►
From YouTube: April 12, 2022 Committee of the Whole
Description
Additional information at:
https://lims.minneapolismn.gov
A
C
E
F
G
A
Present,
that's
11
members
present.
Thank
you.
Let
the
record
reflect.
We
have
a
quorum
colleagues,
we
are
going
to
use
the
the
teams
chat
for
speaker
management
and
I
think
you've
had
a
if
something
at
your
desk
showing
how
to
sign
in
for
that.
So
please
bear
with
us
members
in
the
audience
as
we
look
to
keep
trying
to
make
this
go
a
little
bit
smoother
with
each
successive
meeting,
but
welcome
back
also
before
we
get
started.
A
A
quick
note
that
discussion
of
the
items
related
to
government
structure,
lim's
files,
117
and
318
have
been
rescheduled
to
the
next
regular
committee
of
the
whole
meeting
on
april
26th.
As
noticed,
we
have
four
items
on
the
agenda
today.
Item
four
is
a
report
relating
to
the
city
and
county's
joint
strategy
for
responding
to
homelessness
in
the
city
of
minneapolis
and
unfortunately,
just
this
morning
we
were
notified
that
our
co-presenter
of
this
important
topic
from
the
county
side
will
be
unable
to
join
us
in
chambers
today.
A
A
I
want
to
note
that
we
are
still
working
on
rescheduling
with
the
county
and
it's
possible
we
need.
We
will
need
to
identify
an
alternate
date,
but
for
now
we're
just
postponing
it
one
cycle
seeing
no
discussion,
all
those
in
favor,
please
signify
by
saying
aye
aye
those
opposed
the
eyes
have
it.
So
now
we
have
three
items
on
today's
agenda
and
then
reports
of
the
committees
that
have
met
this
cycle.
I
do
want
to
welcome.
Council
president
who's
just
joined
us
as
well
I'll
begin
with
item
one.
A
The
report
on
the
contract
awards
or
amendments
that
have
been
approved
over
the
last
couple
of
weeks
by
our
ad
hoc
work
group
established
for
the
american
rescue
plan
act
related
expenditures.
Staff
as
usual,
does
not
have
a
presentation
for
this
item
today,
but
is
on
hand.
If
colleagues
have
any
questions
not
seeing
any,
I
will
direct
the
clerk
to
file
that
report.
Thank
you.
A
H
H
The
complaint
alleged
that
a
city
council
member
violated
the
ethics
and
government
code
when
he
deleted
a
public
post
and
all
ensuing
comments
from
the
official
city
of
minneapolis
ward,
4
facebook
page.
The
specific
sections
of
the
code
applicable
to
the
complaint
are
section
15.30,
fiduciary
duty
and
section
15.100,
city
property
and
resources.
H
H
The
subject
of
the
complaint
through
council
was
afforded
the
right
to
question
witnesses,
offer
and
scrutinize
evidence
and
present
arguments
before
the
board.
The
ethical
practices
board
admitted
nine
documentary,
exhibits
and
received
sworn
testimony
from
two
witnesses,
including
now
former
councilmember
cunningham.
At
the
conclusion
of
the
hearing.
The
ethical
practices
board
deliberated
on
the
matter
and
ultimately
issued
their
findings
and
recommendations.
On
february
11th
of
2022
you
each
received
a
copy
of
their
findings.
Recommendations
prior
to
today's
meeting
in
general,
when
an
ethics
violation
involves
a
city
council
member.
H
This
body
has
a
wide
range
of
options.
You
have
the
ability
to
issue
a
written
reprimand,
adopt
a
resolution
publicly
acknowledging
the
violation
and
condemning
the
conduct.
You
could
choose
to
strip
the
the
council,
member
of
chairmanships
or
other
assignments
given
by
resolution,
and
if
the
circumstances
weren't,
you
could
choose
to
remove
the
elected
official
pursuant
to
the
process
outlined
in
the
city
charter.
H
You
also
have
the
ability
to
do
nothing
at
all.
In
this
case,
the
ethical
practices
board
is
recommending.
You
impose
no
discipline,
given
the
former
council
members
new
status
as
a
private
citizen.
Therefore,
staff's
recommendation
to
you
today,
consistent
with
the
recommendations
of
the
ethical
practices
board,
is
to
take
no
disciplinary
action
and
administratively
close.
This
complaint
I'm
happy
to
stand
for
questions,
but
I
do
understand
legal
counsel
for
council
member
cunningham
would
also
like
an
opportunity
to
address
your
committee.
A
I
I
The
code
of
ethics
is
to
protect
the
city
from
malfeasance
theft,
self-dealing,
bribery,
dishonesty,
council,
member
cunningham
served
honorably
on
this
council,
and
there
is
nothing
he
did
that
constitutes
malfeasance.
Nothing.
If
you
accept
the
finding
and
it's
just
a
factual
finding
and
a
recommendation
to
this
council
that
he
committed
an
ethical
violation.
I
I
I
I
I
I
I
just
finish:
please,
council
spent
a
lot
longer
time
than
I
am.
I
ask
you
to
reject
the
recommendation.
The
minneapolis
ethics
practice
board
that
council
member
cunningham
committed
an
ethical
violation
because
he
most
certainly
did
not,
and
I
have
a
letter
that
I
hope
has
already
been
given
to
the
council.
If
not,
I
have
comments.
Thank
you.
A
A
D
A
C
D
E
J
E
E
I
A
A
E
Thank
you,
madam
chair.
I'm
I'm
just
curious
from
the
attorney.
Is
there
an
alternative
solution
that
former
council
member
cunningham
is
seeking.
A
H
This
body
obviously
has
leeway
to
address
this
and
modify
the
the
motion
in
any
way
you
see
fit.
I
I
would
note
that
this
body
has
given,
pursuant
to
ordinance
the
ethical
practices
board,
the
authority
to
make
the
factual
findings,
and
so
as
it
relates
to
the
the
base
level
factual
findings.
This
body,
through
ordinance,
gave
that
authority
to
the
ethical
practices
board,
of
course,
the
the
recommendations
regarding
discipline.
H
You
know,
as
is
solely
within
your
power,
but
of
course
you
are
well
within
your
your
rights
to
modify
the
the
recommendations
before
you
enact
on
that.
Does
that
answer
your
question.
H
And
thank
you
prison
jenkins.
My
understanding
from
just
from
the
the
procedural
posture
of
the
case
is
that
former
council
member
cunningham
wants
there
to
be
a
finding
that
there
was
no
ethical
violation
whatsoever
and
that's
that's
kind
of
the
disconnect.
Is
the
ethical
practices
board
reached
their
finding
that
that
there
was
a
violation
here
and
that's
that's
where
the
impasse.
A
Is
now
I'm
seeing
the
queue
here,
council,
member
ones,
lee
warliba
and
then
council,
member
payne.
K
Thank
you,
chair
of
homicino,
thank
you
both
to
our
city
attorneys
and
that
of
the
legal
representation
for
our
former
councilmember
cunningham.
I
absolutely
understand
kind
of
the
justification
with
disagreeing
with
the
ethics
board
decision.
K
I
say
that
in
a
sense
of
you
know
the
only
justification
for
dismissing
this
complaint
is
based
off
of
mr
cunningham,
no
longer
being
a
council
member
and
now
a
private
citizen,
but
I
also
know
just
you
know
several
weeks
ago
that
residents
deliver
over
a
thousand
at
this
complaint
against
our
current
mayor.
That
was
dismissed
without
even
as
much
of
discussion
that
we're
having
about
mr
cunningham's
case,
and
I
find
that
very
concerning.
K
I
find
it
set
a
potential
president
for
a
double
standard
where
a
black
trans
man,
elected
official,
is
held
to
a
higher
level
of
public
scrutiny
than
a
white
elected
official,
and
I
believe
the
city
needs
to
urgently
rebuild
trust
and
credibility
with
the
public
and
to
appear
to
be
even-handed
and
fair
in
our
ethics
process
is
going
to
be
very,
very
much
a
crucial
component
of
that.
So
I
just
want
to
state
my
intention
of
why
I'm
not
supporting
that
this
motion
before
us.
C
C
C
However,
free
speech
does
not
apply
to
a
private
company,
and
I
just
I
it
doesn't
sit
well
with
me
that
we
would
establish
a
precedent
that
managing
a
social
media
profile
is
the
equivalent
of
destroying
city
property,
and
I
think
that
what
we
really
need
to
do
is
use
this
as
a
learning
opportunity
to
actually
further
develop
what
our
social
media
policy
is,
but
also
as
a
society
really
reflect
on
the
role
that
social
media
has
played
in
our
democracy,
and
I
think
that
this
is
an
insidious
process
to
have
our
ethics
complaint
process
weaponized
against
political
dissent,
and
I
know
that
the
specifics
of
this
case
are,
you
know,
don't
seem
to
rise
to
that
kind
of
occasion,
and
in
fact
the
specifics
of
this
case
makes
me
want
to
dismiss
this
outright
because
it
was
a
kind
of
silly
facebook
post
that
was
deleted.
C
That
wasn't
particularly
directly
related
to
the
campaign
season,
and
it
did
get
into
these
heated
back
and
forth
with
a
bunch
of
constituents
and
again
the
way
facebook
makes
its
money
is
through
engagement
and
enragement
equals
engagement,
and
so
it
is
not
the
public
square.
You
are
seeing
a
curated
feed
of
your
when
you're
on
facebook,
and
it
is
elevating
the
most
controversial
content
possible
because
that
gets
more
clicks,
which
gets
more
ad
revenue.
L
Thank
you,
madam
chair.
I
yeah.
I
do
want
to
affirm
that
that
councilman
cunningham
did
serve
his
time
here
ethically,
and
I
don't,
and
I
don't
think
that
this
body
should
be
even
taking
action
on
on
an
item.
It
feels
frivolous
to
me
and
that's
not
and
that's,
and
maybe
that's
a
part
of
our
process
and
maybe
that's
a
part
of
how
we've
written
the
ordinance,
and
maybe
we
need
to
take
a
second
look
at
that.
L
You
know
if,
if
I'm
not
even
necessarily
blaming
the
ethics
board,
if
they
follow
the
rules
as
they
saw
them,
if
staff
followed
the
process
as
they
saw
it,
then
then,
then
that's
fine,
but
I
don't.
