►
From YouTube: September 20, 2022 Budget Committee
Description
Additional information at:
https://lims.minneapolismn.gov
A
A
Let
the
record
reflect
that
we
have
a
quorum
today.
We
will
continue
hearing
presentations
from
City
departments
on
the
mayor's
2023-2024
recommended
budgets
on
the
agenda.
Today
is
the
police
department,
neighborhood
safety,
currently
known
as
the
office
of
violence
prevention
and
the
mayor's
office
as
a
reminder
to
council
members
and
a
note
to
the
public
department,
presentations
will
include
a
department
overview,
a
program
and
Staffing
summary
program
updates
and
new
spending
recommendations
and
then
the
corresponding
q
a
is
to
remain
within
that
scope.
A
Our
first
presentation
today
is
from
the
police
department
I've
allocated
up
to
one
hour
for
this
presentation
and
the
corresponding
q,
a
after
which
we
will
move
on
to
the
then
to
the
second
presentation.
I
recognize
interim
Chief
Emilia
Huffman
to
give
the
police
department's
presentation
interim
chief.
D
Thank
you
good
morning
and
thank
you
for
the
opportunity
to
present
our
2023
budget.
We
have
quite
a
bit
to
cover
this
morning,
so
I'm
going
to
fast
forward
through
some
of
the
first
slides,
because
I
know
you
are
all
very
familiar
with
this
material.
The
mission
and
vision,
of
course,
to
provide
comprehensive
police
services
using
the
procedures
of
procedural
Justice,
voice,
neutrality,
trust
and
respect
to
increase
trust,
Professional,
Service
and
accountability
in
the
community.
D
This
is
the
current
organizational
chart
for
the
police
department.
If
you
have
any
questions,
we
can
certainly
discuss
any
of
this,
but
otherwise
I
will
Fast
Forward
into
the
program
and
Staffing
summary.
Our
2023.
All
funds
budget,
as
presented
by
the
mayor,
is
199.7
million
dollars.
This
is
an
increase
of
6.6
million
dollars
about
3.4
percent
over
the
2022
budget.
This
includes
a
reduction
in
sworn
full-time
employees
by
25
to
a
projected
average
of
731
for
2023..
D
D
The
increase
in
the
2023
budget
is
primarily
due
to
the
following
factors:
there
is
the
decrease
in
full-time
employees,
which
is
offset
by
rate
increases
and
overtime
costs,
and
also
the
increase
in
workers.
Compensation
costs,
internal
service
charges.
Those
are
the
charges
that
one
Department
pays
to
another
for
things
like
it
services
and
Fleet,
and
the
increase
in
our
liability
premiums.
D
D
D
D
So,
as
you
can
see,
the
community
and
collaborative
engagement
had
zero
budgeted
sworn
ftes
at
the
beginning
of
this
year.
Those
functions
had
been
collapsed
into
another
part
of
the
police
department.
We
have
recreated
that
reporting
structure
within
the
police
department.
Now
so
in
the
2023
budget,
you'll
see
15
sworn
ftes
are
budgeted.
We
currently
have
14
people
working
in
that
area.
D
D
As
we
break
it
down
into
the
programmatic
areas
of
the
police
department,
the
first
we'll
talk
about
is
investigations
and
forensics.
These
are
the
traditional
investigative
units
that
handle
cases
that
are
reported
crimes
and
incidents
that
are
reported
in
the
City
of
Minneapolis.
These
are
the
investigations,
including
homicide,
shootings
and
assaults,
robberies,
sex
crimes,
child
abuse,
domestic
assaults,
juvenile
investigations
and
Licensing
and
financial
crimes,
as
well
as
the
work
of
the
crime
lab
to
respond
to
scenes
to
collect
and
process
all
of
the
evidence
associated
with
those
incidents.
D
Some
of
the
metrics
and
accomplishments
that
investigations
and
forensics
would
like
to
highlight
over
the
3200
cases
were
assigned
to
an
investigator
in
2021.
There
were
over
3
500,
distinct
offenders
and
suspects
identified
in
those
cases
and
over
1800
cases
that
were
assigned
to
an
investigator
were
then
forwarded
to
the
Hennepin
County
Attorney's
Office
for
charges
and
about
53
percent
of
identified
offenders
had
cases
submitted
at
one
point
during
2021.
D
in
the
gun
cases,
which
of
course
is
of
significant
interest
to
everyone
in
Minneapolis.
At
this
point
there
were
738
assigned
cases
where
a
gun
had
been
recovered.
454
of
those
are
closed
and
361
of
the
closed
cases
were
closed
with
charges
that
were
brought
either
by
the
city
or
county
additional
information
about
the
crime
lab
work.
Of
course,
the
crime
lab
does
all
of
the
work
to
process
all
of
the
discharge,
casings
that
are
recovered
from
those
shooting
and
discharge
of
weapon
incidents
they
had
processed
casings
recovered,
resulting
in
6
000
Neiman
hits.
D
D
Our
investigators
partnered
with
a
wide
range
of
agencies
and
Outreach
Services,
particularly
in
the
areas
of
sexual
assault
and
domestic
assault.
We
try
to
work
closely
and
collaboratively
with
victim
Services
providers
so
that
those
victims
do
receive
the
support
and
services
that
they
need
both
for
their
personal
recovery
and
to
assist
in
the
prosecution
so
that
they're
able
to
have
their
day
in
court
to
seek
Justice.
D
D
D
D
Moving
on
to
the
special
operations
and
intelligence
function
in
the
police
department,
this
is
the
area
of
the
police
department
that
covers
both
Specialized
Service,
like
SWAT
bomb
and
canine
response
special
event
planning,
as
well
as
our
strategic
information
center.
Those
are
the
folks
who
are
compiling
information
from
all
of
the
cameras
around
the
city
of
Minneapolis.
To
helping
to
produce
investigatory
leads
to
further
the
cases
being
worked
by
investigators.
D
There
were
84
warrants
that
were
served
in
2021
38
have
been
served
in
2022.
We
have
continued
to
look
for
ways
to
leverage
technology,
particularly
to
offset
the
decrease
in
sworn
employees.
So
we've
been
very
grateful
for
the
arpa
money
that
the
city
has
invested
in
increasing
our
camera
and
lighting
program
to
provide
more
investigatory
leads
for
our
folks
who
are
working.
Those
cases.
D
D
So,
as
you
look
at
the
changes
in
the
budget,
The
increased
costs
are
due
to
changes
in
the
reporting
structure
for
full-time
employees.
We
did
make
some
structural
changes
in
the
police
department
that
moved
employees
from
one
division
to
another
and
then,
if
you
look
at
2024,
the
reduction
here
is
basically
down
to
the
insurance
premium
decreased.
D
The
work
of
the
gun
investigations
unit,
which
I
know
you
folks
are
familiar
with
from
previous
presentations,
has
resulted
in
that
significant
seizure
of
guns,
despite
the
fact
that
the
overall
sworn
Staffing
for
the
police
department
has
been
significantly
reduced,
the
number
of
guns
recovered
continues
to
track
with
previous
years,
and
that
work,
as
we
have
seen,
has
resulted
in
a
decrease
in
the
reported
of
shots,
fired
and
shooting
incidents
in
the
direct
days
following
the
focused
enforcement
details,
work
and
also
the
gunshot
wound
victims
are
down
11
percent
this
year
and
the
homicide
numbers
have
also
decreased
slightly
over
last
year,
foreign.
D
When
you
look
at
calls
for
service
data,
we
pulled
some
numbers
here
for
year
to
date,
through
September
14th
numbers
of
calls
for
service
176
605
calls
had
been
logged
as
of
September
14th.
As
of
today,
it's
178
679..
If
you
look
at
the
priority
of
those
calls,
it's
not
broken
out
on
the
slide,
but
about
73.
D
000
of
those
calls
were
either
priority.
Zero
or
Priority
One
calls.
Those
are
the
calls
for
service
where
dispatch
has
determined
that
there
is
a
threat
to
Life
Safety
or
the
immediate
loss
or
destruction
of
property.
So
a
very
significant
number
of
priorities.
Zero
and
Priority
One
calls
this
year.
D
Overtime
costs,
so
we
are
requesting
two
million
dollars
in
the
2023
budget
for
overtime
costs.
Overtime
costs
are
necessary
to
provide
services
in
order
to
provide
services
to
the
City
of
Minneapolis,
whether
that's
Patrol,
9-1-1,
Community,
engagement
or
investigation.
We
need
folks
working
hours
when
we
have
more
folks.
We
work
more
regular
hours
when
we
have
fewer
full-time
sworn
employees
than
we
use
overtime
to
help
offset
that
loss.
D
If
you
take
a
look
at
this
chart,
this
is
just
a
visual
representation
of
what
I
had
just
explained.
You
can
see
that
in
the
blue
here
these
are
regular
hours.
This
is
on
duty.
Time
worked.
As
that
decreases.
You
can
see
that
there
has
been
an
increase
in
the
orange
which
is
overtime.
Hours
worked.
We
estimate
that
it'll
be
about
200
000
hours
of
overtime.
D
Thank
you.
We're
also
requesting
1.5
million
dollars
in
the
2023
budget
to
continue
the
law
enforcement
support
contractual
Services.
Currently,
this
is
support
being
provided
primarily
by
the
Minnesota
state
patrol
Troopers,
who
are
doing
high
visibility,
Patrol
and
presence
in
corridors
that
have
experienced
significant
amounts
of
violent
crime
during
Peak
periods,
as
well
as
investigators,
and
an
analyst
from
the
Bureau
of
Criminal
apprehension
who
are
assisting
in
investigations,
providing
support
and
additional
investigative
resources,
particularly
around
gun
investigations,
as
well
as
other
violent
crime
cases.
D
Professional
Standards,
Administration
and
professional
development:
this
is
the
training
in
Internal
Affairs
components
of
the
department,
primarily
the
folks
who
are
responsible
for
developing
and
providing
training
to
our
employees
to
be
able
to
maintain
post
licensure,
as
well
as
to
provide
specialty
training
required
for
particular
kinds
of
functions.
These
are
also
the
folks
who
handle
the
internal
affairs
investigations
so
investigating
complaints,
both
internally
and
externally,
generated
for
cases
to
enter
into
the
disciplinary
system.
D
Foreign
during
this
year,
we've
been
very
focused,
of
course,
on
training
in
health
and
wellness.
Some
of
the
accomplishments
that
are
highlighted
on
here
includes
identification
of
a
vendor
to
provide
comprehensive,
trauma-based,
Wellness,
Services,
Psychological
Services
to
Police
Department
employees.
D
Folks
in
this
particular
area
have
also
been
working
with
the
unity,
Community
mediation
team
and
have
developed
a
memorandum
of
understanding
to
continue
the
collaboration
with
those
particular
Community
groups
represented
by
unity,
Community,
mediation,
team
and
they
are
integral
component
of
our
recruiting
and
hiring
plans.
Going
forward.
D
As
a
visual
representation
of
the
work
being
done
by
the
leadership
in
organizational
development,
folks
in
the
training
as
you'll
see
here,
this
covers
everything
from
at
the
top
legal
updates
use
of
force.
De-Escalation
training
things
that
can
be
provided
online
to
read,
meet
post
requirements
down
through
able
and
icat
training
and
include
supervisor
training,
specialty
training
for
licenses
and
certifications,
including
folks
in
the
crime
lab
bike,
Patrol
field
training
officers
and
then
other
kinds
of
mandatory
training
such
as
range
training
and
emergency
vehicle
operations.
Training.
D
Since
January
2022,
the
recruiting
folks
have
participated
in
45,
Community
collaborative
events.
Some
of
you
may
have
seen
some
of
the
posts
on
Facebook
about
this
work,
including
events
done
in
collaboration
with
Urban
Ventures
on
the
south
side
to
work
with
youth
and
have
been,
of
course,
establishing
recruiting
efforts
and
Community
engagements
in
collaboration
with
existing
Minneapolis
and
Community
organization.
D
Events,
everything
from
events
at
churches
and
community-based
organizations
to
events
like
open
streets
where
we
participate
and
have
recruiting
opportunities
set
up
to
connect
with
community
members
there
and
they
have
developed
449
contacts
with
folks
who
are
interested
in
entering
one
of
our
Pathways
firm
hiring.
