►
From YouTube: July 12, 2023 Public Health & Safety Committee
Description
Additional information at:
https://lims.minneapolismn.gov
Submit written comments about agenda items to: councilcomment@minneapolismn.gov or https://www.minneapolismn.gov/government/meetings/public-comment/online-comment
A
C
A
Present,
let
the
record
reflect
that
we
do
have
a
quorum
with
that.
The
agenda
for
today's
meeting
is
before
us.
There
are
six
items
on
today's
consent
agenda
item.
One
is
authorizing
the
submittal
of
a
Grant
application
to
the
United
States
Department
of
Agriculture
forest
service
for
emerald
ash,
borer,
related
treatment,
prevention
and
replacement
item.
Two
is
accepting
a
grant
from
the
Minnesota
Department
of
Human
Services
for
school-based
Clinic
Mental
Health
Services
item
three
is
accepting
an
assistance
to
Firefighters
Grant
from
FEMA
for
wellness
and
fitness
programs.
A
Item
four
is
the
passage
of
a
resolution
appropriating
funds
from
the
Bureau
of
Justice
assistance
to
assist
sworn
investigators
item
five
is
approving
a
legislative
directive
requesting
an
overview
of
the
pollution
control,
annual
registration
program
and
fees.
Item
6
is
authorizing
additional
contracts
with
organizations
for
the
partnership
engagement
fund.
Is
there
any
discussion
on
these
items?
D
A
E
So
are
we
is
that
working
as
far
as
showing
great
wonderful,
well
good
afternoon,
chair
Vita
committee
members?
My
name
is
Kim
Havey
I
use
pronouns.
He
him
and
I'm
the
director
of
sustainability
and
sustainability,
healthy
homes
and
environment
division
within
the
health
department,
and
we're
here
today
to
review
changes
to
the
climate
Equity
plan
based
on
public
comments.
We've
heard
over
the
last
two
months
and
to
pass
a
resolution
adopting
the
2023
climate
Equity
plan,
I'm
joined
in
the
audience
by
many
City
staff
and
and
others
from
the
community
who've
contributed
to
the
climate.
E
Equity
plan
especially
want
to
thank
our
staff
and
our
Consultants,
who
have
worked
long
hours
to
review
the
comments
and
to
make
many
of
the
updates
to
the
plan.
I
also
want
to
thank
all
those
who
submitted
comments
and
attended
the
public
meetings.
It
really
made
a
big
difference
as
far
as
what
ended
up
being
our
final
plan.
E
So
this
is
where
we
are
right
now.
This
is
our
most
recent
emissions
data
by
activity,
and
you
can
see
that
fossil
natural
gas
represents
the
larger
share
of
emissions
and
has,
since
2017.,
and
because
of
this
growing
share
of
our
overall
pie
for
emissions
that
fossil
gas
does
take.
We
do
a
lot
of
quite
a
bit
of
emphasis
on
gas
reduction
and
ghg
mitigation
from
gas
strategies.
B
E
E
Using
the
science-based
fair
share
approach
consistent
with
the
race
to
zero
pledge,
which
calls
for
Minneapolis
to
reduce
our
climbing
emissions
by
75
percent
from
our
base
year,
2006
emissions
by
2030
and
become
Net
Zero
greenhouse
gas
emissions
by
2050,
community-wide
Bloomington,
St
Louis,
Park
Duluth,
as
well
as
other
cities
such
as
Denver
and
Salt
Lake
City
are
among
are
with
Minneapolis
and
are
among
1143
local
governments
across
the
globe
who
have
signed
on
to
the
race
to
zero
pledge.
E
We
have
already
achieved
a
30
percent
Community
greenhouse
gas
emissions,
so
we
need
to
do
another
45
percent
by
2030
to
achieve
this
goal.
At
the
same
time,
we
also
want
to
eliminate
the
number
of
households
who
are
experiencing
high
energy
burdens
above
six
percent
in
severe
energy
burdens
above
10
percent.
E
We're
also
going
to
be
establishing
a
not
to
exceed
cumulative
carbon
budget,
which
is
represented
by
the
the
hash
on
this
particular
chart
that
we
must
stay
within
between
now
and
2050..
Carbon
emissions
are
cumulative,
and
so
this
plan
for
the
first
time
recognizes
the
impacts
of
cumulative
emissions,
which
I
know
many.
People
from
the
green
zone.
Communities
have
been
talking
about,
probably
for
decades
right,
so
we're
looking
at
cumulative
emissions
from
our
greenhouse
gas
producing
sectors.
So
just
a
quick
overview
of
what
this
plan's
goals
are.
E
It's
really
about
ensuring
everyone
lives
in
a
healthy
and
energy,
efficient,
home
or
apartment.
It's
about
improving
indoor
and
outdoor
air
quality
that
has
not
been
part
of
a
climate
Plan
before
this
is
the
first
time
adding
more
green
space
and
trees.
We
hear
a
lot
about
that,
but
really
trying
to
take
a
focused
effort
instead
of
a
sort
of
one-off
effort
with
our
Green
Space
and
the
use
of
trees
and
the
large
amount
of
public
space
that
we
have.
That
is
really
underutilized.
As
Green
Space.
E
We
want
to
design
carbon
free
transportation
and
complete
Street
systems
so
that
people
can
walk
ride,
roll
wherever
and
easily
to
other
places
within
the
city.
We
want
to
support
a
clean
and
energy
efficient
water
system.
This
was
also
a
topic
that
was
not
included
in
the
last
plan:
develop
green
businesses
and
Workforce
training.
This
is
an
incredible
opportunity
to
grow
wealth
within
our
community
right
now,
we're
sending
billions
of
dollars
outside
the
state
for
purchase
of
fossil
fuels,
to
power
our
electric
plants
and
for
our
natural
gas.
E
E
We
want
to
green
and
make
more
efficient,
all
of
our
commercial
and
multi-family
buildings
and
and
industries,
creating
a
carbon-free
energy
systems
for
gas
and
for
heating
and
air
conditioning,
and
also
achieve
for
the
city
operations,
to
lead
by
example,
by
going
Net
Zero
ghg
by
2040.,
so
the
top
10
strategies
to
be
able
to
do
this
are
to
complete
wall
and
attic
installations
in
the
3000
wall
installations,
5000
specifically
by
2030.,
ensure
all
the
house.
E
All
households
have
access
to
ways
to
reduce
energy
burns
when
they're,
especially
above
six
percent
or
above
10
percent
severe
energy
burdens.
The
average
energy
burden
in
Minneapolis
is
2.2
percent,
so
this
would
be
three
times
the
our
average
level
for
folks
that
are
really
having
to
pay
high
gas
and
electric
bills.
E
We
want
to
achieve
100
renewable
electricity,
as
outlined
in
our
renewable
electricity
blueprint
with
30
percent
of
it
coming
from
local
solar
train
and
support
a
thousand
Minneapolis
residents
to
be
participating
in
all
the
weatherization
and
electrification
and
other
improvements.
We
want
to
improve
our
air
quality,
both
outdoor
and
indoor,
through
monitoring
and
mitigation.
E
We've
got
a
lot
of
work
initially,
starting
on
that
ensure
that
three
or
five
trips
are
taken,
as
I
mentioned
by
people
walking,
biking,
writing,
Transit,
expanding
our
Green
Space,
increasing
tree
planting
using
biochar
and
other
methods
for
carbon
sequestration
and
really
developing
ways
to
support
local
food
production.
We
want
to
recycle
and
compost,
80
percent
of
our
waste
through
a
circular
economy
by
2030
and
then
establish
a
climate
Legacy
initiative
that
supports
the
climate,
Equity
plans,
long-term
implementation.
E
So,
just
a
review
of
some
of
the
comments
that
we've
received
over
the
last
60
days,
we
had
we've
got
over
150
verbal
and
written
comments
that
we
received.
During
that
time,
we
received
comments
from
a
wide
variety
of
advisory
groups
and
organizations,
as
well
as
labor
and
trade
unions,
our
our
utilities
mn350
and
many
many
Community
Partners,
and
then
we
also
participate
in
in
having
a
number
of
listening
sessions
and
feedback
sessions
that
were
held
with
the
council
members
in
their
particular
Ward.
E
This
is
one
of
the
big
things
that
we
responded
to
with
comments
asking
for
more
detail
about
specifically
what
the
ghg
emission
goals
reductions
are
based
off
of
our
current
system,
which
is
based
on
the
2006
Baseline.
So
this
is
actually
additional
detail
that
we've
added
in
that
really
focuses
on
each
of
the
areas
that
we
have
been
tracking
and
will
continue
to
track.
And
you
can
see
these
are.
E
So
some
of
the
other
comments
that
we've
received
about
this
and
what
we've
done
really
making
goals
more
numeric
in
categories
we
have
done
this
and
where
we
have
the
ability
to
do
that,
where
we've
done
a
little
bit
deeper
dive
in
studying
it,
and
it's
actually
in
the
two
areas
where
we
have
the
largest
emissions,
which
are
building
sector
and
our
housing
sector.
So
we
did
put
in
specific
metrics
and
dates
on
where
we
had
the
additional
information.
E
We've
completely
restructured
the
plan
to
align
our
goals
and
strategies
and
actions,
much
better
moving
those
strategies
and
actions
from
the
appendix
in
the
first
draft
to
the
main
body
document
by
Topic.
In
this
revised
draft
we've
added
in
just
designations
for
each
of
the
actions
about
whether
they're
a
pilot,
a
program,
a
process
or
a
policy
we've
specified
who
will
lead
on
each
of
the
different
strategies,
and
we
also
included
a
12-month
implementation
plan
for
this
to
really
show
what
work
we're
going
to
be
kicking
off
in
the
next.
E
Well,
basically,
starting,
hopefully,
you
know
June
21st
as
soon
as
this
is
approved
or
we're
already
working
on
it,
but
anyway,
starting
as
soon
as
fast
as
as
possible.
One
thing
that
was
added
was
a
recommendation
to
conduct
a
vulnerability,
analysis
and
resilience
plan.
E
These
are
we've
done
vulnerability,
analysis
before
in
developing
green
zones
and
I
think
it's
been
quite
a
while
2017
I
think
is
when
that
was
done.
So
we
could
really
start
seeing
what
changes
maybe
have
happened
where,
for
the
most
part,
develop
a
baseline.
So
we
can
start
tracking
whether
we're
seeing
reductions
in
asthma,
whether
we're
seeing
increases
in
income,
whether
whether
we're
you
know
seeing
some
of
the
other
impacts,
temperature-wise
air
quality,
wise.
We
are
ensuring
recommendations
from
the
community
advisory
boards,
I
heard
in
there.
We,
we
especially
the
green
zones.
E
So
we
we
really
added
a
new
section
just
to
talk
about
the
green
zones
and
included
reference
to
both
of
the
south
side
and
the
North
Side
Green
zones
plan
and
then
also
we
talked,
did
not
mention
previously.
The
natural
gas
Innovation
act,
which
is
about
reducing
greenhouse
gases
from
fossil
gas,
and
so
that
was
added
in
as
a
recommendation
there
to
partner
with
Centerpoint
on
that
Innovative
action.
E
One
of
the
big
things
that
we
did
change
after
a
number
of
different
sort
of
technical
recommendations
was
the
goal
of
our
energy
burden,
which
was
four
percent
that
we
had
said
before.
Two
things
came
up.
One
is
that
where
the
energy
burden
is,
is
now
being
kind
of
shifted
somewhat,
as
we
look
forward
into
the
future
to
also
potentially
be
electric
car
fueling
as
well
too,
which
can
make
a
very
big
difference,
so
it's
going
to
be
in
the
future,
I
think
more
important
to
understand
the
differences
between
what's
true
housing
energy
burden.
E
What's
you
know,
electrification
how
that
works?
And
you
know
overall,
people
with
electrification
and
EVS
will
be
paying
less
money,
but
we
have
to
look
at
what
they'd
be
paying
currently
in
gas
and
what
they'd
be
paying
by
utilities.
So
we
do
talk
about
that
distinction
and
then
also
We've
ran
into
a
couple
of
things
with
with
one
our
state
of
Minnesota
and
federal
government.
Were
they
considering
energy
burden?
Is
that
six
percent
and
severe
at
10
percent
didn't
align
with
our
four
percent
goal?
E
So
what
we
want
and
then
also
our
data
source
for
this
green
link-
does
not
track
below
six
percent.
So
we
decided
that
it's
best
to
have
the
better
information
and
to
really
focus
on
those
with
the
highest
energy
burdens.
We
know,
and
so
changing
it
from
four
to
six,
really
isn't
changing,
who
we're
going
to
prioritize,
which
of
those
folks
in
the
high
energy
burden
areas.
E
We
did
an
online
survey
as
well,
too,
with
feedback
we
had
845
individual
surveys
and
79
of
those
respondents
were
were
white,
89
reported
living
in
the
city
and
70
percent
were
homeowners,
and
the
reason
that
we
did
a
lot
of
intentional
Outreach
with
this
plan
early
on
and
throughout
the
planned
design
was
because
of
this
is
fairly
typical,
where
we
get
actually
has
a
lot
more
renters
than
we've
probably
seen
many
other
surveys,
the
city
does,
but
it
is
definitely
a
homeowner
white
homeowner
response
that
comes
in
even
though
you
know
really.
E
The
city
is
about
a
little
over
50
percent
white.
We
get
a
lot
more
representation
there,
so
we
did
partner
with
10
different
community-based
organizations
with
that
intentional
Outreach
as
and
took
their
input
into
this
plan.
E
Some
of
the
other
questions
were
that
we
heard
that
we
sort
of
analyzed
what
were
some
of
the
big
recommendations
coming
out,
ensure
increased,
dedicated
and
Equitable
funding,
especially
for
green
zones
and
under
resource
communities,
engaging
in
diverse
communities
and
localized
Community
spaces,
and
really
being
putting
the
communications
efforts
in
multiple
languages.
Etc.
E
One
of
the
things
I
wanted
to
mention
is
that
we,
after
the
public
hearing
we
did
hear
from
Union
and
trade
folks,
and
we
did
meet
with
those
folks
twice
and
have
added
in
some
of
their
recommendations
into
the
plan
as
well
too.
So
in
the
end
of
the
plan
and
the
appendix
there's
more
detail
about
what
we've
heard
from
the
survey
and
more
information
about
the
changes
made
and
and
how
they
can
came
in
so
I
just
wanted
to
highlight
that
today
that
we've
made
a
tremendous
amount
of
changes.
We
did
that.
E
So
this
has
been
the
process.
So
far,
we've
had
our
public
hearing
originally
set
at
April
19th
and
had
the
review
of
The
Working
draft.
We
then
had
the
45-day
comment
period
and
then
a
public
hearing
and
this
committee
on
June
7th.
We
went
to
the
green
zone
Summit
and
did
a
presentation
there
in
June
10th,
and
then
we've
been
working
furiously
on
this
May
through
June
revisions
of
the
plan,
and
we
are
now
here
on
July
12th.
E
So
the
the
resolution
has
been
included
in
the
documents
that
are
are
part
of
the
RCA.
But
this
is
a
summary
of
those
recommendations
and
then
I
just
wanted
to
leave
with
this
particular
particular
quote
from
one
of
our
survey.
E
Respondents
and
I
think
it
really
expresses
that
together
as
a
community,
we
can
achieve
these
goals
and
create
a
healthy,
wealthy
and
climate
resilient
Community
for
all,
with
a
special
emphasis
and
priority
on
our
neighbors
living
in
environmental
justice,
communities
and
I
also
wanted
to
say
you
know
this
is
one
of
the
things
I
think
that
everyone
is
affected
by
and
everyone
gets
impacted
by,
and
it's
one
of
those
things
that
we
I
think
can
come
together
as
a
community
around
whether
we
have
differences
in
rates
or
differences
in
religion
or
differences
and
and
sexual
preference.
E
Or
what
have
you
I
think
that
everyone
knows
that
climate
is
affecting
us
all.
We
need
to
work
together
on
it.
So
thank
you
very
much.
Thank.
A
Thank
you.
Thank
you
all,
and
so
we'll
move
on
to
questions
council,
member
Payne.
C
Thank
you,
madam
chair.
Thank
you
Mr
Havey.
Obviously
this
is
a
really
robust
plan,
something
I
think
more
robust
than
we've
seen
in
the
past,
and
I
really
appreciate
how
you
broken
down
the
implementation
actions
into
categories,
and
you
know
the
just
the
different
categories
around
pilot
process
so
on,
but
the
one
column
that's
missing
is
budget
and
I.
C
Think
that
there's
a
lot
of
consensus
on
this
body
around
the
need
to
take
urgent
action
and
I
think
we
all
agree
around
the
importance
of
the
topic
but
I
think
where
the
rubber
meets
the
road
is
the
budget
and
so
I'm
wondering
if
you
could
just
speak
to
this
is
almost
like
more
a
process.
Question
of
what
are
the
next
steps
as
we
look
at
these
fairly
concrete
actions
that
we
ought
to
be
taken.