I
cannot
envision
a
world
in
which,
after
the
term
that
we
had
that
out
of
all
of
the
conduct
that
we
experienced
in
the
last
couple
of
years
that
council
member
cunningham
deleting
this
facebook
post
was
the
worst
one.
L
That's
what
this
action
is
is
is
affirming,
and
so
you
know
if
we
need
to
delay
this
item
until
we
can
figure
out
what
the
what
inappropriate
action
would
be
from
this
body
that
I
think
that
that's
fine.
If
we
could
delete
this
item
from
the
agenda
and
not
take
it
up,
I
think
that
that
would
be
fine.
L
If
that's,
if
that's,
if
that's
a,
if
that's
a,
if
that's
a
plausible
direction
for
us
to
take,
but
but
I
I
just
can't
imagine
continuing
to
sort
of
honor
this
and
affirm
this
action
by
by
approving
this
here
at
committee.
I
don't
even
think
this
should
be
before
us,
so.
A
Thank
you,
councilmember
ellison.
I
do
want
to
clarify
this
motion
does
not
weigh
in
on
the
facts.
This
motion
receives
and
files
the
report
that
was
given
to
us
and
seeks
to
impose
no
discipline
in
this
case.
A
H
H
M
M
Ultimately,
this
is
a
simple
receive
and
file,
I'm
not
sure
who
did
and
did
not
read
the
report,
but
it's
about
as
clear
as
day
that
when
using
a
city,
facebook
page,
you
cannot
delete
anything.
Everyone
knew
that
that
wasn't
a
secret
on
your
personal
facebook
page,
it's
probably
different
on
your
personal
social
media.
It
might
or
might
not
be
different,
but
using
the
city's
official
channel,
for
whatever
reason
the
ethics
department
has
decided.
You
can't
just
put
something
up
and
then
delete
it.
M
It's
pretty
cut
and
dry
and
all
we're
being
asked
to
do
is
to
receive
and
file
this
we're
not
asking.
I
don't
believe
they're
asking
us
to
find
councilmember
cunningham
guilty
we're
saying
he's
a
private
citizen,
so
it's
not
really
applicable,
but
to
be
fair,
it
could
be
applicable
to
anyone
here
sitting
on
this
diocese
right
now
who
goes
onto
their
city.
Facebook
page
says
something
and
deletes
it.
K
Thank
you,
chair
palmisano
question
for
our
assistant
city
attorney
and
when
you
first
came
up
here,
you
did
note
that
there
is
an
opportunity
for
council
to
bring
maybe
a
substitute
motion
at
a
different
time.
I
see
chair
of
homicidal,
you
brought
four
one.
Is
there
still
space
to
amend?
Will
one
delay
this
item
and
make
a
substantive
motion
that
could
be
more
reflective
of?
I
think
some
of
the
concerns
that's
being
raised
here.
A
That
would
be
more
a
question
for
the
city
clerk
and,
yes,
you
are,
since
the
previous
motion
failed
on
a
six
to
six
vote.
You
are
welcome
to
make
amendments
or
substitutions
or
any
of
those
things.
Do
you
have
one
now
or
should
I
come
back.
E
A
Unless
I
guess
maybe
in
light
of
what
you
just
said,
we
should
ask
the
city
attorney.
Is
there
a
deadline
here
that
we
are
beyond
from
indication
of
a
of
a
head
nod?
It
sounds
like
we
could
delay
this
one
cycle
and
come
back
with
an
improved
motion.
That's
correct!
A
C
C
I
got
uncue
just
to
say
that
it
isn't
actually
that
cut
and
dry.
There
are
circumstances
where
you
can
delete
your
facebook
posts,
I'm
just
it
sounds
kind
of
silly.
But
to
say
it
about
this
topic,
you
can
delete
your
facebook
posts.
You
have
to
check
in
with
the
social
media
manager.
C
That
is
the
policy,
so
there
are
conditions
in
which
it
is
absolutely
appropriate
to
delete
a
facebook
post,
and
I
think
I
just
jumped
in
the
queue
to
say
that
I
just
think
we
should
just
delay
this
and
have
actually
a
more
thoughtful
resolution
to
this
ethics
violation,
and
I
think,
there's
something
to
be
said
about
you
know
following
the
statutory
requirements
and
following
the
policy
and
then
questioning
whether
or
not
those
statutory
requirements
or
that
policy
needs
to
be
revisited,
and
I
hope
that's
something
that
we
can
at
least
explore
in
a
future
delay.
A
A
C
D
C
J
A
Nays,
thank
you
that
motion
passes
and
we
will
see
this
again
on
april
26th
next
to
item
three
item.
Three
is
a
presentation
on
the
development
of
our
city's
improvement
plan
following
the
2020
civil
unrest
after
action
report,
I
will
start
by
inviting
mr
barrett
lane
from
the
office
of
emergency
management,
or
maybe
the
city
coordinator,
heather
johnson,
to
begin
the
presentation
on
this
item.
Welcome.
N
Thank
you,
madam
chair
members
of
the
council,
heather
johnston,
the
interim
city
coordinator,
and
I'm
just
here
to
give
an
introduction,
and
then
I
will
turn
it
over
to
our
director
of
the
office
of
emergency
management,
mr
lane,
so
we
are
here,
as
you
indicated,
to
talk
about
the
after
action
review
that
the
city
formally
requested
in
february
of
2021.
N
The
review
was
requested
to
provide
an
overview
of
the
events
in
the
days
following
george
floyd's
murder,
as
well
as
the
city's
reaction,
and
to
that
those
events
that
happened.
The
scope
did
not
cover
any
activities
outside
of
the
city
agencies.
I
want
to
make
that
very
clear,
and
so
there
have
been
questions
about
external
parties,
and
that
was
not
the
subject
of
this.
This
review.
N
E
N
You
clearly
we're
all
getting
we're
learning
here.
Thank
you
so
these
so
the
review
covers
may
25th
through
june
3rd
of
2020.
The
events,
as
I
just
mentioned
during
this
time,
were
unprecedented
and,
unlike
any
other
emergency
responses,
the
city
had
experienced,
as
you
all
know.
Typically,
when
we
have
emergency
responses,
it
is
something
that
is
an
event
happens,
and
then
we
respond
and
recover.
N
N
N
N
It
is
really
important
that
we
communicate
to
the
community
what
we've
done
in
response
to
the
the
events
of
that
period.
In
time
we
have
had
other
after-action
reviews
and
we
want
to
be
very
clear
and
transparent
with
everyone,
including
the
council,
about
how
we've
responded
and
the
changes
that
we've
made
in
response
to
what
we've
learned.
So
with
that,
I'm
going
to
turn
it
over
to
barrett
lane.
Our
director
of
the
office
of
emergency
management.
O
Thank
you,
madam
chair
council,
members
barrett
lane,
I'm
the
director
of
the
office
of
emergency
management.
O
As
we
approach
this
work,
we
basically
started
with
the
report
and
developed
some
strategies
of
how
we're
going
to
approach
this.
This
work
as
we
go
forward,
so
the
first
step
we
did
was
we
gathered
up
the
department
heads
that
own
this
work
and
and
the
partners
that
are
part
of
it
and
we
formed
this
emergency
management
advisory
committee.
The
committee's
job
is
basically
to
oversee
the
development
and
then
the
implementation
of
this
interdepartmental
effort
that
will
respond
to
the
after-action
review
and
complete
the
improvement
plan.
O
We
then
took
the
findings
and
the
recommendations
in
the
report
and
broke
them
down
into
two
big
bundles
of
work.
If
you
will,
the
greater
weight
of
the
report
has
to
do
with
the
implement
implementation
of
the
incident
command
system
and
the
national
incident
management
system.
We
had
some
training
with
the
council
a
couple
weeks
ago
about
this,
so
I
know
you're
familiar
with
it,
but
I
will,
as
we
go
through
here,
stop
and
define
some
terms,
so
that
folks,
who
are
listening,
will
know
what
we're
talking
about
here.
O
The
greater
weight
of
the
report
and,
in
fact
many
of
the
recommendations
and
findings
have
to
do
with
simply
implementing
the
incident
command
system
or
not.
So
what
we're
going
to
do
is
we're
going
to
put
together
that
entire
basket
of
work
and
we're
going
to
treat
it
as
a
unit
we're
going
to
reset
our
national
incident
management
system,
commitment
and
our
commitment
to
the
incident
command
system
across
the
various
components
that
we've
discussed
in
the
past,
and
I
will
touch
on
that
a
little
bit
more
in
a
moment.
O
The
goal
of
this
will
be
to
demonstrate
will
be
to
demonstrate
the
proficiency
that
we
wanted
to
see
during
2020.
So
we
are
going
to
reboot
the
system
and
then
we
are
going
to
make
sure
that
in
an
exercise,
a
rigid,
rigid,
rigid,
rigorous
exercise
that
we
can
demonstrate
those
capabilities.
So
that's
going
to
be
the
strategy
associated
with
a
good
deal
of
this
work.
O
The
other
thing,
the
other
bundle
of
work.
If
you
will
is
sort
of
the
department
level
work,
there's
a
number
of
things
here
that
relate
to
policies,
procedures
or
practices
that
are
owned
by
one
department
or
primarily
one
department,
and
we
have
tasked
that
out
to
the
department
heads
for
individual
follow-up.
O
So
the
presentation
today
is
going
to
follow
these
two
components.
We'll
talk
first
about
the
incident
command
system
reset
and
then
we'll
turn
it
over
to
my
colleagues
to
talk
about
the
status
of
the
various
department
level,
recommendations
that
have
been
made,
including
what
work
has
been
done
up
until
now,
so
we'll
be
getting
a
sense
of
how
we're
going
to
be
going
forward.
O
We
learned
during
the
training
the
national
incident
management
system
is
the
system
that
we
use
to
respond
to
emergencies.
This
council
committed
to
us
to
that
path
in
20
2005.,
so
this
is.
This
is
a
commitment
that
we
have
made
and
ultimately,
that
system
is
intended
to
frame
how
we
plan
for
and
respond
to
emergencies
of
all
sizes
of
all
hazards,
across
different
departments
and
across
different
sectors.
It
applies
to
the
public
sector,
the
private
sector
and
the
nonprofit
sector.
