►
From YouTube: October 3, 2017 Budget Hearing
Description
Mayor, Clerk, Council, Health, Attorney and Assessor
A
B
Good
morning,
everyone
welcome
to
the
first
of
our
public
hearings
of
the
budget
subcommittee,
so
we're
going
to
just
wait
for
a
few
moments
here,
as
we
make
a
transition
as
the
mayor's
office
will
be
the
first
up.
So
whenever
the
transition
is
available.
Mr.
Stiles,
please
join
us
whenever
you're
ready
just
for
a
process.
A
quorum
of
the
committee
is
not
required
to
do
this
because
we're
not
taking
any
official
action.
B
This
just
gives
us
an
opportunity
to
look
at
the
mayor's
recommended
budget
by
Department
as
we
go
through
the
schedule
of
29
of
our
public
hearings
or
not
public
hearings,
but
budget
hearings
but
I
haven't
been
joined
by
councilmembers
bender,
johnson,
goodman,
gordon
and
councilmember,
yang
and
I'm
sure
they'll
be
coming
and
going
additional
ones
coming
in
and
issuance
leaving
as
schedules
permit.
But
we
appreciate
their
conversation
and
invite
all
questions
from
the
full
committee
as
presenters
are
going
through
their
budget
presentations.
A
A
We
work
with
the
city
council
to
craft
and
implement
policy
and
legislation
for
the
city
of
Minneapolis
and
the
city
enterprise
in
we
are
organized
as
follows:
I
think
that
you're,
probably
familiar
with
all
of
the
staff
in
the
mayor's
office,
the
administration
is
grace
Goodrich
chief
of
staff
is
me
communications
director,
Eric
fought
constituent
relations
to
do
comm,
SOT,
deputy
chief
of
staff,
then
Hecker
policy,
director,
pure
genious
and
policy
aides,
abdul-mu,
say
Nicole,
Archibald,
Lauren,
Robertson,
Jerome,
Rankin,
Halston,
sleet's
and
Kelly
Hoffman.
This
does
not
include
the
mayor
herself.
A
A
A
B
A
B
Thank
you.
Mr.
Stiles
appreciate
your
presentations
members.
Thank
you
very
much.
Thank
you.
I
think
we'll
allow
for
a
few
moments
of
transition,
but
mr.
Karl
you're
welcome
to
begin.
At
any
time
the
city
clerk
will
be
making
a
budget
presentation
today
on
the
clerk's
office,
the
elections
Department
as
well
as
City
Council.
So
you
can
go
in
whatever
order
you
want
of
those
mr.
Karl,
but
whenever
you're
ready,
Thank.
C
You
mr.
chair,
my
name
is
Kasey.
Karl
I
have
the
privilege
of
serving
the
city
clerk
and
this
morning,
as
you
mentioned,
I'll,
be
presenting
the
mayor's
2018
budget
proposals
for
City
Council
and
for
the
office
of
city
clerk.
The
department
has
proposed
to
be
funded
in
a
total
amount
of
approximately
eleven
point.
Three
million
dollars,
which
includes
some
enhancements
through
both
one-time
and
ongoing
funding
increases
compared
to
the
2017
base
budget.
C
I'd
like
to
begin
by
reviewing
the
proposed
budget
for
City
Council,
that's
found
on
pages
F
23
to
F
27
in
the
budget
book
and
following
that,
I
will
review
the
budget
proposed
for
the
office
of
city
clerk
found
on
pages
F
15
to
F
22,
here's
the
table
of
organization
for
the
city
council.
As
you
know,
the
City
Council
is
composed
of
13
members,
each
of
whom
represents
a
ward
of
approximately
31,000
residents
based
on
our
2016
population
estimates
published
by
the
United
States
Census
Bureau.
C
That
means
that
each
council
number
represents
a
ward
roughly
equivalent
to
the
entire
population
of
the
city
of
Brooklyn
Center.
Each
council
member
is
supported
in
their
official
duties
by
a
team
of
two
aides.
From
a
budgetary
perspective,
the
City
Council
represents
just
over
five
million
dollars
with
a
full-time
staff
and
complement
of
39
full-time
positions.
The
mayor
has
recommended
no
changes
in
this
program
between
the
current
fiscal
year
and
2018,
so
the
fiscal
impact
remains
largely
flat
as
proposed.
C
This
slide
simply
restates
what
other
slides
have
already
shown
in
terms
of
proposed
budget
staffing
and
the
difference
between
current
fiscal
year
and
next
year's
proposed
budget.
There
are
no
enhancements
or
supplemental
requests
associated
with
this
program.
That
completes
my
review
of
the
mayor's
proposed
budget
for
city
council
I'm,
happy
to
stand
for
questions
or
proceed
to
reviewing
the
proposed
budget
for
city
clerk.
B
D
C
C
I'll
proceed
to
the
office
of
city
clerk.
Details
for
this
budget
can
be
found
in
the
book
on
pages
F
15
to
F
22.
This
slide
provides
a
table
of
organization
for
the
office
of
city
clerk.
As
you
know,
the
city
clerk
serves
in
three
primary
capacities:
first
as
the
city's
chief
elections
official
second,
as
clerk
of
the
City
Council
and
third
as
custodian
of
enterprise,
information
assets
and
responsible
authority
under
state
law.
This
slide
shows
that
two
of
those
functions
are
funded
through
the
office
of
city
clerk.
C
As
a
program
beginning
in
2018,
it's
proposed
to
separate
the
elections
and
voter
services
division
as
a
separate
programmatic
budget
and
I'll
cover
that
in
a
moment,
this
slide
provides
a
high-level
analysis
of
the
proposed
budget
for
2018.
In
total,
the
mayor
has
recommended
a
funding
level
of
approximately
five
million
dollars.
It's
a
small
increase
over
the
current
fiscal
year's
budget
of
approximately
4.9
million
dollars.
You'll
note
the
mayor
has
proposed
if
you
change
items
equaling
one
hundred
forty
five
thousand
dollars.
C
Most
of
these
program
enhancements
are
for
the
clerk's
records
and
information
management,
division,
titoo,
enterprise
data
data,
governance
initiatives,
the
legislative
support
administration
division
serves
as
a
Secretariat
of
the
City
Council
and
its
standing
policy
committees,
and
it
provides
similar
services
for
the
independent
audit
and
independent
executive
committee's,
as
well
as
the
Minneapolis
Charter
Commission.
This
division
is
responsible
for
publishing,
preserving
and
providing
access
to
the
city
charter,
the
Code
of
Ordinances
and
other
official
legislative
records.
C
This
division
also
handles
the
day-to-day
operations
of
the
department
and
delivers
a
variety
of
delegated
services
under
state
and
local
policies.
This
slide
shows
that
the
legislative
division
is
proposed
to
be
funded
about
2.9
million
dollars.
That's
a
slight
decrease
from
the
current
fiscal
year.
This
reflects
a
permanent
funding
shift
the
mayor's
proposed
to
offset
shortfalls
in
the
elections
and
voter
Services
Division.
The
mayor's
budget
proposes
to
take
$200,000
in
base
budget
from
the
legislative
division
and
transfer
that
permanently
to
the
base
budget
for
the
elections.
C
Division
staff
is
proposed
to
remain
constant
with
a
total
of
15
full-time
positions.
Mayor
hodges
has
proposed
a
one-time
funding
increase
of
$25,000
to
this
program.
To
cover
costs
related
to
transition
and
other
matters
following
the
2017
municipal
election,
the
records
and
information
management
division
provides
Enterprise
controls
with
respect
to
the
creation,
use,
storage
and
disposal
information
assets
by
the
city
government.
It
ensures
compliance
with
applicable
laws
related
to
the
accessibility
of
government
data,
and
it
includes
a
production
unit
that
provides
production,
delivery
and
disposal,
services
for
all
city
agencies
and
departments.
C
This
slide
shows
that
the
records
division
is
proposed
to
be
funded
at
just
over
two
million
dollars.
That's
a
slight
increase
from
the
current
fiscal
year.
This
reflects
some
enhancements
and
change
items
proposed
by
the
mayor
for
the
2018
budget.
Totaling
approximately
$120,000
of
that
total
about
$50,000
is
proposed.
As
one-time
funding
and
$70,000
is
proposed.
As
ongoing
funding
for
operations,
the
division
remains
constant,
with
a
total
of
11
full-time
positions.
C
The
first
change
item
is
for
a
centralized
data
practices,
request
system
that
totals
$10,000
in
ongoing
funding.
The
goal
of
this
project
is
to
acquire
and
deploy
a
solution
to
support
internal
workflow
data
review
and
release
of
public
data
through
the
records
division
consistent
with
statutory
duties
assigned
to
the
clerk.
As
responsible
Authority
for
the
city
of
Minneapolis
under
the
Minnesota
government
data
Practices
Act,
this
second
change
change
item
is
for
a
centralized
data
review
and
redaction
system,
which
complements
the
previous
item.
I
discussed,
total
ongoing
funding
is
proposed
at
$60,000.
C
The
goal
of
this
project
is
to
acquire
and
deploy
a
solution
to
support
internal
review,
vetting
and
redaction
work,
that's
associated
with
screening
data
to
ensure
appropriate
privacy
protections,
as
well
as
the
protection
of
confidential,
and
not
public
data
from
inappropriate
release.
This
project
is
a
partnership
between
the
clerk's
office
and
the
office
of
city
attorney.
C
The
third
change
item
proposed
by
the
mayor
is
one-time
funding,
totaling
$50,000,
to
support
the
initial
startup
for
a
centralized,
Enterprise,
imaging
and
scanning
operation.
