►
From YouTube: May 3, 2023 Public Health & Safety Committee
Description
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A
B
A
The
record
reflect
that
we
do
have
a
quorum.
We
have
the
consent
agenda
before
us.
There
are
three
items
on
today's
consent
agenda
item.
One
is
authorizing
a
partnership
agreement
with
the
natural
resources,
defense
Council
to
be
a
food
matter.
City
partner
item
two
is
authorizing
contracts
with
neighborhood
organizations
qualifying
for
the
neighborhood's
2020
shared
resources
and
collaboration
fund
and
item.
Three
is
the
passage
of
a
resolution:
approval
approving
appropriation
of
funds
to
the
office
of
Arts
culture
and
creative
economy
for
a
National
Endowment
for
the
Arts
Grant
and
just
to
add
on
item
two.
A
C
You
thank
you,
chair,
council
members.
The
addition
was
just
adding
in
Prospect
Park
into
one
of
the
one
of
the
grants
as
they're
coming
in
as
a
partner.
It
doesn't
change
the
budget
amount
or
doesn't
change
the
actual
contract.
It's
just
recognizing
that
Prospect
Park
is
part
of
this,
this
this
partnership
or
this
group.
A
Thank
you,
Mr
Gallagher.
Are
there
any?
Is
there
any
discussion
on
the
consent,
council,
member
rainville?
Thank.
D
You,
madam
chair
Mr,
Gallagher
that
I
represent
part
of
that
area
that
you
just
mentioned.
Would
you
have
any
concerns
that
that's
too
large
of
an
area.
C
Chair
councilmember
rainville,
it
is
a
large
area,
but
the
way
the
way
they
they're
doing
it
is
slow
and
methodical
where
they're
reaching
out
to
Residents
I,
don't
know
if
they'll
actually
come
into
a
merger
or,
if
it'll
be
a
lot
of
like
shared
Staffing
models
in
order
to
save
some
administrative
costs
overall,
so
they
wouldn't
lose
their
identity,
but
they'd
be
able
to
share
in
the
the
benefits
if
he
will
of
something
happening.
C
So
I
I
think
it's
a
positive
where
it
would
give
a
lot
more
resources
to
those
organizations
themselves.
Okay,
great.
E
Council
member
wansley,
thank
you,
chair
Vita,
also
I
from
my
understanding,
I
believe
I'm,
the
council
member
member,
that
represents
all
of
prospect
Parks.
E
So
if
there's
conversations
that
councilmember
rainville
would
like
to
have
a
Prospect
Park
around
potential
mergers
or
around
this
I'm,
more
than
happy
to
facilitate
those
I
actually
had
a
question
regarding,
if
you
knew
anything
around
us
being
on
track
to
have
the
legislative
directive
that
this
body
passed
in
December
and
knowing
that
there's
been
lots
of
conversations
around
funding
for
our
neighborhood
associations
and
one
to
do
so
or
revisit.
E
You
know
the
funding
kind
of
system
right
now
from
a
place
that
does
prioritize
Equity
like
we
did
with
neighborhood
neighborhoods
2020,
so
I
know
we
passed
that
legislative
directive
back
in
December,
with
the
goal
of
doing
that.
So
just
went
to
see
if
we're
on
track
I
believe
it
was
supposed
to
come
back
to
Council
in
June
June
15th,
so
just
wanted
to
get
a
sense.
C
Chair
council
member
excellent
question:
we
are
on
track:
we've
started
to
bring
together
some
groups
internally
with
the
city
to
discuss.
There
was
quite
a
few
items
in
that
legislative
directive
to
break
those
down
and
then
find
the
the
subject
matter,
experts
to
each
of
those
directives
or
those
pieces.
So
we've
started
to
do
that
and
then
some
some
research
as
well
and
then
we'll
be
meeting,
probably
I,
believe
next
week
to
to
kind
of
Flesh
these
out
a
little
bit
more.
E
A
I
will
move
approval
of
the
consent
agenda,
including
the
amendment
to
item
two,
all
those
in
favor,
please
say:
aye
aye,
any
opposed,
nay
that
carries
and
the
consent
agenda
is
approved.
The
next
item
is
a
discussion
item
and
we're
going
to
be
receiving
a
quarterly
update
from
the
office
of
community
safety
and
its
five
departments.
I
would
like
to
welcome
up
commissioner
Alexander
to
kick
off
the
presentation.
Thank
you,
commissioner.
Yes,.
F
Thank
you
and
good
afternoon,
chair,
B
tall
Vice,
chair
pain
in
all
the
committee
members
that
are
present
here
today.
Thank
you
for
the
opportunity
to
be
here
with
you.
Eight
months
ago,
I
was
appointed
as
commissioner
of
community
safety
here
in
the
City
of
Minneapolis
last
fall.
I
shared
an
update
of
the
progress
being
made,
as
we
collectively
stood
up
to
office
of
community
safety.
Today,
I
stand
before
you
with
our
five
departments.
To
give
our
first
quarterly
update
after
I
was
sworn
in
last
August.
F
We
moved
into
the
work
of
building
this
office,
focusing
on
building
relationships,
collaboration
and
knowledge
between
our
five
departments,
which
included
9-1-1
Emergency
Management,
fire
neighborhood
safety
police
through
weekly
executive
team
meetings.
We
got
to
know
each
other
and
through
sharing,
updates
and
informations
of
our
work
and
thinking
through
who
we
could
be
as
we
prioritize
our
Collective
work,
with
the
goal
of
keeping
all
of
all
who
live.
Work
in
play
here
in
Minneapolis,
safe
as
I
engage
deeper
into
the
department
leaders.
F
I
realize
the
office
needed
to
adopt
a
cohesive
vision
for
Clear
leadership
through
several
conversations:
I
developed
office,
vision
and
values.
A
way
if
you
will
for
us
to
collectively
work
together.
Division
is
shared
for
us
in
the
work
to
be
constitutional
in
everything
that
we
do
to
be
legal
and
most
of
all,
and
most
importantly,
is
to
be
respectful
of
all
that
we
do
in
our
work.
That
is
still
the
shared
vision
of
this
in
value
of
this
office.
F
Today,
the
office
of
community
safety
then
stood
up
operation
Endeavor
a
best
practice
approach,
decreasing
crime
by
engaging
internal
and
external
resources
in
a
court
needed
real-time
response
to
data,
showcasing
violence
and
crime
theater
a
great
City.
We
saw
results
throughout
our
neighborhood
as
we
came
together
with
not
only
other
law
enforcement
Partners,
but
very
important
here,
working
with
our
community
all
around
the
shared
goal
of
sharing
or
changing
the
narrative
decrease
violence
in
crime.
F
The
impact
of
this
work
is
still
being
seen
throughout
our
downtown
core
and
our
neighborhoods
today,
as
I
stand
here
before
you
earlier
this
year
in
in
January,
the
office
of
community
safety
stood
up
operation
Memphis
a
collaborative
response
to
prepared
Minneapolis
for
the
release
of
the
video
of
Tyrese
Tyree
Nichols,
who
died
at
the
end
of
police
in
Memphis.
Earlier
this
year,
as
of
office
of
community
safety
stood
up
this
operation,
it
was
proved
to
be
a
benefit
and
it
strengthened
our
relationships
with
our
external
partners
and
internal
to
our
Enterprise.
F
It
also
proved
to
be
our
first
practice
under
the
new
structured
office
of
community
safety
for
How,
the
City
of
Minneapolis
would
stand
up
in
response
to
civil
unrest,
operation
Memphis
Trenton,
our
Public
Safety
relationships,
as
we
saw
54
law
enforcement.
Partners
join
us
in
preparation.
We
also
prepared,
we
also
briefed
I,
should
say
our
sport
team,
executive
staff,
our
business
Community
throughout
our
entire
business
community
and
our
leadership
downtown
along
with
our
commercial
and
Medical
Center
leadership.
Equally
important.
F
We
also
strengthen
our
community
relationships,
as
members
of
neighborhood
religious
and
social
Community
joined
us
to
hear
about
the
preparation
and
to
share
with
our
real-time
feedback
as
to
what
we
were
seeing
in
our
community
after
operation,
Memphis
was
complete,
we
convened
an
after-action
review,
we
talked
about
what
occurred,
what
went
well
and
what
can
be
improved.
Most
importantly,
we
gathered
what
we
learned
in
institutionalized
it
within
our
system.
F
F
Through
our
continued
conversations
with
our
five
departments,
we
realized
office
needed
to
have
coordinated
Communications.
As
a
result,
all
the
communication
functions
are
now
reached,
centralized
within
the
office
still
serving
the
needs
of
the
five
departments
but
structured
under
a
shared
leader.
We
have
began
the
steps
to
create
an
additional
position
to
institutionalize
the
value
of
our
partnership
and
Outreach
our
near-term
goal
of
prioritizing.
F
This
means
building
infrastructure
needing
to
administer
and
expand
our
new
community
safety
components
and
work
across
the
Enterprise
to
ensure
safety
programming
is
supported
and
coordinated
across
all
relevant
City
departments.
As
we
respect
on
the
fall
of
last
year
in
the
first
quarter
of
this
year,
we
look
forward
to
what
is
next
I
recently
met
with
council
member
wansley,
who
shared
the
work
of
Dr
Antonio
offatelli
and
his
team
and
his
team's
Minneapolis,
safe
and
thriving
communities.
F
Report
I
was
pleased
and
honored
to
meet
with
Dr
offatelli,
very
briefly,
last
fall
and,
of
course
again
this
week.
It's
recently
had
two
goodies
to
go
to
hear
about
suggestions
on
how
to
City
a
Minneapolis
can
possibly
structure
itself
to
better
serve
our
residents
and
look
forward
to
Enterprise
conversations
with
Office
of
Public
Service
as
to
what
proposed
next
steps
may
be
for
our
existing
services
and
expansion
of
Safety
Services.
F
Most
of
all,
the
office
of
community
safety
will
continue
to
focus
most
on
our
core
function
as
given
to
us
by
mayor
Jacob
Frye
to
collaborate
and
build
relationships
between
our
five
departments,
so
that
Minneapolis
will
be
the
safest
city
possible
for
all
who
live,
work
and
play
here
with
that,
I
will
ask
our
fire
department
leadership
heads
to
update
us
all
on
the
highlights
of
their
departments
individually,
what
they've
accomplished
in
the
first
quarter
in
preview
and
preview,
what
the
focus
will
be
as
we
move
forward
this
summer
and
certainly
we'll
be
happy
to
take
questions
along
the
way.
F
Also,
let
me
know
that
Chief
O'hare
is
currently
in
attendance
in
a
very
urgent
law
enforcement
meeting
and
matter
and
we'll
be
here
as
quickly
as
he
can,
but
in
PD.
Deputy
Chiefs
are
here
to
cover
the
material
in
the
chief's
absence.
So
I
have
the
first
presentation
made
by
9-1-1.
If
that's
okay
with
you.
F
G
Thank
you,
madam
chair.
If
you
could
just
go
back
a
slide
on
the
Staffing,
so
my
question,
I'm
gonna,
preface
this
with
I,
was
kind
of
on
the
front
lines
of
helping
the
developed,
behavioral
crisis
response.
That
was
one
of
the
reasons.
G
I
was
a
strong
supporter
of
question
two,
because
I
saw
that
potential
of
having
that
coordination
with
the
unarmed
response,
along
with
our
other
First
Responders,
and
one
of
our
big
challenges
in
getting
that
capability
launched,
was
the
coordination
between
our
911
dispatchers
getting
them
trained
up
on
when
it's
appropriate
to
send
those
staff.
It
was
really
hard
getting
those
members
through
background
checks,
and
it
was
just
every
step
along
the
way.
G
There
was
always
a
challenge,
and
one
of
my
hopes
around
this
kind
of
more
comprehensive
approach
would
be
to
have
kind
of
like
that.
Tighter
coordination
around
operations
as
it
related
to
how
each
of
our
Public
Safety
departments
works
together.
So
that
was
the
vision
I
had
and
really
strongly
advocated
before
in
question.
Two.
Obviously,
that
played
out
how
it
played
out-
and
we've
arrived
at
our
office
of
community
safety
and
I'm,
really
wanting
to
productively
move
forward
with
this
new
model.
I
was
taken
aback
by
the
slide.
G
I
mean
it's
very
heavy
on
media
relations.
It
looks
like
the
frankly.
It
looks
like
the
org
chart
of
a
PR
firm
and
my
hope
and
and
I
understand,
we're
very
early
in
developing
this
new
office.
This
is
a
new
model
Across
the
Nation
in
many
ways,
so
I
know
that
we
have
to
start
somewhere.
G
My
aspiration
would
have
been
to
start
somewhere
more
in
that
tangible
space
of
operations.
How
are
we
coordinating
between
our
dispatchers
and
our
First
Responders?
Are
we
making
sure
that
we're
triaging
correctly?
Do
the
leaders
of
each
of
these
departments
know
who
the
right
person
to
call
for
the
the
protocols
that
are
developed
and
I
would
have
expected
some
of
that
protocol
operational
development
to
happen
at
that
top
level?
Not
necessarily
the
the
comms
part.
G
I
will
say
that
one
of
the
we
I
had
a
police
involved
shooting
in
my
ward
and
I
was
really
grateful
for
the
communication.
Support
that
you
provided
I
think
there's
a
night
and
day
difference
between
the
mirror,
lock
killing
and
the
individual
who
was
killed
by
the
police.
In
my
word,
and
the
difference
really
was
that
Communications
and
we
saw
with
the
murder
of
George
Floyd.
G
One
of
those
really
big
problems
was
around
that
miscommunication
around
it
being
a
medical
incident,
so
I
do
see
the
value
of
it,
but
I'm
just
I'm,
taken
aback
by
the
sequence
and
prioritization
around
such
heavy
numbers
of
media
relations,
Specialists,
so
I'm
hoping
you
could
speak
to.
Why
are
we
so
heavy
on
media
relations
Specialists?
And
what
is
that
road
map
for
operationalizing
this
collaboration
and
coordination?
Because
I
would
like
to
see
that
at
the
top
level.
F
Yes,
sir
I
certainly
do
appreciate
your
observation
and
I
certainly
do
agree
with
you
on
many
different
points
that
you
make
out.
I
think
primarily
for
us
initia
really
standing
up.
We
probably
could
have
based
on
what
you're
saying
taking
a
very
different
approach,
but
media
was
very
important
piece
to
us
in
terms
of
trying
to
piece
the
organization
I
mean
the
piece
the
department
together
period
to
try
to
get
our
message
out.
It
does
not
in
any
kind
of
way
minimizes
the
importance
of
having
mental
health
personnel
integrated
into
our
system
and
I.
F
Think
we're
going
to
have
to
do
greater
work
around
that,
as
you
point
out,
but
I
think
it
will
also
be
an
arresting
to
hear
from
a
director
of
9-1-1
who
can
share
some
other
Insight
in
terms
to
how
that
whole
process
is
going.
So
I
certainly
do
share
in
observations
that
you're
making,
and
we
will
make
old
effort
going
forward
to
prioritize
what
you're
bringing
forth
here,
because
quite
frankly,
that
is
the
future
of
Public
Safety
in
this
community
and
across
this
country.
F
So,
but
standing
up
this
office,
if
you
will
initially
certainly
it
had
his
challenges
around
personnel
and
hiring,
and
what
is
it
that
we
prioritize
so
I
will
assure
you
will
make
every
effort
here
particularly
now
have
a
chief
of
staff
and
we're
trying
to
to
fill
out
a
couple.
Other
positions,
I
think,
will
help
us
become
a
little
bit
more
focused
on
on
what
you're
mentioning
here.
So
thank
you.
E
Wansley,
thank
you,
chair,
Vita,
I
do
have
a
number
of
questions,
but
I
do
want
to
raise
like
thank
you,
council,
member
Payne,
for
flagging
the
media,
Specialists
or
relation
specialist
positions.
E
I
was
also
concerned
to
see
that
eight
out
of
the
full-time
employees
in
OCS
were
going
to
be
media
focused,
especially
when
residents
are
consistently
saying
that
they
want
substantial
change
within
their
public
safety
system
and
not
just
do
a
Rebrand
we're
really
good
at
doing
that
the
city
and
was
very
concerned
to
see
if
we're
running
a
PR
campaign,
instead
of
doing
that,
substantial,
comprehensive
work
and
that's
actually
where
a
lot
of
my
questions
are
kind
of
leaning
into
you
reference
the
conversation
that
we
had
between
my
office
and
you
a
couple
weeks
back
where
you
know
I've
been
very
consistent
around
what
we
were
informed
in
setting
up
the
office
of
community
safety
from
the
Mayors
you
know
office
was
that
this
would
be
the
vehicle
for
comprehensive
Public.
E
Safety
change
and
I
have
not
at
least
in
the
slides
I'm,
not
seeing
that
be
reflected.
Especially.
You
talked
about
Dr
off
telework,
which
I
understand.
In
our
conversations
you
mentioned
mayor,
Fry's
directive
to
you
was
to
set
up
the
coordination
of
these
departments,
but
I
will
name
that
you
know,
through
collaboration,
I,
believe
with
the
mayor's
office
and
this
Council.
We
actually
commission
the
leadership
for
a
networked
world
team.
That's
based
at
Harvard
University.
That's
where
Dr
off
Tilly
is
heading
this
work.
E
You
know
around
Public
Safety
to
do
an
in-depth
analysis
and
we
were
told
that
his
analysis,
his
report,
would
be
the
foundation
upon
which
OCS
would
be
built
upon
and
that
his
you
know,
following
weeks
will
be
spent
working
with
the
incoming
director
of
this
new
office
to
deliver
on
those
five
integrative
like
divisions
around
a
comprehensive
model.
E
So
I'm
I'm
hearing,
at
least
in
your
comments,
that
you
acknowledge
that
you
had
a
seems
like
a
great
introductory
meeting
with
Dr
off
Tilly
but
I'm
interested
in
knowing
how
do
you
plan
an
actual
sense
of
using
his
findings
that
report
as
a
basis
to
help
shape
the
vision
of
this
new
office?
To
do
that
deep,
comprehensive
work?
These
departments
are
already
set
up,
they
have
their
directives,
but
I
think
where
you
have
the
opportunities
to
do
the
comprehensive
Vision
in
tying
all
that
together.
E
So
I,
don't
I
didn't
see
that
come
through
in
this
presentation
and
wanted
to
hear
if
you
have
some
more
elaborate
thoughts
on
what
that
Vision
looks
like
and
ways
you're
going
to
be
engaging
this
Council
around
that
in
the
coming
weeks
and
months.
F
Yes,
ma'am
and
thank
you
very
much
for
your
comments
and
and
statements
there.
Council,
member
juanjali,
you're,
absolutely
right
when
I
came
here
eight
months
ago,
I
briefly
met
with
Dr
Fratelli,
as
he
was
preparing
to
complete
his
report
as
I
understand
stood
it
so
we
talked
kind
of
high
level
about
it
and,
of
course,
as
time
went
on
even
up
to
the
point
where
we
had
a
conversation
where
you
made
it
very
clear
of
what
your
concern
was.
