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From YouTube: September 19, 2019 Enterprise Committee
Description
Minneapolis Enterprise Committee
Meeting
https://lims.minneapolismn.gov
A
Good
afternoon,
welcome
to
our
regularly
scheduled
Enterprise
Committee
meeting
today
is
September
19th,
2019
and
I'm
joined
here
at
the
dais
with
my
colleagues,
council
members,
Kevin
Reich,
Steve,
Fletcher,
Alondra,
Cano
and
Lisa
Goodman.
My
name
is
Lynn
a
Palmisano
I'm,
the
chair
of
this
committee.
We
have
a
quorum
and
are
able
to
conduct
this
committee's
business
council
members
before
you
today
is
an
agenda
with
two
consent
items,
one
receiving
file
and
then
several
discussion
items
I
also
want
to
bring
to
your
attention,
something
that
is
not
on
our
printed
agenda.
A
But
I
would
like
to
add
and
talk
about
at
the
very
beginning,
perhaps
after
the
consent
and
receive
and
file,
and
that's
an
honourary
resolution.
Honoring
Jeff
Schneider
for
his
service
to
the
city
of
Minneapolis.
Does
anyone
have
any
objections
with
the
agenda?
All
those
in
favor,
please
say:
aye
aye.
The
agenda
is
adopted.
The
first
we'll
go
through
the
consent
items
first,
as
the
contract.
Extensions
with
assessments,
assessment
associates,
international
curfew,
leadership,
solutions
and
DRI
consulting
for
continued
management
assessment
services.
There's
no
dollar
amount
to
this
contract,
there's
still
sufficient
money
in
it.
A
It's
just
extending
the
amount
of
time
we
are
able
to
make
use
of
these
management.
Consulting
services.
Item
number:
two:
is
a
contract
with
Sierra
cedar
to
extend
the
peoplesoft
module
implementation
for
the
same
reasons,
it
does
not
have
a
new
dollar
figure
attached.
I
will
also,
at
this
time,
move
the
receive
and
file
item,
which
is
the
department
head
and
deputy
job
classification
study.
My
understanding
is
that
staff
has
met
with
all
council
members
about
this
update.
A
Are
there
any
questions,
or
would
you
like
me
to
remove
anything
from
the
consent
and
receive
and
file
agenda
I'm,
not
seeing
any
all
those
in
favor,
please
signify
by
saying
aye
aye
that
carries
next
before
our
first
discussion
item
on
the
city's
minimum
wage
economic
impact
report,
we
have
a
resolution
that
I'm
offering
around
Jeff
Schneider
and
has
service
to
the
city
of
Minneapolis.
So
mr.
Schneider,
if
you
and
stand
awkwardly
before
me
here
and
I'll
invite
up
mr.
ruff
and
Andrea
Larssen
if
you'd
like
to
do
the
same.
A
Terrific
here
we
go
this,
this
will
be
officially
passed
with
every
councilmember
is
an
author,
this
upcoming
council
meeting.
So
it
is
not
yet
signed
mr.
Schneider,
but
we
did
put
together
some
words
that
we'd
like
to
share
about
Jeff
Schneider's
35
years
plus
of
service
with
the
city.
So
this
is
a
resolution
honoring
Jeff
Schneider
for
his
service
to
the
city
of
Minneapolis,
whereas
chef
Schneider
is
dedicated
over
35
years
of
full-time
service
to
the
city
of
Minneapolis
and
whereas
mr.
A
Schneider's
tenure
and
commitment
to
increasing
the
rigor
of
city,
government
and
importance
of
connecting
the
city
to
its
residents
and
agency
partners
have
improved
the
ability
for
leaders
in
the
organization
to
govern
staff
to
be
effective
in
community
members
to
stay
connected
and
whereas
mr.
Schneider
started
his
career
at
the
city,
is
a
community
crime
specialist
in
1982
or
over
the
course
of
two
years.
He
over
organized
over
300
block
groups
throughout
the
5th
precinct,
many
that
are
still
going
on
and
after
a
brief
break.
Mr.
A
Schneider
returned
to
the
city
in
a
political
capacity
as
an
aid
in
mayor
Frazier's
office,
where
he
helped
to
organize
a
Mississippi
River
cleanup
plan
for
a
citywide
congress
of
neighborhoods
meeting
and
was
part
of
the
early
conceptual
planning
for
what
became
known
as
the
neighborhood
revitalization
program.
And
whereas
mr.
Schneider
pivoted
his
career
to
finance,
where
he
led
with
passion
for
transparency,
accountability
and
data-driven.
Decision-Making
and
I'll
turn
it
over
to
somebody
with
a
lot
of
experience
in
finance.
B
Whereas
during
his
first
six
years
in
finance,
mr.
Schneider
participated
on
a
staff
team
that
took
a
deep
look
at
the
city's
budget
process,
resulting
in
a
streamlined
process
and
more
Authority
and
accountability
to
departments
and
renegotiated
relationships
with
the
independent
Park
and
library
boards
and
whereas,
during
his
second
six
years
in
finance,
mr.
Schneider
was
a
part
of
the
city's
first
formal
in
eternal.
Consulting
team.
Then
called
the
quote:
management
analysis,
division
and
quote
where,
among
many
accomplishments.
B
Mr.
Schneider
was
a
part
of
the
1999
staff
team
that
laid
the
framework
for
the
city's
current
performance
management
efforts,
including
department
performance
reporting,
residents,
surveys
and
employee
surveys.
And
whereas
mr.
Schneider
then
moved
to
Community
Planning
and
Economic
Development
Department,
where
he
drew
on
his
extensive
neighbourhood.
An
analytical
experience
to
support
economic
outcomes
for
all
city
residents,
including
expanding
the
scope
and
reach
of
Minneapolis
trends.
C
Whereas
mr.
Schneider
has
concluded
his
career
at
the
city
with
major
accomplishments,
including
working
with
the
Borchert
map
library,
at
the
University
of
Minnesota
to
archive
and
digitize
70
years
of
city
aerial
photographs,
developing
the
city's
financial
transparency
website,
negotiating
master
contracts
with
the
University
of
Minnesota
for
research
and
space
usage
and
leading
the
staff
team
that
established
the
working
relationship
with
the
Minneapolis
Federal
Federal,
Reserve,
Bank
and
multiple
state
agencies
to
support
an
economic
impact
study
of
the
city's
minimum
wage.
