►
Description
Mayor Jacob Frey, Community Safety Commissioner Dr. Cedric Alexander, Interim City Operations Officer Heather Johnston, and Emergency Management Director Barret Lane will give an update on the City’s implementation of the After-Action Review recommendations.
In February 2021, Mayor Frey directed the City to pursue an after-action review and analysis of the City’s emergency response following George Floyd’s murder and resulting civil unrest. The final report, including key findings and recommendations, was presented to the City Council on March 8, 2022.
The Office of Emergency Management has been working alongside other City departments to develop an implementation plan responsive to the 27 recommendations detailed in the report – including changing and improving emergency processes and preparedness plans.
A
Good
morning,
everyone
so
today
is
not
about
a
flashy
announcement.
It's
about
going
through
some
of
the
nitty-gritty
that
our
city,
Enterprise
and
staff
have
been
working
on
over
the
last
several
years,
around
Emergency,
Management
and
preparedness.
I
know
this
doesn't
sound
exciting,
but
this
is
the
work
that
will
ultimately
pay
off
in
infinite
ways.
In
case
some
form
of
Crisis
or
emergency
takes
place.
A
I,
don't
think
that
it's
any
secret
to
anyone
in
our
city
or
really
in
the
world
that
Minneapolis
has
gone
through
some
extraordinary
circumstances
over
the
last
few
years
and
I
think
it's
also
very
clear
that
our
response
lacked
to
some
of
these
crises
and
emergencies
that
we've
experienced.
This
is
about
learning
from
our
mistakes.
A
A
A
We
know
that
rebuilding
trust
between
community
and
local
government
relies
on
taking
informed
actions
just
like
this
learning
from
their
mistakes,
acknowledging
them
and
then
moving
forward
with
determination
to
make
sure
that
we
get
it
right
the
next
time.
The
next
time
something
goes
down,
we
will
be
prepared
as
a
city
and
those
Solutions
they've
come
from
city
leaders
and
City
staff,
including
those
that
are
here
with
me
today
with
commissioner
Alexander
in
our
office
of
community
safety,
with
Heather
Johnston.
A
A
the
work
didn't
begin
once
the
report
itself
was
issued.
A
lot
of
the
recommendations
had
already
been
being
worked
on
by
our
city
staff.
There
were
27
recommendations
that
came
through
that
after
Action
Report,
already
17
of
them
have
been
completed,
of
the
remaining
10,
several
are
in
progress
and
there
are
still
a
couple
that
remain
to
be
completed
and
done
since
that
point
in
time,
every
single
department
has
been
working
on
implementing
these
recommendations
and
our
city
leaders
have
been
undergoing
quarterly
reports
that
have
been
administered
and
delivered
to
the
city.
A
Council
in
the
committee
of
the
whole
I
myself,
along
with
our
respective
department,
heads
and
Commissioners,
have
been
taking
the
necessary
training
so
that
we
are
prepared.
We
want
Emergency
Management
to
be
baked
into
the
walls
of
City
Hall.
We
want
this
to
be
muscle
memory
when
an
emergency
takes
place.
Of
course,
it
will
always
be
possible,
even
with
the
best
plans
instituted
that
our
city
could
be
overwhelmed.
A
Overall,
the
predominant
theme
of
the
after
action
report
is
that
the
cities
did
not
properly
and
fully
use
the
necessary
National
Incident
Management
Systems.
That
is
what
we
have
been
training
on
over
these
last
several
years.
That
is
a
work
ahead
as
well
under
the
direction
of
director
Lane
we're
in
the
process
of
a
Nims
reset,
that's
National,
Incident
Management,
and
he
has
initiated
a
robust
plan
of
multi-year
projects
to
address
and
reset
the
city's
capability
to
implement
nems
nms
in
an
enterprise-wide
fashion.
A
We
have
applied
to
the
federal
government
and
through
FEMA
to
have
this
Capstone
in
place
in
Maryland,
where
our
full
City,
Enterprise
leadership
team
can
go
out,
can
operate
in
live
simulations
and
can
better
plan
for
anything
that
could
be
happening
in
the
future
and
obviously,
on
an
interim
basis.
