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From YouTube: November 8, 2018 Enterprise Committee
Description
Minneapolis Enterprise Committee Meeting
A
Good
afternoon
welcome
to
the
enterprise
committee
meeting.
It
is
the
last
committee
Enterprise
meeting
of
the
year
November
8th
here
about
1:30
p.m.
I
have
with
me
at
the
dais
councilmember
Alondra
Connell
who's,
the
vice
chair
of
this
committee,
councilmembers
Fletcher
and
Reich.
We
are
a
quorum
of
this
committee
and
we
are
authorized
to
do
the
business
of
this
committee.
A
We
have
a
busy
agenda
this
afternoon
in
part
because
it's
the
last
meeting
of
the
year
this
has
been
adjusted
on
future
calendars
for
the
remainder
of
the
term
such
that
we
have
an
enterprise
meeting
in
December.
So
thank
you
to
our
clerk
Kelly
g32
for
helping
us
figure
that
out
for
the
future,
as
we
look
at
the
agenda
before
us,
I'd
like
to
is
chair,
make
a
couple
of
modifications.
A
The
last
discussion
item
number
12,
our
regular
coordinators
monthly
update
is
going
to
be
brief,
and
thus
we're
going
to
hear
from
coordinator
rivet
Rivera
van
der
Meyde
first
after
our
consent
agenda
is
dispensed
with.
Also
I'm
disappointed
to
share
that
after
much
conversation
about
an
improved
set
of
employee
benefits
that
could
really
modernize
and
I
feel
provide
real,
tangible
changes
for
our
employees.
We've
run
into
some
last-minute
concerns
from
union
leadership
partners.
A
So
I
know
this
comes
as
a
disappointed
as
a
disappointment
to
many
that
have
been
working
on
this,
including
our
city's
29%
group,
but
without
objection
from
those
at
the
dais.
I
would
like
to
move
to
postpone
this
item
to
the
February
7th
Enterprise
session,
just
to
give
a
little
bit
more
time
and
have
more
conversation
about
that.
Is
that
all
right,
with
others,
I
promise
to
continue
working
with
our
union
partners
on
these
matters?
So
with
that
our
consent
agenda
items
today,
item
number
one
is
a
contract
with
Hennepin
County
for
use
of
Pictometry.
A
A
It's
a
five-year
contract
with
the
two
additional
one-year
terms
as
per
standard
item
number
three
is
a
contract
with
everlaw
for
ediscovery
and
redaction
systems.
Item
number:
four:
is
a
contract
with
premier
global
services
for
teleconferencing
services?
Item
number
five
is
a
contract
with
PCG
for
business
impact
analysis,
consulting
services,
engagement
as
just
to
remind
people
that
was
as
a
result
of
an
audit
that
was
done
over
this
past
year
and
I
know
it's
of
high
priority
to
our
IT
department.
So
I
appreciate
the
follow
with
her
on
that
item.
A
Number
six
is
a
contract
with
multiple
ServiceNow
vendors
for
an
IT
service.
Now
consulting
pool
establishment
item
number
seven
is
contract
with
various
vendors
for
IT
staff,
augmentation
consulting
pools.
Are
there
any
questions
or
concerns?
Would
anyone
like
to
pull
any
of
these
items
off
the
consent
agenda?
A
B
As
many
of
you
know,
Bloomberg
philanthropies
and
Minneapolis
are
named
Minneapolis
among
its
American
cities.
Climate
challenge,
winners,
along
with
st.
Paul
for
resources
and
technical
support
to
help
achieve
our
ambitious
climate
goals.
Minneapolis
and
st.
Paul
were
both
named
winning
cities.
This
is
a
really
exciting
partnership,
a
partnership
that
the
grantors
looked
very
favorably
on,
and
so
we
are
excited
to
be
doing
this
together.
B
B
Some
of
the
high-level
things
that
we're
planning
to
focus
on
include
improving
transit,
reliability,
encouraging
new
mobility
options
and
implementing
a
comprehensive
citywide
solar
strategy.
The
next
steps
are
that
the
challenge
kicks
off.
In
Pittsburgh
on
December,
3rd
kim
Havey
and
heidi
ritchie
are
going
to
be
attending
that
conference,
there's
also
going
to
be
coordinated.
Local
events
on
the
same
date
so
on
December
3rd
across
the
country,
including
here
in
Minneapolis
Heidi,
is
coordinating
outreach
for
that
event.
B
B
The
city
is
working
on
specific
scope
of
services
for
this
challenge
and
plans
to
bring
a
contract
through
January
of
2019
strategic
in
racial
equity
action
planning.
We
are
planning
to
bring
a
more
thorough
update
on
this
to
the
committee
of
the
whole
on
November
15th
and
then,
hopefully
a
first
draft
to
the
December
5th
committee
of
the
whole.
So
this
will
be
a
very
light
update
on
where
we
are
with
that.
But
we've
just
finished
a
series
of
to
day
operational
planning
sessions
around
four
out
of
the
five
components
that
gare
recommends.
B
Gare
government
Alliance
on
race
and
equity
recommends,
including
in
a
racial
equity
action
plan,
and
this
includes
using
racially
disaggregated
data.
Workforce
diversity,
spend
diversity
and
engaging
diverse
communities.
The
sessions
went
really
well.
There
was
attendance
from
people
across
the
enterprise
every
department.
We
were
able
to
leverage
a
new
tool.
B
The
tool
use
is
called
the
metrics
of
urgency,
and
this
allowed
us
to
take
a
look
at
the
specific
processes
we
use
within
each
of
those
four
components
and
identify
the
most
pressing
steps
in
the
says
for
us
to
focus
on
and
then
develop
action
items
to
move
the
work
forward.
So,
like
I,
said
we'll
be
sharing
some
of
this.
B
So,
as
you
know,
recast
Minneapolis
is
a
federally
funded
grant
program
that
looks
at
growing
enterprise
and
community
capacity
to
foster
resilience
by
addressing
root
cause
of
trauma,
institutional
racism,
the
structure
of
recast
centers
on
community
develop
strategic
plan
that
directs
the
work
and
the
allocation
of
resources
under
the
program.
There's
an
advisory
team
comprised
of
city
staff
and
agency
partners
that
worked
on
developing
implement
implementing
the
strategic
plan.
B
We
are
in
the
beginning
of
the
third
year
of
a
potentially
five-year
program.
We
just
wrapped
up
our
annual
report
for
year
to
year.
One
was
primarily
a
planning
year
year.
Two
is
the
first
major
implementation
year
with
significant
focus
on
youth
leadership,
development,
deepening
city
staff
and
resident
understanding
of
trauma
and
methods
to
address
trauma
and
then
creating
critical
pathways
for
community
decision-making
in
the
program,
including
the
city's
first,
fully
fledged
participatory
budgeting
process,
while
you're
too
focused
heavily
on
healing
work
year.
A
A
Data
in
our
city
is
really
important,
and
this
report
is
fairly
extensive.
I
think
that
next
year,
we'll
talk
more
about
some
of
the
funding
that
might
be
needed
to
take
this
to
the
next
level.
But
this
report
and
this
presentation
is
the
product
of
a
cross-departmental
team.
That's
focused
on
how
we
can
leverage
data
as
an
asset
to
better
inform
decision-making
both
within
the
city
as
well
as
externally,
along
with
the
people
that
we
are
partnered
with
in
the
community
and
the
community
as
a
whole.
A
The
report
is
going
to
summarize
some
past
initiatives,
but
importantly,
speak
to
how
we
can
envision
a
future
that
we
will
use
data
to
drive
decision-making.
So
I'd
like
to
ask
that
council
members
perhaps
hold
their
questions
until
staff
has
completed
the
presentation
just
in
the
interest
of
time.
I
have
allowed
for
up
to
30
minutes
is
for
this
agenda
item
so
with
that
I'll
recognize
our
city
clerk
mr.
Carl,
to
help
kick
off
our
presentation.
Thank.
C
You
good
afternoon,
madam
chair
members
of
the
committee,
as
mentioned,
my
name
is
Casey.
Carla
I
have
the
privilege
of
serving
as
city
clerk
for
the
city
of
Minneapolis
I'm
here
with
a
team
that
represents
the
multiple
departments
that
the
chair
mentioned
have
been
engaged
in
the
production
of
this
report,
the
first
state
of
data
report.
C
The
team
includes
deputy
chief
information
officer,
Beth
cousins,
our
communications
director,
Greta
Bergstrom,
Andrea,
Larsen,
director
of
strategic
management
from
the
city
coordinators,
office,
Eric,
Wilkinson,
the
director
of
data
and
analytical
services
from
the
IT
department
at
Parker,
our
director
of
IT
security
services,
Christian
Rojas,
the
director
of
our
records
and
information
management
division.
We've
also
been
supported
in
this
work
by
Pam
health
and
JP
Hazel
from
the
IT
department,
Jordan
Gilligan
bak
from
the
communications
department
Laurel
in
San
cam
from
the
coordinators
office
and
Mary
zenzen
manager
of
the
police
departments,
records
services.
C
Thomas
Jefferson
said
that
information
is
the
currency
of
democracy,
and
this
is
true.
The
information
that's
created,
collected
and
compiled
by
governments
preserve
the
rights
and
responsibilities
of
citizenship.
They
enable
the
public
to
hold
government
accountable
for
its
decisions.
In
its
actions,
and
they
Chronicle
our
shared
experiences
as
communities,
states
and
nations
and
as
a
consequence,
government
information
constitutes
one
of
the
foundational
pillars
of
a
democracy,
and
this
has
formed
our
thesis
while
preparing
this
report
that
government
data
is
a
strategic
asset,
but
an
asset
often
misunderstood
and
underutilized.
C
This
first
state
of
data
report
describes
how
data
has
been
and
is
used
in
and
by
the
city
of
Minneapolis
today,
and
how
that
use
of
data
as
a
strategic
lever
is
evolving
into
the
future.
Our
hope
is
that,
by
building
on
successes
from
the
past,
the
city
can
improve
its
use
of
information
assets
to
drive,
data-driven
decision-making
and
embed
a
culture
of
smarter
and
better
data
use
to
begin
it's
important
to
ground
ourselves
in
the
legal
framework
that
regulates
government
data,
as
shown
on
this
slide
in
the
state
of
Minnesota.
C
There
are
three
laws
which
form
the
basic
framework
for
determining.
Why
and
how
government
data
are
created,
managed
and
made
available.
This
includes
the
official
Records
Act,
which
prescribes
what
data
governments
must
create,
collect
and
compile
the
records
management
statute,
which
regulates
how
government
data
must
be
managed,
maintained
and
disposed
of
across
identified
life
cycles
and
the
data
Practices
Act
Act,
which
classifies
government
data
in
order
to
determine
who
may
access
the
data
and
under
what
conditions.
C
The
data
Practices
Act
also
declares,
as
a
matter
of
general
state
policy,
a
broad
presumption
that
government
data
are
by
default
public
and
must
be
open
and
accessible
to
the
public.
At
that
same
time,
however,
the
law
imposes
an
equal
and
compelling
obligation
on
government
to
prevent
the
disclosure
of
any
data
not
classified
as
public.
