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From YouTube: October 24, 2019 Budget Committee - Afternoon
Description
Minneapolis Budget Committee Meeting - Intergovernmental Relations, Neighborhood & Community Relations, Information Technology, Human , Finance & Property Services, Capital and Debt Service
A
Welcome
back
to
the
staff
turn-ins
Budget
Committee,
my
name
is
Lenny.
Palmisano
I'd
share
this
committee
and
with
me
here
on
the
dais
this
afternoon,
our
council
members,
Jenkins
Fletcher,
Cunningham,
Schrader
and
Johnson
I.
Imagine
we
will
have
more
as
they
filter
back
after
lunch
right
before
we
broke.
We
did
have
a
bit
of
a
mix-up
and
we
want
to
yield
the
floor
to
director
gene
Ranieri.
To
give
a
brief
presentation
about
intergovernmental
relations.
Welcome
director,
veneering
items.
B
Here
in
committee
members,
thank
you
very
much.
My
name
is
gene
Ranieri
and
the
director
of
government
relations
for
the
city.
I
think
our
first
slide
will
show
what
we
are
test
to
do.
We
do
report
we
are
in
the
coordinators
office.
We
have
maybe
four
major
functions
and
they
include
government
relations,
which
means
federal
state,
Metropolitan,
Council,
airports,
Commission.
We
spend
a
lot
of
time
in
developing
policies,
legislation
for
your
approval
to
bring
to
the
capital
or
to
the
Met
Council
and
sometimes
even
to
the
federal
government.
B
We
also
are
involved
with
some
of
you
work
with
us
in
some
of
those
issues.
For
example,
two
of
our
council
members,
one
serves
on
two
ligaments
Otis
cities
and
another
serves
on
metro
cities,
councilmember
Fletcher's
on
Metro
city's
council
member
Johnson's
on
the
Lincoln
Minnesota
cities.
So
it
is
a
really
good
idea,
what's
happening
at
the
regional
level
and
at
the
state
level
we
also
as
a
staff
attend
all
the
meetings
of.
C
B
Policy
committees
during
the
year
and
I
have
the
honor
to
serve
on
the
committee
on
the
metro.
Cities
can
be
two
because
we
have
two
members
government
relations
right
now.
The
major
issue
is
getting
ready
for
the
2020
session.
We
are
brought
some
information
yesterday
to
our
committee.
We
will
continue
to
work
on
our
program
and
have
it
ready
before
the
end
of
November
in
regional
relationships
and
partnerships.
B
B
B
We
have
a
legislative
or
a
policy
team
of
city
of
city
staff
members
who
meet
with
us
during
this
during
this
summer
and
during
the
session
all
year
round,
where
we
go
over
issues,
and
we
can
use
these
folks
as
area
experts,
they
can
help
us
at
they'll,
either
the
Capitol
or
at
the
Met
Council
or
at
the
Mac,
and
every
city
department
contributes
someone
to
their
time
to
us
and
during
the
session
we
use
them
in
terms
of
grants
management.
Mr.
B
Bauer
runs
that
organization
what
he
does
there
is
making
sure
we
comply
with
federal
regulations
and
can
receive
federal
funding,
particularly
the
community
development.
Suite
of
funds
that
includes
CDBG,
I,
think
we're
in
the
year
4747
the
emergency
shelter
grants
a
home
grant
and
HOPWA,
and
when
you
look
at
the
budget,
there
is
an
increase
in
federal
funds
and
basically
a
throw.
B
They
also
help
with
technical
assistance,
the
city
departments
to
apply
for
third
row
state
and
we're
seeing
more
and
more
private
foundations
reaching
out
making
C's
eligible
for
certain
activities
and
then
an
enterprise
policy
support.
This
is
basically
a
area
where
we
serve
on
workgroups
for
the
city,
for
example,
we
were
involved
in
the
Community
Action
Program.
We
still
are.
We
are
involved
in
the
lock
and
dam
issues.
We
have
people
sitting
on
the
short-term
rental
work
group
and
several
others.
So
we
do
have
a
eight
person,
seven
person
staff.
We
are
authorized.
B
A
C
You,
chair
Palmisano
and
council
members
good
afternoon,
I'm,
David
rivet
or
the
director
of
the
neighborhood
and
community
relations
department,
with
the
city
of
Minneapolis
and
today
I'm
here
to
present
the
mayor's
2020
budget
recommendations
for
our
department.
You
can
find
the
mayor's
or
the
recommended
budget
on
pages
323
through
332
of
the
mayor's
budget
book,
just
first
of
all,
starting
up
a
little
bit
of
an
overview
with
the
NCR
Department.
We
are
really
proud
of
you,
charged
with
providing
strategic
support
for
this
enterprise,
as
community
engagement
needs.
C
We
work
extensively
with
the
city's
neighborhood
organizations,
as
well
as
a
lot
of
the
community
partners
that
we
have
in
order
to
build
better
relationships
between
the
city
and
the
community
in
order
to
share
information,
as
well
as
provide
equitable
access
to
city
program
services
and
the
city's
decision
making
process.
So
whether
it's
through
our
world-class
neighborhood
system
or
through
our
cultural
engagement
work
with
many
of
our
community
partners.
C
We
recognize
that
people
engage
in
many
different
ways,
and
so
we
have
employed
a
number
of
different
strategies,
strategies
which
I'll
talk
about
in
a
minute
in
order
to
really
make
sure
that
we're
reaching
everybody
in
our
city.
Sometimes
our
work
is
visibly
out
front
as
we
lead
to
different
projects,
but
more
often
you're
going
to
find
us
working
in
collaboration
with
apartments
and
other
neighborhood
organizations
more
behind
the
scenes.
C
In
supporting
the
work
that
they're
doing,
we
adhere
to
the
International
Association
of
public
participation
framework
to
provide
consistency
and
support
for
authentic
engagement,
while
providing
training
and
support
for
the
city
departments
and
community
members,
and
one
of
the
things
that
we
have
really
seen
in
the
last
several
years
is
the
use
of
the
department
by
other
city
departments
has
grown
considerably
and
as
I'm
talking
today.
Hopefully,
that
will
be
reflected
in
some
of
my
talking
points,
just
real
quickly.
I'm
touching
base
on
how
the
department
is
organized.
C
Most
of
our
staff
actually
report
directly
to
the
deputy
director.
We
have
our
community
engagement,
I
receives
me,
our
community
specialists
and
our
neighborhoods
working
together
as
a
team.
We
also
have
our
office
of
immigrant
and
refugee
affairs,
which
is
a
new
addition
to
the
department,
and
then
we
have
our
internal
services
manager,
which
supports
the
connecting
this
work
with
the
taking
the
lead
on
working
with
other
city
departments.
C
The
language
access
work,
as
well
as
the
office
of
community,
the
office
of
our
immigrant
and
Refugee
Affairs
under
one
department
working
on
all
these
access
issues,
and
all
these
engagement
issues
for
the
city
collectively
is
like
no
other
department
that
I'm
aware
of
in
the
United
States.
So
this
is
a
very
unique
model,
so
I'm
going
to
spend
a
couple
of
minutes
before
you
actually
getting
into
the
budget
changes
and
the
our
current
budget
just
really
kind
of
giving
a
highlight,
and
some
of
the
things
that
we
actually
do.
C
Our
budget
is
organized
into
three
functional
areas
on
the
first
of
which
is
access
and
outreach,
so
we
support
the
city's
ability
to
meet
federally
to
meet
the
federally
mandated
civil
rights
and
accessibility
requirements
such
as
Americans
with
Disabilities
Act
and
the
limited
English
proficiency
plans
and
oftentimes.
With
the
leadership
of
the
council.
We
have
been
able
to
exceed
federal
requirements.
We
ensure
that
non-english
speaking
residents
have
access
to
language
resources,
a
service
that
has
grown
by
over
150
percent
in
the
last
five
years,
and
we
anticipate
that
this.
