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From YouTube: May 9, 2019 Budget Committee
Description
Minneapolis Budget Committee Meeting
https://lims.minneapolismn.gov/
A
Good
afternoon
welcome
to
our
Budget
Committee
meeting
today
what
we
have
on
the
agenda.
Our
results,
Minneapolis
departmental
reports,
we're
going
to
speed
through
we're
going
to
get
through
four
departments
today,
I
want
to
welcome,
in
addition
to
our
committee
mayor
Frey.
Thank
you
for
joining
us.
Thank
you
for
making
results
an
important
part
of
your
work
in
our
budget
process.
I
have
with
me
today
at
the
dais
council,
members
were
Sami,
Schrader,
Fletcher
and
myself.
Councilmember
Reich
will
be
here
momentarily
and
so
will
council
vice
president
Jenkins
and
we're
going
to
start.
A
So
we
have
reordered
today
with
the
help
of
the
different
department,
directors
and
I,
appreciate
your
flexibility,
we're
going
to
start
with
finance
and
property
services
and
then
go
to
the
City
Clerk's
office
and
third,
we'll
do
internal
audit
and
we
will
end
with
reg
services
hope
she.
Hopefully
she
can
get
out
of
that
meeting
and
time
to
get
here.
For
that.
A
B
You,
madam
chair
members
of
the
committee
I'm
mark
rough
on
the
city's
chief
financial
officer
and
also
the
department
head
for
the
finance
and
property
services
department.
Quick
reminder:
our
department
encompasses
250
people
approximately,
and
we
have
several
divisions
which
accomplish
on
a
daily
basis
as
all
the
city
departments,
a
lot
of
good
work
for
our
residents,
our
taxpayers,
our
ratepayers
and
just
want
to
say
a
moment
of
thanks
really
to
our
division
directors.
A
few
of
them
are
here
today.
B
I
know
others
are
watching
over
online,
but
we
have
some
very
high
quality
people
working
in
our
department
and
I'm
grateful
for
their
support.
In
particular,
we
have
with
us
Mike,
intramural
and
Laurie
Johnson,
who
also
can
obviously
answer
any
detailed
questions.
I
may
call
upon
them
that
the
council
may
have
the
other
is
I
think
when
we
talk
about
performance
metrics.
B
We
all
know
that
those
are
there
are
those
that
can
be
quantified
and
there's
are
those
that
are
tougher
to
quantify,
but
for
us,
as
a
finance
and
property
services
department,
our
biggest
metric
is
your
trust.
I
mean
your
trust
that
we
can
deliver
information
to
you
that
allows
you
to
make
thoughtful
decisions
about
important
public
policy
issues
and
clearly
the
budget
is
one
significant
part
of
that,
but
also
the
investments
we
make
in
our
facilities
as
well
and
I.
Don't
want
to
diminish
the
importance
of
property
services
and
the
work
that
they
do.
B
They
are
a
significant
amount
of
the
employment
within
our
department
and
a
significant
part
of
what
we
do
to
support,
especially
Public
Safety
in
Public
Works
facilities,
and
just
also
want
to
thank
the
council
in
your
investment
in
those
facilities
that
has
been
accelerated
over
this
very
short
period
of
time
that
I've
been
here
for
three
years.
So
with
those
introductory
remarks,
I'll
dive
into
the
report,
the
different
program
summaries
are
really
aligned
with
our
different
divisions
within
our
department,
and
so
we
have
several
divisions.
B
B
This
particular
chart
highlights
the
work
and
the
direction
the
mayor
and
the
council
have
given
to
our
staff
to
see
the
city's
carbon
footprint
diminished
significantly.
One
of
those
was
this
landmark
decision
that
you
all
made
about
moving
to
a
hundred
percent
renewable
electricity
for
our
enterprise
within
a
fairly
short
period
of
time
and
I'm,
happy
to
say
that
the
results
are
demonstrated
in
that
in
this
chart,
which
is
a
reflection
not
just
of
our
electrical
energy
youth,
but
also
overall,
the
city's
carbon
footprint.
B
So
in
terms
of
results,
I
think
this
is
real
and
tangible
and
one
that
is.
That
is
certainly
one
that
we
are
proud
to
share
the
spotlight
with
you
as
a
council
and
as
a
mayor
in
meeting
is
a
very
important
public
policy
goal
for
not
just
the
city
but
for
the
world
as
a
whole,
and
we
continue
to
actively
work
on
small
ways
and
large
ways
to
to
reduce
our
carbon
footprint
in
cooperation
with
other
city
departments,
especially
Public
Works,
being
a
very
significant
player
in
this.
In
this
realm,
the.
B
The
other
area
which
we're
keenly
aware
of
importance,
which
is
our
controller,
our
accountants.
As
you
know,
the
city
has
a
as
a
more
unusual
tradition
of
having
accountants
from
each
department
report
up
through
a
centralized
finance
department
and
we're
appreciative
of
that.
We
think
that
gives
us
a
better
management
structure,
a
better
internal
control
structure
and
it's
good
for
the
enterprise.
Overall,
we
do
work
with
the
state.
Auditor
is
you're
aware
on
our
annual
financial
report.
B
Our
hope
is
that
that
will
continue
to
go
down
as
we
address
those
through
the
work
with
Laurie
Johnson
and
Lyle
Hodges,
our
our
city
controller
revenue
and
collections.
A
significant
part
of
our
employment,
also
within
our
department,
is
utility
billing,
even
though
this
is
shown
as
a
general
fund
activity.
In
reality,
it
is
funded
through
a
contribution
from
our
utility
funds
when
I
talk
about
utilities
at
sewer,
water,
stormwater,
sanitary
sewer
and
in
refuse
waste
collection.
So
our
department
collects
those
bills.
B
B
We
want
to
pay
people,
especially
our
target
market
providers
as
quickly
as
possible,
and
so
that's
a
good
trend
to
seeing
in
a
good
right
direction
risk
management.
Obviously,
in
recent
week,
we've
had
a
heightened
awareness
of
risk
management
and
the
role
that
our
folks
play
not
only
and
in
tort
liability,
but
also
in
workers,
comp
and
workers.
Compensation
claims
generally
have
been
going
in
a
good
direction,
although
there's
certainly
some
other
things
that
are
happening
recently.
B
We
can
talk
with
counsel
revolving
around
workers,
comp
claims
and
PTSD
claims,
but
generally
moving
in
a
solid
direction
as
well
payroll.
The
number
of
w-2s
it's
kind
of
shocking.
When
you
look
at
the
numbers,
that
is
that,
despite
the
what's
thought
about
as
our
number
of
full-time
employees
last
year,
we
actually
issued
over
10,000
w-2s.
So
in
other
words,
we
had
people
on
the
payroll
even
for
a
short
period
of
time
that
totaled
over
10,000
and
and
that
staff
does
a
remarkable
job
for
the
work
that
they
do.
Development
finance,
mark,
Winkle,
Hagen.
B
His
group
sales
tax
revenue
as
a
metrics
is,
is
obviously
one
that
we
don't
have
a
great
deal
of
control
over
on
a
daily
basis.
But
we
think
it's
a
good
indicator
of
the
overall
financial
health
and
the
work
that
we
do
to
support
cpad
and
NCR
through
development
finance
and
again
that's
a
positive
trend.
Budget
Mike
has
done
an
outstanding
job
on
the
work
with
budget
and
the
budget
team.
I.
B
If
the
council
would
like
to.
But
we
see
very
good
synergy
between
those
and
again
a
stable
indicator,
then
the
last
is
just
a
small
group
that
works
with
Laurie
and
I
on
the
executive
administrative
side.
So
with
that
those
are
the
different
divisions
in
a
short
overview
of
the
of
the
summary
of
metrics.
From
my
perspective,
there's
always
lots
of
room
for
improvement
within
our
particular
city,
and
we
are
cognitive
and
on
a
daily
basis,
but
I
feel,
which
is
generally
as
a
department
head
that
the
trends
are
all
positive.
B
The
last
thing
that
I
want
to
highlight
is
one
of
the
metrics
is
overall,
as
a
department
is
actually
revisiting
financial
policies
on
a
regular
basis,
which
sounds
like
one
of
the
most
boring
things
that
we
can
talk
about,
but
honestly,
Standard,
&
Poor
is
one
of
the
rating
agencies.
One
of
their
significant
portions
of
ratings
is
evaluating
management
and
then,
when
you
talk
about
management,
it's
not.
Staff
management
is
Council
mayor
and
staff.
B
All
right,
and
one
of
the
important
factors
of
management
that
they
use
as
an
indicator
for
all
cities
across
the
nation,
is
how
how
many
financial
policies
do
you
have
in
writing.
And
how
often
is
the
council
actually
getting
to
hear
about
those
financial
policies
as
opposed
to
something
that's
buried
or
not
visited
more
than
once
every
decade?
And
so
it's
one
of
those
things
that
we
are
gonna
lift
up.
Even
more,
we've
been
doing
that
with
you
on
investment
policy,
we
will
be
bringing
forward
things
about
debt
policies.
B
We
also
we've
been
looking
at
our
travel
and
our
food
policies.
Those
are
things
that
we
need
to
do
more,
often
to
refresh
because
every
times
we
poke
my
experience
again
in
three
years.
Every
times
we
pull
one
of
those
policies
up,
something
unexpected
comes
out
of
that
discussion
and
usually
to
the
better,
which
is
all
we
haven't
thought
about
this.
We
should
probably
change
how
we're
undertaking
this
particular
process.
B
A
You
thank
you,
a
quick
question
since
you're
on
this
slide
slide
two
about
procurement.
What
is
the
goal
number
of
days
to
pay
is
15,
good
or
bad
regular.
You
know
relative
to
our
expectations
and
the
different
groups.
We
have
been
working
with
and
the
ways
we've
been
trying
to
work
with
more
local,
small
businesses
and.
C
B
I'll
take
a
opportunity
to
answer
it
and
then,
if
there's
deeper
questions,
we
can
bring
Gloria,
but
there
are
a
couple
other
ways
to
look
at
this
metric.
One
is
one
of
the
things
that
we
have
been
that
has
been
highlighted
in
our
annual
audit
from
the
state
auditor
is,
we
do
have
a
state
law
that
says
we're
supposed
to
pay
our
bills
roughly
within
a
month
right,
and
so
there
are
a
percentage
of
bills
which
were
not
paid
within
that
month,
which
the
auditor
says
you're
violating
state
law.
B
So
you
need
to
do
better
at
this.
So
Lori
has
taken
a
tremendous
amount
of
time
working
with
staff
to
identify
and
process
improvement.
One
of
the
things
that
was
happening
was
vendors
were
dating
a
bill.
You
know,
for
example,
me
one,
but
not
actually
sending
it
to
us
until
May
15,
and
we
had
no
process
of
actually
stamping
that
bill
as
to
when
we
received
so
that
when
the
auditors
pulled
that
bill,
they
didn't
see
me
one
actually
saw
received
on
May
15th
and
that's
when
the
30
day
or
35
day.
B
Clock
starts
right,
so
there's
also
a
philosophy
that
says
for
larger
companies.
That's
part
of
our
contract
is
we
don't
need
to
pay
them
within
two
days,
because
you
know
we
should
keep
our
money
for
as
long
as
possible
and
for
larger
companies.
You
know
we're
just
by
paying
early,
we
are
giving
them
some
of
our
interest
earnings
right.
B
So
there
are
philosophy
that
says
we
should
wait
until
the
last
day
before
we
have
to
pay
contractually
right,
and
we
contrast
that
with
our
smaller
vendors,
who
really
live
paycheck
by
paycheck
and
need
to
have
that
work.
So
in
our
system
we
have
put
in
for
target
market
vendors
pay
immediately
in
other
parts
of
our
system.
B
We
take
a
couple
of
weeks
to
make
sure
that
all
of
the
contracts
are
aligned
and,
frankly
and
frankly,
that's
the
other
reason
that
we
are
oftentimes
delayed
in
paying
bills,
as
we
have,
as
you
see
on
the
agendas
contracts,
amendments
to
contracts,
and
then
we
have
to
calculate
have
we
paid
more
than
what
the
contract
allows
and
with
all
of
the
amendments
that
come
through,
it's
not
just
a
simple
push
of
the
button.
Let's
we'll
check
it,
so
we've
been
trying
to
improve
that
system
as
well.
B
A
D
You,
madam
chairman,
I,
apologize
for
being
a
little
bit
late.
My
office
hours
ran
until
1:00
o'clock,
so
I
got
here
as
soon
as
I.
Could
mr.
rubb
I
had
a
question
around
the
investment
diversity
numbers
I
see
that
in
2018
we
moved
from
four
to
twelve,
which
is
exciting,
I'm
curious
as
to
how
many
of
those
are
minority
led
investment
firms.
