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From YouTube: July 19, 2017 Committee of the Whole
Description
Minneapolis Committee of the Whole Meeting
A
Good
morning,
I
am
calling
to
order
a
regularly
scheduled
meeting
of
the
Committee
of
the
Whole.
My
name
is
Elizabeth
Glidden
I'm,
the
chair
of
this
committee,
I'm
joined
today
by
two
members,
ripe,
Andrew,
Johnson,
yang,
Quincy
and
Goodman,
and
we
will
go
ahead
and
start
and
look.
We
do
have
a
quorum,
we're
come
from
rice.
Thank
you.
So
we
have
four
items
on
our
agenda
at
the
end
of
the
agenda.
We
will
switch
to
our
information
technology
subcommittee,
but
first
we
have
to
consent
items.
A
The
first
item
is
approving
appointments
to
the
transgender
equity
Council.
The
appointments
to
be
approved.
Our
council
appointments
three
appointments
that
our
city
employee
feeds
for
Jared,
Earthman,
Kate,
Nelson
and
best
meet
Jean.
Then
we
are
also
confirming
a
mayoral
appointment
of
Kristen
Johnson.
A
So
I
will
then
item
number
two
excuse
me
is
we
had
had
a
required
update
regarding
preparation
of
a
request
for
proposals
for
an
ongoing
minimum
wage
study,
and
this
work
is
still
ongoing
and
there
is
a
full
written
update
attached
for
council
members
and
for
the
public
and
so
I
will
move
both
of
those
consent
items.
Is
there
any
discussion
on
either
item
seeing
none
on
approval,
please
say
aye
aye
opposed
and
those
items
are
approved.
Our
discussion
item
for
today
is
a
presentation
by
the
human
resources
department
on
strategic
Workforce
Planning.
B
B
B
B
These
are
aggressive
and
aspirational
goals
set
to
provide
a
a
goal
post,
if
you
will,
for
the
city
of
Minneapolis
government
workforce
to
more
closely
match
the
demographics
of
city
residents.
In
addition
to
the
city
workforce
goals.
Through
the
equity
opportunity
report,
we
have
established
city
and
individual
department
goals
based
on
the
number
of
individuals
who
have
the
required
skill
set
in
the
labor
pool
from
which
we
hire.
B
C
So
the
chart
that's
on
the
screen
depicts
or
into
just
a
quick
vertical
progress
where
we
are
in
terms
of
the
demographics
of
our
workforce
as
of
June
30th
2017.
So
this
chart
depicts
the
percent
and
number
of
employees
of
employees
of
color
in
the
city's
workforce
on
a
trend
line
from
2009
through
June
30th
of
2017.
Since
the
41%
goal
was
adopted
in
August
of
2016,
the
presence
of
employees
of
color
in
the
workforce
has
increased
by
1.5
percent.
The
annual
goal,
however,
for
past
year,
was
a
2
percent
increase.
C
So
we
can
continue
to
improve
on
data
hiring
percentages
and
turnover,
of
course,
also
plays
a
part
in
the
diversity
of
our
of
our
workforce
and,
while
turnover
employee
of
color
has
decreased
by
half
a
percent.
The
goal
for
the
past
year
was
a
1
couple,
one
percent
decrease
and
to
help
with
the
eternal
work
that
were
continuing
to
experience,
we're
holding
discussions
with
the
recently
formed
black
employees.
Network
group,
a
resource
group
and
exit
interview
data
will
help
us
to
continue
to
identify
additional
strategies
to
increase
the
retention
rates
of
our
employees
of
color.
C
A
C
So
retention
did
go
down.
Our
turnover
went
down
a
half
a
percent.
We
were
expecting
one
percent
or
anticipated
on
one
percent
in
order
to
reach
our
goals,
but
we
set
annual
goals
of
a
one
percent
decrease
in
return
over
and
we
do
had
to
have
a
percent
decrease,
but
we're
continuing
to
look
at
strategies
and
discussions
internally
with
our
employees
to
find
out
where
their
some
additional
strategies
to
to
increase
the
retention
rate
of
our
employees
of
color.
Okay,.
C
And
then
up
for
females,
this
chart
depicts
the
percentage
and
number
of
females
in
the
city's
workforce
group
again
from
2009
through
June
30th
of
this
year,
since
the
45%
goal
for
females
in
our
workforce
was
adapted
in
August
of
2016,
the
presence
of
women
and
our
workforce
has
increased
by
one
percent
from
29
to
30
percent.
Another
annual
goal
of
the
females,
though,
for
last
year,
with
a
we
were
anticipated
1.5
percent
increase.
C
So
we
did
miss
that
by
a
half,
a
percent
overall
hiring
of
women
went
up
by
9
percent
in
the
last
year,
which
is
significant,
but
we
can
do
better
so
we're
continuing
to
again
develop
some
entry
pathways
programs
and
very
targeted
recruiting
and
your
tips
for
positions
that
again
have
not
been
attracting
females,
particularly
in
our
public
safety
and
service
maintenance
areas
and
well
turnover
of
females
has
decreased
by
one
and
a
half
percent,
which
is
very
encouraging.
The
goal
is
to
decrease
it
by
two
and
a
half
percent.
C
C
Our
strategy
here
at
the
city
is
twofold:
to
increasing
the
diversity
of
our
workforce,
one
is
increasing
the
number
of
people
of
color
and
women
hired
in
our
workforce,
well
in
our
workforce
through
hiring
and
promotion.
The
second
is
with
retention
in
retaining
top
talent
in
our
workforce
by
growing
an
inclusive
culture
where
all
employees
feel
welcome.
C
The
very
type
with
very
tight
and
competitive
labor
market
and
the
types
of
jobs
needed
in
the
public
sector
are
requiring
government
agencies
nationwide
to
rethink
and
allocate
more
resources
to
their
hiring
and
retention
strategies,
and
the
cityís
is
no
exception
to
that.
For
instance,
in
2016
governor
Dayton
set
a
goal
to
double
the
number
of
state
jobs
held
by
minorities
by
the
end
of
2019
and
allocated
2.6
million
towards
that
effort.
Hennepin
County
and
of
food
samples
have
also
sent
workforce
diversity
goals.
They
are
lower
than
the
city's
goals.
Ours
were
very
aspirational
there.
C
They
have
set
there's
lower,
for
instance,
I
know
in
kind
of
in
County.
They
said
a
2
percent
increase
in
people
of
color
in
County
jobs
in
a
two-year
span,
where
we
had
a
2%
increase
in
a
one-year
span,
but
we're
all
setting
goals
and
measuring
progress
against
those
goals,
and
there
are
many
factors
within
our
city
government
that
makes
our
culture
a
little
different,
a
little
more
unique
for
feeding
from
other
public
sector
entities
and
we
have
a
merit-based,
hiring
and
promotion
system.
C
We
operate
within
the
Civil
Service
Commission,
a
civil
service
environment
which
many
others
do
not.
92
percent
of
our
employees
are
represented
by
one
of
24
organized
units
and
many
of
the
city's
largest
job
categories
are
traditionally
dominated
by
men
and
white
White's
employees
and
those
jobs
include
skilled
trades
and
Public
Safety
careers.
That
are
essential
to
protecting
Public
Safety
and
maintaining
city's
infrastructure.
C
In
part
of
the
strategy
around
increasing
the
diversity
of
our
workforce
was
setting
workforce
diversity
goals,
something
I
hadn't
had
four.
So
in
order
to
measure
the
effectiveness
of
our
recruiting,
hiring
promotion
and
retention
strategies,
both
short
term
and
long
term,
diversity
goals
were
set
in
the
past
year.
The
first
goal
is
an
enterprise
goal
of
having
41%
people
of
color
and
45%
females
by
the
year
2022.
It
is
an
aspirational
goal
and
it
represents
a
target
for
a
workforce
that
better
reflects
the
community
that
we
serve
and
bond.
C
We
also
have
Department
place
Nichols
so
through
the
Equal
Employment
Opportunity
report,
individual
department
goals
were
set
based
on
available
talent,
with
the
required
skill
set
in
the
pool
that
we
draw
from.
These
will
set
a
benchmark
for
measurement
progress
and
directs
focus
efforts
towards
areas
that
have
the
furthest
stretch
to
meet
their
goals.
So.
C
We
talk
about
measurement
and
progress
against
our
goals.
We
do
see
the
change.
We
do
see
change
in
progress
when
we
have
focused
and
intentional
recruiting
and
hiring
strategies,
as
this
particular
graph
illustrates
the
top
graph.
Sorry,
the
graph
as
a
whole,
the
forecasted
probability
of
meeting
our
41
percent
people
of
color
in
the
workforce.
Diversity
goal
by
2022.
C
That's
just
showing
that
where
we
have
intentional
focused
efforts
does
make
an
impact,
and
we
are,
as
you
know,
31%
is
still
short
of
the
41%
people
of
color
target
for
the
year
2022
and
it's
going
to
require
dedicated
resources,
partnerships
with
other
agencies
and
organizations,
continued
development
of
pathways
programs,
targeted
recruitment,
outreach
and
continued
evaluation
of
our
minimum
qualifications
for
city
positions.
Those
are
going
to
be
imperative
elements
that
we
continue
and
expand
upon
to
increase
the
diversity
of
the
city's
workforce.
B
So
one
of
the
key
elements
in
any
culture
change
is
leadership,
and
leadership
plays
a
pivotal
role
here,
in
addition
to
collaborative
collaborating
with
the
department's
to
set
goals,
we
have
also
enjoyed
the
accountability
standards
towards
progress
for
leadership,
so
reporting
with
the
mayor
annually.
Progress
against
goals
the
there
is
consideration
now
in
the
budgeting
process
of
the
human
capital,
but
human
capital
goals,
when
considering
above
the
needs
for
staffing,
etc.
B
Still
on
the
topic
of
importance
of
leadership
is
that
it
is
very
important
to
have
diversity
at
the
top
of
the
organization
when
attracting
and
retaining
diverse
employees.
What
this
particular
graphs
show
is
that,
over
the
period
of
2013
through
today,
we
have
maintained
sort
of
a
steady
number
of
for
the
apartment
hoods
who
are
people
of
color
and
in
the
appointed
leadership,
ranks
15
to
18
people
of
color.
B
C
Labor
shortages
and
lack
of
diverse
candidates
for
many
city
positions
is
a
challenge
that
we
are
facing
more
and
more
often.
The
answer
to
this
challenge
for
us
here
at
the
city
as
well
as
many
other
public
sector
agencies,
is
to
grow
our
own
talent
pool
as
an
example
I'm
sure.
All
of
you
all
of
you
know
about
the
community
service
officer
program
in
the
police
department,
it's
a
well-established,
very
successful
pathway
program
to
prevent
a
police
officer.
C
The
CS
model,
CS
ol
model
is
being
replicated
throughout
the
enterprise
for
other
hard
to
fill
positions
such
as
auto
and
heavy
equipment.
Mechanics
sixty
percent
of
the
current
auto
mechanics
at
the
city
are
eligible
to
retire
in
the
next
six
years.
60
percent-
it's
hard
to
build
position
anyway,
has
been
hard
to
build
for
about
the
last
five
years
as
heavy
equipment.
C
Operators
in
the
Minnesota
area
particularly
have
gone
up
to
North
Dakota
for
a
lot
of
the
pipeline
works
been
very
difficult
to
fill
and
also
it's
a
trades
position
that
P
were
individuals
are
choosing
as
a
career.
The
city
is
partnering,
with
Roosevelt
High,
School
and
sample
college
to
establish
an
apprentice
program
that
will
launch
this
year.
C
We
are
also
getting
ready
to
launch
the
first
cohort
of
a
911
dispatcher
pathways
program
in
partnership
with
Ramsey
County
Hennepin
County
city
of
st.
Paul
in
city
of
Bloomington,
along
with
our
educational
partners,
MCTC
and
a
nonprofit
organization,
and
it's
going
to
train
participants
in
emergency
communications.
Hope
graduates
will
be
qualified
to
be
hired
as
911
dispatchers
at
any
of
these
participating
employer
partners.
C
C
We
also
have
some
pathways
programs
that
are
under
construction
for
both
in
the
assessor's
area
and
in
our
operating
maintenance
engineers
who
do
the
the
building
heating
HVAC
building
equipment.
So
those
two
are
under
construction,
we're
working
to
hopefully
get
those
finalized
and
in
in
play
by
the
end
of
this
year.
C
We
have
undergone
a
number
of
changes
in
our
hiring
process
that
support
equity,
continuing
to
evaluate
minimal
qualifications
for
city
positions.
So
it's
a
critical
step
in
ensuring
that
barriers
to
employment
are
being
removed.
In
the
past
year,
for
instance,
22
percent
of
the
positions
that
were
open
had
changes
to
the
qualifications.
Pre
significant
changes
to
qualifications,
everything
from
a
little
eliminating
requirement
to
employment,
whether
that
be
eliminating
of
the
certification
having
supervisory
experience
at
the
time
of
hire
or
moving
for
a
bachelor's
degree.
C
Additionally,
we
have
been
including
second
language
proficiency
and
giving
that
a
weight
as
a
desirable
qualification,
particularly
with
direct
customer
facing
positions.
This
preference
in
the
selection
process
has
been
successful
in
attracting
diverse
candidates
to
customer
facing
positions,
but
we
have
also
drafted
language
pay
procedures,
which
will
compensate
individuals
who
use
a
second
language
on
the
job,
which
is
also
helpful
in
attracting
diverse
candidates
to
the
city,
there's
been
ordinance
change
to
allow
broader
pool
of
candidates
to
be
considered
for
hire.
That
was
basically
the
elimination
of
the
rule
of
three
last
November.
C
We
anecdotally
the
hiring
managers
who
have
typically
operated
under
the
rule
of
three
have
stated
that
they're,
it's
been
it's
been
very
successful.
We've
had
we've
only
had
about
four
or
five
processes
go
through
a
full
hiring
cycle,
so
we
don't
have
a
lot
of
data
to
look
at
the
effectiveness
of
the
elimination
of
that
policy,
but
I
anticipate
that
it
will
have
an
increase
in
the
diversity
in
those
particular
areas
where
rule
of
three
had
been
in
place
before
and
in
collaborating
with
labor.
C
We've
got
a
very,
very
strong
partnership
with
our
labor
reps,
on
identifying
and
implementing
more
flexible
hiring
processes
for
a
couple
of
examples
in
the
IT
area.
Varying
business
needs
don't
allow
us
to
have
a
large
at
all
hiring
process
and
happen
for
a
while,
for
instance,
in
IT
area.
One
of
the
major
concerns
that
they
have
is
speed
of
the
hiring
process
they
lose
candidates
in
the
time
it
takes,
is
to
have
it
open
for
application
screen.
Applications
do
interviewing
by
the
time
they
get
around
to
making
a
job
offer
about.
C
Half
of
their
candidates
have
already
accepted
job
offers
elsewhere.
So
we
have
worked
with
labor
to
speed
up
that
process
whereby
I
take
and
begin
interviewing
qualified
candidates
before
an
eligible
assist
even
been
established,
and
it
has
been
very
successful
in
IP
area
in
not
losing
their
top
candidates.
Some
other
changes
that
are
coming
up
with
the
hiring
processes
to
make
them
more
flexible
in
a
number
of
our
departments.
They
have
the
flexibility
to
be
able
to
hire
by
job
family
rather
than
a
particular
job
title
and
that
affected
some.
C
The
ability
to
to
interview
and
select
the
right
candidate
for
the
right
position
at
the
right
time,
rather
than
say
it.
For
instance,
in
the
police
department,
with
the
forensic
scientists.
We
have
forensic
scientists
one
two
and
three,
and
they
may
have
a
vacant
position
for
two
level
and
interview
candidates
and
decide
that
someone.
C
It's
going
to
be
an
enterprise
employment
plan
for
the
city
of
Minneapolis,
identifying
a
value
proposition
for
working
for
the
city.
Why
do
people
want
to
come
here
and
work
for
the
city?
Some
of
our
designer
doubt
comes
from
the
employment
branding
will
be
an
increase
awareness
of
the
city
as
a
potential
employer
among
recruitment
prospects,
a
streamlined
and
focused
recruiting
communications
that
clearly
defines
the
purpose
and
differentiators
we're
working
for
the
city,
growth
in
diverse
candidate
pools
and
consistent
recruitment
communications.
Among
current
employees.
C
We
have
had
some
very
intentional
strategies
around
just
simply
recreating
this
ability
for
the
city
as
an
employer
of
choice
as
we
go
to
we've
probably
attended
three
dozen
job
fairs
over
the
last
year
year
and
a
half,
and
it's
been.
It
was
a
very
intentional
strategy
at
the
beginning,
just
to
get
ourselves
out
in
the
presence
of
the
community
and
for
span
prospective
job
candidates.
C
C
Over
the
last
two
years,
I
had
close
to
70
job
fairs,
doing
a
more
targeted,
intentional
approach
to
the
job
fairs
that
have
either
have
reached
certain
populations
of
candidates
that
we're
looking
to
attract
and
that
also,
where
we've
seen
very
significant
numbers
of
professional
candidates
coming
through
and
where
we
have
the
biggest
impact.
We've
had
referral
sources
state
that
they've
come
through
certain
job
fairs
or
really
made
some
very
significant
Community
Connections.
B
Typically
relation
to
retaining
top
talent,
effective
onboarding,
leads
to
early
productivity
excitement
and
increased
engagement
of
new
hires
and
makes
new
employees
comfortable
in
their
work,
environment
and
cognizant
of
the
collegial
relationships
and
how
they
mattered
the
organization's
overall
objectives.
In
the
last
year,
we
have
introduced
a
new
onboarding
program
for
appointed
leaders
as
well
as
for
managers.
Employees,
of
course,
are
our
best
ambassadors
and
we
have
also
launched
two
new
employee
resource
groups.
B
That's
referred
to
them,
the
29%
Club
for
women
and
the
black
employees
Network,
a
third
employee
resource
group
will
be
launched
in
on
Veterans
Day
and
that's
the
military
ERG.
The
purpose
of
the
ERG
is
really
is
to
engage
employees
and
hear
their
voices
in
what
is
going
well.
Things
that
they'd
like
to
have
influence
or
impact
over
will
be
implementing
exit
interviews
and
we're
working
with
IT
and
Finance
to
implement
recommendations
from
the
leave
work
group
by
October
2017.
B
When
that
work
is
completed,
the
redesigned
exit
interview
process
will
be
lodged
from
the
exit
interviews.
We
hope
to
engage
more
people
and
actually
talking
with
us
as
they
leave
the
organization
and
hearing
about
why
they
may
be
leaving,
and
this
may
give
us
some
ideas
as
to
how
to
better
engage
employees.
And
then
at
the
individual
level,
we
will
be
providing
tools
and
strategies
to
engage
employees
in
their
own
development.
B
We
have
been
using
a
variety
of
things,
as
change
mechanisms
to
change
the
culture
and
training
is
certainly
one
of
them.
It
provides
tools
and
practices
and
languages
of
that
language
that
we
particularly
want
employees
to
have
so
that
we're
all
saying
the
same
thing
thinking.
Similarly,
as
far
as
a
welcoming
work,
environment,
we've
provided
a
number
of
training
at
the
supervisory
and
leadership
level,
and
they
have
components
of
cultural
intelligence
within
these
various
trainings.
B
We
also
offer
intercultural
assessment
and
coaching
many
departments
have
taken
advantage
of
that
offering
and
coming
in
the
future.
This
year
is
cultural
intelligence
embedded
in
customer
service.
It's
currently
under
construction,
and
so
it
will
be
focused
on
those
employees
who
our
customer
facing
have
direct
contact
with
the
public
and
to
give
them
again
tools,
strategies
to
interact
with
people
in
a
culturally
intelligent
and
Anto
way.
We've
been
partnering
with
labor
reps
on
the
long
term.
B
At
the
end
of
the
day,
we
have
a
variety
of
new
things
that
we
have
been
offering
a
number
of
new
tools.
New
processes,
new
classes
have
been
built.
Our
challenges
is
in
sustaining
those
efforts,
while
continuing
to
build
new
opportunities.
Over
the
past
couple
years,
we
focused
on
leadership
and
management.
So
you've
probably
heard
us
talking
about
leadership
you
about
supervisor
you.
This
year
we
are
focusing
on
developing
coursework
for
employee.
B
When
you
think
about
the
kinds
of
structures
that
we
operate
within,
while
there's
great
value
to
operating
under
civil
service
rules,
our
processes
are
slow
and
complicated.
We
face
new
challenges
and
need
to
become
more
nimble
and
flexible.
One
example
is
that
currently
the
way
to
advance
your
career
is
through
supervision.
B
We're
asking
ourselves
a
question:
are
there
other
avenues
to
advance
technical
experts
without
adding
people
management?
Another
example
for
for
some
employees,
attaining
a
specific
certification
would
enable
them
to
advance
the
current
structure
requires
us
requires
undergoing
a
formal
promotion
process.
Working
with
labor
we've
created
an
automated
promotional
process
that
is
working
in
some
areas
and
so
we're
asking
ourselves.
Can
this
process
you
use
for
other
areas?
B
B
Externally,
we
are
challenged
by
the
availability
of
people
with
specific
skill
sets
that
we
need
so,
for
example,
people
aren't
choosing
careers
in
the
trades
these
days.
This
has
significant
impact
on
our
ability
to
hire
electricians,
plumbers
and
welders.
Competition
for
talent
is
intense.
We
compete
with
other
government
entities
and
also
with
private
industry
and,
as
we
all
know,
there's
approximately
19
fortune,
500
or
100
companies,
headquartered
here
in
the
Twin
Cities,
so
that
certainly
intensifies
the
the
competition
for
talent.
B
B
We
need
to
continue
to
have
strong,
accountable
leadership,
flexible
and
nimble
recruitment
and
selection
processes,
a
culture
that
engages
employees,
so
they
want
to
stay
at
the
city
of
Minneapolis,
a
performance
management
system
that
holds
each
of
us
accountable
to
contribute
to
a
welcoming
work,
environment,
development
of
and
discipline
to
use,
data
analysis
and
metrics
to
enable
decision
making
and
policy
and
practices
that
are
aligned
to
the
city,
values
of
equity
and
one
Minneapolis.
Our
benchmarking
experiences
and
research
show
that
we
are
doing
well
in
building
greater
diversity
into
our
workforce.
A
Well,
thank
you
very
much.
Thank
you
for
the
presentation.
We
do
have
a
lineup
of
council
members
with
some
questions
and
I
had
actually
put
myself.
Thank
you.
All
I
won't
go
through
a
whole
list,
maybe
I'll
just
kind
of
start
with
the
first
thing
on
my
mind
and
then
let
my
colleagues
continue
and
we'll
see
how
far
we
get
once.
A
A
Eeo
placement
goals
and
working
with
departments
on
strategies
to
receive
those
goals.
I
guess
my
expectation
would
be
that
there
is
as
much
attention
placed
on
how
departments
filled
out
their
a
whole
workforce
assessment
plan,
including
their
goals
around
Equal
Employment
Opportunity,
both
for
hiring
and
in
recruitment
and
for
retention,
as
that
has
been
identified
as
a
significant
issue
for
the
city
as
a
whole
and
and
of
course,
other
employers
as
well.
So
you
know
so
so
what
are
today
the
requirement
for
departments
to
put
together
those
kinds
of
plans?
A
How
are
they
supported
in
putting
together
those
plans?
And
if
there
is
a
mechanism
yet
today
for
doing
that?
How
are
those
plans
and
evaluated
on
a
regular
basis
again,
I
feel
like
there
needs
to
be
some
sort
of
regularity
to
working
and
then
supporting
the
departments
who
have
a
lot
of
ideas,
but
also
need
the
structure
of
HR
professional
to
help
them
realize
those
ideas
and
move
forward.
Their
goals.
B
Madam
chairperson,
the
overall
strategy
frankly,
is
on
a
voluntary
basis.
However,
I
will
say
that
we
have
support
from
HR
generals
who
work
closely
with
the
department.
Has
the
mayor's
request
to
have
updates
on
progress
against
goals
is
another
accountability
mechanism.
The
other
thing
that
we
are
doing
at
this
point
is
relaunching
the
workforce
planning
process,
which
I
think
to
your
point
is
a
more
elaborate
focus
on
what
is
the
overarching
workforce
plan
process?
We
are
doing
this
in
a
soft
launch
right
now.
B
In
fact,
this
afternoon
we
are
starting
with
the
C
pad
will
be
working
this
month,
I'm
starting
with
the
assessor's
office
and
one
of
the
divisions
and
public
works
and
will
continue
from
there.
We
had
started
this
process
about
a
year
ago
back
up
and
took
a
look
out
needing
to
develop
the
data
for
the
EEO
plan
that
we
could
then
incorporate
into
the
workforce
planning
process.
B
A
I'll
just
say
so:
I
appreciate
that
and
I
also
appreciate
that
HR
does
have
a
lot
of
programmatic
supports
coming
forward,
but
just
in
my
opinion,
having
a
voluntary
basis
for
putting
together
what
is
really
essential.
Work
to
support
the
city
of
the
whole
is
doesn't
cut
it.
So
we
need
to
figure
out
what
are
the
right
ways
to
request
that
information
on
a
more
consistent
basis
and
then
I
think
the
other
kind
of
end
to
it.
Is
that
just
like
we
do
with
the?
A
The
overall
plans
that
the
city
coordinators
office
helps
departments
put
together
for
just
their
subject
matter
goals
and
things
like
that.
There
needs
to
be
a
support
system
for
helping
departments
put
together
those
plans
again
I
think
on
the
recruitment
and
hiring
end
as
well
as
on
this
retention
and
I'll,
say:
I
went
to
the
results,
Minneapolis
update
session
that
you
recently
hosted,
which
was
excellent,
but
it
was
just
clear
from
that
that
working
on
retention
is
very
new
to
departments
they
need
support.
They
need
assistance
with.
A
You
know
what
are
the
best
practice
strategies
that
they
could
incorporate
or
turn
to
meet
the
needs
of
their
own
employees
and
so
forth.
So
anyway,
I
just
want
to
put
that
out
there
and
I'll
put
some
thoughts
again
into
what
might
be
a
more
structured,
City
response.
In
addition
to
what
the
mayor
is
doing.
Thank.
B
You
I
will
say
with
the
EEO
report
and
the
action
plans
that
were
developed,
they
do
address
attention,
they
do
address,
recruiting
and
depends
on
what
the
particular
department
needs
are,
and
so
there
are
a
variety
of
strategies
that
were
built
directly
for
each
department
in
order
for
them
to
have
a
path,
if
you
will
to
follow
to
better
routine
and
recruit
people.
So
that's
part
of
the
workforce
plan
and
with
the
workforce.
B
Excuse
me
that
workforce
plan,
but
their
ego
plan
and
then
the
other
aspect
of
that
was
a
the
incorporation
by
the
finance
department
of
the
human
capital
needs
into
the
budget
process.
Based
on
what
the
EEO
action
plan
for
the
department
was.
So
those
are
two
steps
again
around
accountability,
but
I
do
appreciate
the
additional
support
and
need
to
have
a
more
structured
response.
B
D
Thank
you
very
much
and
I
appreciate
those
those
questions.
I
just
wanted
to
note
the
fantastic
work
that
I
think
that's
been
going
on
in
this
area,
and
now
this
is
like
night
and
day
compared
to
five
or
ten
years
ago
and
where
we
were
focused
in
what
we
were
doing
and
I
think
you're
all
very
professional,
very
common
making
the
presentations.
D
D
It
also
depends
a
lot
on
what
the
turnover
is
and
what
new
jobs
get
created
and
we
are
making
progress
and
I
think
that
it's
significant
and
we're
talking
about
things
like
implicit
bias
and
hiring
like
we
never
have
before
I'm
particularly
concerned
and
wondering
about
promotion
and
advancement
and
what
role
bias
plays
in
that
as
well
implicit
bias,
not
just
of
those
supervisors
but
implicit
bias
of
the
individuals.
I
spent
a
large
part
of
my
professional
life
as
an
educator
and
a
teacher
and
I
just
remember.
D
We
would
hear
studies
and
data
that
would
talk
about
how
differently
teachers
treated
boys
versus
girls-
boys
you
can
handle
that
you
can
take
care
of
that.
I
know
you
can
do
it
go
get
em
tiger
or
whatever
and
girls.
How
can
I
help
you
well
and
I
do
for
you
could
I,
you
know,
I'll
show
you
again
or
whatever
and
then
I
look
at
the
city
and
I
look
at
the
individuals
that
I
know
who
are
working
at
the
city
and
who
advances
faster
and
more
quickly
up
the
ladder
in
the
city
and
I.
D
Think
there
is
a
gender
imbalance
there.
So
I
want
us
to
look
at
that,
and
I
just
want
to
encourage
us
as
we
talk
about
bias
in
hiring,
let's
think
about
what
bias
might
be
going
on
in
terms
of
advancement
and
pathways
forward
within
the
city
and
in
helping
individuals
see
that
you
might
have
a
pathway
for
for
success,
and
what
are
you
interested
in
and
you
could
can
do
it,
but
also
help
others
see
that
any
in
each
other?
D
D
Make
a
big
difference
and
that's
really
helpful
too,
but
we
need
to
get
that
communication
back.
I
am
curious.
There
was
one
slide
about
appointed.
We
who
kind
of
we
talked
about
some
different
categories
of
employees.
Department
has
appointed
and
managers.
Could
you
tell
us
how
many
appointed
people
were
talking
about
those
appointed
leaders?
If
the
department
heads
is
a
very
small
group,
so
changing
that
percentage
is
challenging,
appointed
must
be
pretty
the.
B
D
B
Would
like
to
thank
you
for
the
recognition,
but
also
to
indicate
that
there
are
a
number
of
strategies
that
we
have
in
the
works.
I
think
are
either
starting
to
have
impact
because
they're
new,
and
so
the
the
training
for
hiring
managers
and
the
upcoming
training
for
all
people
who
sit
on
an
interview
panel
will
help
with
the
bias
that
happens
in
hiring
when
we
talk
about
hiring
and
and
recruitment.
We're
not
only
talking
about
new
to
the
city,
but
also
promotion
about
50%
of
our
hires
are
our
promotions
within
the
city.
B
So
we're
looking
at
that
as
well,
and
the
thing
that's
coming
up
in
the
fall
that
we're
very
excited
about
is
a
job
fair.
That
will
help
for
employees
an
internal
job
fair.
That
will
talk
about
the
kinds
of
work
that
we
do
in
the
city,
the
kind
of
jobs
that
are
available
also
with
support
for
application
and
resume
writing
and
interviewing
skills.
So
we're
hoping
that
that
will
also
help
all
of
our
employees
present
themselves
and
the
best
possible
light
when
competing
for
for
internal
positions
and.
D
E
You,
madam
chair,
thank
you
very
much
for
your
presentation
and
all
of
your
hard
work.
I
know
it
a
couple
of
things
that
are
missing
in
the
report,
so
I
just
want
to
note
them
because
they
seem
to
be
pretty
big
successes.
I
know,
there's
a
pathways
program
for
EMT
training
and
eight
people
have
been
hired
already.
E
C
Dnf
EMS
academy,
quite
frankly,
could
have
been,
could
have
been
on
that
circle.
It
is
one
of
the
newer
ones
that
have
launched
the
examples
that
I
chose
were
either
ones
that
are
coming
up
or
some
of
the
newer
ones,
but
you're
absolutely
right.
It
also
has
been
a
very
successful
model,
modeled
off
of
community
service
officer
as
well
very
successful
model
and
have
been
able
to
use
that
ems
pathway
and
working
with
labor
to.
C
Whether
we
have
an
ableist
or
not,
the
firefighters
are
able
to
consider
graduates
of
the
EMS
program
for
our
firefighter
positions
here
and
have
been
very
successful
in
doing
that.
You're
absolutely
right.
It's
been
a
very
successful
program
and
fire
departments
around
the
country
are
or
looking
at
that
right.
E
And
the
department
and
its
staff
are
unbelievably
committed
to
it
and
committed
to
talking
about
it
to
elected
officials
and
communities
and
neighborhoods
I've,
never
seen
a
program
that
well
publicized
and
it
seems
like
it's
the
model
of
all
of
the
pathways
programs.
Because
of
the
way
the
department
and
its
staff
have
really
embraced
it
and.
C
I
believe
I
believe
through
very
successful
programs
like
the
CHL
program
like
the
EMF.
They
had
guests
other
departments
very
excited
understanding
and
supporting
a
program
like
that.
For
many,
many
of
the
smaller
departments,
resources
has
really
been
a
challenge,
and
so
we've
been
helping
support
them
in
figure
out
how
they
get
the
resources
to
be
in
the
community
to
be
able
to
do
those
types
of
pathways
programs
or
their
departments
as
well,
and
then.
C
Don't
I
think
that
is
something
absolutely
that
the
labor
hiring
and
promotion
labor-management
committee
could
absolutely
tackle
I
believe
the
again
very
strong
partnership.
We
have
four
of
the
business
reps
from
the
large,
the
largest
labor
labor
units
on
the
committee
with
us,
they're
very
committed
to
diversifying
helping
us
think
through
strategies
and
where
they
play
a
role
in
helping
to
diversify
the
city.
I
think
that
that
is
an
absolute
wonderful
topic
for
them
to
discuss.
I,
don't
think
they'll
have
a
problem
with
doing
that
in
terms
of
urban
scholars
and
in
step
up.
C
C
C
I'm,
preventing
upgrading
the
number
it
was
somewhere
along
the
20%
mark
that
had
a
quiet
force.
Any
position
at
about
10%
were
higher.
So
what
again?
It's
also
about
the
types
of
positions
we
have
at
that
moment,
and
maybe
we
need
to
create
a
pool
of
positions
for
them
to
grow
into
many
of
them
coming
out
of
school.
C
Don't
have
the
experience
levels
for
some
of
the
jobs
that
they're
applying
for
until
maybe
where
we
have
been
looking
at
recreating
a
program
that
we
had
here
at
the
city
and
then
probably
five,
six
or
seven
years
ago,
during
the
economic
downturn,
a
lot
of
those
positions
went
away,
but
it
was
just
a
cluster
of
trainee
or
apprentice
types
of
positions
that
we
could
hire,
interns
and
and
young
folks,
just
graduating
out
of
college
into
something
and
get
the
experience
or
cities
but
positions.
So
we're
also
looking
at
at
revamping
that
madam.
E
Chair
I
just
think
if
this
is
this
is
one
area
where
we've
had
tremendous
success
in
this
issue.
With
regard
to
this
issue
of
women
and
people
of
color,
and
we
know
that
every
single
one
of
these
students
that
we
interact
with
are
just
incredible
and
very
passionate
about
the
city,
so
I
think
we
should
go
above
and
beyond,
and
if
we
can't
go
above
and
beyond,
we
should
be
also
touting
that
experience
to
the
county
in
the
school
district
in
the
Park,
Board
and
other
government
jurisdictions.
C
And
is
it
pardon
me
for
interrupting
one
other
program
that
we're
looking
at
just
beginning
how
to
have
some
discussions
with
the
state?
They
are
also
looking
at
the
same
type
of
thing,
how
they
utilize
their
interns,
the
best
so
that
they
can
attract
them
and
keep
them
in
state
employment.
Part
of
the
challenge
of
the
state
has
been
they
they're,
they're,
more
part-time
positions
for
their
internships,
and
a
lot
of
the
interns
are
looking
for
full-time
opportunities
and
so
being
able
to
partner
with
the
state.
C
A
I,
you
know
I,
actually
wonder
and
there's
another
councilmember
still
in
queue,
but
if
we
might
almost
even
can
a
translate
plumber
Goodman's
question
into
a
direction
to
staff
to
more
formally
work
to
evaluate
this
idea,
I
will
say:
I
think
that
it's
been
brought
up
before
and
I
actually
kind
of
inside
my
head
thought
it
was
fitting
evaluate
so
that
then
you
know
that
would
be
a
good
thing
to
do
and
come
back
with
a
recommendation
to
us
on
either.
You
know,
how
would
you
do
that?
A
F
You
manager
I
just
early
in
the
presentation,
you
talked
a
little
bit
about
obviously
the
missing
the
goals
by
a
half
percent,
something
like
that,
and
then
you
talked
a
little
bit
more
about
the
exit
interview
kind
of
process
and,
as
this
conversation
is
continuing
its
all
about
retention
and
identifying
people
and
using
recruitment
strategies.
Just
wonder
if
you
could
talk
about
that
exit
process
a
little
bit
more.
Is
it?
Is
it
as
robust
as
it
could
be?
F
Is
it
used
as
a
retention
model
for
future
employment
as
we
fill
that
position
and
wanting
to
talk
about
that
a
little
bit
because
I'm
thinking
of
a
couple
of
situations
in
the
departments
I
work
more
closely
with
where
we
lost
people
and
we
didn't
lose
them
for
their?
You
know
lack
of
interest
in
the
city
or
their.
You
know
their
experience
or
what
they've
done.
F
We
actually
cultivated
a
better
employee
to
be
recruited
and
poached
away
by
other
cities,
and
so
I'm
just
wondering
is
that
something
we
should
be
doing
just
developing
our
own
talent
as
well
as
retaining
them?
What
does
that
take
or
can
we
can?
We
say
that
this
is
part
of
what
we're
trying
to
do
is
make
sure
that
our
employees,
the
residents
of
Minneapolis,
are
working
in
other
capacities
for
better
opportunities.
F
So
it's
a
interesting
situation
because
hrs
filled
job
is
to
fill
the
qualified
candidate
within
the
city
enterprise,
and
sometimes
we
kind
of
go
off
and
think.
Well,
we're
really
trying
to
do
is
make
sure
people
of
Minneapolis
have
full
employment
and
work
in
other
places,
and
that's
our
job,
so
I'm
just
there's
kind
of
a
difference
between
filling
our
jobs
and
filling
the
goals
of
the
of
the
city
in
employment.
I
completely.
C
C
Do
you
know
the
percentage
it's
a
fairly
small
percentage
of
people
who
actually
take
advantage
of
that
for
those
who
leave
and
print
it
not
wanting
to
have
a
face-to-face
meeting
with
HR
generalist?
We
do
also
send
out
a
survey.
We
get
about
a
20
percent
response
rate
to
the
survey
we
are.
We
will
be
moving
into
hiring
an
outside
consultant
to
do
phone
interviews
and
also
I
will
probably
still
have
that
survey
available
online,
but
they
have
for
certain
employers.
D
C
Yes,
so
currently
we
do,
and
when
we
do,
we
do
talk
with
people.
It
is
that
information
is
not
put
in
a
system
currently
where
the
data
is
my
Nabal
across
the
organization
to
what
profanes
or
patterns,
it's
really
more
anecdotal
department
by
department
absolutely
absolutely
list
where
they
identify
that
there
are
issues
in
a
particular
department,
as
people
are
exiting
there
absolutely
having
those
conversations
with
their
with
the
management
or,
if
they're,
seeing
that
it's
a
compensation
issue
or
a
classification
issue.
C
They're
absolutely
are
addressing
that
as
well
within
the
human
resources
department,
but
I
also
absolutely
agree
with
you
to
take
a
very
multi-pronged
approach
when
it
comes
to
retention.
It
is
not
a
one-size-fits-all
answer,
either
to
a
very
complex
issue,
as
Marilyn
alluded
to
during
the
presentation.
We
are
also
working
with
the
hiring
and
promotion
labor
management.
To
me,
it
will
come
as
no
surprise
that
this
is
a
burning
issue
for
them
the
promotion
and
retention
of
the
current
staff,
and
we
are
working
on
a
number
of
different
strategies.
C
We
call
we're
looking
at
in
the
framework
with
the
job
classification
strategy,
but
exactly
to
your
point
that
we're
losing
people
to
other
organizations
is
that,
because
of
compensation,
is
that
there
isn't
enough
growth
and
development?
Is
that
because
they
want
to
be,
for
instance,
the
best
beat
cop
on
the
planet
and
they
can.
They
can
be
a
good
beat
cop
in
Bloomington
and
make
more
money.
C
We
need
to
look
at
pay
structure
that
compensates
people
for
being
best-in-class,
if
you
will,
which
we
currently
don't
have
in
the
in
the
hiring
and
promotion
type
of
management
committee.
That
is
exactly
what
we're
focusing
on
different
frameworks
to
keep
a
different
job
classification
system
that
allows
flexibility
for
either
compensation
or
promotion
or
advancement,
and
then
we're
also
taking
a
look
at
internal
development
of
broadly
throughout
the
organization.
C
Employed
by
emerge,
employees
also
don't
know
how
to
how
the
transferable
skills
can
take
them
from
one
area
of
the
city
to
a
different
area
of
the
city.
So
you
have
some
small
departments
that
are
pretty
flapped
and
there
really
isn't
much
of
growth
and
development
in
terms
of
advancement
within
their
own
department
and
so
being
able
to
take.
Take
a
look
at
those
transferable
skills
and
a
half
we're
creating
a
job
lattice
within
the
city.
C
F
Ya,
it's
just
really
important
to
realize
that
that
separation
with
an
employee
and
employer
can
give
you
two
opportunities,
wanted
to
change
the
job
or
the
recruitment
strategy
or
the
retention
strategy,
but
it's
also
a
management
training
tool.
On
the
other
end,
how
can
we
make
sure
we
don't
lose
that
person
for
another
kind?
So
it's
just
complicated.
You
guys
are
the
professionals
I
just
want
to
thank
you
for
acknowledging
that
and
incorporating
it
as
part
of
our
work.
Thank
you.
A
A
Comment
here,
which
is
one
of
the
things
I
kind
of
hear
out
in
the
world,
and
sometimes
from
our
own
employees,
a
little
bit
is
just
a
desire
that
we
are
telling
more
of
our
story
in
a
way
that
it
translates
to
those
outside
that
HR
department
of
gets
out
there
a
little
bit
more
so
I
hear
that
in
different
venues
and
I.
Think
that's
a
reflection
of
you
know.
There
is
interest
in
what
we
have
done.
A
The
fact
that
we
are
struggling
through
this
work
just
like
other
cities,
but
we
are
taking
concrete
steps
and
we're
trying
to
accelerate
some
of
the
things
that
we're
doing
in
part,
because
we
are
going
to
have
some
of
the
workforce
challenges
that
again
are
felt
all
over
the
state.
So
I
just
wanted
to
encourage
you
and
Department
to
think
about
what
else
could
be
done.
It
seems
like
in
your
recommendations,
even
with
the
website,
work
around
the
visibility
and
those
things
that's
kind
of
a
piece
of
it.
A
Some
of
it
might
even
be
you
know.
How
are
you
kind
of
pitching?
You
know
that
the
stories,
whether
it's
the
EMS
story
or
or
other
things
to
those
who
really
would
like
to
hear
that
you
know
the
city's
matter,
Magazine
from
the
ligamentous
Otis
cities
or
whatever
that
is
so
I,
would
just
say
to
encourage
you
to
continue
to
think
of
how
do
we
tell
our
story,
because
that's
also
I
think
how
we
get
some
continued
feedback
and
critique
and
partnership
opportunities
from
others.
A
Knowing
of
our
of
our
work
and
and
I
wanna
say
thank
you
for
being
willing
to
come
back
and
share
with
us.
What's
happening,
it's
a
it's,
a
it's
an
area
of
work,
that's
very
important
to
the
city.
So
thank
you
for
kind
of
keeping
the
nose
to
the
grindstone
and
continuing
to
work
on
how
do
we
support
our
workforce
and
build
the
workforce
for
our
future?
A
G
G
H
To
do
is
briefly
go
through
really
an
overview
of
the
report
that
was
also
issued
on
the
open
data
compliance
over
the
past
years.
If
you
recall,
the
city
put
in
place
an
open
data
policy
back
in
the
summer
of
2014,
the
open
data
portal
itself
went
live
in
December
of
2014
and
since
then
the
city
has
added
a
number
of
data
sets.
H
The
first
two
columns
in
the
very
top
of
the
third
column
here
are
the
traditional
sorts
of
data
that
one
would
usually
refer
to
when
they're
looking
for
open
data,
the
remainder
being
things
like
police
incident
data,
etc.
The
remainder
of
the
third
column
represents,
if
you
will,
spatial
layers.
These
are
things
like
outlines
of
the
city
boundaries,
the
ward
boundaries
where
fire
stations
are
the
outlines
of
water
features
and
the
city,
streams,
likes,
etc.
H
So,
there's
a
lot
of
that
type
of
information
is
very
useful
for
people
who
are
generating
maps,
so
they
can
be
accurate
in
being
able
to
overlay
a
view
whether
they're,
looking
at
information
relative
to
a
police
precinct
versus
award'
versus
a
community
versus
a
neighborhood
etc.
And
so
you,
you
see
a
lot
of
that
information
that
obviously
the
city
has
had
make
that
available
to
the
general
public,
along
with
the
traditional
data.
H
You
also
notice
from
here
that
in
particular
I'll
point
out,
City
Assessor
in
the
last
two
years
has
really
gotten
a
lot
of
their
information
out
there.
So
we
see
this
sort
of
fits
and
starts
about
that
times.
There's
a
burst
of
information
that
comes
from
a
given
department
or
set
of
departments
versus
a
slower
progression
in
others.
H
Now
in
particular,
open
data
doesn't
just
exist
within
the
open
data
portal
proper,
but
rather
there
are
other
vehicles,
one
that
a
number
of
folks
on
the
outside
make
use
of
is
the
financial
transparency
platform
that
the
finance
and
property
services
department
has
put
out
there,
and
if
you
were
to
go
inside
of
that
application,
you
could
actually
download
the
data.
Just
like
you
can
the
data
that's
stored
out
on
the
open
data
portal,
another
dynamic
to
keep
in
mind
for
years.
You've
had
the
ability
the
public
has
had
the
ability
to
get
property
information.
H
If
you
know
the
address,
you
can
put
that
into
an
application
that
was
in
the
city
Assessors
world,
and
it
would
push
back
information
on
that
property.
With
the
recent
data
sets
that
have
been
put
placed
on
the
open
data
portal
now
that
information
in
bulk,
if
you
will,
it
has
been
placed
out
and
available
so
that
one
doesn't
have
to
do
it.
If
you
will
one
at
a
time
the
final
dynamic
is.
There
are
some
other
mechanisms.
H
One
is
called
map
at
Minneapolis,
and
then
you
probably
have
heard
the
word
tableau,
which
is
a
product
that
we
make
use
of,
which
is
really
a
data
visualization
product,
and
what
this
allows
is
the
department's
can
have
an
interactive
visualization
of
information
for
the
public
and
so,
for
instance,
on
the
bottom.
There
I've
got
an
example:
bottom-left
of
the
sea
peds
planning
application
site,
which
gets
over
6500
views
to
the
right,
is
civil
rights,
police
conduct,
review
and
you're
able
to
actually
go
in
and
filter
information
you're
able
to.
H
If
you
will
manipulate
information
and
in
some
cases,
actually
download
information
as
well,
so
that
you
can
further
manipulate
it.
As
you
see
fit
from
the
public
standpoint,
and
so
this
again
is
an
orientation
where
data
is
put
in
some
context
that
allows
people
to
investigate
it.
Relative
to
the
context
the
example
I
traditionally
use
is
it's
one
thing
for
us
to
put
out
a
spreadsheet
or
some
data
set
that
shows
all
the
dangerous
dogs
in
the
city.
It's
yet
another.
H
If
I
think
those
in
place
and
I
go
on
a
map
and
I
can
look
in
a
location
and
see.
Are
there
any
dangerous
doors
in
that
part
of
the
city
and
what
are
the
characteristics
of
those
particular
exam
as
dogs
living
and
so
again?
Putting
data
in
context
most
definitely
is
what
a
lot
of
people
seek,
and
also
we
see
that
through
usage
of
these
multiple
ways
of
getting
information
to
the
public,
in
particular
the
data
portal
usage,
what
we
have
found
is
there's
a
lot
of
people
that
are
going
out
there
looking.
H
H
We
had
just
over
2,400
in
2016.
We've
already
exceeded
that
number
through
the
first
six
months
of
2017.
One
should
keep
in
mind,
though,
that
the
majority
of
the
data
that's
being
downloaded.
Are
these
boundaries
and
these
this
information
that's
used
in
map
making
and
visualization
of
data
through
maps
as
you'll
see
here
in
a
moment,
we've
also
tried
to
keep
an
eye
on.
