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From YouTube: September 17, 2018 Budget Committee - 911, Assessor
Description
Minneapolis Budget Committee Meeting
A
Welcome
back
to
this
afternoon's
continuation
of
the
budget
committee
meeting
and
the
departmental
presentations
this
afternoon,
we
have
9-1-1
and
also
the
city
assessor's
office
to
go
over.
I
want
to
point
out
that,
unlike
the
first
two
this
morning,
we
do
have
results.
Minneapolis
data
for
these
next
departments,
I
think
and
the
way
that
it
comes
to
member
fletcher,
and
I
decided
that
we'd
like
to
start
that
conversation
was
to
spend
just
a
little
bit
of
time
over
viewing.
A
Those
results
in
the
past,
eventually
we'd
like
to
better
integrate
the
results
into
the
budget
process,
but
this
will
kind
of
help
us
get
on
track.
We're
working
hard,
we're
not
where
we
want
to
be,
but
we
are
in
a
better
place.
I
think
that
will
help
us
make
some
good
decisions
about
the
budget
based
on
the
results.
So
I
want
to
welcome
Christine
Macpherson
to
give
the
report
on
our
911
department
welcome
all.
B
B
So
really
quick,
minneapolis
9-1-1
is
the
vital
link
between
the
public
and
emergency
responders
for
the
city
of
minneapolis.
We
work
to
collect
and
disseminate
information
from
911
callers
and
provide
service
in
a
prompt,
courteous
and
efficient
manner,
and
these
actions
work
to
save
lives,
protect
property
and
assist
the
public
in
their
time
of
need.
Our
department
motto
is
always
here
always
ready.
B
So
the
department
organizational
chart-
this
is
a
much
smaller
chart
than
either
the
police
or
fire
departments
who
I
know
went
before
me,
so
this
one
will
probably
be
a
lot
more
brief.
We
really
have
this
two
areas
of
operation
in
the
9-1-1
department,
our
operations
manager
and
our
9-1-1
supervisors
work
together
to
support
the
work
and
plan
the
work
for
all
of
our
9-1-1
Thatcher's.
That
is
the
heart
of
the
business
that
we
do.
B
They
also
work
closely
with
the
police
and
fire
departments,
coordinating
communications
for
all
kinds
of
special
events
around
the
city,
our
training
and
Quality
Assurance
Manager,
who
is
actually
here
with
me
today.
Olivia
Robinson
works
with
overseeing
all
the
training
for
new
and
ongoing
training
for
current
employees
in
the
911
department,
in
addition
to
which
the
quality
assurance
reviews
reports
that
are
done
on
the
work
that
our
staff
does
now.
What
else
like?
Why
not?
B
The
training
and
Quality
Assurance
Department
and
many
offices
also
work
very
closely
with
the
city
HR
and
several
9-1-1
partnerships
throughout
the
metro
area
to
create
a
901,
Career
Pathways
program
and
we'll
talk
about
that
more
on
the
results.
Data
but
we've
partnered
with
several
agencies
to
create
a
nine-month
certificate
program
for
populations
that
may
be
underrepresented
in
9-1-1
to
better
prepare
them
for
a
career
in
911,
or
even
just
to
get
them
thinking
or
knowing
that
it
is
a
career
possibility.
B
So
for
2019
we
just
have
one
change
item:
a
training
and
quality
assurance
specialist
to
augment
our
training
staff.
This
position
will
fill
a
critical
need
to
allow
that
timely
performance
feedback
and,
more
importantly,
even
as
a
recognition
to
our
911
dispatchers,
that
timely
feedback
allows
them
to
better
learn
the
critical
skills
and
receive
frequent
recognition
for
the
work
that
we're
doing
every
day,
which
also
improves
will
help
improve
some
of
our
employee
engagement,
metrics.
B
A
Great
I
am
I
want
to
let
you
know
I'm
working
to
get
up
speaker
management.
It
looks
a
little
different
on
my
computer,
but
I
think
it
should
be
up
I'm,
not
seeing
any
immediate
questions
from
my
colleagues
I'm
I'm
curious
about
the
911
call
handling
and
dispatch
operations,
I'm
I'm
curious.
How
do
these
answer
time?
Statistics
that
we've
seen
vary
by
season
and
are
there?
Are
there
any
typical
times
of
day
where
a
few
fewer
dispatchers
are
typically
available?
A
B
So
we've
for
the
last
several
years,
we've
utilized
a
demand
based
staffing
model.
