you
know
as
actually
internal
conversations,
we're
having
a
lot
of
them
right
now
related
to
health
equity,
and
we
have
a
lot
of.
I
have
a
lot
of
providers
within
the
hospital
specifically
who
are
really
interested
in
getting
better
connected
to
certain
communities,
so
we're
actually
looking
at
data
within
the
hospital
in
terms
of
who
are.
A
Where
are
we
seeing
the
largest
health
disparities
which
parts
of
the
communities
and
we
can
cut
data
by
zip
code?
We
can
cut
it
by
race.
We
can
cut
it
by
language
spoken,
and
so
we
really
have
the
ability
to
kind
of
target
some
of
the
interventions
that
we're
interested
in
and
really
by
using
the
data
to
drive
that
and
then
part
of
it
is
just
being
present
in
community
and
knowing
who
is
there
and
who
I
should
be
connecting
to
and
then
making
connections
and
building
bridges.
That
way.
I
Wonderful,
thank
you
for
that
and
look
forward
to
collaborating
with
you
all
on
on
the
future
phases
of
this
work
and
I'll
just
end.
My
comments
with
there's
been
national
discussions
now
and
and
locally,
as
well,
of
course
around
how
a
a
process
of
healing
and
a
process
of
transformation
and
and
renewal
after
after
deep
moments
of
crises
can
be
centered
on
multi-racial
coalitions
and
cultural
leaders
to
to
help
facilitate
some
of
that
truth-telling
and
reparations,
work
and
acknowledgement.
I
You
know
moving
moving
us
towards
the
dial
of
justice
and
and
then
hopefully,
one
day,
reconciliation,
and
so
I
wanted
to
share
that
a
lot
of
those
conversations,
whether
they're
happening
you
know
at
columbia,
university
or
in
in
texas,
or
in
minneapolis
they're
they're,
really
trying
to
suss
out
the
connection
between
what
could
be
considered
like
a
truth-telling
and
reparations
framework
on
the
built
environment,
and
so
as
you're
looking
to
do
work
of
physical
economic
recovery
in
the
in
the
area
of
lake
street,
in
chicago
avenue
and
so
forth.
I
There's
just,
I
think,
a
broader
interest
both
from
our
our
former
public
works
director,
robin
hutchinson,
who
is
now
working
for
the
biden
administration.
I
I
That
they're
creating
these
spaces,
for
how
does
a
truth-telling
framework
engage
the
built
environment
and
how
can
that
be
sort
of
the
next
chapter
in
our
conversations
about
racial
justice,
racial
equity
and
and
be
a
part
of
this
continuum
of
repairing
the
harms
of
our
of
our
of
the
foundations
of
our
country?
Where
you
know
the
the
u.s
mexico
border
was
created
on
on
violence
and
on
oppression
of
mexican
and
latino
descent.
I
People
in
this
country,
and
as
such,
they
are
indigenous
to
this
land
and
and
as
well
as
the
negative
effects,
of
course,
on
the
lives
and
daily
realities
of
african
american
families,
as
well
as
indigenous
families
who
who
are
traditionally
from
the
land
of
minnesota.
So
all
of
this
is
really
sort
of.
I
I
would
consider
really
unique,
exciting
and
fulfilling
of
frameworks
that
are
really
opening
up
spaces
between
cultural
leaders
and
between
cultural
groups
and
and
racial
communities,
to
really
kind
of
come
together
and
and
heal
together
and
really
address
the
bigger
systemic
pieces.
I
So
I
would
just
encourage
you
all
to
either
dabble
in
some
of
that
or
integrate
some
of
that
with
those
frameworks
in
your
conversations
about
rebuilding
lake
street
rebuilding
chicago
chicago
and
lake,
specifically
where
you
all
are
located,
I
think
that
that's
a
framework
that's
going
to
be
coming
forward
more
and
more
in
the
next
months
and
years
and-
and
I
think
it'd
be
great
to
to
have
you
all
connected
to
that.
So
that's
my
last
comment.
Thank
you.
B
Thank
you
councilmember
cano,
so
I
want
to
a
couple
of
things:
I'm
really
excited
and
grateful
for
you
all
with
the
work
that
you
do
with
the
reduced
prices
for
prescriptions.
I
think
that
that's
really
critical
work
and
I
want
to
make
sure
that
we
don't
lose
that
here,
because
the
mou
is
really
rooted
in
the
340b
drug
pricing
program
that
really
serves
low-income
folks
in
our
community
and
make
sure
that
very
expensive
prescription
drugs
are
accessible
to
people
in
our
city.
So
so
I'm
very
grateful
for
that.
B
I
really
enjoyed
being
able
to
learn
more
as
well
about
the
community
engagement,
work,
wow,
lots
and
lots
of
very
clear
deliverables.
Concrete,
meaningful
engagements
very
excited
to
to
see
all
of
the
work
that
you
that
you
all
do.
Did
you
want
to
respond?
B
B
This
is
the
first
time
we're
doing
this
having
this
particular
kind
of
setup,
usually
there's
an
annual
report
when
I
got
to
see
this
come
through
now,
as
the
chair
of
this
committee
being
able
to
see
this
mou
being
resigned,
I
was
like
oh
there's,
a
real
opportunity
for
us
to
really
not
just
sign
our
name
on
the
the
dotted
line,
but
actually
be
in
partnership
and
be
transparent
about
the
amazing
things
that
are
happening
in
our
city.
