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From YouTube: November 16, 2017 Budget Hearing
Description
Budget Hearing: Convention Center/Target Center/Meet Minneapolis and, Minneapolis Park & Recreation Board
A
Good
afternoon,
everyone,
this
is
the
continuing
series
of
budget
hearings
and
we'll
be
hearing
this
afternoon
from
the
Minneapolis
Park
and
Recreation
Board,
as
well
as
meet
Minneapolis,
and
the
Convention
Center
will
begin
today
with
the
park
board.
As
we
begin,
I'm
John
Quincy,
the
chair
of
the
committee,
joined
by
council
vice
president
Glidden,
other
council
members
will
be
joining
and
exiting
throughout
the
afternoon.
So
please
don't
worry
about
any
interruptions
for
that.
We
can
begin
at
your
pleasure,
so
we're
joined
by
superintendent,
Jayne,
Miller,
Minneapolis,
Park
Board
great.
B
Thank
You
councilmember,
Quincy
and
Glidden
appreciate
being
here.
You
have
some
handouts
that
we've
provided.
One
is
a
park
funding
pack
sheet
where
it
documents
how
we
are
funding.
Obviously,
our
three
major
categories:
maintenance,
capital
and
recreation
across
the
city-
biker
per
capita
spending.
We
also,
while
our
budget
book
has
a
the
capital
improvements
plan
in
it.
B
We've
also
provided
you
a
larger
document
demonstrating
changes
since
last
year
provides
a
bit
more
detail
for
you
and
then
also
we
are
I,
am
required
annually
to
provide
a
report
to
this
body,
as
well
as
our
board
on
the
NPP
20
program
in
spending,
and
so
you've
got
that
as
well.
So
I'm
not
going
to
go
through
those
but
I'm
happy
there
today
or
any
other
point
to
answer
any
questions
you
may
have
regarding
those.
So
let
me
just
walk
you
through.
B
B
Also.
It
includes
the
funding
for
based
on
the
minimum
wage
ordinance
that
council
passed
earlier
this
year.
Our
board
our
budget
every
year
is
supported
by
supports
that
comprehensive
plan
that
was
adopted
by
the
board
that
goes
through
2020,
obviously
NPP,
the
funding
agreement
we
have
of
the
city,
and
we
also
have,
over
the
last
three
years,
incorporated
racial
equity
toolkits
in
building
our
budgets.
Our
entire
capital
improvements
budget
is
based
on
data-driven
criteria
addressing
racial
and
economic
equity.
B
In
fact,
we
are
the
only
park
system
in
the
country
whose
entire
capital
improvement
program
is
based
on
racial
and
economic
equity
are
also
a
recreation
center
allocation
for
our
part-time
staffing,
which
is
the
bulk
of
that
budget,
is
also
based
on
racial
and
economic
equity
criteria
that
we've
established
and
then
any
additions
or
subtractions
to
our
budget
for
the
upcoming
year.
We
also
apply
a
racial
equity
toolkit
to
that
as
well
to
ensure
that
we
are
not
increasing
racial
inequities
and
in
cases
that
we
can
enhance
racial
equity,
we're
doing
that
as
well.
B
I
the
I'm
going
to
highlight
by
division
the
major
changes
that
you're
going
to
see
reflected
in
the
2018
budget,
I'm
not
going
to
go
through
every
detail,
but
the
big
changes
that
you
will
notice.
One
of
them,
for
example,
is
we
are
adding
real-time
captioning
and
text
current
transcriptions
to
all
of
our
board
meetings.
Funding
for
that
we
are
also
adding
recommending
adding
a
full-time
archivist.
We
have
been
archiving
all
of
the
historic
documents
for
the
Park
Board
for
the
last
three
years.
B
In
fact
our
officers
are
have
very,
very
limited
vacation
time
they
can
take,
and
often
we
restrict
it
because
the
demands
on
our
system,
we
were
able
to
negotiate
with
the
Federation
for
the
addition
of
part-time
officers
to
augment
our
officers
during
our
peak
hours.
For
events
that
we
have
in
the
season
so
that
we
can
do
a
better
job
of
meeting
the
demands
in
our
system
within.
B
Superintendent's
office,
we
one
change,
we're
going
to
be
making
is
putting
in
funds
to
operate
the
Stephens
house
at
Minnehaha,
Park,
there's
been
a
non-profit,
that's
been
doing
it
and
they
don't
longer
have
the
capacity
to
do
that.
So
we
are
going
to
be
taking
that
over
starting
next
year.
We
are
also
enhancing
some
more
healthy
benefit
options
for
our
employees
through
our
HR
department
in
environmental
stewardship.
B
One
of
the
challenges
and
I
know:
council
member
Johnson
often
asked
this
question
and
that
is
taking
care
of
our
regional
system,
the
funding
that
we
are
supposed
to
get
from
the
state,
it's
always
less
than
what
we're
supposed
to,
and
it's
been
a
challenge
for
us.
So
we've
been
able
to
provide
additional
funding
to
enhance
the
maintenance
in
our
regional
parks.
B
So
that
will
be
good.
Also
I
mentioned
earlier.
In
a
rec
centers
and
programs,
we
are
using
a
complete
data-driven
criteria
based
system
to
allocate
funding
across
our
rec
centers,
based
on
population
needs
of
the
community,
there's
a
variety
of
criteria,
that's
articulated
in
the
budget
and
then
in
youth
development.
The
area
that
we
have
seen
the
biggest
growth
in
is
Street
reach
and
pop-up
parks
and
teen
teen
works,
and
so
we
have.
B
We
are
also
going
through
a
process
of
trying
to
make
investments
in
our
operations
facilities.
We've
actually
been
working
with
mark
gruff
on
that
to
see
if
there's
opportunities,
first
to
collaborate
with
a
city
and
that's
been
a
great
partnership.
We
also
recognize
that
we
don't
have
enough
funds
to
fund
what
we
need
our
operations
facilities.
B
Obviously,
the
the
levy
for
the
trees
is
continuing
and
2018
is
year,
five
of
our
eight-year
plan
to
deal
with
emerald
ash,
borer
and
tree
loss
due
to
storms
for
replanting
of
trees.
Our
Enterprise
Fund
has
been.
We
have
worked
really
hard
over
the
last
five
or
six
years
to
stabilize
that.
We
are
in
the
process
of
negotiating
agreement
with
the
walker
for
the
sculpture
garden
and
we
are
confident
with
changes
that
we're
putting
in
place
that
that
can
be
self-supporting
when
the
Guthrie
moved
from
that
area
to
downtown
our
funding.
B
We
are
also
going
to
be
making
we're
gonna
make
it
we're
actually
making
a
recommendation
of
the
board
that
at
theater
Worth
Park
the
additional
parking
lot.
That's
going
in
for
the
eventual
welcome
center
that
we
have
that
be
a
pay
parking
lot.
We
will
not
charge
offers,
it
will
be
part
of
their
fee,
but
we're
concerned
that
the
demand
and
that
parking
lot
will
be
significant,
that
we
need
to
have
that.
B
Be
a
pay
lot
to
get
turnover
in
that
lot,
and
our
internal
service
funds
again
just
continuing
to
stabilize
our
both
of
our
funds,
setting
rate
models
that
are
effective
and
both
of
them
both
been
on
plans
for
both
our
IT
and
our
equipment,
services
disabled
as
those
and
we
are
in
year.
Four
of
a
five-year
plan
in
2018-
and
we
are
at
87
percent
of
our
fleet-
is
now
within
its
lifespan.
B
When
we
started
this,
it
was
only
43
percent
of
our
fleet
was
in
its
lifespan
and
then,
as
I
mentioned
for
our
CIP,
our
entire
capital
improvements
plan
is
based
on
a
criteria
based
data-driven
system
for
allocating
funds
across
the
park
system,
both
for
the
regional
and
the
neighborhood
park
system.
Excuse.
B
Our
fleet,
we
are
28.
We
developed
a
five-year
plan
to
both
stabilize
our
fleet
from
reserve
fund
to
have
capital
reserves
to
replace
our
equipment,
but
also
to
have
a
rate
model
that
allows
us
to
fund
the
replay
annual
hover
out
annual
expenses
and
so
we'll
we're
in
year.
Four
right
now,
2019
will
be
year.
Five
of
that
plan.
It's
a
five-year
plan
when
we
started
that
only
43
percent
of
our
fleet
was
in
its
life
cycle,
meaning
that
57
percent
of
our
fleet
was
beyond
the
lifecycle
of
the
equipment.
Okay,.
A
B
Today,
we're
at
87
percent
of
our
fleet
is
now
within
its
lifespan
so
that
by
the
end
of
2018
we
will
have
the
fun
fully
funded
and
all
of
our
equipment
will
be
within
there
their
lifespan.
