►
From YouTube: September 7, 2022 Council Study Session
Description
Additional information at:
https://lims.minneapolismn.gov
A
Well,
good
morning,
you're
not
going
to
hear
me
do
things
like
gavel
in
because
that's
not
what
this
meeting
is.
It's
a
study
session
we're
all
casual
today
see
casual
you've,
never
seen
me
wear
a
jeans
jacket
in
this
room,
and
thus
this
meeting
is
supposed
to
run
in
a
more
casual
way.
The
purpose
of
this
meeting
is
to
be
able
to
have
dialogue
between
council
members
and
city
staff.
Why
are
we
up
here?
A
It's
really
as
a
way
to
just
give
extra
levels
of
transparency
and
be
able
to
record
this
so
that
others
can
see
it
later.
There
are
other
of
our
colleagues
that
aren't
able
to
necessarily
be
here
today,
but
it
just
as
extra
access
to
the
public
we're
making
this
available
in
this
room.
I
wish
that
we
were
down
here
on
regular
footing
with
you
all
as
we
would
be
like
we
do
most
study
sessions
which
are
across
the
hall
in
room
319.
A
A
Maybe
that
would
be
a
good
time
for
questions
or,
if
you
would.
Rather,
we
could
wait
until
the
end.
What
say
you,
commissioner,
okay,
all
right?
Well,
then,
without
any
further
delay,
let's
go
ahead
and
get
started.
Welcome,
mayor
frye,
we
will
one
formality
that
we
will
use
just
to
try
to
keep
an
organized
conversation
as
we
are
going
to
use
the
chat
in
microsoft
teams
as
a
way
to
kind
of
put
yourself
in
queue.
A
I'm
also
going
to
ask
that,
instead
of
having
like
10
a
series
of
10
questions
that
you
ask
your
question,
maybe
a
follow-up.
If
you
need
clarification
and
then
let
somebody
else
go
get
back
in
queue
so
that
everybody
has
an
opportunity
to
get
their
questions
out,
some
people-
you
might
see
council
members
coming
in
and
out
as
their
schedule
allows
today,
but
this
is
truly
set
up
to
be
a
more
informal
time
to
learn
from
city
staff,
to
ask
questions
and
so
forth.
So
I'll
kick
it
I'll
turn
it
over
to
mayor
fry.
B
Thank
you,
madam
vice
president,
members
of
the
city
council
honored
to
be
here
today
with
all
of
you.
As
the
commissioner
mentioned,
whether
questions
are
asked
following
the
presentations
of
each
respective
department
within
the
office
of
community
safety
or
they
take
place
after
either.
One
works
just
fine
for
us.
However,
I
will
ask
it:
would
it
be
okay,
or
is
there
any
objection
if
the
commissioner
sat
up
next
next
next
to
me,
while
we
do
this,
it's
just
a
little
bit
easier
for
purposes
of
managing
the
powerpoint
yeah.
C
B
B
So,
thank
you,
council
members,
so
we're
kicking
off
here.
The
presentation
on
what
our
office
of
community
safety
will
look
like
some
of
the
details
you
have
already
heard.
Some
of
them
are
soon
to
be
presented,
but
we
wanted
to,
in
a
public
fashion,
provide
you
as
much
information
as
we
possibly
have,
given
that
there
are
still
decisions
that
need
to
be
made
that
come
through,
for
instance,
the
budgetary
process.
B
If
we
could
kick
off
here
with
slide
one
in
the
intro
slide,.
B
And
let's
just
move
on
to
slide
two,
which
is
the
government
structure
background
so
on
november
of
2021,
as
you
know,
the
voters
passed
ballot
question
number
one
which
designated
a
clear
executive
and
mayor
and
a
clear
legislative
body
and
council,
and
with
the
passage
of
this
question
in
the
will
of
of
the
voters,
we
are
now
embarked
on
a
100
years
in
the
making
a
restructure
of
our
local
government.
B
This
restructure
process
will
ultimately
provide
a
local
government
that
is
more
responsive
to
residents,
needs
it'll
help
us
become
more
efficient,
more
equitable
and
more
effective
in
providing
those
basic
and
critical
services
that
we
have
to
our
city
next
slide.
In
december
of
2021,
I
convened
three
work
groups
around
public
safety,
economic
recovery
and
government
structure.
Those
groups
each
had
a
unique
focus,
all
dedicated
to
ensuring
that
we
made
the
most
out
of
this
transition
period
as
we
moved
from
2021
into
2022
and
then
from
2022
to
23.
next
slide.
B
B
They
mentioned
a
deputy
mayor
system,
which
they
largely
recommended
against
giving
the
potential
for
backlog.
There
was
a
a
cao
system
or
a
sort
of
that
was
that
was
recommended
and,
and
then
the
final
piece
was
this.
This
system,
with
with
three
different
or
with
multiple
different
report,
structures
the
work
group
representing
a
real
broad
range
of
backgrounds
and
perspectives.
They
met
seven
times
in
december
and
january
for
two
to
three
hours.
B
Each
time
and
the
reason
this
having
this
work
group
was
so
set
up
is
so
that
we
could
do
community
engagement
that
provided
the
parameters
around
what
we
are
and
are
not
deciding
that
they
could
dig
in
in
a
real
intentional
way
to
provide
not
just
off-the-cuff
remarks
on
how
the
government
should
be
set
up,
but
a
real,
deep
sense
of
how
we
should
structure
our
government
going
forward,
which
takes
a
lot
of
work.
They
looked
at
a
chief
administrative
officer
system
which
is
duluth.
B
They
looked
at
a
city
manager,
system
of
fresno,
a
chief
of
staff
system
in
houston,
the
city
coordinator
system
that
we
have
had
here
in
minneapolis,
the
deputy
mayor
system
of
saint
paul
and
a
chief
operating
officer
system
of
san
diego.
These
are
just
a
few
examples
of
cities
that
we
have
looked
at
to
provide
this
structure.
They
conducted
reviews
of
these
situated
cities
and
they
developed
three
alternative
options
which
I
have
mentioned.
B
I
chose
option
number
three
moving
on
to
slide
six,
which
has
multiple
reports
to
the
mayor,
including,
as
you
should
see
there,
a
commissioner
of
the
office
of
community
safety,
a
coo
or
chief
operations
officer
and
a
city
attorney
as
well
as
a
chief
of
staff.
Again,
that
is
just
the
structure
on
the
executive
side,
of
course,
there
is
also
a
structure
that
you
all
have
purview
over.
B
B
After
selecting
a
structure,
we
formed
internal
city
staff
led
groups
to
look
at
different
areas
of
how
this
work
could
impact
our
local
government.
So
there
were
six
groups
in
total
that
we
brought
together
to
make
sure
that
we
were
thoughtful
in
how
implementation
took
place.
That
was
legal,
the
operations
impact,
which
was
largely
through
human
resources
and
fine
and
I.t
the
office
of
community
safety
and
the
applicable
departments
that
report
up
through
it,
the
office
of
public
service
and
the
applicable
departments
that
run
up
through
it,
communications
and
race
equity
impact.
B
These
groups
have
been
planning
for
the
changes
that
are
needed
to
implement
an
executive
mayor
structure
and
the
new
structure
is
designed
to
provide
efficient,
effective
and
equitable
government
services
for
our
residents.
Even
after
these
policy
maker
decisions
are
made,
and
our
role
here
is
complete.
Our
hr.
It
facilities,
legal
and
other
integration
teams
will
be
hard
at
work,
making
sure
that
those
affect
those
changes
are
ultimately
effectuated
and-
and
this
touches
on
a
lot
of
stuff
that
we
may
not
be
involved
in
on
the
day-to-day
activities.
B
B
Some
key
highlights
a
part
of
the
government
structure
that
we
are
submitting
and
that
we
are
speaking
on
today.
Obviously,
the
big
one
is
the
office
of
community
safety
and,
and
that's
where
you'll
get
the
vast
majority
of
your
presentation
today.
A
couple
of
other
key
highlights
include
race,
equity
inclusion
and
belonging
is
in
its
own
department
and
the
city
attorney's
office,
representing
both
the
mayor
and
the
council
slide
9.
You
can
see
the
ocs
organizational
chart
there
shouldn't
really
be
anything
new
here.
B
B
At
some
point,
I'll
remember
the
name
and
so
the
the
whole
one
of
the
big
purposes
here,
of
course,
was
to
make
sure
that
there
was
an
individual
in
the
commissioner
that
was
in
charge
of
overseeing
and
so
the
similar
to
the
government
structure.
Work
group,
the
community
safety
work
group,
presented
its
final
recommendations
in
june.
Now
importantly,
they
recommended
an
office
of
community
safety
as
well.
B
This
work
group,
it
was
independent
of
any
other
government
structure
conversations.
They
recommended
this
comprehensive
and
integrated
approach
and
prioritized
community
safety
across
city
departments.
This,
as
I've
mentioned
before,
really
is
a
shared
goal
among
voters
among
elected
officials
and
the
work
group.
We
all
want
a
comprehensive
and
integrated
approach.
This
is
something
that
we
all
agree
on
and,
let's
agree
to
agree,
so
I
am
setting
up
this
office
so
that
there
is
one
person
the
commissioner,
with
oversight
of
day-to-day
functions
of
each
safety
department.
B
Now
importantly,
we're
still
I
as
mayor,
I'm
certainly
still
able
to
have
conversations
with
each
respective
department,
but
what
it
does
is.
It
gives
greater
accountability
and
greater
oversight
and
coordination,
because
that
work
is
done
full-time
by
an
individual
and
the
commissioner.
It
brings
all
of
these
different
departments
together.
It
effectively
integrates
our
safety
systems
and
improves
collaboration
across
many
departments,
and
it
is
our
belief
that
it
also
strengthen
community
safety
for
all
residents
by
thinking
and
acting
differently
than
we
have
before
across
all
safety
services.
B
B
So
here's
a
few
pieces
from
the
budget
because,
obviously
they
run
part
and
parcel
with
the
restructure
itself.
The
budget
transitions,
the
office
of
violence
prevention
to
ongoing
general
funds
in
2024,
using
both
3.3
million
in
arpa
funds
in
2023,
and
then
elevates
the
office
to
a
new
standalone
department
called
the
department
of
neighborhood
safety.
B
So
these
are
the
the
primary
pieces
and
an
overarching
vantage
point
as
to
what
we're
working
on
most
of
this,
I
believe
you
already
knew
either
through
presentations
on
the
government
structure
or
presentations
in
the
budget,
but
we
wanted
to
reiterate
the
directional
sense
that
we
have
at
the
moment,
and
with
that
I
will
turn
it
over
to
our
commissioner
of
the
office
of
community
safety.
Commissioner
alexander,
thank
you
mayor.
D
Thank
you.
Thank
you,
mary
and
thank
you,
everyone
for
the
opportunity
to
be
here
and
thank
you.
Councilmember
palisano,
over
the
last
several
weeks
and
actually
30
days
as
of
yesterday,
mark
my
time
being
here
as
I've
officially
taken
a
role
as
commissioner
of
community
safety,
and
certainly
I
have
been
working
to
identify
some
of
the
areas
of
integration
across
all
five
departments,
which
you've
heard
me
talk
about
before,
so
that
we
can
tackle
immediately
and
simultaneously
targeting
longer
term
goals.
D
But,
more
importantly,
we've
had
opportunity
also
to
share
what
some
of
our
challenges
may
have
been.
But
what
we
have
learned
in
our
collaboration
with
each
other
on
a
weekly
basis
is
that
we
share
a
lot
in
common
and
having
the
opportunity
to
have
breaking
down
many
of
those
silos,
because
we
had
not
been
communicating
with
each
other
in
peace
time.
