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From YouTube: October 18, 2018 Budget Committee - Morning
Description
Minneapolis Budget Committee Meeting
See afternoon session: https://youtu.be/YXZ3hPDeRQs
A
Good
morning
we're
gonna
start
our
budget
committee
agenda.
We
have
a
robust
one.
Today
we
have
a
number
of
departments
and
then
we
will
break
for
lunch.
We're
going
to
go
in
this
order,
we'll
start
with
the
emergency
management
we'll
go
then
next
to
City
Council
city
clerk
and
elections,
all
shared
by
mr.
Casey
Joe
Carl,
then
we'll
move
to
the
coordinators
office
and
then
we'll
break
for
lunch.
So
welcome
director,
Layne
Thank.
B
You
manager,
council
member,
my
name
is
Barrett
Lane
I'm,
the
director
of
the
Office
of
Emergency
Management
I'm,
here
this
morning
to
brief
you
on
the
mayor's
budget
for
2018.
Well
brief
presentation
and
plenty
of
time
for
questions
after
that,
if
you
have
them
so
I'm
gonna
just
skip
ahead
to
this
slide.
Here.
B
So
over
the
last
few
years
we've
been
in
the
process
of
a
reorganization
of
the
whole
Emergency
Management
function
around
those
four
main
mission
areas
and
what
we've
been
doing
is
using
national
standards
in
order
to
fill
in
the
context
of
those
various
buckets.
If
you
will
so
in
that
preparedness
that
mitigation
response
and
recovery
space,
our
standard
gives
us
more
guidance
on
how
to
implement
that.
B
So,
over
the
last
few
years,
we've
been
building
out
the
individual
components
of
that
process
and
we've
been
measuring
and
managing
our
work
basically,
and
whether
we've
got
these
components
done
this
year
and
moving
it
forward
next
year.
We
should
have
all
of
this
wrapped
up.
If
everything
goes
to
plan,
we
will
have
all
of
the
components
built
out
in
2019
and
we'll
be
back
to
you
in
early
2020
with
a
package.
If
you
will
that
will
represent
a
restructured
and
denies
divergency
management
function
that
will
include
an
operational
component
to
it.
B
It
will
close
the
the
people
part
of
it.
The
HR
part
of
it
they'll
include
the
finance
package
and
then
outcome
measures
associated
with
that,
so
we're
on
the
glide
path
toward
that
landing,
and
assuming
that
we
don't
have
more
major
interruptions
or
other
things
that
we
need
to
attend
to
I,
fully
expect
to
be
on
the
glide
path
throughout
next
year.
B
That
does
feed
directly
into
the
request,
then
that
we
made
to
the
mayor
and
that
we're
bringing
forward
today,
one
of
the
components
that
we
need
to
build
out
here
and
one
of
the
major
key
components
of
what
we
do
is
our
cognitive
operations
commonly
the
government
function.
So
Emergency
Management
has
an
outward-looking
face
to
it.
B
We
help
in
the
community
in
times
of
crisis,
in
terms
of
response
and
recovery,
we
work
with
them
in
terms
of
mitigation
and
preparedness,
but
we
also
have
an
internally
facing
function,
and
that
is,
we
have
to
take
care
of
our
own
governmental
functions.
Should
they
be
subject
to
the
same
type
of
disasters
or
other
problems
that
might
be
having
in
the
community.
B
So
if
our
workforce
is
implanted,
if
our
operations
are
impacted,
if
our
facilities
are
impacted,
we
have
to
plan
for
that
and
have
the
capability
to
work
through
that
and
more
importantly,
we
have
to
make
sure
that
we
can
maintain
our
essential
functions
and
our
government
authority
throughout
that
entire
process.
So
continuity
of
operations,
enterprise
continuity
planning-
is
gauged
to
do
just
that,
so
each
tip.
This
is
something
we
launched.
B
This
year
we
use
some
grant
money
to
kick
start
this
off
it's
underway
and
what
the
mirror
is
proposing
here
is
putting
money
in
the
base
budget.
That's
going
to
allow
us
to
carry
this
work
forward
on
an
institutionalized
basis.
The
last
time
this
was
looked
at
seriously
there's
about
ten
years
ago.
B
This
actually
goes
to
fund
a
cloud-based
system
called
bold
planning
that
allows
us
to
input
all
of
the
different
departmental
business
or
economy
plans
into
it,
and
it
lets
us
cross
section
across
all
of
those
different
plans
to
identify
gaps,
single
points
of
failure,
estimate
resources,
deconflict
needs,
so
how
much?
How
much
space
do
we
need
swing
space
we
need
if
City
Hall
goes
down,
recognizing
that
we're
only
going
to
maintain
immediate
response
for
those
essential
functions,
not
everything.
B
B
So
building
is
one
thing
we
want
to
make
sure
that
it
runs
as
its
predicted
and
it
creates
the
results
that
you
expect.
So
that's
what
we're
going
to
be
about
in
2019
and
into
2020
with
the
help
of
that
enterprise
planning
package
that
is
being
put
forward.
So
with
that
and
chair
members,
I'm
happy
to
answer
any
questions.
Thank.
A
You
and
I
do
have
speaker
management
running
and
if
someone
wants
to
test
it
and
add
themselves
into
queue,
and
not
one
hundred
percent
sure
we,
it
is
no
longer
councilmember,
Goodman
and
I
on
the
dais
we've
been
joined
by
councilmember
Schrader
Fletcher
and
rank
so
I.
Welcome
any
questions.
Invite
any
comments
in
the
interim.
I
have
one
director
Lane
in
reading
in
the
change
item
page,
it
seems
the
department
has
already
purchased
this
software.
Yes,.
B
B
Would
be
able
to
find
grant
money
to
continue
to
pay
for
this,
but
one
of
the
macro-level
budget
issues
that's
face
for
emergency
management
is
that
were
quite
grant
dependent
for
the
current
service
level
that
we're
proposing
to
build
out
so
there's
some
element
of
risk
in
that
not
an
immediate
risk,
but
it's
something
that
is
you
think
about
this.
The
you
know
the
question
is
to
what
extent
you
want
to
fund
this
service
based
on
grants
that
may
or
may
not
be
there
in
the
future.
B
These
are
fairly
stable
grants
at
this
point
in
time
we
always
got
about
18
months
of
money
in
the
in
the
queue.
If
you
will
so
we
never
have
to
react
on
the
dime,
but
I
think
the
best
practice
would
be
over
time
would
be
to
move
this
operation
back
to
the
general
fund
and
release
those
grants
further
one-time
uses.
But
you
do
have
an
option
here
sure.
C
C
B
Correct
on
both
counts,
so
this
would
build
it
into
our
base
budget.
It
would
release
$30,000
in
the
grants
we
have
for
some
other
purpose,
so
we
get
about
just
just
shy
of
a
million
dollars
a
year
and
essentially
well
in
a
in
a
federal
grant.
One
of
the
purposes
we
can
use
it
for
is
this.
If
we
use
it
for
this,
that
means
it
doesn't
get
released
to
the
fire
department
and
police
department
or
some
other
use
to
which
it
could
be
legitimately
put
so
there's
a
trade-off.
B
B
A
Thank
you,
I,
don't
see
any
others
in
the
queue
so
I
did
want
to
ask
about
the
results.
Minneapolis,
a
conversation
that
you
had
I
wasn't
part
of
it
directly,
but
I
wanted
to
point
out
that
you're
working
on
your
national
fire
protection
association,
1,600
standards
from
what
it
looks
like
the
size
and
complexity
of
these
tasks
seem
like
quite
a
large
undertaking
and
I
was
curious.
If
you
wanted
to
share
a
little
bit
about
how
that's
going
and
if
you
feel
like
you're
on
track
sure.
B
Yeah
I
think
we
are
in
fact
on
track,
there's
quite
a
bit
to
it
as
if
you've
ever
looked
at
the
standards,
but
it's
a
kind
of
static
standard.
If
you
will,
it's
really
saying
you
know,
do
you
have
in
there's
the
operations
plan
and
it's
a
yes
or
no
type
of
thing?
What
we're
trying
to
do
is
change
from
that
type
of
metric
to
does
the
emergency
operation
plan
serve
the
needs
that
it
does
on
an
ongoing
basis.
B
So
that's
our
the
shift
that
we're
making
overall,
though
I,
think
we're
on
track
to
have
this
wrapped
up
in
substantial
format
by
the
end
of
next
year.
The
results
process
is
the
first
year
we
went
through
results.
I
thought
was
really
informative
and
I
really
appreciate
the
result:
staff
Andrea
and
company
working
with
us,
because
it's
a
little
different
one
you've
got
an
in-flight
reorganization
progress.
He
was
trying
to
get
results
out
of
it,
but
we
were
able
to
come
up
with
a
number
of
things
that
we
can
report
on
with
some
confidence.
B
A
B
We
did
well,
the
the
Super
Bowl
I
think
was
a
great
opportunity
to
actually
accelerate
a
number
of
the
projects
that
we
had
in
mind.
One
of
the
things
that's
on
the
results
list
has
to
do
with
contingent
workforce,
which
is
where
do
we
find
the
staffing?
Obviously,
the
eight
or
nine
of
us
in
the
city
of
Minneapolis
can't
run
a
24
by
7
weeks
at
a
time,
Emergency
Operations
Center.
We
need
to
draw
resources
and
the
rest
of
the
organization,
and
that's
really
by
design
that's
built
into
our
business
model.
B
We
were
able
to
use
the
Super
Bowl
as
a
model
to
start
having
that
conversation
we're
building
directly
on
that
as
we
institutionalize
those
those
changes.
And
how
do
we
work
across
business
units?
How
do
we
work
across
different
bargaining
units
people
with
different
pay
expectations
so
that
they
can
participate
in
this?
B
So
I
think
that
we
got
quite
a
bit
of
work
done
and
obviously
some
great
testing
and
experience
throughout
that
time
period
and
again,
unfortunately,
nothing
happened
of
the
magnitude
that
would
take
it
to
the
EEOC,
but
I
think
that
a
lot
of
people
got
exposure
to
it
and
could
see
how
it
works.
It's
not
something
we
do
very
often,
then
the
opportunity
to
simply
be
in
that
context
and
run
the
systems
is
really
important
for
folks,
particularly
if
that's
the
first
exposure
to
it
so
I
thought
was
ultimately
quite
valuable
from
a
programmatic
standpoint.
B
A
D
B
It's
I
think
it's
something
that
we're
going
to
end
up
having
the
conversation
around
the
final
product
that
we
deliver.
There's
a
number
of
options
about
how
big
and
how
deeply
build
this
so
a
capability
for
a
standing
LC,
for
instance,
that
would
be
appropriate
in
Florida,
where
they
evacuate
and
deal
with
you
know,
hurricanes
is
just
not
going
to
be
the
same.
We
don't
have
the
same
demand
here.
There's
no
reason
to
build
the
same
capability.
B
One
of
the
things
that
came
up
in
results
was
specifically
about
the
EOC
turnaround.
I
think
it's
a
good
example.
Are
we
comfortable
with
standing
up
in
an
hour,
because
that
has
implications
for
staffing
and
resources
and
things
that
we
might
put
the
space
that
we
use
for
the
OSI
in
the
meantime,
if
we're
comfortable
with
three
hours
that
gives
us
different,
looks
for
you
in
the
interim.
B
If
we
want
in
15
minutes
that
means
I
have
to
have
a
hot
ELC
running
24
by
7,
which
I
know
would
never
recommend,
but
you
can
see
that
there's
a
sense
there
that
you
know
what's
what's
the
right?
