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From YouTube: September 26, 2019 Budget Committee
Description
Minneapolis Budget Committee Meeting
https://lims.minneapolismn.gov
A
Good
morning
welcome
to
our
Budget
Committee.
This
is
the
regularly
scheduled
meeting
of
our
Budget
Committee
on
September
26th,
I'm,
Lenny,
Palmisano
and
I
chair
this
committee,
and
with
me
here
at
the
dais,
our
council
members,
Mike,
Schrader,
Goodman
and
Johnson.
We
have
seven
departments,
giving
their
department
told
briefings
of
the
mayor's
recommended
budget
to
us
today.
The
largest
is
Public
Works
and
there
are
some
small
but
mighty
ones.
In
here
too,
we
will
go
according
to
the
order
of
the
agenda
and
we'll
start
with
3-1-1
Tricia
Glover.
Please
join
us
welcome.
A
Thank
you,
miss
Glover
other
questions
or
comments,
not
about
the
inflationary
increase,
but
about
three
one.
One
I
have
to
say
that
three
one
one
was
one
of
the
most
interesting
results
meetings
that
I
had
been
to,
and
we
really
appreciate
all
that
you
do
as
well
as
we
know
that
we
need
to
work
to
innovate,
to
make
3-1-1
are
really
effective
interface
for
residents,
and
we
hear
your
frustrations
on
the
back
end
is
you're,
not
the
end
taker
of
whether
it's
filling
that
pothole
or
getting
that
complex
service
coordinated.
A
So
I
really
appreciate
all
you
do
I
understand
the
kinds
of
difficult
calls
that
you
take
and
I
hope
that
you
and
all
of
the
people
in
your
call
center
know
how
much
we
appreciate
it
as
a
service
to
the
city.
I,
don't
have
any
other
questions,
it
doesn't
sound
like
my
colleagues,
do
either
so
I'll
just
go
ahead
and
buy
a
work
move.
Sorry,
three
Stephen
Feil!
This
is
your
three
one.
One
departments
hold
budget
briefing
all
those
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries
cancer.
C
Good
morning,
madam
chair
and
council
members,
my
name
is
Kathy
Hughes
I
am
the
director
of
emergency
communications
I'm
here
today
to
present
the
emergency
communications
9-1-1
2020
budget,
as
recommended
by
Mayor
Frye
on
August
15
2009
teen
minneapolis
9-1-1,
is
a
vital
link
between
the
public
and
emergency
responders.
We
strive
to
collect
and
disseminate
all
requests
for
service
in
an
efficient,
courteous
and
compassionate
manner.
These
actions
help
save
lives,
protect
property
and
assist
the
public
in
their
time
of
need.
Minneapolis
9-1-1
is
always
here
always
ready.
C
Currently,
we
have
61
dispatchers,
we
are
authorized
to
have
69
and
we
are
working
the
higher
to
reach
that
authorized
number.
We
are
also
working
on
hiring
one
more
supervisor
and
one
more
person
for
administration.
This
will
bring
our
total
staff
level
to
our
authorized.
A
number
of
85
I
am
very
proud
of
our
dispatchers
and
MACC.
They
do
an
excellent
job.
They
are
committed
and
dedicated
to
the
city
of
Minneapolis,
especially
in
very
stressful
circumstances.
C
C
If
you'd
like
that
statute,
it's
for
oh
three
point
one
one,
three
subdivisions
three
M
ECC
can
use
those
funds
for
call
handling
equipment,
name
among
recording
equipment,
radio
consoles
CAD
equipment,
which
is
the
computer-aided
dispatch
equipment,
computer
that
speaks
between
the
dispatchers
and
first
responders,
network
expenses,
training,
reverse
naima,
one
alert
or
emergency
preparedness
systems
and
workstations
for
2020.
The
mayor's
recommend
a
budget
has
an
increase
of
2.9
percent
for
a
total
of
10
million
ninety-eight
thousand
dollars.
The
increase
is
for
inflationary
increases
in
operating
costs,
including
salary
and
fringe.
D
C
Referring
to
procure
a
yes,
yes,
so
we
recently
made
the
decision
to
remove
pro-q
a
as
our
protocol
system.
The
system
did
not
integrate
with
our
CAD
system
and
it
made
the
processing
of
a
call
take
longer
which
entail
could
increase
response
times
from
first
responders.
It
officially
will
be
gone
from
our
system.
October,
31st,
okay,.
D
C
Right
now
we're
in
the
process
of
retraining
the
dispatchers
who
were
only
trained
on
pro
QA.
We
are
going
to
finish
the
training
and
hire
a
new
group,
we're
going
to
hire
them
and
train
them.
The
way
we've
always
trained,
dispatchers,
just
on
problem
nature
codes
without
a
script
system,
and
we
will
reevaluate
if
or
the
possibility
of
a
new
protocol
system,
but
not
until
next
year.
Right
now,
it's
not
even
being
discussed.
Okay.
E
C
E
Maybe
there's
something
to
this
also
offline
as
well.
That
I
could
get
some
more
clarification
on
that,
but
I
would
think
that
previous
leadership
would
work
in
consultation
with
IT
and
that
there'd
be
a
robust
process
around
evaluating
different
software.
That
we'd
go
out
for
RFP.
That
we'd
have
some
sort
of
Records
around
that
so
I
understand
I,
don't
want
to
I'm
not
trying
to
beat
you
up
for
that
the
stationery
day.
Obviously
you
are
new
to
this
role.
I
appreciate
the
decision
of
being
able
to
switch
away
from
a
system.
E
E
How
we
came
about
that
because
I
think
there's
a
lesson
to
be
learned
there
around
what
went
wrong
and
how
could
we
avoid
that
with
future
software
systems?
We
frequently
invest
them.
Lots
of
multi-million
dollar
systems
around
here,
whether
that's
a
new
police
record
management
service
or
our
system,
or
whether
that's
our
new
land
management
system
or
our
legislative
management
system
are
all
sorts
of
things,
and
we
just
want
to
make
sure
that
we
don't
run
into
problems
and
avoid
problems
as
much
as
possible.
G
You
manager,
George
I,
just
wanted
to
thank
you
for
jumping
in
to
a
new
role
and
really
embracing
kind
of
where
we're
at
with
asking
kind
of
big
questions
about
9-1-1
service
and
really,
you
know,
bringing
so
much
I
think
enthusiasm
to
the
workgroup
that
was
established
after
councilor
Johnston's
staff
direction,
where
we're
really
looking
at
our
9-1-1
calls
and
what
are
folks
calling
the
city
about?
How
can
we
find
efficiencies?
G
How
can
we
make
sure
that
the
folks
on
the
phone
on
the
front
lines
are
really
supported
and
have
what
they
need
to
do
their
jobs
well
and
that
we're
like
matching
the
right
response
to
the
right
calls
and
that
those
are
really
big
questions
and
you're
taking
them
on
having
been
in
the
role
after
only
a
few
months?
So
I
really
think
we
all
appreciate
it
very
much
and
look
forward
to
hearing
more
as
that
work
evolve
as
I'm
sure
it
will.
After
you
know,
those
meetings
happen.
G
I
also
wanted
to
make
sure
everyone
knows
that
I
know
there
was
a
short
presentation
at
PSC,
M
kind
of
updating
about
that
process,
but
we
also
have
a
study
session
scheduled
because
there's
so
many
questions
and
that's
coming
up
on
October
10th
from
10
to
12
and
I
again.
I
know
the
PSC
I'm
members
probably
know
that,
but
for
the
rest
and
that
council
members
and
that
will
dive
in
a
bit
more
to
that
staff
direction
work,
but
also
just
a
bigger
picture
of
again.
G
C
A
Thank
you,
I
know
we'll
dive
in
more
at
the
study
session
in
terms
of
your
budget.
It's
pretty
straightforward
this
year.
Thank
you
very
much
for
your
time,
director
again
welcome
to
the
city
of
Minneapolis,
and
we
look
forward
to
hearing
more
from
you
later.
If
I
may,
I
didn't
have
quorum
the
last
time
I
did
that
in
terms
of
receiving
and
filing.
So
now
that
we
do,
I
will
move
both
the
first
two
reports,
the
3-1-1
and
911
departmental
briefings
for
receiving
file.
Please
significant
favor,
please
signify
by
saying
aye
aye
opposed
that
carries.
H
H
So,
as
you
know,
the
office
of
emergency
management
is
in
the
resilience
business.
Our
vision
is
one
of
a
resilient
Minneapolis
enterprise
serving
resilient
Minneapolis
community,
and
we
create
that
resilient
condition
through
our
our
strategy
of
working
in
five
main
mission
areas,
prevention,
mitigation,
preparedness
response
and
recovery.
So
everything
we
do
fits
into
one
of
those
five
big
buckets,
either
directly
or
as
a
matter
of
support.
The
team
that
gets
that
done
is
up
on
your
board.
H
H
From
a
service
level
standpoint,
as
you
may
recall,
we're
building
out
according
to
national
standards
and
that
work
will
be
completed
early
part
of
next
year.
All
of
the
reorganization,
the
build-out
work
will
be
done,
including
a
third
design-build
phase
of
our
workout
and
we'll
be
moving
into
a
steady-state
phase
starting
next
year.
So
the
next
year
will
be
a
transition
as
we
wrap
up
and
do
some
of
the
fit
and
finish
work
and
the
implementation
work
and
then
we'll
be
rolling
forward
on
a
steady
state
basis
from
2020
into
2021.