This
new
service
would
support
all
city
agencies
and
departments
in
the
conversion
of
printed
data
into
digital
formatting,
which
would
reduce,
reliance
on
paper
records
internal
operations
and
enable
greater
access
and
sharing
of
data
both
internally
and
with
the
public.
C
B
C
Chair
this
is
for
the
acquisition
of
new
systems,
technology
that
would
support
both
a
centralization
of
data
practice,
processing,
handling
and
release
of
data,
as
well
as
in
combination
with
the
City
Attorney's
Office
systems.
That
would
allow
us
to
review
and
redact
not
public
data
from
data
that
is
public.
Okay
is.
B
Okay,
and
do
you
happen
to
know
I
know
we
haven't
it's,
not
the
City
Attorney's
presentation,
yet
that's
a
little
bit
later
today,
but
just
wondering
you
know.
If
there's
portion
of
that
budget,
you
said
it's
in
coordination
with
the
City
Attorney's
Office.
Is
that
also
represented
in
their
budget
request?
Mr.
C
Chair
there
is
not
funding
to
my
knowledge
in
the
City
Attorney's
Office
separate
from
what's
provided
in
the
clerk's
office.
We
do
work
in
tandem
with
the
City
Attorney's
Office
in
that
work,
and
so
they
would
have
access
to
the
system
for
their
purposes
related
to
legal
processing
and
would
work
with
us
in
terms
of
redaction.
Thank.
B
You
very
much
mr.
mr.
Karle
I
must
say
before
we
move
to
further
I
know.
We
have
a
couple
of
questions.
This
reflects
an
amazing
amount
of
work,
not
just
showing
up
in
a
2018
budget
request,
but
the
City
Clerk's
office
has
done
a
tremendous
job,
especially
in
the
area
of
records
information
over
the
past
several
years,
as
we're
evolving
into
this.
B
E
You
mr.
chair
I
would
echo
that
I
have
a
lot
of
constituents,
though
of
who
I
think
are
kind
of
open
data
enthusiasts
and
I'm.
Getting
questions
a
lot
about
how
long
it's
taking
to
get
responses
to
data
requests
and
I
just
wondered
if
we're
tracking
that,
if
we'll
be
able
to
show
you
know
before
and
after
after
some
of
these
investments
and
how
we
prioritize
responding
to
different
data
requests,
and
this
could
we
could
follow
up
to
just
so
I
have
better
preparation
to
answer
those
questions.
C
Mr.
chair
councilmember
bender,
actually
we
have
been
internally
I
shouldn't,
say
we
christen
Romo
Hoff,
the
assistant
clerk,
who
leads
the
records
and
information
to
manage
management
division
is
brilliant,
as
all
of
you
know,
and
is
both
a
lawyer
by
training
and
a
technology
enthusiast
by
I
would
say
hobby
and
he
has
been
building
on
his
own,
using
existing
tools,
data,
visualizations
and
tracking
tools.
That
will
allow
us
currently
to
show
how
many
requests
were
processing
the
average
time
it
takes
to
close
the
request,
broken
down
by
type
of
request,
apartment,
etc.
C
And
it's
one
of
those
things
that
once
we
are
in
a
better
position
to
report
that
data,
we
would
appreciate
the
opportunity
to
come
to
Council
and
share
that
information.
We
appreciate
and
hear
frequently
from
many
constituents,
including
yours,
who
are
these
data
enthusiasts,
who
we
work
with
frequently
so
I.
E
Appreciate
that
and
just
I
think
even
over
these
last
four
years,
I
think
we've
seen
more
interest
in
this,
and
so
I
I
mean
I,
appreciate,
echoing
the
chairs
comments
about
how
we've
been
able
to
transition
and
kind
of
ramp
up
and
be
responsive
to
this
new
interest.
I
think
there's
a
lot
of
benefit
to
the
city.
When
we're
able
to
provide
data
publicly,
we
get
more
input
on
it.
We
have
informed
constituents,
so
I
just
want
to
echo
the
appreciation
for
all
the
work.
E
C
D
Our
committees
are
need
to
do
research
and
and
and
those
kinds
of
things,
because
I
know
that,
so
we
get
some
about
probably
the
best
work
out
of
the
clerk's
office
anywhere
in
the
city
and
there's
a
real
sense
that
you
are
the
arm
of
the
council
and
very
supportive
of
it,
and
so
I
want
to
make
sure
that
you
have
the
resources
you
need.
So
we
can
do
the
job
that
we
want
to
do.
C
Mr.
chair
to
councilmember
Gordon's
comments,
thank
you.
I
appreciate
the
compliments.
They
are
very
much
appreciated,
both
by
me
and
the
staff
who
work
with
me
in
support
of
the
council,
the
$200,000
transfer
in
the
mayor's
budget
from
the
legislative
division
to
the
elections.
Division
I
believe,
is
an
attempt
to
shore
up
a
budget
which,
as
you're
probably
aware
historically,
has
been
underfunded,
and
this
was
an
attempt
to
right-size
that
elections
budget
within
some
broader
policy
parameters
set
for
the
entire
enterprise.
C
For
elections
in
terms
of
serving
the
voters
in
the
biggest
city
in
the
voting
estate
of
the
Union,
so
I
hope
that
answers
your
question.
If
not
you
know,
mr.,
inter
Mill
may
be
able
to
provide
a
little
bit
more
depth
or
detail
on
that
I,
certainly
not
privy
to
all
of
the
mayor's
decisions
that
go
into
her
proposed
budget,
but
this
one
certainly
reflects
some
concerns
raised
over
many
years
by
me
as
the
chief
elections
official
for
the
city.
That
funding
in
that
specific
program
has
been
less
than
desirable
for
us.
So.
D
C
$200,000
that
is
being
proposed
is
not
tied
to
positions
councilmember
Gordon,
and
so
it
was
not
necessarily
an
opportunity
to
hire
more
staff.
Certainly
any
reduction
in
any
budget
across
the
city
enterprise
is
a
choice
and
means
that
there
is
less
that
we
are
able
to
do
in
one
division
in
order
to
do
more
in
another,
and
it
is
of
course,
a
balancing
act
for
the
Budget
Office
to
help
departments
understand
where
they
need
to
prioritize,
but
again
in
representing
all
three
of
those
divisions.
The
elections.
C
Division
is
certainly
as
we're
seeing
even
in
this
last
two
weeks,
certainly
impactful
to
the
community
and
is
important
to
the
people
who
live
in
Minneapolis
and
our
voters
are
I
believe
well
served
by
the
things
that
we
are
doing
as
a
city,
and
that
is
something
that
requires
resources,
and
so
this
transfer
is
reflective
of
the
policy
goal
to
meet
those
expectations
and
needs
of
our
voting
public.
Thank
you.
B
C
You
mr.
chair
I'll,
move
on
then
to
review
of
the
elections
and
voter
services
division
again
from
a
budgetary
perspective.
This
is
in
the
office
of
city
clerk
and
it
remains
a
unit
of
that
but
beginning
in
2018.
The
mayor
is
proposing
to
separate
this
division
from
a
budgetary
perspective
in
order
to
provide
more
focus
and
attention
to
it.
The
details
for
elections
and
voter
services
are
found
within
the
clerk's
office
in
the
budget
book
under
pages
at
15
to
f-22
this
table
shows
a
or
this
slide
shows
a
very
simple
table
of
organization.
C
This
slide
shows
that
the
mayor
has
proposed
to
fund
the
elections
and
voter
services
division
at
2.8
million
dollars.
That's
almost
twice
the
investment
from
the
current
fiscal
year.
In
part,
this
increased
funding
reflects
the
four
year
election
cycle.
2018
is
a
gubernatorial
election
year,
so
we
would
anticipate
high
and
thus
higher
expenditures
to
support
that
election.
The
mayor
is
proposing
a
permanent
increase
to
the
base
budget
of
$200,000.
C
As
we
discussed,
it's
a
transfer
internally
from
the
legislative
division
to
the
elections,
division
on
a
permanent
basis.
In
addition,
there
to
the
mayor
is
proposing
a
one-time
funding
allocation
of
1
million
dollars
for
the
2018
gubernatorial
election,
and
that
again
is
in
addition
to
that
enhanced
base
budget,
the
elections
and
voter
services.
Division
is
focused
on
ensuring
that
the
city
is
prepared
to
administer
an
election
whenever
required
and
that
voters
are
election
ready
and
able
to
participate
in
free,
fair
and
equitable
election
processes.
C
This
slide
reiterates
the
previous
slides
in
terms
of
funding
being
proposed
for
2018,
and
it
also
shows
the
head
count
remains
constant
at
six
full
time
positions.
This
slide
provides
a
narrative
about
the
mayor's
proposal
to
increase
by
$200,000
the
base
budget
for
the
elections
division
on
an
ongoing
basis.
C
This
slide
provides
a
narrative
about
the
mayor's
proposal
to
provide
one-time
funding
for
the
2018
gubernatorial
election
in
the
amount
of
1
million
dollars.
That
one-time
allocation
is
again
in
addition
to
an
enhanced
base
budget
for
the
elections
division.
It
almost
doubles
the
total
budget
in
comparison
to
the
current
fiscal
year.
With
that,
mr.
chair
concluded
my
review
of
the
City
Council,
the
city
clerk
and
the
elections
and
voter
services
division
I'm
happy
to
stand
for
any
final
questions.
The
committee
may
have
thank.
B
C
B
F
F
Good
morning,
I'm,
Gretchen
music
and
the
commissioner
of
health
I
just
want
to
say
that
the
Health
Department
is
a
nationally
accredited
local
health
department,
which
has
met
high
standards
to
be
one
of
200
or
so
such
agencies
nationwide.