What's
the
right
balance
right
so
as
we
look
at
the
outcome,
measures
I
think
it's.
Those
measures
are
gonna
frame,
some
of
those
conversations
and
then
we're
just
gonna
have
to
go
through
those
and
make
sure
that
people
are
okay
with
our
recommendations,
we're
not
gonna
just
leave
you
with.
B
What
do
you
think
I
mean
we'll
tell
you
what
our
best
professional
recommendation
is
as
far
as
what
the
level
of
engagement
here
is,
but
we'll
also
tell
you
what
that
means
so
right
now
we
have
ability
to
go
virtual
with
an
EOC,
but
I
can't
tell
you
in
an
hour
the
EOC
is
gonna,
be
physically
active.
It
can't
be
because
right
now,
it's
being
used
for
training.
Sure
so
I
mean
it's
a
trade
off
right.
So
we
have
a
great
multi-purpose
facility
up
there
at
the
OTF,
but
it
comes
using
it
in
that
fashion.
B
That
was
it
the
trade-off
of
having
less
upfront
agility
to
respond
to
a
major
event
again,
I'm
comfortable
with
that,
because
of
the
threat
hazard
risk
picture,
we
have
I
just
want
you
to
be
comfortable
with
that.
So
the
expectations
are
clear.
Somebody
says
we
need
the
EOC
open
in
15
minutes.
No,
no,
that
that's
probably
not
going
to
happen.
A
A
D
Thank
you,
madam
chair.
My
name
is
Casey
Carla,
the
privilege
of
serving
a
city
clerk
and
this
morning
I'm
here
to
present
the
mayor's
2019
budget
proposals
for
city
council,
as
well
as
for
the
office
of
city
clerk
combined.
That
department
budget
is
proposed
to
increase
by
roughly
1.4
percent.
That
takes
us
from
twelve
point
nine
million
dollars
in
the
current
fiscal
year
to
about
thirteen
point,
1
million
dollars
in
2019.
D
These
increases
reflect
routine
inflationary
adjustments
across
the
department,
as
well
as
several
service
enhancements
of
the
mayor
has
included
in
his
recommended
budget,
and
these
reflect
both
one-time
and
ongoing
funding
commitments.
With
your
permission,
I'd
like
to
begin
with
the
City
Council,
which
is
found
on
page
4,
RF
44
in
your
budget
book,
so.
D
Of
the
department,
the
city
council
is
composed
of
13
members,
each
elected
from
separate
wards.
Each
Ward
encompasses
a
little
more
than
32,000
400
residents
based
on
2018
population
estimates.
That
means
that
each
council
number
represents
the
constituency
whose
population
is
larger
than
the
city
of
Brooklyn
Center.
From
a
budgetary
perspective,
the
council
represents
just
over
five
million
dollars
with
a
full-time
staffing
complement
of
39
positions.
This
slide
explains
that
the
City
Council
as
the
legislative
and
chief
policymaking
body
of
the
city
functions
in
three
basic
capacities.
D
First,
in
partnership
with
the
mayor,
the
council
in
acts,
local
legislation
and
public
policies
to
protect
and
promote
the
general
health
safety
and
welfare
of
the
community.
Second,
the
council
oversee
is
the
executive
branch
of
government
through
its
power
of
the
purse
and
through
the
evaluation
of
services
and
programs
that
are
delivered
by
city
departments
and
agencies
and,
finally,
in
addition
to
these
core
legislative
duties
that
are
vested
in
the
full
council,
individual
members
serve
as
Ombudsman
for
their
constituents
and
as
an
extension
of
these
representational
duties.
D
D
So
the
mayor
recommends
$48,000
in
additional
ongoing
funds
for
a
constituent
relationship
management
system.
This
is
often
referred
to
as
a
CRM.
This
system
would
streamline
and
enhance
constituent
service
functions
that
are
performed
by
all
board
offices.
The
existing
system
we
have
does
not
meet
the
operating
needs
of
ward
offices
and
working
in
Colley
and
working
with
colleagues
from
information
technology
department.
We
believe
that
a
smarter
approach
is
to
identify
an
application.
That's
designed
specifically
for
use
by
local
government
officials.
D
A
D
Madam
chair
into
the
council
members,
the
goal
here
is
to
secure
the
funding
and
in
2019
to
do
a
business
needs
assessment
and
partnership
with
IT
and
all
13
Ward's
I.
Think
one
of
the
lessons
learned
from
the
installation
of
the
current
system,
which
is
not
being
used,
is
that
we
didn't
really
get
a
sense
of
a
need
from
policy
makers
and
their
staff
on
what
they
needed
from
a
system.
We
had
access
to
an
existing
system
through
microsoft.
D
D
A
D
We'll
move
to
the
office
of
city
clerk,
this
can
be
found
in
the
budget
book
beginning
on
page
F
26.
It
does
include
office
of
clerk
and
the
elections
and
voter
division
within
the
budget
book,
but
we'll
handle
those
presentations
separately,
we'll
start
with
Clerk,
as
shown
here.
So
this
slide
presents
an
overview
of
who
we
are
what
we
do.
The
office
of
city
clerk
is
the
primary
record-keeping
agency
of
the
city
government.
D
It
fulfills
this
responsibilities
in
two
primary
ways:
first
and
as
clerk
of
City
Council
and
second,
as
the
custodian
of
the
city's
information
assets,
that's
its
papers,
files,
books,
data
and
other
materials,
including
serving
as
keeper
of
the
city's
archival
collections.
From
a
budgetary
perspective,
the
office
of
city
clerk
represents
roughly
5.5
million
dollars,
which
includes
four
million
dollars
in
general
fund
appropriations
and
about
1.5
million
dollars
in
internal
service
charges
which
are
used
to
support
the
document
solution
center
a
unit
within
our
records
and
information
management
division.
D
D
The
first
shown
on
this
slide
is
a
change
request
recommended
by
the
mayor
for
$150,000,
in
one-time
funding
to
support
ongoing
work
of
building
and
implementing
the
enterprise-wide
legislative
information
management
system,
known
as
lens
like
google
for
government
limbs
is
designed
to
provide
user-friendly,
24/7
access
to
legislative
and
policy
information
for
the
city
council
and
its
standing
committees
when
fully
implemented.
Our
vision
is
to
extend
the
system's
functionality
of
Limbs
to
all
City
committees
boards
commissions,
in
order
to
create
a
single
point
of
access
for
all
users,
internal
and
external.
To
this
data.
D
This
requested
funding
would
enable
the
clerk's
office
to
continue
refining
its
existing
internal
workflows,
improve
our
search
functionality
of
the
overall
system
and
support
the
conversion
and
migration
of
historical
data.
For
permanent
preservation
and
limbs
as
the
designated
electronic
repository
of
those
records,
Nimr
also
recommends
$110,000
in
2019
funding,
with
$28,000
on
going
into
the
five-year
projected
timeline
to
support
the
acquisition
of
a
records
management.
Physical
asset
inventory
system.
Currently,
the
clerk's
records
and
information
management
division
manages
two
central
storage
locations
for
inactive
records
in
support
of
all
city
departments.
D
One
is
located
in
the
city
hall
clock
tower
and
the
other
is
currently
in
the
Limington
parking
ramp
between
both
of
these
sites.
The
division
maintains
approximately
18,000
boxes
of
inactive
records
for
the
city
enterprise.
However,
the
division
lacks
an
asset
management
system
that
would
support
efficient
logging,
tracking
and
reporting
functionality
to
identify
those
boxes
and
their
locations.
Instead,
the
exact
location
of
these
thousands
of
boxes
is
kept
in
both
of
these
storage
locations
is
resides
in
one
full-time
employee
and
that
fact
puts
the
city
at
a
significant
level
of
risk.
D
From
a
data
governance
perspective,
the
proposed
funding
would
be
used
to
acquire,
configure
and
implement
an
enterprise-wide
asset
management
system
that
could
be
used
to
bar
scan
all
boxes
that
are
put
in
the
division
storage.
It
could
also
be
configured
to
integrate
with
other
enterprise
systems,
thereby
enabling
better
search
capacity
and
limiting
the
potential
for
duplicate
of
data
entry
errors.
The
department
has
submitted
this
request
each
year
since
2012.
However,
the
plans
to
open
the
city's
new
public
service
building
make
it
more
urgent
if
implemented
next
year.
D
The
mayor
has
also
recommended
$15,000
in
one-time
funding
for
a
master
data
practices
document
reviewed
contract
to
be
managed
through
the
clerk's
records
division
in
support
of
enterprise
work
to
expedite
responses
to
requests
for
public
data.
The
goal
here
is
to
provide
a
pool
of
qualified
specialists
document
reviewers
from
the
legal
discovery
industry
that
could
be
temporarily
hired
to
amplify
the
work
of
our
small
permanent
team
as
they
review
redact
and
ready
data
for
release
in
response
to
the
significantly
growing
volume
of
data
requests.
D
The
city
has
received
this
kind
of
Master
contract
would
be
particularly
helpful
for
larger
cross,
departmental
kinds
of
requests,
for
example,
requests
that
involve
retrieving
reviewing
redacting
and
readying,
potentially
responsive
data
from
the
clerk,
from
attorney
from
police,
elected
officials
and
from
other
departments.
These
supplemental
resources
could
then
be
used
in
such
cases
to
complete
the
scope
of
work
without
overwhelming
the
existing
small
core
team
in
place.
Today.
D
The
benefit
of
using
experienced
document
reviewers
with
a
background
in
legal
discovery,
is
that
these
contract
workers
could
then
be
rapidly
deployed
on
a
short-term
basis
to
cover
unexpected
spikes
and
requests
volume.
The
clerk's
office
proposes
to
use
this
one-time
funding
determined
to
determine
the
validity
of
this
approach.
It's
based
on
a
smaller
experiment
that
the
office
has
already
been
conducting
over
the
last
few
months,
which
has
proven
to
be
a
success.
If
this
enterprise
contract
approach
is
successful,
we
would
anticipate
returning
in
future
years
to
ask
for
permanent
funding
to
address
these
challenges.
D
We
propose
that
the
clerk's
records
division
would
administer
the
enterprise
contract
consistent
with
the
role
the
division
plays
in
performing
the
duties
the
city
clerk
is
assigned.
As
the
city's
designated
responsible
Authority
that
completes
my
review
of
the
mayor's
proposed
budget
for
the
office
of
city
clerk
I'm
happy
to
respond
to
questions
about
the
clerk's
office
or
continue
to
elections
and
voter
services.
Thank.
A
D
Madam
chair,
in
terms
of
design
and
development
of
limbs,
we
partnered
with
several
community
groups
and
have
been
working
with
neighborhoods
and
community
groups
since
its
launch,
officially
in
September
of
last
year,
to
explain
the
use
of
the
system
and
how
to
use
it
to
access
timely
information
about
council
and
committees,
in
particular.
The
response
that
we've
received
both
online
in
person
at
these
sort
of
presentations
that
we've
done
has
been
very
positive.
People
appreciate
the
information
that's
been
given
to
them.
D
A
D
D
The
full
request
that
we
put
in
was
unable
to
be
included
in
the
mayor's
recommended
budget,
so
there
will
be
another
request
coming
up
for
2020
in
future
years
to
complete
that
scope
of
work,
assuming
that
we
do
want
to
provide
a
single
point
of
access
to
all
data
for
the
council,
its
committees,
independent
bodies
and
appointed
boards
and
commissions
the
functionality
of
creating
one
calendar.
One
portal,
one
search
engine
quite
robust:
it
does
serve
the
entire
enterprise,
all
22
departments
use
limbs.
The
challenge
has
been
finding
permanent,
ongoing
funding
for
this.
