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From YouTube: June 27, 2022 Outlining strategies for improving public safety, police accountability in Minneapolis
Description
Mayor Jacob Frey’s Community Safety Work Group outlined recommendations for improving public safety in Minneapolis, including strategies for strengthening oversight of the Minneapolis Police Department (MPD), bolstering officer recruitment efforts and accountability systems, and expanding violence prevention and behavioral crisis response programs.
A
Well,
good
afternoon,
everyone
happy
monday,
happy
pride,
happy,
belated
juneteenth.
I'm
really
excited
to
be
here
with
some
tremendous
leaders
of
community
to
help
roll
out.
What
is
our
community
safety
work
group
recommendations,
a
big
thank
you
to
steve
belton
and
the
urban
league
for
hosting
us
today
and
a
gigantic.
Thank
you
to
this
particular
work
group.
For
now,
what
I
believe
is
over
seven
months,
work
worth
of
work.
A
This
is
work
that
can
be
carried
out
and
while
we
are
still
doing
our
due
diligence
at
the
city
on
these
recommendations,
you
know
I'll
tell
you
that
nothing's
off
the
table,
there
are
no
non-starters
with
with
what
they're
about
to
present
to
you,
and
some
of
them
will
happen
sooner
than
others.
Some
of
them
will
happen
in
the
immediacy.
Some
of
them
are
already
taking
place.
A
Others
they're,
pretty
robust
and
it'll,
take
a
bit
longer
to
get
set
up,
so
I
want
to
make
sure
that
we
set
the
expectations
from
the
very
beginning.
You
know
we
right
now
have
to
be
in
the
business
of
building
community
trust
and
one
of
the
fastest
ways
to
decimate
it
is
if
we're
over
promising
and
then
under
delivering,
and
so
again
there
are
too
many
names
here
to
list,
but
the
22
members
to
be
exact
but
but
we're
joined
by
many
of
those
members.
Today
I
want
to
give
a
very,
very
special
thank
you.
A
First
to
our
co-chairs
to
nakima
levy,
armstrong
and
you
don't
appoint
nakima
levy
armstrong
to
be
a
co-chair,
because
it's
easy,
you
you,
you
appoint
nakima
levy.
Armstrong
is
a
co-chair
because
she
is
going
to
implement
real,
tangible
changes
or
she's
going
to
recommend
real
and
tangible
changes
and
then
hold
us
to
it
to
get
it
done.
A
Reverend
dr
dwayne
davis
has
been
there
since
day,
one
I'm
so
appreciative
of
your
work.
Your
presence,
there's
no
doubt,
has
had
a
huge
impact
on
making
sure
that
this
group
stayed
together
and
stayed
at
the
table
to
make
these
changes,
and
I
also
want
to
give
a
huge
thank
you
to
our
city
staff.
You
know
there.
A
There
are
a
number
of
proposals
that
you
will
find
in
these
recommendations
that
are
already
underway,
and
this
report
provides
additional
color
for
them
and
the
way
we
were
able
to
do
that
is
to
have
you
know,
city
staff
that
are
in
there
making
sure
that
the
work
of
the
city
and
the
work
of
these
recommendations
are
working
part
and
parcel.
So
a
big
thank
you
to
fatima
moore
to
interim
chief
huffman
to
sasha
cotton
to
jared
jeffries
in
my
office,
andrew
hawkins
and
brian
smith,
so
appreciate
their
work
on
this.
A
B
B
B
We
know
that
for
many
years
and
for
some
communities
decades,
particularly
the
black
community
folks,
have
been
crying
out
for
a
change
to
our
system
of
policing
within
the
city
of
minneapolis.
They
born
the
brunt
of
these
issues
and
their
voices
matter.
In
addition
to
hearing
from
the
community,
we
also
heard
from
a
series
of
experts
both
in
and
outside
of
the
state
of
minnesota
regarding
best
practices
and
the
standards
that
we
should
hold
ourselves
to
as
the
city
of
minneapolis.
