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From YouTube: October 19, 2017 Budget Hearing (Morning)
Description
October 19, 2017 Budget Hearing: Coordinator, Communications, NCR, 311, and Human Resources
See afternoon session: https://youtu.be/iu8QSMtzYoE
A
Good
morning,
everyone
this
is
the
budget
subcommittee
department
hearings
presentations
this
morning
and
this
morning
we're
going
to
be
hearing
from
the
coordinator
Department,
including
communications,
inter
government
relations,
neighborhood
community
relations
in
3,
1
1.
So
we're
looking
forward
to
that
presentation.
I
just
wanted
to
introduce
the
my
colleagues
at
the
dais
joined
by
council.
Vice
president
Elizabeth
Glidden
councilmember
Andrew
Johnson
councilmember
Goodman,
so
we
will
be
not
a
quorum,
so
not
taking
any
action
so
be
prepared,
of
course,
that
council
members
will
will
join
us
and
leave
with
other
commitments
throughout
the
session
today.
B
You
cherry
Quincy
councilmembers,
we
are
thrilled
to
be
able
to
present
the
mayor's
recommendation
for
the
coordinator
to
permanent
budgets
for
the
majority
of
today,
so
you'll
be
seen
throughout
the
day
departments
that
reports
with
their
coordinator
and,
as
you
know,
our
task
is
really
to
provide
the
administrative
and
management
systems
for
city
government,
and
so
we
look
forward
to
answering
questions
as
we
go
through
these
reports
and
we
will
start
with
our
coordinator
administration
that
will
be
presented
by
our
deputy
coordinator.
All
right.
C
Thank
you
and
good
morning,
council
members,
my
name
is
Maria
Rivera
van
der
Meyde
I'm,
the
deputy
city
coordinator,
and
really
proud
and
happy
to
present
to
you
our
administrative
budget
before
you
see
a
quick
or
char
generally
about
how
we
organize
our
work
in
the
coordinator
department
generally
summary
and
we'll
go
through
this
individually.
As
we
talk
about
some
of
our
individual
programs
and
I
wanted
to
first
make
a
note
about
our
inter
government
relations
and
the
director
of
that
Jane
Ranieri
is
in
the
room.
C
If
you
have
some
additional
questions,
they
do
not
have
a
change
enhancement,
they
do
have
I
note
a
change,
reduction
and
$80,000
based
on
prior
use
and
certainly,
if
needs
arise
in
the
future.
We
will
take
and
have
a
commitment
to
assist
in
any
way
possible.
But
what
I
would
do
want
to
say
is
make
note
and
highlight
the
great
work
that
they
do
as
our
lobbyists
arm
of
the
city,
both
in
grant
management
and
helping
with
our
regional
partners.
C
I'll
say
that,
two
years
ago,
when
I
came
to
this
position,
I
did
not
know
myself
how
amazingly
valuable
and
the
expertise
that
this
group
really
brought
to
the
city.
My
relationship
with
them
and
regulatory
services
was
flight
at
best,
not
for
their
sake,
but
but
for
what
we
needed
to
do.
Moving
forward
and
I
am
so
impressed
with
the
quality
of
their
work
and
what
they've
done.
C
C
Our
next
group,
it
falls
onto
a
group,
called
the
strategic
management
and
innovation,
as
we
think
about
how
we
organize
our
work.
I.
Think
of
this
as
the
tools
by
which
we
add
value
to
the
city,
it
is
where
are
both
our
administrative
efforts,
our
continuous
improvement
efforts,
our
strategic
planning
and
analysis
group
that
host
results
in
our
innovation
team,
our
policy
and
research
analysis
which
we've
incorporated
with
the
help
of
some
and
we'll
talk
about
that
with
the
help
of
some
detailed
staff
in
the
clerk's
office
as
well.
C
It
really
is
our
arm
for
adding
some
value
and
some
much-needed
analysis
and
research
to
our
department
throughout
the
city.
As
we
talk
about
the
change
items
in
this
first
proposal,
I'll
note
that
we
have
a
request
for
a
change
item
in
the
amount
of
two
hundred
and
twenty
five
all
right.
Two
hundred
and
twenty
five
thousand
and
I
believe
that's
actually
a
typo.
C
Whether
it's
two,
seventy-five
thousand
instead
of
the
225
that
you
see
there
and
in
part
because
we
moved
the
hundred
thousand
dollars
that
you
see
for
the
minimum
wage
impact
study-
was
something
that
was
originally
kind
of
part
of
our
community
initiatives.
Programming
and
we
moved
it
up
here.
That's
why
that
first,
one
and
I'll
correct
this
in
your
packet,
but
that
first
one
that
says
a
hundred
thousand
had
already
at
fifty
thousand
in
it.
So
the
ongoing
the
change
item
really
is
275.
C
It
includes
the
apart
from
the
minimum
wage
study,
and
one
of
the
things
I'll
say
is
that
we
had
initially
talked
about
fifty
thousand
dollars
for
our
minimum
wage
study
impact.
Just
as
a
start,
I'll
say
that
the
RFP
is
out.
We
had
really
tremendous
engagement
with
our
stakeholders
and
our
workplace
partnership
group
on
what
that
would
look
like
and
what
we
heard
was.
We
really
need
some
information
on
surveys
and
focus
group
for
individual
businesses
and
that's
why
we
use
that
community
initiatives
funding
money
to
augment
the
minimum
wage
impact
study,
I
just.
E
Thank
you,
mister
chair.
You
know
something
that
would
help
me
in
thinking
about
this,
and
I
don't
know
if
there
are
other
position
addition
to
department
is.
I
would
like
to
see
an
organizational
chart
that
reflects
staffing,
so
I
think
you
have
an
organizational
chart
which
reflects
how
you
think
about
the
functions
within
the
coordinators
department,
but
I'd
like
to
see
one
that
reflects
staffing
and
supervision
and
where
what
that
looks
like
today
and.
F
E
C
Quincy
a
compliment
vice
president
clinton.
Absolutely
we
can
certainly
get
that
to
you,
I'm
making
my
way
round
to
that
administrative
creation
of
the
fort
FTEs.
One
of
the
reasons
I
speak
of
it
in
those
terms
is
that
they're
not
necessarily
new
positions.
It
is
intended
to
do
a
variety
of
things.
It
will
allow
us
to
permanently
hire
a
detail
that
we
have
from
the
clerk's
office
either
evident,
as
many
of
you
know
has
been
working
with
us
for
a
while.
C
Now
it
is
frankly
a
resource
that
we
hope
and
we've
had
conversations
with
igr
to
share
as
well.
There
is
some
interest
in
some
overlap
and
doing
some
research
and
policy
in
that
area.
This
will
be
our
hopefully,
our
last
match
requirement
under
the
Bloomberg
grant
to
bring
in
the
innovation
team
director
into
general
fund
fold.
So
we're
hoping
to
do
that.
C
And
that
is
work
that
we
have
done
with
procurement.
But
it
will
also
just
allow
departments
to
for
us
to
really
better
maintain
and
keep
track
of
those
resources,
those
contractual
resources
to
be
move
forward.
So
our
office
has
been
doing
more
and
more
master
contracts,
and
that
will
assist
because
currently
we
have
not
upped
our
administrative
capacity
for
quite
a
few
years
and
then
the
last
one
is
to
create
a
permanent
position
that
was
previously
filled
by
three
interns.
C
Previously
we
had
three
interns
doing
some
results,
work
with
the
amount
of
work
and
the
evolution
of
results
going
forward.
That
is
not
a
sustainable
model
and
we
opted
to
hire
someone
permanent
and
needed
to
account
for
that,
as
well
through
the
budget
process.
Thank
you,
but
certainly
we'll
get
you
an
organizational
chart
in
that
way.
If.
A
G
You
mr.
chair,
this
may
be
more
of
a
question
for
the
finance
office,
but
I
wondered:
are
these
positions
so,
for
example,
the
one
that
was
on
loan
from
the
clerk's
office
or
rec
services
are
those
FTE
is
still
reflected
in
those
departments?
Budgets,
or
is
this
like
moving
that
those
FTEs
into
the
coordinators
office
permanently.
H
You
mr.
chair,
in
the
past
five
years,
the
clerk's
office
is
growing
from
nine
FTE
to
under
this
proposed
budget.
Twenty-Seven,
so
a
tripling
of
staff
and
I'm
wondering
is
there
more
context
around
where
those
positions
are
at
I
know,
for
instance,
with
results.
Minneapolis
I
feel
like
it's
actually
taking
a
step
back
over
the
years
and
we
have
less
insight
in
transparency,
around
performance,
metrics
and
so
I'm
wondering
you
know
where
the
disconnect
is
on
that
and
where
the
staff
are
chair.
C
Quincy
council,
member
Johnson,
I
I
can't
account
for
the
past
years
as
I
have
not
been
here
necessarily
in
for
all
of
it,
but
I
will
say
that
in
the
past
the
amount
on
complexity
of
the
interpretive
initiatives
that
have
come
to
the
coordinators
office
has
not
been
the
case.
This
accounts
for
things
like
the
inclusion
of
equity
into
our
work
space
and
the
two
managers
that
we
have
it
accounts
for
increases
in
as
sustainability
has
grown
over
time.
C
Results
has
traditionally
been
staffed
by
pronoun,
predominantly
interns,
and
so,
as
that
grew
there
were
two
folks
in
permanent
positions
and
then
augmented
by
interns.
I
think
results
in
particular
is
one
where
we
certainly
have
heard
comments
about
how
we're
changing
results
and
what
that
looks
like
I'll
say
that
as
we
look
at
some
of
our
highlights
and
the
constituents
I
would
differ
in
terms
of
taking
a
step
back
and
I
respectfully
would
say,
I
think
we're
moving
we're
just
moving
forward
differently.
I
think
that
we
have
done.
C
We
have
emphasized
and
there's
a
request
of
council
added
city
goal
results
to
that
and
last
year
we
were
able
to
do
10
city
goal
results
and
those
just
take
an
inordinate
amount
of
time,
because
it
involves
some
external
stakeholders.
We
have
I'll
admit
that
we
have
been
thinking
a
lot
about.
How
do
we
evolve
results?
We
have,
in
my
estimation,
in
the
past,
really
focused
on
sort
of
widgets
and
counting
our
activities,
and
we
want
to
make
results
something
different
and
we
have
actually
worked
with
what
works
cities
in
the
past
to
think
about.
C
How
do
we
actually
get
departmental
work
sourced
in
tableau
and
so
that
we
can
put
that
out
outward
facing
not
just
internal
facing
and
think
about
what
that
looks
like
some
of
what
we
call
results
are
perhaps
not
what
traditional
folks
would
think
about
our
results,
so
the
spend
diversity
dashboard,
the
EEO,
our
results,
staff
has
been,
who
wants
to
put
that
together
and
the
source
set
out
and
those
would
be
external
facing.
So
those
are
also
part
of
that
transparency.
C
C
And
move
on
to
our
partnerships,
initiatives
proposal
that
is
a
proposal
for
$300,000
and
I'll
note
in
it's
not
showing
up
here
on
the
screen,
but
that
last
sentence
I
would
strike
from
your
packet,
which
is
a
proposal
for
mph
a
that
comes
separately
in
a
separate
slide.
So
it
was
not
it's
not
intended
to
be
part
of
the
partnership
proposal.
So
our
proposal
requests
for
$300,000.
C
We
have
traditionally
have
$100,000
in
city,
wise
partnerships.
If
you'll
recall
last
year,
we
had
done
a
study
and
spoken
about
to
make
sure
we
actually
partnered
with
finance
to
make
sure
that
our
partnerships
were
compliant
with
public
purpose
doctrine,
and
we
have
done
that
as
we
move
forward
and
we
are
continuing
to
work
with
finance
to
be
ever
vigilant
about
what
that
looks.
Like
there's.
C
A
hundred
and
twenty-five
thousand
dollars
proposed
in
this
year's
budget
for
Greater
MSP
funding
that
had
been
reduced
in
last
year's
budget
and
then
$75,000
for
immigrant
and
refugee
support
funding.
As
we
move
forward,
part
of
that
came
from
last
year's
budget
and
really
in
conversation
with
stakeholders,
real
I
think
that
that
need
was
greater
than
what
was
originally
thought
of.
So
we
wanted
to
make
sure
that
we
captured
the
$75,000
in
this
year's
budget.
We.
A
C
E
E
How
did
as
I
understand
actually
from
someone
from
another
city
who
contacted
me,
we
did
end
up
providing
or
someone
did
some
funny
into
greater
MSP,
and
maybe
you
can
just
give
me
an
overview
of.
Was
there
contribution
into
greater
MSP
this
year
and
then
is
the
125
kind
of
what
historically
we
have
had
or
what
is
the
125
reflect
see.
