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From YouTube: February 1, 2018 Enterprise Committee
Description
Minneapolis Enterprise Committee Meeting
A
Good
afternoon,
I
want
to
call
this
meeting
of
the
Enterprise
Committee
to
order
I'm,
City
Council,
member
lenay
Palmisano
and
with
me
here
today.
I
have
councilmember
Warsaw
me
Vice
Chair,
councilmember,
Connell
and
council
member
Steve
Fletcher,
there's
others
that
are
here
that
we'll
be
filing
in
shortly
and
that's
councilmember
Reich
and
councilmember
Andrea
Jenkins.
The
people
we
have
here
constitute
a
quorum
of
the
committee
and
were
authorized
to
conduct
today's
business.
A
We
have
before
you
first
one
consent
item
today.
It
is,
it
is
a
simple
IT
contract
amendment
and
just
to
briefly
explain
it
there's
been
a
change
to
our
financial
reporting
software,
it
being
no
longer
supported
a
few
years
ago.
It
has
taken
a
while
to
make
that
transition
to
do
the
conversion
from
an
Oracle
product
to
a
Cognos
product,
and
this
is
that
one-year
extension
as
identified
in
the
original
contract.
A
A
Three
discussion
items
that
I
ask
as
we
approve
this
agenda
that
we
reorder
them
a
little
bit.
The
first
would
be
the
what
is
right
now
number
three:
the
new
consolidated
office
building
presentation
with
mr.
goki
presenting
if
that's
correct
and
then
the
city
coordinators,
update
by
the
interim
coordinator,
Maria
and
third,
will
be
the
overview
of
the
city
of
Minneapolis
is
small
business
portal.
A
A
We
have
discussed
this
from
a
financial
perspective
quite
a
few
times,
but
we
haven't
had
a
lot
of
updates
at
how
this
is
presented
in
public,
so
to
kind
of
start
off
this
enterprise
committee
in
the
first
meeting
of
it
well
I
just
on
us
kind
of
put
out
there
that
this
is
a
really
neat
committee.
This
is
going
to
be
about
a
city
that
works
in
how
and
where
we
deal
with
some
of
the
policy
around
that.
A
You
know.
I
really
hope
that
through
this
committee,
we
get
to
tell
the
story
of
how
our
city
functions
internally
and-
and
we
can
work
to
improve,
how
our
city
works,
and
we
can
work
to
shine
a
light
on
some
of
the
things
that
we
have
going
on.
They
don't
usually
get
much
of
a
spotlight
on
it.
So
as
we
move
forward,
I
just
wanted
to
lay
that
out
is
some
of
the
vision
of
our
committee,
so
with
the
new
building
presentation.
Let's
start,
thank
you.
Mister
goki,
for
joining
us
today.
Thank.
C
You
as
well
chairman
Koz,
Palmisano
and
community
members,
I'm
greg
okie
and
I'm
the
former
director
of
property
services
and
recently
have
moved
full-time
into
leading
the
staff
efforts
on
this
important
project,
as
you
suggested,
today's
a
little
bit
more
about
the
outcome
of
the
internal
organization
and
not
as
much
about
bricks
and
mortar
and
construction
and
so
forth,
and
I'm
also
joined
today
by
Kim
Keller
of
regulatory
services,
who
is
heading
up
our
design,
advisory
team
and
Don
Baker
of
Human
Resources.
Who
is
heading
up
our
transition
management
team
for
the
project?
C
C
We
have
a
large
team
of
group
of
teams
working
on
this
project
consisting
of
many
external
partners,
an
internal
city
staff.
The
architects
are
a
local
firm
of
MSR
design
who
have
partnered
with
the
New
York
office
of
Hennig,
Larsen
and
ma
Mortensen
is
our
construction
manager.
As
for
the
city,
we
have
the
internal
facility
space
and
asset
management
committee
often
refer
to
as
F
Sam.
The
guides
are
major
real
estate
initiatives
for
the
needs
of
the
city's
municipal
operations.
C
F
Sam
was
created
in
1999
as
co-chaired
by
our
city
coordinator
and
public
works
director
and
has
two
rotating
members
that
are
currently
filled
by
the
city
attorney
and
our
health.
Commissioner,
the
design
advisory
team
can
mr.
representatives
of
departments
that
plan
to
go
into
the
building,
summon
parts
like
Public
Works
and
please
others
in
fall,
like
health
and
Community
Planning
and
Economic
Development.
C
We
believe
that
the
project
purpose
is
strategic
concept
for
the
building
that
we
really
believe
will
support
our
intended
outcomes.
First
and
foremost,
is
improving
our
service
delivery
to
the
public
by
being
more
effective
and
efficient
in
meeting
their
needs.
The
new
building
will
also
need
to
be
flexible
and
adaptable
to
meet
the
ever-changing
needs,
advancements
in
technology
and
potential
new
services.
The
city
is
also
a
proven
leader
in
designing
constructing
our
buildings
in
an
environmentally
responsible
manner.
C
A
new
emphasis
for
this
building
will
be
to
create
a
work
setting
that
promotes
healthy
lifestyles
and
the
well-being
of
our
staff
so
coming
together
and
having
departments
co-located
fosters
natural
partnerships,
improve
business
processes
that
are
more
customer,
centric,
proactive
and
responsive,
so
we
hope
to
deliver
high
quality
building
that
is
progressive,
but
not
iconic
and
be
responsible
with
the
use
of
financial
resources
and
like
City
Hall.
We
should
be
proud
of
our
buildings
in
the
consolidated
office.
C
Building
should
represent
the
best
of
the
city
and
be
welcoming
and
inclusive
to
all
the
design,
advisory
team
and
operations
advisory
team
are
engaged
in
improving
our
customer
service.
Representatives
of
this
team
traveled
to
Denver
Salt,
Lake,
City,
Seattle
Bellevue
Portland,
to
see
what
other
cities
were
doing.
This
was
a
great
learning
experience
that
helped
guide
a
new
customer
service
model
for
welcoming
and
greeting
the
public
and
serving
them
more
effectively
and
efficiently
dawn
and
Kim
can
answer
any
specific
questions
you
may
have
on
that.
New
service
delivery
model.
C
C
The
building
should
support
the
planning
strategies
of
activating
the
street
and
improving
pedestrian
connections.
The
majority
of
the
first
two
levels
will
be
visible
from
the
street.
Street-Level
activities
include
information
services,
a
large
conferencing
center,
open
collaboration,
spaces
and
retail
space.
Also
back-of-house
services
that
require
a
higher
level
of
security
are
placed
on
the
back
side
of
the
site.
The
second
floor
envisions
new
pedestrian
walkways,
brought
to
the
fourth
Avenue
side
of
the
building
for
clear
pedestrian
connections
from
the
street
in
adjacent
Skyway
connections.
C
C
C
A
B
One
of
the
things
that
I
feel
like
we
are
lacking
in
our
current
facilities
is
public
meeting
spaces
that
can
be
configured
in
a
bunch
of
different
ways
for
a
variety
of
civic
engagement
opportunities
that
we
have
and
just
don't
feel
like.
We
have
the
space
for
there's.
You
know:
conference
rooms,
classrooms,
presentation,
spaces,
how
much
of
that
is
built
into
the
the
plan,
and
how
much
of
that
can
we
plan
on
the
public
being
able
to
access.
C
Chairman
Palmisano
comes
Mayor,
Fletcher,
the
conferencing
center
and
the
main
floor
and
I
apologize
for
not
bringing
a
layout
when
it's
it
can
be
divided
into
five
rooms
for
small
conferencing
and
training,
a
variety
of
sizes
and
needs
fully
open.
It's
about
100
with
C,
150
people
and
so
we're
looking
and
that's
one
of
the
reasons
we've
placed
that
at
the
street
level,
so
the
public
can
use
it
and
that
you
know
we
get
a
lot
of
leverage
out
of
that.
So
we
anticipate
that
that
room
will
have
good
technology.
C
A
That's
great,
you
know
there
are
we
love
this
building
and
some
of
the
other
places
that
we
do
service
out
of
as
city
employees.
We
also
recognize
there's
some
real
practical
difficulties
here,
and
you
know
in
a
way
where
our
interactions
with
the
public
are
interfacing
and
welcoming
the
public
into
our
environment
for
different
things
are
increasingly
important.
I
really
appreciate
that
we
are
looking
at
the
design
of
a
new
building
this
way,
and
so
thank
you
for
for
offering
us
this
kind
of
rubric
of
how
we're
thinking
about
it.
A
Thank
you.
Thank
you,
the
next
item
and
interest
to
continue
to
shed
light
and
transparency
in
a
lot
of
areas
about
the
city
Enterprise.
The
people
may
not
know
much
about
including
what
happens
in
the
coordinators
office
and
in
all
of
the
different
operations
that
are
operating
out
of
the
coordinators
office.
Today,
we'd
like
to
have
a
regular
coordinators
update
at
this
meeting,
similar
to
how,
in
the
past
mr.
D
E
I
am
Maria
Rivera
van
der
Meyde
I
am
deputy
city
coordinator
interim
city
coordinator,
I,
suppose
what
I'm
telling
Spencer
he's
not
off
the
hook
yet
so,
if
he's
watching
he's
not
done
yet,
and
so
I
want
to
talk
a
little
bit
about
our
city
coordinator,
Department
and
I
wanted
to
really
showcase
a
little
bit
about
how
we
think
about
it.
It
really
is,
as
you
see
here,
I
included
our
charge.
That
comes
straight
from
the
Charter.
We
are
the
administrative
and
management
arm
of
our
city
government.
E
There
is
some
intentionality
and
I
really
wanted
to
call
out
and
appreciate
our
city
coordinators
approach.
He
has
really
worked
during
his
tenure
here
and
I'm
sure
we'll
have
a
chance
to
talk
a
little
bit
more
about
that
in
the
coming
weeks,
but
really
been
intentional
about
bridging
silos
and
thinking
about
how
do
we
use
the
coordinators
department
as
its
true
form?
It
is
a
resource
department
to
our
operating
departments.
It
is
internal
support
and
there
is
a
lot
that
we
do
internally
about
making
sure
that
we
are
consistent
across
the
board.
E
We
had
engaged
designer
to
do
this
new
versus
the
what
we
have
often
seen
in
the
paper,
the
kind
of
crazy
pipeline.
What
does
the
city
of
Minneapolis
structure
look
like?
We
are
really
committed
to
streamlining
that
and
saying
that
no,
we
are
a
much
more
organized
organization,
despite
the
fact
that
we
have
a
really
different
and
unique
form
governance.