So
we're
in
a
very
small
group
of
accredited
local
health
departments.
F
We
have
been
recognized
at
the
state
and
national
level
for
our
creative
regulatory
work,
our
leadership
on
fighting
pollution,
our
business
friendly
approaches,
our
efforts
to
work
with
community
members
to
improve
health
and
chronic,
prevent
chronic
diseases
and
our
leadership
in
addressing
violence
as
a
public
health
issue,
to
name
a
few.
We
are
also
proficient
and
accomplished
grant
writers
and
are
creative
in
forging
funding,
opportunities
and
partnerships.
F
F
That
the
bottom
line
is
a
department
budget
between
general
fund
and
non-gender
fund
of
around
twenty
two
million
dollars,
with
a
little
less
than
fifty
percent
being
general
fund
support
and
within
that
general
fund
support
the
new
recommendations
being
eight
hundred
and
sixteen
thousand
and
eight
dollars
so
I'm
going
to
focus
on
the
change
recommendations,
the
first
of
which
is
in
the
area
of
youth
development,
and
this
is
found
on
your
page
eighteen.
This
relates
to
sexual
health
and
STI
prevention,
sexually
transmitted
infections,
prevention.
F
The
recommendation
is
for
a
hundred
thousand
dollars
of
ongoing
funding
with
no
FTE.
Over
the
past
five
years,
Minneapolis
has
experienced
a
steady
increase
in
STI
infection
rates,
coupled
with
decline
in
resources,
especially
for
prevention
activities.
The
city
of
Minneapolis
has
the
highest
isn't
rate
for
chlamydia
and
gonorrhea
compared
to
any
other
city
in
Minnesota.
F
Despite
our
fiscal
challenges,
we
have
intensified
our
efforts
in
the
Minneapolis
Public
Schools.
There
are
school-based
clinics
resulting
in
increased
testing
and
services,
and
you
can
see
on
page
15,
there's
a
graph
that
shows
the
increase
in
tests.
However,
our
school-based
clinics
have
a
limited
reach.
They
are
in
the
Minneapolis,
Public,
Schools
and
so
they're
for
students
who
are
there.
F
Resources
to
implement
additional
strategies
are
needed
that
are,
prevention,
focused
community-based
and
targeted
to
populations
of
color.
Who
disproportionately
represent
the
majority
of
STI
cases
identified.
This
funding
will
be
used
to
implement
non
clinical
approaches
informed
by
the
feedback
and
recommendations
we
received
from
youth
who
participated
in
a
2015
study
on
this
issue,
which
was
reported
to
your
to
our
H
ECE
committee.
F
F
The
next
recommendation
is
on
your
page
19
having
to
do
with
sex
trafficking
in
2017,
$75,000
was
allocated
to
begin
working
on
creating
innovative
strategies
to
address
sex
trafficking
and
exploitation
in
the
city
of
Minneapolis,
with
specific
emphasis
on
high
incidence
areas
in
Ward
9
50,000
of
that
75
is
ongoing.
So
this
request
from
the
mayor
is
for
an
additional
25,000
and
one-time
funding,
because
it
was
a
new
program
in
seventeen.
F
By
the
time
we
had
issued
contracts
and
done
RFPs,
it
really
gave
the
contract
he's
only
about
nine
months
to
plan
and
implement
their
activities.
This
additional
year
of
funding
will
allow
us
to
have
those
agencies
have
full
two
full
years
of
service
and
we'll
be
able
to
better
and
evaluate
their
impact.
F
The
next
area,
a
recommended
recommendation
from
the
mayor,
is
forty
thousand
dollars
in
one-time
funding,
with
no
FTEs
in
support
of
the
children's
savings
account.
This
is
found
on
your
page.
Twenty
last
year
of
the
mayor
and
council
agreed
to
allocate
fifteen
thousand
dollars
to
begin
to
explore
this
idea
of
children
savings
account.
This
forty
thousand
dollars
will
continue
that
exploration
and
outreach
to
other
partners.
Children's
savings
accounts,
our
long-term
accounts
established
for
children
and
youth
and
are
allowed
to
grow
until
children
reach
adulthood.
H
A
question
Thank
You
mr.
chair
Commissioner,
on
the
child
savings
account
program
how
much
or
how
many
children
will
this
serve?
How
much
is
it
per
child
and
what
are
the
other
programs
similar
to
this
they're,
already
being
provided
in
the
city,
whether
it's
with
nonprofits
or
with
existing
banks?
Mr.
F
Cherrick
council,
member
Johnson,
this
is
continuing
to
explore
the
answers
to
all
those
questions.
This
money
will
not
be
used
to
actually
start
accounts.
It
will
be
used
to
start
the
the
undergirding
system.
To
figure
out.
Will
there
be
multiple
banks
that
maybe
might
participate
in
a
collaborative?
How
could
this
program
be
fit
with
other
programs
say
from
the
county
or
other
interested
parties
that
might
wish
to
contribute
to
accounts?
So
this
is
not
establishing
the
counts
but
creating
the
infrastructure
for
that
and.
H
F
B
Does
actually
the
youth
Coordinating
Board
is
the
one
that's
tasked
with
this,
but
that
appears
under
the
Health
Department
budget.
But
there
is
an
opportunity
to
have
a
youth,
Coordinating,
Board
budget
presentation
and
they'll
be
able
to
address
some
of
that,
but
and
I
think
to
answer
your
question,
it's
being
asked
through
with
consultant
right
now
to
continue
the
work
they've
attended,
several
national
conferences
and
and
on
this
topic,
I
know
that
there's
been
several
experts
brought
in
from
other
communities
who
do
it,
including
San,
Francisco
and
I,
think
that's
building
on
that
work.
B
I
think
that
they're
in
a
position
to
make
a
recommendation
at
by
the
with
the
conclusion
of
this
work.
So,
yes,
I,
think
they'll
be
answering
the
questions
with
this
resources
and
finding
out
identifying
what
the
cost
would
be
for
an
adoption
of
a
children.
Savings
account
program
should
that
go
for
job
Thank
You
mr.
chair,
but
I
think
that
we'll
have
more
in-depth
answers,
as
commissioners
suggest
in
the
youth
Coordinating
Board,
because
it's
not
actually
housed
in
the
health
department.
B
F
You
on
to
the
next
proposal,
which
is
called
next
step,
and
that's
on
your
page
24.
The
mayor
is
recommending
25,000
dollars
in
one-time
funding
for
replication
of
this
hospital
based
violence,
internet
intervention
program,
which
is
now
up
and
running
at
HCMC,
to
replicated
at
North
Memorial
in
2016.
We
started
the
next
step
program
at
HCMC.
It
serves
youth
and
young
adults,
who've
been
treated
for
gunshot
and
stab
wounds
in
the
hospital,
helps
them
purchase.
F
The
participants
heal
from
trauma
avoid
violent
re-injury
and
provides
alternatives
to
negative
behavior
lifestyle
in
retaliation
and
makes
the
city
safer
since
launching
in
2000
in
july
of
16
about
98
participants
have
received
services
that
are
beyond
just
a
bedside
interaction.
Many
of
those
are
engaged
in
long-term
community
based
services.
F
During
that
same
time,
North
memorial
served
372
victims
of
violent
injuries,
so
you
can
see
that
they
have
similar
numbers
to
HCMC
and
they
had
no
access
to
a
resource
like
next
step,
so
we
have
been
providing
in
2017
we've
been
providing
technical
assistance
to
North
memorial.
They
have
established
a
violence
prevention
steering
committee
that
includes
their
their
president
and
leadership
from
their
emergency
department,
trauma
security,
injury
prevention
case
management,
pastoral
care
and
that
kind
of
buy-in
is
essential,
but
we
have
learned
from
our
experience
with
HCMC.
F
E
Thank
You
mr.
chair
I'm,
very
interested
in
this
program
because,
as
you
indicated,
a
lot
of
the
violent
crime
that
we're
seeing
increased
has
to
do
with
youth
who
are
retaliating,
and
it
seems
that
we're
having
anecdotally,
very
compelling
success
in
getting
young
people
not
only
to
reduce
the
number
of
violent
crimes
that
are
being
committed,
but
getting
into
GED
programs
and
finding
jobs
and
becoming
better
parental
partners
and
so
I
I
know.
E
We
put
some
money
in
the
budget
last
year
to
help
start
the
program
to
expand
it,
and
my
understanding
is
that
between
the
two
hospitals
and
Northpoint
actually
has
our
North
Memorial
actually
has
a
higher
rate
of
violent
crime
victim
instead.
I
think
there's
like
a
lot
of
reasons
to
want
to
expand
the
program
there.
F
F
It
supports
three
staff
at
24
hours
per
week,
and
so
in
talking
with
staff
who
are,
and
so
that
140,000
is
paired
with
some
additional
dollars
right
now
and
so
we're
spending
about
a
hundred
and
ninety
thousand
dollars
at
HCMC
or
HCMC
is
spending
that
money.
It's
not
our
staff
and
so
I'm.
Sorry,
so
that
I'm
mixing
my
numbers
up
again.
So
here
a
little
bit
so
that
hundred
ninety
thousand,
which
we
currently
have
allows
for
three
staff
at
thirty-five
hours
per
week.
F
We
will
just
have
that
funding
through
the
end
of
this
year,
when
we
will
be
down
to
one
hundred
and
forty
thousand,
which
is
what
we
get
from
the
state
office
of
justice
program,
so
that
will
cut
us
back
from
35
hours
to
24
hours
a
week.
So
if,
as
you
pointed
out,
Northam
oriole
has
a
similar
or
greater
number
of
people
who
are
victims
that
we
might
serve,
one
can
imagine
that
we
would
need
to
at
least
double
that
amount.