B
Sure
Quincey
councilmember
Lydon,
my
understanding
is
that
correct.
When
the
fee
for
the
greater
MSP
membership
was
reduced
in
last
year's
budget,
there
were
specific
arrangements
that
were
made
on
a
more
service
level
agreement.
There
was
a
scope
of
work
that
was
developed
with
Radar
MSP
that
allowed
them
to
continue
to
work
on
specific
projects
and,
let's
handle
through
the
CEPA
department.
So
we're
happy
to
give
that
information
to
you
after
this
meeting,
but.
E
Scopes
of
work,
correct,
okay,
so
thank
you
and
I
would
just
like
to
get
a
little
bit
more
information
on
how
what
that
was.
And
then
how
did
that
work?
So
I
guess
that's
a
question
for
seedbed
and
then
I
would
like,
since
they
I'd
like
to
know
why
we
are
seeing
this
now
in
the
coordinators
budget,
when
si
ped
has
traditionally
been
providing
the
oversight,
and
they
also
have
all
the
economic
development
kind
of
worked
there
and
how
we're
analyzing,
whether
you
know
this
this
amount
and
and
all
that.
B
H
E
See
ped
and
there
seems
to
be
a
little
bit
more
back
and
forth
as
there
sometimes
is
with
many
of
these
I
call,
this
more
membership,
I
guess
they're
kind
of
telling
us
if
we
want
to
be
a
member
we
pay
but
I
think
in
the
end
the
question
is:
who
has
the
knowledge
to
make
sure
the
membership
is
worthwhile
and
that
we're
getting
services
for
the
membership
and
whatever?
That
is?
E
And
so
that's
a
little
bit
more
my
question
so
I
guess
some
of
those
seems
like
that's
more
specific
questions
to
see
ped
about
what
happened
last
year,
and
what
do
we
think
is
the
ongoing
value,
unless
you
have
more
to
add
on
that
one
I,
don't
okay,
then
my
other!
This
is
more.
Maybe
a
question
or
comment
around
the
immigrant
and
refugee
support
funding.
E
E
A
A
B
H
You
manager,
counselor
I'm
good.
Thank
you
mr.
chair
I
would
be
very
interested
in
having
greater
MSP,
sit
down
and
explain
with
me
the
value
and
what
they
deliver
for
the
city
and
I
thought.
Last
year,
when
I
co-authored
the
cut
the
greater
MSP,
they
made
it
clear
that
I'd
like
to
hear
that
from
them,
but
there's
been
zero
outreach,
no
outreach
whatsoever
from
them
in
order
to
sit
down
and
explain
what
value
they
have
provide
to
the
city
and
I
know
we're
not
alone
in
questioning
that
st.
H
Paul
question
that
they
found
that
they
had
spent
six
hundred
and
twenty
five
thousand
dollars
on
greater
MSP
and
maybe
could
account
for
about
seven
jobs
created
over
five
years
for
$625,000
I
also
have
concerns
as
well
about
an
organization
that
in
2015
paid
over
$800,000
to
their
CEO
for
a
22
person
organization.
This
isn't
some
large
corporation
and
I,
don't
know
when
you're
receiving
public
funds.
Why
and
how
you
could
justify
that
kind
of
pay.
H
So,
for
an
organization
that
is
tasked
with
selling
the
Twin
Cities,
they
don't
seem
to
be
putting
in
a
lot
of
effort
to
sell
themselves,
and
so
I
have
serious
concerns
about
that.
I'd
still
like
to
hear
from
them
and
hear
this
funding,
justified
and
I
know.
In
fact,
a
colleague
gave
me
the
other
day.
H
Michael
Langley's
phone
numbers
I
could
certainly
pick
up
the
phone
and
call
him,
but
it
seems
kind
of
weird
when
we
are
providing
the
funding
that
we
have
to
go
out
of
our
way
to
just
try
to
understand
what
the
value
is
and
what
they
do
and
I
know.
They've
done
some
projects
for
us
this
year.
It
sounds
like
that
might
even
be
contracted
outside
of
this
hundred
and
twenty
five
thousand
dollars,
and
so
that's
another
piece
I'd
like
to
understand
is:
do
we
have
that
option?
I
Thank
You
mr.
chair,
it's
just
to
update
councilmember
Glidden,
because
I
have
had
the
opportunity
to
talk
to
council
member
Johnson
after
we
reduced
their
funding
and
I
was
the
other
person
that
moved
to
do
that
with
council
member
Johnson.
We
had
a
series
of
meetings
with
greater
MSP.
There
were
at
least
three
council
members
in
those
meetings
or
quorum
reasons.
I,
don't
think
more
were
in
those
meetings.
I
We
hashed
out
that
they
were
going
to
be
doing
work
in
the
city
and
documenting
it
through
a
contract
which
did
happen
with
see
ped,
and
they
have
been
tasked
going
forward
with
working
on
a
number
of
projects
in
the
city
that
are
beneficial
to
the
city's
goals.
They
offer
harbor
terminal
leasing
being
one
of
them,
so
if
they
can
in
fact
be
helpful
in
making
sure
that
the
upper
harbor
terminal
project
is
successful,
that
would
be
good
in
addition
to
that,
the
bastard
creek
valley,
RFP
exclusive
development
rights,
has
run
out.
I
So
now
we
have
this
property
with
no
exclusive
development
rights
that
they're
also
marketing.
Now
that
does
not
make
up
for
the
fact
that
they
haven't
talked
to
anyone
else.
They
should
talk
to
everyone
else,
and
certainly
I
would
did
not
encourage
them
not
to
talk
to
anybody
else.
I'm
one
person
of
13
and
they're,
not
working
in
my
ward,
so
I
did
pass
on
Mike
Elena's
phone
number,
but
I
think
it
would
be
helpful
if
the
city
coordinator
also
spoke
with
them
and
let
them
know
there's
a
number
of
council
members.
E
Mr.
chair
well,
I
will
say
that
was
very
helpful,
a
lot
more
information
as
kinda.
What
I
was
looking
for?
Those
projects
all
makes
sense.
I
guess
one
question
that
I
would
have
is,
it
seems
like
this
was
actually
a
important
year,
just
to
kind
of
document
a
little
bit
more.
What's
the
value
provided
and
so
I'm
one
question
I
would
have
is:
is
this
the
right
mechanism
to
ensure
kind
of
that
relationship
continues,
especially
because
it
is
a
big
membership
participation?
E
You
know
again
the
whole
concept
or
not
the
whole,
but
a
big
part
of
the
concept
was
that
we
would
have
an
entity
that
we
would
participate.
It
was
sort
of
cut
out
some
of
that
competing
against
ourselves
work,
especially
for
me
being
a
more
major
employer.
So
thanks
that
was
helpful.
A
couple
outstanding
questions
and
I
think.
A
A
Even
if
it's
long
term
and
more
even
on
consulting
or
lobbying
or
communications
or
actual
sales,
but
that
reflects
a
lot
of
the
work
across
the
enterprise
on
a
lot
of
strategic
partnerships
that
we
have
and
membership
organizations.
If
you
will
so
that's
one
of
the
things
that
we're
always
conscious
of
I
know,
finance
has
been
really
diligent
about
making
sure
that
we're
not
casting
those
in
light
in
terms
of
a
membership.
A
We're
looking
for
actual
services,
so
I
appreciate
that
those
comments
have
been
made,
because
we
are
looking
for
outcomes
and
making
sure
we're
hiring
the
right
partners,
because,
if
there's
a
opportunity
to
do
RFPs
for
with
different
people,
either
to
save
money
or
to
have
better
outcomes,
those
should
be
available
in
general.
That's
just
a
general
comment
not
directed
towards
any
one
item,
not
seeing
any
other
questions.
I
just
want
to
remind
people.
A
C
Quincy
and
councilmembers
I
just
want
to
make
note.
Thank
you
for
your
comments.
It
seems
like
an
appropriate
next
step
would
be
to
convene
cpad
and
have
some
additional
conversations
about
it
and
we'll
make
sure
to
get
some
additional
information
or
could
be
in
those
meetings.
Our
next
item
is
citywide
events.
C
It
is
not
a
surprise
that
we
continue
to
be
attracting
and
hosting
Superbowl
is
soon
to
be
amongst
us,
and
our
operational
partners
remind
us
that,
often,
as
they
are
working
hard
to
endeavor,
that
it
is
a
success,
but
we
are
also
working
on
other
things,
such
as
NCAA
and
sort
of
thinking
about
the
World
Cup.
We've
also
started
to
think
about
non
sporting
events
like
the
Americans
for
the
Arts
conference
and
the
echo
district
summit
to
see
if
that's
a
potential,
so
this
is
something
that
continues.
C
Our
request
in
this
area
is
a
one-time,
$15,000
request.
It
really
is
in
terms
of
focused
on
the
Super
Bowl
for
ancillary
or
some
immediate
monies.
There
are
times
when
we
may,
in
the
heat
of
the
moment,
need
to
spend
some
monies.
They
will
be
reimbursed
by
the
Super
Bowl
committee,
and
this
has
been
conversations
that
we've
had
with
them.
C
Our
next
change
item
proposal
is
enterprise
engagement
services.
If
you'll
recall,
we
launched
last
year
an
engagement,
design
team.
It
is
a
multidisciplinary
group
that
really
provides
one-stop
services
and
advice
and
consultation
to
departments.
It
is
another
way
that
we
try
to
add
value
to
our
departments
throughout
the
enterprise
since
its
launched
it
has
successfully
assisted
in
18
projects,
including
sips,
a
sick
and
safely
target
market
program.
Several
public
works
projects.
C
Outreaching
you'll
hear
from
them
as
well
as
well
as
some
perspective
and
some
techniques
from
whether
it's
our
creative
world
or
creative
advocates,
who
have
some
engagements
that
is
kind
of
out
of
the
box
or
looking
at
things
from
a
racial
equity
lens
to
make
sure
that
we
are
engaging
those
communities
that
sometimes
are
not
often
engaged.
This
is
the
place
for
that
and
working.
E
G
E
Ended
up,
I,
believe
kind
of
helping
those
initiatives,
kind
of
be
more
mo,
rounded
help
staff,
maybe
think
in
ways
they
hadn't
thought
for,
if
they're
in
charge
that
initiative
I
think
the
other
side
to
that
is
not.
Everybody
feels
like
as
hooked
into
this
as
maybe
they
should
or
could
be.
So
maybe
that's
a
little
bit
more
of
the
marketing
to
department
heads
about
when's
that
right
moment
to
use
that
I,
don't
know
how
that
happens.
E
C
C
There
have
been
initiatives
and
projects
that
needed
some
outreach
in
some
engagements
and
departments
themselves
had
not
had
that
budgeted,
and
certainly
municipal
minimum
wage,
and
perhaps,
as
we
think
about
the
men
I
mean
the
safe
and
sick
leave
and,
as
we
think,
about
minimum
wage,
that
has
been
a
place
that
we
have
used
some
of
those
funds
to
augment
some
outreach.
So
we
will
be
using
that,
for
some
of
the
to
create
the
minimum
wage
were
a
website
that
was
that
civil
rights
created
that
need
some
funding
to
make
that
happen.
C
That
is
where
we
have
this
pool
of
money.
That
is
an
appropriate
use
for
all
the
enterprise,
because
there
are
things
like
welcoming
weeks
that
had
not
been
budgeted
for.
In
last
year's
budget
came
about
this
year's
budget.
We
were
able
to
use
those
pool
of
funds
to
use
that,
so
that
is
where
we've
used
the
money.
It
is
not
necessarily
designated
to
a
particular
project,
but
throughout
the
years
projects
come
I.
G
You
mr.
chair
I
just
wanted
to
comment
that
I
have
also
seen
this
come
up
a
lot
in
different
meetings
for
projects
that
I've
been
involved
in
actually
particularly
public
works
projects,
and
just
wanted
to
note
that
I
think
a
lot
of
what
we're
seeing
in
these
proposals
from
the
coordinators
office
are
the
results
of
what
we're
asking
the
department
to
do
as
policy
makers
and
members
of
the
community
and
other
departments
in
the
city.
So
it
feels
like
every
time
we're
the
last
staff
directions
coming
out
of
this
council.
G
I,
don't
know
if
we're
tracking
them,
but
it
seems
like
they
always
are
landing
in
the
coordinators
office
or
at
least
you're
in
the
list
of
the
many
departments
that
are
named
I
would
actually
be
interested
to
know
if
we
have
a
list
of
the
staff
directions
that
you
are
working
on,
but
just
again
wanted
to
sort
of
highlight
that
I
think
this
is
not
something
like
the
coordinators
office
is
coming
up
with.
This
is
a
response
to
a
demand
that
we
are
giving
you
as
policy
makers
and
other
staff
and
departments
share.
