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Description
Trends in Resources, Technology, Demographics & Governance
Resource Trends – Tim Sandry, Bloomington Sustainability Commission Chair
Technology Trends – Chris Locher, Vice President, Software Development, The Nerdery
Demographic Trends – John Johannson, Senior Vice President, Colliers International
Governance Trends –Elizabeth Kautz, Mayor, City of Burnsville
Moderator – Jamie Verbrugge, City Manager
A
Third
annual
business
day
at
City,
Hall
I'm
Anna
Stinson,
with
the
Bloomington
Chamber
of
Commerce.
We
are
excited
for
this
continued
partnership
with
the
city
of
Bloomington
and
are
hopeful
that
you
will
find
much
value
in
the
presentations
today.
The
theme
of
today's
program
is
building
a
future
ready
community.
The
city
of
Bloomington
has
always
been
proud
of
the
role
that
our
city's
businesses
play
in
the
financial
stability
of
our
community.
Today,
we
are
here
to
look
beyond
the
horizon
at
what
we
can
see
and
imagine
our
communities
one
generation
from
now.
A
We
will
begin
with
a
panel
discussing
trends
in
four
categories:
resources,
technology,
demographics
and
governance.
They
could
impact
how
our
businesses
and
local
government
operate
in
the
next
generation.
We'll
continue
the
discussion
with
a
fun
and
engaging
breakout
session
about
how
these
future
trends
will
affect
Bloomington
led
by
city
staff
and
then
we'll
conclude
with
a
preview
of
upcoming
large-scale
events
happening
in
the
Twin
Cities
metropolitan
area.
But
before
we
get
started,
I
would
like
to
thank
the
sponsors
of
today's
event.
Would
the
represented
representatives
from
the
following
companies
please
stand
and
be
recognized.
A
B
Good
morning,
welcome
thanks
for
being
here.
First,
let
me
recognize
our
City
Council
members
here
who
are
here
today:
I'm
Mary
Winstead,
even
though
he's
part
of
the
program,
it's
good
to
see
him
here:
councilmember
Tim,
bussy,
councilmember,
John,
Olson,
council,
member,
jackw,
Beluga
and
I
think
I
get
everybody
right.
Nobody
snuck
in
without
me
saying
good
school
board
member
dick
Bergstrom's.
Here
thanks
dick
miss
Oh
former
state
representative
Ann
Lynch
s
Keys
back
there.
You
know
she
used
to
be
an
elected
official,
so
she
used
to
be
somebody.
B
Well,
this
is,
this
is
an
exciting
topic,
and
so
I
just
really
want
to
provides
a
quick
background
on
how
we
got
to
this
conversation
and
then
we'll
jump
into
our
panel.
There's
a
group
called
the
Alliance
for
innovation
at
the
city
of
Bloomington
is
a
member
of
it's
a
national
organization,
and
it
brings
together
some
of
the
most
progressive
government
organizations
in
the
country
and,
together
with
academia,
looks
ahead
to
what
not
the
best
practices
are,
but
what
the
emerging
practices
are
they're
really
focused
on.
B
Where
is
the
future
of
local
government
going
and
so
for
the
city
of
Bloomington?
It's
been
a
good
organization
to
be
part
of
because
of
the
access
to
information
and
resources.
Our
chief
financial
officer,
Laurie
economy,
shoulder
is
our
organizational
ambassador
to
the
Alliance
she's,
going
off
as
a
matter
of
fact
to
their
big
ideas.
Seminar
coming
up
here
in
a
couple
weeks
where
they
sit
around.
They
do
big
thinking
right,
it's
pretty
cool
so
about
three
years
ago.
B
But
the
report
here
identifies
the
four
forces
and
the
are
the
four
four
forces
and
34
trends
that
are
going
to
be
significant
in
the
next
20
years
affecting
communities
in
local
government
and
then
the
whole
point
of
this
is
to
get
communities
thinking
and
acting
on
what
these
forces
are
and
understanding
how
it
impacts
their
community.
So
we
had
some
members
of
our
staff
sit
down
and
they
took
these
playing
cards
here.
B
That
are
each
of
the
trend
areas
and
they
went
through
an
exercise
to
figure
out
what
are
the
ones
that
are
going
to
be
the
most
likely
to
affect
us
here
in
Bloomington
and
the
impact
will
be
the
greatest,
and
so
what
you'll
see
is
we
have
this
little
map
here
that
takes
all
of
these
44
trends
and
puts
them
on
a
high
impact
high
likelihood
scale.
So
the
ones
that
are
up
here
in
the
right
hand
corner
are
the
ones
that
our
staff
thought
are
probably
the
most
likely
to
impact
our
community.
B
Chris
Locker,
and
vice
president
of
software
development
at
the
nerdery
here
in
Bloomington,
leads
more
than
350
user
experience,
designers
and
software
engineers
and
project
managers,
and
he
has
he
has
a
group
working
for
him,
not
just
here
in
Minneapolis,
but
at
their
offices
in
Chicago
and
Kansas,
City
and
Phoenix.
Is
that
right.
So
Chris
tells
me
that
he
was
employee,
number
99
with
the
nerdery
eight
years
ago,
their
12
year
old
company
and
now
they're
over
500
people
in
four
locations.
So
very
successful
company
Chris
will
be
talking
about
the
technology
trend
area.
B
Mayor
Elizabeth,
Kouts
from
the
city
of
Burnsville
has
been
the
mayor
of
that
fine
city
since
her
election
in
1994
and
Mary
couch
has
made
sure
that
Burnsville
is
always
a
city
that
punches
above
its
weight.
She
was
president
of
the
US
Conference
of
Mayors
a
couple
years
ago
and
when
she
assumed
that
role
her
city
Burnsville,
is
the
smallest
city.
It's
not
a
small
city
around
here
right.
We
had
65,000
60,000.
C
B
You
go
but
in
terms
of
the
US
Conference
of
Mayors,
which
is
the
biggest
cities
in
the
country,
tend
to
lead
that
organization.
Merrick
outs
was
first
small
city
mayor
to
lead
that
group,
because
she
brings
a
very
powerful
vision
and
and
a
very
strong
commitment
to
local
government
and
voices
that
within
the
US
Conference
of
Mayors,
she
continues
to
be
involved.
There's
the
chair.
There,
finance
and
Audit
Committee
she's,
chairperson
for
the
st.
B
Mary's
University
Council
of
Regents
she's
on
the
board
of
directors
for
greater
MSP
she's
involved
in
the
governor's
Workforce
Development
Board
she's,
co-founder
of
the
Regional
Council
of
Mayors.
She
is
absolutely
committed
to
regionalism
and
good
governance
and,
as
a
spokesperson
for
the
governance
trends,
I
think
that
you
will
find
her
input.
Interesting,
John
Johansen
is
from
Colliers
International
he's
senior
vice
president.
Over
there
john
represents
institutional
owners
with
least
and
managed
portfolio
of
approximately
3
million
square
feet.
He's
active
in
the
investment
sales
sector
been
involved
in
the
sale.
B
Approximately
12
shopping
centers
exceeding
1.2
million
square
feet
in
the
past
seven
years,
he's
a
principal
owner,
developer
and
manager
of
retail
portfolio,
one
to
1.2
million
square
feet.
So
John
is
slotted
with
the
demographic
trends
because
he
really
needs
to
understand
those
demographic
forces
and
how
it
affects
his
business
and
so
from
the
from
the
business
perspective.
I
think
that
John's
insight
will
be
helpful
and
then
finally,
Tim
Sandra,
is
the
chair
of
our
Bloomington
sustainability.
Commission
tim
is
speaking
to
the
resources
trends.
B
He
is
chairing
a
startup
organization
here
at
the
city
of
Bloomington,
as
our
City
Council
recently
established
the
sustainability
Commission
just
last
year.
They
impaneled
them
early
this
year
and
with
Tim's
leadership.
They
have
a
very
aggressive
work
plan
to
move
forward
on
the
council's
commitment
to
sustainability.
He
comes
to
our
Commission
after
a
very
successful
private
sector
career
in
IT
and
change
management,
and
so,
in
addition
to
those
two
areas
which
he
is
an
expert
he's
passionate
about
issues
related
to
sustainability
in
the
environment.
B
So
we
got
a
great
panel
and
I'm
excited
to
have
all
four
of
them.
I'm
gonna
jump
up
there.
We're
gonna
give
them
each
about
10-15
minutes
to
offer
their
own
individual
perspective
on
the
on
the
different
trends
that
they
see
affecting
them
and
the
work
that
they
do
and
get
you
thinking
about
this
and
then
I'll
jump
in
and
ask
some
questions
and
we'll
leave
a
little
time
at
the
end,
so
that
you
can
ask
some
questions
when
we're
done.