O
It
is
the
system
that
we're
supposed
to
be
using
and
obviously
was
the
primary
thrust
of
the
after-action
report.
If
you
think
back
to
the
presentation
that
we
had
during
training,
there
are
four
components
of
this
system
that
are
key
for
the
findings
in
the
report
and
ultimately
going
forward
here.
One
has
to
do
with
the
incident
command
systems.
A
lot
of
these
terminology
sounds
similar
and
that's
why
I
want
to
just
take
a
second
and
pause
to
make
sure
that
we're
oriented
to
this.
O
So
the
national
incident
management
system
is
the
framework
that
contains
the
next
four
components
on
that
slide.
The
incident
management
system
is
how
tactical
responders
in
the
field
organize
themselves
to
respond
police
officers,
firefighters,
public
health
workers,
public
works
workers.
If
they're
working
an
incident
using
the
incident
management
system,
then
they
are
using
this
incident
command
system
that
prescribes
a
structure
and
a
planning
process
that
they're
to
go
through
the
emergency
operations
center
is
the
second
component
that
we're
going
to
be
looking
at.
That
is
oem's
responsibility,
and
that
is
the
city's
primary
coordination
function.
O
We
do
not
take
over
command,
we
support
insulin
command
in
the
field
by
filling
resource
requests
and
managing
information
and
providing
additional
authority.
The
eoc
the
emergency
operations
center
is
that
vehicle
by
which
we
as
a
whole
enterprise,
focuses
our
support
on
incident
command
activities.
O
The
third
component
on
the
list
is
the
multi-agency
coordination
group,
and
this
really
is
the
the
group
or
the
place
where
the
policy
makers
interface
with
the
system,
so
whether
the
mayor
or
the
city
council,
through
the
matt
multi-agency
coordination
group,
what
we've
called
the
policy
group
we've
talked
about
those
systems
in
the
past,
but
that's
the
interface
with
the
elected
officials
and
then.
Lastly,
the
joint
information
system
or
the
joint
information
center,
if
there's
a
physical
center
stood
up,
is
the
public
affairs
and
external
affairs
element
that
covers
all
of
these
things.
O
If
you
look
at
this
graphically
you'll
recall
the
slide
from
our
training.
Most
of
the
incidents
that
we
are
responding
to
are
on
the
left
side
of
the
screen.
It
is
incident
command
in
the
field
or
sometimes
unified
command.
That's
when
two
different
organizations
with
legal
responsibility
to
manage
an
incident
come
together
that
needs
to,
and
obviously
that's
something
that
we
need
to
look
at
through.
O
The
lens
of
this
report,
but
also
on
the
right
side
is
the
is
the
support
system
for
those
teams
out
in
the
field
that
mac
group,
the
jurisdictional,
eoc
the
joint
information
system?
It's
our
intent
to
reboot
this
entire
system
to
go
through
the
plans,
the
organizational
structures,
the
training
and
make
sure
that
all
of
that
is
in
line
and
that
we
can
actually
set
ourselves
up
to
execute
these
systems
as
designed,
and
we
will
show
that
in
a
series
of
tests
and
exercises
that
will
lead
us
to
a
capstone
exercise
in
the
future.
O
I'm
not
going
to
go
through
all
of
these.
These
are
all
of
the
findings
that
touch
on
either
the
national
incident
management
system
or
the
incident
command
system.
You
can
see
that
there
are
a
number
of
them
and
here
are
the
specific
recommendations
that
have
to
do
with
that
command
and
coordination
function
that
we
just
discussed.
So
again,
I'm
not
going
to
get
into
the
details
of
this
we're
bundling
this
so
that
we
can.
O
O
These
courses
were
fundamental
in
the
success
of
the
bridge
collapse
that
was
meant
or
was
mentioned
in
the
report,
and
we
are
going
to
be
using
the
same
mechanism
to
bring
us
back
to
that
course.
So,
just
to
be
clear,
though,
this
is
not
a
light
lift.
O
This
is
a
huge
expectation
on
behalf
of
this
organization,
we're
talking
about
sending
60
people
at
various
levels
of
the
organization
out
to
four
days
of
training
and
two
days
of
travel,
but
the
the
advantage
of
this
is
that
we
would
be
able
to
again
demonstrate
our
capabilities
in
a
forum
that
we
have
been
in
before,
and
I've
participated
in
two
of
these
things
and
I
can
just
as
a
represent
as
someone
who's
gone
through
them.
They
are
extraordinarily
worthwhile
as
far
as
testing
and
demonstrating
capabilities.
O
The
earliest
we
can
get
application
for
would
be
a
2024
course.
So
we
will
put
the
application
in.
We
will
learn
early
next
year
if
we
are
in
fact
accepted
and
if
we
are
we'll
keep
driving
on,
but
if
not
we'll
go
to
a
plan
b
and
we'll
know
whether
we
have
to
have
a
contractor
to
put
together
a
similar
exercise.
But
that
is,
I
think,
really
a
a
second
choice
here.
O
And
with
that,
that's
that's
really
in
a
nutshell,
how
we
intend
to
deal
with
what
I
would
call
the
greater
weight
of
this
report
that
reset
of
the
instant
command
system
and
its
components
in
the
national
incident
management
system
in
such
a
way
that
we
can
demonstrate
the
proficiency
that
you
all
and
the
public
expect
us
to
be
able
to
show.
So
I
will
pause
there
before
we
get
into
department
level
projects
or
I
can
drive
on
and
share,
as
you
will.
A
E
Thank
you,
man,
chair
and
director
lane
is
the
training.
Is
it
mount
hood
or
what's
it
called
the
training
that
you
referenced.
E
Is
the
training
that
you
described?
Is
that
a
recommendation
from
the
report
so.
O
The
training
that
we've
already
done
the
two
training
sessions
that
the
council
has
had
were
things
that
the
report
recommended
that
we
do,
but
we
were
doing
those
things
anyway.
We
trained
the
council
every
four
years
and
we
came
back
through
that
cycle
just
as
this
was
coming
together,
so
it
just.
I
think
it
sort
of
happenstance
that
we
had
just
discussed
these
things
a
couple
of
weeks
ago
and
now
we're
kind
of
back
at
a
practical
aspect
of
it.
O
So
the
training
that
we've
been
doing
supports
this
program
and
again
we're
on
the
same
four-year
council
cycle
to
make
sure
that
you
see
that
once
once
a
cycle,
the
recommendation
and
the
improvement
plan
item
for
us
will
be
to
make
sure
that
we
do
that
on
a
at
least
an
annual
up,
a
refresher
training
basis
which
we're
certainly
willing
to
do.
E
O
Yes,
so
that's
not
specifically
recommended
into
the
report,
but
that's
our
staff
recommendation
as
as
to
provide
a
a
definitive
end
state
to
work
toward
and
a
way
of
demonstrating
the
capabilities
that
we
hope
to
build
in
the
meantime.
So
it's
not
in
the
report
per
se.
This
is
our
recommendation
as
to
how
we
wrap
up.
If
you
will
the
work
that
needs
to
be
done
in
the
meantime,
in
a
demonstrative
way,.
C
Thank
you,
madam
chair,
and
thank
you
director
lane.
My
recollection
from
the
after
action
report
was
that
we
actually
had
a
pretty
strong
emergency
operations
plan
and
that
that
plan
wasn't
followed,
and
I
was
just
curious
to
know
if
this
additional
fema
training
is
going
to
speak
directly
to
that
disconnect
between
our
plans
and
how
we
actually
execute
it
on
the
ground.
O
Manager,
council,
member,
yes,
if
we're
approved
for
this
program,
part
of
their
process
is
to
sit
down
with
us
and
go
through
all
of
our
plans
and
procedures,
because
that's
what
ultimately,
we
want
to
exercise.
So
the
emergency
operations
plan
will
be
part
of
that
and
I'm
skip
ahead
in
my
slide
here.
We're
bringing
that
next
version
of
that
plan
back
to
you
all
again.
O
O
O
We
talked
about
the
council
and
executive
cycle
of
training,
that's
something
that
is
specifically
called
out
in
the
report
and
that's
something
that
we
will
have
complete
by
june
again.
This
is
something
that
we've
been
doing
on
an
ongoing
basis
on
a
four-year
basis,
independent
of
whether
the
aar
came
through
or
not.
O
But
I
think
the
annual
refresher
training
that
they're
recommending
is
an
excellent
idea
and
we'll
be
back
with
that
next
year
and
just
parenthetically
because
of
the
off-cycle
elections
that
are
coming
up
for
the
council,
we
will
come
back
with
the
same
training
for
that
new
council
following
that
election
in
a
couple
years.
So
we
will
take
care
of
that
piece
as
well
after
action
reporting
is
something
that
we've
been
asked
to
accomplish
in
oem.
O
We
either
do
that
with
our
in-house
resources
or
we'd
manage
a
contract
depending
on
the
size
of
the
after-action
report,
so
that
I
think,
is
largely
taken
care
of
the
training
and
exercises
recommendation
will
be
taken
care
of
as
part
of
the
overall
nims
refresh
that
we
just
talked
about.
We
are
already
doing
a
gap
analysis
to
look
at
our
training
plans
to
make
sure
that
the
plans
all
meet
standards.
We
know
who
needs
to
be
trained
who
has
been
trained.
When
was
the
last
time
they
were
trained,
so
we're
doing
that
gap.
O
Analysis
right
now,
so
that
we
can
put
the
rest
of
the
training
plan
together.
So
that
is
also
well
in
hand.
The
last
component
here
is
a
public
protective
actions
with
respect
to
civil
disorder,
and
this
was,
I
think,
again,
a
really
good
point
that
was
raised
in
the
aar.
We
actually
developed
recommendations
prior
to
the
chauvin
trial
and
ran
them
through
the
communications
department,
so
some
of
that
information
was
actually
deployed.
O
It's
going
to
be
an
interesting
discussion
with
respect
to
how
are
we
going
to
treat
some
of
the
grassroots
action
that
took
place
during
these
events,
and
how
are
we
going
to
work
with
that,
but
our
particularly
with
respect
to
groups
that
are
assembling
to
to
keep
an
eye
on
property
and
and
elements
like
that,
so
we
will
be
bringing
that
component
forward
as
well
and
then
just
as
a
flag.