C
Do
we
have
robust
estimates
for
each
of
these
actions
or
do
we
need
to
start
developing
those
estimates,
because
I
think
it's
critically
important
that
we
start
assigning
budget
to
this
implementation.
E
Council,
chair,
Vita
and
councilmember
Payne
I.
Don't
have
specifics
on
budget
to
achieve
the
overall
goals
that
we
have
estimates
on
what
they
would
cost
to
achieve
like
if
we
were
looking
at
doing
3
000
attic
insulations.
You
know
those
are
three
four
thousand
dollars
each,
so
that
would
be
like
1.2
million
dollars
to
do
3
000
of
them,
but
what
we
need
to
do
a
little
bit
more
analysis,
and
we
are
looking
at
that
right
now.
E
We
actually
have
a
organization
called
Elevate
from
Chicago
that
we're
Consulting
with
to
develop
what
we
call
a
revenue
stack
for
these
different
types
of
actions,
so
we've
already
initiated
that
work
and
we'll
have
something
in
July.
Wait
no
by
the
end
of
July,
we're
shooting
for
to
be
able
to
have
some
more
numbers
on
that.
E
I
will
say
that
we've
got
a
lot
of
really
solid
numbers
on
what
kinds
of
actions
need
to
be
done
in
the
building
sector,
because
we've
done
audits
of
you
know
more
than
75
different
commercial
buildings
that
have
breakdowns
and
recommendations
with
cost
estimates
and
Energy
savings.
Each
of
the
buildings
are
so
different.
It's
kind
of
hard
to
serve
estimate,
but
we
are
going
to
be
looking
at
doing
a
lot
more
work
and
consolidating
that
one
of
our
interns
is
working
on.
E
Looking
through
all
of
the
different
audits
we've
done
on
our
commercial
buildings
over
50
000,
to
see
where
we
have
similarities,
what
the
costs
are,
how
we
might
be
able
to
really
promote
them
to
go
ahead
and
do
this
by
either
in
different
incentives
or
bringing
forward
suggestions
on
how
to
take
advantage
of
federal
or
state
incentives,
but
I
think
our
next.
Our
next,
you
know
overall,
big
plan
is
to
look
at
each
one
of
these
implementation
strategies.
We
have
and
put
some
budget
numbers
to
those
and
understanding.
E
Some
things
are
moving
without
a
big
budget
like
eliminating
black
plastic
from
from
the
good
to
go
ordinance,
but
there's
a
lot
of
other
things
that
do
have
separate
budgets.
So
we'll
continue
to
work
on
that.
We
have
like
I,
said
some
of
the
stuff
there,
but
we'll
need
more
robust
numbers.
C
We
really
need
to
work
very
closely
with
the
mayor's
office
right
now,
as
he
brings
forward
his
budget
recommendation
and
I
just
want
to
invite
you
to
also
work
with
us
if
you're
not
seeing
those
dollars
reflect
the
need
and
I
think
that,
if
it's
not
in
the
mayor's
budget,
we
still
need
to
take
this
quite
seriously,
and
those
of
us
on
city
council
are
taking
this
seriously,
so
we
just
want
to
make
sure
that
we
are
making
those
Investments
where
they
need
to
be
made.
So
thank
you.
Thank
you.
Thank.
F
Thank
you,
chair,
Vita
I,
just
want
to
start
out
with
saying
that,
of
course,
climate
work
is
a
top
priority,
at
least
for
this
body,
and
it
should
be,
and
we
clearly
need
a
serious
and
thorough
plan
for
decades
in
advancing
this
work
to
benefit.
You
know
the
hundreds
of
thousands
of
represent
residents
that
we
represent
and
making
sure
that
we're
building
a
green
economy
to
support
that
and
also
I
want
to
give
kudos
to
Our
Community,
Partners
and
residents
who've
been
active
in
shaping
this.
F
You
know,
as
you
named
in
your
presentation
and
after
the
original
draft,
hundreds
of
community
members
testified
and
contacted
our
offices.
Our
staff,
with
feedback
around
having
more
specifics,
be
provided,
especially
when
it
came
to
Department,
leads,
who
were
overseeing
certain
strategies
and
action
steps
and
to
have
more
specifics
on
timeline
and
as
council
member
Payne
just
highlighted
definitely
having
more
specificity
around
how
we're
going
to
fund
this
robust
plan,
but
for
first
I
wanted
to
ask
a
few
clarifying
questions
just
digging
into
the
actual
report
of
it
on
page
31.
F
It
has
we're
also
working
on
a
policy
for
City
funded
buildings.
Buildings
focused
on
Equity
that
will
make
buildings
and
underserved
areas
more
energy
efficient
and
resilient,
while
costing
less
to
operate
again.
This
is
on
page
31.
I
just
want
to
get
clarity
on
who
is
the
we
I
think
that's
again,
a
piece
that
wasn't
fully
clarified
under
leads-
and
this
was
also
one
of
the
areas
that
did
not
have
a
timeline
on
it.
F
So
if
there's
any
right
off
the
back,
if
you,
you
know
kind
of
a
timeline
development
for
this
particular
one.
E
Chair
Vito,
council
member
wansley
that
we
are
actually
starting
and
have
been
discussions
on
that
with
our
community
planning
and
economic
development.
Colleagues
at
the
city,
specifically
around
the
commercial
Corridor
fund,
and
so
one
of
the
things
we're
working
on
is
we're
actually
submitting
on
July
18th,
the
first
of
what
would
be
a
four-part
about
half
million
dollars
each
one
grant
that
we
would
use
in
conjunction
with
the
commercial
Corridor
funding.
E
So
we
can
then
fund
all
the
green
improvements
and
electrification
that
are
required
or
well
they're,
part
of
a
Sustainable
Building
policy.
It
hasn't
been
fully
passed,
but
that
we've
developed
in
draft
form
that
would
really
push
us
into
getting
basically
near
Net,
Zero,
Energy
buildings,
and
so
we've
added
these.
These
additional
federal
dollars
that
we
get
will
be
put
on
top
of
already
the
commercial
Corridor
funds
that
cped
has
to
do.
Basically,
a
full
Greening
of
the
building
and
I
know
that
one
of
the
buildings
that
they're
looked
at
are
is
the
building.
E
That's
houses
do
Nord
this
Distillery,
so
that's
just
kind
of
one
example:
they
want
to
expand
their
building
and
and
expand
their
business.
So
really
working
with
them
to
own
that
building,
as
well
as
make
the
improvements
to
these
old
buildings.
So
that's
an
example
of
that.
E
We're
going
to
be
doing
that
this
year,
initiating
that
this
year
and
over
the
next
year
and
a
half,
but
it's
meant
to
be
an
ongoing
program
that
we'd
support
so
kind
of
the
deal
is
that
c-pads
are
really
really
in
favor
of
having
a
sustainability,
but
they
also
know
it's
really
hard
to
finance
these
and
adding
additional
costs
to
mainly
minority
owned
businesses
and
Property.
Owners
makes
the
deal
harder
to
do
so.
We're
trying
to
add
a
little
bit
more
juice
into
the
into
the
Lemonade.
F
And
getting
back
to
funding
I
think
that's
a
clear
piece
of
this
too,
and
in
the
report
it's
referred
to
a
couple
of
times
in
terms
of
the
climate
Legacy
initiative
which
I
know
the
mayor's
office
is
leaning
on
and
I
know
for
our
Community
Partners,
who
were
advocating
for
the
people's
equity
and
climate
plan.
There
was
the
recommendation
for
a
just
transition
fund
so
having
a
dedicated
fund
to
support
this
work
and
having
some
actual
estimates
for
how
much
we
need
to
raise
now
that
we're
doing
a
two-year
budget.
F
What
does
that
look
like
so
just
for
clarity,
I
think
in
the
plan,
while
it
was
referred
to
still
it's
not
fully
defined.
What
is
this
climate
Legacy
initiative
and
also
is
there
funding
targets
that
staff
has
come
up
with
because
that's
also
not
listed
in
the
report,
at
least
starting
out
for
this
year
or
the
next
two
years
again,
under
the
assumption
that
we're
doing
these
biannual
budget
so
that
we
can
have
a
sense
of
okay?
F
Here's
what
the
city
is
ready
to
Pony
up
in
addition
to
the
dollars
that
will
be
coming
from
the
state
and
the
federal
government.
E
Chair
of
Utah
councilmember
wansley,
the
the
it's
not
specific
in
there
because
I
know
there's
still
quite
a
bit
of
negotiations
going
on
and
a
lot
of
reviews
still
going
on.
But
I
can
say
that
you
know
our
plan
is
to
be
able
to
get
additional
dollars
from
the
city
and
state
federal
other
sources
to
start
to
increase
that
and
start
that
Legacy
fund
for
2024..
E
So
this
is
but
obviously
the
budget
process
it's
going
through
a
typical
budget
process,
so
health
department
has
submitted
some
budget
changes
and
to
support
climate
action
and
I
think
that's
still
under
review
by
the
mayor's
office.
Right
now.
So.
F
Do
we
even
have
a
goal
in
in
the
sense
of
if
you
looked
at
all
the
answer,
departments
or
departments,
that's
listed
that
we'll
be
doing
or
using
their
budgets
to
address
pieces
of
you
know
these
strategies
or
actions
in
the
report.
Do
we
have
a
sense
of
in
2024?
We
would
like
to
have
12
million
10
million
5
million.
F
Even
that
will
be
helpful
and
that
is
not
even
provided,
so
even
in
that
sense
of
it's
okay,
great
you're,
doing
negotiations,
but
this
is
the
goal
that
we
would
like
to
start
at
in
order
to
at
least
let
folks
know,
here's
here's
what
we're
doing
and
then,
if
the
state
gives
2
million,
if
the
feds
give
us
five
million,
if
it's
more
than
that,
even
better,
if
it's
less
than
at
least
also
for
this
body,
we
know
before
December
what
we
should
be
looking
at
in
terms
of
also
showing
we're
supporting
this
work.
E
Chair,
if
you
tell
councilmember
winesley
yeah
we're
going
to
be
having
more
information
coming
out
on
that
right
now,
we're
just
in
the
early
budgeting
phase.
So
I
really
can't
comment
on
because
I'm,
not
the
one
that
sets
the
budget
or
makes
recommendations
from
the
health
department
in
our
division.
We
we
make
recommendations
there,
bosses
and
they
then
forward
it
on
to
the
Mayors,
and
it
goes
through
the
process.
E
So
I
will
say
that
we
will
have
better
understanding
of
where
money
sort
of
Stack
was
is
going
to
be
made
up
for
different
types
of
activities.
We
do
have
a
consultant
working
on
that
right
now,
so
we
will
have
that
for
you
well
in
advance
of
December
when
the
final
budget
decisions
are
made.
F
Yeah,
it
would
be
great
if
we
could
have
had
before
December,
but
all
right
I
will
take
a
moment
to
at
least
emphasize,
what's
really
good
about
this
plan
in
terms
of
improvements
from
feedback
you
mentioned
specifically,
including
laborers,
who
spoke
at
the
last
public
hearing
about
that
and
I
know.
That's
included
in
strategy
ECW
point
four.
Where
you
talk
about
you
know
making
sure
we
have
Partnerships
with
unions
and
trades
to
support
the
underemployed
entering
into
green
career
Fields
and
specifically
even
as
first-time
workers.
F
That's
on
page
41.,
so
just
want
to
give
kudos
to
that
again.
What
is
still
a
significant
weakness
in
light
of
all
this,
we
still
don't
know
how
much
we're
funding
around
this.
We
don't
know
how
many
millions
of
dollars
we're
going
to
be
advocating
or
setting
as
a
goal.
What
we
do
know
is
this
plan
is
going
to
cost
billions
of
dollars
in
order
to
actually
be
effective,
and
essentially
a
plan
that
does
not
have
funding
is
essentially
meaningless.
F
So
that
is
one
piece
that
again
we
need
to
continue
working
on
and
I
know.
Our
community
members
have
continued
to
raise
this
as
a
top
priority,
and
hopefully
we
get
some
readied
or
immediate
of
you
know,
action
on
that
and
hopefully
not
have
to
wait
until
August
15th
when
the
mayor's
release
his
budget
for
us
to
get
a
sense
of
what
those
funding
goals
are.
F
In
light
of
that,
though,
I
do
want
to
take
a
moment,
at
least
to
tell
the
public
what
our
office
is
doing
with
our
colleagues
to
get
clarity
or
to
advance
at
least
three
of
these
strategies,
and
especially
in
increasing
our
funding
capacity.
One
is
ensuring
that
our
current
pcar
fees
are
correctly
recouping
our
expenses
on
Pollution
Control.
F
The
second
is
working
with
our
Statewide
Statewide
legislators
to
expand
Municipal
Authority
towards
fees
for
social
cost
of
carbon,
and
then
third
is
also
advancing
a
legislative
directive
to
give
Council
and
the
public
overview
of
what
our
Ira
those
federal
dollars.
Funding
opportunities
are
for
us
to
be
competitive,
to
apply
for
them
in
the
coming
year,
and
this
plan
gives
us
a
really
good
foundation
of
that.
F
But
again,
we
need
to
know
how
much
of
that,
if
we
want
to
go
for
5
million,
we
need
to
make
sure
that
our
plan
is
robustly
presenting
that
we're
ready
to
receive
that.
So
we're
looking
forward
to
getting
that
information
back
and
I
see
that's
the
bare
minimum.
We
can
be
doing,
at
least
on
the
council
side,
while
we're
waiting
on
the
executive
side
also.
Lastly,
what's
in
front
of
my
colleagues
right
now
is
two
motions
related
to
providing
Clarity
around
lead
departments.
F
F
I
won't
name
them,
but
basically
these
are
all
strategies
that,
in
the
plan
it
states
that
they
are
working
or
we
staff
will
be
working
council
members
will
be
working
with
the
state
county
or
other
intergovernmental
partners
that
are
specifically
mentioned
yet
igrs
not
listed
as
a
lead
Department
in
that
section,
so
I
think
adding
the
igr
team
will
help
with
you
know,
providing
that
Clarity
and
accountability.
The
Second
Amendment
is
to
remove
businesses
and
Property
Owners,
as
leads
which
are
listed
several
times
again.
F
Those
are
listed
in
the
motion
in
terms
of
those
specific
sections.
Instead
This
motion
asks
that
we
list
a
cped
and
Regulatory
services
so
that
we
can
actually
leverage
our
authority
to
support
or
incentivize
Property,
Owners
or
owners
and
businesses
to
do
what's
outlined
in
that
report.
This
body
or
the
city
does
not
have
that
type
of
like
direct
oversight
with
vague
business
owners
and
Property
Owners.
F
So
we
want
to
make
sure
c-pad
s
is
already
done
throughout
the
rest
of
the
port,
as
listed
as
leads
for
it
to
be
reflected
as
a
substitute
there.
So
I
at
least
wanted
to
give
some
context
for
those
motions,
and
with
that
I
like
to
move
those
motions
for
approval.
Thank.
A
You
councilmember
wansley
when
after
councilmember
rainville's
question,
I'll
move
the
item
along
with
your
amendments.
D
Thank
you,
madam
chair,
so
thank
you
so
much
Kim
the
couple
quick
questions,
but
first
a
compliment
to
include
both
so
many
people
in
this,
but
I
really
appreciate
the
unions,
because
the
opportunities
for
Union
paid
jobs
are
so
great
and
Minnesota.
350
I've
really
enjoyed
the
interactions
with
with
your
group,
so
and
I
see
many
of
you
here
today.
So
thank
you.
In
your
first
phase,
you
had
5
000
households
for
the
weatherization
program.
D
How
many
households
total
do
we
need
to
weatherize
for
electrification
about
forty
thousand
forty
thousand
okay?
Thank
you
and
then,
when
you
talk
about
Recycling
and
composting
composting
to
reduce
that
by
80
percent,
how
much
of
that
depends
on
County
Health?
You
know
clearly
they're
involved
in
this.
We
can't
do
it
by
ourselves.
E
Right,
chair
veto
and
councilmember
rainville
that
that
is
absolutely
right.
Hennepin
County
is
very
involved
in
doing
a
lot
of
the
different
efforts
on
reducing
Plastics
and
things
like
that,
and
we
want
to
be
able
to.
You
know,
work
with
Hennepin
County
and
some
of
their
other
ideas
for
composting
and
they're.
E
Looking
at
some
ideas
on
doing
anaerobic
digestion
and
things
like
that,
and
and
obviously
we
need
to
work
with
them,
there's
been
on
in
regards
to
how
we
use
the
or
the
continued
use
of
of
the
downtown
Energy
Center
or
the
garbage
incinerator.
So,
yes,
we
have
a
lot
of
integration
with
them
right
now,
we're
at
about
50
percent
sort
of
recycling
reuse
composting
right.
So
we
need
to
get
that
to
at
least
the
goal
is
to
get
that
to
at
least
80
percent
by
2030.
D
Great,
thank
you
not
one.
