Good afternoon. Before we convene our meeting, we will be presenting an honorary resolution dedicated to the anniversary of the tragic shooting that took place at Annunciation School and Church. We are pleased to welcome our guests to this space to share in this presentation. Before we take up the rest of our agenda, I will have Council Member Pomisano and Council Member Whiting give the presentation and council members are certainly welcome to come down and join as well. Good afternoon everybody. Thank you for being here. Um what we have to present today is a resolution honoring the victim survivors family and community of enunciation and commemorating one year of hope and healing. Um, in order to do that here, if I can't just nestle in kind of here in the middle, um, Council Member Whiting and I have a resolution prepared with all of your help and and support. Um, after which we'll gather a few words from Mayor Fry, who is here. He just came down. Um, there he is. And, uh, and then we'll hear from Principal Dbor. So um here is that resolution in language and we will be doing it here at committee of the whole because on Thursday there are other things planned at enunciation. Whereas enunciation parish and school is a vibrant Catholic community serving as a steadfast anchor in South Minneapolis since 1922 where people have come to pray to learn and to create community. And whereas on August 27th, 2025, the Annunciation community experienced a tragic act of violence that forever changed the lives of students, families, faculty, staff, parishioners, first responders, and neighbors. And whereas the city of Minneapolis mourns the loss of Fletcher Merkel and Harper Moy, whose lives were taken that day, and extends its deepest sympathy to their families, friends, classmates, teachers, and all those who knew and love them. And whereas we remember Fletcher and Harper not for the circumstances of their deaths, but for the lives they lived, the people they loved, and the lasting impact they made on their families, friends, school, and community. And whereas we recognize as well all those who were injured, traumatized, or otherwise impacted by the events on August 27th and acknowledge the continuing journey of grief and healing experienced by the enunciation community and And whereas healing from trauma is an ongoing journey and every individual and family experiences that journey differently, deserving compassion, understanding and continued support. And whereas throughout the past year, the Annunciation community has demonstrated extraordinary resilience, courage, faith, and compassion by caring for one another, supporting those who are grieving, and continuing to move forward together despite unimaginable loss. And whereas countless educators, counselors, clergy, health care professionals, first responders, volunteers, nonprofit organizations, and community members have offered their time, expertise, generosity, and kindness to help support the healing process. And whereas the city of Minneapolis recognizes the enduring power of communities to care for one another in times of need and honors the compassion, generosity, and resilience demonstrated by those who walk alongside others on the path towards healing. And whereas the one-year mark serves not only as a time to remember those whose lives were forever changed, but also as an opportunity to re reaffirm our shared commitment to the compassion and a future grounded in the care for one another. Now therefore, be it resolved by the city council of the city of Minneapolis that the mayor and city council do hereby recognize the resilience and strength demonstrated by the enunciation community and all those impacted by this tragedy and express its gratitude to the many individuals and organizations who have walked alongside the community throughout its healing journey. Further, the city of Minneapolis encourages residents to honor this one-year mark through acts of kindness, service, and volunteerism, recognizing that caring for one another is one of the most meaningful ways a community can demonstrate its support and strengthen the bonds that unite us and offers this resolution as an expression of remembrance, solidarity, and hope for the future. Thank you. Over this last year, I think we've seen not just the grief, but also this unity of action and compassion for this incredible community at Enunciation. Uh for those that are either linked directly or indirectly to this amazing school and church, please know that you've shown the kind of fortitude and love and resilience that I think the rest of us aspire to achieve. Looking back to August 27th, people don't forget where they were on that day, on that morning. Um, as mayor, you see things you never want to see. You hear things that you never want to hear. You also have the opportunity to experience people at their very best. Um, and that's what I saw not just on that day, but over the next several weeks, months, this whole year, how the family at Enunciation rallied around each other and for Fletcher and Harper and their families. How they're tying ribbons around every single tree and lampost in the entire city. How they're dropping off food for the families to make sure that at the very least they could have the sustenance needed. They're holding community vigils. Um they're stepping up to take action. They're doing all sorts of work that you do when you don't just have a city or a community, but where you're a unit like a family. And that's what enunciation has shown time and again. Um and so I know the healing is not over. I know the grief is not finished. Uh but what enunciation has shown so consistently is that they're not just up for the challenge. Uh they're up to go way above and beyond to make sure that everybody feels the kind of nurturing that we aspire to see. And so I'm I'm so grateful to all the families are here. Um I'm I'm grateful to the uh the whole crew and staff and principal. There you are. Uh remember I mean these some of the the Thank you. That's all I'll say. I'm so grateful for your leadership and to everybody that's up here. To our first responders, um, you know, busting towards the through the door and running towards danger and getting every single kid and individual out in 10 minutes and on an ambulance. He saved lives. um to our emergency management director um and our whole office of community safety that helped to coordinate the response. Uh the work and impact was felt not just on that day but over the next several months. Um, and and again, just to these families, um, you know, I always kind of knew that Enunciation had a tight-knit crew, but we saw it. We felt it tangibly, and you prove to everyone what community should look like. >> Thank you, Mayor Fry. Thank you, city council members. Um, thank you, everyone gathered here today. And, uh, it's hard to find the words. You know, my last memo of the school year was there are no words to really capture what we had endured and what all of last year was, but as this resolution stated, um the journey continues. Grief, trauma, these are not linear journeys that have a concrete end point. Um it's ongoing work. And so I want to just again reiterate, thank you for the role each of you have played in walking with us on that journey. Last year, I remember we wore the shirts. Uh Michelle's got some hope behind me on on her shirt here. But we said that the theme we chose for last school year was a future filled with hope. And despite the worst of possible circumstances, losing our beloved Harper and Fletcher on that third day of school being how our year began, um we didn't lose sight of that goal of building a future filled with hope. And perhaps the key word is the one not on the shirt, together. um together with our first responders that showed up that day and as we heard made miracles happen and saved lives. Um the teachers, the older students that day again, protecting each other, loving one another as our God loves us. And we continued to commit to that work of building this future filled with hope no matter the twists and turns. And obviously we had annunciation had an impossible year um that none of us could have imagined. But our city as a whole, it wasn't just annunciation. It's important to name that because anytime those hard things happen that our first responders are attending to, it takes us back to our darkest moments and and it's testing. Do we really have the courage, the faith, the fortitude that it takes to persevere into whatever we're called into. And time and time and again, uh, like Mary at the Annunciation, you've said yes. You've shown up. You've walked with people. So, I want to thank you for that. As we enter this next school year and and the one year mark, um we have another theme that we've selected very intentionally. Um we know that day a phrase came out of of my mouth quoting the African proverb, when you pray, move your feet. And the city of Minneapolis has certainly done that. Our first responders have done that. Our wider community has done that. Um praying for us, praying for each other, but also taking action to try to put that light, put that love, put that healing into the world. And so we continue to ask for prayers and that action to build the world uh that we want to see. But this year our theme is guide our feet into the way of peace because if you're just acting and moving and moving um we're going to run out of steam. We're going to hit that wall and not be have anything left to give. And so as we think about what is our destination building this future filled with hope. That destination is peace. Peace within us, peace around us, peace in our community, peace in our world. Uh I believe peacekeepers is as is a title. Um but but peace isn't passive. It's something we have to work toward. We have to create. Jesus said, "Blessed are the peacemakers." And so that is our hope as we enter into this next school year continuing to lift up Harper and Fletcher is to create peace. And you know that uh when we use words, St. Augustine says, uh we pray once, but when we sing, we pray twice. So if you know the words, I'd just like to invite everybody to sing a song about peace. Peace is flowing like a river. If you know it, it's slow. If not, I apologize that you have to hear me. One, two, ready, sing. Peace is flowing like a river flowing out of you and me. Flow out into the desert. Set all the captives free. May peace be with all of you. >> And that's what we've got. So, thank you. Thank you. There are so many people that came today. We wouldn't we didn't even know how many people were coming to this event. So, thank you. Thank you for the people that were there um who showed up just not because we knew exactly how we were going to help, but we wanted to be there for people. Um, thank you all for being here today. Take care. We're missing a few folks over here. I know it's a tight area. >> I think I've got everyone. All right. >> One, two, three. >> Thank you. >> Thank you. I'm talking about Yeah. All right. Good afternoon and welcome to the committee of the whole meeting for Tuesday, August 25th, 2026. My name is Orin Chowry and I'm the chair of this committee. I will call this regular meeting to order and ask the clerk to call the role to verify the presence of a quorum. Council member Payne >> present. >> Wanssley is absent. Rainville >> present. >> Vita >> present. >> Warren >> present. >> Osman >> present. >> Schaefer >> present. >> Stevenson >> present. >> Chavez >> present. >> Whiting >> present. >> Palmisano >> present. >> Vice chair Chuktai >> present. >> And Chair Chowry >> present. >> There are 12 members present. >> Thank you clerk. Let the record reflect that we have a quorum. Before we begin this meeting, let me offer a friendly reminder to everyone that these meetings are broadcast live to enable greater public participation. The broadcasts include real-time captioning to increase accessibility for the entire community. So, it's important that all speakers be mindful of the rate of their speech so that our captioners can fully capture and transcribe all comments for the broadcast. We ask all speakers to please moderate the speed and clarity of their comments. Colleagues, I'm having a little bit of a difficulty getting up speaker management. So, if you have anything that you want to get into queue, just quick flag me so we can address that. The first thing I'm going to ask is our agenda is in front of us and ask if there are any motions by members to make any amendments to the agenda. Um, I believe this needs to be walked on. So colleagues, I will be making a motion to walk on an item to our agenda um by me, Council Member Wanley, and Council Member Chavez um to be put in our discussion to just get an update um from our police department on leg legislative directives that have been um outstanding to get some updates on where they are on that process. Could I get a second on that motion? Second. Second. All those in favor say I to add that in our agenda. >> I >> All right. So that uh that amended agenda is now before us. >> Okay. And then I'll note that that will be that will be able to be discussed after item two before our settlement agreement subcommittee. Um sorry this so hard to follow. I believe I have to make a motion to approve our agenda and set it forward. Is that correct clerks? I like a motion um for our agenda to be approved. >> Second. >> All those in favor say I. >> I. Those opposed say nay. The agenda is approved. >> Now we will move to the report of our standing committees. Um we will start with the budget committee and that'll be given by its chair, council member Chug Tai. Thank you madame chair. The budget committee met yesterday and we heard um some reports regarding the capital long range improvement committee from its chair uh Mr. Bernstein. the second quarter financial status report on select city funds from the finance department, the second quarter administrative FTE additions from the finance department and an analysis on national examples of legislative budget processes from the legislative research and oversight division. We do not have items to forward to council but wanted to provide this update for members of the committee and I'm happy to stand for any questions. >> Thank you members. Are there any questions? Seeing no questions, we'll move to the report of the business housing zoning committee given by its chair, Chair Osman. Thank you, Chair Chowry. The business housing and zoning committee will be bringing only five items forward for on this Thursday. On Thursday council meeting, item one approves an ordinance related to the address code posting requirements. Item two approves one liquor license. Item three approves four liquor license renewals. Item four approves seven gambling license renewals. And lastly, item five approves a liquor license renewed for Ring in War 10. I'll stand for any questions. Thank you. >> Members, are there any questions for the chair? Seeing none, we will go to the next committee report of the climate and infrastructure committee given by its vice chair, vice chair Stevenson. >> Thank you, Madam Chair. of the climate and infrastructure committee will be bringing 14 items forward to Thursday's council meeting. One, passage of resolution approving municipal consent for mind central a improvements. Two, passage of resolution designating the north side greenway phase 2 project and authorizing temporary construction easements for said project. Three, passage of resolution for gift acceptance from the US Department of Transportation. Four, authorizing acquisition of temporary construction easements for the Grand Avenue bridge over the Midtown Greenway. Five, passage of resolution returning Nicollet A public restroom funding from the general fund to the value capture fund. Six, authorizing a contract amendment with the advanced masonry restoration for the Washurn Tower water tower rehabilitation project. Seven, accepting a low bid for Cedar Lake Trail 48 in water mane construction project. Eight, authorizing a contract amendment for Pond Land Care Vegetation Management. Nine, authorizing a contract amendment with BNM Services LLC for lead service line replacements year three. 10. Authorizing a contract amendment with Kramer North America LLC for construction of the Nicollet AB Ridge over Minihaha Creek Rehabilitation Project. 11. Authorizing a contract with MJV Services LLC for photography for photographing graffiti on private property and abatement of graffiti from sensitive surfaces, elevated locations, and other locations and services. 12. Authorizing a contract amendment with Stantech Consulting Services Incorporated for the North Transfer Station Revitalization Project. 