Here
we
will
have
that
emergency
operations
plan
back
to
you
for
your
may
12th
council
meeting.
O
It's
like
two
years
worth
of
work
here
for
for
in
the
morning's
presentation,
we
will
be
bringing
those
policy
group
recommendations
back
to
you
so
that
we
make
sure
that
you
have
that
interface
that
we
talked
about
during
the
training,
and
that
is
all
I
have
manager.
I
will
pause
there
if
you
have
questions
specifically
for
me,
otherwise
I
will
turn
it
over
to
the
interim
chief.
I
believe
it's
next
up.
A
P
Afternoon,
thank
you,
chair
palmisano,
council
members.
I
appreciate
the
opportunity
to
be
here
this
afternoon.
I'm
amelia
huffman,
the
interim
chief
for
the
minneapolis
police
department
and
I
have
a
handful
of
slides
to
go
over
with
you
as
well
as
well
as
then
taking
any
questions
that
you
might
have
about
our
remediation
plans.
P
All
right,
so
the
first
point
on
the
first
slide
references
the
content
that
director
lane
was
describing
minneapolis
police
department
is
in
full
alignment
with
the
plan
that
was
just
described
to
you
to
reset
the
department's
commitment
to
nims
and
to
the
incident
command
structure,
as
chief
tyner
will
describe.
We
have
trained
many
of
our
personnel
over
the
years
through
the
entire
series
of
ics
courses.
P
The
leadership
development
work
is,
of
course,
ongoing
as
it
is
in
every
part
of
the
city
enterprise.
Currently
we
have
a
knowledge,
skills
and
abilities-based
promotional
process.
That's
also
managed,
overall
by
human
resources.
We
use
an
outside
vendor
to
create
the
components
for
that
promotional
process
where
we
promote
sergeants
and
lieutenants
the
vendor
is
I
o
solutions.
It's
a
group
of
industrial
psychologists.
P
P
This
has
been
a
project
that
I
have
long
thought
that
the
department
would
benefit
from,
so
we
are
in
the
process
of
building
out
what
that
would
look
like
these
would
be
longer
term
intentional
rotations
for
personnel
who
display
promising
leadership
abilities
and
are
interested
in
a
pathway
to
promotion,
and
it
would
be
very
intentional
stretch
assignments
where
folks
would
have
an
opportunity
to
do
work
very
different
from
what
their
normal
assignment
would
be
right.
Now
we
are
in
the
planning
phases
for
that.
P
We're
in
the
process
of
redesigning
our
new
supervisor,
training
curriculum.
So
this
is
the
formal
training
and
mentorship
opportunities
that
folks
undergo
when
they're
promoted
to
sergeant
or
lieutenant
roles,
we're
working
with
the
city's
hr
leadership
and
development
group
to
include
some
components
like
agile
manager,
which
many
of
you
may
be
familiar
as
a
training
program
that
the
city
offers
throughout
the
city
enterprise,
as
well
as
experiences
and
training
content.
That's
specific
to
law
enforcement.
P
We
are
also
bringing
in
ongoing
training
courses
provided
by
the
fbi
law
enforcement
executive
development
association.
They
have
three
level
program
where
we
will
be
providing
opportunities
yearly
for
our
folks
at
various
levels
of
supervisory
and
management
assignments,
to
take
advantage
of
this
high
quality
training.
That's
provided
to
law
enforcement
agencies
throughout
the
country,
and
we
are
in
discussion
about
leadership
succession
plans.
P
P
recommendation
11
leadership
over
continuity
of
services
was
fairly
straightforward
and
we
have
identified
that
we
will
be
using
command
level
staff
at
the
inspector
level
to
oversee
the
activities
not
related
to
any
kind
of
civil
unrest
or
disturbance
incident,
but
the
police
activities
that
are
taking
place
in
the
rest
of
the
city
during
any
kind
of
an
incident
recommendation.
12
civil
unrest,
resource
planning
following
the
civil
unrest,
the
mpd
and
public
works,
have
instituted
a
collaborative
process
to
identify
the
resources
and
infrastructure
necessary
for
protecting
the
precincts
and
other
kinds
of
city.
P
Buildings
and
you'll
be
very
familiar
with
that,
as
you
have
seen
that,
particularly
during
the
trial
time
period,
when
that
kind
of
infrastructure
protection
was
deployed
in
many
locations
around
the
city
and
recommendation
19
related
to
camera
control.
This
one
was
identified
in
the
after
action
report
as
being
an
oem
responsibility,
but
this
is
actually
mpd
because
mpd
does
manage
those
milestone,
cameras
that
are
throughout
the
city-
and
we
have
recently
released
a
policy
cited
here.
P
4-225
that
addresses
the
control
of
the
public
safety
cameras
and
makes
it
clear
that,
in
the
event
that
we
have
an
incident
like
this,
where
we
have
a
command
post
in
operation,
the
incident
commander
at
the
command
post
has
priority
for
the
control
of
those
cameras.
If
we
have
a
smaller
incident,
that's
being
managed
at
a
precinct
level,
then
the
control
of
those
cameras
is
managed
by
the
incident
commander
at
the
precinct
level.
P
P
That's
a
secondary
assignment,
so
as
part
of
that
secondary
assignment,
then
they
do
get
annual
mobile
field
force,
training
and
actually
the
2022
in-service
package
is
being
delivered
right
now
all
personnel
in
the
department
are
going
through
that
yearly
training
related
to
crowd,
control
and
working
with
the
mobile
field
force.
We've
also
used
the
patrol
online
training,
which
I
think
many
of
you
have
been
familiar
with,
because
you've
heard
about
it
in
other
training,
presentations
related
to
mpd,
but
this
is
content.
P
P
We
have
a
request
for
proposals,
that's
in
the
final
stage.
I
expect
that
it
will
be
going
to
procurement,
possibly
as
early
as
next
week,
to
identify
some
a
vendor
for
comprehensive
wellness
services.
That
would
be
a
significant
investment
in
improvement
over
the
wellness
services
that
we
have
had
available
for
our
employees.
To
date.
Our
existing
wellness
services
include
a
wellness
app
that
has
information
about
specific
wellness
topics.
P
This
is
specifically
related
to
the
ability
to
handle
triage
intake
and
begin
investigations
for
complaints
that
are
received
during
periods
of
civil
unrest
related
to
allegations
of
police
misconduct
and,
as
I've
noted
on
this
slide
here,
there
is
the
ability
in
the
city
to
provide
increased
surge
capacity.
The
city
attorney's
office
does
manage
the
contract
with
outside
services.
P
We
don't
have
the
ability
inside
the
police
department
to
identify
additional
internal
affairs
investigators
during
that
period
of
time
and
likewise
the
office
of
police
conduct
review,
which
ultimately
is
the
umbrella
for
the
city's
response
to
allegations
of
police
misconduct.
Misconduct.
Pardon
me
also
has
a
limited
amount
of
staffing,
but
we
do
have
that
ability
for
surge
capacity
managed
through
the
city
attorney's
office.
C
Thank
you,
madam
chair,
and
thank
you
chief.
I
have
a
kind
of
structural
question.
I
guess
to
our
response
to
these
recommendations
and
I'm
trying
to
think
of
the
best
way
to
frame
it,
and
so
I'm
just
thinking
in
terms
of
so
we
don't.
We
all
read
the
report.
We
need
to
change
things.
C
So
my
question
is,
you
know,
based
on
what
unfolded
on
the
ground.
Was
this
an
issue
of
policy
and
training,
and
so
does
that
mean
we
either
didn't
have
policies
in
place
or
training
in
place,
or
we
need
to
change
our
policies
or
change
our
training,
but
I
think
so.
That's
like
one
component
of
my
question
and
then
another
component
of
my
question
is
in
the
event
that
we
did
have
policies
and
training
in
place
and
they
weren't
followed.
How
do
we
best
respond
to
that
instance?
So
it's
kind
of
like
a
two-part
question.
C
P
I
think
that
it's
a
it's
a
complicated
answer
to
that
question,
like
many
police
agencies
and
like
you've,
heard
from
others
today,
you
know
these
incidents
were
unprecedented
in
their
size
and
scope
in
the
amount
of
violence
and
in
behavior
like
looting
and
arson
that
we
had
not
seen
on
this
particular
scale
before
in
minneapolis.
P
P
So
there
had
been
a
gap
in
a
number
of
years,
since
we
had
invested
in
doing
nims
and
incident
command
training
for
our
personnel.
Some
folks
had
undergone
the
entire
series
of
ics
training,
but
it
had
been
many
years
before.
Other
personnel
had
not
received
ics
training
at
all.
Our
policies
are
a
constantly
evolving
project.
We
are
working
to
invest
and
update
in
those
policies
based
on
changing
best
practices
in
the
profession
all
of
the
time.
P
So
we
certainly
have
work
to
do
and
have
done
much
work
around
our
crowd,
control
policies
and
that
work
continues
and
then
the
situation
on
the
ground
was
complicated
and
complex
for
our
personnel
and
under
those
circumstances,
the
policies
that
we
did
have
in
place
were
imperfectly,
followed
and
some
of
those
issues
have
been
addressed
and
will
be
addressed
in
the
future,
with
changes
in
supervision,
training
and
updates
to
policy.
P
There
have
been
also
some
misconduct
cases,
of
course,
that
have
been
generated
by
those
incidents
that
happened
during
this
period
of
time
in
2020
that
have
been
working
their
way
forward
through
the
system.
A
small
number
of
those
cases
have
come
to
their
conclusion,
but
there
are
others
in
that
system
as
well.
C
And
and
then,
as
a
follow-up,
yeah,
definitely
understanding
the
complexity
of
this.
If
you
were
to
have
to
weigh
you
know
one
as
being
the
heavier
lifts
over
over
the
other,
would
you
say
it's
updating
our
training
and
policies?
Is
the
heavier
lift
or
is
it
making
sure
that
we're
managing
to
our
training
and
policies.
P
Q
Thank
you
madame
and
chief
huffman
in
reference
to
slide
titled
mpdr6
the
civil
disturbance
policy.
Can
you
speak
to
the
process
that
will
be
put
in
place
to
review
the
policy
language
to
ensure
it
reflects
industry
best
practices,
but
specifically,
who
will
be
involved
in
this
process
and
are
there
any
partners
external
to
mpd
that
will
be
involved
in
that
process?