And
whereas
mr.
A
D
It's
just
a
couple
of
words,
so
thank
you
for
those
kind
words
councilmember
mark
and
Underhill.
It
has
been
a
privilege
to
work
in
and
for
the
city
in
which
I
was
born,
in
which
I
have
called
home
for
most
of
my
life,
all
of
the
projects
mentioned
were
done
in
teams,
alongside
many
dedicated
and
talented
co-workers,
who
shared
a
belief
in
government
that
working
together
with
many
partners,
we
could
make
our
city
a
little
better
place
for
a
few
more
people.
A
A
D
Yes,
madam
chair,
so
madam
chair
and
committee
members,
we
are
here
today
to
receive
an
update
from
the
research
team
at
the
Minneapolis
Fed
about
their
ongoing
economic
impact
study
that
they
are
conducting
on
our
minimum
wage.
As
the
staff
report
notes,
there
has
been
a
delay
in
there
accessing
the
required
data
from
several
state
agencies,
which
has
pushed
back
their
formal
analytical
report
to
next
spring.
We
decided
over
the
summer
that
it
was.
D
We
made
a
joint
decision
that
was
better
to
wait
so
that
they
could
incorporate
the
use
of
this
data
in
a
much
more
meaningful
report
than
could
have
been
offered
at
this
time.
So,
with
the
passage
of
special
legislation
this
spring,
they
now
have
access
to
the
Department
of
Revenue
data.
This
is
a
first
in
the
state,
and
the
data
sharing
agreements,
with
both
revenue
and
with
Human,
Services
and
deed,
are
close
to
being
finalized.
D
The
research
staff
at
all
the
agencies
and
I
have
been
in
touch
with
all
of
them
remain
committed
to
this
nationally
significant
study
so
with
us
today
from
the
Minneapolis
Fed,
our
dr.
Newton
F,
who
is
the
project
manager
and
dr.
Abigail
Wozniak,
who
is
the
recently
appointed
director
of
the
feds
opportunity
and
inclusive
growth
Institute,
which
is
the
programmatic
home
of
this
project
within
the
Minneapolis
Fed,
and
so
with
that
I'll
give
it
over
to
dr.
Neff.
Thank.
E
You,
madam
chair
good
afternoon
committee
members
as
well.
Thank
you
Jeff
for
the
introduction.
This
is
joint
work
with
co-principal
investigators,
Lucas
Carver
bonus
and
Jeremy
Lee
is
from
the
University
of
Minnesota.
So,
as
Jeffrey
mentioned
that
this
is
a
status
update,
we
wanted
to
give
update
of
where
we
are
with
the
study
of
the
economic
analysis
of
the
increase
in
Minneapolis
minimum
wage.
E
Just
to
give
a
brief
background
before
we
provide
the
status
update
in
June
2017
Minneapolis
adopted
the
minimum
wage
ordinance
and
so
far
there
have
been
three
implementations
and
they
differ
by
the
size
of
the
firm.
The
small
firms
are
less
than
hundred
employees
and
large
firms
100
more
than
hundred
employees.
The
first
increment
was
only
for
large
firms
in
January
on
January
1st
2018,
where
the
minimum
wage
had
increased
to
$10.
E
The
incremental
changes
will
happen
annually
and
to
reach
$15
for
small
firms
by
22,
2022
and
large
firms
by
2024
sorry,
large
firms,
2022
and
small
firms.
2024.
The
city
of
Minneapolis
contracted
with
the
Federal
Reserve
Bank
to
study
the
minimum
wage
impact
and
currently
we're
in
contract
for
the
first
three
years
of
the
seven-year
increments
of
the
minimum
wage.
E
We
don't
give
you
a
brief
overview
of
the
study
that
we
are
proposed
to
conduct
and
we
have
proposed
a
comprehensive
analysis
that
looks
at
not
only
workers
but
also
at
firms
as
well
as
consumers.
From
the
workers
perspective.
We
are
going
to
look
at
several
questions.
For
example,
we
are
going
to
be
analyzing.
Do
workers
work
fewer
hours
when
there
is
an
increase
in
minimum
wage
and
does
this
effect
differ
across
different
demographic
groups,
different
skill
levels
and
across
industries?
E
We're
also
going
to
look
at
whether
there's
an
increase
and
net
increase
in
unemployment
or
a
decrease.
What
is
the
impact
on
the
wage?
Distribution
are
the
effect
seen
on
workers
who
always
had
the
threshold
and
just
above
threshold
of
the
minimum
wage
as
well,
and
what
is
the
effect
on
public
benefits
that
the
workers
receive
on
the
firm
side?
E
We're
going
to
look
at
questions
such
as
what
is
the
impact
on
business,
openings
closures,
relocations
outside
of
Minneapolis,
and
we're
also
going
to
look
at
the
effect
on
firm
sales,
their
payroll
costs
and
automation,
decisions
that
the
firm's
potentially
make
on
the
consumer
side.
We're
going
to
attempt
to
look
at
whether
consumers
face
increasing
prices
for
the
commodities
and
services
that
they
consume.
E
E
There
is
a
very
unique
data
set
that
is
available
in
Minnesota,
and
that
is
what
we
intend
to
use
to
answer
these
questions,
and
these
data
sets
that
we
require,
for
this
analysis,
comes
from
three
different
state
agencies.
The
first
is
a
deed
which
is
Department
of
Employment
and
economic
development.
Where
we
will,
we
have
proposed
to
ask
for
employee
wage
records
which
are
by
establishment
as
well
as
formed
the
Department
of
Revenue.
We
have
asked
for
data
on
firm
sales
and
payroll
costs
and
from
Department
of
Human
Services.
E
E
There
are
two
different
inertia
agreements
that
are
currently
being
processed.
First
is
a
tripartite
duration
agreement
between
deed
DHS
and
the
Federal
Reserve
Bank.