13. Passage of resolution adopting policy goals and priorities from the 2026 to 2030 Minneapolis Vision Zero Action Plan. Number 14, University of Minnesota Department of Public Safety Welcome back Event Permit. I'll stand for any questions. Members, are there any questions? Go to Council President Payne. >> Uh, thank you, Chair Chowry. Uh, I am just wanting to let everybody know that I'm hoping to bring I'm working with staff to bring forward an amendment for municipal consent for um Central Avenue. We've had a number of advocates um in the community hoping to reserve some space for uh an art walk along Central Avenue. We've been in correspondence with Mandot on that. they've given us a letter of response back to that and we're just trying to make sure that uh those that that language is reflected in the final municipal consent. So hopefully we will have that finalized before Thursday. >> Great. Members, are there any other questions or comments? Um I'll just quick highlight off of climate and infrastructure asked some questions about the Nicollet Avenue public restrooms. I think worthwhile for members who are interested in that item to take back take a look at that question. Essentially the general fund money is getting moved back into the value capture fund but public works is committed to still ensuring that that pilot um for the public restrooms on Nicollet Avenue occurs. um would like to uh would like to just uh flag that as we have conversations through our bud budget process and then as we want to follow up with public works to ensure that we get the public restrooms that we budgeted for and then we have council member Chavez in Q. Go ahead. >> Thank you, Chair Charter. In regards to the item in BIZ when it comes to the restrooms, I read the resolution >> climate infrastructure. >> Sorry, infrastructure. I read the resolution and I I do think there's an opportunity to explicitly state the intent because the way it's read out loud seems like it's a free-for-all. So, I would say that there's time between now and Thursday to amend that language. >> Great. I'll just express I have an interest in clarifying that language. Maybe you and I and any other council members who are interested, we can bring forward that amendment. Great. Are there any other questions? Okay, seeing none, we will go to the next report of the Enterprise and Labor Relations Committee given by its chair, Chair Council Member Palmisano. >> Thank you, Madam Chair. The Enterprise and Labor Relations Committee has four items we'll be bringing forward on Thursday. The first is the second quarter quarterly donations report. The second is a gift acceptance from the Minnesota chapter of the National Institute of Governmental Purchasing uh for our procurement buyer Stephanie Holloway to attend a forum. Items three and four are both approving two legal settlements both with a Star Tribune Media Company in the amount of $23,8500 respectively. Happy to answer any questions. >> Members, are there any questions? Seeing none, we will go to the final report of the public health safety and equity committee given by its chair, Chair Chavez. >> Thank you, Chair Chery. The public health safety and equity committee will be bringing forward six items. Item one is a package of five ordinances related to regulating noise in the city. Item two is an ordinance regarding pet ownership restrictions. Item three authorizes a contract amendment with the professional recovery organization network for firefighter mental health services. Item four authorizes a contract amendment with Axon Enterprise Inc. for additional software licenses, body one cameras, digital video storage, tasers, and related equipment for the police department. Item five authorizes the submittal of application to the US Department of Housing and Urban Development for a healthy homes production grant. Item six amends council action. A council action related to a grant from Henipin County Human Services and the public health department by correcting the amount accepted to reflect a total of $2.56 million include Wellstone High School to provide the health mentor model. There was also a presentation in committee by the health department regarding the city's opioid response and the move medical unit summer report. Thank you. Thank you. Are there any questions or comments on that report? Great. Seeing none, we will now turn to our discussion item. Our first item is discussion item number two, which is a resolution that I've authored related to rescending delegated authority for non-disclosure agreements. Um and I I'll just share a little bit uh about this and then we can get into discussion. Um and members if you have any questions or comments uh really really here to have that type of discussion. Um so there is a summary before you that will also be entered into the public record um that kind of clarifies what this is and what we have found. So, under Minnesota law and the city charter, the city council has the authority to approve and review most contracts, including confidentiality and non-disclosure agreements with outside parties. And back in 2008, um, in working with the city attorney's office, we found out that a coun the city council then had approved a resolution which delegated some of its authority to CPAD, allowing them to make and execute confidentialities and non-disclosure agreements with prospective developers regarding uh, business plans and similar data protected by the Minnesota Government Data Practices Act using a form approved approved by the city attorney. So if this proposal is uh if this proposed resolution if approved would revoke the delegation of that authority and then return it fully to the city council um to have the authority and responsibility to consider and approve any such NDAs confidentiality agreements with developers. All such agreements would also require approval as to a form by the city attorney's office. The city would remain bound by the requirements of the data practices act and and could not agree to any provisions that would limit the public access to data beyond what is permitted under that act. In this respect, approval of this resolution would not be substantively would not substantively alter what could be accomplished under the terms of any confidentiality or non-disclosure agreement with the developer, but would ensure that all such agreements must be specifically authorized by the city council. I know that's a lot to digest. I wanted to ensure since the city attorneys put to put this together that I read it into the record for you. Um, of course, our city attorney is available to answer any questions. Uh but the motivation um for me as an author of this is we are seeing an increasing concern about government transparency and trust with local governments across the country especially city councils as it comes to non-disclosure agreements um that several city councils across the country have gotten into with data center developers and this is a step that the Minneapolis city council can take to ensure that we are building on transparency and making it clear that we aren't delegating authority into signing into non-disclosure agreements. And I I mean I would believe that this council and future councils should if they are considering entering into any non-disclosure agreement have to go through a public process and this is what ensures this. I certainly as an individual council member oppose um us going into any non-disclosure agreements for developments. Um again, we're seeing this increasingly uh with data center developments both in Minnesota and across the country. And we know at the state level that they have considered um putting forward legislation that would bar local governments and governments and its elected officials to enter into non-disclosure agreements. and they were unfortunately unable to pass that in the last legislative session. So this is our way of ensuring that we are taking proactive action as it comes to this and res rescending this delegated authority from 2008. I did um check in with uh I think it was yeah the former council member Goodman who had previously authored this. She shared that she had authored it in her duty as chair and um shared her thoughts and that the times have certainly changed and it is important to have this type of transparency and it's a good move for the Minneapolis City Council to take if um if anyone was kind of wondering about a little bit of the history of how this uh resolution came to be. So, I will now open it up for discussion if members have any questions or comments. Council member Schaeer. >> Yeah, I'll just chime in that I also spoke with former council member Goodman and um she didn't have the specifics around why this came forward at that point in time and had no concerns about um taking this direction. So, um this came up during our discussion with CPED around data center work um with council member Chowry and myself. And so, um, I'm glad we can bring this forward. >> Great. And you wanted to be added to an as an author. I want to just make sure that the clerks have it. Okay. Wonderful. So, colleagues, is there any other questions or discussion on this item? Seeing none, I will make the motion um to approve this. And since it has a co-author, it doesn't need a second. All those in favor say I. >> I. >> Those opposed say nay. That motion carries. Great. Okay. Now we will begin our discussion of an item walked on at the beginning of this meeting. Again, this is a request for updates related to several legislative directives. Um, I would ask would any of I guess there's one other author. Would council member Chavez, would you like to make any comments? >> Yes. Thank you, Chair Chri. So, this item, well, one, the mayor's administration has not provided responses to three legislative directives that were adopted by the city council and signed by Mayor Fry. The first one is the Minneapolis Police Department updates and interimm changes legislative directive approved June 30th and response was requested August 10th. The second an offduty regulation and oversight directive approved June 30th response requested August 5th. And a third, the Minneapolis Police Department spending for fiscal year 2025 approved April 29th had insufficient response presented May 19th and a respond requested for July 14th. I just want to say that each overdue legislative directive has a significant information related to police operation services and coverage, police misconduct and accountability and impact on the city budget. Failure to respond to these legislative directives in a timely manner prevents the city council from doing their chartered mandated responsibilities of oversight and budgeting. And without access to timely and accurate information on this, it is hard to make informed decisions about the 2027 budget. This item today is receiving a filing and requesting a report and update on these. Thank you. >> Thank you. Um, Council Member Chavez. Yeah, I'll just note in bringing this forward, we just we we have kind of seen just a little bit of a repeated pattern with these legislative directives asking for information um from the police department. Again, Council Member Chavez said it well. It's about the leadership changes um at MPD since we have gotten an interim police chief off duty and then um we're anticipating a presentation um on financials that we had its original presentation I believe in a committee of the whole in May. There were several questions that were left unanswered. it was delayed to uh committee of the whole meeting I believe on July 14th and then more time was needed and so now it's been delayed to delayed to September 22nd. I will I will just say like these are really important pieces of information in order for us to do our work of the city budget a really critical part of what's going to be tasked before us in the next few months. I don't think having this information past that point uh is going to give what we need. That's why it's requested on this timeline and I think we need to have an update at least from the office of community safety transparently on what is the holdup and what is the way that we can rectify it because um this is just information I believe as a council member we really need. And I mean, um, I know this is requesting an update, but if the Office of Community Safety does want to say anything in regards to this, I know, uh, we would be open to hear it. Um, but did you want to come up? Thank you so much. Um, why don't you introduce yourself? >> I'm sorry, Chair, I missed that last part you just said. >> Oh, why don't you introduce yourself? >> Thank you, Chair. I am Jared Jeff. I'm the deputy commissioner of community safety for the city of Minneapolis. um completely hear the need for updates and the information. We'll communicate on when we uh we believe that those will come forward. I know some council members have been contacted, others haven't. So, we can try to communicate more broadly on that. I'll say in regard to the number and the extent of these legislative directives, they are extremely time inensive for staff in addition to the jobs that they they regularly do as well. Um it is we're trying to triage and I think what I've heard is those affecting budget should in council's uh perspective those are the most timely ones that should be turned around if I'm hearing you correctly chair. >> Yeah. And that's just my perspective as a single council member. I would say I feel like all three legislative directives have an important piece of oversight information that we do not have as a council that gives us we have a business reason to have it in order for us to make decisions about the city budget and oftentimes it's not just financial information. And I think like we are all very interested to know what leadership changes have happened within the police department. And if that's not fully flushed out, then maybe we have an ongoing presentation. But I do think like we need an update on these legislative directives so we have whatever available information there is. And if we need to continue to have the conversation over cycles, I would prefer that rather than waiting until the end of quarter 4 for information that we've requested. And I think we requested a few of them in June and then it was like approved in July. >> Yeah, I I completely understand chair. Think the unfortunately the reality especially for those involving the police department or any of the safety departments, summer is our busiest time of the year when we've got not only just our operations are extremely heavy, but we also have several people out on vacation leave. It's I think that happens across the organization and we're not immune to it. So, we will absolutely do the best that we can to respond to these in a more timely fashion. Um and I think we we'd appreciate the conversation with you on how to prioritize as well. Yeah, I think just getting a trickle of some of the information, some of the legislative directives because I think we have four outstanding >> still. We haven't received one one out of the four or two out of the four at this point. >> Yeah. >> Um, we got a couple members in Q. I'll go to Council Member Whiting. >> Thank you, Chowudrey, and thank you for the for the explanation. Uh, just want to note as well, and I know it want to thank our authors for for putting this together. I think these are information that I think all of us probably want to see at some point here. And so I appreciate uh uh the kind of nod to this point. Also know I think our our our deputy commissioner um noted as well. I know there's there's been a leadership change as of late. I think we all know that there's been a decent leadership change over the in the police department specifically. And so however we can be helpful to help move any of this stuff, let us know. Um because I think we we all have an understanding both in MPD and OCS of wanting this information. And so if there's ways that we can be helpful, please feel free to to let us know. Thank you. Council member Stevenson. >> Yeah, thank you. Um, entirely respectfully, you said uh that there it's just a busy time. Uh, it doesn't take a lot of time to give information regarding recent and potential upcoming organization staffing and policy changes. I mean, we just need the interim chief to come here and say this to us. So, I mean, respectfully, I understand that maybe some of the others could take more time, but this one seems very simple. Can I respond? Council >> uh chair respectfully um council member Stevenson um I think the issue that we have to work through with that is the getting the information is not that difficult filtering it through. We also have to go through HR and city attorney's office to make sure that we're not like just impermissibly sharing personnel information. And so I think it's that piece that that that one in particular, we do have to have more eyes on of review than just our own. >> Do you have an understanding of where this is sitting? Is is HR holding this up? Is the CEO holding this up? Who who should we talk to to to make this go faster? >> So I think I mean it's still with OCS and I impede and the reason why I say that is because we have been trying to prioritize the budgetary ones. I think similar to what you had said, chair, um trying to get those answered um while the 2027 budget process was ongoing. So, we've been trying to focus on that one because I think we that one has been sitting probably the longest um and trying to triage some of these council member I'm sorry. >> Oh, yeah. You're correct that that's the one that's been sitting the longest. >> Thank you. Um, Vice Chair Chug Tai. >> Uh, thank you, Madame Chair. I um I think I actually really appreciate uh hearing from from OCS's perspective what might be happening here. Um, with vacations um, and summer being a a busy time of year, um, I really that's that's really helpful context. Um, I think it was it was in knowing that context that summer is a really busy time that council member Vita and I brought forward the 2025 budget look back legislative directive in the spring um for it to be presented in the month of May and it's information that's still not here came up during financial reporting yesterday as a problem that continues into this fiscal year. So, and I I see communication um from the department saying that this would come forward again months ago. So, I'm just I'm having a really tough time wrapping my head around what the holdup is. And I'm really happy to chat offline um to to better understand what is going on, but this is really unacceptable and and it's unacceptable in the context of how hard this year's budget is and the amount of sacrifices that have already been made to get to a recommended budget. Um, and it's it's overspending and mismanagement within this department. That's a large part of what's driving the problem. So, I think it's fair for us to be asking for uh for this information so we can be informed as we as we move forward. So, respectfully, I'm going to request that happy to chat offline, but um I it's inexcusable at this point. >> Thank you, Madam Chair. Thank you. Would anyone else like to get into Q? Council President Payne. >> Uh, thank you, Madam Chair. I I think Council Member Chuck Tai said it as clearly. I don't want to pile on to that. I I do want to actually have maybe and I don't know that the city attorney needs to answer right here right now, but I think we need to start thinking about what the remedy is, whether it's these specific legislative directives or just legislative directives as a general legislative tool. Um we try to work our best with uh the administration to put realistic deadlines on these documents, realistic scope on these documents so that um they can actually be achieved in a realistic timeline. Um, and I think we do need to offer some grace to the administration that some things do change that there there's reasonleness when it comes to things getting delayed and then there's then you reach a point of unreasonleness. What is the remedy to that? Right. Um, we've seen in other jurisdictions, other cities of the city council, I think the mayor of New York sued the city council. I don't remember what the topic was on but like what is that mechanism for when this body by charter authority is making a request for information and we are not getting that information from the administration that's just kind of more of an open question that question is obviously applicable to these legislative directives but I think we need to start thinking more substantively about legislative directives as a tool the charter by authority what is the actual consequence of not following following through on a legislative directive. And again, uh the city attorney doesn't need to answer that question on the spot, but I want to put that into the space right now because I think we don't have a good resolution to these scenarios right now other than having to have some sharp words in chambers, which I don't think anybody appreciates on either side of that interaction. So, I'd rather us have a a much firmer protocol and mechanism for ensuring that we get the information that we need to do our jobs. Thank you. I just put myself in Q. I just I one thing just from the perspective of where I'm sitting as a council member and my recent office hours. I'm sharing about the fact that I'm doing an engagement on the hiring of the next police chief this week. Right? That's something I'm telling my constituents to come to. And then my constituents are asking me, what does current leadership look like? And I cannot fully answer that question. We have had in the past organizational charts given to us that share what new roles are. And I'll also just share as a council member and working in this enterprise, we all hear different things about who's shifting into new roles roles, who's