B
Madam
chair
comes
from
ever
Cunningham
for
this
that
that
number
of
vendors,
those
are
primarily
our
short-term
money
investments
when
I
mean
short-term,
it's
them
the
money
that
goes
up
and
down
with
tax
receipts
and
our
level
of
expenditures,
and
we
manage
that
in
that
process.
Internally,
we
did
a
request
for
proposals
and
primarily
their
request
for
proposals
came
back
as
institutions
which
are
largely
publicly
traded
institutions,
or
they
are
community
banks,
and
so
I'm,
not
aware
of
any
of
them
being
solely
owned
by
or
a
partnership
of.
B
Women
are
people
of
color
because
of
that
just
an
editor
of
size
and
when
I
talk
about
institutions,
it's
like
a
Bremer
bank
is
part
of
that,
so
more
regional
bank
or
a
Merchants
Bank
as
well.
So
we've
talked
about
in
the
past,
and
the
mayor
and
council
made
an
emphasis
that
we
hope
that
village
trust
gets
to
the
point
where
they
can
be
one
of
those
vendors
when
they
reach
a
level
of
maturity
that
we
can
with.
B
There
is
a
second
layer
of
investment
services,
which
is
our
longer-term
investments
and
by
longer
term,
it's
three
to
five
years.
We
don't
go
along
on
the
city
that
request
for
proposals
was
actually
just
talked
about
this
morning
at
ways
and
means
agenda
setting,
and
that
will
be
on
the
agenda
for
Ways
and
Means
next
Tuesday.
That
is
an
area
where
there
is
more
opportunity
for
having
women.
Minority-Owned
businesses
actually
participate
in
that
process.
B
But
again
it's
a
request
for
proposal
process
and
we'll
have
to
bring
those
in,
and
you
know,
talk
about
capacity
and
ability,
but
that
would
be
an
area
where
those
individualize
longer
term
services
could
be
implemented
as
opposed
to
this
money
that
comes
in
and
out
on
a
regular
basis,
which
does
usually
require
a
larger
institution
to
they
have
kind
of
the
capacity
to
move
that
money
in
and
out.
These
are
more
management
of
firms
which
lends
it's
this,
the
latter
being
management
of
firms
which
lend
itself
to
smaller
business
participation.
D
Great,
thank
you.
I
really
appreciate
that
clarification.
I
think
that
as
we're
talking
about
the
first
to
find
the
investment
portfolio
to
ensure
that
were
being
mindful,
because
you
know
it
says
here
that,
by
that
this
particular
particular
approach
also
provides
opportunities
and
funding
for
smaller
organizations
to
participate
in
the
local
economy.
So
just
want
to
be
mindful
that
we
are
investing
in
women
and
minority
led
business.
Thank
you.
B
B
Many
of
us
have
used
Bremer
as
an
example,
because
Bremer
is
owned
by
a
foundation
right,
so
it's
it
is
not
able
to
be
bought
and
sold
in
the
same
way
that
other
banks
are
is
just
an
example
of
that
kind
of
also
emphasis
for,
what's
good
for
all
citizens
longer
term
is
to
have
more
competition
within
the
marketplace.
In
addition,
I'm
not
diminishing
from
your
comments.
I
just
want
to
add
to
that
level.
In
this
particular
context,
diversity
is
large
and
small
as
well.
Thank
you
so.
E
Thank
You,
chair
Palmisano,
and
thank
you
for
this
presentation.
I
I
think
this
is
an
area
that
the
city
should
feel
very
good
about
our
financial
standing
I.
Think
in
general
we
do
a
very
good
job.
So
thank
you
for
everyone
in
your
department
for
for
some
very
good
work,
I
think,
even
with
some
very
tough
financial
decisions
we've
had
to
make,
you
know
getting
the
news
that
we
maintained
our.
E
You
know
triple-a
rating
from
Standard
&
Poor's,
for
you
know
for
bonds.
You
know,
even
in
spite
of
a
bit
of
a
shock,
tour
self
insurance
I
think
shows
that
we're
managing
this
in
a
very
responsible
way.
So
I
want
to
appreciate
that
and
appreciate
the
transparency.
I
think
we've
had
some
very
good
conversations,
both
in
ways
and
means
and
in
the
budget
process,
about
the
transparency
of
this
process
and
I
think
we
can
continue
to
push
for,
and
one
of
the
things
that
we
want
to
think
about.
E
How
to
you
know
really
really
dial
in
on
is
is
the
ways
that
we
can
use
those
policies
not
just
to
create
transparency,
but
actually
to
really
move
the
needle
and
I
know
it's
some
more
working
on,
but
I
think
that
we
can
do
better
on
around
or
equity
goals
around.
You
know
really
thinking
about.
How
do
we
use
procurement
to
make
sure
that
we're
investing
locally
and
investing
in
women
and
people
of
color
vendors?
How
do
we,
you
know,
make
sure
that
we're
continuing
to
dial
in
on
all
the
ways
that
we
can
use?
E
You
know
this
is
a
city
with
some
significant
financial
clout,
and
so,
if
we
have
bonding
capacity,
if
we
have
loan
guarantee
funds
ways
that
we
can
use
the
capital
that
we
have
to
support
a
lot
of
the
stuff
that
needs
support
in
our
city,
I
think
we
want
to
be
creative
and
and
continue
to
think
about
how
to
do
that.
But
the
transparency
and
the
policy
work
and
and
the
solid
financial
management
is
the
foundation
that
we
can
build.
All
the
rest
of
that
work
on.
So
really
just
want
to
appreciate
that
work
and.
B
Share
Palmisano
comes
from
a
professor
I
appreciate
that
very
much
and
I
know
that
in
last
year's
results
meetings
we
had
this
conversation
with
councilmember,
Palmisano
and
and
I've
talked
with
council.
Remember
where
Sami
as
the
chair
of
ways
and
means
about
this,
but
I
also
want
to
hold
up
bond
ratings
as
an
example
of
an
area
where
being
a
triple-a
may
not
be
in
the
best
interests
of
the
city's
citizens
overall,
and
so
what
I
mean
by
that
is
we're
very
grateful.
B
Part
of
the
concerns
with
hitches
are
not
just
level
of
pensions,
but
also
level
of
debt,
and
you,
as
a
council
may
feel
that
undertaking
some
of
the
programs
that
you
just
highlighted,
which
adds
depth
and
we
want
to.
If
we
don't
learner,
we
add
that,
for
the
sake
of
adding
devil,
you
want
to
add
that
responsibly.
But
you
know,
let's,
let's
just
say
we-
we
choose
to
use
debt
for
a
particular
new
initiative
that
may
not
be
within
the
metrics.
B
This
Fitch
says
is
really
triple-a
because
remember
bond
ratings
are
grading
on
a
curve
right,
we're
being
compared
to
our
friends
in
Edina,
we're
being
compared
to
very
wealthy
communities
around
the
United
States,
which
don't
have
the
same
challenges
that
a
large
city
has
and
so
well.
We
may
be
bringing
to
you
some
thoughts
in
the
future
that
says:
listen
if
we
do
this.
B
Probably
our
chances
of
getting
back
to
a
triple-a
with
Fitch
are
reduced
because
they
have
very
specific
metrics
they're,
much
more
regulated,
and
that
could
be
a
choice
and
we
will
also
give
you
the
tert
trade
house,
which
says
that
we
have
to
maybe
spend
a
little
bit
more
on
the.
But
you
know
here's
the
quantifiable
amount
of
what
that
little
bit
more
of
interest
cost
is
and
wait.
You
can
let
you
as
a
policymakers,
can
weigh
what
you
think
is
more
important
know.
I
wish
I
could
say
it's
like
there's
here's
the
tipping
point.
B
You
know:
100
million
more
of
debt
is
going
to
make
a
difference.
I
mean
there's,
that's
not
reality,
but
I
just
want
you
to
know
that.
That's
an
element
that
whenever
we
deal
with
metrics
that
we
have
to,
we
have
to
be
aware
of
which
is
we're
being
graded
on
a
curve.
In
that
particular
case,
it's
not
an
absolute
if.
E
I
can
respond.
That's
a
really
helpful
reminder
and
I
think
what
what's?
What
I
really
value
is
that
I
feel
like
it?
If
and
when
we
make
that
choice
and
I
think
it's
entirely
possible
that
we
won't
agree
with
Standard
&
Poor's
at
some
point
about
what
the
best
thing
is
for
our
city,
that
we're
making
that
choice
intentionally
and
with
a
lot
of
transparency
about
the
kind
of
commitments
that
were
making
and
the
kind
of
financial
choices
that
we're
making
and
so
I.
Think.
A
B
So
thanks
councilmember
Palmisano,
so
we
we,
as
a
city,
have
now
developed
a
cadence
of
going
to
the
financial
markets
and
borrowing
money
twice
a
year.
We
do
it
in
the
spring
and
in
the
fall
in
this
particular
case.
We're
undertaking
a
variety
of
bond
issues.
There,
your
basic
infrastructure
revolving
around
sewer
water,
some
streets
parks,
housing,
improvement
area,
which
is
one
of
these
programs
that
comes
from
Embrapa
fletcher
highlighted,
which
is
us
helping
the
back,
condo
or
townhome
association
to
get
them
cheaper
rates.
And
so
we
do
two
credit
ratings
or
credit
reports.
B
And
so
we
sit
down
as
a
team
with
the
credit
rating
agencies,
at
least
two
or
three
weeks
before
they
announce
the
latest
bond
rating,
and
we
done
that
and
so
standard
&
poor's
did
affirm
a
triple-a
rating
and
Fitch
did
affirm
our
double
a-plus
rating
and
so
I
think.
Overall,
we
benefit
not
just
from
city
operations,
but
those
ratings
are
also
a
reflective
of
the
economy
that
we
live
in
as
the
Twin
Cities
as
a
whole,
and
we
are
an
incredibly
diverse
economy,
not
relying
on
one
industry
healthy
overall
income
levels.
B
So
that's
part
of
what
ratings
reflect,
but
they
also
in
one
of
I'll
just
use
another
specific
example.
One
of
the
areas
that
standard
I'm
sorry
Fitch
is
watching
is
also.
We
are
also
affected
by
how
much
debt
the
school
district
issues
and
how
much
debt
the
county
issues,
because
there
are
overlapping
jurisdictions.
B
We
have
the
same
taxpayers
right
and,
ultimately,
readings
are
a
reflection
of
our
ability
and
willingness
to
pay
debt
in
most
of
our
ability
and
willingness
comes
from
property
taxes,
and
so
because
we
share
those
taxpayers
and,
and
so
those
jurisdictions
are
actually
borrowing
more
money
too,
and
that
has
an
impact
on
us
as
well.
So
that's
the
only
probably
new
information
that
we
can
share
with
you
out
of
that
is
that
we
are
all
tied
together
as
a
community,
and
even
rating
agencies
see
that,
but
overall
they
were
the
issue
of
self
insurance
fund.
B
I
was
able
to
have
a
direct
conversation
with
the
analysts,
both
analysts
from
each
of
the
firms,
and
they
were
not
concerned,
but
they
certainly
want
to
hear
about
our
plans
longer
term
and
so
I.
Don't
think
there's
anything
in
the
written
reports,
but
those
are
public
documents.
So
if
any
citizens
want
to
see
those
you
have
copies
of
them
and
feel
free
to
to
forward
those,
so
people
can
read
it
for
themselves.
It's
a
good
outside
party.
A
Thank
you.
Thank
you,
council,
vice-president
Jenkins,
for
joining
us,
a
question
about
historical
city
sales,
tax
revenue
in
2018,
the
city
collected
almost
ninety
million
dollars
in
sales
tax
revenue.
This
was
an
increase
of
about
sixty
five
percent
when
we
compared
it
to
tax
sales,
tax
revenue
in
2009
or
during
the
heart
of
the
economic
recession.
B
B
Then
chair,
there
are
some
factors
that
have
been
the
direct
result
of
city
efforts
and
some
obviously
indirect
one
of
the
direct
results
of
why
our
sales
and
errors
him
and
taxes
have
increased.
So
dramatically.
Was
the
CIM
be
careful
about
this?
The
construction
of
new
stadiums,
okay
and
what
I
mean
by
that
is
when
the
Metrodome
was
operating,
the
twins
and
the
Vikings
didn't
that
sales
tax,
the
taxes
on
the
tickets
did
not
include
entertainment
taxes,
and
so,
when
Target
Field
opened
up,
the
twins
now
are
contributing
towards
the
entertainment
tax.
B
So
that's
a
that's
another
significant
factor
that
I
think
contributes
to
that
and
the
third
would
be
I
think
we
are
being
seen,
and
certainly
number
of
people
are
having
this
efforts.
Is
it's
not
just?