This
is
everything
from
the
community
service
officer
program
through
the
cadet
program
and
traditional
recruit,
hiring.
D
We
are
requesting
739
000
in
2023
budget,
for
a
pilot
program
to
expand
our
recruiting
Pathways.
You
know
right
now.
We
have
three
primary
Pathways
to
hiring
Community
Service
Officer
program
is
the
one
that
has
the
lowest
barriers
to
entry.
A
Community,
Service
Officer
program
requires
candidates
to
only
have
completed
their
high
school
diploma
and
have
no
post
licensing
disqualifications
in
terms
of
a
criminal
history,
and
then
they
can
work
part-time
for
the
police
department
while
they
go
to
school
to
earn
their
two-year
degree
in
criminal
justice
or
law
enforcement.
D
Current
MPD
demographics
here
on
this
particular
slide,
you'll
see
between
2017
and
our
current.
We
have
increased
the
number
of
bypoc
officers
in
the
police
department.
We
are
currently
at
about
29
percent
people
of
color
among
the
sworn
staff
in
the
police
department.
As
we
look
at
our
various
Pathways
to
hiring
the
Community
Service
Officer
program
typically
does
have
the
highest
level
of
diversity
which
currently,
in
the
most
recent
numbers
from
2021,
was
about
67
percent.
The
cadet
program
is
our
next.
D
Most
diverse
pathway
for
hiring
Cadets
are
folks
who
have
completed
either
a
two
or
four
year
college
degree,
but
not
specifically
in
criminal
justice
or
law
enforcement.
They
need
to
to
take
some
of
the
educational
and
skills-based
programming
in
order
to
become
eligible
for
Licensing
in
Minnesota,
and
so
we
do
have
a
program
that
provides
that
Education
and
Training
for
them.
D
This
is
oftentimes
people
who
are
making
a
career
change,
who
have
discovered
a
passion
for
community
service
service
and
are
looking
for
an
entry
into
the
public
safety
career
and
then
our
least
diverse
pathway
for
hiring
is
typically
our
traditional
recruit
hiring.
Those
are
folks
who
have
always
known
that
they
wanted
to
go
into
policing
and
have
gone
to
school
and
obtain
that
two
or
four-year
degree
and
taken
the
skills
class
and
are
eligible
for
post
licensing.
A
Thank
you
interim
Chief
Huffman,
we'll
now
stand
for
questions,
just
a
reminder
to
my
colleagues
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
after
which
we
will
move
on
to
the
next
in
queue.
Council
members
may
put
themselves
back
in
queue
to
ask
another
question
if
desired
and
then,
as
a
reminder,
the
Q
a
should
remain
within
the
scope
of
this
department
presentation
as
well.
So
all
right.
E
Thank
you,
chair,
Koski
I
just
wanted
to
get
some
clarification
on
the
number
of
sworn
active
officers.
I
know
during
the
arpa
budget
back
in
May
I
believe
it
was
DC
Force
who
delivered
a
presentation.
That
said
we
were
at
about
350.,
so
it's
my
understanding
that
we've
increased
about
200
since
May
in
active
officers.
D
Chair
Koski
councilmember
wansley,
so
you
know
without
looking
at
exactly
what
data
Deputy
force
was
looking
at.
If
you
look
at
our
overall
Patrol
component,
you
can
divide
that
out
in
several
ways.
One
is
to
look
at
just
the
number
of
officers
who
are
available
to
answer
9-1-1
calls,
which
would
be
a
smaller
number
than
this
total
number
that
I
presented
here,
which
includes
both
officer,
sergeants,
lieutenants
and
inspectors
as
the
precinct
commanders,
so
supervisory
Personnel,
who
are
not
generally
engaged
full-time
in
9-1-1
response.
D
C
Thank
you,
madam
chair
yeah,
I'm
wondering
if
we
could
take
a
look
at
slide.
Six
and
I'm
curious
about
our
investigation
in
forensics
component
to
the
department
I
see
that
our
total
sworn
budgeted
for
2023
is
731.
So
that's
I
think
a
very
reality
based
Target,
based
on
the
reality
of
the
court
case,
our
Charter
and
the
struggle
with
recruitment,
but
I'm
concerned
that
this
70
30
rule
within
the
Federation
contract.
D
Chairkovsky
councilmember
Payne,
so
the
70
30
rule
is
not
a
barrier
at
this
point
in
terms
of
allocating
our
resources.
What
is
a
barrier?
Is
our
Total
Staffing
number
for
full-time
sworn
employees
because
of
the
life
safety
issues
associated
with
Patrol
response.
We
have
been
working
extremely
hard
to
allocate
a
maximum
number
of
resources
to
that
Patrol
response
and
so
investigations
and
all
of
the
administrative
and
training
functions
in
the
department
have
accrued
additional
losses,
as
we
have
reallocated
existing
resources
to
patrol
so
I
agree
with
your
underlying
sentiment.
D
Absolutely
it
is
critical
for
us
to
restaff
the
department
so
that
we
can
provide
the
investigative
staff
necessary
to
follow
up
on
cases,
including
very
serious
crimes
in
the
City
of
Minneapolis,
that
we
as
a
city
should
expect
to
have
the
to
be
able
to
maximize
our
investigative
response.
But
to
do
that,
we
need
to
hire.
C
D
As
we
have
experienced
attrition
over
the
last
few
years
we
have
allocated,
we
have
assigned
officers
into
those
Patrol
functions.
We
have
not
promoted
investigators
into
investigatory
functions
at
the
rate
that
we
would
have
had.
We
been
a
larger
Police
Department.
A
Thank
you,
I
have
myself
next
in
queue.
I
just
had
a
quick
question.
I
think
you
had
mentioned
that
six
crime
prevention,
Specialists
are
moved
back
into
MPD
and
I
was
wondering
if
you
could
just
go
into
a
little
deeper
about
that
decision.
D
Thank
you
chairkovsky,
so
the
overall
reallocation
of
the
civilian
employees
here
includes
a
little
bit
more
complicated
change
than
that.
So
there
are
11
crime
prevention
specialists
that
we
have
asked
in
this
budget
to
be
returned
to
the
Minneapolis
Police
Department.
In
the
meantime,
we
have
moved
other
civilian
staff
from
our
records
unit
into
the
clerk's
office
to
help
the
clerk's
office
manage
data
practices
requests.
D
Of
course,
those
positions
came
from
MPD
were
moved
during
the
budget
process
for
2021,
but
those
are
positions
that
have
continued
to
work
primarily
as
vehicles
for
communication
and
collaboration
between
the
police
department
and
neighborhood
groups,
block
clubs,
business
groups,
stakeholders
in
community,
both
sharing
information
about
crimes
taking
place,
responding
to
inquiries
about
incidents
and
providing
information
and
services
to
community
community
groups
and
individuals
to
help
them
identify
ways
to
protect
themselves
from
becoming
a
victim
of
crime.
A
Thank
you
appreciate
that
now
we
have
council
member
wansley
thank.
E
You
chairkoski
I
just
also
had
a
follow-up
question
around
well
building
off
of
council
member
Payne
in
terms
of
both
the
70
30
Rule
and
also
just
like
staff
and
capacity
for
investigations.
I
know
this
is
a
big
issue,
probably
in
all
of
our
Awards
I
know,
mines
of
just
not
having
follow-through
on
cases.
I
mean
from
my
understanding
the
point
that
you
made
of.
If
we
have
more
Staffing
or
increase
in
Staffing,
then
we
will
be
able
to
attract
or
have
those
investigative
positions
fulfilled.
D
Thank
you,
chair,
kosky,
councilmember
wansley.
Yes,
the
patrol
Bureau
traditionally
has
always
been
the
largest
part
of
the
police
department
and
the
most
staffed
part
of
the
police
department.
Simply
the
volume
of
9-1-1
call
responds
as
well
as
the
other
work
that
those
911
responders
do,
including
handling
all
of
the
initial
report,
taking
the
identification
of
evidence
collaborating
to
maintain
the
security
of
those
crime
scenes.
D
While
the
crime
lab
does
come
out
to
process
those
more
complex,
violent
crime
incidents
falls
on
the
patrol
Bureau,
so
it's
important
to
have
adequate
Staffing
at
the
front
end
or
there
really
isn't
that
material
for
investigations
to
work
with,
because
the
product
that
they
get
to
begin
their
investigations
is
all
of
what
is
developed
by
the
patrol
Bureau.
In
that
initial
response
and.
D
Thank
you,
chair
Koski
and
council
member
wansley.
I
didn't
bring
information
about
the
investigative
statistics.
We
can
certainly
sit
down
and
talk
through
that
at
a
later
date,
but
we
I
can
certainly
say
without
even
having
those
numbers
in
front
of
me
that
the
number
of
cases
that
we
have
not
been
able
to
assign
for
investigation
is
far
larger
than
what
any
of
us
would
choose
for
it
to
be.
F
Thank
you,
madam
chair
Chief.
Could
you
you
had
mentioned
one
of
your
slides
that
that
you've
lost
about
500
000
hours
due
to
shortage,
and
you
make
up
for
that
with
25
000
hours
of
overtime
and
then
13
000
hours
with
the
state
patrol?
Well,
that's
still
a
big
gap
and
is.
Is
that
the
reason
why
the
the
response
times
are
so
low
are
are
high,
I
should
say.
D
Thank
you,
chair
kosky
and
council
member
rainville.
So
yes,
the
amount
of
service
that
we're
able
to
make
up
for
in
those
hours
of
overtime
in
no
way
replaces
The
Hours
worked
by
the
employees.
We've
lost
through
attrition
over
the
past
three
years,
so
we
have
been
attempting
to
provide
the
most
critical
Services
as
well
as
begin
to
rebuild
our
community
engagement
functions
in
small
ways,
because
that
of
course,
is
so
very
important
to
the
overall
success
of
our
investigative
and
Patrol
work.
D
But
if
you
look
at
Staffing
for
the
police
department
in
the
Years
prior
to
2020,
you
would
see
that
we
were
able
to
staff
footbeats
and
shifts
of
officers
to
provide
additional
response,
particularly
at
very
Peak,
emergent,
Life,
Safety
9-1-1
response
times
for
downtown.
You
know
that
included
a
whole
power
shift
of
officers
that
were
in
place
to
specifically
work
during
that
nightlife
period,
where
it's
incredibly
busy
downtown
as
the
size
of
the
department
shrunk,
we
were
no
longer
able
to
staff
those
functions.
D
D
You
know,
deter
crime
taking
place
during
those
Peak
nightlife
hours
and
respond
to
emergent
Life
Safety
incidents,
which,
unfortunately,
we
have
all
too
often
at
that
bar
close
period
of
time,
and
the
community
response
teams
in
three
of
the
five
precincts
are
no
longer
staffed,
so
those
were
flexible
response.
Employees
that
the
precinct
commanders
could
use
to
respond
to
emergent
quality
of
life
issues,
neighborhood
complaints
in
the
precincts
that
are
no
longer
there,
so
certainly
the
overall
shift
Staffing
is
smaller.
There
are,
are
fewer
officers
typically
at
work.
G
You
chair
Koski,
thank
you
chief
for
the
presentation,
I
appreciate
the
information.
My
question
is
about
the
Partnerships.
You
know
I
know
we
have
budgeted
with
the
arpa
funds
for
I,
think
400
000
for
BCA
support
and
state
trooper
support.
Do
you
have
that
in
the
budget
for
this
upcoming
year
and
have
we
have
we
used
all
those
funds
already
for
this
summer
for
the
Operation
Safe
summer?
I
think
that's
what
it
was
called
for
that
detail.
D
Thank
you
chairkovsky
councilmember
Vita.
So,
yes,
we
are
on
track
to
use
those
funds
that
we
currently
have
budget.
In
2022,
the
Bureau
of
Criminal
apprehension
has
provided
13
employees
who
are
working
embedded
in
the
Minneapolis
Police
Department,
providing
investigative
and
analytic
support,
particularly
around
violent
crimes,
and
very
much
for
the
gun
investigations
unit
working
on
those
focused
enforcement
details,
and
we
are
also
reimbursing
the
Minnesota
state
patrol
for
costs
associated
with
high
visibility
presence
and
Patrol
Thursday,
Friday
and
Saturday
nights
during
the
evening
hours.