The
state
office
of
Justice
programs
does
have
interest
in
the
work.
F
F
So
page
25
group
violence,
intervention.
This
is
a
fairly
complex
program
to
fully
describe
to
you
as
part
of
a
brief
budget
presentation,
but
it
is
a
very
successful
program
and
the
results
that
we've
had
to
date
have
far
exceeded
our
expectations
based
on.
What's
happened
in
other
cities,
so
it's
clearly
a
program
that
is
at
the
right
time
in
the
right
place
in
Minneapolis.
F
The
1.5
FTEs
that
the
mayor
is
recommending
will
be
fundable
out
of
that
one
hundred
and
forty
thousand
dollars
that
is
ongoing.
So
it's
not
those
F
T's
do
not
require
additional
dollars.
Just
the
approval
of
the
FTAs.
Those
FTEs
would
be
one
for
outreach
and
community
engagement
and
then
0.5
for
administrative
support.
F
F
So
therefore
it's
called
group
violence
intervention,
so
we've
had
two
successful
Collins
since
we
started,
and
we
now
have
between
35
and
40
active
gang
members
or
documented
gang
members
who
are
actively
involved
in
seeking
help
to
lead
a
different
kind
of
lifestyle.
Based
on
the
success
of
other
cities.
We
had
planned
for
25
such
folks
in
the
first
year
and
we
have
nearly
40
and
are
only
2/3
of
the
way
through
the
year.
So
it
is
a
very
successful
strategy
here
in
Minneapolis.
F
It
has
also
resulted
in
police
action,
since
the
launching
of
the
program
in
May
police
efforts
have
resulted
in
65
arrests
and
repossession
of
20
handguns.
So
the
ongoing
funding
will
allow
us
to
provide
consistent
community
engagement
in
order
to
get
widespread
support
and
buy-in
from
residents
and
key
stakeholders
with
the
end
goal
of
reducing
the
number
of
shootings
and
homicides
occurring
in
our
city.
E
You
mr.
chair
I
just
wanted
to
note
that
I
had
the
opportunity
to
get
a
briefing
about
this
program
from
the
staff
who
are
leading
it
and
I
would
encourage
anyone
with
questions
to
do
so.
One
of
the
things
that
is
very
compelling
about
this
was
the
number
you
mentioned
about
the
guns
that
were
getting
off
this
through
this
program.
E
My
understanding
and
I
don't
remember
the
exact
percentages,
but
that
we've
seen
a
dramatic
increase
in
the
number
of
guns
that
were
getting
off
the
street
and
the
police
department
is
crediting
this
program
for
getting
guns
off
of
our
street
and
so
on.
Another
thing,
I,
just
want
to
note,
is
that
you
know
talking
with
both
our
former
and
current
police
chief
and
other
folks
in
the
police
department.
E
I
also
know
how
much
this
is
interacting
with
law
enforcement,
so
it's
a
very
collaborative
program
and
I
think
again
a
very
complimentary
program
to
our
law
enforcement
investments
to
give
you
know,
actually
a
tiny
fraction
of
the
amount
of
funding
that
we
give
to
that
to
this
violence
prevention
work.
That
is
having
very
compelling
results
in
our
community
for
a
very
small
amount
of
money,
relatively
speaking.
So
just
a
couple
of
highlights:
I
wanted
to
know
I,
obviously
very
passionate
about
these
particular
programs.
E
F
I
Thanks
mr.
chair
I
was
just
going
to
suggest
you
know,
since
this
seems
like
a
program
where
you're
saying
that
there's
kind
of
more
to
it
than
this
short
thing
that
you
read
is
I.
Just
wonder
if
you
could
send
around
to
us
a
more
fulsome
explanation
of
why
you
think
it's
exceeded
your
expectations.
I
Some
of
the
things
that
you
hope
to
continue
to
kind
of
augment
I
think
that
would
be
helpful.
I
am
NOT
positive
if
I'm
able
to
make
time
to
kind
of
make
on
the
meat
on
this
personally
on
this
program,
but
it
doesn't
mean
I'm
not
interested
and
want
to
make
sure
I'm
fully
understanding
the
investment
that
has
been
made
and
why
this
additional
investment
is
good
use
of
our
dollars,
and
it
seems,
like
you,
have
a
story.
I
B
That's
a
tremendous
suggestion
it.
This
gives
us
an
opportunity,
through
these
budget
hearings,
to
actually
use
it
as
a
kind
of
a
mini
results,
checking
in
on
the
investment
that's
made
and
what
we're
going
to
be
able
to
continue
to
invest
in
and
strengthen
programs,
especially
programs
like
this,
which
treat
violence
as
a
health
issue.
That's
at
the
core
of
the
work
that
we're
doing,
and
we
really
appreciate
that,
of
course,
and
the
impact
it's
making.
B
F
Next
recommended
change
item
is
on
page
38.
It
has
to
do
with
the
Super
Bowl.
We
expect
that
we
will
have
in
excess
of
forty
thousand
dollars
in
overtime
expenses
in
our
food
lodging
and
pools
work.
These
funds
are
expenses
that
are
reimbursable
by
the
Super
Bowl
committee,
so
it's
just
flowing
through
the
city.
It
is
only
the
overtime,
that's
associated
with
NFL,
sanctioned
events
requiring
evening
and
weekend
inspections
for
prep
and
service.
B
F
B
F
Second,
requests
related
to
food
lodging
and
pools
is
on
page
39,
as
you
may
have
heard,
in
2016
the
city
rolled
out,
the
Enterprise
Land
Management
System
elms
that
replaced
really
a
lot
of
aging
programs
that
we
had
to
keep
track
of
our
work.
This
request
is
for
one-time
funding
of
$60,000
to
help
us
in
coordinating
the
Elms
configuration
and
other
enhancements
that
we
hope
to
to
get
out
of
Elms.
F
F
D
Thank
You
Ann
I,
don't
know
if
this
is
for
music.
Cantor
may
be
the
budget
director,
but
it
looks
like
it
says
in
here
that
in
2018
we're
expecting
to
see
an
increase
of
from
the
pollution
control,
annual
registration
fees
of
three
hundred
and
forty
thousand
dollars
and
I'm
wondering
where
that
in
that
three
hundred
and
forty
thousand
dollar
goes
and
is
it
accounted
for
somewhere
in
the
general
fund
and
does
it
use
it?
D
J
J
D
J
So
the
the
there
is
a
relationship
between
the
fees
that
we
charge
and
the
work
that
we
perform,
but
in
in
this
case
they
aren't
tied
one
to
one
like
some,
for
instance,
our
regulatory
services,
some
of
the
activities
that
they
perform.
Those
fees
are
collected
directly
to
us,
Revenue
Fund,
and
so
there
there's
more
of
a
direct
relationship,
whereas
here
with
and
as
with
most
of
our
fees,
it's
there's
that
general
fund
relationship,
some
more
flexibility
and.
D
Of
course,
certainly
with
any
operation
in
the
city,
there's
overhead
costs
that
have
to
do
with
the
general
cities,
enterprise
that
we
have
to
cover
I
understand
that.
But
it's
also
kind
of
worth
noting
that
that
what
am
I
Tianjin,
the
health
department
can
be
when
it's
actually
collecting
revenue
to
support
the
other
departments
in
this
way
or
whatever
we're
doing,
and
maybe
we
can
keep
that
in
mind.
D
I
know
this
has
been
an
incredibly
popular
program,
the
green
business
program,
and
there
are
lots
of
people
hoping
that
we
could
increase
it
and
add
to
it,
and
what
we're
really
doing
with
the
272
is
stabilizing
it
at
a
certain
level,
which
is
good
better
than
zeroing
it
out.
But
just
wanted
to
highlight
that
thanks.
F
F
F
To
do
that
addition
additional
work,
we
would
need
council
action
to
step
into
into
that
realm.
The
help
the
health
department
currently
manages
operations
for
the
commercial
energy
benchmarking
with
great
success.
The
program
currently
runs
on
1.2,
FTEs
and
adding
residential
will
add
another
three
hundred
and
sixty
buildings
to
interact
with
essentially
doubling
the
size
of
the
current
program
in
terms
of
number
of
buildings.
F
Our
commercial
energy
benchmarking
program
is
a
national
leader
and
comply
and
data
accuracy
and
the
program
helps
building
owners
through
scorecards
and
informs
the
public
and
general
market
through
annual
reports,
and
that's
part
of
the
impact
is
to
make
this
information
known
to
those
who
are
making
choices
about
which
buildings
to
use
as
a
city.
It
also
helps
us
understand
the
sector's
with
the
largest
carbon
footprint,
and
also
it
will
help
us
to
drive
further
change.
Councilmember.
D
F
In
our
request
of
the
mayor,
we
had
asked
for
a
half-time
position.
We
think
that
we
can
there's
some
efficiency
to
be
had
now
that
we
have
the
commercial
benchmarking
done,
so
we
don't
need
to
like
double
the
staff.
I
I
would
have
to
look
to
the
mayor's
office
to
help
us
understand
why
they
did
not
put
that
in
here.
Okay,.
I
H
I
I
That's
important
to
an
ordinance
is
the
capability
of
the
property
owners
to
comply,
and
that
is
a
little
bit
dependent
on
Centrepointe
finalizing
development
of
a
data
aggregation
tool,
so
that
is
anticipated
to
be
kind
of
ready
in
I,
think
the
third
quarter
of
2018,
and
so
just
as
someone
who's
very
interested
in
these
programs
that
have
been
a
little
bit
of
the
challenge
of
you
know
preparing
your
ordinance,
but
you
need
to
have
the
mechanism
and
the
property
owners
can't
comply,
and
so
that's
sort
of
a
something.
