►
From YouTube: February 2, 2022 Public Health & Safety Committee
Description
Additional information at https://lims.minneapolismn.gov
C
The
safety
committee
for
february,
2nd
2022-
I
am
latricia
vital
and
I
am
the
chair
of
this
committee.
As
we
begin,
I
will
note
for
the
record
that
this
meeting
has
remote
participation
by
members
of
the
city,
council
and
city
staff
as
authorized
under
minnesota
statutes,
section
13
d
.021
due
to
the
declared
local
public
health
emergency.
C
The
city
will
be
recording
and
posting
this
meeting
to
the
city's
website
and
youtube
channel
as
a
means
of
increasing
public
access
and
transparency.
This
meeting
is
public
and
subject
to
the
minnesota
open
meeting
law.
At
this
time,
I
will
ask
the
clerk
to
call
the
role,
so
we
can
verify
we
have
a
quorum
for
this
meeting.
D
C
Record
reflect
that
we
have
a
quorum
and
then,
in
recognition
of
february,
which
is
black
history
month,
fire
chief
brian
tyner
has
challenged
council
members
to
open
each
public
meeting
meeting
with
the
historical
fact
tied
to
black
history
month
and
in
the
spirit
of
his
challenge.
On
february,
2nd
2009,
the
united
states
senate
confirmed
eric
holder
as
the
first
african
american
attorney
general
in
the
united
states.
C
C
The
second
item
is:
accepting
the
minnesota
department
of
health
nurse
family
partnership
program
grant
amendment
item
three
is
accepting
the
united
states
department
of
housing
and
urban
development
grant
for
corrective
healthy
home
activities.
Item
four
is
authorizing
a
contract
amendment
for
turnout
gear
and
item
five.
Is
the
minnesota
department
of
health
grant
for
vaccination
incentive
program?
Is
there
any
discussion
on
these
items.
E
C
A
discussion
item
item
number
six,
and
it
is
the
only
item
we
have
as
a
part
of
this
today's
discussion
agenda
and
it
is
police,
staffing
and
efficiency
and
9-1-1
program,
nature,
co-prioritization
directive
and
we
will
be
receiving
and
filing
a
report
relating
to
an
analysis
of
services
and
workload
in
the
minneapolis
police
department
and
a
review
of
the
prior
priority
system
for
9-1-1
calls
renee
young
from
the
city
coordinators
office
is
here
to
introduce
this
item
and
we
are
going
to
have
a
staff
presentation.
Thank
you.
Renee
young.
F
F
F
F
This
study
was
prompted
by
a
directive
from
city
council
to
staff
in
the
city
coordinator's
office
in
december
2019.
The
full
text
of
that
item
appears
here
on
this
slide
and
the
file
linked
at
the
very
bottom
of
the
page
shows
the
entire
file
of
budget
amendments
with
which
this
item
was
adopted.
In
2019.,
you
see
a
number
of
research
questions
in
the
text
of
this
item,
as
well
as
language
permissive
of
additional
research
questions.
F
F
F
F
F
The
city's
vendor
for
this
project
has
been
the
cna
corporation
based
in
arlington
virginia.
The
cna
team
is
represented
today
by
zoe
thorgelsson,
who
led
the
team
as
well
as
dr
bryce
peterson,
who
conducted
the
patrol
staffing
analysis
and
chief
ed
flynn,
the
project
co-director
and
one
of
the
subject
matter.
Experts
on
the
team
they
will
present
today
about
their
analysis,
findings
and
recommendations.
F
Following
the
presentation,
all
of
us
will
be
available
to
respond
to
questions
in
their
presentation.
They
will
address
a
staffing
analysis,
especially
patrol
bureau,
and
potential
alternate
responses
and
operations
review,
especially
civilianization
and
decentralized
evaluation
function.
Excuse
me,
investigation
functions,
evaluation
is,
is
my
job,
but
not
typically
theirs
problem
nature
code
analysis,
including
codes
that
could
be
split
or
redefined
or
reprioritized,
and
a
business
process
analysis,
especially
to
better
support
personnel
in
the
minneapolis
emergency
communications
center,
which
is
the
911
staff.
F
Well,
not
every
quantitative
analysis
we'd
hoped
for
was
possible.
Given
the
data
available,
cna
has
still
provided
a
report
that
meets
the
city's
ultimate
goal.
It
clearly
describes
what
the
proverbial
building
blocks
of
our
overall
public
safety
system
could
be,
and
it
offers
insights
about
what
it
may
take
for
the
city
to
respond
fully
and
effectively
to
residents
need
for
services,
a
range
of
personnel
needed,
what
kinds
of
roles
or
functions
those
staff
could
be
in
and
what
environment
of
policy
procedure
and
practice
they
should
be
operating
in
next
slide.
Please.
F
Before
the
research
team
begins,
I
wanted
to
highlight
a
few
things
to
keep
in
mind
as
you're
listening
regarding
staffing
levels.
This
study
is
not
particularly
directive.
It
tells
us
about
the
personnel
needed
to
meet
service
demands
and
offers
some
possibilities
about
who
might
provide
various
services.
F
F
Regarding
the
study's
other
research
questions,
the
potential
uses
are
more
straightforward.
The
study
validates
that
the
city
should
continue
or
expand
a
number
of
activities,
make
adjustments
or
improvements
to
other
current
activities
and
devote
renewed
attention
to
staff
capacity
and
well-being.
F
The
research
team
will
be
describing
the
substance
of
all
of
these
recommendations.
In
more
detail,
in
all
cases,
city
leaders
and
policy
makers
will
need
to
consider
whether,
when
and
how
to
adopt
them.
The
study
will
be
one
of
many
tools
that
policy
makers
have
at
your
disposal
and
making
decisions
about
how
public
safety
services
are
staffed.
G
So
good
afternoon,
everyone
and
thank
you
to
the
committee
for
inviting
us
here
this
afternoon
to
present
about
our
findings
regarding
minneapolis
police
department
and
emergency
communications,
center
staffing
operations
and
use
of
problem.
Nature
codes,
as
rene
mentioned
with
me
today,
is
my
the
co-director
on
this
project
chief
ed
flynn,
as
well
as
the
lead
for
the
staffing
analysis,
dr
bryce
peterson,.
G
G
So
I'm
not
going
to
get
into
the
nitty
gritty
of
all
of
our
approach,
but
I
did
want
to
provide
a
higher
level
overview.
So
we
took
a
multi-method
approach
that
combined
information
from
administrative
data,
both
research
literature,
as
well
as,
what's
called
gray
literature,
which
are
publications
outside
of
peer-reviewed
journals.
G
These
would
be
including
reports
from
the
department
of
justice,
for
example.
We
also
reviewed
written
documentation
from
mpd
and
from
mecc,
and
then
we
conducted
personnel
interviews
for
each
of
the
four
areas
of
our
analysis.
We
used
different
approaches
so
for
the
staffing
analysis,
we
used
a
very
standard
approach,
a
workload,
workload-based
staffing
estimation
approach.
This
is
a
more
nuanced
way
of
understanding
staffing
needs
based
on
demands
for
service,
as
opposed
to
approaches
that
are
just
derived
from
population
figures.
G
In
our
operations
analysis,
we
combined
results
from
our
literature
view
as
well
as
theme
identification
from
interviews
in
the
problem.
Nature
code
analysis,
we
use
a
technique
called
exploratory
quantitative
analysis,
so
this
approach
is
different
from
quantitative
analysis,
where
you
have
an
analytical
plan
to
start
with,
and
then
you
execute
on
that
analytical
plan
in
this
form
of
analysis.
You
start
from
the
data
and
you
let
the
data
guide
you
through
questions
and
for
the
future
and
further
analyses
of
that
data
based
on
what
you
find
as
you
move
through
it
and
then.
G
G
G
Next,
you
calculate
the
shift
relief
factor,
so
the
shifter
factor
reflects
the
fact
that
for
any
one,
full-time
personnel
you
have,
you
need
to
account
for
the
time
that
they
will
not
be
working
their
regular
day-to-day
job.
So,
for
example,
when
they
have
paid
time
off
when
they
take
sick
leave
when
they
might
be
away
for
training
or
other
activities.
G
So,
in
order
to
staff
one
full-time
position,
you
actually
need
slightly
more
than
one
full-time
person,
so
it's
important
to
account
for
that
and
then
finally,
you
identify
performance
objectives,
and
so
I've
highlighted
this
because,
as
renee
noted
in
her
introduction,
this
is
where
the
critical
policy
decisions
will
be
taking
place.
Decisions
about
shift
structure,
the
desired
degree
of
discretionary
time
that
officers
have
during
their
shift
and
the
use
of
two-person
cars
are
three
important
aspects
that
drive
those
decisions.
G
This
is
due
to
data
limitations
so
for
the
calls
for
service
data,
we
do
have
that
breakdown
each
step
of
the
way
of
time
spent
by
an
officer
on
a
call.
However,
that
kind
of
information
isn't
present
for,
for
example,
the
professional
standards
bureau
or
the
investigative
function
they
track
processes
just
by
the
steps
that
go
that
something
goes
through,
but
they
don't
track
the
time
spent
on
each
step.
I
will
say
this
is
very
typical.
G
G
So
I
wanted
to
highlight
our
deliverables,
the
first
the
report,
which
I
believe
you
all
have:
the
minneapolis
police
department
and
emergency
communications,
center,
staffing
and
operations,
analysis
and
review
of
problem
nature
codes.
The
report
includes
our
analysis,
findings
and
recommendations.
G
G
So,
starting
with
the
staffing
analysis
as
you'll
see
in
the
report,
you
know
this
slide
is
boiling
down
quite
a
lot
of
analysis
and
a
lot
of
nuance
into
just
one
simple
presentation.