It's
not
really
the
large
events
that
draw
that,
like
the
Superbowl,
the
final
four,
but
we
are
being
seen
as
a
better
place
to
come
and
visit
and
spend
your
money,
and
you
know
that
is
not
just
a
downtown
thing.
That's
overall
for
all
Awards
that
help
contribute
toward
that
reputational
increase.
B
A
A
F
F
So
actually
it's
appropriate
that
the
city
clerk
is
here
as
I
answer
this
question,
because
he
actually
encouraged
the
development
of
a
more
robust
budget
website,
and
so
it's
we've
really
as
a
department
focused
on
that
as
a
tool
to
provide
more
transparency
in
the
decision-making,
and
so
where
we've
done.
Other
things
like
put
out
informational
videos
about
how
city
finances
work.
How
the
budget
process
works.
F
We've
done
less
emphasis
on
the
financial
transparency
site
proper,
but
I
think
when
you
look
at
that
metric
as
a
whole,
the
combined
site
visits
are
increasing,
and
so
that's
you
know,
I
think
it's
good.
It's
good
to
have
the
reminder
that
we
also
need
to
be
publicizing
the
financial
transparency
website.
So
we'll
continue
to
do
that.
But
I
think
people
consume
information
differently,
and
so
our
goal
is
just
to
put
out
that
information
in
multiple
formats
so
that
it
can
be
where
people
are.
A
F
Madam
chair,
thank
you
for
the
reminder.
So
you
know
the
City
Council
did
appropriate
funding
for
a
new
budget
new
budget
software
this
year
that
we're
deploying
have
deployed
and
are
in
the
throes
of
working
through
new
software
and
new
business
process,
but
that
software
is
actually
part
of
the
larger
suite
of
products
that
come
from
the
same
vendor
as
our
financial
transparency
site
and
so
the
the
company
that
that
built
that
software
started
in
the
area
of
financial
transparency
and
has
really
built
out
a
suite
of
tools
that
helps
us.
F
A
You
any
other
questions
from
my
colleagues.
I
have
one
last
one
that
I
have
best
the
mayor
and
it's
more
just
for
you,
mr.
rough
to
pontificate
on
a
little
bit
I'm
curious.
What
you
see
is
the
biggest
potential
for
your
department
to
support
economic
inclusion
and
how
the
council
can
support
that
effort.
Maybe
that's
about
target
market
stuff,
but
maybe
it's
about
something
else
and
I
just
was
curious.
What
you
think
would
help
us
move
the
needle
as
a
city
on
economic
inclusion
in
our
city,
so.
B
So
I
don't
know
that
that
answers
your
question
about.
How
do
we
move
the
needle
Marvell?
Because
clearly,
our
procurement
processes
are
how
we
spend
our
money?
Who
we,
whom
we
bank
with,
are
all
important
decisions,
but
I
just
use
that
as
a
as
a
recent
example
of
a
way
of
a
different
way
of
thinking
than
maybe
what
we
have
in
the
past
and.
A
E
B
Equal
billing
for
the
training
center
should
go
with
council
member
right
significant
part
of
what
we're
seeing
public
works.
I
know,
certainly
the
other
members
here
as
well,
so
I
don't
want
I,
have
to
see
favor
the
committee
chair
and
do
everything
I
can
to
make
him
look
good.
You
all
know
that,
but
I
know
that
that's
a
shared
effort
as
well.
Among
all
of
you
something
Thank.
A
G
Afternoon,
madam
chair,
my
name
is
Casey
Carla,
the
privilege
of
serving
as
clerk
for
the
city
of
Minneapolis.
May
it
please
the
committee
I'm
here
to
present
our
department's
2019
results
report,
but
before
I
begin,
I
would
appreciate
the
opportunity
to
introduce
our
departments
management
team.
With
me,
our
assistant
city
clerks
grace,
walk
Lois,
Christian,
Rummel,
Hoff
and
Jackie
Hanson
as
walk
Lords
leads
the
elections
division.
Mr.
G
G
The
clerk's
office,
has
three
primary
business
lines.
As
you
know,
these
include
elections
and
voter
services,
which
maintains
a
state
of
readiness
to
conduct
an
election
whenever
required
and
also
maximizes
access
to
the
ballot
records
and
information
management
which
ensures
the
city's
information
assets
are
managed
effectively
to
support
the
continuity
of
government
operations
and
compliance
with
all
applicable
legal
and
regulatory
mandates,
and
legislative
support
and
administration,
which
supports
the
City
Council
in
its
core
legislative
and
oversight.
Functions
delivers
a
variety
of
delegated
services
and
also
attends
to
the
day-to-day
administration
of
our
department.
G
From
a
budgetary
perspective,
the
records
and
legislative
divisions
are
consolidated
into
a
single
program
budget.
This
is
denoted
on
this
slide
as
office
of
city
clerk
in
2018.
As
you
can
see,
these
divisions
accounted
for
approximately
five
million
dollars
from
25
full-time
positions.
Our
key
performance
metrics
are
shown
here,
along
with
some
indicators
for
trends
over
prior
years.
The
elections
division
is
a
separate
program
budget
in
2018.
This
division
accounted
for
2.8
million
dollars
in
seven
full-time
positions
by
separately,
accounting
for
this
division.
G
The
city
can
better
anticipate
and
track
fluctuations
from
year
to
year
and
that's
very
common
to
election
offices
across
the
nation,
because
elections
are
heavily
influenced
by
a
variety
of
external
factors
outside
of
our
control,
for
example,
but
not
limited
to
the
type
of
election.
The
projected
voter
turnout,
ballot
content
and
competitiveness,
political
currents
and
a
multitude
of
other
factors.
G
This
slide
then
reflects
our
offices
performance
against
the
enterprise
policies
or
priorities
that
were
identified
by
Council.
These
pertain
to
workforce
and
spend
diversity.
The
clerk's
office
is
a
small
department.
Over
the
past
year,
we've
maintained
several
vacancies
to
offset
some
project
costs,
most
notably
tied
to
the
ongoing
development
of
our
legislative
information
management
system.
However,
we
are
in
the
process
of
filling
the
last
of
our
vacancies.
G
So
when
I
came
in
2010,
for
example,
there
were
four
full-time
positions
in
the
elections:
division
we've
shifted
to
existing
positions
and
added
one
thanks
to
the
mayor
and
council,
so
that
we
now
have
a
full-time
team
of
seven
election
administrators
to
serve
the
largest
city
in
the
top
ranked
voter
turnout
state
in
the
nation.
In
2010,
we
had
only
two
full-time
people
working
in
our
records,
division
and
four
people
working
in
our
document
solution
center
through
a
combination
of
mergers,
internal
transfers
and
the
addition
of
one
position.
G
We
now
have
a
team
of
13
that
includes
information
specialists,
records
managers,
our
small
in-house
technology
unit
and
production
technicians.
We
also
were
able
to
repurpose
one
position
to
provide
dedicated
staffing
for
the
council's
reception
desk.
These
personnel
moves
helped
to
address
significant
increases
in
demand,
but
it
has,
of
course,
reduced
to
the
offices
capacity
to
address
our
central
work
in
supporting
the
City
Council
through
the
legislative
division
and
as
demonstrated
by
our
performance
metrics.
G
It
still
has
not
provided
the
capacity
and
bandwidth
to
meet
actual
operating
needs
in
any
division
of
the
department
as
a
consequence
to
meet
statutory
and
charter
imposed
duties.
The
office
has
incurred
overtime,
hired
contractors
and
temporary
workers
in
each
of
our
divisions
to
supplement
our
core
team
and
even
temporarily
reassigned
personnel
or
even
entire
functions
between
divisions.
G
Historically,
the
clerk's
office
has
been
led
by
women,
and
that
remains
true.
Today,
approximately
52%
of
our
workforce
are
women
and
women
hold
the
majority
of
the
supervisory
positions
in
our
department
of
our
nine
supervisory
positions
in
the
clerk's
office.
Five
are
held
by
women,
including
two
of
three
leadership
posts
as
assistant
city
clerks,
who
lead
on
the
core
business
lines
in
terms
of
our
employee
base,
we've
been
far
less
effective
at
attributing
or
attracting
and
retaining
people
of
color.
From
my
perspective,
there
are
at
least
two
factors
that
are
at
play
here.
G
First,
and
this
is
both
a
positive
and
a
negative,
the
clerk's
office
has
been
fortunate
to
have
many
long,
tenured
employees.
We
have
many
many
employees
who
have
been
with
the
Department
for
25
years
or
more
with
some
who
have
been
here
for
more
than
30
years.
With
that
lack
of
turnover,
there
is
lack
of
opportunity
to
change
the
workforce.
We
do
have
a
verb
benefit
from
a
significant
institutional
memory
and
highly
experienced
workforce.
G
When
we
have
had
vacancies
also,
we
have
not
attracted
a
large
number
of
candidates
who
present
as
people
of
color
in
terms
of
our
spend,
which
is
also
shown
on
this
slide.
The
clerk's
office
doesn't
have
many
departments
specific
contracts;
instead,
we
primarily
take
advantage
and
rely
on
enterprise
contracts
for
the
majority
of
our
operating
needs,
the
contracts
that
are
initiated,
managed
and
maintained
by
the
clerk's
office.
There
are
frequently
specific
requirements,
often
dictated
by
law,
which
limit
the
qualifying
respondent
pool
an
example.
We
hold
the
city's
contract
for
legal
publications
required
by
law.
G
Currently
that
contract
is
held
by
finance
and
commerce
to
be
designated
an
official
legal
publication,
a
newspaper
must
qualify
by
satisfying
very
specific
statutory
criteria.
There
are
nine
factors:
everything
from
production
rates,
circulation
periods,
the
volume
of
paid
subscribers
to
the
balance
of
news
content
and
paid
advertising
and
more
so.
G
Those
statutory
requirements
would
restrict
the
potential
pool
of
eligible
respondents
to
the
contract
when
we
let
it
out
an
example
where
the
clerk's
office
has
been
successful
in
this
regard
is
with
our
legislative
information
management
system,
which
was
designed,
built
and
implemented
in
partnership
with
data
net
systems.
Corporation
data
net
is
a
minority
owned
and
operated
corporation.
G
The
next
few
slides
then
provide
details
about
key
performance
measures
for
each
of
our
office
divisions.
We'd
begin
with
records
and
information
management,
slides,
four
and
five
focus
on
the
volume
of
public
data
requests
received
and
processed
by
our
records
division
shown
on
this
chart
on
the
left
side
as
compared
to
the
number
of
requests
that
have
been
closed
shown
on
the
right
data
is
provided
for
the
years
2015
through
2013
right
away.
G
You
can
see
that
the
volume
of
requests
have
grown
significantly
during
that
four-year
period,
reflecting
a
total
increase
of
three
hundred
seventy
five
percent.
It's
important
to
point
out
that
these
numbers
do
not
include
any
requests
that
involve
police
data,
those
are
handled
by
the
police
department,
but
they
do
require
significant
engagement
by
my
records
division.
These
numbers
also
do
not
include
requests
for
data
that
might
have
been
made
directly
to
departments
and
resolved
by
those
departments
that
would
include
routine
requests
for
otherwise
known
public
data.
G
What
you
do
see
here,
however,
is
the
combination
of
many
factors.
First,
the
effect
of
centralizing
data
request
functions
into
the
clerk's
office
in
prior
years.
The
clerk's
office
merely
acted
as
a
switching
station.
We
received
the
requests
and
we
routed
them
to
the
departments.
For
response,
since
2015
the
clerk's
office
has
taken
on
the
central
responsibility
for
receiving
routing
reviewing
redacting
when
necessary
and
then
release
in
responsive
public
data
to
the
majority
of
requests
and
again
we
partner
with
all
departments
in
performing
this
statutorily
mandated
work.
G
As
shown
here,
we
have
been
mostly
successful
at
closing
requests
within
the
year.
The
response
times
here
show
that
it
can
request
that
requests
response
times
can
vary
from
as
little
as
a
few
days
to
several
months.
There
are
quite
a
number
of
factors
that
can
and
do
impact
the
timeliness
of
our
responses.
Internally,
we
have
established
the
goal
of
closing
data
requests
within
30
days,
as
shown
here
in
2018.
G
The
majority
of
cases
were
closed
within
an
average
of
36,
so
we're
just
shy
of
hitting
our
target
goal,
but
we
are
closer
than
four
years
ago
when
the
majority
of
requests
took
an
average
of
41
days
to
close
in
2018,
we
saw
increases
primarily
in
two
types
of
requests.
First,
there
was
a
spike
in
the
number
of
what
we
classify
as
transactional
data
requests.
These
are
requests
that
consist
entirely
of
data
classified
by
law.
G
As
being
public
and
which
are
relatively
simple
to
produce,
but
a
significant
increase
in
that
type
of
request
can
still
clog
up
the
system
and
create
backlogs.