We
received
the
approval
for
merging
data
from
of
Human
Services,
with
data
from
microdata
from
deed
in
September
2018,
and
we
are
currently
awaiting
the
deer
sharing
agreement
from
the
DHS
Department
of
Revenue
data
were
to
obtain
that
data
set
we
had
to
so
it
required
a
statutory
provision
and
change
in
the
state
law
to
disclose
returned
information,
and
we
work
closely
with
cities
of
Minneapolis
and
st.
E
Paul,
as
well
as
the
chambers
of
commerce,
and
to
sort
of
get
the
access
to
the
restricted
data
and
from
May
2019.
This
statute
came
into
effect
and
we're
currently
negotiating
the
Department
of
Revenue
to
get
access
to
the
data
just
to
sort
of
the
emphasize
we're
actively
working
state
agencies
have
been
very
supportive
of
this
study
as
well,
and
as
soon
as
we
get
the
data
sharing
agreements,
our
analysis
would
sort
of
depend
on
the
timely
execution
of
such
agreements.
E
Once
we
have
the
results
of
our
study,
we
do
plan
to
disseminate
as
widely
as
possible.
We
will
be
holding
conferences
where
we
will
be
getting
engaging
policymakers
stakeholders,
as
well
as
researchers
across
the
country,
to
come
and
discuss
the
issues
and
also
present
our
results
and
we've
dedicated
a
website
on
our
opportunity
and
inclusive
growth,
Institute
and
the
link
is
up
there.
Thank
you.
A
Thank
you
other
questions
or
comments
from
my
colleagues.
I
will
point
out.
I
just
want
to
I
just
want
to.
Thank
you.
Thank
you,
dr.
Wozniak,
and
thank
you
Anusha
for
your
willingness
to
continue
this
effort.
I
know
it
hasn't
been
without
its
barriers
to
to
overcome,
and
also
for
offering
the
same
to
our
friends
in
st.
Paul.
You
know
your
ability
to
be
seen
as
a
researcher,
a
very
unbiased
researcher,
and
to
spread
the
this
body
of
work.
A
This
research
throughout
the
country,
I,
think,
is
one
way
that
we
can
really
grow
our
impact
as
a
city
or
as
a
pair
of
cities
on
minimum
wage
studies.
I
know
that
when
we
embarked
on
the
minimum
wage
ordinance
itself,
we
kept
trying
to
rely
on
other
kinds
of
research
that
was
out
there
and
each
one
of
them
had
some
of
their
positives
and
some
of
their
negatives.
A
A
C
Right
good
afternoon,
chair
Palmisano
and
councilmembers
I'm
Andrea
Larson,
director
of
strategic
management
in
the
coordinators
office,
I'll,
give
a
very
brief
update
on
a
couple
key
activities
happening
in
the
coordinators
office
before
inviting
Brian
Smith
up
to
spotlight
some
of
the
work
happening
in
the
office
of
performance
and
innovation.
We
are
preparing
for
a
coordinator
transition,
as
most
of
you
should
be
aware,
and
that's
been
a
big
priority
in
our
office
as
we
prepare
for
an
area
to
head
to
Austin.
C
Danielle
mark
and
I
have
been
working
with
Maria
to
split
up
her
work
and
ensure
a
smooth
transition.
We'll
continue
to
do
so
in
the
coming
months.
We
are
also
wrapping
up
our
CIO
chief
information
officer
final
interviews
this
week
and
helped
to
announce
in
the
next
few
weeks.
I
had
the
privilege
of
sitting
on
the
panel
during
the
first
round
and
was
impressed
and
excited
by
the
caliber
of
talent.
C
If
there
are
any
questions
on
writer
coordinator
activities,
I
can
answer
those
great
otherwise
I
will
invite
Brian
up,
but
before
I
do
I
want
to
give
a
brief
introduction.
I
asked
Brian
to
bring
forward
an
update
on
his
office
and
his
work
because
he
has
led
the
team
through
a
major
and
exciting
transformation.
In
the
last
year,
innovation
work
came
to
the
city
through
a
grant
a
number
of
years
ago,
and
after
proving
its
value,
our
desire
has
been
to
find
a
way
to
keep
this
work
and
make
it
sustainable.
C
Likewise,
performance
management
has
been
transforming
significantly
in
the
last
five
years,
growing
to
integrate
with
our
budget
process
to
help
drive
more
informed
resource
allocation
decisions
through
truly
creative
thinking
and
efficiencies.
In
the
work
we've
been
able
to
achieve
the
goal
of
sustaining
innovation,
work
and
expanding
performance
work
without
adding
additional
staff
or
resources.
G
F
I'm,
the
director
of
the
performance
and
innovation
team
city
of
Minneapolis,
formerly
known
as
the
innovation
team
and
as
Andrea
just
told
all
of
you,
we've
combined
the
work
of
both
results,
Minneapolis
and
perform
as
a
management
with
the
innovation
team
and
now
that's
why
we're
called
the
office
of
performance
and
innovation
I
want
to
first
start
off
by
saying
that
you
know
all
the
hard
work
that
Andrea
talked
about.
I
was
a
part
of,
but
many
of
those
people
are
here
so
Andrea
was
a
part
of
that
work.
F
Jonathan
was
a
part
of
that
work.
Elliot
was
a
part
of
their
work
and
not
just
a
part
of
they
were
huge
part
of
it.
So
my
team
and
other
people
here
at
the
city
in
the
coordinators
office
and
in
various
departments
all
put
their
heads
together
and
help
us
formulate
these
ideas,
which
eventually
turned
into
the
office
of
performance
and
innovation,
and
so
I
want
to
thank
everybody
for
that
and
say
that
on
the
record,
because
this
brilliant
as
I
might
think,
I
am
on
some
days,
couldn't
do
any
of
it
without
them.
F
F
Thanks
Jonathan,
when
you
think
of
the
office
of
performance
and
innovation,
the
one
thing
that
we
would
really
like
for
everyone
to
think
of
when
they
hear
that
is
you
think
of
us
as
an
internal
consultancy,
of
course,
but
with
specific
skills
and
tools
designed
to
assist
support
and
support,
elected
officials,
departments
and
the
general
public,
with
enhancing
policies,
programs
and
services
that
help
us
thrive
as
a
city.
That's,
first
and
foremost,
we
want
everybody
to
know
when
they
think
of
the
performance
and
innovation
team,
and
we
also
when
the
innovation
team
came
into
existence.