B
With
regard
to
overhauling
aspects
of
our
system
that
are
not
effective
and,
unfortunately,
causing
harm.
Now,
in
the
midst
of
our
work,
we
also
had
access
to
the
report
from
the
minnesota
department
of
human
rights
that
was
released
in
april.
There
is
also
an
ongoing
doj
investigation
and
we're
waiting
to
see
what
the
civil
rights
division
has
to
say
about
the
minneapolis
police
department.
B
B
Now,
following
the
other
recommendations
that
I'm
going
to
mention,
I'm
going
to
bring
up
steve,
kramer,
ceo
and
president
of
the
downtown
business
council
who's
going
to
talk
about
our
second
recommendation,
which
is
focused
on
mpd's
recruitment
and
hiring
process.
So
I
won't
get
into
that
because
steve
is
going
to
cover
that
particular
issue.
But
two
other
issues
that
I
will
cover
that
were
critical
to
our
work
was
looking
at
the
issue
of
training
within
the
minneapolis
police
department.
I
know
that
some
folks
think
that
the
training
is
sufficient.
B
However,
in
our
work
we
found
that
the
current
training
regimen
isn't
is
inadequate
to
create
a
world-class
police
department
that
treats
all
of
its
citizens
with
dignity
and
respect.
So
we
are
recommending
that
minneapolis
police
department
hire
a
group
called
iadolist,
which
is
an
internationally
known
organization.
B
In
terms
of
another
aspect
of
our
work
that
we
focused
on,
we
looked
at
the
disciplinary
system
within
the
minneapolis
police
department,
which
of
course,
is
woefully
inadequate
to
address
the
ongoing
concerns.
Misconduct
misbehavior
by
members
of
the
minneapolis
police
department.
We
need
to
overhaul
the
disciplinary
system
and
have
very
clear
metrics
and
mechanisms
for
when
someone
is
disciplined.
We
also
are
urging
mayor
frye
to
take
a
look
at
the
system
of
coaching
within
the
disciplinary
system
to
make
sure
that
that
system
is
effective
right
now.
B
We
feel
that
there
are
too
many
gaps
within
the
system
of
coaching
and
coaching
is
too
often
being
used
as
a
catch-all
for
behavior
that
actually
should
result
in
more
tangible
conduct
for
officers
who
violate
the
law
and
who
violate
people's
rights.
So
with
that,
I
want
to
turn
it
over
to
steve
kramer,
ceo
and
president
of
the
downtown
council,
who
is
going
to
talk
about
another
major
gap
that
we
found
in
terms
of
recruiting
and
the
recommendations
that
their
subcommittee
focused
on.
Thank
you.
C
Nikima,
thank
you
very
much.
There's
a
great
deal
of
talk
about
the
number
of
officers
currently
working
in
minneapolis.
Understandably,
so
it's
important
to
remember
the
authorized
sworn
strength
of
mpd
is
888
officers
to
get
back
to
that
number
or
even
close
to.
It
is
certainly
a
significant
challenge
but,
more
importantly,
a
major
opportunity
to
rebuild
a
department,
not
just
in
numbers
but
in
culture,
values
and
practices.
C
As
our
report
states,
the
citizens
of
minneapolis
affirmed
in
the
last
election
that
they
want
a
police
department
to
serve
all
the
city,
all
the
city's
residents
with
integrity
and
respect
an
essential
element
to
fulfilling
this
expectation
is
building
a
first-in-class
recruiting
program
tied
to
significant
improvements
in
the
quality
of
mpt
training.
As
nakima
just
discussed,
important
steps
have
already
been
taken.
Addressing
compensation
parity
is
a
good
example,
but
more
must
be
done.
I
applaud
recent
actions
the
mayor
outlined
just
yesterday.
C
In
a
start
tribune
commentary
and
the
working
group
offers
our
comprehensive
recommendations
as
a
roadmap
to
make
additional
progress
towards
that
first
in
class
recruiting
and
training
program.