Given
our
limited
capacity
to
address
this,
the
records
division
is
and
has
been
collaborating
with
the
data
analytics
team
in
the
information
technology
department
to
identify
and
proactively
publish
this
kind
of
routine
data
via
the
city's
open
data
portal.
G
The
goal
for
us
is
to
refer
these
requests
for
purely
transactional
data
to
the
open
data
portal,
thereby
eliminating
or
at
least
significantly
reducing,
the
need
for
direct
by
staff
in
the
Records
Division.
At
the
same
time,
we've
experienced
increases
in
complex,
multifaceted
requests
that
involve
responsive
data
from
multiple
departments
cover
multiple
years
and
which
often
include
multiple
subjects.
These
requests
almost
always
involve
data
that
is
presented
in
formats
and
mixing
both
public
and
not
public
data,
which
further
necessitates
us
to
have
a
careful
review
to
redact
any
non-public
data
before
releasing
the
responses.
G
These
are
what
we
would
classify
as
managed
data
requests,
because
they
require
a
project
management
approach
in
handling
and
resolving
them,
as
you
can
reasonably
expect,
then
manage
requests,
consume
significantly
more
resources
and
take
time
before
the
responsive
data
can
be
released.
Much
more
detail
about
our
request
volume,
our
processing
requirements,
our
timely
response
and
other
matters
are
included
in
our
2018
annual
report,
which,
as
you
noted
madam
chair,
was
circulated
to
council
members
last
week.
It's
also
posted
to
the
clerk's
website
for
public
access.
G
The
next
two
slides
reflect
performance
data
from
the
legislative
support
and
administration
division.
This
division
has
the
broadest
and
the
most
diverse
range
of
responsibilities
in
the
department,
but
its
core
function
of
serving
as
the
secretariat
for
the
City
Council
and
committees.
Performance
data
shown
on
slide.
Six
and
seven
are
tied
to
that
scope
of
work.
Central
to
that
work
of
this
division
is
the
production
of
meeting
agendas,
agendas,
define
issues
for
policy
makers
and
for
the
communities
that
they
represent.
They
help
contextualize
opportunities
and
risks.
G
They
summarize
the
implicit
implications
of
proposed
alternatives
and
they
identify
recommended
courses
of
action
or
decisions
that
involve
public
assets
and
resources
which
can
impact
the
rights
and
responsibilities
of
residents.
This
slide
shows
that
a
total
of
2744
individual
agenda
items
were
processed
for
293
meetings
planned
and
orchestrated
in
2018
by
the
Secretariat
team.
That
represents
an
81
percent
increase
in
the
number
of
agenda
items
over
just
the
past
three
years.
G
This
slide
includes
a
chart
that
shows
the
total
number
of
official
acts
that
are
produced
each
year
over
the
past
three
years
in
2018,
there
were
a
total
of
1542
official
acts.
The
city
charter
defines
an
official
act
as
including
each
ordinance
and
every
resolution
enacted,
as
well
as
any
other
type
of
action
that
is
taken,
motions
directives,
orders
judgments.
This
slide
also
demonstrates
our
very
high
commitment
to
accuracy.
Last
year
we
had
a
ninety-nine
point,
eight
percent
rate
of
accuracy
in
producing
our
official
acts.
G
That
translates
into
only
two
errors
and
to
be
clear,
though
there's
which
are
claimed
by
my
office
reflect
Corrections.
That
departments
identified
in
brought
forward
after
council
action
but
which
still
necessitated
republication
on
our
part
in
order
to
ensure
100%
legal
accuracy
and
sufficiency
of
the
council's
actions.
Clear,
complete
and
timely
production
of
agendas
and
official
acts
are
critical
to
an
accessible
and
transparent
legislative
process,
one
that
contributes
to
informed
data-driven
governance,
which
supports
opportunities
for
meaningful
public
participation
and
which
builds
and
sustains
community
trust.
G
The
final
slides
in
my
presentation
reflect
performance
data
for
the
elections
and
voter
Services
Division,
specifically
we're
reporting
here
on
voter
turnout
and
demographic
makeup
of
our
election
workforce
you'll
recall
Minneapolis
that
new
turnout
records
in
2018
for
a
midterm
election,
and
while
that
is
a
positive
trend,
it
carries
heavy
burdens
for
one
of
the
smallest
units
in
the
city.
On
the
left
side
of
this
slide,
you
see
turnout
data
covering
elections
from
2016
through
2018.
G
That
includes
the
primary
and
general
elections
for
those
two
years
as
well
as
there
is
data
for
the
municipal
general
election
in
2017,
when
we
don't
have
a
primary
because
of
rank
choice.
Voting
absentee
turnout
is
reflected
in
green
in
these
columns,
while
the
blue
reflects
election
day
turnout.
Overall,
you
can
see
there
is
a
slight
increase
in
early
voting
that
includes
voting
by
mail,
early,
in-person
and
other
options
under
the
umbrella
of
absentee
balloting.
G
But
despite
those
increases
that
we've
had
for
the
convenience
voting,
the
majority
of
voters
in
Minneapolis
still
prefer
to
cast
their
ballots
at
the
polls
on
Election
Day.
These
data
have
implications
about
the
number
of
precincts
and
polling
places
that
are
needed
to
accommodate
election
day
turnout,
staffing
for
the
polls
and
how
technology
could
be
better
leveraged
to
decrease
time
spent
in
line
waiting
to
vote.
G
Additionally,
there
are
implications
about
how
the
city
can
continue
to
nudge
voters
to
consider
other
options
and
advocate
expanded
convenience
like
true
early
voting
on
the
right
side
of
the
slide.
Our
data
about
the
composition
of
our
core
of
election
judges.
Here
we
are
specifically
focusing
on
self-reported
data
about
the
percentage
of
judges
that
identify
as
white
and
those
that
identify
as
being
a
person
of
color
in
the
2018
gubernatorial
general
election,
roughly
75
percent
of
election
judges
identified
as
white.
G
That
means
that
less
than
1/4
of
our
total
number
of
election
judges
who
responded
identified
with
a
different
race
or
ethnicity,
also,
it's
important
to
note
that
this
data
is
not
validated
and
that
about
1/3
of
the
total
number
of
our
election
judges
do
not
answer
our
questions,
so
it's
not
complete
data
that
we're
providing
here.
These
data
are
not
entirely
accurate,
but
anecdotally.
It
appears
to
be
representative
of
the
full
work
force
that
we
have.
G
It
is
a
large
workforce
and
remember
that
we
employ
anywhere
between
1500
and
2500
judges,
seasonal
staffers
and
temporary
workers
for
each
election.
So
it's
a
goal
not
only
helping
to
make
sure
that
our
polls
look
like
the
communities
that
they're
serving,
but
it
also
does
connect
with
some
of
the
city's
other
strategic
goals
around
workforce
training
and
jobs
development.
G
This
is
a
method
of
measuring
turnout
based
on
an
algorithm
that
attempts
to
identify
those
citizens
who
voted
as
well
as
the
potential
eligible
pool
of
citizens
who
did
not
vote
so
in
this
slide,
we're
showing
the
sieve
app
turnout
for
the
2016
and
2018
primaries
and
general
elections,
as
well
as
the
2017
municipal
general
election,
and,
as
you
can
see,
our
highest
turnout
was
in
2016,
which
is
the
last
presidential
election
year.
That's
not
surprising.
G
We
typically
have
the
highest
turnout
in
presidential
elections
in
2016
Minneapolis
achieved
a
seventy
two
point:
five
percent
turnout,
as
measured
by
the
cpap
formula
that
reflected
a
site
decrease.
However,
compared
to
the
2012
presidential
election,
when
the
city
achieved
approximately
77
percent
turnout.
G
Clearly
many
a
politic
voting
very
seriously,
we've
been
fortunate
to
have
policy
makers
who
actively
support
our
work
to
maximize
access
to
the
ballot
for
all
voters.
As
the
extension
of
that
work.
Of
course,
we
have
extra
challenges
associated
with
the
2020
census
and
the
subsequent
redistricting
that
will
be
completed
between
2021
and
2022.
With
that,
madam
chair
I've
concluded
my
comments
and
I'm
happy
to
stand
for
questions.
The
committee
might
have
thank.
A
You
very
much
for
this
report.
The
home
committee
chair
in
this
case
council
member
Ellison,
is
unable
to
be
with
us
this
afternoon.
So
I
certainly
available.
All
of
my
colleagues
here
to
some
some
comments
and
questions.
Are
there
any
right
away
there
ways
I'll,
take
the
first
I'll
take
the
first
one.
Mr.
A
Carl,
the
clerk
works
with
IT
to
put
frequently
requested
transactional
data
on
the
open
data
portal
and
I'm
curious,
if
or
rather
how
you
work
with
analytics
team
to
post
the
more
complex
information
through
dashboards
online,
since
we
know
that
the
public
tends
to
prefer
analyze
data
instead
of
raw
data.
So
did
you
want
to
talk
about
that?
A
little
madam.
G
H
You,
madam
chair
council,
members,
Christopher
Omaha
from
the
assistant
city
clerk
and
their
records
and
information
management
division.
As
mr.
Karle
indicated,
we
do
have
a
great
relationship
with
IT
involve
the
department's
because
they
are
critical
partners
in
obtaining
the
data
and
making
it
available
to
requesters.
H
So
the
data
analytics
team
in
particular
has
been
extremely
helpful
to
provide
meaningful
ways
to
for
the
citizens
to
access
data
online.
So
we
do
partner
with
them,
but
also
with
departments
and
many
departments
have
their
own
initiatives
to
make
more
and
more
information
available.
Online
I
think
one
of
the
one
of
the
ways
we
look
at
the
trends
and
requests
going
upward.
It's
great
that
people
are
engaging
with
us
to
get
more
data
we'd
like
to
see
that
number.
H
This
decrease,
not
because
people
are
getting
lost
data,
but
because
we're
making
more
data
available,
proactively.
I
think
some
great
examples
have
happened.
In
the
last
several
years.
The
police
police
stops
dashboards.
The
police
have
been
doing
a
great
job
on
getting
a
lot
of
that
information
out
in
partnership
with
IT.
The
the
increasing
amounts
of
information,
regulatory
services
and
business
licensing
are
going
up
and
these
are
just
helping
stop
requests
from
coming
in,
because
people
are
able
to
instantly
get
what
they
need.
H
So
we
have
a
process
where
we're
generally
monitoring
the
types
of
requests
that
come
in
and
identifying
improvements
to.
Can
we
get
that
data
to
people
faster
or
ideally,
proactively,
and
we
meet
every
two
weeks
with
IT
data
analytics
seem
to
to
really
drill
down
on
how
we
can
how
we
can
achieve
this
goal.
E
Thank
You
chair.
So
how
do
we
reconcile
that
sort
of
theory
that
I
like
believe
it
and
intuitively?
It
makes
sense
to
me
and
I
love
the
transparency
of
the
dashboards
that
they
will
stop
requests
from
coming
in,
because
people
can
find
the
information
that
they
want
with
the
dramatic
increase
in
requests
coming
in.
It
feels
like
we've
been
we've
been
increasing
our
dashboard
availability
and
all
of
the
sort
of
accessibility
in
a
lot
of
this
data
and
still
seeing
a
huge
number
of
requests.
G
Madam
chair
councilmember,
Fletcher's
point
I,
think
to
sort
of
frame
it
and
and
then
allow
mr.
Omaha,
who
works
very
closely
with
the
team.
I
think
in
reconciling
the
question
would
be.
We
are
putting
more
raw
data
sets
through
the
open
data
portal,
and
our
experience
has
shown
that
the
majority
of
people
are
not
necessarily
choosing
to
go
after
raw
data.
When
data
is
contextualized,
when
it
is
visualized,
it
makes
sense
to
them.
G
They
can
start
to
interpret
and
understand
the
data
better,
and
so
that's
a
fairly
new
effort
on
our
part
to
start
working
to,
say,
okay,
take
this
raw
data
set
and
make
it
make
it
make
sense
for
the
public
for
a
layperson.
What
does
that
mean?
How
does
it
look
like
put
it
on
a
map
stretch
that
out
do
comparisons,
that's
relatively
new
and
there
are
limited
capacities
both
within
IT
and
in
the
departments
to
visualize
and
contextualize
the
data.
G
So
as
we
get
more
experience,
I
think
what
we
have
found
is
that,
for
example,
with
the
police,
stop
data
dashboard,
more
access,
more
hits
to
that
site
have
occurred
since
that
was
created
as
a
visualized
set
than
before
was
simply
raw
data.
So
it's
working
with
IT
to
go,
okay,
which
of
the
data
sets
we
have
out.