C
These
twin
accountabilities
create
within
the
law
a
tension
between
providing
easy
access
to
go
data
which
is
classified
as
public
while
at
the
same
time
preventing
the
release
of
data
not
classified
as
public
in
respect
of
personal
privacy,
security
and
confidential
matters.
In
2015,
the
internal
auditor
examined
the
city's
governance
of
data,
as
well
as
its
adherence
to
statutory
requirements
related
to
data
management.
C
That
audit
used
a
set
of
measures
created
by
ARMA
international,
referred
to
as
the
information
governance
maturity
model,
which
draws
on
extant
standards,
industry,
best
practices
and
legal
or
regulatory
requirements
on
a
five-point
scale
where
3
is
the
minimum
acceptable
ranking
that
shows
legal
compliance
and
satisfactory
management
of
data.
The
city
of
mani
Minneapolis
achieved
a
score
of
one
point:
six
five,
perhaps
the
most
critical
finding
from
the
audit
was
the
lack
of
an
adequate
governance
structure
to
ensure
accountability.
C
In
the
absence
of
a
clear
framework
of
governance
and
accountability,
the
audit
noted
that
the
city's
existing
policies
and
programs
with
respect
to
information
governance
were
disjointed,
often
advanced
without
regard
for
the
larger
impact
on
the
city
Enterprise.
As
a
result,
in
2017,
the
council
enacted
the
information
governance
ordinance
that
ordinance
established
an
operational
framework
intended
to
ensure
direct
line-of-sight
accountability
for
information
data,
governance
from
the
city's
elected
policymakers
through
an
information
governance
policy
committee
composed
of
key
department
executives
and
then
across
the
enterprise.
C
As
shown
on
the
right
side
of
this
slide,
the
information
governance
ordinance
identifies
three
interrelated
spheres
of
influence
within
which
improvements
can
be
made
to
address
the
deficiencies
found
in
the
2015
audit.
These
include
governance
issues
such
as
enterprise
policies
and
procedures,
as
well
as
audit
and
compliance
mechanisms
to
monitor
and
evaluate
performance,
operational
issues
like
retention
plans
of
security
protocols,
modern
systems
and
other
resources
available
to
help
departments
equip
themselves
to
manage
data
effectively
and
support
issues
primarily
linked
to
the
centralization
of
core
functions.
To
support
the
enterprise.
C
The
information
governance
policy
committee
has
identified
and
prioritized
a
number
of
needs
to
address
the
issues
from
that
audit
and
has
created
a
number
of
multi
department
workers
of
subject
matter:
X
firts
to
explore
information
risk
management.
Data
incident
response
data
use
in
analytics,
as
well
as
a
thorough
review
of
the
existing
policies
already
in
place
to
determine
how
we
might
make
improvements
across
the
enterprise.
C
But
that's
what's
happening
today
and
in
order
to
appreciate
how
we
got
here,
we
need
to
look
back
over
some
of
the
past
actions
that
led
to
this
current
state
to
do
that.
I
want
to
briefly
summarize
some
of
the
city's
major
efforts
between
the
years
2000
and
2014,
and
these
accomplishments
are
found
in
the
report.
C
We've
provided
you
on
pages
6
to
14
in
2003,
the
city
of
Minneapolis
adopted
an
enterprise
information
management
policy
or,
as
we
call
it
iÃm,
it
was
a
groundbreaking
policy
at
that
time
because
it
established
for
the
first
time
a
formal
policy
expression
that
data
was
an
asset
of
the
city.
It
was
a
pioneering
approach
to
the
challenges
of
managing
government
data
in
an
organization
as
large
and
complex
as
the
city
of
Minneapolis.
C
An
important
underlying
concept
of
IIM
was
the
recognition
that
information
had
value
and
that,
as
a
consequence,
it
also
presented
an
operational
risk
to
the
enterprise.
By
emphasizing
the
value
of
data
across
identified
life
cycles,
gim
helped
to
embed
important
principles
about
information
management
into
the
fabric
of
departmental
operations.
In
fact,
starting
in
2006,
in
conjunction
with
the
then
new
results,
Minneapolis
initiative
department,
business
plans
were
required
to
address
CIN
policies
to
ensure
that
information
assets
were
managed
effectively.
Iim
was
a
success.
In
many
respects.
C
It
created
a
very
broad
framework
within
which
the
IT
department
was
able
to
craft
an
enterprise
technology
strategy.
It
raised
awareness
about
the
importance
of
data
management
and
the
capacity
of
data
to
transform
and
improve
operations
and
building
on
several
successes
in
policy,
people
processes
and
programs.
The
IT
department
itself
was
transformed
its
role
evolved
from
core
data
processing,
storage
and
network
administrator
functions,
to
include
a
greater
emphasis
on
data
capture,
collaboration,
analysis
and
visualization.
C
Ultimately,
however,
the
EIN
policy
was
unsuccessful,
primarily
because,
despite
being
adopted
as
a
council
policy,
funding
was
never
allocated
specifically
to
support
it.
The
lack
of
funding
and
policymakers
support
led
departments
to
question
the
value
of
the
ein
policy
and
the
policy
itself,
though
quite
impressive,
was
to
academic
in
its
approach,
and
it
lacked
very
practical
applications
for
departments
to
use.
It
was
aspirational,
but
not
practical.
C
Ordinance,
though,
the
city
has
committed
to
a
fresh
and
in
many
ways,
refreshed
approach
to
information,
governance
and
data
management,
as
we
have
reexamined
the
lessons
from
the
past,
we've
also
tried
to
simplify
our
approach
by
stripping
down
to
essentials,
the
team
has
developed
a
working
model
for
how
we,
as
an
enterprise,
can
advance
data
strategy
moving
forward
to
be
successful.
This
new
model,
a
new
paradigm
for
how
we
envision
data
as
a
platform
for
change,
is
the
focus
of
the
rest
of
this
report.
C
D
You
miss
Casey
mentioned
my
name
is
Eric
Allison,
director
and
IT
of
data
analytics
services,
and
we
want
to
start
off
by
like
we
went
through
and
talked
about
data
as
data,
but
that's
not
the
full
thing.
What
we
want
to
look
at
is
the
people
people
how
they
interact
with
the
data,
how
they
collect
the
data,
how
they
use
the
data
to
make
decisions,
and
that's
that
and
how
we
make
relationships
with
the
public
and
other
businesses
using
that
data
as
a
tool
for
us
to
interact.
So
we
start
off
to
boil
this
down.
D
Currently,
we
have
an
issue
where
people
have
a
little
bit
of
issue
with
trust
in
the
data
accessibility
with
the
data
there's
a
feeling
that
there
isn't
quite
the
transparency,
because
it
isn't
as
easy
to
share
the
data
with
the
public.
Our
intention
with
using
this
framework,
is
get
to
this
state.
Where
we
have
confidence
in
the
data,
we
can
actually
easily
have
access
to
the
information.
It
is
a
higher
quality
and
the
public
is
a
partner
in
the
decisions,
because
we
could
easily
share
this
data.
D
That's
state
that
we
get
to
it
can
be
achieved
through
this
framework
and
it's
characterized
by
basic
care
elements
of
being
a
trustworthy,
intentional
available
datasets
and
to
build
our
transparency
with
those
care
for
characteristics.
We
can
move
forward
and
get
towards
our
analytic
goals
as
a
city.
D
So
if
we
look
at
the
basic
framework
and
think
about
the
create
share
and
understanding
framework
that
we
have,
let's
tie
things
some
of
the
things
that
we
do
at
the
some
of
the
things
that
are
familiar,
that
we
do
at
the
city.
For
example,
we
collect
the
information.
People
go
out,
do
inspections,
they
do
the
inspections,
then
they
recorded
that
inspection
becomes
data.
That
data
is
relevant
at
that
moment
of
doing
the
inspection
communicating
to
the
house
through
the
apartment
or
whatever
that
was
inspected.
D
But
it
also
is
something
that
we
want
to
use
down
the
line.
It's
something
that
we
can
use
to
get
a
better
understanding
of
what
happened
on
a
broader
timeframe
in
areas
and
things
such
that.
So
what
we
want
to
do
is
make
sure
that
we
also
collect
that
data
in
a
way
that
that's
useful
and
that's
where
we
move
into
the
governance
and
governance
means.
Not
only
are
we
appropriately
collecting
data,
not
collecting
information,
but
when
we
do
collect
that
information
we
put
it
in.
D
Am
it
in
a
way
that
we
can
protect
it
so
that
perhaps
the
information
is
only
appropriate
for
a
small
set
because
of
people,
because
it's
the
it's
relevant
to
their
is
their
business
line,
the
work
that
they
do
well,
it's
not
appropriate
for
others,
because
we
need
to
remember
that
we
need
to
protect
the
privacy
of
the
subjects
of
the
information.
So
as
we
move
across
after
identifying
with
appropriate
data
collecting
it
in
a
way,
that's
consistent,
so
that
we
can
use
it.
D
D
Internally
will
eventually
share
this
out
to
the
public,
but
when
you
have
data
available
to
you
and
you
need
to
understand
what
that
means,
and
then
also
what's
what
are
appropriate
uses
for
this
information
by
having
all
that
information
together
accessible
using
the
tools
it
gets
to
the
end
where
we
can
actually
learn
something,
we
can
actually
communicate
easier.
We
can
communicate
in
ways
that
are
understandable
to
a
broader
audience,
not
just
a
specific
person
who's
a
specialist
in
that
area.
D
Our
correct
excuse
me
create
share
and
understand
structure
moving
forward,
and
then
we
can
become
a
more
data-driven
city,
for
example,
one
of
the
things
that
we
do
at
the
time
when
people
are
collecting
information.
We
structure
the
databases
that
the
new
systems
of
the
implant
implement,
or
perhaps
that
we
design
in
a
way
that
is
not
only
to
satisfy
the
need
of
that
individual
business
process,
but
also
with
our
ultimate
goals,
down
the
line.
D
One
of
the
things
that
we
do
to
help,
that
is
with
master
data,
sets
we've
created
an
enterprise
addressing
system,
so
that
links
we
push
out
IDs
and
addresses
through
our
systems
throughout
the
city,
so
that
it
simplifies
linking
these
two
together
again.
The
intentional
proactive
design
of
the
systems
and
our
solutions
helps
us
down
the
line
so
that
we
can
be
more
confident
and
with
the
information
and
more
confident
in
our
decisions,
we
have
a
lot
more
information
at
our
disposal
to
make
those
decisions.
D
Once
we
collect
the
data,
we
need
to
be
know
what
we
very
well
before
collect
the
idea.
We
need
to
know
what
what's
appropriate
use
of
this
information
and
that's
why
we
define
some
of
the
data
classification.
We
also
identify
who
the
steward
should
be
and
also
and
retention.
How
long
should
we
keep
this
so
again
before
collecting
it
on
file
you're
finding
out
after
the
fact,
we
need
to
think
through
these
things
before
bringing
in
the
data
so
that
it's
appropriately
in
bleah
sudden.
D
So
when
we
move
to
their
next
share,
which
is
house
the
data
access
views
protected
and
exchange
that
the
city?