We're
waiting
for
and
continuing
to.
I
I
think
be
public
in
our
request
to
Centrepointe
that
we
want
to
make
sure
they're.
Moving,
that,
along
and
and
so
forth
and
I
know
that
they
know
that
the
city
of
st.
Paul
is
doing
some
initial
work
on
benchmarking,
both
for
commercial
and
residential.
But
their
gas
is
not
provided
by
Centrepointe.
It
is
provided
by
Excel,
which
does
have
a
data
aggregation
tool
ready
so
unusable,
so
just
for
folks
that
kind
of
understand
that
environment
I
do
think
this
is
the
natural
next
step.
I
F
There
will
be
two
directors
with
long
tenured
who
are
playing
to
retire
in
2018,
and
so
it
is
my
plan
to
replace
them
with
a
new
position.
A
Deputy
Commissioner
will
oversee
enterprise
and
internal
functions
with
the
support
of
two
managers,
one
a
manager
of
research
and
evaluation
and
a
second
manager
of
administration,
which
is
the
new
FTE
that
the
mayor
is
recommending.
This
is
being
recommended
within
existing
department
resources,
and
so
we
will
be
working
diligently
to
the
plan
for
moving
forward
with
this
recommendation.
F
F
D
So
I've
got
two
questions
is
not
about
the
devices
okay
so,
and
one
of
them
is
not
about
lead,
so
I'll
start
with
the
one
that
maybe
isn't
about
lead.
So
just
as
I
guess,
chair
the
Health
Committee
and
working
a
lot
with
Health
Department
I've
been
hearing
a
lot
about
the
growing
pressures
with
more
restaurants,
opening
more
food
trucks.
F
F
Are
we
are
also
concerned
about
our
ability
to
continue
to
operate
as
we
have
and
maintain
our
delegation
agreement
from
the
state
to
do
food
lodging
and
pools
inspections?
With
with
this
particular
budget,
we
had
proposed
three
additional
staff
and
none
are
recommended,
so
we
are
looking
at
some
internal
opportunities
to
take
advantage
of
some
salary
savings,
but
we
are
also
looking
at
cutting
back
on
those
activities
that
are
not
required
by
the
state
which
includes
our
inspections
of
currently.
F
F
We
will
cut
that
down
to
one
per
season
that
we've
been
doing,
that
twice
per
season
so
and
and
also
cutting
back
on
some
of
our
support.
Education
and
training
of
Licensing
licensed
businesses,
which
we
regard
as
preventive
work,
but
is
not
required,
but
in
order
to
meet
the
required
inspection
rate,
we
will
need
to
both
look
internally
and
reorganizing
some
of
our
funding
and
also
cutting
back
on
services.
Oh
dear.
D
Ok,
that
seems
like
we're
going
number
of
inspections.
I
guess,
I'm
also
curious.
I
know
that
we
get
license
fees
for
licensed
restaurants
and
food
trucks
and
I'm
not
sure
about
the
outdoor
events.
Do
we
have
any
idea
how
much
revenue
we're
actually
taking
in
for
these
and
how
it
compares
to
the
expenses
of
doing
the
inspections?
D
F
Chair
council
member
garden
I'm
not
prepared
to
answer
that
question
right
now,
I'm
sure
we
can
get
that
to
you,
but
I
do
know
that
we
have
had
at
least
an
initial
meeting
with
the
finance
department
looking
at
fees
which
we
really
haven't
modified
the
fees
related
to
food
lodging
and
pools
for
a
number
of
years
and
so
engaging
in
something
starting
later
this
year
or
early
an
18-2
look
at
that
fee
structure
potential
with
the
potential
of
making
some
modifications
next
year.
It.
D
Might
be
interesting
to
try
to
marry
a
different
kind
of
fee
structure
with
getting
enough
inspectors.
I
do
know
that
there
are
concerns,
however,
about
some
of
the
smaller
restaurants
that
use
more
of
a
slow
cooking.
A
little
bit
different
I'lli'll
be
the
hardest
ones,
maybe
to
carry
some
of
the
burdens
on
those
increases
in
fees
and
some
of
the
fast
food
places
that
have
just
this
real
formula
way
of
operating
are
easier
to
inspect,
but
they
might
have
more
of
a
capacity.
D
So
I
would
love
to
explore
that
I'm
concerned
about
I'm
a
concerned
about
this
and
and
I
have
a
question:
that's
not
about
food
lodging
and
pools
also.
So
this
has
to
do
with
concern
about
lead
and
I.
Think
page
33.
It
actually
looked
at
the
not
2017
adopted
budget,
and
it
seems
much
higher
than
the
2018
recommended
budget,
especially
the
non
general
fund,
but
also
there's
a
decrease
in
the
general
fund.
Yet
I
know
that
we
sudden
changed
the
rules
on
lead.
D
Parts-Per-Million
was
a
10
before
and
now
it's
lowered
to
5,
so
that
all
of
a
sudden
made
lots
more
people,
people
of
concern
that
we
want
to
follow
up
with
and
look
at
their
homes
and
help
them
are
we
able
to
keep
up
with
that?
Even
if
we're
reducing
our
funds
here?
Are
we
just
going
to
fall
further
behind.
F
Yes,
we
have
received
some
one-time
funding
for
the
past
three
years
that
funded
an
FTE
that
was
helping
us
keep
up
with
this
higher
caseload
because
of
the
lower
level
at
which
we're
identifying
children.
So
that
is
not
continued,
and
so
it
will
feel
to
us
as
if
we
have
one
less
staff
person,
and
it
will
be
one
less-
that
person
who's
able
to
respond
to
the
cases.
So
so.
D
F
D
Interesting
they
don't
so
I
like
the
way
we
see
the
2017
and
the
2018
budget
on
the
slide
and
I
like
that.
We
see
full-time
equivalents,
but
we
don't
see
the
change.
So
that's
interesting,
I'm
gonna
make
a
little
box
there
and
write
seventeen
and
we
had
ten.
We
have
ten
right
now
and
the
plan
is
to
reduce
it
to
nine
next
year,
even
though
the
number
of
children
with
high
levels
of
lead
is
probably
as
high
as
it's
ever
been
Thank
You.
K
Thank
you.
Mr.
chair
I
saw
a
couple,
or
maybe
just
one
expenditure
with
regards
to
lead,
lead
paint,
or
you
know,
assessing
led
issues
and
just
wondering
how
the
northern
metals
settlement
figures
into
that,
and
you
know
if
it.
If
it
is
overlap
or
you
know,
can
it
be
allocated
to
let's
say
the
settlement
instead
of
you
know
just
into
the
budget.
F
Mr.
chair
comes
member
yang.
The
consent
degree
is
fairly
definitive
on
the
kind
of
activity
that
is
fundable.
Most
of
it
has
to
do
with
outreach.
There
is
some
testing
additional
testing.
I
have
to
look
into
what
kind
of
flexibility
there
is
there
we
we
are.
We
have
put
notice
out
that
we're
creating
a
committee
that
council
approved
to
give
us
guidance
from
the
community
and
on
how
we
work
within
that
consent,
decree
parameter,
so
the
community
will
also
guide
us
and
how
that's
used,
but
we'll
look
into
that.
That's
a
great
idea:
Thank
You.
E
You
mr.
chair
I
wanted
to
ask
about
an
item
that
showed
up
in
the
department's
proposal
that
wasn't
in
the
mayor's
fund
a
budget
and
that's
the
domestic
violence
funding,
so
councilmember
Palmisano
and
I
worked
together
last
year
to
find
one-time
funding
for
this.
Could
you
talk
a
bit
about
this
program?
Why
it
was
in
the
department's
proposal.
F
Well,
yes,
one-time
funding
was
allocated
last
year
and
we
ended
up
doing
a
request
for
proposal
process
and
identifying
three
different
organizations
that
could
do
the
various
kinds
of
work
that
were
outlined
in
the
in
the
budget.
That
process
takes
a
few
months,
even
if
you
started
in
December,
and
so
one
of
the
agencies
that
we
contracted
with
was
able
to
start
as
early
as
March
a
couple
of
the
others
needed
to
hire
some
staff,
and
so
they
really
didn't
get
started
until
nearly
halfway
through
the
year.
F
F
E
You
I
mean
I
think
this
is
why
it's
not
particularly
ideal
to
fund
so
many
things
on
one
time,
but
this
is
another
piece
of
the
puzzle:
I
think
when
you
talk
to
the
police
department,
both
the
former
and
current
chief.
So
when
you
pull
the
records
of
some
of
our
highest
acting
violent
offenders,
their
records
go
back
to
the
time
that
they
were
children
and
either
victims
or
observers
of
domestic
violence
and
so
I.
Think
that's
why
councilmember
Palmisano
and
I
worked
last
year
to
find
the
funding
to
invest
in
this
I
understand.
E
F
Mr.
chair
councilman
render
we
the
deeper
we
dig
into
violence
the
more
we
realized
that
there
are
many
connections
between
different
types
of
violence
and
that
all
sits
in
people's
brains
and
affects
the
choices
we
we
have
available
to
make,
and
so
the
earlier
we
can
intervene
and
and
help
young
people
the
better
it's
gonna
be
for
all
of
us.
B
On
this
topic
briefly,
because
you
mentioned
that
the
various
programs
that
we've
put
in
that
funding
with
other
partners
had
started
at
different
times
of
the
year,
I
wondered
if
there
was
a
available
resources.
That
would
be
an
eligible
use,
and
maybe
mr.
in
term.
Oh,
if
you
could
help
me
with
that,
would
that
be
one
of
those
eligible
uses
for
a
contracted
program
in
the
2017
budget
that
could
be
used.
