►
From YouTube: March 8, 2022 Committee of the Whole
Description
Additional information at:
https://lims.minneapolismn.gov
B
Thank
you
good
afternoon.
My
name
is
lynae
palmisano
and
I'm
the
chair
of
the
committee
of
the
whole.
So
I'm
going
to
call
to
order
our
regular
committee
meeting
for
tuesday
march
8th
I'd
like
to
note
for
the
record
that
this
meeting
has
remote
participation
by
council
members
and
city
staff
as
authorized
under
minnesota,
open
meeting
law,
section
13d
.021
due
to
the
declared
state
of
local
public
health
emergency.
B
D
C
B
B
B
B
I
will
start
with
our
consent
agenda.
It
has
one
important
item.
It's
an
update
to
our
appointment
of
council
members
to
the
various
boards
commissions
and
committees.
It
specifically
adds
an
additional
council
member
council
member
osman
who's
willing
to
join
council
member
chavez
to
serve
on
hanning
home
hennepin,
and
that
is
the
change
before
us
today.
B
B
E
E
C
B
And
zero
days,
thank
you
that
carries
in
that
item
is
approved.
Item
number
two
is
a
report
on
the
contract
awards
or
amendments
that
have
been
approved
over
the
last
cut.
Sorry,
over
the
last
couple
of
weeks
by
the
ad
hoc
work
group,
that's
established
to
help
get
our
american
rescue
plan
act,
related
expenditures
out
the
door.
Staff
does
not
have
a
presentation
for
this
item
today,
but
is
on
hand.
If
colleagues
have
any
questions
are
there
any
questions
or
discussion.
B
G
Thank
you.
Madam
chair
business.
Inspection
housing
committee
brings
forward
ten
items
today,
item
one:
it's
a
land
sale
for
2910,
25th
avenue
north
to
minneapolis
public
housing
item
two.
It's
also
a
land
sale
between
807-2811
emerson,
avenue,
north
to
minneapolis,
public
housing
agency
item
three
is
a
rant
of
dwelling
licensed
renovation,
approving
the
renovation
of
the
rental
dwelling
license
held
by
walter
broughton
for
the
property
located
at
2527,
10th
avenue
south.
G
G
B
F
F
B
H
Thank
you,
madam
chair.
The
policy
and
government
oversight
committee
has
28
items
to
bring
to
full
council
item
number
one
is
the
local
is
sorry.
I
don't
know.
One
is
the
passage
of
a
resolution
establishing
the
2022
local
board
of
appeal
and
equalization
item.
Number
two
is
an
agreement
with
the
sundial
solar
for
purchase
of
renewable
electricity
item.
Number
three
is
accepting
a
bid
for
diamond
grinding
of
streets.
H
Item
number:
four
is
a
request
for
proposal
for
the
life
and
disability
insurance
and
leave
management
administration
item
number
five
is
authorizing
contracts
with
twin
city
recovery
project,
core
data,
coranda
o'toole,
paramedics
incorporated
and
your
path
to
develop,
implement
and
expand.
Comprehensive
programs
in
response
to
illicit
opiate
abuse.
Item
number
six
is
authorizing
a
contract
with
bloomberg
finance
lp
for
bloomberg
terminal
subscription
services.
H
H
Item
number
nine
is
authorizing
an
agreement
with
the
national
collegiate
athletic
athletic
association
or
the
ncaa
for
municipal
services.
Items
10
through
25
are
legal
settlement,
settlements
related
to
workers,
compensation
claims
and
item
26
is
considering
a
resolution
in
support
of
starbucks
workers,
and
I
believe
that
is.
I
thought
we
had
28
items,
but
I
believe
we
have
26
items,
my
apologies,
so
we
have
26
items
and
those
are
the
items
and
I
can
stand
for
any
questions.
E
H
I
Thank
you
sheriff
homicino.
I
just
want
to
speak
to
items
14
and
20..
I
first
want
to
thank
council
member
chavez
and
chug
thai
for
flagging
and
past
council
meetings
that
we
should
be
paying
attention
to
the
specific
content
of
workers
compensation
claims.
I
did
my
research
on
the
claims
before
today's
meeting
and
I
will
really
encourage
my
colleagues
to
simply
google
the
names
of
the
officers
listed
in
items
number
14
and
20..
I
B
H
Yeah,
thank
you,
madam
chair.
That's,
I
was
going
to
jump
in
and
say
that
really
quickly
and
then
the
the
last
thing
I
just
wanted
to
note
just-
and
I
know
the
public
is
aware,
but
I
want
to
make
sure
it's
noted
here
that
one
of
the
items
that
we're
holding
over
for
the
next
meeting
will
be
discussing
the
the
police
federation
contract
and
I
just
want
the
public
to
know
that
that's
available
and
feel
free
to
reach
out
to
the
clerks
or
my
office
to
to.
H
B
J
J
Item
number
two
is
accepting
the
national
forensic
sciences
improvement
grant
for
supplies
for
police
department
crime
lab
item
number
three
is
giving
signatory
authority
on
centers
for
disease
control
and
prevention,
public
health
associate
program,
post
agreements
with
the
minneapolis
health
department
and
items
number
four
through
seven
will
move
forward
without
recommendation
by
the
committee
item.
Number
four
is
a
revenue
contract
with
smg
to
provide
law
enforcement
equipment
at
usb
bank
stadium
item
number.
Five
is
a
revenue
contract
with
smg
for
swap
security
services
at
u.s
bank
stadium
item
number.
J
B
C
L
L
And
I
personally
felt
that
I
wanted
to
see
us
address
some
of
those
systemic
issues
before
moving
forward
with
some
of
these
contracts.
But
I
just
wanted
to
highlight
this
as
an
item
that
everyone
on
council
should
review
before
our
vote
on
thursday,
so
feel
free
to
reach
out
to
me
offline
or
I'm,
I'm
happy
to
speak
in
more
detail
about
some
of
the
presentation
that
we
experienced
during
phs.
B
Thank
you
and
just
to
clarify
councilmember
pain.
Those
were
forwarded
to
full
counsel,
just
without
any
recommendation
either
way
correct,
so
that
will
be
on
our
agenda
for
thursday.
Are
there
any
other
questions
or
comments
from
the
public
health
and
safety
committee
agenda?
Not
seeing
any
will
move
to
the
public
works
and
infrastructure
committee?
That
committee
is
chaired
by
council
member
johnson.
F
M
Thank
you,
chair
johnson
and
madam
chair.
The
public
works
and
infrastructure
committee
has
10
items
to
bring
forward
for
consideration.
The
first
is
58th
street
east
street
resurfacing.
This
project
approval
and
the
assessment.
The
second
is
60th
street
west
sun
sunrise
drive
and
58th
street
west
street
resurfacing
project
for
approval
and
assessment.
M
The
third
is
the
corcoran
residential
street
resurfacing
project
and
approval
and
assessment.
The
fourth
is
the
cooperative
construction
agreement
with
the
metropolitan
council
for
reimbursement
of
the
downtown
bustling
projects.
The
fifth
is
agency
relocation
agreement
with
the
minnesota
department
of
transportation
for
trunk
highway
77..
M
M
B
B
It's
a
presentation
of
the
2020
civil
unrest
after
action
review
before
I
invite
ryan
patrick
our
internal
audit
director
to
speak
to
this
and
queue
up
this
presentation.
I
did
want
to
acknowledge
a
couple
of
things.
First,
I
want
to
acknowledge
that
this
report
and
presentation
is
going
can
bring
back
a
lot
of
memories
and
raw
emotions
for
our
city.
B
Secondly-
and
I'm
not
sure,
though
I
think
I
saw
her-
is
the
city
attorney
specifically
ms
trammell
available,
just
to
speak
a
little
bit
about
this,
the
report
that
goes
along
with
this
and
how
it
will
be
made
public.
There
has
been
some
confusion
about
that,
and
I
want
to
just
remind
my
colleagues
and
the
public
that
audits
and
audit
reports
are
not
public
until
the
final
report
is
ordered
published.
It
will
be
that
way
at
the
end
of
this
presentation
today.
B
Up
until
that
point,
it's
still
considered
a
draft.
This
is
the
practice
that
we
have
followed
since
the
audit
committee
was
created,
which
was
well
before
my
time
because
of
the
nature
of
this
and
the
importance
it
is,
it
has
to
our
city
as
a
whole,
we're
bringing
this
to
committee
as
a
whole,
but
those
same
rules
still
apply.
Ms
trammell,
could
you
maybe
provide
a
little
bit
more
context
here.
D
Chair
palmisano,
I
I
will
certainly
try.
I
must
confess,
I'm
not
fully
briefed
on
what
has
been
discussed
or
happened
previously.
I
wasn't
able
to
have
that
conversation,
but
I
can
tell
you
that
the
minnesota
government
data
practices
act
governs
internal
auditing
data,
and
this
is
an
internal
audit,
specifically
section
13.392.
D
So
today
you
are
receiving
the
report
from
the
auditors,
at
which
point
you,
this
cow
can
order
it
published
and
then
it
can
be
published
until
then.
It's
not
considered
public
data,
which
is
why
it
has
not
been
attached
to
the
agenda.
I
hope
that
answers
your
question.
I'm
willing
to
stand
for
questions,
but
I
think
that's
what
you
were
seeking
information
on.
B
Thank
you
that
does
just,
I
think,
help
provide
a
little
bit
more
awareness
for
the
public
and
people
that
I've
been
receiving
questions
from
today.
Are
there
any
other
questions
from
my
colleagues
about
this.
This
is
committee
of
the
whole
is
where
we've
been
receiving
these
updates
and
discussing
the
need
for
this
work
since
last
term,
and
that's
something
that's
new
to
the
newer
colleagues
here
today.
Council
president
jenkins.
E
B
I
Thank
you,
chair
palmisano,
just
also
a
couple
questions
on
this,
so
I
was
told
during
my
briefing
last
week
that
this
document
was
not
public
data,
which
you
definitely
affirmed
here
as
well
as
ethics
commissioner,
susan
tremble,
because
it
was
a
draft.
I
raised
the
concerns,
of
course,
at
my
briefing
about
the
fact
that
you
know,
councils
should
still
be
given
copies
in
advance,
especially
of
in
advance
of
the
committee
of
the
whole.
I
I
I'm
still
not
understanding
the
rationale,
for
you
know
why
this
report
will
share
with
some
council
members
and
not
others.
Also.
What
is
very
clear
in
this
report
is
that
the
lack
of
transparency
is
what
continues
to
make
it
very
difficult
for
us
to
re-earn
the
public's
trust
in
the
city.
So
two
clarifying
questions
just
for
today
around
this
report
was
this
report.
We
all
hopefully
got
a
chance
to
read
or
get
the
loanable
copy
of.
I
B
Sure,
council
member,
I
will
probably
call
on
the
audit
director
to
provide
that
color
because
I
don't
think
miss
trammell
has
that
level
of
understanding,
but
I
can
clarify
a
lot
of
this,
as
I
did
for
you
when
you
visited
with
me
earlier
this
week,
or
maybe
it
was
last
week
in
my
office.
First
of
all,
this
copy
that
I
have
that
was
available
for
others
to
review
is
really
a
working
paper.
B
It
also
says
that
it
is
a
confidential
document
that
was
prepared
by
use
for
this
for
by
the
city
attorney's
office,
to
review
this
document
that
council
members
all
council
members
had
access
to
was
also
provided
in
briefings
to
directors
of
departments,
and
they
were
still
allowed.
As
of
last
wednesday,
close
of
business
to
provide
factual
documentation
errors
to
this
report
not
to
weigh
in
or
weigh
down,
you
know
on
either
side
of
it,
but
rather
to
provide
factual
suggestions
for
this
vendor
to
respond
to.
I
No
thank
you,
chair
promisano.
The
part
that
I'm
asking
for
clarification
is
we're
still
talking
about
the
public,
to
council
members
and
again
the
copy
that
you
provided
us.
It
says
on
the
back
of
that
very
first
page
that
this
after
action
report
and
it's
dated
february
3rd
2022
and
I
get
that
was
a
rough
time
in
pd.
I
just
shot
and
killed
amir
on
february
2nd.
So
maybe
that
was
some
issues,
but
on
february
3rd
it
states
that
this
after
action
report
had
been
completed.
I
It
did
not
know
it
was
a
draft
and
even
in
our
briefings
we
were
not
given
the
information
that
you
just
shared
and
again
you
verbally
communicated
this
information
around
the
public,
I'm
still
not
hearing
what
protocols
are
in
place
that
limits
council
members
from
receiving
this
information.
From
my
understanding,
you
possess
the
copy
council.
President
jenkins
possessed
a
copy.
What
protocols
permits
that,
instead
of
all
of
council
members,
also
having
a
copy
of
what
based
off
of
that
cover
letter,
says
it
was
a
finalized
report.
B
Thank
you
councilmember.
I
guess
I
don't
have
all
the
answers
to
your
inquiries.
I
do
see
a
cover
letter
as
of
february
3rd,
but
again
my
understanding
is
this
was
for
this
was
a
draft
for
review
by
leadership
of
our
city,
as,
as
has
been
since
the
beginning
of
this
work.
Last
february,
myself
and
the
council
president
have
been
involved
in
regular
briefings
from
the
vendor,
as
had
the
previous
council
president
in
the
previous
public
health
and
safety
chair.
I
Also
before
we
do
chair
palmisano
bring
on
those
two
key
staffers,
I
think
again
just
one
to
highlight
whatever
statues
are
being
told
to
us,
I'm
asking
for
explicit
policy
or
protocol
for
council
members
for
information
to
be
disseminated
amongst
council
members.
Also.
What
was
very
clear
in
this
report
is
that
there
is
not
a
centralized
or
standardized
process
in
which
information
is
shared
amongst
council
members,
and
that
also
contributed
to
a
lot
of
the
chaos
that
took
place
in
the
city's
response
during
that
10-day
period.
I
B
Sure,
well,
I
think,
as
we
will
all
see
in
this
report,
that
that
was
lacking-
and
that
is
some
of
the
recommendations
that
come
from
this
report
are
creating
clear
protocol
for
such
a
thing
director,
patrick,
if
you
are
available,
would
you
like
to
weigh
in
as
you
do
get
your
camera
on?
I
do
want
to
invite
council
member
goodman
to
voice
her
presence
for
the
record.
She
is
here,
but
she
is
also
in
a
settlement
conference
happening
on
line
two
on
her
other
line,
so
she
might
need
to
leave
any
time.
She's
called.
N
O
Good
afternoon
council,
I'm
ryan,
patrick
I'm,
the
city's
internal
audit
director
and
I'm
here
to
introduce
the
vendors
who
perform
the
after
action
review.
I
can
state
generally,
when
we
deliver
audit
reports
to
the
audit
committee
when
we
have
a
final
draft
and
it's
ready
to
be
published,
it's
published
when
the
audit
committee
accepts
it.
O
That's
been
my
practice
with
the
audit
committee
and
and
because
audit
work
papers
are
not
in
public
until
they're
accepted
by
the
audit
committee.
That's
the
practice
that
we
follow.
I
can't
speak
specifically
to
this
instance
and
and
that,
but
that
that
is
that
that
is
the
practice
that
we
in
internal
audit
follow
when
we're
publishing
our
the
culmination
of
audit
reports.
E
O
B
O
Thank
you,
chair,
palmisano,
and
again
a
reminder
that,
in
the
2021
budget
council
allotted
for
a
year-long
engagement,
an
after-action
review
of
the
10
days
immediately
following
the
murder
of
george
floyd.
This
presentation
and
report
are
the
culmination
of
that
effort.
Internal
audits
served
as
the
contract
manager
playing
an
administrative
role,
as
we
were
a
neutral
party
in
our
neutral
party,
who
was
not
involved
in
the
emergency
response.
O
To
be
clear,
though,
the
participants
here
today
planned
the
engagement
conducted
the
research
and
wrote
the
report
ensuring
that
it
was
independently
created
not
created
by
a
city
party,
with
an
interest
in
the
outcome.
As
such
to
speak
to
the
report,
I'm
going
to
turn
it
over
to
the
project
manager.
Bob
boehmer,
who
I
see
is
on
the
call.
P
Thank
you,
director,
patrick
good
afternoon,
madam
chair
members
of
the
council.
I
want
to
thank
you
for
allowing
us
to
assist
you
with
this
after
action
report
of
the
events
in
may
of
june
of
2020,
our
company,
previously
known
as
hillard
hines,
has
been
conducting
this
type
of
work
for
over
15
years.
We
appreciate
your
support,
we'll
receive
from
the
city
as
we
conducted
the
assessment
next
side
slide.
Please.
B
P
Well,
I
I
think
it
probably
would
we
work
best
to
finish,
because
we
might,
we
might
have
anticipated
some
of
those
questions
as
we
go
along.
So
the
way
I'm
going
to
lay
it
out
is
a
little
intro
about
our
methodology,
I'm
going
to
talk
about
the
findings
and
then
we're
going
to
specifically
talk
about
the
recommendations.
So
it's
your
your
preference,
but
usually
it
seems
to
work
best
when
we
wait,
because
that
way,
some
of
the
answers
the
questions
might
have
been
answered
by
the
time
we
get
through
its
presentation.
B
All
right,
then,
I
will
ask
my
colleagues
to
go
ahead
and
queue
up
in
the
chat,
and
I
won't
begin
those
until
the
end
of
the
presentation.
If
somebody
has
something
urgent
that
they
don't,
they
can't
wait
for
just
please
write
urgent,
as
you
put
your
last
name
in
the
queue.
Thank
you
and
thank
you,
mr
bomer.
Welcome.
P
P
I'll
give
a
background
to
myself
and
then,
when
we
come
to
chat
chad's
going
to
do
some
of
these
slides
and
I'll
ask
chad
to
introduce
himself
at
that
time,
but
just
so
you
know
who
you're
speaking
with
I've
been
with
this
company
for
a
little
over
six
years,
I
started
my
career
on
the
chicago
police
department
left.
The
chicago
police
department
became
general
counsel,
chief
staff
of
the
state
justice
agency,
which
covered
issues
all
the
way
from
policing
all
the
way,
through
corrections
and
post
corrections.
P
After
that,
I
spent
another
10
years
at
the
university
of
illinois
training
and
providing
technical
assistance
on
community
policing
topics,
specifically
working
some
community
engagement
between
the
chicago
police
department,
u.s
attorney's
office
and
some
of
the
deeply
affected
communities
in
chicago
pursuant
to
project
safe,
neighborhoods,
weed
and
seed
and
those
types
of
programs
there
next
slide.
Please
thank
you.
P
You
test
us
with
developing
an
independent
after
action
report
on
the
response
to
protests
following
the
killing
of
george
floyd.
You
asked
us
to
look
at
the
response
from
the
various
departments.
Identify
issues
identify
what
went
well
and
identify
some
lessons
learned.
You
also
asked
asked
to
review
the
community's
perspective
during
that
time
frame
and
behind
and
beyond
that,
and
next
slide
I'll
talk
about
a
specific
methodologies
of
of
what
we
did.
So
if
we
can
go
to
the
next
slide.
P
Oh
you
know
before
I
talk
about
that.
I
want
to
talk
about
what
an
after-action
assessment
provides.
It
provides
a
city
an
opportunity
to
identify
what
happened
why
it
happened.
It
identifies
strengths
and
weaknesses
and
should
help
prepare
the
city
for
future
incidents.
Two
important
measures
we
use
to
review
incidents
and,
and
these
types
of
reports
one
is
national
incident
management
system
commonly
called
nims,
and
the
other
is
a
incident
command
system
commonly
called
ics.
P
These
provide
a
standardized
approach
for
incident
command
that
clearly
outline
roles,
responsibilities,
chain
of
command
and
other
essential
elements
of
emergency
management,
and
they
provide
a
fame
framework
for
crisis
response.
So
the
agencies
do
not
have
to
attempt
to
piece
together
a
plan
or
framework
when
faced
with
a
spontaneous
disturbance.
Important
important
also
is
during
protest.
It's
important
that
the
department
plans
provide
for
public
safety,
but
also
protesters
first,
minimum
rights,
freedom
of
assembly
and
freedom
of
speech.
P
So
those
are
basic
measurements,
as
well
as
measuring
this
against
some
of
the
best
practices
that
we're
aware
of
aware
of
throughout
the
country.
So
next
slide,
please
so
our
review
process
we
reviewed,
requested
and
reviewed
over
25
400
documents
provided
by
various
city
agencies.
We
visited
some
of
the
locations
where
the
protests
occurred.
P
P
We
looked
at
body,
worn
camera
around
30
to
35
hours
of
body,
work,
hemorrhage,
footage
that
was
provided.
We
were
provided
access
to
by
the
police
department
again.
What
I
said
is
we
compared
these
to
nyms
and
ics
principles
as
well
as
best
practices.
The
report
resulted
in
25
key
findings
and
27
recommendations.
P
P
P
So,
as
I
mentioned
earlier
there,
the
report
contains
25
key
findings,
we'll
provide
a
summary
of
these
findings.
Overall,
it
was
clear
the
city
faced
an
unprecedented
level
of
violence
during
the
unrest
and
the
city
was
unprepared
for
this
level
of
demonstrations
and
violence.
The
context
also
was
important.
It
occurred
during
a
pandemic
and
during
a
particularly
tense
political
environment.
P
This
slide
lays
out
a
couple
of
the
overall
findings
even
18
months
after
the
incidents
as
as
chair
palmisano
indicated,
the
community
city
employees,
members
of
the
police
department,
are
shaken
and
they're
disappointed
by
the
city's
response,
and
I
can
I
can
say
that
during
the
interviews
we
encountered
that,
even
though
our
interviews
were
almost
a
year
after
the
incident,
you
can
feel
the
emotions
in
speaking
to
people.
So
we
we
recognize
that
still
run
it's
still
there.
P
P
P
Q
Thank
you
bob,
madam
chair
and
members
of
the
council,
my
name's
chad
mcginty.
I
was
one
of
the
team
members
that
worked
on
the
project
with
bob
I've
been
with
hillard,
heintz
or
jensen
hughes
about
four
and
a
half
years
previous.
To
that
I
have
a
law
enforcement
career,
I
retired
after
28
years
as
the
operations
commander
for
the
highway
patrol
in
ohio.
Q
Amongst
my
my
duties
were
patrol
operations
statewide
for
a
division
of
about
1600
sworn
officers,
governor's,
executive
protection,
security
at
the
capitol
square,
our
mobile
field
force
our
full-time
swat
team,
our
aviation
assets
and,
throughout
the
course
of
my
career
from
my
very
early
career
through
command.
I
was
involved
in
demonstrations
and
protests
which
included
assisting
agencies
across
the
nation
with
some
of
their
operations.
Q
Most
notably,
I
was
in
charge
of
the
visiting
law,
enforcement's
response
to
crowd
control
for
the
republican
national
convention
in
cleveland,
ohio
in
2016..
As
bob
said,
I'm
going
to
go
through
some
of
the
key
findings.
These
are
broken
up
into
three
areas:
planning
and
emergency
operations,
we're
going
to
talk
about
communications
and
mutual
aid
and
then
general
overall
operations
of
the
department
as
we
go
through
this.
The
first
thing
we
want
to
point
out
is
that
the
city
had
emergency
operations
plans,
as
did
the
fire
department,
the
police
department.
Q
Bob
talk
to
you
a
little
bit
about
the
incident
command
principles
very
simply
put
incident
command
is
just
a
framework
for
the
efficient
and
effective
control
command
and
coordination
of
first
responder
resources
to
any
kind
of
an
incident.
We
found
that
the
police
department
did
not
adhere
to
those
core
incident
command
principles.
Q
We'll
talk
a
little
bit
more
about
that
later.
We
further
found
that
they
didn't
engage
in
formal
planning
efforts.
Now
we
learned
in
our
interviews
from
a
number
of
of
individuals,
including
leadership
that
they
they
in
in
other
other
terms
they
forecasted.
They
could
see
that
this
was
going
to
have
an
impact
on
on
the
community,
but
yet
they
didn't
engage
in
formal
planning.
They
didn't
take
opportunities
to
to
look
forward
and
put
plans
in
place.
If
this,
then
that,
if
this
occurs,
this
will
be
our
response,
they
just
didn't
have
formal
planning
efforts.
Q
Q
We
also
found
it.
As
bob
indicated,
a
formal
action
after
action
review
provides
opportunities
to
look
at
what
was
done
right,
what
could
be
improved
upon
and
how
you
apply.
Those
lessons
learned.
We
learned
through
our
assessment
that
neither
the
police
department
or
the
fire
department
completed
any
formal
after
action
reviews
of
their
response.
Q
Next
slide,
please
communications
and
mutual
aid.
Some
of
the
council
members
have
already
have
already
spoken
to
this.
In
general,
we
found
that
the
communication
was
limited
for
the
field
staff
for
the
officers
that
were
out
on
the
street
that
were
facing
these
large
groups.
We
found
that
the
guidance
they
received
from
the
command
center
from
their
command
staff
was
very
limited
in
a
situation
like
this.
What
what
is
of
critical
importance
is
information
is
insight.
What
we
commonly
refer
to
as
intelligence
briefings,
to
allow
the
officers
some
insight
of
what
is
going
on.
Q
Perhaps
what
has
happened
in
in
the
last
12
to
24
hours
and
what
they
can
expect
to
see
coming
forward,
and
we
couldn't
find
evidence
that
that
those
types
of
briefings
were
circulated
to
those
field
personnel,
the
decentralized
structure
of
minneapolis
government
there
there
was.
There
was
a
lack
of
information.
Q
The
individual
government
entities
were
not
providing
information.
There
wasn't
there
wasn't
a
robust
sharing
of
information
as
a
result
of
that,
even
though
the
city's
communication
department
had
a
joint
information
system
established
which
had
been
established
to
communicate,
communicate
information
about
the
pandemic,
they
transition
to
the
protest,
but
unfortunately
we're
not
provided
with
adequate
information
from
the
departments
surrounding
them
to
enable
them
to
release
timely
information
similar
to
that
city.
Just
didn't
issue
formal
briefings
that
that
were
significant
enough
to
inform
public
employees
and
the
community
at
large
about
what
was
occurring.
Q
Q
We
found
that
at
one
point
I
believe
it
was
may
29th
that
they
received
over
five
times
the
normal
call
value
in
a
24-hour
period
that
they
could
account
for
nearly
8
000
calls
that
came
in
a
number
of
people
on
our
team
have
have
worked
in.
These
environments
have
worked
in
these
communication
centers
worthy
of
note.
Now
there
is
not
a
communication
center
that
can
withstand
that
type
of
of
an
abundance
of
calls
coming
in
it
just
overloaded
the
system.
They
also
had
some
technological
failures.
Q
Those
were
addressed
through
some
very
timely
actions
of
staff
at
the
mecc,
but
they
had
both
physical
and
technological
issues.
When
we
talk
about
those
calls,
we
learned
that
hundreds
and
hundreds
of
calls
came
in
that
that
were
obscene
hateful
threatening
the
staff,
in
addition
to
being
in
on
the
other
side
of
the
radio
and
listening
to
the
the
tense
situation
listening
to
the
officers,
they
were
receiving
calls
where
their
families
were
being
threatened.
Just
just
very
obscene
and
hateful
things
were
being
said
to
these
dispatchers.
Q
They
continued
to
operate,
continued
to
function
and
provide
service,
and
at
last
contact
we
learned
that
they
will
occasionally
still
get
those
calls
all
in
all.
When
we
talk
about
all
of
these,
if,
if
you
want
to
call
them
lacked
or
voids
in
communication,
we
found
that
the
community
as
a
whole
was
resilient,
that
those
business
owners
and
community
members
residents
pulled
together.
They
found
ways
to
communicate,
they
formed
informal
communication
chains
to
share
information
and
they
worked
together
to
prevent
further
property
damage
and
to
keep
themselves
informed
next
slide.
Q
Please,
the
fire
department
did
not
call
for
mutual
aid
or
use
emergency
staffing.
Some
of
that
was
due
to
a
technological
issue
with
with
the
fire
department's
resource
software
platform,
but
more
appropriately,
the
leadership
made
a
conscious
decision
that
they
didn't
have
appropriate
law
enforcement
to
escort
fire
into
areas
that
were
deemed
deemed
to
be
dangerous
for
their
personnel.
Q
So
they
opted
not
to
call
in
additional
fire
resources
and
worthy
of
note.
They
used
what
we
call
a
task
force,
so
they
weren't
using
all
of
their
emerging
all
of
their
firefighters
in
an
emergency
staffing
resource
plan.
At
the
current
time,
so
they
saw
no
need
to
bring
in
outside
agencies,
but
one
of
the
things
that
we
looked
into
was
the
request
for
the
minnesota
national
guard.
Q
We
did
our
best
to
try
to
get
as
much
information
about
this
as
we
could.
What
we
did
learn
is
is
that
there
were
calls
to
to
request
the
minnesota
national
guard.
There
were
follow-ups
in
terms
of
of
written
letters
and
emails,
but
unfortunately,
the
information
that
was
required
by
policy
was
not
adhered
to,
but,
more
importantly,
the
information
that's
required
by
the
guard
to
activate
guards
guards
personnel
to
put
them
into
a
civilian
situation
such
as
what
was
occurring
in
minneapolis.
Q
Q
During
the
protest
we
found
it
was,
it
was
unclear
if
there
were
if
there
was
actually
a
a
guiding
response
to
routine
calls
across
the
city.
Now,
certainly,
some
of
the
precincts
were
more
heavily
impacted
than
others,
but
we
found
that
there,
as
as
the
city
continued
to
to
to
move
and
go
about
business.
There
were
routine
calls
for
service
and
we
couldn't
find
a
strong
indication
that
that
there
was
there
was
oversight
of
that
process.
Q
They
did
have
booking
teams,
but
they
hadn't
accounted
for
the
number
of
people
that
they
were
going
to
arrest
and
found
that
the
plan
was
was
just
unsatisfactory
for
the
environment
and
lastly,
probably
most
important
is
that
that
bob
mentioned
that
we
looked
at
about
30
to
35
hours
of
body,
worn
camera.
We
did
a
number
of
interviews
and-
and
we
found
that
there
was
a
vast
vast
void
in
consistent
rules
of
engagement
or
control
and
that's
relative
to
chemical
munitions,
less
lethal
munitions.
Q
We
found
that
the
officers
that
were
supervising
the
individuals
that
had
those
weapons
I
hadn't
been
provided
with
rules
of
engagement,
I.e
when
you
can
and
can't
use
that
weapon
when
you
should
and
shouldn't
that
information
was
not
provided
to
them.
As
a
result,
they
couldn't
provide
that
information
to
their
subordinates,
certainly
throughout
the
the
reviews
that
we
did
a
body-worn
camera.
We
found
occasions
where
the
use
was
closely
aligned
with
policy.
Q
P
Thank
you,
chad,
and
we
could
go
to
the
next
slide.
Thank
you
so
so
we
have
a
series
of
recommendations
that
we
hope
provides
some
practical
guidance
and
assistance
to
move
forward.
I
think,
as
mentioned
at
the
start
of
the
meeting,
the
the
connection
to
the
community
and
the
trust
that
the
community
had
it's
broken,
and,
and
so
I
we're
putting
this
the
recommendations
regarding
reconnecting
to
the
community
up
here.
First,
as
I
mentioned
earlier,
the
pandemic
city
officials.
P
Our
employees,
were
working
remote
environments,
they
were
involved
in
less
personal
interactions
and
that
certainly
negatively
impacted
the
city's
response,
coordination
and
communication
efforts,
our
recommendations,
the
recommendations
start
with
the
recognition
that
the
city,
and
particularly
the
police
department,
needs
to
engage
in
efforts
to
increase
trust.
These
efforts
should
include
convening
community
members.
They
have
conversations
about
how
the
protests
and
unrest
impacted
them
and
provide
suggestions
for
improvement.
P
While
we're
able
to
do
some
of
that,
it's
important
that
these
conversations
are
joint
efforts
between
the
city
and
the
community.
We
heard
from
many
community
members
that
this
is
the
first
time
somebody
has
asked,
and,
and
so
our
first
recommendation
on
this
is
the
city-
needs
to
go
out
and
start
asking
people
and
talking
to
people
and
have
those
difficult
conversations
related
to.
That
is
the
need
to
hear
from
the
business
community,
especially
the
small
business
owners
whose
businesses
were
destroyed,
and
I
understand
at
least
the
time
we
were
doing
the
interviews.
P
The
other
recommendation
we
have
is
creating
a
program
such
as
constructive
conservation,
conversation
team
program
that
they've
implemented
in
charlotte
mecklenburg
north
carolina.
This
program
focuses
on
training
for
police
department
and
community
exercises
and
other
things
to
enhance
the
police
and
community
community
interactions,
and
if,
if
you
can
have
something
like
that
in
place
prior
to
protesting
prior
to
demonstrations,
you
will
have
those
ongoing
relationships
that
can
help
at
least
address
or
mitigate
some
of
the
issues
that
that
the
department
ran
into
or
the
city
ran
into
in
the
protests.
P
The
other
piece
of
that
is
identifying
those
resources
needed
to
protect
infrastructure
to
ensure
efficient
deployment
when
necessary.
You
know
one
of
the
things
that
we
found
in
the
report
was
that
different
districts
or
different
precincts
were
finding
different
ways
to
protect
their
precincts
ordering
on
their
own
ordering
fences
and
barricades
and
barriers,
and
it
wasn't
a
coordinated
effort.
P
So
we
understand
again
that
that
the
department
has
modified
its
policies
and
is
recommitting
to
to
additional
planning
efforts.
But
it's
important
that
during
this
review
of
policies
and
the
delivery
of
training
and
exercise,
that's
got
to
be
ongoing.
It
can't
be
another
one-time
event,
we'll
train
everybody,
we'll
look
at
our
policies
and
then
we'll
put
on
this
on
the
shelf.
This
requires
an
ongoing
effort
to
be
ready
next
slide.
Please.
P
As
we
discussed
earlier
communications
with
significant
issues,
significant
issue
during
and
after
protests,
improving
infrastructure,
the
incident
command
structures
will
improve
communications,
but
we
also
have
some
specific
recommendations.
You
know
the
first
here
is
develop
a
formal
crisis
communication
plan
and
response
guide
that
leverages
social
media
keeps
the
public
informed
about
the
city's
response
and
it's
able
to
provide
some
practical
advice
to
residents
what
they
can
do
during
a
crisis.
P
Response
guides
are
particularly
important
to
community
watch
groups,
and
this
this
was
a
big
issue
in
some
of
the
neighborhoods
in
minneapolis.
It's
for
these
groups.
They
you
want
to
have
information
out
to
them
to
ensure
that
they
understand
the
legal
and
public
safety
constraints
on
what
they
can
and
cannot
do,
and
some
of
that's
related
to
the
curfews.
The
city
issued
curfew
during
the
time
of
the
protest,
as
you
know,
all
know,
but
they
also
allowed
for
some
waivers
of
curfew.
P
The
final
piece
that
I
want
to
talk
about
here
is
the
situational
awareness
briefings
that
chad
already
alluded
to
they're
important
for
all
personnel
within
the
department.
It's
important
it's
important
to
have
a
clear
process
for
sharing
within
the
mpd
and
making
sure
that
appropriate
information
gets
to
the
rink
and
file
the
police
department,
but
also
to
the
external
partners,
the
city
staff,
the
fire
department,
others.
P
P
We
know
that
from
policy
point
of
view.
We
know
that
the
police
department
has
already
modified
many
of
the
policies
related
to
less
less
lethal
weapons.
The
department
should
be
prepared
to
continue
remind
officers
of
the
rules
of
engagement,
ensure
the
deployment
of
less
lethal
weapons
is
properly
documented.
P
We
can
often
see
that
that
if,
if
you're
required
to
review
a
policy
and
sign
off
on
it,
if
it's
a
long
time
before
an
incident,
happens,
there's
a
tendency
to
forget
or
not
understand
the
details
of
those
rules
of
engagement
and
the
department
needs
to
be
able
to
take
opportunities
to
remind
people
of
those
rules
of
engagement
and
also
document.
When
leslie
is
used
properly
document
every
instance,
it
becomes
burdensome
somewhat.
But
it's
also
helpful
to
kind
of
understand
the
incident
at
a
larger
level.
P
Things
like
that
during
incidents,
the
the
mpd
needs
to
ensure
that
they
clearly
designate
command
levels,
that
staff
to
coordinate
the
response
to
calls
for
service
in
areas
where
protests
are
not
occurring.
Chad
just
mentioned
this
is
it
was
unclear
to
us
who
was
coordinating
responses
citywide
to
non-protest
related
events,
so
important
to
just
stay
ahead
of
that.
P
The
final
area
recommendation
is
about
employee
wellness,
especially
it
applies
to
the
department,
but
this
really
applies
citywide
to
all
department
employees,
all
the
city,
employees,
as
you
know,
department,
lost
a
significant
number
of
personnel
at
their
protests,
while
not
all
the
departures
were
necessarily
due
to
the
protest.
We
observed
that
the
department
could
improve
its
policies
and
programs
regarding
wellness.
This
starts
with
clear
policy
statements
and
should
include
a
focus
on
resiliency
peer
support
and
the
provision
of
mental
health
services.
P
As
we
noted
earlier,
this
was
a
concern
for
the
fire
department
mecc
as
well.
We
also
know
that
many
other
city
employees
are
still
feeling
the
impact
of
the
protests,
so
the
recommendations
are
are
making
sure
that
the
department
in
the
city
itself
focuses
on
employee
wellness
and
employee
resilience
that
that's
the
last
of
our
recommendations.
We
hope
that
these
provide
you
with
and
there's
more
detail
in.
B
B
I
guess
I'll
start
with
one.
If,
if
we
could
just
immediately
go
to
the
very
last
thing
you
said
on
your
last
slide,
you
said:
pay
attention
to
employee
wellness,
you
speak
only.
You
then
mentioned
the
department
from
which
I
think
you
mean
just
mpd,
and
I
agree,
obviously
that
employee
wellness
on
mpd
is
paramount
to
the
safety
of
our
city.
B
P
Yeah,
thank
you
for
the
opportunity
to
clarify
that
and
and
you're
exactly
right.
This
meant
all
departments
you
know
was
particularly
acute
and
and
glaring
with
the
police
department,
and
it's
not
just
it
wasn't
just
officers.
We
use
officers
in
generic
term,
there's
also
command
staff
and
other
staff,
but
also
we
saw
that
in
the
fire
department.
P
We
saw
that
with
city
employees
who
were
who
were
still
shaken
by
the
issues
and-
and
I
assume
all
of
you
who
are
involved-
it
was
a
significant
issue,
so
the
the
intent
to
that
was
to
apply
to
all
the
city
enterprise.
I
tried
to
you
more
use
that
the
police
department,
as
an
example
of
how
they
can
improve
their
response.
B
Thank
you.
Now
we
do
have
a
number
of
colleagues
in
the
queue
actually
before
I
do
without
objection
and
please
voice
your
objection.
I
know
that
there
have
been
so
many
requests
for
this
report
so
without
objection.
I
will
first
order
this
report,
this
presentation
received
and
filed
and
direct
staff
to
publish
the
report.
If
my
colleagues
don't
object
to
that,
I'm
not
seeing
any
immediately.
So
thank
you.
L
L
Mostly,
and
so
I
understand
that
the
scope
of
this
report
is
just
the
10
days
in
the
immediate
aftermath
aftermath
of
the
murder
of
george
floyd,
and
you
may
not
be
able
to
speak
to
this,
but
you
know
we,
just
in
the
last
month
have
relived
this
experience
again
and
now.
I
personally
have
lived
this
as
a
council
member
in
the
killing
of
amir
lock
and
in
reading
the
report.
L
Not
only
was
it
triggering,
for
you
know
some
of
the
trauma
we
experienced
in
2020,
but
it
was
triggering
for
the
some
of
the
trauma
I
personally
experienced
as
a
council
member
in
the
last
month
seeing
the
kind
of
the
lack
of
coordination,
and
so
I'm
just
curious
about.
Did
you
get
any?
I
know
the
scope
is
in
the
10
days,
but
you
mentioned
during
the
presentation
improvements
that
you've
seen
implemented
since
the
report.
L
P
You
some
of
those
are
noted
in
the
report.
You
know
the
the
policy
changes
in
particular,
we
understand
some
of
the
policy
change.
Changes
were
driven
by
the
human
rights
commission
and
some
litigation,
so
some
of
those
policies-
churchill
regarding
less
than
lethal,
but
we
also
heard
from
members
of
the
department
because
we're
doing
the
interview
process
during
the
preparation
for
the
trial
and
and
so
they
talked
about
some
of
the
things
that
we're
doing
for
the
trial
which
which
sounded
to
us
like
they.
P
They
were
learning
a
lesson
and
they
were
preparing
for
it.
Now
there
were
no
significant
events
at
that
time.
So
it's
hard
to
tell
kind
of
how
those
response
plans
worked,
but
maybe
they
work
because
there
were
no
significant
events.
I
don't
really
know.
I
don't
know
if
chad,
if
there's
anything
else,
you
want
to
add
to
that.
Q
Yeah,
madam
chair
to
the
council,
member,
that's
a
great
question
and
I
think
bob
has
teed
that
up
what
we
found
was.
There
was
significant
planning
that
involved
a
number
of
of
entities,
not
just
the
police
department.
The
police
department
went
to
the
table
with
with
a
plan
for
the
shaving
trial,
but
they
also
reached
out
to
all
of
their
external
partners,
reflected
on
things
that
they
did
not
do
so
well
in
in
the
response
to
the
protest
and
put
that
all
on
paper
to
to
formulate
a
much
better
response
plan.
Q
I
Thank
you,
madam
chair.
I
also
have
to
echo
some
of
the
sentiments
that
council
member
payne
noted
in
terms
of
you
know.
We
do
understand
that
this
was
a
traumatic
event.
I
myself
was
tear
gassed
right
out
by
the
third
precinct
in
the
days
following
the
murder
of
george
floyd
and
many
of
my
friends
and
and
close
allies
in
in
the
fight.
For
you
know,
public
safety
beyond
policing
sustained
grave
injuries
as
a
result
of
the
munitions
that
were
deployed
against
them,
while
they
were
peacefully
protesting.
I
So
I
understand
that
this
is
a
hard
conversation
and
I
think
there
was
a
you
know
sentence
in
the
report
that
talks
about
in
order
for
us
to
actually
change.
We
have
to
also
be
comfortable
with
or
uncomfortable
with
many
of
the
decisions
that
were
made
that
further
compounded,
compounded
the
harm
that
many
of
us,
especially
our
residents,
especially
our
black
residents,
have
been
experiencing
for
quite
some
time
in
this
city.
I
That
said,
some
of
the
questions
that
I
have
and
I
want
to
thank
the
consultants
for
doing
such
a
exhaustive
and
thorough.
You
know
analysis
of
that
10-day
period.
One
of
my
well,
my
first
question
deals
with
the
o
o
e
m.
There
was
lots
of
acronyms
to
take
in
in
this
84
page
report,
but
the
report
clearly
states
that
in
in
defines
that
you
know
the
oem
played
a
vital
role.
I
The
office
of
emergency
management
played
a
vital
role
in
ensuring
the
support
and
coordination
of
the
the
city's
response
in
that
moment,
but
it's
very
mind-boggling
to
me
that
you
know
that
the
city
lost
valuable
knowledge
and
operational
assistance,
because
leadership
was
unwilling
to
ask
staff
to
mask
and
mind
you.
This
was
you
know.
Q
Q
Yeah,
madam
chair
to
the
to
the
council
member,
we
had
a
number
of
conversations
with
individuals
and
and
what
we
learned
in
addition
to
the
masking
was
it
was
very
difficult
for
oem
to
interface
and
provide
the
support
that
they
should
support
to
the
city
in
this.
In
this
situation,
or
really
in
any
emergency
situation.
Q
Given
the
unconventional
approach
that
the
police
department
took,
oem
opened,
the
office
activated
the
the
space
the
police,
the
police
department
came
into
that
space.
Obviously,
there
were
some
currents
because
some
concerns
about
the
number
of
people
there,
the
number
of
people
that
were
not
masked.
Q
I
No
thank
you
for
that
and
just
kind
of
a
follow-up
question
to
that.
Is
there
any
mentioning
in
in
the
you
know,
thousands
of
documents
that
you
reviewed
that
gives
some
insights
on
why
the
mayor
and
mpd
leadership
just
did
not
simply
mandate
our
officers
so
we're
fast
so
that
they
can
do
the
crucial
work
of
coordinating
with
other.
You
know,
city
employees
that
were
really
trying
to
navigate
such
as
you
mentioned
a
very
you
know,
chaotic
moment.
Q
Madam
chair
to
the
council
member,
I
I
think
in
the
interviews
that
we
had
the
number
of
interviews
when
we
spoke
with
individuals
that
were
in
that
environment
in
the
eotf,
the
emergency
operations
training
facility.
They
were
focused
on
to
use
your
words
in
the
chaos.
They
were
focused
on
a
response
to
that
and
bob
correct
me
if
I'm
wrong,
but
but
I
do
think
we
had
some
anecdotal
comments
that
masks
were
not
their
concern.
P
I
Thank
you
so
much
for
that
response.
My
next
question
kind
of
also
aligns
with
councilmember
payne.
You
know
we
all
are
still
dealing
with
the
trauma
of
you
know.
A
month
ago
we
all
witnessed
the
shooting
and
killing
of
amir
lock
on
february
2nd,
and
this
is
also
highlighting
the
report,
but
what
we
saw
in
the
response
of
of
amir's
killing
was
that
mpd
once
again,
mischaracterized
the
victim
and
the
circumstances
around
his
death.
I
We
recognized
also
that
you
know,
following
the
murder
of
george
floyd,
there
was
immense
amount
of
chaos
that
residents
had
to
navigate.
This
was
documented
extensively
in
this
report
all
provoked
because
mpd
officers
also
mischaracterized
george
floyd's
murder.
Initially,
as
well,
can
someone
speak?
You
know
this
is
a
time
of
course,
as
you
as
chris
consultants,
but
our
staff
in
thinking
of
this
time
period
from
2020
to
just
a
month
ago.
Can
anyone
speak
to
what
has
actually
changed
since
the
murder
of
george
floyd?
P
B
B
We
have
talked
about
how
we
come
and
have
regular
reports
from
staff
as
to
things
that
have
changed
since
this
period
of
time,
and
I
think
that
the
answer
would
be
more
appropriate
to
ask
staff
as
they
talk
about
where
we
take
it
from
here.
So
I'm
gonna
defer
that
to
staff
and
for
a
later
conversation.
I
Yes,
thank
you,
madam
president,
chairs
yeah.
I
have
a
few
more
questions
and
absolutely
I
thought
we
had
staff
also
on
this
presentation.
So
that's
why
I
post
it,
but
my
next
question
thank
you.
Working
class
people
still
have
not
been
given
time
to
heal
and
has
been
hit
by
another
tragic
event
again
with
the
killing
of
a
mayor
lock.
I
The
number
one
recommendation
that
this
report
detailed
very
closely,
is
that
you
know
the
city
needs
to
host
a
series
of
community
conversations
to
allow
residents
to
discuss
how
the
protests
and
unrest
impacted
them
and
also
being
part
of
us
in
being
in
this
process.
Of
implementing
some
of
these
recommendations
and
changes.
Do
we
know
if
any
of
this
has
happened
as
well
or,
if
there's
a
timeline
of
when
these
events
will
happen.
P
I
can
answer
at
the
time
we
were
doing
the
interviews.
Many
people
told
us
that
nobody's
reached
out,
and
these
are
the
first
times
we're
telling
the
stories
and
sharing
with
people.
I
don't
know,
what's
happened
since
those
interviews
were,
as
you
know,
quite
a
while
ago
now,
so
I'm
not
sure
what
happened
after
that.
I
Thank
you
so
much
also
next
question.
The
recommendations
that
I
saw
here
were
actually
pretty
identical
to
the
2015
after
action
report
from
the
occupation
of
the
fourth
precinct,
but
you
know
the
recommendations
that
were
provided
in
that
room
of
you
clearly
has
not
been
implemented,
and
also
we've
seen
in
these
reports
that
mayor
frye
has
failed
to
use
them
as
a
measure
to
inform
his
response
to
these
crises.
We
keep
experience
when
we
have
these
police
related
murders.
Also.
I
I
He
had
the
infrastructure,
the
policy
guidelines
and
hundreds
of
dedicated
experienced
staff
ready
to
fall
into
a
command
structure.
I'm
really
interested
in.
How
do
we
plan
to
implement
any
of
the
information
from
this
report,
since
history
has
shown
that
mpd
leadership,
as
well
as
our
current
mayor,
the
mayor's
office,
has
not
enforced
many
of
these
policies
and
and
basically
help
us
enact
these
structures
that
we
already
have
in
place.
Q
Q
Q
Q
Make
sure
that
the
office
of
emergency
management
is
pulling
in
the
first
responding
agencies
and
for
lack
of
better
terms,
putting
them
through
their
paces.
Here's
the
incident.
How
are
we
going
to
respond
to
that
and
create
an
environment
where,
where
they
are
made
to
use
the
policies
and
use
the
guidance
that's
set
out
before
them
prior
to
an
actual
incident,
so
it
it?
It
sounds
easy,
but
bob-
and
I
can
attest
that
it's
it's
it's
very
challenging
for
for
agencies
that
are
not
accustomed
to.
Q
Following
that
now
we
will
say
that
we've
worked
with
agencies
that
apply
the
principles
of
ics
to
everyday
operations,
so
much
so
that
that
every
everybody
in
the
agency
from
command
level
down
to
the
line
staff
are
very
competent
in
the
use
of
ics
and
their
management
and
their
organization
is
exceptional,
but
it's
a
result
of
them
using
those
processes
daily.
So
I
hope
that
provides
some
some
answers
for
you.
I
Absolutely-
and
I
I
completely
understand
the
sentiments
you
know,
this
is
muscle
memory
I
just
hoping
you
know
that
as
counsel
but
also
for
the
mayor's
office-
that
we
do
not
require
more
residents
being
killed
at
the
hands
of
mpd
for
us
to
actually
keep
having
to
exercise
and
do
better
when
it
comes
to
these
situations
and
just
last
comment,
you
know,
I
know
in
the
coming
weeks
we're
all
going
to
hear
recommendations
about
the
government
structure.
This
report
made
it
very
crystal
clear
to
me
that
you
know
city
hall.
I
Our
failures
were
not
structural
failures.
There
were
actually
failures
of
leadership.
The
mayor's
office
failed
to
lead
mpd.
The
mayor's
office
failed
to
use
the
tools
and
infrastructures
at
their
disposal
and
did
not
use
his
sole
authority
over
mpd
to
organize
and
regulate
their
activity
so
that
that
that
discipline
was
there
and
the
government
structure
changes
coming
this
year
may
have
useful
impacts
for
city
functioning,
but
it
will
not
and
will
never
address,
that
leadership
failure,
and
I
hope
everyone
was
able
to
see
that
from
this
report.
So
thank
you
all.
M
Thank
you
so
much,
madam
chair.
I
appreciate
this
and
thank
you
to
our
presenters
for
this
thorough
information.
I
do
have
a
series
of
questions
here.
So
I'll
start
with
the
first
one.
One
of
the
community
perspectives
you
outlined
was
that
there
was
a
different
perception
of
the
mpd
as
opposed
to
community
perception
of
the
chief.
Can
you
clarify
what
you
mean
by
that
point?.
P
P
M
Q
Q
M
Okay,
thank
you.
I
appreciate
that
answer,
so
I
for
my
next
one.
I
understand
we
don't
have
someone
on
the
call
to
answer
the
first
part
of
my
next
question,
but
I
believe
our
presenters
should
be
able
to
answer
the
second
part.
How
has
the
process
for
information
dissemination
changed
since
the
murder
of
george
floyd?
M
Q
Madam
chair
to
the
council,
member
that
that's
another
great
question,
specifically
we're
looking
for
for
sharing
of
information,
we're
looking
for
a
structure
when
we
talk
about
ics
incident
command
that
provides
the
organizational
framework
again
for
the
efficient
and
effective
management
of
of
an
incident
that
includes
party
sharing
information.
This
is
what
we're
doing.
This
is
what
we
need
when
parties
are
sharing
information
that
that
results
in
a
a
melting
pot.
M
Thank
you.
I
appreciate
that.
So
one
of
the
recommendations,
including
the
report,
is
that
the
oem
office
of
emergency
response
developed
formal
camera
monitoring
policies.
Does
this
review
contain
any
recommendations
for
camera
monitoring
policies
and
if
so,
can
you
elaborate
a
little
bit
on
those
recommendations.
P
One
one
of
the
things
that
we
saw
in
the
cam
with
cam
camera
monitoring
was,
for
example,
the
the
six
or
strategic
intelligence
center
was
located
in
a
different
room
than
than
the
command
center,
and
you
know
who
was
controlling
the
cameras
becoming
it
became
an
issue
and
the
camera
is
also
controllable
outside
the
particular
the
eotf
as
well.
I
believe,
and
and
again
there
were
some
you-
maybe
somebody
in
the
command
center
wanted
to
look
at
some
things.
P
Q
Yeah,
thank
you
bob,
madam
chair
of
the
council,
member
another
good
question.
The
eotf
is
is
situated
such
that
that
the
police
department's
intelligence
unit
is
is
housed
within
the
eotf,
and
what
we
learned
throughout
this
incident
was
that
the
the
individuals
that
were
in
the
eotf
oem
included
had
opportunities
to
to
look
at
the
cameras,
but
unfortunately,
there
were
remote
areas
across
the
city
where
the
cameras
were
being
moved.
Q
So
when
somebody
in
the
command
center
wanted
to
look
at
a
camera,
they
didn't
always
have
an
opportunity
to
control
that
camera,
because
elsewhere
throughout
the
city,
somebody
else
was
controlling
that.
Certainly
that's
something
that
that,
as
a
protocol
for
the
eotf,
we
should
look
to
to
to
standardize
who
has
access
to
those
cameras
so
that
we
we
don't
have
those
issues
repeat.
M
P
You
know,
I
think
it
could
be
done
multiple
ways,
I
would
say
all
of
the
above,
it's
important
for
the
police
department
to
reconnect
the
community,
but
it's
also
important
for
the
city,
the
officer,
neighborhood,
neighborhood
and
community
relations.
I
think
it
is,
I
know,
does
a
lot
of
that
work
and
I
think
that's
important
work
for
them
to
do
it,
but
I
think
there
needs
to
be
involvement
from
the
police
department
and
other
city
staff
staff,
because
the
community
sees
the
government
as
one
and
they
want
to
see
everybody
together.
P
M
P
Let
me
tell
you,
you
know
from
the
trust
point
of
view.
I
I
think
it
is
about
just
just
increasing
your
community
involvement.
The
spend
time
with
the
community
members
listen
to
their
concerns.
We
see
some
departments
going
various
different
ways
with
it.
Some
some
of
them
take
policies
and
bring
those
community
groups
and
have
them
comment
on
potential
policies.
P
M
H
H
You
know
one
of
the
questions
that
I
had
in
looking
at
the
report
or
in
listening
to
the
report,
because
I
haven't
you
know
seen
it
yet
is.
Would
you
characterize
your
recommendations
as
sort
of
being
most
effective
if
everyone
is
kind
of
acting
in
good
faith
that
that's
sort
of
what
they're
or
that
their
report
recommendations
assume
that
everyone
will
act
in
good
faith.
P
Well,
well,
I
would
say
two
things,
I'm
sorry
for
my
video.
I
keep
having
issues
here,
but
I
I
think
it's
two
things
number
one
there's
some
dependency
on
good
faith,
but
also
our
recommendations
include
accountability,
measures
that
accountabilities
on
behalf
supervisors,
consistency
among
the
precincts
on
how
certain
things
are
handled.
So
so
it's
it's
good
faith
combined
with
strong
accountability.
H
R
H
Okay
cool
another
question
that
I
had
was
in
your
interviews.
I
know
that
you
guys
spoke
with
a
lot
of
people
at
the
city
of
minneapolis,
a
lot
of
people
in
mpd
council
members.
I'm
sure
you
spoke
with
people
in
the
mayor's
office
and
the
mayor
himself.
In
your
conversations
we
did
police,
at
least
in
confidence
that
you
don't
have
to
disclose
but
like
who
and
what
but
did
officers
talk
about
conduct
that
they
saw
from
fellow
officers
that
they
didn't
appreciate.
H
Did
that
come
up,
and
I
asked
that
specifically
because
we
know
that
in
the
case
of
the
jaleel
stallings,
you
know
we
saw
one
officer
make
a
comment
that,
like
oh,
this
crowd,
isn't
burning
anything.
So
we
know
that
they
must
be
mostly
white.
We
saw
obviously
comments
about
hunting,
going
hunting
and
for
protesters,
and
so
just
wanted
to
see
internally
did
officers
sort
of
show
concern
for
how
some
of
their
colleagues
were
were
behaving.
P
Q
Q
I
can't
recall
in
any
that
I
saw
that
that
somebody
was
confronted
if
you
will
about
a
comment,
but
nor
can
I
remember
just
a
few
indications
where
I
heard
or
saw
something
that
that
should
should
have
rose
to
that
level.
Certainly
some
of
the
comments
that
that
you've
mentioned.
We
did
see
those
and
we
didn't
see
anybody
say
anything
about
that.
I
think
what
we
did
find
was.
Q
There
were
a
lot
of
officers
that
were
that
were
put
in
situations
that
were
left
there
for
an
extended
period
of
time
and
really
weren't
weren't,
given
the
appropriate
level
of
oversight
given
the
environment
that
they
were
in.
I
think
it
was
extremely
stressful
for
those
for
those
front
line
officers
that
were
facing
those
crowds
just
based
again
on
the
sheer
fact
they
were
there
for
such
an
extended
period
of
time.
H
H
They
saw
some
of
these
things
played
out
within
those
10
days,
and
I
think,
while
everyone
on
this
call
will
readily
acknowledge
how
stressed
out
how
unique
the
situation
was,
how
how
you
might
have
had
officers
acting
in
good
faith,
making
mistakes
for
leadership
acting
in
good
faith,
making
mistakes.
I
think
that
there
are
members
of
the
community
who
feel
that
there
were
members
of
the
rank
and
file
who
maybe
acted
with
malice
or
they,
or
at
least
that's
how
it
feels
and
it
does.
H
I
do
get
worried
that
without
some
sort
of
acknowledgement
there
won't
be
faith
from
the
public
that
we're
ready
to
take
on
this
problem
that
we're
ready
to
address
accountability.
If
we
can't
sort
of
acknowledge
that
there
was
that
there
were
instances
in
which
people
acted
with
malice,
where
they
maybe
knew
the
policy
or
knew
what
was
appropriate
and
chose
to
violate
that
anyway,
because
it
was
a
chaotic
situation
and
they,
you
know
prioritize
their
own
emotional
gratification
over
the
safety
of
others
or
maybe
because
they
thought
they
wouldn't
get
caught.
H
H
Q
Madam
chair
to
the
council
member,
I
I'm
I'm
not
trying
to
be
kurt,
but
all
of
the
above
really
we
saw
instances,
I
think
bob.
You
can
certainly
weigh
in
here,
but
we
saw
instances
of
of
all
of
those
occurring
in
in
the
when
we
talk
specifically
about
about
somebody
being
given
information
and
then
not
following
that
information,
we
certainly
didn't
find
indications
that
that
was
done
with
malicious
intent.
Q
P
I
think
the
other
piece
of
it
is
is
not
getting
a
decision
in
a
timely
manner
and
you
have
to
react
now
and
you're
waiting
from
some
guidance
again.
The
patrol
officer
out
there
standing
in
front
is
waiting
some
guidance
and
not
get
not
getting
it
so
they'll
start
making
decisions
that
they
think
are
most
appropriate.
H
H
R
Thank
you.
So
I
had
a
conversation
with
chair,
palmisano
and
our
city
coordinator
this
morning,
and
we
talked
about
how
we
will
regularly
go
forward
on
next
steps
on
these
recommendations
so
based
on
our
discussion
this
morning,
we
will
return
on
a
quarterly
basis
and
come
back
with
an
action
plan
in
the
coming
months
or
next
month,
with
the
status
on
what
has
been
done.
So
I
appreciate
the
shares
willingness
to
address
the
future
with
me.
R
But,
aside
from
that,
this
report
may
be
surprising
to
some
people,
but
it's
not
to
me
and
it's
not
to
the
people
of
the
ninth
ward,
who
I
represent.
We
had
defend
our
own
homes.
Community
members
had
to
create
their
own
public
safety
plans
and
small
businesses
had
to
fend
for
themselves
and
the
people
that
were
protesting
in
my
ward
were
tear
gassed
and
shot
at,
and
we
saw
our
beautiful
cultural
corridor
burst
into
flames,
while
yet
getting
no
clear
communication
from
our
city.
R
When
we
talk
about
what
is
in
this
report,
it's
the
people
that
I
represent.
There
is
trauma.
There
is
pain
and
a
lot
of
questions
about
what
we
will
do.
Next
and
I
want
to
be
very
clear
what
we
do
next,
it
is
what's
going
to
matter
the
most
at
this
point
forward,
and
I
hope
that
we
have
learned
a
lot
in
these
that
happened
in
these
10
days.
We
need
a
protest
response
that
protects
the
first
amendment
and
does
not
violate
people's
human
rights.
R
We
need
equity-based
funds
for
those
that
were
impacted
on
lake
street
and
the
surrounding
communities,
and
a
plan
on
what
oversight
and
implementation
will
look
like
moving
forward.
Based
on
my
readings
and
I'm
still
finishing
the
report.
Some
key
findings
that
are
concerning
to
me
is
that
the
city
did
not
capitalize
on
its
training
and
experience
from
large-scale
events
to
establish
a
framework
for
response.
R
This
could
have
helped
us
prepare,
and
I
hope
that
we
are
ready.
Should
this
happen
again
next
time.
It
said
that
the
mayor
and
the
city
did
not
follow
their
own
emergency
plan.
That
mpd
did
not
develop
any
former
crisis
response
plans,
nor
did
it
engage
in
any
form
of
planning
efforts
to
respond
to
the
protests.
R
The
report
mentioned
that
the
city
council
does
not
have
a
role
in
emergency
management,
except
as
a
policy
group,
but
is
supposed
to
respond
to
constituents
with
that
said,
I
do
have
a
few
questions.
The
first
one
it's
the
report
indicates
that
many
community
members,
I
think
it's
at
85
people-
have
been
engaged
in
this
assessment.
P
Yeah,
thank
you
so
so,
when
we
when
we
started
the
community
engagement,
we
tried
to
use
multiple
avenues
through
neighborhood
groups.
Office
of
neighborhood
community
relations
helped
us
a
lot
connecting
up
with
groups
from
different
geographical
representation,
ethnic
representation,
race
representations.
Essentially,
we
said
help
us
get
it
out
to
as
many
people
as
possible
to
invite
them
to
these
these
virtual
listening
sessions.
We
did
those
on.
I
think
it
was
teams,
it
could
have
been
zoom.
P
I
don't
remember,
but
we
asked
them
to
support
us
and
getting
them
out
and
that's
the
kind
of
response
I
get
which
is
which
which
on
virtual
sessions,
we
found
that
that
that's
a
pretty
good
turnout
for
a
virtual
session
45.
It
was
about,
I
think,
40,
to
45
people
each
session.
Some
were
repeats.
The
second
part
of
it
when
we
did
community
focus
groups.
We
focused
on.
I
don't
remember
the
terminology
right
now,
but
this
is
through
the
assistance
of
not
also
neighborhood
and
community
relations.
P
R
Perfect,
thank
you.
The
second
question.
So,
in
the
after
action
assessment
of
the
2015
fourth,
peace
and
occupation,
it
was
revealed
that
the
minneapolis
fire
department
had
a
quote
lack
of
clear
leadership,
responsibility
with
the
incident
command
system
and
prioritization
of
officer
wellness
before
during
and
after
assessment
were
not
addressed
by
mpd
following
the
murder
of
george
floyd.
This
is
from
the
report.
This
after
action
report
determined
that
mpd
had
missed
opportunities
to
address
these
shortcomings.
R
R
I
guess
if
there's
anybody,
even
if
there's
city
staff
that
can
help
us,
I
think
one
thing
that
might
happen
throughout
this
report
is
that
we
might
want
to
have
to
come
back
at
some
point
to
ask
questions
from
city
staff,
specifically
not
from
the
report
itself.
But
I
can
move
to
a
different
question
as
well.
B
B
R
Awesome,
thank
you.
I
guess
this
might
be
a
similar
question,
but
in
the
report
was
there
any
of
the
they
talked
about
a
little
bit
about
how
we,
as
a
city,
communicate
when
mpd
kills
somebody,
and
it
talked
about
the
incident
when
we
as
the
city,
said
that
the
murder
of
george
floyd
was
a
medical
incident.
Is
there
any
place
in
the
report
that
you
can
point
us
to
or
the
public
to
on
recommendations
that
the
city
of
minneapolis
should
take
to
improve
the
communications?
R
P
P
R
Awesome
and
then
the
last
thing
I
think
it
said
part
of
the
report
talked
about
the
mpd.
There
was
some
willingness
to
change
the
department
and
I'm
going
to
finish
the
report
and
I'm
almost
done
with
it.
So
I'm
going
to
read
through
the
last
few
pages,
but
my
hope
is
that
there's
some
recommendations
on
how
we
can
change
the
culture
within
the
police
department
and
hope
that
the
police
officers
said
that
want
to
make
changes
to
police
department
will-
and
I
hope
that
leadership
falls
through
on
that.
So
that's
all.
Q
B
S
S
We
can
come
back
where
plan
is
to.
Obviously
it
will
be
up
to
individual
departments
to
make
sure
that
those
pieces
are
implemented,
but
our
plan
is
to
come
back
with
that
action
report
to
the
committee
of
the
whole
in
a
month
and
then,
from
that
point
forward,
we
would
do
orderly
updates
with
the
council
to
ensure
that
we're
following
up
on
the
recommendations
in
the
report,
I
think
I've
heard
several
times.
S
B
Thank
you
and
thank
you
to
member
chavez
who
is
really
at
the
epicenter
of
where
a
lot
of
the
devastation
in
our
community
and
our
city
occurred,
and
I
think
that's
a
really
productive
thought
and
way
to
move
forward.
So
thank
you
so
much
for
those
comments.
Council,
member
next
in
qef,
council
member
vita,
thank.
J
You,
madam
chair,
the
coordinator,
just
answered
one
of
my
questions
about
next
steps
and
what
action
we're
going
to
take.
But
I
have
another
question
so
you
talked
about
you
know
working
in
other
cities
on
similar
things.
Could
you
provide
maybe
some
cities
that
you've
implemented,
that
you've
implemented,
that
that
have
implemented
similar
recommendations
that
you
are
suggesting
for
minneapolis
that
maybe
have
had
some
successes
or
not
just
to
kind
of
look
at
for
me
to
look
at
and
review
and
see
how
those
things
played
out
in
those
cities.
J
P
You
know
I'll
raise
one
of
them:
the
louisville
metro
police
department,
because
I
know
it's
been
made
public
and
and
what
we
find
a
lot
of
departments
we
work
with,
don't
necessarily
make
the
reports
public.
Sometimes
it's
done
for
use
of
counsel,
so
I
can't
discuss
some
of
those
but
louisville
metro
put
together
a
plan.
The
mayor
very
publicly
put
together
a
plan
on
how
to
address
all
the
recommendations
in
the
report
that
should
be
publicly
available.
I
could
certainly
try
to
find
a
link,
but
we
we
stopped
with
them.
P
Once
we
do
a
report,
we
had
a
little
bit
of
follow-up
with
them
and
that
was
up
to
them
to
take
it
and
that's
what
often
it
is
with
most
of
our
reports
we
stuff
with
the
department
of
justice
several
years
ago.
We
were
assisting
them
with
going
forward.
I,
the
the
one
in
particular-
and
I
it
was
all
public
information
because
we
were
there
and
it
was
public.
The
saint
anthony
village,
in
the
follow-up
of
the
shooting
of
philando
castile.
J
P
P
I
don't
know
if
it
was
as
universal
saying
I'll
be
part
of
it,
but
many
department
numbers
say
we
need
to
fix
this
department
and
we're
willing
to
do
even
including
command
staff
willing
to
do
what
needs
to
be
done
to
help
take
a
take
the
department
and
bring
it
further
in
the
future.
So
I
think
there
was
some
positivity
about
that
that
that
we
can
do
it.
We
just
need
to
work
together
to
do
it.
J
P
T
T
T
You
know
going
off
of
I
think
council,
member
koski
and
council
member
chavez
asked
a
couple
of
questions
about
the
community
engagement
piece
and
you
know
I
appreciate
hearing
the
clarity
on
the
neighborhood
groups
and
ncr
and
neighborhood
organizations
that
you
worked
with
in
in
getting
people
to
participate
in
this
process.
What
were
the
the
community
engagement
sessions,
otherwise
publicly
listed
or
available.
P
The
the
the
two
big
sessions
that
we
talked
about
the
virtual
sessions
were
made
public
available.
I
can't
point
any
particular,
but
we
we
try
to
get
as
many
announcements
as
we
can
anywhere.
We
could,
I
just
don't
remember
specifically
where
they
were,
but
we
tried
with
those
the
other
was
organized
through
ncr.
To
get
specific,
we
know,
there's
community
representatives,
let's
bring
those
together
and
we'll
talk
to
them.
T
P
I
don't
know
we
didn't
specifically
ask
about
arrests,
but
we
had
people
that
are
affected,
for
example,
as
far
as
not
participating
in
a
protest
but
being
a
half
a
mile
away
or
a
mile
away
and
being
on
their
back
porch
and
getting
tear
gas
on
their
porch
and
feeling
the
effects
of
of
the
chemical
munitions.
So
we
talked
to
people
from
those
perspectives.
I
don't
know
specifically
about
somebody
that
that
was
arrested.
I'm
not
sure.
Q
Madam
chair
to
the
council
member
throughout
the
the
listening
sessions
that
we
did,
we
sought
opportunities
to
connect
with
individuals
such
as
those
bob.
I
can
recall
a
couple
conversations
we
had
where
individuals
told
us
this
would
be
a
good
person
for
you
to
talk
to,
or
that
would
be
a
good
person
for
you
to
talk
to,
and
we
did
make
attempts
to
reach
out
to
those
individuals.
B
If
I
might
interject
as
being
one
of
the
people
who
last
term
was
given
updates
on
their
work
and
of
the
outreach
of
this
vendor,
we
were
being
asked.
You
know
what
other
groups
should
we
speak
with
and
oftentimes
the
feedback
that
we
provided
were
things
like
the
business
associations
on
broadway,
the
business
association
such
as
the
lake
street
council
and
other
really
local
or
even
cultural
organizations?
P
Yeah
and
councilmember
the
challenge
always
as
as
you
clearly
understand,
and
when
doing
any
kind
of
assessment
work
and
community
reach
outreach,
is
we
often
reach
through
organizations,
but
either
they
don't
represent
the
organizations
or
people
just
aren't
connected
to
the
organization,
so
the
challenge
is
always.
How
do
we
get
to
the
street
level?
And
this
is
where
recommendations
come,
why
a
police
department
can
do
more
than
we
can
do
as
a
as
a
consultant
right?
We
can.
P
The
police
department
needs
to
develop
those
individual
relationships
in
the
precincts
and
and
not
only
to
the
groups,
but
to
the
individuals
in
the
precincts,
which
is
the
real
build-up
of
that
trust.
If
that
makes
sense,
we
tried
what
we
could
we
reached
out
as
much
as
we
could,
but
ultimately
it
becomes.
The
the
department's
should
be
department's
mission
and
goal
to
do
that.
T
Yeah
I
mean,
I
think
my
intention
in
asking
the
question
of
you
know:
did
you
talk
to
people
who
were
protesters?
Did
you
talk
to
people
who
were
arrested
or
were
the
victims
of
you
know
violence
as
severe
as
what
we
saw.
You
know
penetrate
the
community
during
the
days
that
you
that
you
cut
that
this
report
covers
is,
is
the
fact
that
you
know.
While
I
can
appreciate
where
you're
coming
from
on
you
know,
perhaps
it
should
be
the
police
department
that
initiates
some
of
that
feedback.
T
I
personally
believe
I
just
I
can't
imagine
the
the
power
differential
of
sitting
across
the
table
from
the
person
who
harmed
you
or
arrested
you
and
saying
here's
where
you
went
wrong.
You
know
and
like
where
that
that
certainly
doesn't
necessitate,
or
I
I
don't
know.
I
don't
think
that
that
would
facilitate
like
honest
feedback,
and
I
certainly
don't
think
that
that's
what's
going
to
get
us
to
the
better
outcomes,
but
you
know
I
and
that's
that's
okay.
T
I
do
appreciate
the
fact
that
you
believe
that
we
should
do
far
more
community
engagement
than
what
we've
done
so
far
and
that
I
can
certainly
agree
with,
but
then
moving
to
my
next
question.
So
I
I
think
I
have
a.
I
have
a
pretty
clear
picture
of
the
amount
of
city
staff
and
some
external
community
partners
that
you
and
businesses
that
you
made
an
attempt
to
reach
out
to.
I
certainly
like
remember
again
as
from
the
perspective
of
someone
who
wasn't
in
elected
office
when
this
these
events
occurred.
T
I
found
that
some
of
the
most
thorough
and
robust
updates
from
anyone
who
served
in
official
government
capacity
frequently
didn't
come
from
city
elected
leaders.
It
came
from
state
elected
leaders
as
an
example
or
others
did
you
interview
or
talk
with.
You
know,
officials
from
other
bodies
of
government
and,
if
so,
who?
If
not,
why
not.
P
We
we
did
some
reach
out
to
outside
government
and
for
various
reasons
they
did
not
want
to
participate.
You
know
one
of
the.
I
know
one
of
the
reasons
from
from
one
person
and
I
can't
identify
who
didn't
participate,
why
they
didn't
say
they
participate,
but
but
they
perceived
it
as
as
a
really
hot
political
topic
and
just
did
not
want
to
be
involved
in
the
the
after
action
assessment.
T
T
That
is
helpful,
and
then
you
know
I
I
I
appreciate
the
update
on
how,
on
how
we
are
going
to
to
you
know,
take
the
recommendations
that
you've
given
to
us
and
that
we're
gonna
get
updates
from
city
staff.
On
this.
I
wonder,
council
vice
president
paul
masano,
director
johnstone,
if
you
could
speak
to
which
departments
are
going
to
be
involved
in
the
implementation
of
this
report,.
B
S
Thank
you,
madam
spear.
Councilmember
chuck
ty.
The
answer
is,
I
cannot
off
the
top
of
my
head.
Think
of
any
departments
that
will
not
be
involved
in
this,
and
so
we
will
be
as
the
coordinator's
office
working
with
the
office
of
emergency
management.
We
will
all
be
working
together
to
come
up
with
action,
steps.
T
I
really
appreciate
that
answer.
That's
the
one!
I
was
hoping
to
hear
that
everyone
is
going
to
be
involved
and
then
like,
if
you
could
just
appreciate
that
everyone's
going
to
be
involved,
who
is
ultimately
going
to
be
responsible
who's
going
to
hold
the
hole,
who's
going
to
be
ultimately
responsible
for
ensuring
that
these
recommendations
that
are
very
thorough
and
similar
ones
have
been
given
to
us.
You
know
six
years
ago
now
who's
going
to
be
making
sure
that
we
actually
get
this.
These
recommendations
implemented.
S
T
B
T
So
back
to
our
our
consultants
that
are
that
are
here,
you
know
I
wanted
to
dig
in
just
a
little
bit
on
the
the
listening
sessions
and
the
continuation
of
that
work,
wanting
to
see
wanting
to
make
sure
that
you
know
we'd
probably
want
to
see
a
host
of
departments
involved,
but
the
I
mean
I
I
think
I've
heard
you
repeat
this
a
few
times
that
that
we
want.
We
need
to
make
sure
that
the
minneapolis
police
department
is
involved
in
that
engagement.
P
Oh
really,
it
comes
from
the
experience
we
we've
dealt
with
for
years
and
years,
and
and
it's
it's
that
you
know
it's
the
phrase
I
think
they
call
the
the
community
is
the
police
and
the
police
are
the
community
right,
so
we're
all
in
this
together
and
and
it's
a
community
policing
concept.
That's
it's
a
it's
a
partnership
with
the
community
and
and
in
order
to
have
an
effective
partnership
with
the
community.
You
have
to
talk
to
them.
You
have
to
spend
with
time
with
them.
P
T
From
start
to
finish
on
on
small
things
and
on
on
you
know,
small
things
that
affect
people's
lives
in
big
ways,
and
then,
of
course,
you
know,
civil
rights,
race,
equity,
neighborhood,
community
relations
and
others
also
take
a
large
role
in
that
work
and
then
switching
gears
a
little
bit.
I
wanna,
I
I
think
I'm
stuck
a
little
bit
on
this
on
this
national
guard
piece.
T
T
Q
Yeah,
madam
chair
to
the
council,
member,
that's
a
good
question.
I
will
say
that
that
there
were
pieces
of
this
that
that,
unfortunately,
we
couldn't
we
couldn't
get
to,
but
from
from
an
overarching
view
of
that,
what
we
learned
is
that
request
for
the
assets
from
the
national
guard
is
is
clearly
defined
in
multiple
policies.
Q
Certainly,
the
the
the
the
method
for
which
the
guard
should
be
requested
was
not
followed,
but,
more
importantly,
the
request
was
made
and
I
think
that's
the
consternation
that
we
found
was
was
look.
Maybe
we
didn't
follow
policy,
but
we're
asking
you.
The
guard
has
some
some
very
real
concerns
and
some
requirements
before
they
put
a
soldier
into
a
civilian
environment.
Q
So
again,
I'm
going
to
use
muscle
memory.
The
policy
was
there,
but
they
just
haven't
had
to
use
it,
and
one
other
thing
I'd
like
to
add
is,
is
had
there
been
a
seat
at
the
table
for
oem
to
be
involved
in
this
oem
could
have
taken
that,
but
unfortunately
they
weren't
they
weren't
brought
into
the
fold
on
on
the
management
of
this
crisis.
T
Got
it
that's
very
helpful?
I
want
to
shift
gears
just
a
little
bit
for
a
second
and
talk
about
crowd,
control,
which
is
mentioned
pretty
frequently
in
in
different
sections
of
this
report,
and
you
know
just
talking
about
the
the
lack
of
you
know:
recent
training
on
crowd,
control
of
of
police
officers
and
then
there's
some
reference
in
there
around
arrests
and
mass
arrests
that
we
didn't
have
the
capability
to
take.
Q
First,
amendment
protection
of
the
first
amendment
rights
is
critical
and
I
think,
throughout
the
the
review
that
we
did,
we
found
indications
that
the
department
had
encountered
demonstrations
across
the
city.
The
city
of
minneapolis
has
routine
demonstrations
and
rallies
and
protests
and
they've
been
able
to
effectively
work
through
those
and,
in
fact,
some
of
the
processes
that
that
we
learned
about
through
our
review,
supported
the
protection
of
first
amendment
rights.
Q
Many
of
these
cities
had
seen
protests
and
demonstrations
routinely,
but
have
never
seen
them
had
never
seen
them
at
that
level
of
intensity,
so
it
it
caught
a
lot
of
cities,
minneapolis
included
in
a
position
where,
where
they
weren't
particularly
experienced
in
handling
that
level
of
crowd
that
level
of
intensity,
you
know
we
we
go
back
to
that
structure.
I
I
want
to
go
back
to
the
structure.
Q
Individuals
are
dedicated
to
different
pieces
of
that
response,
and
that
provides
avenues
for
more
clarity
of
direction
so
that
the
individuals
that
are
out
there
facing
the
crowds
are
getting
are
getting
structural
and
informative
briefings
that
they
understand
what's
happening
around
them.
They
understand
what
what
is
expected
of
them
and
how
they
are
to
interact
with
that
group.
Q
Certainly,
as
as
we
reviewed
this,
as
the
protest
went
on
throughout
the
week,
when
the
state
became
engaged
and
they
opened
the
the
mac,
then
there
was
formal
planning
that
occurred.
There
were
a
lot
of
people
in
that
room
that
it
was.
It
was
a
structured
environment,
it
was
organized
and-
and
they
they
determined
at
that
point-
that
they
were
going
to
seek
to
identify
individuals
that
were
were
unlawfully
protesting,
that
there
were
violations
of
law.
Q
T
Yeah,
I
mean,
and-
and
so
I
think,
the
the
piece
that
I
get
hung
up
on
right
is
is
we
saw
more
and
more
people
get
arrested
every
night
and
we
saw
more
and
more
first-hand
accounts
of
people
describing
interactions
with
whether
it
was
the
police
department
or
the
national
guard.
Frankly,
more
so
with
the
national
guard
than
with
the
police
department
seems
concerning
of
people's.
You
know.
T
First,
amendment
rights
being
violated,
people
experiencing
you
know
targeting
and
harassment
by
law
enforcement
officials,
many
of
whom
we
didn't
have
any
control
over
right,
because
they're
they're
they're
national
guard
members,
and
so
what?
What
concerns
me
when
we
start
talking
about
crowd
control
and
how
we
want
to
change
our
practices
in
the
future?
T
T
But
you
know,
I
think
this
is
helpful.
I
think
I'm
I
have
a
more
clear
understanding
of
crowd
control
and
then
I
wanted
to
just
quick
ask
about
a
section
from
the
report
about
how
the
minneapolis
police
department
and
the
minneapolis
fire
department
didn't
do
internal
after
action
reviews
on
protest
response.
I
wonder
if
you
would
know-
or
if
someone
else
on
on
this
call
would
know
or
in
this
community
meeting
would
know.
B
T
Yes,
no,
no
problem
at
all.
I
would
actually
love
to
then
ask
our
our
presenters
today.
Would
you
you
know
we're
like
a
year
and
a
half
out
from
from
when
this
happened
almost
two
years
now?
Do
you
believe,
like
is
what
would
you
recommend
an
internal
after-action
review
for
police
and
fire,
or
have
we
kind
of
as
the
time
kind
of
passed.
S
Q
I
I'm
not
sure
that
the
benefit
this
much
after
I
I
would.
I
would
certainly
hope
and
would
would
believe,
that
the
conversations
regarding
any
particular
actions
were
discussed,
albeit
they
might
have
been
discussed,
discussed
in
smaller
groups
or
or
with
with
their
immediate
supervisors.
I'm
I'm
just
not
certain
of
the
value
this.
This
long
after.
T
That's
really
helpful,
thank
you
and
then
my
final
set
of
questions
around
government
structure,
as
that
was
referenced
very
briefly
in
your
presentation
today
and
in
the
report
there's
something
around
the
confusion
of
like
internal
minneapolis
city
government.
I
wonder
if
you
could
speak
more
to
what
that's
referencing.
P
Yeah,
I
can
speak
to
it
a
little
bit
and
and
as
as
you
all
know,
it's
kind
of
an
unu.
It
was
it's
an
unusual
structure,
so
what
we
saw
is
is
the
concerns
about
the,
and
I
don't
know
if
I
get
this
right-
the
the
police
chief
reporting
to
the
mayor,
but
they
also
have
a
role
in
reporting
to
the
council
and
department
heads
report
to
the
council
and
and-
and
I
I
could
tell
you-
it
was
a
little
bit
of
a
a
little
bit
of
confusion
of
how
all
that
operated.
P
But
many
people
blame
that
say
they
didn't
know
who
was
in
charge.
If
that
makes
sense,
I
guess
that's
to
sum
it
up.
I
don't
know
if
chad
of
any
more
than
that,
but
those
were
the
kind
of
reporting
relationships
where,
where
people
said
they
think
that
delayed
some
of
the
communications
or
affected
some
of
the
communications.
Q
Madam
chair,
the
council
member,
I
would
agree.
We
learned
that
there
was.
There
was
just
some
confusing
confusion
regarding
the
who
was
who
was
supposed
to
report
to
who
and
where
information
was
supposed
to
come
from
there.
There
was
a
significant
level
of
confusion
among
individuals
that
we
interviewed.
T
T
P
Yeah
yeah,
I'm
not
sure
in
the
chain
of
command.
I
I
know
that
there
were
some
questions
when
we
talked
to
people
about
the
city,
coordinators
role
versus
different
communications
department,
mayor's
communications
people
as
to
the
communications
department.
It
was
several
things
I
could
tell
you
was.
It
was
there's
a
lot
of
confusion
when
people
were
describing
even
how
how
the
city
worked
and
and.
P
T
Right
so
you
know,
I
think,
the
the
piece
that
I'm
taking
away
from
that
is,
like
perhaps
there's
a
misunder
or
I
I
remain
very
confused
about
this.
Why
we're
talking
about
the
government
structure
when
it
comes
to
a
part
of
the
like
the
list
of
things
that
went
wrong
where
it's?
What
it
sounds
like
what
you're
saying
is.
T
P
I
I
don't
remember
any
I'm
not
sure
if
your
question
but
any
particular
consequences
of
you
know
somebody
didn't
perform
during
the
protests
and
got
moved
positions
or
changed
titles.
I
I
know
several
people
left
the
department,
but
I
don't
know
chad.
I
don't
know.
Do
you
remember
any
specifics
regarding
if
I
take
your
question
correctly.
E
T
I
I
apologize.
I
I
don't.
I
I
think
I'm
talking
more
about
like
if
officers
are
telling
us
that
you
know
it
was
leadership
that
it
was
their
leadership
that
didn't
that
that
didn't
communicate
with
them
and
that
that
resulted
in
them
being
put
in
unnecessary
harm.
If
it's
city
staff
telling
us
that
they
didn't
hear
anything
from
the
city
and
everything
they
saw
was
like,
like
press
conferences,
that
didn't
actually
give
them
information.
T
If
you
know
people
in
the
community
are
telling
us
they
didn't
hear
so
like
it
sounds
like
this
entire
report
kind
of
goes
back
to
this.
This
looming
problem
of
like
a
a
group
of
people
that
we
are
describing
as
leadership
right,
which
includes
many
individuals,
but
that
it
was
a
failure
on
their
part,
and
I
wonder
like,
are
there
any
consequences
of
that
failure,
both
in
how
staff
perceive
their
relationship
to
leadership
and
then
and
then,
like
actual
consequences
for
those
who
were
a
part
of
that
that
leadership
right.
P
I'm
not
sure
I
I'm
not
sure
how
to
address
that.
You
know,
I
think
the
consequences
and
when
you
talk
about
the
lack
of
planning,
lack
of
coordinated
communication
when
there's
not
coordinated
communication,
people
start
sharing
information
that
may
or
may
not
be
accurate
and
and
so
they
fill
in
the
blanks
and
and
they
trying
to
determine.
Well
this.
T
B
G
Obviously,
this
is
very
clear
that
city
of
minneapolis
failed
all
their
citizens,
especially
minority
communities
in
those
small
areas
that
received
the
most
burning
and
and
everything
that
happened
in
that
area.
During
your
time,
have
you
looked
into
the
outside
influences
the
outside
groups
that
were
coming
in
to
burn
our
city
and
there?
Obviously
we
had
a
president
in
the
office
that
was
feeling
everything
that
was
happening
and
there
was
a
white
supremist
that
was
threatening
some
community
members
in
the
area.
G
P
That's
a
good
question
and
it
reminds
me
of
the
question
about
crowd,
control
and
crowd,
control
tactics
and
chad.
You
can
talk
about
like
some
of
the
some
of
the
best
practices
identifying
the
people
that
are
agitators
and
trying
to
address
them,
because
what
the
agitators
do
and
try
to
get
the
rest
of
the
group
fired
up
or
or
or
they'll
they'll
get
a
police
officer
to
respond
and
then
we'll
have
behind
a
protester
who's,
a
peaceful
protester,
and
things
happen
after
that
sort
of
some
things
like
that.
P
Q
Yeah,
madam
chair,
the
council,
member,
that
that's
good
information
that
bob's
sharing
and
we
did-
we
did
receive
information
from
some
community
members
that
were
in
that
were
in
communication
with
the
police
department
and
identified.
Look
we've
been
out
here
throughout
the
afternoon.
There
are
some
people
here,
we're
not
familiar
with
this.
G
Thank
you,
and
just
the
last
question.
You
mentioned
the
failure
of
connecting
mutual
partners,
mutual
mutual
agencies
to
help
out
everything
that
was
happening
in
the
community
and,
of
course,
some
part
of
the
city,
especially
in
my
community,
felt
like
you
know,
they
were
like
it's
either
downtown
or
somewhere
else.
G
How
much
have
you
heard
about
city
prioritizing
places
like
like
downtown,
uptown
and
kind
of
abandoning
some
part
that
felt
like
they
were
left
abandoned
and
also
how
much
did
the
national
guard
connect
to
the
city
and
the
role
they
play
where
to
station
themselves
to
keep
the
peace?
Had
they
done
that
their
own?
Was
it
direction
from
the
city
and
they?
How
close
have
they
worked
with
the
city.
P
Yeah
thanks
and
I'll,
let
chad
answer
the
second
part
kind
of
the
operation
on
the
national
guard.
But
but
let
me
talk
about
that
that
feeling
of
abandonment-
I
I
we
didn't
hear
as
much
about
particular
neighborhoods,
but
I
can
tell
you
community
members
feelings
about
their
their
perception.
Was
we
protected
the
precinct
station,
but
we
didn't
protect
all
the
small
businesses
in
the
neighborhoods,
and
that
was
a
clear
concern
and
I
think
that
was
a
sure
genesis.
I
think
of
the
of
the
feelings
of
abandon.
P
P
Q
Sure
sure
correct,
madam
chair
to
the
council
member
bob's
accurate.
The
guard
works
with
they
support
the
agency,
so
the
national
guard
was
at
the
mac
and
was
working
with
law
enforcement
leaders
there
and,
and
their
tasking
was
the
task
that
they
were.
They
were
asked
to
do
where
they
were
to
go,
who
they
were
to
be
accountable
to
what
they
were
supposed
to
do.
That
was
all
coordinated
through
an
operations
plan,
if
you
will
from
from
the
respective
police
agencies.
K
Yeah
we
we
should
not
only
do
that.
I
see
that
the
vice
chair
just
came
back
in.
We
had
an
enterprise
wide.
There
were
three
or
four
meetings:
they
all
crashed
and
went
down.
So
as
teams
was
reloading
and
we're
all
getting
back
in,
I
would
suggest
that
might
be
a
sign.
Madam
vice
president,
that
the
system
is
telling
us,
I
don't
know
how
much
longer
it
will.
Last
so
word
to
the
wise.
B
All
right
well,
clerk
blanford
can
we
can
go
ahead
and
continue
when
we
see
people
in
it.
For
example,
I
see
both
of
our
presenters
in
queue
and
I
also
see
a
couple
people
who
are
in
the
queue
that
might
have
some
additional
questions
or
inquiries
to
our
presenters,
who
I
believe
we
only
have
for
the
remainder
of
today.
So
I'd
like
to
get
in
as
much
in
as
possible.
So
can
we
just
continue
the
meeting
kind
of
ad
hoc
here?
B
C
H
Thank
you,
madam
chair.
I
I
had
just
one
question
I
wanted
to
ask,
but-
and
I
will
try
to
keep
it
brief-
don't
want
to
get
too
into
story
time
here,
but
I
did
feel
like
it
was
important
to
contextualize
my
question
just
a
little
bit.
You
know
when
the
protest-
and
I
guess
I'll
just
double
check
because
of
all
the
issues.
H
Can
everybody
see
me
and
hear
me,
okay,
cool,
when
I,
when
the
protests
started
to
unfold,
I
know
that
I
got
a
lot
of
communication
from
people
on
the
ground
who
were
requesting
that
I
come
there.
I
know
that
I
know
a
lot
of
council
members
got
that
I
was.
I
was
there
in
the
intersection.
You
know
the
night,
the
protests
sort
of
started,
and
I
remember
when
I
first
arrived,
that
there
being,
I
don't
know
less
people
than
I
anticipated.
H
But
the
first
thing
when
I
got
out
of
my
car
that
I
encountered
was
several
flash:
bang
grenades
going
on
going
off
over
overhead
and
that
continued
through
the
night
by
the
time
I
was
there
for
a
few
hours,
the
crowd
had
grown.
You
know
incredibly
large
and,
and
then
you
know,
we
kind
of
know
the
rest
of
the
story
from
there.
I
guess
the
question
that
I
have
is
how
much
of
our
problem
was
about.
H
People
were
there
to
protest.
Mpd,
I
know
we're.
I
know
you
know
specifically,
we
can
sort
of
point
to
the
actions
of
derrick
chauvin,
but
I
think
that
your
average
person
was
there
to
protest
the
entire
system
of
policing
to
to
protest
the
department
that
they
felt
like
was
not
accountable
and
so
you've
got
a
department.
That
is
the
source
of
the
protest.
H
That
is
also
the
department
that
is
charged
with
responding
to
the
protest,
and
I'm
wondering
just
because
I
and
I
haven't
been
able
to
look
through
all
25
of
the
first
25
pieces
of
information
here
that
you
give
us
in
the
report.
How
much
of
that
was
a
factor.
I
know
we've
talked
a
lot
about
how
generally
there
were
breakdowns
in
how
mpd
was
responding
to
protests,
but
I
think
that
it's
it's
an
important
dynamic.
P
The
nature
of
the
protest
was
different,
as
you,
you
probably
know,
during
the
day
than
it
did,
is
later
on
more
people
came,
there
seemed
to
be
different
people
that
were
there
in
the
evening
than
there
were
during
the
daytime,
which
would
seem
to
exasperate
or
make
make
a
little
more
troubling
some
of
the
some
of
the
violence
that
occurred.
I'm
not
saying
it
was
the
people,
I'm
just
saying
just
the
nature
of
looking
at
the
crowd.
P
You
can
see
some
differences,
but
chad,
I
don't
know
we
particularly
looked
at
because
I
think
that's
a
good
question
because
we
dealt
with
this
other
protest
after
action
following
the
george
george
floyd's
murder.
In
a
couple
other
cities,
where
was
the
it
was
the
police
department
that
was
under
criticism,
and
it
was
the
police
department
that
needed
to
be
also
be
out
there
on
the
front
lines
protecting
against
criticism
of
the
police
department
and,
and
so
that
dynamic
you
point
out,
I
don't
know
if
we
look
deeply
into
kind
of
how
that
changes.
Q
Well,
thanks
bob,
madam
chair
of
the
council
member,
a
good
question
bob
is,
is
very
accurate
and
the
other
assessments
that
we
conducted
nationwide
were
very
similar.
The
agency
that
was
in
question
was
the
agency
that
was
front
and
center
dealing
with
the
crowds.
I
think
what
we
found
in
some
some
variants
is.
They
were
given
specific
instruction
on
how
they
were
to
interact
with
that
crowd.
In
some
of
these
instances.
Q
I
think
that's
one
variable.
You
know
when
we
look
at
look
at
the
overall
response.
I
think
the
other
thing
that
we
can
tell
you
is
that
in
in
the
community
outreach
that
we
did,
we
learned
from
community
members.
They
wanted
the
police
department
there.
They
still
wanted
to
know
that
they
were
safe
and
that
they
had
some
direction
so
certainly
there
there
is
a
difference
of
opinion,
but
we
heard
from
people
some
some
that
were
critical
of
the
department,
but
at
the
same
time
wanted
the
department
to
keep
them
safe.
H
H
I
saw
some
of
those
dynamics
playing
out
within
the
first
couple
of
hours
of
the
protest
at
the
third
precinct,
and
it
was
it
was
from
my
perspective
and
it's
one.
You
know
one
perspective,
one
anecdote
it
didn't
so
much
look
like
the
crowd's
response
was
that
different
early
on,
but
the
police
response
was
much
different.
To
what
extent
did
you
all
feel,
like
the
actions
of
mpd
invited
the
kind
of
really
volatile
response
that
that
ended
up
occurring,
especially
as
we
got
later
into
day
two
and
day
three
of
of
the.
Q
Protests
bob
you
want
me
to
take
that
yeah
go
ahead,
chat,
madam
chair
of
the
council
member.
I
know
it
in
one
of
the
bodyboard
camera
videos
that
we
observed
it
would
have
been
early
would
have
been
early
on
on
the
on
the
first
day
of
protests,
and
we
observed
officers
that
had
arrived
to
a
routine
call
for
service
and
were
quickly
surrounded
by
by
a
crowd
of
individuals
and
what
we,
what
we
witnessed
in
this
particular
incident
was
restraint.
Q
Additional
officers
were
called
to
come
in
and
help
to
essentially
extract
those
officers
out
of
that
scene.
They
were
clearly
surrounded.
There
were
a
lot
of
people
there.
They
were
covering
the
windows
of
of
the
patrol
vehicles
so
that
they
couldn't
leave,
and
the
officers
in
this
instance
again
showed
in
in
our
opinion,
in
that
situation
showed
restraint.
They
didn't
act
out
against
the
crowd.
Q
Q
What
are
the
rules
of
engagement?
When
are
you
supposed
to
use
flash
bangs
and
why
that
information
was
we
found
through
through
our
assessment
that
that
the
information
to
the
front
line
staff
was
was
not
as
readily
available
and
wasn't
as
efficiently
and
effectively
relayed,
as
we
would
hope
that
that
command
structure
would
provide
for
in?
And
it's
it's
our
thought
that
that
some
of
the
actions
that
occurred
where,
as
a
result
of
that,
that
lack
of
clarity
on
what
the
expectations
were
and
what
the
rules
of
engagement
were.
H
Thank
you.
I
really
appreciate
all
the
work
that
you
guys
have
done.
You
know
I
I
do
remain
convinced
that
that
that,
when
you've
got
the
agency
in
question,
also
being
the
responding
agency
that
that
probably
creates
some
kind
of
dynamic
that
wouldn't
otherwise
exist.
I
know
that
that's,
you
know
basically
exists
at
the
gut
level
for
me
and
that
we
weren't
able
to
to
just
sort
of
vet
that
question,
but
the
work
that
you
guys
have
provided
is
is
incredibly
professional.
H
B
Thank
you.
My
screen
looks
frozen.
Oh
there
we
go
council.
Member
vita
had
to
leave
to
another
meeting,
as
has
council
president
jenkins.
At
this
point,
I
know
that
council
member
vita
had
wanted
to
mention
that
she
has
been
in
discussions
with
the
mayor's
office
on
how
future
police
policy
recommendations
might
have
transparency
and
more
public
input
in
them
through
her
committee,
I'm
going
to
end
with
council
member
chavez
and
give
him
the
last
word
here:
go
ahead.
R
P
Yeah,
I
don't
think
I
have
the
demographics,
but
let
me
the
process
we
did.
We
tried
to
do
an
afternoon
session
and
an
evening
session
to
accommodate
people.
We
did
two
sessions
and-
and
I
understand
we
can't
reach
everybody-
we
we
did
the
best
efforts
from
our
perspective
that
we
thought
we
could
do
to
get
it
through
as
many
avenues
as
possible
to
reach
out
to
people
and
and
and
that's
the
response
we
got.
P
R
You
I
think
for
me
moving
forward
if
there's
things
that
I
can
do
as
we
figure
out
the
next
steps,
because
that's
the
thing
that's
more
important
to
me
now
is
moving
forward
if
my
office
can
help
in
any
way.
I
am
more
than
happy
to
help,
since
this
happened
primarily
a
lot
in
the
ninth
ward.
I
want
to
make
sure
that
my
office
can
help
engage
our
community
members
that
are
impacted.
Then.
R
R
I
know
that
there's
frequent
references
to
quote-unquote
violent
protesters
on
this
report,
but
from
my
understanding
I
heard
that
there
was
like
89
community
members
that
were
sent
to
the
hospital
with
serious
injuries
and
all
that
45
patients
indicated
injuries
from
projectiles,
32
people,
injuries
from
chemical
irritants,
41
injuries
from
over
bullets.
Seven
injuries
from
tear
gas
canisters,
two
injuries
from
bean
bags,
seven
injuries
from
unknown
projectiles,
10
patients
sustained
eye
trauma
from
projectiles.
Seven
patients
underwent
surgery
from
their
injuries
and
16
patients
had
received
traumatic
brain
injuries.
P
You
know
you
know
we
did
have
ref
reference
to
both
the
can.
You
hear
me
still:
okay,
kind
of
freezing,
yeah.
Okay,
we
did
have
some
discussion
about
about
the
both
physical
and
mental
or
psychological
impact
on
people.
There
was,
I
think,
the
data
we
we
had
cited
in
here
was.
I
want
to
believe
it
was
johns
hopkins,
as
we
had
a
citation
of
some
of
the
injuries
that
we
heard
about
during
the
incident
during
the
incident.
B
B
This
has
been
a
long
meeting
and
I
appreciate
everybody
sticking
with
it
to
the
extent
that
we've
all
been
able
to
even
when
getting
knocked
offline
here
I
am
told
that
the
clerks
have
uploaded
both
the
report
and
this
presentation
in
limbs
so
both
are
now
accessible
to
the
public.
That's
lim's
file,
2022-00255.