We
are
prepared
as
well,
and
commissioner
Alexander
is
going
to
tell
tell
you
what
exactly
that
looks
like
so
again,
the
the
application
has
gone
in
we're
hopeful
that
we
will
be
one
of
the
entities
that
is
able
to
go
towards
this
simulation
again.
A
A
I
really
appreciate
all
of
their
work
that
they've
done
to
to
steer
this
team
I
want
to
thank
again
Heather
Johnston,
our
interim
chief
operation
officer
I,
want
to
thank
commissioner
Alexander
for
leading
your
teams
under
the
Office
of
Public,
Safety
and
office
of
office
of
community
safety.
I
want
to
thank
all
of
the
media
here
as
well,
because
in
terms
of
the
areas
where
we
can
improve,
it's
not
limited
to
safety.
In
fact,
it's
it's
not
even
limited
to
the
city
Enterprise.
A
We
want
to
make
sure
that
we
are
communicating
the
right
information
out
to
the
public
on
a
very
timely
basis.
We
want
to
make
sure
that
those
right
channels
are
in
place
from
the
get-go
and
again
in
terms
of
the
city
Enterprise.
It's
also
not
limited
to
the
office
of
community
safety.
There
are
a
number
of
incidents
that
have
even
happened
over
this
last
year
that
show
how
we
can
put
these
this
management
structure
and
this
Emergency
Management
plan
in
place
and
I'll
tell
you.
We've
been
doing
things
a
whole
lot
better.
A
There
was
the
water
main
break
that
happened
a
few
months
ago,
and
that
was
an
excellent
response
from
our
office
of
Public
Service.
There
was
Operation
Memphis
that
the
office
of
community
safety
LED
out
and
although
there
wasn't
need
for
a
response
in
full,
we
were
certainly
prepared.
There
have
been
snow
emergencies
that
have
taken
place,
which
we
have
found
a
number
of
ways
to
better
utilize,
our
emergency
response
and
management
system.
So
again
you
know
this
is
a
a
source
of
I
guess,
humble
Pride.
A
We
are
recognizing
the
shortcomings
that
we've
seen
the
mistakes
that
have
been
made
and
we're
correcting
them.
That's
the
message
that
we're
here
to
deliver
to
you
all.
Today
we
will
be
prepared
the
next
time
an
emergency
takes
place
and
it's
in
large
part
due
to
the
people
that
are
standing
here
behind
me.
So
I
want
to
thank
everybody
again.
A
I
I
mentioned
before
I
really
want
to
give
another
big,
thank
you
to
director
Bergstrom
and
Communications,
to
Chief
O'hara
and
to
Chief
Tyner,
in
addition
to
our
our
commissioners
and
our
chief
operations
officer
and
with
that,
I
want
to
turn
this
over
to
commissioner
Alexander.
To
give
you
a
bit
of
more
of
a
rundown
on
how
this
Emergency
Management
plan
is
undergoing.
B
Thank
you,
mayor
and
good
afternoon
for
being
here
with
us.
The
City
of
Minneapolis
continues
to
make
significant
progress
in
addressing
recommendations
raised
in
the
2020
after
action
review
that
we
are
providing
to
community
with
the
update
on
today
at
the
direction
of
Mayor
Frye.
The
office
of
community
safety
was
created
eight
months
ago
to
enhance
and
unify
the
daily
operations,
preparation
and
strategic
priorities
of
9-1-1
Services,
Emergency
Management,
fire,
police
and
neighborhood
safety
departments.
B
The
City
of
Minneapolis
must
have
these
five
departments
functioning
efficiently
and
effectively
daily
to
ensure
the
safety
of
our
residents
in
the
preparation
and
execution
of
Crisis
situations.
This
unified
effort
has
already
paid
dividends
for
the
example
of
the
progress
reported
here
recently
from
operation
Endeavor,
as
well
as
the
intentional
preparation
from
internal
and
external
departments
and
partners
for
operation.
Memphis
I
want
to
commend
direct
Elaine
and
his
team
for
their
leadership
in
completing
a
significant
portion
of
this
work.