D
Thus
far,
the
funding
has
come
through
vacancy
savings
in
the
clerk's
office
year
in
fund
savings.
There
have
not
been
allocations
yet
to
date
that
have
been
for
the
system.
It's
been
finding
it
in
existing
pockets.
This
is
the
first
time
we've
been
recommended
on
a
funding
allocation
within
the
budget.
It
will
hopefully
provide
for
us
the
most
important
piece
of
moving
what
we
have
now
on
the
city's
networks
to
off
source
that
to
our
vendor.
D
We
look
to
do
that
in
2019,
so
that
the
vendor
really
becomes
the
back-end
IT
repository
for
us
and
gives
us
greater
control
over
managing
that
data.
Future
phase,
two
items
that
we'd
call
it
are
getting
the
city's
boards
and
commissions
and
independent
bodies
merged
in
two
limbs
and
then,
of
course,
the
larger
work
that
goes
on
is
taking
the
historical
data,
not
just
for
council
notes,
committees,
past
2014,
which
is
in
the
current
system,
but
as
far
back
as
we
can
and
all
of
those
boards
and
commissions
and
converting
those
agendas.
D
Those
reports
those
minutes
into
limbs
so
that
that
becomes
the
permanent
and
official
electronic
repository
for
all
of
that
data.
That
is
a
very
complex
undertaking
and
it
will
not
happen
in
a
short
amount
of
time.
It
also
has
to
happen
in
conjunction
with
the
larger
Enterprise
moved
to
a
new
digital
services
platform,
and
so
that
work
has
to
be
carefully
coordinated
between
our
office,
the
departments
that
support
Worth
and
commissions
and
then
with
IT
and
communications,
on
that
larger
enterprise
project.
Super.
F
A
F
You
very
much
sure
so
I'm
going
to
open
up
by
sharing
some
information
and
then
would
love
your
input
and
feedback
to
help.
Council
members
anticipate
some
of
these
changes.
So,
as
you
know,
we've
been
working
on
municipal
ID
for
the
last
year
and
the
intention
is
to
house
the
municipal
ID
program
in
the
clerk's.
You
know
function
and
you
can
kind
of
explain
more
the
details
about
kind
of
where
and
how
so
right
now
I
believe.
There's
a
$200,000
allocation
that
well
the
in
the
mayor's
proposed
budget.
F
He
proposed
$200,000
for
the
municipal
ID
program.
We
are
continuing
to
refine
that
budget.
It'll
it'll
probably
be
higher
than
that,
because
if
this
is
a
startup
program,
this
is
the
first
time
we're
doing
this.
So
there's
a
lot
of
upfront
costs
that
we
have
to
invest
to
get
the
program
up
and
running
that
we
don't
foresee
having
to
replicate
as
heartily
in
years
to
come,
but
to
get
it
up
and
running.
Get
the
foundation
set,
get
the
program
to
be
easy
to
access
and
to
issue
cards
next
year.
F
We're
looking
at
what
that
final
price
tag
is
going
to
be
so
$200,000
is
a
good
start,
but
I
know
that
the
community
will
likely
come
during
the
public
hearings
to
request
more
funding
for
that,
and
so
I
did
want
to
just
note
that
there
are
two
upcoming
meetings
than
the
municipal
ID
work.
One
is
a
coalition
meeting
that
happens
out
in
the
community
and
that'll
be
next
Monday,
the
22nd
at
6:00
p.m.
F
at
the
White
House
and
then
the
second
meeting
is
an
internal
monthly
meeting
that
we
have
with
city
staff,
to
figure
out
the
inner
workings
of
the
program
and
how
to
make
sure
that
it's
successfully
implemented,
and
that's
that
takes
place
once
a
month,
and
so
the
October
meeting
already
happened.
The
next
one
will
be
November
13th
at
10:00
a.m.
in
room,
3,
3,
3,
so
I'll
forward
you
an
email
about
information
that
I
would
just
love
to
see.
F
D
Madam
chair
councilman
Burke
on
oh,
the
$200,000
that
the
mayor
has
allocated
as
a
preliminary
or
initial
funding
allocation
for
the
city's
municipal
heidy
program
is
actually
not
housed
in
the
clerk's
office.
It
is
from
a
budget
perspective
put
into
the
coordinators
office
and
I'm
sure
that
ms
rivera
van
der
Meyde
will
be
addressing
that
in
her
presentation,
which
is
next
in
terms
of
program
administration,
the
clerk's
office.
F
Yeah
I
think
that's
a
good,
a
good
start
and
good
information
for
councilmembers
I
just
want
us
to
know
that.
There's
going
to
be
more
discussion
about
this,
leading
up
to
our
final
budget
vote
on
December,
7th
and
and
there's
still
some
loose
ends
that
we
really
need
to
tighten
up
to
make
sure
that
the
foundation
of
this
program
is
set
and
ready
to
go
for
next
year.
So
I
appreciate
the
intro
preview
and
we'll
be
talking
more.
G
Just
under
the
I'm
sure
we're
gonna
get
a
briefing
on
the
municipal
ID,
but
I'm
curious
when
we
start
talking
about
data
practices,
how
people
who
send
in
their
information
to
get
a
municipal
ID
will
be
covered
by
data
practices
under
the
city.
Ordinance
I,
don't
see
how
we
what
happened
that
I'm
worried
about
the
unintended
consequence
of
all
of
these
folks
kind
of
giving
us
their
name.
G
But
if
they're
not
shielded
from
data
practices,
we
should
be
looking
at
that
too,
because
we
don't
want
to
like
be
leading
everybody
into
a
fishbowl
and
then
having
somebody
explode,
the
fishbowl
that
would
make
the
situation
worse
and
so
we're
there's
I,
see,
there's
some
money
for
enterprise,
wide
contract
amendments
for
data
practices.
But
how
does
the
municipal
ID
feed
into
that
I?
Don't
think
it's
acceptable
to
say?
Well,
we
can
turn
the
other
eye
or
delay
a
request
in
this
horrible
environment.
F
You
so
I
appreciate
the
question,
and
this
is
why
again
fighting
folks
to
come
to
the
internal
meetings
where
we're
having
these
discussions
about
this
very
sensitive
topic.
So
what
I
wanted
to
say
is
that
we've
spent
significant
significant
amount
of
time
looking
at
this
issue,
and
we
have
andrian
leaf
from
the
City
Attorney's
Office
who's
the
lead
on
this
and
the
expert
on
this.
F
Our
data
practices,
laws
in
the
state
are
quite
different
from
other
states
that
have
a
municipal
ID
like
New
York,
like
Detroit,
and
so
we
are
taking
a
very
careful
approach
at
this
conversation.
I
do
want
to
preface
it
by
ensuring
well,
maybe
not
ensuring
but
inviting
you
to
talk
about
this
ID
as
the
ID.
That's
for
everyone,
so
I
don't
want
us
to
make
assumptions
that
this
ID
is
for
one
specific
population
or
another
I
anticipate
that
everyone
who
wants
to
show
their
pride
in
Minneapolis
and
what
Minneapolis
is
about
we'll
go
get
one.
F
F
So
Jamie
Makepeace
from
the
mayor's
office
has
been
really
involved
in
hands-on
and
making
sure
this
program
is
strong
and
successful.
I
think
that
all
of
your
concerns-
councilmember
Goodman,
are
very,
very
good
and
we
have
all
been
very
sensitive
to
that
conversation.
It's
not
a
conversation.
I
think
we
should
have
right
now.
I
think
the
internal
workgroup
meeting
that
we're
having
on
November
13th
could
be
a
really
great
way
for
you
to
plug.
F
They're
asking
questions
they're
looking
at
information,
I
personally
have
met
with
Jan
Callison
to
ask
for
her
support
for
this
effort
and
to
allow
us
to
partner
with
the
County
Library
System,
and
that
is
a
ongoing
discussion
that
we
are
continuing
to
push
on
and
to
request
help
from
the
county
on
that.
So
I
think
it
would
be
best
to
have
this
program
driven
conversation.
G
I'm
sure
I
didn't
bring
this
topic
up
I'm
just
looking
at
this
data
practices,
review,
contract
information
and
worrying
about
what
happens
if
people
status
not
protected,
I'm
sure
I'm,
like
the
last
on
the
totem
pole,
to
be
concerned
about
that,
but
we're
talking
about
data
practices.
You
brought
about
that
so
I'm
asking
that
question
not
because
I
have
some
nefarious
negative
feeling
about
municipal
ID,
but
because
I
think
that
I'm
worried
that
people's
and
I've
been
the
target
of
many
data
practices
requests
of
late.
Probably
you
have
two.
G
D
No
meter
I
would
only
add
to
that.
As
the
council
member
has
said
and
very
succinctly,
it's
not
a
topic
that
anyone
that's
been
working
on.
This
hasn't
raised
as
a
concern.
There
are
multiple
levels
of
employees,
with
expertise
in
the
law,
within
data
management,
governance
and
release
of
that
data
that
have
been
exploring
not
only
the
risk
assessment
and
potential
exposure
of
the
city
and
those
who
might
be
interested
in
getting
a
minutes.
D
Lady
cart,
but
also
our
ability
to
keep
data
retained
in
a
way
that
it
would
not
expose
people
unnecessarily
to
risk,
and
so
I
would
only
offer
assurances
in
line
with
what
councilmember
Khanna
said
that
the
city's
best
people
not
me
the
attorneys.
A
lot
of
people
very
smart,
very
concerned
have
been
fully
engaged
on
this
topic
and
continue
to
be,
and,
as
the
councilmember
said,
it
is
the
focus
of
much
much
work
between
the
city's
group
and
its
partners.
Stakeholder
groups
that
are
involved
in
this
program.
A
Thank
You
mr.
Clerk
I'm
the
note
of
the
$15,000
for
additional
data
practices.
Help.
Can
you
just
help
to
share?
How
far
will
that
go?
I,
don't
even
know
that
that
will
adequately
pull
us
out
of
the
hole
of
the
flood
of
requests
that
we
get.
So
could
you
share
a
little
bit
about
what
$15,000
even
means
for
data
practices?
Madam.
D
Chair
this
was
a
plot
of
the
error
request.
We
have
been
working
in
the
clerk's
records
division,
the
last
few
months
with
contract
staff
that
we
were
able
to
locate,
who
do
have
backgrounds
and
document
preparation,
redaction,
review
legal
discovery,
types
of
qualifications
that
additional
or
amplified
capacity
within
that
small
team
has
been
incredibly
helpful
in
addressing
the
backlog
of
requests
that
the
city
has
right
now.
D
My
anticipation
is
not
far,
but
it
is
a
start
and
it
would
allow
us
to
develop
the
metrics
to
report
back
to
you
how
much
it
really
does
take
in
terms
of
time
and
budget
and
resources
so
that
in
the
future
we
could
come
back
with
more
information
right
now.
We
just
don't
even
have
the
data
to
share
about
how
effective
this
approach
could
be.
D
D
So
beginning
this
year,
the
finance
department
has
separated
the
elections
and
voter
services
division
out
of
the
office
of
city
clerk
just
financially
and
from
an
accounting
perspective
to
better
track
an
account
for
the
volatility
that
is
inherent
to
budgeting
for
elections
across
our
four-year
election
cycle.
Details
for
the
elections
and
voter
Services
Division
are
included
within
the
office
of
city
clerk
in
the
budget
book
and
again
that
begins
on
page
F,
26,
so
from
a
department
overview
perspective.
The
elections
and
voter
services.
D
Division
under
the
office
of
clerk
ensures
that
the
city
is
prepared
to
conduct
an
election
whenever
required.