It
continued
in
18
as
a
roll
over
item.
J
E
You
mr.
chair
I
appreciate
that
I
also
just
wanted
to
note
that
there
is
funding
in
the
city
attorney
budget
for
domestic
violence
work,
and
this
is
another
one
of
those
collaborative
pieces
where
police
department,
city
attorney
and
health
are
working
closely
together
as
I
understand
it.
I
don't
want
to
speak
for
the
departments,
but
so
I.
This
funding
that
would
leave
his
complementary
to
the
funding
that
we
have
separate
in
the
City
Attorney's.
B
Thank
you
very
much.
Are
there
additional
questions
for
Commissioner
Mia
scans
on
the
budget,
not
seeing
any?
Thank
you
very
much
you
and
the
entire
health
department
for
the
extraordinary
work
you
do
we're
looking
forward
to
continued
support
in
the
next
year's
budget.
I
would
like
to
point
out.
It
is
10:45
in
the
posted
time
for
the
City
Attorney's
Office
presentation
is
10:45.
L
L
We've
had
a
couple
of
retirements
this
year,
so
our
office
manager,
retired-
and
this
is
Jessica
Kasper
to
my
right,
who
has
taken
her
place,
was
just
doing
an
amazing
job
and
then
Tim's,
Garda
retired
last
Friday,
36
years
with
the
City
Attorney's
Office
and
our
litigation
manager,
and
just
an
incredibly
talented
lawyer
and
wonderful
human
being,
but
we're
in
good
hands.
Tracey
fussy
is
our
new
litigation
manager.
Welcome.
B
K
L
And
Lynne
white
is
here
who's
my
amazing
admin,
helper
and
Eric
Nelson
and
Mary
Ellen
haying,
who
are
our
civil
and
criminal
deputies
and
are
just
doing
amazing
work
in
their
own
right.
So
we're
really
lucky
to
have
such
a
talented
office
for
the
residents
list,
city,
Minneapolis
and
for
me,
most
importantly,
so
ours
is
a
relatively
simple
in
terms
of
budget
changes.
There's
not
a
lot
of
changes.
We
with
the
programs.
We
have
divided
our
office
into
four
programs,
the
community
attorney
program,
where
we
have
a
prosecutor
housed
in
each
of
the
five
precincts.
L
We
have
a
lot
of
our
innovative
approaches
to
dealing
with
with
nuisance
and
kind
of
lower
level
crimes
housed
in
that
program,
for
you
know,
including
the
downtown
100
focus,
18,
24,
etc,
and
and
with
our
programs.
We
continue
to
achieve
just
amazing
results
by
trying
to
keep
people
out
of
the
workhouse,
if
at
all
possible,
in
a
sign
for
the
people,
a
really
chronic
offenders
assigned
to
active
probation
supervision
and
really
connecting
them
with
services
to
deal
with
their
underlying
issues,
and
this
is
our
chart.
L
We
continue
even
though
they're
only
in
the
we
have
hands
on
them
for
only
a
year.
They,
the
recidivism,
continues
to
reduce
for
years
afterward.
So
we
really
are
achieving
the
long-term
results
that
we
set
out
to
accomplish
criminal
prosecution
which
handles
15
16
thousand
cases
a
year
does
does
the
lion's
share
of
our
work.
That's
the
people
office
in
the
City
Attorney's
Office
here
in
our
Criminal
Division
civil
litigation
also
a
busy
practice,
and
we
continue
to
have
amazing
results
in
court.
We
just
won
a
federal
jury
trial
case
just
last
week.
L
The
jury
was
out
deliberating
I
think
maybe
not
quite
two
hours
but
I
rate
it
they.
We
are
just
lucky
to
have
them
here
in
the
office
and
then
client
services
that
does
all
the
other
civil
legal
work
and
we've
got
people
with
employee
benefits,
expertise,
Susan
Trammell,
to
really
a
real
estate
lawyer,
who
I
have
seen
up
against
in
negotiations
with
the
best
real
estate.
Lawyers
in
the
state
of
Minnesota
and
I
would
pick
our
people
over
them.
L
So
we
really
have
quite
a
wide
range
of
expertise
in
our
office
and
we're
lucky
to
have
them.
This
is
just
a
summary
of
the
change
items
in
our
budget.
The
biggest
item
deals
with
this
pre-filing
charging
team,
and
this
is
something
that
we've
gotten
to
year.
Funding
for
previously,
we
hired
two
prosecutors
to
backfill
and
then
selected
some
experienced
prosecutors
in
our
office
to
do
charging
in
conjunction
with
an
IT
project
that
took
approximately
a
year.
L
As
you
may
know,
most
of
our
cases
by
far
vast
majority
of
the
cases
in
our
criminal
prosecution
are
cases
that
are
charged
directly
by
police
officers
through
citation
and
with
this
charging
team
and
this
IT
project,
a
holding
tank
was
created
whereby
these
electronic
citations
go
to
this
virtual
holding
tank.
Our
charging
team
lawyers
review
them
decide
whether
there
are
good
cases
or
not
cases
that
we
can
prove
beyond
a
reasonable
doubt.
L
If
they
are
not,
then
they
are
dismissed
before
anything
is
ever
filed
in
the
court
to
avoid
the
collateral
consequences
of
a
chart
showing
up
later,
just
to
be
dismissed
by
us.
Individualized
feedback
is
given
to
police
officers.
If
we're
seeing
a
repeat
problem,
we
raise
that
up
the
chain
and
we
do
training
for
police
officers
to
try
to
fix
any
confusion
or
issues
that
we
see,
and
this
charging
team
also
allows
us
the
opportunity
to
offer
pre
charge
diversion
so
for
eligible
defendants.
L
They're
offered
the
opportunity
for
diversion
before
anything's
filed
with
the
court.
If
they
accept
and
successfully
there
is
no
record
created,
we
do
keep
information,
so
we
know
how
many
times
this
has
been
offered.
So
people
can't
to
us
continue
to
violate
the
law
and
be
sent
repeatedly
for
pre-charge
diversion,
and
it's
allowed
us
to
increase
the
speed
in
which
we're
able
to
review
in
charge.
Cases
which
helps
for
all
sorts
of
things
not
only
helps
us
to
have
better
cases,
but
there's
a
more
accountability
rather
than
waiting
months
for
it.
L
So
there's
been
over
a
two-thirds
decrease
in
the
amount
of
time
to
review
in
charge
cases
and
then
another
project
that
the
council
funded
a
couple
of
years
ago
was
a
diversion
coordinator
position.
So
with
the
diversion
coordinator
position
endless
and
the
charging
team
we've
been
able
to
increase,
the
number
of
individuals
referred
to
our
diversion
programs
and
we're
untapped
this
year
to
get
a
thousand
individuals
and
our
diversion
coordinator
is
doing
more
proactive
outreach.
The
individuals
and
we're
also
analyzing
results
in
terms
of
demographics,
race,
etc.
J
I
You
this
was
just
back
on
the
following
slide:
that
you're
on
right
now
and
I,
just
might
say
in
general,
I
I
know
that
there
has
been
a
lot
of
careful
work
by
you
and
your
team
to
develop
these
programs,
and
so
I
really
appreciate
that
there's
been
a
good,
thoughtful
approach
on
how
to
do
it
and
we're
continuing
continuing
to
look
at
how
to
make
appropriate
investments
in
this
kind
of
work.
I'll
just
say
it
be
helpful,
maybe
not
for
now,
but
for
follow-up.
I
I
How
do
we
know
if
those
are
good
numbers
or
not?
What
is
it?
How
does
that
sit
in
terms
of
the
whole
scope
of
those
charged?
You
know:
do
we
have
enough
resource
to
identify
an
appropriate
number
to
go
to
diversion
programs?
Is
this
really
just
resource
based
how
many
individuals
are
able
to
participate
in
diversion
programs,
or
is
this
just
the
right
number
that
is
appropriate
for
those
programs
by
whatever
criteria
or
setting
so
anyway?
I
Just
some
follow
up
that
helps
us
understand
the
impact
more
in
a
more
contextual
way,
because
I
don't
know
that
I'm
fully
understanding.
You
know
the
importance
and
scope
of
your
work
through
these
numbers
right
here.
I
know
that
the
City
Attorney's
Office
serves
a
very
large
number
of
individuals.
You
do
a
lot
of
work.
That's
why
I
just
make
this
point
I'd
like
to
understand
it
in
a
little
bit
more
context.
Mm-Hmm.
L
The
next
change
item
is
to
get
some
additional
funding
for
what
we've
called
the
pathways
program,
and
this
was
started
about
a
year
ago,
although
it
didn't
become
active
until
mid
year.
This
year,
May
of
this
year,
we
issued
an
RFP.
This
is
a
program
focused
on
individuals
charged
with
carrying
a
pistol
without
a
permit.
They
are
largely
young
males,
which
I'm
sure
is
no
surprise
to
anyone,
18
25,
26
years
old,
high
rate
of
recidivism,
based
on
what
we
were
doing
with
the
standard
30
days
in
the
workhouse
type
of
sentence.
L
So
we
were
trying
to
find
a
better
and
more
effective
approach
and
urban
ventures
was
the
provided,
the
the
best
response
to
the
request
for
Proposal.
They
have
established
really
interesting
a
kind
of
intense
programming
period
with
twice
a
month
follow-up
for
a
year
after
we
think
it's
a
good
program
and
worth
continuing
we're
working
with
the
public
defender's
office
and
getting
feedback
and
how
we
can
increase
numbers
of
referrals
and
what
concerns
they've
got
in
terms
of
recommending
this
as
an
alternative
for
their
clients.