P
Question
so
our
policy
review
process
generally
includes
research
as
its
first
component,
and
so
in
order
to
calibrate
what
industry
best
practices
are.
We
look
to
organizations
like
the
police,
executive
research
forum,
international
association
of
chiefs
of
police,
the
major
city
chiefs,
and
we
look
at
work,
that's
being
done
by
other
major
metropolitan
police
departments
to
calibrate
what
the
policy
language
is.
That
is
the
best
practice
that
we're
coalescing
around.
We
also
certainly
are
looking
at
any
number
of
after-action
reports
and
the
and
the
responses
that
have
come
from
those
after-action
reports
in
other
cities.
P
We
put
all
of
that
research
together
and
then
we
talk
with
folks
who
are
stakeholders
of
various
kinds.
So
you
folks
oftentimes
are
part
of
that
conversation.
The
mayor's
office
as
well
external
community
partners
in
coalescing
around
what
the
final
policy
language
is
like,
particularly
for
a
complicated
piece
of
policy
like
this.
That
review
will
include
any
number
of
people
as
well
as
folks
at
the
city,
attorney's
office,.
K
Thank
you,
madam
chair.
Thank
you,
chief
hoffman,
just
a
couple
of
questions
that
I
have
so.
I
think
it's
important
to
raise
the
fact
and
highlight
that
the
after
action
report
that
was
done
in
the
wake
of
2015
when
jamar
clark
was
killed.
Many
of
the
recommendations
that
was
proposing
that
after
action
was
very
similar
to
the
one
that
we
received
just
you
know
two
months
ago
and
what
we've
seen
as
a
correlation
between
the
two
is
that
implementationist,
I
think
councilmember
payne
has
kind
of
raised
a
couple
times.
K
I
raised
this
question
because
I
worry
that
if
we
are
not
identifying
the
barriers
that
apparently
limit
successful
and
effective
execution
of
identify
recommendations
at
that
point
that
we're
setting
ourselves
up
again
to
fail
to
implement
them,
and
hopefully
there's
not
a
future
incidence.
Unfortunately,
I've
been
there
in
2015
tear
gas
in
2020
will
hope
that
no
one
else
has
to
endure
that,
because
of
another
police
related
murder
in
the
future.
So
would
like
to
know
what
type
of
analysis
you're
doing
internally
to
get
a
sense
of
you
know
time
comparison.
P
Thank
you
for
the
question
councilmember.
I
think
that
that's
an
excellent
question,
I'm
certainly
familiar
with
the
after
action
report
from
2015.
As
I
know,
many
of
you
are
as
well.
Unfortunately,
I
think,
as
we
look
at
the
recommendations
not
only
for
the
police
department
but
for
the
city
enterprise
as
a
whole,
there
are
any
number
of
gaps
and
failures
that
we
would
identify
today
for
the
police
department.
P
Specifically
our
ability
to
follow
through
not
only
in
this
particular
area
but
on
implementation
of
new
policies
and
programs
in
general
will
be
significantly
bolstered
by
the
fact
that
I'm
creating
an
internal
quality
assurance
function.
We
do
not
currently
have
this
now
with
the
hiring
of
two
civilian
law
enforcement
auditors.
Those
positions
will
be
posted
very
shortly,
they're
in
the
final
stages
of
the
human
resources
process,
and
that
will
help
us
not
only
in
this
particular
area
but
across
the
police
department,
with
ensuring
that
we're
getting
the
outcomes
that
we're
striving
for.
K
And
I'm
also
you
raised
this
too
in
terms
of
accountability,
I'm
very
interested
in
if
it's
yourself
who
are
in
charge
and
making
sure
that
there's
continuous
execution
of
these
measures,
I
know
you,
you
name
that
in
terms
of
timelines,
for
implementation
of
these
newer
recommendations
can't
be
defined
due
to
staffing
challenges,
and
I
would
say
that's
another
point
to
look
at
in
regards
to
2015,
where
we
didn't
have
similar
staffing
challenges
and
we
still
failed
to
implement
many
of
these
recommendations.
K
But,
looking
at
what
are
you
imagining
and
even
in
this
succession
plan,
I'm
laying
out
what
are
some
clear
metrics
for
accountability
and
implementing
this,
these
these
recommendations
and
when
they're?
Not
what
could
possibly
you
know
happen
in
response
to
that.
K
P
The
question
as
director
lane
mentioned
during
his
description
of
the
work
that
we
had
ahead
of
us.
These
are
long-term
projects,
and
so
you
know
we're
looking
at
this
retraining
implementation
of
nyms
upgrade
of
policies,
creation
of
new
training
programs.
P
You
know
in
terms
of
years
rather
than
months.
So
this
is
not
the
kind
of
work
that's
going
to
be
done
in
three
months
or
six
months.
There
will
certainly
be
components
of
it
that
are
continually
moving
forward
and
milestones
that
we're
reaching,
and
I
know
that
we
have
made
a
commitment
as
staff
to
come
back
and
provide
updates
on
this
progress
for
reaching
those
milestones.
And
so
certainly
you
will
be
hearing
about
the
progress
that's
been
made,
but
just
to
realistically
set
expectations.
P
K
Also
thinking
and
going
back
to
because,
unfortunately,
we've
had
to
deal
with
the
case,
for
instance
jalen
stalin's
where
there
are
officers
that
have
been
named,
and
particularly
not
following
these
policies
again,
just
thinking
of
those
who
have
been
identified
as
not
in
compliance
with
these
policies,
what
are
existing
or
what
has
happened
around
accountability
in
regards
to
those
officers,
and
I
think
again
setting
the
tone
specifically
for
the
officers
like
that
misconduct.
When
there's
not
compliance
of
these
trainings.
K
Of
course,
I
think
you,
council,
member,
paying
laid
out
it's
very
clear,
the
trainings
and
what
happens
on
the
ground
there's
a
disconnect,
but
knowing,
if
you're
on
the
ground
you're,
not
in
compliance,
there's
going
to
be
xyz,
accountability,
measures
and
it'll
be
good
for
me
to
get
a
sense.
I
didn't
get
that
in
a
prior
response
of
like
some
more
specificity
of
what
that
xyz
could
be
sure.
P
Thank
you
for
the
question,
so
I'm
not
sure
how
familiar
you
are
with
sort
of
the
long
process
for
those
complaint
investigations
and
then
the
outcome,
I
believe
many
of
you
are
probably
familiar
with
the
work
that
the
office
of
police
conduct
review
does,
but
that
is
generally
the
mechanism
for
those
cases
to
proceed
forward
from
the
complaint
intake
through
the
police
conduct
review
panel
and
then
to
my
office
for
final
discipline
decision
once
a
disciplined
decision
is
made
if
discipline
is
imposed
by
the
chief
once
it
reaches
final
disposition
status,
so
the
discipline
has
been
imposed
and
the
grievance
period
has
passed
with
no
grievance
or
discipline
has
been
imposed
and
there
was
a
grievance,
but
the
grievance
was
resolved
either
with
a
settlement
or
with
arbitration.
P
K
Do
we
have
any
in
regards
to
officers
who
participated
in
not
non-compliance
with?
You
know
the
after-action
reviewer
existing
policies
back
in
2020?
Are
there
any
of
those
cases
that
are
currently
public
and
basically
giving
a
total
number
of
what
those
finalized
cases
are
right
now?
Do
you
have
a
sense
of
that.
P
So
there's
been
a
very
small
number
that
have
reached
through
the
end
of
2021
to
former
chief
eredondo's
desk
for
a
decision.
Some
are
still
in
that
process
of
the
ones
that
did
reach
the
former
chief
for
a
disciplined
decision.
Not
all
of
them
have
reached
final
disposition
status,
and
so,
when
you
look
at
the
public
decisions
on
the
city
website,
I
believe
that
you
will
only
find
one
memo
that
has
been
made
public
related
to
the
period
of
time
during
the
riots
gotcha.
A
Thank
you.
Thank
you.
Is
there
anybody
else
with
questions
or
comments
at
this
time,
not
seeing
any.
Thank
you
for
your
time.
Chief.
Thank
you
passing
this
along
to
chief
tyner,
welcome.
R
Thank
you,
chair
promisano,
and
members
of
the
committee.
My
name
is
brian
tyner.
I
am
the
fire
chief
for
the
minneapolis
fire
department.
Let's
see
if
I
can
get
us
back
to
where
we
were
or
where
we
should
be
there,
we
go
all
right.
So
I'm
just
going
to
cover
three
pretty
quick
items.
One
is
nems
ics.
R
So
before
we
talk
about
nems
and
ics,
I
want
to
just
do
a
little
background.
So
nem's
training
consists
of
the
following
certifications
and
six
of
the
eight
are
really
pertinent
for
firefighters
and
first
responders.
Those
trainings
are
ics
100,
200,
300,
400,
500,
600,
700
and
800.
R
R
So
most
of
our
chief
officers
have
completed
the
ics
300
and
400
training,
but
we
do
have
some
newer
chiefs
that
still
need
to
complete
that
training
and
we're
actually
in
the
process
of
getting
those
chiefs
scheduled
for
that
training.
Now,
so
they
should
have
it
soon.
R
The
recommendations
regarding
spanner
control
were
actually
identified
through
us
by
our
own
after-action
processes
after
the
civil
unrest,
and
we
made
adjustments
to
that
hispanic
control
policy
in
advance
of
the
derek
chovin
trial.
So
the
things
that
we
identified
and
the
adjustments
we
made
were
one
to
ensure
that
the
fire
chief
or
his
designee
are
physically
present
within
the
unified
command
structure.
R
That
was
one
of
the
big
things
that
came
out
of
this
recommendation,
also
to
ensure
that
chief
officers
are
assigned
to
the
multi-agency
command
and
to
the
minneapolis
emergency
communications
center,
and
we
actually
did
have
both
of
those
in
place
during
the
civil
unrest.
But
all
three
of
those
things
need
to
occur.
R
The
big
part
of
spanish
of
control
is
to
ensure
that
spanner
control
does
not
exceed
the
optimum
number
of
four
to
six
personnel
or
direct
reports
at
any
level
of
the
incident,
in
other
words,
every
supervisor.