shifting out, and what those considerations are. So, I'm hearing that a a commander is moving to this role, and there are a chance for these roles to change, but I don't actually have clear a clear look into what does the leadership of the police department look like. And that's why we need to have that information, especially before the budget. And we are also stepping into this process of recruiting the next police chief, right? And if there is a public safety matter of the that happens within the city that requires all of leadership, city council, mayor, police department, emergency services to come together. We need to know who is responsible for what and that is why that is so important. Um and I and yeah, I don't want to go into office hours unable to answer those types of questions and provide that type of clarity. Um next in queue is council member Warren. Thank you, chair. Um, I don't know. I'm fairly new here. I mean, I'm nine months in, but from my observation, you know, in what has transpired with legislative directives around questions and budgeting and our police budget, I think we've seen um somebody come forth a number of times who wasn't able to answer the direct questions that were being asked. And I respect that we are given a little bit of grace to the department as they reorganize themselves behind some things that may have been mismanaged, including the funding and the finances. And I agree with the fact that we do need this pertinent information so that we know the correct setting and accountability as we're putting forth the questions with community on what the search for new leadership looks like. I I do believe that there is a lot of disfragmented cleanup that has to be done in order for the department to reorganize itself in its structure and its current structure in order to effectively move forward. But in order for us to learn from what our previous experiences was, no matter how raggedy the information looks, just tell us what we what we should know so that we can do better and not end up with more of the same. I know sometimes it's hard to show somebody your room when it's dirty, but we're okay with looking at a dirty room because then we know what we need to do in order to clean it, right? And so I am appreciative for your hard work and your continued efforts that you do in spite of everything that has transpired in this city to work towards the strong protections. But we want to be stronger and better together. And so, um, yes, the sooner the better, regardless to what it looks like. We're not asking for pro perfection. At least I'm not. I could say me, I'm not asking for pro perfection. I just want maturity because at least then we're mature. We can examine where we fallen short at and then own it and then figure out how to move forward effectively. Thank you. >> Thank you, Council Member Warren. Next, we'll go to Council Member Beta. Thank you, chair. Um, I just had a question about I know you kind of said that the the legislative directives are just kind of sitting in some offices, but in particular the budget legislative directive that council member Chuck Tai and I brought forward. We had only been having conversations with with police staff about that and budget separately from um the police department. So, where is that again? like is that who's going to at that time we had requested that the chief brought that information um forward to us. So I I just want to be clear on who is working on that and like who is going to when that's ready who's bringing that forward. chair, council member of Utah. Um, right now it's being worked on by OCS, MPD, and finance. Um, part for that one in particular, the line items, digging down that far into the expenditures, it is time intensive. And then I think the additional information of why did this happen for each of those, trying to develop out answers for those, it's it's time intensive. Um, but that >> No, I understand that. I'm sorry, Jerry. I understand that. I'm just really trying to get a handle on who's bringing it to us and if because I listen I've been sympathetic to the turnover and all the things. I'm patient. I'm I get it cuz because when it comes forward I want it to be it like there are a lot of people who once you make that a public conversation you have a lot of people engaging with you about the questions that were asked and it was only council member Chuck Tai and I. So like it was it was very simple about the questions we were asking why we were asking and so I'm just trying to understand like who is going to bring that forward who is um and like is there is there really a timeline at this point or is it just like we still need to figure out who's in charge now in these departments to bring like I just want the honest answer about like where things are. The timeline is the one identified by chair shri uh September 22nd I believe chair that's the timeline as far as who will be bringing it forward it'll be either OCS or MPD with assistance from finance I'm not sure who specifically will be presenting but I anticipate it will be a team effort on that >> okay all right thank you >> thank you chair >> yeah I think it's we have to let's like make sure we know the actual date I'm sorry I think I'm confusing biz and cow I think it's on September 29th it's like that later committee of the whole. So, I'll just like to your really good point and question, Council Member Vita, we've been as this has been coming through um agenda settings. Say it again. Why don't you go ahead? >> Sepmber. >> It was postponed at the last meeting to September 15th. >> Okay. Thank you so much. Yeah, Clerk Amber has been at every single agenda setting and we've been keeping track of it. Um, I know that uh Leslie Cleti from MPD has been the person that I've been communicating and communicating with and is the one that's been giving the timeline updates in agenda setting. So, that's been um the person who's kind of set the timeline and committed to September 15 on behalf of the police department, just so everyone's aware. And that's where we've been having the conversations. Can I can I just say I think that's where the confusion is is like you're getting communication from Leslie. We were getting emails um from OCS and not necessarily updated timelines but saying we need a little bit more time. So that's what I'm trying to like get to the bottom of. Who is in charge here? Who's going to be communicating to us? Who and who will be presenting? Yeah, I think those are really good questions and maybe that could be the administrative followup that comes up for that financial piece on like we're we're set for the September 15th as that's the date committed. Let's confirm that. Who will we ex be expecting to be like the point person on this and then also who will be a part of the presentation? Just a framework of that would be helpful. And then um I would love to get a timeline update on uh the updates the time yeah what the update will be on the Minneapolis Police Department updates and inter interim changes and then also the timeline on the offduty regulation oversight legislative directive through administrative follow-up that could be sent to the whole body so we're all on the same page because I know some council members have gotten that information perhaps from this conversation. Um, it helps the department figure out how they want to pri prioritize getting us this information. All right. Next, I will recognize Council Member Palmisano. Thank you. I will go ahead and point out or rather reiterate, I think Council President Payne mentioned that Chief Peterson and several key leaders have just taken up their roles three months ago. I appreciate that they're prioritizing running the department, especially during our busiest months of summer. Um, but if there is a conversation to be had about prioritizing within all of the legislative directives that we give to all of the city departments, I would like to be part of that conversation because a couple things I've been waiting on from MPD are shot spotter technology evaluation that was due back in March and supplemental BCR funding that was due back in June. So to me, the Shot Spotter decision has already now passed, but the BCR decision is coming up next month. And so to me, if we are to prioritize things that we need to make decisions now, it would actually be other things. I don't do legislative directives very often, but I never thought of the idea of creating an RCA to basically try and shame a department or not not to ascribe motive here. Sorry, let me take that back. No, that was a scribing motive, >> but I I said I apologize for that. But um I don't think I need to be creating RCAs to continue to ask for followup to those items. But if there is a prioritization to do with my colleagues, then I would like to do that and I would like to urge you to help us get information so that we can make good decisions going forward. We missed that opportunity on Shot Spotter. Thank you. >> Yeah. Thank you, Council Member Pomosano. Um, I'll just take a little privilege as a chair because I put this on my own agenda for this committee with some other co-authors. This is no way to shame any department. I have a business matter that I need to get done. This is a procedural way for us to get an update. And now we're having a really important discussion in public. So, I don't want to feel like I can't do that. and I will continue to do that because we do have a set of legislative directives that give us important information. So that is my motivation in having this conversation. It's better for us to have it all together as 13 of us instead of me and vice chair Chugai in agenda setting realizing that the timeline's going to get pushed back on these legislative directives and we have several council members who are waiting on this next committee of whole to get that information or public health safety and equity. And I'm glad you brought forward in this meeting that BCR legislative directive because I have an interest in learning about that too, especially as we have our budget conversations. And that's another one that we should get an update on. Another one that we haven't received and you're right, we totally missed the timeline on Shot Spotter, which would have been valuable in that conversation. So, I just want to I just want to share share that point um because I think it was important to share my motivations around it. And if I may, Madam Chair, I apologize that I it it was ascribing motive to assume that that was what was being done here, but I have legislative directives in other departments that are over a year overdue. I follow up with them individually and I hope we would all do that to some extent here. Thank you. >> Yeah, thank you for sharing. Um, Vice Chair Chugai. Um, thank you, Madame Chair. Um, Council Member Pomosano in her com in she brought up the um, shot spotter legislative directive. I also did not uh was not tracking that that response um still hasn't come before us and really really appreciate that being raised here as well and wanted to note that on Monday this week in the audit committee yesterday um we got the audit department's um really extensive report and presentation on the use of Shot Spotter technology ology and um their independent audit of it. I found that to be really helpful. Um and since that's the only information I have, I am I'm receiving it as the only word of truth. Um so I I think that's that's sometimes the the drawback of not getting information that we're requesting is whatever we do have then that's all we have to rely on. Um but I I know other colleagues are also really interested in the Shot Spotter um report back and would really encourage uh anyone who who's interested to um watch that along or read that report and and I'm happy to have offline conversations about it too. >> Thank you, Council Member Vita. I I just wanted to say kind of piggyback off of what council member Palmisano said is like prioritizing these legislative directives. How do we figure that out? Because I get really tired of people saying to me, well, we have too many right now. And so like this one that you have, like there's no order. And I don't know what we do about that as a council, but it is clear that we need to do something. There is there is no order. There is no limit to what the amount of legislative directives that are going out across the entire enterprise. And I do I just hear from staff, you know, we have these other things that seem an example I can give is, you know, talking to staff about trash dumping in North Minneapolis and them saying, "Well, we got to figure this herk stuff out first." And it's like, whoa, whoa, whoa, whoa. How did you decide that that comes before like something I've been working on for four years, you know, like past legislative directive, time for action? So, I really do think as a council we have to figure this out. It's not about this specific topic in front of us, these these three topics in this RCA because I certainly got here, saw this RCA, and was like, "Oh, this is how we do it. I need to do a RCA to make sure that we prioritize things or that it gets bumped back up to the list." And if that's the way to do it, then I think we we need to start doing it that way. But I I certainly think we got to figure out what is the priority. Is it the order that it came in? Is it like how how do we work through this? Because um it feels like and one of these are mine. So I wanted to get bumped back up to the top of the list, but it it feels like um this is a new way to like bump things up. But then some things we've been waiting on for a long time. Uh Shot Spotter is something I can't wait to uh hear more about too. And I I saw that that auditor's meeting, but I still want the the report. So yeah, just figuring out what do we need to do as a council to to work this out and make sure that all of our questions get answered and all of our legislative directives or uh whatever tools we're using, you know, that things get sorted out for everybody. Yeah, thank you. Um, Council Member Warren, >> thank you. I'm I'm just going to echo what my uh council colleague said because I was curious as to how this process works with that is, you know, even incomplete legislative directives where it's part of the information but not everything. So if they just answer one or two questions that's a part of the LD and you have several things outlined in there, how do you then if Yeah, I'm like I said, I'm new so any advice and um you know information that can be given to help understand how to represent that um those ask and requests before this body and four departments in order to get a full diagnostic report on what's happening in any department in any committee. That would be great to know. Thank you. >> Yeah. Thank you, Council Member Warren. Just want to respond to that request that you made because I think I know which legislative directive you're talking about. I think it's the one that we sent to CPED for Heritage Park. We got some information, but there's still more that you wanted to get. Um, I think I'll just offer up like chair Osman for biz and myself are like happy to work with you to kind of figure out how we can bring some of that up. And then obviously council president's office is there too to kind of support anything as it comes to the legislative process. There's a lot to learn. Um, and I mean this tool of using an RCA, we we voted it onto our agenda. I mean, this is a tool that is there for for members to bring things that have fallen off of conversation and sometimes you have the meetings with com with with home departments and staff offline and those work and you don't need to bring it into the space and sometimes you have to bring it onto agenda so you can have a public conversation. It's for me it's in the name of transparency and then also we can't sit together um in a non-public setting as 13 of us. So, I found this conversation pretty fruitful so far. Council member Chavez. >> Thank you, Chair Chowy. Yeah, I mean I guess when this body votes for an item, it gets approved, signed by the mayor, doesn't get vetoed, that means that there's an agreement on the timeline. Otherwise, it would be vetoed or it would be not passed or it would be amended. So, I guess for me, it's not even just about priorities. it's if it passed and it's deemed approved, then we expect a response the day it happens because otherwise there should have been a veto. So, I guess I just want to add that comment because there's always opportunities to make amendments to change things and not approve them. Um, so most of these directives have been signed by the mayor, so I expected it to be returned to us with a presentation and an update. I also am curious about the BCR shot spotter uh information. I would have loved to get that too, but it's it shows and I think it proves a point that there is deep systemic issues here and we're not getting responses to legislative directives, including the BCR1 and the Shot Spotter one, which we should. Thank you. >> Thank you, colleagues. Is there anyone else that would like to speak to this item? Um, yeah. Again, just want to thank everyone for this conversation. I think it was fruitful. I feel like we don't actually end up having some necessary process conversations together along with bumping things up for priority. I mean, this is also just our opportunity to talk to OCS and home departments as a 13. We can't talk to you as a 13 unless it is a public setting. We just can't do it like under under our state law. This is our space to do it and kind of work some of these things out and do committee work. Um, I'll note, uh, I know council member, council president pay, you you mentioned you want to take a look back at the legislative directives. There is an enterprise policy on legislative directives. That could be a space for folks to kind of talk about what needs to be adjusted based off of this conversation in future conversations. Um, next is Council Member Schaefer. Yeah, I just was curious if there was anyone that could speak to what the typical process is around legislative directives once they are received if there's like one person that holds all of them in a cache somewhere or you know how the oversight of that happens. >> And I'll I'll just say I think each department probably handles it different. So this would be for OCS. >> Yeah. Chair, Council Member Schaefer. Um, it does vary by legislative directive. Um, if there's just one legislative directive that involves only one department, that's frankly a little bit easier. When you're talking about information that's spread throughout the enterprise, typically it's on OCS or OPS depending on kind of what the LD content is to be able to facilitate gathering that information. So, that's usually where it starts. Um, and if it is just one department, it's goes directly to the department. they have a usually a liaison whether it's a leader or someone that's designated to do that. >> Okay, thank you. That's helpful. And maybe we can just have more of an established process that we can discuss and and um understand better as as we submit these. Um I really appreciate the LRO dashboard that's helpful around staff directives. Um maybe the legislative directives are not legislative