H
So
all
of
that
reorganization
and
all
that
work
is
coming
to
a
conclusion
now.
The
resources
that
we've
allocated
under
this
budget
are
sufficient
to
accomplish
that
mission.
So
at
this
point
in
time,
we're
not
asking
for
anything
additional
other
than
the
hello.
If
you
will
cost-of-living
increase
that
the
finance
department
has
allocated
to
us
so
overall
we're
making
good
progress
toward
stabilizing
the
department
delivering
on
our
mission,
making
sure
that
we
can
manage
according
to
national
standards
and
the
resources
that
you
all
have
provided,
which
we
appreciate
our
sufficient
to
that
task.
H
A
You
other
questions
or
comments
for
the
director
director
of
office,
the
Office
of
Emergency
Management
I'm,
not
seeing
any
sir.
Thank
you
for
your
time.
Thank
you,
sir,
received
and
filed
his
presentation.
All
those
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries.
Next.
We
have
internal
audit
with
director
ginger
Bigby
welcome.
F
Thank
You
chair
Palmisano
committee
members,
I'm
ginger,
Big
B
internal
audit,
director
I,
will
start
with
what
our
key
activities
are.
An
internal
audit.
We
provide
objective
and
independent
audit
services
and
consultation
services,
advisory
services
for
the
city
of
Minneapolis,
its
boards
and
commissions,
I.
Think
one
of
the
ways
that
we
add
value
with
a
small
audit
team
is
by
doing
risk-based
value-added
activities.
We
were
able
to
improve
our
deliverables,
maintaining
the
same
staff
level
from
2018
to
2019,
by
having
internal
process
improvements
and
being
agile,
being
a
willing
to
change
direction.
F
If
we
see
that
there's
a
better
path
to
take
that
offers
better
risk
coverage.
Speaking
of
that
agile
process,
we're
seeing
management
adopt
that
as
well
we're
seeing
more
agility
in
the
information
technology
and
in
the
police
department,
as
we've
worked
with
them
recently,
so
we're
we're
having
just
a
small
decrease
from
2019
to
the
2020
budget.
This
won't
I.
Don't
think
this
will
have
an
impact
on
our
service
level.
F
I
expect
to
produce,
at
the
same
rate,
in
2020
that
we're
doing
in
2019
and
will
continue
to
make
internal
process
improvements
as
we
go
and
perhaps
gain
more
efficiencies.
That
way,
we're
also
able
to
leverage
our
budget
for
hiring
external
consultants
to
help
give
us
better
risk
coverage
for
the
city
and
given
a
small
internal
team.
Are
there
any
questions.
D
F
A
That
see
any
other
comments
or
questions
so
with
that
I
will
move
to
receive
and
file
the
internal
audit
2020
budget
presentation,
all
those
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries.
Thank
you
good
day.
Next,
we'll
have
the
City
assessor's
office.
I,
don't
see
them
in
the
room
just
yet
we're
moving
along
pretty
quickly.
A
I
Thank
You,
chair
Palmisano
and
members
of
the
Budget
Committee
I
am
pleased
to
be
here
to
present
the
proposed
budget
for
Public
Works
for
2020
I
would
like
to,
by
way
of
our
departmental
overview,
recognize
the
entire
team
who
have
worked
hard
to
assemble
this
budget.
You
know
we're
a
larger
Department
arranged
into
three
main
areas:
transportation,
utilities
and
business
administration.
We
have
a
few
directors
here
with
us.
I
Alan
Berg,
with
fleet
Donnell
Wood,
is
on
his
way
in
transportation,
engineering
and
design.
The
other
directors
would
normally
be
here
to
support
and
are
extremely
supportive
of
this
budget
development
and
discussion
process.
I
also
want
to
recognize
the
Keystone
Brett
jelly
on
our
public
works
team.
They
spend
countless
hours
assembling
the
budget
and
then
also
the
budget
team,
we're
a
large
and
sometimes
complicated,
Department
and
Micah
and
Robert
have
spent
so
much
time
with
us,
making
sure
that
we're
making
a
really
good
proposal.
I
So
I'm
gonna,
move
on
now
and
discuss
the
public
works
budget
in
three
main
parts
a
little
bit
unusual,
but
we
do
have
an
opportunity
to
tell
you
about
our
current
service
level.
That'll
be
part.
One
will
tell
you
about
proposals,
new
proposals,
part
two,
we're
gonna
talk
a
little
bit
about
the
capital
budget
and
then
we're
gonna
also
review
utility
rates.
I
So
each
of
our
programs
is
our
remaining
relatively
flat
this
year.
Just
a
couple
of
changes,
the
largest
change
that
you'll
see
here
is
in
the
administration
division.
Where
one-time
funding
last
year
is
not
included
this
year,
that's
exactly
as
it
should
be.
It
shows
as
a
larger
decrease,
but
that
just
accounts
for
one-time
money
that
is
not
proposed
for
this
year.
Some
other
changes
to
note
in
fleet
we're
working
on
refining
our
parts
system
and
management
and
that's
leading
to
a
reduction
in
that
budget
in
water
treatment
is
relatively
flat
in
sanitary
sewer.
I
I
In
transportation,
planning,
design
and
engineering
all
group
together,
this
is
how
we
plan
and
build
our
projects.
I,
wanted
to
know
it
an
increase
there.
It's
a
very
small
increase,
but
it's
an
interesting
one,
the
more
Street
reconstruction
we
do,
the
more
paving
work
we
have
and
we're
noticing
that
we're
a
little
bit
stretched
and
sometimes
falling
behind
in
the
testing
and,
if
you're,
ever
curious.
I
did
this
recently
where
I
went
to
the
paving
lab,
and
they
showed
me
what
the
cores
look
like,
what
it
looks
like
when
it
goes
in
the
machine.
I
The
machine
tries
really
hard
to
break
the
cores,
we're
just
doing
more
and
more
of
that
work
as
our
Street
reconstruction
is
growing,
so
that
budget
is
growing
by
a
little
bit
in
operations
and
mobility,
basic
inflationary
increases
and
same
in
transportation
maintenance.
Sometimes
our
inflationary
increases
are
offset
by
some
savings.
So
while
we
are
remaining
pretty
flat
through
most
of
our
organization,
you'll
see
some
variation
in
each
of
the
program
areas.
I
While
we
don't
love
talking
about
them,
they
are
sort
of
a
reality
out
there
and
something
that
didn't
exist
three
years
ago
that
take
management.
Today
we
currently
have
about
a
staff
person
working
on
these
issues,
and
it's
simply
not
enough
for
us
to
keep
pace
with
how
rapidly
things
are.
Changing
and
I'll
go
back.
You
know
five
six
years
ago,
with
uber
and
lyft
how
those
are
operating
and
being
managed
on
our
street.
It
just
takes
a
tremendous
amount
of
effort
and
we
do
not
see
that
slowing
down.
We
see
it.
I
Speeding
up
as
mobility
continues
to
change.
What
we
do
on
our
curbside
is
gonna
mean
a
lot
and
everything,
so
we
are
proposing
sort
of
going
backwards
to
positions
to
full-time
positions,
to
help
us
manage
this
growing
need
in
mobility,
and
that
is
ongoing.
We're
also
proposing
one-time
funding
to
support
the
implementation
of
mobility
hubs.
I
Our
last
mile
connections
are
often
the
hardest
for
people
to
make.
It's
not
always
easy
to
find
these
new
mobility
options
that
are
available,
and
we
feel
very
strongly
that
in
our
racially
concentrated
areas
of
poverty,
especially
and
also
citywide,
that
we
need
to
make
it
easier
for
people
to
access
all
transportation
options,
we
have
a
pilot
that
is
starting
right
now,
that
is,
grant
funded.
I've
got
some
external
funding.
I
Thanks
to
this
is
the
sustainability
office,
but
next
year
we'll
be
making
these
permanent
and
they'll
take
a
little
bit
of
effort,
and
this
is
simple
things
like
signing
and
striping,
and
maybe
some
electricity
if
we're
gonna
Electrify.
So
this
is
budget
that
is
one-time
money
that
will
help
us
do
more
permanent
installations
of
mobility
hubs.
This
is
also
a
partnership
opportunity
of
a
st.
Paul.
St.
I
I
General
fund,
chair,
Palmisano
and
council
president
bender,
the
source
of
these
funds
is
was
originally
proposed
from
the
parking
fund,
but
it
is
represented
because
it
is
very
much
about
curbside
how
the
curbside
is
managed.
However,
you'll
see
it
represented
as
the
as
a
transferring
to
general
fund
to
reflect
the
addition
of
full-time
employees
and
to
give
the
council
an
opportunity
to
see
and
evaluate
the
proposal.
I.
G
Guess
I'll
just
comment
in
this,
as
might
be
for
follow-up
I.
I
would
like
to
challenge
us
to
think
more
broadly
about
how
we're
funding
transportation
strategies,
especially
those
that
are
focused
in
supporting
transit,
biking
and
walking
and
I,
think
we
need
to
make
significantly
more
investment
in
these
things.
So
I'm
supportive
of
us
doing
so,
but
you
know
I
so,
for
example,
should
should
we
raise
fees
on
uber
and
lyft
in
order
to
help
pay
for
the
management
costs
of
having
two
full-time
employees
dedicated
to
curbside
management?
