►
From YouTube: September 14, 2022 Public Health & Safety Committee
Description
Additional information at:
https://lims.minneapolismn.gov
A
C
D
A
The
record
reflect
that
we
have
a
quorum
with
that.
The
agenda
for
today's
meeting
is
before
us.
There
are
six
items
on
today's
consent
agenda
item.
One
is
authorizing
a
revenue
contract
with
the
University
of
Minnesota
for
bomb
detection,
Security
Services
item
two
is
authorizing
the
revenue
contract
with
the
Minnesota
Timberwolves
for
bomb
detection,
Security
Services
item
three
is
accepting
a
grant
for
the
DWI
Court
Fourth
Judicial
District
Court
for
police
liaison
to
the
DWI
Court
item.
A
Four
is
accepting
a
grant
from
the
U.S
Department
of
Health
and
Human
Services,
and
the
CDC
for
reducing
chronic
conditions
among
African-American,
East,
African
and
American
Indian
populations,
and
to
support
covid-19
and
flu
vaccination
efforts.
Item
five
is
accepting
a
grant
from
the
Minnesota
Department
of
Health
for
the
Statewide
Health
Improvement
partnership
item
six
is
referring
to
staff
the
subject
matter
of
an
ordinance
relating
to
the
police
conduct
oversight,
commission
providing
for
the
consolidation
of
oversight
functions
through
a
unified
Community
commission.
Is
there
any
discussion
on
these
items?
D
You,
madam
chair
I,
am
continuing
to
work
with
our
leadership
in
MPD
and
the
mayor's
office
around
our
buyback
program.
I
have
several
emails
out
to
try
to
get
more
clarity
and
transparency
to
how
do
we
conduct
this
so
for
these
next,
these
first
two
items
for
these
BuyBacks
I'm
going
to
abstain
until
we
get
some
of
that
process
worked
out.
A
A
Those
items
carry
and
the
consent
agenda
is
approved.
Thank
you.
Moving
on
to
our
first
discussion
item,
we
have
two
discussion
items
on
the
agenda
today,
but
item
number
seven
is
receiving
a
report
on
the
environmental,
health,
inspection,
education
and
Consulting
program
here
to
present
on
the
items
today
is
Cindy
weckworth
from
the
health
department.
Thank
you
thank.
E
You
thank
you
so
much
for
having
me
chair,
Vita
and
council
members.
I
am
the
director
of
environmental,
health
and
I'm
delighted
to
be
here.
I
want
to
tell
you
a
little
bit
about
our
team.
Some
are
present
here
and
you'll
see
the
rest
of
them
here.
In
this
slide
we
have
two
supervisors:
a
community
liaison
and
the
19
Health
Inspectors.
The
Health
Inspectors
are
all
required
to
be
registered,
Environmental
Health
Specialists
with
a
science
degree,
and
they
are
passionate
about
their
work.
E
They
are
Civic
minded
and
they
love
working
in
the
the
city
that
is
recognized
to
be
a
food
Mecca
in
the
Midwest.
Our
team
speaks
a
host
of
languages,
which
we
have
found
very
valuable
for
our
work.
Based
on
data
from
Minneapolis
food
and
lodging
industry
provides
25
000
jobs
in
many
in
Minneapolis
and
for
many
workers,
English
is
not
their
first
language.
E
Some
of
these
quotes
forward
because
we
we
a
part
of
our
work,
is
enforcement
and
for
us
to
be
able
to
receive
these
great
comments.
I
think
it's
a
real
attribute
and
reflects
well
on
the
city
and
in
our
programming.
E
So
we
are
inspect
businesses
in
the
city
under
two
delegation
agreements
and
and
all
of
these
programs
fall
under
whether
considered
the
health
codes
and
our
delegations,
Agreements,
are
with
both
the
Minnesota
Department
of
Health
and
the
Minnesota
Department
of
Ag,
and
you
can
see
here
that
the
first
ones
all
relate
to
food
and
then
the
next
two
lodging
in
the
bottom
one
pools
in
under
the
delegation
agreement.
We
are
required
to
adopt
the
state,
statutes
and
rules.
E
They
also
evaluate
our
program
every
three
to
five
years
to
make
sure
that
we're
following
the
conditions
of
our
delegation
agreement
and
then
the
third
agency
that
we
work
with
were
tangentially,
is
the
Department
of
Education.
They
require
that
all
all
schools
are
inspected
at
least
twice
a
year
to
get
funding
for
the
school
lunch
Act.
E
The
other
programs
that
we
inspect
are
through
city
ordinances,
and
they
include
things
like
body
art
which
is
tattoo
and
piercing.
So
we're
looking
at
bloodborne
diseases
there
tanning
laundry,
massage
and
plan
review
staple
foods
if
you're
not
familiar
with
that,
that's
to
make
sure
that
all
areas
of
the
city
have
have
healthy
food
available.
So
there
aren't
any
food
deserts
and
then
green
to
go
packaging
and
that's
the
requirement
that
to
go
for
to
go.
E
Containers
are
recyclable,
compostable
or
reusable,
and
in
addition
to
these
programs
we
also
work
a
lot
with
the
other
divisions,
while
we're
out
in
the
field
a
few
examples
for
fire
inspection
services.
We
look
at
the
hoods
in
the
in
the
restaurants
which
are
required
to
be
cleaned
every
six
months
and
we
look
at
that
on
their
behalf
when
we're
out
there
and
would
provide
them
with
that
information
if
it
hasn't
been
inspect
or
cleaned
in
that
amount
of
time
and
then
for
civil
rights.
E
We
look
to
make
sure
that
the
sick
and
safe
time,
posters
and
the
necessary
languages
are
posted.
We
also
look
for
any
signs
of
labor
or
sex
trafficking
and
then
for
Public
Works.
We
check
to
make
sure
the
grease
traps
are
clean
so
that
the
plumbing
doesn't
get
clogged
up
and
we're
also
gearing
up
to
work
with
the
division
of
race
and
equity
on
their
Initiative
for
the
gender
neutral
bathroom
signs
in
the
places
where
that
applies.
E
So
we
have
three
guiding
principles
that
we
really
use
to
frame
all
of
our
work.
The
first
is
to
protect
public
health,
and
we
do
that
through
our
inspections
program
at
businesses
that
fall
under
the
health
code
to
support
our
businesses
through
education,
consultation
and
resources
and
then
to
be
part
of
a
city
that
works,
and
we
try
again
within
the
framework
of
the
state
code
to
be
as
as
Innovative
and
Nimble
as
we
can
be
and
I'm
going
to
talk
about
the
rest
of
the
presentation
in
terms
of
those
three
guiding
principles.
E
So
the
first
is
to
protect
public
health
and
we
spend
a
lot
of
time
addressing
or
or
trying
to
prevent
foodborne
illnesses.
So
the
CDC
estimates
that
each
year,
U.S
residents
experience
tens
of
millions
of
dollars
in
financial
losses
and
this
would
be
from
wages,
Hospital
costs,
Health,
Care
loss
productivity
for
the
8
million
people
who
experience
foodborne
illness
I'm,
one
of
them
not
not
today,
but
in
the
past
128
000
hospitalized
in
3
000
deaths
every
year,
and
this
little
icon
here
was
created
by
one
of
our
staff.
E
This
is
our
norovirus
guy
and
he
actually
went
viral.
E
When,
when
we're
in
when
we're
in
the
field,
we
really
focus
on
the
fda's
top
five
risk
factors,
and
these
are
risk
factors
that
are
really
can
contribute
to
foodborne
illness.
So
one
of
those
five
is
unsafe
source.
So
this
is
looking
at
things
like
for
sushi
grade
fish.
Does
it
have
a
leather
of
parasite
destruction
or
is
it
farm
raised?
If
it's
we're
looking
at
well,
we
just
have
a
couple
of
neural
or
not
norovirus
vibrio
cases
from
oysters.
E
So
when
bay,
where
the
oysters
are
harvested
gets
too
warm,
the
vibrio
increases
in
their
filter,
feeders,
and
that
makes
people
really
sick
and
so
oftentimes
bays
are
closed
because
of
some
of
those
things.
E
There's
been
a
lot
of
outbreaks
recently
associated
with
like
vegetables,
which
wasn't
common
before,
like
the
romaine
lettuce,
the
leafy
greens,
tomatoes,
green,
green
onions
and
sprouts,
and
things
like
that
time
and
temperature
we're
making
sure
that
food
goes
quickly
before
through,
what's
considered
the
food
danger
zone,
and
so
this
is
hot
and
cold,
holding
proper
cooling
things
like
that
and
then
cooking
temperature.
This
is
what
people
historically
think
about
when
they
think
about
foodborne.
E
So
this
would
be
making
sure
that
hamburger
is
cooked
to
155,
to
kill
the
E
coli
and
that
chicken
that's
cooked
to
165
to
cook,
kill,
salmonella
things
like
that,
and
then
hygiene-
and
this
is
actually
one
of
the
areas
where
we're
actually
seeing
an
uptick
in
the
number
of
outbreaks,
specifically
norovirus
outbreaks,
where
it's
more
of
a
person-to-person
oral
fecal,
Type
transmission,
so
importance
of
good
hand
washing
not
coming
to
work
when
you're,
sick,
proper
glove
use.
E
We
typically
do
between
five
and
seven
thousand
inspections
every
year,
and
this
is
very
typical
of
what
we
see
for
a
breakdown
of
our
first
routine
inspection
at
an
establishment.
So
you'll
see
that
businesses
with
10
or
more
points
end
up
having
a
re-inspection
and
we
work
very
hard
to
influence
change
and
gain
compliance
through
education
and
consultation.
And
we
do
that
in
every
step
of
the
way
here.
But
there
are
times
when
we
do
need
to
utilize
our
enforcement
tool.
E
Typically,
that
would
be
citations
after
a
second
or
third
inspection
or
follow-up
inspection
and
then
maybe
during
emergency
closure.
Emergency
closures
are
are
pretty
rare.
We
try
really
hard
to
get
compliance
in
other
ways,
and
you
can
see
here
from
this
quote
that
a
very
large
percentage
of
people,
more
than
90
percent,
were
satisfied
with
their
health
inspection
and
that
the
inspector
was
very
helpful
in
giving
them
tools
to
to
minimize
the
risk
of
foodborne
illness
moving
to
how
we
support
our
businesses.
E
And
this
is
our
food
safety
main
page
on
our
website,
and
you
can
see
that
there
are
all
sorts
of
resources
available
to
them,
including
posters
and
videos,
and
for
training,
and
this
is
just
a
little
bit
more
detail
of
some
of
those
materials
in
the
different
languages
in
which
we
have
them
available
and
I
wanted
to
throw
up
an
example.
These
are
ones
that
we
have
really
worked
hard
on
to
make
it
a
single
message,
very
visual,
simple
language,
so
that
it's
easy
to
translate
and
easy
to
understand.
E
Historically,
the
training
that
has
been
available
to
managers
our
training
has
been
available
to
managers,
but
not
so
much
to
food
workers,
and
so
that's
really
been
a
goal
of
ours
and
our
vision
is
to
make
sure
that
all
food
workers
have
an
opportunity
to
have
that
training.
In
2017
we
launched
an
online
training
program,
that's
readily
available
to
all
food
handlers.
E
So
if
you
own
a
business,
if
you
work
at
a
business
in
the
City
of
Minneapolis,
you
can
get
a
free
voucher
and
take
this
training
and,
as
you
can
see,
it's
also
available
in
many
languages,
and
then
we,
our
inspectors,
have
also
created
what
they
call
a
common
problems,
training
and
they
take
that
out
into
the
road
and
share
it
with
different
businesses
and
then
something
that's
unique,
I
think
to
Minneapolis
throughout
the
United
States.
Is
we
actually
contract
with
several
food
safety
consultants
and
and
we
provide
we,
we
pay.
E
We
help
pay
for
the
costs
of
of
the
Consultants
to
tailor
Education
and
Training
to
the
business
at
their
site.
So
it's
it.
It
can
be
it's
kind
of
on
the
job
training
to
like
hey.
You
should
wash
your
hands.
There
are:
oh,
that's
too
much
food
in
that
pan.
E
You
really
need
less
for
it
to
be
able
to
cool
properly,
and
we
utilize
this
prop
or
this
program
a
lot
with
businesses
that
we
know
want
to
comply
with
the
rules,
but
maybe
they
struggle
from
our
language
barrier
or
a
cultural
barrier
or
just
need
more
coaching
and
what
the
rules
say,
because
the
rules
are
Technical
and
they're,
written
Like
rules
and
so
they're
very
hard
for
even
Inc
for
language
English
to
understand.
E
And
then
one
of
the
other
Innovative
things
that
we've
done
here
in
Minneapolis
again
first
in
the
nation,
was
to
work
with
a
local
food
safety
consultant
to
create
a
certified
food
manager,
training
program.
So
in
Minnesota,
all
restaurants
are
required
to
have
a
certified
food
protection
manager,
but
all
of
the
classes
are
in
English,
Spanish
or
Chinese,
and
there
weren't
Indian,
Somali
and
so
in
one
of
our
meetings
with
the
Somali
with
the
Somali
group
of
restaurant
owners
they
identified.
This
is
a
need
and
so
global
globe.
E
And
then
our
third
tenant
is
that
we
want
to
be
part
of
a
city
that
works
I
mentioned
previously.
Our
delegation
agreement
holds
Us
in
all
delegated
programs
in
the
state
to
the
the
state
food
codes,
but
within
that
structure,
if
we
can
make
little
changes
or
improvements,
we
certainly
do
and
there's
a
list
of
them
here
that
we've
done
in
the
last
few
years.
I'll
just
touch
on
a
couple
of
the
newer
ones.
Community
Food
Distribution
is
something
that
we
help
create,
as
in
response
to
covid
and
food
insecurity.
E
The
THC
Edibles
is
actually
not
food,
but
we
get
a
lot
of
by
state
definition,
but
we
get
a
lot
of
calls
from
our
food
businesses
trying
to
understand
kind
of
where
those
lines
are
and
what
they
may
be
able
to
do
around
that
and
then
I'm
not
sure
if
you're
aware,
but
we
have
all
of
our
inspection
Reports
online.
So
you
can
go
in
and
and
look
up
a
restaurant
and
see
what
sort
of
violations
they've
had
and
and
utilize
that
tool.
E
And
then
we
do
a
lot
of
reaching
out
to
our
establishments
through
our
newsletters.
We
have
13
different
groups
that
we
send
newsletters
out
to
our
biggest
group
is
the
food
group
and
that's
about
7
600
emails,
and
we
have
about
9
000
in
our
in
our
database
and
again
this
little
snippet
of
how
well
the
inspectors
explain
problems
to
them
and
and
help
them
make
those
changes.
E
And
then
we've
we
always
have
lots
and
lots
of
projects
going
on
at
any
given
time
three
of
our
most
recent
ones.
The
allergen
survey
we
just
sent
out
last
week.
It's
an
opportunity
for
us
to
understand
what
food
service
staff
think
do
or
feel
about
allergens
or
people
who
come
in
with
allergies
and
are
asking
to
be
accommodated
and
then
we'll
utilize
that
information
to
be
be
able
to
provide
some
training
for
them.
E
We're
working
with
the
University
of
Minnesota,
Rock,
MN
and
I
believe
citool
on
looking
at
the
impact
of
Labor
shortage
and
covid
on
food
workers
and
then
we're
in
the
process
of
doing
a
risk
factor
study
where
we
look
at
all
of
the
violations
that
we've
seen
in
the
last
few
years
and
try
and
figure
out
what
sort
of
Education
we
should
tailor
to
to
our
businesses.
E
I
want
to
thank
you
again
for
your
time
and
just
say
what
a
privilege
it
has
been
working
with.
My
team
and
I'm
really
proud
of
the
good
work
that
we're
doing
in
the
community
and
I'd
like
you
to
stand.
If
you're
on
my
team
and
be
recognized,
so
you
can
see
who
are
the
faces
are
out
there.
A
Thank
you
so
much
for
that
presentation
is
there
Vice,
chair,
paint.
D
Thank
you,
madam
chair
I,
just
personally
wanted
to
say
thank
you.
You've
been
so
helpful,
just
in
the
last
24
hours
working
through
you
know
this,
balancing
of
keeping
the
community
safe
and
making
sure
that
our
businesses
are
running
smoothly
and
I'm,
just
really
grateful
for
all
the
help
that
you're
providing
and
hopefully
we'll
get
a
good
resolution.
Yes,.
A
F
I
agree,
thank
you
for
this
presentation.
I
remember
several
years
ago,
when
one
of
my
colleagues
really
enjoyed
when
we
were
putting
public
information
out,
so
everybody
could
look
up
their
local
establishments
and
see
what
kinds
of
how
their
favorite
foods
stacked
up
against.
Perhaps
the
safest
places
to
eat
around
our
city.
But
I
am
curious.
If
you
could
talk
a
little
bit
more
about
our
food
trucks.
E
Sure
it's
it's
been
trickier
this
last
year
because
it
used
to
be
that
they
were
all
downtown
or
many
of
them
were
downtown.
So
we've
found
most
most
of
the
food
trucks
that
we've
inspected
so
far.
We
have
found
them
at
events.
E
We
have
a
separate
system
where
we
track
the
food
trucks
that
we've
inspected
and
the
ones
that
we
need
to
inspect
and
the
ones
that
we
reinspect.
We
often
go
to
their
website
to
see
where
they'll
be
located.
E
F
So
then,
is
it:
are
they
kind
of
surveyed
based
on
them
being
out
and
serving
food,
or
are
you
looking?
Do
we
like
remind
me,
do
we
license
food
trucks
and
are
they
ones
that
have
an
address
in
our
city
and
what
about
all
of
the
ones
that
have
addresses
say
in
a
suburb?
Are
we
do
we
ignore
those
or
help
me
understand
sure.
E
E
If
it's
another
City's
food
truck,
we
would
license
it
when
it
comes
here.
If
it's
with
the
Department
of
Health
or
the
department
of
safety,
then
we
would
recognize
their
their
truck
license
here.
A
Any
further
discussion,
I
just
want
to
say
thank
you
so
very
much
that
infographic
was
hilarious.
Whoever
created
that
should
have
went
viral.
That
is
real,
also
I
want
to
say
I'm
impressed
by
the
the
training
that
you're
providing
in
the
multiple
languages.
So
like
25
years
ago,
I
was
a
restaurant
manager,
and
that
was
one
of
the
hardest.
A
Things
was
language
right,
A
lot
of
times
in
restaurants,
in
the
food
industry,
most
people
English,
isn't
their
first
language,
and
so
it
was
always
challenging
I
used
to
have
to
go
to
Cisco
and
do
these
food
safety
trainings
and
then
try
to
come
back
and
get
everyone
in.
You
know
in
multiple
restaurants
up
to
speed
and
it
was
the
hardest
part
of
the
job
ever
so.
A
A
Important
to
us
absolutely
thank
you
and
so
seeing
no
other
questions
I'll
direct
the
clerk
to
receive
and
file
this
report.
Thank
you
for
the
presentation
and
thanks
to
your
team.
Thank.
E
A
G
Hi
good
afternoon,
chair
Vita,
Vice,
chair
Payne
and
the
committee
members.
Thank
you
for
having
me
my
team
and
a
number
of
staff
colleagues
here
today.
G
As
a
chair
said,
my
name
is
Taylor
Crouch
Dotson
I
use
see
him
pronouns
and
I'm
a
program
manager
with
office
of
performance,
Innovation,
I'm
joined
by
OPI
director
Brian
Smith,
my
colleagues,
Marisha
McAdoo
and
Adar
makatal
and,
as
you
know,
the
work
of
reimagining
Public
Safety
requires
a
collaboration
across
many
departments
across
the
city
and
so
I
am
joined
here
today
by
a
number
of
those
partner
agencies.
G
Jennifer
geiselhart
from
911
interim
director,
Rebecca
Sandal
from
3-1-1
program
manager,
Candice
Hansen
from
the
BCR
media
relations
coordinator,
Michael
Douglas
from
Communications
interim
director,
Josh
Peterson
from
Office
of
violence
prevention,
deputy
chief
Eric
Forrest
from
Minneapolis
Police,
Department
interim
director,
Karen
Mo
from
neighborhood
and
community
relations,
projectors,
Surrey,
Garnett,
Hochuli
from
regulatory
services
and
director
Ahmed
adao
from
traffic
control.
It's
in
a
lot
of
people,
but
I
wanted
to
just
name
that
a
lot
of
those
people
are
here
today.
In
case
you
have
more
specific
programmatic
questions.
G
G
G
Development
of
the
pilot
evaluating
is
in
which
the
pilot
is
active,
but
it's
under
ongoing
review
by
our
office
for
performance
and
the
implemented
stage
is
recognizing
kind
of
like
a
fully
operational
or
perhaps
even
concluded
pilot,
and
it's
ready
for
ongoing
monitoring
by
our
team
today,
we'll
be
highlighting
specifically
those
pilots
in
the
past
quarter
in
the
evaluation
and
implementation
stage.
G
The
first
pilot
is
transferring
non-emergency
calls
from
911
to
3-1-1
a
prior
engagement
research
in
2020.
The
desired
outcome
of
this
pilot
was
to
reduce
the
number
of
call
transfers,
as
community
members
become
more
aware
of
alternative
filing
options
in
June
of
2021
911
began
transferring
select
non-emergency
reports
from
911
to
311
and
in
2021
we
saw
a
steady
decline
in
those
calls
transfers,
as
we
see
on
the
chart
there
with
the
warmer
months,
came
more
call
transfers
and
in
the
last
quarter
alone,
which
is
emphasized
in
the
green
bars.
G
We
can
then
go
deeper
into
these
types
of
police
reports
by
looking
at
some
of
the
key
takeaways
from
our
2020
research,
which
discovered
that
there
was
an
overall
preference
for
web-based
reporting
options
instead
of
going
in
person.
Currently
301
operates
during
the
day
7
A.M
to
7
PM
Monday
through
Friday,
but
they
do
have
a
24
hour,
24
7
access
with
a
301
app
that
folks
can
download,
and
so
on.
G
This
bar
we're
seeing
the
difference
between
agent,
which
represents
the
number
of
calls
that
are
taken
in
by
three-on-one
agent
during
their
operating
hours
and
online,
represents
those
web-based
options
going
online
using
the
app
and
on
here
in
Quarter
Two
we're
seeing
a
25
increase
in
the
total
number
of
submitted
301
reports
and
70
of
those
reports
were
filed
online.
This
is
tracking
the
trends
that
we
were
seeing
in
2020
and
is
affirming
the
need
for
more
web-based
options
going
forward
as
well.
G
G
We're
not
able
to
pinpoint
exactly
like
why
that
may
be
happening,
but
overall
it
could
be
a
combination
of
people
being
more
aware
of
the
service
and
being
able
to
provide
it
rather
than
other
external
factors.
But
this
is
again
another
piece
that
we're
constantly
monitoring
which
are
allowing
us
to
track.
G
As
we
continue
on
more
year-over-year
Trends,
we
will
say
that
this
does
kind
of
spark
a
question
around
capacity
for
three
and
one
in
the
city
to
ensure
that
we're
able
to
provide
the
appropriate
level
of
response
for
people
when
they
are
in
need.
G
G
So
the
next
type
is
a
non-emergency
responses
being
transferred
from
911
to
311.
Is
the
traffic
and
parking
complaints?
This
type
of
call
is
received
by
three
on
one
and
handled
by
traffic
control
within
regulatory
services.
G
Here
we
can
see
a
breakdown
of
those
calls
based
on
filing
options
with
3-1-1
sorry
I'm
on
the
wrong
slide
and
unlock
police
reports.
Traffic
and
parking
complaints
are
primarily
filed
by
phone
with
a
thrown
on
agent,
whereas
a
third
or
only
conducted
online.
So
again,
we're
seeing
this
kind
of
constant
balance
between
some
reports,
especially
with
police
reports,
are
preferred
to
do
online.
Others
that
are
like,
maybe
more
in
the
moment,
aspects
like
a
traffic
or
parking
issue.
You
want
to
be
able
to
talk
to
someone
right
there
and
then
so.
G
G
Traffic
control
agents,
if
you're
unfamiliar,
are
unarmed
civilian
staff
and
they
provide
parking
and
traffic
Services
city-wide.
During
our
2020
research
with
Community,
we
asked
what
type
of
alternative
response
to
police
Community
would
like
to
receive
when
reporting
this
type
of
issue,
and
there
was
an
overwhelming
preference
for
Traffic
Control.
We
learned
that
they
have
long-standing
relationships
within
the
community,
especially
within
our
culturally
underrepresented
communities
in
Minneapolis.
The
existing
data
here
provides
a
snapshot
specifically
of
that
overnight
shift.
G
G
Since
the
pilot
launch
in
October
of
2021,
we
are
seeing
police
continuing
to
respond
to
some
non-emergency
parking
and
traffic
issues
at
higher
rates
than
we
really
anticipated,
and
this
was
not
something
that
we
were
exactly
anticipating,
but
at
the
same
time,
kind
of
reiterating
the
need
for
this
is
to
be
seen
as
a
pilot
as
something
that
we're
continuing
to
grow
and
learn
from,
and
so
therefore,
we're
working
with
our
partners
in
9-1-1,
police
and
traffic
control.
G
So
I
know
I've
already
shared
a
lot
and
I
do
have
some
more
information
that
will
go
into
our
behavioral
crisis
team.
But
I
wanted
to
pause
to
see
if
a
chair
or
any
of
the
committee
members
had
any
questions
about
the
non-emergency
response,
since
it
will
be
kind
of
a
topic
shift.
G
Thank
you.
So
the
next
set
is
our
emergency
response,
just
like
our
other
Pilots.
This
is
also
somewhat
of
a
package
deal
and
we
can
think
of
where,
within
the
process
in
which
a
Community
member
interacts
with
the
city,
where
we
found
points
to
make
improvements
or
changes,
so
you
can
see
them
listed
here.
G
We
will
be
doing
a
deep
dive
into
the
behavioral
crisis
response
team,
as
the
many
of
as
many
of
you
are
familiar
with
it's
the
city's
newest
first
responder
program
that
provides
in-person,
de-escalation,
support
and
resources
to
people
experiencing
a
mental
health
crisis.
They
are
unarmed,
dispatched
by
9-1-1
city-wide
and
operate
in
two
vans.
G
Last
quarter,
we
provided
some
high-level
key
performance
measures
which
we
have
now
updated
with
data,
including
Quarter
Two,
the
average
response
rate
increased
to
about
114
calls
per
week.
It
was
about
a
hundred
last
quarter.
Bcrs
responded
to
now
more
than
3
300
calls
in
total
and
as
of
April
end
of
April
of
this
year,
operations
increased
to
24
hours
a
day
Monday
through
Friday,
as
well
as
a
day
shift
on
weekends,
and
they
are
continuing
to
hire
more
so
that
we
can
reach
that
24
7
hour
operation
soon.
G
As
the
city's
largest
unarmed
Public
Safety
pilot,
we
selected
a
handful
of
guiding
questions
to
both
help
scope,
our
monitoring
and
evaluation
of
the
program,
as
well
as
just
be
transparent,
with
the
public
about
how
we're
measuring
their
work.
This
does
mirror
the
quarter.
One
presentation-
so
hopefully
these
are
familiar
to
you-
also
be
providing
some
context
around
how
911
handles
calls
mainly
for
the
community
who
are
listening.
G
So
the
first
question
is
what
kinds
of
incidents
are
eligible
for
a
BCR
response.
Bcr
response
to
a
specific
set
of
emergency
calls
one
that
involve
a
behavioral
mental
health
crisis.
No
weapons
or
violence
can
be
occurring,
no
medical
emergency
is
needed
or
drugs
or
alcohol
are
not
escalating
a
situation.
These
are
really
important
factors
not
only
for
the
safety
of
our
responders
but
honestly
for
the
needs
of
the
of
the
Community
member
in
crisis,
so
they
can
ensure
they
get
the
right
response.
G
This
set
of
criteria
is
being
used
by
911
dispatch
when
they're
receiving
information
from
the
call
Taker
and
whether
BCR
is
going
to
backing
up
someone
or
any
of
it.
These
criteria
must
be
met
in
order
for
them
to
appear
at
the
scene.
G
Another
aspect
of
911
call
handling
is
the
use
of
pncs,
which
we've
mentioned
before,
but
they
stand
for
problem-nature
codes
and
pncs
are
used
by
911
to
categorize
a
call
based
on
the
situation.
Each
PNC
is
tied
to
a
type
of
response
team
and
specifically
for
BCR.
They
responded
two
types
of
pncs,
BCR
and
bcrw,
we'll
go
into
kind
of
some
detail
about
what
that
looks
like.
G
So.
The
second
question
is
how
many
calls
were
eligible
for
a
BCR
response
when
a
call
is
answered
by
9-1-1,
it's
given
a
PNC
as
I
was
mentioning,
but
as
a
911
call
taker
listens
to
the
details
of
a
situation,
the
PNC
may
change,
and
so
a
call
may
be
given
many
pncs
throughout
the
lifespan
of
that
call.
G
That
first
PNC
is
known
as
initial
PNC
and
it's
being
used
as
a
proxy
for
us
to
measure
the
volume
of
eligible
calls
for
a
BCR
response,
and
here
we're
seeing
it
compared
to
a
new
one
called
pic,
which
is
a
person
in
crisis.
That
particular
type
of
call
code
is
specific.
For
a
type
of
mental
health
response
that
does
require
police
to
be
present,
maybe
there's
weapons,
maybe
there's
some
other
situation,
but
it's
a
type
of
situation.
That's
not
specific
for
BCR,
but
holistically.
G
This
bar
graph
is
showing
all
types
of
mental
or
Behavioral
Health
calls
coming
through
the
9-1-1
on
a
monthly
basis
and
since
launch
at
BCR
in
December
of
last
year.
The
total
number
of
eligible
calls
is
in
increasing
consistently,
which
we
feel
like
is
a
combination
of
911
dispatchers,
being
able
to
recognize
when
it's
a
BCR
call
and
perhaps
even
more
of
a
OPI
would
hope,
a
trust
from
Community
being
able
to
call
into
9-1-1
for
assistance,
foreign.
G
Let's
see,
the
third
question
is
how
many
calls
received
a
BCR
response,
so
while
we
were
able
to
say
how
many
calls
are
kind
of
coming
into
the
system,
how
many
actually
then
get
a
BCR
response?
So
in
that
case
we
use
the
final
PNC,
which
was
the
last
code
used
on
a
call.
G
This
is
allowing
this
gives
us
kind
of
a
Salient
description
of
the
incident
indicates
which
agencies
were
ultimately
assigned,
so
here
we're
also
using
final
PNC
as
a
proxy
to
measure
the
response
rate
between
quarter
one
and
Quarter
Two
of
this
year.
The
average
number
of
calls
per
month
receiving
a
a
BCR
response
has
increased
by
more
than
23
percent.
G
G
Neighborhoods
are
also
really
helpful
because
it
kind
of
Dives
deeper
into
a
specific
Community.
That's
there
and
as
of
course,
council
member
is
very
aware
of
kind
of
those
different
areas-
businesses,
residents
and
such
so
as
we
move
into
Quarter
Two,
which
is
mapped
on
the
right.
We're
able
to
see
kind
of
that
shift
in
the
data
in
which
we
are
seeing
higher
concentration
of
calls,
primarily
in
the
downtown
and
Southwest
Minneapolis
area
and
with
at
the
precincts
level
there
is
the
highest
concentration,
is
within
Precinct
three
and
one.
G
We
can
then
also
show
this
data
at
the
ward
level.
This
was
I
believe
a
question
we
had
from
our
last
quarter.
So
we
calculated
it
both
for
quarter,
one
on
the
left
and
then
shifting
to
Quarter
Two.
The
biggest
takeaway
here
is
that
we're
seeing
a
higher
concentration
in
every
war
throughout
the
city,
with
the
highest
being
in
Wards,
seven
and
five.
G
G
Our
fifth
question
is:
how
were
these
calls
resolved
so
at
the
conclusion
of
a
call,
the
primary
agency?
Sorry
primary
responder,
for
that
call-
will
use
what's
called
a
disposition
code.
These
codes
do
carry
specific
definitions
for
different
agencies,
so
for
BCR,
the
top
three
resolution
codes
are
listed
here
with
definitions.
It's
important
to
note
that
we're
showing
the
data
in
a
quarter
over
quarter,
Trend,
and
so
each
quarter.
G
We
are
seeing
slightly
higher
Trends
than
we
would
like
to
see
for
the
gone
on
arrival,
which
indicates
that
by
the
time
Besar
arrives
at
a
at
a
scene.
The
person
is
not
there,
and
so
it's
something
that
we're
going
to
be
tracking
again,
and
it's
just
two
bands
right
now
in
operation,
and
so
we
would
love
to
see
that
rate
go
down,
but
that
just
tends
to
happen
sometimes
and
then
the
other
one
is
transport.
G
This
is
a
really
important
piece,
because
it's
a
big
service
that
the
BCR
is
providing
to
community
members,
because
one
of
our
two
of
our
big
goals
for
the
program
is
to
decrease
unnecessary,
hospitalization
and
and
the
criminalization
of
mental
health
when
we
direct
and
provide
people
stable
locations
outside
of
a
hospital
outside
of
a
prison,
we're
able
to
get
them
into
a
healthier
Place,
Long
Term.
So
we're
really
happy
to
see
that
being
a
high
rate,
because
it's
a
unique
service
that
they're
providing
to
the
community.
G
So
our
final
question
is
how
do
BCR
responders
feel
about
the
quality
of
their
service?
So
I'm
actually
going
to
pause
speaking
and
ask
for
a
program
manager,
canis,
Hansen
and
one
of
the
responders
for
the
program
to
speak
a
bit
about
successes,
challenges,
rewards
and
frustrations
from
the
past
quarter.
G
C
Thank
you,
madam
chair,
so
to
go
back
to
your
observation.
That
transportation
is
so
important.
What
is
the
protocol
when
someone
refuses
to
help
or
doesn't
want
the
transportation.
G
Yeah,
all
of
the
transportation
that
is
conducted
is
voluntary,
which
is
a
really
important
piece,
and
so
anything
that
is
done
is
done
in
cooperation
between
the
be
serious
bonder
and
the
person
in
crisis.
And
that's
a
specific,
that's
just
a
specific
point
that
everything's
voluntary.
C
G
H
So,
there's
probably
going
to
be
a
variety
of
things
that
happen
in
that
scenario,
depending
on
what
the
situation
is
in
the
call
our
responders
are
trained
to
kind
of
meet
community
members
where
they
are
so
depending
on
what
the
problem
is.
They
may
they
might
say,
okay
yeah,
you
can
go
on
about
your
business
right
also,
it
might
be
a
different
situation
where
they
say.
No,
we
don't
want
transport,
but
how
about
something
different,
there's
been
times
where
responders
will
say?
Okay,
you
don't
want
to
get
in
the
van.
H
What
about
we
walk
you
down
the
street
to
this
other
safe
place
that
you
want
to
go
and
they
just
walk
with
them,
and
so
our
responders
often
get
to
be
pretty
creative
when
it
comes
to
figuring
out
something
with
the
Community
member
that
they
do
want
or
need
to
help
resolve
their
crisis.
So
the
the
solution,
every
time
is
not
going
to
be
a
transport
if
they
don't
want
it
to
everything
is
voluntary,
but
we
are
used
to
trying
to
figure
out
something
that
we
can
do
to
help.
C
Okay,
thank
you
and
I.
I
have
a
couple
more
questions,
Madam
chair,
so
on
page
10
slide
10!
You
talk
about
the
takeaway
during
the
overnight
shift.
Please
continue
to
respond
to
non-emergency
parking
issues
at
a
higher
rate
than
traffic
control.
Is
that
because
this
is
later
in
the
AM?
Is
it
two
three
four
in
the
morning?
Is
that
why
that
happens
so.
G
So
the
overnight
shift
is
specific
yeah,
so
it's
11
P.M
to
around
7
00
a.m,
on
Monday
through
Friday,
and
we
are
I'm
not
able
to
answer
specifically.
G
Why,
like,
perhaps
like
police,
may
be
responding
to
more
calls
than
traffic
control,
whether
it's
an
access
issue
or
whether
it's
just
a
general
dispatch,
because
the
calls
that
come
in
through
9-1-1
can
be
sent
to
a
responder,
but
also
MPD
is
able
to
proactively
do
ticketing
or
any
type
of
other
parking
issues,
while
they're
out
in
the
field,
and
so
it's
a
bit
of
like
a
shift
in
the
way
that
I
think
we
might
be
collecting
the
data
that
it
was
originally
designed
for,
which
is
allowing
more
flexibility
of
you
know
whether
you're
sent
somewhere
or
if
you
find
something,
and
so
we're
recognizing
a
need
to
kind
of
look
at
the
design
of
the
pilot
to
make
sure
that
we're
able
to
answer
those
types
of
questions
and
right
now
we
just
were
unable
to
right
now.
G
G
C
Thank
you,
two
more
questions.
So
on
page
seven,
you
you're
one
of
your
takeaways
is
the
52
percent
increase
in
Theft
reports
in
the
82
percent
increase
in
property
damage
reports,
and
you
could
you
restate
why
you
think
that
is
happening?
One.
G
Of
the
pieces
that
301
leadership
shared
with
us
is
that
typically
just
like
in
warmer
months,
they
tend
to
see
just
higher
call
volumes
in
general.
That's
a
potential
aspect,
the
comparison
between
year
over
year,
when
we're
looking
at
Q2
of
last
year,
and
this
year
we
weren't
able
to
identify
a
specific
reason
for
that.
C
Okay
and
then
on
page
five,
can
you
talk
a
little
bit
about
this?
Is
the
monthly
call
transfer
there's
that
dip?
Is
that
say
from
it
peaked
in
August
of
21
and
then
it
dipped
and
it
really
didn't
get
back
there
until
April
of
22
or
actually
may
of
22.?
Is
that
a
seasonal
dip
or
or
what
do
you
attribute.
G
That
to
that
was
also
something
that
301
leadership
had
shared,
that
there
tends
to
be
sometimes
a
lower
call
rate
in
the
colder
months,
but
this
is
specific
to
call
transfers
from
911
to
3-1-1
and
so
overall,
there's
obviously
more
calls
in
total
that
are
happening,
but
we're
not
able
to
specify
Beyond
these
kind
of
early
Trends
to
see
seasonal
is
one
potential
anecdote
that
we've
seen
over
time,
but
until
we
can
get
more
year-over-year
Trends
to
be
able
to
compare
them.
G
G
F
Thank
you,
madam
chair
I,
have
both
questions
on
the
traffic
enforcement
side
and
also
the
problem
nature
code
side
first
to
go
back
to
slide
10
for
just
a
minute
or
it
on
this
topic.
It
it
seems.
Was
this
pilot
and
I?
Forgive
me
if
you
said
it
at
the
very
beginning,
was
it
controlled
or
set
to
just
10
neighborhoods
is
that
was
that
the
scope
of
the
pilot
was
CityWalk
have
so
it
was
Citywide,
but
they
the
this
is
where
the
responses
were
by
these
traffic
control
agents.
F
Thank
you
and
then
what
are
the
other?
It
mentions
on
this
Slide.
The
team
provides
additional
services
to
the
community
when
not
responding
to
things.
Is
that
proactive
looking
in
these
neighborhoods
or
what
are
the
other
overnight
services
that
these
professionals
are
doing
in
the
community?
It's
a
curiosity,
more
than
anything
I'd.
I
I
The
calls
are
coming
from,
especially
the
9-1-1,
so
what
they
do
is
they'll
just
go
drive
and
make
sure
that
we
pay
attention
to
the
safety
enforcement
piece,
which
are
mostly
the
driveways
and
the
alleys
and
and
and
Via
hydrants,
and
all
that,
so
they
do
go
out
and
and
drive
through
the
neighborhoods,
at
least
to
show
their
presence
as
well,
because
the
program
is
still
new
and
we're
doing
a
lot
of
campaign
and
educating
folks
that
we
are
here
now.
24,
7
and
people
can
call.
F
Thank
you
I
appreciate
that,
if,
if
I
may
about
the
problem,
nature
codes,
Mr,
crouched
absent
looking
at
your,
you
were
on
slide
16
and
17..
The
difference
between
the
initial
problem,
nature
codes
and
the
final
ones.
A
couple
of
observations.
The
first
is
on
your
takeaways.
She
on
slide
17.
You
talk
about
how
the
BCR
or
bcrw
response
increased
by
23
and
that's
notable,
except
that
the
person
in
crisis
problem
nature
code
ended
up
increasing
a
lot
more
than
that
it
increased
31
in
that
same
time.
F
So
that's
troubling,
but
maybe
explained
by
some
of
the
seasonal
fluctuations
in
in
data
and
I,
was
wondering.
If
you
had
any
comment
about
it
and
I
think
maybe
the
person
behind
you
does.
G
I,
don't
so
specific
to
the
the
data
piece.
I!
Don't
have
a
comment
as
to
like
why
that
might
be
happening.
We
do
see
that
the
more
that
be
Sarah
is
able
to
staff
up
they're
able
to
handle,
of
course,
more
calls
and
more
capacity,
I'm,
not
sure
if
it
might
be
a
seasonal
aspect,
again,
I
think
kind
of
going
back
to.
Unfortunately,
my
perhaps
unsatisfactory
answers
to
councilmember
rainville
around
some
of
those
Trends,
because
we
haven't
been
able
to
do
year
over
year.
G
Quite
yet,
it's
going
to
be
hard
to
be
able
to
identify
if
this
is
new
or
if
this
is
more
of
a
pattern
that
we
can
anticipate
going
forward.
F
Thank
you.
On
the,
on
the
other
hand,
it
seems
like,
when
you
look
at
the
differences
between
your
chart
in
16
and
17,
that
dispatchers
seem
to
be
getting
more
accurate
in
how
they're,
quoting
the
call
meaning
the
initial
disposition
is
closer
to
the
final
disposition
and
I'm
curious.
Is
that
a
learning
curve
or
have
the
was
there
a
change
in
the
questions
or
how
are
you
getting
better
at
this.
G
So
I
want
to
be
cautious
around
doing
like
a
direct
link
between
the
initial
and
the
final
PNC,
and
the
reason
why
I
say
that
is
because
the
reason
for
why
a
call
May
shift
coding
doesn't
always
like,
isn't
the
responsibility
always
like
of
the
call
agent.
It
may
just
be
situation
changes
it
may
be.
G
It
was
a
totally
eligible,
BCR
call
from
the
start,
and
then
some
new
situation
comes
in
and
now
it's
like
a
car
crash,
or
now
it's
this
other
situation,
and
so
the
link
between
like
a
one
for
one
between
the
two
charts
is
we
want
to
try
to
avoid
the
kind
of
one-to-one,
because
it
doesn't
always
mean
that
it's
something
having
to
do
with
how
the
calls
are
being
dispatched.
It's
just
kind
of
situational.
G
We
are
recognizing
that
we
would
love
to
give
some
more
nuanced
aspects
of.
Can
we
answer
your
question
a
little
bit
more
thoroughly
in
the
sense
of
you
know?
Is
it
the
training
or
is
it
the
type
of
questions?
Is
it
people
being
able
to
respond
quicker?
We
just
don't
have
that
because
each
one
of
those
calls
can
have
up
to
like
for
10
different
PNC's,
just
with
the
more
information
they
get.
G
So
that's
kind
of
we
separate
them
almost
as
like
that
initial
aspect
of
how
is
9-1-1
understanding
the
situation,
which
we
do
agree
that
the
more
that
the
P
that
the
911
agents
have
training
and
experience
with
taking
in
calls
they're
going
to
be
able
to
properly
code
them.
But
you
know
between
that
and
when
the
BCR
goes
to
the
call,
there's
a
large
number
of
reasons,
whether
it's
capacity
situation
changes.
It's
not
always
from
the
911
side,
is
what
I'm
trying
to
explain.
G
D
F
If
I
I
think
that
would
mean
just
looking
at
the
the
totals
of
the
final
or
the
initial
problem,
nature
code
totals
or
something,
and
when
looking
at
that
versus
the
total
number
of
calls
for
service
that
we're
not
able
to
respond
to
in
other
ways
other
than
sending
a
police
department.
So
I'm
just
curious.
What
percentage
of
calls
are
we
actually
talking
about.
G
Yeah,
that
is
a
that's
a
great
question,
and
it
is
one
that
we
honestly
have
been
trying
to
research
and
work
with
our
it.
Partners
I
don't
have
that
answer
right
now
because
of
the
shifting
of
call
types
throughout
the
history,
but
that
is
something
that
we're
actively
looking
into
yeah
I.
We,
unfortunately
just
don't
have
that
number
right
now.
Thank.
A
Vice
president
Paul
massano,
just
I,
have
been
talking
to
director
Smith
about
this
very
thing.
Thank
you
for
the
presentation.
You've
had
a
lot
of
questions.
You've
answered
a
lot
of
questions
that
I've
had
meetings
with
director
Smith
about
so
thank
you,
but
we've
been
having
conversations
about
the
tracking
of
the
very
question
that
you
just
asked
and
I
am
hoping
that
soon
we'll
get
those
answers.
Thank.
A
D
Thank
you,
madam
chair
yeah
I
was
just
looking
at
the
on
slide
20.
The
call
disposition
totals,
and
this
going
on
arrival
with
that
number
be
probably
the
best
expression
of
understanding
the
difference
between
what
our
capacity
is
and
what
we're
not
able
to
mean
in
terms
of
you
know
it
had
we
had
more
Vans
with
that.
You
know.
D
For
me
to
answer
that,
one
yeah
yeah
the
gun
on
arrival
is
that
the
best
as
I'm
looking
through
the
data
like
I
I,
understand
there
to
be
a
shortage
of
of
capacity.
To
respond
to
every
call.
Is
that
best
reflected
in
the
going
on
arrival
number?
Or
would
it
be
something
like
looking
at
the
initial
PNC
and
final
PNC
I'm,
just
trying
to
get
a
better
understanding,
I
mean
obviously
trevitas,
probably
getting
into
those
specifics,
but
has
gone
on.
Arrival
seems
like
a
good
shorthand.
Maybe.
C
H
That
number
is
a,
for
us
at
least
seems
to
be
the
best
reflection
of
what
is
it
that
we
we
can't
get
to.
We
haven't
been
able
to
get
to,
and
especially
because
yeah
people
are
moving
irresponders
do
a
lot
of
like
searching
around.
If
we
can't
find
folks
and
a
lot
of
times
yeah.
Sometimes
we
are
getting
there
kind
of
our
response.
Time
isn't
as
fast
as
it
could
be,
and
then
we,
when
we
get
there,
the
situation
has
has
changed
or
the
person's
gone,
and
we
can't
help
so
yeah.
D
I
believe
last
quarter
you
had
mentioned
like
one
of
the
challenges
is
even
when
you
have
a
successful
interaction
with
somebody
there's
not
always
those
Downstream
resources,
I,
wonder
if
you
could
just
speak
to
that
landscape
of
what
are
the
various
types
of
mental
health,
what
what
kind
of
infrastructure
exists
right
now,
and
maybe
how
can
we,
as
policy
makers,
think
through
whether
it's
partnership,
but
the
county
partnership
with
the
state
to
really
identify?
What
is
that
Gap?
Yes,.
H
H
If
there's
a
person
that
they
find,
who
does
not
have
a
place
to
go
the
options
for
getting
them
somewhere
into
a
shelter
or
whatever
is,
are
pretty
much.
None
at
that
point,
the
earlier
hours
of
the
day,
it's
easier
to
get
folks
in,
and
so
we
have
been
as
a
team
or
we
are
just
starting
to
after
We
Gather.
This
information
we're
starting
to
try
to
try
to
really
dig
into
what
what
is
available
after
hours.
So
that's
one
thing,
that's
missing.
H
Another
thing
that
has
been
really
challenging
for
us
is
non-hospital
crisis
stays,
so
you
guys
are
familiar
with
crisis
residences.
We
have
a
few
in
Minneapolis
and
then
a
few
in
the
surrounding
areas
as
well,
and
those
have
unfortunately
been
they
were
a
resource
that
we
really
thought
we'd
be
able
to
utilize
when
we
were
conceptualizing
this
program.
It
really
just
has
not
shaken
out
that
way.
My
responder
staff
said
that
more
often
than
not,
there's
always
there's
just
some
barrier
to
getting
them
into
crisis.
H
Residences
and
crisis
residences
are
really
key,
because
there's
hospital
is
the
highest
level
of
care
and
there's
a
lot
of
people
who
would
be
in
crisis
and
who
really
need
that
short-term
help,
but
don't
meet
the
criteria
for
hospital,
and
so
really
crisis
residents
are
meant
they're
meant
to
catch
that
population
and
connecting
with
them
and
getting
people
in
has
been
really
difficult
for
us
at
all
times
of
the
day,.
D
And
then
a
follow-up
to
that
I've
done
some
research
on
these
types
of
facilities.
One
program
I
looked
into
was
the
certified
community
behavioral
health
clinics
program
through
samhsa,
which
is
a
federal
program,
but
it's
it
looks
like
there
are
some
of
those
facilities
in
Minnesota
I
just
can't
find
which
of
those
facilities
are
technically
one
of
these
other.
Are
you
familiar
with
this
program
at
all,
I.
D
Yeah
I
know
right
so
I'm,
trying
to
just
dig
into
this
and
kind
of
figure
out.
It's
one
thing
to
get
BCR
stood
up,
it's
a
whole
nother
thing
of
there's
such
a
need
for
the
that
service
after
you've,
maybe
you
know
address
the
immediate
crisis,
but
now
they
still
need
help,
but
you
need
to
move
on
to
your
next
call
and
I'm
just
trying
to
move
all
the
way
Downstream
to
try
to
figure
these
things
out.
So
thank
you.
A
Any
other
questions
I
just
have
a
couple
quick
questions.
First,
one
is,
you
know
the
last
presentation
we
had
we.
There
was
some
discussion
about
needing
more
Staffing,
just
wondering
how
many
BCR
staff
exists
now
and
if
you've
had
any
luck
with
hiring
new
staff
in
this
quarter,.
A
So
how
many
staff
do
you
currently
have
and
then
what
you
know
the
last
time
you
presented,
we
talked
about
the
struggle
with
hire
a
new
staff
and,
if
you've
been
able
to
hire
staff
yeah.
H
H
so
right
now
that
was
that's
actually.
Actually
one
of
the
challenges
that
I
was
going
to
talk
about
in
this
slide
is
I
really
have
been
with
Personnel
hiring
recruiting.
We,
we
are
into
the
the
the
hours
that
are
harder
to
hire
for
in
general,
like
those
overnight
hours,
those
part-time
hours,
those
as
needed
hours,
and
so
those
are
naturally
going
to
be
more
difficult
to
hire
for
so
that
has
been
a
challenge
for
us.
H
You
know
to
be
honest
with
you,
there's
a
a
other
issues
too
that
have
come
up
like
some
of
the
uncertainty
within
the
city
and
about
the
the
city
structure
and
the
I
think
that
there
are.
That
has
been
somewhat
of
a
barrier
for
recruiting,
because
a
lot
of
people
ask
what's
the
future
of
this
program.
What's
going
to
happen
next,
what's
what's
going
on
next
year
and
so
I?
Imagine
that
probably
has
impacted
our
ability
to
recruit
as
well.
H
I
also
think
that
just
kind
of
in
general,
our
Personnel
we've
had
personal
challenges
when
it
comes
to
just
a
new
group
of
people
starting
in
general
I,
don't
know
if
any
of
you
has
ever
been
a
part
of
like
a
brand
new
Department
or
a
brand
new
team
starting,
but
any
new
group
has
its
challenges
with
forming
its
identity
and
its
norms,
and
all
of
that-
and
so
our
team
is
up
to
that-
and
that
includes
you
know
some
challenges
here
and
there.
So
we've
been
working
through
that.
A
Thank
you
so
much
and
then
I
think
you
kind
of
said
it,
but
I
just
wanted
to
make
sure
I
was
clear
on
the
gone
on
arrival
right.
You
said
that
it
is
I'm
wondering
about.
Is
it
because
it
takes
you
a
certain
amount
of
time
to
get
there
that
they're
probably
gone
or
that
they
just
want
to
be
gone
right
like
sometimes
when
someone
knows
someone's
calling
they're
like
I'm
out
I?
Don't
you
know
what
I
mean
like?
Have
you
been
tracking?
Is
it
just?
A
H
Our
assumption
is
that
it's,
we
only
have
two
Vans
and
it
took
us
some
time
to
get
there.
However,
what
I
have
some
curiosity
about?
What
I'd
like
to
look
into
further
is
What's
the
timing
on
those
calls
like
how
long
before
it
elapses
between
when
we
get
the
call
transferred
to
us
and
then
we
are
showing
up
there
and
so
I
think.
If,
if
they
were
able
to
get
that
information,
then
it
can
give
us
more
information
about,
like
maybe
I'll
reinterpreting,
that
correctly
right.
It's
it's
an
interpretation.
H
The
other
thing
I
would
be
curious
about
too,
is
like
how
does
that
are
gone
on
arrival
compared
to,
for
instance,
other
other
responding
agencies
is
like
MPD
or
EMS
or
whatever
or.
A
If
someone
got
there
before
you
right
like
if
it's
a
delay
thing
like,
did
they
get
an
ambulance
or
you
know
something
else
occurred.
Possibly
is
there
a
way
that
you
have
you
know
those
type
of
interventions
with
dispatch?
Just
say
you,
you
are
on
your
way,
but
you're.
You
know
you
got
two
fans,
so
it's
taking
a
little
time,
but
this
situation
escalates
to
something
else,
and
if
you
get
there
and
they're
gone
like
did
they
go
with
an
ambulance
or
police
or
something
would
you
know
that
so
we
would.
H
Know
that
okay,
we
would
know
that
and
and
and
also
I
mean
I,
don't
know.
If
I
can
it
I
don't
want
to
generalize
I
want
to
say
anything,
that's
not
true,
but
I
think
it
would
be
rare
that
EMS
would
be
able
to
get
there
before
us.
I,
don't
know
okay
MPD,
depending
on
the
situation,
probably
not
as
well.
A
G
One
of
the
aspects
that
I
just
wanted
to
reiterate
is
the
BCR
Vans
were
specifically
designed
to
not
have
sirens
and
lights
and
be
able
to
move
like
a
patrol
officer
or
like
an
ambulance
through
the
city,
and
that
was
really
that
was
a
a
really
specific
choice
that
we
made
in
order
to
avoid
escalating
a
situation
further,
because
we
did
hear
that
sirens
and
lights
do
tend
to
build
up
that
anxiety,
more
than
is
necessary,
and
so
we
are
trying
to
find
this
balance
right
so
to
canis's
Point
around
comparisons,
it's
kind
of
hard
to
compare
BCR
to
other
First
Responders,
just
because
they
operate
differently
in
the
city
than
BCR,
and
so
there
is
a
point
around
just
the
two
Vans,
but
they
just
you
know,
function
they
can't
just
kind
of
skirt
through
traffic
and
so
we'll
be
continuing
to
track
that.
G
But
it
is
it's.
This
balance
between
wanting
to
ensure
that
this
program
is
designed.
That
is
the
way
that
the
community
wants
it,
but
also
in
ensuring
that
we're
providing
a
sufficient
and
efficient
service.
G
F
Okay,
I
did
want
to
say
so
just
using
a
generic
basis
of
what
I
talk
about
in
neighborhood
meetings
of
around
175
000
calls
per
service
for
through
9-1-1
for
police
on
a
yearly
basis.
It
seems
like
this
still
gets
around
three
percent
of
the
calls.
So
when
we
talk
about
what
percentage
of
call
response
is
this
taking
off
the
backs
or
taking
off
the
plates
of
our
Police,
Department
I?
Think
we're
still
no
matter
what
talking
about
around
three
percent
of
the
calls.
G
I
I
probably
wouldn't
be
able
to
affirm
until
I
until
we've
had
a
chance
to
look
at
the
data
and
and
I
think
yep
so
I.
Just
this.
F
But
I
think
that
this
message
should
be
real
clear
that
no
matter
what
we
have
been
needing
to
do
in
terms
of
getting
this
type
of
service
seated
in
our
city
and
off
the
ground,
I,
don't
see
it
going
away
anytime
soon.
So
I
hope
that
you
give
that
sense
of
comfort
to
people
who
are
looking
to
perhaps
sign
up
with
our
Behavioral
Health
crisis
team
that
we
will
be
seating.
F
A
behavioral
crisis
response
in
our
city,
I've,
never
seen
any
disagreement
up
here
around
that
police
are
often
dispatched
now,
due
to
inavailability
of
our
Behavioral
Health
crisis,
team
and
I.
Think
that's!
You
know
something
that
we're
trying
to
size
and
fix.
But
how
often
I
wonder?
F
J
Chair
Vita
vice
president
palmisano
to
the
first
question
that
you're
at
a
comment
that
you
made
when
we
talked
about
how
the
call
codes
can
change.
J
You
know
four
to
ten
times
from
the
time
a
call
comes
in
to
the
time
you
get
there,
and
even
once
you
get
there,
because
you
know
things
always
changing
when
we
compare
the
percentages
of
what
BCR
is
actually
responding
to
that's
what
we've
been
trying
to
get
at
for
council
member
Vita
on
some
of
the
meetings
that
we've
had
and
it's
not
a
real,
simple
comparison,
because
even
the
total
number
of
calls
that
we
get
into
the
city.
That's
like
9-1-1
calls.
J
If
we
get
175
000
calls
for
service,
because
those
175
are
changing
just
as
much
as
the
ones
that
we
get
that
have
been
maybe
identified
as
BCR
or
something
else,
and
they
continue
to
shift
that's.
Why
we've
been
having
a
difficult
time
trying
to
work
with
9-1-1
to
figure
out.
Can
you
make
the
comparison?
J
The
way
you
did
and
I
I
get
that
math
I
100
get
that
math,
but
they've
told
us
that,
because
of
the
way
things
shift
it's
hard
to
just
take
that
hundred
and
something
thousand
and
then
compare
it
to
what
BCR
actually
goes
to,
because
we
also
because
not
only
because
of
the
shift,
but
because
we,
because
you
we
also
haven't
been
able
to
compare
what
is
BCR
out
of
those
175
000
I
mean
100
I'm.
Sorry,
I
can't
track
your
number.
J
Those
100
000,
plus
that
are
BCR
and
BCR,
isn't
even
able
to
respond
to
out
of
that
number,
and
so
it's
just
so
many
ways
that
the
data
is
parsed
through
9-1-1.
In
a
way
they
collect
data
that
we're
having
some
difficulty
getting
to
those
answers
for
you,
but
we're
working
at
it.
All
the
time
and
I'm
Joni
director
hotney,
said
that
she
couldn't
be
here
today
and
a
representative
was
also
not
well,
but
they
want
to
be
able
to
speak
to
it.
F
Right,
no
I
appreciate
that,
but
I'm
just
saying
on
your
slide
in
terms
of
these
are
the
calls
that
are
eligible
for
BCR
response
on
slide,
16
or
actually
slide.
Yeah
slide
16
not
slide
17,
because
this
is
how
they're
dispatched
that
this
would
be
the
total
amount
eligible
and
what
I'm
saying
is
I
think
that's
around
three
percent
of
the
total
volume
of
requests
for
service,
and
so,
if
it's
something
lesser
than
this,
because
we
don't
yet
have
the
Staffing
to
respond
to
it,
then
it
would
be
a
lesser
number
than
three
percent.
F
Somehow,
or
are
there
problem
nature
codes
that
our
BCR
team
is
responding
to
that
that
aren't
on
this
slide.
J
F
Thank
you
right.
I
am
curious
about
how
often
do
does
BCR
transport
people
to
a
triage
center,
or
is
that
not
something
that
is
like
an
often
result
of
your
work?
I
mean
the
goal
here
is
to
stabilize
people
in
place,
so
maybe
that
means
you're
avoiding
needing
to
take
people
to
these
triage
centers.
H
They
do
go
there.
Sometimes
we
don't
have
an
exact
number
about
how
many
instances
there
are
I
I
do
think
it's
something
we
can
pull
from
our
our
sheet,
though
that'd.
G
I
I
do
know
that
I
believe
Candace
did
start
to
go
through
some
of
these
highlights
that
are
a
bit
more
qualitative
and
approach,
but
I
wanted
to
invite
it
unless,
if
we're
okay
transitioning,
it's
kind
of
like
the
final
portion
of
our
presentation
to
have
her
speak
and
then
also
invite
a
responder
that
she
has
brought
her
with
us
to
talk
about
any
further
pieces
from
the
last
quarter.
Thank
you.
Thank
you.
H
So
the
information
that
I'm
going
to
give
you
guys
is
based
on
just
kind
of
how
things
have
gone
for
the
last
quarter
with
like
internally
at
the
BCR,
and
this
is
from
talking
to
responders
individual
conversations
and
group
conversations
and
and
also
talking
with
the
supervisor.
So
we
think
of
our
the
successes
of
this
quarter
being
just
kind
of
related
to
building
a
more
strong
structure
of
policy
and
organization
within
the
program.
Anything
that's
new.
H
H
How
is
it
actually
going,
and
how
can
we
actually
improve
it,
and
so
we've
done
a
lot
of
work,
kind
of
on
that
in
sort
of
internal
things
that
can't
be
seen
from
the
outside,
with
improving
the
functioning
of
the
program
so
also
just
kind
of
another
success
that
we
can
consider
a
big
success
is
the
responders
continue
to
do
their
work
safely,
and
so
we
have
had
no
additional
instances
of
responders
being
harmed
or
hurt
during
their
work,
no
assault.
Nothing
like
that
same
a
continuous
success
of
the
program.
H
It
means
that
responders
are
following
protocol.
It
also
means
that
they,
they
know
what
they're
doing
they're
approaching
responders
or
sorry
they're
approaching
community
members
with
that,
that's
the
stance
of
the
crisis,
responder
one
of
respect
and
and
equality.
So
we're
excited
about
that.
Some
of
the
challenges
that
have
come
up
have
been
like
I,
said
related
to
Personnel,
some
of
it's
going
to
be
natural
because
we're
hiring
for
those
less
desirable
hours.
H
We've
had
a
bit
of
turnover,
not
a
ton,
but
some
we
also
have
worked
during
this
time
on,
like
I,
said
defining
our
identity,
our
team
culture,
our
Norms,
you
know
I,
guess
an
additional
success
would
be
within
their
kind
of
improving
our
hiring
recruiting
process
based
on
the
feedback
that
we've
gotten
from
staff
and
recruits,
and
things
like
that.
So
some
of
the
things
that
have
been
rewarding
is
that
responders
are
still
talking
about
how
they
love
the
work.
The
work
is
rewarding
so
I'd
love
to
hear
from
Anna.
L
L
I
was
invited
here
to
answer
any
questions
you
might
have
about
the
program
from
responders
who
are
actually
in
the
field
and,
as
you
are
having
all
those
questions
and
the
discussions
I'm
like
trying
to
add
more
things
so
I
have
also
I've,
been
also
invited
here.
To
probably
tell
you
a
couple
of
my
favorite
calls
or
things
that
I
can
maybe
make
a
picture
in
your
head
of
what
it
is
to
be
out
there
in
the
field
with
different
responses.
So
I
don't
know.
L
Share
a
story:
first,
okay:
okay,
there
is
no
pattern.
There
is
no
specific
type
of
response
that
are
wide
variety
of
them,
all
one
of
them.
I
remember.
Just
yesterday
we
went
the
caller
was
a
staff.
Member
from
a
group
home
are
saying
that
the
recipient
was
almost
catatonic.
Sometimes
the
information
in
CAD.
L
We
try
to
speculate
on
the
way
there
what's
going
on,
but
everything
makes
sense
once
we
get
there
and
we
see
the
need
of
our
interventions,
and
so
the
recipient
was
going
to
be
transported
to
the
hospital,
and
it
was
she
was
indeed
another
responsive
but
or
what
he
was
and
and
I
feel
like.
Bcr
was
a
better
response
than
calling
an
ambulance,
not
only
because
the
recipient
was
not
too
much
in
imminent
danger
to
herself
or
others.
L
However,
she
still
wanted
to
volunteer
to
go
to
the
hospital
in
the
transportation
from
the
group
home
to
the
hospital.
I
was
able
to
do
a
better
assessment
of
The
Psychotic
symptoms
that
the
recipient
was
displaying
and
see.
She
happened
to
mention
some
homicidal
ideation
that
had
not
been
identified
previously.
L
And
in
that
manner,
I
was
able
to
provide
a
collateral
information
to
the
hospital
staff
and
also
to
the
group
home
to
say
this
recipient
is
experiencing
some
hallucinations
that
are
threatening
to
harm
specific
people
in
in
the
place
where
she
lives
and
and
and
then
to
work
after
hospitalization
to
work
on
on
those
measurements.
Whatever
those
might
be
I,
don't
know
if
that
information
that
I
was
able
to
get
from
the
recipient
would
have
been
out
there.
L
If
we
didn't
don't
have
that
friendly
conversation
in
the
transportation
in
in
just
the
van
in
the
our
van
that
I
call
drama
because
she's
an
old
one,
she
breaks
down
constantly,
but
that's
what
we
have
so
anyways.
It's
a
casual
transportation,
and
that
was
helpful.
One
of
completely
different
scenario.
If
this
was
a
husband
who
called
about
her
wife
and
not
of
feeling
suicidal
and
not
being
able
to
get
the
motivation
to
do
self-care
and
take
care
of
her
physical
medical
needs.
L
So
we
get
there
and
indeed
the
recipient
was
refusing
to
attend
to
the
very
needed
medical
appointments,
giving
her
severe
medical
conditions,
and
so
one
of
the
responders
talked
to
the
husband
to
kind
of
provide
some
psychoeducation
and
another
responder
talked
to
the
wife
and
after
some
interventions
we
were
able
to
get.
L
The
two
of
them
were
together,
who
are
creating
an
actual
appointment
with
the
doctor
and
and
have
a
safety
plan
in
place
without
the
need
of
calling
an
ambulance
at
the
time,
because
it
was
not
necessary
and
when
it
was
very
rewarding
on
my
part,
it
was
that
the
family
showed
a
great
deal
of
appreciation
for
the
service
and
encouragement
of
continue
doing
our
work.
L
A
H
Thanks
Anna
and
so
to
continue
with
the
other
aspects
of
the
the
program
for
this
last
quarter.
The
another
rewarding
piece
has
been
continuing
to
work
cooperatively
and
with
increasing
efficiency
with
mecc
and
other
responder.
First
responder
agencies
and
just
I've,
been
connecting
with
different
folks
in
different
spaces
and
they've
just
talked
about
how
they're
getting
to
know
each
other
better
they're
getting.
H
They
know
how
each
other
works
they're
getting
to
know
our
perspective
and
what
we're
thinking
about
when
we
go
out
on
call,
and
vice
versa,
and
so
I've
gotten
reports
that
it's
just
Contin,
the
collaboration
continues
to
go
really
well
between
BCR
and
MPD,
BCR
and
mecc,
and
it
also
has
improved
between
BCR
and
EMS,
so
yeah.
Thank
you.
H
The
the
last
thing
I
want
to
cover
is
some
of
the
frustrations
is
like
I
mentioned
earlier.
There
have
been,
you
know,
there's
some
uncertainty
and
anxieties
created
by
the
the
shifts
and
changes
in
the
the
city,
government
and
there's
some,
you
know,
create
some
anxiety
for
our
staff
about
like
what
happens
to
our
jobs.
You
know
who
you
know
all
of
this
stuff
and
so
I
think
that
has
kind
of
slowed
things
down
a
little
bit.
Also.
H
Another
big
piece
that
has
been
really
frustrating
for
responders
has
been
our
our
space
not
being
not
accommodating
us
very
well
and
and
our
response
vehicles
being
in
disrepair.
We
are
waiting
for
ones
that
were
ordered,
but
it's
taking
a
while
for
them
to
get
here
and
the
vehicles
that
we
have
meanwhile
have
created
a
lot
of
situations
where
there's
gaps
in
our
services
and
that
creates
frustration
and
challenges
for
everyone,
our
the
responders,
don't
like
sitting
around
they
like
getting
out
there.
H
So
that
has
been
you
know,
and
it's
been
hard
for
us
not
to
have
space
that
accommodates
our
whole
team.
Our
team
has
gotten
bigger.
We
don't
have
private
space
for
our
our
supervisors
to
meet
individually
with
people.
So
it's
a
that's.
The
space
issues
have
created
quite
a
bit
of
strain
on
our
team
as
well.
So
any
questions
for
me,
councilman.
F
F
Just
curious
and
trying
I
don't
want
to
problem
solve
up
here
on
the
dance
but
I
just
I'm
curious
to
understand
more
about
that
part.
J
Vice
president
promisano,
when
canopy
first
started
the
contract
back
in
December,
we
were
given
space
in
the
new
I,
get
confused
with
PS.
J
The
new
Public
Service,
building
and
space
to
park
the
vans
in
the
bag,
but
the
space
they
were
given
was
it
was
it
was
a
pantry
and
so
as
they
grew
and
the
Vans
being
in
and
out
and
people
having
to
switch
shifts
and
stuff
like
that,
it
just
became
inconvenient
for
them,
as
well
as
other
people
who
were
using
the
space
and
the
PSC,
and
so
we
would
move
to
the
old
Public
Service
space
and
Barbara
helped
us
find
the
space
we
got
it
real
nice.
J
Then
we
went
from
two
day
shifts
Monday
through
Friday
to
overnight
Monday
through
Friday
and
a
shift
on
the
weekends,
and
so
as
they
grow.
We
need
more
space.
One
of
the
things
that
we
didn't
anticipate
and
actually
budget
for
is
the
amount
of
space
that
we
eventually
and
needed,
which
is
now
as
they
continue
to
grow
and
they're
going
to
be
hiring
more
people.
J
And
so
we
did
not
budget
that
in
our
first
budget
cycle
for
the
first
two
years,
but
I
know
we
have
space,
we
can
ask
for
space,
but
there's
always
in
most
cases
the
costs
associated
with
that
and
so
we'll
be
working
with
Barbara
who's
been
fantastic
to
work
with
to
find
additional
space
for
canopy,
but
just
wanted
to
let
everybody
know
that
that
was
not
budgeted
and
so,
but
Barbara's
been
usually
really
really
great
and
cool
about
trying
to
accommodate
without
asking
for
additional
money.
J
But
I
didn't
want
to
keep
going
to
that
well
over
and
over
again
without
taking
that
into
consideration.
Although
we
have
a
lot
of
empty
space,
I.
F
Appreciate
that,
are
you
saying
that
when
we
did
this
RFP
for
canopy
services?
F
Typically,
if
we
have
a
vendor
doing
Services
they're
providing
their
own
space-
and
this
was
a
new
thing
that
this
provider
was
going
to
go
and
create
and
grow
out?
But
was
it
always
in
that
contract
language
that
we
would
provide
them
their
space
on
the
city
end?
And
we
didn't
account
for
that.
On
the
city
end,
it
seems
like
kind
of
a
big
miss
here
so
I'm,
just
trying
to
figure
out
who
should
be
in
control
of
what,
as
we
as
we
continue
to
bring
this
to
maturity.
J
Vice
president
I
could
see
how
you
would
say
it's
a
big
Miss.
What
we
did
take
into
account
was
space
that
canopy
would
need
at
their
headquarters
to
do
the
things
that
they
do
at
their
headquarters.
J
But
what
we
didn't
take
into
account
was
the
convenience
that
being
in
a
central
location
like
downtown
and
being
able
to
dispatch
and
operate
from
from
this
place,
how
much
more
sense
that
actually
made,
because
we
were
trying
to
make
it
work
where
they
would
leave
their
headquarters,
meet
somewhere
at
a
central
location
and
then
go
from
there
and
it
just
caused
too
many
inconveniences,
and
it
just
wasn't
that
efficient
and
effective.
And
so
when
we
work
with
Barbara,
she
said
I
get
it.
That
makes
sense.
J
J
And
now
we
need
even
more
and
so
that's
why
I
wanted
to
make
sure
that
that
conversation
with
Barbara
doesn't
at
the
head
of
Property
Services
doesn't
seem
like
we're
constantly
coming
to
the
well
for
something
free
and
things
like
that,
and
so
we
may
even
be
able
to
work
something
out
because
our
funding
from
The
Polar
foundation
and
that
joint
Grant
with
MPD
and
us
has
finally
come
through,
and
we
were
counting
on
that
for
some
time.
But
we
covered
those
costs
and
so
polar
will.
F
K
Thank
you,
madam
chair
key.
My
comments
brief
mostly
just
wanted
to
thank
you
for
the
presentation.
I
think
this
is
really
really
fantastic,
to
see
this
work
and
to
see
it
advance
and
not
just
the
canopy
work,
but
all
of
the
work
when
it
comes
to
expanding
our
public
safety
system-
and
you
know
when
I
was
thinking
about
the
the
pilot
and
I
was
thinking
about
this
program.
You
know
three
three
percent
is
quite
of
a
bit.
K
You
know
three
percent
is
quite
a
lot
to
take
on,
especially
when
you
think
about
you
know
the
numbers
that
we're
talking
about
and
I
would
love
to
see
an
analysis
of
how
much
work
I
would
love
to
see
that
breakdown
of
how
much
work
is
actually
being
taken
off
the
police's
plate,
because
you
know
anything
from
things
getting
forwarded
the
3-1-1.
You
know
all
these
things
start
to
add
up,
and
so
the
true
sort
of
work
might
even
be
greater
than
three
percent.
K
So
I
just
wanted
to
say
that
and
say
that
I
I
definitely
would
welcome
that
analysis
in
terms
of
to
the
main
presenter
you
know
just
so,
we
could
get
an
understanding
of
of
what
that
is
because
it'll
for
one
way,
another
it'll
also
inform
the
kind
of
investment
that
we
make
in
in
these
Alternatives
as
well.
So
just
wanted
to
say
thank
you
and
I
really
appreciate
the
presentation.
A
Thank
you,
I
I
just
want
to
also
say
thank
you
so
much
for
the
presentation
and
thank
you
for
the
work.
I.
Don't
know
why
people
feel
that
this
may
go
away,
but
I
do
want
to
say
on
the
record
that
I'm
committed
I,
don't
want
to
speak
for
others,
but
I
think
we
all
are
committed
to
making
sure
that
the
residents
of
our
city
have
this
service,
and
so,
if
you
need
to
send
them
to
my
office
for
me
to
tell
them
you're
staying
I'll.
A
Try
my
best
to
do
so,
but
I
I
do
I.
Think
it's
very
important
that
we
offer
this
service
to
Residents
in
the
City
of
Minneapolis
and
I.
I
know
that
this
is
in
the
budget
you
know,
and
so
I
I
don't
want
people
to
feel
like
their
jobs
are
on
the
line,
because
the
government
structure
I,
think
you
said
earlier
and
also
because
election
Cycles
come
up.
I
mean
I
can
only
speak
for
the
term
that
I'm
here
but
I
I
am
committed
to
and
I've
always
heard.
A
G
You
did
you
just
have
just
one
final
piece:
I
know
this
has
been
a
wind
of
a
presentation
and
just
wanted
to
share
one
final
piece,
which
is
some
efforts
that
we've
been
doing
over
the
last
few
months,
which
was
building
a
awareness
campaign.
One
of
the
key
highlights
from
our
2020
engagement
was
that
there
was
many
people
within
our
community
who
just
didn't
know
certain
Services
existed
that
there
was
a
301
app
that
traffic
control
does
a
variety
of
services
that
well
and
then
the
launch
of
the
BCR.
G
So
much
new
was
happening
in
this
city
that
we
recognized
that,
as
we
continue
to
invest
both
time
and
resources
into
these
New
Alternatives.
We
needed
to
ensure
that
folks
were
educated
and
aware
of
what
that
looked
like,
and
so
over
the
last
few
months
we
started
Contracting
with
juice
house,
which
is
a
minneapolis-based
black
owned
and
women-led
creative
content
Collective
to
design
and
produce
a
campaign.
They
their
final
portfolio,
included
over
200
pieces
of
content,
including
videos,
photos
and
infographics
collectively.
G
It
really
helps
to
visualize
both
the
impact
and
importance
of
what
it
looks
like
to
center
community.
In
a
public
safety
system,
we
included
over
80
community
members
and
City
staff
from
all
of
our
partner
agencies
represented
today,
and
it
really
provided
them
I
believe
a
unique
opportunity
to
give
a
raw
and
authentic
perspective
of
the
work
that
they
do.
G
We're
excited
to
see
the
engagement
occurring
organically,
in
the
sense
that
no
money
has
been
driven
into
advertisement,
it's
just
purely
by
followers
and
shares
and
likes
on
social
media
throughout
all
the
city's
channels,
we're
having
nearly
400
000
Impressions
across
all
of
our
different
channels.
We
expect
that
to
only
grow,
the
more
that
we're
able
to
talk
about
it
and
folks
are
able
to
share
it,
and
we
did
take
some
intentional
time
to
ensure
that
these
videos
are
available
not
only
in
English
but
also
in
among
Spanish
and
Somali.
G
All
of
these
videos
and
content
will
be
saved
onto
the
city's
website
for
long-term
storage,
but
right
now
they
are
available
on
these
channels.
For
folks
who
are
looking
at
this
on
the
PDF,
those
are
clickable
links.
I
just
wanted
to
share
that
piece.
Is
it
something
that
we're
really
proud
of
it's
a
portfolio
of
content
that
we
will
not
only
be
able
to
use
now,
but
we
can
re-share
this
content
because,
as
you
all
have
said,
the
investment
into
alternative
responses
is
not
going
away
just
wanted
to
provide
that
final
piece.
Recognize.
G
We've
probably
answered
a
lot
of
your
questions
already
so
I
just
wanted
to
end
with
some
takeaways
you'll
see
here
for
each
of
our
Pilots.
We
do
have
some
key
steps
that
we
are
taking
in
each
of
them
to
ensure
that
not
only
they
are
continuing
to
be
monitored,
but
that
they
can
move
from
design
into
evaluation
and,
finally,
into
implementation,
so
happy
to
go
into
detail
about
any
one
of
those
items,
but
I
believe
we've
kind
of
we've
probably
explained
most
of
that
already
to
date.
G
A
Thank
you.
So
much
is
there
any
further
questions
any
discussion.
Thank
you
so
much
again
for
that
presentation.
Seeing
no
further
questions,
I
will
direct
the
clerk
to
receive
and
file
that
report
and
seeing
no
further
business
before
us
and
without
objection.
I
will
declare
this
meeting
adjourned.