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From YouTube: February 3, 2014 Ways & Means Committee
Description
Ways & Means Committee Meeting
A
A
There
you
go
I'm
dropping
though
gavel
so
good
afternoon.
Everyone,
my
name,
is
John
Quincy.
This
is
the
regularly
scheduled
meeting
of
the
Ways
and
Means
Committee
I
think
we
have
20
items
on
our
agenda
today
and
we
should
be
able
to
get
through
this
pretty
quickly,
but
look
forward
to
everybody's
questions
and
comments.
The
first
number
of
items
here
there
are
7
18
that
will
be
on
our
consent
agenda.
A
The
first
are
a
series
of
legal
settlements
with
Michael,
salad,
Johara,
Tillis
and
then
a
settlement
with
HDR
engineering,
Graham
construction
services
and
Siemens
water
technologies.
The
second
item
is
a
selection
of
bond
counsel.
There
are
four
actions
associated
with
this
in
selection
and
appointment
of
our
bond
counsel
for
various
funding
mechanisms
for
the
city.
A
The
fourth
item
is
a
bid
for
accepting
a
single
bid
from
pitney,
bowes,
pre
sort,
services
and
I
think
there
were
a
number
of
questions
so
I'm
going
to
use
the
prerogative
of
the
chair
and
just
pull
that
for
another
discussion
topic.
The
fifth
item
is
information.
Technology
department
is
bringing
forward
and
incidents
referral
on
each
charging
services,
telecom,
a
telecommunication
services
and
hris
system
upgrade
executing
the
contracts
with
global
source
IT
that
we
approved
to
a
couple
of
weeks
ago,
community
planning
or
community
development
and
regulatory
services
committees
bringing
forward
several
items.
A
A
9Th
item
on
the
agenda
is
Metropolitan
Council,
livable
communities,
local
housing
incentive
account
grants
accepting
and
appropriating
LH
IA
grants
totaling
four
hundred
thousand
dollars
for
several
projects.
The
number
ten
is
the
upper
harbour
terminal
operating
budget
for
2014,
public
safety,
civil
rights
and
emergency
management
committee
is
bringing
forward
an
item
for
life,
scan
fingerprint
system
authorizing
agreement
with
morphotype
track
estimated
about
thirteen
thousand
dollars
for
maintenance
and
support
of
life.
Scan
fingerprint
systems
in
the
police,
crime,
lab
transportation
and
Public
Works
Committee
is
bringing
forward
a
number
of
items.
A
There's
a
series
of
actions
here
authorizing
execution
and
subordinate
funding
agreements.
Sfa
21
with
the
Metropolitan
Council
for
work
associated
with
the
resurfacing
of
pleasant
avenue
between
arlington
and
washington.
Amendment
number
12,
the
sfa
five
increasing
the
maximum
reimbursement
amount
to
the
city
for
installation
of
water,
main
isolation,
valves
vales
along
the
LRT
route
and
authorizing
execute
1s
fa-18
for
payment
to
the
city
of
costs
related
to
traffic
signals,
street
lighting,
sewer
and
water
work.
A
B
Just
had
a
couple
of
questions
on
number
seven
I
think
I
actually
sent
you
an
email.
I
said
number
eight
on
the
agenda,
but
I
meant
to
say
number.
Seven
I
was
just
curious
around
a
human
resource
information
system
upgrade.
This
is
an
amount
not
to
exceed
850,000.
I
know
that
we
on
last
cycle,
approved
350,000
for
the
HR
is
upgrade.
I
was
just
curious.
How
this
relates
to
that
funding
and
also
just
to
get
some
more
details
on
what
that
money
is
going
for
in
terms
of
consultation.
A
C
A
C
A
D
A
A
Any
other
questions:
okay,
on
the
consent
agenda,
with
the
exception
of
item
number
four,
which
we'll
talk
to
in
a
moment
all
those
in
approval,
please
say:
aye,
aye,
aye
and
opposed
those
motions
will
carry
on
to
the
next
council
meeting
and
let's
go
to
the
question
of
item
number
four,
which
is
brought
forward
by
the
city
clerk
and
our
procurement
area,
accepting
a
single
bid
for
pitney,
bowes,
pre
sort
services,
inc,
estimated
expenditure
of
380
3,000
to
furnish
and
deliver
pre
sort
mailing
services
for
the
City
Clerk's
Department.
