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From YouTube: 1-25-23 City Council Quarterly Work Session
Description
Des Moines City Council quarterly work session on Wednesday, January 25, 2023.
View the agenda: https://DSM.city/CouncilMeetings
A
Here
we
are
at
one
of
our
Council
quarterly
strategic
work
sessions.
This
morning,
we've
got
a
number
of
items
on
our
discussion.
We're
going
to
talk
about
curbside
management,
future
forward,
invest
DSM,
update,
ion,
update,
update
on
police
projects
and
Council
board
updates,
Mr
manager
I'll
quickly
turn.
B
C
Good
morning,
mayor
and
members
of
the
council,
my
name
is
John
Davis
City
traffic
engineer
for
Des,
Moines
and
I
have
here
with
me
Carly
C
Hart,
who
is
our
consultant
for
this
project.
She's
represents
the
firm
fear
and
peers,
so
we're
going
to
talk
about
the
topic
of
curbside
management
and
go
through
a
little
bit
of
the
background
for
that
here.
C
So
early
when
we're
talking
curbside
management,
we're
talking
about
the
curbside,
the
physical
terms,
the
side
of
the
road
or
the
sidewalk,
that's
nearest
to
the
Curve.
The
management
involves
the
planning,
majoring,
managing
allocating
and
enforcement
of
the
uses
and
the
users
of
the
curb-
and
this
is
unique
from
the
bike
Network
or
what
commonly
is
called
Road
diets
when
we
reduce
the
number
of
lanes
that
are
reallocate
the
road
uses.
C
So
why
are
we
developing
this
guide
or
framework?
It's
really
as
I
saw
it
as
a
next
step.
In
our
transformation
planning
efforts,
it
was
a
step
in
preparation
for
changes
that
we're
anticipating
and
contemplating
in
the
downtown
streets
as
a
result
of
connect,
downtown
and
move
DSM
and
based
on
the
experiences
that
we've
had
with
managing
the
curve
or
dealing
with
requests
for
a
loading
zone,
parking
passenger
loading
zones,
a
variety
of
different
uses.
C
We
needed
to
have
some
consistency,
a
guidance
and
a
framework
to
manage
those
curb
uses
in
the
various
sub
areas
of
the
Des
Moines
parking
meter,
District,
principally
the
downtown
area,
as
well
as
the
transferable
to
other
areas
of
the
city.
As
those
similar
requests
present
themselves,
so
the
reasons
why
we
manage
the
curve
is
to
because
the
curb
is
the
front
door
to
most
destination.
C
For
example,
a
business
would
like
to
have
a
loading
zone,
but
at
the
same
time
they
want
parking
on
street
there's
a
little
bit
of
a
conflict
there,
because
you
can't
have
necessarily
a
loading
zone
and
parking
or
you
need
to
be
able
to
figure
that
out
and
make
choices,
and
you
can't
have
a
loading
zone
for
every
business
on
a
block,
because
then
you
would
have
no
parking.
So
it's
also
a
tool
to
achieve
our
community
goals.
C
The
objectives
of
curbside
management
is
to
provide
a
sense
of
equity
in
the
allocation
and
management
of
the
curbs
to
customize,
for
a
variety
of
needs
should
be
easy
to
use
and
understand,
clarify
and
add
Clarity
to
decision
making
and
be
adaptable,
so
we
can
adjust
to
various
needs
over
time.
The
study
area
that
we
use
for
this
development
of
a
framework
was
the
Downtown
parking
meter
District,
which
is
you
see
outlined
here.
C
D
Thank
you
John
for
that
background,
so
I'll
talk
about
the
curbside
management
plan
process,
its
recommendations
and
the
next
steps
for
implementation.
So
the
first
step
of
the
process
was
to
do
a
really
thorough
existing
conditions.
Analysis
where
we
mapped
the
uses
of
the
curves
today,
Street
classification,
the
modal
hierarchy
in
previous
plans,
to
understand
kind
of.
D
What's
this
current
state
of
the
curb
from
there
we
looked
at
move,
DSM
connect,
downtown
understand
the
foundational
elements
that
we'll
be
building
upon
as
a
part
of
this
effort,
and
then
we
looked
at
Best
Practices
around
the
country.
We
looked
specifically
at
Cincinnati
and
San
Jose
to
understand
lessons
learned
from
their
curbside
management
efforts
and
how
we
could
bring
those
best
practices
to
Des
Moines.
D
Then
we
held
focus
groups
with
business
owners,
residents,
event,
coordinators
and
internal
City
working
group
to
understand
the
processes
of
making
changes
to
the
curb
and
where
we
saw
opportunities
to
improve
efficiencies
of
the
curb
and
then
lastly,
field,
observations
to
kind
of
understand
what
data
wasn't
capturing
and
and
what
were
those
near,
misses
and
kind
of
mismatches
of
supply
and
demand
from
there.
That
info
our
recommendations
and
the
next
steps
for
implementation.
D
So
just
a
recap
of
of
the
key
takeaways
from
the
existing
conditions.
Analysis
we
understood
through
mapping
the
existing
curb
uses
that
on-street
parking
was
the
most
common
curb
use.
We
also
saw
the
modal
hierarchy
and
and
this
layered
Network
that
connect
downtown
identified
and
wanted
to
make
sure
that
that
aligned
with
our
recommendations,
we
also
looked
at
the
field-
observations
that
that
staff
went
out
and
performed
as
well
as
crash
data.
D
We
saw
a
lot
of
double
parking
specifically
with
loading
Vehicles,
where
they
weren't
able
to
find
loading
zones
that
were
either
frequent
enough
or
in
the
right
places.
So
we
saw
double
parking
which
creates
a
lot
of
safety
concerns
for
all
modes
of
transportation
and
a
lot
of
non-compliance
from
San,
Jose
and
Cincinnati.
We
saw
a
lot
of
emphasis
of
people
over
Vehicles,
especially
in
on
blocks
with
commercial
land
uses
where
we
wanted
to
see
higher
turnover.
D
So
from
that
information
we
informed
our
first
our
curb
menu,
so
we
documented
all
of
the
curb
uses
that
are
in
the
the
study
area
that
John
identified
today.
So
this
list
should
look
familiar
to
you.
These
are
on
the
ground
currently,
and
then
we
took
our
our
existing
conditions,
our
best
practices
and
we
identified
future
land
uses
so
in
the
slightly
darker
blue.
These
are
identified
for
shorter
term
implementation
sometime
in
the
next
couple
of
years,
whereas
in
The
Faded.
This
is
for
longer
term
implementation.
D
So,
where
we're
seeing
the
state
of
the
practice
of
Transportation
going
and
things
that
we
think
Des
Moines
should
consider
in
the
longer
term
future.
Before
implementing
any
of
these
uses,
there
would
be
required
changes
to
the
code
changes
to
legislation,
changes
to
the
market
in
Des
Moines
currently,
so
these
aren't
specifically
being
identified
to
be
put
on
the
ground.
Tomorrow
there's
a
few
steps
that
would
need
to
take
place
before
they
would
be
implemented,
but
we
wanted
to
make
sure
to
embody
the
kind
of
best
practices
in
this
field.
D
D
Then
we
brought
together
the
typology,
along
with
the
Curve
menu
and
prioritized
every
curve
use
in
the
curve
menu
based
off
of
its
typology.
So
in
a
block,
that's
a
commercial
Corridor
will
see
a
higher
priority
for
higher
turnover
uses,
lower
time
limit
parking
uses
that
prioritize
people
over
in
a
neighborhood
Avenue,
where
we're
going
to
see
a
priority
for
longer
term
vehicle
storage
or
parking.
D
So
this
helped
guide
typical
blocks
so
for
each
of
the
five
typologies
we've
developed
a
block
similar
to
the
one
shown
in
this
example
for
mixed
use,
Mobility
corridors
and
this
block
will
help
guide
the
city
moving
forward
to
understand
what
curb
usage
should
be
and
which
types
of
blocks,
what
is
the
ratio
of
those
different
curb
uses
to
each
other?
How
long
should
each
curve
use
be
and
where
on
the
Block
should
each
purpose
be
so
Flex
Zone?
D
D
So
when
we
look
at
the
typology,
we
see
that
this
is
a
commercial
center
and
then
using
the
reference
of
the
typical
block,
we
can
understand
how
do
we
want
to
make
recommendations
to
the
changes
of
these
existing
conditions
so
oops,
so
with
that
we're
recommending
a
flex
zone?
This
is
just
an
example
theoretical
example,
but
in
this
example,
we
would
have
a
flex
zone
at
the
far
end
of
the
block
and
a
loading
zone
on
the
South
side
at
the
far
end
of
the
southeast
corner
and
then
a
flex
zone
on
East
Locus.
D
So
we've
we
have
lots
of
ideas
for
what
the
curb
could
look
like
in
the
future.
But
what
are
going
to
be
the
triggers
that
are
going
to
cause
us
to
look
to
make
changes
to
the
curve?
So
we've
got
a
few
examples
here
in
in
this
graphic.
The
first
is
development,
so
if
a
new
development
is
coming
going
to
come
in
we're
going
to
ask
the
developer
to
understand
how
this
new
development
and
its
land
use
is
going
to
cause
changes
to
demand
to
the
curb.
D
So
what's
the
land
use
today,
what
is
in
the
future,
and
are
we
seeing
a
change?
Are
we
going
to
need
more
loading
zones,
maybe
considering
some
of
our
future
uses
like
a
parklet
if
it's
a
restaurant,
so
we've
documented
in
this
plan
the
process
that
the
developer
would
go
through
in
order
to
kind
of
understand
these
potential
changes
to
the
curb
and
the
the
process
of
working
with
the
city
to
to
potentially
make
those
changes,
a
part
of
the
development
process,
and
that
starts
with
the
pre-application
meeting.
D
There's
cost
efficiencies
of
doing
this
if
curb
and
gutter
are
already
being
removed,
often
kind
of
making
changes
to
the
curve
would
require
changes
to
curb
and
gutter,
and
so
there's
there's
a
cost
efficiency
of
incorporating
curbside
management
into
capital
projects,
studies,
plans
and
designs,
routine
maintenance-
we
just
wanted
to
document
here-
would
not
be
a
catalyst
for
changes
to
the
curve.
These
are
things
like
street
sweeping
Paving
and
there's
there's
less
of
a
cost
efficiency
here.
D
So
this
is
if
we
get
a
request,
if
the
city
gets
a
request
from
a
business
or
resident
to
make
a
change
to
the
curb
in
front
of
their
property.
So
for
that
process
we've
created
a
tool
for
each
curb
use,
depending
on
the
request
being
made.
So
in
this
example,
a
business
is
requesting
a
passenger
loading
zone.
City
staff
will
look
to
this
tool
to
ask
the
questions
in
order
to
understand,
if
it's
appropriate,
to
make
that
change.
That's
being
requested,
there's
still
an
element
of
subjectivity
to
this
decision.
D
So
we've
documented
that
in
this
scoring
tool
to
understand
that
there's
professional
and
engineered
judgment
Behind
these
decisions
and
what
this
does
is.
It
increases
transparency,
it
increases
standardization,
so
it
streamlines
the
process
for
City
staff
and
it
makes
it
more
clear
to
the
business
making
the
request
why
the
decision
was
made.
D
We
anticipate
a
time
saving
so
right
now.
This
is
happening
today,
but
for
City
staff.
They
alter
the
process
depending
on
the
business
making
the
request.
There
are
more
meetings
than
with
this
tool
that
will
streamline
that
process.
If
development,
a
change
of
the
curve
is
made
because
of
development.
D
That
burden
or
that
additional
times
on
the
developer,
and
we
anticipate
that
not
being
a
significant
amount
of
additional
time
for
capital
projects,
also
a
minimal
amount
of
additional
time
kind
of
streamlining
that
into
the
project,
scope
and
budget
as
well,
and
then
the
proactive
changes
to
the
curve.
This
is
the
one
that's
going
to
be
slightly
more
time
consuming
you'll,
see
on
the
bottom.
I
put
another
jurisdiction,
Atlanta
just
finished
their
curbside
management
plan.
D
They
anticipated
one
full-time
additional
staff
in
association
with
managing
their
curb
much
larger
study
area,
much
more
complex
process
that
they've
identified
here
so
for
Des
Moines,
we've
anticipated
around
80
hours.
We
are,
as
John
will
talk
about
in
the
next
steps,
I'm
going
to
be
digging
into
this
a
little
bit
further,
but
don't
anticipate
a
significant
amount
of
additional
staff
time
to
proactively
look
at
those
performance
measures
and
perform
a
spatial
analysis
determine
those
blocks
that
that
would
be
turned
over
so
hands
it
over
to
John.
To
talk
about
next
step.
C
All
right,
so
some
of
our
next
steps
in
the
implementation
we'll
be
we're
looking
to
come
back
to
council
to
adopt
the
framework,
we
are
going
to
have
a
process
to
inform
and
educate
stakeholders
of
the
new
process.
This
afternoon,
we're
going
to
have
a
re,
we're
going
to
reconvene
the
focus
groups
that
we
conducted
at
the
beginning
of
this
study
and
bring
them
up
to
speed.
C
Much
as
we
have
presented
to
you
this
morning,
we'll
also
be
developing
a
Communications
and
an
education
plan
we'll
be
looking
to
formalize
the
data
collection
and
the
monitoring
program
that
we
might
Implement
and
then
develop
an
on-street
and
off-street
parking
pricing
guidelines.
Really
what
this
is
going
to
drive
at
is.
We
have
an
area,
for
example,
that
is
presently
signed
as
a
two-hour
parking
from
say,
9
to
4
pm,
and
the
desire
is
to
create
a
metered
parking
scenario.
C
E
Mayor
real,
quick,
John
I
didn't
some
of
the
most
complaints
that
I
get
is
snow
and
when
they
Park,
where
the
snow
is
sitting
right
on
the
curb
and
you
either
have
to
walk
through
it
or
walk
over
it
and
as
we
start
piling
up
snow,
what's
our
what's
our
policy?
How
does
that
I
didn't
see
anything
in
here
about
that
of
how
we're
going
to
do
I
know
when
it
piles
up
really
high?
We
have
Public
Works
come
in
and
take
I.
C
E
E
F
G
C
This
is,
this
is
part
of
the
the
framework,
and
the
guidance
document
is
is
really
what's
what's
going
to
be
used
for
the
basis
of
that.
The
the
study
so
so
to
speak
would
depend
on
the
length
of
that
would
depend
on
the
conditions
that
are
being
presented
by
the
developer.
What
is
present
already
on
street,
but
this
will
be
the
framework
and
the
basis
for
the
decision
making.
That
would
result
from
that
that
effort
or
that
study.
Okay.
A
Have
people
calling
me
and
I'm
sure
the
rest
of
us
sometimes
do
also
about
their
concerns
and
case
in
point,
the
retailers
and
a
bunch
of
people
from
35th
to
38th
Street
notice
that
this
redesign
is
taken.
19
parking
spaces
off
the
north
side
of
the
street
on
Ingersoll
and
there's
not
a
lot
of
parking
in
front
of
some
of
these
businesses
up
and
down
there
and
they
are
concerned,
and
most
of
them
were
not
contacted
before
these
changes
were
implemented.
A
So
as
we
look
at
our
parking
and
curbs
and
Street
how
we
make
them
safe
and
all
that
which
is
so
important,
you
know
I
think
it's
we
need
to
involve.
Everybody
is
opposed
to
just
I'm,
not
quite
sure
how
some
of
this
stuff
evolves,
because
sometimes
it
appears
and
without
a
broader
discussion
and
of
course,
as
I.
Look
at
the
Ingersoll
deal
with
all
those
bump
outs.
C
I
think
that's
definitely
we
as
to
also
councilman
got
his
point.
We
need
that
needs
to
be
part
of
the
implementation
and
a
discussion
with
public
works,
as
well
as
in
the
cases
where
we
have
Improvement
districts
that
are
sharing
or
doing
maintenance
activities
with
regards
to
the
streetscape
or
other
elements
that
are
that
are
included.
But
it
definitely
is
something
that
that
needs
to
be
included.
C
The
and
I
think
this
framework
will
help
us
when
we
have
those
public
engagement
opportunities
on
projects
that,
when
we
have
Concepts
that
were
going
out
and
we
were
involving
reallocating
the
curb
to
curb
uses
that
are
on
a
street.
This
will
provide
us
another
tool
and
a
point
of
reference
to
help
identify
what
should
be
out
there
and
then
have
those
discussions
in
the
public
setting
at
an
open
house
or
a
workshop
prior
to
the
the
preliminary
Design
Elements
occurring
for
a
particular
Road,
Project
or
Street
project.
F
G
Kind
of
the
mayor's
questions,
spurred
a
thought
in
my
mind,
are
we
or
is
there?
Is
there
involved
in
this
process
a
way
to
evaluate
surrounding
parking
like
existing
parking
behind,
like
off-street
parking
like
behind
building
parking
parking
in
in
the
general
area
like
and
what
the
availability
is
for
that
when
it
comes
to
considering
changes
in
the
curb
layout.
C
This
framework
by
itself
does
not
necessarily
look
to
that.
This
is
primarily
looking
at
the
curb
uses
on
Street.
However,
if
you're
evaluating
parking
in
a
general
area,
then
you
would
apply
these
for
this
framework
and
guidance
for
the
odd
Street
element.