There
now
are
highly
desirable,
are
asked
for
the
most,
and
so
we
track
regularly
and
meet
with
them.
These
are
the
data
sets
that
are
being
requested
most
frequently.
G
H
Only
thing
I'd
like
to
add
madam
chair
councilman
Fletcher,
is
that
as
we're
providing
more
data
and
as
people
able
to
get
data
faster,
that's
not
necessarily
going
to
decrease
him
under
request,
because
people
want
even
more
did
the
more
data
there
is
as
a
in
this
can
drive
to
have
data.
That's
available
to
conduct
analysis
to
do
due
diligence
for
business
to
for
academics,
to
use
as
they're
they're
studying
you
know,
cities
function
so
I,
don't
think.
There's
going
to
be
a
day
when
we're
gonna
wake
up.
A
My
next
question
is
about
elections.
I
want
to
point
out
that
we
don't
have
any
this
year,
we're
going
to
have
three
elections
next
year.
Three
of
them
turnout
is
continually
growing,
which
is
amazing.
Thank
you
for
everything
you've
done
to
contribute
to
that.
How
do
you
think
mr.
Karl?
We
can
accommodate
this
increased
demand
from
your
department
and.
G
Here
again,
the
expert
would
be
our
director
of
Elections
miss
Locklear
ronsen,
as
she
comes
up
to
offer
her
perspective.
I
would
say
in
a
high-level
working
with
policymakers,
we've
been
fortunate
to
add
precincts
to
subdivide,
to
find
better
locations.
We've
really
promoted
early
voting
as
an
option
which
offsets
the
Election
Day
voting.
We
promoted
convenience
options,
vote
by
mail
vote
in
person
and
other
forum
that
actually
take
the
ballot
to
the
people.
G
As
you
know,
we've
engaged
also
in
a
lot
of
community
outreach
in
terms
of
not
just
making
the
ballot
accessible
but
proactively,
reaching
out
to
communities
that
historically
have
not
been
engaged
or
are
underrepresented.
Finding
people
who
can
act,
as
trusted
ambassadors
on
our
behalf,
to
engage
and
bring
the
community
out
and
the
more
that
we
can
engage
and
anticipate
and
address
early
voting
as
an
option
and
encourage
people
to
consider
that
as
an
option
a
meaningful
option,
then
the
impact
on
Election
Day
is
decreased.
I
I
Partnership
is
going
to
be
critical.
We
are
on
a
lot
of
different
workgroups
to
leverage
it.
We
are
currently
Jeane
outreach
with
our
co
partners
at
NCR
for
2020
census
to
leverage
that,
while
the
census
is
important,
so
is
the
upcoming
election.
So,
as
you
redistricting
so
the
more,
we
can
engage
our
sister
departments,
as
well
as
the
support
from
the
City
Council
to
get
that
information
out
and
also
the
civil
civic
literacy,
why
it
is
important
to
do
these
various
functions
that
will
be
one
of
our
higher
priorities
for
the
upcoming
years.
I
Consistency
and
support
in
early
voting
will
be
critical
in
the
incoming
years
to
support
legislative
change
at
the
state
level
for
true
early
voting,
as
mr.
Karle
has
said.
Mr.
Casey
Carl
has
said,
and
also
permanent
or
more
flexibility
and
identifying
where
those
early
vote
sites
are
well
in
advance,
so
that
we
can
strategically
prepare
staffing,
as
well
as
the
outreach
of
those
locations
for
each
of
the
election
cycles.
Mr.
I
It's
always
going
to
be
variable
based
on
the
type
of
the
election.
How
much
activity
is
on
the
ballot
as
far
as
an
open
seat,
if
there's
any
active
questions,
etc,
those
are
out
of
our
hands.
What
we
can
do
is
educate
more
of
the
population
that
doesn't
see
this
as
an
important
part
of
their
life
through
civic
literacy
and
to
be
able
to
provide
them
with
that
information
of
why
it's
important
and
why
to
participate
in
this
process.
I
That
will
help
increase
the
engagement,
but
we
can
never
guarantee
they
will
actually
vote,
but
our
consistent
engagement
so
far
has
increased
and,
oh
it's
our
core
program.
Thank
you.
We
are
in
the
process
of
expanding
and
promoting
our
core
program,
which
is
the
charitable
organization
for
election
recruitment.
We
are
considering
other
venues
in
which
we
can
generate
that
voter
outreach
through
perhaps
through
grants,
for
example,
of
leveraging
those
in
the
community
to
help
understand
and
educate,
because
they're
already
in
the
community.
It
also
will
help
fundraise
and
support
organizations
in
general.
I
A
Ties
into
some
of
the
efforts
that
I
know
have
been
happening
over
time
in
the
clerk's
office
and
I'm
hoping
you
could
speak
to
them.
What
resources
have
been
required
so
that
the
clerk's
office
can
diversify
our
election
judge
Poole
and
has
that
has
the
return
on
investment
matched
your
expectations.
I
A
Questions
from
my
colleagues
then
the
last
question
I
have
goes
back
to
data
requests.
The
number
of
formal
records
requests
has
increased
significantly,
as
you
pointed
out,
and
I
get
that.
Ideally,
we
would
see
a
decrease
in
that
when
people
feel
comfortable
with
the
amount
of
information
online,
but
what's
the
optimal
staffing
level,
I
wonder-
and
this
is
something
that
we've
heard
at
listening
sessions
even
this
last
week,
and
that
was
more
about
police
records
requests,
but
I
think
it's
an
important
conversation
to
have
is
what
is
the
optimal
staffing
level?
A
G
Gonna
ask
mr.
Olaf
to
address
that.
I
have
an
overhead
that
I
can
put
up
here.
That
I
think
graphically
shows.
As
I
mentioned
in
my
comments,
it's
been
very
difficult
for
us.
We
do
not
have
the
adequate
permanent
resources
and
we
have
experienced
or
we've
been
experimenting
the
past
year,
or
so,
with
a
number
of
contractors,
hiring
very
specialized
people
with
legal
backgrounds
who
are
helping
with
document
review,
redaction
and
preparation
processes,
but
it's
very
difficult
to
attract
these
temporary
workers.
It's
very
hard
to
keep
them.
G
We've
had
turnover
we're
in
the
middle
of
getting
new
systems
on
board.
There
are
learning
curves
with
those
systems,
and
so
one
of
the
things
we've
tried
to
do
is
rather
than
simply
ask
for
positions,
is
to
think
more
long-term
about
what
would
be
that
appropriate
number
so
using
these
contractors
to
find
out
how
many
documents
can
review
on
average,
what's
the
backlog?
How
long
does
it
take
both
between
transactional
requests
and
managed
requests
so
that
we
can
come
forward
in
the
future
with
a
more
realistic
number
about?
G
We
think
this
is
the
kind
of
permanent
arrangement
we
would
need.
I
mentioned
in
my
comments
to
that,
although
the
our
data
in
our
report
didn't
reflect
police
data
requests,
we
meet
with
them
routinely,
I
think
it's
every
other
week
we
meet
with
the
police
department.
We
made
every
other
week
with
the
communications
department
handle
media
requests.
G
We
made
every
other
week
with
the
IT
analytics
department,
so
a
lot
of
meetings
across
the
enterprise
to
make
sure
that
we're
doing
our
best,
but
the
team
at
the
throw
mop
has
is
three
people,
one
of
which
is
currently
vacant,
but
under
recruitment
and
three
people
to
handle
an
organization
of
22
departments,
4,000
employees
and
the
number
of
data
requests
we
get
is
a
stretch
that
might
be
good
enough.
Thank.
A
G
A
Mr.
Smith
I
am
unsure
is
there's
been
some
flux
of
having
reg
services
next
or
the
Audit
Committee
next.
Thank
you.
Council
member
Goodman
has
been
able
to
join
us,
so,
whichever
of
you
wishes
to
go
next
would
work
well.
I
am
only
director
Bigby
in
the
room,
so
I'm
gonna
turn
it
over
to
her
and
ask
that
you
go
find
our
egg
services
team
I.
H
A
To
point
out
to
my
colleagues
that
after
today,
well
it
will
be
halfway
through
all
of
these
results.
Result
metrics
will
have
been
11
departments
and
will
have
11
more
to
do
so.
Well.
That
will
include
a
couple
of
big
ones.
We're
well
on
our
way
here
and
I
really
appreciate
your
involvement.
Direct
your
baby
welcome,
Thank.
J
You
chair
Palmisano
committee
members,
I'm
ginger
Digby,
director
of
the
internal
audit
department
and
I,
will
go
through
our
results
for
you.
This
is
our
first
results
report,
so
our
first
page
looks
great
we're
all
in
the
green,
but
we're
only
comparing
to
one
prior
year
and
we
had.
We
started
with
I
believe
two
FTE
and
2017
and
built
up
to
four
and
2018.
So
were
four
now.
J
Our
performance
summary
we
are
trying
to
report
right
now
by
counting
the
number
of
audits
and
consultations
completed.
That's
not
necessarily
measuring
the
value
that
we
add
so
we're
trying
to
think
of
new
and
innovative
ways
to
report
value.
Add
in
our
next
row
of
report.
For
now
our
number
of
completed
audits
and
consultations
have
increased
nearly
50
percent
from
2017
to
2018
and
that's
just
dude
I
think
to
the
size
of
staff.
J
We've
identified
new
audit
issues
because
of
the
additional
audits
that
we've
completed
we've
increased
our
investigative
events
and
I
think
that
this
is
really
key.
Having
capacity
on
staff
to
follow
up
and
we
have
fraud,
tips,
I'd
say
75
to
80.
Percent
of
our
complaints
are
HR
related.
However,
they
often
include
a
fraud
allegation
and
we
definitely
need
capacity
in
the
city
to
follow
up
on
those
fraud.
Allegations
to
identify
and
detect
fraud,
follow
up
on
fraud
and
then
do
the
internal
control
review.
J
So
that's
what
the
internal
audit
department
is
doing
now
is
participating
in
some
fraud
investigations
and,
most
importantly,
I
following
up
on
the
control
environment.
So
if
you
have,
for
example,
if
funds
are
misappropriated,
we
want
to
make
sure
that,
however,
that
opportunity
enabled
that
event
to
happen
that
we
prevent
that
from
happening
again.
J
Our
workforce
diversity,
we
don't
show
the
numbers
because
we
have
less
than
five,
but
we
are
currently
achieving
all
diversity
measures,
gender
and
racial
diversity.
On
our
team
we
had
41%
people
of
color
and
forty-five
percent
women
in
2018,
but
we
have
exceeded
that
in
2019
spending
with
diverse
suppliers.
Our
key
IT
consultant
is
a
minority-owned
business,
but
they
do
not
have
gender
diversity,
and
that
has
been
the
same
consultant
for
four
years.
Our
contract
for
IT
and
cybersecurity
audits
exceeds
the
hundred
and
seventy-five
thousand
for
the
target
market
program.
J
However,
the
target
market
program
members
are
invited
to
to
bid,
so
we
did
an
RFP
this
year
for
new
IT
and
cybersecurity
consultants,
but
none
of
the
target
market
applied
and
I
assume,
because
they're
not
large
enough
to
have
the
capacity
to
handle
the
city's
IT
and
cyber
security
audits.
We
did
have
a
number
of
large
companies
and
small
companies
apply,
so
we
decided
to
choose
a
pool
of
vendors,
so
we
did
choose
a
small,
diverse
vendor
and
a
large
vendor
for
our
IT
and
cyber
security
audit
services.
I
think
we
also
think
it's
important.
J
J
Another
key
priority
is
consultations.
Consultations
may
be
a
suggestion
for
an
internal
audit
to
help
management
with
a
process.
That's
under
development
or
a
policy
that's
under
development.
So
we
don't
make
management
decisions,
we
don't
draft
policies,
we
don't
draft
frameworks,
but
we
add
value
in
pulling
in
outside
resources
and
identifying
risks.
So
management
may
be
developing
as
developing
a
system,
and
maybe
they
haven't
designed
segregation
of
duties
for
that
system.
So
it's
more
efficient.
If
we
identify
those
shortcomings,
upfront
and
management
has
a
chance
to
fix
it
before
they
implement
the
system.
J
So
that's
a
value
add
for
consultations.
Often
management
will
ask
us
for
a
consultation
or
the
City.
Council
may
suggest
one
and
it
could
be
for
any
number
of
programs
or
initiatives
that
are
under
development.
So
right
now
we're
engaged
in
one
with
MPD
and
HR.
That
is
the
equity
and
police
recruiting,
and
it's
just
been
a
wonderful
experience,
bringing
diverse
stakeholders
together
and
coming
up
identifying
problems
and
coming
up
with
some
solutions,
so
spoiler
alert.
You
can
tune
in
to
the
June
10th
audit
committee
and
see
the
results
of
that
consultation.
