►
From YouTube: November 1, 2022 Committee of the Whole
Description
Additional information at:
https://lims.minneapolismn.gov
A
College
building
good
afternoon
everybody
good
afternoon,
my
name
is
Lanae
palmisano
and
I'm.
The
chair
of
the
committee
of
the
whole
I'm
going
to
call
to
order
our
regular
committee
meeting
here
for
Tuesday
November
1st
at
this
time,
I'll
ask
the
clerk
to
call
the
roll
and
verify
the
presence
of
a
quorum.
D
B
B
A
Present,
let
the
record
reflect
that
we
have
a
quorum.
We
have
two
items
on
the
published
agenda
today,
in
addition
to
our
reports
that
Committees
of
committees
that
have
met
this
cycle.
Our
first
item
is
from
our
race
inequity
subcommittee.
So
I
will
turn
the
meeting
over
I'm
going
to
give
you
a
minute
to
the
subcommittee's
chair.
President
Jing
is
I'm
going
to
turn
that
over
to
for
a
moment
here,
the
subcommittee's
vice
chair,
Jason
Chavez,
for
this
portion
of
the
meeting.
Thank.
E
F
G
Hi,
all
my
name
is
Diana
Anderson,
my
pronouns.
Are
they
them
and
I
am
a
co-chair
of
the
transgender
Equity
Council
and
have
been
serving
since
December
of
last
year.
I'm
really
excited
to
be
speaking
to
you
today.
My
co-chair
Olivia,
unfortunately
couldn't
make
it
so
it'll
just
be
me:
I'll
try
to
make
it
not
as
boring
for
y'all
as
I'm
reading.
G
So
thank
you
for
having
us
today.
We
want
to
highlight
the
work
that
the
tecs
accomplished
over
the
last
year
and
the
work
that
remains
to
be
done
and
what
requires
Council
action.
These
recommendations
were
built
by
Tec
members
based
on
our
community
engagement
processes
over
the
past
five
years,
and
most
many
of
these
recommendations
reiterate
asks
that
we've
already
made
our
recommendations
fall
under
four
categories:
City
support
for
the
work,
resources,
restrooms
and
training.
G
Our
goal
is
to
provide
an
extensive
list
of
recommendations
so
that
you
can
take
action
on
whichever
or
most
possible
for
you
and
to
provide
recommendations
that
span
the
gamut
of
budget
asks
policy,
development
and
staff
action
to
ensure
that
multiple
can
be
acted
on
at
once.
We
will
emphasize
that
this
is
the
first
section
on
City
support,
for
our
work
is
the
highest
priority,
because
without
it
it
would
be
much
harder
to
implement
any
other
recommendations
this
year.
G
For
the
first
time
since
the
trans
Equity
work
formally
began
at
the
city
at
at
the
city.
Nine
years
ago,
we
received
a
proposed
budget
funding
increase
beyond
our
usual
fifteen
thousand.
Furthermore,
we
put
on
a
very
successful
Ninth,
Annual
trans
Equity
Summit,
reaching
350
people
and
offering
full
hybrid
programming
for
the
first
time
ever.
Lastly,
we
have
begun
to
partner
been
able
to
partner
with
HR
in
the
initial
phases
of
implementing
the
trans,
Equity
components
of
their
Dei
strategic
plan.
G
In
order
to
see
the
community
needs
met,
we
know
that
the
work
needs
for
further
support
from
the
city
beyond
what
is
already
proposed
in
the
increase.
We
have
worked
with
the
reib
Department
leadership
and
confirmed
their
support
for,
and
interest
in,
these
proposed
increases.
While
you
didn't
hear
these
particular
asks
in
their
budget
presentation,
because
their
presentation
only
spoke
to
the
mayor's
proposed
budget,
they
agree
with
these
identified
needs.
G
We
recommend
the
following:
we
have
been
asking
for
Trans
Equity
Staffing
beyond
the
current
level,
since
the
fall
of
2019
and
the
transition
of
the
division
of
race
and
Equity
to
a
department
of
racial,
racial
Equity
inclusion
and
belonging.
It's
the
perfect
time
for
this
change
to
occur.
We
recommend
that
the
addition
of
two
full-time
employees
costing
279
000
total,
including
Fringe,
to
grow
the
city's
capacity
for
lgbtq
plus
Equity
work.
G
G
We
request
an
additional
seventy
thousand
to
bring
the
new
divisions
budget
to
a
total
of
a
hundred
thousand
dollars.
In
addition,
we
recommend
additional
support
for
the
city's
appointed
boards
and
commissions
to
improve
Effectiveness.
The
city
is
currently
beginning
a
thorough
review
of
its
appointed
board
and
commission
structures,
and
we
recommend
developing
a
Compensation
Plan
for
ABC
board
members
as
part
of
that
review
and
request
funding
in
the
2024
budget
to
implement
that
plan
in
accordance
with
state
level
practices,
as
laid
out
in
Minnesota
statute
15059
and
Ramsey
County's
Community
engagement
guide.
G
We
recommend
compensating
ABC
members
at
a
rate
of
at
least
55
dollars
per
attended
meeting
day.
That
works
out
to
approximately
an
eight
hour
minimum
wage
day
if
necessary,
this
could
be
applied
based
on
income
levels,
as
done
in
Oregon
state
laws
to
make
the
overall
proposal
more
affordable.
We
also
recommend
that
the
city
restructure
and
simplify
invoicing
methods
to
ensure
that
all
ABC
members
are
compensated
as
outlined.
G
Statistics
show
that
trans
minnesotans
are
significantly
more
likely
than
their
cisgender
counterparts
to
have
experienced
homelessness
or
unstable
housing,
housing,
discrimination,
threatened
or
actual
violence,
barriers
to
accessing
health
care
and
disparate
Health
outcomes.
Furthermore,
all
of
these
experiences
make
residents
more
vulnerable,
putting
them
at
further
risk
for
other
types
of
exploitation.
G
G
These
materials
should
be
provided
in
the
city's
main
languages,
plus
those
that
are
increasing
in
commonality
within
the
city.
The
these
materials
should
be
supplemented
by
additional
Outreach
and
education
by
the
Civil
Rights
and
Regulatory
regulatory
Services
departments
to
vulnerable
renters
within
Minneapolis.
G
The
city
should
develop
an
encampment
response
policy
that
prioritizes
safety,
dignity
and
access
to
services
and
possessions
for
those
living
in
the
egg
cabinets.
Specifically,
we
ask
that
the
city
council
override
to
the
mayor's
veto
from
last
week
on
encampment
response
related
staff
directions.
It
is
essential
that
the
city
pursue
this
research
and
that
the
research
be
done
by
the
Department's
best
equipped
to
do
so
as
opportunities
come
along
to
do
so.
The
city
should
support
Community
leadership
in
developing,
affordable,
trans-specific
housing
opportunities.
G
In
order
to
see
our
community
needs
met
in
terms
of
safety
and
health,
we
recommend
that
the
city
Implement
a
municipal
ID
program,
as
we
noted
our
support
for
in
a
previous
letter
to
the
council.
We
also
recommend
that
the
city
work
to
implement
other
components
of
mirac's
immigrant
power
now
platform.
All
of
these
actions
would
make
our
entire
community,
and
especially
trans
immigrants
safer.
G
The
city
should
provide
legal
protections
via
executive
order
and
eventually
via
ordinance
as
well,
for
Youth
and
families
seeking
gender
affirming
health
care
and
poor
for
providers
for
that
Health
Care.
In
addition
to
Legal
protections,
we
have
heard
many
community
members
voice
the
need
for
additional
care
resources
and
easier
Pathways
to
access
those
resources.
G
We
recommend
that
the
city
also
provide
funding
equivalent
to
one
FTE,
either
64
000,
if
hosted
at
an
external
organization
or
127
000,
if
hosted
internally,
for
a
community
organization
to
develop
the
directory
of
gender,
affirming
care
resources
available
locally,
as
well
as
funding
for
an
FTE
to
provide
gender
affirming
Pediatric
Health
Care
at
a
local
Clinic.
That
would
like
to
expand
the
city
support
of
the
office
of
neighborhood
safety
to
keep
their
work,
focused
on
public
health
approach
to
violence
prevention
and
an
increase.
G
G
G
and
we're
really
excited
to
see
the
reproductive
access
Fund
in
the
proposed
2023
budget.
We
specifically
recommend
that
the
implementation
of
this
contain
language
that
is
included
to
ensure
that
the
organization
selected
to
receive
funding
are
able
to
provide
gender,
affirming
and
inclusive
care
to
all
people
seeking
reproductive
health
care
that
makes
their
services
easily
accessible
for
all
community
members
and
are
not
Crisis
crisis
pregnancy
centers.
G
We
also
have
a
few
recommendations
that
fall
under
resource
provision,
but
are
not
explicitly
within
either
of
these
categories.
Specifically,
we
recommend
City
support
for
continued
development
and
funding
once
appropriate
of
the
gender
Equity
terms
and
conditions
in
the
social
services
project.
City
staff
and
external
Partners
have
been
working
to
develop
a
strategy
by
which
we
can
eliminate
perceived
or
actual
barriers
to
service
provision
for
Trans
residents,
specifically
targeting
City
fund
and
Social
Services.