The
breakout
is
Anna
said
is
designed
to
be
both
thought-provoking
and
fun.
B
Okay,
and
you
know
what
government
that's
kind
of
crazy,
so
we're
glad
that
you're
here
to
help
us
loosen
up
a
little
bit
so
we're
going
to
have
you
select
tables
out
there.
We've
got
two
for
each
of
these
resource
or
each
of
these
trend
areas.
So
some
of
you
identified
the
trend
area
that
you're
interested
in.
B
If
you
haven't
done
that
already
just
pick
one
of
the
tables
and
we're
gonna,
have
you
work
in
small
groups
to
identify
a
trend
that
you
think
is
most
likely
to
impact
us
and
then
tell
a
story
of
why
that's
going
to
happen
and
how
you
tell
the
story
is
where
the
fun
comes
in.
So
we'll
look
forward
to
that
in
the
report
out
and
then,
when
we
conclude
today,
mayor
Winstead
will
talk
about
some
of
the
the
next
big
things
that
are
coming
up
for
the
city
of
Bloomington.
B
I'm
gonna
ask
mayor
Coates
to
begin
today,
so
mayor
I
think
the
conversation
that
we've
had
recently
and
even
this
morning,
there's
there's
a
lot
of
change
occurring
right
and
it's
a
dynamic
environment
right
now.
What
do
you
see
is
the
issues
that
are
gonna
most
affect
local
government
here
in
the
next
three
to
five
years.
Thank.
C
C
Our
community,
where
our
families
will
continue
to
be
engaged
in
local
government
and
in
what
we
do.
So,
as
we
have
a
long
view
looking
to
the
future,
we
can
weather
a
lot
of
things.
Ladies
and
gentlemen,
there
are
storms,
there
are
hurricane
and
we
at
the
local
level
have
to
be
nimble
to
address.
All
of
that.
So,
as
I
said
earlier,
that
there
are
things
happening
in
Washington.
C
C
We
have
our
sales
and
local
taxes.
We
can
deduct
that
in
our
income
tax
returns
to
the
federal
government.
Well,
there's
about
three
trillion
dollars
worth
of
that.
So
when
they
take
away
that
kind
of
deductions
from
our
people,
it
all
impacts
us.
Where
do
we
get
our
revenue,
our
revenue
and
the
local
government?
We
live
and
breathe
and
survive
to
deliver
services
from
the
local
tax
base.
That's
where
the
majority
of
our
money
come
from.
C
We
do
have
fees
for
services
and
so
forth,
but
with
the
decline
and
the
federal
government's
effectiveness
we're
at
the
bottom
end
of
the
food
chain,
so
we're
easy
to
pick
from,
because
if
we
don't
pay
attention,
it
happens.
So
today,
I'm
going
to
be
speaking
on
behalf
of
all
of
us
here
on
a
local
level,
so
that
Congress
understands
that
we
know.
What's
going
on,
you
see
we
on
the
local
level,
mayors
and
council
members
and
members
of
House
staff.
We
are
closest
to
the
people
we're
closest
to
each
and
every
one
of
you.
C
Why?
Because
you
know
us
personally,
you
see
us
in
the
grocery
stores
in
churches,
at
the
coffee
shop.
Wherever
we
go,
we
hear
from
you.
You
trust
us,
because
we
are
transparent
everything
we
do
and
I'm
sure
that
this
is
the
same
here
in
Bloomington,
whether
it's
our
work
sessions
or
our
council
meetings.
It
is
on
TV
everything
we
do
and
what
say
you
know
about
the
other
thing
that
we
have
to
do
because
of
everybody.
C
Taking
things
from
us
taking
our
financial
resources
is
that
we
on
the
local
level
have
to
work
together
collaborate
and
make
sure
that
we
get
things
done
for
our
residents
and
for
our
businesses.
That's
why,
for
me,
regionalism
is
very
important.
It
leverages
our
resources.
It
allows
us
to
get
things
done
because
we're
working
together.
If
we
don't
do
that-
and
we
are
only
working
in
isolation,
we
will
not
be
effective
for
our
people
and
for
our
businesses.
We
need
to
work
together.
C
That's
why
the
Regional
Council
of
Mayors
came
together
is
to
look
at
issues
that
impact
local
government
like
housing.
How
do
we
have
housing
so
that
we
can
have
talent
resources
for
the
companies
who
are
housed
here?
Let
me
tell
you,
ladies
and
gentlemen,
you
talk
about
the
gut
of
the
federal
government.
The
state
government
talks
about
economic
development
and
I,
look
out
and
I'll
say
to
you.
Where
are
your
business
is
located?
C
Where
are
your
business
is
located
they're
located
in
cities?
Where
do
you
live?
You
live
in
cities
when
things
happen.
Who
do
you
turn
to?
It
is
cities
our
staff
who
takes
care
and
make
sure
that
the
cities
are
safe.
So
people
want
to
locate
here
and
live
here.
It's
cities
we're
the
ones
who
carry
the
burden
of
all
of
those
services
and
we're
the
ones
who
have
to
make
sure
that
we're
collaborating
together
and
it's
important
for
elected
officials
to
not
become
isolated
and
parochial.
C
B
B
C
C
Does
that
as
well
and
I
know
that
happens
here
in
business,
because
I
know
that
when
mayor
Winstead
and
I
go
out
and
talk
to
our
businesses,
we
were
engaged
in
a
in
a
project
with
the
University
of
Minnesota,
where
we
were
talking
to
businesses
and
making
sure
that
businesses
continue
to
thrive
in
our
area.
It's
that
human
experience
that
you
can't
minimize,
because
that's
where
you
build
trust
Trust,
is
about
relationships.
Trust
is
about
knowing
one
another
and
that's
what
we
do
best
here
at
the
local
level,
because
we
humanize
the
experience.
C
It's
that
civic
engagement,
that
is
so
important
and
it
is
I,
think
one
of
the
primary
responsibilities
of
local
officials
and
our
appointed
officials
to
be
engaged
with
our
citizens
and
our
businesses
humanize
that
experience
so
that
the
trust
is
built
because
Trust
isn't
built
and
a
piece
of
paper.
Trust
is
built
by
you
getting
to
know
who
the
people
are,
who
you
elect
to
make
decisions
or
who
are
appointed
to
deliver
the
services.
So.
B
One
of
the
forces
in
here
is
citizen
engagement.
What
you
just
referenced
and
I
think
when
you
were
back
in
1994.
This
thing
called
email
was
just
starting
right
and
so
a
lot
of
residents
commuted
by
a
letter
that
they
would
send
in
and
the
expectation
was
that
you
know
sometimes
seven
to
ten
days
later,
they
might
get
a
letter
back
or
phone
call
right.
Things
have
changed
with
technology
as
a
driver.
B
C
Okay,
I'm
on
Twitter
I'm,
on
Facebook
and
and
I
also
push
out
a
lot
of
information.
Why?
Because
people
are
hungry
today?
This
is
one
of
the
trends
it's
about
information,
so
people
call
talk
about
feeding
the
beast
I
like
to
control.
My
information
I
want
to
make
sure
that
I'm
controlling
the
voice,
that's
coming
out
of
City
Hall.
What
are
we
doing?
C
Not
someone
else
interpreting
that
message
for
us,
because
let
me
tell
you
it
does
get
interpreted
and
there
is
always
something
that
is
missing:
translation,
so
Jaime
you
to
ask
the
question
about
emails.
One
of
the
things
that
I
have-
and
we
have
in
terms
of
a
policy
within
City
Hall-
is
that
we
get
back
to
everyone
within
24
hours
or
sooner
so
I.
C
Do
that
even
if
I
don't
know
if
there's
a
complaint,
I
respond
to
the
email
and
say
and
then
I
copy
the
staff
people
who
are
in
that
domain
and
I,
say
they're
going
to
get
back
to
you
they're
going
to
copy
me
so
that
I
know
what's
going
on
as
well.
So
it
is
about
managing
information,
but
it
also
is
about
respect.
It's
about
respect
that
that
person
in
this
day
and
age
is
wanting
information
and
they
want
it
now.
C
But
you
also
need
to
understand
when
you
read
an
email
and
there's
a
lot
of
anger
in
that
email,
let
it
pause
for
a
while
as
someone
who
was
in
the
field
of
psychology
and
one
area
in
one
time
of
my
life,
let
the
emotions
settle
before
you
respond
and
then
you
respond
but
respond
in
a
positive
way
and
don't
address
all
of
the
anger.
