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From YouTube: October 18, 2018 Budget Committee - Afternoon
Description
Minneapolis Budget Committee Meeting
A
Well
good
afternoon,
while
I
know,
our
committee
could
have
pretty
much
reconvened
at
green
and
grain
across
the
street
in
the
Skyway
15
minutes
ago.
I
know
that
people
are
still
getting
back
from
lunch,
but
we're
just
going
to
begin
our
first
presentation
from
the
budget
perspective
and
just
as
a
reminder,
these
things
are
recorded
and
a
lot
of
council
members
as
things
go
on
we'll
look
back
at
these
presentations
and
they're
pretty
easily
accessible
online.
So
first
I
will
welcome
our
internal
audit
director
ginger
big,
be
welcome,
eager
to
hear
your
presentation
Thank.
A
B
For
a
department
overview,
we
have
a
department
of
for
full-time
FTE,
which
includes
one
audit
manager,
one
senior
auditor,
one
staff
auditor,
and
we
also
have
two
part-time
interns
who
don't
necessarily
prepare
work
papers,
but
they
do
help
us
with
a
lot
of
tasks
on
our
audits
and
administrative
tasks.
Our
team
reports
to
the
audit
committee.
The
audit
committee
consists
of
six
members
three
from
City
Council,
which
are
chair,
Palmisano,
council,
member
warsaw
me
and
councilmember
Schrader.
Then
we
have
two
appointed
members
from
the
community.
B
They
change
items
we're
requesting
this
year.
Item
is
an
additional
40,000
for
IT
I.
Rit
fees
are
increasing.
In
addition,
our
IT
work
coverage
is
increasing
as
the
city
faces
additional
and
are
increasing
IT
risks
and
cyber
security
risk.
We
don't
yet
have
the
capacity
to
bring
that
work
in-house
to
our
audit
team,
so
we're
still
having
to
outsource
that
work.
I.
B
Also
wanted
to
mention
that
the
internal
audit
team
spends
a
lot
of
time
helping
various
departments
with
consultations.
We
feel
like
our
consultations
and
special
projects,
add
a
lot
of
value
to
the
residents
and
to
the
departments
we
proactively
address
risks
and
help
with
the
implement
the
design
and
implementation
of
controls.
We
are
we're
hoping
to
have
additional
capacity
in
the
future
to
perform
more
consultations.
B
A
C
Anyways
we
need
to
have
this
update
with
the
if
the
city
is
moving
to
Windows
10.
Our
CRM
does
not
support
that
program,
and
so
we're
asking
for
two
hundred
and
three
thousand
dollars
to
be
able
to
do
that
and
then
the
additional
maintenance
cost
throughout
the
years
for
forty
thousand
dollars
and
that's
our
budget
this
year
too
many
questions.
D
Thank
you,
Jeff,
so
I
think
one
of
the
things
I'm
wondering
about
when
I
came
over
and
visited
your
call
center.
You
were
working
on
implementing
texting
as
a
way
of
people
getting
in
touch,
and
that
seemed
like
it
was
both
something
that
was
starting
to
work
and
also
something
that
could
use
some
additional
tech
implementation
and
continued
development
to
keep
strengthening
it
and
allow
it
to
identify
more
key
words
and
be
more
useful.
C
C
D
That's
great
that
that's
in
progress,
so
one
of
the
things
that's
challenging
about
assessing
three-on-one
sometimes
is
that
in
order
for
there
to
be
a
sort
of
successful
outcome
for
a
resident
who
calls
three
one
one,
there
has
to
be
both
a
really
good
initial
interaction
and
then
whatever
follow-up
in
communication
needs
to
happen
afterwards
and
I
think
sometimes
it's
a
little
bit
hard
for
us
to
know.
When
we
hear
from
constituents,
you
know
I
called
two
and
one
enough
Kappa
I
mean
where
was
the
breakdown?
Is
it
in?
D
Is
it
in
three
on
one
systems?
Is
it
in
the
way
things
are
getting
passed
on?
Is
it
in
the
you
know,
departments
who
are
receiving
the
information?
Are
they
following
up,
but
I
know
that
I
do
get
that
feedback
sometimes,
and
so
I
guess
I'm
curious
to
hear
from
your
perspective
are
the
things
that
you
can
think
of.
That
would
be
particularly
impactful
investments.
You
know.
Twenty
four
percent
of
the
301
calls
come
from
more
three,
so
I'm
really
tuned
into
this.
D
C
C
But
something
also
is,
as
always,
we
review
the
SLA
z'
with
our
resolve
any
departments
every
couple
years
and
see
if
those
are
still
meeting
our
needs,
but
three
one
one.
We
do
the
best
that
we
can
and
as
soon
as
we
send
it
off,
it
just
depends
on
what's
going
on
in
the
city
at
the
time
and
what
their
SL
ways
are
and
I
know
that
some
of
them
seem
to
be
a
little
bit
long.
C
Yes,
absolutely
it's
going
to
improve.
Well,
I!
Think
that
we're
gonna
do
this
year
is
going
to
improve
the
online
forum
so
that
people
have
more
access.
But
once
we
get
this
project
that
we're
working
on
now
and
then
the
update
that
we're
going
to
do
next
year,
it's
gonna
enable
citizens
to
have
easier
access
to
their
information
to
their
reports
and
where
they
can
have
their
own
login
and
everything
and
be
able
to
see
and
watch
a
track
and
follow.
C
A
So
miss
Glover
I
think
you
did
answer
this
question
indirectly,
but
that
change
item
page.
As
you
said,
residents
will
be
able
to
access
and
manage
their
own
cases.
Are
there
going
to
be
efficiencies
to
be
gained,
or
do
you
think
it
will
just
help
further
engage
more
people
and
thus
more
requests?
I
think.
C
C
A
You
councilmember
Cunningham
isn't
with
us
in
person,
but
he
is
with
us
today.
He
is
watching
from
afar
and
he
had
a
couple
of
questions
about
this.
We
hit
one
of
his
questions
was:
are
you
specifically
responsible
for
the
3-1-1
app?
Yes,
and
do
you
have
any
plans
to
expand
those
app
abilities
any
further
over
the
next
year
right.
C
Now
we're
limited
in
what
we
can
do
we
work
with
our
vendors
SeeClickFix
and
there's
just
a
certain
amount
of
buttons
that
you
can
have.
So
if
we
add
more
buttons
and
we
have
to
take
away
buttons,
so
we
are
pretty
limited
in
what
we
can
do,
I
mean
other
than
changing.
You
know
the
buttons
and
what
the
customers
can
do.
C
A
E
Chair
Palmisano
and
committee
members
good
afternoon,
I'm
David,
rhew
beador,
the
director
of
the
neighborhood
and
community
relations
department,
with
the
city
of
Minneapolis
and
I'm.
Here
today
to
present
the
mayor's
proposed
2019
budget
for
our
department.
You
can
find
our
budget
on
page
F
172
of
the
budget
book.
Overall,
the
budget
for
2019
for
the
department
is
proposed
to
be
at
eleven
point.
Nine
million
dollars
Suz
be
a
three
point.
One
percent
decrease
from
2018.
E
We
have
four
service
enhancements
that
are
included
in
our
budget
totaling.
Six
hundred
and
fifteen
thousand
five
hundred
and
sixty
thousand
of
which
are
one-time
funds
and
fifty-five
thousand
would
be
ongoing
when
a
touch
base
on
those
in
a
minute.
But
I
wanted
to
give
a
brief
overview
of
the
the
department
itself.
E
So
as
a
resource
Department
in
the
state
coordinators
office,
NCR
utilizes,
the
International
Association
of
public
participation
framework
to
support
the
enterprise's
engagement
work
through
a
broad
array
of
engagement
techniques
to
reach
all
communities
of
the
city,
as
well
as
all
cultures
within
their
city.
We
work
to
ensure
access
to
resources
and
programming
by
all
of
our
residents
and
inclusion
in
the
city's
decision-making
process.
E
We
currently
have
18
FTE
on
staff
and
we
provide
a
number
of
core
services
to
the
city
which
I'll
highlight
here.
First
of
all,
we
maintain
the
city's
Americans
with
Disabilities
Act
action
plan.
This
is
a
federally
mandated
requirement.
We
probably
support
departments
and
being
able
to
address
barriers
to
people
with
disabilities
and
also
address
complaints
that
residents
may
have.
We
maintain
also
to
certified
88
coordinators
on
staff.
E
We
also
support
the
city's
limited-english-proficiency
plan,
which
is
a
language
access
plan
for
the
city
in
which
the
department
supports
the
infrastructure,
which
has
allowed
the
city
to
support
over
a
500
percent
increase
in
two
language
services
for
non-english
speaking
residents.
Over
the
last
six
years,
we
have
staff
that
are
dedicated
to
reaching
and
engaging
the
city's
major
under
engaged
communities
which
include
the
African
American,
East,
African,
Latino,
Southeast,
Asian,
American,
Indian
and
seniors,
and
the
GLBT
community.
Examples
of
this
type
of
work
include
in
collaboration
with
the
communications
department.
E
We
host
three
different
radio
shows
in
languages
and
in
Spanish
song
and
Somali.
We
supported
the
transgender
summit
this
year.
We
have
been
working
diligently
on
the
municipal
ID
initiative
and
we
also
did
quite
a
bit
of
work
around
the
Super
Bowl.
We
also
provide
cultural
competency,
training
for
city
staff
and
community
members,
and
our
learning
labs
last
year
was
able
to
reached
over
130
city
staff
and
community
members.
E
Excuse
me
this
year
that
office
took
over
the
management
of
the
immigrant
services
fund,
which,
in
collaboration
with
three
other
nonprofit
organizations
that
were
able
to
leverage
over
the
other
money,
but
basically
we're
able
to
support
services
to
over
1,600
immigrants
and
refugees
in
our
city.