H
If
you
will
the
internet
the
see
if
there
are
applications
that
come
up
or
smoke
smartphone
applications,
it's
very
hard
for
us
to
spot
deck
is
typically
something
that
would
get
created
would
necessarily
indicate
that
they're
using
city
data.
But
we
do
talk
to
the
various
Civic
technologists
and
their
organizations
in
the
Twin
Cities
area,
and
we
really
haven't
spotted
or
heard
of
any
to
date.
H
H
When
we
look
at
the
the
progress
feel
it's
fairly
slow
towards
ultimately
meeting
the
open
data
policy,
which
is
all
appropriate
information
being
put
out
on
in
the
public
space
most.
Definitely
we
do
get
many
requests
from
the
public
for
information.
It
goes
through
our
data
practices,
a
process
for
getting
that
information
to
them.
We
do
see
departments
striving
for
data.
H
That's
more
often
asked
for
to
get
that
out
on
the
portal,
so
they
can
just
point
those
requesters
to
the
portal
and
the
requesters
can
in
essence
do
self-service
of
achieving
or
acquiring
I
should
say
that
data.
The
public,
though,
must
definitely
with
their
they're.
Looking
I.
Don't
really
think
people
are
going
out
and
grabbing
that
that
spreadsheet
or
those
data
sets
as
much
as
trying
to
find
some
mechanism
where
they
can
interact
with
the
data
in
some
context
that's
meaningful
to
them.
H
I
think
one
of
the
reasons
we
don't
see
a
lot
of
smart
phones,
at
least
smartphone
apps
in
particular
even
web
apps
and
others-
is
they
need
data
that
changes
probably
fairly
often,
if
you
will
more
something
that
that
if
it
changes
often
it's
something
that
then
has
to
be
used
more
often
and
a
lot
of
times.
We
see
folks
looking
for
marketable
information,
if
you
will,
because
it's
being
viewed
as
a
business
venture
versus
necessarily
something
for
the
communities
just
general
good,
with
any
application,
smartphone
or
otherwise.
H
Once
you
put
something
out
there,
people
expect
it
to
be
there,
probably
for
maybe
not
forever,
but
for
a
very
long
period
of
time.
It
takes
a
lot
of
effort
and
so
forth
to
maintain
things
over
time,
and
so
again
we
often
see
people
looking
for
something
that
they
and
ultimate
can
turn
into
a
marketable
type
of
application,
and
then
finally,
I've
talked
with
a
number
of
jurisdictions,
cities
and
counties
in
particular
as
well
as
States.
H
My
colleagues
and
the
sorts
of
things
that
we
see
with
open
data
is
pretty
consistent
across
the
country
in
the
sense
that
I'm
not
sensing
that
we're
too
far
off
from
others
in
the
way
of,
for
instance,
the
usage
of
our
nation,
some
jurisdictions
split
up
their
data
into
small
data
sets,
and
so
you
start
seeing
the
touting
of
we
have
thousands
of
data
sets
out
there.
One
approach
we
approach
we
have
taken
here
in
the
city.
H
Is
you
want
police
incident
data
and
yes,
we
have
multiple
data
sets,
but
if
the
data
set
for
a
year-
and
so
we
don't
turn
around
and
say,
okay,
we're
going
to
take
a
type
of
crime
and
just
make
a
data
set
of
it
and
put
it
out
there.
So
all
that
data
is
out
there,
it's
just
done
in
a
more
aggregated
form,
and
that
concludes
my
comments
and
I
stand
ready
to
take
any
questions
that
you
might
have
Thank.
G
H
There
are,
as
far
as
the
open
data
portal,
one
is
City
Attorney's
Office,
the
other
is
civil
rights.
In
the
case
of
civil
rights,
they've
got
an
interactive
data
display,
as
you
saw
for
their
police
conduct.
Review
information
is
out
there
and
so
you,
but
as
far
as
the
portal
itself,
civil
rights
has
not
put
any
both
data
out
through
the
portal
mechanism
to
date.
Do.
G
Thank
you.
Hopefully
we
can
have
all
departments
participating
by
the
time
we
have
a
report
next
year.
Are
there
any
additional
questions
for
mr.
Dahle?
These
eternal
questions
on
this
well
appreciate
your
time,
and
the
report
of
this
utilization
continues
to
grow.
I
just
wanted
to
point
that
out
to
colleagues
that
already
we
have
more
access
on
this
portal
this
year
than
all
of
last
year
combined.
So
that's
pretty
impressive
growth
at
this
point.
Hopefully
that
trend
continues
and
we
continue
to
get
more
data
out
there.
G
G
With
this
we
have
direction
for
the
open
data
workgroup
to
develop
recommendations,
their
operational
goals
for
the
open
data
policy,
including
increasing
usability,
usefulness
and
utilization
of
open
data
and
the
open
data
portal
feedback
from
the
local
civic
technology
community
should
be
gathered
and
used
in
developing
these
recommendations.
Recommendations
are
to
be
presented
before
the
IT
subcommittee
within
90
days.
Is
there
any
discussion
on
the
staff
direction?
All
right
all
those
in
favor
of
this
motion,
please
say
aye.
G
A
E
You,
madam
vice
president,
there
are
seven
items
on
our
agenda
for
approval
on
Friday
items:
1
&,
2
our
land
sales
item.
3
is
our
land
sales
under
the
long
term.
Affordability
program.
Item
number
4
are
the
liquor
business
and
gambling
licenses
5
our
contract
amendments
for
our
great
streets
program.
6
has
to
do
with
the
rental
license
reinstatement.
One
of
these
properties
was
a
mosque
on
property
and
item
7.
Our
license
conditions
for
clubhouse
jäger.
With
that
I'm
happy
to
answer
questions
about
any
of
the
items
all.
I
F
F
We
also
have
the
additional
funding
source
for
the
collaborative
safety
strategies
program
included
in
this
cycles
report.
We
have
a
membership
agreement
with
Northside
Economic,
Opportunity
Network,
several
other
traditional
kind
of
contracts
and
contract
extensions,
and
then,
let's
see,
we
also
have
the
agreement
with
three
artists
related
to
the
public
art
at
the
Dame
on
the
sky.
F
A
G
You,
madam
chair,
we
are
bringing
forward
12
items
on
Friday.
A
number
of
different
conditional
use.
Permit
interim
use
permits
rezoning.
The
two
noteworthy
items
are
two
appeals
that
are
being
denied
that
were
filed
on
behalf
of
Sheridan
neighborhood
organization,
for
two
projects
on
Marshall,
Street,
northeast
and
14th
and
13th
avenues
as
well
as
a
conditional
use,
permit
review
appeal
for
holiday
stations.
G
I
know
the
councilmember
for
that
Ward
was
working
with
holiday,
working
with
staff
and
other
interested
parties
to
bring
forward
some
conditions
related
to
that,
the
committee
did
for
it
without
recommendation,
expecting
that
that
would
be
the
case
that
they'd
work
together,
I
understand
that
they've
reached
agreement
for
all
parties
and
I'm
sure
that
we'll
hearing
more
about
that
on
Friday,
and
that,
if
you
have
any
questions
in
the
meantime,
I
wouldn't
hesitate
to
reach
out
to
the
councilmember.
All.