That's
coming!
C
B
It's
a
good
point
to
transition,
so
thank
you.
We're
gonna
hold
some
of
those
thoughts
and
come
back
to
them.
So
talking
about
technology.
I
think
Chris
is
a
natural
to
step
in
here
and
now
you
look
at
these
trends.
You
see
what's
coming
in
the
future,
it's
critical
to
your
business
planning
and
the
success
of
the.
E
F
So
I
think
that,
to
start
with
is
that
technology
is
one
of
the
things
that
is
fundamental
to
human
nature,
so
you've
seen
this
and
technology
has
been
the
tool
for
humanity
ever
since
we
picked
up
a
stick
and
made
it
into
a
spear
and
then
the
plow,
and
then
the
printing
play
printing
press
right
and
understanding
the
fundamental
drivers
of
what
technology
does
for
Humanity
kind
of
gives
you
a
perspective
of
what's
happened
today.
Technology
is
there
to
make
our
lives
easier
and
give
us
more
time
and
more
convenience
and
reduce
uncertainty.
F
That's
all
it
is.
When
I,
when
I
first
made
fire
as
a
human,
it
was
there
to
make
sure
that
I
got
rid
of
the
uncertainty
of
making
it
through
the
night
and
today
Amazon.
It
is
to
get
rid
of
the
uncertainty
that
that
pair
of
socks
that
I
couldn't
find
a
target
showed
up
tomorrow
and
give
me
some
more
time
so
understanding
it's
that
fundamental
fundamental
part
of
humanity
right
and
in
the
past
10
years,
we've
seen
a
monumental
shift
10
years
ago.
Actually
an
8
and
a
half.
Now
the
first
iPhone
came
out.
F
That
was
just
8
years
ago,
so
imagine,
20
years
from
now,
I
mean
they
just
released
the
iPhone,
X
and
believe
it
or
not.
All
the
competitors
for
Apple
had
already
beat
them
to
all
those
features.
Look,
we
have
a
screen,
that's
the
entire
thing.
Yep
Samsung
did
that
two
years
ago.
Right,
so
technology
is
evolving
and
expanding
very
rapidly
and
what's
happening
is
we
have
digital
citizens?
Some
of
us
are
digital
immigrants
who
grew
up
didn't
have
emails.
F
Had
my
first
computer
issued
to
me
by
the
United
States
Navy
when
I
was
19,
some
of
us
have
children
who
didn't
know
anything
other
than
how
to
work
an
iPhone,
and
they
were
born
into
this,
we're
all
but
we're
all
digital
citizens,
and
so
it's
not
going
away.
So
that's
another
fundamental
thing
you
can't
avoid
it
change
is
happening.
F
It's
coming
whether
you
wanted
to
or
not
so
that's
a
really
important
thing
to
understand
as
well,
but
what's
happening,
especially
with
mobile
and
the
way
Wireless
is
going
on,
and
what
you
see
in
technology
is
we're
moving
into
what's
called
a
shared
economy.
Now,
the
fundamental
core
of
that
is
trust
is
moving
from
institutions
into
individuals
and
the
technology
that
you're
seeing
is
more
of
a
facilitation
platform
than
that
sort
of
ivory
tower.
Think
of
it.
This
way.
F
Here's
a
couple
examples
you
have
uber
right
now:
uber
gives
1
million
rides
per
day
before
Oberer.
It
was
yellow
cab,
right,
very
sort
of
called,
don't
know
who
I'm
getting
now
with
uber
I
can
see
that
Tony,
who
has
a
four
and
a
half
star
rating,
is
coming
to
pick
me
up
in
his
Nissan
Pathfinder
and
here's
what
his
license
plate
is
and
here's
what
his
picture
and
by
the
way,
here's
some
of
the
topics
like
it
becomes
a
human
experience
right.
F
So
that's
another
core
factor
is
that
humanization,
which
the
mayor
touched
on
Yelp
Glassdoor.
If
someone
would
have
told
me
that
I
would
be
using
people's
anonymous
feedback
on
employers
and
even
the
government
at
ten
years
ago,
I've
been
like
what,
but
today
Glassdoor
is
actually
a
huge
driver
right,
tinder,
another
location
of
example.
Now
tender
is
one
of
those
things
that
gets
a
really
weird,
really
weird
kind
of
rep.
It
sounds
like,
oh,
my
god,
is
this
terrible
swipe
left
swipe
right
date.
F
The
number
of
people
who
are
connecting
and
that
it
was
the
intent
of
having
a
meaningful
relationship
is
almost
half
now,
that's
not
what
the
rep
is,
but
what
it
also
does
is
speaks
to
the
facilitation
it
speaks
to
that
humanization
people
are
trusting
strangers
instead
of
trusting
institutions,
and
you
can
see
what,
where
that's
happening,
Equifax
here's
this
huge
ivory
tower
this
massive
institution
that
we've
been
trusting
all
of
our
most
critical
private
data
to
and
they
had
a
security
breach
that
they
knew
about
two
months
before
they
fixed
it.
I
mean
that's.
F
If
you
guys
didn't
know
that
just
came
out,
they
knew
that
there
was
a
vulnerability
for
months
and
they
got
in
there,
and
so
that
is.
Another
thing
is
what
you're,
seeing
with
technology
is
you're
breaking
down
the
centralized
institutions
into
decentralized,
democratized
and
facilitated
economy,
the
shared
economy
right,
even
blockchain,
which
a
lot
of
people
look
at,
go
blockchain.
F
Blockchain
is
something
that
will
allow
you
to
go
direct
to
consumer
and
get
a
hundred
percent
of
your
profits
by
how
that
works.
It's
the
underlying
technology
that
that
comes
in
it's
sort
of
like
the
cloud.
It's
like
the
internet,
it's
right!
Now,
it's
a
bit
of
a
that's
the
trend.
That's
coming!
It'll
it'll!
Do
things
like
escrow?
F
How
many
people
here
have
bought
a
house
and
been
sort
of
flustered
by
the
amazing
amount
of
contractual
things
that
you
have
to
read
and
understand
it
didn't
really
read
and
understand,
as
you
were,
signing
hundreds
of
thousands
of
dollar
way
on
a
home
that
you
actually,
if
you
think
about
it,
spent
less
than
an
hour
in
before
you
bought
it.
I
mean
how
many
people
here
when
you
looked
at
your
house
and
bought
it
spent
several
hours
poking
around
it
and
how
many
people
did
a
couple
quick
walkthroughs.
It
spent
hundred
thousand
dollars.
F
But
when
you
look
at
that
transaction
for
the
contract,
blockchain
is
going
to
pull
a
lot
of
that
stuff
out.
It's
going
to
get
rid
of
the
intermediaries
and
that
shared
economy
is
really
fundamentally
going
to
change
the
business
landscape
in
communities
right
that
in
the
year
2017
15
million
people
will
cut
the
cord.
15
million
people
will
cancel
their
cable
and
dish
subscriptions
this
year
next
year,
20
million.
Now,
if
you're
Comcast,
what
you're
thinking
is?
F
Oh,
my
god,
10%
of
the
entire
population
that
consumes
my
service
is
quitting
next
year,
because
there's
a
roughly
200
million,
cable
and
Dish
subscribers
in
the
country
so
on
the
outside.
You
lights,
also
big
numbers,
but
if
you're
Comcast
and
the
other
providers
you're
like.
Oh,
my
god,
literally
ten
percent
of
my
customers
are
going
away
and
they're
going
to
subscription
services
where
there's
a
company
like
Netflix
that
is
facilitating
their
on-demand
consumption
of
media.
Now
that
that's
not
to
say,
oh,
my
god,
it's
this
shared
economy
is
bad
for
everywhere.
F
F
They
can,
they
will
go.
They
will
squirt
out
of
that
and
go
find
that
service
because
they
like
it
better
anyway.
So
the
key
is
to
play
to
win
in
government
and
business
not
to
play
not
to
lose
regulating
technology,
and
innovation
just
means
that
those
companies
will
move
across
the
border
to
South
South
Dakota,
where
there
is
no
income
tax
and
those
private
business
can
do
that
and
they're
facilitating
and
they're
moving
the
frame.
So
that's
another
important
aspect
is
the
mobility
I?
F
It
can
still
hire
and
use
that
talent
right
and
so
that
shared
economy
and
that
mobility
is
really
really
important
to
understand.
Because
one
of
the
fallacies
is
with
the
institutions
and
government
is
that
you
can
control
it,
that
you
can
regulate
it,
that
you
can
slap
a
tax
on
it.