J
We
present
that
to
the
Audit
Committee
and
we
state
the
name
of
the
audit
report,
what
issue
it
is
and
what
department
is
responsible
for
that
when
we
first
started
tracking,
we
had
a
number
of
overdue
issues
and
by
the
next
audit
committee
we
had
zero
overdue
issues.
So
I
think
that
helps
management
place.
The
appropriate
priority
on
closing
those
issues.
J
J
This
slide
illustrates
the
number
of
issues
followed
up
again.
I
don't
place
too
much
importance
on
the
number
of
issues
to
me,
an
audit
report
with
ten
low-risk
issues
is
not
as
effective
as
an
audit
report
with
one
issue
that,
where
you're
really
getting
to
the
root
cause
of
the
problem
and
you've
identified
the
key
risk,
so
I
think
a
better
measure
is
how
many
issues
are
open
or,
more
importantly,
how
many
are
overdue.
I
also
wanted
to
mention.
We
work
with
management.
J
If
there
are
overdue
issues,
if
management
just
hasn't
prioritized
it,
the
issue
will
still
remain
will
be
reported
as
overdue.
If
management-
and
this
recently
happened
within
an
IT
issue,
if
management
is
remediating
it
but
needs
the
assistance
from
the
vendor
and
it's
running
a
little
long,
maybe
they
need
an
another
month,
then
we
can
extend
the
due
date
30
days
or
60
days.
Whatever
is
needed.
J
This
is
a
metric
that
we
just
created.
It
shows
the
number
of
investigations
that
had
some
internal
control
follow-up
in
2017
and
then
in
2018.
We
make
that
a
priority
when
we
participate
in
fraud
and
investigation.
Internal
control
follow-up
is
required,
so
it
should
be
even
on
the
next
report.
The
number
of
investigations
should
equal
the
number
of
internal
control,
follow-up
events.
J
We're
also
looking
at
better
ways
that
we
can
express
the
level
of
risk
to
the
audit
committee
so
just
saying
how
many
issues
are
still
open
and
whether
they're
low
moderate
or
high.
It
gives
you
some
of
the
picture,
but
we're
thinking
of
ways
that
maybe
we
can
use
the
heat
map
and
show
but
risk
level
that
Department
has
on
overall
and
then
how
many
open
issues
that
entire
department
has
and
I
think
that
would
be
give
us
a
better
picture
of
risk.
J
Overall
we're
also
looking
at
trying
to
make
our
risk
assessment
process
more
data-driven,
so
risk
assessments
generally
generally
rely
on
management
feedback
data
from
past
audits,
open
audit
issues,
City
Council
and
mayor
feedback.
But
now
there
are
other
data
points
that
we
can
collect
and
start
using
data
to
enhance
our
risk
assessment
process,
and
our
risk
assessment
process
is
now
a
rolling
plan
where
we
can
account
for
emerging
risks.
As
things
happen,
things
hit
the
the
media.
J
A
I
want
to
thank
you
for
for
involving
this
department
in
this
process.
It's
an
important
one,
I,
don't
see
any
questions
or
comments.
Thank
you.
I
do
chair
your
home
committee,
director,
Big
B,
so
I
will
just
go
ahead
and
start
in
terms
of
audits
and
investigations.
I.
We
see
a
lot
of
increased
audits
and
investigations
from
one
year
to
the
other
here,
even
despite
the
department
having
a
fair
amount
of
employee
turnover.
So
can
you
help
us
appreciate
what
internal
audit
has
done
to
maintain
this
high
standard?
J
J
Those
processes,
professional
standards,
require
periodic
peer
review
and
you
have
to
have
been
following
the
standards
for
a
time
in
order
to
pass
peer
review
so
later
this
year,
we're
going
to
do
a
self
assist
self-assessment
for
compliance
with
those
standards
and
then
we'll
remediating
gaps
that
we
identify
and
the
next
year.
We
hope
to
have
our
first
peer
review.
J
We
also
participate
in
some
fraud
investigations
and
we're
interested
in
assessing
internal
controls
relevant
to
all
fraud
investigations
to
ensure
any
control,
grant,
gaps
and
weaknesses
are
corrected.
I
think
one
way
to
ensure
quality
over
time
is
always
assessing
the
control
environment.
After
we
identify
issues
whatever
type
of
audit
engagement,
we're
working
on.
J
What
else
do
I
want
to
mention
we're
also
looking
at
slowly
adding
FTE
over
time,
so
I
think
to
to
build
stability
in
the
department?
We
don't
want
to
just
ask
for
a
lot
of
additional
ft
it
all
at
once,
so
we're
balancing
adding
FTE
with
having
a
pull
of
vendors
that
have
more
capacity
to
support
our
complex
work.
J
I
also
wanted
to
mention
that
over
time,
this
departments
been
up
and
running
again,
I
think
since
2010,
so
we've
had
just
a
steady
number
of
separations
one
in
2011,
one
in
2013,
one
in
2014,
one
in
2015,
zero
in
2016
and
2017,
one
in
2018,
one
and
2019.
That
probably
will
continue
over
time.
I
think
that's
how
its
averaging
out
so
I
think.
Having
that
pole,
vendors
that
have
quality
and
capacity
will
help
us
fill
needs
over
time.
Thank.
A
You
I
do
want
to
point
out
that
you
thought
companies
of
audits
and
the
tracking
and
the
way
that
you
have
expanded
our
tracking
models
in
ways
that
the
Audit
Committee
can
see
and
appreciate.
I
think
it
has
led
to
more
compliance
with
people
closing
issues,
and
it
certainly
led
to
an
increased
ability
on
our
side
on
audit
to
be
able
to
have
visibility
into
the
work
being
done.
So.
Thank
you
very
much
for
that.
I,
don't
see
any
further
questions,
so
we'll
move
on
to
our
next
department.
Thanks
for
your
time.
K
Good
afternoon,
madam
chair
members
of
the
committee,
thank
you
for
inviting
me
to
be
here
today
as
I
work
through
the
report.
I
am
planning
to
address
a
number
of
the
questions
that
came
to
our
department
via
the
coordinators
office
analysis
or
through
this
body
as
I
go
I'm.
Also
answering
any
questions
that
I
think
may
arise
from
the
performance
summary
and,
if
I
miss
anything
at
the
end,
please
do
I'll
be
able
to
stand
for
questions.
K
A
K
K
Though
the
department's
composition
does
not
yet
meet
the
city's
goal
of
41%
people
of
color,
we
have
made
significant
strides
on
this
metric,
rising
from
20%
in
2009
to
36%
and
2018.
During
the
same
period,
our
female
participation
in
the
department
has
dropped
slightly
from
49
percent
to
46
percent.
We
prioritize
workforce
diversity
and
making
sure
that
regulatory
services
is
a
department
where
people
feel
included
and
welcomed.
We
do
this
in
a
couple
of
ways
through
prioritizing
our
hiring
and
promoting.
K
K
I
will
hiring
an
important
retention
is
equally
so,
and
one
of
the
most
important
retention
strategies
that
we
have
is
our
equity
inclusion
team,
which
is
an
extremely
active
team
in
the
department
in
the
city.
I
rely
on
it
deeply.
This
team
hosts
events.
They
participate
in
internal
policy
development
such
as
cultural
agility,
development
plans
for
every
employee
in
the
department,
and
they
create
a
safe
place
for
employees
to
come
and
discuss
what's
happening
and
to
process.
K
We
are
meeting
our
diverse
supplier
goals
with
both
minority-owned
businesses
and
women-owned
suppliers.
We
are
strategizing
for
our
prior
strategies
to
prioritize
out
of
our
spending.
While
we
work
within
the
target
market
program
and
purchasing
rules,
we
have
also
been
really
lucky
in
having
diverse
suppliers,
who
are
our
largest
contracts
that
are
also
bidding
lower,
and
so
this
is
something
where
the
measures
look
really
good
and
it's
something
that
could
change
in
the
future.
K
Should
those
bids
change
our
current
largest
diverse
suppliers
are
our
nuisance
abatement
contractor
and
a
private
veterinarian
that
we
contract
with
veterinarian
services.
We
contract
us
moving
on
to
Department
priority
is
one
of
the
things
we've
been
asked
to
do
as
part
of
the
budget
and
as
part
of
results.
K
Reporting
is
to
consider
things
that
we
should
either
stop
doing
or
adjust
how
we
do
them,
and
our
analysis
of
abandoned
vehicles
suggests
that
it
falls
into
this
category,
which
is
why
I'm
bringing
it
forward
to
this
report
today
if
it
takes
a-
and
it
takes
a
few
metrics
to
really
understand
how
this
process
works.
So
before
we
walk
through
the
slide,
though
I
want
to
clarify
what
vehicles
are
included
in
the
analysis.
These
are
not
inoperable
vehicles,
nor
are
they
vehicles
that
are
parked
illegally
or
considered
to
be
a
safety
hazard.
K
These
are
vehicles
that
have
simply
been
parked
legally,
but
on
the
street
for
too
long
as
you
can
see
from
the
flowchart,
the
top
of
the
slide
each
abandoned
vehicle
has
the
potential
for
four
touch
points
with
the
city,
beginning
with
a
three
one,
one
call
and
ultimately
culminating
with
a
ticket
and
the
tow.
The
entire
process
takes
at
least
three
days
from
start
to
finish
and
often
takes
much
longer
the
middle
chart.
There
shows
the
complete
outcomes
over
time
and
you
can
see
that
overall,
the
complaints
of
almost
in
the
last
five
years.
K
Currently
they
make
up
about
50%
of
all
of
the
complaints
that
come
in
to
traffic
control.
The
blue
bar
shows
that
many
of
these
vehicles
are
moved
between
when
the
complaint
is
under
noon,
to
3,
1
1
and
when
our
agent
shows
up
on
the
scene
to
validate
it.
The
vast
majority
are
moved
by
the
second
visit
and
only
15
point.
4
percent
of
the
initial
complaints
received
a
ticket
and
a
tow
in
2018.
K
K
We
have
found
that
Minneapolis
is
portion
of
the
total
tickets
issued
in
2018
was
about
42,000
dollars,
and
once
we
subtracted
the
percentage
that
are
never
recovered
or
are
dismissed
by
their
court,
we
calculate
the
value
to
be
around
eight
and
a
half
thousand
dollars.
Eight
point:
six
thousand
dollars.
All
of
this
occurs
within
a
context
of
rising
pressures
on
traffic
control
as
an
organization
parking
violation,
complaints
have
also
nearly
doubled
in
the
past
five
years,
and
ours
in
the
field
have
grown
by
57
percent
in
the
same
period.
K
So
the
department
is
exploring
changing
our
practice
of
considering
vehicles
abandoned
after
72
hours
and
studying
alternate
policy
recommendations
and
their
impacts
both
intended
and
potentially
unintended
impacts
of
this
and
we're
at
the
beginning
stages
of
this
work.
But
I
wanted
to
introduce
you
to
it.
I.
D
You
manager,
shadow
toward
for
keeping
consistent
with
the
so
have
the
largest
amount
of
3-1-1
calls.
So
I
was
just
curious
because
you
had
mentioned
a
study
around
the
72-hour
component
and
it
was
just
starting,
but
you
have
a
timeline
of
when
that
will
compete
completed
and
when
policy
recommendations
will
be
brought
forward.
K
Through
the
chair
comes
from
our
Cunningham
I'm,
afraid
I,
don't
have
that
timeline
for
you
here,
where
intermixing
and
among
all
the
other
policy
work
that
we're
doing
as
a
department.
Part
of
introducing
it
also
was
to
do,
is
to
see
what
the
policy
appetite
was
for
this.
For
this
work
to
happen
and.
D
K
E
This
means
that
it's
pretty
safe
for
them
to
a
been
in
their
vehicle
till
Friday
afternoon
and
and
we
won't
have
gotten
to
them
by
the
time
we
call
about
them
on
Wednesday
and
wait
the
72
hours,
and
so
there's
a
set
of
driving
behaviors
that
if,
if
our
revised
policy
can
start
to
impact
the
way,
people
are
using
parking,
I
think
that
would
be
a
welcome
change.
So
please
keep
in
touch
as
as
that
progresses.
K
A
priority
area
in
2018
that
continues
to
build
in
2019
is
a
people
centered
approach
to
residential
inspections,
while
staff
are
all
staff
are
expected
to
recognize
the
inherent
dignity
and
people
and
that
their
enforcement
actions
have
very
real
impacts
on
residents.
The
department
has
two
programs
that
dive
more
deeply
into
complex
and
nuanced
situations.
We
will
talk
some
some
about
the
homeowner
navigation
programs.
Programmatic
results
later
in
the
presentation,
but
I
also
wanted
to
included
here
as
part
of
an
overall
mentality
shift.