G
Or
you
know,
should
we
look
at
our
parking
fees
and
continue
to
sort
of
challenge
ourselves
to
see
if
we're
really
capturing
the
full
cost
of
parking
to
our
city
or
maybe
even
getting
more
creative
and
saying
like
how
is
parking
spaces
and
new
developments
affecting
our
city,
and
do
we
want
to
start
to
try
to
bake
in
fees
or
other
methods
of
collecting
revenue
from
new
development
that
has
significant
transportation
costs?
Knowing
that
there
are
some
state
law
challenges
to
that
kind
of
system?
I
Chair
Palmisano
and
council
president
bender
council,
president
vender
I
just
want
to
say
how
much
I
appreciate
your
leadership
on
the
topic.
I
know
it's
a
very
active
conversation
and
one
that,
as
staff,
we
are
committed
to
coming
up
with
solutions
that
we
can
sent
back
to
the
council.
I
might
say
that
this
was
sort
of
a
leading
idea,
not
not
to
say
the
best
but
sort
of
an
early
idea
to
think
critically
about
the
parking
fund
and
what
flexibility
we
may
have
under
the
city's
ordinance
to
be
more
creative,
with
its
use.
I
Considering
that
so
much
happens
on
the
curbside,
including
parking,
and
that
what
happens
on
the
curbside
affects
parking.
So
much
so
I
really
appreciate
your
comments
and
I.
Think
you've
provided
I've
made
two
notes
here
on
really
examining
parking
and
also
on
the
uber
and
lyft
or
shared
mobility.
K
I
Our
next
new
proposal
this
year
is
expanded
service
out
of
our
transportation,
maintenance
and
repair
division
on
two
items.
One
is
winter
corner
clearing
and
the
other
is
our
maintenance
of
green
infrastructure
on
the
winter
corner.
Clearing.
This
is
an
outgrowth
of
our
work
over
the
past
two
years
to
focus
on
pedestrian
mobility.
In
winter
time
we
present
an
information
back
to
the
Transportation
and
Public
Works
Committee.
I
At
the
conclusion
of
that,
while
we
had
a
high
percentage
of
compliance
with
snow
shoveling,
if
the
corner
is
not
passable,
it
doesn't
matter
so
we
have
come
together
as
an
entire
team.
Looking
at
this
to
say,
their
next
big
effort
should
be
on
the
corners
with
some
seed
funding
out
of
the
division,
two
hundred
thousand
dollars
and
adding
to
that
a
new
request
of
three
hundred
thousand
dollars.
We
are
confident
that
we
can
expedite.
I
Excuse
me
Corner
clearing
and
take
it
from
about
four
to
five
days
down
to
making
sure
they're
clear
in
about
two
days,
so
we're
very
hopeful
that
we'll
be
able
to
to
expedite
that,
and
we
think
it
will
make
a
difference.
The
second
item
here
is
on
going
for
a
hundred
thousand
dollars
and
it's
really
a
start
on
our
ability
to
maintain
green
infrastructure.
Most
of
our
met.
Much
of
our
green
infrastructure
can
be
related
to
the
stormwater
system,
but
there's
a
high
demand
for
green
infrastructure
that
isn't
necessarily
related
or
connected
to
that
infrastructure.
I
I'll
use
one
example:
the
protected
bike
lanes
on
Third
Avenue
have
planters.
We
got
real
lucky
this
year
and
that
they
just
sort
of
sprouted
growth
again
without
our
maintenance.
So
we
just
we
let
them
do
their
thing,
but
we
were
very
stretched
to
maintain
something
like
that.
It's
not
something
that
we
had
considered
or
built
into
our
programs,
but
we
want
to
do
more
of
it
and
we
want
to
do
more
of
it,
because
people
want
us
to
do
more
of
it.
D
Thank
you,
a
director
just
unbelieve.
Thank
you
for
both
of
them.
What
I
hear
from
constituents
is
just
how
mobility
is
shut
down
in
the
winter,
and
it
is
we
have
everyone
will
comply,
but
that
one
person
or
the
corners-
and
so
this
is
really
great.
You
see
moving
forward
and
I'm
the
green
infrastructure
just
more
for
the
public
to
whenever
we
work
with
another
government
entity
that
adds
to
the
complexity.
D
K
You,
chair
Palmisano,
so
I
really
appreciate
the
corner
clearing.
It
is
something
that
I
hear
a
lot
about
for
my
constituents.
I
will
say
this
and
I've
said
to
you
before.
This
doesn't
feel
like
as
aggressive
an
approach
as
I
would
take
to
what's
been
raised
consistently
as
a
serious
issue
from
pedestrian
mobility
in
our
climate.
K
I
Palmisano
councilmember
Fletcher,
thanks
for
the
question
I
know
this
is
of
high
concern.
I
want
to
say
that
something
that
was
funded
last
year
is
helping
us
do
more
than
just
this,
and
that
is
the
right-of-way
manager
that
we
were
able
to
add
by
adding
that
right-of-way
manager
we've
more
effectively
been
able
to
to
deploy
our
inspectors
and
we
piloted
it
last
year
with
a
certain
number,
a
goal
of
inspections.
We
far
exceeded
it
and
we're
doubling
it
this
year.
I
We
feel
that
it
had
a
difference
on
the
overall
compliance
rate,
and
it
also
helps
to
complement
three
one,
one
eleven
on
three
one
one
and
offset
any
confusion
that
might
be
caused
by
the
three
one,
one
app
so
we're
gonna
double
our
inspections
this
year.
That's
one
thing
and
we're
going
to
be
adding
more
resources
to
the
three
one.
One
list:
it's
a
really
important
thing
that
we
do.
If
we're
going
to
inspect
more,
we
also
have
to
offer
more
resources
for
people
who
can't
shovel
and
then
we're
going
to
expedite
the
corner.
I
The
next
item
is
the
support
work
that
Public
Works
is
proposing
for
street
lighting
and
litter
pickup
in
the
cultural
districts.
I
believe
this
body
has
heard
a
presentation
about
the
cultural
districts.
Our
work
is
supportive
in
nature
and
focuses
on
areas
where
we've
heard
the
most
concern
and
complained
a
litter
pickup,
especially
our
budget
proposal
includes
a
team
of
two
that
will
focus
on
litter
abatement
in
the
in
the
cultural
districts.
I
am
hopeful
that
this
will
give
us
more
information
too.
I
Litter
is
something
we
hear
citywide
as
well,
and
we
may
be
able
to
use
this
as
a
test
in
a
pilot
for
potentially
a
future
proposal.
The
other
part
is
accelerating
the
LED
lighting
change
out
in
these
cultural
districts.
Led
lighting
is
a
more
reliable
light
source
and
we
have
heard
concerning
complaint
over
the
amount
and
the
consistency
of
lighting
in
these
areas.
I
I
I
This
year
we
have
one-time
funding
included
here
for
targeted
strategies
on
speed
reduction.
As
you
know,
we
are
pursuing
the
reduction
of
speed
limits
in
the
city
that
will
need
to
come
with
some
resources
and
work
again
basic
things
like
signage
and
signal
timing.
The
entire
system
will
need
to
be
every
time
and
some
education,
so
this
is
targeted
one-time
money
to
help
with
that
effort,
which
would
begin
in
the
spring
of
this
year.
I
It
complements
what
we
call
the
955,
which
is
the
operational
budget
for
safety
and
active
mobility.
The
more
information
we
have
about
our
high
injury
crash
networks,
the
more
we
tailor
that
funding
to
address
the
highest
areas
of
concern
and
then,
lastly,
the
capital
budget,
which
I'm
about
to
talk
about.
I
I
Like
to
always
review
this,
we
make
decisions
based
on
data
and
evaluation
aspect,
condition,
equity,
historical
data
and
what
we
hear
out
there
in
the
world.
We
call
the
list
of
potential
projects.
There's
some
qualitative
screening,
especially
as
relates
to
our
ability
to
dig
once
take
care
of
utilities.
At
the
same
time
is
we're
doing
a
straight
reconstruction.
Also,
we
often
try
to
coordinate
with
development
as
well
as
much
as
we
can
I.
I
Left
this
slide
in
because
I
just
I
want
to
recognize
the
work
of
click.
The
capital
long-range,
Improvement
Committee
is
I,
think
the
one
that
spent
the
most
time
working
over
a
six
week
time
period,
many
Saturdays,
the
information
we
give
them
is
voluminous
I.
Think
it's
a
difficult,
and
hopefully
rewarding
committee
and
I
I
really
appreciate
their
work
to
review
our
work.
L
You
very
much
Sharon.
Thank
you.
Miss
Hutchinson,
I'm,
glad
you
brought
up
the
importance
of
click-click
has
made
a
couple
of
comments
year
after
year
with
regard
to
Public
Works
process
for
handling
requests,
including
the
fact
that
you
know
what
they
are.
I
don't
want,
I,
don't
need
to
go
through
them.
I
think
this
is
risen
to
an
urgent
concern,
both
the
issue
of.
Why
aren't
we
seeing
more
projects
than
there
are
so
that
we
can
pick
them?
L
Is
the
department
overworked
in
that
there
might
not
be
the
capacity
to
do
all
the
projects
based
on
the
extra
money
that
was
given
for
streets?