It'll
change,
behaviors,
yeah,
it'll
change,
behaviors
those
companies
will
move
they'll
flow.
The
people
will
move
they'll
flow.
You
have
to
be
a
gravity
center.
You
can't
be
a
controlling
institution
and,
as
technology's
come
up,
it's
that's.
F
What's
going
to
continue
to
drive
that
it's
going
to
become
more
mobile,
look
at
micro
grids.
Look
at
all
of
those
different
things
right
now.
Most
electrical
companies
don't
have
to
worry
about
you
saying:
hey
I,
don't
want
to
take
your
services,
but
20
years
from
now,
when
you
have
micro
grids
and
solar
technology
and
different
things
like
that,
people
may
be
dropping
off
that.
So
it's
just
understanding
that,
as
that
technology
goes,
people
are
going
to
be
going
for
independence,
etc.
And
the
other
interesting
thing
is
data.
F
Equifax
is
a
great
example,
but
this
shared
economy
and
blockchain
everything
else.
One
of
the
things
that
you're
going
to
see
is
people
are
going
to
start
hoarding,
collecting
and
monetizing
their
own
data.
It
isn't
going
to
be
the
way
it
is
today
where
people
can
create
a
digital
clone
of
you
right
now.
There's
a
digital
clone
of
every
single
person
in
this
room.
F
Everything
that
you've
googled
everything
that
you're
trying
to
transmit
it
via
Apple
your
smartphone,
everything
that
every
credit
card
transaction
you've
done
has
been
collected
into
a
digital
clone
of
you
that
is
being
used
to
market.
It's,
why
your
Facebook
Ads
pop
up
the
way
that
they
do
all
right.
Some
of
us
get
way
different
ads
the
other
ones,
because
our
digital
clones
are
looking
at
different
things.
That
technology,
our
personal
information,
which
is
one
of
the
few
rights
that
we
really
have
is
gonna,
start
to
lock
down
all
right.
F
So
that's
the
kind
of
stuff
that
you're
gonna
see.
Also
the
shared
economy
is
that
sort
of
technology's
gonna
become
more
personal
and
more
private.
You
know,
but
on
the
flip
side,
it's
also
super
interesting
because
technology,
when
humanizing
as
the
Expediency
twenty
years
ago,
everybody
in
this
room
and
the
common
sentiment
was
I.
Don't
want
the
government
to
wiretap
me
I,
wonder
if
somebody's
listening
and
today
we
go
out
and
buy
Alexa
and
we
stick
it
in
our
living
room
and
we
we
just
go
ahead
and
talk
to
it.
F
Samsung
Smart,
TVs
right
they
those
listen
to
your
ambient
conversations,
record
them
and
sort
them
form
filtering
talking
about
your
digital
clone
and
there's
funny
consequences,
because
people
will
point
this
out.
The
I
know
I'm,
not
sure
too
many
of
you
are
South
Park
fans,
but
their
premiere
a
two
nights
ago.
They
actually
trolled
the
entire
country,
they
a
gave,
they
were
saying:
Alexa
set
the
alarm
for
7:00
a.m.
and
so
thousands
and
thousands
of
people
had
Alexa
and
their
smart
homes
set
alarms
for
7:00
a.m.
F
and
they
also
did
some
other
untoward
things
that
I'm
not
going
to
mention
in
this
forum,
but
that's
an
interesting
thing
in
terms
of
technology
and
how
its
flowing,
how
it's
moving
and
it's
becoming
omnipresent
and
again
the
driving
factors
are
going
to
be
decentralized,
that
democratized
and
that
facilitation
shared
economy,
and
that
is
key
to
local
government
and
key
to
businesses.
You
cannot
play
to
lose
because
you
will
lose,
it
will
overcome
you
and
they've.
Just
it's
gonna
happen.
So.
D
B
Of
these
forces
is
behavioral
insights
right
and,
as
so
as
you,
as
you
start
to
talk
about
trusting
strangers
more
than
institutions,
and
you
know
the
way
that
things
are
being
decentralized
is
the
key
for
our
audience.
Members
to
really
start
looking
at
technology
as
a
way
to
understand
behavior
so
that
in
their
business
or
local
government,
that
the
we
have
good
a
good
look
into
what
people
want
more
than
we
have
in
the
past.
F
Yes,
it
no
I
think
from
the
yes
side
of
the
house.
One
other
thing
interesting
things
with
technology
is
a
very
human
thing
that
we've
seen
in
it
recently
is
everybody's
digital
experience.
Every
time
they
encounter
something
novel,
it
becomes
their
new
baseline
for
what
they
assume
is
good
right,
which
is
really
painful
for
people
who
aren't
evolving
quickly
and
where
you'll
be
able
to
see
is
you
can
see
some
of
those
trends
in
technology
in
terms
of
behavior?
F
But
again,
if
you
look
back
and
used
it
driving
human
factors
of
this,
is
we
want
to
reduce
uncertainty
in
this
case?
This
is
the
mayor
said:
provide
information
in
a
digestible
format,
so
shaping
your
digital
experience
in
your
technology
to
serve.
That
need
is
really
critically
important
to
drive
the
behavior
that
you
want
right.
It's
little
there's
little
things
right.
Here's
an
example:
if
you
are
a
hospital
website,
did
you
consider
that
some
people
who
come
to
your
Hospital
website
may
have
a
child
who
was
just
in
a
car
accident?
F
And
if
your
website
is
confusing,
how
is
that
person
going
to
process
your
information?
How
are
they
going
to
know
what
to
do
so?
If
you
look
at
from
the
government
perspective
to
your
point,
a
lot
of
people
who
contact
government
are
not
necessarily
in
a
happy
place.
Some
of
them
are
some
of
their
emerges
curious.
How
do
you
shape
that
experience
because
trying
to
see
behavioral
trends,
you
can
shape
that
with
your
own
technology
and
how
you
interface
and
how
you
feed
out
information
good.
B
All
right
so
we're
talking
about
people
and
how
they
behave,
but
also
understanding
the
shift
that's
occurring
in
this
country
gets
us
into
this
area
of
demographics.
John.
You
want
to
talk
about
how
that
factors
into
the
work
you're
doing
and
share
a
little
with
folks
about
where
you're
going
working
for
Colliers
I
would.
E
Love
to
thank
you
and
good
morning,
I
know
some
place.
I
have
a
high
school
math
teacher
and
a
college
statistician,
her
statistics,
teacher
who's,
rolling
and
laughter
thinking.
I'm
here
to
talk
about
demographics,
you
know
demographics,
the
demographics
really
means
it's
just
statistical
analysis
or
statistical
similarities
of
a
population.
I
can't
sit
here
and
I
can't
give
you
numbers.
I
can't
interpret
numbers.
I
can't
tell
you
where
the
next
generations
going
for
sure
I
think
we
know
what
I
can
share
with.
E
You
is
the
important
thing,
which
is:
how
does
a
statistical
portion
of
our
population
behave?
That's
all
I
can
react
to
in
in
real
estate
and
real
estate
that
doesn't
address
the
behavior
of
people
fails,
and
if
you
don't
change
you've,
you
will
fail.
You
need
to
accommodate
the
statistical
population
in
your
trade
area.
All
I
can
do
is
look
at
behavior
of
people.
I've
learned
over
time
that
I
can't
beat
the
facts.
I
could
have
Whole
Foods
do
a
deal
with
Whole,
Foods
and
say.
E
Let
me
bring
you
here
and
they
say
there
aren't
enough
people
there
that
appreciate
our
product
that
paid
for
our
product.
There's
not
enough
density
I
could
have
the
most
beautiful
sight,
perfect
access
and
so
on
and
I
try
to
shove,
Whole
Foods
in
there
they
won't
succeed.
The
facts
are
that
population
that
demographic,
that
trade
area
cannot
support
a
Whole,
Foods
I
can't
go
out
and
and
I've
we've
all
done.
This
in
my
business,
we've
said:
look
at
this
beautiful
residential
growth.
E
There's
a
couple
of
projects
underway
I'm
putting
a
center
here
because
look
at
all
the
population
growth,
it's
real,
easy
to
overestimate
population
growth.
You
really
need
in
real
estate,
which
probably
applies
to
most
of
your
businesses.
You
need
it
in
place.
You
need
density!
You
need
enough
people
to
support
my
stores.
You
need
enough
people
to
come
and
consume
your
products
that
you're
selling
it's
real
hard
to
bet
on
the
come
and
say
I
know
it's
coming.
I
can
say
this
is
an
area
of
growth.