It
performs
all
of
the
duties
prescribed
under
various
federal
state
and
local
laws
related
to
election
administration
for
the
city
clerk
as
chief
elections,
official
of
the
city
of
Minneapolis
from
a
budgetary
perspective,
the
elections
and
voter
Services
Division
represents
just
over
2.3
million
dollars
with
a
full-time
staffing
complement
of
seven
positions.
This
slide
provides
a
high-level
synopsis
of
the
major
programs
and
services
within
the
elections
and
voter
Services
Division
in
terms
of
change
items.
D
The
mayor
proposes
ongoing
funding
of
three
hundred
thousand
dollars,
beginning
in
2019
and
carrying
forward
in
future
years
within
the
projected
five-year
budget
timeline.
This
is
to
provide
for
a
new
all-in-one
facility
for
the
elections
and
voter
services
division.
This
would
Co
locate
all
operations
into
a
single
facility,
including
headquarters
and
administrative
operations,
our
warehouse,
logistics,
absentee
balloting
training
and
other
election
related
programs.
D
The
caveat
here
that
I
would
add
in
Sonic
at
the
add-on
that
this
would
also
be
the
location
currently
being
proposed
for
the
housing
of
the
program
administration
related
to
the
missile
ad
program.
So
when
we
speak
about
the
elections
and
voter
services
programs,
it
is
proposed
that
when
that
program
is
launched,
it
would
be
housed
from
an
administrative
standpoint
in
conjunction
with
elections
and
voter
services.
So
currently
the
small
team
of
election
administrators
are
forced
to
divide
their
team
between
multiple
locations
we
are
currently
when
we
get
into
election
mode
on
every
floor.
D
We
have
a
presence
on
every
floor
here
in
City
Hall.
Of
course,
we
have
our
early
vote
center
across
the
street.
We
have
the
elections
warehouse
located
in
Northeast,
Minneapolis
and,
of
course,
multiple
other
sources
or
sites
that
are
usually
least
based
on
the
requirements
of
a
specific
election
or
election
year,
and
this
creates
operational
inefficiencies
and
challenges
to
managing
the
core
work
of
planning
and
administering
an
election,
particularly
as
staffing
amps
up
as
we
get
closer
and
we
start
to
recruit
our
seasonal,
our
temporary
and
then
our
full
election
workforce.
D
This
proposal
from
the
mayor
would
fund
the
anticipated
rent
for
a
single
facility
where
all
of
our
election
function
functions
could
be
co-located,
although
a
location
has
not
yet
been
identified.
Staff
are
currently
searching
for
space
to
move
to
in
2019
and
that's
important
because,
first
and
foremost,
the
retrofit
plans
for
City
Hall
after
the
new
public
service
building
is
opened
in
approximately
2020,
and
we
go
to
retrofit
this
building
that
it
does
not
show
elections
being
in
the
space
any
longer.
So
we
would
be
homeless
in
2020
or
20
21
with
elections.
D
So
we
would
need
a
home
to
move
to
in
advance
of
that.
More
importantly,
we'd
like
to
move
in
2019,
because
2020
is
an
election
year.
It
happens
to
be
the
presidential
year.
It
also
happens
to
be
the
year
we
do
census
and
that,
following
that
is
redistricting.
The
elections
and
voter
services
team
plays
a
key
role
in
all
three
of
those
elements.
So
we'd
like
to
be
in
a
new
home
before
we
have
to
undertake
the
presidential,
the
census
and
redistricting
that
completes
my
review
of
the
mayor's
proposed
budget
for
elections
and
voter
services.
A
D
A
D
D
A
Next
up,
we
have
Maria
Rivera
van
der
Meyde,
the
city
coordinators
budget.
I,
do
want
to
note
that
we
won't
be
having
a
separate
presentation
from
igr
this
year.
That's
because
they
don't
have
a
new
budget.
Ask
a
change
item
budget
ask!
But
we
did
you
see
mr.
Ranieri
in
the
audience.
Jane
Ranieri
is
here
with
us
and
please
feel
welcome
to
ask
or
comment
on
some
of
their
work.
I
found
some
of
their
results.
Efforts
pretty
pretty
interesting
in
and
I
will
have
a
question
later
on
in
the
presentation
for
you.
So.
H
Thank
you,
madam
changing.
My
name
is
Maria
Rivera
van
der
Meyde
I
am
the
city
coordinator
and
I'm
so
pleased
that
Jane
is
able
to
join
us
and
I
know
that
he
is
prepared
to
answer
and
respond
to
any
questions.
I
gr
is
a
tremendous
partner
for
the
city,
and
so
I
know
that
the
work
that
they
have
been
doing
has
been
particularly
with
this
administration,
has
been
very
creative
and
fast-moving
for
the
city
coordinator,
department
I'll
be
focusing
just
four
on
our
office
for
today's
presentation
as
a
mayor's
proposed
budget.
H
I
will
start
with
what
has
been
my
priority,
both
in
the
mayor's
office
and
I
share
with
you
counsel,
which
is
an
FTE
for
the
race
and
equity
division.
Race
inequity
is
part
of
our
work
that
we
have
taken
on,
not
just
as
a
goal
and
a
value,
but
with
last
year's
passage
of
the
division
of
race
and
equity
ordinance
there
are.
H
It
really
codifies
some
of
the
work
that
we
want
to
move
forward,
so
this
request
really
speaks
to
adding
an
additional
FTE
and
some
programming
dollars
that
had
not
heretofore
been
added
in
the
previous
budgets.
Right
now
we
have
one
person
who
is
solely
dedicated
to
enterprise
to
advancing
our
work
as
a
City
Enterprise
in
equity.
We
have
some
additional
folks
that
are
funded
by
kreski
dollars
for
the
recast
grant,
so
there's
really
resilience
focused
out
in
community,
but
in
terms
of
advancing
our
own
efforts
here
in
the
city,
enterprise.
H
That
is
the
work
of
one
person,
and
then
we
supplemented
that
person
with
a
part-time
contract
temporary
contract
that
we've
cobbled
together
with
salary
savings
over
the
years.
So
this
is
really
an
attempt
to
fully
fund
an
FTE
in
order
to
support
not
just
additional
capacity
through
the
city,
but
also
some
of
the
racial
equity
action
plan
that
has
been
required
and
the
racial
equity
Community
Advisory
Committee
that
had
been
formed
by
the
race
and
equity
division,
so
that
will
continue
to
move
forward
as
of
2018.
H
Some
of
the
examples
of
their
work
is
hosting
over
45
trainings
for
city
staff
and
community
members
with
around
500
participants.
They
have
taken
over
the
trends,
equity
summit
responsibilities
and
we
just
recently
had
a
very
successful
5th
annual
summit.
They
facilitated
10
conversations
at
10
at
conferences
with
a
total
of
250
participants
at
those
different
conversations,
and
they
started
for
the
first
time,
the
inaugural
racial
equity
coordinator,
or
so
as
part
of
leveraging,
because
we
are
fully
aware
that
we,
as
a
city
coordinators
office,
do
not
singly
own
racial
equity.
H
It
is
a
responsibility
that
we
really
place
upon
all
our
departments
and
our
divisions.
We
have
asked
our
departments
across
the
enterprise
to
lend
us
folks
that
have
been
trained
to
build
capacity
across
the
enterprise
so
that
again,
the
work
of
this
embedding
racial
equity
into
our
systems
and
dis
Manning
institutional
racism
does
not
fall
on
one
single
person.
I
mentioned
a
little
earlier
that
we
just
hosted
the
Train,
the
fifth
annual
trans
equity
summit.
H
We
have
done
so
in
the
past,
with
$15,000
that
really
goes
towards
venue
and
hosting,
and
some
of
those
programmatic
changes
of
putting
on
an
event
of
this
nature
this
year.
Because
of
the
space
can't
race,
it
was
at
Hennepin
Theatre
Trust.
There
were
we
had
to
cap
off
registration,
and
so
there
were
over
about
300
registrants,
but
over
the
last
year's,
where
we
were
able
to
held
it.
For
example,
the
convention
center
from
its
onset,
it
has
doubled
from
where
it
started
around
180
participants
to
at
our
height
last
year
it
was
369.
H
It
continues
to
be
a
forum
that
is
really
community
focused
and
lends
a
voice
to
our
transgender
community
and
gender
non-conforming
community
that
they
otherwise
would
not
have
a
space
in
which
to
provide.
It
is
followed,
we
provide
the
ability
and
we
put
forward
the
equity
summit
we
have
now,
as
this
is
a
second
year
that,
following
our
partners,
have
put
on
kind
of
a
business
opportunities,
fair
the
following
day,
and
so
those
have
been
highly
successful.
Every
survey
that
we
have
done
afterwards
really
praised
the
city
for
advancing
this
work
as
that
moves
forward.
H
Our
next
budgetary
request
from
the
mayor's
proposed
budget
is
really
around
energy
and
climate
sustainability
in
particular.
There
are
some
considerable
budget
requests
in
this
in
this
proposal.
Specifically,
as
many
of
you
know,
as
all
of
you
know,
this
is
one
that
really
focused
last
year
with
the
use
of
franchise
fees,
and
how
do
we
use
franchise
fees
to
really
think
about
new
and
expanded
sustainability
systems?
H
I'm
really
proud
to
say
that
our
sustainability
team
and
again
I
welcome
Kim
hae
B
in
addition
to
that
team,
who
has
really
been
super
supportive
and
really
leading
this
team
forward
as
that
moves
forward,
as
the
work
continues
to
move
forward
to
solidify
and
to
really
work
with
community
about
what
those
priorities
are.
So
this
request
identifies
three
specific
priorities
though
there
are.
The
goal
is
to
engage,
as
we
did
last
year,
both
policymakers
and
community
members
in
some
of
the
priorities
for
the
use
of
funds
in
the
following
year.
H
So
specifically,
there's
one
FTE
to
work
with
the
430
434
largest
commercial
businesses.
That
is
work
that
is
ongoing
right
now
with
a
contract.
It
replaces
a
part-time
contract
that
we've
had
in
place
for
the
last
four
or
five
years,
and
we've
been
very
successful
in
that
program
and
we'd
like
to
see
that
continue.
H
We
also
wanted
to
this
has
been
a
request,
and
this
has
been
a
conversation
that
we've
had
with
council
over
the
years,
as
well
as
expand,
multifamily
building
benchmarking
to
multifamily
buildings
and
we're
hoping
to
with
one
FTE,
expand
that
to
300
buildings
and
550
thousand
housing
units
across
the
city.
We
also
are
seeking
an
FTE
to
engage
in
state
regulatory
energy
policy,
primarily
with
PUC.
The
work
with
the
PUC
is
extensive.
H
We
are
often
asked
to
comment
and
to
prepare
a
variety
of
considerations
to
make
sure
that
we
allow
we
let
the
PUC
know
what
our
sort
of
primary
policy
focus
is,
and
that
is
that
is
heavy-lift
oftentimes,
and
so
this
would
be
able
to
move
forward
with
that.
We
are
hoping
to
match
that
with
an
initial
grant
that
we
received
from
McKnight,
and
so
that
will
move
forward
with
an
FTE
if
we
are
so
granted
that
and
then
finally
there's
an
additional.
H
The
remaining
amount
of
those
monies
is
really
hopefully
spent
on
expanded,
Energy
and
Climate
programs,
and,
as
we
did
last
year,
that
is
one
that
we
invited
our
advisory
boards,
both
evac
and
siak,
to
come,
share
their
thoughts
to
work
with
sustainability
staff
and
policy
makers
through
the
clean
energy
partnership
as
well,
and
bring
that
forward
to
Council.