Then,
as
you
are.
H
F
In
terms
of
this,
this
integrating
into
the
whole
OCS
office
but
I,
think
there
was
also
initially
before
I
got
here.
I
think
this
had
been
exposed
more
to
Ops.
If
you
will
and
having
had
a
conversation
with
coo
Heather
Johnston
I
learned
and
of
course,
we
agreed
that
this
would
be
housed
in
OCS.
So
my
conversations
in
in
my
staff
conversation
with
Dr
fatelli.
F
On
the
other
day,
we
he
shared
in
debt
more
about
what
their
findings
were
in
his
report,
which
I
still
think
is
officially
to
be
released,
and
we
have
some
further
discussions
that
are
coming
forth
around
this,
because
I
think
what
he
is
presenting
really
does
give
us
an
opportunity
to
provide
the
type
of
services
that
would
require
less
of
what
we
see
in
Poli,
seeing
right
now
in
more
Community
involvement
in
things
that
certainly
could
benefit
Public
Safety
in
a
very
different
way,
going
forward.
F
I'm
in
certainly
full
support
of
these
continued
conversations
in.
In
my
conversations
with
him
and
with
my
staff,
we
have
agreed-
and
we
also
be
sitting
down
with
Ops,
receiving
any
support
we
can
from
them
as
to
how
to
integrate
this
in
the
larger
platform
of
OCS
going
forward.
So
I
think
there
will
be
some
opportunities
for
some
things
for
us
to
talk
about
and
for
you
and
I
to
have
continued
conversation
as
this
progresses
too,
but
it
is
at
its
very
early
stages.
F
I
will
admit
that,
but
I
know
it's
something
that
you
have
interest
in
and
from
reading.
That
report
is
something
that
we
certainly
have
interest
in.
It's
just
a
matter
of
integrating
it
into
OCS,
and
how
do
we
do
that
in
a
way
that
is
going
to
be
effective
in
standing
and
going
to
be
benefit
of
the
community?
So,
yes,.
E
E
Work
of
coming
up
with
a
blueprint
for
OCS
with
recommendations,
and
it
seems
like
yes
that
would
be
the
charge
of
you
to
do
the
integration
part
and
I'm
glad
you
mentioned
Ops
and
and
really
thinking
through
the
integration
phase,
especially
when
we're
thinking
about
the
Staffing
allocations
again.
E
E
A
lot
of
that
work
is
really
putting
this
city
on
the
edge
of
what
it
looks
like
to
do
that
comp
apprehensive
work,
but
it's
not
being
rooted
in
OCS
and
we've
seen
some
hiccups
with
the
great
work
and
Innovative
work
that
they're
doing
in
PMI
and
how
that's
being
thoughtfully
integrated
into
OCS,
especially
when
it's
in
alignment
with
the
doctor
off
Telly
plan.
E
So
I
think
it
would
be
great
and
I
named
that
to
see
instead
of
four
media
Specialists
positions
to
see
the
integration
specialist
to
see
you
know
a
staff,
member
or
several
staff
members.
That's
going
to
be
dedicated
to
doing
the
rollout
of
that
Dr
off
Telly
plan
that
to
me
that
does
seem
like
the
foundational
blueprint
that
this
city
agreed
on
and
also
how
do
we
then
integrate
that
and
along
with
the
existing
work
that
PMI
is
doing.
E
But
from
my
understanding
we
also
have
follow-up
conversations
with
interim
City
Chief
Operating
Officer,
Heather
Johnson.
That
name
you
all
are
expected
to
be
the
primary
vehicle
for
doing
unarmed
and
comprehensive
work.
So
it
would
be
good
to
hear
in
the
preliminary
very
sense.
Do
you
see
flexibility
around
these
Staffing
positions
to
accommodate
that,
if
you
all
are
going
to
be
now
charged
with
delivering
on
this,
instead
of
just
coordinating
existing
departments.
F
Yeah,
you
know
and
like
I
said
there,
certain
is
going
to
be
further
conversation
around
this,
because
this
is
going
to
be
I'm.
Quite
sure,
you
imagine
a
pretty
pretty
broad,
you
know
integration
and
it
is
going
to
require
other
FTE
in
order
to
do
that.
So
I'm
glad
to
hear
you
say
and
recognize
that,
because
even
if
I
as
I
was
meeting
with
him
another
day-
and
he
was
talking
about
his
project
here,
it
became
very
evident
to
me
that
we
would
need
other
FTE
in
order
to
make
this
successful.
F
You
know
the
most
important
thing
to
me:
council,
member
members
and
chair
Vita.
Is
that
something
as
as
broad
as
this
is
going
to
take
a
lot
of
integration?
It's
going
to
take
a
lot
of
time,
even
doctor
off
until
they
even
stayed
at
that
and
and
I
think.
The
most
important
thing
is
that
we
do
it
right
from
the
beginning.
F
In
terms
of
of
of
this
integration
taking
place
and
further
recognizing,
of
course,
the
work
that
Brian
Smith
and
his
staff
have
been
doing
as
well
too,
even
before
I
got
here
so
I'm
in
full
agreement
with
you,
we
have
some
other
up
upcoming
conversations
that
are
going
to
take
place
and
I.
Think
as
we
continue
to
have
these
conversations
and
making
determinations
is
how
we're
going
to
move
I
would
also
invite
any
continued
feedback
and
opportunities
for
me.
F
E
I
think
that's
definitely
the
important
part
of
having
the
body
be
able
the
public
be
able
to
see.
I
I
would
say
actually
it's
great
for
the
conversations,
but
for
those
conversations
to
have
a
formulated
plan
and
with
what
you
have
in
front
of
us
again,
I
will
name
I
know
we
will
need
additional
Staffing
at
some
point,
but
we
do
have
for
media
specialist
positions
that
in
knowing
that
we
are
or
you
having
agreement
on
moving
forward
with
some
elements
of
the
doctor
off
tele
plan
of
deepening
this
work
around
comprehensive.
E
It
seems
like
it's
very
easy
to
rework
some
of
those
positions
to
support
that
work
so
that
we're
showing,
as
council
member
Payne
to
the
public
that
we're
taking
serious
the
comprehensive
approach-
and
it's
not
just
doing
you-
know
public
relations.
Work
I
will
transition
to
my
last
question,
though
around
this,
because
it
kind
of
ties
to
something
that
came
up
in
our
our
Pogo
agenda
around
this
director
of
partnership
and
Outreach
I'm
very
interested
in
more
so
we
have
divisions,
I
think
within
MPD
fire.
F
One
way
it
became
very
evident
to
me
was
doing
operation
Memphis
following
the
death
in
the
recent
video
of
Tyree
Nichols,
and
even
before
that,
one
thing
that
I
had
noticed
and
observed
is
it
is
very
important,
is
well,
first
of
all,
it's
very
important
that
each
one
of
our
Public
Safety
platforms
have
their
way
into
the
community,
whether
it's
fire
or
9-1-1
or
whatever,
but
from
the
office
of
OCS
from
my
office
and
someone
who
would
be
working
directly
for
me,
I
saw
the
importance
of
a
continuation
of
building
those
types
of
relationships
over
the
years
that
some
have
been
fractured
or
misunderstood
in
One,
Direction
or
the
other,
because
one
thing
that
I
had
to
do
when
I
got
here,
among
others,
council
member
wansley,
was
to
build
some
of
the
relationships
following
the
civil
unrest
in
2020
and
walking
into
that.
F
I
F
Importantly,
when
I
certainly
will
need
your
help
on
this
is:
is
them
continuing
the
further
Outreach
of
of
forming
and
keeping
these
relationships
very
strong
for
us
in
this
city
and
in
OCS,
and
that
is
hugely
important,
even
when
I
think
about
Dr
fatelli
work?
This
too
can
play
this
position
too,
can
help
help
build
those
relationships
for
us
in
in
charges
that
I
may
give
him
or
her
to
do
so.
F
I
think
it
will
have
some
value
to
it,
and
certainly
we
have
not
been
privileged
with
a
whole
lot
of
in
the
time
that
I've
been
here,
we've
been
standing
up
really
gradually
very
slowly
and
I
said
from
Don
said
in
the
beginning.
It
was
just
myself
and
an
aid-
that's
it
for
months
before,
I
was
able
to
acquire
a
chief
of
staff
and
Jared,
who
has
proven
to
quite
be
quite
valuable.
F
And
of
course,
now
we
have
a
consultant
that
came
in
and
helped
bring
our
communication
platforms
together
because,
regardless
of
what
we
do
going
forward,
even
with
Dr
fatelli
work,
and
we
should
we
get
into
this
work.
We
also
need
to
be
able
to
have
those
opportunities
to
share
with
the
public
what's
going
on.
But
in
addition
to
there's
a
lot
of
going
work
going
on
in
our
our
police
department
and
our
fire
department
and
these
other
platforms-
and
these
are
the
roads
that
they
have
always
been
there
playing.
F
I
I
certainly
resonate
with
everything
that
you're
saying,
but
I
hope
that
you
all
would
help
me
with
this
director
partnership
Outreach,
because
I
think
it's
going
to
be
a
very
dynamic
position
in
order
to
help
us
maintain
these
relations
and
build
relationships
for
the
first
time
and
build
renewed
relationships
as
well.
Yeah.
E
I
will
name
initially
when
I
saw
that
I
felt
concerned
of
it
just
feel
a
little
bit
duplicative
and
knowing
that
we
have
departments
that
have
this
particular
role,
embedded
I
also
will
name.
We
have
a
whole
neighborhood
community
relations
division,
that's
charged
with
doing
that.
Community
work
for
all
of
our
you
know,
departments
which,
lastly,
I
will
name
you
know.
E
Public
engagement
is
such
a
key
part
of
not
only
Public
Safety
work
and
we're
seeing
it
in
real
time
of
where
we
are
in
relation
to
our
public
and
around
the
trust,
with
not
only
OCS
but
MPD
and
I
did
ask
this
question.
You
know
when
we
met,
but
it's
so
prevalented
that
I
think
the
public
needs
to
know
also
where
you
stand,
because
this
has
actually
come
up
during
our
public
engagement
session.
Specifically
around
the
third
precinct
facility.
E
We've
had
five
sessions
where
500
more
than
500
residents
come
forward
and
say
we
want
a
new
model
of
Public
Safety
like
the
doc.
We
want
to
look
at
policing
very
differently
and
we
don't
know
if
these
false
choice
of
locations
that
were
being
presented
actually
aligns
with
that.
So
I
just
want
to
get
a
sense.
You
know
at
these
sessions
I
believe
your
staff
member
Becky
bowling
was
at
a
couple
of
them.
Folks
were
asking
where's,
you
know,
Dr
Alexander
is
the
head
of
OCS
where's,
MPD
kind
of.
E
Where
is
you
all
stands
around
the
public
engagement?
That's
coming
from
the
third
precinct
in
the
locations
that's
being
brought
or
presented
to
the
public
as
the
only
two
options
around
that?
Yes,.
F
Ma'am,
so
you
know
to
your
question:
my
thought
is
this,
quite
frankly,
I
think
more
than
anything
else
is
that
we
know
that
we
need
a
third
precinct
and
I
think
part
of
and
I
know
wholly
pretty
much
the
reason
for
those
meetings
that
had
been
set
up
by
Ops
in
order
to
go
out
into
good
immunity.
F
You
know
it
was
a
combination
of
a
lot
of
different
ideas
there
for
a
lot
of
different
reasons,
but
I
will
tell
you,
as
a
public
safety,
official
I
know
more
than
anything
else,
we
need
a
Precinct
now,
where
that
is,
is
still
yet
to
be
determined
and
I.
Think
we
have
to
look
at
what
the
public
is
saying.
What
are
they
saying
to
us,
but
we
need
a
Precinct
and
I
think
over
time
that
will
evolve
in
terms
of
the
location
but
more
important
than
anything
else.
F
We
need
a
precinct
for
this
city,
we
need
a
precinct
for
the
officers
and
we
know
that
wherever
this
Precinct
happened
to
be,
it
has
to
be
reflective
of
a
new
age
of
thinking
about
policing.
As
we
go
forward,
it's
not
just
a
police
precinct,
it
is
a
community
Precinct
as
well,
and
how
do
we
create
or
integrate
those
new
ideas
around
policing
into
that
structure
wherever
it
may
happen
to
be
located
so.
J
Thank
you,
madam
chair,
so
I'm
losing
my
voice
a
little
bit
so
bear
with
me.
Councilmer
Payne
had
mentioned
that
when
he
saw
the
org
chart,
he
thought
it
looked
like
a.
F
J
Pr
firm,
when
I
saw
the
orchard,
I
thought
it
was
a
typo.
That
was
my
reaction.
When
I
saw
the
org
chart-
and
you
had
mentioned
earlier
a
little
while
ago
that
when
you
started
off,
it
was
just
you
and
one
of
the
staff
person,
but
the
directors
of
the
five
departments
do
they
are
your
direct
reports.
J
J
It's
all
the
Departments,
correct
and
and
I
know
that
another
answer
you're
given
to
to
councilmember
Payne
around
Behavioral
Health
was
around
look
just
because
we're
sort
of
beefing
up
our
Communications
doesn't
mean
that
these
other
things
aren't
happening,
but
this
being
our
first
quarterly
report
and
this
being
a
representation
of
of
of
what
we're
seeing.
It
does
speak
to
some
manner
of
priority,
at
least
to
my
mind
at
least
I.
J
Imagine
the
public
sees
it
that
way,
and
so
you
know,
when
I
think
about
the
work
that
we
have
to
do
as
a
city
around
Public,
Safety
and
I.
Think
about
what
my
constituents
might
ask
me
after
you
know,
after
you
know,
seeing
this
I
kind
of
have
to
ask.
J
Is
this
what
they
want
to
see
right,
Communications,
media
relations,
specialists?
You
know
folks
want
to
know
how
we're
building
a
system
that
can
avoid
crisis.
This
feels
like
it's
designed
to
manage
crisis
comes,
and
that
is
maybe
not
the
intent,
but.
J
Of
priority
that
this
communicates
I
did
want
you
to
speak
a
little
bit
more
on
the
director
of
partnership
and
Outreach,
because
it
is
coming
through
committee.
There's
reclassification
for
the
position.
You
know.
Usually
these
classifications.
They
don't
get
a
lot
of
discussion,
but
Public
Safety
is
a
great
interest
to
the
community
and
so
I
just
wanted
to
know
a
little
bit
more
about
the
roles
and
responsibilities
of
that
role.
J
I
know
you
kind
of
touched
on
it
a
little
bit
through
answering
councilmember
wansley's
questions,
but
I
wanted
to
hear
a
little
bit
more
about
about
that.
Yeah.
F
Well,
I
want
to
go
back
a
little
bit.
It
sure
could
a
part
of
the
statements
that
you
were
made
I,
certainly
I
mean
Yola,
have
made
it
very
clear
what
this
looked
like
and
I'm.
Certainly
we
never
looked
at
it
in
that
regards
as
being
some
type
of
PR
Company,
but
we
certainly
can't
understand
that
might
be
the
perception
of
your
constituents.
F
So
it's
very
so
we're
bear
mindful
of
that
now,
but
we
knew
that
was
a
very
important
piece
that
we
were
trying
to
stand
and
Dr
fatelli's
work
in
which
we're
trying
to
introduce
in
all
of
this
is
still
work
to
be
completed.
We
have
to
learn
more
about
because
that
work
is
going
to
be
very
important
to
change
how
we
police
in
this
city,
right
so
I'm,
in
full
agreement
with
everything
that
you're
saying.
But
our
intentions
were
well-meaning.
C
F
Were
not
in
any
kind
of
way
dismissive
of
what
the
community
want
for
me,
it
was
like
how
do
I
stand
up?
What
I
can
already
had
these
positions
actually
already
in
place
with
the
exceptional
102,
but
we
just
brought
them
under
one
umbrella.
So
that's
what
you're,
seeing
here
on
this
chart
in
regards
to
this
position
around
director
partnership
Outreach.
We
can
certainly
get
you
a
whole
description
of
how
we
outline
that,
in
a
way
that
it
was
articulated
far
better
than
I.
F
It's
very
new
and
we're
standing
this
up
for
the
first
time,
so
I'm
learning
as
I
go
along
as
well,
and
even
learning
from
this
body
here,
based
on
all
y'all
observations
in
terms
of
how
your
constituents
may
be
seeing
this.
So
we
will
certainly
take
everything
that
has
been
stated
here
and
take
a
deeper
look
at
ourselves
and
what
those
perceptions
may
be
by
some
constituents
in
this
city
and
we'll
do
everything
that
we
can
to
make
sure
the
things
that
this
many
people
in
this
city.
F
Many
people
in
this
city
feel
have
deep
feelings
around
Public,
Safety
and
change
for
Public
Safety,
and
we
will
do
some
things
here
to
help
change
those
perceptions.
If
you
will
so
thank.
J
If
I
can
because
I
know,
we've
got
other
present
parts
of
the
presentation
to
get
to
so
yeah
I
think
that
that
a
description
of
the
position
would
be
good
and
maybe
even
being
prepared
for
a
presentation
at
Pogo
around
the
position
and
and
the
roles.
I
know
that
we
had
a
little
while
ago
we
got
to
see
the
the
police
org
chart.
J
There
were
some
new
positions
that
were
being
sought
there
I
know
a
number
of
us
on
the
council
were
very
skeptical
of
some
of
those
changes
and-
and
you
know
for
good
reason,
I
was
certainly
skeptical
and
while
I
was
ultimately
convinced
that
the
positions
were
needed
that
was
sort
of
the
Crux
of
the
question
right.
Not
what
is
the
police
department
want?
What
does
the
police
department
need
in
terms
of
its
leadership
structure
and
I?
Think
councilmember
Vito
did
a
good
job
of
taking.
J
J
You
know
so
that's
you
know
I,
and
so
that's
kind
of
where
the
spirit
of
this
is
coming
from
and
making
sure
that
if
there's
a
director
of
partnership
and
Outreach
that
is
needed
that
there's
a
case
being
made
for
why
it's
needed
and
not
why
it's
necessarily
wanted,
and
so
that's
what
I
want
to
stress
there.
J
The
other
thing
that
you
know
kind
of
just
nailed
down
the
other.
The
the
my
earlier
point
is
that
you
know
there
are.
You
know
we're
going
to
get
to
the
presentations
of
the
other
five
departments.
I
think
the
community
is
very
excited
to
see
that,
but
I
think
that's
really
the
vision
that
people
want
to
be
able
to
see
is
like.
Where
are
we
going
right?
How
if
we're
changing
Public
Safety?
J
How
are
we
doing
that
right
and
when
you
have
director
positions,
I
believe
you
still
have
director
positions
that
are,
you
know,
occupied
at
an
interim
basis,
so
you
know
it's
kind
of
like
what's
the
status
of
where
are
we
going?
What's
our
timeline?
I
think
those
are
the
kinds
of
things
that
people
want
to
see
and
feel
secure
about,
and
and
they
don't
want
to
see
those
things
or
or
feel
like
those
things
are
atrophying
what
comes
as
being
boosted
up.