Every
captain,
every
commander
should
have
no
more
than
four
to
six
people
reporting
to
them
to
include
even
the
fire
chief
and
we
have
committed
to
expand
the
incident
command
command
system
as
required
to
maintain
that
optimal
span
of
control.
R
R
Resource
tracking
this
one
actually
confused
me
a
bit
because
we
actually
did
track
our
resources
during
the
incident.
Resource
tracking
is
the
primary
function
of
the
chief
officer
assigned
to
mecc,
and
you
might
note
in
the
later
in
the
report
that
it
does
state
in
there
that
we
did
have
chief
officers
down
in
mecc
during
the
civil
unrest,
including
myself,
on
the
overnight
shifts
resource
tracking,
occurs,
24
7
for
us
and
did
in
fact
occur
throughout
the
civil
unrest.
R
The
tracking
of
resources
is
accomplished
through
the
computer-aided
dispatch
system
that
we
use
here
in
the
city
of
minneapolis.
That
system
you
utilizing
gps,
provides
us
with
resource
tracking
on
every
mfd
apparatus
in
the
city,
and
it
includes
their
location.
It
includes
their
status
and
availability.
R
It
includes
incident
updates
in
any
communications
that
may
have
been
radioed
to
dispatch
and
back.
It
includes
the
response
times
to
get
to
the
scene
and
also
the
time
that
a
rig
is
on
scene.
So
again,
we
know
where
the
rig
is,
how
long
it's
been
there,
how
long
it
took
to
get
there
what
its
availability
is
and
what
it's
doing.
It
also
includes
a
lot
of
other
information.
R
A
Thank
you
taking
a
look
at
the
queue
and
just
looking
at
my
colleagues
chief
one
of
your
first,
your
first
slide
talked
about
the
100
200
through
800
level.
Training.
Can
you
help
us
understand
what
the
300
and
400
levels
are
and
why
that's
applicable
to
chiefs.
R
Yes,
thank
you
so
chair,
palmisano,
ics,
300
and
400
is
a
higher
level
of
ics,
and
it's
really
designed
for
incident
command
and
being
able
to
be
in
control
of
larger
incidents
such
as
the
civil
unrest.
So
100,
200
and
700
and
800
give
us
that
basic
level
of
command
that
we
use
for
all
of
our
incidents.
300
and
400
really
speak
to
the
larger
incidents
and
and
the
larger
grouping
or
the
larger
command
system
that
it
takes
to
manage
those.
A
Thank
you,
I'm
not
seeing
any
other
questions
for
you
right
now.
I
think
if
they
have
a
chance
to
digest
this,
maybe
we'll
have
some
additional
ones.
Thank
you.
S
S
The
communications
department
did
stand
up
a
virtual
joint
information
system
and
we
have
a
diagram
here
kind
of
explaining
the
ins
and
outs
of
that
we
stood
this
up
the
day
after
memorial
day
on
may
26
2020.
The
joint
information
system
established
four
sections:
those
were
info
information
gathering,
media
relations,
information
products
and
community
relations.
S
I
want
to
make
sure
to
give
credit
to
our
partners
in
neighborhood
in
community
relations,
who
really
served
as
the
assistant,
pios
and
anchors
for
the
community
relations
section.
We
work
really
closely
with
ncr
as
communications
ncr
and
our
external
partners
had
operated
in
a
jig
and
just
formations
for
super
bowl
52
for
the
final
four
and
then
at
that
time,
during
the
pandemic
for
the
coven
19
pandemic,
we
had
a
virtual
just
at
that
time
handling
health
and
public
information
there.
S
We
were
pretty
well
practiced
in
the
operations
of
a
joint
information
system,
at
least
internally.
The
after
action
report
by
hillard
hines
did
provide
two
recommendations:
specific
to
the
communications
department.
The
first
recommendation.
Recommendation
13
speaks
to
the
need
for
the
city
to
develop
a
citywide
crisis
communications
plan
to
keep
the
public
informed
about
the
city's
response
to
a
crisis.
This
would
include
various
potential
scenarios
and
operating
multiple
channels
for
any
such
response.
That
would
include
social
media,
the
city's
website,
internal
communications
briefings
external
media
briefings
and
the
sort
to
keep
the
public
informed.
S
S
We
are
working
internally
right
now
to
develop
a
social
media,
critical
incidents
and
hazard
plan
to
have
pre-approved
content
ready
to
deploy
for
various
crisis
incidents
that
would
be
through
social
media.
The
goal
is
to
not
be
silent
on
social
media
in
the
initial
hours
of
a
crisis,
and
we
know
that
we
can
do
better
there.
S
I
do
want
to
say
that,
ultimately,
the
cornerstone
of
our
mission
is
being
a
trusted.
Messenger.
Delivering
timely,
accurate
and
verified
information
and
messages
is
something
that
keeps
our
community
safe.
It
is
something
that
we
take
very
seriously.
We
know
that
trust
was
diminished
and,
as
a
result,
community
experienced
fear
and
at
times
did
feel
abandoned.
That
was
brought
out
in
the
after
action
report.
S
We
are
working
hard
to
reestablish
that
trust
with
the
diverse
communities
that
we
serve
and
we
will
continue
to
enhance
and
improve
our
operational
plans
and
we'll
provide
the
testing
and
gaps
analysis
as
we
move
forward.
J
Thank
you
go
ahead.
Thank
you,
madam
vice
president,
and
thank
you
director,
our
bergstrom.
I
appreciate
you
being
here
today.
I
have
couple
questions.
There
was
a
lot
of
misinformation
during
the
civil
unrest
and
everything
that
was
happening
in
city
of
minneapolis.
What's
your
plan
on
comparing
that
and
and
kind
of
making
sure
that
misinformation
is
not
getting
to
the
resident
or
finding
a
way
to
correct
that
mistake?
J
You
know
we
live
in
a
democracy
and
people
can
say
whatever
they
want
on
their
on
their
platform,
but
misinformation
can
lead
the
mistrust
you
spoke
about
and
also.
My
second
question
is
many
community
members
in
our
community.
J
S
Thank
you,
chair
palmisano,
councilmember
osman.
The
answer
to
the
first
question.
I
think
chief
huffman
mentioned
an
ecosystem,
and
I
know
director
lane
has
also
mentioned
the
interlocking
parts
within
nems,
and
so
the
joint
information
system
or
the
joint
information
center,
if
it's
stood
up
in
person,
actually
works
to
source
that
information
and
work
together.
So
I
think
your
first
question
was
around
the
misinformation
and
how
do
we
work?
We
do
need
to
work
better.
S
This,
the
interlocking
parts
really
need
to
function
better
so
that
we,
the
joint
information
system,
needed
to
receive
information
in
a
more
timely,
effective
way,
and
I
think
that
was
one
of
the
points
that
was
brought
out
in
the
after-action
report
is
that
this
echo
system
of
interlocking
parts
actually
was
not
functioning
as
effectively
as
it
could
have,
and
so
that's
the
work
going
forward
over
the
next
couple
of
years
that
we
are
presenting
today.
S
We
were
working
as
well
to
translate
those
messages,
and
so
we
will
definitely
improve
and
enhance
that
as
well
and
make
sure
that
we
have
those
translated
service
capacity
and
vendors
standing
by.
We
are
practiced
in
doing
that
and
again
working
with
ncr,
but
we
can
always
have
more
improvements
to
that
as
well.
Thank.
J
G
I
had
done
this
instead
of
the
actual
chat
thanks
director.
I
just
wanted
to
talk
a
little
bit
about
what
councilmember
osmond
was
talking
about,
and
it's
in
regards
to
the
translation
services.
I
know
that
at
least
on
lake
street,
when
all
this
was
happening,
a
lot
of
people
formed
group
chats
so
communication,
online
or
press
releases
or
communication.
G
I
think
we
would
need
to
strategize
differently
for
a
lot
of
different
community
groups,
at
least
for
immigrants.
I
know
communications
like
what
I
just
mentioned:
it'll,
be
very
difficult
to
communicate,
whether
it's
language
barriers
or
the
way
people
access,
social
media
or
communication.
We
need
to
be
able
to
share
that.
G
We
can
strategize
differently
and
one
thing
that
I
know
that
happened
is
that
people
were
getting
on
whatsapp
group
chats
and
that's
how
they
were
communicating
in
different
languages
when
people
when
things
were
happening-
and
I
was
wondering
if
we
have
any
strategies
on
how
to
approach
communications-
that
necessarily
we
wouldn't
see
as
effective
at
the
city
level,
but
are
actually
effective,
mostly
in
our
immigrant
communities.
S
Yeah
that,
thank
you
very
much
for
that
question,
chair,
palmisano
and
councilmember
chavez.
Yes,
that
is
part
of
our
improvements
is
to
make
sure
that
we
are
constantly
up
to
date
on
the
channels
that
we
manage
and
making
sure
that
we
are
identifying
gaps.
That
is
an
area
of
improvement
as
well,
and
we,
as
I
mentioned,
will
be
undertaking
additional
work
in
terms
of
social
media
to
make
sure
that
we
have
messaging.
S
That's
that's
flexible
enough
at
the
outset,
but
that
we
can
plug
and
play
the
specific
information
that
needs
to
get
out
to
community
and
actually
have
that
content
translated.
So
that's
actually
something
that
I
didn't
mention,
but
I
just
was
thinking
about
that
before,
so
that
that's
ready
to
go
at
the
outset
of
an
incident
as
best
that
we
can
find
and
then
put
in
the
particular
details
at
that
time.
So,
yes
to
all
of
that,
we
do
need
to
improve.
K
Thank
you,
chair
promisano.
Thank
you,
director
just
have
a
quick
question
and
actually
building
upon
council
member
osmonds
and
councilmember
chavez,
initial
questions
around
information
sharing
with
the
community,
but
more
specifically,
I'm
looking
at
how
we
address
misinformation.
I
know
one
of
the
approach
that
approaches
that
the
city
try
to
utilize.
This
time
last
year
was
potentially
paying
social
influencers
to
help
you
know,
provide
or
combat
misinformation
that
got
a
lot
of
resistance.
Just
for
public
record.
Is
that
something
that,
in
our
future
communication
strategies
around
you
know,
emergencies?
