►
From YouTube: May 3, 2018 Enterprise Committee
Description
Minneapolis Enterprise Committee Meeting
A
Welcome
this
afternoon
of
May
3rd
2018
to
the
regular
meeting
of
the
Enterprise
Committee
with
me
on
the
dais,
our
councilmembers
Goodman
Fletcher
and
councilmember
Reich,
we
constitute
a
quorum
and
are
charged
with
this
Committee's
business.
First
before
you,
we
have
three
consent
items
there,
just
from
our
IT
department,
and
then
we
will
have
our
monthly
City
coordinators
update
those
three
items.
The
first
is
a
contract
with
government
jobs,
com4
applicant
tracking
software
for
HR.
A
A
All
those
in
approval,
please
say
aye
aye,
opposed
that
carries
our
discussion
item
today
is
something
we'll
get
into
a
more
regular
habit
of
doing
and
that's
similar
to
our
governmental
relations
committee
will
have
our
city
coordinator
coordinator,
Maria,
Rivera
van
der
Meyde
come
and
give
us
an
update
of
what's
going
on
in
the
coordinators
office
and
she's
here
to
do
that
today
and
then
we'll
end
with
an
overview
of
the
2018
strategic
planning
work
that
Andrea
Larsen
has
been
going
on.
So
welcome.
Thank.
B
You
thank
you
so
much
chair
Palmisano
again.
My
name
is
Maria
Rivera
van
der
Meyde
and
I'm
the
city
coordinator.
It's
very
loud
I
wanted
to
give
you
a
quick
little
update.
It
always
feels
like
there
is
so
much
going
on
at
one
time
in
the
city
coordinators
office.
So
I
will
give
you
kind
of
a
brief
overview
of
what's
cropping
up
lately
and
perhaps
some
insight
into
some
additional
either
deeper
dives
or
spotlight,
presentations
or
things
that
are
coming
before
you
in
the
near
future
as
well.
B
So
we're
going
to
touch
a
little
bit
later
on
our
strategic
planning
and
study
sessions,
but
note
that
the
next
study
session
is
on
economic
development
that
is
scheduled
for
May
10.
We
had
a
really
robust
discussion
and
appreciate
council
members,
participation
in
the
housing
one
last
week
and
we're
also
working
on
the
transportation
and
infrastructure
and
then
Andrea
Larsen
in
our
office
will
be
able
to
give
you
a
little
update
on
strategic
planning
coming
up
after
this
I
wanted.
To
give
you
a
little
update
on
minimum
wage
study.
B
We
continue
to
be
working
with
our
partners
at
deed,
at
the
Department
of
Health
and
Human
Services
and
with
our
revenue
partners,
in
addition
to
the
federal
reserve,
and
we
hope
to
have
a
baseline
report
finalized
by
late
summer
and
coming
to
Council
for
a
presentation
either
in
August
or
September
of
that
of
this
year.
Yet
for
the
baseline
report,
we're
also
working
on
Jeff
Schneider
in
our
office
is
working
to
increase.
The
coordination
between
the
university
seems
like
the
university
is
an
untapped
resource.
B
We
either
as
departments
generally
across
the
enterprise,
know
how
to
access
them
or
not,
and
so
we're
working
on
a
master
contract
where
we
can
make
that
available
to
all
departments,
to
really
see
where
you
need.
Your
research
needs.
What
synergies
you
can
find
in,
for
example,
we
had
a
great
presentation
today
by
the
Carlson
management
school
and
figuring
out
what
that
looks
like
moving
swords,
so
that
will
also
come
at
some
points
or
to
this
committee
for
approval,
but
that
is
in
the
works.
B
B
B
So
just
stay
tuned
for
that,
but
we
will
be
getting
this.
We
are
scheduling
and
I
know.
Staff
is
scheduling
this
workgroup
to
move
forward
and
we
have
apprised
your
office
of
that
as
we
go.
So
thank
you
for
that
that
small
business
team
rally
continues
to
think
about
themselves
more
in
community
than
in
City
Hall
and
I
really
appreciate
that
aspect
of
their
work.
They
hold
weekly
community
office
hours
in
libraries
across
the
city.
B
They
have
three
coming
up
for
this
May
May,
8th,
May,
16th
and
May
24th,
there's
a
newsletter
that
we
do
internally
I'm
about
to
send
that
to
each
and
every
one
of
council
members
offices.
So
you
know
what
that's
happened,
but
that
collaboration
and
their
work
could
not
happen
were
it
not
for
the
collaboration
of
our
partners
and
cpad
health,
police,
civil
rights
with
the
workplace,
regulations
and
so
forth.