But
then
you
would
also
look
and
see
what
is
your
overall
parking
Supply
that
is
available,
whether
it's
on
street
or
off
street,
so.
C
B
Yes,
yes,
so
the
council
asked
for
an
opportunity
to
hear
more
about
the
future
forward,
and
so
we
quickly
brought
our
partners
together
to
do
that
for
today
and
squeezed
it
into
our
agenda.
So,
first
and
foremost,
thank
you
for
for
our
representatives
from
partnership
and
others
that
have
come
to
to
help
speak
through
this.
Obviously,
there's
been
an
incredible
amount
of
input.
B
B
H
I
H
So,
as
Scott
said,
we
we
will
be
presenting
an
overview
of
the
the
downtown
future
forward
plan.
This
was
put
on
the
agenda
pretty
late
and
unfortunately,
members
from
the
RDG
team,
who
are
our
consultant
and
the
author
of
the
plan.
They
were
not
available
to
present
today.
So
we
ditched
that
B
Team
You've
Got,
The
A
Team
here
as
well,
so
we
have
actually
commandeered
a
presentation
that
RDG
had
put
together.
So
this
is
not
our
presentation.
H
H
Is
your
only
opportunity
to
engage
us,
because
it's
going
to
be
brief,
so
if,
over
the
course
of
the
next
couple
weeks,
if
you
have
more
questions
that
you
have
for
us
just
reach
out
to
me
and
Tiffany
and
I
or
the
or
Scott
or
the
RDG
team,
we're
happy
to
sit
down
and
dive
a
little
deeper
into
any
of
the
aspects
that
you'd
like
I.
First
want
to
thank
Polk
County
for
their
their
partnership
in
this
they've.
This
has
been
a.
H
This
has
been
a
three-way
split
between
in
the
partnership
group,
Polk
County
in
the
city,
and
getting
this
done,
it's
been
about
a
two-year
effort.
I
think
we
should
be
able
to
answer
all
your
questions
over
the
course
of
the
last
two
years.
Tiffany
and
I
probably
have
hundreds
of
hours
invested
in
this
and
dozens
and
dozens
of
meetings,
so
I
think
I
think
we
can
do
a
good
job.
H
The
the
before
I
get
started.
I
want
to
I
want
to
address
what
this
plan
is
and
what
it
is
not
number
one.
It
is
not
a
new
CIP
for
you,
it
is.
It
is
a
plan.
It
is
a
road
map.
It
will
not
supersede
anything
that
you
currently
got
in
your
plan
or
any
of
the
workload
that
staff
currently
has
on
their
docket
the
road
map.
If
it's
adopted
in
two
weeks
by
you,
we'll
we'll
put
the
map
in
the
glove
box
and
leave
it
there
until
we
need
it.
H
H
So
I
think
it
will
provide
that
good
framework.
It's
a
big
plan!
We're
not
going
to
get
we're
not
going
to
do
everything
in
the
plan.
I'll
tell
you
that
right
now
we
don't
have
the
time
we
don't
have
the
money,
but
it's
going
to
guide
us.
The
plan
has
a
shelf
life
of
about
12
years
or
so
so
we'll
revisit
it.
You
know,
after
this
next
kind
of
generation
of
development
and
evolution,
downtown
and
and
and
we'll
see
where
we
need
to
go
from
there.
H
This
last
planning
we've
been
working
on
has
had
about
that
12
to
15
year
shelf
life.
So
this
is
the
new
plan
to
drive
us
forward
for
the
the
next,
the
next
decade
or
so
so
great.
We
will
launch
in
if
Tiffany
and
I
have
done
a
10
minute
drive
run
of
this.
So
if
it
doesn't
feel
perfectly
orchestrated,
like
John's
plan,
was
it's
not
so
bear
witness
thanks.
I
Matt
for
stepping
in
and
stepping
up,
as
always
the
RDG
team
may
be
on
the
phone.
If
so,
Laura
Marty.
Can
you
hear
us?
Yes,
we
can.
Thank
you
wonderful.
Thank
you
thanks
for
calling
in
so
again
just
want
to
reinforce
our
thanks
to
each
of
you
for
your
time
and
consideration.
You
may
recall
we
were
here
what
about
six
months
ago,
talking
about
the
plan.
I
I
Also
many
of
you
participated
in
just
again
the
broad
Community
input
sessions
that
we
had
focus
groups
online
surveys,
pop-up
activations,
you
name
it
each
and
every
one
of
you
played
a
a
different
role
in
providing
some
feedback
in
different
ways,
but
we
also
want
to
share
with
you
just
the
overall
Partners
involved,
as
well
as
the
community
as
a
whole
that
came
together
on
this
vision
for
the
future
of
our
downtown.
So
first
sharing
with
you
our
partners
so
Matt
mentioned.
I
Of
course
you
have
been
a
wonderful
partner
want
to
thank
Scott
and
Matt,
and
the
entire
city
team
in
particular.
We've
spent
again
many
many
hours.
Many
meetings
talking
through
all
of
this,
which
has
been
incredibly
helpful
and
meaningful,
also
Polk,
County,
Bravo,
greater
Des,
Moines
catch
Des,
Moines,
Dart,
mpo,
downtown
chamber,
fuse,
DSM
and,
of
course,
operation.
Downtown
I
do
have
some
members
of
our
operation
downtown
and
partnership
team.
I
Here
in
the
room
with
us
today
in
case
you
have
additional
Deep
dive
questions
you'd
like
to
ask
some
of
the
other
other
leaders,
so
just
a
quick
overview
of
the
process
and
a
reminder
of
how
we
got
here.
As
Matt
stated,
this
has
been
about
a
two-year
process.
We
originally
began
this
process
in
conversation
in
2019
in
early
2020.
I
We
stopped
paused
regrouped
and
then
decided
to
re
re-engage
and
move
forward,
and
with
that
we
have,
we
have
a
lot
of
community
input
that
we're
really
really
proud
of
the
intentionality
and
time
spent
in
ensuring
that
we
were
working
to
engage
again
intentionally
with
community
members.
So
this
is
the
most
inclusive
Community
Driven
plan
that
downtown
has
ever
had.
I
We
have
had
about
8
000
individuals
that
have
weighed
in
on
the
future
of
our
downtown
and
want
to
share
with
you
today
some
of
the
themes
that
we
heard
as
well
as
some
of
the
vision
from
the
community
about
what
our
downtown
could
look
like,
but
also
to
Matt's
Point
want
to
just
reinforce
that
there
is
a
lot
of
stitching
together
of
existing
plans
and
initiatives
in
this
plan.
So
there
are
some
new
elements,
but
there
is
a
lot
of
existing
work.
I
That's
really
lifted
up,
but
it's
bringing
it
all
together,
so
that
we
really
have
a
fluid
cohesive
vision
for
what
the
future
of
downtown
could
look
like.
So,
regarding
the
public
engagement,
this
gives
a
snapshot.
I
won't
go
into
each
of
these,
but
I
do
want
to
lift
up
again
our
steering
committee,
as
well
as
our
future
forward,
Council
our
future
forward
Council.
This
is
this
was
a
unique
approach
that
the
steering
committee
and
and
City
County
and
others
came
together
on.
I
It
was
designed
to
ensure
that
we
were
engaging
with
individuals
that
were
historically
represented
and
left
out
of
past
plans.
We
were
very
intentional
in
ensuring
that
we
were
finding
ways
to
connect
with
individuals
and
give
them
not
only
a
seat
at
the
table,
but
a
voice
throughout
this
entire
process
and
I
would
say,
as
we
are.
If,
with
your
blessing
able
to
move
into
implementation,
those
individuals
will
again
be
invited
to
participate
in
implementing,
as
we
move
forward
can.
I
Thank
you
so
much
yes,
so
here's
a
couple
of
photos
that
just
give
a
snapshot.
We
were
very
intentional
again
in
going
to
meet
people
where
they
were
in
the
community.
These
are
just
a
few
pictures
and
examples,
but
we
provided
a
diverse
opportunity
of
engaging
with
the
community
through
different
times
different
days.
We
were
making
sure
we
were
thinking
about
individuals
that
may
have
different
work
schedules,
not
the
typical
eight
to
five
making
sure
we're
thinking
about
people
that
don't
have
daycare
or
child
care.
I
So
we
provided
some
kids
activities
at
different
pop-ups
and
activations.
We
we
went
literally
walked
the
streets
of
downtown
asking
people
for
their
input,
setup
shop
in
the
skywalks
and
also
had
a
number
of
media
stories
and
coverage
to
really
drive
that
online
input
as
well.
So
we
were
trying
trying
our
best
to
ensure
that
we
were
finding
ways
to
meet
people
where
they
were
and
invite
them
to
participate
in
as
much
as
they
would
like
to.
I
Does
that
help
answer
the
question
dear.
Thank
you
for
that
I
appreciate
it
here
are
some
of
the
input
themes
that
we
heard.
Overall,
the
community
has
asked
for
us
to
really
enhance
inclusivity,
vibrancy
and
choice,
they're
asking
for
improved
Mobility
connectivity
for
all
the
work
connectivity
connection
came
through
over
and
over
again,
not
just
in
terms
of
space,
but
also
in
terms
of
people,
connection
and
connection
public-private
partnership
connection.
I
So,
in
the
we
also
heard
through
the
themes,
the
increase
option
for
access
to
goods
and
services
having
additional
entertainment,
Gathering
options,
you'll
see
a
little
bit
more
about
that
as
we
go
into
the
future
six
initiatives
that
are
proposed.
The
continued
really
celebration
of
diverse
cultural
experiences
year
round.
We
did
some
deep
dive
studies
into
that.
We
have
data
surrounding
that,
as
well
as
preserving,
maintaining
celebrating
all
of
our
existing
assets
and
finally
adapting
to
continued
Workforce
changes.
So
with
that
we
did
conduct
a
Workforce,
Trends
and
occupancy
study.
I
We
will
be
doing
that
again.
This
year,
you
will
be
invited
as
the
city
to
participate
page
should
you
want
to,
and
that
is
a
way
for
us
to
really
understand
the
knowledge
worker.
What
they're
looking
for?
How
can
we
draw
them
back
into
offices
and
draw
them
back
into
downtown?
Even
more
so
so
here
here's
the
snapshot
that
we
learned
from
January
of
2022,
but
this
year
we'll
have
a
snapshot
from
2023
to
share
with
you
one
quick
note.
I
So
that's
an
impressive
story.
It's
not
good
enough.
We
know
we
need
to
keep
pushing.
We
need
to
get
more
people
out
supporting
local
businesses
and
working
together,
but
we
were
pleased
to
see
that
continued
trend
line
moving
up
in
that
83
percent.
We
also
learned,
through
this
study
and
ongoing
input
from
the
community
that
individuals
said
they
would
spend
more
time.
They
would
spend
more
money
supporting
local
if
we
continue
to
enhance
our
downtown
and
follow
these
recommendations
that
many
have
provided.
I
We
noted
earlier
just
this
plan
really
does
stitch
together
more
than
40
existing
plans.
It
also
identifies
what
are
those
areas
of
opportunity
that
we
haven't
as
a
community
touched
yet,
but
need
to
really
lift
up
and
work
on,
and
what
are
some
of
those
elements
that
maybe
aren't
as
relevant
anymore
and
again.
We
worked
very
closely
with
City
staff
on
on
all
of
this
and
we
have
cataloged
if
you're
interested
a
deeper
dive
into
how
all
those
different
plants
feed
in
to
this
plan,
we
did
identify
a
vision
for
the
future
of
downtown.
I
Again,
we
were
intentional
in
ensuring
that
this
was
quick,
but
also
had
a
very
deep
meaning.
So
we
provided
definitions
for
those
key
phrases
and
words
wanting
to
make
sure
people
understood
what
we
were
really
what
we
were
meaning,
as
we
were
saying
that
downtown
DSM
is
the
destination
for
inclusive
opportunities
and
welcome,
surprises
and
then
also
from
a
framework
perspective.
I
We,
as
the
steering
committee
and
the
future
forward
Council,
were
ensured
or
ensuring
over
and
over
again
that
we
were
looking
at
the
plan
through
different
lenses,
including
inclusivity,
vibrancy,
Choice
sustainability,
economic
vitality
and
wellness.
One
quick
note
Wellness
does
include
safety,
as
that
is
an
element
that
we
continue
to
discuss.
Of
course
in
our
city,
the
plan
goals
again
really
building
on
past
and
current
plans
pull
them
all
together,
stitch
them
together.
I
So
we
have
a
cohesive
and
very
exciting
future
for
our
downtown
for
the
next
10
to
15
years
and
as
we
all
know,
plants
continue
to
evolve
and
change.
We
have
to
respond
to
the
needs
of
the
market,
the
needs
of
the
community.
This
does
give
us
a
roadmap
for
that
included
in
that
are
a
welcoming,
Urban,
neighborhood,
inclusive
arts
and
entertainment,
rewarding
market
for
development,
vibrant
outdoor
City
and
again,
the
connected
and
sustainable
Mobility.
J
I
So
one
other
element
that
makes
this
plan
unique
is
that
we
were,
we
were
sure,
I'm
saying
we,
as
in
the
steering
committee
and
Future
Ford
Council,
had
a
lot
of
discussion
about
the
boundaries
of
downtown
one
of
the
things
that
that
we,
as
a
group
decided,
is
that
we
did
not
want
to
put
boundaries
around
downtown.
We
felt
it
was
very,
very
important
to
ensure
that
this
is
everyone's
downtown.
We
are
not
drawing
lines
as
to
who
is
in
or
out
of
the
downtown
boundary
rather.
H
H
So
looking
at
the
recreational
opportunities
and
the
connections
that
we
can
make
and
I
think
there's
another
slide
that
I'll
talk
on
this
is
that
we
have.
We
have
a.
We
have
a
lot
of
great
kind
of
kind
of
what
we
call
pearls
on
the
necklace,
but
they're
not
really
connected
very
well.
The
green
ring
is
that
initiative
to
get
better
connectivity
of
these
great
freestanding
projects
that
we
have
throughout
the
downtown.
H
This
is
one
example
15th
Street
by
exile
of
what
you
could
do
to
Green
that
make
it
more
more
connectivity,
more
more
friendly
connectivity
in
this
instance
between
the
sculptor
Park
and
the
Redevelopment
of
the
dico
area.
How
could
you
make
that
a
more
connecting
connection,
a
more
inviting
connection?
Actually,
if
you
go
back
real
quick,
this
is
what
I
talked
about
it
being
a
road
map.
H
This
doesn't
mean
we're
going
to
go
out
tomorrow
and
put
this
in
the
CIP
and
build
this
and
again
it's
a
it's,
a
really
great
looking
rendering
of
what
it
could
be.
But
as
we
do
infrastructure
projects,
we
will
we
will
look
at
this
road
map
and
say:
oh,
this
would
be
a
great
spot
to
build
and
Implement
parts
of
that
green
ring.
So
it's
again
it's
that
guiding
document,
skywalks
reimagined
councilman
mandelbaum.
Had
we
had
many
vigorous
discussions
on
skywalks.
H
You
know,
there's
there's
a
love-hate
relationship
with
our
skywalks
they're
here
to
stay
and
what
do
we
do
with
them?
How
do
we
improve
the
safety,
the
experience,
the
visuals,
the
the
simple
things
of
the
heating
and
cooling
and
and
and
the
connectivity,
and
how
do
you?
How
do
you
balance
the
street
life
with
the
Skywalk
life?
And
you
know
everybody
seemed
to
have
an
opinion
on
them.
One
quick
thing
to
remind
people
is
that
the
skywalks
are
kind
of
a
dual
ownership.
H
We
own
the
bridges
over
the
ride
away,
so
anything
that
goes
over
a
street
is
owned
by
us.
Everything
else
is
owned
by
the
individual
property
owner
in
that
block,
so
we
call
them
corridors
and
bridges,
we
don't
own
the
corridor,
so
it
is
a
it's.
A
partnership
with
us
in
the
in
the
private
Community
many
different
owners
to
try
to
manage
the
Skywalk
system.
H
One
of
the
one
of
the
big
things
on
the
previous
slide
is
is
how
do
we
improve
the
vertical
connectivity
I
mentioned
that
interaction
between
the
Skywalk
and
the
street
and
the
street
level?
It's
something
that
we,
admittedly
have
not
done
a
very
good
job
of
unless
you're
from
here,
if
you're,
if
you're
a
visitor,
it's
hard
to
know
how
to
get
up
into
the
Skywalk.
H
H
If
you
could
forward
to
so
here's
a
here's,
an
idea
of
how
you
could
reimagine
Skywalk,
pretty
plain,
vanilla
box
right,
it's
white
and
gray.
It
gets
the
job
done,
but
it's
nothing
that
you
really
get
excited
about.
Or
could
you
get
excited
about
it
through
ART
through
through
lands,
interior
landscaping,
plants,
interactive
art?
H
Within
the
Skywalk
system
itself,
we
aren't
likely
to
drive
these
Transformations
as
the
city,
but
if
a
property
owner
came
to
us
and
said
hey,
you
know
what
it's
time
to
to
reinvest
in
my
Corridor
within
my
block,
I'd
like
to
do
something
like
the
image
on
the
screen
or
whatever
they
may
have
in
mind
City.