This
is
where
a
lot
of
the
basic
foundational
work
has
been
put
in
first
thing
that
we
did
is
we
created
a
ID
created
a
center
of
expertise
in
the
form
of
loops
that
I
man,
which
is
the
data
and
analytic
services,
which
is
a
concentration
of
skilled
data
experts
who
can
serve
not
only
to
create
a
proper
platform
but
also
serve
as
consultants
to
help
departments
to
use
access
the
data
in
proper
manner.
D
So
with
that
group
in
place,
one
of
the
first
things
that
we
did
is
create
what
you
see
at
the
top
of
the
pyramid,
which
is
the
analytics
hub,
an
internal
data
Mart,
which
will
pull
information
from
systems
throughout
the
city.
This
is
a
work
in
progress
and
we're
continuing
to
build
this
out,
but
it
pulls
information
throughout
the
city
puts
it
into
an
understandable
framework
and
allows
departments
to
see
their
data
in
the
context
of
other
data.
So
it
creates
the
self-service
reporting,
analytic
location
for
people
to
come
together
when
it's
in
there.
D
It
breaks
down
the
silos
of
the
individual
departments.
It
breaks
down
the
silos
of
individual
business
lines,
breaks
down
the
silos
of
the
individual
business
systems
that
it
comes
through
comes
together
in
a
single
place.
People
have
access
to
it.
They
can
look
at
their
data
in
the
context
of
other
the
data
of
other
groups,
and
it
gives
us
a
fuller
picture
and
it
leads
toe
plate
to
better
efficiencies,
better
collaboration
and
better
work
throughout
the
city.
D
So
once
that
data
is
in
there,
we
need
to
make
sure
that
people
can
look
and
understand
what
the
data
mean.
So
what
we
do
is
we've
created
a
structure
for
a
data
dictionary
that
will
work
in
conjunction
with
the
departments
to
define
what
data
elements
mean.
How
does
it
used
or
what
are
appropriate
uses
for
that,
so
that,
when
you
look
at
these
fields,
you
have
all
of
these
options
of
to
bring
together
the
query
you
have
a
better
understanding
of
what
does
it
mean?
D
Who
can
I
reach
out
to
if
I
have
some
questions
about
it?
It's
also
in
the
center
share
area
that
we
focus
on
how
we
protect
there's
some
information,
that's
appropriate
for
smaller
group,
some
information
appropriate
for
broader
group.
By
having
this
information
in
there,
we
become
more
confident.
We
understand
that
our
information
and
it
leads
to
better
communication
between
departments,
better
communication
to
the
public
and
easier
flow
of
information
out
to
our
public
partners,
whether
it's
other
cities,
whether
it's
the
public
development
community
or
or
with
other
organizations.
D
So
again,
we've
created
at
that
center
of
expertise
created
the
analytics
help
with
that
center
of
expertise,
and
now
we
are
making
sure
that
that
analytics
hub
serve
their
needs
and
puts
and
protects
our
data
and
protects
it.
They
asked
that
that
we
want
it
to
be.
Lastly,
is
understand,
and
that's
the
how
the
data
is
used,
build
awareness
and
glean
insights
so
now
that
we're
all
together
and
we
can
actually
bring
the
information
together.
What
can
we
learn
from
it?
What
can
we
see?
D
That's
not
that
we
didn't
see
when
we
just
did
our
single
path.
We
did
just
did
our
single
and
inspection
all
this
information
together,
we
can
learn
more
about
ourselves.
We
can
find
out
ways
that
we
can
communicate
information
between
departments
and
then
also
communicate
information
to
the
public.
D
What
is
the
best
way
to
share
that
out
there?
So
we've
created
some
tools
that
will
help
us
with
that.
So
there's
some
analytic
tools,
some
visualization
tools,
mechanisms
by
which
are
more
accessible.
We
also
have
the
analytics.
Excuse
me,
the
open
data
portal,
or
we
can
put
raw
data,
sets
out
there.
D
So
if
we
look
at
all
of
that
that
create
share
and
understand,
we
can
move
into
an
act
case
of
what
we've
used
this
time.
This
framework
for,
and
that's
with
the
MPD
dashboard,
which
is
related
to
stop
information.
There
was
a
need,
obviously,
to
have
a
better
understanding
of
some
of
the
demographics
of
the
police
stops.
There
should
be
a
more
transparent
and
we've
wanted
to
not
only
internally
but
externally,
bring
them
together
and
actually
create
something
in
which
we
can
have
a
conversation
about
the
topic.
D
So
if
we
walk
through
that
create
share,
understand,
structure
framework
for
this,
we
started
off
by
saying
what
is
it
that
we
needed
in
order
to
do
a
demographic
study
with
police
stuff?
We
weren't
keeping
pre-incident
and
posting
some
incident
demographics.
So,
in
the
current
phase,
we
change
our
processes.
We
change
our
applications.
We
collect
that
data,
so
therefore
that
research
and
that
sharing
is
possible
when
we
move
into
the
share
portion.
D
We
take
the
information
that
Pam
comes
from
the
cad
9-1-1
system,
with
the
additional
data
set,
the
data
elements
and
we
pull
it
together
in
a
in
a
way
that
anonymizes
some
of
the
information
to
protect
the
privacy
of
the
subjects
of
these
other
people
who
are
stopped,
but
we
make
sure
that
all
of
the
elements
that
are
there
so
that
this
is
a
useful
data
set
of
data.
Also
we
build
in
the
automation
so
that
the
the
data
is
refreshed
on
a
regular
basis.
D
What
you're
looking
at
here
is
actually
an
assessment
from
the
ACLU
about
what
we
rolled
out
at
the
time
of
the
rollout.
So
if
you
look,
it
compares
a
lot
of
their
larger
cities
and
what
they
share.
The
thing
that
we
did
is
we
shared
the
information
we
gave
the
location
had
all
the
fields
we
refreshed
it
on
a
regular
basis,
and
that
creates
a
better
conversation.
D
Lastly,
now
that
it's
out
there,
we
have
different
options.
We
have
this
information,
so
how
do
we
want
to
communicate?
There
isn't
there's
a
portion
who
just
wants
the
raw
information
and
it
can
interact
it
without
with
it
that
way,
others
would
like
to
have
some
tools
help
out
with
that
communication.
Both
of
them
are
very
important
mechanisms
in
order
to
share
it,
they're,
both
important
audiences,
so
what
we
did
is,
while
simultaneously
putting
the
raw
data
set
on
the
open
data
portal.
D
We
created
this
dashboard
that
you
see
on
the
screen
here
that
allows
people
to
in
the
public
to
interact
and
ask
questions
of
it
as
they
like,
and
they
can
narrow
down
whether
it's
by
area
time
or
some
of
the
basic
information
about
the
stop,
and
then
that
opens
up
a
conversation
instead
of
just
giving
you
here's
a
prose
report
on
what
happened
here.
It
is
you
look
at
it
and
then
we
can
have
a
conversation
back
and
forth,
and
you
see
reality.
D
It's
not
based
on
just
assumptions
so
walking
through
that
you
can
see
how
the
framework
can
be
used
for
us
to
collect
the
data
store
it
protect
it
and
also
create
relationships
and
understandings
and
be
driven
more
towards
a
data-driven
city,
creating
better
relationships
with
our
partners,
publics
the
other
within
departments
and
as
we
move
forward.
So
as
you
look
at
this
bringing
this
all
together,
you
see
here's
the
environment
that
we're
trying
to
serve
with
our
data.
D
Here's
this
simple
process
that
we
would
the
framework
that
we
would
like
to
move
forward
with
in
order
to
improve
our
state
of
data.
So
it's
the
foundation
has
started.
We
just
need
to
move
it
forward
and
actually
buy
into
and
build
it
up
going
forward.
So
at
the
end,
we
get
rid
of
our
problems
of
count
of
the
data
or
concerns
about
realities,
about
not
having
the
data
accessible,
both
internally
and
externally,
and
then
not
knowing
what
the
information
is.
We
can
pull
it
together,
be
informed.
D
We
can
have
data-driven
decisions,
we
can
be
more
informed
in
our
decisions.
We
have
a
free
and
included
public
and
we
can
continue
to
move
forward,
put
our
goals
in
terms
of
what
we
would
want
to
do
from
aspirational.
Things
like.
We
would
like
to
learn
more
about
this
we'd
like
to
improve
our
programs,
and
then
we
can
move
to
that
point.
But
again
it's
based
on
a
simple
framework
that
we
want
to
implement,
and
hopefully
you
see
the
value
there.
B
You
so,
as
arrow
mentioned,
there's
been,
there's
been
a
group
convening
to
put
the
support
together.
It's
been
a
real
opportunity
to
have
data
folks
around
the
city,
convene
to
talk
about
our
current
state
and
where
we
want
to
go
next.
At
the
same
time,
an
opportunity
has
arisen
to
move
this
work
forward,
and
so
I'll
talk
about
that.
It's
with
a
partner
what
work
cities
and
we
have
partnered
with
what
work
cities.
In
the
past,
we
had
a
first
sort
of
round
with
them.
B
For
those
of
you
who
don't
know
what
work
cities
is
a
Bloomberg
funded
consortium
of
experts
on
a
variety
of
data
related
topics.
They
provide
technical
assistance
to
cities
on
the
topics
that
they
are
the
most
knowledgeable
about.
Their
initial
goal
was
to
advance
the
use
of
data
in
100
midsize
cities.
Minneapolis
was
part
of
this
first
initiative,
which
included
a
light
assessment,
so
they
came
in
and
assessed
us
on
a
variety
of
data
initiatives
in
the
city,
based
on
a
survey,
a
pretty
comprehensive
survey
that
we
filled
out.
B
Looking
at
ways
to
improve
procurement
practices
with
Harvard's
government
performance
lab
both
of
those
were
two
to
three
months,
long,
pretty
intensive
engagements
with
these
technical
assistance
providers.
They
went
really
well
for
us
and
for
what
work
cities
we
partner
together
quite
well,
and
so
as
what
work
cities
has
met
their
goal
of
assisting
100
midsize
cities.
They
are
now
exploring
what
a
second
phase
of
work
looks
like,
since
the
experience
working
together
for
both
of
us
was
went
so
well.
B
We
have
been
asked
to
participate
in
next
phase
of
work
with
them
and
actually
defining
what
sort
of
what
work
cities
2.0
looks
like
to
to
enter
into
this
next
phase
of
work.
We
have
to
complete
a
what
work:
cities
certification.
The
certification
process
includes
a
validated
assessment,
meaning
that
we
completed
and
answered
a
survey
and
provided
evidence
of
our
responses,
and
then
they
go
through
and
actually
validate
our
responses
to
those
questions.
B
The
certification
provides
us
with
a
helpful
framework
to
assess
our
state
of
data
and
allows
us
to
benchmark
ourselves
with
other
cities
of
our
size
and
and
all
the
cities
who
complete
certification
as
a
part
of
the
certification
process.
What
work
cities
is
committed
to
work
with
us
to
provide
a
world
map
going
forward,
as
well
as
some
additional
support
that
will
help
us
become
certified
and
improve
our
certification
level
in
the
next
couple
of
years.
So
what's
exciting
about
this,
is
that
we're
exploring
what
this
2.0
version
looks
like?
B
Which
means
it
may
not
just
be
the
two
to
three
months:
sort
of
intensive
engagement,
but
on
areas
where
we
need
more
help
they
may
and
we're
looking
at
entering
into
longer
term
support,
which
is
great
to
help
us
actually
stand
up
some
of
the
work
and
then
in
areas
where
we
are
advanced
or
doing
well.