L
You
know
particularly
now
miss
gun
crime
on
everybody's
mind.
This
is
this
is
a
good
opportunity
to
see
if
we
can
help
these
young
people
go
down
a
different
path
and
have
a
better
life
generally.
This
is
their
first
adult
offence
so
and
it
before
we
asked
for
permanent
funding.
We
want
to
see
what
works
and
really
evaluate
what
works
and
tweak
and
change
so
that
it
is
effective.
L
We
have
started
and
I
really
need
to
give
credit
to
councilmember
Cano
for
helping
facilitate
this
and
and
push
us
to
do
this
work,
but
we
now
offer
a
pre
charge
diversion
program
for
prostituted
persons.
We
worked
with
Minnesota
Indian,
Women's,
Resource
Center
and
the
pride
program
of
the
Family
Partnership
and
when
an
individual
is
arrested
for
a
prostitution
related
crime,
the
advocates
meet
them
and
explain
what
the
program
is,
and
they
are
offered
to
do
this
on
a
pre
charged
basis.
The
Hennepin
County
district
court
may
give
them
credit
for
continuing
this.
Also.
L
L
We
started
this
a
couple
of
years
ago
and
I
think
councilmember
bender
mentioned
some
of
this
work
just
a
minute
ago
during
the
health
department's
presentation,
but
we
had
noted
that
the
number
one
called
for
service
through
9-1-1
in
these
violent
crime
hotspots
is
coded
for
domestic
violence.
I
know
the
the
p
COC
has
done
some
research
on
that
as
well.
L
I
I
just
had
a
follow-up
question
on
this.
I
know
that
you
have
been
working
with
the
county
and
I
think
this
will
now
be
the
third
year
of
the
hotspots
program
am
I
correct.
There
was
sort
of
an
initial
scoping
and
then
last
year
was
trying
to
kind
of
deepen
the
understanding
of
the
results
and
the
partnerships
I
understand
it,
and
it's
I
think
it's.
It's
also
important
to
understand
that
the
inspectors
see
some
benefit
from
this
program.
I
guess
that
would
be
something
interesting
to
kind
of
quantify.
I
am
curious.
I
What
the
status
is
with
kind
of
how
that
county
is
viewing.
This
work
and
I
thought
at
one
point:
question
had
been
to
the
county
about:
did
they
value
this
in
a
way
that
they
might
put
some
additional
investment
in
terms
of
staff
or
other
resources
again,
because
a
lot
of
the
questions
end
up
being
not
so
much
about
law
enforcement
response,
but
about
services
people
may
qualify
for
and
are
not
truly
connected
with
or
accessing.
L
Mr.
chair
and
councilmember
Glidden
I
had
a
series
of
meetings:
Michelle
Jacobson
who's,
head
of
our
domestic
violence.
Team
I
had
a
series
of
meetings
with
the
county
a
year
ago,
because
I
had
hoped
it
was
a
pilot
and
I
I
had
a
year
ago
said
we're
gonna
get
more
funding,
but
hopefully
this
is
the
last
year
we're
gonna
have
pilot
funding
and
we
had
talked
to
them
about
funding
a
family
navigator
position.
L
They
whine
wound
up
deciding
not
to
do
that,
but
instead
there
are
programs
at
Northpoint
that
that
they
believe
are
are
well
funded
and
would
fit
our
needs,
at
least
for
a
North
Minneapolis
and
so
we're
working
on
connecting
those
on
connecting
those
dots.
Part
of
this
is
paying
for
police
overtime
funding
by
back
money
to
allow
police
officers
to
to
go
out
and
meet
with
these
families
in
a
non
enforcement
mode
as
part
of
trying
to
build
trust
and
in
police
community
relations.
L
So
it
is
my
mindful
of
the
title
pilot
and
did
not
become
a
permanent
quote/unquote
pilot
and
that
we
make
this
sustainable
decide.
What
really
is
achieving
results
in
focusing
on
those
aspects
of
it
and
the
reason
I
included
this
again
was
really
because
of
discussions
with
the
police
inspectors.
Were
they.
L
Their
sense
was
anything
like
this
in
these
violent
crime
hotspots.
These
very
particularized
hotspots
is
helpful
and
again
hard
to
measure.
We
don't
have
a
measurement
for
saying
yes,
and
we
can
say
that
this
is
resulted
in
this
decrease,
or
you
know,
and
at
times
in
this
area,
if
you
haven't
increase
in
911
calls,
maybe
in
some
ways
that's
better,
because
people
feel
like
they
can
reach
out
for
help
and
they
trust
the
system
to
help
them,
and
this
has
been
a
tough
year
in
the
city
of
Minneapolis.
With
this
horrendous.
L
Death,
this
woman,
who
was
set
on
fire
just
recently,
we've
had
two
domestic
related
deaths
in
Minneapolis
this
year.
So
it's
it's!
It's
a
it's!
It's
a
difficult,
it's
difficult
for
all
of
us
as
we're
trying
to
figure
out
how
to
do
a
better
job
and
be
more
effective
at
our
jobs
and
when
so.
This
is
just
what
they
did
last
year.
L
The
mayor
funded
this
with
ongoing
funding.
There
have
been
domestic
violence
advocates
down
in
the
Family
Violence
Unit
of
MPD,
where
the
the
investigators
are
housed
and
so
advocates
have
worked
hand-in-hand
with
the
MPD
investigators
and
we
were
able
to
fund
this
by
hook
or
crook
for
a
number
of
years,
through
federal
Violence,
Against
Women
Act
grants
with
reductions
in
the
amounts
of
federal
grants
and
the
fact
we've
been
so
successful
for
so
many
years.
L
We
did
not
receive
the
most
recent
one
we
may
not
for
a
while
again,
because
there
are
places
way
way
way
behind
us
in
this
area,
and
so
this
is
to
really
provide
some
permanent,
stable
funding,
so
that
the
advocates
can
continue
to
work
with
the
domestic
violence
advocates
and
that's
really
important
in
terms
of
being
able
to
effectively
investigate
these
cases,
help
the
victims
in
and
provide
support
throughout
the
the
process.
It's
always
we're
going
to
the
I
mean
I.
Guess
it's
through
our
budget,
but
it
really
is
for
for
MPD.
L
Really
not
sexy,
but
some
ongoing
funding
so
that
we
can
have
some
paid
law
clerk
provisions
in
our
Criminal
Division.
During
the
2008-2009,
the
Great
Recession,
we
were
able
to
eliminate
funded
paid,
locklear
provisions,
positions
in
the
criminal
division,
because
a
lot
of
students
were
really
eager
to
have
something
on
their
resumes
and
we're
willing
to
work
for
free,
basically
and
in
the
criminal
division
they
do
get
to
go
into
court.
They
do
get
to
handle.
L
L
We
solve
our
dorsey
program
where
we
get
lawyers
from
the
private
law
firms
who
helped
us
with
the
criminal
division
trials,
so
they
can
get
trial
experience
and
we
can
get
extra
bodies
to
meet
demand,
as
well
as
fellowship
and
law
school
programs
for
law
clerks
where
they
get
credit
or
in
you
know,
they're
paid
through
some
fellowship
a
stipend
to
work
in
our
office.
So
we
still
have
some
positions.
You
know,
however
many
we
can
get
that
way.
Oh
and
that's
that's
all
any
questions
or.
B
I
Just
say
one
thing
I
mean
usually
in
these
budget
presentations
is
true.
We
can
I
have
a
lot
of
focus
on
the
good
work
of
the
Criminal,
Division
and
so
I
think
that's
appropriate,
there's
a
little
bit
more
of
Kenna
how
you
have
different
programs
that
can
be
discussed,
and
so
congratulations
on
your
results
there,
but
I
just
also
want
to
congratulate
the
Civil
Division
we've
had,
as
you
mentioned,
just
some
landmark
cases
come
through
this
office
and
just
amazing
amazing
results
and
so
I
think
you're
right.
I
B
G
You
mr.
chair
at
mr.
chair
members
of
the
committee
members
Patrick
Todd,
Minneapolis
and
ESS
sir
I'm
here
to
present
the
2018
mayor's
recommended
budget
for
the
assessor's
office.
This
can
be
found
on
the
budget
books.
Pages
f2
to
f7
first
slide
is
our
organizational
chart.
This
is
a
organizational
chart
by
function
of
my
department.
We
take
a
look
at
this
every
year
to
see
if
we
can
find
ways
to
be
more
efficient
in
how
we
produced
the
assessment
annually
and
in.
G
It
slips
through
my
fingers
until
yesterday,
unfortunately,
but
in
the
2018
recommended
budget,
it
was
six
million
eight
hundred
ninety
one
thousand,
that
six
million
had
included
a
million
two
hundred
and
seventy
five
thousand
of
cars
funding,
which
was
one-time
funding
and
not
ongoing
funding.
So
what
I
did
is
I
just
kept
that
in
there
to
be
consistent
because
what's
on
the
web
is
also
that
number
and
then
I
put
that
in
gray
and
then
I
added
it.
G
The
correct
number,
the
five
million
six
hundred
and
sixteen
thousand,
which
is
what
the
general
fund
recommendation
really
is.
We
do
have
38
staff
in
the
office
and
the
increase
from
2017
to
2018
is
based
on
the
current
service
level
budgeting,
it's
an
increase
in
education
and
it's
also
an
increase
in
the
reclassification
of
staff.
G
We
only
have
one
core
program:
it's
the
same
program.
We've
had
forever.
The
assessor's
office
has
statutorily
mandated
to
annually
determine
the
classification
and
market
value
of
all
land
and
improvements
in
the
city
Minneapolis.
The
office
also
administers
the
property
tax
programs.