Last
question
Madam
sure
the
natural
gas
investment
act
offline,
maybe
next
week,
if
you
have
the
time
I'd
like
to
learn
more
about
that
and
how
you
would
partner
with
Center
Point
Energy
on
that
Trevi.
A
Thank
you
and
I
just
want
to
say
I'm,
so
proud
of
our
staff.
You
all
have
done
a
phenomenal
job
on
this.
Yes
and
and
I'm
also
really
proud
of
this
community.
You
know
I
heard
a
lot
from
northsiders
and
I
see
a
lot
of
them
in
this
room
right
now
who
don't
usually
participate
in
this
process,
but
the
staff
here
at
the
city
open
the
door
and
created
seats
at
the
table
for
everyone
to
be
heard.
A
I
know
we
didn't
get
as
much
participation
as
we
had
hoped
for,
but
you
all
really
did
a
good
job
and
I'm
proud
of
this
plan.
I
know
we
got
to
find
some
money
and
that's
up
to
me
and
my
colleagues
to
keep
this
work
going.
Even
if
we're
not
here
I'm
looking
forward
to
working
with
you
all
and
the
community.
My
favorite
thing
about
this
plan
is
that
things
can
change.
We
can
work
on
things
and
if
it's
not
working
out,
we
can
pick
something
else.
A
There's
a
lot
of
work
for
us
to
do
and
I'm
excited
that
we're
going
to
get
it
done.
Thank
you
all
so
much
and
seeing
is
there
any
further
discussion
seeing
no
further
discussion.
I
will
move
for
approval
of
this
item
along
with
council
member
wansley's
Amendment
amendments,
the
two:
if
this
body
agrees
I
see
no
one,
not
agreeing
so
all
those
in
favor,
please
say
I
I
oppose
nay
that
carries
in
this
item
will
be
forwarded
to
the
next
council
meeting.
Thank
you
so
much
thank.
E
A
G
G
I
so
I'll
give
a
brief
background
on
the
green
zones
and
then
hand
it
over
to
April
Mendez
to
give
the
actual
detailed
findings
from
the
evaluation
and
I
will
note
that
we
do
have
handouts
that
I
believe
all
the
council
members
have
received,
but
also
for
individuals
in
the
audience.
There's
handouts
both
the
slides
that
we'll
be
presenting
and
a
list
of
accomplishments
from
the
last
several
years.
G
So,
just
to
reiterate
what
the
green
zones
are.
The
green
zones
initiative
is
a
place-based
policy
aimed
at
improving
health
and
supporting
Economic
Development,
using
environmentally
conscious
efforts
in
communities
that
face
the
cumulative
effects
of
environmental
pollution
as
well
as
social,
political
and
economic
vulnerability.
G
So
we're
talking
about
an
environmental
justice
policy
that
is
really
focused
in
specific
neighborhoods
of
the
City
of
Minneapolis
in
2016
and
2017,
we
had
a
city-wide
working
group
that
used,
but
both
identified
the
priorities
for
the
green
zones
and
then
based
on
those
priorities,
use
data
to
understand
what
are
our
existing
conditions
are
and
what
areas
should
be
identified
and
designated
as
green
zones.
So
the
list
of
that
data
is
here.
G
So
for
this
slide,
I
really
just
kind
of
want
to
again
set
us
up
for
receiving
the
recommendations
from
this
evaluation
and
giving
the
context
of
even
why
we
did
the
evaluation
in
the
first
place.
So
in
2021
we
were
able
to
green
zone
members
and
I
were
able
to
give
a
presentation
to
Council
on
the
work
accomplished
at
that
up
to
that
point,
which,
in
particular,
was
focusing
on
the
five-year
work
plans
that
the
north
side
and
the
South
Side
Green,
Zone,
Had,
Each,
developed
and
adopted
for
themselves
in
2019
and
2020..
G
In
that
presentation
to
you
all,
we
kind
of
called
that
work
phase,
two,
the
creation
of
the
work
plans
and
that
we
wanted
to
transition
into
phase
three
implementation
and
the
we
were
asking
for
support,
which
included,
funding
and
resources
both
to
facilitate
the
reimagining
of
the
green
zone
structure
and
as
well
as
community-led
projects
to
implement
work
plans.
You'll
hear
more
about
the
community-led
projects
in
the
evaluation.
G
A
city
council
used
the
city
budget
process
to
allocate
and
I
quote
one-time
funds
to
hire
Consultants,
who
will
work
with
the
mayor,
the
city,
council
and
City
staff
and
members
of
the
north
side
and
South
Side
Green
zones
councils
to
assess
the
success
and
challenges
of
the
city's
green
Zone's
efforts
and
present
recommendations
for
improvement.
This
evaluation
work
will
identify
a
series
of
City
resources
and
internal
strategies
that
will
be
needed
to
implement
the
green
zone
council's
work
plans
and
policy
recommendations.
G
So
in
2022
upon
receiving
those
resources,
we
followed
the
city's
standard,
RFP
process,
green
zone
members
participated
in
the
review
of
applications
and
actually
the
establishment
of
the
the
request
for
proposals
itself,
and
then
we
selected
green
print
Partners
as
the
green
zone.
Evaluation
consultant.
So
at
this
time,
I'd
like
to
welcome
up
April
Mendez
to
provide
the
results,
welcome.
H
And
committee
members,
thank
you
so
much
for
having
us
today
and
thank
you
Kelly
for
that
introduction.
I
want
to
acknowledge
the
presence
of
numerous
green
zone
members
in
the
room
today,
a
couple
of
whom
will
be
invited
up
to
speak
and
share
some
of
their
thoughts
on
the
recommendations
that
will
be
Michael,
Cheney
and
co-star
Muhammad,
who
will
also
join
me
at
the
podium
shortly.
H
Additionally,
we
surveyed
relevant
City
departments
and
have
included
analysis
of
19
responses
in
these
findings
and
the
findings
that
I
present
are
going
to
include
some
illustrative
quotes
from
interviews
and
survey
responses.
I'll
note
that
the
presentation
that
you
have
in
front
of
you
is
much
more
comprehensive
than
the
presentation
that
we'll
be
giving
today,
because
we
don't
have
time
to
go
through
all
of
the
findings.
So
you'll
find
a
lot
of
those
illustrative
quotes
in
the
slides
that
are
in
front
of
you
and
for
folks
who
are
able
to
get
handouts
there.
H
We
also
had
a
participation
from
Myriad
interview
or
interviewees.
As
I
said,
we
interviewed
31
different
individuals,
and
so
thank
you
to
them
for
the
time
that
they
dedicated
and
the
passion
and
honesty
with
which
they
spoke
and
then
finally,
the
survey
respondents.
In
some
cases
these
are
actually
collected,
input
that
were
gathered
across
an
entire
department
in
order
to
inform
a
singular,
departmental
response.
H
This
is
something
that
is
just
compounding
a
reality
that
they
have
lived
with
for
a
very
long
time
every
single
day
and
that
racist
redlining
policies
and
Decades
of
institutional
planning
and
investment
decisions
have
led
to
cumulative
impacts
that
severely
limit
quality
of
life
and
access
to
Opportunities.
That's
exemplified
by
any
number
of
Statistics.
Just
a
couple
of
examples.
Asthma
rates
in
the
green
zones
are
four
to
five
times
higher
than
they
are
for
the
rest
of
the
seven
County
Metro
Area
childhood
lead.
Poisoning
rates
are
double
and
triple
the
rates
of
Statewide
lead
poisoning.
H
So
I'm
going
to
open
with
the
the
strengths
that
we
found.
The
first
strength
is
that
the
Committees
themselves,
that
is,
the
residents
of
green
zones
and
City
staff,
who
are
non-voting
members,
have
themselves
on
their
own
power,
generated
significant,
tangible
Community
leadership
for
environmental
justice
issues
in
each
of
their
communities,
and
that's
exemplified
by
the
sheer
number
of
brute
hours
that
they
have
put
in
both
in
the
committee
meetings.
H
The
leadership
planning
of
committee
meetings,
the
invitations
to
guest
speakers
to
come
in
and
consider
ways
to
collaborate
with
green
zone
members
and
additionally,
outside
of
those
committee
meetings.
These
members
have
raised
eight
hundred
thousand
dollars
to
support
initiatives,
including
nine
different
19
different
initiatives
that
they
have
either
funded
or
themselves
launched
and
supported.
H
They
have
leveraged
or
helped
direct
funding
to
13
Community
projects
that
Advance
green
zone
goals
and
work
plans
with
the
leadership
of
North
Side
Green
Zone
member
Leslie
Jackson.
They
ran
a
youth
billboard,
design
competition,
which
you
also
see
evidence
of
in
the
t-shirts
that
folks
are
wearing.
Today,
foreign
youth
congress
members
have
been
brought
on
to
the
north
side
green
zone
task
force
to
increase
youth
leadership
within
the
green
zone
initiatives.
H
They
have
launched
a
pilot
program
for
edible
boulevards
on
the
North
side,
with
leadership
from
Michelle
Shaw,
and
they
have
generated
some
policy
change
by
getting
green
zone
development
criteria
incorporated
into
the
city's
new
Sustainable
Building
policy
for
municipal
buildings.
They
have
been
busy
and
very
passionately
so
and
all
of
their
numerous
accomplishments.
I
don't
have
time
to
represent
today.
So
you
have
a
lengthy
handout,
also
in
your
packet
with
a
more
comprehensive
listing
of
those
accomplishments.
H
The
second
strength
is
that
the
geographic
designation
itself,
the
establishment
of
the
boundaries
of
the
green
zones
and
the
concept
of
the
green
zones
has
actually
been
a
powerful
vehicle
for
change.
As
you
can
see
here
in
the
upper
left,
quote,
the
health
department
leverages
the
boundaries
that
to
make
green
zones
a
primary
focus
for
their
programs
and
currently
drives
an
estimated
70
or
60
percent
of
their
funding
there.
H
In
the
quote
on
the
bottom
left,
you
see
that
utilities,
through
approval
by
the
Minnesota
Department
of
Commerce,
have
also
made
rebates
and
incentives
easier
to
access
for
green
zone,
property
owners
and
Department
dwellers
in
the
top
right.
You
see
that
Public
Works
has
applied
for
24
million
dollars
for
lead
service
line
Replacements
in
the
green
zones
and
in
the
bottom
right.
You
see
that
neighborhood
and
community
relations
has
integrated
green
zones
into
their
grant
funding
review
process
and
co-hosted
an
annual
green
zone.
Summit
Additionally
the
list
of
Investments
doesn't
end
here.
H
Green
zone
residents
have
received
free
home
energy
Squad
visits,
zero
percent
loans
for
Energy
Efficiency
and
solar
retrofits,
along
with
two
and
a
half
million
dollars
in
cost.
Sharing
for
Energy
Efficiency
retrofits
they've
received
a
green
career
exploration
program,
air
quality,
monitoring,
free
and
discounted
trees,
public
green
storm
water
infrastructure
projects
with
native
plants,
additional
credits
on
stormwater
utility
bills
for
residents
who
install
Rain,
Gardens
or
pervious
pavement
and
investments
in
lead
abatement
and
other
healthy
home
treatments.
H
H
A
final
strength
is
that
there
are
some
City
departments
who
are
proactively
really
considering
ways
to
grow
their
efforts.
So
again,
coming
back
to
that
idea
that
there
is
some
momentum
here,
a
survey
respondent
from
the
health
department
sees
opportunities
quote
to
do
more
as
a
team
to
understand
and
integrate
the
vision
and
values
of
the
green
zones
as
they
align
with
specific
rfps
or
partner
eligibility
efforts
and
When
developing
their
next
biennial
budget.
H
H
H
However,
there
are
also
critical
barriers
that
are
significantly
constraining
progress.
These
include
trust
between
the
city
and
green
zone
committees
is
low
and
is
further
being
deteriorated
by
high
profile
conflicts.
Secondly,
the
committee
recommendations
lack
teeth.
They
are
an
advisory
body
only
as
are
all
committees.
H
There
is
limited
buy-in
and
awareness
from
City
departments,
that's
really
necessary
to
advance
screen
Zone
goals.
The
buy-in
and
awareness
is
largely
embodied
in
people
and
not
in
the
full
departmental
commitment
committees
have
a
narrow
voice
that
is
not
seen
as
being
broadly
representative
of
stakeholders
within
the
green
zones,
and
committees
feel
that
there
isn't
strong
enough
public
awareness
and
engagement
from
within
the
represented
neighborhoods.
H
So
the
first
recommendation
is
to
launch
a
public
reporting
dashboard
that
seeks
to
address
the
first
two
barriers
which
were
low
trust
and
a
lack
of
teeth
in
the
committee's
recommendations,
and
so
to
speak
to
this
recommendation,
I'd
like
to
introduce
Michael
Chaney,
a
founding
member
of
the
north
side
green
zone
task
force.
Please
welcome
Michael.
I
You
good
to
see
you
as
always:
North
Minneapolis
is
going
green.
Give
us
a
call
and
learn
what
we
mean
where
one
Sly
Urban
blight
now
sits:
luscious
Garden
sites,
Gardens
Without,
Borders
classrooms,
Without
Walls,
architects
of
our
own
Destinies,
access
to
food
justice
for
all
and
now,
like
sweet,
potato
vines,
our
missions
and
goals
all
intertwine
good
day,
everyone.
My
name
is
Michael
Chaney
I'm,
an
activist
and
organizer
in
the
80s
I
was
the
founder
of
the
Minnesota
Juneteenth
celebration
in
the
90s.
I
I
was
the
founder
of
the
Wendell
Phillips
Credit
Union
in
South
Minneapolis
and
in
2010,
when
North
High
came
under
attack
and
there
were
School
administrators
who
threatened
to
close
the
school
myself
and
others
push
back,
because
we
felt
that
the
killing
of
the
school
is
the
killing
of
heart
of
any
community
and
so
on
all
good
conscience.
We
couldn't
sit
back
and
watch
that
happen.
As
a
result
of
that
we
approached
North
High.
I
They
had
a
green
room
that
had
been
abandoned
for
over
10
years
by
some
other
missteps
on
school
administrators
who
felt
that
life
skills
wasn't
critical,
that
we
should
focus
on
technology,
and
so
that's
really.
What
we've
been
doing
is
really
trying
to
turn
that
Trend
to
recognize
that
you
know
that
all
people
matter
and
that
all
issues
are
an
environmental
issue,
and
so
through
that
process,
we've
created
the
first
urban
farm
legislation
in
the
nation.
It's
an
agree
grant
that
we
created.
Why?
I
Because
we
couldn't
get
the
support
from
the
city,
we
couldn't
get
the
support
needed
support
from
the
county,
and
so
we
had
to
take
it
to
a
higher
court
in
the
land
and
that's
why
we
went
to
the
Minnesota
Department
of
Agriculture
and
with
the
help
of
Karen
Clark
created,
like
I,
said
the
first
known,
Urban
Farm
legislation.
In
with
that.
I
With
that
any
school,
any
non-profit,
any
faith-based
Community
can
apply
for
up
to
fifty
thousand
dollars
to
birth,
green
projects,
and
so
we've
been
following
that
process.
Through
that
process,
we
move
forward
to
create
a
Pathway
to
higher
education,
growing
North
Minneapolis,
with
the
University
of
Minnesota,
in
partnership
with
the
c-fan
and
egg
education,
and
last
year
we
growing
North
minneapolis's
initiative.
We
were
named
their
Partnership
of
the
Year
this
year
we
went
further
and
we
through
the
Minnesota
Department
climate
adaptation
award.
I
It
means
that
we
need
to
be
vigilant
to
make
sure
that
those
people
who
have
applied
for
these
funding,
whether
or
not
it's
City,
County
or
State,
are
not
just
usurping
on
the
misery
of
poor
marginalized
communities.
But
that
money
is
so
supposedly
to
help
lift
us
up
and
out
of
poverty.
And
so
in
reviewing
the
recommendations
and
in
helping
prepare
this
document.
It
became
very
clear
to
me
that
we
needed
to
have
much
more
intensive
analysis
in
creating
a
dashboard.
I
As
we
see
Workforce
growth
numbers
grow,
it's
critical
that
we
monitor
those
numbers
is
the
money
going
to
those
who
claim
that
they're
being
claimed
to
serve
serve
as
we
see
now,
roundabouts
around
roundabouts
are
those
people
who
are
building
these.
Are
we
are
building
these
roundabouts?
Are
we
part
of
that
equation,
or
are
we
just
being
run
around
again
and
so
that's
why
we
think
that
it's
important
that
there
be
more
vigilance
applied
to
more
analysis
in
terms
of
are
those
companies
that
are
coming
into
our
community
from
rural
communities
from
Suburban
communities.
I
It
must
be
mandatory
that
they
are
hiring
people
in
our
community
by
Park
residents,
marginalized
people,
low-income
residents
or
otherwise
we
might
have
greater
infrastructure,
but
we
failed
miserably
in
addressing,
and
so
that's
why
we're
here?
