►
From YouTube: February 16, 2022 Public Health & Safety Committee
Description
Additional information at:
https://lims.minneapolismn.gov
B
B
The
city
will
be
recording
and
posting
this
meeting
to
the
city's
website
and
youtube
channel
as
a
means
of
increasing
public
access
and
transparency.
This
meeting
is
public
and
subject
to
the
minnesota
open
meeting
law.
At
this
time,
I
will
ask
the
clerk
to
call
the
role,
so
we
can
verify
a
quorum
for
this
meeting.
D
B
Present,
let
the
record
reflect.
We
have
a
quorum
in
recognition
of
february
as
black
history
month.
Fire
chief
brian
tyner
has
challenged
council
members
to
open
each
public
meeting
with
the
historical
fact
tied
to
black
history
month.
In
that
spirit,
this
week
in
black
history,
frederick
douglass
was
born
into
slavery
in
1817
douglas
escaped
slavery.
In
1838,
seven
years
later,
in
1845
he
wrote
his
autobiography
the
publication
of
that
autobiography,
put
douglas
a
runaway
slave
at
risk
for
recapture
douglas
then
left
the
u.s
for
england
to
escape
danger.
B
Or
25
985
in
today's
money
and
return
to
the
us
as
a
free
man
with
that
the
agenda
for
today's
meeting
is
before
us.
There
are
nine
items
on
today's
consent.
Agenda
items
one
through
four,
are
referrals
or
ordinances
from
the
city
council
to
staff.
These
are
ordinances
from
the
last
city
council
term
that
have
been
reintroduced
at
council
and
referred
to
the
public
health
and
safety
committee.
B
Each
of
these
ordinances
is
being
referred
to
staff
to
continue
work
on
the
subject
matter
of
these
ordinances
item
number
one
is
referring
to
staff
the
subject
matter
of
a
lead,
paint
disclosure
notification.
Notifications,
ordinance
item
number
two
is
referring
to
staff
the
subject
matter
of
an
employee
authority
in
immigration.
Matters
ordinance
item
number
three
is
referring
to
staff
the
subject
matter
of
a
small
and
underutilized
business
program,
application
to
contractual
amendments,
ordinance.
Item
four
is
referring
to
staff.
B
The
subject
matter
of
an
amplified,
sound,
permitting
ordinance
item
number
six
is
a
national
association
of
county
and
city
health
officials.
Grant
acceptance
to
address
vaccine
hesitancy
item
number
six
is
authorizing
the
issuance
of
requests
for
proposals
for
implementing
projects
that
improve
community
well-being.
B
Staff
talked
with
me
prior
to
this
meeting
and
requested
that
item
six
be
pulled
from
today's
agenda.
I'll
move
to
delete
this
item,
along
with
approval
of
other
items
on
today's
consent
agenda
item
number
seven
is
authorizing
a
contract
amendment
with
special
school
district
number.
One
minneapolis
public
schools
for
covet
19
investigation
and
contact
tracing
item
number
eight
is
authorizing
a
grant
amendment
from
the
minnesota
department
of
health
for
prevention
and
management
of
diabetes,
heart
disease
and
stroke
item
number.
Nine
is
accepting
the
2022
urban
scholars
program,
funding
from
partner
organizations
and
item.
B
I'd
also
like
to
note
that
council
member
ellison
has
joined
us
in
the
meeting.
Thank
you.
Councilmember
ellison.
B
E
E
B
B
We
have
director
sasha
cotton
from
the
office
of
violence
prevention
and
deputy
chief
weight
from
the
police
department
are
here
and
are
going
to
give
a
brief
presentation
on
this
item
and
answer
any
questions.
Council
members
have
with
that
I'll
use
the
floor
to
director
cotton
to
begin
this
presentation.
Thank
you.
B
F
You
committee,
chair
vita,
thank
you,
council
members
for
welcoming
us
here
today
to
offer
an
updated
presentation
on
the
minneapolis
strategic
outreach
initiative
and
the
renewal
of
these
said
contracts.
First
slide,
please.
F
So
a
little
bit
of
background
on
the
office
of
violence
prevention
and
how
we
do
our
work.
The
minneapolis
office
of
violence
prevention
uses
a
community
focused
public
health
approach
to
keep
people
and
communities
safe.
We
work
to
prevent
violence,
support
those
impacted
by
violence
and
help
individuals
and
communities
heal
from
violence.
F
Those
are
our
group
violence,
intervention
strategy,
our
next
step
program,
which
is
a
hospital-based
violence,
intervention
strategy
and
then
our
minneapolis
strategic
outreach
initiative,
which
is
the
model
that
we're
here
to
discuss
today
and
that's
a
replication
or
an
informed
program
by
cure
violence.
Cure
violence
is
the
national
leader
on
this
particular
kind
of
strategy
and
we've
been
working
with
them
over
the
last
more
than
a
year.
Now
in
the
implementation
of
our
minneapolis
strategic
outreach
initiative.
F
So
a
little
bit
of
background
on
cure
violence
through
the
cure
balance,
approach
and
training,
they
provided
over
a
hundred
hours
to
some
of
our
outreach
workers.
Our
leadership
teams
have
received
a
40-hour
training
focused
on
leadership
and
all
of
our
outreach
staff,
including
leaders,
have
received
40
hours
of
training
on
general
implementation,
as
well
as
some
booster
trainings.
F
Next
slide,
please
so
again,
this
model
practice
is
rooted
in
scientific
research
and
there
is
strong
evidence
that
supports
that
models
like
minneapolis
that
are
using
the
cure.
Violence
approach
can
greatly
reduce
and
impact
violence
when
they're
implemented
with
high
levels
of
fidelity,
as
you
can
see
across
a
variety
of
cities
in
the
u.s
that
are
listed
here,
baltimore
philadelphia,
new
york
and
new
orleans
have
all
seen
significant
reductions
as
they've
implemented
and
evaluated
the
use
of
a
strategic
outreach
model.
F
It
has
been
independently
evaluated
in
these
cities
and
we
hope
that
after
a
few
more
years
of
our
implementation,
we
also
will
be
able
to
do
independent
evaluation.
It
does
take
a
number
of
years
of
implementation
before
your
work
can
be
evaluated
independently
and
so
we're
not
eligible
for
that
kind
of
evaluation.
Just
yet,
but
we
are
collecting
data
and
doing
some
internal
evaluation
at
this
time
being
less
than
a
year
out
from
the
actual
implementation
date.
Next
slide,
please.
F
So
the
local
iteration
of
the
minneapolis
strategic
outreach
model
is
a
coordinated
public
health
driven
strategy
that
treats
treating
violence
as
a
contagion
and
working
to
prevent
and
reduce
community
violence
by
stopping
its
spread
through
the
work
of
violence
interrupters.
So
for
the
record,
this
minneapolis
strategic
outreach
initiative
is
often
referred
to
as
interrupters,
so
people
are
clear.
This
is
the
interrupter
work
that
our
city
is
engaged
in
violence.
Interrupters
are
trusted
community
members
who
work
as
outreach
workers
in
neighborhood
specific
teams.
F
It
draws
inspiration
from
the
evidence-informed
model
in
this
work
and,
like
I
said
already,
one
example
of
evidence-based
strategy
around
implementing,
evidence-based
or
excuse
me.
Strategic
outreach
is
the
care
balance
model
which
is
who
has
been
providing
our
technical
assistance
and
training
in
2021,
seven
contracted
organizations
were
selected
to
operate.
Teams
of
violence,
interrupters
and
organize
organizations
were
selected
through
a
request
for
proposal
process
that
identified
eligible
providers
through
our
procurement
process
in
the
city
next
slide,
please
so
the
local
iteration
again
of
violence
interrupters.
F
They
are
charged
with
providing
support
and
resources
to
people
at
risk
of
involvement
with
violence.
We
ask
them
and
rely
on
them
to
use
informal
mediation,
non-physical,
conflict
resolution
and
the
violence,
interrupted
violence,
interruption,
tactics
that
they've
been
trained
in
to
de-escalate
situations
and
cool
down
violent
situations,
and
we
mobilize
community
to
reject
community
violence
to
be
clear.
Violence
interrupters
do
not
carry
firearms
or
weapons,
they
do
not
provide
law
enforcement
functions
or
work
for
law
enforcement.
F
F
Lastly,
violence
interrupters
do
not
respond
to
calls
for
service
through
311
or
9-1-1
as
we
build
out
and
reimagine
public
safety
in
our
city.
There
is
definitely
a
need
for
alternative
response
to
9-1-1
and
we've
seen
a
great
deal
of
work
being
built
out
of
the
office
of
innovation
around
alternatives
such
as
the
behavioral
crisis
unit,
which
does
respond
to
9-1-1
calls
for
behavioral
health
interventions,
but
violence
interrupters
and
the
vast
majority
of
the
work
coming
from
the
office
of
violence
prevention
is
done
through
relationship
in
community
and
not
by
911
deployment.
F
F
The
second
area
is
the
lake
street
corridor
and
that's
a
really
long
stretch
of
territory,
primarily
starting
around
high
lake
or
the
hiawatha
lake
intersection
and
working
all
the
way
up
to
the
uptown
community.
We
have
a
team,
that's
focused
on
the
broadway
area
and
everything
north.
We
have
a
team,
that's
focused
on
and
around
broadway
and
south
we
have
a
team,
that's
focused
exclusively
on
the
broadway
corridor,
given
the
high
rate
of
gun
violence
that
we've
seen
on
that
corridor,
we
have
a
team
focused
on
downtown,
and
then
we
have
a
team.
F
That's
focused
on
cedar
riverside.