C
Quincy
councilmember
bender
I
appreciate
that
I
think
you're,
absolutely
right
that
as
we've
gotten
more
more
complex
and
been
asked
more,
we
certainly
have
been
trying
to
find
more
efficient
ways
to
do
that.
I'll
just
note
that
we
do
in
fact
have
a
list
and
we're
tracking
those
staff
directions.
There
were
45
just
last
year
alone
that
has
been
increased,
we've
been
tracking
them
as
of
this
term,
and
so
there's
over
a
hundred
and
twenty
I
think
about
staff
directions
over
the
past
four
years
to
the
coordinator
department
as
a
whole,
but.
J
Right
I'm
Way
over
here
I,
so
I'd
like
to
get
a
copy
of
that
list,
and
maybe,
if
you're,
also
tracking,
when
they
were
introduced
in
those
things
that
would
be
really
informative
because
I
know
there
are
a
lot
out
there
of
the
staff
directions.
I
also
think
that
this
engagement
services
function
has
been
very
valuable.
I
have
to
say
that
one
of
the
things
that
I
thought
was
best
about
it
was
we
took
expertise
of
existing
staff
and
we
got
them
together
in
a
room.
J
We
were
leveraging
what
we
were
already
paying
for
to
bring
greater
value
to
it.
It
seems
to
me
in
a
in
a
perfect
world
if
we
wanted
to
do
an
initiative
and
we
thought
it
would
take
extra
money,
we
decided
to
put
the
extra
money
into
it
or
that
department
who
has
the
project
is
coming
forward.
It's
not
the
council
and
they'd
say
oh.
This
is
really
valuable.
J
I
need
to
do
this
and
oh
you're
going
to
need
a
new
website
and
they
have
to
find
it
in
their
budget
or
come
to
the
council
to
get
it
in
their
budget.
So
I'm
a
little
bit
concerned
about
a
floating,
80,000,
one-time,
flexible
fund
that
will
go
to
them.
I,
don't
know
what
the
most
savvy
initiative
to
get
into
there
and
onto
the
plate
and
come
through
that.
So
if
there
was
kind
of
a
you
know,
we
a
lot
of
departments.
J
We
have
to
pay
pay
in
to
get
services
even
from
coordinator
different
divisions
and
departments
and
there's
we
call
rate
models
or
other
things
like
that.
So
maybe
that's
a
different
way
to
think
of
that.
I
just
wanted
to
make
that
point,
because
I
think
it
we
should
be
expected,
maybe
to
put
some
money
forward.
If
we
really
think
it's
going
to
take
more
and
I
know.
C
Sure
kwang-soo
councilman
Gordon
I
I
note
that
we
do
have
that
staff
Direction
speaks
to
the
the
date
in
which
it
was
introduced
and
we're
trying
to
track
when
it
was
completed
or
if
it
was
completed
or
not,
because
we
know
there's
some
outstanding
items
there
as
well
and
as
for
the
engagement
design,
monies
or
the
enterprise
communications
money
we
said.
I
want
certainly
wouldn't
want
to
leave
the
impression
that
yeah
that
we
don't
push
departments,
we
don't
fund
everything
that
is
being
suggested.
C
We
up
the
pool
of
money
only
goes
so
far,
but
for
things
like
the
complex,
safe
and
sick
time
for
which
monies
were
not
allocated.
That
was
something
that
we
really
needed
to
take
some
stock
in
and
figure
out
how
to
do
that
or
the
welcoming
week
so
forth.
So
we'll
we
are
those
monies
and
the
expenditures
come
up
dispenser
or
myself
directly
to
to
see
if
those
are
approved-
and
we
certainly
will
continue
to
think
about
different
ways
in
which
to
do
that.
C
Our
next
change
enhancement
proposal
comes
to
us
really
from
mph
a
they
had
requested
in
the
mayor's
budget,
a
security
enhancement
and
their
budget
flows
through
ours.
Their
change
amount
item
was
a
hundred
and
twenty-five
thousand
dollars
ongoing
for
continuing
to
increase
security
at
various
public
housing
residences.
C
There's
a
change
item
request
for
a
hundred
and
fifty
five
thousand
dollars
in
one
time,
and
that
goes
into
a
variety
of
buckets.
The
increase
in
the
growth
and
awareness
of
racial
equity
has
certainly
been
prevalent
throughout
all
our
work.
We
continue
to
sort
of
move
now
more
towards.
We
continue
to
create
awareness
and
education.
I
think
we've
created
good
foundation.
We
want
to
really
start
to
get
into
figuring
out
how
to
embed
this
into
the
fabric
of
the
city's
work.
We
are
requesting
fifty
thousand
dollars
to
support
departmental
efforts.
C
We
are
leveraging
our
relationship
with
care
to
both
increase
staff
and
we're
doing
targeted
increase
of
staff
capacity.
We
now
have
racial
equity
coordinators
that
are
led
by
our
manager
of
equity
and
inclusion.
Joy
mark
Stevens
and
we
have
created
a
racial
equity
steering
committee,
so
those
additional
fifty
thousand
dollars
will
continue
to
increase
capacity.
The
goal
for
that
will
be
that
they
then
can
work
across
and
throughout
the
enterprise
to
build
depart.
Mental
capacity
departments
have
on
their
own
continue
to
do.
Trainings
continue
to
develop
their
own
capacity,
and
we
want
to
augment
that.
C
So
that
is
that
proposal
for
that
$50,000
we're
also
seeking
one-time
funding
with
relations
to
the
promise
zone
work.
The
promise
own
work
is
place-based.
As
that
moves
forward.
We
are
looking
to
support
the
hiring
of
a
project
consultant.
If
you
recall
the
promise
zone,
we
have
a
manager
that
of
equity
and
inclusion
that
is
focused
on
the
chromosome,
but
no
additional
full-time
staff.
We
have
some
vistas
that
come
with
the
AmeriCorps
grant
program,
which
have
been
great,
but
we
would
like
to
now
continue.
We
have
focused
on
with
cpad
and
with
the
I-team.
C
There's
an
additional
$25,000
in
our
budget
request
from
the
mayor
that
it
will
allow
us
to
implement
recommendations
that
stemmed
from
previous
work
last
year.
Policy
link
was
here,
did
a
series
of
interviews.
They
worked
as
part
of
their
policy
links,
equitable
economic
development
Fellowship,
which
is
worked
in
tandem
with
seedbed.
They
really
focused
their
efforts
on
the
promise
zone
and
had
a
series
of
recommendations,
and
so
in
conversations
both
with
mayor
with
the
promise
zone
and
with
cpad
have
talked
about.
C
How
do
we
forward
that
work,
and
so
there's
an
additional
$50,000
I
mean
an
additional
$25,000
that
would
be
allocated
for
that
purpose,
and
then,
finally,
we
have
a
request
for
$15,000
to
support
to
continue
to
support
the
trans,
equity,
Summit
and
related
annual
events.
This
support
has
really
helped
us
continue
move
forward.
The
great
work
that
had
been
started
previously
in
the
city-
we
just
had
our
fourth
annual
summit
and
you'll,
see
in
this
slide.
C
As
we
look
at
some
of
the
results
held
that
has
grown
through
the
years,
we
did
not
have
dates
for
participants
for
2014
when
this
first
started,
but
clearly
that
has
gone
up.
We
had
a
successful
summit
and
we
continue
and
believe
in
finding
different
alternatives,
including
the
trans
equity
council,
to
give
voice
to
our
trans
equity
and
transgender
and
gender
non-conforming
community.
E
E
Just
I
guess
I
feel
like
a
little
separated
from
kind
of
what's
happening
there,
especially
with
the
change
in
administration
and
knowing
that
kind
of
the
the
the
framework
was
set
up
to
hopefully
position
the
city
to
be
more
competitive
for
federal
funding
opportunities.
That
would
then
be
able
to
accelerate
whatever
was
kind
of
the
ground
game
that
was
happening
probably
using
the
wrong
words,
but
essentially
kind
of
using
community
influencers
and
many
members
to
help
recommend
you
know
kind
of
a
framework
of.
E
Supports
that
either
exist
or
that
community
wishes
exist
in
that
place
again.
Looking
for
additional
funding
to
kind
of
accelerate
that
work,
and
so
this
may
be
something
we're.
Also
just
kind
of
a
follow
up
would
be
helpful,
but
I
just
I
have
wondered
you
know,
should
we
continue
I've,
just
and
I
know.
I've
raised
this
to
you
privately,
so
I
just
want
to
say
it
here.
I
I
just
wondered
about
our
continued
investment
in
the
promise
zone
and
I
just
I'm
open
to
it.
E
I
just
need
to
understand
better
kinda
how
it's
being
used
as
opposed
to
how
we
need
kind
of
overall
investment,
just
in
the
more
focused
work
of
the
equity
and
inclusion
office
supporting
the
enterprise,
and
here
we
have
a
proposal,
that's
enhancing
our
work
around
the
promise
zone
and
again
that
may
be
absolutely
right.
I
just
want
to
make
sure
I'm
understanding
how.
C
Sure
Quincy
Council
vice
president
Glidden
I,
appreciate
it
I
know.
We
certainly
have
had
that
opportunity
to
talk
about
this
in
the
past.
I
would
say
that
we
certainly
do
live
in
uncertain
times,
and
we
don't
know
what
this
federal
administration
will
do
in
the
future
on
this
I
know
that
we
continue
to
work
with
the
federal
administration
and
grants
are
flowing
both
to
us
and
to
our
other
partners.
C
We
have
a
list
on
this
slide,
just
to
give
you
a
sense
of
some
of
the
funding
opportunities,
although
I
have
not
had
this
broken
down
by
year
and
I'm
happy
to
follow
up
with
that,
but
on
that
I
know
that
we
are
currently
in
the
midst
of
trying
to
get
a
revolving
loan
fund
project
moving
through
with
the
federal
government.
We
have
actually
have
our
HUD
partner,
who
sits
with
our
promise
zone
manager
over
at
neons
offices.
C
They
have
also
made
the
request,
and
they
are
pushing
the
federal
administration
to
say
is
this
something
that
you
will
continue
to
fund
in
the
future
or
support
in
the
future,
and
that
is
still
up
in
the
air.
But
for
now
our
promise
zone,
just
like
other
promise
zones,
continues
to
move
forward.
More
importantly,
I
would
say,
and
what
I
signal
to
some
of
our
staff
and
I
think
we're
good
at
headed
in
this
direction.
C
Is
that
the
promise
of
the
promise
zone,
at
least
for
me
personally,
when
I
was
involved
in
it
at
both
in
rec
services
and
now,
is
that
we
made
a
commitment
as
a
city
to
North,
Minneapolis
and
I
know
many
of
us
share
that?
How
do
we
move
our
departments
to
say
this
is
what
we're
going
to
do
in
North
Minneapolis.
This
is
how
we're
going
to
continue
to
do
that
effort.
C
Frankly,
I
think
that
happens
with
or
without
a
promise,
zone,
designation
and
should,
and
so,
but
I
do
think
that
the
preference
points
continue
to
move
forward,
at
least
at
this
point
until
we
know
differently
or
here
differently.
This
is
a
10
year
program
and
it
has
been
a
way
to
get
some
preferential
points
in
doing
some
grants,
but
we
can
certainly
follow
up
with
you
on
what
that
looks.
Like
I'll.
C
E
E
C
Turn
to
our
next
change
items,
there
no
questions,
and
that
is
sustainability
and
I'm
gonna
break
that
out
in
two
parts
or
perhaps
I'll
just
call
this
sustainability
as
it
deals
with
the
folks
in
our
office.
Specifically,
this
change
item
is
for
one
hundred
and
ninety
thousand
dollars
ongoing,
and
it
is
aimed
to
provide
a
variety
of
things
to
continue
to
support
the
clean
energy
partnerships
work
implementation.
There
is
a
lot
of
administrative
work
moving
this
forward.
C
There
is
a
lot
of
staff
time
doing
this
and
we
asked
for
$30,000
to
augment
the
administrative
support
that
goes
with.
Following
up
the
work
chairing
these
meetings
and
so
forth.
We
are
asking
$70,000
to
provide
support
for
administrative
and
technical
assistance
for
our
large
buildings,
energy
benchmarking
requirements.
This
has
traditionally
been
one-time
contract
work
and
we
want
to
make
sure
that
that
we
continue
to
have
this
work
in
the
city
for
which
we
would
not
be
able
to
move
this
work
forward,
and
we
have
done
tremendous
and
we'll
see
some
slides
in
a
minute.
C
Tremendous
work
as
we
continue
to
see
the
progress
of
that
with
where
417
of
our
largest
buildings
are
already
required
to
do,
that.
That
represents
70%
of
our
commercial
building
space
in
the
city
and
15%
of
the
youth
of
the
city's
overall
gas
emissions.