And
could
we
identify
streets
more
broadly
to
include
bridges
or
other
urgent
concerns,
because
the
chair
of
the
Transportation
Committee
of
the
clique
is
my
constituent
I
feel
the
need
to
bring
these
issues
up
because
I
do
think
they're,
good
issues
and
I
also
don't
think
they're
critical
of
Public
Works
they're,
asking
I
think
cliques.
L
Questions
are
attempting
to
help
you
guys,
and
they
also
want
to
see
more
projects
they're
really
after
the
park
board
on
that
piece,
but
on
the
streets
piece.
They
would
like
to
see
many
more
projects
and
I
think
in
a
way
they
worry
about
the
fact
that
there
are
not
enough
there
isn't
enough
capacity
to
take
on
that
many
more
projects.
So
could
you
comment
specifically
on
clicks
comments
within
their
report
so
that
we
have
an
idea?
Is
there
anyone
from
click
here?
L
It's
unfortunate
that
they
don't
get
to
see
these
budget
hearings
because
I
don't
want
them,
thinking
that
we
don't
take
their
comments
seriously,
especially
since
the
mayor's
recommended
about
90
percent
of
all
of
their
projects.
I
think
these
are
serious
issues
that
maybe
you
could
just
address
them
since
I
know
you're,
aware
of
it
chair.
I
Palmisano
councilmember
Goodman.
Thank
you.
We
are
aware
of
it.
This
year
we
spent
even
more
time
considering
their
concerns
and
what
changes
we
might
make,
and
we've
recently
communicated
back
to
them
that
we
agree
that
they
should
feel
like
they
have
more
opportunities
to
make
recommendations.
When
we
switch
to
the
20-year
streets
funding
plan-
and
we
were
sort
of
pinned
on
a
number,
we
start
I
can
understand
why
they
felt
limited
on
their
ability
to
do
their
job
to
make
the
trade-offs.
I
So
we
are
proposing
that
we
do
a
year
six
and
seven,
five
and
six,
seven,
six
mister
in
terminals,
five
and
six
and
seven
we're
where
we're
gonna
give
them
beyond
year,
five,
so
that
they
can
help
make
decisions.
The
problem
with
making
trade-offs
in
year,
one
and
two
is
if
we're
like
or
through
design
and
we're
lining
up
our
construction
resources.
I
Think,
on
your
second
point
about
resources-
we're
getting
better
at
this,
but
the
first
few
years
of
the
20th
Street
hunting
plan
was
a
very,
very
steep
ramp
for
us
and
I
think
that
our
processes
are
getting
getting
better.
Our
coordination
among
divisions
to
make
comprehensive
proposals
is
getting
better
and
I
hope
that
clique
can
see
that
progress.
I
The
bridge
question
comes
up
every
year
that
it's
not
included
in
the
20-year
streets
funding
plan
that
limits
the
number
of
dollars
that
are
available
and
I
know
that
they
feel,
like
their
decisions,
are
limited
by
that
too.
But
we
are
happy
more
than
happy
to
continue
to
work
with
qlik.
I
personally
know
the
value
and
the
importance
of
their
work
and
I
would
like
to
have
them
kind
of
at
our
side.
Every
time
we're
making
capital
improvement
proposals.
L
I'm
sure
miss
hutchinson,
perhaps
part
of
the
next
steps,
could
be
that
you
as
the
director
and
your
directors
could
meet
with
the
chair
of
click
in
the
two
chairs
that
the
committee's
are
the
one
that
deals
with
your
budget.
Just
sit
down
over
a
cup
of
coffee
and
discuss
these
things
with
them,
because
I
think
in
a
way
they
want
to
be
heard
and.
F
L
If
you're
unaware
of
the
fact
that
they
had
to
make
a
data
practices
request,
that's
a
I
would
assume
you
think,
that's
a
problem
that
you
didn't
give
them
United.
Personally,
they
didn't
get
that
or
they
wanted,
and
they
have
made
a
data
practices
request
and
then
got
the
data
anyway.
We
don't
want
to
have
that
kind
of
relationship
with
people
who
are
on
click
chair.
I
M
The
the
best
thinking
right
now
and
I
think
that
that
can
evolve
is
that
year.
Five
of
the
capital
improvement
plan
would
be
over
programmed
so
that
there
would
be
choices
for
click
to
make
so
that
years,
1
through
4
become
that
pipeline.
I
know
personally,
I
live
in
the
lyndale
neighborhood
and
just
got
a
postcard
the
other
day
that
said
two
or
three
years
from
now
we'll
be
seeing
a
reconstruction
of
Grand,
Avenue
and
so
I
think
that's
just
reflective
of
needing
to
give
some
certainty
to
the
professional
staff
as
they
design.
M
L
Chair
I'm,
sorry
and
I
can
have
this
conversation
privately,
but
your
five
eventually
does
become
year,
one.
So
if
they
are,
they
shouldn't
be
there
shouldn't
be
concerned
about
projects
in
year,
one
and
two,
if
they
see
them
in
year
five
and
they
become
four
three
two
one
so
they're
not
saying
change.
What
is
in
your
one
now,
because
we
made
that
decision
five
years
earlier.
I
really
feel
like.
L
We
cannot
just
give
them
a
list
of
ten
projects
that
we
can
fund
and
say,
which
do
you
think
are
most
important
I
think
we
need
to
give
them
a
list
of
30
projects
that
we
could
fund
to
get
to
ten
or
why
are
they
wasting
all
this
time?
I
mean
these
are
I.
Think
of
all
the
people
who
served
on
boards
and
commissions,
maybe
the
Planning
Commission.
This
group
spends
the
most
time
and
is
the
most
skilled.
G
You,
madam
chair,
over
the
years
I've
heard
you
know
various
feedback
about
click
and
I
I,
like
the
idea
of
something
back
and
kind
of
looking
at
how
clicks
role
might
change
with
this
bigger
pot
of
money
and
other
other
changes
in
our
cities.
So
maybe
really
what
needs
to
happen
first
is
to
engage
click
on
that
sort
of
policy
level.
F
G
G
Pressure
in
neighborhoods
that
aren't
ready
facing
large
displacement
pressures,
so
I
think
as
we
move
forward
combining
better
our
work
in
transportation
and
land
use
planning
is
something
that
will
also
help
us
something
out
farther.
We
can't
predict
exactly
where
there'll
be
new
growth,
but
we
do
know
where
we
have
guided
for
significant
increases
in
new
growth,
and
it
is
already
in
those
most
dense
neighborhoods
in
our
city,
many
of
which
are
still
not
caught
up
to
the
thousands
or
tens
of
thousands
of
people
who've
moved
in
in
the
last
decade,
or
so.
K
Thank
You
chef,
homeless,
I
know
I
really
just
wanted
to
back
up
both
councilmember
Goodman
and
councilmember
benders
comments,
because
I
think
they
really
kind
of
go
together.
I
think
that
that
I've
also
heard
from
the
ward
3
clique
representatives
that,
at
the
end
of
the
day
they
didn't
feel
like
there
were
a
lot
of
choices
to
make
and
I
actually
think
that
one
of
the
roles
that
that
kind
of
participatory
process
could
really
play
would
be
to
to
be
the
people
on
the
ground
who
can
really
see
when
something
is
changing
right.
K
If
there
were
options,
and
there
were
projects
that
were
in
the
pipeline,
they
might
never
be
a
priority,
except
that
oh
we're,
adding
a
thousand
units
of
housing
on
that
street.
Now,
suddenly,
we
can
see
that
that
Street
really
does
need
to
be
revisited,
and
so
you
know,
I
definitely
think
that
revisiting
those
criteria
getting
to
a
place
that
we're
not
waiting
for
the
livability
problems
and
street
use
problems
that
come
with
new
density
to
become
historical
data.
K
Before
we
put
it
in
a
five-year
click,
we're
basically
telling
people
we're
gonna,
let
you
be
miserable
for
8
to
10
years.
If
we
aren't
getting
more
ahead
of
this,
and
so
I
think
you
know
looking
at
this
criteria
to
make
sure
that
we're
factoring
in
future
development,
so
we're
not
just
looking
back
but
also
looking
forward
at
what
we're
building
and
then
letting
our
participatory
process
with
the
Kliq,
be
active
participants
and
identifying
where
those
investments
make
the
most
sense.
It
feels
like
something
that
would
be
very
helpful.
I
I'll
work
through
each
of
the
major
capital
programs
and
I'll
do
this
briefly.
You
see
this
each
year,
so
it's
a
an
update
each
year
on
the
amount
of
work
we'll
do
in
our
street,
paving
for
2020
it's
62
million
dollars
over
the
five
years.
It's
three
hundred
and
thirty
million
dollars,
and
it
includes
residential
reconstruction
asphalt,
resurfacing,
concrete
rehabilitation,
failed
streets
and
alleys.
I
There
are
improvements
we
need
to
make
outside
of
our
paving
program
for
that
we
have
a
number
of
other
programs
that
support,
so
our
sidewalks
specific
program
proposed
at
3.5
million
dollars
this
year
and
17
about
17
and
a
half
over
five
years.
This
is
fixing
our
defective
and
hazardous
sidewalks
and
filling
in
missing
segments
of
sidewalk.
I
Bridges
is
always
a
challenging
program
for
us
there's.
The
need
far
outweighs
our
available
capital
resources
and
we
prioritize
based
on
an
annual
bridge
sufficiency
rating,
and
we
go
directly
to
that
data
to
make
our
recommendations
of
what
to
fix
next.