I
would
certainly
encourage
you
to
review
the
report
at
your
leisure
there's,
a
lot
more
information
there,
however
bottom
line
looking
at
the
patrol
staffing
and
based
on
two
potential
discretionary
time
allowances,
the
patrol
staffing
requires
either
278
or
up
to
416
officers
to
respond
for
calls
for
service.
G
So
I
want
to
highlight
what
is
discretionary
time.
This
is
an
important
part
of
an
officer's
shift.
It's
time
to
spend
not
responding
directly
to
calls
for
service
there's
a
lot
of
things
that
officers
do
during
their
shifts
other
than
call
response.
It's
used
for
things
like
administrative
tasks
that
could
be
you're,
doing,
report
writing
or
also
reviewing
materials
that
are
pushed
out
at
roll
call
or
from
the
department.
G
G
G
So
I
did
want
to
note
the
policy
levers
that
are
available
here.
One
is
the
shift
structure,
so
we
this
analysis,
reflects
the
current
structure.
Four
days
ten
hour
shifts
that
mpd
uses.
We
did
look
into
alternative
shift
structures
as
well.
The
current
structure
is
by
a
narrow
margin,
but
it
is
the
most
efficient
in
addition
desired
discretionary
time,
so
we've
provided
two
potential
values
for
that:
50
and
67.
G
G
We
do
discuss
this
further
in
the
report.
This
is
a
little
bit
higher
than
most
typical
agencies,
but
it
does
reflect
policy
decisions
that
were
made
by
the
police
department,
and
so
these
are
numbers
reflecting
that.
So
if
that
was
a
change
be
higher
or
lower,
these
numbers
would
also
accordingly
be
higher
or
lower
and
then
finally
benefits-
and
so
I
put
this
in
parentheses,
because
changing
benefits
can
adjust
the
shift
relief
factor
which
does
change
the
level
of
staffing.
G
E
G
The
second
category
is
theft,
reporting
calls-
and
I
know
this
is
already
something
that's
underway.
Reducing
these
could
potentially
go
from
32
to
46
officers
and
then
other
alternative
responses,
and
this
primarily
includes
on
responses
that
involve
animal
control
or
animal
issues
could
potentially
reduce
the
staffing
needs
by
18
to
26
author
officers.
G
G
G
G
G
E
G
And
importance
for
the
current
audience,
so
the
first
is
civilianization
mpd
would
benefit
from
exploring
more
civilianization.
So
I
know
that
this
is
something
that's
already
underway
and
we
would
encourage
them
to
continue
looking
into
this.
Civilianization
is
the
practice
of
having
non-sworn
personnel
handle
certain
types
of
activities
that
don't
require
an
armed
police
presence.
G
G
In
addition,
alternate
response
models,
so
these
are
becoming
extremely
popular
in
policing.
Right
now,
mpd
would
benefit
from
continuing
to
implement
the
ones
that
are
already
underway
and
expanding
these
programs
when
it's
feasible,
so
one
example
would
be
the
current
alternative
response
model
for
mental
health
calls
doesn't
cover
overnight
hours,
and
that
would
be
a
great
benefit
if
it
was
expanded
to
do
so
centralization.
G
G
The
research
on
whether
this
is
more
or
less
effective
is
mixed.
Since
the
program
seems
to
be
operating
very
well.
In
mpd,
we
would
suggest
continuing
it
for
any
operational
changes,
and
you
know
I
spoke
to
this
on
the
first
bullet
point
process,
and
impact
and
valuations
would
be
very
appropriate
to
evaluate
whether
these
are
resulting
in
more
effective
and
more
efficient
workflows,
and
these
should
include
community
input
whenever
that's
appropriate,
to
understand
whether
the
community
benefits
from
these
being
sent.
These
programs
being
implemented
next
slide.
G
So
I'll
now
speak
briefly
to
our
problem.
Nature
code
analysis.
I'm
going
to
highlight
two
of
our
analyses.
One
is
around
the
use
of
p
problem:
nature
codes,
those
that
are
used
very
infrequently
and
those
that
are
used
extremely
frequently
so
for
the
infrequently
used
problem,
nature
codes.
What
we
were
reviewing
for
is
to
see
whether
any
of
those
that
should
be
eliminated
or
combined
because
they
are
so
rarely
used
and
are
potentially
too
specific.
G
However,
most
of
them
should
be
retained
because
they
are
appropriately
specific
or
they
reflect
very
severe
incident
types.
So,
for
example,
the
problem
nature
code
for
an
aircraft
crash
is
very
infrequently
used.
However,
it's
very
important
to
have
a
code
specifically
for
that,
so
that
responders
know
exactly
what
is
happening
on
the
scene
that
they're
responding
to.
G
We
also
looked
at
the
highest
problem,
nature
codes,
and
so
here
what
we
were
considering
is:
are
there
codes
that
should
be
disaggregated
broken
out
into
smaller,
more
specific
codes?
Most
of
these
are
appropriately
specific.
They
are
specific
to
a
very
particular
incident
type
that
is
just
happens
to
be
extremely
common.
G
G
G
Seventeen
percent
are
information
and
fourteen
percent
are
a
disposition
of
all
okay.
Now
these
are
not
particularly
descriptive
categories,
and
this
is,
I
think,
where
it
suggests
that
there
might
be
a
better
way
to
code.
The
problem
nature
code
itself
to
make
it
more
clear
what
happened
during
that
incident.
G
G
G
G
We
believe
that
the
domestic
code
does
deserve
an
initial
priority
of
one.
It
should
be
a
high
risk,
high
priority
response,
so
there's
something
happening
where
this
is
for
some
reason,
taking
much
longer
for
officers
to
get
on
scene.
It
suggests
the
need
for
potentially
policy
or
training
changes
in
mpd
to
bring
this
response
time
more
in
line
with
that
of
the
overall
priority
level.
G
The
second
is
the
burglary
business
at
a
business,
and
this
is
a
report,
so
this
means
that
the
burglary
is
not
in
progress.
This
is
an
after
the
fact
report
from
the
business
owner,
so
this
is
assigned
an
initial
priority
of
two,
the
second
highest
priority
level.
The
average
response
time
for
that
category
is
38
minutes.
However,
this
response
time
is
more
like
80
minutes,
it's
considerably
longer.
G
In
this
case,
we
think
it
might
be
more
appropriate
to
realign
this
priority.
This
problem
nature
code
with
a
lower
priority
level.
These
are
incidents
that
don't
have
an
active
crime
in
progress,
and
so
they
can
wait
a
little
bit
longer
for
an
officer
to
respond
to
and
that
would
align
better
with
the
priority
three
level
next
slide.
G
So
our
business
process
analysis,
so
I
wanted
to
highlight
that
it
was
very
difficult
for
us
to
disentangle
the
process,
pain,
points
and
delays
from
those
that
are
related
to
the
severe
understaffing
in
many
specialized
units
in
mpd,
as
well
as
interstaffing.
That
was
noted
in
the
emergency
communications
center.
G
We,
you
know
we,
we
probed
for
more
information
from
personnel
trying
to
get
at
what
things
were
process
related,
but
it's
difficult
for
them
right
now
to
even
think
about
that,
because
they
are
so
focused
on
the
understaffing
concerns
they
have.
However,
we
do
have
some
takeaways
that
are
unrelated
to
understaffing
that
we
wanted
to
note.
G
The
first
is
that
emergency
communications
personnel
would
benefit
from
more
health
and
wellness
support.
This
is
something
that
is
actually
pretty
well
known
in
the
field
in
general.
There's
a
movement
to
focus
more
attention
on
911
professionals
in
their
health
and
wellness
needs,
particularly
noting
that
they
often
experience
vicarious
trauma
through
the
call
taking
that
they
do
during
their
day-to-day
jobs.
G
We
also
note
that
patrol
personnel
were
very
enthusiastic
about
the
alternative
response
models
that
are
being
rolled
out
for
mental
health
calls.
They
noted
these
are
typically
very
lengthy.
Calls
I'm
going
to
take
up
a
lot
of
their
shift
time
and
so
to
have
those
being
responded
to
by
non-sworn.
Personnel
is
something
that
they
see
as
very
preferable,
and
then
we
don't
have.
The
investigative
personnel
in
particular
feel
very
restrained
by
understaffing
because
it
increases
case
backlogs
and
they
come
back
to
their
same
backlog
day
after
day.
G
G
In
particular,
we
note
that
the
investigations
unit
is
very
understaffed,
as
well
as,
of
course,
the
effective
disbandment
of
the
community
engagement
bureau.
So
in
order
to
for
patrol
to
be
fully
staffed
first,
those
specialty
units
also
need
to
be
fully
staffed
and
then
patrol
needs
to
be
brought
up
to
the
appropriate
level.
G
C
Thank
you
for
that
presentation,
and
at
this
time
I
I
will
open
it
up
for
discussion,
and
I
also
want
to
acknowledge
that
council
member
andrew
johnson
has
joined
our
committee
and
is
going
to
be
asking
questions
and
speaking
as
well
in
this
committee
and
council
member
johnson,
you
had
a
question
earlier.
So
if
you
want
to
go
ahead.
I
I
H
All
right,
thanks
for
the
question,
hopefully
everyone
can
hear
me
so
there's
the
discretionary
time
indicator
is
not
something
you
can
easily
calculate,
and
the
reason
for
that
is
that
include
it's
a
very
broad
term,
so
just
to
break
it
down
a
little
more
includes
everything
from
any
time
that
they're
not
actively
responding
to
calls.