So,
thank
you
all
for
your
leadership.
B
I'm
very
excited
to
see
the
the
next
step
program
roll
out
at
abbott
northwestern.
I
think
that
that
is
going
to
be
a
very
exciting
addition
as
well.
So
thank
you
all
so,
thank
you,
allison.
Thank
you,
allison,
yes,
okay.
I
want
to
make
sure
and
tony
thank
you
both
so
so
much
for
being
here.
Thank
you
for
your
due
diligence
for
being
a
part
of
our
legislative
process
and,
and
I
look
forward
to
it
for
us
remaining
in
partnership
together.
B
For
the
opportunity,
thank
you
all
right,
colleagues,
so
with
that,
I
will
refer
or
direct
the
clerk
to
file
that
report
now.
Colleagues,
we're
on
to
our
final
item
for
today,
which
is
receiving
and
filing
a
presentation
of
the
police
department's
sworn
hiring
plan
for
2021,
including
current
staffing
levels,
updates
on
challenges
regarding
staffing
and
projected
levels,
projection
of
2021,
active
monthly
staffing,
diversity
of
classes
and
proposing
hiring
timelines.
B
Additionally,
this
item
also
includes
an
action
of
passage
of
resolution,
appropriating
funds
for
2021,
from
the
public
safety
staffing
reserve
to
the
police
department
to
fund
two
additional
hiring,
slash
training
classes
and
the
service
community
service
officers
program.
I
do
believe
that
we
have
chief
aerodondo
today
here
to
give
this
presentation
so
welcome
chief
good.
K
Afternoon,
chair
committee
members,
thank
you
so
much
for
having
me
today.
I'm
also
pleased
to
be
joined
by
director
robin
mcpherson
finance
director
for
the
minneapolis
police
department,
as
well
as
deputy
chief
amelia
huffman
and
commander
darcy
horn.
So
thank
you
so
much
cheer.
K
K
K
K
K
This
is
an
example,
the
slides
you're,
seeing
right
now
on
the
screen.
This
is
an
example
of
the
recruiting
hiring
timeline.
This
is
the
human
resources
timeline
based
on
a
30
week,
at
least
for
right
now
in
terms
of
recruiting
and
hiring.
This
is
a
30
week
timeline,
and
so
you
can
see
everything
from
the
left-hand
corner
from
the
open
application
process
to
backgrounds
review
to
our
fitness
assessments
even
down
to
the
final
job
offer
where
employment
begins.
K
I
just
want
to
note
that
this
chart
does
not
include
the
planning
time
or
the
contract
negotiations
for
those
vendors
or
colleges
and
again
this
is
a
recruitment
or
excuse
me
recruiting
and
hiring
timeline
that
we
are
working.
The
mpd
working
close
with
hr
to
do
our
best
to
try
to
make
sure
we're
capturing
those
core
key
components,
but
anything
we
can
do
to
try
to
reduce
that
timeline.
We
are
certainly
exploring
those
opportunities
director,
mcpherson.
L
Thank
you,
chief
committee,
chair
council
members.
Thank
you
for
having
us.
I
wanted
to
present
a
couple
of
graphs
that
I
have
on
on
the
screen
right
now
and
I
wanted
to
explain
them,
because
sometimes
the
numbers
are
a
little
confusing.
So
this
is
the
2021
projection
of
active
sworn
and
with
the
february
class.
Only
and
I
want
to
start
out
with
the
january
column
it.
The
beginning
balance
we
show
here
is
817
sworn
ftes.
L
L
If
I,
if
you
remember
going
back
the
number
that
we
thought
we
would
start
with,
was
736
so
substantially
different
from
what
we
came
in
with
662,
and
the
differences
between
the
two
numbers
is
really
three-fold.
The
first
is,
our
attrition
was
significantly
higher
than
it
had
been
in
the
past,
and
even
in
the
last
quarter
we
saw
an
increase
of
approximately
30
compared
to
prior
periods.
L
The
other
was
the
partial
of
the
early
retirement
incentive
or
the
retirement
incentive
program,
and
then
an
increase
in
leaves.
We
had
originally
estimated
during
the
budget
process
that
we
would
have
120
leaves,
as
you
can
see,
right
now,
we're
at
155,
so
I
dropped
in
some
of
some
of
the
preliminary
information
for
january
again.
L
We
have
to
remember
that
this
is
a
projection
of
active
sworn,
and
this
is
what
we
show
for
the
year
with
just
the
february
class
starting
and
this
it's
important
to
remember
when
you
look
at
the
slide
that
we're
assuming
two
things.
One
is
that
our
attrition
rate
is
going
to
go
back
to
pre-2020
times,
which
is
40
to
45
a
year
and
then
two
that
our
leave
rate
decreases
or
declines,
and
we
don't
have
a
pop
any
more
pops
of
leave
requests.
B
Thank
you
director.
We
actually
do
so.
I
first
have
a
question
from
councilmember
gordon,
followed
by
council
member
fletcher.