D
You
will
see
the
state
troopers
both
on
the
Broadway
Avenue
Corridor
and
on
Lake
Street,
providing
that
additional
law
enforcement
presence,
and
they
have
also
provided
some
additional
presidents
presence
around
the
University
of
Minnesota
during
the
move-in
week
to
increase
the
feeling
of
Safety
and
Security
around
the
campus.
So.
G
E
Councilmember
reviews
question
made
me
raise
something
separate
or
come
up
with
something
different
of.
Can
you
give
us
a
number
of
like
the
the
actual
patrols
that's
being
provided
by
the
state?
I
know
it
quantifies
it
here
in
13
000
hours,
but
what
the
Yeah,
the
total
number
of
patrols,
that
supplementing
MPD
right
now
sure.
D
Sorry
Council
chair,
Koski,
council,
member
wansley
I
didn't
break
the
breakdown
in
the
number
of
Patrol
versus
the
number
of
hours,
but
we
certainly
can
get
that
to
you.
The
state
patrol
is
sending
us
the
weekly
recap.
They
were
asked
to
staff
if
possible,
Thursday
Friday
Saturday
evenings,
so
we
can
break
that
down
into
the
total
number
of
patrols
versus
the
total
number
of
hours
for.
E
You,
you
know
any
estimates
just
even
Ralph's
kind
of
hand.
No,
no
okay!
Well,
my
actual
question
was
you
provided
some
context
about
MPD
having
I
think
victim
Services
is
part
of
our
investigative
division.
E
I
know,
I
just
had
an
incident
in
my
ward,
a
couple
of
times
where
folks
are
looking
for
these
type
of
services.
Can
you
state
who
are
our
providers
or
providers
who
you
all
work
with
for
those
services?
Sure.
D
So
we
have
worked
with
any
number
of
providers,
both
around
domestic
assault
services
and
particularly
sexual
violence.
So
the
Sexual
Violence
Center
has
been
a
regular
partner
for
us
in
terms
of
Contracting
for
Victim
Advocacy.
The
City
of
Minneapolis,
of
course,
has
provided
domestic
assault,
Supportive
Services,
and
we
also
work
closely
with
Cornerstone
awesome.
E
H
Thank
you,
Chief
for
that
presentation.
I
have
a
couple
questions
about
the
investigation.
We
have
money
victims
of
violence
crimes
today,
Minneapolis
especially
my
residents,
people
that
have
been
shot,
people
that
lost
their
family
members
and
what
I'm
hearing
from
the
community,
and
especially
some
of
the
community
members,
is
that
this
cases
has
not
been
solved.
H
They're
left
that
way,
and
they
haven't
really
the
individuals
that
commit
this
crime
as
we're
not
brought
to
Justice
I
want
to
ask
you:
what
is
your
I
guess:
investigation
rate
of
solving
or
cutting
the
individuals
that
committed
crime?
What
percentage
is
that?
The
cases
that
you
investigated.
D
Council
member
Osman,
so
certainly
it
depends
on
which
particular
category
of
crime
you're
looking
at,
but
the
numbers
that
I
brought
that
I
happen
to
have
at
hand
this
morning
in
advance
of
the
budget
presentation
for
our
year-to-date
homicides.
So
year
to
date,
we've
had
65
people
who
were
murdered
in
the
City
of
Minneapolis
in
63,
separate
cases,
because
we
did
have
two
of
those
cases
that
were
double
murders.
25
of
those
cases
have
been
closed.
With
charges
related
to
the
homicide,
three
cases
were
declined
by
the
County
attorneys
after
a
suspect
was
identified.
D
Typically,
those
are
cases
in
which
there
are
significant
issues
related
to
self-defense,
and
one
case
was
cleared
exceptionally
cases
that
are
closed.
Exceptionally,
are
only
closed
that
way
if
they
have
been
determined
to
have
been
not
a
Murder
By,
the
prosecuting
Authority.
So,
for
example,
they
have
categorically
ruled
the
case
self-defense,
which
of
course,
we
have
had
an
incident
in
2022
in
the
third
precinct
that
many
of
you
are
familiar
with,
where
a
suspect
was
identified
and
turned
over
for
prosecution.
H
Okay
and
just
the
opening
cases
that
have
been
prior
or
previous
years,
do
you
still
continue
to
investigate
those
ones
or
you
just
don't
have
a
time
for
them.
D
So
homicide
cases
are
never
closed.
There's
no
statute
of
limitations
on
murder
cases,
and
so
you
know
you
will
have
probably
seen
the
publicity
from
the
past
couple
of
weeks
for
a
very
old
case
from
the
1990s,
where
DNA
evidence
was
just
able
to
identify
an
offender
and
he
was
convicted
for
that
case,
even
these
many
years
later.
So
we
certainly
do
continue
to
investigate
cases
from
previous
years.
Our
staffing
in
the
homicide
unit
now
is
smaller
than
it
was
in
the
past,
as
it
is
across
all
of
the
functions
in
the
police
department.
D
H
I,
remember
communication
from
the
mayor
and
me
asking
him
help
some
of
the
look.
Some
of
the
areas
in
in
in
my
community
in
my
world
are
those
determined
what
place
do
you
go
to
or
is
that
is
that
a
policy
that
they
go
by
their
contracts?
What
locations
to
be.
D
A
F
Thank
you,
madam
chair
I,
do
have
one
question
so
I'm
I'm
listening
to
you,
Chief
I'm
very
impressed
at
your
effort,
your
Outreach
effort
into
the
high
school
programs
and
I'm
I'm
curious.
How
did
or
how
or
who
worked
with
the
school
board,
to
insert
this
program
into
the
high
schools.
D
Thank
you,
chair
Koski,
councilmember
rainville,
so
you
know
we
certainly
have
been
looking
for
Avenues
to
rebuild
our
relationships
in
Minneapolis
public
schools
for
the
last
few
years.
You
know
we
understand
that
building
relationships
with
young
people
is
incredibly
important
for
Community
engagement,
to
build
trust
for
our
be
able
and
able
to
provide
Public,
Safety,
Services
and
solve
cases
as
well
as
prevent
crimes
and
to
give
young
people
a
productive,
positive
Avenue
to
spend
time
develop
skills
build
relationships.
So
we've
had
many
conversations
with
Folks
at
Minneapolis
public
schools
over
the
last
few
years.
I
Thank
you,
madam
chair,
and
thank
you
chief
for
the
presentation.
My
question
is
around
one
versus
two
unit
squads
in
terms
of
responding
to
calls
I
know
before
the
pandemic
began.
I
had
some
data
from
MPD
I
think
it
was
around
80
percent
of
the
time
when
responding
to
a
call,
those
were
two
officer
squads.
I
I
also
know
a
lot
of
cities,
or
at
least
all
the
cities.
I
was
able
to
get
a
hold
of
tend
to
run
one
officer
squads
as
the
norm.
Obviously
there's
some
instances
where
you
know
active,
shooting
that
sort
of
thing
where
you
gotta
have
you
know
two
unit
squads
or
you
know
five
or
ten
squads
respond
right.
How
has
the
ratio
of
these
one
versus
two
unit
squads
change
over
time?
Where
are
we
at
today?
I
Where
do
you
think
we're
going
and
is
that
out
of
a
change
in
management
or
strategy,
or
is
that
a
change
in
necessity
or
both.
D
Thank
you,
chair,
Koski,
councilmember,
Johnson.
Historically,
and
currently
we
do
tend
to
staff
more
two-person
cars
than
one
person
response
cars,
as
you
can
see
from
the
calls
for
service
numbers
that
we
talked
about
earlier
year.
To
date,
we've
had
about
73
000,
priority,
zero
or
Priority
One
calls
those
are
calls
where
the
situation
is
unstable
and
there's
an
emergent
risk
to
Life
Safety
or
the
destruction
or
loss
or
property.
D
So
it's
a
very
significant
number
of
calls
that
we
would
only
dispatch
at
least
a
two-person
response
to,
and
our
training
programs,
including
defensive
tactics
and
use
of
force,
are
very
much
based
on
a
two-person
response
and
increasing
the
number
of
resources
and
Personnel
available
at
a
scene
as
a
way
to
de-escalate
the
need
for
the
use
of
force.
So
we
do
tend
to
staff
much
more
two-person
response
cars
than
we
do
single
response.
Cars.
I
D
Yeah,
no,
no,
historically
and
currently
year
to
date,
we
do
staff,
mostly
two-person
response.
C
Thank
you.
Madam
chair
I
was
just
looking
at
the
difference
between
our
total
ftes
for
the
department
and
sworn
and
by
my
math.
It
would
be
about
176
that
are
civilian,
907,
total
fdes
versus
731
torn
and
I'm
just
curious
about
for
the
civilian
staff.
What
impact
a
are
there
any
civilian
staff
that
are
actually
licensed
peace
officers,
but
just
have
a
civilian
role
and
then
B?
Is
there
an
impact
if
there
are
civilian
staff
that
are
licensed
to
that
70
30
split
for
patrol?
D
Council,
member
Payne
I'm
not
sure
what
you
mean
by
a
civilian
role.
Do
you
mean
within
this
176
employees
there
are
licensed
peace
officers.
C
C
D
Sure
there
wouldn't
be
any
legal
barrier
to
that
I
I.
Don't
think
it
would
be
a
wise
use
of
our
resources,
particularly
under
the
current
constraints
of
Staffing
that
we
have
now
where
we
very
much
do
not
have
enough
sworn
officers
to
carry
out
the
tasks
that
we
would
want
them
to
do
in
Patrol
or
investigations,
as
we
have
had
some
conversation
around
that
or
in
providing
the
kind
of
community
engagement,
dedicated
Community
engagement.
Resources
that
we
would
want
to
have.
D
I
also
think
it's
true
that
we've
certainly
have
a
real
need
for
additional
professional
civilian
staff
in
the
Minneapolis
Police
Department.
We
do
typically
see
that
other
agencies,
our
size,
are
staffed
at
a
higher
level
for
professional
civilian
staff
and
I
would
anticipate
going
forward
under
a
potential
settlement
agreement
or
consent
decree
that
there
would
be
a
larger
requirement
for
those
professional
staff
and
none
of
those
particular
consent
decree
costs
either
related
to
Staffing
training
or
other
kinds
of
tech
technology
requirements
are
included
in
this
current
budget.
I
Chair
and
chief,
so
my
question
is
around
obviously
we've
seen
the
impact
of
a
decrease
in
Staffing
and
a
lot
of
different
ways
throughout
the
department.
How
do
you
still
approach
the
proactive
side
of
the
work?
I'll?
Give
you
an
example.
So,
my
ward,
we
have
one
business
that
generated
more
than
200
calls
in
a
year
somewhere
around
200
calls,
and
we
looked
at
that.
We
said.
Oh,
my
goodness,
can
we
get.
You
know
somebody
from
MPD
to
go
out
and
talk
with
them
about
security
and
how
we
can
actually
reduce
that
volume
of
calls.
I
So
it's
not
such
a
strain
on
resources
and
we
were
told
no,
we
don't
have
capacity
to
do
that
kind
of
interaction
with
the
business.
Yet,
of
course,
that
business
is
now
continuing
to
generate
a
huge
volume
of
calls
which
then
officers
have
to
respond
to,
and
even
recently
we
can
think
about
other
businesses
that
have
an
open
drug
Market
in
front
of
them
and
the
resources
they
generate.
When
incidents
happen
right,
they
can
even
generate
you
know
dozens
of
squads
responding
if
there's
a
shooting
and
somebody
somebody
is
hit.
I
So
how
do
you
think
about
the
proactive
work
of
the
Department
of
trying
to
go
out
and
reduce
some
of
these
calls
coming
in?
Have
you
seen
that
constrained
because
of
Staffing
over
these
past
few
years?
Are
you
looking
at
it
as
a
way
to
help
address
the
volume
of
work
given
the
Staffing
shortage?
What
does
that
look
like.
D
Chair
Koski,
council
member
Johnson,
that's
an
excellent
question.