directions are not on the LRO dashboard. Correct. >> No. Um they're not. >> So maybe that's something to consider. Um but yeah, thank you for that additional information. >> Wonderful. Is there anyone else I would like to get into queue for discussion? All right. Seeing no further discussion, I will ask to the clerk to file that request. And now I will ceremoniously turn this meeting over to council member Whiting to chair our settlement agreement subcommittee. >> Wonderful. Thank you, Chair Chowry. Um, so today's settlement agreement subcommittee uh features one single agenda item. I think it's going to be a fairly large item, but we we have one item on our agenda today, which is an update on our MDHR settlement agreement. This presentation aligns with the subcommittee's broader goal of monitoring the city's progress uh in meeting its commitments under the settlement agreement consent decree. uh MP MPD alongside OCS, our city attorney's office, and numerous other city departments uh whose work touches a settlement agreement and consent decree uh have agreed to come before council quarterly to present updates and make themselves available to council members to answer questions and concerns surrounding uh the city's progress toward meeting these commitments. And as my illustrious colleague Warren mentioned, we get to hear both the clean laundry uh and the dirty laundry. And so we'll ask Deputy Commissioner Jared Jeff from our Office of Community Safety to step forward to kick things off for us. And as this is our first uh quarterly update, I want to thank uh both our deputy commissioner Jeff and and everyone else with MPD and throughout our city enterprise uh that is committed to this work and our updates. I really appreciate it as I'm sure my colleagues do as well. So thank you. And I know we have I would say we have about 38 slides. Uh it is my understanding that 4:30 is when we lose captioning. Uh and so just noting that for for my colleagues. >> Thank you, Chair Whiting. Appreciate the introduction. Again, I am Jared Jeff. I'm the deputy commissioner of community safety for the city of Minneapolis. Uh with me today to provide this quarterly update are leaders from our police department, property services, um and several other departments. I will also note there are other staff in overflow and outside chambers who will come in to answer questions as needed. We just didn't want dozens of staff in the room at the same time. Um >> excuse me uh deputy comm uh just kind of logistically I might pass the meeting back to chair. Uh we have one item of business that needs to get voted on uh within the the regular committee of the whole and so might bring it back just so we can have folks that if they need to leave maybe we won't >> do I have to like close the meeting. >> No, we're just passing it back and forth. All right, back to committee of the whole. This is just so we don't have to do this at the very end of the agenda. Um, we need to uh >> uh uh we need a a motion to approve the resolution um for annunciation remembrance. May I have a motion for that? >> Second. >> All those in favor say I. I. >> I. Those opposed say nay. >> The eyes have it. And that carries. Now I will pass the meeting back to council member Whiting. >> Thank you. Thank you for your patience. and it's room not laundry. >> Thank you, chair. Um, I will move through these I'll move through these initial slides somewhat quickly since many of you are familiar with the background here. So, in today's presentation, we'll go through a number of agenda items. um and we'll specifically hit um distinct portions of the police department's work of the city's work and how things are broken down in the settlement agreement itself. Um for those who are maybe less familiar, the city entered the settlement agreement with the Minnesota Department of Human Rights officially back in on July 13, 2023. Uh monitoring by our independent monitor um began on March 18th, 2024. Um, and so we just passed our two-year monitoring uh, timeline back in March of this year. The settlement agreement um, addresses 10 key areas which are noted in distinct sections in the agreement itself. Those include policy framework and outreach, non-discriminatory policing, use of force, stop searches and arrests, bodywn cameras and in-car cameras, training, officer support and wellness, mental and behavioral health crisis support in the field, accountability and oversight, and data systems analysis and transparency. With that, I will turn it over to Bureau Chief Ganisha Martin. Oh, it's right here. >> Oh, go ahead. >> I can't see that. Good afternoon. Um, good. Thank you. Um, my name is Ganisha Martin. I am the bureau chief of constitutional policing at the Minneapolis Police Department. Um, I am going to try to move through the slides fairly quickly. I thought it was important that, you know, I didn't just show up. The the other people uh within the MPD that are helping um to uh move this work forward. Some of those folks are here. Um and then as uh as Jared mentioned, there are some people in the overflow. Um so if you all I'm sure want to get to the questions if y'all and if y'all want something more specific, then we can um certainly bring them in. I apologize um if I if some of this is elementary to some of you all. It's my understanding uh that folks engage on this work in in a bit of a different way. So I'm going to start like from the beginning uh so that we can kind of understand uh the process reform in Minneapolis, but the way that it's done across the country often follows kind of a a methodology um if you will. But one of the main things obviously that we're going to talk about today is the Alifa report which um as you all noted um in previous hearings paints a mixed picture. uh it recognizes meaningful accomplishments while also identifying areas where we must improve. And my goal uh today is to talk about both. Um as you all know as as council members uh you get calls all the time. Folks want to know what's happening in their community around crime, around safety. Um those things um and then also we have the responsibility of of balancing reform. Uh and while those things are not uh mutually exclusive, uh they do often call on the same resources um to to move both the public safety work and uh the reform work uh forward. Um many of you ask about this uh with the deputy commissioner. I don't know if this goes into as much detail, but certainly it'll give you a little bit of information about some of the changes that have been made at the police department. Um so this uh represents the uh executive command staff um that uh interim uh um Chief Peterson did um appoint. Um I know many of you know um AC Mark Kluco um DC Charlie Adams, DC Thomas Campbell, uh DC John Kingsbury and DC Troy Schoenberger. I'll leave that up uh for a second. Um so the M MPD implementation unit um so the way that um Alifa talked about this work uh when when this when this unit was set up it was set up and this is what happens in a lot of consent decree cities with uh civilians with no police background. Some of them have technology background some of them have project management background but many of them it's the first time they've ever walked into a police department. I think some of them quite frankly by the uh job description didn't even know that they were applying to come to the uh police department. They were applying to work in the city of Minneapolis. Um and so then you also then have uh sworn members uh who have never engaged in this type of work. So there is a learning curve that that happens. Um um Alifa mentioned some of the efficiencies that could be um implemented in the implementation unit. We've already embarked on that. We reorganized the team, particularly the uh policy team. We revamped reform stat. I think you all have heard uh council member Whiting talk about reform set. That is a meeting we have every Tuesday uh in which people show up uh and report out on deadlines that have been assigned to them to make sure that their work is moving. Um in order to make the deadlines that have been we've agreed with uh with Alifa. Um, we approached this work under several different categories as you can see here. Data, health and wellness, policy, community engagement, compliance, project management, and also uh training. And we'll get into a little bit of uh details about that. Um, I will skip this. We'll talk about this a little bit more. This this is something that I really wanted to to bring up. Uh, and I hope it doesn't come off as an excuse. Um, it's just the reality. So, under the settlement agreement, um, MDHR, I think technically has 14 days to review. Um and um um uh and so um before I got here because the policy process was taking so long um they actually came up with with the CAO a um multi-step process that takes into consideration um all the levels of review that have to uh be trained and implemented. So if you can see here there's five phases. Those five phases generally take anywhere from 230 to 300 days. So it starts with the police department doing the research, looking at other consent cities, drafting up the policy. Then it goes to technical assistance uh with AIFA and MDHR to give their subject matter expertise to tell us where we're wrong, what we did right, what we needed to fix. Then it goes to a feedback. Um Minneapolis has one of the the most uh robust feedback processes in this work. Um so it goes out to the community generally online. We have internal uh sessions with um the uh rank and file. Uh and then um also the federation uh and then we take all those comments and have to coalate them go through them um uh include them in the policy uh and uh actually delineate which ones we've kept and which ones we didn't. Then it goes back to workshopping with MDHR and AIFA. That goes back and forth. Um I I will say that while there have been capacity issues on um the MPD team, there have also been capacity issues with MDHR um and AIFA. And so we work through those things. Um and then approval. Um so like I said that this is about the timeline that this uh takes. Actually I I'll stick here. So, I'm telling you that that that's about how long um the timeline takes. Um and here is uh a list of um the different policies that have actually been moved. So, here's 22 policies that are effective. Effective means um that uh the police department has been trained and the police department is accountable for following those. So, 22 uh there and 64 here. Um, and I asked my staff to draw this up. Um, we need to start talking about policies beyond just the names of policies. What did they do? What promises are being made by the police department and are we um are we being held accountable for those? But I just want to show you here. I'm getting too fancy. I'm getting too feeling too comfortable. uh if yeah if we're talking about 200 230 days 300 days and we've done this many policies there are two to three people at any time trying to do all of this work um so so I I do want to give credit to the folks who who are working very hard to make sure all of these policies um have been done um and so some of the policies um that are going on right now I know council presidents you brought this up um as something very important your corrective action action matrix uh you've been impatiently waiting for that. understand why uh what happened with the corrective action matrix by way of example is that whole process that I explained that 300 day process that matrix went through that process and there were so many changes the community didn't like it the police didn't like it such a so many changes were made it's a completely new document almost now it is posted right now for uh community feedback I'm going to send out that link so y'all can send it to your constituents who want to be engaged but just as an example Um, also working on duties and responsibilities of supervisors, um, critical incidents, force trends analysis, which I'll talk about a little bit more, authorized use of K9's, foot pursuits, warrants, engaging with minors. Um, I'm working with uh some uh organizations that um work with young people to help get their opinion on on on that work. Um, and so again, I won't spend a lot of time. I hope in the in the um coming updates we will actually go into policy so you all know what's in there and you understand. Um but for the sake of time today um I'm just trying to give you an overview of the work that has been done on policy up to this point. I'm going the wrong way. There it is. Okay. Uh also two other examples. Um so some of the most important pieces of the settlement agreement is use of force uh to our community and quite frankly to the officers. The use of force when you hear use of force policy it's over aundred pages. It's not one policy is 14 policies within one. Um the policy emphasizes things that I know that's important to uh council members. the sanctity of life, deescalation first, the duty to intervene and report, uh continuous assessment, medical care, after force, uh transparency through documentation and supervisor over oversight and accountability. The other one of the uh most important pieces of settlement agreement, stop searches, citations, and arrest. Um again, um it doesn't say it up there, but I think it's like eight or nine different policies. Um and so 61 pages, but this this covers every lawful interaction between a police officer and uh your constituents. Um so uh they talk about the reasonable articulable suspicion for specific objective facts. That's very important. Non-discriminatory policing is in there. Procedural justice. Um the least intrusive response necessary. Um transparency and the documentation. uh protection of constitutional rights and professional, respectful and accountable policing. Um so once the policy piece is completed and we get that approved, it then moves to a training approval process and I will bring up the new commander of our uh training unit, Commander Men, to talk to you all a little bit about that. >> Thank you, ma'am. >> Good afternoon, Chair Whiting Council. Uh my name is Adam Owen. the commander of the training division here and I'll just kind of briefly go over what happens under this agreement once a policy is approved and then it comes to the training division to start developing that curriculum. So we built out a timeline as you can see here uh just similar to what the policy timeline has that the bureau chief just explained so that everybody's on the same page when we start developing it. It starts with a phase we call internal alignment where we're meeting uh the training staff, our curriculum de development specialists and our training director are meeting with our subject matter experts. So whatever topic is being trained on, it's we're pulling in those officers, those that leadership from that division to meet with our division to develop that training. So we work with uh the subject matter experts from the police department. We work with outside experts if there are any. This is when we also start to work with the city attorney's office to uh get them on board to what's happening. Once we get a a general collaboration meeting of what the goal is, how are we going to what's the training goal at the end? What are we trying to to reach? We then move into a kind of like a 45day outline alignment where we start making an outline of said training. This is where we pull in AIFA very early in the phase here so that ALFA is on the same page as us and we don't start developing something that might be not approved down the line. So we get on the same page with Alifa. We start working with our internal folks with along with city attorney on developing a training outline. Uh we decide how is this going to be delivered as well like is this going to be delivered via an online module? Is it going to be uh something that the cops log into at their precinct and do there? Is this going to be an in-person where we pull everybody into a training building? So, we develop what what's going to be needed to to push this out in the most effective and meaningful way to the to the cops. So after we work through that, uh what we have now is the content development phase where we're actually in the training division developing the content uh putting down if it's going to be a PowerPoint presentation in person. This is where we're making the PowerPoint. We're making the uh instructor guide that the instructors can use to go over the material as they're presenting this. Or if we pull in a new instructor, we can hand them an instructor guide. We develop all the materials are going to go with it. the videos, any type of material that is going to needed to be reviewed by the MDHR or Alifa on the back end. So, after we have all of that content um gone over uh with the stakeholders inside MPD, with the city attorney's office and our division, it moves into what we call the workshopping phase. And this is a phase where now we're heavily involved with the MDHR and AIFA and we're doing either in-person meetings or we're doing them over teams where we're sharing the content and all the learning materials are developed with MDHR and Alifa and now they're getting their hands on it to to start working on it with us in these workshops. This is where we go back and forth uh with these with these um these materials. That's why this one's at 105 days because they have time to reply to us after we brief them on what the material is. Uh both entities, MDHR and Alifa have an opportunity to review it. They go over it, we receive their feedback, we make adjustments, and we go back and forth with about a week turnaround we get, which is what we've been um which is what's been happening working with with them for a few different trainings now. So after about a 100 days or so, and it could be it is shorter if if they get it, they're like, "This is great. We only have a few items to correct. We'll just keep moving forward. We don't wait the whole 105 days, obviously. So, as we move on to the the next phase, once we get all the feedback, we get a huge packet. Uh this is where the city attorney uh is really involved with helping us get an entire packet together and that is then sent to AIFA and MDHR and then they have 30 days to get back to us with is that approved, denied or is there anything needs to be to work to be worked on after that is done after that process gets to what we have as phase five. Phase six is pushing it out to the department. And if it's an online module that's fairly easy to push out. you can uh set uh timelines online and deadlines for when the whole department needs to have it done. But if it's say a full day training where it's an 8 hour training, this is uh this takes about a month and a half, maybe two months depending on holidays and scheduling to train the entire department for a one-day class. So that's the end one kind of moves around in the in the number uh sometimes depending upon if it's a one-day class, a two-day class uh and and so forth. Here's just a list of some of the items that we've gone over or we've already pushed out and trained the department on. These we've done a lot of other trainings from the department. These are ones that were MDHR um mandated and approved and delivered on the top there. So the app approved and delivered