As
that
moved
on
this
is
work.
I
should
say
that
there's
a
variety
of
results
of
what
we
did
last
year
for
2018.
We
saw
some
results
and
mind
you.
H
This
is
a
partial
year
because
we
went
through
in
the
beginning
of
the
year
identifying
what
the
priorities
for
last
year's
funds
would
be.
So
in
that
partial
year
there
were
a
hundred
and
fifteen
no-cost
Home
Energy
Squad
visits
in
the
green
zones
and
with
low-income
households
across
the
city.
There
are
at
least
80
additional
remainder
in
this
year
and
we
hope
to
include
ESAT
to
a
thousand.
Next
year
there
were
14
0
%
loans
for
insulation
and
air
sealing.
The
goal
for
2019
is
a
hundred
and
forty.
H
H
Our
next
proposal
really
focuses
on
our
creative
sector
and
I
should
say
our
next
two
proposals
focus
on
our
creative
sector
as
part
of
the
creative
city
index.
What
we've
realized
is
that
we
have
grown
at
a
pace
at
a
creative
sector.
Growth
has
grown
about
ten
point
four
percent
across
Minneapolis,
and
it
is
extremely
robust
area
that
what
we
have
found
is
that
it's
not
for
lack
of
opportunities,
perhaps
lack
of
insight
into
where
to
get
additional
resources.
H
And
how
do
we
support
those
creative
sector,
businesses
and
creative
entrepreneurs,
particularly
in
sort
of
more
business
practices,
how
to
obtain
financing,
how
to
obtain
resources,
how
to
create
business
plans
to
go
to
a
bank
and
so
forth?
So
the
creative
index
is
slated
to
come
before
council
as
a
policy
discussion
and
a
presentation
in
November
of
this
year,
but
working
together,
and
particularly
when
a
highlight
a
councilmember
right.
Support
of
the
a
step
program
is
to
really
create,
in
conjunction
with
cpad
a
creative
sector
support
program
that
speaks
to
technical
assistance.
H
As
we
spoke
with
creative
entrepreneurs.
What
they
really
wanted
is
perhaps
an
opportunity
fair.
If
you
will
to
network
to
be
on
panel
discussions
about
how
to
advance
the
business
of
the
creative
sector
forward,
and
so
we
would
hope
to
partner
and
continue
partner
with
CPD,
to
develop
an
opportunity
fairs
under
this
a
stat
program.
H
The
following
request
is
a
creative
City
challenge.
Each
year
the
city
moves
forward
with
a
temporary
art
installation.
It
is
conceived
as
a
showcase
to
really
identify
Minneapolis
communities.
It
is
a
temporary
installation
that
in
the
past,
few
years
has
moved
to
the
Commons
from
the
convention
center
where
it
originally
started.
So
funds
for
this
request
will
allow
us
to
continue
our
partnership
with
northern
spark
to
move
this
forward.
H
As
of
last
year's,
northern
spark
was
fifty
thousand
attendees
with
about
53%
of
them
from
Minneapolis,
and
what
we
found
was
in
the
part
of
the
funds
also
go
to
surveying
and
to
creating
metrics
to
this,
that
the
festival
produced
11
million
media
impressions
with
63
artist
projects,
12
of
which
were
presented
in
the
Commons.
So
that
became
a
major
programming.
H
H
The
next
request
that
is
in
the
mayor's
proposed
budget
really
speaks
to
partnerships,
and
this
is
one
where
we
have
had
in
past
council
conversations
some
work
that
we
have
really
tightened
up
across
the
enterprise,
some
of
those
partnership
contracts
as
we
move
forward.
This
really
provides
funding
for
those
citywide
partnership
agreements
that
are
high,
some
of
them
in
our
office,
some
of
them
across
city
departments.
H
But
our
request
was
really
to
make
sure
that
those
followed
the
public
purpose
guidelines
that
our
friends
in
finance
make
sure
that
we
follow
that
they
include
deliverables
that
they
are
not
just
pass
throughs,
and
so
we
have,
over
the
past
few
years,
partnered
with
finance
and
our
enterprise
departments
to
really
tighten
those
up.
Past
partnerships
are
seen
on
this
and
some
of
those
are
statutory.
As
we
look
look
at
that,
for
example,
the
there's
$31,000,
which
is
a
statutory
contribution
to
the
Minnesota
Historical
Society,
the
st.
Anthony's
Falls
heritage
board.
H
We
have
used
those
funds
in
the
past
for
the
sitter
reader
Cedar
Riverside,
for
supporting
the
Opportunity
Center
for
gare
everybody
in
and
for
the
Midtown
community
works
project.
Funds
in
this
particular
proposal
also
includes
$75,000
to
mPHA
and
for
enhanced
security,
a
one-time
request
that
they
have
requested
for
the
mayor's
office.
It
also
includes
125,000
for
greater
MSP.
The
subject
of
greater
MSP
has
been
one
of
great
debate
over
the
past
few
years
and
I'll
say
that
this
year
we
have
really
significantly
changed
and
asked
for
more
metrics
and
more
deliverables
in
their
contract.
H
We
are
happy
to
say
that
what
we've
seen
is
more
support
for
some
small
business
support.
Smaller
and
midsize
business
support
are
perhaps
I
wouldn't
say
criticism,
but
our
note
to
greater
MSP
has
been.
There
has
been
a
lot
of
emphasis
on
our
larger
business
development
and
that
this
is
an
opportunity
to
really
support
some
of
our
small
and
midterm
business,
and
they
have
been
helping
to
provide
technical
assistance
in
the
form
of
site,
support
expansion,
planning
and
connecting
them
to
businesses.
That
would
enable
the
small
firms
to
grow.
H
I'll
say
that
we've
also
asked
some
of
our
partners,
and
cpad
would
know
more
about
this.
If
you
require
more
information
about
the
value
of
Greater
MSP.
But
hearing
from
our
HR
partners
in
particular,
greater
MSP
is
a
critical
partner
for
recruitment
and
internship
program
according
to
them
in
particular,
make
it
MSP
is
one
of
the
most
useful
tools,
sources,
networks
we
have
for
recruitment,
and
so
we
have
been
able
to
move
some
of
that
forward
with
them.
H
I'm
sure
that
David
Frank
has
additional
metrics
and
the
impact
of
greater
MSP,
but
some
of
those
funds
fall
through
there.
There
is
also
funds
in
this
request
for
two
new
partnerships:
25,000
for
the
Mid
Continent
ocean
oceanographic
institute,
which
is
a
funky
name
by
design.
It
is
follows
a
national
as
an
initiative.
It
is
$25,000
and
it
provides
creative
writing
and
tutoring
programs
to
underserved
K
through
12
students
and
I
believe
those
were
well
I,
believe
those.
H
But
that
was
a
part
of
a
conversation
that
the
mayor
had
with
councilmember
Warsaw
me
and
then
finally
$10,000
to
support
the
community
Peace
Garden
in
Cedar
Riverside
neighborhood,
this
30,000
square
foot,
Peace
Garden,
has
been
in
place
for
quite
a
while.
It
currently
has
40
members
of
the
nearby
Korean
community
that
serve
it,
and
it
really
is
a
support
for
a
community
endeavor
again
also
in
Ward
six.
H
We
have
enterprise
engagement
funds,
as
many
of
you
recall
a
few
years
ago,
there
were
a
multitude
of
requests
from
a
variety
of
departments,
not
just
under
the
coordinator
department,
perhaps
across
the
enterprise,
that
almost
totaled
half
a
million
dollars
in
community
outreach
and
community
engagement
and
so
forth.
So
what
then,
at
the
time
we
decided
to
do,
was
pool,
at
least
for
the
coordinators
office
or
Department,
to
pull
those
resources
in
a
singular
pool.
It
coincided
with
the
creation
of
the
engagement
design
team,
which
again
we
encourage
all
departments
to
come
to.
H
It
is
a
team
that
is
comprised
of
NCR
communications,
race
and
equity
arts
in
the
creative
economy,
300
and
the
clerk's
office.
It
is
singular,
a
singular
one-stop
to
make
sure
that
the
funds
and
the
monies
that
we're
going
to
use
towards
engagement
are
actually
well
directed
and
we
encourage
all
departments.
Well,
we
don't
obligate
that,
but
we
encourage
all
departments
to
stop
there
first
and
where
we
have
been
able
to
support,
or
there
have
been
mandates
from
policy
directives
that
require
engagement,
such
as
minimum
wage
or
sick
leave.
H
The
target
market
program
that
did
not
have
dollars
attached
to
it,
we've
been
able
to
tap
into
that
pool
of
resources
to
provide
engagement
and
reach
out
to
constituents,
as
those
programs
were
moving
forward
and,
finally,
there's
a
actually
I,
don't
know
if
it's
finally
not
finally,
but
there's
a
request
and
a
placeholder
for
municipal
ID.
So
as
a
conversation
previously
was
happening.
Certainly
it
is
ongoing
and
I
echo
the
statements
by
others
that
certainly
the
concerns
and
the
attention
to
data
privacy
is
something
that
is
first
and
foremost
on
all
our
minds
as
well.
H
It
is
not
just
for
municipal
ID,
but
I
know
that
in
speaking
to
councilmember
Fletcher,
that
it
is
something
actually
we're
thinking
about
across
the
enterprise
in
a
whole
variety
and
host
of
ways
that
we
actually
compile
and
retain
data.
So
it
is
a
broader
conversation,
but
this
one
in
particular
we
are
aware,
has
some
sensibilities
to
it.
H
It
is
why
there
has
been
an
approach
to
really
think
about
a
municipal
ID
card
as
one
that
really
is
about
a
city
ID
program
not
really
targeted
at
a
singular
component
of
our
community
and
why
we
have
started
a
partner
as
councilmember
Cano
mentioned
with
banks,
and
we
have
had
some
really
great
conversations
initially
with
some
banks,
village,
trust
and
sunrise,
who
have
been
some
supportive
of
this
initial
endeavor,
as
well
as
Metro,
Transit's
and
nice
ride.
For
example,
an
AARP
all
of
these
business
communities
have
said.
How
can
we
help
support
it?
H
There
have
been
some
conversations
with
restaurants,
for
example,
and
other
businesses,
the
Bartman
group,
to
see
if
discounts
could
be
offered.
All
of
those
are
approaches
that
other
cities
have
used
to
amplify
a
city
ID,
so
that
it
is
not
really
targeted
at
a
singular
aspect
of
our
community.
We've
also
said,
as
councilmember
Cano
mentioned,
had
sessions
with
the
county
to
make
sure
that
we
could
use
it
as
a
form
of
ID
with
with
a
library
card.
All
of
these
conversations
will
be
forthcoming.
H
I
believe
that
the
ordinance
is
coming
forward
to
the
peace
committee
in
November,
so
I'm
sure
that
there
will
be
more
detail
about
what
that
looks
like
both
from
a
budget
standpoint
as
well
as
a
programmatic
standpoint,
but
for
now
similar
to
what
has
happened
with
other
aspects
of
our
city
like
minimum
wage
or
sick
leave.
We
are
a
placeholder
for
these
funds
as
we
continue
to
move
and
see
what
that
program
will
cost
us
in
the
long
term
and
now
finally,
part
of
a
proposal.
H
Speaking
of
placeholders
for
the
city,
we
are
really
proud
to
have
have
post
the
small
business
support
team.
It
is
it's
extraordinarily
satisfying
to
see
the
amount
of
work
that
they
have
moved
forward
on,
as
in
just
the
short
year
that
they
have
been
able
to
proceed.