So,
as
you
can
see,
the
coordinators
office
really
encompasses
a
variety
of
our
departments.
E
We
have
court
quarterly
meetings
amongst
ourselves
just
to
make
sure
we
are
all
on
the
same
page
and
I
think
those
have
been
really
useful
in
making
sure
that
we
can
move
forward.
The
strategic
management
functions
of
city
government
for
purposes
of
today
you'll
see
this
kind
of
functional
chart
laid
out
for
you.
You
can
see
a
little
bit
about
how
we
have
partitioned
our
work.
We
have
kind
of
that
administrative
arm.
We've
got
a
whole
slew
of
departments
who
really
work
on
our
communications
and
community
engagement
and
we've
got.
E
Obviously
you
will
have
other
presentations
both
with
AGR
and
emergency
management.
For
purposes
of
today's
presentation,
I
really
want
to
focus
on
the
coordinators
office,
the
strategic
planning
portion
and
the
enterprise
policy
initiatives
that
comprise
our
office
activities
when
I.
Think
of
those,
and
we
really
are
thoughtful
about
how
do
we
define
that
in
ways
that
make
sense
to
the
public
I?
E
Think
of
our
strategic
management
and
innovation
teams,
as
kind
of
the
tools
by
which
we
help
departments
accelerate
work,
work,
move
forward,
be
innovative
and
really
think
about
new
and
different
ways
in
which
to
kind
of
move.
Our
policies
along
in
that
we
have
continuous
improvement,
which
provides
some
critical
strategic
thinking,
facilitation
really
thoughtful.
Now
in
this
last
year,
to
think
about
how
do
we
build
capacity
across
our
departments?
We
have
strategic
planning
and
analysis,
which
really
is
I,
think
truer
than
what
formerly
used
to
be
called
results.
E
While
it
encompasses
our
results
and
performance
management
program,
it
also
does
much
more
than
that.
It
does
our
visualizations
it
does
our
goal-setting
and
they're
really
just
a
fine
complement
of
folks
who
really
look
forward.
How
do
we
do
analytics
and
visualizations
to
help
inform
decisions,
not
for
the
sake
of
looking
pretty
but
actually
really
to
think
about?
How
does
that
inform
our
decisions
moving
forward,
and
how
do
we
continue
to
have
transparency
with
community?
We
have
our
policy
and
research
analysis.
E
We
lost
a
Peter
EV
net
to
the
mayor's
office
just
recently,
but
we
are
very
lucky
to
have
Jeff
Schneider
and
I
should
mention
that
a
lot
of
the
folks
in
our
office
are
behind
you
they're,
a
phenomenal
set
of
folks
and
you'll,
hopefully
get
to
know
them
individually,
as
through
your
time
and
through
your
term.
Here,
Jeff
Schneider
has
been
with
the
city
for
many
many
years
and
brings
an
institutional
knowledge
and
history
to
the
work
that
he
does.
E
He
has
really
been
lead
on
our
minimum
wage
economic
development,
our
economic
study
impact
study
and
has
done
a
lot
of
work
with
our
benchmarking.
And
finally,
we
have
the
innovation
team.
It
is
a
Bloomberg
funded
grant.
We'll
talk
a
little
bit
more
about
these
in
more
depth
and
you're
gonna
hear
a
lot
more
about
them
with
the
next
presentation.
E
We'll
see
some
highlights
from
the
strategic
management
team
in
general
on
what
some
of
the
things
that
they
have
been
working
on
so
right
now,
as
we
think
about
the
things
that
the
city
coordinators
office
is
involved
in
you'll,
see
that
we
have
been
involved
in
a
variety
of
things
and
I
won't
go
through
all
of
them,
but
I
want
to
call
out
a
couple.
There
are
some
procurement
process
changes
that
our
continuous
improvement
lead.
Jody
Mullen,
our
Hansen
who's.
Not
here
is
moving
forward.
We
have
been
doing
some.
E
She
has
also
been
assisting
the
promise
zone
and
we'll
talk
the
promise
zone
in
a
little
bit
doing
some
strategic
planning.
We
have
a
large
and
ambitious
supplier
diversity
staff
direction
that
we
continue
to
make
strides
on
and
move
forward.
We
have
Jenny
Chiu
who's
been
working
with
the
transgender
equity
Council
and,
along
with
Jody
Mullen,
our
Hanson
been
helping
work
forward.
How
did
this
council
now
get
get
a
work
plan
forward
and
bring
to
Council?
That
is
a
council
of
new
creation
and
so
figuring
out?
E
What
that's
going
to
look
like
they've
been
some
help
in
that
direction.
Jeff
has
been
helping
with
minimum
wage
economic
impact
study,
as
I
mentioned,
but
really
also
brings
a
tremendous
amount
of
institutional
knowledge
with
the
Census
and
as
we
look
forward
to
census
2020,
it
is
something
that
NCR
will
be
leading
in
conjunction
with
other
departments,
but
it
is
certainly
something
that
our
office
will
be
lending
a
hand
on,
as
well
as
at
University
of
Minnesota
partnerships.
E
There's
a
lot
of
people
in
the
city
that
either
have
individual
siloed
partnerships
with
the
U
of
M
and
some
that
don't
even
know
how
to
get
to
the
U
and
access
that
research.
So
Jeff
has
been
on
task
for
that.
Our
strategic
planning,
an
analyst
group,
has
really
been
focused
on
city
wide
and
department
level
goal
setting
in
speaking
to
chair,
Palmisano
I,
know
we'll
be
bringing
forward
a
different
presentation
more
in
depth
just
on
results
at
some
point
in
the
future.
E
I
know
that
all
of
the
committee
knows
that
we
are
getting
ready
for
those
topical
sessions
really
excited
to
bring
those
forward
and
I
think
we've
landed
on
some
dates
that
we
will
circulate
and
put
on
people's
calendar
as
well
as
facilitation,
hopefully
in
the
next
quarter.
Based
on
this
and
some
of
the
conversations
that
will
be
happening
at
the
community
connections
conference
they're
then
informed
by
community
on
what
they
think
our
goals
should
be.
We
will
hopefully
facilitate
a
Congress
so
that
council
can
set
new
goals
for
this
term.
E
E
E
As
I
look
at
to
the
innovation
team,
which
is
part
of
that
larger
strategic
management,
innovation,
team
I
just
wanted
to
share
some
highlights
on
what
they
have
been
doing.
The
way
it
works
is
that
Bloomberg
says
mayor's,
give
us
a
priority
challenge
and
go
work
on
that.
The
first
one
was
about
rental
housing,
increasing
quality
stability
and
accessibility
in
rental,
housing
and
I
was
privileged
to
work
with
them
when
I
was
over
in
drug
services
and
they've
continued.
E
That
moving
forward,
so
really
excited
about
that,
and
you
will
soon
hear
for
those
that
are
members
in
the
housing.
The
new
Housing
Committee.
Their
eviction
study
the
one
that,
obviously
it's
a
collaboration
with
others,
but
the
eviction
study
that
the
innovation
team
put
together
will
be
coming
forward
in
that
pretty
soon.
E
So
you'll
get
to
see
a
little
bit
of
what
that
is,
and
working
right
now
with
civil
rights
to
bridge
a
kind
of
a
gap
between
civil
rights,
contract
managers
and
departments
to
see
if
we
can't
get
even
more
minority
and
women-owned
businesses
into
our
city
procurement
system,
the
other
bucket
of
work.
So
if
I've
talked
about
the
tools
by
which
we
do
our
work,
I
also
want
to
talk
about
some
of
the
initiatives.
Some
of
the
some
of
the
values
that
that
the
City
Council
has
moved
forward.
E
Sorry
I'm
noticing
an
extra
amber
Sam
there,
some
of
the
values
that
the
city
is
put
for
word
and
some
of
the
cross-departmental
high-level
initiatives
that
continue
to
move
our
work
as
we
continue
to
figure
out.
What
does
the
city
stand
for?
Well,
one
of
the
things
that
we
do
is
arts
culture
and
the
creative
economy.
Thinking
really
about
how
do
we
strategically
make
sure
that
we
are
leveraging
the
creative
sector
in
within
our
city
structure
really
and
we'll
talk
a
little
bit?
It's
similar
to
our
last
one.
E
We'll
talk
a
little
bit
about
those
highlights.
We've
recently
approved
a
division
of
race
and
equity,
which
is
also
just
a
thrilling
thing
to
have
in
ordinance
as
it
institutionalizes
our
work,
but
it
is
focused
both
on
our
enterprise
work,
as
well
as
our
place-based
work
by
way
of
the
promise
zone
and
our
promise
zone
is
part
of
a
designation
by
the
feds
moving
forward
and
we'll
talk
a
little
bit
about
some
highlights
of
their
work
as
well.
E
We,
as
many
folks
know,
we
are
lucky
enough
to
be
part
of
the
Rockefellers
Foundation
grants
for
the
100
resilient
cities,
and
so
our
resilience
work
is
housed
in
the
coordinators
office
and
it
really
leads
the
development
of
the
resilient
strategy.
One
person
alone
does
not
do
that,
but
really
leverages
that
with
other
departments
and
sees
what
are
going
to
be
our
strategies
to
be
a
resilient
Minneapolis.
As
we
move
forward.
Our
sustainability
team
continues
to
drive
citywide
sustainability,
prop
programs
and
policies
through
a
variety
of
mechanisms.
E
Again,
I'll
talk
a
little
bit
more
about
that,
but
there
have
been
a
lot
of
discussions
with
the
former
mayors.
Business
made
simple
initiatives.
There
was
the
innovation
team
had
talked
to
a
group
and
had
convened
and
continues
to
convene
a
group
of
saw
minority
and
immigrant
business
owners
see
pet
had
been
doing
some
improvements.
E
Our
office
had
been
improved,
doing
some
improvements,
but
there
seemed
to
be
a
need
to
gather
some
of
that
and
there
was
a
staff
direction
that
created
both
a
small
business
work
group
and
a
small
business
team,
and
we'll
talk
a
little
bit
about
the
highlights
of
them
in
a
bit
as
you
can
see
in
the
arts
culture
in
the
creative
economy.
Some
of
the
requests
is
to
say
what
are
we
working
on
now,
and
so
we
have
the
Minneapolis
creative
index
reports.
E
The
last
one
was
in
2015
and
we
do
this
every
two
year
two
years
and
we
are
currently
in
the
midst
of
completing
that
data,
collection
and
coding.
We
hope
to
have.