uh we had the the CIT that stands for crisis intervention team. Uh that training that top one there was put out to the uh the dispatch center the Minneapolis Emergency Communications Center. Uh they completed that. Uh we did a CIT refresher that was approved through Alifa through us. Uh we also did a use of force which was a a three-day course. So the three-day course uh that take that took about six months to roll out the whole department because it was three full days. Uh and then a health and wellness currently approved but it's not finished being rolled out yet. BWC and incar camera training and then current uh projects that are in development are listed there. I don't need to list all of them. They're on the screen there but those are all in the process. Some are very close to the finish line and will be pushed out very soon. Uh, one I want to talk about quick, the uh, NDP and SSCA, that's the non-discriminatory policing and the stop, search, citation, and arrest training. That is going to be an extremely large uh, training block. One of that I've I've never seen one that big in my my career so far. It's a 4-day class. So the entire department's going to be pulled in for four days of training, which will take a significant amount of time to get through that once that one is receives all the final appro uh approvals, but that's going to be a good one that we will push out u hopefully soonish. Uh some things we've had to deal with along with everybody else that talks, staffing, of course, scheduling is very difficult with with all the different operations to uh pull people in, but we work through that. we then just make a a calendar and deconlict it the best we can with all the other trainings um on top of the MDHR mandated trainings the agreement we have to also maintain our post standards that the state requires to maintain our peace officer license so intermixing all those on top of the mandated trainings that's what we're doing in the background as well that is on top of uh the settlement agreement work but we're working through it and uh pushing through with this timeline and it's working. I'll pass it back to Bureau Chief Martin. >> Thank you, Commander. I appreciate you. Um, okay. So, we've gotten we've gone through policy, we've gone through training, and now, and I think this is the the the piece that folks are actually very um uh frustrated and impatient about. You're making all these promises in your policy, you're making all these problem um promises in your training, but are the officers doing what they're supposed to be doing? And it is it does take us a while to get to that point. I will um say though that um as part of the um creation of uh the implementation unit, there was a compliance unit that was created. These are individuals that literally watch BWC all day. They come in, they watch BWC, they go home, this is what they do all day. They have started audits um already. And so some of the audits that are currently being conducted are procedural justice and stops. Uh use of force reports. Um we have the quarterly review panel which I'll talk to you all about. BWC and ICC which is incar camera startup checks um have begun. Uh BWC activation um QRP audits which we'll talk about um and other monthly um audits. Um so the QRP this is something mandated by the settlement agreement. Um it is something that is different than other consent decree cities. I actually hadn't seen this before. Um and so what this is is every uh quarter um all of the command staff. So that's the chief, the AC's, DC's, uh the implementation unit and training representatives um sit with the data um around uh different pieces of policing. So pedestrian stops, citations, searches, uh uses of force level one, two and three. and um they are tasked with uh looking at videos, looking at reports uh and making recommendations on how uh the police department can uh improve. Uh that has happened um eight times um over the last couple of years. Um so health and wellness is also a huge part of uh the reform. Um, I personally believe that health and wellness is also part of actually having police officers that know the policies, they know the training, uh, and they know, um, uh, how to conduct, uh, their their jobs. Um, so very quickly on health and wellness, there was a needs assessment that was done um, early in the process. Um, a health and wellness uh, abolished one of my positions uh, to help create the wellness director. um one was selected by interim chief uh Peterson uh who accepted the offer and is in backgrounds. So we anticipate in the next uh two to three weeks that we will finally uh have a wellness director um overseeing uh this unit. Um in addition annual uh reports uh from this uh from this uh unit uh metrics of mental health professional usage obviously those are not there are no names associated with that but we can see uh folks that are making um using these services. Um non-emergency generalized counseling sessions. um the length of time between appointment request and visit date of visit as we know that can discourage people from actually um getting the services that they need. Um and then generalized emergency counseling sessions within 24 hours of request. Um there is an annual wellness survey that is out right now uh that we will uh hear back from um the rank and file I want to say in the next uh month or so. So we will use that to continue to um increase uh change and and um make better any of these services. Um and so now I think it's facility. Oh, there you are. It's your turn. >> Good afternoon. I'm Barbara O'Brien, uh director of property services. in the next few slides um talk about the work that property services has been included in and participate in to um meet the need the demands of the settlement agreement. On the right hand on the sorry on the left hand side of this slide you will see um the yellow uh indicators. Um this is speaking about the initial external facility condition assessment that was conducted. Um that facil the facility condition assessment was done by a third party um that came and looked at comprehensively at each of the facilities that house uh MPD functions. um that that assessment was completed in 2023 and between 2023 to today uh we have um completed a wide number of projects. I'll get I'll get to that. Um but this is about being able to being accountable for not just a facility condition assessment one time. It's about doing it every three years so that we're making investments, we're making improvements, we are staying on top of operational and um and maintenance items so that we uh and this is a mechanism to hold us accountable to doing that. So we are about to enter into the trienal facility assessment. Um there's an RFP that is being posted uh in the next couple of days uh which will start the whole process. In September we expect to have a vendor selected and negotiating the contract. November we expect the contract to be fully executed. Um and we anticipate uh by the end of the year or shortly thereafter that we will have a deliverable. And the deliverable in this case looks uh it it's expecting the third party vendor to be able to uh go into each of the facilities, analyze and and um make uh recommendations a based on what they observe as they walk through these facilities. So, a little bit of the progress that we uh that I talked about earlier. Um the initial assessment came back with 275 items um or in our case projects that were identified that needed improvement um to to really make an impact on the environment at MPD facilities. Since that time, property services has uh completed or of that 275 um 250 were operational or or maintenance. We often talk about them as small projects or medium-sized projects. um 25 of them were identified as long range projects which we typically in this room um talk about as capital or large or majority. Since the time of this assessment, property services has been able to complete 190 of the 250 operational or small projects and five of the long range capital program projects. Um some of the accomplished work uh that is is really worth noting because they are very large undertakings. Um during this time we were able to provide a new first precinct at Century Plaza. We were able to convert the old first precinct into a training and well neck wellness annex which is supplementary space to um the space up at um at Hawthorne. Um, so it it allows for uh a little bit of a relief valve on some of the items that are identified in that lease space. We've also been able to move forward with a new third precinct or Southside Community Safety Center. It is in construction and its estimated completion date is Q2 of 2027. So we are within 8 months of um being able to open the doors there. And also drinking water quality testing um is under um is being programmed and underway for uh every MPD employee occupied space. So these are the major accomplishments that have happened since our first um assessment was complete. We feel very accomplished on the hard work that went in in the large number of projects that have been complete today. Thank you. Thank you for that. Um and uh as you all may know, this is the only uh settlement agreement or consent agree that I know of that actually takes facilities into account. And I think it was very smart and and very uh important. So, thank you for all that work that you're doing. Um, our early intervention system, um, I think many of you all are, uh, familiar with early intervention system. Uh, the idea is to, uh, proactively, um, help identify officers who may benefit from additional guidance, training, wellness resources, and supervisory intervention through the analysis of relevant uh, performance and risk indicators. This is something that across the country in consent decree work, but in particular here in Minneapolis, um there is a sensitivity that this is just another gotcha, another disciplinary um mechanism. And so we are working very hard within the police department to make sure that we understand that this is a wellness tool uh and something that we want to do to support officers before it becomes an actually disciplinary um uh issue. Um there are two positions that are open that will be posted um probably in the coming two weeks or so. Um and the the uh I think because of of budget there were some um kind of back and forth um but uh we are keeping those positions and um uh the wellness director once on board it will help select those folks. Russell, is this you? take one. >> Good afternoon. Uh my name is Russell Futisa. I'm the associate director of the Office of Police Conduct Review. Um to begin with, Internal Affairs and OPCR, the Office of Police Conduct Review, have a shared responsibility of investigating misconduct um and making sure that our investigations are responsive responsive to the requirements of both the settlement agreement and the consent decree. And so to that end, we have a number of shared successes and challenges over the past quarter, as well as dating back to the beginning of the settlement agreement and oversight. Namely, um the completion of the shared misconduct investigation standard operating procedures or SOP. Um this is a nearly comprehensive document that outlines in details all of the requirements uh the investigative requirements as outlined in both again the settlement agreement and the consent decree um for when we are our respective agencies are investigating misconduct by MPD officers. Um additionally uh similar to the training on policies within the department um our agencies are responsible for uh being trained on the requirements of the SOP and the investigative process. Um, this past July, we had an on-site visit from the selected vendor that did uh conducted an on-site week-long very in-depth uh assessment and walkthrough of all of both of our teams, all of the the responsibilities, the roles, the requirements, and what specifically needs to be addressed from the consent decree, the settlement agreement, as well as the investigative needs of our respective teams. Um so right now we are finalizing with the vendor the curriculum the outline of the training uh deployment as well as any recommendations that the city um between internal affairs and OPCR may have. Um a shared challenge uh and a notable one is that we are experiencing further delays on the deployment of our new case management system. Um this is a challenge because not having this tool forces our teams both in internal affairs and OPCR to do a lot of uh out of the system outside of the system management of data and this data is used to be is used to report here um publicly internally and to the monitor and MDH MDHR as well. So, it just requires a lot of effort and a lot of care and checking and checking and checking to make sure that what we're reporting out is in fact accurate. Um, a case management system will have uh the requirements of the settlement agreement in terms of timelines, investigative steps uh theoretically built into it to relieve uh staff um and supervisors of these duties so that we can focus on the case management and case work itself. Um, specifically in the Office of Police Conduct Review, um, just as a refresher, our agency, we're a neutral agency that is tasked with investigating allegations of police misconduct by the police, by the Minneapolis Police Department. Uh, our unique jurisdiction is community- based complaints, whereas internal affairs handles complaints from within the police department or with uh from city employees. Um, in this past quarter, we have successfully moved uh completed all of the investigative work on all cases that were deemed to be part of the backlog. Um, and the backlog is a subset of cases that was established by AIFA and approved by MDHR. I'm happy to say that that uh that body of work has left OPCR. Um there was one lingering case due to an officer's personnel leave um that has now been moved through the process. Um we also were able to as an office because uh OPCR is respi rights is responsible for uh recruiting and um making sure that seats are filled for the community commission on police oversight or the CCPO. So, I'm happy to announce that we were able to fill seats. Um, and uh in addition to the uh recently amended ordinance for the CCPO, the body for the first time invited the former chief of police uh to stand and respond to um previous public comment from their special session. Um so, I I'm pleased to say that they are successfully executing on uh some new uh key provisions in their amended ordinance. Um a as we look forward and and for some time now our work is really focused on prioritizing everything that comes after the backlog and making sure that we are getting up to speed as quickly as possible. Uh to do so we need to establish and maintain compliance with the settlement agreement and consent agree timelines. Um but we still need to catch up through the body of work. um a notable challenge as uh in terms of OPCR's work um obviously at the the beginning of the year end of last year into the beginning of this year with Operation Metro Surge um and the deployment of officers and sworn across the city um almost at all hours. We lost some capacity to sit on review panels. Um this was an understandable and um at at the time an unexpected um barrier uh but it is I mean obviously we want to minimize disruptions to the operations of the department um in any capacity. So uh just a notable um departure from the trends that we had been seeing throughout 2025. I do also want to note it's not here but in terms of our previous quarter accomplishments and just because there was some discussion around it previously. Paragraph 337 of the settlement agreement specifically touches on um OPCR's responsiveness to providing um essentially research and studies to the CCPO. Uh I I do want to call out that with this body of casework that OPCR has been able to move through in the past year and a half to two years, we have collected and been able to generate a substantial body of data that has informed a number of uh research studies and recommendations that our office has put out. um namely looking at the chief's disciplinary decisions uh the review panel process there is a report on mediation as well as uh recently at the beginning of this month OPCR presented on the on our independent evaluation of the shot spotter tool um here in Minneapolis. So I just wanted to call attention to that and with that I will turn it over to DC Shenburgger. >> Good afternoon. and I'm Deputy Chief Troy Shoenberger and it's a pleasure to be here today um to talk a little bit about what internal affairs has done. Um so uh among our accomplishments recognized by AIFA is uh policy revision uh for uh our policy and procedure manual 2-100 which is our um section of our policy and procedure manual on accountability. It includes duty to report, duty to intervene, uh the complaint process, the investigative process, and um is a substantial accomplishment. Um that will be an 8-hour training that's provided to the entire department uh in uh tenatively scheduled for April of 2027. Um it's a full day of training making sure that all police officers know um their expectation uh for duty to report, duty to intervene in the uh complaint process and investigation process. Uh as Bureau Chief Martin mentioned, the corrective action matrix um is uh I don't want to say complete, but um our preliminary work is done. It's been posted for feedback. Once that feedback is gathered, um it will move into the workshopping phase where we'll work out um the final product of that. Some of the critical issues identified by Alifa uh in their fourth progress report include the ongoing staffing and workload challenges for internal affairs, the historical backlog of cases, and frequent leadership turnover. So, I'm just going to briefly discuss each one of these three. uh our staffing structure made it uh challenging. Um one of the one of the phases of uh complaints is once a investigation is preliminary done um or completed it has to be reviewed by a supervisor and um our supervisor staff uh other than having vacancies or frequent turnover. uh we um had a structure where the candidate investigations unit also reported to the commander of internal affairs. This made it extraordinarily difficult um especially at a time where we're hiring a significant number of police officers uh and civilian employees. They all have to be backgrounded. All of those packets had to be reviewed by the commander of internal affairs which made it difficult for them to do this um supervisory review of all of the misconduct cases that were um being completed by internal affairs. Uh so as of August 9th uh Chief Peterson agreed to remove candidate investigations from under internal affairs and moved it back to professional standards which is where it resided uh in 2023. that's freed up the commander's time to do um the supervisory review process to hopefully get through some of these backlog cases which I'll um talk about a little bit further. Uh one of the um things that Alifa talks a lot about is the backlog. Uh and it can be a little bit tricky. uh I wanted to share that uh we can talk about a backlog generally um but there's also the historical backlog as identified by Alifa and when you look at the complaint