That's
why
I
was
asked
to
speak
and
and
urge
you
to
put
more
thought
in
terms
of
review
and
making
sure
that
we
have
some
form
of
scale
in
terms
of
are
the
people
that
are
being
hired
to
do
this
infrastructure
work.
I
Are
they
people
from
our
communities
and
is
there
a
way
that
we
can
measure
that
we
are
indeed
lifting
people
up
and
out
of
poverty?
I
want
to
just
one
of
my
let
equity
and
inclusion
be
the
seeds
that
fuel
our
nation's
future.
That's
what
the
Biden
Administration
asks
for,
and
I
think
that
we
must
be
vigilant
to
them.
Thank
you.
H
Great,
thank
you
so
much
Mr
Cheney,
so
I
want
to
add
just
a
little
bit
of
extra
color
on
that
recommendation.
So
what
the
green
zone
committees
are
looking
for
is
a
singular
public
platform
where
they
can
see
how
much
change
has
actually
happened
on
the
environmental
justice
indicators
that
have
been
used
to
define
the
green
zones
in
the
first
place
and
what
kind
of
Investments
are
going
into
the
green
zones
and
are
they?
Are
they
proportionately
being
shared
with
the
green
zones
versus
other
areas
of
the
city
as
well?
H
And
so
they
would
like
something
that
includes
some
immersive
mapping.
Clearly,
this
kind
of
clarification
on
what
progress
has
been
been
made
on
the
metrics,
so
that
is
recommendation
one.
The
second
recommendation
is
around
policy
change,
which
is
to
accelerate
near-term
policy
change
that
adds
policy
teeth
to
the
committee's
recommendations,
given
that
they,
like
all
committees,
have
only
advisory
power.
There
is
momentum
towards
policy
change
with
the
creation
of
the
green
zones,
the
adoption
of
green
zone
development
criteria
and
the
current
active
involvement
of
the
Committees
in
the
zoning
update
process.
H
The
third
recommendation
is
to
invest
in
the
stat
capacity
of
City
staff
to
build
internal
awareness,
alignment
and
action
for
the
green
zones.
This
addresses
the
barrier
of
The
Limited,
buy-in
and
awareness
that
we
saw
within
City
departments.
We
found
that
there
is
significant
desire
within
a
handful
of
City
departments,
to
engage
more
fully
in
addressing
green
zone
goals,
but
a
single
dedicated
staff
coordinator
as
phenomenal
as
Kelly
mullman,
is,
and
everyone
named
her
without
without
exception
for
the
seven
years
that
she
has
invested
in
making
this
initiative
successful.
H
H
So
the
recommendation
here
is
for
a
minimum
of
two
full-time
staff
members
plus
a
dedicated
green
zone
liaison
within
each
department.
That
is
given
both
the
responsibility
and
the
workload
capacity
to
advance
green
zone
goals
in
Partnerships
with
the
Committees,
and
to
speak
further
to
this
recommendation,
I'd
like
to
invite
co-star
Muhammad
a
leadership
member
of
the
South
Side
Green
Zone
Council.
J
Welcome,
thank
you,
chair
Vita
and
committee
members.
My
name
is
co-star
Muhammad
My
pronouns.
Are
she
her
and
ayada
and
I
serve
as
a
member
of
the
Southside
green
zones,
long-term
resident
of
Ward
6,
and
really
have
been
profoundly
impacted
by
the
role
of
Kelly
and
really
just
the
profound
time
that
she's
put
in
and
dedicated
to
this
work?
J
She's
worked
seven
days
a
week,
24
hours
365
days,
and
she
has
really
made
it
a
dedication
of
hers
to
really
ensure
that
it's
Paramount
that
this
city
shows
up
both
at
the
top
grass
and
at
the
grassroot
level
that
has
been
fairly
impactful
in
ensuring
that
we
across
the
city
are
being
a
part
of
this
process.
But
we
haven't
felt
that
dedication
in
the
equity
of
that
dedication,
showing
in
the
Staffing
of
this
particular
initiative
right
so
with
dedication.
J
That's
investment
we'll
actually
be
able
to
see
the
management
of
the
issues
that
the
city
is
facing
around
the
climate
crisis
being
measured.
If
you
actually
have
FTE
that
are
dedicated
to
this
function
of
this
work
from
a
larger
and
expansive
way,
we
would
be
able
to
see
more
time
and
capacity
added
to
the
sustainability
team
added
to
the
community
members.
J
J
We
see
it
through
the
air
quality.
We
see
our
elders
being
locked
up
in
their
homes
and
too
frightened
to
go
outdoors
and
to
take
walks.
Many
of
our
members
are
living
in
what
is
considered
a
concrete
jungle
and
walkability
is
a
difficulty
for
money.
Many
can't
afford
access
to
healthy
opportunities
to
have
Fitness
and
accessibility
and
we're
not
facing
Four
Seasons
anymore
in
Minnesota.
It's
really
looking
like
two
seasons,
so
the
reality
is
here:
it
is
knocking
on
our
doors
and
we
need
more
dedicated
staff,
more
dedicated
funding
and
time
towards
this
work.
J
A
H
Okay,
next
recommendation
is
to
lean
into
that
momentum.
That's
already
been
established
with
some
of
the
collaborations
with
City
departments,
the
there
are
some
really
tangible,
Partnerships
that
have
been
established
and
that
really
hold
a
lot
of
promise
for
much
greater
impact.
If
there
is
that
capacity
for
deeper
and
more
sustained
collaboration
and
as
I
said,
there
is
desire
across
the
board-
and
it
just
needs
to
be
fueled
with
resources
and
focus.
H
Okay,
and
these
collaborations
just
to
continue
this
recommendation.
These
collaborations
are
a
critical
Avenue
through
which
to
build
trust,
so
the
collaborations
themselves
need
to
embody
the
principles
and
practices
that
honor
the
value
of
green
zone
residents.
Some
practices
that
have
been
requested
include
ensuring
early
and
sustained
engagement
of
green
zone
committees
in
Project
planning
processes,
creating
opportunities
for
Meaningful
input
and
co-design
from
the
outset
of
project
development,
respecting
recognizing
and
allocating
resources
for
the
work
of
the
green
zone.
H
Committees,
which
includes
compensation
for
committee
members,
who
are
the
only
ones
in
the
room
who
are
not
paid
to
be
there
and
being
accountable
for
following
through
and
providing
a
feedback
loop
on
the
recommendations
and
requests
that
have
been
made
by
green
zone
committees.
This
again
just
underscores
how
critical
it
is
to
provide
ample
resources
to
both
City
staff
and
the
green
zone
members
to
engage
in
healthy
collaboration.
H
Secondly,
committee
members
themselves
feel
that
their
representation
of
their
community's
diversity
needs
to
be
enhanced,
especially
when
it
comes
to
Native,
immigrant
and
Refugee
communities,
and
they
are
all
experiencing
some
level
of
burnout
without
a
deep
enough
bench
of
leaders.
They
want
to
have
the
resources
to
build
more
public
awareness
and
participation
across
the
neighborhoods
and
then
our
final
recommendation.
H
Moving
to
a
regular
annual
budget
allocation
from
the
mayor's
budget
would
enable
committees
to
shift
to
longer
term
planning
and
programming
to
advance
their
goals.
One
interviewee
recommended
that
a
half
a
million
dollars
be
provided
annually
alongside
some
broad
goals
that
the
Committees
could
invest
the
funds
towards
advancing,
and
this
brings
me
to
the
end
of
the
presentation
so
I
want
to
thank
you
all
chair,
Vita
and
committee
members
for
your
thoughtful
attention
and
also
invite
Kelly
back
up,
and
we
look
forward
to
your
comments
and
questions.
Thank.
K
Just
a
few
comments
about
the
presentation,
and
maybe
a
few
thank
yous
first
I
do
want
to
say
that
Kelly,
if
you're,
actually
working
24
7,
you
might
have
like
a
wage
theft
case
to
be
made
against
the
city,
but
but
no,
but
but
seriously
your
your
dedication
and
your
commitment
to
this
work
is
is
well
noted
and
I'll
be
yet
another
person
adding
your
name
to
the
pile
of
you
know
thank
yous
and
acknowledgments
here
and
then
I
wanted
to
thank
staff
and
and
Community
for
the
presentation,
sometimes
here
at
the
city,
presentations
that
we
give
on
the
work
that
we're
doing
can
kind
of
feel
like
like
really
extended
pats
on
the
back
of
ourselves.
K
You
know,
and
you
know,
I
come
from
a
a
arts
background
and
tradition
where
critique
is
sort
of
central
to
how
you
improve
your
skill
set,
and
it's
not
a
negative
thing,
and
it's
not
a
degrading
thing
on
on
your
on
your
capacity
as
an
artist.
But
it's
it's
there
to
help
you
improve
and
so
to
see.
K
The
presentation
talk
about
front
loaded
with
the
things
that
we
are
doing,
the
good
the
good
work
that
we
are
doing,
but
also
with
these
recommendations
that
are
critical
that
are
that
are
challenging
us
up
here.
To
improve
this
program.
K
I
think
is,
is
really
refreshing
to
see,
and
it's
really
refreshing
to
see
staff
sort
of
Leaning
into
that,
taking
that
on
and
and
sort
of
presenting
it
as
a
as
a
part
of
your
work,
instead
of
as
a
sort
of
a
failing
of
your
work
or
or
anything
and
I'll
just
say
when
you've
got
folks,
collaborating
with
you
like
Elder
Cheney
and
Roxanne
O'brien,
like
you
better,
be
pretty
thick-skinned
and
so,
and
so
it's
not
a
surprise
to
see
the
the
critic
the
critiques,
the
ways
we
can
improve
the
challenges
to
us
here
as
a
body
on
how
we
can
support
this
program,
improving
be
represented
in
the
presentation.
K
This
way,
so
just
a
couple
of
thank
yous
to
community
members
and
to
staff
for
for
the
way
that
you've
presented
this
information
to
us
today,.
F
I
also
want
to
say
thank
you
for
highlighting
some
of
the
work
that
you
know,
especially
in
alignment
with
the
climate
Equity
plan,
what
we're
doing
to
move
forward,
but
also
emphasizing,
as
council
member
Ellison,
just
highlighted
some
of
the
barriers
that
we
need
to
reconcile
in
order
for
us
to
really
actually
move
forward
and
I.
Take
the
first
barrier
that
you
listed
in
terms
of
the
breakdown
of
trust
between
the
city
and
the
green
zones
very
seriously
and
I.
Think
of
you
mentioned.
You
know,
controversial
situations
that
really
surface.
F
That
and
I
can
immediately
think
of
the
rooftop
roof
Depot
site,
specifically
that
took
up
a
lot
of
our
space
last
year,
and
that
is
also
entirely
located
in
the
green
zone.
And
yet
the
city
was
still
planning
to
move
forward
with
a
highly
polluting
development
that
you
know
had
tons
of
opposition
from
the
very
communities
that
you
all
work
with
and
I
also
want
to
name
that
seriously
damaged
our
credibility
as
a
city
in
amongst
the
public
and
and
really
put
a
question
mark
on.
F
How
seriously
do
we
actually
take
our
green
zones
and
especially
knowing
that
you
know
the
green
zones
participant
list
that
you
listed
out?
Many
of
those
folks
were
part
of
the
East
fellows
Farm
or
in
East
Phillips
indoor
Farm
Initiative
for
over
10
years
and
have
been
raising
here's
the
opportunity
for
us
to
actually
set
a
new
president,
and
we
said
no
many
many
times
for
10
years,
so
I
just
want
to
emphasize.
F
You
know
similar
to
like
Public
Safety
and
we're
about
to
have
a
conversation
on
that
soon,
with
Dr
arcelli,
there
is
a
huge
gap
between
what
the
city
is
saying
and
then
what
we
often
do-
and
that
is
not
good
for
our
credibility,
especially
in
the
community
and
I
hope
that
this
report
that
you've
provided
us
today
can
help
us,
as
we
hopefully
exert
political
will,
to
move
into
a
new
era
of
taking
our
green
zones
seriously
and
making
sure
we
do
that
through.
F
As
you
emphasize
providing
dollars
same
with
the
equity
plan,
you
need
funding
to
execute
this
work.
You
need
staff,
you
need
bodies,
you
can't
do
this
voluntarily,
I
mean
as
much
as
mn350
are
dope.
You
should
not
have
to
carry
the
burden
of
contesting
or
helping
our
city
prepare
for
the
repeated
climber
catastrophes
that
happens
under
our
climate
change
reality
that
should
not
fall
on
your
shoulders
alone.
F
When
we
have
a
1.7
billion
dollar
budget
that
you
all
provide
through
your
taxes
out,
do
that
work,
so
I
just
want
to
say
thank
you
for
again
offering
the
sober
reality
that
we're
in
in
terms
of
how
we
can
show
up
better,
especially
for
this
body,
but
also
saying.
Okay,
here
are
the
strides
that
we've
made
over
time
kudos
to
that
keep
going.
But
here's
where
we
need
to
show
up
to
so.
Thank
you
all
so
much
for
your
work.
A
Okay,
thanks
again
thanks
again
for
the
presentation,
seeing
no
other
just
no
further
discussion,
I'll
direct
the
clerk
to
receive
and
file
receive
and
file.
The
report
thanks.
Our
final
discussion
is
receiving
and
filing
a
presentation
by
Dr
Antonio
off
Tilly,
on
the
recommendations
contained
within
the
Minneapolis,
safe
and
thriving
communities
report.
Oh
there,
he
is
on
that
side.
I,
don't
know
if
that
door
is
open.
Okay,
we'll
give
them
a
minute.
L
Just
some
amazing
presentations
you've
had
some
very
important
work
that
everyone
has
been
doing
so
fantastic
for
a
love
listening
in.
L
So,
thank
you,
chair
council
members
for
allowing
me
to
present
here
today
the
final
version
of
the
safe
and
thriving
communities
plan.
It's
been
a
a
fun
journey
of
working
with
all
the
the
community
members,
City,
Executives
and,
of
course,
city
council
to
move
this
forward.
L
What
I
was
hoping
to
do
today
is
primarily
just
you
know,
give
a
real
high
level
overview
of
the
report
and
some
of
the
findings
and
some
of
the
the
actions
that
we
see
coming
forward
and
then
primarily
to
spend
some
time
engaging
in
any
questions
and
dialogue
around
next
steps
and
and
just
any
questions
you
may
have
on
the
actual
report.
L
So
first
of
all
just
get
a
little
bit
of
context
on
the
overall
development
report,
which
many
of
you
may
remember.
We
started
thinking
about
this
work
in
2020
having
some
dialogue
with
City
Executives
with
the
stakeholders
in
the
city
and
briefly
with
city
council
as
well.
To
think
about.
Can
we
develop
a
plan
around
Public
Safety,
Community
safety?
That
takes
a
leap
forward
that
says
what
is
a
new
construct,
a
new
operating
model
for
Public
Safety
going
forward?
How
do
we
have
more
integration
of
services?
L
And,
importantly,
how
do
we
look
more
holistically
at
what
community
safety
looks
like
and
safe
and
thriving
communities
look
like,
so
we
had
developed
a
team
around
that
work
started
very
diligently
in
2022
doing
research
speaking
with
many
City
organizations,
Community
stakeholder
groups
City
Executives
across
that
that
year,
to
better
understand
what
was
currently
happening
in
the
city.
Best
practices
happening
at
the
community
level,
Innovations
happening
with
community-based
Services,
as
well
as
in
the
Innovation
that
was
currently
happening
in
the
city.
L
We
also
took
a
look
broadly
Nationwide
and
best
practices
from
other
jurisdictions,
the
way
they
were
operating
and
and
doing
work
so
more
or
less
distilling.
What
is
the
art
of
the
possible
for
the
future
of
Public
Safety
and
so
then,
from
into
20
into
2022
into
2023,
worked
on
developing
the
overall
writing
of
the
report
and
drafting
in
the
final
version
that
you
see
here.
L
If
this
plan
is
enacted
to
really
lead
the
nation
in
re-looking,
at
how
Public,
Safety
and
Community
Safety
Services
are
delivered,
and
so
in
many
ways
we're
aspiring
in
this
report
to
answer
the
community
demand
that
came
from
2020
and
and
really
before,
for
new
forms
of
outcomes
from
Public
Safety,
and
so
this
report,
as
somewhat
of
a
North
star,
tries
to
get
to
that.
Looking
at
what
forms
of
new
value
and
outcomes,
legitimacy
and
Trust
can
we
have
in
community
safety
and
in
government
as
a
whole.
L
The
the
core
of
the
report
really
is
looking
at.
How
do
we
in
Minneapolis
develop
a
Continuum
of
services?
L
So
if
we
were
to
take
a
look
at
communities,
individuals,
families
and
the
root
causes
of
safety
challenges,
the
root
causes
of
disorder
challenges,
but
also
the
the
areas
that
lift
up
families
and
communities
to
to
thrive
in
their
in
their
lives?
What
can
we
do
to
help
enable
that
to
Foster
those
safe
and
thriving
communities?