F
Using
a
racial
equity
lens
on
all
of
our
work
was
very
important.
We
know
what
the
office
of
race
and
equity
being
brought
to
the
city,
an
official
office
in
the
city,
that
we
in
no
way
intend
to
step
on
anybody's
toes
or
do
the
work
of
other
departments,
but
we
do
work
closely
with
them
and
then
using
that
lands.
It's
in
no
way
meant
to
usurp
anybody
else's
work,
but
we
work
closely
with
others
and
they
inform
us
as
we
do
our
work
while
using
that
lands.
F
This
is
just
a
little
bit
slide
tools
a
little
bit
about
the
purpose
and
the
goals
of
the
innovation
team.
I
mean
the
performance
and
innovation
team
and,
first
of
all,
you
need
the
one
thing
we
want
to.
Let
you
know
about
the
purpose
and
the
goals
that
we
have
multiple
ways
in
which
innovation
projects
come
to
the
team.
Some
of
what
you're
already
familiar
with
we've
gotten
calls
from
council
members.
We've
done
things
that
were
mayor's
priority.
We've
talked
to
community
members
and
they
say
hey.
Why
don't
you
look
into
this
policy?
F
We
also
coordinated
across
city
departments
to
leverage
the
talent
and
knowledge
of
stakeholders
to
achieve
concrete
results.
So
we
know
that
there
are
a
lot
of
people
throughout
the
city
and
various
departments
and
divisions
within
departments.
We
have
a
lot
of
know-how,
a
lot
of
knowledge,
a
lot
of
tools
that
they
bring
in
assisting
us
with
the
projects
that
we
take,
and
so
we
always
leverage
that
and
then
we
want
to
provide
practical
support
and
deliverables
to
a
departments
and
thinking
about
planning
and
launching
new
solutions,
thus
reducing
the
burden
on
their
day-to-day
responsibilities.
F
Next
slide,
one
of
the
core
competence
of
our
team,
competencies
of
our
team
and
so
data-driven
decision-making.
We
help
policymakers
and
departments
by
making
decisions
informed
by
data.
That's
important.
We
know
we
live
in
a
fast-paced
world
where
you
know
on
a
whim.
You
might
be
at
a
coffee
shop
and
you
hear
something
from
a
constituent
might
have
a
bad
dream
one
night
about
something:
that's
going
on
to
come
in
and
say:
hey!
F
F
Yeah
human
centered
design,
we
focus
on
the
center,
we
focus
on
and
center
the
voices
of
the
most
impacted
people
and
the
projects
that
we
work
on.
So
that
can
be
City.
That
could
be
I
mean
that
could
be
a
city
staff
that
can
be
residents,
but
everything
that
we
get
into
everything
that
we
design
anything
we
come
up
with.
F
And
so
we
always
have
to
Center
their
voice
when
that's
the
type
of
project
that
we're
working
on
as
well.
We
do
qualitative
research,
in-depth
interviewing
observation
and
community
engagement.
So
that's
all
the
part
of
the
process
outcome.
Folk
outcomes,
focus,
project
management,
I
kind
of
threw.
The
order
off
from
my
notes
and
my
present
from
the
slides
in
my
notes.
F
It's
really
that
we're
really
committed
to
achieving
positive
outcomes
through
the
projects
that
we
take
on.
That's
the
main
focus.
We
define
what
outcomes
matter
and
should
be
prioritized.
We
build
partnerships
across
the
enterprise
where
multiple
departments
are
working
towards
the
same
outcome,
managed
projects
start
to
finish.
To
ensure
it
moves
forward.
F
We
will
do
a
lot
of
for
lack
of
a
better
term
hand-holding
with
departments,
because
we
know
they
still
have
day-to-day
operations
to
do,
and
so,
when
we're
building
these
new
tools
were
building
new
practices
and
policies.
We
do
a
lot
of
hand-holding
and
a
lot
of
the
heavy
lifting
so
that,
when
it's
ready
to
be
implemented,
then
we
can
pass
it
off
and
still
be
available
for
technical
assistance.
F
We
also
help
with
developing
to
tactical
work
and
implementation
plans
and
change
management,
and
the
last
thing
the
last
core
competency
is
inclusive
designed
and
what
that
is,
action,
oriented
design
in
our
mind
what
that
means,
we
use
design
principles
to
show
what
is
possible
and
to
provoke
action.
We
like
to
come
in
a
room
and
figure
out
how
to
get
to
yes,
always
thinking
of
the
possibilities
and
we
use
rapid
prototyping
user
experience
research
and
we
work
quickly
and
iteratively
on
all
of
the
projects
that
we
work
now
performance.
A
A
H
F
F
If
you
have
projects,
you
fill
out
a
questionnaire,
and
it
asks
a
bunch
of
questions
about
time,
resource
political
things
like
when
you
actually
want
it
done
so
that
we
can
sit
down
as
a
team
and
make
a
good
determination
as
whether
or
not
we
can
take
that
project
on
at
that
time
or
later
on
it
at
a
later
date
and
that'll
be
going
out
to
the
entire
enterprise
when
within
a
couple
of
months,
I'm,
not
sure.
If
that
completely
answered
your
question
about.
F
F
Have
a
few
projects
underway
and
nothing
specific
in
the
hopper
now,
but
we
have
been
able
to
take
on
smaller
projects
research
projects,
there's
a
project
that
you'll
hear
about
a
little
bit
later,
which
actually
your
office
was
involved
in
with
public
access
television,
the
conduct
on
licensed
premises.
Although
the
ordinance
passed,
there's
still
some
logistical
things
to
get
the
actual
process
of
running
the
conduct
on
the
license,
premise,
project
day-to-day,
and
so
we're
still
involved
with
that,
and
that
should
be
wrapped
up.
F
I'm
sorry-
and
we
also
at
the
moment,
working
on
there's
a
human
centered
design
training
workshop-
that
we
are
currently
putting
together
as
a
team
that
will
be
offered
to
the
entire
enterprise,
because
we
think
it's
important
to
have
as
many
people
around
the
enterprise
have
an
opportunity
to
understand
human
design
thinking
and
how
we
do
our
work.