So
that
is
important
work
that
we
want
to
kind
of
continue
to
move
forward.
We
want
to
continue
to
support
the
work
of
our
local
food
policy
and
homegrown
Minneapolis
metrics.
C
Currently
we
have
one
staffer
who
does
all
of
this
work
as
that
moves
forward,
but
really
to
support
some
of
the
this
new
approach
to
put
performance
outcomes
and
metrics
to
some
of
that
policy
work,
the
development
of
the
farmers
markets
of
Minneapolis
collaborative,
and
we
have
some
additional
monies
that
are
going
to
some
partnerships
that
we
have
with
C
ped
on.
Excuse
me
on
soil
testing
and
compost
garden
pressed
in
our
farmers
market
work
as
well,
so
that
is
additional
work
that
is
ongoing
and
that
we
want
to
make
sure
that
we
support.
C
Our
final
work
is
to
provide
critical
support
for
the
green
zones
initiatives.
We
were
lucky
enough
to
receive
some
money
for
our
southern
green
zones
by
way
of
grants,
but
I
know
that
we
have
council
approval
for
a
northern
green
sods
or
the
formation
of
the
northern
green
zones.
We
want
to
be
able
to
support
that
and
we
request
$40,000
to
help
coordinate.
As
many
of
you
know,
these
green
zones,
meetings
and
initiatives
are
really
staff.
C
Intense
of
our
the
person
Kelley
Millman,
who
is
heading
than
Southern
green
zones,
really
will
be
focused
almost
wholly
on
the
southern
green
zones
work,
and
in
order
to
get
all
the
stakeholder
and
community
involvement,
we
really
need
some
additional
assistance.
As
we
look
to
our
northern
green
zones
moving
forward.
C
C
Look
to
my
colleagues
in
finance
I'm
going
on
my
slide.
It
says
one
time
so
ologies
for
that
it,
but
is
ongoing.
That
is
tied
to
raising
utility
franchise
fees
by
half
percent
and
the
revenue
that
will
come
from
that.
I
know
that
this
is
it's
still
in
conversations
about
how
the
money
will
be
spent
in
the
process
by
will
it
bill
be
fed
spent.
C
But
if
the
franchise
fees
increase
is
approved
by
council,
then
revenue
soared
out
will
be
something
that
we
can
use,
hopefully
to
continue
to
advance
some
of
the
work
that
the
city
has
already
established
in
renewable
energy
use
or
clean
energy
activities
in
general.
So
I
know
that
that
is
something
this
is
somewhat
of
a
placeholder,
but
it
is
part
of
our
budget
proposal.
C
That
is
traditionally
not
just
about
air
quality
or
land
quality,
but
also
about
house
cost
burden,
house
and
home
ownership
and
so
forth,
and
so
green
zones.
I
think
is
a
great
example
of
that
and
some
of
our
great
work
plan
I'll
note
that
there
are
23
new
collaborative
activities
that
have
been
proposed
for
the
new
2017-2018
work
plan,
and
so
again,
funding
in
support
of
our
sustainability
staff
will
continue
to
have
us
align
and
move
forward.
Our
next
proposal
has
to
do
with
arts,
culture
and
the
creative
economy.
C
We
seek
$100,000
one
time
and
the
creative
City
Challenge
initiative.
It
was
conceived
as
a
showcase
for
local
artists,
talent
and,
obviously,
in
the
past,
has
been
held
either
in
the
convention
center
or
this
year
on
the
Commons.
That
work
is
well
underway.
We
think
it
is
valuable
work
to
supply
the
platform
and
do
an
annual
public
arts
competition,
and
so
we
asked
continued
support
for
that
challenge.
We
also
are
trying
something
new
this
year
and
there
is
an
addition
of
a
$22,000
poet
laureate
pilot
progress,
pilot
program.
C
Sorry,
we
know
that
this
intersection
of
arts
and
civic
engagement
has
been
critical.
It
is
something
that
came
out
through
part
of
the
creative
city
work
Road
map.
We
have
heard
that
the
spoken
word
and
that
poetry
is
another
medium
by
which
we
see
art
and
we
see
architecture,
but
we
perhaps
don't
highlight
the
spoken
medium
as
much
as
we
can.
C
We
have
seen
in
other
cities
that
they
have
used
a
poet
laureate
program
to
highlight
their
city
and
to
connect
their
residents
to
the
city
in
which
they
live,
and
we
are
taking
some
note
of
what
that
looks,
in
particular,
like
Philadelphia's
program
and
decided
to
try
to
create
a
poet
literate
program
and
test
that
out
for
next
year.
Our.
C
Next
request
is
a
housing
policy
coordinator.
This
is
a
request,
I
believe
in
the
mayor's
budget,
really
to
think
about
housing,
stability
in
new
and
different
ways.
I
know
it
is
a
conversation
that
has
come
up
in
C
peds
proposal
as
well,
and
perhaps
it
is
something
that
needs
to
shift
in
terms
of
whether
it
is
housed
in
our
department
or
in
C
pad.
The
goal
of
the
housing
policy
coordinator,
however,
is
aimed
at
really
focusing
and
targeting
what
our
citywide
efforts
at
housing.
Stability
is.
C
Housing,
stability
doesn't
live
in
just
one
department;
it
is
something
that
is
a
province
of
C
pad
reg
services
and
the
tenant
work
that
they're
doing
is
also
part
of
it,
as
is
civil
rights,
and
so
I
believe.
That
is
one
of
the
reasons
that
originally
the
housing
policy
coordinator
was
thought
to
be
in
the
coordinators
office,
but
certainly
happy
to
support
this,
no
matter
where
it
lives.
C
And
I
believe
our
final
proposal
is,
you
must
be
tired
of
hearing
from
me
is
our
downtown
mobility
plan
assessment
proposal.
It
is
a
$25,000
one
time
proposal
and
really
following
up
on
some
of
the
work.
I
know
again
that
you
heard
this
as
part
of
regulatory
services
budget
proposal
as
they
are
getting
some
additional
traffic
control
agents
or
code
enforcement
agents
and
traffic
control.
For
this,
a
lot
of
this
work
has
really
been
focused
on.
C
How
do
we
make
our
downtown
safer
and
part
of
that
work
has
to
do
with
traffic
flow
and
making
sure
that
there
is
no
gridlock,
as
people
are
leaving
downtown
and
bar
closing?
At
night
there
had
been
a
consultant
and
somebody
that
we
use
often
in
the
city
coordinators
office,
who
does
a
systematic,
inventive
thinking,
a
very
different
approach
at
thinking
about
how
one
does
their
work.
C
They
did
a
lot
of
nighttime
mobility
studies
and,
in
fact
many
of
our
staff
were
poised
downtown
at
night
late
at
bar
closing
and
sort
of
saw
that
first
hand,
so
they
can
inform
some
of
the
recommendations.
So
as
the
recommendations
of
additional
traffic
control
agents
moves
forward,
we
want
to
make
sure
that
we
have
the
opportunity
to
bring
this
consultant
back
to
make
sure
that
we
are
assessing
it
appropriately
and
evaluating
the
effectiveness
of
it.
C
I'll
note
too,
that
perhaps
some
of
the
learnings
that
we
get
from
this
particular
proposal
may
be
valuable
in
other
areas.
I
know,
uptown
has
seen
an
increase
in
gridlock
and
in
traffic
due
to
that,
just
the
increased
density
and
the
growth,
as
have
other
places
in
the
city,
and
so
perhaps
some
of
the
learnings
that
we
have
from
this
downtown
mobility
plan
will
be
something
that
we
can
transfer
elsewhere.
A
G
You
mr.
chair
I
did
just
want
to
underscore
that
I
think
with
some
of
the
safety
issues
downtown
the
other
entertainment
districts
of
the
city
are
starting
to
see
a
lot
more
activity
at
bar
close
than
ever
before
and
I
know,
that's
true
an
uptown
and
likely,
maybe
in
Dinkytown
in
other
places
like
that,
so
the
inspector
has
been
really
phenomenal
and
going
above
and
beyond
and
working
together
with
you
know,
traffic
control
and
the
police
department.
G
K
Good
morning,
thank
you
to
Quincy
and
council
members.
I
am
Greta
Bergstrom
I'm,
the
city's
communications
director
and
here
this
morning
to
present
the
mayor's
proposed
2018
budget
for
the
city's
communications
department,
real
quickly,
a
brief
overview
of
our
organizational
chart
and
key
lines
of
business.
Our
department
actively
develops
and
distributes
government
news
and
information
to
our
residents,
businesses
and
visitors,
just
to
make
sure
that
they
are
aware
of
and
benefit
from
all
the
city's
programs
and
policies
and
initiatives.
We
have
12
highly-skilled
FTEs.
K
We
partner
heavily
with
human
resources
to
make
sure
that
our
city
staff
are
getting
the
information
that
they
need:
strategic
communications
planning
and
then
graphic
design,
making
sure
that
we're
improving
our
visual
identity
and
making
sure
that
it's
consistent
and
accessible
for
those
quick
budget
summary
in
the
proposed
mayoral
budget,
our
department,
staffing,
remains
level
at
12
FTEs.
There
are
no
change
items
apart
from
40,000
in
cars,
requests
and
I'll,
just
briefly
touch
on
those.
K
In
addition
to
our
core
lines
of
work,
city
communications
also
provides
the
following:
services,
oversight
and
management
of
the
cities
to
cable
franchises,
that's
Comcast
and
CenturyLink
marketing
and
advertising
consultation
execution,
especially
with
cultural
media
outlets,
and
over
the
past
year
our
department
has
really
increased
staff,
focus
to
expanding
and
refining
our
digital
and
social
media
engagement,
because
that's
really
important
in
growing
a
piece
of
our
work
with
enterprise
communications.
Our
goal
is
to
really
expand
proactive
news
content.
K
We
obviously
are
reacting
daily
to
the
environment
and
handling
those
requests,
but
we've
also
worked
to
ensure
that
the
news
and
informational
content
mix
that
we're
producing
is
both
proactive
and
engaging
to
residents
and
businesses.
In
March,
we
introduced
a
new
bi-weekly
Minneapolis
minute
video
news,
capsule
that
presents
timely
news
every
other
week.
You
know
in
a
one-minute
format,
usually
with
about
three
to
four
segments.
K
Our
video
services
staff
was
a
key
partner
with
see
clerk's
office
with
limbs
legislative
information
management
system
and
helping
to
connect
our
government
meeting
video
productions
to
the
new
limbs
system,
with
critical
new
ordinances
and
resolutions
being
passed
over
the
past
two
years.
An
area
had
touched
on
those.
Our
team
has
worked
closely
with
civil
rights
city,
attorney's
office
and
others
across
the
enterprise
to
develop
public
awareness
and
informational
campaigns
such
as
sick
and
save
time
we're
currently
on
minimum
wage
and
then
also
the
we
are
MPLS
campaign.
K
We're
also
driving
key
news
and
media
value
in
the
first
nine
months
of
the
year,
our
media
relations
staff
handled
just
under
1,100
media
inquiries
and
that's
everything
from
comprehensive
news
stories
that
might
appear
on
a
Sunday
morning.
The
Star
Tribune
to
really
quick
turn
requests
for
City
response.
This
team
also
works
very
closely
with
C
clerk's
office
on
data
Practices,
Act
requests
that
are
fulfilled
and
then
sent
out
to
the
media
media
coverage
generated
last
year.
K
In
2016,
we
estimated
an
ad
value
of
approximately
eleven
point:
seven,
two
million
dollars
and
another
close
to
five
million
for
the
first
six
months
of
this
year,
and
just
a
couple
examples
of
our
earned
media.
You
know
the
public
is
more
likely
to
trust
personal
messages
that
are
conveyed
for
the
news
versus
you
know:
a
paid
campaign,
for
instance,
trying
to
promote
something
in
March.
K
We
were
able
to
partner
with
regulatory
services
to
tell
the
story
of
a
traffic
control
agent
here
at
the
city,
who
was
hit
by
a
vehicle
while
doing
her
job
by
having
her
share
her
personal
story
with
the
news
media
and
it
was
widely
carried,
and
we
shared
the
surveillance
video
as
well
as
the
incident.
The
city
was
able
to
promote
a
message
about
the
importance
of
keeping
our
city
staff,
as
well
as
the
public
safe
and
the
media
coverage
earned
was
approximately
two
hundred
and
forty
five
thousand
dollars.
K
If
you
measure
that
we
also
partnered
again
with
regulatory
services
in
Minneapolis,
Animal,
Care
and
Control
in
the
Kitty
Hall
event
promoting
pet
adoption,
and
that
was
very
successful
and
a
lot
of
cats
and
kittens
that
were
adopted
and
found
new
homes,
we
are
also
expanding
our
base
of
reach
as
the
city
grows
and
continues
to
diversify
really
rapidly.
We
know
that
our
base
of
reach
to
connect
and
serve
city
audiences
must
expand
and
must
continue
to
be
managed.
Outward.
K
Last
year
we
launched
the
city's
spanish-language
radio
program
on
la
raza
in
close
partnership
with
NCR,
and
this
bi-weekly
news
program
continues
to
be
a
real
important
asset
for
the
city.
We
have
had
staff
from
nearly
every
department
continuing
to
be
interviewed
and
to
pass
on
information
about
programs
and
services.
K
We
have
grown
our
traffic
alert
subscriber
base
to
over
20,000
and
snow
emergencies
subscriber
base
to
over
130,000,
so
again
crucial,
earned
channels
to
reaching
audiences
city's
social
media
accounts
continue
to
grow,
which
is
no
surprise
given
engagement
on
social
media
overall,
our
twitter
account
stands
at
over
one
hundred
and
sixty-six
thousand
followers
and
Facebook
has
30
thousand
followers.
As
well,
we
are
also
engaged
in
Super
Bowl,
52
preparedness,
as
Mary
mentioned,
that's
four
months
or
so
now
down
the
road
city,
communications
and
Minneapolis.
Police
Department
are
co-leading.
K
This
we
have
developed
and
are
working
to
develop
a
multi-agency
multi-jurisdictional
partnership
with
over
40
public
information
officers
right
now
from
around
the
region,
to
make
sure
that
we
will
be
coordinated
on
message
and
information
that
will
be
serving
the
region
really,
but
certainly
the
city
to
keep
people
safe
and
have
a
successful
event.
Where
the
Superbowl
is
concerned,
we
have
also
been
able
to
take
advantage
of
trainings
and
continue
to
exercises
in
preparation
and
then
finally,
Minneapolis
MN
gov.
K
The
city's
website
is,
is
recognized
as
our
number
one
tool
for
getting
news
and
information
out.
Our
department
takes
this
asset
very
seriously.
Earlier
this
year
we
did
collaborate
with
IT
to
refresh
the
homepage,
the
city's
landing
page,
which
obviously
is
the
most
visited
to
make
it
cleaner
and
more
accessible
for
web
visitors.
This
includes
a
prominent
current
topic
section
right
in
the
center,
so
that
people's
eyes
go
right
to
what
we
know
are
some
of
the
the
crucial
topics.
K
Like
minimum
wage,
sick
and
save
time,
Super
Bowl
the
we
are
MPLS
campaign,
so
people
are
able
to
go
right
to
that
and
get
the
resources
and
information
they
need.
Our
department
also
revamped
our
news
and
media
page
to
provide
a
more
engaging
format
for
City
news
releases.
So
it's
it's
more
newsy.
It
has
thumbnails
visuals
as
well
as
easy
access
to
share
out
those
stories,
those
proactive
stories
to
Twitter
and
Facebook
and
to
make
sure
that
that
includes
engagement.
K
We
just
started
a
new
one,
a
feature
story
from
River
to
tap
explaining
the
success
of
the
city's
water
supply,
and
we
are
now
engaged
in
developing
a
new
city
website.
I
am
Co
chairing
that
with
Auto
Dahl,
our
CIO,
and
we
do
have
a
steering
committee
that
is
helping
to
Shepherd
that
work
forward.
As
you
know,
our
department
also
oversees
the
annual
contract
for
the
Minneapolis
telecommunications
network
MTN
and
that's
for
public
access
services
serving
our
diversity
residents.
K
K
Both
of
these
would
be
for
equipment
for
our
video
services,
team
20,000
for
an
air
handling
unit
to
prevent
cable,
TV
equipment
from
overheating
and
another
20,000
in
audio
production,
recording
equipment
just
so
that
we
can
do
on-site,
recording
professional,
recording
of
radio
and
and
others
to
share
news
and
information
out,
which
is
especially
important
for
those
who
speak
English
as
a
second
language,
and
this
concludes
my
presentation.
I-
will
stand
for
questions
chair,
Quincy
members,
I'm.
A
H
A
Course
by
the
website:
that's
the
most
thing
we
see
most
frequently,
but
the
production
of
the
Minneapolis
minute
and
all
the
other
productions
that
you
had
outlined
are
really
a
great
step
forward
as
we're
able
to
communicate
differently
and
more
effectively,
I
think
with
constituents
across
the
city
as
well
as
the
region.
So
thank
you
for
your
work.
Great.
J
You
very
much
and
I
know
that
we
had.
There
was
some
effort
to
get
some
money
in
the
budget
to
provide
closed
captioning
of
all
of
our
meetings.
We've
talked
about
that
a
few
different
times
over
the
past
year,
I'm
just
wondering
if
there's
I
think
there
was
some
hope
that
there
might
be
some
ways
to
move
forward
on
that
a
little
more
quickly
and
if
you
know,
if
you
don't
have
anything
to
share
with
us
now,
I
totally
understand.
But
if
there's
any
updates
on
that
that
you
can
try,
it
appreciate
it.
Yeah.
K
I,
chair
Quincy
and
councilmember
Gordon,
no
updates,
specifically
but
I,
think
our
intent
is
obviously
to
move
forward
and
certainly,
as
I
said,
you
know,
we
we
strive
to
provide
equal
access
to
all
people
in
the
city
to
the
news
and
information
they
need
and
we
intend
to
keep
making
progress
and
moving
forward
on
that
front.
Okay,.
D
D
Mr.
chair
I,
just
I,
really
want
to
thank
miss
Bernstein
for
the
all
the
work
that
you
did
on
the
MTN
challenges
that
we
had
this
year
and
I
know
that
was
a
challenging
project,
so
it
was
very,
very
helpful
and
I
just
I
want
to
make
one
comment
and
I
know
in
your
presentation.
You
talked
about
responding
to
you
know
when
the
city
is
highlighted.
Some
places
I
think
that
we
could
be
faster
about
that
and
I
think
about
editorials,
that
kind
of
thing
to
be
able
to
respond
more
quickly.
K
L
First
of
all,
the
neighborhood
Community
Relations
Department
is
part
of
the
city
coordinators
office
and
we
are
a
resource
department
that
supports
the
city's
community
engagement
work.
We
provide
a
variety
of
tools
and
techniques
to
have
a
comprehensive
set
of
tools
and
techniques
to
build
connections
between
the
city
of
Minneapolis
and
our
community.
L
In
addition
to
that,
we
actually
use
the
International
Association
of
public
participation,
principles
of
engagement
and
spectrum
of
engagement,
to
really
guide
our
work
and
assure
that
there's
clarity,
purpose
and
structure,
as
well
as
outcomes
to
any
engagement
strategy
undertaken
by
the
city.
The
department
is
comprised
of
17
FTE
17
staff
that
work
in
a
couple
different
areas,
the
first
of
which
is
supporting
the
uber
hood
neighborhood,
the
neighborhood
organizations
in
the
city,
and
the
second
has
to
do
with
supporting
the
cultural
engagement
for
the
city's
work.
L
We
also
have
staff
that
are
dedicated
to
working
with
city
departments
in
order
to
ensure
that
they
are
actually
connecting
to
the
engagement
work
of
the
department
and
that
we
can
meet
their
engagement
needs.
Our
overall
budget
is
broken
into
actually
three
different
programs.
The
first
program
is
called
access,
and
outreach
of
you
know
go
through
these
programs
in
more
detail,
but
just
at
a
high
level.
L
Of
course,
I
really
want
to
start
with
missing
that
the
department
has
a
strong
commitment
to
building
equitable
engagement.
The
base
of
it
is
the
very
nature
of
our
work.
It's
making
sure
that
all
voices
and
all
people
in
Minneapolis
have
a
role
in
the
decision
making
process
and
also
access
to
city
resources,
regardless
of
language,
cultural
norms,
practices
or
disability,
and
to
that
end,
we
develop
a
blueprint
for
equitable
engagement,
which
was
adopted
by
the
council
in
2016
and
serves
as
our
strategic
plan.
We
organize
our
work
around
this.
L
We
have
developed
a
dashboard
measures
that
we
use
make
sure
that
we're
on
track
and
achieving
these
these
outcomes,
and
all
of
this
information
is
available
publicly.
It's
on
our
website
and
both
the
the
ongoing
dashboard,
as
well
as
the
the
blueprint
strategies
themselves,
and
this
slide
just
highlights
the
the
five
strategies
of
the
blueprint.
L
Our
first
program
is
access
and
outreach.
This
program
is
really
dedicated
to
supporting
the
cities,
primarily
primarily
for
supporting
the
city's
federally
mandated
work.
This
has
to
do
with
the
city's
work
around
the
Americans
with
Disabilities
Act,
as
well
as
our
language
access
work.
The
City
Council
adopted
a
new
Americans
with
Disabilities
action
plan
in
2016,
and
the
department
is
in
charge
of
facilitating
that
plan
and
ensuring
the
work
is
being
done
in
that
particular
area.
L
The
City
Council
also
adopted
in
2015
a
new
language
access
plan
which
really
heightened
our
ability
in
our
delivery
of
services
in
multiple
languages.
The
department
itself
actually
supports
the
vendor
and
contract
management
for
those
that
are,
we
use
to
help
deliver
the
language,
translation
services
and
also
we
support
departments
and
being
able
to
connect
with
that
I
will
say
in
2016
and
17.
We've
done
some
substantial
changes
to
how
the
department's
access
those
research
or
resources
and
making
it
a
lot
easier
for
departments
to
be
able
to
do
translation
and
interpreting
of
their
work.
L
Some
results
from
this
particular
program
are
indicated
on
the
next
slide.
A
couple
things
I
just
really
wanted
to
highlight.
The
use
of
language
and
language,
translation
and
interpreting
in
the
city
has
increased
considerably
becoming
basically
the
norm
of
how
we
operate,
and
our
department
really
tries
to
support
other
departments
and
demeaning
able
to
deliver
their
programs
and
services
and
the
languages
of
our
residents.
We've
seen
a
five
hundred
plus
percent
increase
in
contracted
language
services
since
2010
and
in
2017
we're
anticipating
that
we're
going
to
condense,
going
to
continue
to
outpace
even
2016.
L
We've
also
seen
over
a
200%
increase
in
the
access
to
the
three
one,
one
language
lines
for
both
Somali
as
well
as
Spanish
and
I.
Just
really
want
to
note
that
that's
really
in
partnership
with
the
coordinators
office,
the
communications
department
and
3-1-1
to
be
able
to
achieve
that.
It's
really
a
goal
of
the
department
in
the
city
to
making
sure
that
all
residents
are
able
to
access
these
resources
in
the
language
that
they
speak.
A
E
And
I
just
wanted
to
make
a
comment
on
this
slide
in
particularly
thank
you
for
this.
These
numbers
that
kind
of
help
us
quantify
what
I
think
we're
anecdotally
experiencing
and
I.
Think
again,
this
is
kind
of
this
is
what
we
need
to
continue
to
make
the
case
around.
How
do
we
prioritize
yeah,
different
financial
and
other
resources?
You
know
throughout
the
enterprise
really
and
I
just
want
to
know.
I.
Think
there's
like
a
few
different
things
going
on
here.
One
is
I.
E
Do
think
that
there's
just
greater
recognition
that
you
need
to
fold
in
language
services
to
almost
everything
that
the
city
does
and
departments
are,
are
understanding
that
more,
even
though
I
think
they're
still,
you
know
it's
still
a
grow
thing
and
that's
a
good
thing.
The
other
side,
though,
is
I
feel
like
there's
just.
E
Engaging
more
deeply
in
community
as
becoming
the
norm
in
the
expectation
and
I
know
councilmember
bender,
and
we
were
talking
about
kind
of
the
enterprise
engagement
team
referenced.
What
policymakers
are
asking,
but
I
would
say,
I'm
also
and
I
think
that's
happening,
but
I
also
see
that
just
coming
from
expectations
from
from
community,
you
know
so
just
our
expectations
are
changing,
which
means
the
departments
are
also
trying
to
understand
how
they
need
to
adjust
their
work.
To
that.
E
This
is
the
new
normal
of
how
they
need
to
conduct
their
work
and
then,
as
part
of
all
of
that
is
how
are
we
serving
all
of
our
residents,
including
through
multiple
languages
and
other
ways.
So
thank
you
for
this
data.
I
think
it's
also
important
data
to
continue
to
be
working
with
the
departments
to
make
sure
they
understand
that
and
see
it
in
kind
of
a
broader
enterprise,
wide
context.
I
think
it
also
helps
make
sure
that
they
are
thinking
of
what
they
need
to
budget
to
effectively
reach
all
residents
for
their
big
initiatives.
E
L
Chair
quit
seeing
a
council
member,
a
council
vice-president
Glidden,
thank
you
for
those
comments
and
I
agree.
I,
think
the
growing
kind
of
recognition
of
this
work
in
the
city
is
definitely
underway.
The
engagement
design
team
really
helps
us
bring
that
to
the
department's
attention
before
they
get
too
far
into
an
engagement
strategy
or
an
engagement
idea.
It
is
also
just
one
tool.
L
L
L
This
year,
last
year
we
received
a
total
of
48
complaints
that
came
in
many
of
which
were
resolved
by
the
department
itself,
but
then
we
refer
them
to
other
departments
if
it
was
applicable,
and
the
number
of
these
had
to
do
with
outside
entities
and
residents
is
really
inquiring
about
ata
related
issues
and
what
resources
were
available.
So
we
really
try
to
serve
residents,
whether
it's
directly
related
to
the
city
or
not
in
being
able
to
address
a
DEA
concerns.
L
The
next
program
is
really
the
core
of
our
work.
This
is
where
we
draw
all
the
pieces
together.
Most
of
our
staff
time
is
located
in
here.
This
is
where
we
connect
the
work
that
we're
doing
with
cultural
communities
and
our
neighborhood
organizations
and
draw
that
in
really
to
the
value-added
for
the
city,
enterprise
and
supporting
other
departments.
L
So
in
here
it
includes
the
work
that
we're
doing
on
engagement,
design
team,
which
we
brought
referenced
a
couple
times
already
this
morning,
where
we
support
some
of
the
major
policy
initiatives
that
have
gone
on
in
the
city,
such
as
safe
and
sick
time.
The
comp
plan
effort
that's
underway
right
now,
with
Minneapolis
2040.
We
worked
on
the
body
camera
policy
with
the
police
department.
Our
cultural
engagement
support
is
in
here.
This
includes
work
such
as
the
American
Indian
MOU
work
that
we
have.
L
It
includes
our
work
that
we're
doing
with
the
neighborhood
organizations
and
the
broader
Minneapolis
residents
around
neighborhoods
2020,
and
really
the
future
role
in
the
everwood's
in
the
city
and
helping
to
define
what
that
should
be.
We
support
the
City
Clerk's
office
and
other
departments
and
getting
NSA
counsel,
I
should
say
and
getting
more
diversity
on
our
city
boards
and
commissions
that
work
is
included
in
here,
as
well
as
other
things
like
City
Academy,
where
we
have
a
training
kind
of
learning,
experience
about
what
it.
L
What
city
government
is
and
kind
of
the
basic
functions
of
city
government,
which
we
offer
on
an
annual
basis.
It's
within
this
budget
that
we
era
within
this
program
is
where
we
have
the
four
enhancements.
The
the
base
budget
remains
substantially
similar
again
to
2017,
and
so
that
continues
forward,
but
there
are
four
proposed
enhancements.
You
know
go
through
those
at
this
name.
The
first
one
is
actually
to
create
a
the
first.
L
One
is
actually
done
we're
doing
this
in
collaboration
with
the
Civil
Rights
Department,
and
this
is
to
create
an
office
of
immigrant
and
Refugee
Affairs
within
the
NCR
Department.
This
is
a
budget
neutral
request,
and
that
is
not
asking
for
new
money,
but
it
is
looking
to
shift
an
FTE
from
the
Civil
Rights
Department
into
NCR,
really
with
the
purpose
and
division
of
being
able
to
create
an
office
that
will
help
coordinate
the
city's
ongoing
work
to
making
sure
that
Minneapolis
is
a
safe
and
welcoming
place
for
immigrant
refugee
communities.
L
We
know
right
now,
just
within
on
the
federal
level
that
there's
just
a
lot
of
concerns
that
are
coming
down
regarding
immigrant
refugees
in
general,
but
I
do
think
or
specifically
but
I
do
think
in
general.
There's
a
need
just
to
really
have
an
ongoing
work.
Around
policies,
programs,
service,
delivery,
information,
a
number
of
different
areas
to
really
making
sure
that
Minneapolis
remains
a
safe
and
welcoming
place
for
our
immigrant
refugee
communities.
This
proposal
really
is
realigning
existing
resources
to
continue
that
type
of
work.
L
L
The
next
slide
just
shows
some
examples
of
what
this
office
would
would
likely.
Work
on
the
F
key
was
shift
into
the
NCR
Department.
That
person
would
actually
be
in
charge
of
month
or
leading
this
work.
We
have
three
staff
that
work
within
the
immigrant
refugee
communities.
Those
staff
positions
would
actually
support
this
work
as
well,
and
so
in
essence,
it's
realigning
their
work
to
be
more
intentional.
Around
immigrant
refugee
support
in
the
city.
L
The
second
and
third
change
items
are
around
the
collaborative
safety
strategies
initiative.
2017
was
it
was
a
pilot
year
for
doing
collaborative
safety
strategies,
which
is
basically
a
participatory
budgeting
process
to
have
the
community
be
involved
in
deciding
safety
strategies
for
specific
areas
in
the
city
in
2017
we
had
to
basically
pilot
projects
that
were
underway.
One
was
an
one
is
underway,
I
should
say
up
in
North
Minneapolis
on
Broadway,
the
other
one
is
in
the
little
earth
area
in
south
Minneapolis.
L
What
we're
proposing
here
is
to
continue
to
be
able
to
continue
to
do
that
work
and
actually
build
on
the
experiences
and
lessons
learned
with
with
the
pilot
you're.
We
are
working
with
the
finance
department,
finance
departments,
taking
a
lead
on
putting
together
a
guidebook.
Basically,
our
guide
for
participatory
budgeting,
which
will
be
brought
to
the
City,
Council
and
I.
Think
in
December
is
the
plan
and
that
will
then
be
used
as
basically
our
guide
as
how
we
would
implement
this
for
next
year.
So
that's
the
overview
on
this.
The
two
specific
items
of
change.
D
So
mr.
rubadoux,
you
know
looking
through
the
budget,
it's
hard
for
me
to
understand
in
the
collaborative
safety
strategies.
Then
what
is
the
amount
of
money
you
know
last
year,
I
think
was
a
one-time
allocation
of
a
half
million
dollars.
So
what
is
in
the
budget
for
the
collaborative
safety
strategies
program?
Sure.
L
L
This
is
intended
to
support
projects
that
are
that
currently
are
coming
out
of
the
the
pilot
project
and
in
the
future,
other
projects
that
come
out
of
the
collaborative
safety
strategies
that,
through
an
evaluation
we
have
evaluated
each
of
the
projects
are
being
evaluated
and
also
through
a
community
process
to
determine,
though,
some
of
those
projects
to
be
able
to
have
additional
funding
for
ongoing
for
continuing
work.
So
for
next
for
next
year
in
2018,
this
hundred
thousand
would
be
used
to
support
a
couple
two
to
three
projects.
J
L
A
What
before
you
go
on
that
on
this
topic,
how
is
the
the
two
projects
that
we
had
in
this
year's
budget
hours
that
going
to
be
evaluated
in
terms
of
timing
and
how
it
would
affect
the
2018
proposal?
Is
it
going
to
be
in
coordination
with
the
two
fiscal
agents
that
operated
those
and
is
it?
What
is
there
a
thorough.
L
L
The
one
the
ones
that
are
most
familiar
with
the
NCR
department,
didn't
administer
the
2017
pilot
program,
but
we
are
working
on
parts
of
it.
The
one
in
South
Minneapolis
is
actually
being
evaluated
as
as
the
projects
are
underway,
and
so
we
do
anticipate
in
early
next
year.
We'll
have
some
results
back
about
what
the
impact
and
how
that
work
went.
I
don't
know
if
finance
would
like
to
comment
on
the
north
side
at
all,
but
I
would
assume
it's
the
same
type
of
timeline
on
that
one
as
well.
Okay,
so
thank
you.
I
just.
L
Quincy,
no,
it
will
not
be
me
there.
There
actually
is
outside
evaluators
that
are
working
on
this,
that
that
basically
will
be
giving
a
report
back
to
the
city.
Thank
you
to
that
point,
which
was
a
great
point,
is
under
the
under
the
second
change
item.
There's
four
hundred:
seventy
five
thousand
for
one-time
funding
for
two
new
projects
next
year,
seventy
five
of
which
would
be
for
administrative
costs.
I
want
to
just
highlight
that,
because
that
would
include
having
an
outside
evaluator
as
part
of
that
process
to
evaluate
the
projects
as
they're
underway.
L
It
would
also
include
money
to
have
fiscal
agent
and
then
possibly
a
third
party
helping
to
facilitate
the
community
process
as
well,
so
that
is
built
into
the
structure
that
that
evaluation
pieces
in
there.
The
two
projects
for
next
year
that
are
proposed
one
would
be
downtown
two
hundred
thousand
dollars
for
downtown,
basically
from
including
Hennepin
and
1st
Avenue
down
through
Loring
Park,
and
the
second
area
is
in
south
Minneapolis,
along
East
Lake
Street,
basically
from
Portland
over
to
Hiawatha.
L
The
last
of
the
four
change
items
that
were
requesting
is
$20,000
one-time
funding
to
support
home-based
services
to
allow
older
adults
to
remain
in
their
homes
and
communities.
This
was
one
time
funding
that
we
received
last
year
and
we'd
like
to
have
one-time
funding
again
this
year
to
continue
this
important
service.
L
Currently,
there's
a
there's
four
different
service
providers
that
work
in
Minneapolis
that
provide
home-based
services
for
older
adults
to
be
able
to
stay
and
live
in
their
home
right
now,
the
sir
being
about
2,000
people
a
little
over
2,000
people
across
the
city,
and
this
funding
would
help
continue
to
support
those
programs.
A.
L
Couple
measures
on
here
before
I
go
into
the
last
program.
First
of
all,
just
the
on
our
blueprint,
blueprint
dashboard.
We
track
a
lot
of
different
things
and
one
of
them
includes
our
Community
Connections
conference,
the
annual
conference.
We
have
to
bring
community
neighborhood
organizations
and
community-based
organizations.
Together.
Last
year
we
had
a
10%
increase
in
the
attendance
by
people
of
color
into
that
event,
which
actually,
for
the
first
year,
matched
the
city,
demographics
or
many
connections.
L
Conference
last
year,
look
like
and
and
represented
the
people
of
Minneapolis
does
our
goal
every
year
and
we'll
continue
to
do
that.
But
we
made
good
progress
last
year,
we've
also,
as
I
mentioned,
support
the
city's
boards
and
commissions
and
getting
diversity
on
our
boards
and
commissions
between
2014
and
2016.
L
One
other
thing
I'm
again,
one
other
measure
I
want
to
mention
before
we
move
on
is
the
one
of
the
things
we
added
this
year:
we're
learning
labs
for
both
community
members
and
city
staff.
This
was
a
series
of
eight
subjects
which
we
offered
at
sixteen
different
times,
both
during
the
day
and
also
during
the
evening
well
attended.
L
We
had
waiting
lists
pretty
much
for
every
one
of
the
learning
labs
that
we
did,
which
it
included
topics
from
basic
kind
of
one-on-one
engagement
to
how
do
you
engage
different
under
engaged
communities
such
as
our
cultural
communities
and
people
with
disabilities
and
then
the
last
one?
How
do
you
tie
this
all
together
to
put
together
a
strong
engagement
plan?
Well
attended?
We
got
some
really
good
response
from
that.
We
will
be
doing
this
again
next
year,
just
because
of
the
demand
and
just
the
feedback,
and
this
has
been
very
positive.
L
Our
last
program
is
where
we
put
our
put
the
funding
for
supporting
our
neighborhood
organizations
directly.
This
includes
the
neighborhood
revitalization
program
and
the
community
participation
program.
It
also
includes
what
we
call
the
back
office
services
that
we
provide
our
neighborhood
organizations,
Oh
auditing
services,
legal
support,
contract
management,
among
others.
There
is
a
in
the
proposed
budget.
There's
a
slight
increase
into
this.
This
is
really
just
an
estimate.
The
community
participation
program
has
the
same
amount
of
money
that
goes
out
every
year.
L
The
NRP
program,
just
by
its
very
structure,
depends
on
how
the
neighborhoods
draw
that
money
down
or
anticipate
a
little
bit
higher
use
of
the
money
next
year.
So
there's
a
little
bit
of
a
we
do
an
annual
report
of
neighborhood
organizations
that
will
be
coming
out.
The
2016
one
will
be
coming
out
in
about
two
more
weeks.
Here
are
some
of
the
stats
from
what
neighborhoods
have
been
working
on.
L
I
think
there's
value
in
stating
what
we
measure
is
what
we
value
and
what
we've
been
doing
is
tracking
their
engagement
of
under
engaged
communities
and
renters,
and
this
is
the
reporting
back
neighborhoods
last
year,
not
gornak
44,000
houses
in
the
city,
as
well
as
you
can
see
in
here,
they're
all
reached
to
renters
and
under
engaged
communities
has
increased
one
figure.
That's
not
in
here
that
actually
came
out
a
little
bit
later
and
that
will
be
in
the
report
that
I'm
really
happy
about
is
that
neighborhoods
reported
over
76,000
hours
of
volunteer
time.
L
Last
year
we've
been
asking
them
to
start
tracking
that
that's
76
hour
hours
of
volunteer
time
committed
to
improving
our
city
in
on
a
dollar
value.
That's
almost
two
million
dollars
worth
of
labor
that's
been
contributed
through
our
neighborhood
organizations.
Well
last
night
simply
shows
where
the
neighborhood
organizations
are
spending
their
resources
and
funding.
Most
of
it
is
obviously
around
their
engagement
work,
but
there
is
also
quite
a
bit
of
funding
and
a
number
of
other
programs,
including
over
a
million
dollars
in
homeownership
and
home
improvement
loan
programs
for
the
city.
Mr.
A
Rubadoux
before
you
oh
you've
got
to
the
thank
you
slide.
I
was
just
checking
in
one
of
the
important
boards
and
commissions
that
NCR
staffs
is
the
Avery
Community
Engagement
Commission.
Could
you
briefly
describe
that
their
work
and
how
that
the
work
that
you've
presented
here
intersects
with
that
oversight
chair.
L
Quincy
I.
Thank
you.
That's
a
great
question
in
the
neighborhood
Community
Engagement
Commission,
half
of
the
Commission
members
are
elected
by
the
neighborhood
organizations
and
half
are
appointed
by
the
City
Council,
the
mayor
and
the
Park
Board.
We
work
with
them
their
Advisory
Committee
to
the
through
the
to
the
department.
However,
we
have
a
really
close
working
relationship
with
them.
Sometimes
it
gets
a
little
bumpy.
We
have
disagreements,
but
for
the
most
part
we
work
with
them
on
helping
to
frame
up
policies
and
programs,
specifically
supporting
the
neighborhood
organizations
in
the
city.
L
So
right
now,
they're
heavily
involved
in
the
neighborhoods
2020
work.
They
have
a.
They
have
a
committee
that
has
set
up
to
support
department
engagement,
which
is
actually
now
working
closely
with
cpad
on
the
on
the
Minneapolis
2040
plan.
So
they
work
with
us
on
a
variety
areas
like
that
and
just
to
give
you
a
couple
of
quick
examples.
A
L
D
Thank
You
mr.
chair
just
talking
to
councilmember
Goodman
here,
so
go
back
to
these.
If
you
would,
mr.
urban
art
took
collaborative
Public,
Safety
start
collaborative
safety
strategies,
so
this
four
hundred
and
seventy
five
thousand
dollars
in
one-time
funding
is
essentially
allocated.
Then
for
two
hundred
thousand
for
downtown
and
two
hundred
thousand
for
East
Lake
am
I
wrong.
The.
D
L
D
L
Quincy
and
councilmember
Goodman
it
it
actually
isn't
underway,
yet
in
Loring
Park
in
downtown.
What
this
would
be
in
similar
to
what
the
pilot
project
is
pulling
together.
Community
members,
so
we're
looking
at
pulling
together
the
businesses.
You
know
the
st.
Stephens
right,
the
street
outreach
workers.
L
Nickel,
would
be
involved
in
the
Quebec
men
with
homelessness
work,
the
neighborhood
organizations
to
put
get
put
together
a
committee
process
to
come
up
with
many
safety
strategies
that
they
see.
That
would
be
most
important
in
that
area
and
then
a
process
that
leads
through
a
community
process
that
has
the
community
make
recommendations
to
the
City
Council
about
how
those
funds
should
be
allocated
in
which
which
projects
our
program
should
be
funded.
Mr.
I
Chair
we're
already
doing
that
I
mean
I'm
confused
up
you're,
suggesting
doing
something
we
are
already
doing.
I
mean
the
scissors
for
Loring
Park
community
is
the
lead
along
with
about
14.
Different
agencies
is
the
meeting
as
the
Nicollet
safety
committee
monthly
for
two
years,
and
they
requested
cameras
and
the
police
department
put
up
the
cameras
and
they
requested
be
cops,
and
the
police
department
identified
beat
cops.
I've
talked
about
that
in
this
meeting
before
so.
What
is
this
then
we're
going
to
talk
more
about
those
two
things
that
they
need.
I
L
Quincy
and
councilmember
Goodman
I
fully
appreciate
not
replicating
work,
that's
already
underway,
and
so
this
is
not
intended
to
replace
or
to
replicate
things,
but
to
provide
additional
resources
where
the
community.
Besides,
all
those
funds,
are
going
to
be
used
to
come
up
with
other
ideas
and
how
so
it
can
be
an
enhancement
to
work,
that's
already
underway,
that's
clearly
a
possible
outcome.
It's
really
left
or
the
intent
behind
the
participatory
budgeting
process
is
for
the
community
to
be
involved
in
coming
up
with
the
solutions
which
includes
supporting
existing
programs.
I
I
L
Quincy
and
a
councilmember
Goodman
a
couple
things
on
that
one:
is
this
isn't
really
to
plan?
This
is
actually
to
support
programs
that
are
that
the
community
decides
are
worthy
of
having
additional
money,
so
we're
not
trying
to
replace
and/or,
create
a
new
system,
but
it
would
be
a
community
process
to
how
how
that
would
decide.
Second
thing
is
it's
my
full
intent
on
those
that
we
would
be
working
with
your
office
on
helping
to
set
this
up.
L
G
You
mr.
chair,
maybe
just
a
note
on
this-
it
kind
of
caught
my
eye
too,
because
the
origin
of
this
program
was
calls
from
community
to
do
things
that
were
not
in
the
traditional
venue
of
policing
like
cameras
and
police
officers,
because
we
had
fun
that
through
the
police
department,
but
rather
to
take
community
based
approaches
to
community
safety,
that's
alternatives
to
traditional
policing.
G
So
if
that's
not
a
good
fit
for
this
geographic
area,
because
there
isn't
interest
in
those
alternative
safety
strategies,
then
then
maybe
it's
not
a
good
fit,
and
probably
there
is
need
in
other
parts
of
the
city
where
there's
more
community
interest
in
support
or
political
support
for
that
kind
of
strategy.
That's
just
a
comment.
D
You,
mr.
chair,
you
know,
I
I
will
argue
with
the
premise
that
cameras
weren't
our
work
shouldn't
have
been
part
of
the
collaborative
public
safety
strategies.
We
put
a
camera,
we
actually
insisted
on
a
camera
for
West
Broadway
and
it
captured
a
homicide.
One
of
our
GDI
people
was
killed
at
Broadway
and
Fremont
between
Fremont
Emerson
in
a
parking
lot,
and
thank
goodness,
we
had
a
camera
there
and
it
was
the
camera
that
we
insisted
on
as
part
of
the
collaborative
public
safety
strategies
for
Broadway.
Thank
you.
A
H
A
A
Making
a
transition
to
the
human
resources
department
budget
presentation.
Excuse
me
I'm.
Sorry,
it
is
three
one
one
of
course
I
can
see
who's
standing
in
front
of
me.
I
should
I
was
looking
at
this
page
just
wanted
to
check
in
on
time.
I,
don't
know
how
long
you're
gonna
need.
Okay,
then
we'll
be
able
to
catch
up
pretty
quickly
with
HR
appreciate
it.
M
M
As
you
know,
3-1-1
is
the
gateway
to
the
city
of
Minneapolis.
I.
Had
an
applicant
tell
me
yesterday
that
we
were
the
bones
of
this
city
and
I
thought
that
was
pretty
impressive
for
for
him
to
just
say
that
and
connect
all
our
customers,
citizens
of
Minneapolis
with
city
services
and
any
questions
they
may
have
or
reports
that
they
want
to
make
they're
gonna
come
through
3
1
1
to
do
that
and
we
coordinate
those
services
for
everybody.
M
Our
stats
have
changed
stone,
but
not
a
whole
lot.
What
I
wanted
to
showcase
right
now
is
that
our
texting,
which
is
going
to
be
texting
to
a
knowledge
base,
it's
not
texting
to
an
agent
well,
it
should
be
rolling
out
next
month.
We've
been
working
on
this
for
quite
a
while,
and
this
was
something
that
was
asked
by
our
here
in
estate,
impaired
community,
to
provide
other
ways
to
contact
3-1-1
web
chat
scheduled
to
roll
out
on
October
30th,
but
it
looks
like
it's
going
to
be
pushed
to
November,
sometimes
as
well.
M
We're
also
trying
to
put
together
a
marketing
campaign
so
be
able
to
market
the
new
text
feature
in
the
web
chat
and
just
reiterate
our
weekend
hours
that
were
open
an
hour,
seven
to
seven
Monday
through
Friday
hours
that
were
open
the
one
we
do
have
one
cars
request.
We
had
I'd
like
to
point
out
that
we
initially
had
asked
for
a
hundred
and
sixty-five
thousand
dollars,
and
my
reporting
analysts
found
one
hundred
and
ten
thousand
dollars
in
bond
money
that
was
left
over
from
when
we
switched
to
our
new
CRM.
M
So
we
can
see
if
there's
perhaps
training
opportunities
that
we
need
or
if
we
need
to
change
scripting
within
the
department's,
if
they're
not
finding
what
they're
looking
for
as
well
as
being
able
to
run
more
the
analyst
being
able
to
run
better
reports
as
to
you
know
where
everybody's
going
and
what's
happening
in
the
city
as
far
as
calls
that
are
coming
in
two
three
one
one.
That's
that.
A
Is
it
well?
Thank
you
very
much,
I
think
three
one
one
has
been
doing
a
terrific
operation.
It's
been
a
great
service
to
our
residents
and
our
visitors
care
to
comment
on
past
investments
that
have
been
made
over
the
last
couple
of
years,
especially
in
the
area
of
technology
that
might
kind
of
help
illustrate
that
success.
I.
Welcome
that
I
didn't
mean
to
put
you
on
the
spot,
but
I
just
give
you
that
opportunity
share.
M
Quincy
I
think
that
the
rolling
out
with
the
text,
as
you
know,
I've
been
there
for
less
than
two
years
of
the
two
years
in
January,
but
and
we're
listening
to
what
the
citizens
are
saying
and
what
different
communities
within
our
city
are
saying
are
asking
for,
and
the
ability
to
okay
with
us,
because
TTY
and
TDD
is
an
antiquated
system.
They
don't
want
to
you
know
it's
I,
don't
know
if
you
ever
use
it.
M
It's
really
hard
to
use
so
being
able
to
just
text
a
question
and
getting
a
link
back
or
an
answer
back
or
going
to
the
website
is
something
that
they've
asked
for
we're,
also
able
to
do
it
in
months,
Mali
and
Spanish,
and
then
direct
them
to
an
interpreter
through
three
one.
One
CLI
services
like
NCR,
said
web
chat,
I
think
is
going
to
be
phenomenal
in
assisting
our
citizens
with
being
able
to
just
do
something
really
quick
without
having
to
call
a
lot
of
people
these
days,
don't
want
to
talk
to
our
person.
M
A
D
Are
doing
great
I
just
am
curious
if
there
is
some
way
to
shorten
up
our
initial,
when
someone
calls
three
on
one
on
the
telephone
it
takes
over
a
minute
to
actually
get
to
a
to
an
operator
if
they're
available,
you
know,
I
mean
and
I
have
to
say
most
of
the
time.
If
you
get
away
time,
it's
very
very
short,
so
I'm
not
complaining
about
that,
but
I
just
wish.
We
could
speed
up
that
initial
connection.
Sure.
M
Quincy
President,
Johnson,
I,
understand
and
I
agree.
The
this
summer
we've
seen
a
phenomenal
increase
in
calls
or
our
wait
times
have
been
a
lot
longer
than
what
they
normally
are
and
but
when
you're
talking
about
you
call
in
and
you
have
to
press
the
button
and
that's
it's
called
a
an
IVR
and
that's
something
that
we're
looking
to
replace,
hopefully
next
year
or
the
year
after
that,
we
can
just
people
can
get
to
where
they're
going
a
whole
lot
quicker.
That.
A
Was
one
of
the
changes
I
think
we
made?
Was
it
last
year
of
the
year
before,
where
we
actually
shortened
the
time
on
the
tree
when
the
phone
call,
when
you
have
number
of
choices
to
wait
for
net
that
sped-up
the
answer
time
as
I
recall,
because
it
helped
the
resident
navigate
that
system
a
little
bit
faster,
so
I
think
we're
always
looking
at
ways
to
expedite
that
process.
Right.
M
A
And
I
think
is
this:
maybe
an
aside
as
well,
but
one
of
the
things
we've
been
talking
about,
especially
we're
talking
about
Nicollet
Mall
was
the
idea
of
a
kiosk,
as
is
another
point
of
entry
for
visitors
and
for
residents
and
people
who
are
downtown,
get
information
differently
than
just
calling
3
1
1,
so
automating
that
making
it
more
technologically
available.
Is
it
as
an
extension
of
your
service
good?
Thank
you
very
much.
Peter.
F
F
So
our
first
slide
is
our
organizational
chart
and
we'd
like
to
point
out
here
are
some
changes
we've
made
in
our
service
delivery
model
that
will
be
really
try
to
be
fully
fully,
in
effect
on
January
1st
least,
have
a
division
called
employee
services.
A
study
was
undertaken
earlier
this
year
and
there
were
some
recommendations
made
the
employee
services
division
used
to
be
headed
by
mr.
Tim
Geils.
Mr.
Giles
is
in
a
phased
retirement
and
as
part
of
that
transition,
we,
the
decision
was
made
to
break
up
employee
services
into
labor
relations
and
total
compensation.
F
F
These
changes
are
also
reflected
in
the
next
slide.
You
can
see.
Employee
services
is
still
there
as
part
of
the
2017
adopted
budget,
and
then
you
will
see
the
HR
labor
relations
and
HR
total
compensation
units
in
the
2018
recommended
funding.
Column
you'll
also
see
additional
dollars
in
the
non
general
fund
in
HR
administration.
That
includes
the
complaint
investigation
function,
as
well
as
the
fixed
costs
from
the
6900
funds
that
are
in
the
HR
budget.
F
In
terms
of
programs,
HR
administration
is
the
first
program
we'll
be
discussing.
It
also
reflects
the
addition
of
under
purpose
and
context.
The
discrimination,
harassment,
retaliation
investigations
as
well
as
under
number
seven
services
provided
the
employee
complaint
investigations,
including
title
seven,
is
dealing
with
discrimination,
harassment
and
retaliation.
F
We've
really
tried
to
beef
up
our
performance
measures
in
this
year's
presentation
and
this
time
I'd
like
to
go
through
these
four
different
measures,
starting
with
employee
the
employee
engagement
index.
I'd
also
like
to
thank
the
Minneapolis
City
Council
in
the
city
for
continuing
to
invest
resources
in
the
employee
engagement
survey
each
year
or
each
every
other
year.
This
Human
Resources
Department
from
the
city
coordinators
office,
gets
resources
to
do
the
employee
engagement
survey
and
the
other
years.
The
resident
survey
is
conducted
as
you
can
see.
F
These
investments
are
really
giving
us
are
starting
to
pay
off
in
terms
of
employee
engagement.
The
first
year
we
have
data
is
back
going
back
to
2006
and
2009
2011
was
pretty
stable,
the
city
was
the
city
in
the
whole.
United
States
economy
is
going
through
some
tough
times
during
that
time,
but
our
engagement
levels
stayed
pretty
steady
from
2006
to
2014,
but
in
2016
our
employee
engagement
rose
significantly
from
63%
to
79%.
F
Star
awards
is
another
program
that
came
out
of
the
employee
engagement
survey
in
response
to
employees.
Wanting
to
be
recognized
more
and
to
be
to
be
recognized
by
the
organization,
thanks
to
the
City
Council
again,
you
approved
additional
resources
for
the
human
resources
budget
for
the
HR
department
to
provide
and
Frye's
recognition
for
employees.
You
can
see
that
program
started
as
a
pilot
in
2014
and
has
significantly
increased
from
year
to
year,
jury
saw
115
percent
increase
in
the
number
of
Star
Award
honorees,
which
many
of
you
councilmember
Quincy.
F
You
chaired
that
ceremony
in
the
City
Hall
rotunda.
That
was
much
appreciated.
Going
down
to
the
lower
left
corner
you'll,
see
the
anti-discrimination
breath
harassment,
retaliation,
investigation,
metrics,
looking
at
2014,
15
and
16
you'll
see
the
number
of
complaints
received.
The
complaints
are
requiring
a
formal
investigation.
The
difference
between
those
first
two
metrics
is
the
ones
that
are
the
second
bucket.
F
There
is
actually
investigated
by
the
human
resources
department
or
someone
in
some
cases,
outsourced
to
an
attorney
or
someone,
but
the
other
ones
that
are
gone
are
referred
back
to
the
department
for
investigation
at
the
local
level
were
often
the
HR
generalist
help
them
resolve
those
complaints.
We
also
show
the
number
of
investigations
closed
and
the
investigation
completed.
We
have
a
benchmark
that
we'd
like
to
complete
all
of
these
investigations
in
90
days
or
less,
and
as
you
can
see,
we've
been
making
progress
from
year
to
year
and
getting
better
in
that
area.
F
Then
we
also
started
some
or
we
have
continued
our
anti-discrimination
harassment,
retaliation,
training,
you'll,
see
metrics
for
three
years,
they're
the
reason
they're
such
a
big
big
number
in
2014
as
we
change
the
service
delivery
model
from
a
classroom,
training
model
to
a
online
service
delivery
model,
and
while
that
transition
was
taking
place,
there
was
the
class
was
not
being
delivered.
So
that's
why
we
had
such
a
huge
number
and
2014
that
was
expected
to
stabilize
over
the
next
few
years.
F
F
And
processes
listed
there
here
we
have
a
number
of
performance
measures.
We
have
workforce
diversity,
including
employees
of
color
and
female
employees.
The
city
continues
to
diversify
its
workforce
in
terms
of
employees
in
color,
going
from
20
for
approximately
24%
in
2009
to
just
about
27
and
a
half
percent
of
September
30th.
F
On
the
flip
side
of
that
female
employees,
we've
experienced
declines
and
the
percentage
of
females
in
the
workforce
going
from
a
peak
of
thirty
one
point:
six
in
two
thousand
ten
to
twenty
nine
point:
seven
today
the
city
continues
to
look
in
ways
to
do
to
improve
in
that
area.
Looking
at
targeted
recruitment,
feeder
programs,
including
pathway
programs
and
also,
we
have
all
recently
started
an
employee
resource
group,
the
twenty
nine
percent
Club
to
look
at
issues
on
how
we
can
improve
in
that
area
performance
appraisals.
F
Again,
thanks
to
an
investment
by
the
Minneapolis
City
Council
in
the
city,
we
switched
to
a
halogen
online
performance
management
system
and
we
can
see
the
benefits
of
that
going
forward.
Last
year
we
had
a
completion
rate
of
96%.
There
were
a
number
of
departments
that
realized
a
hundred
percent
completion
rates,
I'd
like
to
recognize
those
departments.
Three
one
one
assessor's
office,
civil
rights,
communications.
F
Emergency
management,
finance
and
property
services,
the
fire
department
in
health,
internal
audit,
IT
and
MPD
sworn
so.
Those
are
some
of
the
departments
that
have
really
taken
performance
management
seriously
and
getting
their
performance
appraisals
completed
and
we're
almost.
We
were
at
96%
again
last
year,
again
thanks
to
investments
by
the
city
or
restoration
of
resources.
A
lot
in
a
lot
of
cases,
restoration
of
resources
that
were
cut
during
from
2003
to
2011
investments
were
made
and
restored.
Our
leadership
you
program,
supervising
a
diverse
work
and
cultural
intelligence
and
hiring
training
leadership.
F
F
Supervising
a
diverse
workforce
was
launched
in
2016
and
we've
had
44
and
38
people.
Completing
that
program,
cultural
intelligence
and
hiring
is
for
hiring
managers
to
help
help
them
understand
hidden
biases.
They
may
have
in
terms
of
the
hiring
process,
and
we
saw
that
launched
in
2015
with
a
hundred
and
seventeen
people,
completing
that
and
then
lesser
numbers
in
2016
and
2017.
We
really
did
a
big
push
in
2015
to
get
that
program
lost
a
lot
of
promotion
and
a
lot
of
people
took
the
class.
F
Also
we're
one
of
the
council
directives
I
believe
to
staff,
was
looking
at
the
minimum
requirements
for
different
positions
in
the
city
to
make
sure
there's
no
artificial
barriers.
In
2016,
we
launched
another
performance
measure
looking
at
237
vacant
positions,
we
reviewed
that
year
of
the
above
52
had
a
minimum
qualification
or
a
test
removed
or
changed
from
the
process,
so
another
strategy
to
try
to
make
sure
we're
having
job
related
minimum
qualifications
for
the
positions
in
the
city.
Mr.
A
A
F
Only
just
sure,
Quincy
I
think
it's
a
little
too
early
to
tell
the
rule
of
three
was
just
eliminated
in
the
last
year
saw,
but
it
does
give
it
does
give
those
departments
or
those
hiring
managers
an
opportunity
to
interview
additional
people
which
should,
in
the
long
run,
help
diversify
the
city's
workforce,
because
they'll
have
additional
home
people
to
interview,
including
people
of
color
and
females
right
I.
Just.
F
Hr
technology
solutions,
they
work
with
our
supporter,
HR
is
system,
and
he
also
support
our
halogen
system.
Our
neogaf
system
and
training,
administration
and
they're
also
integral
and
making
sure
that
the
things
that
Labor
Relations
negotiates
are
implementing
the
system
and
also
classification
and
compensation
changes.
F
Moving
forward
to
HR
labor
relations
again,
this
will
be
part
of
a
new
service
delivery
model
in
2018,
the
city
recently
appointed
a
new
labor
relations
director
to
the
to
lead
the
division.
These
are
some
of
the
purpose
and
context
of
the
division.
The
services
that
are
specifically
provided
next
year
will
have
a
recommended
budget
of
just
about
six
hundred,
and
ten
thousand
currently
has
three
FTEs
and
again.
We
have
requested
additional
Ft
in
this
area.
F
F
F
F
These
are
some
of
the
reasons
from
the
independent
consultant
determined
that
the
division
is
functioning
beyond
full
capacity.
The
division
is
understaffed.
The
division
is
continuously
challenged
to
negotiate
and
implement
labor
agreements,
for
example,
I
believe
the
Hennepin
County.
They
have
17
labor
contracts,
we
have
24,
they
have
four
full-time
employees
versus
our
three.
So
that's
just
one
comparison.
F
Your
submit
here's
some
performance
measures
for
the
labor
relations
division.
You
can
see
the
24
labor
agreements
the
status
of
each
right.
Now
we
have
nine
that
are
settled.
We
have
three
they're
in
negotiations.
We
will
have
seven
that
will
expire
at
the
end
of
the
year
and
we
will
have
an
additional
four
expiring
at
the
end
of
2018.
So
if
we
can
get
up
in
front,
you
know
more
out
in
front
of
those
negotiations,
we
can
hopefully
negotiate
contracts
prior
to
their
actual
expiration.
F
The
average
number
of
negotiation
sessions
per
agreement
is
twelve.
The
number
of
grievances
step.
Three
grievances
over-processed
in
2017
year-to-date,
is
fourteen,
and
we
also
have
a
new
program
that
we've
offered
this
year
called
supervising
in
a
union
at
work
environment.
It's
very
helpful
for
people
that
may
come
from
the
private
sector.
Are
there
organizations
that
never
worked
in
a
union
environment?
So
42
employees
have
completed
that
program
today.
F
F
You
can
see
here
that
the
percent
of
employees
that
are
at
low
risk
in
terms
of
wellness
and
health,
a
steadily
climbed
from
79%
to
86%
of
the
workforce.
At
the
same
time,
we've
seen
people
an
increased
percentage
of
the
workforce
actually
participating
in
the
health
and
wellness
program.
You'll
see
that
big
bump
from
45
to
70
that's
the
year
that
the
city
changed.
F
F
Total
compensation
in
2015
the
city
started
a
paper
n
Aleve
program
allowing
parents
of
up
to
three
weeks
of
paid
leave
in
2015
the
first
year
we
saw
99
employees.
Take
it
back.
Take
advantage
of
that
new
benefit.
Last
year
was
110
and
you're.
Today,
through
9
September
30th
we've
seen
74
people
participate
in
the
paid
parental
leave
classification
studies.
It
shows
the
average
days
to
complete
and
the
number
of
studies
that
the
classification
unit
is
completing.
Each
year
last
year
we,
the
city's
HR
department,
received
an
additional
FTE
in
the
classification
and
compensation
area.
A
A
Much
for
your
presentation
that
concludes
this
morning's
scheduled
sessions
for
the
coordinator
day
budget
presentations.
So
we'll
look
forward
to
taking
up
the
next
group
of
beginning
about
1:30
with
the
internal
audit,
followed
by
finance
and
an
information
technology
department.
This
meetings
adjourned.