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From YouTube: June 14, 2017 Committee of the Whole
Description
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A
Good
morning
and
I'm
calling
to
order
a
regularly
scheduled
meeting
of
the
Committee
of
the
Whole,
my
name
is
Elizabeth
Glyn
and
I'm.
The
chair
of
this
committee
I'm
joined
today
by
council
members,
Gordon
right,
Andrew,
Johnson,
yang,
Quincy,
vender,
Goodman,
right
and
Palmisano,
and
we
are
quorum
of
the
committee.
We
have
two
consent
items
before
we
turn
to
a
public
hearing
and
so
I
will
read
those
and
ask
for
a
vote
on
them.
A
The
two
consent
items
are
number
two
on
the
agenda
passage
of
a
resolution
relating
to
performance
measures
and
management
system,
usage
and
report.
This
is
requirement
of
the
state
that
we
have
voted
on
annually
for
several
years.
Item
number
three
is
approving
the
council:
appointment
of
Roderick
Adams
seat,
11
Ward
6
for
a
one-year
term
to
the
work
place,
Advisory
Committee,
appoint
to
the
work
place,
Advisory
Committee,
the
term
being
January
1st
through
December
31st
2017.
A
B
A
A
B
You
chair
button,
entire
item
and
members
of
the
committee.
This
matter
is
solely
on
the
agenda
today
for
receipt
of
comments.
No
other
action
is
to
be
taken
today.
The
comment
period
as
required
by
the
Minneapolis
ethics
code
will
remain
open
until
the
13th
of
July,
at
which
point
in
time
any
comments
received
will
be
forwarded
to
the
appointing
panel,
who
will
make
the
final
pointment
and
the
ethical
or
the
appointing
panel
consists
of
the
chief
judge
of
Hennepin
County
in
the
deans
of
the
University
of
Minnesota
and
st.
Thomas
law
schools.
B
A
Right,
thank
you
very
much.
Our
only
business
here
today
is
to
conduct
the
public
hearings.
I
will
open
the
public
hearing
and
ask
if
there
is
anyone
here
to
speak
on
this
appointment
to
the
ethical
practices
board.
Would
anyone
like
to
speak
not
seeing
anyone
come
forward?
I
will
close
the
public
hearing
and
we
have
finished
with
their
business
on
that
item.
Next
I
apologize.
A
I
didn't
see
this
last
item
because
it
said
a
different
title
called
receive
and
file,
but
this
is
our
spring
2017
SiC
and
save
time
quarterly
report
which
we
are
receiving
and
writing
today
in
the
interest
of
time
and
also
the
items
that
are
appearing
on
the
report.
So
you
can
feel
free
to
follow
up
in
person
if
you
wish
and
I
know
that
civil
rights
will
be
happy
to
give
more
details
to
those
desire,
it
so
I'll
move
to
receive
and
file
discussion,
seeing
none
on
approval,
please
say:
aye
aye.
B
A
That
item
is
approved.
We
are
on
to
our
discussion
items
and
the
first
discussion
item
is
a
report
of
sick
and
vacation
leave
benefits
policies,
workgroup
and
mr.
Schneider
is
here
to
give
a
report.
I
know
that
councilmember
Palmisano
has
been
following
this
issue
as
it
did
arise
from
some
work
of
the
committee
that
she
chairs
our
internal
audit,
so
I'm
going
to
ask
if
she
wanted
to
give
any
introductory
comments
and
then
for
mrs.
mayor.
Yes,.
C
Thank
you,
council.
Vice
president
I
just
wanted
to
set
this
up
and
explain
where
it's
coming
from
it
back
in
January
of
last
year,
our
audit
committee
asked
our
internal
auditor
to
look
into
the
topic
of
risks
and
costs
related
to
pre-retirement
use
of
sick
and
vacation
time
and
post-retirement
leave
payouts,
mostly
because
of
a
concern
about
access
system,
access
and
physical
access
post
termination,
so
identifying
this
topic,
as
is
a
risk,
but
also
as
an
opportunity
for
improvement
as
a
city
is
important.
It's
important
from
the
idea
of
the
total
package.
C
What
we
offer
is
a
city.
Earlier
this
morning
we
had
a
results,
Minneapolis
report
that
went
into
you
know
how
we
is
the
city
do
so
much
more
than
other
places
to
try
and
recruit
a
diverse
workforce.
Yet
we
aren't
on
track
for
a
long
term
hiring
goals.
So
attracting
and
keeping
great
talent
is
hard.
Are
there
any
layers
of
the
onion
here?
Let's
look
at
everything
in
terms
of
what
we're
able
to
offer
also
from
the
aspect
of
wellness.
C
So
it's
useful
to
remember
this
report
didn't
attempt
to
quantify
these
risks,
but
rather
identified
several
areas
of
potential
risks
based
on
policies
and
based
on
contracts
and
also
true
to
the
point
of
access
to
systems.
So
I
really
want
to
thank
the
city
staff
members
of
the
team,
as
well
as
Jim
Michaels
and
Morris
parts,
who
were
the
two
labor
representatives
that
participated.
So
that's
what
I
wanted
to
do.
The
cute
up.
Thank.
D
Good
morning,
madam
chair
members,
my
name
is
Jeff
Schneider
and
with
the
city
coordinators
office
and
Thank
You
councilmember
Palmisano,
for
setting
this
up
I
just
want
to
acknowledge
that
we
do
have
some
of
the
workgroup
members
in
the
audience.
Maybe
they
could
raise
their
hand.
We
had
several
departments,
and
it's
in
the
report
HR.
Of
course,
a
city
attorney
our
office
coordinator
equals
to
labor
reps.
As
the
council
member
already
said,
my
team
s
cousins
came
and
who
might
have
seen
somebody.
Finally.
E
D
Last
summer
this
workgroup
started
meeting
and
we
looked
and
explored
in
four
basic
areas:
finance
we
our
own
labor
contracts
and
policies,
a
survey
of
other
cities
and
counties,
and
then
we
looked
at
took
a
deep
dive
on.
We
did
try
to
quantify
them
our
own
employee,
usage
of
pre-retirement,
six
and
vacation
time.
Those
are
the
four
basic
areas
we
looked
at.
What
did
we
find
in
finance?
D
These
are
the
last
45
years
of
annual
payouts
for
vacation
accrual
sick
leave,
severance
and
uncompensated
absence
time
for
those
employees
who
receive
that,
as
you
can
see,
except
for
a
slight
spike
in
2014,
which
was
due
to
a
change
in
pension
law
that
affected
police
officers.
These
costs
are
relatively
stable
and
the
fourth
tier
course
came
from
finance.
D
We
looked
at
all
24
labor
contracts
and
found
that
they
are
largely
consistent
on
these
benefits.
With
a
few
exceptions,
for
example,
the
whole
city
has
a
maximum
vacation
accrual
of
50
days.
Most
of
the
contracts
22
out
of
24
contracts
require
a
minimum
of
480
hours
of
accrued
sick
time
before
you
are
have
access
to
sick
leave,
severance
pay
most
of
the
sick
leave.
Severance
pay
goes
to
an
employee's
health
care
spending,
account
upon
separation
or
retirement.
D
D
So
it's
not
our
current
recommendation
that
all
of
the
contracts
should
be
exactly
the
same.
We
look
at
them
and
one
of
the
appendices
to
this
report,
which
is
on
online
as
a
table,
just
sort
of
highlighting
some
of
the
main
features
in
this
part
of
the
employee
contracts,
click
on
vacation
and
you'll,
you'll
see
and
the
labor
contract
people
and
the
to
labor
reps
on.
This
are
very
aware
of
that,
and
this
will
be
a
subject
for
you
know.
D
We
did
a
survey
of
other
jurisdictions.
How
are
you
know?
Where
do
we
land
compared
to
others
and
HR
staff
were
very
helpful
in
doing
that?
We've
surveyed
we
send
out
surveys
to
90
cities
and
counties,
most
of
which
we're
not
in
Minnesota.
We
got
only
about
38,
I,
think
not
quite
40
back
and
where
did
we
land?
We
landed
in
the
middle
of
we
think
on
most
of
these
items
most
jurisdictions
that
we
that
responded
do
not
have
sick
time.
D
Most
do
cap
vacation
time
like
like
I,
said
50
days
in
most
jurisdiction
was
its
number
here.
43%
indicated
that
they
pay
a
portion
of
sick
leave
down
severance,
in
our
case
it's
50%
that
was
certainly
in
the
middle
and
then
it
goes
third
bullet
here
most
jurisdictions
reported
they
do
allow
employees
to
use
sicker
vacation
time
just
prior
to
return
retirement
and
that's
on
a
case
by
case
basis.
So
it's
sort
of
there's
no
hard
and
fast
rules
about
that.
D
So
we
did
ask
about
PTO
of
paid
time
off
programs
the
jurisdictions
that
have
them
largely
they
were
for
non
rep
or
appointed
employees.
So
that's
more
prevalent
in
the
private
sector.
Currently
some
public
sector
jurisdictions
are
beginning
to
look
at
that.
We
did
go
talk
to
Hennepin
County,
which
initiated
a
version
of
PTO
program
about
ten
years
ago.
It's
not
a
pure
PTO
program,
but
we
we
did
look
at
that.
D
So,
finally,
our
deep
dive
into
how
our
own
usage
of
sick
and
retirement
employees,
usage
of
second
retirement,
pre-retirement,
sick
and
vacations
are
a
pre-retirement
when
in
general-
and
this
was
a
key
finding,
we
do
not.
We
did
not
find
that
over
the
last
five
years
that
this
was
excessive.
So
on
this
slide,
you'll
see
on
the
bottom
right
for
overall
over
the
last
five
years
for
the
thirteen
hundred
nine
people,
who
retired
only
twelve
percent
of
them
used
two
weeks
of
vacation
in
their
last
month.
D
D
There
is
a
big
range
of
usage
of
sick
and
vacation,
just
pre-retirement
across
departments
ranging
from
zero
to
smaller
departments,
with
younger
staff,
to,
as
you
can
see
up
to
40%
of
retirement
every
time
we
separations
and
retirements
and
the
fire
department,
using
either
two
weeks
of
sick
or
two
weeks
of
vacation
in
their
last
month
of
employment
in
the
fire
department.
So
we
will
be
talking
to
department
heads
tomorrow
where
we
haven't
we're
going
to
be
presenting
this
report
at
their
monthly
meeting,
and
we
will
share
these
findings
with
them.
D
I
have
already
alerted
chief
Friedel
about
this
finding
for
fire.
He
is
not
surprised.
They
have
been
tracking
sick
time
usage
in
fire
department
for
ten
or
fifteen
years
now,
and
he
showed
me
quickly
a
church
of
just
akeno's
on
a
weekly
basis.
How
many
people
are
taking,
how
much
sick
time
so
I
would
say
there
on
it
on
this
issue
so
and.
F
D
G
H
G
Anyway,
nice
graph-
but
you
know
whatever
I,
just
carry
some
asperity
Department
thing
you
know
I
can
read
this
under
findings
again
I'm
confused,
because
it
says
there
is
a
percent
under
fire
of
percent
using
two
weeks
of
sick
time,
36.7%
and
then
another
number
percent
using
two
weeks
of
vacation
time
12.2%.
But
then
the
last
column
is
percent
using
either
two
weeks
of
sick
or
vacation,
and
it's
a
higher
number
yeah.
D
Well,
what
does
that
mean
at
9:00?
Okay?
So
there
is
some
duplication
and
that's
I
mean
the
nuance
of
that.
We
didn't
explain,
we
could
have
put
noted
it.
There
are
some
people,
a
small
number
I,
don't
remember
offhand.
That
would
be
I.
Think
in
the
we
also
attached
the
full
table
of
this
attachment.
There
is
some
version
or
some
small
number
of
employees
who
use
Bowl,
okay
right
and
that's
why
you
can't
just
add
36
and
12.
I
Good
morning,
terror
gladly
members
of
the
committee,
my
name
is
Rick,
asked
Anderson
and
I'm
part
of
the
human
resources
department
here
at
the
city
responsible
for
the
employee
benefits
package
for
city
employees.
I
was
part
of
this
work
group.
Along
with
my
colleagues
in
the
room
here
today,
and
while
there
there
were
a
number
of
findings
from
our
studies
and
from
the
reports
and
the
data
that
we
analyzed
I'm,
going
to
just
review
the
main
deliverables
that
have
come
out
of
our
workgroups
efforts
and
these
deliverables
are
owned
by
HR.
I
So
we
will
be
responsible
for
ensuring
their
completion
and
then
reporting
back
to
this
group
within
120
days
on
the
progress.