Those
two
things
are
always
intent
intention
for
us,
under
the
current
Staffing
constraints,
that
we
have
our
desire
to
do
more
proactive
work,
more
work
to
prevent
crime
versus
the
constant
minute
by
minute
need
to
be
responding
to
incidents
in
real
time.
Certainly,
in
the
past,
when
we
had
a
larger
precincts,
they
were
staffed
with
more
flexible
Personnel,
including
the
community
Response
Team.
D
An
issue
like
you
described
now
with
a
problem
business
would
certainly
have
been
one
that
the
inspector
would
have
had
folks
from
a
community
Response
Team
looking
at
that
particular
issue
and
determining
whether
there
was
a
way
that
they
could
respond
to
either
provide
assistance
or
provide
enforcement
work
to
decrease
the
level
of
calls
for
service
in
our
current
Staffing
model.
Of
course,
we
don't
have
those
flexible
resources
nearly
to
the
level
that
we
did
in
the
past.
D
If
a
business
is
not
amenable
to
that,
and
it's
a
licensed
business,
then
of
course
we
work
in
collaboration
with
business
licensing,
to
look
at
what
conditions
there
may
be
that
the
city
can
leverage
to
get
a
more
Cooperative
attitude
from
that
particular
business,
I'm,
not
sure
what
kind
of
business
it
was
in
the
case
that
you're
talking
about
I
mean
these
things
really
vary,
and
the
amount
of
Leverage
that
the
city
has
over
a
particular
location
is
really
dependent
on
the
kind
of
business.
It
is
obviously
at
one
end
of
the
spectrum.
D
We
have
businesses
that
have
an
on
or
off
sale
liquor
license.
There
are
a
lot
of
significant
requirements
in
city
ordinance
for
those
particular
kinds
of
businesses
and
then,
when
you
go
down
from
there
to
businesses
like,
for
example,
a
barber
shop
or
something
that
is
really
not
regulated
by
the
city
at
all,
there's
a
lot
less
leverage
that
the
city
can
bring
to
bear
in
locations.
Thank.
I
D
A
E
One
of
the
it
just
actually
both
of
councilmember
Joss
is
in
Payne's.
Question
is
kind
of
seemed
like
they
derived
a
lot
from
the
MPD
Staffing
study,
because,
usually
just
like
briefly
share.
If
MPD
has
done
any
type
of
analysis
of
incorporating
I
think
it
was
over
30
recommendations,
one
of
which
includes
expanding,
like
Civilization,
is
any
conversation
happening
with
even
commissioner
Alexander
about
like
how
to
implement
some
of
those
recommendations
because
I'm
seeing
a
lot
of
that
come
from
those
questions
you
all
are
raising.
D
Chairkovski,
council,
member
wansley
I'm
not
sure
that
the
commissioner
has
a
chance
to
delve
into
the
particulars
of
the
Staffing
study,
yet
with
all
of
the
things
that
are
on
his
plate,
but
I'm
certain
that
he
will
certainly
you
know
for
us
in
the
police
department.
One
of
the
recommendations
in
that
study
was
that
the
current
level
of
Staffing
at
the
precincts
is
appropriate,
which
I
think
I've
heard
from
many
of
you
over
the
last
several
months.
D
You
know
folks
in
the
community
are
not
finding
that
the
those
resources
that
are
available
are
enough
to
provide
the
services
that
Community
really
is
requesting
from
us,
certainly
not
enough
to
provide
the
kind
of
quick
response
that
people
desire
the
level
of
Investigations
that
folks
want,
or
the
dedicated
Community
engagement
resources
that
many
in
the
community
and
the
police
department
would
like
to
see
us
have.
So,
as
we
continue
to
look
at
those
recommendations
from
the
Staffing
study.
D
I
think
that
you
know
we
we
probably
will
continue
to
evaluate
the
civilianization,
some
of
which
we
have
followed
up
on
this
here,
with
identifying
a
certain
number
of
positions
in
the
police
department
that
were
really
ripe
for
civilianization
and
then
hiring
civilian
staff
into
those
roles,
but
certainly
in
terms
of
the
ability
to
provide
service.
You
know
we
have
not
found
that
the
level
of
Staffing
that
is
recommended
by
that
report
at
this
point
in
time
is
adequate
and
quickly.
D
So
in
terms
of
Pathways
to
hiring
we,
we
are
requesting
the
new
pathway,
which
would
be
targeted
to
young
people
in
Minneapolis.
High
schools,
whether
they're,
public,
alternative
or
Charter,
are
other
Pathways
to
hiring
are
not
specifically
targeted
at
people
under
the
age
of
18..
So
Community,
Service
Officer
program
is
a
pathway
to
hiring
that
has
the
lowest
barrier
to
entry
so
to
be
hired
as
a
community
service
officer
in
the
City
of
Minneapolis.
You
need
to
have
a
high
school
diploma
and
no
post
licensing
disqualifiers.
D
That's
typically
criminal
history
related
issues,
and
then
we
do
hire
those
folks.
They
do
tend
to
be
younger
people
who
are
interested
in
pursuing
a
career
in
public
safety.
They
work
part-time
for
the
Minneapolis
Police
Department
as
community
service
officers.
While
they
go
to
school,
we
do
pay
the
cost
of
tuition
and
books
in
that
program.
So
it's
a
really
incredible
investment
both
in
those
individual
employees
and
their
future
with
City,
but
also
for
the
community
and
the
Greater
Twin
Cities
Community.
D
Law,
enforcement
or
criminal
justice
related
have
not
completed
that
skills
program,
that's
required
for
licensing,
and
then
we
do
pay
the
tuition
cost
for
those
folks
to
take
the
academic
requirements,
as
well
as
to
complete
that
skills
program
and
then
join
a
recruit
class.
So
those
are
our
current
Pathways
to
hiring.
So
that's
five
I
just
want
to
measure.
E
D
G
You
chair,
Koski,
Chief
I,
just
had
a
question
about
positions
that
are
related
to
the
upcoming
consent
decree.
Do
you
have
any
ftes
in
this
budget?
Is
there
current
staff
who
is
going
to
be
working
on
this
I
mean
this
is
going
to
be
millions
of
dollars
coming
down
and
just
wondering
how
the
police
department
may
be
preparing
for
the
upcoming
consent
decree.
D
Thank
you
chairkovsky
and
council
member
Vita,
so
we
we
do
have
a
fairly
good
idea
of
some
of
the
work
that
will
need
to
be
done
for
a
settlement,
agreement
or
consent
decree.
We
have
examined
the
language
in
many
other
cities.
Consent
decrees
around
the
kind
of
capacity
that's
required
specifically
to
support,
implementing
the
recommendations,
doing
the
data
analysis
and
then
compiling
the
information
for
the
kind
of
reporting
that
is
required
under
one
of
these
consent.
Decrees.
There
are
no
positions
in
this
current
budget
that
are
specifically
allocated
for
consent,
decree
work.
J
Hey
chief
how's,
it
going
I,
have
a
question:
I
have
two
questions,
but
I
think
they're
very,
very
related,
so
I'm
going
to
try
to
make
them
make
them
one.
My
question
is
about
just
Community
Partnerships.
You
know,
I
know
that
myself
and
others
I'm
sure
councilmember
Vita
can
relate
to
going
to
a
scene
and
seeing
folks
like
a
mother's
love
or
or
other
groups
there.
J
How
do
those
Partnerships
come
to
form?
You
know
these
are
groups
that
have
a
tremendous
value
ad
in
the
community.
They
certainly
do
a
lot
of
good
when
they're
there
on
the
scene,
but
are
those
Partnerships
formal
and
are
they
reflected
in
in
the
budget
at
all?
Are
those
groups
compensated
for
the
work
that
they
do
and
then
the
second
question
is
I
know
that
there's
a
lot
of
effort
related
to
maybe
securing
some
of
the
downtown
corridors.
J
You
know
there's
a
lot
of
you
know:
people
want
to
be
safe
when
they're
coming
to
spend
money
in
the
city.
Have
there
been
discussions
about
creating
more
focused
patrols
on
in
other
corridors,
I'm
thinking
about
like
the
cultural
districts,
for
example,
being
maybe
a
good
initiative
ripe
for
for
for
partnership
or
collaboration?
So
those
are
the
two
questions
that
kind
of
kind
of
related.
D
Thank
you,
chair,
Koski
and
council
member
Ellison,
so
we
do
have
some
very
robust
relationships
with
community-based
organizations
like
a
mother's
love.
We
push
for
peace,
21
days
of
Peace,
Mad
Dads
and
some
other
organizations
under
the
Minnesota
Safe
Streets
umbrella.
Some
of
those
are
formal
and
are
involved
in
payments
made
under
contracts.
D
That's
particularly
true,
if
you
have
noticed
the
presence
of
some
of
those
groups
at
9th
and
Nicollet
in
downtown
all
summer
long
there's
been
sort
of
a
consistent
node
of
trouble
at
that
particular
location
has
made
it
difficult
for
folks
who
are
returning
to
work
in
downtown
for
folks
who
live
in
downtown
and
want
to
be
able
to
patronize
downtown
businesses
to
do
their
shopping
or
to
visit
other
establishments
in
downtown
because
of
the
low-level
drug
dealing
and
disorderly
Behavior.
Fighting
that
has
taken
place
at
that
particular
intersection.
D
So
we
have
paid
through
a
contract
with
did
for
the
presence
of
those
community-based
organizations
at
that
location
to
interrupt
that
activity
to
connect
with
often
young
people
who
are
gathering
in
that
location,
to
make
referrals
to
other
organizations
for
Supportive,
Services
and
interventions.
Whether
it's
you
know
a
connection
for
somebody
who
is
looking
for
employment,
somebody
who
wants
to
get
their
GED
someone
who
needs
substance,
abuse
treatment.
They
have
the
ability
to
make
those
referrals
and
connections
for
folks.
D
So
some
of
those
are
contract-based
relationships
and
the
police
department
is
supporting
their
work
through
our
currently
allocated
budget,
and
some
of
those
relationships
are
informal
and
our
relationships
that
those
of
us
in
the
police
department
have
cultivated
over
many
years.
Certainly
many
of
those
folks
involved
in
the
leadership
of
those
organizations
are
people,
I
have
known
for
more
than
20
years,
and
we
have
long-standing
relationships,
particularly
at
the
emergent
incidents,
around
crime
scenes
or
other
kinds
of
Highly,
visible
and
emotional.
In
incidents
those
groups.
D
They
pick
up
the
phone
when
we
call
whether
it's
me
or
the
inspector
in
the
fourth
precinct.
We
know
who
we
can
call
in
those
community-based
organizations
and
they
will
respond
to
provide
that
kind
of
support
and
de-escalation
in
the
community
to
work
with
victim
families
to
help
them
understand
what
happens
at
a
crime
scene
and
to
really
provide
that
emotional
presence
that
they
need.
During
that
very
difficult
time.
A
D
A
Thank
you
all
right.
Our
second
presentation
today
is
from
interim
director
of
The
Office
of
violence
prevention,
Josh,
Peterson,
I've,
allocated
up
to
45
minutes
for
this
presentation
and
the
Q
a
portion.
Thank
you,
director,
Peterson
I'll,
give
you
the
floor
here
to
give
you
a
presentation.
K
Thank
you,
chair
house,
King,
council,
members
and
again
I
am
Josh
Peterson
I'm.
Currently
the
interim
director
of
what
is
now
known
as
the
office
of
violence
prevention
and
what
is
proposed
to
be
known
as
the
department
of
neighborhood
safety
and
just
a
quick
note
on
that
naming
you
know.
In
this
time
of
proposed
transition,
there
doesn't
seem
to
be
sort
of
one
clean
way
or
one
solution
around
naming
that
can
eliminate
all
confusion,
I'm
going
to
use
for
the
sake
of
this
presentation,
office
of
violence,
prevention
or
ovp.
K
Just
because
that's
what
our
performance
framework
documents
use
and
things
like
that,
so
that's
what
I'll
use
and
also
before
I
jump
in
I
do
want
to
acknowledge
a
number
of
folks
from
my
team
here,
I'm
standing
before
you
talking
about
really
this
work
is
the
work
of
this
team.
I
just
happen
to
be
the
one
up
here.