We
are
on
schedule
but
hope
to
have
that
analysis
done
by
April
and
a
full
report
released
by
this
summer.
The
creative
city
roadmap
is
under
that
rubric
of
work.
We're
really
collaborating
with
Council,
with
C
pad
and
I
note
that
councilmember
Reich
has
really
been
main
champion
of
figuring
out
an
eight
tap
program
similar
to
our
business
technical
assistance.
E
One
really
focused
on
the
artistic
community
and
really
figuring
out.
How
do
we
ensure
access
to
underrepresented
artists,
who
don't
often
have
a
voice
or
may
not
have
a
way
in
which
to
continue
to
develop
their
business
model,
which
is
a
little
different
than
the
regular
business
model?
Creative
city
making
is
funded
through
Kresge
Foundation,
it
is
its
main
import
is
to
embed
artists
in
department
work
to
see
how
they
can
do
different
again.
E
I
am
honored
to
say
that
they
started
in
rec
services
when
I
was
there
and
a
project
called
hearing
tenant
voices
is
to
me
a
really
proud
example
of
what
that
looks
like
it's
nice
to
be
able
to
support
it
on
this
side,
but
it
really.
The
the--it
was
a
theatre
production
working
with
our
inspectors
to
change
the
way
in
which
inspectors
worked
with
tenants,
which
was
not
the
way
that
traditionally
regulatory
services
had
worked
in
the
in,
as
they
were
doing
their
duties
so
really
excited
about
that.
E
There's
a
variety
of
new
projects
on
the
horizon.
They
are
currently
developing
scopes
for
new
projects
with
Public
Works
in
the
Greenway,
with
the
promise
zone
in
involving
police
and
community
relations
and
with
the
green
zones
with
our
sustainability
team,
so
really
excited
to
see
that
moving
forward
and
then
finally,
we
have
the
creative
city
challenge,
which
is
really
a.
E
It
is
a
way
to
embed
arts
place-based
arts
into
the
city.
It
is
a
temporary
usual
installation.
Over
the
years
it
has
been
since
2012
when
it
started
housed
in
different
places
most
commonly
in
the
convention
center.
This
last
year
it
was
orbitals
which
many
saw
in
the
commons
and
this
year
will
continue
to
do
that,
as
well
as
focused
on
activating
the
Commons.
There
is
a
panel
that
is
set
to
be
created.
The
three
finalists
have
been
chosen,
and
hopefully
by
February
6,
will
start
that
kind
of
selection
process.
Rolling
we've
got
some
race.
E
The
division
of
race
and
equity
really
has
some
highlights
as
well,
and
they
have
had
the
an
amazing
few
years
as
equity
has
really
taken
shape
in
the
city
of
Minneapolis.
If
we
looked
at
Enterprise
fergus
work,
we
really
talked
about
some
of
this
came
is
about
last
year
with
the
passage
of
a
resolution
and
the
ordinance
that
embedded
race
and
equity
into
our
city
governance.
E
So
we
have
the
establishment
of
the
racial
equity,
Advisory
Committee
and
currently
we're
working
with
a
clerk's
office
and
NCR
so
that
we
can
have
that
formed
by
late
March
or
early
April.
That
has
to
go
through
the
open
appointments
process,
but
we're
trying
to
accelerate
that
as
much
as
we
can.
We
continue
to
we
created
last
year.
I
should
backtrack.
We
created
last
year,
racial
equity
coordinators.
This
was
I,
say
again,
a
great
collaboration
with
departments.
E
We
asked
departments
to
lend
us
folks
who
were
who
were
able
to
build
capacity
and
racial
equity
throughout
the
enterprise
for
a
certain
period
of
time
during
their
work
week,
departments
unanimously
said
yes
and
allowed
their
staff
to
do
it.
So
currently
we
have
12
racial
equity
coordinators
across
10
departments
who
are
really
dedicated
to
supporting
all
departments,
as
they
continue
to
enhance
their
equity
efforts
and
embed
that
into
their
work.
E
So
we're
really
excited
about
that
that
just
happened
last
year,
the
equity
team
has
really
been
partnering
with
strategic
management
and
the
innovation
team
and
the
development
of
inclusion
of
racial
equity
goals
again
something
that
we
had
talked
about
in
the
past,
but
was
truly
embedded
in
ordinance
and
so
we'll
be
thinking
about
what
that
looks
like
and
perhaps
having
additional
conversation
with
counsel.
As
that
moves
forward,
we
are
supporting
the
expansion
of
Department
racial
equity
teams.
E
So
that
will
be
exciting
moving
forward
and
at
the
request
of
certain
word
offices,
I
know
that
our
staff
is
really
partnering
with
the
City
Clerk's
office
and
figuring
out
a
diversity
training
for
council
and
so
I'm
sure
that
you'll
all
be
knowing
a
little
bit
more
about
that.
Soon.
From
your
colleagues,
I
should
say,
we
also
have
racial
equity
enterprise,
employee
engagement
activities,
a
lot
of
them
is
read
a
book
club
that
was
created
and
has
been
phenomenally
successful.
E
There's
a
development
this
year
for
lunchtime,
chat
and
choose,
as
we
bring
forward
folks
to
talk
about
short
videos
or
tools
or
create
a
space
in
which
to
talk
about
racial
equity,
and
the
team
is
looking
for
a
lending
library
in
their
new
space.
They
are
now
located
across
the
city
clerk's
office
to
see
if
their
resources
wouldn't
want.
E
All
of
this
to
really
open
up
space
that
anyone
who
really
is
engaged
and
wants
to
either
further
their
individual
agility
with
racial
equity
or
to
bring
it
into
their
departments
that
they've
got
a
place
to
go
to
as
we
looked.
We
also
want
to
mention.
Recast
recast
is
another
grant.
We
are
fortunate
to
be
a
grant
filled
city
and
the
substance,
abuse
and
mental
health
services
administration
has
awarded
us
with
a
recast
grant
resiliency
in
communities
after
stress
and
trauma.
E
The
grant
is
a
it's
intended
to
be
a
five
year
grants
one
million
dollars
granted
every
fight
every
year
over
the
period
of
five
years,
and
I
must
say
that
there
has
been
a
lot
of
work
done
in
area
in
part
because
there
have
been
a
lot
of
funds
to
do,
but
there's
also
been
a
lot
of
reception.
It
is
intended
to
be
community
oriented
and
there
are
two
current
main
projects
that
are
happening.
Some
history
of
race
projects,
one
north
side,
one
south
side.
E
There
is
an
oral
history
project
in
North
Minneapolis
that
is
moving
forward
in
collaboration
with,
and
I've
mentioned
there,
some
external
and
internal
partners,
and
in
the
south
side
we
are
moving
forward
with
what
had
started
in
our
welcoming
week
and
the
fall
of
this
year.
That
is
really
kind
of
a
mural
that
had
started
about
immigrant
and
refugee
experience
and
we're
hoping
to
finalize
that
mural
and
bring
that
forward.
E
A
city
call
at
some
point
for
an
exhibition,
though
our
recast
group
really
has
focused
a
lot
on
training
as
well,
that
have
been
a
series
of
training
both
for
our
providers,
but
also
with
our
internal
staff.
I'll
say
that
the
main
focus
have
been
on
staff
that
are
doing
direct
contact
with
community
and
those
in
particular
that
doing
some
emergency
management
training.
We
took
advantage
of
being
able
to
move
resources
to
those
areas
that
traditionally
don't
always
get
a
chance
to
have
their
staff
go
to
training.
We
took
our
training
to
3
1
1.
E
We
took
our
training
to
9
1
1.
They
have
to
be
tied
to
a
phone,
so
it
was
really
great
to
sort
of
see
what
that
looks
like,
and
they
also
provide
department,
consultation
on
a
variety
of
training
related
and
try
to
relay
Nan
issues
and
resources
to
support
department
heads
as
that
moves
forward.
This
team
is
also
a
great
place
to
think
about.
E
Our
critical
incident
response
we
have
been
in
the
city,
as
I'm
sure
is:
no
is
not
news
to
anyone,
a
city
that
has
struggled
at
times
with
some
incidents,
what
we
really
need
to
think
about.
What
does
that
look
like?
What
is
the
city's
role
in
addressing
those
issues
and
how
do
we
move
forward
together
as
a
community
in
a
city
government?
A
D
You,
madam
chair,
first
of
all,
I
just
wanted
to
thank
you
Maria
for
bringing
forward
this
presentation
and
I
wanted
to
thank
all
the
staff
members
who
are
here
in
in
the
room
today.
I
know
that
you
all
work
very
hard
for
our
city
and
we're
really
looking
forward
to
utilizing
this
committee
in
a
way
that
can
help
you
focus
the
work
elevate,
some
really
good
outcomes
and
I'm
really
glad
that
you
mentioned
the
piece
about
the
council's
strategic
planning
process
and
goals.
We
still
haven't
gone
through
that
process.
D
Yet
I
spoke
to
the
council
president
today
about
that,
and
because
of
the
Super
Bowl,
we're
all
kind
of
pushing
things
out
a
little
bit,
and
so
we
will
have
that
discussion
and
I
believe
maybe
March
was
kind
of
a
month
that
she
mentioned
so
so
I
am
eager
to
get
that
council
a
strategy
session
done.
So
we
can
use
this
committee
as
a
vehicle
to
help
drive
some
of
those
goals
and
and
the
vision
and
the
results
that
we're
really
looking
for,
and
partly
it's
because
externally
for
our
residents.
D
We
we
know
that
they
really
want
to
see
some
movement
on
closing
racial
inequities
in
our
city
on
fairness
and
justice,
issues
on
police
community
relations,
all
of
which
are
enterprise-wide
efforts
that
this
committee
can
really
help
to
support
and
to
again
Drive.
So
so
I
was
really
glad
that
you
mentioned
that
piece
about
aligning
the
work
of
this
committee
in
your
office
to
the
council's
strategic
session
goals
and
outcomes.
D
So
so
I
say
that
to
acknowledge
that
I
feel
we
have
a
lot
of
expertise
in
house
and
I
want
to
be
really
open
and
collaborative
with
you
all
I'm
figuring
out
how
this
committee
can
be
steered
in
a
way
to
really
support
our
enterprise
to
reach
those
outcomes.
I
did
want
to
mention
that
one
thing
that
I'm
thinking
about
right
now
as
I'm
looking
at
all
of
the
work
that
you're
presenting
about
today,
is
the
the
communications
component
of
this,
and
so
for
council
members.