Thank
you,
you're
welcome,
so
with
that
I'm
going
to
turn
over
to
Julie,
and
she
will
walk
you
through
the
budget
book.
D
So
the
first
section
of
the
budget
book
is
the
budget
message.
This
is
the
information
that
Jayne
the
superintendent
just
provided
to
you.
So
if
there's
more
detail
that
you're
interested
in
that's
the
sac,
the
budget
book
that
you
would
go
to
the
next
section
of
the
budget
book
is
our
strategic
direction
and
that
is
set
by
our
current
board
and
goes
through
the
20
2018.
D
The
next
section
is
the
budget
information,
our
background
information,
including
the
service
areas,
our
organization
chart
and
some
fun
descriptions.
Then
we
get
into
the
financial
sections
of
the
budget
book
for
property
taxes
and
local
government
aid.
Our
property
tax
levy
for
the
roof
superintendent's
recommended
budget
is
sixty
two
point:
two
million
dollars.
That
is
consistent
with
what
the
mayor
proposed,
as
well
as
what
the
board
of
estimate
and
Taxation
set
as
our
maximum.
The
park
board
is
eighteen
point:
three
percent
of
the
overall
city
of
Minneapolis
tax
for
local
government
aid.
D
The
Park
Board
expects
to
see
just
a
small
increase
of
about
a
hundred
and
fifty
thousand
dollars
in
local
government
aid.
For
a
total
of
nine
point,
three
million.
The
next
section
of
our
budget
book
is
the
general
fund,
our
revenue
by
major
sources.
We
have
a
balanced
budget
at
80
points,
80
point:
seven
million
dollars
you'll
see
that
property
taxes
make
up
seventy
four
percent
of
our
general
fund
budget,
so
we
are
heavily
reliant
on
property
taxes
with
these
and
other
revenues
being
fourteen
point:
three
percent
and
local
government
aid
eleven
point:
six
percent.
D
On
the
expenditure
side.
Again,
we
are
heavily
reliant
on
on
our
personnel
with
sixty
nine
percent
of
our
budget,
being
personnel
driven
and
operating
costs,
as
27
percent
expenditures
by
division
you
can
see
environmental
stewardship
makes
up
50
percent
of
our
budget,
so
that's
asset
management,
forestry,
environmental
management,
Recreation
Services
is
twenty
four
percent.
So
just
those
two
divisions
is
just
under
75
percent
of
our
operational
budget.
D
Our
next
section
of
the
budget
book
is
special
revenue
funds.
So
this
is
where
the
tree
preservation
and
forest
fund
is
housed
for
the
the
tree
levy
for
emerald,
ash,
borer
and
tree
lost
due
to
storms,
as
well
as
our
Park
grant
and
dedicated
Revenue
Fund,
as
well
as
the
park.
Dedication
fees
are
in
our
in
this
one.
D
The
next
section
of
our
budget
book
is
the
enterprise
division
and
our
major
operating
units
and
the
enterprise
fund.
You'll,
see
customer
service
with
parking
news
and
events
permit
and
vendor
concessions
are
the
largest
income
producers
of
this
fund.
At
this
point,
the
sculpture
garden
is
in
here
for
the
first
year
of
full
operations
as
a
conservative
estimate
and
then
the
recreation
division.
Golf
operations
is
still
reflecting
a
loss
and
in
2018
the
finance
department
and
Recreation
division
will
be
working
on
producing
a
five-year
operating
financial
plan.
D
To
address
this
concern
that
we
have
in
the
enterprise
fund,
it's
supposed
to
be
a
self-supporting
fund,
so
we
try
to
add
to
our
reserves
annually,
which
is
the
net
income
from
the
operations
in
2017.
We
budgeted
just
under
a
million
dollars
being
set
aside
in
2018,
were
Meck
recommending,
seven
hundred
and
eighty
thousand.
D
If
you
look
at
the
estimated
annual
set
asides,
we
really
should
be
setting
aside
close
to
three
million
dollars
a
year
or
a
little
over
three
million
dollars
a
year
in
order
to
fully
fund
for
the
replacement
of
the
assets
that
we
have
in
that
fund.
So
the
superintendent
and
I
have
worked
really
hard
over
the
years
over
the
past
years.
D
D
We
have
three
internal
service
funds,
our
information
technology
services,
our
self
insurance
fund
and
then
the
equipment,
mobile
equipment,
fleet
operations
and
those
are
all
balanced,
except
for
equipment
where
we're
recommending
that
we
use
a
hundred
and
twenty-five
thousand
dollars
of
fund
reserves
to
purchase
a
Zamboni
for
our
parade
ice
Gardens
and
then
to
include
that
going
forward
in
the
mobile
equipment
fleet,
our
capital
projects
fund.
You
have
the
detail
of
all
the
capital
projects
that,
for
our
CIP
program
to
2018
to
2023.
D
This
just
highlights
are
the
10.5
million
of
bonds,
that's
recommended
in
the
mayor's
budget
book
for
the
NPP
2000
as
our
capital,
levee
investment,
neighborhood
parks.
So
our
total
neighborhood
park
funding
for
2018,
as
recommended
at
fourteen
point.
Three
million
dollars
you'll
see
that
we're
recommending
using
Park
dedication
of
1.1
million
dollars
in
2018
and
then
on
the
regional
park
side.
We
have
6.3
million
in
funding
for
the
regional
parks,
Julie.
A
D
Complimentary
Quincy
the
park
dedication
dollars,
really
get
allocated
when
we're
doing
the
current
year.
So
even
though
they're
reflecting
zero
in
the
out
years,
we
would
be
expecting
that
there
will
be
allocations
because,
as
we
as
perk,
dedications
money
is
continually
coming
in.
So
as
we
get
closer
to
the
year
that
we're
gonna
actually
do
the
project,
then
we
look
at
the
park,
dedication
funding
and
what
availability
there
is
when
we
make
that
adjust.
A
E
D
D
The
next
section
of
our
budget
book
is
our
personnel
summary
and
I'll.
Just
highlight
here
that
the
MPR
be
workforce.
History
has
has
has
suffered
some
down
turn
and
then,
as
of
2012,
we
have
started
to
build
the
full-time
workforce
and,
of
course
the
biggest
increase
was
between
2016
and
2017,
and
that
was
directly
related
to
the
NPP
20.
And
then,
in
this
current
budget,
the
superintendent
is
recommending
11
new
full-time
positions.
D
B
We
then
took
the
remaining
amount,
which
is
57
percent
of
that
total
and
established
developed
community
characteristics
and
site-specific
characteristics
to
determine
equally
the
distribution
of
those
remaining
funds
between
those
two
areas
and
and
then
each
Center
will
get
allocated
their
funds.
These
are
the
specific
criteria
that
we're
looking
at.
B
So
we
took
the
city's
average,
for
example,
for
diversity
across
the
city,
and
if
a
neighborhood
has
a
higher
level
of
diversity,
then
they
will
get
a
point
for
that
and
health
indicators
if
they
are
below
the
city
average
for
health
indicators,
they
will
get
a
point.
Snap
is
the
free
lunch
program
through
schools
if
they
have
a
higher
percentage
of
people
in
that
community
that
are
part
of
the
SNAP
program,
they'll
get
an
extra
point
and
so
on.
B
B
So,
for
example,
while
Cedar
Riverside
has
a
very
diverse
population,
is
predominantly
Somali,
and
so
it
may
not
get
a
point
because
it
I
don't
know
if
it
does
or
not,
but
because
it's
more
homogeneous,
it's
less
likely
to
get
a
point
then
say
the
Philip's
neighborhood
that
has
Native
American
Somali
is
Latino,
for
example,
and
then
the
site-specific
characteristics
are
very
specific
to
the
program
and
services
that
are
offered
within
that
particular
site.
I'll
pull
a
couple
out
as
an
example.
B
Night-Owls
program
is
offered
and
are
not
at
nine
of
our
rec
centers
in
the
urban
core
intentionally
designed
to
provide
evening
programs
for
teens.
That
requires
a
higher
level
of
staff
and
police
support
and
so
level.
Given
the
level
of
intensity
of
services,
there
more
points
there
that
you
might
want
to
see
the
hi
you
site
and
what
that
means
is
I'll
use
pearl
Park
as
an
example.
B
While
we
have
that
rec
center,
we
have
a
park
that
is
very
heavily
used
because
of
the
athletic
facilities
around
that
and
so
facility
parks
like
that,
like
Loring
Park,
where
there
is
a
lot
of
heavy
use
outside
of
the
center
itself,
that
requires
Center
staff
to
be
outside
and
doing
extra
work.
Those
parks
also
get
those
rec.