F
You
might
be
sick,
you
might
be
on
some
family
leave,
you
might
be
recovering
and
when
I'm
reading
this,
especially
about
the
last
sentence
on
leave
until
separation
is
our
assumption
that
all
155
of
those
officers
will
use
up
any
vacation
and
sick
time
and
then
we'll
retire
or
you
know
resign
or
are
we
expecting
some
of
them
to
return
back
to
work.
L
I
you
know
it's
very
difficult
for
me
to
predict
because
we've
never
had
these
kind
of
numbers.
But
if
I
look
at
historical
historically,
we
can
pretty
much
tell
which,
based
on
the
type
of
leave
or
based
on
the
situation
which
people
may
or
may
not
be
coming
back.
And
I
will
tell
you
that
the
numbers
there
there
may
be
a
couple
but
more
than
a
handful,
probably
not.
F
L
L
So
I
we're
having
meetings
with
them
next
week
in
trying
to
basically
be
able
to
impart
additional
information
that
we've
not
been
comfortable.
Just
because
we
don't
know
the
rules
and
the
laws
surrounding
this
well,
and
so,
hopefully
I'll
be
able
to
give
you
more
information
in
the
future.
L
Okay,
so
just
as
a
I
guess,
a
final
on
this
page.
If
you
look
at
the
line,
that's
highlighted
in
yellow
our
expectations
based
on
the
current
just
the
first
class
going
in
in
february.
Is
that
we'll
end
the
year
with
625
sworn
active
ftes
at
that
point,
and
no
one
in
the
training
program
next
slide.
Please.
L
So
this
is
a
similar
slide.
You
can
tell
that
the
first
january
is
obviously
the
same.
The
only
difference
in
the
slide
is
it
adds
the
additional
classes,
so
you
can
see
that
we're
projecting
to
have
another
class
starting
in
august
and
then
another
one
in
december,
and
I
just
wanted
to
talk
a
little
bit
about
the
classes.
L
We
had
originally
hoped
that
we
would
be
able
to
hire
back
our
38
recruits
that
were
scheduled
to
start
last
year
and
unfortunately
we
do
not
have
the
full
38
coming
back
and
so
our
intent
is,
you
know,
assuming
that
we
move
can
move
forward.
Our
intent
is
that
we
would
pick
up
those
ones
that
we
were
unable
to
fill
those
spots,
that
we
were
unable
to
fill
and
add
them
to
the
summer
class,
because
we
are
getting
a
late
start,
just
the
process
and
the
approval
for
the
budget
process.
L
Okay
next
slide,
please.
So
this
is
just
a
really.
I
think
some
information
2019
was
a
pretty
stable
year
for
us,
and
so,
if
you
look
at
the
blue
line,
that
was
our
active
fte
count
for
2019.
L
K
Yes,
director
so
committee
chair
committee
members,
this
this
next
side
is
looking
at
our
2019
average
compared
to
sworn
ftes
as
of
january
25th
of
this
year,
and
this
excludes
recruits
and
those
on
leave.
K
One
of
the
things
I've
made
mention
publicly
is
that
when
we
have
these
significant
reductions
in
our
workforce,
we
become
that
department
that
I
hope
that
we
would
not
have
to,
and
that's
one
dimensional,
where
we're
focusing
if
a
community
member
picks
up
the
phone
to
call
9-1-1
making
sure
that
they
have
a
squad
card
to
respond
and
if
they're,
unfortunately,
the
victim
of
a
crime
that
we
have
investigator
capacity
to
assist
them
investigating
that
crime,
and
so
you
can
see
from
the
2019
compared
to
which
is
the
blue
line.
K
A
bar
compared
to
january
25th
of
this
year
and
patrol
we
went
from
552
to
january
25th
of
this
year.
448
investigations
at
177
back
in
2019
average
to
123
as
of
late
january
of
this
year
and
other
units
have
been
a
reduction
as
well
and
from
2019
that
average
of
851
until
late
last
month,
662.
L
L
It
is
rounded
it's
actually
6.427
but
grounded
here,
but
these
are
the
buck,
the
buckets
so
to
speak,
that
these
costs
pertain
to
the
first
one
is
the
community
service
officer,
payroll
costs,
recruit
payroll
costs
for
the
for
class
number:
two:
that's
starting
in
a
july
august
time
frame
the
cadet
payroll
class,
starting
in
december,
the
retreat
training
classes,
starting
for
the
second
class,
the
cadet
training
cost,
starting
for
the
third
class,
the
community
service
officers,
tuition
costs
and
then
there's
an
allocated
internal
service
charges
that
were
was
included
in
part
of
those
monies
as
well.
L
L
So
this
was
our
plan
during
the
budget,
and
I
just
wanted
to
show
you
the
revisions
that
we
talked
about
in
a
previous
slide.
As
you
can
see,
the
first
class,
which
is
a
recruit
class
or
plan
to
be
recruit
class,
starts
in
february
starts
later.
This
month
we
had
planned
to
start
with
38
people.
We
are
at
27.
L
the
next
class
we
had
planned
for
38
to
start
in
july.
This
will
now
start
going
forward
in
august
with
a
class
size
of
49
and
then
a
cadet
class
in
december
28
and
december
of
28th,
the
community
service
officer
class
we'd
like
to
go
ahead
and
start
right
away
as
well.