It
may
look
like
connecting
us
with
other
cities
to
make
some
small
tweaks
or
actually
share
our
own
successes
with
that
network
that
they
are
in
the
process
of
developing.
B
We
have
just
received
a
draft
report
earlier
this
week,
so
what
you'll
see
on
the
right
is
an
example
of
what
we
will
be
getting
back
from
them.
It
assesses
us,
across
a
variety
of
areas,
open
data
data,
governance,
performance,
analytics,
low
cost,
evaluation,
read
those
and
then
it'll
help
us
identify
where
we,
where
our
strengths
are,
where
our
weaknesses
are
and
how
we
want
to
move
forward.
So
all
which
is
to
say
this
is
just
gonna,
be
a
really
great
tool
for
the
team.
C
And
madam
chair
and
council
members
just
to
close
out
again,
you
know
this
is
our
first
ever
state
of
data
report
and
we're
very
eager
to
move
the
work
forward
and
bring
future
reports
in
front
of
the
council
to
talk
about
what
progress
we're
making
on
a
number
of
fronts.
But
this
first
report
is,
of
course
representing
exactly
how
we
concluded
the
written
report.
It's
the
beginning
of
a
dialogue,
so
this
is
between
departments
across
the
enterprise,
with
you,
our
policy
makers
and
through
you
and
with
you
with
the
communities
that
we
serve.
C
A
E
Thank
You,
chair
Palmisano,
and
thank
you,
everybody
for
this
presentation,
I
think
there's
actually
a
lot
of
really
exciting
things
going
on
I.
Think
a
lot
of
the
data-driven
decision-making
that
we're
moving
towards
the
dashboard
work
I
think
is
really
empowering
to
our
residents
to
be
able
to
see
some
of
this
data
for
themselves
without
necessarily
having
to
make
data
requests
to
be
able
to
see
this
stuff
in
the
aggregate
and
access.
These
things
is
a
really
positive
direction.
So
I'm
excited
about
a
lot
of
that.
E
I
think
I've
also
seen
over
the
course
of
my
first
year
in
office
here,
opportunities
for
us
to
provide
some
additional
guidance
and
in
some
in
some
particular
areas
and
I.
Think
if
you
think
about
sort
of
the
genesis
of
the
way
we're
using
data,
we've
identified
it
as
an
asset
and
we've
sort
of
approached
data
security
from
a
perspective
of
protecting
it
from
you
know,
outside
people
trying
to
access
it,
who
we
wouldn't
want
to
access
it,
but
we
haven't
necessarily
put
the
controls
in
place.
E
In
many
ways,
the
most
likely
place
for
a
misuse
of
data
is
going
to
be
from
somebody
who
we
would
give
the
password
to
and
and
give
access
to
that.
So,
for
example,
we've
been
having
a
very
robust
conversation
about
data
privacy
and
the
context
of
municipal
ID
and
in
the
context
of
what
are
we
able
to
protect.
E
So
it
feels
like
there's
a
big
kind
of
robust
area
of
work,
but
one
thing
in
particular
I
wanted
to
ask,
is
sort
of
how
do
we
decide
internally
as
a
city,
how
we
use
data
that
we
have
who's
who's
authorized
and
how
do
we
justify
that?
Can
we
talk
about
sort
of
what
guidance
we
have
so
and
I'll
give
you
a
couple
of
examples
that
I
think
are
helpful
to
sort
of
understand
this.
So
I'm
aware,
for
example,
we're
investing
in
a.
E
There
would
be
a
huge
benefit
to
that
for
us
to
be
able
to
keep
better
track
of
our
conversations,
so
that,
if
somebody
calls
us
about
an
issue
that
they're
facing,
we
can
make
a
record
of
it,
and
we
have
that
personally
identifiable
information
say:
oh
yeah,
we
helped
them
with
this
issue
where
the
business
across
the
street
was
putting
garbage
in
their
lawn
or
something
and
then
when
they
call
three
months
later
and
say
it's
happening
again,
we
we
aren't
starting
from
scratch
right
so
tracking.
That
data
is
a
good
thing.
E
E
How
much
are
you
know
at
what
point
would
we
expose
people
who
call
a
council
office
to
say
I'm,
worried
about
this
and
I'm
undocumented,
and
we
record
that
and
then
we've
made
them
vulnerable
in
the
data
even
internally
to
other
departments
within
the
city
and
then
how
much
do
we
proactively
share
some
of
them?
How
do
I
know,
for
example,
we
got
license
plate
scanners
for
reg
services
and
the
purpose
of
those
license.
Plate
scanners
was
to
be
able
to
enforce
to
our
parking,
which
is
a
really
good
thing.
We
don't
chop
tires
anymore.
E
It
was
always
a
really
burdensome
process
and
something
we
very
rarely
enforced.
But
what
we've
set
up
as
a
sort
of
automated
system,
then,
is
that
that
data
somewhere
in
the
data
architecture,
we
decided
to
house
that
with
MPD
and
then
MPD
has
automated
processes
that
will
search
that
license
plate
data.
These
are
people
who
did
nothing
wrong.
E
We
have
no
reason
to
believe
they
did
anything
wrong,
they're
parked
illegally
on
the
street,
we're
searching
them
against
the
warrant
list
and
the
scoff,
lowest
and
and
and
some
other
things
as
a
matter
of
practice
right
and
so
we've
made
a
decision
somewhere
in
the
data
architecture,
about
how
to
use
that
data
across
departments
and
maybe
for
purposes
different
from
what
we
would
have
authorized.
The
data
gathering
for
and
so
I
guess,
I'm
curious.
What
kinds
of
guidance
currently
exists,
or
is
this
really
an
area
where
we
need
to
dig
in
more?
C
Chair
I'll
take
a
start
at
what
we're,
probably
multiple
questions
and
issues
there
and
I'm
going
to
try
and
answer
it
as
briefly
and
succinctly
as
I
can,
knowing
that
that's
not
my
forte
I
would
start
by
saying
that
the
first
thing
that
drives
Who
as
an
employee
or
what
departments
have
access
to
data
should
be
driven
by
their
business
need
for
such
data.
So
those
are
a
whole
set
of
criteria
about
what
business
need
you
do
you
have
for
accessing
what
data
you
may
have.
C
There
also
is,
of
course,
the
application
of
the
laws
that
talk
about
who
and
under
what
conditions
can
have
that
law,
the
debt
data
and
how
the
data
is
classified,
whether
it
is
public
data,
whether
it's
private
confidential
data
on
individuals
or
whether
it's
not
public
data
on
not
individuals,
and
so
an
understanding
of
the
data
classification
is
critical.
The
understanding
of
business
need
for
data
within
that
data
structure
or
classification
is
critical,
and
all
of
that
has
to
come
before.
Then
we
start
building
systems
with
architecture
and
fields
to
fill
out.
C
A
lot
of
that,
as
I
mentioned,
has
happened
in
a
siloed
environment
too.
Now,
where
departments
largely
drive
that
themselves
and
there
isn't
necessarily
an
enterprise
engagement
across
how
those
systems
are
designed
or
built,
and
the
data
that's
collected
and
gathered.
So
by
really
looking
at
that
structure
that
mr.
C
The
city
attorney
is
the
chief
legal
officer,
the
city
coordinator,
who
is
in
charge
of
all
the
management
functions
of
the
city
and
the
chief
information
officer
and
having,
under
that
umbrella
of
the
IGP,
see
a
series
of
workgroups
that
have
already
been
created
to
look
at
things
like
data
management
risk
exposure
incident
controls
things
that
we
need
to
really
explore
and
either
strengthen
what
we
have
or
fill
gaps
that
may
exist.
So
at
a
high
level.
C
It's
really
understanding
the
data
classification,
who
has
a
business,
need
to
access
it,
making
sure
that
we
understand
all
of
those
things
so
that
as
we
build
or
implement
new
systems,
we're
following
the
law
and
the
business
needs
and
then
reinforcing
all
of
that
with
training
so
that
the
employees
who
use
the
system's
back
to
mr.
tillens
point.
It's
about
people,
not
systems
per
se,
that
the
people
who
have
to
use
these
systems
are
informed
on
what
they
should
be
gathering
and
why
they
should
be
gathering
it.
C
F
Thank
You
Maria
Rivera
and
my
city
coordinator
I'd
only
add
to
that
I
think
our
city
clerk
said
it
succinctly
but
say
that
I
think
we
are
at
a
point
where
we're
thinking
about
those
gaps
and
the
reality
is
that
we
have
not
across
the
enterprise,
often
thought
about
the
youth.
We
thought
about
how
to
collect
it.
We've
thought
about
how
to
make
sure
it's
it
is
accurate
and
that
it's
reliable.
We
thought
about
transmitting
it
and
now
we're
at
a
point
of
maturity,
as
was
mentioned
earlier
about.
F
A
Don't
see
any
other
questions,
but
there
are
more
from
councilmember,
Fletcher
and
myself,
so
maybe
he
and
I'll
just
trade
here
for
a
while.
If
that's
okay,
mr.
Karle,
you
spoke
of
the
IG
ordinance,
and
that
was
something
that,
when
we
put
that
together,
we
made
some
assumptions
and
we
knew
where
we
wanted
this
year,
how
we
would
think
about
information
governance
in
our
city.
Could
you,
given
that
now
we
have
this
body
of
work
and
this
report
in
front
of
us?
A
C
Chair,
yes,
I
do
actually,
and
one
of
the
key
reasons,
I,
think
that
distinguishes
what
we
currently
have
in
the
information
governance
ordinance
separate
from
what
existed
previously
as
the
inter
information
management
policy
is
the
fact
that
it
is
important.
It's
owned
by
the
council
has
been
codified
when
the
audit
was
conducted
in
2015.
One
of
the
things
that
I
mentioned
it
said
is:
there's
not
a
governance
framework
for
accountability
in
place.
C
We
had
a
policy,
we
weren't
following
it
and
it
wasn't
at
the
level
of
our
council,
felt
a
sense
of
ownership,
of
that
it
wasn't
an
ordinance
which
is,
of
course,
our
highest
level
of
the
council,
enacting
its
policies.
So
I
think
that
key
distinction,
when
we
reached
out
after
the
audit
and
talked
to
some
of
our
jurisdictions
that
we
compared
ourselves
to
our
jurisdictions
that
we
like
to
benchmark
against.
They
all
had
an
ordinance.
That
said
at
a
policy
level.
C
Those
are
for
me
some
key
distinguishing
differences
between
what
had
existed
previously
and
what
is
now
in
place
that
I
think
ensures
regular
reporting,
accountability
and
follow-up
and
mechanisms
in
place
that
bring
the
right
departments
to
the
table
to
provide
that
Enterprise
coordination
and
oversight.
Thank.
A
You
and
then
what
work
cities
is
an
interesting
piece
of
been
aware
of
it
in
the
results.
Minneapolis
work
for
the
past
couple
of
years,
and
that
partnership
is
exciting.