Talking
so
I
want
to
acknowledge,
Gene
and
April
and
hotho
and
Aaron
and
Jen
and
Michael
from
Communications
who
supports
us
as
well.
So
thank
you.
Thank
you
all
for
your
work,
mm-hmm.
K
And
so
because
of
all
of
that,
we
know,
there's
no
single
quick
fix
when
it
comes
to
violence
and
violence
prevention,
and
we
really
need
multifaceted
solutions
that
include
a
balance
between
strategies
that
are
designed
to
mitigate
structural
and
systemic
inequities,
long-term
strategies
that
can
address
root,
causes
and
then
finally,
responses
to
reduce
the
pressing
presence
of
violence,
and
in
all
of
that
work
that
we
do.
We
like
to
say
that
we're
Guided
by
evidence
and
driven
by
community
and
you'll,
hear
some
more
about
that
as
I
go
along.
K
So
here
you've
got
our
org
chart
I
apologize.
It's
a
little
bit
small
and
hard
to
read
here.
I'll
walk
you
through
it.
Just
briefly,
the
yellow
box
is
the
commissioner
of
community
safety.
So
that's,
commissioner
Alexander,
who
has
oversight
over
our
office
in
the
director
position
via
the
executive
order?
K
K
So
those
are
the
folks
who
are
tasked
with
overseeing
a
lot
of
the
initiatives
that
we
do
on
the
ground
off
on
the
top
there
you
see
a
dotted
line
to
a
senior
Public,
Health
researcher
and
epidemiologist,
so
we
do
have
one
staff
who's
dedicated
to
the
research
and
evaluation
of
our
efforts
and
it's
a
dotted
line
because
we
pay
for
that
step,
but
they're,
actually
a
part
of
the
Health
Department's,
evaluation,
research
and
epidemiology
team,
so
their
health
department
staff,
who
is
sort
of
you
know
detailed
to
work
with
us
in
the
green
you've
got
our
community
Navigators,
so
there's
a
manager
over
Community
Navigators,
and
then
we
have
seven
Navigators
within
each
having
a
specific
community
of
focus.
K
So
we
have
an
lgbtqia
plus
Navigator
a
navigator
with
a
focus
on
domestic
violence,
and
then
we
have
an
East
African,
Community
Navigator,
a
Native
American
Community
Navigator,
an
African-American
Community
Navigator,
a
latinx
community
Navigator
and
a
Southeast
Asian,
Community,
Navigator
and
then
last,
but
certainly
not
least,
on
the
bottom.
In
the
orange
we
have
our
manager
over
interagency
and
Community
engagement,
so
I
know
you've
seen
a
number
of
these
kinds
of
slides
already
in
these
presentations,
so
you
know
kind
of
what
they
are
on
the
top.
K
Obviously,
the
bar
graph
shows
changes
in
investment
over
time
in
this
work.
I'll
talk
a
little
bit
more
about
the
numbers.
With
that
later,
you
know
the
changes
from
2022
to
23
to
24
as
we
go
along,
but
I
will
talk
for
a
second
about
the
table
on
the
bottom.
The
table
on
the
bottom
is
Staffing
numbers
you
can
see
in
2023
and
2024.
We
are
staffed
at
21.65.
K
Ftes
you'll
also
see
that
there's
zero
in
there
for
2022
I
assure
you
that,
despite
what
you
might
think
here,
we
are
not
just
materializing
out
of
nowhere.
We
do
exist
in
2022.
That's
a
function
of
the
fact
that
we
are
transitioning
from
Health
to
office
of
neighborhood
safety,
and
so
those
ftes
were
assigned
to
the
health
department
in
2022,
and
that
number
is
19.65.
So
there's
an
increase
there
of
about
1.9
FTS
for
23
and
24.
K
So
next
we'll
go
into
goals,
data
and
basic
Equity
impacts
and
then
I'll
also
talk
about.
We
have
two
specific
change
items,
so
I'll
talk
about
those
as
well,
so
you've
seen
these
slides.
Also.
The
first
thing
I
want
to
mention
for
hours
here
is
the
table
on
the
top
right
there,
which
shows
the
amount
committed
for
ovp
in
2022,
2023
and
2024.
you'll
see
that
in
2022
we
have
about
11.6
million
dollars
committed
to
the
office
in
2023,
it's
8
million
in
2024.,
it's
also
8
million.
K
The
reason
for
that
drop
from
2022
to
2023
is
that
we've
got
a
significant
amount
of
arpa
funds,
arpa
Grant
funds
in
2022
and
those
hit
the
budget
in
22,
but
some
of
that
spending
actually
includes
23
spending
as
well,
and
that
drop
in
2024
then
will
become
important
later
as
context
when
I
talk
about
our
change
item,
the
mission
on
the
left
sounds
probably
pretty
familiar,
given
what
I
provided
in
the
department
overview.
But
this
is
the
performance
framework
mission
that
came
through
the
performance
framework
process
with
the
office
of
performance.
K
K
So
the
first
goal
there
number
one
really
draws
from
public
health
prevention,
Theory,
and
so
basically
the
idea
there
is
that
there's
reason
to
believe
that
there
are
some
factors
that
can
increase
the
risk
of
involvement
with
violence.
So
when
those
factors
are
present,
it
increased
the
risk
and
those
are
appropriately
enough
called
risk
factors.
K
At
the
same
time,
there's
reason
to
believe
that
there
are
factors
that
can
sort
of
buffer
against
the
risk
of
violence,
and
so
those
are
called
protective
factors,
and
so
one
of
our
primary
goals
in
this
work
really
is
to
think
about.
How
can
we
support
and
promote
a
decrease
in
risk
factor?
So
how
can
we
reduce
risk
for
folks
in
Minneapolis
and
then
how
can
we
increase
protective
factors?
So
that's
what
you
see
they're
represented
as
goal
one
in
our
performance
framework
goals.
K
Well,
two
relates
to
something
we
often
say,
which
is
that
it
takes
all
of
us
to
prevent
violence,
and
we
really
do
believe
that
violence
prevention
is
bigger
than
ovp
it's
bigger
than
our
team.
It's
bigger
than
MPD
it's
bigger
than
the
city
frankly,
but
part
of
that
is
that,
if
we're
going
to
say
that
and
have
that
be
our
mission,
we
really
have
a
responsibility,
then,
to
provide
tools
and
resources
for
folks
to
join
us
in
that
mission.
To
prevent
violence
and
capacity
can
look
like
a
whole
bunch
of
different
things.
K
K
So,
switching
to
our
areas
of
focus
briefly
here
you
can
see
on
the
right.
There
are
six
10
boxes
there
and
those
are
initiatives
and
if
I
had
more
time,
I'd
love
to
go
into
a
whole
presentation
length
thing
about
each
one
of
those
things
but
I'm
going
to
try
to
keep
it
fairly
high
level
here,
recognizing
that
we've
got
limited
amount
of
time,
and
actually
there
are
nine
here
but
I'd
be
remiss
if
I
didn't
mention
our
community
Navigators
as
well.
K
K
So
we
have
sort
of
three
primary
approaches
that
our
initiatives
fall
into.
The
first
is
evidence-informed
strategies
and
the
idea
there
is
that
there
is
scientific
research
and
evaluation
that
have
pointed
a
promising
impact
for
a
number
of
community
violence
interventions
across
the
country,
and
so
in
line
with
the
idea
of
Public
Health
approaches.
We
believe
it's
important
to
follow
that
science.
So
we've
worked
to
develop
local
versions
of
three
of
the
evidence-informed
interventions
that
have
shown
some
of
the
most
promising
evidence
across
the
country.
K
The
first
of
those
is
next
up
are
hospital-based
violence,
Intervention
Program,
and
that
really
works
with
people
who
have
been
victims
of
violent
crimes
and
really
tries
to
help
interrupt
cycles
of
violence
with
those
folks.
We
also
have
group
violence,
intervention
or
gvi,
which
is
focused
on
reducing
the
disproportionate
number
of
shootings
that
are
associated
with
a
relatively
small
group
of
individuals
who
are
organized
in
groups
or
gangs,
and
then
the
most
recent
evidence
and
form
strategy.
K
We've
been
working
to
plan
develop
and
Implement
is
our
violence,
interrupter
initiative
and,
as
you
can
see
here,
that's
just
one
part
of
a
much
broader
whole
and
it's
still
relatively
new.
In
the
grand
scheme
of
things.
It's
still
certainly
a
work
in
progress,
we're
still
in
what
I
would
consider
to
be
pilot
implementation
phase
of
that,
and
so
in
each
of
these
cases,
of
all
these
evidence-informed
strategies,
we've
synthesized
the
literature
and
the
research
Hands-On
technical
support
and
assistance
from
leading
experts
around
the
country
and
also
community.
K
In
putting
those
together
so
shifting
to
the
middle
box,
then
on
capacity
building
and
Innovation.
So
for
all
the
reasons
I
just
mentioned,
we
think
it's
important
to
follow
the
science
and
the
research
in
the
literature.
But
at
the
same
time
we
think
it's
also
important
to
recognize
that
we
have
so
much
wisdom
and
Brilliance
in
our
local
community
here,
and
we
have
a
responsibility
to
lift
up
that
wisdom
in
brilliance
and
so
that
middle
column.
There
is
really
all
about
that.
K
We
have
our
blueprint,
approved
capacity,
building
Institute,
which
is
really
thinking
about
how
we
can
support
small
Grassroots
organizations,
doing
violence
prevention
work
to
do
that,
work
better.
To
do
that,
work
more
and
to
be
a
better
positioned
to
get
funding
from
City
State
County
federal
government
in
doing
that
work.
K
Our
violence
prevention
Fund
in
the
middle.
There
is
our
sort
of
flexible
funding
opportunity,
that's
meant
to
fund
community-driven
strategies,
so
this
really
is
where
we
can
invest
in
the
wisdom,
the
Brilliance
and
Innovative
strategies
here
in
Minneapolis
and
then
the
bottom
one
there.
Violence,
prevention,
Community
Champions,
is
how
we
can
support
individuals
who
want
to
play
an
active
role
in
violence
prevention
in
their
community.
So
that's
training,
skills
and
resources
for
individuals
who
want
to
be
sort
of
leaders
in
their
networks
and
their
communities
around
violence,
prevention
and
then,
finally,
on
the
right.
K
So
this
is
long-term
work.
Obviously
we
want
to
see
a
difference
today
and
tomorrow
and
next
week
and
next
month,
but
we
also
want
to
see
a
difference
a
year
from
now
and
five
years
from
now
and
15
years
from
now-
and
we
know
that
doing
that
really
requires
focusing
on
and
centering
young
people
in
this
work,
and
so
the
roots
of
our
work
go
back
to
2006
when
the
city
council
declared
youth
violence
of
public
health
issue
and
really
sort
of
that
is
a
key
branch
of
what
we
still
do
today.
K
And
so
we
have
a
number
of
initiatives,
as
you
can
see
here,
inspiring
youth,
the
youth
connection
center,
coaching
athletes
into
leaders
and
youth
violence
prevention
weeks,
which
really
are
focused
on
centering
young
people
to
make
sure
that
the
impacts
that
we're
seeing
now
are
still
impacts
that
can
be
felt
10,
15
20
years
from
now
foreign,
so
I'm
going
to
talk
briefly
about
accomplishments
and
data
from
the
previous
budget
year.
We
do
collect
data
on
all
of
our
initiatives
and
I.
Think
it's
important
to
highlight
some
of
that
data.
K
Also,
in
the
last
budget
year,
we
expanded
our
next
step
program
to
a
third
Hospital
site,
so
we
are
now
in
Abbott,
Northwestern,
HCMC
and
North
Memorial,
allowing
us
to
see
the
majority
of
people
who
are
victims
of
violence
in
the
city
who
show
up
at
a
hospital
for
treatment
and
just
a
couple
data
points
about
next
step.
Since
Next
Step
launched
it
served
over
800
folks
who
have
been
treated
hospitals
for
violent
injuries.
K
A
key
part
of
next
step
is
understanding
that
every
participant
has
different
goals
that
they
might
need
to
meet
in
order
to
stay
free
from
violence,
and
so
part
of
what
we
do
again
is
try
to
reduce
risk
factors
and
promote
protective
factors
through
development
of
individualized
goal
plans.