So
we
can
have
allies
and
departments.
F
For
example,
we
make
the
request
for
certain
types
of
data
based
on
the
metrics
that
we
come
up
with
for
their
results
report.
But
we
one
of
the
things
that
we
didn't
necessarily
understand
is
that
they
have
to
go
to
four
or
five
divisions
within
that
department
and
collect
data
based
on
those
metrics
and
they
may
very
well.
In
most
cases,
don't
have
systems
set
up
already
about
which
they
collect
that
data
on
a
regular
basis,
and
so
there's
a
lot
of
hand
pulling
a
lot
of
asking
questions
of
a
lot
of
people.
F
But
we
have
one
single
point
where
we
ask
the
question,
but
then
that
person
has
to
go
and
ask
multiple
people
where
the
data
is
so
that
they
can
get
it.
And
so
right
now
we
have
Elliott
and
one
of
our
interns.
Who've
been
going
around
and
doing
interviews
with
department,
heads
and
their
point
people
to
get
figure
out
where
those
data
sets
live,
and
so
that's
been
taken
quite
a
bit
of
time
as
well.
I
F
F
F
We
do
a
lot
of
research
and
as
best
practices
for
like
fire,
police,
a
reg
services,
department,
planning
and
development,
but
we
sit
down
with
them
and
we
jointly
come
up
with
the
metrics
for
those
departments
and
just
wanted
to
make
sure
that
everybody
understood
that,
because
I
know
sometimes
there's
some
disagreement
between
what
metrics
people
have
and
what
they
don't.
But
as
a
team,
we
don't
force
those
metrics
on
anybody.
We
sit
down
our
conversation
and
they
have
to
agree
to.
The
next
step.
F
Is
data
collection
which
I
just
talked
about,
then
analysis,
the
our
team,
along
with
the
Budget
Office
and
the
analysts
from
the
budget
office,
because
they
all
assign
different
departments
we
sit
down
and
we
analyze
the
data
that
comes
in
from
departments
while
we're
putting
together
the
results.
Reports
and
I
just
want
to
say
that
the
budget
office
has
been
extremely
helpful
in
that
process
because
they
work
day
to
day
with
departments,
and
they
see
the
budget
all
year
round,
and
so
they
have
different
insights
that
we
just
don't
have
as
a
team.
F
And
then
we
come
together
with
the
home
committee
chairs
of
those
particular
departments.
Go
through
that
analysis
and
come
up
with
what's
going
well,
then
areas
for
opportunity
and
that's
been
working
well
and
we
plan
to
strengthen
our
partnership
with
the
budget
office
to
do
a
better
job
of
our
analysis.
And
then
the
final
portion
is
the
reporting
which
comes
to
the
Budget
Committee
in
the
form
of
a
finalized
results.
Report.
F
And
this
the?
How
for
innovation,
is
research
and
discovery?
Some
of
this
most
of
the
committee
members,
probably
familiar
with,
because
we've
talked
about
the
process
before
which
but
research
and
discovery,
because
we
really
want
to
make
sure
that
we
understand
what
we're
trying
to
solve
for
a
lot
of
people
come
to
us
and
say
this
is
something
that
I'm
interested
in.
F
But
it
takes
a
lot
of
research
and
discovery
to
actually
figure
out
what
exactly
people
want
to
solve
for
and
that's
very
important
and
then
our
engagement
internally
and
externally,
where
we
do
data
gathering
put
together
groups
internally
and
externally
to
get
as
much
information
as
we
can
and
engage
with
people
around.
What
the
actual
issue
is,
then
we
do
concept
and
concept.
Generation
and
validation
is
what
we
do.
Rapid
prototyping
people
come
up
with
solutions
that
we
think
we
want
to
test.
Do
some
rapid
prototyping
to
see
if
it
works?
F
This
is
a
slide
that
shows
the
cycle
of
work
and
the
way
we
see
it
so
you'll
see
light
color,
there's
all
blue
here,
but
the
lighter
color
blue
shows
you
how
involved
we
are
with
projects
on
the
performance
end
of
the
work
and
innovation
end
of
the
work
as
we
go
throughout
the
year.
So
you
can
see
where
we
have
a
lot
of
heavy
lifting
on
the
performance.
Our
performance
management
quarter,
one.
We
send
out
guidance
to
all
the
departments
and
distribute
the
report
template
that's
easy
for
us.
F
It's
just
a
couple
of
emails
with
some
instructions.
Then
in
quarter
two,
that's
when
we
have
a
lot
of
work
to
do
all
22
departments
we're
collecting
their
information,
we're
reviewing
it,
we're
doing
analysis
and
really
start
beginning
to
put
the
reports
together
and
then
quarter,
three
there's
the
debrief
and
customer
feedback
with
the
department
and
then
in
quarter
four
again
we're
preparing
for
the
next
year's
reports.
F
That's
on
the
performance
side,
the
innovation
projects,
we're
closing
out
things
in
quarter,
one
from
the
previous
quarter
and
then
the
lightest
part
of
the
innovation
work
is
the
evaluation
of
potential
projects.
We
take
everything
and
we're
gonna
work
on
for
the
rest
of
the
year
and
then
there's
a
lot
of
heavy
lifting
and
a
lot
of
time
and
resource
put
into
quarter
three
and
quarter
four
with
managing
those
projects
that
we
decide
to
take
on.
F
I
I
So
we
can
get
a
sense
of
the
variety
of
departments
that
you're
touching
and
the
nature
of
the
projects
that
are
coming
before
you,
as
well
as
a
list
of
sort
of
like
the
projects
that
are
in
queue
or
that
I,
don't
want
to
say
the
pressures
that
are
on
hold.
But
you
know
just
so.
We
can
get
a
better
understanding
of
how
many
requests
there
is
your
department
getting
per
year
per
quarter,
the
frequency
of
them.
It
would
just
be
nice
to
see
how
folks
are
leaning
on
your
division
in
throughout
the
enterprise.
I
I
think
what
would
also
be
helpful
for
me
to
better
understand,
what's
happening,
and
it's
not
because
that's
just
the
nature
of
the
beast
there's
a
lot
of
different
departments
when
that,
within
the
city,
there's
a
lot
of
work
going
on
a
lot
of
competing
priorities.