D
You
know
myself
I
publish
a
newsletter
every
two
weeks
and
that's
really
a
way
that
I
try
to
inform
residents
in
a
very
digestible,
man--or,
accessible
manner
about
the
efforts
that
are
happening
internally.
So
I
would
just
love
to
hear
at
some
point
in
this
conversation
just
kind
of
how
we,
as
council
members,
can
better
elevate
the
work
that's
happening.
How
can
we
point
to
some
outcomes
and
results
or
movement
on
a
lot
of
the
work?
That's
happening.
D
I
know
that
you
know,
for
example,
we've
promoted,
recast
and
such,
but
as
I've
been
sitting
here,
looking
at
the
information
and
wondering
you
know,
do
we
have
like
a
what
is
it
called?
The
communications
department
sends
a
sense
as
an
email
with
news
links
and
sort
of
you
know
sound
bytes
and
things
that
are
happening
in
the
city,
so
I'm
just
trying
to
process.
You
know
what
are
ways
that
we,
as
council
members,
can
can
be
given
some
information
in
a
more
succinct
manner.
D
That's
that's
that
we
can
then
easily
share
with
our
residents,
because
I
do
believe
that
it's
not
a
good
strategy
is
not
about
sort
of
dumping,
all
the
information
onto
residence
labs,
but
really
identifying
what
they
are
really
interested
in
hearing
about
and
then
highlighting
the
projects
that
are
demonstrate
results
in
momentum
or
or
things
that
they
can
shape
so
I'm.
Just
thinking
about
how
do
we
communicate
about
this
work?
How
do
we
communicate
about
it
in
an
accessible
format
for
a
residence
and
how
do
we,
as
council
members?
D
D
Was
the
Native
American
community
opioid
crisis,
a
bullet
point
here
and
so
I
wanted
to
hear
a
little
bit
more
about
how
that
effort,
looks
and
lives
within
the
city
as
connected
to
I
know
our
mayor's
beginning
strategy
to
pull
together
multi
jurisdictional
effort
to
address
this
issue
and
how
council
offices
are
being
engaged
on
that
topic.
I
know
the
Ninth
Ward
talks
about
this
issue
a
lot,
but
I
don't
get
a
sense
that
it
impacts
other
parts
of
the
city,
and
maybe
it
does
and
we're
just
not
hearing
about
it.
D
E
A
I'm
going
to
take
a
lot
of
your
input
as
statements
and
something
I
do
want
to
be
clear
about
is
in
terms
of
communicating
all
of
the
work
of
the
coordinators
office.
The
first
step
here
is
really
laying
out
all
of
the
the
really
growing
body
of
work
that
is
developed
in
the
coordinators
office.
I
have
some
more
specific
questions
about
how
that
happened
later,
but
but
I
do
just
want
to
take
some
ownership
of
the
communication
piece.
A
E
Care
Palmisano,
councilman,
meccano
I'll
say
that
a
I
wanted
to
appreciate
the
acknowledgement
of
the
tremendous
talent
and
expertise
that
staff
brings.
They
really
just
are
I
can't
speak
highly
enough
of
staff
in
the
coordinators
office,
although
I
speak
highly
generally
about
city
staff,
I,
think,
city
staff
is
really
committed
and
talented
that
I'm
honored
and
privileged
to
work
with
a
group
of
people
who
are
just
really
darn
good
at
what
they
do
happy
to
have
that
be
acknowledged
as
well.
E
I'll
say
that
we
too
have
struggled
with
communications,
and
we
welcome
this
Enterprise
Committee
as
a
way
to
bring
forward
a
variety
of
work.
We
have
talked
about
a
brochure
we
have
talked
about
newsletters.
Several
of
our
particularly
our
grant
based
initiatives
have
newsletters
the
innovation
team
has
a
web
sites
and
they
have
a
blog.
It's
part
of
the
requirements
as
well,
but
that's
their
the
promise
zone
and
recast.
They
have
web
pages,
but
they
also
have
a
gov
delivery
newsletter,
but
that
doesn't
encompass
the
variety
of
what
we
do.
E
And
if
not,
we
can
correct
that,
but
but
at
the
beginning
stages
of
seeing
how
recast
can
help
support
those
efforts,
it
is,
as
is
much
of
our
work.
I
hope.
The
message
is
that
it
that
we
are
a
lever
for
you
to
use.
We
are
leverage
for
both
the
resource
in
the
cities,
but
also
for
councilmembers,
as
we
move
forward
and
there's
a
there's,
a
way
in
which
to
leverage
recast
to
move
that
particular
body
of
work
forward.
A
Coordinator
Rivera
man
van
der
Meyde,
a
quick
question:
when
is
the
Samsa
grant
done
and
it
is
it
a
renewable
grant
and
is
it
meant
to
continue?
Is
its
own
department
or,
like
you
just
said,
is
it
meant
to
help
bolster
things
that
other
departments
are
doing
and
create
it's
good
of
the
grant
through
those
sheer.
E
Palmisano,
the
recast
grant
is,
in
its
current
second
year
of
a
potentially
five-year
grant.
Cities
need
to
reapply
and
I
know
that
staff
has
just
set
that
application
in
for
year,
three
and
so,
by
all
intents
and
purposes
and
I
know
that
SAMHSA's
actually
getting
ready
for
a
site
visit
later
on
this
year,
but
from
what
we've
heard
they're
very
pleased
with
the
work
that
the
city
is
doing
and
moving
that
forward.
So
I
can't
imagine
that
we
wouldn't
continue
it
for
the
full
five
years.
E
Unlike
other
funders,
perhaps
and
I'll
speak
to
Rockefeller
into
Bloomberg,
where
there
are
expectations
that
hopefully,
cities
see
the
value
of
that
and
embed
that
in
their
institution
at
some
point
by
the
creation
of
FTEs
that
are
in
the
general
fund
once
that
grant
ends.
My
understanding
is
that
Samsa
has
not
necessarily
put
that
forward,
but
we've
got
a
few
years
to
think
about
what
that
looks
like
if
this
is
valuable
and
I
believe
it's
showing
its
value
before
that
grant
ends
in
three
years.
E
We
should
have
a
different
kind
of
conversation
about
what
do
those
FTE
looks
like
right
now
we
have
a
variety
of
FTEs
and
in
that
first
slide
that
shares
out
in
columns
the
work,
I've
included
staff
names,
so
you'll
know
who's
working
on
that
body
of
work,
and
so
there
are
a
variety
of
folks
that
are
grant
funded
and
for
this
work
to
continue,
sometimes
we
need
to
have
a
different
kind
of
conversation
about
how
to
resource
that
permanently,
but
in
particular
in
this
grant,
we've
got
some
time
to
think
about
it.
Thank.
E
Palmisano
it
is,
they
do
not
require
a
commitment
to
start
a
department
per
se.
The
Bloomberg
grant.
Their
initial
requirement
is
that
their
innovation
director
gets
passed
into
general
fund.
We
have
endeavored
to
try
to
get
more
than
just
the
director,
so
in
last
year's
budget
request
we
did
ask
for
an
FTE
and
that
was
approved
to
bring
on
that
position
into
general
fund.
E
We
have
also
placed
one
of
the
other
teams
and
though
teal
is
both
an
innovation
team
and
we'll
see
her
again
in
as
part
of
the
small
business
team
to
move
that
in
so
as
we've
had
opportunities
to
bring
folks
in.
We
are
consciously
doing
that
because
there
is
a
lot
of
talent,
those
folks
bring
to
the
table,
and
we
we
don't
want
to
lose
it
and
will
continue
to
be
looking
for
opportunities
this
year
to
do
that.
They
do
not
require
its
own
Department.
E
Resiliency
is
a
two-year
grant
and
we're
just
really
at
the
onset
of
that
the
grant
funds
there
are
for
a
chief
resiliency
officer
in
Kate,
Knuth
and
she's
in
the
room
she
joins
us
and
we
have
an
intern
who
has
just
joined
that
team
and
we're
trying
to
help
support
that
work
moving
forward.
And
so
their
expectation
is
that,
at
the
end
of
the
two
years
that
cities
again
see
the
value
of
resilience,
work
and
find
a
way
to
embed
that
we
probably
won't
be
talking
about
that
in
this
year's
budget.
E
E
E
It
is
a
designation
that
we
are
thrilled
to
have,
but
does
not
come
with
any
dollars,
and
so
I
really
credit
Julie
for
moving
that
work
forward
Julie
and
does
get
the
benefit
of
some
vistas
and
as
that
works
forward,
we
continue
to
build
capacity
for
the
promise
zone
and
our
partners
and
we're
really
focused
a
lot
on
police
community
relationship
and
economic
development.
There
are
other
bodies
of
work
within
that,
but
those
are
some
of
the
three
main
priorities
as
that
moves
forward.
E
I
also
wanted
to
note
that
two
of
the
women
of
color
were
hired
to
work
as
a
city
from
our
previous
Vista
crop,
which
to
me,
is
really
exciting
and
Julie
an
often
really
touts
the
importance
of
that.
It
creates
a
pipeline
for
more
diversity
to
come
into
the
city
and
really
excited
about
that.
One
of
those
happens
to
with
an
embedded
in
our
small
business
team
so
really
thrilled
that
that
is
something
that
we
can
actually
highlight
as
an
accomplishment
in
our
work.
D
E
Early
is
in
the
small
business
team
and
I'm
blanking
on
the
second
person
Oh
Chris
Kristina
Monson
arrow
is
with
our
race
and
equity
team.
Apologies
Kristina.
If
you're
hearing
me
so
as
we
continue
to
look
at
some
of
the
work
the
promise
zone
is
doing.
There
are
currently
in
the
midst
of
a
capital
investment
study
aimed
at
determining
the
value
of
investments
in
North
Minneapolis.
E
They
have
been
working
as
I
mentioned
beforehand,
with
continuous
improvement
and
the
police
on
strategic
planning
on
a
community
policing
project
and
really
continue
to
work
with
city
partners
on
a
variety
of
other
areas.
But
really,
although
focused
on
the
promise
zone,
I
have
to
say
that
our
Julian
Larssen
brings
a
really
Enterprise
focused
perspective
to
the
work,
and
it's
always
happy
to
lend
her
perspective,
not
just
to
promise
own
matters,
but
we're
I
think
just
brings
a
really
healthy
perspective
to
a
variety
of
things.
E
As
we
look
at
placed
based
strategies
in
general
and
below
you
have
a
chart
that
really
thinks
about
and
really
shows
that
speaks
to
the
value
of
promise
zone
designations.
