►
From YouTube: August 1, 2023 Committee of the Whole
Description
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A
A
C
D
A
Oh,
thank
you.
I'll
also
note
that
we've
just
been
joined
by
council
member
rainbow
colleagues.
We
have
four
items
on
today's
published
agenda
in
addition
to
our
reports
from
committees
that
have
met
this
cycle.
This
first
item
is
approving
a
legislative
directive
related
to
The,
Truth
and
Reconciliation
program
work
plan.
Normally
this
would
have
be
in
the
race,
equity
subcommittee
and
I
would
turn
this
over
to
president
Jenkins
to
chair.
But
since
this
item
is
on
consent,
I
will
go
ahead
and
just
move
approval
of
this
item.
E
Onesie,
thank
you,
chair
palmisano,
so
just
following
up
to
the
budget
item
or
motion
that
we
just
approved
just
want
to
reiterate
this
item
that
both
I
councilmember,
Chavez
and
council
president
Jenkins
are
co-authoring,
is
to
help
structure,
future
productive
conversation
and
what
it
looks
like
to
advance
Truth
and
Reconciliation
programming
and
to
build
upon
the
work
that
our
staff
has
already
done
and
now
that
they
have
the
dollars
to
do
it.
E
We
look
forward
to
getting
initial
presentation
on
the
status
of
that
work
plan
in
September
and
really
having
that
be
the
basis
for
structuring
our
future
conversations
as
the
year
prolong
on
how
we
actually
show
up
in
the
reconciliatory
way
in
the
trauma
informed
way
around
the
harms
of
our
policing
and
how
that's
impacted
our
residents,
not
only
just
since
2020
but
years
prior,
so
I
just
wanted
to
give
some
additional
context
and
how
this
builds
upon.
What
we
just
approved
in
budget
committee.
A
Thank
you,
I'm
not
seeing
anybody
else
in
queue,
so
I'll
go
ahead
and
ask
the
clerk
to
please
call
the
rule.
B
Council
member
Payne
aye
wansley
aye
Greenville
Lita
I,
Ellison,
aye,
Austin,
aye,
Goodman,
aye,
Jenkins.
F
A
That
item
carries,
and
that
item
is
approved.
Item
number
two
is
an
update
on
the
progress
of
an
improvement
plan
following
the
2020
civil
unrest
after
Action
Report
up
to
start,
this
presentation
is
director
Barrett
lane
from
the
office
of
emergency
management,
I.
Colleagues,
in
light
of
this
being
National,
Night,
Out
and
us
having
a
number
of
things
worthy
of
a
lot
of
discussion
on
our
agenda.
I've
asked
this
presenter
to
try
and
limit
their
presentation
to
30
minutes
plus
questions.
G
My
name
is
Barrett
Lane
I'm,
the
director
of
the
office
of
emergency
management,
as
the
chair
pointed
out,
we're
here
to
update
you
on
the
Improvement
plan
associated
with
the
2020
F
civil
unrest
extraction
report.
What
we'll
do
is
do
a
brief
overview
here.
I
will
skip
through
a
lot
of
the
kind
of
grounding,
slides,
you've
seen
before
and
then
we'll
turn
it
over
to
our
colleagues
here
who
have
updates
on
Department
level
plans.
The
fire
department
has
completed
their
work.
They
were
completed
as
of
our
last
report.
G
G
So
here's
how
or
where
we've
been
obviously
we've
been
doing
quarterly
updates
to
this
to
this
body.
Since
we
started
this
work
in
March
of
2022
I
think
bottom
line
up
front
you're,
going
to
see
that
this
was
a
very
ambitious
project
that
remains
on
track
and
producing
the
type
of
results.
We're
looking
for
now
into
the
fourth
quarter
that
we're
we're
doing
this
work.
So
this
meeting
was
originally
scheduled
for
June
it
postponed
to
today
for
scheduling
purposes.
G
So
what
we've
done
here,
if
you
recall,
we've,
bundled
this
work
into
two
major
components.
One
has
to
do
with
what
we've
called
the
NIMS
reset.
What
we're
doing
is
retraining
and
re-exercising
our
capability
to
execute
the
national
Incident
Management
System,
and
then
the
second
component
had
to
do
with
a
variety
of
Department
level
projects
that
we've
been
working
on
Project
by
project
as
we've
been
going
forward
here.
Let
me
start
with
the
NIMS
reset
and,
if
you
recall,
you've
seen
a
slide
before
what
we
wanted
to
do.
G
Is
we
wanted
to
make
sure
that
we
reset
and
retrained
our
capability
in
all
four
components
of
the
NIMS
command
coordination
system,
the
instant
command
and
unified
command,
the
Emergency
Operations
Center,
the
joint
information
center
and
the
multi-agency
coordination
group?
This
body
of
work
is
responsive
to
a
number
of
findings
that
you
see
up
on
the
screen
that
came
out
of
the
out
of
the
report,
as
well
as
these
specific
recommendations.
So
again,
this
work
is
intended
to
address
all
of
these
things
and
Mass.
G
Our
objectives,
of
course,
are
to
make
sure
that
we
can
show
competency
in
these
four
major
mission
areas
that
we
are
have
been
working
on
to
to
refresh
so
I'm
again
not
going
to
link
around
these
here's
a
revised
timeline.
We
have
essentially
accomplished
or
finished
the
training
phase
of
this
we'll
talk
about
that
in
just
a
minute.
G
We
are
now
into
the
exercise
phase
of
the
project
we
have
completed
the
MPD
single
command
exercise
and
the
fire
single
command
exercise,
we're
looking
forward
now
toward
the
unified
command
exercise
and
then
the
EOC
exercise
and
some
additional
exercising
before
the
end
of
the
year.
So
this
remains
on
track
and
producing
the
type
of
of
improvements
that
we'd
hoped
that
would
have
produced.
G
You
can
see
that
this
has
been
a
huge
investment,
not
in
terms
of
dollars
only
but
also
in
terms
of
Staff
training
hours
and
I
want
to
say
that
how
much
I
appreciate
the
partnership
across
the
Enterprise
in
committing
staff
resources
to
this
these
type
of
hours
to
commit
to
a
project
like
this
to
not
come
cheap
and
they
don't
come
without
trade-offs.
But
this
is
a
significant
investment
in
our
capability
to
manage
complex
incidents
in
the
future,
which
is,
of
course,
what
we
set
out
to
do.
G
G
If
you
look
at
it
by
Department,
again
significant
commitments
here
on
behalf
of
the
key
players
that
are
participating
in
this
effort,
here's
our
functional
exercise
list-
this
is
what's
coming
up
as
I
know
that
or
indicated
earlier.
We've
got
two
of
these
complete.
Our
EOC
operations
exercise
will
be
later
this
month
and
then
we'll
move
into
the
final
exercises
leading
up
to
the
Capstone,
which
is
scheduled
for
March
of
2024..
G
The
good
news
coming
out
of
this
presentation
is
that
FEMA
has
granted
us
the
integrated,
Emergency
Management
course
that
we
applied
for,
and
not
only
are
they
willing
to
do
it,
but
they're
also
willing
to
bring
us
out
to
Emmitsburg
Virginia
to
to
make
that
happen.
So
this
was
really
our
hope
that
we'd
be
able
to
take
all
the
things
we've
learned
and
all
the
capability
we've
built.
G
We
take
it
out
to
the
National
stage
and
we
demonstrate
that
we
have
in
fact
learned
the
lessons
associated
with
the
report
that
we
received
in
from
the
2020
civil
unrest,
so
exercise
development
is
underway
with
this
and
I
really
have
to
just
say
publicly
that
I
appreciate
the
support
of
the
state
Homeland
Security
emergency
management,
as
well
as
FEMA
region,
five,
who
was
key
in
making
sure
that
we
got
this
this
course.
This
is
highly
competitive.
G
G
Next
steps
on
the
NIMS
reset
is
really
just
continue
to
execute
the
execute.
The
plan
we'll
be
developing
the
exercise
plan
with
FEMA
we'll
be
continuing
to
do
our
in-house
exercises
that
are
preparing
for
that.
So
that
is
really
the
work
that
will
continue
over
this
quarter
in
the
final
quarter
of
this
year.
G
We'll
move
now
into
Department
level
projects.
Here's
your
scorecard,
the
ones
that
are
in
Gray
are
the
ones
that
are
being
addressed
primarily
by
that
Nims
reset,
and
you
can
see
over
the
course
of
the
last
year
or
so
that
we've
made
significant
progress
as
a
team
here
working
through
these
various
projects,
so
we'll
allow
the
individual
departments
to
talk
about
their
contributions
to
this
list
as
well
as
we
go
forward
here,
but
we
are
making
good
progress
here
on
the
27
recommendations
that
the
mayor
asked
us
to
reject
to
address.
G
We've
completed
our
work
in
emergency
management,
the
last
two
components
that
we
had
had
to
do
with
the
Civil
disorder,
public,
protective
actions
that
work
was
completed
and
the
public
protective
action
information
has
been
posted
to
the
city
website.
So
you
can
review
it
there
if
you,
if
you
wish
to
the
other
component,
that
we
had
outstanding,
was
curfew.
Waivers
we've
worked
across
the
Enterprise
here
to
and
and
got
approval
from
the
mayor's
office
of
a
curfew,
waiver
process.
That
would
work
if,
in
fact,
we
need
to
do
that
in
the
future.
G
So
that
was
a
specific
recommendation.
We've
tackled
and
I
just
wanted
to
recognize
Eric
Gustafson
in
our
office,
who
really
had
leadership
over
these
two
projects
and
getting
these
done
so
we
really
appreciate
his
work
and
the
whole
team
that
worked
across
the
Enterprise
to
to
take
these
two
off
of
our
list
with
that
I'm
going
to
turn
it
over
to
DC
weight
for
an
update
on
where
we
are
with
MPD.
G
H
Good
afternoon
so
move
along
to
the
slide
deck
here.
These
are
all
the
recommendations
that
I'll
be
addressing
here
today
and
please
note
the
ones
that
are
crossed
out.
This
will
be
the
last
time
that
we
will
be
sharing
information
with
those,
so
the
MPD
NIMS
ics
portion
of
this
has
been
completed
to
a
degree
of
about
88
percent.
So
the
training
consists
of
the
following
certifications:
we've
got
the
ICS
100
200,
700
and
800.
H
The
MPD
has
trained
a
significant
percentage
of
Supervisors
and
additional
Personnel
in
the
NIMS
ics
Suite
of
training
totaling
over
4
500
hours
of
Nims
training
year
to
date
so
again
we're
near
completion.
88
have
completed
those
online
classes
due
to
some
scheduling,
conflicts
for
staff,
we're
going
to
get
everybody
up
to
100
percent
and
then
we're
working
on
some
additional
course
offerings
for
the
future
as
well.
H
Recommendation
number
one
was
for
Community
conversations.
This
was
newly
assigned
to
MPD,
it
had
been
assigned
to
NCR,
and
now
it's
been
shifted,
so
we
are
now
doing
research
to
make
sure
that
we're
developing
a
series
of
community
conversations
which
would
allow
residents
to
discuss
how
their
protests
and
unrest
impacted
them
and
for
them
to
provide
any
suggestions
for
improvement.
We're
really
looking
into
what
it
takes
to
accomplish
this,
and
so
that
research
is
ongoing.
H
Recommendation
number
three
constructive
conversation
teams:
MPD
has
met
with
Charlotte
Mecklenburg
Police
Department
to
learn
what
it
is
that
their
constructive
conversation
teams
look
like
and
how
they've
been
effective.
Their
plan
right
now
is
to
utilize
MPD
resources
and
to
draft
written
procedures
on
this,
which
is
taking
place
right
now.
H
Recommendation
number
four
Workforce
analysis
and
Leadership
training
the
workforce
analysis.
Discussion
with
HR
is
ongoing,
as
you
can
see,
there's
some
pieces
that
are
hashed
out,
crossed
out
and
they've
already
been
completed,
and
so
I
won't
be
reporting
on
those
today.
The
next
piece,
though,
that
is
ongoing,
would
be
training
provided
by
the
FBI.
They
have
a
leader
course.
It's
a
law
enforcement
executive,
Development,
Association,
coursework,
it's
three
one-week
sessions
and
so
we're
hoping
to
have
the
FBI
host
that
in
Minneapolis,
in
2024.,
new
supervisor,
training
and
curriculum
redesign
with
an
engagement
with
a
consultant.
H
It
has
been
taking
place,
City,
HR,
Learning
and
Development
is
engaged
in
training.
Dates
are
being
planned
that
will
bring
both
MPD
staff,
City
staff
and
the
consultant
together
to
achieve
this
goal.
And
lastly,
on
this
slide
is
develop
leadership.
Succession
plans
and
the
design
here
is
that
we
want
to
ensure
that
people
in
really
key
positions
throughout
the
police
department
have
someone
in
mind
that
could
be
the
successor
for
them
in
the
event
they're
transferred
or
promoted,
and
so
that
ongoing
leadership
training
for
that
staff,
member
and
mentorship
is
really
key.
H
Recommendation
number
11
leadership
over
continuity
of
service
MPD
has
identified
command
level
staff
to
oversee
activities,
not
related
to
major
events
using
Precinct
Command
Staff
that
might
be
in
less
involved
precincts
to
support
the
precinct
where
an
inspector
might
be
tied
up
and
really
focusing
their
attention
on
the
task
at
hand.
So
this
is
something
that
is
ongoing
right
now
and
we
will
continue
to
move
forward
and
ensure
that
this
happens
every
time
that
we
can
be
supportive
to
a
Precinct.
H
I'm.
Sorry,
don't
want
to
skip
number
12.
civil
unrest
resource
planning,
so
this
is
something
that
director
Lane
had
brought
up
as
well
following
civil
unrest,
MPD
and
Public
Works
instituted
a
collaborative
plan
for
managing
infrastructure
protection
resources.
That
plan
is
currently
being
drafted,
and
this
is
helpful.
Obviously,
we've
seen
it
take
place
at
a
variety
of
instances
in
the
city
and
train
the
safety
and
protection
of
City
infrastructure.
H
Foreign
number
24,
employee,
Wellness,
again
you'll
see
that
some
of
this
is
crossed
out.
Those
are
tasks
that
have
already
been
completed.
The
last
bullet
point
here
is
hiring
for
one
newly
created
position:
a
health
and
wellness
manager
to
be
responsible
for
creating
and
implementing
a
robust
wellness
program
and
coordinating
the
delivery
of
Wellness
services
to
MB
MPD
staff.
Ajq
is
being
revised
right
now,
and
the
job
is
going
to
be
reposted
in
quarter.
H
Four
recommendation
number
25
investigation
surge
capacity,
so
this
is
work
that
is
being
done
out
of
the
office
of
police
conduct
review.
They
investigate
allegations
of
police
misconduct
that
has
made
its
way
to
the
City
of
Minneapolis
and
is
currently
using
Services
coordinated
by
the
city
attorney's
office
to
add
capacity
for
investigations.
This
item
properly
falls
under
opcr.
It
doesn't
have
anything
to
do
with
the
police
department.
A
Deputy
chief,
could
you
just
share
with
us
if
you
know
a
little
bit,
how
is
the
Le
mental
health
vendor
relationship
going?
I
know
it
approved
that
a
few
months
ago,
and
do
you
have
any
you
know
sense
of
how
it's
going
at
this
point
sure.
H
Thank
you
for
your
question.
So
yes,
ma'am
right
now,
Ellie
has
been
established
working
very
closely
coming
out
to
Precinct
roll
calls,
they've
created
an
app
so
that
they
can
be
accessible,
24
7..
They
also
have
a
hotline
that
staff
members
can
call
at
any
time
if
they
need
additional
support
in
that
moment
and
have
been
again
really
helpful
for
us
in
a
variety
of
situations.
If
you
want
more
specifics,
I
can
get
that
for
you,
I
know
they
are
documenting.
You
know
the
number
of
times
they've
been
a
resource
for
our
officers.
H
A
E
Ahead,
thank
you.
Vice
president
palmisano
I
actually
had
a
question
that
kind
of
build
on
that.
Seeing
that
you
all
employed
two
separate
kind
of
services
around
mental
health,
one
of
which
you
know
leveraging
existing
resources
like
mpd's
wellness
team
and
peer
support
team
and
using
the
contract
just
interesting
to
know
how
there's
not
duplication
happening
with
this
new
position
kind
of
what
what
is
missing?
That's
not
being
provided
through
the
contractor
and
the
existing
resources
that
this
position
will
fill
a
gap
for
sure.