I'm
trying
to
look
at
my
notes
here,
specifically
for
2018
work
where
they
started
in
2017
when
they
launched
with
a
hundred
and
twenty-one
visits
or
assistance
from
business
owners
and
entrepreneurs.
They
have
now
a
to
date.
In
this
year
done
over
270.
H
They
have
established
office
hours
at
six
locations,
citywide,
including
five
libraries
in
the
Cedar
Riverside
Opportunity
Center
meeting
with
over
300
people.
They
have
visited
over
200
businesses
through
store
visits
to
provide
information
about
the
small
business
team,
as
well
as
partnering,
with
some
of
our
enterprise
partners
on
minimum
wage
and
safe
and
sick
time,
and
they
continued
a
table
and
go
to
different
forums.
To
really
speak
about.
How
do
we
move
small
businesses?
H
How
do
we
help
as
a
city,
enterprise,
small
businesses,
the
thought
had
man
to
move
this
team,
which
is
just
a
three-person
team
to
see
pad
where
it
could
be
better
aligned
with
some
of
the
current
business
licensing
and
the
MDR
counters
that
move
forward?
So
that
is
what
you
see
here
before
you,
but
wherever
they
are
located.
H
I
we'll
tell
you
that
this
three-person
team
is
phenomenal
and
I
hope
that
you
will
continue
to
use
them
for
your
support
as
you
go
forward,
because
they
really
bring
a
different
perspective
about
supporting
businesses
that
is
less
about.
Where
does
this
live
and
our
individual
bureaucracies
around
the
city?
But
how
do
we
get
you
to
yes
and
that's
always
very
pleasant,
so
with
that
I'm
happy
to
stand
for
questions.
Thank.
A
You
I
invite
questions
from
my
colleagues
before
councilmember
Fletcher's
and
the
queue
we
actually
have.
Somebody
a
call-in
of
sorts
from
councilmember
Philippe
Cunningham
he's
he's
not
doing
well
this
morning
and
is
trying
to
get
in
for
this
afternoon,
but
he
is
with
us.
His
question
is
about
the
race
and
equity
division
and
he
is
asking.
Could
you
help
offer
more
explanation
about
how
this
ongoing
money
might
change
the
staffing
of
the
Riggin
race
and
equity
division?
The.
H
Current
proposal
for
the
majors
budget
is
for
150,000
dollars,
we're
hoping
to
use
a
hundred
thousand
of
that
to
staff
an
FTE
right.
Now
again,
we
only
have
one
person,
and
we
have
ourselves
in
the
Cassetti
coordinators
office,
made
the
determination
to
use
some
of
the
past
salary
savings
as
people
have
come
and
gone
to
help
support
a
temporary
employees
and
we're
hoping
to
actually
hire
somebody
full-time
to
augment
that
work.
H
A
A
H
This
originally
this
in
the
past
administration.
Actually
they
place
this
fifteen
thousand
dollars
beforehand.
It
was
for
the
first
summit
or
two
was
a
request
that
was
made
from
across
the
goodwill
of
departments
across
the
enterprise
to
put
this
together
in
the
beginning,
and
so
it's
nice
to
have
it
in
the
budget.
We
of
course,
would
like
it
ongoing,
but
certainly
know
that
there
are
other
constraints
in
the
budget
that
make
this
one
time
versus
ongoing
and
are
happy
to
do
either
way.
H
I
It
potentially
makes
a
lot
of
sense
and
I
think
it
could
really
be
viewed
as
a
success
story
where
the
coordinators
office
is
sort
of
a
place
to
house
experimental
or
grant
funded
or
multidisciplinary
programs
that
need
a
place
to
live
until
we
can
find
a
sort
of
more
permanent
place
for
them
to
take
root,
and
so
this
could
be
a
very
appropriate
step
and
sort
of
the
evolution
of
this
work.
It
feels
like
they're
sort
of
two
paths.
I
One
would
be
because
I
think
I've
heard
feedback
from
constituents
both
that
this
work
and
fabulous
and
has
been
very
helpful
to
a
bunch
of
people
trying
to
start
small
businesses
and
that's
something
that
I
know
a
lot
of
us
care.
A
lot
about.
I've,
also
gotten
feedback
that
people
have
felt
in
general
that
see
Pet
has
not
had
enough
of
an
orientation
towards
small
business,
has
is
sort
of
more
oriented
towards
being
able
to
work
with
larger
companies
and
so
one
path.
I
That
could
happen
as
a
result
of
this
would
be
that
this
team
moving
into
seed
head
changes
that
in
--see
ped
and
help
see
ped
become
more
responsive
to
small
businesses
in
the
way
that
I
think
a
lot
of
people
have
been
asking
for.
The
other
path
would
be
that
this
team
gets
a
little
bit
lost
in
a
department.
That's
focused
on
larger
enterprise,
work
and,
and
so
I
guess
I'm
wondering
what
do
we
need
to
do?
I
What
have
we
done
to
sort
of
think
about
how
to
make
sure
that
it's
the
former,
rather
than
the
latter,
to
make
sure
that
we
are
setting
this
up
for
success
and
setting
the
small
business
work
up
to
be
something
that
really
takes
root
and
helps
see
ped
really
gain
that
facility
in
supporting
small
business
and
helps
this
work
continue
to
succeed.
Sharon.
H
Schneider
councilmember
Fletcher,
as
with
any
location
I,
would
say
that
we
we
were
proud
at
the
time
that
the
small
business
teams
started
and
I
really
appreciate:
councilmember,
Andrew,
Johnson
and
councilmember
Goodman,
really
thinking
about
and
moving
the
staff
direction
forward,
along
with
the
support
from
other
folks,
when
it
first
came
to
fruition,
there
was
a
time
of
great
transition
within
see
ped.
Since
then
we
have
a
new
director
and
we
have
a
new
economic
development
person
in
place.
I
believe
that
they
will
flourish
just
fine.
H
A
H
Chair
Palmisano,
this
is
a
request
that
we
have
been
working
on
and
taking
the
lead
on.
Certainly
it
is
something
that,
because
it
is
one-time
dollars
to
host
an
opportunity
fairs
that
arts
culture
in
the
creative
economy
has
been
working
in
the
creative
sector.
We
have
brought
in
C
ped
to
help
support
that,
but
hopefully
in
the
future
it
will
give
folks
sense
to
create
an
ongoing,
a
stat
program,
unbeknownst
to
see
ped
and
the
small
business
team.
H
I'd
love
to
see
them,
create
a
white
app,
a
youth
tap
program
as
well,
but
we'll
talk
about
that
some
other
budget
time.
But
this
is
really
thinking
about
building
off
the
conversations
and
the
partnerships
that
they
have
had
as
part
of
the
creative
city
roadmap,
where
a
lot
of
these
conversations
happen
to
host
this
event,
and
so
in
conversations
with
C
ped,
it
was
determined
that
this
would
be
the
better
place
to
do
that.
Ask
got.
C
You
manager,
one
asked
about
that:
the
budget
for
the
IGR,
specifically
in
their
kind
of
department,
request
before
though
they
had
mentioned
one
other
requesting
one
other
person
to
look
at
federal
grants.
I
believe
because
this
year
were
up
for
our
Community
Development,
Block
Grant
and
needing
help
with
that.
But
I
also
look
back
at
the
history.
H
E
Chair
members
of
the
committee,
my
name
is
Jean
Ranieri
I'm,
the
director
of
government
relations,
councilmember
Schrader.
That
request
was
for
an
outreach
person,
helped
us
put
together
our
consolidated
plan.
We
think
we
can
do
it
without
that
person
and
we
don't
see
any
threat
to
our
a
CDBG
program
that
way.
The
biggest
threat,
of
course,
will
be
coming
from
the
administration.
E
A
A
Essentially
it
says
preliminary
estimates
indicate
that
this
work
may
comprise
up
to
20%
of
staff
time
and
it's
about
enterprise
policy
support
and
so
I'm
just
curious.
How
is
the
20
percent
of
time
spent
advocating
for
our
enterprise
impacting
the
rest
of
our
legislative
priorities?
From
your
perspective,.
E
Very
good
question
there's
often
interrelated
some
of
the
research
we
do
some
of
the
work
we
do
for
the
enterprise,
also,
though
impact
or
help
us
that
the
legislature,
even
or
at
the
Metropolitan
Council,
for
example,
example
on
the
whole
issue
of
minimum
wage,
some
of
our
staff
are
deeply
engaged
than
that.
When
the
legislature
convened,
they
were
trying
to
preempt
that
we
were
able
to
answer
most
of
the
questions
in
that
area
and
some
some
issues.
F
Thank
You
Bennett
mature-
this
is
a
this
was
gonna,
be
a
question
comment
more
for
Nia.
So
when
it
comes
to
our
work
on
racial
equity,
you
know
I
recall
that
you
know
there
was
a
rush
to
kind
of
approve
this
ordinance
last
year
and
some
of
us
council
members
were
not
involved
or
asked
to
participate
in
that,
and
so
there
is
kind
of
this
lingering
feeling
of
trying
to
figure
out
how
to
get
our
hands
around
that
work.
F
Secondly,
right
there's
this
there's
this
you
know
need
that
happens
when
council
members,
especially
now
where
there
feels
they're
there.
It
feels
like
there's
more
appetite
to
do
more
alignment
between
the
city's
work
and
the
racial
equity
goals
of
our
city.
To
really
be
able
to
lean
on
a
specific
division
or
Department
to
help
us
bring
life
to
some
other
work
and
initiatives
that
people
want
to
do,
and
so
in
in
sort
of
the
history
of
the
establishment
of
the
city.
F
This
work
is
so
new
and
it's
growing
and
it
needs
more
support
and
I.
Think
for
that.
It
needs
more
attention
as
well,
because,
if
we're
setting
the
foundations
of
it
in
so
many
ways
and
it's
not
a
100
old
100
year
old
apartment,
you
know
like
the
police
department
or
like
Public
Works,
and
so
when
council
members
get
together
and,
for
example,
we're
trying
to
figure
out
how
to
get
cultural
corridors
to
take
off
within
the
institution.
F
F
How
do
we
make
an
impact
in
hiring?
How
do
we
make
a
change
in
a
program
department?
How
do
we
make
a
difference
through
the
budget
to
make
sure
that
it's
moving
forward
in
the
way
that
it
should
so
I
could
probably
go
on
and
on
about
more
of
that,
but
I
just
wanted
to
share
those
two
components
of
that
as
I'm.
F
Looking
at
this
work
is
I'm
really
hoping
that
this
work
will
grow
and
develop
into
something
that's
more
inclusive
of
other
communities
of
color
that
are
impacted
by
their
racial
inequities
in
our
city
and
that
we,
as
at
the
city,
can
really
I.
Guess
you
know
reflect
that
diversity
and
help
that
that
worth
growing
that
way
for
the
coming
years,
sure.
H
Palmisano
customer
Cano
I
know
that
that
was
more
a
comment
than
a
question,
but
if
I
may
take
a
moment
and
say
that
I
share
that
sense
of
urgency
and
that
sense
of
needing
to
continue
to
diversify
those
voices
across
the
S&T
Enterprise
and
certainly
that
division
is
known
different.
It
is
something
that
we
continue
to
think
about
is
that
we
moves
forward
I'll,
be
very
candid
and
say
that
as
I
was
reflecting
and
taking
this
new
position
about
the
support
that
I
was
able
to
give.
H
As
a
deputy
to
the
myriad
of
programs
that
we
have
in
our
office.
It
was
one
of
the
reasons
why
I
chose
to
divide
that
work
into
two
to
make
sure
that
we
would
give
everyone
some
support.
Some
additional
support
that
perhaps
I
singly
could
not
do
on
my
own,
and
so
we
have
danielle
shelton
Walczak.