So
it's
it's
good
that
we
get
a
chance
to
kind
of
take
a
peek
up
at
what's
going
on
here.
So
I
would
love
to
see
more
of
like
the
completed
projects,
like
the
things
that
you've
felt
have
been
really
successful,
that
your
team
has
helped
with
and
I
know.
D
I
So
for
me
you
know,
I
have
a
newsletter
that
goes
out
every
other
week
and
I
love
to
feature
things
within
the
enterprise
that
can
help.
My
residents
feel
a
tangible
impact,
so
having
a
list
of
the
things
that
your
division
has
been
able
to
help
deliver
on
would
be
helpful
and
then
connecting
that
to
a
website,
so
they
can
learn.
More
is
also
nice,
so
that
they're
not
calling
me
asking
me
about
your
work,
but
they
can
go
directly
to
where,
where
that
information
lives,
and
then
I
just
had
a
question
about.
I
It
was
an
example
of
that,
but
it's
my
understanding
that
you
have
sort
of
a
a
system
where
departments
can
ask
for
your
help,
but
what
I'm
curious
about
sort
of
the
other
component
of
it,
where
maybe
you
are
being
asked
to
work
on
somebody's
things
with
them
that
they're
not
really
interested
in
working
on
with
you
and
the
tension
of
that,
because
as
elected
officials
who
sometimes
try
to
hold
our
own
an
enterprise
accountable
to
change
an
improvement?
Sometimes
we
hit
that
wall
right
where
information
is
not
being
given
to
us.
I
People
aren't
responding
or
there's
just
kind
of
this
runaround,
so
I'm
just
curious
about
how
that
other
portion
of
the
work
happens.
If,
if
you
are
invited
into
somebody's
shop,
that
may
not
be
interested
in
having
your
innovation
and
help
and
then
what
what
happens
there
I
don't
know.
What's
what
what
do
you
do
with
that
and
who
helps
you
make
those
decisions
and
what
it
was?
How
does
that
work?
Cherry.
F
Actually,
this
10
page
presentation
that
you
see
today
is
actually
10
pages
of
69,
which
actually
outline
all
the
projects.
What
came
out
of
them?
It
doesn't
mention,
it
doesn't
mention
things
that
are
being
done
now,
but
a
completion
of
our
work,
things
that
we've
completed
an
impact
that
has
had
both
internally
and
externally,
and
so
I
can
fall
with
that.
After
this
meeting
today,
our
website
we
used
to
keep
up
so
I
apologize.
F
F
F
With
how
we
take
on
new
work,
our
hope
is
that
everybody,
whether
that's
elected,
whether
this
department
heads
and
we
also
left
room
for
community
to
come
in
for
one
or
two
projects
a
year
based
on
how
they
see
their
city
operating,
to
give
us
suggestions
about
innovation
projects
that
they'd
like
us
to
take
on,
and
we
take
that
information
and
review
it
the
same
way.
That's
how
we
like
things
to
go
in
a
perfect
world.
We
know
that
doesn't
always
happen.
We
know.
F
Sometimes
we
put
out
fires
and
there's
some
things
that
have
immediacy
and
we're
willing
to
take
all
that
stuff
into
consideration.
Council
member,
sorry,
council,
member
fletcher
yourself
called
up
hey.
Can
you
give
us
some
research
on
this?
Can
you
I
need
some
pros
and
cons
about
this
ordinance
that
I'm
thinking
about
we've
done
that
all
along?
But
what
we
would
like
is
for
people
to
put
that
in
our
new
format,
which
we'll
be
sending
out
to
everybody
and
make
a
formal
request
request.
F
What
came
of
it,
because
we've
done
a
lot
of
little
projects
here
and
there
which
haven't
taken
the
full
innovation
team
process
that
sometimes
once
it's
done,
is
done
and
we
don't
it's
been
helpful,
but
we
don't
see
it
as
a
major
initiative
that
has
major
impact
across
departments
or
citywide
on
residence,
but
it's
still
significant,
but
since
it's
not
coming
in
so
we'd
like
for
it
to
come
in
that
way,
so
we
can
track
it.
But
again.
F
I
No
I
think
it
helps
me
understand
a
little
bit
more
about
how
the
push
and
pull
of
the
energy
and
on
your
work,
I.
Think
for
the
list
of
completed
projects,
or
you
know
successful
initiatives
and
the
list
of
kind
of
what
you're
working
on
now
and
what's
in
the
queue,
if
it
would
be
great
to
have
sort
of
just
like
an
executive
summary
of
that
which
maybe
it's
just
an
excel
sheet
with
like
the
listing
of
it
and
then
whatever
addendum
you
want.
If
it's.
H
I
Pages
100
pages,
but
I
think
just
for
the
sake
of
being
able
to
quickly
peruse
what
the
work
is.
You
know
with
the
department
that's
associated
with
it,
and
maybe
the
timeline
expected
timeline
would
be
helpful
just
so
that
we
can
quickly
ascertain
what's
being
what's
kind
of
in
the
in
the
realm
of
your
world
and
and
then
you
know
if
we
want
to
dig
deeper
than
we
can
page
through
the
the
65
pages
and
whatnot
so
Thank
You.
A
H
A
Well,
great
any
other
questions
or
thoughts
from
my
colleagues.
Without
that
I
will
make
a
motion
to
receive
and
file
the
coordinators
update.
All
those
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries
Thank
You
mr.
Smith
next
we're
going
to
take
item
6,
&
7
together,
and
that
is
an
update
on
our
access
television
and
an
RFP
to
do
this
here
forward
into
the
future
on
behalf
of
the
city.
A
G
You
very
much
chair
Palmisano
and
council
members.
My
name
is
Greta
Bergstrom
I
am
the
city's
communications
director
and
I
also
happen
to
be
the
city's
cable
officer.
I
am
joined,
as
you
had
mentioned
by
our
partner
from
the
coordinators
office
of
performance
and
innovation,
team
Jonathan,
Williams
Kenzel,
who
is
going
to
present
the
work
today
the
work
that
a
work
group
has
taken
taken
on
over
the
past
year,
or
so,
especially
over
the
past
spring
and
summer
on
access
television.