Would
you
be
a
partner
with
us
on
your
bridges
that
are
coming
into
my
into
my
my
property?
H
We
did
maybe
councilman
mandelbaum
could
talk
about
that
there.
Yes,
we
did
talk
about
that.
Interestingly,
one
one,
a
strong
advocate
for
the
skywalks
was
catch
Des,
Moines
and
Greg
Edwards
the
value
that
the
skywalks
have
for
visitors,
particularly
those
using
the
Iowa
Events
Center
and
the
ability
to
connect
to
hotels.
H
H
You
can't
really
snap
your
finger
and
get
rid
of
them.
We
don't
own
them.
A
lot
of
the
corridors
so
and
I
know
a
lot
of
there.
A
lot
of
people
do
value
them.
They
see
the
value
and
the
connectivity
to
parking
and
and
and
the
ability
to
to
show
shelter
from
inclement
weather
and
to
Mr
Edwards
point
the
ability
for
out-of-towners
to
get
around.
K
K
I.
Just
wonder
if
the
skywalks
have,
the
value
has
been
out
lived
and
it's
time
to
take
another
look
at
it
and
see
what
downtown
Des
Moines
would
look
like
without
those
when
you
try
to
compare
the
High,
Line,
Trail
and
I
think
I've
been
on
it
eight
on
eight
different
trips
to
New
York,
so
that
is
an
outdoor
experience.
K
I'm
just
struggling
with
this.
If
you
chat
with
anyone
who
runs
or
Walks
from
the
YMCA
the
number
of
people
that
are
using
the
Skywalk,
where
they
sleep
where
they,
because
there
aren't
restrooms
or
using
the
skywalks
as
a
restroom,
we're
we're
in
a
spot
where
we
either
have
to
go
one
way
or
the
other
I
just
want
to
make
sure
that
there's
a
strong
case
to
really
consider
eliminating
the
skywalks.
We.
H
K
F
It
is
I,
love
hate
if
you
work
downtown
like
I.
Did
you
loved
him
because
you
could
get
around
and
if
you
would
do
something
like
interactive
art?
This
is
where
you
could
really
do
some
great
pieces
and
enhances
so
people
maybe
would
come
down
I
think
we
need
to
promote
it.
As
a
you
know,
walking
in
the
winter
I
mean,
but
I
think
it
is
a
connectivity
I.
Just
think
we
need
to
do
a
better
job
of
how
we're
envisioning
them
so
I.
F
You
know,
you
can
say,
tear
them
down,
I
think
they're
valuable
for
Des
Moines.
If
done
right,
and
it's
reimagining
what
you
know
what
they
initially
were
for
connecting
retail
but
I
do
think
the
connectivity
to
get
things
back
down
on
the
street
is
important
instead
of
putting
the
retail
like
they
had
done
in
the
past.
Up
on
the
second
floor
of
the
you
know:
Kaleidoscope
they
should
all
been
on
the
street,
so
it
brought
an
opportunity
to
walk
down
and.
H
K
E
I
mean
I
know
the
pictures
that
I
sent
you
two
days
ago.
I
mean
those
are.
Those
are
the
issues
that
we
hear
and
I
and
I
understand
both
of
their
viewpoints,
but
I
mean
I,
don't
know
how
we
do
a
better
job
of
abandoned
building,
where
they're
being
vandalized
and
I
mean
that
that
doesn't
showcase
our
city
very
well.
With
some
of
those
pictures,
I
agree.
G
To
provide
another
perspective,
I
think
it's,
the
skywalks
offer
us
a
really
great
resource
and
extremely
cold,
extremely
dangerous,
inclement
weather
for
like
just
a
place
for
people
to
go
to
be
out
of
that
weather
like
immediately
and
so.
I
think
that
they
do
provide
an
important
resource,
and
that
needs
to
be
part
of
the
discussion
but
I
think
to
Connie's
Point
like
we're
not
going
to
be
discussing.
E
B
K
B
E
Yeah
operation
downtown
having
to
clean
it
up
all
the
time
I
mean
that's,
that's
not
fair
to
them.
That's
not
fair
to
to
all
of
us
that,
are
you
know,
putting
money
into
operation
downtown
to
take
care
of
us,
a
small
portion
of
the
Skywalk
system.
That
consistently
is
the
problem,
and
so,
however,
we
need
to
address
that.
G
H
H
Okay,
we
have
five
minutes.
I
want
to
be
respectful
of
Amber's
time
coming
up
at
9
30,
so
we
are
going
to
whiz
right
through
here.
Second,
is
the
Inner
Circle.
This
is
really
kind
of
your
your
downtown
core,
creating
a
new
Loop
of
family,
oriented
residential
district
there's,
a
significant
amount
of
residential
in
this
District
and
Redevelopment,
and
connectivity
of
the
arena
and
Court
Avenue
districts
and
how
you
kind
of
reclaim
some
of
these
areas
that
do
need
investment
in
surface
parking,
lots
and
reclaiming
Fourth
Street.
H
There
was
an
emphasis
up
on
Keo
and
Ninth,
which
is
kind
of
it's
an
area
we
all
drive
through,
but
we
we
Overlook
it
and
it's
a
it's
a
complex,
Street
Network,
as
you
can
see
up
here,
but
you're,
starting
to
get
a
lot
of
growth
up
here.
There's
some
residential
townhome
growth
up
here
we've
got
a
coffee
shop
that
that
needs
some
better
walkability,
the
the
Arts.
That's
that's
coming
up
in
this
is
in
this
area.
H
So
it's
what
was
just
a
vehicular
entrance
into
downtown
is
suddenly
starting
to
become
its
own
little
pocket
neighborhood
in
itself.
So
the
next
slide
will
show
a
kind
of
revisioning
a
greening,
a
a
better
pedestrian
connectivity
of
this
area.
As
we
start
to
finally
get
residents
and
some
some
Service
and
and
more
than
more
than
just
Auto
oriented
uses
in
the
neighborhood
are.
I
I
would
love
it,
we
have
an
events
team
and
that
is
throughout
the
plan.
I'm
sure
you
noted
there
are
many
elements
and
ideas
related
to
pop-ups
and
activations,
and
that's
something
that
our
team
really
thrives
at
and
it
it
really
does
work.
We
have
the
data
to
back
it
up
these
pop-ups
and
festivals
and
bring
people.
H
Down
this
is
the
real
value
in
our
partnership.
Those
pop-ups
these
festivals,
the
activations
of
downtown,
are
something
that
the
partnership
team
and
the
operation
downtown
team
do
really
really
well.
We
don't
have
the
staff
in
place
to
do
that,
so
the
public
art
pop-ups,
the
hot
air
balloons,
those
sort
of
things
all
their
team
and
they
do
just
a
tremendous
job.
H
Those
are
the
things
that
are
going
to
bring
the
downtown
workers
who
are
working
from
home
back
downtown,
and
we
heard
that
repeatedly,
the
stadium
District
not
a
not
a
lot
of
of
new
ground
here
on
the
stadium
District,
but
just
an
understanding
of
the
connectivity
of
having
a
a
pro
soccer
stadium
and
and
the
and
the
and
principal
park
with
baseball
kind
of
anchoring.
These
two
ends
with
Tuttle
Street
being
that
connectivity.
H
There
isn't
a
really
great
cohesive
way
to
tie
those
together,
and
it's
the
understanding
of
this,
this
linear
development
that's
happening
right
now,
and
how
can
you?
How
can
you
make
these
two
really
important
assets
feel
as
they're
as
they're
more
connected,
and
the
idea
is
that
white,
that
white
line
that
you
see
with
the
arrow
to
principal
Park,
you
have
the
natural
connectivity
along
MLK,
but
how
which
is
more
of
an
auto
oriented
there
is
a
there
is
a
bike
and
Trail,
but
it.
How
can
you?
A
H
H
It
starts
to
break
up
and
if
you'll
notice,
when
you're
doing
planning,
you
can
take
a
lot
of
Liberties
that
white
line
goes
through
a
building,
so
planning
gets
to
do
that
doesn't
mean
we're
going
to
do
it
doesn't
mean
we're
going
to
tear
down
the
building,
but
at
some
point
you
know,
buildings
have
a
lifespan
of
their
own
when
it's
time
to
redevelop
that
block
this
is
our
roadmap.
We
pull
out
the
roadmap
and
say
hey:
let's
try
to
let's
try
to
implement
this
idea
and
continue
that
that
great
pedestrian
connectivity.
H
H
H
The
9th
Street
Bridge
was
I
was
really
happy.
That
RDG
pointed
this
out
to
us.
Is
we
were
kind
of
oblivious
to
it?
You
drive
across
it,
you
don't
think
about
it,
but
next
slide
will
show
how
you
can
create
a
more
welcoming
connection
to
the
neighborhood
to
the
north,
up
toward
the
toward
the
DMACC
campus,
that
really
that
that
United,
Way
and
DMACC
campus
should
feel
more
like
it's
part
of
downtown,
it's
so
close,
but
it
feels
so
broken
up
and
disconnected.
H
G
I'm
very
excited
about
about
this
section
in
the
plan
this
this
one
of
the
six
specifically
9th
Street
like
this,
is
you
know
this
would
be
ideal
and
fantastic.
So
a
point
that
that
we
were
just
talking
about
was
sound.
Do
we
have
a
considered
sound
as
a
barrier
to
you
know,
making
this
as
Urban
and
and
livable
as
possible
and
how
that
would
be
addressed?
We.
J
J
I
G
I
L
Good
fits
for
that,
and
maybe
a
way
that
you
know
when
we
talk
about.
We
haven't
identified
funds.
If
we're
talking
about
implementation,
those
are
dollars
where,
where
I
think,
the
plans
that
are
coming
up
through
this
process
really
fit
well
and
if
we
could
put
together
an
application
either
for
I
think
that
comes
in
both
the
planning
and
then
a
capital
piece.
If
we
could
start
thinking
about
how
we
apply
for
something
like
that
to
get
this
done,
I
I
think
that
would
be
a
good
fit
too
great.
H
At
East,
9th
at
Fremont
was
a
node
that
often
gets
overlooked,
but
we
think
we
can
reinvigorate
that
area
again,
make
it
feel
like
it's
part
of
downtown
or
at
the
at
The
Fringe
downtown,
it's
so
close
to
the
East
Village
and
and
how
do
you
strengthen?
How
do
you
let
some
of
that
strength
and
that's
happening
downtown
kind
of
bleed
over
into
a
neighborhood
like
this.
G
Some
of
the
build
out
of
this
item
in
the
plan
did
concern
me
and
when
you
dive
deep
past
the
executive
summary
there's
some
really
really
great
ideas.
That
I
would
love
to
explore
and
flesh
out,
but
there
are
some
sort
of
like
red
flags
that
pop
up
for
me
in
what
was
developed
here
and
specifically
calling
out.
G
Past
the
executive
summary
when
we
dive
deep
into
this
initiative,
but
I
think
we
need
to
be
very
careful
about
how
we
go
about
doing
that
and
and
I
didn't
see.
The
word
gentrification
mentioned
anywhere
in
here
and
I
think
that
that
needs
to
be
specifically
called
out
and
specifically
addressed
and
I.
I
just
would
love
the
opportunity
to
sort
of
develop
this
part
of
the
plan
out
a
little
bit
more
and
have
start
having
those
conversations,
because
this
is
between
the
housing
piece
that
is,
is
called
out.
G
H
So
I
think
the
key
is
that,
as
we
go
into
these
individual
neighborhoods
that
have
their
own
individual
character,
that
we
don't
try
to
push
our
ideas
on
to
the
neighborhood,
but
instead
we
try
to
pull
ideas
out
of
the
neighborhood
and
how
do
we
help
the
neighborhood
Implement
their
own
ideas?
Not
not
just
smother
them
with
with
our
ideas
and
I,
do
think.
As
as
Tiffany
said,
each
one
of
these
six
initiatives
will
have
a
project
team
and
I.
Think
I
just
heard
you
volunteer
to
be
I.
A
H
K
B
H
I
So
appreciate
your
time
or
any
other
questions,
you
have
we're.
We're
really
excited
about
this
plan
in
part,
because
this
is
what
makes
our
community
so
special
is
that
we
are
reacting
real
time
to
issues
opportunities
in
our
community,
but
we're
also
looking
to
the
Future
planning
for
the
future
and
the
fact
that
this
is
the
most
inclusive
plan.
I
Certainly,
we
always
have
more
work
to
do,
but
feel
really
good
about
this
being
a
Community
Driven
plan
to
help
us
see
what
the
future
could
look
like,
so
that
we
are
continuing
to
be
one
of
those
downtown.
That's
that's
trending,
ahead
of
all
those
other
downtowns
nationally
in
terms
of
residential
foot
traffic
projects
Etc.
Just
this
last
year
we
had
14
projects
downtown.
That
is
incredible,
incredible
progress
and
just
really
appreciate
the
partnership
that
we
have
with
with
you
all
and
many
others.
A
A
Because
that's
what
the
future
is.
We
didn't
see
that
and
and
I
say
we
not
only
the
city
council
and
our
Planning
Commission,
but
the
owners
downtown
and
remember
what
the
East
Village
used
to
look
like
before.
We
brought
the
owners
and
the
visitors
and
the
few
residents
that
were
together.
What
could
this
look
like,
as
opposed
to
false
fronts,
going
down
Locust
with
an
army
surplus
store
and
a
bunch
of
pretty
seedy
looking
places,
and
as
we
look
that
really
is
sort
of
a
destination
retail
restaurant?
Whatever?
A
Today
plus,
we
decided
all
of
us
working
together
that
maybe
people
ought
to
start
living
back
down
and
going
from
1700
people
20
years
ago,
living
downtown
and
planning
and
working
envisioning
with
developers
and
others
to
now
having
nearly
17
000
living
downtown.
The
living
working,
participating,
enjoying
being
close
to
a
lot
of
places
and
being
walkable
is
very,
very
exciting
and
I
know
that
Carl's
probably
disappointed
that
the
skywalks
we
can't
do
bikes
in
the
Skywalk.
So
we
apologize
for
that,
but
we
could.
A
We
could
maybe
get
get
some
ramps
or
some
people
just
ride
right
up
there.
But
I
think
that
that
is.
We
continue
this
vision
and
look
at
what
the
future
looks
like
I
will
tell
you
that
everybody
working
together
has
done
such
a
phenomenal
job
in
downtown.
We
know
that
there's
some
things
we
need
to
work
on
safety
certainly
is
a
huge
issue
everywhere,
but
downtown
is
but
I
want
you
to
know
that
those
of
us
that
occasionally
get
the
chance
to
talk
to
National
media.
A
A
They
say
no,
the
heart
of
Iowa
that
they're
there
in
Iowa
is
downtown.
It's
right
here,
I,
don't
know
how
you've
done
this,
but
here's
part
of
the
secret
and
I
told
them
well,
I'm,
not
going
to
tell
you.
We
don't
want
to
reveal
our
secrets,
but
but
all
of
us,
working
together
have
created
a
place
that
is
recognized
by
the
media.
Is
it
there
there
that
there's
nothing
like
it
from
Chicago
to
Denver
that
this
is
the
place
to
recognized
where
people
work
business
grows?
A
People
live
there's
enjoyment,
and
this
is
what
happens
when
we
work
together.
So
let's
keep
up
the
good
work.
Thank
you
so
much
for
all
of
it.
I.
As
we
talk
about
the
continuing
events,
I
remember
when
we
were
trying
to
figure
out
how
to
make
it
with
downtown
Des,
Moines
Incorporated
make
everything
more
exciting,
more
invited
and
we
created
22
events,
a
few
of
which
are
still
going.
A
A
But
look
at
what's
happened
generally
on
the
weekends
we
have
pretty
good
luck
and
the
weather
is
pretty
good,
maybe
a
couple
of
times
that
we
get
a
little
sprinkle
or
whatever.
But
let's
continue
those
events,
those
happenings
that's
what
makes
this
place
such
exciting
and
a
good
place.
So
thank
you
for
all
your
work
and
we'll
keep
giving
the
input.
I
B
H
B
B
M
M
So
one
of
the
things
that
we
wanted
to
do
when
we
put
invest
DSM
together,
was
really
start
to
drive
value
growth
in
some
of
our
Middle
Market
neighborhoods
in
Des
Moines.
We
wanted
to
see
that
our
property
values
were
increasing,
incrementally
keeping
Pace
with
inflation
over
time,
and
we
also
wanted
to
prompt
investment
in
our
older
buildings.
M
So
that's
what
our
grant
programs
have
really
focused
on
I'm,
going
to
start
there,
of
course,
you're
familiar
with
our
block
challenge
program.
This
is
just
specific
to
invest
esms
for
special
investment
districts
so
that
it
does
not
include
information
on
the
city's
block
challenge
program,
we're
slowing
down
a
little
bit
in
this
program.
We
had
great
interest
in
it
the
first
year
that
we
rolled
it
out.
M
M
I
think
other
feedback
that
we
hear
about
this
program
is
just
the
opportunity
that
people
are
grateful
for
to
connect
with
their
neighbors
to
get
to
know
them
better
to
know
them
Beyond
just
a
wave
hello
on
the
street,
but
actually
their
names,
and
you
know
if
they
have
kids
or
not
a
little
bit
about
their
family,
and
so
that's
starting
to
build
this
overwhelming
kind
of
sense
of
Pride
that
people
have
about
where
they
live,
feeling
connected
to
each
other
and
to
their
neighborhood.