Our
city
needs
to
be
successful
on
recruiting.
Specifically,
the
working
group
offered
recommendations
in
four
areas.
C
C
Next,
we
recognize
there
are
multiple
paths
to
becoming
an
officer
with
an
mpd
serving
our
community.
There
are
ways
each
of
those
pathways
can
be
strengthened
and
supported
to
develop
the
force
we
aspire
to
have,
and
we
outline
dozens
of
ways
that
that
can
happen
in
the
report.
We
also
point
out
that,
like
any
good
employer
these
days,
it's
important
to
continually
review
internal,
departmental
and
city
hr
requirements
and
processes
to
ensure
there
are
no
artificial
barriers
to
bringing
on
recruits
who
can
successfully
serve
next.
C
Mpd
needs
an
updated
marketing
and
communications
plan
and
supporting
materials
to
present
an
authentic
and
candid
message
about
why
individuals,
especially
from
our
community,
should
consider
a
career
in
law
enforcement
in
minneapolis
to
be
part
of
the
change.
We
need
it's
a
highly
competitive
marketplace
for
potential
recruits
and
mpd
needs
to
make
its
case
in
a
more
compelling
and
professional
way.
C
Finally,
we
are
convinced
there
are
many
essential
resources
outside
of
city
hall
in
the
private
sector,
community
organizations,
local
philanthropy
and
elsewhere.
That
can
be
catalyzed
to
help.
As
the
report
reads
in
the
transformation
of
mpd
as
the
department
committed
to
effective,
just
and
unbiased
policing,
we
recommend
organizing
an
advance
advisory
panel
of
external
experts
to
help
provide
ongoing
access
to
community
resources,
to
maintain
needed
focus
and
to
serve
as
a
sounding
board
and
a
source
of
support
for
this
work.
C
No
doubt
building
back
mpd
is
an
urgent
matter,
but
realistically
it
will
take
sustained
effort
over
a
period
of
years
will
be
well
served
to
continue
to
invest
now,
to
build
that
first
in
class,
recruiting
and
training
program
to
meet
our
current
challenge
and
opportunity
and
to
maintain
mpd
and
to
maintain
the
mpd
our
community
needs
over
time,
and
with
that,
it's
my
pleasure
to
introduce
reverend
dwayne
davis,
our
coach
here
to
talk
about
the
next
section
of
the
report.
Robert
davidson.
Thank
you.
D
D
Our
specific
recommendations
is
go
and
look
at
the
work.
That's
already
being
done,
work,
that's
showing
promise,
and
that
is
increasing,
ongoing
funding
for
violence,
interrupters
and
outreach
workers.
We
know
in
the
places
where
that's
happening.
There
are
good
results,
especially
because
it
is
community-based
people
understand
those
people
in
their
communities.
D
We
also
know
that
there
are
a
lot
of
groups-
small
groups,
community
groups
that
are
doing
work
in
their
own
communities
who
are
not
waiting
on
the
police,
but
are
trying
to
address
community
violence,
and
it
would
be
very
helpful
if
the
city
can
recognize
some
of
those
work.
And
so
we
are
asking
for
an
increase
in
funding
for
office
of
violence
prevention,
to
provide
some
small
grants
to
help
those
communities
that
are
already
doing
some
of
that
community
values
not
waiting
but
are
looking
at.
D
We
also
want
the
the
mayor
to
look
at
the
the
programs
we
we
discovered
that
there
are
many
agencies
that
have
in
their
purview
work
on
youth
development,
youth,
employment
and
youth
recreation
opportunities,
and
we
think
the
mayor
can
show
some
leadership
and
coordinate
all
of
those
responses.
We
think
there
needs
to
be
a
much
more
intentional
and
coordinated
response
to
our
youth,
and
so
in
part
of
that
expansion
and
investment
in
prevention
and
intervention.