Essentially,
obviously,
we
can
never
exactly
predict
the
demand
for
911
call
takers,
but
we
do
know
historically
what
our
busy
times
are
and
when
it
is
less
busy
at
four
o'clock
in
the
morning,
we
do
not
have
anywhere
near
the
need
for
the
number
of
911
dispatchers
working
as
we
do
it.
Four
o'clock
in
the
afternoon
three
o'clock
to
about
6:00
p.m.
is
our
busiest
time
of
the
day
for
9-1-1
calls
generally
around
the
year
round.
B
B
So
we
do
have
our
results,
minneapolis
data
and
that
report
ready
to
go.
That
was
supposed
to
been
done
in
july,
but
it
has
been
postponed
to
October
31st.
So
if
there
are
more
questions
between
then
and
now,
I'm
happy
to
answer
them
or
else
October
31st
we'll
have
our
full
results
results
of
presentation.
We.
B
A
A
D
So
I'm
here
today
to
present
the
Assessors
Department
2019
budget,
as
recommended
by
Mayor
Frye
on
August
15th
2018
for
a
department
overview.
The
assessor's
office
serves
the
minneapolis
taxpayers
and
residents
by
valuing
and
classifying
real
estate,
accurately
ethically
and
equitably
citywide
property
taxes
fund,
core
services
provided
to
Minneapolis
residents.
These
services
include
law
enforcement,
fire
protection,
emergency
services,
education,
Parks
and
Recreation
and
other
vital
services.
D
The
next
slide
is
a
flowchart
of
our
organizational
chart.
I
should
say
the
assessor's
office
was
organized
primarily
by
property
type
and
business
line.
The
assessor's
office
is
one
of
the
smallest
chartered
apartments
in
the
city.
I
have
25
appraisers
I
have
6
support
staff,
I
have
five
supervisors
that
I
have
the
director
or
there
is
the
director
and
and
myself
as
well.
D
So
that's
who
we
are
well?
What
do
we
do
estimate
the
market
value
of
every
taxable
parcel
in
the
city
Minneapolis
every
year
we
door
knock
between
twenty
and
twenty
five
thousand
properties
every
year,
updating
our
property
characteristics
so
that
we
can
have
the
most
accurate
information
in
our
camera
system.
D
We
also
provide
all
the
or
administer
all
the
property
tax
programs
per
statute,
and
most
notable
is
the
homestead
program
or
the
relative
homestead
program,
the
disabled
veterans
program,
blind
and
disabled
tax
exemptions,
just
name
a
few.
In
addition
to
that,
what
we
do,
we
also
do
new
construction
and
permits
which
keeps
us
quite
busy.
We
also
do
defend
values
at
multiple
levels.
Most
notable
is
the
local
boards
and
then
is
in
tax
court
as
well.
D
D
The
2019
2019
change
items.
Mayor
Frye,
recommends
three
important
program
changes
in
the
assessor's
office.
These
program
changes
well,
three
things:
it'll
improve
the
overall
quality
and
accuracy
of
our
assessment.
It'll
reduce
the
levy,
loss
and
tax
court
litigation
and
three
it
will
ensure
that
the
department
has
the
resources
to
meet
its
goals
and
objectives
throughout
the
year.
D
D
Currently
we
are
on
an
18
year
old
legacy
system.
It's
at
the
end
of
its
life
cycle.
I
think
we've
talked
about
this
before
it's
not
currently
supported
by
the
vendor,
and
the
assessments
are
really
not
transparent
and
if
you
really
look
at
what
was
the
expectation
back
in
2000
2001
and
where
they
are
today
in
2000,
2001,
I
truly
believe
because
I
was
around,
you
know
just
having
the
right
value
was
the
most
important
bit
of
information
for
private
tax
payers,
but
today
that's
very
different.
D
It's
not
only
being
right,
but
they
want
to
see
how
you're
doing
it,
and
that
is
something
that
is
just
not
built
into
our
system.
So
there's
a
level
of
trust
me
and
that
if
the
value
is
wrong,
then
let's
talk
about
it,
but
defending
that
value
or
to
explain
how
that
software
is
actually
making
every
calculation
is
just
something
that
we
could
spend
as
much
money
as
you
wanted
to
throw
at
it.
It
would
have
to
be
rebuilt
completely
so,
and
it
is
again
it's
not
supported
by
the
vendor
at
all.
D
So
what
would
the
new
canvas
system
look
like
it's
pretty
much
everything
that
the
current
cama
system
is
not
so
it
is
actually
going
to
be
more
accurate
in
in
how
we
value
properties.