D
If
you
will
and
when
things
are
calm,
it
really
have
allowed
us
opportunity
to
share
talk
about
think
about
challenges
that
may
come
before
us
even
before
they
become
an
issue,
and
I
think
that's
what's
hugely
important
in
this
process
and
hugely
important
in
this.
In
this
whole
office
of
community
safety.
So
I've
seen
huge
benefit
from
it
and
shortly
you're
going
to
hear
from
those
five
department
heads
and
they
will
honestly
share
their
own
experiences
about
how
they
have
experienced
the
process
over
the
last
30
days.
D
But
as
we
continue
to
evolve
and
and
things
take
place,
resources
needs
of
our
various
programs
will
also
change,
which
is
why
it
is
crucial
that
we're
taking
stock
of
what
we
have
now
and
determine
what
is
deficient
and
we're
sufficient
in
you
know.
Here
again,
let
me
state,
if
I
haven't
stated
before.
D
I've
also
had
the
opportunity
to
meet
with
a
number
of
outside
partners
throughout
jurisdictions
in
and
around
the
metro
area
here
in
minneapolis
partnerships
that
I
feel
that
we
need
to
regain
a
sense
of
confidence
and
trust
in
and
they
have
been
very
open
to
having
those
conversations.
They
have
been
very
welcoming
in
my
time
here
and
those
relationships
and
groundwork
that
we
have
to
build
and
continue
to
enhance,
though
those
collaborative
relationships
is
hugely
important,
not
just
for
the
office
itself
or
overall
for
the
overall
safety
of
this
community.
D
So
one
way
we
evolve,
our
work
is
to
work
in
house
includes
evolving.
The
way
we
work
with
our
outside
neighbors
to
better
share
resources
and
information,
and
we've
continuing
to
do
that,
and
in
fact
we
even
have
an
opportunity
to
enhance
our
possibilities
of
being
able
to
work
with
outside
agencies
in
communities
other
than
ourselves
which
we're
going
to
be
very
dependent
on
them,
and
certainly
we
want
them
to
be
dependent
on
us
in
our
shared
relationship.
D
So
that's
hugely
important
for
us
change
is
underway.
We
have
begun
the
work
of
transitioning,
the
fully
resourced
and
staff
behavioral
crisis
response
team
into
the
department
of
neighborhood
safety
as
the
transition
moves
forward.
I
want
to
be
clear.
I
remain
committed
to
building
out
and
improving
and
expanding
our
alternative,
our
alternative
emergency
response
program.
D
There
is
great
value
in
complementing
our
law
enforcement
services
with
with
instant
specific
response
programs,
and
we
as
a
city
will
continue
to
move
forward
in
this
work.
I
also
have
established
standing
meetings
with
all
five
department
heads
so
that
we
can
establish
and
reinforce
a
shared
understanding
of
each
other's
work.
D
D
The
items
that
I'm
that
I
am
covering
today
reflect
the
changes
were
implemented
based
on
the
government
restructure,
not
the
day-to-day
operational
changes
we
are
working
on
in
order
to
fight
crime.
The
same
way
we
scrutinize
police,
which
we
have
in
the
past
is
the
same
way.
I
will
also
scrutinize
the
other
four
departments
that
are
under
my
watch,
because
I
think
with
constructive
scrutiny.
D
It
provides
us
an
opportunity
to
to
strive
and
to
get
better
at
what
it
is
that
we
do,
but,
of
course,
we
have
to
be
willing
to
challenge
ourselves
internally,
just
as
much
as
we're
being
channeled
externally
and
I'll
stop
there.
Thank
you.
A
Thank
you
before
you
were
you
going
to
introduce
the
chief.
A
Well,
actually,
before
you
do,
if
I
may
please,
I
just
wanted
to
mention
some
of
the
other
people
that
I
see
in
the
room.
I
don't
want
to
assume
that
everybody
up
here
on
the
dais
necessarily
knows
faces
and
names
and
everything,
but
there
are
it's
important
to
mention
that
one
of
the
ways
when
we
scheduled
these
study
sessions
that
we
wanted
to
make
sure
that
we
were
certain
to
invite
our
race
and
equity
team-
and
I
see
director
greene
and
mr
nash
here
today.
Thank
you
for
being
here.
A
They
are
leading
the
race,
equity
impact,
analysis
of
the
government,
restructure,
work
and
other
people
that
I
see
here
in
the
audience
today
include.
Commissioner
latonya
reeves
include
our
budget
director.
Amelia
kruever
include
brian
smith,
from
the
office
of
performance,
and
innovation
include
many
people
from
the
mayor's
office
and
other
community
partners,
as
well
as
members
of
the
public,
I'm
wondering
fatima
moore.
Obviously
you
know
her
as
our
from
our
city
coordinator's
office
and
then
the
other
members
here,
the
leadership
of
the
office
of
community
safety.
Have
I
forgotten
anybody?
A
I
always
risk
that
when
you
start
to
name
people
here,
but
I
just
want
all
of
my
colleagues
to
know
who's
here,
because
there
might
be
questions
and
we
will
run
questions
more
through
the
chair
and
I
will
be
passing
them
to
you
of
course.
Obviously,
if
there's
a
question
for
a
chief
or
somebody,
it's
gonna
go
directly
to
them.
I
presume
so.
Thank
you.
I
just
wanted
to
interject
that
go
ahead
and
start
thanking.
D
Your
leadership,
so
I
want
to
have
an
opportunity
to
introduce
who
each
department
head,
which
you
all
well
know,
but
to
give
them
an
opportunity
if
I
could
to
share
here
their
experience
under
this
new
office
of
community
safety,
and
what
I
asked
them
to
do
was
to
be
as
honest
and
forthright
with
you
all
about
what
their
experiences
are
so
and
I
think
they
all
are
going
to
do
that.
I
am
quite
certain,
so
I
would
like
to
ask
chief
tyner
if
you
would
just
take
two
or
three
minutes
to
introduce
your
experience.
D
E
Thank
you
good
morning,
madam
vice
president
and
members
of
the
council.
I
don't
have
a
a
whole
lot
to
say:
I'm
not
gonna
take
up
a
whole
lot
of
your
time,
but
what
I
will
tell
you
is
that
my
experience
in
the
under
this
new
structure
has,
I
think,
we've
seen
an
improvement
in
our
interdepartment
communication.
I
think
it's
the
biggest
thing
prior
to
this
structure.
Oftentimes.
E
If
I
wanted
to
communicate
with
another
department,
I
might
have
to
you
know,
track
down
that
other
department,
head
or-
or
you
know,
work.
You
know
a
little
bit
harder,
but
now
that
we're
meeting
weekly
that
interdepartment
so
communication,
I
think,
has
improved
greatly.
E
The
other
thing
that
I've
noticed
is
is
we're
starting
to
work.
I
think
more
effectively
toward
shared
goals
that
we
all
have
training
and
and
kind
of
talking
about
the
division
of
labor
and
how
we're
each
going
to
operate
and
how
that
inter
interconnects
with
the
given
incident.
So,
for
instance,
you
know
if
we
have
an
emergency,
I
have
a
pretty
good
idea.
E
What
9-1-1
is
going
to
do
have
a
decent
idea
of
what
the
police
department
is
going
to
do,
but
oftentimes
I
didn't
know
you
know
exactly
what
their
strategy
was
going
to
be,
and
you
know
sometimes
they
may
not
jive
as
well
with
what
we're
trying
to
accomplish,
and
so
we
would
have
to
kind
of
work
that
out
through
you
know,
on
scene
through
a
kind
of
unified
command
structure.
E
But
now
I
think,
we'll
have
a
good
idea
coming
into
it
as
to
what
we
can
expect
from
each
department
and
then,
if
we
need
to
make
adjustments
be
able
to
make
those
a
lot
more
easily,
because
we
will
have
a
common
platform
to
work
off
of,
and
so
that's
been
my
experience
in
the
in
our
brief
time
so
far
together
as
a
community
of
public
safety,
and
with
that
I
will
ask
for
questions
unless
we
want
to
just
move
on
to
the
next.
F
We
have
worked
with
the
office
of
neighborhood
safety
in
the
past,
particularly
around
the
group,
violence,
intervention
efforts
and
so
we're
looking
for
increased
opportunities
to
leverage
those
resources,
particularly
around
our
focused
enforcement
details.
As
we
look
at
the
areas
of
the
city
where
violent
crime
is
most
likely
to
occur,
and
the
people
who
are
most
likely
to
be
involved
in
violent
crime,
either
as
victims
or
suspects,
we
are
identifying
new
opportunities
for
collaboration
internally
as
well.
F
Around
recruiting-
and
I
know
some
of
my
partners
will
talk
about
that
as
well
as
well
as
training
chief
tyner
mentioned
the
training
issue,
and
we
have
been
in
discussions
about
looking
for
ways
to
collaborate
on
emergency
medical
training
between
police
and
fire,
and
we
also
have
been
talking
with
9-1-1
inviting
them
to
participate
in
some
mpd
training
that
has
overlaps
with
how
we
work
with
dispatch
to
de-escalate
and
intervene
more
effectively
in
crisis
situations.
So
we
are
looking
forward
to
the
ongoing
opportunity
to
work
with
an
integrated
office
of
community
safety.
Thank
you.
G
Thank
you,
commissioner,
and
good
morning,
council
vice
president
paul
masano
and
council
members
appreciate
the
time
here
as
well,
like
my
colleagues,
so
I'm
interim
director,
josh
peterson.
I
am
interim
director
of
what's
currently
known
as
the
office
of
violence
prevention.
What
is
but
what
is
proposed
to
be
known
as
the
department
of
neighborhood
safety,
so
our
work
may
seem
maybe
a
bit
further
afield
from
some
of
the
rest
of
the
work
of
my
colleagues
here.
I
think
that
that
does
naturally
create
some
questions,
but
I
think
it
also
creates
a
lot
of
opportunities.
G
So
I
want
to
talk
just
a
little
bit
about
that
here
today.
So
my
academic
background
is
in
public
health.
You
know
I'm
a
public
health
person,
so
I
want
to
speak
from
that
perspective
for
just
a
minute
here,
every
chance
that
I
get.
When
I
talk
about
our
work,
I
talk
about
how
we
use
public
health
approaches
to
reduce
the
impact
of
violence
on
communities.
G
So
to
me
that
idea
of
public
health
approaches
is
really
sort
of
a
framework.
It's
about
thoughtfully,
examining
complex,
multi-faceted
problems
and
coming
up
with
complex,
multi-faceted
solutions.
It's
about
understanding
that
there's
very
often
not
just
one
single
fix
to
those
problems.
It's
about
understanding
that
if
we
want
to
build
and
maintain
systems
of
safety,
they
can
build
healthy
communities
that
we
really
need
to
make
sure
that
everybody's
basic
needs
are
met.
G
And
so
that's
how
we
approach
our
work,
and
I
do
consider
that
work
to
be
public
health
work,
and
I
think
it's
critical
that
we
continue
to
do
our
work
from
that
lens
and
be
supported
in
that
approach.
But
what
I
really
appreciate
about
this
opportunity
around
the
department
of
or
the
office
of
community
safety?
Is
that
really?
I
don't
think,
there's
sort
of
this.
This
binary
relationship
between
what
I
described
as
public
health
approaches
and
more
sort
of
you
know
traditional
community
safety
work.
It's
not
zero
sum,
it's
not
one
or
another.
G
I
think
that
there
are
opportunities
for
all
of
these
things
to
interact
within
that
same
kind
of
framework
that
I
described
another
really
frequent
refrain,
you'll
hear
from
me
in
our
office.
Is
this
idea
that
it
takes
all
of
us
to
prevent
violence,
and
so
I'm
really
encouraged
by
the
potential
for
an
office
of
community
safety.