Mr.
E
Chair
this
is
a
bid
for
services
that
are
managed
in
the
document
solution.
Center
a
unit
under
the
office
of
City,
Clerk,
pre,
sort.
Mailing
services
refers
to
the
sorting
barcoding
and
the
addition
of
postage
or
the
metering.
In
addition
of
postage
to
mail
produced
by
the
city.
It
helps
us
secure
a
reduced
rate
through
the
united
states
postal
service
for
the
city
enterprise.
The
contract
covers
vendor
fees,
as
well
as
the
actual
postage
rates
for
all
of
the
city
produced
mail
items.
E
We've
had
the
contract
in
place
with
the
current
vendor
psi,
formerly
known
as
zip,
sort
for
approximately
seven
years
or
thereabout.
During
that
time
period,
the
vendor
fees
have
slightly
increased.
We
estimate
less
than
five
percent
total
of
the
contract
period
during
the
seven
years.
There
is
a
provision
in
the
contract
that
allows
psi
to
increase
the
postal
fees
that
are
charged
the
city
based
on
actual
costs
incurred
by
them,
based
on
the
rate
set
by
the
united
states
postal
service.
E
A
E
Center
the
document
solutions
center
each
night,
submitting
that
male
2
psi
and
PSI
sorting,
processing
bar
coding
and
fixing
the
postage
and
metering
that
out
and
then
putting
it
to
the
United
States
parcel
service
within
less
than
24
hours
is
a
pretty
significant
process,
and
so
having
that
done
completely
in-house
with
one
vendor
allows
us
to
ensure
the
timeliness.
It
also
allows
us
to
exercise
a
little
bit
more
oversight
on
chain
of
custody,
a
great
deal
of
what
we're
talking
about
here.
E
E
It
allows
us
to
meet
our
time
guide
so
that
what
within
less
than
a
24-hour
window,
that
entire
process
has
been
completed
and
is
in
the
mail
that
would
be
my
guesstimate
as
to
why
someone
reading
our
request
for
services
would
say:
that's
a
pretty
big
scope
of
work
and
we
may
be
able
to
do
a
portion
of
it,
but
not
everything,
and
so
that
might
explain
why
we
have
a
single
vendor.
Sure.
A
And
I
think
this
opens
up
kind
of
a
little
more
conversation
about
our
procurement
process
in
general,
especially
around
how
we're
trying
to
deal
with
our
some
requirements.
Wonder
if
you
could
talk
to
those
items
a
little
bit
as
well
as
mr.
carpenter,
because
procurement
is
kind
of
under
our
finance
property
services
department.
Mr.
E
Cherry
might
redirect
your
questions
to
Velma
corbel,
the
director
of
our
civil
rights
department,
who
also
is
present
for
this
meeting,
and
her
office's
you
know,
does
administer
the
small
and
underutilized
business
program
for
the
entire
enterprise.
We
did
obviously
consult
with
our
department
on
this
bid
because
of
the
complexity.
There
were
no
responsive
bidders
who
met
the
women
or
minority-owned
business
program,
deliverables
or
requirements
to
do
the
full
scale
of
that
scope
of
work.
So
she
can
speak
to
the
administration
of
the
project.
A
little
more
and
certainly
mr.
E
C
Mr.
chair,
just
briefly
as
a
general
overview
of
procurement
in
the
bid
area,
I
will
call
your
attention
is
part
of
this
discussion.
If
you
just
look
at
the
agenda
here
on
item
18,
you
will
see
two
other
procurement
situations
where
we
are
awarding
business
to
vendors,
who
went
through
a
bid
process,
one
of
them
was
the
low
bid.
One
of
them
was
the
low
responsive
bed
way
generally.