process from complaint intake to chief's decision and publishing um if there's a disciplinary decision um this the backlog as I like to call it started in 2020 when several thousand complaints came through what was then the office um or the OPCR joint supervisor process. The joint office of OPCR and internal affairs had to review thousands of complaints, determine which needed to be routed for investigation, and then worked through that process. So, this this backlog bubble in 2020 was at the intake phase. It then moved through the um review and potentially assignment for investigation. um OPCR um was able to get through their investigations and get them to the chief's um or through a review panel to a decision by the chief. Internal affairs is still um at this phase of um supervisory review. So the investigations are um many of these cases of 260 cases noted here are uh complete awaiting a supervisory review to make sure that the case investigation includes all of the requirements um in the MDHR settlement agreement which includes covering training that it was a proper interview that um the right questions were asked um and so uh once they move through that phase uh then it goes to a review panel And so a lot of our focus right now is getting through the supervisor view backlog. I'll note uh that I think that's on the next slide that uh looking at the historical backlog which is um using uh all cases that were already in the system as of March 17, 2024, there were 210 cases. Um anything uh from that date or older is considered the historical backlog. anything new moving forward is not um there were 210 cases um since March 17th 2024 we've cleared um 61% of those cases so um while MDHR or rather has noted that in the past quarter there hasn't been substantial progress on that um due to leadership changes and some vacant positions um we are passed uh 61% of those and now we're working on the remainder that's in that historical backlog along along with current cases that are coming through. So, the cases haven't stopped. We're still doing all of the new cases that come through and trying to clear out that backlog. Uh leadership changes is one of the the most notable um uh issues identified by Alifa. Um it certainly created um some significant uh delays in work getting done in internal affairs. Um and just for uh perspective, in the past three years, there's been uh three deputy chief or bureau chiefs, um three different commanders and three different lieutenants that have all um been in internal affairs. Uh that amount of turnover is difficult for any um team. Uh it's extraordinarily difficult in internal affairs where um it's an investigative unit, but it's a very different type of investigation that occurs there. It's not a typical criminal investigation. If you're going from an investigator in robbery to an investigator in assault, it's not substantially different. Coming into internal affairs, it's a very different process. Uh, and it makes it very difficult to um to get up to speed on how that works. And for leadership, that's expected to know how to do um the work, how to clear that historical backlog. Um, it's it's an extraordinary challenge. So uh as noted here uh Alifa highlighted the the frequent leadership turnover um some of the impacts are loss of institutional knowledge disruption and the continuity of our operations our speed on how the the workflow is actually supposed to go and then inability to make meaningful progress toward our goals. So as we move forward looking to stabilize the leadership in internal affairs um I come into internal affairs or I came into internal affairs in June. Um I've been an investigator in internal affairs from 2007 to 2009. I was a lieutenant and commander in 2021 into 2022 and was previously the deputy chief of professional standards which at that time oversaw both training and internal affairs and then administrative and support services. So, um, coming back into this line of work, um, after, uh, leaving three years ago, uh, I at least understand, um, what it looks like when it runs efficiently and how to address some of the the slowdowns that we're dealing with right now. Uh, in, uh, the beginning of this month, uh, we brought in a new lieutenant who also has prior experience as an investigator of internal affairs, understanding how these cases look. um he's already at an advantage as he begins to work through some of those supervisory reviews that are in that historical backlog. Um and we're already making progress on that. Um among the uh the the strategic plans that we have are trying to do a better job of forecasting future leadership changes, being more deliberate about vetting who we bring in as leaders. Um, it's obviously helpful to have somebody that's already been here, that already has experience, understands the process and the workflows, and then having an effective handoff. If you come into a new position and there's there's very little information um to hand to you to understand how to do your job, it takes a long time to get up to speed. So, right now, the commander, the lieutenant are both putting together um sort of a an individual manual of their day-to-day work. what does that look like? Links to u specific resources that they need. So, um when a new commander or lieutenant comes in, hopefully not anytime soon, so that we can uh take our current team and work through this backlog uh and maintain some continuity of um knowledge of the operations. Um, but having an effective handoff uh to get people up to speed quicker, potentially even including um some parallel of duties where uh two people are in the same role for at least some period of time um instead of just uh I'm out, the next person's in. Um you're doing it together for maybe a couple of weeks trying to get everybody up to speed. Um, this should all uh help improve um uh just doing a better job of keeping things moving so aren't these slowdowns with the leadership changes. That's all I have for internal affairs. Um, if there aren't any questions, I'll turn it over to Data and Technology. >> We're almost uh through the slides. uh chair, council members. Okay. So, data and technology. One of the things that's really important is and this historically happens at every consent decree city put people put the technology last. Uh it sounds like something fancy. Uh it's really actually very critical. If you do the policy and then you do the training, but you don't have the data systems to prove with the data that you've done it, Alifa is not letting us out of the settlement agreement. Uh so one of the things that we started working on um was a uh RMS um prior right before I got here there was an analysis that was done that shows that uh the current RMS vendor which I think we've had for about 14 years um could not meet the um data requirements for the settlement agreement. Uh and so with the help of it um city IT we did put out an RFI uh seven people responded and we are in the process of reviewing those as a team. uh so that we can make sure that whenever we put the RFP out, we are actually getting the best uh services uh not just what somebody promises us. Um and so we will make sure that that is a um a very rigorous and robust uh process that we hope to uh enter into by the end of the year. Um a couple of other um projects that we have uh going on under data and technology um that's come through here is data modernization. the RMS first sign. That is what um uh Benchmark refers to as the um um early intervention system. Uh we have the vehicle pursuit uh module that we're working on. Um you heard about the I and OPCR case management and then also the use of force system. Uh ones that have been completed uh up to this point uh the BWC incident tracking and also um our policy management hub. I actually skipped over that I think. So, one of uh our staff members on uh the implementation unit uh who had kind of the background to do this uh kind of stepped up and worked with city IT to create what's called the policy resource hub. Um up to this point, all of the policies uh that both the community and the the um officers were interested in were all PDFs. So, you had to go through PDFs. Um so, he worked with city IT and created the policy resource hub. Um and uh so you can go there, you can hover over terms. It's very easy to um access and move through and even some of our uh toughest critics um have uh given us some kudos for that. Um so the last thing um you know uh this kind of repeats a few of the things but but one of the things that we just did I want to say in July uh and I think we need to do a better job to give you all the heads up. I don't think we did a good job of that this year. But um this work, there are people um that know this work backwards and forwards that you know are activists and they they've been a part of it. But there's a lot of community members who feel like their voices are not being heard um when they come to community meetings. Um and so um also um they don't know a lot about the uh work. And so this year instead of doing uh the community meeting where you stand up there and do these uh presentations uh and you know people think it's a snorefest um and then they can't really speak up because there's other people taking up so much air in the room. Uh we created um stations. Uh and so we had a um we had a policy station. They were not the most popular I have to say. Um, and then we did a training station where we actually had the VR. Um, and so community members were able to put the virtual reality on. We did give a trigger warning. The attorneys of course made them sign an NDA. Um, not the one that y'all want to ban, you know, the the other ones. Sorry. Um, but anyway, not an NDA. What is it called? Waiver. A liability waiver. Yeah, there you go. A liability a liability waiver. >> So, you better be careful because member TAR is coming for that. So, >> I know. Wait a minute. Um so a liability waiver um um because they were able to uh interact with a person in a mental and behavioral health crisis. Um and uh so but that is the same technology that is used by our academy. Oh sorry by our academy. Uh and so um that was one station. Then we actually had an audit station. So, um, my commander, uh, volunteered to be the star of a, uh, a video, um, uh, that depicted a stop and then we actually had little cards so that the community could do an audit. What did they like about that stop? What did they not like about that stop? But again, so they just understood that. Um, and then, um, my my data people here, uh, they were they were good sports about it because, you know, the data folks don't like to be up in up front, but we are they are working on a use of force dashboard. Um, and so, uh, I think this is the first time that the department has done this, but we asked community, what do you think? Is this what you want to see? Are these the type of statistics that you want to see? Is this telling you what you want to? And then they actually got to uh use uh the dashboard because part of being transparent is also being uh accessible, making sure that communities can access that. So, um, that's what those uh pictures are. Um, I want just make sure I hit everything. Um and those are some uh other members of uh my staff uh who participated. Um it actually also had the added benefit of adding cohesion to the implementation unit uh for them to work together and put something like this together. And I also think that it's very important this context they sit in cubicles every day with their heads down uh doing you know this work. Um but you really need to understand the reasons for this work. You need to understand that it affects people. we need to understand why we came to this point. And so I thought it it actually was great that they sat there and they heard the community give it to us. Um they heard the community ask questions. They heard the community tell us where we did things well. And so I think that's going to help them be more well-rounded uh in this work. So we'll continue to do things like this. Um and then I think um director this is for you. And I will close us out here with these last few slides. Um this slide we tried to pull this together and council um customer widing requested us take a shot at this but this is a very very high level visual for um contractual spending through 2026 for this year uh for work connected to the settlement agreement. Um, as you can see, uh, Q2 spending was about a million dollars across the four departments you see represented on the screen and Q1 spending was about $500,000. So, collectively about 1.5 million in contractual spending connected to the settlement agreement for this year. Um, this just notably does not um visual visually represent the staff time or staff members personnel costs that are connected to the settlement agreement. Um, that those numbers are much more difficult to pull. Um but we um as we evolve this presentation for these updates um we will try to develop this out a little bit further too to give a little bit um more clarity and drill down a bit. Um, I I think as you you can probably tell this from the presenters and the areas of focus in this presentation, but moving forward this quarter and beyond, uh, the city is really going to be focusing on, I'll say, these four priorities as our top ones for trying to move this work forward. Um, specifically police misconduct cases. I think the need for that's evident based on feedback from community um, reviews from Alifa. Um, I think that's a very clear priority for us moving forward. Um, additionally, um, BC Martin, Commander Men hit on this as well. Really trying to make sure that we're as efficient as possible and moving policies and trainings all the way through the process so that we can actually get to that auditing step in our, um, in our reform process. And then, um, the third, just continuing to improve the officer support resources. our officers, our MPD staff go through a lot on a daily basis and there are a lot of different requirements that are connected to that in the settlement agreement and just making sure that we are um ma getting those resources those services to officers and making sure that they know about it and just continuing to move that work forward. And lastly, u I think beer chief did a really good job emphasizing the importance of implementing data systems in a timely way, making sure that we're not uh procrastinating on that and saving that for the end of the process because those are so critical in showing compliance and um getting um into compliance, but also just tracking how we're doing as a department, as a city as well. Uh we did want to share so these are QR codes for community for council members to share. Uh great ways to stay involved. So you have QR codes for the policy and re uh resource hub which BC Martin mentioned earlier. Um QR code for public feedback um for specific policies that are under uh public review. Um they can also sign up for updates from the implementation unit and um the implementation unit's newsletter as well. Um and notably is um I'll just say on the right side of the screen there are neighborhood meetings that are coming up um where MPD IE will be present. I believe that's true. Yep. The head nod. And then um call out for civil rights OPCR and MPD um that the CCPO meetings. Uh full body meetings are monthly and um subcommittee meetings um are monthly as well. Russell. Yeah. Um, so great ways to stay involved, stay updated on a lot of the the great work that's happening. And with that, that concludes our presentation and we are happy to stand for questions. >> Wonderful. Thank you, uh, Deputy Commissioner. Uh, and just being mindful of time again. Uh, I anticipate we probably have a few questions here and so I just want to remind everyone of my colleagues that we do have captioners leaving at 4:30. And so just being conscious of our time. I know I'm usually the one uh that is is most useful for that one. So uh I will now open up to discussion here. Council member Chug Tai. >> Um thank you. Thank you, Mr. Chair. Uh this is a followup question um related to one of the last slides that the deputy commissioner covered. Um I covering the the amount of money in contractual services that's been spent um this this year so far on uh the settlement agreement. Um yesterday we received a report about uh settlement agreement related expenses and I know you weren't here um but this was a follow-up question that will come to you anyway. Hoping you can we can knock that out here. Um so you're projected to spend $3.4 4 million this year on contractual services related to the settlement agreement. Can you speak to the spending so far, what it's been for specifically and the projected spending this year and what it's going to be for? >> Absolutely. Uh, Chair Whiting, Council Member Shaktai. So, I don't have like the drill down two levels, but I can tell you generally um the city attorney's office that is the Alifa contract. Um I believe the majority or all of that is just the UIFA contract for monitoring police. It varies um from training to um like there's a large amount of different ones that go into police. Um technical assistance I think um trying to think of other examples. Oh, internal affairs support. Um I think similarly in civil rights that's for investigative support there as well. the OCS um one, we use that for general technical assistance for the overall agreement. Um so it varies, but we can try to go a level deeper if that's desired. Council member, >> that's helpful and that can that's followup that's coming your way anyway. So this is this get this is a this helps me understand exactly what I needed to right now. Thank you. Thank you, Mr. Chair. >> Thank you, council member. And before I move forward, I want to do note for for clerks. Uh if there is no objection, I think council member Chavez and uh council member Palmasano would like to be marked in the affirmative on the uh annunciation resolution. Um passing over to council member Chavez. >> Thank you, Chair Whiting. On page 22 of the report, ILA writes that in the three years since the agreement was signed, including two years under our oversight, MPD has failed to make meaningful progress toward fixing the problems identified in MDHR's investigation. I will just immediately say that the fact that MPD does not have a functional internal affairs that can swiftly and effectively investigate police misconduct claims is unacceptable. I don't understand how after the reports from both MDHR and the DOJ report that explicitly detailed how the lack of internal systems allowed EMPD to become unaccountable in this aspect. We are literally on the same boat from beating the reports. I guess I have several questions specifically uh for the office of community safety about the continuing problems with internal affairs and the role that OC OCS has in addressing those. So in the report, Alifo says the problem around internal affairs worsened even after it was brought to the administration's attention. In the previous report from monitoring MPD in 2025, so the on page 20 on page 26, Alifa highlighted and warned that internal affairs was being run poorly and the MPD had essentially let the unit become defunct. Alifa raised the red flag last spring and they highlighted