C
This
demand
and
this
need
for
the
service
is
going
to
continue
to
grow
in
2020
and
beyond.
We
also
have
worked
with
the
communications
department
in
the
city
clerk
to
improve
accessibility
for
our
disabled
community
to
be
able
to
participate
in
this
year
on,
as
we've
announced
that
several
times
now
that
we're
going
to
be
able
to
have
the
City
Council
meetings
be
closed.
Open
captions
gives
me
and
caption
for
our
deaf
and
hard-of-hearing
residents.
C
The
newly
established
office
of
immigrant
and
refugee
affairs
works
with
a
lot
of
community
partners
and
elected
officials
to
make
sure
that
we
have
a
proactive
agenda
on
supporting
our
immigrant
and
Refugee
community
needs
and
this
program.
This
budget
program
also
includes
the
American
Indian
communities
MOU,
the
Memorandum
of
Understanding
in
the
one
Minneapolis
fund.
C
As
part
of
this
work,
we
really
focus
in
on
also
building
the
capacity
of
other
city
staff
in
order
to
do
good
engagement
work,
and
so
we
started
a
couple
years
ago
what
we
call
our
Learning
Labs,
which
are
really
about
building
cultural
awareness
and
cultural,
appropriate
engagement
strategies
with
the
immigrant
refugee
disabled
community,
as
well
as
by
POC
communities.
This
work
has
grown
a
lot
we
last
year
alone,
we
had
228
individuals
attend
the
Learning
Labs,
that's
about
a
68
percent
increase
this
year,
where
we're
going
to
break
that
number
as
well.
C
We
are
this
year
and
we'll
be
continuing
to
next
year,
collaborate
with
the
City
Clerk's
office
in
communications,
to
really
increase
participation
for
under
engage
residents,
particularly
renters
youth
and
by
pod
communities,
with
the
upcoming
2020
census
and
with
the
2020
collections.
I
have
to
say
this
is
going
to
be
a
major
focus
of
the
department.
It
is
right
now
and
will
continue
to
be
through
them.
Geordie
of
2020.
A
lot
of
our
resources
are
going
behind
this
to
really
increase
us,
because
we
believe
this
is
a
strong
equity
issue
for
our
community.
C
Just
a
couple
other
examples.
Last
year
we
implemented
actually
in
2008
yeah
2018.
We
implemented
a
new
portal
on
city
talk
in
order
to
provide
better
access
for
city
departments,
to
our
resources,
and
so
far
in
2019
we've
had
38.
Engagement
requests
come
through
that
portal,
and
so
that's
how
it's
been
serving
as
a
good
way
for
departments
to
be
able
to
access
our
work
and
know
how
to
use
our
resources.
Some
examples
that
have
come
from
that.
C
Just
to
give
you
an
idea
of
the
range
have
included
the
trans
gender
equity
summit,
Sabitha
knee
and
Nokomis
healthy
aging
events.
We've
worked
on
the
conversion
therapy,
ban,
ordinance
and
vision
zero.
We
also
do
a
number
of
other
kind
of
like
specialty
projects
around
the
city
in
order
to
improve
relations
with
the
community,
and
one
of
the
things
that
are
just
really
very,
very
happy
with
is
that,
with
our
new
Chief
of
Police,
we've
been
working
very
closely
with
them
to
build
better
relationships
between
the
community
and
the
police
department.
C
An
example
of
that
would
be.
We
have
ongoing
what
are
called
barbershop
conversations
with
the
police
chief
who
actually
goes
out
into
the
community.
We
set
up
the
the
events
he
goes
out
and
meets
with
the
community.
It's
an
open
forum,
we've
done
for
those
so
far
this
year
and
we're
going
to
continue
to
do
that.
We've
found
those
and
I
think
he's
found
those
to
be
very
successful,
successful
Sydney.
Our
final
budget
program
is
the
neighborhood
engagement
and
support
services.
C
This
is
what
the
area
where
we
support
our
70s
70
neighborhood
organizations
in
the
city,
where
the
neighborhood
based
priority
setting
planning
and
the
implementation
take
place.
This
program
area
includes
the
money
that
goes
out
through
the
community
participation
program,
as
well
as
the
neighborhood
revitalization
program.
It
includes
some
staffing
and
it
also
includes
the
support
services
that
we
offer
and
provide
to
neighborhoods,
which
includes
board
training
directors
that
offers
insurance
auditing
legal
support,
conflict
management
among
a
number
of
others.
C
Thanks
for
the
indulging
me
and
giving
a
little
bit
of
background
of
what
we
do,
jumping
into
our
2020
budget
and
a
current
service
level,
there's
a
number
of
changes,
you'll
see
in
our
budget
and
I'll
highlight
those
in
a
second.
But
basically
our
service
level
in
2020
is
going
to
be
very
similar
to
what
it
was
in
2019.
C
There
is
no
FTE
increase,
we're
maintaining
the
current
FTE,
but
the
changes
that
you're
going
to
see
are
regarding
more
one-time
funding
changes
so
just
to
bring
up
the
the
summary
of
the
changes
between
2019
and
2020
access
and
outreach,
and
the
coordinated
and
engagement
services
both
have
a
29
percent
decrease
in
funding.
That's
the
access
and
outreach
reduction
is
due
to
one-time
allocation
that
we
receive
in
2019
for
the
closed
captioning
for
the
captioning
service.
Excuse
me
for
the
city
council
meeting
meetings,
and
so
that's
a
one-time
expenditure.
C
The
coordinated
engagement
services
reductions
are
based
on
the
2020
census,
work
which
was
allocated
in
2019,
but
that
work
is
clearly
carrying
forward
into
2020,
but
from
a
budget
standpoint
it
was,
it
was
placed
in
2019.
You
do
see
on
there.
There's
a
significant
increase
17.3%
to
be
exact
on
the
neighborhood
engagement
and
support.
This
is
an
estimated
number,
as
I
mentioned
in
the
summary
of
the
programming.
Neighborhood
organizations
are
funded
in
this
in
this
program
item
which
includes
the
neighborhood
revitalization
program
NRP,
as
well
as
the
community
participation
program.
C
But
just
because
of
that
notion
we
anticipate
the
level
of
activity
on
that
program
is
going
to
increase
and
thus
it's
been
a
hasn't
been
increased
on
our
budget.
Overall,
our
budget
goes
up
by
nine
point:
seven
percent-
and
that's
entirely
due
to
that
change
regarding
the
anticipated
expenditures
on
the
on
the
neighborhood
programming.
I,
do
want
to
also
get
into
a
bit
on
the
other
funds
category
that
you
see
on
here,
which
is
the
vast
majority
of
the
model,
the
budget
for
our
department.
C
So
all
the
money,
that's
in
the
other
funds
category,
is
coming
from
the
consolidated
tax,
increment
finance
district
and
a
little
bit
of
it
comes
from
CDBG.
This
is
a
level
that's
in
here
and
the
source.
That's
in
here
it's
the
same
as
that
it
has
existed
for
several
years.
Prior,
the
2020
will
be
the
last
party
to
be
2020
will
be
the
last
year
when
both
NCR
programming
and
the
neighborhood
community
depart
community
participation
program
will
be
primarily
funded
by
the
consolidated
TIF.
C
If
that's
a
policy
choice
at
the
City
Council
and
the
mayor
make
at
that
time,
so
I
just
wanted
to
make
that
clear
for
everyone.
Okay,
jumping
into
our
change
items.
We
actually
only
have
to
change
items
there,
they're
pretty
straightforward
change
items,
but
very
important.
Both
of
these
are
actually
regarding
direct
services
that
are
provided
to
residents
through
community
partners
that
we
work
with.
Both
of
these
are
one-time
change
items.
The
first
one
is
for
aging
support
services.