So
the
first
one
is
HR,
finance
and
IT
will
roll
out
a
more
coordinated
and
timely
protocol
for
termination
of
access
to
city
systems
upon
retirement.
This
item,
which
councilmember
Palmisano
mentioned
as
one
of
the
initial
impetus
for
the
study
to
occur.
I
The
work
began
on
that
as
soon
as
that
report
came
out,
so
HR
has
been
working
with
IT
and
Finance
to
develop
a
more
coordinated
and
timely
system
for
cutting
off
the
access
of
employees.
At
separation
from
the
city,
we
are
looking
at
an
automated
solution,
which
is
in
the
works
that
would
be
able
to
automatically
notify
all
departments
on
the
separation
and
create
a
much
more
timely
and
efficient
process.
Those
gaps
in
the
process
have
been
identified,
and
so
that's
well
underway.
I
We're
expecting
that
that
process
will
be
in
place
by
October
of
this
year.
The
next
two
action
steps
are
related.
Hrm
will
develop
more
consistent,
citywide
protocols
and
training
for
supervisors
about
appropriate
pre-retirement,
sick
and
vacation
leave
usage.
We
will
take
into
account
operational
needs
of
the
departments
that
slated
for
first
quarter
2018
and
then
the
next
item
is
referring
to
an
RFP
that
we
have
just
issued
in
the
past
year.
I
In
addition
to
this
workgroup
that
specifically
looked
at
sick
and
vacation
issues,
we've
had
a
number
of
workgroups,
either
lead
or
coordinated
by
HR,
looking
at
leave
in
general
and
identifying
where
we
have
opportunity
for
process
improvement
and
where
we
have
gaps
in
the
current
process
and
procedures.
So
if
you're
not
you're,
probably
aware
that
the
city
has
more
than
25
types
of
leave,
leave
of
absence
available
to
employees,
three
of
those
types
of
leaves
which
includes
FMLA
the
paid
parental
leave
and
the
sick
leave
donation
program
are
administered
centrally
by
HR.
I
So
it
is
a
very
complex
process,
with
a
lot
of
opportunities
for
handouts
to
be
missed
or
opportunities
to
be
made
connecting
to
the
employee
needing
leave
or
needing
health
care,
while
they're
on
leave
or
needing
other
programs
or
resources
to
ensure
that
they're
connected
to
all
of
the
benefits
that
they're
eligible
for.
So
we
have
been
working
on
some
of
those
issues
over
the
past
year
and
involving
labor
in
those
discussions.
I
Looking
where
we
have
the
most
the
best
opportunities
to
improve
that
communication
and
where
we
needed
to
focus
our
efforts
and
as
a
result
of
that,
we
issued
an
RFP
went
out
at
the
end
of
May,
and
our
proposals
are
due
next
week.
In
fact,
to
look
at
an
integrated
outsourced
approach
to
leave
management
tied
in
with
the
city's
life
and
disability
benefits.
I
They
get
the
additional
training
that
HR
offers
in
general.
We'll
incorporate
that
communication
about
use
of
sick
and
vacation
the
leave
of
absence
process.
What
are
the
resources
available
to
employees
and
we'll
be
looking
at
trying
to
integrate
all
of
that
into
a
more
seamless
approach
and
experience
for
employees
when
they're
needing
to
be
out
on
leave
and
ensuring
that
they're
connected
to
the
right
resources?
This
is
also
especially
important
now
that
we're
in
self-insuring
the
city's
medical
plan.
I
I
So
the
last
item,
then,
is
that
we
will
be
working
with
Labor
Relations
and
our
labor
partners
to
review
the
variations
and
the
sick
and
vacation
leave
policies
across
our
24
labor
contracts
and
we'll
be
addressing
those
as
appropriate.
There
are
some
differences
I,
don't
know
that
the
goal
is
to
necessarily
ensure
that
they're
all
that
they
all
have
the
same
language,
but
we'll
be
looking
at
those
on
a
case-by-case
basis
and
working
on
that
language
to
see
where
we
might
have
opportunities.
I
And
then
the
last
item
is
that
HR
we
will
return
within
120
days
with
a
progress
report
and
I
expect.
We
will
have
a
decision
about
leave
administration
and
we'll
be
able
to
lay
out
the
timeline
for
that
and
discuss
what
you
know.
What
kind
of
the
next
steps
are
for
implementation
and
with
that
we'd
be
happy
to
take
questions
all.
A
Right,
thank
you
very
much
for
the
presentation
and
thank
you
as
well
to
the
full
work
group
that
worked
to
develop
the
recommendations
that
we're
seeing
coming
forward.
So
I
appreciate
that
I'm
not
seeing
immediate
questions.
I
will
note
that
our
action
is
just
to
receive
and
file
this
and
councilmember
Palmisano.
C
C
We
know
that
the
annual
cost
of
payouts
of
accrued
leaves
are
holding
steady
and
not
rising
in
terms
of
this
I
personally
believe
that
over
time
there
might
be
interest
from
future
labor
groups
to
potentially
change
our
leave
model
to
be
more
consistent
with
the
private
sector
and
in
being
able
to
change
other
things
about
our
compensation
and
our
total
benefits
package.
You
know,
Hennepin
County
was
a
really
interesting
learning.
C
Experience
that
we
went
through
in
terms
of
their
they've,
moved
to
offering
both
a
PTO
model
and
a
sick
and
vacation
model,
and
discussing
the
pros
and
cons
of
how
that
works,
but
our
policies
governing
sick
and
vacation
time
are
pretty
consistent
with
other
jurisdictions.
It
is
what
we
learned
through
this.
We
know
that
the
employee
use
of
sick
on
vacation
leave
just
prior
to
retirement
is
not
widespread
across
the
city,
but
there
are
some
variations
across
departments
that
need
to
be
reviewed.
C
So
we
want
to
make
sure
that
they're,
based
on
commonly
understood
and
consistent
enterprise
criteria
instead
of
individual
managers,
preferences
or
varying
department
cultures.
Our
protocols
for
closing
off
employees,
access
to
sensitive
City
systems
at
retirement
or
separation
really
need
to
be
tightened
up.
So
I'm
really
pleased
that
this,
in
fact,
is
the
first
action
item
that
is
to
be
completed.
C
So,
while
this
is
just
a
receiving
file
today,
we
do
know
that
they'll
be
coming
back
in
120
days,
and
this
is
also
a
function
of
our
internal
audit
team
to
be
able
to
follow
up
three
times
a
year
with,
in
this
case,
HR
to
make
sure
that
that
works
moving
forward
and
help
eliminate
barriers
if
they
run
into
them.
So
thank
you.
Alright,.
A
With
that,
I
will
then
move
our
action
to
receive
and
file
discussion
on
that
see.
None
on
approval
piece
say:
aye,
aye
sieved
and
we
have
filed,
and
thank
you
very
much
to
the
entire
team
that
worked
on
this.
Our
next
item
on
the
agenda
is
an
update
on
the
rights
equity
office
efforts
through
the
coordinators
office,
and
we
have
a
little
transition
coming
on
here.
G
I
J
J
Welcome.
Thank
you,
though.
The
morning
managed
care
and
the
rest
of
vaccinating
avoided.
Unjoin
our
students
with
the
city,
coordinators,
equity
and
inclusion
team
I
am
very
grateful
for
this
opportunity
to
come
and
to
share
this
report.
More
importantly,
and
very
grateful
for
the
opportunity
to
the
sport
in
the
city
of
Minneapolis
and
to
be
able
to
serve
with
the
council,
that
is
very
passionate
around
these
issues
of
equity
before
I
get
started.
J
Historically
how
government
has
been,
and
the
role
of
government
has
played
over
time
in
really
creating
many
of
the
sister
disparities
that
we
see
in
community
today.
So
as
I
began
the
work
it
really
began
by
looking
across
our
city
enterprise
and
in
building
relationships
with
with
city
departments
and
with
staff
members
and
getting
an
understanding
of
where
city
Stumpf
that
we
had
been
progressing
as
an
enterprise
as
relates
to
racial
equity.
J
So
through
our
partnership
with
the
government
alliance
and
recent
equity
and
many
other
cities,
counties
and
state
agencies,
Nash
on
across
the
state,
we
did
a
survey
of
our
city
staff.
It
was
very
informal
in
nature,
but
it
was
a
SurveyMonkey
survey
that
was
put
out
through
our
city's
internet
site
in
and
invited
staff
to
share
with
us
their
perspectives
around
where
we
were
as
a
city
as
it
relates
to
racial
equity,
and
it
asked
them
to
to
really
rank
again.
J
You
know
to
the
lower
end
essential
end
across
all
measures
of
progress
with
racial
equity
and
having
begun
doing
a
lot
of
work
with
departments
and
understanding
more
about
what
departments
were
doing.
I
learned
one
fundamental
fact
in
the
midst
of
this
survey
result,
which
was
that
we
didn't
really
do
a
bit.
We
don't
really
do
a
very
good
job
of
talking
about
the
great
work
that
we're
doing
and
because
we're
such
a
large
enterprise,
it's
often
difficult
for
the
left
hand,
to
know
what
the
right
hand
is
doing
inside
of
the
city.
J
J
In
addition
to
that,
we
began
a
lot
of
religious,
strategic
engagement
across
the
enterprise.
We
had
larger
events
like
a
breaking
light
production
that
we
did
what
feels
very
on
housed
out
at
the
library,
which
is
probably
one
of
the
big
sort
of
kickoffs
that
we
did
for
a
racial
equity
war.
In
addition
to
that,
we
spent
some
time
in
community
with
many
members
of
your
city.
J
In
addition
to
that,
we've
also
provided
some
structured
enterprise
training
and
we'll
talk
a
little
bit
more
about
some
of
the
successes
that
we've
seen
there,
but
that
foundations
of
equity
series
has
really
provided
mini
fast
people
across
all
of
our
city
departments,
with
the
opportunity
to
begin
to
again
normalizes
conversations
about
race,
begin
to
build
relationships
across
the
enterprise
and
begin
to
build
as
a
sort
of
language
that
helps
them
think
about
race
in
the
work
that
they're
doing
some
of
that.
These
are
a
couple.
J
So
by
introducing
more
these
Enterprise
engagements
by
beginning
to
normalize
these
conversations
about
race,
there
are
many
people
inside
the
city
as
reflected
in
these
quotes
that
really
began
to
take
advantage
of
this
and
find
great
value
in
the
work,
so
the
foundations
of
equity
course
that
I
mentioned
earlier.
This
is
a
slide
showing
it
on
the
results
of
the
first
two
series
that
we've
done.
We
started
the
class
back
in
April
of
last
year.
We
run
two
different
cohorts,
so
far,
representation
from
every
single
city
department
has
shown
up
in
these
classes.
J
On
the
first
year
we
had
249
people
who
came
through
the
class.
The
second
year
we
had
303
people
who
came
through
the
class.
We
were
able
to
graduate.
If
you
will,
on
the
first
year,
12
people
who
completed
all
five
parts
of
the
class
on
the
second
year.
It
was
32
people
who
completed
off
on
five
parts
of
the
class
and
the
interest
that
folks
have
established
around
this
has
has
provided
you
know,
does
the
opportunity
for
us
to
have
a
class
again,
so
we're
starting
our
third
series
or
the
foundations
of
equity.
J
Actually,
this
Friday
and
we've
also
found
that
it's
provided
an
opportunity
for
mini
city
staff,
who
don't
have
the
capability
physically
to
come
to
training
to
also
participate
remotely,
because
we
provide
em
a
virtual
participation.
We've
also
supported
KT
departments
who
want
to
can
be
in
your
staff
and
conference
rooms
and
work
with
them
as
a
team
participating
in
the
class
by
providing
additional
tools
and
resources
it
allowed
them
to
participate
inside
of
their
department
with
the
class
as
well.
J
So
within
the
next
year,
we're
beginning
to
start
some
work
right
now
with
the
welcoming
cities,
task
force
and
looking
at
specific
training
that
helps
to
grow.
Our
city's
capacity
around
immigrant
refugees
and
how
trauma
showing
up
with
them,
particularly
in
light
of
federal
actions
around
immigration,
additionally
planning
and
training
for
our
first
point
of
contact
staff,
our
first
responders
I'm
in
our
first
point
of
contact
staff,
which
can
include
everyone
from
those
who
work
under
Sanitation
who
are
out
in
community
as
traffic
control
officers,
but
essentially
anyone
who's
interacting
with
community.
J
How
are
we
growing
their
capacity
to
be
effective,
particularly
in
working
with
communities
who
are
experiencing
trauma
and
the
stress
come
from
it
and
then?
Lastly,
looking
at
supporting
our
city
department,
who
are
really
many
of
them,
taking
very
pioneering
steps
and
brave
steps
to
create
safe
spaces
for
their
for
their
fellow
employees
to
come
together
and
talk
and
just
have
space
to
actually
digest
a
world
events
that
happen.