Some
highlights.
Bridge
nine
really
needs
some
some
help
and
repair
and
then
generally
about
a
half,
a
million
dollars
for
repair
bridges
and
other
places,
and
I
will
say
that
this
will
continue
to
be
a
challenge
for
us.
Bridges
in
the
city
are
very
expensive
to
rebuild
and
maintain.
I
Traffic
control
and
street
lighting-
this
is
generally
the
category
where
we're
installing
repairing
maintaining
our
signal
system,
as
well
as
street
lighting
for
2020
at
seven-and-a-half
million
dollars.
Some
highlights,
you
know
every
time
we
upgrade
a
signal.
We
are
able
to
make
safety
improvements
in
pedestrian,
countdown,
timers,
building,
bump
outs
and
adding
pedestrian
level
lighting.
So
this
is
an
important
program
for
our
maintenance,
but
it
also
helps
us
achieve
some
of
our
other
goes
to
goals
as
well.
I
might
also
say
that
we
have
a
traffic
management
system
and
many
of
you
have
visited
this.
I
It
helps
us
tremendously
to
keep
traffic
moving,
especially
at
peak
and
rush
hour
in
downtown.
We
see
everything
in
real-time,
it's
an
IT
hub
more
than
its
anything
else,
and
it
takes
maintenance,
and
so
it's
this
section
of
the
budget
that
helps
us
maintain
that
digital
system
that
we
can
monitor
what's
happening
on
the
ground.
I
So
I'm
gonna,
move
on
to
utilities
I've
got
a
couple
highlights
here
in
each
of
our
utility
funds.
I've
shown
this
graph
a
couple
of
times
now
to
the
council
and
to
the
public
as
well,
and
it
helps
to
summarize
how
we
manage
the
infrastructure.
Our
decisions
are
based
on
a
combination
of
criticality
and
condition.
So
we
look
to
pretty
much
the
top
right-hand
corner
of
this
graph
on
infrastructure.
That
is
both
critical
serves
many
people
as
well
as
in
poor
condition,
and
that's
where
we
focused
our
improvement
efforts.
I
So
with
that,
as
a
backdrop,
sanitary
sewer,
we
have
televised
equipment,
we've
televised
our
system
and
we
continue
to
televise
to
understand
condition,
and
we
know
now
that
you
know
46
percent
of
our
infrastructure
and
the
sanitary
system
is
over
100
years
old
and
that
condition
is
really
showing
so
we're
using
that
kind
of
asset
management
framework
to
make
investments
and
two
main
categories:
rehabilitation
of
the
sanitary
sewer
system
for
eight
million
dollars
and
infiltration
and
inflow.
This
is
where
we
might
have
a
crack
or
something
is
coming
in-
that
challenges.
I
I
have
changed
this
slide.
This
used
to
have
a
similar,
like
condition
of
the
asset
and
I've
changed
it
to
be
sure
that
we
all
together,
see
this
data
this
right
here
rain.
This
is
from
State
Climatologist.
This
is
our
biggest
challenge.
One
of
our
biggest
challenges
in
public
works
is
it's
raining
a
lot
more
with
a
lot
more
intensity
and
I
know
you
are
all
feeling
it
and
we
are
feeling
it.
I
We
have
been
doing
a
good
deal
of
foundational
work
to
understand
where
our
challenges
are
and
to
focus
our
our
mitigation
projects
in
areas
where
we're
going
to
make
the
biggest
difference
so
for
next
year
we
continue
the
work
to
physically
improve
the
pipes,
that's
three
million
dollars
and
then
to
specifically
work
on
flood
mitigation.
We've
proposed
five
million
dollars
each
year
to
work
on
flood
mitigation.
D
Have
a
question
on
the
last
slide,
while
all
that
I
appreciate
all
the
work
that
your
department's
been
doing,
but
it
does
go
back
to
the
underlying
question
of
if
our
infrastructure
is
not
able
to
take
this
because
it
doesn't
look
like
we
have
even
arrived
at
a
new
normal,
yet
kind
of
what
is
the
plan
going
forward
and
I
guess
to
be
more
specific
updating
infrastructure,
I
think
the
question
I
get
from
my
constituents
is
always
like.
What
are
you
going
to
do
to
do
that
and
the
question
I
put
back
is
I.
D
Don't
know
that
we
know
what
size
pipes
even
going
to
work.
You
know
we
have
some
infrastructure
that
was
built
for
a
rainfall
a
long
time
ago.
That
is
not
it's
it's
not
that
the
infrastructure
is
failing
so
much
it
just
can't
take
the
ring,
that's
happening
so
do
we
base
it
on
what
we're
seeing
in
the
1990s
9
to
2
mm
of
2010
I
mean
I,
don't
know
that
we
can
get
ahead
of
that
yet,
but
I
guess.
That
would
be
my
question
of
what
is
the
thinking
of
the
department.
I
Chair
Palmisano
and
council
councilmember
Schrader
I,
appreciate
the
question
we
ask
ourselves
this
all
the
time
when
we
get
this
question
a
lot
and
the
reason
that
I
show
the
rainfall
grass
is
because
we
are
all
in
this
together
and
I,
can't
say
with
confidence
that
we
will
quote-unquote
solve
this
problem.
But
here
are
some
ways
we
plan
to
make
it
make
it
better.
One
is
continually,
invest
in
the
infrastructure
that
we
have
to
ensure
that
our
system
is
working
properly.
That
includes
some
proactive
actions
that
we
take
before.
I
We
know
that
it
rains
we
go
and
deck
out,
storm
drains
and
low-lying
areas
and
make
sure
all
the
pumps
are
working.
So
we
take
very
immediate
and
corrective
actions
based
on
on
whether
that's
one
thing
we're
doing.
Second,
is
our
modeling
has
gotten
so
much
more
sophisticated
that
we
can
target
in
a
more
detailed
scientific
way
where
our
investments
will
have
the
most
impact
3
we
have
to
get
creative
about
managing
stormwater.
Our
pipes
are
not
going
to
be
able
to
do
it
all.
So.
I
I
This
is
the
most
important
category
of
investment
we
can
make.
Water
is
life.
We
provide
twenty
billion
gallons
of
safe
drinking
water
each
year
to
our
residents
and
our
six
wholesale
customers
that
we
sell
water
to.
If
you
have
not
toured
the
facility,
please
please
do
it,
it's
educational
and
inspiring
what
we
do
with
River
water.
We
make
continuous
improvements
to
our
water
treatment
and
distribution
system,
I'm
most
excited
about
our
renewable
energy,
we've
partnered
with
property
services
to
plan
for
solar,
so
that
we're
using
renewable
energy
as
we're
treating
our
water.
I
I
Okay,
last
category,
here,
utility
rates.
We
try
to
give
you
an
idea
as
part
of
our
budget
I
want
to
say
that
last
year
we
worked
closely
with
finance
to
take
a
deeper
dive
in
our
utility
rates
and
really
tried
to
manage
our
performance
in
our
rates
for
predictability
and
stability
in
each
of
the
utility
funds
that
resulted
in
some
changes
to
our
five-year
proposal
that
are
beneficial
were
able
to
maintain
the
city's
policy
on
cash
balance
and
improve
the
stability
and
predictability
of
rates
while
bringing
down
the
rates
from
what
we
projected
last
year.
I
That's
not
to
say
that
we're
reducing
rates,
but
last
year
we
protected
a
certain
number,
and
this
year
our
projections
are
just
a
little
bit
lower
than
that.
So
I
feel
good
about
where
we
are
with
the
rates
based
on
a
deeper
analysis
that
we
did
over
the
year
last
year.
The
total
recommended
rates
for
this
year
is
108
dollars
per
household,
which
is
a
4%
increase
over
last
year
last
year.
I
K
I
We
made
some
structural
changes
in
transportation
planning
to
be
able
to
elevate
the
role
of
one
of
our
senior
transportation
planners,
who
has
specific
experience
working
in
both
planning
and
in
transportation
planning,
so
she
was
once
a
seedbed
employee.
She
is
now
a
transportation
planning
employee
and
we
felt
she
had
the
very
best
expertise
to
lead
a
team.
I
We
could
have
just
assigned
it
to
a
person
and
hired
a
new
person,
but
we
felt
like
having
someone
in
more
of
a
leadership
role
in
the
division
could
help
guide
others
along
and
we
could
broaden
our
efforts.
This
is
Becca
Hughes,
you
all
know
her
she's
done.
Amazing
work
and
she's
prepared
a
framework
for
how
we're
going
to
approach
the
work
and
B
she's
also
started
to
look
at
the
overlap
between
proposed
developments.
I
We
have
that
map
proposed
infrastructure
improvements
and
proposed
development,
review,
process
improvements
and
changes
that
help
us
work
more
closely
with
the
development
community,
so
I'm
optimistic
about
our
ability
to
coordinate
better.
We
know
we
need
to
do
more
and
we
plan
to
report
back
to
the
Transportation
and
Public
Works
Committee
on
our
efforts.
G
You,
madam
chair,
that's
great
to
hear
and
I
appreciate
the
question
and
answer
on
that.
This
is
a
simple
I
know
that
I
just
want
to
mention
in
light
of
our
capital
budgets
and
all
the
other
demands
on
our
system,
which
is
the
issue
of
our
Greenway
bridges.