So
one
of
the
things
that
we
measure
is
progress
toward
goals,
and
so
we've
seen
that
about
75
percent
of
those
who
use
community-based
services
in
Next
Step
achieve
progress
toward
their
goals.
K
Another
highlight
from
the
previous
budget
years
that
we
received
a
grant
from
the
Minnesota
office
of
Justice
programs
for
inspiring
youth
program
and
that's
a
program
focused
on
essentially
case
management
and
mentorship
for
young
people
and
like
with
the
rest
of
our
initiatives.
We
do
keep
and
monitor
data
here
as
well,
and
just
a
couple
things
I
want
to
highlight
about
that.
K
So
when
Young
Folks
come
in,
we
do
a
baseline
survey
to
understand
some
of
their
behaviors
attitude
and
knowledge,
and
then
we
repeat
that
survey
at
three
months,
six
months,
nine
months,
12
months,
and
then
we
compare
the
Baseline
survey
with
the
12-month
survey
to
understand
what
has
changed
over
their
participation
in
the
program
and,
as
you
can
see
here,
we've
seen
some
pretty
significant
changes.
88
of
the
young
folks
who
participate,
reported
a
decrease
or
leveling
of
behavior
problems
in
school,
79
reported
decreaser
leveling
of
involvement
in
criminal
activity.
K
79
reported
decrease
our
leveling
of
violent
Behavior
incidents
and
74
reported
decreaser
leveling
in
truancy
and
then.
Similarly,
our
youth
connection
center
serves
young
people
with
some
similar
kinds
of
services
in
the
previous
budget
year.
The
youth
connection
center
served
301,
unduplicated,
Young
Folks,
and
a
number
of
those
go
through
Aftercare
Case,
Management,
Services
and
I
want
to
highlight
some
data
that
we
track
there
as
well,
so
among
young
people
who
go
through
Case,
Management,
Services,
92
percent
of
them
had
no
further
status
or
criminal
offenses
within
six
months
of
their
case
management
completion.
K
A
number
of
the
young
folks
who
come
through
are
not
enrolled
in
school,
and
we
know
that
school
enrollment
is
a
really
significant
protective
factor
for
young
people
and
100
of
the
young
people
who
come
through
through
who
are
not
enrolled
in
school
end
up
enrolled
in
school
with
the
support
of
their
staff.
We
also
see
the
72
improved
relationships
with
adults,
so
they
keep
protective
factor
and
not
71
were
directly
connected
to
appropriate
resources.
67
improved
relationships
with
peers
and
55
improved
School
attendance.
K
K
So,
as
you
can
see
here,
between
May
and
December
of
last
year,
there
were
151
Interrupters
out
and
they
did
a
total
of
854
shifts
in
those
shifts.
They
reported
nearly
9
000
contacts
with
folks
who
are
individuals
who
are
at
high
risk
of
being
involved
in
as
a
perpetrator
or
victim
of
violence
and
in
a
significant
portion
of
those
contacts
they
provided
Services
referrals
or
resources.
K
The
thing
I
really
want
to
highlight
is
through
the
course
of
those
shifts
they
also
conducted
just
over
1500
conflict
mediations
and
that's
really
key
I
think
a
conflict.
Mediation
is
defined
as
something
that's
an
active
engagement
to
de-escalate
conflicts
that
could
lead
to
violence.
So
it's
things
like
you
know,
working
with
groups
and
individuals
to
reach
a
mutually
agreeable
truce
or
short-term
relocation
or
mediation
sessions
or
group
leadership
and
conflict
resolution
efforts,
and
so
1500
of
those
mediations
took
place
just
within
that
six-month
time
frame.
K
So
having
heard
some
of
the
accomplishments
in
data
I'm
going
to
shift
now
to
our
change
items,
as
I
mentioned,
we
have
two
change
items.
The
first
is
related
to
some
of
our
core
ovp
activities
and
I
set
this
up
with
a
bit
of
context
earlier,
which
is
that
we
currently
have
federal
arpa
funds
funding
a
number
of
our
core
initiatives
in
2023.
K
when
those
funds
sunset
at
the
end
of
2023.
We
don't
currently
have
the
funds
to
maintain
a
lot
of
those
core
initiatives,
and
so
this
change
item
in
the
mayor's
proposed
budget
would
allow
us
to
continue
most
of
those
core
functions
of
the
oep
beginning
in
2024
and
Beyond,
and
so
you'll
see
here
that
the
change
amount
item
for
2023
is
zero.
K
Because
again,
we
have
arpa
funding
for
that,
and
the
change
item
starts
in
2024,
with
2.3
million
ongoing
funding,
an
additional
1
million
in
one-time
funding
and,
as
you
can
see
on
the
table
here,
that
funding
will
support
a
number
of
initiatives
that
we
have
so
a
community
trauma
initiative
which
is
really
around.
How
do
we
provide
support
to
community
members
who
have
needs
related
to
the
trauma
of
being
impacted
by
violence?
K
Also,
our
our
ygvi
initiative,
which
is
our
youth
version
of
group
violence
intervention?
So
we've
seen
some
positive
impact
with
group,
violence,
intervention
and
we've
recognized
a
need
for
a
more
developmentally
appropriate
version
of
it
for
young
people.
We
get
technical
assistance
from
National
experts
on
group
of
islands
intervention.
So
that's
in
there
our
violence
prevention
fund,
which
I
talked
about
before,
which
is
our
flexible
funding,
opportunity
for
Community,
Driven
violence
prevention
strategies
and
then
finally,
our
violence,
interrupter
initiative,
our
Minneapolis
strategic
Outreach
initiative.
K
K
We
know
the
community
bounds
disproportionately
impacts,
black
people,
indigenous
people
and
people
of
color,
and
you
can
see
some
data
about
that
on
the
slide
here,
and
this
is
data
from
the
police
department
for
2022.,
and
so
knowing
that
we
know
that
violence
prevention
work
has
to
happen
through
an
equity
lens
when
it
comes
to
the
disproportionate
burden
of
violence.
It
impacts.
K
People
of
color
I
do
want
to
be
clear
here
that
really
that
that's
related
to
complex
societal
level,
conditions
that
are
deeply
rooted
in
structural
inequities,
so
things
like
redlining
and
disinvestment
discrimination,
lack
of
Economic,
Opportunity
concentration
of
poverty,
under-resourced,
public
services
in
some
areas,
and
so
what
a
lot
of
our
initiatives
do
is
really
work
to
address
some
of
those
things.
So
we
work
to
mitigate
the
harm
of
some
of
the
structural
inequities
through
individual
Service
delivery.
We
work
to
create
Community
cohesion
and
other
protective
factors
that
can
buffer
against
some
of
those
things.
K
We
support
capacity
building
for
predominantly
small
bipoculate
organizations,
which
creates
economic
Economic
Opportunity
for
those
organizations
and
also
increased
availability
of
community
services
and
resources
and
sort
of
an
auxiliary
benefit
of
a
lot
of
what
we
do
is
it
also
works
to
interrupt
the
prison
the
pipeline
to
prison,
and
we
know
that
that
pipeline
to
prison
can
obviously
present
many
collateral
consequences
for
folks
and
that
and
that
bypoc
folks
are
disproportionately
burdened
by
that.
K
Our
second
change
item
is
related
to
the
behavioral
crisis
response
work
and
before
I.
Talk
about
this
I
want
to
mention
real
briefly
I'm,
representing
for
this
work
now,
because
it's
currently
in
our
Department's
budget
for
next
year,
but
I
want
to
make
clear
that
I'm
not
trying
to
take
ownership
for
this
work
right
now.
The
team
from
the
office
of
performance
innovation
has
done
a
really
thoughtful
and
thorough
job
I.
K
K
So
you'll
see
here
that
there's
a
proposed
change
item
for
2023
of
1.45
million
dollars
and
then
2024
of
2.9,
Million,
Dollars
and
really.
The
rationale
here
is
that,
through
the
first
six
months
of
the
pilot,
there
were
just
over
3000
calls
for
service
to
BCR,
and
the
feedback
has
been
as
I
understand.
K
It
predominantly
very
positive
around
that
from
residents,
311,
911,
MPD
and
those
same
stakeholders
have
all
testified
to
the
need
for
more
services,
increased
services,
and
so
this
change
item
would
allow
for
a
van
in
each
of
the
precincts
rather
than
where
it
currently
sits
with
two
Vans
Citywide.
That
would
allow
for
broader
coverage,
more
services
for
more
residents
and
a
quicker
response
and
they're
also
race,
Equity,
impacts
of
that
as
well.
A
Thank
you
director,
Peterson
I
appreciate
it.
Yes,
please
take
a
sip
of
water
there
before
we
get
in
queue
here
to
ask
some
questions.
Let's
see
here,
I'll
just
give
my
colleagues
a
moment
to
think
of
maybe
some
questions.
If
there
are
any
foreign.
A
We
have
councilman
wansley
for
our
first
question
and
again
just
a
reminder
to
just
ask
one
question
at
a
time
and
put
yourself
back
in
queue.
Thank
you.
E
Hi
all
right
doctor,
sorry,
director,
Peterson,
just
a
quick
question
in
regards
to
the
BCR
expansion
we
had
commissioner
Alexander
here
I.
Think
almost
two
weeks
ago
and
I
raised
the
question
around
the
transitional
plan
for
BCR
moving
into
neighborhood
safety
under
OCS.
E
Do
there
was
not
any
specifics
really
provided
at
that
time?
As
of
now
has
that
plan
been
more
crystallized?
I
know
director,
Smith
shared
based
off
of
his
expertise,
and
what
has
currently
been
planned
out
is
that
there
will
be
that
two-year
kind
of
incubation
period
before
it
would
then
transition
into
a
permanent
home.
Do
you
have
any
understanding
of
that
incubation
period
will
still
be
upheld
prior
to
it
being
placed
into
neighborhood
safety.
K
K
I
certainly
recognize
the
thorough
job
that
the
officer
performs.
An
innovation
team
has
done
in
creating
sort
of
a
thoughtful
pilot
structure
here
and
at
the
end
of
the
day.
My
role
in
my
stance
is
that
I
believe
very
strongly
in
this
work
and
the
power
of
this
work
and
I
want
to
see
it
succeed.
So
I
stand
at
the
ready,
for
whatever
transition
plan
is
in
place.
H
Thank
you
for
that
presentation,
I.
Just
we
spend
a
lot
of
money
in
this
program
and
I'm
glad
this
program
is
here,
but
the
effects-
and
you
know
the
work
in
the
community
there
are
I,
have
a
question.
There
are
some
some
areas
in
my
city
that
I
could
use
the
group
of
honest
prevention
intervention,
but
obviously
they're
not
there.
We
have
tried
to
reach
out
to
the
office
environment
prevention
many
times
in
our
community.
H
Could
you
explain
to
me
this
three
group
of
violence,
intervention,
Minneapolis,
us
and
violence
in
interpreter
interventions?
What
are
these
three
different
suburb
groups
and
what
is
the
total
number
I
think
you
mentioned
something
about
150
individuals.
Is
that
just
of
violence,
Interrupters
individuals
or
also?
Is
there
such
a
thing
as
a
group,
violence,
intervention
where
we
can
ask
hey,
we
have
a
hot
spot
here.
We
would
like
you
to
come
visit.
H
If
you
can
kind
of
explain
to
me
the
on
Minneapolis
us
itself
too.
Thank.
K
You
sure
check
husky
councilman
Rosman.
Thank
you
for
that
question.
I
I
can
certainly
try
and
clarify
that
so
group,
violence,
intervention
and
Minneapolis
or
the
violence
Interrupters
are
separate
initiatives
and
so
group
violence
intervention
is
really
focused
on.
How
can
we
stop
the
disproportionate
amount
of
violence?
K
K
That's
the
one
where
there's
about
150
violence,
Interrupters
and
they're,
spread
in
five
zones
across
the
city.
So
there
is
a
Zone
in
Cedar
Riverside,
there's
one
there's.