Centers
will
get
an
additional
point,
and
so
then
there
is
a
whole
point
structure.
B
What
I
also
said
was
what
makes
this
one
different
than
the
capital
allocation
is
that
every
Rec
Center
will
get
funding
and
I
said
that
we
will
not
reduce
any
rec
centers
funding
for
2018.
What
we
did
is
we
came
up
with
an
additional
$220,000
so
that
any
of
the
rec
centers
that
were
over
funded
based
on
this
criteria,
their
funding.
Will
it
stay
the
same
as
it
was
in
2017,
any
centers
that
were
underfunded.
B
We
actually
increase
their
allocation
to
give
them
the
additional
resources
and
that's
what
we
use
the
additional
$220,000
for
and
then
finally,
you
have
a
copy
of
our
draft
MPP
20
report
and
that
documents
what
this
is
the
content.
So
it
documents
the
whole
closing
a
gap
process.
We
went
through
the
ordinances
that
were
approved
both
both
City
Council
in
the
park
board.
B
What
we
did
in
2016
and
2017
to
get
this
implemented
and
then
what
we
have
spent
in
all
three
categories:
maintenance,
rehab
and
capital
for
2017,
and
what
our
plans
are
for
those
funds
for
2018
as
well.
We
will
have
the
final
report
actually
available
in
the
spring,
because
we
have
to
finish
out
the
2017
fiscal
year
and
you
city
council,
will
get
copies
of
the
final
report
as
well
and
with
that
I'm
happy
to
answer
any
questions.
Julie
and
I
are
happy
to
answer
any
questions
that
you
may
have.
E
E
B
E
F
E
B
B
So
one
of
the
challenges
were
actually
this
part
of
our
group.
We
have
an
MoU
with
the
school
board
to
address
some
of
the,
and
most
of
those
councils
are
based
on
athletic
program
sure,
and
so
we
are
in
the
process
right
now.
That's
part
of
our
MOU
is
to
address
athletic
of
the
services
provided
both
by
the
school
board
and
parkour,
and
these
neighborhood
associations
and
create
some
consistency.
B
One
of
the
challenges
both
is
some
neighborhoods
are
have
very
strong
neighborhood
councils,
others,
don't
they
either
don't
have
the
financial
capacity
or
the
human
resource
capacity
and
one
of
the
challenges
is
those
neighborhood
associations
also
charge
a
variety
of
fees.
Some
are
really
expensive.
Some
are
less
expensive
and
so
access
to
programs
is
a
challenge
and
some
in
some
neighborhoods.
B
So
it's
part
of
we
don't
have
all
of
that
data
right
now,
because
there
it's
owned
by
the
neighborhood
associations,
but
that's
something
we're
working
through
and
beginning
to
me
with
those
neighborhood
cessations
to
come
up
with
a
more
consistent
approach,
both
in
terms
of
fees
and
charges,
but
access
to
programs
across
the
city.
Okay,
great.
E
B
G
B
E
H
H
You
know
evaluating
how
that,
in
the
end,
you
know-
and
this
may
be-
you
know-
kind
a
little
further
out
in
time.
I,
don't
know
how
you
pick
sort
of
the
best
time
to
start
doing
that
the
look-back
or
whatever
but
kind
of
two
things
we're
striking
me.
One
was
just
how
do
you
see
how
it
ends
up
affecting
your
your
decision-making
and
comparing
that
to
previous
decision-making,
I
guess
to
get
a
little
sentence?
C
H
C
B
B
All
very
good
questions,
councilmember
glitters,
so
so
in
terms
of
looking
at
our
history
of
how
we've
been
spending.
That's
why?
Three
years
ago
we
started
creating
this
Park
funding
fact
sheet.
So
it
looks
at
takes
the
four
major
areas
of
the
city.
The
way
we
divide
the
city
up
into
four
areas
of
the
city.
It
gives
you
the
population
for
each
of
those
areas
and
then
the
per
capita
spending
by
area-
and
you
know,
I'm
proud
of
the
fact.
B
If
you
look
at
this,
we
have
spent
predominantly
higher
in
north
and
south
Minneapolis
than
anywhere
else
in
the
city
and
all
three
categories:
maintenance,
recreation
program
and
and
capital
investments
and
I,
and
this
is
something
we'll
continue
to
do
in
terms
of
the
criteria
that
we've
established
in
every
single
case.
We
have
established
that
we
have
to
do
an
annual
review
of
that
criteria
for
a
number
of
reasons.
One
is:
are
there
unintended
consequences
we
hadn't
anticipated?
B
Also,
are
there
changes
happening
that
are
impacting
the
scores
that
a
neighborhood
or
a
rec
center
or
a
park
may
get?
And
in
fact,
the
neighborhood
park
criteria
that
we
used?
2017
was
the
first
year
that
we
did
it,
so
we
actually
were
able
to
evaluate
it
and
parks
changed
and
their
scoring.
In
fact,
if
you
look
at
the
CIP
information
we
provided,
we
actually
have
the
scoring
as
it
attached
here
Julie.
So
we
have
this
goring
criteria
for
the
neighborhood
parks
and
you'll,
see
where
each
Park
changed
its
core.
B
It's
color-coded,
anything
in
green,
their
score
actually
went
up
in
that
category
and
anything
that's
in
orange.
The
score
for
that
park
for
that
category
went
down,
and
so
what
it's
doing
is
demonstrating
are
their
neighborhood
changes
based
on
population
other
things
in
terms
of
conditions
in
parks,
so
that
every
year
we
will
new
use
this,
no
new
scoring
because
of
the
changes
that
have
happened,
so
that's
happening.
That
will
continue
to
do
that
with
each
of
those.
The
other
thing
that
we've
done
is
we
have
not
developed
these
criteria
in
isolation.
B
B
The
other
critical
thing
that
we're
also
looking
at
is
gentrification
so
that
you
know
what's
critical
for
us.
Is
that
we're
not
displacing
people
and
so
we're
going
through
that
process
all
right
as
well
right
now
and
having
conversations
around
impacts
of
gentrification
and
to
be
very
honest
with
you,
I
think
that
part
of
the
conversation
is
both
the
long
term
20-year
study
we're
talking
to
them
both
about
the
parks
and
street
funding,
because
they're
using
racial
and
economic
criteria,
but
where
I
also
believe
the
gentrification
conversation.
B
C
H
The
way
I
just
think
what
you're
doing
is
is
very
cutting
edge.
Work
I
mean
really.
It
is,
and
you're
I
think
to
be
congratulated
for
being
thoughtful
and
definitely
going
through
the
ups
and
downs
of
what
does
it
mean
to
to
try
to
reevaluate
good,
solid
processes
that
you
feel
like
you
can
have
faith
and
trust
in,
but
also
you
can
be
transparent
with
the
community,
and
you
know,
I
mean
that's
really
tough
work.I.
H
What
so,
I
helped
host
a
meeting
recently
with
a
bunch
of
city
staff
with
the
mapping,
prejudice,
project
and
so
I?
Don't
know
if,
at
the
park
board,
you
have
had
an
opportunity
to
to
meet
with
them
yet
I
think
see.
Ped
will
end
up
having
a
more
formal
partnership
with
the
mapping
prejudice
project.
H
But
if
you
don't
know
what
it
is,
that's
a
project
from
Oxford
University,
where
they
are
doing
the
the
tracking
of
historical
deeds
that
have
racial
covenants
in
them
and
so
in
their
presentation,
one
of
the
early
findings
and
they're,
not
through
the
city.
Yet
that
was
about
how
those
racial
covenants
were
used,
not
necessarily
even
where
african-americans
were
starting
to
move,
but
where
white
residents
felt.
This
was
a
new
planning
tool
mm-hmm
and
they
started
to
utilize.
E
B
H
Equity
cohort
that
Jennifer
Ringgold
helps
lead
and
I
just
want
to
say,
is
really
impressive
kind
of
deep
work
and
very
thoughtful
work
that
you
were
doing
and
they
were
very
generous
to
offer
to
meet
with
our
city
staff
to
share
some
of
their
lessons.
So
I
just
want
to
say
thank
you
for
that.
I
thought
that
was
very
generous
of
them
at
their
time
and
and
I'm
sure
we
have
things
that
we
can
learn
from
you.
No
thank.
B
You
no
I'm
I'm,
really
proud
of
the
work
that
we've
been
doing
and
it's
a
just
on
a
personal
note,
I
think
for
the
organization.
It's
been
very
disheartening,
the
things
that
people
have
been
saying
when
we
are
really
doing
cutting-edge
work,
I
get
calls
all
over
the
country
because
of
the
work
that
we're
doing
on
racial
equity
because
we
are
leading
the
nation
and
the
work
that
we're
doing
within
the
park
system.