C
Procurement
works
in
the
bid
area
is
the
procurement
area
gets
together
with
the
department
that
is
requesting
services
and
develops
bid,
specifications
which
are
then
promulgated
to
the
community
and
at
a
date
and
time
certain
bids
are
received.
Those
vendors
are
selected
then,
on
in
this
case.
In
the
copier
case,
they're
only
was
one
bitter,
so
they
get
the
business
any
other,
notwithstanding
any
other
reasons
that
they
could
get
disqualified,
but
they
are
the
only
bidder.
C
The
bid
specs
are
always
constructed
to
incorporate
things
beyond
bra
price,
where
appropriate,
included
in
that
can
be
s
upp
objectives
at
it
before
you
bid
is
awarded
to
someone
the
procurement
Department
and
the
Department
securing
services
and
the
civil
rights
will
have
to
decide
whether
the
presumed
winning
bid
is
in
fact
meeting
all
the
specifications
that
the
city
has,
but
on
the
given
contract.
Thank.
A
F
Chair
and
committee
members
I
thank
mr.
Carl
and
mr.
carpenter
for
their
explanation,
but
I
think
the
issue
that
raised
the
question
that
came
up
in
a
series
of
emails
to
council
members
and
staff
is
an
issue
that
comes
up
long
before
the
bid
ever
happens
and
I
think
it
is
a
question
of
competing
values
in
the
city.
Mr.
Karl
and
his
department
have
value
and
a
desire
for
efficiencies
and
economies
of
scale
by
by
lumping
several
different
services
together
under
this
contract.
F
F
It's
just
very
difficult
when
you
lump
that
many
services,
together
on
the
dead,
sighs
contract,
to
be
able
to
open
up
opportunity
to
smile,
women-owned
and
minority-owned
firms,
and
we
run
into
that
problem
quite
a
bit
in
the
city
and-
and
this
is
not
the
first
time
I'm
sure
you
know-
we've
had
these
discussions
at
the
city
councilor
by
the
policymakers
in
the
city,
and
so
we're
going
to
be
working
in
the
next
few
weeks
and
months
to
figure
out
a
way
to
try
to
balance
some
of
that
competition
between
those
different
values.
Thank.
B
B
I
think
the
rate
I
was
getting
was
about
a
little
under
16
cents,
a
postcard
when
I
was
sending
them
out,
and
my
understanding
of
that
is
that
that
saturation
rate,
when
you're
hitting
enough
mailboxes
within
a
certain
zip
code
and
part
of
that's
just
optimization
of
mail
in
general.
My
question
here
is
what
percent
of
our
mail
is
hitting
saturation
rate
and
when
we
do
hit
saturation
rate,
and
then
we
save
additional
dollars?
Are
those
dollars
being
given
to
pitney
bowes
priests
or
services
inc?
E
Mr.
chair
councilmember,
Johnson
I'm,
not
for
sure
I
can
answer
that
question.
We
would
have
to
look
into
that
and
get
back
to
you
on
a
response
to
saturation
levels
within
certain
predetermined
types
of
mail
based
on
certain
categories,
very
broadly,
without
breaking
it
down
into
the
specifics
you're
at
we
bid
based
on
historical
types
of
mail
that
are
produced
by
any
of
the
city
departments.
E
So
a
postcard
is
an
example
and
we
try
and
do
a
rough
estimate
of
how
much
do
we
think
we
might
do
in
a
year
and
then
project
it
over
the
life
of
a
three
year
period.
So
those
are
estimates
based
on
past
experience.
That
may
or
may
not,
then
be
the
actual
expenditures
used
during
the
life
of
this
contract
in
this
year
or
the
second
year
of
the
contract
or
the
third
year
of
the
contract,
but
it
locks
in
a
guaranteed
price.
E
B
B
Looking
for
that
opportunity
to
really
utilize
the
postal
code
to
save
the
city
and,
ultimately,
the
taxpayers
money
in
that,
it's
not
something
that
they
just
get
to
keep
that
money
if
we
are
encountering
some
savings,
but
that
we
can
actively
get
that
back
and
put
that
towards
all
the
other
competing
priorities
that
are
so
important
to
us.