So
they
continue
to
move
that
forward.
They're
also
really
excited
ly.
B
I've
asked
them
to
look
at
a
youth
entrepreneurship
brochure
when
really
aimed
at
how
do
we
do
that?
There
are
a
lot
of
partners
in
the
city
that
are
doing
some
youth,
mentorships
and
entrepreneurship
opportunities,
and
so
we're
thinking
about
creating
a
brochure
just
to
highlight
that
and
be
able
to
market
that
to
our
youth
that
are
thinking
about
becoming
small
businesses
themselves.
B
B
We
have
contracted
with
an
individual
who
really
have
some
expertise
in
events
and
particularly
those
related
to
the
arts,
and
so
we
are
thinking
about
the
American
for
the
Arts
conference
in
2019,
and
so
hopefully,
as
we
continue
to
get
some
information
about
what
that
means
for
the
city
in
terms
of
sponsorship,
and
if
that
requires
any
resources,
we
will
come
to
you,
but
that's
an
exciting
piece
of
work
in
partnership
with
springboard
for
the
Arts
and
then
the
creative
City
Challenge
artists
were
selected.
I
know,
you've
heard
carrion
homes.
B
We
are
in
preparation
for
what
that
festival
starts
to
look
like
in
that
kickoff
in
the
comments
later
on
this
summer,
you're
a
tremendously
robust
and
wonderful
presentation
by
our
division
of
race
and
equity,
and
during
march
Stevens
and
lluís
happened
to
be
in
the
room.
So
I
can
say
that
compliment
publicly,
but
they've
been
doing
a
lot
of
great
work
as
that
moves
forward.
B
I
won't
go
into
some
of
that
update
because
you
heard
a
lot
of
their
work,
but
only
mention
that
you'll
hear
part
of
their
work
as
part
of
the
strategic
planning
conversation
as
well
in
the
next
presentation.
They're
really
truly
focused
on
racial
equity,
Community,
Advisory,
Committee
and
steering
committee,
sort
of
training
and
onboarding.
As
that
moves
forward.
B
We
have
the
recast,
mural
project
that
hopefully
will
be
put
forward
right
in
front
of
council
offices
across
the
hallway
later
this
month,
we're
hoping
for
that
installation
and
working
on
dates,
but
we've
gotten
that
approval
from
MDC
they're
working
on
a
youth
participatory
action,
resource
project.
That
is
really
youth
led
on
input
and
looking
at
trauma
and
that's
both
in
North
South
Minneapolis,
and
they
continue
to
work
on
an
oral
history
project
with
MPD
and
North
Queen
and
you'll
be
hearing
about
that
more
in
the
future.
B
At
a
future
presentation,
the
promise
zone
has
a
variety
of
things
that
are
going
on
in
their
neck
of
the
wood,
but
primarily
they
are
really
focused
on
economic
development.
They
continue
to
work
as
part
of
their
economic
development,
workgroup
focused
on
bringing
additional
resources,
particularly
with
small
businesses
on
the
north
side,
and
they
have
been
working
with
in
partnership
with
Kiera
on
capital
investment
study
aimed
at
determining
the
value
of
investments
in
North,
Minneapolis
and
again
we're
trying
to
schedule
when
they
come
forward.
B
I
think
Andrea,
Larson
and
our
shop
has
been
trying
to
schedule.
Those
and
you'll
be
hearing
about
that.
Sometime.
This
summer,
we've
also
put
in
just
recently
I've
signed
in
a
grant
request
to
the
federal
government
for
a
farmers,
market
promotion
program
and
partnership
with
appetite
for
change,
and
that's
all
intended
to
be
within
the
promise
zone.
B
They
are
planning
a
study
session
and
being
inclusive
financing,
which
is
specific
to
pursuing
financing
solutions
to
eliminate
barriers
that
keep
residents
from
participating
in
the
clean
energy
economy
and
I
believe
that's
scheduled
for
May
21st
I
know
they
were
working.
Those
dates
out
with
the
court
with
the
clerk,
so
that's
moving
forward
and
then
I
wanted
to
just
mention
and
highlight
homegrown
minneapolis
has
a
food
Policy
Forum
on
May
23rd
at
Davis
Center.
B
We
have
a
few
new
hires
in
the
loop,
so
just
sort
of
alerting.
Folks
to
that,
as
we
move
forward,
we
we
were
lucky
to
receive
a
grant
for
a
human
trafficking.