They
can
promote
collaboration
and
cooperation
across
all
of
these
various
sectors,
because
really,
I
think
that
succeeding
and
taking
a
holistic
approach
to
finding
multi-faceted
solutions
really
does
require
all
of
us.
G
So
I'm
going
to
step
off
my
public
station
public
health
soap
box
for
just
a
second
here
to
talk
about
some
specifics
of
things
that
I've
seen
in
the
last
month
or
so
in
terms
of
the
police
department.
Chief
huffman
mentioned
that
historically,
we
have
collaborated
with
the
police
department
around
some
of
our
initiatives
like
group
violence,
intervention,
and
that
has
been
a
fruitful
collaboration.
G
There
are
also
some
places
where
we
have
intentionally
built
sort
of
what,
I
would
say
are
information
firewalls
and
that's
because
in
some
of
those
cases
the
success
of
those
initiatives
really
depends
on
a
certain
kind
of
trust,
and
so
I'm
hopeful
that
in
those
particular
cases
when
appropriate,
that
we
can
continue
to
sort
of
talk
thoughtfully
about
those
relationships
and
how
we
may
need
those
information,
firewalls
and
actually
I've.
Seen
already
in
this
past
month,
the
chief
huffman
I
have
had
space
for
those
conversations
I
think
in
meaningful
productive
ways.
G
But
I
also
think
that
you
know
as
we
move
forward.
There
are
opportunities
where
we
can
really
start
to
collaborate
more
intentionally
around
some
of
the
ways
that
we've
come
together
and
so
already
we've
had
conversations,
for
example
around
how
we
can
work
with
the
strategic
analysis
unit
in
mpd
around
better
understanding
trends
around
things
like
where
crime
happens,
when
crime
is
happening
so
that
we
can
better
leverage
the
resources
that
we
have
and
bring
those
to
the
table
alongside
some
of
that
information
from
strategic
analysis.
G
So
I'm
really
excited
about
the
potential
for
that
elsewhere.
Director
lane's
shop
has
exposed
us
to
training
opportunities,
moving
forward
that
I'm
excited
about
director
hadn't
has
invited
me
down
to
9-1-1
to
see
what's
happening
on
the
floor,
and
I
think
that
having
us
be
able
to
see
actually
what
happens.
G
There
is
a
really
critical
piece
of
understanding
how
our
city's
emergency
response
operations
operate,
and
I'm
also
inspired,
but
I've
heard
from
chief
tyner
about
some
of
the
ways
that
they
reach
across
disciplines
and
really
think
about
keeping
people
safe
beyond
just
fighting
fires,
and
so
the
work
around
the
opioid
response.
Recovery
effort,
for
example,
that
I've
heard
chief
teiner
talk
about,
is
really
inspiring
to
me.
G
So,
as
I
said
before,
it
really
does
take
all
of
us
to
build
safe
communities
and
in
one
way
or
another,
everybody
who's
been
going
to
be
up
here
at
the
podium
today.
All
of
you-
everyone
in
this
room,
has
a
role
to
play
in
that
in
this
approach,
I
feel
like
really
has
a
powerful
potential
to
help
us
all
get
there
together.
Thank
you.
H
Good
morning,
vice
president
and
council
members,
I'm
so
honored
to
be
here
today
to
have
an
opportunity
to
share
just
the
growth
that
has
happened
in
the
last
month
since
we've
been
able
to
be
together.
911
is
often
referred
to
as
the
first
first
responder
and
there's
a
reason
for
that.
H
H
Well,
we
have
some
of
the
most
experienced
leaders
in
each
division
of
public
safety
prior
to
joining
us
together
into
one
department.
We
did
all
of
our
functions
rather
siloed
and
handled
them
individually.
Yes,
we
communicated.
We
had
an
opportunity
to
reach
out
to
the
other
leaders
in
each
department,
but
it
was
often
an
individual
communication.
Several
phone
calls
multiple
times
of
communicating
with
people.
H
This
the
department
of
9-1-1
has
had
the
pleasure
of
working
with
the
police
department,
the
fire
department
for
many
years,
and
it's
always
been
a
little
unsure
of
the
function
of
the
department
of
office
of
emergency
management
ovp
department.
In
recent
years,
we've
added
the
behavioral
crisis
team
through
b
through
the
opi
group
and
animal
control,
so
we've
had
an
opportunity
to
really
work
with
some
departments
that
are
out
there
in
the
forefront
of
the
community.
H
I
Thank
you,
commissioner.
Council
members
pleased
to
be
here.
The
last
30
days
has
really
shown
that
the
office
of
community
safety
is
a
is
an
incredibly
valuable
tool
for
communication
enhancement.
We've
talked
about
that
both
on
an
ongoing
basis,
but
also
just
getting
the
communication
flow
across
the
various
components
on
a
weekly
basis
in
of
itself
has
been
extraordinarily
useful.
I
One
of
the
things
that
the
commissioner
really
has
prioritized
is
our
preparedness,
which
we
certainly
appreciate
that,
and
he
has
put
us
the
entire
team
on
the
trajectory
to
more
exercising
more
planning,
more
training,
more
preparedness
and
that's
something
that
of
course,
is
very
important
to
me
as
your
emergency
management
director.
So
from
an
oem
perspective,
and
I
think
from
a
team
perspective,
this
has
been
a
very,
very
valuable
development.
I
It
really
provides
us
that
communication
and
decision-making
form
that
we
were
lacking
to
a
large
extent
or
we
had
to
improvise
on
the
fly
institutionalizing.
That
has
been
a
very
strong
improvement
to
our
capabilities.
So
with
that
again
positive
development.
So
far,
I
think
we're
really
seeing
things
come
together
as
a
team
and
we're
willing
to,
and
certainly
going
to
move
forward
as
a
team
from
here
on
out.
Commissioner.
D
Thank
you
and
I'll
return
it
back
to
you.
Vice
president
paulistano
thank.
A
You
we
have
a
couple
people
in
queue,
I'll
start
with
councilman.
A
B
To
take
questions,
I'm
just
going
to
give.
B
I
I
will
be
brief,
so
this
should
be
slide.
21
talking
about
next
steps,
the
ordinance
changes.
There's
a
tentative
timeline,
that's
provided
here.
I
I
recommend
that
the
ordinances
be
adopted,
obviously
as
soon
as
possible.
B
This
allows
us
to
get
ahead
of
the
budget
process
and
to
ensure
there
is
adequate
and
approved
funding
for
ocs.
I
believe
they
are
tentatively
scheduled,
for
you
know,
late
september,
slash
october,
so
changes
in
department,
reporting
structure
have
happened
already
in
the
form
of
executive
order.
B
2022-02
and
the
commissioner
alexander,
has
the
authority
and
the
oversight
of
each
of
these
five
departments,
but
we
are
still
working
with
hr
to
make
sure
that
some
of
the
staffing
logistics,
the
I.t
needs
and
administrative
is,
is
provided
and
supported
and
we'll
ensure
that
all
the
policy
makers,
and
certainly
the
city
staff,
continue
to
be
informed
about
next
steps.
B
My
my
ass
to
you
all
is
is
is
simple,
is
just
please
work
with
us
know
that
there
will
be
bumps
in
the
road
where,
as
we
set
up
an
entirely
new
government's
governance
structure,
this
is
the
first
time
we
have
done
this
in
over
a
hundred
years
and
we're
learning
along
the
way,
while
ensuring
that
we
do
the
very
best
for
our
residents.
B
San
diego
had
a
similar
transition
in
that
it
was
a
relatively
whole
scale
revamp,
which
is
what
my
government
structure
work
group
researched
and
interviewed,
and
they
said
they
said
it
took
two
to
three
years
before
everything
was
set
up
and
in
place
now
granted.
We
can
learn
from
any
mistakes
that
they
made
and
further
expedite
to
make
sure
we
get
this
government
structure
set
up
in
full,
but
there's
a
whole
culture
here
at
the
city
of
minneapolis
that
has
been
embedded
for
you
know,
100
years
and
and
some
of
that
changes
the
logistics
change.
B
There
will
be
bumps
in
the
road,
as
I
as
I
mentioned,
but
my
ask
is
just
simply
stay
at
stay
at
the
table
and
work
with
us.
We're
all
trying
to
do
the
best
by
our
minneapolis
residents.
B
A
J
No
thank
you.
Vice
president,
I
had
a
question
about
alternatives
and
just
by
way
of
background,
I
worked
in
the
office
of
performance
and
innovation
to
get
the
bcr
team
launched,
and
I
was
there
in
the
early
stages
of
that
process,
where
we
were
planning
the
logistics
around
launching
a
pilot
and
then
having
that
pilot
exist
for
a
set
period
of
time
and
then
determining
whether
or
not
we
should
keep
that
or
if
it's
working
or
not
working
how
we
should
move
forward.
J
That
happened
before
covid.
That
planning
happened
before
kovid.
That
planning
happened
before
the
murder
of
george
floyd
before
we
had
a
contentious
election
about
the
future
of
public
safety,
and
we
had
a
fairly
intentional
and
deliberate
plan
about
that
transition
from
pilot
to
fully
operational
and
obviously
as
you're
I
mean
it
was
really
good
context
to
see.
You
know
this
is
going
to
be
a
two
to
three
year
process.
J
We
I
think
that
we
need
to
be
very
thoughtful
about
how
we
both
expand
alternatives
when
it
comes
to
piloting
new
ideas,
how
we
measure
their
performance
on
whether
or
not
they're
working
and
then
how
we
transition
them
to
fully
operational
new
ways
of
keeping
the
community
safe.
So
I
was
just
wondering
if
there's
been
some
thought
about
that,
because
right
now,
it's
kind
of
a
band-aid
ripping
process
in
terms
of
this
transition
to
a
new
structure
based
on
the
election.
B
Madam
vice
president
council
member
payne
excellent
question
just
to
clarify
the
two
three
year
process
was
the
one
that
san
diego
went
through,
not
the
necessarily
at
all
the
one
that
we
will
go
through
and
are
going
through.
B
B
My
hope,
my
hope,
is,
that
we
get
this
structure
up
and
running
by
the
beginning
of
next
year
and
now
granted
there
will
still
be
changes
that
are
made
along
the
way
the
ordinance
will
be
set
up.
You
know,
in
september
october,
potentially
charter
amendments
down
the
way,
but
at
least
we
would
have
the
structure
there
that
we
can
then
make
changes
from.
B
Additional
staffing
positions:
we
can
certainly
make
those
through
the
budgetary
process
or
otherwise,
but
but
to
your
question.
First,
the
work
that
you
and
opi
and
others
did
to
get
the
behavioral
crisis
response
team
set
up.
It
was
excellent
it.
I
think
this
is
an
area
where
elected
officials,
community
members,
police
officers,
members
of
the
office
of
community
safety
agree
that
is
a
valuable
asset
in
our
city
and
in
ensuring
that
this
is
not
just
a
pilot,
but
is
an
ongoing
piece.
B
We
are
then
making
it
both
city-wide
as
well
as
ongoing
in
the
budget
itself,
and
a
member
council
member
one
of
your
asks
was
to
bring
it
city-wide
until
24-7,
and
that
is
a
direction
that
we
would
like
to
go.
B
The
work
that
is
happening
now
and
and
is,
is
to
again
further
coordinate
that
work,
a
single
call
that
we
can
take
off
of
the
police
officers
shoulders.
We
all
know
how
burdened
they
are
is
is
a
good
step,
and
I
know-
and
I've
heard
from
chief
huffman
how
thankful
she
and
many
of
her
officers
are
to
have
this
additional
assistance.
B
You
know
I'm
kind
of
getting
around
to
your
question
just
and
just
so
that
I
I
want
to
make
sure
I'm
answering
it
quickly.
The
the
question
was
was
about
some
of
the
thought
process
that
were.
J
B
Yes,
so
I'll
turn
it
over
to
the
commissioner
in
a
second,
if
he's
got
any
additional
ideas,
but
but
what
I
would
say
is
you
know
first
off
for
for
dangerous
situations
where
you
need
an
officer
to
go
in,
we
we
will
use
officers.
They
are
a
very
critical
component
of
our
overarching
public
safety
structure,
but
certainly
they
are
not
the
only
one
behavioral
crisis
response
has
been,
I
think,
a
really
important
step,
but
we're
also
looking
at
things
like
traffic
enforcement
to
help
in
safety
in
nightlife.
B
I
know
that
councilmember
rainville
is
working
on
it.
I
know
that
we're
looking
at
additional
ways
to
utilize
more
of
our
enterprise
to
attack
some
of
the
items
that
have
more
traditionally
been
in
the
law
enforcement
bucket.
I'll
turn
it
over
to
commissioner,
if
he
has
anything
to
add,
but
but
yeah,
we
will
continue
to
try
and
to
pilot
and
to
investigate
and
ultimately
transform
the
way
we're
providing
our
service.
Thank.
D
You
councilmember
payne,
I
think
that's
a
very
relevant
question,
particularly
within
the
context
of
which
we're
standing
up
this
office,
because
when
we
think
about
transformation
we
think
about
transforming
public
safety
policing.
If
you
will
and
myself
being
a
clinical
psychologist.
I
certainly
do
welcome
and
understand
the
benefit
of
bcr,
but
even
more
importantly
to
that,
I
think
it
really
has
to
become
very
much
a
part
of
what
we
do
in
public
safety
every
day
so
being
able
to
pilot
a
project
as
such
is
important,
but
to
actually
make
it
part
of
your
organization.
D
It's
part
of
what
you
do
on
a
regular
basis
is
truly,
is
woven
into
public
safety
in
a
way
that
we
can
expand
bcr
over
time,
where
we'll
have
more
professionals
that
are
able
to
respond
to
many
of
these
calls
for
service
that
do
have
a
mental
health
component
attached
to
them.
I
think
that's
usually
important,
but
in
addition
I
think
we
also
to
the
point
of
some
of
your
question.
D
I
think
it's
important
that,
yes,
we
have
to
be
patient
with
each
other
as
we
stand
up
this
office,
because
here's
what
you
is
uniquely
different
about
this
department-
and
I
probably
say
this
with
some
buyers,
but
here's
what's
uniquely
different-
we're
in
this
place
of
of
of
transformation.
If
you
will,
as
we
continue
to
talk
about
transforming
policing
of
public
safety
in
this
country
and
more
specifically
in
this
city.
D
But
in
addition
to
that,
I
think,
as
we
talk
about
it,
I
think
we
also
have
to
recognize
that
public
safety
is
very
fluid.
It
is
constantly
changing.
We
have
new
issues
that
can
erupt
and
evolved
at
any
particular
moment.
As
we
stand
up
this
office,
it
could
be
around
crime.
It
could
be
around
a
significant
event
that
take
place
that
could
put
us
back
on
the
national
scene.
D
You
know
confront
these
ever-evolving
issues
that
are
taking
place
in
our
society,
we're
here
again
whether
it's
around
crime,
whether
it's
around
a
bridge
collapse,
rather
it's
around
some
severe
inclement
weather
or
civil
unrest,
whatever
it
may
happen
to
be,
we
have
to
be
prepared
to
respond,
and
I
think
you
heard
director
lane
even
speak
to
the
fact
that
being
prepared
for
any
type
of
of
of
situation
is
hugely
important
to
us
in
public
safety
and
we're
trying
to
do
things
and
consider
things
and
think
about
things
that
we
have
not
in
the
past.
J
And
if
I
made
just
as
a
follow-up,
my
question
was
specific
to
bcr,
but
I'm
also
trying
to
think
forward-looking.
We
have
the
fentanyl
crisis,
we
have
unique
circumstances
around
intimate
partner
abuse
and
violence.
We
have
even
just
the
the
safety
ambassador
program,
downtown
of
just
a
physical
presence
that
helps
you
know,
keep
eyes
on
the
community.
These
are
all
capabilities
that
I
envision
us
moving
towards.
But
how
do
we
make
sure
that
we're
very
intentional
and
deliberate
about
expanding
those
resources
in
those
capacities.
D
I
think
one
thing
that's
going
to
be
hugely
important
is
those
conversations
be
had
with
me
with
ovpr,
with
officer
neighborhood
safety
director
and
in
the
opportunities
to
be
able
to
do
that.
I
think
we
have
to
lean
forward
and
think
about
those
new,
innovative
ways
in
which
we
do
business
and
each
one
of
those
that
you
just
outline
are
hugely
important.
I
think,
having
ambassadors
there's
downtown
I've
seen
this
in
other
cities
before
it
works.
D
Well,
it
is
forward
thinking,
I
think,
when
we
think
about
the
fentanyl
crisis
in
this
nation
and
certainly
in
this
community,
how
can
we
provide
better
services?
How
can
bcr
be
expanded
in
many
ways
to
be
able
to
provide
that
service
to
be
able
to
put
the
metrics
to?
It
will
probably
be
the
easiest
part
of
it
all,
but
be
able
to
respond
to
some
of
these
types
of
issues
that
are
going
that
we're
going
to
be
confronted
with.
D
I
think
we
also
have
to
recognize
that
it's
just
not
going
to
involve
the
few,
but
it's
going
to
involve
too
many,
because
each
one
of
those
areas
you
just
outline
such
as
fentanyl
crisis,
that
we're
in
in
partner
relationships
abuses.
If
you
will
that
we
know
our
own
uptick
in
this
country,
we
try
to
get
out
ahead
of
that,
but
we
have
to
be
conscious
of
it
and
we
have
to
begin
to
talk
about
it.
B
And
madam
vice
president
councilmember,
if
I
can
just
add
a
lot
of
this
work,
will
include
not
only
council
members
but
will
also
include
entities
that
are
outside
of
what
we
are
looking
at
as
the
office
of
community
safety.
You
mentioned
fentanyl.
B
That
would
be
a
prime
example
where,
of
course,
we
would
want
to
involve
our
health
department
and
making
sure
that
we've
got
accessible
treatment
available
and
that
those
that
are
administering
the
treatment
are
collaborating,
collaborating
directly
with
with,
for
instance,
bcr
with
our
fire
department
and
we're
actually
presently
rolling
out
the
safe
station
program
and,
of
course,
with
law
enforcement
on
occasion,
and
so
all
of
those
are
going
to
be
really
important,
and
I
think
the
more
people
that
we
can
have
at
the
table
that
are
helping
with
these
really
complex
problems
internally,
the
better.
K
Thank
you
just
building
upon
council
member
payne's
question.
I
actually
would
like
to
have
division
director
brian
smith,
be
able
to
come
and
speak
to
the
pilot
process
for
bcr.
I
think,
prior
to
you
coming
in
commissioner
alexander,
and
I
will
note
for
the
public
record.
There
has
been
some
points
raised
a
couple
of
times
about
this
structure,
this
new
office.
K
I
do
want
to
know
for
just
clarity
for
the
public
that
we
have
not
as
a
legislative
body
as
yet
passed
or
ordinance
to
make
the
office
of
community
safety
formal.
So
I'm
assuming
many
of
the
things
that
are
being
referenced,
is
the
transitional
processes,
hopefully
to
help
set
that
department
up
when
we
finally
take.
You
know
the
vote
on
it,
so
I
do
want
folks
to
know
that
it's
currently
not
implemented
we're
still.
K
This
is
why
we're
having
this
conversation,
I'm
grateful
that
you
know
council
vice
president
palmisano
allowed
this
transparent
and
public
forum
for
us
to
actually
talk
more
thoroughly
about
about
this.
Second,
to
follow
up
the
council
member
of
haines
question.
K
From
my
understanding,
there
were
already
plans
made
around
the
pilot
process,
specifically
for
bcr
for
a
two-year
period.
I
would
like
to
hear
from
the
staff
which
I
know
was
opi
that
designed
this
and
also
would
like
to
hear
their
thoughts
about
you
know,
pilot
process.
What's
the
integration
integration
process,
you
think
is
best
fit
based
off
of
kind
of
past
presidents
with
initiatives
like
this,
so
I
would
like
to
hear
directly
from
the
staff
on
that
piece.
A
D
L
Council
member
wansley,
chair
paul
masano
mayor
commissioner
alexander
brian
smith,
director
of
the
office
of
performance
and
innovation,
direct
questions
would
be
helpful,
so
I
don't
just
like
throw
stuff
at
the
wall
and
hope
I
answer
what
people
might
be
thinking,
but
we
did
plan
the
pilot.
L
L
The
reason
why
we
call
it
a
pilot
is
because
we
know
in
building
something
new
that
it
would
take
at
least
a
couple
of
years
of
learning
of
tweaking
the
program
setting
good
metrics,
getting
information
back
from
those
metrics
and
also
tweaking
the
program.
Based
on
that.
We
also
know
that
it's
not
just
the
bcr
in
of
itself
that
we
had
to
work
with
that.
We
have
weekly
meetings
that
we
at
least
we
used
to
have
weekly
meetings
with
9-1-1
with
mpd
with
canopy
who's,
the
vendor.
L
L
Essentially,
move
the
program
at
this
point
would
mean
somebody
would
have
to
probably
learn
all
of
that
all
over
again,
but
we're
still
in
the
we're
still
in
the
infancy
of
bcr.
It
only
launched
december
13th
of
last
year,
so
we
would.
We
were
under
the
impression
that
we
would
still
be
under
that
two
to
three
year
process
before
we
handed
it
over
to
somebody,
it's
not
that
opi
wants
to
hold
on
to
it.
L
I
mean
it's
our
baby
to
a
degree,
but
it
belongs
to
all
of
us,
but
at
the
same
time
we
work
with
people
to
build
things,
to
help
them
with
technical
assistance
and
then
to
turn
it
over
eventually
something
of
this
magnitude.
That's
the
reason
why
we're
holding
it
onto
it
for
two
to
three
years,
but
usually
it's
about
a
year
and
we
pass
it
off
to
people,
but
it's
usually
stuff.
That
is
not
to
this
magnitude,
smaller
programs.
L
That's
just
the
way
we
do
things
because
we're
not
in
the
business
of
becoming
an
operational
place
where
we
run
programs
day
in
day
out.
This
was
very
different
and
very
unique,
and
so
that's
why
we
put
two
to
three
years
on
it.
If
there's
any
specific
questions
that
you'd
like
to
ask,
because
one
of
the.
L
And
I'll
just
throw
it
out
there
and
if
you
want
to
hear
more,
you
can
say
so,
if
not
I'll
stop
but
prior
to
the
murder
of
george
floyd.
When
we
got
this
work,
we
were
tasked
with
doing
a
lot
of
things
in
opi
and
looking
at
a
lot
of
things
with
regards
to
public
safety,
because
we
could
see
where
things
were
going
with
regard
to
a
more
comprehensive
public
safety
approach
and
not
always.
L
L
Part
of
why
part
of
what
we
came
up
with
in
the
evolution
of
that
we
never
got
a
chance
to
share
that
publicly
with
anybody,
but
part
of
what
that
evolution
looked.
Like
was
the
department
that
commissioner
alexander
is
running
now
that
it
would
the
way
the
department
would
develop
whether
question
one
or
two
I
mean
the
ballot
initiative
was
passed
or
not.
We
know
we
were
going.
L
This
direction
would
to
be
to
stagger
how
these
things
worked,
that
they
would
eventually
need
to
be
under
this
one
umbrella,
but
to
stagger
them
and
not
to
just
move
everything
immediately,
because
we
thought
the
first
thing
we
would
have
to
do,
and
we
would
have
conversations
with
everybody
around
the
city
about
this
was
whoever
came
in
to
run.
Mpd
would
have
to
work
with
mpd
and
changing
what
we
all
agreed
needed
to
be
changed.
L
Then
we
staggering
prevention
or
alternatives,
not
my
choice,
to
make
that
would
be
up
to
who's
ever
running
the
department
and
then
that
way,
once
that
culture
was
worked
on,
we
would
then
be
have
a
more
comprehensive
way
of
looking
at
public
safety.
That
involved
all
those
things
and
not
just
one
culture,
because
what
I
still
hear
today
sometimes
is
that
we.
L
We
speak
of
prevention
and
alternatives
and
how
they
relate
to
mpd,
as
opposed
to
talking
about
public
safety
broadly
and
more
comprehensive.
And
so
we
thought
that,
as
you
stagger,
those
things
in
one
culture
doesn't
rub
off
on
another,
but
you
actually
contin
you're
continuously
building
a
culture
that
makes
sense
for
everybody,
and
so
we
have
those
recommendations
still
we're
willing
to
share
those.
L
I
don't
want
to
go
too
far
into
a
lot
of
stuff,
because
I've
not
had
a
chance
to
talk
with
commissioner
alexander
about
what
he
thinks
about
certain
things
share
information
with
him,
and
so
I
don't
want
to
go
too
far
into
having
a
conversation
publicly
and
have
a
bunch
of
conversations
go
back
and
forth,
and
then
some
assumptions
be
made
about
what
commissioner
alexander
does
and
doesn't
believe
about
the
comprehensive
public
safety
strategy
and
maybe
even
maybe
even
staggering,
certain
programs
and
which
could
be
aligned
with
what
he
wants
and
what
the
council
wants.
L
As
far
as
when
you
pass
stuff
when
you
pass
budget
stuff,
but
that's
that's
just
my
thoughts
on
the
bcr,
the
other
alternatives
that
we're
working
on
and
this
whole
department
of
community
safety
and
how
things
could
possibly
be
staggered.
But
I
don't
want
to
jump
ahead
of
that
without
having
conversations
with
the
commissioner,
because
I
haven't
had
a
chance
to
do
so,
and
I
was
out
for
10
days.
So.
A
A
One
of
the
things
that
has
been
happening
for
several
years
and
was
happening
before
2020
was
a
9-1-1
call
analysis
to
see
what
kinds
of
alternative
responses
might
we
be
able
to
develop
to
respond
to
9-1-1
calls,
for
maybe
the
best
response
is
something
other
than
having
peace,
officers
and
squad
cars
show
up.
Maybe
we
could
be
more
helpful
by
innovating
other
kinds
of
responses.
A
Other
things
we've
done
to
innovate,
our
resource
issues
with
mpd
and
develop
other
kinds
of
alternatives
to
response
has
been
in
the
traffic
management
area,
and
that
has
been
helpful.
I
think
one
of
councilmember
wansley's
questions
was
really
about.
How
do
we
both
continue?
The
work
of
innovating,
more
responses
for
public
safety
needs,
while
also
creating
those
critical
performance
measurements
needs
and
holding
holding
our
different
responses
to
them.
So
thank
you,
council,
member
once.
K
You
have
a
follow-up
yeah.
I
do
want
to
clarify.
My
question
was
definitely
answer.
I
think
it
was
more
about
the
what
is
the
protocols
or
processes
we've
had
in
the
past
around
integration,
especially
of
these
newer
public
safety,
beyond
policing
initiatives
that
we've
led
in
the
city,
and
I
named
specifically
bcr-
and
I
think
that
was
definitely
crystallized
in
terms
of
also
with
the
timeline
that
it
seems
like
mayor
fry
is
proposing.
K
I
would
like
to
see
a
commitment
from
commissioner
alexander
that
we
do
allow
bcr
the
time
it
needs
to
fully
get
flushed
out.
I'm
glad
that
we
have
a
process
in
place
that
is
doing
that
performance
measurement
and
that
evaluation
of
the
program
before
it
gets
into.
You
know
neighborhood
safety,
because
I
think
we
all
here
have
the
goal
of
wanting
to
see
this
program
not
only
just
thrive,
but
also
be
successful.
So
it
seems
like
we
already
have
a
two
to
three
year
kind
of
plan.
K
It
seemed
like
that's
in
alignment
with
what
I
just
heard
about
like
integration,
so
that
piece
was
named.
I
do
want
to
segue
because
I
did
have
additional
questions
before
I
know
other
colleagues
getting
cue,
so
I
do
want
to
shift
gears.
Thank
you
so
much
director
smith.
K
So
the
couple
questions
that
I
have-
and
these
are
mostly
for
you,
commissioner,
alexander
at
the
public
hearing
your
parts,
your
public
hearing,
specifically,
I
named
a
primary
concern
of
mines.
Is
you
know
the
office
of
community
safety
just
not
being
used
to
rebrand
mpd
and
to
have
it
be
something-
and
it
seems
like
I've
heard
this
from
you:
have
it
be
something
fundamentally
new
and
holistic?
K
I
also
raised
a
number
of
questions
during
your
public
hearing
and
you
were
honest
you
you
know.
You
said
you
need
to
learn
more.
It's
now
been
a
month
and
I'm
assuming
you
know,
you've
read
a
lot
of
the
key
documents
around.
You
know
the
mpd
staffing
study,
the
after
action
report,
the
mdhr
findings,
as
well
as
the
mayor's
public
safety
work
group
recommendations,
as
well
as
the
harvard
safe
and
thriving
communities
report.
So
I
know
that's
a
lot
of
also
contextual
information.
K
That's
going
to
be
useful
in
in
this
implementation
of
a
new
department,
and
I
know
your
work
is
just
beginning,
but
I
wanted
to
hear
your
specific
plans
for
some
of
these
areas
that
I'm
about
to
raise,
because
I
do
want
to
know
last
november
around
question
two
one
of
the
biggest
things
that
thousands
of
residents
you
know
loudly
result
just
resounded
across
the
city
is
they
want
to
hear
specific
plans
about
our
public
safety
initiatives,
especially
as
we're
doing
this
transformative
work?
K
So
first,
I
wanted
to
hear
about
what
is
your
reimagining
like
our
responses
to
in
campus?
I
know
the
mayor
has
also
mobilized
npd
towards
our
encampments
and
clearing
them.
Now
that
you
do
have
shared
authority
with
mpd
alongside
the
mayor,
do
you
want
to
continue
that
practice,
or
do
you
think
we
can
find
other
ways
to
respond
to
our
unhoused
neighbors
in
in
our
encampment
crisis?
That
has
not
gone
away
for
several
years.
B
B
It's
been
a
request
that
has
been
made
both
by
regulatory
services
as
public
works
for
the
safety
of
their
staff
in
doing
their
work,
and
that
is
a
request
and
a
recommendation
that
I
have
supported
in
asking
for
the
assistance
from
police
officers
themselves
so
that
that
has
been.
You
know.
The
commissioner
can
certainly
speak
to
additional
information
that
he
may
have
or
or
insights
that
he
has
gleaned
in
the
last
month
or
so,
but
I
just
wanted
to
make
sure
that
the
context
was
set.
D
Thank
you
and
thank
you
for
that
question.
Councilmember
weinsley,
I
think,
is
you
know
here
again
a
very
relevant
question,
but
a
lot
of
relevant
issues
that
are
that
at
play
here,
and
certainly
all
those
documents
that
you've
just
articulated
that
I
had
an
opportunity
to
review.
D
As
we
hear
from
communities
across
the
country
who
are
crying
the
same
thing
and
it's,
I
think
it's
important
that
we
address
these
issues
as
it
relates
to
more
specifically
around
mdhr
report.
You
you
refer
to
the
issues
that
are
there.
We
have
to
look
at
and
address
and
make
some
resolve
around
as
well,
but
I
think
as
these
as
as
I
continue
to
meet
with
and
have
conversations
with
people
like
director
smith
and
to
be
able
to
hear
what
their
challenges
have
been,
how
they
foresee
public
safety
in
this
community.
D
And
how
do
I
tie
that
in
with
the
five
departments
in
which
I'm
responsible
for
because
there's
a
lot
of
work
to
be
done
in
the
area
of
public
safety?
But
it's
not
just
the
work
that
needs
to
be
done.
That
needs
to
be
done,
but
it's
also
how
we
approach
that
work,
I
think,
is
hugely
important,
so
I
am
still.
D
K
I
do
have
kind
of
well
follow
up.
I
do
want
to
name
like.
Is
there
specific
plans
I
want
to
know
we
brought
you
on
as
of
course
an
expert.
You
know
we
also
designated
a
sizable
salary
of
300
000,
because
we
wanted
to
recruit
someone
with
great
expertise
on
these
issues
and
that
could
bring
forward
specific
plans
because
that's
what
the
voters
and
our
constituents
have
named
time
and
time
again
that
they
want
to
see
in
our
public
safety
efforts
at
the
city.
So
is
there
any
specific
things
that
you're
looking
at
leading?
K
I
heard
you
know
some
of
the
broader
approach
around
social
issues.
I
think
that
you
were
trying
to
tie
that
to
the
the
specific
dynamic
of
you
know,
our
growing
housing
crisis
and
then
how
that
leads
to
our
encampments.
But
do
you
also,
I
think,
in
this
next
piece
like
something
specific,
and
I
think
this
might
be
helpful,
dr
off
telly,
because
he's
been
working
with
you
all,
I
think
around
this
comprehensive
piece.
K
He
came
to
the
public
health
and
safety
committee
back
in
july
and
talked
about
some
of
these
comprehensive
components
and
what
would
be
necessary
in
this
department
to
really
make
it
a
holistic
model.
He
named
you
know
intervention
and
prevention
as
key
pieces.
I
know
that
work
is
underway
already
at
the
city.
K
He
also
named
restorative
orange
oriented
services
as
well
as
resilience
oriented
services
as
part
of
a
larger
human
service
approach.
What
is
your
plan
and
timeline
on
implementing?
You
know
programs,
and
if
you
would
like
to
cite
one
that
you
think
from
all
the
information
that
you
gather
and
I
do
want
to
know,
you
know
it's
been
a
month
but
you've
also,
I
met
with
you
back
in
june.
I
know
you
were
here
leading
up
our
national
police
search.
I
emailed
you
many
of
these
documents.
D
I
can't
tell
you
specifically:
I
can't
respond
to
that
question
specifically,
because
what
I
have
in
front
of
me
is
a
succession
of
a
great
large
number
of
issues,
as
it
relates
to
public
safety
and
many
of
those
issues
the
programs
you're
talking
about.
We
have
programs
now
that
I'm
still
trying
to
understand
and
what
there's
in
in
in
their
importance
and
how
they
work
and
how
they
operate.
D
I
have
to
deal
with
in
many
of
their
areas
of
responsibility
in
which
I've
been
given,
such
as
9-1-1
in
police,
around
recruitment,
lack
of
personnel
and
those
issues
that
evolve
and
even
as
we
think
about
these
other
social
programs,
even
in
ovp,
beginning
to
have
a
clear
understanding
of
what
they're
functioning
in
and
what
their
roles
are
so
being
able
to
read
something
off
of
peeps
of
paper
is
one
thing,
but
to
be
able
to
engage
it
and
talk
to
those
who
are
responsible
in
those
areas
in
real
time
in
terms
of
what
their
challenges
are
is
entirely
something
else.