B
Chief
O'hara
and
chief
Turner
I
want
to
thank
them
for
their
leadership
teams
where
they
have
worked
diligently
to
respond
to
many
of
the
outline
recommendations
for
today's
presentation.
Director
Lane
will
highlight
the
implementation
progress
made
by
the
City
of
Minneapolis
the
office
of
community
safety
leaders
before
you
today
will
be
available
for
questions
after
this
presentation.
B
We
know
the
City
of
Minneapolis
has
many
challenges
before
us,
but
we
know
today
that
we're
uniquely
equipped
to
be
able
to
meet
those
challenges,
whatever
they
may
be
into
this
21st
century.
So
thank
you
and
I'm
going
to
introduce
my
friend
and
colleague,
Heather
Johnston
who's,
the
interim
City
operations
officer
for
the
City
of
Minneapolis
Heather.
C
Thank
you.
When
released
in
March
of
2022,
we
knew
this
was
not
a
report
that
could
just
sit
on
the
Shelf
at
the
mayor's
direction.
We
immediately
began
a
regularly
scheduled
briefings
with
the
council
to
ensure
that
the
policy
makers
and
the
public
knew
that
we
were
implementing
the
recommendations.
In
the
report.
My
colleague,
commissioner
Alexander
spoke
to
the
coordination
between
the
Departments
of
the
office
of
community
safety.
C
Since
September,
the
Office
of
Public
Service
has
been
leading
work
with
a
crisis
Communications
firm
to
develop
a
Citywide
Community
crisis.
Communications
plan
planning
has
involved
Communications
teams
throughout
the
city.
This
planning
has
included
an
analysis
of
past
present
and
future
Enterprise
needs
that
will
address
crisis
Communications
operational
protocols
for
a
variety
of
response
events,
including
large-scale
physical
infrastructure
failures,
like
the
water
main
break,
that
the
mayor
mentioned.
Law
enforcement
incidents,
public
health
events
like
covid-19
pandemic
crises
born
out
of
racialized
harm
like
the
civil
unrest
and
financial
or
reputational
crises.
C
Our
Communications
team
is
working
collaboratively
with
the
neighborhood
and
community
relations
department,
as
well
as
other
departments
to
recommend
next
steps
with
a
focused
on
improved
sharing
of
information
within
the
community.
Ncr
provides
leadership
within
the
community
relations
section
of
the
city's
Joint
Information
Systems
and
Works
hand
in
hand
with
City
pios
during
a
crisis.
C
Ncr
is
also
working
with
City
departments
to
evaluate
existing
Community
feedback
that
we
have
already
received
from
the
city's
response
to
the
civil
unrest.
We
will
be
working
with
the
city
attorney's
office
to
clarify
the
guidelines
on
curfew,
waivers
to
reduce
confusion
and
clearly
communicate
these
guidelines
to
City
staff
and
the
public
as
you've
heard.
Improving
our
responses
involve
every
Department
in
the
city
Enterprise.
The
clarified
lines
of
authority
within
the
new
government
structure
provides
a
framework
for
the
city
to
be
set
up
for
success
in
crisis
situations.
C
D
Thank
you,
Ms
Johnson,
my
name
is
Barrett
Lane
I'm,
the
director
of
the
Emergency
Management
Department.
Thank
you
for
being
here
today,
a
year
ago,
mayor
fry
test
me
and
my
department,
with
coordinating
the
city-wide
response
and
Improvement
plan
associated
with
27
recommendations
in
the
after
action
review
that
we've
been
speaking
about
today.
D
Initially,
we've
broken
that
work
down
into
two
lines
of
effort.
One
line
of
effort,
as
you
heard
talked
about
before,
is
this
Nims
reset.
That's
National,
Incident,
Management,
System,
reset
part
of
the
national
Incident
Management
System
is
the
incident
command
system
which
you've
seen
referenced
throughout
the
report.
D
So
those
two
things
go
together
when
you're
thinking
about
this
but
cutting
across
the
report
and
many
of
the
recommendations
was
this
theme
that
the
mayor
mentioned
as
far
as
our
capability
to
use
those
systems
to
manage
Complex
events
and
we
determined
that
the
most
effective
way
of
addressing
that
would
be
to
Simply
retrain,
re-exercise
and
re-initiate
that
entire
system-
and
that
is
what
we
have
done
over
the
course
of
the
last
year.