There
are
three
North
Minneapolis,
so
north
of
Broadway,
Broadway,
quarter
or
South
of
Broadway,
and
then
there's
two
in
South,
the
Lake
Street
Corridor,
and
then
the
area
sort
of
around
central
Powderhorn,
Bryant
and
Bancroft,
and
so
the
150
is
all
of
those
five
zones.
Inclusive.
K
Each
of
the
zones
has
a
smaller
small
number
of
folks
who
are
out
they're,
typically
out
five
days
a
week
between
four
and
six
hours
per
day.
In
terms
of
sort
of
you
know,
reaching
Community.
We
are
always
interested
in
hearing
from
folks
who
would
like
to
see
more
presence.
One
thing
I
want
to
note
is
that
the
valence
interpreters
are
not
designed
to
be
911
Deployable
in
response
to
an
issue,
that's
happening
on
the
ground,
but
we
are
interested
in.
K
K
Actually
just
this
past
week,
our
team
in
City
Riverside
met
with
the
owner
of
one
of
the
businesses
there
on
Cedar
and
had
a
conversation
just
to
sort
of
raise
awareness
about
what
they
do
and
when
they
do
it,
if
you've
got
other
folks
who
have
feedback
like
that,
certainly
feel
free
to
reach
out
to
our
office.
We'd
be
happy
to
have
that
conversation.
E
Thank
you,
chair,
Koski,
I
know
back
in
June,
the
former
director
Sasha
khanan
gave
a
pretty
comprehensive
presentation
to
public
health
and
safety
committee
members
and
just
looking
up
the
presentation
now
just
wanted
to
see
if
this
budget
kind
of
addressed
some
of
the
things
that
were
raised
in
in
terms
of
areas
of
of
improvement,
I'm,
seeing
here
of
like
clarification
for
the
Minneapolis
us,
Minneapolis,
Collective
and
also
I,
think
I've
even
raised
this.
E
This
question,
I
think,
is
some
what
came
up
in
the
MPD
session
as
well
around
clarifying
Lanes
or
distinctions
between
you
know
now
this
neighborhood
Safety
Division.
That
includes
a
lot
of
these
original
ovp
programs
and
MPD,
because
we're
seeing
we
have
seen
some
overlap
between
you
know,
contracted
Services
and
the
need
for
standardizing,
like
you
know,
oversight
or
distinction
between
those,
and
that
was
raised
here
of,
like
you,
know,
clarification
of
this
relationship
with
law
enforcement.
E
Also.
Does
this
budget
take
into
account?
One
of
the
identifiable
challenges
is
the
lack
of
safe
and
physical
location
for
our
teams
to
do
their
work
and
also
around
combating
myths.
So
just
thinking
of
you
know
that
was
less
than
five
months
ago
about
some
of
those
challenges.
E
K
Check
asking
councilmember
wansley.
Thank
you
for
that
question.
So
I
think
that
there
are
a
number
of
things
in
the
works
already
to
work
on
some
of
those
challenges,
everything
from
sort
of
capacity,
so
we
have
hired
into
a
permanent
position
sort
of
a
program
manager
who
can
oversee
this
work.
We
are
thinking
through.
You
know,
I,
think
in
the
presentation
director
cotton
mentioned
that
we
were
using
a
developmental
evaluation
framework
which
is
really
sort
of
building
on
evaluation
pieces
as
we
go.
K
We
continue
to
work
with
the
one
staff
allocated
for
evaluation
research
with
us
to
think
through
some
of
what
that
might
look
like,
and
we're
also
sort
of
constantly
thinking
through
that
question
of
lanes
and
how
we
make
sure
that
folks
are
in
the
proper
lane
and
being
best
used,
the
way
that
they
should
be
used
and
not
being
asked
to
do
things
that
they
perhaps
aren't
best
fit
for,
and
chief
Hoffman
talked
about
this
I
think
during
her
presentation
as
well.
We
have
had
some
conversations.
K
You
know,
internally
with
our
team,
with
Community
Partners
and
with
some
other
folks
around
the
city
about
what
that
might
look
like
and
thinking
about
how
we
differentiate,
potentially
between
scene
response
versus
violence
Interruption,
because
sometimes
those
are
different
things
to
answer
the
first
part
of
your
question
more
directly,
I,
don't
think
that
there's
anything
specific
in
this
proposed
budget
that
addresses
things
around
physical
space
for
this
work,
or
necessarily
that
address
things
like
evaluation
and
research
capacity.
Those
are
things
that
we'll
need
to
continue
to
work
through.
H
Thank
you,
chair
I,
want
to
mention
that
since
violence,
Interrupters
or
Minneapolis
us
arrived
and
see
the
Riverside,
there
has
been
a
huge
positive
effect
in
the
community.
We
have
14
guys
walking
around
talking
to
the
youth
and
really
help
them
help
them
now.
So
the
positive
feedback
has
been
amazing.
What
I
like
to
add
is
that
this
group
of
of
young
men
who
are
talking
to
the
youth
also
need
resources
themselves
too.
H
It's
great
to
talk
to
the
youth,
but
you
know
having
them
for
them
to
have
a
resources
to
give
it
to
those
individuals.
Like
you
know,
here's
a
place
that
you
can
go
to
sleep.
You
know,
or
you
know,
I-
think
that
this
department
can
play
a
huge
role
on
Kana,
leading
that
and
making
sure
that
they're
not
just
sending
folks
to
talk
to
the
kids,
but
they
having
them
equip
them
enough
resources
for
them
to
to
do
that,
and
also
I
would
add
on.
H
There
are
places
that
I
we
can
definitely
use
the
same
programs
that
see
the
Riverside
or
different
part
of
the
city
is
using
I'd
like
to
see
more
than
150.
If
that's
possible,
especially
on
Franklin
and
Chicago
area,
so
that
is
just
the
feedback
that
I
have
for
you.
Thank
you.
K
Chairkowski
councilmember
Osman.
Thank
you
for
that.
Those
comments,
I
think
you're
exactly
right
in
terms
of
making
sure
we're
giving
resources
to
the
folks
doing
this
work
and
I
think
it's
actually
two
kinds
of
resources.
I
think
to
your
point:
they
need
to
understand
shelter,
options
and
other
resources
that
they
can
pass
along.
K
I
think
that
they
also
need
resources
for
their
own
well-being
as
well,
because
doing
this
work
is
really
really
challenging,
and
we
ask
a
lot
of
these
folks
who
are
on
the
ground
doing
this
Frontline
work
and
I
think
that
we
really
have
a
responsibility
to
make
sure
that
those
folks
are
safe
and
healthy
in
their
physical
and
emotional
well-being,
and
so
I
appreciate
you
bringing
that
up
and
that's
you
know
a
constant
conversation
we
have
in
terms
of
you
know
more
Interrupters
and
more
places
in
the
city.
K
We
do
very
frequently
get
asked
from
other
parts
of
the
city
you
know.
Can
we
have
violence
Interrupters
here,
either
more
or
in
an
area
where
they
aren't
before
right?
Now,
it's
a
it's
a
capacity
and
it's
a
funding
issue.
I
think.
Certainly,
there
is
an
opportunity
to
train
up
more
folks
and
to
invite
more
organizations
and
to
provide
these
Services.
The
funding
in
this
budget
right
now
allows
us
to
maintain
the
level
of
service.
We
have
right
now.
L
Thank
you,
madam
chair
I,
wanted
to
ask
if
we
could
go
back
to
the
slide,
looks
like
it's
slide.
9
of
16,
if
you're
in
the
same
yeah
I
want
to
lift
up
the
really
important
work
of
I.
Think
here,
it's
obviously
gvi
right
and
yet
I
also
was
wondering
if
you
have
a
any
more
drill
down.
L
When
you
talk
about
after
12
months
of
participating
and
inspiring
youth,
that
there
was,
there
are
all
these
decreases
or
levelings
of
involvement
and
behavior
or
negative
kinds
of
behavior
things
that
we're
trying
to
correct
which
one
is
it?
Is
it
decrease
or
is
it
leveling
and
do
we
have
any
insight
in
that
and
what
have
we
been
learning?
I'm
sure
we've
been
learning
through
this
program,
I'm
just
looking
for
any
more
depth
of
detail
that
you
or
somebody
on
your
staff
might
be
able
to
provide.
K
Thank
you
for
that
question.
I
would
be
happy
to
provide
additional
detail
on
that
I.
Don't
have
those
drill
down
numbers
on
me,
but
I'd
be
happy
to
follow
up
just
a
bit
of
context
about
why
it's
worded
that
way.
So
if
someone
comes
in
who
is
at
what
we
would
consider
to
be
an
ideal
level
of
behavior
problems,
which
is
little
to
no
behavior
problems,
we
obviously
don't
want
to
sort
of
have
the
numbers
if
they
didn't
decrease
from
zero
right.
K
L
Thank
you.
So,
for
example,
what
you're
saying
is
Well
they
might
not
be
well
well,
one
of
their
issues
is
not
school
truancy.
They
were
prone
to
Violent
Behavior
incidents,
so
the
school
truancy
wasn't
an
issue
before
it's,
not
something
you're
particularly
trying
to
address,
but
has
it
had
an
impact
on
that
behavior?
Is
that
a
fair
way
to
kind
of
say
that's
what
you're
trying
to
represent
on
this
slide.
K
L
K
That
number
might
be
a
little
bit
lower,
but
we
want
to
recognize
that
even
having
someone
maintain
low
truancy
is
a
win
in
some
cases
because
maybe
they're
experiencing
the
risk
factors
that
would
put
them
at
risk
for
truancy
and
it
hasn't
gotten
there
yet.
And
so
we
want
to
recognize
that
even
in
some
cases,
maintaining
positive,
behaviors
or
positive
assets
and
factors
is
a
win.
A
Oh,
you
are
I'm,
sorry,
my
apologies.
It
didn't.
Okay.
My
apologies
called
my
wansley.
Thank
you.
Chairkovski.
E
So
one
thing
that
I've
definitely
raised
a
couple
times
is:
you
know
wanting
to
see
the
professionalization
of
this
Workforce.
You
know
just
in
our
prior
presentation
with
MPD
we're
hearing
about
massive
investments
into
professional
development
of
you
know,
prospective
recruits
and
existing
sworn
personnel.
E
When
you
know
former
director
cotton
brought
in
some
of
the
ovp
workers
or
some
of
the
workers
under
our
ovp
program
to
speak
in
June
I
think
I
was
struck
by
like
these
are
people
who
are
from
the
area
they
live
there.
They
are
in
relationship,
they're,
reflective
in
terms
of
ethnic
background
and
cultural
background
of
the
folks
that
they
serve
and
also
what
has
come
across.
Is
they
want
this
to
be
a
career
for
them.
They
want
to
see
a
long-term.
E
You
know
pathway
in
being
able
to
do
do
this
work
and
serve
their
community,
and
it's
really
troubling
that
on
the
city
Side
we
haven't
created,
you
know
the
resources
or
infrastructure
for
them
to
have
that
at
a
baseline
of
a
physical
physical
location
to
house
them,
I
think
at
that
time
it
was
even
concerns
around
even
uniforms
or
like
having
jackets
to
coordinate
that,
but
even
like
what
is
the
professional-like
pathway?
E
How
can
we
best,
you
know,
set
this
up
so
that
these
folks
can
receive
tuition
support
again
many
of
these
these
workers
are
working
class
folks,
some
of
them
have
been
through
the
criminal
justice
system.
This
gives
them
a
hope
and
gives
them
a
productive
opportunity
to
serve
their
communities
and
I
would
love
to
see
the
extension
of
of
assets
that
we're
providing
our
sworn
personnel
to
these
ordinary
folks
who
are
doing
amazing
work
in
our
communities
and
troubling
circumstances.
Every
single
day
so
has
there
any?
E
K
Chairkowski
councilmember
onesie.
Thank
you
again
for
that
question.
This
budget
proposal
does
not
directly
address
that
I
fully
agree
with
you
that
that
is
a
need.
I
think
you
know
we
talk
often
about
the
need
for
professionalization
in
this
field
and
I
know
that
you
meant
this,
but
I
want
to
be
very
clear
when
I
say
that
that
these
folks
are
professionals.
B
F
K
Say
professionalization
we
mean
things
like
you
know:
sufficient
pay,
insufficient
benefits
and
real
meaningful
opportunities
for
advancement
in
their
careers,
and
that's
a
conversation.