These
are
grants
and
funding
awards
that
have
come
in
since
the
inception
of
the
promise
zone
as
that
moves
forward,
and
while
the
lead
is
not
always
a
city
of
Minneapolis,
it
does
flow
through
the
promise
zone
and
Julian
touches
all
of
those
applications
in
one
way
or
another.
E
But
you
can
see
the
value
of
that
is
that
most
forward
I
know
that
there
have
been
questions
in
the
past
about
whether
this
administration,
this
federal
administration,
will
continue
these
and
will
say
that
while
we
don't
expect
it
to
be
as
generous
as
we
have
seen
in
previous
administrations,
we
continue
to
get
grant
opportunities
and
there
is
a
lot
of
value
in
continuing
our
promise
zone.
Work
moving
forward.
E
When
a
speak
and
highlight
a
little
bit
about
our
resilience
work
as
I
mentioned,
it
is
kind
of
in
the
initial
stages
of
evolution.
We
are
currently
doing
a
scan
of
our
strategies.
What
do
people
understand
about
resilience?
Our
new
CR,
okay,
Knuth,
has
really
been
doing
a
variety
of
works
prior
to
her
arrival.
The
city
had
done
a
kickoff
with
over
a
hundred
participants,
but
since
kate
has
arrived
to
the
city,
it's
really
been
more
in
depth
about.
Let's
look
at
engagement
with
community
stakeholders,
there
have
been
a
series
of
one-on-one
conversations.
E
There
have
been
a
series
of
focus
group
and
engagement
and
on
and
a
survey
that
has
gotten
over
1,800
responses
already
and
that
survey
I
should
say,
was
done
in
a
multitude
of
languages,
and
so
what
we're
doing
now?
What
that
team
is
doing
now
is
really
getting
all
of
that
input
and
hoping
that
that
will
drive
the
strategy.
E
Development
moving
forward
resilience
notes
that
some
of
the
things
they're
hearing
about
that
most
should
not
be
a
surprise
to
any
of
us,
as
we
think
about
resilience,
work
but
housing,
equity,
police,
community
relations,
climate
and
the
city
ability
to
take
on
big
challenges.
Kind
of
continues
to
come
forward
as
that
moves
on
the
next
page
of
the
work
is
really
strategy.
Development
involving
community
stakeholder
and
staff
engagement
and
we're
hoping
that
tentative
release
will
be
in
summer
of
2018
and
again
feel
free
to
reach
out
to
Kate
to
get
more
information
about.
E
What
that
looks.
Like
sustainability
is
a
hard
hard
working
team
that
is
often
moved
in
a
zillion
directions,
and
so
we
appreciate
the
work
that
they
bring
to
the
table.
We
are
focused
currently
on
if
we
think
about
the
current
buckets
of
work
on
climate
and
energy
work
really
coordinating
our
city
activities
around
reduction
of
our
greenhouse
gas
emissions.
E
As
that
moves
forward,
we
have
also
continued
to
move
forward
in
our
green
zones.
Work
as
council
has
approved
the
establishment
of
two
green
zones
north
and
south.
We
knew
that
we
had
at
least
staff
capability
for
a
southern
green
zone
task
force
and
that
continues
to
move
forward.
It
is
a
work
plan
is
scheduled
to
be
presented
for
implementation.
E
As
of
this
May
I
was
going
to
say
summer,
but
May
of
2018,
and
while
we
did
not
perhaps
had
all
the
capacity
to
lead
a
northern
northern
green
zones
work,
we
have
been
able
to
partner
with
Department
of
Health
and
in
conjunction
with
what's
happening
with
the
northern
Meadows
consent.
Degree
to
move
that
work
forward
and
I
know
that
at
some
point
there
will
be
a
presentation
in
depth
about
what
that
work
represents.
E
We
also
have
someone
working
Tamara
down
stray
is
working
on
our
local
food
policy
work.
This
is
an
area
when
I
came
to
the
coordinators
office.
That
I
was
less
familiar
with
and
really
excited
to
see
all
the
work
that
happens
in
this
area.
She
has
done
tremendous
work
with
our
farmers
markets
in
the
city,
and
we
are
now
moving
forward
to
thinking
about
what
those
metrics
look
like.
E
Council
has
and
you'll
see
at
the
bottom,
and
this
note
approved
entrance
into
the
Milan
urban
policy
pack
and
so
we've
partnered
with
Humphrey
school
to
figure
out.
What
does
that
look
like
for
us
and
what
does
make
sense
in
the
city
of
Minneapolis,
but,
more
importantly
and
I,
think
all
of
our
team
is
really
focused
on.
How
do
we
measure
success
in
all
these
endeavors
really
thinking
about?
How
do
we
showcase
the
work
and
how
do
we
measure
it
moving
forward?
E
Our
homegrown
small
business
fund
is
another
area
of
work
which
is
really
expanded
in
2018.
It
includes
the
piloting
of
a
new
grant
component
previously,
that
is
in
conjunction
with
C
ped
and
has
been
part
of
a
loan
component
with
our
small
businesses
that
relate
to
food
entrepreneurs,
and
this
year,
with
the
help
of
Pillsbury,
we've
been
able
to
add
a
grant
component
to
that
and
really
excited
to
be
working
on
that
and
again
focused
and
leveraging
our
partner
in
the
promise
zone.
E
So
there's
just
a
lot
of
body
of
work
in
that
area
that
continues
to
move
forward
and
I'll
say
that
we
do
that
all
with
one
person
and
hopefully
we're
helping
that
person
with
an
intern
soon
and
then
not
last.
Hopefully,
nothing
that
lasts.
We'll
talk
a
little
bit
about
our
small
business
team,
as
I
mentioned
before,
we
had
gotten
a
small
staff
direction
to
create,
in
conjunction
with
a
different
staff
direction
or
a
related
stuff
direction.
E
We've
gotten
a
lot
of
questions
on
that,
so
that
continues
to
move
forward,
and
then
we
had
the
creation
of
a
small
business
team
that
really
is
focused
and
dedicated
to
serving
the
needs
of
the
small
business
community,
so
that
team
has
been
comprised
of
zou
is
currently
leading
that
work.
Angie
earlier
had
mentioned
that
came
from
the
promise
zone.
E
Well,
as
part
of
that
work-
and
we
are
currently
getting
someone
on
loan
as
our
fearless
leaders-
oh-
is
about
to
go
on
maternity
leave
soon,
I,
don't
know
if
you've
noticed,
but
we
are
getting
someone
on
loan
to
see
ped.
While
we
open
a
third
position
that
belongs
to
the
small
business
team
and
really
excited
also.
The
other
exciting
thing
about
the
small
business
team
has
been
that
we've
created
kind
of
advisory
group
of
small
businesses
in
community
that
we've
really
worked
with.
Some
of
them
are
from
the
Main
Street
Alliance.
E
Some
of
them
are
from
our
own
workplace,
advisory
group
and
others,
and
we've
also
partnered
with
the
innovation
team,
who
has
gathered
a
group
of
minority
and
immigrant
small
businesses
so
being
able
to
bounce
things
off
of
that
advisory
group
has
been
really
helpful
in
thinking
about
how
do
we
move
that
work
forward?
I'm
happy
to
say
that
that
work
really
doesn't
live
in
City
Hall,
that
this
team
has
really
taken
to
heart,
that
they
need
to
go
out
and
do
outreach
efforts,
and
so
that
team
really
spends
a
lot
of
time.
E
This
fall
doing
that
they've
touched
over
300
businesses
directly
and
you
can
tell
the
results
of
that
because
of
the
80
cases
or
so
that
they've
gotten
in
the
past
year.
20
of
them
came
after
those
visits,
so
as
visibility
continues,
I
believe
that
work
will
continue
to
fall
in
their
lap.
They
have
a
coordinated
approach
to
really
say.
Let
me
be
your
navigator.
Let
me
be
your
referral.
Let
me
be
your
convener
you've
gotten
people
have
one
issue,
but
it's
never
that
one
issue
that's
happening.
That's
always
a
variety
for
purposes
of
community
members.
E
They
don't
care
which
department
it
lands
in.
They
want
one
person
that
they
can
tell
their
story
to
and
their
issues
and
their
problems
and
their
struggles
and
make
sure
that
they
can
get
that
resolved
not
be
referred
by
a
game
of
telephone
tag
across
departments.
The
value
of
that
is
that
they
really
sit
down,
bring
departments
together
and
say:
how
do
we
help
this
business
thrive?
E
So
I
think
it's
been
phenomenally
successful
so
far
and
we
really
have
a
great
partnership
and
see
pet,
as
some
of
that
work
is
so
closely
aligned
to
see
that
I
just
put
a
reminder
for
particularly
for
our
newly
elected
that
this
team
can
be
reached
by
phone
by
email.
You
can
visit
them
online
if
you're
having
an
issue.
E
If
you
have
a
constituent
issue,
please
feel
free
to
refer
it
directly
to
that
team
and
they
will
get
back
to
you
immediately
on
that
I'd
be
remiss
if
I
didn't
so
there's
a
large
body
of
work
right
that
we
have
in
the
coordinators
office.
We
have
more
and
as
I
was
joking
with
my
husband
talking
yesterday,
I
said
and
there's
more
there
ginzu
knives,
and
so
these
are
organs
or
not
it's
as
we
move
forward.
We
also
participate
and
we
degree
in
our
coordinator
office.
E
We
created
an
engagement,
design,
team
and
you'll
hear
about
that.
Often
the
engagement
design
team
is
really
a
bringing
together
of
folks,
the
it
is
chaired
by
our
communications
director
and
our
NCR
director,
but
also
brings
our
joy
mark
Steve
Stevens
in
the
division
of
race
inequity,
3-1-1,
director
Casey
Karl
in
the
clerk's
office.
It
really
brings
that
group
together
I'm
trying
to
think
if
I'm
leaving
somebody
else.
Oh
our
arts
and
the
creative
economy
manager.
It
brings
folks
together.
So
it's
a
one-stop-shop
for
departments
to
talk
about.
How
do
you
engage
in
community?
E
One
of
the
main
reasons
is
and
I'll
share
as
a
department
head.
Previously,
it
was
frustrating
to
say
I
want
to
do
this.
Engagement
and
I've
got
to
go
talk
to
communications,
to
see
about
this
and
I
gotta
talk
to
NCR
and
see
about
this
and
I
got
to
go
figure
out
if
I've
got
to
publicly
notice
that
this
really
brings
together
a
group
of
talented
people
whose
aim
is
to
look
at
things
through
a
lens
of
community
and
say
how
are
the
best
mechanisms
to
engage
community?