K
The
program
began.
Collecting
demographic
information
on
their
participants,
so
we
will
be
able
to
understand
other
socio-economic
and
demographic
trends
in
the
residents
that
they
serve
in
2018.
The
department
also
created
tenant
navigator
roles
in
both
housing
and
fire
inspections
to
address
complex
situations
involving
renters
brought
in
whenever
the
city
is
taking
an
action
that
could
impact
the
renters
housing
stability
or
if
the
renter
has
indicated
a
fear
of
retaliation,
the
tenant
navigators
engage
directly
with
the
resident
and
then
the
property
owner
in
order
to
understand
and
help
resolve
the
situation.
K
As
you
can
read
in
the
case
study,
that's
included
there.
The
cases
can
also
involve
connecting
the
resident
with
legal
services
with
staff
in
the
roles
beginning
mid-quarter
2018.
We
are
already
seeing
results
with
more
than
30
cases.
Impacted,
comprehensive
tracking
systems
are
being
built
for
both
of
these
programs
so
that
we
can
better
understand
who
we
are
serving
and
whether
we're
meeting
our
goals
of
increasing
housing,
stability
and
livability.
K
So
we're
looking
at
tracking
things
like
which
inspectors
are
utilizing
these
services,
since
these
are
both
referral
programs
where
cases
are
located
geographically,
demographics
of
the
renter
or
the
property
owner,
whether
tenant
navigator
cases
cluster
by
property,
owner
and
caius
outcomes.
The
impacts
of
both
programs
extend
beyond
these
individual
cases.
These
staff
have
appeared
on
cultural
radio
shows
that
answered
live
calls.
They
attempt
community
meetings
and
they
have
built
and
are
continuing
to
build
networks
within
the
community,
identifying
gaps
in
coverage
and
creating
innovative
partnerships
to
fill
them.
K
So
to
transition
out
of
our
our
priority,
slides
it
into
the
the
budget
program
areas
will
start
with
housing
inspection
services.
As
you
can
see
in
the
chart
on
the
left,
the
number
of
three
mon
complaints
has
decreased
from
2017,
driven
by
a
decrease
in
our
exterior
nuisance.
Complaints
on
the
right
chart.
You
can
see
that
the
percent
of
the
three-on-one
complaints
that
were
resolved
within
the
service
level
has
dropped
in
many
has
dropped
in
many
of
the
cases
when
Elms
rolled
out
in
late
2016.
K
There
was
a
change
in
the
point
in
the
process
when
an
Elms
case
was
closed
in
the
system,
but
no
change
in
the
accompanying
SLA.
This
was
a
misstep
that
the
the
city
that
the
city
made
so
prior
to
the
system
launched
three
online
complaints
were
closed
as
soon
as
the
inspector
either
founded
the
violation
or
found
that
there
was
no
violation
and
now
they
stay
open
until
the
case
is
closed.
The
entire
case
is
closed.
Occasionally
or
sometimes
this
can
go
all
the
way
through
an
appeal.
K
So
we
try
to
correct
a
number
of
you'll
see
in
both
housing
and
fires.
Sla
is
last
fall,
but
because
of
an
anticipated
large
system
upgrades
to
Elms
that
work
was
put
on
hold.
That
upgrade
has
happened
this
month,
happy
to
report
and
I
hope
to
have
movement
on
this
process
soon,
so
that
we
can
get
these
back
into
alignment.
K
K
Our
overall
number
of
housing
inspections
has
increased
from
2017,
due
in
large
part,
to
a
substantial
increase
in
rental
licensing
inspections
in
2017
we
performed
just
over
nineteen
hundred
rental
licensing
inspections
with
this
group
and
in
2018
it
was
over
seven
thousand
rental.
Licensing
cases
are
the
most
complicated
to
perform
and
to
enter
in
our
system,
which
takes
quite
a
bit
of
time
and
resources
in
2017,
as
inspectors
were
learning
the
system.
There
was
a
disproportionate
focus,
then,
on
nuisance
inspections,
this
changed
in
2018
and
is
carrying
forward
in
2019.
K
Looking
at
the
chart
on
the
right,
we
dropped
to
two
insights
from
the
overall
number
of
housing
code
violations
that
were
found.
First,
we
can
see
that
the
increase
in
rental
licensing
inspections
resulted
in
an
accompanying
increase
in
interior
and
exterior
violations.
This
would
make
sense.
Second,
there
was
also
a
small
in
magnitude,
but
significant
in
scale
increase
of
miscellaneous
violations.
This
segment
is
where
the
short-term
rental
violations
would
show
up
are
categorized,
and
that
was
approximately
300.
K
The
number
of
buildings
in
our
vacant
building
registration
program
continues
to
decline,
likely
tied
to
a
strong
housing
market
when
a
property
comes
on
to
the
vacant
building
registration,
we
refer
to
it
as
VBR,
the
VBR
list,
or
the
ownership
of
that
property
changes.
Staff
proactively
engaged
with
the
owners
to
make
sure
they
understand
the
impacts
of
being
part
of
the
program
and
the
ways
such
as
through
a
restoration
agreement
that
we
can
help
them
to
bring
the
property
back
into
code,
compliance
and
back
onto
the
housing
market.
K
Restoration
agreements
are
attractive
options
for
real
estate
investors,
who
may
not
have
the
capital
to
pay
both
our
fee
and
complete
the
repairs.
There
are
other
investors,
however,
for
whom
this
option
isn't
as
attractive.
Perhaps
the
Vijeta
fee
has
been
paid
as
part
of
their
closing
costs,
or
they
just
simply
have
the
resources
to
do
both
the
city's
vacant.
Building
ordinance
does
not
limit
to
the
duration
of
time
that
a
property
can
be
on
the
list
and
as
its
privately
owned
property.
K
If
the
property
owner
is
maintaining
the
building
and
is
paying
the
taxes,
this
is,
we
cannot
compel
them
to
rehabilitate
or
sell
the
property,
though
both
the
number
of
properties
and
restoration
agreements
are
trending
downward.
There
were
only
three
percent
fewer
restoration
agreements
in
2018
compared
to
2017,
and
we
attribute
this
in
both
two
properties:
moving
more
quickly
off
the
list
with
the
strong
housing
market
and
having
alternate
tools
as
well.
So
a
property
owner
may
decide
that
Hennepin
County's
5ik
redemption
program
is
a
better
option
for
them.
K
As
we
as
we
are
highlighting
additional
options
for
property
owners,
they
are,
they
are
accepting
different
missions.
One
important
piece
on
the
second
chart
that
I
especially
notice,
is
the
blue
line,
and
you
can
see
that
the
average
length
of
time
in
the
program
has
dropped
from
an
all-time
from
2014
of
30
months,
but
even
between
2017
and
2018,
from
22
down
to
17
months,
and
these
are
five
months
that
are
reclaimed
back
into
the
housing
market
per
average
property.
Our
focus
is
on
properties
that
have
been
on
the
list.
K
K
Moving
on
to
traffic
control,
the
number
of
parking
and
abandoned
vehicle
complaints
have
nearly
doubled
in
the
last
five
years,
with
an
average
thirteen
and
a
half
percent
jump
between
seven
2017
and
2018,
as
I
mentioned,
and
our
focus
on
abandoned
vehicles
earlier,
this
trend
has
continued
to
is
expected
to
continue
rather
in
2019,
and
while
the
number
of
complaints
and
calls
has
risen
drastically,
we've
not
seen
a
significant
drop
in
our
SL
A's,
such
as
in
housing
inspections.
There
is
an
SLA
story
here
as
well
about
the
different
one.
K
The
SL
A's
for
these
calls
were
set
more
than
a
decade
ago,
when
the
process
was
paper
and
agents
needed
to
drive
back
to
pick
up
their
complaints.
Our
official
SLA
is
range
from
five
to
fourteen
days,
but
they
do
not
match
our
internal
goals.
For
instance,
our
goal
is
to
respond
to
all
parking
complaints
within
24
hours
and
urgent
ones
within
one
hour,
whereas
the
SLA
for
these
is
five
days,
we're
we
to
measure
our
internal
goals.
K
In
work
hours
by
activity,
the
total
hours
are
comparable
to
previous
years.
Within
the
years
you
will
see
some
variability
most
notably
for
2018
at
the
Super
Bowl,
which
increased
special
event
hours
by
about
15
1600.
We
see
a
similar
story
in
the
number
of
tickets
issued
results,
for
both
of
these
measures
are
not
only
a
function
of
the
work
available,
but
also
of
how
we
prioritize
the
divisions.
Work.
K
Increased
attention
to
traffic
flow,
especially
for
special
events,
for
example,
impacts
a
bit
availability
of
staff
to
educate
and
enforce
in
the
rest
of
the
city
late
in
2017.
Moving
on
to
the
right-hand
side
of
the
page,
here,
the
in
2017
the
department
began
offering
warnings
and
specific
situations
in
lieu
of
parking
tickets.
Warnings
can
be
issued
for
any
violation.
K
Animal
Care
and
Control
has
two
main
arms
to
its
operations
with
a
shelter
work
and
the
field
operations.
The
first
measure
on
page
13
shows
our
shelter
outcomes,
though
there
was
a
drop
in
intake
in
2018
when
compared
to
2017
you'll
note
that
both
quantities
are
still
within
the
normal
trend
bounds
every
year.
K
Janine's
evaluate
all
of
these
animals
to
determine
whether
they
can
be
adopted
or
what
appropriate
placement
would
be.
All
dogs,
cats
and
other
path,
pets
and
max
custody
that
are
healthy
and
safe
are
offered
to
the
general
public
for
adoption.
Those
with
behavioral
or
medical
issues
that
are
treatable
are
offered
to
rescue
partners,
including
no-kill
shelters,
so
that
they
can
find
appropriate
new
homes.
K
Max
2018
euthanasia
rate
falls
from
25
percent
to
19
percent
dangerous
animals
moving
to
the
right
hand,
side
of
the
page
here,
dangerous
animals
are
an
important
link
between
max
shelter
and
the
field.
The
division
has
a
strong
protocol
for
determining
whether
dogs,
which
have
bitten
or
demonstrated
aggression,
should
be
designated
as
dangerous
or
potentially
dangerous.
K
We
also
have
a
very
strong
protocol
for
once
that
designation
is
made
and
what
kind
of
standards
the
owners
need
to
have
or
keep
in
order
to
house
those
animals
and
make
sure
that
the
animals
are
safe
and
that
the
public
is
safe.
If
you
add
together,
the
three
numbers
in
the
funnel
chart
on
the
right,
you'll
see
the
total
number
of
dogs
a
bit
over
the
course
of
five
years.
It's
twelve
hundred
and
twenty
seven.
K
C
K
Through
the
chair
comes
member
jenkins,
I
will
answer
and
then
invite
caroline
hair
fields
to
respond.
If
there
is
something
more
complete
that
needs
to
be
needs
to
be
said,
we
do
have
a
relationship
with
the
dnr.
We
routinely
would
refer
animals
to
them
and
refer
callers
to
the
dnr
as
well.
Should
there
be
an
incident,
reported
Mac
often
gets
calls
about
these
animals
and
requests
to
come
and
and
and
handle
them
and
refer
those
to
the
Dean
anything
else.
K
L
You
murders,
Mac,
does
have
a
good
relationship
with
the
DNR,
but
our
primary
responsibilities
for
domestic
and
as
where,
as
there
is
for
wildlife
and
a
lot
of
the
wildlife
we
actually
don't
have
authority
to
handle
unless
they're,
sick
or
injured.
So
Mac
well
because
of
the
public
safety
threat,
handle
all
the
sick
and
injured
wildlife.
But
as
far
as
wildlife
is
living
in
the
city,
they
just
live
here
and
they
adapt
very
well
to
the
city.
L
We
do
advise
people
on
how
to
avoid
contact
with
wildlife
like
don't
allow
your
trash
to
sit
out
of
your
dirty
burrows
this
hour.
That
will
attract
wildlife,
basically
to
the
free
buffet,
but
we
have
to
learn
to
cohabitate
with
wildlife,
because
they're
already
here,
the
DNR
actually
are
the
regulator's
of
wildlife.
So
we
only
handle
the
sick
or
injured
to
protect
public
safety
and
health
and
Mac.
But
we
do
work
closely
with
the
Br.
C
All
right,
yeah,
no
I,
think
you
just
saw
what
I
mean
I
just
know
that
mean
times
I
mean
these
animals
create
traffic
concerns
safety
issues
for
four
different
communities,
and
then
we
have
to
somehow
manage
that
right.
L
And-
and
we
do
if
there's
a
if
there's
a
serious
public
safety
risk
we
will
assist,
but
the
DNR
are
the
agency,
that's
tasked
with
like,
for
example,
the
turkeys
are
actually
federally
protected,
so
we
couldn't
just
go
in
and
remove
a
perfectly
healthy
turkey
from
the
community.