H
Thank
you,
councilmember
Wesley,
really
good
question.
I'd,
probably
be
best
served
to
pass
along
to
someone
that
isn't
currently
here
just
to
get
more
details
for
you.
It
would
be
someone
that
would
be
embedded
within
MPD.
Ellie
services
are
not
within
City
Enterprise
they're,
not
working
in
any
of
our
buildings,
so
it
would
be
someone
that
would
be
accessible
to
us
because
they
would
be
a
staff
member
okay,.
E
But
they
would
be
possibly
in
it
seems
like.
Is
this
a
hro
or
who
an
MPD
would
be
leading
the
charge
and
kind
of
coordinating?
This
problem
I
would
be
different
to
HR
man,
HR,
okay,
yeah
it'd
be
good
to
get
a
follow-up
on
this
in
terms
of
what
differing
duties.
What
happened?
I
can
understand
this
position
being
created,
but
are
they
just
also
there
to
work
with
the
contractors
because
it
seemed
like
that's
something
that
was
still
probably
exist,
but
yeah
would
like
to
get
clarity
on
that
part.
Okay,
yes,.
H
I
Thank
you,
madam
chair,
so
I
have
a
question
for
the
police
department,
a
question
for
the
fire
department.
So
this
last
Fourth
of
July
we
had
civil
unrest
and
how
does
your
plan
fit?
Did
that
work
I
know
eventually,
the
highway
patrol
game
sheriffs
were
involved
in
quality,
and
that
so
is
that
a
success
or
is
that
something
to
learn
more
about.
H
I
think
every
opportunity
that
we
have
each
and
every
day
is
an
opportunity
to
learn.
So
thank
you
for
your
question.
Council
member
rainville.
It's
a
definitely
an
opportunity
to
work
more
closely
and
collaboratively
with
our
area
Partners,
which
we
have
been
doing
quite
successfully.
That's
another
example
of
their
willingness
to
support
and
spend
time
in
the
city
to
lend
a
hand
to
events
that
suddenly
occur
as
far
as
this
plan.
How
will
it
support
that
in
the
future
definitely
having
more
opportunity
with
ICS
coursework
building
on
what
we've
already
learned?
H
I
I
I
Chief
so
so
my
question
is
recently:
youth
were
throwing
fireworks,
I
call
them
bombs
over
in
Saint
Paul
and
they
said
an
apartment
building
on
fire
as
part
of
that
action.
Our
is
the
fire
department
today
prepared.
If,
if
we
had
civil
unrest
on
Lake
Street,
again
West
Broadway
East
Hennepin,
would
they
enter
into
that
and
put
those
buildings
out?
Unlike
last
time,.
J
Through
the
chair
to
council
member
rainville-
yes,
we
are
prepared
for
that
and
yes,
we
would
enter
the
the
problem
we
ran
into
the
last
time
in
2020
is
that
we
didn't
have
a
security
component
to
get
us
out
and
when
we
responded
initially
protesters
were
dragging
Furniture
and
Things,
and
trapping
Us
in
there
and
helping
us
with
rocks
and
bricks,
and
things
like
that,
so
we
needed
to
wait
until
we
had
a
security
component
either
through
the
police
state
patrol,
or
in
that
case
it
was
a
National
Guard
to
be
able
to
safely
get
us
in
and
out.
J
So
as
long
as
we
have
that
or
as
long
as
we're
not
encountering
that,
then
we
are
prepared
to
respond.
If
we
do
encounter
that,
then
we
do
need
a
security
component
to
to
get
us
in
and
out
of
those
scenes.
I
So
do
you
feel
comfortable,
for
example,
the
the
youth
that
we're
doing
the
Mayhem
on
the
fourth
of
July
this
year?
We're
shooting
these
explosives
at
small
businesses
in
my
ward?
Should
one
of
those
have
caught
on
fire
like
happen
in
St
Paul,
the
you
feel
the
police,
the
sheriff's
Iowa
Patrol,
would
have
given
your
employees
enough
security
to
go
in
and
put
those
fires
out.
Yes,
I
do
great.
Thank
you.
Thank
you
thanks
both
you
Kathy.
Thank
you.
A
K
Thank
you,
Greta
Bergstrom,
director
of
City
Communications.
We
have
two
recommendations
that
came
back
from
Hillard
Heinz.
They
are
actually
linked
together
as
you'll
see
the
first.
The
first
is
recommendation:
13
joint
information
system
having
the
city
develop
a
city-wide
crisis,
Communications
plan
and
Response
Guide
with
instructions
on
responding
to
various
scenarios.
K
The
first
piece
of
this
is
intertwined
with
the
public
information
officer,
training
curriculum
our
staff
within
City
Communications,
as
well
as
the
embedded
communication
staff
in
the
Departments
of
Health,
Public
Works
regulatory
services
and
cped
I
can
say,
have
taken
these
courses
over
I
think
the
spring
and
early
summer.
I
think
we
are
on
track
with
communication
staff
across
the
city
to
complete
all
courses
required.
K
Ics
100
through
800
by
the
early
fall
I
believe
most
are
have
completed
the
courses
there's
a
few
additional
ones
that
sets
the
stage
in
in
some
ways
for
the
training
and
for
the
exercising
that
will
move
forward.
This
fall
in
conjunction
also
with
with
the
plan
that
we
are
developing
the
joint
information
system
or
Joint
Information
Communications
planning
work
is
completed,
supporting
incident
command
and
unified
command
this.
In
this
way,
we
will
always
support
incident
command.
We
have
a
plan
and
Response
Guide,
that's
that's
considerably
about
40
pages
or
so
in
length.
K
At
this
stage
completed,
it
is
now
being
aggregated.
There's
a
lot
of
it's
a
complicated
City.
It's
a
complicated
communication
structure.
We
have
the
Office
of
Public
Service
Communications,
which
I
Helm
there's
is
the
office
of
community
safety
Communications,
and
then
we
of
course
work
with
Communications
in
the
mayor's
office,
the
plan
that
is
in
process
and
that
we
expect
to
be
complete,
including
a
significant
emergency
incident,
Response
Guide
and
translated
messaging
by
the
end
of
quarter
three.
K
This
really
incorporates
existing
policies
and
protocols
that
are
already
in
place
at
the
city,
including
the
Emergency
Operations
annexd,
the
public
Communications
protocols
for
critical
incidents.
The
interim
mayoral
policy
that
guides
how
we
work
between
the
office
of
community
safety
and
the
Office
of
Public
Service.
We
engaged
tunheim
as
an
external
crisis.
Communications
consultant
toonheim
completed
a
set
of
recommendations
at
the
end
of
June.
That
report
is
informing
the
final
plan,
land
that
is
underway.
K
We
are
also
taking
into
account
FEMA's
ICS
Pio
training
materials
from
the
spring
and
early
summer
that
staff
have
been
trained
on
and
making
sure
that
it
it
works
together
because
obviously
Nims
and
ICS
is
something
that
we
want
to
replicate.
And
we
want
to
do
really
well
and
we're
making
sure
that
that
is
incorporated
into
the
into
the
overall
City
plan.
And
then
we
have
also
done
some
additional
Research
into
other
jurisdictions
around
the
country
to
really
incorporate
kind
of
the
best.
K
Really
the
recommendation
number
21
speaks
to
the
guide
and
the
training
once
complete.
We
want
to
make
sure
that
we
will
always
continuously
be
updating
that
making
sure
that
we
are
bringing
new
information
to
bear
and
providing
those
updates.
We
also
will
be
continuing
ICS
training
for
communication
staff
around
the
Enterprise,
making
sure
that
we're
always
up
to
date
and
communication
staff,
of
course,
will
be
participating
in
Emergency
Management
trainings.
This
fall
as
well
as
for
those
that
will
be
selected
to
go
to
Emmetsburg,
we'll
be
participating
in
that
as
well.
L
Thank
you,
madam
chair
I
was
curious
if
there's
considerations
around
from
we're
talking
about
crisis
Communications
we're
also
we're
often
talking
about
a
specific
event
that
happened,
and
these
events
can
be
anything
from
the
2020
Uprising,
which
is
the
focus
of
of
this
after
Action
Report
through
to
you
know
a
sinkhole
in
uptown
right
and
there's
varying
degrees
of
intensity
of
these
crises
that
show
up,
and
one
thing
that
I'm
experiencing
as
a
council
member
outside
of
the
operational
response
is
a
lack
of
perhaps
Alaska.
Consistency
might
be
how
I
would
describe
it.
L
But
you
know
we
just
had
this
officer
involved,
shooting
with
a
different
agency.
It
wasn't
MPD,
it
was
the
state
troopers
I'm
feeling
very
not
in
the
know
and
I'm
wondering
if
this
Communications
plan,
like
how
granular
does
it
get
particularly
in
these
events,
where
it
doesn't
rise
to
the
occasion
of
formally
bringing
forward
bringing
for
the
JIS
as
part
of
the
NIMS
process.
But
still
would
we
would
benefit
from
some
consistent
communication
because
it
could
tell
that
level
of
detail
or
is
it
strictly
within
the
purview
of
the
NIMS
process.
K
Thank
you,
chair,
Paul,
massano
and
councilmember
Payne.
Thank
you
for
that
question.
It
gets
into
a
certain
amount
of
granular
detail
around
that
part
of
the
aggregation
going
on
right
now
is
to
really
make
this
plan
usable.
We
don't
want
to
create
a
plan
that
sits
on
a
shelf
that
has
been
done
in
the
past.
K
We
want
to
have
a
plan
that
our
elected
officials,
as
well
as
City
staff
across
departments,
can
be
trained
on,
because
we
recognize
that
training
will
be
important,
that
there
will
be
some
visuals
attached
as
well
to
help
simplify
some
of
the
structures.
Because,
again
we
have
multiple
Communications
staff
in
multiple
areas
of
the
city.
How
are
they
working
together
under
what
conditions?
When
is
a
dick
set
up?
When
is
it
just?
K
As
you
say,
information
flow
one
of
the
tenants
that
we
do
stress
and
it
seems
simple,
but
it's
making
sure
that
there's
information
in
and
then
information
can
go
out.
If
there
isn't
information
coming
in,
it's
really
hard
to
get
the
information
out
and
I
think
you
know,
and
probably
what
you're
speaking
of
too
is
you
need
that
core
information,
the
public
information,
the
public
messaging,
that
you
can
also
then
share
out
with
your
constituents,
so
that
that
is
the
goal.
A
M
Welcome
afternoon
Madam
chair
members
of
the
committee
are
canson
interim
director
of
cped.
We
have
one
recommendation
that
was
assigned
to
our
Department's
recommendation
number
two,
which
is
considering
having
a
business
Forum
or
Forum
with
business
owners
so
that
they
can
discuss
how
protests
and
unrest
impact
impact
them
and
how
the
city
can
assist
them.
M
Before
the
after
Action
Report
was
written
under
the
authority
of
the
mayor's
emergency
Powers.
We
actually
convened
listening
sessions
with
businesses,
first
impacted
by
the
by
the
pandemic
and
early
of
March
2020,
and
then
that
morphed
into
listening
to
businesses
directly
on
a
weekly
basis
through
the
mayor's
office
after
the
unrest
in
late
May
of
2020.
M
From
that
point
on
that
that
service
has
has
transitioned
over
to
the
small
business
team,
and
mainly
it
is
Technical
Services
technical
service
providers
that
meets
and
we
still
meet
on
a
bi-weekly
basis
since
that
point
in
time
in
2020.
So
almost
three
over
three
years
now
that
we've
been
meeting
with
community-based
organizations
to
listen
to
issues
that
are
affecting
the
small
businesses.
M
In
addition
to
that,
weekly
meeting
cped
also
went
out
in
door
knocked
all
of
the
cultural
districts
in
Minneapolis,
as
well
as
the
areas
where
we,
where
we
saw
unrest,
have
damage
and,
and
so
we've
met
with
every
single
business
calcul
or
put
them
in
our
database,
and
we
communicate
with
them
as
as
it
moves
forward.
M
The
city
has
been
able
to
then
adjust
its
supports
to
businesses
through
that
interaction
over
the
last
three
years,
and
we
have
been
able
to
do
new
technical
assistance,
programs,
new
financing,
programs
and
legislative
policies
which
we
have
advanced
through
this
body
and
into
the
over
to
St
Paul
to
get
more
resources
for
businesses.
M
While
we
believe
we
have
met
the
recommendation
in
the
after
action
report,
and
this
will
be
the
last
time
we
are
likely
to
report
back
on
it.
The
work
that
we
have
started
in
2020
is
an
extension
of
work.
We
have
done
in
cped,
since
cped
has
started,
which
is
working
together
with
businesses
and
community-based
organizations,
and
we
will
continue
to
do
that.
Even
though
we're
not
reporting
back
to
you
on
this
after
action
report
and
with
that
I
can
take
any
questions
you
might
have.
B
E
Just
a
follow-up
on
this
item,
especially
since
she
mentioned
the
advocacy
around
getting
additional
supports
at
the
state
level
and
now
that
there
are
additional
dollars,
that's
routed
through
a
variety
of
cdfis,
but
geared
towards
recovery.
E
It
would
be
good
to
have
an
update
on
what's
the
status
of
that
work.
I
would
like
to
know
where
could
we
see
that
if
it's
not
going
to
be
in
this
form,
which
it
does
seem
like,
it
will
be
relevant
to
get
a
sense
of,
unlike
last
time
where
we
saw
with
the
Main
Street
dollars
lots
of
hiccups
and
and
getting
those
dollars
directly
into
the
businesses
and
I
heard
that,
while
going,
you
know
door
to
door
with
a
number
of
our
cpad
staff?
E
Last
year
alone,
East
Lake
Street
of
folks
saying
wait
that
exists,
I
haven't
heard
anything
about
it
or
if
it
did
exist.
There
was
all
these
challenges
in
getting
those
dollars
and
from
my
understanding
that
was
part
of
this
session's
advocacy
to
remove
some
of
those
barriers,
we're
partnering
with
with
different.
E
You
know,
organizations
and
philanthropic
groups
too,
that
can
support
them,
but
would
like
to
know
a
status
of
where
we're
at
and
getting
those
dollars
directly
into
the
hands
of
business
owners
that
do
want
to
stay
and
rebuild
along
East
Lake,
Street
I
know
some
have
left
I
know:
there's
groups
like
Lake
Street
Council
that
have
worked
to
preserve
local
ownership
in
the
East
Lake
Street
Corridor,
which
is
the
recovery
Corridor
and
making
sure
it's
not
out
of
town
or
big
business
interest
from
out
of
town.
E
That's
you
know,
buying
those
up
and
God
forbid,
turning
them
all
into
raising
canes
and
those
you
know
shake
towards
them
or
Arby's.
It
could
be
worse,
but
it
would
like
to
see
updates
on
again
for
those
businesses
that
have
not
been
able
to
rebuild.
How
are
we
supporting
them
either
through
our
Vita
program
or
through
these
additional
Revenue
dollars?
That's
coming
in
through
these
State
programs.
E
So
where
could
we
anticipate
pay
like
an
update
on
that?
If
not
here.
M
Madam,
chair,
councilmember
wansley,
the
state
did
appropriate
a
number
of
dollars
to
recovery.
Most
of
those
dollars
are
in
to
community-based
organizations.
Cdfis.
We
are
organizing,
oh,
the
state
of
Minnesota
through
the
Department
of
Employment
and
economic
development
received
by
their
reports
eight
times
their
normal
annual
budget
in
special
Appropriations.
M
M
Madam,
chair
councilmember
wansley.
We
we
are
working
closely
with
the
igr
team.
J
M
We
can
coordinate
that
with
them
as
far
as
reporting
I
believe
that
they're
doing
reporting
on
General
outcomes
of
the
legislative
session
cpet
is
really
focused
on
the
funding
that
comes
in
to
help
with
housing
and
economic
development
supports,
and
so
those
are
the
things
that
we
will
be
bringing
through
the
city,
council
and
I.
Imagine
there
is
a
a
larger
presentation
by
igr,
but
we
will
work
with
them
and
I'll
bring
that
back
to
Katie
she's
on
vacation
this
week,
yeah.
E
That
would
be
great
just
so.
I
can
also
be
able
to
observe
that
presentation,
especially
if
it
happens
through
bids,
at
least
if
it's
igr.
All
of
us
will
be
a
part
of
it
and
be
able
to
share
that
information
with
my
constituents
to
along
East
Lake
Street
I,
know,
council,
member
Chavez,
who
this
is
a
big
issue
that
we
constantly
hear
from
business
owners
about,
so
would
love
to
share
those
updates
raising.