E
Not
every
community,
and
particularly
our
culture
community
needs
something
in
writing.
Sometimes
it's
radio,
sometimes
it's
video.
Sometimes
it's
different
languages.
How
do
we
reach
people
effectively?
That
group
really
is
a
place
to
come
to
are
we
have
somebody
in
our
office?
Jenny
tribuite
who's
been
working
with
our
transgender
equity
Council
and
our
transgender
issues
workgroup
that
work
previously
actually
really
stemmed
and
originated
from
counts
offices.
As
last
year
came
to
our
office
and
the
coordinators
it
really
spans.
E
A
cross-departmental
group
of
folks
and
Jenny
has
been
doing
amazing
work
really
level
setting
our
work
internally,
but
really,
more
importantly,
supporting
the
trans
equity
Council.
It
is
no
surprise
to
folks
that
we
have
at
large
events
components
as
we
are
right
in
the
midst
of
one
right
now
and
we've
got
some
great
people
who
have
been
helping
us
I
know:
you've
met
them,
as
we've
talked
about
the
Super
Bowl,
but
they're
also
engaged
in
thinking
about
Final,
Four
and
perhaps
world
cup
and
thinking
actually
beyond
sports
events.
How
do
we
bring
other
large
events?
E
We've
been
thinking
about
potentially
an
arts
convention
that
is
wanting
to
come
to
Minneapolis
in
2019,
and
there
are
other
endeavors
that's
a
place
to
really
engage
and
activate
across
departments.
On
these
large
events,
because
we've
got
a
great
city
and
we'd
like
to
continue
showcasing
it,
we
are
a
liaison
and
we
serve
as
a
liaison
with
meet
Minneapolis
aren't
sister
cities
we
have
12
of
those
and,
although
meet
Minneapolis,
does
the
bulk
of
that
work.
E
When
it
comes
to
council,
we
have
somebody
who
serves
as
liaison
about
that
and
while
I
did
not
mention
it
here,
I'll
be
remiss
if
I
didn't
mention
a
few
other
things
we
hosted
and
we
really
led
a
cross-department
group
on
welcoming
week
really
focused
on
our
immigrant
and
refugee
communities.
As
we
establish
last
year,
there
was
establishment
of
an
office
of
immigrant
affairs
and
NCR.
E
We
think
it's
a
right
thing
to
move
some
of
that
welcoming
work
there
and
we
are
working
with
them
collaboratively
on
something
that
I
know
is
close
to
councilman
Ricardo's
heart,
which
is
the
municipal,
ID
project
and
so
I'm
sure
we'll
be
hearing
about
that
soon.
I
also
want
to
take
advantage
of
the
fact
that
Susan
Segal
is
in
the
room
to
say
that
we
are
collaborating
with
the
City
Attorney's
Office
on
a
new
pathways
to
freedom
grant.
E
It
is
led
by
some
amazing
folks
in
the
City
Attorney's
Office,
but
it
is
really
focused
on
building
off
of
the
work
of
the
sex
trafficking
workgroup
there.
It
really
focuses
on
labor
trafficking
and
we
are
happy
to
lend
a
hand
collaboratively
with
the
City
Attorney's
Office
on
that.
So
with
that
mouthful,
I
stand
for
questions
well,.
A
Thank
you.
This
is
a
really
packed
first
presentation.
It's
also
a
handy
guide
to
the
coordinators
office,
as
well
as
a
guide
to
some
of
our
really
front
and
leading
work
on
a
lot
of
really
current
initiatives.
We're
gonna
make
sure
that
all
of
our
new
council
members
are
are
equipped
with
this
and
it
kind
of
gives
us
the
groundwork
of
where
we
can
start
intersecting
and
reaching
out
to
these
different
departments.
Thank
you
to
those
here
in
the
audience.
As
mentioned
by
the
coordinator.
D
You
much
so
maybe
it's
not
so
much
a
question,
but
maybe
there's
a
question
here:
the
engagement
design
team,
as
you
know,
as
chair
of
the
Public
Safety
Committee,
with
with
the
full
support
of
that
committee,
we
are
going
to
host
two
community-based
committee
meetings.
It's
not
going
to
be
a
public
hearing,
but
it'll
be
an
opportunity
for
the
committee
to
go
into
north
Minneapolis
in
south
Minneapolis,
specifically
I.
Think
the
dates
are
in
March
and
April
to
talk
about
what
the
committee
does.
D
So
so
we're
beginning
those
internal
discussions
about
what
what
would
it
mean
to
make
City
Hall
more
accessible
to
community
members
that
are
interested
in
coming,
and
even
those
who
have
never
thought
of
coming
so
I
really
would
love
to
see
more
collaboration
between
whatever
this
turns
into
that
that
councilmember
Ellison
is
leading
and
the
engagement
design
team,
as
well
as
the
public
safety
community
listening
sessions
that
we
will
be
doing
later
on.
So
any
any
thoughts
or
feedback
on
that
is
welcome.
Share.
E
Pause,
oh
no
customer
Cano
I.
Welcome
that
conversation
I
think
it's
something
that
we
as
both
departments,
Enterprise
Partners,
generally
we're
always
looking
for
ways
to
engage
in
communities
in
more
meaningful
ways
and
know
that
there
are
often
limitations,
whether
it's
parking
making
people
come
here
to
City
Hall.
Sometimes
it's
childcare.
Sometimes
it's
language.
Sometimes
it's
just
just
of
governments
and
how
do
we
deal
with
that?
There's
a
variety
of
issues
as
that
moves
forward.
E
I
will
bring
this
forward
back
to
the
engagement
design
team,
but
know
that
that's
the
right
place
to
start
a
conversation
as
well.
Only
because
the
people
that
comprise
that
team
are
also
having
those
conversations
so,
for
example,
NCR
and
the
clerk's
office
has
been
engaged
in
a
variety
of
conversations
about.
How
do
we
make
our
boards
and
commissions
the
many
that
we
have
throughout
the
city?
How
do
we
make
that
a
more
diverse
but
also
just
more
accessible?
We
often
do
we
have
those
meetings
in
the
daytime.
E
E
Those
are
complex
issues
because
they
come
at
a
cost,
and
so
that
certainly
is
a
policy
decision
that
at
some
point
it
may
be
something
that
council
members
where
you
want
to
take
up,
but
that
team
I
think
is
the
right
team
to
think
about
what
are
the
different
engagement
strategies
that
we
should
have
as
a
city
and
bring
that
forward.
I
can
harken
back
to
the
inauguration
where
we
had
someone
who
was
doing
sign
language.
We
had
so
many
cultural
communities
represented.
E
We
had
a
sort
of
closed
captioning
on
the
screens
that
has
not
been
done
before.
It's
those
type
of
initiatives,
I
think
that
are
really
new,
and
we
should
continue
to
think
about
what
that
looks
like
as
we
move
forward
and
want
to
increase,
rightfully
so
access
to
city
government
for
our
community.
So
we
should
continue
to
have
those
conversations
and
that's
a
really
good
place
to
start.
B
Thank
you,
madam
chair,
and
thank
you
coordinator
for
this
presentation.
That
is
a
lot
of
good
work
happening
in
one
department
and
I.
You
know,
I
can
imagine
I
think
you've
done
a
really
good
job
of
putting
it
into
categories
that
that
feel
coherent,
but
in
a
lot
of
ways,
I
think
a
lot
of
a
lot
of
times.
It
feels
like
when
we
get
an
idea
and
we
get
a
grant
or
we
get
an
idea
for
something
that
doesn't
quite
fit
somewhere
else.
B
This
is
where
we're
housing
it
and
I
guess
one
of
the
things
so
to
think
big
picture
about
how
that
works.
Then
we
have
cities
where
in
other
parts
of
the
country
where
they
have
a
city
manager
who
has
the
power
to
actually
say
this
department,
this
department
are
going
to
work
together
and
I'm,
not
going
to
put
you
on
the
spot
and
ask
you
if
you
think
the
coordinator
should
have
more
power
today,
I
think
that's
a
different
conversation,
but
I
am
kind
of
wondering
in
practice
how
it?
How
does
it
end
up
working?
B
How
often
do
we
end
up
with
a
good
idea,
or
we
know
we
kind
of
need
buy-in
from
three
different
departments
to
make
it
happen,
and
you
don't
have
the
power
to
tell
them
they
have
to
so
at
some
level?
How?
How
does
that
sort
of
persuasion
happen?
How
are
you
getting
buy-in?
Do
we
have
projects
that
end
up
feeling
kind
of
isolated
and
not
getting
the
buy-in?
They
need
from
other
departments
to
really
kind
of
take
flight,
because
there's
so
much
good
stuff
here,
oh
no,
you
know
I
want
to
see
it
succeed.
E
Ultimately,
it
really
is
about
the
professional
getting
that
work
forward
when
the
city
coordinators,
Department
I,
think,
is
one
of
the
reasons
that
so
many
things
have
come
to
it,
and
I
perhaps
allude
to
a
possible
question
that
chair
Palmisano
was
was
talking
about
in
terms
of
the
growth
of
the
coordinators
office.
Part
of
that
is
a
recognition
that
we
as
a
city
are
growing
and
having
more
complex
issues
to
deal
with,
and
it
affects
multiple
departments.
E
We
have
been
fortunate
enough
to
move
some
of
that
work
forward.
As
many
of
you
know,
I
was
involved
in
minimum
wage
and
sick
leave,
work
and
proud
to
say
that
we
got
that
here
and
passed
in
two
years
that
doesn't
happen
by
accident.
That
really
happens
because
other
departments
and
I
don't
mean
myself.
I
mean
other
departments
come
in
and
pitch
in,
but
somebody's
leading
that
work
forward
same
thing
for
supplier,
diversity,
work
and
I
heard.
E
Somebody
say
that
it's
the
player
diversity
work
that
we
lead
in
our
department
and
I
take
exception
to
that,
because
it's
not
work
that
we
own.
We
just
convene
particularly
civil
rights
and
finance
to
bring
that
work
moving
forward,
because
otherwise
it
does
happen
that
it
is
siloed.
So
I
think
that
there
are
ways
to
do
it.
It
takes
some
efforts.
It
takes
some
cajoling.
It
takes
some
good
conversation.
It
takes
some
trade
back,
but
I
think
we
as
a
city
actually
move
those
efforts
really
well.
That's.
B
A
You
I
have
a
couple
of
detailed
questions
about
your
presentation.