So
what
services
are
needed?
Historically
across
most
of
the
country?
Right
we
have
human
services
that
are
somewhat
you
know,
Silo
based
and
delivered
as
needed
in
Social,
Services
policing
services
are
quite
separate.
L
Some
cities
have
services
that
help
communities
with
trauma,
but
no
one
is
really
looking
at
it
and
a
Continuum
and
integrating
them
all
together.
So
we've
looked
at
that
continuing
in
Minneapolis
and
and
package
that
so
to
say
under
three
categories
of
work,
one
would
be
called
preventive
services,
so
services
that
such
as
peacemakers
violence,
prevention,
diversion
Etc
that
address
the
near-term
social,
economic
and
health
conditions
and
challenges
before
they
manifest
as
criminal
Behavior
or
public
disorder.
L
The
second
major
category
is
responsive
services,
so
things
that
address
incidents
in
real
time
through
various
forms
of
of
response
which
I'll
get
into
in
the
next
slide,
and
then
third
would
be
restorative
services,
so
services
that,
over
that
heal
trauma
over
the
long
term
that
respond
to
communities
where
there
may
have
been
a
traumatic
incident
that
helped
that
Community
build
capacity
for
resilience
over
time
and
that
connect
back
into
the
overall
preventive
Services
as
well.
L
Is
the
community
with
all
three
of
these
areas
to
make
sure
that
those
services
and
solutions
are
co-produced
with
community
so
that
it's
the
community,
saying
here's
what
we
need
to
feel
safe
and
to
thrive
in
our
environment?
And
how
do
we
turn
that
into
services
that
are
deployed
by
a
government
or
by
community-based
providers,
non-profit
organizations
Etc
and
so
that
Continuum
of
services,
or
that
ecosystem
is
really
a
multitude
of
different
providers?
Government
Community,
City,
County,
non-profit
Etc
that
all
collaborate
together
to
deliver
this?
L
This
new
model
of
of
safety
we've
got
a
lot
of
questions
on
what
this
means
for
policing
over
the
past
few
days,
and
so
I
wanted
to
make
sure
I
I
talked
a
bit
about
that
as
well.
We
do
view
in
this
report
policing,
Services
sworn
officers
as
part
of
that
service
continuum,
and
we
see
this
as
a
police
officer
says
a
vital
part,
of
course,
of
that
service
Continuum
as
well.
That
being
said,
we
do
see
an
opportunity
in
the
report.
L
There's
a
whole
section
in
it
on
how
Minneapolis
Police
Department
can
improve
and
develop
new
ways
to
respond
in
near-term
ways.
So
there's
four
categories
within
the
response
of
services
as
well,
one
and
the
city
is
already
making
some
progress
on.
This
is
around
virtual
response.
L
There
historically
have
been
a
number
of
incidents
of
issues
that
come
through
various
channels,
whether
it's
someone
calling
911
or
they
go
to
3-1-1,
or
they
call
a
department-
or
maybe
they
call
a
city
council
member
and
say:
can
you
handle
this
particular
issue,
whether
it's
an
abandoned
car
or
someone
stole
my
bike
or
there's
a
maybe
a
house
that
someone
needs
to
check
on
that
seems
empty.
L
So
a
number
of
different
types
of
incidents
that
virtual
response
may
be
able
to
handle
very
selectively
and
very
intentionally
looking
at
what
types
of
of
issues
can
be
handled
that
way
as
a
mechanism
to
free
up
time
and
resources
become
more
efficient
and
and
move
those
resources
into
other
forms
of
response.
The
second
major
category
under
the
responsive,
Services,
is
civilian
response.
You
have
had
in
Minneapolis
some
wonderful
work
already
with
BCR
and
canopy
on
this
type
of
Civilian
response
to
mental
health
challenges.
L
We
have
a
major
section
report
on
that
how
to
scale
that
up
and
how
to
to
improve
that
over
time.
The
third
category
is
multidisciplinary
co-response.
This
is
an
area
right
now
in
Minneapolis.
That's
relatively
not
some
initiatives
and
research
happening
on
that,
but
there
should
be
some
more
robust
work
done
to
pair
multi-disciplinary
response
professionals
to
various
types
of
incidents,
and
so
that
category
of
near-term,
responsive
service
is
detailed
in
the
report
as
well,
and
then,
lastly,
is
sworn
officer
response.
L
We
all
know
there
are
just
certain
incidents
and
challenges
in
the
community
where
you
have
to
have
a
badge
and
a
gun
show
up,
and
that
is
of
course
something
that
won't.
You
know
that
every
city
needs
and
that
is
going
to
be
continuously
improved
through
ongoing
reforms
by
the
city,
as
well
as
external
oversight
by
the
state
and
the
federal
government
on
that
particular
piece.
I
had
a
lot
of
questions
as
well
on.
Does
this
plan?
How
does
it
relate
to
consent?
Decrees,
does
it
that
people
say?
L
Does
this
replace
a
cassette
degree?
Of
course
it
does
not.
We
view
this
plan
as
a
as
a
road
map.
More
of
you
could
say
a
transformational
road
map
that
is
very
much
complementary
to
consent,
decrees
and
in
many
ways
I
would
go
as
far
as
to
say
provides
a
a
template
so
to
say
where
you
can
put
the
consent?
Decrees
underneath
this
for
overall
transformation,
concentricles
will
work
on
the
core
reform
of
sworn
officer
response
right
so
essentially
about
you,
know,
1
16
or
so
of
this
overall
plan.
L
The
consent
decrees
we'll
work
on
so
looking
at
officer,
use
of
force
and
accountability
and
how
officers
do
stops
and
detentions
and
how
they
work
with
people
in
crisis.
Etc.
L
This
plan,
the
safe
and
thriving
communities
plan,
is
much
more
Broad
and
transformative
in
the
way
we
look
at
Community
safety
overall,
so
I
just
wanted
to
make
sure
that
that
was
clear
as
possible
for
for
Community
moving
forward
here,
how
we
start
and
grow
this
work
a
bit,
and
we
do
have
a
a
a
slide
here
that
talks
about
where
the
city
may
want
to
start.
This
work,
but
one
thing
I
would
like
to
mention
before
that
is
this:
will,
as
I
mentioned,
is
a
road
map.
L
It's
going
to
take
years
to
really
put
this
the
entire
Vision
in
place
and
to
build
it
out
over
time
and
scale
it
up
depending
on
you
know
how
much
is
invested
and
the
pace
at
which
the
city
and
the
city,
council
and
stakeholders
want
to
move
forward
will
determine
this
ecosystem,
this
network
of
services
and
how
much
they
grow
over
time.
And
so
there
is
a
growth
strategy
that
is
implied
and
talked
about
in
this
report.
L
This
is
going
to
require
some
real
diligence,
investment
and
Analysis
and
design
and
professional
development,
and,
as
you
move
forward
year
over
year
to
become
better
over
time
and
as
I
mentioned
at
the
onset.
This
is
something
that
no
other
city
has
taken
as
much
as
expansive
or
robust
vision
for
Community
safety.
As
what's
in
this
report,
there
had
been
cities
that
are
doing
various
pieces
of
this
that
we
learned
from
that.
L
I
L
Growth
around
that
I'm,
confident,
though,
that
that,
with
the
support
of
city
council
with
strong
City
leadership
with
exceptional
collaboration,
which
needs
to
be
worked
on
across
the
city
and
county
that
this
work
can
be
done
in
Minneapolis
and
I.
I
think
that
this
city
can
lead
the
nation
on
this
type
of
work.
L
A
big
component
of
leading
the
nation
and
and
working
on.
This
is
becoming
a
knowledge
and
knowledge
city
knowledge
organization,
particularly
around
this
community's
safety.
So
one
of
the
underpinning
elements
to
this
that
is
documented
in
the
report
is
the
need
for
Minneapolis
to
better
understand
what
works
and
what
doesn't
work
so
there's
a
significant
work
and
investment
in
being
able
to
analyze
this
ecosystem
of
services
to
be
to
learn
from
them,
as
I
mentioned.
L
What's
working,
what
needs
to
be
improved
to
coordinate
those
those
services
and
programs
across
across
agencies
across
sectors
and
to
be
able
to
use
analytics
to
better
understand,
what's
working
in
real
time
and
to
deploy
these
services
in
real
time?
L
If
you
jumped
out
ahead
in
the
future
a
bit,
we
want
to
see
here
a
future
where,
as
incidents
happen
across
the
city
9-1-1,
for
example,
can
mix
and
match
Services
dynamically-
that
they
have
the
ability
to
pull
from
every
piece
of
that
Continuum
of
services,
whether
it's
preventive,
responsive
or
restorative,
and
be
able
to
deploy
those
in
real
time.
L
Right
now,
the
city
tries
occasionally
but
doesn't
have
the
ability,
for
example,
if
there's
a
if
there's
an
incident
that
happens
in
a
community,
I
haven't
forbid
some
type
of
shooting
and
someone
is
dramatically
hurt.
There's
a
level
of
trauma
that
happens
in
that
Community.
L
You
may,
you
know,
send
out
officers
foreign
officers
very
rarely
is
it
that
the
city
can
also
in
real
time,
send
out
someone
that
can
help
with
trauma
and
that
can
also
help
with
prevention,
to
stop
something
else
from
happening
directly
after
that
incident
and
to
connect
that
all
back
into
restorative.
So
there's
this
Con
again
this
Continuum
that
wraps
around
that
Community.
We
want
this
to
be
just
a
really
robust
system.
L
We
all
know
for
the
history
of
of
policing
and
Public
Safety
and
social
services
and
Human
Services
and
fire
Etc,
that
that
collaborative
nature
isn't
necessarily
there
and
that's
an
ongoing
tension.
There's
sections
in
this
report
for
all
three
of
these
major
categories
where
we
talk
about
what
needs
to
happen
from
the
governance
and
Leadership
standpoint
from
the
policy
and
practice
standpoint
from
the
services
and
infrastructure
standpoint,
as
well
as
the
human
capital
and
collaboration
standpoint,
in
order
to
really
enable
that
type
of
robust
response.
L
The
let
me
jump
ahead
to
the
this
launch
list.
The
city
has
asked
for
ideas
on
how
to
you
know,
jump
start
this
work
in
2023.
What
would
be
a
good
way
to
start
moving
forward,
and
so
we
developed
a
launch
list
that
distills.
We
need
the
the
core
items
in
this
report
and
says
you
know
what
can
you
start
doing
in
2023
to
to
work
directly
on
this?
The
list
that
you
have
in
front
of
you
here
is
not
sequential,
so
it
doesn't.
L
You
have
don't
have
to
go
one
through
five
I
would
argue
almost
that
one
and
five
are
are
probably
two
of
the
most
important
things
to
work
on
right
away,
with
five
being
and
I
heard
from
the
previous
presenters
as
well.
The
need
for
you
know,
Community,
dashboard
and
ability
to
track
progress
to
right
away
signal
to
the
community
that
this
year
the
city
is
serious
about
moving
forward
on
transformation.
L
L
To
say,
we've
read
the
plan:
here's
how
we
see
this
working
in
our
communities,
here's
what
we
need
to
move
forward
on,
first,
how
we
co-create
with
community
and
how
the
community
members
can
really
guide
the
overall
process
with
City
Executives
and
with
city
council
as
we
move
forward,
so
that
establishing
the
executive
leadership
team
and
Community
Advisory
Board
will
be
exceptionally
important
from
there
in
very
near
term.
And
again,
these
aren't
sequential.
These
should
be
happening
at
the
same
time
and
right
now
we're
in
budget
season
right
so
is.
L
The
second
item
is
developing
a
multi-year
implementation
and
financial
plan
it'll
be
critically
important
for
the
city
to
come
to
city
council
in
the
coming
weeks,
with
a
plan
for
a
budget
to
start
seeding.
This
work
and
that
will
in
large
part
depend
on
on
the
depth
of
transformation
that
the
city
wants
to
take
on
and
that
the
city
council
wants
to
take
on
with
the
you
know
how
how
rigorous
you
want
to
move
forward
with
this,
as
well
as
the
pace
of
that
implementation.
L
That
document,
not
only
the
the
good
things
that
are
happening
right
now
in
Minneapolis,
and
there
are
a
lot
of
really
positive
and
productive
things
happening
around
governance
and
operations,
but
also
the
documents
where
the
limitations
are
where
some
of
the
challenges
are,
where
the
sticking
points
are
and
so
recommend
some
some
tactics
and
some
strategies
for
how
to
move
past
those
barriers
to
really
effectively
bring
the
city
together
to
move
forward
on
this
plan
and
from
there
it's
initiating
some
of
these
policy
and
and
committee
work
groups
at
the
various
levels
of
services
to
to
move
forward.
L
L
Think
all
of
us
know
that
we've
as
one
person
in
the
hallway
told
me
a
few
minutes
ago,
the
city
has
been
admiring
this
problem
for
a
long
time
and
I
think
I'm,
hoping
that
one
of
the
functions
of
this
plan
is
to
be
able
to
align
people
to
say
we
have
a
common
Vision
now
and
and
a
plan
to
move
forward
so
that
we
can
stop
doing
all
the
you
know
the
analysis
and
start
really
moving
into
building
this
future
out.
L
So
this
launch
list
I
think,
will
help
help
move
the
city
towards
that.
If
I
go
back
up
a
slide
and
talk
a
bit
about
Pro
proposed
investment,
I
don't
have
exact.
You
know
numbers
because
again,
this
is
something
that
the
city
needs
to
look
and
say
how
quickly
can
we
move
on
this?
What
do
we
need
to
do
to
fill
in
some
some
staff
and
some
analysis
and
whatnot?
But
there
are
these
four
categories.
L
I
would
estimate
that
the
city
should
come
forward
with
one
is
City
Staffing
there
will
be
Personnel
needed
for
preventive
restorative
services,
and
these
sometimes
you
know
these
are
community-based
organizations
as
well.
So
it's
it's
people
that
are
working
on
the
ground
to
deliver
some
of
these
services
that
are
documented
in
the
report,
as
well
as
city
employees
that
may
be
involved
in
program
evaluation
and
analytics
and
operations,
so
City
will
be
looking
at
what
will
it
take
to
actually
have
the
city
Staffing
as
well
as
Community
Staffing,
in
place
to
move
forward
on
this?
L
The
second
major
category
is
around
development
of
those
actual
services.
So
how
do
you
you
know,
phase
them
and
how
do
you
ramp
them
up
grow
that
ecosystem
of
services?
You
are
very
well
aware
of
many
of
the
community-based
services
that
are
currently
being
operated
and
the
challenges
and
opportunities,
as
well
as
scaling
those
up
so
budgeting
around
that
service
Continuum
and
how
to
move
that
forward.
Third
is
investment-run
analytics
and
service
management,
technology
and
software
and
things
that
enable
collaboration.
L
So
another
fundamental
piece
to
this
plan
is
infrastructure,
so,
for
example,
the
city
really
needs
to
move
forward
on
911
transformation.
The
performance
office,
you
know,
has
done
some
work
on
that
before
to
document
what
needs
to
take
place.
L
We
also
documented
steps
within
the
plan
here
we
worked
at
the
University
of
Chicago
and
their
health
lab
to
look
at
their
work
around
transforming
901,
Nationwide
and
she'll
leverage,
some
of
those
insights
and
those
are
in
the
plan
in
order
for
911
to
be
able
to
very
with
agility
understand
what
these
services
are
be
able
to
deploy
them
again
in
real
time
and
to
be
able
to
do
that
with
a
health
lens
with
an
equity
lens
to
get
the
best
possible
outcomes
from
any
type
of
response.
That's
sent
out.
L
So
you
know,
the
911
services
right
now
are
are
very
basic
in
Minneapolis
and
there's
going
to
be
a
lot
of
work
to
try
and
get
them
to
the
point
at
which
they
could
really
support
an
ecosystem
of
services
like
we're
talking
about.
In
addition,
you
know
collaborative
tools
that
help
the
city
and
partners
in
the
community
to
better
understand
and
work
with.
L
Each
other
will
be
also
vitally
important,
so
having
computer-aided
dispatch,
for
example,
and
Records
Management
Systems,
where
you
can
have
a
level
of
information,
information
sharing
will
be
pretty
vital
to
having
this
ecosystem
of
services
respond.
Well,
we've,
you
know
downtown
right
now,
there's
you
know
some
people
on
some
shortwave
radios
and
they
communicate
a
little
bit
between
police
and
and
neighborhood
response,
but
we
really
at
Minneapolis,
do
not
have
a
robust
system
that
that
would
allow
again
9-1-1
to
say
here's
something
that's
happening.
L
Let's
send
out
to
preventive
people,
some
responsive,
Services,
some
restorative
services
and
have
them
know,
what's
happening
at
a
scene
to
the
legal
degree
they
can
and
be
able
to
coordinate
response.
It's
just
not
happening
in
Minneapolis,
and
so
we
need
to
have
those
that
technology
as
well
to
be
able
to
to
do
that
in
real
time.