In
accordance
with
state
law,
so
what
does
this
looked
like?
So
the
programs
that
we
provide
our
property
inspections?
G
We
look
at
20%
of
the
city
each
year,
so
after
five
years,
we've
physically
viewed
a
hundred
percent
of
the
city
Minneapolis
we
handle
all
the
tax
exemptions,
as
well
as
the
property,
tax,
relief
programs
and
property
tax
relief
programs
are
the
homestead
programs,
it's
the
blind
disabled
programs,
it's
the
veterans,
exclusion,
exclusion,
programs.
We
do
data
and
record
management,
taxpayer
communication
and
notification
who
do
to
taxpayers,
appeals
and
reviews,
which
is
the
local
boards
of
Appeal.
G
We
also
do
Tax
Court
litigation
and
then
neighborhood
and
business
relations
as
well
again,
because
they
only
have
one
program.
This
is
just
a
restatement
of
our
the
summary,
which
is
our
the
recommended
budget
from
the
mayor
is
five
million
six
hundred.
Sixteen
thousand.
We
feel
that
our
program
is
in
great
alignment
with
the
city's
goals
of
one
Minneapolis.
In
addition
to
the
the
city
that
works,
we
support
disease
value
of
providing
equity
to
taxpayers
and
the
residents,
because
we
feel
that
it's
our
core
value
is
to
have
fair
and
equitable
values
throughout
the
city.
G
We
have
seen
11
billion
dollars
in
tax
base
growth
since
2014
and
about
3.4
billion
dollars
in
new
construction.
At
the
same
time,
which
is
tremendous,
we
also
added
a
few
additional
features
to
our
online
applications
and
we're
always
looking
for
new
and
innovative
innovative
ways
to
engage
the
taxpayers.
You've
also
added
two
new
videos.
If
you
haven't
got
out
to
our
website,
please
do
we've
added
two
new
wit:
videos
out
there
to
help
educate
taxpayers
about
the
property
tax
system.
G
Next
slide
is
this
is
about
eleven
billion
dollars
or
a
thirty
percent
increase
in
our
tax
base.
Looks
like
you
know.
While
this
looks
tremendous-
and
this
is
actually
very-
is
tremendous-
with
city
Minneapolis,
when
the
real
estate
market
grows
this
fast
in
this
short
period
of
time,
it
places
a
lot
of
stress
on
my
staff.
G
If
we
don't
adjust
quickly,
if
my
staff
are
not
in
tune
with
the
market,
it
results
in
tactic
or
litigation
and
appeals,
and
that
has
a
definite
negative
impact
on
the
city's
budget,
and
so
as
much
as
we
enjoy
to
see
the
the
property
tax,
the
the
city
grow
were
just
awful,
very,
very
cautious
to
see.
When
is
the
market
going
to
change
so,
and
this
is
the
the
next
slide?
It's
always
fun
to
see
these
these
charts.
G
G
Departments,
Equal
Employment
Opportunity
goals
an
action
plan,
so
we
have
some
successes.
We
definitely
have
some
successes,
we're
doing
more
with
new
hiring
practices
or
doing
more
with
recruitment
and
outreach.
I
have
staff
that
go
out
to
high
school
career
fairs.
They
go
out
to
college
career
fairs
and
we're
very
active
in
the
Community
Connections
Conference
as
well.
G
G
Some
of
the
stumbling
blocks
we're
having
a
difficult
time
finding
diverse
applicants
we
can
have,
we
can
post
for
positions
and
we
just
don't
have
the
diversity
to
even
choose
from
which
is
a
shame,
and
while
we're
trying
to
make
inroads
through
high
school
career
fairs,
college
career
fairs
and
Community
Connections,
it's
it's
probably
not
enough.
We're
not
gonna,
see
us
move
the
dial
because
we're
reaching
out,
but
it's
something,
but
we
need
to
do
more.
Retaining
diverse
talent.
We
are
having
a
real,
difficult
time
retaining
diverse
talent.
G
G
The
education
will
bring
them
in
as
interns
we'll
get
them
the
the
years
of
experience
that
they
need
to
become
certified
with
the
state
of
Minnesota
and
once
they
become
certified,
then
they
can
go
anywhere
and
actually
they'd
probably
be
in
the
top
five
candidates
of
any
applicant
pool
within
any
city
of
Minneapolis,
already
city
in
the
state
of
Minnesota.
So
we
think
that
that's
a
really
promising
program
getting
back
to
our
cars,
the
our
cars
request.
This
is
the
second
year
of
our
cars
request.
This
is
for
a
replacement
of
our
camera
system.
G
The
camera
stands
for
computer-aided
mass
appraisal.
Our
current
system
was
installed
in
2000
2001,
so
we're
in
year,
1617
of
a
system
that
has
served
as
well.
It's
been
very
reliable,
very
affordable
and
been
a
good
job,
but
it's
not
being
supported
by
the
current
vendor
anymore
and
at
this
point
in
time,
their
bread
and
butter
is
really
software
for
reg
services
and
it's
not
for
Assessors
and
so
out
there
right
now.
G
They
have
some
incredibly
valuable
tools
that
many
of
the
other
vendors
are
providing
so
to
to
just
summarize
here
we're
at
the
through
the
mayor's
recommendation.
There's
a
one
point:
two,
seven:
five
million
dollar
recommendation
for
the
for
the
camera
replacement
system
and
we
already
have
a
million
dollars
from
our
previous
cars
request
already.
So
this
would
be
the
year
two
and
the
second
funding
request
and
kind
of
getting
back
to.
Why
is
it
necessary?
G
We
do
manage
130,000
parcels
in
the
city
of
Minneapolis,
that's
not
only
for
property
appraisals,
which
is
really
the
assessment
that
we
do
annually
it's
for
sales
transactions,
it's
for
special
assessments,
it's
for
tax
exemptions
and
personal
property
accounts
and
personal
property
accounts
are
both
parts.
The
parcels
are
sitting
on
Nicollet
Island
or
it
could
be
billboards
or
cell
towers
or
or
unique
pieces
of
real
estate
that
way
that
do
pay
property
taxes.
G
It
does
help
us
assist
in
administering
administering
all
the
property
tax
programs
for
the
state
of
Minnesota,
and
it
is
an
enterprise
solution.
I
think
oftentimes
people
don't
realize
how
valuable
the
Assessors
data
is.
You
know
it's.
It's
used
by
reg
services,
it's
used
by
Public
Works,
it's
used
by
IT
by
finance
department.
G
B
G
Mr.
chair,
I'm
I'm
not
sure
we're
not
through
that
process.
We
are
we're
doing
the
three
demonstrations
yet
no
this
month
and
beginning
of
next
month
and
then
it
gets
into
the
contract.
Negotiations
will
be
closed.
I,
don't
think
that
we're
quite
there,
but
with
negotiations
you
we
don't
know
if
you'll
be
able
to
get
to
that
point
or
not,
but
I
think
we're
very
close
at
this
point
in
time.
Thank
you.
G
So
the
next
slide
again,
the
current
stopper
is
no
longer
supported.
As
far
as
we're
concerned,
the
core
functional
software
requirements,
as
well
as
the
analytical
tools-
and
there
are
significant
I
mean
the
assessment
is-
is
valuable
or
the
reason
why
we're
so
successful
is
really
based
on
the
analytical
tools
that
are
developed
in
these
software
packages
and
and
the
new
tools
that
are
out
there.
The
new
tools
that
are
being
developed
are
really
can
get
us
better
and
more
accurate
with
more
parcels
than
our
current
software.
G
At
this
point,
and
last
but
not
least-
and
this
is
what
I
really
like-
is
there's
an
increase
in
transparency
in
the
valuation
process
for
property
owners
and
property
tax
payers,
and
so
currently
in
our
existing
system,
it
was
never
developed
to
be
able
to
identify
properties.
That
would
say
this
is
based
on
your
value.
G
The
new
systems
do
that
it's
a
consistent,
it's
a
statistical
package
but
in
the
end,
it'll
also
identify
three
or
four
properties
similar
to
the
subject:
property
or
the
property
owners
property.
It
says:
well,
here's
your
value
and
here's
three
or
four
like
yours,
that
would
have
been
used
in
the
analysis
of
your
value
and
that
level
of
transparency
makes
our
job
easier
and
it
also
makes
the
councilmembers
job
easier
as
well
and
I.
Think
that
has
it's
long
overdue.
G
G
Last
but
not
least,
it's
the
replacement
there's
a
lot
of
inefficiencies
in
our
current
system.
There
we
see
that
there
could
be
some
definite
time
savings
in
the
analysis
and
in
the
data
entry
of
some
of
the
information,
as
well
as
remote,
access
from
from
the
field
and
last
but
not
least,
it'll,
be
the
enhancements,
will
also
create
efficiencies
with
data
transfers
and
an
integration
with
the
Elm
system,
which
is
something
that
we're
still
working
on
the
a
really
seamless
integration
with
Elms,
as
well
as
Hennepin
County
and
the
Department
of
Revenue.
B
G
M
I,
don't
have
the
oh
sure,
Quincy
and
councilmembers
I.
Don't
have
the
latest
statistic
as
far
as
what
percentage
of
our
staff
have
achieved,
the
accredited
Minnesota
Assessor
license
that
is
required.
The
legislature
did
change
the
requirement
it
was
due
in
2019,
but
they
have
pushed
it
out
a
couple
of
years
to
allow
other
Assessors
around
the
state.
More
time,
however,
we
are
still
suggesting
to
our
staff
that
they
were
if
they
were
aggressively
pursuing
their
accreditation,
that
we
stay
on
that
path.
We
are
meeting
with
them.