D
We're
asking
the
mayor
to
look
into
coordinating
all
of
these
agencies
that
have
a
hand
in
doing
youth
activities
and
development
to
to
expand
that
work.
We
also
know
that
the
the
intervention
prevention
programs
that
we
already
use
are
based
on
evidence-based
information
in
studies,
and
we
want
to
make
sure
that
we
keep
doing
that,
and
so
one
of
the
things
that
we
are
asking
the
marriage
to
do
is
also
increase:
support
for
program
evaluation
to
look
at
micro
and
macro
level
impacts.
D
We
don't
want
any
of
these
prevention
intervention
programs
to
be
subject
to
the
vagaries
of
politics
or
or
changes
in
politics.
We
want
that
evidence-based
response
to
continue,
and
so
we
want
to
make
sure
that
there
is
investments
in
studying
how
these
programs
are
working.
What
are
the
best
practices
that
we
are
implementing
and
what
is
available
to
us
and
then
coordination
coordination?
D
We
even
looked
at
the
history
of
minneapolis
and
we
discovered
that
when
minneapolis
was
part
of
a
coordinated
strategy
for
community
safety,
we
got
results.
Our
communities
became
safer
because
there
was
always
sort
of
strategizing,
together
with
various
agencies
with
various
jurisdictions,
and
so
we're
asking
the
mayor
to
take
the
lead
on
convening
a
monthly
multi-jurisdictional
executive
level
meeting
focused
on
public
safety
strategies,
planning
and
coordination.
D
One
of
the
things
that
one
of
our
work
group
members
I'm
going
to
bring
up
to
talk
about
in
the
behavioral
response
program
is
that
the
reason
we're
seeing
success
is
because
there
is
direct
real-time
coordination
between
police
department
and
behavioral
crisis
response
units
and
that's
the
kind
of
coordination
we
think
can
work
across
many
agencies
and
we're
hoping
that
the
mayor
will
take
the
lead
on
that.
And
finally,
all
of
these
hold
together
coordination
investments,
expansion
of
this
program
by
continuing
to
make
sure
that
the
dollars
go
there.
D
The
mayor
has
his
power
to
do
that.
To
make
sure
that
there's
coordination
going
on-
and
I
do
want
to
just
take
some
time,
because
we
we
really
had
spent
a
lot
of
time
looking
at
alternative
responses
to
law
enforcement,
especially
when
people
are
in
crisis
when
communities
are
in
crisis,
and
so
one
of
our
behavioral
crisis
response
recommendations
is
where
we
really
did
some
work,
and
I
want
to
bring
chella
guzman-veigart,
who
is?
E
And
so
we
recommend
that
the
city
expand
build
upon
its
current
behavioral
and
mental
health
crisis
response
strategy.
As
a
work
group,
you've
heard
that
we
had
the
opportunity
to
listen
to
many
stakeholders
that
we
learned
and
heard
from
community
that
they
had
suggestions
and
a
strong
desire
to
see
an
improved
response.
Police
response
to
9-1-1
calls,
as
well
as
the
need
for
behavioral
crisis
response
to
be
high,
a
high
level
on
our
recommendations.
E
We've
learned
that
that
team
currently
is
available
monday
through
friday,
24
hours
a
day
and
works
throughout
the
city
in
every
neighborhood,
in
every
ward
and
in
every
precinct.
We
recommend
that
the
mayor
build
upon
the
promising
results
of
this
pilot
program
and
ensure
that
it's
well
funded,
that
the
crisis
care
continuum
can
expand.
E
E
E
Minneapolis
needs
to
be
responsive
to
the
community
needs,
and
that
requires
a
partnership.
Minneapolis
can't
do
it
alone,
but
minneapolis
should
continue
to
meet
the
needs
that
they're
seeing
in
community.
So
we
recommend
that
they
continue
to
strengthen
its
partnerships.
That
means
with
other
government
entities
like
the
county.
That
means
to
collaborate
with
community-based
providers.