We
have
scoped
that
project.
We
have
found
resources
to
fund
it.
D
We
have
contracted
with
the
exercise
and
training
teams
and
we
have
implemented
a
number
of
training
opportunities
already
across
the
Enterprise.
We
will
continue
to
do
that
throughout
2023,
as
we
move
toward
that
integrated
Emergency
Management
course
that
the
mayor
referenced
as
the
Capstone.
That
will
be
a
federally
sponsored
course
that
will
take
all
of
the
elements
of
our
Emergency
Management
program
through
its
Paces
at
that
Federal
level.
We
hope
to
hear
in
May
of
this
year
as
to
whether
we're
awarded
that
class
or
not,
if
not,
we
will
test
ourselves
at
that
level
regardless.
D
So
rest
assured
that
that
Capstone
is
going
to
happen
one
way
or
the
other,
the
other
line
of
effort,
since
the
various
recommendations
had
to
do
specifically
with
Department
improvements
and
projects,
we
tested
out
those
specific
projects
or
recommendations
to
the
responsible
departments,
and
they
have
been
working
on
that
series
of
projects
over
the
course
of
the
last
year.
You'll
see
in
the
report
just
two
summaries,
one
is
a
scorecard
on
where
all
of
those
stand
at
a
very
high
level.
D
The
other
thing
that
you'll
see
in
there
is
a
is
a
schedule
for
the
training
and
exercises
that
are
coming
up
this
year.
So
those
really
are
the
as
we
look
forward
here.
Those
are
the
the
elements
that
we
will
be
implementing
as
we
go
forward
with
these
two
lines
of
effort
this
year,
as
mentioned,
we've
reported
quarterly
to
the
committee
of
the
whole.
The
next
quarterly
report
will
be
next
week.
We
will
be
bringing
this
information
to
the
city
council
and
working
with
them
at
that
level
as
well.
D
The
one
thing
I
would
like
to
say
in
in
conclusion
is
that
I
think
we
can't
underestimate
the
impact
that
the
reorganization
and
the
office
of
community
safety's
structure
has
had
on
this
project.
It
has
accelerated
the
work
it
has
made
it
easier
and
more
comprehensive
to
perform
and
indeed
made
it
easier
and
accelerated
the
work
of
even
producing
the
report.
D
This
is
a
system
that's
working
well
as
far
as
as
making
sure
that
the
five
agencies
are
working
together,
but
this
effort
is
system-wide,
as
CEO
Johnston
said,
and
as
a
result,
one
of
the
things
we're
doing
is
requiring
every
city
employee
to
take
basic
course
in
emergency
preparedness,
cognitive
operations
and
personal
preparedness.
It
begins
at
that
Grassroots
level.
So
we
are
making
progress
along
those
lines
and
we
will
continue
to
do
so,
as
we've
worked
toward
re-establishing
these
capabilities
for
the
benefit
of
the
City
of
Minneapolis.
A
So,
thank
you,
director,
Lane
and
I
can't
tell
you
how
much
we
appreciate
all
of
your
leadership
and
organization
as
we've
moved
forward
with
this
Emergency
Management
plan
before
I
open
it
up
to
questions,
I'll
anticipate
what
could
perhaps
be
the
first
one,
which
is
what
has
been
the
biggest
area
of
improvement
and
what
were
the
biggest
shortcomings.
The
biggest
area
of
improvement
has
definitely
been
the
new
structure
of
government
that
director
Lane
mentioned.
This
allows
for
a
clear
executive
in
our
daily
operations
and
a
clear
legislative
Council.
A
A
A
The
consent
decree
would
largely
be
through
our
Police
Department
specifically
and
come
in
the
way
of
Reform.
This
is
about
Emergency
Management,
much
more
broadly
than
that.
There
would
not
be
any
conflict.
In
fact,
the
Emergency
Management
plan
that
we're
implementing
would
follow
the
federal
procedures
that
have
already
been
laid
out.
So
there's
no
conflict.
A
Well,
there
are
27
recommendations
in
full,
each
and
every
one
of
those
27
recommendations.