That
was
scheduled
to
start
in
february
with
28
and
we'd
like
to
basically
offer
to
rehire
the
ones
that
were
let
go
last
year
plus
if
we
are
unable
to
maintain
that
28
number
higher
up
to
that
28
fte
count
next
slide.
L
K
Yes,
committee
chair
committee
members,
the
next
few
slides
here-
are
really
giving
you
an
overview,
for
example,
of
our
minneapolis
police
training,
recruit
cadet
academy,
as
well
as
our
cso
program,
outlines
the
mission
and
our
values.
K
And
I'm
joined
by
deputy
chief
huffman
and
commander
horn,
who
oversees
our
training
academies,
but
this
these
next
few
slides,
are
really
giving
you
an
overview
of
what
is
encompassing
in
terms
of
our
police,
recruits,
cadets
and
csos
in
terms
of
their
the
required
learning
degrees.
Some
of
the
core
courses
that
they
will
be
being
taught
when
they're
in
the
academies,
and
so
this
one
here
highlights
the
police
recruits.
K
This
here
highlights
some
some
differences
in
terms
of
the
police,
cadets
and
in
terms
of
educational
requirements,
as
well
as
some
of
the
schooling
and
the
length
of
schooling
for
our
cadets.
B
Chief,
if
I
may
jump
in
right,
quick
with
the
question,
I'm
curious,
so
if
we
actually
go
back,
I
believe
two
slides
to
yep
to
the
recruits.
I'm
curious:
when
does
an
officer
learn
about
investigations
and
you
know
start
to
get
more
into
the
specialties
the
the
specialty
bureaus,
if
you
will,
when
does
that
when
does
that
fit
in
and
and
how
do
they
get
those
opportunities.
K
So
chair
cunningham,
this
is
part
of
the
outlining
what
they're
learning
in
the
academy
portion
so
they're
not
fully
integrated
yet
into
the
department
yet,
but
I'll
have
a
dc
huffman.
Do
you
mind
talking
about
that
specific
question
regarding.
N
No
not
at
all.
Thank
you
very
much
so.
Investigations
here
is
largely
comprised
of
folks
in
their
promoted
ranks,
and
so
officers
who
want
to
work
in
full-time
investigative
units
traditionally
will
go
through
the
promotional
project
and
become
sergeants
and
then
assign
to
specialty
units
and
many
go
through
advanced
training
courses
to
develop
the
kinds
of
skills
and
expertise
that
they
would
need
in
those
specialty
units.
L
Yes,
if
you
could
advance
to,
I
believe
it's
slide,
14,
please
yeah,
that's
it
so
this
is.
This
is
an
area
that
I
I
find
really
exciting.
It's
numbers,
obviously,
but
one
of
the
things
that
we
were
we've
been
looking
at
with
our
with
our
hr
partners,
and
they
I
have
to
back
up
a
little
bit.
L
So
I
think
it's
important
to
note-
and
these
are
just
the
types
of
things
that
we
want
to
be
looking
at,
but
it's
really,
the
tip
of
the
iceberg
is,
for
instance,
the.
If
we
look
at
people
of
color,
the
cso
program
brings
in
the
highest
number
44
or
people
of
color
in
the
cadet
program
32
and
in
the
recruit
program
20..
L
So
that's
one
of
the
reasons
that
we
feel
that
the
cso
programs
and
the
cadet
program
is
such
a
vital
part
of
our
hiring
and
I'll
go
one
step
further,
because
I'm
not
a
sworn
officer,
but
just
as
a
civilian,
a
lay
person
joe
public
is
sometimes
how
I
refer
to
myself
is
the
cadet
program
also
is
comprised
of
people
who
do
not
have
law
enforcement
degrees,
and
I
think
that
brings
a
well-roundedness
to
the
program
as
well.
L
L
L
The
first
slide
on
the
left
shows
that
we
have
44
percent
of
people
of
color
who
joined
the
cso
program
and
out
of
that,
during
the
time
frame
that
hr
was
collecting
this
data,
which
was
2013-2000
2019,
62
percent
of
the
people,
graduated
and
retained
it
re
remained
in
the
police
department
in
the
cadet
program
it
was
79
and
in
the
recruit
program
excuse
me
it
was
85.
L
So
obviously
our
goals
need
to
look
around
retaining
people
in
all
the
classes
so
that
we
can
have
a
retention,
that's
higher
and
and
high
in
all
of
the
classes
same
with
the
females.
If
you
look
at
this,
for
instance,
the
cadet
class
87
retention,
which
is
you
know,
pretty
consistent
with
the
the
recruit
class,
so
some
of
these
things
are
just
things
that
we're
going
to
be
looking
at
over
the
next
year.
We
can
look
at
this
also
in
ways
of
what
kind
of
advertising
that
we
do.
How
are
we
getting
our
recruits?
L
F
So
I
appreciate
this
timeline
and
the
information
it's
really
useful
and
I'm
very
supportive
of
the
actions
that
we're
taking.
F
But
I
did
want
to
highlight
a
couple
things
because,
as
you
can
imagine,
I've
had
lots
of
conversations
with
my
constituents
over
the
last
six
to
ten
ten
months
about
policing
and
who
gets
hired
and
how
the
training
works
and
all
of
those
things
and
people
are
very
much
concerned
about
it
and
are
acknowledging,
and
I
think
we
all
acknowledge
that
the
hiring
point
is
where
we
almost
have
more
discretion
than
any
other
time.