E
There
are
a
number
of
changes
on
the
horizon
and
it's
imperative
that
the
city
take
its
role
as
a
convener,
but
also
as
an
informer,
and
to
educate
and
empower
its
community
to
best
respond
to
the
behavioral
crisis
that
we
are
currently
living
with.
So
with
that
I'll
invite
the
mayor
back
up
and
thank
you
again
for
the
opportunity.
A
Thank
you
chella
to
our
co-chairs
and
the
other
wonderful
22
members
of
this
work
group.
I
think
it's
clear
that
we've
got
a
lot
of
strong
recommendations
that
are
ready
to
be
implemented
and
now
the
timing
of
these
recommendations
coming
forward
now
was
not
accidental
one.
It
took
a
while
for
them
to
come
together
in
a
consensus
form
and
a
while
to
give
clear
and
objective
wrecks
two.
A
F
Fry
the
couple
mentions
of
the
mdhr
record,
among
other
things,
excited
that
some
reforms
were
implemented
on
paper
but
didn't
really
take
in
practice.
A
warrior
style,
training
ban,
for
example.
Is
there
a
system
in
place
to
make
sure
that
these
are
implemented
and
measure
the
outcomes
and
et
cetera?
Why
is
this
going
to
be
any
different.
A
A
It's
not
just
about
having
the
change
on
paper.
It's
making
sure
that
that
change
is
implemented
throughout
the
department,
not
just
in
administration,
but
it's
some
of
the
other
ranks
that
are
supervisory,
but
above
your
regular
officer
above
the
rank
and
file,
and
so
there's
a
number
of
recommendations
that
are
given
here
to
making
sure
that
those
changes
are
carried
out.
Some
of
them
by
the
way
are
already
underway.
One
of
them,
which
I
know
that
a
committee
in
the
city
council
is
discussing
today,
is
our
field
training
officer
program.
A
That
is
a
really
important
policy
change
that
this.
These
recommendations
have
provided
quite
a
bit
of
color
too
one
that
previously,
you
know
good
officers
that
had
significant
ambitions
to
rise
in
their
careers
within
the
mpd
or
within
policing
generally
didn't
necessarily
have
the
incentive
to
become
field
training
officers
we
want.
We
want
to
change
that.
A
There's
work
that
is
undergoing
and
you've
already
heard
around
the
disciplinary
matrix,
and
one
of
the
recommendations
that
this
group
has
come
forward
with
is
a
is
a
disciplinary
reset
that
is
also
being
implemented.
There's
hiring
and
retention
work
that's
happening.
There's
government
structure
work
that
I
know
the
reverend
highlighted,
but
is
really
paramount,
making
sure
that
we
can
have
a
fully
integrated
system
of
public
safety
and
we've
got
an
individual
in
the
commissioner
of
the
office
of
of
community
safety.
That's
able
to
carry
that
out.
A
A
So
the
question
was:
what
is
the
timeline?
The
timeline
differs
depending
on
the
recommendation,
so
there's
a
number
of
recommendations
that
you
will
see
in
the
immediacy
that
will
come
to
pass.
One
example
again
is
the
field
training
officer
work.
That's
that
I
believe,
is
today
it's
being
presented
and
we're
in
the
process
of
carrying
that
out
throughout
the
minneapolis
police
department.
A
Disciplinary
matrix
is
another
one,
but
inevitably
there's
going
to
need
to
be
revamps
and
changes
as
we're
better
responding
to
the
needs
that
are
happening
on
the
ground
and
to
have
true
accountability
in
our
department.
There
are
some
things
that
we
are
going
to
see
in
the
2023
budget.
So
undoubtedly
there
are
proposals
and
safety
beyond
policing
is
one
where
we
are
going
to
have
additional
allocations
within
the
budget
itself
and
then
some
of
them
and
I've
been
candid.
A
It
will
take
longer
you
know,
and
so
I
I
know,
I'd
have
to
go
through
each
one
line
by
line
to
give
you
a
rundown,
but
the
the
the
fact
of
the
matter
is
is
that
these
recommendations
are
robust,
they're
significant.