M
Awareness
and
understanding
what
the
barriers
are
and
removing
those
barriers
are
consistent
issue
for
City
programs
that
we
keep
continue
to
work
to
get
rid
of
those.
G
Madam
chair
members
of
the
committee.
Thank
you
for
this
time.
We
appreciate
the
opportunity
to
update
you
on
this
work
as
we
go
forward,
I
think
that
we
are
substantially
in
compliance
with
your
30-minute
requests.
Net
of
questions,
so
I
think
that
we've
we've
met
expectations
along
those
lines
as
well.
So
unless
there
are
any
further
questions,
we
will
turn
it
back
to
you.
A
Only
about
five
minutes
over
director,
but
I'm
not
seeing
any
other
questions
in
queue.
A
You
everybody
for
your
time
and
your
presentation
today
seeing
no
further
discussion,
I'll
direct
the
clerk
to
file
that
report.
Our
next
discussion
item
is
receiving
and
filing
a
report
relating
to
considerations
for
City
plans
to
provide
safe
indoor,
emergency
shelter
and
public
spaces
during
severe
weather
events.
That
may
include,
but
are
not
limited
to
things
like
extreme
heat,
extreme
cold
and
poor
air
quality.
I
believe
this
is
the
follow-up
of
a
directive
from
council
member
chugtai,
so
thank
you
and
I
will
invite
Heidi
Ritchie
our
Deputy
Commissioner
of
Health.
A
N
Thank
you
so
much
chair
palmisano,
as
you
mentioned,
my
name
is
Heidi
Ritchie
I'm,
the
Deputy
Commissioner
for
the
health
department.
N
So
this
is
the
language
of
the
legislative
directive
and
so
I'm
not
going
to
go
through
it
and
and
read
it,
but
the
gist
of
it
is
taking
a
look
at
what
it
would
take
to
potentially
open
City
buildings
for
temporary
shelter
and
then
working
with
Partners,
such
as
the
Minneapolis
public
schools,
the
Minneapolis
Park
and
Recreation
board
the
county
and
the
state
to
see
what
plans
they
have
in
place
and
then
also
is
there
potential
for
us
to
work
with
them
to
expand,
as
we
are
seeing
air
quality
alerts
and
our
air
quality
index
as
a
concerning
Factor
over
this
past
summer,.
N
A
few
things
about
air
quality
and
health.
This
is
that
some
of
this
comes
from
the
mpca,
so
exposure
air
pollution
can
affect
everyone's
Health.
When
we
breathe
in
pollutants,
they
tend
to
enter
our
bloodstream
and
contribute
to
coughing
itchy
eyes
and
can
worsen
many
breathing
lung
diseases
that
can
lead
to
hospitalizations
cancer
or
even
premature
death.
I
will
note
in
our
research.
We
have
not
had
any
deaths
from
air
quality
that
we
can
point
to
in
the
last
20
years
and
beyond
that
we
don't
have
data
so
and
that's.
N
N
We
do
have
data
from
the
Minnesota
Department
of
Health
that
shows
disparities
in
heart
and
lung
disease
by
age,
race
and
ethnicity,
income
level
and
geography.
Minnesota
also
has
significant
disparities
in
asthma
prevalence
by
race
and
ethnicity,
with
the
asthma
hospitalization
rate
among
Twin
Cities
children,
more
than
50
percent
higher
than
among
children
living
in
Greater
Minnesota.
N
We
also
know
that
every
year,
around
200
000
Americans
do
die
from
breathing
polluted
air.
A
2015
study
conducted
by
the
Minnesota
by
the
mpca
found
that
6
to
13
percent
of
Twin
Cities
deaths
were
caused
by
air
pollution
that
meets
Federal
standards
again
going
back
to
Minneapolis,
we
have
not
seen
any
air
quality
deaths.
N
Other
severe
Health
com
outcomes
include
asthma
attacks,
lung
tissue,
scarring
and
reduced
lung
function,
heart
arrhythmias
cancer,
heart
attacks
and
stroke
heart
arrhythmias.
It's
irregular
heartbeat.
Numerous
Studies
have
observed
that
the
burden
of
air
quality
pollution
is
not
evenly
shared,
as
I
mentioned
in
the
previous
slide,
people
of
color
statistically
bear
greater
Health
burden
when
it
comes
to
air
quality,
they
are
61
percent,
more
likely
to
live
in
a
county
with
a
failing
grade
for
at
least
one
pollutant.
N
N
In
general,
in
Minneapolis
we
do
Test
air
quality
and
Report
those
results
to
the
community.
In
2021,
we
launched
a
community
air
monitoring
project,
asking
green
zone
members
and
residents
to
help
us
identify
areas
of
concerns
and
then
places
that
could
host
our
air
sensors.
In
2022
we
started
installing
a
purple
air
sensors
throughout
the
city,
focusing
our
on
our
environmental
justice
communities,
which
include
neighborhoods
that
have
a
high
percentage
of
people
of
color
people
living
below
the
poverty
line,
and
then
environmental
hazards
like
low
air
quality.
N
Much
of
the
study
has
shown
that
we
do
have
relatively
clean
air
in
Minneapolis,
but
there
are
also
results
that
are
concerning
to
Public
Health.
We
have
become
begun,
putting
the
data
from
the
study
to
use
working
with
our
local
businesses
through
the
green
business
cost
share
program
to
reduce
emissions
in
Minneapolis
and
I
know.
You
are
all
present
for
the
passing
of
our
climate
Equity
plan
and
some
of
those
planning.
N
It
runs
from
zero
to
500
the
higher
the
value,
the
greater
the
level
of
air
pollution
and
the
greater
the
health
concern.
So,
for
example,
an
aqi
value
of
50,
50
or
below
is
represents
good
air
quality.
Anything
over
300
is
hazardous
for
each
pollutant.
An
aqi
value
of
100
generally
corresponds
to
an
ambient
air
concentration
that
equals
the
level
of
short-term
National
ambient
air
quality
standard
for
protection
of
Public
Health,
that's
a
lot
of
words,
but
basically
it.
N
N
N
Here's
the
recent
history
of
outdoor
air
quality
index
in
Minneapolis
between
Sunday
June,
25th
and
Tuesday
June,
sorry
between
June
25th
and
July
25th.
So
there's
a
month
there,
so
you
can
see
the
corresponding
colors
to
the
graph
that
I
showed
you
below
or
before,
with
red
being
five
times
out
of
that
last
month,
and
then
you've
got
the
orange
and
yellow
and
then
green.
So
we've
had
about
17
red
days
in
the
month
between
June
and
July
and
33
33,
yellow.
N
N
The
National
Weather
Service
determines
when
temp
and
humidity
conditions
reach
a
heat
index
level
that
can
affect
health
and
safety
concerns.
A
cold
emergency
can
occur
when
conditions
combine
to
produce
electrical
or
gas
outages
at
the
same
time
as
the
severe
weather
and
that
it
is
over
an
extended
period
of
time.
N
The
plan
also
includes
responsibility
of
internal
City
departments,
so
it
outlines
the
roles
of
Health,
Emergency,
Management,
Public,
Works,
Communications
and
others
as
well
as
external
partners,
that
we
work
with
some
of
which
I
mentioned
earlier.
The
Minneapolis
Park
Board,
in
addition
to
Hennepin
County
public
Minneapolis,
public
housing
authority,
the
Red
Cross
to
name
a
couple.
N
Changes
to
the
plan
are
made
by
way
of
council
resolution
and
I
do
want
to
note.
Barrett
will
kill
me
if
I
don't
note
that
this
plan
is
not
open
to
the
public
or
for
media
release.
The
resolution
when
it
comes
through
just
talks
about
amending
the
plan,
it
doesn't
get
into
specifics
about
what
our
emergency
preparedness
or
Emergency
Operations
planning
is,
and
if
you
have
questions
about
that,
I
would
direct
you
to
the
office
of
emerge
or
the
Department
of
Emergency
Management.
N
Moving
into
considerations
for
city-owned
public
buildings,
we
worked
with
finance
and
Property
Services
to
come
up
with
this
list
and
and
feel
free
to
kind
of
peruse
through
these
they're
broken
up
into
some
buckets,
so
we
would
be
looking
at
what
areas
would
be
considered
so
any
non-public
areas
so,
for
example,
your
office
or
back
in
the
you
know
third
floor
Suite,
that's
a
non-public
area
that
wouldn't
be
considered
mm,
MPD
and
MFD
would
not
be
considered.
Those
are
non-public
areas
in
other
facilities.
N
Things
like
entryways
other
common
spaces
conference
room,
break
rooms,
they're
not
technically
considered
public
spaces,
but
we
could
take
a
look
at
that.
According
to
finance
and
Property
Services,
the
office
areas
would
need
to
be
limited
due
to
the
need
to
condition
the
space
to
meet
the
definition
of
filtered
and
temperature
controlled,
if
you've
ever
been
in
here
on
a
weekend,
and
it's
either
really
hot
or
really
cold.
N
Security
considerations,
of
course,
we
would
need
to
think
about
opening
the
facility
and
then
controlling
the
access.
This
is
particularly
challenging
after
hours
on
weekends
and
holidays
due
to
our
staff
availability.
So
again,
that
would
be
something
that
we
would
have
to
consider.
N
N
In
addition,
some
building
entrances
you
have
to
go
outside
in
order
to
get
back
inside
in
general,
the
new
building.
If
it's
after
hours,
you
are
there's
no
access
with
from
the
Skyway.
You
have
to
actually
be
outside
and
come
in
from
the
outside,
and
then
the
current
use
policy
does
not
allow
for
public
after
hours,
weekends
and
or
holidays,
so
the
use
policy
would
need
to
be
modified
in
order
to
move
forward
on
this.
N
Cost
considerations
I
talked
about
some
of
these
additional
Staffing
and
security
security
custodial
needs,
food
and
amenities.
Do
we
stock
them
are
responsible
for
them
that
type
of
thing
and
then
the
energy
setbacks.
So
I
talked
a
little
bit
about
this
earlier
as
well.
We
would
need
to
override
the
unoccupied
mode
in
our
energy
and
again
that
would
create
additional
cause
additional
energy
use.
N
So
you
can
see
that
there
are
some
implications
to
maybe
some
of
our
policies
around
renewable
energy
and
things
like
that
to
consider
as
well
also
for
Budget
considerations,
every
usage
occurrence
or
allowance
would
be
a
unique
event,
which
is
a
net
Adder
to
the
operating
budget.
So
that's
finance
and
property
speak
for
what
I
just
said
about
costs
increasing.
N
N
We
have
been
told
that
there
is
very
little
utilization
of
the
cooling
and
warming
facilities
that
Hennepin
County,
provides
and
so
I
think
it's
just
important
to
understand
that
last
winter,
Hennepin
County
were
present
at
the
Central
Library
to
ensure
that
everyone
with
nowhere
to
go
upon
the
closure
of
the
library
was
able
to
connect
to
a
shelter,
there's
some
additional
information
in
the
PowerPoint
presentation
about
the
county.
But
what
they
know
and
is
that
again,
these
areas
are
generally
not
well
utilized
by
folks
who
are
experiencing
homelessness
or
housing,
insecurity.
N
The
information
they
got
back
to
me
on
was
kind
of
based
on
an
understanding
that
that
this
would
be
more
than
just
like
a
day
Drop
in
Center,
and
so
we're
seeking
clarification
from
the
park
board
on
that
I.
Think
it's
important
to
note.
N
Of
course,
anybody
can
go
into
a
park
building
during
their
open
hours.
So
I
think
that
is
something
they
wanted
us
to
note,
as
well
with
the
Minneapolis
public
schools,
they've
got
limited
options
to
provide
shelter
spaces
in
the
summer,
even
due
to
the
summer
school
activities,
construction,
renovation
and
preparation
for
the
schools
coming
up
in
the
new
school
year,
things
that
they
can't
do
during
the
school
year.
N
They
do
think
there
might
be
some
school
sites
that
they
could
identify.
Of
course,
it
would
depend
on
what
hours
would
be
needed.
They've
got
some
insurance
limitations
again
noted
here
overnight.
Use
is
likely
not
possible.
Just
like
was
noted
with
the
park
and
rec
board.
The
number
of
people
expected
would
also
be
a
factor,
and
then
what
the
needs
and
expectations
are
for
folks
that
are
visiting
this
site.
N
The
similar
concerns
that
we
have
with
our
building
is
is
just
which
parts
are
accessible
which
parts
of
the
building
are
accessible
insurance
requirements
and
liability,
and
then
facility
use
permits
that
would
be
needed.
They
estimate
that
they
would
need
at
least
45
days
for
research
and
preparation
before
anything
were
to
to
to
be
opened
up
for
this
use.
C
Yeah,
thank
you,
chair
palmisano
and
Ms
Richie,
so
our
Public
Schools
air
conditioned.
N
Chair
palmisano,
council,
president
Jenkins
I,
don't
know
the
answer
to
that
question.
I
believe
some
might
be,
but
others
are
not
so
I
think
they're
similar
to
the
park
and
recreation
board
where
I
believe
most
of
the
older
schools,
probably
don't
have
those,
but
some
of
the
newer
ones.
I
think
there's
been
some
upgraded,
but
I
can
certainly
find
out
more
information
as
to
how
many
or
which
ones
might
be
air
conditioned.
But
I
I
do
see
a
number
of
parents
on
the
days
that
might
be
able
to
help
answer
that
question
as
well.
F
N
Thank
you,
anecdotally.
I
can
imagine
that
the
gymnasiums
which
would
likely
be
used
for
this
type
of
situation
are
generally
not
air-conditioned,
just
because
you've
got
lots
of
activity
going
on
there,
and
so
it
would
be
it's
challenging
to
keep
it
cool
when
you've
got
kids
running
around
movie,
yeah.
N
N
N
Health
will
work
with
Emergency
Management
Department
and
the
city
attorney's
office
to
draft
amendments
to
the
Emergency
Operations
plan
and
internal
Health
Department
emergency
preparedness
plan
to
include
hazardous
outdoor
air
pollution
to
the
annex
that
includes
the
severe
weather
or
severe
temperatures
as
it
is,
in
addition,
work
with
the
EMD
and
CAO
to
recommend
modifications
to
the
plan
as
needed
to
be
relevant
in
the
event
of
an
air
quality
emergency
part
of
that
being
the
acceptance
of
the
air
quality
index
as
a
guide
for
the
mayor
and
other
city
leaders
for
when
air
quality
emergencies
can
and
or
should
be
declared.
N
I
want
to
note
that
we
this
would
be
sort
of
the
standardized
tool
that
we
would
use
to
take
a
look
at
when
we
might
need
to
go
deeper
into
potentially
looking
at
an
emergency
declaration
or
guiding
and
Advising
the
mayor
and
City
leadership.
Other
things
we
would
take
into
account
would
be
things
like
how
long
it
had
been
going
on
what
is
the
actual
air
aqi?
N
N
We
we
also
recommend
returning
the
city
council
was
with
a
resolution
to
officially
approve
of
air
quality
related
updates
to
the
Minneapolis
Emergency
Operations
plan.
I
do
want
to
be
clear
at
this
point
it
we.
N
There
would
be
quite
a
bit
of
work
to
do
on
a
temporary
shelter,
but
we
do
think
putting
in
place
the
the
ability
to
declare
an
emergency
and
then
have
a
plan
around
that
and
have
a
standardized
tool
to
be
able
for
us
to
go
to
you
and
to
the
mayor
and
say
Here's
where
we
are
and
here's
what
we
think
you
should
do.
We
think
that
that
is
a
good
change
or
amendment
to
make
to
the
plan.
N
We
also
recommend
continuing
to
update
our
external
Partners
on
their
role
within
the
Minneapolis
Emergency
Operations
plan,
specifically
as
it
relates
to
weather
related
emergencies.
An
example
of
this
would
would
be
to
make
sure
that
our
partners
of
red
Excel
Energy
know
what
their
role
is
in.
The
planning
process
is
something
like
this
would
be
declared
an
emergency,
also
continuing
to
explore
the
collaboration
with
Partners
to
expand
the
network
of
temporary
shelter
and
reference
opportunities.
N
So
this
would
be
that
ongoing
work
that
would
take
you
know
that
will
take
a
while
to
iron
through
some
of
those
considerations
that
our
partners
on
the
slides
like
the
park
board
the
schools,
the
county,
would
need
in
order
to
be
able
to
open
up
their
spaces.
At
this
point,
we're
hearing
from
finance
and
Property
Services
that
we
have
very
limited
opportunity
to
do
this
with
our
own
building.