Mr.
E
B
A
Say
that
we'd
have
that
opportunity
to
discuss
it
in
the
council
meeting,
but
our
intent
is
not
to
slow
down
this
process
of
this
approval
for
this
agreement
and
negotiate
deals
with
in
the
information,
but
I
do
hope.
We
can
get
that
information
to
the
this
this
these
members,
as
well
as
the
full
council
in
time
for
conversation
on
Thursday
or
Friday.
Okay.
Thank
you
all
those
an
approval
of
the
motion.
As
made
please
say:
aye
aye,
aye,
opposed.
That
item
carries
so
now
we
can
move
to
our
posted
discussion
items.
G
Absolutely
I'm
deputy
chief
Travis
clampy
with
police
department,
I
oversee
the
Office
of
Professional
Standards,
which
does
include
our
leadership
and
organizational
development.
I
er
training
and
I
was
asked
to
come
today
just
to
talk
a
little
bit
about
the
partners
and
leadership
training
that
we
have
been
undergoing
and
are
going
to
continue
this
year
and
what
I'd
like
to
do
is
just
give
you
a
quick
overview
of
what
we
do
in
that
it's
a
unique
thing
too.
Certainly
the
police
department
and
I'm
guessing
to
a
lot
of
the
organizations
within
the
city.
G
We
tried
to
step
outside
the
box,
is
a
police
department
and
do
some
leadership
training.
That's
meant
from
away
from
the
chief
to
the
executive
team
right
down
to
the
line
officer
working
a
dog
watch
shift
in
either
you
know
5th,
4th,
precinct
or
whatnot
and
the
key
to
the
whole
key
to
the
training.
G
It's
based
on
the
book,
the
odds
principle
and
it's
all
about
accountability
and
changing
that
culture
of
accountability,
because
and
what
we've
learned
until
each
person
has
accountability
and,
as
you
probably
can
tell
it's
very
dynamic
at
the
top,
it's
a
little
bit
different.
It's
a
lot
a
bit
different
than
when
you
get
down
to
that
line
officer,
but
irregardless
until
each
individual
has
that
accountability
in
what
they're
doing
on
many
different
levels.
We
are
never
going
to
be
that
great
organization
that
the
chief
talks
about
we're
good
at
what
we
do.
G
We
strive
to
be
great
and
until
it
accountability
comes
through
and
what
we
found
is
it's
not
just
as
easy
as
going
to
somebody
and
saying
hey,
you
do
this
and
be
accountable
for
it.
It's
truly
much
more
complex
than
that,
and
that's
what
the
odds
principle
talks
about
and
that's
what
leadership.
Our
partners
and
leadership
deals
with
it's
about
drilling
down
in
and
seeing
the
problems,
owning
them
solving
the
problems
and
then
doing
something
about
it,
having
the
courage,
whether
it
be
a
chief
of
police,
a
police,
lieutenant
or
an
officer.
G
When
you
see
something,
that's
not
in
place
having
the
courage
in
the
skills
to
be
accountable
for
owning
it
and
doing
something
about
it,
and
it
might
be
as
simple
as
a
quick
fix
or
it
might
be
something
as
courageous
as
bringing
something
to
a
supervisor.
That's
going
to
have
adverse
consequences
to
somebody
else
and
it
again
it's
not
just
as
easy
as
pointing
your
finger
and
telling
somebody.
This
is
what
you
will
do,
because
we've
learned
over
time.
G
A
Thank
You
chief,
clearly
I'm
sure
we'll
have
some
additional
questions
for
you,
but
I
think
this
is
an
incredibly
important
topic.
So
that's
why
I
really
want
to
highlight
it
today,
not
for
the
mere
fact
it's
fifty
thousand
dollars,
but
I
wanted
to
really
show
the
public
that
this
is
something
that
the
department
is
taking
very
seriously
and
leadership.
Training
is
an
important
job,
a
way
to
implement
some
of
our
policies
in
place
in
to
benefit
the
entire
population
of
minneapolis
and
beyond.