I
have.
M
Think
it's
a
little
bit
of
both
I
think
in
Franklin
and
Drake.
It
is
slowing
down
because
people
have
taken
advantage
of
it
and
they
don't
necessarily
need
to
repeat
it
again,
and
we
probably
now
we're
starting
to
identify
blocks
that
we
haven't
touched
yet
over
the
past
three
years,
and
so
we
can
do
a
little
bit
more
targeted
Outreach
in
those
areas
to
make
sure
people
are
aware
that
it's
available
to
them
I
think
in
Columbus,
Park
and
Oak
Park.
The
story
is
a
little
bit
different.
M
It's
more
that
neighbors,
don't
know
each
other
quite
as
well.
To
begin
with,
they
also
may
not
always
have
the
means
to
participate,
since
we
do
it
as
a
reimbursement,
and
so
that's
some
of
the
things
that
we're
trying
to
figure
out.
How
do
we
tweak
the
program
so
that
we
can
adjust
it?
We
have
raised
the
matches
and
lowered
the
number
of
neighbors
that
are
required
to
participate
on
a
team
in
those
two
neighborhoods
to
try
and
make
it
a
little
bit
more
accessible
and
then
we're
looking
at
playing
with
thresholds.
M
G
M
M
M
M
Nope.
Okay,
so
then
the
next
step
up
from
that
for
homeowners,
is
our
homeowner
renovation
program.
Again
under
this
one,
it's
a
it's
a
matching
Grant.
So
we
share
the
cost
of
anywhere
from
20
to
50
percent
of
somebody's
total
renovation
costs.
They
can
do
interior
and
exterior
Renovations
through
this
program
and
it's
more
individualized.
M
But
we
did
see
a
lot
of
projects
that
started
in
2021
finish
out
in
2022
and
so
of
those
100
about
150
projects
that
were
completed.
That
was
a
total
of
about
5.6
million
dollars
worth
of
investment,
and
so
that
brings
our
total
to
date
since
fall
of
2020
to
about
eight
million
dollars
worth
of
investment
in
our
older
homes
across
these
four
districts.
M
M
Her
project
volume
has
increased
quite
a
bit,
and
so,
while
we
completed
149
projects
last
year,
we
managed
over
500
somewhere
in
our
pipeline.
So
we
have
another
over
a
hundred
that
are
Grant
in
progress
right
now
under
construction
and
then
around
250
that
are
somewhere
in
that
application
stage.
We've
got
two
construction
Specialists
that
are
managing
all
of
these
projects
and
then
an
administrative
team
that
does
all
of
the
paperwork
pieces
of
it.
M
M
Moving
on
from
that,
so
our
single
family
developer
program
is
next.
We
do
a
lot
fewer
projects
through
this
program,
but
you
know
about
half
a
dozen
per
year.
This
year
we
started
to
see
some
new
construction
projects
come
forward.
These
were
through
a
partnership
with
NFC,
so
their
properties
are,
we
sold
vacant
lots
to
them
and
they
then
built
the
homes
and
sold
the
homes.
We
had
two
in
Columbus
Park
and
one
in
Oak
Park,
and
then
we
had
two
rehabs
that
were
both
in
Franklin
this
year.
That
finished
out.
M
M
So
on
the
New
constructions,
we
were
trying
to
add
some.
You
know
larger
product
that
you,
you
don't
always
get
sometimes
in
our
older
neighborhoods
and
then
with
the
rehabs,
we're
able
to
sometimes
add
a
bathroom
or
just
reconfigure
the
floor
plan
in
a
way
that
is
a
little
bit
more
attractive
to
home
buyers
coming
in
so.
G
M
I
know
one
was
unoccupied
to
begin
with
the
one
that
was
converted
from
a
three
unit
back
down
to
a
single
family.
It
was
unoccupied
and
had
lost
its
rental
certificate.
It
was
in
pretty
bad
shape
and
then
the
other
one
I
don't
remember.
If
that
was
it
was
it
was
a
for
sale
on
the
open
market.
So
when
the
developer
purchased
it
it
had
been
for
sale,
but
I,
don't
remember
if
it
was
sold
by
a
homeowner
or
or
not
how
they
picked
it
up.
G
G
D
M
That
sort
of
trickle
out
an
effect
assessed
values
overall,
and
so
this
is
kind
of
the
quickest
way
that
we
can
do
that.
But
there's
also
you
know
if
we
do
too
much
of
this.
That's
when
we
start
to
see
those
huge
price
increases
that
we're
trying
to
avoid
so
there's
a
little
bit
of
a
balancing
act
between
not
doing
too
much
of
this
and
having
too
many
you
know,
new
300
000
homes
hit
the
market,
we're
trying
to
balance
that
out
with
helping
existing
owners
fix
up
what
they've
got.
Okay.
G
M
M
M
M
That
brings
us
to
19
total
to
date,
we're
still
seeing
the
majority
of
those
in
our
Oak
Park
Highland,
Park,
Sixth
and
Euclid
business
district,
but
we
are
also
getting
investment
in
Drake
in
Dogtown
as
well,
and
then
also
a
few
here
and
there
in
Franklin,
and
we
had
one
in
Columbus
Park
with
the
American
Legion
this
past
year.
Also,
so
these
tend
to
be.
We
had
the
varsity
cinema
in
here
this
year.
M
That
was
a
huge
project
and
so
that's
driving
some
of
the
the
numbers
here
and
we
were
just
a
small
piece
of
the
funding
for
that
project.
But
it's
great
to
see
that
theater
come
back
to
life
in
the
Dogtown
area
and
then
rental
rehab
is
a
relatively
new
program
for
us.
We
just
launched
it
last
year,
and
so,
while
we
haven't
well,
we
didn't
complete
any
projects
under
this
program
in
2022.
G
M
I
it
does
the
city
have
rental
rehab
as
part
of
what
you
do.
I
would
say
to
some
extent,
with
the
federal
funds
so
home
dollars.
Sometimes
special
cdbg
allocations
will
go
into
rehab,
usually
of
larger
multi-family
properties
for
our
program,
we're
focusing
on
10
units
or
less
so.
The
smaller
multi-family
that
you
find
in
you
know
kind
of
scattered
throughout
our
neighborhoods
trying
to
enable
them
to
do
larger.
M
M
So
when
you
stack
kind
of
all
of
the
2022
Grant
accomplishments
together,
we
we
managed
to
actually
it's
closer
to
the
700
projects.
When
you
add
all
the
special
things
in
completed
272
projects
right
around
14
million
dollars
worth
of
total
investment
across
the
special
investment
districts
and
best
CSM
was
about
3.1
million
of
that
and
we
leveraged
the
other
10.8
and
then
we're
still
finalizing
numbers
on
some
of
the
larger
projects
that
that
finished
out
recently
just
kind
of
how
that
breaks
down
in
terms
of
percentages.
M
M
I.
Imagine
these
numbers
will
fluctuate
a
bit
year
to
year.
You
know
it.
Commercial
projects
tend
to
have
a
longer
timeline,
and,
and
so
when
they
complete
and
hit,
is
going
to
vary
from
year
to
year,
but
the
vast
majority
of
our
projects
are
always
going
to
be
with
existing
homeowners
in
these
neighborhoods
and
I.
Think
we've
got
a
really
healthy
balance.
This
past
year,
healthy
mix
of
things
across
the
kind
of
across
the
different
property
types.
M
So
then
kind
of
rolling
it
all
together
over
the
past
three
years,
it's
been
about
800
projects
that
we've
completed
and
over
22
and
a
half
million
dollars
worth
of
investment
that
we've
prompted
in
these
four
special
investment
districts.
So
we're
feeling
really
good
about
that.
You
know
again
it's
about
one
to
three
in
terms
of
the
dollars
that
invest,
DSM
is
putting
in
versus
the
private
or
other
sources
of
funds
that
it's
leveraging.
M
Okay,
so
moving
away
from
Grant
programs
just
quickly
on
those
development
activities.
That
I
was
mentioning
we're
doing
quite
a
bit
on
this
side
of
the
world
as
well
to
date.
Over
the
past
three
years,
we've
acquired
about
57
different
properties.
Some
of
those
are
Parcels
that
we
have
split
from
other
parcels,
and
so
we've
taken
one
split
it
into
two
to
enable
another
housing
unit
to
be
put
in.
M
We've
now
sold
14
of
those
properties,
five
of
those
were
rehabs,
and
then
nine
of
them
were
lots
that
will
be
eventual
new
instructions,
and
so,
by
the
end
of
last
year
we
had
brought
back
about
1.4
million
dollars
in
sale,
proceeds
that
then
gets
recycled
into
additional
development
activities
in
the
five
rehabs
that
were
sold.
The
average
change
in
market
value
was
about
128
percent.
M
So
just
a
couple
of
examples:
this
was
Columbus
Park,
Rehab
that
we
did
it's
one
of
the
ones
that
sold
for
about
230
000,
and
this
was
before
and
then
after
has
a
little
bit
more
curb
appeal.
We
opened
up
the
the
layout
on
the
interior
so
that
the
kitchen
and
living
room
actually
feel
like
one
space
and
then
we
added
a
new
garage
in
the
back.
We
also
tend
to
update
all
the
mechanical
systems
when
we
do
these
rehabs
and
so
they're.
G
M
M
L
M
M
If
the
furnace
is
older
than
a
certain
number
of
years
or
less
efficient
than
I
forget
what
exactly
our
standard
is,
but
80,
then
we're
upgrading
in
all
of
those
cases,
I
think
it's
a
conversation
that
we're
open
to
I
know
that
my
staff
I've
got
a
couple
on
staff
that
feel
very
passionately
about.
How
can
we
move
the
needle
on
Energy
Efficiency,
and
so
it's
kind
of
a
case-by-case
decision
on
what
does
the
home
require
what
can
be
handled
within
the
budget?
L
L
M
G
M
An
explicit
cap
there
there's
always
only
so
far
that
we're
going
to
be
able
to
push
the
market.
Okay
and
I
think
we
had
an
example
of
that
with
a
new
construction
that
was
listed
too
high
for
the
market
in
Oak
Park
and
then
eventually
came
down
and
sold
at
a
price
point.
That
was
a
little
bit
more
appropriate
for
the
neighborhood.
M
And
this
one's
in
Drake
yeah
and
it
was
kind
of
a
full
full-scale
renovation,
new
home
buyer
there.
This
one
is
larger,
more
like
1600
square
feet,
yeah
this
one's
quite
a
transformation.
We
have
the
homes
on
either
side
as
well
and
so
working
through
those,
and
this
was
not
a
conversion.
It
was
already
a
single
family,
but
it
had
a
very
funky
layout.
The
only
full
bath
in
the
house
was
on
the
first
floor.
M
All
the
bedrooms
were
upstairs
had
a
weird
little
half
bath
in
like
a
laundry
hallway
situation,
and
so
we
stole
the
fourth
bedroom
and
used
that
to
create
two
full
bathrooms
upstairs,
so
that
there's
more
of
a
primary
Suite
and
then
left
a
powder
room.
Laundry
area
downstairs
with
a
reconfigured
kitchen.
So
a
lot
of
layout
changes
in
this
one.
It
turned
out.
Well
it
sold
very
quickly
and
we're
continuing
to
try
and
experiment
with
some
of
these.
G
M
M
M
There
wasn't
anything
common
about
them
and
there
were
several
that
were
broken
or
leaking,
so
we
did
end
up
replacing
most
of
the
windows
throughout
the
home
here,
there's
another
one
on
the
side
next
to
the
front
door
that
you
can't
see
in
these
photos,
I
think
that
had
the
leaded
glass
and
I
think
that
one
ended
up
staying,
but
the
attic
ones.
Fortunately,
all
right.
G
I
think
I
I'm
glad
that
you
guys
have
a
policy
on
this
or
at
least
to
practice
on
this.
Yes,
I
think
it's
important,
you
know
not
a
lot
of
of
homeowners
necessarily
can
afford
the
type
of
historic
renovations
if
they're
doing
renovations
to
their
home,
but
having
an
opportunity
to
come
in
and
be
able
to
right,
do
so
much
work
and
then
actually
be
able
to
afford
to
preserve
it.
I
think
is
good
where
we
can
yeah
yeah.
So
I
appreciate
that
that.
J
M
F
M
G
Yeah,
where
I've
been
watching
the
progress
of
that
when
I
go
by
that
one,
a
lot
is
that,
like
is
there
plan
to
like
kind
of
like
restore,
because
when
I
got
I
mean
it
was,
it
was
Bare
Bones.
So
there's
not
a
lot
to
preserve
of
what
was
actually
there,
but
is
the
plan
to
kind
of
like
like
get
it
back
to
what
it
was
type
of
thing?
Yes,
okay,
yeah,
awesome,
yeah.
M
It's
coming
along,
those
should
be
done
in
the
spring
and
there's
some
interior
features
that
we
found
that
were
very
cool,
some
pocket
doors
that
they
didn't
even
know
were
there,
the
the
stairway
railing
on
the
main
stair
was
able
to
be
saved
so
we'll
do
an
open
house
when
those
are
done
and
come
see
it
wrapping
up
just
a
few
other
Partnerships
that
we
had
this
past
year,
trees
forever
We've.
Now
we
did
another
300
trees
with
them
this
past
year,
bringing
our
total
up
to
around
900.
M
We
did
another
Dogtown
lights
event.
This
is
funded
through
a
grant
with
Wells
Fargo.
The
lights
are
still
up
through
the
end
of
February,
those
are
in
Dogtown
and
then
we've
had
just
a
variety
of
other
projects
and
Partnerships
that
we're
working
on
that
are
still
in
process.
So
those
were
the
two
that
I
wanted
to
mention
today,
a
little
bit
about
updates
for
the
organization
and
just
just
looking
ahead
across
this
next
year.
M
M
We've
got
a
loan
that
we're
using
right
now
from
the
Des
Moines
Redevelopment
company,
and
we
have
Central
Bank
that
is
working
on
putting
together
a
million
dollar
fund
for
our
development
activities
and
some
other
things
so
starting
to
kind
of
build
that
Revenue
Beyond.
Just
the
the
public
dollars
we're
just
starting
a
strategic
planning
process.
M
Looking
at
the
next
phase
of
the
organization.
Now
that
we've
got
our
legs
under
us,
and
particularly
thinking
about
how
do
we
ensure
that
invest?
Csm
has
the
resources.
It
needs
to
accommodate
expanding
our
geography
of
the
areas
that
we
serve
and
then
working
in
conjunction
with
City
staff
to
identify
additional
neighborhoods
that
might
be
appropriate
for
and
best
CSM
to
take
on
over
the
next
couple
of
years
and.
G
G
M
M
I
sent
that
memo
around
last
week
and
just
pulled
out
a
couple
of
highlights.
I
won't
spend
a
lot
of
time
on
these,
but
The
Things
They
highlighted
they
felt
we
were
doing
really
well
resident
leadership
and
and
stakeholder
engagement.
You
know
all
the
work
that
we're
doing
is
really
predicated
on
the
assumption
that
that
neighbors
are
going
to
invest
in
the
community
where
they
live,
and
so
you
know
trying
to
facilitate
various
ways
that
residents
and
business
owners
can
plug
into
all
that
we're
doing
managing
the
organization.
M
As
you
know,
we
get
a
variety
of
things
thrown
at
us,
and
so
those
were
some
of
the
compliments
still
a
little
too
early
to
start
to
measure
things
like
value
growth
and
some
of
the
you
know
very
specific
data-driven
outcomes
that
we
have
in
each
of
the
neighborhood
plans.
There's
a
lag
between
when
we
do
the
projects
and
when
you
see
the
results
in
things
like
assessed
values,
but
you
know,
given
the
outputs,
the
numbers
that
and
the
the
level
of
investment
that
we
are
putting
into
these
communities.
M
So
thinking
about
you
know
how
do
we
thoughtfully
grow
the
resources
that
we
have
in
order
to
make
sure
that
we
can
adequately
serve
any
additional
geographies
that
would
come
on.
So
those
are
questions
that
our
board
and
staff
will
be
kind
of
dealing
with
as
we
go
through
this
strategic
planning
process.
M
And
then
I'm
sure
people
are
curious.
I
know
everybody's
curious
about
when,
when
will
we
be
serving
new
neighborhoods
I
think
this
is
kind
of
the
anticipated
timeline
still
a
bit
in
flux,
but
I
know
the
city.
Has
the
data
analysis
underway
we're
expecting
that
to
be
complete
in
the
spring
and
then
we'll
start
to
take
those
analysis
results
from
the
data
and
figure
out
preliminary
recommendations
around
what
neighborhood
areas
might
be
good
candidates
for
our
programs.
M
We
want
to
make
sure
that
we're
also
thinking
about
the
capacity
of
those
neighborhood
areas
and
the
level
of
interest
on
the
part
of
residence
to
participate.
Have
these
programs
available
so
I
imagine
there
will
be
some
sort
of
relationship
with
the
neighborhoods
that
are
identified
as
far
as
figuring
that
piece
out
and
then
our
board
will
be
looking
at
putting
a
set
of
recommendations
together
to
come
back
to
you,
I,
imagine
probably
late
summer
with
the
planning
process,
starting
after
that
and
taking
about
nine
months.
M
So
it
looks
like
it'll,
probably
be.
You
know
mid
to
late
2024
when
those
new
areas
come
to
invest.
Dsm
for
implementation
gives
us
a
little
time
to
figure
out
the
resource
piece
before
then,
probably
not
looking
at
another
set
of
four
neighborhoods
I.
Think
that's
too
much
for
the
capacity
that
we
have.
We
may
look
to
identify
three
or
four
start
with
one
or
two
and
then
kind
of
stagger,
so
that
planning
could
start
with
the
other
one
or
two
in
a
couple
of
years.
M
So
that
way,
we
don't
have
to
go
through
the
whole
data
process
again
in
three
years,
but
we're
also
looking
at
where
it
might
be
appropriate
to
expand
boundaries
of
our
existing
special
investment
districts,
where
we
already
have
leadership
and
momentum
in
place.
And
how
do
we
start
to
kind
of
spread
that
across
another
couple
of
blocks
so.
M
K
Not
a
question
Amber,
but
I
think
we
should
Polk.
County
deserves
a
tip
of
the
hat
for
their
partnership
in
this
I
I
know
just
quickly
when
Springfield
Missouri
was
here
to
look
at
the
program
and
as
I
recall,
you
said
something
about
well.
This
is
a
partnership
between
Des
Moines
and
Polk
County,
and
there
was
a
pause.
K
F
F
I
just
think
it's
really
important
to
bring
up
that
that
private
people
that
are
coming
on
board
now
and
how
they've
seen
the
value
of
what's
being
done
with
invest
DSM.
So
it's
we're
getting
too
much
faster
to
get
people
other
people
wanting
to
invest
in
the
city
and
the
neighborhoods
like
this
one
bank
is
in
the
Highland,
Park,
neighborhood
and
so
I
specifically
want
to
be
in
certain
neighborhoods
too.
F
G
Is
there
a
process?
I
mean
this
is
probably
down
the
line
because
we're
not
even
at
the
point
where
you're
saying
we're,
not
at
a
point
where
we
can
assess
the
value
increases
which,
when
we,
when
we
do
get
to
that
point,
I
hope
that
we
can
have
a
discussion
on
how
to
utilize
that
additional
tax
revenue.
G
G
G
But
if
we
can,
if
we
can
at
least
evaluate
how
much
that
we've,
you
know
increased
that,
then
we
can
decide
what
to
do
with
that.
If
is
there
a
process
or
is
there
been
thought
about
as
these
neighborhoods
get
to
a
certain
point,
or
even
have
we
figured
out?
What
that
point
is
a
process
for
leaving
an
area
yeah.
M
B
B
O
I
think
it's
a
perfect
segue
with
Amber's
presentation
goals
are
a
little
bit
a
little
bit
different,
so
I
just
want
you
make
sure
you
keep
that
in
mind,
but
main
thing
of
the
program.
City-Wide,
we
focus
on
the
exterior
repairs
of
the
program
affect
the
health
and
safety
of
the
property.
I.
Think
one
way
to
think
about
this
is
we're
really
focused
on
preventing
the
homes
from
sliding
into
a
public
nuisance
status.
O
So
the
program
as
we've
talked
about
last
year,
we've
been
in
front
of
you
a
couple
times
just
talking
about
this
program
moving
forward.
Since
last
year,
staff
has
conducted
over
200
interviews,
Outreach
conversations
and
meetings
done,
independent
research,
looking
at
programs
in
other
cities
and
reviewed
the
existing
City
policies
and
owner
occupied
repair
programming
that
we've
had
in
the
city
as
well,
and
it's
just
a
sample
of
some
of
the
discussions
we've
had
out
in
the
community.
P
P
P
P
This
is
a
breakdown
of
some
of
our
partners
where
they
land
on
the
Ami.
This
particular
chart's
based
off
of
a
family
of
three.
You
can
see
Rebuilding
Together,
Polk
County,
they
kind
of
land
at
that
and
NFC
lands
at
a
50.
Ami
Polk
also
has
a
bracket
that
goes
off
of
federal
poverty
level.
So
that's
up
a
little
bit
around
55
percent
habitats
in
there
at
60
they
did
just
expand
to
80
for
veterans
which
is
pretty
exciting
and
then
we're
at
80
to
follow
existing
City
programs.
P
We
have
the
ion
workflow
here
we
start
out
with
an
application
season
of
October
1st
March
31st
construction
from
April
1st
to
September
30th.
Now,
obviously,
weather
can
change
those
dates
a
little
bit.
If
we
have
a
good
winter,
we
can
go
a
little
longer
if
it
sets.
In
sooner,
we
have
to
shut
her
down.
P
First,
we
identify
a
property,
whether
it's
voluntary
or
a
referral
or
sometimes
nit
will
bring
us
something
that
they
would
like
us
to
take
a
look
at
so
a
lot
of
a
lot
of
times.
The
referrals
come
from
the
inner
Department.
We
assess
the
situation,
we
assess
the
property
through
the
application.
We
look
at
the
qualifications
to
see
what
our
residents
can
qualify
for,
whether
it's
direct
help
or
we
refer
them
to
a
partnership
or
whatever
fits
their
needs,
the
most.
What
services
they
need.
P
We've
developed
the
plan
as
far
as
going
out
doing
a
scope
of
work
working
with
the
owner
to
identify
what
their
needs
are
and
that
flows
into
our
workflow
of
partnership,
where
we
can
take
it
to
say
Habitat
for
Humanity
or
NFC
many
times.
We've
worked
together
in
a
hybrid
situation,
which
has
really
worked
out
well
for
both
parties,
as
your
dollar
bill
is
going
farther.
Then
we
have
our
direct
projects
where
we
do
it
ourselves.
P
P
For
families
below
50
Ami,
we
realize
that
they
need
a
little
more
help.
We
will
go
the
first
20
000
is
forgiven
through
a
forgivable
grant.
Anything
above
20
000
is
a
50
50
split.
For
example,
a
twenty
five
thousand
dollar
repair
22.5
of
that
is
Forgiven
at
a
rate
of
375
dollars
a
month
and
2500
goes
to
the
back
end
on
a
deferred
loan
or
a
lien
with
51
to
80
percent.
It's
just
a
50,
50
split,
so
ten
thousand
dollar
repair
would
be
five
thousand
forgivable.
P
Our
next
steps,
we
roll
out
the
program
through
social
media,
the
news
release
and
just
General
Media.
We
activate
website
with
program
information,
application,
I,
believe
that
is
live
now
and
We've
created
some
door
hangers
brochures,
one
sheets
that
will
distribute
through
some
targeted
areas,
as
well
as
just
staff
meetings
and
neighborhood
movies.
G
I
I'm
glad
we
got
the
opportunity
a
week
or
so
back
to
ask
a
lot
of
questions
about
this
and
glad
to
see
this
moving
forward.
I'm
really
excited
about
the
the
financial
assistance
formula
that
you
guys
have
figured
out
for
the
below
50
and
above
50
in
in
June,
8,
15,
80,
Ami
I.
Think
that's
really
great
dude
I'm
wondering
because,
as
we
roll
this
out,
we're
gonna
have
to
like
we're.
G
Gonna
have
to
take
some
time
to
be
able
to
evaluate
what
effect
that
we're
going
to
have
on
the
neighborhoods
and
everything
like
that.
But
I'm
wondering
how
how
much
data
we
have
from
other
cities
who
have
done
similar
types
of
things
like
this
to
sort
of
see
what
the
effects
have
been
on
neighborhoods
or
if
this
is
sort
of
like
a
new
innovation
that
nobody's
really
doing
it.
This
way
through.
P
G
B
O
It's
historically,
the
city
has
had
an
owner
occupied
rehab
program
and
we
were
only
ever
able
to
put
about
400
000
into
it
and
that
usually
only
focused
on
sewer
repairs.
Handicap
accessibility,
roof
repairs.
It
was
really
the
you
know
the
urgent
need
in
our
community
so
being
able
to
put
general
fund
local
option
sales
tax
money
in
it.
It's
a
big
game,
changer
and
I.
Think
that's
the
unique
thing
that
a
lot
of
cities
aren't
doing
and
probably
have
more
difficult
for
them
to
do
too.
How.
B
A
K
Chris
I'm
interested
or
Dan,
so
are
you
doing
the
door
hangers
on
homes
that
you've
identified
that
need
a
little
TLC
or
city
one
so
but
I
mean
you're,
not
canvassing
the
whole
neighborhood,
only
the
homes
that
that
are
in
need
in
need.
Okay,
and
so
you
do
a
door
hanger,
and
you
wouldn't
know
what
the
first
language
of
that
household
is.
K
P
We
we've
looked
into
that
and
like
by
doing
the
door
knockers,
you
don't
know
right
so
and
it's
hard
to
you
know
you
can
assume
Spanish,
but
it's
hard
to
explain
absolutely
yeah,
so
many
different
languages
yeah,
but
I
am
proud
to
say
that
on
my
staff,
I
have
two
bilingual
employees
that
are
working
really
hard
at
keeping
our
stuff,
at
least
in
Spanish
and
English.
We
do
have
the
language
line,
which
helps
also
that
we
can.
P
Q
G
F
P
I
would
like
to
you
know
you
brought
up
the
census.
We
do
have
an
employee
that
worked
the
last
census,
so
he
knows
a
lot
of
where
to
find
that
information
real
real,
accessible
quickly,
so
that
that
has
been
looked
into
as
well.
So
I'm
I'm,
very
proud
of
my
team
as
far
as
the
diversity
that
we
have
and
the
knowledge
that's
there,
so
I
think
we've
thought
of
about
everything
you
can
think
of.
But
of
course,
there's
always
those
surprises.
G
This
would
just
to
point
out
this
would
be
a
great
spot
for,
like
an
equity
mapping
initiative
that
we
have
talked
about
in
the
city
of
having
that
tool
for
departments
to
be
able
to
go
in
and
like
not
have
to
do
this.
That's
sustainable,
to
be
honest,
because
it's
a
lot
but
to
be
able
to
go
in
and
really
identify
right
away.
It
would
really
help
with
with
something
like
this
and
I
hope
that
there's
interest
on
the
council
for
continuing
an
initiative
like
that.
J
L
O
I
I
understand
the
concern
and
we
don't
have
it
split
up
or
earmarked
for
based
on
pop
on
on
income.
The
one
thing
I
would
tell
you
I
know
after
the
the
I'm
not
sure
if
you're
gonna
like
to
hear
it,
but
after
the
first
year
going
through
this
I
think
we're
going
to
have
more
experience
of
who's
coming
in
and
who's,
not
with
it
being
voluntary
and
I
think
we
might
be
able
to
make
a
better
decision
at
that
point.
O
P
L
J
L
I
think
it's
just
important
that
we
monitor
that
and
be
mindful
of
it,
because
if
it's
and
if
we're
learning
things
and
there's
Outreach
I
mean
but
but
I
think
that's
a
particularly
important
thing
when
we
are
talking
about
who
we're
trying
to
help
be
able
to
stay
in
their
home.
The
affordability
piece
and
hitting
that
low
low
Ami
I
mean
because
that's
a
unique
thing.
F
And
I
think
with
the
Outreach,
if
you're
gearing
towards
the
neighborhoods
that
you
know
or
or
the
houses
in
the
worst
conditions,
the
houses
yeah.
If
you
go
by
what
the
house
is
worse
condition,
is
you're,
probably
going
to
hit
stay
at
the
Target
more
being
the
lowest,
because
they
haven't
been
able
to
keep
up
with
their
homes
or
on
fixed
income
or
some
of
those
things
so
I
think
a
lot
of
it
could
just
depend
on
the
Outreach
they're.
G
I
I
would
agree
that
I
think
it's
important
that
you
know
either
that
we
designate
ahead
of
time
and
make
sure
that
you
know
the
certain
percentage
is
allocated
for
the
lower
income
bracket
or
that
we
are
very
closely
monitoring
that
and
if
we
see
a
shift
where
it's
like
leaning
towards
the
high
Edge.
We
really
need
to
do
something
about
that,
because
we
we
don't
want
a
program.
G
P
G
G
G
P
A
E
L
I
I
can
give
a
couple
a
couple
things:
I'll
start
with
homeless.
Coordinating
Council
we've
got
the
unsheltered
study
that
the
extreme
weather
work
group
has
been
working
on
in
partnership
with
Drake
and
others
that
is
finally
being
rolled
out.
So
there
are
presentations
that
actually,
at
our
homeless,
coordinating
council
meeting
later
this
week
that
that
will
be
presented
to
that
group.
L
I
think
that'll
be
a.
We
can
get
folks
links
or
copies
to
it
if
they
haven't
seen
it
I
think
that's
worth
just
taking
a
look
at
and
help
inform
things
going
forward.
I'll
go
to
Dart,
there's
a
lot
of
different
pieces
going
on
there.
The
new
CEO
search
has
started.
There's
an
executive,
Search
firm,
that's
been
hired
and
is
helping
work
through
that
process.
L
L
Dart
is
working
on
that
up
at
the
legislature
is
I.
Think
we've
talked
to
this
body.
The
preferred
solution
identified
by
by
the
dark
commission
is
the
local
option,
hotel
motel,
but
the
commission
is
also
been
clear
that
they're
flexible
in
terms
of
the
key
is
solving
the
funding
diversification
problem.
K
Visual
artists
musicians
muralists
as
one
central
place
to
get
that
information,
for
example,
who
does
murals
in
Des
Moines
if
you're
looking
for
a
mirror
or
or
music
Ians,
they're
first
creative
breakfast
group,
I
think
is
meeting
this
Saturday
morning
and
99
people
to
signed
up
to
be
a
part
of
it.
So
so
those
are
good
things
kind
of
expanding
the
reach
of
the
Arts
Festival
Beyond
being
a
three-day
event.
So
thank
you.
F
Go
back
to
Bravo
that
I'm
on,
because
it
kind
of
interconnects,
because
it's
overarching
so
working
with
Bravo
to
create
Pathways
to
do
art
in
different
ways.
But
the
artworks
is
really
to
do
individual
artists
and
just
that
Bravo
too.
I
know
that
the
city
is
giving
them
money
and
waiting
to
see
what
projects
they're
going
to
do
that
are
Geared
for
Des
Moines.
Only
and
primarily,
hopefully,
the
young
people
of
Des
Moines,
so
just
an
update
and
they
have
their
big
Gala
coming
up.
E
It
was
some
challenging
conversations,
I
would
say,
but
we're
working
through
that
we've
entered
into
some
contracts.
That's
that
our
challenge
with
our
2080
agreement
and
I
know
that
I
know
that
our
legal
Department's
looking
at
that
right
now
and
and
seeing
where
we're
at
with
some
of
those
things.
But
it
was
good
conversation
and
we're
going
to
keep
moving
forward
and
and
other
than
that
yeah
things
are
water,
Trails,
I,
don't
know,
there's
really
no
update,
they'll
be
getting
started
on
Scott
Street
soon
enough
and
about
it.
B
N
I
also
sit
on
the
Botanical
Garden
board
and
great
things
are
happening
there.
It
just
seems
like
every
day
there
is
something
going
on.
There
are
educational
classes
that
they've
offered
have
been
full.
They
have
their
concert
series
on
Sundays
that
you
can
go
to
wonderful
events,
so
they
are
they're,
really
doing
some
wonderful
things
there
and
appreciative
of
the
agreement
that
we
approve
Monday
night
to
allocate
some
funds
for
them.
We
do
own
the
building
and
it
is
in
need
of
major
repairs
in
the
heating
and
cooling.
A
Any
other
thoughts,
anybody
a
good
work
on
those
boards.
Most
of
you,
since
I
sit
on
some
of
the
boards
with
you,
I
think
you've.
Given
me
a
pretty
good
lead-in,
mpo
I
agree
with
you.
We've
got
a
little
work
do
over
there
as
to
where
we're
going.
What
we're
doing
now
we're
all
working
together
and
so
periodic
updates
certainly
are
helpful.
Everybody
kind
of
knows
where
we're
going
right.
E
N
B
R
R
Ities
LLC,
Captain,
Josh,
Ramey,
we'll
talk
a
little
bit
about
our
ethos
report
and
where
we
are
moving
forward
with
that
and
some
of
the
ideas
that
the
solution
team
is
implementing
and
I'm
going
to
give
you
a
very
brief
overview
on
two
topics.
First
of
all
care
mobile
crisis,
Sergeant,
Garcia
and
officer
O'neill,
who
are
full-time
Representatives
on
those
are
both
out
of
town
for
extensive
training
in
that
regard.
R
we'll
start
with
Karen
mobile
crisis.
The
PowerPoint
that
I
had
was
a
little
bit
dated.
It
was
something
Sergeant
Garcia
put
together
as
they
were
looking
at
expansion.
So
mobile
crisis
is
a
program
that
we've
had
for
years.
It's
now
become
kind
of
the
buzzword
across
the
across
the
industry.
A
lot
of
agencies
are
looking
into
this
trying
to
implement
it.
We
got
a
jump
start
up
on
that.
We
started
ours
in
2001.,
then
Chief
McCarthy,
something
that
was
near
and
dear
to
his
heart.