F
So
we
have
a
lot
of
flexibility
there
and
it's
really
important.
We
focus
in
on
getting
it
right,
and
I
know
that
we
have
a
background
review
period
and
I
know
you've
heard
me
say
this
before,
but
I
really
think
that's
an
important
period
and
I
would
like
us
to
explore
ways
to
do
a
better
background
assessment,
especially
in
terms
of
potential
implicit
bias
or
bias,
so
that
we
can
be
identifying
that
early
and
I
just
encourage
us
to
to
work
with
a
you
all
to
work
with
hr
and
others
and
and
see.
F
I
also
think
there's
a
point
in
our
system
where
there's
a
big
weakness
and
that's
after
the
training
and
when
we
get
to
what
I've
called
the
field
officer,
phase
of
onboarding
our
recruits
and
our
cadets
and
our
csos,
I'm
very
concerned
about
the
field
officer
and
how
that
is
not
necessarily
a
rank.
How
that
is
not
necessarily-
and
you
can
correct
me
if
I'm
wrong-
there's,
not
a
special
certification.
F
Maybe
you
could
clarify
how
is
one
able
to
be
a
field
officer?
Is
it
just
based
on
years
and
your
willingness
to
do
it
and
do
you
think
there's
anything?
We
could
do
better
to
make
sure
that
we
have
field
officers
who
will
be
consistent
with
the
best
possible
training
practices
of
the
administration?
K
Chair
cunningham
to
councilmember
gordon,
thank
you
so
much
for
your
questions.
I
absolutely
agree
that
we
police
chiefs
across
the
country
are
doing
all
that
we
can
to
really
strengthen
our
background
and
we
are
also
looking
at.
I
myself
am
working
closely
with
our
pre-employment
psychologist
in
some
of
those
areas,
and
she
is
also
by
the
way
over
the
past
year
has
been
in
a
consortium
of
other
psychologists
around
the
country.
Looking
at
ways
where
agencies
can
can
really
focus
in.
K
If
there's
a
scientific
tests
and
research
that's
been
done
related
to
biasy
and
how
you
can
kind
of
tease
that
out
from
potential
applicants,
so
we've
been
having
those
conversations,
she's
she's
doing
her
research
on
that
as
well,
and
we'll
continue
to
do
that.
To
your
to
your
point
on
training,
I'm
actually
going
to
see
if
commander
horn
might
be
able
to
talk
about
the
processing
processes
for
selection
of
our
ftos,
our
field
training
officers.
M
Our
field
training
officers
do
go
through
a
training
and
their
expectations
and
the
the
grading
process
what
the
administration
expects
from
our
recruits
and
what
sort
of
skills
that
the
training
officers
need
to
develop
in
the
officers
right
now
we
are
requiring
that
field.
Training
officers
have
two
years
of
experience
and
a
recommendation
letter
from
their
supervisor.
M
We
are
also
checking
their
internal
affairs
records
and
to
see
what
kind
of
officer
they
have
been,
what
kind
of
complaints
or
discipline
that
they
have
received
so
with
that
with
the
their
supervisors,
with
the
training
and,
with
the
background,
check,
we're
hoping
to
move
this
program
forward,
because
I
agree
it's
it's
an
incredibly
important
part
of
our
training
with
our
officers.
F
Well,
I
appreciate
that
and
it
sounds
like
we
are
trying
to
strengthen
it
and
improve
it,
because
there
are
certainly
stories
in
the
past
that
people
are
aware
of.
So
I
appreciate
that
and
I
also
really
appreciate
that
we're
trying
to
dig
into
what
kind
of
objective
measurement
could
we
have
for
for
bias.
F
D
Thank
you,
sir
cunningham,
so
just
as
a
quick
follow-up
to
the
council
member
gordon's
question,
which
I
think
was
a
really
important
one,
you
know
chief
I've
heard
you
talk
about,
and
I
think
we
just
heard
an
answer
about
being
more
selective
and
more
thorough
about
thinking
about
who
is
a
field
training
officer
and,
and
you
know,
making
sure
that
we
don't
have
people
who
are
inclined
to
misuse
force
or
who
might
not
be
making
judgments
that
reflect
the
direction
that
we're
trying
to
take
the
department
training.
D
The
new
recruits
that
we're
investing
in
and-
and
I
I
think,
there's
a
tension
a
little
bit
about
between
being
more
selective
about
ftos
and
thinking
about
our
criteria.
For
that
and
then
running
a
bigger
class
than
we've
ever
run
at
49
officers.
And
so
I
just
want
to
make
sure
that
we're
thinking
about.
I
know
that
that's
sometimes
a
bottleneck
right.
We
when
we've
thought
about
capacity.
D
Previously,
we've
always
said
that
38
was
sort
of
our
max
class
that
we
could
run,
and
I
think
some
of
those
bottlenecks
feel
easy
to
overcome
like
classroom,
size
or
other
things
that
we
could,
just
you
know,
sort
of
figure
out
the
logistics
of
how
do
we
train
more
people
at
a
time,
but
the
question
of
how
do
we
make
sure
we
have
enough
ftos,
who
we
have
a
high
level
of
confidence
in
and
who?