It
has
more
online
tools
for
tax
payers
for
that
community
engagement
component.
It
has
a
mobile
capability
which
we
don't
have
today,
so
my
staff
will
be
able
to
do
their
work
in
the
field
instead
of
taking
out
paper
cars
out
into
the
field,
write
the
information
and
coming
back
and
actually
having
to
enter
the
information
onto
the
desktop
computer.
D
It's
it's
much
more
transparent
and
how
the
assessments
are
actually
calculated
and
I
think
this
is,
in
my
opinion,
it
has
more
statistical
tools
to
analyze,
equity
and
fairness
in
the
assessment
so
and
just
to
give
give
a
little
bit
of
background.
This
is
actually
a
project,
the
camera
project
that
was
approved
in
2017,
and
it
was
funded
by
the
City
Council
at
that
time
in
2017
and
2018.
So
at
this
point
in
time,
with
the
mayor's
recommended
five
hundred
and
seventy
four
thousand,
our
camera
project
is
fully
funded.
D
We
would
be
able
to
move
forward
on
the
implementation
we
we
still
have
to
work
with
finance
and
IT,
because
the
ongoing
costs
which
are
important
to
recognize
as
a
department
expense,
still
have
to
be
addressed
because
there's
a
I'd
say
a
delta
of
about
three
hundred
thousand
of
ongoing
expenses
that
we'll
be
needing
to
to
work
with
finance
and
IT
on
to
try
to
manage.
So
with
that.
That
is
the
program
change
item
number
one,
which
is
the
cama
system,
and
please
interrupt
me
if,
if
you
have
questions
as
we
go
or
I
can.
A
E
Thank
You,
chair
Palmisano.
So
can
you
clarify
for
me
because
we
had
some
conversation
about
this
and
I
I
think
there's
a
difference
between?
They
offer
two
sort
of
options
right
where
we
could
either
buy
the
software
to
host
it
internally
or
go
to
a
software-as-a-service
model,
and
there
was
a
little
bit
of
a
lack
of
clarity.
I.
Think
in
that
conversation
about
how
that
shifts
the
upfront
costs.
What
would
actually
be
needed
of
us
this
year
as
opposed
to
what
are
the
ongoing
costs?
E
D
The
chair
council,
member
Fletcher,
the
ongoing
cost
we
have
when
you
ask
that
question.
We
did
go
back
to
the
vendor
and
we
had
them,
lay
it
out
like
a
side-by-side
comparison
between
the
on-site
solution
or
the
cloud
solution,
which
is
a
SAS
solution
and
they
are
virtually
identical
as
far
as
dollars
ago,
there
there's
there's
not
enough
difference
on
the
install
and
the
actual
purchase
of
the
software
to
be
noticeable.
It's
truly
in
the
the
ongoing
cost.
D
What
is
IT
if
we
were
to
keep
it
as
a
desktop
solution
or
an
in-house
I
should
say
solution
where
the
RIT
manages
it
versus
going
to
a
cloud
solution
where
the
vendor
then
maintains
all
the
information,
as
well
as
the
software
on
the
upgrades
and
things
like
that,
we
are,
we
have.
We
don't
have
final
dollars,
but
we're
far
enough
along
to
know
that
if
we
were
to
be
the
host
solution,
there
are
within
our
own
system
that
that
would
be
more
expensive
on
ongoing
than
the
current
vendor.
The
current
vendor
SAS
solution.
D
Does
that
answer
your
question
yeah.
So
we
know
that
for
sure,
but
we'll
definitely
have
dollars
released
waiting
for
IT
to
come
back
with
their
final
dollars.
We
did
meet
with
the
vendor
over
the
phone
to
go
line
by
line
item
by
line
item,
to
make
sure
that
we
knew
exactly
what
the
hardware
requirements
are
and
software
requirements
to
make
a
final
determination
on
value
for
the
city
and.
E
D
E
D
D
Madam
Kerry,
absolutely
the
sooner
we
can
engage
in
a
contract.
We
are
we've
had
discussions
with
the
vendor
and
you
know
we
can
as
soon
as
we
can
sign
a
contract
for
the
most
part
we
can
get
started,
they
have
literally
been
holding
a
spot
for
us
as
they've
been
picking
new
clients
and
taking
on
new
contracts.
D
They
know
that
because
we
are
a
larger
addiction
and
a
jurisdiction
that
they
would
very
much
like
to
have,
they
would
not
want
to
lose
this
contract
if
they,
if
they
could
not
meet
our
expectations
on
that,
so
we
are
the
as
soon
as
we
get
the
funding.