So
this
analytics
and
the
service
management
software
CAD
RMS
systems
will
be
will
be
again
be
vital.
L
This
also
I
should
mention
is
also
an
area
where
I
think
there
could
be
some
really
good
efficiencies
with
on
upcoming
consent.
Decrees,
I
would
imagine
that
whether
it's
doj
or
the
state
part
of
their
deliverables
will
be
to
the
city
to
say
you
know.
How
do
you
measure
things?
Can
you
report
on
use
of
forest?
L
Can
you
report
on
where
officers
are
time
spent
Etc
that
technology
that
will
be
needed
for
that
type
of
reporting
is
also
the
same
generally
technology
that
can
be
used
to
help
coordinate
this
ecosystem
of
services,
so
some
some
efficiencies
I
think
there
could
be
derived
and
then
fourth
category
is
really
wrong.
L
Community
engagement
not
only
having
community
members,
come
in
to
be
part
of
the
overall
design
and
process
and
management
of
this,
but
the
implementation
of
services
and
again
that
on
the
ground
work,
and
so
those
four
buckets
are
what
I've
you
know
recommended
for
the
city
to
to
start
putting
some
budget
around
I
would
imagine
they'll
be
coming
forward
relatively
soon,
with
some
numbers
around
that
and
and
I'm
hopeful.
The
city
council
will
be
supportive
in
moving
that
forward.
L
C
Thank
you,
madam
chair
I,
first
want
to
say,
I'm
just
really
grateful
that
you
brought
your
expertise,
your
credentials
and,
ultimately,
your
passion
to
this
I
know
that
you've
been
working
on
this
for
a
long
time
and
you've
been
navigating
some
very
complex
politics
through
that
and
I
just
want
to
First
start
with
my
hope
that
I
really
hope
that
the
thoroughness
of
this
is
going
to
make
these
ideas
mainstream
because,
frankly,
people
like
my
colleague
over
here,
Jeremiah
Ellison,
he
was
out
at
the
fourth
precinct
in
2015
after
the
killing
of
Jamar
Clark
screaming.
C
For
these
things,
my
colleague,
Robin
wansley
has
been
screaming
for
these
things
and
no
one's
believed
us
and
I'm
I'm
grateful
that
you
have
the
credentials
and
the
expertise
that
you
have,
because
it's
starting
to
look
like
people
are
going
to
believe
it
now
and
also
that's
part,
just
prefacing.
My
actual
question,
which
is
and
I
also
need
to
give
this
contacts
to
I
worked
on
the
Performance
Management
and
Innovation
team
before
I
run
for
city
council.
C
Part
of
the
reason
I
ran
for
city
council
is
because
the
level
we
talk
about
barriers
and
gaps,
I'm
going
to
talk
about
sabotage
and
undermining,
and
we
need
to
be
realistic
about
what
the
actual
challenges
are
in
terms
of
implementing
these
ideas,
because
some
of
us
have
been
trying
to
implement
these
ideas
for
years
and
we've
been
met
with
undermining
and
sabotage
and
so
I'm
curious
a
have.
You
had
an
opportunity
to
speak
to
some
of
the
people
who
have
who
have
been
working
on
this
and
then
be.
C
Do
you
have
a
good
assessment
of
those
barriers
and
how
we
might
be
able
to
get
past
them,
because
I
think
we
are
now
ready
for
a
more
mature
conversation.
That's
not
about
slogans
but
real,
tangible
actions
and
I'm,
just
hoping
that
we
can
get
Beyond
some
of
these
barriers
so
that
we
can
actually
start
making
our
city
safe
again.
L
On
these
on
these
vital
issues,
it's
just
a
you
know.
It's
a
statement
on
this
I
I
share
your
concerns
with
I've,
been
not
only
for
my
work
at
Harvard
University,
but
just
you
know
around
the
country
researching
looking
at
trying
to
help
with
these
challenges.
You
know
across
the
country
and
it's
it's
it's
progress
is
difficult.
Right,
I
think
you
know,
Public
Safety,
policing,.
L
Of
those
areas
that
is
the
the
most
difficult
to
find
alignment
on
between
you
know
the
stakeholder
groups
to
invest
in
and
the
the
sets
of
values
that
people
have
is
so
wide
that
it's
hard,
sometimes
to
find
common
ground,
but
we
have
to
right
and
so
I
think
the
the
safe
and
thriving
communities
plan.
L
My
hope
is
that
it
Bridges
some
of
what
you're
talking
about,
because
we
there's
been
excellent
work
that
Minneapolis
has
done
for
years,
Performance,
Management,
Innovation
office,
you
know
I,
guess
and
again
with
the
BCR
we're
doing
analysis
around
9-1-1
with
looking
at
other
forms
of
alternative
response.
L
You
know
the
county,
of
course,
is
doing
some
work
as
well.
We
in
this
work
talked
on
an
exact
number,
but
talk
to
more
than
you
know:
150
organizations
or
sub-organizations
of
the
city
and
Community,
including
people
from
you.
K
L
Ovp
historically,
no
DNS
the
office
of
innovation,
Performance
Management,
Innovation
and
others
across
the
city.
You
know
city
and
county
to
to
look
at
what
they're
working
on
and
their
Innovations
around
that.
So
this
report
does
leverage
much
of
that
go
one
level
deeper
to
say,
I.
Think
there's
sometimes
criticism
for
reports
like
this
that
people
will
say
well,
we've
already.
L
We've
already
been
doing
it
there.
L
Meet
the
needs
of
the
city,
and
so
this
plan
does
leverage
some
of
that,
but
but
probably
builds
in
80
90
more.
You
know,
ideas
on
how
to
actually
make
this
make
this
work
again.
Also
to
your
question,
I'm
hopeful
that
this
plan
helps
people
to
align
and
harmonize
around
that
Vision
around
what
we
actually
can
do
in
Minneapolis,
because
we've
historically
again
even
with
the
Innovations,
have
had
Fitness
and
starts
in
Minneapolis
or
one
group
will
have
an
idea
on
how
to
move
something
forward.
L
Another
group
might
not
like
it
and
fight
against
it
or
you
know
people
just
don't
collaborate,
and
so
we
have
again
a
whole
section
on
governance
in
here
where
that
documents,
some
of
those
challenges
around
how
the
city
can
come
together
more
holistically
and
do
this
work,
there's
there's
something
for
everyone
in
this
plan.
There's
also
something
for
everyone
not
to
like
I
would
imagine
right
because
of
that
value
set
that
many
of
us
have
that's.
You
know
across
the
Spectrum
I've
had
questions
that,
for
example,
of
well.
L
You
can't
we
need
sworn
officers
for
do
critical
work,
but
we
also
need
other
forms
of
services
that
are
that
are
not
currently
in
Minneapolis,
and
so
how
do
we
build
those
out
and
so
I
think
we
can
bring
together
people
to
actually
move
forward
in
this
plan
in
a
way
that
we
haven't
had
yet
in
Minneapolis?
Oh,
that's
common.
You
know
this
common
Vision.
We
also
have
recommendations
in
the
plan
of
how
to
drive
forward
that
collaboration,
particularly
working
across
city
and
county
boundaries
and
City
agencies.
L
So
you
know,
for
example,
one
critical
piece
of
work
will
be
really
good
alignment
across
the
office
of
community
safety
in
the
office
of
public
service
and
making
sure
that
those
two
organizations
can
work
together
in
order
to
develop
and
build
out
this
continuous
Services
across
the
city
and
across
again
across
community-based
organizations
and
nonprofit.
L
It's
going
to
take
multiple
City
agencies
to
be
doing
this
work,
but
the
the
key
you
know
the
fulcrum
likely
will
be
the
office
of
community
safety
or
you're
going
to
have
to
have
some
the
staff
there
really
leading
the
charge.
But
it's
of
course
we
require
the
mayor
and
city
council,
but
a
number
of
City
agencies
to
to
work
around
that.
L
So
it's
that
level
of
collaboration
the
city
can
do
you
know
we
just
have
to
get
the
resolve
to
move
forward
on
that
and
to
to
again
I
think,
there's
there's
a
common
Vision
here
in
a
road
map
that
then
people
can
say:
let's
stop
analyzing
and
maybe
even
fighting
about
what
we
want
to
do
in
Minneapolis.
We
know
what
we
need
to
do
here.
L
This
catalogs
a
lot
of
that,
along
with
some
new
things,
and
so,
let's
row
together
on
this,
not
going
to
say
it's
going
to
be
easy
right,
but
it's
but
I
think
the
pieces
are
here
for
that
to
move
that
forward.
I'm,
not
sure
councilmember,
answering.
C
L
Yeah
so
there's
so
yeah
I,
it
depends
now.
So
the
the
it
depends
on
the
category,
so
I
think
the
from
a
urgency
standpoint
I
would
say
the
city
is
at
like
a
nine
or
a
ten
everyone.
I've
talked
to,
including
all
the
organizations
we
did,
the
research
with
they
say
we.
We
really
need
to
move
forward
with
this
type
of
work.
L
From
my
view
into
the
city
agencies
and
the
executives,
I
would
say
it's
really
solid,
eight
or
nine
there,
because
they're
all
now.
At
this
point
saying:
okay,
we
see
what
we
have
to
do.
We've
heard
from
Community
for
a
while.
L
Now
we've
done
research
within
the
city,
but
also
with
this
external
research,
and
now
we
have
a
common
road
map,
we're
ready
to
we're
ready
to
roll
it's
the
first
time
in
my
work
with
Minneapolis
for
a
long
time
where
I've
seen
City
agencies
say:
okay,
let's
roll
up
the
field
and
get
to
work.
L
L
Investment
in
this
will
take
resources
and
we
all
know
that
there's
two
consent-
decrees
that
are
happening
at
the
same
time
as
well
as
all
the
other
initiatives
that
are
that
are
happening
in
the
city,
and
so
the
challenge
around
budgeting
and
financing
for
this
is
something
that
it's
going
to
be
a
challenge,
and
so
with
that,
I
might
put
it
a
five.
L
But
you
know,
but
overall
I
would
say
the
city
is
ready
to
move
forward
on
this.
For
the
stakeholder
groups,
the
city
Executives
again,
Council
people,
I've,
talked
to
council
members.
I've
talked
to
everyone
is
sensing
their
urgency
and
wants
to
move
forward.
So
I
would
say
the
city
is
poised
and
that's
why
yesterday
and
today
I've
said
I
think
I
think
the
City
of
Minneapolis
can
lead
the
nation
in
this
work
and
I.
L
A
D
Thank
you,
madam
chair.
Thank
your
doctor.
Great
report
really
appreciate
the
advice
and
the
guidance
and
all
the
thoughtfulness
you
had
talked
about
working
with
the
county.
How
does
the
county
fit
into
what
we
want
to
do.
L
Yeah,
so
the
county
has
a
number
of
separate
Services,
of
course,
that
they
offer
mostly
Human
Services,
as
you
could
say,
as
well.
Public
Safety
with
you
know,
with
the
sheriff's
department
and
whatnot,
but
but
from
the
Human
Services
standpoint.
There
are
separate
initiatives
that
that
the
county
runs
with
their
own
funding
and
that
sometimes
duplicate
what
the
city
does,
or
sometimes
they
have
a
service.
L
The
city
doesn't
provide
Etc,
and
so
fundamentally,
with
this
in
the
report,
we
document
a
number
of
areas
in
which
the
city
and
county
need
to
collaborate
in
order
to
get
not
only
efficiency
but
to
to
really
get
the
best
results,
the
best
outcomes
for
the
resources
that
are
being
expended
at
either
the
county
or
the
city
level.
One
of
the
challenges
historically
has
been
there.
Just
there's
been
a
relatively
low
level
of
collaboration
across
the
county
and
the
city
in
that
type
of
work.
L
No,
there
have
been
pockets
of
you
know,
really
good
collaboration,
but
in
general
there's
been
a
lack
of
collaboration
for
for
a
long
time
and
that
needs
to
be
fixed
and
the
so
not
only
from
the
funding
standpoint
from
but
from
the
program
delivery
standpoint
as
well,
and
so
there's
a
lot
of
work
that
needs
to
be
done.
There.
D
L
D
Thank
you
one
last
question:
if
I
may
Madam
chair,
we
have
taken
steps,
as
you
said,
with
some
of
these
new
forms
of
public
space
safety,
specifically
violence,
Interrupters,
VCR
canopy,
any
ideas
on
how
to
provide
accountability.
It's
it
seems
like
it's
really
hard
to
get
a
handle
on
them
compared
to
our
public
works
department
or
or
even
our
police
or
fire
departments.
These
are
so
new.
We
don't
yet
have
a
way
to
hold
them
accountable
for
the
money
we
spend
yeah.
L
It's
thank
you
councilmember
rainville,
for
that
question.
It's
we
do
talk
about
that
in
the
report.
It's
a
it's
challenging
area
because
it
does
require
a
bit
of
how
to
put
a
deafness
by
by
City
management,
meaning
that
we
want
to
have
some
Innovation
happening
in
the
community.
Some
even
experimentation
I
would
go
as
far
as
to
say
to
figure
out
what
works
from
a
community-based
standpoint.
What
services
people
in
here
that
have
that
have
services
that
we've
been
talking
to
you.
L
As
we
mentioned,
with
this
ecosystem
of
services
and
having
them
collaborate
and
work
together,
we
have
to
in
Minneapolis
over
time
be
able
to
measure
not
only
outputs.
You
know
of
like
how
many
services
have
been
delivered
and
how
many
people,
an
organization
has
touched
and
helped,
but
also
what
the
outcomes
from
those
programs
and
services
are
over
the
mid
to
long
term
and
Minneapolis
at
this
point
really
has
not
done
much
evaluation.
L
Does
the
city
have
the
infrastructure
or
the
human
capital
to
do
that
level
of
evaluation?
Another
component
of
that
is
that
the
actual
service
providers,
oftentimes,
are,
you
know
they're
kind
of
like
startups
right.
They
might
be
one
or
two
people,
or
maybe
they
have
20
people
they're
starting
to
do
some
type
of
Novel
work
oftentimes.
They
don't
have
the
capacity
to
have
someone
to
actually
like
track
every
day.
L
Here's
exactly
what
we've
done
and
the
outputs
and
then,
let's
track
this
person
to
see
what
the
outcome
is
in
six
months
later
and
so
helping
the
surface.
The
community-based
providers
with
that
type
of
data
collection
as
well,
is
going
to
be
an
important
piece
to
this,
to
be
able
to
then
flow
that
back
and
to
understand
what
works.
What
doesn't?
How
do
we
measure
it?
How
do
we
have
accountability,
our
own
resources
and
more
effectively
allocate
resources
going
forward
as
well?
You.
L
D
L
Is
apart
right
now
in
this
in
this
report
that
the
city
does
not
have
a
lot
of
capabilities
on
that
needs
to
really
ramp
up.
L
Do
over
the
mid
and
long
term,
some
of
this
councilman
rainbows
is
simply
paper-based
that
we
don't
even
have
in
Minneapolis
right
it's
or
it's
Microsoft,
Excel
and
knowing
you
know
where
a
community-based
organization,
you
know.
L
Worked
with
that
week
or
that
month,
you
know
what
was
the
result
of
that.
That
could
be
sent
back
to
the
city
and
be
aggregated
to
be
able
to
have
at
least
some
sense
of
what's
working
and
what
isn't
working,
but
over
time
as
as
services
are
more
integrated
and
if
911,
for
example,
the
the
example
I
had
can
can
send
out
a
mixed
set
of
services
to
be
able
to
know.
L
Okay,
where
are
people
who
are
they
responding
to
what
happened
with
that
incident
and
then
be
able
to
track
what
happens
long
term
through
records
management
and
other
types
of
systems
that
can
over
time
provide
much
more
rigorous,
evidence-based
Insight
on
Service
delivery?
That's
going
to
take
few
years
thought
to
get
to
that
point,
but
the
basic
analytics
can
start
now.
D
Great.
Thank
you
very
much
and
thank
you
for
being
a
third
ward
resident.
F
We've
kind
of
already
emphasized
that
many
residents
have
organized
around
these
same
ideas
for
decades
and
I
have
asked
the
city
to
invest
in
a
public
safety
system
that
does
not
just
Center
on
police,
but
actually
supports
a
public
health
approach
and
holistic
approach
towards
our
residents,
which
is
actually
a
real
form
of
Public
Safety
I
mean
often,
and
for
far
too
long,
they've
been
dismissed
but
little
by
policy
makers
and
executive
leadership
here,
and
it's
exactly
why
we're
under
mdhr
legal
settlement
and
why
we're
also
about
to
be
under
a
doj
consent
decree.
F
But
that
said,
I
also
want
to
thank
you,
council,
member
Payne,
for
emphasizing
that
there
has
been
a
number
of
us.
A
select.
Few
of
us
who've
also
echoed
these
same
ideas.