R
He
also
recognized
an
uptick
in
calls
to
suicidal
subjects
during
that
period,
for
whatever
reason,
so
we
contracted
with
irely
ball
at
the
time
and
brought
clinicians
into
our
building
provided
office.
Space
assigned
a
full-time
officer
officer
Kelly
drain
at
the
time
to
that
unit
gave
them
Police
radios
access
to
our
records.
So
we
could
respond
to
those
Mental.
R
Health
crisis
calls
collectively
that
went
on
for
a
period
of
about
15
years,
and
then
we
start
taking
a
deep
dive
into
the
data
and
realize
we
need
to
expand
that,
take
it
to
a
new
level.
So
we
had
a
group
of
employees
from
Polk
County,
Public,
Health,
Polk,
County
Board
of
Supervisors,
our
employees,
mental
health
clinicians.
R
They
took
a
road
trip
to
Austin
Texas,
who
has
kind
of
the
Premier
model
in
crisis
response.
They
came
back
with
a
list
of
ideas
we
formed.
The
committee
sat
down,
looked
at
it
collectively
from
the
city,
the
county,
the
police
department
and
the
care
providers
in
the
area.
Looked
at
the
data
came
up
with
some
recommendations
and
city
manager.
Scott
Sanders
was
able
to
use
some
of
the
local
option
sales
tax
money
to
funnel
in
our
direction
to
promote
this
expansion.
R
The
group
has
now
been
expanded
to
eight
clinicians,
so
we
have
full-time
coverage
across
the
city
and
these
people.
These
clinicians
are
able
to
divert
those
calls
for
services
away
from
police
officers
in
a
lot
of
instances
to
just
the
experts
in
the
field.
We've
watched
the
calls
for
services
in
the
second
half
of
2022.
They
were
responding
to
somewhere
between
six
and
800
calls
a
month.
So
getting
experts
to
do
expert
work
in
the
field,
bringing
up
the
police
officers
to
do
what
police
officers
need
to
do.
R
R
R
You
know,
diverted
right
to
the
clinician
in
the
Dispatch
Center
and
they
can
triage
that
call
at
the
point
of
contact
most
most
of
the
folks
that
that
we
deal
with
in
our
city
already
have
a
primary
care
provider.
That
clinician
can
divert
it
there
or
get
whatever
resources
needed
need
to
respond
at
that
time.
So
the
efficiencies
on
behalf
of
the
police
department
are
incredible,
freeing
up
our
folks
to
do
what
they,
what
they
should
be
doing.
R
The
care
and
Service
that
crisis
people
in
crisis
receive
has
grown
exponentially
back
to
the
old
adage.
Let
experts
do
expat
expert
work.
We
provide
that
support
role.
We've
also
made
an
adjustment
in
there
as
well
to
have
clinicians
that
are
cross-trained
in
both
adult
and
Adolescent
I
wasn't
aware,
you
know
there
are
two
different
levels
of
care
that
are
provided
and
there's
different
training
and
techniques
that
go
with
that,
but
we
got
that
implemented
as
well.
R
That
also
has
been
very
successful.
It
also
allows
those
clinicians
to
provide
that
support
role
to
our
Des
Moines
Public
School
System
supplement
the
resources
that
they
have
on
site
at
their
builds,
so
that's
kind
of
a
Fast
and
Furious
on
mobile
crisis.
We
continue
we'll
continue
to
watch
the
data
this
entire
unit,
if
you'd
like
to,
if
you'd
like
to
get
an
inside,
look
of
it
at
it
meet
the
folks
I
know:
City
Source
did
a
big
article
on
them,
but
they're
housed
in
our
building.
R
So
they
have
our
vehicles,
our
access
to
information,
our
Police
radios,
all
the
resources
of
the
police
department
at
their
disposal.
We
can
dispatch
them
directly,
but
they're
housed
in
our
building
on
the
lower
level.
If
anybody
would
like
to
come
in
meet
them,
talk
to
them
get
to
know
them
and
about
who
they
are
and
what
they
do.
We'd
be
happy
to
host.
You.
G
I
have
some
questions
the
you
you
talked
about
clinicians
answering
the
calls
instead
of
police
officers.
If
you
said
freeing
up
officers
should
be
doing
what
they're
supposed
to
be
doing.
So
how
often
is
it
that
or
can
you
describe
the
process
a
little
bit?
Is
it
just?
The
clinician
goes
out
by
themselves
without
not,
with
those
exception,
exceptional
cases.
R
Yes,
so
the
clinicians
and
the
care
team,
so
let's
say
we
have
a
crisis,
call
come
into
our
communication.
Center.
We
have
a
clinician
in
the
Communication
Center,
so
we
divert
the
call
for
them.
They'll
triage
it
right
there.
It
might
be
somebody
they
know
it
might
be
somebody
they
dealt
with
in
the
past.
There's
no
indication
of
violence,
weapons.
Anything
like
that.
The
care
team
can
respond
on
their
own.
We
don't
need
a
police
officer
to
go.
That's
kind
of
the
benefit
of
that
clinician
in
the
Communication
Center.
R
R
G
R
So
the
weapon
calls
and
that
that's
part
of
that
triage
at
the
beginning
of
that
call,
so
one
of
the
benefits
of
having
them
housed
in
our
building
is
all
the
records
on
those
calls
are
captured
in
our
CAD
system,
so
that
clinician
could
be
talking
through
it.
You
know,
you
know,
are
you
inclined
to
hurt
yourself
or
or
someone
else
you
know,
and
they
might
say
well,
you
know
not
really
and
the
that
clinician
can
look
at
the
the
cad
records
and
they
can
say
well.
R
Last
week
we
were
out
there,
you
know
and
they
were
gonna.
You
know
they're
talking
about
committing
suicide
with
a
gun.
You
know
so
we're
not
going
to
send
a
clinician
by
themselves.
There
we'll
send
a
plea,
we'll
send
a
police
officer
or
maybe
two
as
that
support
role.
Clinician
does
their
work.
The
police
officers
are
there
to
make
make
sure
the
clinician
is
safe.
R
Process
they,
they
would
be
with
the
clinician
at
the
door
until
they
and
until
everybody's
comfortable,
that
it's
safe,
okay
and
then
the
officers
they
can
back
away.
In
most
cases,
they
just
leave
and
go
about
their
business.
Once
a
clinician
is
safe
and
they
have
it
under
control.
They
can
make
that
professional
decision
that
yep
I
got
this
and
we
leave
and
they
do
their
work.
Okay,.
G
There
was
part
of
the
reason
I'm
asking
all
these
questions,
obviously
like
it's
important
to
know
these
things,
but
there
was
an
incident
that
was
brought
to
my
attention
with,
like
four
four
police
officers,
with
a
clinician
and
I
I.
Don't
know
any
of
the
details
about
like
if
there
was
a
weapon
involved
or
anything
like
that.
R
Don't
know
I,
don't
know
the
scenarios
you
talk
about
either,
but
I
can
about
guarantee
you.
If
there
were
four
police
officers
there
there
was
probably
a
weapon
and
it
was
probably
a
firearm
okay,
because
we
just
we
wouldn't
we
wouldn't
send
that
level
of
resource.
To
you
know
the
garden
variety
call
just
wouldn't
happen.
R
Yep,
when
there's
a
safety
consideration
a
lot
of
times,
the
clinicians
can
make
that
decision
themselves.
Sometimes
it's
it's
based
on.
You
know
records
of
trips
to
that
address,
but
if
clinician
has
a
feeling
of
safety-
and
they
don't
need
the
officers,
they
can
send
the
officers
on
their
way.
Okay,
thank
you.
R
F
Thank
you
for
expansion
of
this
whole
program,
because
I
think
it
was
critically
important.
The
one
question
I
have
is:
do
you
think
you
need
more
officers
trained
like
Lorna,
Garcia
and
Sean
O'neal?
Would
that
be
helpful
to
have
a
bigger
staff
trained
in
that
since
they're
taking
so
many
more
calls,
I
think
I
think
just
so.
It's
covered
like
24
7
for
an
officer
too
remember
yeah.
R
So
every
every
officer
in
our
building
has
been
through
40
hours
of
Crisis
Intervention
training,
so
they
have.
They
have
received
training
in
this
area.
As
we
look
forward
to
expansion,
the
priority
for
me
would
be
expansion
on
the
side
of
the
clinicians,
because
we're
always
going
to
have
officers
on
the
street
that
can
support
them.
To
do
that,
I
would
like
to
my
preference
would
be
to
make
sure
we
always
have
clinicians
on
the
street.
R
You
know
to
do
that
to
do
that
expert
work,
but
all
of
our
officers,
in
fact
the
academy
that's
going
on
right
now.
They
will
also
get
40
hours
of
it
that
will
be
put
on
by
Sergeant
Garcia
and
the
clinicians.
So
they're
not
there
to
make
a
diagnosis
they're
just
there
to
make
a
preliminary
assessment.
You
know
and
get
the
right
services
to
the
right
people
so
understand
what
you're
saying.
F
R
Absolutely,
and
actually
there
will
be
a
point
in
time-
you
know
Sergeant,
Garcia
and
officer.
O'neill
are
fairly
High
respected,
highly
capable
employees
and
their
the
time
is
going
to
come
when
they're
going
to
promote
out
of
their
positions.
It's
just
gonna,
it's
just
gonna
happen.
I.
Think
everybody
in
this
room
probably
agrees
with
that
and
I
had
that
conversation
with
Laura
a
couple
Lorna
a
couple
weeks
ago,
and
she
said
she
has
multiple
folks
within
our
agency
that
are
very
interested
in
filling
those
spots.
R
Q
L
So
one
of
the
things
you
you
said
with
councilmember
bozen
was:
if
you
had
resources
the
the
number
of
additional
clinicians.
Do
you
have
a
sense
of?
Are
the
I
mean
they're,
responding
to
six
800
calls
a
month
already,
you
have
a
sense
of
the
number
of
additional
calls
where
this
type
of
service
would
be
appropriate
and
it
you
know
if
there
was
it.
If
today,
like
there
was
you
identified
all
the
calls
that
the
clinicians
would
be
appropriate
to
respond
to
what?
R
Yeah
and
that's
when
the
expansion
took
place,
it
took
place
over
the
summer
and
the
early
fall,
and
at
first
now
our
partners
no
longer
hourly
ball.
It's
Broadlawns,
which
is
you
know,
experts
in
the
field
they've
really
stepped
up
their
game,
both
in
terms
of
expertise
and
facilities
at
their
campus.
It's
actually
pretty
incredible.
So
right
now
that
same
group
broadlawn,
Steve,
Johnson,
Lorna,
Annie
youths
from
Polk
County
and
that
crew
they're
analyzing
this
data
to
see.
R
Okay,
when
does
the
next
expansion
need
to
occur
and
that
Day's
coming
so
they're
gonna
they're,
gonna
analyze?
Those
calls
for
service
nature
call
time
on
call
and
just
make
sure
that
we
have
enough
resources
to
cover
what
we
want
to
cover,
how
we
want
to
cover
it
with
those
experts,
so
I
would
I
would
say
you
know
we
have.
We
generally
have
an
uptick,
you
know
around
the
holidays,
that's
just
the
way
it
is.
It's
always
been
that
way.
I
would
say
by
Spring.
R
R
K
R
I,
do
not
that
that
has
historically
been
a
problem.
If
you
look
at
so
Polk
County,
they
are
charged
actually
by
code
to
provide
a
mental
health
services
and
transport
services.
You
know
for
people,
you
know
that
need
more
extensive
treatment,
maybe
in
a
facility,
and
they
have
a
full-time
staff
of
free
cars.
R
Three
units
staffed
by
two
people
that
transport,
even
adults,
all
over
the
state
every
single
day.
That's
all
they
do
so.
The
number
of
beds
is
certainly
an
issue.
It's
been
an
issue
for
the
31
years,
I've
been
there,
you
know,
that's,
probably
not
something
I
can
fix
at
my
level.
You
know
my
my
intent
is
on
that
initial
response.
Let's
make
sure
we
get
experts
on
the
scene
to
try
to
provide
that
preliminary
assessment
and
have
Primary
Care.
R
Not
that
I'm,
not
that
I'm,
aware
of
that's,
that's
going
to
be
an
issue
moving
forward,
because
this
this
is.
This
is
something
that
we
need
to
get
our
arms
around.
Not
just
as
a
as
a
community.
I
mean
this.
You
know
it
doesn't
stop
at
the
jurisdictional
lines
of
Des.
Moines
I
mean
this.
Is
this
across
Metro?
It's
also
across
the
state
we're
fortunate
here
to
have
experts
that
we
can
rely
on
and
partner
with
I
shudder
to
think
what's
happening
in
rural
Iowa.
R
G
Have
we
been
making
an
effort
to
advertise
or
communicate
with
the
public
about
like
other
crisis
lines
that
exist
in
like
Statewide
like
or
national
crisis
lines?
I
I
know
that
we
have
a
really
good
resource
with
Iowa
crisis
chat
coming
out
of
Iowa
City,
which
is
available
to
anyone
in
the
state
I
believe
yeah.
B
R
Yeah
Polk
County
Health
is
is
deep
into
that
as
well,
and
youths
and
her
team
are
are
big
on
that
Lauren
and
I
went
up
and
talked
to
then
attorney
general
Tom
Miller
a
few
months
ago
and
ran
through
this
through
this
program
with
him
and
I
know,
his
office
has
done
some
advertising.
You
know
for
other
parts
of
the
state
that
that
need
these
services
that
don't
necessarily
have
access
to
what
we
have
here.
G
R
Yes,
it
was
it's
its
combination
of
what
we
developed
here:
police,
mental
health
professionals
and
the
Communication
Center
piece-
that's
where
we
picked
that
up
from
they
actually
visited
the
Communication
Center
visited
with
that
clinician
and
and
watched
her
triage.
Those
calls
right
at
the
point
of
contact
and
get
the
right
Services
there
many
times
it
doesn't
involve
the
police
officer.
C
G
So
that,
obviously,
if
people
are
calling
9-1-1,
it's
it's
at
the
point
of
emergency
but
developing
so
that
we
kind
of
have
some
in-between
for
people
to.
You
know
more
more
Staffing
on
that.
On
that
point,
even
with
the
calling
in
and
being
able
to
potentially
deflate
a
situation
to
the
point
where
it's
no
longer
a
crisis.
R
R
Secondly,
somebody's
going
to
respond
doesn't
matter
if
it's
a
crisis
issue
or
you
know,
you're
you're
sinks
leaking.
You
know,
and
you
don't
know
who
to
call
so
having
that
clinician
in
Dispatch.
They
can
make
those
referrals
to
those
other
services
as
well.
They
can
connect
them
with
a
crisis
line.
You
know
because
we
might
get
a
call
from
somebody.
That's
in
Warren
County
and
you
know
it
might.
We
have
a
small
section
of
Warren
County
that
we
respond
to,
but
they
have
a
crisis
line
that
covers
Warren
County
this
so
okay.
R
Well,
let
me
connect
you
to
this
Crisis
Line.
They
can
make
that
connection
and
and
get
them
pointed
in
the
right
direction,
with
the
with
the
services
in
their
area.
So
that's
kind
of
the
big
benefit
of
having
that
clinician.
There
they're
aware
of
all
the
services
and
they
can
point
people
in
the
right
direction.
G
R
We
can
forward
them
directly
to
that
number
and
we
can
stay
on
the
line
with
them
until
that
connection
is
made.
Okay,
we
have
to
we
we
have
to
for
our
own
benefit.
We
we
always
close
that
Loop.
You
know
we're
not
just
going
to
say
well,
here's
a
number
you
can
call
and
then
hang
up
because,
in
my
opinion,
we're
technically
responsible
to
make
sure
they
get
the
services
they
need.
So
we
close
that
loop.
A
Thank
you
well,
and
sometimes
also
with
the
mental
health
clinicians
and
others
that
you
have
that
are
working
with
you,
plus
the
training
of
your
staff.
You've
been
able
to
diffuse
some
situations
in
another's
get
those
people
to
mental
health,
support,
whether
it's
Unity,
Point
or
Broadlawns,
or
wherever
and
get
them
checked
in
until
they
can
get
in
a
little
Commerce
state
of
mind
and
I've
heard
and
watched
your
your
people
work
through
that
and,
quite
frankly,
I
think
save
a
lot
of.
R
Lives
yeah,
one
of
the
big
benefits
living
in
Des
Moines
is
the
services
that
are
available.
You
know,
Broadlawns
is
always
our
go-to.
For
years
and
years
and
years
it
was
the
only
show
in
town,
Lutheran
Hospital
is
certainly
stepped
up.
Their
game
turned
out
to
be
great
Partners
a
great
facility.
They
do
great
work
for
us,
then
the
unity
points
and
the
mercy
of
the
world
that
they're
getting
into
this
space
because
they
know
it's
not
going
away.
R
And
that's
you
know:
one
of
the
kind
of
the
go-to's
in
our
building
is
always
control
the
things
you
can
control
and
I
think
the
city
and
the
county
have
done
just
that
in
this
space.
So
if
we
take
care
of
our
business,
we
can
show
that
model
to
others
and
encourage
them
to
jump
on
board,
but
we're
in
a
good
space
and-
and
we
have
terrific
partners.