this as a major concern in the most recent report that we got. Can someone from OCS please explain the rationale for allowing all staff members in internal affairs to turn over without a transition plan and what is OCS's role in that? >> Chair Whiting and Council member Shavez. So I can at least speak to OCS's role. So, we have um I'll say regular meetings, regular um oversight of the police department. And I think retrospectively looking at what's gone on over the last few years in regard to the the transition. I'll maybe ask Deputy Chief uh Schoberg to come up and just talk about how typically that works um within IA. Um but I I'll say generally council member there's the leadership transition which the turnover there DC show covered pretty well on the I'll say the staff transition that piece um I think that goes to as the the unit was taking on additional responsibilities under the settlement agreement setting up new processes that didn't exist. Um there were some hard learnings there in trying to make sure one we had the right people in those those seats but also trying to implement these improved policies um for whether it's timeliness or quality of the reporting as well. Um, council mayor, could I have DC Shambur speak to >> please >> some of this more concretely? >> Sure. >> What do council member Chavez? Uh, it's a great question. Uh, typically, uh, leadership changes in internal affairs are not happening this rapidly. We actually, typically when we bring in an investigator, and that's not leadership, but we bring in an investigator, we ask them to commit to two years. And part of that uh two-year commitment is because it takes so long to get up to speed on how internal affairs investigations work. And so if it takes six months to get fluent in internal affairs investigating, then we want a year and a half or more if they want to stay longer. Uh actually doing a good job of these investigations. It's the same thing with leadership. Uh I will say that uh leadership departmentwide was turning over more frequently than one might expect over the last three years. Um and internal affairs felt that. Um I think uh Alifa describes it as internal affairs felt staffing and leadership changes acutely. Uh and so uh as we move forward with different leadership in the department, the hope is that that's no longer uh how it goes in internal affairs. Um I think you had other questions specific. Oh u one of the things that the deputy commissioner mentioned was uh as we took on more work the amount of um additional administrative work that the uh the doing the corrective action matrix doing um the revision to policy 2-100. Uh there there's all of these additional um things that we've taken on. leadership has um borne the responsibility of doing that work and it's taken them away from the responsibilities like uh doing the the supervisor review of these cases so they can actually move out of investigation phase into review by panel. Uh, one of the things when I came in and saw what I described as a crushing um, administrative burden on the leadership of internal affairs, um, I uh, and and partly because everybody in the uh, in the city is looking to to push through as many of these um, issues as possible to resolve as many issues. The the sooner we get them checked off, the sooner we're no longer um, paying for somebody to monitor our compliance. Um, so there's definitely an urgency to push the work through, but I said that internal affairs will not take on any more new projects uh until we drop off a couple that we currently have because it's hard to do the dayto-day work when you're taking on all of these other administrative responsibilities that aren't part of your normal day-to-day work. So, we don't even really know what the capacity of our current staff is because we're taking on so much additional work. So that is definitely one of the biggest challenges. But as we work and check off some of these things like the corrective action matrix, like doing the internal affairs um investigator training, uh which is a 40-hour training for investigators that we're helping to develop and then um uh a contractor will uh provide the training for us. But um these are all very um time inensive uh demands that take us away from the day-to-day work. So, it's hard to get out of that backlog when we're doing all of the um the work of reform. >> Thank you. I recall that the former chief restructured internal affairs and there was a civilian from my understanding leading the internal affairs bureau. Is a civilian leading the internal affairs component now? And if not, does OCS intend to hire a civilian to lead that role? >> Through the chair, Council Member Chavez. Um I'm leading the internal affairs bureau >> and I'm sworn. >> Okay. Uh and so uh there's not a plan um to to make it a civilian. Uh ultimately it it was a sworn before um it was reclassified, I think is the term, uh as a a civilian bureau chief. Um it's still uh it's still something that a future chief could choose to do, but right now um in part because of my experience in internal affairs investigations, um I was selected for the position. And then I move on to my last part. On page 19 of the report, Alifa states that they're concerned that the field training officer program standard operating policy has still not been completed and that currently MP does not have the technical writing skills needed to implement a compliant field training officer program. This is to me very concerning for several different reasons. One, we know that EMP support training contributed to the systemic violence and racism that was inflicted to our residents. So specifically, I would like to know if and when a contractor is being hired to do technical writing for this and when OCS anticipates to be in front of a LEIFA for final review. Um I think that we need a field training program that is compliant with the Minnesota Department of Human Rights. >> Chair Wing, Council Chavez, I'm going to turn this over to Commander Mullen who may have information on that from the training division >> through the chair. Uh, Council Member Chavez, thank you for the question. Uh, great timing on it. Today, I was working on that program, uh, putting putting my final, uh, review on the FTO SOP, the field training officer standard operating procedure, uh, reviewing that with the city attorney's office along with the subject matter experts. So, that package has everybody's eyes on it as of this morning, and that's getting wrapped up into a nice package to submit to or through to Alifa and MDHR. Um, I don't want to speak for the city attorney's office, but very soon. Very soon. And then internal affairs has a backlog of cases that have not been properly investigated and are on long timelines. I guess one my question is one if you can address that here, that would be important. And the thing I also want to know is MPD if MPD is promoting field training officers who may have pending misconduct claims against them and what is the internal process and safeguard mechanisms of ensuring MPD is not repeating the cycle of promoting problematic officers into the FTO program >> through the chair and uh council member Chavez. I'll answer the sec the second half of your question because that the FTO program is under the training division. As we as people apply to be FTO's there is a robust review that we do to work with internal affairs to check their discipline history, their their blue card if you will from our for the way we call it to determine what violations are in that in their background. Uh it's it's a review that myself does along with Deputy Chief Kingsbury who is the deputy chief of professional standards above me to determine is this person a good fit to be training our new officers on the street. Uh in the FTO SOP that is being developed and approved hopefully approved very soon. That is spelled out in there explicitly but it does have to get through myself on the review as well as uh Deputy Chief Kingsbury before we allow anybody to become an FTO. >> Thank you. So I guess to ask again for the first part is MPD promoting field training officers who may have pending misconduct claims against them. If if the uh review shows we do check not just closed out cases we check open and active ones as well. So then we have a holistic review of their file to see what is this allegation? Is this something that we want to see play out and come to a complete investigation before we even look at them or are we saying we're not going to promote them now based upon this allegation? >> Okay. Thank you. >> Thank you, council member. I will pass it over to council member Paulo. >> Thank you. Even though I too am anxious to deal with the internal affairs backlog, we need to give Deputy Chief Shoenberger grace to dig in and make a plan here. We all know that the IIA backlog is a huge problem. But I am curious, will Deputy Chief Shoenberger be coming back to us soon with a presentation or is this it? Meaning is what he presented today that internal affairs update. Deputy Chief >> uh to the chair, Council Pomano. Uh if you mean will we be presenting a request for additional assistance? Um I don't want to presume that's what you mean, but uh there's two things I think that are are sort of uh waiting uh on. And one uh Alifa did do a staffing study uh that has a recommended level of staffing. It's probably somewhere uh in the neighborhood of half or double what we currently have. So, we know that we're underst staffed. Um I mentioned we don't know fully what our capacity is because we're doing all of this other work. Uh but uh we we know that we're understaffed and we know that that's going to be a challenge going into a tough budget cycle. So, we're going to do the best that we can with what we have and we're going to create other areas of efficiency. I already identified some processes that we can do in a shorter amount of time. So, uh that's that's one part of it. Uh we are also going to be seeking uh well likely seeking a request for outside assistance to conduct the uh supervisor review process. And so we did uh issue a uh uh RFP. We've selected a vendor. Um we had a RCA planned. Um we did delay that until we could get some other stuff lined up and make sure that it was the right time. Uh but we are um probably in a position where we're going to come and make that request which is uh we can we speak about this. Okay. I don't want to I don't want to speak out of turn or or ruin the surprise. Um but uh we will be coming forward with a request for um uh a law form to to conduct these um the supervisory review process to help clear out that 260 case backlog. Uh that will dramatically help um clear that part of the backlog. Uh it will move the backlog to the panel process and then eventually the chief's review, but it's still getting it out of that current backlog. So yes, we are going to become coming to you seeking um funding for that. >> I like that plan personally. Uh and thank you. That actually adds a lot of context to kind of a where we go from here perspective. Um health and wellness of our first responders has always been one of my top priorities as we talk about improvements to public safety. Um, looking at the health and wellness section from roughly slide 18, you indicate that the health and wellness manager was hired in 2024, but in the recent OIFA report, they say progress was stalled and we hadn't hired them. Did someone leave? >> Yeah. So, the health and wellness manager um is still a position. So, that person is still here. Uh, she's actually sitting narative somebody or she's the medical director. >> Yeah, she's Yes. Right. Yes. So, someone did leave that was under EIS. >> I see. >> Mhm. Um and so that dovetales with the early intervention systems meaning that >> so essentially like so right now um you have the the EIS that wellness director that uh should be coming on board in the next two weeks or so um will uh report directly up to DC Kingsbury and they will oversee um health and wellness and EIS and then um uh in the ne we're going to try to overlap it but um we will post for the two EIS positions that are open. Um, and then we'll hire those two people in and they will work under that director. Um, >> so those are currently all vacant positions. Correct. And the person who I only know by her first name, Meredith, is the medical director. >> Yeah, she's under health and wellness. So they're kind of split. So EIS is one vein and then health and wellness is another vein. And so Meredith uh is under the health and wellness vein. >> I see. >> Does that make sense? So that's like peer support, that's like the counseling, um those sorts of things. >> It's more robust than I thought. >> Um my last question, I'll keep it brief. I see how many people are in Q. Um is about facilities. Just because council declined to approve the purchase agreement for a new wellness and training center in the Windom neighborhood does not mean we don't still need one. Um I'm curious of the current status. um and thoughts on moving forward with this from a leadership perspective in OCS. >> I'm sorry, Council Pon, could you repeat your question? I missed the front end of it. >> Um what is the current status? What are the current thoughts on moving forward with some kind of wellness and training center? >> Um thank you for the question, Chair Whiting, Council Paul Misano. The uh right now, um so there's two things going on. One is um the click process. So click will has made their recommendations to the mayor. Mayor has >> I've met with my click representatives. >> Wonderful. Um so you know that they re they recommended that this facility be funded in 2027. So that's the first thing. The second thing is that uh the city is actively creating a program regardless of the site for such a center um of um there's been significant work done with property services all OCS departments in identifying what functions in a center would actually be included spelled out in a very um detailed way. like think like a long form report that goes into here are the specific spaces, here's how it used, who would be using it. Um so it's a whole program report that um I won't speak for property services but completed this year in in by um estimating October. So those are the two um things I would highlight in regard to that project. >> Super. Thank you. >> Thank you, council member. Uh passing over to council member Rainville. >> Uh thank you chair. I I have a question. I don't know who can answer this but I noticed uh when you talked about the training schedule, how long does it take for the force to in one particular program was 4 days of training. So translate that into overtime for us. What does that mean? You have to have people in the squad cars. I mean what happens uh to the overtime budget when this training goes through? through the chair. Councilman Rainville, thank you for the question. Uh the way that we're working on when we pull the whole department in for training is what we call cancing the day off for um the the the precinct or the shift. And that way we have half of the shift will be working their shift that day on the street, covering the street. Half of the shift will come to the training for the day. So the street is still covered. And the same goes for the uh the investigative and other administrative type uh divisions across the city is that we select two different days for each division in your unit to come to the training facility for the day and half of the unit or division comes. Half of them stays back to continue day-to-day operations. Uh so no overtime is not uh is not issued for this uh training as we pull people in to get these trainings done. >> Thank you. >> You're welcome, sir. >> Thank you, Council Member Rainbow. Council member Warren, >> thank you for um Thank you, Chair. Um so my question is this. Um our internal affairs investigators kind of like disappeared, you know, they kind of just like whisp away in the wind. So what kind of protections are being um built in around the role of the internal affairs investigator about who they report to when they report so that we can maintain having um good quality internal affairs investigators to really get to the bottom of the work because it seemed before you know even from a citizen's view right before I got into this seat they were doing the work and then they they just disappeared. appeared and there was no word or anything that was released to the public about where they went, how they went, why they went, or anything. They just were gone. And that happened on more than one occasion. And so I'm trying to understand, is that a police federation union thing? is that they need to report directly to the mayor because if there's issues with internal affairs or said chief or whomever, how do we ensure that that position is protected and they're effectively able to do their work and get the information um resolved that needs to be resolved >> through the chair, council member Whiting or Warren. Um I just for clarification I don't think it's the investigators um that that whisped away. Um I think Are you referring to the leadership changes? >> Well, there we had internal affairs people in those rows that then all of a sudden disappeared. There was a a cute little African-American sister. I don't know where she went. She was there one minute, then she was gone. Am I tripping? >> We have Where did these people go? They were there one minute. They were doing the work and then all of a sudden they disappeared and then we never heard anything from them. We don't know where they went. We don't know what happened. They were doing then they just disappeared. And so what happened? Like where are these people going and then how do we a get them to stay protect them in their roles so that the work gets done and what have you? So, um I I'm not sure exactly what you're um what you're asking. Uh >> how do we safeguard these people in these positions? Because sometimes folks get a little in their feelings about being found out in their behaviors. And so then behaviors become retaliatory. I mean if we don't make sure that our own house is clean and we have good healthy inner office customer service then it definitely affects how we relate to the general public or external people. So I want to make sure how those protections are being built around individuals who are doing the difficult work. >> So uh sometimes people are don't want to be there anymore. Um it's not a good fit for them. uh sometimes uh people leave. Uh so it's there's a variety of um of reasons that that we could have change in staffing. Uh right now uh we have several staff. There's there we're a few short, but uh the team that's there and we've hired a couple of civilian investigators recently who are outstanding. Um they're getting up to speed quick. they come from a background in uh other places where they've done administrative investigations. So, uh the the turnover is is sometimes at the employees request. Um I mean maybe you you know more backstory of some of the than I do, but I I don't like none of >> the people that cute little African-American sister. I can't call her name out. I don't remember it. But she was demoted. She was there, then she was demoted, then she just disappeared. I don't know where she went. Something