Yes,.
A
You,
council,
member
palmisano,.
K
Thank
you,
madam
chair
I,
wanted
to
give
just
a
little
bit
of
context
and
reflect
what
I
think
I
heard
you
say.
Commissioner.
Last
term
there
was
a
desire
to
actually
remove
all
Communications
from
MPD,
and
that
will
of
this
body
prevailed.
K
That
was
the
will
of
the
body,
was
to
remove
Communications
from
MPD
and
to
put
them
in
the
Communications
Department
at
the
time
fast
forward
with
government,
restructure,
I
think
that
what
we
are
seeing
here,
and
perhaps
your
first
opportunity
to
build
something
out,
was
grabbing
Communications
from
these
five
other
departments
and
put
it
in
this
more
centralized
function.
Right
like
this,
this
chart
from
what
I
understand
is
not
final,
but
a
snapshot
of
just
where
we
happen
to
be
at,
and
it's
there's
an
important
goal
here.
K
K
Look
forward
to
your
leadership
in
coordinating
how
we
better
share
those
resources
and
another
goal
of
of
these
communications
is
perhaps
you
know
better
communicating
together
as
a
city,
instead
of
as
a
specific
function.
I
think
that
the
crazy
hateful
arson
of
a
mosque
in
the
past
couple
of
weeks,
with
no
mention
of
the
fire
department
or
the
arson
investigator
or
anything
like
that,
was
a
huge
Miss
initially
and
then
it
was
corrected
a
couple
days
later.
K
So
I
think
communication
is
really
depart
important,
not
just
to
the
public,
but
it
will
build
trust
with
the
public,
but
also
internally,
within
this
function
and
I
just
wanted
to
to
point
that
out
and
make
sure
that
I
heard
you
correctly
that
this
is
not
final,
but
simply
a
snapshot
of
where
we
are
today.
No.
F
It's
not
and
I
certainly
do
appreciate
your
comments.
In
fact,
I
appreciate
everyone
comments
and
observations
from
from
their
perspectives,
but
this
is
merely
a
snapshot.
We
had
Communications
people
scattered
prior
to
OCS
standing
up,
so
this
was
really
just
a
way
of
bringing
up
under
one
umbrella
so
that
they
are
doing
the
same
thing.
I'm
asking
the
five
Public
Safety
platform
leaders
to
do,
and
that
is
to
come
together,
be
coordinated,
communicate
with
each
other
share.
F
Information
I
just
happen
to
be
this
morning
with
Chief
Tyner
and
his
executive
staff,
and
they
made
it
very
clear
to
me
that
they
were
missed
in
the
communication
piece
around
the
work
that
they
did
in
the
capture
of
this
of
this
arsonist,
and
it
was
very
hurtful
for
me
to
hear
because
everyone
want
to
be
recognized
for
the
great
work
that
they
do,
but
I
made
it
very
clear
to
them
that
going
forward
we're
learning
as
we
go
along
we're
standing
up
for
the
first
time
it
has
its
challenges
and
some
things
we
hit
right.
F
Some
things
we
don't
but
I,
think
one
thing
I
feel
very
respectful
about
with
this
body.
That's
in
front
of
me
to
be
able
to
hear
your
thoughts
and
the
thoughts
of
your
constituents,
which
really
help
us
to
make
sure
we
refine
as
much
as
we
can
as
we
continue
to
you
know,
stand
up.
F
We
haven't
even
been
a
year
yet
and
I've
been
around
long
enough
to
know
that
when
you
stand
up
new
Department
in
New
offices
like
this,
it
doesn't
happen
overnight
and
and
because
things
are
constantly
changing
and
we
have
a
lot
of
movement
in
in
our
community
in
terms
of
trust
in
terms
of
issues
around
Public,
Safety
and
crime,
and
some
of
these
things
other
things
you're
going
to
hear
from
momentarily
here.
So
I
appreciate
all
the
comments
appreciate
your
comment.
F
D
Thank
you,
madam
chair
I'm,
really
eager
to
get
into
the
presentations
we've
taken
up
so
much
your
time.
So
I'll
be
very
brief.
I
appreciate
your
understanding.
How
better
communication
is
better
trust
and
I.
I
see
that
in
your
plan,
I
also
can
appreciate
your
willingness
to
listen
to
the
council
member's
suggestions.
So
thank
you
so
much
for
that
and
I
I
also
wanted
a
comment
on
the
director
of
partnership.
D
Outreach
partnership
building
with
our
Public
Safety
team,
is
so
important
and
to
have
one
person,
that's
accountable
for
that
that
reports
to
you
is
I
I
feel
a
very
good
idea.
So
thank
you
for
bringing
your
expertise
all
your
years
of
law
enforcement
expertise
into
our
city
and
thank
you
for
this
initial
draft
of
a
plan.
Thank.
G
Thank
you,
Jeremy
Italia
I
just
wanted
to
make
sure
that
we
don't
lose
sight.
I
mean
we're
in
the
Weeds.
Now
that's
our
job
on
committees
to
get
into
the
details
and
the
weeds,
but
I
I
just
wanted
to
just
like
reground
ourselves
and
people
don't
want
Communications,
they
want
safety,
they
want
to
be
able
to
worship
and
safety.
They
want
a
reduction
in
gun
violence.
They
don't
want
to
worry
about
their
cars,
getting
stolen
or
broken
into
or
their
house
getting
broken
into.
G
That's
what
we're
driving
to
right
now
and
I
think
that
the
discussion
is
what
are
the
steps
to
get
there?
Trust
is
a
very
important
step
to
get
there.
Communicating
is
an
important
step
to
get
there,
but
I
don't
want
us
to
lose
sight
of.
What
we
want
is
safety,
not
comps,
so
I
just
wanted
to
ground
Us
in
that
that
was
all.
A
F
Ma'am,
well,
you
know
in
public
safety,
everything
is
moving
all
the
time
and
changing
and
evolving
all
the
time,
and
particularly
around
Public
Safety,
particularly
around
building
trusts
and
building
relationships.
F
So
me
and
my
team
of
both
Chiefs
and
directors
meet
weekly
along
with
the
chief
of
staff,
and
we
have
an
opportunity
to
share
the
work
that
we're
doing
and
how
we
can
be
supportive
of
our
you
know
of
each
other
in
the
work
that
we
do.
That
was
the
charge
that
was
given
to
me
by
the
mayor
when
I
was
employed,
and
that
is
one
we
take
very
seriously
and
we've
seen
some
benefit
to
being
able
to.
F
If
you
would
Madam
chair,
bringing
all
these
platforms
together
and
having
those
conversations-
and
that
is
new-
that
is
new
to
this
city.
And
it's
you
know,
and
with
that
we
have
some
growing
pains
with
it
as
well
too,
which
has
been
certainly
evidence
here
this
morning,
but
I
think
there's
been
a
real
benefit
to
this
office
of
community
safety,
in
terms
of
how
the
work
that
we
do
and
the
numbers
that
you're
going
to
hear
today
from
the
police
department
around
a
lot
of
our
violent
crimes
being
reduced.
F
By
no
way
when
I
say
that
that
we're
out
of
the
woods
but
I
think
it's
the
kind
of
message,
as
you
were
just
referring
to
vice
vice
chair
Payne,
that
the
community
wants
to
hear
about
their
Public
Safety.
So
we're
moving
in
that
direction
and
those
numbers
are
not
a
reflection
of
any
one
individual
or
any
one
Department.
It
is
a
reflection
of
an
entire
office
of
community
safety
that
is
working
together
and
being
collaborative
approach,
sharing
ideas
that
maybe
I
don't
think
of
a
chief
Tyner,
don't
think
of
or
any
of
us.
F
Think
of
so
that
has
been
the
real
benefit
and
I
think
going
forward
as
well
too.
Council
member
wansley,
in
terms
of
the
work,
a
doctor
off
of
Telly,
that
same
platform,
I
think
all
of
us
are
going
to
have
to
be
intimately
involved.
If
we
move
forward
with
this,
the
way
that
we're
planning
I
think
all
of
us
going
to
have
an
opportunity
to
to
not
just
it
just
being
about
police
but
being
about
Public
Safety
period.
How
do
we
change
Public
Safety
in
a
way
that's
going
to
be
beneficial
to
it?
F
All
many
of
you
know
and
I'll
say
this
in
closing.
If
if
I
could
indulge
myself
for
a
moment
here,
chair
Vitale,
many
of
you
know,
I
was
on
the
21st
century
task
force
report
during
the
Obama
Administration
that
talked
about
change
and
intimate
changes.
We
would
like
to
see
in
communities
particularly
communities
of
color,
just
recently
on
April
25th.
We
released
a
second
document,
an
amendment
to
the
firstman,
if
you
will,
with
more
updated
views
and
ideas
that
11
of
us
can
come
up
with
over
the
level
over
the
last
several
months.
F
That
really
is
quite
in
line
with
a
lot
of
what
you're
saying
chair
member
I
mean
council
member
wansley
and
I
would
like
to
have
my
office
forward
each
one
of
you,
a
copy
of
that
updated
review
and
report,
and
if
you
see
some
benefit
or
see
some
things
in
there
that
align
with
what
we're
doing
and
I
think
you
will
I
would
be
more
than
glad
to
do
so.
If
y'all
would
welcome
a
copy
I,
don't
want
to
just
send
it
to
you
and
just
to
be
sending
it
to
you.
A
So,
thank
you,
commissioner.
I
just
have
one
last
question:
is
there
a
mod,
so
I
love,
Dr,
octeli's,
work,
I
think
he
does
a
great
job,
but
is
there
a
model
that
you
and
your
team
are
looking
out
looking
at
outside
of
his
work
for
an
office
of
community
safety?
No.
F
No
we're
not
and
I'm
just
becoming
a
familiarized
with
looking
at
this
work.
I
would
agree
with
you
that
the
work
he
is
presenting
is
something
I
think
we'd.
You
know
we
need
to
look
at
and
take
Serious
consideration
to.
It
is
very
it's.
F
You
know
it's
huge
in
scope
and
it
certainly
is
going
to
require
Personnel
it's
going
to
require
time
and
effort
in
order
to
implement,
but
but
I
think
it
takes
us
in
a
direction
that
we
may
want
to
go
here,
but
there
certainly
have
to
be
further
conversation
and
endorsement
around
this
yeah.
A
This
this
chart,
this
staffing
chart,
definitely
doesn't
reflect
that
and
it's
concerning
that.
That's
the
model
we're
looking
at,
but
this
these
are
the
positions
that
are
before
us.
I
completely
understand
that
this
department
is
new
and
is
forever
changing.
A
I
would
like
regular
updates
on
when
those
changes
are
made,
because
it
is,
you
know,
kind
of
difficult
to
look
at
when
you
think
think
in
terms
of
Public
Safety
and
the
office
of
community
safety,
so
I
think
it'd
be
important
as
we
do
these
quarterly
updates
to
fill
us
in
on
changing
positions,
new
positions-
or
you
know
how
some
of
these
existing
positions
may
look
different
in
the
future.
Yes,
ma'am.
Thank
you,
commissioner.
F
H
H
Minneapolis
emergency
communications
center
staff
asked
that
question
almost
2
000
times
a
day.
Mecc
the
heartbeat
of
the
city
provides
the
voices
that
are
always
heard,
but
the
faces
that
are
rarely
seen.
These
voices
provide
the
critical
link
between
Public
Safety
responders
and
the
communities
that
we
serve
in
the
City
of
Minneapolis.
H
H
H
H
H
H
H
H
Support
from
the
commissioner
was
instrumental
in
achieving
this
task,
and
these
increases
now
put
us
into
a
competitive
place
to
impact
finding
qualified
staff
ing
schedule.
Adjustments
and
Technology
will
be
the
factors
in
reducing
the
number
of
hours.
Staff
has
to
work
each
day
with
Staffing
having
the
most
impact.
H
While
trying
to
fill
these
open
seats
in
the
Dispatch
Center
were
noticed
in
another
trend,
there's
been
an
increase
in
total
call
volume
by
about
10
percent
compared
to
the
first
years
first
quarter
of
last
year.
Well,
there
are
many
contributing
factors
to
the
rising
calls.
We
see
some
of
the
most
significant
increases
in
Auto
thefts,
suspicious
vehicle
complaints
and
9-1-1
only
sell
calls
that
generally
unfile
involve
missiles
and
Hang-Ups
otherwise
known
as
pocket
dials
or
those
unable
to
give
detailed
information
and
disconnecting
more
than
95
percent
of
our
calls.
Now
come
from
cell
phones.
H
We're
working
on
our
top
three
priority
items:
Staffing
quality
assurance
and
Technology
to
Aid
Us
in
returning
to
pre-pandemic
levels
of
answering
those
calls.
Ninety
percent
of
the
time
within
10
seconds,
we'll
continue
to
evaluate
when
the
highest
volume
of
calls
come
into
the
center
and
adjust
our
staffing
as
we
can.
H
Since
joining
together
with
the
office
of
community
safety
department,
we
have
made
more
connections
with
the
community
than
ever
before,
partnering
with
MPD
and
other
office
of
community
safety
departments.
We
participated
in
over
23
events
included,
including
open
streets,
Community
connections
and
job
fairs,
just
to
name
a
few
greeting.
The
public
has
helped
the
community
learn
more
about
when
and
how
to
use
9-1-1,
but
just
as
important
is
allowed
us
to
learn
how
to
conserve
the
community
better
by
engaging
with
communities
from
all
parts
of
the
city.
H
H
Our
goals
for
2023,
the
stress
of
the
past
couple
of
years,
coupled
with
a
significant
staff
turnover,
have
left
the
department
with
a
low
morale.
2023
is
the
year
to
focus
on
healing
and
rebuilding
we're,
taking
the
lessons
from
the
past
difficult
days,
learning
from
them
and
moving
towards
goals
that
help
us
more
efficiently
serve
the
public.
H
We
continue
posting
and
interviewing
for
call
takers
with
classes
scheduled
to
start
again
in
August.
Three
to
four
more
classes
will
be
completed
by
the
end
of
the
year
over
this
next
quarter,
we'll
focus
on
continued
training
for
our
existing
staff
with
that
will
allow
us
to
have
two
to
five
more
call
takers,
fully
trained
as
police
and
fire
dispatchers
and
giving
a
few
weeks
rest
to
our
training
coaches
and
allowing
them
time
to
recalibrate
and
prepare
to
move
into
another
wave
of
ongoing
training
for
many
in
Minnesota.
H
C
H
H
H
The
peer
support
team
staffed
by
our
call
takers
and
dispatchers
is
providing
a
more
robust
present
for
the
Department
to
engage
all
staff
with
the
tools
for
mental
health,
launching
their
new
internal
webpage
on
May
1st
2023
they're,
already
strengthening
their
availability
to
our
team
by
using
mental
health
awareness
month
of
May.
To
make
a
strong
presence
known,
work
is
continuing
for
the
new
physical
space,
replacing
workstations
and
equipment
to
move
staff
into
this
location
by
the
end
of
first
quarter.
2024.
H
and
technology
is
changing
quickly
and
9-1-1
is
no
exception.
New
software
that
makes
entering
alarm
calls
more
automated,
improved
quality
assurance
evaluation
software
to
ensure
we're
giving
the
best
possible
service
and
reviewing
faster
methods
to
access
data
and
recordings
to
provide
a
more
substantial
statistical
information
are
all
being
reviewed
and
worked
on
in
the
upcoming
months.
A
H
Many
people
are
using
iPads
and
cell
phones
to
do
communication
and
to
learn
in
school,
and
you
have
to
be
able
to
type
and
talk
and
listen
all
at
the
same
time.
So
that
has
been
one
of
the
first
pieces
that
has
filled
many
of
our
applicants.
I
Here's
our
mission
statement.
I
would
like
to
start
these
Christians
presentations
with
our
mission
statement
because
it
does
ground
Us
in
exactly
what
it
is
that
we're
trying
to
do
for
you
all
and
for
the
community
we
are
active
in
five
main
mission
areas:
prevention,
mitigation,
response,
recovery
and
preparedness.
I
In
order
to
accomplish
those
five
main
missionaries:
we've
broken
these
Down
Under
Our
National
Standard
into
10
capabilities.
Each
of
these
10
capabilities
have
specific
performance,
metrics
associated
with
them,
so
I'm
just
going
to
go
over
a
very
high
level
and
talk
about
sort
of
how
they
sit
from
a
performance
standpoint.
I
I
will
tell
you
that
all
10
capabilities
are
currently
meeting
expectations
and
we'll
talk
about
how
we
make
that
evaluation
with
an
example
in
a
minute,
but
I'm
not
going
to
go
through
all
of
the
the
bits
and
pieces
through
each
of
one
of
these
capabilities.
But
we
will
touch
on
some
of
the
highlights.
I
I
watch
officer
capabilities
are
24x7
internal
entry
point
to
the
emergency
management
system,
so,
in
the
event
that
any
incident
command
or
other
organization
within
the
city
needs
us,
our
watch
officer
is
available
24x7.
In
order
to
facilitate
that,
if,
if
it
needed,
we
will
grow
that
watch
officer
out
into
a
fully
staffed,
Emergency,
Operations,
Center
and
right
back
down
to
the
watch
officer
based
on
what
the
needs
of
the
organization
are.
So
that's
a
very
important
component
of
our
of
our
of
our
program.
I
Over
the
last
few
weeks,
we've
been
working
with
the
state
and
our
regional
Partners
on
on
simply
flood
monitoring.
There's
been
a
by
two
two
times
a
week.
We've
had
a
state
level
call
that
we've
been
participating
in
not
so
much
that
we
get
a
lot
of
Overland
flooding
here,
although
we
get
a
little
bit,
but
we
are
a
resource
to
the
rest
of
the
state
and
to
the
region
in
the
event
that
we
are
needed.
So
that's
a
component
of
that
as
well.
I
Outdoor
warning
sirens
is
a
big
component
of
our
program.
We
own
all
of
the
outdoor
warning
sirens
in
the
city.
We
do
not
establish
and
set
them
off.
That's
a
Hennepin
County
function,
but
we
do
in
fact
own
the
infrastructure.
We
can
measure
the
performance
of
that
on
an
ongoing
basis
and
it
continues
to
function
as
designed.
I
would
notice
that
we
just
had
severe
weather
Awareness
Week
just
came
up
and
again
to
reinforce
with
you
and
with
your
residences
that
those
outdoor
warning
sirens
are
meant
to
be
heard
outdoor.
I
You
need
to
have
some
other
type
of
warning
device
like
a
weather,
radio,
that's
going
to
get
you
up
at
night
in
order
to
have
full
protection,
so
just
I'd
just
like
to
mention
that,
because
people
do
have
confusion
about
what
those
those
outdoor
warning
sirens
are
about
skipping
down
to
the
mitigation
program,
this
is
about
changing
our
physical
or
legal
environment
or
to
buy
down
risk
big
project
coming
up
in
our
mitigation
program
in
the
next
quarter,
we'll
be
working
with
Hennepin
County
to
update
that
county
level
mitigation
plan.