E
E
I
accessibility
can
overcome
a
lot
in
real
estate.
For
instance,
I
can
have
a
trade
area,
that's
not
quite
as
strong
as
I
want,
but
I've
got.
494
I
could
have
a
trade
area
that
that
is
a
little
soft,
but
all
of
a
sudden
I've
got
the
light.
Rail
I've
got
accessibility.
People
can
get
there
on
the
flip
side
there.
It's
real
easy
too
many
times,
look
at
some
areas
and
think
boy.
This
is
what
wonderful,
really
great
demographics,
but
I've
got
natural
barriers.
I.
E
Think
many
of
our
businesses
have
natural
barriers,
but
Burnsville
is
a
natural
barrier.
It's
got
a
big
river
bloomington
shares
the
river
right.
South
Bloomington
has
got
wonderful,
demographics,
great
incomes,
great
homes,
high
ownership
of
homes.
You
know
wonderful
schools,
yet
it's
not
great
in
my
business
for
retail,
because
it's
got
the
Minnesota
River,
it
makes
it
a
hundred
and
eighty
degree
trade
area.
I
can
I
I
can't
get
people
from
the
south
which
is
Burnsville
because
they
can't
get
to
me
because
of
the
river
North
Towne
mall.
E
We
probably
some
of
us,
know
North
Towne
mall,
the
Mississippi
River
runs
right
along
North
Towne
mall,
despite
high
density.
That
trade
area
has
struggled
for
many
many
years.
You
can't
beat
it.
You
can't
change.
You
can't
put
in
the
most
wonderful
mall
at
North,
town,
mall
and
say
I'm
gonna
have
a
wonderful
performing
mall,
because
the
river
is
there
and
it
cuts
it
off.
You
can't
beat
the
facts:
North
all
mall
has
struggled
for
years
and
years
and
years
and
all
of
a
sudden,
a
better
trade
area
to
the
north
took
over.
E
This
is
a
wonderful
story
for
us
here
in
Bloomington.
Show
patience
with
my
assets
probably
applies
to
many
our
businesses
there's
times
to
be
patient
and
let
the
anger,
calm,
right
and
and
think
about
what's
happening.
We
have
a
property
in
Bloomington
at
494,
in
France,
for
14
and
a
half
years.
We
didn't
have
one
day
of
one
square
foot
of
vacancy,
wondering
you
know
494
in
France
retail.
Everybody
knows
it
right,
180,000
cars
going
by
France
having
a
new
bridge,
expanded
daytime
population,
everything
my
business
needs
in
14
months.
E
2009-2010
post
crash
Circuit,
City,
comp,
USA
office
depot,
they'll,
left
and
all
I
had
left
was
I
had
15%
occupied
by
Michael
stores.
This
is
a
center
that
it's
funny
everybody
thinks
it's
any
diner,
because
it's
on
the
north
side
of
494,
it's
actually
in
Bloomington.
So
this
was
our
center
and
even
staples
wasn't
there
at
the
time.
This
is
what
we
had.
E
Everything
was
closed
and
it's
2009
2010
everybody's
ready
to
slit
their
wrists
and
retail
and
commercial
real
estate
and,
of
course,
I
get
the
indoor
go-karts
that
want
to
come
to
a
deal
long-term
lease
I
get
Big
Lots
wants
to
come
to
a
deal
at
494
in
France,
smart.
You
know
why
they
came
because
they
knew
I
had
tons
of
vacancy,
maybe
I'm
desperate,
maybe
I'll
do
a
deal
with
someone
that
doesn't
really
belong
there.
We
were
fortunate
that
we
had
a
financial
and
a
capital
structure
where
we
weren't
desperate.
E
We
were
patient
and
we
sat
back
and
we
said
you
know,
Bloomington
is
a
wonderful
community.
494
in
Frances
is
wonderful
and
rather
than
panic,
we
waited
and
we
ended
up
within
about
24
months.
We
ended
up
with
a
fully
occupied
center
boy
I'm,
having
trouble
here
funny
to
point
this
something
there
we
go
so
here's
what
we
had.
We
had
several
vacancies
leaving.
It
was
ugly
and
all
of
a
sudden
in
by
2014
we
had
this
wonderful
redeveloped
Center.
We
showed
patients,
we
trusted
our
demographics.
We
trusted
the
trade
area.
E
We
ended
up
with
tenants
that
we
couldn't
accommodate
when
we
were
fully
occupied,
and
one
thing
we
learned
is
at
least
in
our
business.
Sometimes
you
need
a
little
bit
of
failure
for
the
good
things
to
happen.
We
couldn't
accommodate
Trader,
Joe's
and
total
line
to
tenants
that
make
our
center.
We
didn't
have
space
for
all
of
a
sudden.
We
had
vacancy,
they
started
to
say
the
economy's
getting
better
and
we
end
up
with
his
wonderful
center
because
we
trusted
demographics.
E
I
can
tell
you
this
if
this
Center
was
in
a
different
trade
area
in
the
Twin
Cities
that
wasn't
as
desirable
that
maybe
didn't
have
the
strength
of
a
Bloomington,
Edina,
Eden,
Prairie
trade
area,
I,
probably
would
have
done
a
Big
Lots
deal.
I
would
have
said.
You
know
what
that's
what
I
can
get
I
would
have
done.
It.
E
We
constantly
review
our
assets,
we
don't
fall
in
love
with
them
and
there's
there's
very
important
elements
of
our
business
that
that
sometimes
you
got
to
stop
running
around
and
get
off
the
rat
race
and
sit
back
and
think
and
try
to
analyze
a
couple
things
I've
learned
on
some
transactions.
Employees
desires,
there's
in
Chris's
business,
there's
a
very
close
friend
of
mine
who
has
a
software
company.
E
He
was
in
Normandale
Lakes
here
in
Bloomington,
beautiful
one
of
the
most
beautiful
spaces
I've
ever
been
in
and
had
a
tough
time
getting
employees
and
he's
all
about
young
programmers
and
these
young
programmers.
They
want
to
work
16
hours
on
Monday
and
0
on
Friday
and
they
want
to
work
from
home
and
they
want
to
do
this
and
that's
that's
the
core
of
his
business
and
he
had
the
most
beautiful
office.
Space
and
I
was
over.
That's
a
mark.
This
place
is
great
and
he
says
I
got
a
move.
E
You
know
he
lives
out
in
Shorewood
he's
the
CEO,
his
c-suite
staff
all
lives
in
Bloomington
and
Eden
Prairie.
He
said
we
have
to
move,
they
move
down
to
the
North
Loop
and
he
moved
down
there
because
that's
where
his
business
could
get
the
talent,
because
that's
where
the
talent
wants
to
live
and
the
talent
wants
spaces
with
concrete-
and
you
know-
and
here
we're
all
building
these
beautiful
spaces
with
marble
and
wood
and
beautiful
carpet.
They
don't
want
it.
E
I
want
it
so
I'm,
56
years
old,
right
and
I
want
it,
but
you
know
what
our
clients
don't
and
it's
so
easy
to
keep
building
the
granite
in
the
marble
and
all
this
and
you
find
out
that
the
smart
guy,
my
buddy
mark,
says
Johnny
I
can't
use
this.
My
business
can't
do
this
I
need
to
move
on,
and
so
that's
why?
When
I
say
you
know
the
demographics,
that's
that
really
a
demographic
of
a
population.
That's
a
demographic
of
employer,
but
I
can't
beat
what
the
facts
are.
I
can't
change
it.
E
I
can't
do
what
I
want
and
think
it's
gonna
work
I
got
to
do
what
the
market
wants.
What
my
friend
was
another
perfect
example,
is
you
know,
what's
the
image?
What's
the
desire?
I
have
a
tenant
in
Brooklyn
Center,
it's
a
completely
different
demographic
than
here.
It's
dense,
it's
more
of
a
minority
population.
The
retail
markets
significantly
more
difficult.
There
I've
got
an
old
building
there,
it's
got
KNG
menswear
and
it's
a
Division
of
Men's
Wearhouse
and
it's
their
lower
end.
E
You
know
a
little
bit
more
minority
based
they
do
wonderfully
and
I
own
the
building.
So
their
lease
goes
10
years,
I
grew
up
and
I
meet
them
and
I
say
guys.
You
want
to
renew,
they
will
so
we'd
love
to
renew
and
the
tile
is
falling
apart.
Literally,
the
counter
is
old
Formica,
where
you
know
they
all
the
edges
come
off.
They
have
duct
tape,
holding
the
front
edge
of
the
Formica
on
the
countertop
and
I
said.
You
know
guys
when
we
renew.