We
realize
and
are
very
upfront
that
there
are
lots
of
needs
beyond
these
key
areas
and
as
we
continue
to
grow
the
project,
we
hope
and
anticipate
that
we
will
also
be
able
to
add
teams
to
this
roster
next
slide.
Please
so
thinking
about
different
approaches
around
outreach.
We
wanted
to
highlight
a
project
that
we
did
in
2021.
F
That
is
sometimes
confused
and
conflated
with
the
interrupter
model,
and
that
is
our
community
patrol
project.
In
2021,
the
city
coordinator's
office
presented
an
item
to
city
council
seeking
an
opportunity
for
contracts
with
community
organizations
to
do
work.
During
and
after
the
trials
of
former
officer
involved.
Excuse
me,
a
former
officer
is
involved
in
the
killing
of
george
floyd.
F
F
F
The
community
frustration
and
tension
that
was
being
experienced
and
to
help
support
community
in
and
around
protesting,
the
outreach
teams
provided
positive
outreach
and
community
engagement.
They
were
supposed
to
support
two-way
communication
between
the
community
and
the
city,
provide
informal,
de-escalation,
mediation
and
conflict
resolution
and
share
information
about
existing
city
resources
and
community
resources
that
might
help
support
community
members
who
are
experiencing
the
stress
and
trauma
during
and
after
this
particular
very
high
profile
trial.
F
Some
of
the
lessons
that
we
learned
from
this
particular
pilot
project
was
that
having
outreach
teams,
some
of
whom
are
already
doing
interrupter
work
and
also
participated
in
this
project,
was
very
confusing
to
the
to
the
public.
F
The
second
lesson
learned,
I
think,
and
as
we
explore
this
with
community
and
internal
stakeholders,
is
that
moving
forward
the
office
of
violence
prevention
does
not
have
any
role
in
protests
or
supporting
any
community
protests.
We
recognize
that
there
is
a
need
for
crowd
control
at
protest,
but
we
don't
see
that
as
a
fit
within
the
office
of
violence,
prevention's,
core
purpose
and
so
moving
forward.
F
After
having
experienced
this
short-term
project,
we
will
not
be
doing
any
of
that
kind
of
work
we
feel
like
that
is
better
handled
by
law,
enforcement
and
other
agencies,
and
so
that's
a
major
lesson
learned
from
us
as
we
distinguish
our
work
moving
forward
in
the
vein
of
violence
interruption
from
this
project,
which
was
time
limited
and
just
for
the
duration
of
the
derek
chaven
trial
and
the
immediacy
afterwards
next
slide,
please
so.
F
The
minneapolis
strategic
outreach
initiative
has
had
an
extensive
amount
of
training
and
technical
assistance,
as
I
mentioned
before,
leadership
from
each
of
the
contracted
organizations,
completed
20
hours
of
leadership,
training,
leadership
and
all
violence
interrupters
from
the
organizations
completed,
40
hours
of
violence,
interruption
and
reduction,
certified
training,
so
each
one
of
them
left
this
training
opportunity
as
a
certified
violence
interrupter
the
leadership
and
interrupter
trainings
were
provided
by
care.
Violence
global,
which
is
the
leading
national
organization,
focused
on
violence
interruption.
F
In
june,
the
biden
administration
invited
minneapolis
to
be
a
part
of
the
16
cities
who
are
participating
in
a
national
community
violence.
Intervention
collaborative,
I
actually
just
concluded
a
call
with
the
white
house
and
our
mayor
in
relationship
to
this
work.
Participating
cities
were
matched
with
national
agencies,
with
expertise
in
violence,
prevention
and
technical
assistance.
F
F
F
So
not
just
you
know,
high
level
street
involvement,
but
offering
services
engaging
and
building
relationships
and
then
30
mediations
each.
So
that's
for
each
of
the
teams,
200
contacts
and
30
mediations
again.
Defining
contacts
are
engagements
with
individuals
at
high
risk
of
being
a
victim
or
perpetrator
of
gun,
violence,
and
then
mediations
are
defined
as
active
engagements
to
de-escalate
a
conflict
that
could
lead
to
gun
violence,
because
this
is
a
new
effort.
F
Development
and
implementation
of
evaluation
measures
is
ongoing
and
right
now
we
are
working
with
our
teams
on
their
end-of-year
report
from
the
contract
period
in
2021
next
slide.
Please-
and
that
concludes
my
presentation.
Thank
you
all
so
much
for
your
time
and
attention
and
support
of
this
very
important
work.
I
will
stand
for
any
questions
from
the
committee.
Thank
you,
madam
chair.
F
G
Thank
you,
madam
chair,
and
thank
you
director,
cotton
for
that
presentation.
That
was
actually
really
helpful
for
me
to
understand
some
of
your
work
and
one
of
the
things
that
one
of
the
things
that
I
was
curious
about,
that
I
think
your
report
actually
started
to
speak
to,
but
maybe
we
could
unpack
a
little
bit
more.
Was
it
it?
It's
very
clear
to
me
that
the
effectiveness
of
the
violence
interruption
model
requires
that
community
credibility
and
as
such
those
interrupters
ought
not.
G
You
know
directly
be
kind
of
sharing
info
with
the
police
department,
but
it
feels
like
the
the
outreach
program
that
you
learned
some
lessons
from
had
a
more
explicit
purpose
of
connecting
city
communications
with
the
community
and
I'm
just
curious
around.
G
Are
there
any
lessons
that
we
can
learn
around
how
some
of
these
interruption
efforts
better
integrate
with,
or
collaborate
with
the
police
in
terms
of
at
least
having
I,
I
I'm
trying
to
get
a
deeper
understanding
of
how
the
police
department
can
collaborate
with
some
of
these
initiatives
and,
if
there's
a
gap
in
that,
if
we
can
think
through
potential
ways
of
closing
that
gap.
If
that
question
makes
sense,.
F
Yeah,
I
think
I
I'm
going
to
give
my
best
answer
possible
and
if
it's
not
clear,
let
me
know
councilmember.
Thank
you,
council.
Member
for
the
question.
Thank
you,
madam
chair,
in
this
particular
initiative
and
really
per
cure
violence
guidelines.
F
Our
work
should
be
pretty
blind
to
the
police,
so
there
should
be
minimal
to
no
engagement
per
the
research,
and
that
is
really
designed
with
the
the
concept
in
mind
that
historically
grouping
gang
individuals
group
involved
individuals
see
the
police
as
their
adversary
right
that
they
have.
F
You
know
over
years
spent
a
high
level,
I'm
an
amount
of
time,
often
engaging
in
criminal
activity
and
avoiding
the
police
and
so
for
outreach
interrupters
to
be
seen
as
working
collaboratively
with
the
police
could
dwindle
their
credibility
and
their
ability
to
build
those
relationships
that
would
allow
them
to
have
the
influence
to
compel
someone
to
put
down
the
guns,
change
their
lives,
trust
on
these
interrupters.
So
we
in
this
strategy
don't
work
very
closely
with
the
police
at
all
and
really
ask
our
partners
in
the
police
department.
F
If
there
is
a
request,
let's
say,
there's
a
particular
hot
spot
where
there's
gang
activity
that
they're
aware
of
and
feel
like
interrupters
could
be
valuable,
that
that
request
come
through
our
office
and
not
be
directed
explicitly
to
teams
again
really
wanting
to
build
that
fire
firewall
between
the
individuals
doing
the
work
and
officers.
And
so
that's
sort
of
the
vein
of
how
we
try
to
operationalize
this.
F
There
are
other
project
areas
like
our
group
violence,
intervention
strategy,
where
we
do
work
more
intentionally
with
law
enforcement
and
take
referrals
around
those
who
can
be
diverted
into
community-based
programming
and
we're
happy
to
come
back
and
talk
more
specifically
about
that
strategy
and
how
that
partnership
with
mpd
looks.
But
in
this
vein
we
should
not
see
our
teams
working
directly
with
law
enforcement
and
the
only
exception
where
community
might
see.
F
Law
enforcement
and
our
interrupter
teams
out
in
community
at
the
same
time
would
be
at
scenes
of
a
shooting
and
in
those
cases
they
are
there
at
the
same
time,
but
doing
very
different
work.
And
so
it
should
be
clear
to
the
community
that
they
are
not
there
working
with
or
for
the
police,
but
are
really
there
acting
in
a
community
capacity
trying
to
keep
community
members
calm,
trying
to
de-escalate
any
other
conflict
and
bring
peace
to
that
area.
G
And
then
a
quick
follow-up
question:
do
you
know
if
the
police
department
has
any
formal
protocols
when
they
do
reach
out
to
you,
as
the
director
of
ovp?
Are
there
conditions
that
are
met
when
it's
advisable
to
reach
out
to
office
of
violence
prevention,
or
is
this
completely
ad
hoc
and
based
on
you
know,
case
by
case.
F
I
think
thank
you
for
the
question
co-chair
pain
and
thank
you,
madam
chair.
I
think
that
we
are
still
working
to
build
out
some
infrastructure.
In
that
vein,
I
can't
speak
to
the
process
that
our
partners
in
mpd
use
to
arrive
at
the
decision
making,
but
we
do
have
deputy
chief
kathy
waite
here
on
the
line
who
might
be
able
to
speak
to
them.
H
Thank
you
so
much
director.
I
certainly
can
speak
to
that.
Councilmember
payne
it.
Thank
you
for
your
questions
and
for
having
us
here
today.