Fellow
this
grant
will
continue
some
of
the
great
work
that's
been
happening
with
the
county
and
with
our
own
City
Attorney's,
Office
and
sex
trafficking.
Workgroup
that's
been
formed
here
in
the
city.
B
We're
get
a
turn,
we're
going
to
continue
to
do
that
and
particularly
focus
on
our
LGBTQ
community,
but
we're
also
going
to
be
thinking
about
how
do
we
expand
that
into
labor
trafficking
and
that's
a
really
exciting
portion
of
this
grant.
We
have
been
interviewing
folks
for
that
cohort
and
we're
hopefully
coming
to
a
decision
on
that
moving
forward
and
the
funders
excited
to
pair
our
person
with
a
partner
in
Chicago
and
in
Georgia,
so
they
will
be
a
cohort
of
people
moving
that
forward
our
sustainability
manager
position.
B
We
posted
that,
as
many
of
you
know,
that
position
has
been
vacant
for
a
while.
We
opened
that
position
I
just
received
yesterday
morning,
a
list
of
everyone
who
meet
minimum
calls,
and
so
we're
about
to
get
a
panel
together
to
think
about
what
that
looks
like
and
move
forward
on
that
position,
which
will
be
great.
We
are
hoping
to
open
the
cro
position
soon,
the
resilient,
the
chief
resiliency
officer.
We
have
been
thinking
and
working
with
our
Rockefeller
funder
on
what
does
that
look
like
moving
forward
in
terms
of
what
those
delivers
are.
B
We
are
pleased
to
say:
we've
got
a
good
relationship
with
our
funder
and
they
have
agreed
to
allow
us
to
repost,
or
we
nominate
someone
in
that
position
and
to
start
that
program
from
scratch
two
years,
two
years,
full
funding,
so
we're
exciting
to
think
about
what
that
looks
like
and
so
we'll.
Let
you
know
when
that
happens.
B
So
you'll
know
when
that
post
and
hopefully
soon
here
I
will
be
coming
to
you
to
think
about
a
replacement
for
myself
in
my
former
job
that
I've
talked
about
it
pretty
openly,
but
my
span
of
control
is
deputy
was
already
large.
My
plan
is
to
think
about
two
people,
two
directors.
Instead
of
a
deputy,
and
so
we
are
working
with
HR
to
do
that,
we
will
come
to
Council
for
approval
of
those
appointed
positions
and
then
hopefully
we
will
move
forward.
B
A
C
A
D
Great
yeah
happy
to
be
here:
I'm
Andrea,
Larson,
I'm,
the
manager
of
strategic
planning
and
analysis
in
the
coordinators
office,
I'm
here
to
talk
about
2018,
strategic
planning.
So,
with
the
start
of
a
new
term,
we
have
an
opportunity
this
year
to
rethink
strategic
planning
in
partnership
with
joy
Stevens,
who
leads
race
and
equity
Heather
Worthington,
who
leads
long-range,
planning,
Micah
intramural,
who
leads
the
budget
office
as
well
as
Ron
Harris
and
the
council.
D
In
the
last
several
council
cycles,
the
city
has
used
a
structure
which
included
setting
five
visionary
goals
like
living
well
into
one
Minneapolis,
with
five
to
six
associated
strategic
directions.
Her
goal,
as
the
city
tried
to
use
these
goals
to
align
work
through
business
planning,
to
report,
progress
through
results
and
to
allocate
resources
through
the
budget
process.
It
became
clear
that
the
goals
and
strategic
directions
were
more
values
than
tangible
and
measurable
goals.
D
Studying
these
values
was
an
important
step
in
establishing
the
vision
for
the
city,
but
using
these
in
our
work
posed
some
challenges
so
as
values.
The
goals
were
high
level,
which
made
everything
our
priority.
This
made
decisions
about
what
to
do
and
where
to
put
resources.
Difficult
measuring
values
can
be
hard.
D
How
do
we
know
who's
living
well
or
if
we
are
a
great
place,
and
how
do
we
measure
our
progress
towards
those
and
it
created
challenges
for
flowing
to
the
work
of
the
city
and
departments
which
made
accountability
and
transparency
and
by
an
difficult
the
model?
We're
proposing
addresses
the
challenges
by
integrating
four
major
Enterprise
wide
plans,
the
strategic
plan,
the
comprehensive
plan,
racial
equity
plan
and
the
budget
we're
conveniently
and
uniquely
at
a
time
when
these
planning
processes
are
happening.