So
I
want
to
just
be
clear
about
that.
N
I
had
mentioned
that
that
our
the
facilities
we
have
for
extreme
temperatures
are
underutilized
and
so
I
think
part
of
our
role
can
be
to
make
sure
we're
pushing
that
information
out
to
our
neighborhoods
and
our
communities.
D
This
is
a
perfect
example
of
a
legislative
director
working
directive
working
exactly
the
way
it
should
I.
Just
really
want
to.
Thank
you
for
all
the
research
you
did
on
our
behalf.
I
came
up
with
some
really
great
ideas
that
were
potentially
even
out
of
the
scope
of
what
the
authors
asked
for
I,
really
like
the
proactive
way
that
you
presented
it
and
the
way
that
you
kind
of
came
up
with
Alternatives
and
did
a
lot
of
research.
D
One
of
the
things
that
I
know
in
my
ward
is
that
during
extreme
weather
emergencies
the
shelters
just
ask
to
be
open,
24,
7.
and
with
covid
shelters.
Most
of
them
are
open
many
more
hours
than
were
allowed
in
the
past.
I
mean
many
of
you
probably
remember
the
days
when
you
had
to
be
in
by
a
certain
time
and
out
by
a
certain
time
that
model
post
covet
is
gone,
and
so
there
are
just
many
more
opportunities
than
there
were
in
the
past,
but
I
do
think.
D
The
fact
that
you
included
these
smoke
related
weather
events
is
a
big
deal.
Also
so
I
mean
this
was
a
good
example
of
this
process
been
working,
I,
think
really
well
and
I
I
would
guess
the
authors
would
say
the
same
thing:
I'm,
not
sure
that
any
action
is
needed,
but
you
came
up
with
an
action
that
you
thought
we
could
take
in
order
to
codify
the
work
you've
done
so
I
just
wanted
to.
Thank
you
for
the
work.
Thank
you.
A
Are
there
any
other
questions
or
comments?
I
see,
council,
member
ones,
Leah's
next
thing
too.
Thank.
E
You
Vice
chair,
palmisano
I,
just
want
to
say
thank
you
director
or
deputy
director
Richie
for
this
update,
as
you
highlighted
in
the
earlier
slides.
You
know
when
we
talk
about
climate
change
and
the
environmental
health
impacts
of
it.
We
always
have
to
remember
that
our
most
vulnerable
residents
are
the
people
who
are
impacted
first
and
the
hardest
and
those
being,
as
was
listed,
our
elders,
our
young
people,
people
with
disabilities
and
people
who
have
been
targeted
by
systemic
racism.
E
Those
are
the
folks
who
often
suffer
first
from
our
Collective
failure
from
mitigating
the
real
impact
of
climate
change.
So
I'm
really
glad
this
report
does
touch
on
some
options
and
opportunities
related
to
you
know
ensuring
that
our
unhoused
residents,
thank
you
for
adding
that
particular
Point,
some
of
who
are
are
among
our
most
vulnerable
residents
in
the
city,
do
not
have
to
suffer
and
possibly
die
as
a
result
of
environmental
hazard.
E
Like
you
know,
a
really
bad
error
polluted
air
quality
day-
and
you
know,
the
logistical
challenges
that
were
laid
out
in
this
presentation
are
real.
They
do
deserve
I
would
say
urgent
consideration,
especially
around
the
amendments
to
any
resolution
or
the
operations
plan.
I
really
would
like
for
this
body
to
be
involved
in
developing
that
and
will
like
to
get
a
timeline
on
when
you
would
like
to
see
that
work
started.
E
I
know
you
mentioned
there
will
be
budgetary
considerations
attached
to
that.
So
is
that
a
2020
four
goal
or
2025
considering
budgets
are
right
around
the
corner,
but
recognizing
yes
like
thank
you
for
those
options.
I
also
want
to
highlight
that
you
know
there
are
extreme
Equity
impacts
of
our
air
quality
and
public
health
are
extremely
important
to
this
topic
as
well.
The
first
few
slides
also
outline
the
impacts
of
air
pollution
and
the
racial
inequities
around
air
quality
tied
to
diseases
like
asthma,
for
instance,
and
it
did
list.
E
You
know
highways
as
one
of
the
contributors
to
that,
and
this
is
exactly
why
I
support
the
proposal
for
replacing
I-94
with
a
Twin
Cities
Boulevard,
also
recognizing,
as
was
emphasized
in
this
report,
that
air
pollution
from
the
highway
is
an
act
of
environmental
violence
against
communities
of
color
and
working-class
residents
who
live
near
it.
That
has
been
documented
for
far
too
long,
especially
in
relation
to
I-94,
and
it
stretched
from
Saint
Paul
and
into
Minneapolis
and
the
consequences
of
that
additional
question.
And
in
considering
the
timeline
one
that
I
raised
earlier.
E
There
was
also
a
point
raised
around
the
city
giving
out
n94
mask
during
the
last
time.
We
had
a
high
aqi
day
or
days,
and
I
saw
that
there
was
an
update
that
tens
of
thousands
of
residents
and
Community
groups
have
requested.
Those
to
distribute
would
like
to
know.
Are
there
plans
to
keep
that
programming
going
or
additional
Investments
needed
to
support
that
initiative
or
any
other
ways
to
distribute
personal
protective
equipment?
You
know
also
known
sppe
that
can
be
distributed
in
the
public.
So
those
are
the
two
follow-up
questions.
I
have.
N
Thank
you,
chair,
palmisano,
councilmember
wansley
in
terms
of
let's
see
where
am
I
going
to
go.
First
I
will
just
put
a
plug-in.
We
we
did
have
40
095
masks,
they
are
were
actually
ordered
by
mistake.
They
came
with
a
valve
that
we
can't
use
for
the
pandemic,
but
they
can
be
used
for
a
particulate
matter
and
so
I'm
really
thankful
to
the
team
in
emergency
preparedness.
N
We
have
Tony
Hauser,
who
manages
that
team
and
then
Barrett
and
Laurie
and
Brian
in
the
office
of
emergency
management
or
the
Emergency
Management
Department,
really
kind
of
offered
this
up
to
us
as
a
solution
and
we
kind
of
ran
with
it
within
36
hours.
We
had
35
000
request.
Well,
we
had
requests
for
35
000
Mass.
They
were
around
300
separate
requests,
so
we
had
to
discontinue
the
link,
but
we
are
going
to
be
this
Friday,
giving
out
masks.
N
We
have
about
5
000
left
between
10
and
7
at
the
our
new
building,
the
public
service
building.
N
So
we've
got
that
we
don't
have
any
plans
to
keep
that
going
at
this
time
because
of
where
that
inventory
came
from,
and
we
don't
have
any
plans
to
replenish
that
at
this
time.
That's
certainly
something
we
can
discuss
and
then
we
think
we
can
come
back
with
proposed
amendments
by
the
end
of
the
year.
N
E
Thank
you
for
the
the
timeline
on
that
and
definitely
would
like
to
see
the
mass
piece
be
considered
in
that
considering
there
was
over
30
000
requests
for
it.
So
clearly,
there's
public
interest
in
seeing
us
provide
that
service
and
thank
you
to
our
OEM
for
really
doing
a
good
job
of
hoarding
those
masks
during
the
pandemic.
E
Clearly
that
was
you
know
foresight,
unfortunately,
for
escalations
in
our
climate
crisis
and
being
responsive
to
it.
But
if
there's
ways
in
which
we
can
keep
an
ongoing
stock
of
that
considering,
it
does
not
seem
like
air
pollution
or
the
the
climate
catastrophes,
that's
escalating,
it
aren't
going
anywhere
in
some
soon.
This
seems
like
a
really
good
resource
that
community
members
and
the
public
will
like
to
see
the
city
move
forward
with.
E
So
if
there's
any
ways
to
put
that
into
consideration
around
budget
requests
or
in
this
resolution,
I
definitely
would
like
to
see
that
and
thank
you
for
giving
a
more
concrete
timeline,
especially
if
we're
doing
this
before
2024
this
summer,
specifically
being
proactive
before
that
air
quality
worsens
like
we
saw
this
past
summer
and
as
was
shown
in
the
prior
slides.
So
definitely
would
like
to
see
those
updates
moving
forward.
But
thank
you
again
for
this
presentation.
Yeah.
A
O
Amazing,
commissioner,
a
Deputy
Commissioner,
Richie
I,
don't
have
any
questions
for
you,
but
wanted
to
just
say
it's
been
an
absolute
pleasure
to
work
with
you
on
this
over
the
the
last
few
weeks.
As
you
know,
this
started
with
a
conversation
we
had
when
we
had
some
of
our
worst
air
quality
earlier
this
summer
around
the
impact
for
the
general
public,
as
as
air
quality
was,
was
reaching
hazardous
levels
in
Minneapolis
I
think
the
Minnesota
Pollution
Control
agency
has
declared
25
or
so
air
quality
events
throughout
the
summer.
O
It's
a
record
high
and
they
expect
that
we'll
continue
to
see
Summers
like
this
moving
forward,
and
so
it
really
comes
to
us
as
as
local
governments
on
the
front
lines
of
responding
to
or
living
with
climate
realities,
to
figure
out
what
we're
going
to
do
to
keep
people
as
safe
as
as
we
can,
and
you
know
like
air
quality-
is
air
quality
events
are
different
from
other
severe
weather
events
in
that
we're
not
we're
not
necessarily
talking
about
overnight
shelter
as
in
a
place
for
a
person
to
to
sleep
and
be
and
have
privacy.
O
It's
more
that
there
are
a
number
of
reasons
that
people
of
all
ages
and
backgrounds
are
outdoors
and
exposed
to
hazardous
air
throughout
the
day,
and
some
of
those
are
people
who
are
vulnerable
in
a
number
of
other
ways
and
don't
have
a
safe
space
to
be
indoors
and
other
times
it's
just
a
reality
of
their
day-to-day
life,
and
so
how
do
we?
O
How
do
we
accommodate
public
space
where
people
can
breathe
safer
air
and
protect
their
their
lungs
and
their
like
the
level
of
toxins
in
their
blood?
When
there's
particulate
matter
in
the
air?
That's
that's
toxic
or
dangerous,
but
excited
to
continue
working
with
you
on
this
on
some
of
the
recommended
actions.
O
I
know
we're
talking
about
bringing
an
update
to
the
Emergency
Operations
plan
sometime
near
the
end
of
the
year,
so
some
of
these
items
that
you've
laid
out
in
your
presentation,
with
coordination
with
other
departmental
other
governmental
agencies,
can
can
be
implemented.
O
So
you
know
looking
forward
to
those
changes
and
working
with
you
on
those
and
really
excited
about
the
distribution
of
those
n95
masks
this
Friday.
Thank
you.
Thank.
N
A
C
You,
madam
vice
president
and
colleagues,
item
number
four
on
the
repo
is
a
report
on
the
national
landscape
and
impacts
of
the
Minnesota
Department
of
Human
Rights
and
the
Department
of
Justice
consent,
decrees
and
I
will
invite
Mr,
Hawkins
Andrew
Hawkins
from
the
office
of
the
city
auditor
to
provide
a
report
or
I
guess
Mr
Patrick
is
going
to
present.
That's
not
what
my
notes
say,
but
I
welcome
you.
Instead
thank.
P
You
council,
president
Jenkins
and
members
of
the
committee
I'm
just
introducing
Andrew
Hawkins
one
of
our
senior
researchers
who
did
a
lot
of
research
on
this
report.
As
you
know,
our
policy
and
research
group
is
here
to
support
the
council
with
a
objective
and
non-partisan
research,
and
we
were
directed
to
look
at
the
national
landscape.
This
is
one
of
our
first
report
backs
to
the
council
and,
as
such,
we're
still
kind
of
building
this
plane
as
we're
flying.
P
It
I
expect
this
to
be
one
of
presentation,
one
presentation
in
a
series,
so
without
further
Ado
I'd
like
to
ask
or
a
researcher
Andrew
to
come
up
and
present.
Thank
you.
Q
Thank
you,
council,
president
Jenkins,
and
thank
you
to
City
auditor
Patrick,
as
he
said,
and
this
is
the
first
opportunity
we've
had
to
come
before
you
and
share
this
information.
It's
you
know,
kind
of
with
it
being
our
first.
You
know
it's
going
to
be
a
work
in
progress,
so
I
definitely
invite
you
know
any
questions.
You
might
have
I'm
certain
that
there
will
be.
You
know
a
number
of
presentations
on
this
topic.
It's
not
one!
Q
That's
going
away
anytime
soon,
so
I
would
suspect
that
you
know
there's
going
to
be
bits
and
pieces
as
we're
kind
of
going
through
this,
where
more
details
wanted,
or
you
know
how
it's
applicable
to
Something
in
the
city
is
going
to
be
a
very
reasonable
question.
Q
So,
with
that
I'll
jump
in
just
starting
off
the
purpose
and
methodology
behind
this,
the
purpose
was
just
to
provide
an
analysis
of
the
approach
and
experiences
that
we
saw
from
multiple
cities
across
the
country
that
were
placed
under
consent,
decrees
kind
of
what
what
they
had
done
initially
in
order
to
you
know
best
situate
themselves
to
be
responsive
to
the
demands
of
the
decrees
and
kind
of
what
some
of
the
outcomes
were,
both
in
those
initial
years
as
well
as
kind
of
where
they
find
themselves.
Q
As
of
today
highlight
any
Trends
and
patterns
that
we
can
observe
from
this.
That
can
either
be
applied
to
the
city
or
just
something
to
kind
of
you
know,
I
think
file
away
for
things
that
might
arise
as
we,
you
know,
continue
further
down
this
Avenue
how
the
locations
were
selected.
These
three
three
cities
were
selected
for
a
variety
of
reasons,
and
they
each
provide
very
unique
opportunities
for
case
studies.
Geographically,
we
have
you
know,
east,
west
and
south,
but
also
I,
think
these
three
cities
continuously
come
up.
Q
When
people
look
at,
you
know
the
impact
that
consent
decrees
have
had
how
people
respond
to
them
and
how
successful
certain
locations
have
been
with
meeting
the
demands
of
those
degrees,
foreign
and
then
for
each
City.
Q
Like
data,
would
get
was
gathered
in
the
following
areas:
the
dates
and
findings
of
each
consent,
decree
review
of
the
city
budget
for
the
year
immediately
following
the
implementation
of
the
consent
decree
which
I'll
refer
to
as
year,
one
and
the
most
recent
available
budget
information
on
the
independent
monitors,
including
their
expense
data
and
from
the
initial
periods
of
operation
and
the
reporting
from
the
Independent
monitors
and
City
entities
on
consent,
decree,
progress
or
assessment
findings.
Q
All
right
and
then
on
to
the
the
first
part
of
the
directive
from
Council,
was
to
supplement
the
city
administration's
analysis
and
provide
kind
of
a
range
of
operating
and
fiscal
impacts.
To
expect
as
a
result
of
the
consent.
Error
that
sorry,
the
settlement
agreement
with
mdhr.
Q
Q
1474
a
thousand
thirteen
dollars
was
set
aside,
or
was
the
amount
that
was
allocated
to
the
monitor
that
for
their
first
year
of
operation
that
did
increase
in
the
subsequent
Year
to
one
million
830
thousand
dollars.
Similarly,
New
Orleans
for
their
first
year
had
set
aside
two
million
dollars
for
the
consent.
Q
Decree
monitor
that
did
increase
very
slightly
I
mean
by
comparison
to
the
subsequent
year
to
two
million
one,
a
hundred
and
twenty
five
thousand,
and
for
the
Seattle
consent
decree
monitor
for
2015
total
expenditures
were
1
million,
157
000
that
did
increase
slightly
again
in
2016
and
then
in
in
2017.
Q
It
was
I
think
on
track
to
be
slightly
lower,
but
the
measurement
only
went
through
on
November
of
that
year,
taking
their
2012
to
2017
data
I
think
they
averaged
one
million
one
hundred
thousand
dollars
for
a
12-month
period
in
that
time.
So
again,
they
kind
of
run
the
gamut
here
between
1
million
and
2
million
two
million
dollars.
As
far
as
what
was
set
aside.
Q
Taking
a
closer
look
Baltimore
and
their
year,
one
budget,
they
did
call
out
5.5
million
dollars
in
the
operating
budget
and
6.5
million
dollars
in
their
capital
budget.
Some
of
the
items
that
they
highlighted.
1.5
million
dollars
for
a
monitoring
team,
one,
almost
two
million
dollars
for
the
doj
compliance
division,
which
again
like
I,
should
point
out.