H
Certainly
when
situations
arise,
in
which
case
we
feel
it
would
be
beneficial
to
have
additional
support,
it's
always
helpful
for
staff
out
on
the
street,
so
it
could
be
a
street
supervisor
that
would
be
reaching
out
up
their
team
of
command
and
at
times
already
having
deep
relationships
with
director
cotton
herself
and
reaching
out
directly
to
her
to
make
that
request
it
at
times
can
be
really
volatile
and
the
benefits
of
having
interrupters
on
scene
to
support
community
is
always
to
everyone's
benefit.
E
Thank
you,
madam
chair.
I
do
have
a
couple
questions
for
director
cotton.
So
how
are
these
violence
interrupters
evaluated,
so
you
had
some
working
last
year.
Do
you
know
if,
if
they're
capable
of
carrying
out
what
you
want
them
to
do,
are
there
new
groups
that
you're
looking
at?
Could
you
maybe
explain
that
a
little
bit
sure.
F
So
we
are
thank
you
for
the
question.
Councilmember
rainville
and
thank
you,
madam
chair.
We
are
in
the
process
of
doing
and
having
our
interrupted
teams
complete
an
end-of-year
report
from
their
work
in
2021,
which
will
inform
our
evaluation
process
in
partnership
with
the
work
that
we're
doing
with
the
white
house,
so
we're
working
with
them
to
develop
some
evaluation
criteria
and
a
scoring
system
so
that
we
can
better
evaluate
the
success
of
each
team
and
where
there
might
be
operations
and
opportunities
for
improvement.
F
We've
also
had
our
teams
from
cure
violence,
who
is
the
technical
assistance
provider
we've
been
working
with
here
on
the
ground
and
they
provided
us
with
feedback
about
strengths
and
weaknesses
of
each
team.
So
we
are
working
on
an
ongoing
evaluation
process,
but
really
with
a
focus
of
building
the
capacity
of
those
organizations.
Recognizing
that
this
work
is
so
new
and
we've
invested
a
great
deal
of
time
and
energy
in
building
out
the
operations
of
each
of
the
organizations.
F
So
our
goal
is
not
to
build
out
systems
that
are
purely
punitive,
but
really
to
build
out
a
system
of
workability
in
hopes
that
each
of
these
teams
remain
a
good
fit.
But
clearly,
if
someone
were
to
violate
the
trust
of
community
or
the
city,
we
would
have
to
take
deep
consideration
into
moving
forward
with
those
up
with
those
operations.
F
But
to
date
all
operations
appear
to
be
moving
in
good
and
positive
directions,
and
we
have
a
level
of
confidence
in
the
work.
That's
been
performed,
based
on
number
of
contacts,
mediations
that
they've
been
able
to
perform
and
the
feedback
from
our
technical
assistance
providers
as
they've
been
on
the
ground
about
their
capacity
and
where
they
measure
up
amongst
other
teams,
doing
the
work.
E
Thank
you,
so
I've
been
very
impressed
with
a
group
called
a
mother's
love.
How
would
they
apply
to
be
one
of
these
violence
in
our
group?
Did
you
have
a
mechanism
or
say
21
days
of
peace,
a
newly
formed
group
which
appears
to
me
to
be
highly
effective?
How
would
how
would
they
apply
and
take
part
in
these
efforts.
F
Yes,
thank
you
for
the
question
again:
councilman
murrayville.
Thank
you,
madam
chair.
We
are
going
to
be
looking
to,
as
I
had
mentioned,
before,
to
increase
the
number
of
our
teams,
and
so
we
anticipate
actually
right
now
we
have
a
small
application
process,
pool
open
for
one
interrupter
team
that
we're
looking
to
fill
a
gap
for
and
we're
hoping
that
if
there
are
additional
funds
and
investments
in
this
project,
we'll
be
able
to
expand
our
teams.
F
But
the
existing
teams
all
went
through
a
rigorous
application
process
and
were
selected
through
the
city's
procurement
process,
and
these
are
ideally
teams
that
we
want
to
keep
in
rotation.
And
so,
as
we
build
out
the
strategy,
we
hope
to
be
able
to
add
other
teams,
and
those
teams
could
certainly
participate
in
future
application
processes,
and
that
is
generally
the
way
that
the
city
allocates
its
resources
is
through
a
request
for
application
and
a
competitive
bid
process.
F
Councilmember
rainbow
madam
chair,
I
would
not
say
that
that
was
my
answer
at
all.
We
are
monitoring
the
progress,
we
are
evaluating
the
outcomes
and
we
are
working
closely
with
technical
assistance,
as
I
mentioned
before,
we
are
in
the
process
of
collecting
end-of-year
data
from
all
of
our
programs
and
we'll
be
able
to
provide
feedback
at
a
future
council
member
with
data
and
outcomes
from
each
of
those
programs
in
a
more
conclusive
way.
F
B
E
You
if
you've
heard
something,
but
it
did
not
mean-
I
guess
I'm
I'm
just
concerned-
that,
because
there's
no
about
hasn't
been
evaluation
yet
that
there
won't
be
the
opportunity
for
for
new
groups
to
participate,
and
I'm
just
suggesting
that
perhaps
some
of
the
existing
groups
would
not
meet
the
the
high
standards
that
that
you
have
set
up.
F
Yes,
thank
you
for
the
question
councilman
marineville
mountain
chair.
I
think,
after
the
evaluation
process
we
will
be
able
to,
as
I
said,
provide
a
more
conclusive
answer,
but
the
real
factors
remain
about
fit.
So
we're
always
looking
for
organizations
that
we
think
can
fit
and
meet
the
needs
of
this
particular
project,
which
again
really
looks
at
credible
messengers.
F
Those
who
have
ongoing
history
of
working
with
groups
and
gangs
in
the
city
and
have
built
that
credibility
and
as
we
continue
to
expand
the
work,
we
hope
to
expand
the
groups
and
to
be
able
to
measure
and
quantify
the
success
of
all
of
those
working
with
us.
Great.
E
Thank
you,
and
just
so
the
evaluation
will
be
done
in
a
month.
Six
weeks.
F
The
end
of
year
reports
are
due
in
early
march
and
then
we'll
be
working
with
other
partners
in
the
city
and
our
national
ta
provider.
To
quantify
that
report,
I
would
imagine
that
we
can
provide
updates
in
quarter
two.
I
Thank
you,
madam
chair,
and
thank
you
director
caught
in
for
its
comprehensive
presentation.
What
has
come
across
very
clearly
to
me
from
your
presentations?
You
know,
obp
is
doing
important
work
and
I'm
really
glad
to
see
the
city
is
seriously
investing
in
alternatives
to
traditional
policing
and
delivering
high
quality
public
safety
services.
I
But
we
also
know
that
that
requires
a
unified,
coordinated
and
well-funded
approach,
so
that
groups
can
operate
as
some
of
the
things
that
you
you've
outlined
in
their
respective
niches,
but
also
doing
so
in
a
way
that
makes
sure
that
these
approaches
are
being
extended.
City
city-wide,
and
thank
you
also
for
laying
down
some
of
the
context
of
how
ovp
came
into
fruition.
I
It
it
expanded
in
somewhat
of
a
crisis
context.
So
we
understand
that
you,
the
program,
is
still
working
through
a
number
of
challenges
and
I'm
glad
that
you
highlighted
that
and
highlighted
the
reflections
that
you
all
are
considering
as
you
roll
out
key
aspects
of
this
program.
But
for
me,
I'm
really
looking
forward
to
how
you
know
we
can
support
ovp.
I
As
a
basis
of
you
know,
combating
a
decentralized
subcontracted
approach
to
public
safety
and
looking
forward
to
working
with
you
to
make
sure
that
we're
continuing
the
funding
and
coordinating
and
centralization
and
standardization
that's
needed
to
do
this
crucial
work.
I
But
some
of
the
key
questions
that
I
have
in
regards
to
some
of
the
information
you've
laid
out
actually
segues
nicely
from
some
some
of
the
questions
that
council
member
payne
raised
around
just
this
transparency
dynamic
of
what
is
ovp's
role
and
what
is
mpd's
role,
and
I
think
you
laid
out
very
clearly
that
for
the
public,
that's
not
always
clear
so,
and
actually
this
first
question.
I
think
you
shared
it
in
your
presentation,
but
it
makes
me
think
of
council
member
rainville's
question
of.
I
Can
you
talk
about
the?
What
public
process
currently
exists
for
us
to
make
selections
of
the
groups
that
we
work
with
through
obp?
For
my
understanding,
there's
a
public
bidding
process
as
opposed
to
you
know.
You
know
groups
requesting,
depending
on
existing
relationships
with
elected
leaders
or
or
community
leaders.
But
can
you
talk
about
the
process
that
is
in
place
for
that
selection?.
F
We
as
the
city
generally
operate
through
a
procurement
process,
so
agencies
are
required
to
be
entered
into
a
bidding
system,
which
means
that
they
have
to
register
with
the
city
register
their
organization
as
a
501c3
or
for-profit
business,
get
a
bidding
number
in
our
e-supplier
system
and
to
be
clear.
These
are
not
simple
or
easy
systems.
They
are
hard
and
often
complicated
navigate.
We
have
certainly
seen
small
agencies
and
nonprofits
that
we
work
with
really
struggle
to
figure
out
how
to
navigate
that.
F
Fortunately,
we've
been
able
to
refer
them
to
people
inside
of
our
procurement
department
to
guide
them
through
that
process
and
provide
some
in
the
moment,
technical
assistance
to
make
sure
that
they
can
be
even
in
the
pool
right.
So
there's
a
pool
of
qualified
applicants
right
that
just
are
even
registered
within
the
city
once
you've
been
registered
and
are
in
the
pool.