It's
a
it's
important
as
we
work
toward
not
just
matching
ourselves
up
against
other
cities
and
wanting
to
benchmark
I
mean
we're
we're
here
talking
about
how
we
scored
one
point:
six
on
a
five-point
scale,
maybe
that
IG
ordinance
gets
us
to
1.7,
but
it
doesn't
get
us
very
far
without
the
other
hard
work
that
goes
into
it
at
a
high
level.
B
Turn
Palmisano,
yes,
I
can
so
we
have,
because
this
is
a
2.0
and
they're
testing
it
with
us.
We've
actually
started
some
work
already
based
on
results
from
the
lastest,
which
is
that,
in
terms
of
low-cost
evaluation,
the
city
of
Minneapolis
ranks
pretty
low
relative
to
other
cities,
and
so
we
have
an
opportunity
to
improve
how
we
are
using
evaluation
tools
from
an
enterprise
perspective
in
the
city.
B
We
have
pockets
of
it
around,
but
we're
really
looking
at
how
we
evaluate
our
programs
in
a
more
thorough
way,
and
so
we
have
actually
started
working
already
with
the
behavioral
insights
team,
which
is
an
organization
based
out
of
London.
They
have
an
office
in
New
York.
They
have
lots
of
great
examples
of
work
that
they've
done
with
other
cities
in
terms
of
looking
at
an
evaluation,
and
some
of
that
includes
true
sort
of
program
evaluation.
B
Looking
at
what
your
intended
outcome
is,
and
then
the
you
know,
process
that
you
use
to
arrive
at
that
outcome
and
figuring
out
how
you're
actually
doing
and
achieving
your
outcomes.
They
also
do
a
lot
of
work
on
a
be
testing,
and
so
one
of
the
examples
I
forget
what
city
it's
from.
They
looked
at
police
recruiting
and
the
letters
and
communications
that
went
out,
recruiting
people
to
be
police
officers
and
changed
the
language
in
in
their
recruitment
communications
collateral.
B
They
did
random
sampling
and
sent
letters
out
to
send
three
different
letters
out.
One
was
the
original
and
two
different
versions
and
I
can't
really
exact
figures,
but
with
the
city
that
they
were
working
with,
they
got
back
I
think
it
was
like
double
or
triple
the
amount
of
interest
and
actually
applications
from
communities
of
color
and
women
on
one
of
the
samples,
and
then
they
knew
that
that
was
sort
of
the
model
that
they
should
move
forward
with.
So
they
have
a
lot
of
example.
B
You
know
demonstrable
examples
of
work
that
they've
done
with
other
cities
that
have
produced
really
great
outcomes,
and
so
we
have
actually
started
exploring
work
with
them,
because
we
know
that
that's
an
area
of
opportunity
for
improvement.
For
us.
We
have
not
yet
selected
what
we
would
focus
on
in
the
city.
They
generally
want
to
pick
sort
of
a
specific
project,
but
again
they're
exploring
what
type
of
engagements,
so
it
may
be
selecting
a
specific
project
to
work
on,
in
addition
to
looking
at
sort
of
our
enterprise
approach
on
low
cost
evaluation
as
well.
E
E
I've
had
many
vendors
in
my
first
year
in
office
here,
come
in
and
pitched
me
on
really
cool
things.
They
can
do
for
our
city
that
they'll
do
for
free
because
they
see
data
as
an
asset
as
well
and
the
data
that
they
can
gather
by
offering
interactive,
wayfinding,
kiosks
or
smart
parking
meters
or
whatever
kind
of
cool
app.
That
will
help
us
do
some
cool
thing
in
our
city
which,
by
the
way,
have
really
cool
things
about
them.
E
I
mean
I,
would
love
to
live
in
a
world
where
I
pull
up
to
a
parking
meter
and
I.
Don't
have
to
worry
about
paying
for
it
because
it
just
knows
who
I
am
and
knows
my
preferred
payment
method
and
I.
Don't
have
to
worry
about
how
long
am
I
gonna
park
here
and
all
that
stuff
right,
like
it's
very
cool.
So
we
want
to
think
about
how
do
we
take
advantage
of
these
cool
technologies,
but
also
how
do
we
cover
in
that
data
and
so
in
in
I?
E
Think
in
relationship
to
that
one
of
the
things
about
a
responsible
authority
is
that
were
supposed
to
have
a
really
good
inventory
of
the
data
that
we
collect
and
I
guess
I'm
wondering
both?
What's
the
state
of
our
current
inventory
for
within
the
enterprise,
and
then
where
do
we
draw
the
boundaries?
Do
we
have
a
decent
inventory
of
the
data
that's
being
collected
about
our
residents
on
our
behalf
as
a
result
of
contracts
that
were
engaged
with,
for
example,
our
parking
app
and
a
nice
ride.
C
So
our
data
inventory
is
current
and
in
compliance
with
the
law,
the
more
interesting
question
is:
how
do
we
use
that
inventory
than
to
potentially
help
us
at
that
policy
level?
To
your
original
question
in
terms
of
how
do
we
design
systems
and
know
that
we
have
trust
and
assurance
and
how
the
data
is
being
collected
and
used
for
the
appropriate
purposes
and
again,
I
think
the
answer
there
is
that's
a
space
we're
moving
into.
C
As
the
city
coordinator
mentioned,
we
are
now
entering
that
space
where
we,
as
staff,
are
having
those
discussions
you,
as
policymakers,
are
having
discussions.
We
are
together
having
those
discussions
to
make
sure
that
we
are
all
in
alignment
on
the
data
that
the
city
collects
either
as
a
department
or
as
an
enterprise
is
being
collected
in
a
way
that
is
within
the
law
and
with
when
within
that.
C
Well,
within
our
expectations
as
a
policy
to
make
sure
that
we're
serving
the
business
needs
and
not
contributing
to
something
else,
and
so
I
know
we
have
had
those
conversations
as
well,
councilmember
and
and-
and
we
continue
to
have
conversations
across
departments
and
certainly
at
that
focal
point
with
the
IGP
C
committee
that
talks
about
this
very
issue
about
how
do
we
start
to
address?
Who
has
what
and
what
are
they
using
it
for
and
what
do
we
not
want
them
to
be
using
it
for.
A
Thank
you
being
a
data-driven
enterprise
means
having
the
capacity
to
create
and
also
understand
data,
and
this
report
seems
to
indicate
that
the
city
has
some
capacity,
but
that
that
capacity
might
be
stretched.
I,
don't
know
too
many
people
that
work
with
mr.
Hickman.
So
what
are
some
practical
considerations
that
we
could
take
in
terms
of
strengthening
or
building
on
that
existing
capacity?
Just
from
your
perspective,
I'm.
C
Certainly
welcome
to
hear
from
the
team,
but
very
high
level
broadly
I
would
say
that
we
have
started
those
conversations.
The
team
that
came
together
from
multiple
departments
to
produce
this
first
report
and
one
of
the
things
that
we
we
did.
Madam
chair
was
decide
early
on
the.
While
we
were
tasked
with
bringing
forward
recommendations,
we
thought
we
would
have
hold
back
from
that
a
bit
and
the
reason
why
is
in
respect
of
where
we
are
in
the
process?
C
This
report
was
originally
due
much
earlier
in
the
year
and
would
have
allowed
us
to
perhaps
bring
forward
some
more
concrete,
tangible
recommendations
that
could
have
helped
us
at
this
point,
but
because
we
are
so
late
in
the
year
in
the
budget
process
as
well.
It
was
our
hope
that
we
could
get
this
report
done
and
and
to
use
a
phrase
set
the
table
as
it
were,
with
policy
makers,
knowing
that
there
are
both
recommendations
that
we
would
bring
forward.
C
That
would
have
cost
implications,
but
also
some
that
maybe
don't
have
cost
implications
and
our
purely
policy
driven
and
and
all
of
those
would
come
forward
and
do
time.
We
were
not
prepared,
then,
to
come
forward
today,
perhaps
to
say
that,
but
it
is
certainly
something
that
we
are
excited
to
bring
back
to
this
committee.
B
Thomas
I
know
I'll
also
add
to
that
that
there
are
some
other
good
things
happening
there,
that
sort
of
reinforce
the
focus
and
effort
on
data.
One
of
those
is
the
data
coop,
which
is
a
great
group
of
it's
an
analyst
driven
group,
a
group
of
analysts
across
the
city
who
get
together
to
share
learnings
with
each
other,
to
talk
about
being
an
analyst
in
the
city
to
talk
about
data.
B
They
are
exploring
ways
to
build
their
own
skills
to
work
on
different
projects,
and
so
that's
a
really
it's
it's
along
the
lines
of
an
employee
resource
group,
but
more
skills
based
and
that's
a
that's,
been
a
really
great
sort
of
employee
driven
tool
to
increase
capacity
of
analysts.
You
know
cross
departmentally,
so
that's
been
exciting
to
watch
in.
B
Your
questions
and
focus
on
data
helps
the
organization
respond
with
data,
and
so
it's
sort
of
a
positive
feedback
loop,
the
more
that
we
are
all
asking
for
and
using
data
the
or
we
will
ask
for
and
use
data,
and
a
lot
of
that
is
already
happening,
I
think
from
a
from
my
own
experience,
watching
results
start
to
get.
You
know.
Results
of
data
start
to
get
integrated
into
the
budget
process.
B
It's
certainly
one
example
of
how
we're
starting
to
use
data
to
make
and
inform
decisions,
I'm
excited
about
seeing
that
working
forward
next
year,
but
I
think
that's
one
of
the
best
tools
we
have
actually
to
increase.
Our
own
capacity
is
to
have
our
leadership,
and
you
know
both
elected
and
otherwise
asked
for
in
use
data.
Thank.
A
A
We've
asked
for
staff
recommendations
on
how
to
drive
an
enterprise
and
change
as
to
how
we
can
leverage
data
I
didn't
see
any
clear
recommendations,
as
you
pointed
out
in
the
report,
so
I
do
invite
staff
to
come
back
and
give
us
some
ideas
on
how
we
can
advance
this
goal
with
a
list
of
recommendations
sometime
in
the
future
and
how
we
might
accomplish
this
vision
that
you've
identified
in
the
report.
So
this
is
our
first
annual
report,
I
guess,
mr.
A
C
With
what
work
cities
is
we'd
like
to
develop
some
enterprise,
wide
performance
metrics
to
share
that
really
show
in
a
measurable
way
how
we
are
using
data
and
how
successful
we
are
in
driving
data-driven
decisions
and
making
our
operations
across
the
enterprise,
more
reflective
of
that
information
and
that
use
as
a
resource
internally
and
how
we
also
make
it
available
to
our
partners
externally
to
the
organization.
So
that
would
certainly
be
a
goal
for
future
reports
as
bringing
those
metrics
back
that
provide
tangible
proof
of
our
work.
Thank.
E
Think
you
gel
just
put
in
a
plug
a
tie.
I
did
a
couple
of
months
ago,
offer
notice
of
intent
to
work
on
the
native
privacy
aspects
of
this,
and
so,
in
the
mean
time,
between
reports
and
I
want
to
kind
of
put
it
out
there
to
the
world
that
if
there
are
people
who
have
an
interest
in
this
topic,
who
are
finding
these
questions,
interesting
I
want
to
encourage
people
to
contact
my
office
and
and
really
think
about
all
the
different
ways
that
data
privacy
has
an
impact
on
our
residents.