So
thank
you
for
bringing
this
forward.
A
G
They've
been
around,
for,
I
think,
20
to
25
years,
but
we
only
started
working
with
them.
Just
last
year,
like
I
said
the
chief,
the
Chiefs
been
on
this
book
for
quite
a
while
I
mean
and
she
presented
to
us
in
the
leadership,
and
then
we
actually
brought
them
in
starting
last
March
and
we've
had
three
trainings
with
them
already
I
think
we've
hit
around
100
to
120
people,
we're
trying
to
start
at
the
top
work
our
way
to
the
bottom.
With
the
goal,
it
would
be
great
eventually
to
bring
every
single
person
through
cost-wise.
G
Logistically,
it's
going
to
be
difficult.
The
key
is
to
get
down
into
that
middle
level,
that
middle
level
management,
where
the
DogWatch
supervisors
who
are
out
at
you,
know
three
in
the
morning
they're
bringing
these
things
to
the
officers.
So
that's
our
goal
is
to
drill
down
now
we're
going
to
come
back
we're
bringing
these
folks
back
for
reinforcements,
because
even
at
our
level
it's
real
easy
to
kind
of
lose
traction.
We
need
to
keep
that
up
on
everyday
basis.
If
you
don't
do
this
routinely,
it's
not
it's
not
going
to
work
and
I.
G
Think
we've
got
good
traction.
We
don't
want
to
lose
that
and
again,
it's
all
about
brain,
just
the
key
principles
in
knowing
that
you
know
our
goals
of
Public
Safety,
Public,
Trust,
employee
engagement,
morale
until
it
gets
instilled
in
every
single
person.
We
have
work
to
do
and
that's
what
this
program
intends
to
bring
to
us.
Okay,
thank
you.
B
G
Council
Chair
councilmember
in
March
we're
going
to
have
42
to
45
people
coming
through
this
round
and
then
I
would
anticipate
more
in
the
year
we're
going
to
try.
They
have
a
limit,
but
it's
usually
right
around
40.
That's
the
optimal
learning
number.
They
don't
want
to
exceed
that
or
it
gets
a
little
bit
chaotic.
G
The
travel
waiver
with
a
the
city
policy
says
that
we
reimburse
from
home
base
to
Minneapolis
and
then
back
to
home,
base
this
organization
when
they
come
in,
they
might
be
coming
in
from
Nestle
corporation
training
us
flying
out
to
alcoa.
They
are
a
national
organization.
Microsoft
Starbucks,
you
name
a
large
company
and
they've,
probably
trained
them.
D
Thank
You
mr.
chair
deputy
chief
clampy,
you
alluded
to
the
fact
that
when
you
started
your
position,
you
know
in
a
leadership
position
I'm.
You
were
given
that
book
at
the
odds
principle,
and
can
you
explain
what
that
what
that
exactly
is
and
can
you
you
know,
give
us
some
highlights
from
the
book
or
from
I'm
hoping
you
read
the
whole
thing.
G
Absolutely
mr.
chair
councilmember:
yes,
there
was
a
test
by
the
chief
on
that
for
all
the
exam,
no
hey
it's
a
dynamic
book
and
that
it
brings
there's
a
there's,
a
couple
key
things
that
couple
key
summaries
I
can
give
you
there's
a
four-step
process.
It's
about
problem
solving,
it's
see
the
problem
own,
it
solve
it
and
then
do
it.
If
you
fall
down
in
any
one
of
those
four
things,
the
problem
doesn't
go
away.
G
If
you
can't
recognize
a
problem,
if
you're
not
brave
enough
force,
if
you're
not
willing
to
solve
it
and
then
be
brave
enough
to
do
something
about
it,
you've
done
nothing
for
the
problem.
So
until
you
hit
each
one
of
those
four
things,
you've
essentially
done
nothing
in
an
even
easier
up,
example
that
the
book
gives
is
they
described
above
the
line.
Thinking
below
the
line.