There
is
the
the
last
step
which
would
be
contract
negotiation,
and
then,
once
that's
done,
we
were
optimistic
that
we
would
be
in
contract.
D
F
You,
madam
chair
I,
wanted
to
check
about
the
amount
of
Appeals
that
have
happened.
If
I'm
not
mistaken
this
year,
there
were
a
lot
more
appeals
than
historically
yeah.
So
do
you
think
that,
from
your
from
your
perspective,
does
this
help
to
get
to
those
challenges
of
what
why
people
were
appealing
so
much
or
or
do
you
think
that
there
are
some
like
there's
this,
as
well
as
policy
solutions
to
be
able
to
help
with
lowering
the
amount
of
Appeals
moving
forward
mm-hmm.
D
D
I
think
that
the
market
has
changed
so
significantly
and
I
have
a
slide
to
show
that,
since,
like
2013,
you
know,
we've
seen
our
tax
base
go
from
32
billion
to
52
billion,
and
so
when
you
have
successive
years
of
fast
growth
and
then
taxes
going
up
along
with
it
at
some
point,
people
say
they
want
to
timeout.
They
want
to
see
if
the
assessed
value
is
really
right.
I
think
that's,
that's
a
part
of
as
well,
because
we
would
a
number
of
the
people
that
we
actually
went
out
and
met.
D
We
were
able
to
can
demonstrate
or
show
them
that
the
value
actually
was
correct.
So
we
had
more
properties
that
we
actually
got
dismissed
where
the
property
owner
walked
away
and
said:
okay,
I
guess
you're
right
more
of
those
than
the
ones
that
appealed
and
then
lastly,
I
think
that
with
the
new
system,
if
people
can
go
online
and
really
see
how
their
value
was
was
arrived
at
and
see
other
comparable
sales
that
would
appease
them.
That
would
go.
D
Oh
I,
guess
I
I
don't
need
to
call
the
Assessor,
because
I
can
get
this
information
at
my
fingertips.
So
I
think
those
three
things
really
would
have
would
mitigate
if
we
have
the
new
system.
That
would
help
us
going
forward
because,
as
long
as
we
cannot
be
transparent,
we're
gonna
have
more
and
more
of
these
same
problems.
So
thank
you
so
much.
C
You
Thomas
I
know
so
I've
been
talking
with
the
assessor's
office
on
an
issue
that
I
know.
Casimir
goodman
has
raised
over
the
last
couple
of
years,
which
is
the
way
that
we
are
assessing.
Indle
property
in
the
city
is
using
building
sale,
value
and
that's
driving
up
rent
in
our
same
buildings
that
we're
trying
to
preserve,
through
millions
of
dollars
of
city
funding
and
preserving
naturally-occurring,
affordable
housing.
C
So
I
know
that
we
have
state
laws
to
comply
with,
but
I
I'm
just
concerned
overall
about
the
sort
of
two
trends
and
how
they're
at
odds
with
our
goal
of
stabilizing
housing
in
neighborhoods
across
the
city,
and
particularly
for
more
than
half
of
the
city
who
are
renters,
who
are
very
sensitive
to
price
fluctuations
and
their
rent.
Can
you
speak
to
how
the
technology
would
impact
any
of
those?
C
You
know
the
our
assessing
rental
property
is
I.
Hope,
I
still
am
hopeful
that
we
can
find
some
solutions
that
isn't
us
just
creating
like
an
application
process
through
a
4d
program
that
you
go
in
on
the
backend
and
and
try
to
counteract
this
trend
that
we're
seeing
in
so
many
Noah
properties
being
assessed
at
very
high
values.
Sure.
D
I'm
through
the
chair,
councilmember
bender,
you
raised
a
really
good
point.
It's
it's
it's
a
similar
observation
when
people
would
say
I
want
to
fix
up
my
house,
but
then
you
come
after
me
and
you
raise
my
value
and
now
I
can't
afford
my
house.
But
yet
you
want
me
to
fix
up
my
house
you,
you
know
you
can't
have
it
both
ways:
Minneapolis,
okay!
D
So,
similarly
with
the
new
system,
help
mitigate
that
the
new
system
would
allow
us
to
provide
more
tools,
more
information,
so
people
could
go
online
and
apply
for
programs
that
they
might
not
currently
be
able
to
have
access
to.