Why
don't
I
give
you
some
money.
E
You
sign
a
10-year
lease
I.
Can
finance
part
of
this
I'll?
Give
you
some
money
to
renovate
your
store.
Let's
clean
this
up,
it
was
in
tough
shape.
You
know
the
bathrooms
were
bad
everything
and
they
looked
at
me
and
they
said
no
way.
We
can't
and
I
said
you
gotta,
be
kidding
me.
They
said
if
we
put
a
piece
of
Cambria
on
that
countertop,
our
customers
think
we're
charging
them
too
much.
E
We
don't
want
it,
they
said,
take
it
off
the
rent,
they
said.
Whatever
money,
you
would
give
us
on
a
normal
renewal.
Please
take
it
off
her
aunt
Lou.
You
move
our
costs
down.
Let
us
make
our
product
affordable,
they
said
we
do
really
well
here
because
everybody
walks
in
and
they
think
this
is
a
value
and
the
image
is,
if
you
make
it
better
stuffs
expensive
in
here,
they
didn't
want
to
become
Nordstrom
Rack.
They
didn't
want
to
become
Macy's.
They
want
it
to
be
the
bargain.
That's
the
image
they
wanted
to
portray
John.
D
B
Your
customers,
many
of
them,
are
looking
ahead
understanding,
generational
attitudes,
understanding
the
relationship
of
buying
power.
One
of
these
trends
is
elder
expense
and
the
fact
that
we
have
an
aging
population
here
and
how
much
that
competes
with
the
buying
power
for
retail.
How
much
are
you
having
to
forecast
now
into
the
future
to
figure
this
out,
as
opposed
to
in
the
past,
just
being
responsive
to
you
know
what
what
your
clients
wanted
to
do?
I
met.
E
You
in
the
middle
of
it
right
now
we
you
know
the
aging
population,
the
statistics
state,
they
spend
less
as
they
retire,
they
might
help
their
kids,
they
might
help
grandkids
spend
more,
but
the
actual
retired
and
the
aging
population
spends
a
little
less.
They
spend
it
differently.
I'll,
give
you
a
perfect
example
of
some
consumer
behavior.
We
have
a
property
in
White,
Bear,
Lake,
that's
next
to
35e,
Centerville
Road,
very
busy
road
hard
to
cross
next
to
McDonald's
of
log
means
it's.
E
It
doesn't
feel
sexy
for
senior
housing
and
I
went
to
senior
housing
project.
That's
on
this
beautiful
park.
You
can
in
a
block
here
at
this
beautiful
lake.
There's
nobody
around
it
and
there's
birds
and
deer
and
just
stunningly
beautiful
right
and
my
first
thought
was:
you
know.
Some
people
would
approach
us
to
say.
I'd
like
to
put
senior
housing
on
your
site
and
white.
Bear
and
I
said.
How
do
you
compete
with
that?
And
they
said
that's
50%
occupied.
They
don't
want
to
live
in
the
park.
E
They
want
to
live
in
the
action
and
I
was
shocked,
and
so
here's
this
these
people
that
are
putting
30
million
dollars
into
senior
housing
that
understand
their
client
that
understand
this
aging
population.
You
know
what
they
want
to
be
able
to
walk
to
McDonald's
and
have
a
dollar
cup
of
coffee.
They
want
to
walk
across
this
very
busy
street
and
go
to
Cub
Foods.
They
want
to
be
in
the
middle
of
action.
They
love
Walgreens
prescriptions.
It's
it's
literally
a
block
we're
now.
E
Surprisingly,
it's
kind
of
wonderful
for
them,
we're
putting
in
a
LUNs
store,
Lunz
and
Byerly's
on
our
site.
I've,
never
seen
a
population
in
this.
This
retirement
community
so
excited
they're,
gonna,
literally,
walk
out
their
front
door,
short
sidewalk,
the
convenor
loans
and
Byerly's.
They
can't
wait,
there's
freeway,
there's
billboards!
There's
these
and
I
thought
no
way.
Would
you
put
senior
housing
here,
but
that's
what
the
seniors
want.
I
didn't
know
that
I
had
to
learn.
It
I
had
to
understand
it.
E
The
other
thing
we
should
mention
is
is
I
was
going
to
go
back
here
to
one
of
these
slides
previous
look
at
the
parking.
That's
on
this,
this
is
a
traditional
shopping
center
right.
Look
at
how
much
parking
we
have.
Generally,
these
sites,
25%
building
area,
75%,
landscape
and
parking
is
probably
two-thirds
of
the
site
is
parking.
This
driverless
car
thing
is
real
Tesla
right
now,
if
you
go,
if
you
go
to
a
Tesla,
do
their
showroom
here,
they
will
tell
you
the
driverless
function,
other
than
on
the
freeway
is
turned
off.
E
You
know
that
means
it's
there.
Okay
and
it's
a
software
update
that
comes
to
these
cars
and
says
when
the
software's
good
and
the
government
says.
Yes,
it's
ready
to
go.
Can
you
imagine
what
happens
in
a
shopping
center?
If
there's
driverless
cars
that
they
park
two
inches
apart,
my
Center
could
send
out
a
notice
that
all
these
driverless
cars
would
get.
We
could
say:
here's
where
you
park,
when
your
owner
of
your
vehicles,
in
the
store
that
you
know
where
they
go.
E
They
go
to
the
back
of
the
center
that
no
one
ever
parks
in
these
stalls,
because
it's
too
hard
to
walk
around.
They
go
to
the
most
inconvenient
stalls
in
your
Center
and
they
park
two
inches
apart
and
they
can
triple
Park
and
when
I
sit
a
button
on
my
phone
and
my
car
comes
the
two
cars
in
front
of
it.
Move
mine
pulls
out,
they
go
back
in
I.
Think
you
might
need
1/3
as
much
parking.
E
When
this
economy
goes
to
driverless
cars,
it's
gonna
happen,
Chris
I,
don't
you
think
it's
gonna
happen
and
we
need
to
design
and
build
for
that
and
what's
gonna
happen
is
I'm?
Gonna
have
a
lot
less
parking
and
I'm
gonna
have
the
good
site,
so
I'm
gonna
have
a
little
more
building
there
and
we
have
more
density,
more
tax
revenue.
E
B
I'm
gonna
I'm
gonna
pause
you
here,
John
and
I'm.
Gonna
turn
it
over
to
Tim,
who
is
gonna
talk
about
some
of
the
resource
trends,
but
especially
through
the
through
the
lens
of
sustainability.
Since
we
have
a
new
Commission,
it's
a
nice
opportunity
to
talk
about
what
we're
doing
there
and
then
how
it
fits
with
our
trends.
All.
G
G
So
every
time
I
talk
to
my
kids
or
or
think
about
them
being
in
relation
been
having
kids
I
think
about
what
kind
of
a
world
are
they
going
to
inherit
from
us,
and
it's
looking
pretty
grim
right
now:
I,
don't
this
is
not
gonna,
be
a
doomsday
speech,
but
I
think
you
know
from
a
trend
perspective,
it's
it's
looking
pretty
grim
and
for
the
sustainability
Commission.
You
know.
Sustainability
means
lots
of
different
things.
Different
people,
I
was
out
talking
to
some
folks.
G
You
know
before
and
and
I
said
I'm
you
know,
chair
of
the
sustainability.
Commission
is
as
well
what
I
mean
by
sustainability.
So
for
us
we
have
four
areas
that
we
focus
on.
One
is,
you
know:
energy
climate
change,
solid
waste
is
the
second
one,
the
third
one
is
surface
and
groundwater
and
the
fourth
one
is
something
that
we
call
ecological
land
stewardship
was
which
is
especially
important
for
Bloomington
Bloomington
because
of
the
whole
River
Valley
that
we
have
here
and
the
condition
of
that
wilderness.
G
G
Things
are
in
pretty
rough
shape,
I
think
about
the
people
in
Houston
and
Florida
and
Florida,
especially
near
and
dear
to
my
heart,
because
we
have
a
vacation
home
there
on
a
small
barrier,
island
off
the
coast
of
Fort
Myers
and
last
weekend
was
sleepless
weekend
wondering
whether
our
home
was
going
to
be
there.
Fortunately,
for
us
we
dodged,
as
one
person
said,
we
dodged
a
cannon
because
you
know
mark
our
island
was
trashed
and
which
is
south
of
us
and
Fort
Myers
area
got
damaged
and
north
of
us
got
trashed.
G
We
suffered
very
little
damage
of
structural
damage,
so
we
considered
ourselves
to
be
very
lucky,
so
you
know
so
you
know
you
know.