R
We
do
so
if,
if
it's
somebody
that's
if
it's
somebody,
that's
violent,
that
you
know
we
need
to
take
the
Lutheran
Broadlawns.
We
can
provide
that
Transportation.
Have
the
clinician
come
with
us?
If
it's
somebody,
that's
not
at
that
level
that
but
still
needs
some
inpatient
treatment.
If
you
will
or
some
options
there,
the
vehicles
that
we
provide
with
our
clinicians
are
outfitted,
so
they
can
transport
themselves,
so
they
don't
necessarily
need
us
there.
Okay,.
R
Hospital
or
something
I
sure
can,
but
it
used
to
be.
It
was
either
going
to
be
a
squad
car
or
an
ambulance.
Well,
you
can
imagine
the
the
issue.
You
know
when
you
know
an
ambulance.
You
know
is
out
of
service
for
that
transport.
An
emergency
happens,
so
we
made
it
a
point
to
provide
some
training
and
then
outfit
the
vehicle,
so
our
clinicians
can
do
themselves.
Do.
G
R
R
Yeah,
the
the
hospital
the
hospitals
are
all
equipped
to
deal
with
that
they
have
not
only
the
security
staff
but
they're.
There
are
people
that
may
need
medication
to
be
calmed
down,
they
may
put
off
their
medication
and
the
good
thing
is,
you
know
between
Unity
Point,
Mercy,
one
Lutheran
and
Broadlawns.
They
now
have
an
interconnected
database
where,
let's
say
you
know
the
they
ended
up
at
Broadlawns,
but
they
generally
go
to
Mercy
are
generally
go
to
Lutheran.
A
R
They're
they're,
an
SV
SUV,
that's
unmarked,
so
just
looks
like
a
regular
vehicle.
However,
they
have
our
mobile
data
units
in
that
vehicle,
so
they
can
so
they
can
see
where
we
are,
if
they
need
help
and
we
can
see
where
they
are,
if
they
need
help,
so
they
they
have
a
trip
log
on
their
screen.
They
can
see
the
trips
they
can.
You
know
say:
well,
I
see
you
know,
here's
the
mobile
price
script.
R
Let
me
jump
that
relay
that
through
our
communication
Center
that
way
we're
all
on
the
same
page.
Well,
we
all
know
where
everybody's
at
so
right
briefly
I
want
to
hit
that
30
by
30
initiative.
Again
this
is
30
of
the
workforce
in
our
department
being
female
by
the
year
30
30.,
so
we've
made
I'm
sorry,
20,
30,
30.
I'll
be
long,
I,
think
I'll
be
retired
in
30
30.,
but
so
this
is
initial
National
initiative
that
we
signed
on
to
this
is
important.
R
We
recognize
the
value
we
also
recognize
areas
Improvement
within
our
organization.
So
we've
made
some
progress
on
this
I'm
just
going
to
hit
some
of
the
highlights.
Briefly.
I
met
with
the
committee
last
week.
Through
the
BRC
process,
we
were
able
to
take
a
significant
jump.
There
was
money
allocated
for
our
budget
in
our
uniform
allowance.
R
You
know
here
we
are
2023
and
you
have
like
one
vendor
out
there
in
uniform
land
that
actually
provides
a
female
cut
in
trousers
and
shirts.
This
to
me
is
crazy,
so
we
had
to
make
an
adjustment
there
to
allow
us
access
to
that
vendor,
also
some
of
the
equipment
that
we
that
we
carry
particularly
the
belts
themselves
and
how
they,
how
they
fit,
how
they
wear
are
different
for
male
and
female
employees,
so
we're
able
to
make
that
adjustment.
R
Last
week
we
were
notified
that
that
that
went
through
and
the
orders
have
been
placed,
so
we've
been
making
some
progress
there.
Our
Academy
is
not
ideal.
If
you've
ever
been
through
it.
You
probably
understand
that
we
had
a
locker
room
out
there,
for
we
run
an
academy
class
I.
Think
the
last
class
we
had
seven
female
recruits.
In
there.
Our
locker
room
was
built
probably
in
the
60s,
whenever
they
quit
using
cement
block
walls,
but
the
locker
room
for
the
females
out.
R
There
had
had
two
showers
that
were
built
in
the
50s
that
were
literally
21
inches
wide
totally
unacceptable.
We
had
Lockers
in
there
that
were
original.
This
is
male
and
female
side.
The
male
had
male
side
has
six
showers
same
thing.
We
have
lockers
that
we
give
them
equipment
and
equipment
bags
and
we
provide
them
a
locker
that
your
equipment
bag
won't
fit
in.
You
know
it
was
kind
of
a
running
joke,
so
we
were
authorized.
R
R
That
was
kind
of
one
of
the
priorities
for
this
committee.
The
current
facility
we
have
the
men's
locker
room
is
kind
of
a
joke.
The
women's
locker
room
is
completely
unacceptable.
You
know,
but
there
are
some
things
on
the
horizons
where
we're
not
really
to
ready
to
make
a
big
investment
in
that,
and
maybe
we
can
do
it
right
here
in
the
near
future,
so
made
some
progress
on
that
on
the
recruiting
Trail
they.
The
discussion
was
a
more
directed
effort
towards
female
applicants.
R
R
R
We
didn't
have
a
lot
of
success.
Last
time
we
had
48
recruits
in
the
process.
None
of
them
made
it
past
Civil
Service
interview,
so
that
committee
is
now
in
conjunction
with
HR,
taking
a
deep
dive
into
at
what
point
in
the
process
did
we
lose
them?
Was
it
at
the
initial
testing?
Was
it
at
the
Physical
Agility?
Was
it
at
the
background?
Was
that
polygraph
see
if
we
can
narrow
that
down?
R
Obviously,
that'll
depend
a
lot
with
the
Civil
Service
Commission,
a
discussion
with
them,
but
also,
if
it's
at
any
point
in
the
testing
phase,
what
preparation,
what
tutoring,
maybe
a
boot
camp?
What
can
we
do
to
get
them
over
that
home?
So
all
that's
being
analyzed
nothing's
off
the
table
and
in
terms
of
what
we're
willing
to
do
towards
this,
so
a
lot
of
energy,
some
progress
being
made,
but
something
we
need
to
keep
keep
our
foot
on
the
gas.
A
S
S
Some
of
our
highlights
are
takeaways
from
that
survey.
Some
of
our
Mental
Health
Solutions,
the
ongoing
stuff
that
we've
done,
have
had
a
positive
impact
through
that
survey
reduce
mental
health
stigma
within
the
department
also
identified
that
our
lower
morale
is
driven
by
a
perceived
lack
of
support
from
those
in
Authority
lack
of
community
support
and
the
current
political
climate.
S
From
those
with
ethos.
We
went
through
some
opportunities.
We
felt
the
organization
had
to
push
forward
a
little
bit
as
far
as
enhancing
morale.
We
want
to
amplify
visibility
and
support
from
Citywide
Administration
took
a
brief
look
at
reimagining
recognition
within
the
department
how
Awards
work
within
our
own
organization,
and
then
we
talked
a
lot
about
how
do
we
Foster
community
in
our
organization
and
then
also
intentional
communication?
How
do
we
re-energize
the?
Why?
What
and
how
the
police
department
to
our
employees
and
how
do
we
enhance
that
communication?
S
As
we
went
through
several
meetings
with
the
ethos
team?
The
chief
tapped
me
to
chair
what
we
call
the
solutions
team,
so
we
took
some
of
these.
What
I
call
opportunities
formed
a
committee
and
started
working
through
these
with
people
in
the
organization
as
we
went
through
that
communication
kept
coming
up,
which
is
obviously
a
struggle
for
us
in
a
24
7
environment
with
almost
500
employees
working
around
the
clock.
S
As
we
went
through
a
lot
of
these
problems,
we
landed
on
structured
mentoring
as
a
solution
to
tackle
all
these
mentoring
was
something
that
about
six
years
ago,
when
I
went
through
Northwestern
School
of
police
staff
and
command
was
an
idea.
I
had
for
new
sergeants
I
brought
it
to
Chief
Winger
and
he
said,
do
it.
Let's
go.
S
S
Some
of
the
some
of
the
benefits
that
we
came
up
with
through
our
committee.
A
big
benefit
is
sharing
organizational
knowledge
for
us,
as
you
get
different
experiences
as
a
supervisor
or
Commander.
You
transfer
around
the
department
and
you
get
exposure
to
different
things.
Procurement,
Patrol,
narcotics,
SWOT
operations,
incident
command
I'm,
currently
in
the
Communication
Center,
which
is
a
place
in
22
years.
I've
never
worked
wonderful
opportunity
for
me
to
learn
how
that
section
Works.
How
do
we
do
that
without
transferring
people
around
mentoring
is
one
of
those
ideas.
S
S
Some
of
the
other
things
that
we
kind
of
landed
on
as
I
guess,
expectations
or
things
that
will
benefit
from
this
help.
Build
rapport
offer
guidance,
build
confidence,
provide
resources
that
can
be
something
within
the
city
that
can
be
tough
to
access
at
times.
Where
do
I
go
to
get
help
with
with
these
problems,
so
we're
going
to
provide
them
with
the
person
to
help
give
them
that
guidance.
S
Also,
another
big
portion
of
this
will
be
build
relationships
and
networking,
as
we
pick
these
mentors
and
mentees
how
we
assign
them
we'll
pick
them
outside
of
existing
social
networks
within
our
building,
I've
been
afforded
the
opportunity
to
work
with
several
people
throughout
the
police
department.
There's
people
and
I
use
Major
Miller.
As
an
example,
I've
never
had
the
opportunity
to
work
for
Major
Miller.
She
would
be
a
good
Mentor
for
me
because
we've
never
had
that
experience
within
the
police
department
and
I've
never
been
under
her
command.
S
There's
other
people
within
the
police
department
that
I
have
been
under
their
command,
and
maybe
they
wouldn't
be
the
best
opportunity
for
me
personally
to
receive
a
mentor
so
we'll
look
at
some
of
those
existing
kind
of
social
networks
within
our
organization
and
have
signed
them
outside
of
that
Network.
So
hopefully
we
can
create
some
internal
networking
within
the
police
department
through
this
mentoring
program.
S
T
So
CLIA
stands
for
the
commission
on
accreditation
for
law
enforcement
agencies
and
it
was
created
in
the
late
70s.
It's
a
conglomeration
of
four
high-level
executive
agencies,
International
associations
of
chief
of
police,
the
National
Organization
of
black
law
enforcement,
Executives
National,
Sheriff's
Association,
and
the
Police
Executive
Research
Forum.
So
these
agencies
have
come
together
and
set
these
established
standards
that
are
required
for
us
to
meet
accreditation,
there's
182
standards
that
we
have
to
meet.
T
We
are
currently
seeking
the
basic
law
enforcement
accreditation,
and
all
of
these
standards
are
based
on
best
practices
and
current
policing.
So
this
commission,
that
runs
the
Kalia.
It's
made
up
of
21
members.
Half
of
those
are
law
enforcement
practitioners
and
the
balance
of
those
are
made
up
of
the
private
public
sector
such
as
City
Council,
Members
city
managers,
attorneys
judges,
professors.
So
you
get
an
understanding
from
everybody
as
far
as
the
best
input
of
what
best
practices
are
in
policing.
T
Currently,
there's
11
11
agencies
in
Iowa
that
are
law
enforcement
accredited
with
Kalia
locally.
We
have
Clive
Urbandale,
West,
Des,
Moines,
Iowa
DPS
walking
is
currently
going
through
a
self-assessment
as
we
are,
but
less
than
five
percent
of
agencies.
Nationwide
are
clear:
accredited
So,
This
truly
is
an
elite
accreditation
and
something
to
be
proud
of,
and
for
our
for
us
to
hang
our
hat
on.
If
we
can
meet
these
accreditation
standards.
G
T
T
You
know:
West
Des,
Moines
who's
been
accredited
for
some
time,
they're,
obviously
meeting
all
the
standards,
urbandale's
Advanced
accredited
so
they're
meeting
over
460
some
standards,
so
we
can
sit
there
and
say
how
our
policies
are
different
because
there's
different
requirements
based
on
the
citizens
that
you're
providing
services
to
the
needs
of
the
community,
but
these
standards
are
across
the
board.
So
that's
how
we
can
see
how
we
we
measure
ourselves.
How
do
we
meet
the
standard
versus
how
urbandale's
meet
the
standards?
T
T
J
T
T
So
at
this
point
that
was
actually
a
recommendation
from
Kalia
when
so
it's
called
the
triarc
award,
where
you'd
receive
all
three.
That
was
our
hope
that
we
would
do
that.
Initially,
Clee
actually
came
back
and
said
that
that's
a
lot
to
bite
off
at
once
for
basic
accreditation.
We
have
three
years
to
complete
this
process
and
I'll
talk
about
the
timeline
here
in
a
second.
The
hope
is.
T
G
B
B
Well,
yes,
a
year
or
no,
no,
it's
definitely
years
because
it
once
we
decide
space
is
appropriate
and
we
think
that
we
can
afford
the
the
remodeling
and
because
they're
extensive
re
rehab,
that
would
still
be
necessary
figure
out
what
those
priorities
are
to
who
moves
to
Nationwide
to
that
building.
First,
it
would
still
take
a
year
of
construction
to
get
that
done
or
a
year
of
design
in
a
year
of
construction
done
so
yeah
three
years
would
be
probably
the
right.
T
As
far
as
the
timeline
of
what's
expected,
we
became
enrolled
September
23rd
of
22..
We
have
36
months
to
complete
our
initial
accreditation,
My
Hope
Is,
that
we
can
get
that
completed
by
November
of
24..
So
just
over
two
years
is
my
goal.
There
are
several
steps
that
have
to
take
place.
The
very
first
thing
and
most
important
is
that
we
get
our
written
directives
and
policies
in
line
with
what
the
current
standards
are
based
on
best
practices
and
that
we
get
those
put
in
force.
T
Major
Miller
is
going
to
discuss
21cp
that
has
kind
of
condensed
our
timeline,
which
will
push
us
forward
much
quicker
on
Kalia.
But
hopefully
the
goal
is
in
the
next
couple
months
that
we'll
have
all
of
our
policies
updated.
We
can
then
start
showing
proof
of
compliance
to
these
standards,
hopefully
by
the
end
of
the
year,
have
those
proof
of
compliance
complete
and
then
move
into
the
assessment
phase
of
Julia
Kalia
requires
a
remote
assessment.
T
Well,
they'll
come
in
and
look
at
our
policies,
they'll
look
to
show
that
we
can
show
proof
of
compliance
to
those
policies
and
then
they'll
do
an
on-site
assessment.
My
goal
is
next
summer
or
so
that
we'll
have
that
on-site
assessment,
we'll
send
out
assessors
they'll
come
and
look
at
our
facilities,
look
how
we
do
day-to-day
operations,
and
then
they
have
a
public
forum
hearing
it
used
to
be
done
in
person.
They
just
changed
the
standard
on
this
in
January.
So
now
they're
going
to
have
a
public
forum.
That's
done
through
a
website.
T
You
know
we
we
actually
do
a
decent
job
at
collecting
data.
The
problem
is,
it's
housed
in
so
many
different
systems
that
don't
integrate
with
each
other,
there's
no
way
to
analyze
that
data
to
talk
to
each
other.
So
the
hope
is,
with
the
government
governance
committee
that
we're
currently
going
through
right
now
that
can
find
ways
to
remedy
this
and
and
have
better
ways
to
to
analyze
the
data
that
that
we
collect.
T
So
in
regards
to
what
is
what
is
going
to
mean
for
the
Des
Moines
Police
Department?
Obviously
the
the
change
of
facilities
will
be
a
big
hurdle
for
us.
That's
another
reason
why
the
hope
is
to
have
this
completed
by
November
of
24.,
also
with
any
leadership
that
might
change
during
that
time
frame
and
the
sooner
that
we
can
get
this
done
and
then
move
on
to
the
other
accreditation
Awards.
T
Well,
we'll
benefit
the
department,
and
hopefully,
maybe
at
some
point,
look
at
doing
an
advanced
accreditation.
Urbandale
is
currently
law
enforcement.
Advanced
accredited
I
certainly
think
that's
something
that
our
department
could
handle
as
well
and
again
provides
us
that
opportunity
to
show
the
public
what
our
policies
are,
that
we're
meeting
these
standards
and
then
give
that
expectation
to
the
public
for
what
they
expect
to
receive
from
our
department.
L
You
talked
about
460
versus
182
standards
between
basic
and
advanced.
So
what?
What
are
some
of
the
things
that,
because
I
assume
we're
doing
some
of
those
things
that
that
are
in
the
advanced?
It's
just
a
question
of
going
through
the
whole
process.
But
what?
What
are
some
of
the
differences
between
right.
T
Those
are
the
the
major
analysis
like
so
we
have
a
software
program.
That's
that
does
track
use
of
force
data
very
well,
but
we
don't
do
analysis
enough
analysis
in
my
opinion,
on
that
use
of
force.
So
that's
where
it's
going
to
push
us
to
understand
the
data
better
and
then
better
allocate
resources
when
it
does
come
to
policing.