In
addition,
and
a
final
note,
is
the
city
or
the
department
actually
also
does
a
considerable
amount
of
work
of
supporting
the
city's
70,
independent,
nonprofit
and
neighborhood
organizations?
E
Our
neighborhoods
have
worked
on
a
variety
of
issues
around
the
city,
supported
grassroots
initiative
and
last
year,
leveraged
over
2.8
million
dollars
worth
of
volunteer
time.
Our
work
on
that
with
neighborhood
organizations
includes
some
compliance
and
monitoring
and
support
through
our
neighborhood
revitalization
and
community
person,
participation
programs,
as
well
as
a
capacity
building,
contract
management,
auditing
services
and
legal
and
legal
support
and
reporting.
F
You
Madame
chair
before
you
move
into
the
change
items.
I
want
to
see
if
I
can
get
a
clarification
for
the
record
with
regard
to
the
action
that
we
are
poised
to
take
tomorrow,
there
is
the
rumor
mill
out.
There
is
suggesting
that
dedicating
1.5
million
dollars
to
the
navigation
Center
would
take
money
away
from
neighborhood
services
in
2018
or
2019.
Yet
there
is
no
change
item
within
the
budget
for
2019,
which
would
lead
me
I.
F
F
Understand
that
we
don't
have
a
funding
source
for
neighborhoods
going
past
2019.
But
that
is
not
what
we're
here
to
discuss
today
or
tomorrow,
actually,
because
funding
for
neighborhoods
is
in
the
base
budget
of
the
community,
neighborhood
and
community
relations
budget,
and
it's
not
being
addressed
today,
because
there's
no
change
order
asked
to
lower
it.
Correct
chair.
E
Palmisano
and
councilmember
Goodman-
you
are
correct
one
correction
on
that,
though
we
actually
the
neighborhood
program
through
the
CPP
program
and
the
department
is
fully
funded
through
the
end
of
2020,
and
so
we
have
actually
two
years
before
that
source
of
funding
comes
to
an
end,
but
the
action
that
the
council
was
looking
at
will
not
affect.
Funding
for
neighborhoods
does
not
change
that
service
level
at
all.
So.
F
That
is
a
new
bit
of
information,
and
that's
great
thank
you.
I
just
had
to
get
that
out
because
I'm
being
flooded
with
emails
from
people
who
seem
to
think
that
this
action
tomorrow
is
going
to
take
money
away
from
neighborhoods
this
year,
which
were
already
have
almost
done
with
the
earth
and
next
year
and
now
you're
saying
not
even
next
year,
but
not
even
2020,
either
chair.
E
Palmisano
Cosmo
good
and
you
are
correct.
Those
are
those
revenues
that
will
be
that
you're.
Speaking
of
our
additional
revenues
that
have
come
in
off
the
teff
does
not
affect
that
course
or
that
baseline
funding.
We
are
as
a
department
looking
at
setting
out
a
communication
to
all
the
neighborhoods
today,
if
not
the
latest
tomorrow,
to
let
them
know
that.
E
So
our
first
change
item
before
you
today
is
a
2020
census
project.
It's
a
request
for
one-time
funding,
a
three
hundred
fifty
three
hundred
fifty
thousand
dollars.
We
are
leading
in
supporting
a
multi
Department
request
to
support
the
city's
effort
to
actually
get
a
complete
count
of
all
of
our
residents
and
with
the
2020
census.
As
you
are
aware,
the
2020
census
is,
we
are
facing
a
number
of
great
challenges
with
the
upcoming
census.
E
Our
historically
under-counter
communities
have
always
been
a
challenge
to
be
able
to
count
youth
seniors,
homeless,
non-english
speaking
residents,
communities
of
color
to
name
a
few
have
always
been
a
challenge
for
us
to
get
an
accurate
count.
However,
at
in
the
2020
census,
we
are
particularly
faced
with
some
increasingly
challenging
circumstances,
such
as
an
increased
distrust
in
government,
which
has
been
furthered
by
both
the
language
and
policies
that
are
occurring
at
the
federal
level
and
I
want
to
really
emphasize
here.
We
have
a
lot
at
risk.
The
census
data
is
used
extensively
to
allocate
resources.
E
The
state
of
Minnesota
alone
reads
receives
over
eight
point:
two
billion
dollars
in
federal
funds
based
on
census,
data
in
the
state.
Demographer
estimates
that
at
least
one
thousand
five
hundred
and
thirty
two
dollars
per
person
is
allocated
by
the
federal
government
to
Minnesota
each
year.
So
if
undercounting
can
be
very
costly,
in
addition
to
the
loss
of
federal
federal
funds,
many
a
Minnesota
is
also
at
risk
of
losing
a
congressional
district.
So
we
we
are
at
risk
of
losing
some
political
political
power
in
Washington.
E
E
The
census
has
had
to
delay
or
curtail
testing
on
critical
programs
and
for
the
first
time
ever
we're
going
to
be
having
a
census
that
will
provide
online
as
well
as
telephone
response
options
to
to
complete
it.
In
addition
to
the
traditional
paper
questionnaires,
which
provides
further
challenges
to
be
able
to
educate
in
the
community
about
how
to
take
the
census
and,
lastly,
and
very
importantly,
the
proposed
addition
of
the
citizenship
question
being
added
to
the
census
and
its
potential
of
dissuading
people
from
being
able
to
wanting
to
take
it.
E
So
we
are
collaborating
with
a
lot
of
other
folks.
In
order
to
address
this,
we
are
part
of
a
larger
group,
regionally
based
group
that
includes
Hennepin,
County,
Ramsey,
County,
st.
Paul,
nonprofit
partners
and
philanthropy
to
coordinator
strategies
regionally
in
order
to
be
effective
and
be
able
to
leverage
of
each
other's
work.
We
are
also
working
with
internally
with
other
city
departments
in
order
to
maximize
our
impact
and
our
reach
with
supporting
the
census,
so
we're
working
with
the
communications
department,
the
city
clerk,
I,
gr
and
I.t
I.t
to
identify
ways.
E
We
can
leverage
existing
opportunities
and
really
be
able
to
make
sure
that
we
have
a
good
count
with
this
money.
We're
going
to
be
able
to
explore
other
possibilities,
such
as
using
radio
programs,
utility
buildings,
engaging
nonprofit
partners
and
also
neighborhood
organizations
and
culturally
based
organizations
to
work
collectively
together
to
get
a
complete
count
on
the
city.
Specifically,
the
money
will
be
used
to
be
able
to
increase
the
capacity
to
coordinate
and
internal
and
external
efforts.
Support
communications
needs
such
as
marketing
and
media,
buys
translation
services,
leverage,
community
partnerships
and
and
support
the
technology
needs.
E
The
second
enhancement
that
is
included
in
the
budget
is
regarding
the
Americans,
with
Disabilities
Act
in
plan
and
there's
actually
two
components
to
this.
It's
a
request
for
one-time
funding
of
a
hundred
and
forty
five
thousand
dollars
and
2019
and
then
ongoing
$15,000
thereafter.
Two
specific
actions
are
being
requested,
first
of
all,
I'm
very
happy
to
say
that
we're
looking
at
adding
captioning
services
for
the
city
council
meetings
in
2016,
the
City
Council
approved
the
Americans,
with
Disabilities
Act
and
plan
an
enterprise-wide
effort
to
ensure
the
city's
accessibility
and
inclusiveness
of
people
with
disabilities.
E
In
that
plan
identified
that
live
broadcasting
of
city
council
meetings
and
informational
videos
was
a
necessary
service
in
collaboration
with
the
communications
department,
funding
will
be
used
to
buy
equipment
and
software
needed
to
be
able
to
provide
live
captioning
for
the
council
meetings
from
all
the
council
meetings.
It
is
the
city's
obligation
to
provide
effective
communication
under
the
Americans
with
Disabilities
Act,
and
this
particular
proposal
will
meet
this
requirement
and
provide
access
to
deaf
and
hard-of-hearing
people
in
our
city.
E
I
should
note
that
this
money,
the
100
and
140
thousand
of
145,000,
doesn't
go
into
the
NCR
budget.
It
actually
goes
into
the
communications
budget,
maybe
a
little
odd
for
Department
Director
advocating
for
another
department
up
here,
but
as
a
city's
ad
a
title
to
coordinator.
It's
my
responsibility
to
carry
forward
the
plan
and
we
decided
that
I
would
present
this
to
the
council
ii
asked
in
the
AEA
action
plan
is
what's
called
an
era
app.
E
This
is
an
innovative
approach
to
assist
people
with
low
vision
or
that
are
blind
to
navigate
visit
the
physical
environment.
This
is
a
phone
based
app
that
basically
uses
a
camera
on
the
phone
that
connects
to
a
train
guide
that
is
able
to
visual
or
audio
audio
describe
the
environment
in
which
the
person
is
in
and
help
them
navigate
space.
It's
a
very
low
cost
investment
and
it
actually
provides
a
great
deal
of
accessibility
for
people
that
are
blind
or
have
low
vision.
E
This
technology
has
been
used
before
so
used
before
the
Minneapolis
st.
Paul
Airport
uses
during
the
in
the
Superbowl
and
decided
that
it
was
very
successful
out
there
and
so
we're
proposing
that
we
add
that
we
buy
minutes
on
the
app
and
that
we
use
it
in
public
spaces
such
as
City
Hall,
the
Convention
Center
Nicollet
Mall,
and
wherever
else
we'd
like
to
identify
both
of
these
action
items
under
the
ADA.
A
action
plan
have
been
by
the
people
with
disabilities
community
committee
and
have
been
recommended
for
approval.
E
The
third
one
is
aging
support
services.
This
is
again
a
request
for
one-time
funding
of
$80,000
in
2019.
Our
Aging
in
Place
programs
address
the
issues
of
that
older
adults
face
to
comfortably
remain
in
their
homes
and
community.