G
City
support
for
the
creation
of
a
community
developed,
bypoc
and
trans-led
lgbtq,
plus
Community
Center.
The
city
can
do
this
by
making
a
city-owned
property
available
for
free
or
affordable
co-ownership
for
lgbtq
plus
serving
organizations
working
on
creating
that
space
and
making
funding
available
for
Staffing
to
support
this
work,
and
next
restrooms
often
our
needs
as
trans
individuals
and
lgbtq
individuals
are
reduced
to
restrooms
and
pronouns,
and
while
both
are
essential
for
safety
and
health,
we
have
intentionally
prioritized
some
other
recommendations.
First,
in
order
to
shift
that
conversation.
G
Nonetheless,
there
are
still
some
concerns
with
restrooms.
This
year,
we've
worked
on
implementing
the
single
stall,
gender-neutral,
restroom
incentive
project,
which
was
funded
through
the
American
Rescue
plan
act.
We
are
in
the
process
of
doing
multilingual,
Outreach
around
that
and
potential
future
multi-stall
gender
neutral
restroom
projects
in
businesses
around
the
city.
G
But
that
depends
on
how
many
residents
use
the
buildings
in
a
day,
and
that
requires
a
data
request.
So
we
haven't
got
that
information
back
yet,
but
track
will
send
that
along
when
we
have
it
and
then
finally,
with
training
we're
just
about
wrapping
up.
We've
been
proud
to
work
with
HR
and
Minneapolis
employment
and
training
this
year
to
get
gender
inclusivity,
101
training
rolled
out
to
Four
City
departments,
as
well
as
to
our
Minneapolis
employment
and
training,
Workforce
Development
providers,
and
to
contract
managers
working
with
shelter
and
social
service
contracts.
G
H
I
I
It's
something
that
had
been
happening
in
terms
of
discussions
in
my
ward
for
many
many
years
I'm
just
wondering
we
were
never
able
to
find
an
organization
to
kind
of
Be
the
Anchor
tenant
and,
unfortunately,
we've
seen
these
kinds
of
buildings
succeed
initially
and
then
completely
go
bust,
like
the
green
Institute,
which
I
helped
get
going,
the
women's
Foundation,
the
women's
Minnesota
women's
center.
So
is
there
an
organization
working
on
this,
or
is
this
just
continuing
to
be
kind
of
a
fun
idea
and
dream?
G
Yeah
we,
it
came
up
in
our
policy
subcommittee
recommendations
because
lots
of
lgbtq
minnesotans
don't
have
a
space
where
they
can
go
you're
either
going
to
like
a
bar
or
someplace,
where
you
have
to
spend
money
or
like
the
public
library,
where
it's
not
as
comfortable,
and
so
that
was
what
the
need
we
saw
was
we
don't
have
a
specific
organization
yet
yeah
track.
Us
yeah.
F
Terry
Jenkins
councilmember
Goodman
committee
members.
Actually,
since
that
policy
conversation
I've
been
in
conversation
with
our
space,
which
is
bypoc
and
trans-led
Community
org,
that
is
working
on
creating
an
lgbtq
plus
Community
Center.
So
some
of
the
language
in
that
recommendation
came
out
of
a
follow-up
I
had
with
them
after
that
meeting
and
they
are
interested
in
working
with
the
city
to
find
a
building
and
funding
to
make
that
happen.
But
they
have
been
working
on
that
for
the
past.
Since
pre-pandemic
I
forget
exactly
when.
I
What
about
like
quadrifoil
and
all
of
the
other
organizations
that
could
potentially
co-locate
in
a
building
like
this
I
think
that
had
been
the
vision
we
had
also
talked
to
Claire
housing
about
doing
an
affordable
housing
project
with
a
community
center
on
the
first
floor,
is
this
particular
because
I
mean
when
you
say
well,
we
want
to
have
somewhere
where
no
one
can
spend
any
money.
Then
there
isn't
any
way
to
operate
it.
F
Totally
and
I
can
definitely
follow
up
with
our
space
more
to
get
more
information.
I
don't
want
to
speak
for
them,
but
from
the
conversation
I
had
they
are
very
interested
in
co-locating,
a
bunch
of
the
organizations,
as
you
named
so
many
of
the
lgbtq
serving
organizations
in
the
cities
don't
own
their
buildings.
They
rent
and
some
have
gotten
priced
out
or
closed
as
a
result
of
that.
F
So
there's
an
intention
around
having
a
building
that
is
owned
and
multiple
organizations
can
co-locate
in
it
to,
as
you
said,
prevent
things
from
shutting
down
and
actually
provide
some
of
that
sustainability
and
then
they
would
operate
as
a
non-profit.
I
think
is
the
intention
right
now
and
if
others
know
otherwise,
please
correct
me
if
I'm
wrong
and
would
Source
funding
that
way,
as
opposed
to
like
a
for-profit
bar
business
like
Diana
was
talking
about.
Is
there
anything
you
want
to
add
to
that
question.
I
H
H
You
know
we
have
been
talking
to
multiple
organizations
about
co-locating
in
a
space
we
have
an
identified
a
space
yet
and
certainly
I.
Think
a
part
of
the
model
would
be
like
a
coffee
shop,
a
cafe,
something
that
would
generate
some
income,
probably
not
enough
to
support
an
entire
building,
but
if
we
had
multiple
partners,
that
would
certainly
be
a
part
of
the
the
financial
mix,
as
well
as
seeking
philanthropic
support,
in
addition
to
some
City
support.
So
it's
it's
a
long-term
conversation,
but
it
is
underway
and
appreciates
your
willingness
to
participate.
J
J
To
your
recommendations,
you
know
housing
Healthcare,
Public
Safety.
These
are
all
Equity
issues
that
disproportionately
impact
our
transgender
and
queer
residents
and
I
also
want
to
know
disproportionately
impact
queer
residents
of
color
and
and
young
queer
folks
of
color.
So
these
policies
not
only
protect
you,
know,
trans
and
queer
residents,
but
they
help
protect.
All
of
us.
I
did
have
a
follow-up
question
around
the
training
components.
You
mentioned,
that
there's
four
departments,
but
the
recommendation
is
to,
of
course,
get
more
funding
to
get
to
all
of
the
the
Departments.
F
Chair
Jenkins,
councilmember,
wansley
and
committee
members,
thanks
so
much
I'm
gonna
have
to
double
check
on
the
list
of
the
Departments
that
have
gone
through
it.
I
know
there
are
a
couple
more
in
conversation
and
planning
for
it.
In
addition
to
those
four
but
I'm,
gonna
I'm,
gonna,
double
check
and
I
can
get
back
to
you
all
on
that
and
it's
been
operating
through
HR,
Learning
and
Development.
So
far
and
I'll
be
totally
honest.
F
A
L
L
Let
me
give
you
a
quick
overview
of
how
we're
going
to
proceed
today
and
then
and
we'll
get
into
the
substance,
as
in
the
past.
I'll
take
a
moment
here
to
talk
about
this
Enterprise
level,
effort
that
we've
been
calling
the
NIMS
reset
Nims
is
National
Incident,
Management
System,
and
we
are
in
the
process
of
resetting
our
sort
of
investment
in
that
system.
L
As
a
result
of
the
finding
of
this
report,
we
will
then
turn
it
over
to
my
colleagues
in
MPD,
MFD
and
Communications
to
talk
specifically
about
projects
that
are
assigned
to
those
folks.
So
that's
how
we'll
be
proceeding
here
this
morning
or
this
afternoon,
foreign?
Here's
where
we've
been,
we
received
the
report
back
in
March.
This,
as
I
noted,
is
our
third
update
to
you
on
progress.
L
As
I
noted,
we've
really
broken
this
work
down
into
two
main
baskets.
If
you
will
one
is
that
Nims
reset?
What
can
we
do
as
an
Enterprise
to
respond
to
the
findings
that
perhaps
the
greater
weight
of
the
report
itself
had
to
do
with
how
we
were
using
the
national
Incident
Management
System,
how
we
were
using
the
incident
command
system,
which
is
part
of
that?
So
that's
a
big
chunk
of
the
work
that
we're
doing
at
the
Enterprise
level
we're
doing
that
through
the
Emergency
Management
advisory
committee.
L
Although
a
lot
of
the
actual
work
has
been
shifted
now
under
Dr
Alexander's
Direction
into
the
office
of
community
safety,
since
a
good
deal
of
the
folks
that
are
responding
to
this
specific
after
Action
Report
are
within
that
office.
But
it
does
remind
us
that
Emergency
Management
is
a
is
a
shared
function
with
across
the
city,
and
it
involves
health
and
public
works
and
cped,
and
many
many
other
people
that
come
together
to
provide
dysfunction
at
an
Enterprise
level.
L
L
Here's
a
quick
score
card,
so
this
is
where
we're
at
right
now
the
ones
that
are
crossed
off
are
done.
The
ones
aren't
gray
are
those
which
are
deferred
as
part
of
that
Nims
reset.
So
that's
something
that's
going
to
happen
over
the
course
of
the
next
18
months
or
so,
as
we
do
the
training
testing
exercising
associated
with
that.