That's
independent
from
the
monitor
that
was
a
division
that
was
created
within
the
city
of
Baltimore,
I,
believe
within
Baltimore
PD
itself.
Q
Q
There
was
a
maintenance
of
a
database
that
tracks
all
trainings
of
participation,
1.7
million
for
anticipated
overtime
from
training,
backfill,
a
quarter
of
a
million
dollars
for
a
technology
plan
and
a
consultant
to
map
out
anticipated
needs
just
over
five
million
dollars
for
a
data
storage,
Warehouse,
2
million
for
mobile
data
computers
and
Patrol
vehicles
and
180
000
for
establishing
a
training
tracking
system.
Q
Something
I'm
probably
going
to
get
into
here
a
little
bit
later
in
this.
But
I
will
call
it
out
now,
as
you
can
tell
I
mean
this
was
certainly
an
ambitious
approach,
but
one
of
the
things
that
might
that
kind
of
stood
out
and
it
like
in
subsequent
reports,
I
mean
it
definitely
I
think
kind
of
came
to
fruition.
Q
Is
you
know
in
trying
to
I
think
one
of
the
things
that
cost
you
know
to
I
think
be
cautious
about,
and
yes,
somewhat
pragmatic
is
that,
while
this,
you
know,
looks
great
and
they're
committing
a
lot
to
it?
A
number
of
these
items
can't
necessarily
be
done.
At
the
same
time,
if
you're
going
to
build
out
your
Training
Division,
it's
probably
important
that
you
have
the
database
to
track
all
the
training
you
know
before.
Q
You
know
before
you
do
that
if
you're
going
to
bring
in
training
instructors,
but
you
don't
have
a
curriculum,
yet
you
know
that
can
be
a
problem.
I
think.
The
other
thing
that
this
does
highlight
is
that
where
the
city
is
sitting,
the
City
of
Minneapolis
is
currently
at
in
comparison
to
some
of
these.
You
know
there
are
some
advantages
as
far
as
just
you
know.
Q
The
fiscal
cost
of
this
in
that
you'll
see
the
5.3
million
dollars
for
a
data
storage
Warehouse,
which
I
don't
think,
is
something
that
you
know
the
city
has
a
need
for,
and
the
two
million
dollars
for
mobile
data,
computers
and
Patrol
Vehicles
is
something
that
also
the
city
is
I.
Believe
already,
you
know
already
accomplished
and
that'll.
That's
definitely
a
recurring
theme
across
some
of
these.
L
Thank
you,
madam
chair
I'm,
wondering
if
you
notice
any
patterns
in
terms
of
the
structure
of
some
of
the
compliance
divisions
so,
for
instance,
we're
kind
of
in
the
emerging
stages
of
a
special
division
within
MPD.
We
have
a
special
division
within
our
attorney's
office,
there's
going
to
be
the
independent
Monitor
and
then
there's
going
to
be
the
independent
evaluator
and
so
I'm.
Just
trying
to
think
of
all
those
functional
roles.
Q
You
know
one
of
the
consistent
things
I
think
across
a
number
of
them
was
that
the
ever
version
of
this
compliance
group
we
saw
built
out
within
the
police
department
itself
was
generally
focused
around
some
of
the
items
that
you
know
are
I
think
pretty
uniformly
called
out
across
all
of
these
cities,
and
that
would
be
I
think
things
relating
to
what
I
would
classify
as
a
kind
of
accountability
systems,
trainings
misconduct,
investigations
I
know
both
in
Baltimore
and
New
Orleans.
Q
That
was
something
that
was
a
focus
in
terms
of
moving
those
under
that
you
know
like
single
umbrellas,
so
that
I
think
they
could
be
monitored
ideally
more
effectively.
In
some
cases,
I
think
it
was
successful
in
some
cases,
I
don't
know
what
it
was,
but
yeah.
So
I
think
that
was
one
of
the
consistent
things.
Q
I
mean
I,
know,
there's
another
one:
I
will
I'll
get
to
it
in
a
future
slide,
but
it
was
noted
that
again
it's
like
that's
the
siloing
I
think
it
was
kind
of
the
unintended
effect
with
some
of
them
where,
if
it
was
solely
within
the
police
department
itself,
it
was
either
Baltimore
or
New
Orleans.
You
know
like
they
did
note
that,
with
regard
to
the
best
investigations,
there
was
a
lack
of
coordination
with
the
city
attorney's
office,
which
led
to
subsequent
problems
in
terms
of
the
quality
and
procedures
that
were
followed.
Q
So
I
think
that
you
know
well,
it
definitely
was
consistent
that
they
try
to
you
know
like
centralize.
Some
of
these
like
functions
in
order
to
be
responsive,
I.
Think
there's
also
that
fear
that
you
know
items
not
under
that
same
umbrella.
You
know,
there's
still
a
continuing,
continuous
flow
of
communication
and
cooperation.
That's
just
inevitably
necessary.
E
Thank
you,
madam
president,
just
immediately
right
off
the
job,
we're
gonna
talk
about
the
independent
evaluator,
which
I
think
right
now
in
our
legal
settlement
and
a
City
attorney
Nelson.
Please
correct
me
if
I'm
wrong,
I
think
we've
locked
that
in
at
1.5
million
dollars,
I
see
that
there's
adjustments
in
these
costs
for
that
or
in
the
prior
slide
around
that.
Are
we
anticipating
something
similar
as
well
with
the
independent,
evaluator
and
and
kind
of
what
contributes
to
that?
E
Is
that
usually,
like
well
I,
know
they're
funding
their
entire
team
around
this
I
I?
Maybe
is
cost
of
living
adjustments,
but
I
do
recall
in
our
own
legal
settlement.
We
did
have
something
negotiated
around
that
IE
and
seeing
if
there
likely
will
be
increases
to
in
light
of
the
data
we're
seeing
presented
right
now,.
R
C
S
Afternoon
Miss
later
welcome.
Thank
you.
Council
president
council
member.
The
language
in
the
settlement
agreement
says
that
there's
a
1.5
million
dollar
cap,
the
independent
evaluator,
will
have
to
fill
its
time.
S
You
know
on
a
regular
basis,
and
so
they
should
budget
and
spend
money,
so
they
don't
exceed
that
cap
and
there
that
would
be
for
the
length
of
the
agreement
and
I
think
the
the
entities
that
will
respond
will
be
experienced
in
knowing
how
the
costs
involved
will
fluctuate
over
time
depending
and
be
able
to
plan
for
that.
In
the
light
of
the
cap
in
the
settlement
agreement
and
many
doj
consensus
likewise
have
a
budget
cap,
it
doesn't
mean
that
the
independent
evaluator
monitor
would.
E
Just
clarification,
I'm
looking
at
it
I
believe
it's
B
398
in
the
legal
sentiment,
so
the
city
will
absorb
the
cost
of
the
independent
evaluator.
Is
that
separate
from
that
cap?
Your
mission
from
reading
it
of
saying
their
budget
shall
not
exceed
1.5
million,
or
will
the
cost
of
that
I.E
be
billed
to
that
budget
or
are
those
two
separate
items.
S
Council
president
council
member,
if
I
understand
the
question
correctly
and
please
correct
me,
if
I,
don't
the
the
city
will
be
responsible
for
paying
the
independent
evaluator
for
up
to
1.5
million
dollars
per
year,
got.
Q
Q
You
know,
reduction
in
cost,
additionally,
with
some
of
the
cities
and
I
believe
it
was
Seattle
and
potentially
Baltimore
where
there
was
a
it,
was
able
to
find
a
very
detailed
accounting
for
all
of
the
hours
that
were
billable
and
then
there's
other
cities
that
I've
looked
at.
Where
again
the
amount
allocated
is
fairly
nebulous,
so
I
think
it's
it's
certainly
good.
Q
When
we're
you
know
spending
public
funds
that
we
know
what
we're
paying
for
so
I'm,
like
I'm,
just
I,
think
so
that
was
something
that
was
addressed
by
City
attorney.
Q
All
right
moving
into
New
Orleans
and
a
year
one
budget
there
was
seven
million
dollars.
I
was
allocated
to
the
consent
decree
some
of
the
highlights
that
they
called
out
again
funding
on
that
Federal
monitor,
putting
cameras
in
police
cars,
new
training
and
policy
manuals,
office
of
police,
secondary
employment
to
oversee
the
paid
detail
system,
and
then
they
have
a
program.
That's
called
Nola
for
life,
which
was
a
murder
reduction
strategy
that
had
a
number
of
new
initiatives
around
Public
Safety
in
the
city.
Q
With
this
one
as
well
I
mean
I,
think
something
I
actually
meant
to
note
in
the
previous
one
that
I
can
just
do
now
for
I
believe
here
there
were
I
believe
with
Baltimore.
There
were
300
and
some
I
think
320
various
items
that
were
noted
in
year,
one
that
they
that
intended
to
be
addressed
within
a
12
to
18
month
period.
Q
When
we
go
into
New
Orleans,
it
was
again
I
believe
they
listed
42
that
were
identified
as
high
priority,
just
kind
of
highlighting
the
different
approaches
that
people
take
again
like
with
Baltimore's.
It
was
a
very
ambitious
attempt
to
you
know,
get
out
of
the
gate.
However,
it's
very
hard
to
track.
320
things
you
know
across
any
Enterprise,
so
sometimes
kind
of
identifying
the
ones
that
are
I,
don't
want
to
say
low-hanging
fruit,
but
you
know
where
there's
you
know
like
maybe
a
little
bit
more
broad
where
there's
you
know
can
be
subcategories
under
them.
Q
But
that's
something
to
you
know:
I
think
that
the
city
is
going
to
have
to
determine
as
it
you
know,
explores
how
it's
going
to
track
its
priorities
and
how
it's
going
to
set.
You
know
the
individual
goals
moving
into
Seattle.
Q
This
was
one
again
they're
what
they
did
not
call
out
any
specific
amount
for
their
consent
decree
in
the
year
one
budget,
but
they
did
highlight
some
of
the
items
again
same
thing:
we've
seen
in
some
other
cities,
new
policies
and
procedures,
adequate
stats,
Sergeant,
Staffing
and
use
of
force,
reporting
requirements,
revising
training
and
bias,
free
policing
and
stops
and
detentions.
Q
So,
essentially,
discretionary
activity
on
the
part
of
the
police,
continued
Crisis,
Intervention
training,
early
intervention
system,
threshold
levels
now
needed
to
be
adjusted
and
that
system
actually
needed
to
get
built
out
and
then
appointment
of
a
third
party
monitor
to
oversee
compliance
in
the
city,
so
yeah.
So
with
the
three
of
them
I
mean
it's
we're
seeing
very
similar
things
as
far
as
what
they're
looking
at
I
think
a
lot
of
it
focuses
on.
Q
You
know
the
accountability,
the
train.
You
know
that's
kind
of
that
that
front
end
and
back
end
policies
that
have
to
be
there
before
you
start
bringing
in
more
resources
to
some
of
these
systems.
So
with
that
I'll
transition
into
item
number
two,
which
was
identifying
and
Reporting
back
potential
policy
issues
that
the
council
can
consider.
Q
Q
All
of
these
are
you
know
at
any
point
in
any
of
these
reports
and
all
the
information
that's
out
there.
Everything
is
coming
back
to
these.
You
know
whether
you
you
have
to
have
the
policies
and
procedures
you
know
that
are
in
place.
You
have
to
be
able
to
train
on
the
policy
and
procedures
you
have
to
have
the
reporting
to
report
back
on
if
the
procedures
and
trainings
are
being
adhered
to
and
if
they're
not
you
have
to
have
the
accountability
of
investigating
and
actually
you
know
like
issuing.
Q
Q
I
mean
it's
really
a
very,
very
broad
array,
that's
something
that
generally
we
saw
over
the
first
I
would
say
two
to
four
years
for
them
to
get
through.
All
of
those
some
of
them
can
be
very
comprehensive
and
take
a
fairly
significant
amount
of
time.
Q
Also,
with
you
know,
with
this,
it's
I
mean
it
yeah
again,
it's
there's
trying
to
think
of
a
way
to
highlight
this.
It
makes
sense,
but
I'll
just
throw
it
out
there
and
you
can
decide
you
know
when
they're
looking
into
some
of
these,
you
know,
like
various
areas
of
you
know,
Police
Department,
like
I,
think
there's
a
number
of
things
that
can
happen
where
you
know
we're
like
quick
to
rush
to
judgment
or
decide
that
something
got
better
or
worse.
Q
A
really
good
example,
I
believe
it
or
actually
I
know
it
was
New
Orleans
in
2015
they
had
done.
They
had
done
an
investigation
into
its
use
of
force
reporting.
It
had
been
fairly
consistent
in
2013
2014,
all
of
a
sudden
in
2015
it
spikes
and
everybody.
You
know
immediately
jumped
like
what
changed
what
happened?
You
know,
what
aren't
we
training?
Why
is
this?
You
know?
Why
are
we
seeing
this
Spike?
That's
not
in
line
with
everything
else.
Q
As
you
know,
as
you
go
a
little
forward
in
reports,
you
know
they
start
to
uncover
that
what
actually
happened
was
they
changed.
Their
use
of
force,
reporting
to
capture
use
of
force,
so
2015
wasn't
High
2015
was
representative
of
what
was
probably
happening
in
the
previous
years
and
so
I
think
that
you
know
as
we're
going
through
this.
It
is
really
important
to
identify
you
know
the
causality
of
things
and
instead
of
you
know,
jumping
out
to
address
a
problem
before
we
might
know
what
the
root
of
the
problem
actually
is.
Q
As
far
as
what
some
of
these
locations
were
doing
in
terms
of
you
know,
new
approaches
to
the
policy
issues,
we
did
see
the
adoption
of
dynamic
training
and
adult
learning
techniques
as
opposed
to
kind
of
getting
away
from
just
simply
sitting
people
down
like
I'm
doing
right
now,
and
you
know,
and
talking
at
them
for
a
period
of
time
and
hoping
that
they
retain
everything
that
you
know
that
you're
saying
it
this
involved.
A
lot
of
you
know
interactive,
and
you
know,
participatory.
Q
You
know,
opportunities
for
staff,
I
think
there's
a
lot
of
evidence
that
indicates
that
that
does
tend
to
work
better
and
engage
with.
You
know
the
individuals
you're
trying
to
connect
with
the
opportunities
for
supplemental
instruction.
This
is
one
we're
just
providing
again
opportunities
for
officers
to
seek
out
additional
trainings,
as
opposed
to
waiting
around
until
something's
offered
to
them,
and
then
continuous
review
and
evolution
of
training
programs.
This
can
be
anything
from
you
know
the
senior
officials
of
the
police
department
doing
you
know
a
review
quarterly.
You
know
yearly.
Q
There
are
some
locations
that
do
a
training
review
board,
that'll
kind
of
essentially
continuously
reviewing
all
the
materials
and
the
corresponding
outcomes.
What's
working?
What's
not,
you
know
what
are
what's
being
done
in
other
jurisdictions,
and
you
know
that
we
might
be
able
to
adopt
here.
Q
The
Early
Intervention
system
was
a
common
one
across
the
board.
Early
intervention
systems
go
all
the
way
back
to
I,
believe
90s
and
I.
Think
of
a
Miami,
Police,
Department
and
I
know.
Q
Pittsburgh
was
one
of
the
early
adopters,
but
you
know
they've
definitely
been
built
up
now,
leveraging
technology
they're
very
reliant
on
a
lot
of
the
other
systems
that
capture
data,
but
the
idea
with
them
is
that
it
provides
you
know,
a
kind
of
a
flag
and
an
opportunity
for
a
department
to
intervene
if
they
believe
that
you
know
they're
like
potential,
you
know
like
problems
with
an
officer
or
they're.
Q
You
know
like
they're,
something
where
and
again
I'm
trying
to
frame
this
up,
because
I
think
people
always
view
this
as
a
disciplinary
tool,
and
it's
like
that
may
be
a
component
of
it,
but
it
also
has
a
lot
more
Nuance
to
it
where
it's
for
the
officer's
own
sake.
You
know
you've
identified
a
number
of
like
enough
triggers
that
could
you
know,
occur
where
you
want
this
individual
to
be.
Q
C
And
tracking
excuse
me:
Mr
Hawkins,
there's
a
question
from
council
member
wansley.
E
Thank
you,
madam
president.
I
don't
know
if
Hawkins
you
have
an
answer
to
this,
but
I
know
this
came
up
during
our
briefing
on
the
legal
settlement.