E
So
that'll
be
work
that
we
can
look
forward
to
moving
into
the
future
and
then,
as
long
as
we're
talking
about
data
I
just
want
to
note
that
there
are
some
gaps
that
are
created
for
us
by
the
legislative
environment
that
we're
in
Minnesota's
data
practices.
Policy
is
sometimes
challenging
and
we
have
a
new
crop
of
legislators
who,
as
they're
looking
at
projects
they
might
want
to
take
on
in
their
first
term,
I
want
to
just
encourage
them
to
get
in
touch
with
me
about
that
as
well.
Thank
you
thank.
A
You
I
wanna
thank
the
staff,
especially
you
mr.
Wilkinson,
you
know
those
that
have
come
to
my
office
and
anyone's
welcome
to
stuff
in
my
office
and
see
the
example
of
how
that
police
dashboard
was
built
and
all
of
the
different
systems
and
pieces
that
had
to
get
fit
together
to
bring
that
up
and
to
make
it
run.
It
shows
the
avast
amount
of
work
that
goes
into
building
those
dashboards
in
a
thoughtful
way.
So
thank
you
for
all
of
your
efforts.
A
Now
that
we've
heard
about
all
of
the
ways
our
enterprise
creates
and
compiles
and
consumes
data.
We
have
to
be
transparent,
and
now
the
next
item
on
our
agenda
is
to
hear
about
a
particular
case
regarding
data
protection
and
data
leaks
here
to
present
on
the
June
14th
data
breach
on
an
OPC.
Our
draft
report
is
well
mr.
crome.
Thank.
C
Before
he
presents
his
report,
I'd
like
to
provide
some
context
about
the
focus
of
our
investigation,
this
investigation
was
never
about
who
might
have
created
a
breach.
Rather,
our
focus
has
been
on
systems
and
processes
how
data
was
created
or
collected
who
had
access
and
for
what
business
purpose,
how
the
data
was
shared
during
the
drafting
stage
and
similar
matters.
C
The
point
of
these
investigations
is
driven
by
our
obligation,
as
I've
already
said,
to
ensure
that
data
is
by
law,
classified
as
private
or
confidential
and
not
subject
to
disclosure,
and
that
we
have
a
duty
to
securely
protect
that
data.
A
breach
clearly
indicates
a
breakdown
or
a
failure
in
the
system
or
process.
Yes,
there
can
be
consequences
to
individuals
who
deliberately
create
a
situation
where
government
data
classified
as
private
or
public
is
breached,
that's
a
possibility,
but
it
does
not
focus
our
efforts
and
it
did
not
do
so.
C
In
this
case,
from
the
beginning,
mr.
Omaha
focused
his
investigation
on
identifying
where
system
breakdowns
occurred
and
how
we
might
ensure
those
types
of
failures
and
don't
react.
Erimeter
with
that
said,
and
given
the
fact
that
this
investigation
involves
private
confidential
data
on
individuals,
we
cannot
provide
details
or
specifics
that
were
involved.
The
report
will
provide
high-level
summary
data,
which
can
be
made
public.
We
will
attempt
to
address
all
the
facts
of
the
investigation
and
explain
our
conclusions.
C
G
Cheerful
Misano
committee
members,
as
mr.
Karle
said,
I'm
chris
monroe
maja,
I'm
the
assistant
city
clerk
and
I
lead
the
records
and
information
management
division
in
the
clerk's
office.
So
this
June
is
your
call.
The
city
was
notified
that
a
copy
of
a
draft
report
developed
by
the
Office
of
Police
conduct
review
within
the
city's
Civil
Rights
Department,
was
obtained
by
the
news
media,
because
the
draft
report
was
a
program
on
it.
G
It's
classified
is
not
public
data
under
the
Minnesota
government
data
Practices
Act,
that's
the
state
law
which
controls
who
can
access
data
and
under
what
circumstances.
So,
under
this
law,
unauthorized
acquisition
of
data
maintained
by
a
government
entity
that
compromises
the
security
and
classification,
the
data
is
considered
a
data
breach
when
there
is
a
potential
data
breach.
We,
the
clerk's
office,
is
responsible
Authority,
but
we
as
a
city
need
to
first
understand,
what's
occurred,
so
we
determine
the
scope
of
the
incident.
G
What
information
was
potentially
compromised
and
whether
that
meets
the
definition
of
a
data
breach
under
the
law?
Technically
next
we
look
at
whether
I
individually
identifiable
information
was
affected
and
if
so,
whether
the
law
requires
you
provide
notice
to
those
individuals
whose
information
was
compromised.
G
G
So
we've
been
fortunate
enough
to
not
have
conducted
many
data
breaches,
so
this,
unfortunately
meant
we
didn't
have
a
formal
incident
response
procedure
in
place
when
the
event
occurred.
We
leveraged
and
related
the
procedures
we
had
across
the
city.
That
will
be
helpful,
but
we
also
were
developing
new
material
as
we
needed
them.
So
we
use
a
skilled
attorney
from
a
company
called
new
vest
to
lead.
The
fact-finding
investigation.
G
G
G
The
second
document
was
a
selection
of
transcripts
from
eight
body
cam
videos
organized
by
MPD
case
control
number
prior
to
the
investigation.
We
were
not
aware
of
these
of
the
existence
of
the
second
document,
but
we
knew
additional
material
was
involved
in
the
release.
The
Star
Tribune
had
submitted
a
request
for
certain
police
case
control
numbers
referenced
in
the
not
referenced
in
the
draft
report.
In
addition,
the
second
article
on
June
17th
contained
quotes
from
body
camera
footage
that
were
not
included
in
the
draft
report.
G
G
So
the
draft
report
was
always
meant
to
be
public
upon
final
publication.
It
was
drafted
to
obscure
the
identity
of
the
people
it
talked
about.
The
second
document
was
never
meant
to
be
public.
It
was
marked
confidential.
The
transcripts
contained
first
names
of
two
individuals
and
the
provided
case
control
number
is
directly
linked
descriptions
in
the
OPC,
our
report
to
publicly
available
information
in
police
records.
That
includes
the
names
of
the
individuals
involved.
G
Nevertheless,
under
a
conservative
interpretation
of
the
breach
statute,
private
data
and
to
individuals
has
potentially
been
breached.
Their
details
were
redacted
from
the
final
report
of
the
OPC
our
hadn't
made
public.
This
is
the
summer.
These
two
individuals
have
been
notified
with
the
potential
breach
and
will
be
fried
of
a
copy
of
the
data
incident
report.
G
G
Later
they
maintained
sensitive
documents
such
as
a
transcript
document
on
removable
storage
devices,
and
these
are
physically
transferred
as
needed
between
people
working
on
the
project.
Finally,
the
controlled
physical
access,
using
locked
doors,
cabinets
and
offices
to
control
who
had
access
to
they
any
paper
copies.
G
G
The
OPC
are
since
established
additional
control
processes
to
prevent
unauthorized
insemination
of
draft
audit
data,
even
when
it's
being
shared
with
a
limited
group
of
stakeholders.
These
are
described
in
detail
in
the
documents
OPC
our
research
and
study
controls,
which
they
included
as
Appendix
six.
The
final
version
of
the
report
director
Korbel
here
will
provide
a
few
more
details
on
this.
In
a
moment.
G
The
the
other
thing
that
I'd
like
to
say
is
one
thing
that
we've
learned.
One
thing
that
we're
looking
towards
is
the
you've
heard
of
the
state
of
data
report.
The
information
governance
policy
committee
is
now
in
existence
in
his
Matt
one
of
the
things
that
has
happened
the
summer
is
they
created
an
informational
risk
management
workgroup.
This
group
is
tasked
with
developing
an
information
risk
management
policy
and
related
procedures,
and
that
will
include
Incident
Response
procedures.
G
Hopefully
they
can
build
upon
the
work
that
we
did
this
summer
to
create
a
process
which
we'll
be
able
to
use
in
future
incident
responses
and
before
yielding
to
director
Corbeau
I'd
like
to
thank
the
investigator
from
youthis
Margaret,
Weston,
Steve,
Kennedy,
impatiens,
Ferguson
and
human
resources,
Deb
Parker,
and
actually
security
sergeant,
Wayne,
Newton
wheeler
in
MPD
internal
affairs
and
especially
terrible
shooting
in
the
City
Attorney's
Office.
They
all
provided
invaluable
support
and
finally
I'd
like
to
commend
director
corporal
and
her
team.
G
The
participation
in
the
investigation
was
invaluable
and
it
came
even
as
they
were
working
to
finalize
the
report
to
their
credit
they
developed
and
implemented
the
additional
changes
that
director
Karl
will
be
talking
about
very
rapidly.
So
that
concludes
my
remarks
and
I'll
yield
to
director
call.
A
H
Afternoon,
madam
chair
and
committee
members,
my
name
is
Velma
Korbel
and
I'm.
The
director
in
the
Minneapolis
Department
of
Civil
Rights
I,
don't
want
to
miss
this
opportunity
to
thank
again
the
office
of
police
conduct,
review
team
headed
by
directory
manager.
Far
for
the
solid
work
they
did
on
the
report
on
pre-hospital
sedation,
which
has
led
to
several
positive
changes
for
both
the
Minneapolis
Police
Department
and
the
Department
of
Civil
Rights.
H
As
we
know
the
report
subject
matter
and
its
recommendations,
piqued
interest
around
the
country
and
I
look
forward
to
hearing
about
the
changes.
Hennepin
health
care
is
making
as
they
ensure
that
Minneapolis
resident
civil
rights
are
protected
when
community
members
are
treated
to
the
high
quality
health
care
they
deserve
and
that
we
know
Hennepin
health
care
is
capable
of,
as
has
been
stated
by
mr.
Romo
Hoff
in
late
May
of
this
year.
H
That
then
draft
report
of
MPD,
involving
and
pre-hospital
sedation
was
distributed
to
several
internal
staff
per
the
protocols
that
were
in
place
at
that
time.
When
the
draft
audit
report
was
released
to
persons
external
to
the
city
and
subsequently
was
obtained
by
the
Star
Tribune
in
mid-june,
the
office
of
police
conduct
review
immediately
moved
to
put
more
rigorous
controls
in
place
to
safeguard
its
protected
non
public
audit
reports.
H
The
office
of
police
conduct
reviews,
updated
document
control
procedure
is
included
as
an
appendix
in
the
final
report
and
less-developed
after
consulting
with
the
city's
internal
auditor,
the
city
attorney
and
the
city
clerk,
and
you
have
copies
of
that
document.
That's
been
passed
out,
there's
also
a
copy
available
to
the
public.
Again,
that
is
an
appendix
in
the
final
report
approved
by
the
City
Council
on
July
26.
H
The
new
process
includes
a
variety
of
protections:
for
example,
customized
personalized
watermarks
data
encryptions
on
our
mobile
devices,
password
protections
on
our
flash
drives
and
other
digital
meet
portable
digital
media,
destruction
of
working
drafts
and
sign
offs
that
include
notice
to
the
document
holders
that
they
have
a
duty
to
protect
confidential
or
protected
non-public
data.
I
believe
all
the
stakeholders
have
had
an
opportunity
to
learn
from
this
incident,
and
staff
has
taken
the
necessary
steps
to
prevent
an
unauthorized
disclosure
from
happening
in
the
future.
H
A
C
Madam
chair,
before
closing
I,
wanted
to
end
by
offering
a
few
observations
myself.
First,
it's
important
remember.
This
is
the
first
significant
data
breach
we've
dealt
with
as
mr.
ramone
Hofstede,
and
so
it's
set
a
precedent
in
terms
of
how
we
responded.
We
learned
a
lot
in
the
process
ourselves
and
we
look
forward
to
using
the
experience,
as
mr.
C
Hoff
said,
with
the
information
governance
policy
committee
and
it's
working
group
of
subject
matter,
experts
to
really
refine
how
we
deal
with
data
breaches
going
forward
and
making
sure
that
our
processes
are
in
place
to
address
those
types
of
breaches
moving
forward.
Second
I
want
to
echo
what
mr.
Allen
Huff
said
by
commending
this
Korbel
and
the
civil
rights
department
for
their
swift
action
and
addressing
systemic
problems
that
were
identified
as
part
of
our
investigation
at
every
step.
C
In
the
process,
the
OPC
our
and
the
Civil
Rights
Department,
led
by
Miss
Korbel,
cooperated
with
us,
gave
us
every
access
we
needed
in
order
to
complete
our
investigation,
as
did
all
of
the
other
departments
that
were
involved
in
this
investigation,
but
immediately
the
Civil
Rights
Department
made
changes
as
she
outlined
and
a
copy
of
which
you
have
to
make
sure
that
their
process
was
solid,
going
forward.
I
know
they
continue
to
follow
those
new
steps
and
procedures
going
forward.
So
they're,
swift
action
and
their
cooperation
and
partnership
with
us
is
appreciated.
C
Very
much
Velma
Imani
and
finally,
I
want
to
express
my
appreciation
to
mr.
Rommel
Hoff,
who
Shepherd
this
entire
investigation
forward
and
provided
a
consistent
standard
throughout
to
focus
our
collective
attention
on
processes
and
systems
and
not
people,
and
it
was
his
professionalism,
ensured
that
the
city
can
a
thorough
assessment
of
the
situation
and
that
we
were
able
to
put
in
place
measures
to
address
the
challenges
that
we
found,
both
an
immediate
short-term
and
for
the
long
term
as
we
move
forward.
Thank
you
thank.
E
Think
you
should
come.
I
just
want
to
make
sure
I'm
understanding
correctly,
and
it
makes
a
lot
of
sense
to
me
that
there's
a
tension
between
sharing
information
with
stakeholders
and
knowing
that
that
creates
the
potential
for
data
to
travel.
So
I
understand
how
that
can
happen.
Did
we
share
the
transcript
document
with
those
stakeholders,
because
I
know
we
shared
the
draft
report,
but
it
sounds
like
the
transcript
document
that
was
actually
that
actually
really
constituted
the
data
breach
in
terms
of
private
data.
G
Mentor,
council
member
so
I'll
start
by
saying
we
can
talk
very
little
about
the
details
of
the
investigation.
The
both
documents
were
shared
at
different
stages.
They
were,
they
came
into
existence
at
different
times,
but
towards
the
end
of
the
process.
When
we
got
nearer
to
when
the
breach
occurred.
There
were
copies
of
both
documents.
A
Anything
else,
thank
you.
Next,
we
will
hear
from
our
communications
director
Greta
Bergstrom
about
the
current
status
of
our
city's
digital
services
portal
project.
As
we're
talking
about
data
and
transparency,
it's
also
important
to
discuss
how
City
residents
access
that
data.
It's
not
enough
just
to
publish
data,
but
also
present
it
in
a
way
folks
can
see
and
they
can
consume
in
an
easy
manner.
So
thank
you
for
taking
charge
of
how
we
share
it.
Thank.
I
You
thank
you
Sheriff
Tom,
Lozano
and
council
members,
I'm
Greta
Bergstrom's,
the
city's
communications
director
and
I'm
excited
to
be
here
this
afternoon
to
present
the
Enterprise
Committee,
with
the
second
status
report,
outlining
the
work
to
date
on
the
city's
new
digital
city
services
portal,
otherwise
known
as
our
new
public
website.
The
last
report
made
to
this
committee
was
on
June
7th.
The
new
public
website
is
a
crucial
piece
of
communications
infrastructure,
as
mentioned
for
the
enterprise
which
we
know
and
expect,
will
help
transform
how
we
communicate
with
our
residents,
businesses
and
visitors.
I
A
big
part
of
the
center
prize
effort
is
helping
to
ensure
that
the
city
through
the
new
website
is
both
accessible
and
inclusive
to
people
with
disabilities,
as
well
as
to
people
and
residents
from
other
cultures.
Before
I
begin,
I
would
like
to
recognize
the
ongoing
work
of
our
steering
committee,
which
includes
city
coordinator
Maria,
Rivera
van
der
Meyde,
Robin
Hutchinson.
Our
public
works
director
city
clerk,
Casey
Karl,
in
addition
to
auto
Dahl
from
IT
and
myself.
I
So
we
want
to
make
it
easier,
obviously,
and
more
meaningful
for
our
residents
to
interact
with
the
city
by
providing
a
truly
user
centered
experience,
task-based,
content,
visual
content
and
site
architecture,
and
we
want
to
base
our
decisions
as
we
have
been
through
this
project
this
year,
data
and
what
our
users
are
looking
for
to
accomplish
on
the
site.
We
also
want
to
lay
a
foundation
for
the
city
to
put
us
at
the
forefront
of
other
local
governments
in
website
design,
accessibility
and
the
user
experience.
I
What
we've
done
so
far
over
the
last
year
of
our
work
with
our
web
content
vendor
clockwork
much
has
been
accomplished.
Some
of
the
key
highlights
have
included
having
interviewed
staff
across
the
city
and
the
public,
including
those
with
diverse
backgrounds
and
those
with
disabilities.
We
have
worked
with
city
staff
to
review
existing
content
and
expire,
abandoned
duplicate
and
unused
content.
I
I
should
say
that
when
we
first
started
the
content
cleanup
work
with
our
content
owners,
we
had
more
than
16,000
web
pages
and
42,000
PDFs
on
our
current
site,
as
of
today,
I'm
proud
to
say
that
we've
reduced
this
to
just
under
10,000
pages
and
36,000
PDFs.
So
you
can
see
we
have
a
lot
of
work
still
to
come,
but
we
have
made
a
lot
of
headway
and
there's
been
lots
of
staff
work.
That's
gone
into
that.
I
We've
also
had
the
chance
to
conduct
usability
testing,
putting
our
draft
designs
and
the
site
architecture
to
the
test,
with
users
from
diverse
backgrounds
and
those
living
with
disabilities.
I'll
show
you
a
short
video
a
bit
later
in
this
presentation
that
speaks
to
their
input
and
feedback
and
about
how
we'd
how
we've
used
that.
So,
where
are
we
headed?
I
How
do
you
get
from
where
we're
at
now
to
the
site
launch,
which
we
expect
at
the
end
of
next
year,
2019
and
then
even
beyond
that
we
plan
to
increase
our
site
capabilities,
an
audience
experience
as
we
move
forward
to
launch
improving
the
content,
the
tools,
content,
workflows
and
focusing
squarely
on
user
experience
and
the
data
that
we
have
at
hand
post
launch.
We
will
look
to
reintegrating
some
project
and
department
sites
that
are
not
currently
embedded
within
the
city's
website
and
we'll
be
retiring,
some
old
systems.
I
I
We
want
to
get
a
right
to
what
they're
on
our
site
looking
for,
and
we
seek
to
be
truly
intuitive
for
our
users
again
putting
putting
ourselves
in
their
shoes
as
to
what
they're
coming
to
the
site
to
visit,
and
then
we
want
to
have
a
lot
more
self-service
opportunities
on
the
site
so
we'll
be
building
those
in
and
enhancing
those
as
we
move
forward
in
the
project
for
the
public.
This
means
EDA
accessibility.
So
this
is
core
piece
of
that
work:
easier
access
to
tests.
I
We
know
the
public
is
looking
to
achieve
and
clearer,
more
timely
information
for
city
staff.
We
are
looking
for
data-driven
content,
so
we'll
be
continuing
to
bring
that
work
into
the
website
content.
We
want
to
reduce
the
workload
for
city
staff,
reduced
the
time
to
create
update,
manage
content
and
overall
reduce
cost
moving
forward.
In
terms
of
our
content
management
system,
the
city
will
have
a
new
content
management
system
going
forward
terminal
four
was
selected.
This
fall
through
an
RFP
process
and
as
the
new
W
CMS,
we
base
this
on
a
number
of
key
factors.
I
The
first
was
their
overall
ability
to
meet
the
requirements
of
the
city
that
we
had
put
forth
in
the
RFP.
Second,
their
specialty
really
in
the
areas
of
government
and
higher
ed,
their
ability
to
meet
a
fast-moving
aggressive
timeline
to
meet
the
needs
of
the
city,
customization
options
and
many
existing
features
that
they
already
had
presence
within
their
system,
and
then
they
had
obviously
a
very
clear
well-organized
and
written
proposal
that
was
responsive
to
our
needs.
I
To
that
end,
we've
implemented
some
efforts
to
help
staff
with
changes
as
we
move
forward.
Our
core
team
has
attended
monthly
department
staff
meetings
to
brief
individual
departments
on
the
website
development
process,
to
take
questions
and
to
answer
key
concerns.
We
continue
to
provide
monthly
updates
to
city
staff
in
the
bi-weekly
in
Minneapolis
matters
newsletter.
I
We
have
active
training
and
work
sessions
ongoing
with
our
web
content
owners
across
the
enterprise
and
this
past
month
in
November
we
held
two
sessions
for
department
leaders,
sharing
the
new
designs
and
answering
questions
and
in
a
moment
we'll
be
sharing
the
homepage
here
with
counsel
as
well.
Next
week,
November
14th
will
be
holding
a
staff
wide
design
sharing
session,
we're
also
in
the
early
stages
of
developing
a
governance
plan
for
the
site
that
will
specifically
dictate
content,
needs
and
really
help
people
with
that
and
will
continue
ongoing
training
with
the
content
owners.
I
Our
goal,
as
I've
said,
is
to
produce
a
user
centric
navigation
experience
that
doesn't
require
site
visitors
to
really
understand
how
we
are
set
up,
how
departments
are
set
up
and
where
to
go,
but
really
takes
it
from
what
what
they're
thinking
in
their
brains
and
how
they're
coming
to
the
site.
Our
goal
always
is
to
get
them
to
the
information
that
they
need
as
quickly
as
possible.
I
We've
we've
really
kind
of
achieved
an
accessible
user
friendly,
clean
design,
while
still
creating
some
visual
interest
through
photography,
you'll
notice
that
there's
now
so,
unlike
our
current
city
site,
we
really
don't
have
a
lot
of
photography
or
hardly
any
or
no
photography.
Well,
we've
heard
loud
and
clear
from
the
staff
and
from
people
around
the
city
is
that
they
want
to
see
themselves.
They
want
to
see
the
city
in
our
site.
It
would
be
a
driver
for
them
to
come
to
the
site.
If
they
don't
see
themselves,
they
don't
feel
a
part
of
that.
I
The
city's
graphic
standards,
color
palette,
has
been
evolved,
a
little
bit
for
digital
use,
and
this
is
specific
to
accessibility.
We
really
want
to
achieve
a
little
bit
of
a
sharper
visual
contrast
for
those
that
might
have
some
challenges
in
in
viewing
the
site
and
walking
through
that
at
the
very
top.
There
is
a
yellow,
bright,
yellow,
alert
and
right
now
we
have
that
set
on
snow
emergency
I,
think
it's
one
of
the
alerts
that
would
probably
be
used
most
frequently,
especially
at
this
season.
I
This
is
something,
though,
that
can
be
used
for
any
number
of
things.
If
there's
an
emergency
in
the
city
and
Disclosure
other
other
city
needs
as
well,
you
will
notice
front
and
center
also
we
have
a
big,
bold
search
function.
We
don't
really
have
a
great
feature
on
our
current
site,
which
we
have
also
heard
from
feedback
is
not
helpful,
so
we
will
be
able
to-
and
this
is
actually
been
one
of
the
top
considerations
that
we've
put
into
the
site.
I
People
can
log
any
sort
of
keyword
in
and
within
the
site
will
have
tagged
contents,
and
so
that
will
be
a
part
of
the
process
with
our
content
owners.
So
if
you
type
in
snow
emergency
or
adopt
a
pet
or
something
like
that,
it
will
immediately
pull
you
into
options
to
go
visit
in
the
site.
The
navigation
itself
across
the
top.
I
There's
things
like
jobs
at
the
city,
property
and
housing.
Are
you
a
renter?
Are
you
looking
to
adopt
a
pet
or
need
some
help
with
animals
and
pets
garbage
and
recycling
education?
This
was
really
pulled,
and
this
is
all
data
driven
pulled
from
site
improve
and
from
our
current
site.
So
we
have
a
really
good
understanding
of
what
the
current
site
visitors
are
looking
for.
I
If
we
move
over
to
business
services,
if
you
are
a
business,
small
or
large,
a
developer,
if
you're
just
looking
to
pay
a
utility
bill
or
looking
for
a
particular
program
or
initiatives,
there
are
dropdowns
for
those
as
well
under
things
to
do.
This
is
really
kind
of
a
fun
piece
of
the
site,
so
this
is
for
for
all
people,
you
might
be
a
visitor.
You
may
be
a
resident
looking
to
go
out
for
dinner.
You
could
be
a
business
owner
as
well.
We've
got
events,
attractions
parks
and
recreation
and
visitor
resources,
and
we
will.
I
We
can't
show
you
this
today,
but
we
will
be
driving,
for
instance,
like
to
meet
Minneapolis
for
visitors,
and
so
those
will
be
their
standalone
sites,
but
we
want
to
provide
access
directly
to
those
sites
to
those
standalone
sites.
Getting
around
is
really
focused
on,
of
course,
getting
around.
So
if
you
want
to
drive,
if
you
want
to
bike,
if
you
want
to
take
a
scooter,
if
you
want
to
use
public
transit,
we
have
various
tabs
that
will
connect
people
to
the
experience
that
they're
looking
for
parking
and
driving
walking
biking.
I
We
want
to
be
accessible
to
everybody
equally
and
that
our
government
tab
at
the
very
end
really
focuses
on
on
here
and
what
we
do
so
you've
got
jobs
at
the
city,
jobs
being
the
number
one
driver
of
visitors
to
the
site.
We
have
a
section
for
the
mayor,
the
city
council,
all
the
way
down
to
individual
departments,
which
you
can
click
on
and
those
will
be
listed,
so
you
can
always
still
find
the
department
you're
looking
for
budget
history
get
involved.
I
So
we
have
a
lot
of
those
tabs
fully
focused
in
the
main
section
here
where
it
says.
I
want
to
the
section
elevates
at
the
top
kind
of
if
the
st.
visitor
might
want
what
they
might
want
to
do
on
the
site.
And
these
again
are
data
driven
through
site
improve
data.
So
we
know
that
pain
utilities,
a
water
trash
bill,
setting
up
an
automatic
payment.
I
We
know
that
that
is
is
very
high
on
the
list
of
things
that
visitors
to
the
site
come
for,
paying
a
parking
ticket
again
applying
for
a
job
with
the
city.
So
we
want
to
be
as
transparent
as
possible
and
accessible
to
current
job
opening
so
that
people
can
come
right
to
those,
because
we
know
they're
landing
on
the
homepage.
I
For
that
and
then
adopt-a-pet
as
well
really
does
drive
a
lot
of
traffic
there's
a
flexible
extender
on
the
end
for
more
options,
because
we
know
there's
there's
even
more
things,
and
so
we
have
some
flexibility
in
that.
But
those
for
right
now
are
definitely
based
on
on
the
data
that
we
have.
If
we
move
down,
we
have
an
event
section
which
shows
some
featured
events
then
links
off
to
the
side
for
all
events,
and
so
those
will
be
updated
by
the
particular
departments
and
web
content
owners
driving
those
events.
I
If
we
move
further
down,
we
have
city
officials
and
departments,
and
so
we
are
featuring
prominently,
the
mayor's
office
as
well
as
City
Council,
and
then
to
the
side.
We
have
a
flexible
extender
to
see
all
departments
again
another
option
to
reach
the
department
that
you
that
you
need,
if
you
know
which
department
you're
going
to.
But
we
don't
require
people
to
understand
what
department
they
might
need
a
license
in,
for
instance,
so
they
have
those
options
up
top
and
then
a
feature
that
ties
specifically
to
the
City
Clerk's
presentation
on
featuring
open
data.
I
We
do
have
a
section
front
and
center,
because
right
now
people
have
to
kind
of
dig
through
the
site
to
try
to
find
that
that
data
or
that
dashboard
that
we
might
have.
We
want
to
help
with
transparency
by
putting
it
front
and
center,
because
we
know
that
this
is
the
type
of
data
people
are
using.
So
this
will
obviously
be
evolving
and
we'll
be
adding
more
to
that.
I
We
will
have
the
footer,
which
will
showcase
helpful,
Quick,
Links
contact
information
and
our
social
media
information
as
well,
and
that
is
just
a
preview.
We
will
be
having
that,
as
I
mentioned
earlier,
the
design
sharing
session
for
all
staff
on
November
14th
for
people
to
come
and
see
a
much
more
diverse
range
of
interior
pages.
Now,
moving
on
to
usability
testing,
I
mentioned
this
before
in
August
city
staff,
from
clockwork
conducted
usability
testing
with
nine
Minneapolis
residents
at
a
local
testing
firm.
I
It
was
the
first
opportunity
to
test
what
we've
done:
gauge
reactions
to
the
draft
designs
and
to
the
navigation
really
figuring
out.
Are
you
getting
to
the
information
you
need
based
on
what
we've
laid
out
so
far
in
the
site
architecture?
The
testing
luckily
confirmed
a
lot
of
our
decisions,
were
the
right
ones
and
that
the
overall
direction
of
the
project
was
on
point.
K
It's
probably
the
best
for
people
and
I
think
my
favorite
thing
about
the
whole
thing
is
having
a
search
for
its
beginning,
because
most
people
aren't
going
to
take
the
time
to
service
you,
everything
we're
just
going
to
type
in
whatever
it
is
to
report.
That
would
expect
city
of
Minneapolis
to
be
honest,
to
be
up
to
date,
which.
L
Is
more
in
hiding,
it
makes
it
with
all
the
colors
and
stuff
it's
just.
It
just
gives
you
a
5
or
a
good
vibe
of
the
scene.
It
isn't
like
how
much
you
can
find
on
here,
yeah,
but
actually
because
they're
going
through
here,
and
it
might
just
be
a
lot
of
stuff
that
you
don't
see
like
like
that.
You
know
you're,
just
Google
things!
I
So
you
can
see
again,
we
interviewed
nine
members
of
community
for
had
a
chance
to
view
the
desktop
version.
Five
had
a
chance
to
view
what
you
saw.
There
was
the
the
mobile
version.
I
will
say
that
the
design
is
always
evolving
and
so
those
images
and
even
to
some
degree
the
color
palette,
will
continue
to
evolve.
We
did
have
a
wide
range
of
ancient
ages
from
25
to
65.
I
I
There
is
a
color-coded
ledger
here
that
kind
of
details:
the
the
overall
work
products
that
will
be
taking
place
now
through
the
end
of
April
19th,
where
we
have
our
key
milestone
of
content
needing
to
be
developed
and
approved
for
the
new
site.
So
again
the
work
of
the
staff
around
the
enterprise,
refining
and
developing
new
content.
I
The
blue
color
is
really
the
work
being
completed
by
the
web
content
owners
across
the
enterprise.
The
magenta,
which
you'll
see
here
is
a
vendor
photo
shoot,
is
color
coded
for
external
vendors
that
we
will
bring
in,
in
this
case,
a
photographer
that
will
take
photos
and
images
that
will
be
used
on
the
website
to
really
reflect
the
city
that
we
are
and
the
people
that
we
are
and
then
the
green,
which
speaks
to
the
work
of
our
vendors,
including
clockwork
and
Terminal.
I
The
biggest
work
right
now
and
the
probably
the
biggest
chunk
of
work
across
the
enterprise
will
be
the
content
development.
It
will
be
refining.
It
will
be
continuing
to
slim
content
down
continuing
to
put
it
in
plain
language,
to
make
it
truly
accessible
for
people
right
now,
we're
at
a
much
higher
grade
level
and
often
very
technical,
and
so
we
want
to
make
sure
that
the
information
is
not
only
available
but
truly
accessible
to
people.
I
The
second
piece
is
kind
of
next
May
through
December
of
2019
December
of
2019
is
our
targeted
launch
date
of
the
new
site.
Again
with
the
color
coding,
we
will
be
spending
a
lot
of
the
work
specifically
through
June
to
the
milestone
of
August
19th,
of
entering
the
approved
new
content
into
our
content
management
system
with
terminal
4.
Then
we
move
into
content
migration
in
the
green
you'll,
see,
there's
development,
work,
accessibility
and
functionality,
testing
we'll
be
doing
a
lot
of
testing
prior
to
our
launch
in
December
of
2019.
I
We
will
also
have
vendors
in
place
May
and
June
to
do
translation
of
content
into
multiple
languages.
We
will
also
have
a
couple
photo
shoots
again,
making
sure
that
we
have
all
the
images
that
we
need
for
the
new
site
and
then
really
in
terms
of
neck
steps
over
all.
The
remainder
of
2018,
as
I
said,
will
focus
on
quality,
review
of
existing
content
planning
for
the
change
management
and
migration
and
aligning
with
terminal
for
our
new
CMS
partner.
2019
will
focus
on
the
content,
development
and
really
transformation
of
that
content.
I
A
A
So
this
is
a
motion
to
receive
and
filed
both
the
2018
state
of
data
report,
the
findings
of
the
investigation
to
the
data
breach,
the
digital
city
services,
portal,
project
update
and
the
city
coordinators,
monthly,
update,
all
those
in
favor,
please
say:
aye
aye
opposed
that
carries
we're
done
with
our
business
and
we
stand
adjourned.
Thanks.