I
think
are
important
for
us
to
attack
in
full,
as
I
mentioned,
the
area
that
I
feel
will
is
both
the
most
important
but
will
also
take
the
longest
period
of
time
to
instill.
Is
this
new
executive
form
of
government?
It's
not
so
simple,
as
Simply
Having
the
executive
and
then
administering
directions?
We
need
to
have
that
new
culture
baked
into
the
walls
of
City
Hall.
A
We
need
to
have
that
new
culture
embedded
in
muscle
memory
and
we've
had
over
100
years
worth
of
a
different
system.
So
it's
not
as
if
you
simply
and
suddenly
shift
everything
it
does
take
some
time
and
we're
all
learning
on
that
front
of
those
27
recommendations.
As
I
mentioned,
we've
already
completed
17
of
them,
there
are
10
still
to
go.
I'll
turn
it
over
to
director
Lane.
If
there
are
certain
areas
where
you
have
any
concern
or
certain
areas
that
perhaps
need
to
be
bolstered
further.
D
Oh,
thank
you,
Mr
Mayor,
I
I.
Think
you
summarized
it
well.
I
think.
The
one
thing
I
would
add
is
that
we
produced
this
report
at
the
end
of
the
year,
really
as
a
snapshot
in
time.
There
was
not
an
expectation
that
all
of
these
would
been
done
by
then.
Each
of
these
projects
has
its
own
timeline
associated
with
it,
based
on
the
department.
D
A
In
a
process
I'm
going
to
turn
the
question
over
to
director
Lane
in
just
a
second,
but
to
reiterate
a
certain
point:
we're
really
proud
of
the
17
that
we've
met
we're
proud
of
the
progress
that
we've
taken
and
a
lot
of
this
was
undergone
even
before
the
after
Action
Report
was
provided.
So
again,
this
work
is
is
ongoing
and
it's
not
going
to
finish
once.
We've
completed
all
27
of
these
recommendations,
director.
A
A
You
know
the
one
of
the
biggest
lessons
that
I've
learned
is
the
areas
where
I
should
be
involved
and
the
areas
I
should
not
be
involved.
I
am
not
the
incident
command.
I
am
not
the
entity
that
arrives
above
the
incident
command
and
I'm
not
functioning
out
of
the
Emergency
Management
Center.
There
are
certain
questions
in
a
well-functioning
structure
that
will
ultimately
come
up
to
me
and
it's
important.
It's
really
important
that
we're
trusting
our
experts
every
step
of
the
way
throughout
this
process.
A
So
much
of
this
again
has
been
allowed
by
this
new
government
structure.
Again,
it
allows
us
to
train
in
ahead
of
time.
It
allows
me
to
direct
all
department
heads
to
come
and
attend
these
trainings.
It
allows
us
to
coordinate
better
where
we
haven't
been
able
to
before,
and
so
yeah
I
think,
we've
all
learned
quite
a
bit
and
again
those
lessons.
Don't
stop
here,
they're
going
to
continue
and
I
mentioned.
A
You
know
this
is
kind
of
a
state
of
humble
Pride
or
proud
humility
in
that
we're
humble
in
that
we
had
shortcomings,
we're
proud
in
that
we
are
learning
from
them
and
and
we're
correcting
our
mistakes
and
that
we
will
be
prepared
next
time.
There
is
a
crisis
or
emergency
I'm,
gonna
I
promise
over
here
next
and
then
I'll
go
there.
I
promise
Paul,
yes,.
F
A
So
there's
looking
back
and
then
there's
going
forward,
looking
back
decisions
like
the
third
precinct,
I
stand
by
and
that's
not
the
topic
of
today,
but
absolutely
I
stand
by
that
decision.
Given
the
circumstances
that
we
were
facing
now,
there's
a
framework
going
forward,
noting
that
when
I
say
emergency,
it's
all-encompassing,
it's
not
specifically
unrest.
It's
not
specifically
a
large-scale
fire,
it's
not
specifically
a
pandemic.