These
program
provide
a
range
of
services
such
as
free
transportation
and
Shore
services
like
snow
removal
and
grocery
shopping.
These
programs
are
actually
supported
by
the
city
of
Minneapolis
Minneapolis
of
for
a
lifetime.
Age-Friendly
Community,
Action
Plan
each
contract
would
be
twenty
thousand
dollars
and
would
reach
a
minimum
of
sixteen
hundred
adults
across
the
city.
E
I'm
happy
to
also
say
that
at
this
level
that
was
proposed
by
the
mayor,
we
would
be
able
to
cover
all
areas
of
the
city
in
Minneapolis
with
us
with
his
program
in
the
last
change
item.
Yes,
immigrant
refugee
services,
as
I
mentioned
earlier,
we
added
the
office
of
immigrant
and
refugee
Affairs
this
year,
which
took
over
the
administration.
We've
been
calling
the
immigrant
support
fund
this
year
in
two
thousand
seven.
Two
thousand
eighteen
excuse
me.
E
The
level
was
at
seventy-five
thousand
one-time
funding,
basically
to
support
organizations
that
are
providing
direct
services
to
immigrants
and
refugees
in
our
current
environment.
The
demands
and
the
stress
and
the
trauma
that
immigrants
and
refugees
are
facing
in
our
city
are
significant
and
and
they're
not
getting
better
they're,
actually
getting
worse.
E
A
You
I'll
invite
my
colleagues
to
join
in
the
queue
mr.
Ruppert
or,
if
just
to
start
I
wanted
to
ask.
Could
you
more
clearly
help
us
understand
the
difference
between
the
the
census
funding
on
what
this
funding
will
do
and
what
the
city's
proposed
role
is
as
opposed
to
what
the
state
and
federal
governments
are
funding,
or
perhaps
on
their
underfunding,
and
that's
why
we
have
this
change
item.
E
G
Good
afternoon,
chair
Palmisano
committee
members,
my
name
is
Karen
mom
deputy
director
of
neighborhood
community
relations
and
in
that
role,
I'll
be
leading
up
the
effort
that
our
city
has
regarding
the
census,
2020
and
the
complete
count
committee.
It's
my
understanding
that
every
decennial
census,
the
federal
government,
initiates
the
count
and
invest
resources
in
getting
a
complete
count
across
the
country,
but
that
local
entities,
including
states,
counties
and
cities,
have
always
been
asked
to
play
a
role
in
making
sure
that
we
support
the
federal
effort,
I
would
say
in
the
2020
census.
G
Our
effort,
similar
to
the
2010
census,
will
be
really
focusing
on
our
local
communities
and
making
sure
that
the
messaging
the
strategy
strategies
that
we
use
are
relevant
to
our
local
communities.
So
you
can
imagine
at
the
federal
level,
they'll
have
their
whole
campaign
that
will
attempt
to
reach
everyone
in
the
country,
but
we've
always
I
think
as
a
city
supplemented
the
work
that
they
do
at
the
federal
level,
we
will
not
be
doing
the
work
of
the
Census
Bureau
or
of
the
state
demographer
that
the
actual
county
itself
happens
at
the
federal
level.
G
In
2020.
We
also
are
looking
to
utilize
any
resources
that
we
have
internally
in
the
city.
For
example,
in
2010
we
utilize
the
utility
billing
to
add
an
extra
layer
of
making
sure
we
got
the
word
out
to
all
of
our
community
members
about
the
census,
probably
doing
something
similar
to
that
in
2010.
We
also
use
some
of
our
resources
to
purchase
things
like
swag.
You
know
bags
and
hats
and
pencils
probably
do
something
similar
in
that.
G
F
Thanks
I
just
wanted
to
comment
on
my
support
for
the
ADA
action
plan
and
an
interpretive
signing
services
for
more
meetings.
I
had
the
opportunity
to
go
through
your
office
to
get
a
deafblind
interpreter
this
week
and
they
were
just
top-notch.
Your
office
was
great
to
work
with.
I
know
that
this
constituent
really
appreciated
it,
and
just
to
see
kind
of
that
we
were
on
top
of
it.
F
I
mean
in
the
city
in
advance
is
a
really
good
thing,
and
it
just
led
me
to
believe
that
there
would
be
so
many
more
people
who
could
benefit
from
that
kind
of
thing,
and
so
I
just
wanted
to
let
you
know
my
experience
with
your
office.
Getting
the
deafblind
interpreter
was
really
great.
I
can
I
can
see
how
that
could
be
something
we
would
want
to
expand
if
possible.
E
H
Thank
you
very
much.
I
had
a
comment
more
specifically
on
neighborhood
funding
and
I
know
that
we
talked
a
little
bit
about
in
the
beginning
of
your
presentation
in
terms
of
2019
and
2020.
The
funding
looks
like
it's
there,
but
in
2021
it
isn't
necessarily
do
we
happen
to
have
a
five-year
projection.
I
noticed
with
the
ad
a
action
plan,
it
was
mapped
out
to
2024
that
there
would
be
some
ongoing
funds
that
would
remain
added
in
this.
E
Palmisano
and
councilmember
Goodman
an
answer
that
is
not
no.
We
do
not
have
that
at
this
time
we
are
under
the
CPP
program.
There's
two
aspects
to
that
is
that
the
department
receives
money
from
the
consolidated
TIF
right
now,
which
provides
funding
for
our
cultural
outreach
work,
our
the
work
that
we
do
around
the
enterprise,
which
includes
things
like
voter
engagement,
includes.
E
Support
for
boards
and
commissions
that
type
of
work,
the
work
that
we're
doing
with
other
departments,
then
also
about
half
of
that
money
that
we
get
from
the
consolidated
2f
goes
out
to
support
directly
within
the
other
Hood
organizations
that
we
are
funded
through
the
end
of
2020
come
2021.
There
is
not
a
plan
in
place
yet
about
what
would
cover
that
work.
Moving
forward
part
of
what's
going
on
right
now,
he
is
that
we're
doing
our
neighborhoods
2020
work,
which,
for
just
a
refreshed
council
members
council
members
memory.
E
If
you
don't
recall
it
is
an
effort
where
we're
working
with
community
to
really
look
at
take
a
hard,
critical
look
at
our
neighborhood
organization.
Work
come
up
with
recommended
changes
preserve
what
is
actually
working,
really
well
kind
of
highlight
that
value
and
come
back
to
the
council
in
early
2019
with
recommendations,
policy
recommendations
and
how
to
really
strengthen
that
system
and
address
some
of
the
challenges
that
it
has.
E
Faced
with
that
we're
also
proposing,
at
that
time
and
working
with
the
finance
department
to
come
back
with
recommendations
to
the
council
or
options
about
how
that
work
would
be
funded.
Moving
forward
serving
2020
and
beyond,
but
at
this
point
there
is
not
a
there,
not
that
I'm
aware
of
in
finance
could
correct
me
if
I'm
wrong
on
this.
There
isn't
a
plan
specifically
in
place
yet
about
what
happens.
January
1st
2021
do.
E
H
So
I
think
that
would
make
sense
to
have
some
kind
of
amendment,
at
least
to
the
budget
that
we
had
a
five-year
projection.
I
know
that
it's
been
customary
for
the
last
several
terms
for
us
to
have
a
five-year
projection,
so
we
would
kind
of
be
anticipating
what
we
expect.
Future
budgets
to
be
I
know
we're
not
setting
the
five-year
budget
now,
but
typically,
we've
set
this
budget
and
we're
able
to
see
what's
happening
and
in
the
I
guess.
I
H
Of
the
concerns
that
people
are
raising
about
what
happens
when
this
TIF
district
D
certifies
and
there's
a
lot
of
potentials
there
there's
a
potential
that
could
just
go
for
a
property
tax
relief
and
we
could
quit
doing
the
extra
work
that
we're
doing
now.
Off
of
that
I
mean
that's
a
could
possibly
be
a
fear
that
staff
and
I
would
have
as
well,
though,
what's
their
future,
it
looked
like.
H
So
that's
something
I
think
I
might
be
interested
in
working
on
is
let's
at
least
kind
of
put
something
out
there
this
year
saying
coming
to
some
kind
of
agreement
as
this
council
we're
projecting
that
we
are
going
to
keep
funding.
These
I
think
the
theory
right
now
is,
at
least
in
terms
of
problem-solving
I.
Think
that
staff
has
done
is
when
those
tax
dollars
flow
back
into
the
general
fund.
We
will
have
revenue
to
keep
doing
what
we've
been
doing,
and
so
just
based
on
what
I
think
is
a
consensus.
A
I
So,
just
to
clarify
we
do
in
the
mayor's
recommended
budget
for
2019
do
have
that
five-year
financial
direction
that
you
reference
and
so
that
that
is
included
and
also
the
the
TIF
dollars
flow
in
and
out
of
the
NCR
special
revenue
fund.
There's
a
financial
plan
associated
with
that
fund,
as
well
in
the
budget
document,
so
well,
you're,
absolutely
correct
that
past
2020,
there's
not
a
funding
plan
in
place.
H
J
Thank
you,
madam
chair,
and
I
glad
that
this
has
been
highlighted
by
councilmembers,
Goodman
accordant,
both
and
what
we're
actually
doing
in
the
near
term,
but
knowing
that
the
near
term
well,
the
so
called
fire
currently
around
the
corners
is
closer
than
we
think
in
many
respects,
and
there
can
be
a
lot
of
disruption
when
there's
uncertainty
in
the
meantime.
You
know
on
the
books
were
covered,
but
that
uncertainty
can
have
it
as
some
negative
effects
as
well.