The
first
is
on
slide
four
and
just
in
general,
as
we
kind
of
wrap
our
heads
around
this
you've
explained
some
of
the
different
ways
that
you've
represented
things
like
the
small
business
team
and
how
and
why
it
was
created.
How
were
the
buckets
created
is
the
strict.
E
Strategic
management,
innovation,
yeah
some
of
those
and
those
who
were
here
before
I
got
here
with
the
exception
of
well.
Actually,
that's
not
true,
so
continuous
improvement
and
strategic
planning
and
analysis
have
lived
here
for
a
while.
They
are
our
continuous
improvement.
There's
really
one
person
who
moves
those
bucket
of
work
early
is
that
move
forward.
That
was
pre
my
time.
E
E
It
grew
to
two
people
and
what
we
did
with
three
interns
is
great
or
fellows,
as
they
were
called
in
our
office,
but
it
doesn't
really
given
the
volume
of
what
was
growing
that
wasn't
sustainable
and
what
we
did
last
year
was
to
convert
those
three
intern
positions
into
a
full-time,
employee
policy
and
research.
Analysis
is
really.
We
had
the
opportunity
to
steal
Jeff
Schneider
from
fine
from
C
path
where
he
had
been
working,
and
so
it
was
really
a
great
place.
E
A
You
another
specific
question
is
I
just
wanted
us
to
be
specific
about
some
of
the
terms
and
the
vocabulary
that
we
use
so,
for
example,
on
slide
7
in
December,
we
on
the
council
created
a
new
division
of
race
and
equity,
as
you
had
mentioned,
I
see
that
reflected
here
are
the
other
groupings
here
on
slide.
7
also
considered
divisions
and
were
they
created
by
council
action
by
the
way
the
division
of
race
and
equity
was.
They
were
not.
E
The
division
of
race
and
equity
was
intentional
to
put
that
in
ordinance
and
I'll
say
that
we
have
been
both
the
current
coordinator
and
I
have
been
thinking
about
how
to
move
that
forward
right
now,
we
are
fairly
flat
as
an
organization.
It
is
coordinator,
deputy
coordinator
and
a
variety
of
fine
folks,
underneath
most
of
which
report
directly
to
the
deputy
and
so
figuring
out
how
to
change
that
and
do
that
differently
and
highlight
the
work.
So
we
are
thinking
about
creating
a
variety
of
divisions.
E
E
Sustainability
was
something
that
had
been
created.
It
had
some
of
parts
of
sustainability
had
lived
or
had
been
performed
by
departments
in
the
past.
As
that
move
forward.
There
was
a
concerted
effort
under
the
write-back
administration
to
really
create
a
group,
a
sustainability
program
area
in
the
coordinators
office,
and
that
was
done,
but
not
through
ordinance.
It
was
just
it
was
created
through
the
budgetary
process,
arts
culture
in
the
creative
economy.
E
If
I'm
not
mistaken,
began
with
a
former
city
coordinator
coordinator,
bo
sucker
is
really
thoughtful
about
what
how
do
we
represent
arts
culture
in
the
creative
economy
in
a
larger
sense,
and
so
that
too
was
created
through
the
budget
process.
It
is
one
person,
although
now
with
the
kreski
and
I
didn't
mention
this
is
another
grant.
We
have
a
crusty
Foundation
grant
that
is
moving
our
creative
city
making
efforts
forward,
and
so
we
continue
to
use
and
leverage
that
those
monies
for
that,
but
that
is
budgetarily
created.
A
E
Organize
and
sew
and
I
don't
think
there
requires
a
whole
lot
of
framing.
We
had
the
staff
Direction
to
think
about
what
some
of
those
priority
areas
look
like
in
the
small
business
area
and
as
we
moved
forward
and
thought
about
what
that
looked
like
one
of
the
things
that
the
innovation
team
and
I
think
I
mentioned
again.
They
had
been
hearing
from
this.
This
kind
of
idea
of
an
easier
way
to
navigate
city
systems
had
come
from
the
from
the
business
made
simple
work.
It
had
come
from
staff
directions.
E
We
certainly
have
heard
it
from
a
variety
of
folks
and
a
nod
to
the
City
Attorney's
Office,
who
really
led
some
of
that
small
business
made
simple
efforts
and
put
forward
a
report.
So
this
stems
from
a
lot
of
that
and
a
lot
of
it
is
just
hearing
from
council
members
saying
my
constituent
just
says
it's
impossible
to
navigate
business
and
I.
E
Don't
know
who
to
call
in
the
city
about
what
that
looks
like
the
innovation
team,
if
it
started
with
a
consultant
and
then
really
they
did
what
they
do,
which
is
to
take
an
idea
prototype.
It
really
accelerate
it
and
move
it
forward
in
really
exciting
ways
and
you're
gonna
see
the
result
of
that
effort
here,
but
I'll.
Let
Nick
tell
you
about
the
details.
Thank.
F
Yeah
committee
members,
thank
you
for
the
opportunity
to
come
and
share
a
really
exciting
effort
that
our
team
has
been
working
on
for
the
last
several
months.
Many
months.
We
really
think
this
new
tool.
The
city
has,
is
gonna
change.
The
lived
experience
of
entrepreneurs
and
small
business
owners
in
Minneapolis
and.
F
Seeing
seeing
that
so,
I
want
to
start
out
by
just
touching
a
little
bit
on
the
process
our
team
uses
when
we
approach
a
project
or
our
work.
We
kind
of
use
this
discovery,
analysis,
solution,
development,
testing
of
solutions
as
a
way
to
really
frame
up
a
problem
and
really
put
the
problem
in
its
context
and
spend
that
time
doing
that
and
through
the
analysis,
piece
really
narrowing
down
and
identifying
what
the
gaps
we're
trying
to
solve
for.
So,
as
an
area
mentioned
before,
we
really
want
to
get
at
what
are
those?
F
F
Staff
with
in
collaboration
with
residents,
I'm,
not
just
the
ideas
but
then
also
creating
the
solution,
and
then
we
really
want
to
have
a
bias
towards
action
and
kind
of
speed.
Implementation
faster
than
might
normally
take
place
in
city
government,
so
that
we
can
get
something
out.
There
get
feedback
from
it
and
kind.
B
F
And
make
it
better
and
better
so
the
value
of
this
process,
in
terms
of
with
specifically
the
business
portal
I'll
touch
on
this
more
later,
but
it
really
allowed
us
as
a
city
to
build
off
of
other
good
work,
that's
happening
across
the
country.
We
don't
have
to
recreate
the
wheel
so
to
speak
and
it
brought
the
focus
to
the
resident
and
their
needs
and
not
necessarily
the
needs
of
just
city
staff
or
internal
needs,
but
really
resident
needs.
And
then
it
also
made
us
validate
assumptions
of
what
we
think
people
need
or
want.
F
So
just
some
more
background
on
kind
of
what
led
to
the
building
of
this
of
this
new
tool
as
an
area
mentioned
business
made
simple,
was
an
initiative
that
kind
of
creates
some
recommendations
for
how
the
city
could
make
improvements
just
City
process
and
requirements.
They
did
a
lot
of
engagement
of
business
owners
through
our
team's
work
to
identify
how
the
city
can
better
support.
F
The
success
of
minority
immigrant
preneur,
confusing
City
process
and
just
lack
of
access
to
information
was
a
major
challenge
area
that
was
identified,
and
then
there
was,
of
course,
the
small
business
direction
in
2016.
That
kind
of
really
laid
out
the
need
to
streamline
and
simplify
processes
for
small
businesses,
specifically
in
the
small
business
or
the
business,
made
simple
report.
F
What
we
heard
through
our
teams,
engagement
with
business
owners
and
entrepreneurs
through
our
research,
was
just
we
were
able
to
articulate
kind
of
the
main
pain
points
that
they
were
feeling
and
what
it
really
felt
like
to
try
to
find
when
you're
starting
a
business
from
you're
running
your
business.
What
does
it
feel
like
to
try
to
find
the
information
or
resources
that
you're
looking
for
that?
You
really
need
to
grow
and
some
of
the
key
things
that
came
out
of
that
we're
interactions
with
the
city
can
just
feel
intimidating
and
difficult
to
navigate.
F
The
way
we
kind
of
framed
up
so
all
that
past
work
that
was
happening
with
it
from
business,
simple
or
our
own
team's
research.
We
really
just
framed
the
challenge
as
it's
it's
difficult
for
entrepreneurs
and
small
business
arts
to
access
the
information
they
need.
That
is
crucial
to
business
success
and
and
from
that
the
goals
really
came
out.
Let's
create
an
online
tool
that
makes
it
easier
for
entrepreneurs
to
access
that
information
and
connect
to
resources,
to
reduce
confusion.
F
So
really
centralizing
information,
reduce
costs,
limiting
the
amount
of
unnecessary
trips
that
to
come
to
City
Hall,
improving
access
so
provide
a
central
location,
not
just
for
internal
resources
and
internal
information,
but
really
a
place
where
people
can
connect
your
resources
that
are
throughout
the
city
and
then
really
using
a
user
centered
design.
In
terms
of
let's
build
off
the
work,
other
cities
have
done
and
put
the
resident
at
the
center
of
whatever
tool
we're
going
to
create.
F
One
of
the
values
of
having
an
innovation
team
City
Hall,
is
that
there's
innovation
teams
in
multiple
cities
across
the
country
who
are
working
on
a
lot
of
the
same
types
of
challenges
and
issues
in
particular,
Los,
Angeles
and
Long
Beach,
have
innovation
teams
and
in
partnership
with
San
Francisco.
They
all
have
created
these
online
business
portals
in
recent
years
to
solve
for
a
lot
of
the
same
challenges.
We
were
hearing
from
our
business
owners
here
to
these
cities,
Long
Beach
and
Los
Angeles.
F
We,
our
team,
has
a
good
relationship
with
and
we've
met
with
them
before
and
knew
about
their
project,
their
projects,
and
so
some
of
the
highlights
of
common
common
features
of
these
portals
that
other
cities
were
creating
were
the
fact
that
they
were
using
open
source
code.
So
they
were
using
building
these
tools
with
the
idea
that
other
cities
could
build
off
of
the
good
work
they
were
doing.
The
other
cities
wouldn't
have
to
start
from
scratch.
F
A
lot
of
the
features,
the
common
features
included,
starter
kits
so
kind
of
like
specific
checklists
for
a
particular
business
type,
not
just
a
general
checklist
of
everything.