That's
happening
at
the
national
level
around
this
work.
There's
been
a
whole
lot
of
recent
research
and
Survey
work
around
talking
to
people
in
this
field
about
what
they
need
and
what
sort
of
their
their
fears
are
and
and
what
the
future
might
look
like.
E
A
quick
follow-up
on
that.
Would
you
be
able
to
provide
some
figures
to
us
after
this
meeting?
Just
thinking
of
I
know
you
mentioned
this
budget
does
not
account
for
expansion,
but
it's
very
clear
like
again,
there's
tons
of
interest
in
residents
and
being
part
of
you
know,
these
type
of
initiatives
be
part
of
this
profession,
straightening
it
as
a
profession
and
I.
Think
there's
an
interest
amongst
this
body
to
also
see
it
expand.
E
I
know
this
is
a
recognizable
like
initiative
that
folks
in
Como,
along
East,
Lake,
Street
they've,
requested
to
see
this,
even
in
my
ward.
E
So
if
there's
a
way
for
you
to
give
us
some
context
of,
if
you
know
dollars
were
not
the
barrier
like
how
many
shifts
like
what
would
that
look
like
to
actually
expand
this
work,
especially
since
we're
having
this
conversation
going
into
the
budget
and
knowing
what
those
allegations
might
need
to
look
like
so
would
love
to
get
those
numbers
from
you
post.
This
meeting
chair.
K
Akowski
councilmember
one
so
I'd
be
happy
to
provide
that
information
to
anybody
who
wants
it.
I
will
also
note
that,
as
part
of
our
participation,
the
White
House's
Civic
initiative-
that
is
one
area
that
we've
had
conversations
with
them
about,
is
how
do
we
continue
to
sort
of
provide
professional
development
opportunities
for
our
teams,
and
how
do
we
continue
on
that
path
toward
professionalization.
A
G
G
So
my
first
question
is
about
the
Vans
and
the
expense
for
the
like.
Are
we
getting
Maserati
Vans
like
what
a
million
dollars
for
three
vans?
Can
you
give
me
a
breakdown
of
the
cost
and
you
know
like
why
is
this
so
much
for
three
vans.
K
Chair
council,
member
of
Utah,
unfortunately,
I
am
not
able
to
answer
that
question
because
I'm
not
hands
on
the
ground.
A
million
years
behind
you
but
I
would
be
happy
to
have
director
Krueger
answer
that.
M
Council,
member
Vita,
it's
a
great
question.
This
is
the
cost
for
both
purchasing
some
Vans,
but
the
primary
cost
is
salary
for
folks
to
staff
the
vans.
So
this
is
including
hiring
up
enough
folks
to
fully
staff
the
vans
in
all
of
the
precincts.
M
Okay,
and
so
these
the
prime,
the
biggest
chunk
of
this
cost,
is
for
staff.
Okay,.
G
But
we
don't,
we
don't
have
like
a
actual
breakdown
of
everything
like
how
many
staff
that
will
be
what
you
know,
the
actual
cost
of
the
van
I'm
sure
there's
like
expenses
associated.
You
know
like
with
the
van
yes.
M
Chairkowski
and
council
member
Vita,
the
van
cost
is
low
because
we
appropriated
some
arpa
dollars
during
our
last
round
of
arpa
to
already
to
get
that
in
motion
just
because
it's
taking
so
long
with
supply
chain
issues
to
get
those
vans
here.
So
that's
why
I
say:
that's
a
small
part
of
the
cost.
We
do
have
the
exact
numbers
of
ftes
I.
G
G
See,
thank
you.
That
was
my
first
question.
My
second
question
is
around
you
know.
We've
had
conversations
about.
You
may
be
scaling
back
the
number
of
grantees
that
you
have
like
right
now.
It's
like
75
or
something
like
that,
and
maybe
you
know
dropping
that
number
back,
so
maybe
not
having
as
many
contracts
as
you've
had
previously
is
that
I
know
the
dollar
amount
wouldn't
change,
but
is
there?
Are
you
working
with
contractors
to
maybe
prepare
them
for
that
yet
or
that's
not
you're,
not
working
on
maybe
scaling
back
yet.
K
Cherokee
council,
member
of
Utah,
at
this
point,
we
don't
have
any
concrete
plans
to
scale
back
the
number
of
contracts,
but
you
and
I
have
had
lots
of
conversations
about
the
number
of
contracts
the
contract
managers
are
overseeing.
One
thing
that
isn't
reflected
in
here
is
a
change
item.
Is
that
there
is
a
proposal
to
have
two
additional
staff
come
to
our
office
next
year
as
contract
managers
and
the
reason
it's
not
reflected
as
a
change
item
is
because
it
has
to
do
with
unfilled
positions.
Sort
of
transferring
oh
okay.
G
Got
it,
and
so
then,
when
you
do,
you
think
there's
the
potential
to
have
more
contracts,
because
when
you
know
you
have
conversations
with
like
councilmember
wansley
who
wants
these
services
in
her
area,
those
would
be
very
different
people,
probably
that
serves
council
member
Ellison
and
I
area
right.
If
they're
going
to
be
representative
of
those
communities.
So
is
there
a
possibility
that
you
may
have
more
contract
Partners
in
the
future.
K
I
think
that
is
certainly
a
possibility.
So
typically,
what
happens
when
we've
got
any
initiative?
Where
we
want
Community
contractors
is
we
will
do
an
open
competitive
process,
we'll
release
a
request
for
proposals.
We
will
follow
the
city
processes
and
procedures,
and
then
we
will
select
an
organization
or
multiple
organizations
that
are
best
fit
for
that
I
think
it
is
certainly
possible
if
we
were
to
expand
these
services,
that
other
organizations
would
come
to
the
Forefront,
with
particular
expertise
in
their
areas
and
I.
K
Think
that
you
bring
up
an
important
point,
which
is
one
thing:
that's
important,
as
we
think
about
scaling
up
programming
is
ensuring
that
we're,
at
the
same
time
scaling
up
staff
capacity
to
support
that
programming,
because
I
think
that
there
is
a
danger
in
growing
programming
too
fast
without
the
staff
capacity
to
Monitor
and
to
plan
and
to
oversee
that
work.
So
I
appreciate
that
point.
Thank
you.
A
All
right,
thank
you
so
much
director
Peterson,
it's
been
a
pleasure
to
have
you
and
thank
you
to
the
entire
Team
for
also
being
here,
it's
so
nice
to
be
able
to
see
all
of
you
in
person
as
well.
So
thank
you
for
joining
us.
Thank.
K
A
All
right,
our
final
presentation
is
from
the
mayor's
office.
We
also
have
up
to
45
minutes
for
that
presentation
and
I
see
the
chief
of
staff.
Michael
vacavich
will
be
giving
that
presentation.
Welcome.
H
N
So,
thank
you,
chairkoski
members
of
the
budget
committee
for
having
me
today
to
discuss
our
office's
proposed
budget
for
the
years.
2023
and
2024.
N
The
mayor's
office
has
set
the
following
goals:
provide
clear
guidance
from
the
mayor
to
departments
to
strengthen
their
core
services
and
achieve
the
city's
missions
and
goals,
proactively,
engage
Minneapolis
residents
and
stakeholders
to
inform
budget
policy
and
operational
decisions,
develop
and
Foster
Partnerships,
with
other
policy
makers,
community
and
Business,
Leaders
philanthropic
partners
and
educational
institutions
to
achieve
the
city's
mission
and
goals.
Finally,
deliver
timely
responses
to
constituent
and
Community
stakeholders,
inquiries
feedback
and
concerns.
N
From
a
programming
and
Staffing
perspective,
at
present,
the
mayor's
office
has
13
full-time
staff
and
14
full-time
employees.
That's
including
the
mayor
under
this
proposal,
we're
seeking
to
add
two
new
full-time
employees,
one
established
through
new
ongoing
funding
in
2023
another
through
a
repurposed
vacant
crime
prevention,
specialist
position,
then
another
full-time
staff
in
2024,
supported
through
new
ongoing
funding,
bring
our
teams
full
strength
to
16
staff
and
17
full-time
employees,
including
the
mayor
by
2024.
N
As
far
as
our
organization
is
concerned,
our
offices
organization
is
concerned.
We're
presently
broken
up
into
three
divisions:
that's
Communications
and
engagement
policy
and
government
affairs
operations
and
constituent
services
and
consistent
with
the
current
structure
and
the
proposed
government
restructure
the
chief
of
staff
oversees
those
three
divisions
on
a
day-to-day
basis
and
reports
directly
to
the
mayor.
N
The
new
funding
in
2023
would
increase
the
office's
capacity
to
develop
and
support
safety
policies
and
initiatives
with
an
emphasis
on
alternative
strategies.
The
repurposed
2023
funding
would
be
dedicated
to
administrative
support
and
constituent
services,
and
finally,
the
new
staff
in
2024
would
be
focused
on
internal
Communications
and
Community
engagement.
N
That
concludes
my
presentation.
I'd
be
happy
to
answer
any
questions.
A
All
right,
thank
you.
Thank
you
for
your
presentation,
the
queue
here
and
I
see.
We
have
council
member
ping.
C
Thank
you,
madam
chair
yeah.
I
was
just
curious
about
how
you're
thinking
about
this
odd
transition
period
where
currently
the
mayor's
office
is
taking
on
a
lot
more
responsibility
with
the
new
government
structure.
But
then,
under
the
new
proposed
government
structure
and
concept,
you're
going
to
go
from
a
very
small
staff
to
a
very
large
staff
with
you
know
all
4
000
administrative
employees,
basically
essentially
being
a
part
of
the
mayor's
function.
How
do
you
think
about
the
delineation
of
who?
C
What
core
capabilities
need
to
be
housed
within
the
mayor's
office
which
versus
which
parts
are
properly
managed
by
those?
You
know,
executive
level?
You
know
coo
Commissioner
of
community
safety
and
their
staff
below
that
like.
How
did
you
think
about
drawing
that
line?.
N
Yeah
chairkovski
councilmember
Payton.
Thank
you
so
much
for
the
question.
It's
a
good
one
and
one
that's
been
top
of
mind
since
question
one
passed
and
we
started
the
second
term.
As
you
mentioned,
we've
seen
a
significant
increase
in
responsibility
under
the
mayor's
office.
I
think
both
anecdotally
and
quantitatively,
given
the
volume
of
requests
that
we've
had
coming
in
the
areas
where
we're
feeling
that
need
in
the
most
pronounced
way
are
around
Public
Safety
and
specifically
with
this
ongoing
integrated
effort.
N
We
fully
understand
and
appreciate
that
our
staff
is
going
to
need
further
and
further
specialization
with
respect
to
the
different
focuses
within
the
field,
whether
that's
violence,
prevention
or
policing
proper,
and
so
we
want
to
make
sure
that
we've
got
the
staff
capacity
to
support
policy
development
from
a
holistic
perspective
and
then
on
the
administrative
front.
This
is
really
bread
and
butter
coordination
operations,
making
sure
that
we're
meeting
the
increased
demand
both
from
a
scheduling,
operational
and
simply
keeping
the
trains
running
perspective
within
the
office,
and
so
that's
at
the
heart
of
this
proposal.
A
Great
I
am
not
seeing
any
further
questions
unless
my
computer
is
delayed
here.
I'll
wait
a
second,
but
not
seeing
any
further
questions
at
this
point.
So
thank
you
so
much
for
the
presentation
and
for
being
here
today,
and
also
my
apologies,
but
for
the
record
I
want
to
note
that
cosmar
rainville
had
joined
us
and
know
that
he
asked
a
question
and
that
customer
Ellison
was
with
us
here
prior.
A
So
my
apologies,
but
at
this
point
I'll
direct
the
clerk
to
file
these
presentations
and
I
will
note
that
our
next
budget
committee
meeting
is
scheduled
for
Thursday
September
29th,
also
at
10
A.M,
and
that
day
we
are
set
to
hear
the
Office
of
Public
Service,
our
intergovernmental
relations
team
and
3-1-1.
So
with
that,
we've
concluded
all
business
to
come
before
the
committee
today
and
without
objection.
I
will
stay
on
to
adjourn
foreign.