We
have
a
lot
of
deferred
maintenance
on
our
green
wait'
bridges,
which
are
maintained
and
owned
by
most
of
them.
Well,
there's
multiple
ownership
structure.
G
So
there's
currently
one
closed
in
my
ward
because
of
issues
with
safety
concerns,
and
it's
a
the
number
that
it
would
cost
any
entities
to
replace
the
bridges
is
very
large,
there's
also
historic
preservation
issues,
so
the
council
present
represent
the
Greenway.
Words
are
part
of
this
conversation
comes
my
bike
and
I
went
to
a
meeting
with
the
county.
G
It
seems
clear
to
all
of
us
that
there's
a
need
to
prioritize
the
bridges
as
well
as
to
seek
outside
funding
and
I,
appreciate
the
department's
work
on
both
of
those
things,
particularly
the
second
one,
because
the
cost
is
something
like
20
million
dollars
just
for
a
portion
of
them,
and
that
would
be
a
big
strain
on
our
capital
budget.
So
just
wanted
folks
to
know
that
I
know
a
lot
of
our
words
connect
across
the
Greenway
and
it's
used
by
people
from
all
over
the
region.
G
A
A
J
J
Also
I
do
have
a
number
of
staff
members
here,
I'd
like
to
introduce
I,
do
have
the
director
Rebecca
mom
quest
in
the
front
here,
and
then
we
have
Nancy
logic,
who's,
our
manager,
assessment
services,
Suri
Garnett,
whoo-whoo,
Lee,
who's,
a
residential
supervisor,
and
we
have
Brian
Messer
and
Tim
Alvin,
also
residential
supervisors.
So
it's
exciting
to
have
the
support
and
they're
the
brain
trust
oftentimes
to
the
successes
that
we
have
in
the
office.
So
as
the
department
over
you
I'm,
just
gonna,
give
you
a
brief
overview.
J
What
we
do
the
assessor's
office
serves
the
taxpayers
of
the
city
minneapolis
by
valuing
and
classifying
real
estate,
accurately
ethically
and
equitably
a
city
wine
property
taxes
fund,
core
services
to
provide
that
are
provided
to
minneapolis
residents.
These
core
services
include
the
law
enforcement
fire
safety,
education
parks
recs,
as
well
as
other
some
core
services
that
we
heard
from
the
the
public
works
department.
J
The
department
staff
provide
information
and
analysis
to
internal
and
external
partners,
such
as
the
elected
officials,
like
yourself,
other
department,
heads
in
Minneapolis,
School,
District,
Hennepin,
County,
Attorney's,
Hennepin,
County,
taxpayers,
the
Department
of
Revenue
tax
payers,
neighborhood
groups
and
as
the
media
as
well.
So
as
you
can
see,
there
are
a
lot
of
stakeholders
that
rely
really
upon
the
important
work
that
my
staff
do
every
day.
J
Here's
our
organizational
chart.
It
hasn't
changed
for
a
number
of
years.
I'll
just
go
through
it
very
briefly.
If
you
go
from
the
left
to
the
right,
we
do
have
our
assessment.
Services
team,
which
Nancy
will
Jack
is,
is
the
lead
net
and
that's
really
our
data
analysis
and
reporting.
So
when
there
are
the
media's
asks
for
information
or
if
you're
asking
for
information,
Ward's,
specific
or
real
estate
trends,
this
information
is
generally
calculated
and
analyzed
and
then
supported
or
taken
from
from
that
section.
Then
we
also
have
our
central
business
district
and
tax-exempt
team.
J
Then
we
get
into
to
residential
teams.
We
also
have
a
classification
team
apartment
team,
as
well
as
the
neighborhood
and
commercial
team.
I
bring
this
up
because
at
this
point
in
time
there
are
a
number
of
stresses
that
are
changing
in
our
department.
We
have
litigation,
we'd
handle
more
litigation
in
the
city,
Minneapolis
and
any
city
in
the
state
of
Minnesota
and
may
actually
outnumber.
J
That
is
for
most
of
the
counties
as
well
with
with
rare
exception,
and
because
of
that,
we're
finding
that
the
model
that
we've
been
using
for
almost-
and
you
know-
I've
been
here
for
29
years
and
it
looks
like
the
model
probably
started
with
29
years
ago,
with
some
slight
changes,
so
we're
looking
or
stepping
back
this
next
year
to
figure
out.
You
know
what
our
best
practices
but
the
new
challenges
and
the
changing
of
the
real
estate
market.
J
And
how
can
we
better
serve
the
taxpayers
of
Ella's,
produce
a
really
accurate
and
an
efficient
assessment
system
and
as
well
as
responding
to
appeals
and
from
the
Tax
Court,
as
well
as
the
local
boards?
So
well,
there's
nothing
definite,
but
we
have
realized.
I.
Think
we're
going
to
spend
the
next
few
months
taking
a
look
at.
Are
we
really
organized
and
set
up
for
success
going
forward,
knowing
that
we
do
have
some
challenges
with
the
real
estate
market
under
current
service
levels
we
do
handle
on
it?
J
This
is
something
I
already
said:
we
do
handle
the
most
tax
courts
and
local
boards.
We
handle
hump
130,000
valuations
a
year.
We
also
have
over
a
billion
dollars
of
new
construction
and
permits
every
year.
So
as
regulatory
services
is
it
out
there
and
approving
all
the
permits
we
have
to
go
out
there
and
we
actually
are
tracking
the
break
the
ground
all
the
way
up
to
the
final
sign-off.
When
the
building
is
completed,
we
also
do
tax
payer
education.
We
do
property
tax
administration,
we
also
do
neighborhood
business
engagement.
J
To
get
into
our
budget
between
2019
and
2020,
the
approved
adopted
budget
last
year
was
six
million.
One
hundred
and
forty
eight
thousand
and
thirty-eight
FTEs
for
the
proposed
2020
we're
at
six
million
two
hundred
sixty
six
thousand
with
the
same
38
FTEs.
It's
a
1.9
percent
increase.
Most
of
the
increase
is
as
a
result
of
wages
and
benefits,
as
well
as
fixed
costs,
inflationary
expenses
on
some
of
our
fixed
costs.
J
For
the
2020
changes,
Mayor
FRA
recommends
a
budget
adjustment
for
the
assessor's
office.
This
adjustment
will
ensure
that
Department
has
the
resources
to
meet
its
statutory
requirement
and
city
goals
and
objectives.
It
also
maintains
the
overall
quality
and
accuracy
of
the
assessment,
and
this
is
my
last
slide.
This
is
a
very,
very
fast
presentation,
essential
operating
expenses,
so
these
are
the
expenses.
So
over
the
years
we've
had
to
take
on
additional
tools:
we've
added
we've
added
additional
overhead
for
staff
safety.
J
So
some
of
the
things
that
we've
been
doing
are
we
pay
for
parking
and
parking
has
far
exceeded
the
costs
from
our
normal
budgetary
increases
year
over
year.
So,
as
a
result,
we're
finding
that
our
parking,
we
don't
have
enough
funding
on
an
annual
basis
to
pay
for
parking
cell
phones.
We
up
until
about
two
years
ago,
staff
did
not
help
cell
phones.
It's
we
felt
that
was
really
a
really
a
core
tool
that
my
staff
needed
to
have
for
a
number
of
reasons.
One
is
when
they
leave
for
the
field.
J
They
were
nearly
not
reachable
by
a
tax
payer.
This
way
the
phones
can
roll
forward.
When
the
texts
are
the
my
staff
were
out
in
the
field,
they
can
answer
phone
calls,
they
can
set
up
appointments.
It
was
also
a
safety
issue,
but
if
somebody's
in
a
place
where
they
didn't
feel
safe,
there
was
no
real
way
unless
they
had
their
own
personal
phone
with
them
to
call
a
911
or
an
or
even
if
they
see
something
and
they
wanted
a
colony
in
one
one.
J
We
felt
it
was
just
one
of
those
tools
that
we
just
had
to
start
supplying
this.
The
staff,
the
Multiple
Listing
Service,
the
costars,
a
Multiple
Listing
Service,
is
a
fee
or
a
subscription
that
we
pay
for
it
to
to
follow
up.
We
oftentimes
try
to
contact
the
either
the
buyer
of
the
seller
on
every
sale
when
that's
not
possible.
The
multiplicities
Multiple
Listing
Service
is
a
really
great
tool
to
find
out
what
happened
or
what
were
some
of
the
building
characteristics
at
the
time
of
the
sale.
J
Kosar
is
a
commercial
subscription
that
we
we
took
on.
We
were
able
to
partner
with
see
ped,
but
that
was
a
$20,000
a
year
increase
again,
not
something
that
we've
had
in
the
past,
but
we
had
that.
We
felt
we
needed
to
have
a
tool
in
order
to
produce
the
best
assessment
possible
and
in
order
to
defend
values
as
well.
J
A
couple
other
things
that
are
included
in
this
essential
operating
expenses
would
be
Community,
Engagement,
we're
doing
a
lot
more
as
far
you
getting
out
into
the
community
we're
doing
a
lot
more
with
communication
with
the
neighborhoods
when
we're
going
to
be
out
in
the
fields
what
we're
doing
just
mailers
and
flyers,
and
things
like
that.
We're
also
doing
career
fairs
and
career
fairs
are
a
great
way
to
get
new
people
into
the
assessment
profession.