So
that
would
definitely
be
within
the
the
toolbox
that
this
new
software
would
would
would
be
able
to
provide.
D
We're
gonna
definitely
benefit
some,
but
some
are
gonna
benefit
that
really
didn't
need
the
benefit,
and
so
I
would
say
that
being
at
the
legislature
advocating
for
programs
that
people
would
apply
for
either
through
tax
returns
or
there
again,
the
renter's
credit
is
the
most
efficient
way
and
we're
really
targeting
people
that
really
need
to
help
them
all.
Does
that
help?
Okay,
thank.
A
G
You,
madam
chair,
that's
not
an
answer.
The
answer.
The
question
was:
will
this
system
change
the
way
that
we
value
rental
property,
and
so
it
sounds
like
the
answer
is
no.
The
answer
is
the
new
system
will
allow
us
to
help
people
who
have
rental
property
and
low
income,
renters
figure
out
how
to
access
programs
that
could
potentially
help
with
their
taxes,
but
the
system
itself
is
not
going
to
solve
the
problem
of
income
based
valuation
that
we
don't
do
for
single-family
homes
that
we
do
for
rental.
G
So
let
me
try
to
ask
the
question:
in
a
better
way.
Single
family
homes
are
valued,
basically
not
at
what
the
rent
is,
that
I
could
get
if
I
rented
my
single-family
home,
but
what
its
value
is
and
rental
property
seems
to
be
valued
based
on
income,
how
much
income
they
can
get
off
of
rents
that
are
there
not
based
on
just
the
simple
value,
is
if
some
average
person
is
living
there.
G
You
should
raise
your
rents
because
you
can
get
more
in
rent
in
Lowry,
Hill
and
I'm
gonna
value
your
property
based
on
how
much
you
can
get
in
rent,
not
how
much
the
building
is
actually
worth,
as
if
average
people
live
there.
So
he
was
the
reason
why
I
brought
forward
this
4d
issue
because
I-
and
he
was
one
of
the
first
20
people
to
get
into
the
4t
program,
and
it's
all
good
for
him,
but
it
kind
of
doesn't
address
all
of
the
other
issues
that
others
have
raised,
which
is
why
are
we
bait?
G
Are
we
required,
under
the
lot
of
value
for
income
potential,
I
see
a
little
shaking
of
the
head
versus
just
what
the
value
of
the
building
would
be
for
sale?
Why
do
we
take
into
consideration
how
much
rent
is
being
charged
when
we
don't
do
that
for
single-family
homes,
I'm
sure
I
can
rent
my
single-family
home?
Well,
maybe
not,
but
maybe
more
than
my
mortgage,
my
mortgage,
you
probably
could
figure
that
out
for
me,
but
probably
more
than
my
mortgage
payment
I
would
guess.
G
D
You
know
I,
understand
perfectly
I'm,
trying
to
explain
it
in
a
way
that
it.
So
this
is
where
we
run
into
some
problems
where,
based
on
an
individual's
ability
to
our
individuals,
ownership
and
management
style
can
have
a
unintended
consequence
if
I
have
212
plexes
or
two
duplexes
side
by
side.
I
have
one
person
charging
$1,500
a
month
per
unit
and
that's
the
market
and
I
have
the
exact
same
building
next
door
and
they're
charging
500
a
unit.
D
The
statute
would
say
that
I,
because
they
are
that
piece
of
real
estate,
it
looks
identical,
they
should
be
valued
the
same
way
and
now
the
hard
part
is,
is
that,
like
you
say
the
naturally
occurring,
we
should
value
that
one
that
the
property
owner
wants
to
provide
more
affordable
housing.
But
as
at
a
statutory
level,
we
don't
have
the
luxury
to
say,
because
you
doing
this,
then
we're
gonna
provide.
But
that's
where
the
problem
for
D
program
provides
that.
D
When
that
particular
view
of
two
particular
buildings
that
are
identical
in
every
way,
we're
most
concerned,
because
we're
measured
on
when
that
particular
property
sells
what
was
the
assessed
value
and
if
we're
having
well,
we
nailed
that
we
got
the
one
that
had
market
rents
because
we
based
it
on
market
rents.
We
got
that
one
right,
but
this
one
we
had
an
artificially
lower
rent
because,
generally
speaking,
when
property
owners
sell
their
property,
they
might
not
want
to
pay
high
taxes
or
have
that
high
value
when
they're
owning
it
when
it
comes
to
selling.
D
If
it's
worth
two
hundred
they're
gonna
ask
200,
not
something
less,
because
if
we
had
a
much
of
al
you
that
was
less
because
we
were
going
with
less
than
market
rents,
we
would
value
it
at
less.
They're.
Still,
gonna.
Ask
for
whatever
the
markets
gonna
prevail
and
then
we
would
be
off
on
our
sales
ratio,
which
that
is
exactly
how
we're
being
measured
as
far
as
the
equity
within
the
city
Minneapolis.
Does
that
explain
it
does
that
help?
D
G
Madam
chair
mr.
City
Assessor
mr.
Todd,
yes,
that
that
explains
to
me
that
we're
not
making
valuations
based
on
income
potential
but
by
market
value,
then
why
would
we
have
an
Assessor
tell
the
owner
to
raise
the
rent?
I
mean
that's.
What
prompted
this
whole
drama
in
the
first
place
was
the
Assessors
advice
to
the
Constituent
that
you
can
get
more
for
rent,
so
you
should
just
raise
your
rent
instead
of
maybe
an
approach
that
said
good
for
you
for
helping
provide
a
for
housing.
G
So
perhaps
it's
in
a
way
we
communicate
Assessors
to
communicate
with
property
owners
on
this
issue,
so
it
sounds
like
the
side-by-side
comparison
is
I,
think
it
Illustrated
in
that
the
value
is
the
value
and,
if
you're,
going
to
rent
to
get
that
value
back.
That's
one
direction:
you're
going
to
go
and
if
you're
not
because
you're
providing
affordable
housing,
you're
gonna
go
in
a
different
direction,
then
we
shouldn't
be
telling
people
raise
your
rent
because
we're
gonna
raise
your
taxes.
You
should
say
boy
you're,
doing
a
good
thing.
G
You
should
apply
for
this
program
more
specifically
than
making
them
try
to
find
it,
because
it's
hard
to
get
people
to
find
these
programs
they're
afraid
of
us.
They
don't
like
it.
When
the
Assessor
comes
they're,
not
excited
about
the
concept
of
an
energy
audit,
they
just
want
to
do
their
own
thing
and
provide
affordable
housing
so
to
be
told,
raise
your
rent,
it's
kind
of
contrary
to
what
these
know
a
property
owners
they're
trying
to
steer
clear
of
us.
They
don't
want
to
get
entangled
with
us
track.
D
And
I
and
I
do
apologize.
That
was
inappropriate
for
my
staff
to
make
those
recommendations
and
I
think
you
are
absolutely
right
with
where
we
need
to
a
better
job,
educating
the
property
owners
with
the
available
programs
of
property,
tax
relief
programs,
a
senior
citizen,
tax
deferral
and
and
really
be
educators
and
have
that
information
available.
E
E
I,
understand
that
that
we're
often
sued
over
that
and
and
the
people
pressing
those
lawsuits
are
successful.
So
not
just
yours
too
much
into
a
policy.
Conversational
steer
us
back
to
the
question
of
camera,
and,
and
this
upgrade,
how
does
the
technology
address
tracking
the
actual
rent
in
the
commercial
space
so
that
we're
able
to
do
those
assessments?
Are
we
tracking
will
this
give
us
a
tool
for
tracking
retail
and
commercial
vacancy
through.
D
I
believe
this
next
system
does
have
that
flexibility
and
capability
to
do
that.
But
if
it
doesn't,
we
can
make
sure
that
that's
one
of
the
priorities
that
we
we
asked
for,
because
if,
if
we
can
somewhat
do
it
on
a
spreadsheet,
there's
no
reason
in
my
mind
why
they
couldn't
be
doing
it
in
a
camera
system.
But
that
is
not
a
motto:
I'll
piece
of
the
module
that
was
demonstrated
so
I'm
I'm
kind
of
hesitant
to
say
that
it
was
absolutely
but
and
then
just
not
a
correction.
I
don't
mean
it
correct.
D
You
can't
American,
but
but
when
we
come
to
vacancies,
whether
it's
commercial
industrial
apartment,
we
still
look
at
what
is
what
is
the
market
vacancy
for
a
particular
building
if
a
building
is
performing
significantly
outside
those
parameters?
So
let's
say
it
does
have
40%
vacancy?
Then
we
have
to
somehow
reconcile.
Why
is
this
building
when
everybody
else
is
running
it,
a
15
or
17
or
20%?
Are
you
running
out
of
40?
Is
it
a
data
building?
Is
that
a
functional
problem?