F
You
are
then
eligible
to
see
the
funding
opportunities
that
the
city
offers
in
any
given
department
and
evaluate
whether
or
not
it's
something
your
organization
is
interested
in
applying
for
the
city,
creates
requests
for
applications
and
requests
for
proposals,
and
that
is
largely
dependent
on
the
body
of
work
and
the
amount
of
money
in
the
case
of
the
minneapolis
strategic
outreach.
These
are
requests
for
proposals
because
they
exceed
175
000
and
meet
a
couple
of
other
eligibility
requirements.
That's
actually
the
higher
of
the
two
standards
so
request
for
proposal.
F
Application
is
largely
handled
by
procurement.
They
are
the
receivers
of
the
application
they
send
out
the
solicitation.
They
create
a
lot
of
the
paper,
trail
and
dynamic,
and
then
ultimately,
a
review
panel
is
put
together.
That
includes
staff
from
the
city,
often
community
partners,
who
are
not
a
part
of
any
paid
organization,
but
maybe
work
in
schools
or
other.
You
know.
Jurisdictional
partners
who
read
the
applications
score
the
applications
and
then
applications
are
rated
and
evaluated
based
on
those
score.
F
Cards
and
selections
are
based
off
of
the
applications
for
the
highest,
and
so
it
is
a
pretty
comprehensive
system
to
identify
agencies
for
funding.
It's
pretty
highly
scrutinized
and
systematized
in
the
identification
process
and,
as
I
said,
it
comes
with
a
great
deal
of
rigor
both
for
the
agencies
who
are
applying
and
for
the
evaluation
process
inside
of
the
city.
I
Thank
you,
director,
cotton
for
that
elaborate
answer.
Another
question
that
I
have
again
along
this
line
of
just
crystallizing:
more
transparency
about
the
roads
in
which
obp
fulfills,
you
know
our
broader
public
safety
goals
that
differ
from
what
mpd
does.
One
of
the
things
that
you
laid
out
in
your
presentation
is,
you
know
one
of
the
strengths
of
ovp
and
your
public.
You
know
bidding
process.
I
Is
that
you're
additional
about
selecting
community
members
to
do
this
work
to
not
only
go
through
like
the
leadership
development,
the
training
process,
but
who
are,
you
know,
respected
within
their
communities
that
have
some
of
that
credibility?
That's
necessary
to
do
some
of
this.
I
The
escalation
work
within
our
communities,
but
also
knowing
that
often,
these
community
leaders
fulfill
a
whole
number
of
other
roles
and
how
they're
showing
up
so
just
thinking
of
you
know
were
the
ways
in
which
you
have
communicated
with
you
know
some
of
your
ovp
personnel
about
distinguishing
you
know
when
you
are
doing
or
on
the
job
to
do
ovp.
You
know
particular
work
and
you're
called
let's
say
by
mpd
to
to
respond
to
a
matter,
I'm
just
thinking
of.
I
Actually
I
use
the
unfortunate
tragedy
that
we
just
experienced
with
the
killing
of
amir
lock.
You
know
you
have
you
know
ovp
personnel
who
responded
to
provide
support.
I
know
you
all
led
healing
circles
there,
but
if
mpd
calls
them
and
say
we
need
you
some
of
these
workers
who
might
be
doing
ovp
work,
but
they're
done
with
that
they're
off
the
clock,
but
they're
being
called
by
mpd
or
other
groups
to
show
up
those
that
can
be
interpreted
that
those
individuals
are
still
there
fulfilling
ovp
work.
I
I
F
Thank
you,
councilmember,
and
thank
you,
madam
chair,
for
the
question.
You're.
Absolutely
right.
I
think
one
thing
that's
really
critically
important
for
us
to
remember
is
that
the
organizations
who
are
contracted
to
provide
minneapolis
interrupter
services
through
these
contracts
are
in
fact
non-profits
right,
they're,
individual
non-profits,
many
of
whom
do
this
work,
in
addition
to
lots
of
other
service
and
community,
and
so
they
may
show
up
in
community
and
people
might
feel
like
well.
Are
they
here
on
behalf
of
obp?
Are
they
behalf
of
the
county?
F
Maybe
you
know
they're
getting
county
service
dollars,
sometimes
they're
getting
money
from
private
philanthropic
partners
or
the
state
government,
and
so
it
can
be
a
bit
challenging
for
community
to
recognize
how
who
and
where
these
folks
are
showing
up
what
we
have
done
and
what
we
really
are
trying
to
focus
on
as
a
standard
is
all
minneapolis.
Interrupters
are
wearing
minneapolis
interrupter
uniforms
when
they
are
working
on
behalf
of
the
city
of
minneapolis.
F
Those
interrupted
uniforms
consist
largely
right
now
of
orange,
blue
and
gray
t-shirts
or
sweatshirts
hats
that
say
minneapolis.
We
also
have
gloves
and
are
in
the
process
of
procuring
jackets.
Although
it
is
very
challenging
through
the
city
system,
I
will
be
honest
to
order
that
level
of
merchandise
and
get
it
delivered
at
the
rate
of
speed
in
which
we
need
it.
So
we've
been
working
on
getting
jackets
for
our
interrupters
for
several
months
now,
but
are
on
the
verge,
hopefully
of
having
jackets
that
they
can
wear
over
their
uniforms
outside.
F
In
addition,
we
recognize
that
some
of
these
organizations
have
relationships
with
other
departments
in
the
city
and
may
be
called
upon
by
those
departments,
including
the
mpd
and
so
trying
to
distinguish
and
call
out
when
they're
working
on
behalf
of
the
ovp
and
when
they're
working
on
behalf
of
mpd
or
ncr
or
anyone
else,
is
an
ongoing
process
and
something
that
we're
working
hard
to
really
keep
clear
through
uniform.
F
But
it
is
an
ongoing
challenge
and
I
I
don't
believe
that
the
mpd
has
existing
contracts
with
any
nonprofits,
but
I'll
certainly
concede
the
floor
to
deputy
chief.
Wait
to
talk
further
about
any
contractual
relationships
they
might
have
with
agencies
or
informal.
I
suppose
give
me
your
question.
H
I
Thank
you
for
that.
I
think
that
will
be
very
helpful
in
crystallizing
again
as
we're
building
out
ovp
the
public
trust
around
the
work
that
we're
trying
to
do
through
ovp
to
make
that
transparently,
clear
of
like
what
is
the
role
of
ovp
and
what
is
the
role
of
of
mpd
and
my
last
question
in
regards
to
that.
Because,
again,
we
want
to
make
sure
as
we're
investing
in
our
public
safety
alternative
work
that
there's
clear
coordination
around
how
funding
is
happening
for
ovp
efforts
and
also
for
mpd.
I
So
in
thinking
of
the
example
that
I
just
referred
to
about
the
healing
circles
at
bolero
flats,
thank
you
for
holding
that
that
space
for
residents
there
in
light
of
the
the
killing
of
amirloch.
I
know
that
was
a
traumatic
situation
and
thank
you
for
stepping
up
and
fulfilling
that
space
for
the
residents
there,
but
also
when,
in
light,
even
with
an
investigation
no
going
on.
We
know
that
mpd
is
at
the
ham
of
of
why
that
tragedy
took
place.
I
So
I
would
like
to
know
in
terms
of
funding,
for
those
healing
circles.
Has
that
come
through
ovp,
as
you
all
are
showing
up,
or
has
that
happened
through
mpd
or
in
partnership
between
both.
F
Yes,
thank
you
councilmember
and
madam
chair.
Right
now
we
are
working.
We
have
worked
both
with
restoration
inc
and
the
restorative
justice
council
action
to
provide
healing
services
for
residents
in
the
bolero
flats,
as
it
relates
to
the
killing
of
amir
lock
condolences
to
his
family
and
all
those
impacted
by
his
untimely
death.
F
I
Thank
you
so
quick
clarification,
ovp
is
providing
those
contracts.
Mpd
has
not
provided
financial
support
towards
that
work.
F
I
Those
are
all
the
questions
that
I
had
again,
I'm
looking
forward
to
working
with
you
director,
cotton
to
figure
out
how
we
can
do
this
work
in
a
more
coordinated
and
sustained
way
and
recognizing
that
there's
going
to
be
bumps
along
the
way.
But
I'm
glad
that
you
came
to
today's.
You
know
public
health
and
safety
meeting
to
publicly
share.
I
You
know
where
you
all
have
evaluated
the
program
reflections,
how
you're
going
to
be
moving
differently
and
some
of
the
new
you
know
measures
you're
going
to
be
taking
on
to
to
better
deliver
services.
So
thank
you
for
the
work
that
you
do.
Thank
you
very.
A
You
know
I
I
have
a
few
questions,
but,
but
mostly
I
I
wanted
to
hop
on
and
I
felt
inclined
just
because
the
presentation
I
love
the
presentation
and,
as
always,
it's
very
professional,
very
straightforward,
very
humble,
but
I
want
to
remind
folks
that
this
work
is
incredibly
young
work
and
if
people
missed
it
director,
cotton
with
regards
to
the
minneapolis
strategic
outreach
initiative,
this
work
is
less
than
a
year
old,
less
than
a
year
old,
and
I
would
say
that
the
number
of
people
in
minneapolis
who
know
about
this
program,
given
that
it's
only
a
year
old,
is
kind
of
an
incredible
number
right.
A
A
lot
of
people
have
had
exposure
to
this
program.
A
lot
of
people
have
seen
folks
out
in
community,
have
seen
folks
out
in
the
orange
shirts,
and
there's
been
even
a
lot
of
a
lot
of
critique
dulled
out
to
this
program,
despite
the
fact
that
it
is
less
than
one
year
old,
and
I
just
want
us
to
keep
that
in
perspective
when
we
think
about
what
it
takes
in
terms
of
time.
A
F
We're
covering
a
vast
number
of
areas
in
the
city.
We
would
not
consider
it
city-wide,
because
we're
not
able
to
we
have
way
more
requests
than
supply
at
this
point,
but
we
are
covering
as
much
of
the
city
as
we
possibly
can
and
have
a
roving
team.
That's
able
to
go
pretty
much
anywhere
in
the
city
where
there's
a
need.
A
Yeah
and
and
in
addition
to
being
a
young
program,
in
addition
to
scaling
up
and
being
in
multiple
parts
of
the
city
almost
immediately,
there
are
also
other
programs
that
are
a
part
of
the
office
of
violence
prevention,
and
so
I
want
to
which,
which
are
also
incredibly
young
programs
themselves.
And-
and
there
are
also
a
number
of
requests
that
are
made
as
director
cotton
said,
that
are
outside
the
purview
of
this
initiative,
but
that
the
initiative
still
sort
of
rises
to
the
occasion
to
meet
anyway.
A
A
But
I'd
be
interested
if
you
all
have
maybe
a
compiled
list
of
things
that
the
community
has
requested.
That
sort
of
exist
outside
the
purview
of
this
initiative
and
not
as
a
way
to
just
show
how
much
you're
going
above
and
beyond,
but
as
a
way
for
us
as
policy
makers
to
say
if
these
are
community
needs.
A
And
it's
not.
And
this
program
shouldn't
be
the
one
meeting,
those
needs,
what
do
we
need
to
put
in
and
where
so
that
these
needs
still
get
met
for
community,
because,
obviously,
if
communities
making
the
demand
of
opp
to
fill
this
gap,
there's
a
gap
that
needs
to
be
filled
and
so
and
so
yeah.
So
I
just
wanted
to
remind
folks
of
that.
I
wanted
to
really
thank
director
cotton
for
the
work.
A
That's
been
done
so
far,
and
you
know
this
work
is
being
set
up
in
a
way
that
it
can
be
institutionalized
and
carry
and
be
carried
on
into
the
future
well
into
the
future.
We've
seen.
A
Like
this,
for
my
colleagues-
and
this
is,
you
know
obviously
well
before
all
of
our
time
or
most
of
our
time
on
the
council,
but
we've
seen
initiatives
like
this
pop
up
in
the
90s
we've
seen.
Initiatives
like
this
pop
up
as
a
way
to
meet
crises
at
the
moment
and
then
dissipate
and
disappear
only
to
come
back
around
25
years
later,
when
we're
meeting
another
flashpoint
right.
A
This
is
an
opportunity
for
us
to
sort
of
end
that
cycle
and
say:
hey
we're,
not
gonna,
we're
not
gonna
sort
of
have
a
boom
and
bust
approach
to
violence,
prevention,
we're
gonna,
invest
in
this
long
term
and
we're
not
gonna
divest
from
it
only
to
then
be
scrambling
to
reinvent
the
wheel
at
some
future
flash
point
moment
on
so
anyway.
All
of
that
just
wanted
to
commend
the
work
wanted
to.
Thank
you
for
the
work
I've
seen.
A
I
don't
know
if,
like
doing
security
at
funerals,
for
example,
is
within
the
scope
of
of
of
the
work,
but
it's
certainly
work
that
I've
seen
you
all
doing.
I
don't
know
if
holding
down
safe
spaces
at
vigils
or
outside
of
hospitals
is
within
the
purview
of
the
work,
but
it's
certainly
work
that
I've
seen
you
all
doing
and
there
might
be
to
council
member
rainville's
point.
A
There
might
be
programs
that
that
are
plenty
worthy
of
the
city's
attention
that
don't
necessarily
want
to
buy
into
ovp's
model
and
into
the
minneapolis
model,
and
we
can
have
conversations
about
how
we
fund
those
models,
but
we
don't
have
to
have
those
models
compete
with
what
we're
trying
to
institute
here
and
so
just
a
a
real,
quick
question
that
I
have
director
is
you
know
so
you're?
A
Have
you
already
identified
sort
of
potential
needs
for
the
work
to
go
more
like
more
smoothly
and
what
are
maybe
some
of
those
some
examples
of
that,
and
then
you
know:
where
do
you
envision
this
work?
Being
you
know,
five
years
from
now
ten
years
from
now,
that's
a
little
bit
speculative,
and
so
you
know,
if
you
don't
have
an
answer.
That's
okay,
but
those
are.
Those
are
my
two
questions.
F
Thank
you
councilmember
ellison
and
madam
chair.
So
first
thank
you
for
for
the
praise,
councilmember
ellison.
We
we
do
the
best
that
we
can
to
meet
the
needs
that
we
hear
from
the
community
and
from
internal
stakeholders
inside
of
the
enterprise,
including
council
members.
I
think,
as
we
think,
about
the
way
that
this
work
has
sort
of
evolved
and
that
we've
seen
work
pop
up
and
and
retreat
and
go
back
and
forth.
F
A
big
part
of
what
the
ovp
is
trying
to
do
is
look
at
sustainability
and
quality
control,
which
is
why
we
are
doing
such
deep
investment
in
evidence-based
practice.
So
over
50
of
our
invested,
you
know
dollars
go
into
our
evidence-based
strategies
and
that's
because
it's
what
the
research
says
has
the
most
likelihood
of
actually
reducing
violence
and
so
working
with
national
experts
working
with
the
developers
of
these
projects,
where
they've
been
able
to
implement
them
in
cities
and
over
time
see
decreases
in
violence
is
really
important.
F
People
will
often
hear
me
say
that
the
ovp
is
about
trying
to
move
this
body
of
work
from
art
to
science.
F
Not
taking
anything
away
from
our
art
is
beautiful
and
very
important,
but,
as
we
think
about
really
wanting
to
quantify
and
not
just
have
an
interpretive
evaluation
but
really
quantify
whether
or
not
the
work
is
working,
we
need
to
look
at
scientific
measure
and
that's
really
why
the
evidence-based
practice
approach
becomes
so
important,
because,
even
if
we're
not
able
to
evaluate
immediately
on
the
ground
what
we're
doing
which,
in
a
year's
time,
you
don't
have
enough
data
to
do
an
outside
evaluation.
F
F
So
thank
you
for
recognizing
that
and
for
the
support
in
trying
to
institutionalize
this
work,
as
we
think
about
visioning,
particularly
for
this
project
moving
forward.
I
think
it
really
is
about
streamlining
and
also
developing
more
comprehensive
approaches.
So
one
is
that,
right
now
most
of
our
interrupters
work
somewhere
between
20
and
30
hours
a
week.
They
are
generally
contracted
through
the
nonprofit
that
they
work,
for
they
are
not
staff,
so
they're
not
receiving
benefits.
F
F
That
is
the
goal
at
a
national
level,
and
many
cities
are
there
and
many
cities
are
in
our
same
situation
where
we're
building
towards
that,
but
aren't
quite
in
that
place.
Yet
so
that's
one
of
our
goal
areas
is
to
really
allow
individuals
who
are
passionate
and
good
at
this
work
to
take
it
on
as
a
full-time
career
versus
it
being
a
second
opportunity.
F
The
other
piece
is
cultural
competency
and
cultural.
Relevancy
minneapolis
is
one
of
the
most
diverse
cities
in
the
country,
and
while
we
have
some
teams
with
cultural
specificity,
we
are
seeing
a
re-emergence
of
need
in
lots
of
our
cultural
communities,
and
so
we'd
really
like
to
be
able
to
develop
more
culturally
specific
work
around
this
kind
of
a
strategy.
We
have
a
team.
F
That's
really
focused
on
our
east
african
community
and
say
riverside,
but
we'd
love
to
be
able
to
do
something
with
our
american
indian
community
and
our
latino
community
and
our
asian
american
communities,
and
really
make
sure
that,
as
we
think
about
violence
and
how
it
shows
up
in
cultural
communities,
we
are
developing
approaches
that
meet
those
needs.
F
And
then
I
think
lastly,
more
is
more,
and
so
we
hear
so
much
from
our
communities,
whether
it
be
individuals
or
youth
serving
entities
or
really
our
business
community.
How
the
presence
of
interrupters
makes
them
feel
safer
and
makes
them
recognize
that
there
are
people
and
not
always
necessarily
the
need
for
law
enforcement.
F
But
people
who
are
from
community
who
are
taking
on
the
responsibility
of
being
the
eyes
and
ears
and
keeping
our
communities
safe
and
de-escalating
conflict
before
it
arises
to
a
place
where
a
law
enforcement
intervention
would
even
be
appropriate
and
that
they
really
want
need
and
appreciate
that.
And
so
one
of
the
things
that
we're
thinking
about
is
how
we
can
expand
this
strategy
beyond
its
focus
currently,
which
is
primarily
on
guns
and
group
activity.
F
Recognizing
that
a
more
holistic
approach
to
community
violence
prevention
and
increased
public
safety
presence
by
community
members
is
something
that
we're
hearing
loud
and
clear
is
of
value
to
our
residents
and
people
who
come
to
minneapolis
to
live
work
or
play,
and
that
this
strategy,
whether
it's
in
the
context
of
minneapolis
strategic
outreach
or
developing
something
new
separate
and
aside,
it
seems
like
there's
a
real
need
for
public
safety,
outreach
and
real
liveability
response.
F
A
Thank
you
for
that
and
yeah.
I
I
I
definitely
see
the
potential
and
for
a
career
path
here
and-
and
you
know,
as
the
as
the
chair
of
pogo
I'll
say,
like
the
the
day
that
I
see
a
like
a
collective
bargaining
agreement
with
like
violence,
interrupters
coming
through
council
that'll
be
that'll,
be
quite
an
accomplishment.
So
thank
you
for
the
answers
to
my
questions
and
thank
you
for
your
presentation
today.
B
Thank
you.
Thank
you.
Councilmember
ellison.
I
have
a
few
questions
director.
Cotton.
Thank
you
also
to
deputy
chief
wait
for
your
time
here,
director,
cotton.
This
agenda
item
went
up
and
I
started
to
get
lots
of
calls
emails
questions
about
the
dollar
amount
of
these
contracts.
Could
you
please
just
speak
to
why
we're
amending
for
the
larger
dollar
amount
and
then
also?
How
long
is
this
grant
period
for
these
funded
groups?
B
F
Thank
you
for
the
question
manager.
These
amendments
are
not
actually
an
increase,
they're
just
putting
funds
back
into
these
accounts
for
the
year
2022.
So
it's
not
an
actual
increase
any
of
the
contracts.
The
initial
contract
period
began,
I
believe
in
may
of
2021
and
ended
in
december
of
2021,
and
so
in
order
to
re-up
these
existing
contracts,
which,
in
the
procurement
process,
were
documented
as
three-year
renewable
contracts.
F
It's
just
adding
money
for
year
two
of
this
project.
It's
not
re-up,
it's
not
increasing
the
overall
dollar.
It
was
the
expected
dollar
amount.
Then
I'm
sorry
can
you
repeat
the
second
part
of
your
question,
madam
chair.
It.
B
Was
it
was
just
what
is
the
period
of
time
for
this
contract
with
these
groups?
Yes,.
F
So,
theoretically,
it
should
have
been
january
1
to
december
31st,
but
we
are
significantly
behind
in
getting
the
contracts
here,
and
so
they
will
likely
be
contract
periods
that
start
in
early
march
and
go
through
the
end
of
2022..
F
F
They
are
for
one-year
contracts
with
a
two-year
renewable,
so
for
a
total
of
three
years.
So
basically
excuse
me,
madam
chair,
thank
you
for
the
question.
What
that
means
is
that,
as
we
work
with
and
evaluate
in
partnership
with
each
organization
over
the
year
time
of
their
first
contract,
so
long
as
they
are
meeting
the
basic
standards,
the
expectation
would
be
that
the
contract
would
be
renewed
for
the
next
two
years.
F
We
always
have
the
ability
to
pull
out
of
a
contract
and
cease
the
relationship,
but
ideally
as
we're
investing
in
training
and
the
build
out
of
these
programs,
we
don't
want
to
see
them
be
one-year
projects
because
we'd
be
in
a
revolving
door
situation
with
agencies.
If
we
didn't
have
a
significant
chunk
of
time
as
we're
building
out
a
new
model.
B
Thank
you.
Thank
you.
Thank
you
and
then
my
last
question
is,
I
think,
there's
some
confusion
in
community
around
the
work
that
ovp
does
like
the
different
components
of
ovp.
So
could
you
possibly
speak
to
like
rfps
for
other
work
within
ovp
when
those
are
going
to
come
out?
What's
the
process,
for
that?
Is
this
the
only
pot
of
money
that
ovp
have
you
you
understand
what
I'm
saying
like
I.
I
need
a
a
better
understanding
of
like
how
people
apply
for
these
funds.
What
is
the
work?
B
Are
there
different
pots
of
money
for
different
initiatives.
F
Yes,
thank
you,
madam
chair,
for
the
question.
So,
as
I
said
earlier
in
the
presentation
we
function
and
fund
in
three
key
categories,
the
first
of
them
being
the
replication
of
evidence-based
practice
or
evidence-informed
practice.
That
is
our
group
violence,
intervention
strategy,
our
hospital-based
work
and
then
now
the
minneapolis
strategic
outreach
model.
F
That's
a
nine
month
cohort
project
that,
like
I
said,
is
both
a
micro
grant,
but
about
fifty
thousand
dollars
worth
of
training
and
then
the
other
part
of
that
portfolio
is
our
office
of
violence
prevention
fund,
and
that
is
really
where
we're
funding
the.
What
I
say
is
the
brilliance
of
minneapolis.
So
while
we
are
doubling
down
on
our
investment
in
evidence-based
strategy,
because
that's
what
the
data
says
will
work
and
that's
what
the
national
research
research
says
is
most
effective.
F
We
realize
that
many
minneapolis-based
residents
and
programs
have
ideas
about
how
to
bring
safety
to
their
community.
That
may
not
have
been
researched
and
evaluated
in
the
way
that
evidence-based
or
evidence-informed
strategies
are,
and
so
agencies
and
individuals
and
communities
and
black
pubs
have
the
ability
to
apply
for
a
dollar
amount
which
has
been
up
to
sixty
thousand
dollars.
We're
hoping
to
increase
that
to
a
hundred
thousand
dollars
in
this
year's
round
of
applications
to
do
work.
F
That
is
not
necessarily
evidence-based,
but
is
innovative
and
that
they
believe
has
the
potential
to
reduce
and
impact
violence
in
their
communities,
and
that
application
is
in
the
review
process
right
now
and
we're
hoping
that
it
will
be
released
sometime
in
early
march.
F
The
last
bucket
of
work
that
we
do
is
our
youth
violence
prevention
work.
Much
of
that
is
done
in
partnership
with
minneapolis
public
schools
and
through
some
of
our
center
for
disease
and
control
prevention
work
through
a
grant
that
we
actually
a
new
grant
that
we
just
received
it's
kind
of
a
an
iteration
of
a
previous
five-year
grant
that
we've
received
in
the
past,
as
well
as
our
work
with
the
juvenile
supervision
center,
that
we
do
in
partnership
with
minneapolis
public
schools
and
hennepin
county.
F
So
that's
sort
of
the
three
buckets
and
how
the
funding
streams
around
those
work,
so
the
minneapolis
work
in
addition
to
you
know
obviously,
after
year.
F
E
Thank
you,
man,
I'm
sure,
director,
cotton
again,
I
this
is
also
new
to
me,
so
I
have
to
go
back
with
another
question
for
you.
So
these
contracts
that
you're
proposing
for
us
today
to
to
approve
are
in
the
second
of
three
years.
Is
that
correct.
F
Thank
you
for
the
question
councilman
rainville,
madam
chair.
Yes,
this
would
be
the
second
year
well
for
year,
one
was
actually
from
may
to
december,
so
not
a
full
year,
but
this
would
be.
You
know
the
second.
This
would
actually
be
the
full
first
full
year
if
we
get
started
in
a
timely
fashion
of
this
project.
F
We
have
certainly
collected
or
thank
you
for
the
question
councilmember.
We
have
certainly
collected
enough
data,
as
I
mentioned
in
my
presentation,
before
around
mediation
and
around
context
for
our
ta
provider
and
our
office
with
our
data
evaluation
team,
to
feel
like
there's
enough
information
that
proves
that
there's
sustainability
and
quality
in
the
project.
So
there's
no,
we
don't
have
any
questions
about
this
project
providing
good
service.
E
Okay,
great
so
in
the
last
question
I
don't
know
if
this
is
reasonable
or
not,
and
if
I'm
not
tell
me,
but
could
you
just
explain
each
one
of
these
groups
and
and
what
they
add
to?
Why
the
why
they've
been
hired
so
so,
for
example,
number
one:
the
central
avenue,
neighborhood
development
organization,
number
two
com
or
corcoran
neighborhood
organization?
F
Councilmember
rainbow,
I'm
not
sure
I
understand
the
question
in
the
general
approval
process:
there's
usually
a
synopsis
of
each
organization
and
in
the
application
process,
there's
short
synopsis
of
what
the
background
information
is
on
each
organization
as
we
evaluate
them.
Those
are
the
things
that
the
internal
process
looks
at.
That's
the
selection
process
made
by
the
city.
E
Fine,
what
whatever
you
you
feel,
is
appropriate,
but
I'm
just
you
know
when
I
see
the
word
corcoran
neighborhood
group,
I
I
think
a
neighbor
group
says
doing
different
type
of
work
than
than
this,
so
I
do
not
want
to
hold
anybody
up
any
longer,
but
I'm
just
curious,
I'm
very
very
curious
about
this.
I
wish
you
the
best.
I
hope
this
succeeds,
I'm
trying
to
understand
how
it
can
work
and
especially
how
it
could
work
in
the
area
that
I
represent.
The
third
ward,
which.
F
Thank
you
for
the
question.
I'm
happy
to
provide
some
background
information
on
all
of
the
organizations
in
written
format.
I
just
think
it
would
be
more
digestible
and
as
it
pertains
to
some
of
the
neighborhood
associations
as
background,
most
of
them
have
public
safety
components
of
their
work
and
have
been
doing
that
for
many
years
and
in
the
pilot
phase
of
this
work
really
for
fiduciary
and
financial
reasons.
E
F
So,
thank
you
again
for
the
question.
Council
marineville
corcoran
neighborhood
association
works
in
partnership
with
touch
outreach,
which
is
a
small
non-profit,
focused
on
community
engagement,
youth
and
adult
violence,
prevention
and
community
safety
and
so
touch
outreach
is
the
primary
point
doing
the
actual
work
and
they
work
in
partnership
with
corcoran.
It
is
more
of
a
partnership
than
pure
fiscal
agency,
but
they
certainly
handle
the
fiscal
aspects
of
the
contracting
process.
A
Ellison,
thank
you
cheer,
and
I
just
want
to
remind
my
colleagues
too
that
we
can
always
request
individual
briefings
too.