So
the
the
numbers
provided
on
the
screen
are:
if
officers
were
as
soon
as
they
started
their
shift,
they
get
a
call
they're
being
deployed
to
that
call.
H
H
So,
in
terms
of,
I
don't
think
to
my
knowledge
is
there's
a
a
directive
for
how
much
time
officers
should
have
that's
discretionary
within
the
department,
which
is
one
of
the
recommendations
we
make
because
based
on
that
directive,
based
on
the
decision
or
the
policy
around
that
that
will
help
guide
how
many
patrol
officers
they
would
need.
So
I
hope
that
answered
your
question,
but
it's
there's,
there's
not
a
an
empirical
or
a
data-driven
way
for
us
to
derive
that.
I
H
So
looking
at
the
patrol
numbers,
they
have
now
are
pretty
closely
aligned
with
that
50
discretionary
time
number.
So
it's
probably
about
it's
it'd,
be
close
to
that
50
number
of
their
time
that
they're
not
responding
to
calls
as
of
2020
based
on
the
the
2020
calls
for
service
and
the
number
of
patrol
officers
they
had
employed
in
2020..
I
That
that
does
help.
Thank
you
then,
my
last
question,
and
by
the
way
I
really
appreciate
the
chair,
letting
me
ask
some
questions
here
and
in
this
presentation
as
well.
My
last
question
is
really
around.
Maybe
some
more
discussion
on
the
two
versus
one
squads.
I
know
that
that
was
mentioned.
I
was
also
reading
in
the
report.
Some
of
that
conversation,
you
know,
I
think,
there's
maybe
a
assumption
that
officers
are
safer
with
two
in
a
squad
versus
one.
I
But
I
know
a
lot
of
the
literature
suggests
that
that's
not
the
case.
I'm
curious.
If
you
know
what
the
ratio
is,
that
mpd
currently
has
versus
what
you're
really
seeing
from
other
departments.
I
know
there
is
a
mix
out
there
certainly
different
strategies,
but
kind
of
do.
We
have
a
ballpark
of
the
percentage
now
that
mpd
has
versus
the
percentage
that
other
departments
are
using.
G
C
G
That
is
a
little
higher
than
sort
of
the
the
typical
that's
estimated
in
the
field,
which
is
around
30.
However,
that
does
vary
quite
dramatically
from
agency
to
agency.
Some
agencies
have
a
policy
of
almost
entirely
staffing
two
car
person
patrol
cars,
some
agencies,
never
staff,
two-person
control
cars,
so
it
really
is
a
very
individualized
decision
at
the
level
of
the
agency.
G
I
would
just
also
note
that,
as
you
said
about
the
research
literature,
the
research
literature
does
not
bear
out
that
safety
outcomes
are
improved
when
officers
are
in
two-person
patrol
cars.
However,
the
research
method,
all
methodologies
that
have
been
used
to
explore
that
issue
are,
you
know,
they're,
all
correlation
based,
so
they're
not
really
able
to
uncover
with
a
certainty
that
that
that
relationship
is
accurate.
H
One
thing
on
the
data
side,
which
is
so
minneapolis,
is
unique
in
the
sense
that
there's
that
high
percentage
of
two-person
squad
cars
responding
but
many
other
departments
when
they
have
a
one-person
squad
car
responding,
there's
another
backup
unit.
That
does
respond
so
in
the
end
that
the
numbers
wind
up
being
closer
than
than
what
might
be
suggested
just
by
looking
at
the
difference
between
a
one
person
and
a
two-person
squad
car.
H
So
if
that
made
sense
that
in
many
cases
in
other
in
other
places,
when
they
only
have
a
one
officer
squad
car
responding
for
many
of
those
calls.
There's
multiple
backup
squad
cars
responding.
So
there's
more
officers
on
scene
anyway,
and
the
two-person
squad
car
can
negate
some
of
the
need
for
that.
G
You
would
actually
probably
see
the
numbers
get
higher,
because
it's
going
to
take
more
time
for
two
cars
to
get
to
a
scene
than
one
car
to
get
to
a
scene.
Pretty
much
always
so
it's
a
little
bit.
It's
a
little
bit
tricky
to
say
with
any
sort
of
universal
sense
that
it's
going
to
necessarily
go
down
just
by
making
that
change.
It
really
depends
on
other
policies
that
are
in
place
about
the
number
of
officers
that
need
to
be
on
a
scene
for
particular
call
types.
I
Gotcha
yeah-
and
I
think
that's
gonna-
be
the
key
with
that.
Certainly
on
call
types
in
fact
I'll
mention
myself
that
as
one
of
the
authors
of
this
this
really
came
about
because
of
my
own
experience
having
two
officers
show
up
to
fill
out
a
a
hit-and-run
report
for
me,
so
you
know
where
one
was
kind
of
standing
around.
I
thought
boy,
this
doesn't
seem
super
efficient,
so
it
kind
of
ties
back
to
that
at
least.
So
I
appreciate
the
work.
Thank
you.
J
Thank
you,
madam
chair,
and
just
clarification
of
procedural
process
similar
to
councilmember
johnson.
I
have
a
several
questions.
It's
okay!
If
I
answer
them
in
kind
of
one
setting,
instead
of
having
to
get
back
on
stack
that
way,
I
can
let
council
member
pain
also
and
at
his
full
allotment
of
questions.
J
J
J
That
recommendation
stated
that
the
mecc
should
consider
streamlining
processes
for
emergency
and
non-emergency
lines,
because
the
same
people
are
answering
both.
Can
I
receive
some
clarification
from
our
researchers
or
any
of
the
staff
present
today
about
how
the
process
of
these
calls
are
dispatched
to
to
both
the
police
and
the
fire
departments?
Are
both
departments
being
dispatched
to
these
calls
that
actually
only
require
a
response
from
one
unit
so
just
trying
to
get
clarification
around
that
recommendation,
so
I
can.
G
Those
are
what's
automatically
sent
to
the
scene.
Now
you
know
those
those
problem.
Nature
codes
can
evolve
over
the
course
of
a
call,
so
what's
initially
called
in,
might
not
be.
What
is
the
final
determination
of
what
that
incident
involved?
And
so,
as
you
said
there,
you
know
there
may
be
circumstances
where
state,
police
and
fire
are
dispatched
to
a
call,
and
potentially
it
only
requires
police.
There
could
also
be
circumstances
where
only
police
are
dispatched
and
it
turns
out.
J
J
G
So
I
don't
have
the
number
of
non-sworn
personnel
off
the
top
of
my
head.
I
would
imagine
it's
probably
available
on
the
mpd
website,
though,
so
it
should
be
easy
to
find
for
those
who
are
interested.
We
do
know
some
of
the
duties
that
are
taken
by
them
are
going
to
be
things
like.
You
know,
analytical
roles,
crime
analysis
is
one
area
where
there
are
a
lot
of
non-sworn
personnel.
There
are
also
some
investigative
functions
and
tasks
that
are
currently
being
done
by
non-sworn
personnel.
G
G
F
I
I
wanted
to
make
very
clear
there
there's
a
there's,
a
meaningful
distinction
council
member
between
non-sworn
personnel
within
the
police
department,
which
are
some
of
the
the
particularly
the
the
technical
and
administrative
functions
that
zoe
was
just
describing
many
of
the
the
personnel
doing.
What
we
might
describe
as
alternative
responses
to
911
calls
are,
in
fact,
not
personnel
who
are
reporting
directly
to
mpd.
So,
for
instance,
you
you
mentioned
folks
working
working
with
or
through
the
office
of
violence
prevention
report
up
through
the
health
department.
F
People
working
as
behavioral
health
crisis
responders
are
contractors
who
have
an
obligation
to
the
office
of
performance
and
innovation,
which
is
also
in
my
home
department
in
the
coordinator's
office.
So
it's
it
further
muddies
your
question
about
the
ultimate
number
of
sort
of
civilians
in
public
safety
right
now,
but
I
wanted
to
make
sure
to
clarify
that
there
are
folks
working
in
a
number
of
different
corners
of
the
city
on
all
these
things.
J
Yes,
thank
you
for
that
clarification
and
that's
actually
a
good
prefix
for
my
next
question
around
civil
civilized
civilianization.
That's
a
fun
word.
This
study
raises
you
know
several
pros
and
cons
about
this
and
getting
clarity
that
these
are
workers
that
are
not
sworn
so
again
that
kind
of
pretext.
But
one
of
the
kind
of
key
questions
this
raises
for
me
is:
is
it
possible
to
have
sworn
on
unarmed
officers,
then.
G
J
Thank
you
for
that
kind
of
shifting
gears
a
little
bit
going
to
questions.
I'm
not
sorry
table
13
that
you
referred
to
earlier.
I
mean
that
is
also
on
page
54..
It
shows
the
only
type
of
priority
one
calls
that
are
being
responded
to
you
know
in
that
significant
lower
average
is
domestic.
That
also
was,
you
know,
show
very
clearly
on
the
table
with
the
response
times
averaging
around
15
minutes.
That
means-
and
just
please
correct
me
if
I'm
wrong.
J
G
Sorry,
I'm
looking
at
the
table
right
now
so
that
I
can
make
sure
I
don't
speak
out
of
turn.
Yes,
so
it's
not
that
there
are
no
other
calls
in
the
priority
one
category
necessarily
that
are
longer,
but
there
are
no
others
that
are
substantially
longer.
So
I
think
we
know
in
there
what
the
threshold
was
considered
for
substantially
longer.
So
there
may
be
some
that
are
like
one
or
two
minutes
longer,
but
none
at
the,
as
you
said
at
the
to
the
degree
of
the
domestic
disturbance
calls.