D
Why
is
your
building
performing
as
of
management,
or
is
it
a
physical
characteristic
and
then
hopefully,
if
it's
a
physical
characteristic,
we're
taking
care
of
that,
so
that
the
future
values
are
in
line
or
in
the
case
of
a
let's
say,
a
Macy's?
It's
a
repurposes
or
from
one
from
a
retail
department,
store
to
something
completely
different.
So.
A
Any
other
questions-
Thank
You,
councilmember,
Ellison,
you're
wearing
cute.
You
know
I-
do
want
to
put
a
pin
in
this
as
we're
starting
to
do
here
with
budget
I'd
like
to
put
a
pin
in
the
camera
system,
just
from
a
structurally
balanced
budget
perspective.
I'd
like
to
find
a
way
to
see.
Can
we
get
an
ongoing
appropriation
into
this
budget
cycle?
A
So
I
look
forward
to
working
with
my
colleagues
and
those
interested
to
try
to
find
room
in
that
some
of
the
trust
in
government
and
transparency
in
government
starts
with
property
taxes,
as
we
saw,
especially
after
this
past
year's
assessment
assessments
came
out
and
we
saw
a
major
increase
in
property
values
across
the
entire
city,
so
I
liked
I'm
just
going
to
kind
of
work
to
take
that
offline
and
I
can
work
with
anybody
who's
interested
in
doing
that.
I'll.
Let
you
continue
your
presentation,
there's
nobody
else
in
queue
right
now
and.
D
And
we,
my
staff
and
I,
are
absolutely
available
at
any
time
to
meet
with
you
and
and
talk
about
the
expectations
and
and
how
to
go
forward
on
a
project
like
this,
because
this
is
a
very
important
project
in
our
office
as
well.
Essential
operating
expenses
is
the
second
program
change
item.
This
is
you
know,
as
the
cities
continue
to
grow,
there
are
just
certain
core
expenses
that
just
really
have
been
going
fast
or
so
parking.
So
my
staff,
we
don't
have
fleet
cars,
so
every
one
of
my
staff
drives
their
own
car.
D
The
other
part
is
the
fact
that,
because
Minneapolis
is
growing
because
we
have
more
new
construction,
more
permits
more
sales,
more
parcel
account
we're
driving
far
more
than
we
used
to
us
as
well,
and
so
the
mileage
is
up,
and
so
these
line
items
within
our
budget
are
are
not
sufficient
to
really
run
a
balanced
budget.
So
our
mileages
is
running
short.
Our
parking
is
running
short,
we're
often
times
taking
dollars
from
other
line
items
in
order
to
make
to
make
this
meet
the
this
expense.
D
If
you'd
like
to
set
up
an
appointment,
please
give
us
a
call,
but
but
at
least
let
them
know
that
someone's
gonna
be
knocking
on
the
door
might
be
walking
around
their
building.
It's
it's.
The
public
has
been
very
receptive
as
positively
been
receptive
to
this.
To
the
point
where
you
know,
somebody
is
showing
up
and
saying
you
know:
hi
I'm,
the
Assessor
it
makes
them
leery
but
having
been
prior
noticed
we're
getting
positive,
patas
feedback.
But
when
you
do
it,
you
know,
go
the
extra
mile
and
you
try
to
do
that.
D
It's
costing
more
postage
more
paper,
more
printing,
more
binding
things
like
that,
and
so
again
this
line
item
as
we've
been
doing
more
we're
just
running
short
on
on
the
these
expense
line
items
and
then
last
but
not
least,
is
cell
phones
and
in
this
last
year,
so
in
2017,
the
25
appraisers
that
are
out
are
out
working
in
the
field.
I'll
now
have
cellphones,
which
they
did
not
have
prior
to
this
and
actually
the
only
time
they
had
suppose
it
was
their
own
personal
cell
phone,
and
it's
really
we're
probably
five
years
behind.
D
You
know
when
it
comes
to
cell
phones.
They
can.
They
can
reply
back
to
taxpayers,
emails
phone
mails,
they
can
schedule
appointments
in
the
field
with
tax
payers.
They
can
provide
so
much
information
they're,
far
more
efficient
working
in
the
field
with
a
cell
phone,
then
literally
they
had
the
feeder,
the
flip
phone
or
in
some
cases
they
just
had
their
own
personal
phone,
which
has
been
really
a
appropriate.