So
some
of
those
are
going
to
be
around
for
a
while,
but
they're
built
into
that
plan.
There
are
a
few
that
we
know
are
coming
up.
L
There
are
two
right
at
the
end
of
the
list
there
that
I'm,
confident
that
OEM
will
deliver
in
q1
of
next
year,
so
we'll
have
a
couple
more
to
knock
off
the
list
there.
So,
as
you
can
see
we're
making
good
progress
on
responding
to
these-
and
we
will
be
doing
as
part
of
the
year-end
closeout
here-
a
written
report
out
on
this,
so
that
you
can
see
some
of
the
detail
associated
with
this
above
and
beyond
the
the
verbal
responses
and
verbal
updates
that
you've
been
getting
to
date.
L
So
let
me
just
pivot,
then,
to
the
NIMS
reset.
You
have
seen
this
slide,
probably
probably
too
many
times
now,
but
this
really
is
the
grounding
element
that
we're
working
on
here
on
the
left
side.
Sorry,
the
right
side
of
the
slide
you'll
see
the
four
main
elements
that
were
really
brought
into
Focus
through
the
after
action
report
findings.
That
is
how
do
we
organize
ourselves
at
the
incident
command
level?
That's
that
tactical
response.
How
do
we
organize
ourselves
at
the
city's
EOC,
the
Emergency
Operations
Center?
L
That's
that
Enterprise
level
support
The,
Joint
Information
Center.
How
do
we
work
with
it?
That's
under
the
leadership
of
City
Communications,
and
how
do
we
work
with
those
multi-agency
coordination
groups,
specifically
the
Mayor's
Mac
Group,
which
is
the
mayor's
emergency
cabinet,
and
then
the
policy
group
that
is
now
going
to
be
working
through
and
with
the
council.
L
So
these
are
the
components
that
we're
really
working
on
we're
going
to
isolate
each
one
of
them
as
far
as
as
making
sure
that
people
are
trained
to
implement
these
things
and
then
we're
going
to
look
at
how
each
of
these
components
interface
with
each
other
and
again
this
isn't.
This
is
what
we've
been
doing.
L
L
The
four
objectives
here,
just
given
the
four
components,
are
probably
not
surprising
and
again.
This
is
just
by
way
of
reminder.
We
want
to
make
sure
the
incident
command
system
is
used.
It's
used
as
designed.
We
want
to
make
sure
that
the
Emergency
Operations
Center
again
is
used
and
and
functions
as
designed,
as
well
as
the
Mac
group
and
the
joint
information
center.
So
again,
not
anything
new
here.
L
The
overall
timeline
here
is
we're
going
to
talk
about
how
this
is
going
to
be
adjusted
but,
as
originally
proposed,
we
were
going
to
get
this
done
by
early
2024.
The
mayor
has
agreed
to
move
this
back.
We've
got
some
scheduling
issues
with
respect
to
the
folks
who
need
to
get
this
work
done.
We
want
to
be
sensitive
to
that.
We
will
get
this
done
in
2024,
but
this
gives
you
a
sense
of
the
multiple
moving
parts
that
are
going
into
this
project
on
the
top
Green
Line.
L
We
have
to
make
sure
that
the
whole
city
is
re-familiarized
the
instance
command
system
at
the
level
that's
appropriate
for
them.
Some
of
those
folks
are
going
through
online
training.
Other
people
are
taking
in-person
training
as
it
becomes
available.
This
is
something
that
we
have
to
be
committed
to
on
an
ongoing
basis,
as
staff
are
onboarded
as
people
get
promoted
or
change
jobs.
This
is
something
that
we
are
of
course
now
paying
well.
I
have
been
paying
ongoing
attention
to.
L
The
one
I
want
to
call
your
attention
to
specifically
here
is
the
middle
line,
and
that
really
lays
out
the
sort
of
building
block
pattern
associated
with
how
we're
doing
the
training
and
exercise
and
that's
not
going
to
come
together
exactly
like
this.
As
far
as
the
timing
goes
we'll
talk
about
that
in
just
a
second
but
I
think
the
sequencing
is
about
right.
So
we
have
to
start
at
the
command
level,
because
everything
really
grows
out
of
that.
L
Looking
at
single
command,
Police
Department
act
alone,
fire
department,
acting
alone,
the
two
teams
coming
together
into
unified
command,
then
working
with
the
EOC,
then
working
with
the
policy
group
and
The
Jig.
So
you
see
that
sequencing
both
in
the
training
and
exercises
going
through
that
timeline
line.
Ultimately,
that
leads
us
to
what
we've
been
calling
that
Capstone
National
level
exercise
the
integrated,
Emergency
Management
course
and
we'll
be
talking
a
little
bit
of
an
update
on
that
as
well.
L
Here
before
we
we
conclude
so,
but
the
goal
of
this
whole
project
is
go
back
and
revisit
all
of
this
fundamental
material
and
make
sure
that
by
the
time
we
go
out
to
the
Emergency
Management
Institute
that
we
can
demonstrate
our
Proficiency
in
all
of
these
systems
and
really
respond
to
the
AAR
by
showing
our
stuff.
At
that
point
in
time,
and
as
as
I've
said
before,
is
my
intention
that
this
this
team
knocked
that
ball
out
of
the
park
at
that
time.
L
Where
are
we
at
right
now
so
we've
gone
through
and
we
have
scoped
and
developed
and
put
out
on
the
street
and
got
responses
to
a
request
for
proposal
for
both
the
extensive
training.
That's
going
to
need
to
happen
as
well
as
the
exercises,
and
in
this
context
exercises
is
really
a
testing
function.
What
we
want
to
do
is
use
those
exercises
to
validate
the
training
is
been
absorbed
right,
so
we
didn't
have
that
feedback
so
that
we
can
validate
that.
That
change
is
actually
happening
here.
So
we've
got
two
separate
rfps
out.
L
L
What
we
want
to
do
is
invest
deeply
into
a
proof
of
concept:
team
from
police
fire
and
OEM
make
sure
that
we
can
run
that
group
through
from
one
end
to
the
other
and
again,
I
think
really
increase
our
success
when
we
get
to
the
end
product
there
and
go
out
to
Emmitsburg
and
and
show
our
our
capabilities.
So
we
will
be
implementing
this
plan
starting
in
early
2023.
L
C
Thank
you,
madam
vice
president.
It's
just
going
through
and
rereading
the
after
action
report,
and
you
know
I
think
a
lot
of
it
hinges
on.
We
had
a
good
plan.
People
didn't
seem
to
be
very
well
read
on
that
plan
or
at
least
implement
it
in
the
way
that
the
plan
had
suggested,
and
so
I'm
just
I
want
your
first
impression
of
the
difference
between
training.
L
Madam
chair
council
member,
this
is
very
much
a
forward-looking
prospective
program
here.
So
what
we
want
to
do
is
take
the
learning
that
we
have
had
and
we
want
to
change
to
Future
behaviors,
so
I
mean
in
that
context.
We've
made
a
lot
of
progress
even
with
respect
to
fine-tuning
our
plans
and
I'll
talk
about
that
in
just
a
moment
as
part
of
our
ongoing
OEM
work.
So
we've
got
some
good
news
to
report
there
as
well.
L
L
You
pass
that
Annex
in
the
last
iteration
of
the
ins
or
the
Emergency
Operations
plan,
and
we
have
been
working
with
our
partners
who
are
here
today
within
the
office
of
community
safety,
to
implement
that
plan
to
make
sure
that
we
bring
that
down
to
the
operational
level.
So
part
of
the
answer
to
your
question
is
you
know
the
Emergency
Operations
plan
is
fairly
high
level.
L
We
need
to
make
sure
that
we
bring
that
down
to
operational
level
so
that
there
are
actually
the
Sops
and
other
supporting
things
within
the
system
to
make
sure
that
that
plan
gets
implemented
and
I
think
that's
the
work
that
you're,
seeing
specifically
within
that
civil
unrest
space,
that's
going
on
other
hazards
that
we're
more
I
would
say
used
to,
but
we're
more
familiar
with
like
tornadoes
and
windstorms
I
mean
that
that
infrastructure
has
existed
for
a
long
time.
So
we
can.
We
know
that's
there
as
we
encounter
these
new
things.
L
We
have
to
make
those
adjustments.
Bringing
all
of
that
planning
into
this
set
of
training
and
exercises
is
exactly
what
needs
to
happen
to
address.
I.
Think
the
concern,
if
I'm
understanding
it
properly
that
you're
raising
here,
is
that
this
doesn't
happen
in
a
vacuum.
These
skills
are
not
just
generic
skills,
they
need
to
be
understood
in
a
context,
but
you
can't
get
so
close
to
the
context
that
they
become
useless
outside
of
that.
So
what
we
do
is
generally
focus
on
what
we
call
all
hazards
planning.
L
So
we
want
these
plans
to
be
specific
enough
to
respond
to
things
that
we
know
about,
but
also
flexible
enough
to
respond
to
things.
We
don't
anticipate
because
I'm
not
going
to
anticipate
everything
and
no
one.
No
one
else
is
either
I
think
we're
hitting
that
right
mix
by
going
back
and
looking
at
those
systems
that
the
instant
command
system,
the
national
Incident,
Management
System.