happened. But it was not made public. And I was wondering what was going on. And then ended up we had some problems with the other leadership. And then I was trying to figure out like we got all of this great work that we're doing with the LEFA. How come we're not learning and knowing about and what protections are being wrapped around folks who are doing like the work the work the work? >> Yeah. Am I tripping >> through the just let me just jump I want to just jump in for a minute and want to make sure that we're not diving into private personnel data and reasons about people leaving as opposed to I think the question is really focused on >> what safeguards are in place or what are you doing for retention and that that doesn't raise data practice concerns but getting into specifics about an employee would. >> Sure. >> Yeah. So, um, now I'm on track with who you're talking about. Um and um we don't want to talk about that here right publicly. But um there there are safeguards in place uh to protect people that are doing the work. But if there are other issues um whether it's an investigator um lieutenant commander bureau chief deputy chief um where there's some reason why they they either want to leave on their own or the chief chooses to use his own discretion to move people um sometimes it's in the interest of uh the department. >> Okay. And then I just want to ask one more quick question. Thank you for that. So long as there's safeguards and protections in there. When did we get a health and safety center in Hawthorne? >> Uh I through the chair uh Council Warren. Uh I think someone misspoke. I think they meant >> Hamilton. >> Hamilton. Okay. Thank you. The end. >> Thank you, Council Member Schaefer. >> Thank you, Chair Whiting. I have a question around the mis misconduct case management system and the mention of further delay. If you could, you know, you talked about how important it was for streamlining your AIFA work. If you could just speak a little bit to what is causing that delay and and uh some more background >> through the chair uh council member Schaefer. Um the settlement agreement itself and the requirements for data tracking and case management are are robust. Um there is currently you know even in the landscape of cities uh in the midst of consent decrees there is no silver bullet case management system that touches on all the requirements. So there are a lot of customized uh customization requirements that um we are working with the vendor to um to enhance and to implement and to make sure that they are um functional from the day that we go live with the system. because when we flip that switch it is very difficult to to revert back to our legacy systems. um further delays and I think um that is sort of in an abundance of caution because of that very thing that if we are unable to properly capture all of the details all of the requirements within a case itself um and be able to aggregate the data present out publicly present internally then we are not in compliance and that puts us in a situation where we're continuing to manage the casework outside of the system as we are right now. Um, so it is a further delay, but we are hoping that it is a delay to shore up those those last few gaps that will allow us to successfully implement and fully transition over. >> Okay. Can you just speak to how long you've been working on it and then how much longer you think you need? >> Uh, yes. I I can say that when I started towards the end of 2024, the expected pilot was to be February of 2025, we are now we were anticipating going into pilot um on Septe in September. Um but because of some concerns around compliance um and with some technical assistance from AIFA and having a joint meeting between the vendor um AIFA city staff um MDHR as well um a collective decision was made to further delay likely that pilot uh so to prevent us from running into some of the issues that I just discussed. >> So 2027 sometime >> potentially early 2027 >> early 207. Okay, that's helpful and um I appreciate that update and just clear communication of ways the council can help facilitate implementation of technology is um you know top of mind for all of us to streamline and and make sure that people can do more more quickly. So thank you for your work. >> Thank you. >> Thank you council member. Uh I am next in Q. I'm just going to give a note because it it does involve I think some more of our ourmemes here um particular to uh IIA policy health and wellness our data systems training. So I know we have some of those members and I don't know if we have those members in the back. I'm going to pass it over to council member Chuck Tai um and also if we have any of our um CEO uh implementation uh members as well and so just putting that out there now but I'm going to pass it over to council member Chuktai. >> Thank you Mr. Chair. I hope to make this quick. Um, just wanted to follow up on some on a response to a question Council Member Chavez asked about the field training officer program, the FTO program. That's what that acronym stands for. Yeah. Um, I just want to make sure I heard the response correctly and so I'm hoping that you'll repeat it here. Want to lock it into my memory and the the collective memories of my colleagues. Am I understanding what you said correctly that if some if an officer wants to be a part of the FTO program, you not only look at their um their disciplinary record, you also look at open investigations and there are two members and I'll want you to repeat the names of those two members or those two positions within within the leadership. structure who review that information and make the determination for open cases whether the risk is acceptable enough for said officer to to be a part of the FTO program just in case it comes up at some point in the future. I just want to be able to know who looked at that information and made the determination that someone was still should still be a part of this program. >> Yeah. through the chair and uh council member Chai. Uh yes, that is correct. So the review process in the FTOS SOP that is currently in the review process for uh MD Charifa uh that is the built into the SOP is that the commander of the training division along with the deputy chief of the professional standards division which is over me. Those are the positions that review the applications for said FTO program. >> Gotcha. Thank you. Thank you, Mr. Chair. >> Perfect. Wonderful. Uh maybe starting with uh BC Martin here. Uh I'm going to walk through and maybe this could be like a lightning round because I know we are close to to kind of on time here. Um looking at these these slides that have our challenges and so I appreciate you all kind of uh acknowledging those cons or I think areas of concern uh in this presentation as well. And so, uh, what I'm hoping to kind of get through with this line of questioning are areas of within these challenges, what are the things that you need? Whether it is staffing, like an exact exact number, particularly for IIA or FTO, this is how many staff members we need for this specific piece to absolve these challenges and get into compliance. And so, I know policy is a is a tough one. It's kind of we're starting on one that's kind of requires other parties. Um stepping through the these policy updates here, what do you all need from a implementation perspective? Um whether it is time scheduling, staffing challenges, unplanned events are obviously different, but for those first three, what are what are things that you all need um specifically to help address those challenges? >> Yeah. So, we had in the works a reclassification of a position for policy um but it was vacant. So that was um I don't know what the word taken during the budget process. Um and so we're we're making accommodations. Um I'll I'll have commander well you me say on policy. So on on policy the way that I reorged um really that that one position was going to be critical um for two reasons. One we've made it through all of those policies. Every year there has to be a re-evaluation of policy to take into consideration issues that need to be changed. Plus, there's only one policy group at the MPD. So, they write policies for everything. For example, when we had to work on the um the separation ordinance or the immigration policy, right, the work for um for uh the settlement agreement had to go on the back burner so that those types of things can be uh addressed. So I I am being conservative but that one position was going to be critical for us. >> Yeah. Perfect. Thank you. Uh I will move over to uh DC Shoberger. Uh if if that is helpful. Trying to go quick. My apologies. U particularly to kind of staffing updates. I know that's kind of what Alifa um what what you have also uh alluded to in this presentation. How many investigators like if you were able to wave your magic wand today and we were able to get outside of that backlog. Sounds like we have uh an additional funding request coming for um external law firm, which is great to hear. Where do we need to get to where do we need to get to to get that backlog through and and and sustain compliance as well based on like specific numbers? >> Chair Whiting, um it's a challenging question. Um what I'll start with is we have four vacant positions. There's a supervisory position, three investigator positions. Just getting fully staffed um as it's structured now would be a great help. Uh looking at the Alifa recommendation for staffing um significantly more includes additional supervisors uh additional intake staff uh some administrative data uh crunching staff. So there's you know additional I think it was 15 or so additional staff that they're recommending. >> Thank you. And then of those 15, um, how many are sworn and or how many are are are allowable to be kind of civilian? >> I don't think it's broken down by that. I'd have to look back at it, but I think it it's if you're talking about an investigator or a supervisor, it could be sworn or civilian because we have that structure available now. >> Beautiful. Thank you. Yeah. Uh, maybe moving over to training as well. uh particularly I think to the the FTO SOP um and others to kind of get those things. It sounds like we are almost there. Are there other kind of challenges right now that you are all facing uh that like you would love to have like again magic wand unlimited budget that would kind of move things forward for it looks like you know we have our 450 to 540 days which I know is is a long time and uh but things to kind of get through um to a level of sustained compliance. Uh >> yes sir. uh chair, council member Whiting. Um so to one of the the roadblocks is all the the curriculum that we have to develop from scratch once a policy is given to us. That's a big uh a big hurdle to get over and a lot of it is relying on our training director director Dr. Shawn Williams along with our two curriculum development specialists who work very diligently to create a curriculum from scratch. But what they have to do is reach out to people outside of the training division asmemes because we don't have a very large robust training division uh for sworn staff. That would be a piece that would be very helpful in in facilitating this move faster would be if we had a training uh sworn training staff whether it was officer rank or sergeant rank uh within the training division to help develop said curriculum. uh as well as once the curriculum's developed and approved and down that whole roadmap we we played out is uh being instructors for it being that high quality top tier expert instructor that that we that we need and and desire. It's hard to get that because of we have to pull instructors in from outside the division and then it's it's a large pull to have somebody come and teach a department training that's we're pushing out Monday through Friday where they're being that instructor is pulled away from their street job. So, not only developing curriculum, but it's also the instructor side. So, more more sworn officer sergeant rank would be very helpful for both sides of the problem. >> Thank you. That is helpful. I know I'm I'm running here up on time. Uh maybe particularly to our to our data systems uh as well. Um helpful obviously the first time you're kind of speaking if you're able to introduce yourself for the >> Yeah. Uh good afternoon. My name is Paul Cameron. I'm the chief information officer for the city of Minneapolis. Um so uh chair widing thank you for the question. Um I think with the the various technology projects and the data systems um uh you know we do have dedicated staff that are are on those >> director if you're able to step a little bit closer to the mic. >> Thank you. Um one of the challenges that we have with those projects in many cases is um you know it's not just about implementing technology. It is about change and change for the departments, change for the police department. Um and that change is is difficult. And so um uh as we go through major projects like like adding new people to those projects is not necessarily helpful all the time. It's just being able to get uh time from key resources who are able to work on those. Um and that's true for the IT department, for the police department, for the civil rights department with with all of those projects. And so um so for us it's it's a a a matter of prioritization around those things and being able to get because because there's so many things kind of fighting for everyone's attention around this. Um we do have uh uh requests coming through uh the budget uh specifically around uh data modernization and the RMS project um that you know are are it's a challenging time for funding and so those those projects you know uh will not as they're in the budget be moving forward as fast as we would like. Um uh and that that those are probably the main the main pieces that are there. >> Thank you. really appreciate it. Uh, one more and then I will kind of move to our city attorney Saunders here. Um, maybe I see Dr. Marty is not here. Maybe to uh, Commissioner, Deputy Commissioner Jeff or BC particularly to our health and wellness areas. I know we have uh, a lower level lower level of staffing. I know we've kind of addressed this a little bit, but again areas of of whether they vacant positions or positions that need to be filled within health and wellness. Are there specific spots that would be helpful to move again uh health and wellness more further into compliance? >> Uh uh chair. So I would say that the um the two positions that we're going to post uh for EIS are going to be um important. Um I if you would allow me to actually ask the health and wellness folks um if there's Oh, there's Dr. Martyr. Dr. Martyr, come and tell them all the people you need to help you with health and wellness, >> please. Okay. Um, Dr. Meredith Martyr, Health and Wellness Unit Manager, and I apologize, um, through the chair, uh, Council Member Whiting. I was running in, so I missed the question. >> No apologies. We are just looking kind of the if again, if you had a magic wand and you could fill out your whole department to move us into compliance with this agreement, what do you need both in the near- term and long term? >> Yeah. >> And again, in like a minute. Sorry. >> Okay, great. Sorry. Um yeah, everything within a minute. So I will just state that we have a director coming in. So depending on what they say, right, that would be important input. Um but I will just say that personally my kind of vision for the health and wellness unit is that we would have an integrated model of having on-site medical and therapy staff. Um, we currently right now have a wellness that fits contract for uh, therapy outside the agency, but I personally think it would be beneficial and fits with um, comparablesiz agencies to have an integrated model of having on-site therapists, off-site therapists. Um, that's kind of what I envision in terms of full-time staff that's nonclinical. Um, I previously presented um with a sergeant in my unit on the staffing we were wanting and I believe it was about ideally 8 to 10. >> Perfect. >> That's my magic wand. Thank you. >> Yes. Thank you. Uh then >> yeah. Uh, as we are getting close on time here, I'll have my last question for our city attorney. Uh, but then it looks like we will have to continue this towards the to the next cycle. Um, because we have about two questions left from from council members. Um, thank you, city attorney Saunders. If you can introduce yourself, that'd be >> Thank you. I'm Jennifer Saunders. I'm the managing attorney of the implementation team in the city attorney's office. >> Perfect. So, you get the fun question of the day. uh looking at all of the work in compliance right now, where where have you seen areas that are encouraging that this is moving towards compliance? And then conversely, uh what is that thing that kind of keeps you up at night that will keep us out of compliance for years to come? >> Uh thank you for that, uh Chair Whiting. really the foundational pieces in a lot of what you heard today in the presentation uh obviously are the policies and uh there have actually been a tremendous amount of policies that have been approved. Uh when we explain compliance we explain it in uh kind of three big chunks. You have compliant you have the policies you have the uh training of all the officers on the policies and then you have the the accountability system. Now the accountability system is not simply you know when there's a misconduct investigation. it is are they doing it and when AIFA is uh looking at compliance and full compliance with the agreement they are going to come in and they are going to do robust audits they are going to be looking for whether that is where they're looking for whether the behavior has changed and in looking at the full scope of compliance uh you know we really have moved I think substantially on the policies uh we still have policies to get through there are also there's also a lot of training that needs to be So I think part of the the uh because you don't see immediate behavior change. That's where a lot of people are are um concerned. But I do think in an ideal world uh we would not only have uh for the folks doing the policy and the trainings the the time and the space and the resources to do that but also understanding that there needs to be um that uh time to uh have the officers and the department be audited and understand um that that is what is finally going to get us to compliance is that actual change. >> Thank you. Yeah, that's helpful. Right at the buzzer. So uh I will adjourn this meeting if there are no and done right at the bottom. So >> can you motion to the next meeting please? >> Motion it over to you to close it. >> No motion to continue the item. >> Ah I will make a motion to continue the item till our next subcommittee meeting. Settlement agreement consent agree subcommittee meeting. >> Second. >> Perfect. All those >> September 15th. >> Beautiful. All those in favor please say I. >> I. Those that are not in favor say nay. No nays. Item passes. We'll adjourn to the next meeting. Do you do you have to close it? >> No, you close it without objection. >> Okay. Without objection, the meeting is closed. Thank you, >> Gav. And you're done. >> Closed.