A
When
we
go
and
do
these
simulations,
we
don't
know
what
the
specific
emergency
is
going
to
be
ahead
of
time
and
the
whole
concept
is
that
we're
not
preparing
for
one
specific
thing:
if
we
could
we'd
have
no
problem,
if
we
could
predict
what
the
future
is-
and
this
is
you
know,
then
of
course
we
could
prepare
something.
All
else
that
I
could
need
to
state
is
that
we
could
be
fully
100
prepared
with
a
full
plan
in
place
and
still
be
overwhelmed.
A
California
fire
is
not
always
able
to
deal
in
full
with
the
wildfires
that
happen
across
their
region.
That's
just
one
example.
Similarly,
we
in
Minneapolis,
like
anywhere
in
the
whole
country,
can
be
overwhelmed.
What
we're
trying
to
make
sure
of
is
that
we
have
done
everything
that
we
can
possibly
do
to
make
sure
that
we're
prepared.
A
E
Thank
you
mayor,
so
I
think
it's
very
clear
to
the
members
of
the
police
department
today,
where
we
stand
as
far
as
protecting
People's
First
Amendment
rights
and
where
we
stand
as
far
as
using
Force
and
that's
something
that
we
continue
to
work
on
constantly
to
ensure
that
that
message
is
received
through
training
and
reinforced
by
supervisors
in
the
field.
It's
a
major
part
of
having
accountability.
You
know
the
commissioner
mentioned.
E
E
That
using
Force
is
only
when
it's
absolutely
necessary
and
there's
certain
requirements
that
have
been
made
because
of
the
destruction
that
happened
after
George
Floyd's
murder
here
in
regard
to
specifically
in
regard
to
Les
lethal
uses
of
force
and
I've,
been
very
clear
to
the
Command
Staff
to
all
members
of
the
department
that
we
will
not
use
Force
unless
absolutely
necessary,
and
that
we
will
ensure
that
we
protect
People's
First
Amendment
rights
constantly.
This
isn't
something
that
applies
only
when
there's
civil
unrest.
Only
when
there's
protest.
E
That
kind
of
thing
this
is
something
cops
have
to
deal
with
every
day,
especially
since
there
has
been
so
much
scrutiny
on
this
Police
Department
in
particular,
and
they're
doing
a
good
job.
There's
constantly
people
challenge
them,
challenging
them
on
the
street,
recording
them
when
they're,
taking
appropriate
actions
and
I
believe
the
police
officers
here
are
are
doing
a
good
job.
But
it's
a
matter
of
me
ensuring
constantly
that,
through
the
chain
of
command
through
our
Command
Staff
and
our
supervisors,
that
they
are
driving
home,
that
message
every
day
in
officers
conduct.
E
Lined
up
and
ride
here
are
you
going
to
expect
the
peppers
I
think
people
can
expect
I
mean
this
is
a
city
that
constantly
has
folks
exercising
their
first
amendment
rights
right.
So
in
the
event,
there
is
something
larger
than
what
is
just
typical
on
a
daily
basis.
Here,
I
think
people
can
expect
to
see
what
they
have
seen
LED
through
the
office
of
community
safety.
Again
in
preparation
for
video
release
of
Tyree,
Nichols
I.
Think
people
here
in
community
know.
E
We
have
been
very
intentional
about
engaging
with
a
community
and
keeping
people
informed
about
what
we
are
expecting
to
see
and
what
our
posture
would
be.
An
engaging
Community
to
have
them
help
us
on
the
ground
and
ensure
that
you
know
the
appropriate
messages
are
delivered
by
Community
Messengers
right
like
to
ensure
that
we
will
be
here
to
protect
everyone
and
to
protect
people's
First
Amendment
rights,
regardless
of
whatever
they
are
saying
right.
E
But
we
have
to
make
sure
that
the
goal
is
you
know
to
ensure
that
people
you
know
stay
within
the
bounds
of
the
law
right
we
cannot
have
destruction.
We
cannot
have
people
threatening
violence.
We
cannot
have
you
know
that
that
sort
of
sense
of
chaos,
but
we
are
here
to
ensure
that
we
will
protect
people's
right
to
assemble
and
people's
right
to
protest.
But
we
want
to
ensure
that
we're
communicating
with
as
many
partners
as
possible
and
engaging
with
Community
to
help
us
deliver.
That
message.