F
I'm
thinking
of
last
February,
in
fact,
right
after
Amir,
lock,
was
shot
and
killed
by
MPD,
both
CM
Payne
and
I
brought
for
a
proposal
to
use
a
facing
approach
to
create
a
department
for
a
comprehensive
and
integrated
public
safety
system.
That
proposal
was
also
in
line
with
again
working
class
communities,
saying
we
need
to
do
exactly
all
the
things
that's
in
this
report,
but
it
was
voted
down
by
a
majority
of
my
colleagues
after
the
mayor
actually
emailed.
F
Everyone
saying
oppose
it,
because
it
was
duplicative,
and
in
light
of
that
you
know,
and
that
was
18
months
ago,
I
actually
want
to
read
a
quote
from
your
report.
On
page
14,
that
says
we
were
not
only
on
the
right
path,
but
we
could
actually
began
this
work
18
months
ago,
rather
than
having
a
discussion
starting
discussion
today,
and
on
that,
your
your
words
or
your
team
words.
F
It
says
this
plan
provides
guidance
to
help
the
city
establish
a
clear
plan
for
developing
a
service
ecosystem
to
support
the
health
and
well-being
outcomes
of
its
City's
residence.
Implementing
this
Vision
will
take
time,
resources
and
sustained
effort
recognizing,
and
you
voted
this-
the
need
for
sustained
effort
over
time
to
realize
his
vision.
This
plan
presents
a
phased
approach
to
implementation,
breaking
recommendations
into
near-term,
midterm
and
long-term
Horizons.
F
So
that
said,
this
report
hammers
on
the
fact
too,
and
you
name
this
I-
believe
on
page
22..
F
Destiny
leadership
has
not
taken
actually
this
comprehensive
model
very
seriously,
and
we
continue
to
lack
that
Vision
in
advancing
a
new,
essentially
a
new
mandate
on
Public
Safety,
and
actually
you
frame
it
on
page
22,
a
lack
of
enterprise-wide
Direction,
and
it
says
that
there
has
been
a
lack
of
vision
internally
regarding
how
the
city
will
address
violence
prevention,
for
example,
while
the
department
of
neighborhood
safety
is
clear
about
its
mandate
and
has
developed
a
public
health
approach
to
its
work,
this
has
not
been
fully
embraced
by
City
leadership,
nor
has
its
integration
with
other
departments.
F
Slash
efforts
have
been
made
a
priority,
that's
on
page
20,
and
then
yesterday
we
saw
the
mayor
host
a
press
conference
around
this
and
said
that
he
was
committed.
His
office
is
committed
to
executing
this.
F
We
also
heard
the
very
same
thing
early
2022,
and
we
heard
that
there
will
be
implementation
teams
that
would
create
a
plan
for
this
public
safety
system.
This
new
mandate,
specifically
through
OCS
and
right
now,
it's
kind
of
hard
for
residents
to
believe
or
take
us
serious
about
this
work,
because
they've
heard
this
promise
so
often
and
have
not
seen
anything
come
into
fruition
and
as
I
named
earlier
around
the
green
zones
piece.
F
It's
because
we're
constantly
seeing
the
disconnect
I
want
to
highlight
some
positive,
dynamic
or
proposal
that
even
our
commissioner
brought
forward,
at
least
in
the
Press,
is
saying
that
we
should
replace
our
five
precincts
with
full
service
community
centers.
F
That's
going
to
be
equipped
with
social
services
to
fight
addiction,
homelessness
and
other
root
causes
of
problems
that
manifest
on
the
streets,
but
also
want
no
conversations
I've
had
with
you,
commissioner.
We've
also
know
the
mayor
has
instructed
us
or
instructed
our
department
to
not
move
forward
with
new
programs.
F
Major
disconnect
similar
we're
seeing
the
city
proudly
celebrating
our
BCR
team,
yet
that
BCR
team
still
struggles
to
have
enough
fans
to
meet
the
needs
on
the
streets
and
was
recently
quoted
as
feeling
like
they
are
now
being
taken
seriously
in
this
city
or
even
provided
with
the
resources
that
they
need
to
keep
up
with
the
demand-
and
this
is
the
program
that's
actually
listed
as
an
I-
want
to
credit,
Gina,
Allen
and
Brian
Smith,
our
folks
in
PMI,
who
have
been
leading
the
charge
in
this
place
of
City
Hall
on
these
efforts
and
have
gotten
us
to
this
point.
F
This
is
actually
one
of
the
programs
that's
listed
in
our
legal
settlement.
That
says
you
should
have
been
doing
this
all
along.
You
should
have
been
listening
to
your
staff
and
you
have
not
another
mismatch
between
words
and
actions.
We
talk
a
lot
about
expanding
unarmed,
Public,
Safety
workers
in
neighborhood
safety
that
department-
and
this
is
great,
considering
that
Workforce
is
actually
predominantly
black
and
brown
residents
who
live
in
the
areas
where
they're
being
sub
contracted,
but
they
don't
have
City
wage
skills,
benefits
or
unions.
F
So
it's
a
kind
of
appoints
a
council
member
of
rainville's
part.
If
we
want
more
accountability
or
oversight
over
our
subcontractors,
which
you
can
because
they're
subcontractors
we
should
be
looking
at.
How
do
we
professionalize
those
services
so
that
people
can
actually
be
provided
with
the
wages
that
they
need
to
do
when
they're
out
in
between
bullets
and
also
standing
and
offering
a
presence
in
our
communities
rather
than
showing
up
with
a
gun
and
batch?
F
B
F
You
offered
this
in
your
comments
in
terms
of
BCR
or
being
a
model
of
a
responsive
or
co-responsive
model
is
on
page
60
and
I
do
want
to
offer
Clarity
BCR
is
now
a
co-responder
model
and
it
was
intentionally
designed
to
not
be
won
based
off
of
data
that
has
shown,
especially
at
the
county
level,
that
there
should
be
a
separation
between
law
enforcement
and
our
other
Public
Safety
Workforce,
as
it
relates
to
this.
So
I
did
want
to
offer
that
clarification.
F
Another
point
of
clarification
on
page
23,
where
you
talk
about
the
challenges
that
comes
from
our
current
government
structure.
It
says
here
that,
under
the
structure,
the
mayor
and
city
council
essentially
shared
operational
oversight
of
the
city
entreprize
and
that
basically
here's
a
quote.
Interviewees
have
noted
that
this
led
to
confusion
among
City
staff
partners
in
the
community
regarding
who
is
really
in
charge.
I
want
to
offer
Clarity
right
now
per
our
Charter,
which
our
Charter
Trump's
ordinance.
F
This
is
why
this
body
has
led
on
the
comprehensive
Solutions
like
BCR
violence
Interrupters
the
things
that
gives
us
more
options,
but
I
want
to
also
emphasize
that
reality
still
exists
today.
The
police
Falls
fully
under
the
jurisdiction
of
the
mayor's
office,
the
executive
office,
and
that
is
Again
part
of
our
Charter,
our
Charter.
Regardless
of
what
our
ordinance
says,
the
government
structure
is
not
commissioner
Alexander.
F
It's
the
mayor
so
in
recognizing
that
we
still
have
a
duty
on
his
body
to
move
forward
with
the
comprehensive
initiatives
that's
listed
in
this
report
and
to
actually
create
funding
mechanisms
to
be
successful
in
that
work.
It's
not
continue
to
defer
to
the
mayor
on
this
work
that
has
shown,
or
he
has
shown
to
not
be
that
urgency
level
at
about
two
based
off
of
doj
and
ndhr
legal
settlement.
So
I
just
want
to
say
thank
you.
It's
sad
that
it
took
Harvard
I'm
glad
for
your
degree.
F
I
got
degrees
too,
but
it
said
that
it
took
the
credential
Harvard's
report
for
us
to
be
like.
Well,
maybe
tens
of
years
and
Decades
of
years
black
people
were
right.
Proud
people
were
right
about
what
we
need
for
our
public
safety
system,
so
hopefully
Harbor
credentials
finally
gives
this
body
the
political
will
to
actually
show
up
and
execute
and
not
create
another
work
group,
because
people
are
tired
of
being
asked
to
show
up
for
work
groups
and
then
don't
see
those
recommendations
go
anywhere.
So
I
get
that's
part
of
your
recommendations
too.
F
People
are
ready
for
action.
They
don't
want
to
have
to
sign
up
for
another
work.
Group
people
are
work
group,
tired,
put
a
ban
on
work
groups
and
moratorium
here,
so
I'm
really
excited
to
finally
get
to
the
action
part,
because
many
of
us
have
been
ready
for
that
and
I
hope.
The
rest
of
our
colleagues
are
and
staff
because
we're
moving
regardless.
So
thank
you.
A
K
Thank
you,
madam
chair
I,
keep
my
comments,
short
I.
Think
a
lot
of
my
colleagues
covered
covered
a
lot
of
my
sentiments.
I,
you
know.
If
I
were
like
a
true
cynic,
you
know
I
probably
would
never
run
for
office,
so
I
think
things
are
possible
right
and
so
I
don't
mean
to
sound
like
a
cynic
with
what
I'm
going
to
say.
K
But
you
know
if,
if,
if
the
urgency
level
is
a
nine
and
the
willingness
is
a
nine,
but
the
financial
Readiness
is
a
five,
then
the
real
answer
to
council
member
Payne's
question
is
five
right.
Our
Readiness
is
five
and
that's
not
a
reflection
of
the
work
that
you've
done
here.
I
think
this
report
is
incredible
and
I
want
to
thank
you
for
that.
But
I
do
just
want
to
note
that
that's
sort
of
how
this
how
this,
how
this
work
goes
about,
and
you
know,
discussions
around.
K
You
know
you
know
changes
to
how
we
approach
behavioral
crisis.
You
know
didn't
start
after
the
murder
of
George
Floyd.
They
started
in
2018..
K
You
know
the
creation
of
the
office
of
violence
prevention
didn't
start
after
the
murder
of
George
Floyd.
That
work
started
in
2018,
and
so
you
know
these
things
are
you
know?
So
it's
not
like
these
are
new
Concepts
that
folks
weren't
aware
of
that
folks
weren't
moving
on
prior
to
that,
and
so
you
know,
I
think
last
budget,
the
the
council,
obviously
pay
plays
a
huge
role
in
the
final
approval
of
the
budget.
K
But
you
know
I
do
think
that
On
Any
Given
year
out
of
1.5
billion
dollars
you're
seeing
the
council
amend
3
million
of
that
right-
maybe
5
million
of
that
right,
and
so
there
really
does
need
to
be
buy-in
at
the
exact
executive
level.
Knowing
just
how
much
you
know
the
what
what
what
council
actually
does
around
the
budget
is
is
is
make
small
amendments.
K
Quite
frankly,
and
and
maybe
we
have
the
authority
to
you-
know,
amend
half
a
billion
dollars,
but
you
know
I've
never
seen
this
council
do
that
right,
I've,
never
seen
you
know
and
there's
been.
You
know
I've
served
under
different
councils
as
well,
and
so
and
so
I
I
I'm
grateful
to
have
the
information
you
know,
but
but
yeah
I
think
that
there
needs
to
be
a
lot
of
work
and
I.
K
Guess
if
I
had
to
have
a
a
a
question
is
what
what
moves
that
Financial
Readiness
from
a
five
to
a
nine
right?
What
what
actually
gets
us
there?
Maybe
that's
kind
of
re-asking,
councilmember,
Payne's
question
but
I
think
that's
the
question
that
I'm
I'm
really
interested
in
you
know
again:
yes,
BCR!
K
When
you
you,
when
you
talk
anecdotally
to
folks
out
in
the
community
and
even
police
officers,
it's
a
program
that
people
really
believe
in
it's
a
program
that
even
our
officers
when
they're
confronted
with
a
situation,
they're
now
learning
that
to
how
to
identify
this,
isn't
really
my
role
I'm,
going
to
call
somebody
who
actually
has
the
expertise
to
to
to
to
intervene
here.
That's
a
huge,
that's,
a
that's
a
huge
asset,
and
yet
we've
got
our
team.
K
You
know
unsure
of
whether
their
contract's
going
to
be
renewed
right
that
that
that's
that's
a
pain
Point.
That's
that's!
Misalignment,
as
as
councilmember
wansley,
you
know
used
the
term,
and
so
what
gets
us
from?
You
know
a
five
two,
a
nine,
a
five
to
a
ten
when
it
comes
to
you
know
that
Financial
Readiness,
which
which
I
would
count
as
our
way
of
actually
deploying
a
plan
out
into
the
community.
All.
L
Right,
councilman
Burleson,
it's
a
great
question:
the
there
are
two
near-term
pieces:
I
think
that
can
I
can't
speak
for
the
city,
Executives,
of
course,
I'm,
not
a
city
executive,
but
there
are
two
pieces
that
I
think
could
be
accomplished
within
the
coming
weeks.
One
is
we
have
those
document,
those
four
categories,
broadly
of
of
investment
that
would
be
needed
and
those
you
know,
there's
sub
points
to
all
those
of
course,
that'll
be
expanded.
L
L
Whether
or
not
the
city
really
wants
to
move
forward
with
this
and
state
Executives.
Do
they
actually
say
here's
what
we
want
to
move
forward
on
and
here's
the
budget
to
actually
put
the
people
and
the
resources
and
the
technology?
And
you
know
the
services
in
place
that
will
either
again
that
will
show
that
level
of
Readiness.
L
Again
then,
it'll
be
in
your
Camp
again
to
some
degree
to
say:
yes,
we
can
move
forward
on
this
and
then
there's
you
know
that
five-part
action
plan,
councilmember,
wansley,
very
empathetic,
yes
to
the.
We
can't
have
a
lot
of
just
committees.
L
You
know
again,
you
know
taking
this
plan
and
saying,
let's
study
this
plan
for
two
years,
but
we
do
need
Community
engagement
and
people
that
are
on
work
groups
to
actually
move
this
forward
with
City
people,
and
so
with
that
budget
approval
and
then,
with
this
TurnKey
of
this
five
steps
that
we've
advocated
the
plan
that
need
to
happen
in
2023.
L
That
will
get
us
on
the
path
right
to
really
moving,
and
that
will
also
show
community
members
that
were
serious
here
on
this
and
we,
you
know
again,
as
we
mentioned
a
lot
of
these,
the
ideas
have
been
around
since
the
1960s
right
and
a
lot
of
the
community-based
work,
but
there's
also
ideas
in
here
that
are
relatively
new.
We
have
not
yet
in
this
nation
had
a
city
that
can
develop,
for
example,
the
technological
infrastructure
to
knit
Services
together
in
ways
that
are
documented
in
this.
L
K
Thank
you
and
I
just
had
one
more
follow-up,
and
thank
you
for
that.
For
that
response
you
know,
I
think
that,
often
when
it
comes
to
these
new
programs,
you
know
and
as
we've
heard
on
the
dice
already,
there
is
sort
of
this.
This
impetus
to
sort
of
jump
and
I
think
it's
sort
of
under
the
guise
of
good
governance
on
this
idea
of
you
know,
oversight
and
accountability,
and
how
do
we
know
that
they're,
what
they're
doing
with
the
money
that
we're
giving
them?
K
Even
though
the
money
is
you
know,
bile,
you
know
by
all
comparisons.
Incredibly
small,
you
know
what:
how
long
does
a
new
Innovative
program
need
to
exist
before
you
think
it
is
really
responsible
and
reasonable
for
us
to
start
having
that
conversation
I
mean,
obviously
you
want
to
be
monitoring
from
the
very
beginning,
but
how
long
does
a
program
need
to
work
through?
You
know,
sort
of
trial
and
error
of
a
new
of
you
know
of
a
new
thing.
How?
K
How
long
does
it
need
to
go
through
that
sort
of
development
and
mature
maturing
process
before
it's
really
responsible
for
us
to
start
questioning
it?
You
know
its
value
at
an
existential
level
right
because
we
we
go
through
many
many
police
budget
Cycles
without
questioning
the
existential
value
of
police.
But
you
know
we
go
through,
maybe
less
than
five
years
worth
of
ovp
and
you
know
folks
get
a
little
bit
antsy.
They
want
to
start
questioning
the
existential
value
of
violence
Interruption,
you
know
and
all
that
kind
of
stuff.
L
Yeah,
no
no
I
understood
the
I
would
I
guess
I
won't
answer.
That
is,
there
needs
to
be
in
Minneapolis
which
the
currency
doesn't
really
currently.
I
L
A
set
of
metrics-
or
you
know,
governance
around
that
that
can
partly
answer
your
questions
so
to
at
the
very
basic
level
we
need
to
understand
for
community-based
providers
that
they
have
an
organizational
structure
right.
So
metrics
around
that
we
know
what
services
are
going
to
provide.
We
know
how
many
people
they
have.
We
know
the
budget
they
need
for
it
right
from
there.
It
only
takes
a
matter
of
weeks
or
months
to
really
start
tracking
outputs,
not
outcomes,
not
not
valuing
how
good
that
organization
is,
but
essentially
saying
are
they
actually
do?
L
They
actually
have
people
out
on
the
street?
Do
they
actually
have
people
delivering
Narcan?