How
do
we
maintain
rigor
around
that?
D
K
Chair
cunningham
to
councilman,
fletcher
you're,
absolutely
right,
and-
and
we
never
want
to
compromise
the
importance
of
that
leadership
of
the
fto-
that
we
have
the
right,
ftos
out
there
who
are
really
impressing
upon
our
values
and
and
that
community
trust
that
we
need
to
constantly
be
thinking
about
in
terms
of
that
capacity.
Piece
dc
huppin,
I
don't
know
if
you
want
to
have
a
comment
on
that,
as
customer
fletcher
noted
about.
K
N
Thank
you
chief.
Yes,
as
the
chief
said,
the
fto
capacity
is
certainly
always
an
issue
that
we're
keeping
an
eye
on
right
now.
You
know
we
really
are
at
a
point
where
you
know
to
maintain
critical
operations.
N
Investing
in
new
folks
is
incredibly
important
to
us,
and
so
one
of
the
things
that
we're
doing
is
working
on
making
sure
that
every
leader
in
the
police
department
is
fully
understanding.
F
K
Chair
cunningham
to
councilman
recording
dc
open.
Do
you
want
to
continue
that.
N
F
B
K
B
Thank
you
so
much
for
the
presentation
and
for
the
thorough
information
and
and
context
we
have
a
council
member
fletcher.
D
Inq,
thank
you
chuck
cunningham,
and
thank
you
for
this
presentation.
I
really
appreciate
the
detailed
information
and
I
think,
if
this
becomes
sort
of
the
format
that
we
receive
these
presentations
in,
and
I
think
this
is
a
good
start
towards
creating
a
sort
of
a
common
understanding.
D
One
of
the
challenges
I
think
last
year
was
that
often
we
were
talking
about
staffing
using
different
terminology,
and
so
people
would
go
to
one
meeting
and
hear
a
number
out
of
context
and
to
draw
a
different
conclusion
than
maybe
what
the
council
was
being
told
about
what
was
happening
with
staffing.
So
I
I
think
this
is
a
healthy
exercise
for
us
to
bring
this
kind
of
staffing
information
together.
I'm.
F
D
Supportive
of
this
approach,
I
think
that
it
it
sounds
like
it
is
aligned
with
the
values
that
the
chief
has
talked
about.
Obviously,
attrition
has
brought
us
to
a
number
that
nobody
on
the
council
has
advocated
for,
if
you'll
remember,
we
were
arguing
at
budget
over
whether
to
set
a
target
number
of
750
or
888,
and
obviously
these
projections
don't
get
us
into
either
of
those
ranges.
So
I'm
comfortable
saying
that
in
the
universe
that
we
live
in
now,
this
is
a
staffing
approach
that
makes
sense.
D
So
I
appreciate
all
of
that.
I
think
one
thing
that
we
get
questions
about,
that.
D
I
wonder
chief
if
you'd
be
willing
to
just
talk
about
a
little
more,
because
I've
appreciated
your
answers
on
some
of
these
things,
as
we
get
asked
about
why
this
is
the
strategy,
and
I
know
that
this
is
a
part
of
your
theory
of
of
changing
the
department
and
sort
of
contrasting
with,
for
example,
you
know
lateral
hires
that
we
might
be
able
to
onboard
more
quickly
or
or
other
strategies
that
might
be
suggested
by
constituents,
and
I
thought
it
might
be
helpful
just
to
give
you
an
opportunity
to
think
sort
of
the
big
picture
with
us
about
why.
D
This
is
the
strategy
that
that
you're
bringing
forward.
K
Chair
cunningham,
two
councilmember
fletcher.
Thank
you
for
that
question.
So,
yes,
I've
taken
a
lot
of
thought
about
that.
You
know
the
three
lanes
that
we've
kind
of
highlighted
this
afternoon:
community
service
officers
cadets
and
recruits.
I
I
I
think,
are
important.
One
I'll
just
highlight
customer
gordon
talked
about
the
ability
to
with
our
community
service
officers.
K
We
have
a
a
unique
opportunity
to
really
focus
on
trying
to
get
young
people,
particularly
those
focusing
on
our
own
communities
right
now,
who
might
have
an
interest
or
they
have
been
considering
doing
public
service
as
a
peace
officer
here
in
minneapolis
to
give
back
to
their
communities,
and-
and
so
we
have
a
wonderful
rich
opportunity
to
try
to
recruit,
try
to
instill
a
a
sense
of
service
in
those
young
people,
pay
them
as
well,
while
they're
also
getting
a
kind
of
a
30
000
foot
operational
view
of
what
this
work
of
service
to
their
community
entails,
and
so
as
you've
seen
from
just
some
of
the
slides.
K
There
there's
great
promise
in
that
in
in
several
areas,
and
so
that
is
one
strategy
that
we
want
to
continue
to
use
the
other
piece
about
the
cadet
program,
the
cadet
program,
which
has
been
around
for
for
quite
some
time
with
the
minneapolis
police
department.