In
terms
of
I
know,
we
received
about
half
a
million
dollars
from
The
Polar
Foundation
about
two
years
ago
towards
their
early
intervention
system.
Do
we
have
a
sense
or
a
status
report
on
what
happened
to
that
Grant?
If
it's
been
utilized
sources,
are
those
dollars
still
available
that
way?
We
also
know
we
have
additional
dollars
to
tap
into
instead
of
the
existing
operational.
Q
Council
president
Jenkins
councilmember
wanzia,
thank
you
with
that.
One
I
mean
again
for
any
of
the
you
know
the
in
the
detailed
explanation
I
would
refer
to
MPD.
However,
I
do
know
just
from
like
the
public
site,
I
believe
the
RFP
is
out
for
an
early
intervention
system
right
now,
I,
don't
remember
if
it's
closed
or
not,
but
so
that
is
something
that's
out
and
I
do
know
from
conversation
with
MPD
that
that
is
a
unit
that's
being
built
out
and
developed.
Q
I
mean
it's
something
you
know
I
know
for
Baltimore
you
saw
when
I
went
through
their
budget.
You
know
they
were
allocating
money
to
this
I,
don't
even
know
that
I
don't
believe
they're
even
at
their
RFP
yet
and
they're
five
I
think,
like
five
years
in
so
I
mean
we're,
definitely
ahead
of
where
some
of
them
have
been
I
understand
that
it
can
certainly
be
a
low
bar
sometimes,
but
but
it
is,
it
is
progress
that
I,
don't
think
I've
I'm,
not
aware
of
before
yeah.
C
Q
Yup,
council
president
Jenkins,
thank
you.
So
there
are
again
there's
a
number
of
different
systems
that
they
still
are
it's
well,
it's
been
around
for
a
while,
it
still
is
kind
of
developing
Seattle
I
think
is
I.
Think
people
are
kind
of
looking
to
see
where
it
goes
and
might
end
up
being
kind
of
one
of
the
standards
that's
used
just
based
on
their
access
to
a
lot
of
technology
firms
in
their
area.
One
of
the
things
that
they
did.
Q
They
had
kind
of
a
rough
system
that
was
in
place
that
did
have
some
structural
deficiencies.
They
went
back
and
basically
built
it
from
the
ground
up,
which
is
something
that
I,
don't
think
any
other
jurisdiction
has
done.
There's
a
number
of
offenders
that
provide
kind
of
you
know
ready-made
systems,
but
obviously
being
able
to
custom
build.
One
to
you
know
your
own
specs
is
always
probably
kind
of
be
the
best
route.
Q
I
know
they're,
like
you
know,
another
piece
of
it.
That
is
the
employee.
It's
an
EAP.
It
can
have
a
variety
of
different
acronyms,
but
like
the
employee
assistance
programs
that
are
related
to
that,
that's
one
where
I
believed
I
thought
I
had
some
might
be
on.
One
of
my
other
notes,
but
I
know
that
the
the
uptake
of
a
lot
of
those
programs
is
increasing
across
the
board
in
departments
for
a
variety
of
reasons.
Q
One
of
them
that
I
did
see
was
just
you
know,
as
you're
transitioning
between
kind
of
you
know,
like
generational
differences
in
police
departments
and
they're
bringing
in
you
know
a
younger
I,
think
a
younger
demographic
and
that's
a
lot
more
I.
Think
familiar
with
these
types
of
you
know,
support
programs
and
I
think
they
view
them
slightly
differently
than
they
might
have
been
viewed
previously.
Q
So
I
think
the
uptake
went
from
I
think
in
Baltimore
or
Seattle
it
went
from
it
was
40
or
something
one
year
to
like
over
a
thousand
contacts
that
they
had
were
individuals
that
actually
proactively
reached
out
for
help
in
a
number
of
various
areas
from
whether
they
wanted.
You
know
like
advice
like
it's
a
kind
of
counseling
or
whatever
it
was
from
officer.
You
know
from
ois
officer
involved,
shooting
from
civil
unrest
from
you
know
how,
like
health
issues
from
family
issues,
marital
issues,
I
mean
certainly
runs
across.
Q
You
know
like
across
the
entire
Spectrum,
but
these
I
think
the
view
of
these
systems
is
definitely
changing
and
I.
Think
probably
rightfully
so
you
know
away
from
that.
This
is
solely
meant
to
be
a
punitive
system
where
we're
going
to
raise
a
flag
on
somebody,
because
we
think
that
they're
going
to
be
a
problem
and
kind
of
incorporating
that
other
component
to
it,
which
is
that,
if
you
know,
if
you
have
the
ability
to
identify
some
of
these
traits
and
Trends,
you
know
you
know
you
can
prevent
that.
Q
You
know
like
you,
can
stop
short
of
putting
this
off,
putting
an
individual
out
in
the
field.
You
know
they
were
they
would
you
know
any
of
those
issues
could
potentially
arise.
Q
Q
Again,
this
is
a
final
one
for
policy
issues,
and
this
is
just
looking
at
some
of
the
structural
barriers
to
compliance
and
the
operational
barriers
to
compliance.
The
structural
ones
again,
I
know
I'm
going
to
sound
like
a
broken
record
on
this,
but
it's
it
reflects.
You
know
it
reflects
every
single
report.
Q
I
looked
at
training
and
supervision,
misconduct,
investigations
and
the
early
intervention
system
are
are
three
of
the
things
that
almost
across
the
board
are
you
know
either
what
delayed
compliance
or
what
are
still
out
of
compliance
in
the
cities
that
I
looked
at
I
mean
in
Baltimore.
You
had
technology
issues
created,
increased
work,
bad
data
and
delayed
progress.
I
know
when
the
doj
went
in
it's
I
think
they
were
still
very,
if
not
exclusively,
on
a
paper
system
in
2013
or
14..
Q
So
just
you
know
simply
the
lift
to
getting
all
of
that
stuff
put
into
you
know
like
electronic
format
so
that
they
could
start
to
Monitor
and
track
things.
It
was
an
absolutely
massive
lift
and
that's
also
one
of
the
reasons
why
I
said
as
of
December
2022.
Their
early
intervention
system
is
still
in
its
policy
drafting
phase,
which
is
one
of
the
earliest
phases
that
exists
I
mean
and
how
they're
tracking
doj
compliance.
Q
You
know
with
the
misconduct
investigation
same
thing,
you
know
same
thing
there.
It's
a
you
know
you
see
like
the
whole
idea
behind
it
is
that
you
know
you're
training.
You
know
you
have
the
policies
in
place,
you're
training
on
the
policies.
If
people
can't
adhere
to
them,
you
know
you're
able
to
conduct
their
own
investigation
in
order
to
ensure
that
that
employee
is
either
you
know
disciplined
or
you
know,
some
kind
of
action
can
be
taken
if
they're
found
to
be
in
violation.
Q
You
know
there
were
fundamental
flaws
in
the
way
that
investigations
are
being
done
in
a
lot
of
these
locations
as
far
as
the
material
that
was
being
reviewed
and
the
procedures
that
were
being
followed,
you
know
with
everything
whether
it's
training
on
the
you
know
the
PD
side
or
it's.
You
know
it's
training
on
the
investigation
side,
it's
incredibly
important
that
people
are
consistent.
Otherwise,
it
makes
it
incredibly
challenging
to
measure,
and
you
know
and
ensure
that
and
effectively
kind
of
figure
out.
Q
You
know
if
what
we're
doing
is
leading
Us
in
the
direction
we
want
to
go
and
the
same
with
the
early
intervention
system,
even
in
cities
that
have
implemented
the
systems
are
only
as
good
as
the
data
going
into
them.
If
you
have
a
tracking
system-
and
you
have
you
know-
use
of
force
data-
that's
going
into
it-
that
you
know
has
a
number
of
you
know,
flaws
and
gaps.
It's
the
system
itself
is
no
longer
that
valuable,
and
so,
while
I
might
look
nice,
it's
not.
You
know
it's
essentially
window
dressing.
Q
So
that's
why,
with
so
much
of
this
upfront
investment
that
you
know
that
cities
are
doing
whether
they'd
hit
it
or
not,
they
all
ended
up
in
the
same
place,
and
that
was
realizing
that
these
underlying
systems
all
have
to
be
functioning
and
all
have
to
be
working
together.
In
order
for
any
of
this
to
be
effective,
and
then
when
you
get
into
the
operational
barriers,
I
mean
that's
where
it
I
think
stops
and
searches,
kind
of
the
things
that
would
fall
under
the
category
of
discretionary
policing.
Q
You
know
they'd
continue
to
stand
out
as
one
of
the
you
know
the
issues
that
remained
until
later
on
in
the
process
for
most
of
these
places,
if
it's,
if
not
still
there
and
I,
think
in
all
of
the
reports,
it
came
back
to
the
fact
that
the
training
or
the
accountability
wasn't
there
again.
Discretionary
policing
is
just
that
discretionary,
but
you
know
without
the
ability
to
monitor,
what's
happening
during
those
activities.
It's
it's
incredibly
challenging
to
curtail
any.
You
know
any
issues
that
they
end
up.
Finding
with.
Q
You
know
the
bias
free
policing
stops
and
searches
Etc,
and
then
the
issues
with
documents
or
reports
same
thing.
It's
like
that's
one
where
you
know
the
training
that's
required.
You
know
like
for
that
wasn't
in
place
also
just
the
reporting
systems
themselves.
We
talk
about
ease
of
access,
I
mean
you
know
like
the
easier
it
is
for
an
officer
to
enter
information
into
a
system.
That's
tracked,
the
more
likely
they
are
to
do
it.
The
less
time
it
takes.
The
more
hours
can
be
reallocated
elsewhere.
Q
That
was
one
of
the
biggest
I
think
lifts
for
a
lot
of
these
locations,
especially
Baltimore,
since
they
were
on
that
paper
only
system,
the
amount
of
time
that
officers
were
required
to
spend
report.
Writing
was
extremely
high.
It
was
extremely
laborious.
Since
it
was
you
know,
everything
was
paper
only
in
a
number
of
cases.
Q
You
know
the
report
was
written,
it
went
somewhere
and
that
was
kind
of
the
last
that
you
know
it
was
ever
heard
of
so
again
by
having
a
consistent
manner
that
officers
are
trained
to
use
a
system
and
to
you
know,
to
do
all
this
reporting.
It
allows
you
to
look
across
the
entire
department
and
establish
where
there's
any
gaps
or
flaws
in,
what's
being
provided.
Q
All
right
on
to
the
next
one
structure
and
Staffing:
this
is
a
third
piece
where
it's
provided
comparison
of
the
MPD
organizational
structure
and
current
Staffing
levels.
So
for
this
I
know
that
MPD
has
their
budget
like
I,
think
presentation
coming
up
but
or
all
that
stuff
will
be
presented
on
the
15th.
So
I
think
this
is
probably
one
of
the
ones
that
we
highlighted.
Q
That's
going
to
be,
you
know
a
subsequent
discussion
once
we
see
what
some
of
the
changes
are,
but
for
the
purposes
of
this
presentation,
I
did
want
to
highlight
some
of
the
trends
that
we
noticed
across
the
different
localities.
Q
The
first
one
is
that
you
know
well,
the
three
cities
we
looked
at
I
mean
I
know
they
do
vary
a
little
bit
in
population,
and
you
know
in
terms
of
like
Staffing.
It
wasn't
like
a
massive.
You
know
like
disparities,
but
the
structures
vary
wildly
depending
on
where
you're
looking
at
I
mean
for
a
number
of
reasons.
The
people
you're
serving
the
function
of
the
department
and
so
I.
Think
that's
something
to
note
that
you
know
when
we
look
at
these.
Q
It's
never
going
to
be
as
simple
as
an
Apples
to
Apples
comparison
where
it's
like.
Well,
they
have
the
same
amount
of
people.
We
should
have.
You
know
X,
Y
and
Z
I
think
it's
it's.
Everything
should
be
tailored
to
the
community
that
they're
serving
you
know
and
also
there's
a
number
I
came
across.
A
number
of
you
know
other
a
number
of
Articles
around
how
we
look
at
Staffing
of
law
enforcement
for
the
longest
time.
Q
As
far
as
for
patrol
Staffing,
it
was
a
rule
of
60
which
is
at
60
of
a
force
should
be
focused
on
external
patrolling
activities.
I
think
that
eij
had
looked
at
the
averages
across
municipalities
and
it
was
something
around
like
68
but
I
think
that's
something
where
people
are.
You
know
exploring
where
you
know.
There's
advances
in
technology,
there's
other
opportunities
to
supplement
like
some
activities
in
the
absence
of
actual
people.
Q
I
think
the
other
piece
is
that
sorry,
my
train
of
thought
just
left
the
tracks,
but
well
anyway,
but
yeah
for
total
budget
at
FTE.
This
was
one
that
I
did
find
interesting.
It
remained
fairly
consistent
from
year,
one
to
now
across
all
the
Departments.
So
even
though
we
have
a
span
of
almost
10
years,
I
think
in
New
Orleans,
and
you
know
I
think
and
Seattle
on
half
I
mean
probably
half
the
time
in
Baltimore.
It
didn't
fluctuate.
Q
You
know
wildly,
we
didn't
see
a
dramatic
decrease,
we
didn't
see
a
dramatic
increase,
but
what
we
did
see
is
that
I
think
these
as
they
implemented
some
of
these
systems.
The
allocation
of
officers
kind
of
as
I,
was
previously
alluding
to
did
start
to
get
Revisited
in
terms
of
you
know
where
they
wanted
their
people
deployed
in
order
to
be
more
most
effective.
The
implementation
teams
I
had
mentioned
previously
those
were
consistent
change
that
was
adopted
across
the
board
and
then
the
technology
and
Reporting
System
improvements
again.
Q
That
also
allows
for
the
redeployment
of
FTE.
If
you're,
you
know,
I
mean-
and
this
is
you
know
back
to
the
you
know,
like
the
consistency
and
the
transparency
side,
I
mean
the
more
I
think
that
those
systems
are
easy
to
use
and
transparent.
You
know
the
fewer
people
you
need
to
be.
You
know
Gathering
and
auditing.
All
of
the
you
know
the
various
reports
you
know
which
allows
you
to
take
those
FTE
and
put
them.
You
know
where
they
can
be
better
utilized.
Q
Or
onto
our
final
one,
this
is
oversight
and
monitoring,
present
methods
to
the
position,
the
city
council,
to
perform
meaningful
oversight
of
the
city's
compliance,
so
I
think
with
this
one.
What
I'll
highlight
is
that
you
know
these
settlement
settlement
agreement
or
consent
decrees
results
in
a
significantly
higher
volume
of
available
data
and
transparency
across
anywhere
that
you
look.
I
I
actually
do
think
that
the
city
right
now
has
done
a
fairly
good
job
in
terms
of
just
some
of
the
dashboards
that
exist.
Q
I
think
that
this
will
increase
that
substantively
for
the
better
there's
quarterly
reporting
that
allows
for
identifications
and
review
of
problematic
areas
that
may
delay
compliance
again
across
cities.
This
can
be
done
differently,
but
there
are.
There
are
generally
quarterly
reports
that
were
given
by
each
of
the
monitors
in
each
location
when
it
was
reviewed
and
all
of
them
I
mean
they'll.
Do
it
in
different
capacities.
But
you
know
in
terms
of
how
they
track
things
that
can
be
a
pie
chart.
Q
It
can
be
a
bar
graph,
but
you
know
it
gives
you
a
very
easy
opportunity
to
look
at
all
of
the
different
items
that
are
being
required
by
the
decree
where
the
city's
lagging
behind,
where
they're,
maybe
ahead,
of
where
they
should
be.
You
know
like
where
we're
on
Pace,
in
order
to
call
those
out
to
kind
of
figure
out
what
you
know.
Q
What
aren't
we
doing
here
and
why
are
we
behind
in
some
of
these
areas,
so
I
think
that
that's
a
really
useful
tool
for
you
know
both
residents
and
the
council
to
kind
of
keep
tabs
on
how
we're
progressing
as
we
move
forward
with
this,
the
other
piece,
effective
oversight,
requires
a
layered
approach.
Him.
E
Oh
Madam,
president
I
can
hold
off
till
staff
member.
Q
It's
all
right,
I'm
almost
done
so
we'll
get
there
quick,
but
yeah.
Effective
oversight
requires
a
layered
approach.
So
with
this,
it's
yeah
I
think
it's
there's
so
many
there's
so
much
to
this,
and
it's
there's
so
much
data
and
it's
like
I
feel
like
looking
into
this
I
got
so
on
the
Weeds
on
some
of
these.