You
might
need
to
know,
but
if
you're
starting
a
restaurant,
here's
the
steps
for
a
restaurant
if
you're
starting
a
barber
shop,
here's
the
steps
for
a
barber
shop,
a
roadmap
of
the
regulatory
process
to
kind
of
give
people
give
folks
that
big
picture
idea
of
everything
that
they
would
need
to
do
personalized
checklists
and
then
also
again
a
place.
That's
centralizing.
Both
internal
and
external
resources.
F
When
we
were
doing
a
lot
of
our
engagement
with
business,
licensing
and
development
review,
we
heard
over
and
over
again
that
businesses,
business
owners
would
be
coming
in
and
just
saying,
I
want
to
start
a
business
and
they
might
not
even
have
an
idea
of
what
business
they
want
to
start
yet,
and
so
you
can
imagine
if
your
business
license
encounter
and
you're,
you
know
focused
on
all
the
regulatory
requirements.
You're
gonna,
of
course,
give
those
to
a
business
owner,
but
there's
all
these
other
steps
that
would
need
to
be.
F
So
what
bringing
it
into?
How
our
team
approached
the
work-
and
you
know
when
we
kind
of
identified
that
this
was
something
the
city
we
wanted
to
build
for
the
city
or
that
it
was
directly
to
build
for
the
city.
We
were
able
to
take
these
three
business
portals
from
Long
Beach
in
San
Francisco
in
Los
Angeles,
and
really
put
him
in
front
of
business
owners
in
Minneapolis.
We
didn't
want
to
make
the
assumption
that
there
was
a
particular
one
that
we
could
build
from.
F
So
again
they
were
all
open
source
code,
so
we
could
build
from
any
one
of
them,
and-
and
so
we
tested
them
with
entrepreneurs
with
business
support
organizations
with
external
stakeholders
and
what
really
came
out
of
the
testing
of
that
is
when
we
were
going
in.
We
kind
of
have
a
tatis
assumption
that
oh,
the
Los
Angeles
portal
would
be
the
one
that
people
would
like
the
most
and
we
were
wrong
so
from
the
testing.
It
was
came
clear
that
people
really
liked
and
wanted
just
a
portal
or
a
tool
that
was
simple.
F
F
In
addition
to
just
taking
that
code,
we
knew
that
we
wanted
to
make
sure
that
it
was
gonna
meet
the
needs
of
business
owners
and
we
might
need
to
make
some
customizations
and
build
in
some
things
that
Long
Beach
might
not
have
had.
So.
Some
of
the
criteria
that
folks
wanted
was
making
sure
it's
clear
and
simple
to
navigate
having
these
targeted
checklists
for
different
business
types,
which
the
Long
Beach
portal
did
not
have,
content
and
resources
that
are
applicable
to
all
business
stages,
not
just
for
new.
F
Speaking
a
little
bit
to
how
the
portal
came
to
life
and
kind
of
what
our
team
helped
convene
was
it
wasn't
just
our
team,
but
we
really
collaborating
across
departments
and
bringing
together
all
the
different
departments
that
touch
entrepreneurs
and
business
owners
to
really
push
this
this
work
forward
and
to
implement
the
portal
here
so
throughout
kind
of
the
whole
project.
Even
though
our
team
was
leading
it,
we
were
working
with
rec
services
and
CPD
and
health.
F
So
if
you
haven't
been
to
the
portal
yet
I
think
it's
been
sent
out
to
folks,
so
hopefully
you've
gotten
a
chance
to
see
it,
but
it's
live.
It's
currently
live
at
business
dot,
minneapolis,
MN,
gov
I'll
go
through
just
a
few
of
the
components
if
you
haven't
seen
it
so
there
is
content
related
to
just
different
business
stages.
F
The
contact
us
form
just
a
simple
form:
that
kind
of
gives
content
information
for
departments
really
highlighting
the
small
business
team.
So
thinking
about
this
portal
as
the
online
resource
for
navigating
the
city
and
then
having
the
small
business
team
as
the
back
and
if
when
people
do
want
to
talk
to
someone.
F
So
I'll
say
that
the
portal
itself
is
live
currently
and
you
can
go
to
it,
but
there's
not
going
to
be
a
full
communications
kind
of
campaign
rollout
and
not
for
the
next
few
weeks,
and
so
when
that
happens,
we're
going
to
be
sending
out
postcards
to
all
licensed
businesses.
We
working
with
our
each
hack
organizations
to
kind
of
provide
promotional
materials
and
our
business
neighborhood
associations
and
things
like
that
on
the
city's
website.
There
is
a
button
on
any
city
webpage
that
has
information
around
business
that
will
link
to
the
portal.
F
So
next
steps
kind
of
from
now
and
tell
the
the
full
rollout
of
the
portal
and
even
after
our
team,
is
doing
more
testing
with
users.
We
know
that
this
is
not
just
launch
it
and
we're
done,
but
we
really
want
this
to
be
an
iterative
process,
so
we
can
make
it
better
and
make
changes
ongoing
again.
I
mentioned
that
some
of
the
things
we're
doing
with
marketing
promotion
and
then
going
forward
just
making
sure
measuring
success
using
site
analytics.
A
F
A
F
E
Share
Palmisano
and
so
I
think
it's
accurate
to
say
that,
yes
to
the
fact
that
we
are
thinking
about
what
does
that
look
like
in
the
new
building,
in
terms
of
where
we
place
a
small
business
to
human
again,
regardless
of
whether
that
continues
to
be
housed
in
our
office
or
is
housed
in
another
department
likes
epen
in
the
future.
But
I'll
also
say
that
it
is
part
of
a
bigger
effort.
E
As
many
of
you
know
or
have
been
aware,
the
Enterprise
Land
Management
System
Elms,
has
been
how
we
really
track
and
do
a
lot
of
these
permits
and
how
we
keep
track
of
violations
and
incidents,
and
it
really
goes
across
departments
we're
currently
in
the
midst
of
that
went,
live
last
year
and
really
currently
in
the
midst
of
tweaking
that
I'm
moving
that
forward.
There
is
an
expectation
that
that
will
have
a
transactional
component
where
people
can
not
just
come
to
the
portal,
but
also
do
some
a
lot
more
of
what
their
daily
activities
are.
E
Online
councilman
McConnell's
point
earlier
it'll
be
a
way
to
reduce
the
amount
of
people
that
need
to
come
downtown
to
go
to
the
counter
and
get
their
questions
answered,
but
this
content
we
didn't,
want
to
wait
until
that
became
live.
We
wanted
to
really
move
forward,
and
at
least
do
this
simplifying,
really
wealthy
assets
sort
of
focus.
How
do
you
just
get
to
what
you
need
right
now
and
that
content
will
then
be
transactional
once
Elms
comes
fully
on
board?
Thank.
F
Palmisano
councilmember
Canal,
it
hasn't
been
hasn't
been.
That's
gonna,
be
part
of
the
full
rollout.
So
right
now
it's
live
and
there's
bugs
worked
out
and
people
can
go
to
it,
but
the
full
kind
of
campaign
roll
out
well
where
it
will
be
sent
out
to
all
the
business
associations,
will
be
in
a
few
weeks.
In.
D
A
few
weeks,
okay,
one
thing
I'd
like
to
have
you
consider
and
and
talk
about
with
your
team,
is
the
idea
of
maybe
doing
some
community
based
office
hours
to
just
kind
of
be
embedded
in
the
commercial
modes
that
would
likely
need,
or
want
to
access
this,
the
most
and
I
just
kind
of
imagine
kind
of
a
boots
on
the
on
the
ground
approach.
Where
maybe
for
the
initial
phase
of
the
rollout.
D
A
business
keeping
it
open
getting
help
because
of
language
access
issues,
or
sometimes
they
don't
even
have
access
to
you
know
the
internet.
It
would
be
nice
to
have
sort
of
another
dual
component
to
it.
Where
you're
out,
there's
I,
don't
know,
I
don't
mean
you
I
just
mean
someone
from
the
city
is
out
there
really
engaging
with
the
businesses
want
to
want
to
say:
hey,
you
know,
we've
streamlined
this
or
we've
done
these
changes.
Is
there
something
you
can
use?
B
D
You
were
to
kind
of
prioritize
where
to
spend
the
time.
That's
where
I
would
see
us
having
this
resource
be
really
helpful,
because
I
do
get
calls
from
residents
in
those
areas
and
business
owners
who
are
also
residents,
entrepreneurs
who
have
expressed
you
know
this
kind
of
the
the
need
to
just
be
able
to
work
with
the
city
better
on
these
issues
and
not
want
not
really
knowing
how
so
I
would
love
to
see
a
component
of
it.
That
really
involves
community
involvement,
community
presence,
community
visibility
and
a
multilingual
approach
to
it
as
well
sure.
F
What's
Broadway
coalition,
so
staff
from
those
organizations
were
part
of
the
testing
and
kind
of
contributing
feedback
and
content
and
I
think
we
hope
that
they
will
also
be
it's
a
resource
for
them
to
use
with
their
business
with
business
or
as
they
interact
with
and
I
know
that
zou
and
the
small
business
team
is
thinking
and
strategizing
around
how
they
can
do
is
that's
what
you're
talking
about
making
sure
that
that
is
the
resource?
That's
that
people
are
using.
B
Thank
you,
madam
chair,
and
thanks
for
this
presentation.
First
I
have
two
questions.
One
is
that
I'm
really
happy
to
see
using
open
data
and
really
you
know
looking
at
the
work
that
other
cities
have
done
and
I'm
just
curious
if
we're
sharing
out
the
new
code
that
we're
developing
so
that
we're
kind
of
being
good
citizens
in
the
open
data
community.
E
F
So
we
have
a
designer
on
our
team,
Elliot
Paine,
who
is
interested
in
helping
us,
do
that
and
then
on.
The
second
piece,
I
think
you're,
right
specifically
with
space.
There
are
a
few
tools
that
we
link
out
to
on
the
on
the
final
location
button
on
the
portal,
a
few
like
commercial
property
search
tools
that
are
out
there,
but
they
they're
definitely
not
a
fully
exhaustive
list
of
especially
a
lot
of
smaller
properties
that
might
be
in
corridors.
One
of
the
things
our
team
was
involved
in
in
twenty
twenty.
F
F
Ok,
yeah
and
so
I
think,
there's
still
ideas
to
move
that
forward
to
figure
out.
How
can
we
create
a
tool
that
does
a
bet
that
creates
a
better
inventory
of
our
commercial
property,
whether
it's
using
that
or
something
else,
and
then
also
there
is
added
capacity
in
sea
peds
business
development
team
to
help
businesses
with
site
search
in
the
form
of.