G
Thinking
in
the
most
simplest
of
terms,
ask
yourself
what
you're
doing
it
each
individual
call
is
an
officer
am
I
thinking
above
the
line
or
am
I
going
below
the
line.
We
even
made
that
simpler
for
officers
when
chief
harteau
talked
about
on
each
individual
call.
Are
you
giving
the
service
that
you
would
want
one
of
your
family
members
to
be
receiving
if
they
had
to
call
for
the
police
and
I
really
think
that
sums
up
the
book?
Now?
G
It's
not
quite
that
easy,
because
until
we
get
everybody
to
buy
in,
but
certainly
those
are
a
couple
of
the
key
principles
of
the
book,
and
it
is
amazing
when
you
can
simplify
it
that
much
it
does
make
life
a
whole
lot
easier,
but
until
you're
willing
to
subscribe
to
those
things
and
actually
make
it
that
easy
it
it's
not
going
to
work.
So
that's
what
we've
pulled
from
the
from
the
book
and,
interestingly
enough,
this
book
is
part
of
our
promotional
process.
G
So
our
last
lieutenants
list
and
I
can't
remember
I,
don't
think
we're
using
it
for
our
current
sergeants
list,
because
we
don't
want
to
use
the
same
books
on
two
different
tests
in
a
year.
But
we
are
using
this
we're
requiring
our
promotional
candidates
to
read.
Read
this
book
and
questions
are
pulled
out
for
the
written
test.
Regret.
E
B
You
mr.
chair,
just
one
comment:
I
guess
is
that,
with
the
request
for
counsel
action,
there
wasn't
a
lot
of
detail
on
that,
so
on
future
rca's
would
be
great
for
these
trainings
if
we
could
get
some
of
that
background.
Information
and
I
certainly
do
appreciate
the
presentation
today
and
what
we
learn
is
sounds
like
a
very
good
program
and
just
going
forward
in
the
future.
It
would
be
great
to
get
a
little
more
detail
on
that.
B
H
I
make
one
clarification
to
is
something
that
came
up
that
some
somebody
said
it's
now
a
thousand
dollars
per
person.
This
contract
is
for
the
year
long
period
of
time.
It's
actually
turns
out
to
be
around
three
hundred
dollars
per
person,
so
the
next
class
that
we're
having
is
for
42
people.
It's
not
the
full
$50,000
amount.
Again.
This
is
a
full
contract
for
the
year,
so
I
just
wanted
to
clarify
that
so
that
you
didn't
think
it
was
actually
at
full
thousand
dollars
per
person,
which
would
be
pretty
pricey.
Thank.
A
You
any
additional
questions
or
comments
on
this
item.
Okay,
thank
you
very
much,
folks,
all
those
an
approval,
please
say:
aye
aye
aye
opposed.
That
item
carries,
and
the
final
item
for
today
is
the
discussion
of
the
Vikings
stadium
report.
Monitoring
who
miss
Garbo
you'll,
be
making
this
presentation.
Obviously
anything
that
has
the
word
Viking
stadium
in
it
I'm
excited
to
tell
the
world
what
good
think
work
we're
doing
with
it.
The.
F
Two
workers
in
the
construction
of
the
new
stadium
and
the
Vikings
stadium
equity
plan
requires
the
inclusion
of
minority
and
female
employees
at
thirty
two
percent
and
six
percent
respectively.
The
prevailing
wages
and
minority
and
female
inclusion
must
be
tracked
and
monitored
to
ensure
compliance
with
those
requirements.
Now,
that's
not
the
only
thing
that
the
Vikings
stadium
equity
plan
requires
both.
This
is
what
this
action
is
dealing
with
today.
A
Thank
you
very
much,
miss
hormone.
Are
there
any
questions
of
Miss
Korbut
on
this
item?
Good.
Thank
you
very
much.
Bringing
it
forward
I'll
be
happy
to
move
this
item
for
approval
all
those
in
approval.
Please
say:
aye,
aye
and
opposed.
That
item
carries
unfortunately
councilmember
glidden.
Our
item
are
filled
today,
so
our
agenda
is
complete,
so
we
are
adjourned.
Thank
you.