Climate
change
predicts
that
we're
going
to
have
more
more
more
frequent
thousand-year
storms
500
year,
storms
hundred
year,
storms
and
you
know,
there's
you
know
a
lot
of
consequences
from
global
warmth
from
from
the
from
the
warming
temperature,
but
there's
also
there
are
also
opportunities
here
and
so
I
want
to
spend
just
a
couple
of
minutes.
G
Talking
about
you
know
and
and
I
kind
of
took
a
tact
here,
knowing
the
the
audience
to
take
a
look
at.
So
what's
in
Bloomington,
what's
going
to
happen,
what
are
the
trends
from
a
sustainability
standpoint
that
are
going
to
put
pressure
on
the
residents
and
especially
the
the
businesses
in
Bloomington
and
so
and
there
and
the
pressures
are
going
to
be
that
will
be
pressured
to
use
less
fossil
fuels?
G
You
know
more
renewables,
more
energy
conservation,
we're
going
to
be
pressured
to
reduce
the
amount
of
trash
that's
taken
to
a
landfill
or
to
a
garbage
burner,
we're
going
to
be
pressured
to
use
less
water
and
reduce
the
runoff
of
chemicals.
The
you
know
the
phosphates,
the
nitrates,
the
the
salt
into
into
the
watersheds
and
we're
going
to
pressure
to
move
to
more
natural
types
of
of
landscaping.
G
So
there's
going
to
be
a
special
focus
on
businesses
for
this
because
from
a
sustainability
standpoint,
businesses
are
a
target
rich
or
a
target:
rich
environment,
for
example,
the
business
sector
within
Bloomington
uses
much
more
energy
and
thereby
emits
much
more
carbon
than
the
residential
such
sector
does.
Recycling
participation
for
residential
is
pretty
high.
Eighty.
Ninety
percent
for
commercial
about
20
businesses
are
major
uses
of
water
to
water.
These.
G
These
vast
landscapes
that
that
surround
businesses
in
the
summertime
and
which
contributes
to
a
declining
aquifer
that
we
sit
on
top
of
and
businesses
account
for
a
disproportionate
share
of
fertilizer
and
salt
that
ends
up
in
in
our
watershed.
So
you
know
the
federal
government,
the
state
government
city
governments,
county
governments,
are
be
putting
a
lot
more
pressure
on
all
of
us
to
be
sustainable
and
in
many
cases
it's
going
to
be
a
lot
easier
to
change
the
behavior
of
4,000
businesses
than
it
is
to
change
the
behavior
of
85,000
residents.
G
G
In
fact,
you
know
a
recent
Business
Survey
of
companies
that
have
sustainability
programs
reported
that
over
70%
of
the
respondents
who
have
such
a
program
reported
that
they're
saving
money
because
of
their
sustainability
program.
So
they're
not
doing
it,
you
know
they're
not
doing
it
just
because
it's
the
right
thing
to
do.
They're
doing
it,
because
there's
a
good
business
reason
to
be
doing.
G
It,
of
course,
need
to
be
a
fairly
large
business
to
have
a
sustainability
program,
but
you
don't
need
a
sustainability
program
to
see
the
savings
from
being
more
sustainable,
so,
for
example,
solid
waste.
So
the
pressure
here
right
is
that
the
state
and
county
government
agencies
have
a
huge
desire
to
reduce
the
amount
of
solid
waste.
That's
going
into
landfills
in
the
burner
here
in
the
in
the
metro
area,
because
that
leads
to
you
know:
groundwater
contamination.
G
It
leads
to
air
pollution
release
of
methane,
which
is
a
you
know,
a
very
potent
greenhouse
gas
into
the
into
the
atmosphere.
So
there's
a
as
a
result,
there's
a
huge
push
to
increase
modern
recycling,
both
regular
kind
of
recycling
as
well
as
organic
recycling.
So
you
may
not
be
aware
of
this,
but
there
actually
is
a
Minnesota
state
statute
that
requires
all
businesses
to
have
a
recycling
program
and
Hennepin
County
is
pushing
really
hard
to
increase
recycling
rates.
G
So
it's
likely
that
at
some
point
in
the
not-too-distant
future,
Hennepin
County
is
going
to
be
pushing
cities
to
enforce
the
state
statute.
However,
instituting
recycling
program
can
actually
save
businesses
some
money.
If
you
take
a
look
at
at
a
business's
trash
bill,
there
is
between
the
state
tax
and
the
county
tax
that
a
that
is
thirty
one
and
a
half
percent
of
that
rate
is
thirty
one
and
a
half
percent
for
recycling
zero.
G
Businesses
are
likely
to
start
seeing
more
and
more
pressure
from
the
state
government
from
county
government
from
from
the
cities
to
reduce
their
reliance
on
fossil
fuel.
For
example,
the
city
of
Bloomington
has
an
ordinance
pending
that
wants
to
new
standards
for
parking
lot
lights
that
can
only
be
realistically
met
using
LED
lighting.
G
G
Quality
bike
products
here
in
Bloomington
installed
solar
panels
on
their
roof,
expecting
to
see
a
10
to
12
year
payback.
They
also
retrofitted
their
parking
lot
lights,
with
LED,
expecting
a
seven-year
payback
on
lights
that
will
last
30
years
or
more
so,
and
because
of
the
reduce
cost
of
LED
lights.
G
Today,
the
typical
payback
period
is
about
five
years
so
and
for
businesses
unable
to
solar
pannels
sign
up
for
a
solar
garden,
which
has
no
upfront
cost,
can
save
them
around
five
percent
and
then
an
electrical
bill
so
and
finally,
groundwater
for
those
of
you
that
own
land
and
and
have
a
lot
of
grass
to
maintain
you
know
from
a
groundwater
perspective.
Bloomington
has
plenty
of
groundwater
to
draw
from
from
two
reasons.
G
One
is
because
it
buys
half
of
its
water
or
over
half
its
water
from
the
city
of
Minneapolis,
and
also
because
the
aquifer
that
sits
below
Bloomington
is
in
pretty
good
shape
because,
as
I've
talked
to
the
water
folks,
here,
it's
kind
of
a
valley
and
all
the
water
from
the
aquifer
kind
of
collects
in
the
valley.
So
you
know
we're
in
pretty
good
shape
here
in
Bloomington.
G
However,
the
other
cities
drawing
for
that
st.
aquifer
are
not
so
lucky
and
it
is
unlikely
that
in
the
long
term,
at
the
current
rate
of
which
water
is
being
drawn
from
the
aquifer,
it's
is
sustainable
and
it's
going
to
run
dry.
If
not
some,
if
something
that's
not
done,
and
it's
likely
that
the
Met
Council
is
going
to
step
in
at
some
point
and
take
action
which
would
probably
require
higher
water
bills
and
watering
restrictions.
G
You
know
it
never
ceases
to
amaze
me
excuse
me
we're
coming
from
a
cold
here
that
when
I
Drive
around
the
summer
in
the
rain-
and
there
are
sprinkling
systems
that
are
chugging
away-
you
know
a
moisture
sensor.
Would
probably
you
know
the
payback
is
probably
a
summer
or
even
better,
convert
that
all
that
grass
to
Prairie
planning.
It
doesn't
cost
that
much,
and
you
only
have
to
mow
it
once
or
twice
a
year
and
there's
no
irrigation
required,
so
I
don't
want
to
be
I,
don't
want
to
be
too
poly
Ani
about
this.
G
You
know
about
these
potential
opportunities.
I
know
from
personal
experience
that
business
as
a
business
owner,
one
of
the
biggest
cost,
is
opportunity
costs.
You
know
every
day.
The
first
order
of
business
is
making
sure
that
the
business
is
running
well
today
and
there
are
innumerable
opportunities
for
how
to
better
things
in
the
business
to
choose
from
so
and
there's
also
the
challenge
of
cash
flow.
G
Many
of
these
opportunities
I
talked
about
LED
lights
and
and
and
solar
panels,
and
you
know
those
sorts
of
things
those
require
upfront
capital
investment
so
that
in
pay
impacts,
you
know
cash
flow.
So
what
I
believe
here
is
what
we
need
is
the
easy
button.
You
know
you
know
the
more
so
the
easy
button,
that's
kind
of
what
we
need
here
around
sustainability
to
help
businesses
take
advantage
of
some
of
these
opportunities
and,
by
extension,
help
us
become
more
sustainable.
G
So,
as
a
commission,
you
know
we're
looking
at
how
we
can
find
the
resources
and
money
to
assist
business
owners
with
making
it
easy
to
implement
sustainability
projects.