J
One
of
us,
although
some
of
this
has
been
happening
already
in
the
city
with
the
Health
Department,
we
really
learned
a
pretty
powerful
lesson
with
the
shooting
of
Jamar
Clark
and
the
real
need
for
that
for
many
of
our
employees
to
have
that
space
to
come
together
and
really
begin
to
process
with
one
another.
What
we're
learning
in
the
midst
of
that?
Well
there's
an
interest
in
doing
that.
We
also
need
to
grow
the
capacity
of
those
who
are
holding
that
space
to
be
able
to
do
so
effectively.
J
So,
as
I
mentioned,
there's
the
Diploma
tuning
that
we're
doing
with
the
foundations
of
equity
as
I
mentioned,
but
we're
not
the
only
game
in
town.
We
certainly
recognize
that
we
have,
as
a
city,
enterprise
or
departments,
are
allowed
a
lot
of
autonomy
to
go
out
and
explore
the
sorts
of
training
opportunities
to
make
sense
to
them.
J
J
So,
in
addition
to
training
and
looking
at
individuals
and
individual
capacity,
we
know
that
in
order
to
really
move
the
dial
in
order
to
really
be
able
to
affect
organizational
and
systems
change,
we
have
to
actually
operationalize
this
work,
which
means
we
have
to
move
beyond
the
individual
and
individual
growth
and
actually
move
into
how
we're
supporting
departments
and
again
thinking
about
race
in
the
work
that
they're
doing
and
building
the
relationships
in
order
to
effectively
do
that,
so
team
building
has
become
one
of
the
key
places
in
which
I've
been
learning
since
I
started
at
how
to
extend
my
reach
into
an
organization
really
feeling,
like
the
rule
of
my
team,
myself
in
my
team,
is
really
more
to
be
consultative,
but
to
really
be
effective.
J
It's.
How
are
we
actually
growing
capacity
people
inside
teams
inside
departments
to
build
teams
and
to
grow
together?
So
one
of
the
ways
in
which
we've
done,
that
is
monthly,
I
convened
people
who
are
in
departments
who
either
are
part
of
department
level
teams
or
have
a
desire
to
build
apartment
level
teams,
and
we
come
together
once
a
month.
It
is
without
exception.
My
very
favorite
meeting
of
the
month-
and
it's
really
it's
a
very
informal
time
for
folks
to
do
a
round-robin
and
to
share
what's
happening
with
them.
J
J
What
great
things
have
we
done
in
one
department
that
we
can
maybe
replicate
someplace
else
convening
these
monthly
team
meetings
in
the
sort
of
enterprise
level
work
group
of
staff
members
has
really
provided
ways
for
us
to
grow
some
of
the
key
on
some
of
the
key
functions
of
advancing
racial
equity
inside
of
our
city,
most
notably
to
safe
spaces.
When
we
first
started
this,
we
had
four
departments
who
are
participating.
Maybe
a
couple
of
them
have
had
some
some
traffickers.
Kind
of
holding
these
safe
spaces
will
now
fit.
J
So
again,
just
a
few
examples
of
some
of
the
ways
in
which
we've
been
more
collaborative
with
departments
as
well.
The
next
two
slides
are
similar
to
the
training
slide,
in
the
sense
that
these
are
examples
of
work.
That
departments
have
largely
taken
undertaken
on
their
own.
It
is
by
no
means
intended
to
be
an
exhaustive
list
of
all
the
departments
have
done
as
a
relates
to
racial
equity.
We
have
been
very
busy.
That's
probably
one
of
the
first
conclusions.
J
J
So
last
year
we
started
with
our
urban
scholars
of
what
the
project,
with
our
urban
scholars,
to
begin
doing
some
department
level
interviews
as
I
mentioned
the
right
hand
and
Alesi
and
really
didn't
know
what
were
happening
inside
the
city
as
a
relates
to
racial
equity.
So
these
department
level
interviews
helped
us
to
capture
narrative
at
the
department
level
this
year,
my
team
is
doing
more
work
to
refresh
these
department
narratives
and
that's
where
a
lot
of
this
content
is
coming
from.
J
As
far
as
examples
of
what
departments
are
doing,
our
intention
is
to
take
this
information
and
to
repopulate
our
sharepoint
site
to
refresh
our
sharepoint
site,
but
that
also
to
take
this
and
some
of
the
other
results
of
our
work
into
produces
onto
an
external
facing
one
site
for
community.
So
the
community
questions
can
also
be
answered
related
to
our
work,
so
I
can
lift
up.
I
can
lift
up
some
of
these.
J
Just
as
examples
I
know,
one
of
the
things
that
I
know
is
pretty
recently
as
the
work
that
the
City
Attorney's
Office
has
been
doing
around
implicit
bias.
Training,
hardly
manatorian
for
supply
is
training
with
their
prosecutors
over
there
and
work
at
the
center
from
Hennepin,
County
prosecutors
and
house,
and
defenders
from
Hennepin
County,
so
working
in
this
sort
of
mandatory
training
as
an
example
of
something
that
the
City
Attorney's
Office
is
doing.
J
Regulatory
services,
lifting
up
the
example
of
what
they're
doing
around
looking
at
their
job
classifications
and
looking
at
ways
to
create
greater
on-ramp
for
individuals,
particularly
for
those
jobs.
That
largely
are
opportunities
for
communities
of
color
to
come
in
and
join
the
city,
and
the
regulatory
services
example
is
similar
to
other
departments
like
the
fire
department,
like
the
police
department,
will
also
create
some
of
these
pathway
programs.
J
So
again,
just
another
set
of
examples
of
what
departments
are
doing,
I'll
point
out
just
and
no
specific
order
of
preference,
but
the
finance
and
property
services
team.
There's
when
I
mentioned
that
Department
level
meeting,
there's
a
woman
from
cops
on
Finance
and
Property
Services,
who
has
been
participating
because
she
wanted
for
to
form
a
team.
And
so
she
did
a
lot
of
legwork
over
the
course
of
the
year
to
build
the
support
from
her
leadership.
J
In
order
to
build
that
team,
and
so
a
year
later,
not
only
does
financial
Property
Services
have
a
team
inside
the
department.
That
team
is
co-chaired
by
the
deputy
CFO
of
Finance
and
they
also
have
a
lot
of
really
strong
passion
around
what
they
want
to
do.
They're
really
trying
to
think
about
all
the
different
areas
in
which
they
can
actually
think
about
race
in
the
work
that
they're
doing,
and
so
while
enterprise,
equity
and
inclusion
does
address
a
lot
of
factors.
There
are
almost.
J
There
are
also
a
lot
of
other
initiatives
and
efforts
and
teams
outside
inside
as
a
city
coordinators
office
could
also
look
at
equity
and
the
work
that
we're
doing
in
focus
at
an
enterprise
level
from
teams.
If
it's
the
promise,
oh
and
if
it's
creative
city
making,
if
it's
innovation,
team
or
some
of
the
other
opportunities
that
the
council
has
provided
for
the
city
coordinators
office,
to
lead
and
to
coordinate
with
others.
J
So
moving
beyond
the
normal
via
the
Opera
operationalizing,
if
you
will
of
racial
equity,
is
also
institutionalizing
equity
and
by
institutionalizing.
Essentially,
what
that
means
is,
how
are
we
building
the
actual
bones
and
infrastructure
inside
of
our
city,
so
that
racial
equity
and
thoughts
about
racial
equity
are
part
of
our
everyday
decisions
and
part
of
the
culture
of
the
city
in
which
we
live,
which
involves
both
working
across
departments?
J
J
So
how
are
we
providing
our
staff
with
a
more
efficient
way
to
hear
from
all
of
these
stakeholders
around
engagement
and
around
communications
around
equity,
in
the
work
that
they're
doing
so?
Tackling
these
problems?
The
clear
diversity
and
engagement
of
communications?
In
much
more
strategic
ways,
and
then
lastly,
it's
the
welcoming
cities
task
force,
which
I
know
the
surface
very
familiar
with,
but
again,
bringing
together
across
across
city,
diverse
set
of
stakeholders
again
to
attack
a
challenge.
J
Around
racial
equity
I
sit
on
the
steering
committee
representing
the
Midwest
region
in
partnership
with
a
woman
from
from
the
city
of
Madison
Wisconsin,
but
we've
really
been
able
to
benefit
tremendously
from
this
relationship
by
learning
some
best
practices
by
sharing
some
of
the
tools
like
the
toolkit,
take
care,
put
forward
and
other
ways
in
which
some
of
our
city
staff
have
been
able
to
use
that
network
to
showcase
their
own
work
of
their
civil
rights
director
or
a
neighbor
and
community
relations
director
and
so
forth.
And
then.
J
Then
lastly,
we'll
talk
more
about
again.
How
do
we
put
some
of
those
bones
and
some
of
that
structure
into
the
work?
One
of
the
key
lessons
that
I've
learned
in
our
first
year
in
my
first
year
here
in
the
city,
was
really
the
need
for
many
of
our
staff
inside
of
our
departments
and
leadership
inside
of
our
department,
to
have
more
of
a
formal
structure
around
how
the
city
was
advancing.
Racial
equity
part
of
that
meant,
centering,
a
leadership
team
through
the
city
coordinators
office.
J
Creating
a
set
of
racial
equity
coordinators
from
different
departments,
individual
people
at
different
levels
of
them,
either
supervisors
or
or
frontline
staff
who
can
come
together
and
help
us
really
advance.
Some
of
these
enterprise
initiatives
really
both
expending
the
capacity
of
my
team,
but
then
also
helping
to
extend
the
capacity
of
department
by
moving
some
of
this
work
forward,
for
instance,
training
of
additional
staff
people
in
the
department
helping
to
build
some
consistency
around
how
department
teams
are
being
established
and
the
work
that
they're
doing
and
we're
in
the
process.
J
Right
now
of
interviewing
for
racial
equity
coordinators,
we've
had
about
20
applicants
to
our
first
process.
We've
begun.
Some
of
those
interviews
were
very
encouraged
by
the
sort
of
people
who
are
coming
forward
on
people
we
had
interviewed.
Yesterday
there
were
people
who
were
laborers,
there
were
people
who
were
supervisors
in
their
department
and
so
very
encouraged
by
the
sort
of
mix
that
we're
going
to
have
when
we
finally
put
the
team
together.
J
If
you
still
have
questions,
what's
your
name
again
so
again,
I
wanted
to
thank
you
for
the
opportunity
to
come
in.
For
then
this
is
our
team's,
and
so
we
are,
and
so
as
this
gets
published
externally
to
the
city
through
the
city's
City
Council
pages.
That
website
is
clear,
equity
and
inclusion
at
Minneapolis.
Mn
gov
is
a
great
way
to
get
in
touch
with
us
for
folks
who
have
questions
outside
of
council.
K
K
You
probably
heard
me
talk
about
this
before,
but
I
do
think
it's
important
that
we
get
a
way
that
we
can
be
more
transparent
and
accountable
to
the
general
public
over
this
and
I'm
concerned.
That
SharePoint
is
just
an
inside
sight
then,
and
am
I
right
nobody
outside
of
the
city
and
advise
could
access
that?
Yes,.
J
The
church,
wedding
council,
member
Gordon
correct
the
SharePoint
site
is
strictly
available
to
internal
city
staff.
The
only
exception
I
will
make
to
that
and
it's
more
kind
of
nuanced,
but
we
have
a
separate
component
of
our
SharePoint
site.
That
is,
for
our
recast,
grants
that
that
site
is
available
by
invitation.
So
we
have
created
space
for
some
of
our
community
partners
under
recast
to
be
able
to
access
aspects
of
the
recast
component
of
the
overall
SharePoint
site.
But
your
point
is
valid.
K
If
it's,
if
it's
all
packed
up
in
SharePoint,
which
is
a
great
looking
site
and
I've
been
there
and
it's
wonderful,
so
I
just
really
want
to
push
us
to
hurry
up
and
get
something
built
on
that
on
the
city's
regular
site,
so
that
folks
can
find
out
what
we're
doing
can
see
the
EM
reports.
I
mean
for
this.
K
So
no
I'm
not
going
to
do
staff
direction
on
that
or
anything
either
part,
partly
then
related
to
that
I'm
curious
about
on
the
equity
action
plan,
which
gets
referenced
and
I
know
that
we
have
a
2016-2017
equity
plan,
that's
kind
of
a
column
and
template,
but
I
think
that
what
would
really
help
us
get
to
work
organized
better.
If
we
had
formalized
approved
equity
action
plan
and
I,
don't
believe
we
actually
have
one
yet
do
we
so.