K
Is
that
something
that
we're
still
keeping
on
the
table?
Or
did
we
kind
of
learn
a
lesson
from
a
year
ago
and
said
we're
not
gonna
also
use
that
as
a
maneuver
to
address
misinformation.
S
Chair
palmisano,
council
member
wangsley
willaba.
That
is
actually
something
that
I
have
not
thought
about
critically.
You
know
in
the
last
few
months.
That
is
definitely
something
that
will
be
revisited
to
just
take
a
look
at
how
you
know
what
channels
do
we
have.
We
do
work
really
closely
with
community
stakeholders
during
times
of
crisis
again
through
the
community
relations
section
of
the
joint
information
system
and
again
with
our
neighborhood
and
community
relations
partners,
and
so
that
of
which
that
effort
you
mentioned
before.
S
So
we
do
strive
to
make
sure
that
we
are
in
community
and
working
with
community
partners
and
that
we
are
getting
in
verified
information
to
our
partners
through
various
channels,
including
directly,
so
that
they
can
be
timely,
because
the
goal
is
always
to
get
the
right
information
to
the
right
people
at
the
right
time,
and
we
know
again
many
gaps
in
that
we
will
be
working
closely
with
the
rest
of
the
enterprise
through
the
interlocking
parts
to
make
sure
that
we're
sourcing
verified
in
sourcing
and
verifying
the
information
and
getting
that
out
to
community.
S
So
I
would
say
that
would
be
something
we
will
look
at
as
we
are
identifying
improvements
moving
forward.
K
Thank
you
and
just
a
quick
follow-up
to
that.
On
the
other
end,
in
terms
of
also
verifying
you
know,
the
groups
themselves,
I
know
there
was
lots
of
concerns
around
what
groups
are
being
solicited,
or
you
know
selected
in
in
this
effort,
to
you
know,
relay
information.
Is
there
protocols
of
vetting
as
you're?
Also
considering
you
know,
community
groups
that
you
would
like
to
bring
into
this
process
of
sharing
information
with
the
public
that,
of
course,
once
has
been
verified,
but
I
know
there
was
lots
of
concerns
around
the
groups
themselves.
K
The
selection
process,
the
lack
of
transparency
around
that,
like
even
for
council
members,
is
there
a
way
to
get
a
you
know
prior
hand,
a
list
of
those
partners
that
or
community
stakeholder
groups
that
we
do
have
relationships
with
that
we
consult
for
doing
specific
things
like
this.
S
Yeah,
chair
paul
masano,
council
member.
Thank
you
for
that
question.
That
would
we
absolutely
need
to
develop
criteria
if
we
were
go
to
go
forward
on
that,
and
so
yes,
that
would
be
something
that
you
would
be
able
to
see
if
that
was
going
to
go
forward
as
well,
there's
also
informal,
I
was
speaking
a
little
bit
more
to
like
the
informal
network
of
a
community
that
we're
in
partnership
with
as
well
on
the
ground.
So
yes
to
making
sure
if
that
was
a
formal
system
to
the
transparency.
K
So
clarify
there
is
an
opportunity
to
standardize
at
least
a
criteria
process.
So
you
know
whatever
formal
list
that
we
have
it's
been
through
a
transparent
standardized
process
and
maybe
those
that
we
do
have
informal
connections
with
can
be.
You
know
translated
to
this
formal
list,
but
there
is
a
open
one.
There's
not.
It
sounds
like
a
standardized
like
protocol
or
a
process
in
place
in
vetting,
but
there
is
an
opening
to
develop
that.
S
A
I'm
not
seeing
any
other
questions
or
comments
in
queue.
I
do
want
to
just
add
in
your
presentation.
You
briefly
introduced
him,
but
we
do
have
the
new
director
of
public
safety
information
here
with
us.
Howie
padilla
welcome.
A
So
that's
already
an
improvement
in
follow
through
of
recommendations
as
we're
moving
forward
a
quick
question
of
something
you
had
mentioned
earlier.
You
mentioned
doing
an
rfp
for
crisis
communications,
and
is
that
a
preparatory
measure
or
is
that
the
idea
of
having
somebody
whose
professional
skills
or
expertise
is
entirely
crisis?
Communications
on
some
sort
of
standby.
S
Chair
palmisano,
thank
you.
Yes,
that
is
absolutely
to
make
sure
that
we
have
a
robust
set
of
strategic
eyes
and
ears
and
experts
who
are
immersed
in
crisis
communications
on
a
you
know,
week-to-week
basis
who
have
that
experience
in
depth
of
staff.
One
of
the
things
that
we've
identified
is
we
just
when
a
crisis
unfolds,
especially
one
that
is
of
a
sustained
nature?
S
S
N
Trip
palmisano
members
of
the
council.
I
will
bring
us
home
here
with
our
final
recommendations,
and
these
really
are
all
kind
of
cross-cutting
that
involve
multiple
departments,
and
so
I'm
here
to
to
go
through
these
final
recommendations.
N
We
want
to
be
very
careful
to
evaluate
the
feedback
that
we've
received
so
far
and
then
make
sure
that
we're
not
in
fact
re-traumatizing
the
community
as
we
go
forward
through
the
process
we,
and
in
that
regard,
we
are
having
the
neighborhood
and
community
relations
department
work
to
assess
all
the
different
areas
that
we've
received
feedback
and
kind
of
synthesize
that
together
and
then
we
will
work
with
city
departments,
and
you
see
these
listed
here
all
of
the
ones
that
you've
heard
from
today
to
really
recommend
next
steps.
N
N
N
What
we
found
was
there
weren't
a
lot
of
clear
guidelines
throughout
the
enterprise
on
granting
curfew
waivers
when
there
was
a
curfew
in
effect,
and
so
there
was
a
lot
of
confusion
out
there
about
who
was
granting
these
waivers
for
what
purpose,
and
so
we
need
to
really
kind
of
clarify
that
we
will
probably
have
to
have
some
flexibility,
as
we
are
not
going
to
be
able
to
identify
every
single
situation
where
a
curfew
may
be
needed,
and
so
it'll
be
a
little
bit
of
a
a
process
to
identify
what
that
kind
of
a
policy
would
look
like
the
city
attorney
is
here
today,
obviously,
and
can
answer
some
specific
questions
on
that
with
that
the
mayor
has
directed
us
to
make
sure
that
we
are
updating
the
council
on
a
regular
basis,
we're
planning
on
reporting
to
you
quarterly
on
the
process,
with
respect
to
these
recommendations
and
the
progress
with
respect
to
the
recommendations.
N
So
we
are,
as
you
heard,
I
mean
this-
was
a
very
difficult
situation
during
a
global
pandemic
very
unprecedented,
but
we
are
committed
to
improving
on
our
response
regardless,
and
we
are
here
today
to
to
make
sure
that
we
do
that
and
to
make
sure
that
we're
transparent
and
give
you
the
information
you
need.
So
with
that.
That
concludes
our
formal
presentation
and
if
there
are
any
additional
questions
we
are
here
to
respond.
Thank
you.
A
Thank
you.
Thank
you
for
this
presentation.
You
know
it's
incredibly
important
that
we
move
forward
to
improve
our
response
in
emergency
situations
and,
if
there's
one
big
theme
of
this
whole
after
action
review,
it's
that
we
have
to
be
more
coordinated
as
a
city
and
you've
demonstrated
that
in
this
presentation
today,
so
thank
you
for
everybody
coming
and
presenting
to
us.
We
have
a
couple
last
questions
or
comments
from
ones
from
council
member
quanzi,
warlow.
K
Thank
you,
chair
pamasano.
Thank
you
director.
I
just
have
a
quick
question.
Is
there
a
way
to
go
back
to
your
prior?
The
first
slide,
because
I
thought
I
saw
something
on
there
about
constructive.
Oh
conversation,
team.
Okay,
of
course,
one
of
the
top
recommendations
was
also
doing
some
type
of
community
forms
around
the
process.
I
understand
the
intentionality
of
re-traumatized
re-traumatization
but,
of
course
we're
in
the
process
of
still
getting
at
the
roots,
which
is
also
you
know.
K
This
is
gonna,
be
traumatizing
regardless
because
we
haven't
dealt
with
the
roots
of
basically
racial
inequities
at
our
city.
So,
just
wanting
to
know,
if
there's
going
to
be
proposals
coming
around
how
we
can
bring
forth
some
structure,
community
forms
for
the
public
to
be
able
to
just
share
kind
of
also
their
thoughts
in
response
to
this
after
action
report,
their
experiences
on
the
ground
as
well.
I
know
we're
getting
that
in
a
multiple.
N
Chair
palmisano
councilmember
wesley,
we
that
will
be
part
of
what
the
neighborhood
and
community
relations
department
will
be
evaluating,
and
so
we
will
have
more
information
on
that.
In
future
reports.
A
Direct
the
clerk
to
file
that
report.
Thank
you
a
reminder
that
item
number
four
was
removed
from
today's
agenda,
so
next
we
will
receive
reports
from
the
standing
committees
on
matters
that
we
will
consider
in
the
full
council
meeting
this
thursday.
We
will
begin
with
business
inspections,
housing
and
zoning.
That
committee
is
chaired
by
council
member
goodman.
Thank.
M
You,
madam
vice
president,
the
business
inspections,
housing
and
zoning
committee
is
bringing
15
items
forward
for
approval
on
thursday
items.
One
two
three
four,
five,
six
and
seven
are
all
license.
Applications
item
number
eight
is
granting
an
appeal
with
regard
to
a
demolition
of
a
historic
resource
item.
Nine
are
the
liquor
license
approvals
and
ten
are
the
renewals
item.
11?
Are
the
gambling
license
approvals?
Item
number.
12?
Are
income
appropriations
through
the
home
and
nsp
program
for
the
minnesota
housing
impact
fund?
M
Grant
item
13
is
a
rezoning
and
a
street
vacation
for
the
north
rip
king
building
item
number
14
is
an
issue
with
regard
to
the
upper
harbor
terminal.
It
has
to
do
with
a
dock
that
was
built
in
that
location
and
item
number
15.
Perhaps
the
most
notable
item
on
the
agenda
is
reallocating
millions
of
dollars
for
the
acquisition
and
rehabilitation
of
emergency
shelter
for
persons
experiencing
homelessness.
M
I
will
just
note
that
this
is
going
to
a
number
of
very
specific
projects,
including
people
serving
people,
as
well
as
st
anne's
place
and
simpson
housing.
So,
with
that,
I'm
happy
to
answer
any
questions
on
items
one
through
15.
A
Thank
you
not
seeing
any
so
we'll
go
on
to
intergovernmental
relations.
This
meeting
was
chaired
by
council
member
rainville.
Thank.
D
You
thank
you,
chair,
paul
masano.
The
intergovernmental
governmental
relations
committee
has
one
item
to
bring
forward
for
approval
at
this
week's
council
meeting,
which
is
a
passage
of
a
resolution
expressing
unity
with
the
people
of
ukraine.
You
all
have
copies
of
that
resolution.
I'll
stand
for
any
questions.
A
L
L
Item
number
two
is
the
passage
of
a
resolution
for
amending
the
2022
general
appropriations
resolution
for
rollover
of
unspent
2021
appropriations
and
number
three
is
accepting
a
bid
for
cleaning
and
lining
a
cast
iron
water
mains
item.
Number
four
is
accepting
a
bid
for
cooling,
coil
replacement
project
item
number.
Five
is
accepting
a
bid
for
the
a
street
southeast
reconstruction
project.
L
Item
number
six
is
authorizing
a
contract
with
gartner
inc
for
it
research
and
advisory
services.
Item
number
seven
is
authorizing
contracts
to
establish
a
language
services
pool
for
interpreting
and
translation
services.
I
remember:
aid
is
authorizing
a
contract
with
nlight
dba,
gen
x
and
gen
x,
slash
mitchell
for
workers,
compensation,
medical
bill
review
and
bill
payment
services.
L
Item
number
10
is
authorizing
contract
amendment
with
urban
ventures
inc
for
the
pathways
gun
diversion
program
item
11
is
authorizing
the
skyway
agreement.
Amendment
in
relation
to
the
public
service
building
item
number
12
is
authorizing
the
issuance
of
requests
for
proposals
for
water
meter.
Reading
hardware
and
software
services.
L
L
Item
number
15
is
authorizing
contracts
with
the
corner
house,
interagency
child
abuse,
evaluation
and
training
center
for
forensic
interview,
services
of
children
and
vulnerable
adults
and
item
16
is
approving
an
appointment
for
the
2022
local
board
of
appeal
and
equalization
item.
17
is
a
staff
direction
in
relation
to
the
public
safety
department
charter
amendment
and
I
will
stand
for
any
questions.
K
Oh,
I
just
wanted
to
take
a
quick
moment
to
discuss
the
department
of
public
safety
staff
direction
that
was
raised
in
our
committee
just
yesterday,
especially
since
some
of
the
information
presented.
I
know
you
know
members,
not
everyone
here
is
part
of
pogo,
so
just
to
provide
some
clarity
on
it.
K
So,
in
bringing
forth
this
new
department
of
public
safety
staff
director,
I'm
really
excited
because
it
can
actually
help
us
create
a
new
standard
of
ethical
and
professional
standards
as
regards
to
administering
public
safety
services
and
also,
as
we
just
saw
and
discussed
heavily
in
the
presentation
prior,
it
gives
us
the
opportunity
to
repair
the
broken
relationship
between
the
residents
as
well
as
the
city
of
minneapolis.
K
I
also
know
that
there's
lots
of
shared
agreement
that
you
know
housing,
multiple
programs
within
one
department.
It's
also
the
best
way
for
us
to
deliver
quality
and
ethical
public
safety
services,
but
also
what
was
very
clearly
raised
in
the
presentation
that
we
just
heard.
You
know
there's
lots
of
work
that
mpd
is
going
to
be
leading
and
has
to
do
in
order
to
gain
public
trust
and
credibility,
and
also
we'll
be
hearing
even
more
recommendations.
K
Once
a
doj
report
comes
out,
the
department
of
human
rights
report
as
well,
and
in
that
regards
I'm
looking
forward
to
the
mayor,
who
has
sold
authority
over
mpd
to
lead
that
work
and
he's
communicated
his
commitment
to
doing
so.
But
I
also
believe
that
you
know
for
mpd
to
be
integrated
in
this
department.
It
has
to
seriously
demonstrate
compliance
with
many
of
the
recommendations.
That's
going
to
be
coming
forth.
That
has
already
been
named
to
seriously.
You
know,
eliminate
existing
racial
bias
and
violence
that
happens
within
the
department.
K
I
believe
integrating
mpd
into
dps
immediately
will
also
overturn
the
will
of
voters
who
made
it
clear
in
november
that
they
won
both
mpd
and
expansion
of
unarmed
public
safety
services,
and
this
directive
affirms
what
the
voters
decided
last
november
and
allows
council
to
finally
take
up
action
to
create
new
public
safety
standards
that
goes
beyond
policing.
So
I'm
really
excited
to
see
what
our
staff
produces
as
a
product
of
this
directive.
K
I
also
added
another
component
to
this
directive,
as
we,
just
you
know,
discuss
with
the
after
action
report
is
the
need
to
bring
the
public
along
and
having
more
dialogue
about
how
we're
moving
forward
around
public
safety
services.
So
in
the
staff
direction,
we
also
include
a
proposal
to
have
a
public
comment
period
based
off
of
the
findings
of
that
directive.
K
I
also
want
to
name.
I
know
I've
been
in
conversations
with
some
of
our
council
members
about
doing
into
ward
events
since
public
safety
is
such
a
major
city-wide
issue,
and
I
would
be
more
than
happy
to
collaborate
with
any
council
member,
that's
interested
in
doing
further
engagement
around
dps
and
you
know,
in
whatever
policing
and
public
safety
beyond
policing
can
look
like
in
our
city.
So
I
just
wanted
to
name
some
of
those
those
elements.
K
I'm
really
excited
to
engage
my
own
constituents
further
in
the
coming
days
and
weeks
around
this
amazing
opportunity.
We
have
to
really
shape
reshape
what
public
safety
looks
like,
so
minneapolis
is
no
longer
known
for
the
the
egregious
event
that
took
place
with
the
killing
of
jamar.
Well,
jamar
is
included
in
that
it's
been
too
many
to
name
but
george
floyd,
specifically,
and
really
doing
a
lot
more
work
to
really
build
ourselves
from
the
ashes
of
of
the
uprising
that
took
place
following
the
murder
of
george
floyd.
K
A
T
T
Item
number
seven
is
authorizing
a
health
department
master
contract
with
one
family.
One
community
item
number
eight
is
authorizing
a
health
department
master
contract
with
the
neighborhood
hub
and
item
number.
Nine
is
authorizing
a
contract
with
the
special
school
district
number
one
minneapolis
public
schools
for
violence,
interrupter
services.
K
I
just
want
to
use
this
time
to
also
give
a
shout
out
to
the
amazing
workers
that
we
have
in
the
civil
rights
department.
We
got
an
amazing
presentation
from
our
labor
enforcement
standards
that
talked
a
lot
about
some
of
the
workers
rights
policies-
that's
been
passed
through
council,
one
of
which
is
wage
theft,
and
the
presentation
that
we
received
gave
a
really
good.
Just
you
know,
affirmation
of
of
the
importance
of
co-governing,
specifically
around
blaze,
pisa.
K
In
my
world
war
ii
in
the
stadium
stadium
area
village,
you
know
thanks
to
the
diligence
of
our
community
partners
over
at
rock
minnesota,
the
city
rights,
the
department
here
and
the
workers
there.
We
were
able
to
retrieve
up
to
thirty
thousand
dollars
in
stolen
wages,
for
those
workers,
so
really
excited
that
we
got
to
amplify
some
of
the
the
best
elements
of
policy
work
that
we're
doing
here
as
it
stands
to
support
workers.
A
Q
Thank
you,
madam
chair.
The
public
works
and
infrastructure
committee
will
be
bringing
forward
11
items
first
is
approving
the
2022
concrete
pavement
rehabilitation
program.
Number
two
is
approving
the
glenwood
avenue
north
street
reconstruction
project.
Number
three
is
approving
the
south
minnehaha
residential
street
resurfacing.
Project
number
four
is
appointments
to
the
bassette
creek
watershed
management.
Q
To
allow
additional
feedback
to
be
included
in
the
comments
from
a
community
meeting
that
metro
transit
is
hosting
in
ward
3
this
saturday
and
then
number
11
2021
annual
reports
in
year
end
budget
procedures
for
15
special
service
districts
and
at
the
council
meeting
on
thursday
I'll
be
bringing
forward
an
amendment
to
item
11
to
correct
an
error
to
the
annual
budget
for
the
lindell
lake
special
service
district.
I'll
stand
for
questions
on
any
of
these
items.
A
Thank
you.
I
am
not
seeing
any.
Are
there
any
other
big
items
that
we
want
to
discuss
this
thursday,
that
we
just
want
to
call
some
attention
to
council
president
jenkins.
E
E
We
will
be
bringing
that
forward
this
coming
thursday
and
I'm
not
sure
if
councilmember
chuck
thai
wants
to
comment
as
well.
Yup.
F
Thank
you,
madam
chairman
council.
President
jenkins,
you
know
I've
talked
with
a
few
of
you
about
this
over
the
last
few
weeks
and
I
think
there's
just
a
couple
of
you
that
are
left
that
you
know
haven't
had
a
chance
to
take
a
look
at
that
substitute
motion
that
I'm
planning
on
bringing
forward
and
offer
your
comments
and
feedback.
But
we
will
be
working
on
that
over
the
the
course
of
tomorrow.
So
have
a
chance
to
look
at
everything
before
it
comes
to
council
on
thursday.
F
You
know,
based
on
conversations
with
with
the
council
president
and
with
our
staff
and
and
our
leadership
have
been
able
to
bring
forward.
Well,
I'm
planning
on
bringing
forward
a
substitute
motion
on
thursday
that
you
know
presents
an
alternative
path
to
us,
moving
on
this
policy
and
and
putting
it
on
the
ballot
in
2022
instead
of
2023,
so
excited
to
continue
to
have
conversations
with
with
all
of
you
and
on
how
we
make
that
happen
and
to
have
a
more
thorough
conversation
about
it.
On
on
thursday,.