They
will
help
to
create
real
change,
and
some
of
them
will
happen
quickly
and
some
of
them
will
take
longer
and
that's
just
that's
the
truth
of
the
matter.
F
F
F
B
Again
too
often,
things
are
happening
internally
and
then
we're
being
told
something
as
the
public
and
it
doesn't
necessarily
line
up
with
best
practices
and
so
bringing
in
outside
professionals
who
can
look
at
our
disciplinary
system?
We've
even
put
a
link
into
the
indianapolis
disciplinary
matrix
as
a
prime
example
of
a
structure
that
seems
to
be
in
alignment
with
best
practices.
H
Police
report-
I
didn't
really
get
anything
out
of
the
piece
about
the
violence
that
we're
suffering
through
in
this
community.
We
have
asked
that
you
unite
those
organizations
in
the
community
that
is
funded
under
the
office
of
violence
prevention,
for
we
have
been
further
separated
in
the
community
trying
to.
H
A
A
Yeah
you
have
and
lisa,
I
think,
that's
a
good
suggestion,
and
so
right
now
we're
in
the
process
of
building
out
this
new
government
structure.
As
part
of
that
new
government
structure,
the
office
of
violence
prevention
will
be
set
towards
an
office
around
neighborhood
safety.
It's
not
just
a
name
change.
It's
perhaps
also
an
expansion
of
responsibility.
It's
not
just
an
expansion
of
responsibility.
A
It's
also
an
opportunity,
as
you've
mentioned,
to
have
the
kind
of
reset
where
we're
bringing
all
of
these
differing
different
groups
together,
some
of
them
working
on
the
same
stuff
to
figure
out
where
those
gaps
are
and
how
we
best
work
together
to
attack
the
issue
of
safety.
So
I
think
that's
a
that's
a
good
idea,
one
and
two
a
lot
of
the
a
lot
of
the
issues
that
were
addressed
today.
Maybe
they
were
only
addressed
in
part,
but
it
goes
to
the
work
around
safety.
A
You
know
steve
kramer
mentioned
the
work
around
recruitment.
Now,
there's
a
whole
list
of
other
recommendations
from
making
sure
that
we've
got
the
right.
Recruiting
firms
in
to
we've
got
the
best
practices
around
getting
community
oriented
people
to
making
sure
that
we're
recruiting,
for
instance,
siders
to
be
on
our
police
department.
We've
got
wage
increases.
I
believe
it
was
an
eight
and
a
half
percent
wage
increase,
supplemented
with
a
seven
thousand
dollar
bonus
to
make
sure
we're
getting
the
best
possible
officers
to
do
this
very
difficult
work.
A
I
I
know
that's
something
that
that
you've
supported,
and
we
also
need
to
make
sure
that
it's
it's
comprehensive
and-
and
by
that
I
mean
getting
this
whole
new
structure,
set
up
where
we're
better
able
to
integrate
this
whole
response
between
the
office
of
neighborhood
safety.
I
keep
forgetting
what
the
new
name
of
it
is,
but
I
believe
that's
it,
the
the
the
police
department,
fire,
ems,
etc,
and
so
that'll
happen,
and-
and
you
make
a
fair
point
reverend
do
you
have
anything
to
add
to
that
yeah.
D
Lisa,
thank
you
and-
and
we
heard
that
that's
why
we
we
have
been
recommending
that
the
mayor
bring
back
the
kind
of
coordination.
That
coordination
piece
is
what
we're
getting
at,
that
everyone
needs
to
be
sitting
in
the
room
together
to
come
up
with
not
only
report
what
they're
doing,
but
also
offer
a
stride
to
be
a
part
of
the
planning
and
the
coordination,
the
from
the
mayor's
offers
from
other
jurisdictions.
The
police
department
all
need
to
be
hearing
from
community
organizations.
D
D
G
Everyone
thank
you
for
coming.