It's
pretty
impressive
and
I'm
really
proud
of
that,
and
you
know
I
to
your
point
about
the
covenants
on
land,
I.
B
Think
to
that
point,
I
think
it's
even
more
critical.
The
work
that
we're
doing
along
the
river
to
provide
the
kind
of
destination
parks
for
residents
of
North
and
Northeast
Minneapolis
that
they
don't
have
that
people
in
south
and
south
Minneapolis
do
that
I
would
be
surprised,
would
have
covenants
on
them,
but
because
it
was
the
industrial
core
of
the
city
to
provide
the
kind
of
really
amazing
park
system
and
perk
destinations
along
the
river
to
residents
of
North
and
Northeast.
Minneapolis
is,
in
my
view,
really
critical.
A
I
Thank
You
chair,
Quincey
and
councilmembers
good
to
see
you
all
my
name
again:
Jeff
Johnson
I'm,
the
executive
director
of
the
Minneapolis
Convention
Center
I,
just
want
to
let
you
know
that
this
Minneapolis
Convention
Center
in
downtown
assets,
plan
and
budget
is
located
on
budget
book
pages.
E82
e
21.
I
I
So
thank
you
to
all
of
them
and
then
Melvin
tenant
with
meat
Minneapolis
will
be
presenting
after
I'm
done
and
talking
about
MeetMe
appleÃs
and
their
supplemental
budget
requests.
Okay,
all
right!
Well,
let's
get
started
how
the
big
news
this
year
for
our
budget
is
the
proposed
transition
for
the
downtown
assets
plan.
The
City
Council
through
the
Ways
and
Means
Committee,
gave
a
staff
direction
to
the
city
coordinator
to
look
at
a
coordinated
response
to
large
public
assets,
downtown
with
the
corresponding
five-year
budget
to
address
operating
and
capital
needs
of
those
assets.
I
Out
of
this
staff
direction
and
the
mayor's
recommendation
of
the
budget
grew
the
downtown
assets
plan,
which
is
a
title
that
encompasses
not
only
a
committee
but
also
a
budget
and
infrastructure
assets.
The
downtown
assets
committee
is
chaired
by
the
city
coordinator
and
includes
the
city's
chief
financial
officer,
public
works
director,
Community
Planning
and
Economic
Development
Director
and
the
executive
director
of
the
Minneapolis
Convention
Center
myself.
This
committee
is
tasked
with
developing
the
plan
for
overseeing
the
implementation
of
the
downtown
assets
plan.
I
Actual
implementation
of
this
plan
has
been
delegated
operationally
to
the
convention
center
staff
and
me,
as
the
executive
director
of
the
Convention
Center
downtown
assets
is
also
a
budget
which
we
will
get
into
the
convention.
Centers
budget
is
really
transition,
transitioned
to
contain
more
elements
or
programs
that
will
help
address
several
financial
outcomes.
I
First,
the
downtown
assets
budget
seeks
to
act
as
a
buffer
to
the
general
fund
by
guaranteeing
funds
from
the
hospitality,
sales
and
entertainment
taxes
to
be
available
via
transfer
each
year
in
2018.
The
mayor's
proposal
is
that
that
transfer
be
just
over
thirty
million
dollars.
This
guarantee
buffers
the
general
fund
from
economic
downturns
that
could
affect
the
hospitality
taxes
and
thus
the
general
fund.
It
also
allows
for
consistency
in
forecasting
the
five-year
financial
direction
for
the
city.
I
I
The
downtown
assets
committee
will
be
able
to
plan
for
increases
or
decreases
in
the
financial
needs
of
these
assets
and
spread
the
resources
to
the
areas
of
needs.
Hospitality,
sales
and
entertainment
taxes
are
directed
for
a
broader
set
of
assets
than
they
were
in
the
past.
This
allows
infrastructure
that
helps
drive
hospitality
and
sales
taxes
to
use
this
money
in
order
to
continue
to
grow
that
tax
fund
in
that
tax
base.
I
Lastly,
the
downtown
assets
are
also
things
or
infrastructure,
and
these
assets
are
currently
the
Minneapolis
Convention
Center
Target,
Center,
Commons,
Park
and
PV
Plaza.
We
will
be
able
to
more
efficiently
manage
these
assets.
There's
single
operational
oversight
by
myself
and
my
staff,
with
the
help
of
the
oversight
of
the
downtown
assets
committee.
Keeping
these
individual
assets
thriving
we'll
also,
while
also
managing
the
different
individual
needs
of
the
assets,
is
a
difficult
task.
I
There
are
some
really
substantial
obligations
that
are
now
tied
to
the
hospitality,
sales
and
entertainment
taxes
and
as
a
city,
we
need
to
make
sure
that
we
are
continuing
our
great
work
with
attracting
tourists,
visitors,
convention,
attendees
and
other
entertainment
seeking
guests
growth
in
the
hospitality
and
sales
and
entertainment
taxes
ensures
that
these
assets
will
be
well
taken
care
of
and
that
the
general
fund
is
not
affected.
The
downtown
assets
plan
will
allow
certain
efficiencies
and
good
planning
will
be
used
to
adjust
our
plans
as
needed
to
overcome
economic
challenges.
I
I
These
funds
brings
us
really
then,
to
our
budget
summary,
which
we
will
get
into
based
on
our
programs
and
our
2018
recommended
funding,
and
then
those
change
items
which
we
will
discuss
as
we
go
forward
to
our
programs.
Obviously,
the
Convention
Center
is
the
core.
The
foundation
of
our
hospitality
community
in
Minneapolis,
our
Convention
Center
special
revenue
fund
is
still
in
play
and
we're
still
watching
it.
I
guess.
The
biggest
thing
to
note
here
is
at
the
bottom.
I
The
ending
cash
balance
is
where
that
is
being
reduced
through
spreading
these
resources
out
to
all
of
the
downtown
assets
as
we
get
into
the
programs.
Our
first
program
is
our
facilities
programs.
So
this
is
the
budget
line
item
that
talks
about
how
we
take
care
of
our
1.6
million
square-foot
asset,
which
is
the
Minneapolis
Convention
Center.
I
Basically,
that
is
because
we
have
been
able
to
save
some
funding
by
our
efficiency,
but
also
we
are
so
busy
in
2018
that
the
amount
of
capital
projects
that
we
could
possibly
do
is
being
lessened
just
because
we
have
a
great
year
coming.
Some
of
those
ways
that
we
are
being
more
efficient.
We've
really
looked
at
three
areas
that
that
our
staff
is
really
championed
going
forward.
The
first
is
reduction
in
water
usage.
I
So
not
only
does
that
save
us
money,
it
also
saves
our
community
and
make
sure
that
the
city
of
lakes
still
has
great
water
and
that
we're
not
using
potable
water
for
things
that
we
don't
need
to
use
potable
water.
For
so
last,
in
2016
the
summer
of
2016,
we
installed
a
rainwater
catchment
system
and
that
rainwater
catchment
system
is
used
for
irrigation
for
our
grounds
that
has
saved
about
5.4
million
gallons
of
water
by
using
that
system.
I
The
second
area
that
we've
really
focused
on
is
our
energy
usage,
and
so
again,
as
you
can
see
from
the
graph,
we
have
done
great
work
in
reducing
the
amount
of
energy
that
we
use
and
that
again
helps
our
bottom
line
in
making
sure
that
our
costs
are
at
least
not
rising
in
those
areas.
But
it
also
again
lessens
our
carbon
footprint.
Much
of
the
areas
of
improvement
that
have
helped
us
reduce
our
energy
use
have
been
in
LED
lighting,
and
then
our
control
system
for
heating
and
cooling
has
been
upgraded.
I
I
A
You
mr.
Johnson
I
just
want
to
if
you
go
back
a
couple
of
slides,
I'm
looking
at
the
gallons
of
water
and
the
energy
usage-
and
you
said
obviously
we're
using
less,
but
a
lot
of
this
reflects
the
investments
that
were
made
at
the
convention
center
in
capital,
investments
that
we've
made
over
previous
years,
I'm
talking
about
like
bathrooms,
running
water,
fountains,
etc,
are
all
going
to
be
talking
about
how
we
change
their
water
usage,
but
it
required
an
investment
to
get
this
savings.
A
A
I
Quit
CEO.
Thank
you
very
much
yes
and
some
slides
in
the
and
that
I'm
going
to
get
you
are
going
to
show
how
busy
we
are
and
so
to
be
able
to
save
energy
and
save
water
usage
when
we
are
as
busy
as
we
have
ever
been,
is
a
huge
task
and,
and
the
investments
that
the
city
has
made
in
the
building
have
really
helped
us.