C
Currently,
we
have
twenty
thousand
eighty
thousand
dollars
in
our
budget
in
2019
for
aging
support
services,
it's
a
one-time
allocation
and
what
that
allocation
we've
actually
contracted
with
for
direct
service
providers
across
the
city
that
provide
a
variety
of
services
for
primarily
diverse
and
mostly
elderly
residents.
These
residents
are
both
homeowners
and
renters,
and
predominantly
single
female-headed
households
most
are
low-income
or
fixed
income
and
the
services
that
these
programs
provide
help
residents
age
in
place
and
stay
in
their
homes.
C
Services
include,
but
are
not
limited
to
chronic
disease
control,
fall
prevention,
assessments,
mental
wellness
assessments,
blood
pressure,
checks
and
transportation.
They
also
work
with
residents
to
connect
them
with
other
types
of
resources
such
as
short
services,
food,
financial
and
health
resources.
This
is
a
one-time
allocation
and
I
have
to
say.
Historically
this
we
have
funded
this
work
for
years,
but
it's
on
at
one
time.
Every
year
we
could
one
time
allocation
to
do
it
and
that
dollar
amount
has
changed
from
year
to
year
and
you
work
from
25,000
up
to
80,000.
C
E
Sure,
and
just
first
of
all,
I
want
to
thank
your
department.
We
recently
put
on
I,
always
put
on
a
healthy
aging
fare
and
with
Nokomis
healthy
seniors,
and
it
was
just
fantastic.
The
outreach
and
services
you're
able
to
provide
doing
that
is
fantastic
success
over
100
folks.
There
also
just
wanted
to
kind
of
point
out
like
well
this.
This
80,000
that
we
put
in
is
a
very
small
amount.
It's
also
there
to
leverage
other
funds
funds
that
are
going
away
next
year.
E
A
huge
amount
of
that
program
is
funded
by
the
county
and
with
their
current
proposed
budget
that
money
goes
away.
So
it's
very
critical
that
we
have
this
in
there
I
mean
I
in
future.
Budgets
I'll
be
pushing
that
this
be
made
not
just
time,
but
an
ongoing
funding
and
I
think
that
we
need
to
look
at
other
ways
we
can
make
put
more
in
there,
especially
in
light
of
the
county
that.
C
You
don't
need
air
flight,
Sheriff,
lighter
by
shareholder
pleasure
and
so
councilmember
ASHRAE
Dorothy
I
appreciate
the
compliment
very
much
I'm
glad
to
hear
that
you
found
us
to
be
very
helpful
with
that
work.
We
and
we
enjoy
putting
on
those
kind
of
events
and
appreciate
your
leadership
and
pulling
that
together.
This
I
think
I
was
remiss
on
that
saying
that
these
funds
actually
do
leverage
a
lot
of
other
funds.
These
organizations
do
a
tremendous
amount
of
work
and
what
we
give
them
their
act.
C
H
You
mr.
chair
I
just
want
to
echo
the
sentiment
of
my
colleague,
councilmember
straighter
on
this
and
I
know
that
we
sent
a
letter
to
the
county
as
well
that
a
number
of
council
members
signed
on
to
asking
them
not
to
cut
their
support
for
these
services,
because
they're
so
vital
to
thousands
of
residents
across
our
city
and
have
literally
saved
lives.
So
I
think
I'm,
not
alone.
H
When
saying
we're,
disappointed
to
see
that
cut
in
their
proposed
budget,
but
are
very
much
interested
in
working
on
how
I
can
make
these
organizations
whole
because
that
cut
represents.
If
you
include
the
match
about
20%
of
a
given
organizations
operating
funds
for
the
year
and
so
has
a
substantial
service
impact
at
a
time
when
our
senior
population
is
only
growing
in
the
city,
so
this
is
vital
work,
that's
being
done.
We
want
to
continue
to
see
that
work
being
done.
H
C
Our
second
change
item
is
also
a
one-time
request,
and
this
is
for
our
office
of
immigrant
and
refugee
affairs
partnership
agreement
fund,
similar
to
the
aging
services
fund.
This
is
really
a
collaboration
between
the
city
and
a
number
of
community
partners
that
do
a
tremendous
amount
of
work
to
support
our
immigrant
refugee
communities
in
the
city.
C
Under
the
leadership
of
the
mayor
and
the
City
Council
last
year,
we
were
able
to
get
the
partnership
fund
established
on
an
ongoing
basis
at
seventy-five
thousand
dollars,
which
is
going
to
make
a
tremendous
difference
in
continuing
to
support
these
organizations
and
the
work
that
they
do
in
the
city
this
year.
We're
asking
for
a
one-time
increase
of
twenty
five
thousand
dollars.
C
I
think
the
work
of
this
of
these
organizations
and
the
work
of
supporting
our
immigrant
and
refugees
will
always
be
there.
We
are
in
particularly
tough
times
right
now,
and
the
demands
on
our
immigrant
refugee
communities
are
like
none
other,
that
we
have
seen
since
the
council
passed
the
original
seventy-five
thousand
dollars
last
year.
We
have
not
seen
in
fact
we
a
decrease
in
the
need
for
these
services.
C
We've
actually
seen
an
increase,
and
so
this
year
we're
looking
for
a
twenty-five
thousand
dollar
bump
up
in
order
to
help
expand
and
continue
to
support
this
work.
So
basically
what
this?
What
this
provides
is
that
it
provides
support
for
our
legal
partners
that
serve
immigrant
and
Refugee
residents
by
ensuring
meaningful
access
to
correct
and
current
information.
C
What
we're
able
to
do
was
a
couple
different
things.
One
is
create
a
Rapid
Response
for
immigration
issues
that
arise
in
ours
in
our
city.
These
organizations
have
agreed
to
work
with
the
city
that,
when
specific
immigration
issues
come
up,
that
require
a
quick
response,
so
they
work
in
collaboration
with
us
in
order
to
get
the
information
out
and
services
out.
For
that
particular
event,
it
also
increases
representation
for
asylum,
defense
removal
proceedings
and
you
visa
applications,
as
well
as
supporting
standing
legal
clinics
and
citizenship
classes.
C
Last
year
in
2018
about
1,600,
minneapolis
residents
were
served
directly
by
this
program
and
nearly
800
so
far
this
year,
as
of
September
of
2019
and
just
kind
of
point
out
to
the
councilmember,
our
Schrader's
point
earlier
about
the
leveraging
aspect
of
this.
In
most
situations
for
an
immigrant
or
refugee,
that's
needing
legal
services,
the
cost
is
running
three
to
five
thousand
dollars
per
person.
So
we
are
through
this
program
in
essence,
helping
to
leverage
a
lot
of
other
money
in
order
to
support
each
individual
that
these
organizations
are
serving.
C
D
I
J
I
There
we
go.
Thank
you,
wait
so
hello,
I'm,
Beth,
cousins,
I'm,
the
deputy
chief
information
officer,
it's
my
pleasure
to
present
the
mayor's
recommended
budget
for
the
information
technology
department,
we're
organized
in
eight
divisions
NIT.
So
we
provide
application
support
for
over
400
applications,
project
management,
cyber
security.
We
have
a
collaboration,
the
small
collaboration
team,
which
supports,
for
example,
the
website
and
the
content
management
system
that
feeds
it.
We
have
an
infrastructure
team
that
provides
computers
and
servers
of
the
network
and
a
death
side
support
team
telecom.
I
We
have
a
data
and
analytics
team,
a
solution,
engineering
team,
a
service
desk
team
and
finally,
a
small
vendor
and
contact
management
team.
These
eight
divisions
roll
up
into
three
programs.
So
we
have
the
decision
support
services
team.
We
have
a
change:
a
decrease
from
2019
to
2020
as
a
result
of
a
one-time
charge,
and
that
was
the
website
project.