A
Like
you
know,
if
we
want
to
go
over
and
ask
questions
about
each
specific
group
and
in
the
con
that
has
a
contract,
I
think
that
that's
more
than
appropriate
to
ask,
but
it's
a
lot
to
sort
of
for
to
have
the
whole
committee
sit
through
when
some
of
us
may
not
have
the
same
questions
or
have
gotten
that
information
before
so
I
want
to
encourage
my
colleagues
to
get
individual
briefings
reach
out
to
the
director
and
get
some
of
those
more
in-depth
questions
answered,
and
I
also
want
to
say
that
you
know
annual
reporting
and
in
this
case
we're
not
even
talking
about
annual
right,
but
annual
reporting
is
a
pretty
standard
practice
that,
like
isn't,
that
is
forced
by
the
state
right.
A
We
just
went
over.
You
know,
for
instance,
with
the
states
no
knock
warrant
provisions
about
how
you
know
the
new
state
policy
doesn't
only
require
annual
reporting
and
cities
can
demand
more
than
annual,
but
the
state
standard
the
state
floor
is
annual,
and
so
you
know
I
I
don't
know,
I
don't
want
us
to
hold
ovp
to
a
standard
that
we
don't
hold
any
other
organization
to
or
if
we
do,
let's
make
sure
that
we
are
holding
every
single
department
to
that
standard.
A
If
we're
going
to
sort
of
break
break
out
of
the
annual
reporting
sort
of
rhythm,
you
know
the
the
the
the
question
a
few
questions
that
I
did
have
just
for
my
own.
Just
for
my
own
sake,
director
cotton.
Can
you
remind
me
how
many
full-time
staff
you
have
to
help
administer
these
programs
and
manage
these
contracts.
F
We
have
an
internal
staff
of
nine
and
then
we
have
five
navigators
who
we
inherited
from
minneapolis
police
department
and
who
primarily
still
work
in
their
original
capacity,
so
they're
not
doing
any
contract
management
or
work
related
to
violence
prevention
in
this
iteration,
so
a
small
but
mighty
bunch
that
includes
administrative
support
and
really
one
contract
manager.
A
Yeah
wow
one
contract
manager.
That's
that's
a
lot
of
that's
a
big
workload
for
for
someone
when
it
comes
to
sort
of
the
ad
administrative
support,
maybe
so
that
you
can
so
that
if
we
did
want
you
to
do
something
that
was
more
rigorous
than
annual
reporting,
which
again
is
standard,
what
do
you
think
your?
What
would
what
what
would
your
staffing
levels
need
to
get
up
to?
If,
if
we
were
gonna
sort
of
ask
that
you
bring
data
in
a
more
frequent
manner
than
just
annual.
F
Right
now
we
have
2.5
positions
in
our
research
and
evaluation
team
that
helped
to
support
data
collection,
the
development
of
the
end-of-year
reporting
templates
and
are
working
on
developing
or
requiring
software
for
an
across-the-board
programmatic
evaluation
and
database
system,
so
really
being
able
to
track
service
provision
and
how
we're
doing
our
work.
In
order
to
do
more
than
annual
reporting.
We
would
certainly
need
more
staffing
capacity
from
research
and
evaluation
and
in
order
to
do
research
and
research
and
evaluation
that
is
independent,
so
not
within
the
city's
context.
F
One
typically
speaking
from
a
research
standpoint
less
than
one
year
of
data
is
not
something
that
you
can
do.
An
independent
evaluation
on.
You
need
a
couple
of
years
of
actual
data
in
order
to
do
that
kind
of
retroactive
evaluation
and
those
kinds
of
elect
evaluations,
independently
cost
upwards
of
200
to
300
thousand
dollars
to
evaluate
a
program
of
this
size,
and
so
it
would
both
be
building
internal
capacity
as
well
as
external
capacity.
If
we
wanted
to
really
think
about
that
kind
of
level
of
research
and
evaluation,
although
we.
B
F
Feel
confident
in
the
current
evaluation
trajectory
that
we're
on
and
it
is
the
recommendation
of
the
national
ta
provider
that
we
do
the
evaluation,
the
way
that
we're
doing
it.
So
this
is
not
our
decision
making,
but
it's
really
the
advisement
of
the
national
practitioner
who
developed
the
model.
A
Yeah
no
best
practices
are
absolutely
the
direction
that
we
should
be
going
and
so
yeah.
I
I
want
to
encourage
my
colleagues
that
if
they
have
questions
about
best
practices
or
about
you
know
what
some
of
the
standards
are
at
the
state
level
with
regard
to
you
know:
data
collection
and
research
and
evaluation.
A
I
think
that,
there's
you
know
a
number
of
city
staff.
You
know
director
cotton
herself,
but
also
I'm
sure
our
igr
staff
or
any
number
of
folks
can
help
you
kind
of
understand
what
those
metrics
usually
are,
so
that
we
can
set
some
realistic
expectations
and
not
hold
one
department
up
against
an
impossible
standard
that
we're
not
necessarily
planning
to
hold
another
department
to.
Thank
you.
I
Thank
you,
madame
vita.
My
comment,
slash
question
is
really
to
implore.
You
know
our
chairs
of
this
committee,
madame
vita,
as
well
as
council
member,
elliot
payne,
to
really
work
with
kathy
wake
to
bring
either
chief
amelia,
hoffman
and
other
key
leaders
of
mpd
to
really
talk
about
very
clearly.
I
What
are
those
organizations
that
currently
they
are
in
partnership
with
that
they
have
identified
as
being
consistent
leaders
in
the
community,
because
what
I'm
noting
seeing
here
is
again,
like
still
a
lack
of
clarity
of
the
work
that
ovp
is
doing
and
how
often
the
community
leaders
that
we
might
be
contracted
with
or
that
we're
supporting
are
also
fulfilling
requests,
that's
being
made
through
mpd
and
the
conflation
of
that
work,
and
I,
I
noted
several
examples
again
around
bolero
flats,
the
the
opportu
well,
the
the
situation
where
we
had
ovp
staff
providing
healing
services
and
support
services
to
residents
for
a
tragedy
in
which
mpd,
basically
enacted
mpd,
should
have
been
in
coordination
and
providing
support
to
those
residents
as
well,
and
that
it
doesn't
seem
like
that
has
happened.
I
I
think
another
opportunity
where
we're
seeing
that
conflation
is
several
weeks
ago
in
light
of
amir
lok's
murder,
where
certain
groups
were
allowed
to
preview
body,
cam
footage
and
from
my
understanding,
there's
not
a
standardized
policy
of
that.
I
We
need
to
make
it
very
clear
that
those
groups
were
not
acting
on
behalf
of
obp
and
and
may
have
been
acting
in
requests
of
mpd,
and
if
those
groups
are
therefore
expecting
to
be
compensated
for
their
time,
which
they
should
be,
then
we
should
be
noting
which
agencies
who
have
made
those
requests
should
then
fulfill
the
financial
responsibility
of
compensating
those
groups.
So
I
think
it
would
be
great
if
we
could
have
a
fully
fleshed
out
presentation
from
you
know
kathy
what
you
mentioned.
I
You
know
going
back
and
bringing
a
list
of
those
groups.
I
would
love
if
we
could
have
that
in
the
open
discussion
here
on
phs.
So
we
can
fully
make
it
transparent
because
I
think,
as
we're
working
all
of
us,
as
council
members
and
staff,
to
improve
the
public
credibility
of
our
entreprise
of
our
agencies,
people
are
really
valuing
public
transparency
of
how
we're
engaging
in
relationships
with
community
groups
how
we're
going
about
building
contracting
services.
What's
the
decision
making
process
around
it
and
the
best
we
can
do
that
in
these
open
forums.
I
I
think
the
better,
but
have
that
conversation
being
very
rooted
in
this
is
what
ovp
is
is
as
doc.
Director
cotton
has
noted.
These
are
the
functions
that
this
department
is
serving,
and
these
are
the
functions
that
mpd
is
serving
as
it
relates
to
external
groups
and
how
they're
asking
them
to
show
up
so
that
again,
there's
no
conflation
between
the
two.
So
I
would
really
love
to
work
with
our
fellow
chairs
to
bring
that
presentation
here.
So
we
can
crystallize
those
dynamics
and
really
minimize.
I
B
You
councilmember
wesley,
whereby
I
will
talk
to
vice
chair
payne,
about
your
request
and
see
if
we
can't
get
something
on
an
upcoming
agenda,
deputy
chief,
wait,
you
have
your
name
and
queue.
H
Yes,
ma'am,
thank
you
so
and
in
response
to
council
member
jose
robles
comments,
I
just
I
have
brought
in
robin
mcpherson
and
director.
Mcpherson
could
speak
to
that.
The
contract
questions
that
you
had
ma'am.
E
I
We
gotta
make
some
stuff
here.
Thank
you
robin
mcpherson,
for
joining.
I
think
as
if
you
were
able
to
hear
any
of
my
last
comment.
I
think
there's
been
you
know
a
number
of
questions.
That's
really
anchored
in
you
know
getting
clarity
over.
You
know
the
roles
in
which
ovp
is
providing
the
partnerships
that
we've
cultivated
through
our
contracting
of
certain
groups
and
also
noting
that
some
of
those
groups
might
also
overlap
with
existing.
You
know
relationships
with
mpd,
so
just
for
clarity,
you
know,
for
the
public.
I
Does
mpd
posses
possess
a
list
of
partners
that
is
that
is
fulfilling.
You
know,
engagement
roles
so
that
we
can
make
that
very
clear
to
the
public
and
if
so,
what
is
the
way
to
access
that
if
it's
publicly
available
so
that
everyone
knows?