J
Chairs,
when
I
come
from
recordin,
one
of
the
what
I
did
not
mention
in
the
presentation
was
in
2016,
there
were
a
set
of
staff
from
a
hospital
participated
in
a
cohort
through
there
and
then
Minnesota
League
of
Cities
around
racial
equity,
and
so
we
spent
that
year
in
relationship
with
other
cities
in
state
agencies,
in
County
bodies,
building
racial
equity
plans
and
addressing
some
of
the
kind
of
core
components
of
advancing
racial
equity.
Around
engagement
and
things
like
that.
J
So
as
a
result
of
that
year-long
cohort,
we
did
come
up
with
a
draft
plan
and
in
the
descends,
the
the
goal
at
this
point
is
to
your
question.
No,
it
has
not
been
formalized
at
this
point,
but
it
does
provide
fodder
and
content
for
our
original
equity
steering
committee
to
take
some
ownership
off
and
to
into
work
in
relationship
with
me
and
with
these
equity
coordinators
and
the
other
women
on
my
team
to
really
think
about
how
we
move
that
plan
forward.
So
the
content
is
they
are
they
the
fodder?
K
Think
that
I
was
able
to
find
the
equity
plan,
which
is
in
columns
it's
kind
of
a
grid
or
a
spreadsheet
right
now,
in
that
formation,
it
hasn't
been
approved
by
the
council.
I
think
that
would
be
a
really
important
piece
of
work,
I've.
Actually,
the
first
one
of
the
first
things
on
there
is
the
establishment
of
the
strategic
leadership
team,
and
you
just
told
us
that
you
were
going
to
establish
that
steering
committee
now
and
you
identified
the
department
heads
who
are
going
to
be
involved
in
I.
Think
that's
fantastic.
K
What
would
what
really
works
well
for
me
and
for
policy
makers?
I
think,
is
if
we
then
have
an
approved
action
plan
that
we
can
look
to
and
say,
these
are
the
steps
that
we
said
we
were
going
to
take
as
a
city
and
how
are
we
doing,
and
so
it's
if
that
was
a
part
of
the
work
of
the
new
steering
committee
that
would
be
fan,
fantastic,
okay
and
then
I.
Just
one
last
kind
of
comment
or
question
I
remember
back
in
2014,
uncomfortable
Vice,
President
Clinton
was
talking
about
on
two
things.
K
One
of
them
was
an
action
plan
and
I
think
we
all
were,
but
we're
still
kind
of
working
on,
and
the
other
was
some
kind
of
a
racial
equity
Commission,
and
this
I
think
was
a
little
bit
distinct
and
different
from
the
steering
committee,
which
is
an
internal
workgroup
of
the
city.
But
there
was
some
interest
about.
Could
we
have
a
group
that
included
community
members
that
could
also
have
some
outside
expertise
and
standards
and
values
that
they
would
bring
to
bear
on
this
and
say
City
you're
doing
okay,
they're,
not
so
good
there?
K
How
about
this
idea
or,
and
that
kind
of
thing
I
thought
that
was
a
useful
idea.
It
seems
pretty
clear
in
2014.
It
was
an
idea
we
weren't
ready
for
so
I.
Just
want
you
to
maybe
tape
that
back
to
the
steering
committee
and
think
about
that
and
I
know.
You
have
a
lot
going
on
with
recast
and
everything
else
too,
and
so
some
some
a
little.
This
is
that
what
we
had
grew
in
a
different
way
than
we
expected
because
of
this
fantastic
grant.
K
But
I
would
like
us
to
keep
that
idea
alive
and
I
think
there
will
be
a
time
when
we're
ready
for
it
and
it
could
be
really
useful
I'm,
not
saying
it
necessarily
is
now,
but
the
fact
that
I
brought
it
up
and
reminded
everybody,
Evert
I
think
will
keep
it
will
help
keep
it
alive.
So
thank
you
very
much.
A
My
colleagues
do
about
some
of
the
efforts
and
they
are
have
now
placed
a
staff
person
inside
their
organization
because
they
have
so
many
requests
from
cities
to
to
get
support,
training,
structure,
recommendations
and
other
things
around
race,
equity,
work,
and
so
I.
Just
say
this,
because
the
city
Minneapolis
is
not,
and
cities
throughout
the
state
of
Minnesota
are
from
little
towns
to
bigger
cities
in
the
metro
area
like
like
us,
are
understanding
that
they
need
to
identify
how
they
can
best
invest
in
this
work.
A
So
so
I
just
thought
that
was
important
to
mention
that
we
are
part
of
a
group
of
cities
that
are
investing
and
trying
to
understand
what
are
the
best
investments
in
the
work.
I.
Thank
you
for
the
report.
It's
you
know.
There
is
a
lot
of
kind
of
places
that
the
your
your
fingers
are
at
and
it
was
good
to
see
the
work
kind
of
steamed
out.
You
mentioned
the
ten
thousand
flowers
blooming
or
whatever
and
I
think
that's
you
know
just
goes
to
reflect.
A
There
is
a
lot
of
deference
to
unique
efforts
that
happen
within
the
city
enterprise,
but
also
a
lot
of
I
think
just
ideas
and
creativity,
and
we
want
to
be
able
to
support
that,
but
also
give
that
structure
and
I.
So
I
thought
it
was
helpful
to
see
how
you
seemed
out
the
different
types
of
work
that
you're
doing
so
we
can
understand
not
just
these
individual
initiatives
but
kind
of
seemed
out
how
you're
spending
your
time
and
how
the
office
is.
A
Spending
this
time,
I'm
just
going
to
be
kind
of
quick
in
the
interest
of
time
here
and
I
think
might
add
a
couple
of
comments
for
consideration
for
the
future
and
honestly
I'm,
not
sure
if
they
are
even
so
much
for
you.
As
for
the
coordinators
office,
because
I
think
these
are
kind
of
decisions
about
kind
of
what's
the
direction
and
where
does
the
investment
go?
One
thing
I
will
just
say
is
that
I
felt
like
the
tools
I
wish
that
I
saw
more
institutional
tools,
and
so
I
was
just
that
the
results
Minneapolis.
A
Effort
around
workforce
and
one
of
the
comments
that
I
made
there
I
feel
like
it's
kind
of
applicable
here
too,
which
is
you
know?
How
do
we
balance
ensuring
that
we
are
giving
and
what
has
been
our
culture
in
the
city
of
Minneapolis,
the
deference
to
departments
to
two
efforts
that
fit
their
workforce
in
their
departments
versus
when?
Is
it
appropriate
to
have
kind
of
a
broader
range
of
enterprise
tools
or
expectations
that
then
those
departments
can
match
themselves
to
so
that
is
where
I
am
see.
I
am
causing
this
to
again.
A
I
think,
there's
a
little
bit
more
to
kind
of
count,
a
city
coordinator
leadership.
But
what
is
that
better
balance
of
tools?
And
how
can
we
continue
to
add
to
that
list
of
both
tools
and
expectations
around
the
race
equity
work,
so
that
we
are
assisting
the
departments
more
both
with
how
they
then
can
individualize
their
work
to
match
their
workforce
or
their
divisions
and
departments,
but
match
up
to
kind
of?
A
Clearly,
in
addition
to
trying
to
develop
kind
of
more
structured
tools,
you
are
doing
an
awful
lot
of
consultive
work
and
participation
in
teams.
You
know
from
your
staff
writ
large
and
but
you're
doing
that,
because
departments
are
asking
for
that,
so
so
anyway,
I
just
pose
that
as
a
question.
More
for
consideration
is
that
the
right
way
to
divide
our
work
into
the
future
or
is
it
about?
A
L
You,
madam
chair,
you
know
I
just
wanted
to
acknowledge
that
there
was
a
fair
bit
of
skepticism
about
whether
or
not
we
should
have
racial
equity
stats
and
as
an
effective
approach
to
racial
equity
work
and
I.
I
was
someone
who
advocated
strongly
for
that
and
I
think
that
this
work
that
you've
been
able
to
do
over
the
past
couple
of
years
really
demonstrates
why
having
staff
for
enterprise-wide
work
like
this,
that
is
so
transformative
and
really
requires.
So
many
multiple
strategies
is
really
important
that
we
can't
just
expect.
L
So
I
think
often
you
are
doing
the
work
of
many
many
more
people
than
one
human
being
and
so
I'm
just
appreciative
and
just
wanted
to
be
very
explicit
about
how
much
I've
personally
seen
that
and
I
think
again
has
really
helped,
in
my
mind
at
least
made
the
case
for
why
why
we
do
need
to
have
staff
whether
they're,
you
know
I,
think
we
should
continue
to
ask
the
questions
and
particularly
of
the
staff
who
are
working
on
this
most
closely.
Is
it
structured
correctly?
L
A
Thank
You
councillor
Gordon
I'm,
just
you
are
the
last
and
cute
you've
already
spoken,
I
only
just
say
it
because
we
have
one
additional
report
after
this
for
discussion
and
then
we
have
a
discussion,
some
discussion
items
that
relate
to
committee
reports.
So
if
you
could
maybe
be
brief
and
then
we're
going
to
turn
to
our
next
next
item,
please
I'll.
K
K
Whenever
we
passed
the
first
resolution
recognizing
institutional
racism
said
we
want
to
lead
by
example,
I
think
we're
leading
by
example
and
I
think
we've
been
doing
an
amazing
job
of
it
and
certainly
to
the
credit
of
the
coordinators
staff,
but
also
I,
think
just
seeing
the
way,
the
city
staff
and
in
pockets
and
inverse
and
in
certain
places,
coming
forward
excited
about
this
opportunity,
and
it's
almost
like
well,
thank
goodness
the
City
Council
said
we
should
work
on
racial
equity
in
our
city.
I
can't
wait.
What
can
I
do?
How
can
I
do
it?
K
What
can
I
do
better
and
so
I
think
that
people
have
been
rising
to
the
occasion
there.
A
lot
of
the
things
that
have
been
put
out
there
are
voluntary
and
their
options
to
come
and
participate.
Even
even
I
am
joining
the
steering
committee,
you
know
what
what
Department
has
want
to
do.
This
and
I
think
they're
stepping
forward
eagerly
and
anxiously,
and
they
want
to
get
us
moving
forward
faster
on
all
of
this
and
I
think.
K
One
of
the
ways
you
lead
by
example
is
make
sure
that
people
can
see
the
example
that
you
are
and
you
do
it
in
a
public
and
open
and
transparent
way,
and
so
I
think
them
we
get
to
do
that
and
we're
going
to
do
it
and
I
just
commend
you
and
also
all
the
other
staff
who
are
opening
up
to
this
idea
of
working
harder
to
make
these
changes.
That
brief
enough,
all.
A
Right,
thank
you
very
much.
I
think
that's
a
great
note
to
end
on
for
this
report.
We
are
going
to
receive
and
file
so
I'll
move
that
discussion
all
in
favor,
say:
aye
aye
closed
we've
received
file.
Thank
you
very
much.
We
now
turn
to
our
third
presentation,
which
is
on
any
reporting
on
city
goals
and
strategies.
D
M
So
in
2014,
the
City
Council
asked
the
city
coordinators
office
to
develop
measures
and
reporting
that
would
help
us
understand
our
progress
toward
our
city
goals
and
that
would
inform
our
city
planning.
We
were
also
asked
to
see
community
stakeholder
input
in
the
development
of
the
measures
and
the
progress
reporting
in
September
of
2015,
the
city
of
Council
adopted
30
measures,
which
we
call
our
community
indicators.
M
We
were
then
asked
to
report
on
progress
toward
the
city
goals
using
our
community
indicators.
You
know,
as
you
know,
our
city
goals
like
strategic
directions
and
the
metrics
that
were
adopted
are
really
high
level
metrics.
They
can
be
difficult
to
report
the
city's
progress
specifically
on,
and
so
there
were
a
few
ways
we
could
have
approached
reporting
on
progress.
For
example,
some
cities
choose
to
make
metrics
dashboards
that
show
all
of
their
metrics
and
how
they
relate
to
their
city
goals.
M
For
us
that
would
have
looked
like
30
metrics
on
a
page,
30
charts
and
graphs,
showing
measures
like
the
poverty
rate
going
up
or
down,
and
we
really
didn't
feel
that
this
was
going
to
be
an
effective
way
to
show
the
city's
progress
on
these
measures.
We
also
know
that
that
kind
of
information
is
available.
M
The
way
that
we
decided
to
do
that
was
to
report
on
one
to
three
indicators
together
at
a
time
and
then
to
really
hone
in
and
focus
on
what,
specifically,
the
city
is
doing,
how
we're
doing
on
our
work
towards
that
those
indicators
and
what
we
can
or
should
be
doing
differently.