Those
disciplines
are
what
undergird
our
flexibility,
because
we
don't
have
a
specific
plan.
L
We
rely
on
those
processes
to
develop
that
one
or
adapt
when
we
have
on
the
Fly
and
those
processes
aren't
robust.
We
don't
have
that
adaptive
capability
to
the
extent
that
we
should
so
it's
a
long
way
of
answering
your
question,
I
suspect
and
if
I
didn't
hit
it
exactly.
Let
me
please,
let
me
know,
council
member,
but
the
planning
and
the
execution
have
to
go
together.
So
if
we
look
at
how
any
of
these
capabilities
are
built,
we
look
at
the
plan.
We
look
at
the
organization
who's
going
to
execute
the
plan.
L
We
look
at
the
train
or
the
tech
or
the
equipment.
Do
they
need
specialized
equipment
to
execute
the
plan?
Then
you
test
it.
Can
the
people
take
the
equipment
and
the
plan
go?
Do
what
they're
supposed
to
do
and
then
you
prove
it
in
an
exercise
and
if
the
exercise
identifies
gaps,
you
fix
whatever
needs
to
be
fixed.
That's
exactly
the
process
that
we're
on
at
this
point
in
time.
C
I
think
specifically,
what
I
was
trying
to
also
get
at
is:
are
people
more
engaged
in
the
training,
or
is
the
training
been
modified
in
a
way
that
makes
it
connect
with
people
more
compared
to
in
the
past,
like
how
has
the
training
been
informed
by
the
after
Action
Report?
It's
kind
of
what
I'm
getting
at
Amanda.
L
Chair
council,
member
I
think
the
the
biggest
Advantage
we
have
now
is
within
the
office
of
community
safety.
I
think
we
have
everyone
at
the
table
and
commissioner
Alexander
is
making
sure
that
the
priorities
are
clear,
that
alignment
is
expected
and
that
everybody's
working
together
and
I
think
that's
the
number
one
driver.
That's
I,
think
engaging
Us
in
the
training
and
this
whole
process
at
a
level
which
is
vastly
improved
to
what
we've
seen
in
the
past.
So
I
mean
I.
L
Think
just
that
that
one
change
in
that
realignment
has
provided
us
with
the
organizational
structure
to
I
think
accomplish
what
people
always
wanted
to
accomplish,
but
it
just
didn't
quite
quite
jealous.
We
all
hoped
it
would
have
I
think
that
that
issue
in
my
experience
within
the
last
few
months,
has
really
come
together.
L
Well,
if
we
want
to
talk
specifically
about
the
civil
unrest,
the
amount
of
planning
and
engagement
we've
had
from
our
partners
and
the
commitment
from
Chief
Hoffman
and
her
team
has
been
outstanding,
I
mean,
and
we
saw
that
at
a
tabletop
exercise
just
last
week,
where
you
know
I,
think
the
the
level
of
Engagement
and
the
learning
that's
going
on
was
really
really
quite
good.
So
I
think
that
there's
a
lot
of
progress
being
made
there
and
again
I,
don't
want
to
point
fingers
at
anybody
in
the
past.
L
H
A
L
I'm
sure
council
president,
so
the
as
part
of
our
reorganization
here
and
to
a
certain
extent
to
fill
the
gap
between
the
beginning
of
the
year
when
we
started
this
work
and
the
formalization
of
the
office
of
community
safety,
and
we
had
to
move
this
work.
While
that
reorganization
was
taking
place,
we
pulled
together
the
department
heads
of
the
major
internal
groups
that
support
work
in
emergency
management,
so
ourselves,
Police,
Department,
the
fire
department,
Communications,
the
city,
attorney's
office,
health
and
public
works.
L
L
So
that's
the
people
who
are
going
to
be
talking
to
ultimately
is
I
think
the
decision
making
is
going
to
be
made
within
the
office,
but
we
do
want
that
informed
by
other
folks
who
are
stakeholders
in
this.
There
are
a
number
to
answer.
The
second
part
of
your
question.
There
are
a
number
of
contractors
that
specialize
both
in
training
testing.
We've
used
these
folks
in
the
past.
We
are
a
small
enough
shop
that
we
don't
have
a
lot
of
sort
of
organic.
L
If
you
will
standing
testing
and
exercising
capability,
we
are
going
to
be
beefing
that
up,
but
we
have
relied
on
contractors
over
the
last
well
forever
to
be
honest
with
you
to
come
and
build
that
capability
with
us
on
a
case-by-case
basis.
So
there
are
groups
that
do
this
very
specifically,
we
got
good
responses
to
both
both
our
FPS,
so
I
think.
We've
got
some
interesting
things
to
talk
about
internally
before
we
make
that
decision.
L
Madam,
chair
council
president
largely
there's
a
national
organizations
that
we're
seeing
bid
on
these
These
are
really
really
big
projects
where
you're
talking
about
multiple
exercises
and
functional
exercises
require
big
levels
of
support.
I
think
I
probably
said
it
before.
This
is
not
going
to
be
inexpensive
and
it's
not
going
to
be
easy.
These
are
a
large-scale
logistical
thing
when
you
start
talking
about
exercises
or
training
of
you
know
several
hundred
people
within
the
context
of
18
months
to
two
years.
It's
a
big
lift,
so
we're
seeing
National
level
engagement
around
this
foreign.
L
You
know
they're
going
to
have
to
make
bandwidth
in
the
normal
conduct
of
their
duties
to
attend
this
training
and
I.
Think
we
can't
we
can't
lose
sight
of
that.
That's
an
opportunity
cost
for
them,
and
it
it
doesn't
come
for
free,
so
we're
trying
to
set
a
balance
between
getting
enough
people
trained
to
this.
L
We
have
a
core
team
that
understands
the
benefit,
and
you
know
eventually
then
trying
to
push
it
out
laterally
across
all
the
organizations,
because
really
anybody
who
would
come
up
to
be
an
Incident
Commander
in
any
of
these
organizations,
including
health
or
Public
Works,
would
need
to
have
the
basic
skill
set
necessary
to
do
this
work.
So
right
now
we're
going
to
focus
on
a
relatively
small,
contrary
people
that
are
going
to
take
us
through
to
2024,
but
obviously
the
the
project
is
going
to
have
to
expand.
A
I
put
myself
in
Cube
briefly
I
know
we
still
have
Department
level
projects
to
go
over,
but
I
I
don't
want
to
ignore
what
you
just
said:
the
internal
cost
of
of
this
training.
But
could
you
remind
us
about
how
we
will
be
budgeting
for
this
training
in
terms
of
outside
needs,
and
and
for
this
you
know
operational
transformation
that
were
were
embarking
on
here?
Are
there
public
dollars
or
grants
to
help
us
out
to
get
to
get
us
to
this
better
place.
L
Madam
chair
at
this
point
in
time,
we,
the
financing-
we've
worked
with
the
finance
department
to
find
City
money
to
to
fund
this
work.
That's
basically
one-time
money
to
the
extent
that
we
can
find
grants
or
other
training
that's
available
for
free
we're
going
to
take
advantage
of
that.
One
of
the
biggest
drivers
in
this
is
the
timing
that
we
want
to
execute
it
on.
L
So
a
lot
of
this
training
you
can
get
through
a
grant
or
through
FEMA,
but
they
only
come
out
once
a
year
and
they'll
come
out
when
they
can
kind
of
make
it.
If
we
want
to
keep
this
on
track
and
and
really
make
change
quickly,
we're
going
to
have
to
in-house
a
good
deal
of
this
with
our
own
contractors.
So
we
do
have
a
financing
plan
in
place.
We've
talked
with
finance
and
City
coordinator
about
it.
L
So
we
have
the
resources
to
bring
this
forward,
to
the
extent
that
we
can
find
ways
to
make
it
less
expensive.
We're
certainly
going
to
do
that.
One
of
the
kind
one
of
the
depending
on
which
contract
we
we
end
up
with
and
I,
don't
want
to
get
too
deep
into
that
because
we
have,
you,
know
open
contracts
or
open
rfps
to
evaluate
you,
know,
there's
a
back
and
forth
about.
Can
we
bundle
these
things
together?
Are
people
willing
to
take
training
that
is
not
in
person
as
opposed
to
in-person
training?
L
D
L
Yes,
we're
certainly
prepared
we're
better
prepared
than
we
were.
We
have
a
specific
plan
in
place.
Are
we
as
prepared
as
we
want
to
be
no
but
we'll
never
be
as
prepared
as
we
want
to
be,
but
we
have
made
great
strides
both
with
within
turn
within
inside
of
OEM,
but
also
particularly
with
our
fire
and
police
Partners,
to
improve
our
ability
to
respond.
L
No
and
the
challenge
that
the
commissioner
gave
us
I
think
literally
our
first
meeting
was:
what
would
you
do
if
this
happened
right
now?
What
would
you
do
if
you
happened
right
now,
I
think
we've
made
great
strides
to
our
dancing
in
question.
We
have
a
plan
in
place.
We
will
be
able
to
execute
that
plan.
Is
it
optimized?
No,
no.
We've
been,
you
know,
working
on
that
for
a
matter
of
months
to
years,
depending
on
on
how
you
want
to
measure
the
start
date.
