Leah Lakes, Deputy Director for the Neighborhood Safety Department, presented a detailed overview of the Request for Proposal (RFP) process, which ultimately led to the selection of Cure Violence Global. The model treats violence as a public health issue, emphasizing the identification of high-risk individuals and early intervention to prevent the spread of violence. Lakes highlighted the model’s reliance on established trust networks within communities rather than traditional emergency response systems, underscoring its effectiveness.

The selection process for Cure Violence Global involved broad outreach efforts, including notifications to over 7,000 subscribers and direct communication with over 700 potential bidders. The chosen provider’s advanced data management system, refined over 15 years, was key to their selection, offering comprehensive tools for monitoring and evaluating the program’s impact.

Despite the optimism surrounding the program, concerns were raised regarding budget constraints that affected the selection of high-risk zones for violence interruption services. Lakes explained that the Minneapolis contract identified eight zones requiring services, based on five years of violence data. Councilmember Osman expressed frustration over the exclusion of the Cedar Riverside area, citing the program’s positive impact there over the past four and a half years. He stressed the importance of maintaining successful interventions, stating, “We’re supposed to be increasing and keeping what’s working, not reversing and redoing the great work we have accomplished.”

Budget limitations were acknowledged as a factor influencing the decision-making process. Councilmember Vetaw sought clarification on whether budget cuts had impacted the selection of zones. Lakes confirmed that the reduced budget compared to the previous year constrained the department’s ability to fund all desired zones, prompting further discussions about resource allocation.

In addition to the Cure Violence initiative, the committee explored the broader role of the Racial Equity, Inclusion, and Belonging (REIB) Department. Director Corbett outlined the department’s responsibilities, including the development of a racial equity framework and coordination across city departments to ensure equity integration in city functions. Corbett introduced various strategies, such as the “Metamorphosis” program for city leadership, designed to increase awareness of systemic racism and promote antiracist leadership behaviors.

Corbett emphasized the need for continuous training and capacity building, introducing the “Thoughtful Confrontation” and “Repair Harm” models to address racism within the city. The Equity Impact Assessment process was highlighted as a tool for analyzing outcomes and engaging stakeholders.

The meeting also addressed the importance of community engagement and collaboration in the implementation of these initiatives. Concerns were raised about the disconnect between Neighborhood Safety Department staff and community needs, with calls for clearer communication and alignment with community values and cultural nuances. Acknowledging the potential reputational risks for violence interrupters if perceived as aligned with law enforcement, the committee recognized the need for a careful balance in these relationships.

Moving forward, the committee underscored the importance of transparency and public access to data related to the program’s effectiveness. Councilmember Cashman advocated for dashboard data to be made accessible to residents, enabling them to track and understand the initiative’s value. Lakes assured that the city would retain ownership of the data, allowing for comprehensive analysis and comparison with other cities implementing the Cure Violence model.