I
So
we
put
our
projects
into
that
broader
system
that
does
two
things
and
make
sure
that
we're
aligned
with
regional
mitigation
efforts,
but
it
also
creates
the
potential
for
mitigation
grants
should
they
be
available
in
the
future.
I
Our
company
of
operations
program
is
very
robust.
All
22
departments
within
the
city
have
a
an
established
continent
of
operations.
Business
continuity
plan
every
year.
We
review
those
plans
with
them.
We
do
training,
we
exercise
each
plan,
there's
a
a
Improvement
plan
developed
for
each
plan.
The
improvements
are
made
in
the
plan
is
certified,
so
we're
into
another
round
of
that,
and
that's
going
to
kick
off
in
Earnest
here
in
Q2
of
this
year
we
have
done
some
and
I
skipped
over
public
education.
I
We've
continued
to
do
public
education
Outreach
we're
into
our
second
round
of
what
we
call
ready
Camp,
which
is
something
that
we
can
reach
out
to
the
community
with
with
respect
to
preparedness
training.
That's
been
very
successful,
we'll
also
be
participating
in
the
upcoming
weekend
event.
What
I'm,
not
thinking
of
it,
ncr's
weekend
event
that
we
Community
connections.
Thank
you.
Sorry
about
that.
I
Obviously,
that
that
brain
system
isn't
performing
a
completely
up
to
function
here,
but
the
rest
of
this
is
I
can
I
can
commit
to
that.
So
so
that's
that's!
Where,
with
that
set
not
to
move
operations
is
repeated
here,
our
Emergency
Operations
Center.
We
continue
to
do
training
and
exercising
around
that.
That's
something
that
we
do
on
an
ongoing
basis.
I
Recovery
we've
been
exercising
our
disaster,
damage,
assessment
team
and
updating
that
so
that
we're
ready
for
storm
season
should
we
need
to
do
any
type
of
debt
damage
assessment
that
damage
assessment
is
our
key
to
applying
for
and
potentially
receiving
state
or
federal
Grant
resources
through
the
Stafford
Act
disaster,
employee
assistance
program.
That's
how
do
we
account
for
our
staff?
Should
there
be
some
type
of
disaster,
one
of
the
big
components
that
we
just
launched
and
we
want
to
make
sure
that
we
publicize
is.
I
We
have
of
city-wide
training
about
a
half
hour.
Training
we'd,
like
everyone
to
take
just
the
basics
of
have
a
plan.
Have
a
kid:
have
a
Communications
system,
the
more
resilient
our
Workforce
is
the
more
resilient
our
city
is,
so
we
really
want
to
push
that
out
to
everybody.
We've
got
about
40
percent
participation
right
now.
We've
got
two
months
to
go,
so
we
want
to
make
sure
we
hit
100
of
city
employees
by
the
end
of
June.
That
is
our
objective,
and
last
is
our
cache
operations.
I
This
is
something
that
we
work
on
an
ongoing
basis
and
I'll
show
you
some
pictures
in
just
a
moment
about
this.
We
have
several
equipment
caches
that
we
manage,
one
of
which
we're
familiar
with
is
our
respiratory
protection,
so
our
n95
cache
that
we
used
and
deployed
during
the
pandemic.
We
also
have
a
special
needs:
Mobility
cache.
How
can
we
help
people
move?
Who
are
not
able
to
be
moved
without
equipment?
I
That
grew
out
of
a
an
evacuation
of
a
nursing
home
in
Moorhead
a
number
of
years
ago,
but
we
make
sure
that
we
have
enough
Wheelchairs
and
canes
and
skeds
and
things
to
make
sure
that
we
can
move
people
who
have
otherwise
trouble
moving
in
a
in
an
expeditious
way.
We
also
have
a
small
animal
Sheltering
cache.
We
can
expand
the
small
animal
shelter
up
to
500
pets.
We
may
have
made
sure
that
we
take
care
of
people's
companion
animals
if
we
expect
them
to
evacuate
or
otherwise
leave
their
home.
So
we
meet
you.
I
We
have
that
type
of
capability
and
those
are
all
Deployable
Across,
the
Nation.
These
are
Grant
funded.
We
are
the
stewards
of
these
things
not
only
for
the
benefit
of
our
residents,
but
the
nation
as
a
whole
and
I'll
show
you
a
picture
of
that
in
just
a
moment
here.
So
those
are
the
10
capabilities
that
we
use
in
order
to
meet
those
five
main
mission
areas.
I
can
show
you
in
quarter.
One
we've
looked
at
each
of
these
from
an
outcome
measurement
standpoint
and
they
all
continue
to
meet
expectations.
I
Here's
how
we
know
that
and
I'm
not
going
to
go
through
each
of
these.
This
is
really
just
one
slide
out
of
a
out
of
an
analysis
that
we
do
monthly.
So
for
each
of
these
capabilities,
we've
established
a
set
of
performance
indicators
from
that
pool
of
performance
indicators.
We
have
extracted
what
we
call
the
key
performance
indicators,
so
these
are
the
ones
that
would
give
us
sort
of
that.
Those
critical
vital
signs
for
this
particular
capability.
I
What
are
the
things
that
we're
watching
just
to
make
sure
we
know
that
performance
is
up
to
date
and
we
assess
this
Based
on
data
every
month,
so
some
systems
we
get
data
on
a
continuous
basis
like
the
siren
system,
are
tested
practically
daily,
but
certainly
weekly,
unpractical
sense.
Other
things
that
we
do
like
the
Emergency
Operations
Center.
We
only
use
when
we
use
them,
so
we
have
to
do
an
exercise
or
a
test.
So
that's
where
we
gather
the
data
associated
with
each
of
these.
I
So
you
can
see
that
this
has
a
number
of
of
metrics
and
what
we
do
is
we
look
at
the
sort
of
the
greater
weight
of
those
metrics
and
say
Yes.
Does
this
meet
expectations?
Does
it
not
meet
expectations?
These
are
the
expectations
right
and
that's
what
clips
into
our
employee
reviews
as
well
in
my
review
are.
If
these
are
meeting
expectations,
then
the
employees
who
are
doing
this
work
is
meeting
expectations
and
everybody
is
good,
so
it
all
links
it
all
links
together.
Was
there
a
question
on
this
council
member.
I
I'm
not
going
to
go
deep
in
training
and
exercises.
It's
been
a
big
component
of
what
we
do
we'll
talk
about
that
at
the
next
Nims
reset
update
I
believe
it
will
be
in
June
before
Committee
of
the
whole,
but
we
have
a
a
series
of
training
and
exercises
that
we
do
just
for
the
capabilities
that
we're
responsible
for
on
other
duties
as
a
sign
basis.
I
We're
doing
all
this
other
Nims
reset
training
as
well
over
the
course
of
the
next
18
months,
and
all
of
that
is
proceeding
basically,
according
to
plans
I'm
not
going
to
go
through
the
details
of
that,
but
you
can
see
that
there's
a
regular
rhythm
and
pulse
to
the
training
and
exercises
that
we
do
for
some
of
these
capabilities.
This
is
our
only
opportunity
if
we
don't
actually
use
that
to
assess
whether
or
not
the
system
is
performing
as
we
expect
it
to
here's.
Just
an
example.
I
This
is
our
cash
exercise,
so
this
is
one
of
this
is
what
you're
seeing
here
is.
Is
our
our
equipment
warehouse
for
all
these
cash
supplies
are
stored
and
we
simulated
last
month
a
deployment
of
a
particular
set
of
resources
out
of
that
cache,
so
all
the
way
from
the
paperwork
being
filled
out
to
loading
the
trucks
and
then
putting
it
back
where
it
belongs.
So
we
simulated
that
and
actually
went
out
and
do
that
and
you
can
see
our
team
working
with
the
equipment
there
in
the
warehouse.
So
this
was
a.
I
This
is
what
we
call
functional
exercise,
so
we're
actually
moving
real
resources
and
time,
as
opposed
to
tabletop
exercises,
mostly
discussion
based,
but
we
like
to
make
sure
that
we
can
actually
do
this.
Our
commitment
is
to
get
it
to
the
dock
Edge
and
then
whoever
we're
deploying
it
to
will
provide
a
truck
and
we'll
load
it
up
and
and
out
it'll
go,
but
we
want
to
make
sure
that
it
comes
back
and
it's
accounted
for
and
that
comes
back
in
so
that
can
be
redeployed
again.
G
You,
madam
chair
yeah,
this
is
actually
more
of
a
technical
question,
I
think
and
it's
related
to
our
emergency,
whether
it's
Sirens
or
radio,
there's
kind
of
this
new
trend
with
electric
vehicles
are
not
including
AM,
radio,
anymore
and
I'm
old
enough
to
have
been
a
college
DJ
on
am
when
we
had
to
shut
down
at
Sunset,
because
AM
radio
bounces
off
of
the
atmosphere
at
night
and
can
I
mean
it's
like
a
really
critical
piece
of
emergency
communications,
infrastructure
and
I.
G
Don't
know
a
lot
of
people
who
own
am
radios
outside
of
their
car
anymore
and
eventually
those
am
radios
are
going
to
go
away.
So
that's
like
question
one
is:
how
are?
Is
this
probably
like
a
federal
government
question
around
how
emergency
communications
are
going
to
happen
in
the
world
without
AM
radio?
And
then
my
second
question,
which
is
kind
of
related
in
that
you
know
this
kind
of
evolving
technology.
Space
platforms
like
Twitter,
have
been
one
of
those
go-to
platforms
for
Community
or
emergency
communications,
but
from
a
number
of
administrations.
G
Our
agencies
and
we've
seen
with
the
new
ownership
of
Twitter,
like
channels
like
NPR,
have
pulled
out,
and
now
the
the
reliability
of
that
as
a
platform
to
get
emergency
communications
out
is
really
in
Jeopardy.
Do
we
are
we
thinking
about
those
evolving
technical
realities
when
we're
thinking
about
an
emergency
and
how
we're
communicating
with
our
constituents.
I
Madam,
chair
council,
member
I
think
the
answer
is:
yes,
we've
been
tracking
the
issue
with
respect
to
radio.
For
some
time,
we've
had
conversations
over
years
with
kbem,
which
is
the
radio
station
The
Jazz
radio
station
that
that
Minneapolis
public
schools
owns
about
partnering
with
them
they're
one
of
the
few
radio
stations
that
actually
has
somebody
in
the
studio
anymore,
whereas
most
of
them
are
taped
right.
So
you're
not
going
to
be
able
to
call
up
somebody
and
get
on
the
air
immediately.
I
They
have
more
flexibility
around
that
we've
had
those
conversations
off
and
on.
We
did
some
research
on
this
and
found
that
folks
really
prefer
to
use
their
phone
and
so
I
think
a
lot
of
the
alerting
technology
seems
to
be
driving
in
the
direction
of
the
phone
but
I'm
holding
in
your
Camp
council
member
I
think
that
sometimes
the
simplest
technology
is
the
best,
and
you
know
we
maintain
old
radios
in
fact
for
well,
actually
just
got
rid
of
that.
I
We
had
a
plain
old
telephone
line
in
our
house
as
well,
but
that's
every
time
you
connect
with
one
of
those
robot
plus
Technologies
you're,
taking
a
little
bit
more
risk.
So
the
answer
to
the
question
is
yes:
we're
tracking
that
and
I
agree
that
that
trend
is
probably
not
better,
particularly
in
Mass
evacuations,
where
you're
going
to
have
to
communicate
with
people
who
are
on
the
move.
With
respect
to
Twitter.
That's
something!
That's
more
of
a
Communications
professional
issue.
I
L
Good
afternoon,
chair
Vuitton
members
of
the
committee,
this
is
our
fire
and
it
will
be
quick,
but
before
I
get
to
our
first
quarter.
I
want
to
preface
this
by
letting
you
know
that
when
I
became
the
fire
chief
in
December
of
2020
I
took
over
a
department
that
was
still
in
the
midst
of
the
pandemic,
a
few
months
removed
from
civil
unrest
and
low
in
Staffing,
and
so
we
embarked
Upon
A
Five-Year
Plan
to
create
what
I
call
a
21st
century
fire
department.
L
We
spent
2021
kind
of
preparing
the
infrastructure.
If
you
will
to
make
that
recovery,
that
involved
getting
a
civil
service
list
together,
so
that
we
could
hire
people
again.
We
hadn't
been
able
to
hire
over
the
pandemic.
It
involved
bringing
back
the
EMS
Pathways
Academy.
It
involved
re-looking
at
how
we
handle
our
employee
assistance
program
and
mental
health
services
and
a
couple
of
other
things,
and
so
it
was
a.
L
L
L
It
starts
out
with
the
MFD
EMS
Pathways
Academy.
We
have
a
class
going
right
now
of
20
students
and
they
should
be
well
I'll
say
that
for
the
second
quarter
we
were
able
to
finally
launch
and
open
the
Mari
safe
stations,
opioid
peer
recovery
project,
that's
operating!
Thank
you!
L
I'm
reading,
right
now,
out
of
Fire
Station
14
in
partnership
with
the
Twin
Cities
recovery
project
and
and
our
other
partners,
and
so
far
it's
looking
good.
It's
a
kind
of
building
momentum.
The
engine
10
pilot
program
is
something
that
we
were
also
able
to
launch
in
this
first
quarter.
L
Our
downtown
Corridor
is
really
you
know,
overrun
and
very
busy
with
Rising
amounts
of
emergency
incidents,
and
so
we
added
another
engine
to
the
downtown
Corridor
on
a
pilot
basis
to
really
collect
the
data
to
see
if
the
data
supports
making
that
a
permanent
addition
we're
currently
not
using
overtime
or
anything
to
to
staff
that
engine.
L
But
whenever
we
have
three
extra
firefighters
in
service
above
our
minimum
Staffing
of
102,
we're
Staffing
engine
10
and
then
collecting
the
data
on
those
runs,
we
were
able
to
do
our
fire
cadet
class
it'll
be
our
third
class.
We
actually
did
three
over
the
course
of
the
past
year.
L
Our
current
class
has
23
fire,
Cadets
they've
all
gone
through
the
process
and
gotten
all
of
their
certifications
already
that
they
need
to
be
firefighters,
and
so
now
we
are
working
on
just
really
increasing
their
proficiency
and
teaching
them
the
Minneapolis
way
of
fighting
fires.
L
We
do
some
things
that
that
are
not
necessarily
taught
in
the
you
know
in
the
National
curriculum
and
that's
what
makes
us
a
better
fire
department,
I
would
say,
but
they
are
scheduled
to
graduate
on
June
23rd
and
will
join
the
Minneapolis
Fire
Department
as
firefighters
on
June
26th,
that's
important,
because
that
will
not
only
complete
our
recovery
from
where
we
were
and
when
I
took
over
in
2020,
we
were
down
to
about
385
395
Fighters
out
of
our
allotted
419.
L
When
these
firefighters
come
out,
we
will
be
at
4
43,
and
that
is
due
to
the
safer
grant
that
we
received,
which
is
also
accomplishment
from
this
past
year.
That
will
be
our
highest
number
of
Personnel
in
about
two
decades.
Leadership.
Development
is
something
we've
also
done
right
now
our
captains
are
going
through
a
leadership
development
course
we're
investing
in
our
employees
to
to
build
up
their
leadership
skills
so
that
they,
you
know,
will
sometimes
be
able
to
take
over
this
department
or
other
departments
in
the
future.
L
Or
you
know,
even
if
they
don't
decide
to
be
the
fire
chief,
be
able
to
be
effective
leaders
in
the
department.
We
have
a
Chiefs
cohort
that
is
set
to
begin
in
the
third
quarter.
We
completed
our
Battalion
Chiefs
promotional
process
and
I'm
proud
to
say
that
we
just
promoted
two
new
Battalion
Chiefs
they're,
going
to
start
on
Sunday
in
their
new
roles
and
also
we've
just
completed
the
RFP
process
for
specific
Mental
Health
Services.
L
We
are
going
to
contract
with
a
company
that
is
specializes
in
providing
Mental
Health
Services
to
First
Responders.
What
we
found
in
the
past
is
that
working
through
workers
comp
to
get
those
services
can
be.
You
know
pretty
tough
to
do,
and
so
by
Contracting,
for
these
Services
directly
I
think
we'll
be
able
to
provide
a
much
better
service
to
our
members,
and
that
was
part
of
our
redesign
of
our
EAP
services,
and
so
I
will
move
on
to
quarter
number
two
for
the
upcoming
quarter.
L
We
talked
about
the
fire,
cadet
class,
graduating
and
I
will
be
sending
invitations
out
to
all
of
you.
It
is
a
Friday,
so
hopefully
it's
not
the
same
Friday
as
the
council
meeting
that
happens
to
us
from
time
to
time,
but
I
hope
you
can
attend
our
EMS
Pathways
graduate
our
Academy
class
will
be
graduating
in
the
second
quarter
and
we
will
begin
moving
them
along
the
pathway
from
being
interns
to
actually
obtaining
employment
in
the
EMS
Field,
both
firefighter
EMTs
and
EMT
dispatchers.
L
We
will
complete
the
fire
Captain's
promotional
process,
which
has
just
begun.
That
process
starts
out
with
actually
classroom
work
to
get
the
certifications
that
they
need
to
be
a
captain
followed
by
the
civil
service
test
that
civil
service
test
is
scheduled
to
take
place
in
late
June
we're
going
to
advance
our
technology
upgrade
of
our
incident.
Reporting
System,
you
guys
were
a
gracious
enough
to
give
us
funding
to
accomplish
that
last
year,
and
so
that
process
is
ongoing.
L
I
believe
we've
got
a
contract
in
place
and
I.T
is
you
know,
they're
doing
their
thing
working
through
that
and
getting
ready
to
put
that
in
place
and
finally,
I'm
hopeful
I
can't
guarantee
this
one,
because
I
don't
have
any
control
over
it,
but
hopefully,
in
the
second
quarter
we
will
secure
bonding
for
the
eotf
expansion
to
add
specialized
rescue
props,
to
allow
us
to
train
for
that.
L
Urban,
search
and
rescue
training
specialized
rescues,
such
as
building
collapses,
trench,
collapses
below
grade
rescues
and
high
angle
rescues,
and
those
type
of
things
so
very
excited
about
that
and
hopeful
that
that
will
come
through
I
did
receive
some
binding
for
that
not
last
year
but
the
year
before,
I
believe,
and
so
even
if
we
don't
receive
the
bonding
to
do
the
complete
project
as
we
envision,
we
do
have
some
binding
to
at
least
start
the
project.
If,
for
some
reason,
this
bonding
doesn't
come
through
foreign.
L
Staffing,
as
I
mentioned,
is
a
450.
It
was
455
when
I
did
the
slide.
Actually
I
had
my
one
of
my
community
risk
reduction
officers
come
in
last
Wednesday
and
say:
Chief
today
is
my
last
day,
so
it's
actually
4
54.
Now
we
do
have
some
other
pending
retirements,
that
we
expect
as
well
as
some
separations
due
to
injury
that
are
probably
gonna
happen,
but
we're
still
in
a
very
good
place.