T
So
we're
actually,
even
though
we
know
we
don't
have
to
meet
these
Advanced
standards,
we're
actually
have
our
eye
on
that
and
as
we're
tailoring
our
policies,
we're
actually
tailoring
them
to
meet
the
advanced
standards
already,
because
the
hope
is
if
we
do
go
to
that
advanced
accreditation.
We're
already
going
to
be.
You
know
we're
already
going
to
meet
most
of
those
standards
that
are
required
of
it.
T
G
And
is
there
collaboration
with
other
accredited
departments
like
you
were
talking
about
Chicago
because
Urbandale,
you
know
nearby,
but
not
necessarily
comparable
in
the
same
way
that
a
city
would
be
not
necessarily
Chicago's
comparable
does,
but
that
another
city
would
be.
Is
that
sort
of
like
a
program
of
being.
T
Able
to
communicate
with
them.
Yes,
there
is
so
we're
assigned
a
regional
program
manager.
Tim
Basinger
is
the
Kalia
staff
member
that
we
we
report
to,
but
there's
also
what
we
call
a
pack,
it's
the
Midwest
pack.
It
includes
States
from
Missouri
all
the
way
up
to
Canada,
because
it's
actually
an
international
accreditation
award,
Canada
and
Mexico
is
included
as
well.
So
we
include
I,
think
eight
or
nine
states,
plus
territories
in
Canada
and
and
agencies
that
are
currently
going
through
accreditation
or
currently
accredited
Iowa,
DPS
being
one
of
them.
T
Sherry
Polson
the
director
over
there.
She
actually
heads
up
this
pack,
so
we
meet
on
a
quarterly
basis,
there's
conferences
that
happen
two
to
three
times
a
year
where
they
will
update
standards
because,
just
like
policies,
the
standards
are
constantly
involving
the
commission
will
meet
update
the
standards
we
then
meet
with
the
Pac
and
our
regional
program
manager
discuss
those
changes
and
then
we
can
collaborate
with
these
agencies.
T
G
T
All
done
by
the
commission,
so
the
commission
will
meet
two
to
three
times
a
year.
Part
of
our
assessment
after
the
on-site
assessment
is
we'll
actually
go
in
front
of
the
commission
and
we'll
be
a
commission
hearing.
That'll
be
at
one
of
the
conferences,
but
during
that
conference
the
commission
will
also
meet
and
discuss
any
standards
that
need
to
change.
Okay,.
G
T
A
U
So
a
lot
of
our
conversations
are
going
to
kind
of
overlap
which
is
kind
of
good,
so
with
the
I'm
going
to
start
with
21
CP
and
just
kind
of
give
you
an
idea
where
we
are
in
progress
of
of
getting
that
into
place.
We're
having
regular
Communications,
which
is
really
good.
I've
started
uploading,
a
lot
of
our
general
orders
and
other
documents
so
that
they
have
those
things
to
to
look
at
prior
to
their
assessment
in
speaking
to
Catherine
Olson
she's,
one
of
our.
U
What
do
you
call
lead,
maybe
for
our
for
our
project
they're,
going
to
begin
doing
some
virtual
forums
and
interviews
with
our
external
partners
and
she's
going
to
begin
doing
that
on
the
30th
of
this
month,
so
they're
going
to
start
doing
those
things
she
cut.
She
Catherine
has
contacted
our
department
just
to
get
and
city
manager
and
provided
some
external
partners
and
stakeholders
for
us,
so
they're
going
to
start
doing
some
virtual
meetings
for
those
with
21
CP.
U
It's
going
to
also
help
us
in
our
progress,
like
Sergeant
O'donnell,
said
and
getting
all
of
our
documents
and
special
orders.
General
orders
standard
operating
procedures.
Getting
all
those
in
place
for
our
accreditation
as
well,
so
in
doing
these
they're
kind
of
over
overlapping,
which
again,
like
I
said,
is
going
to
be
helpful
for
us
as
an
agency
21cp
we're
just
moving
right
along,
so
they
have
a
timeline
I
believe
their
timeline
has
been
adjusted.
A
little
bit
is
that.
U
Okay,
so
they'll
finish
up
in
the
summer,
but
we're
I'm
uploading
I
uploaded
from
our
general
orders.
Catherine
got
a
hold
of
me.
She
couldn't
could
not
access
them,
so
I'll
have
to
upload
in
a
different
way.
I've
got
to
download
them
now
and
then
upload
them
so
that
their
system
will
allow
her
to
have
access
to
that
information.
So
I'll
begin
finishing
that
up.
Our
general
orders
has
almost
been
completely
amended
and
ready
for
review.
I
think
we
have
about
nine
chapters,
still
that
we're
working
on,
but
21cp
is
very
understanding
of
that.
U
So
the
chapters
that
we're
still
working
on
I'll
just
indicate
to
them
that
they're
still
in
progress
and
then
they'll.
You
know
just
kind
of
wait
on
looking
at
those
I
want
to
say
that
they're,
probably
going
to
come
here
to
Des
Moines
21cp,
is
that
probably
February
are
some
dates
that
they're
looking
at
in.
U
General
order
is
how
we
operate
so
how
the
entire
every
agency,
every
unit
in
the
department
how
it
operates
our
standard
operating
procedures,
are
more
specific
to
us
to
a
unit,
so
my
division
would
have
its
own
standard
operating
procedure.
Operations
which
is
Patrol,
would
have
their
own
standard
operating
procedure,
but
anything
that
everyone
in
the
department
does
there's
rules
and
regulations
on
how
we
conduct
that
and
that's
in
our
general
orders.
Okay,
thank
you,
yeah
yeah,
so
21cp
moving
right
along
I.
U
U
There
are
so
she's
going
to
right
now,
they're
going
to
do
virtual
ones,
so
those
are
interviews
and
focus
groups
as
what
she's
looking
at
doing.
First,
then
they
will
come
to
Des
Moines
and
do
some
person
to
person.
So
there's
they'll
do
some
in-person
of
those
as
well,
but
they'll
contact
or
reach
out
to
stakeholders,
both
internal
and
external,
to
do
and
set
those
up.
Those
won't
be
set
up
through
us.
The
police
department
that'll
be
set
up,
who.
B
E
B
U
U
Of
the
elected-
yes,
sir,
then
that's
by
their
request,
so
that's
part
of
what
they
do
as
a
matter
of
fact.
When
they
come,
they
want
to
I,
don't
know
if
they'll
attend
a
full
city
council
meeting
but
they're
aware
of
when,
when
city
council
meets
and
still
they
wanted
to
know
about
meetings
that
they
could
attend
and
or
be
aware
of
so
they'll
I
think
they
do
a
full
spectrum.
Gorgeous
I
think
it's
going
to
be
voluntary,
but
I.
B
U
See
and
kind
of
give
my
update
as
to
where
we're
at
excuse
me
with
the
glasses
I,
had
a
little
surgery
done
in
my
eye,
so
I
need
my
glasses
for
distance,
but
up
close,
which
is
usually
the
opposite
for
people
right,
okay,
so
so
I'm
taking
those
off
so
I
can
read
up
close.
As
you
all
know,
they're
like
21
or
20.
Excuse
me,
23
areas
of
Interest
with
Public
Works
LLC.
U
The
police
department
is
moving
along
right
really
well
in
accomplishing
those
23
areas
of
Interest
with
Public
Works
LLC
we've
began
collecting
more
data
on
our
stops.
Doing
warnings
citations
as
sergeant
O'donnell
mentioned,
a
big
portion
of
both
21cp
and
Public
Works
LLC
is
not
just
collecting
the
data
but
having
it
analyzed
and
we
don't
have
a
data
analyst
yet,
and
so,
hopefully
that
is
on
the
horizon,
but
that's
going
to
be
a
big
part
of
what
we
need
to
do
in
order
to
fulfill
a
lot
of
these
requirements.
U
So
we
have
the
information
we
have
the
data.
We
just
need
to
have
someone
who
was
capable
of
analyzing
that
and
that
can't
be
a
sworn
person
I.
Don't
think
that
that
would
the
spirit
of
what
Public
Works
LLC
wanted
I,
don't
think
they
wanted
me
a
police
major
to
analyze.
Our
data
I
think
they
wanted
someone
outside
of
us
to
do
that,
but
someone
that
works
close
with
the
police
department
so
that
we
would
have
a
couple
of
data
analysts
in
the
police
department
so
that
they
could
understand
the
data
that
they're
actually
analyzing.
U
So
but
as
far
as
some
of
the
other
things
here
on
the
list,
we've
taken
a
really
close
look
at
our
public
information,
our
you
know
the
information
that
goes
out
to
the
public
and
the
request
for
that
information.
We
revamped
that
process
and
I
think
we're
just
moving
along
really
well
on
this
list
of
of
items
to
do
and
again,
like
I
said,
a
lot
of
this
will
overlap.
So
some
of
what
Public
Works
is
looking
for.
U
U
U
Getting
statistics
right
we're
missing
some
some
big
pieces
that
we
use
on
a
day-to-day
basis.
You
know
crime
mapping,
that's
what
you're
looking
for
statistic,
wise
crime
mapping
and
even
just
the
overlapping
of
some
of
the
other
processes
that
we
use
that
we
had
prior
to
the
new
system
that
we're
not
able
to
to
get
to
function
for
us
right
now
and
I
know
that
Anna
Whipple
is
working
extremely
hard
with
Tyler
to
try
to
get
a
lot
of
these
things
resolved
Anna
Whipple.
Is
it
yeah.
R
Gone
so
I
know
something
near
and
dear
to
all.
Your
hearts
is
the
neighborhood
meetings
and
the
crime
mapping
and
the
stats.
Yes.
As
of
last
week
when,
when
we
had
a
leadership
meeting
on
this,
that
became
the
priority
for
Tyler
and
director
Whipple.
So
we
have
to
get
that
piece
short
up,
not
just
for
your
sake.
We
use
it
every
single
day.
R
I
mean
that's
kind
of
how
we
allocate
resources
and
do
our
business,
so
the
I
don't
want
to
say
the
failure
with
the
Tyler
system,
but
the
hiccup
with
the
Tyler
system.
This
has
been.
This
has
been
going
on
for
three
years.
The
RFP
process
Tyler
has
a
very
robust
system.
It
will
capture
information
report
out
information,
allow
us
to
analyze
information
to
allocate
resources,
Scott
all
the
bells
and
whistles
that
we
need.
R
That's
a
problem
for
me
because,
if
I'm
supposed
to
manage
this
project,
that's
not
going
to
work
very
well
because
I'm,
not
an
I.T
guy
I,
can
barely
check
my
email.
So
this
thing
went
this
project
continued
and
it
launched
April
it
launched
in
April,
and
we
didn't
have
that
managerial
oversight
from
the
I.T
perspective
to
manage
it.
So
director,
Whipple
and
her
staff
were
scrambling
to
you,
know,
try
and
fill
in
the
blanks
of
the
actual
expert
that
drove
this
project
and
built
it
from
the
ground
up.
So
we
had
a
little.
R
We
had
an
expertise
and
a
management
void
that
was
simply
created
by
an
employee,
leaving
and
taking
another
job.
So
now
we're
kind
of
scrambling.
You
know
to
get
the
pieces
that
aren't
working
working.
We
have
a
a
leadership
committee
assigned
to
that.
That
includes
us
I.T
and
they're,
making
a
priority
list
of
things
that
some
things
RIT
Department
can
take
care
of.
Some
things
are
a
Tyler
issue.
We
have
law
enforcement
partners
that
are
part
of
this
as
well.
R
Polk
County
is
on
this
same
system,
so
they're
they're,
assisting
us
through
these
struggles
and,
quite
frankly,
losing
their
patience,
because
Polk
County
also
has
partners
that
they
Supply
this
system
to
such
as
Pleasant
Hill
and
Altoona,
so
everybody's
in
the
same
boat
with
the
struggles
and
everybody
assumes
that
same
frustration.
So
we
just
between
us,
I,
I,
T,
put
a
team
together,
said:
okay,
these
are
the
issues
we
need
to
prioritize
them
and
we
need
to
just
plow
through
this
list.
R
R
Yeah
in
the
in
the
meantime,
they
have
backfilled
positions
in
our
department
to
provide
that
this
is
the
support
would
need
to
be
operational,
but
okay,
there's
frustration,
kind
of
on
all
levels,
but
I
think
everybody.
That's
that's
using
the
system
that
knows
about
the
system
from
the
line
level.
You
know
all
the
way
to
the
Command.
Staff
knows
that
this
product,
when
working
right,
will
be
robust
and
exactly
what
we
need.
We
just
we
just
got
to
get
over
that
hump.
We
just
lost
the
expertise
at
the
worst
possible
time.
R
G
Do
you
anticipate
that
there's
room
for
like
expansion
to
get
to
the
points
that
were
in
the
public
works
report
of,
like
all
the
data
points
that
they
made
and
like
the
comparisons
to
or
the
best
practices,
recommendations,
comparisons
to
other
cities?
Other
programs?
Do
you
think
that
we're
going
to
have
the
capacity
after
we
get
past
this
roadblock.
R
That's
what
Tyler
is
designed
to
do?
Okay,
it
took
us
from
our
old
system,
was
an
innograph
product
called
eye
leads
it
took
them,
took
us
from
the
the
Baseline
of
just
you
know,
gathering
information,
housing,
information
accessing
information
to
actually
being
able
to
produce
data
and
reports.
That
can
then
be
analyzed.
That's
why
we
chose
Tyler.
Okay,.
F
B
K
U
B
U
B
No
again,
we
have
to
create
the
centralized
piece
first
so
that
we
have
the
knowledge
on
the
engineering
side.
Unfortunately,
and
I
can
I
can
come
back
with.
Another
presentation,
I
think
would
make
the
most
sense,
because
we
have
to
have
the
foundation
built
first
and
we
got
the
Consultants
involved.
Understand
how
you
build
this
properly.
E
We
can't
those
that
those
base
people
the
that
you're
going
to
hire
roll
into
those
other
positions
or
we're
going
to
have
we're
going
to
hire
three
positions
to
be
the
foundation
and
the
kind
of
what
you're
talking
about
and
they're,
still
going
to
stay
on
board
and
then
we're
going
to
hire
someone
else
to
do
that.
They
can't
transition
into
that.
F
B
B
No,
the
answer
is
unfortunately,
no
we
can.
We
can
have
Consultants
help
us
to
set
up
a
system
initially,
but
the
systems
are
all
changing
and
part
of
the
engineer's
responsibility
is
going
to
be
making
sure
the
different
systems
are
actually
communicating
with
each
other,
and
so
at
that
level
it
needs
to
be
centralized,
and
it
is
a
different
expertise
and
again
because
the
systems
themselves
are
changing
it's
best.
It's
it's
best
practice
to
have
that
individual
on
staff.
G
G
Collecting
data
by
using
warnings
concerns
me
a
little
bit
just
because
I'm
worried
that,
on
the
impact
on
the
people
being
stopped
versus
like
previously
not
getting
like
I
want
I
want
to
collect
data
on
all
the
stops,
but
it
concerns
me
that
someone
is
receiving
a
warning
and
how
does
that
affect
them
and
and
like
what
is
our?
What
is
our
system
for
warnings
like?
Does
a
warning
guarantee
that
the
next
time
you're
stopped
that,
like
you're.
U
U
No,
that's
that's
not
how
a
warning
is
so
a
warning
is
actually
could
technically
just
be
a
traffic
stop
right,
so
it's
warnings
are
only
issued
in
lieu
of
a
citation.
So
when
an
officer
has
a
traffic
stop,
they
have
discretion
on
whether
or
not
so
currently
before
we
had
the
written
warnings
which
a
lot
of
the
agencies
around
us
already
do
have
was
already
doing
written
warnings.
We
were
giving
verbal
warnings
as
opposed
to
writing
a
ticket.
U
I
might
just
say
to
you,
you
have
a
tail
light
out
and
so
there's
nothing
written,
nothing
documented
and
what
Public
Works
LLC
requested
is
that,
while
how
do
we
track
or
how
do
we
know
that
we're
doing
those
warnings,
because
there
was
no
tracking
mechanism
for
those?
So
we
then
tracks
system,
which
is
what
we
do.
Our
citations
in
already
had
the
capability
of
us
to
provide
a
written
warning,
Iowa,
State
Patrol.
They
do
written
warnings
as
well.
U
U
Well,
I
mean
I,
guess
that
would
probably
be
I
mean
if
you've
had
a
tail
light
out
for
for
three
months.
You
know
and
you've
had
warnings,
I,
don't
think
that
I'm
gonna
give
you
another
warning,
and
that
would
just
be
my
discretion,
but
if
I,
if,
if
you've
been
warned
10
times
about
the
same
headlight,
you
know
that
is
a
citation
and
it's
capable
of
a
citation
before
that
warning.
But
it
does.
It
doesn't
say
to
me
it
won't
say
to
me
that
I
have
to
give
you
a
citation
right.
U
U
G
U
G
U
There's
body
camera
and
yeah
body
camera
video
there's
also
you
know
when
I
go
out
on
a
traffic,
stop
I
I
indicate
that
to
dispatch,
and
so
there's
there's
a
tracking
mechanism.
So
they
the
dispatch,
will
know
how
long
I
was
on
that
traffic.
Stop.
Are
you
asking
that
I?
Don't
that's
not
something
that
I
write
up,
though
right.