D
D
But
what
we're
hoping
to
do
is
create
one
plan
which
incorporates
racial
equity
in
how
we
do
our
strategic
planning
and
the
goals
that
we
set
and
how
we
measure
our
work.
Likewise,
we
have
an
opportunity
with
the
comprehensive
plan
to
leverage
the
work.
That's
already
happened
and
decide.
What
of
that
ten-year
plan?
Do
we
want
to
try
to
bite
off
into
in
the
next
four
and
then
consider
through
the
budget,
how
we
are
going
to
use
our
mr.
Teja
clever?
Are
our
budget
to
accomplish
this
work?
E
Good
afternoon,
so
the
proposed
model
that
you're
looking
at
shows
the
different
phases
of
the
strategic
planning
process
that
we
proposed.
There
are
three
different
phases
and
then
an
evaluation
phase
at
the
at
the
end
of
it.
The
far
right
what
you're
looking
at
is
a
set
of
the
stakeholders,
so
we
are
anticipate
we'll
be
participating
in
each
of
these
different
phases
of
the
work
at
the
highest
level.
We're
looking
at
really
the
visioning
phase,
which
is
a
typic,
was
a
traditional
rule.
E
That
council
has
played
in
the
past
with
the
mayor's
office
and
really
looking
at
what
studying
the
vision.
What
our
overall
values
that
are
driving
the
work
of
our
city.
That
really
does
define
what's
happening
in
that
first
here
at
setting
that
vision,
statement
and
then
beginning
to
look
at
our
comprehensive
plan
in
the
97,
so
to
do
policy
areas
and
really
making
some
decisions
for
the
next
four
years
of
our
work.
E
So,
as
Andrea
mentioned
historically,
we
would
have
the
value
statements
or
the
goals
set
up
at
the
highest
level
of
the
organization,
but
we
wouldn't
have
the
ways
to
measure
that
in
this
specific
rule,
up
as
we
proposed,
we
would
both
have
those
have
the
vision,
have
those
those
policy
areas
identified
and
then
the
success
factors
associated
with
that
we're
anticipating
at
that
level.
We
certainly
have
our
elected
policymakers
we're
participating
in
really
driving
that
work
in
relationship
with
some
key
department
staff.
E
So
certainly
our
city
coordinator,
like
through
the
clerk's
office
and
others
who
are
seeing,
who
are
deemed
to
be
relevant
to
that
conversation
and
the
middle
tier,
is
the
opportunity
for
us
to
engage
a
different
set
of
stakeholders
so
adding
to
our
elected
policymakers
and
the
department
leadership
that's
been
participating
already.
This
is
our
opportunity
to
expand
the
table
of
who's
there
speaking
into
the
process.
We're
looking
at
that
community
voice.
E
That
comes
in
one
of
the
reasons
why
we've
called
out
community
voice
in
the
form
of
our
boards
and
commissions
is
because
the
resolution
that
formed
raise
equity,
Community,
Advisory,
Committee
states,
specifically
that
that
group
has
a
role
to
play
in
racial
equity
planning,
since
we
are
coordinating
racial
equity
planning
and
the
strategic
planning
process.
We
saw
this
as
an
opportunity,
certainly
to
include
that
committee,
but
also
other
committees
who
would
have
a
part
to
play.
Perhaps
click
or
the
Planning
Commission
others.
E
So
we
determine
along
the
way,
would
really
have
a
strong
voice
in
helping
us
think
strategically
about
the
next
four
years
of
our
work
in
that
you're,
the
individuals
participating
we'll
take
those
those
prioritized
so
change
of
policy
areas
and
the
success
factors
look
within
them
to
say
what
are
the
action
steps,
as
called
out
in
the
comprehensive
plan
that
we
also
want
to
focus
on
related
to
those
strategic
policy
areas.
Excuse
me
and
then,
in
addition
to
that,
how
are
we
going
to
measure
success
so
it
will
have
defined
success.
E
We
will
have
defined
success
at
the
highest
level
around
the
policy
areas
at
the
top
tier.
We
will
have
defined
success
at
that
middle
tier
around
the
action
steps
so
that
all
along
the
way,
we
know
how
we're
going
to
be
able
to
come
back
and
report
success
in
that
third
tier
on
tactical
planning.
This
is
really
the
time
for
departments
to
roll
up
their
sleeves
and
to
be
able
to
say
how
is
it
that
they
are
going
to
be
able
to
participate
in
helping
the
city
accomplish
these
goals?
Where
does
their
work
align?
E
What
are
the
resources
is
inside
of
their
department,
BIA
from
a
budgetary
standpoint,
a
staffing
standpoint?