Miss
lisa,
thank
you
for
bringing
up
that
valid
point,
because
you
and
I
have
had
several
conversations
of
how
to
bring
the
groups
together.
I
want
to
thank
the
committee
for
hearing
my
voice
when
I
did
bring
it
up
because
it
wasn't
just
my
voice.
It
was
the
voice
of
all
of
the
organizations.
G
After
it
was
an
inactive
gun
that
was
taken
out.
We
were
able
to
get
the
scene
released
to
us
and
do
what
we're
supposed
to
do
for
the
community
and
it
worked
well,
and
it
worked
well
enough
to
show
that
all
three
can
come
together,
work
together
and
have
success
and
have
someone
actually
continue
on
living
life
in
breathing.
So
thank
you,
miss
lisa
for
bringing
that
up,
because
that
was
something
that
was
a
point
that
I
just
kept
making
we
have
to
get
in
the
room
we
have
to
stay
together.
G
D
Yes,
and-
and
thank
you
mayor
for
that
prompt
about
government
structure,
that's
one
of
the
reasons
why
we
really
were
checking
in
on
the
government
structure,
work
group,
because
our
intention,
as
we
were
hearing
from
not
only
our
city
agencies,
but
those
agencies
across
the
nation
who
were
doing
evidence-based
work,
that
we
really
needed
to
elevate
prevention
intervention.
It
cannot
be
and
also
ran.
D
It
cannot
be
sort
of
an
auxiliary
agency
and
so
under
the
new
government
instruction,
we
were
pleased
to
see
that
that
they
recommended
a
community
safety
section
that
would
include
office
of
violence,
prevention
and
office
of
performance,
innovation,
and
so
that's
why
this
coordination
piece.
We
also
wanted
to
dovetail
that
now
that
we
have
a
government
structure
that
would
include
that
intervention
piece.
D
Then
this
coordination
piece
again
and
historically
again
we
looked
at
when
minneapolis
was
called
murder,
apollos
and
the
way
that
the
the
response
to
that
was
coordinated,
multi-jurisdictional
collaboration
and
now
we
know,
given
the
the
organizations
you're
talking
about
miss
lisa.
If
those
organizations,
those
those
prevention
organizations
are
part
of
that
coordinated
system
that
we
hear
from
you
hear
from
those
organizations
the
work
that
you're
doing,
we
believe
that
a
strategy,
a
comprehensive
strategy,
can
be
implemented
that
will
address
the
real
direct
violence
that
our
youth
are
especially
that's
going
on
now.
D
Another
part
of
that
is
one
of
the
things
that
we
have
in
two
parts
of
this.
This
report.
We
really
do
highlight
that
we
there
must
be
an
intentional
focus,
intentional
focus
on,
what's
going
on
with
youth,
an
intentional
focus
on
dealing
with
some
of
the
other
issues
that
our
youth
encounter,
whether
that
be
employment,
whether
that
be
diversions,
whether
that
be
but
intentional
investments
and
focus,
and
so
even
that
piece,
hopefully
that
part
of
it.
B
I'll,
just
briefly
add
to
what's
been
said
already.
If
you
look
at
the
bottom
of
page
three
of
our
report
and
the
top
of
page
four,
we
talk
about
some
of
the
big
picture
issues
that
contribute
to
a
lot
of
the
problems
within
our
city
and
that
has
to
do
with
the
racial
disparities
across
every
key
indicator
of
quality
of
life,
whether
it's
looking
at
home
ownership,
housing,
affordability,
education,
criminal
justice,
contacts.
B
All
of
those
issues
disproportionately
affect
the
black
community,
the
indigenous
community
and
other
communities
of
color,
and
it
makes
it
more
likely
that
folks
will
come
into
contact
with
the
police
and
have
lifetime
impacts
with
regard
to
the
criminal
justice
system.