You
know,
like
you,
know,
energy
conservation,
implementing
recycling
programs.
You
know
converting
LED
lights,
parking
lot
lights.
You
know
prairie
gardens.
You
know
so
and
so
forth
and
those
resources
might
come
from
Hennepin
County
Xcel
Energy
is
here.
They
have
programs
for
small
businesses
and
Centerpoint
energies
here,
I
believe
they
have
the
same.
G
It
might
be
partnering
with
organizations
such
as
the
Center
for
energy
environment
that
can
do
free
energy
audits
for
for
small
businesses,
it
could
be
resources
from
the
city
or
even
from
volunteers
within
bloomington
who
have
expertise
that
they
can
land
to
a
small
business
owner
trying
to
figure
out,
for
example,
how
do
I
figure
out
whether
doing
a
recycling
program?
That's
going
to
make
sense
for
my
business.
B
Let
me
let
me
stop
you
there,
because
I
want
to
be
sensitive
time.
We're
gonna
go
about
five
minutes
over
for
this
segment.
I
want
to
give
the
audience
an
opportunity
to
ask
some
questions.
Diane.
Do
we
have
the
handheld
microphone
handy
somewhere?
If
not
I,
think
we
can
probably
hear
you
in
here
so
I'd
invite
questions
based
on
what
you've
heard
and
I've
got
one
ready
to
go
for
our
panelists
too.
If
nobody's,
jumping
up
right
away,
John
go
ahead.
D
There's
this
permanent
never-ending
tension
between
reacting
to
the
needs
of
the
present
versus
being
out
front
and
and
looking
ahead
and
planning
for
where
you
want
to
be
or
where
you
need
to
be
down
the
road
apiece.
How
do
you
balance?
How
do
you
prioritize
where's
your
emphasis?
How
do
you
determine
the
emphasis
between
the
now
and
the
the
future
and
I
think
it
applies
to
what
you
all
are
involved
in
30.
C
Thank
you
and
thank
you
for
the
question.
It's
a
great
question,
because
here's
what
we
need
to
do,
because
there
are
always
the
urgent
that
impacts
us
so,
for
instance,
a
storm.
That's
going
to
be
urgent
and
important.
My
hope
is
that
all
cities-
and
we
do
in
Burnsville-
have
a
fund
to
address
those
issues.
C
But
at
the
same
time
you
have
to
continue
with
the
daily
business
of
moving
forward
and
if
you
have
a
long
view,
you're
still
going
to
be
managing
that
strategic
direction
and
making
sure
that
you
have
the
patience
to
get
at
it
and
I'm
glad
that
John
talked
about
that,
because
a
lot
of
the
work
that
we
do
as
municipal
government
is
having
that
long.
You
to
look
to
the
future,
but
we're
not.
C
C
F
To
answer
that
question
I
think
most
relevantly
from
my
position.
It's
talent
rate
how
people
like,
and
so
what
we're
doing
is
the
today
is
we're
looking
for
as
many
talented
people
as
possible,
we're
expanding
the
horizons
of
work
from
home,
we're
looking
at
places
like
Phoenix,
because
it's
the
flyover
from
Silicon
Valley.
It's
the
next
bump
out
we're
looking
at
how
to
do
different
things
and
from
the
future-proofing.
F
That's
where
our
diversity,
inclusion
and
our
education
programs
come
in
the
nerdery
spun
off
a
company
called
prime
Academy,
which
is
a
12-week
code
camp,
because
the
idea
is
I,
don't
have
enough
technical,
technical
expertise
and
the
marketplace.
There's
a
war
for
talent,
Minnesota
unemployment
is
what's
like
three
three
and
a
half
percent
in
the
technology
space,
the
in
the
fields
I'm
looking
for
it's
under
half
a
percent,
so
the
average
turnover
in
companies
like
mine
is
between
30
and
50
percent
a
year.
So
you
can
just
imagine
what
that
does
to
my
operational
planning.
F
So
there's
get
into
fleshing
out
that
educational
program
and,
to
be
perfectly
honest,
not
waiting
for
the
four-year
institutions
to
figure
out
that
they're
25
years
behind
and
getting
people
into
functional
spaces
where
they're
they're
viable
on
day.
One
twelve
weeks
at
prime
makes
you
a
functionally
capable
engineer
that
can
provide
value
to
an
employer.
Bam
done
I,
don't
have
to
wait
four
years.
F
So
that's
how
we
look
at
the
long-term
future
and
if
you
look
around
technology,
companies
are
doing
that
and
MA
in
mass
they're,
not
waiting
for
traditional
institutions
to
catch
up
they're
starting
to
do
on
the
job
program,
training,
pair
programming
and
different
things
like
that.
So
that's
how
we,
you
know
we're
in
a
day-to-day
trench
war
for
talent
today,
but
what
we're
doing
is
with
other
partnerships
and
other
companies
is
trying
to
grow,
that
talent
so
trying
to
grow
that
future
talent
and
working
with
organizations
for
stem
in
education.
F
G
I
think
that
that
we
all
need
to
think
about
this
from
a
business
perspective.
You
know
the
short
term
is
what's
happening
today.
We
need
to
make
sure
that
we're
focused
on
today,
but
at
the
same
time,
all
businesses,
whether
its
formal
or
reactionary,
are
thinking
about
the
future
they're.
Looking
at
the
trends
and
and
for
city
government.
That
means
we
got
the
current
plan.
G
You
know
going
on
right
now
where
we
have
to
look
10
years
out,
and
we
need
to
think
very
carefully
about
what's
in
that
comp
plan
to
make
sure
that
we're
focused
on
the
right
issues,
we've
got
the
resources
set
up
to
address
those
issues
that
are
that
are
most
critical
and
even
you
know
from
you
know,
from
a
sustainability
standpoint.
What
can
we
do
right
now?
What
are
what
are
the
things
that
are
harder?
G
B
E
Love
what
the
mayor
opened
with
it
she's
at
the
end
of
the
food
chain.
That's
us!
Here's
our
problem.
We
build
a
building
that
can
last
for
70
years,
whether
it's
office,
industrial
retail
you,
but
you
change
and
I'm
one
of
you,
my
behavior
changes
as
a
consumer.
My
tenant
reacts
to
that
and
now
that
my
tenant
says
does
the
building
that
mr.
Johanson
built
for
me
work
anymore
or
not.
E
Two
hundred
thousand
feet
is
a
super
Walmart
today
now
there's
a
trend
back
away
from
the
great
big
boxes,
a
little
bit
the
national
chain,
restaurants,
you
know
the
casual
dining
restaurants,
the
chilies
and
Applebee's
they're
in
trouble
everybody's
going
to
the
tavern,
which
is
owned
by
some
local
guys,
we're
going
to
casual
dining
but
locally
owned.
We
don't
like
the
big
chains
that
our
stock
firms
anymore,
my
buildings,
need
to
nominate
people
and
there's
there's
some
things.
I
can
do
that.
I've
learned
that
and
I'm
constantly
looking.
What
do
I
need
to
do.
E
You
know
we
used
to
have
buildings
and
we
we'd
grade
the
site
and
we
put
the
building
right
at
the
grade.
We
want
to
I'd
have
a
4,000
foot
space
and
next
door.
I'd
have
another
4,000
I'd,
have
a
1
foot
grade
change
inside
the
building?
That's
dumb,
because
I
might
need
an
8,000
foot.
Space
and
I
can't
have
a
4,000
foot
in
a
foot
below
I
want
to
be
able
to
rip
that
wall
out
in
the
middle
I.
Don't
make
it
structural
anymore.
E
The
structures
on
the
outside
I
can
go
to
for
8
I
try
to
keep
a
flat
floor
plate
as
long
as
I
can
and
if
I
need
to
change
grade.
I
make
a
new
building
and
I
have
a
steep
change
in
the
middle
I.
Don't
change
grade
in
the
middle
of
my
building?
I
can
tell
you
every
property
we're
doing
right
now.
I
I
was
such
a
skeptic
that
I've
become
such
a
believer.
E
In
ten
years
a
quarter
of
our
stalls
have
charging
stations,
25
percent
my
power
and
my
new
centers
is
underground
sitting
in
the
landscape
island,
ready
to
be
hooked
up
in
its
240
volt
50
amp
ready
to
go
bikes.
We
put
almost
everything
we
do
now
we
put
bike
lockers
we
put
bike
racks,
we
put
showers,
people
can
come
in,
they
want
to
ride
their
bike.
You
know
what
they
want
a
shower,
sometimes
we're
doing
it.
We're
we're
trying
to
predict
the
future.