L
As
far
as
meeting
our
NFPA
standards,
we
have
a
National,
Fire,
Protection
Association
standard,
it's
called
fire
NFPA
standard
1710
and
it
involves
response
times,
and
so
that
standard
is
that
the
initial
rig
on
scene
will
arrive
within
five
minutes
on
any
emergency,
90
of
the
time,
five
minutes
or
less
ninety
percent
of
the
time
for
those
code,
three
incidents
which
are
lights
and
Sirens
we're
way
under
that
right
now
we
met
that
standard
59
of
the
time
in
in
the
first
quarter,
we're
already
looking
better
in
the
second
quarter.
L
I
would
remind
you
that
the
first
quarter
is
winter,
so
that's
always
our
worst
quarter
and
with
the
snowfall
we
had
this
year,
it's
even
worse
than
normal,
but
our
average
response
time
for
all
of
those
incidents
was
541,
so
we're
about
41
seconds
off
of
that
standard,
and
so
we
work
to
to
continually
try
to
bring
that
down.
L
And
that
is
the
end
of
my
presentation.
Does
anybody
have
any
questions
council.
G
Will
come
through,
but
my
question
is:
around
this
winter
I
had
a
lot
of
constituent
Outreach
worried
about
Station
15
that
actually
happens
to
be
the
station.
Next
to
my
house,
they
were
worried
that
it
was
shut
down
for
a
day.
We
were
able
to
talk
about
it
and
it
was
a
bunch
of
folks
out
on
covid.
G
It
wasn't
the
station
down,
but
you
did
have
to
pull
off
of
an
engine.
It
wasn't
the
full
capacity
of
the
station,
but
I'm
curious
around
the
you
know
whether
it's
the
FTE
count
or
even
just
how
you're
managing
those
kind
of
shifts
in
Staffing
and
how?
How
frequently
are
we
doing
like
after
actions
when
it
comes
to
our
current
Staffing
model
and
ensuring
that
we
don't
lose
that
type
of
capacity
and
then
maybe
a
additional
follow-up
question
to
that
is
when's.
G
L
So
actually,
I
can't
tell
you,
as
the
last
time
we
bought
a
new
station
online.
It
certainly
predates
my
career
in
probably
a
couple
of
careers
before
me.
We've
been,
you
know
steadily
decreasing
stations
this
adding
engine
10.
If
we
do,
it
will
be
the
first
add-on
in
in
quite
some
time
other
than
adding
on
a
couple
of
ladders,
one
of
which
was
ladder,
seven,
so
yeah,
it's
something
we
look
at
and
think
about
all
the
time.
L
I
am
happy
to
report
that
at
the
level
that
we
are
now
with
Staffing,
I
I,
wouldn't
foresee
that
happening
anytime
again
in
the
near
future.
Again,
we
were
that
way
under
our.
You
know,
authorized
strength
at
that
time,
probably
around
383.90,
but
at
the
level
that
we're
at
now
I
would
expect
that
that
wouldn't
be
an
issue.
D
Thank
you,
madam
chair
Chief,
just
a
comment,
a
question.
Thank
you.
So
much
for
understanding
the
mental
health
needs
of
your
firefighters,
I
can
only
imagine
the
trauma
that
they
see
when
they're
on
scene
at
accident
or
a
fire.
So
thank
you
for
doing
that.
Thank
you
and,
and
then
the
question
I
have
is
with
projected
growth
in
residents
and
downtown.
Would
you
foresee
a
need
for
another
station
in
downtown
I.
L
Do
as
a
matter
of
fact,
I've
already
put
in
a
request
to
reclaim
fire
station
10
once
the
MPD
moves
out
of
there,
it
would
require
some
some
renovation
in
order
to
make
it
where
the
floor
could
support
apparatus
again,
but
it
would
be
a
lot
cheaper
than
building
a
new
station
and
it's
already
strategically,
you
know,
situated
in
a
place
that
would
be
good
for
our
response
in
that
area.
So
I've
already
made
that
request
to
Property
Services.
It
hasn't
really
gone
far
yet.
L
A
K
L
Are
correct
yes,
but.
K
Regardless
it
sounds
like
you're
saying
it's:
the
highest
number
of
Personnel
in
two
decades,
I
think
the
challenge
is,
and
a
little
bit
toward
rainville's
comment
about
the
growth
of
downtown,
but
I
understand,
there's
twice
as
many
calls
as
there
were
30
years
ago.
But
what
you're
saying
is
we
have
roughly
the
same
number
of
staff
so
just
how?
How
will
we?
What
are
your
plans
to
address
that
right?
I,
don't
think
that
you
I,
don't
I
know
that
you
don't
think
that
59
meeting
our
targets
is
acceptable.
Nope.
L
I'm
glad
you
asked
so
and
I'm
curious.
K
L
So
I'm
glad
you
asked
that
it's
part
of
The
Five-Year
Plan,
which
I'm
I'm
happy
to
share
with
you
guys
I
also
have
a
10-year
Staffing
plan
in
there
to
actually
try
to
increase
our
Staffing
component
by
another
45
of
firefighters
over
the
next
10
years.
I,
don't
anticipate
I'll,
be
here
10
years
to
see
it
through,
but
I'd
like
to
get
us
on
the
path
you
know
the
original
was
60.
The
first
15
we've
accomplished
and
we
hope
to
continue
to
add,
as
over
the
years
in
three
to
four
year
increments.
L
So
yeah
no
entertain
is
not
going
to
be
enough.
Reducing
runs
is
really
not
an
option
unless
we
reduce
service,
in
other
words,
just
stop
doing
things.
Our
biggest
level
of
service
for
runza's
is
our
EMS
calls.
Those
are
the
ones
that
keep
Rising.
The
fires
are
actually
pretty
steady.
Our
rescues
are
pretty
steady.
It's
the
EMS
costs
the
emergency
medical
cause.
They
keep
Rising.
So
we
did
look
at
some
different
models
about
maybe
trying
to
create
a
BLS
Ambulance
Service
that
didn't
work
out.
L
It
would
require
the
cooperation
of
the
current
ambulance
services
and
that
didn't
materialize,
and
so
really
increasing
Staffing
and
increasing
Riggs
is
really
our
only
way
to
kind
of
even
that
out,
but
runs
continue
to
rise
every
year.
By
about
two
to
three
thousand
runs
a
year.
K
So
if
I'm,
if
I
may
Madam
chair,
I,
appreciate
your
bringing
in
Hennepin
Ems
for
a
presentation-
and
you
were
there
for
that
presentation,
so
we
MFD
is
not-
is
no
longer
pursuing
potentially
doing
transport
only
kinds
of
calls.
K
L
They
came
to
the
conclusion
that
they
were
going
to
provide
so
okay.
K
And
then
my
understanding
was
that
your
10-year
goal
was
to
staff
four
firefighters
per
apparatus,
yes,
and
that
that's
what
the
increase
in
the
ftes
were.
Yes,
but
it
also,
then,
is
going
to
increase
the
number
of
apparatus.
If
I'm
saying
that
correctly,.
L
It
could
it's
something
that
we
kind
of
have
to
balance
along
the
way.
Honestly,
the
four
firefighters
on
the
rig
is
probably
most
important
to
me.
It
makes
the
operations
safer.
L
All
of
our
Sops
are
really
based
upon
having
four
firefighters
on
the
rig
and
that's
the
NFPA
standards
so
but
but
I
do
also
know
that
we
may
need
to
add
more
rigs
is,
is,
you
know,
runs
increase
if
they
continue
to
increase
at
this
rate,
but
that
also
could
then
odd
to
the
number
of
firefighters
we
may
need
if
we're
going
to
also
meet
that
four
people
on
the
rig
so
right
now
the
goal
is
to
get
the
four
people
on
the
rig
and
that's
why
we're
seeking
that
additional
60
over
10
years,
15
of
which
we
have
already.
L
But
you
know
it's
it's
10
years.
You
know
it's
tough,
to
really
put
it
forth
a
10-year
plan
and
not
have
to
adjust
it
over
10
years,
but
right
now
that
is
the
plan.
K
Thank
you,
you
know,
as
you
know,
wellness
and
PTSD
support
services
is
really
important
to
me.
Something
I've
worked
on
in
collaboration
with
the
police
department
for
a
number
of
years
and
I'm
curious.
What
are
the
kinds
of
things
that
will
help
you
get
to
a
better
place
in
terms
of
support
of
your
employees,
yeah.
L
So
I
think
we're
moving
that
way.
We
actually
didn't
receive
extra
money
in
our
budget
for
that
we're
going
to
put
that
request
through
again,
but
we
did
prioritize
it
and
just
carve
it
out
of
our
base
budget
for
this
year.
So
what
we
will
be
getting
with
this
contract
is
number
one
resilience
training,
but
we
will
also
get
personal
check-ins
from
psychologists
for
every
member,
we'll
also
get
personal
check-ins
from
the
Chiefs
and
also
kind
of
a
separate
training
for
the
Chiefs
to
teach
them.
L
How
to
you
know,
manage
their
members
and
look
for
signs
of
distress,
but
in
the
and
really
most
of
it
is,
is
there
to
try
to
Stave
off
people
getting
to
where
they
get
to
PTSD,
but
if
they
do
there's
also
a
component
where
they
will,
you
know,
move
them
into
that
treatment
and
so
that
you
know
they.
We
don't
get
to
the
point
where
we're
losing
members
for
PTSD.
L
Certainly
we
haven't
lost
as
many
as
the
police
department
has,
but
we
have
lost
a
few
and
you
know
they're
pretty
serious
cases,
but
PTSD
is
treatable.
If
you
get
to
it,
you
know
if
you're
able
to
identify
it
and
get
to
it
right
away.
We've
had
a
couple
of
success
stories.
We've
lost
some,
but
we've
also
had
a
couple
of
success
stories
of
people
who
have
sought
out
that
treatment
and
gone
through
it
and
were
able
to
return
to
work.
L
But
you
know
you
really
do
have
to
get
them
in
there
early
and
you
have
to
make
it
easy
for
them
to
access.
You
know,
people
that
are
in
that
state
of
mind,
really
don't
have
the
capacity
to
advocate
for
themselves.
You
know
and
and
even
if
it
just
means
picking
up
a
phone.
Sometimes
so
you
know
you
really
have
to
be
able
to
make
it
easy
to
access
and
and
sometimes
even
hold
their
hand
to
get
them
to
where
they
need
to
go.
K
You're
understand
you're
working
on
it
too,
so
I
also
just
wanted
to
name.
You
said
it
a
little
bit
softer
than
I
would
have
that
it
was
not
in
the
mayor's
budget.
Last
year,
though,
it
was
a
request.
A
hundred
and
sixty
thousand
dollars
for
mental
health
support
services
for
the
fire
department
and
I
understand
you
might
be
looking
for
that
again.
Is
there
anything
I.
K
Is
there
are
you
willing
to
share
what
will
be
your
priorities
in
terms
of
an
ask
for
the
budget
for
this
year,
like?
What
are
your
new
asks?
Yeah.
L
So
one
of
our
priorities
is
the
black
say.
Our
top
priority
is
the
mental
health
services.
I
also
would
like
the
mayor
and
the
council
to
look
at
our
overtime
budget.
It
was
slashed
in
half
back
when
covet
hit,
and
it
was
really
under
budgeted
then,
and
also
we
need
to
still
do
some
technology
upgrades,
but
one
of
those
is
the
station
alerting
system
that
we've
been
discussing,
we're
going
to
put
in
a
request
for
that
also.
A
Thank
you.
Thank
you.
Chief
I
just
have
a
quick
comment.
I
want
to
publicly
thank
you
for
that.
Elevator
emergency.
We
had
last
week
at
the
Lowry
Tower.
We
I
got
an
email
from
a
woman
named
Mary,
who
was
just
so
thankful
for
you
and
Station
14
coming
and
fixing
it
right
away.
That's
a
really
tall
building,
it's
technically
in
Ward
five,
but
I.
Think
people
think
it's
Ward
four,
because
it's
on
lottery
and
they
had
an
elevator
emergency
and
a
fire
alarm
and
a
bunch
of
alarms
started
going
off.
A
So
people
were
really
scared
because
they
didn't
know
if
they
could
get
down
and
our
wonderful
fire
chief
went
over
right
away
handled
it
and
everyone
got
out
safely
and
the
Panic.
You
know
it
eased
a
lot.
I
got
the
the
calls
saying
thank
you
later
in
the
evening.
So
thank
you
so
much
Chief
and
station
14.
L
A
A
M
M
Any
elevators
recently
so
recognizing
that
my
colleagues
have
had
a
lot
of
great
things
to
say
and
I
do
as
well.
I
also
heard
the
chief
mention
five
minutes
or
less
I
can't
promise
that,
but
I
will
do
my
best
to
speed
through.
M
You
so
just
real
quickly
interim
a
director
of
neighborhood
safety,
Josh
Peterson
I'm
standing
here
before
you,
but
I
also
want
to
acknowledge
our
wonderful
staff
team,
who
do
a
really
great
job.
Here.
We've
got
etrophic
Burnett
from
our
team
here
and
a
whole
bunch
of
other
folks
who
do
a
great
job
and
a
bunch
of
great
Community
Partners.
So
this
work
is
not
just
me.
M
This
is
a
whole
host
of
folks
doing
really
important
work,
so
I
want
to
start
real
briefly
talking
about
what
is
neighborhood
safety
recognizing
that
I
think
this
is
the
first
formal
presentation
we've
done
to
council
since
the
government
structure,
change
and
so
I
think
that
there
may
be
some
questions
around
office
of
violence,
prevention,
neighborhood
safety.
What
all
that
means
so
I'm
just
going
to
talk
very
briefly
about
that.
M
So,
prior
to
2023,
the
city's
Public
Health
oriented
violence
prevention,
intervention
work
was
housed
in
the
office
of
violence
prevention,
which
was
a
division
within
the
health
department
and,
as
part
of
the
government
restructure
in
January
2023.
What
was
the
office
of
violence?
Prevention
in
the
health
department
became
the
neighborhood
safety
department
in
the
office
of
community
safety.
The
office
that
you
see
here
so
essentially
what
was
ovp
is
now
neighborhood
safety,
but
neighborhood
safety
is
not
just
the
old
off
the
violence
prevention
work.
It
also
includes
the
behavioral
crisis
response
work
as
well.
M
I
know
that
came
up
a
little
bit
earlier,
I'm
happy
to
delve
into
that.
If
there
are
questions
about
it,
but
just
recognizing
that
that
work
is
a
part
of
neighborhood
safety,
but
we're
also
taking
a
really
sort
of
intentional
thoughtful
approach
to
that
transition
throughout
the
year.
Recognizing
that
there's
a
lot
of
great
work
that
has
been
done
and
is
being
done,
and
we
want
to
make
sure
that
we
can
honor
that
work
in
entrance.
You
know
in
a
way
where
the
transition
is
is
Meaningful
and
thoughtful.
M
I'm
not
going
to
dig
too
deep
into
this
overview,
because
I
think
you've
heard
me
talk
about
this
before,
but
again
just
sort
of
reiterating
that
that
what
is
now
neighborhood
safety,
the
work
of
neighborhood
safety
was
formerly
the
work
of
office
of
violence
prevention,
and
that
really
is
about.
How
can
we
use
Public
Health
approaches
to
reduce
the
impact
of
violence
on
our
communities
and
thinking
both
Upstream?
M
M
Foreign
and
again
I've
talked
about
our
approaches
in
the
past,
so
I'm
not
going
to
really
dig
too
deep
on
this,
but
just
recognizing
that
part
of
what
we
do
is
we
work
to
replicate
strategies
that
have
been
shown
to
be
effective
through
evidence
in
research
that
have
been
used
across
the
country.
M
So
that's
a
jumping
into
updates.
We've
got
a
whole
bunch
of
initiatives,
I'm
going
to
just
sort
of
walk
through
a
few
initiatives
and
some
things
that
we've
done
in
quarter
one
and
then
some
things
that
we
have
coming
up
for
quarter
two
here.
M
So
the
first
one
I
want
to
talk
about
is
our
violence,
prevention,
Community
Champions.
This
is
part
of
a
grant.
We
have
from
the
Centers
for
Disease
Control
and
prevention,
a
five-year
Grant.
We
are
one
of
eight
sites
across
the
country
who
receive
this
competitive
Grant
and
a
portion
of
this
is
about.
How
can
we
support
community
members
who
want
to
play
an
active
role
in
violence
prevention
with
some
training
skills
and
resources?
M
And
so
during
quarter
one
we
held
our
first
alumni
Gathering
as
well,
where
we
got
our
Champions
who'd
gone
through
trainings,
together
to
work
towards
our
building
that
cohort
connecting
to
some
volunteer
opportunities
around
violence
prevention,
so
coming
up
in
Quarter
Two
in
about
10
days.
Here
we
have
our
next
foundational
Institute
Training
on
May
13th.
If
there
are
folks
who
are
interested
in
that
we've
got
space
available
still
in
that
training
and
then
in
June
we've
got
a
spotlight
training
planned
on
violence,
impacting
the
two-spirit
lgbtqia
plus
community.
M
Next
up
you've
heard
me
talk
about
this.
Is
our
hospital-based
violence,
Intervention
Program,
just
a
couple
of
quick
updates
in
quarter
one
we
were
able
to
expand
Next
Step
Services
to
Children's
Hospital,
it's
obviously
tragic
and
heartbreaking
that
we
need
something
like
next
step
in
a
children's
hospital.
M
Incumbent
Quarter,
Two
next
step
is,
has
been
around
for
a
while
and
is
a
pretty
sort
of
it.
It
operates
as
it
operates,
and
so
in
Quarter
Two
we're
just
really
going
to
continue
to
provide
ongoing
services
to
survivors
of
violence
who
show
up
to
any
one
of
the
four
partner
hospitals,
our
Minneapolis
strategic
Outreach
initiative.
That's
our
violence,
interrupter
initiative,
a
couple
of
highlights
from
quarter
one,
the
first
thing
in
quarter
one.
We
focused
a
lot
on
training,
so
training
the
violence.
Interrupters
is
really
key
for
us.
M
We
work
with
a
national
actually
Global
technical
assistance
provider
called
cure
violence.
They
originated
the
Cure
violence
model
and
they
support
this
work
across
the
world.
So
we
brought
them
into
town
to
do
violence,
Interruption,
reduction,
certification,
training
for
violence
Interrupters.
Here
we
also
launched
a
new
debrief
tracking
tool.
M
Now,
in
Q2,
we've
got
six
contracted
organizations
who
are
operating
violence,
interrupter
teams
across
the
city
and
then
we're
also
working
on.
Actually,
we've
started
this
because
we're
in
Q2
now
some
additional
training
for
those
teams,
both
around
program
management
training
so
for
the
leadership
of
the
organizations
and
then
also
some
training
that
The
Interrupters
have
asked
for
around
CPR.
First
aid
and
Narcan
our
community
Navigator
team.
So
that's
a
team
that
started
with
MPD
a
number
of
years
ago
and
then
was
transitioned
to
our
office.
M
You
know
more
recently
that
team
continues
to
support
community
members
and
also
continue
to
really
work
to
promote
trust
between
community
and
the
city's
comprehensive
Community
Safety
Systems
as
a
whole.
But
a
couple
things
I
want
to
highlight
from
q1
that
stood
out.
Our
Navigators
have
played
a
role
in
helping
train
the
new
MPD
recruit
classes
and
in
q1
did
that
both
they
provided
training
on
lgbtqa
plus
considerations
and
also
a
training
on
domestic
violence
and
recognizing
and
responding
to
domestic
violence.
M
So
that's
been
a
great
way
for
folks
on
our
team
to
connect
with
the
new
recruit
classes
and
with
MPD
to
sort
of
share
some
wisdom
and
some
knowledge
coming
up
in
Q2.
We've
got
two
Navigator
positions
that
we're
finalizing
hires
for
so
we'll
look
to
finalize
those
and
onboard
those
folks
in
Q2.
M
Our
group
violence
intervention
strategy,
which
is
our
strategy
focused
on
reducing
violence
that
is
driven
by
a
relatively
small
group
of
people
who
is
thought
to
be
driving.
A
relatively
large
percentage
of
serious
gun
violence
happening
in
the
city
in
q1,
we
had
a
visit
from
again
our
national
technical
assistance
providers.
This
is
another
example
where
we
rely
on
National
expertise
to
replicate
a
model.
M
That's
really
been
used
across
the
world
again
in
this
case,
so
our
TA
providers
were
here
in
town
meeting
with
our
team
with
other
folks
across
the
sea
Enterprise,
including
the
police
department,
with
some
of
our
interjurisdictional
partners
with
our
community
providers,
and
we've
got
active
contracts
now
with
five
providers.
All
who
are
identified
through
an
RFP
process,
so
that's
been,
the
other
piece
of
q1
has
been
getting
those
in
place
coming
up
in
quarter.
M
Two,
and
actually
this
just
recently
launched-
is
launch
of
a
new
youth,
focused
group
violence,
intervention
strategy,
so
recognizing
that
gvi
has
been
really
impactful
and
has
a
lot
of
promise,
but
tends
to
focus
on
folks
who
are
a
little
bit
older.
But
a
lot
of
the
principles
from
gvi
are
really
can
be
impactful
for
younger
people
if
we
can
sort
of
use
them
in
a
developmentally
appropriate
way,
and
so
in
Q2
we're
going
to
be
continuing
to
launch
that
ygvi
initiative,
our
blueprint,
approved
capacity
building
Fellowship.
M
So
q1
for
us
was
really
about
working
through
our
RFP
process
to
identify
15
providers
who
will
take
part
in
that
with
us
and
then,
as
we
look
to
Summer
and
look
to
Q2
we're
going
to
kick
off
those
trainings
and
those
activities
for
those
organizations
that
includes
trainings
on
building
relationships,
self-care,
non-profit
startup,
Basics
leadership,
boot
camp
program,
design
and
mapping,
evaluation
and
data
Communications
a
whole
list
of
things
that
these
organizations
have
identified
as
things
that
they
could
use
to
build
their
capacity
to
better.
M
Do
this
work
and
finally,
a
couple
of
other
things
from
a
sort
of
a
broader
perspective
from
neighborhood
safety.
So,
as
I
mentioned
at
the
beginning,
we
used
to
be
a
division
within
the
health
department.
We
are
now
a
standalone
Department
within
the
city
when
we
were
a
division,
we
had
tools
and
resources
and
processes
within
the
health
department
that
we
relied
on
and
as
a
standalone,
Department.
M
It's
a
five-year
Grant!
Just
want
to
shout
out
some
folks
on
our
team
each
spring
we
have
to
do
an
annual
performance
report,
which
is
a
whole
long
process
with
a
bunch
of
data
that
we
submit
to
CDC.
So
that
was
a
big
thing
we
did
in
q1
was
pulled
together.
All
that
data
and
get
that
submitted
to
CDC
folks
on
our
team
did
a
really
really
great
job
with
that,
and
so
that
sets
us
up
now
to
get
our
funding
for
year.
Three
of
that
five-year
Grant.
E
Council
member
wansley,
thank
you,
chair
Vita,
just
a
question
around
your
second
slide.
I
believe
or
actually
is
the
the
third
one
looking
for
Ashley.
No,
it
might
have
been
the
wherever
the
one
where
you
talk
about
the
Congressional
funding
piece
or
pitch
I'm
interested
in
you.
You
mentioned
you're,
looking
to
expand
the
scope
of
work
and
focus
I,
just
getting
a
sense
of
what
would
that
entail.
M
Yeah
charity.
Thank
you
for
that
question.
So
I
think
we
fairly
consistently
hear
from
folks
in
community
that
there's
a
desire
to
have
additional
violence,
Interrupters
or
violence
Interrupters
in
additional
parts
of
the
city.
Right
now,
we've
got
six
teams
who
are
spread
throughout
the
city,
but
they're
not
everywhere.
We
don't
have
that
kind
of
capacity,
and
so
really
this
is
about.
How
can
we
expand
the
reach
of
those
teams
into
some
new
parts
of
town
and
also
potentially
expand
the
reach
of
when
those
teams
are
operational?
M
Currently
those
teams
are
operational
five
days
a
week
five
hours
a
day,
and
we
know
that
violence
doesn't
just
happen
five
days
a
week,
five
hours
a
day
right,
and
so
this
ask
is
really
about.
How
can
we
both
expand?
The
reach
of
the
existing
teams
in
those
neighborhoods
and
also
potentially
expand
to
some
additional
neighborhoods
as
well?
That
ask
was,
for
I
believe
2.5
million.
M
Roughly
a
team
is
about
five
hundred
thousand
dollars
give
or
take
so
that
would
that
would
allow
for
four
additional
teams,
potentially
plus
some
additional
expansion
for
some
of
the
existing
teams,
plus
some
additional
technical
assistance,
work
around
training
and
sort
of
data
and
monitoring,
because
it's
important
that
as
we
continue
to
expand
what
the
initiative
looks
like.
We
need
to
keep
Pace
with
training
and
technical
assistance
to
make
sure
folks
are
equipped
to
do
the
work.
E
And
I'm
glad
she
brought
up
in
terms
of
the
expansion
and
the
workforce
kind
of
going
back
to
the
earlier
conversations
around.
You
know,
Staffing
support
and
making
sure
that
OCS
is
successful
in
delivering
a
comprehensive
model
and
I
think
neighborhood
safety
has
been
kind
of
the
anchor
where
our
unarmed
Community
oriented
you
know.
Type
of
Safety
Services
is
has
been
really
rooted,
but
also,
as
we
know,
we
have
the
challenge
of
that
Workforce
being
grounded
in
in
contractual
Services
I
mean
I
know.
E
There
has
been
an
ongoing
conversation,
at
least
for
the
past
year,
even
with
former
director
Sasha
Clark
cotton
of
how
would
it
look
like
to
also
operationalize
a
Workforce
in-house
of
neighborhood
safety,
and
also
to
do
that
professionalization?
Some
of
the
things
that
you're
mentioning
of
like
technical
assistance
having
those
employees
be
also
in-house,
because
knowing
there
can
be
inconsistencies
that
you
are
constantly
trying
to
catch
up
on
with
like
some
of
our
contractual
Partners.
E
So
just
getting
this
since
is
there
are
conversations
around
still
exploring
and
I've,
been
in
conversations
with
Dr
Cedric
Alexander
around
the
Sue
of
the
incubating
those
workers
within
neighborhood
safety.
E
E
I
know,
as
you
mentioned,
the
capacity
is
relatively
low
within
neighborhood
safety.
It
has
been
for
quite
some
time
since
it
was
put
together
in
a
very
rushed
way
in
2018,
and
you
all
have
done
a
really
phenomenal
job
at
working.
You
know
with
what
you
have
to
deliver
and
respond
to
a
call
for
more
options
outside
of
police
when
it
comes
to
all
sorts
of
crises
in
our
communities.
E
But
Workforce
is
such
a
key
part
where
I
see
kind
of
alignment
with
the
doctor
off
Telly
moment
and
then
with
this
department,
where
we
can
actually
do
that
expansion.
Why
I'm
always
at
that?
Why
I've
kept
asking,
if,
like
playing
around
with
those
media
relations
positions
and
being
like?
Can
we
actually
see
these
openings
as
as
a
way
to
like,
provide
some
staff
and
support
to
do
that?
Professionalization
and
starting
to
like
root
that
Workforce
Development
here
at
the
city.
M
Thank
you
for
that
question
and
the
kind
words
embedded
within
as
well
I
think
that's
exactly
right,
so
I
may
have
even
talked
about
it
here.
I
think
that
there
is
a
need
to
professionalize
this
work
and
when
I
say
that
I
want
to
be
very
clear.
The
folks
doing
the
work
are
professionalism.
What
I
mean
is
they
need
to
be
treated
like
professionals,
and
that
means
making
sure
that
they're
paid
fairly,
ideally
making
sure
they
have
benefits,
making
sure
that
there
are
opportunities
for
professional
development.
M
So
someone
who
comes
in
as
a
Vance
interrupter
has
an
ability
to
move
into
other
roles,
supporting
this
work,
so
I
think
that's
right
on
and
I
think
that
this
is
a
conversation.
That's
not
just
happening
here.
It's
happening
across
the
country
when
I
meet
with
folks
from
other
offices
of
violence
prevention
across
the
country.
This
has
been
a
topic.
That's
been
pretty
hot.
M
You
know,
I
think
that
it's
something
that
we
need
to
continue
to
think
about,
and
look
at
here,
I
think
that
it's
there
there
are
it's
complicated
and
there
are
pros
and
cons.
I
think
you
know,
part
of
the
value
of
this
approach
is
credibility,
incredible,
Messengers,
right
and
so
I
think
when
we
think
about
credibility
and
we
think
about
what
it
means
to
be
a
city
employee
versus
someone
who
works
for
a
contracted
organization.
There
are
some
considerations
there,
but
I
think.
M
On
the
flip
side,
there
are
considerations
around
having
people
be
employees
around
benefits,
payment,
around
training,
around
accountability,
all
of
those
things
and
I
think
it's
about
balancing
those
I'm
really
sort
of
interested
to
see
Dr
F
Tilley's
report,
because
I
do
imagine
that
it
will
probably
touch
on
this,
if
not
explicitly
at
least
sort
of
implicitly
and
indirectly,
but
I
think
there's
a
conversation
we
need
to
continue
to
have
and
to
think
about
in
the
meantime,
I
think
that-
and
maybe
this
was
part
of
what
you
said
as
we
think
about
you-
know
the
idea
of
violence
interruptors,
eventually
being
city
employees.
M
There
is
a
middle
step,
I
think
of
having
someone
who
can
provide
more
direct
Hands-On
support
for
those
folks.
I
want
to
shout
out
to
you
from
our
team
again.
She
manages
this
initiative
and
does
an
amazing
job
in
supporting
these
organizations,
but
there's
only
one
e
right
now
currently
and
we've
actually
had
some
conversations
about
whether
it's
other
city,
employees
or
Consultants,
who
can
help
support
this
work.
I
think
that
there
is
certainly
a
need
for
that.
Absolutely.
E
Thank
you
for
raising
that,
and
also
knowing
I
know.
We
have
lots
of
conversations
about
Recruitment
and
diversifying
our
Public
Safety
Workforce,
both
on
the
armed
and
unarmed,
but
what
we
have
with
our
violence,
Interrupters
and
the
the
workforce
through
you
know
contractual
Workforce
that
we
do
within
neighborhood
safety
is.
These
are
people
who
are
already
rooted
in
the
community
they're
reflective
of
the
the
community?
These
are
Working
Class
People.
E
They
know
you
know
some
of
the
activity,
that's
happening
in
their
communities
and
they're,
putting
their
reputations
on
the
line
and
saying
I
want
to
go
out
and
resolve
these
crises
before
anything,
pops
off
versus
managing
them
or
being
reactionary
to
them.
So
I
I
would
love
to
see
us
create
that
pipeline
that
honors
like
their
labor,
and
allows
for
that
Mobility
for
them
to
move
forward
in
this
work
in
a
professionalized
sense,
as
you
name
with
Benefits
also
with
physical
space.
E
I
want
to
name
that,
while
we're
talking
about
precincts
our
violence,
Interrupters
and
and
many
of
our
workers
do
not
have
space
to
do
this
work,
even
if
they're
non-profits
might
not
have
also
expansive
spaces
for
them
to
like
come
and
reconvene.
Why
not
provide
that
in
our
new
office
of
community
safety,
so
I'm
really
excited
to
figure
out
how
in
working
with
you,
all
in
leadership
and
Shoring
up
support
here?
E
E
You
mentioned
the
trainings
and
maybe
MPD
will
get
to
this
in
their
presentation.
Just
making
sure
it's
not
duplicative.
I
know,
MPD
officers
typically
have
to
go
through
their
trainings.
At
least
we
approve
of
them
in
in
Pogo
just
making
sure.
Where
are
the
ways
in
which
you
all
work
together
to
scrutinize?
You
know
when
officers
are
doing
online
trainings
for
you
mentioned,
like
LGBT,
Q
or
other
issues,
and
it
seems,
like
you
all,
are
doing
some
complimentary,
like
training
work
too
so
figuring
out.
M
To
a
customer,
onesie
I
think
I'll.
Let
our
partners
from
the
police
department
maybe
address
that
as
it
comes
up
because
I'm
sure
they're
more
familiar
with
what
that
training
looks
like
I'm
just
more
familiar
about
what
our
Navigators
are
able
to
provide
for
that
Team
Awesome.
G
Thank
you,
chair
of
Utah
and
I.
Think
council
member
wants
actually
touched
on
some
of
the
themes
that
I
wanted
to
address.
But
you
know
the
violence.
G
Interruption
model
is
very
clear
about
having
that
separation
from
police
department
so
that
they
can
have
that
credibility
and
so
I
think
that
that
does
kind
of
speak
to
that
contracted
nature,
but
I'm,
seeing
this
as
a
spectrum
and
I'm
wondering
how
how
you're
thinking
about
this
spectrum
of
being
kind
of
an
arms
length
relationship,
but
still
part
of
our
Public
Safety
ecosystem
getting
closer
and
closer
and
closer
into
being
kind
of
core
services
and
I
I
see
some
delineation,
obviously,
between
MPD,
a
crime
prevention,
specialist,
a
human,
a
community,
Navigator
and
then
I
even
see
some
gaps
within
this
Continuum
around,
maybe
neighborhood
mediation
or
neighbor
mediation
for
conflicts
that
arise
between
neighbors
I.
G
Don't
think
we
necessarily
have
that
type
of
capability
right
now
and
there
could
be
some
overlap
with
even
regulatory
services
around
it.
Some
of
those
types
of
issues
so
I'm
just
wondering
not
only
around
this
kind
of
professionalization
of
the
capabilities
that
we
have
right
now.
How
are
we
thinking
about
bringing
on
kind
of
the
full
Continuum
of
Public
Safety
capabilities
within
the
ecosystem,
and
also
acknowledging
that
we're
very
early
in
the
development
of
this
and
from
a
capacity
perspective?
M
Sure
pain,
I
think
that's
a
great
question
and
I
think
a
lot
of
the
answer
is
in
the
question.
I
mean
I.
Think
that
you're
exactly
right
in
my
vision,
there's
a
need
for
a
spectrum
of
these
responses.
M
You
know
it
is
not
either
or-
and
there
are
you
know-
we
have
already
neighborhood
safety
initiatives
where
there
is
an
arm's
length
relationship
with
the
police
department
for
various
reasons,
and
we
have
other
initiatives
where
there's
a
very
close
relationship
with
the
police
department
and
everything
in
between
I
think
that
that's
necessary
in
doing
this
work.
M
You
know
there
are
times
where
we
can
act
as
sort
of
a
liaison
between
the
two,
and
there
are
other
times
where
we
have
our
partners
in
the
room
with
our
partners
from
the
police
department,
on
specific
initiatives
and
again
I
think
that
that
that
spectrum
is
important
in
this
I
think
that
you're
also
exactly
right
that
the
needs
around
Community
safety
are
very
diverse.
It's
not
just
gun
violence,
but
gun
violence
is
a
very
pressing
need.
M
It's
not
just
livability
issues,
but
livability
issues
are
very
present
for
residents,
and
so,
as
we
recognize
that
the
needs
are
different,
we
also
recognize
that
we
need
different
responses
and
different
responders,
and
so
thinking
about
you
know
how
do
we
not
just
say
violence
Interrupters,
for
example,
are
the
solution
for
everything
in
the
catch-all
to
respond
to
all
these
issues.
But
how
do
we
think
critically
about?
M
G
Yeah
and
as
a
follow-up
for
that,
I
actually
want
to
lift
up
some
of
the
work
that
councilmember
rainville
led
on
around
the
Entertainment
District
Downtown,
which
doesn't
on
face
value.
Look
like
a
public
safety
intervention,
but
it's
really
activating
the
Street
downtown
and
I
see
that
as
part
of
a
comprehensive
approach
to
Public
Safety
as
well
and
I'm
just
curious.
You
know
we
have
these
little
pilots
and
tests
and
ideas
that
are
permeated
throughout
a
number
of
different
departments
even
outside
of
office
of
community
safety.
G
I'm
wondering
if
there's
anybody
that
is
owning
and
holding
on
to
kind
of
that
evaluation
of
what
are
we
doing
actually
as
an
Enterprise.
That
would
make
sense
as
part
of
a
really
intentional
strategy
around
Public
Safety,
because
I
know
that
councilman
marinville
is
directly
addressing
some
needs
and
concerns.
G
He
was
hearing
from
his
community,
but
and
it
sounded
like
it
was
a
little
bit
organic
I'm
sure
you
worked
really
closely
with
a
lot
of
different
leaders
across
the
city,
but
I
just
see
that
as
like
a
really
great
opportunity
for
us
to
kind
of
do
that
mindset
shift
of
what
does
safety
mean
for
our
city
and
how
do
we
actually
put
our
resources
where
it's
going
to
be
effective?
So
it's
just
the
thought.
I
wanted
to
share
yeah.
M
Cherry
Vice,
chairman
I,
think
that's
exactly
right
on
and
I
think
that
the
worth
of
customer
Marines
rainville
has
done
in
his
office
have
done
around.
That
is
a
great
example
of
Public
Safety
work
that
isn't
necessarily
thought
of
as
Public
Safety
work,
but
if
we
can
create
community
connectedness
and
we
if
we
can
create
positive
pro-social
activities
for
folks
that
is
community
safety
work,
that
is
reducing
risk
and
promoting
protective
factors.
So
I
agree
in
shouting
out
that
work.
M
We've
been
happy
to
be
a
one,
very,
very
small
part
of
that,
but
I
think
it's
a
great
example
of
people
who
are
maybe
thought
of
as
non-traditional
Community
safety
Partners,
who
are
at
the
table.
Thinking
about
that
I
also
think
about
you,
know
our
animal
care
and
control
and
having
their
program
to
shelter,
pets
for
people
who
are
escaping
domestic
violence
situations.