So
these
are
our
city
goal
results
roundtables.
Some
of
you
were
able
to
attend
the
roundtable
this
morning
on
our
city
workforce,
and
they
really
offer
an
opportunity
for
us
to
have
a
more
detailed
conversation
around
the
city's
work
specifically
towards
these
goals.
M
So
this
was
the
impetus
for
us
seeking
help
from
what
work
cities.
What
work
cities
is
a
Bloomberg
philanthropies
initiative,
helping
city
better
use
data
through
pro
bono
technical
assistance.
The
way
they
work
is
the
short
term
engagement
they
come
in,
and
effective
programs
provide
findings
and
recommendations
and
then
help
us
run
a
pilot
of
the
recommendations
that
they
make
we're
just
over
halfway
through
our
short
term
engagement
with
them.
So
we
have
some
draft
findings
and
recommendations
that
I'll
share
today
and
then
we're
starting
to
cut
these
recommendations
with
the
department.
M
M
The
basic
findings
are
that
most
stakeholders,
through
their
analysis,
see
value
in
results,
but
the
value
and
purpose
of
the
program
varies
greatly
between
departments
and
across
stakeholders
and
without
a
really
clear
purpose
that
makes
it
hard
to
have
focused
conversations
and
get
your
actionable
or
concrete
action
steps
coming
out
of
reports
and
meetings.
So
their
recommendation
is
for
us
to
really
focus
on
how
we
can
build
in.
M
You
know,
action
orientation,
more
concretely
into
our
programs,
and
to
do
that,
you
know
we
need
to
be
more
efficient
about
how
we
report
our
work
to
make
space
and
capacity
for
the
ability
to
start
acting
on
the
ideas
coming
out
of
meetings
and
then
make
sure
that
we're
providing
the
support
to
departments
in
in
their
ability
to
implement
some
of
the
ideas
in
action.
So
I'll
talk
a
little
bit
about
how
we
are
thinking.
This
will
actually
look
in
the
future.
M
So
essentially,
what
we
know
is
that
the
program
has
been
really
good
at
planning
and
reporting,
but
there's
the
third
body
of
work
around
action
that
has
been
missing.
Well,
it
kind
of
does
happen.
It's
not
operationalized
in
the
same
way
that
our
planning
and
reporting
is
by
adding
the
full
third
body
of
work
around.
You
know.
M
Action
orientation
means
that
we
need
to
be
really
thoughtful
and
rigorous
and
efficient
about
how
we
do
our
planning
and
reporting
in
order
to
add
the
third
body
of
work,
so
how
this
is
starting
to
shape
up
with
Public
Works.
Is
that
it's?
You
know
through
our
pilot,
that
one
of
the
clearest
ways
to
make
our
planning
and
reporting
more
actionable
is
to
connect
what
we
find
out
through
our
reporting
to
how
we
are
making
some
of
our
resource
decisions.
Both
public
works,
we're
looking
at
reporting
on
metrics
by
business
line
or
budget
program
area.
M
Public
works
has
22
about
22
budget
program
areas.
So
if
we
selected
just
two
metrics
for
each
of
those
budget
program,
areas,
we'd
have
44
metrics
to
report
on
for
just
one
department,
and
you
can
see
how
that
would
get
or
could
get
really
unwieldy
for
the
city
as
a
whole.
And
that
means
we
need
to
be
really
rigorous
about
what
metrics
we
select
and
choose
to
report
on
in
a
way
we
haven't
been
in
the
past,
and
we
also
need
to
be
really
efficient
in
reporting
on
those
metrics.
M
You
know
we
oftentimes
leave,
especially
our
city,
well
results
round
tables
with
a
long
list
of
really
good
ideas,
and
they
oftentimes
involve
more
than
just
a
single
department,
and
it's
really
important
that
we
figure
out
a
way
to
ensure
that
we
can
help
departments
fit
that
into
their
currently
quite
full
workload.
You
know
know
which
things
are
the
priorities
which
things
aren't
and
then
for
our
office
to
be
able
to
kind
of
provide
support
when
some
of
these
ideas
or
initiatives
across
multiple
departments.
A
Thank
you
very
much
I'm,
not
seeing
any
immediate
questions.
Oh
maybe
just
make
a
couple
comments.
You
know
it's
been
kind
of
a
long
road
with
the
evolution
of
results,
Minneapolis,
which
started
pretty
soon
after
I
was
on
the
council
with
Steven,
both
sacker
our
former
city
coordinator,
starting
that
process.
We've
had
several
evolutions
of
this
come
about
from
a
personal
standpoint,
I
signed
the
information
we
get
from
results
very
helpful
and
I'm
glad
that
we're
are
trying
to
identify
some
steps
to
make
it
more
helpful,
particularly
to
the
department.
A
I
was
particularly
interested
in
your
presentation
on
how
you're
trying
to
figure
out
a
better
way
to
focus
on
the
action
steps,
because
I
think
how
do
we
make
sense
of
the
data
has
not
been
the
highest
priority.
Kind
of
the
presentation
of
the
data
has
been
a
higher
priority
and
seems
like
the
action
is.
A
What
then
can
connect
to
operational
changes
or
policy
changes
that
the
positive
makers
are
involved
in
or
whatever
that
may
be
so
I
just
want
to
say
thanks
for
those
efforts
and
with
that
we
will
receive
on
file
this
report
on
approval.
Please
say:
aye
aye
opposed
and
thank
you
very
much.
Thank
you.
A
So
we
now
turn
to
committee
reports
and
I
am
going
to
request.
If
we
could,
please
do
the
intergovernmental
relations
committee
first,
as
we
have
both
stay
up
as
well
as
some
commune
members
here
who
have
been
waiting
for
this
and
just
to
kind
of
set
this
up
a
little
bit.
Our
major
action
in
the
committee.
A
This
cycle
is
submission
of
our
very
first
iteration
of
the
city's
bonding
list
for
the
next
legislative
session
to
the
Department
to
Minnesota,
Management
and
Budget
Office,
and
this
is
part
of
the
required
timelines
and
it
is
part
of
the
process
to
hopefully
be
part
of
the
governor's
bonding
list.
We
did
adopt
an
initial
list.
One
of
the
issues
is
that
we
had
a
lot
of
success
in
the
last
session,
and
so
we
are
building
essentially
a
new
list
of
requests
for
bonding
dollars.
A
We
had
a
stay
off
direction
at
the
committee
to
consider
have
further
discussion
and
consideration
of
two
items,
both
of
which
were
discussed
at
the
committee.
The
first
is
the
upper
harbour
terminal.
This
is
an
item
that
the
city
has
requested
support
for
in
the
past
from
the
state.
It
is
an
item
that
is
clearly
a
high
priority
for
the
city
as
a
whole
through
the
work
of
C
Ted
in
partnership
with
other
departments.
A
E
You
Madame
Sharon
comes
from
a
personal
is
so
much
with
the
intergovernmental
relations
department
and
on
the
question
of
the
upper
harbour
terminals,
we
have
had
extensive
conversations
and
communication
with
staff
at
the
park
board.
As
Madame
chair
noted,
the
preliminary
submission
deadline
for
the
Minnesota,
Management
and
Budget
bonding
process
is
this
Friday
and
what
we
discussed
with
them
was
who
the
lead
agency
would
be
in
submitting
those
documents
to
MMB.
E
Just
because
one
is
jurisdiction
is
the
lead
agency
that
does
not
preclude
another
jurisdiction
from
lobbying
heavily
for
projects.
It's
really
more
of
a
technical
question
as
to
who's
going
to
be
submitting
the
paperwork
and
can
have
it
on
their
bonding
list,
and
so
in
communications
with
staff
it
does
seem
to
be.
It
does
seem
to
be
staff
consensus
that
it
would
be
most
appropriate
for
the
city
of
Minneapolis
to
be
the
lead
agency.
E
A
lot
of
the
initial
money
that
will
be
going
towards
the
project
would
be
for
City
related
infrastructure
as
Dakota
as
opposed
to
the
eventual
Park
portion
of
the
project.
So
that
would
make
sense
and,
as
chair
also
noted,
we
had
success
in
the
2017
bonding
cycle,
and
so
our
bonding
list
is
also
shorter
than
theirs.
So
we
we
have
a
little
bit
more
room
in
our
dance
card,
so
to
speak
politically
and
capacity
wise
to
take
on
this
project.
E
So,
madam
chair,
where
we're
at
with
that,
is
that
that
does
seem
to
be
the
consensus
with
staff,
but
because
the
Park
Board
did
vote
and
did
pass
a
resolution.
Staff
does
need
to
work
with
park
board
council
members
to
men.
That
resolution
to
what
our
suggestion
is
right
now
is
that
actually,
both
the
prep
board
in
the
city
can
submit
our
proposals
to
management
and
budget
through
their
electronic
system
for
the
Friday
Friday
deadline.
E
A
And
I
just
want
to
also
note
I
know
that
President
Johnson
has
been
in
touch
with
park
board
superintendent,
Jane
Miller
I
have
also
been
in
communication
with
with
her
about
this
and
and
just
to
say,
I
think
that
having
those
multiple
lanes
of
communication
is
good
and
she
certainly
seems
in
full
support
of
this
direction,
and
just
for
colleagues
I
passed
out
a
motion,
it
actually
has
a
couple
of
different
motions.
Again.
This
is
for
discussion
with
tally.
A
So
before
we
make
any
motion
on
upper
harbour
terminal,
I
just
wanted
to
turn
to
the
second
part
of
the
staff
direction,
which
was
authored
in
the
intergovernmental
relations
committee,
and
this
relates
more
to
a
newer
project
or
newer
to
the
city.
I
should
say,
which
is
a
project
proposed
by
the
Friends
of
the
Lock
and
Dam.
It's
we
have
a
title,
the
Falls
project,
and
so
I
guess
you'll
see
what
it
continues
to
be
to
be
called,
and
this
was
not
a
project
that
was
on
the
staff
recommendation
list
presented
to
the
committee.
A
We
did
have
some
discussion
of
the
project
and
the
committee
I'll
just
say:
I
I
have
primarily
had
discussions
with
councilmembers
fry
and
council
President
Johnson,
there
I'm
sure
other
council
members
who
are
interested
in
council
member
cwienke
other
council
members
I
know
who
may
be
following
an
interest
in
this
project.
My
impression
has
been
is
that
there
is
definitely
policymaker
interest
and
support
for
the
project
and
I.
Think
some
of
the
questions
from
the
committee
back
to
staff
were
what
would
be
the
implications
of
putting
it
on
the
bonding
list.
A
What
are
other
things
that
we
could
think
about
and
just
make
sure
that
we
get
a
good
report
back
from
from
staff
on
what
might
be
the
actions
there
and
so
I
think
some
of
the
questions
that
are
posed,
and
then
we
have
a
suggestion:
that
of
a
couple
of
motions
actually
that
I
that
we
can
discuss.
Maybe
after
hearing
a
bit
more
from
from
staff,
were.
A
If
the
project
is
not
formally
on
the
bonding
list
now,
but
we
decide
to
add
it
at
a
later
date,
which
there
is
a
second
opportunity
to
add
to
the
management
budget
project
list,
a
formal
opportunity
would
that
disadvantage
the
project
in
any
way.
I
think
some
questions
out
there
are
about.
You
know
when
we
start
promoting
our
projects
on
the
bonding
list.
There
are
certain
number
of
things
that
happen,
including
being
on
a
bonding
tour
and
other
ways.
A
Not
everyone
is
fully
familiar
with
the
bonding
process
and
what
are
the
requirements
and
I
think
there
are
also
some
questions
just
because
this
is
a
piece
of
public
infrastructure
that
we're
discussing,
even
though
it
is
not
today
city-owned
public
infrastructure,
and
so
what
does
that
mean
in
terms
of
trying
to
find
what's
the
right
vehicle
for
showing
support
for
the
project
and
making
sure
as
well
that
at
the
city,
we've
done
our
due
diligence
and
we're
fully
understanding
of
any
implications?
So
thank.
E
You,
madam
chair
House
members,
I,
think
you
summarized
very
thoroughly
what
what
we've
been
trying
to
put
together
for
you
over
the
last
five
or
six
days.
So
an
attempt
to
fulfill
that
request.
Just
so
you're
aware,
I
gr
has
met,
or
otherwise
communicated
with
the
representatives
from
the
Friends
of
Lock
and
Dam,
who
are
here
with
us
today.
Minnesota
Management
and
Budget
we've
been
consulting
with
the
city's
federal
representation
in
Washington
at
they
agree,
Baker
Daniels
and
on
our
behalf.
They
have
been
in
contact
with
the
Army
Corps
of
Engineers
of
st.