How
will
they
contribute
to
helping
the
city
actually
advance
this
work
and
again,
at
this
level,
we're
just
adding
players
to
the
table?
So
we've
had
our
policymakers
of
here
all
along
we've
added
some
community
voice
in
that
middle
tier,
and
this
is
really
in
that
third
tier,
where
departments
again
are
stepping
up
and
taking
some
ownership
of
really
being
able
to
align
their
specific
business
planning
in
their
department
with
a
strategic
vision.
E
This
coming
out
from
our
policy
makers
and
that
bottom
tier
is
an
opportunity
for
us
to
really
think
about
how
we're
reporting
that
progress.
We
have
a
lot
of
already
natural
ways
inside
the
city
to
report
progress
through
our
results.
Minneapolis,
our
departments
provide
updates
on
on
a
periodic
basis.
We
have
our
council
committees
as
well,
where
departments
report
in
to
that's
another
mechanism
for
progress
to
be
shared.
We
have
our
racial
equity,
Community,
Advisory,
Committee
and
likely
other
boards
and
commissions
who
also
have
a
responsibility
to
report
that
progress.
E
D
Great,
so
next
we
can
go
through
what
an
example
of
this
would
actually
look
like
so
you'll
see
during
the
high-level
visioning
leadership
would
prioritize
and
select
which
of
the
97
policy
areas.
We
want
to
focus
on
in
the
next
four
years.
So
in
this
example,
let's
say
we
selected
just
two
of
those
97
policy
areas
and
they
were
housing,
access
to
housing
and
public
safety.
At
this
stage,
we'd
also
select
measures
by
which
we
would
know
we're
making
progress
towards
these
policy
areas.
D
During
the
mid-tier
planning,
we
choose
action,
steps
that
align
with
the
policy
areas,
and
so
in
this
example,
let's
say
we
selected
action
step,
B
around
housing,
an
action
step
D
around
public
safety.
We
would,
at
this
point,
also
identified
the
measures
to
know
we're,
making
progress
and,
finally,
at
the
tactical
level
departments,
would
plan
specific
goals
and
activities
to
address
the
action
steps.
D
So
we
hope
to
end
up
with
a
paradigm
for
our
work
that
you'll
see
at
the
bottom,
which
helps
us
identify
which
of
our
work
is
strategic
as
in
what
helps
us
accomplish
our
four
year
priority
priorities
that
are
identified
through
this
process,
which
of
our
work,
is
core
and
work
that
it
as
a
city.
We
will
need
to
do
no
matter
what
and
what
of
our
work
falls
into
other,
and
then
how
do
we
start
to
think
about
that
other
bucket
of
work.
D
So
the
next,
that
is,
that
we
are
continuing
to
share
this
model
out
to
gather
input,
and
then
we
are
working
on
the
steps
needed
to
start
implementing
the
process
below
is
a
page
as
a
draft
timeline
for
when
we
anticipate
these
steps
will
start
to
take
place
and
some
factors
that
might
influence
this
know
that
there
are
other
things
that
will
influence
the
timing
of
this,
like
orienting
appointed
warranted
Commission's
to
the
process.
To
me
an
engagement
cetera,
so
that's
all
I
have
to
stand
for
questions.
F
This
is
a
lot
for
everyone
to
just
think
through
and
there's
only
four
of
us
here
and
there's
a
lot
more
people
who
would
be
involved.
I,
don't
have
any
strong
objection
to
integrating
the
four
major
Enterprise
citywide
plans,
except
for
the
city's
comprehensive
plan
is
not
even
close
to
in
a
position
to
be
adopted.
F
I
see
it
as
something
completely
different
than
the
strategic
planning
and
racial
equity
plan,
in
that
there
is
broad
unanimity
and
agreement
surrounding
that
and
likely
will
be
with
the
budget
as
well
and
I
haven't
seen
a
lot
of
drama
surrounding
the
budget
for
many
years.
The
comp
plan
has
proven
to
be
something
that
has
drawn
out
very
strong
emotions
for
myself
as
one
but
many
many
people
and
I
feel
like
we're
heading
towards
something
that
is
not
going
to
be
universally
accepted
and
there
are
going
to
be
huge
winners
and
losers.
F
So
how
do
you
possibly
suggest
that
a
plan
that
could
potentially
be
adopted
on
a
very
split
vote
with
a
lot
of
controversy
in
the
community
could
then
be
a
guiding
factor
off
of
our
strategic
planning?