G
Yes,
I
know
he
he
is
very
well
respected
and
we
we
do
lean
on
him
for
advice.
Often
we
have
to
request
today
for
council
action.
The
first
is
receiving
and
filing
today's
update
on
access
television
based
on
city
staff
work
over
the
past
year,
which
results
from
the
communications
departments
results,
minneapolis,
deep
dive
last
august
and
based
on
the
staff
work
groups
learnings,
as
well
as
at
the
recommendation
of
the
city
attorney's
office.
G
Our
second
request
today
is
for
council
to
authorize
the
communications
department
in
the
city's
cable
officer
to
issue
a
request
for
proposals.
Soliciting
the
professional
services
of
a
public
access
vendor
the
vendor
selected
would
manage
and
operate.
The
city
is
three
public
TV
access
channels
or
public
access,
TV
channels
on
behalf
of
the
city,
some
before
jonathan
kind
of
steps
up
to
the
plate.
Here,
I'm
going
to
briefly
walk
you
through
a
little
bit
of
background,
I'm
access
television
project.
G
Last
august,
as
I
mentioned,
the
communications
department
held
our
results
minneapolis
deep
dive
session,
where
our
current
public
access,
TV
performance
and
operations
metrics
were
reviewed.
There
was
broad
agreement
that
council
members
and
staff
would
undertake
work
to
review
community
needs
and
desires
for
public
access
TV
in
the
future,
to
make
sure
that
the
city
is
effectively
using
our
public
access
dollars
to
meet
the
needs
of
our
diverse
populations.
In
the
city
this
past
winter,
a
working
group
was
formed
to
evaluate
the
city's
needs,
including
key
areas
of
performance.
G
As
the
2019
contract
comes
up
for
renewal,
learning's
will
inform
the
RFP
process
moving
forward
throughout
the
spring
and
summer.
The
coordinators
office
of
performance
and
innovation
conducted
outreach
and
research
to
better
understand
the
opportunities
and
challenges
presented
by
access
TV
in
the
current
media
and
cable
environment.
G
The
City
Attorney's
Office
has
been
very
involved
along
the
way
and
then
staff
from
finance
and
property
services,
including
procurement
and
the
Budget
Office,
so
I
definitely
want
to
introduce
Jonathan
and
express
my
sincere
appreciation
for
the
work
that
he
has
done
all
along
for
the
office
of
performance
and
innovation
and
for
Brian's
entire
team,
including
Liv
Williams
and
Elliot
Payne,
and
a
few
others
along
the
way.
We
have
really
been
a
key
beneficiary
of
your
work
and
I'm
excited
to
have
you
present
I.
A
H
What
happens
more
often
than
you
know?
So?
Yes,
sorry
at
the
birthday
stuff,
my
name
is
Jonathan
Williams,
Kenzel
program
manager
for
the
office
of
performance
and
innovation.
Before
we
get
started,
this
presentation
is
when
they
briefly
explain
the
occlusive
design
approach.
So
anytime
we
take
on
a
project
that
has
a
goal
of
improving
the
lives
of
residents.
We
want
to
work
in
a
way
that
results
in
solutions
that
enhance
quality
of
life.
Inclusive
design
is
a
discipline
of
design.
Thinking
aimed
at
understanding
people
challenging
assumptions
and
redefining
problems
by
approach.
Our
work
with
empathy.
H
H
So,
let's
get
to
it,
what
is
access?
Telogen
cut-and-dry
was
created
by
the
FCC
to
require
that
required.
Cable
operators
who
want
to
serve
service.
Our
city's
two
brightest
with
channels
to
serve
the
public
access
television
or
as
you'll
hear
me
say,
access
TV
is
an
alternative
to
mainstream
commercial
television,
where
the
general
public,
such
as
individuals
or
organizations,
can
broadcast
content
such
as
news
educational
pieces,
cultural
programs
and
locally
relevant
content
access.
Tv
establishes
a
local
public
forum
for
community
participation
while
giving
people
a
voice
to
encourage
civic
engagement.
H
We
have
three
types
of
access
channels,
public
programming
conducted
by
local
people
and
that
can
have
a
wide
range
of
content
depending
on
the
community's
interest
education
program
run
by
the
school
board.
When
you
focus
on
broadcast
content,
this
is
educational
or
made
just
in
general
by
the
school
and
the
government.
Programming
broadcast
content.
The
shares
of
updates
on
local
government
on
the
local
government
and
can
include
recordings
of
council
meetings
or
this
meeting
we're
in
right
now
or
other
related
content.
H
So
how
is
this
program
you
funded?
So
this
is
a
great
kind
of
visualization
that
we
hope
you
all
can
see
and
share.
So
Cindy
came
over
brightest.
They
get
together.
If
cable
riders
come
to
the
city
say
they
want
to
provide
cable
services
to
our
residents
and
businesses.
The
city
provides
them
access
to
the
right
of
ways
in
exchange
for
upwards
of
no
more
or
five
percent
of
fees,
which
are
called
franchise
fees
and
also
PEC
fees
as
well.
H
This
funding,
in
particular
a
certain
amount
of
funding.
We
provide
for
public
access
channels
and
we
provide
our
other
additional
six
channels
to
education
and
government.
Those
channels
are
broadcast
on
public
access,
TV
and
other
platforms,
and
they
are
they're
able
to
be
viewed
by
cable
subscribers
and
non
cable.
Subscribers
currently
whoops
sorry
Carly,
our
public
access,
vendor,
I'm,
TN
or
Minneapolis
telecommunications
network.
They
were
originally
founded
by
the
sea
and
they
worked
closely.
We
worked
closely
together
with
them
up
until
2017,
and
that
was
in
which
MTN
became
a
formal
501c3.
H
Alright,
so
well,
access
TV
has
largely
been
popular
and
especially
in
the
70s
80s
expansions
and
technology
options
and
new
platforms
to
connect
audience
has
resulted
in
Access
televisions,
declining
popularity.
Some
of
those
access,
TV
channels
include
cable,
subscription,
declines,
video
on-demand
streaming
service,
popularity,
general
generational
viewership
changes
and
then
regularly
regular
regulatory
challenges.