Do
they
have
people
that
are
helping
someone
who's,
unhoused
right
and
how
many
people
have
they
touched?
I
mean
you
know
worked
with
in
a
period
of
time
that
can
be
measured
right
now.
It
should
be
and
start
to
be
tracked,
not
from
a
not
from
accountability,
meaning
like
we're
going
to
make
sure
you're.
I
L
Ways
we
think
are
going
to
work
from
those
outputs.
Then
you
know
after
a
year
or
two
you
can
start
to
measure
some
of
the
outcomes,
mostly
by
things
we,
you
know
recidivism
Trends
by
most
of
these
organizations.
They
know
their
high
flyer.
People
are
that
they
work
with
I
mean
the
people
who
are
continuously
helping.
They
can
track
over
a
period.
You
know
12
18,
24
months,
how
that
person
has
responded
to
those
services
and.
L
There's
learning
that
takes
place
there
and
then
really,
though
it
does
take
a
while.
You
know
longitudinally
to
really
say
what
type
of
long-term
outcomes
and
impact
are
we
having
from
services,
but
so
that
array
I
think
needs
to
be
set
up
and
designed
in
Minneapolis
to
better
understand.
Then,
at
the
very
least
you
know
for
certain
city,
council
members
who
may
want
to
you
know
harp
on.
L
Where
is
that
you
know
eighty
thousand
dollars
gone,
that
we
gave
to
a
certain
Community
Based
organization,
at
least
there's
some
basic
metrics,
where
you
can
say,
council
members,
here's
what
they've
done
with
that
and
then
over
time
be
able
to
measure
it.
So
again
it
does
go
back
to
this.
We
have
to
have
some
experimentation
and
some
Ingenuity
and
some
Innovation
at
the
community-based
level
to
design
services
that
only
the
community
knows
what
really
is
going
to
work.
It's
not
the
mayor's
office
doesn't
know.
L
C
Thank
you,
madam
chair.
Some
of
this
discussion
made
me
think
of
something,
and
this
might
be
a
little
bit
in
the
weeds,
so
bear
with
me
here,
but
you
know
back
when
we
first
started
this
work.
We
started
by
evaluating
the
problem,
nature
codes
and
the
specific
problem.
Nature
code
we
were
looking
at
was
emotionally
disturbed
Disturbed
person,
and
that
could
be
anyone
suffering
a
mental
health
disorder
to
you
know,
negative
effect
of
substance
use.
C
The
outcome
of
that
was
to
create
two
new
PNC's
one
for
a
crisis
response,
but
one
for
a
wellness
check
and
what
I'm
trying
to
think
through
is
I
I,
don't
want
us
to
stop
at
BCR
and
that's
exactly
what
your
report
outlines
and,
at
the
same
time,
from
an
implementation
perspective.
We
did
a
direct
contract
with
canopy
roots
and
they
are
their
scope,
is
right
now
specific
to
those
two
problem:
nature
codes,
and
so
that's
a
little
bit
detailed
in
the
weeds.
C
But
my
actual
question
is,
as
we
think,
about
expanding
and
I'm
really
interested
in
peer
support
Specialists.
So
that
could
be.
You
know.
Somebody
who
has
experience
with
sub
substance
use
disorder
has
experience
with
living
unsheltered
and
having
them
be
employees
of
the
City
of
Minneapolis
and
being
able
to
be
a
part
of
the
community.
C
Have
you
put
thought
into
how
we
expand
those
services
and
how
we
think
about
contract
and
and
councilmember
onesie
asked
this,
but
I'm
kind
of
getting
into
the
like.
We
need
to
define
the
PNC
codes
that
are
eligible
for
an
alternative
response,
and
then
we
have
to
develop
those
services
and
we
need
to
either
contract
those
or
hire
those
and
have
you
kind
of
I've
started
reading
through
it,
but
it
is
150
pages,
so
I'm
working
my
way
through.
Did
you
get
into
specifics
around
recommendations
as
it
relates
to
contract
versus
hire?
C
L
Yeah,
thank
you
customer
pan
for
that
that
question.
Yes,
we
do
get
into
that
in
the
report.
We
intentionally
one
of
the
challenges,
I
guess
in
developing.
The
report
is
like
how
prescriptive
we
wanted.
B
L
So
we
provided
some
advice
and
some
Frameworks
for
how
to
think
about
analyzing
problem
nature
codes,
what
that
can
mean
for
those
four
different
sub
components
to
responsive
Services
and
how
that
can
be
analyzed
over
time
as
well
as
whether
or
not
these
those
Services
could
be
Community,
Based
or
city
employees
or
as
County
collaboration
as
well.
So
there
is
some
some
idea
sets
in
there.
I
would
add,
though,
that
there
should
be
well.
There
is
going
to
have
to
be
more
work
done
on
that.
To
continue
that
analysis
and.
I
B
L
L
You
know
who
should
respond
to
what
and
we're
going
to
be
here
five
years
from
now
having
the
same
conversation,
so
one
of
the
quick
things
that
we
do
recommend
the
city
should
do
is
a
gap
analysis
around
that
preventive
and
responsive
and
restorative,
to
be
able
to
quickly
say
here
are
some
areas
where
we
just
don't
have
any
Services
right
now
and
ideally
go
out
to
the
community
to
say
with
you
know
an
RFP
type
process
to
say:
are
there
Services
you
see
in
communities
that
could
fit
into
this
service
Continuum.
L
Let's
get
those
started,
and
and
over
time
you
know,
evaluate
them
and
ramp
them
up
and
again,
one
thing
I
would
add
to
to
be
more
in
the
weeds.
Is
there
are
a
number
of
challenges
in
the
communities
that
we
all
know
about?
Many
of
them
we've
heard
about
today
that
don't
fall
under
problem
nature
codes
because
they
don't
come
into
the
system
that
way
right.
There,
people
see
them
in
the
community,
they
know
where
the
challenges
are.
I
L
Inequitable
way
in
a
you
know,
in
a
way,
that's
robust
that
we
can
do
more
over
time
and
so
that
I
guess
you
know
I
guess
what
I'm
saying
is
thinking
through
that
Continuum
of
services
and
moving
quickly
on
identifying
where
the
gaps
are
it's
gonna,
be
it's
going
to
be.
You
know,
vitally
important
part
of
that
is
analyzing
problem,
nature
codes,
but
let's
not
get
hung
up
on
that
piece.
M
M
Palmisano,
thank
you,
madam
chair
I.
Think
I
just
have
some
comments
and
it's
so
it's
obvious
that
the
more
we
can
put
into
the
prevention
part
of
the
services,
the
less
we
will
have
responsive
and
restorative
services
and
I've
been
thinking
about.
How
can
we?
What
can
we,
as
a
city,
do
to
fill
that
Gap
to
get
before
before?
M
We
need
violence
Interrupters
and
before
we
need
peacemakers,
and
that
sort
of
thing-
and
this
is
also
what
I
was
hearing
Hennepin
County
judges,
say
last
night
during
the
listening
session,
they
were
a
panel
of
juvenile
judges.
Well,
judges
that
deal
with
juvenile
thanks.
Sorry,
sorry.
G
M
Judges
in
Hennepin
County,
but
this
is
also
what
they
said
they
need
and
that
they
experience
in
terms
of
filling
the
needs
of
intervention
for
young
people
that
are
in
trouble,
so
it
doesn't
and
it
shouldn't
matter
what
is
city
and
what
is
County
to
places
like
Harvard.
But
it's
really
important
in
how
we
implement
this
framework
and
knit
it
together.
That's
what
I
see
as
most
valuable
in
this
report.
M
In
fact,
one
of
the
main
reasons
for
embarking
on
this
work
with
you
has
been
to
de-politicize
the
really
important
work
that
this
is
I,
didn't
see
and
caveat,
have
not
gotten
all
the
way
through
the
report,
but
I
haven't
yet
seen
any
new
bricks
that
we
need
to
establish
at
this
point
in
terms
of
what
you
were
saying,
the
Gap
analysis,
but
there
are
places
where
we
are
light,
like
mediation
services,
for
example,
and
we
could
work
to
build
that
out.
But
this
is
what
I've
read
so
far
is.
M
This
is
how
we've
been
struggling
to
coordinate
them
all
together,
because
it's
not
all
within
our
sphere
of
influence,
more
problem.
Nature
codes
are
not
going
to
solve
these
problems
if
we
aren't
well
coordinated.
So
I've
seen
some
of
the
things
mentioned
here
as
like
bricks.
Right
now
that
we
have
in
a
yard,
but
we
could
do
a
lot
better
job
of
building
something
with
them
to
work
better
for
the
community.
M
I
hope
that
none
of
us
here
are
here
to
divide
people
with
this
report,
but
to
bring
us
all
together
around
a
plan
and
it's
clear
to
me
that
it
is
much
much
bigger
than
our
city
we're
not
going
to
solve
this
with
our
own
City
things
or
in
fighting
with
the
mayor's
office.
It
is
really
important,
though,
that
we
be
seen
together
as
the
main
catalyst
of
it,
and
you
know
I
think
this
will
help
us
move
all
of
these
pieces.
M
One
of
something
that
you
say
in
the
Shreveport
reminds
me
of
the
work
of
the
public
safety
work.
Group
I
think
you
may
be
interviewed
some
of
the
people
in
the
public
safety
work
group
I
think
we
need
to
put
those
into
action
better
and
more
effectively
than
we've
been
able
to
accomplish
to
date
and
I
have
to
say,
I,
think
the
office
of
community
safety
being
coordinated,
putting
all
of
the
main
Public
Safety
functions
of
our
city
under
one
commissioner,
is
absolutely
critical
as
to
how
we
move
forward
with
this
blueprint.
M
So
I
really
appreciate
how
commissioner
Alexander
has
been
involved
in
this,
because
I
really
see
his
Department
as
the
ones
to
help
us
continue
to
be
that
Catalyst,
both
within
all
the
city,
things
that
we
can
provide,
but
also
with
our
philanthropic
Partners,
is
they
want
to
continue
in
this
work
with
the
county?
Is
we
seek
to
be
better
coordinated?
And
commissioner
Alexander
heard
those
judges
at
the
listening
session
last
night
also
expressed
those
similar
frustrations
so
I?
L
Thank
you,
I
think
your
customer
policiano,
just
if
I
may
just
briefly
reply
to
that.
I
agree
with
all
of
all
of
your
points.
The
in
many
ways
these
Upstream
Services,
these
preventive
Services,
can
be
looked
at
from
this
lens
of
the
social
determinants
of
Health
right
and
there
are
so
many
factors
that
go
into
what
it
means
to
be
to
live,
safe
and
thrive
in
a
community,
and
you
can
take
those
social
determinants
of
health
and
map
those
into
programs
that
are
Community
Based.
L
L
Use
it
right,
you
know
together,
and
so
it's
that
piece
is
going
to
be
require
a
lot
of
coordination
and
collaboration
as
and
guidance.
L
I
agree
that
that
having
this
The
Hub
organization
of
the
office
of
community
safety
is
is
really
a
good
structure
in
that
you
have
to
have
this
kind
of
the
The
Hub
organization.
But
with
this
idea
that
you
work
across
agencies
across
boundary
is
across
sectors
to
really
magnify
this
work
and
to
integrate
it
and
make
it
more
holistic,
and
that
will
be
I
think
the
big
charge
of
OCS
to
to
move
forward.
A
A
You're
a
kid
from
the
south
side
and
so
working
exactly
working
with
you
this
year,
you
know
I've
learned
not
only
the
academic
side
of
it,
but
your
passion
for
Minneapolis.
You
really
love
this
city.
You
want
us
to
be
the
best
you
reached
out
to
the
City
of
Minneapolis
and
said
how
can
I
help
I
want
to
help
I
want
to
use
my
resources
to
make
Minneapolis
the
best
city
it
can
be
after
so
many
failures
around
Public
Safety.
So
I
really
appreciate
that
I
really
appreciate
some
of
the
things
in
the
report.
A
I
really
like,
because
I've
struggled
with
them.
I
like
that,
you
you've
said
we
can
adjust
our
violence
prevention
methods,
especially
involving
Interrupters
I,
think
I
mean
I,
love
the
interruptive
model,
but
I
think
we've
looked
at
it
like.
They
all
have
to
be
one
way,
and
it's
not
that
way.
Our
neighborhoods
are
different
block
by
block
so
I
like
that,
there's
an
opportunity.
You
know
in
this
road
map
that
you've
given
us
to
adjust
that
and
it's
okay.
You
know
we
can
have
interrupter.
A
That
does
one
thing
in
Word:
four,
that's
very
different
than
Ward
five
right,
and
so
that's
exciting
to
me.
I
kind
of
have
a
hard
question
that
may
put
you
on
a
spot
a
little
bit,
but
it's
something
that
I've
been
hearing
about
and
I
don't
know
if
you've
even
had
a
chance
to
meet
with
everyone,
but
I'm
wondering
if
you
think
that
our
current
police
leadership
is
up
to
the
task
are.
Are
they
ready
to
do
this
to
get
this
new
vision
executed.
L
Well,
first,
thank
you,
chair
of
Utah,
for
for
the
remarks
any
questions,
I'm,
probably
I,
would
just
say
first,
you
know,
probably
not
in
the
best
situated
position
or
qualified
to
to
evaluate
whether
the
leadership
is.
You
know
the
best
I,
what
I
can
say
from
an
outside
perspective
and
somewhat
observing
the
city.
Is
that
this?
L
The
safe
and
thriving
communities
plan,
as
you
know,
is,
is
much
more
broad
than
policing,
right
and
policing
is
about
1
16
of
you
know
of
this
overall
service
array,
and
so
the
focus
of
this
broadly
is
around
how
we,
you
know
how
develop
this
ecosystem
when
it
comes
to
police
reform,
which
the
consent
agree
is
in
large
part,
will
will
tackle
as
well
as
just
the
Ingenuity
and
Innovation.
That
will
happen
from
the
chief
of
police
and
and
the
commissioner.
L
You
know
with
Chief
O'hara:
he
comes
from
a
city
where
they
had
a
consent
decree
and
that
they
moved
through
that
successfully
I
think
he
understands
what
it
means
to
lead
during
a
consent
decree
and
to
build
importantly,
culture
change
within
that
time
frame
as
well,
which
is
in
my
experience
across
the
country,
is
one
of
the
hardest
things
to
do
so
it,
but
also
has
a
temperament
for
it
so
I.
This
is
going
to
take
some
time
right
and
and
over
time,
I
think
we'll.
L
We
did
not
have
this
organization
right,
and
so
the
mayor
was
able
to,
under
his
leadership
and
city
council,
support,
bring
in
Dr
Alexander
to
set
up
all
this
infrastructure
to
be
ready
to
deploy
this
future
right
and
so
I
think
we're
again
we're
at
that
point,
and
some
of
this
is
to
councilmember
Payne
and
Ellison's.
Questions
are
on
Readiness
right.
We
now
have
the
infrastructure.
We
have
the
people
here
right.
We
have
the
urgency.
L
We
have
what
I
hope
is
a
plan
that
can
harmonize
all
the
other
ideas
that
everyone's
had
and
put
them
into
one
road
map,
and
we
have
a
mayor
that
that
says
that
we
want
to
move
forward
on
this
and
so
I
think
I
think
the
rate
people
are.
You
know
in
place,
broadly
speaking,.
I
L
As
you
move
forward
to
implementation,
you
need
to
add
some
people,
and
you
know
and
change.
You
know
change
some
of
the
capabilities
going
forward
and
what
people
work
on,
but
but
broadly
I
think
it's
there.
Thank.
A
You
and
thank
you
for
your
hard
work
on
this
I'm
very
positive
about
it.
I'm
excited
it's
like,
as
you
said,
it's
a
road
map
I
think
Community
is
is
excited
and
they
want
to
get
involved
in
any
way
that
they
can
I
will
say,
though,
more
work
groups,
it's
just
it's
too
much
work
groups
aren't
my
thing,
and
neither
is
the
community,
but
if
we're
going
to
you
know,
take
this
gym
that
you've,
given
us
work
groups
might
be
a
part
of
it
and
so
I
appreciate
the
work
you've
done.
A
Looking
forward
to
working
with
you
and
my
colleagues
on
the
council.
Thank
you.
Thank
you.
Council
members,
council
member
Ellison
wants
to
vote
on
the
consent
agenda.
Yes,
if
there's
no
objections
clerks,
will
you
please
document?
Thank
you
see
no
further
business
before
us
and
I
will
direct
the
clerk
to
receive
and
file.
This
report
and
I
declare
this
meeting
adjourned.
N
Mom
I'm
in
love
with
she's
best
mom.
Ever
she
has
six
babies.
These
guys
are
fat
and
healthy.
His
eye,
his
bright
eyes,
I
know
you're
the
loud
one.
I
was
worried
about
his
right
eye
and
it
looks
amazing
right
now.
A
lot
of
people
don't
realize
that
we
do
so
much
Animal
Care.
These
guys
are
feral
littered.