D
So
I
think
in
regards
to
your
question
in,
do
I
have
something
specific
in
mind.
No,
I
do
not,
and
I'm
not
going
to
sit
here
and
make
up
something,
but
I
am
going
to
say
is
that
I
think
to
trajectory
that
we're
on
and
trying
to
stand
up
an
office
that
has
not
been
stood
up
yet
in
the
time
that
I
have
been
here.
The
short
time
that
I
have
been
here.
D
No
time
has
been
wasted
on
not
trying
to
be
clear
about
what
it
is
that
we
need
to
do
in
public
safety
in
this
community.
It
encompasses
a
lot
of
things
that
you
just
just
outlined,
but
I'm
still
learning
and
I'm
still
trying
to
figure
that
out
and
that
is
going
to
take
some
time
and
that's
the
only
way
I
can
respond
to
that
realistically
and
you
know
to
you.
B
Madam
vice
president
councilman
wansley,
I
can
respond
with
some
additional
information
as
well.
First,
you
know
several
of
the
areas
outlined,
be
they
social
service
or
housing.
Support
are
largely
done
through
other
departments
within
our
city
and
in
some
cases,
other
jurisdictions
beyond,
like
hennepin
county.
B
The
commissioner
has
already
made
not
just
the
intention,
but
has
met
with
individuals
at
both
in
these
departments
and
other
jurisdictions
to
determine
what
programs
are
already
underway
just
so
that
he's
not
setting
up
a
new
program
that
is
duplicative
of
one
that's
already
taking
place,
and
additionally,
there
are
proposals
that
you
know
will
be
coming
out
in
the
relatively
near
future
in
the
topics
that
he
is
in
charge
of
now
are.
Are
they
ready
for
prime
time
at
this
point.
M
N
Thank
you,
madam
chair.
You
know
I
did
have
some
questions
about
timeline,
but
I
think
a
lot
of
those
questions
have
been
addressed
through
councilmember
payne
and
councilmember
wansley's
series
of
questioning,
and
so
I
do
just
want
to
make
a
few
observations
and
maybe
offer
I
think,
some
suggestions.
N
I
think
that
we've
heard
from
director
smith
that
there's
a
two
to
three
year
transition
period
or
or
review
period
for
this
new
for
the
behavioral
crisis
response
and
we're
less
than
one
year
into
that.
I
think
that
there
is.
I
think
that
there
should
be
a
conversation
about
taking
the
time
to
make
sure
that
that
work
is
solidified,
that
the
culture
of
that
department
is
solidified
before
they're
having
to
reintegrate
re.
You
know
kind
of
re-figure
themselves
out.
I
think
that
that's
a
valid
request.
N
I
also
know
that,
at
least
through
the
the
short
introductions
that
we
saw,
that
every
single
one
of
those
programs,
including
behavioral
crisis,
are
a
911
response
except
ovp,
and
you
know,
and
one
of
the
things
that
I've
seen
from
from
from
as
lvp
has
given
presentations,
is
that
there's
this
question
about
the
about
the
violence?
Interrupters
people
always
ask:
are
they
9-1-1
sort
of
deployable
and
and
the
response
is
always
no
because
they're
not
a
9-1-1
service,
and
then
people
always
ask
why?
N
And
that
tells
me
that
we
still
sort
of
have
a
bit
of
a
a
knowledge
gap
between
what
the
department
should
be,
what
it,
what
what
people
kind
of
want
it
to
be,
and
I
feel
like
that.
Misunderstanding
really
needs
to
be
solidified
as
well,
and
so
I
think
that
in
both
cases,
it's
appropriate
for
us
to
start
discussing,
maybe
a
longer
timeline
and
not
to
drag
it
out,
not
to
drag
it
out
beyond
three
years.
N
But
I
think
a
slower
timeline
could
help
departments
solidify
their
cultures
and
solidify
and
and
help
the
public
understand
what
they
should
be,
especially
in
the
realm
of
the
interrupters,
who
were
rolled
out
almost
a
year
ahead
of
time
and
asked
to
do
things
repeatedly
outside
of
their
scope,
because
we
were
all
learning
and
we
and
the
whole
city
was
in
crisis.
But
what
that
created
was
a
little
bit
of
confusion
about
what
they
should
and
shouldn't
be
doing.
N
I
think
that
confusion
is
being
rectified
now
and
I
would
hate
to
see
that
remedy
be
interrupted
by
by
by
a
premature,
premature
integration,
and
I
think
it's
appropriate
to
have
those
conversations,
because
you
know,
commissioner,
I
think
that
you
obviously
have
a
wealth
of
knowledge,
a
wealth
of
expertise
in
in
policing
and
also
9-1-1
response,
but
I
also
think
that
there's
a
little
bit
of
a
learning
curve
for
these
other
responses
and
a
learning
curve
is
is,
is
not
a
personal
failing
right.
N
There's,
no
there's
no
personal
failing
in
not
knowing
what
you
don't
know,
but
I
do
see.
I
do
see
some
value
in
in
extending
those
timelines
out
and
what
I'm
hearing
is
that
we're
hoping
to
prop
this
up
by
the
beginning
of
next
year,
which
is
months
away,
and
that
feels
like
it
could
be
very
disruptive
to
the
development
of
these
very,
very
new
programs.
N
The
last
thing,
I
guess,
the
point
that
I
guess
I
would
I
would
want
to
make
is
that
one
of
my
fears
in
integra
into
integrating
things
immediately,
has
been
that
that,
instead
of
mpd's
culture,
sort
of
being
influenced
by
these
other
departments,
it's
that
these
other
departments
will
then
be
influenced
by
mpd's
culture,
which
you
know
you
and
the
mayor
have
plans
for.
N
I'm
excited
about
those
plans,
you
know,
but
I
would
hate
to
see
departments
that
saw
themselves
as
quasi
or
auxiliary
to
policing
only
and
not
full
fully
fleshed
out
departments
on
their
own,
and
so-
and
I
think
you
know,
I
think,
certainly
911
and
fire
are
departments
that
are
old
enough
and
have
enough
standing
to
not
be
very
impressionable
by
the
culture
of
other
departments,
and
I'm
not
sure
if,
if
we're
there.
Yet
with
these
newer.
N
With
these
newer
programs
that
we're
trying
to
integrate-
and
I
fear
that
we
could
begin
the
process
of
slowly
undoing
them,
if
we
don't,
if
we
don't
integrate
them
correctly,
so
that's
that's
more
of
a
suggestion,
not
a
question
there.
I
think
that
the
questions
that
I
had
were
were
largely
addressed
again
by
councilmember
wansley
and
councilmember
payne.
A
A
D
Yeah
I
would
like
to
respond
to
that
and
you're
absolutely
right,
and
I
certainly
do
hear
very
clearly
what
councilmember
ellison
is
saying
in
regards
to
policing
police
he's
a
very
dominant
culture.
D
It
is,
and
I
think,
the
influence
and
impact
as
we
advance
policing
in
this
community
is
going
to
be
very
important
as
to
how
we
stand
up
all
of
these
different
programs
together
and
giving
them
an
opportunity
to
mature,
because
one
thing,
I'm
learning,
council
members
and
even
in
further
discussions
with
interim
director
josh
peterson,
as
I
learned
more
even
about
ons
obp,
is
becoming
very
clear
to
me.
D
How
much
I
did
not
know,
and
one
thing
I've
even
suggested
to
him
and
his
staff
is
that
they
also
have
the
opportunity
to
take
time
and
to
share
with
other
departments
within
public
safety,
ie,
police,
etc.
Exactly
what
it
is.
They
do,
how
they
do
it
and
and
what
their
boundaries
and
what
their
boundaries
are,
and
that
has
been,
I
think,
beneficial
in
helping
us
in
in
in
that
regard,
but
to
be
able
to
move
along
comprehensively.
D
I
think
we
can
do
that,
but
there's
a
lot
of
information
to
take
in
as
we
stand
up
so
and.
B
Madam
vice
president,
if
I
may
that's
part
of
the
value
of
having
these
departments
in
together
at
the
ground
level
because
they
are
in
charge
of
setting
up
their
culture,
they
set
up
the
culture.
That
is
a
new
culture
with
commissioner
alexander's
leadership
from
the
very
beginning,
rather
than
create
a
culture
and
then
bring
someone
in
later
on.
B
That
was
always
the
intention
that
was
always
the
goal
in
creating
a
comprehensive
approach
was
to
do
exactly
what
we're
doing
right
now
and
I
think
right
now,
it's
more
of
following
through
on
the
promises
that
were
made,
and
we
can
do
that
in
a
thoughtful
way.
B
I
could
go
on,
but
I
I
will
stop.
All
I'll
add
is
that
you
know
council
member
ellison's
point.
There
is
a
lot
of
work
that
ovp
and
ons
does
that
may
not
have
been
known
by
commissioner
alexander
and
maybe
was
not
even
known
fully
by
some
of
the
other
entities
within
the
office
of
community
safety.
I
I
don't
think
I'm
betraying
any
confidences,
in
instance,
and
I
say
that
the
commissioner
told
me
just
the
other
day
that
ons
ovp
had
the
opportunity
to
present
on
a
range
of
things
you
know.
B
Obviously
mpd
was
was
heavily
involved
with
group
violence
intervention,
and
so
they
knew
everything
about
gvi.
I
think
there's
probably
other
entities,
whether
it
be
you
know,
9-1-1
or
fire
or
police.
That
didn't
know
all
of
the
other
micro
details
and
that's
part
of
these
meetings
that
have
already
been
instilled.
A
Thank
you.
I
think
there's
also
opportunity
for
some
of
the
specialty
units
of
of
mpd
that
maybe
aren't
active
right
now,
whether
it's
different
community
intervention
teams
or
crisis
intervention
teams
or
gvi
kinds
of
teams
that
you
know
maybe
putting
them
together
in
new
ways
with
with
director
josh
peterson.
Sorry,
I
had
trouble
with
your
last
name
there
for
a
second
that
we
might
be
able
to
innovate
and
bring
back
online
in
some
in
some
new
way.
So
thank
you,
council
member
chavez.
O
O
Yes,
so
it's
my
understanding
that
the
crime
prevention
specialist
it
might
be
from
the
mayor
as
well-
are
moving
and
shifting
to
a
different
department
or
office,
and
I
think
it
would
just
be
good
for
us
to
understand
what
that
new
process
is
and
what
their
roles
with
the
council
offices
will
be.
Moving
forward.
B
Yes,
councilman
councilman.
Vice
president
councilmember
jeff,
it's
a
really
good
question,
so
there
have
been,
I
think,
a
number
of
outstanding
issues
involving
crime
present
crime
prevention,
specialists,
as
well
as
the
navigators.
B
My
hope
and
goal
on
a
broad
level
was
to
bring
crime
prevention,
specialists
or
at
least
a
chunk
of
them
and
navigators
back
to
the
office
of
community
safety.
Generally
now,
crime
prevention
specialists,
as
you
know,
were
previously
all
allocated
all
of
them.
I
think
there's
17
in
total.
Am
I
right
17
in
total
that
were
previously
all
under
the
purview
of
mpd?
B
They
were
largely
direct
reports
to
the
inspectors
of
each
respective
precinct.
There
is
some
utilization
there,
but
we
can
also
shift
up
some
of
the
positions.
I
believe
it's
actually
in
the
budget
for
this
year.
So
you
know
I
I,
rather
than
give
you
inaccurate
information
based
on
the
numbers.
We
can
get
you
that
it's
it
should
be
in
the
budget
book
that
has
been
produced
both
what
was
what's
going
on
with
the
crime
prevention
specialists,
those
particular
positions,
as
well
as
the
navigators.
O
Perfect,
oh
I've
heard
that
done
yet
I
have
a
few
questions
yeah.