H
Why
should
we
still
value
access
TV
today,
I
mean
local
media
is
essential
to
build
a
community
identity.
We
feel
that
local
media
provides
that
voice
and
provides
that
voice.
Public
access
encourages
civic
engagement
to
come
to
different
events
to
be
including
discover,
discussion
and,
ultimately,
it
provides
a
platform
for
underrepresented
populations
to
spark
awareness
about
issues
in
their
community
and
interesting
stories
in
their
neighborhoods,
so
public
access
and
community
media
workshop.
H
As
out
of
our
research,
we
hosted
a
public
access
and
community
media
workshop
in
August,
in
which
we
spent
two
hours
with
local
media
organizations,
learning
learning
about
barriers
and
challenges
associated
with
the
community
media
industry.
We
were
able
to
identify
key
themes,
challenges
and
generate
ideas
that
helped
us
change
the
way
we
thought
about
public
access,
TV
and
its
use.
H
So
the
example
you
see
here
is
how
the
scene
would
take
approaches,
working
together
with
community-based
media
organizations
and
access
television
channels
to
work
together
to
be
able
to
support
one
another
in
providing
hyperlocal
content
to
our
residents
beyond
what
we
traditionally
see
from
the
starch
of
you
or
kare
11
itself,
the
stories
that
are
not
typically
heard
or
the
the
pieces,
the
the
emotional
pieces
that
the
channels
take
for
five
or
ten
minutes.
So
there
are
30
minute
segments
in
time.
H
Furthermore,
we
identified
additional
opportunities.
Some
of
those
opportunities
were
around
some
of
the
performance,
metrics
and
so
establishing
community
media
metrics,
establishing
possibly
imported
media
policy
for
possible
stories
that
come
outside
of
the
city
itself,
leveraging
media
and
media
organizations
to
support
access
television
working
to
with
other
media
organizations
to
start
more
of
a
consortium
of
community
media.
One
of
the
things
that
we
heard
that
was
really
interesting
was
the
chicken
before
the
head.
H
There's
a
really
interesting
opportunity
around
workforce
development,
where
there's
an
aging
population
of
employees
in
the
media
industry
themselves
in
the
state
that
are
looking
to
retire.
But
there
isn't
a
pipeline
that
hasn't
been
established
and
then
these
groups
kind
of
want
to
get
together
as
a
hold.
H
We
have
some
qualification,
so
leadership,
structure
and
board
health.
Where
is
the
leadership
structure?
Look
like
what
is
the
health
of
your
board?
Do
you
have
a
non-profit?
Are
you
a
nonprofit
organization?
Do
you
have
that
status?
Currently,
diversification
of
funding,
while
the
city
provides
funding
for
the
public
access
channels,
we
want
to
look
for
a
vendor.
That
also
is
able
to
raise
funds
and
generate
funds
themselves
to
continue
to
operate
access
to
the
public
access
television
in
the
city
and
then
current
asset
values.
What
value
do
you
have?
H
G
Thanks
Jonathan
for
your
work,
so,
as
I
mentioned
at
the
beginning,
we
are
coming
to
Council
to
ask
for
authorization
to
issue
an
RFP.
We
are
asking
for
this
for
three
primary
reasons.
The
first
is
to
align
with
best
practices
for
governing
professional
services,
contracts
that
exceed
one
hundred
and
seventy
five
thousand
dollars.
G
Our
plan
at
this
stage
is
to
finalize
that
request
for
proposal
and
issue
that
no
later
than
December
31st
of
this
year
and
then,
of
course,
upon
a
selection
of
a
vendor.
We
would
return
to
Council
for
contract
approval
and
we
would
expect
that
to
be
probably
very
early
next
year
and
with
that
chair,
Palmisano
and
council
members.
I
can
stand
for
questions
director.
A
G
So
our
existing
contract
does
end
at
the
end
of
this
year.
We
do
anticipate
anticipate
a
transition.
What
I
would
like
to
mention
that,
as
we
put
the
RFP
out,
our
current
vendor,
which
is
MTN
I,
would
expect,
but
do
not
know
that
they
would
submit
a
proposal
as
well
and
so
in
the
selection
and
review
we'll
make
that
determination
as
to
who
the
city
feels
is
in
a
best
position
to
serve
as
the
vendor
going
forward.
G
J
H
H
It's
not
the
jar
music
I,
typically
listen
to,
but
there's
a
song.
Well,
video
killed
the
radio
star,
but
radio
still
here
so
I
I
would
not
foresee
cable
access
television
going
away
a
lot
of
our
research
kind
of
led
us
to
the
idea
that
the
approach
that
you
take
to
access
television
itself
has
to
change.
H
G
Chair
Palmisano
and
councilmember
fletcher,
I
think
the
other
thing
that
we
do
know
is
that
video
is
definitely
on
the
ascendancy
and
so
video
content
itself
is
extremely
important.
I
think
it's
extremely
important
to
our
diverse
communities
as
well
20.
Second
video.
They
can
get
a
quick
dose
of
information
in
a
way
that
you
know
a
flier
or
something
written
may
not
serve
that
purpose,
and
so
we're
acutely
aware
that
our
public
access
TV
is
providing
content
and
so
we're
looking
into
you
know,
making
sure
that
that
content
is
as
effective
compelling.
G
A
Don't
see
any
other
questions
or
comments,
I
do
want
to
point
out.
This
has
been
a
multi-year
effort
on
your
part
and
I
really
appreciate
being
able
to
put
a
marker
down
and
say
that
now
we're
here
on
it,
it's
been
a
long
road
and
it's
things
that
you
haven't
had
a
chance
to
include
in
your
presentation
include
also
potentially
in
sourcing
this
and
what
the
cost
of
such
a
thing
would
look
like,
and
so
I
appreciate
all
the
avenues
that
you've
explored.
A
Even
if
they're,
not
right
here
in
their
presentation,
I
know
it
was
very
thorough.
I
will
go
ahead
and
make
the
motion
to
both
receive
and
file
this
update
on
access
television
and
also
authorized
the
issuance
of
the
RFP
for
future
management
of
providing
community
media
services
on
behalf
of
residents.
Are
there
any
other
questions
or
comments,
seeing
none
all
those
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries.