►
From YouTube: March 29, 2018 Enterprise Committee
Description
Minneapolis Enterprise Committee Meeting
A
Thank
you,
I'm
just
gonna
call
this
meeting
to
order.
Thank
you
for
joining
us
this
afternoon.
I
call
to
order
the
Enterprise
Committee
meeting
for
today,
March
29th
with
me
on
the
dais
is
councilmember
Goodman
council
councilmember,
Cano,
councilmember
Fletcher
and
we'll
have
councilmember
Reich
joining
us
shortly.
It
comes
member
words,
Asami
had
a
personal
matter
and
couldn't
be
here
with
us
at
the
last
minute.
We
have
a
quick
consent
agenda
today
and
then
some
lengthy
good
conversation
about
things
working.
A
They
are
working
their
way
in
within
our
coordinators
office,
both
with
the
arts
and
the
creative
economy
program,
a
lot
of
what
we
do
in
terms
of
oversight
of
our
city
and
results,
Minneapolis
progress
and
some
Department
reporting.
We
also
have
a
wrap-up
report
of
the
Minneapolis
involvement
in
Super
Bowl
52.
So
let
me
start
with
our
consent
items.
Our
first
is
a
grant
application
for
the
Bloomberg
arts
challenge.
A
A
Item
number
four
is
an
RFP
for
C
ped
that
we
internally
refer
to
as
mins,
and
it
is
implementing
a
new
system
to
manage
C
peds,
affordable
housing
and
economic
development
initiatives.
Item
number
five
is
a
web
content
content
management
system.
Rfp
item
number
six
is
about
our
utility
billing
software.
It's
a
contract
for
implementation,
services,
support
and
maintenance
of
encuesta.
Are
there
any
questions
on
these
six
items
for
consent?
I'll
move
these
forward,
although
is
improvable,
please
say:
aye
aye
opposed
that
carries.
Next.
A
B
Good
afternoon
good
afternoon,
chair
Palmisano
councilmembers,
my
name
is
Gilligan
Khayyam
I'm,
the
director
of
arts,
culture
in
the
creative
economy
and
I
work
in
the
coordinators
office
I'm
here
to
provide
an
update
on
the
work
of
my
program
and
before
I
continue.
I
just
want
to
acknowledge.
Amelia
Brown
Amelia
joins
arts,
culture
and
creative
economy
in
the
fall
as
the
creative
city
making
program
manager
so
pleased
to
have
her
myself
and
Amelia.
Can
the
two
staff
members
in
the
program
so
I'm
going
to
move
forward.
B
The
the
program
was
created
in
2011,
and
the
mission
of
the
program
is
to
leverage
the
creative
sector
towards
social
and
economic
growth
for
the
city
of
Minneapolis.
So
much
of
my
work
is
connects
to
the
enterprise
and
also
leverages
the
sector.
It
acts
as
a
bridge
between
community
and
enterprise,
the
core
programs
or
the
core
work
that
I
do
are
held
in
these
four
categories:
research
and
evaluation,
arts
policy
and
planning
frameworks
that
amplify
local
arts
and
culture
and
I
also
collaborate
with
city
departments.
B
So
for
research
and
evaluation,
the
primary
work
is
the
Minneapolis
creative
index,
but
I
also
work
as
assigned
in
various
projects.
Currently
I'm
working
with
creative
Minnesota,
which
is
a
evaluation.
Statewide,
occur
arts,
economic
evaluation
on
the
nonprofit
arts
sector.
That's
led
by
Minnesota
citizens
for
the
Arts
I
also
have
worked
with
Minnesota
compass
in
on
their
research
committee
to
help
develop
indicators
for
arts
and
culture.
B
B
There's
a
national
index
score
that
provide
us
a
sense
of
how
we're
doing
against
the
nation
and
much
of
the
information
we
provide
is
actually
held
in
this
pace
in
this
page.
On
our
key
findings,
we
also
report
on
overall
jobs
and
employment
performance
in
the
creative
sector
against
other
jobs.
Last
year,
when
we
issued
the
report,
we
showed
that
ten
point
four
percent
rise
in
the
creative
sector,
which
was
actually
a
higher
job
growth
than
overall
jobs.
B
B
We
also
seek
to
reliably
track
and
compare
our
performance
against
local
and
national
performance
and
also
look
for
sector
deficiencies,
so,
for
example,
in
2015
we
added
demographic
data
and
disaggregated.
This
information
to
look
at
creative
workers
across
race
and
gender.
We
were
able
to
do
this
because,
as
new
data
becomes
available,
we
are
able
to
track
and
add
more
information
to
our
knowledge
of
the
sector
and
therefore
make
recommendations
and
address
those
deficiencies
in
addition
to
numbers.
We
are
also
interested
in
hearing
the
stories
and
experiences
of
creative
workers.
B
The
this
allows
us
to
get
a
fuller,
more
nuanced
understanding
of
conditions
in
our
local
creative
economy,
so
onto
arts
policy
and
planning.
The
primary
work
in
this
area
is
the
creative
city
roadmap,
but
I
am
currently
also
working
with
the
steep
ed
on
the
comprehensive
plan
and
also
have
worked
with
meet
Minneapolis
on
their
planning
process
as
well.
So.
B
The
creative
city
roadmap
was
adopted
by
the
council
in
2016.
It
is
a
10-year
strategic
plan
developed
to
better
align
the
city
with
the
community.
We
provide
in
this
plan
it's
a
strategic
plan
that
provides
policy
guidelines
for
arts
and
culture
work,
and
these
guidelines
are
now
informing
the
comprehensive
plan,
a.
B
Number
three
creative
workers
have
the
resources
they
need
to
thrive.
This
looks
at
the
deficiencies
in
our
creative
sector
and
how
we
can
help
grow.
It
and
fourth,
arts
and
culture
are
part
of
community
development.
So
that's
a
new
area
of
development
in
the
sector
nationally
and
localized,
and
community
arts
and
culture,
is
getting
very
engaged
in
community
development
and
civic
priorities.
So
those
are
the
four
priority
goal
areas.
If
you
anyone
is
interested.
The
PDF
is
online
for
further
reading.
B
We
also
collaborate
with
city
departments,
creative
city
making
is
the
primary
program
through
which
we
collaborate
but
I'm
also
currently
working
with
C
ped
business
development.
Currently
that
work
involves
creative
workforce
training
and
technical
assistance,
and
this
comes
out
of
the
roadmap
policies
and
I'm,
also
working
as
I've
already
mentioned,
with
long-range
planning
on
the
comprehensive
plan.
B
The
creative
city
making
program
is
also
new.
It
was
piloted,
began
piloting
in
2013
the
program
goals,
our
partner
city
departments,
with
community-based
artists
advance
the
city's
goal
to
eliminate
economic
and
racial
disparities.
It
provides
arts
based
field,
tested
approaches
to
engage
traditionally
underrepresented
communities
and
stimulates
innovative
thinking,
practices
and
policies.
B
As
I
mentioned,
we
began
this
work
working
actually
with
long-range
planning.
We
went
directly
to
staffing
law,
Norwich
planning
and
ask
them
what
challenges
they
had
in
in
their
work
to
better
align.
What
artists
would
be
doing
in
residents
inside
of
departments
to
first
test
out
what
they
would
look
like,
and
we
heard
that
community
engagement
was
the
primary
challenge,
especially
for
underrepresented
communities,
who
are
not
coming
to
policy
conversations
with
the
city.
B
The
objectives
are:
the
pro
of
the
program
are
to
use
arts
and
design
resources
and
practices
to
develop,
to
help
develop
department
Savelle
develop
their
priority
issues,
as
I've
already
mentioned.
Design
and
testing
interfaces
between
the
city
and
the
community
and
new
approaches
to
community
engage
policymaking.
An
enhanced
City
and
artists
abilities
to
facilitate
community
engagement
through
new
tools
to
work
effectively
with
underrepresented
community.
We
have
seen
quite
tremendous
results
as
a
result
of
the
work
that
we've
been
doing.
B
Some
of
the
results
have
shown
that
simple,
playful
mobile,
friendly
approachable,
creative
strategies
reach
underserved
communities
more
effectively.
In
one
year
alone,
we
developed
22
new
tools
for
civic
engagement,
7
new
strategies,
58
arts
based
events
and
90%
of
the
participants
who
engage
had
never
been
engaged
in
a
city
planning
project.
B
B
Frameworks,
they're
amplify
local
arts
and
culture.
The
primary
project
in
this
is
the
creative
city
challenge.
The
creative
city
challenge
came
out
of
a
collaboration
with
the
convention
center
and
it
has
now
moved
to
the
Commons,
because
the
convention
center
is
working
on
its
plaza
area
that
the
challenge
itself
was
located
inside
the
plaza.
B
B
Here's
a
list
of
the
winning
projects
over
the
years.
It
also
allows
us
to
collaborate
with
northern
spark,
which
is
a
festival,
a
citywide
festival.
We
collaborate
and
the
creative
city
challenge
becomes
the
centerpiece
that
opens
northern
spark.
We
have
programming
inside
of
the
Commons
or
the
plaza
because
of
northern
spark,
and
then
the
piece
stays
in
as
a
reminder
of
northern
spark
in
the
space
for
the
rest
of
the
summer,
and
then
we
dismantle
the
piece
and
we
issue
the
challenge
again
the
following
you.
B
Finally,
under
other
duties,
I
have
other
duties
as
assigned.
My
primary
work
is
to
manage
the
our
town
grant
process.
I've
also
been
asked
to
report
on
the
number
of
applications
we've
received
through
the
Bloomberg
public
art
challenge,
and
so
far
we
have
six
applications.
I
believe
their
application
deadline
was
yesterday.
Thank
you
very
much
I'm
happy
to
accept
any
questions.
B
A
C
B
The
connections
to
meet
Minneapolis
initially
had
been
through
the
creative
City
Challenge,
and
they
help
market
and
support
the
work
as
it
moved
away
from
the
convention
center.
There
no
longer
involved,
but
the
meat
Minneapolis
work
I
was
referring
to
was
their
own
planning
process.
They
invited
myself
as
well
as
other
Department
people
in
other
departments,
to
come
as
part
of
their
planning
process.
C
I
would
like
us
to
look
into
this
tourism
master
plan.
I
want
to
better
understand
how
that
master
plan
is
going
to
elevate
local
artists,
especially
artists,
who
are
coming
from
communities
of
color
immigrant
communities
who,
who
tend
to
maybe
not
be
the
most
sort
of
mainstream
artists
that
might
be
able
to
connect
to
such
a
large
organization,
such
as
meat
Minneapolis
in
terms
of
the
creative
city.
Making
project.
Is
that
still
active.
B
C
Able
to
be
great
to
get
a
link
to
what's
happening
on
that
front,
because
I
just
did
a
simple
Google
search
and
I'm,
not
quite
seeing
how
folks
can
kind
of
plug
into
that,
but
we
haven't
gone
public
with
anything.
Quite
yet.
Oh
okay
will
anything
change.
Given
the
intermedia
arts
plans
to
I
believe
like
sell
their
building,
I
think
I
think
that's
what's
happening.
C
B
The
intermedia
arts,
I'm,
you
may
be
familiar
with,
has
is
now
selling
its
building.
My
understanding,
having
spoken
to
former
staff,
is
that
the
the
program's
themselves
are
seeking
really
have
left
the
organization
in
terms
of
the
creative
city
making
program
I
have
spoken
to
the
former
staff
of
the
program.
I
am
not
aware
yet
where
they
are
taking
their
work,
because
the
the
collaboration
led
to
them
developing
approaches
that
they
were
offering
to
other
municipalities.
D
B
C
B
Out
of
2005
plan
ended
when
we
built
the
creative
city
roadmap
for
the
next
phase,
and
so
when
I
arrived
in
the
city,
the
2005
was
2005.
Plan
was
still
effective
and
it
was
part
of
the
Comprehensive
Plan.
The
creative
city
roadmap
is
now
the
new
document
and
that
now
that
is
going
to
be
part
of
the
comprehensive
plan,
because
the
the
way
we've
written
it
needs
to
be
adjusted
to
fit
into
the
Comprehensive
Plan
guidelines.
So
that's
how
that
works
together.
Okay,.
B
C
B
E
You,
madam
chair,
it
seems
like
there's
no
there-there
here,
you
don't
even
know
if
the
NEA
is
being
cut
in
the
federal
budget.
There's
no
connection
to
the
tourism
master
plan.
The
old
research
and
policy
evaluation
was
done
in
2015,
we're
now
in
2018,
you've
done
seven
or
eleven
interactions
with
the
comp
planning.
What
are
all
these
staff
doing?
If
you
can't
even
answer
a
simple
question
of,
does
the
NEA
funding?
Is
it
going
to
be
cut
or
not?
I
mean
arts
in
the
creative
economy.
E
You
have
proven
to
us
that
that's
a
really
important
thing
through
the
research
and
evaluation
portion.
What
have
you
done
with
that?
To
turn
that
into
action,
then
other
than
supporting
the
creative
City
Challenge,
which
is
a
fifty
or
seventy-five
thousand
dollar,
grant
to
an
artist
that
Jeff
Johnson
is
pretty
much
managed.
I,
don't
understand
how
any
of
this
has
turned
into
any
action.
E
There's
no
action!
I!
Have
your
report
up
I'm,
looking
at
it
the
research
and
evaluation
piece
that
was
done
years
ago
in
2013
and
2015?
How
do
you
take
that
information
and
turn
it
into
supporting
artists
support
it?
You
don't
know
anything
about
the
situation
with
intermedia
arts.
How
have
you
enter?
How
many
meetings
have
you
had
with
arts
organizations?
How
is
juxtaposition
working
with
developers
on
the
north
side
I
mean?
Can
you
just
give
me
anything?
Does
this
go
against
results
Minneapolis?
B
Councilmember
Goodman
I
believe
that
there
are
plenty
of
results
in
the
information
I've.
Given
you
to
demonstrate
the
differences
that
artists
have
made
and
the
work
that
I've
done
to
engage
communities.
For
example,
in
the
creative
city
making
program,
we
have
demonstrated
the
effectiveness
of
creating
strategies
that
can
help
support
departments,
I
work,
enterprise-wide,
I,
work
internally
on
goals
that
Department
set
and
operate
with
them
intentionally,
as
I've
mentioned.
B
Some
of
that
work
is
actually
hard
to
define,
for
example,
with
the
work
we're
doing
currently
with
business
development
that
comes
directly
from
a
policy
statement
inside
of
the
roadmap.
That
work
was
happily
supported
by
council
member
Reich
and
put
us
in
line
with
them
with
developing
technical
assistance
for
workers
in
the
creative
sector.
So
currently
we
are
developing
that
work.
Research
I
see
as
an
important
part
of
understanding
the
baseline
of
the
creative
sector.
B
So
when
we
begin
with
research,
we
can
begin
to
understand
the
deficiencies
in
the
creative
sector
and
know
how
to
address
them.
We
always
provide
recommendations
in
every
report.
We're
currently
working
on
those
recommendations.
Right
now,
I
don't
have
unfortunately,
results
to
show
you
on
those
particular
recommendations,
but
none
of
this
work
had
been
done
prior
to
my
arrival
in
the
city.
We're
really
working
from
very
little
information,
and
so
research
is
and
data
is,
is
where
we
start
in
terms
of
understanding
how
we
need
to
move
forward.
B
This
excuse
me,
the
Minneapolis
creative
index
are
quoted
numerous
times,
so
I
know
that
information
is
being
used.
It's
also
been
demonstrated
in
my
work
with
compass,
a
statewide
organization
that
has
had
me
come
and
help
advise
on
their
indicators.
As
with
my
work,
we've
created
Minnesota,
which
is
a
citizens
group,
helping
me
come
and
advise
and
share
information.
They
have
taken
our
recommendations
and
looking
at
the
sector
across
nonprofit
and
for-profit
activity
and
are
actually
now
aligning
because
of
the
work
we've
done.
B
So
I
would
like
to
submit
that
actually,
the
work
I'm
doing
has
had
systemic
change
in
locally
and
I
I'm
very
I'm,
very
happy
with
that
work.
However,
I
do
agree
with
you.
We
could
do
more
work
if
we
had
more
capacity,
more
resources
and
staff
to
put
towards
addressing
some
of
your
priority
issues.
I'd
be
happy
to
do
that.
Madam.
E
Chair
this
isn't
about
you
personally,
you
have
more.
E
Not
just
you
in
this
department
all
right
there
are
a
number
of
people
and
I
could,
for
example,
tell
you
what
Mary
Altman
does
like
in
my
world,
Mary
Altman
coordinated
the
largest
largest
single
public
expenditure
of
city
funds
on
public
art
in
the
history
of
the
city,
working
with
artists,
making
Nicollet
Mall,
fabulous,
fixing
the
clock,
creating
a
map,
creating
videos
and
live
video
for
people
to
see
and
I
can
tell
you
what
Mary
Altman
has
done,
because
I've
seen
it
happen
all
of
the
others.
These
are
like
tag
lines
to
me.
E
The
creative
city
road
map
was
done
in
2015,
we're
now
in
2018.
You
would
think
that
there
would
be
lots
of
measurables
and
I
mean
just
listening
to
councilmember.
Canto
asked
questions
about
what
have
you
done
in
these
very
simple
areas?
There
aren't
real
answers
to
that
and
I
wonder.
If
we
had
arts
organizations
come
in
and
say
how
does
the
city's
creative
economy
and
cultural
know
Road
map?
How
has
that
affected
your
arts
organization?
E
E
E
It
sounds
like
the
whole
bulk
of
this
work
is
just
researching
where
the
creative
economy
is
and
in
a
couple
of
places,
offering
some
suggestions
in
our
part,
departmentally
and
helping
the
creative
city
challenge
pick
someone
to
put
a
mediocre
artwork
up
at
the
convention
center
or
I've
been
involved
in
it.
So
I
take
blame
for
it
or
at
the
convention
or
the
comments
we.
B
Also
help
one
Minneapolis
goals
be
driven
through
collaboration
with
departments,
so,
as
I
mentioned
through
creative
city
making,
we
have
engaged
with
departments
to
help
with
their
community
engagement
strategies.
Again.
The
focus
of
the
program
is
social
and
economic
growth
and
we're
supporting
that
through
enterprise
wide
collaboration,
okay,.
E
Well,
madam
chair
I
would
like
to
see
some
direct
results
from
what
is
supposed
to
be
happening
through
the
results,
Minneapolis
process
that
says:
here's
how
we're
going
to
measure
whether
or
not
this
is
a
success.
I
guess
I
can
only
make
the
comparison
to
the
public
art
program
where
you
can
point
to
massive
achievable
goals:
curating
the
entire
collection
moving
pieces
off
of
Nicollet
mom.
Only
one
person
does
all
of
that
work,
and
so
it
seems
to
me
as
though
this
process
should
also
have
some
actual
deliverables.
E
Rather
than
holding
a
competition
to
put
up
an
artwork
at
the
Commons
and
and
facilitating
a
grant
program.
I
mean
if
any
other
department
said
that
their
big
achievement
was
facilitating
a
grant
program.
We
would
wonder
what
they
were
doing
and
I'm
wondering
and
hearing
council
mikanos
questions
I'm
wondering
now
even
more
I.
C
Thank
you,
madam
chair.
So
the
work
of
I
think
the
work
that
you're
leading
is
extremely
important
and
communicating
that
impact
of
the
work
is
I.
Think
what
this
committee
can
help
with.
C
I
know
that
there's
council
members
now
in
this
cohort,
who
are
artists
themselves
or
really
value
the
role
of
art
in
community
development,
anti
gentrification
initiatives
and
and
a
few
community
leaders
have
already
highlighted
to
me
how
the
work
that
your
division
has
led
with
intermedia
through
the
remind
me
of
the
name,
because
I
was
trying
to
like
write
down
all
the
other
things.
Is
it
creative,
City,
making?
C
So
so
you
know
in
a
weird
kind
of
a
way,
we're
kind
of
stuck
together
now
to
try
to
figure
out
how
this
committee
can
can
work
with
all
the
questions
and
the
opportunities
and
and
the
work
that's
been
accomplished
over
the
years
to
really
figure
out
how
to
raise
the
visibility
of
that
work
at
the
enterprise
level,
so
that
we
can
be
able
to
point
to
some
tangible
outcomes
for
for
residents,
because
sometimes
that's
just
how
the
work
is
understood.
You
know
that
that
tangibility,
so
I
do
have
a
question
on.
C
I'm
also
interested
in
exploring
this
notion
of
community
engagement
and
sort
of
figuring
out
what
that
looks
like
for
the
future
as
we
hear
that
this
City
Council
is
much
more
interested
in
taking
City
Hall
out
into
the
community.
Last
night
we
had
a
public
safety
forum
with
like
over
150
residents.
Turning
out
and
I
know
that
other
council
members
are
interested
in
doing
more
of
that,
and
so
we're
looking
at.
C
How
do
we
create
a
model
to
facilitate
that
outreach
and
effort,
and
so
is
there
an
opportunity
for
us
to
maybe
align
those
conversations
and
help
get
some
of
the
artists
you're
working
with
with
initiatives
the
council
is
working
on,
so
we're
bringing
that
art
and
policy
work
together
in
a
community
setting
where
folks
can
feel
it
and
touch
it,
and
then
lastly,
I
think
this
is
more
of
a
question.
Question
is
the
research
piece.
C
Do
you
want
to
see
you
know,
folks
are
always
asking
like
how
much
money
does
the
city
put
into
arts
and
artist
groups
and
and
I
think
this
connection
with
the
Bloomberg
grand
where
they
have
been
pushing
us
to
think
about
how
to
how?
How
does
art
solve
some
of
the
pressing
civic
issues
of
our
lifetime
is
is
really
a
conversation
we
need
to
unpack
more
and
that
I
think
we
can
help
our
communities
have
so
that
we're
ready
to
compete
for
some
of
these
major
grants.
C
You
know
we're
talking
about
a
1
million
dollar
grant
minimum
without
counting
you
know,
leveraging
outsides
money.
So
if
you
can
help
me
understand
a
little
bit
more
about
the
research
part
and
how
we
can
connect
that
to
other
conversations
internally
and
externally.
That
would
be
great
and
anything
else.
I
just
mentioned.
B
I'm
happy
councilmember
to
take
the
detail.
Conversation
you'd
like
to
have
offline,
so
we
can,
we
can
get
involved
in
that
and
yes,
I,
do
believe.
There's
tremendous
opportunity
as
we
begin
to
integrate
creative
city
making
more
closely
and
institutionalize
intercity,
there's
there's
lots
of
opportunities
for
us
to
connect
better
with
policymaking
conversations.
Absolutely
thank
you.
Thank.
A
F
You,
madam
chair
and
I,
appreciate
the
conversation
and
dialogue
and
speaking
on
behalf
of
the
Northeast
Minneapolis
Arts
District
and,
of
course,
that's
shared
by
my
colleague
to
my
left
here.
The
people
who
are
really
intentionally
trying
to
create
both
respect
and
economic
import
into
their
activities.
The
data
that
you've
created
over
time
by
that
leadership
and
communications
with
me
and,
of
course,
have
been
intimately
involved
in
a
lot
of
the
development
of
this
has
been
very
much
appreciated.
F
It's
been,
it's
been
impressive.
Now
do
we
have
in
this
presentations?
The
tangible
is
the
direct.
The
point
to
perhaps
I
think
that's
what's
being
called
for
and
I
can
see
that
how
that
could
be
desired
when
you
take
something
to
the
street,
they
want
to
see
how
it
impact
them
on
the
street
we're
paying
money
for
with
our
tax
dollars.
What's
the
benefit,
particularly
for
those
who
may
not
be
inherently
in
Wisconsin
in
this
sort
of
area
of
Arts
or
creative
economy.
F
The
other
thing
I'll
say
is
that
you
know
it's
probably
also
a
function
of
the
fact
that
you're
the
coordinators
out
of
this
it's
going
to
be
inherently
something
that's
where
they
go.
I
mean
just
explain
what
that
does
for
the
city
of
Minneapolis,
but
we
know
with
our
current
government.
That's
the
ghost
of
the
machine,
and
so
the
activities
of
that
department
will
always
be
sort
of
floating
through
the
enterprise.
But
because
this
is
art
and
it's
so
celebrated,
somehow
it's
got
to
get
out.
There
I
mean
Mary,
all
main
gets
to
go.
F
You
have
these
very
cool
projects
down
there
very
complicated
and
they're
there.
You
can
point
to
them.
I
think
it's
some
way.
You
just
have
to
have
the
point,
but
for
those
who
understand
what
it
means
to
the
enterprise
and
what
it
means
to
the
people
who
are
actually
part
of
the
economic
engine
over
city
and
not
on
the
edge,
but
in
the
center,
which
your
data
has
demonstrated,
I
love
that
chart.
We
want
to
continue
that
work.
In
my
opinion,
thank.
B
G
Thank
You,
Madame,
chair
and
and
I
do
want
to
echo
the
importance
of
the
of
the
research
in
the
work
in
that
northeast
business,
district
and
I.
Think
maybe
this
conversation
signals
a
bit
of
a
shift.
I
think
that
councilmember
Connor
kind
of
pointed
to
of
the
I'm
one
of
the
new
council
members,
who
has
been
a
working
artist
and
kind
of,
doesn't
need
to
see
the
researcher
be
sold
on
the
importance
of
the
creative
economy.
G
If
we
were
gonna
send
tourists
to
see
the
Minneapolis
art
scene,
there's
not
really
a
place
for
it
right
now,
we
don't
have
a
sort
of
row
of
galleries
where
people
can
show
and
sell
their
stuff.
You
know
we're
very
Foundation
and
grant
dependent.
We
don't
have
a
lot
of
sort
of
market
and
space,
except
that
at
some
very
specific
events,
and
so
in
a
lot
of
ways.
G
G
How
do
we
actually
make
this
great
art
scene
that
we
have
developed
and
that
there
is
a
lot
of
great
stuff
happening,
sort
of
visible
and
marketable
and
a
little
more
self-sustaining,
particularly
in
relationship
to
if
we
are
going
to
spend
the
money
and
we're
going
to
talk
a
lot
about
how
beneficial
it
was
to
restaurants
and
bars
and
other
businesses
around
you
know,
how
could
we
have
distributed
some
of
the
tourism
dollars
that
came
in
to
our
city
to
working
artists?
It
you
know
in
our
city
and
and
how
can
we
think
about
that?
G
More
so
I
wanted
to
just
you
know,
really
support
the
the
research
of
the
work
that
you're
doing
and
and
I
think
signal.
My
you
know
my
real
interest
in
seeing
some
sort
of
tangible,
follow-through
and
and
and
visible.
You
know
place
making
in
creation
happen
in
the
follow
up
to
these
reports.
Husband.
B
Fletcher
you're,
referring
to
the
number
one
goal
area
of
the
roadmap,
especially
around
marketing
the
creative
sector.
We
actually
referred
quite
strongly
to
the
work
that
Minneapolis
was
doing
as
part
of
our
research
and
then
back
into
the
Minneapolis
Tourism
master
plan.
They
took
on
the
road
map
recommendations
and
incorporated
them
into
the
master
plan.
B
So
yes,
indeed,
that
tourism
is
a
is
part
of
a
city,
we
do
have
challenges
in
terms
of
a
comprehensive
location
for
marketing
what
we
have
easily
digestable
to
tourists
and
locals,
and
that's
actually,
that
is
one
of
the
primary
areas
of
interest
to
develop.
It
is
a
task,
it's
a
very
big
task,
because
we
have
so
much
but
yes,
I,
agree
with
you
very
much.
Sir.
B
E
Not
a
question:
it's
a
comment:
I
just
want
to
respectfully
remind
councilmember
Fletcher,
the
previous
council
didn't
care
less
about
this
work.
It's
not
like
the
previous
council
didn't
care
about
this
work,
and
now
all
the
sudden,
this
new
group
of
people
care
more
we're
asking
for
results,
not
just
research
and
talk
but
actual
results.
Meet
Minneapolis
is
a
great
example
of
that.
When
meet
Minneapolis
decided
sports
was
critically
important.
Everyone
rallied
around
meet
Minneapolis
and
they
started
sports
Minneapolis
and
they
created
an
awards
show.
E
Meanwhile,
the
IV's
this
cup
went
under
so
at
the
same
time
that
we
think
Sports
is
so
critically
important
and
everyone
rallies
around
it
on
the
arts
and
we're
losing
the
Sports
Awards
version
of
that
with
the
Ivy's.
What
was
the
city's
role
and
trying
to
ensure
that
that
didn't
happen?
Why
didn't
we
talk
to
them
in
advance
about
why
this
might
happen?
So
if
we
previous
councils
have
put
money
into
this,
we've
supported
the
research
work.
E
The
work
was
now
reported
in
2015
and
what
I
want
to
see
you
something
more
than
we
managed
a
grant
process
and
put
up
a
big
fluffy
thing
in
the
convention
center
Plaza
as
public
art.
There
has
to
be
some
there
there,
that's
why
we
funded
it
and
so
I'm.
Sorry,
it's
uncomfortable
that
people
are
being
asked
questions,
but
I
can
tell
you
in
other
departments.
No
one
has
any
problem
asking
the
police
chief,
a
bunch
of
questions
about
accountability.
This
isn't
about
disliking
or
not
supporting
the
work.
A
We
have
Andrea
Larsen
here
to
present
and
if
she
gets
the
presentation
up,
I'll
just
say
a
big
thank
you
to
her
and
the
others
Anna
and
the
coordinator
Maria
that
that
work
worked
closely
on
this.
You
know,
a
lot
of
our
role
on
council
focuses
around
the
representational
role
that
we
have,
or
the
policy
role
that
we
have
in
something.
A
That
is
a
way
that
I
think
we
all
have
enthusiasm
of
managing
better,
is
in
in
the
oversight
function
and
is
in
how
we
measure
things
and
how
we
see
and
represent
things
coming
out
of
City
Hall
and
all
of
the
good
work
that
happens
here
at
City
Hall.
So
with
that
I'll
turn
it
over
to
Andrea
Larsen.
Thank.
H
You
for
that
introduction
so
good
afternoon,
I'm,
the
commander
Larsen
I'm,
the
manager
of
strategic
planning
and
analysis
in
the
coordinators
office
I'm
here
to
give
an
update
on
results.
So
I'll
talk
through
some
of
the
changes
in
the
program
provided
an
example
report
and
then
walk
through
some
of
the
next
steps
that
you'll
see
coming
very
shortly.
H
Last
year
we
worked
on
a
technical
assistance
grant
with
what
work
cities,
which
is
a
Bloomberg
initiative
where
we
worked
with
Johns
Hopkins
city
to
complete
an
assessment
of
results,
Minneapolis
make
recommended
changes
and
pilot
those
changes
with
the
Department
which
we
did
with
Public
Works,
so
I'll
just
quickly
walk
through
some
of
the
findings
and
recommendations.
Here,
the
findings
of
the
assessment
told
us
that
most
stakeholders,
most
stakeholders,
see
value
in
results,
but
the
value
and
purpose
people
see
in
the
program
varies
greatly
between
departments
and
across
our
stakeholders
without
a
clear
purpose.
H
It
makes
it
really
hard
to
have
difficult
conversations
and
arrive
at
concrete
action
steps
to
address
this.
What
works
City
is
recommended
that
we
build
out
and
focus
on
what
solutions
and
actions
look
like
coming
out
of
results,
reports
and
sessions.
To
do
this,
we
need
to
be
more
efficient
in
creating
those
reports
and
we
need
to
build
the
capacity
to
support
departments
to
take
on
additional
workload
coming
out
of
the
meetings.
H
Based
on
the
findings
and
recommendations,
we
made
some
major
major
changes
to
results
and
I'll
hit.
Some
of
the
highlights
here.
A
major
step
in
getting
to
standardize
reports
is
to
rigorously
find
and
vet
metrics
that
measure
our
core
services.
So
what
this
looks
like
is
that
we
are
starting
to
work
with
each
department
individually
to
identify
the
best
way
to
measure
our
core
services.
H
How
are
we,
what
is
the
best
way
that
we're
going
to
measure
our
work
and
which
metrics
do
we
want
to
use
to
do
that?
Another
important
aspect
of
making
the
program
more
actionable
is
aligning
reporting
with
resource
decisions.
So
a
first
step
that
we've
taken
is
to
report
performance
reporting
by
budget
program
area.
We've
also
aligned
timing.
So
all
the
reports
this
year
will
be
completed
by
the
end
of
March.
H
Many
of
my
department
had
friendly
department
heads
here
now
are
aware
of
to
make
sure
that
we're
aligned
with
when
budget
guidance
goes
out
and
when
the
departments
are
starting
to
work
on
budgets.
Another
major
recommendation
from
what
work
cities
was
to
have
results.
Conversations
be
more
focused
in
order
to
be
more
actionable.
So
to
do
this,
we're
working
to
refine
the
results
sessions
to
one
to
two
focus
areas
with
additional
supporting
analysis
so
that
we
can
go
more
in-depth
on
specific
topics
and
get
to
specific
actions.
H
Lastly,
we're
possible
we're
working
to
automate
metrics
reporting
to
ensure
that
our
team
and
departments
are
spending
as
much
time
as
possible
on
analyzing
the
data
another
at
work.
Cities
recommendations
was
to
work
one-on-one
with
departments
to
start
reporting
under
this
new
program,
rather
than
flipping
a
switch
to
have
all
departments
start
reporting
on
the
new
program
all
at
the
same
time.
This
means
that
we've
started
working
with
some
departments
which
I'll
go
into
detail
next
to
roll
on
to
the
new
program,
but
not
all
departments
have
or
will
be
reporting
under
that
new
paradigm.
H
A
Before
you
move
on,
if
I
can
just
pause
a
moment,
we're
talking
about
the
metrics
that
we're
going
to
be
using
going
forward
in
a
really
consistent
annual
way-
and
that's
not
always
something
that
was
done
in
the
past
and
I,
like
the
the
structure
of
engagement
and
buy-in
that
you
that
you've
set
out
here,
could
I
ask
one
of
the
previous
comments
in
the
previous
presentation.
Will
the
coordinators
office
also
have
results
not
this
year
perhaps,
but
it
is
the
intention
to
also
do
results,
mapping
for
things
that
are
now
within
the
coordinators
office.
A
A
And
then
about
selection
of
those
much,
how
do
you
you
mentioned
looking
industry-wide?
How
do
you
look
at
things
that
we
maybe
operate
a
little
differently
in
Minneapolis
like
unique
groupings?
I,
guess
AC,
commissioner
music
can't
hear
in
the
audience.
I
think
our
Health
Department
is
pretty
unique,
but
maybe
something
I
know
more
about
would
be
something
like
our
clerk's
office.
How
would
you
go
to
develop?
Metrics
on,
like
our
clerk's
office
I
know,
is
very
different
from
any
other
Clerk's
office
around
our
state
just
by
its
function
and
I'd.
Imagine
it's.
H
So
the
inventory
is
a
starting
place
for
us.
It's
a
place
where
we
can
start
with
what
other
cities
are
doing.
We
look
at
what
we
have
reported
on
in
the
past
and
then
what
we've
seen
with
the
departments
that
we
have
worked
with
is
we
can
make
hybrids
of
the
metrics
that
you
know
identify
things
we
think
are
important
that
aren't
captured
in
other
places,
but
we
can
adapt
what
other
people
have
done
in
other
places
and
make
it
work.
A
C
You
madam
chair
I'm,
curious
as
to
I,
was
reviewing
the
departmental
business
plans
of
the
departments
that
report
to
the
Public,
Safety,
Committee
and
so
I.
Had
my
staff
print
out
each
one
and
put
him
in
a
folder
for
me
to
review
and
as
I
was
reading
them.
I
noticed
that
there
was
just
like
a
lot
of
difference
and
how
each
one
of
them
filled
out
each
section,
and
some
of
them
had
like
a
matrix
and
some
of
them
had
organizational
charts.
C
Others
didn't
so
I'm
just
curious
as
to
the
level
of
consistency
that
we
want
to
achieve
with
each
one
because
I
get
it
departments
are
different.
They
don't
all
have
to
write
the
same
way
or
fill
out
the
Box
the
same
way
but
I'm
just
trying
to
figure
out
the
the
translate
ability
between
each
one
so
that
we
can
have
a
little
bit
more
I.
C
Guess
I
just
want
to
be
more
efficient
and
able
to
ascertain
the
information
that
I
need
and
when
there's
like
different
layouts
and
different
kind
of
segments-
and
one
report
is
sixteen
pages
long
and
the
other
one
is
five
I'm
just
trying
to
figure
out
like
what's
that
sweet
spot?
And
what
is
your
assessment
of
like
that
consistency
and
the
translate
ability?
Is
that
something
we
strive
for?
Is
that
something
that
we
want
to
keep
flexible
or
are
we
just
like
fill
it
out
and
you
guys
yeah
yeah.
H
From
the
assessment
that
we
did,
it
became
pretty
apparent
that
standardizing
the
layout
was
really
important.
I
mean
it
just
makes
it
more
user
friendly
for
everybody
involved,
and
that
came
across
clearly
from
all
of
the
stakeholders
that
we
heard
from.
And
so
what
we
are
working
on
is
making
sure
that
the
templates
are
all
really
standardized,
but
we're
working
on
the
metrics
being
individualized.
H
So
you'll
see
four
results,
reporting
at
least
standardized
reporting
standardized
like
a
standardized
look
and
feel
for
all
of
the
reports,
and
then
the
data
and
the
analysis
will
of
course
be
specific
to
the
work
of
each
department
and,
as
we
go
into
building
plant
department
plans
for
the
next
four
years,
that
that
same
concept
should
be
reflected.
A.
C
Quick
follow
up
on
timeline,
then.
So,
since
the
city
council
hasn't
completed
or
started
their
process
on
strategic
planning
for
the
next
four
years,
I
anticipate,
maybe
by
mid
summer,
we'll
have
that
just
kind
of
clear
and
done.
How
does
that
then
inform
the
departmental
business
plans?
That
will?
Can
you
just
walk
me
through
that
timeline?
You
know.
So
if
the
council
doesn't
have
our
organizational
goals
and
values
and
mission
approved
until
let's
just
let's
just
say,
softly
midsummer,
you
know
you
know.
H
H
Because
we're
doing
this
sort
of
one
by
one
approach
with
departments,
it
means
that
there
are
basically
three
stages
of
reporting
for
departments
this
year,
so
some
departments
excuse
me
we'll
have
gone
through
the
whole
process,
including
that
metrics
vetting
and
we'll
be
reporting
with
those
metrics
this
year
those
are
Public
Works
regulatory
services
and
the
police
department.
Another
group
of
departments
are
in
the
process
of
vetting
their
metrics,
going
through
that
sort
of
rigorous
decision-making
consensus
process
and
because
this
requires
a
significant
time,
investment
from
departments.
H
We
made
these
departments
exempt
from
reporting
this
year.
These
are
the
assessor's
office,
HR,
fire
and
NCR.
The
coordinators
office
is
also
going
through
vetting
this
year,
but
we
are
reporting
this
year
as
well,
so
we're
doing
those.
The
remaining
departments
are
completing
intermediate
reports
that
align
with
the
budget
program
areas
and
we'll
select
deep
dive
topics
for
results
sessions,
but
they
will
not
have
gone
through
the
metrics
vetting
process.
This
is
going
to
be
an
important
distinction
to
keep
in
mind
when
reviewing
these
reports.
H
So
I'll
quickly
walk
through
the
components
of
the
reports
that
you
that
you'll
be
seeing
this
year
for
all
reporting
departments.
Every
department
will
have
a
page
that
summarizes
their
metrics
they'll
have
a
page
to
highlight
enterprise
priorities
and
those
are
spend
diversity
and
workforce
diversity,
department,
priorities,
which
departments
select
and
is
work
that
falls
outside
or
cuts
across
budget
program
areas,
and
then
one
page
for
each
budget
program
area.
It's
important
to
note
that
this
is
all
that
I'll
show
you
some
specific
examples
here.
This
is
all
sample
data,
as
I
mentioned.
H
Final
reports
are
due
tomorrow,
so
this
page
provides
a
summary
of
the
metrics
included
in
Department's
report.
It's
like
a
table
of
contents
for
the
report.
Metrics
are
grouped
at
a
high
level
by
budget
program
area
I'm
going
to
just
click
through
this
quickly,
but
stop
with
questions
on
this
page
features
the
two
Enterprise
Priorities
workforce,
diversity
and
spending
with
diverse
suppliers
relative
to
benchmarks
and
provide
space
for
Department
analysis.
H
The
department
priorities
page
is
an
optional
place
for
departments
to
briefly
explain
one
to
two
department
wide
priorities,
along
with
data
to
show
progress.
For
example,
in
the
pile
of
Public
Works
last
year,
they
included
the
20-year
streets,
funding,
plan
and
safety,
because
these
are
major
department
priorities
that
aren't
captured
by
a
single
budget
program
area.
H
H
We
decide
on
the
focus
areas
in
collaboration
with
policymakers
and
prepared
deep
dive
analysis
on
those
focus
areas,
and
then
in
q3
we
hold
the
results
meetings
and
take
action
on
findings
from
the
meetings
in
the
following
year,
so
in
the
process
of
finalizing
reports
with
departments
right
now,
which
means
the
next
step
is
that
we
will
be
reaching
out
to
each
departments
home
committee
chair
and
vice-chair
to
weigh
in
on
the
focus
areas
for
the
sessions
happening
this
summer.
That's
all
I
have
and
thank
you
for
the
opportunity
to
present
today.
A
You
and
thank
you
for
checking
in
as
you
go
about
trying
to
kind
of
standardize
and
revamp
this
whole
process
do
I.
Are
there
any
questions
from
others?
I
believe
I
asked
a
lot
of
questions
in
agenda
setting,
so
I
am
comfortable
with
this.
One
question
I
have
is
for
the
clerk.
Actually
is
this
presentation
online
or
can
it
be
posted
online?
Okay,
super.
A
A
Thank
you.
Next,
we'll
have
the
wrap-up
report
of
Minneapolis
involvement
in
Super
Bowl
50.
That
sounds
like
a
very
big
topic.
Guess
what
it
is,
there's
45
slides
here
and
we
are
going
to
power
through
them
and
did
somebody
want
to
set
this
up
for
the
presentation
coordinator,
Rivera
van
der
Meyde
Thank.
I
You,
chair,
Palmisano
I'm
still
getting
used
to
saying
that
I
am
Maria
Rivera
van
der
Meyde
and
I
am
the
city
coordinator.
I
am
really
pleased
to
come
here.
It's
been
almost
two
months
since
we
had
a
big
game
in
town
and
there
has
been
a
lot
of
conversation,
a
lot
of
talk
of
what
that
looked
like
in
the
city.
I
What
that
felt
like
in
the
city,
but
I
will
pause
it
that
what
you're
about
to
hear
today
is
why
it
worked
in
the
city,
but
the
men
and
the
women
that
you're
about
to
see
and
who
they
represent
behind
them.
The
city
employees
are
really
one
of
the
reasons.
If
not
the
reason
this
event
went
off
well,
it
took
a
lot
of
time
a
lot
of
prep
time,
a
lot
of
training
time.
I
A
lot
of
coordination
and
I
think
you'll
see
that
reflected
in
what
you're
about
to
see
this
parade
of
Nations
of
departments
as
they
come
forward.
I'm
gonna
move
this
to
Britney
Allen,
who
was
just
instrumental
along
with
Pat
born,
but
we
really
did
more
of
the
credits,
sorry
to
Britney
and
bringing
us
all
together
as
we
move
forward.
Thank
You
Miz.
A
J
Coming
out
of
the
Super
Bowl,
we
had
1
million
55,000
in
attendance
at
the
Free
Super
Bowl
live
event
on
Nicollet
Mall,
48
bands
and
artists
performed
for
free
at
that
event,
and
about
two
hundred
and
ten
thousand
additional
rides
were
taken
over
last
year
at
the
same
time,
on
Metro
Transit's,
green
and
blue
lines,
as
well
as
the
north
rail
commuter
lines.
Oh
and
the
snowmobile
backflip
was
pretty
cool,
but
there
was
only
one
of
those.
J
There
were
61
thousand
people
that
left
through
Minneapolis
st.
Paul
International
Airport
on
Monday
at
February
5th,
which
is
a
record-breaking
number
for
them.
There
were
over
a
hundred
and
fifty
Superbowl
related
events
and
parties
across
the
Twin
Cities
and
at
the
Super
Bowl
host
committee
donated
5.5
million
dollars
through
their
Legacy
Fund
over
the
52
weeks,
leading
up
to
Super
Bowl.
J
The
iconic
image
that
I
got
lots
of
questions
after
if
it
was
real
or
not
during
the
halftime,
show
that
that
the
world
saw.
J
J
As
I
mentioned,
the
Legacy
Fund
was
a
huge
part
of
the
Minneapolis
Minnesota
Super
Bowl
host
committee
effort.
They
provided
grants
and
and
their
focuses
on
healthy
children
throughout
the
state
of
Minnesota.
He
also
did
a
great
job
in
reaching
out
to
the
homeless,
with
Minneapolis
PD
and
with
a
successful
collaboration
of
public
and
private
partners.
They
led
a
very
successful
anti-sex
trafficking
campaigns,
as
well
as
some
successful
rescues.
During
that
time.
Also,
the
past
year
Parker
program
was
came
in
at
the
last
minute.
J
The
event
successes
we
had
no
significant
incidents
and
I
attribute
that
to
great
planning,
and
there
was
unprecedented
cooperation
among
stakeholders,
both
private
and
public,
and
all
the
people
behind
me
will
tell
you
all
about
that
in
their
specific
areas.
Effective
communication
was
key.
We
established
this
central
coordinating
point
in
the
coordinated
coordinators
office
and
that
seems
to
worked
really
well
and
then
the
city
staff
was
really
really
hard
during
this
event
to
to
make
sure
everything
went
well.
J
A
We
do
miss
Allen.
We
just
need
to
thank
you
for
the
public
and
for
people
who
don't
know.
Brittany
Allen
was
in
pet
born
where
the
liaison
to
the
host
committee
and
that's
a
really
big
role
to
rep
for
us
to
have.
You
represent
us
to
help
hold
the
public
safety
and
operational
pieces
of
an
event
like
this
together,
it
could
have
been
seen
as
insurmountable.
Given
the
location,
we
were
trying
to
put
this
event
on
my
understanding
from
many
others
engaged
in
this
effort.
A
Words
that
you
pushed
back
when
needed,
and
you
always
kept
people
coordinated.
So
that's
so
important
if
anything
I
keep
getting
resounding
feedback
that
you
were.
The
the
pity
me
of
coordination
and
also
helping
us
learn
for
things
in
the
future,
which
was
something
we
that
we
really
wanted
to
get
out
of
this.
Thank
you
for
pushing
us
hard
and
thank
you
for
always
having
such
a
positive
attitude.
A
I
never
was
in
a
meeting
with
you
and
you
weren't,
smiling
and
excited
about
this
and
I'm,
not
sure
I
can
say
that
for
everybody
as
we
continue
to
run
through
this
presentation,
we
just
want
to
thank
and
appreciate
you
for
everything
that
you've
been
doing,
and
you
have
been
the
point
person
for
all
of
this.
So
I
really.
A
K
If
you
want
this,
here's
how
much
it's
gonna
cost
you
for
this
extra
service
and,
as
I
said,
we
knew
some
of
these
things
would
be
going
up
from
the
4.9
million.
We
knew
that
they'd
be
spending
more
money
at
the
convention
center.
We
knew
that
there
would
be
parking
costs
associated
with
their
on
and
off
street
parking,
so
that
out
of
that
four
point,
nine
million
dollar
number
I
think
the
number
we
came
to
is
just
about
7.5
million
dollars
and
so
I
feel
like
the
city.
K
This
extraordinary
costs
were
very
much
met
in
this
process
that
we
set
up
allowed
for
that
flexibility.
All
the
way
through
the
event
and
I
think
it's
a
very
good
model
to
be
looking
at
whether
there
are
small
events
or
large
amount
events
as
we
go
forward
and
so
I
think
that's
one
of
the
benefits
of
this
particular
event,
both
on
a
minor
basis
and
on
a
major
basis,
which
too
often
we
learned
through
catastrophes
that
happen.
K
So
out
of
that
four
point:
nine
five
million
dollar
or
four
point
nine
million
dollars.
In
addition
to
the
issues
that
I
laid
out,
this
event
did
pay
the
full
amount
of
fees,
so
we
had
Lane
use
fees.
We
had
all
of
the
licensing
for
all
of
the
different
parties
and
those
were
were
paid
by
all
of
these
events,
according
to
what
it's
the
regular
process
for
the
for
the
city
and
the
Convention
Center
I
think
they
feel
like
this
will
help
contribute
to
a
record
year.
K
It
was
not
just
the
public
events,
they
also
hosted
some
other
private
events
too,
that
were
or
very
good
for
their
bottom
line.
So
that
is
a
good
thing.
I
think
all
around
for
the
city,
so
I
I
just
want
to
say,
as
the
CFO
I
feel
I
was
I
think
we
were
all
a
little
uncertain
on
how
this
was
going
to
turn
out.
We
felt
like
we
had
a
good
structure
but
I
think
all
in
all,
it
exceeded
my
expectations
for
financially
how
this
event
operated
for
them.
A
G
For
offering
that
analysis,
I
guess
I'm
I'm
curious
in
the
analysis
of
what
the
city's
costs
or
how
we
accounted
for
staff
time.
I
know
a
lot
of
our
staff
put
in
some
pretty
extraordinary
work
and
we're
assigned
to
Super
Bowl
duties
different
from
the
regular
tasks,
and
that
does
come
at
a
cost
to
the
city
because
they
weren't
available
to
do
their
jobs
that
they're
typically
doing
during
that
time
period.
So
I'm
wondering
to
what
extent
that's
accounted
for
in
this
analysis.
K
Madam
chair
comes
my
birth,
Fletcher's
good
question.
All
the
way
along.
We
said
that
cities
bump
in
sales
and
everything
Metaxas
would
offset
those
regular
costs,
just
as
they
do
for
any
other
event,
whether
they
be
an
event
at
US,
Bank,
Stadium
or
a
cultural
event
here,
and
we
will,
we
do
not
yet
have
the
final
sales
tax
numbers.
K
K
We
did
not
track
hour
by
hour
each
of
the
regular
time,
because
you
know
frankly,
it'd
be
pretty
hard
to
do
from
the
enterprise
as
to
what's
just
for
this
event,
versus
what
some
investments
that
we're
making
longer-term
but
I
can
tell
you
that
the
number
originally
as
I
said,
was
2.5
million
dollars.
Was
that
bump
and
so
I
would
expect
that
we
are
not
going
to
even
get
close
to
that
amount
on
regular
time.
K
I've
been
working
with
Robin
Macpherson
in
the
police
department
and
it's
our
hope
at
the
end
of
the
day,
especially
when
you
factor
in
the
parking
revenues
that
were
not
anticipated
for
this
or
a
slower
time
of
year,
the
lane
use
fees
you
know.
So
there
are
some
other
software
revenues
that
will
include
in
some
of
that
report,
as
well
as
the
sales
taxes.
L
Good
afternoon
Chris
I'm,
just
director
of
business
administration
for
the
convention
center.
As
you
know,
we
hosted
the
Super
Bowl
experience,
but
we
also
hosted
the
tailgate
party
and
the
Patriots
postgame
party,
the
experience
and
those
other
two
events
used
over
14
million
square
feet
of
our
space
over
the
23
days
that
they
occupied
our
building.
So
over
the
nine
event
days,
we
hosted
a
hundred
and
one
hundred
and
seven
thousand
attendees,
with
35,000
being
the
biggest
day
in
our
history.
L
We
checked
26,000
coats
during
the
experience
and
it
was
the
first
time
in
our
experience
that
we
ever
put
a
deck
over
the
seats
over
auditorium.
It
was
pretty
spectacular.
Our
staff
also
works
about
30,000
hours
on
the
savant
and
they
really
did
serve
our
city.
Well,
we're
very
proud
of
them.
Thank
you.
M
Afternoon
madam
chair
members
of
the
committee
I'll
talk
briefly
about
our
work
in
public
works
related
to
the
Super
Bowl.
We
are
tremendously
proud
of
the
work
that
we
did
and
I'd
like
to
take
an
opportunity
to
proactively
address
councilmember
Fletcher's
question
in
that,
where
we
needed
to
add
staff,
we
tracked
our
time
and
are
being
reimbursed
for
that
time.
M
So
in
public
works
we
were
able
to
recoup,
especially
I'll
talk
about
a
little
more
in
snow
and
ice
control,
but
I
want
to
start
with
transportation
for
areas
where
we
really
invest
time,
transportation,
snow
and
ice
fleet
and
utilities
in
transportation.
With
an
18-month
planning
process,
we
were
able
to
promote
a
know
before
you
go
campaign
to
help
people
get
around.
M
We
spent
a
tremendous
amount
of
time
on
items
that
you
couldn't
see
as
much
in
permitting
the
city's
first
test
of
an
autonomous
vehicle.
Together
with
Minda,
we
assisted
the
NFL
with
the
perimeter
installation
we
permitted
numerous
right-of-way
devices,
small
cell
devices,
cameras
the
bio
watch
devices
and
we
assisted
also
in
the
development
of
this
brand-new
drone
and
unmanned
aircraft
ordinance
all
while
trying
to
do
the
more
basic
and
visible
transportation
work.
Perhaps,
though,
the
most
investment
of
our
time
is
in
Super
Bowl
live
during
the
10
days
of
the
event.
M
Of
course
it
snowed
it
had
to.
We
had
already
planned
ahead
and
added
a
third
shift
brought
an
extra
staff
so
that
our
residents
and
businesses
felt
no
decrease
in
the
level
of
service
that
they
were
accustomed
to.
So
we
were
able
to
do
both
things,
both
clear
snow
citywide
as
well
as
provide
a
third
shift
that
helped
us
cover
the
increased
needs
throughout
downtown
both
for
pedestrian
movement
through
downtown,
as
well
as
for
just
vehicle
movement.
M
We
also
had
some
additional
teams
that
did
overnight
spot
removals,
we're
not
sure
anyone
associated
with
the
NFL
ever
set
foot
on
a
piece
of
snow,
so
I
think
that
was
their
level
of
expectation
and
we
met
a
lot
of
people.
Don't
know
what
we
do
in
fleet
and
we
were
open
24/7
leading
up
to
the
Super
Bowl,
because
vehicles
were
a
really
large
part
of
our
partners
and
what
they
needed
so,
for
example,
PD.
A
lot
of
vehicles
needed,
for
example,
the
Polaris
vehicles
that
were
made
available
to
us.
M
We
got
them
up
and
running
and
maintained
them,
and
then
I
believe.
My
last
point
and
slide
is
that
we
had
to
do
a
lot
of
subterranean
underground
utility
work
to
ensure
security
and
safety
within
the
perimeter.
And
we
did
that
in
several
crews.
Both
water
and
surface
water
and
sewer
in
within
a
couple
of
days
of
the
perimeter
being
closed
down,
and
that
was
a
heavy
lift
and
my
team
did
it
impeccably.
M
Just
and
quickly,
I
cannot
say
enough
about
the
Public,
Works
staff
and
team
and
their
their
pull
Britney
removed.
My
last
slide,
which
was
my
team
in
front
of
Mary
Tyler
Moore,
throwing
up
their
hats.
They
told
me
that
they
were
proud.
They
told
me
fairness,
they
told
me
they.
You
moved
it
on
me.
They
told
me
that
that
they
thought
it
was
fun
and
rewarding
work
and
I'm.
That's
just
a
six
for
us
all
the
way
around
and
also
our
partners.
G
Obviously,
a
lot
of
the
street
closures
were
highly
impactful
in
in
in
my
ward
and
people
were
able
to
plan
ahead
and
understand
what
was
happening
and
I
got
very,
very
few
complaints
and
in
fact,
I
just
want
to
sort
of
register
for
the
record
that
that
the
the
only
real
focus
of
complaints
that
I
got
was
a
couple
of
Park
Board,
Street
closures.
That
was
one
area
of
coordination
that
didn't
that
that
we
can
improve
on
for
next
time.
G
So
I
just
want
to
name
that
as
I
think
that
we
want
to
make
sure
it's
included
in
the
know
before
you
go
so
that
we're
messaging
the
entire
set
of
closures,
but
that
was
a
very
minor
glitch
in
an
extremely
complex
and
and
well
executed
operation.
The
only
other
sort
of
critique
that
I've
heard
that
I
wonder
if
we
want
to
think
about
for
the
future
is
that
the
know
before
you
go
was
for
some
people.
M
I'm
sure
councilmember
Fletcher,
thank
you
for
raising
that
the
know
before
you
go
had
very
specific
messages
that
we
crafted
together
with
the
host
committee
that
said,
come
downtown,
come
downtown
and
here's
how
we
have
recently
been
talking
with
some
of
our
partners
about
maintaining
a
consistency
of
messages
among
multiple
different
agencies,
so
that
one
agency
isn't
saying
come
downtown
and
be
a
part
of
it,
and
another
agency
is
saying
work
from
home,
so
I
think
collectively
in
the
region.
We've
learned
a
lot
about
being
consistent
with
our
messages.
F
Thank
you,
madam
chair,
and
you
spoke
well
to
how
well
the
department
and
everyone
you
represent
here
today
and
all
their
work,
but
based
on
some
feedback.
I
wanted
to
give
a
special
shout
out
to
mr.
Burgess
I
think
what
he
did
was
quite
exemplary
and
I
heard
a
lot
of
feedback
from
outside
partners
of
his
critical
role,
but
but,
as
to
your
earlier
point,
the
department
worked
as
a
whole
to
really
get
this
done,
and
it
was
quite
impressive.
You
know
when
you
have
an
event
like
this.
F
It
really
is
a
test
to
a
city,
a
showcase
for
the
city
on
a
couple
big
points
you
know,
is
it
beautiful?
Is
it
fun
and
does
it
work
and
your
department
delivered
on
that
last?
This
is
a
city
that
works
unquestionably
and
sorry
Miami.
If
you
had
a
snowstorm
you
couldn't
handle
like,
we
could
for
sure.
The
other
thing
I'd
want
to
point
out
with
you
know,
with
the
different
sort
of
events
that
we've
had.
F
As
if
lines,
we
had
snowmobiles
all
kinds
of
different
activities
that
happen
that
are
not
necessary,
reflective
in
our
current
Complete
Streets,
and
so
with
these
different
modes.
We
might
want
to
look
forward
as
we
do
our
access
Minneapolis
plan
with
the
given
attention
that
has
been
accumulated
through
by
that
exposure.
M
Madam
chair
and
councilmember
Reich,
thank
you
for
saying
the
name.
John
were
just
you're.
Absolutely
correct
and
I
will
share
with
him.
Your
specific
shout
out
and
I
offer
my
own
again.
It
wasn't
the
it
wasn't
just
that
we
had
great
staff
that
we
had
an
amazing
leadership
through
John
work
just
from
starting
two
years
ago,
long
before
I
even
arrived
here,
John
had
the
ball
and
did
an
amazing
job.
He
wasn't
able
to
be
here
today,
but
he
were
he
in
the
office
today.
He
would
be
here
and
he
would
be
right
behind
me.
N
You
very
much
madam
chair
committee,
members
director
Hutchinson
referenced
it,
but
there
was
tremendous
teamwork
between
Public,
Works
and
traffic
control
staff,
both
to
plan
for
and
adjust
to
street
usage
and
traffic
and
councilman
Fletcher
reference.
The
lack
of
traffic
issues
and
something
we're
obviously
very
proud
of.
Our
goal
was
to
not
become
the
story
for
there
being
a
traffic
incident
and
I
think
we
succeeded.
I
just
want
to
specifically
call
out
a
couple
of
a
couple
of
things.
N
One
is
that,
with
between
my
staff
and
our
partners
in
police,
and
then
the
National
Guard
that
also
assisted,
we
manned
our
trap.
We
we
staffed
more
than
60
intersections
using
more
than
4,000
hours
and
that
included
regular
traffic
control
staff.
We
also
had
staff
from
throughout
the
department
who
previously
had
been
traffic
control
agents
that
we
pulled
back
to
use
as
part
of
the
effort
in
traffic
control
during
the
during
the
10-day
activation
period.
They
also
were
out
doing
work
in
temperatures
that
went
as
low
as
six
degrees,
often
for
lengthy
periods
of
time.
N
The
staff
that
came
back
to
traffic
control
from
other
parts
of
the
department
and
they
handled
through
own
3-1-1
requests
and
ticketing,
and
were
out
to
make
sure
that
the
right,
the
rest
of
the
business
of
the
city
was
happening
as
scheduled
and
as
expected,
and
then
the
second
division
of
regulatory
services
that
was
very
involved
and
again
in
an
unseen
way,
was
fire
inspection
services
which
worked
the
events
that
the
Superbowl
had
officially
and
then
on.
Official
events
that
were
held
throughout
the
city,
staffing.
N
More
than
200
of
those
events
and
reviewing
permits,
including
the
drone
permits
that
Public
Works
staff
talked
about
in
retro
Cheston
mentioned,
and
they
also
worked
nearly
2,000
hours
between
24
staff
over
the
ten
day
period
in
two
shifts.
So
that
is
the
entirety
of
my
portion
of
the
presentation
but
I'm
happy
to
answer
questions.
If
you
have
any.
F
No
I
think
this
in
companion
with
the
Public
Works
presentation,
you
know
no
incidences.
We
were
able
to
manage
this
and
I
just
want
to
speak
to
you
more.
There
is
zero
vision,
zero
that
that
is
not
an
unexpected
expectation
that
we
can
have
safe
streets.
All
the
time
I
mean
you
have
this
level
of
intensity.
We're
able
to
meet
that
goal
with
good
planning.
I
think
it
speaks
well
to
what
we're
trying
to
achieve
and
that
that
outcome
so
commendable
work.
O
Good
afternoon
members
commander
Scott
Gerber
I'm
here
on
behalf
of
chief
Aaron
Dondo.
This
was
unprecedented,
obviously
Public
Safety
operation,
not
just
for
our
city
but
Metro
wide.
Really.
We
have
not
seen
anything
like
this
ever
in
the
magnitude
and
scope
of
what
we
experienced
over
these
10
days.
As
such,
the
Minneapolis
Police
Department
served
as
the
lead
law
enforcement
agency,
putting
together
all
public
safety
planning
and
coordination
Metro
wide
for
all
things
Superbowl.
O
In
doing
so,
we
involved
significant
federal
resources,
as
you'll
hear
about
in
just
a
moment,
and
we
really
could
not
have
pulled
this
out
without
that
federal
assistance.
That
came
our
way
in
in
a
variety
of
fashions
in
doing
the
public
safety
planning
again,
a
two-year
planning
process
involving
41,
specific
public
safety
planning,
operational
groups
working
for
almost
two
years,
putting
together
operational
plans
for
just
about
every
aspect
you
can
imagine,
as
it
relates
to
public
safety.
O
I
use
the
term
on
precedent,
a
lot
because
really
was
unprecedented
planning
and
collaboration,
obviously
with
all
of
our
partners
here
within
the
city,
but
also
throughout
the
metro
area,
as
well
as
the
airport,
as
well
as
all
of
our
private
partners
throughout
downtown
Minneapolis
who
were
instrumental
in
helping
us.
We
did
a
number
of
trainings
leading
up
to
the
Super
Bowl
for
all
of
our
officers
and
other
officers
that
participated.
O
We
had
60
joint
powers,
agreement,
evolved
police
officers
and
deputy
sheriff's
from
all
over
the
state
of
Minnesota
that
came
largely
to
our
city
to
help
us
pull
this
off
and
a
number
of
different
command
and
control
structures
that
seem
to
work
very
well.
For
this
particular
event,
Sinclair
multi-agency
command
center,
which
really
was
boots
on
the
ground
management
of
all
those
resources,
again,
not
just
here
in
Minneapolis,
but
metro,
wide.
To
make
sure
we
had
that
seamless
transfer
of
authority
and
control
throughout
the
metro
area.
O
In
an
information
exchange,
we
used
a
number
of
tools
at
the
national
level,
like
a
homeland
security
information
network,
to
share
information
in
an
unprecedented
manner
that
really
served
in
his
example.
Again,
nationally
for
how
to
share
information
on
a
broad
basis
for
all
public
safety
stakeholders,
whether
they
be
here
in
Minneapolis
or
throughout
the
nation
or
across
the
world
that
have
a
stake
in
what's
happening.
Some
of
the
operational
highlights,
some
of
which
has
really
been
highlighted.
Again.
O
Some
of
the
positive
impact
to
a
future
citywide
planning,
some
of
the
technology
that
we
put
in
place,
geo
comment
field
watch
to
Minnesota
companies
who
we
partnered
with
from
the
ground
up
and
built
some
situational
monitoring
a
common
operating
platform
which
our
geo
comm
system
we
can
utilize
day
to
day
and
for
future
upcoming
events.
In
fact,
that
we
were
just
informed
that
the
MPD
has
received
a
international
award
from
ESRI.
O
The
special
achievement
G
is
over
a
hundred
thousand
submissions
throughout
the
world
and
we're
it
among
a
small
group
of
entities
that
receive
that
award.
So
we're
very
proud
of
that
and
some
of
the
technologies
we
did
to
keep
our
command
and
control
function
set
and
again,
as
has
been
highlighted
from
a
public
safety
standpoint,
whether
it
be
the
game,
the
Super
Bowl
experience,
Super,
Bowl,
Live,
Indie,
the
practice
facilities
the
event
in
Saint
Paul
around
Bloomington.
We
really
did
have
no
significant
public
safety
incidents
throughout
the
metro
area.
O
That
always
was
my
goal
of
the
Public
Safety
operation,
as
it
relates
to
civil
disturbance.
We
did
facilitate
a
number
of
peaceful
demonstrations
throughout
the
city
it
to
include
on
game
day,
and
none
of
that
resulted
in
any
use
of
force
and
injuries
and
I
think
we
did
a
pretty
good
job
at
helping
to
facilitate
those
that
wanted
to
get
a
voice
out
during
this
high-profile
time
and
then
in
downtown
Minneapolis
itself,
a
hub
of
activity.
O
Obviously,
we
added
over
110
beat
patrol
officers
from
MPD
and
other
police
agencies,
above
and
beyond
those
officers
that
were
staffed
at
the
various
events
and
venues.
Our
goal
had
been
always
to
make
that
a
very
friendly
and
engaging
law
enforcement
presence,
and
we
really
hope
and
believe
we
accomplished
that,
based
on
the
feedback
that
we
got
from
event,
attendees
and
all
those
that
were
in
attendance.
So
we
were
very
proud
of
that.
Just
some
of
the
statistics
real
quickly
I
wanted
to
highlight
for
you,
many
of
which
have
already
been
publicized.
G
It
was
really
a
lot
of
good,
a
lot
of
good
things,
going
on
and
and
really
quite
a
quite
a
complex
operation
and
I,
also
just
by
circumstance,
happened
to
walk
by
as
an
undercover
team
was
arresting
a
counterfeiter,
so
I
even
got
to
witness
a
little
bit
of
action
walking
around
my
ward
so
which
seemed
to
be
handled
professionally
as
well.
So
so
really
want
to
commend
everybody
for
for
a
lot
of
work.
That
went
very
well
and
it's
great
that
we
had
such
a
such
an
incident
free
week.
G
I
wanted
to
ask
a
little
bit
about
the
new
technology
and
because
it's
something
I've
been
asked
about
and
I
know
you
and
I
talked
when
I
when
I
tore
it
about
the
new
cameras
that
were
installed
by
Verizon
and
I
was
wondering
about
the
disposition
of
those.
Were
they
taken
down
or
have
we
have?
Those
cameras
stayed
up
and
we've
kept
that
camera
capacity
and
then
are
we
continuing
to
use
geo
common
field.
O
Yes,
as
a
relates
to
geo
comm
as
well
as
field
watch,
those
are
two
systems
that
we
have
contracts
with
and
we
do
intend
to
utilize,
as
I
said,
on
a
day
to
day
basis,
especially
in
the
case
of
geo
comm,
which
is
a
arcgis
based
platform
that
simply
over
overlies
data
sets
transportation
routes.
Location
of
officers
in
the
field
police
calls
for
service
all
using
3d
imagery
using
that
ArcGIS
platform.
So
certainly
we
can
utilize
that
on
a
day
to
day
basis
in
moving
ahead.
O
Looking
ahead,
the
final
four
other
major
events
are
in
things
taking
place
throughout
the
city
as
well
as
Emergency.
Situations
geo
comes
a
technology
that
we
intend
to
utilize
moving
ahead,
as
it
relates
to
the
cameras
that
were
installed.
We
had
I
think
37,
total
cameras
that
were
installed.
Some
of
those
were
temporary
installed
by
the
Department
of
Homeland
Security.
Those
have
all
been
decommissioned
and
moved
back
to
Washington.
O
We
do
have
an
agreement
in
place
with
no
cost
agreement
at
this
point
with
Verizon
or
I,
think
20
or
so
public
safety
cameras
that
are
on
speed
corners
in
areas
that
we
previously
did.
Not
have
coverage,
for
example,
on
Washington
Avenue,
the
major
corridor,
and
so
in
the
coming
months.
As
that
contract
expires,
we
will
be
talking
with
Rison
as
to
the
value
and
cost
for
potentially
keeping
those
cameras
if
we
deem
those
are
in
areas
that
would
be
critical.
O
That's
really
more
of
at
this
point
a
special
events,
oriented
application
using
the
phone
application
that
shows
us
using
that
the
location,
real-time
of
officers
as
they
move
about
and
they're
also
the
life's
able
to
livestream
video,
as
I
think
I
explained
during
during
our
meeting
session.
So
that's
not
a
technology
that
we
have
yet
implemented
on
a
day
to
day
basis,
but
as
we
have
large
concerts,
Ames
Pride
Parade
other
types
of
major
events
throughout
our
city.
A
Thank
you.
I
have
a
last
question:
commander,
garlic
or
I,
really
like
hearing
how
we're
able
to
use
this
technology
then
gain
some
experience
for
it
and
be
able
to
use
it
in
other
ways
and
just
help
us
all
function
better
as
a
city,
a
great
Lee
appreciate
and
help
the
help
and
support
from
the
police
department.
A
For
this
event
and
I
think
it
gives
us
confidence
to
know
that,
in
terms
of
safety
and
contingency
planning
that
you're
working
in
close
collaboration
and
coordination
with
director
Lane,
could
you
speak
a
little
bit
to
how
the
MPD
kind
of
might
interface
or
work
and
coordinate
with
our
emergency
management
services?
A
little
bit
it
would
didn't,
doesn't
seem
like
there
was
anything
that
we
needed
to
employ
in
the
specific
incidents,
but
in
general,
how?
How
does
that
work?
Can
you.
O
Just
because
certainly
well
I
mean
there's
day-to-day,
but
also
during
into
like
this,
and
in
this
case,
as
director,
Lee
and
I'm
sure
I'll
highlight
the
Emergency
Operations
Center
was
up
and
operational.
Thankfully
we
did.
You
have
a
significant
need
for
the
Emergency
Operations
Center,
in
that
we
did
not
have
any
significant
events,
but
had
we
had
an
incident
that
rose
above
the
capabilities
that
we
had
on
hand
that
required
additional
assistance
where
that
would
be
assistance
by
FEMA
or
reaching
up
to
other
state
or
federal
partners.
O
O
So
that's
kind
of
how
that
dynamic
worked
during
the
event
day
to
day
the
MPD,
as
well
as
Minneapolis,
fireworks
and
in
hand
with
emergency
management
on
developing
citywide
emergency
plans
that
affect
obviously
police
fire,
as
well
as
Public,
Works
and
transportation.
Public
health
as
well,
and
also
working
in
a
hand
with
director
Lane
and
his
staff,
triaging
and
prioritizing
city
grants
that
we
receive,
such
as
their
urban
area.
O
Security
Initiative
grants
that
we've
been
fortunate
enough
to
receive
to
making
sure
that
our
first
responders
get
the
training
dollars
to
do
training
as
well
as
equipment
necessary
to
perform
our
tasks
on
the
streets.
So
those
are
I
think
a
couple
key
areas
that
the
police
department
interacts
with
emergency
management
on
a
day
to
day
basis
as
well.
Does
that
answer
your
question?
Yes,.
O
J
Clearly,
I'm,
not
chief
Friedel,
couldn't
be
here
so
and
I
will.
But
you
know
what
the
fire
department
did
to
support
the
event,
so
they
have
an
additional
engine
on
staff.
They
had
additional
cut
teams
ready
to
go
in.
In
the
case
of
a
civil
civil
disturbance
incident,
they
had
additional
rig
staffing
and
spare
equipment
ready
to
go
if
needed.
J
You
know
the
fire
department
is
really
at
a
ready
capability
of
something
if
something
happens,
and
so
they
kind
of
they
beefed
up
all
of
their
staffing
and
and
their
readiness
to
be
to
be
ready
to
go
if
additional
support
was
needed.
They
also
provided
commands
staffing
at
the
Mac,
at
the
EOC,
at
the
I
of
CA
and
and
in
the
jig
and
in
the
HHSC.
J
They
provided
additional
support
at
Super
Bowl
live
and
worked
hand-in-hand
with
Hennepin
County
EMS
to
provide
first
aid
service
to
guests,
the
million
guests
that
were
out
there.
They
were
also
obviously
at
the
stadium
on
Super
Bowl
Sunday
and
at
the
NFL
experience
as
well.
So
if
you
have
any
questions
for
chief
Friedel,
I
can
certainly
pass
them
along,
doesn't
look
like.
P
You,
madam
chair
and
council
members,
my
name
is
Janelle
Harris
and
I'm.
The
operations
manager
for
911,
so
I
am
here
to
speak
a
little
bit
about
the
public
safety
emergency
communications
that
were
employed
during
the
Super
Bowl.
As
you
heard
from
Commander
girl
occur,
there
were
over
60
different
law
enforcement
agencies
and
that
doesn't
even
count
all
of
the
public
works
and
services
and
fire
services
and
EMS
services
that
all
came
together
that
needed
to
talk
to
each
other
from
a
lot
of
different
areas.
P
So
we
had
local,
regional
state
federal
that
all
came
with
their
own
communications
equipment
and
we
had
to
build
a
plan
to
allow
everybody
that
needed
to
talk
to
each
other
the
opportunity
to
do
so
in
a
quick
and
easy
manner
and
then
trained
that
out.
So
we
did,
we
worked
very
closely.
We
had
staff
represented
at
almost
every
Public
Safety
meeting
that
we
found
out
over
taking
place.
P
Interoperability
was
huge
for
our
considerations.
It
just
had
to
work
and
it
had
to
be
flawless
and
we
made
sure
to
do
that.
So
we
provided
countless
hours
of
training
and
training
materials
not
only
to
the
boots-on-the-ground
responders,
but
also
to
the
different
communications
personnel
throughout
the
state.
P
We
had
meetings,
monthly
meetings,
actually
a
large
Republic
state
of
Missouri
Public
Safety
emergency
communications
planning,
but
then
we
even
took
a
deeper
dive
and
had
some
subcommittees
set
up
to
really
develop
a
really
good
plan.
So
we
have
certain
certifications,
communications
unit,
leader,
certifications,
things
housed
in
the
ICS
structure
that
we
put
into
place
to
develop
a
40-plus
page
plan.
P
We
also
know
that
we
there
are
opportunities
for
plans
to
fail,
so
we
set
up
an
alternate
communications
plan
that
really
dug
into
all
levels
of
failure,
so
whether
radio
antenna
breaks
all
the
way
up
to
the
entire
system
fails.
For
some
reason
we
had
plans
in
place
to
fall
back
on.
We
also
had
separate
meetings
with
cell
carriers.
They
had
you
know
personal
interests,
but
they
also
supported
emergency
response
as
well.
P
P
Dispatchers
so
they're
able
to
get
up
and
out
of
their
personal
911
centers
their
councils
that
they're
used
to
and
go
out
into
the
field
and
work
under
some
different
conditions
with
equipment
that
they're
not
always
used
to
so
they're
highly
trained
and
certified
tactical
dispatchers
then
went
out
into
over
five
different
command
posts
that
we
had
set
up
to
support
the
operations
of
the
Superbowl
and
I.
Think
you'll
see
some
pictures
there.
We
have
a
command
post
even
inside
US,
Bank
Stadium
that
we
have
dispatchers
that
are
working
out
of.
A
P
P
It
was
easy
if
you
noticed
an
incident
on
the
street
to
turn
to
somebody
like
a
crew,
52
volunteer
or
a
police
officer
that
was
deployed
and
address
your
concerns
there
so
I
think
the
majority
of
our
upticks
weren't
in
the
actual
9-1-1
calls,
but
in
concerns
that
were
relating
through
the
radio.
So
we
would
add
an
incident,
but
we
wouldn't
have
the
call
that
would
come
in
to
support
that
I
get.
Q
Q
All
council
members
I'm
Greta
Bergstrom
I'm
the
city's
communications
director
and
for
Super
Bowl
50
I
served
as
one
of
two
lead:
pios
building
the
joint
information
center,
otherwise
known
as
the
gym,
which
was
one
of
three
key
operational
centers
during
during
the
operational
period,
as
you
can
imagine
to
serve
public
audiences.
During
this
massive
event,
there
was
a
need
to
have
clear,
accurate
and
coordinated
communications
across
a
multitude
of
agencies
during
the
10-day
operational
period.
This
required
significant
and
preparedness
activities
that
spanned
almost
two
years
for
city,
communications
and
departments
across
enterprise.
Q
Central
to
this
effort
actually
was
building
strong
public
information
officer,
Pio
relationships
across
nearly
50
local
state,
regional
and
federal
partner
organizations.
Some
of
those
include
Minneapolis
Park,
Board,
Hennepin,
County,
Ramsey
County,
the
city
of
st.
Paul
governor's
office,
as
well
as
numerous
departments
within
the
city,
especially
our
neighborhood,
and
community
relations,
C
ped
and
in
public
works
as
well.
So
some
of
the
planning
tasks
included
outreach
to
past
Super
Bowl
host
cities,
including
Houston
and
Santa
Clara,
San
Francisco,
to
get
an
understanding
of
the
scope
and
scale
of
the
event
and
their
communications
activities.
Q
It
was
kind
of
an
organization
chart
that
we
put
together
of
the
joint
information
center
to
give
you
kind
of
a
sense
of
the
scope
and
scale
of
the
operation.
There
were
kind
of
four
main
sections.
The
first
was
information
gathering
that
was
essentially
an
intake
and
monitoring
not
only
of
social
media
but
media
and
news
media
that
was
ongoing,
as
well
as
in
coordination
with
the
multi-agency
command
center
in
the
Mac.
To
make
sure
we
had
a
good
awareness,
situational
awareness
of
what
was
being
talked
about.
What
was
out
in
the
news
media.
Q
We
also
had
an
information
products
team
that
was
essentially
those
producing
news
releases,
advisories,
video
content,
social
media
content
messaging
that
was
pushed
out
publicly.
We
had
a
media
relations
section
as
well,
and
those
were
the
folks
that
were
engaging
with
the
news
media
setting
up
press
conferences,
providing
statements
and
interviews
with
reporters
and
that
our
community
relations
team,
which
was
really
new
for
the
city,
I,
think
and
really
was
a
shining
moment
for
the
joint
information
center
led
by
members
within
the
team
and
NCR
members
as
well.
Q
We
did
have
within
this
we're
operational
11
days
so
11
days,
including
the
day
after,
because
we
know
that
our
visitor
just
needed
to
exit
the
city
safely
through
public
transportation
get
back
to
the
airports.
We
had
over
80
public
information
officers,
scheduled
from
in
two
shifts
running
from
8:00
in
the
morning
until
midnight,
a
couple
nights
until
2:00
in
the
morning
to
make
sure
that
we
had
full
coverage
of
communications
and
social
media
activity
to
make
sure
that
that
went
off
without
a
hitch.
Q
So
it's
really
proud
of
the
long
hours
and
the
efforts
that
that
the
big
team
played
in
terms
of
outcomes
and
products.
We
had
produced
really
a
wide
body
of
work.
Our
community
relations
team,
as
I
mentioned,
looked
at
public
information
through
the
lens
of
various
communities
we
produced,
13
live
radio
shows
hosted
in
3
different
languages.
We
had
six
social
media
partners
that
were
actually
contracted
a
month
and
a
half,
or
so
in
advance
of
the
Superbowl
to
build
pipelines
into
community
of
trusted.
Q
Members
that
had
social-media
followings
that
were
community
leaders
to
basically
take
city
messaging
from
the
joint
information
center
and
make
sure
that
that
got
out
into
community
and
that
we
also
were
able
to
intake
that
information
back
into
the
joint
information
center.
So
we
would
understand
how
those
messages
were
being
received,
and
then
we
did
have
a
special
visit
from
among
18
council.
They
were
able
to
come
in
see
how
the
joint
information
center
operated,
take
pictures
and
then
were
able
to
go
back
out
into
Super
Bowl
live
and
have
a
meaningful
experience
there.
Q
To
make
sure
the
public
was
in
informed
I,
just
like
to
say
that
I'm
very
proud
of
the
work
that
a
wide
range
of
partner
organizations
and
agencies
and
different
departments
around
the
city
were
able
to
participate
in
I.
Think
that
the
relationships
and
the
kind
of
organizational
structure
that
was
formed.
The
lessons
that
we
learned
are
going
to
serve
the
city
very
well
and
serve
our
community.
Well
for
future.
Large-Scale
events
like
this.
Thank
you
any.
R
You,
madam
chair
members
of
the
committee,
my
name
is
Baird
Lane
I'm,
the
director
of
the
Office
of
Emergency
Management.
We'll
do
this
quickly
as
the
result
of
nearly
two
years
of
planning,
we
were
able
to
execute
emergency
operation.
Senator
operations
for
10
days,
support
of
Super,
Bowl
and
I
have
to
say
that
we
received
some
level
of
support
and
excellent
support
from
nearly
every
corner
of
the
city
and
a
pride
enterprise
and
I
have
to
say
how
much
my
team
appreciates
that
and
how
much
of
just
great
partnership
and
support
we
received.
R
But
externally
as
well.
You
know
from
the
county
from
the
state
from
the
federal
government
the
extraordinary
level
of
collaboration,
extraordinary
level
of
service.
You
know
we
should
really
be
very,
very
proud
of
what
our
greater
team
here
has
accomplished,
and
many
of
those
folks
and
represented
those
folks
are
here
in
this
room.
So
an
excellent
operation.
By
and
large,
the
EEOC
really
had
four
main
mission
areas
to
provide
Public
Safety
we
provided
services
were
ready
to
provide
services
dancing
at
command.
R
We
were
ready
to
respond
in
the
event
we
had
to
do
any
short-term
or
long-term
recovery,
and
then
we
established
connections.
Basically,
if
all
the
other
network
that
relates
to
emergency
management,
both
both
in
the
metro
area,
the
state
and
through
FEMA,
which
was
the
lead
consequence
management
agency
here-
are
our
three
of
our
teams.
You
know
in
practical
terms,
we
ran
for
the
ten
days
we
had
a
hundred
and
twenty
people.
R
Normally
we
have
8
as
we
surged
up
to
120
people
thanks
very
much
to
both
internal
partners
and
mutual
aid
partners
calling
out
specially
particularly
the
US
Coast
Guard.
They
were
instrumental
in
providing
assistance
to
us
in
our
planning
session,
so
you
can
see
some
of
the
people
that
were
involved
in
this
again.
A
lot
of
these
people
are
city,
employees
and
I.
Just
again,
can't
say
how
proud
I
am
of
them
and
their
their
ability
to
do
this.
R
We're
the
folks
from
you,
sir,
if
you
saw
that
but
Atlanta
community
and
basically
saying
on
day
8
look.
Your
teams
are
still
smiling.
You
must
be
doing
something
right
here,
so
I
think
we
were
here's
a
sense
of
kind
of
the
partners
that
we've
got
involved
and
that
can
go
through
all
of
these,
but
really
a
huge
scope
of
people,
both
local
private
public
federal
state
made
this
happen.
You
takes
a
village
to
have
a
Super
Bowl
and
we
really
were
the
beneficiary
of
that
village.
D
How
would
we
catch
new
and
emerging
things
that
might
be
happening
during
those
10
days?
There
were
additional
bio
watch,
monitoring
that
was
placed,
and
so
the
likelihood
that
we
would
get
more.
You
know
positive
indicators,
and
how
would
we
respond
to
that
planning
for
what
to
do
in
the
case
of
a
large
number
of
people
being
injured
or
or
or
dying,
needing
care
and
shelter,
and
also
what
would
we
do
if
we
needed
to
dispense
medication
because
of
some
sort
of
intentional
events
that
happened?
D
We
worked
quite
creatively
with
a
number
of
hotels
for
them
to
manage
their
own
guests
and
in
the
case
of
the
need
to
do
that,
and
we
think
that'll
lay
a
good
foundation
going
forward
that
we
can
use
for
other
purposes.
We
also
spend
quite
a
bit
of
planning
around
helping
hospitals
be
ready
if
they're
needed
to
surge
their
capacity
and
one
of
the
issues.
D
There
was
the
number
of
people
that
might
be
needing
detox
services,
because
if
there
aren't
sufficient
services
in
the
community,
then
they
kind
of
flow
back
into
the
emergency
rooms
and
then
it
kind
of
backs
things
up
in
the
hospital.
So
a
lot
of
work
to
make
sure
that
we
had
adequate
capacity
during
the
attending
event
and
then
really
immense
work
around
food,
defense
and
inspections.
A
S
S
Madam
chair
I'm
grant
Wilson
with
the
business
licensing
department.
I
am
going
to
be
brief.
We
did
a
couple
of
things
in
prepping
for
the
Super
Bowl
real
simple.
We
took
an
old
taxicab
drivers
license
that
had
been
in
place
for
20
years
and
put
a
picture
on.
It
got
a
new
computer
system
really
nice-looking
in
a
cab.
Instead
of
this,
we
inspected
every
taxicab
60
days
before
the
event,
so
that
our
cabs
would
look
good.
S
We
built
a
new
temporary
permit
guide,
put
it
on
her
website
to
everybody
else's
websites
and
put
them
into
one
place.
We
had
inspectors
out
every
night
during
the
10-day
event
to
help
we
should
145
temporary
alcohol
licenses.
One
of
them
was
the
largest
strolling
liquor
license.
We've
ever
issued
in
the
city
all
the
way
down
nickel
applause.
It
didn't
interfere
with
the
businesses
that
had
licenses
on
that
mall
and
we
weren't
corrected
merchandise
cases
with
local,
very.
E
E
T
Palmisano
committee
members,
Lisa
David
Frank,
couldn't
be
here
today,
I'm
sure
he
would
echo
those
remarks.
I
personally
have
worked
with
Grant.
My
whole
career
too,
and
I
will
tell
you
that
he
has
always
been
a
stand-up
guy
puts
in
the
extra
hours
has
always
been
practical,
reasonable,
hard-working
and
fair,
and
it's
going
to
be
a
tremendous
loss
for
us
and
I
just
want
to
personally
say
that
I've
enjoyed
working
with
him
over
the
years
as
well,
and
he's
too
humble
to
have
all
the
big
trade
but
I'm
sure.
T
T
So
with
that
I'm
Steve
port
director
of
development
services,
we're
getting
kind
of
long
in
the
afternoon,
so
I'll
try
to
be
brief
as
well.
Our
role
was
a
little
different
than
a
lot
of
the
others,
but
we
were
kind
of
present
in
a
lot
of
that.
So
we
talked
a
little
bit
about
the
communication
we
approved
over
73,
just
over
73
mobile
antennas
and
20
of
these
kind
of
antenna
sites.
T
That
was
important
for
the
backbone
of
the
telecommunications
for
both
residents,
so
they
didn't
lose
service
on
the
four
carriers,
but
also
for
the
homeland
security
and
the
communications
within
the
police
departments,
kind
of
an
unknown
thing,
but
it
was
present.
We
did
hundreds
of
reviews
that
don't
show
up
on
permits
or
temporary
use
permits
that
we
did
for
all
the
soft
events
that
may
be
the
community,
but
also
as
a
masala
Brittney
will
tell
you.
It
was
a
very
iterative
process
to
get
that
circus
set
up
on
the
mall.
T
We
worked
closely
with
the
fine
staff
from
Public
Works.
We
worked
closely
with
Brittney
and
also
Pat
burns
guidance,
which
is
invaluable
and
I.
Think
one
of
the
lessons
we
learned
early
on
is
so
it
truly
was
like
herding
cats,
between
figuring
out
who
is
the
NFL
coming
to
town,
who
is
the
host
committee,
who
were
people
trying
to
benefit
from
this
great
event
that
that
may
have
been
put
on
a
little
bit
and
and
who
others
had
just
wanted
to
come
and
enjoy
the
festivities?
T
T
We
we
did
not
look
to
make
a
lot
of
money
on
this.
There
was
a
lot
of
money,
I
think
set
aside.
That
was
really
I,
think
focus
for
over
time.
That
was
not
really
budgeted.
What
we
tried
to
do
is
really
max
out
the
capacity
of
our
organization
and
kind
of
ask
people
to
do
the
extra
effort
they
stepped
up.
T
I
just
want
to
echo
that
we
had
no
installation
failures
and
all
those
installations
were
also
reviewed
for
ad8
compliance,
and
so
one
of
the
things
that
we
kept
a
challenge
on
was
not
just
giving
these
people
a
pass,
as
they
were
unique
things
this
you
could
give
them
a
list.
The
stage
some
breachers
so
I
want
to
reassure
everybody
here
that
we
also
kept
all
those
sites,
events
and
installations
ATA
compliant.
That's
all
I
have.
J
Church
color
Glover
couldn't
be
here,
and
we
just
wanted
to
go
over.
That.
3-1-1
did
have
a
big
piece
in
this,
as
well
just
being
the
main
intake
of
information
from
the
community
and
from
visitors,
so
they
provided
extended
hours
and
they
worked
with
myself
and
the
communications
team
to
make
sure
that
they
had
the
right
information
and
up-to-date
information
to
be
able
to
answer
their
calls
accurately
and
intake
information
and
provide
us
information
when
they
when
they
got
it.
So
they
were
a
great
partner.
C
U
We
I'll
just
do
it
here,
because
it's
a
quick
slide,
because
everything
went
so
well.
We
we
didn't
have
very
much
work
to
do
at
all,
so
it
was
mostly
early
on
with
the
commander.
Girl
occur,
being
a
taskmaster
making
sure
we
were
getting
agreements
in
with
all
of
these
law
enforcement
agencies,
making
sure
the
city
was
covered
by
insurance
purchased
by
the
host
community.
I
think
that
was
our
biggest
was
doing
some
of
the
agreements,
the
agreement
with
the
Super
Bowl
host
committee.
W
Thank
You
chair
Palmisano
members
of
the
committee.
It's
not
often
that
the
IT
department
ends
up
having
to
expend
the
80%
of
its
staff
on
any
initiative,
but
that's
what
we
had
to
do
for
the
Superbowl,
whether
that
was
in
planning
for
various
technologies
to
fully
be
deployed
at
the
various
command.
W
Centers
were
in
support
of
systems
like
the
camera
system,
etc,
but
also
we
had
to
provide,
if
you
will,
the
support
during
the
actual
festivities
game
day
and
also
activities
after
everyone
went
home,
and
so
we
spent
a
fair
amount
of
time
dealing
with
constant
change,
as
one
can
imagine.
With
such
a
complex
and
large
event.
W
W
Is
the
Department
of
Homeland
Security
that
put
us
under
a
microscope
and
determined
that
we
had
a
few
gaps
in
our
cybersecurity
world
which
we
fixed
prior
to
the
game?
And
so
those
types
of
experiences
allowed
the
staff
to
learn
and
provided
a
much
safer
environment
going
forward
for
the
city?
From
this
point
and
with.
A
K
This
was
a
big
stretch
for
us,
but
it's
another
area
where
we're
gonna
see
ongoing
benefits.
So,
for
example,
rod
spent
a
great
deal
of
time
for
the
enhancing
radio
coverage
in
our
convention
center,
which
did
not
have
great
public
safety
radio
coverage
and
did
it
with
really
a
budget
of
less
than
$100,000
on
something
that
if
we
bought
everything
new
and
started
would
be
probably
at
least
seven
or
eight
times
that
and
so
I
just
wanted.
You
know
showing
appreciation
for
rod
and
the
many
other
people
in
our
and
our
departments.
K
That
really
you
know
it's
not
just
this
event.
We
have
the
opportunity
for
people
to
step
up
on
a
lot
of
other
challenges
in
front
of
the
city
and
I
think
this
opportunity
is
just
to
celebrate
some
of
the
people
we
have
working
for
the
city
and
then,
and
we
certainly
have
a
number
of
an
our
department,
as
well
as
the
others
that
you've
heard
about.
So
thank
you
again
for
the
opportunity.
K
A
I
So,
council,
members
and
committee
members,
as
you
can
see,
it,
takes
an
enterprise
to
run
as
something
like
the
Super
Bowl,
and
we
thank
you
for
enduring
hour-long
presentation,
but
really
it
highlights
the
extraordinary
amount
of
work
behind
the
scenes
that
our
community
doesn't
always
see
to
make
an
event
successful.
There
are
lessons
we
have
learned
along
the
way.
Some
of
them
are
going
to
be
acting
on
pretty
quickly.
I
I
know
that
there's
our
small
business
team
has
talked
about
an
event
on
April
6th
I,
know,
councilmember
Fletcher
will
be
there
and
all
are
invited,
but
to
talk
about
how
small
businesses,
in
particular
can
benefit
from
events
like
this
that
come
to
the
city.
So
we've
learned
some
lessons
we'll
hear
more
from
small
business
owners.
We
will
continue
to
think
about
how
to
do
coordination
in
a
way
that,
hopefully
not
in
the
near
future,
has
such
a
big
event
like
the
Super
Bowl.
I
But
how
do
we
use
those
lessons
and
kind
of
right-size
it
for
whatever
event
we
need,
but
and
women
who
have
spoken
and
the
hundreds
of
men
and
women
who
are
in
departments?
Who
did
this
work?
Really
are
commendable
and
we
appreciate
the
opportunity
to
be
able
to
share
back
with
a
committee
some
of
that
work.
Thank.
A
You
I
acknowledge
that
there
were
only
a
few
names
able
to
be
mentioned
throughout
these
presentations
today,
but
this
was
terrific
and
I
think
it's
one
example
in
a
really
positive
example
of
how
everybody
around
the
enterprise
works
together
and
in
so
many
ways
that
are
invisible
and
someone
of
so
many
of
the
ways
that
we
don't
even
know
exists
and-
and
it
really
helps
us
put
on
some
tremendous
things,
so
thank
you.
Everybody
I
would
like
to
receive
and
file
this
presentation,
so
I
would
like
to
move
that
forward.