Thank
you.
I
appreciate
that
and
I
have
a
few
other
questions
and
I
guess
the
second
one
is
mostly
about
the
five
new
staff
positions
in
the
city,
attorney's
offices,
regarding
the
charging
decisions
and
also
regarding
the
mdhr
report,
just
trying
to
figure
out,
if
there's
a
specific
breakdown
under
this
new
office
and
how
that's
going
to
work.
A
Just
on
a
presentation,
this
is
a
study
session
on
the
office
of
community
safety,
but
I
think
a
relevant
question
would
be
about
how
how
do
the
new
proposed
positions
in
the
city
attorney's
office
work
with
this
new
office
of
community
safety
or
not?
Or
do
you
have
any
thoughts
about
that
and
I'm
sorry
to
rephrase
your.
O
Question
but
it
was
mentioned
topic
specific.
It
was
on
the
presentation,
so
basically
there's
a
breakdown.
These
positions
are
there
any
of
them
that
are
going
to
be
specifically
working
with
the
new
office
of
community
safety
or
not.
It
was
on
the
presentation,
so
that's
where
my
conversation's
coming
from.
B
Madam
vice
president
council
member
chavez,
given
that
some
of
the
positions
are
designated
to
assisting
with
a
consent,
decrees,
approval
and
implementation,
of
course,
they
will
be
working
with
the
minneapolis
police
department.
We
can
give
you
a
better
breakdown
again
it's
in
the
budget
book.
I
just
don't
want
to
give
you
any
inaccurate
numbers.
B
But
yes,
of
course,
some
of
those
positions
are
dedicated
specifically
to
consent
to
korean
and,
as
you
know,
there's
also
a
pot
of
money
that
we've
also
allocated
for
objectives
and
directives
that
have
not
been
given
yet
through
the
consent
decree
itself.
O
O
I
know
you're
leading
conversations
on
going
line
by
line
on
the
office
of
violence
prevention
and
wondering
which
I
know
is
important,
but
I'm
also
wondering
if
this
new
role
in
this
new
office,
if
you're
going
to
be
going
line
by
line
to
the
memphis
police
department's
budget
as
well
to
see
what
works
and
doesn't
work.
Yes,.
D
It's
not
just
because
I
don't
understand
them.
It's
also
because
I'm
hearing
from
the
public
that
don't
understand
them,
I'm
hearing
from
other
sources,
I'm
hearing
from
even
people
on
the
council
who
may
not
understand
so
it
becomes
important
for
me
to
ask
these
questions.
But
ovp
has
not
been
singled
out,
but
obp
is
is,
as
I'm
learning
ovp.
If
you
will.
D
D
But,
yes,
everyone
is
going
to
be
looked
at
deeply,
because
what
I'm
held
responsible
for
are
going
to
be
questions
that
many
of
you
on
this
council
going
to
ask
me
later.
People
in
the
community
are
going
to
ask
me,
and
I
want
to
be
as
as
abreast
as
much
as
I
can
as
I
learn
about
all
this
as
we
stand
up
this
new
office
as
well
too.
So,
yes,
sir
to
your
question,
everyone
will
be
on
the
same
level
of
of
observation
and
questioning.
If
you
will.
A
Thank
you,
I'm
going
to
move
on
to
councilmember
koski
and
then
I'm
sure
we're
going
to
have
enough
time
at
the
end,
to
come
back
to
council
member
chavez
and
others
that
might
want
to
put
themselves
in
queue,
but
we're
trying
to
stick
to
the
one
question:
a
relevant
follow-up
and
and
keeping
the
conversation
moving
so
go
ahead.
Councilmember
koski.
P
Thank
you
vice
president
palmisano
appreciate
that
this
is
for
commissioner
alexander
I
just
I
know
in
the
presentation
there
was
noted
that
there's
be
five
added
ftes
for
the
beginning
stages
of
your
the
new
office.
I
was
just
wondering
if
you
had
a
vision
of
those
five
ftes
each
of
the
roles
and
responsibilities.
I
know
it's
been
30
days,
but
if
you
have
an
outline
or
thoughts
and
ideas
of
those
fries,
I'd
love
to
hear.
D
Well,
you
know
once
myself
and
becky
boland,
who
is
mo
recently
assigned
to
me
now
as
an
aide,
we're
pretty
much
running
that
office
and
and
if
you
any
of
you,
have
an
opportunity
to
come
visit
us,
we
they're
in
room
115
and
we
operate
from
a
long
desk
and
it's
just
she
and
I
and
nothing
stops
because
it's
just
the
two
of
us,
but
the
hopes
is
in
the
near
future.
I
will
have
a
chief
of
staff.
D
D
So
you
know
you
know
one
of
the
challenges
when
you're
standing
up
on
office
is
such
you
learn
so
much
as
you
go
along,
but
right
now
we're
learning
how
to
do
a
whole
lot
with
very
little,
because
the
process
of
this
is
you
know
it's
slow,
but
it
has
not
in
any
kind
of
way,
and
I
got
to
give
a
shout
out
to
becky
bowling
on
this.
D
It
has
not
in
a
way
stopped
her
from
helping
me
quite
frankly,
guide
me
through
the
hallways
and
in
the
issues
that
come
about
in
places.
I
need
to
be
and
things
I
need
to
be
aware
of
as
we
stand
up,
but
those
f,
those
five
ftes
are
going
to
be,
I
think,
critically
important
to
the
daily
functioning
of
this
office,
and
but
each
one
of
those
positions
for
me
have
to
be
very
smartly
and
heavy
and
very
care
carefully
evaluated.
As
who.
M
D
Individuals
are
going
to
be
because
this
is
a
very
sensitive
job.
A
lot
of
sensitive
information
comes
across
my
desk
as
a
result
of
it
being
public
safety
because
it
oftentimes
just
not
involve
us
internally,
but
a
lot
of
information
of
high
level
high
value
also
come
from
our
state
partners
and
our
federal
partners.
So
we
have
to
be
very
vigilant
making
sure
when
we
stand
up,
we
have
the
right
people.
A
J
Thank
you,
madam
chair.
I
have
a
question
about
so
we
we
know
the
topic
of
the
staffing
levels
has
been
well
explored,
I'm
trying
to
explore
how
we're
utilizing
overtime
resources
and
without
getting
into
a
lot
of
the
complexity
of
our
history
of
overtime,
off
duty
and
buyback
contracts.
D
D
F
Thank
you,
council
vice
president,
so,
as
many
of
you
know,
with
a
current
staffing
level
of
around
560
active
officers
of
all
ranks
in
the
department,
we
have
been
struggling
to
maintain
staffing
levels
in
the
precincts
that
provide
the
service
that
we
hear
from
communities
that
they
want
and
need.
That
includes
response
times
to
priority
one
and
two
calls
that
make
people
feel
like
they
live
in
a
safe
community.
F
So,
in
order
to
address
that
issue,
we
have
been
offering
overtime
for
officers
to
come
back
and
work
additional
shifts
on
top
of
their
regular
shifts
in
order
to
keep
those
staffing
levels
up.
The
same
thing
is
true
in
investigations.
You
know
we
understand
that
for
all
serious
crimes,
the
way
to
get
a
day
in
court,
the
way
for
a
victim
to
access
the
criminal
justice
system
is
through
a
police
investigation.
F
We've
lost
a
significant
number
of
staff
in
investigations
as
well,
and
so
our
current
investigators
are
working
overtime
in
an
effort
to
be
able
to
get
more
cases
into
the
criminal
justice
system,
so
that
offenders
can
be
held
accountable
for
the
harm
that
they
have
done
and
victims
can
pursue
their
day
in
court.
So,
in
addition
to
overtime,
we
also
have
officers
who
work
off
duty
and
buyback.
F
The
technical
differences
between
those
programs
are
slightly
wonky,
but
essentially
buyback
is
contract
based,
and
so
those
are
either.
Organizations
like
neighborhood
organizations
or
businesses
that
enter
into
a
contract
with
the
city
for
specific
kinds
of
policing
services
you're
very
familiar
with
many
of
those,
because
we've
had
some
extensive
discussions
about
those
buyback
contracts
and
then
off
duty.
Employment
is
the
third
category.
Off-Duty
employment
in
the
city
of
minneapolis
is
largely
a
program
that
takes
place
outside
of
the
police
department
itself.
F
They
must
respond
to
police
calls
for
service
that
take
place
at
that
location
and
they're
required
to,
of
course,
comply
with
all
of
our
policy
and
procedures.
And
then
we
have
limitations
about
the
total
number
of
hours
that
officers
can
work.
So
that
includes
all
of
those
categories:
regular
employment,
overtime,
employment
off
duty
and
buy
back
so
together.
F
J
In
the
follow
up,
if
I
may,
is
it
not
a
safe
assumption
to
say
that
buyback
contracts
and
off-duty
shifts
are
in
direct
competition
with
the
core
service
of
patrols
and
responding
to
service.
F
So
I
would
characterize
it
slightly
differently
than
that.
Obviously,
people
are
assigned
regular
work
shifts,
and
so
there
is
nothing
else.
That's
in
competition
with
everyone's
regular
assigned
hours,
where
we
do
have
competition
that
arises
is
between
overtime
shifts
of
all
kinds,
whether
that's
a
buyback
or
a
shift
staffing
over
time
and
off-duty
employment.
So
that
is
where
the
competition
as
it
were,
arises.
J
B
Madam
vice
president
council
member
payne,
yes
you're
right
and
agreed
on
this
topic
of
competition,
certainly
between
overtime,
work
and
off-duty
work.
You
run
the
numbers,
the
the
pay
that
they
are
getting
from.
Some
of
these
outside
entities
is,
is
significant
and
at
times
it's
significantly
more
than
that
which
they
would
get
from
an
overtime
shift.
I
have
to
commend
chief
huffman,
who
has
done
an
incredible
amount
of
work
on
this
very
topic.
Over
the
last
several
months.
Bigger
changes
have
been
made
to
both
off
duty
and
overtime
over
these
last
several
months.
B
Then
you
know
the
the
prior
decade
or
two
combined
and
and
it's
significant
and
it
has
been
making
a
difference.
I
I
I
anticipate
that
there
will
be
more
changes
and
and
asks
on
that
front
that
will
come
across
your
your
table
shortly.
Q
Thank
you
vice
chair
palmisano,
I
just
I
have
a
quick
question.
I'm
I'm
a
little
bit
confused
because
I
thought
we
were
having
a
conversation
about
government
structure
and
not
about
policy
and
programming,
so
I'm
wondering
how
we're
going
to
communicate
to
community
about
government
structure.
If
I
was
watching
this
meeting
as
just
a
regular
community
member
who
was
interested
in
knowing
what's
happening
around
government
structure,
I
would
think
I'm
right,
I'm
like
watching
the
wrong
meeting.
So
what
are
we
going
to
do
as
a
city
to
communicate
to
folks
this
process?
A
Yeah,
well,
I
guess
I'll
start
and
I'll
pass
it
along
to
mayor
frye.
This
is
a
study
session
on
the
office
of
community
safety
and
everything
around
it.
I
saw
council
member
payne's
inquiry
one
about
just
generally
how
we're
addressing
and
responding
to
safety.
Given
you
know
the
low
numbers
of
responders
that
we
have
at
large
and
and
to
me
that
that
is
relevant
as
to
how
we
start
to
put
this
office
of
community
safety
together.
A
I
can
pass
it
along
to
mayor
frye
if
you
want
to
go
ahead
and
take
a
stab
at
it,
but
this
is,
we
have
gone
I'd,
say
we'd
veered
around
the
edges
a
bit,
but
in
terms
of
the
office
of
community
safety,
this
is
meant
to
be
a
deeper
conversation
and
an
informal
one
at
that.