I
It's
a
three
point:
eight
percent
increase,
which
is
the
result
of
us
not
spreading
our
administration
costs
across
three
departments,
beginning
in
2020,
we'll
have
all
those
costs
in
one
program
and
so
there's
an
eight
hundred
and
eighty
thousand
dollars,
that's
in
there
for
contract
maintenance
and
licenses,
and
we
also
move
to
two
positions
out
to
the
infrastructure
team.
Okay,
we
have
to
change
items.
I
The
first
is
first
cyber
security,
so
the
volume
and
severity
of
cyber
security
risks
are
increasing
daily.
The
threats
are
really
unacceptable
to
us
and
our
risks
are
not
only
about
losing
data
but
they're
also
about
the
potential
disruption
of
our
entire
computing
environment,
which
would
be
pretty
disastrous
for
us.
Our
current
staffing
level
is
a
director,
a
security,
analyst
and
security
engineer
which
just
isn't
sufficient
for
the
kind
of
work
they
do
around
monitoring
and
forensics,
and
operations
for
all
of
the
protection
of
the
city's
email
applications
network.
I
We
provide
awareness
training
so
that
people
know
to
recognize
phishing
attempts.
For
example,
incident
response
data
loss
prevention,
so
we
intend
to
contribute
$100,000
from
our
managed
services
operating
budget
and
they're,
asking
for
$30,000
in
ongoing
cost
to
fund
one
additional
position.
Any
questions
about
this
one:
okay,.
I
I
But
now
we
need
to
take
on
a
couple
of
additional
steps
to
architect
the
disaster,
recovery
and
processes
and
then
to
implement
and
test
it.
We
are
seeking
four
hundred
and
fifty
thousand
dollars
in
one-time
funds
for
that
and
IT.
In
addition
to
the
four
hundred
it
contributed
for
the
business
impact
analysis
will
contribute
an
additional
hundred
and
fifty
thousand
dollars
from
our
managed
services
contract.
D
Myself,
thank
you
actually
probably
more
about
the
last
one,
although
these
two
kind
of
together
represent
the
sometimes
very
unexcited
but
super
important
part
of
what
IT
does
right
is
making
sure
that
we
have
continuity
and
making
sure
that
we're
protected
and
disasters
and
protecting
from
attacks.
So
thank
you
for
bringing
these
forward
and
I
guess.
I'm
wondering
you
mentioned
that
there's
sort
of
a
there
was
an
analysis
about
a
best
practice
and
sort
of
what
staffing
level
would
be
on
par
for
cyber
security
and
I'm.
D
I
Fletcher
I,
don't
have
with
me
the
exact
number
we
should
be
at
it
does
not
get
us
to
where
we
need
to
be
so.
The
business
impact
analysis
wasn't
to
necessarily
understand
exactly
how
many
people
we
should
have
on
the
cyber
security
team.
However,
in
December
last
year,
I
had
Gartner
come
in
and
do
an
evaluation
of
the
IT
departments
to
help
us
understand
blind
spots
and
where
we
might
be
able
to
improve.
They
identified
two
areas
that
we
are
woefully
under-resourced
and
they
are
cyber
security
and
infrastructure.
I
I
I
G
The
human
resources
department,
through
its
mission
to
attract
and
engage
people
to
serve
our
community,
supports
the
city's
workforce
through
the
lens
of
the
city's
strategic
and
racial
equity
goals
and
action
plans.
In
partnership
with
the
department
leaders,
we
strive
to
create
a
positive
and
meaningful
workplace
experience
for
all
of
our
employees
and
the
four
divisions
that
we
have
are
are
reflected
here.
You
can
change
it.
I
will
now
focus
on
a
couple
of
other
items.
Number
one
is
our
service
level
changes
for
2019,
as
well
as
the
changes
to
our
service
level
for
2020.
G
We
have
to
change
items
for
your
consideration.
First
is
the
technology
around
the
human
capital
management
system?
The
technology
is
the
future
of
work.
Our
common
heat,
our
current
human
resource
capital
management
system,
was
implemented
in
1997
and
is
now
outdated,
costly
and
difficult
to
maintain
the
human
capital
management
system.
Space
has
evolved
at
a
very
rapid
pace.
Now
there
are
integrated
platforms
designed
to
transform
the
way
we
do
work
and
create
an
employee
experience
that
we
need
and
want
at
the
city
of
Minneapolis.
G
With
that
in
mind,
I'd
like
to
share
an
example
of
how
the
city
of
Minneapolis
can
leverage
technology
to
improve
the
employee.
Experience
picture
this.
The
years
2021
you
applied
online
for
a
position
at
the
city
of
the
app
was
using
your
smartphone.
You
interview,
get
the
job
offer
and
receive
the
required
wage
notification
information
with
details
about
your
employment.
Now
it's
time
for
your
first
day
at
work.
What
does
your
first
day
look
like
when
do
you,
when
you
bring
in
the
required
identification
to
complete
your
I-94
and
other
employment
forms?
G
G
Does
your
experience
as
an
employee
confirm
your
decision
to
join
your
team
or
leave
you
with
a
negative
impression
because
of
clunky
paper
driven
processes
and
the
lack
of
onboarding
tools
to
learn
the
duties
in
your
new
role?
How
easy
is
it
to
enter
your
time
schedule
your
shift
change
your
shift
check
your
leave
balances,
enroll
in
city
benefits
or
sign
up
for
direct
deposit?
G
How
do
you
request
for
time
off?
How
do
you
sign
up
for
training
check
your
paid,
learn
about
your
employees
if
you're
a
supervisor
or
make
changes
to
your
benefits
when
you
get
married,
divorce
have
a
baby
removed.
These
are
some
of
the
things
that
are
important
in
today's
workforce
environment
and
it's
critical
that
we
work
to
ensure
that
we
have
the
technology
in
the
workplace
that
measures
up
to
the
technology
outside
of
the
workplace.
G
You
see
it's
not
just
enough
to
provide
a
job
anymore,
helping
employees
do
their
jobs
better
and
more
efficiently,
providing
real-time
data
and
providing
seamless
solutions
to
questions.
That's
the
important
role
that
a
human
capital
management
system
plays.
Please
join
us
on
the
exciting
journey
as
we
select
our
new
system
and
start
the
implementation
process.
Our
request
for
proposals
will
be
released
in
2020
and
our
goal
is
for
the
implementation
to
be
phased
beginning
in
2021.
G
You
see,
our
employees
are
our
greatest
resource
and
we
believe,
with
the
new
human
capital
management
system,
will
providing
the
tools
and
support
to
help
our
valued
employees,
work
smarter
and
more
seamlessly,
as
well
as
building
solutions
for
our
HR
and
payroll
teams
to
more
easily
manage
and
engage
our
most
valuable
asset.
Our
employees,
we
I,
have
one
more
change
item
and
this
is
regarding
a
$50,000
base
cut
that
has
been
applied
to
the
general
fund
operating
budget.
This
concludes
my
presentation
and
I'm
available
to
stand
for
questions.
Thank.
D
A
A
Next,
we'll
have
finance
and
property
services,
and
interim
coordinator
Mark
ruff
will
be
giving
the
presentation,
as
all
my
colleagues
know,
but
we
should
probably
just
say
in
public
for
the
record.
Mr.
F
is
our
CFO.
He
went
through
the
budget
process
as
CFO.
Thus,
the
mayor's
budget
is
reflective
of
his
requests
and
collaboration
for
the
finance
department.
Welcome
mr.
Roth
thank.
J
You,
madam
chair
members
of
the
committee,
my
name
is
Mark
ruff
city's
interim
city
coordinator
speaking,
you
today
to
you
today
about
more
than
250
employees,
who
are
in
finance
and
property
services
great
folks,
and
offer
a
wide
variety
of
internal
services
for
the
city.
The
breadth
of
the
finance
and
property
services
Department
exceeds
oftentimes.