I
A
I
Quincy
correct
the
composting
right
now
we
are
able
to
compost
a
high
percentage
of
that,
instead
of
sending
it
to
the
the
landfills.
So
both
our
food
is
composted
and
then
all
of
our
concession
products
are
also
composted,
whether
that's
the
the
cups
that
we
use
the
napkins
that
we
use
all
of
those
are
compostable.
Thank.
E
I
Our
next
program
is
a
very
small
program,
but
it
is
the
Tallmadge
building
again
that
is
the
building
that
is
across
the
plaza
from
the
Minneapolis
Convention
Center.
We
have
been
operating
it
for
many
years
as
an
office
building
and
currently
have
a
few
tenants
left
in
the
Tallmadge
building
for
2018.
I
We're
really
going
status
quo
with
the
Tallmadge
building,
really
wanted
the
downtown
assets
planned
to
be
put
in
place
so
that
we
could
look
at
it
in
a
broad
of
you
when
we
make
decisions,
but
in
2018
we
do
have
to
have
some
discussions
about
what
to
do
with
that
building.
There
are
several
issues
that
have
to
be
from
a
capital
standpoint
that
have
to
be
put
into
that
building,
and
so,
as
part
of
the
downtown
assets
plan
will
come
up
with
where
we
want
to
take
the
Tallmadge
building
going
into
the
future.
Vice.
H
I
And
then
our
next
program
is
our
events
program,
and
so
this
is
really
how
we
take
care
of
our
clients
and
our
customers
and
our
attendees
when
they
come
in
to
Minneapolis
and
then
when
they
come
into
the
Minneapolis
Convention
Center.
This
program
really
drives
economic
activity
in
Minneapolis
and
I
know
this
is
a
budget
presentation
and
so
we're
all
about
numbers
and
spreadsheets,
but
really
when
you
start
to
think
about,
why
do
we
have
a
convention
center?
I
There
are
a
couple
points
here
that
I
think
answer
that
question
very
very
well
for
me,
and
that
is
that
the
Minneapolis
Convention
Center
supports
over
11,000
jobs
in
our
community,
so
those
are
11,000
hospitality,
jobs
in
our
community
that
are
supported
because
of
the
activity
that
happens
at
the
Minneapolis
Convention
Center.
So
it's
not
just
about
the
numbers
in
the
budget.
I
It's
the
numbers
of
people
that
we
have
employed
and
actively
working
in
the
city,
also
Hospice,
polity,
taxes
that
are
directly
affected
and
attributable
to
the
Convention
Center
art,
one
over
26
million
dollars
that
come
in
just
because
of
the
activities
of
the
Convention
Center.
And
then,
when
you
talk
about
economic
impact,
I
know
these
numbers
can
be
what
they
are,
but
we're
looking
at
2018
as
our
largest
year
for
economic
impact
based
somewhat
on
the
Super
Bowl.
I
Obviously,
that
is
going
to
bring
a
lot
of
people
to
the
convention
center
for
Super
Bowl
experience,
but
it's
not
just
the
Super
Bowl.
We
have
a
huge
year
coming
forward,
a
big
event.
The
National
Education
Association
is
coming,
and
so
probably
our
biggest
convention
that
we
have
had
in
in
several
years,
and
so
2018
is
a
year
that
we
will
be
drawing
people
from
all
over
the
world
to
Minneapolis
and
they
will
be
spending
their
money
and
enjoying
themselves
here.
I
And
so,
as
we
look
at
the
total
budget,
we
can
really
start
to
look
back
at
these
numbers
and
saying.
Why
do
we
do
this?
We
do
this
for
the
jobs.
We
do
this
for
the
taxes
that
come
to
the
city,
and
we
do
this
for
the
economic
spending
and
economic
impact
that
happens
here
in
Minneapolis
we're
projecting
a
record
revenue
year
for
the
convention
center
in
2018
of
just
over
20
million
dollars.
That's
a
7%
increase
over
our
budget
at
2017
revenue
numbers
and
so
again,
a
great
great
year
in
2018.
Coming
so.
I
I
So
the
subsidy
is
the
difference
between
our
operating
revenue
and
our
operating
expenses,
and
we
are
have
an
eight
million
dollar.
We're
projecting
an
eight
million
dollar
subsidy
for
2018.
We
have
been
able
to
over
the
last
decade,
cut
that
subsidy
in
half
there
are
inefficiencies
and
then
I'm
going
to
tie
back
again
to
eight
million
dollar
subsidy,
but
11,000
jobs,
26
million
dollars
in
taxes
generated
and
over
600
million
dollars
in
economic
impact,
and
so
for
for
me,
the
way
we
look
at
this
is
really
that
it
is
an
investment.
I
It's
an
investment
in
our
community
and
that
return
on
the
investment
is
something
that
we're
driving
every
single
day
to
make
sure
that
that
return
on
the
investment
for
our
citizens
is
is
a
great
place,
and
so
we
look
at
this
because
we
want
to
make
sure
that
we're
watching
it
and
and
managing
it.
But
we
also
know
that
it
drives
these
great
investments
in
our
community.
I
These
next
two
slides
really
again
outline
how
busy
we
are
going
to
be,
and
so
event
days
in
2018
will
be
our
highest
ever
and
then,
as
we
look
at
occupancy,
our
occupancy
will
be
extremely
high,
so
sixty-six
percent
occupancy
is
a
very
large
number.
We
are
one
of
the
busiest
Convention
Center
in
the
country.
Most
convention,
centers
from
an
occupancy
standpoint,
are
in
the
50%
range,
so
we're
an
active
engaged
building
in
our
community
once
we
get
to
about
70%
in
occupancy
and
that's
where
we
we
almost
can't
handle
it.
I
I
Something
obviously
that
a
lot
of
departments
are
looking
at,
a
lot
of
businesses
are
looking
at
is
our
employees,
and
we
know
that
we
can't
serve
our
clients
and
our
guests
without
our
employees,
and
we
have
a
fantastic
group
of
employees
as
part
of
becoming
more
efficient.
You
can
see
that
in
2012
in
we
reduce
the
amount
of
employees
that
we
have
in
our
buildings.
So
this
kind
of
goes
back
again
to
that
discussion
about
energy.
We
are
as
busy
as
we
have
ever
been,
but
we
have
less
employees.
I
G
C
K
G
I
J
K
I
H
Just
senior
recruiting
video
just
kind
of
triggered
something
for
me
because
we've
you
have
a
lot
of
employees,
it's
a
great
introduction
to
the
city
and
I'm.
Just
curious:
are
you
feeling,
like
your
employees,
feel
connected
to
what
may
be
sort
of
pathways
to
advancement
through
the
city?
I
know
we're
trying
just
to
be
a
lot
more
thoughtful
about
that
now
and
for
someone
to
get
a
great
if
that
is
their
first
job
with
the
city.
I
know
not
that
isn't
always
the
case,
but
if
it
is,
you
know,
I,
just
I
feel
like
that.
H
You
know
you
are
a
great
entry
point
to
the
city
and
for
people
that
feel
like
it
can
continue
to
grow
and
advance
their
career
and
get
a
higher
salary
and
get
promotions,
and
all
of
that
through
the
city
enterprise,
so
I
just
wanted
to
pose
that
too.
You
don't
need
to
give
me
a
big
long
answer
right
now,
but
if
that
isn't,
you
know
happening
in
a
really
robust
way.
I
Quincy
it
comes
from
over
Glidden
I
won't
go,
I
could
go
a
long
answer,
but
I
would
just
say
yes
and
I
think
that
what
we
have
tried,
I,
think
hospitality
and
generally
is
a
fantastic
way
to
get
people
engaged
into
a
workplace.
It
takes
hard
work,
it
takes
love
of
people,
it
takes
service
and
I.
Think
that
what
we
have
done
and
and
feel
very
confident
in
saying
this.
I
We
have
worked
hard
at
trying
to
increase
those
pathways,
at
least
inside
of
the
Convention
Center,
to
make
sure
that
we
are
able
to
grow
people
through
the
Convention
Center,
and
that
has
been
a
challenge.
It's
a
challenge
when
we
go
out
and
we
look
especially
for
leadership
level
positions
in
making
sure
that
we
encompass
what
Minneapolis
looks
like
and
in
those
communities.
Minneapolis
serves
and
we've
had
some
really
great
successes.
So.
H
I
would
just
say
it
it'd
be
interesting
to
kind
of
see
and
I
appreciate
that
you
have
been
thoughtful
about
that
through
the
convention
center
environment
be
interesting
to
see
how
that
looks
through
the
entire
city
enterprise
as
you're
you're
part
of
that
enterprise,
and
also
be
good
to
see
kind
of.