J
So
I
appreciate
that,
and
but
it
should
be
noted
that
if
we
put
something
on
paper
that
says,
here's
our
five-year
projection
in
advance
of
the
work
that
we're
doing
in
terms
of
evaluating
programmatic
Dept
in
terms
of
our
relationship
with
the
actual
work
that
happens
in
the
community
neighborhood
groups
themselves
would
be
a
very
sort
of
vague
placeholder.
I
mean
until
that
work
is
really
laid
out.
J
We
have
to
know
what
we're
doing
whom
we're
going
to
do
with
and
then
what
amounts
and
in
what
manner,
and
so,
but
that
work
is
happening
and
I
appreciate
the
work
that's
been
going
on,
but
I
also
appreciate
it
Gordon's
highlighting
uncertainty,
even
if
it's
abstract
uncertainty
can
can
have
a
lot
of
negative
effects
and
we
won't
even
get
the
input
and
participation
if
people
don't
believe
around
the
corner.
There's
a
commitment.
K
D
You
chair,
Palmisano
I
did
just
want
to
clarify
that
my
understanding
from
some
of
the
finance
orientations
that
we
went
through
is
that
a
significant
portion
of
that
money,
like
half
of
the
consolidated
TIF
money,
that's
returning
to
the
budget,
was
committed
to
the
20-year
parks
plan.
So
it's
not
like.
We
just
have
the
money
coming
back
to
the
general
fund
and
can
continue
doing
business
as
usual
without
making
some
other
adjustments
right.
D
This
is
actually
gonna
be
a
pretty
tough
conversation,
because
if
you
look
at
the
current
five-year
projections,
we're
already
projecting
a
kind
of
significant
levy
increase
and
a
decent
chunk
of
the
money
has
been
spoken
for.
So
it
is
very
important
that
we
as
we're
having
this
neighborhoods
2020
project
that
we
we
take
a
very
close
look
at
what
is
the
stuff
of
neighborhoods.
D
The
at
least
looking
at
the
current
five-year
projections
that,
without
that
placeholder
we're
already
looking
at
a
bigger
levy,
increase
three
years
from
now
and
2021,
then
what
a
lot
of
us
would
be
comfortable
with
without
any
funding
for
this,
so
it
is
I.
I
do
want
to
just
flag
that
we
can't
just
assume
that
it's
business
as
usual.
There
is
a
conversation
it's
going
to
have
to
happen.
A
E
Chair
Palmisano
senior
support
services
received
if
I
recall,
correctly
60,000
in
2018.
It's
been
variable
a
lot
the
year
before
I
think
it
was
down
to
20
and
2016.
It
was
down
to
25,000
the
year
before
was
around
70,000,
so
it's
jumped
around
quite
a
bit,
but
last
year,
when
I
can't
recall
correctly,
it
was
at
60
I.
Think.
A
E
Palmisano,
the
at
60,000,
it
becomes
basically
there's
about
four
organizations
that
cover
the
entire
city.
Well,
we're.
When
we
were
down
at
25,000,
we
could
not
have
services
or
we
cannot
fund
services
that
covered
the
entire
city
at
60,000.
We
kind
of
split
it
a
number
of
different
ways
in
order
to
achieve
that.
But
it
wasn't.
Each
organization
wasn't
getting
a
whole
lot
of
money,
so
this
would
actually
be
able
to
think
more
comprehensively
and
just
broader
support
for
that
work
across
the
city.
E
So
it
gets
a
little
tight
when
you're
dividing
60,000
by
four
organizations
in
order
to
cover
the
city
and
I
think
you
know
for
me,
I'm,
just
speaking
personally,
when
we
were
down
to
25,000,
it
was
a
really
tough
call
about
where
we
place
that
money
and
that
we
knew
that
I
mean
there's
just
an
inequities
that
come
from
that
when
you're
covering
one
part
of
the
city
with
those
services
and
not
another
at
80,000,
it
gets
I,
think
we're
comfortably
covering
everywhere.
Thank.
H
Thank
you
very
much.
I
had
a
chance
to
look
at
page
e25
and
those
are
projections
and
and
I
encourage
people
to
look
at
him
and
also
some
of
the
graphs
on
e
23
and
24
that
go
because
they
are
they're,
demonstrating
our
projections
and
what
we
anticipate
coming
in
they're,
not
showing
any
forward
thinking
commitments
and
actually,
if
you
look
at
it,
you'll
notice
that
everything
looks
pretty
fine
up
to
2020.
H
When
the
funds
coming
in
to
support
the
work
of
of
the
department
are
at
over
7
million
dollars,
it
looks
like
and
then
in
2021
they
drop
to
0
and
we
to
keep
the
department
going,
including
personnel
services
benefits
and
contractual
services
is
worth
3.3
million
dollars
in
the
hole.
So
I
appreciate
that
staffs
doing
the
work
to
be
open
and
upfront
about
it
and
spell
it
out
for
us,
but
that
the
projection
wasn't
just
what
I
was
looking
for.
I
was
looking
for.
H
You
know
anticipated
commitment
from
us
too
and
in
terms
of
what
would
be
putting
in
there
so
sure
just
wanted
to
let
people
know
if
you're
looking
at
that
page
later,
don't
think
it's
gonna
be
all
rosy
and
good
news.
It's
just
the
truth
of
what
what's
going
on
and
it's
exactly
what
I
was
talking
about.
Okay,.
A
E
L
Good
afternoon
sure
Palmisano
councilmembers,
my
name,
is
Greta
Bergstrom
I
am
the
city's
communications
director
and
I'm
here
to
present
mayor
Fry's
proposed
2019
budget
for
the
city's
communications
department.
I
will
begin
with
a
brief
overview
of
our
communications
department
and
our
key
lines
of
business
before
I
get
into
the
proposed
change
items
that
we
are
requesting.
Our
department
actively
develops
and
distributes
city,
government
information
and
news
to
our
residents,
businesses
and
visitors.
L
We
want
to
make
sure
that
they're
both
aware
of
and
benefit
from,
all
of
the
city's
programs
and
policies
and
and
activities
in
2018.
We
have
been
in
particular,
focused
on
becoming
more
proactive
and
strategic
with
our
dissemination
of
information
and
news
so
that
we
more
effectively
marry
our
tactics
to
the
specific
audiences
and
objectives
that
City
departments
are
seeking
to
achieve.
We
provide
communications.
L
We
provide
communications
services
to
departments
across
the
enterprise
in
three
primary
buckets.
First
is
media
relations.
The
second
is
digital
communications,
which
has
been
growing
exponentially,
and
the
third
is
strategic
marketing
kind
of
engagement,
marketing
services
in
the
mayor's
recommended
budget.
Our
department
staffing
remains
level
at
12
FTEs,
while
staff
have
specialized
skill
sets
in
various
aspects
of
communications
work,
for
instance,
video
production
or
graphic
design
or
Media
Relations
I'd
like
to
stress
that
their
work
is
typically
not
mutually
exclusive
to
either
of
these
or
the
three
spheres
of
work.
L
Organics
recycling
I
would
also
hit
the
news
media
as
well,
and
so
they
are
working
very
collaboratively
together
in
terms
of
media
relations,
we
have
a
team
of
two
that
provides
message
and
information,
development
and
management
to
work
with
reporters
and
media
outlets
to
deliver
both
proactive
and
responsive
news
and
information
for
the
city.
This
includes
significant
work
with
the
City
Clerk's
office
and
its
records
division
in
the
timely
fulfillment
of
data
practices
requests.
We
also
provide
media
training,
opportunities
for
city
staff
and
policy
makers
in
the
digital
communications
sphere.
L
We
work
in
close
collaboration,
especially
this
year
in
ongoing
into
next
year
with
IT.
The
new
city
website
that
is
in
development
is
a
primary
focus
of
our
digital
communications
work
this
year
and
will
be
throughout
next
year.
The
new
website
will
be
the
key
digital
tool
for
streamlining
city
communications
with
public
audiences.
Our
goal
is
to
develop
a
new
digital
site
that
will
serve
as
really
an
online
front
door
to
city
services,
programs
and
information.
L
We're
designing
a
website
for
the
city
that
we
aspire
to
be
that's
inclusive
and
welcoming
very
accessible
and
transparent,
making
sure
we're
putting
the
user
experience.
First
and
foremost
in
terms
of
our
video
services,
we
are
on
track
to
live
broadcast
over
300
live
city
government
meetings
this
year,
approximately
25
to
30
more
than
last
year
for
comparison,
the
city
of
st.
Paul
air
is
about
a
hundred
and
seventy-five
live
meetings
and
Hennepin
County
forty-three
live
meetings
annually,
so
we
definitely
have
a
much
higher
volume
of
that
in
terms
of
social
media.
L
We
utilize
video
on
our
social
channels
and
have
nearly
doubled
engagement
in
the
past
year,
really
through
a
results
of
a
wider
range
of
videos.
Shorter
videos
sharing
existing
videos
more
frequently
promoting
those
directly
to
our
social
networks,
as
well
as
sharing
the
same
kind
of
high
quality
video
over
multiple
times,
so
that
we're
getting
greater
utility
from
that
video
product.
The
third
market
is
strategic
marketing,
I,
always
like
to
say
that
there's
a
big
difference
between
the
availability
of
information
and
the
accessibility
of
that
information.
L
This
really
requires
our
team
working
with
subject
matter:
experts
across
the
departments
in
the
city
to
develop
strategies
and
tactics
that
will
engage
and
connect
with
distinct
audiences,
we're
increasingly
prioritizing
visual
communication,
graphic
design,
graphics,
imagery
and
and
video
content
to
connect
with
audiences
more
effectively
and
are
working
to
build
plans
that
have
measurable
objectives,
whether
for
our
internal
city,
audiences
city,
staff,
audiences
or
externally,
with
public
audiences
and
I'll
move
next
to
the
two
change
items
that
we
are
seeking
for
2019.
The
first
is
a
$40,000
enhancement
request
for
cultural
radio
programming.
L
For
the
past
two
years,
Communications
has
partnered
with
neighborhood
and
community
relations
and
the
production
of
live
radio
programs
on
la
raza
radio,
with
NC
our
staff
member
in
program
host
Mariano
Espinosa
serving
our
spanish-speaking
community
members.
Given
the
success
of
this
program
called
my
me,
CEO
Don,
we
have
expanded
our
radio
programs
this
year
to
the
Hmong
community
and
just
this
past
month
in
October
to
the
Somali
residential
community.
L
This
funding
request
will
allow
our
department
to
continue
cultural
radio
program
programs
in
Spanish,
smelly
and
Hmong
in
order
to
ensure
access
to
City
news
and
information
for
these
residents.
The
$42,000
funding
request
itself
will
pay
for
the
2019
annual
contracts
with
La
Raza,
Spanish,
radio,
Hmong
radio,
WI
X
K
1590
a.m.
and
Somali
American
radio
kaal
y,
which
is
107.7
FM.
The
programs
themselves
will
continue
to
run
every
other
tuesday
on
la
raza,
from
3:00
to
4:00
in
the
afternoon.
The
second
Thursday
of
each
month
on
ka
ly,
from
2:00
to
3:00
p.m.
L
and
the
third
Thursday
of
every
month
among
radio,
again
from
2:00
to
3:00
p.m.
in
the
afternoon,
staff
from
nearly
every
department
across
Enterprise
have
been
interviewed,
certainly
on
the
Raza
and
will
continue
to
be
on
the
other.
Two
programs
I
just
believe
that
we
are
presenting
a
great
new
channel,
consistent
channel
of
information
and
news
to
our
diverse
community
base,
many
of
whom
did
not
receive
information
in
English.
L
Our
second
and
final
request
is
for
$30,000
one-time
request
to
extend
service
maintenance
for
an
additional
year
for
the
technical
support
and
repair
of
audio
and
video
equipment,
editing
servers
to
playback
servers
and
the
council-chamber
system.
These
funds
will
be
used
to
maintain
our
video
and
audio
streaming
services
and
extend
the
license
for
our
music
production
library.
If
funded,
this
request
will
ensure
the
continuity
of
access
to,
and
transparency
for,
council
and
committee
meetings
board
and
Commission
meetings
and
government
productions
and
with
the
to
change,
item
requests.
A
You
and
invite
my
colleagues
to
ask
any
questions
they
might
have
of
communications.
I.
Think
I
did
ask
from
a
global
enterprise
wide
perspective,
maybe
how
we
could
be
using
the
comms
department
with
some
additional
funding.
Instead
of
doing
all
of
these
embedded
in
other
department
kinds
of
occasions.
Work
I
would
welcome
your
thoughts
on
it.
If
you
have
any
but
sure
you.
L
Know,
obviously,
the
state
of
communications,
which
is
closely
married,
obviously
with
technology
and
especially
in
the
proliferation
of
digital
communications,
we're
very
open
to
change.
I
am,
of
course,
and
we
are
of
course
aware
of
the
various
communications
resources
and
assets,
including
vendor
contracts
and
staff
in
departments
across
enterprise.
I
think
that
we
work
very
collaboratively
and
with
some
consistency
with
with
those
resources
currently,
but
are
definitely
open
to
continuing
to
look
at
how
Communications
evolves.
Definitely
within
my
own
department
we
have.
L
I
I
think
there's
an
opportunity
to
leverage
existing
resources,
perhaps
in
more
effective
ways
and
I
think
there
are
opportunities
to
perhaps
seek
greater
communications
effectiveness
with
a
study
or
an
audit,
or
some
sort
of
kind
of
objective
analysis
of
what
we
already
have
in
place
now
and
where
we
could
make
some
effective
decisions
moving
into
2019
and
beyond.
Thank.
A
L
A
M
Those
types
of
solutions
may
require
us
to
actually
implement
some
sort
of
application.
Some
sort
of
information
system
on
behalf
of
the
city
and
that's
where
you'll
see
the
Business
Services
team
come
into
action.
Whether
or
not
we
actually
write
that
ourselves
or
we
actually
are
making
use
of
some
as
we
call
in
the
industry,
off-the-shelf
solutions
and
potentially
modifying
those,
or
at
least
at
a
minimum
configuring.
M
Those
types
of
systems
to
operate
effectively
within
the
city,
with
any
information
system
of
course
comes
data,
and
we
have
business
intelligence
and
data
services
team
that
will
go
in
there
and
structure
that
information,
so
that
it's
easy
to
access
that
we
can
do
the
sorts
of
data
visualizations.
The
sort
of
reporting
that
departments
require
for
whatever
function.
The
software
were.
Ultimately
the
IT
solution
requires
from
there.
There
may
be
a
need
for
computing
resources
to
do
all
this.
The
actual
physical
box
is
sort
of
the
things
behind
the
curtain.
M
No
one
ever
sees
and
you
will
find
in
our
infrastructure
services
group
they're
out
there
ensuring
that,
as
do
all
these
group,
that
everything
plays
nice
together,
that
everything
is
kept
up-to-date,
that
there's
no
residual
impact
of
doing
one
thing
and
having
another
area
break.
So
that's
an
important
service
and
where
we
need
collaboration
services,
as
was
previously
mentioned
in
the
website
sphere
or
in
our
ability
to
have
collaborative
environments
electronically,
just
like
we
group
people
together
to
do
projects
physically.
M
We
also
group
their
their
electronic
signature
Oh,
as
well
as
far
as
their
data,
their
information,
their
systems,
and
we
accomplish
that
through
the
team
and
collaboration
services
in
a
more
operational
mode.
I
think
most
people
recognize
the
service
desk.
You
may
have
used
it
yourself
or
your
staff
and
trying
to
get
services
enhanced,
renewed
refreshed
technology,
that
sort
of
thing
and
also
as
another
overarching
service
you
might
run
across
those
texts
that
we
send
out
deal
with
your
office,
equipment,
tech,
support
staff.
M
They
happen
infrastructure,
services
and
obviously
cybersecurity
is
a
big
concern,
and
so
we
have
a
team
that
is
devoted
to
that
and
works
with
all
other
aspects
or
I
should
say
all
other
groups
within
IT
to
ensure
that
we're
keeping
the
world
at
bay
and
we
stay
safe
and
are
prepared
to
be
able
to
react
to
whatever
nefarious
activities.
People
may
be
directing
our
way
and
then,
finally,
and
and
not
least,
is
the
fact
that
we
do
a
lot
of
contracting.
M
So
collectively
these
folks
manage
over
400
information
systems
and
all
the
pieces
that
are
necessary
to
make
that
a
reality,
and
also
we
are
always
usually
working
somewhere
on
the
undo.
All
our
operational
work
that
comes
in
60
to
90
initiatives
that
the
departments
have
on
our
plate
at
any
given
moment,
and
that's
been
pretty
steady
over
the
last
7
plus
years.
That
I've
been
here.
M
Change
items
is
dealing
with
the
digital
city
services
portal
and
it's
probably
more
commonly
referred
to
as
the
website
initiative
within
the
city
and
as
Greta
was
mentioning.
This
most
definitely
is
a
very
important
piece
of
communication
between
the
city
residents,
the
business
community,
our
visitors,
etc.
M
M
We
most
definitely
look
to
implement
a
better
solution
that
is
much
more
scalable
and
cost-effective
through
newer
technologies.
What
we're
currently
using
today
is
really
passed.
It's
useful
life.
It
has
been
somewhat
problematic
to
us
technically
over
the
last
few
years,
and
so
we
started
back
in
2016
tackling
this
situation.
We
gathered
requirements
from
the
department's
we
gathered
requirements
from
the
public.
M
We
ultimately
ran
a
request
for
proposal
processed
to
select
and
have
selected
and
signed
up
for
a
web
site
content
management
system.
That's
a
really
important
piece
in
the
sense
that
the
city
has
over
300
what
we
call
publishers,
which
are
people
that
actually
put
information
and
manage
the
information
that
is
in
the
city's
web
presence,
of
which
the
primary
website
is
not
the
only
one,
but
most
definitely
is.
By
far
the
largest.
M
What
you
see
before
you-
and
this
particular
ask-
is
one
of
the
challenges
we
have
is.
Yes,
we
make
estimates
of
what
it's
going
to
cost.
In
this
case,
we
had
collected
money
over
the
last
few
years
for
doing
the
implementation
of
this
new
web
presence
for
the
city.
We
then
wanted
to
ensure
that
we
had
a
good
solid
number
for
what
it
would
cost
us
in
ongoing
expenses,
and
that's
what
you
see
before
you
and
that
111
thousand
dollars
per
year,
based
on
the
solutions
that
we
ultimately
chose.
M
M
M
There's
a
desire
not
to
have,
if
you
will
paper
storage
within
that
facility
and
to
be
more
conscientious
and
have
things
electronic,
and
so
that's.
What
we're
doing
here
is
ensuring
that
the
infrastructure
that's
necessary
for
the
department's
to
be
paperless,
that
we
stay
out
in
front
of
the
department's
ability
to
film
in
that
direction.
Thank.
A
M
No
I,
it's
somewhat
separate,
but
it's
also.
Some
of
this
is
the
software.
That's
necessary.
Has
a
licensing
fee
to
it
and
as
more
and
more
departments
go
down
this
path,
we
see
more
licenses.
So
it's
the
same.
It
might
be
the
same
spend,
but
it's
for
giving
the
capability
to
more
people
across
the
city,
as
one
aspect
of,
if
you
will,
the
commonality
between
these
different
efforts,
Thanks.
M
And
then,
finally,
our
Emergency
Operations
training
facility
or
EO
TF
facility,
as
we
call
it
requires
some
upgrades.
If
you
will
technology
refresh
the
technology
that's
made
use
of
in
that
building.
That
Center
has
been
operational,
I
believe
since
September
of
2010,
a
number
of
the
technology
components
that
were
put
in
place
back
then
had
a
useful
life
of
six
to
eight
years.
We're
now
coming
up
beyond
that
cycle,
and
so
we
are
looking
to
be
in
a
position
to
start
to
refresh
that
technology.
Some
examples
of
technology
that
will
be
refreshing.
A
M
Ultimately,
we
have
made
changes
to
allow
for
that
self-service
capability.
Some
people
have
taken
advantage
of
that.
We
still
have
a
promotion.
I
think
that
needs
to
take
place
to
get
more
people
to
take
advantage
of
it,
but
also
just
in
general,
I
think
you
know
the
staff
wants
to
do
more
things
on
their
own
and
where
we
can
allow
them
to
do
that,
I
mean
you
can
go
out
and
for
some
of
the
technology
that's
commonly
used
in
the
city,
you
can
just
go
online.
M
Look
to
what
is
available
as
options.
You
can
piece
things
together.
You
can
pass
it
along
to
ultimately
go
through
an
approval
process
and
ultimately
put
in
electronically
without
ever
having
to
talk
to
IT
or
a
person,
and
so
our
desire
is
to
do
as
much
as
we
can
from
a
self-service
position
so
that
we're
not
taking
up
IT
staff
time
to
do
things
that
in
essence,
others
can
do
for
themselves.
M
I
think
it's
the
nature
of
the
world
these
days
I
mean
we
expect
that
if
I
want
an
app
and
I
go
out
to
my
smartphone
right
I,
look
it
up
on
the
App
Store,
which
ever
one
you
happen
to
be
tied
into
and
I
downloaded
my
role,
and
so
it's
that
sort
of
mentality
that
we're
trying
to
implement
more
and
more
of
over
time,
and
so
most
definitely
that
does
help
us.
It's
just
the
uptake.
D
Thank
you,
Jeff
I'm,
looking
at
these
change
items
and
I
think
looking
at
our
IT
challenges
overall,
I
know
that
this
is
a
very
complex
enterprise
and
requests
come
from
a
lot
of
different
departments,
some
of
which
are
similar,
but
not
quite
the
same
and
and
sort
of
compatible
and
so
I'm
very
interested
in
thinking
about
you
know.
We.
D
We
have
a
lot
of
systems
a
lot
of
different
software
systems,
a
lot
of
different
platforms
that
don't
always
talk
to
each
other
very
well
and
I'm
wondering
how
much
we're
thinking
about,
as
we
think
about
upgrades,
as
we
think
about
sort
of
new
things
in
a
perfect
world.
I
would
love
to
see
us
moving
more
towards
systems
to
talk
to
each
other
better
and
so
thinking
about
is
we're
building
an
archival
system
and
as
we're
starting
to
scan
documents
in
does
that
talk
to
wins?
Does
that
talk
to
you
know
other
systems
and
connects?
D
So
we
don't
have
as
many
of
these
things
as
isolation,
so
I
guess
I'm
curious,
sort
of
how
you're
approaching
that
and
in
terms
of
this
year's
change
items,
can
we
feel
confident
that
we
sort
of
you
know,
took
a
good
look
at
how
to
integrate
these
systems
so
that
we're
investing
in
things
that
are
going
to
make
sense
for
us
and
talk
to
the
other
systems
that
we're
investing
in?
Yes,.
M
Chair
Palmisano,
a
council
member
Fletcher,
most
definitely
we
have
the
following
approach.
First
of
all,
we
assess
every
information
system
we
have
and
we
have
a
simple
traffic
light
assessment.
That's
done
and
it
hangs
in
my
office
and
you
see
the
red,
yellow
and
green
red
being
things
that
are
going
on
their
useful
life,
yellow
being
anything
within
three
years,
and
everything
else
is
green.
M
We've
we've
really
improved
that
over
the
years,
the
last
seven
plus
years
and
more
importantly,
though,
when
those
systems
do
come
up
red
when
they
are
in
the
yellow
state,
when
we
start
to
really
investigate
the
ability,
that's
the
moment
by
which
we
start
to
look
at
the
following
approaches:
to
trying
to
integrate
more
tightly
systems.
First
of
all,
in
some
instances
we
may
actually
combine
systems.
We
did
that
with
Elms.
M
You've
got
four
departments
that
actually
used
the
same
information
system
and
actually
it's
a
set
of
information
systems,
but
the
same
grouping
of
capability
and
part
of
that
is
because
dealing
with
things
like
permitting
and
licensing.
There
are
a
lot
of
times
when
city
processes
required
to
be
done
in
some
sequence,
even
though
those
individual
pieces
may
actually
be
done
by
different
departments
or
even
different
groups
within
the
same
department
and
so
systems
like
that.
To
me,
that's
the
ultimate
integration
that
you
can
get.
M
Second,
when
we
see
that
people
have
information
that
may
be
useful
to
others,
we
have
created
and
we
call
it
the
analytics
hub.
But
it's
an
ability
for
us
to
take
folks
information
regardless
and
the
information
systems
ability
to
talk
to
others
and
get
that
information
aligned
within
the
analytics
hub
which,
when
analysts
from
anywhere
in
the
city,
come
in,
have
the
ability
to
view
that
information.
M
So
because
one
of
the
things
we
want
to
avoid
is
someone
making
a
copy
of
something,
and
then
it
goes
out
of
sync
with
reality
over
time,
and
so
that's
how
we
get
around
that,
because
we
keep
that
data
refreshed
as
the
information
changes
or
gets
added
to
etc.
So
that's
a
second
approach
we
do.
The
third
approach
is
to
try
to
get
folks
to
potentially
use
the
same
tool
that
others
are
using.
A
good
example
of
this
is,
for
instance,
IT
started
with
a
product
called
ServiceNow,
which
is
an
ability
for
us
to
deliver.
M
Anything
from
dealing
with
the
requests
for
data
that
folks
make
of
the
city
is
within
the
ServiceNow
platform.
We've
got.
The
water
department
has
an
application
or
water
department.
The
solid
waste
folks
have
a
system
that's
being
designed
for
them
and
that
some
of
the
benefits
of
that
is
the
capability
for
us
to
manage
and
potentially
integrate
workflows
over
time
as
more
people
make
use
of
the
same
platform
across
technology.
So
that's
another
approach.
We
use
to
try
to
integrate
processes,
potentially
not
just
data
or
not
just
everyone
using
thus
the
exact
same
application.
M
Those
are
independent
applications
but
because
they're
in
the
same
platform,
we
have
some
abilities
to
have
deeper
integration.
So
those
are
some
of
the
techniques
that
we
have
strategies
for,
ensuring
that
we
can
integrate
and
that
people
can
take
advantage
of
what
others
have,
whether
that's
their
data,
their
processes,
etc.
I
hope
that
answers
your
question.
A
M
Chair
Palmisano:
well,
everyone
is
considered
for
open
data.
There's
no
restriction,
not
from
you
know.
If
you
will
I
tease
and
from
the
technology
standpoint,
it's
the
ability
of
the
departments
to
spend
the
resources,
as
well
as
the
desire
to
spend
those
resources
in
that
effort
to
make
data
available
to
the
public
I.
A
Can
you
tell
me
a
little
bit
more
in
one
of
the
analyses
here
you
it
says:
departments
have
participated
in
open
data
varying
rates
because
of
data,
misinterpretation,
fears,
resource
constraints
and
low
project
prioritization.
Could
you
tell
me
a
little
bit
more
about
the
fear
of
open
data,
misinterpretation.
M
Chair
Palmisano,
of
course,
data
isn't
always
intuitive
as
to
what
it
really
represents,
and
some
people
argue
that,
through
statistics
and
other
techniques,
you
can
make
data
say
anything
or
come
up
with
any
orientation
you
want
to
take.
We
often
hear
that
folks
do
not
want
to
be
in
a
position
where
they
have
to
respond
to
people
taking
information,
misinterpreting
that
information
and
then
making
statements
or
ultimately
doing
things
that
require
the
department's.
To
respond
to
that.
M
A
Mr.
Dahle
I
know
that
your
plan
is
is
to
head
into
retirement,
so
I
just
wanted
to
say
that
I,
how
much
I
appreciate
and
I
know
I
said
it
at
Enterprise
Committee,
but
some
of
the
things
that
you're
leaving
behind
here
is
that
you
something
that
I
a
lot
about
your
leadership.
As
you
address
the
city's
internet,
bandwidth
limitation,
you've
established
IT
outsourcing
strategies
that
have
changed
over
time.
You
spearheaded
a
community
outreach
program
to
really
address
the
digital
divide,
including
the
technology
donation
program.
You've
helped
modernize
our
city
IT
systems.
A
You
established
that
data
and
analytics
team
that
I
think
is
going
to
help
us
with
even
more
open
data
kinds
of
initiatives
and
you've
really
led
RIT
organization
to
become
a
highly
performing
and
highly
engaged
group.
The
employee
engagement
survey
from
IT
looks
great.
So
thank
you.
Thank
you
for
your
work
and
thank
you
for
setting
up
this
budget
for
years
to
come.
Thank.
M
A
A
N
Thanks
so
I'm
going
to
just
spend
a
brief
moment
on
the
human
resources
department
overview.
As
many
of
you
know,
within
the
last
year,
the
human
resources
department
has
made
quite
a
bit
of
changes
in
the
service
delivery
model,
and
there
are
some
key
things
that
we
looked
at
when
we
made
these
decisions
in
terms
of
change
in
our
model
to
really
help
the
city
is
an
enterprise.
Look
at
the
current
and
future
threat
trends
as
it
pertains
to
the
workforce.
N
N
One
of
them
is
around
taking
an
enterprise-wide
perspective
as
we
look
at
human
capital,
shared
accountability
for
results
being
data-driven
as
it
pertains
to
our
human
capital
that
helps
us
make
decisions
about
our
employees,
a
cultural
agility,
focus,
commitment
to
learning
and
development
and
process
improvement
and
really
helping
our
departments
that
we
work
with.
As
well
as
you
see
us
as
business
partners,
we
are
not
here
to
do
things
to
people.
N
Our
goal
is
to
do
things
to
work
with
you
to
help
achieve
solutions
that
are
in
the
best
interest
of
the
city,
and
so
what
you
see
in
terms
of
our
organization
chart,
we
believe,
really
reflects
huge
human
resources
in
our
current
state.
We
have
about
a
we
have
about
56
full-time
employees,
and
our
recommended
budget
is
approximately
nine
point:
eight
million
dollars.
We
also
refined
mission
a
lot
of
times
what
has
happened
within
our
organization.
N
So
our
change
item
request
is
regarding
our
human
capital
management
systems.
Our
current
system,
as
it
stands,
is
around
21
years
old.
It
is
expensive
to
maintain
and
support.
It
is
not
an
integrated
system.
Currently,
we
have
contracts
with
six
vendors
that
currently
support
the
human
capital
management
and
payroll
system.
We
change
item
dollars
that
we
have
asked
our
to
help
us
explore
moving
to
a
new
integrated
cloud-based
system.
We
believe
that
this
system
is
key
to
future
business
and
workforce
related
initiatives
and
operations.
N
We
believe
that
it
will
create
stronger
efficiencies
and
it
will
also
create
a
better
employee
experience.
The
monies
that
we're
asking
for
will
help
us
to
get
a
consultant
to
help
us
document
the
business
requirements
in
human
resources
and
finance
and
to
assist
in
the
preparation
of
a
request
for
proposals,
our
outcomes
that
were
hoping
that
happened
if,
if
we
find
that
we
really
do
need
to
pursue
this,
is
that
it
could
result
in
an
annual
savings
of
up
to
1
million
dollars.
N
It'll
also
increase
the
capabilities
of
not
only
the
enterprise,
but
also
we
can
give
a
better
response
rate
to
some
of
the
key
human
capital
kinds
of
things
that
need
to
happen
with
our
employees
and
also
the
reports
that
we
need
to
give
to
our
stakeholders,
both
internally
and
externally,
and
this
proposal
is
jointly
in
agreement
and
shared
by
an
and
collaboration
with
human
resources.
It,
as
well
as
the
finance
Department.
I
am
now
available
to
stand
for
questions.
A
A
Thank
you,
Miss
Ferguson,
for
your
time
with
that,
we'll
invite
up
finance
and
property
services,
and
don't
expect
for
you
guys
to
get
out
of
here
with
any
questions.
Mr.
Roth.
O
Chair
Palmisano
members
of
the
committee
I
am
mark
ruff
I'm,
the
department
head
for
finance
and
property
services.
If
you
don't
mind
indulging
me
since
we
are
a
little
bit
ahead
of
schedule,
oftentimes
I'm
in
front
of
you
talking
about
sort
of
boring
things
right
money.
This
is
the
IC
e
is
an
opportunity
for
me
to
talk
about
more
interesting
things
and
one
of
the
more
interesting
things
is
our
department.
O
Some
of
you
are
aware
that
we
have
a
very
broad
department.
We
have
over
250
people
in
finance
and
property
services.
A
big
chunk
of
those
folks
are
within
our
property
services
area.
So
the
people
who
take
care
of
our
buildings
who
fix
our
buildings
and
those
are
police
stations,
fire
stations,
Public
Works
facilities.
O
Then
we
also
have
a
substantial
number
of
accountants
within
the
controller
division
as
well.
A
quick
story
for
you,
I
think
back.
The
first
person
I
ever
met,
who
was
a
public
servant,
happened
to
be
my
grandfather
and
I
didn't
think
about
this
until
I
actually
started
working
in
this
building.
But
my
grandfather
when
he
was
80
years
old,
was
the
custodian
in
Pierce
County
Courthouse
in
rugby
North
Dakota
and
my
grandfather
had
two
habits
that
my
grandmother
didn't
particularly
appreciate.
O
Tell
80
like
my
grandfather,
who
didn't
have
much
money
in
his
life,
but
at
the
same
time,
Property
Services
does
provide
opportunities
for
people
to
move
up
into
the
enterprise,
and
we
have
a
number
of
people
who
are
examples
with
that
in
our
department
about
half
of
our
division,
managers
have
been
with
the
city
for
more
than
20
years,
and
the
other
half
like
Laurie
and
me
are
very
new.
I
want
to
also
say
that
actually
have
a
pretty
easy
job.
My
job
was
easy
because
we
do
have
quality
staff.
O
I
really
want
to
highlight
Laurie
Johnson
as
deputy
CFO,
if
he
does
not
receive
as
much
I
think
recognition
as
she
deserves
on
in
terms
of
the
breadth
of
the
areas
that
she
oversees
you
can
see
from
this
chart.
She
works
with
our
new
payroll
director,
katie
chloro,
as
making
sure
people
get
paid
on
a
regular
basis.
Meeting
all
of
the
requirements.
Early
Solomon
Hamid
is
in
charge
of
revenue
and
collections.
All
these
a
good
example
of
somebody
who
came
up
through
the
organization.
O
He
started
in
traffic
control
and
is
now
in
charge
of
that
pam
fernandez
in
charge
of
procurement.
I'm
going
to
talk
about
procurement,
but
a
very
important
part
of
our
enterprise,
not
only
how
we
buy
things,
but
how
we
manage
our
contracts
and
how
we
pay
our
bills
and
then
directly.
The
areas
that
I
oversee
have
more
to
do
with
budget
development,
finance
property
services,
as
I
mentioned,
and
then
investments,
capital
and
debt
management,
as
well
as
risk
management.
O
So
again,
a
pretty
broad
department
with
part
of
what
keeps
me
coming
back
day
after
day
really
being
excited
about
coming
to
work,
is
the
quality
of
people
that
we
have
within
this
particular
department,
and
certainly
I
want
to
recognize
some.
Those
who
are
in
the
Chamber's
with
us,
as
well
as
I'd,
be
remiss
to
recognize
our
high
quality
budget
staff.
O
Gina's,
just
walking
in
Jeffery
Robert
Brad
is
not
here,
but
the
people
who
day
in
and
day
out,
work
to
make
sure
that
all
of
the
information
is
in
front
of
you,
that's
necessary
so
again,
I
just
it's
fun
to
bring
about
good
work,
that's
being
done
within
the
enterprise
and
I.
Just
don't
get
a
chance
to
do
that,
often
enough,
because
we
are
talking
about
oftentimes,
more
serious
matters,
but
I
certainly
feel
very
much
supported
and
I.
O
Also,
as
many
of
you
like
to
embarrass
an
area
and
create
keeping
some
praise
her
as
well,
she
is
a
a
great
person
to
work
for
I
report
directly
to
an
area
and
and
as
she
mentioned
this
morning,
there
is
never
a
time
where
I
can't
text
her
and
get
her
attention
and
get
her
to
respond
to
a
very
pressing
matter.
So
I
think
we're
also
very
fortunate
to
have
leaders
like
Maria
within
the
organization.
We
have
a
number
of
change
items.
The
first
and
foremost
is
number
one
on
my
list.
O
Was
the
finance
fellowship
this?
If
you
recall
was
also
a
program
that
we
asked
for
and
were,
and
thankfully
that
you
as
a
council
granted,
which
is
a
goal
of
two
things,
one
is
people
coming
out
of
college.
Don't
necessarily
know
that
a
city
is
a
great
place
to
work
and
that's
particularly
true,
as
I
said,
a
number
of
our
folks
are
accountants
and
for
most
people
in
a
college
degree
in
accounting
or
even
a
business
degree
with
a
minor
in
accounting.
O
O
It
was
very
instrumental
and
working
through
with
our
with
our
unions
and
and
with
some
of
the
local
colleges
on
really
setting
up
a
pathways
program,
because
I
see
this
and
the
part
of
the
reason
last
year
and
this
year,
what
we
are
doing
as
a
department
is
devoting
some
of
our
existing
resources.
So
you'll
see
two
FTS
on
there
for
$100,000.
In
reality,
the
cost
of
this
is
going
to
be.
O
You
know
much
more,
probably
closer
to
185
thousand
dollars
per
year
on
the
increase
to
change
items,
just
a
hundred
thousand
dollars,
but
we
are
out
of
our
own
Department
resources
paying
for
the
other
FTE,
because
we
think
it's
that
important
to
number
one
get
quality
recent
graduates
into
the
city
system,
employment
system.
We
know
that
when
people
into
the
system
they
tend
to
stay,
they
find
interesting
work.
O
It
is
also
a
way
that
we
meet
our
objectives
in
terms
of
a
diverse
workforce
and
it's
Ferguson
who
just
ended
the
represents
human
resources
department,
who
has
laid
out
enterprise-wide
a
very
laudable
goal
of
having
diversity
within
our
enterprise
of
41%
people
of
color,
46,
46,
there's
47%
women,
our
department
is,
is
exceeds
actually
it's
46%
goal
for
women.
We
are
at
47%
as
a
department.
We
are
lagging
and
people
of
color
we
have
25%
of
our
employees,
people
of
color.
We
are
doing
better
on
hiring
I.
Think
in
the
last
year.
O
So
again,
an
area
that
we
think
is
very
important
and
just
want
you
to
know
that
that
is
first
and
foremost
on
our
minds
in
terms
of
meeting
a
goal
that
has
been
laid
out
by
the
council
as
well
as
Human
Resources.
A
second
change
item
is
$500,000
one
time.
The
previous
item
was
ongoing.
Village
trust,
financial
cooperative.
The
mayor
highlighted
this
in
a
speech
that
he
gave
about
the
importance
of
creating
banking
opportunities
for
people
who
have
been
under
banked
in
the
past.
This
is
not
a
new
program
to
the
city.
O
Actually,
mayor
hodges
originally
proposed
$50,000
for
the
same
institution.
Mr.
n,
mo
through
the
budget
division
has
been
overseeing
that
contract
and
we
have
been
receiving
regular
updates
from
its
trust
on
their
progress,
and
we
can
say
that
we
are
very
impressed
with
the
work
that
they
are
doing
and
particularly
focusing
on
small
business
lending
on
providing
alternatives
to
very
high-cost
payday
lending,
and
certainly
also
see
this
as
an
opportunity
of
one
of
the
longer-term
council
goals
that
has
been
laid
out.
Diversifying
the
types
of
financial
institutions
we
as
a
city
do
business
with.
O
So
while
we
don't
have
any
specific
business
relationship
with
village.
Trust
at
this
time
is
this
type
of
organization
that
we
can
see.
Supporting.
That
is,
is
an
alternative
to
working
exclusively
with
larger
banks,
and
we
have
been
doing
that
through
our
investment
portfolio
already,
and
we
just
see
this
as
an
opportunity
to
further
that
council
goal
supplier
diversity,
staffing
as
I
mentioned
procurement
division
for
us
is
one
of
our
most
active
divisions,
there's
an
they.
They
oversee
right
now
over
6,000
contracts
for
the
city
and
on
a
regular
basis.
O
They
can
see
more
of
what
the
bids
more
readily
accessible
through
an
online
portal,
and
we
see
this
position
in
addition
to
enhancing
that
work,
also
being
able
to
then
review
all
of
the
contracts
that
come
through
from
other
departments,
either
as
renewal
or
new
and
doing
more
work
to
push
back
on
departments,
not
in
the
sense
that
departments
are
trying
to
get
around
the
rules.
But
frankly
they
don't
maybe
I
always
understand
what
the
rules
are
and
doing
more.
O
Regular
kind
of
emphasis
on
a
more
diverse
group
of
people
and
businesses
that
we
do
business
is
with
I,
like
any
other
department
head,
have
a
comfort
level
of
just
working
with
the
same
people
over
and
over
again,
because
we
know
it's
efficient
doesn't
take
long
to
put
it
together.
Already,
our
procurement
department
works
very
hard
at
pushing
back
on
departments
on
helping
departments
in
an
educational
process
and
because
of
a
lack
of
staffing,
we
are
not
able
to
undertake
that
as
comprehensively
as
we
would
like.
O
So
this
again
is
a
very
high
priority
for
us
as
a
department,
a
new
budget
system.
So
we
see
many
IT
requests
come
forward.
Mr.
Ninan
well
can
certainly
answering
specific
questions
on
this.
He
spent
a
great
deal
of
time.
We
have
had
some
money
to
test
this
new
budget
system
that
was
granted
previously
by
councils.
O
One
of
the
ideas
that
is
being
discussed
right
now.
As
a
biennial
budget.
Our
current
budget
system
would
not
be
able
to
support
a
biennial
budget.
In
addition,
our
budget
team
spends
a
great
deal
of
time
and
to
produce
a
budget
book,
it
was
still
a
very
manual
process,
and
so
this
would
enhance
our
ability
to
again
move
away
from
just
processing
a
paper
and
do
more
budget
evaluation
over
time
with
our
existing
staff
as
well.
O
They
offset
there
is
some
existing
cost
versus
what
the
new
cost
on
an
annual
basis
would
be
into
the
net.
Impact
is
$200,000.
The
last
change
item
is
associated
with
the
fee
study
that
was
done
recently
and
mr.
animo
and
his
staff
did
a
great
job
in
reviewing
a
number
of
our
business
license
and
other
fees.
O
We
recognize
that
it's
not
just
about
increasing
revenues,
but
are
there
ways
that
we
can
reduce
expenses
to
help
hold
down
fees,
and
so
one
of
the
items
that
we
have
asked
and
the
mayor
put
it
in
the
recommended
budget-
was
to
do
a
study
for
a
small
one
or
two
or
three
set
of
fees
as
to
say
what
are
industry
standards
for
how
often
we
should
be
inspecting?
Are
we
below
or
above
that
and
other
ways?
We
should
be
modifying
our
regulatory
processes
and
so
certainly
would
be
looking
for
feedback
from
Council.
O
The
adrs
committee,
in
terms
of
which
of
those
fees,
should
be
undertaken
in
that
particular
review.
So
with
that
I'm
sure,
that's
the
end
of
our
presentation
again,
just
whenever
they
thank
you
for
the
time
and
for
the
opportunity
to
work
for
the
city
and
I
also
just
want
to
say
that
we
as
a
department,
really
appreciate
the
opportunity
to
play
the
role
and
when
I
say
play
the
role.
O
Unless
you
give
us
that
support-
and
we
really
just
do
appreciate
the
support
that
you
do.
Give
us
to
be
able
to
play
that
neutral
party
units
and
for
us
we're
not
really
wedded
a
any
particular
outcome
other
than
we
just
want
to
make
sure
everybody
has
the
information
and
there's
some
integrity
in
the
process
and
also
the
business
of
the
cities
operated
as
efficiently
as
possible,
and
so
I
think
I
just
want
to
thank
our
staff
and
and
hold
them
up
for
you
as
a
group.
A
You
I
don't
see
any
questions
in
queue
right
now,
I
should
be
asking
about
an
hours
of
questions,
I
am
told,
but
it
thank
you
for
your
whole
team.
You
do
help
us
through
some
of
our
most
challenging
times
in
terms
of
arguments
about
where
money
and
funding
should
come
from,
and
you
always
do
it
with
the
highest
level
of
integrity
as
civil
servants
and
I
can't
tell
you
how
much
we
appreciate
that
and
yes,
we
can
into
your
team.
A
A
One
of
them
was
about
our
utility
billing
system,
which
I
have
gotten
some
enquiries
about
from
constituents
and
I'm
just
curious
in
regards
to
the
customer
correspondence
and
our
kind
of
older
utility
billing
system.
Do
you
see
any
efficiencies
that
could
be
gained
here
in
terms
of
utility
billing
processes.
O
I'm
sure
the
short
answer
is
yes,
as
always
always
efficiencies
that
that
can
be
gained.
Our
staff
or
utility
billing
staff
is
working
very
closely
with
Public
Works
on
automated
meter
reading
and
associated
IT
improvements
in
that
particular
area
of
utility
billing.
So
I
would
say
that
that
work
is
currently
underway
and
if
you
would
like
us
to
set
up
some
metrics
to
be
able
to
measure
that
I,
don't
know
that
we
have
more.
You
can
certainly
comment.
O
I,
don't
know
that
we've
gone
very
far
other
than
just
still
trying
to
work
through
what
that
system
is
going
to
be
to
be
able
to
report
back
to
you,
but
I
see.
That
is
one
of
the
main
opportunities
for
us
as
a
city
and
I
think
that
that's
a
huge
undertaking,
just
in
terms
of
just
being
able
to
place
all
the
antennas
where
they
need
to
be
so,
we
can
actually
get
accurate
meter
readings
for
people's
water
bills.
P
P
Those
payments
come
in
timely,
but
we're
constantly
working
at
new
ways
of
being
more
efficient,
offering
more
ways
of
payment,
better
ways
of
doing
business
as
to
the
specifics
of
those
I
personally,
don't
know
this,
but
I
do
know
that
our
staff
are
working
on
them
with
Public
Works
and
we've
had
a
few
bumps
in
that
process
and
had
to
delay
a
few
things.
But
we
diligently
are
working
through
those
issues
and
if
you
want
more
specifics,
I
could
certainly
get
back
to
you
with
those
no.
A
P
We
do
have
a
call
center.
We
have
a
high
volume
of
calls.
We
do
make
sure
that
we
answer
those
promptly.
We
have
metrics
around
those,
they
do
a
monthly
report.
That
indicates
how
long
people
are
in
hold,
how
long
each
phone
call
blasts
and
we
do
extensive
training
for
each
one
of
those
customer
service
representatives
so
that
they
are
well
informed
when
they
actually
begin
taking
those
calls.
So,
yes,
we
do
have
a
high
volume
of
calls
that
come
through
and
also
some
emails
that
come
through
regarding
utility
bills.
Thank.
O
Sure
I
just
want
to
mention
one
other
thing:
that
I
appreciate
about
our
revenue
and
collections
department
that
we
try
to
provide
as
many
forms
of
payment
for
utility
billing
as
possible,
and
one
of
the
new
options
that
we
provided
over
in
the
in
the
last
year
was
for
people
who,
for
example,
don't
have
a
checking
account
or
have
credit
cards.
They
can
actually
go
into
many
local
retail
institutions
and
pay
their
utility
bill
through
that
local
retail
institution
and
we
as
a
city
cover
the
cost
of
that
retailer
processing
that
so
I
just
want.
O
You
know
that
that
is
something
that
we
try
to
be
very
cognizant
of.
Is
that
a
number
of
people
you
know
can't
don't
have
transportation
to
come
downtown
to
pay
in
person,
and
so
we
try
to
be
as
user
friendly
as
possible
and
some
of
those
options
and
I'm
very
happy
that
our
utility
billing
folks
bring
those
things
forward
and
I
know
that
that
was
a
recent
within
the
last
two
years.
Change
that
council
approved.
Thank.
A
You
seeing
no
other
further
questions
I'd
like
to
thank
you,
I'd
like
to
make
a
motion
to
receive
and
file
the
following
department
budget
presentations.
We
had
internal
audit
3-1-1
and
see
our
communications
IT,
Human,
Resources
and
finance
and
property
services,
all
those
in
favor,
please
say:
aye
aye
opposed
that
carries
and
with
that
we've
completed
our
agenda
for
today
we're
adjourned.
Thank
you.