M
D
Thank
you,
madam
chair,
and
thank
you
for
your
kind
words
council
member
Payne
I
have
to
admit
that
our
staff,
our
city
staff,
was
very
very
engaging
and
they
saw
the
need
to
create
this.
A
new
type
of
Public
Safety
for
downtown,
so
I
adds
off
to
all
the
different
departments
and
30
plus
employees
who
worked
on
that.
D
Just
a
couple
of
thoughts
for
you
and
I
do
have
some
questions,
but
in
view
of
the
time
I'll
have
my
office
schedule
some
time
with
you,
Mr
Peterson
I
I
really
support
councilmember
wamsley's
concept
of
professionalizing
violence
interruptures.
D
But
as
we
go
down
that
path,
you
have
to
remember
that
having
data
and
measurability
and
thus
accountability
is
so
important.
So
please
keep
that
in
mind.
The
in
the
last
comment,
I
would
make
is
again
the
a
concept
of
space
for
violence
Interrupters
to
operate
out
of
I
would
think
then
that's
a
new
third
precinct
would
be
the
ideal
location
for
the
violence
Interrupters
operating
out
of
that
South
Minneapolis
area.
H
M
Cherrydale
councilman
rainbow
thank
you
for
that,
and
I
would
just
add
on
that
space
piece.
The
consideration
that
we
do
have
teams
operating
across
the
city,
and
so
thinking
through.
How
can
we
have
spaces
embedded
in
the
various
neighborhoods?
Those
teams
are
operating,
I
think
is
a
critical
piece
of
that
as
well.
Thank
you.
Thank.
M
A
N
Thank
you,
okay,
I
got
back
up
here.
Thank
you.
Well,
thank
you
so
much
chair
for
having
us
and
if
I
may
just
start
off.
I
was
late
because
today
is
a
very
historic
day
in
the
City
of
Minneapolis
and
in
the
state
of
Minnesota.
For
the
first
time
ever
two
indictments
have
been
unsealed
to
charge
criminal
street
gangs
anywhere
in
Minnesota,
and
that's
targeting
45
individuals
have
been
indicted
all
but
two
are
currently
now
in
custody.
The
last
time
I
checked
and
these
individuals
are
responsible.
N
The
other
is
targeting
the
bloods
in
South
Minneapolis,
and
we
are
talking
about
indictments
and
work
that
has
been
done
by,
for
the
first
time
ever
Minneapolis
police
officers
embedded
in
the
U.S
attorney's
office,
working
directly
with
Federal
prosecutors,
targeting
the
street
gangs
in
Minneapolis,
like
traditionally,
the
mafia
had
been
targeted
involving
the
IRS,
the
FBI,
the
ATF,
the
postal
inspectors
and
others
to
go
after
entire
organizations
in
the
structure
and
people
responsible
for
I
believe
it's
over
20
shootings
in
the
City
of
Minneapolis
I,
think,
seven
of
which
were
murders,
and
this
is
just
the
beginning.
N
So
the
the
associate-
the
associate
Attorney
General
of
the
United
States
Kevin
polite,
was
here
for
this.
The
director
of
the
ATF
was
here.
The
FBI
director
could
not
be
here
because
of
a
high-level
meeting
in
D.C,
but
this
is
all
possible
through
the
Partnerships
that
we
have
with
the
U.S
attorney
here
and
all
of
our
you
know:
federal
state
and
County
Partners.
That
have
been
incredibly
helpful
because
gun
violence
is
the
number
one
priority
here
in
this
city
trying
to
keep
people
alive.
So
it's
appropriate
that
we
follow.
N
You
know
Josh
and
E
and
our
partners
from
the
Department
of
neighborhood
safety,
because
we
do
need
to
try
and
prevent
gun
violence
from
happening
in
the
first
place.
We
do
need
to
try
and
intervene
and
work
with
our
Community
Partners
to
stop
this,
but
clearly
when
we
have
situations
that
Target
the
most
vulnerable
in
our
city,
we
need
to
be
using
the
full
force
of
the
law
to
hold
people
accountable
and
bring
them
to
justice.
N
So
today
is
a
very,
very
good
day
in
the
City
of
Minneapolis,
and
it's
so
much
more
important
as
we
know,
because
the
city's
been
struggling
with
the
police
department
Staffing
for
the
last
couple
of
years,
so
the
current
staff
current
Staffing,
is
now
at
583.
This
is
a
number
that
fluctuates.
You
know
each
week
as
people
sort
of
come
and
glow,
there's
a
total
of
559
members
that
are
active
sworn
members,
but
taking
off
those
who
come
to
work
but
are
light
duty
or
on
temporary
FMLA.
N
It's
518
total
sworn
members
that
are
on
full
Duty
and
able
to
be
deployed
onto
the
street.
I
know
chair
I
know
this
is
an
issue
that
we've
talked
about
a
lot.
It's
very
concerning
you
understand
how
serious
this
problem
is
for
anyone
who
does
not
know
you
know
auto
theft,
you
know,
we've
we've
had
tremendous
success,
with
reducing
shooting,
reducing
shootings,
reducing
shots,
fired,
reducing
robberies,
reducing
carjackings
in
the
city
so
far
to
year
to
date,
but
they're
really
we
have
a
real
problem.
N
Brewing
with
auto
theft
and
over
70
percent
of
the
cars
that
are
stolen
in
Minneapolis
are
Kias
and
Hyundais,
and
the
reason
that
is
is
because
for
several
years
those
two
manufacturers
did
not
manufacture
those
vehicles
with
the
appropriate.
You
know
anti-auto
theft,
technology
that
had
been
standard
in
all
cars
in
the
United
States
for
a
generation
and
starting
with
a
social
media
Trend
a
tick
tock
video
that
started
in
June
of
last
year.
This
has
really
become
exploited,
we're
talking
about
a
situation
that
has
just
blown
up
exponentially.
N
It's
particularly
with
focused
on
juveniles
and
and
I
mean
just
the
scope
of
the
problem
is
such
that
you
know
2019
2020.
There
were
about
220
to
maybe
250
Kia's
in
Hyundai
stolen.
In
a
year-
and
we
have
some
weeks
now
this
year,
where
we
are
very
close
to
that
number
in
one
week-
and
that
is
over
70
percent
of
all
auto
theft
in
Minneapolis.
N
If
you
took
that
you
took
those
two
cars
out
of
it
and
put
it
back
to
what
it
was
in
2019,
there
would
be
a
massive
decrease
in
auto
theft,
so
I
mean
we
have
some
some
of
the
specific
numbers
on
the
screen
here.
I
could
tell
you.
N
This
is
something
that
I
see
every
single
day
that
we
talk
about
every
day.
This
is
not
just
a
property
crime,
but
this
does
impact.
You
know
in
particular
some
of
our
most
vulnerable
residents.
N
You
know
some
of
our
residents,
who
you
know
have
these
types
of
vehicles
do
not
have
a
full
coverage
you
know
are,
are
using
that
car
just
to
get
back
and
forth
to
work
and
then
they're
victimized
again
when
they
have
to
go
and
try
and
pay
to
get
the
vehicle
repaired
to
to
recover
it
and
so
on
and
the
the
problem
that
we
see
and
that
we're
trying
to
figure
out
is.
N
We
have
a
small
group
of
juveniles
that
are
just
repeatedly
involved
in
joyriding
in
these
cars
and
and
we
see
them
continuously
involved
in
more
and
more
serious
crime,
and
we
see
tragedy
happening
to
them.
N
There
was
a
15
year
old
girl
two
weeks
ago,
that
was
involved
in
an
accident
in
a
stolen
car,
and
we
knew
this
year
that
we
had
already
had
her
10
times
in
a
stolen
car
just
this
year
and
that's
just
what
we
know
of
and
tragically,
she
is
in
a
coma
still
at
this
time
a
week
before
that
there
was
an
11
year
old
boy
who
was
very
seriously
injured
and
intubated
after
being
involved
in
an
accident
in
a
stolen
car.
N
A
15
year
old
boy
died
on
North
Dupont,
close
to
the
sock
in
December
after
being
shot
in
one
of
these
stolen
cars.
A
12
year
old
has
been
shot
two
different
times
while
riding
around
in
these
stolen
cars
a
14
year
old
boy,
wrapped
one
of
these
cars
around
a
telephone
pole
on
North,
Lindell
Avenue
in
December,
and
died
three
weeks
later.
So
this
is.
This
is
very,
very
serious.
N
The
problem
that
we're
seeing
and
I
know
you
all
have
seen
I'm
sure
you're,
aware
of
the
Attorney
General
of
the
state
is
trying
to
address
this.
The
police
department
has
acquired
hundreds
of
steering
wheel
locks.
What
we
used
to
call
the
club
to
try
and
distribute
to
community
trying
ways
to
raise
awareness
to
this.
N
We've
been
in
conversations
with
the
county
attorney,
the
county
sheriff
and
anyone
else
who
would
listen
to
try
and
find
additional
ways
to
get
support
and
intervention
for
these
kids,
because
it's
just
it's
a
real
problem
right
now
that
we're
seeing
and
Council
vice
president
I
was
on
a
call
a
set
up.
A
virtual
community
meeting
with
us
talking
about
just
a
couple
of
the
incidents
resulted
over
this
weekend
in
in
South
and
Southwest
Minneapolis.
N
That
are
happening
because
this
problem
is
going
unchecked.
It's
something
that
I
feel
is
almost
like.
We
because
we
take
these
kids
into
custody
and
they're
instantly
released.
I
feel
like
we
are
providing
negative
reinforcement
for
this
Behavior.
So
you
know
we
are
trying
as
best
we
can
to
partner
with
some
of
the
community-based
organizations
that
are
out
there.
One
group
was
trying
to
Mentor
the
15
year
old
female
I
spoke
to
I
spoke
of
earlier,
but
this
is
really
just
a
a
exponentially.
Worse,
Public
Safety
problem
that
what
had.
M
N
It
had
been
here
in
the
past.
You
can
see
auto
thefts
by
week.
This
is
highlighting
that
Arrow
there
is
highlighting
that
YouTube
and
Tick
Tock
video
I
spoke
of
that
came
out,
May
31st
of
2022,
and
then
you
can
just
see
all
of
the
weeks
after
after
that,
the
theft,
the
blue,
represents
the
theft
of
Kias
and
Hyundais
in
particular.
N
So
if
you
look
from
the
arrow
look
to
the
left,
you
see
the
the
I
mean
it's
minuscule,
the
the
blue
bars
before
that,
and
you
just
see
how
it
becomes
the
vast
majority
of
auto
theft
in
Minneapolis
now
and
actually
year
to
date
in
the
state
of
Minnesota.
Nine
of
the
top
10
cars
stolen
in
the
entire
state
are
all
models
of
Kias
and
Hyundais
reported
Auto
thefts
in
general.
N
So
you
see
the
the
effect
of
that
that
has
had
you
know
there
has
been
a
gradual
increase
since
about
2018
in
auto
theft,
but
as
I
mentioned
earlier,
that
just
the
since
you
know
since
the
summer
of
last
year,
the
the
majority
of
all
the
auto
theft
that
we
see
are
those
two
specific
types
of
cars.
N
Despite
the
You
know,
despite
the
decreased
levels
in
Staffing,
we
ended
the
year
last
year
and
year
to
date.
So
far
this
year.
This
is
only
illegal
guns
recovered
by
Minneapolis
police
officers.
We
ended
the
year
with
the
most
number
of
illegal
guns
recovered
ever
and
we're
on
Pace
this
year
to
break
that
record
with
fewer
police
officers
and
and
again
this
is
only
those
that
are
recovered
by
Minneapolis
Police,
the
Hennepin
Sheriff,
our
federal
Partners.
N
The
state
is
out
here
with
us,
so
there's
just
there's
additional
illegal
guns
that
are
recovered
as
well,
and
it's
just
it's
astronomical
a
it
shows
how
the
amount
of
gun
violence
that
we
have
is
possible
because
there's
just
so
many
firearms
in
circulation
in
the
city-
and
we
see
you
know
each
week
we
see
instances
where
people
come
in
from
out
of
town.
N
They
Park
their
vehicles
in
Lots,
you
know,
and
they
have
NRA
stickers
on
their
cars
and
everything
else,
except
a
sign
that
says:
there's
a
gun
in
here
and
guns
get
stolen
from
vehicles
that
are
parked
in
town
which
just
further
fuels
the
amount
of
guns
that
are
in
circulation.
Here
and
we
know
the
vast
majority
of
shootings
that
happen
in
Minneapolis
happen,
you
know
over
some
sort
of
minor
beef.
They
happen
over
things
that
happen
on
social
media.
They
happen
on
you
know.
N
Various
types
of
you
know
conflict
that
can't
be
resolved,
which
is
why
you
know
violence
Interrupters
in
the
department
of
neighborhood
safety.
N
What
they
do
is
so
critical
to
try
and
prevent
these
things
from
happening
to
provide
people
with
more
stronger
conflict
resolution
skills
than
going
to
a
gun
in
the
first
place
and
again
there's
just
more
data
on
what
I
mentioned
the
amount
of
guns
recovered
year
to
date,
compared
with
the
total
number
of
guns
recovered
since
2016
and
some
of
the
hot
spots
that
we
have
seen
you
know
historically
this
year
in
the
city
and
that's
those
are
the
concentrations
of
where
we
are
recovering
the
guns
so
year
to
date,
the
numbers
so
two
columns
here,
the
First
Column
is
2023
second
2022.
N
So
the
third
column
is
the
year
to
date,
number
and
then
the
last
column
is
only
the
last
28
days,
which
is
important
because
that
lets
us
know
kind
of
you
know
week
by
week.
If
you
have
a
spike,
that's
one
thing:
the
28
day
I
think
lets.
You
know
you
got
a
problem,
it's
not
just
something
that
happened
in
a
week
so
the
year
to
date,
numbers.
Let
us
know:
we've
had
a
42
percent
decrease
in
Murder,
a
31
decrease
in
the
total
number
of
gunshot
victims.
N
As
of
this
morning,
I
believe
that's
46
fewer
people
shot
in
Minneapolis
this
year.
39
increase
decrease
I'm,
sorry
in
the
number
of
shooting
incidents,
so
shooting
incidents
that
that's
you
know
a
time
and
a
place
where
shooting
happens.
Shooting
victims
is
the
number
of
people
who
have
been
hit
by
bullets,
so
obviously
there's
times
that
more
than
one
person
is
hit
in
an
individual
shooting
incident.
N
Carjacking
is
here
to
date
down
48
41
and
shots
fired
calls
which
includes
both
when
people
call
reporting
that
a
shooting
happened
and
when
the
shot
spotter
detects
gunfire
within
the
city.
I'll
turn
it
over
to
deputy
chief,
the
chief
of
Patrol
fours,
to
go
over
the
Endeavor
operations
program.
O
Thank
you,
Chief,
chair
Vita,
council
members.
Thank
you,
I'm
here
to
talk
about
Endeavor
operations
and
last
when
we
initiated
operation
Endeavor.
It
truly
was
that
it
was
an
operation.
It
was
for
a
defined
period
of
time
and
it
helped
I
would
say
coalesce
some
of
the
good
practices
and
and
proactive
work
and
data
driven
work
that
was
being
done.
The
original
goal
of
operation
Endeavor
was
to
improve
Public
Safety
in
the
City
of
Minneapolis.
O
By
impacting
the
occurrence
of
criminal
activity,
leveraging
resources
across
the
Enterprise
provide
coordinated
response
to
the
city's
neighborhood's,
most
impacted
by
crime.
This
was
done
through
rigorous
data
analysis.
It
was
very
successful
and
we
wanted
to
continue
the
success
and
the
reductions
that
we
were
seeing
by
institutionalizing
these
into
what
we
refer
to
as
Endeavor
operations
and
that
updated
goal
is,
as
I
just
spoke,
institutionalizing
these
strategies
and
incorporating
them
into
the
fabric
of
our
of
what
we're
doing
on
a
on
a
daily,
weekly
and
monthly
basis
as
Endeavor
operations.
O
We
also
wanted
to
institutionalize
the
successful
policing
tactics
that
we
had
used
in
the
previous
year.
This
is
a
lot
of
the
collaborative
efforts
that
we're
using
that
are
data
driven
such
as
Focus
enforcement
details,
strategically
placed
Endeavor
zones
or
footbeats
with
officers
and
use
of
a
react
team,
which
is
officers
that
are
donated
by
each
Precinct
in
order
to
provide
additional
resources
for
us
to
focus
those
efforts
into
areas
experiencing
gun,
violence
and
violent
crime,
so
Endeavor
operations.
O
Again,
we
wanted
to
continue
our
2022
successes,
institutionalized,
Concepts
and
Implement
Implement
Endeavor
operations
throughout
the
Enterprise,
continuous
evaluation,
which
is
done
on
a
weekly
basis
to
ensure
Effectiveness
and
flexibility
to
adapt
with
new
tactics
and
then
have
a
deliberate
process
of
annual
review
and
refinement
of
strategy.
Some
of
the
larger
scale
operations
are
also
part
of
operation
over
and
the
the
units
that
participate
in
this
are
very
much
a
part
of
the
large-scale
indictments
that
the
chief
spoke
of
earlier.
O
To
give
you
an
idea
of
how
we,
how
we
do
this,
we
break
it
up
into
faces,
we're
currently
in
phase
two,
which
is
March
25th
through
June
18th.
We
have
react
teams,
as
I
said
we're
bringing
in
officers
from
various
precincts,
so
they
all
get
exposure
to
this
to
this
form
of.
O
O
We
also
conduct
Focus
enforcement
details.
These
are,
we
have
monthly
large
multi-agency
details
that
we
do
with
all
of
our
law
enforcement
Partners.
We
also
do
smaller
scale
weekly
details
and
then
also
we
conduct
additional
joint
details
with
Public
Safety
Partners,
as
data
and
and
incidents
arise.
O
That
is
essentially
Endeavor
operations
in
a
in
a
nutshell
and
also
the
end
of
our
presentation
for
police.
So
we
will
stand
for
questions
at
this
time.
I.
E
Thank
you,
Vice
your
Payne
Chief
I'm,
I'm,
really
glad
that
you
started
off
this
presentation
just
highlighting
the
significant
decreases,
we're
seeing
across
all
levels
of
crime.
E
That
falls
also
in
alignment
with
national
Trends,
where
we're
seeing
crime
significantly
drop
all
across
the
U.S,
and
you
know
I'm
glad
that
Minneapolis,
which
has
been
studying
in
correlation
to
those
National
Trends,
is
being
seen
in
moving
in
a
positive
direction
and
also
will
contextualize
that
doing
so,
as
I
think
you
know,
DC
just
named
with
a
little
over
580,
so
officers
significantly
lower
than
our
chartered
Mandate
of
888
officers.
So
for
you
all
to
be
able
to
do
that
work
and
see
these
levels
of
crime
drop.
E
Shows
that
there
is,
you
know,
a
basis
of
of
scrutinizing
correlations
of
increased
officers
to
levels
of
quote-unquote,
traditional
levels
of
crime,
so
I'm
glad
to
see
those
Trends.