That
I
wish
I
hadn't.
Yet,
but
it's
you
know
it's
very
interesting.
Q
It's
very
relevant
to
us,
but
one
of
the
things
that
continues
to
be
called
out
is
just
how
important
it
is
to
have.
You
know
multiple
points
at
which
you
know
there's
an
opportunity
for
evaluation
and
accountability.
It's
you
know
and
whether
that's
you
know,
if
so
you
know
you
have
the
training
that's
being
performed.
You
know
which
is
okay.
It's
great.
You
rewrote
the
policy
manual.
You
know
now
you're
going
to
Train
everybody
on
it.
Q
But
if
there's
nobody,
you
know
like
checking
to
see
how
the
trainings
are
administered
across
different
precincts
or
different
groups.
Then
it
goes
right
back
to
the
very
beginning
of
it
and
it
defeats
the
purpose
you
know
of
the
trainings
themselves.
If
you
have
investigations
of
misconduct,
you
know
it's.
If
the
investigation
quality
you
know
is
problematic
or
the
training's,
not
there,
then
it
defeats
the
purpose
of
you
know
of
the
system.
Q
If
you
you
know,
and
just
yeah
again
like
time
and
time
again
with
this,
we
saw
I
saw
this,
be
an
issue
again,
there's
another
couple
of
examples:
Baltimore
being
a
good
one
where,
as
they
were
just
about
to
start
their
consent
decree,
there
was
Administration
change
in
DC
and
the
Attorney
General
at
the
time
essentially
rescinded.
A
lot
of
the
doj
support
of
enforcing
consent
decreases
Attorney
General
Sessions,
which
I
think
you
know
they
said
for
Baltimore
I,
think
they
put
a
30
or
60
day.
Q
It's
not
a
moratorium,
but
a
roundabout
way.
It
is
well
they
you
know
reviewed
it
to
decide
whether
or
not
it
was
going
to
be
necessary.
At
that
point,
the
city
of
Baltimore,
both
the
mayor
and
the
police
chief
and
a
number
of
other
City
officials
kind
of
stepped
forward
and
said
that
we've
done
the
work.
Q
We're
going
to
continue
moving
forward
with
this,
but
I
think
that
you
know
the
thing
that
was
learned
and
it
was
both
there
and
then
it
also
affected
New
Orleans
is
that,
in
the
absence
of
that
additional
support,
you
know
what
you
know:
what
facilities
or
resources
does
the
city
have
to
continue
moving
this
forward
and
I
think
that
did
vary
across
some
of
the
locations
in
Baltimore
they
had.
You
know
they
were
on
the
front
end
of
it,
so
they
were
able
to
start
moving.
I
mean
the
other.
F
Q
Peace,
sorry
I'll
get
to
that
I'm
trying
to
stay
in
order
with
New
Orleans
one
of
the
things
that
happened
when
they
lost.
You
know,
I
think
some
of
that
additional
support
from
doj
is
that
you
saw
kind
of
coming
out
of
that
Administration
to
the
next
one.
Q
When
the
doj
took
a
different
stance
on
consent,
decrees,
you
know
they
went
back
to
kind
of
figure
out
where
we're
at
let's
measure
this,
there
were
a
number
of
areas
that
had
regressed
because
I
think
the
city
there
was
again
a
lot
going
on.
There
was
a
lot
of
Reform
that
was
necessary,
but
without
that
additional
per
you
know,
kind
of
monitoring.
Q
Support
had
lost
sight
of
some
of
the
some
of
these
areas
that
had
fallen
out
of
compliance,
and
so
I
think
you
know
the
more
layers
that
a
city
has
to
I
think
identify
the
stuff
on
its
own,
and
it's
not
that
the
you
know
the
external
help
isn't
necessary
or
required
for
that
matter,
but
I
think
it.
It
does
ensure
that
you're
more
insulated
I
mean
I.
Think
we've
had
a
number
of
presentations
today.
Talking
about
you
know
catastrophic
events
or
unexpected
events
and
I
think
you
know
this
sort
of
plays.
Q
You
know
kind
of
right
under
you
know
that
same
theme
is
that
in
the
event
that
we
do
see,
some
change
in
you
know
the
way
that
this
is
monitored
or
the
support
that
we're
getting
from
other
entities.
Where
do
we
find
ourselves
I
mean?
Is
that
something
you
know
like?
Do
we
have
the
capacity
to
continue
moving
this
work
forward,
because
I
think
with
a
lot
of
this
and
one
of
the
themes
that
you
know
I'd
be
remiss
if
I
didn't
mention
it
was
also
in
all
of
these
reports.
Q
Is
you
know
the
community
trust
and
faith
that
you
know
this
is
gonna
we're
going
to
see
improvements
come
out
of
this.
You
know
it's
as
you
know,
as
it
starts
going
forward,
it
can
certainly
be
set
back.
Q
You
know
if,
if
there's,
if
there's
problems
in
any
of
these
areas,
I
think
again
not
to
pick
on
Baltimore,
but
you
know
right
on
the
front
end
of
implementing
this.
There
was
a
lot
of
enthusiasm,
but
one
of
the
things
that
came
out
I
think
was
couple
I
think
it
was
like
a
couple
months
before
they
were
supposed
to
sign.
Q
It
was
all
the
issues
that
they
had
with
the
gun,
Trace
task
force,
which
they
sort
of
stumbled
across
because
of
a
parallel
investigation
at
the
county
level,
which
I
think
again
set
back
all
of
these
Community
listening
sessions.
They
had
done
and
all
of
this
work
and
kind
of
put
them.
You
know
because
we're
talking
about
the
immense
costs
of
a
lot
of
this,
it's
important
that
you
know
we
do
everything
we
can
to
mitigate
opportunities
to
you
know
set.
Q
You
know,
set
back
any
progress
that
is
being
made
and
then
the
final
piece
and
as
I
did
pull
a
quote
from
the
New
Orleans
consent
decree
Auditor
in
their
2022
annual
report,
and
she
said,
as
we
have
said,
at
multiple
public
hearings
over
the
last
few
years,
an
important
element
of
New,
Orleans,
Police
Department's
ability
to
sustain
full
and
effective
compliance
is
its
own
audit
capability.
Q
I
included
that
not
to
speak
to
the
police
department
directly,
but
just
to
kind
of
reinforce
some
of
what
I'm
I'm
trying
to
touch
on
with
the
city,
and
just
noting
that
you
know
how
important
it
is
that
we
have
you
know
these
various
layers
that
are
all
there
to
hold.
You
know
each
other
accountable,
you
know
and
ensure
that
we
have
the
best
opportunity
for
Success
moving
forward
with
that
I
will
conclude
my
presentation
and
I'm
happy
to
answer.
Any
questions
at
Council
may
have.
C
Great,
so
we
have
comments
from
council,
member
wansley
and
Payne.
E
Thank
you,
madam
president,
just
wanted
to
thank
you
for
this
thorough
presentation.
Hawkins
it's
one
of
the
most
lingering
kind
of
concerns
I
have
that
you
raised
in
the
policy
suggestion
portion
is
around
the
enforcement
and
compliance
piece,
especially
around
Data
Tracking,
and
on
noting
the
inconsistencies
of
that
across
the
cities
and
I'm
concerned.
In
the
sense
of
just
with
the
most
recent
doj
press
release
of
their
findings.
They
literally
stated
that
our
own
Police
Stopped
in
putting
racial
demographics
for
traffic
stops
as
of
two
years
ago.
E
So
again,
even
now,
since
2020
prior
to
the
mdhr
settlement
agreement
prior
to
doj,
we're
already
seeing
those
very
unhelpful
practices
continue.
So
that
is
going
to
be
a
big
component
of
us
being
successful
in
mitigating
the
cost
of
this
is
actually
doing
our
due
diligence
to
be
in
compliance
with
the
substantial
list
of
Provisions
that
you
named
and
granted.
No
that's
not
going
to
happen
overnight,
but
it
does
help
when
we
do
that.
E
That
means
we
get
out
of
this
earlier
and
can
save
a
lot
of
taxpayers
millions
of
dollars
and
in
that
point
too,
I
do
want
to
highlight-
and
I've
talked
about
this
as
well,
because
a
big
component
of
this
presentation
is
around
Financial
estimates
or
the
fiscal
impact
of
this
or
relatively
you
know
the
cassette
decrees
fiscal
impacts.
I
mean
considering
we're
entering
two
of
them.
E
I
do
not
want
to
see
this
be
used
as
a
blank
check
for
our
Police
Department,
as
what
has
happened
when
a
lot
of
these
consent
decrees
just
some
of
the
figures
or
estimates
that
you
listed
and
if
we
ground
that,
in
the
current
terms
of
in
conditions
of
our
legal
settlement,
where
we
will
go
up
for
a
termination
evaluation
for
years
from
us
signing
the
legal
settlement
with
mdhr,
which
happened
in
June.
E
So
if
we
look
four
years
from
now,
if
we're
at
the
5
million
range
we're
talking
about
20
million
dollars,
if
we're
looking
at
7
million,
we're
talking
about
28
million
dollars
that
we
would
put
out
in
costs
if
we
stayed
within
those
range
ranges,
and
that
should
not
be
additional
cost
for
our
taxpayers.
E
As
we
heard
in
budget
earlier,
we
have
hundreds
of
positions.
That's
right!
Now,
our
ghost
positions,
that's
tens
of
millions
of
dollars
that
could
be
used
right
now
within
mpd's,
existing
budget
to
fund
and
should
be
used
to
fund
these
costs
that
they
created
for
themselves
and
for
the
public.
The
public
has
already
had
to
Bear
the
financial
cost
through
legal
settlements
and
workers.
E
Comps
claims
they've
beared
enough,
so
I'm
really
really
interested
in
seeing
this
body
move
forward
and
collaboration
and,
where
mayor
fries,
to
make
sure
that
any
budgetary
items
that
comes
to
this
consent
decree
is
routed
in
mpd's
existing
budget.
It
should
also
not
tap
into
existing
Revenue
right
now,
we're
anticipating
about
19
million
dollars
in
additional
revenue
for
Public
Safety
from
the
state
that
should
not
be
ate
up
from
just
the
consent
decree
cost
alone.
So
we
have
a
department
that
has
a
200
million
dollar
budget.
E
They
have
hundreds
of
millions
that
are
not
being
spent
because
these
positions
are
not
being
filled.
Let's
look
into
funding
this
costly
process
that
even
four
years
from
now
or
as
these
other
cities
have
shown
I
think
Seattle.
They
were
embarking
on
year,
12
of
their
consent
decree.
So
even
knowing
we
might
not
be
done
in
four
years,
so
I
really
want
to
make
sure
this
is
not
a
financial
burden
or
a
continued
financial
burden
for
already
financially
constrained.
E
Working
Class
People
in
our
city
and
having
these
estimates
really
gives
us
a
sober
picture
of
what
that
will
look
like
if
we
do.
L
I'm
trying
to
ground
myself
with
some
realistic
expectations
and
part
of
what
I'm
seeing
documented
here
is
that
it
appears
that
the
default
mode
of
a
doj
consent
decree
is
to
be
not
in
compliance
and
so
I
I'm,
trying
to
both
anticipate
that
that
is
going
to
be
the
likely
case
for
the
foreseeable
future
that
we
will
not
be
in
compliance.
Q
Because
I'm
ever
pain,
like
I,
will
defer
to
the
City
attorney
on
some
of
the
things
that
are
being
done
now
in
in
terms
of
you
know
what
the
goals
are
and
what
compliance
would
look
like
and
what
the
penalty
might
be
for
not
being
in
compliance
from
what
I've
seen
you
you're,
correct,
I.
Think
for
you
know,
I
had
mentioned
that
you
know
across
these
different
municipalities.
You
saw
a
number
of
you
know.
They
took
different
approaches
to
here's
the
you
know,
30
things
we're
going
to
do.
Q
Here's
the
400
things
we're
going
to
do.
I
think
you
know
to
a
T
I
think
by
the
end
of
the
year.
You
know
the
best
I
saw
were
maybe
a
few
were
in
compliance
than
the
rest
of
them
were.
The
rest
of
the
items
might
have
been
in
like
partial
compliance,
which
I
think
is
again
it's
fine.
The
idea
is
moving
the
needle
to
get
to
the
point
where
you're
sustaining
compliance
with
you
know
these
various
topics,
but
that
you
know
by
and
large
with
you
know,
with
all
of
these
and
I
know.
Q
We've
talked
about
the
Staffing
extensively
as
well,
and
you
know,
then,
the
challenges
that
I
think
that's
currently
facing
in
terms
of
what's
actually
viable
and
I
mean
I
know.
There
was
a
presentation
a
few
weeks
ago,
where
MPD
identified
and
I
can't
remember
the
number
I
know
it
was
under
100
in
terms
of
like
what
they
kind
of
expected
to
bring
on
board
it
in
and
of
it's,
you
know
it's
well,
there
might
be
implications.
You
know
what
the
impact
of
that
is.
Q
I
think
the
one
silver
lining
might
be
that
you
know
if
you're
going
to
be
bringing
people
in
you
want
to
ensure
that
you're
bringing
people
in
to
you
know
a
system
that's
been
reformed
and
so
by
you
know.
Having
that
you
know
and
I
know
that
it's
there's
a
number
of
like
policy
changes
that
have
already
been
completed,
but
I
think
it's
getting
that
work
done,
establishing
those
trainings
around
those
policies.
Q
You
know
in
advance
of
bringing
in
a
whole,
you
know
new
group
of
people
and
then
ensuring
that
you
have
the
other
systems
on
the
back
end.
As
far
as
you
know
how
you'll
track
the
data,
how
you'll
monitor
everything
and
so
I
think
that
you
know
it's
for
you
know
the
focus
on
some
of
that.
You
know
some
of
those
pieces
wasn't
necessarily
there
with
some
of
the
cities
and
I
think
you
know
there
was.
Q
You
know,
a
theme
across
and
even
beyond
the
three
that
we
looked
at
where
you
know
there
were
pieces
where
they
were
kind
of
flagged
as
nice
to
have.
You
know
like
early
intervention,
it's
like
well,
we
don't
have
that.
You
know
so
we'll
build
one
and
you
know
we'll
get
to
it.
Eventually.
I
think
you
know
a
couple
of
the
Cities
they
had.
You
know
like
that
or
like
the
employee
assistance
programs,
it's
like.
Well,
it's
the
same
thing.
Q
J
Q
It
like
I,
don't
you
know
so
I
and
I
they
you
know
they
got
further
down
the
road
and
I
think
realized
that
those
were
things
that
they
should
have.
You
know
potentially
addressed,
and
you
know
for
so
much
of
this.
You
know
I
think
the
investment
you
know
whether
they
did
it
up
front
or
it
happened.
You
know
just
essentially
their
hand
was
forced.
Q
You
know
the
investment
is
going
into
things
that
are
new
and
that
aren't
there
as
opposed
to
just
you
know,
like
kind
of
blindly
throwing
stuff
at
what
we
already
have.
Q
You
know
I
again,
I,
don't
know
what
you
know:
I
don't
have
them.
You
know
crystal
ball
to
you
know,
figure
out
what
exactly
has
to
happen
for
us
to
be
in
compliance,
but
I
do
know
that
you
know
for
the
places
that
actually
did
consistently
invest
in
some
of
those.
You
know,
like
those
new
oversight,
you
know
as
far
you
know
that
again,
like
investing
in
the
Eis
system.
Q
Investing
in
you
know
like
the
the
training,
you
know,
there's
a
lot
of
stuff.
That's
you
know
where
they
were
bringing
a
lot
of
areas
where
they
were
able
to
bring
in
civilians,
which
I
think
indeed,
like
you
know,
definitely
that's
a
trend,
that's
happening
as
far
as
an
approach
that
departments
are
taking
and
so
I
think
it's
important
to
focus
on
what
don't
we
have
right
now
that
we
need
to
have
versus
you
know
like
here's.
You
know
everything
that
we've
already
had
that
we
want
more
of
so.
L
Maybe
a
follow-up
now
now
the
returns
off
the
tracks.
For
me
oversight
this
to
me,
our
new
government
structure
makes
it
very
clear
that
oversight
is
a
council
responsibility.
We
spent
a
very
good
portion
of
the
beginning
of
this
term,
really
wrestling
with
these
boundaries
of
the
executive
and
legislative
branch,
and
even
before
the
new
government
structure,
it
was
a
very
clear
firewall
between
the
role
of
council
and
the
role
of
the
police
department.