You
would
think
that
the
strategic
planning
should
be
things
where
there's
like
almost
a
supermajority
of
unanimity,
yeah
and
the
common
one
more
comment
about
that
and
the
comp
plan
isn't
going
to
be
done
or
adopted
prior
to
the
time
that
we
start
this
high-level
strategic
planning,
yeah.
D
G
G
The
other
thing
I
would
note
is
that
this
comprehensive
plan
is
the
first
comprehensive
plan
in
the
history
of
the
city
to
take
an
equity
lens
and
a
climate
action
lens
in
terms
of
informing
some
of
the
goals
and
policies
that
are
stated
within
the
document.
So
in
terms
of
it
dovetailing
with
some
of
the
strategic
planning,
work
and
equity
planning
work,
there
is
a
nice
opportunity
here.
F
Okay,
I,
don't
believe
that
I
think
that's
a
very
Pollyanna
way
to
look
at
it.
There
are.
There
are
there's
huge
divisions
and
where
people
are
at
and
what's
been
proposed
in
this
comprehensive
plan,
there
are
streets
in
my
ward,
where
there
are
single-family
homes
that
are
being
proposed
to
be
four-story
buildings.
I
can't
tell
people,
don't
worry.
Your
comments
will
guide
a
potential
change
in
this
area.
People
are
gearing
up
to
fight
it,
even
though
they
shouldn't
have
to
fight
their
City,
and
so,
if
the
tene
other
people
won't
be.
F
F
I,
don't
understand
that
the
comp
plan
for
the
people
who
drafted
it
and
have
been
charged
with
being
bold,
haven't
thought
through
where
the
public
is
at,
which
is,
unlike
this
larger
race
and
equity
conversation
we're
having
surrounding
people
being
brought
along
in
a
way
that
they
understand
the
importance
of
that
overall
concept
to
our
community.
The
comp
plan
has
done
nothing
towards
that.
It's
been
confrontational,
pretty
much
since
the
minute
it
was
announced.
G
Chair
Palmisano,
councilmember
Goodman,
the
kopplin
is
drafted
based
on
the
fourteen
goals
that
this
City
Council
adopted
in
April
2017
and
the
six
value
statements
that
it
adopted
a
year
previous
to
that,
so
the
comp
plan
underpinnings.
The
foundation
of
that
document
are
based
on
the
values
that
you
as
a
council
adopted,
and
we
have
had
a
very
broad
and
very
transparent
community
engagement
process,
where
we
listened
very
carefully
to
our
residents
and
business
owners
and
other
property
owners.
F
Madam
chair
MS,
Worthington
I,
was
here
for
that
process
and
know
were
in
those
points,
did
we
say,
put
a
four-plex
on
every
block?
No,
where
did
we
say,
take
single-family
homes
and
turn
them
into
four-story
buildings,
and
that
seems
to
be
what
you're
suggesting
is
that
that
was
in
the
16
points
that
people
thought
through
that
and
said
to
us.
Please
increase
density
everywhere
in
the
city,
no
matter
where
it
is,
and
let's
eliminate
lanes
of
traffic
and
put
in
bike
lanes
everywhere.
F
That's
not
what
we
said
and
the
points
that
we
made
with
regard
to
the
comp
plan
and
I'm
quite
sure
the
leadership
on
the
comp
plans.
No
one
told
you
to
do
that.
That
was
you
being
bold,
not
the
public
telling
us
telling
you
to
be
bold.
Maybe
there
were
some
people
who
wanted
to
be
bold,
but
there
were
plenty
of
people
who
want
to
see
more
incremental
change
and
so
I
don't
know
how
we
can
take.
F
What's
this
draft
count
plan
and
say
this
is
going
to
be
our
strategic
plan
because
we
don't
know
how
it's
going
to
turn
out
you're
saying
that
there's
going
to
be
changes,
I
suppose
if
we
can
meet
and
I
can
hear
that
some
of
my
issues
are
going
to
be
addressed.
Fine,
but
I
don't
hear
that
right
now
and
everywhere,
I
go
every
grocery
store.
I
go
into
people
are
very
upset
about
what
potentially
could
happen
to
the
neighborhood
that
they
love
and
that
they
don't
like
it.
Terry.
G
F
Andrea,
my
point
is
I.
Don't
think
the
cop
plan
can
be
something
that
can
be
a
divided
governing
document
at
this
point,
since
it
hasn't
been
adopted,
it
won't
have
been
adopted
and
I,
don't
understand
how
that
not
adopted
plan
could
be
influencing
strategic
planning
in
such
a
comprehensive
way,
and
it
certainly
can't
be
held
up
as
equal
to
our
race
equity
plan.