What
does
tracking
look
like
you
know
how
many
times
does
someone
start
at
the
convention
center
and
then
proceed
up
through
the
city,
environment
and
I?
H
Just
say
this
too,
because
I
know
that
Enterprise
white
I'm
not
talking
about
your
workplace
but
enterprise-wide
retention
is
a
significant
issue
at
the
city
and
so
again,
Canha
scene
does
someone
start
and
they
feel
excited
and
fulfilled.
You
know
that's
a
great
start,
and
then
you
know
how
they
proceed,
whether
it's
through
the
convention
center
or
through
the
broader
city,
enterprise,
yeah,
I'd,.
L
E
E
It
was
what
was
the
number
of
people
that
are
eligible
for
retirement
40,
something
but
I
mean
I.
You
know
this
became
kind
of
clear
to
me
when
we
had
the
the
real
economic
downturn
and
we
had
a
number
of
layoffs
across
our
enterprise
and
and
it
seemed
to
me
that
we
as
a
city
handled
that
better
than
a
lot
of
cities,
because
we
had
places
for
people
to
go
because
we
have
this
very
diverse
business
business
lines
that
some
cities
don't
have.
Don't
have.
E
You
know
our
parking
system,
our
convention
system,
Convention,
Center
and
so
I.
Just
think
we,
the
ties
could
be,
could
be
closer.
Both
you
to
us
in
and
I
mean
you're
us,
but
but
you
know,
I
mean
you're,
just
you're
a
little
bit
remote
and
I.
Don't
know
that
people
always
think
about.
You
know
if
they're
ready
to
move
on
to
the
next
level
and
they're
in
the
involved
in
the
city
Enterprise
here
that
there
are
opportunities
they're
too
great.
I
Moving
on
now
to
the
Target
Center
and
just
showing
first,
the
arena,
a
special
revenue
fund
won't
go
through
that,
but
Target
Center
program
has
been
with
the
Convention
Center
for
several
years.
Obviously,
the
big
news
here
is
that
the
Target
Center
is
newly
renovated
and
ready
to
provide
great
impact
to
the
city
about
a
hundred
million
dollars
in
estimated
economic
impact.
Every
year
comes
from
the
Target
Center
and
great
events.
We
know
that
2.7
million
dollars
from
taxes
and
rents
directly
comes
from
our
relationship.
I
I
Now
you
can
enter
the
building
in
different
ways.
You
can
walk
around
the
building
in
different
ways,
but
also
from
an
aesthetics
in
how
it
affects
our
downtown
area.
So
we're
all
very,
very
excited.
I
can
tell
you
the
first
few
events
in
October
and
in
a
couple
events
that
we've
had
in
November
have
performed
very
well
financially,
even
better
than
than
they
were
performing
in
the
old
Target
Center
operationally.
I
Our
events
are
getting
in
quicker
and
out
faster
with
our
new
loading
dock
and
in
marshalling
yard,
and
the
reviews
that
we
have
heard
have
been
awesome,
I
think
better
than
we
could
even
have
ever
imagined
coming
into
this.
That
people
really
do
see
that
this
was
a
transformational
investment
and
we
did
it
all
for
a
fraction
of
the
cost
that
other
communities
are
putting
into
brand
new
facilities
and
a
very
much
more
sustainable
way
of
keeping
a
facility
instead
of
tearing
it
down.
I
A
Johnson
I
know
you're
about
to
get
into
the
program
as
it
relates
to
the
18
budget,
but
I
have
to
say
this.
Target
Center
renovation
was
an
amazing
project
and
used
specifically
and
the
team
at
the
convention
center
to
be
a
part
of
that
to
make
sure
that
it
happened
on
time
and
on
budget,
and
you
consider
the
sales
taxes
that
have
been
generated
this
past
year
when
Target
Center
was
dark
for
six
months.
It's
a
it's
a
phenomenal
effort
and
we
have
something
that
is
really
going
to
be.
A
You
said
it
transformational
and
I
think
it's
going
to
be
remarkable
how
we
paired
that
with
these
downtown
assets,
this
is
a
city-owned
project.
Target
Center,
Convention
Center
is,
but
we
need
to
be
looking
at
them
as
one
piece
of
a
spectrum
of
how
we're
being
able
to
attract
and
serve
guests
from
around
the
world
and
I
know,
there's
a
great
picture
there.
Councilmember
gourd
excuse
me
Goodman
I,
hope
you
can
say
something
positive
about
the
convention.
There
Target
Center
right
now,
as
we
were
involved
in
that
Target
Center
implementation,
team
and
and
mr.
A
L
Don't
I
don't
see
the
reason
to
do
that?
No
one
is
here.
It
makes
me
sad
to
see
that
three
departing
people
are
the
only
ones
here
to
talk
about
this
budget.
So
there's
a
whole
bunch
of
people
who
don't
care
and
so
I'm
frustrated
about
that
as
it
is
as
I'm
sure.
The
three
of
you
and
councilmember
bender
who's
here
and
I
are
Jeff.
L
As
anything
I've
said
to
you
directly
and
as
you
know,
we've
had
a
very
growing
type
relationship
over
time
and
I
hold
you
in
very
high
regard
and
that's
why
I'm
here
and
that's
why
these
guys
are
here
too
and
I
think
the
fact
that
we
don't
have
a
big
big
turnout
from
people
who
are
coming
back
and
people
who
are
elected
speaks
louder
than
anything.
I
could
say.
E
E
But
anyway,
I'm
in
front
of
this
catering
company
and
this
catering
company
has
probably
been
in
my
ward.
It
used
to
be
out
in
Plymouth
and
it
was
too
expensive
for
them
to
be
in
Plymouth,
and
so
they
moved
into
North
Minneapolis
into
my
ward,
probably
four
years
ago
or
so
they've
been
in
this
space
and
what
they
were
telling
me
is
the
engineers
weren't
paying
enough
attention
to
them
and
they're
very
concerned,
because
they
have
150
thousand
dollars
worth
of
catering
business.
E
That
is
associated
with
the
Superbowl
and
the
last
time
I
remember
reading
about
one
of
their
events.
It
was
the
Ryder
Cup,
so
we
don't
tell
the
story
and-
and
you
know
I
mean
that's
my
life-
a
lot
of
those
people
that
work
at
the
convention
center
live
in
my
word.
These
are
great
great
jobs
for
people
and
we,
you
know
City
Enterprise,
our
communications
ice
Spencer
was
here
for
a
while.
We
need
to
tell
the
story
better.
E
This
is
this
is
what
it
means
to
have
this
again,
this
business,
that's
within
our
city,
that
is
then
supporting
people's
life's
lives,
buying
houses
in
our
in
our
city
and
being
able
to
feed
their
families
and
I.
Just
don't
think
we
tell
it
often
enough.
We
don't
tell
it
loud
enough,
but
it
just
it,
hit
me
home
when
I,
when
I
talked
to
these
this
catering
company,
that
that
stuff
is
really
important.
And
you
know
people
have
done
a
great
job
of
telling
the
small
businesses
how
to
get
into
this
business.
E
I
Great
I
will
keep
moving
Target
Center
program
I,
get
asking
for
just
a
little
bit
less
money
in
2018,
then
2017.
Based
again,
we
don't
know
how
the
new
operation
of
the
new
facility
will
work,
but
we
feel
good
about
the
initial
returns
now
getting
into
the
new
downtown
assets
plan
and
Commons
program
obviously
recommended
for
seven
hundred
and
fifty
thousand
dollars
to
go
towards
the
operation
of
Commons.
I
I
Pv
Plaza
is
another
part
now
newly
entered
into
the
downtown
assets
plan
again.
Pv
Plaza
is
we're
recommending
four
point:
four
million
dollars
to
go
towards
PV
Plaza.
That
would
be
up
to
four
million
dollars
to
go
for
the
capital
improvement
that
would
be
supplemented
by
up
to
four
million
dollars
in
fundraising.
That
is
happening
right
now,
totally
Reva
revitalise
PV
Plaza
public
work
is
really
building
it
and
in
charge
of
that
program.
But
then
afterwards
the
downtown
assets
fund
would
take
over
and
then
$400,000
for
ongoing
maintenance
and
operating
costs
of
a
PV
Plaza.
I
L
You
mr.
chair
I
had
the
good
fortune
of
being
at
the
convention
center
last
night
for
a
very
large
event
over
800
people
that
was
beautifully
staffed
by
the
Convention
Center
staff,
not
just
on
the
food
service,
which
was
amazing,
as
always,
but
all
of
the
people
who
were
system
with
the
check-in
and
the
setup
and
the
management
of
the
entire
program.
And
this
is
a
group
of
800
people
that
could
choose
the
Hilton
or
they
could
choose
the
Marriott
or
they
could
choose
to
go
elsewhere
and
they
have
chosen.