J
What
is
typically
a
finance
department
in
even
larger
cities,
I'm
only
aware
of
like
Boston
having
even
more
encompassed
finance
department
so
on
the
different
divisions
are
listed
on
this
page
Lord
Johnson
is
the
deputy
CFO
oversees
a
significant
part
of
our.
What
I
would
call
the
procure-to-pay
part
of
the
work
that
we
do,
including
the
procurement
area,
revenue
collections,
which
is
primarily
utility
billing,
but
also
other
revenues
that
are
collected
payroll,
a
very
important
part
that
works
closely
with
HR
as
we
work
with
our
different
workforce
contracts
and
then
controller
and
Lyle
Hodges.
J
Our
controllers
here
with
us
today,
Laurie
had
a
death
in
the
family
is
not
able
to
be
here.
Also,
then,
in
terms
of
different
divisions,
investment,
capital
and
debt
you'll
be
hearing
from
my
cable
and
a
little
later.
Today,
our
budget
division
very
important,
led
by
Mikah
inner
mill
development
finance,
which
works
closely
with
cpad
on
projects
that
come
forward
and
have
been
very
involved
in
the
inclusionary
zoning
discussion
led
by
Marc
Winkle
Hague
Property
Services,
which
is
currently
a
vacant
position
that
we
are
advertising
for,
and
risk
management.
J
Part
of
that
project
on
the
side
of
the
City
Hall
renovation,
some
some
news,
I'm,
not
sure
everybody
is
aware
of,
but
certainly
councilmember
Goodman
and
the
mayor
in
their
role
as
NBC
representatives
of
the
council
and
the
mayor's
office.
Yesterday,
at
the
NBC
meeting,
the
board
endorsed
a
switch
of
space
within
City
Hall,
so
the
area
that
is
on
the
other
side
of
the
third
floor,
which
is
the
conciliation
courts,
the
county
will
be
moving
conciliation
courts
out
of
that
space
later
in
2000
20.
J
J
Current
service
level
is
on
two
pages
here.
Our
budget
is
both
general
fund
in
other
funds,
and
other
funds
are
primarily
property
services
so
because
it's
paid
essentially
internal
service
funds,
so
it's
paid
by
both
enterprise
funds
by
some
of
the
special
revenue
funds.
It's
our
way
of
tracking
than
how
we
charge
out
all
of
our
services
for
managing
buildings,
but
pretty
split
pretty
equally
between
those,
so
overall,
more
than
fifty
million
dollars.
J
Certainly
as
I
said,
property
service
is
a
major
part
of
this,
and
then
the
FTEs
are
along
the
right
side
of
both
columns.
We
have
not
too
many
general
changes
and
individual
line
item
budgets.
We've
had
some
one-time
money
that
is
going
away
for
it.
So
example,
revenue
collections
had
some
software
enhancements
that
went
away
from
19
to
21
larger
contract
that
managed
by
the
budget
division.
J
Last
year
is
reduced
of
five
hundred
and
fifty
thousand
dollars
so
other
than
that
pretty
much
inflation,
the
investment
capital
and
debt
I'll
talk
about
a
little
bit
later
as
to
why
that
changes
occurring
so
for
change
items
we
did
our
best
to
not
impact
the
general
fund
tax
levy
as
as
a
department.
The
first
one
is
one-time
dollars.
J
How
far
away
from
the
HVAC
system?
The
heating
and
cooling
system
being
replaced
when
is
this
building
just
functionally
not
going
to
be
working
anymore
and
so
we're
gonna
need,
for
example,
a
new
fire
station.
So
in
the
past
we
oftentimes
as
a
city
of
relied
on
honestly
the
squeaky
wheel
as
a
way
in
terms
of
where
the
loudest
voices
I
think
we
want
to
add
some
element
of
both
clarity
and
prioritization.
J
That
is
based
on
need
not
exclusively,
but
certainly
as
a
starting
point
for
these
to
this
discussion
and
then
I
think
that,
with
that
type
of
data
in
place
and
at
the
same
time,
an
director
inter
Mills
group
and
budget
will
be
overseeing.
This
is
to
expand
that
then
into
all
asset
categories.
So
what
that
means
is
right
now
we
fund
many
of
our
offset
replacements
because
it
has
a
funding
stream
right.
So,
for
example,
we
have
a
variety
of
assets
that
we
provide
funding
through
internal
services.
J
You
know
fleet
as
an
example
on
different
types
of
enterprise
funds
and
so
we're
working
towards,
and
this
is
not
just
going
to
be
a
one-year
project.
This
will
be
a
four
to
five
year
project
to
bring
you
as
elected
officials
the
opportunity
the
way-
and
it's
essentially
many
of
you-
have
talked
to
us
about
digging
into
the
base
right
essentially
and
weighing
what
are
the
overall
funding
of
our
different
asset
replacement,
and
how
does
that
match?
We've
done
to
come
up
with
a
prioritization
of
what
are
the
assets
that
need
to
be
replaced.
J
Okay
and
I'm,
not
here,
to
tell
you
that
anything
is
broken,
I!
Think
generally,
the
city
has
good
infrastructure.
We
are
not
like
other
communities
which
are
30
years
behind,
but
it's
clear,
even
Avenue
walked
into
our
different
facilities
around
the
city,
and
you
see
some
of
the
working
conditions
that
we
are
not
treating.
J
But
this
asset
management
inventory
will
help
inform
that.
It
would
also
then
drive
our
risk
management,
which
is
to
say
how
much
of
our
buildings
should
we
insure?
What's
really
the
actual
cost
of
replacing
this
particular
fire
station
right
now
we
might
be
working
off
of
five
ten
fifteen
year
old
data,
okay,
so
again,
nothing's
in
bad
shape.
J
We've
had
a
couple
of
things
that
have
happened.
One
in
our
utility
billing,
in
particular,
is
more
more
use
of
credit
cards
and
right
now
we
don't
charge
people
more
for
using
a
credit
card
to
pay
a
bill
than
using
direct
deposit
or
ACH
or
cash
okay,
and
we
will
be
evaluating
the
opportunity
to
collect
more
through
a
contract
with
our
credit
card
services,
but
we
need
more
budget
on
the
expenditure
side,
so
we
promise
to
bring
revenue
options
to
offset
this
expense.
J
We
think
that
if
we
don't
do
anything
about
it,
then
the
people
who
use
credit
cards
are
being
subsidized
by
the
people
who
don't
use
credit
cards,
and
so
we
we
need
the
budget
Authority
to
be
paying
more
in
the
credit
cards,
because
the
use
has
been
expanding
so
much,
but
we
also
have,
along
with
us
the
understanding
that
we
need
to
provide
more
revenues
in
order
to
offset
that,
and
the
revenues
can
come
in
a
variety
of
ways.
One
would
just
be
charging
our
enterprise
funds
more.
J
J
You
almost
would
have
to
do
what
the
county
does
when
you
go
to
pay
for
a
license
which
is
to
pay
for
your
bill
and
then
have
a
second
bill
that
pays
for
the
charges
on
the
credit
card,
we're
trying
to
find
a
more
seamless
way
and
a
less
inconvenient
way,
but
ultimately
that
would
be
one
of
the
options
that
we'll
be
bringing
forward
to
you
again,
not
an
impact
on
the
general
fund
budget
at
all
this,
because
it's
primarily
enterprise
funds.
It's
it's
not
a
property
tax
by
the
issue.
Mr.
D
J
Councilman
Palmisano
our
chair,
Palmisano
councilmember
Fletcher.
Our
utility
billing
group
does
a
great
job
with
a
dashboard.
They
know
at
any
I
mean
every
month
they
track
where
our
revenues
are
coming.
They
have
provided
some
impetus
in
because
we
have
the
buildings
that
go
out
oftentimes
by
mail
for
the
most
part
added
reminders
about
this.