Okay,
when
you
know
certain
groups
are
showing
up
to
a
crime
scene
or
showing
up,
unfortunately,
to
a
police
related,
shooting
and
killing
that
they're
operating
on.
I
K
Sure
I'd
be
happy
to
thank
you
very
much,
councilmember
and
and
committee
chair.
Really,
things
have
changed
quite
a
bit
over
the
last
years,
but
we
currently
have
no
contracts
with
any
of
these
nonprofit
groups
that
are
within
the
community.
K
In
the
past
we
have
had
some
small
contracts,
but
they
have
been
over
for
several
years
now.
So
going
back
a
few
years,
we
had
a
contract
with
mad
dad
that
contract
was,
I
believe,
at
a
maximum
amount,
was
50
000
for
that
contract,
and
then
we
received
a
wellness
grant
through
the
federal
government
and
we
had
contracts
with
several
groups
during
that
grant
period,
which
I
believe
was
a
three-year
grant,
but
that
has
been
over
for
several
years
now.
K
K
The
only
thing
I
can
say
is
that
the
did
has
had
support
and
has
had
contracts
with
those
groups
and
I'm
sure
that
they
have
called
them
out,
or
they
have
called
them
out
in
conjunction
with
maybe
the
police
department.
But
I
really
can't
speak
to
the
logistics
of
what
that
is,
since
that
is
through
the
con.
Any
contracts
would
be
through
the
d.I.d.
I
Thank
you
so
much
for
that
mcpherson,
a
dynamic
that
I
didn't
know
in
my
comment
is
again
the
conflation
of
these
roles.
Even
if
there's
not
a
paid
contract,
there
does
seem
to
be
again.
You
know
the
charge
of
our
law
enforcement
leaders
is
to
build
relationships
with
the
community,
and
I
think
that
was
demonstrated
in
the
you
know,
hours
after
mayor,
locke's,
shooting
and
killing
that
there
was
a
request
amongst
law
enforcement
leaders
to
pull
together.
You
know
community
leaders
to
to
talk
about
next
steps.
I
So
from
my
understanding
I
believe,
there's
a
chiefs
advisory
board
where
that
might
be
a
place
where
we
are
engaging
community
leaders
who
are
showing
up,
for
you,
know,
moments
of
of
of
harm
and
grief
for
our
communities,
but
also
in
unpaid
capacity
and
just
again,
to
make
sure
we're
clarifying
that
that's
an
unpaid
capacity
and
not
to
be
conflated
if
they
do
have
a
contract
to
do
ovp
work
that
they're
not
showing
up
in
that
space
is
ovp.
I
So
do
you
have
a
list
of
of
groups
that
are
supporting
that
advisory
board
for
our
chief,
because
I
think
that
can
also
help
to
you
know
clarify
that
that
point
of
confusion.
K
Thank
you.
I
do
not
personally
have
that
list,
I'm
certain
sure
that
we
can
get
you
some
names
of
some
organizations
that
have
certainly
helped
over
the
past
year
or
so.
I
do
believe
that
there
are
a
lot
of
groups
that
are
helping
out
of
the
goodness
of
their
heart
and
their
generosity,
which
you
know.
We
certainly
very
much
appreciate,
but
I
do
not
have
a
list,
so
I
would
have
to
get
that
for
you
separately,
which
I'd
be
happy
to
do.
I
Thank
you
so
much
mcpherson
again,
just
for
just
clarity
for
the
public.
Again,
we
know
that
our
leaders,
especially
in
black
and
brown
communities-
and
this
is
just
a
dynamic
of
living
in
a
system
of
white
supremacy
when
you
have
leaders,
especially
black
and
round
leaders,
who
are
serving
a
number
of
roles,
they're
often
drawn
upon
to
do
so
many
things
and
that
can
become
when
we're
especially
bringing
those
partnerships
into
our
institutions.
Like
you,
know
the
city
of
minneapolis.
I
That
can
cause
a
lot
of
confusion
for
the
public
of
what
roles
are
these
community
leaders
playing
because
they
have
like
20
roles
so
wanting
to
make
sure
you
know
again
when
we're
contracting
with
leaders
who
have
these
20
roles,
knowing
that
this
is
the
one
road
that
they're
doing
when
they
clock
out
at
five
o'clock?
And
you
know
if
our
our
chief
or
a
specter
call
call
them
to
show
up
at
a
crime
scene
that
you
should
go.
I
Thank
you
for
your
commitment
to
our
community
and
showing
up,
regardless
of
the
situation,
that
that
is
not
happening
under
your
obp
capacity.
And
if
you
are
needing
to
be
compensated,
then
let's
figure
out
how
to
do
that.
Do
that
through
the
appropriate
channels,
if
it's
through
mpd's
budget,
to
make
sure
those
partnerships
are,
you
know,
being
nourished
and
that
people
are
being
compensated
for
their
labor,
so
would
love
if
there's
a
way
for
us
to
have
that
list
and
also
again
public
transparency,
make
sure
that
it's
publicly
available.
I
E
B
Ice
that
carries
and
item
number
10
is
approved.
There
is
one
more
discussion
item
item.
11
is
the
final
item
on
today's
discussion
agenda
and
it
is
a
contract
with
the
state
of
minnesota
department
of
public
safety,
on
behalf
of
the
bureau
of
criminal
apprehension
for
access
to
minnesota
criminal
justice
data
communications
network,
and
I
think
we
have
commander
glant
from
the
police
department
here
to
give
a
quick
overview
of
the
item
and
to
answer
any
questions
for
council
members.
J
Madam
chair,
I'm
commander
travis
glampi
with
the
minneapolis
police
department.
I
oversee
our
technology
and
support
services,
division
and
I'll
keep
it
really
brief
and
kind
of
open
it
up
for
questions
so
essentially
the
the
minnesota
criminal
data,
communications,
network,
cdjn
and,
unfortunately,
there's
no
really
easy
way
to
let
that
roll
off
the
tongue.
So
pardon
me
for
having
the
trip
over
that
constantly.
J
What
that
is,
is
it's
created
by
state
statute,
and
it
is
our
basic
network
that
we
have
to
go
through
to
access
anything,
that's
controlled
by
the
bca,
which
includes
all
the
federal
criminal
justice
networks
as
well
as
the
states.
J
So
if
we
are
going
to
run
a
driver's
license,
if
we
are
going
to
run
a
vehicle
to
see
if
it's
stolen
anything
that
those
state
or
federal
criminal
justice
databases
touch,
we
have
to
go
through
the
criminal
justice
data
network
and
it's
it's
meant
to
be
a
secure
network
run
by
the
states
so
you're
bringing
in
a
lot
of
safeguards.
J
When
you
are
using
this
network
and
again,
it
is
all
controlled
by
state
statute,
including
the
ability
for
the
commissioner
to
charge
fees,
which
is
why
we're
here
today
and
defining
the
network
itself.
So
the
good
news
is,
is
that
it
is
again
a
state-run
project
with
all
the
securities
brought
to
it
by
the
state.
So
with
that
certainly
open
it
up
to
any
questions
and
be
happy
to,
you
know
continue
on,
or
you
know,
kind
of
clarify
anything
regarding
that.
B
Thank
you,
commander,
glampy
and
I'm
sorry
for
mispronouncing,
your
name
in
the
introduction.
No.
J
G
Thank
you,
madam
chair
yeah.
I
I
had
requested
to
pull
this
out
for
discussion
just
because
there's
so
many
issues
around
data
practices
and
bca
that
emerged
after
the
killing
of
emir
lock,
and
I
was
just
curious
around.
It
sounds
like
you're
answering
this
that
a
lot
of
this
is
just
by
statute
that
we
have
to
go
through
this
process
to
get
access
to
some
of
just
our
day-to-day
operations
and
access
to
data.
G
But
are
there
any
conditions
associated
with
this
access
that
we
need
to
adhere
to
or
things
that
would
prevent
us
from
utilizing
this
data
based
on
this
arrangement.
J
Yes,
vice
chair
and
madam
chair
every
year,
we
have
to
go
through
or
biannually.
We
have
to
all
go
through
security
training.
We
have
to
go
through
certification
and
every
agency
has
to
have
a
terminal
agency
coordinator.
It's
a
specific
position
whose
job
it
is
is
to
make
sure
that
all
the
rules
are
followed,
and
you
know
certainly
with
it
comes
the
data
practices
act
that
attaches
to
all
this.
J
In
the
case
of
a
breach,
we
have
to
notify
people
and
there's
special
provisions
regarding
misuse
of
the
data,
so
it
really
does
come
with
it
a
lot
of
added,
I
guess,
consequences
and
responsibilities
that
have
over
the
past
few
years
evolved.
So
I
I
think
it's
a
really
good
thing
that
we
have
this
funnel
to
go
through
both
from
the
security
of
the
electronic
security.
J
If
you
will
the
cyber
security,
as
well
as
the
back-end
data
practices,
security,
where
we're
really
making
sure
we
properly
educate
our
people
constantly
about
the
dangers
and
our
responsibilities,
you
know
as
we
move
forward,
and
the
other
thing
too,
I
would
add,
is
there
is
a
level
of
physical
security
that
we
have
to
maintain
on
our
devices,
such
as
two-factor
authentication,
background
checks
on
people
who
are
going
to
be
around
computers.
J
We
don't
leave
our
computers
out
in
the
open
unless
it's
in
an
area
that's
secured
and
people
are
backgrounded
to
come
in.
So
there
is
also
a
level
of
physical
security,
that's
built
into
our
devices
in
our
areas
where
we
are
and
where
there
could
be
access
to
this
data.