J
Yes
and
just
a
follow-up
question
so
that
you
also
noted
you
know
in
response
or
trying
to
correct
that
we
should
be
looking
at
you
know:
policy
changes
or
more
trainings,
I'm
really
interested.
I
know
in
public
health
and
safety
we're
having
an
ongoing
conversation
about
training.
So
is
there
a
thought
that
you
will
have
for
you
know
what
type
of
trainings
might
can
actually
help
reconcile
that
that
particular
delay.
G
Yeah,
so
policy
and
training
are
sort
of
our
two
levers
we
always
go
to
when
we
notice
some
sort
of
discrepancy
like
this.
It
would
really
depend
on
exactly
why
this
is
taking
place
and
that's
not
something
we
were
able
to
delve
into.
So
that's
something
where
it's
probably
going
to
require.
You
know,
speaking
to
officers
and
understanding,
you
know
what
is
what
is
happening,
that
these
calls
are
taking
longer
to
get
to.
G
Is
it
because
they're
for
some
reason,
they're
sort
of
like
they're
all
priority
one
right,
but
our
other
priority?
One
call
is
seen
as
more
priority
one
than
this
call,
and
so
they
get
sort
of
moved
down
the
queue
or
they
take
a
long
time
to
locate
the
incident
and
that's
why
it
takes
them.
A
lot
longer
to
you
know,
get
that
call
to
the
response
stage.
Anything
like
that
might
be
the
underlying
reason
and
depending
on
which
underlying
reason
you
find
that's
how
you
know,
which
you
know
lever
to
push.
G
So
you
know
if
it's
taking
a
long
time
to
locate
the
officers,
need
more
guidance
and
training
about
how
to
like
find
the
location
of
this
call
and
like
connect
with
the
initial
caller
and
get
more
information
if
it's
something
where
they
are
being
sort
of.
You
know
off
policy
de-prioritized
compared
to
other
priority.
One
calls
that's
something
where
policy
or
guidance
or
refreshers
need
to
be
going
out
to
make
sure
that
those
calls
are
being
treated
identically
with
other
priority.
G
J
J
Thank
you
for
that
and
then
getting
into
a
little
bit
about
the
mental
health
responses
which
was
identified
as
a
key
pain
point.
I'm
glad
that
we,
you
know
we're
partnering
with
canopy
roofs
to
address
that.
What
is
the
plan
in
place
to
collect
data
on
the
relative
efficacy
of
a
dedicated
mental
health
response
team?
And
I
know
we
just
launched
a
pilot
initiative
too
and
when
would
be
a
timeline
where
we
could
start
to
see
some
conclusions
and
data
collected
on
that
pilot.
F
F
F
So
absolutely
yes,
this
kind
of
evaluation
that
that
zoe
and
her
colleagues
have
advocated
for
in
this
report
is
planned
for
that
alternative
response,
as
well
as
I
think,
for
a
number
of
the
other
alternatives
that
are
that
are
beginning
or
are
already
in
the
pilot
phase.
I
don't
know
if
brian
has
a
level
of
detail
where
he
can
speak
to
the
timeline
of
availability
on
those
data,
but
he
would
be
your
best.
Your
best
person
on
this
call
today
to
answer
that
question.
K
Chair
vita
and
council
member
warren,
we
will
have
all
of
that
information,
so
I
don't
have
to
say
much
because
renee
spelled
it
all
out.
We
will
be
our
plans
to
present
to
the
phs
committee
at
the
end
of
every
quarter
on
our
pilots,
our
alternative
responses,
which
also
include
traffic
response
overnight
traffic
response,
the
911
calls
that
will
transfer
to
311,
as
well
as
the
behavioral
crisis
response
team.
J
Thank
you
so
much
for
that
clarity.
There
another
question,
so
the
report
concluded
that
mpd
and
mecc
could
take
some.
You
know
steps
to
bring
them
in
closer
alignment
with
21st
century
policing,
practices
and
ideas
would
love
to
get
your
insights
on
you
know
what
would
a
process
and
timeline
look
like
for
mpd
to
go
through
its
data
sets
and
policies
and
revise
them,
so
you
know
that
it
can
be.
You
know
more
effective
in
alignment
with
where
we
are
currently
in
our
policing,
climate
and
practices.
G
G
We
didn't
do
this
work
on
this
project.
We
were,
you
know,
asked
to
do
something
very
specific,
it's
what
we
delivered,
but
our
team
does
also
do
work,
assessing
agencies,
alignment
with
21st
century
policing
practices
and
providing
them
with
specific
recommendations
to
to
align
with
21st
century
pleasing
practices.
G
Typically,
that
sort
of
engagement
takes
about
a
year
to
get
from
you
know
kick
off
through
a
full
assessment
report,
and
another
thing
we
always
suggest
is
that
it's
good
to
keep
on
an
objective
third-party
vendor
to
monitor
implementation,
sort
of
a
soft
version
of
a
consent
decree.
Where
there's
you
know
regular
reports,
the
community
about
progress
in
those
areas-
and
I
know
that
there
are
there-
are
other
efforts
currently
underway
to
you-
know,
assess
mpd
and
their
alignment
with
those
types
of
principles.
F
Council
member-
I
I
do
not
have
anything
else
to
add
to
that
this-
that
that
question,
I'm
afraid,
is
a
little
bit
out
of
my
own
wheelhouse.
I
would
I
would
direct
you
to
folks
within
the
department
or
colleagues
externally,
like
zoe
and
her
colleagues,
from
from
other
firms
with
that
kind
of
expertise
or
to
the
mayor's
office.
J
G
I
do
not
know
who
they
are
currently
using
for
their
crisis
intervention
team
training.
I
will
say
that
most
departments
implement
that
using
a
train,
the
trainer
approach
so
that
they
send
personnel
to
be
trained
and
then
those
person
I'll
train
the
department.
I
would
hazard
a
guess,
but
that's
probably
how
mpd
is
operating
since
most
large
agencies
do
operate.
That
way.
J
Awesome-
and
this
is
my
last
question-
it
was
a
84
page
plus
study,
so
I
had
lots
to
go
through
the
study
says
it's
a
priority
to
restaff
the
community
outreach
bureau
to
appropriate
levels.
Can
you
share
with
us
the
tasks
and
responsibilities
that
are
given
to
our
officer
in
the
community
outreach
bureau.
G
Sure
so
some
things
that
would
be
on
their
plate
are
formal
community
engagement
programs.
So
this
would
be
things
like
the
you
know:
police
athletic
league
youth
engagement,
type
activities,
coffee
with
a
cop.
Those
types
of
sort
of
standard
offerings
from
a
community
engagement
bureau
also
would
be
for
them
to
be
thinking
strategically
about
how
best
to
engage
with
the
community.
We
always
encourage
agencies
to
go
beyond
just
those
standard
offerings
and
really
listen
to
the
community,
what
they
want
from
a
community
engagement
standpoint
and
then
in
some
agencies.
G
That's
also
an
area
where
community
surveys-
and
you
know,
information
gathering
from
the
community
would
also
potentially
live.
You
know
currently
that
unit's
not
operating
so
there's
a
potential
to
really
rethink
exactly
what
they
would
be
doing
with
their
time,
as
that
potentially
gets
spun
back
up.
J
G
Not
currently
operating
different
departments
handle
this
differently.
I
think
that
an
emerging
sort
of
best
practice
is
that
officers
staffed
into
a
community
engagement
bureau
should
be
nominated
in
some
way
by
the
community
itself
and
not
chosen
by
departmental
leadership
necessarily
and
as
to
whether
they
make
arrests.
It's
a
complicated
question.
Obviously,
enforcement
and
arrests
are
not
their
primary.
You
know
function,
however,
as
a
law
enforcement
officer.
If
you
know,
if
they
see
a
crime
in
progress,
they
do
sometimes
have
an
obligation
to
act
in
those
situations.
J
And
in
relationship
to
this
too,
I
think
this
is
a
really
key
piece
of
do.
Officers
in
this
community
bureau
also
typically
have
formal
relationships
with
advisory
bodies.
I
mean
I'm
thinking
of
like
we
have.
You
know
the
office
of
police
conduct
pcoc
like
is
that
a
typical
protocol
too,
for
some
of
the
engagements
between
or
with
officers
in
these,
this
bureau.
G
F
I
I
can
elaborate
a
little
bit-
I'm
not
a
part
of
this
group,
but
based
on
communications
that
that
we
all
participated
in
just
to
to
clarify
how
it
was
described
in
this
report.
Council
member,
I
believe
the
the
work
being
undertaken
is
not
to
reclassify
re-prioritize
or
or
change
the
scope
of
that
particular
problem
nature
code,
but
to
change
the
the
the
title
of
it.
The
label
on
it
to
be
more
in
line
with
best
practices
in
inclusive
and
accessible
language
for
people
experiencing
behavioral
health
issues.
J
L
Thank
you,
madam
chair
yeah.
I
also
have
a
series
of
questions
and
I'll
just
try
to
take
them
off
as
we
go.
My
my
very
first
question
is
around
the
recognition
that
we
have
been
living
with
a
narrative
around
staffing
for
over
a
year
that
this
is
now
for
the
first
time
giving
us
a
data-driven
approach
to
talking
about
staffing
rather
than
a
narrative
approach,
and
the
narrative
is
how
short-staffed
we
are
and
how
many
officers
we've.
L
What
is
this
distinction
that
you're,
seeing
particularly
when
you
did
your
one-on-one
interviews
between
the
recognition
that
you
know
operating
at
a
50
capacity?
278
is
the
number
of
patrols.
We
need
to
meet
that
those
the
core
call
for
service
staffing
levels,
and
it
looks
like
in
your
report.
As
of
december
of
last
year,
we
had
289
patrol
officers.
So
can
you
is
there
any
insights
that
you
can
share
with
me
and
the
rest
of
the
community,
who
has
heard
the
narrative
of
how
urgent
our
staffing
crisis
is?
G
Absolutely
nice
sure.
Thank
you,
that's
a
great
question,
so
I
think
critically
it
goes
to
back
to
the
fact
that
we
were
only
able
to
do
the
workload
based
analysis
for
the
patrol
bureau.
Specifically,
the
patrol
bureau
currently
is
staffed,
as
you
said,
a
little
over
what
we
would
suggest.
However,
that's
reliant
on
them
having
pulled
personnel
out
of
a
large
number
of
other
units
in
the
department.
L
Thank
you,
that's
really
clarifying,
and
so
it
kind
of
builds
into
my
next
question,
which
is
around
you
know
we're
not
here
today
to
debate
certain
elements
of
the
staffing
level.
We
had
one
of
the
largest
collective
debates
in
the
last
election
cycle
around
the
charter,
amendment
staffing
minimum-
and
we
know
both
from
the
outcome
of
the
election
and
outcome
of
court
orders
that
we
need
to
dramatically
staff
up.
I'm
seeing
this
report
as
a
way
for
us
to
do
that
in
a
data-driven
way.
L
Is
there
any
benchmarks
or
best
practices
around
what
that
right
ratio
or
staffing
level
is
for
these
other
departments.
So
you
know,
I,
I
think
you
did
a
really
good
job
in
the
report
describing
that
nuance
between
you
know
that
50
percent
estimate
versus
the
33
estimate
of
calls
to
service
time
versus
you
know
discretionary
time,
which
I
think
that's
something.
I'm
looking
forward
to
engaging
in
a
more
robust
conversation
with
my
colleagues
about.
L
But
what
remains
is
that,
even
at
the
top
level
of
staffing
for
patrols,
with
that
33
dedicated
time
to
patrols,
we
would
still
have
hundreds
of
officers
to
hire
for,
and
this
is
an
opportunity
not
just
to
educate
me
as
a
new
council
member.
But
I
think
the
rest
of
the
community
really
needs
a
deeper
education
on
what
are
the
roles
and
the
missions
of
these
various
units
within
the
police
force
and
specializations
within
the
police
force.
L
And
how
are
we,
having
a
you
know,
time
use
data-driven
approach
to
building
those
staffing
levels
up,
because
I
did
some
fuzzy
math,
looking
at
our
our
budget
to
figure
out
what
the
right
allocation
of
staffing
would
be
for
investigations
or
special
operations
based
on
what
we've
budgeted.
But
do
we
have
best
practices
around
what
the
right
parameters
are
for
what
would
suggest
what
those
specialized
roles
ought
to
be.
G
So
bottom
line
up
front:
no,
there
really
isn't
a
standard
approach
to
staffing
analysis
outside
the
patrol
bureaus
of
agencies.
You
know
with
the
right
data
available,
you
could
apply
an
analogous
approach
by
you
know.
Looking
at
workload,
you
know,
as
measured
in
time
spent
on
certain
tasks
in
the
job
duties,
but
there
isn't.
G
So,
ideally
you
want
there
to
be
basically
no
backlogs,
but
also
not
in
excess
of
personal
time
unspent
on
job
duties.
So
finding
that
sort
of
balance
point
where
you
can
get
the
backlog
down
to
like
just
zero
to
one
and
keep
it
right
around
that
level.
That's
when
you
would
sort
of
feel
you've
got
your
optimum
staffing
level.
G
So
that's
that's
one
approach
that
could
possibly
be
used
right
now
immediately
in
mpd
to
drive
that
the
other
would
be
to
start
tracking
those
time
spent
on
tasks
data
so
that
you
could
then
apply
a
workload
based,
as
you
said,
a
data
driven
approach
to
it.
So
one
is
more
of
an
operational
here's
how
to
just
sort
of
get
to
it,
and
one
is
more
of
a
data-driven.
L
Can
you
speak
to
what
that
means?
You
know
resources
as
in
budget
formally
allocated
by
policymakers
versus
resources,
as
in
you
know,
people
on
the
ground
and
available,
because
I
think
that
there's
a
little
bit
of
a
lack
of
clarity
when
people
hear
the
police
department
doesn't
have
enough
resources-
and
I
just
would
like,
could
we
maybe
clarify
that
for
the
public.
G
There's
also
resources
like
policy
documentation
and
things
like
that
which
can
be
adjusted
in
in
ways
that
would
make
things
more
effective
and
efficient,
and
we
sort
of
speak
to
that
in
our
business
process,
section
to
some
degree,
so
yeah.
I
think
I
would
just
encourage
you
know
to
think
beyond
just
the
the
people,
but
also
all
those
supportive
resources
to
those
people,
because
that
can
make
a
big
difference
in
the
requirements.
L
M
Thank
you
very
much,
benham
cheer
and
also
didn't
mean
to
cut
my
colleague
off.
If
he's
got
more
questions,
he's
he's
certainly
free
to
to
finish
them,
but
I
I'll
just
jump
in.
I
had
a
few
questions
and
first
I
just
want
to
say
thank
you
for
this
report.
I
think
that
this
is
the
kind
of
information
that
any
governing
body
is
going
to
need
as
we're
you
know
contemplating,
and
you
know
discussing
and
debating
policy
decisions
into
the
future.
M
So
I
just
want
to
thank
you
for
your
work
and
and
thank
my
colleagues
for
for
for
supporting
us
getting
this
getting
this
done.
You
know
one
thing
I
wanted
to
clarify
just
because
it
it
came
up.
It
wasn't
a
part
of
my
original
questions,
but
does
the
minnesota
post
board
allow
for
cities
to
have
unarmed
police
officers?
I
know
that
you
would
talk
kind
of
more
broadly
about
unarmed
police
officers
around
the
world,
but
I
just
I
I
I
didn't
want
to
be.
G
E
M
Yeah
but
yeah,
potentially
more
more
power
than
we
would
have
here
at
the
local
level.
I
another
question
that
I
had
just
that
came
out
of
council
member
johnson's
question
is
we
have
some
really
good
data
about
about
discretionary
time
and
what
it
could
look
like,
but
I
just
wanted
to
clarify:
do
we
know
their
current
mpd's
current
discretion
or
patrol
officer's
current
discretionary
time?
Do
we
have
an
an
accurate
picture
of
what
their
you
know?
What
percentage
of
their
time
is
currently
discretionary.
G
E
M
Sure
sure,
thank
you.
You
know
we
we
kind
of
got
at
this
and
I'm
gonna
try
to
eliminate
any
questions.
That
might
be
a
little
repetitive,
but
you
had
kind
of
you
made
a
mention
of
of
being
unable
to
study
some
areas
because
of
a
lack
of
data,
and
so
I
just
kind
of
wanted
to
ask
you
know:
is
there
a
list
of
areas
that
we
should
have
been?
M
Thank
you,
that's,
I
think
that's
really
really
helpful
for
for
us
to
know
and
for
the
public
to
know
as
well.
I
know
that
there
is
kind
of
back
on
the
topic
of
performance
metrics.
I
know
that
there
isn't
a
standard.
You
know
line.
You
kind
of
wrote
that
into
the
report,
but
I
wondered
is,
is:
is
there
a
distinction
that
can
be
made
between
the
performance
metric
and
maybe
the
effectiveness
of
an
average?
You
know
patrol
officer.
G
M
If
we
were
at
our
888
authorized
sworn
what
what?
What?
What
could
we
expect
our
patrol
numbers
to
look
like,
so
I
guess
the
reason
I'm
asking
that
is
because
in
in
the
you
know,
in
the
data,
depending
on
how
you
look
at
the
performance
metrics,
we
either
have
exactly
the
number
we
need,
or
we
might
need
more,
and
I
guess
I'm
asking
is
that
more?
Can
that
more
be
achieved
within
the
888
authorized
sworn
or
would
that
more
need
to
be
added
to
the
888
authorized
swan.
G
Yeah
so
you're
you're
actually
teeing
up.
I
think
an
important
question
which
is
is
really
about
this
888
number
and
where
it's
derived
from
there's
really
no
way
to
just
have
a
number
floating
out
there.
That's
always
going
to
be
the
appropriate
number
static
forever,
as
our
report
suggests.
There's
a
lot
of
factors
that
go
into
the
staffing
decisions
and
to
have
just
an
888.
G
Discretionary
time-
and
you
know
there
is
there-
are
reasons
to
think
that
having
more
discretionary
time
is
a
positive
thing
for
the
community,
because
it
allows
officers
to
spend
more
time
with
the
community
during
their
shifts,
but
yeah
it's
hard
for
us
to
speak
to
exactly
what
it
would
look
like
under
the
888.
Since
that's
not
a
number
that
was
derived
from
a
workload
based
approach
to.
M
Members
yeah,
thank
you
and
then
you
know
this
is
a
question.
That's
maybe
less
less
for
you
all,
but
I
thought
to
ask
it
anyway.
You
know,
I
think
that
there's
going
to
be
a
big
question
around
you
know,
do
we
have
authority
over
the
regulation
of
of
these
performance
metrics,
you
know,
and
so
I
think
that
that's
a
big,
a
big
question
mark
for
me
when
I'm
thinking
about
when
we're
when
we're
debating
okay,
do
we
go
with
a
50
discretionary
time?
M
Do
we
go
with
67
discussion
anytime?
We
don't
currently
know
what
percentage
of
discretionary
time
folks
have
now
and
and
then
you
know
the
obvious
next
question
is
can't:
do
we
even
have
any
authority
over
that
at
all,
and
I
think
that
that's
a
important,
important
question
for
us
to
know
the
answer
to
as
we
as
we
get
into
this
discussion.
It's
certainly
good
to
have
the
information
on
hand,
it's
very
thorough.
I
was
you
know
mostly
because
of
the
anticipation
and
waiting
for
this
document.
M
I
think
I
was
very
excited
to
read
it.
I
don't
know
that
I
would
normally,
under
normal
circumstances,
be
excited
to
read
a
document
like
this,
but
I
was
very
excited
to
read
it
and
it
was
very
accessible,
and
so
I
I
think
that
kind
of
wraps
my
questions
for
now
and-
and
I
just
want
to
thank
you
for
your
time
and
and
I'll
put
myself
back
into
you.
If
anything
else
comes
up
for
me,.
A
Thank
you,
madam
chair.
I
only
have
a
couple
of
pretty
simple
questions
and
then
some
comments
from
my
colleagues
about
where
we
want
to
take
this
from
here.
I
guess
questions
I
I
have
and
I'm
not
sure
who
they'd
be
best
placed
with,
but
it
is
not
my
understanding
that
the
city
council
can
choose
to
expand
problem
nature
codes.
Do
we
have
that
authority
I
would
have.
I
would
presume
that
would
be
highly
regulated
by
like
the
state
or
or
one
of
the
emergency
control
boards.
A
A
F
K
I
can't
speak
to
a
written
policy
that
I
can
point
to
around
this.
However,
in
the
creation
of
the
behavioral
crisis
response
teams,
we
did
work
with
9-1-1
and
mpd
to
switch
up
the
problem.
Nature
codes
to
make
them
more
accurate
and
fit
the
nature
of
what
the
new
responders
will
be
would
be
doing.
I've
also
been
involved
in
the
problem:
nature
code
study
that
we
were
doing
and
working
with
other
departments
on.
K
So
I
think
that
authority,
if
we've
been
able
to
do
that,
my
assumption
is
that
since
we've
been
able
to
do
that
that
that
authority
lies
within
the
department,
but
if
there's
some
governing
policy
that
describes
that
I'm
not
aware
of
it,
but
I'm
sure
johnny,
hodney
and
lynn
and
9-1-1
can
share
that
information.
We
can
get
it
to
you
quickly.
F
I'm
sorry
to
jump
back
into
vita,
but
it
occurs
to
me
that
that
one
consideration
in
terms
of
authority
on
this
question
is
that
I
know
that
not
only
across
multiple
departments,
but
I
believe
our
our
mech
staff
and
dispatchers
periodically
work
across
jurisdictions,
for
example
with
the
university
of
minnesota
police.
So
even
if
it's
not
a
matter
of
whose
to
whose
authority
is
it
delegated,
there
would
probably
be
some
level
of
coordination
with
folks
in
other
jurisdictions
before
any
changes
were
made.
A
Yeah,
thank
you.
I
think
it's
just
important
that
we
we
figure
that
out,
as
as
people
on
this
committee
are
super
eager
to
you
know,
to
see
what
we
can
do
with
this
information
and
have
those
kinds
of
policy
debates.
I'm
also
curious-
and
this
is
maybe
more
a
question
for
renee
youngs.
Can
you
help
me
remember
why
we
didn't
include
investigations
and
invade
in
investigation
staffing
in
this
study.
F
A
qualified
yes,
a
chair
of
utah
councilmember
pomasano
in
in
the
solicited
scope
of
services.
We
did
include
a
request
for
a
workload
based
analysis
of
every
bureau,
every
division
as
possible
within
the
department,
as
zoe
alluded
to
a
few
moments
ago.
Data
for
doing
a
workload
based
analysis
of
investigations.
F
Staffing
is,
most
importantly,
not
not
possible
within
mpd
because
they
do
not
gather
the
same
kind
of
time.
Use
data
as
a
matter
of
course,
in
the
same
way
that
we
get
from
data
that
comes
in
about
calls
for
service
through
through
9-1-1
or
through
officer,
initiated
activities.
So
the
the
data
were
not
available,
specifically
within
the
city's
systems.
F
In
conversations
with
zoe
and
her
colleagues,
they've
elaborated
that
that
is
the
the
city
is
not
an
outlier
in
that
regard,
that
it
is
relatively
rare
for
that
kind
of
time.
Use
data
to
exist
within
other
functions,
because
it's
it's
not
the
primary
performance
metric
to
the
back
to
prior
questions.
Right.
A
I
can
appreciate
that,
especially
if
you
think
of
like
a
small,
I
don't
know
a
professional
services
office,
that's
billing
time
to
a
certain
client
right,
we're
not
necessarily
attributing
a
certain
number
of
hours
to
a
particular
case.
Maybe
an
investigator
just
has
a
caseload
type
of
thing.
Okay,
thank
you.
I
want
to
speak.
I
don't
really
have
other
questions
but
more
comments
from
my
for
for
from
my
committee
members.
The
first
is
a
little
bit
about
the
idea
that
this
provokes
some
kind
of
staffing
controversy.
A
A
What
sways
me
in
this
report
and
in
some
of
the
examples,
is
that
our
response
times
for
our
higher
priority
call
types
with
our
current
staffing
are
not
sufficient.
That's
what
I
hear
almost
every
day
per
the
example
on
one
of
the
slides
is
27
minutes
an
acceptable
wait
time
for
response
to
a
domestic
abuse,
call
it.
It
is
not
to
accommodate
the
911
call
response
force
that
we
have
that
this
analysis
was
based
on
all
of
our
crime
prevention
and
our
crime.
A
Solving
efforts
within
our
police
department
were
severely
reduced,
and
that's
why
I
was
asking
about
you
know
how
do
we
can
we
measure
how
investigations
have
changed?
It
turns
out.
We
can't,
but
I
I
want
to
remind
or
share
with
this
newly
seated
city
council,
that
a
majority
of
the
previous
council
removed
most
of
the
non-sworn
employees
out
of
mpd,
so
the
sequencing
here
of
what
the
current
state
is,
or
rather
better
what
we
want
it
to
be
is
really
important.
A
Our
services
outside
of
911
response
have
been
ramped
down
and
we
have
yet
to
actually
ramp
up
staffing
to
refill
or
to
replace
those
services,
and
if
and
if
cops
are
only
doing,
direct
enforcement
and
nothing
else,
that's
a
bad
model.
In
my
opinion,
it
doesn't
move
us
forward
as
a
city
or
as
a
police
department.
In
my
opinion,
but
by
far
the
most
important
point
here,
that
the
consultants
handed
us
a
document
here
that
shows
that
the
city
needs
to
answer
serious
policy
questions
about.
How
do
we
expect
officers
to
spend
their
time?
A
A
How
much
of
their
time
should
be
dedicated
to
training?
I
have
opinions
about
this.
How
much
time
is
dedicated
to
specialty
areas
of
investigations?
We
know
that
it's
a
lot
less,
even
if
we
can't
measure
it.
I
don't
think
that
we
can
make
a
conclusion
about
staffing
either
way.
Unless
we
answer
those
questions-
and
I
would
argue-
and
by
argue
I
mean
I
would
promote-
that-
we
should
have
a
multi-dimensional
sworn
emergency
response
team
that
actually
reflects
community-oriented
policing.
A
A
We
need
to
decide,
even
if
we
don't
need
to
send
an
officer
to
these
types
of
calls,
is
it
do
we
consider
it
safe
to
just
send
a
civilian
or,
if
not,
should
we
send
just
an
officer
what
about
a
co-responder
team
that
might
have
the
best
of
both
worlds
so
to
speak.
So
I
would
like
us
to
have
conversations
about
places
where
a
professional
civilian
could
be
the
lead.
Responder
and
an
officer
is
there
to
provide
support
if
the
civilian
or
the
public
become
endangered.
A
I
think
we
really
need
to
review
these
for
safety
and
efficiency
before
we
start
pointing
or
coming
up
with
any
hard
numbers
or
math.
Based
on
this
study,
I
also
just
wanted
to
say:
I
know
the
office
of
performance
and
innovation
has
been
working
on
this
exact
area,
obviously
as
you've
heard
from
brian
smith
over
the
past,
while
here
and
I
really
think
we
can
use
that
research
and
this
research
to
help
guide
our
conversations
on
this
work.
So
thank
you.
Thank
you
for
listening
to
my
comments
about
this
report
and
that's
all.
C
B
B
I
wondered
if
we
could
actually
start
on
figure
7,
which
is
on
page
12
of
the
report,
I'm
what
I'm
trying
to
understand
here
and
I
really
apologize
if
this
is
addressed
later
and
I
just
didn't
catch,
it
is
like
the
the
priority,
the
initial
priority
levels,
so
I
see
here
and
in
on
page
11
2.
This
is
address
that
you
kind
of
go
through
like
priority
0
1,
2,
3
and
9,
and
kind
of
what
type
of
response
that
merits
first
like
are
there?
B
H
So
the
short
answer
is
yes,
four
is
supposed
to
be
nine.
That's
that's
the
short
answer.
The
longer
answer
is
they're
recorded
as
a
nine
in
the
data,
but
they're
listed,
but
the
priority
and
the
in
the
code
is
a
nine.
So
that's,
that's
honestly,
just
a
mistake
on
our
end,
not
using
consistent
language,
but
the
recorded
is
both
a
four
and
a
nine
and
and
one
we
mentioned
nine
and
the
other.
We
mentioned
four.
B
That's
helpful
and
then
I'm
I'm
trying
to
understand
what
merits
coding,
something
as
priority.
Nine
right
and
the
way
I
understand
it.
Is
it
in
the
function
of
of
patrolling
right,
like
patrolling
within
the
precinct
that
you
are
assigned
to
when
you
run
into
something
and
you're
an
officer
you're,
a
part
of
a
specific
precinct,
you're
patrolling
as
a
part
of
your
day-to-day
responsibilities.
You
run
into
something
you
you
code
it
or
you
call
it
it
or
you
know
you
like,
mark
that
down.
B
B
H
H
So,
for
example,
a
traffic
stop
a
business
check,
some
other
sort
of
proactive
activity
if
they're
in
the
field
engaging
in
patrolling
activities
or
they
see
something
happening
and
they
call
it
into
the
dispatch
it
gets
then
put
into
the
cad
system.
The
computer
assisted
dispatch
system
as
a
priority.
Nine
call
so
call
that
they're
already
on
priority
calls
can
change.
So
there's
a
there's.
H
G
Basically,
it's
meant
to
to
slot
all
those
self-directed
calls
into
a
separate
bin
because
they
don't
require
dispatching
of
additional
units
at
that
point
in
time.
If
they
do,
they
will
be
dispatched
subsequent
to
so
if
they
were
marked
as
say
priority
one.
Well,
then
the
dispatchers
would
see
a
priority
one
call
and
say:
oh,
I
need
to
send
units
to
that
scene
right
away.
Instead,
they're
marked
as
nine
so
that
the
dispatchers
know
well
that's
already
being
handled
by
an
officer,
so
I'll
wait
and
find
out
from
them
if
they
need
additional
units.
B
That's
really
helpful,
and
then
you
know,
I
think,
I'm
just
trying
to
have
a
clear
understanding
of
this.
This
conversation
around
discretionary
time
and
the
place
that
I'm
exp
like
where
the
place
that
I'm
having
difficulty
is
we.
So
you
know
over
the
course
of
the
five
years
that
you
studied
there
were
you
know,
1.7
million
calls
for
service.
Then
we
look
back
through
and
we
see
within
those
calls
for
service.
B
In
that
list
of
all
the
other
duties
I
saw
included
in
there
patrolling
right
so
now.
What
I'm
trying
to
understand
is
what
is
the
like.
That
seems
like
we're,
counting
patrolling
twice
right
and,
like
I
say
that
with
like
air
quotes,
because
one
in
three
calls
for
service
are
our
direct
result
of
an
officer
patrolling,
but
we
want
we
we're
trying
to
determine
what
the
optimal
level
of
discretionary
time
is
and
a
portion
of
that
discretionary
time
should
be
spent
on
patrolling.
G
So
no
patrolling
when
it's
in
the
discretionary
time
budget
is
basically
the
time
between
seeing
things
to
respond
to
it's
the
time
where
there's
they're,
just
driving,
they're
or
they're
just
walking
once
they
initiate
a
response
to
something
they're,
no
longer
patrolling
now,
they're
responding
to
a
call.
So
that's
what's
in
that
half
million
the
time
they
spent
you
know
driving
around
the
streets
before
they
got
to
that
point,
that's
what's
in
the
patrolling
section,
which
is
part
of
their
discretionary
time,
and
so
that's
you
know
the
importance
of
having
that
is.
G
B
B
Like
there
are
so,
for
example,
right,
you
have
domestic
abuse
report,
only
domestic
abuse
in
progress,
domestic
with
weapons
and
then
just
domestic.
What
is
the
difference
between
those
I
mean,
you
know,
it's
like
pretty
clear.
Domestic
abuse
and
progress
or
domestic
with
weapons
is
a
very
specific
type
of
category,
but
like
are
there
multiple
pncs
that
are
applied
to
a
specific
incident?
What
is
the
distinction
between
ones
that
are
seemingly
similar
or.
G
Yes,
so
there's
only
one
pnc
per
incident,
however,
it
can
evolve
over
the
course
of
the
incident
as
well.
So
you
know
as
one
example
like
the
domestic
category.
The
broadest
category
might
be
made
more
specific
by
moving
that
call
to
domestic
with
weapon
and
that
changes
the
response
required,
as
I
think
you
can
see
in
there,
and
so
you
know,
these
distinctions
are
because
there
are
necessary
sort
of
changes
to
how
the
officers
are
going
to
respond
to
that
incident.
G
Depending
on
what
the
specifics
of
the
incident
are.
So
we
you
know,
we
wouldn't
recommend
removing
these,
because
you
know
a
report
only
is
obviously
an
extremely
different
circumstance
from
a
domestic
with
weapons
or
a
domestic.
That's
in
progress
in
particular.
So
you
know
these
are
they're
very
closely
related
codes,
but
they're,
not
overlapping.
E
E
F
F
B
F
That
that
particular
one
may
be
maybe
a
poor
example
council
member,
because
I
I
believe
domestic
incidents
are
a
case
where
it
is
where
an
officer
must
respond
in
any
case,
but
for,
for
instance,
I'm
just
looking
at
the
list
to
try
and
identify
an
example
like
like.
It
is
plausible
for
the
problem.
Nature
code.
F
Auto
theft,
conceivably,
that
may
be
a
volatile
situation
where
someone
who
would
need
to
exercise
the
duties
of
a
sworn
officer
must
respond
conceivably.
It
may
be
a
situation
hypothetically
someday
where
that's
not
the
case,
but
because
there's
the
possibility
of
needing
a
sworn
officer
response,
we
opted
to
have
cna
put
it
into
this
category
of
statutory
requirements.
B
Okay,
that's
really
helpful,
you
know,
I.
I
think
I
really
appreciate
you
answering
these
questions.
You
know
just
speaking
to
a
comment
that
really
stuck
with
me
from
the
colleagues
before
me,
who
have
asked
questions
and
made
comments.
Is
this
this
question
around
one-dimensional
officers
right
or
one-dimensional
response?
B
And
you
know
I
think,
there's
there's
like
both
a
technical
piece
here
and
then
the
the
perceived
one
that
that
we
don't
actually
have
a
clear
sense
of
of
what
how
officers
are
spending
their
time
that
that
is
not
data
that
you
were
able
to
collect?
That's
not
data
that
we
keep
at
this
time
or
the
minneapolis
police
department
keeps
at
this
time
and
that
we
don't
actually
have
a
clear
sense
of
you
know
what
percentage
of
time
is
is
being
spent.
B
Certainly
all
of
us
would
would
agree
that
that
it
is
unacceptable
for
it
to
take
half
an
hour
for
someone
to
respond
to
a
call
about
about
a
domestic
violence
situation
and
that
it
is
the
only
you
know,
type
of
of
crime
or
subgroup
or
911
call
that
results
in
response
time.
That
is
significantly
higher
than
all
other
all
other.
You
know
types
of
crime
within
that
that
first
priority
categorization.
B
So
you
know,
I
think
what
I
heard
hear
from
staff
earlier.
Is
that
that's
something
where
we
wanna?
We
hope
to
work
with
work
with
the
police
department
to
you
know
get
to
the
bottom
of
what
could
be
the
reason
that
we
are
seeing
officers
take
15
more
minutes
to
respond
to
that
category.
One
call
versus
other
category
one
calls
or
sorry
priority
one
calls,
but
you
know
I
continue
to
be
interested
in
in
getting
to
the
bottom
of
that
one.
B
I
J
My
apologies
cher.
Can
you
repeat
that
you
had
a
question?
Oh,
I
was
just
asking
if
there
was,
I
did
also
as
a
former
researcher.
I
know
some
of
these
comprehensive
reports
have
executive
summaries
just
to
share
with
our
you
know,
constituents
and
and
future
common
communications
from
our
office.
So
yes,
is
there
an
executive
summary
or
like
a
one
page
or
even
probably
the
synopsis?
You
share
from
your
presentation
earlier
to
share
out
with
our
constituents.
M
M
You
know
filing
researching
reading
those
types
of
things
I
have
to
imagine.
Some
of
those
things
are
are
measurable.
Is
there
any
ability,
or,
or
or
or
or
recommendation
from
you
all
around
what
those?
What
that
time
base?
What
the?
What
the,
what
that
could
look
like?
What
that
workload
data
could
look
like
from
non-patrol
units
in
the
department.
G
G
I
know
of
no
agency
that
tracks
this
information
outside
the
patrol
bureau,
so
minneapolis
would
be
treading
new
ground
to
implement
something
like
that,
and
I
don't
want
to
undersell
how
much
of
an
undertaking
that
would
be.
It
would
require
quite
a
lot
of
effort
and
staff
time
to
develop
a
system
to
do
that,
because
that's
not
something.
That's
typically
built
into
the
standard
vendor
solutions
for
tracking
cases
or
investigations
and
professional
standards,
for
example,
so
that
it
would
be
it
would
be
a
large
undertaking
to
get
that
data
together.
G
Absolutely
I
mean,
as
an
analyst
I'm
always
I'm
always
a
proponent
of
build.
More
tracking
systems
collect
more
data,
get
more
information
so
that
you
can
make
data-driven
decisions.
I'm
just
also
cognizant.
You
know
that
whenever
I
say
something
like
that,
there's
a
set
of
personnel
that
are
screaming
internally
at
the
effort
that
they
know
is
going
to
be
put
on
their
place
to
implement
something.
So
just
you
know
presenting
the
both
the
pros
and
the
cons.
M
M
You
know
where
to
allocate
where
to
allocate
resources,
and
you
know
I
think
what
it
what
dawns
on
me.
What
occurs
to
me
is
that
you
know
what
should
exist
is
not
the
only
consideration
here
right.
We
have,
for
instance,
the
police
contract
that
we
have
to
take
into
account,
which
doesn't
necessarily
lend
itself
to
a
you
know:
data
driven
performance,
driven
analysis.
M
L
Thank
you,
madam
chair.