We
certainly
could
take
some
feedback
from
you
and
how
we
should
word
that
that
would
be
more
direct
about
about
the
costs
of
credit
cards
and
what
that
means,
but
I
think.
A
J
Sure
I'm
not
aware
of
state
law
issues,
I
think
it
has.
We
will
be
bringing
forward
a
new
contract
with
for
a
credit
card
servicer.
We
were
waiting
for
that
RFP
process.
To
conclude
before
we
could
definitively
answer
that
question
I
think
when
we
bring
that
contract
to
you
would
be
a
good
time
to
talk
through
those
options.
Larry
Parker,
who
is
in
our
controller
division,
is
really
an
expert
in
this
area
and
he
will
make
sure
he
is
prepared
for
that
response.
Thank.
H
J
The
chair
consumer
Johnson,
we
have
looked
in
depth
at
this
issue
under
our
current
contract.
It
has
not
been
an
option
in
the
past,
but
we
will
be
bringing
forward
some
options
for
you
to
consider
as
a
part
of
that
contract.
Because
again
we
do
want
to.
We
want
to
make
it
as
convenient
as
possible
for
people
to
pay
our
bills.
That's
one
of
the
goals
that
we
have
within
revenue
collections.
If
you
remember
previously,
our
director
of
of
utility
billing
has
even
brought
forth
in
the
last
two
years.
J
H
H
For
our
facility
for
recycling
that
others
have
to
pay
for
so
you're,
not
actually
making
an
informed
market
decision,
so
I
think
it's.
It
would
be
consistent
with
other
city
policies
and
directions
that
we've
been
going
in
and
it
would
ultimately
be
most
fair
for
all
of
our
utility
bill,
consumers
and
folks
who
have
to
pay
fees.
If
we
worry
to
correct
that
imbalance
and
that
externality
so
I
appreciate
that
that's
something
that
we're
looking
into
and
I
hope
that's
the
direction
we
can
ultimately
go.
A
J
K
Manager
I
think
I.
We
have
had
a
few
conversations
with
see
pet
that
they
are
also
seeing
increases
in
credit
card
fees
again,
I
think
to
mr.
roffe's
point
is
a
scale
game
and
given
the
volume
of
transactions
that
go
through
utility
billing,
it's
probably
a
more
acute
pain
in
finance
and
property
services.
But
it's
certainly
an
issue
that
does
touch
other
other
parts.
The
enterprise
and.
J
On
the
flip
side,
parking
services
would
be
another
example
that
has
a
lot
of
credit
card.
I.
Think
given
that
unique
sick
up
set
of
circumstances,
we've
seen
a
tremendous
increase
in
revenue
since
allowing
for
credit
cards
simply
because
no
one
has
to
carry
coins
along
with
them
all
the
time
and
be
chronically
short
of
the
money
that
they're
putting
in,
and
so.
Instead
they
are
overpaying
for
potentially
the
time
in
exchange
for
a
little
more
insurance
about
not
getting
a
ticket.
J
So
you
know
that
each
situation
is
a
little,
is
a
little
different,
but
I
think,
certainly
eventually
they
will
want
to
look
at
this
issue
as
well.
They
are
on
a
different
credit
card
processing
system
that
you
work
through
their
parking,
a
vendor,
rather
than
this
particular
vendor
that
we've
been
working
through.
That
change
was
made
in
the
last
couple
of
years
as
well.
Thank.
A
J
Grants
are
occupying
more
and
more
of
our
financial
reporting
time
grants
are
a
good
thing,
but
especially
given
smaller
grants
given
more
and
more
especially
requirements
of
sub
recipient,
and
that
term
is
the
idea
that
when
we
get
a
grant-
and
we
then
give
it
then
to
a
non-profit-
we
are
still
responsible
for
making
sure
that
those
funds
are
expended
appropriately
undertaking
oftentimes
on
site
visits
as
a
part
of
the
financial
oversight
and
reporting,
and
we
are
again
understaffed
for
that
area.
This
is
another
area
where
it
is.
J
It
is
not
going
to
hit
the
property
tax
levy
because
our
goal-
and
we
won't
hire
this
person
until
we
have
a
methodology
and
be
able
to
charge
the
grant
funds
in
an
appropriate
fashion
for
that
retention
or
reporting
position,
and
so
again
this
is
similar
to
credit
card
fees,
we're
not
going
to
move
forward
until
we
have
a
revenue
source.
That's
going
to
offset
this,
so
this
is
not
a
an
impact
on
the
on
the
general
fund.
J
The
last
area
is
the
council
has-
and
this
has
happened
since
the
original
proposal-
the
mayor,
but
the
council
has
approved
new
investment
contracts.
We
came
through
through
ways
and
means
in
the
full
council
in
the
last
couple
of
months
that,
pursuant
to
an
RFP,
we
originally
had
four
firms.
We
change
two
of
those
firms
as
far
as
providing
investment
services
for
the
city's
core
cash
investments,
and
then
we
also
reduce
significantly
the
amount
of
money
that
we
use
outside
investment
managers
for
and
we
are
undertaking
internal
management
of
those
funds.
J
We
have
not
hired
that
person
and
we'll
wait
and
tell
Council
formally
approves
this,
but
I
think
this
is
a
good
thing
all
around
it
gives
us
more.
Flexibility
and
control
relies
less
on
large
banks,
which
is
a
general
direction
that
you,
as
a
council,
have
given
us
over
the
last
several
years
that
two
firms
that
we
did
hire
one
is
primarily
women-owned
firm
of
Portland
that
has
shown,
even
in
the
short
time
we've
been
working
with
them.
Mr.
J
Edlund
reports
been
adding
value
in
ways
that
are
helpful
outside
of
even
just
the
financial
transactions
and
then
a
local
black
learned
own
firm,
T
Rose,
who
has
a
smaller
amount
of
the
investments.
So
it's
a
good
balance.
We
still
do
need
some
outside
managers.
There.
We
have
relatively
simple
things:
we
invest
in,
buy
a
couple
of
more
nuanced
investments.
We
still
have
the
experienced
on
investment
managers
that
have
worked
with
the
city
for
a
long
period
of
time
with
that
complete.
Thank
you
for
the
time.
J
I
just
want
to
say
it's
a
great
department,
finance
and
property
services,
people
who
are
always
looking
at
ways
of
saving
money,
to
give
you
more
resources
and
also
to
enhance
the
customer
experience
and
those
customers
are
both
the
internal
customers,
but
especially
with
our
folks
who
work
with
utility
Boeing,
and
you
know
some
many
of
you
see
that
we
have
to
sometimes
move
delinquent
utility
bills.
To
assessments.
I
mean
they
are
the
face,
oftentimes
of
the
city
and
difficult
situations,
and
do
a
tremendous
job
as
well
so
I'm
appreciative
of
their
of
their
efforts.
J
A
K
They
think
you
better
chair,
so
I
am
slated
to
give
this
presentation,
along
with
my
cable
and
our
director
of
capital,
Denton
investments,
because
during
this
year's
budget
cycle
we
transition
capital.
Budgeting
from
Mike's
team
to
the
budget
office
and
I
did
very
little
work
in
that
process.
So
it
would
be
very
poor
for
me
to
present
the
mayor's
recommended
capital
budget
Robert
Harrison.
One
of
our
budget
analysts
was
worked
alongside
Mike
through
the
click
process
and
is
going
to
give
that
part
of
the
presentation
followed
by
Mike
able
ins
overview
of
our
debt
budget.
L
Right,
thank
you
good
afternoon,
chair
Palmisano
council
members,
members
of
the
Budget
Committee.
As
Micah
stated,
my
name
is
Robert
Harrison
I'm
with
the
city's
Budget
Office
just
want
to
say
thank
you
for
the
opportunity
to
come
and
present
today
on
the
the
city's
five-year
capital
improvement
program
or
CIP
s,
we'll
call
it
throughout
the
presentation.