L
Often
vendors,
who
are
unhappy
feel
that
they
can
reach
out
to
us
and
I've
never
had
a
situation
where
you
have
not
honestly
and
quickly
resolved
a
complaint
by
a
constituent
or
a
vendor
and
I.
Think
the
operation
at
the
convention
center
is
as
good
as
I
have
ever
seen
it
from
a
personal
and
a
professional
level,
but
being
there
last
night
was
just
a
wonderful
reminder.
So
thank
you.
H
I
just
realized,
this
might
be
the
last
time.
I
see
her
Jeff,
so
just
wanted
to
say,
I
really
I
didn't
want
to
pile
on,
but
I
just
I
really
echo
the
comments
that
others
have
said
and
I've
I've
seen
a
change
too
and
in
the
time
I've
been
here
was
which
is
a
as
long
as
for
some
of
my
colleagues
but
you,
you
know
stellar
job
and
and
we're
lucky
to
have
you
with
the
city
of
Minneapolis.
So
thank
you.
Thank.
I
You
well,
we
can't
do
anything
without
support
and
so
really
appreciate
the
support
of
the
City
Council,
and
especially
all
of
you.
It's
been
it's
been
great,
and
so,
as
you've
said,
we
are
hoping
for
that
support
to
continue
and
really
wanting
to
make
sure
that
we
are
telling
our
story
better
and
getting
out
there
and
and
again
showing
that
we
have
an
incredible
impact
on
our
city
and
a
positive
impact
on
our
city.
I
F
Well,
good
afternoon,
Thank
You,
chair
Quincey
members
of
the
committee
Melvin
tenant
with
me
Minneapolis.
Thank
you
for
allowing
us
to
be
here
before
I
get
started,
I'd
like
to
introduce
some
of
the
team
members
that
we
have
with
us
today
and
I've
flipped
to
the
organizational
charts
of
some
of
the
functions
will
come
to
life.
We
have
buildeth,
who
is
our
VP
of
Public,
Affairs,
Sandi
Christianson,
a
former
city
executive
or
director
of
finance.
F
Vice
president
of
finance
administration,
Brent
foresters
in
charge
of
all
things,
sales
Courtney
Reese
is
in
charge
of
all
things:
marketing
and
partnership.
We
have
Kevin
Hampstead,
who
is
commonly
referred
to
as
Big
Data
he's
our
director
of
market
research
and
public
affairs.
Of
course
you
met
Katie
already.
He
gets
introduced
twice
because
she
we
share
her.
F
We
were
much
larger
than
that,
but
we
are
growing
organization
and
over
the
coming
years,
looking
to
add,
but
you
can
see
that
our
budget
will
be
proposed
to
increase
to
about
fourteen
point
three
from
fourteen
point:
one
this
year
again
the
core
programs
destination,
branding
and
strategy
marketing
and
partnership
essentially
destination
sales.
We
have
to
have
sales
people
that
are
responsible
for
getting
customers
to
sign
on
the
dotted
line.
F
Destination
services
is
making
sure
that
the
customer
experience
is
good
and
great
and
once
they
want
to
come
back
public-affairs,
certainly
a
very
growing
part
of
our
repertoire
of
functions,
and
that
includes
market
research
and
finance
and
administration,
as
the
Sandee
reminded
me
today,
the
backbone
of
the
organization.
Isn't
that
what
you
told
me
today,
okay,
so.
F
The
2017
supplemental
budget
update
to
show
you
how
we
have
invested
what
our
last
allotment
was.
We
received
$750,000
in
this
year's
budget,
very
fortunate
to
receive
at
250,000
of
that
was
retained
by
the
city
for
cost
associated
with
x-games
in
2017.
We've
got
them
again
next
year.
As
you
recall,
we've
continued
to
collaborate
with
the
Super
Bowl
host
committee
on
a
voluntary
registration
system
that
can
be
used
well
into
the
future,
since
we
have
many
large
events,
not
just
large
events,
but
events
in
general.
F
Coming
to
our
city,
we
have
a
volunteer
software
that
allows
us
to
keep
those
volunteers
engaged
and
Kortney.
Our
vice-president
of
branding
destination,
branding
and
strategy
is
leading
the
effort
on
the
upgrading
and
refreshing
of
our
website.
More
than
a
refresh,
it's
a
brand
new
website
that
we'll
have
launched
in
advance
of
the
Super
Bowl
and
then
for
the
dollars
we
got
for
the
Florida
tour.
It
was
a
grand
success
and,
of
course,
our
tourism
master
plan
is
underway
right
now
being
implemented.
F
F
So
destination
awareness
we,
as
you
can
see
there,
have
a
need
for
expanded
awareness
of
Minneapolis
as
a
destination,
not
just
that
for
this
big
event
coming
up
next
February
the
Superbowl,
but
for
an
ongoing
basis,
that's
going
to
be
a
great,
a
great
entree,
but
we
really
need
to
look
at
ways
in
which
we
can
sustain
that
level
of
interest
again.
You're
very
aware
of
these
near-term
opportunities,
Super
Bowl
final
for
X
Games,
a
number
of
NCAA
events
and
that
I
just
want
to
spend
a
moment
on
NCAA.
F
We
have
really
been
successful,
working
with
the
University
of
Minnesota
in
securing
many
of
those
championships
and
several
others
are
in
the
hopper.
But
we've
had
a
really
wonderful
relationship
with
the
you
on
that
and
then,
of
course,
looking
at
the
return
on
investment
in
business
success
as
additional
hotel
capacity
and
there's
been
growth
in
local
taxes
in
the
and
because
of
that
growth
in
hotels.
We
need
to
do
some
things
to
increase
the
demand
in
that
new
group
of
rooms
that
we've
added.
F
A
E
You
know
I
know
that
we're
we're
kind
of
in
a
cycle
right
now
of
sports
stuff,
and
you
know,
we've
decided
that
that's
really
a
place-
and
you
know
establish
sports
Minneapolis
is
my
kind
of
thing.
Do
we
find
still,
though,
that
that
the
medical
industry
is
that,
because
that
was
kind
of
our
focus
for
a
while?
What
what
happened
with
that?
Well.
F
We
still
do
well
in
some
aspects
of
the
medical
industry,
biomedical
and
medical
devices,
obviously
because
of
the
corporations
that
we
have
headquartered
here
in
Brett,
and
some
of
his
team
members
have
have
met
with
the
folks
on
medical
at
medical
alle.
In
fact,
Shea
Mandal
there,
their
CEO
is
on
our
board,
so
that
was
really
strategic
to
bring
him
on
the
board
to
be
able
to
do
that.
But
there's
two
market
segments
I
would
just
call
out
and
thank
you
for
giving
this
opportunity
that
are
very,
very
prominent
and
continue
to
yield
results.
F
For
us,
one
is
the
education
segment.
We
do
a
huge
number
of
educational
events.
In
fact,
coming
in
July
of
2018
next
year,
the
National
Education
Association
I,
think
Jeff
mentioned
that
so
that
is
gosh
Britt
remind
me
of
how
big
that
is
in
terms
of
room
nights,
I
think
it's
yeah,
20
thousand
room
nights
so
and
we
had
we've
had
a
lot
of
success
there.
We
also
have
a
lot
of
success
in
Union
business.
In
fact,
we
did
a
luncheon
last
week
in
Washington
DC,
with
a
number
of
union
meeting
planners.
F
Our
board
member
bill.
Mccarthy
was
with
us
and
was
the
keynote
speaker
for
this
event.
So
that's
another
segment,
so
those
are
two
examples
of
way
in
ways
in
which
we
try
to
really
get
deeper
into
the
market
segments
that
have
paid
off
for
us,
but
medical
is
one
that
we
continue
to
try
to
grow
as
well.
Thank.
F
Thank
you,
so
the
destination
branding
and
strategy
component
of
the
2018
request
the
one-time
dollars
of
two
hundred
thousand
two
thousand
dollars.
Really
we
want
to
be
able
to
highlight
neighborhoods.
The
MCC
is
a
part
of
at
our
diversity
inclusion
profiles.
Obviously,
we've
got
a
very
diverse
community.
We
need
to.
F
Looking
at
at
a
core
of
writers
from
various
parts
of
the
of
the
community,
about
how
many
writers
do
you
think
you'll
have
ultimately,
when
we
have
that
progress,
eight
to
ten
writers
that
are
embedded
within
neighborhoods
that
are
going
to
be
able
to
provide
content
for
us
for
our
various
platforms,
of
course,
enhance
digital
marketing
and
public
relations
outreach
doing
more
proactive
public
relations.
Yes,.
L
This
is
what
you
do.