My
question
is
somewhat
building
off
of
this
discretionary
question
and
I
think
anybody
who
reads
this
report
and
walks
away
thinking
that
the
most
officers
that
we
need
to
meet
our
our
staffing
minimum
is
278
based
on
math
or
probably
that
would
probably
not
be
a
accurate
take
away
from
this
report.
I
think
we
all
agree
that
officers
are
more
dimensional
than
just
responding
to
9-1-1
calls,
but
I
just
want
us
to
think
about.
L
L
And
so
the
thing
that
I
think
I
want
us
to
start
thinking
about
is
there's
a
lot
of
tension
in
this
discretionary
time,
because
if
we
increase
the
amount
of
discretionary
time
that
officers
have,
that
means
we
have
to
increase
the
total
number
of
officers
on
patrol,
and
you
know,
as
you
noted,
we're
not
taking
into
account
investigations
in
these
numbers.
This
is
purely
patrols,
but
I
have
to
imagine
that
there,
whether
it's
crime
prevention,
community
engagement,
the
more
discretionary
time
that
we
give
to
officers
the
more
we
should
expect
them
to
do.
L
Some
of
that
crime,
prevention,
community
engagement,
work
and
I'm
just
curious
as
we're
thinking
about
the
total
staffing
levels
in
a
more
comprehensive
way.
What
are
all
of
the
services
that
we
would
expect
from
this
department
and
what's
the
right
level
of
specialization
to
deliver
on
those
services,
and
is
there
overlap?
So,
for
instance,
your
estimate
for
33
of
their
time
on
calls
for
service
would
lead
us
to
need
416
according
to
the
report
officers.
L
But
if
we
were
to
reduce
that
number
down
to
10
percent,
we
would
need
even
more
officers,
but
then
we
should
have
an
expectation
of
the
types
of
services
that
those
patrol
officers
are
engaged
in
and
is
there
going
to
be
is?
Would
there
be
overlap
between
the
investigations
unit
and
the
patrol
unit
when
it
comes
to
these
staffing
requirements?
Because
I
think
this
is
the
tension?
Is
my
community
members
expect
a
really
quick
response
and
when
they
don't
experience
that
quick
response,
they
start
going
well
what's
going
on?
Where
are
the
police
officers?
L
I
actually
don't
know
the
answer
to
that
question,
and
I
don't
know
if
the
answer
exists
within
this
room,
but
I'm
just
curious
about
your
thoughts
as
a
specific
question
that
you
could.
Maybe
answer
is:
what's
what's
the
potential
overlap
between
what
a
patrol
officer
would
be
doing
in
their
discretionary
time
relative
to
what
an
officer
in
the
investigation
bureau
would
be
doing.
G
The
the
benefit
to
having,
of
course,
a
specialized
unit
then
take
take.
The
reins
is
to
have
that
specialization
of
expertise,
but
also
to
provide
sort
of
the
strategic
frameworks
around
which
all
those
tasks
get
done.
So
the
investigative
unit
is
the
one
that
that
tells
officers.
Here's
what
you
need
to
do
when
you're
taking
initial
investigative
information
from
someone
the
community
engagement
bureau
is
the
one
that
sets
forth
here.
G
I
would
sort
of
note
that
when
discretionary
time
increases
it
doesn't
necessarily.
In
fact
I
would
say
it
in
fact
does
not
lead
to
longer
call
response
times.
It
actually
is
likely
to
have
the
opposite
effect
when
officers
have
more
discretionary
time.
That
means
that
they
aren't
running
from
called
calls.
The
calls
aren't
queuing
up.
G
There's
gonna
be
more
likelihood
that
there's
an
officer
available
to
respond
quickly
to
a
call
for
service
as
it
comes
in
so
you
know
it
seems
a
little
illogical,
but
by
providing
them
with
more
discretionary
time
in
their
shift,
they're
actually
able
to
respond
to
calls
for
service
more
efficiently.
As
a
result.
L
Yeah,
thank
you.
That's
a
great
great
response.
I'm
curious.
You
know
I
before
being
a
city
council
member,
I
worked
at
the
staff
level
and
I've
seen
a
very
common
pattern
within
city
hall
of
there
being
parallel
groups
working
on
similar
tasks,
and
I
am
a
little
bit
familiar
with
some
additional
work
around.
You
know:
alternative
responses
to
police,
transforming
public
safety.
L
G
F
F
That
said
in
the
in
the
specific
case
of
dr
afteli
and
his
team
from
harvard
to
I,
I
have
not
had
no
communication
with
anyone
him
or
anyone
from
his
team,
so
the
the
lanes
are
indeed
very
separate
in
that
regard.
I'm
I'm
not
sure
why
that
is
or
the
nature
of
their
separation
from
other
activities
going
on.
I
believe
in
conversations
with
the
folks
from
the
office
of
performance
and
innovation.
F
K
K
But
my
I
can't
speak
for
ovp
or
anybody
else,
but
my
I've
had
one
conversation
with
dr
telly
and
his
staff
and
then
seen
him
twice
in
some
meetings
that
we've
been
in
the
mayor's
public
safety
work
group.
But
as
far
as
working
with
them
and
being
in
constant
contact
about
what's
going
on,
we
have
one
meeting
and
that's
it.
I
Thank
you,
madam
chair.
I
know
what
I'm
about
to
ask.
It
has
been
kind
of
touched
on,
but
maybe
I
just
asked
for
some
more
commentary
explicitly.
I
know
when
I
asked
my
last
question
about
staffing
levels.
It
was
mentioned
that
289
is
what
we
have
now
for
patrol
now
on
slide
14.
It
says
278
at
50.
Discretionary
time
is
what
would
be
a
common
value
in
the
literature.
I
also
believe
so.
I
One
of
your
colleagues
mentioned
that
we're
currently
at
about
a
50
utilization
rate,
so
just
kind
of
on
the
face
of
it.
That
might
appear
that
you
know
the
staffing
levels
that
we
have
are
falling
within
that
common
value
or
range,
but
also
we
have
what
a
lot
of
people
would
believe
to
be
under
staffing
and
extensive
response
times.
I
know
you
touched
on
this
slightly
with
vice
chair
pain,
talking
about
how,
when
you
have
more
discretion,
time
you're
more
available
to
respond
quickly,
but
I
wonder.
E
G
Yeah,
so
I
think
what
I
would
say
is
you
know,
the
50
level
is
basically
providing
it's.
Basically,
the
minimum.
That's
generally
suggested
in
the
literature
and
policy
guidance.
The
67
percent
is
actually
sort
of
the
more
prevailing
guidance.
That's
out
there,
it's
you
know,
derived
from
some
some
work
by
other
researchers.
So
to
me
that
probably
speaks
to
the
concerns
that
are
being
felt
by
the
community
about
response
times.
G
Is
that
really
the
patrol
unit
is
just
just
staffed
to
be
able
to
make
calls
for
service
responses
and
have
the
sort
of
minimum
amount
of
discretionary
time?
And
you
know
this
is
a
policy
decision
and
I
wouldn't
want
to
you
know
overly
influence
it,
but
it
may
be
that
for
the
community
to
feel
that
they
are
getting
the
services
that
they
desire
from
their
police
department.
The
discretionary
allocation
needs
to
be
higher
than
50
percent.
I
C
Thanks,
thank
you,
councilmember
johnson.
Thank
you
so
much
for
this
great
presentation
and
thanks
to
my
colleagues
for
all
your
good
questions
and
really
you
know
taking
time
to
ask
some
again
some
really
great
questions.
I
I
have
you
may
have
answered
this
question
earlier,
but
I
have
a
question
about
training.
Did
this
report
say
like
what
percentage
of
time
officers
should
spend
on
training
and
what
are
the
best
practices
for
training.
G
Spend
on
training
commonly
that's
actually
something
that's
dictated
in
the
contract
for
the
for
officers,
so
it's
that's,
probably
what
it's
being
derived
from.
There
are
also
typically
post
standards
and
requirements
about
officers
receiving
service
training
a
certain
number
of
hours
a
year.
It's
really
hard
to
put
a
specific
percentage
on
that.
It
really
depends
on.
G
I
you
know
I
keep
going
back
to
the
policy
levers
that
are
being
pushed.
What
do
you
want
your
officers
trained
on
how
intensively
do
you
want
them
trained
in
those
topic
areas?
How
do
you?
What
model
of
training
do
you
want
to
use?
Are
you
going
to
use
outside
vendors?
Are
you
going
to
use
internal
staff
with
train
the
trainer
opportunities
or
a
mixture
of
the
two?
C
Okay,
thank
you
so
much
and
then
just
a
quick
comment.
I
guess
my
overall
takeaway
is
that,
like
we
have
some
patrol
officers,
but
we
don't
have
the
programs
the
community
wants,
like
we
don't
have
pals,
we
don't
have
like
things
I
hear
about
all
the
time.
We
don't
have
folks
investigating
crimes.
We
don't
have
bike
cops
for
kids.
It's
is
that
like
just
kind
of
the
overall
general
messaging.
Just
so
like
the
public
understands
like
we
have
some
officers
on
patrol,
but
some
of
those
other
more
community-based
programs.
C
So
again,
I
just
want
to
thank
you
all
so
much
for
your
time
and
for
this
presentation,
I'm
sure
after
processing
it
some
of
us
will
have
more
questions.
So
thank
you
all
so
much
for
your
willingness
to
take
the
time
to
answer
questions
in
this
meeting
and
in
future
meetings,
seeing
no
further
discussion,
I'll
direct
the
clerk
to
receive
and
file
that
report
and
then
seeing
no
further
business
before
us
and
without
objection.
I
would
declare
this
meeting
adjourned.