E
Paul
District
Congressman
Ellison's
office
and,
as
madam
chair,
Noda
we've
also
been
working
with.
Steve
head
have
met
with
customers,
our
eye
health,
President,
Johnson
and
yourself,
madam
chair
and
other
city
staff,
and
so
just
to
note
about
the
timeline.
Our
initial
preliminary
submissions
are
due
this
Friday
with
file
submissions
due
Friday
October
20th,
and,
while
it's
not
absolutely
necessary
for
all
city
bonding
projects
to
be
submitted
through
the
MMB
process,
the
city
has
always
done
so.
E
This
is
the
only
path
for
a
project
to
be
considered
for
the
governor's
bonding
bill
outside
of
the
MMD
process.
Individual
legislation
may
be
introduced
for
projects.
The
governor
will
release
his
proposed
bonding
bill
on
January
15th
of
2018,
with
the
legislature
reconvening
on
February
20th.
So
just
a
little
bit
of
a
brief
background
on
bond
funds
for
state
bonding
for
those
who
have
not
participated
in
the
IGR
process.
State
bond
funds
are
governed
by
both
the
constitutional
and
statutory
process.
E
Constitutional
requirements
are
that
a
project
must
be
owned
by
a
public
entity
in
order
to
receive
state
bonding
awards.
Geo
bonds
must
be
for
a
public
purpose
specified
in
law
authorizes
in
the
Constitution
and
richer
and
not
more
than
20
years.
Statutory
requirements
that
govern
political
subdivisions,
of
which,
of
course,
the
city
is
one.
Regarding
capital,
investments
from
the
state
are
governed
by
Minnesota
statute,
16,
a
4
eight
six
and
the
most
important
takeaway
from
there.
E
A
H
You,
madam
chair,
you
mentioned
that
ever
all
and
thank
you,
Miss
lash
for
all
of
your
work
on
this
I
really
do
appreciate
it
and
for
both
you
and
mr.
an
area
meeting
with
me.
The
other
day
you
mentioned
that
capital
projects
almost
universally
go
through
the
MMB
process.
Does
that
necessarily
mean
that
they
they
are
put
forward
up
front
in
the
June
time
frame,
as
opposed
to
later
on
in
the
October
time
frame.
E
Madam
chair
and
customers
are
Frye.
I
would
say
that
a
local
unit
of
government
projects
go
through
the
MMD
timeline
and
then
specifically
for
political
subdivisions
that
submit
through
MMB,
as
well
as
state
agencies,
submit
their
capital
investment
requests
for
MMB.
So
other
organizations
like
nonprofit
organizations,
things
of
that
nature
that
are
not
political
subdivisions
of
the
state.
They
do
not
typically
go
through
the
MMB
process
unless
they
are
being
submitted
by
a
local
unit
of
government.
They
would
then
usually
just
drop
in
a
piece
of
legislation
for
their
own
individual,
bonding
request.
E
So
in
the
in
the
past
and
the
county.
The
city
has
in
the
past
and
submitted
requests
on
behalf
of
nonprofit
organizations
if
they
were
going
to
be
considered
under
the
umbrella
of
the
city's
process,
and
we
always
do
see
some
fluctuation
between
the
preliminary
submission
and
final
submission.
That's
why
they
leave
a
long
period
of
time
because
they
know
that
the
time
period
between
traditionally
the
end
of
the
legislative
session
when
the
preliminary
project
submissions
are
due.
That
time
frame
is
often
is
very
short.
Leaving
a
lot
of
unanswered
questions.
E
Some
projects,
maybe
aren't
ready
for
that
preliminary
submission,
maybe
jurisdictions,
add
them
to
the
preliminary
submission.
You
do
some
homework
over
the
summer
and
find
out
they're,
not
ready
and
you
delete
them
or
you
add
them,
because
that
timeframe
is
so
short
between
the
end
of
session
and
when
preliminary
submissions
are
due.
It
really
is
that
October
final
submission
deadline
as
it's
so
significant
and
madam
chair
had
referenced
the
tours,
and
you
know
that
that's
a
consideration
for
the
timeline.
The
House
and
Senate
tab
for
investment
committees
in
the
summer
fall
and
winter
actually
I.
E
Take
that
that
the
fall
and
winter
of
an
odd-numbered
year,
leading
into
the
even-numbered
traditional
bonding
legislative
session,
will
conduct
site
visits
and
they
they
spend
that
time,
touring
the
state
and
actually
getting
getting
feet
on
the
ground
and
getting
to
look
at
the
projects
themselves.
Minneapolis
our
tours
typically
are
late
November
to
early
December
and
those
tours
are
designed
by
city
staff,
in
collaboration
with
the
staff
from
the
respective
House
and
Senate
capital
investment
committees.
So
it
is
completely
within
within
our
control
as
to
whether
a
project
is
viewed
on
that
tour
or
not.
E
E
I
can
jump
into
that
and
tell
member
Goodman
and
madam
chair
having
absolutely
no
commentary
on
with
the
project
itself
that
it
sounds
fantastic
and
somewhere
I
would
love
to
spend
some
time.
What
what
I
think
we
are
asked
to
weigh
is
number
one
up
the
ownership
question,
which,
for
the
last
probably
five
or
six
years,
the
city
has
not
put
any
items
on
our
bonding
list:
they're,
not
city-owned
projects.
E
You
know
we
had
a
situation
with
Orchestra
Hall,
where
the
city
was
the
fiscal
agent
for
that
property
and
because
they
were
not
fulfilling
their
public
purpose
at
the
time
due
to
the
lack
of
operations,
because
the
strike
there
was
a
question
as
to
whether
the
city
was
going
to
have
to
take
over
total
ownership
and
operation
of
that
facility.
So
for
the
last
several
years,
we've
basically
has
a
moratorium
on
putting
items
on
the
city's
bombing
list
that
were
not
actually
city-owned
properties.
E
That's
a
decision,
of
course
for
for
the
council
to
make,
in
addition
to
that,
I
would
say
that
there
are
political
factors
to
weigh
when
putting
together
a
bonding
list.
Bonding
at
the
Capitol
is,
unlike
any
other
legislative
process
that
we
work
on.
It
is
a
full-contact
sport,
and
that
is
really
because
the
PI
is
only
so
big.
H
E
Not
going
to
be
counted
on
a
city
ledger,
so
to
speak,
and
so
that's
another
consuella
is
on
our
list,
whether
it's
an
external
project,
the
city
agrees
to
be
the
fiscal
agent
for
or
whether
it's
an
internal
city
project
that
having
something
on
our
list,
regardless
of
what
it
is,
can
add
or
subtract
to
from
another
project.
That's
on
the
list
bound.
F
Chair
I
think
this
project
meets
both
of
the
criteria
that
you
set
out.
So
let
me
play
devil's
advocate
with
you.
The
city
was
involved
when
the
lock
and
dam
originally
was
built.
We
were
involved
in
part
of
the
ownership
of
the
property
we
had
dredging
rights.
We
worked
on
bridges,
there
was
a
cost-sharing
model
that
was
in
place
at
that
time.
So,
in
a
way
the
lock
and
dam,
we
have
a
right
to
help
make
decisions
about
what
happens
with
it
and
in
many
ways
from
where
I
sit.
F
May
your
piece
of
infrastructure
sitting
in
the
center
of
our
city
would
be
something
that
we
would
have
tremendous
interest
in.
Second
I
want
to
point
out
with
regard
to
the
change
we
made
that
I
fully
supported
six
years
ago
to
not
take
on
nonprofit
projects.
That
was
because
the
Guthrie,
the
Walker
MacPhail
all
came
in
with
2530
million
dollar
requests,
which
came
in
over
where
we
were
at
so
we'd
have
a
bridge
or
a
sewer
project,
and
people
would
say
that
shiny
new
sculpture
garden
seems
like
way
more
fun.
F
This
is
not
one
of
those
projects.
First
of
all,
it's
only
1.5
million
dollars,
so
the
amount
of
the
act
at
this
time
is
minimal
compared
to
the
total
amount.
The
city
would
be
seeking.
Second
of
all,
I'll
note
that
the
Hennepin
Center
for
the
Arts,
put
forward
by
our
friends
at
art
space
project
was
funded
in
the
bonding
bill
this
year
and
so
we're
all
of
our
projects.
So
often
other
organizations
in
the
city,
their
projects
move
forward.
F
I
would
argue
that
the
deterioration
of
the
Hennepin
Center
for
the
Arts
on
Hennepin
Avenue
is
a
major
eyesore.
If
it's
not
fixed
up
in
the
city,
and
we
should
be
celebrating
the
fact
that
they
got
that
money-
not
a
lot,
it
was
probably
what
3
5
million
somewhere
in
that
range.
So
this
is
not
a
Guthrie
or
a
walker
projects,
I'm
very
glad.
We
did.
This,
isn't
a
25
million
dollar
request.
F
This
is
a
1.5
million
dollar
request
that
is
not
going
to
from
a
financial
point
of
view,
take
all
of
the
focus
off
of
the
upper
harbour
terminal
or
any
of
the
other
priorities
that
we
have
that
I
totally
support
I
understand.
Now
they
are
the
central
storm
tunnel,
rehabilitation
and
the
Emergency
Operations
facility.
We
could
never
put
enough
money
into
that,
apparently
so
I.
Just
can't
imagine
why
we
wouldn't
want
to
do
this,
and
I
will
make
the
case
that
not
only
should
we
be
doing
this,
we
should
be
excited
about
it.
F
A
A
Nor
do
I
just
want
to
sort
of
say
that
too
I
think
the
question
is
a
little
bit
about
making
sure
that,
at
least
from
my
perspective
that
we
have
done
our
due
diligence
and
in
order
to
do
our
due
diligence,
since
we
aren't
doing
something
to
disadvantage
the
project.
So
I
think
those
are
the
two
questions
in
my
mind.
A
Just
because
I'm
aware
that
Pete
had
staff
has
only
had
I
think
one
meeting
directly
with
the
project
team,
probably
other
phone
conversations,
and
so
anyway,
I
just
want
to
say
kind
of
our
investigation
to
ensure
that
we
are
eyes
wide
open
is
has
not
fully
been
completed.
I
don't
know,
I
know
that
our
staff
is
working
very
hard
to
engage
our
federal
lobbyists
and
others
to
make
sure
that
we
are
doing
that
due
diligence
as
quickly
as
possible.
So
I
just
wanted
to
say
that
so
that
it
is
clear.
A
G
Thank
you,
ma'am
Karen,
you
know
I'm
thinking
along
the
lines
of
Goodman,
but
I
also,
you
know
I
want
to
I
kind
of
want
to
refresh
us
about
our
reluctance
to
have
projects
that
weren't
city-owned
projects,
but
you
know
I,
think
about
Orchestra,
Hall
I
think
we
actually,
you
know
kind
of
violated
our
own
idea
there,
because
we
actually
got
something
out
of
it.
You
know
we
received
two
million
dollars
to
do
redo,
PV
Plaza,
and
so
that
was
the
one
kind
of
exception,
but
I
think
you
know
come
from.
Goodman
is
right.
G
This
is
this:
when
we
talk
about
owning
a
property
and
and
the
public
purpose
of
the
property,
this
this
property
will
be
publicly
owned.
I
have
to
think
in
the
long
haul.
That's
you
know
if,
if
we
listen
to
what
the
function
of
the
lock
is
right
now
of
maintaining
a
pool
that
keeps
our
water
intakes
above
underwater
underwater,
so
we
don't
lose
our
drinking
water
supply.
It's
going
to
have
to
be
a
publicly
owned
facility
of
some
sort,
so
I'm
not
as
nervous
about
that
as
signing
on
to
a
project.
G
That
is
that
as
a
project
that
is
a
non,
you
know,
say
a
non-profit
project
that
we
and
then
end
up
owning
because
we've
act
as
acted
as
the
fiscal
agent.
So
it's
kind
of
a
it's
a
different
situation.
I
would
say:
I
will
say
that
you
know
and
I've
shared
this
with
people
that
are
working
on
this
project.
I
do
you
know
have
concerns.
It
is
a
million
and
a
half
dollars
that
they're
seeking
at
this
point
for
planning
dollars.
But
we
know
it's
a
bigger
project.
It's
going
to
be
a
very
expensive
project.
G
If,
if
we
get
going
on
this
and
you
know
miss
less,
you
are
absolutely
right,
there's
only
so
many
bonding
dollars
and
you
know
decisions
get
made
about.
What's
a
sexy
project
as
as
councilmember
Goodman
said,
and
you
know
we
have
some
very
basic
projects
and
above
you
know
the
upper
harbour,
is
you
know
if
you
go
drive
by
it
today?
It's
certainly
miss
Calvert
knows
it's
not
sexy
looking
to
discuss
I
also
dirt
on
it.