Where
there's
a
lot
of
unanimity
surrounding
it.
That's.
B
I
make
I
appreciate
a
chair,
Palmisano
councilmember,
Goodman
I,
hear
you
and
I
appreciate
what
you're
saying
for
our
purposes
for
strategic
planning.
We
were
really
thinking
about,
as
we
think
about
going
into
strategic
planning
what
has
happened
in
the
past
of
gathering
us
together
and
thinking
about
for
what
are
the
new
goals
and
what
are
the
new
values
for
a
new
council
term?
Our
hope
was
to
take
the
values
and
the
goals
that
we
have
already
approved
in
the
comprehensive
plan,
broadly
to
think
about
what
does
that
look
like
and
integrating
that?
B
So
we
don't
have
separate
plans
going
out
there
to
your
point.
However,
I
think
you're
right
that,
as
we
think
about
the
97
policies
and
how
those
policies
are
being
vetted
in
community,
how
those
will
eventually
at
some
point
in
some
way,
shape
or
form
whether
it's
97,
whether
they're
83,
whether
they
grow
or
shrink
or
change
in
the
future.
I
think
those
are
the
policies
that
we
want
to
make
sure
that
we
put
priorities
to
those,
because,
no
matter
how
the
comp
plan
ends
up
being
approved.
B
We
cannot,
in
my
humble
estimation,
as
a
city,
take
on
that
volume
of
priorities
and
say
we're
going
to
be
working
at
all
of
those.
At
the
same
time,
that's
what
this
strategic
process
is
trying
to
streamline,
not
the
details
of
the
comp
plan,
which
are
yet
to
be
determined,
I,
don't
know
if
that
clarifies
a
little.
F
Bit
I'm
sure
it
clarifies
it
a
little
bit
but
I
heard
miss
Worthington
say
these
16
points
that
we
took
to
draft
the
comp
plan
were
the
things
that
said
put
a
four-plex
on
every
corner.
So
if
we
took
out
of
the
16
points
put
a
four-plex
on
every
corner,
then
that's
now
going
to
be
translated
into
our
strategic
planning
as
well.
B
A
Coordinator
River
van
der
Meyde
as
I
look
at
the
suggested
timing
and
all
the
outflows
here
it
looks
to
me
like
we
are
saying
it
is
a
little
bit
more
of
a
cascade
and
those
values
and
those
goals
that
we
agreed
upon
in
the
past
might
be
influencing
things
such
as
some
of
our
equity
work.
Some
of
our
results,
Minneapolis
work,
but
it's
about
those
things
we
previously
agreed
to
not
a
comprehensive
plan
draft
at
this
point
in
time.
Chair.
B
Palmisano
you're
correct
that
right
now,
what
we're
thinking
about
are
those
values
and
goals.
The
reality
is
that
we,
as
a
city
and
I,
think
you'll
appreciate
this.
I
know
staff
appreciates
this.
We
often
have
a
variety
of
plans.
We
could
do
a
completely
separate
racial
equity
plan.
We
could
do
a
separate
budget
process.
We
can't
often
do
with
strategic
planning
what
we're
trying
to
do
is
really
align
those
big
plans
that
impact
our
work
and
the
details
of
that
again.
B
I
think
that,
as
we
think
about
it,
as
the
comp
plan
gets
approved
and
the
tactics
and
the
strategies
for
those
are
put
forth
before
councils
put
forth
before
policy
make
and
approved
by
you,
it's
those
that
we're
going
to
ask
you.
What
are
we
prioritizing
that,
but
the
values
of
equity
and
the
values
of
of.
B
B
It
does
not
make
good
use
of
resources
if
we're
constantly
trying
to
address
independent
plans
that
actually
have
some
relation
to
each
other,
but
again
the
tactics
underlying
a
variety
of
things,
whether
it's
a
ratio,
equity
action
plan
or
whether
it's
the
comprehensive
plan,
those
strategies
and
how
you
achieve
those
they'll,
still
have
to
be
approved
by
policymakers
at
some
future
date.
Thank.
C
Okay,
show
us
how
you're
going
to
implement
them.
You
know
see
ped
regulatory
services,
everybody!
What's
your
role
and
if
we
said
access
to
housing
is
the
sort
of
value
that
we
want
to
talk
about
them.