So
we're
calling
on
the
city
to
take
a
more
holistic
approach
and
to
understand
the
importance
of
investments
in
all
of
those
areas
and
addressing
those
disparities
that
we
too
often
admire
within
the
city
of
minneapolis,
but
that
we
need
to
get
serious
about
addressing.
I
Fry
on
the
topic
of
violence,
are
you
able
to
update
us
on
the
incident
surrounding
the
story
of
stonehenge
from
over
the
weekend?
It
sounds
like
you
know,
an
innocent
bystander
or
four
of
them
were
caught
in
the
midst
of
this,
and
one
has
sustained
life-threatening
injuries
and
it
sort
of
ties
into
a
lot
of
the
conversations
we're
having
about
community
safety
and
confidence
in
the
system.
A
A
F
You
know
you've
been
a
a
critic
of
of
the
mayor
and
of
the
police
department
in
the
past.
I
think
after
the
some
announcements
after
amir
loch
you,
you
had
kind
of
publicly
said
you
were
reconsidering
whether
or
not
you're
going
to
stay
on
this
committee.
Is
there
one
thing
in
here?
You
can
point
to
that.
You
think
this
is
going
to
lead
to
the
kind
of
meaningful
change
that
you
have
been
talking
about
for
many
years.
B
I
think
that,
within
our
report
there
are
several
recommendations
that
will
help
to
overhaul
some
of
the
current
practices
and
policies
within
the
minneapolis
police
department,
looking
very
specifically
at
training
and
discipline.
Those
are
two
areas
where
we
have
fallen
far
short
of
the
expectations
of
this
community,
as
well
as
national
best
practices.
B
We
need
to
professionalize
the
police
department
if
we're
going
to
have
a
police
department
that
is
going
to
be
responding
to
9-1-1
calls
that
are
not
mental
health
related.
We
need
professionals
to
show
up
at
the
door,
professionals
who
value
the
lives
of
all
residents
of
minneapolis,
particularly
low-income
black
residents,
indigenous
residents
and
other
residents
of
color,
and
looking
at
the
focus
on
recruitment
and
building
pipeline
programs.
B
Being
you
know,
black
people
being
carjacked,
black
people
have
in
their
homes
broken
into,
and
black
people
are
saying.
We
don't
want
that
either
we
want
to
feel
safe
in
our
own
communities.
We
don't
want
to
have
to
call
9-1-1,
but
if
we
do,
we
want
someone
who
is
going
to
show
up
at
the
door
who
respects
our
humanity
and
who
values
us
as
a
people.
J
J
B
My
honest
opinion
is
even
if
we
had
the
full
complement
of
officers
that
are
required
under
the
city
charter.
We
would
still
have
issues
with
the
field
training
officer
program.
The
program
needs
to
be
audited
and
overhauled
from
the
inside
out,
and
it's
not
just
a
matter
of
bodies
taking
on
those
positions
of
field
training
officers,
but
it's
the
quality
and
caliber
of
those
individuals
serving
in
leadership
roles
who
are
adequately
trained
in
order
to
be
able
to
train
new
recruits
right
now.
B
The
system
that's
in
place
is
far
too
pedestrian
to
have
our
police
department
functioning
in
the
way
that
it
should,
and
so
we
are
asking
for
urgent
attention
to
the
field
training
officer
program.
We
heard
from
one
of
our
members,
charlie
adams
iii,
who
talked
who
is
a
former
minneapolis
police
officer,
and
he
talked
about
his
experience
with
regard
to
the
field
training
officer
program.
So
he
helped
to
inform
many
of
our
recommendations
and
he
talked
about
the
gaps
where
an
officer
might
have
served
in
a
position
for
a
number
of
years.
A
I
have
one
one
more
thanks
to
our
dad,
so
just
in
relation
to
that,
we
had
a
number
of
city
staff
that
were
present
in
these
meetings,
that
that
helped
to
provide
context
for
our
city
policies.
As
the
work
group
was
rolling
out
theirs
and
one
of
the
values
there
is,
it
enabled
us
to
not
sit
on
our
hands
and
wait.