That's
something
the
DNR
would
have
to
do.
C
M
I
M
Can't
in
someone
can
do
something
about
that:
it's
the
wildlife
rehabilitation
center,
the
DNR
probably
isn't
going
to
just
come
and
remove
animals,
and
when
they
do,
the
outcome
is
usually
not
good.
So
if
there's
a
deer,
I
have
a
lot
of
that
problem
crossing
the
street
to
eat
some
of
these
tulips
they're
not
going
to
come
and
capture
the
deer
and
move
it
to
a
place
where
it
might
not
come
back
to.
M
K
Mm-Hmm
through
the
chair
comes
from
our
Cunningham.
We
do
have
a
number
of
owners
who
bring
in
their
pets
to
be
euthanized
because
it
is
expensive
to
do,
and
then
this
is
a
public
service
that
we
can
provide.
Additionally,
we
have
owners
who
bring
in
pets
who
are
just
very
ill
and
may
they
might
well.
They
may
not
directly
request
euthanasia.
The
evaluation
from
our
veterinarian
says
that
that
is
the
most
appropriate
and
humane
course
to
take
great.
D
K
K
Through
the
chair,
councilmember
Cunningham,
so
there
are
a
couple
of
different
ways
that
the
situation
can
play
out
if
an
animal
has
bitten
and
is
going
to
be
declared
dangerous
or
potentially
dangerous.
The
process
follows
designations
that
are
played
out
by
this
stage,
so
the
state
actually
defines
what
those
terms
mean.
So
the
animals
are
reviewed,
we'll
have
a
report
of
the
aggressive
incident
or
the
or
the
bites
that
occurred,
and
additionally,
previous
known
issues
with
the
animal
will
be
reviewed.
K
We
don't
look
at
how
the
animal
acts
in
the
shelter,
because
we
know
that
most
dogs
are
fearful
in
the
shelter
and
they're
stressed
in
that
setting,
and
it's
also
not
indicative.
That's
nothing
to
do
with
the
incident
that
occurred.
It's
separate
from
that.
If
an
animal
is
declared,
that
does
not
mean
that
it
is
euthanized.
D
C
D
Great
I
just
wanted
to
bring
that
to
focus
attention,
because
typically
research
has
shown
that
if
there's
animal
cruelty
and
abuse
that's
happening,
it's
often
connected
to
other
crimes
that
are
happening
and
so
so
having
a
really
strong
investigations.
Unit
within
this
division
is
really
key.
You
around
Public
Safety
and
then
the
last
piece
I
want
to
just
raise
and
praise
the
domestic
violence
program.
That's
in
in
the
in
the
Mac.
Could
you
speak
a
little
bit
more
to
that
and
then
how
that's
been
utilized
during
that
during
its
pilot
phase?
Certainly.
K
Sure
Palmisano
cut
super
cunningham.
This
is
a
program
which
is
beloved
within
the
department
as
well.
So
if
there
is
a
victim
of
domestic
violence
who
has
a
pet
and
is
feels
like,
they
cannot
relocate
themselves
and
with
themselves
out
of
the
situation,
because
they
don't
want
to
leave
this
animal
behind,
because
we
know
that
pets
are
not
allowed
into
shelters.
We
will
take
that
animal
and
we
will
house
that
animal
for
a
period
of
time
until
the
more
permanent
situation
can
be
put
in
place
for
for
that
family.
D
D
But
she
folks
were
like
she's
own
rule.
You
know
like
like
that
was
kind
of
the
story
that
came
in
and
like
she's,
a
big
old
baby,
50
pound
baby,
but
I'm
so
grateful
to
my
husband
and
I
are
grateful
to
have
her
as
addition
to
our
family,
so
I
recommend
folks,
if
you're
feeling,
like
you,
want
to
add
to
your
family,
stop
by
Mac.
Thank.
K
D
K
K
So,
moving
on
to
three
one,
one:
complaints
within
Mac
you'll
see
that
there's
a
sizable
drop
in
liveability
calls
in
2018.
This
is
attributed
to
a
contract
that
the
department
put
in
place
with
an
outside
vendor
to
clean
up
deceased
wildlife
that
continues
to
respond
to
requests
for
dogs
and
cats
who
have
been
hit
by
a
car
or
have
otherwise
died.
K
The
division
continues
to
meet
its
300
SLA
goals,
which
are
11
days
for
livability
complaints
such
as
barking,
loose
dogs
permits
or
licenses
and
four
days
for
public
health
complaints,
secured
injured
animals
and
exotic
animals
and,
like
other
regulatory
services,
divisions
Mac,
is
reviewing
its
SLA
s
against
its
current
business
practices
and
internal
goals.
To
ensure
that
the
numbers
are
reflective
of
the
expectations
that
the
public
has
for
us
and
that
we
have
of
ourselves.
K
On
the
right
hand,
side
of
the
page
you'll
see
that
our
percent
of
3-1-1
complaints
resolved
within
the
service
level
agreement
as
with
housing
when
elms
world
out
there
was
a
change
in
the
point
of
the
process
when
the
301
complaint
was
closed,
but
no
change
in
the
SLA
itself,
and
now
that
the
Elms
upgrade
is
completed.
I'm.
Looking
forward
to
making
progress
on
that.
Additionally,
the
division
has
completed
cross-training
with
staff
to
conduct
residential
commercial
and
mixed
use,
building
inspections,
so
that
one
staff
can
do
both.
K
K
All
of
these
changes
have
brought
us
a
better
understanding
of
the
conditions
of
high
occupancy
residential
buildings
and
provided
important
opportunities
to
connect
with
renters
and
get
upstream
of
3-1-1
complaints,
as
we
might
expect.
Moving
onto
the
right-hand
side
of
the
page.
The
overall
number
of
fire
code
violations
has
kept
pace
with
the
increase
in
overall
inspections
and
familiarity
with
Elms
assisted
this,
as
well
as
the
increased
staffing
levels
in
the
division.
K
We
see
a
similar
story
in
the
overall
number
of
fire
inspections
by
building
type
with
with
numbers
up
significantly
due
to
staff
familiarity
with
alumns
increased
staffing
levels
and
the
cross-training.
The
number
is
proportionally
similar
to
prior
years
and
is
on
par
with
2015.
The
middle
graph
shows
the
permits
issued
where
the
overall
number
is
down
slightly
from
2017.
This
is
reactionary
work
and
we
feel
that
even
accounting
for
the
Super
Bowl,
the
numbers
are
not
significantly
inconsistent
with
previous
years.
K
This
permit
data,
of
course,
only
accounts
for
those
issued
by
regulatory
services
as
businesses
start
and
expand
and
complex
projects
come
through
the
city
system.
There
are
additional
touch
points
and
other
departments
and
I
was
asked
to
provide
a
little
bit
of
additional
information
on
permits
in
looking
at
fizz's
three
major
fire
prevention
permits,
which
are
sprinklers
alarm
and
suppression.
Roughly
two-thirds
were
issued
in
wards
three
and
seven,
and
the
rest
of
the
wards
were
fairly
uniform,
ranging
from
one
to
six
percent
of
the
the
overall
permit
volume.
K
As
we
see
business
and
residential
growth
outside
of
the
downtown
corridor.
We
may
see
this
trend
shift.
The
time
needed
to
approve
each
permit
is
dependent
upon
the
complexity
of
the
plans
and
the
size
of
the
building.
The
median
number
of
inspections
required
was
three
in
2017
and
2018,
and
it
was
about
two
to
three
weeks
to
approve
range
from
two
to
three
weeks
to
make
those
approvals.
K
K
Moving
on
to
operations
and
engagement,
this
newly
merged
division
has
both
an
internal
department
focus
and
an
external
focus,
and
the
measures
included
in
this
report
speak
to
some
of
the
externally
focused
work,
beginning
with
our
Administrative
Hearings
program,
which
the
department
oversees
for
six
city
departments.
We
see
that
there
was
an
increase
in
citations
Appeals.
The
outcome
proportions
remain
consistent
with
about
6
percent
of
citations,
dismissed
by
the
hearing
officers.
K
This
program
continues
to
expand
its
reach,
adding
additional
types
of
citations
to
its
roster
and
2018,
for
instance,
safe
and
sick
time,
contract
compliance
and
minimum
wage
were
all
added
to
it.
Well,
the
chart
on
the
left
looks
at
the
program
as
a
whole.
The
one
on
the
right
looks
at
the
citations
that
were
peeled
of
the
citations
issued
within
regulatory
services,
and
we
can
see
this
percentage
continues
to
decrease.
We
attribute
this
decrease
to
both
better
orders.
It
can
and
continued
education
calls
about.
K
As
discussed
earlier
in
the
presentation,
the
the
homeowner
navigation
program,
our
HNP
works
with
seniors
veterans,
disabled
people
and
low-income
homeowners
to
help
them
abate,
their
housing
orders
and
stay
in
their
homes.
It
does
not
have
direct
resources,
but
instead
draws
on
available
resources
from
the
community.
The
program
works
with
city,
county
and
spanned,
the
state,
including
community
groups,
government
agencies
and
nonprofit
organizations
and
with
elms
the
opportunity
arose
to
formally
track
HMP
cases
replacing
the
previous
practice
of
Excel
spreadsheets.
K
This
resulted
in
a
large
data
cleanup
effort
in
2017,
which
you
can
see
from
the
number
of
closed
cases
that
here
we
moving
to
the
right.
You
can
see
that
we
have
intendant's
increased
at
community
events
from
2017,
with
a
focus
on
more
events
on
the
topic
of
revocations
and
the
effect
on
renters
who
live
in
those
in
those
situations.
In
those
buildings.
E
You
chiponis
on
going
back
to
the
traffic
control
for
a
minute.
One
of
the
things
I'm
curious
about
is
obviously
it
makes
a
lot
of
sense
that
when
you
get
complaints
about
parking
through
three
one
one
by
the
time
you
get
there
often
that
person
is
not
I'm
still
going
to
be
parked.
There
are
you
using
that
data
to
direct
we're?
C
K
Through
the
chair,
councilmember
Fletcher
traffic
control
agents
are
all
assigned
parts
of
the
city
to
patrol
and
the
numbers
of
agents
assigned
to
a
particular
area
on
a
particular
day
at
a
particular
hour,
sometimes
even
are
determined
by
what
is
happening
or
what
traditionally
is
happening
in
that
area.
So,
there's
a
number
of
factors
that
go
into
that
and
and
call
volume
would
be
one
of
them
great.
E
D
E
E
K
A
K
Chair
Palmisano,
now
the
results
work
has
been
wrapped
up.
This
is
something
that
I'm
very
interested
in
getting
started
on.
It
is
a
it's
a
little
bit
of
a
different
story
for
each
agency
or
for
each
of
division
because,
for
instance,
our
essays
that
are
dependent
upon
our
alum
system
is
not
as
straightforward
necessarily
as
those
from
traffic
control
that
are
not
so
that
dopes
come
directly
through
login
and
so
in
terms
of
timelines
on
them.
I
don't
know
we're
working
through
all
of
that,
but
this
is
a
priority
of
mine.
Thank
you.
A
The
last
question
I
have
is
about
fire
inspection
services
in
2018.
The
number
of
inspections
and
code
violations
found
increased
rather
significantly
in
68
percent
and
46
percent
respectively,
and
the
responses
to
3,
1
1,
complaints
with
SLA
is
continues
to
trend
in
an
upward
direction.
So
can
you
help
us
mention
some
of
the
efforts
that
have
been
made
to
improve
the
fire
inspection
services?
Performance
I?
Think
it's
a
positive
story.
A
K
You
yes
chair
Palmisano,
it
is
I.
We
tribute
this
to
a
combination
of
factors.
It
is
that
we
are
now
understanding,
Elms
and
able
to
work
in
it
better.
We
have
additional
capacity
thanks
to
the
efforts
of
the
mayor
and
the
City
Council,
with
two
additional
fire
inspectors
hired
and
and
working,
and
we
decided
to
use
one
of
those
inspector
positions
for
complaints
and
created
an
actual
another
complaint
division,
so
allocating
our
resources
to
prioritize
those
additionally
that
cross-training
that
I
referenced,
there's
just
ripple
effects
throughout
the
division,
based
on
that
added
capacity.
A
Thank
you
without
any
other
questions
for
my
colleagues.
I
want
to
thank
you
all
for
being
here,
Thank
You,
mr.
mayor
for
being
here,
I'm
going
to
move
to
receive
and
file
all
four
of
these
departmental
reports.
Today,
that's
finance
and
property
services,
audit
regulatory
services
in
the
City
Clerk's
office,
all
those
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries
and
our
meeting
is
adjourned
for
today.
Thank
you.