L
But
I
am
confident
at
this
point
in
time
that
we
would
see
a
different
approach
to
that
between
the
the
changes
to
the
office
of
community
safety
and
the
planning
that's
been
done
in
the
meantime.
I
think
you'd
see
a
significant
difference.
The
tabletop
exercise
that
we
just
did
demonstrated
that
we've
come
a
long
way.
Are
we
there
yet?
No
we're
not
there
yet,
but
we
do
have
a
plan.
We
will
execute
that
plan
if
it
happened
right
now,
because
we're
sensitive
that
that's
a
real
risk.
L
You
ma'am
sure
I'm
going
to
go
through
my
part,
pretty
quick,
because
I've
covered
some
of
this
already
there
are.
We
have
five
things
in
this
list.
There
are
two
that
OEM
is
responsible,
for
we
expect
to
deliver
these
in
early
2024.
Some
of
them
I
think
really
needed
to
wait.
Till
leadership
in
the
police
department
has
has
has
transferred
here,
but
we've
done
the
groundwork
necessary
that
has
to
do
with
the
Civil
order,
public
protection,
civil
disorder,
public
protection
activities
or
actions
and
curfew
waivers.
L
One
thing
that
we've
crossed
off
the
list
is
the
after
action
reports.
That's
something
that
OEM
is
certainly
willing
to
do
and
I
believe.
The
commissioner
expects
us
to
take
a
key
role,
so
that
has
just
we've
just
taken
care
of
that
one.
The
training
and
testing
and
exercise
of
the
regular
tabletop
exercises.
L
We've
talked
about
quite
a
bit,
so
I'm
not
going
to
go
through
that
again,
except
to
again
appreciate
the
investment
that
our
partners
have
made
in
this
in
the
last
few
months
has
really
been
great
to
work
through
in
a
in
a
significant,
significant
help.
So
my
hat's
off
to
all
of
them
the
NIMS
reset
training
we
just
talked
about
those
instant
command
system
trainings
are
being
held
as
scheduled.
We
just
talked
about
the
RFP
and
the
final
evaluation
phase.
We
got
a
little
bit
ahead
of
this
one
of
the
findings.
L
L
The
ongoing
exercises
that
the
civil
unrest
tabletop
I
just
touched
on
again
of
great
support
within
the
office
of
community
safety,
appreciate
that
we
ran
this
supported
a
cyber
security
elections.
Tabletop
and
we've
got
a
couple
more
exercises
planned
here:
the
damage
assessment
and
then
we'll
be
doing
one
for
the
multi-agency
coordination
group
as
we
go
forward.
L
L
They
should
do
to
be
prepared
for
civil
unrest,
and
that
is
a
surprisingly
and
perhaps
not
surprisingly,
con
complicated
issue.
We've
done
the
research
associated
with
it,
unlike
just
about
any
other
Hazard,
you
can
think
of
there's
not
a
standard,
go
to
the
FEMA
website
and
download
the
green
brochure
kind
of
help
on
this.
This
is
something
we're
going
to
have
to
make
some
policy
decisions
about
ourselves
and
has
some
significant
implications
for
kind
of
how
the
how
Community
perceives
us
and
vice
versa.
L
So
we
want
to
make
sure
that
we're
careful
about
that.
So
we'll
be
having
some
ongoing
conversations
about
that
in
2023,
and
then
you
know
trying
to
get
that
message
out
to
folks,
because
that's
something
that
they,
they
certainly
need
to
hear
and
expect
from
us,
so
that
wraps
up
oems
part
of
this
I
will
pause
there.
L
J
J
So
I
think
it
would
be
great
if
we
could
also
see
residents
as
an
ally
Network,
because
they
literally
showed
up
and
showed
out
for
all
of
their
neighbors.
They
created
infrastructures
that,
from
my
understanding,
are
even
still
in
place
to
like
create
Community
cohesion
in
their
neighborhoods
to
support
safety.
I
mean
just
the
overall
sense
of
well-being
within
their
neighborhood,
so
it
seems
like
we
should
also
be
creating
space
for
our
constituents
to
actually
give
really
good
feedback
on
that
process,
because
they
did
it.
L
E
Chairman,
thank
you
and
thank
you
director
Lane,
for
this
update,
I
think
on
slide
number
one.
It
shows
that
no
on
slide
number
five
recommendation
number
one.
It
shows
that
it
technically
hasn't
been
implemented.
So
I
do
want
to
talk
a
little
bit
about
the
community
engagement
component.
I.
Think
two
council
member
rainville's
point:
if
we're
going
to
be
prepared
for
an
uprising
should
another
one
come
I
think
that
in
order
for
us
to
be
prepared,
we
do
need
to
do
that.
E
Community
engagement
component,
because
we
will
never
recorrect
our
bad
behavior
from
the
past.
If
we
don't
listen
from
the
community
members
themselves,
so
I
think
that
recognition
number
one
should
be
the
number
one
priority
over
everything,
and
then
we
Implement
everything
else
to
make
sure
that
we're
actually
recorrecting
our
behavior
from
the
past
I
know
that
I've
heard
from
people
on
Lake
Street
in
the
third
piece
and
that
they
still
need
an
apology
from
our
police
department.
E
They
still
need
an
apology
from
the
city
that
you
need
that
Community
engagement
component
to
get
engaged
so
I'm
wondering,
if
you
know,
or
if
your
department
is
going
to
be
leading
these
Community
engagement
meetings
or
or
how
they're
going
to
be
conducted
and
who's
involved
and
who's
engaged
and
who's
invited
to
the
table.
To
make
sure
that,
like
when
we're
developing
these
recommendations
that
they're
implemented
with
the
community
members
in
mind.
L
Madam,
chair
council
member,
that's
actually
going
to
come
up
during
Ms
bergstrom's
part
of
this
this
presentation,
so
those
are
one
of
the
elements
that
have
been
sort
of
divvied
out.
If
you
will
to
various
subject
matter.
Experts
within
this
within
the
city,
so
I
would
ask
you
to
respectfully,
let's
put
a
pin
on
that
and
when
Mrs
Bergstrom
comes
up
and
and
gives
us
an
update
on
that
I
think
you'll
have
some
more
insight
into
that.
J
J
J
So
I
really
hope
that
that
is
actually
the
goal
for
this
body
and
doing
every
week
everything
we
can
to
mitigate
that
versus
saying.
If
it
happens
that
if
it
happens
again,
that's
a
failure
on
us.
So
I
do
want
that
to
be
a
centralized
focus
in
this
plan,
not
to
just
be
prepared
to
do
everything,
so
we
don't
have
to
put
our
residents
through
that
again,
as
well
as
the
world
of
seeing
another
black
man
be
executed.
M
So
these
are
the
recommendations
provided
in
the
after
action
report
and
we'll
go
through
most
of
these
as
quickly
as
possible,
starting
with
recommendation
for
a
Workforce
analysis
of
leadership
training,
starting
with
the
workforce
analysis
discussion
with
human
resources.
These
conversations
are
ongoing.
M
Going
back
to
2015,
we
were
doing
a
lot
of
good
work
with
the
consultant
I'm
working
to
identify
the
skills
of
all
of
the
leaders
within
the
police
department,
I'm,
looking
at
what
Career
Development
they
need,
and
so
looking
to
dust
off
some
of
that
work,
refreshing
it
and
starting
to
re-implement
some
of
those
conversations
to
ensure
proper
leadership
development
throughout
the
police
department
among
or
as
part
of
that,
our
promotional
process.
The
recommendation
is
to
ensure
that
the
knowledge,
skills
and
abilities
are
included
in
the
promotional
process.
M
M
M
And
those
are
those
are
identified
through
a
written
test,
a
a
skills
assessment
test
and
the
interview
process.
The
other
recommendation
is
to
invest
in
additional
training
and
leadership
development
opportunities.
We
started
that
this
year
we
have
re-established
our
relationship
with
FBI's
leader,
that's
the
law
enforcement
executive,
Development
Association.
They
have
a
three-part
series
of
leadership
development
and
we
have
started
sending
sergeants
and
lieutenants
through
that.
M
M
So
the
the
policy
language
is
currently
under
review,
because
the
Minnesota
post
board
recently
released
a
policy
recommendation.
It's
not
a
model
policy,
so
we're
not
required
to
incorporate
it
into
our
policy.
But
we've
looked
at
the
post
board
recommendation
policy
and
the
International
Association
of
chiefs
of
police
model
policy
and
are
using
that
to
ensure
that
our
policy
is
consistent
with
both
of
those
and
that
is
in
final
draft.
It's
going
out
for
concurrence
shortly.
M
Recommendation
10
is
specific
to
the
less
lethal
Munitions
policy.
All
of
these
were
updated
in
June
of
2020,
and
some
of
them
have
been
updated
more
recently
as
necessary,
but
as
a
result
of
the
Minnesota
Department
of
Human,
Rights,
tro
and
other
best
practices,
we've
been
able
to
modify
some
of
those
policies
to
ensure
proper
oversight
of
less
lethal
Munitions
during
Civil
disturbance.
M
As
far
as
additional
policy
highlights,
we've
created
authorization
processes
for
the
use
of
crowd
control
weapons.