Why
are
you
asking
us
for
two
hundred
thousand
dollars
more
to
do
this?
This
is
like
about
the
easiest
target
for
elimination
of
anything
I've
seen
and
I.
Probably
personally
would
go
after
it.
This
is
what
you
do
is
marketing
web
development.
Why
isn't
this
in
your
base
budget,
because.
F
F
L
I
mean
I,
can't
imagine
like
a
department
in
the
city
saying
we
want
to
update
our
website,
so
we're
gonna
ask
for
one-time
money
to
update
our
website.
We'd
say
fit
that
into
your
base
budget
and
prioritize
the
things
in
your
communication
within
your
base
budget.
We
also
don't
have
a
slide
deck,
so
I
don't
see
what
I
don't
what
other
items
you're
asking
for
in
addition
to
the
base
budget,
I
don't
have
one
anyway,
there's
not
one
down
here.
For
me.
F
L
F
A
website
is
councilmember
Goodman,
it's
pretty
essential
to
our
our
marketing
efforts
and
it
has
not
been
significantly
updated
in
several
years
and
we
can
really
do
a
lot
of
work
to
demonstrate.
The
return
on
investment
of
having
a
a
website
that
accurately
and
actively
represents
the
city
but
I,
understand
I.
F
L
L
F
Destination
services:
that's
the
the
portion
of
the
the
plan
to
better
service,
existing
customers
and
it's
the
expanded,
welcome
program
for
the
12
to
15
largest
high-profile
groups,
and
it
also
involves
really
highlighting
Nicollet
Mall
and
using
that
as
a
way
to
really
enhance
the
visitor
experience.
The
volunteers
software
that
I
think
I
mentioned
previously
that
we've
engaged
with
for
the
Superbowl,
but
also
to
use
that
for
the
final
four
and
then
ongoing
maintenance
of
that
for
other
major
events.
H
G
F
Have
a
great
partnership
with
them
and
there's
there's
a
standard
banner
program
that
we
work
with
the
downtown
Council
on
when
there's
major
events
in
town,
but
I
think
there
are
some
high-profile
groups
beyond
just
that.
One
initiative
that
we
want
to
to
highlight,
one
of
which
might
be
is
I,
think
National
Education
Association.
We
also
have
coming
in
December
of
next
year
the
American
volleyball
Coaches
Association.
So
it's.
F
C
F
Yes,
recruitment,
yes,
and
and
also
to
enhance
our
ability
to
rebook
in
the
future,
because
all
of
these
events
that
I've
mentioned
National
Education
Association,
for
example,
had
been
here
a
number
of
years
ago
had
a
great
experience.
We
continue
to
work
on
the
nether
coming
back
and
we
want
to
be
able
to
book
them
again
into
the
future.
It's
a
very
long
sales
process,
but
it's
it's
really
for
the
purpose
of
being
able
to
recruit
these
groups
again
and
other
groups
like
it.
F
To
quickly
give
you
a
sense
of
what
our
KPI
activity
has
been
looking
all
the
way
to
what
we
project
for
this
year,
we're
expecting
to
be
able
to
achieve
all
of
our
current
KPIs,
even
though
we've
had
a
significant
increase
from
last
year
to
this
year
and
what
those
goals
have
been
so
we're
very
proud
of
the
team.
But
essentially
the
message
is
that
there's
been
a
steady
training
upward
of
our
achievement
of
these
goals.
F
And
so
looking
into
the
future,
our
business
out
opportunities
include
continuing
to
focus
primarily
on
supporting
the
Convention
Center,
as
Jeff
mentioned
nearing
maximum
capacity,
but
that
remains
a
priority
for
us.
Using
these
major
events
to
spotlight
our
our
city,
particularly
the
neighborhoods,
there's
a
very
robust
neighborhood
strategy
that
we
don't
have
time
to
go
in
today,
but
we
want
to
make
sure
that
we
expose
our
visitors
not
just
to
those
great
things
that
we
have
downtown
but
really
focused
on
getting
the
visitors
into
the
neighborhoods
Hospitality
jobs.
F
I
will
have
a
little
bit
more
to
say
about
that
and
showing
you
some
of
the
trends
there,
but
also
maximizing
the
tax
revenue
streams
quickly.
We
get
our
job
numbers
on
the
hospitality
industry
from
bead,
as
you
can
see
in
2016,
the
annual
number
of
leisure
and
hospitality
jobs
was
just
above
33,000,
although
for
q1
of
this
year
you
see
that
as
a
little
under
33,000,
that's
a
seasonal
number,
but
we
actually
did
get
the
q2
numbers
and
I
Kevin.
F
You
told
me
it's
a
little
over
34,000
35,000,
so
I'm
sure
that
we'll
see
a
sustained
larger
number
than
the
33,000
we
had
for
the
year
for
2016
and
I.
Think
2018
is
going
to
be
a
great
year
as
well.
For
a
lot
of
reasons,
we
continue
to
see
increased
demand,
that's
anticipated
to
drive
both
revenues
and
taxes
beyond
these
trends
that
are
some
that
are
shown
here.
We
talked
also
about
the
increased
hotel
room
supply
and
with
the
hotel
room
supply
being
able
to
capture
business
that
might
be
otherwise
compressed
to
other
cities.
F
Hotel
room
inventory,
we
have
have
been
tracking
about
a
16
percent
increase
in
rooms
inventory.
Most
of
those
rooms
are
not
near
the
Convention
Center
and
while
we've
we
certainly
value
them.
They
have
not
really
helped
us
to
better
support
the
Convention
Center
and,
as
you
can
see,
there's
been
a
decline
in
overall
occupancy
and
many
of
our
hotels
also
report
a
decline
in
average
daily
rate,
which
could
negatively
impact
tax
revenues
coming
in
the
future.
A
F
A
F
I
think
it
was
anticipated
whenever
there's
a
healthy
hotel
economy,
where
there's
been
multiple
years
of
occupancies
in
excess
of
70%.
That
generally
gets
the
attention
of
hotel
developers
I
think
for
those.
Obviously,
our
primary
focus
is
the
Convention
Center
and
we've
always
felt
as
though
there
needs
to
be
more
hotel
rooms
near
the
convention
center.
F
L
So
glad
you
brought
this
topic
up,
your
own
president
owns
the
piece
of
property
directly
across
the
street
from
the
convention
Center
and
he's
not
building
a
hotel
there.
So
I
mean
if
there
was
a
huge
need,
someone
would
do
it
and
if
there's
not
the
government's
not
going
to
do
it,
Century
Plaza
also
was
recently
sold.
The
county
did
not
pick
a
hotel
developer
either
so
I
mean
this
is
kind
of
a
chicken
and
egg
situation.
F
I
would
I
would
simply
say
that
we
saw
that
there's
been
an
increase
in
hotel
rooms
of
1,500
anyway.
The
study
that
we
did
in
2013
said
that
if
we
were
to
would
have
brought
on
a
a
single
hotel
of
a
thousand
rooms
that
it
would
have
taken,
I
think
five
years
for
total
absorption
and
for
rates
to
rebound
I
think
what
we
saw
anyway,
is
that
those
hotels
came
on
anyway
and
sort
of
an
unwanted,
a
regulated,
but
in
an
uncoordinated,
fatalistic.
F
And
and
unfortunately,
some
of
them
are
not
currently
meeting
their
their
financial
obligations
and
sadly,
some
of
the
actual
hotel
managers
that
were
brought
on
with
these
shiny
new
properties
are
beginning
to
cycle
out.
But
all
I'm
saying
is
that
the
rooms
were
going
to
come
anyway
and
if
there
had
been
some
sort
of
coordination
to
help
us
be
able
to
sell
the
Convention
Center
more
more
aggressively.
F
Since
it
does
take
more
hotels
for
us
to
compile
a
room
block
than
it
does
for
many
of
our
competitors,
and
that
is
really
showing
up
in
lost
business
reports
and
I
do
understand
the
resistance
to
any
sort
of
support.
But
the
fact
of
the
matter
is
that
we
do
lose
business
because
it
takes
in
some
cases
too
many
hotels
to
pull
together
an
adequate
room
block.
So
that
is
thank.
F
A
A
Good
well.
That
concludes
our
budget
hearing
schedule.
These
last
two
were
what
we
called
overtime
for
various
reasons,
so
we're
pleased
that
has
come
to
an
end
and
our
next
phase
is
through
our
markup
process
through
budget
as
we'll
be
taking
that
up
after
the
Thanksgiving
holiday.
So
thank
you
very
much
for
everybody
participation
in
this
and
for
the
engagement.
My
council,
members,
colleagues
and
we'll
see
what
next
month
brings
thanks
very
much.
We're
adjourned.