K
I
actually
was
a
member
of
the
first
cadet
class
as
director
mcpherson
says
it's
another
unique
opportunity
for
perhaps
those
folks
who
may
have
not
initially
thought
of
being
peace
officers
and
may
have
pursued
other
interests
or
other
degrees
during
their
college
and
university
years,
but
at
some
point
in
time
in
their
life
have
made
a
decision.
You
know
what
I
do
want
to
serve
as
a
peace
officer
for
the
minneapolis
police
department.
That
cadet
program
helps
us
to
capture
that
as
well.
It's
it's
also.
K
I
mean,
obviously
the
cso
program
you're,
really
looking
at
a
oftentimes,
it's
very
young
adults.
The
cadet
program
is
is,
is
capturing
people
throughout
different
stages
in
their
their
life's
journey
and
that
different
life
experience.
I
think,
absolutely
helps
to
add
to
the
value
and
the
benefit
of
of
this
work
of
service
in
the
minneapolis
police
department.
K
We
know
that
our
communities
are
not
monolithic,
we
certainly
don't
expect
a
police
department
and
and
its
thinkers
and
its
leaders
to
be
monolithic,
and
so
so
that's
a
great
way
to
with
the
cadet
program
the
recruit
program.
It's
it's
really
again.
It's
it's
those
folks
who
have
made
a
commitment
they
may
have
from
the
day.
K
One
said
I'm
committed
to
being
a
peace
officer
here,
and
I
I
minneapolis
is
the
minneapolis
police
department
is
the
department
that
I
want
to
serve
on
and
so
from
a
timeline
view
we're
able
to
to
get
folks
who
may
have
a
little
bit
more
education
and
background
in
doing
this
work
and
we're
able
to
bring
them
on
and
they're
able
to
probably
be
acclimated
much
quicker
than
others
and,
and
so
it's
so
all
three
are
very
important.
K
I
think
that's
the
strategy
that
we're
going
to
need
to
to
continue
to
utilize
councilman
fletcher.
As
you
mentioned,
we
are
dealing
with
some
unprecedented
times
right
now
in
terms
of
our
staffing,
so
I
think
it's
important
that
we
have
as
many
tools
as
possible
to
make
sure
that
we're
getting
to
that
level
of
staffing
that
we
need
to
in
order
to
properly
serve
our
communities,
and
so
so
that's
the
strategy
that
we're
looking
at.
I
lastly
will
say
that
direct
mcpherson
made
this
point
too.
K
We
don't
just
want
to
look
at
those
graphs
that
we
showed
you
and
just
submit
them
as
as
the
data
that
they
are.
We
want
to
ask
the
tough
questions
about.
How
can
we
improve
upon
that
customer
gordon
talked
about
even
the
background
phases.
Are
there
different
things
that
we
can
be
doing
to
explore
biases
in
terms
of
the
background
process
and
pre-employment
exams?
K
So
we
really
want
to
work
closely
with
our
hr
teams
and
and
address
these
to
make
us
a
better
serving
department
for
those
that
we
are
so
proud
to
serve
here
in
the
city
of
minneapolis.
D
Thank
you
very
much,
chief
and
I'll
just
take
the
opportunity,
while
I
have
you
and
the
leadership
and
training
and
recruiting
here.
I've
been
a
bit
of
a
broken
record
on
this,
but
I
want
to
make
sure
that
we're
thinking
about
how
do
we
train
incoming
recruits
to
understand
who
their
partners
are
around
the
rest
of
the
city
and
to
make
sure
that
they
understand
how
the
city
works
so
that
we
can
work
more
closely
in
collaboration.
D
I
think
one
of
the
things
that
many
of
us
on
the
council
have
expressed
is
a
desire
to
see
mpd
working
more
hand
in
hand
with
other
departments,
and
I
think,
there's
ways
we're
making
strides
in
that
direction.
But
if
we
can
facilitate
portions
of
that
training
that
can
help
everybody
understand
what
the
other
departments
do
and
who
they
should
call
for
help
and
collaboration
in
areas
of
expertise
that
exist
around
the
city.
Let's
make
sure
that
we're
incorporating
that
into
the
process.
K
Chair
cunningham
to
councilman
fletcher,
I
absolutely
agree
with
you
too
often.
Historically,
we've
we've
only
sort
of
kind
of
extended,
our
handshake
to
our
other
enterprise
partners
when
there's
a
crisis
and
there's
so
much
great
value
in
partnership
that
goes
on
every
day
in
the
city.
I
know
that
we're
very
fortunate
as
a
city
to
have
a
leadership
view.
K
I
think-
and
I've
got
commander
horn
and
certainly
d.c
huffman
here,
it's
her
bureau,
but
I
think
you
know
maybe
there's
a
way
to
explore
kind
of
a
mini
leadership
view
that's
specifically
related
to
on
our
onboarding
of
our
recruit
cadet
and
cso
classes.
So
that
is
certainly
something
that
is
worth
noted
and
we
will
try
to
certainly
take
a
look
at
that.
B
B
All
right,
thank
you,
chief,
thank
you,
director,
mcpherson
and
everyone
else
who
is
here
today
to
be
able
to
give
us
more
context
and
information.
The
details
council
member
fletcher
spoke
to
this.
The
details
that
were
brought
forward
today
really
helpful
and
much
appreciated
the
the
obvious
work
that
went
into
this
presentation
today.
So
thank
you
very
much
with
that.