L
To
me,
we
are
now
establishing
a
very
clear
role
that
city
council
should
have
some
oversight
over
this,
but
we
still
live
under
this
tension
of
council
being
firewalled
away
from
MPD.
Is
there
any
philosophical
approach
to
how
oversight
body
specifically
councils
and
I,
don't
know
what
government
structures
existed
in
the
pure
analysis,
but
one
thing
I
don't
want
to
have
happen.
Going
forward.
Is
battles
about
government
structure
as
we're
trying
to
do
the
hard
work
of
oversight
moving
forward
with
this
consent
decree.
Q
Absolutely
I
think
one
of
the
things
that's
notable
across
all
of
the
you
know,
all
the
cities
we
looked
at
both
in
the
report
and
the
additional
ones
that
I'm
sure
will
touch
hun.
You
know,
as
we
continue
this
work,
is
that
it's
through
transparency,
it's
not
optional.
With
this
it's
coming
out
one
way
or
another,
and
so
I
think
that
you
know
the
more
information
that's
available.
You
know
the
easier
it
makes
it
for
you.
You
perform
some.
Q
You
know,
like
that
degree
of
oversight
where
you
can
look
at
a
0.0
and
like
a
quarterly
report
and
identify
all
the
pieces
that
you
know
where
things
aren't
being
met.
You
know
and
then
have
the
conversation
with
the
individuals
responsible
for
implementing
that,
in
terms
of
you
know,
why
isn't
this
working?
You
know
what
are
the
results,
but
you
know
like
the
thing
that
I
know
councilmember
wansley
had
touched
on.
Is
you
know,
there's
a
lot
of
money
tied
into
this.
Q
You
know
and
I
think
if,
if
we're
you
know,
as
money
is
going
to
be
spent
and
allocated,
it
needs
to
be
accountable,
and
so
you
know
ensuring
that
you
know
there's
a
clear
understanding
for
how
things
are
being
invested.
What
the
you
know
what
the
desired
outcome
of
those
Investments
is.
Q
It
was
a
fairly
standard
expectation
across
a
lot
of
these
groups.
I
know
the
piece
in
the
report
itself.
One
of
the
things
that
I
touched
on
is
just
to
kind
of
provide
a
couple.
Examples
of
you
know
the
monitoring
reports
across
jurisdiction,
so
that
council
members
could
kind
of
see
what
to
expect
I
mean,
and
you
know
it's
sort
of
give
you
an
idea
for
the
different
approaches
that
we're
taking
across
cities.
I
also
included
well,
I.
Q
Think
what
I
classified
as
you
know
that
the
other
other
independent
reports
across
the
city
that
could
concluded
City
auditor's
office.
You
know,
there's
a
number
of
cities
that
have
IG
type
roles
that
you
know
I
think
are
you
know
the
city
uses
to
supplement
the
monitoring,
as
you
know,
they're
under
this,
but
also
just
on
an
ongoing
basis.
I
mean
I
think
a
lot
of
those
structures.
Q
You
know
we're
already
there
and
they
maybe
weren't
being
fully
utilized
and
then
I
think
Seattle
specifically
built
out
more
of
it
just
to
ensure
that
they
have
the
ability
to
you
know
to
perform
periodic
audits
of
whether
it
was
investigations
or
Staffing
or
things
of
that
nature.
So
I
think
that's
another.
You
know
tool
at
the
city.
You
know
the
city
council
has
as
well.
Where
there's
you
know.
Even
last
year's
budget
to
law
enforcement,
Auditors
were
added
to
city
audit
to
the
theater's
office.
Q
Q
Know
the
work
they're
doing
I
know
that
some
of
that
reporting
will
begin
coming
out
before
the
end
of
this
year
and
so
I.
You
know
I
think
that
we're
trending
in
that
direction
of
more
information
is
certainly
a
good
thing,
and
it's
advantageous
for
you
to
you
know,
perform
your
duties
and
evaluation
and
monitoring.
L
It
is
often
kind
of
in
our
public
narrative
that
it's
the
police
department,
that
is
dysfunctional,
but
the
police
department
is
a
part
of
a
larger
Enterprise
that
I
think
I
think
that
dysfunction
rolls
downhill
and
it
the
police
department
is
below
the
Enterprise
on
that
hill
and
I
I
I'm
wondering
through
your
research
what
types
of
changes
and
reforms
happened
as
a
result
of
these
consent?
L
Decrees
within
those
respective
Enterprises,
because
I
think
when
we're
talking
about
transparency
and
oversight,
I
think
there's
a
culture
of
just,
and
maybe
this
is
even
a
Midwestern
thing.
I,
don't
know
of
you
know,
saying
things
like
interesting.
Q
Absolutely
councilman
for
paint
the
in
each
of
these
one
of
the
things
that
stood
out
again
when
I
talked
about
going
in
the
weeds.
I
wasn't
kidding,
I've
read
far
more
of
these
and
I
care
to
admit,
but
they,
like
the
monitor,
would
essentially
employee
feedback.
Q
I
know
that's
something
that
we've
talked
about
on
an
Enterprise
level
as
well,
but
you
know
it's
one
thing:
to
go
to
the
city
itself
as
an
entity
or
to
you
know
the
chief
of
police,
the
superintendent,
whatever
it
might
be
in
a
very
you
know,
in
the
specific
City
and
say
you
know,
how's
this
how's
everything
going
because
again,
like
the
answer
you
get
I
mean,
and
some
of
them
were
brutally
honest,
but
there's
other
times
where
you
know
the
response
they
get.
Is
it's
great.
Q
You
know
we're
doing
great
everyone's
happy,
you
know
things
are
moving
along
and
then
they
have
an
employee
feedback
session.
Where
there's
you
know
like
the
supervisory
components,
not
there
and
they're
getting
things
directly
from
officers
and
the
responses
that
they
got
were
significantly
different,
and
so
I
do
think
that
that's
a
component
that
we
see
in
all
of
these,
that
is
you
know,
is
certainly
beneficial,
because
that's
ensuring
that
you
know
again.
If
there's
a
we
talked
about
it,
nothing
is
going
to
stay
in
the
target.
Q
Q
If
you
know,
if
you
have,
you
know
the
most
senior
people
in
the
department
saying
that
it's
great
and
then
you
have
staff,
saying
it's
terrible,
there's
an
issue,
and
so
I
think
that
that
was
one
piece
that
definitely
stood
out
as
far
as
addressing
the
culture
and
I
mean
it's
also
you're
going
to
get
very
different
answers
where
you
know
the
people
that
are
responsible
for
maintaining
the
culture
versus
the
people
who
make
up
the
collective.
You
know
the
collective
culture
of
a
department.
Q
You
know
there
were
a
lot
of
pieces
that
relate
and
I
know.
We've
heard
about.
You
know
like
issues
with
recruitment.
Q
You
know
there's
a
lot
of
pieces
that
came
out
in
the
conversations
with
staff
across
these
three
departments
that
I
think
relate
directly
to
things.
That
would
benefit
that
one.
There
was
a
consistent
theme
of
facilities
was
one
where
they
again
like
a
lot
of
them
were
not
up
to
you
know
what
you
would
consider
the
standard
that
you
would
expect
from.
Q
You
know
the
law
enforcement
facility,
whether
it's
a
training
academy,
whether
it's
you
know
precincts
so
I,
think
that's
something
that
you
know
was
was
looked
at
and
upgraded,
and
then
you
know
received
a
much
more
favorable
response
where
it
and
then
I
think
the
other
one
that
you
know
again.
Q
I,
don't
know
that
it's,
if
it's
surprising
or
not,
but
it
was
you
know
the
like
the
investment
in
the
officer
themselves
and
that
can
be
anything
from
equipment
to
training,
to
the
resources
that
are
provided
to
them
through
an
employee
assistance
program
through
accountability
systems.
Q
You
know
that
was
one
where
they
again
like
they
were
some.
You
know
the
answers
definitely
varied,
but
you
know
awareness
of
a
lot
of
the
resources
that
had
been
made
available.
Wasn't
there
in
some
cities,
where
you
know
a
lot
of
them
were
like
well
I
think
we
have.
This
I
saw
an
email
once
but
like
I,
don't
really
know
what's
in
it
and
then
they'd
have
the
opportunity
to
walk
through
it
and
like
well.
Q
If
I
had
no
one
about
that,
I
would
have
taken
advantage
of
some
of
this,
and
so
I
think
that
you
know
there's
a
like.
That
was
one
of
the
biggest
things
that
stood
out
in
terms
of
you
know,
kind
of
getting
to
the
bottom
of
you
know
of
where
things
are
really
at
and
then
I
think
the
other
piece
of
it
is
that
and
I'll
repeat
it
again.
It's
the
transparency
side
or
you
know
the
more
information.
That's
out
there,
the
less
you
have
to
hide.
Q
You
know,
and
so
I
think
it's
the
it's
from
all
of
these.
It's
going
to
come
out
one
way
or
another,
so
I
think
it's
good
to
just
be
up
front.
If
we
have
issues
you
know
be
able
to
address
that,
you
know
to
call
them
out
and
so
that
you
know
this
the
sooner
we
call
them
out
the
sooner
we
can
address
them.
Q
You
know
and
again,
just
ignoring
that
it's
there
isn't
going
to
make
anything
go
away.
It's
just
gonna
ensure
that
we
find
ourselves
under
these
agreements
for
significantly
longer.
L
I
just
want
to
thank
you
for
this
report.
It's
really
helpful
to
get
ahead
of
this,
and
I
am
really
encouraging,
not
all
of
us
just
on
the
Deus,
but
all
of
us,
as
participants
in
the
system
to
really
take
personal
responsibility
about
how
we
move
forward
and
not
wait
until
we
get
to
you
know
a
year
from
now
or
that
consent
degree
is
finally
negotiated
and
signed
into
practice.
I
think
we
can
get
ahead
of
that
and
I'm
really
hopeful
that
this
report
is
a
really
good
starting
point
for
us.
So
thank
you.
Q
There's
one
thing
too:
I
I
have
so
many
notes
and
I
wasn't
sure
what
would
be
of
interest
and
I
kept
trying
to
find
this
one.
Just
because
when
we
come
back
to
culture,
change-
and
you
know,
are
any
of
these
things
working
for
the
city
of
Seattle,
with
their
interactions
with
person
in
crisis
when
the
doj
initially
had
conversations
with
them.
In
terms
of
you
know
what
percentage
of
their
use
of
forces
and
incidents
involved,
people
in
crisis,
their
estimate
from
from
the
PD
itself
was
70
percent.
Q
When
they
looked
at
things
in
2015,
they
found
that
you
know
it's.
Okay,
that
was
probably
a
little
bit
high,
but
like
50
of
their
Police
use
of
force,
incidents
involved
a
person
in
crisis,
as
of
2022,
it's
down
to
two
percent
off
Police
use
of
force
incidents
involved
a
person
in
crisis.
So
again,
like
that's
just
one
example
where
you
know
it,
you
know
didn't
happen
overnight,
but
you
know,
with
implementing
on
I
mean
a
number
of
trainings,
a
number
of
certifications.
Q
The
way
that
you
know
police,
you
know,
officers
are
dealing
with
individuals
and
some
state
of
Crisis
I
mean
it
appears
that
it
had
an
impact,
but,
to
the
same
extent
it's
like
you
know,
we
also
have
to
make
sure
that
you
know
the
data
that
we're
using
for
this
is,
you
know,
is
telling
us
the
actual
picture.
I
mean
in
this
case
I
think
confident
it
is.
But
that
was
something
that
I
wanted
to
highlight
earlier.
C
I,
don't
see
any
other
folks
in
queue
I
too.
Thank
you
for
this
thorough
report.
C
One
of
the
things
that
I
did
notice
is
some
of
the
expenses
that
other
cities
had
to
incur
that
we've
already
incurred,
and
so
I
think
that
is
a
positive
step
for
us,
looking
forward
to
trying
to
limit
the
amount
of
time
that
it
will
take
in
this
process
and
so
seeing
no
further
comments
or
questions
from
my
colleagues
I
will
direct
the
clerk
to
found
that
report.
C
A
F
Thank
you,
madam
vice
president.
The
budget
committee
is
bringing
forward
four
four
items
to
this
Thursday's
council
meeting.
The
first
is
appointed
positions
in
the
police
department,
Deputy
police
Chiefs.
The
second
is
local
approval
of
special
law,
Deputy
police
Chiefs
number
three
is
appointed
physician
in
the
health
department.
The
director
of
Public
Health
initiatives
and
number
four
is
a
Truth
and
Reconciliation
programming.
A
D
Biz
is
bringing
forward
13
items
for
approval
on
Thursday
item
number.
One
is
a
license.
Item
number
two
is
a
land
sale.
This
is
actually
the
first
commercial
property
land
trust
project,
we're
bringing
forward
item
number
three
you'll
see
in
30
different
items.
Half
of
the
items
are
actual
land
sales
and
the
other
half
will
be
exclusive
development
rights
so
that
those
who
have
applied
during
the
RFP
will
have
an
opportunity
to
work
with
staff
in
order
to
secure
some
of
the
federal
state
funding
that
will
be
available
to
complete
those
projects.
D
Item
four
is
an
order
to
raise
and
remove
a
building
at
2815
14th
Avenue
South
item
five
is
denying
a
demolition
of
a
historic
resource,
appeal
and
item.
Six
is
granting
a
certificate
of
appropriateness
item.
Seven.
Are
the
liquor
license
approvals
eight
or
the
renewals?
Nine
is
approving
a
legislative
directive
as
it
pertains
to
snow
and
ice
removal
as
an
album
of
rental
license
tiering
processes.
Item
10
is
an
appropriation
for
property
at
10
and
30
West
Lake
Street
item
11
is
an
RFP
for
the
city-owned
lot
at
2600
Minnehaha.
D
C
Thank
you,
Council.
Vice
president
I
just
have
a
really
quick
question.
Councilmember
Goodman
is
the
commercial
property.
Is
that
located
at
26th
and
First
Avenue
more
okay,
this.
T
Thank
you,
madam
chair
on
policy
and
government
oversight.
Committee
has
oh.
Let
me
count
this
actually
nine
items
that
we're
bringing
forward
item.
One
is
the
2023
quarterly
donations
reports
item
two
is
a
collective
bargaining
agreement:
Minneapolis
Public,
Works,
Engineers
Association
for
2022
and
2023
to
through
2025.
three
is
a
bid
for
TC
IPTV
distribution
system
project
for
the
Target
Center
four,
as
a
contract
with
Cordia,
formerly
NRG,
Energy
Center,
Minneapolis
LLC
for
steamed
and
chilled
water
services.
T
Seven
is
a
contract
Amendment
with
various
entities
to
provide
computer-aided
dispatch
or
Cad
and
related
mobile
equipment.
Support
Services
eight
is
contracts
with
agencies
for
the
2023
community
outreach
safety
program
and
nine
is
an
agreement
with
the
National
Alliance
of
preservation
commissions
to
sponsor
the
biennial.
The
biannual
preservation
conference
in
2026
and
I'm
happy
to
stand
for
questions.
A
U
Thank
you,
madam
vice
president,
the
public
health
and
safety
committee
has
one
item
and
is
bringing
forward
at
this
week's
council
meeting
item.
One
is
a
grant
from
Hennepin
County
Human
Services
and
Public
Health
Department
for
Health
Mentor
model
project
at
school-based
clinics.
I'll
stand
for
any
questions
on
this
item.
F
F
The
second
is
approving
appointments
to
the
Central
Avenue
Special
Service
District
Advisory
Board
number
three
is
approving
appointments
to
the
eat,
Street
Special,
Service,
District,
Advisory,
Board
number
four
is
approving
appointments
to
the
Uptown
Special
Service
District
Advisory
Board
number
five
is
authorizing
year-end
budget
procedures
for
several
special
service
districts.
Items
six
through
ten
are
approving
large
block
event
permits.
F
They
are
as
follows:
number
six
is
Thursday's
downtown,
which
is
June
8th
to
September
28th
number
seven
is
summer
at
Orchestra
Hall
on
July
15th
number
eight
is
up
the
Uptown
Art
Fair
August
4th
through
the
6th
number.
Nine
is
the
Zach
Bryan
tailgate
party
on
August
9th
number
10
is
Mexican
Independence
Day
on
September
17th
number
11
is
endorsing
our
city-led
sidewalks
known
ice
removal,
pilots
and
online
interactive
tracking
tool
for
2024
supplemental
budget
recommendations.
I
will
stand
for
any
questions.