Who
is
here,
and
she
is
the
director
of
strategic
initiatives
and
oversees
some
of
that
work,
and
I
welcome
you
to
have
conversations
with
both
with
joy
mark
stevens,
but
as
well
as
danielle
about
thinking.
H
How
do
we
move
forward?
I
know
that,
and
one
of
the
reasons
I
asked
Danielle
to
join
our
team
is
that
she
joins
me
in
wanting
to
think
about
tangibles
in
a
very
different
way
that
we
must
be
able
to
measure
and
show
the
value
of
our
work,
and
so
she's
going
to
be
really
thinking
about
that
as
it
moves
for
all
the
divisions,
and
that
includes
race,
inequity.
J
The
City
Council
the
mayor's
office
to
advance
these
goals
as
part
of
a
really
comprehensive
approach
on
small
businesses
and
I
would
just
note
that
two
colleagues
that
you
know
was
my
hope
that,
and
still
is
my
hope
that
we
can
grow
this
team
a
bit
further,
so
that
they're
really
able
to
fully
fulfill
the
vision
of
serving
as
that
positive
feedback,
loop
around
driving
policy
change
and
other,
whether
it's
budgetary
change
or
other
supports
needed
within
the
city's
day-to-day
business.
In
order
to
make
life
easier
for
our
small
businesses
and
to
fully
support
them.
J
I
see
this
at
committees,
I.
Think
about,
like
the
peace
committee
that
we
had
this
week
and
even
on
an
issue
such
as
our
staple
foods,
ordinance
where
we're
having
10%
compliance
with
that
after
several
years
and
where
I
think
there's
a
role,
for
instance,
for
the
small
business
support
team
to
even
play
in
helping
these
other
departments
execute
on
their
goals
as
well
and
to
be
able
to
advance
the
business
friendly
nature
of
even
when
we
are
regulating
and
enforcing
policy
as
well.
A
H
Councilmember
Andrew
Johnson
I,
concur
I
mean
it's
something
that
we
continue
to
tout
and
to
offer
to
Department
as
that
moves
forward.
They
helped,
for
example,
with
the
target
market.
Ordinance
they've
been
helpful
with
civil
rights,
as
as
they
were,
implementing
minimum
wage
and
paid
sick
leave.
They've
been
great
partners
with
health
on
some
of
their
initiatives
and
they
have
been
actually
starting
to
work
with
Public
Works
a
little
bit
on
some
of
the
programs
relating
to
recycling
and
commercial
businesses.
So
we
continue
and
will
continue
to
move
that
forward.
H
As
that,
as
that
work
kind
of
continues
to
grow
and
expand,
we
are
hoping
to
hire
one
more
person,
hoping
frankly,
to
add
a
Latino
voice
to
that
person
to
that
position
if
we're
able,
because
that
is
a
community
that
could
use
some
specific,
targeted
support
as
well,
but
as
that
team
continues
to
move
forward,
know
that
wherever
again
wherever
that
is
located,
that
the
coordinators
office
would
certainly
be
supportive
and
we'll
be
bringing
that
up
with
all
our
departments,
wherever
we
have
an
opportunity.
Disa
Thank.
G
G
The
reason
that
we,
you
know
without
airing
a
lot
of
dirty
laundry,
the
reason
that
we
decided
to
start
it
in
the
coordinators
offices
because
of
a
lack
of
trust
with
the
cpad
director
and
an
incredible
respect
for
the
regulatory
services
for
the
coordinators
office,
and
that
proved
to
be
a
good
decision,
because,
under
the
leadership
of
Maria
and
her
team,
they
got
this
off
to
a
really
strong
start,
and
so
it
worked
as
councilmember
Fletcher
had
said.
I
agree
with
everything
counselor
Johnson
has
said.
G
With
regard
to
expanding
the
team,
we
have
a
new
economic
development
director
within
C
pad
and
a
new
C
ped
director
I
think
growing.
The
team
makes
a
lot
of
sense
as
well
as
locating
and
it
see
ped.
That
is
not
why
I
actually
signed
up
to
talk,
I
actually
signed
up
to
say:
I
am
just
so
enthusiastic
about
the
results
of
the
franchise
fee
and
the
ability
to
hire
three
more
people
in
very
targeted
areas.
G
I
become
a
little
nervous
about
us,
putting
mandates
on
businesses
and
residential
properties
without
the
support
to
be
able
to
help
them
move
forward
to
achieve
their
goals
and
so
having
an
FTE
working
with
commercial
businesses.
Assisting
multi-family
property
owners
and
homeowners
and
working
within
the
PUC
I
think
is
exactly
the
kind
of
support
that's
needed
to
take
this
division
to
the
next
level.
I'm
ecstatic
about
the
results
of
the
franchise
fee
work
and
the
staffing
up
of
this
department.
There
are
a
lot
of
people
who
have
a
lot
of
energy
surrounding
this
issue.
G
K
A
K
This
team
and
one
of
the
areas
that
I
you
know
wanted
to
mention
was
you
know
we
have
an
East
African
Business
Forum,
and
we
used
to
have
it
for
the
last
couple
of
years
and
when
we
had
a
small
business
team,
actually
organized
it
this
time
around
with
the
health
department.
You
know,
we've
had
nearly
200
participants
Wow
well
before
we
always
struggle.
So
you
can
see.
K
That's
one
impact
that
they've
had
that
has
been
very
positive,
so
I
just
you
know,
my
thing
was
a
comment
just
to
be
very
supportive
of
it
and
I
do
agree.
It
should
be
a
sea
pen.
Well,
that
makes
more
sense,
but
I
wanted
to
acknowledge
all
the
good
work
that
you've
done
and
congratulate
you
getting
this
thing
off.
So
thank
you.
Thank.
I
Thank
You,
chair,
Palmisano,
I
I,
just
wanted
to
acknowledge
that
the
other
thing
that
we
really
lean
on
the
coordinators
office
for
and
thinking
about,
budgeting
for
the
coordinators
office
is
all
of
the
projects
that
don't
have
somewhere
to
live
that
come
up
on
an
emergency
basis
or
the
thing
things
that
we
take
on,
that
that
don't
have
a
home
and
a
lot
of
times
that
can
cause
I.
Imagine
real
capacity
issues.
I
I
know
that
we
right
now
are
wrestling
with
a
navigation
Center
that
has
landed
largely
on
your
office's
shoulders
and
when
we
both
appreciate
that
work
and
recognize
that,
as
we
think
about
the
budget
and
as
we
think
about
do,
you
have
enough
capacity.
One
of
the
things
that
we
were
aligned
you
for
is
having
some
flex
in
your
office
so
that,
had
you
know,
as
things
come
up,
were
able
to
respond
in
real
time
as
a
city.
I
So
I
guess
I
wonder
if
you
could
talk
a
little
bit
about
sort
of
where
the
Flex
is
how
what
what's
happening
in
terms
of
capacity.
Given
that
we've
we've
put
a
really
substantial
project-
and
it's
certainly
not
the
first
time
or
the
last
time
that
we're
going
to
engage
the
coordinators
office
that
way.
So
how
is
that
working
right
now
and
and
is
that
something
we
need
to
be
thinking
about
in
our
budget
process?
Tier.
H
Palmisano
comes
from
that's
your
I
acknowledge
that
our
office
is
often
the
one
where
things
go
where
they
do
not
have
a
home
and
we'll
say
that
I
personally
enjoy
that
immensely
I
don't
mind.
Jumping
in
it
has
been
some
of
the
most
satisfying
work
to
be
able
to
go
in
whether
it's
minimum
wage
or
whether
it's
now
the
encampment
issue
and
a
variety
of
other
issues.
I
personally
find
that
those
are
the
very
issues
that
impact
our
community,
perhaps
the
most
and
most
directly,
and
so
to
me.
H
It
is
wildly
fulfilling
to
be
able
to
step
into
that
role,
but
it
requires
some
give-and-take,
and
some
of
that
is
being
able
to
be
honest,
even
with
staff
who
again
I
am
humble
enough
to
acknowledge
that.
Sometimes
it's
me
that
stretch,
then
that
sometimes
staff
has
to
really
adjust
and
say
that
we
don't
do
one-on-ones
as
regularly
scheduled
that
if
you've
got
a
crisis,
I
will
always
always
meet
with
somebody.
H
But
if
not
know
that
I
am
busy
and
we're
gonna
have
to
catch
as
catch
can
and
I've
got
extraordinary
staff
that
has
gotten
used
to
it
and
is
good
at
managing
up
when
the
need
arises.
But
I
also
say
that
we
do
have
some
flexibility.
We've
got
a
variety
of
really
talented
folks
who
aren't
chained
to
the
fact
that
this
is
what
I
do,
and
this
is
what
I
was
hired
to
do
and
I'm
able
to
flex.
So
we've
got
a
lot
of
support
in
our
office
structure
to
be
able
to
shift.
H
We've
got
some
abilities
to
contract
out
I
understand
that
some
of
these
initiatives
are
not
full-time
and
don't
usually
come
to
council
members
with
full-time
staff
requests
and
left
they're
really
necessary,
which
again
I
highlight
race
and
equity
as
one
of
those
as
a
priority
for
next
year,
but
otherwise
I
think
we
try
to
make
do
with
what
we
can
do
with
contract
support
and
with
moving
things
like
the
small
business
team
or
enterprise
communication
funds.
And
frankly,
this
city
is
built
on
relationships.
H
So
we
leverage
our
relationships
with
departments
across
the
enterprise
to
assist
as
needed,
not
all
of
it
while
it
may
be
housed
in
our
office
and
I
take
supplier
diversity.
As
one
of
those
examples.
Our
charge
was
to
just
really
make
sure
that
it
moved
forward,
but
there
are
other
places
where
that
lives
finance
took
on
creating
a
target
market
program
with
support
from
this
multidisciplinary
multi
enterprise
team
civil-rights
has
also
been
looking
at
the
SU
BP
program,
and
we
continue
to
look
at
certification.
H
The
entire
group
came
together
to
form
a
spend
diversity
dashboard
that
now
we
hold
ourselves
all
accountable
and
we
are
transparent
about
that
as
we
move
forward.
That
is,
that
is
work
that
we
relied
on
relationships
and
our
subject
matter.
Experts
to
do
and
I
think
that
is
part
of
the
value
of
having
that
leadership
in
coordination
to
move
forward
and
I'm,
really
blessed
and
thrilled.
That
we've
got
some
great
people
on
our
team
to
move
that
forward,
where
it
means
that
it
has
to
give
I.
H
Also
think
that
we're
honest
and
we
come
to
Council
and
say
this
work-
is
going
to
have
to
take
a
backseat
or
we're
gonna
have
to
change
the
manner
in
which
we
do
something.
We've
been
fortunate
enough
not
to
have
to
do
that
as
much,
because
we've
been
able
to
supplement
as
we
could
or
to
push
out
some
time
lines,
but
by
and
large
I
think
we've
got
a
very
nimble
team
that
not
only
excels
at
adapting
but
thrives
on
adapting.
L
Thank
you,
madam
chair
I,
wanted
to
pick
up
on
that
and
just
note
that
I
think
over
time
as
our
departments
kind
of
evolved,
one
challenge
I've
seen
in
staffing
and
had
these
conversations
with
department
directors
within
their
results
tables
over
the
years.
We're
asking
departments
to
do
a
lot
more
policy
work
than
they
had
been
doing
in
in
more
recent
years
and
not
all
of
our
departments.