D
Over
and
above
and
again
one
of
those
that,
unless
I,
can
get
an
adjustment
in
the
line
item,
there's
really
no
money
to
account
for
that
and
in
in
hindsight,
what
we
would
end
up
doing
to
pay
for
something
like
this
is
delay,
hiring
staff
we're
a
little
bit
longer
and
then
you'd
have
the
dollars
in
order
to
pay
for
some
of
these
projects,
so
it
the
the
essential
operating
expenses.
It's
sixty
seven
thousand
dollars.
D
D
Last
but
not
least,
the
third
program
change
item
is
a
principal
appraiser,
so
Minneapolis,
like
we
said
and
I
think
all
the
council
members
know
is,
is
a
growing
say
it's
at
seven
consecutive
years
of
a
billion
dollars
or
more
in
new
construction.
It's
also
had
a
tax
base
gross
of
fifty
nine
percent.
The
levy
has
gone
up.
Sixteen
percent
as
well
since
2013,
and
so
those
values
have
escalated
at
fifty
nine
percent
and
is
the
the
levy
has
increased
16%.
D
It's
just
natural
that
appeals
are
gonna,
go
up
as
well
and,
as
you
take
a
look
at
the
chart
here,
you'll
see
that
since
2014
were
it
was
just
under
twenty
million
dollars
of
property
taxes
and
that
the
minneapolis
share
of
it.
It
was
just
under
twenty
million
dollars.
Now
it's
a
sixty
nine
point:
nine
million
dollars
currently
under
appeal
and
that's
a
significant
amount
of
dollars.
D
I'll
be
honest
with
you,
so
the
only
backup,
so
the
request
for
their
principal
appraiser
is
a
hundred
and
thirty
five
thousand
dollars
for
the
first
year,
which
there's
a
technology
component.
That's
why
I
dropped
down
to
130
thousand
thereafter.
So
with
this
additional
principle,
appraiser,
the
tax
appeals
and
tax
court
specifically
is
some
of
the
most
complex,
most
stressful
and
most
time-consuming
function
within
my
department.
D
The
more
people
we
can
dedicate
to
tech
court
litigation,
the
more
successful
we
will
be
last
two
notes
this:
what
this
principal
appraiser-
and
it
really
is
something
that
we
wrestle
with
in
my
office,
we
reduced
the
risk
of
staff
burnout.
We
have
us
again
a
significant
number.
We
have
the
most
number
of
tax
courses,
Tax
Court
of
Appeals
in
the
metropolitan
area
and,
in
addition
to
the
risk
of
staff,
burn
on
we're,
hoping
to
improve
staff
retention
and
then
last
but
not
least,
with
sixty
nine
point,
nine
million
dollars
under
appeal.
D
This
line
item
this
hundred
and
thirty
five
thousand-
is
two
tenths
of
one
percent
of
that
that
total
expended
or
not
the
expenditure
but
of
the
the
lobby,
and
when
we
talk
about
tax
court
litigation,
one
very
successfully
defended
value
can
pay
for
that
position
for
years.
One
dismissal
that
you
might
not
have
been
able
to
get
could
pay
for
that
position
ten
times
over.
So
we're
talking
a
sixty
nine
million
dollars.
D
It's
in
my
opinion,
it's
a
very
good
investment
in
the
city
to
be
able
to
make
sure
that
we
aren't
making
decisions
because
we
don't
have
the
resources
in
order
to
defend
the
value
and
I.
Think
with
that.
That's
the
end
of
my
presentation.
I
just
want
to
say
in
closing
that
I
can
assure
you
that
mayor
Fry's,
proposed
budget
of
a
new
camera
system,
new
operating
expenses
and
additional
appraiser
will
improve
the
overall
quality
and
accuracy
of
our
assessment.
D
A
You
mr.
Todd,
on
your
last
slide,
you
pointed
out
the
189
million
dollars
of
estimated
taxes
under
appeal,
and
you
mentioned
the
Twin
Cities
market,
but
am
I
to
assume
that
that's
the
full
state
of
Minnesota
under
that
next
Court
of
Appeals
for
the
blue
line.
So
to
speak
when
it
says
overall
taxes
that
in
the
state
of
Minnesota.
A
D
A
A
People
get
up
and
leave
here
on
the
dais.
We
have
just
enough
people.
Thank
you
for
joining
this
afternoon
to
make
a
motion
to
receive
and
file
both
a
911
presentation
and
also
that
the
tax
assessor's
office,
so
all
those
in
favor
could
to
receive
and
file
these
presentations.
This
afternoon,
please
say
aye
aye
opposed
that
carries
with
that
we're
done
with
our
agenda
for
today
and
we
will
adjourn
Thanks.