While
I
am
it.
B
Vice
president
council,
member
of
utah,
it's
a
good
question.
You
know
we
need
to
make
sure
that
people
are
well
aware
of
both
what
is
getting
set
up
and
when
it's
getting
set
up
when
these
ordinances
are
coming
forward,
when
the
public
hearings
will
take
place
and
obviously
it's
it's
happened-
it's
been
nine
or
so
months
now,
but
but
in
it
is
happening.
It
is
coming
forward
in
the
relatively
near
future.
B
B
The
the
goal
here
is
to
well
first
is
to
get
up
is
set
up
as
quickly
as
possible,
but
as
a
backstop
we
need
to
have
it
set
up
prior
to
the
you
know
in
in
october,
preferably
in
early
october
prior
to
the
beginning
of
the
budget,
because
the
presence
of
this
office
has
implications
for
the
budget
proposal
itself.
If
we
don't
do
that,
it
we
enter,
it
becomes
more
of
a
mess.
Mr
clerk.
C
I'm
vice
president
to
the
council
members,
I
think
very
succinctly.
The
two
study
sessions
today
are
preparatory
to
the
introduction
of
a
full-scale
omnibus
ordinance
that
the
council
is
aware
of
that
ordinance
would
implement
the
proposed
organizational
structure
that
the
mayor
has
proposed
as
refined
and
finally
adopted
by
council.
C
The
current
schedule
has
that
ordinance
being
presented
publicly
to
the
committee
of
the
whole
government
structure
subcommittee
at
its
regular
meeting
on
tuesday
september
20th
at
1
30
in
the
afternoon,
following
that
public
presentation,
questions
and
answers
with
attorneys
and
other
staff,
any
directions
from
the
council
at
that
time.
It
would
be
our
anticipation
that
the
council
would
set
the
public
hearing
on
that
ordinance.
C
Based
on
the
council's
own
timeline
that
it
comes
up
with
to
finish
that
work
as
the
mayor
indicated
and
as
we've
said
before,
the
structure
imposed
through
that
ordinance
then
has
significant
implications
for
the
budget
in
2023,
and
so
the
hope
is
to
have
the
first
piece
completed
well
in
advance
of
final
consideration
and
the
three
public
hearings
that
are
already
on
the
council's
calendar
for
the
proposed
2023
budget.
The
2023
budget
is
set
for
final
consideration
and
adoption
on
tuesday
december
6th.
C
So
I
think
the
key
calendar
dates
for
the
public
at
this
point
are
today's
two
study
sessions,
the
september
20th
meeting
of
the
committee
of
the
whole,
the
october
4th
meeting
of
the
committee
of
the
whole
government
structure,
where
the
public
hearing
would
be,
and
then
any
of
the
committee
and
or
council
meetings
thereafter
until
final
action.
A
Thank
you.
Are
there
any
follow-up
questions
to
this
or
any
other
points
that
you
would
like
to
make
mayor?
That
is
the
track
that
we're
on.
I
also
reminded
my
colleagues
that
you
know
we
have
these
two
study
sessions
today
and
also
for
our
next
round
of
looking
at
the
drafts
of
this
omnibus
government
restructure
ordinance.
K
So
my
question
is
around
victims
fund
and
I
know
earlier
you
noted
that
it
it's
hard
for
you
to
kind
of
employ
some
specific
suggestions
around
programs
and
initiatives,
and
I
would
encourage
you
for
this
one,
because
I
know
this
is
something
that
you
raised
at
your
public
hearing
that
you
had
interest
in.
If
you
could
point
out
to
a
model,
one
model
that
you've
seen
in
your
expansive
career
around
how
victims
funds
have
been
organized
kind
of
your
visions
for
it.
I
think
again,
voters
made
it
very
clear.
K
I
think
a
lot
of
this
year's
work
around
public
safety
on
both
sides
is
wanting
to
get
to
more
concrete,
specific
plans
for
how
we're
going
to
do
this
work.
How
that
embodies
good
governance
for
all
of
the
elected
leaders
in
this
space,
also
including
you
as
a
political
political
appointee,
people
want
to
hear
concrete
plans
and
specificity
to
know
that,
okay,
we
can
have
some
accountability.
We
know
what
to
expect.
So
you
race
is
that
your
public
hearing
interest
in
a
victims
fund.
Can
you
share
a
little
bit
more
about
your
vision
around
that.
K
You
you
shared,
a
victim
fund.
Can.
D
I
need
more
context.
I
understand
that,
but
I
need
more
context
because
victims
fund
is
very
expansive,
so
if
you're
going
to
bring
that
up,
then
I
need
to
have
the
context
in
which
I
set
it
because,
whatever
I
say
I
put
in
in
some
type
of
context,
so
if
you
can
clarify
the
context,
I
can
respond
to
the
question.
If
you
can't
clarify
the
context,
then
I
can't
respond
to
the
question
again.
K
K
One
moment-
and
maybe
you
do
just
not
have
a
vision
around
that
and
that's
fine,
but
you
you
shared
that
and
I
was
really
interested
to
see
how
you
were
looking
to
like
innovate.
That
work
here
at
the
city.
D
D
So
if
you
are
able
somehow
to
help
me
understand
better
what
that
context
was,
I
would
gladly
would
like
to
be
able
to
respond,
and
in
regards
to
programs
itself,
there
are
a
number
of
programs
that
I'm
becoming
acquainted
with,
and
I
think
even
the
programs
that
we
currently
have
in
the
place
and
there's
a
number
of
them.
I
still
need
to
understand
exactly
what
it
is
and
how
they
do
things.
So
in
terms
of
creating
new
programs.
D
I
would
be
remiss
to
do
that
right
now,
not
even
understanding
with
them
with
a
department
that
we're
still
yet
to
stand
up
as
to
what
it
is
we're
currently
doing
where
we
don't
have
to
repeat
ourselves
all
over
again
and
we
god
knows,
we
got
a
lot
of
programs.
D
K
Yeah
and
I
think
wanting
to
have
this
opportunity
to
learn
from
you
more
so
in
your
20-plus
years
of
experience,
especially.
Q
K
40-Plus
and
then
particularly
around
the
comprehensive
aspects
of
public
safety,
so
wanting
to
hear
what
models
you've
seen
you've
worked
across
the
country,
here's
an
opportunity
for
you
to
shine
a
spotlight
on
some
of
those
things
not
saying
you
got
to
create
anything
new,
but
like
things
that
you're
seeing
and
excited
about
would
like
to
bring
here,
I
think
any
expert
is
often
learning
from
other
cities.
I
think
you've
shared
some
of
that
and
seeing
here's
opportunity
for
you
to
showcase
that
and
this
new
vision
around
public
safety.
K
So
that's
why
I
asked
for:
are
there
other
models?
You're?
Seeing
I'm
not
asking
you
to
say
where's
the
list
of
programs
right
now,
but
models
that
you've
seen
that
you
would
like
to
incorporate
in
your
vision.
Specifically
again,
I
refer
to
something
you
shared
around
the
victims
fund.
I
thought
that
was
something
exciting
to
hear
about.
We
have
something
like
that
at
the
state
level,
and
also
even
around
you
know,
some
of
the
things
that
council
member
pain
raised
around
staffing
minimums.
K
Chief
huffman
somewhat
spoke
to
some
of
the
challenges
of
you
know
that
dynamic,
and
I
would
encourage
you
to
look
at
the
70
30
kind
of
provision
that
contributes
to
those
those
issues
within
our
staffing
within
mpd,
but
also
as
if
there
was
interest
or
any
openness
towards
like
having
staffing
minimums
for
this
newer
level
of
work
around
public
safety
alternatives,
we're
going
to
need
a
workforce
for
that
and
one
to
mandate
some
parity
between
those
two.
Do
you
have
like
a
updated
stance
on
that
or
updated
thoughts
on
that?
For
that.
K
D
Me
respond
to
that
because
currently,
as
you
just
heard,
the
chief
state
we're
down
to
550
police
officers
to
get
back
up
to
where
we
need
to
be,
is
probably
not
going
to
happen
anytime
soon,
even
in
our
most
aggressive
recruitment
programs
such
as
one
we're
doing
here
this
weekend
going
to
continue
to
do
over
the
next
number
of
weeks.
So,
to
your
point-
and
I
agree
with
you-
100
percent-
we
really
do
have
to
begin
to
think
about,
and
I've
been
at
the
forefront
of
this.
D
Quite
frankly,
since
michael
brown
incident
back
in
2014,
where
we're
going
to
have
to
begin
to
look
at
today.
How
do
we
take
the
number
of
police
officers
that
we
do
have
understanding
that
these
numbers
are
not
going
to
be
filled
anytime
overnight?
D
So
when
we
rethink
policing
when
we
think
about
transformation,
if
you
will-
and
I
prefer
to
use
the
term
advancing
policing,
we
have
to
think
about
a
a
public
safe
in
a
much
broader
context,
such
as
what
we've
been
talking
about
for
the
last
couple
hours
for
an
example.
How
do
we
expand
our
mental
health
program
where
we
have
more
mental
health
professionals
who
are
able
to
to
respond
to
non-threatening
calls
right
and
but
not
not
only
just
responding
to
those
calls,
but
also
getting
out
ahead
of
those
calls?
D
Because
we
can
go
through
our
cad
system
and
we
could
look
and
see
residences
that?
What
I
refer
to
as
frequent
flyer
residents
is
where
we
respond
all
the
time
for
mental
health
calls.
But
there's
no
follow-up.
But
if
we
were
to
take
those
addresses
if
we
had
civilian
mental
health
clinicians
who
could
go
and
knock
on
those
doors
where
we
have
been
a
number
of
times
where
police
have
been
a
number
of
time
and
provide
some
service
before
people
get
into
a
situation
where
they're
confronted
with
police.
That
can
turn
south.
D
D
Some
of
those
basic
mass
law
needs
that
oftentimes.
These
people
may
not
have
so,
I'm
with
you.
So
when
I
think
about
the
idea
of
how
to
address
public
safety
in
this
community,
we
have
to
think
about
it
wholly
you're
now
on
the
same
page,
but
it's
addressing
it
wholly
and
it's
going
to
be
a
huge
lift
because
it's
going
to
be
a
shift
shift
in
not
just
police
culture,
but
in
a
community's
culture
in
terms
of
how
police
succeed
and
experience
so
I'll.
D
K
A
You
thank
you
and
with
that
we
do
have
one
more
council
member
in
queue.
It's
council
member
rainville,
but
we
are
out
of
time.
A
M
Thank
you
manager.
I
want
to
be
brief
and
concise.
Thank
you,
dr
alexander.
Thank
you
so
much
for
your
outreach
to
the
other
jurisdictions
that
affect
our
public
safety,
whether
it's
the
state
county
federal
and
when
you
do
talk
to
them.
Please
emphasize
all
the
the
problems
that
the
opioid
addictions
is
having
on
our
community,
especially
fentanyl.
That
has
to
be
part
of
the
solution
to
get
this
fentanyl
crisis
behind
us.
So
thank
you.
Thank
you.
Thank
you,
madam
chair.
Thank
you.
A
Thank
you
and
thank
you
all
for
being
part
of
the
study
session.
I
hope
that
you
found
it
valuable.
I
will
be
seeking
out
feedback
from
everyone
about
how
this
went
for
you.
We
have
another
one
this
afternoon
that
starts
at
1
30.,
I'm
looking
at
the
clerk
at
1
30
promptly.
That
was
meant
to
give
us
all
time
and
space
to
get
back
to
whatever
we
need
to
do
in
our
office
grab
some
lunch
or
what
have
you?
So
thank
you
all
for
being
here.