Then
you
know
the
pervert
is
doing
tree
tree
brush
and
all
that
kind
of
thing.
G
So
that's
the
thing
that
concerns
me
about
about.
You
know,
throw
in
another
project
on
there,
but
I
have
to
say
it's
an
opportunity.
You
know
we
have
this
challenge,
that
the
locks
are,
are
closed
and
they're
going
to
stay
closed
and
we
have
this
piece
of
property.
That's
a
really
valuable
piece
of
property
in
our
center
or
a
friend.
G
Have
an
interpretive
center
have
a
base
for
the
park
service
in
our
city,
when
the
law
was
first
done
in
the
committee
that
was
put
together,
they
chose
st.
Paul
for
the
the
headquarters
of
the
National
Park
Service.
It
would
be
great
to
see
them
have
a
space
in
Minneapolis
for
the
interpretation
of
the
river,
so
I
think
it's
a
balance
and
and
what
we
should
move
forward
in
a
way
that
again
doesn't
disadvantage
this
project
but
moves
it
forward.
O
Thank
you,
madam
vice
president,
and
thank
you,
miss
Blair's,
always
for
putting
some
meat
on
the
structure
and
the
process
for
a
bonding
bill.
I
guess
I'd
rather
not
talk
to
the
validity
of
the
of
the
project
itself,
which
I'm
very
supportive
of,
especially
as
it's
part
of
the
meat
Minneapolis
vaccination
tourism
plans,
and
what
we
want
to
do
is
to
make
that
a
vibrant
connection,
but
I
do
want
to
talk
about
or
ask
a
quick
question
about
submitting
a
planning
dollar
request
as
part
of
a
bonding
bill.
O
Is
that
something
that's
traditionally
done,
I
mean?
Is
there
no
capital
involved
with
that?
That's
what
you
can
bond
for?
How
do
we?
How
do
we
get
planning
dollars
associated
with
it,
because
it's
Council
President
Johnson
had
mentioned?
This
is
really
just
a
toe
in
the
water.
If
you
will
to
something
that's
going
to
be
much
larger,
we're
going
to
be
on
the
hook
for
future
requests
on
bonding
is
related
to
the
capital
project
of
a
50
million
dollar
project
versus.
What's
planning
planning
dollars
do
why
can't
this
just
be
done
on
a
straight
appropriation.
E
Calendar
Quincy
and
madam
chair,
when
it
comes
to
the
initial
upfront,
pre
design,
design,
we
say
pre,
design
and
design
as
opposed
to
planning
and
layman's
terms.
They
all
sound
the
same
to
us,
but
mnv
does
not
will
not
release
funds
and
the
legislature
will
not
appropriate
funds
in
the
bonding
process
for
planning
they
will
no
for
design
and
pre
design.
So
that
is
a
very
common
occurrence
that
progress
will
come
with
an
initial
pre
design
and
design
request.
It
does
not
get
you
to
get
your
requests.
E
Legislators
will
will
ask
you
know
what
what
is
the
grand
scheme?
Where
is
this
train
heading?
If
you're
here
for
free
design
and
design
where
we
going
with
the
time
frame
for
that
I'm,
an
MMB
does
ask
in
their
submissions.
What
are
you
anticipating
for
for
the
out-years
to
come
back
and
ask
for
and
legislators
will
ask
that,
but
there's
no
obligation
and
yes,
other
types
of
appropriations
would
also
be
an
option.
A
A
I
remember
when
pirouette
was
here
at
the
city
of
Minneapolis
and
led
some
of
the
efforts
with
C
ped
staff
around
the
concerns
with
a
fish
issues
and
other
good
things,
and
just
it
is
a
very
complicated
area,
with
multiple
federal
jurisdictions
or
departments
that
that
often
need
to
be
explored
on
kind
of
what
may
be
the
implication.
So
so
the
emotions
would
be
one
to
move
to
men,
the
city
of
Minneapolis
policy
positions
for
the
upcoming
session
and
their
legislative
agenda
to
include
support
for
the
redevelopment
of
the
upper
st.
A
A
So
those
are
the
two
motions
and
again
they
were
to
try
to
achieve
an
objective
of
showing
formal
support
from
the
city
of
Minneapolis,
giving
confidence
that
the
city
would
be
directing
our
staff
to
work
together
with
the
project
team
on
how
to
answer
any
remaining
unanswered
questions,
but
also
allow
the
final
homework
to
be
done.
That
we've
heard
from
CPD
staff
and
IG
our
staff
would
be
their
preference,
at
least
so
so
I'll
go
ahead
and
and
move
those
two
together
and
then
any
discussion
on
those
two
motions.
H
You,
madam
vice
president,
so
yeah
I,
do
understand
that
most
every
single
person
up
here
does
recognize
the
potential
importance
of
this
project.
I
mean
we're
talking
about
five
million
visitors
on
an
annual
basis,
$240
spent
by
every
single
tourist
that
it
comes
down
to
the
central
riverfront
and
that's
on
average,
and
so
this
is
a.
This
is
potentially
a
great
economic
tool
for
our
city
as
a
whole.
H
H
That
being
said,
if
and
when
those
projects
are
fully
funded,
specifically
upper
harbour
terminal
I,
don't
see
any
reason
that
we
should
not
look
to
the
Falls
project
next
on
the
docket
I'm,
so
that
you
know
the
question.
The
question,
in
my
mind,
is
this:
it's
it's
either
having
it
on
the
list
having
the
Falls
project
on
the
list,
with
the
possibility
of
taking
it
off
versus
having
the
project
off
the
list
with
the
potential,
with
the
possibility
of
putting
it
on
that's
the
question.
H
We're
asking
ourselves
right
now
and
I
think
it's
better
to
have
it
on
the
list,
because
it
is
critical
right
now
that
we
are
signaling
to
the
Army
Corps
of
Engineers
to
our
federal
partners
to
those
that
will
own
it
now
and
will
own
it
indefinitely
into
the
future,
because
they
are
required
by
law
to
maintain
it
for
safety
purposes.
We
need
to
let
them
know
that
we
are
fully
on
board
and,
yes,
you
know
I
haven't
you
know
the
specific
questions
as
to
you
know.
H
I
heard
I've
heard
a
lot
that
this
project
needs
to
be
studied
more.
It's
not
totally
clear
to
me
what
needs
to
be
studied
more.
We
know
who
owns
it.
We
know
they're
going
to
own
it
into
the
future.
We
know
that
we
need
the
1.5
million
dollars
in
order
to
do
the
pre
design
or
pre
pre
design,
whatever
you
want
to
call
it,
but
I,
don't
I,
don't
see
the
reason
not
to
signal
that
we
could
move
in
this
direction,
I'm
very
open
to
being
convinced
otherwise,
but
I
just
don't
understand
it.
H
A
F
A
Quite
understand
what
maybe
the
remaining
questions
around
the
ownership,
and
so
ms
lush
I,
don't
know
if
you
can
help
with
that
or
maybe
illuminate
for
us
what
might
be
questions
you
might
get
from
legislators
or
other
things.
That
again
is
a
point
of
trying
to
find.
Is
there
a
way?
What's
the
right
way
to
show
support,
because
again,
I
want
to
acknowledge
that
there
is
a
strong
support
for
the
project.
The
question
is:
what's
the
balance
of
showing
the
support
and
just
making
sure
we're
doing
so
in
the
ways
allowed
to
do
our
homework?
E
Chair
and
Councilman
bertrise
I
think,
madam
chairs,
the
most
recent
question
of
a
former
on
the
questions
from
some
legislators
and
ownership.
Instead
of
what
needs
to
continue
to
be
studied,
the
initial
question
is:
do
you
own
the
property
or
do
you
have
lease
rights
to
the
property?
And
so
you
know
to
keep
that
momentum
going.
We
would
want
to
be
able
to
say
yes,
we
have.
We
have
leased.
We've
worked
with
the
Army
Corps.
E
What
are
the
processes
coming
up
with
that
kind
of
an
agreement
that
we
can
for
sure
say
that
that's
happening
and
all
indications
point
to
these,
but
the
conversations
the
Friends
of
the
lock
and
dams
have
had
that
they've
reported
to
us
from
the
Army
Corps
is
that
there
really?
There
is
positives
conversation
in
that
direction.
The
Army
Corps
is
in
the
initial
stages
of
their
disposition
study.
E
It
sounds
like
that
might
begin
within
the
next,
maybe
60
to
90
days,
and
traditionally
what
we've
been
told
of
that
is
that
disposition
to
study
normally
takes
about
a
year.
But
again
it
also
sounds
like
what
what
our
partners
are
hearing
from
the
Army
Corps.
We
have
not
spoken
Armiger
about
this,
but
what
they
reported
to
us
is
that
there
is
interest
in
the
Army
Corps
in
expediting
that
process.
So
once
we
get
to
the
legislative
session,
we
may
or
may
not
have
the
results
of
that
disposition.
E
Study
at
that
point
in
time,
but
the
city
would
if
the
city
decides
to
move
forward.
With,
with
that
least
look
at
what
that
would
be
going
to
have
agreement,
then,
with
the
Army
Corps
of
Engineers,
to
put
that
lease
together,
man
MMB
does
have
a
checklist
that
we
have
been
going
through.
That
defines
what
needs
to
be
included
in
that
type
of
belief.
E
You
know
it
needs
to
be
substantially
long-term
and
they're
a
whole
bunch
of
other
requirements
that
would
need
to
be
in
that
agreement
between
the
city
and
the
Army
Corps
of
Engineers
and
just
politically
I
just
would
expect
that
legislators
MMB.
The
MMB,
won't
release
the
funds
if
we
were
successful
in
2018,
and
so
we
do
have
prophetic
control
until
we
release
or
ownership.
Therefore,
some
kind
of
agreed-upon
structure
in
that
regard,
and
then
just
politically,
we
would
just
want
to
be
able
to
answer
that
question
that,
yes,
we're
moving
towards.
H
H
Is
helpful
and
so
I
mean
at
this
point
we're
not
they're
not
going
to
get
the
funds
until
they
have
the
leaf's
anyway
and
if
then
it
becomes
very
much
chicken
or
the
egg
thing,
because
Army
Corps
of
Engineers
is
not
going
to
move
forward
with
the
leaves
until
they
have
a
clear
showing
of
support
through
the
bonding
mechanism.
At
least
that's
my
understanding
and
we
can't
have
the
bonding
mechanism
now
until
we
have
a
showing
of
support
by
the
council.
H
So
it's
very
much
a
chicken
or
the
egg
thing
and
I
don't
think
that
chicken
or
the
egg
dynamic
is
going
to
change
in
fact,
just
reasonably
speaking,
it
can't
in
order
to
get
the
support
of
the
Army
Corps
of
Engineers.
We
need
to
be
on
the
bonding,
but
right
now
we're
saying
we
can't
be
on
the
bonding
without
the
support
of
the
Army
Corps
of
Engineers,
so
I
mean
I.
Think
kinda.
E
Madam
chair
and
council
member
is
my
understanding
that
the
Army
Corps
is
needing.
They
I
think
they've
committed
to
meeting
within
60
days
of
June
2nd
what
they
communicated
to
fences,
lock
and
dam,
and
then
they
will
begin
the
disposition
study
at
that
point
in
time.
That's
my
understanding
and
I
would
say
that
between
now
and
then
we
could
have
a
lot
more
conversations.
We
could
start
to
please
plan
what
would
a
city?
What
would
the
city
want
in
the
lease?
What
would
the
city's
role
be
in
that
structure?
E
You
know
planning
ahead
with
the
under
state,
with
the
expectation
that
the
Army
Corps
would
dispose
would
not
to
move
forward
and
enter
into
a
lease
with
the
city
and
move
forward
with
the
project
or
some
type
of
a
public
project.
We
could
start
to
plan
for
what
that
lease
agreement
might
look
like
and
least
be
able
to
answer
that
question
in
2008
yeah.
H
In
fact,
it
probably
won't
even
finish
by
spring
of
next
year
so
and
if
that
is
that
even
on
an
expedited
schedule,
and
so,
if
that's
the
case
and
they're
not
going
to
get
the
money
anyway,
until
the
final
lease
is
signed,
it
makes
sense.
I'm,
not
I,
haven't
heard
it
anything
yet
as
to
why
we
shouldn't
put
this
on
the
ledger.
Now
again,
upper
harbour
terminal
comes
first.
That
is
the
priority.
H
The
other
issues
and
the
other
bonding
requests
come
first
and
they
should
be
fully
funded
before
we
touch
this
one,
but
I
I,
guess
I,
don't
understand
why
we
wouldn't
so
you
know
I
guess
what
I'll
do
at
this
point
is
I
will
and
I
really
appreciate
this
image
that
some
of
these
at
a
certain
point,
a
lot
of
this
comes
down
to
policy
decisions
and
you've.