I
will
I'll
move
approval
of
item
number
seven.
B
And
yes
and
we'll
see
if
there
are
any
of
yes,
okay,
great
councilmember,
fletcher.
D
D
I
think
the
the
goal
of
the
resolution
is
to
create
the
stability
that
the
chief
asked
for
to
create
the
certainty
that
we're
going
to
approve
funding
for
these
recruit
classes,
and
I
just
want
to
reiterate
that
that
was
the
intention
of
the
council
when
we
created
the
staffing
reserve
fund
was
that
it
be
used
for
police
staffing.
D
So
it
is
set
aside
for
that
purpose,
and
we've
received
a
proposal
that
I
think,
there's
probably
broad
support
for
in
terms
of
the
approach
to
training,
and
so
I'm
proposing
that
we
amend
it
to
disperse
the
money
on
a
timeline
that
the
money
is
actually
going
to
get
used.
And
I
want
to
talk
a
little
bit
about.
D
Why
we're
doing
that,
because
I
think
the
resolution
as
written
undermines
a
little
bit
the
attempt
at
budgetary
oversight
that
we
created
in
the
budget
process,
and
I
want
to
reassert
that
a
little
bit
and
just
to
point
out.
D
If
you
think,
back
to
february
last
year,
pre-covered
pre
lots
of
things,
we
would
have
had
a
very
similar
conversation
about
a
very
orderly,
recruit
class
plan
about
a
very
orderly
cso
program
that
everybody
would
have
predicted
and
approved
and
and
thought
was
the
right
thing
and
in
fact,
we
funded
a
recruit
program
as
a
council
as
part
of
the
budget
process.
That
then
didn't
end
up
happening
and
because
we
had
funded
it
and
the
money
was
disbursed
to
mpd.
D
There
was
no
conversation
with
council
about
what
would
happen
with
that
money.
Instead,
we,
you
know,
essentially
lost
our
budgetary
oversight
in
in
that
case,
and
so
by
dispersing
this
money
in
this
way,
what
we
are
doing
is
creating
certainty
that,
if
things
go
as
planned,
we've
approved
it
and
that
money
is
getting
dispersed.
D
If
there
are
changes,
it
gives
an
opportunity
for
a
conversation,
and
it
gives
us
the
ability
to
have
a
conversation
about
what
might
happen
differently.
So
if,
for
example,
we
were
unable
to
recruit
49
members
of
that
summer
class
and
we
wanted
to
rethink
how
we're
using
that,
if
chief
redondo
found
an
opportunity
to
collaborate
with
another
department-
and
we
wanted
to
use
some
of
the
money
for
that
to
meet
some
short-term
staffing
needs.
As
2020
taught
us.
D
Things
can
change
very
very
quickly
and
fairly
dramatically
from
what
we
might
think
in
february.
And
so
I'm
offering
an
amendment
that
disburses
the
money
over
a
time
period.
And
that
makes
sure
that
we
have
at
least
a
mid-year
check-in
to
see
if
what
we
predicted
in
february
is
still
what's
happening.
And
if
the
plan
that
we've
approved
is
still
moving
forward
as
planned.
D
So
I
offer
that
amendment
as
hopefully
a
friendly
amendment
to
council
member
palmisano's
resolution,
and
I
hope
that
that
allows
us
to
move
forward
today
in
a
way
that
gives
chief
arredondo
the
certainty
that
he's
looking
for.
B
Council
member
fletcher
has
brought
forward
an
amendment
to
the
resolution
that
was
previously
moved,
so
I
so
it
has
been
moved
and
I
want
to
see
if
there's
any
questions
or
comments
related
to
that.
I
have
council,
member
paul
asano
in
cube.
E
Thank
you,
mr
chair.
I
see
this
as
a
friendly
amendment.
I
appreciate
the
collaboration
beforehand
and
have
indicated
to
him
my
support
of
it,
and
I
just
wanted
to
clarify
what
is
happening
here
in
plain
english
committee.
Action
today
will
be
approving
the
full
amount
of
funding
with
this
vote.
E
B
All
right
so
council,
member
paul
masano,
has
accepted
the
amendment
as
friendly,
so
we
will
so
with
that.
I
will
move
approval
of
item
number
seven
as
amended
and
we'll
ask
the
clerk
to
please
call
the
roll.
F
D
B
B
That
item
passes
and
and
will
be
forwarded
to
the
full
city
council
next
friday
for
approval.
B
Thank
you,
everybody
for
taking
the
time
for
us
to
be
able
to
have
a
meaningful
discussion
today
and
for
there
to
be
collaboration
and
thoughtfulness
in
how
to
be
able
to
move
forward
in
ways
that
are
productive
for
everyone
to
be
able
to
reach
shared
outcomes
that
we
hope
to
hope
to
achieve.
So
so
thank
you
for
that.
Colleagues,
as
well
as
thank
you
to
all
of
the
staff
who
do
this
hard
work
that
comes
to
this
committee.
B
We
have
lots
of
good
work
come
forward
today
and
thank
you
again
to
our
guests
from
illini
health
as
well
as
abbott
northwestern,
to
be
to
present
their
good
work
as
well.
There
is
no
further
business
before
this
committee
so
with
that
we
are
adjourned
thanks.