So
when
there
is
a
civil
disturbance,
a
identified
staff
member
at
the
level
of
Deputy,
Chief
or
hire
is
required
to
give
permission
to
use
less
lethal
Munitions,
and
each
of
us
is
equipped
with
a
a
manual
that
we
would
essentially
take
with
us
to
a
civil
disturbance
command
post
to
ensure
that
we're
giving
the
proper
authorizations
when
necessary,
we've
also
restricted
that
only
SWAT
will
carry
40
millimeter
launchers.
During
Civil
disturbance.
M
We
can
extend
that
authority
to
others
who
are
properly
trained.
Most
often
this
will
come
in
the
form
of
say
the
bicycle
rapid
response
team,
who
does
have
to
have
this
weapon
generally
cased
and
slung
around
their
back,
we'll
say,
but
should
it
be
needed
it
would
be
nearby
and
available
to
them.
One
authorization
is
given.
We've
also
updated
many
other
definitions
and
Reporting
requirements
to
ensure
that
whatever
action
we
take
is
properly
documented.
M
Recommendations,
11
12
and
19
recognition.
11
is
leadership
over
continuity
of
service
we've
identified,
Command,
Staff
level,
members
Who
oversee
activities
not
related
to
a
civil
disturbance
so
well
in
a
large
scale
event.
Much
of
the
Command
Staff
is
going
to
be
Staffing
the
command
post
or
the
The
Incident
Command
Center.
We
still
need
to
have
leadership
that
oversees
the
rest
of
the
city
and
anything
not
related
to
that.
So
that
plan
is
in
place.
M
Recommendations,
22,
24
and
25
crowd
control
training.
This
has
been
Incorporated
throughout
the
department,
both
during
initial
onboarding
with
new
employees
as
well
as
during
in-service
for
all
employees
and
then
there's
additional
training
mandated
for
the
mobile
Field
Force
teams
and
their
their
skill
set
is
a
little
more
unique,
and
so
they
have
additional
training
and
then
employee
Wellness.
M
Existing
services
for
wellness
currently
include
MPD
Wellness
app,
and
we
do
have
a
wellness
team
who
also
provides
support
for
the
peer
support
team
and
and
then
we
have
additional
Mental
Health
Services
that
are
available
on
a
smaller
level
and
the
fitness
for
Duty
process
and
critical
incident.
Debriefings
are
all
processes
that
are
part
of
the
wellness
team
and
wellness
services.
M
A
M
M
Ultimately,
it's
consistent
with
the
iacp
model
policy
and
the
POST
Board
model
policy,
so
it
should
look
very
similar
to
that,
but
once
it
is
complete
and
by
the
way
the
POST
Board
model
policies
require
that
our
policy
be
identical,
if
not
substantially
similar.
So
it
does
have
to
follow
very
closely
to
that,
but
once
that
is
completed
then
it
will.
It
will
be
public.
Thank.
M
J
Thank
you
in
regards
to
Sly
I,
think
is
recommendation
25
the
investigative
capacity
search
or
search
capacity,
so
we've
had
a
couple
of
these
and
I
typically
asked
a
question
about
how
many
officers
have
been
disciplined
in
light
of
2020
I'm.
Assuming
this
recommendation
is
to
help
with
that.
But
you
mentioned
there's
25
cases
that's
going
to
be
handled
through
this
process.
Do
you
have
an
updated
figure,
though,
as
of
now
have
we
moved
Beyond
just
the
one,
or
are
we
still
at
that,
one
that
has
been
officially
disciplined
and.
M
H
H
Thank
you,
chair
palmisano
and
deputy
chief
Sean
Burger.
Yes
yeah,
you
know
a
lot
of
national
organizations.
Law
enforcement
organizations
are
thinking
or
predicting,
in
fact
that
if
we
have
uprisings
in
our
city,
it's
most
likely
going
to
be
right-wing
extremists,
particularly
around
the
elections
which
we
have
coming
up
next
week.
How
are
we
tracking
that
kind
of
data
if
we
are
and
preparing
for
those
kinds
of
scenarios.
M
A
N
N
N
It
requires
that
we're
all
certified
in
excuse
me.
Let
me
start
again
we're
all
required
to
be
certified
in
ICS,
100,
200,
700
and
800,
and
we
all
received
that
during
our
initial
training
in
our
Cadet
classes,
in
rookie,
School
yeah
female
recommends
that
Chief
officers
be
trained
and
certified
in
ICS,
300
and
400,
and
most
of
us
are
but
the
ones
that
weren't
our
newer
Chiefs.
We
sent
that,
through
this
last
class,
that
director
Barrett
put
on
for
ICS
300
and
they
will
be
continuing
on
in
the
upcoming
ICS
400.
N
N
Because
ICS,
300
and
400
deals
with
a
higher
level
more
complicated
incidents,
I
see
it
the
ICS
100,
200,
700
and
800
kind
of
deals
with
the
ICS
systems.
When
we
have
a
single
incident
like
a
house
fire
or
something
like
that,
where
it's
just
fire
and
it's
a
you
know
simple
for
our
terms,
incident
300
and
400
deals
with
those
larger
incidents
like
the
civil
unrest
or
or
tornadoes,
and
things
like
that.
They
require
a
much
bigger
response
and
a
much
bigger.
N
But
much
more
complicated
incidents.
Thank
you,
okay,
so
Spanish
control,
the
recommendations
regarding
span
of
control
were
actually
identified,
but
by
us
through
our
own,
after
Action
reviews
prior
to
the
Hillard
highs
report,
and
so
luckily
we
were
able
to
get
a
head
start
on
that.
In
many
of
these
things,
some
of
the
adjustments
that
we
completed
prior
to
the
Chauvin
trial
were
to
assure
that
the
fire
chief
or
the
designee
are
physically
present
within
the
unified
command
structure.
N
We
also
took
steps
to
ensure
that
Chief
officers
are
assigned
to
the
multi-agency
command
center
and
also
to
the
Minneapolis
emergency
communications
center,
and
we've
also
included
that
in
our
standard
operating
procedures
or
standard
operating
guidelines,
if
you
will
We've
also
took
steps
to
ensure
that
the
spanner
control
does
not
exceed
the
optimum
number,
which
is
four
to
six.
You
can't
go
up
to
seven,
but
four
to
six
is
optimal
and
or
that
you
don't
have
more
than
direct
reports
to
data
on
any
level
through
the
throughout
an
incident.
N
N
Resource
tracking
is
primarily
the
function
of
the
chief
officer
assigned
to
the
Minneapolis
emergency
communications
center
that
we
mentioned
earlier.
We
do
that
through
the
cad
system,
but
we're
able
to
do
that.
24
7
through
the
cash
system
and-
and
we
actually
did
during
the
civil
unrest-
and
we
continue
to
do
it
that
way.
We
are
pursuing
software
upgrades
to
improve
that
tracking
ability
and
really
to
help
communicate.
N
Since
you
know
aware
situational
awareness
to
people
in
the
stations
and
also
at
home,
we
haven't
got
there
yet,
but
we
have
some
ideas
about
that,
but
the
system,
utilizing
GPS,
provides
us
with
resource
tracking
on
every
MFD
apparatus.
It
lets
us
know
that
location,
their
status,
their
availability,
any
updates
or
Communications
that
were
broadcast
over
the
radio
response
times.
How
long
they've
been
on
scene?
How
long
it
took
them
to
get
on
scene
and
a
lot
of
other
information.
So
we
have
that
covered
pretty
well.
A
O
Oh,
thank
you
Chief
titer,
chair
Jenkins,
council
members.
My
name
is
Greta
Bergstrom
and
I
am
here.
As
the
interim
engagement,
deputy
and
I
will
be
speaking
on
behalf
of
five
different
recommendations,
two
which
apply
to
the
communications
department
and
to
which
applied
or
three
which
reply
excuse
me
three,
which
apply
to
neighborhood
and
community
relations.
O
I
want
to
emphasize
the
key
to
developing
this
plan
will
be
understanding,
internal
information
flow
and
Communications
protocols
really
resulting
from
the
city's
new
executive
restructure.
This
will
really
help
to
lay
the
foundation
of
Crisis
Communications
and
align
with
the
NIMS
standards
to
support
incident
command.
O
Our
role
within
Communications
and
in
helping
guide
the
broader
communication
staff
in
the
city
is
to
lead
and
staff
the
joint
information
system
or
Joint
Information
Center
in
times
of
Crisis
or
in
times
of
critical
incidents,
or
even
large
events
like
the
Super
Bowl.
We
want
to
always
ensure
that
the
right
information
is
getting
to
the
right
people
at
the
right
time.
We
recognize
that
that
has
definitely
not
happened
in
the
past.
Part
of
the
reason.
We're
here,
of
course,
is
to
explore
these
recommendations
that
were
brought
forward
in
the
after
Action
Report.
O
O
That's
a
protocol
that
really
guides
public
information
release
in
terms
of
critical
incidents,
an
officer
involved
shooting,
for
instance,
making
sure
that
we
are
doing
a
better
job
of
coordinating
information
and
approving
that
information
before
it's
shared
publicly
to
make
sure
that
it
is
accurate.