J
It's
a
great
way
that
we're
gonna
introduce
you
know
more
women
into
our
professions,
a
fairly
male-dominated
profession
as
well
as
people
of
color.
There
is
a
great
success
story.
We
have
a
person
starting
on
Monday
Rhonda
Olson,
it
she's
a
person
who,
when
we
were
partnering
with
the
project
for
pride
and
living,
they
did
a
start
and
Assessors
program.
They
did
it
for
the
one
year
where
they
brought
in
six
people
that
they
really.
J
You
know
we
helped
with
the
training
and
the
education
and
the
work
experience
and
to
her
credit,
she's,
a
very,
very
talented,
individual
and
somebody
who
has
not
done
the
assessment
profession
will
work
through
ppl.
We
just
hired
her
as
a
saucer
one
and
she
starts
on
Monday.
So
that
was
a
great.
There
was
a
a
great
success
program.
J
A
You
mr.
Todd
I'm,
not
seeing
any
immediate
questions
or
that's
right
now.
I
I
will
put
myself
in
queue
and
ask
a
couple
mr.
Todd,
how
how
has
your
office
helped
to
effectively
address
the
massive
increase
in
appeals
that
you've
seen
the
last
couple
of
years?
I
would
imagine
that
that
is
a
resource,
heavy
endeavor
and
I'm,
just
not
sure
with
your
small
team.
How
does
that
work?
I
also
know
you
are
particularly
you've
become
more
and
more
focused
on
community
engagement
and
I'm.
Just
curious
what
you
found
to
be
effective.
J
Madam
chair,
the
that's
a
great
question.
What
we've
had
to
do
is
we
are.
The
majority
of
our
appeals
are
residential
at
this
point
in
time,
and
so
our
residential
staff
were
the
last
couple
years
have
really
been
tapped
out.
They've,
they
we've
worked
over
time,
we've
worked
weekends
and
it
got
to
the
point
where
we
as
a
team,
we
had
to
say
you're
doing
commercial,
but
at
this
point
in
time
we
don't
have
the
appeals
in
commercial
or
they've
handle
them.
The
commercial
appraisals
are
helping
with
the
residential.
The
apartment.
A
J
I
think
that
that's
really
occurring
incredibly
important,
I
think
as
the
city
continues
to
grow,
and
we
can
definitely
show
that
in
the
city
of
Minneapolis,
the
number
of
housing
units
beyond
apartments
or
condominiums
has
grown
and
for
every
five
thousand
units,
the
industry-standard
would
say
that
the
assessor's
office
should
grow
by
one
FTE,
and
that
has
not
been
the
case.
In
fact,
when
I
started,
we
had
48
FTEs
in
my
department
we're
down
to
38,
so
we
would
still
love
to
get
to
that
48
number.
But
it's
a
point
in
time.
G
You,
madam
chair,
we
had
a
question
similar
to
this
in
an
earlier
presentation
about
technology
and
how
our
database
systems
are
working
and
I.
Remember
making
this
relatively
large
investment
in
camp
in
cama,
which
I
think
was
supposed
to
help
improve
efficiency
and
reduce
the
number
of
assessment
appeals.
How
was
that
going?
Is
that?
How
was
it
integrating
with
the
work.
J
Chair
Palmisano,
a
council
vice-president
vendor
it
is
we,
the
contract
has
been
signed
where
we
were
slotted
for
a
q4,
so
it
was
sometime
before
the
end
of
the
year.
That
Tyler,
who
is
the
vendor
that
we
had
selected,
would
be
coming
in
and
we're
starting
to
do
the
transition,
which
is
about
an
18
to
20
month
transition.
J
It
looks
like
it's
gonna
be
quarter
1
for
2020,
we're
still
hoping
for
a
quarter
and
you're
right
there.
There
will
be
some
definite
improvements,
because
currently
my
staff
are
walking
out
on
the
field
with
paper,
putting
all
their
notes
on
the
paper
coming
back
and
having
to
re-enter
the
information.
This
new
system
will
be
laptop
and
not
laptop,
but
tablet
enabled
so
once
the
change
has
been
made,
it'll
be
uploaded
and
there
will
be
definitely
some
savings.
J
But
the
challenge
in
our
profession
is
that
the
statute
said
that
we
still
physically
have
to
view
20%
of
the
city
every
year
and
as
the
city
physically
grows,
we
physically
have
to
get
out
there
and
see
them.
So,
even
though
there's
gonna
be
great
efficiency,
where
our
assessments
will
be
far
more
accurate
because
the
technology
has
gotten
that
much
better
since
2000,
when
our
existing
software
was
I,
would
not
see
that
that
would
allow
enough
that
would
alleviate
our
the
some
of
the
stresses
that
we
have
at
this
point
in
time.
Maybe.
G
Just
to
follow
up
and
customer
gentle
stepped
out
and
so
I'm
asking
about
the
technology
system
and
maybe
highlighting
something
that
we
were
talking
about
earlier,
given
where
this
is
that
in
the
process
since
we've
had
so
many
problems
with
other
big
database
shifts
our
technology
system
implementation
taking
a
moment
to
understand
what
happened
in
those
different
areas.
And
if
this
multi-million
dollar
investment
can
benefit
from
the
lessons
that
have
been
learned
from
other
system
implementations
so
that
we
can
avoid
the
scenario
where
we
spent
millions
of
dollars
on
technology.
G
G
J
You
ken
can
I
respond
to
that,
because
we
really
spend
my
my
leadership
team.
We've
really
spent
a
lot
of
time.
Thinking
about
that
right.
Now,
we're
going
with
a
product
and
a
vendor
who's
very,
very
established
in
this
in
the
state
of
Minnesota
for
property
taxes.
So
it's
not
like
we're
going
with
a
vendor
and
we're
the
first
pilot
project
for
them.
J
They've
already
done
Dakota
County
in
Elko,
County,
Scott,
County,
Blue,
Earth,
County
and
they're
looking
at
a
fairly
large
consortium,
so
the
the
product
that
they're
using
currently
is
very
successful
in
Minnesota
already,
but
wouldn't
expect
a
significant
amount
of
disruption.
As
far
as
that
goes,
we've
also
decided
to
start
migrating
all
our
data
out
of
govern
instead
of
having
their
system
path
in
to
govern,
which
is
a
very
confusing
system
to
move
our
data
into
a
data
warehouse
which
is
a
very
generic
way
to
store
data
and
then
have
it
path
to
that.
J
So
we're
hoping
that
that
will
also
mitigate
any
potential
problems
or
frustrations
that
go
along
with
these
major
conversions.
And
so,
while
every
project
will
have
some
hiccups,
I
fully
expect
that
I
think
we've
been
pretty
smart
about
how
we're
going
to
attack
with
us
and
and
we're
lucky
again
going
with
the
vendor,
who
is
very
very
familiar
with
the
property
tax
system
in
Minnesota.
Some.
G
Thank
you
and
I
mean
that's
really
helpful.
Second
question,
and
maybe
it's
for
follow
up.
Is
we
had
night
a
while
ago,
because
a
lot
of
our
city's
goals
around
housing
stability
are
impacted
by
the
way
we
do
assessments
and
these
are
set
by
state
law
or
industry
standards,
but
they
include
things
like
when
a
building
is
purchased
or
sole,
purchased
and
then
sold
like
an
older
apartment.
G
This
alternative
method,
which
is
to
give
a
tax
abatement
and
then
encourage
landlords
to
keep
their
rents
lower.
Has
that
a
coordination
been
happening
or
is
there
anything
to
report
about
how
the
assessor's
office
is
able
to
help?
You
know
communicate
about
these
programs
and
help
with
the
overall
goals
of
keeping
people
in
their
homes.
J
Councilman,
chair
Palmisano
becomes
a
vice
president,
better,
that's
a
that's
a
great
question
and
absolutely
we
were
very,
very
proactive
because
will
find
that
in
under
the
appeals
process
when
carpet
x,
owners
are
property.
Owners
are
appealing
the
values
it's
oftentimes,
driven
by
the
taxes.
It's
really
their
values,
oftentimes
I
go
it's
it's
fine
or
it
might
be
a
little
bit.
I
might
be
a
little
below,
but
it's
a
taxes
that
was
killing
him,
and
so
with
that
we
were
absolutely
feeding
them.
J
The
information
on
the
forty
because
they
would
be
saying
I
want
to
keep
my
taxes
afford,
but
I
really
want
to
do
the
right
thing:
I
don't
need
the
money
and
I
want
to
be
able
to
pass
on
and
unfortunately,
in
the
assessment
world
in
the
valuation
world,
it's
not
how
you
run
your
building.
It's
what's
the
market
willing
to
pay
for
your
building
if
it
were
to
come
up
on
the
market,
and
if
you
have
your
rents,
fifty
percent
or
30
percent
below
market.
J
The
next
investor
is
going
to
say
if
I
buy
it
at
this
I'm
raising
my
rents
and
then
I'll
either
resell
it
or
I'll,
be
cash
flowing.
So
so
no
we've
absolutely
been
very,
very
proactive,
I'm
making
sure
that
anybody
that
had
issues
with
their
taxes
when
they
were
looking
at
property
or
when
they
were
appealing
their
property.
We're
given
information
on
the
4d
program.
A
H
N
Thank
you
excuse
me
good
morning.
Thank
you.