Given
us
all
the
information
that
we
could
possibly
ask
for,
and
thank
you
and
so
I
guess
what
the
I
will
move
to
amend.
H
Vice-President
glidden's
motion
to
simply
include
under
item
number
one.
It
says
the
second
bullet
point
has
moved
through
insert
request
amounts
the
existing
projects
as
follows,
and
it
says:
emergency
operations,
training,
facility,
central
city,
storm
tunnel,
rehabilitation,
I
will
add
a
third
bullet
point
that
just
says
default
project,
and
if
we
want
to
add
that
with
the
possibility
of
you
know
and
I
will
add
that
we
can
certainly
take
it
off.
Just
like
we
could
put
it
on.
F
You
my
chair,
it
seems
to
me
if
council
member
Fry's
motion
is
properly
in
front
of
us.
Then
the
last
sentence
of
councilmember
glidden's
point
to
should
be
stricken
I,
like
the
staff
direction.
So
I
want
to
keep
the
portion
that
reads
up
until
the
receipt
of
state
bond
funds
and
other
public
financing
port
support,
but
I
would
take
off
and
if
the
city
determines,
then
it
will
be
added
as
the
fourth
choice,
because
we're
we've
already
determined
it's
going,
green,
a
joist.
F
H
G
If
you
develop
this
manner,
madam
chair
I
would
just
point
out
that
that
I
think
putting
this
on
our
bonding
list
does
not
commit
us
to
being
the
owner
of
the
st.
Anthony
Falls,
the
Lock
and
Dam
it,
and
in
your
presentation,
you
pointed
out
that
things
need
to
be
publicly
owned.
There
are
so
many
partners
involved
in
this
particular
project
that
are
public
entities.
G
L
Bender,
thank
you
I.
You
know
I'm
not
on
the
community.
I
didn't
have
any
I,
don't
have
a
chance
type
of
reasoning
about
this
I'm
just
trying
to
get
caught
up,
but
I
have
maybe
a
stupid
question.
I
just
I
don't
understand
so
it
sounds.
Like
counsel
number
Friday
said
we
aren't
going
to
have
the
information
needed
to
answer
the
questions
that
legislators
will
be
asking.
That's
in
the
staff
direction
before
the
legislative
session
begins.
L
Is
that
correct
or
I
I
don't
know
I'm
trying
to
understand
what
the
study
is
I'm,
just
not
sure
what
wedding
from
I'm
sort
of
tracking
what
the
timeline
is
here
and
so
I
think
our
facts
trying
to
tell
us
there's
a
need
answer,
questions
at
the
legislature
and
we're
who
can
say
when
when
will
we
know
who
owns
the?
When
will
we
be
able
to
answer
these
questions?
I
don't
know,
maybe
I
misunderstood.
H
Some
of
them,
you
can
answer,
we
know
now
who
owns
it.
It's
the
Army
Corps
of
Engineers
and
they're,
going
to
own
it
into
the
foreseeable
future.
Even
if
we
sign
along
some
form
of
lease
with
them,
I
mean
they
own
it.
That's
not
that's,
not
really
a
question.
We
are
not
going
to
own
this
property
for
the
long
term,
regardless
what
happens
because
they
have
a
they,
have
an
obligation
to
own
it
and
to
keep
it
safe
for
the
everything
up
and
down
stream.
H
The
the
question
I
guess,
is
how
the
lease
would
function
and
what
would
be
in
the
lease,
which
is
something
that
we
need
to
determine
in
the
coming
months,
regardless
of
which
side
of
the
ledger
this
project
is
on.
We
need
to
know
that
we
need
to.
We
need
to
negotiate
it
out.
We
need
to
figure
out
what
the
relationship
is.
We
need
to
do
these
things
period
and
obviously,
if
this
is
not,
if
it's
not
acceptable
for
some
reason,
we
don't
enter
release
and
the
project
doesn't
move
forward
and
doesn't
get
funded.
H
You
know
all
this
is
doing,
in
my
mind,
is
by
putting
it
on
the
side
of
the
ledger
allowing
for
the
bonding,
as
opposed
to
doing
it
later
is
saying
so
far,
so
good
we're
on
the
right
track.
If
something
dismantles
it,
we
can
take
it
off
in
October,
just
like
we
can
put
it
on
a
non
in
October,
I
mean
the
differences.
Here
are
very
slim.
You
know,
but
they're
important,
just
to
show
that
we
are
behind
this
project.
E
Then
share
customers,
I
may
add
custom
burdens,
I
think
that's
an
accurate
description.
The
one
X
Factor
that
we
just
you
know
are
always
kind
of
trying
to
feel
out
as
how
quickly
the
federal
government
is
going
to
move
and
what
we
have
been
told
from
our
federal
representation
that
traditionally,
a
disposition
to
study
takes
about
a
year.
E
But
what
what
friends
of
Lock
and
Dam
were
told
by
the
Army
Corps
of
Engineers
being
present
they
got
from
them
is
that
they
are
very
interested
in
expediting
that
process
and
that
the
project
that
has
been
brought
forward
is
very
much
in
line
with
what
the
administration
is
looking
to
fund
and
they
are
looking
to
dispose
of
unused
federal
assets
and
so
that
timeline
might
might
be
potentially
expedited.
Significantly.
We
just
don't
know,
exists
of
flexbox
of
the
federal
government,
so.
A
We
have
another
summer
and
cute
I,
just
I
realized
that
you
know
mr.
Frank
is
here
and
he
doesn't
have
to
speak
if
he
doesn't
want
to
I
just
wanted
to
make
sure
if
there
was
something
other
than
the
leaves
that,
from
a
seedbed
perspective,
would
be
the
kind
of
thing
that
you
want
to
that.
Your
staff
would
be
working
on
in
preparation
for
this
I
want
to
make
sure
that
we've
got
an
opportunity
just
to
understand
that.
So
thank.
N
N
What
we
as
staff
would
among
the
concerns
we
have
staff
as
staff
have
had,
is
the
kind
of
conversation
we're
having
right
now,
where
we
work
for
you
and
you
ask
us
for
clearer
information
and
we're
kind
of
trying
to
figure
it
out
as
we
go.
So
we
are
not
yet
in
a
position,
as
you
are
hearing
on
this
piece
of
property
and
this
proposal
to
answer
these
pretty
straightforward
questions,
and
that
has
been
a
large
part
of
our
reason
for
saying.
N
A
P
Just
wanted
to
you
know
the
point
of
clarity
of
you
know
when
we're
ready
to
call
the
question
on
this
and
and
take
our
votes.
If
someone
could
just
please
read
the
actual
Edition,
because
I
know
that
comes
when
were
Goodman
mentioned.
She
wanted
to
keep
part
of
the
verbage
here
under
number
two,
but
wanted
to
strike
some
of
it.
So
just
I
just
wanted
to
make
sure
that
somebody
was
able
to
just
read
the
actual
amendments
that
we're
making
number
one
so
that
it's
clear
for
the
record
and
for
the
council
members
voting
today.
P
A
F
You
20-some
odd
years
ago,
when
I
joined
the
council
I.
Remember
a
group
of
people
in
the
Cedar
Lake
Park
neighborhood,
saying
they
wanted
to
create
a
commuter
bike
trail
into
downtown
Minneapolis
people
thought
they
were
crazy,
right,
you're,
going
to
like
acquire
property
from
all
these
different
people
and
the
Federal
Reserve
was
the
problem
and
the
colonial
warehouse
was
an
issue
in
Hennepin
County
had
to
help
and-
and
they
said
city,
we
want
you
to
join
our
vision
and
even
before
biking
was
super
popular.
F
The
city
came
on
board
and
said
we
love
that
vision.
We
didn't
say
well,
there's
a
problem
acquiring
all
the
property,
we're
not
sure
if
we're
going
to
be
able
to
get
the
federal
money-
and
we
don't
think
we
can
get,
this
done-
might
take
a
really
long
time
and
all
this
private
money
needs
to
be
raised.
F
One
of
the
things
we
get
to
do
in
this
job
is
be
leaders
on
big
picture
projects
and
issues
in
the
Cedar
Lake
Trail
into
downtown
is
a
perfect
example
and
almost
an
exact
parallel
of
what
we're
talking
about.
Today.
We
ended
up
needing
to
get
federal
funding.
A
lot
of
private
money
had
to
be
raised.
We
needed
to
acquire
land
for
more
than
25
different
property
owners.
We
couldn't
figure
out
who
was
going
to
build
it.
We
didn't
know
who
was
going
to
maintain
it.
F
We
had
no
answers
to
any
of
these
questions,
yet
a
very
committed
group
of
residents
who
now
are
the
Cedar,
Lake,
Park
Association,
stepped
up
and
made
that
happen.
I
see.
This
is
very
parallel
to
that.
Yes,
there
are
a
lot
of
questions
left
left
to
resolve,
which
is
why
I
made
a
friendly
amendment.
Preserving
councilmember
glidden's
language
under
number
two
up
the
words
financing
support
I,
do
think
it's
important
and
agree
with
Council
President,
Johnson
and
councilmember
Glidden
that
we
work
to
figure
out
what
the
ownership
would
be.
H
Madam
chair
I,
don't
have
anything
further,
I
guess
I'll
just
clarify
the
the
amendment,
which
is
to
add
a
bullet
point
under
item
number
one.
The
first
fold
bullet
point,
the
second
bullet
bullet
point
to
say
the
Falls
project.
So
this
is,
it
should
say
the
fall
project
just
below
central
city,
storm
tunnel
rehabilitation
and
then
striking
the
language,
starting
with
an
item
number
two
starting
with.
If
the
city
of
Minneapolis
determines
that
it
will
enter
into
an
agreement,
etc,
etc.
For
the
rest
of
that
paragraph,
so.
K
F
A
A
D
E
H
F
G
L
Thank
You
manager,
I
know,
we've
had
a
lot
of
discussion
about
this,
maybe
and
belaboring
the
details,
but
so
I
just
want
to
be
clear
that
the
removal
of
these
last
couple
of
phrases
is.
That's
essentially
saying
that
we,
although
we
have
a
policy
that
says
we
only
as
a
city,
add
items
to
the
IGR
agenda
that
are
city-owned,
because
this
is
publicly
owned.
We
are
going
to
make
an
exception
in
this
case.
Is
that
the
sort
of
policy
application
or
did
I
misunderstand
that.
A
So
there
may
be
some
further
investigation
of
that,
as
well
as
whatever
the
work
is,
we're
going
to
do
on
this
lease
parameter,
but
that's
a
state
law
requirement,
as
opposed
to
us
saying
we
have
a
policy
before
we
put
something
on
our
list
so
and
that's
why
we
may
need
to
take
it
off
the
list
if
our
further
work
doesn't
fully
pan
out
or
whatever.
So
does
that
answer
your
question.
L
Yes,
thank
you
because
the
second
that
was
the
second
part
of
my
question,
so
I,
okay,
I,
think
maybe,
as
a
council
member
referred
to
a
policy,
maybe
it
was
just
more
of
a
kind
of
working
understanding
of
what
we
normally
put
on
our
yes,
our
agenda.
Okay,
and
so
then,
if
we
don't
work
out
that
second
part,
which
is
actually
the
first
part
in
the
and
then
it's
back
direction,
then
we'll
just
take
action
in
the
future
to
amend
our
IG
our
agenda
to
reflect
that.
That
would
be.
A
Right
all
right,
so
any
further
discussion
on
motion
in
front
of
us
seeing
none
on
the
approval,
please
say:
aye
I
supposed
that
item
passes
all
right.
So
I'll
just
note
we
are
at
12:22
and
so
I
will
ask
if
there
are
other
significant
items
that
committee
chairs
feel
necessary
to
enumerate
for
us
councillor.
F
Goodman,
thank
you,
madam
chair.
We
have
14
items
we're
bringing
forward
tomorrow.
I
just
want
to
note
some
questions
about
item
number
14,
which
is
a
contract
and
I'm
with
home
line
for
legal
services
for
Minneapolis
renters.
We
are
increasing
that
contract
up
to
$300,000
so
that
we
can
have
everyone
covered
through
the
end
of
the
year.
I
also
would
note
there
are
a
number
of
grant
acceptances
item.
Number
10
is
a
really
notable
item.
F
A
We've
already
had
a
lot
of
discussion
of
intergovernmental
relations,
public
safety,
civil
rights,
emergency
management,
anything
significant
contrivances,
there's
no
transportation
of
Public
Works,
some
comics
I
know
anything
significant
you'd
like
to
mention
okay
wave
means
from
former
Quincy.
Remember.