Additionally,
we're
working
to
align
both
an
updated
critical
incidence
protocol,
so
the
one
that
was
updated
in
February
with
a
developed,
functional
public
Communications
Annex
that
we
developed
with
the
office
of
Emergency
Management.
O
In
terms
of
NCR
neighborhood
and
Community
engagement,
the
after
Action
Report
did
Outline
Three
recommendations
for
the
city
to
pursue
related
to
public
engagement.
Those
are
being
Advanced
primarily
by
neighborhood
and
community
relations,
but
also
in
conjunction
with
several
other
departments
in
the
Enterprise
and
with
Communications.
O
These
include
recommendations
on
improving
and
understanding
future
public
response,
with
Community
the
listening
sessions
and
and
other
options
that
we
could
pursue
to
make
sure
that
we
are
understanding
what
community
needs,
how
they
did
respond
in
the
past
and
how
the
city
could
better
support
and
provide
information.
These
include.
O
We
know
that
we
need
to
do
better,
both
at
informing
community
and
in
listening
to
community
in
times
of
Crisis
we're
learning
from
2020
in
order
to
improve
systems
and
information
sharing
going
forward.
The
top
priority
is
aligning
protocols
and
structures.
Internally.
Now,
given
the
new
Enterprise
structure,
a
lot
has
changed
within
the
city,
and
so
there
are
a
lot
of
opportunities
moving
forward.
O
Now
that
the
new
structure
was
approved
by
Council
departments
charged
with
Communications
engagement
and
public
messaging,
specifically,
NCR
and
Communications
have
been
revisiting
the
Hillard
Hines
recommendations
over
the
next
two
quarters,
really
starting
in
this
quarter
and
in
first
quarter
of
2023
we'll
be
prioritizing
work
with
the
new
office
of
community
safety.
The
lane
of
those
five
departments,
as
well
as
other
Enterprise
departments,
specifically
Public
Works
health
and
the
office
of
emergency
management
to
better
align
internal
processes.
O
Internal
Enterprise
work
will
help
determine
how
the
city
can
do
better
at
both
keeping
Community
informed
during
a
crisis
and
how
we
can
really
bring
in
input
and
incorporate
input
from
Community
during
a
crisis.
It's
really
a
two-way
straight
information
out
and
then
learnings
and
information
back
in
so
that
we
can
address
Community
needs
with
the
new
office
of
community
safety
established.
O
What
is
certain
is
that
there
is
much
room
for
growth
in
both
how
the
city
keeps
Community
informed
during
a
crisis
as
well
as
how
the
city
listens
to
community
on
their
needs.
During
a
crisis,
How
We,
Do,
Better
must
be
incorporated
structurally,
must
be
institutionalized
within
the
city's
new
organizational
structure
so
that
it
becomes
part
of
the
standard
response
aligned
with
Nims
and
making
sure
that
no
matter
who's
in
what
particular
position
as
a
department
leader
or
an
elected
leader
that
this
is
really
institutionalized
and
baked
into
the
new
structure.
O
This
will
create
clear
expectations
of
community
and
of
ourselves.
The
city
going
forward.
I
would
say
that
future
recommendations
that
will
be
brought
forth
to
council,
including
in
first
quarter
of
next
year,
an
ongoing
through
next
year,
will
need
to
be
aligned
with
the
responding
departments,
as
well
as
with
any
emergency
command.
Centers
that
are
established
specifically
supporting
incident
command
and
I
can
stand
for
questions.
J
O
Chair
Jenkins,
councilmember,
wansley
I
would
say
that
work
has
begun.
The
opportunity
is
still
ahead
of
us
in
terms
of
there's
been
a
lot
of
restructure,
and
so
with
the
new
office
of
community
Safety
Lane
of
departments
that
is
now
starting
to
work
together
under
commissioner
Alexander's
Direction
with
a
new
police
chief.
Just
on
the
horizon
of
coming
on
board.
We
are
NCR,
Communications
and
other
departments.
O
The
office
of
emergency
management
is
starting
to
dig
into
that
now,
but
we
are
not
yet
at
that
point,
because
we
would
want
to
definitely
get
the
new
police
chief
commissioner
Alexander's
thoughts
on
how
to
lead
forward
with
community,
so
that
that
is
definitely
the
priority
moving
forward
and
I
would
expect
that.
Certainly
in
first
quarter
of
2023,
we
would
be
able
to
give
an
update
that
would
probably
provide
very
solid
Direction
on
what
that
might
look
like,
if
possibly
just
short
of
an
actual
plan.
But
that
is
definitely
a
priority.
I.
J
Think
Morris,
yes,
I,
definitely
want
the
clarification
on
the
timetable,
because
when
you
said
two
quarters
I'm
thinking
six
months
and
thinking,
could
we
literally
be
going
into
the
third
year
anniversary
of
the
murder
of
George
Floyd
and
not
have
one
Community
conversation
about
what
took
place
and
I'm
happy
to
hear
that
it
seems
like
there
will
be
put
some
work
put
in
place
to
make
sure
that
we're
not
going
into
that
third
year
mark
without
having
that
structural
and
intentional
conversation.
That's
been
absence
around
how
the
community
responded
in
that
moment.
J
O
P
P
Misinformation
presidents
are
getting
not
officially
from
the
city,
but
you
know
from
public
or
Twitter
or
whatever
is
going
on
like
misinformation
around.
How
do
you
tackle
that?
How
do
you
correct
that?
With
you
know,
what
ways
can
you
let
the
community
to
know?
Hey,
that's
not
what's
happening.
This
is
what's
happening.
This
is
what
we're
dealing
with
and
also
I
think
this
is
maybe
asking
many
times
this
question.
O
Chair
Jenkins,
councilman
Rosman.
Thank
you
for
those
two
questions.
I
would
say
both
of
those
answers
are
rooted
in
the
joint
information
center
joint
information
system
that
we
lead
moving
forward.
There
is
four
sections
within
the
joint
information
system
and
again
that's
Nims
compliant
and
that's
really
in
terms
of
how
we're
bringing
in
information
whether
it's
accurate
or
completely
inaccurate
misinformation.
For
instance.
We
bring
that
in
to
the
city,
and
we
verify
that
information.
We
work
across
the
city,
so
it
might
be
with
MPD
it
could
be
with
public
works.
O
It
could
be
with
other
partner
agencies,
for
instance,
that
we
are
working
in
collaboration
with
to
make
sure
that
before
we
actually
push
out
any
messages
or
push
out
information
that
that
is
information
that
is
verified.
That's
why
it's
so
important
that
we
are
doing
an
excellent
job
of
coordinating
information
and
sourcing
information
across
departments
across
the
Enterprise,
as
well
as
with
other
agencies
that
were
working
in
Partnership
during
a
crisis
such
as
civil
unrest.
O
So
that's,
we
know
that
there's
misinformation
out
there.
We
have
information
monitoring
within
that
as
well,
so
we're
seeing
what's
going
on
on
Twitter
on
Facebook
in
community
through
the
neighborhood
relations
section
of
the
chick
or
the
just,
we
are
bringing
in
information,
and
then
we
were
doing
the
job
within
the
joint
information
system
to
push
create
messages
and
push
those
messages
out,
but
there's
a
very
specific
process
for
how
we
do
that
and
that's
why?
O
There's
such
a
need
to
make
sure
that
that
information
is
coordinated
through
the
joint
information
system
and
then
I
would
say.
Regarding
the
second
question:
yes,
we
do
have
a
messaging
that
will
go
out
in
language,
so
we
will
identify
what
audiences,
what
neighborhoods?
What
community
community
members
who
needs
the
information
and
then,
of
course,
we
need
to
make
sure
that
that
information,
the
messages
that
are
developed
are
culturally
appropriate.
O
That
makes
sense
to
those
audiences
and
then,
of
course,
our
in
language
or
sometimes
visually
communicated
as
well,
so
that
there's
a
quicker
get
for
the
information.
But
we
know,
speed
is,
is
very
important,
but
also
accuracy,
and
so
we
do
a
our
job
of
trying
to
make
sure
speed
and
accuracy
are
married
together,
perfect.
E
Literally
just
asked
the
same
question:
I
was
going
to
ask,
but
I
know
in
the
summer
of
2020,
I
was
in
multiple.
What's
up
apps
in
Ward
9
on
Lake
Street,
the
small
business
owners,
constituents
I,
wasn't
a
council
member
at
the
time,
but
literally
a
lot
of
people
that
speak
Spanish
were
using
WhatsApp
as
a
way
to
communicate,
because
no
one
was
talking
to
them.
E
Think
one
thing
that
will
be
really
important
is
like
how
we
get
that
message
out.
Is
it
through
Facebook
Twitter
social
media
emails?
There's
gonna
have
to
be
like
this
bigger
question
of
like
we're.
Gonna
have
to
get
that
message
across
differently
than
we
would
in
other
different
communities
and
I
know,
for
example,
on
WhatsApp
like
making
sure
we
know
which
Community
leaders
can
disseminate
that
information
which
news
stations
that
speak
different
languages
can
spread,
that
information
and
I
think
that's
one
thing.
E
My
office
has
been
looking
at
like
when
something
bad
is
going
to
happen,
because
it's
going
to
happen
again,
that's
just
the
city
we
live
in.