L
As
you
mentioned,
a
couple
of
examples
of
major
policy
work
in
the
city
and
particularly
managing
the
stakeholder
and
community
engagement
and
I,
still
think
that
we
should
invest
in
staffing
within
the
coordinators
office
to
support
that
work.
Last
year
we
had
a
discussion
about
potentially
adding
an
FTE
that
was
initially
going
to
be
focused
on
housing
stability,
but
that
overtime
could
evolve
into
doing
other
major
policy
initiatives
and
we
ended
up
putting
that
position
in
cpad
I'm,
still
not
sure
that
that
was
the
right
decision.
L
I
guess
we'll
see
if
that
policy
ever
gets
written
in
how
it's
been
staffed.
Now
right
now,
my
office
is
still
essentially
managing
that
project
and
the
coordinators
office
is
gonna
step
in
and
help
take
that
role
on,
because
we
don't
have
capacity
I
have
to
staff
like
every
other
council
member
and
doing
a
million
other
things.
So
you
know
over
time.
L
I
think
we'll
have
to
see
how
it's
going,
but
but
at
the
end
of
the
day
and
the
coordinated
office
has
has
just
been
frequently
stepping
into
this
policy
development
role
and
unless
we
really
staff
our
departments
better
to
manage
policy
work.
I
think
the
other
option
is
to
make
that
investment
in
their
coordinators
office
so
I'm
not
necessarily
looking
to
make
any
changes
this
this
budget
cycle,
but
I,
think
looking
forward
just
being
realistic
about
where,
where
that
staff
shall
I
share.
H
Palmisano,
council
president
vendor
I
say
that
that
is
that
is
and
I
appreciate
those
comments.
I
say
that
is
also
our
responsibility
to
come
to
you
to
make
sure
that
if
we
have
staffing
needs
that
we
we
share
those
throughout
the
budget
process,
and
that
is
something
I
say
that,
because
it
is
on
our
minds
currently,
we
had
taken
a
kind
of
wait-and-see
approach.
It's
not
as
if
the
coordinators
office
has
always
been
used.
H
This
way
across
the
years
it
has
been
my
experience
since
I've
stepped
into
that
office
that
it
is
increasingly
used
as
much
more
of
a
policy
tool
happy
to
actually
do
that
work,
but
it
makes
us
think
about
what
does
that
future
hold?
As
we
think
now,
with
new
structure
in
our
office
in
place,
we
will
be
thinking
across
our
entire
office.
What
does
that
look
like?
We
are
already
thinking
about
an
enterprise
policy
research
position.
We've
got
someone
in
our
office,
Jeff
Schneider,
who
many
of
you
know
is
on
phased
retirement.
H
He
has
been
tremendously
successful
in
moving
things
like
the
minimum
wage
study
with
the
Federal
Reserve
he's
been
helping
with
C
ped
on
census
and
a
variety
of
other
steps
and
as
we
think
about
what
that
role
could
be
in
the
future.
That
is
perhaps
a
potential
that
we
could
repurpose
as
that
moves
forward,
but
we
are
also
thinking
about
what
does
this
change
mean
for
our
office
as
we
shift?
H
What
the
coordinators
office
is
tapped
for
I'll
also
say
that
it
is
one
thing
that
I
tell
all
my
staff
to
be
cautious
about
that
owning
programs.
What,
as
you
mentioned,
with
different
departments
across
the
enterprise
when
they
have
activities
that
you
must
own,
then
that
is
what
your
core
service
is.
That
part
of
our
work
in
accelerating
is
that
we
hold.
H
We
convene,
we
accelerate,
we
move
forward,
but
if
we're
singularly
responsible
for
one
thing
or
another
and
don't
pass
on
to
the
appropriate
entities
like
minimum
wage,
for
example
that
went
to
civil
rights,
then
we
will
be
managing
that
program
forever.
So
there
are
times
when
that
is
an
appropriate
use
of
staff
and
their
times,
and
we
just
have
to
make
sure
that
we
don't.
H
The
innovation
team
is
one
of
those
that
is
grant
funded
now
moving
some
of
it
to
the
general
fund,
but
where
they
have
been
able
to
put
up
business
portal
or
do
some
of
the
work
with
si
ped
in
some
of
the
economic
development
arena,
they
cannot
be
responsible
for
economic
development.
Not
only
do
we
have
a
division
insipid
that
does
that,
but
that
would
really
overtake
their
ability
to
take
on
new
projects.
They
would
not
be
as
nimble
as
they
would
otherwise.
A
Thank
you.
A
related
question
in
terms
of
staffing
and
all
of
the
things
that
we
have
the
coordinators
take
on
is
how
your
thoughts
on
is
there
a
better
way
to
use
communications
in
your
communications
department
to
better
engage
the
public
as
there
are
needs
across
the
enterprise
I
guess
in
particular,
you
know.
A
Si
ped
contracts
for
outside
help
have
come
under
recent
scrutiny
and
I
just
can't
help,
but
think
that
our
internal
communications
department
could
be
taking
on
a
lot
of
that
work
with
that
kind
of
funding
and
to
do
it
more
consistently
and
more
collaboratively
with
other
departments
and
I'm
just
curious.
What
your
thoughts
are
on,
what
you
think
our
needs
might
be
across
the
enterprise
realistically,
because
today,
that
department,
that
communications
component
of
your
department
is
going
to
small
chair.
H
Palmisano,
that's
a
really
great
question.
I'm
sure
that
Greta
Bergstrom,
who
is
presenting
a
little
bit
later
in
the
day,
will
be
able
to
also
share
her
insights,
but
I
know
that
she,
this
is
a
this,
is
a
planning
opportunity
across
the
coordinators
departments
really,
and
she
too
is
rethinking
as
she's
had
some
vacancies
in
her
office,
how
to
best
utilize.
What
that
looks
like
we
have
a
really
quick
changing
modality
for
communications
these
days.
H
The
rise
and
the
increased
attention
on
social
media
has
really
needed
and
forced
communications
to
shift
the
manner
in
which
they
are
thinking
about
communications
in
general,
the
use
of
streaming
technology
just
about
anywhere.
You
go
in
community
if
something
that
we
have
to
be
thoughtful
about
what
that
look
like,
but
it
has
been
a
conversation
in
the
past
about
the
various
across
the
enterprise.
There
are
other
communication
pockets
and
what
does
that
look
like,
and
is
there
a
better
way
to
think
about
some
of
those
resources
and
some
of
those
contracts?
H
J
A
A
H
H
H
H
Palmisano,
thank
you
for
highlighting
our
results,
I'll,
say
and
again:
I
I
don't
like
to
hide
things
in
our
office,
but
we're
gonna
walk
our
talk
for
the
first
time.
We
have
never,
as
a
coordinator
office
ever
done
results.
This
is
our
first
time.
So
that
is
why
you
see
some
of
the
metrics
are
in
red
because
we
don't
have
them
yet
we
haven't
benchmarked
them.
Yet.
We
hope
that
next
year,
we'll
be
able
to
provide
a
better
picture
of
what
we
do
as
a
coordinators
office.
H
But
it's
something
that
I
know
that
across
departments
they
have
also
looked
often
looked
at
the
coordinators
office,
saying.
Why
aren't
you
doing
the
same
thing
that
you
require
us
to
do,
and
so
we
are
owning
that
and
moving
forward
in
a
different
way.
As
for
that,
I'd
say
that
there
were
definitely
different
reasons
for
what
that
looks.
H
Like
the
program,
creative
city
making
program
which
really
embeds
artists
in
different
departments
and
I,
know
one
of
those
started
with
me
when
I
was
over
at
rec
services,
the
program
for
tenant
voices
which
I
really
found
really
fulfilling
and
I,
know
that
staff
subsequently
took
that
to
even
higher
levels.
Those
are
dependent
on
departments
a
being
ready
for
a
program
of
that
nature,
but,
most
importantly,
that
change.
H
We
are
currently
hiring
three
to
six
artists
and
designers,
three
individuals
or
three
teams
to
work
on
the
Midtown,
Greenway
wayfinding
project
with
Public
Works,
the
census
complete
count
lifted
with
NCR
and
the
green
zones
with
the
court
in
the
sustainability
office
in
the
coordinators
office,
there
were
other
two
projects.
One
was
recast
tonight
cannot
I
apologize
right
now,
recall
what
the
other
one
was
that
just
weren't
able
to
move
forward
in
this
year,
but
that's
part
of
what
that
looked
like.
H
H
H
So
the
promise
zone
has
been
we
have
heard
from
HUD,
but
they
remain
committed
to
the
promise
zones
or
hopeful
that
perhaps,
as
we
continue
to
talk
about
conversations
of
opportunity
zones
that
maybe
we'll
be
thinking
about
it,
but
as
a
place
to
make
strategy,
we
continue
to
try
to
move
forward
and
connect
with
community.
Notwithstanding
those
funds
and
I
think
to
date,
we've
been
fairly
successful,
given
what
we've
heard
from
other
promise
zones
in
terms
of
we're,
also
experienced
in
saying
the
same
thing
with
grants
that
are
coming
out.
Thank
you.
A
H
Palmisano,
there
are
no
from
what
we
know
right
now.
The
I-team
was
really
created
again
a
grant
fund,
an
opportunity
to
be
kind
of
the
city's
strategic
SWAT
team,
where
there
was
a
need
to
move
something
and
accelerate.
That
is
where
a
team
can
partner
with
the
department
and
try
to
accelerate
and
move
things
forward,
but
it
is
also
highly
dependent
on
a
departments
ability
to
move
their
work
forward
so,
for
example,
with
reg
services
and
again
they
started
with
my
department.
When
I
was
there,
we
wanted
them
to
look
at.
H
How
do
we
do
an
accelerated
tearing
program?
I?
Speak
of
that
because
it's
the
one
I
know
the
best,
but
it
required
leadership
to
say
this
is
what
we're
doing
and
it's
going
to
change
our
practices
that
comes
at
different
paces,
depending
on
which
department
you're
working
on
or
which
project
you're
taking
on
right.
Now
they
are
taking
on
they
assisted
with
the
online
business
portal.
H
They
don't
write
the
content
for
the
portal;
they
help
shape
it,
but
that
depends
on
departments
cleaning
up
some
of
that
content
and
being
able
to
put
it
out
there
they're
working
on
the
development
of
a
revolving
loan
so
and
they're
actually
working
with
another
funder.
Perhaps
to
help
do
that.
That
also
requires
some
ability
to
wait
on
that.
Funders
needs
to
have
some
more
detail
on
that
project.
Is
that
most
forward?
H
The
reality,
however,
is
that
similar,
because
we
hadn't
done
results
before
that
is
one
of
those
divisions
that
we
had
not
created
metrics
for
I
believe
firmly
that
everything
can
be
measured
and
that
there
is
value
add
to
the
I
team,
just
like
all
our
programs,
and
so
we're
gonna
be
working
with
them.
To
think
about
how
many
interventions,
how
quickly
you
move
forward,
did
the
work
that
you
do
on
the
business
portal.
Bring
more
folks
to
the
table.
Did
the
work
you
do
with
target
outreach?
H
A
You
I
don't
see
any
other
questions
or
comments
in
queue,
so
thank
you
for
this
time.
Thank
you.
Thank
you
to
my
colleagues
or
those
that
have
continued
to
be
present
for
this
budget
committee
meeting
I'm
going
to
make
a
motion.
Wait.
I'm
gonna
make
a
motion
to
receive
and
file
the
the
presentations
we've
had
this
morning
before
we
adjourn
for
an
hour
for
lunch.
So
this
is
a
motion
to
receive
and
file
the
departmental
budget,
presentations
for
emergency
management,
city
council
city
clerk
elections
and
the
city
coordinators
department.