My
name
is
Aaron
Delaney
and
I
am
the
director
of
the
Municipal
Building
Commission.
Thank
you
for
giving
me
a
few
minutes
this
morning
to
talk
about
our
2020
operating
budget
as
well
as
I'd
like
to
take
a
few
minutes
to
talk
about
our
capital
budget
for
next
year.
N
That
is
a
chart
of
the
Municipal
Building
Commission.
We
are
created
by
state
statute
and,
as
you
know,
if
the
board
is
represented
by
two
Hennepin
County
Commissioners,
as
well
as
councilmember
Goodman
serves
from
the
City
Council
and
mayor
Frey
also
serves
on
our
board.
This
just
kind
of
lays
out
where
we
have
our
staff.
We
have
a
total
of
59
FTE
funded
in
our
organization
and
I'll
talk
about
those
individual
departments
as
we
continue
who
we
are
and
what
we
do.
N
We
have
five
business
lines:
administration,
that's
the
admin
offices
in
room
105
in
City
Hall.
We
provide
admin
services,
obviously
to
the
MDC
board.
The
board
again
through
state
statute,
approves
all
space
assignments
in
the
building
and
all
budgets
for
both
the
operating
and
capital
but
capital
projects
for
our
facility.
N
Our
second
business
line
is
the
custodial
security
department
and
we
have
an
amazing
custodial
crew
over
400
thousand
square
feet
in
this
building,
and
our
staff
of
about
35
keep
this
building
clean
and
operating.
In
addition,
we
have
nine
full-time
security
staff
that
staff
the
fourth
street
security
desk.
We
have
staff
on
a
24/7
rotation,
so
there
is
never
a
time
when
we
don't
have
Vesey
employee
in
the
facility.
N
In
addition,
I
hope
you've
noticed
that
we've
started
to
try
to
staff
additional
folks
at
the
5th
Street
entrance
of
the
building
as
well,
because
we
see
a
real
need
there.
We've
got
a
lot
of
members
of
the
public
who
enter
on
5th
Street
and
there
isn't
a
face
there,
all
the
time
to
direct
them
and
answer
questions.
So
that's
our
custodial
and
security
department.
N
Moving
on
to
our
next
one
is
our
repairs
and
improvements,
and
this
is
primarily
our
building
trades.
We
have
a
representative
of
each
building
trade
at
the
Building,
Commission
painters,
carpenters,
plumbers,
electricians,
pipe
fitter,
you
name
it
and
again
tremendously
skilled
building
trades
staff.
Not
only
do
they
have
the
training
for
a
modern
facility,
but
they
also
have
the
techniques
and
the
knowledge
to
work
in
a
facility-
that's
125
years
old.
So
that's
a
real,
unique
skill
set.
N
N
For
example,
if
you
want
to
move
a
wall
or
build
a
different
office,
that
is
what
MBC
staff
does
and
it's
a
pass-through
account
in
the
sense
that
the
amount
we
budget
is
the
amount
that
is
paid
by
the
departments
next
slide.
What
do
we
do?
It's
our
goal
to
provide
a
safe,
functional
and
efficient
work
environment
for
city
staff
and
members
of
the
public,
and
you
know
I
I,
know
I've
said
this
to
you
every
year,
but
over
1700
people
enter
this
facility
on
a
daily
basis.
N
That
is
a
large
number
of
people,
and
we
take
very
seriously
that
we
are
there
often
times
the
first
point
of
contact
for
these
folks
that
come
in
the
building,
whether
they're
coming
into
work
or
coming.
In
with
questions
you
know,
that's
an
important
role
that
the
MDC
plays
125
years
old,
a
gathering
place
for
civic
events.
N
We
have
a
very
active
catering
and
events
program
where
we
rent
out
the
facility
for
weddings
events,
parties
and
the
Commission's
that
we
receive
from
those
events
are
deposited
into
a
historic
preservation
fund
and
I
know
again
I
talk
about
that
every
year,
but
that
is
an
important
part
of
our
work
because,
as
we
accumulate
revenue
in
that
fund,
we
can
use
that
for
historic
restoration
in
the
building
and
it's
not
taxpayer
money,
88
compliant
energy
efficient.
We
recently
received
an
award
from
this
body
that
we
reduced
our
greenhouse
gas
emissions
by
over
18
percent.
N
N
Our
shared
services
budget
is
0.1
percent
lower
than
19
and
I've
listed.
What
the
actual
property
tax
targets
are,
and
the
city
in
the
county
will
be
paying
we're
requesting
that
they
pay
for
2020
the
city
at
5.6
million
in
the
county
at
3.7,
and
here
it
breaks
down
a
little
bit
more.
You
can
see
the
program
names
again
on
the
left
side.
N
I've
broken
down
the
FTE
counts.
Again,
we
total
59,
funded
positions.
I
think
I'll
just
pause
on
this
slide.
If
anybody
has
any
specific
questions
about
the
breakout,
I'm
happy
to
talk
further
I,
don't
think
we
do.
Okay,
okay,
so
just
real
important
information
is
the
capital
projects
that
those
are
also
administered
through
the
MDC
as
well.
Now
all
capital
budgets
are
split,
fifty
percent
Hennepin
and
fifty
percent
city
of
Minneapolis,
and
we
have
got
some
exciting
projects
coming
to
City
Hall.
N
If
you
just
go
through
the
list
of
the
projects,
the
first
two
mechanical
life
safety.
That's
the
work
that
you've
seen
us
do
the
last
21
years,
where
we
pick
quadrants
of
the
building
and
we
upgrade
them
in
conjunction
with
the
life,
safety
and
mechanical
there's
a
possible
of
a
possibility
of
a
historic
restoration
on
the
first
floor
southwest
corner
the
facility
that
is
the
historic
former
mayor's
office
for
the
mechanical
and
life
safety.
N
Our
next
two
stages
will
be
southwest
corner
again:
ground
floor
property
and
evidences
are
where
we'll
start
working
and
the
goal
is
that
the
MDC
will
property
and
evidence
will
relocate.
The
MDC
will
get
in
there
and
do
the
mechanical
and
life
safety
upgrades,
and
then
the
city
will
backfill
it
with
the
new
as
you're.
Changing
your
staffing
locations
with
the
new
building
and
with
our
building
the
third
project
listed
exterior
improvements.
We
have
recently
awarded
a
contract
for
that
and
we
will
start
that
work.
N
Hopefully,
yet
this
far,
you
will
cease
the
installation
of
some
scaffolding
for
additional
assessment
work
that
we
need
we're
starting
on
the
north
and
east
sides
of
the
building,
and
it
focuses
on
masonry,
waterproofing
and
windows.
The
fourth
project
is
the
elevator
modernization
project.
I
think
we
all
know
that
the
elevators
specifically
in
the
rotunda
area
are
need
in
need
of
an
upgrade,
and
we
are
happy
to
be
moving
forward
with
that.
That
project
is
funded
and
we
will
be
starting
with
that.
This
fall
as
well.
N
We
will,
incidentally,
start
with
elevator
number
four,
which
is
in
the
rotunda.
The
next
project
is
the
facility
safety
improvements
and
again
this
is
facility
upgrades
in
areas
of
the
building
that
are
open
and
unoccupied
by
offices,
for
example,
we're
starting
with
the
rotunda
area.
We
will
be
installing
some
glass
smoke
barriers
at
the
4th
Street
entrance
and
the
5th
Street
entrance
of
the
facility,
in
addition
to
some
smoke
and
fire
detection.
Again
these
are
areas
of
the
building
that
are
not
occupied
by
staff.
N
The
other.
The
next
project
is
the
4th.
Street
sidewalk
didn't
receive
any
funding
for
this
request
again.
This
is
just
some
upgrades
we'd
like
to
work
on.
When
the
city
comes
through
and
works
on
the
4th
Street
side.
There's
some
upgrades
we
can
do
for
pedestrian
safety
at
the
4th
Street
entrance
of
the
building.
N
So
we'll
we'll
hear
more
about
that
in
the
future
and
then
the
last
two
are
County:
only
projects,
locks
and
electrical
systems,
but
again
it's
work
that
the
MDC
is
doing
in
the
ADC
that
Hennepin
County
pays
for
so
I
think
this
is
just
additional
information
about
the
three
projects
that
the
mayor
has
supported:
the
funding,
the
mechanical
life
safety
and
then
the
facility
safety
improvements.
So
with.
A
N
Councilmember
Palmisano,
yes,
there's
several
questions.
We
still
need
to
answer
on
that,
and
the
most
important
is:
how
could
we
use
that
space
efficiently
for
NVC
need
for
city
needs,
and
how
could
we
work
the
restoration
into
that
space
and
also
have
it
be
usable
space?
We
were
meeting
on
that
I
can
keep
the
council
and
certainly
councilmember,
Goodman
updated
as
we
move
forward
on
that.
Yes,
that.
A
Would
be
nice,
thank
you,
I'm,
not
seeing
any
other
questions
or
comments
from
my
colleagues
nope.
Okay,
thank
you
for
your
time.
Thank
you
that
will
move
to
receive
and
file
the
Municipal
Building
commissioners
report.
All
those
in
favor,
please
signify
by
saying
aye
aye
opposed
that
carries
with
this.
We
have
gone
through
seven
Department
mayoral
briefings
today.
Thank
you
for
your
time
and
we
will
be
adjourned.