We
need
to
be
really
prepared
and
knowing
who
we're
going
to
reach
out
to
so
that
the
day
that
it
comes
again,
it's
not
like
okay,
who
are
we
reaching
out
to,
but
we
already
have
that
list
ready
of
like
boom
this
we're
talking
to
because
we
are
prepared
for
this
day
already,
but
I
guess.
O
Chair
Jenkins
councilmember
Chavez.
Thank
you
for
that
questioner
for
those
comments.
I
think
we
take
that
seriously.
That
is
the
work
still
to
come,
as
we
are
working
through
a
crisis
Communications
plan
that
exactly
what
you
said.
We
need
to
identify
the
channels
in
the
year
2023
the
appropriate
holding
messages.
O
For
instance,
we
know
that,
despite
you
know,
we
might
not
know
what
the
crisis
or
the
situation
is,
but
there
are
some
messages,
broad-based
messages
that
could
be
developed
that
can
be
translated
in
language,
because
the
goal,
of
course,
with
Communications,
is
not
only
to
get
information
out
at
the
right
time
to
the
right
audiences,
but
it
is
to
do
it
so
that
it
truly
connects.
If
you
send
a
message
out
in
English
that,
or
you
know,
is
not
culturally
irrelevant
or
comes
out
at
the
wrong
time
comes
out
too
late.
O
A
L
A
I
would
like
to
thank
all
our
presenters
and
you
director
Lane,
for
changing
your
schedules
around
to
suit.
Our
committee
of
the
whole
needs
we're
trying
to
squeeze
a
lot
of
different
topics
in
here
by
the
end
of
the
year,
and
you've
moved
up
this
presentation
to
accommodate
us.
So
we
look
forward
to
seeing
your
written
report
later
on,
but
for
now
I'm
not
seeing
any
further
discussions.
A
K
Thank
you,
madam
president
or
Madam
vice
president.
At
this
point.
In
the
budget
committee's
process,
we've
received
the
mayor's
recommended
budget,
a
budget
overview
and
Department
presentations.
Our
next
step
will
be
to
hold
public
hearings
on
the
mayor's
recommended
Budget
on
November
10th
at
10
A.M.
We
will
hold
public
hearing
number
one
at
a
budget
committee
meeting
and
on
November
15th
at
605
PM.
K
We
will
hold
public
hearing
number
two
and
an
adjourn
city
council
meeting
after
public
hearings
number
one
and
two
council
members
will
have
between
November
15th
and
November
23rd
to
meet
with
the
budget
director
to
review
their
draft
amendments
and
until
November
23rd
at
5
pm
to
submit
amendments
to
the
budget
director
and
I
for
consideration
at
a
markup
meeting.
I'll
remind
council
members
that
these
due
dates
are
not
flexible.
K
The
budget
committee
will
have
markup
meetings
on
December
1st
at
10,
A.M
and
December,
2nd
at
10,
A.M
and
1
30
p.m,
and
at
the
end
of
our
markup
meetings
we
will
send
our
final
recommendations
to
the
city
council.
Then,
at
another
adjourn
city
council
meeting
on
December
6th
at
6,
05
PM,
we
will
hold
public
hearing
number
three,
the
truth
and
Taxation
hearing,
and
we
will
vote
then
on
the
final
recommendation.
K
As
I
shared
at
our
last
budget
committee
meeting,
the
city
council
approved
the
Omnibus
government
structure,
ordinance
the
Omnibus
government
structure,
ordinance
included
changes
to
our
government
structure
that
affect
the
mayor's
recommended
budget.
As
a
result,
the
mayor
is
preparing
an
amendment
to
his
recommended
budget,
which
I
will
refer
to
as
the
mayor's
government
structure.
Amendment
as
chair
of
the
budget
committee,
I
will
introduce
the
mayor's
government
structure
Amendment
at
the
beginning
of
budget
committee's
markup
meetings.
K
It
is
Our
intention,
the
mayor
budget,
director
and
I
to
provide
council
members
with
the
mayor's
government
structure
Amendment
as
soon
as
possible,
so
that
council
members
are
aware
of
its
content
when
drafting
their
own
amendments
to
the
mayor's
recommended
budget.
If
council
members
have
any
questions
about
the
process
I've
outlined,
they
can
connect
with
me
after
this
meeting
today,
with
that
the
budget
committee
is
not
forwarding
any
items
to
the
city
council
at
this
time.
Thank
you.
A
I
You,
madam
vice
president,
the
business
how
business
inspections,
housing
and
zoning
committee
is
going
to
bring
forward
11
items
for
approval
item
number.
One
is
Cambria
downtown
liquor
license
item
two
is
sweet,
green
Sidewalk,
Cafe,
license
item
three
is
stock
and
Spade
on
sale,
wine
and
strong
beer
license
item.
Four?
Is
black
bean
coffee,
a
Sidewalk
Cafe
license
item?
Five?
Are
the
regular
liquor
license
approvals
and
item?
Six?
Are
the
renewals
item
number
seven?
Is
a
land
sale
closing
deadline
for
a
project
at
2313,
13th,
Avenue,
South
item
8?
I
Is
exclusive
development
rights
to
jdat
development,
for
a
project
at
18th
and
Bryant
Avenue
North
item
9?
Are
the
applications
for
environmental
grant?
Funding
in
the
2022
fall
Brownfield
Grant
process
item
10
is
a
commercial
property
developed
development
loan
and
item
11
is
a
forgivable
loan
to
mcgizzy
as
part
of
the
Clyde
Bella
Court
Urban
indigenous
Legacy
initiative
I'm
happy
to
answer
questions
on
any
of
those
items.
A
J
Thank
you,
madam
vice
president.
The
policy
and
government
oversight
committee
is
bringing
forward
18
items,
the
first
being
a
passage
of
resolution
related
to
the
2022
quarterly
donations
report.
Number
two
is
a
passage
of
resolution
related
to
revisions
to
residential
loan
subordination
policy.
Number
three
is
authorizing
issuance
of
requests
for
proposals
for
engineering
and
design
services
for
Nicolette,
Avenue
street
construction
and
Bridge
reconstruction.
J
Number
four
is
authorizing
the
instruments
of
request
for
proposals
for
group,
violence,
intervention
support
and
Outreach
Services
number
five
is
authorizing
an
issuance
of
requests
for
proposals
for
public
art
project
manager.
Pool
number
six
is
accepting
a
bid
for
meeting
and
banquet
chairs.
Number
seven
is
a
bid
for
Minneapolis
Convention
Center
Corridor
ceiling
replacement
project
number
eight
is
accepting
bids
for
Citywide
Public,
Safety,
camera,
Network,
repair
and
maintenance.
Number
nine
is
accepting
a
bid
for
official
advertising.
J
Services
number
10
is
authorizing
contract
with
Olsen
and
nazible
Engineers
PSC
for
engineering
and
design
services
for
10th
avenue
bridge
over
the
Midtown
Greenway
number
11
is
authorizing
contracts
to
establish
executive
recruitment,
Services
pool
for
executive
Search
Services
number
12
is
authorizing
a
lease
extension
with
Sprint
Spectrum
Realty
Company
LLC
to
operate
personal
Communication
Service
antenna
systems
on
the
Orchestra
Hall
Parking
Ramp
number
13
is
approving
a
legal
settlement
with
many
Academy
versus
the
City
of
Minneapolis.
Number
14
is
approving
another
legal
settlement
workers.
J
Compensation
claim
of
Jerry
Smith
number
15
is
approving
a
legal
settlement
for
a
workers.
Compensation
claim
of
Joshua
Johnson
number
16
is
approving
illegal
settlement
workers.
Compensation
claim
of
John
Owen
number
17
is
approving
a
legal
settlement.
A
workers,
compensation
claim
of
Brian
men
and
number
18
is
being
forwarded
without
recommendation
for
considering
a
contract
with
West
publishing
Corporation
for
online
research
subscription
services
and
with
that
I
will
stand
for
any
questions
on
these
items.
A
Q
A
K
Thank
you,
madam
vice
president.
The
public
works
and
infrastructure
committee
will
be
bringing
forward
four
items
that
it
is
recommending
for
approval.
The
first
is
approving
the
layout
and
easement
for
the
First
Avenue
South
Street
reconstruction
project
from
Lake
Street
to
Grant.
Street
number
two
is
approving
the
layout
and
easements
for
the
Hiawatha
Avenue
and
Lake
Street
intersection
improvements,
project
from
22nd,
Avenue
South
to
Snelling
Avenue
number
three
is
authorizing
a
Cooperative
agreement
with
Hennepin
County
for
the
42nd
Street
safety,
Improvement
projects
and
number
four
adopting
the
2022
Levy
of
various
public
works
department.
A
Thank
you
last
but
not
least,
I
want
to
just
give
a
quick
heads
up
that
at
the
council
meeting
on
Friday,
we
have
a
few
requests
for
close,
sorry
Thursday.
We
have
a
few
requests
for
closed
Council
items
at
the
end
of
that
meeting.
So
please
take
a
look
at
your
calendars.
Accordingly,
with
that
we've
concluded
all
business
to
come
before
committee
today
and
hearing
no
objection,
I
will
declare
this
meeting
adjourned.
Thank
you.
Everyone.