Also
just
a
follow-up
question
around
I
know
you
mentioned
this
somewhat
revolving
door
of
Youth
I.
Don't
want
to
call
our
young
people
juveniles,
but
a
youth
who
are
engaging
in
particular
thefts
and
seeing
a
pattern.
And
for
me
what
I
hear
is
as
a
city.
E
We
have
a
policy
that
says
we
are
going
to
be
a
you
friendly
city
and
give
our
youth
things
to
do.
That
is
positive,
that's
productive
to
our
communities
and
that
to
me
says
that
we're
not
living
up
to
those
policies
or
living
up
to
those
goals
and
I
want
to
come
in
again.
Like
you
know,
we
are
seeing
examples
of
council
members
trying
to
be
responsive
to
that
with
councilmember
rainville,
with
the
street
festival
program
that
he's
launching,
which
I
want
to
name.
E
You
know
really
kudos
for
that
partnership.
He
took
500
000
away
from
MPD
to
fund
that
and
staff.
It
will
unarm
a
public
safety
workers,
so
I
understand
that's
giving
our
young
people
something
to
do
and
doing
so
with
you
providing
the
resources
to
invest
in
that
model
and
also
centralizing
our
unarmed
staff.
So
I
would
like
to
see
the
expansion
of
that,
but
also
I
love
data.
N
Yes,
okay,
thank
you
Vice
chair,
thank
you,
council,
member,
just
one
thing
I
would
offer
in
regard
to
the
Staffing
issue.
I
I
do
not
believe
the
Staffing
that
we
have
is
sustainable.
We
do
continue
to
to
lose
officers,
but
I
do
think
you
know
we
are
incredibly
blessed
to
have
the
level
of
Partnerships
that
we
have
you
know.
Law
enforcement
is
a
collaborative
effort.
N
If
people
here
were
more
concerned
over
who
gets
credit
for
what
we
would
be
in
a
real
mess
right
now,
we
would
not
be
trending
downward,
but
because
we're
fortunate
enough
that
all
of
the
federal
County
State
Partners,
our
local
partners,
are
truly
invested
in
trying
to
help
and
to
try
and
focus
on
that
less
than
one
percent
that
are
out
here
really
causing
serious
harm
in
the
community.
I
think
that's
the
only
thing
that
makes
that
makes
this
possible.
N
There
is
data
and
regarding
our
youth
and
it's
it's
a
crisis
level
I
mean
obviously
I
can't
offer
specifics
and
names
I
tried
to
highlight
stories.
N
You
know
faces
of
children
that
I've
seen
and
that
we
talk
of
and
that
we
have
sat
there
every
week
in
comstat,
looking
at
this
stuff
trying
to
figure
out.
How
do
we
intervene
because
this
is
predictable?
What
is
happening
is
predictable.
So
therefore
it
is
preventable
and
that's
what's
incredibly
frustrating
if
you
took
the
top
10
youth
in
Minneapolis
year
to
date,
and
you
added
up
the
number
of
cases
that
we
have
on
them
in
stolen
cars
alone,
that
would
be
86.
N
N
I
know,
there's
more
that
we
can
get
into.
But
that's
that's
the
those
are
some
of
the
numbers
that
I
can
speak
of.
You
know
off
the
cuff
of
the
top
10
youth
that
are
most
involved
in
in
Justice
and
most
involved
in
auto
theft.
In
particular,
you
know
we're
this
is
barely
the
first
one
week
of
May
86
cases
as
of
last
week,.
E
No
thank
you
for
again
I'm
someone
I'm
glad
that
you
share
that
here.
I
think
as
council
members
as
we're
looking
to
pursue
paths
and
having
to
be
evidence-based.
If
there
is
a
way
to
get
that
data
and
I
know
you
all
are
also
very
big
on
that
too,
under
your
leadership,
so
that
we
can
also
continue
to
review
that
and
also
I'm
glad
that
you
brought
up
the
partnership
piece
in
complimenting
the
work
that
you
are
doing
on
the
arms
side.
E
Is
there
also
just
analysis
or
assessment
that
you
can
share
with
council
members
that
gives
a
breakdown
of
the
staff
support
that
you're
receiving
from
these
law
enforcement
agencies?
You
know
I
know,
for
instance,
Hennepin
County,
the
Sheriff's
office.
There
typically
has
been
a
partner
any
type
of
operations,
because
I
do
want
to
name
we've
done
tons
of
operations
required
to
Endeavor
I
would
love
to
also
see
if
there's
any
type
of
comparative
data
and
I
know
at
one
of
our
PHS
meetings.
E
Prior
to
this,
y'all
have
some
real
like
Nerds
come
up
here
and
they
gave
like
I
know.
Council
member
Payne
was
feeling
it
that's
stuff
that
I
love
like
they
gave
charts
and
comparative
analyzes.
So
I
would
love
to
see
that
too,
of,
like
a
breakdown
from
our
partners
of
Staffing
levels,
how
we're
faring
right
now
with
you
know,
operation
Endeavor
and
then,
where
we
were
pre
there
to
get
a
sense
of
why.
Why
is
this
particularly
successful
than
prior
operations?
E
But
that
said,
is
there
any
way
for
us
to
get
a
comparative
analysis
of
that,
but
also
of
like
the
Staffing
breakdown?
So
we
know,
is
it
two
Hennepin
Sheriff
that's
coming
in
supplementing
each
day,
you
know
with
doing
some
of
these
targeted
things,
I
think
that
will
be
helpful
to
get
a
comprehensive
picture
of
like
how
is
everyone
putting
in
their
fair
share
to
keep
our
city
safe
and
keep
our
residents
safe.
N
Thank
you,
Vice
chair.
Thank
you,
council,
member
I
am
not
aware
of
something
comprehensively
that
puts
all
that
data
together
in
one
place.
What
I?
What
I
can
tell
you
is
that
with
more
frequency
we
are
conducting
focused
enforcement
operations
together
did
one
of
them.
Last
night,
I
mentioned
the
takedowns
that
have
been
occurring
this
week,
but
even
there
I
mean
they're
still
counting
the
amount
of
guns
and
different
types
of
drugs
that
that
have
just
been
recovered.
N
We
do
focused
enforcement
operations
more
often
with
all
of
our
partners,
but
I
believe
we're
only
tracking
that
individually
each
day
we
could
easily
add
it
up
and-
and
those
are
like
you
mentioned,
the
Hennepin
Sheriff.
The
violent
offenders
group
is
with
us
daily,
but
I
I
would
suspect.
If
you
did
add
all
this
up.
N
Some
of
the
things
that
you
would
notice
are
both
more
of
these
targeted
sort
of
you
know
trying
to
go
after
with
Precision,
with
a
scalpel
trying
to
remove
those
who
are
most
at
risk
for
committing
more
violence,
but
I
think
you
would
also
see
more
search
warrants
being
executed
than
had
been
in
the
past,
but
that
is
just
speculation.
I
would
have
to
try
and
get.
We
would
have
to
try
and
get
because
it's
not
just
these
operations
that
are
happening
with
us.
They're
also
doing
things
on
their
own.
B
N
E
It's
even
organized
because
I
think
even
some
of
the
rebranding
piece
I
saw
that,
and
maybe
that's
part
of
the
media
piece
of
you
know
we're
framing
Endeavor
zones,
I'm,
not
sure
how
that's
different
from
a
Hot
Zone
honestly,
but
if
it's
even
around
hot
zones
of
identification
of
that,
and
that
seems
to
be
a
guiding
kind
of
factor
of
like
metrics
of
success
for
operation
Endeavor.
Can
you
name
some
of
those
hot
zones?
Endeavor
zones?
They
seem
pretty
interchangeable
and
say
hey
from
a
period
of
time.
E
E
Where
is
the
nerdy
tech
people
who
were
here
that
last
time
because
they
seem
like
they
would
love
to
do
something
like
this
and
I
think
that
would
be
helpful
again
for
us
as
like,
seeing
some
of
those
evidence-based
trends
that
shows
as
you're,
highlighting
like
the
pattern
of
changes
from
like
operation
Endeavor
and
pre-operation
Endeavor.
So
again
we
keep
replicating
like
what
are
those
markers
of
success
or
metrics
of
success.
N
Thank
you,
Vice
chair,
thank
you,
council,
member,
yes,
Minneapolis
Police
has
some
incredible
civilian
analysts
and
absolutely
they're
capable
of
doing
that
type
of
analysis.
Whatever
we
call
it,
you
know
we're
talking
about
geographic
concentrations
of
serious
Street
crime
and
violence,
and
then
we're
talking
about
you
know
what
what
are
we
doing
to
try
and
intervene
and
who
are
we
bringing
into
those
areas,
not
just
law
enforcement,
but
are
we
bringing
in
DNS?
N
Are
we
bringing
in
various
City
departments
to
address
other
like
situational
factors
that
make
the
make
these
locations
conducive
to
what
what
residents
there
are
experienced?
But
that
is
definitely
something
that
that
could
be
done.
I.
E
Look
for-
and
you
know,
I'm
holding
you
to
this
because
I
will
know
patterns
four.
We
asked
for
this
data,
often
on
account,
so
we
don't
get
it
especially
particularly
with
MPD.
So
I
will
be
following
up
on
this,
because
this
will
be
helpful
and
again
as
we're
moving
forward
or
towards
a
comprehensive
model
of
Public
Safety.
We
want
to
be
big
on
what
works
and
how
having
to
be
evidence-based,
that
backs
that
Effectiveness.
So
thank
you.
This
will
be
following
up.
D
Thank
you,
Mr
chair,
so
I'm
going
to
be
very
brief,
because
we
have
to
vacate
the
room
just
to
remind
you.
We
there
is
another
there's
a
charter,
commission
meeting,
Chief
one
question
and
then
a
comment:
how
is
the
health
of
the
officers,
especially
you
know
the
physical
health,
the
mental
health
they're
they're
working
overtime
like
crazy?
What
are
we
doing
to
help
them?
Is
this
sustainable?
Could
you
give
us
an
update
on
your
Force.
N
Thank
you,
Vice
chair.
Thank
you,
council
member.
We
have
we
have
contracted
with
Ellie,
which
is
a
mental
health
group
of
mental
health
professionals
that
are
specific
to
First
Responders
and
to
police
officers,
as
our
officers
are
going
through.
N
Their
in-service
training
in
the
academy,
probably
at
least
400
so
far
have
received
training
a
two-hour
block
of
training
from
those
professionals,
and
there
is
a
variety,
probably
a
half
a
dozen
different
sets
of
services
that
exist
for
them
under
this
contract,
ranging
from
like
an
annual
just
sort
of
mental
health
check-in
to
counseling
sessions,
to
peer
support
and
those
types
of
things.
So
it's
it's
a
very
robust,
I,
think
and
positive
addition
to
health
and
wellness
for
the
city,
but
it's
just
beginning
and
I
have
asked.
N
I
have
asked
them
to
actually
go
out
and
address
roll
calls
and
just
be
present
in
Precinct,
so
that
kind
of
the
the
mental
health
professionals
can
sort
of
build
a
relationship
with
our
officers,
because
I
think
oftentimes,
with
policing
we're
facing
a
stigma.
When
it
comes
to
you
know,
officers
feeling
stigmatized
if
they
ask
for
help,
but
I
know
separately.
N
Separate
from
that,
you
know,
I
mean
just
frankly,
I
mean
there's
always
concerns
that
I
hear
weekly,
in
particular,
from
the
appointed
staff
in
the
police,
department
and
I
know,
there's
some
salary
disparities,
I'm
sure
the
members
are
aware
of
and
that
they're
they're
just
hopeful
that
those
disparities
get
addressed
soon
and
I
know.
The
city
is
working
to
do
that
and
to
present
something
before
the
governing
body
to
sort
of
address.
N
Some
of
the
disparities
that
the
leadership
of
the
department
has
and
I
think
it's
incredibly
important
that
we
do
that,
particularly
if
we
are
going
forward
and
we
are
serious
about
the
settlement
agreement,
because
it
requires
more
and
more
more
and
more
work,
more
and
more
levels
of
accountability,
and
obviously
it's
our
appointed
staff
that
are
responsible
for
implementing
and
bringing
along
our
folks
in
that
process.
N
So
I
think
if
we're
asking
them
to
do
more
and
more
work
and
to
raise
the
department
to
a
higher
level
of
standard
I
do
think
we
should
correct
sort
of
the
salary
discrepancy
where
many
of
them
make
less
than
a
significant
number
of
their
subordinates.
D
Great
and
that
my
last
comment
is
so
thank
you
for
the
update
on
the
gang
members
who
arrested,
who
have
been
freezing
havoc
and
and
I'll,
go
back
to
you,
commissioner,
Alexander
about
two
hours
ago.
I
complimented
you
on
your
efforts
to
establish
Partnerships
and
relationships
in
the
community,
just
think
how
your
relationships
with
the
federal
government
and
and
the
county
and
the
state
have
resulted
in
these
and
these
arrests
today
and
to
keep
our
safety
our
city
safer.
So
thank
you
for
your
safety
efforts.
G
I
put
myself
in
queue
and
I,
don't
see
anyone
else
unless
that's
a
mistake
down
there,
councilmember
rainville,
but
the
last
thing
I
wanted
to
bring
up
is
I
think
we
all
got
an
email
from
a
constituent
raising
issues
around
our
encampment
response
and
he
actually
has
a
he's.
A
constituent
of
mine,
so
I've
been
emailing
back
and
forth
with
him.
G
One
thing
he
shared
in
his
frustration
with
our
encampment
response
is
the
seeming
lack
of
enforcement
around
some
of
the
issues
that
do
come
up
on
encampments,
and
so
it
seems
like
there's
like
a
hands-off
approach
and
he
he
was
told
at
that
time
that
there's
a
stand
down
order
unless
something
at
city
council
changes,
I,
don't
know
if
that's
a
Vestige
of
pre-government
structure,
but
I
have
heard
from
constituents
before
they've
interacted
with
police
and
they'll
say
we
can't
do
anything
about
that.
G
Unless
you
contact
your
council
member
we've
been
told,
we
have
no
authority
over
the
police
department
by
our
attorney's
office
and
I'm
just
wanting
to
get
some
clarification
of,
and
this
may
not.
This
may
predate
your
time
here.
So
this
may
be
a
better
question
for
some
of
your
deputies,
but
had
there
ever
been
some
Council
action
to
prevent,
via
some
the
authority
of
MPD
to
make
their
operational
decisions
in
the
field.
But
it
doesn't
seem
right
to
me.
N
Thank
you,
Vice
chair
and
no
absolutely
not
there's
nothing.
G
No,
no
okay,
I
think
maybe
some
of
our
Rank
and
file
might
be
using
that
line
as
a
means
of
creating
some
political
conditions,
but
I
just
wanted
to
throw
that
out
there
and
then
the
other
thing
I
think
console
number
onesie
actually
spoke
to
the
revolving
door,
kind
of
concept
and
I'm
curious,
like
I
know
our
County
attorneys,
ultimately
The
Authority.
G
That
makes
these
decisions
around
charging,
but
what
I'm
not
familiar
with
is
what
types
of
standard
charges
we
would
expect
to
see
if
we
had
kind
of
a
lock
them
up
as
our
strategy
and
I'm
just
kind
of
curious,
especially
when
we
see
the
cause
and
effect
relationship
of
you
know:
a
tick
tock
video
goes
live
and
then
a
spike
in
this
type
of
crime
happens.
It
seems
to
me
that
this
is
actually
an
engineering
problem,
not
a
policing
problem
or
a
criminal
justice
problem.
That's
my
own
bias
as
an
engineer
by
background.
G
It
seems
like
it's
a
complete
manufacturing
film
I'm,
really
glad
our
attorney
general's
looking
into
that.
But
what
is
the
standard
if
you
were
to
have
an
opinion
that
locking
everyone
up
would
be
the
deterrence
that
you
would
hope
it
would
be?
What
is
that
standard
sentence
for
that
type
of
crime?
Thank.
N
You
Vice
chair,
one
to
be
clear:
I
am
not
pointing
the
finger
at
the
County
Attorney.
I
am
saying
that
these
kids
are
let
go
before
the
reports
are
even
done
before
she
has
a
chance
to
even
make
a
decision.
So
this
is
not
the
fault
of
the
County
Attorney
I'm
saying
this
problem
is
so
bad.
We
need
to
do
something.
We
need
to
do
everything
possible
to
try
and
do
something
I
mean
we
saw
the
numbers.
This
is
exponentially
increased
and
again,
what's
not
in.
N
There
is
just
the
deaths
and
the
serious
injuries
that
are
happening
just
to
these
kids
and
then
the
the
harm
and
just
the
the
public
safety
risk
to
our
residents
in
general.
N
I'm
not
saying
there
is
I'm,
not
saying
there
is
some
standard
thing
we
should
do
or
some
standard
sentence
I'm
just
saying
we
need
to
do
something
I'm
saying
you
know
to
me.
This
looks
like
these
kids
think
this
is
just
a
video
game
and
they're
back
at
it
again
and
we
are
failing
them
if
nothing
else,
because
it
is
having
a
very
serious
impact
on
their
safety.
N
I
think
we
need
to
take
the
fun
out
of
this.
I
mean
I,
think
these
kids
are
getting
released.
You
know,
but
without
enough
time
to
have
a
Stern
talking
to
and
there
isn't
even
a
a
way
judicially
to
mandate.
Some
form
of
you
know
compliance.
There
isn't
even
like
a
way
to
set
it
up
to
say
Hey.
N
You
have
to
participate
in
this
program
over
here
and
if
you
don't,
you
know,
you're
going
to
come
back
here,
you
might
spend
a
night
at
juvenile
or
something
and
it
just
it's
so
siled.
It
seems
like
it's
it's
difficult
to
find
resources
and
there's
literally
you
know
several
times
where
parents
were
mom
or
grandma
with
others
have
said
to
our
cops:
no
I
can't
take
them.
I
can't
control
him.
I
need
you
to
take
them
and
there's
nothing.
We
can
do
so.
It's
frustrating
I
mean
you
know.
N
Today
the
County
Attorney
sent
a
letter
over
proposing,
like
some
funding
for
the
county,
to
have
some
Alternatives
which
which
I
signed
on
to
because
I
mean
I'm
willing
to
try
anything
and
it's
just.
It
is
really
really
urgent,
but
I
mean
hey.
Like
even
if
it
was
I
mean
even
if
we
just
said
you
got
to
stay
overnight
or
you
got
to
stay
48
hours,
I
think
that
would
instantly
send
a
signal
that
hey
this
isn't
so
fun
anymore.
N
The
grown-ups
are
actually
serious,
so
I,
just
I
just
feel
like
it's
just
such
a
vacuum.
Right
now
that
we
really
just
need
to
do
something.
G
G
I
G
All
right,
well
I
I,
then
I
will
direct
the
clerks
to
receive
and
file
this
report
and
seeing
no
further
business
before
us
and
without
objection.
I
declare
this
meeting
adjourned.
Thank
you.
Thank.