►
From YouTube: July 19, 2022 Committee of the Whole
Description
Additional information at:
https://lims.minneapolismn.gov
A
B
A
A
But
first
item
number
one
is
our
regular
report
on
the
contract
awards
or
amendments
that
have
been
approved
over
the
last
couple
weeks
by
the
ad
hoc
work
group
established
for
the
arpa
american
rescue
plan
act
related
expenditures.
Staff
does
not
have
a
presentation
for
this
item
today,
as
is
typical,
but
they
are
on
hand.
A
If
there
are
any
questions
from
colleagues
are
there
any
questions
from
staff?
Also,
just
for
my
colleagues
to
know
I'm
just
seeing
the
committee
of
the
whole
cue
thread
come
up
and
are
there
any
questions
or
comments
about
that?
From
my
colleagues
I'm
also
just
looking
for
flags,
I'm
not
seeing
any
so
seeing
no
further
discussion
about
that.
I
will
direct
the
clerk
to
please
file.
That
report.
E
E
E
The
the
only
thing
that's
getting
approved
through
the
ad
hoc
committee
is
the
actual
award
for
these
individual
contracts,
I'll
see
if
I
can
get
the
totals
for
you,
and
this
is
a
monthly
process.
So
as
we
approve
the
contracts
we
report
back
to
this
committee
for
transparency,
so
you
all
can
see
what's
being
approved.
E
D
A
E
A
A
A
There
we
go
all
right,
then
I'll,
ask
the
clerk
to
please
receive
and
file
that
report.
The
next
item
on
our
agenda
is
an
update
on
the
improvement
plan
following
the
2020
civil
unrest
after
action
report,
I
invite
up
director
barrett
lane,
director
of
emergency
management,
to
begin
this
report.
Welcome
mr
lane.
F
All
right,
it
doesn't
want
to
give
you
the
opening
slide,
but
it
is
the
opening
slide
and
I
will
start
the
slideshow
right
after
this.
So
thank
you
manager.
Members
of
the
council
appreciate
the
opportunity
to
come
before
you
today.
We
when
we
started
the
project
with
respect
to
how
we're
going
to
respond
to
the
2020
aar,
we
committed
to
regular
reports
on
progress
and
updates
on
what
is
happening
in
this
space.
So
this
is
the
first
regular
report
associated
with
that.
F
As
you
recall,
we
went
through
back
in
april
the
initial
readout
on
this.
So
let
me
start
that
so
here's
the
chronology
so
far
we
received
the
report
in
march.
As
you
remember,
we
have
25
key
findings
and
27
recommendations
that
we're
following
up
on
the
27
recommendations,
are
what
we're
working
with
here
today.
F
So
what
we've
done
is
we
have
formed
what
we
call
the
emergency
management
advisory
committee.
These
department,
heads
and
departments
form
up
most
of
the
emergency
management
work
within
the
city.
As
you
know,
emergency
management
is
a
distributed
function,
that's
something
that
oem
leads,
but
we
cannot
accomplish
without
the
partnership.
Those
functions
across
the
organization
who
participate
either
at
the
incident
command
level,
the
tactical
level
or
at
the
coordination
level.
So
the
the
participants
in
that
committee
are
noted
here.
F
What
we've
done
is
we
divide
the
work
into
two
main
buckets.
If
you
will
one
is
all
of
the
findings
and
recommendations
that
have
to
do
with
the
national
emergency
management
system
and
the
implementation
of
the
incident
command
system.
There
are
many
many
findings
with
that.
We
went
through
all
of
those
particulars
during
the
last,
but
what
we've
done
is
is
we
have
looked
at
that
holistically
and
decided
that
the
solution
here
is
a
reset
of
our
capability
to
implement
the
national
incident
management
system
and
particularly
incident
command
system
throughout
the
city.
F
So
that's
one
big
chunk
of
work
that
is
being
led
specifically
by
my
department,
so
we
are
coordinating
that
activity
across
the
various
first
responding
and
coordinating
groups.
The
second
big
bundle
of
work.
Well,
let
me
back
up
the
goal,
as
it's
put
here,
as
you
recall,
we're
setting
ourselves
on
a
course
to
20
into
toward
2024.
F
Where
will
we
be
performing
this
capstone
integrated
emergency
management
course,
where
we're
going
to
demonstrate
that
each
of
these
components
that
we
did
not
see
perform
successfully
in
2020
can
and
do
perform
as
they're
designed
to
do
so.
That
is
our
objective,
and
everything
we're
going
to
talk
about
today
is
leading
us
toward
that
objective.
F
Changes
that
need
to
be
made.
We've
tasked
those
out
to
the
various
departments,
and
my
colleagues
here
from
police
fire
and
the
coordinator's
office
are
here
to
talk
about
their
components
of
that
work
as
well.
So
that's
the
overall
approach
and
sharing
council
members.
Let's
talk
about
first
of
all,
then
the
nims
reset
you've
seen
this
slide
many
times
now
we
had
it
in
training,
and
we
talked
about
the
last
time
that
I
was
here
before
you.
F
What
we're
primarily
interested
in
here
is
the
system
that's
represented
on
the
right
side
of
this
diagram.
The
incident
command
is
the
tactical
component
of
this.
They
provide
first
response
service.
They
are
in
charge
of
the
actual
response.
Unified
command
is
when
more
one
jurisdiction
or
discipline
come
together
effectively
as
a
partnership
in
command.
F
To
respond
to
that
incident,
the
rest
of
the
groups
within
the
dotted
line
is
really
the
coordination
system,
and
that
can
that
comprises
of
the
emergency
operation
center,
which
oem
is
responsible
for
the
joint
information
center
and
joint
information
system,
which
communications
is
responsible
to
leading,
and
then
these
multi-agency
groups
which
we've
called
in
the
past.
The
policy
group-
all
three
of
those,
are
part
of
that
off-seeing
communi
coordination
function
that
exists
in
service
of
incident
command,
and
I
just
in
this
context.
I
just
want
to
point
out
the
two
arrows
on
here.
F
Sometimes
these
arrows
don't
get
the
attention
that
they
need
we're
going
to
be
talking
about
training
related
to
the
incident
command,
emergency
operation
center
interface.
In
a
moment,
those
two
arrows
represent
that
interface,
the
flow
of
information
and
requests
into
that
coordination
system
from
incident
command
and
the
flow
of
support
and
coordination
activities
back
to
incident
command.
So
those
two
arrows
are
important
to
this,
because
they
show
the
relationship
of
both
parts
of
this,
both
the
command
and
the
coordination
components
of
the
system.
F
F
We
want
to
make
sure
that
we
can
use
our
mac
and
policy
groups
to
enable
that
executive
decision
making
and
policy
maker
interface
that
is
again
in
support
of
incident
command,
and
we
want
to
make
sure
that
the
joint
information
system
is
able
to
serve
all
these
other
components.
If
we
think
back
to
some
of
the
other
diagrams
you've
seen
that
joint
information
system
really
links
to
incident
command,
the
eoc
and
the
policy
group
mac
group,
we
want
to
make
sure
that
we
can
demonstrate
this
at
the
end
of
this
activity.
F
So
how
are
we
going
to
do
that?
We
are
going
to
do
training
and
we
are
going
to
do
exercising
the
exercises
are
tests?
Can
we
do
it?
Have
we
learned?
Can
we
show
that
we
can
do
what
we
set
out
to
do?
We
are
going
to
teach
test
each
component
individually,
and
then
we
are
going
to
test
each
component
as
it
relates
to
the
other
components
it
connects
to.
F
F
So,
as
we
go
through
this
and
there's
a
building
block
nature
to
this,
we
want
to
make
sure
that
both
the
police
and
fire
department
have
the
opportunity
to
demonstrate
their
skills
in
effective
single
command.
We
want
to
make
sure
that
they
can
come
together
as
that
partnership
or
team
in
unified
command.
We
want
to
make
sure
that
the
eoc
operates
as
it's
supposed
to
individually.
F
We
want
it,
then
we
want
to
start
putting
these
things
together:
instant
command,
eoc
interface.
We
just
talked
about
those
two
arrows.
We
have
to
test
that
we
have
to
make
sure
it
works
on
the
major
breakdown
points
that
we
had
in
2020.
That'll.
Come
back
to
that,
we
have
to
make
sure
the
multi-agency
coordination,
group
and
policy
group
work
together,
and
it
can
interface
with
these
systems
and
again
that
the
joint
information
system
can
serve
all
of
those
components
we
have
drafted.
F
F
F
We
have
to
make
sure
that
we
actually
develop
and
implement
an
incident
action
plan.
So
how
are
we
going
to
do
that?
We'll
talk
a
little
bit
about
the
different
levels
of
training
that
we're
going
to
be
undertaking
here,
but
by
and
large,
what
we're
going
to
be
doing
is
building
a
proof
of
concept
team.
F
A
F
D
F
Minimum
chair
council
president,
I've
got
the
timeline
here
in
just
a
minute
which
might
help
line
up
the
various
points
of
this.
But
yes,
this
is
not
something
we
have
the
capacity
to
do
in-house.
These
are
large-scale
exercises,
so
we're
going
to
have
to
contract
with
folks
who
do
this.
So
that's
what
the
rfp
is
designed
and
there
is
a
building
component
to
this.
Obviously,
you
don't
want
to
put
people
in
unified
command
until
they've
had
the
opportunity
to
walk
through
single
command,
for
instance.
F
So
let's
I'm
going
to
advance
ahead
here.
I
think
the
next
slide.
Here's
the
timeline,
so
there's
really
three
things
that
are
going
on.
At
the
same
time,
the
top
line
is,
we
have
to
basically
reset
our
familiarization
across
the
entire
first
response
team.
A
lot
of
this
can
be
done
with
online
training.
So
it's
it's
not
as
big
of
a
lift.
Some
of
it
is
going
to
have
to
be
in-person
training.
It
will
touch
base
or
touch
on
those
differentials
in
a
minute,
but
we
do
intend
to
make
sure
that
we
refresh
everyone's
training.
F
That's
one
of
the
key
things
that
came
out
of
this
is
that
we
have
to
make
sure
people
are
trained
and
what
we
want
to
do
is
reset
that
level
set
it
and
then
make
sure
in
the
future.
We
can
maintain
that
level
of
capability.
So
that's
what
the
green
line
across
the
top
is
so
that
ics
familiarization
training.
F
We
have
to
make
sure
that
when
people
are
onboarded
or
promoted,
they
have
the
opportunity
to
do
that
training
and
when
people
come
and
go
that
we
make
sure
that
we
understand
where
they're
at
so
that's
going
to
be
a
continuing
process
as
we
go
through
here.
Let
me
skip
down
to
the
bottom
line
here.
If
we
do
this
training
and
exercising
you
know,
nothing
ever
happens
right,
100
right
the
first
time,
if
you're,
not
learning
something
out
of
these
exercises,
you're,
probably
not
getting
what
you
paid
for
them.
F
So
there's
going
to
be
an
ongoing
process
here,
where
each
component
participates
in
these
exercises,
takes
their
lessons
learned
and
they're
going
to
have
to
pile
that
back
into
their
experience,
so
that
they
can
take
that
enhanced
capability
forward
into
the
next
component.
So
that's
a
piece
I
want
to
make
sure
we
highlight
here
because
just
running
people
through
the
training
isn't
a
solved
problem.
F
If
you
recall
our
conversation
the
last
time,
we
do
not
have
a
scheduled
date
with
fema
at
this
point
in
time
we
don't
know
exactly
when
in
2024
that
that
training
will
occur,
but
we
want
to
make
sure
that
we're
prepared
for
it.
So
this
is
based
on
that
sort
of
general
timeline
and
my
senses
within
the
next
year.
F
If
you
go
through
and
and
look
in
the
ar
they
a
lot
of
times,
they
talk
about
the
incident
management
team,
but
I
think
to
a
large
extent,
when
they're
talking
within
a
a
particular
department,
but
they
really
are
talking
about
that
command
and
general
staff.
The
incident
commander,
the
pio
public
information
officer,
the
liaison
officer,
the
safety
officer
operations,
section
chief
logistics,
section,
chief
and
so
on.
F
There
is
a
class
specifically
for
those
folks
to
come
together
as
a
group.
Take
that
basic
training
in
the
green
line
and
apply
it
to
the
next
level
and
then
there's
a
series
of
trainings
for
each
of
those
people
within
their
assigned
disciplines
to
go
through
as
well.
These
are
multi-day
trainings.
This
is
a
big
commitment
that
we
are
asking
our
responders
to
to
participate
in.
So
if
you're,
an
operations
section
chief,
for
instance,
you
will
have
to
take
your
basic
training.
F
G
G
G
The
emergency
management
advisory
committee-
I
am
wondering
if
you
can
just
speak
a
little
bit
to
whether
you
know
I
see
like.
I
see
a
good
grouping
of
people
that
that
makes
up
this
body
but
wondering
why
we
don't
have
someone
from
you
know,
perhaps
ncr
or
civil
rights
or
council,
to
bring
in
the
perspective
of
of
advocating
for
residents
and
community
members
as
well.
F
I'm
sure
council
member
this
is
this-
is
a
this-
is
a
technical
committee,
that's
committed
to
and
purpose
to
coordinating
our
internal
response
to
emergency
management
and
coordinating
the
resources
that
each
of
these
departments
brings
to
bear.
So,
as
I
mentioned
earlier,
emergency
management's
functions
and
its
resources
are
distributed
across
the
organization
they're,
not
all
consolidated
within
oem's
control.
F
F
G
Got
it
yeah,
and
you
know
just
in
speaking
to
the
coordination
of
of
resources
and
where
that's
directed
where
it
comes
from,
just
wondering
you
know,
I
see
race
and
equity
in
the
room
and
makes
me
think
of.
You
know
why
we
don't
have
someone
from
there
in
that
space.
Thinking
about
the
thing
about
equitable
distribution
of
those
resources.
F
F
They
don't
have
people
who
go
out
and
do
tactical
operations
in
an
emergency.
We
do
have
contact
with
race
and
equity
and
the
civil
rights
department
through
our
eoc,
because
we
have
implemented
in
our
command
staff.
So
in
on
the
in
the
leadership
team
that
advises
the
eoc
director,
we've
implemented
a
new
equity
officer
position
that
is
in
the
new
eop
and
in
the
new
protocol
going
forward.
So
these
conversations
are
helping
elsewhere,
they're
just
not
happening
here.
G
D
C
F
Huge
component
of
the
overall
system-
the
mayor,
of
course,
is
in
charge
of
this,
so
his
representation
is
key,
particularly
under
our
new
form
of
government.
So
I,
the
coordinator
shop,
represents
oem
or
represents
ncr
and
some
other
race
and
equity
and
other
folks
within
that
shop.
So
I
think
we'll
see
this
drift
a
little
bit
or
change
a
little
bit
once
we
reorganize
along
the
lines
that
the
mayor
has.
F
A
F
F
Let
me
just
finish
this
out
and
then
after
I
finish
this
I'll
turn
over
my
colleagues
to
give
you
their
updates
as
well.
You
can
see
the
blue
dots
take
us
through.
Basically,
all
those
exercises
that
we
just
talked
about.
It's
going
to
be
putting
a
lot
of
work
in
here
to
get
everything
in
before
2024.,
I'm
not
going
to
go
through
it
again.
It's
really
the
same
list
I
just
read,
but
you
can
see.
There's
a
progression.
That's
required
here.
F
The
emergency
oem
does
this
every
year
anyway,
so
part
of
the
rfp
will
not
include
us.
We
already
have
a
budget
to
our.
Do
our
annual
eoc
exercise
we're
just
timing
it
so
that
it
fits
into
this
overall
pattern.
We
get
to
2024.
The
idea
would
be
to
have
a
sort
of
dress,
rehearsal,
tabletop
exercise
and
then,
with
the
cooperation
of
the
federal
government.
We
hope
to
then
take
take
that
team
and
show
what
we
can
do
at
emmitsburg
at
the
national
training
that
we
hope
to
have
now.
F
If
that
training
does
not
materialize,
I've
always
put
a
marker
down
that.
We
will
find
some
other
way
to
demonstrate
that
that's
up
to
the
ultimately
up
to
the
federal
government
and
fema
as
to
whether
they
want
to
provide
that.
But
if
they
do
not
or
cannot
on
the
timeline
that
we
find
acceptable,
then
we
will
find
another
way
to
get
that
done.
F
There's
that
capstone
exercise
just
kind
of
complete
the
list
here,
the
mayor's
directed
us
to
apply
for
this
course
and
determine
the
course
or
the
sort
of
speed
at
which
we're
going
forward.
Here.
It's
called
a
four
day
course
about
60
people
there
representing
all
of
those
major
system
functions
and
we
will
go
through
multiple
operation
periods.
We
will
make
sure
that
everyone
gets
an
opportunity
to
demonstrate
writing
an
incident
action
plan
and
that
the
ic,
the
incident
command
eoc
interface,
is
tested
so
that
we
know
that
that
functions.
F
F
F
I've
said
this
too
many
times
now,
commissioner,
there
we
go,
I
knew
I
could
say
it,
so
that's
not
falling
off
the
list,
but
and
that's
something
oem
is
certainly
willing
to
do.
That
is
a
that
would
be
a
change
in
practice,
but
we
certainly
have
the
capacity,
if
not
to
do
it
in-house
to
make
sure
that
we
have
the
resources
to
make
that
happen,
and
then
the
public
protective
actions.
F
I
just
want
to
flag
that
the
two
other
things
that's
happened
in
our
space
is
the
emergency
operations
plan
has
been
completed
and
you
all
have
approved
that.
Thank
you
for
that,
and
then
we
have
revisions
coming
to
you.
We
just
talked
with
the
council
president
council,
vice
president
about
changes
to
the
policy
group
that
are
related
to
both
lessons
learned
out
of
2020,
but
also
the
change
in
our
form
of
government.
So
we
need
to
make
sure
that
those
groups
that
group
reflects
those
changes,
so
those
things
have
all
been
accomplished.
F
F
The
last
component
for
the
executive
team
is
the
senior
officials
workshop
that
will
be
completed
next
week,
and
then
we
will
put
them
on
the
same
refresher
training
pattern
as
as
the
rest
of
the
organization,
again,
probably
q2,
of
2023..
So
this
this
particular
item
is
essentially
substantially
complete,
except
for
its
ongoing
component.
Of
course.
F
If
you
haven't
had
this
training
in
three
years,
you're
going
to
get
it
again.
So
that's
the
plan
and
we're
going
to
make
sure
that
everybody
has
the
opportunity
to
have
the
basics
in
hand.
We
have
ongoing
training
with
a
space
for
34
in
the
intermediate
ics
they'll
come
up
in
october.
We
can
train
34
more
in
the
advanced
ics,
but
we
will
have
an
rfp
for
the
balance
of
this
there's
a
limited
amount
of
training
we
can
get
through
the
state
of
minnesota.
F
That
is
on
a
grant,
but
what
we
need
exceeds
our
ability
to
to
get
that
grant
funded
training.
So
we
will
be
issuing
an
rfp
for
that.
Our
ins
you'll
see
the
emergency
operation
center
training
is
ongoing.
This
is
something
we
do
in-house
and
that's
been
on
going
on
a
continuous
basis.
Again.
Rfp
is
in
process
for
delivery
next
year.
This
is
a
reset
and
refresh
we're
going
to
reset
everything
make
sure
we
have
a
solid
baseline.
F
We
have
to
make
sure
that
we
track
promotions
and
new
hires,
get
them
up
to
speed
and
then
have
that
continuing
refreshment
for
all
staff
as
they're
going
forward
here.
One
of
the
big
themes
of
the
ar
is
that
we
need
to
refresh
these
skill
sets.
These
are
perishable
skills,
so
we
need
to
make
sure
that
we
are
touching
these
more
often
than
we
have
in
the
past.
F
Ongoing
exercises.
We've
finished
our
annual
tabletop
exercise
for
the
emergency
operations
center.
We
did
workshop
with
police
fire
and
others
having
to
specifically
with
the
new
component
of
the
emergency
operations
plan
for
civil
unrest.
So
we
completed
that
our
watch
officer
is
our
24
by
7
response
activation
wing
within
oem
that
was
exercised
and
we
have
a
number
of
tabletops
and
other
exercises
planned
here,
as
well
as
that
ics
the
incidence
command
system
300
to
400
coming
up
this
year.
A
D
J
J
As
you
will
remember,
we
have
a
number
of
improvements
that
we're
working
on
related
to
training
and
leadership.
Development
updates
on
this
one
include
about
three
quarters
of
the
way
down
on
the
slide
that
we
are
working
on,
updating
our
curriculum
for
leadership
and
supervisory
training,
and
that
includes
working
both
with
an
outside
consultant
who's,
already
been
retained
and
is
working
with
both
the
fire
department
and
the
police
department,
as
well
as
working
with
our
city's
hr
learning
and
development.
J
Folks,
and
so
as
part
of
that,
there
is
new
curriculum
that
has
largely
been
developed
and
will
be
rolling
out.
This
fall
for
a
first
round
of
supervisory
reset
training,
specifically
to
address
components
of
coaching
for
growth
and
improvement,
supervisory
use
of
force,
reviews
and
leadership
and
ethics.
So
those
training
dates
are
being
scheduled.
J
On
this
slide,
we
talked
a
little
bit
last
time
about
the
civil
disturbance
policy
that
was
in
existence
and
our
plans
to
update
that
policy.
So
we
have
done
the
research
on
that
piece
to
bring
together
language
from
the
minnesota
post
boards
model
policy
of
best
practices,
along
with
best
practices
from
industry
organizations
like
the
international
association
of
chiefs
of
police.
So
we
do
have
some
draft
language.
Bringing
those
two
things
together
are
circulating
it
for
updates
within
the
department.
J
These
are
slides
that
we
went
through
before
related
to
prior
policy
updates
and
the
descriptions
and
then
for
recommendations,
11
12
and
19
our
leadership
for
continuity
of
services.
We
have
identified
a
plan
to
ensure
continuity
of
services
throughout
the
city,
typically
for
911
response,
relying
on
the
precinct
commander
for
an
area,
that's
uninvolved
or
less
involved
in
the
situation
being
managed
to
oversee
our
911
response
to
ensure
continuity
of
service.
J
That
rfp
did
go
through
the
city
process,
was
posted
potential
vendors
have
submitted
proposals
and
are
now
at
the
point
of
making
presentations
and
a
final
vendor
will
be
selected
shortly
to
provide
those
services.
In
addition,
we
created
a
position
for
a
wellness
manager
for
the
organization
to
bring
together
all
of
the
components
of
our
wellness
programs.
This
includes
everything
from
our
peer
support
team
to
the
psychological
services
that
we
use
for
pre-service
screening,
as
well
as
a
return
to
duty
after
a
critical
incident
or
a
fitness
for
duty
evaluation.
J
Some
of
the
mental
health
providers
that
do
our
critical
incident
stress
debriefings
the
vendor,
who
will
provide
these
trauma-informed
psychological
services
and
other
related
wellness
components
and
training.
So
that
process
is
open.
It
was
posted
for
hiring
in
june
and
hopefully,
we'll
be
moving
forward.
So
we
can
hire
someone
into
that
role
in
the
next
few
months.
A
J
K
Thank
you,
chair,
palmisano,
chief
huffman.
I
know
the
last
time
you
gave
this
update.
I
asked
a
question
about
how
many
officers
have
been
disciplined.
Those
involved
in
engaging
in
misconduct
related
to
the
civil
unrest.
I
think
at
the
time
you
named
or
documented
one
has
that
changed
at
all,
since.
J
Madam
chair
councilmember
wansley,
so
for
all
of
the
updated
discipline
decisions
that
are
public,
those
are
posted
on
the
city
website
and
are
available
for
everyone
to
read.
There
are
other
cases
that
are
either
moving
through
the
system
now
or
are
not
public
yet
but
are
related
to
the
civil
unrest,
but
everything
that
is
public
can
be
found
on
the
city's
website.
K
K
Okay,
thank
you
and
then
my
next
question,
and
this
might
be
for
our
city
attorneys.
I
know
through
pogo,
we've
had
to
review
a
number
of
settlements
related
to
misconduct
from
civil,
from
the
several
arrests
around
law
enforcement
actions.
During
that
time,
is
there
any
staff
that
can
give
us
an
actual
total
amount
of
what
has
been
paid
out
in
misconduct,
settlements
from
the
civil
unrest.
K
C
K
L
There
have
has
been
this
discussion
right
that,
after
the
fourth
precinct
occupation,
there
was
an
understanding
that
we're
out
of
alignment
with
best
practices
in
terms
of
emergency
response.
There
was
an
awareness
of
this
during
the
super
bowl
event
where
we
essentially
had
two
different
incident
command
structures,
if
I'm
understanding
this
correctly
that
we're
operating
in
parallel
versus
best
practice
of
having
it
through,
essentially
nymphs
here,
combining
everyone
working
together.
L
Clearly,
we
saw
that
happen
after
george
floyd
was
murdered
and
with
the
civil
unrest,
are
we
today
still
operating
with
a
separate?
It's
my
understanding.
We
are
operating
with
the
separate
incident
command
structure
for
mpd
from
the
rest
of
the
enterprise.
Is
that
the
case?
How
soon
do
you
believe
we
can
move
into?
I
guess
where
I'm
going
with
this
is
I'm
concerned.
L
J
However,
with
that
said,
our
current
practice
when
we
are
standing
up
a
command
post,
particularly
for
an
incident
that
is
or
may
become,
a
large
scale,
is
to
bring
in
representatives
from
all
of
the
agencies
who
will
be
participating,
and
that
does
include
other
agencies
within
the
other
departments
within
the
city
enterprise,
including
fire.
So
we
typically
use
the
command
facility
at
the
emergency
operations
training
facility,
where
we
have
the
strategic
information
center.
That
is
right
there
and
available,
and
we
will
have
representatives
from
minneapolis
police
department,
minneapolis
fire,
potentially
for
some
of
these.
J
The
emergency
operations
center
may
be
open
or
maybe
virtually
open
as
well,
and
we
also
coordinate
with
outside
entities
like
public
works
and
law
enforcement
from
other
agencies.
So
oftentimes.
When
we
have
a
planned
event,
we
will
have
representatives
from
the
hennepin
county
sheriff's
office,
the
minnesota
state
patrol.
Sometimes
commissioner
harrington
as
well,
so
we
are
certainly
operating
in
a
much
more
unified
command
structure
than
we
have
in
the
past.
L
J
Adam
chair
and
councilmember
johnson,
I
think
that's
an
absolutely
correct
analogy
that
this
is
not
like
flipping
a
switch.
I
think
director
lane
did
a
fantastic
job
of
describing
what
a
heavy
lift.
This
is
to
bring
all
of
the
employees
from
departments
that
do
have
first
responder
capacity
or
who
work
closely
with
the
first
responder
capacity
through
all
of
this
ics
training
and
to
practice
these
skills
repeatedly
in
tabletop
exercises.
L
Thank
you,
that's
really
helpful
and
then
just
as
I'm
thinking
about
this,
maybe
one
more
question
for
you
is
any
idea
why
we
are
in
2022
and
we're
moving
towards
thems.
Now.
Why
have
we
had
this
less
than
ideal
structure
in
place
for
so
many
years,
and
it
has
not
been
addressed
until
now,
especially
if
it's
been
in
prior
after
action
reports
and
such.
J
Madam
chair
councilmember
johnson,
I
think
you
know
we
certainly,
as
the
police
department,
made
a
really
concerted
effort
to
put
all
of
our
staff
through
ics
training
at
one
point
in
time
when
that
was
very
much.
The
emphasis
in
law
enforcement
and
much
of
that
was
around
concerns
about
weapons
of
mass
destruction,
chemical,
biological,
radiological
attacks
in
the
context
of
terrorism
and
then
the
the
focus
in
the
profession
shifted
to
doing
other
kinds
of
work.
J
You
know
we
oftentimes
draw
from
best
practices
across
law
enforcement
agencies
around
the
country
in
terms
of
our
priorities,
and
I
suspect
that
that's
similarly
true
for
other
parts
of
the
city
enterprise
as
well,
that
everyone
has
a
limited
amount
of
personnel
resources,
a
limited
amount
of
training
dollars
and
people
are
making
prioritization
decisions
that
they
think
represents
to
the
best
of
our
ability,
the
city
priorities
and
and
the
near-term
needs
of
the
city,
and
so
simply
priority.
Decisions
were
not
reflected
with
ics.
L
And
it's
you
know
it
obviously
would
be
great
to
build
a
time
machine
and
go
back
in
time
and
be
able
to
have
us
operating
as
many
other
cities
were
at
the
time
with
the
unified
instant
command
structure.
But
I
guess
the
next
best
thing
is
to
get
it
done
today
right
and
move
forward,
and
so
I'm
glad
we're
taking
steps
to
do
that.
Thank
you.
A
I
think,
to
some
extent,
that
question
also
goes
back
to
us
and
what
we've
experienced
and
the
political
will
and
interest
and
priority
that
we
place
on
these
systems,
and
while
we
can't
go
back
to
the
past,
we
can
certainly
speak
to
the
importance
of
them
now
and
the
importance
of
making
progress
on
them
today.
So
thank
you
chief
for
this
presentation
and
then
is
it
deputy
chief
van
van
vickel
that
I'm
calling
up
next
chief
tyner
can't
be
with
us
in
person
today.
M
M
Currently,
our
nims
training
does
consist
of
the
following,
which
is
ics,
2
100,
200,
300
400
and
is
7
8..
Currently
within
the
department
everybody
has
taken
100,
207
and
800,
and
our
chief
officers
are
currently
taking
three
and
four
hundred.
We
have
24
out
of
28
that
have
completed
it
and
plans
to
have
the
other
four
complete
three
and
four
hundred
here
in
the
near
future.
M
Within
the
span
of
control
context,
ensuring
the
fire
chief
or
the
designee,
which
would
most
likely
be
me,
will
be
physically
present
within
the
unified
command
structure
that
has
been
completed
will
no
longer
have
a
mobile
command
unit
going
around,
and
we
also
have
layers
where
we
do
have
chief
officers
that
will
be
in
the
mac
and
the
emergency
communications
center.
We
have
currently
two
for
each
of
those,
so
we
do
have
backup
people
with
that.
M
Ensuring
the
span
of
control
will
not
exceed
four
to
six
personnel
or
direct
reports
at
any
time.
We
have
completed
that
also
and
being
committed
to
expand
the
ics
system
to
maintain
that
optimum
span
of
control
with
within
resource
tracking,
we
were
tracking
resources,
24
7
and
that
did
occur
during
the
unrest,
currently
we're
seeking
new
software
so
that
we
are
able
to
improve
that
ability,
not
just
through
our
cad
computer-aided
dispatch
system.
A
A
M
M
M
A
N
These
are
the
four
recommendations
that
are
in
the
coordinators
area.
Actually
one
of
them
is
technically
in
the
city
attorneys.
So
I'm
going
to
group
the
three
that
are
in
the
coordinator's
realm,
I'm
going
to
start
by
just
thanking
councilmember
chuck
thai
for
her
question
related
to
ncr,
because
ncr,
actually,
because
of
the
nature
of
these
recommendations,
has
been
included,
even
though
they
aren't
sort
of
officially
part
of
what
was
stated
on.
N
And
so
that's
one
of
the
pieces
that
we
have
to
make
sure
we're
doing
a
better
job
of.
Is
that
we're
communicating
in
a
manner
that
reaches
all
of
our
residents?
So
with
that?
Those
are
the
three
but
I'll
stand
for
any
questions
before
I
turn
it
over
to
the
city
attorney
for
the
final
piece.
So
I
appreciate
the
question
that
you
raised
so
gave
me
an
opportunity
to
talk
about
that.
Thank
you.
C
F
F
A
Is
I
will
just
point
out
this
slide?
This
was
a
particular
point
of
confusion
for
those
of
us
that
were
on
the
city
council
last
term
and
I'm
sure
those
in
the
community
that
didn't
know
or
understand
or
know
how
to
go
and
request
a
curfew
waiver,
it's
nice
to
see
that
there
are
these
pieces
that
are
being
vetted
out.
So
thank
you.
Thank
you
to
the
city
attorney's
office
for
this
work
and
thanks
for
helping
us
take
the
lead
on
these
measures
that
were
one
of
the
recommendations
from
the
after
action
report.
F
Thank
you
manager.
That
is
the
balance
of
the
presentation.
So
again,
I
thank
you
for
your
time.
We
thank
you
for
your
support.
We
are
on
a
good
path
and
I
think
that
we
will
all
and
our
residents
will
benefit
from
the
journey
we're
embarking
on
so
again,
I
appreciate
your
support
for
the
work
that
this
team
is
doing.
K
Is
there
a
timeline
that
that
team
well
ncrs
is
working
on
in
regards
to
building
out
these
community
conversations
or
community
initiatives
with
those
identified
departments
like?
Is
there
a
goal
like
by
december
or
by
the
third
anniversary
yeah?
I
just
want
to
know
if
there's
also
kind
of
a
timeline
guiding
network.
N
A
Thank
you.
Does
anybody
else
see
and
cue
someone
I
might
someone
that
might
tick
in
later,
I'm
not
seeing
anybody
else
in
queue
right
now.
So
thank
you.
Thank
you,
city
clerk.
Next,
I'm
going
to
turn
the
meeting
over
to
president
jenkins
for
item
number
three,
which
is
part
of
our
race
and
equity
subcommittee.
H
Okay,
so
thank
you
for
your
welcome
and
thank
you
for
asking
me
to
make
this
presentation
we're
going
to
talk
a
little
bit
about
race,
equity
departments
across
the
country,
but
we're
going
to
start
with
our
race
equity
department.
Here
then
we're
going
to
move
on
to
burlington
and
then
we're
going
to
move
on
to
other
cities
in
minnesota.
H
Okay,
so
minneapolis
we
have
about
425
000
people
here,
63
percent,
about
63
white
and
about
19
black.
You
can
see
the
other
demographics
there,
I'm
sorry.
This
is
not
doing
what
I
wanted
to
do
so
I'm
scrolling.
Okay,
this
is
our
current
race
equity
department.
We
have
five
full-time
employees,
we
do
have
brennan
here.
He
is
our
step
up
intern
so
say:
hi
brandon
stand
up.
H
H
So,
as
you
all
know,
I
came
from
burlington,
I'm
actually
from
minneapolis.
I
actually
went
to
school
here,
but
I
was
in
burlington
and
I
was
the
first
director
of
the
racial
equity
inclusion
and
belonging
department
and
in
burlington
we
had
about
43
000.
I
think
that
number's
wrong.
It
seemed
pretty
pretty
sparse
when
I
lived
there,
43
000
people
about
85
percent
white,
and
this
was
my
team.
In
burlington
I
was
a
director.
H
I
had
four
managers,
a
strategy
and
innovation
manager,
a
justice
and
policy
manager,
a
public
health
equity
manager
and
a
public,
I'm
sorry,
health,
equity
and
engagement
manager
and
those
are
their
direct
reports.
My
former
justice
and
policy
manager
is
here
with
me
today.
His
name
is
skylar
nash.
D
H
Yeah,
it
was
philanthropic,
so
I
basically
just
there's
a
couple
of
big
corporations
in
burlington
burton
being
one
of
them.
I
just
basically
went
to
those
big
corporations
and
said
this
is
the
work
that
I'm
trying
to
do
we're
a
very
new
department,
and
I
was
just
wondering
if
y'all
would
help
us
get
some
of
these
ideas
off
the
ground
and
taking
those
meetings.
H
H
D
H
D
H
Yes,
so
this
is
the
work
that
we
were
able
to
do
with
some
of
the
money
that
we
were
able
to
raise.
Some
of
this
came
from
general
fund,
cannabis,
equity,
100,
general
fund
substance,
usage
disorders,
100
general
fund,
but
some
of
the
stuff,
like
the
black
housing
policy,
covert
relief
for
individuals
and
families,
houseless
strategy.
H
H
H
H
H
Bloomington
I
used
to
work
at
bloomington
for
those
that
don't
know.
I
worked
there
for
about
five
years:
85
population
69
white-
that
is
the
racial
equity
work
that
they're
doing
and
they
actually
named
their
team.
The
reib
recently,
which
is
the
same
as
my
name
in
my
former
department's
name
in
burlington.
H
H
H
D
H
H
C
H
D
D
H
A
A
H
I
think
that
autonomy
being
looked
upon
as
the
experts
in
in
the
racial
justice
and
racial
equity
realm
is
incredibly
helpful.
Not
having
a
bunch
of
red
tape
is
incredibly
helpful.
I'm
having
strong
conversations
and
having
strong
relationships
with
city
council
members
paramount
helpful,
making
sure
that
the
mayor
is
on
your
side.
Also,
incredibly
helpful.
A
Thank
you
because
I
know,
and
just
to
remind
my
colleagues,
we
had
some
conversations
about
whether
this
work
would
be
best
paired
with
civil
rights
or
in
some
or
within
or
partnered,
with
some
other
kind
of
work,
and
I'm
glad
that
you,
it
seems
like
we're
both
going
the
same
direction.
I
would
say
in
terms
of
the
work
of
this
body
moving
and
and
where
you're
at
right
now,
in
your
analysis,.
H
Right,
I
would
think
that
the
difference
between
so
civil
rights
has
a
has
a
charge
and
their
charge
is
regulatory.
I
have
a
charge
and
my
charge
is
to
make
sure
that
we
are
racially
equitable
for
all
the
black
and
brown
people
that
live
in
minnesota
that
charge.
Sometimes
those
charges
don't
mesh
well,
because
civil
rights
have
to
go
by
the
legislation
of
1964,
65
and
68..
H
H
K
Thank
you.
Madam
president,
I
just
had
a
quick
question
around
in
in
one
of
the
the
boxes
that
you
have
here.
You
list,
you
know
their
relationship
in
terms
of,
if
there's
a
explicit
leader
over
the
diversity
or
a
race
and
equity
department,
what
their
relationship
is.
Could
you
share
just
a
little
bit
about
like
in
your
previous
role?
You
know,
were
you
also
part
of
the
mayor's
executive?
I
guess
leadership,
team
and
kind
of
currently
with
this
department,
or
even
with
the
division
that
we're
in
now.
Are
you?
K
H
Right,
thank
you.
I'm
councilmember
wesley,
I'm
council,
president
council,
member
honestly
in
in
burlington.
Yes,
I
was
a
part
of
the
mayor's
executive
leadership
team.
The
mayor
had
22
department
heads.
There
were
seven
of
us
that
were
part
of
his
executive
leadership
team.
That
was
myself.
The
city
attorney
the
fire
chief,
the
police
chief
ceto
director,
which
would
be
cped
here
and
oh
the
cao.
H
So
we
we
typically,
we
met
every
monday
and
we
made
decisions
for
the
city
and
we
would
you
know,
bring
in
the
other
department
heads
during
the
department
head
meetings
and
discuss
why
we
made
such
decision
and
and
how
we're
going
to
move
forward
with
those
decisions.
So
yeah,
I'm
very
used
to
being
a
part
of
the
executive
leadership
team.
H
O
I
did
not
speak
to
the
city
of
boston
in
2020,
but
I
was
able
to
speak
to
a
few
people
who
are
doing
this
work
in
boston
and
they
were
able
to.
Let
me
know
that
in
2020,
actually
in
response
to
what
was
happening
here
and
around
the
country
on
our
new
look
around
the
movement
for
black
lives
and
police
reform,
the
mayor
established
a
cabinet
level
office
of
equity
and
inclusion,
and
as
we
go
through
the
rest
of
these
cities
around
the
country,
there's
going
to
be
both
offices
and
stand-alone
departments.
O
Offices
are
cabinet
level
positions
that
have
a
chief
of
equity
or
racial
justice
and
other
departments
and
initiatives
and
commissions
underneath
them,
whereas
some
of
the
cities
that
we
looked
at
were
just
standalone
departments
that
reported
to
either
a
city
administrator
or
a
mayor,
boston.
The
first
city
that
we're
looking
at
has
a
cabinet
level
office.
You
can
see
that
they've
worked
on
a
racial
equity,
resilient
cities
report,
a
racial
equity
strategy,
racially
disaggregated
data
collection,
outreach
and
community
engagement,
as
well
as
administration,
racial
equity
events
and
a
boston
resilience
assessment.
O
They
started
off
in
2020
with
the
creation
of
their
cabinet
with
about
three
full-time
positions,
and
I
was
told
to
make
sure
to
mention
this
that,
in
the
proposed
fy23
budget,
they've
moved
that
up
to
60
full-time
positions
between
the
main
office,
all
the
way
down
their
commissions
and
departments
with
a
10
million
dollar
budget.
They
were
really
proud
of
that.
So
I
had
to
be
sure
to
share
that
with
you
all
philadelphia.
Pennsylvania
has
about
a
million
and
a
half
people
44
white
44
black.
O
O
Here
we
have
louisville
kentucky,
which
was
another
city
that
was
able
to
spend
some
time
talking
to
people
that
are
doing
the
work
there.
They
as
well
have
a
cabinet
level
office,
a
chief
of
equity
that
has
a
department
of
equity
and
other
departments
and
initiatives
around
women's
rights
and
other
protected
groups
as
a
part
of
their
office
of
equity.
Louisville
is
seventy
percent
black
and
twenty
four
sorry,
seventy
percent
white
twenty
four
percent
black.
O
They
have
the
louisville
health
equity
report,
black
minority,
female
and
disabled
business
enterprise,
a
racial
equity,
strategic
plan,
discrimination,
complaints
go
through
their
different
commissions
and
then
the
office
for
women,
which
is
fully
staffed
as
well.
Louisville
has
15
full-time
positions
throughout
their
entire
office
in
a
one
and
a
half
million
dollar
operating
budget.
O
San
diego
california,
62
percent
white,
six
percent
black,
it's
got
about
1.4
million
people.
This
is
another
cabinet
level
office
that
reports
to
the
mayor.
There
is
an
office
of
race,
equity,
race
and
equity
and
a
chief
of
race
and
equity.
There
are
three
full-time
positions
in
san
diego
and
about
a
four
million
dollar
operating
budget.
They
focused
in
exceedingly
in
internal
operations,
but
also
external,
as
you
can
see,
with
the
learning
and
development,
inclusive
community
engagement,
equity,
centered,
coaching
and
then
equitable
strategies
for
the
city
of
san,
diego
as
a
whole.
O
O
O
Thank
you
yeah,
of
course,
aurora
colorado
is
an
office
that
reports
to
their
city
manager,
the
office
of
diversity,
equity
and
inclusion.
That's
a
city
of
nearly
400
000
people.
It
is
58
white,
17
black.
They
have
three
full-time
positions
and
a
budget
of
around
640
dollars.
Annually,
they've
looked
at
racial
disparities
in
their
cities,
both
external
and
internal
as
a
part
of
their
work
equity
champions,
which
I
wasn't
able
to
find
that
much
information
on.
Unfortunately,
we
weren't
able
to
talk
to
a
representative
from
aurora.
P
Thank
you,
madam
president,
yeah.
I
was
wondering
you
know,
as
I
I've
done
some
work
in
this
space
as
well,
and
I've
observed
different
organizations
have
different
levels
of
maturity
and
sophistication
when
it
comes
to
this
work,
and
then
I'm
just
so,
I'm
wondering
like
where
your
kind
of
general
assessment
is
of
where
minneapolis
is
on
that
spectrum.
P
P
H
H
Why
is
that?
Because
we
changed
the
system,
even
though
people
are
upset
behaviors
automatically
change,
because
the
system
changed
mindsets
change,
so
even
if
you're
racist,
you're
not
going
to
be
mad
if
I
drink
in
a
water
fountain
that
you
drink
out
of
so
that's
that's
what
our
work
is
going
to
be.
That's
the
core
of
our
work
and
it's
my
intention
to
put
a
whites
only
and
color
only
picture
of
water
fountains
to
keep
us
framed
in
in
in
our
new
space.
H
K
Thank
you,
madam
president,
kind
of
building
a
little
bit
on
councilmember
payne's
question,
I'm
thinking
in
your
prior
role,
just
thinking
of
workflow,
like
with
race
and
equity,
and
even
how
you're,
imagining
with
you
know
this
new
proposed
department-
and
you
touched
on
this
in
the
first
question-
a
little
bit
about
the
mayor's
engagement
level.
But
how
do
you
imagine
like
the
workflow
workflow
between
you
know,
race
and
equity
and
belonging
with
other
departments
with
council
you've
already
spoken
about
the
executive
leadership,
so
council
and
other
departments,
the.
H
K
Bit
yeah
like
is
it
the
hub?
I
think
often
racing
equity
is
a
tag.
One
it's
like.
Oh
departments
are
already
doing
something
and
it's
like
oh
shoot.
We
forgot
race
network.
Can
you
come
and
check
this
real,
quick
and
it
sounds
like
I
think
what
you
were
getting
at
like
again
like
it's
a
program
like?
K
H
That
happened
in
burlington
in
regards
to
racial
equity.
Racial
justice
came
through
the
raib
and
things
that
did
not
typically
make
people
go.
Oh,
this
is
a
race
equity
issue.
If
the
department
had
wanted
to
bring
something
to
city
council,
that
department
had
had
to
get
the
approval
of
the
raib
department,
but
also
the
mayor's
office
as
well.
H
So
I
think
that
we
were
so
embedded
in
every
single
thing
that
happened
in
burlington
that
it
was
hard
to
separate
us
out
from
things
that
people
would
say
that
has
nothing
to
do
with
racial
equity
like
public
works.
Public
works
was
a
big
one.
Well,
what
does
that
have
to
do
with
racial
equity,
and
I
I
proved
to
them
over
and
over
again
how
it
did
have
everything
to
do
with
racial
equity,
racial
justice?
You
have
something
thank
you.
K
You
know,
okay,
I
got
one
more
question,
mr
koski,
in
this
cube,
but
just
thinking
of
you
know
as
a
division.
A
year
ago
you
all
were
at
nine
ftes.
Currently
I
think
it's
five
that
was
on
that
layout
that
you
just
showed
us
so
kind
of
in
your
efforts
as
a
department
as
you
move
forward.
What
does
it
look
like
to
scale
back
up,
especially
since
I
know
all
of
us
are
about
to
go
into
this
2023
budget
session.
H
H
O
O
We
wanted
to
get
to
a
space
where
the
issues
we
were
able
to
look
at
the
issues
on
their
own
and
decide.
These
are
the
most
important
issues
now
we're
going
to
tackle
them
with
the
necessary
resources,
and
I
think
that
that
mindset
shift
was
really
important,
not
just
for
our
department,
but
also
for
the
city
and
the
way
that
we
were
looking
at
work
in
burlington.
H
I
Councilman
caskey.
Thank
you,
madam
chair.
Thank
you.
This
was
really
helpful
to
get
a
broad
understanding
of
what
we're
doing
here
and
compare
us.
I'm
just
curious
to
know.
What
did
the
data
tell
you
then
about
how
we
can
get
to
systemic
change
and
how
you
want
to
get
there?
I
mean
I
saw
a
variety
of
budget
sizes.
I
saw
some
some
teams
that
were
had
three
or
two
people,
but
the
list
of
things
they
did
was
very
vast.
I
I'd
be
curious
to
know
kind
of
what
your
vision
is
for
minneapolis,
and
you
know
how
you
think
we
can
get
there.
I
mean.
Does
that
list?
Look
that
big
with
small.
You
know
kind
of
what
did
that
data
really
tell
you
I
mean.
Was
there
a
city
that
you
were
like
that
feels
like
that
could
be
us
or
they
kind
of
they
nailed
it
boston.
H
I
And
so
what
could
you
describe
a
little
bit
more
in
depth?
I
mean
we
saw
some
of
the
statistics,
but
could
you
tell
us
a
little
bit
more
of
what
does
that
mean?
Like
I
mean
I
hear
you're
passionate
I
mean
when
you're.
Like
I
mean
there
was
no
questions
asked
like
it's
boston.
Can
you
describe
like
what
did
that
balance?
Look
like
to
your
point
of
like
we
have
budget,
we
have
fte,
we
have
events,
we
have
programs,
we
have
so
many
things.
We
want
to
do.
O
H
Council
president
jenkins,
councilman
burkovsky,
I
agree
with
everything
that
skyler
just
said
and
it's
you
know,
and
I
think
I
said
this
to
you.
The
first
time
we
met
councilmember
having
a
strong
relationship
with
city
council
members
is,
is
imperative
to
the
work
that
I'm
trying
to
do
and
and
the
work
of
racial
justice.
So
it's
definitely
front
of
mind
for
me
to
make
sure
that
I
have
a
relationship
with
each
and
every
one
of
you,
as
well
as
with
the
mayor's
office,
so
that
we
can
get
this
work
done.
D
J
H
And
they
come
from
the
president
council
president
jenkins.
I
think
that
boston
is
number
seven
and
we're
number
one
as
far
as
worst
places
for
black
people
to
live.
So
it's
there's
it's
a
little
bit
of
a
it's
a
little
bit
but
yeah.
They
have
not
solved
the
race
problem
and
nobody
has,
and
I
don't
think
that
any
of
us
sitting
in
this
room
today
will
be
alive
to
see
someone
solve
it.
But
what
our?
H
D
A
Q
You,
madam
vice
president,
members
of
the
council.
We
will
be
reviewing
16
items
for
approval
on
thursday
item
one
two,
three
four
five
six
are
all
licenses
for
distilleries
bars,
sidewalk,
cafes
or
other
businesses
expanding
somewhere
in
the
city
item.
Seven
is
an
interim
use
permit
for
hope,
avenue,
twin
cities.
This
is
to
allow
for
a
shelter
in
the
fifth
ward
item.
Eight
is
the
curry
commons
tif
plan
at
eight
at
187
humboldt
avenue?
Q
This
is
for
an
affordable
housing
project
in
the
fifth
ward
item,
nine
is
a
expan,
our
scattered
site
project
with
mpha.
This
is
authorizing
26
million
dollars
in
expansion
bonds.
Item
number
10
is
granting
an
appeal
for
a
project
in
the
fourth
ward
item.
11
are
the
liquor
license
approvals
and
12?
Are
the
gambling
license
approvals
items
13
and
14
are
advancing
environmental
worksheets
for
projects
600
park
and
900
marquette
both
in
the
seventh
ward
item.
15
is
a
loan
approval
for
midtown
crossing
and
item
number
16?
Q
R
The
policy
and
government
oversight
committee
is
bringing
forward
15
items
that
it
will
recommend
for
approval
item
number.
One
is
the
appointment
of
civil
service
commissioners
anthony
kelly
item
number
two
is
collective
bargaining
agreement.
Ask
me
general
unit
2020
through
2021
and
2022
through
2024.
R
Item
number:
five:
is
revenue
contract
with
smg
for
public
safety
dispatch
services
at
u.s
bank
stadium
for
large-scale
events?
Item
number
six
is
a
contract
with
regents
of
the
university
of
minnesota
for
traffic
management
services.
Item
number:
seven
is
a
contract
with
emerge
enterprises
for
the
collection
and
recycling
of
mattresses.
Item
number:
eight
is
a
contract
with
minneapolis
refuse
inc
for
the
collection
of
garbage,
recyclables
sources,
separated
organics
yard,
waste
problem
materials
and
mattresses
item
number:
nine
is
a
contract
with
smg
for
traffic
management
services.
R
Item
11
is
a
contract
amendment
with
rice
lake
construction
group
for
fridley
filter
plant
rehabilitation
project
item
number.
12
is
a
contract
amendment
with
hennepin
technical
college
for
police
cadet
training.
Item
number
13
is
a
contract
amendment
with
cone
for
elevator
and
escalator
maintenance
at
minneapolis
convention
center
item
number.
14
is
a
legal
settlement.
David
lalibert
versus
the
city
of
minneapolis
item
15
is
amicus
status
in
law
in
a
lawsuit
related
to
the
voting
rights
act
and
I'll
stand
for
any
questions.
A
S
S
Item
two
is
accepting
an
additional
grant
from
the
minnesota
department
of
health
for
public
health
emergency
preparedness
item.
Three
is
authorizing
an
increase
to
the
corner
house
contract
for
forensic
interview
services
item
four
directs
the
health
department
to
explore
pathways
for
supporting
a
medication,
assisted
therapy
facility
for
overdose
prevention
and
item.
Five
is
passing
an
honorary
resolution
to
declare
august
7th
through
13th
2022
farmer's
market
week.
I'll
stand
for
any
questions.
A
L
Thank
you,
madam
chair.
The
public
works
infrastructure
committee
is
bringing
forward
three
items.
The
first
is
adopting
an
assessment
assessments
for
satellite
repair
construction.
The
second
is
the
layout
approval
for
lowry
avenue
northeast,
and
the
third
is
accepting
a
street
easement
from
mprb
for
a
portion
of
halls
island.
I
will
also
note
that
one
item
that
stayed
at
committee
and
was
carried
over
to
our
next
committee
meeting
is
the
hennepin
avenue
south
reconstruction.
L
We
continue
to
have
conversations
with
the
council
members
representing
the
awards
where
that
is
located
and
the
mayor's
office
and
are
hopeful
that
at
our
next
public
works
infrastructure
committee
meeting,
we
will
be
able
to
bring
forward
a
compromise
on
that.
I
will
stand,
though,
for
any
questions
on
these
three
committee
items
or
that
additional
information
as
well.
Thank
you.