L
Revisit
some
of
the
the
funding
sources
revisit
the
funding
sources
that
are
coming
into
the
program
via
the
20-year
parks
and
streets
plan
and
then
look
at
some
of
the
projects
by
by
major
investment
area
before
I
turn
the
presentation
again
to
a
director,
a
Blin
so
starting
off
the
the
2020
through
2024
total
capital
improvement
program
is
one
point:
zero,
one,
six
billion
dollars.
What
is
the
slide?
Show
this
really.
L
This
really
shows
on
the
left
and
that
bar
chart
where
the,
where
the
funding
is
going
to
be
going
over
the
five-year
capital
improvement
program
and
then
on
the
right.
It
shows
ax
where
the
where
the
relative
funding
allocations
are
going
as
well.
So
if
you
look
at
the
blue
bar
is
at
the
bottom
of
the
chart
here.
That's
our
public
works
department,
of
course,
stormwater
sanitary
sewer,
water
treatment
and
distribution
and
our
transportation
portfolio
of
projects.
L
As
well
comprises
fully
75
percent
of
our
overall
capital
programming
over
the
five-year
period,
stepping
up
in
that
chart,
you
see
the
yellow
bars
there.
That's
our
public
grounds
and
facilities
program.
You
can
see
in
2019
and
2020
and
partly
in
2021
as
well.
It's
pretty
heavy
investment
load
in
that
program,
and
a
lot
of
that
is
related
to
the
majority
of
that
is
related
to
the
new
public
service
building
and
City
Hall
improvements
project,
without
which
the
capital
improvement
program
would
be
closer
to
the
nine
hundred
million
dollar
level.
L
Over
the
five
years
the
gray
bars
represent
the
park
board,
projects
that
are
programmed
in
as
part
of
our
our
plan.
Dark
blue
bars
are
a
Municipal
Building
Commission
projects
and
the
orange
bars
are
our
art
and
public
place
is
smaller,
but
the
still
important
components
of
the
capital
improvement
program
I
also
wanna,
I
wanna
Klout.
You
know
from
2019
to
2020
and
from
2020
to
2021.
We
see
what
appeared
to
be
big
decreases
in
the
plan
from
2021
through
2024,
though
funding
levels
are
are
fairly
stable
at
just
under
200
million
dollars.
L
As
and
as
we
look
at
those
funding
levels,
I
have
a
note
on
my
presentation
that
we
we've
received
inquiries
in
the
past
on
what
that
means
for
our
streets.
Funding
I,
just
want
to,
on
behalf
of
staff,
say
that
the
the
street
funding
levels
that
are
programmed
and
as
part
of
this
program
as
part
of
this
plan
are
expected
to
stay
level
and,
in
fact,
increase
in
accord
with
the
additional
resources
that
are
being
allocated.
The
20-year
parks
and
streets
plan.
L
So
stepping
forward
we're
gonna
now
focus
in
on
the
coming
2020
budget
year,
some
of
the
funding
sources
that
will
be
utilized
as
part
of
the
capital
program
on
the
left.
Here
we
see
where
those
funding
sources
are
going
to
be
going
on
the
right.
We
see
those
that
overall
mix
of
funding
sources
relative
to
each
other
and
so
I
think
all
I'll
focus
on
that
pie.
Chart
for
just
a
moment
you
see
fully
half
of
our
funding
is
coming
from
that
debt
and
CIP
bonds
in
the
2020
budget
year.
L
So
then,
if
you
look
at
the
bar
chart
that
we've
presented
here,
you
can
see
that
the
Public
Works
Department,
which
comprises
the
transportation,
the
enterprise
lines,
really
utilizes
a
heavy
mix
of
all
the
various
funding
sources
that
that
we're,
including
in
the
capital
program
transportation,
for
instance,
the
blue
bar
on
the
bottom.
There
is
net
debt
and
CIP
mons.
L
L
Next,
bar
over
heavily
heavily
on
the
net
debt
bond
side,
as
well
as
some
one-time
cash
funding
sources
park,
board,
net
davonne,
funded
again
park
capital,
levee,
special
assessments,
Municipal
Building
Commission
is
a
half
Hennepin
County
grant
half
net
that
bond,
and
then
art
in
public
places
again
net
debt
bond
so
again
trying
to
characterize
the
and
provide
a
summary
of
the
heavy
mix
of
various
funding
sources
that
were
being
utilized
in
the
program,
especially
in
the
coming
appropriation
you're.
Here.
L
So
one
thing
staff
wanted
to
do
is
revisit
and
highlight
the
importance
and
we've
done
this
in
the
past,
revisit
and
highlight
the
importance
of
the
20-year
parking,
Street
plan
sources
or
the
overall
funding
plan.
So
the
the
five-year
plan
is
1
billion
dollars.
158
million
dollars
of
that
is
coming
from
sources
that
have
been
identified
via
the
parkin
street
funding
plan
and
for
the
benefit
of
the
the
budget
committee,
as
well
as
those
who
may
be
watching
and
I
wanted
to
split
apart.
L
The
two
I
guess
the
true
direction
that
these
funds
are
going
to
be
going.
Those
dark
blue
bars
at
the
bottom,
approximately
eight
million
dollars
a
year
with
a
slight
increase
beginning
in
2022.
Those
are
going
to
the
park
board
for
neighborhood
parks
projects
and
the
remaining
funding
about
that
dark,
blue
bar,
while
going
towards
Street
infrastructure
projects.
So
the
light
blue
bar
there.
L
That's
those
light
blue
bars,
our
net
debt
bond
funding
for
streets,
infrastructure
projects,
the
green
bars
our
stormwater
revenue
is
being
used
for
the
stormwater
elements
and
our
streets
projects
and
the
the
orange
bar
and
the
yellow
bars.
There
are
cash
sources
that
were
identified
in
the
streets
funding
plan
for
these
projects,
so.
L
L
L
Public
works
projects
too
numerous
to
list
in
one
slide,
so
we're
doing
here
what
we've
done
in
past
years,
which
is
to
list
the
top
ten
projects
by
size
during
the
public
works
portfolio.
These
account
for
seventy
eight
point:
four
million
dollars
worth
of
appropriations
in
2020,
an
additional
two
hundred
nineteen
point:
seven
million
dollars
in
21
through
24
for
five
year,
total
of
298
and
again
similar
to
Park
Board.
This
encompasses
some
ongoing
programmatic
type
work,
as
well
as
unique
one-time
projects
asphalt.
Paving
resurfacing
is
ongoing
program.
L
L
Public
grounds
and
facilities,
as
mentioned
earlier,
this
includes
the
new
city
hall
and
public
service
building
project
and
which
you
know
is
heavily
waiting
this
this
category
of
projects
them
that
we
see
in
front
of
us
the
five-year
total
for
public
grounds
and
facilities.
One
hundred
and
forty
three
million
dollars
about
twenty
seven.
Twenty
eight
are
projects
that
are
that
are
not
that
new
public
service
building.
I
should
note
for
this
presentation.
Today.
Staff
are
bringing
forward
an
item
in
short
order
that
will
be
actually
bringing
appropriation.
L
L
L
F
Do
that
I'd
like
to
talk
a
little
bit
about
some
terms,
so
you've
heard
the
term
net
debt
bonds
mentioned
in
Roberts
presentation,
so
that
is
a
funding
source
that
is
paid
for
with
property
taxes,
and
we
have
a
separate
levy
for
that
called
the
bond
redemption
levy,
which
I'll
talk
about,
have
a
picture
of
that
next
slide
and
then
death
service
we're
going
to
talk
about,
and
that,
of
course
is
referring
to
both
principal
and
interest
on
bonds.
So
I'll
talk
more
about
that
when
we
get
there.
F
The
next
slide
is
the
bond
Redemption
levy.
So
this
is
what
is
providing
the
capacity
to
do
additional
street
improvements
and
park
projects
etc,
and
this
is
growing
primarily
as
a
result
of
the
20-year
streets
and
parks
plan.