And
if
they
came
forward
and
said
put
a
four-plex
on
every
lot,
then
we
would
actually
have
an
opportunity,
then,
as
they're
coming
back
to
us
to
say
well
is
that
is
that
what
we
want
to
be
measuring
or
isn't
it?
C
So
I
appreciate
the
framework
of
this
process.
I
think
they're
probably
going
to
be
some
fascinating
conversations
that
come
out
of
it.
You
know
from
a
lot
of
different
places,
but
I
think
the
resolving
some
of
the
tension
around
which
metrics
are
we
measuring
and
what
are
we
holding
you
accountable
for
and
how
are
you
contributing
to
these
bigger
strategic
goals?
I
think
makes
a
lot
of
sense,
so
so
I
appreciate
the
framework
and
I
think
there's
a
lot
of
good
work
that
can
be
done
within
this.
F
You,
madam
chair
I,
actually
like
the
framework,
also
I,
think
the
fact
that
we
didn't
have
any
results
measurement
for
the
past
four
years
was
a
failure
of
the
previous
administration,
so
I
think
having
something
that's
measurable
is
a
good
thing,
but
I
do
think.
The
coordinators
example
of
we're
in
favor
of
growth,
using
that
as
an
example,
is
exactly
what
the
problem
is.
I
too
would
say:
I'm
in
favor
of
growth
and
I
am
and
I
represent
downtown,
so
we've
seen
our
fair
share
of
it.
F
But
if
you
I'm
sorry
to
pound
away
at
the
four-plex
thing,
it's
not
my
only
objection
to
the
comp
plan,
but
it's
a
good
example
of
well.
If
you're
opposed
to
having
a
four-plex
on
every
block,
then
all
of
a
sudden
you're
anti
growth,
and
so
it
extrapolates
itself
from
that
one
controversial
point
so
I'm
afraid
to
even
say
I'm
in
favor
of
growth.
F
Now
because
of
what
that
might
mean
and
should
I
object
to
it,
then
I
am
a
objectified
as
being
against
growth,
and
so
that
is,
and
I
could
probably
use
that
I
could
have
probably
used
a
different
example.
Although
that's
the
one,
that's
on
my
mind
at
this
exact
moment-
and
it's
been
on
my
mind
ever
since
the
comp
plan
came
out
and
I
was
generating,
you
know
getting
multiple
calls
every
day
about
it,
but
I,
don't
think
I
think
we
should
start
from
places
where
we
agree
and
and
try
to
avoid
places.
F
We
don't
agree
and
also
try
to
avoid
saying.
Well,
if
it's
in
one
of
the
sixteen
statements
and
you're
in
favor
of
growth,
you
have
to
then
accept
whatever
outcome.
There
is
that
our
tactics
coming
from
that
goal
of
growth,
but
I
do
think
that
the
overall
idea
of
doing
it
differently
is
good.
The
way
it's
been
done
in
the
past
I
think
was
almost
an
old
strategic
planning
model
taken
from
20
years
ago.
F
Everyone's
gonna
agree
on
their
goals
and
their
touchy
feely
things,
and
then
we're
gonna
move
to
text,
rata,
G's
and
objectives
and
we're
too
big
of
an
enterprise.
To
sum
it
up
that
way
and
I
think
that
the
past
review
process
got
caught
up
and
just
too
many
too
many
priorities
and
there
was
no
way
to
measure
them,
and
so
the
result
was
no
measurements,
and
so
I
do
think
that
this
the
system
or
structure
is
probably
a
good
one.
To
move
us
in
that
direction.
D
D
You
know
it's
very
important
to
this
group
that
it's
dynamic
and
adaptable
to
meet
the
needs
of
our
leadership
and
our
organization
and
so
cause
member
Fletcher
I,
think
you
know
your
comment
about
starting
from
the
highest
level
and
then
working
our
way
down
will
hopefully
help
us
come
to
agreement.
You
know
at
that
at
that
highest
level.
First,
how
we
do
what
we
do.
We
can
figure
out
as
we
build
this
out.
A
Thank
you,
I
do
also
acknowledge.
It's
been
fairly
destroying
destroying
it
in
the
past.
The
challenge
here
is
about
coordination
and
alignment
and
I
just
need
to
say
that
in
in
being
part
of
especially
these
last
three
months,
a
lot
of
the
results,
Minneapolis
work
and
what
we're
measuring
and
how
that
can
be
objective
and
how
we
can
do
it
in
a
consistent
way.
I
think
that's
going
to
get
us
where
we
need
to
go
here
too.
So,
thanks
for
all
of
your
work,
did
you
have
any
other
slides
or
information
to
present.