►
From YouTube: September 15, 2022 Budget Committee
Description
Additional information at:
https://lims.minneapolismn.gov
A
Good
morning
my
name
is
Emily
kraske
and
I'm.
The
chair
of
the
budget
committee
I'm,
going
to
call
to
order
our
regular
committee
meeting
for
Thursday
September
15th
I
am
joined
today
by
council,
member
Johnson,
council
member
Chavez,
council
member
chagtai,
councilmember,
rainville
and
council
member
Vita.
Today
we
will
continue
hearing
presentations
from
the
city
departments
on
the
mayor's
2023
and
2024
recommended
budgets
on
the
agenda.
Today
is
the
office
of
community
safety,
9-1-1,
the
fire
department
and
the
office
of
emergency
management.
A
Our
first
presentation
today
is
from
our
new
office
of
community
safety,
I've
allocated
up
to
30
minutes
for
this
presentation
and
the
corresponding
q,
a
after
which
we
will
move
on
to
the
second
presentation.
I'll
note
for
console
members
and
for
the
public.
The
scope
of
the
department
presentation
for
the
office
of
community
safety
is
limited
to
the
budget
and
new
spending
proposals
for
the
office
of
community
safety.
The
department
presentation
will
not
cover
the
budget,
nor
the
new
spending
proposals
for
the
Departments
they
oversee
as
each
of
those
departments
have
their
own
presentations.
A
B
Thank
you.
Thank
you,
chair
Koski.
I
really
do
appreciate
the
opportunity
to
be
here
before
you
all
today
to
provide
a
brief
presentation,
of
course,
to
try
to
answer
any
questions
that
you
may
have
as
well.
As
you
well
know
the
office
of
community
safety
and
this
presentation.
This
is
for
the
2020
2023
2024
mayor's
recommended
budget
and
also,
as
you
know,
I
began.
B
This
work
officially
back
on
August,
8th
and
I'm,
actually
six
days
into
my
second
month
here
on
the
job
and
as
we
have
continued
to
and
as
I
have
continued,
quite
frankly,
to
deepen
my
appreciation
of
this
great
City
here
in
Minneapolis,
but
equally
as
important,
also
to
have
engaged
and
met
the
hundreds
of
people
in
a
hundreds
of
employees
that
make
up
the
five
departments
in
which
I
am
wholly
responsible.
B
For
so
today
the
focus
is
going
to
be
an
administrative
Department
of
Community
safety,
and
so
we'll
move
on
to
slide
two
here.
Our
vision
and
goal
continues
to
be
consistent
in
terms
of
what
direction
was
given
to
me
by
the
mayor
prior
to
taking
this
job
and
as
we
bring
these
five
departments
together.
B
Weeks
have
proven
to
be
substantially
important
to
the
future
of
Public
Safety
in
this
community
and
even
been
evidenced
by
us
in
the
current
state
of
where
we
are
today.
So
that
is
a
great
benefit
to
us.
We
certainly
can
see
it.
We
recognize
it
and
it
goes
and
Visions
in
which
we
all
have
encompassed,
but
we
begin
to
think
about
that
encompasses
these
five
departments
truly
is
coming
to
fruition
each
and
every
day
on
this
job.
B
The
next
slide
are
organizational
chart,
reflects
the
work
of
all
the
five
departments
and
how
they
exist
and
how
they
collaborate
together
and
I
want
to
ensure
everyone,
as
you
may
be
aware,
and
I
need
to
repeat
this.
The
office
of
of
the
neighborhood
safety
also
include
the
current
current
office
of
violence,
prevention
and
other
alternate
safety
measures
on
slide.
Four,
the
department
exists
through
the
executive
order
that
we
all
are
very
much
aware
of
and
is
proposed
as
part
of
the
2023
and
2024
budget
slide
5.
B
On
slide.
Six,
as
you
see,
our
staffing
summary
consists
consists
of
six
ftes.
This
include
myself
and
five
others.
Office
roles
will
exist
around
operations,
communication
and
administration
as
to
being
a
little
over
one
month
into
this
role.
B
So
with
that
I'll
conclude
there
and
should
you
have
any
questions?
I
will
do
my
very
very
best
to
to
those
questions
along
with
budget
representation,
which
is
here
office
of
budget
representation.
That
is
here.
A
Thank
you,
commissioner.
Alexander
I
just
want
to
note
for
the
record
that
we've
been
joined
by
council
president
Jenkins
council,
member
Payne
and
council
member
Osmond,
so
our
Commissioner
of
community
safety
will
now
stand
for
questions
to
ensure
that
all
council
members
have
the
opportunity
to
participate
in
the
Q.
A
council
members
may
put
themselves
in
queue
to
ask
one
question
at
a
time
after
which
we
will
move
on
to
the
next,
that's
in
queue,
because
members
may
put
themselves
back
into
queue
to
ask
another
question.
A
C
Thank
you,
madam
chair
yeah.
So
my
question
is
around
our
ftes
for
this
department
and
knowing
that
one
of
the
largest
tasks
is
around
integration
across
the
various
components
that
make
up
our
community
safety
program.
B
You
know
what's
going
to
be,
and
that's
a
great
question:
councilmember
Payne
I
think
as
we
continue
to
involve
and
found
out
and
find
out
a
little
bit
more
about
who
we
are
and
how
we
know
who
we
are,
but
how
we
continue
to
evolve
and
where
we're
starting
from
I
think
we
have
to
be
very
slow,
very
methodical
and
very
thoughtful.
Because
to
your
question,
we
know
right
now
what
we
need
to
stand
up
right
and
even
an
event.
B
We
have
to
find
a
chief
of
staff,
a
chief
of
staff
that
would
become
very
much
a
part
of
the
chemistry
of
the
making
of
this
office.
But
in
addition
to
that,
as
we
continue
to
grow
and
evolve,
it
will
be
important
for
me
to
assess
what
other
entities
both
internally
and
next
to
your
question,
may
be
helpful
for
us
to
continue
to
grow
and,
to
more
importantly,
be
in
contact
and
connect
with
those
communities.
B
Oftentimes
that
have
gone
not
being
connected
to
and
I
think
that's
hugely
important,
because
when
I
think
about
public
safety-
and
if
you
remember
council,
member
Chavez
from
your
meeting
last
night,
is
one
thing
that
I
made
very
clear
is
that
Public
Safety
are
these
five
entities,
but
Public
Safety
is
also
many
other
things
as
well,
such
as
meeting
with
people
and
connecting
with
people
and
providing
services
to
people
who
have
mental
health
conditions,
homelessness,
people
who
have
lack
of
insurance
and
ability
to
provide
themselves
with
proper
Health
Care
lead
poisoning
poor
schools,
you
name
it
all
of
these
things
affect
a
larger
Community
which
affects
our
Public
Safety,
so
in
in
I,
think
we
have
to
be
sensitive
to
those
other
possibilities
that
are
out
there
that
we
have
to
connect
with
and
as
we
grow
as
we
can
stand
up
and
grow.
B
A
Thank
you.
I
now
have
councilmember
rainfall.
D
Thank
you,
man,
I'm
sure,
commissioner,
thank
you
for
your
presentation.
My
question
is:
is
this
budget
large
enough
to
staff
your
office?
Do
you
have
all
the
resources
you
need
for
23
and
24.
B
Well,
you
know,
that's
a
tough
question,
my
my
my
initial
response,
of
course,
probably
is
anybody's
response,
would
be,
is
I'll,
take
as
much
money
as
I
can
get,
but
in
a
very
serious
manner,
I
think
we're
okay
in
terms
of
what
we're
starting
with,
because
here
again,
what
I
want
to
make
sure
that
we
do
is
that
as
we
grow,
we're
doing
it
in
a
symptom,
systematic
kind
of
way
we
don't
want
to
underfund
ourselves,
but
that,
at
the
same.
E
B
We
want
to
be
good
stewards
of
the
publics
taxpayers
money
and
we
want
to
do
it
in
a
way
in
providing
the
very
best
public
safety
that
we
can
so
to
your
question.
I
think
for
the
moment
we
are
fined
from
all
indications,
but
certainly
as
we
continue
to
grow,
the
the
funding
we
will
need
certainly
will
grow
in
any
support.
Of
course,
from
this,
Council
will
be
hugely
and
wholly
appreciated.
A
Thank
you,
I
see
councilman
Johnson.
Thank
you.
F
Thank
you,
madam
chair,
and
this
budget
certainly
makes
sense
to
me
that
you'd
have
this
team
that
you
can
rely
on
and
trust
a
small
team,
but
also
a
cohesive
team
that
can
really
help
you,
with
management
of
all
these
different
departments
and
those
integration
aspects
and
I
appreciate
councilmember
rainville's
question
as
well.
F
B
No
things
are
going
well
and,
of
course,
dislike
in
any
organization.
You
got
to
find
your
way
around.
You
get
to
know
people
over
time.
You
do
it
a
little
a
little
bit
at
a
time
having
an
opportunity
to
go
out
in
the
community
to
meet
a
number
of
people,
such
as
the
event
Council
membership
has
put
on
last
night,
which
was
a
great
event
well
attended,
had
an
opportunity.
There
was
some
very
tense
moments,
but
there
were
also
some
moments
of
opportunity
and
that's
part
of
it
for
all
of
us.
B
That
was
there
representing
the
city,
but
my
relationships,
even
with
members
on
this
Council,
have
grown
over
the
last
few
weeks
and
to
have
an
opportunity
to
work
with
the
men
and
women
who
make
up
the
five
Departments
of
the
office
of
community
safety
has
been
very
rewarding
as
well
and
I.
Think
those
you
know
as
we
move
through,
because
I'm
not
just
learning.
B
This
can
be
community
in
terms
of
how
to
get
from
point
A
to
point
B,
which
I'm
still
doing,
but
it's
also
learning
the
personalities,
the
strengths,
the
weaknesses
of
people
that
are
around
you
that
help
support
what
it
is
that
you're
trying
to
do
and
as
we
take
on
additional
employees
as
we
work
closer
together,
we
all
learn
more
about
each
other.
B
Having
been
a
former
Lawman
myself,
most
of
my
life
understand
the
importance
of
policing,
but
also
a
clinical
psychologist.
Part
of
me
also
understand
the
importance
going
right
to
the
question
in
which
councilmember
Payne
just
asked:
how
do
we
reach
out
Beyond,
where
we
are
to
those
spaces
where
people
need
support
that
also
impact
Public
Safety?
So
so
it's
been
a
great
experience.
B
It
certainly
has
its
ups
and
downs
and
we
still
have
a
lot
of
work
to
do
in
terms
of
building
our
office,
but
this
is
a
journey
that
will
always
be
a
part
of
our
memories
and
our
experiences
as
time
goes
on
and
the
things
that
we
cry
about
right
now.
B
Hopefully
we
can
laugh
about
later
and
some
of
the
same
things
that
make
us
laugh
someday
also
make
us
cry,
but
that's
part
of
the
experience
in
life-
and
this
is
a
part
of
that
and
being
in
this
community
at
this
particular
time
in
the
history
of
this
city
in
this
country,
is
hugely
important.
I
think
for
all
of
us
to
be
able,
particularly
for
me,
to
be
able
to
show
the
rest
of
this
community
and
this
country
what
it
is.
B
F
G
Thank
you,
chairkovski.
Thank
you,
commissioner.
I
just
had
a
quick
question
about
physical
space,
so
I
know
that
you're
growing
your
team
and
I've
been
down
to
your
office.
Slash
Table
conference
table
that
you
have
down
there.
So
I'm
wondering
what
is
the
plan
you
have?
You
know
five
ftes.
You
have
Becky
you're
going
to
have
a
chief
of
staff.
Have
you
been
in
conversations
with
departments
to
make
sure
that
your
team
has
a
physical
space
to
be
office?
That
is
comfortable
and
you
know,
helps
them
with
their
day-to-day
work.
B
Yes
ma'am,
so
you
know
how
I
kind
of
describe
my
office
right
now.
Of
course,
we
exist
under
executive
order.
You
know
we're
kind
of
like
in
the
basement.
If
you
will,
we
are
there,
but
we're
kind
of
like
the
CIA
operation.
We
Exist,
but
we
really
don't
exist
kind
of
thing,
but
reality
of
it
is
is
this.
This
is
what's
important
to
me.
I've
said
from
day
one
when
it
came
to
space
I
really
don't
care
where
I
am.
B
You
can
put
me
in
a
broom
closet
right
now,
because
there's
a
larger
Mission,
that's
out
there.
So
we
have
this
space
down
in
room.
115
anybody's
welcome
to
come
by.
We
need
a
paint,
we
need
a
paint
job
down
there.
We
need
more
office
furniture,
but
we'll
get
to
that
over
time.
The
most
important
thing
to
me,
all
five
of
my
department
heads,
have
their
own
office
they've,
been
in
their
spaces.
That's
their
personal
and
professional
space.
B
They're
taken
care
of
Becky,
of
course,
who
just
joined
me.
She
understands
where
we
are.
We
operate
from
a
long
table,
that's
kind
of
the
command
center
for
us.
B
If
you
will,
we
have
a
couple
offices
in
the
back,
but
we
still
got
to
do
work
to
them
and
and
and
we
will
get
there
and
I
certainly
do
appreciate
observation
and
you're
raising
that
question
councilmember
Vita,
but
for
us
quite
frankly,
the
mission
is
the
most
important
thing
from
us
and
when
I
said,
if
me
and
Becky
got
a
work
out
of
my
broom
closet,
that's
what
we'll
do
because
we're
getting
it
done
every
day,
we're
doing
a
number
of
things
out
in
the
community
to
fight
crime,
we're
doing
a
number
of
things
across
all
of
our
platforms
to
engage
and
try
to
think
about
how
we
do
things
better.
B
We've
got
five
people
who
are
now
talking
to
each
other
they're
they're,
generating
energy
with
each
other.
We're
talking
about
a
plan
for
civil
unrest
that
we're
working
to
pull
in
place
very
aggressively,
and
it
just
had
these
recent
conversations
yesterday
with
Barrett
Lane,
and
so
a
lot
of
conversations
that
had
not
been
taking
place.
Councilmember
Vita
in
the
past
takes
place
right
there
at
that
long
table,
so
we're
getting
there
at
some
point.
B
A
All
right
I'm
not
seeing
any
other
questions,
so
thank
you
so
much,
commissioner
Alexander
for
your
presentation.
We
appreciate
especially
this
being
your
first
time
well
done
so.
A
Before
we
continue,
I
just
want
to
recognize
that
Council
vice
president
palmisano
has
also
joined
us
today.
Our
second
presentation
is
from
9-1-1
I've
allocated
up
to
45
minutes
for
this
presentation
and
Q
a
onvite
director,
Joni
hadney,
to
give
their
presentation
welcome
director,
honey,
good.
H
All
right,
as
she
said,
I
am
Johnny
hodney
I'm,
the
director
of
Minneapolis
emergency
communications
center,
often
heard
as
it
referred
to
as
mecc.
So
if
you
hear
me
use
that
acronym,
that
is
what
I'm,
referring
to
the
mission
and
overview
of
Minneapolis
911,
is
to
provide
the
critical
link
between
Public,
Safety
and
responders
and
the
communities
that
we
serve
in
the
City
of
Minneapolis,
we're
a
dedicated
team
that
strives
to
collect
and
disseminate
all
requests
for
service
in
an
efficient,
courteous
and
compassionate
manner.
H
Mecc
dispatchers
and
call
takers
provide
emergency
communication
services
to
community
members
and
those
visiting
the
City
of
Minneapolis.
A
direct
link
to
First
Responders
during
their
emergent
need.
Dispatchers
and
call
takers
also
help
community
members
who
call
9-1-1
by
providing
a
caring,
calm
and
reassuring
voice
that
the
police,
fire
and
EMS
are
on
their
way
at
their
time
of
need.
H
Foreign
CC
Works
in
full
support
of
the
City
of
Minneapolis
Racial
inequity
impact
analysis.
Each
call
is
handled
with
the
utmost
care
to
determine
the
best
emergency
response
or
support
referral.
Is
that
is
served
possible
with
this
added
opportunity
of
growth
by
looking
at
embedding
a
social
worker
and
continued
work
with
the
behavioral
crisis
unit.
This
is
going
to
allow
us
the
opportunity
to
provide
not
only
more
growth
for
the
most
vulnerable
members
of
our
community,
but
also
as
an
improved
efforts
for
the
care
of
the
9-1-1
staff.
H
Our
budgeted
ftes
for
the
Department
in
2022
all
the
way
through
2024
is
85.
Full-Time
employees,
2022's
budget
of
10.2
million
dollars
is
covering
the
expenses
in
2022
and
only
moving
into
the
needed
requirements
for
increased
salary
in
2023
and
2024.,
with
the
current
difficulties
in
hiring
we're
still
working
with
Staffing
shortage
of
29
throughout
the
department.
H
Our
current
organizational
structure
is
showed
as
follows:
with
the
support
of
the
mayor
and
Council
in
2022,
we
were
able
to
reinstate
the
assistant
director
position
and
repurpose
one
of
our
supervisor
positions
to
a
night
operations
manager.
This
gave
us
a
succession
plan
at
every
level
and
helped
stabilize
operations,
providing
additional
support
to
staff
day
and
night.
One
of
the
most
exciting
changes
we've
made
during
2022
was
the
returning
of
a
two-tier
Dispatch
Center.
H
This
allowed
another
opportunity
for
promotion
and
also
gives
a
time
for
us
to
perfect
more
training
with
our
call
takers
before
they
have
the
opportunity
to
promote
to
be
a
dispatcher.
Both
positions
have
equally
important
work,
but
using
a
different
skill
set
the
tremendous
amount
of
stress
that
mecc
employees
have
gone
through
reporting
to
the
center
each
day
during
the
pandemic
and
since
the
large
civil
disturbances,
starting
in
the
spring
of
2020,
has
taken
what
is
already
a
stressful
job
and
made
it
more
stressful.
H
H
H
Our
first
goal
in
our
performance
framework
that
we
worked
on
with
the
OPI
group
is
the
average
time
that
it
takes
us
to
answer
a
call.
The
national
average
for
call
answer
times
according
to
Nina
standards,
is
95
percent
of
the
calls
answered
in
15
seconds
or
less
MACC
call
takers
and
dispatchers
handle
more
than
580
000
calls
for
service
a
year,
we're
still
averaging
the
national
call
answer
time
of
15
seconds.
H
H
Staffing
is
not
the
only
resolution
we're
looking
at
for
providing
a
higher
level
of
service,
currently
we're
in
the
process
of
evaluating
a
call
answer
system
that
works
directly
with
alarm
companies
to
enter
their
business
calls
for
service
in
an
automated
manner.
This
will
save
call
takers
approximately
30
to
35
000
calls
a
year
that
they
would
normally
answer.
H
In
addition,
we're
working
with
the
IT
department
to
add
an
automated
system
that
will
help
with
callbacks
when
it
which
allows,
when
a
person
hangs
up
for
the
automated
system
to
call
back
and
give
them
the
option
of
letting
us
know
automatically
if
it
was
an
accidental
dial
from
a
phone
in
their
pocket.
H
We
have
now
been
able
to
go
out
into
the
community
to
several
community
events
and
be
able
to
reach
out
to
them.
Do
some
recruiting
and
talk
with
the
public
directly
we're
happy
to
be
able
to
reach
out
to
them
again
join
the
in-person
community
events
and
the
job
fairs.
We
have
developed
knowledge
and
recruitment
video
using
our
own
staff
to
share
the
word
of
what
it's
like
to
be
a
9-1-1
dispatcher
or
call
taker.
H
H
This
recruitment
effort
is
new,
so
we
don't
know
the
full
impact
of
the
efforts
yet,
but
we
have
seen
some
had
some
great
conversations
with
those
living
in
neighborhoods
answered
questions
and
invited
many
people
to
join
our
team.
Over
the
last
couple
of
days,
I've
seen
an
increase
in
applications
by
60
applications
in
one
day.
H
And
goal
three
is
for
911
dispatchers
and
call
takers
to
provide
the
highest
standard
of
customer
service.
January
of
this
year
we
hired
an
experienced
training
and
quality
assurance
manager.
The
new
training
and
quality
assurance
manager
will
oversee
the
further
development
of
our
quality
assurance
program
by
integrating
internal
education,
streamlining
the
process
and
developing
better
statistical
information
to
ensure
we
continue
to
improve
upon
our
current
average
of
92
percent
of
quality
assurance
scores.
H
What
are
our
programs
majority
of
our
budget
expenses?
Go
towards
personnel
and
salaries?
In
summary,
we're
not
requesting
any
additional
funding
and
do
not
have
any
change
items
to
request
at
this
time
until
we
are
fully
staffed
and
able
to
better
project
what
our
FTE
needs
will
be
in
the
future.
We
are
only
adding
to
our
budget
an
increase
in
the
expenses
due
to
normal
inflationary
increases
with
Personnel
self-insurance
premiums
and
an
increased
rent
due
to
our
new
backup
center.
F
H
F
Gotcha
and
clearly
you
have
those
divided
between
roles:
901,
dispatcher,
911
call
taker.
Are
they
interchangeable
right
now?
I
agree
because
I'm
I'm
looking
at
this
going
901
call
takers.
We
are
at
a
third
of
our
capacity
that
we
want
to
have
so
I
guess.
The
question
is:
are
dispatchers
also
taking
calls?
That's.
H
H
F
I
F
I
Specifically,
just
9-1-1
that
I
wanted
to
join
and
these
people
bring.
You
know,
diversity,
language
and
so
many
things
so
I
would
just
encourage
all
the
Departments
to
get
out
the
offices
and
come
to
the
community
when
it
comes
to
recruiting
Recruitment
and
trying
to
increase
their
staff
capacity.
Thank
you.
You
know,
and
it's
great
to
hear
that
60
applicants
are
are
up
for
for
9-1-1,
so
it's
amazing
work.
Thank
you.
H
E
Thank
you,
madam
chair
director.
Hadney.
Could
you
speak
a
little
bit
about
some
of
the
ways
that
you
work
to
to
help
our
dispatchers?
Our
call
takers
manage
a
very
trauma-filled
career
right.
I,
don't
ever
want
to
ignore
them
in
the
first
responder
equation.
Many
of
us
have
been
on
ride-alongs
with
EMS,
and
we
know
firsthand
the
kinds
of
things
and
the
difficult
positions
that
your
911
call
takers
are
in.
H
We
can
always
do
better
with
helping
to
relieve
the
stress
down
there.
What
we
are
doing
right
now
is
we
have,
if,
if
you
take
an
extremely
difficult
call,
an
individual
takes
a
difficult
call
or
dispatches
a
difficult
call.
We
have
peer
support
groups
down
there
that
are
able
to
leave
the
floor
with
you
and
spend
some
time
talking
with
you.
Supervisors
and
managers
are
also
always
available.
H
We
had
a
bad
incident
not
too
long
ago
and
after
the
it
was
done,
we
had
that
call
taker
go
home
to
take
care
of
herself,
so
we
are
very
aware
and
keep
a
close
eye.
Our
supervisors
that
work
on
the
floor
every
day
keep
a
close
eye
on
how
staff
is
doing
if
we
have
a
larger
event,
we're
usually
participating
in
a
debriefing
with
the
police
department
or
Fire
Department,
for
example.
Building
fires
are
an
extreme.
H
It
can
have
some
extreme
consequences
if
we
lose
multiple
people
and
we'll
get
the
dispatchers
out
there
with
them
to
do
a
debriefing
on
it.
The
final
piece
that
we
have
is:
if
we
have
an
event,
that's
just
affecting
dispatch.
Excuse
me:
we
can
call
in
a
crisis
support
person
from
another
Dispatch
Center.
Rarely
do
they
ever
do
it
in
their
own
Dispatch
Center.
H
So
we
have
wanted
ours,
that's
a
specialist
at
our
Dispatch
Center
and
that's
to
allow
them
to
have
the
freedom
to
talk
without
feeling
like
they're
looking
weak
in
the
eyes
of
their
co-workers,
which
is
the
the
tends
to
be
the
thought
process.
Much
like
police
officers.
911
dispatchers
think
they
can
handle
it
all
as
we
continue
these
talks
about
bringing
in
a
social
worker
to
work
with
the
community
for
Mental
Health
crisis.
We're
also
discussing
the
fact
that
we
would
like
that
person
to
be
available
to
our
staff
as
well.
H
A
H
So
we've
had
our
first
conversations
with
the
OPI
group
on
this:
the
same
group
of
people
that
we
worked
with
to
hire
the
BCR
team.
We
have
not
completed
all
of
the
data
that
we
need
for
that.
Some
of
the
things
we're
trying
to
determine
is:
will
this
person
come
from
the
same
company
from
canopy
that
we're
already
currently
using
or
would
we
be
better
served
having
someone
from
another
service
to
be
able
to
do
this,
and
what
exactly
are
they
going
to
handle?
H
G
You
chair
Koski,
thank
you
for
the
presentation.
You
know
I've
been
down
there.
A
lot
I've
talked
to
lots
of
9-1-1,
dispatchers
operators
and
I.
You
know
vice
president
palmisano's
question
is
a
good
one,
but
I
guess.
My
question
to
that
question
is:
are
people
using
those
Services
because
the
and
is
there
any
way
to
track
that
people
are
actually
using
it
because
conversations
I've
had
you
know
most
of
the
with
most
of
the
operators?
They
feel
defeated,
they're,
tired
they
feel
overworked.
So
are
they
using
those
Services?
G
H
Thank
you
for
your
question.
We
do
let
everyone
know
on
a
regular
basis.
The
services
are
available.
If
we
bring
someone
in
that's
going
to
be
up
in
one
of
the
conference
rooms,
we
make
an
announcement
to
everybody
that
someone
is
there
for
them
to
speak
to
for
confidentiality
reasons.
We
do
not
track
who
the
individual
people
are
that
are
using
those
services,
whether
it
be
our
own
counselor
that
we
bring
in
or
the
EAP
services.
H
It
I
only
knows
her
conversation.
Okay,
I
do
know
that
there
are
staff
members
that
have
freely
talked
to
me
saying
that
they
are
using
those
Services.
Some
of
them
have
found
that
the
EAP
didn't
work
well
for
them
to
do
counseling,
but
they
have
been
referred
to
getting
their
own
counselor
I.
Think
I've
heard
about
more
people
currently
that
are
seeing
their
own
counselor
than
I
I've
ever
heard
of
down
there
in
my
career,
I've
been
there
for
14
years
and.
G
H
The
three
employees
we
have
in
class
right
now
and
the
two
that
we
bring
in
at
the
end
of
September
will
actually
not
start
taking
their
own
calls
without
a
coach
for
about
60
days.
So
it's
going
to
take
time
before
they
start
to
feel
that
relief
from
any
of
these
recruiting
efforts.
It
takes
a
total
of
about
three
months
for
us
to
get
people
trained.
H
So
with
the
weather
changing
with
the
winter
that
comes
upon
us,
our
call
volume
does
drop
right.
Now
we
do
about
1800
calls
a
day.
Our
call
volume
would
drop
down
to
roughly
14
to
1600
during
the
winter
months
that
will
ease
up
on
the
number
of
people
that
we
have,
but
until
we
get
staff
in
there,
the
best
that
we're
able
to
do
to
assist
them
in
filling
in
is
all
of
the
management
team
goes
down
there
and
takes
it,
takes
calls
and
fills
in
where
they
can.
G
That
thank
you
and
I
I
do
appreciate.
You
know
our
first
conversation.
There
was
like
this
long
period
of
time
to
get
someone
hired,
I
love
that
you've
made
it
so
that
you
know
the
background,
checks
and
everything
is
shortened.
So
we
have
a
few
extra
weeks
that
have
been
taken
off
so
that
people
get
in
sooner,
because
that,
in
talking
to
people
who
applied
the
time
that
it
takes
for
them
to
actually
get
hired
is
what
makes
them
move
on
to
a
different
job.
G
So
I
appreciate
you
shortening
that
time
by
a
few
weeks
that
I
think
is
really
good
and
then
also
the
ongoing
hiring
I
think
that
is
huge.
You
know
that,
like
there's,
always
a
position
open,
I've
even
seen
ads
for
the
positions
you
know,
I've
seen
them
in
different
places
where
9-1-1
is
hiring
here
at
the
city.
So
that's
good.
I
I
appreciate
those
efforts,
because
I
really
do
think
it's
going
to
make
difference
in
the
number
of
people
that
we
get.
G
We've
talked
about
how
you
hire
a
large
group,
but
that's
not
who
you
end
up
with
right,
like
people,
people
they
start
and
then
they're
like
this
isn't
for
me.
So
then
we
got
to
start
all
over
again
with
this
kind
of
12-week.
This
almost
four
month
period
before
this
person
is
actually
in
this
call
taker
position.
So
thank
you
for
the
work
that
you
have
been
doing
and
then
my
last
question.
G
We
had
a
a
presentation
from
BCR
yesterday
and
they
were
talking
about
the
criteria
for
when
9-1-1
dispatches
a
call
to
them.
Do
you
all
have
like
a
script
or
like?
How
do
you
determine
they?
They
had
like
things
like
there's,
no
violence
or
there's
no
weapons
or
you
know
I
don't
have
the
paper
in
front
of
me,
but
they
had
a
criteria
for
how
a
BCA
agent
would
be
a
BCR,
I'm,
sorry
agent.
What
would
be
sent
on
a
call
like?
G
H
Thank
you,
I'm,
going
to
start
with
the
first
part
of
your
comment,
though.
Thank
you
for
appreciating
what
the
work
has
been.
I
really
want
to
thank
all
of
our
HR
partners
and
backgrounds
that
have
been
working
with
us
to
help
streamline
this
process,
and
we
are
also
taking
a
look
at
our
testing,
our
critical
testing
that
we're
doing
at
the
beginning
to
get
applicants
in
changing
that
a
little
bit
to
make
sure
that
they're
able
to
pass
the
test.
H
One
of
the
things
that
I
discovered
was
that
that
test
had
not
been
evaluated
for
some
time
and
I
distributed
it
a
month
among
several
employees,
as
well
as
their
teenage
children.
Since
the
requirement
is
a
high
school
diploma
and
also
people
who
have
English
as
a
second
language
and
discovered
that
there
were
some
flaws
in
that
test,
that
we
were
losing
some
candidates
that
could
have
potentially
been
good
candidates.
H
As
far
as
BCR
goes,
since
I
became
involved
in
in
2019
with
their
program,
and
we
work
together
with
the
BCR
team,
to
help
determine
and
as
well
as
with
deputy
chief
fours
as
part
of
the
the
work
group
team
that
we
had
and
our
own
staff,
we
went
through
an
analyzed.
What
type
of
person
in
crisis
calls?
Do
we
get?
H
We
determined
the
criteria
that
would
keep
the
responders
safe.
It
was
added.
We
use,
what's
called
a
problem,
nature
code
down
there
to
determine
how
a
call
is
sent
out.
We
added
some
problem.
Nature
codes
for
the
BCR
team
within
those
problem.
Nature
codes
is
the
specific
criteria
that
a
call
taker
needs
to
ask
when
they're
talking
to
someone
on
the
phone,
that's
what
they
have
to
do
with
every
call
that
they
they
put
in.
G
Okay,
I'll
we'll
talk,
okay,
I,
understand
that
part.
I!
Guess
it's
just
so
like
you,
I
get
the
problem.
The
colds
but
like
if
I'm,
calling
and
I'm
in
crisis
and
I
mean
there
are
these
identity
like
I,
may
not
bring
up
that
I
have
a
weapon
but
I
have
one
or
the
the
person
who's
calling
may
not
see
a
knife
but
they're
calling
saying
that
there's
you
know
what
I
mean
like
something
happened
in
there:
I'm
just
trying
to
figure
out
how
it's
determined
to
send
the
BCR
person
and
not
the
police
or
not.
G
H
H
To
kind
of
pick
up
on
the
signals
of,
what's
not
being
said
as
well
as
what
is
being
said,
so
if
we're
talking
to
someone
and
we
ask
if
they
have
a
weapon
and
while
we're
talking
to
them,
we
may
be
looking
at
the
history
on
their
address.
Their
address
may
show
us
that
in
the
past,
they've
tried
to
harm
themselves
with
a
knife.
H
We
would
add
that
information
in
there
and
more
than
likely
send
a
police
officer
rather
than
BCR
for
safety
reasons.
So
it
is
all
in
the
line
of
questioning
that
we
do
along
the
way.
If
someone
calls
in
and
threatens
to
harm
themselves,
I
know
it
sounds
kind
of
harsh,
but
we
directly
ask
them
what
method
they're
going
to
use
to
harm
themselves
and
you'd
be
surprised.
How
often
we
get
an
honest
answer.
G
A
Thank
you.
Thank
you,
director,
honey
for
being
here,
I
appreciate
it
and
it's
been
very
enlightening.
Oh
sorry,
we
have
one
more
question
here.
J
All
good,
thank
you,
chairkovski
director.
Thank
you
very
much
for
coming
in
and
and
showing
us
a
little
bit
more
about
the
work
that
you
do.
I
know
I've
had
a
chance
to
come
and
spend
some
time
in
in
the
in
the
basement,
with
your
team
and
learn
a
little
more
about
the
work
that
you
do,
I'm
wondering
like
the
the
piece
around
looking
up.
You
know
what
types
of
calls
might
have
been
made
from
that
address.
Before
caught
my
attention.
J
You
know
we
live
in
a
in
a
majority,
renter
City
and
then
there
are
portions
of
our
of
our
city
that
have
just
a
far
higher
density
of
of
renters
and
then
as
a
result
like
a
lot
of
turnover.
So
how
does
that
factor
in
when
you're?
J
You
know
when
you're
taking
a
call
and
you're
trying
to
determine
the
the
scenarios
that
could
play
out
at
that
call,
whether
it's
you
know
EMS
coming
fire,
9-1-1,
BCR
or
sorry,
MPD
BCR,
that
you,
you
know
you
want
it
to
be
as
safe
as
possible
for
the
staff
that
that
are
going
to
be
responding
and
then
make
sure
that
they're
properly
equipped
to
to
keep
themselves
and
and
other
First
Responders,
safe,
so
I'm
trying
to
understand.
J
Then
you
know
like
the
the
ways
in
which
you
look
up
the
the
types
of
factors
that
might
make
a
situation
unsafe,
the
the
presence
of
weapons
or
a
history
of
violence
in
in
that
specific
address
of
how
does
that
play
in
with
factoring
in
for
that
for
communities
where
there's
higher
turnover
at
specific
addresses.
J
Little
bit,
but
more
than
that,
you
know
it's
say
where
there's
a
call,
that's
coming
from
an
apartment,
building
right,
there's,
you
know
60
units
in
it,
but
though,
there's
a
lot
of
turnover
because
every
year
you
know
some
some
amount
of
those
people
don't
renew
their
leases.
You
get
a
call
from
one
of
the
units
in
in
that
apartment
building.
J
How
are
you
determining
like
what
type
of
and
you're
trying
you
know,
you're
trying
to
figure
out?
Are
there
weapons
at
this
situation
determining
whether
we
send
in
BCR
or
they
need
to
be
escorted
by
MPD
or
whether
MPD
just
needs
to
go
in
on
their
own,
but
the
person
who's
living
in
that
unit
now
is
different
from
the
person
who's
living
there
six
months
ago.
So
how
does
that
factor
in
to
to.
H
What's
Happening
Now,
what's
changed
now?
Are
there
weapons?
Now?
Is
anybody
else
there
with
you?
So
our
line
of
questioning
goes
along
with
what
we
can
determine
from
that
caller.
We
can
only
share
as
much
as
what's
given
to
us.
That's
the
problem
with
being
on
the
phone
and
not
being
able
to
see
anything.
We
have
to
be
really
trained
at
pulling
that
information
out
and
extracting
it
from
our
our
callers
to
help
them
feel
that
we're
sending
them
the
safest
response.
A
A
All
right,
so
our
second
presentation
or
sorry.
Our
third
presentation
is
from
the
fire
department.
I've
also
allocated
up
to
45
minutes
for
this
presentation
and
Q
a
and
I
see
that
they
are
just
out
in
the
hall,
so
we'll
just
give
them
a
moment
to
to
kind
of
ping
them
and
let
them
know
we're
ready
for
them
here.
A
K
You
thank
you
and
good
morning
all
so.
This
is
our
budget
overview
for
2023
and
2024
the
mayor's
recommended
budget,
and
is
somebody
or
am
I?
Okay,
all
right
away.
We
go
so
our
department
overview,
I
thought.
The
best
way
to
start
would
be
by
just
giving
our
mission
statement,
which
I
think
describes
it
pretty
well,
and
our
mission
statement
is
that
employees
of
the
Minneapolis
Fire
Department
are
thoroughly
trained
and
ready
to
protect
lives,
property
in
the
environment
by
rapidly
responding
to
emergencies
and
hazardous
situations.
K
This
is
our
org
chart.
I
won't
spend
too
much
time
on
that,
but,
as
you
can
see,
we
are
organized.
K
This
is
our
program
of
Staffing
summary.
The
thing
I
would
like
to
point
out
here
is
that
most
of
our
budgetary
money
goes
into
our
area
of
fire
suppression,
EMS
and
emergency
and
Technical
Rescue.
Of
course,
that's
our
most
visible
and
most
well-known
program,
our
other
two
programs
are
Community
risk
reduction
and
Outreach
and
training
and
Recruitment,
and
these
numbers
are
spread
out
amongst
all
the
employees.
So
it's
not
just
that.
K
You
know
this
amount
of
money
goes
towards
this
one
thing
all
of
our
employees
do
a
little
bit
of
all
of
this
throughout
the
year,
as
you
can
also
see
our
ftes
for
2022,
our
427,
that
includes
419
sworn
personnel
and
eight
civilian
personnel,
and
that
will
not
change
according
to
this
biannual
budget.
K
K
The
goals
of
this
program
are
to
respond
effectively
to
all
emergencies
and
all
hazards
where
all
hazardous
fire
department,
which
means,
if
there
isn't
a
department
or
a
entity
in
place
to
respond
to
a
specific
emergency
they're
going
to
send
the
fire
department
and
we
prepare
for
all
of
those
things
we
our
goal
is
to
meet
the
national
response
standards
contained
in
the
National
Fire
Protection
Association
1710
standard
and
ensure
that
the
most
appropriate
and
efficient
response
of
rigs
equipment
and
Personnel
are
responding
to
each
incident
type.
K
The
race
Equity
impacts
for
this
program
are
neutral.
We
respond
to
every
part
of
the
city
in
the
same
way
and
we
provide
the
same
level
of
service,
no
matter
who
it
is
we're
responding
to
that
NFPA
standard
that
I
mentioned
earlier.
1710
requires
that
the
first
rig
to
arrive
on
the
scene
is
to
arrive
in
five
minutes
or
less
at
least
90
percent.
Of
the
time.
I
will
tell
you
right
now
that
the
MFD
has
never
met
that
most
the
fire
departments
Across
the
Nation
have
never
met
that.
K
It's
a
standard
that
was
put
in
place
in
2001,
and
it
includes
the
time
from
the
moment
that
in
the
911
call
taker
picks
up
the
phone
to
the
moment
and
if
or
the
MFD
arrives,
and
if
you
break
it
down,
it
actually
comes
out
to
be
more
than
five
minutes,
but
it
is
what
it
is.
The
MFD
was
only
able
to
meet
the
standards
71
percent
of
the
time
in
2021.
K
we
did
a
little
bit
better
in
2020,
but
it's
still
a
significant
decline
in
our
historical
average,
which
was
closer
to
80
percent.
However,
the
good
news,
if
there
is
any,
is
that
our
average
response
time
for
all
of
these
runs.
100
of
them
is
actually
518.
So,
while
we're
not
getting
there
under
five,
ninety
percent
of
the
time
we're
not
far
off
either.
K
The
other
part
of
that
NFPA
standard
is
that
it
requires
14
firefighters
to
arrive
at
the
scene
of
a
structure
fire
or
building
fire
in
less
in
nine
minutes,
20
seconds
or
less,
and
so
in
2021.
We
were
only
able
to
meet
this
standard
67
percent
of
the
time.
In
order
to
improve
that,
we
would
probably
have
to
put
more
people
on
the
rig
so
that
we're
counting
more
people
as
each
rig
arrived.
We
did
accomplish
some
things,
though.
K
Here
in
2021
we
were
awarded
a
three-year
1.2
million
dollar
Grant
from
the
Department
of
Justice
for
the
safe
station
program.
It's
a
program
that
we're
finalizing
contracts
on
right
now,
so
that
we
can
kick
it
off
and
it's
designed
to
provide
people
suffering
from
opioid
addictions,
a
safe
place
to
be
connected
to
treatment
and
counseling,
and
that
is
in
partnership
with
Twin
Cities
recovery
project
and
a
number
of
other
entities.
K
We've
also
applied
for
a
three-year
4.5
million
dollar
FEMA,
safer
Grant,
and
that
Grant
would
allow
the
department
to
add
15
firefighters
to
that
419
at
no
cost
to
the
city
for
those
three
years.
So
if
we
are
successful
and
we're
actually
awaiting
notification
on
that
now,
if
we
actually
receive
the
grant,
that
would
cover
those
15,
firefighters
for
23,
24
and
25,
and
then
we'd
be
asking
the
city
to
pick
that
up
in
26.
K
So
this
graph
shows
our
run
totals
and
if
you
look,
you
can
see
that
our
run
totals
we've
had
a
couple
of
years
where
it
went
down
a
little
bit,
I
think
because
of
covet
and
I'm
not
sure
what
2018
why
it
went
down
a
little
bit,
but
those
runs
have
been
steadily
climbing
over
the
years
and
they're,
primarily
driven
by
the
EMS
rounds,
the
Emergency
Medical
Service.
Around
said
we
respond
to.
If
you
look
at
the
graph,
the
blue
is
our
sum.
K
Total
of
our
total
calls
to
include
everything
we
do
and
the
Orange
is
the
EMS
calls
so
for
2021.
The
EMS
calls
resulted
about
two-thirds
or
66
percent
of
our
runs,
and
normally
they
they
end
up
between
that
66
and
70
percent
of
our
run
totals.
K
These
graphs
just
talk
about
the
NFPA
standards
that
we
talked
about.
2017.
We
were
close
to
80
percent
about
79
and
since
then
it's
kind
of
been
you
know,
falling
off,
so
I
think
there's
a
lot
of
different
reasons
for
that.
I,
don't
know
that
we
can
pinpoint
it
to
one
specific
reason:
if
you
do
the
breakdown
compared
to
NFPA
standards,
our
time
is
pretty
good.
K
The
NFPA
standard
allows
one
minute
for
the
call
taking
and
dispatch
and
right
now,
911
averages
is
about
53
seconds
so
they're
above
that
turnout
time.
It
allows
for
a
60
second
turnout
time
for
EMS
calls
and
an
average
of
80
Seconds
for
fire
responses
and
we're
in
that
area,
and
then
it
allows
four
minutes
for
travel
time
and
and
we're
actually
in
that.
But
if
you
put
those
all
together
that
actually
comes
up
to
over
six
minutes,
which
I
think
explains
why
most
departments
can't
meet
the
five
minutes
or
less.
K
We
only
have
one
change
item
on
the
docket
today
and
that
is
for
an
increase
for
technology
and
to
improve
our
software.
We're
asking
for
245
000
in
one-time
funding
as
well
as
two
hundred
thousand
dollars
in
ongoing
funding.
It
would
have
no
impact
to
our
ftes
and
the
technology.
The
software
that
we
are
targeting
is
called
image
Trend
and
it
would
replace
the
functions
of
two
of
our
current
outdated
and
unsupported
softwares,
one
being
Firehouse,
which
we
use
to
do.
K
Our
Nippers
reporting,
National
fire
incident,
Reporting,
System,
reporting
and
Workforce
director,
which
we
use
to
do
our
scheduling
and
keep
our
firefighters
in
line
and
working
and
and
how
to
get
paid
image.
Trend
would
bring
us
in
alignment
with
the
Minnesota
State
Fire
Marshals
niffers
reporting
system,
and
that
they
also
use
image
Trend
and
maintain
our
state
mandating
reporting
requirement
ultimately
to
FEMA
in
the
US
fire
Administration.
K
You
know
it
would
also
cover
a
number
of
other
functions
that
that
we
currently
are
not
able
to
do.
A
second
program
area
is
training
and
recruitment.
The
function
of
the
training
and
recruitment
program
is
to
ensure
that
our
firefighters
are
thoroughly
trained,
capable
leaders
and
supervisors
through
the
pursuit
of
excellence
in
high
Professional
Standards.
K
We
accomplish
this
by
providing
skills,
training
and
stealing
a
value
of
lifelong
learning
in
the
development
of
leadership
traits
ensuring
a
focus
on
Wellness
health
and
safety,
some
of
the
accomplishments.
In
this
program-
and
we've
been
focusing
on
this
quite
a
bit.
This
year
we
began
by
the
process
of
redeveloping
and
expanding
the
mfd's
employee
assistance
program
to
include
emotional
trauma
and
mental
health
services
that
met
the
mayor's
goal
of
Public,
Safety
and
public
health,
and
also
the
S
reap
goal
of
Public
Safety.
K
To
do
that,
we
created
a
formal
peer
support
program
in
partnership
with
men
fire,
which
is
a
state
agency
that
specializes
in
firefighter
health
for
emotional
trauma
cancer,
suicide
and
things
like
that.
We
began
the
process
of
Staffing
recovery.
We
didn't
experience
a
mass
Exodus
like
the
police
did,
but
because
we
were
not
able
to
hire
for
two
years
due
to
covet,
we
kind
of
got
off
schedule
so
to
speak.
K
So
we
got
way
down
in
our
staffing,
but
we
did
just
graduated
class
of
23
in
August
and
they
are
now
working
on
the
rigs
and
and
contributing
to
the
city,
and
we
just
started
a
class
of
25,
which
has
already
shrunk
down
to
23
in
September,
and
they
will
graduate
in
February,
but
that
still
should
leave
us
in
good
shape
once
they
graduate
once
our
projected
retirements
come
in
We've
also
lost,
launched
a
new
program
called
the
MFD
leadership
program.
It's
a
leadership
curriculum.
K
It
meets
the
mayoral
goal
of
Public
Safety
in
the
S
reap
goal
of
Public
Safety,
and
it's
designed
to
teach
our
upcoming
leaders,
leadership,
Theory
and
Leadership
traits
that
are
really
more
focused
on
public
safety
and
not
just
kind
of
the
garden
variety
University
type
stuff.
You
would
get
our
first
cohort
just
completed
yesterday
and
that
was
of
our
fire
captains.
It
was
designed
for
our
fire
captains.
We
have
a
second
cohort
designed
for
chief
officers
that
will
begin
next
month
that
com
that
program
is
completely
voluntary.
We're
not
making
anybody
go
through
it.
K
So
you
know,
I
was
very
happy
to
see
that
we
ended
up
getting
a
full
class
for
that
full
core,
first
cohort
and
I
hope
to
see
a
full
class
for
the
second
cohort.
K
K
So
that
is
not
an
issue
and
that
100
of
our
firefighters
have
the
80
hours
of
mandatory
emergency
medical
technician,
training
over
two
years
necessary
to
maintain
their
State
EMT
certification
and
we're
way
above
that
either
we
have
a
great
system
in
place
for
that
and
our
last
program
area
is
community
risk
reduction
and
Outreach.
The
function
of
this
program
is
to
reduce
preventable
fires,
fire-related
injuries
and
deaths.
The
program
is
tasked
with
reaching
out
to
the
Minneapolis
residents
and
businesses
with
fire
safety
and
prevention,
information
and
I've
also
kind
of
added
recruitment.
K
I've
got
one
of
these
staff
captains
leading
our
recruitment
this
year
to
the
programs
that
we
offer
through
Community
risk
reduction
and
outreach
program
include
youth
fire,
Center,
Outreach
or
Intervention
Program.
It's
a
program
where
we,
if
we
come
across
a
a
minor
who
is
setting
fires
or
engaging
in
arson,
we're
able
to
intervene
before
they
get
into
the
system
and
hopefully
get
them
turned
around
school
age,
Outreach
and
education,
adult
and
aging
Outreach
and
education,
aging,
adult
Outreach
and
education
differently,
abled
Outreach,
immigrant
and
non-speaking
English,
Outreach
and
education.
K
And
finally,
we
have
a
smoke
and
carbon
monoxide
alarm
distribution
program.
We
do
that
in
partnership
with
red
cross
most
years,
but
this
year
we
were
also
awarded
a
5
000
fire
education
grant
from
The
Hartford
insurance
company
Financial
Services
Group,
which
we
use
to
purchase
and
install
carbon
monoxide.
Smoking.
Carbon
monoxide
detectors
for
the
the
hearing
impaired.
So
that's
important
because
you
know
oftentimes.
K
They
won't
hear
the
normal
alarm
that
we
use,
so
it
uses
a
a
a
light
system,
a
flashing
light
system
and
I
can't
think
of
the
word
I'm
looking
for,
but
but
anyway,
it
uses.
Other
means
to
alert
them
that
there
may
be
a
fire
strobe
lights.
That's
the
word,
I'm
looking
for.
K
So
for
this
this
just
shows
what
our
distribution
has
been
over
the
last
couple
of
years.
As
you
can
see,
it's
been
pretty
constant,
except
for
in
2021,
where
we
got
the
extra
funds
through
that
Grant,
and
so
we
were
able
to
increase
our
smoke
alarm
and
we
reduced
the
co
alarm
just
a
bit
in
order
to
to
maximize
the
smoke
alarm
distribution.
K
Thank
you,
I
think.
That's
it
any
questions.
D
Thank
you,
madam
chair
Chief.
Thank
you
for
the
presentation.
My
question
I
have
a
question
and
a
comment.
The
question
is
how
many
of
your
runs
are
due
to
the
opioid
crisis.
You.
K
Have
an
idea:
I,
don't
have
an
exact
number
on
that
I
would
say
it's
a
significant
percentage,
though
traditionally
most
of
our
runs
have
been
due
to
smoking
and
smoking
related
illnesses,
but
definitely
the
the
opioid
related
runs
are
on
the
rise.
D
Okay,
thank
you
and
the
second
comment
in
fact,
I
see
Miss
Rucker
here,
I
really
appreciate
getting
the
information
so
quickly.
The
reports
so
I
just
want
a
compliment
and
a
note
of
gratitude.
Thank
you.
Thank
you.
A
G
You
chair
Koski,
thank
you
Chief
and
thank
you
to
staff
who
are
here
with
you
just
a
couple,
quick
questions:
what
positions
do
civilians
hold
in
your
department
so.
K
Our
finance
director,
Luke
Sky
daily,
is
one
we
have
some
office
support
Personnel.
We
also
have
what
we
call
fire
stores.
They
are
the
people
that
maintain
our
equipment
and
it's
kind
of
like
a
quartermaster
if
you
were
in
the
Army
and
hand
out
our
equipment,
so
those
are
the
three
biggest
areas
would
be
finance,
office,
support
and
fire
stores.
Okay,.
G
Thank
you
and
then
my
next
question
is
about
recruitment.
You
say
you
just
had
the
class
that
graduated
in
August
and
you
have
another
one,
that's
coming
in
February
and
that
you
really
haven't
seen
like
a
bunch
of
firefighters
leaving
after
you
know,
during
the
pandemic
or
when
others
have
taken
a
drop.
Do
you
factor
your
recruiting
name
for
retirement?
Like
you
know
like
knowing
like
next
year,
25
people
are
going
to
retire,
so
we
need
to
start
recruiting.
Now.
We.
K
Do
well,
first
of
all,
I've
kind
of
changed
our
recruiting
strategy
to
I
like
to
recruit
all
year
round
all
the
time,
but
we
start
a
new
Civil
Service
list
every
two
years
and
next
year
23
will
be
when
our
current
civil
services
expires.
So
we
have
to
start
the
process
of
putting
together
a
new
Civil
Service
list
and
they
they
are
good
for
two
years
each,
but
we
keep
track
of
our
retirements
and
things.
So
we
always
have
a
lot
more
people
eligible
to
retire
than
actually
retire.
K
As
a
matter
of
fact,
I
will
reach
retirement
age
here
in
a
week
and
a
half
but
don't
go
but
retirement
age
for
us
is
55
and-
and
you
know,
I'm
not
going
anywhere
so,
but
we
we,
our
retirements,
are
pretty
pretty
steady.
You
know
we,
as
you
say,
we're
pretty
much
on
20
to
25
people
a
year.
K
We
can
count
on
this
going
to
be
retiring
for
one
reason
or
another,
and
so
we
actually,
through
our
Recruitment
and
and
process,
we
end
up
getting
way
more
applications
than
we
can
ever
use
and
that's
even
with
our
interests
and
applications
declining
when
I
originally
applied
for
this
job.
Usually
we
would
get
about
2500
applications.
You
know
every
two
years
and
that
has
began
to
decline
over
the
last
few
Cycles
last
year
was
the
first
time
we
got
less
than
a
thousand.
K
We
actually
got
709
to
be
exact
applications,
but
considering
I
can
only
hire.
Probably
you
know.
50
and
I'm
gonna
actually
get
probably
75
job
offers
I'll
make
over
these
two
years,
which
is
a
lot.
You
know,
there's
still
a
lot
of
people
more
way
more
than
we
could
ever
use.
So
after
we
went
through
the
whole
testing
process
for
those
709,
we
still
ended
up
with
the
list
of
about
230
qualified
applicants,
and
so
and
it's
it's
a
really
good
list.
It
was
a
really
diverse
list.
K
I've
been
really
proud
of
my
classes
and
they've
performed
well,
but
luckily
we
are
not
experiencing
some
of
the
challenges
that
other
departments
are
experiencing
as
far
as
finding
good
qualified
candidates,
and
the
reason
for
that
is
because
ninety
percent
of
the
fire
service
is
volunteer
on
a
call
and
so
there's
very
few
career
fire
departments
where
you
can
come
and
actually
make
a
career
in
firefighting.
You
know
around
the
country,
and
so
these
jobs
seem
to
be
pretty
highly
sought
out.
A
A
K
So
there's
you
know
some
obvious
answers
that
you
probably
can't
do
so
yeah.
You
know
you
could
reconfigure
your
fire
station
so
that
they're
in
better
positions.
But
you
know
that's
not
a
reality.
You
can
add
more
fire
rigs,
but
that's
not
financially
a
reality
right
now,
either
I
do
plan
on
starting
a
a
pilot
program.
K
If
that,
my
theory
is
actually
supported
that
that
is
needed.
So
that's
something
that
I'm
planning
to
do
here
next
year
and
actually,
probably
in
the
next
month,
to
get
that
going.
But
you
know
we've
seen
a
lot
of
changes
and
a
lot
of
things
to
affect
these
numbers,
so
it
seems
like
we
were
out
of
freeway
without
a
freeway
system
for
about
two
years
as
it
you
know,
went
under
construction,
94
and
35.
That
makes
a
big
difference
when
Bridges
is
out.
K
That
makes
a
big
difference,
even
the
Contracting
of
our
streets
and
Lanes,
you
know
to
add
in
bike
Lanes,
you
know
that
makes
a
difference
because
people
aren't
able
to
pull
over
like
they
like
they
normally
could.
So,
there's
a
lot
of
things
that
that
factor
into
that,
but
I
think
the
biggest
thing
is
I.
My
personal
opinion
is
that
the
the
standard
is
probably
not
realistic
and
some
of
the
research
that
I've
read
supports
that.
A
K
A
L
You
so
much
thank
you.
Thank
you.
Manager,
council
members,
pleased
to
be
here
this
morning.
My
name
is
Barrett
Lane
I
am
the
director
of
the
office
of
emergency
management
and
I'm.
Here
to
brief
you
on
the
mayor's
proposed
budget
for
next
year,
the
following
year
now
under
our
two
two-year
planning
process
here
before
I,
get
started.
I
want
to
introduce
Kate
McKay
case
has
joined
us
as
the
assistant
director
for
finance
and
administration,
a
new
employee
with
us
and
the
first
budget
cycle.
L
So
she
will
be
our
budget
point
of
contact
going
forward
and
and
before
I
I
do
start.
I
also
want
to
thank
Jane
and
all
the
other
Finance
team
here
for
all
of
their
support,
not
just
during
the
budget
process
but
all
year
round,
so
we
really
appreciate
their
help,
and
so,
as
you
know,
the
office
of
emergency
management
is
in
the
resilience
business.
We,
our
vision,
is
to
have
a
resilient
Minneapolis
Enterprise
serving
a
resilient
Minneapolis
Community,
and
we
do
that
by
implementing
this
mission
statement,
we
work
in
five
main
missionaries.
L
Fortunately,
you
guys
have
just
have
you
all
just
gone
through
training,
so
you've
heard
quite
a
bit
of
this,
but
we
work
in
the
areas
of
prevention,
mitigation,
preparedness
response
and
Recovery.
Those
are
the
five
main
mission
areas
and
the
the
capabilities
or
business
lines
we'll
talk
about
in
just
a
second
are
designed
to
serve
those
and
accomplish
those
five
things.
The
other
thing
that
this
mission
statement
reminds
us
of
is
that
we
are
part
of
a
national
network.
L
We
both
are
our
bill,
have
the
ability
to
receive
resources
and
assistance
from
other
states
in
the
federal
government,
but
we
are
also
in
this
in
the
process
of
being
able
to
provide
that
assistance
to
those
that
need
it
through
the
Emergency,
Management
assistance,
Compact
and
other
mechanisms
team
that
gets
all
this
work
done
and
that
has
my
complete
confidence
is
blocked
out
below
there.
We
are
down
one
FTE
here,
based
on
budget
cuts
from
2020,
but
we
are
carrying
on
with
the
team
that
you
see
outlined
here.
L
Basically,
as
I've
mentioned
in
the
past,
Oleum
is
structured
to
meet
our
national
standards
and
best
practices,
including
the
national
Incident
Management.
System
and
NFPA
1600
Chief
was
just
talking
about
NFPA
standards.
There
is
an
NFPA
standard
that
applies
to
Emergency
Management
and
business
continuity
programs,
and
our
program
is
designed
specifically
to
meet
that
standard.
So
the
the
structure
and
the
the
capabilities
that
we're
Fielding
here
are
related
directly
to
that.
That
mandate,
here's
our
program
and
Staffing
summary
the
budget
is
about
1.9
million
on
an
ongoing
basis.
L
Here
we
have
no
change
items
to
present
today,
so
this
really
is
just
the
current
service
level
being
moved
forward
and
in
appropriate
dollars,
recognizing
cost
of
living
increases
and
other
inflation
related
drivers.
If
you
will
so,
you
will
note
that
2020
was
a
big
bump
that
was
all
one-time
expenditures
associated
with
pandemic
response,
primarily
purchasing
of
backfill
personal
protective
equipment,
masks
and
95
respirators
that
we
took
out
of
our
cash.
L
If
you'll
recall,
we
went
into
the
pandemic,
unlike
most
organizations,
with
really
a
sufficient
amount
of
respiratory
protection
for
our
team
and
enough
to
share
with
the
community.
This
represents
in
that
space
that
reimbursement
or
that
replenishment
of
that
cash,
so
that
we
can
continue
to
maintain
that
capacity
out
into
the
future.
So,
as
you
see
below
9.5
ftes,
that's
following
the
drop
in
2020
of
that
one
cut.
L
Here's
the
2023
budget
exact
number-
and
you
remember
this
last
year,
we
piloted
this
dashboard.
So
these
are
a
list
of
the
various
capabilities
we
would
perhaps
even
refer
to
as
business
lines
that
we
use
to
accomplish
those
five
main
mission
areas.
We've
been
working
on
outcome
measurement,
performance
measurements
since
2019
and
in
between
here
we've
partnered
with
the
coordinator's
office
and
the
team.
L
That's
been
developing
those
Enterprise
level
key
performance
indicators
to
develop
sort
of
this
dashboard
of
where
we're
at
system-wide
I'd
like
to
think
of
this
as
being
sort
of
the
Department's
Vital
Signs.
It's
it's
like
anything
else.
You
can
look
at
any
of
these
programs
at
an
almost
infinite
level
of
detail,
but
this
is
really
we've
tried
to
select
in
partnership
with
the
coordinator's
office
indicators
that
give
you
a
sense
of
whether
the
system
as
a
whole
is
functioning
as
a
meets
expectation
standard.
L
Now
I
just
want
to
emphasize
this
doesn't
mean
it's
optimized,
it
doesn't
mean
it's
perfect.
It
means
that
it's
currently
meeting
expectations
based
on
the
standard
that
we
have
and
the
mission
that
we've
been
given
up
to
this
point
in
time
that
may
well
change,
as
in
conversation
with
Dr
Alexander.
L
We
do
two.
We
check
two
things.
Every
year
we
check
to
see
whether
or
not
the
plans
and
the
procedures
we
have
in
place
meet
standard,
so
there's
a
check
mark
there
under
plan.
So,
yes,
all
these
things
are
built
out
based
on
the
standards
that
we
have
and
then
we
check
to
see
if,
whether
based
on
those
plans
and
procedures,
they
actually
do
what
they're
supposed
to
do.
We
have
two
kinds
of
capabilities.
L
L
The
watch
officer
is
the
24x7
entry
point
into
OEM
services
for
incident
command
and
for
the
Enterprise
generally,
that
runs
all
the
time,
so
we
can
measure
it
up
whether
that's
working
or
not.
Likewise,
the
outer
warning
siren
system
is
tested
on
ongoing
basis,
so
we
were
able
to.
You
know
measure
that
in
terms
of
system
uptime,
if
you
will
the
details
of
this
are
actually
in
the
budget
book.
We
submitted
them
as
part
of
the
budget
book
this
year.
L
If
you
want
to
look
at
any
of
those
particular
measurements
they're
in
there
and
the
data
that
was
current
as
of
the
time
that
we
submitted
to
the
mayor,
which
would
have
been
back
in
May,
but
these
check
marks
represent
the
current
sort
of
top
level.
Is
it
working
or
is
it
not
working
type
of
type
of
measurement?
So
those
data
are
in
there?
We
can
dig
into
that
little
deeper
if
you
wish,
but
the
ones
I
wanted
to
highlight
here,
particularly,
is
continuity
of
operations.
L
We'll
talk
about
this
a
little
bit,
we
have
21
different
departments.
They
all
have
continuity
plans.
They
all
are
tested,
reviewed,
trained,
exercised
and
certified
annually.
So
that's
the
metric
that
we
use
in
that
space
and
I'm
I'll
just
skip
ahead
a
slide
here,
a
little
bit.
We
had
the
I.T
technology
outage
last
month,
and
you
know
those
coup
plans
were
key
to
a
good
recovery.
L
Our
performance
measurement
here
is
really
part
of
a
continuous
improvement
process.
So
some
of
these
things,
like
the
Emergency,
Operations
Center
or
perhaps
the
damage
assessment
capability,
are
things
that
unless
we
have
an
incident
or
a
major
disaster,
we're
not
going
to
do
so.
We
test
and
exercise
those
annually,
for
instance
with
the
Emergency
Operations
Center.
We
make
sure
that,
on
a
quarterly
basis,
we
can
actually
stand
up
the
physical
EOC.
L
We
time
that-
and
we
have
time
metrics
associated
with
getting
that
done,
and
then
we
either
do
a
tabletop
exercise
or
a
functional
exercise.
A
tabletop
is
a
discussion
based
exercise.
A
functional
exercise
is
more
of
an
activity-based
exercise
where
people
are
actually
sitting
in
seats
and
doing
stuff,
so
we
alternate
every
other
year
to
collect
data
from
that
to
help
gauge
performance.
Most
of
that
then
gets
plowed
back
into
our
continuous
improvement
process.
L
The
other
one
I
want
to
just
highlight
here
is
the
resource
management,
the
cash
program.
This
is
something
that's.
We
have
to
maintain
an
inventory,
for.
We
maintain
a
cash
of
supplies
not
only
for
Respiratory
personal
protective
equipment
that
is
n95
mass,
primarily,
but
also
surgical
mass
at
this
point,
but
we
also
have
a
special
needs:
Mobility
cache,
they
came
out
of
Lessons
Learned
following
an
evacuation
of
a
nursing
home
in
2009,
found
that
there
was
not
enough
Hardware
to
move
an
entire
nursing
home
all
at
once.
L
So
we
now
have
scads
lifts
quad
canes
wheelchairs
available.
We
have
a
small
animal
Sheltering
cash.
We
can
augment
a
small
animal
operation
up
to
500
dogs
and
cats
in
modules
of
100.,
so
we
and
we
have
cots
and
blankets.
We
have
literally
hundreds
of
cots
and
blankets
potted
up
that
are
available
to
supplement
Red
Cross
operations.
The
reason
I
mentioned
this
again.
This
is
part
of
a
national.
These
were
funded
by
national
dollars
and
these
are
nationally
available.
We
maintain
this
in
stewardship
not
only
for
our
community
but
for
the
nation
as
a
whole.
L
Two
notes
on
this
again
I
in
general
you'll
see
that
these
systems
have
tested
out
as
being
meets
expectations.
The
damage
assessment
test
we've
delayed.
The
commissioner
has
asked
us
to
focus
very
strongly
on
making
sure
that,
in
partnership
with
the
police
department,
we
are
working
on
and
having
a
functional
plan
for
civil
unrest
response.
That's
something
that
was
part
of
the
Emergency
Operations
plan
that
you
approved
earlier
this
year.
L
We
are
in
the
operation
operationalizing,
if
that's
a
real
word,
that
with
the
police
department
right
now,
we're
going
to
repurpose
that
drill
to
do
a
test
of
that
capability
for
the
end
of
the
year.
So
I
just
wanted
to
assure
you
that
we
are
working
on
that
very
high
priority
for
the
commissioner
very
high
priority
for
me,
but
that
damage
assessment
test
will
probably
not
happen
in
Q4,
we'll
probably
bump
that
into
q1.
But
we
will
test
that
make
sure
it
works.
L
We
did
a
full
city-wide
damage
assessment
plus
a
smaller
one
and
that's
what
results
It,
ultimately
in
the
application
to
FEMA
for
assistance
and
when
that
was
denied,
it
resulted
in
an
application
to
the
fed
or
to
the
state,
which
is
why
we
have
over
14
million
dollars
available
to
help
recover.
So
this
damage
assessment
is
key
if
we
want
to
make
sure
that
we
can
tap
into
federal
or
state
resources.
So
this
this
is
a
key
component
of
our
program
and
I'll
just
pause
on
that
employee,
Disaster
Assistance.
This
has
been.
L
This
was
suspended
due
to
Personnel
changeover.
This
is
something
that
we're
going
to
field
next
year,
we've
in
fact
assistant
director
McKay,
will
be
taking
that
over
and
getting
that
squared
away
next
year.
This
is
a
function
by
which
we
can
assess
and
make
sure
that
our
employees
are
accounted
for
after
disaster.
L
So
just
some
some
quick
accomplishments
here
and
then
I
will
wrap
up
and
turn
it
over
to
you
for
questions,
as
you
just
saw
the
Baseline
capabilities
that
we
feel
per
standard
at
expectations
again.
Are
they
perfect?
No?
Can
they
be
improved?
Absolutely
that's
part
of
our
commitment
to
that
continuous
Improvement.
L
We
did
revise
the
Emergency
Operations
plan.
This
is
a
big
deal.
This
is
a
quadrennial
effort
that
resets
that
and
key
in.
That,
of
course,
is
the
civil
unrest
Annex,
as
well
as
language
in
there
that
that
implements
changes.
L
That
will
support
race,
Equity,
supporting
the
Emergency
Operations
Center,
when
we
stand
that
up
so
there's
specifically
a
position
in
there
to
advise
EOC
staff
on
those
issues
so
that
we
can
make
sure
that
our
values
are
represented
in
our
operations
and
the
council
president
and
I
have
talked
about
this
in
the
past,
so
we
really
appreciate
the
race
Equity
folks
in
their
partnership
on
that,
so
that
I
think
is
a
key
component
in
the
plan
and
that's
we're
working
out
again
operational
details
of
that
we've
completed
the
executive
annual
Council
training
and
for
the
executive
team
as
well
as
for
you.
L
One
of
the
findings
in
the
after
action
report
for
2020
is
we
need
to
do
refresher
training,
so
you
can
plan
on
Q2,
probably
around
severe
weather
and
awareness
week.
We
will
do
not
a
full
day,
but
we
will
do
some
refresher
training
for
you
all,
as
well
as
the
staff,
the
executive
staff,
just
to
make
sure
that
those
skill
sets
remain
fresh.
L
The
other
thing
we'll
be
doing
is,
since
we've
had
a
number
of
folks
join
us
at
the
executive
team
level,
we'll
make
sure
that
those
folks
are
brought
up
to
speed
so
that
they
have
the
same
training
background
that
that
the
rest
of
the
team
has
I
did
again.
I
talked
about
the
coop
training
exercises.
L
This
has
really
been
a
super
successful
program
and
I
really
want
to
call
out
the
work
of
Eric
gusterson,
our
team
for
leading
that
we
did
see
that
really
pay
off
in
technology
incident
that
we
had
a
few
weeks
ago.