So
as
we're
issuing
more
debt
for
that,
we
need
to
increase
the
levy
to
be
able
to
pay
off
the
debt
in
a
timely
manner.
So
you
can
see
those
those
increases
from
2020
through
2024.
F
That's
that's
pretty
much
the
finance
plan
from
one
slide
Robert
had
where
we
were
showing
the
the
streets
increases
in
the
bottom
levy.
There
we
have
the
library
levy
and
then
the
new
public
service
center
and
City
Hall
improvements,
and
that
levy
is
basically
a
market
value
levy
to
pay
off
the
library
debt.
Once
that's
done,
we're
gonna
continue
that
levy
and
that
basically
takes
over
and
helps
pay
for
the
new
facility.
So
basically
starting
in
about
twenty.
F
F
F
So
we
have
been
going
down
with
that
debt
over
time
as
we've
been
able
to
pay
off
debt,
as
you
can
see
in
2019.
That
starts
to
shift
a
little
bit
with
the
big
project
going
through
we're
gonna,
see
perhaps
that
general
obligation
category
go
up
for
a
few
years
before
we
start
paying
off
on
that.
So
a
little
bit
of
a
shift
in
the
gross
level
of
debt,
that's
general
obligation
and
the
non
general
obligation.
Debt
is
mostly
related
to
what
we
call
a
common
bond
fund
program.
It's
some
business
financing
debt.
F
F
So
you
can
see
there.
There's
a
note
that
says
back
in
2004,
our
peak
debt
was
reached
of
a
million
to
99
1
billion,
two
hundred
ninety
nine
million.
We
have
since
brought
that
level
down
at
the
end
of
2019,
including
the
new
public
service
center
debt,
which
we're
going
to
issue
and
I'll
talk
about
that
amount
would
be
745
million,
and
so
you
can
see
certain
categories
of
debt
that
have
gone
down
precipitously
the
biggest
one
of
relevance,
I
believe
is
a
convention
center.
F
So
in
2019
we
have
26
million
dollars
of
that
debt
left
in
2020
at
the
budget
on
the
next
page
will
show
that
will
that
off?
So
all
of
the
Convention
Center,
both
the
original
debt
and
the
expansion
project
at
the
end
of
2020,
that
debt
will
be
paid
off.
So
that's
the
big
going
through
two
hundred
forty
four
million
at
its
peak
down
to
zero
by
the
end
of
2020.
F
F
Tax
increments
have
been
coming
in
at
a
larger
and
larger
level,
with
property
value
increases,
so
that's
been
helping
us
be
able
to
pay
this
debt
down
faster,
and
one
thing
there
is
a
note
there.
This
is,
we
have
some
debt
that
we're
gonna
pay
off
by
the
end
of
the
year,
related
to
tax
increment,
and
then
we've
also
taken
some
of
that
debt
off
the
market
and
turned
it
into
internal
loans.
F
The
other
thing
that's
notable
here
is
the
library
referendum
bonds
that
that
debt
is
gonna,
be
hopefully
diffused
entirely
after
2021.
So
we've
got
about
twelve
million
of
debt
service
in
2020
and
then
in
2021,
along
with
resources
we
get
from
the
state
will
be
able
to
pay
off
that
debt
and
that's
sort
of
a
legacy
debt.
That's
not
part
of
the
county
system,
they
own
the
assets
and
they
take
care
of
the
libraries
and
maintain
them.
But
this
is
part
of
our
our
last
city
commitment
to
paying
for
what?
F
F
Our
debt
budget
will
be
one
hundred
fifty
point,
eight
million.
This
is
probably
going
to
be
one
of
the
larger,
if
not
the
largest
budget
for
the
city,
due
to
some
big
things
that
are
getting
paid
off.
So
if
you
look
at
the
convention
center
there
that's
the
end
of
it
so
next
year,
when
we're
doing
the
2021
debt
service
budget,
you
know
right
off
the
bat
26
million
or
27
million
will
not
be
there
for
that
particular
category
of
debt.
So
we
should
see
a
large
drop
in
our
outstanding
debt.
F
Now
that
is
somewhat
replaced
by
a
financial
commitment
to
the
stadium.
That
is
utilize.
Some
of
the
tax
revenues
that
were
otherwise
going
toward
that
Convention
Center
I'm
talking
about
the
library
debt,
so
12.2
million
of
debt
service
there,
and
then
next
year
in
2021
we
will
have
a
comparable
level
of
debt
service.
F
F
Any
other
questions
anybody
has
about
any
of
the
categories
of
debt.
Here,
a
lot
of
the
stuff
is
sort
of
routine
year
after
year.
Net
debt
bond
debt
service
and
special
assessments
are
related
to
the
streets
projects
that
are
going
on
and
the
financing
that
the
residents
have
on
their
share
that
cost
of
roadway
improvements
and
that
debt
just
keeps
moving
through
the
system.
It
goes
up
and
it
goes
down,
it
goes
up
and
it
goes
down.
It's
it's
routine.
F
Okay
from
the
questions
I
will
move
on
to
variable
rate
debt.
The
city
has
historically
used
variable
rate
debt
as
a
tool
to
help
diversify
our
types
of
debt
that
we
have
and
sometimes
there's
a
financial
benefit
to
variable
rate
debt.
There
has
been
historically,
in
fact,
it's
one
of
the
reasons
why
we
were
able
to
pay
off
the
central
library
debt
as
fast
as
we
did.
We,
we
did
have
a
lot
of
that
debt
and
variable
rate
mode
during
the
timeframe.
F
One
of
them
is
related
to
the
Nicollet
Mall
and
the
financing
of
the
new
Nicollet
Mall
improvements,
and
then
the
other
is
for
the
parking
ramp
related
to
the
Guthrie
and
those
two
pieces
of
debt
total
about
twenty
nine
point:
five
million
you
can
see
there.
We
have
the
current
rates
are
in
the
11.8
to
1.9
percent
range,
so
it's
fairly
cost-effective
debt
for
the
city
and
finally,
I'm
going
to
talk
about
the
upcoming
bond
sale.
Robert
alluded
to
it.
F
F
So
we're
basically
going
to
be
able
to
get
all
of
the
debt
issued
that
that
facility
will
have
on
it
with
this
sale
and
take
advantage
of
interest
rates
that
are
then
and
allow
us
to
structure
that
debt
into
the
long-term
finance
plan
that
was
set
out
earlier
for
the
project
and
the
action
that's
before
you
tomorrow
will
approve
the
2020
and
2024
that
facility
orally.
Basically,
we
needed
to
get
the
bonds
and
the
authority
to
issue
the
bonds
approved
in
appropriations
to
incur
the
capital
expenditures
approved.
F
F
And
there's
still
some
things
happening
with
debt
before
the
end
of
the
year,
we're
paying
some
things
this
new
issuance.
We
don't
know
exactly
what
the
debt
service
will
be
until
we
sell
the
bonds.
So
when
we
get
to
the
budget
markup
for
council
adoption,
we
will
actually
have
a
technical
amendment
that
will
take
basically,
what's
in
the
mayor's
recommended
budget
to
what
we
need
with
known
debt
activity
at
the
end
of
the
year
to
adjust
the
debt
service
budget.
So
that
will
be
coming
it
summarized
as
a
technical
amendment.
Okay,.
A
Thank
you
very
much,
colleagues.
That
actually
concludes
our
list
of
departments
for
today
there's
a
couple
housekeeping
items.
The
first
is
that
I'd
like
to
make
a
motion
to
receive
and
file
all
six
of
the
items
that
we've
heard
this
afternoon.
That
would
be
the
IG
our
department
review,
the
NCR
department
review,
IT,
HR
finance
and
property
services
in
cap
servus
presentations.
All
those
in
favor,
please
signify
by
saying
aye
aye.