So
all
the
people
in
all
the
Departments
that
have
worked
on
this
I,
really
appreciate
that
I
think
that
that
it
worked
very
very
well.
L
That's
one
of
the
two
key
responses.
I
just
wanted
to
highlight.
We
we
maintain
24x7
watch,
we
probably
twice
three
times
a
month.
L
We
see
an
incident
out
there
that
we
go
to
what
we
call
situation,
monitoring
we're
paying
some
attention
to,
but
not
taking
any
specific
Direction
on,
but
we
did
have
a
an
incident
or
actually
a
sediment
since
having
to
do
with
a
hazardous
material
in
the
sanitary
sewers
up
and
around
the
University
of
Minnesota
and
I
just
want
to
call
this
one
out
because
I
really,
you
know
the
chief
is
still
around,
but
I
really
appreciate
the
partnership
of
the
fire
department,
because
that's
their
partnership
and
their
connection
with
us
early
on
in
that
and
their
level
of
information
sharing
is
what
allowed
us
to
activate
our
plans
and
capabilities
in
a
way
that
you
would
expect
them
to
be
activated.
L
So
we
knew
what
was
going
on.
We
were
able
to
share
that
information
with
you
all.
We
will
share
that
information
with
the
joint
information
center
through
Communications,
and
we
were
able
to
provide
that
internet
agency
support
and
coordination
that
people
expect
us
to
do
so.
We're
working
with
the
Met
council,
with
the
University
of
Minnesota,
with
a
state
PCA
with
the
State
Fire
Marshal's
office,
with
city
of
Saint.
L
L
It's
nice
to
see
that
when
the
system
is
used,
it
works,
I,
think
it's
just
as
very
validating
for
us,
as
a
team,
I
did
again
want
to
highlight
the
civil
unrest
planning
and
exercising
with
the
our
all
our
partners
within
the
office
of
community
safety,
as
I
mentioned
before.
This
is
a
top
priority
for
the
commissioner.
It's
a
top
priority
for
me.
We've
I've
sat
down
and
had
very,
very
productive
conversations
with
interim
Chief
Huffman.
L
We've
really
got
a
number
of
things
sorted
out
here
and
I
think
we're
well
on
our
way
toward
having
a
better
performing
plan
here
for
the
future.
So
again,
I
think
that's
quite
hopeful
and
and
and
and
certainly
time.
The
last
thing
I
want
to
just
mention.
As
you
know,
we've
got
this
ongoing
effort
to
respond
to
the
various
elements
of
that
after
action
report
from
2020
and
oems
continuing
to
lead
that
effort
I
reached
out
to
the
council
Vice
President.
L
We
owe
you
a
update
on
that
for
Q4
I
guess
it
would
be
this
year
so
we'll
be
scheduling
that
and
continue
on
that
quarterly
reporting
basis.
The
leadership
of
that
has
been
transferred
from
the
city
coordinator,
so
the
overall
executive
sponsor,
if
you
will,
has
been
transferred
business
e
coordinator
to
Dr
Alexander.
L
Most
of
the
people
involved
in
this
workout
is
are
sitting
around
that
table
and
not
that
we're
going
to
lose
connection
with
our
partners
in
health
or
Communications
or
public
works,
but
the
leadership
has
been
transferred
so
between
Dr,
John,
Alexander
and
I
will
continue
to
drive
that
project
forward.
So
we
will.
We
will
come
back
with
a
more
comprehensive
report
on
that
within
the
next
60
days.
Whenever
we
can
get
on
the
schedule.
L
There
are,
of
course,
a
ton
of
things
on
your
schedule
between
now
and
the
end
of
the
year,
but
we
will
fit
that
in
there
when
it
works.
For
you,
I
did
want
to
note
that
with
this
overall
Nims
reset,
so
this
is
the
process
by
which
we're
going
to
go
through
and
retrain,
both
at
the
it's
in
the
command
level,
coordination
level,
everyone
and
exercise
each
component
and
put
all
those
pieces
together
in
a
Capstone
exercise
that
is
well
underway.
L
We've
gotten
responses
back
in
part
for
the
RFP
to
to
get
the
training
and
exercising
on
boards.
We
should
have
some
information
back
on
that
within
the
next
couple
weeks,
but
that's
making
good
progress
and
we
will
be
submitting
the
application
to
the
Federal
Emergency
Management
Agency,
for
that
Capstone
exercise.
That
would
happen
in
late
2024.
L
That
will
be
we're
drafting
that
currently
and
we'll
get
that
in
that's
something
that
goes
out
under
the
mayor's
signature,
but
he's
very
committed
to
making
sure
that
we
have
the
you
know,
60
or
so
people
that
are
going
to
have
to
go
out
there
remember.
The
objective
of
this
is
to
be
able
to
demonstrate
on
that
National
stage
that
we've
learned
our
lessons
from
2020
and
that
we
can
operate
these
systems
in
a
way
that
meets
standards
and
meets
public
expectations.
A
E
Thank
you,
madam
chair,
for
that
reminder.
I
know
that
we
are
I.
Wanna
I
was
going
to
also
highlight
director
Lane.
E
Did
it
the
how
we
move
forward
from
the
after
action
review
and,
as
you
refer
to
the
NIMS
reset,
are
there
any
budget
specific
things
that
would
help
us
do
that
work
better
from
an
after
action
report
in
Nims
reset
perspective,
I
know
that
you've
heard
from
I'd
say
largely
all
members
of
our
city
council
that
this
is
especially
important
to
us
and
we
promise
to
be
invested
in
that
from
here
forward,
meaning
ourselves
our
time
our
willingness
to
work
and
create
muscle
memory
and
new
ways
to
and
I
know
that
it
it
will
take
time
from
from
lots
of
different
parts
of
the
Enterprise.
E
So
is
there
any
specific
spend
within
your
department
on
that
and
just
for
my
colleagues
to
know
we
are
looking
to
have
an
update
on
this
at
Committee
of
the
whole
in
either
of
the
November
dates,
November,
1st
or
15th
and
I'm.
Sorry,
I
didn't
actually
get
back
to
you
about
that.
Yet
but
that's
when
we're
looking
to
have
it
and
we'll
schedule
it
with
you.
L
Yeah
very
good
Madam,
chair
council
member,
so
it
as
far
as
change
items
in
this
budget
we're
not
bringing
forward
any
change
items
associated
with
the
budget.
So
we
went
through
that
process
with
the
mayor
back
in
May
or
whenever
it
was
that
we
started
that
this
has
been
a
moving
Target.
Since
then
we
did
send
an
RFP
for
both
the
training
element
of
this
Nims
reset,
as
well
as
the
exercising
element,
and
that's
pretty
extensive.
As
far
as
what
we're
asking
people
to
do.
L
I
don't
have
final
numbers
on
any
of
that
yet,
but
we
are
working
with
Finance
to
find
money
in
order
to
make
that
happen.
Now
it's
possible
that
as
we
go
forward,
we're
going
to
be
able
to
find
Federal,
Partners
or
other
partners
to
provide
some
of
this
training
or
exercise
support,
but
we
want
to
make
sure
this
happens
and
it
happens
in
a
timely
fashion.
So
we're
service
working
assumption
that,
let's
assume,
let's
figure
out
what
this
would
cost
and
then
start
saving
money
from
there.
L
So
I
would
say
within
the
next
few
weeks
here
we
will
be
working
with
Finance
to
figure
out
what
that's
going
to
happen
and
if
there's
Council
action
associated
with
average-
and
there
would
be-
we
will
have
to
bring
that
back
as
a
separate
piece.
But
part
of
this
is
just
a
timing
issue.
The
we
didn't
have
the
data
to
present
to
the
mayor.
So
therefore
it
couldn't
come
forward
as
a
change
item,
so
you
will
be
saying
there
there.
This
is
not
going
to
be
inexpensive.
L
I
think
I've
said
that
before,
but
it
is
going
to
be
well
worth
it
if
we
expect
to
deliver
the
results
that
folks
expect
us
to
deliver
so
a
long
way
of
saying
more
to
come,
but
within
our
budget
no
I
mean
at
this
point
in
time
from
a
staffing
standpoint.
Other
than
being
you
know
down
one
FTE,
that's
something
that
we're
going
to
work
out
with
the
commissioner's
office.
I
think
we'll
find
a
way
of
of
working
back
and
forth.
L
That's
going
to
cover
that
work,
so
I
think
even
that
is
probably
squared
away
on
the
non-budget
basis.
If
we're
talking
about
other
relay
other
elements
of
this
I,
think
the
other
thing
I
would
see
on
the
horizon
and
again
not
for
right.
Now
is
it's
fairly
plain.
The
police
department
needs
to
have
it.
Technology
supported
command
post
and
it's
fairly
plain
that
it
needs
to
be
somewhere
other
than
in
our
EOC.
So
you
know
this
is
the
two
people
trying
to
wear
two
pairs
of
one
pair
of
shoe
problem?
L
It's
something
that
we've
discussed
within
the
office
and
I
think
eventually
we're
gonna
have
to
look
at
the
capital
implications
of
supporting
what
they
need,
but
for
right
now
we've
been
able
to
come
up
with
an
agreement
to
sort
of
split
the
space.
Do
we
have?
Does
everybody
have
exactly
what
they
want?
No,
but
now
we're
all
going
to
be
able
to
share
the
space
that
we
have
we'll
get
by
for
the
meantime.
L
E
A
Thank
you,
I
am
not
seeing
any
other
questions
from
my
colleagues,
so
thank
you
so
much
director
Lane
for
being
here
and
assistant
director
McKay
nice
to
meet
you
and
welcome.
So
thank
you
so
much
thank.
A
Time
I
see
no
further
discussion
at
this
point:
I'll
direct
the
clerk
to
file
these
presentations.
Thank
you
to
my
colleagues
for
having
three
meetings
with
me.
This
three
committee
meetings
with
me
this
week
I'll
note
that
our
next
one
you're,
not
you're,
not
done
yet
is
next
Tuesday
September
20th,
also
at
10
A.M,
and
that
day
we
are
going
to
hear
from
the
police
department,
our
neighborhood
safety
team
and
also
the
mayor's
office.